HomeMy WebLinkAbout195-92 RESOLUTIONRESOLUTION NO. 195-Q2
A RESOLUTION APPROVING THE 1993 ANNUAL.
OPERATING BUDGET AND WORK PROGRAM FOR THE
CITY OF FAYETTEVILLE. ARKANSAS.
BE 1T RESOLVED BY THE CITY COUNCIL OF THE CITY OF
FAYETTEVILLE, ARKANSAS:
Section 1. That the City Council hereby approves the 1993 Budget and Work
Program, by category, for all fund types with approved changes, marked Exhibit "A" and made
a part hereof.
PASSED AND APPROVED this 15th day of December . 1992.
APPROVED:
it.,
ATTEST:
By: Clf� doh
Sherry . Thomas. City Clerk
'Fred Hanna, Mayor
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a::y.
1993
City of Fayetteville, Arkansas aitasammis
Annual Budget
and
Work Program
City of Fayetteville, Arkansas
1993 Annual Budget
and
Work Program
City Council
Stephen Miller
Conrad Odom
Fred Vorsanger
Joan Chapman
Kit Williams
Woody Bassett
Len Edens
Heather Daniel
Fred Hanna, Mayor
Ben Mayes, Administrative Services Director
Richard Watson, Police Chief
Mickey Jackson, Fire Chief
Alett Little, Planning Management Director
Kevin Crosson, Public Works Director
Prepared by
Stephen Davis, Budget Coordinator
Scott Huddleston, Financial Analyst
Kevin Springer, Research Analyst
Brian Swain, Asst. to the Admin. Services Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Fayetteville,
Arkansas
For the Fiscal Year Beginning
January 1, 1992
President Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award for the Distinguished Budget Presentation to the City of Fayetteville,
Arkansas for its annual budget for the fiscal year beginning January 1, 1992.
In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan and as a
communications medium.
The award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility
for another award.
1
City of Fayetteville, Arkansas
Table of Contents
Budget Message
Transmittal Memo from the Mayor to Council 1
Addendum 4
Community Overview 5
Budget Document 7
Budget Process and Policies
Budget Process 9
Budget Flowchart 11
Budget Organizational Structure 12
Administrative Procedures to Adjust the Approved Budget 13
Financial Policies:
Revenue Policy 15
Expenditure Policy 15
Debt Policy 16
Reserve Policy 16
Investment and Cash Management Policy 16
Capital Improvement Policy 17
Financial Reporting Policy 17
Fund Summaries
Chart of Fund Types - Governmental 18
Combined Statement of Fund Position - Governmental (Shown by Department) 19
Chart of Fund Types - Propnetary & Fiduciary 20
Combined Statement of Fund Equity - Propnetary & Fiduciary (Shown by Department) 21
Source and Uses of Funds 22
Govemnaxilal Funds
General Fund:
Comparative Budget Sununary 23
Sources and Uses of Funds 24
Expenditure Summary 25
Special Revenue Funds
Street Fund:
Revenue & Expenditure Summary 27
Sources & Uses of Funds 28
City Advertising & Promotion Fund:
Revenue & Expenditure Summary 29
Off Street Parking Fund:
Revenue & Expenditure Summary 30
Community Development Block Grant Program:
Revenue & Expenditure Summary 31
Aging Transportation Fund:
Revenue & Expenditure Summary 32
Drug Enforcement Program:
Revenue & Expenditure Summary 33
Debt Service Funds
Arts Center Bond Fund:
Revenue & Expenditure Summary 34
City Sales Tax Bond Fund:
Revenue & Expenditure Summary 35
Capital Projects Funds
Arts Center Project Fund:
Revenue & Expenditure Summary 36
Replacement Fund:
Revenue & Expenditure Summary 37
Capital Improvements Construction Fund:
Revenue & Expenditure Summary 38
Sales Tax Construction Fund:
Revenue & Expenditure Summary 39
Enterprise Funds
Industrial Park Fund:
Revenue & Expenditure Summary 40
Water & Sewer Fund:
Revenue & Expenditure Summary 41
Sources & Uses of Funds 42
Solid Waste Fund:
Revenue & Expenditure Summary 43
Sources & Uses of Funds 44
Airport Fund:
Revenue & Expenditure Summary 45
Sources & Uses of Funds 46
C E C and Parking Facility Fund:
Revenue & Expenditure Summary 47
Trust Funds
Walton Arts Center Endowment:
Revenue & Expenditure Summary 48
Police Pension Fund:
Revenue & Expenditure Summary 49
Fire Pension Fund:
Revenue & Expenditure Summary 50
Municipal Judge Retirement Fund:
Revenue & Expenditure Summary 51
•
Internal Service Funds
Shop Fund:
Revenue & Expenditure Summary 52
Management Fund: -
Revenue & Expenditure Summary 53
General Government:
Organizational Structure 54
Overview 55
Program Expenditure Summary 56
Personnel Summary 59
Mayor 61
City Council 63
City Treasurer 65
City Manager 67
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City Attorney - Legal 69
City Prosecutor 71
Hot Check 73
Municipal Judge 75
Cable Administration 77
Internal Auditing 79
City Clerk 81
Miscellaneous 83
Airport - Administration 85
Airport - Janitorial 87
Airport - Building & Grounds 89
Airport - Landside Operations 91
Airport - Airside Operations 93
Airport - Capital 95
Economic Development 96
Administrative Services:
Organizational Structure 97
Overview 98
Program Expenditure Summary 99
Personnel Sununary 102
Administrative Services Director 104
Personnel - Human Resources 106
Accounting and Audit 108
Budget and Research 110
Utility Billing and Collection 112
General Maintenance 114
Janitorial 116
Procurement 118
Risk Management 120
Data Processing 122
Municipal Court - Criminal 124
Municipal Court - Probation/Pine Collection 126
Municipal Court - Small Claims/Civil 128
Animal Control - Patrol/Emergency Response 130
Animal Control - Animal Shelter 132
Meter Operations 134
Water and Sewer Services - Capital 136
Shop - Vehicle Maintenance 138
Shop - Capital 140
Police Department:
Organizational Structure 141
Overview 142
Program Expenditure Summary 143
Personnel Summary 144
Police - Support Services 146
Police - Patrol 148
Central Dispatch 150
Police - Drug Enforcement 152
Fire Department:
Organizational Structure 154
Overview 155
Program Expenditure Summary 156
Personnel Summary 157
Fire - Fire Prevention 159
Fire - Operations 161
Fire - Training 163
Fire - Hazardous Materials 165
Planning Management:
Organizational Structure 167
Overview 168
Program Expenditure Summary 169
Personnel Summary 171
Planning Management Director 172
Planning - Permits & Code Enforcement 174
Planning - Boards and Committees 176
Planning - Urban Forestry & Forestry 178
Planning - Long Term Planning 180
Inspections 182
Community Development - Administration 184
Community Development - Housing Rehab 186
Community Development 188
Public Works:
Organizational Structure 190
Overview 191
Program Expenditure Summary 192
Personnel Summary 198
Public Works Director 201
City Engineering - Plans and Specifications 203
City Engineering - Operations & Administration 205
City Engineering - Right of Way Acquisition 207
City Engineering - Public Construction Admin. 209
Street - Operations & Administration 211
Street - Maintenance of Right of Way 213
Street - Street Maintenance 215
Street - Drainage Maintenance 217
Street - Street Construction 219
Street - Construction of Drainage Structures 220
Water - Water Purchased 221
Water - Water Administration 223
Water - Water Distribution Maintenance 225
Water - Water Storage/Pump 227
Water - Growth Area Main Maintenance 229
Water - Maintenance Farmington/Greenland 231
Sewer - Sewer Administration 233
Sewer - Sewer Main Maintenance 235
Sewer - Maintenance Farmington/Greenland 235
Pollution Control Plant - Capital 239
Water - Capital Water Mains 240
Water - Capital Expenditures 241
Water - Water Connections 242
Water - Rural Water Connection 243
Sewer - Sewer Mains Construction 244
Sewer - Capital Expenditures 245
Sewer - Sewer Connections 246
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Waste Water Treatment Plant
Water and Sewer - Debt Service
Solid Waste - Operation & Administration
Solid Waste - Commercial Collection
Solid Waste - Residential Collection
Solid Waste - Recycling
Solid Waste - Composting
Parks - Admimslration
Parks - Swimming Pool
Parks - Athletic Programs
Parks -
Parks -
Parks -
Parks -
Parks -
Traffic
Traffic
Traffic
Recreational Transfers
Public Library
Lake Maintenance
Park Maintenance
Batlfield Maintenance
- Administration & Enforcement
- Engineering & Planning
- Traffic Control & Parking Meter Maint.
Capital Improvements Program:
247
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277
279
Capital Improvements Program Introduction 281
Capital Improvement Construction Fund 1993 Capital Budget 282
Sales Tax Construction Fund 1993 Capital Budget 283
Miscellaneous 1993 Capital Budgets 284
Capital Improvement Program Overview 285
Summary of Project Requests & Project Resources 290
Capital Improvement Protects by Fund - All Sources 291
Sales Tax Bond Issue Funding 292
Sales Tax Pay As You Go Funding 293
Capital Improvements Program Comprehensive Detail 294
Annendix
City of Fayetteville Organizational Chart 298
List of Elected Officials, Administrative Officials, & Management Staff 299
Personnel Variation Summary 300
Major Revenue Sources 303
Debt Position 304
Schedule of Bonds Outstanding 306
Glossary 307
Index 312
I FAYETTEVILLE
1
1 'HE CITY OF FAYETTEVILLE. ARKANSAS
December 15. 1992
Fayetteville City Council
City of Fayetteville, Arkansas
Fayetteville, Arkansas
Members of City Council:
I hereby submit the Approved Budget of the City of Fayetteville, Arkansas for the fiscal year
1993. It is prepared and submitted in compliance with the Arkansas statutes which require that
the Mayor, under the aldermanic form of government, submit to the Council, for it's approval
or disapproval, the annual municipal budget. The accompanying document represents the
culmination of a great deal of work by staff that began in April.
In 1992, sweeping changes occurred for the Citizens of Fayetteville; in May they voted to
change their form of municipal government from the City Manager to Aldermanic form of
government; in November the Citizens voted each of us into office. The change in the form of
government affords us the opportunity to strike a new beginning. A few of the more significant
accomplishments for the City during 1992 include: initiation of construction of the north portion
of the 36"/42" water line from Beaver Water District, completion of the purchase of additional
park land for Walker Park expansion, completion of the Public, Education, and Government
(PEG) Access Building renovation project, completion of the Walton Arts Center, completion
of parking lot improvements in the Dckson Street arca, completion of the library expansion
project, continuation of the expansion of the flight safety zone at the Airport, initiation of the
Police/ Courts/ Communications Building Renovation Project. and creation of an Animal Shelter
Park.
Additionally, a brief review of the past year discloses some significant legal events that impact
service delivery to the Citizens of Fayetteville. The most notable event for the City in 1992 was
receiving a favorable ruling from the t1.S. Supreme Court on the Illinois River case which
allows the City to continue discharging a split - flow effluent into the Illinois River and while
River; the City also received favorable rulings in Chancery Court on both the incinerator case
and the one cent city sales tax case. The incinerator and sales tax cases are currently on appeal
to the Arkansas Supreme Court. The City anticipates favorable rulings in both cases. A decision
in the sales tax case is expected to be rendered in early 1993. The City's capital improvement
efforts have been seriously curtailed. as a result of this lawsuit, since 1991.
The adoption of the annual budget is one of the most important duties you are asked to perforin
each year. The 1993 Budget document contains funding requests for operations and capital
improvements for the (':tv that total approx:nlately $6X mullion dollars. l:xpendit.ires by major
operating and capital lands are listed helow:
113 WEST MOUNTAIN 72701 501-521-7700
FAX 501-575-8257
1
General Fund
Street Fund
City Advertising and Promotion
_ Community.Development.
Drug Enforcement
-- Capital Improvements Construction Fund
Sales Tax Construction Fund
• Water and Sewer Fund (Operations)
Water and Sewer Fund (Capital)
Solid Waste Fund
Airport Fund (Operations)
Airport Fund (Capital)
Shop Fund (Operations)
Shop Fund (Capital)
Management Fund
$ 13.0 million
1.9 million
.7 million
1.0 million
.3 million
11.8 million
6.6 million
17.5 million
5.2 million
3.2 million
1.1 million
1.1 million
1.9 million
1.1 million
1.4 million
The General Fund and Street Fund each have a budgeted growth in undesignated fund balance
in the 1993 Budget and Work Program. The Capital Improvements Construction Fund and Sales
Tax Construction Fund each have a planned use of fund balance to continue implementation of
planned capital improvements. The Airport Fund, Water and Sewer Fund, Solid Waste Fund,
and Shop Fund all have a surplus before depreciation.
The City's financial structure consists of twenty - four (24) separate budgeted funds that account
for all the financial activity in which the City is involved. Based on reactions from Citizens and
the previous City Board, City staff has continued to seek improved methods of presenting the
budget document in an easily understandable yet concise manner. The 1993 budget reflects a
significant step in that direction. The document has been tremendously shortened, but still
contains sufficient information to gain a sound grasp of the City's fiscal operational plan. City
staff has taken many innovative and progressive steps to accomplish this task. The feedback from
the City Council and the Citizens of Fayetteville will continue to serve as a barometer for future
enhancements.
Significant items contained in the .1993 Budget include:
•
T.
• funding four additional police personnel and three additional firefighters;
• continued development of the parks system master plan;
• beginning the planned update -for water and sewer rates;
• funding to perform a`backflow prevention study as mandated by the EPA;
• continuation of the 36"/42" water line and attendant storage tanks;
• completion of the Dickson Street overlay project;
• continuation of a sidewalk construction/reconstruction program;
• continuation of the bikeways construction program;
■ continuation of the street construction/reconstruction program;
■ continuation of the water and sewer rehabilitation program;
• initiation of a geographic information system; and
• continued efforts to develop a curbside recycling program.
Dunng 1992, thc City issued $10 million in Water and Sewer System Refunding and
Improvement Revenue bonds to enable the 36"/42" water line construction project to proceed.
The original funds for the construction of the water line are included in the 1990 Capital
Improvement bond issue and are not available for use as a result of the sales tax lawsuit. The
1992 Water & Sewer bonds also allowed the City to re -finance an outstanding water and sewer
bond issue, at a lower interest rate, which will result in savings of interest expense during the
remaining life of the bonds.
It is my belief that this City has been involved in far too much litigation and adversity during
recent years. The cases noted above, among others, have resulted in unfortunate uses of
taxpayer dollars and in thc delay of much needed infrastructure improvements to our City.
During my tenure as Mayor, 1 will work wholeheartedly with the City Council and City
Attorney to avoid similar events in the future, which have been so harmful in the past. The City
of Fayetteville has an enormous wealth of resources and possibilities, but these can only be
realized if all of the Citizens channel thetr efforts and priorities in a direction that is for the good
of the entire community.
My involvement in the development of the 1993 Budget has been minimal due to the change in
the form of government and by thc subsequent time constraints placed on me by State statute that
requires presentation of this document to the City Council by December 1. Due to this situation
we jointly reviewed the 1993 Budget in two budget retreats during December. My decision to
actively participate in reviewing the budget with you does not, however, imply that there is a
lack of confidence in the City staff's capability to compile a well -thought and meaningful budget
document. City staff should be commended for their admirable work in continuing to prepare
this Budget for your consideration, in the face of so much adversity during the past six months.
They have done a splendid job of preparing a balanced budget that advances the City in a
positive and progressive direction.
In closing, I look forward to working with the City Council and the Citizens of Fayetteville in
continuing to make 1993 a banner year for the City of Fayetteville. I can assure you that my
responsibilities for development and implementation of future budgets and City programs will
have my devoted attention. Rest assured that City staff, under my direction, will work to further
enhance the services offered to the Citizens of Fayetteville and to provide these services in the
most cost effective manner possible.
iRes t(ully Submitted,
red Hanna, Mayor
3
FAYETTEVI LLE
THE CITY OF FAYETTEVILLE, ARKANSAS
Fayetteville City Council
City of Fayetteville, Arkansas
Fayetteville, Arkansas
Members of City Council:
February 10, 1993
Addendum
Subsequent to the Fayetteville City Council approving the 1993 Budget and Work Program and
prior to final publication of the budget document the City was notified by the Arkansas Supreme
Court that the appeal in the Sales Tax Lawsuit was reversed and remanded to the Washington
County Chancery Court. The Supreme Court Justices voted 4-3 that the sales tax supporting the
1990 Sales Tax Bond Issue was an illegal exaction of the taxpayers.
The City has exercised it's option to request a re -hearing of the ruling by the Supreme Court and
we are waiting the determination of our request. The City will continue to provide for currently
obligated contracts that were originally funded in either the Capital Improvements Construction
Fund or Sales Tax Construction Fund. Additionally, the City will be exploring additional
funding options to facilitate the progression of our capital improvement program.
Initially, all capital improvement projects are temporarily on hold. Each project that must be
initiated or completed in 1993 will be reviewed on an individual basis to determine need,
priority, and appropriate funding source..
We (Mayor and City Council) have expressed our intent to continue the City's capital
improvement program and have stated that -we intend to re -submit, to the voters of Fayetteville,
the one cent sales tax as soon as feasible after any final Supreme Court ruling. This intention
was formalized by adoption of City Resolution 21-93 on February 2, 1993.
Res.- tfully>Submitted,
red Hanna, Mayor
4
113 WEST MOUNTAIN 72701 501-521-7700
FAX 501-575-8257
Community Overview
The City of Fayetteville, County Seat of Washington County, is located in the northwest
comer of Arkansas, some thirty miles east of the Oklahoma border and fifty miles south of
Missouri Sitting near the tallest of the mountains in the Ozark Mountain Range, the City enjoys
four distinct and beautiful seasons in a climate that for decades has drawn a wide variety of
individuals seeking a special environment to live, work and raise their families.
Settled by some of the regions' earliest pioneers in 1828, and achieved town status in
1835. By 1841, Fayetteville was an incorporated city. While Fayetteville played host to both
the Confederate and Union Troops during the Civil War, it survived the war to become one of
the states most important centers for commerce and learning.
Since 1960, Fayetteville has more than doubled in size, growing from a population of
20,274 to a 1990 U.S. Census count of 42,099. Its unemployment rate has lustoncally been low
and has fallen to the current level of 3.7% and the per capita income has grown an impressive
75% since 1982. The significant economic growth has been fueled by the phenomenal growth
of Wal-Mart, Tyson Foods, J B Hunt Transport, and other locally -based companies. This has
:rade Fayetteville known as the business center for the region.
Fayetteville has been aggressive m dealing with its growth -- and in anticipating that
growth which is to come. A goal of the City's economic development philosophy is to not only
encourage and support new business, but also to direct the growth into areas compatible with
existing Industry and the City's economic base. In addition, initiatives such as the update of the
City's General Land Use : ;an, which is scheduled for completion in 1993, will allow for
enhanced capability to meet the future needs of Fayetteville's citizens.
Fayetteville is home to the pnncipal campus of the University of Arkansas system, which
has contributed to higher education in the area for over a hundred years The University
contnbutes a dual role to the economic well-being of the community by drawing new industry
to the area due to its vast research resources and by serving a as a labor pool with a wealth of
highly educated people. lts programs in teaching, research, and public service are constant
stimulants to the educational and cultural advancement of the region Many new industries
locate m the area because of the University, and many industries employ the newly graduated
students. The University also forms one of the strongest supports of the local economy, with
students spending about $25 million per year in local businesses, in addition to the input of the
University payroll. The University has also undertaken an enormous capital improvements
program that will contribute over $100 million during the next few years through projects such
as construction of a new basketball arena, expansion of the University library, and renovation
of several dormitories and other campus structures. Another contribution of the University has
been the development of the Genesis Program to advise, incubate, and develop new products and
businesses, principally ir. "high-tech" disciplines. Many of these remain in Fayetteville
fallowing initial development.
In a unique joint venture, the City has joined with the University to build and operate a
performing arts center complex that will serve the people of the region and the University
program alike. The Walton Arts Center was opened in April 1992 and will accommodate three
theaters for the performing arts, an art gallery, studios for dance and art, teaching spaces for
multi -disciplinary arts and an outdoor pavilion.
5
'Drake Field, Fayetteville's Municipal Airport, serves as the region's principal airport,
and economic growth of the area is reflected in the average mcrease of airline boardings from
1981-1991 of over 10% per year On a regional basis, the past year has seen increased
discussion concerning the possibility of a regional airport in the northwest Arkansas area. A
regional authority was formed in 1990, of which Fayetteville is a member, with the expressed
purpose of exploring the feasibility of locating and funding such a facility. The most recent
activity has involved site selection, impact studies, and opportunities for citizen input. Based
on a consensus of the citizen's of northwest Arkansas a determination will be made at an
unspecified date as to whether a regional airport facility will be constructed and the level and
types of service to be offered. It is uncertain whether the construction of such a facility would
significantly alter the operations at Drake Field, but alternative uses will be explored in the
meantime should the airport operations be affected.
The planned completion of an interstate grade highway, south to Interstate 40 at Alma
and north to Interstate 70 at Kansas City and the completion of the four lane upgrade of
Highway 412 from Interstate 44 in Tulsa, which will be completed in 1995, puts the City
squarely m the fast lane for continued growth into the 21st Century. Other available
transportation in the area includes rail freight service through Arkansas & Missouri Railroad,
daily bus service through Jefferson Bus Lines, and a number of excellent motor freight carriers.
The City is served by two outstanding medical facilities in Washington Regional Medical
Center and the Veteran's Administration Hospital. The community is also the home of the
North Hills Medical Park which is a prototype complex that provides extensive medical, dental,
and surgical needs. In August 1991, the Northwest Arkansas Rehabilitation Hospital was opened
to serve post-operative and corrective rehabilitation needs on both an in-patient and out-patient
basis. In addition, the Charter Vista Hospital, a pnvate facility, is located in Fayetteville and
serves the community by providing for treatment of mental disorders and chemical dependencies.
The Fayetteville Pubhc School system includes eight elementary schools, two junior
highs, and two high schools There are also pnvate and parochial schools, and facilities for
developmentally disabled children.
Realizing that the area's natural beauty is an asset which encourages both growth and
tounsm, preservation of a clean environment is a factor in the City's operations and decision-
making. The Parks & Recreation Division tends not only to the numerous parks and ballfields,
but also has in its care large recreational areas and lakes for sports enthusiasts of all kinds and
ages.
A new tertiary wastewater treatment system went online m 1988 that will provide for the
community's projected needs for the next 20 years. Another achievement m solid waste
management is with the implementation of the City's waste reduction and recycling program
which is responsible for reducing the volume and nature of material requiring transport and
disposal.
In summary, the City of Fayetteville, Arkansas, is a collective association of nearly
45,000 people in a region with a population base of over 250,000 who believe that the quality
of life is heavily influenced by the quality of the community Perhaps that is why Fayetteville
was chosen as one of the ten best places to live in America by Money Magazine in 1991.
6
City of Fayetteville, Arkansas
The Budget Document
The City of Fayetteville's budget document is a six part presentation consisting of the following
sections:
Budget Message
Budget Process and Policies
Fund Summaries
Department Summaries
Capital Improvements Program
Appendix
Budget Message
This section begins with a brief review setting forth the budgetary plan and objectives for 1993.
The budget message section provides the reader with the synopsis of the work program for the
City m the next year In addition, this section provides a brief history of the City of Fayetteville,
general information about the community, and a guide to the budget document.
Budget Process and Policies
The budget process and policies section provides the reader with the procedural insight into the
preparation of Proposed 1993 Budget and Work Program and proposed financial policies for the
City. These policies include: Budget Adjustment Policy, Revenue Policy, Expenditures Policy,
Debt Policy, Reserve Policy, Investment and Cash Management Policy, Capital Improvement
Policy, and Financial Reporting Policy.
Fund Summaries
The Fund Summary section contains information concerning fund types and fund position by
fund type that depicts the financial activity projected for the City during the coming year
Department Summaries
This section consists of Hz six major departments: General Govemment, Administrative
Services. Police, Fire, Planning Management, and Public Works The Department Summary
section contains the following:
(1) Department Overview - This section provides a brief summary of the respective
department budgets.
7
(2) Program Expenditure Summaries - This section reflects expenditures by category for each
program in a Department for four periods: Actual 1991, Budgeted 1992, Estimated 1992,
and, Budget 1993.
(3) Personnel Summaries - This section provides a comparison of staffing levels during the
past three years, by department.
4) Program Information:
a) Program Descnption
b) Program Analysis
c) Staffing Totals
d) Categoncal Expenditures Totals
e) Revenue Sources
0 Program Objectives
g) Performance Measures (if applicable)
Capital Improvement Program
The City. of Fayetteville compiles a separate 5 -Year Capital Improvements Program (C.I.P.)
document, which is updated annually. The capital improvement program section of the Budget
contains summary schedules from the City's 1993-1997 C.I.P. document and a overview of the
C.I.P. process. Information in this section relates to capital projects planned during the current
five year penod.
Appendix
The Appendix contains a City organization chart, a list of elected City officials, City
administrative officials, City management staff, a personnel variation summary for all City
departments, a schedule of the major operating revenues for the City, a synopsis of the City's
projected debt position as of December 31, 1992, general information concerning general
obhgation and revenue bond debt, glossary, and, an index. The glossary provides definitions
of frequently used budgeting and accounting terms. The index cross-references the budget
document by division or activity/program.
8
CITY of FAYETTEVILLE, ARKANSAS
THE BUDGET PROCESS
The annual budget is a fiscal plan which presents the services which will be provided to the
community and the funds needed to perform these services. This Budget is presented on a
GAAP basis which allows for fair presentation of the financial position for the City of
Fayetteville. The type of service and the level of service is defined by the use of program
objectives, which are further defined by performance measures. The Mayor is responsible for
formulating the fiscal plan and presenting it to the City Council for approval and adoption. The
key steps and dates in this process for the 1993 Budget And Work Program are described below:
1. Budget Preparation Package, May 1992
The budget preparation package was distributed to all Department Directors and Division
Heads. This represents the fourth year of utilizing the program performance budget
process. The package included a detailed manual with the budget preparation calendar
examples of all forms and instructions for completing these forms to request funding for
1993. In addition, target budgets were set for each fund and/or program. The target
budget excluded capital requests and new personnel requests. (These items are
considered separately). Two training sessions were conducted by the Budget staff in May
to cover instructions for the completion of appropriate forms for the budget and capital
improvements program and to review the budget calendar.
2. Capital Requests & New Personnel Requests Forms, June 1992
These forms were prioritized through a senes of Department Director and Budget staff
meetings. Approval of the requests were based on a review of pnontized lists by
Department Directors and Budget staff to see if onginal cost and continuing cost were
within the available funding range. All capital items with a cost that exceeds 55.000
appear in the 5 -Year Capital Improvements Program.
3. Public Hearing (June 1992)
The Budget and Research staff coordinated a public forum to obtain input form Citizens
on the revel of city services.
4. Budget Workpapers Submitted by Division Heads, August 1992
The Department Directors returned the forms requesting 1993 funding to the budget
office The budget office then verified that the forms were submitted correctly.
Preliminary Department Requested Budgets were compiled and reviewed by the
Departments Directors and Budget staff.
5. Public Hearing (August 1992)
The Budget and Research staff coordinated a public forum to obtain input form Citizens
on the City's capital improvement program.
9
6. Analysis of Each Proposed Program Budget, September 1992
During this period, meetings were conducted with all Department Directors. At these
meetings, the submitted program budgets were evaluated in their entirety and additions
and cuts were made to balance the funds with the service requirements. The 1993
Proposed Budget and Work Program was the result of this process.
7. Consideration and Approval of the Budget, November 1992 - December 1993
The proposed budget was presented to the Mayor after he took office. The Mayor
scheduled Council Retreats in November and December at which time City Council was
given the opportunity to review, ask questions, and make revisions to the proposed
budget. The Budget was adopted at the December 15, 1992 Council meeting.
8. Implementing the 1993 Budget, January/February 1993
Workpapers are created and distributed to allow each division head to split their budget
into the projected funding level needed for each month. These workpapers are collected
and input into the computer system to assist in the control of the adopted budget.
The public heanngs throughout the budget process are considered to be an essential part of the
budget process as they are designed to solicit feedback from the public on city operations and
services. In accord with continuing efforts to apprise the public of City activities, the Proposed
and Adopted 1993 Budgets & Work Programs were made available for review by all interested
persons at the Fayetteville Public Library and the City Clerk's Office. Pubhc notification of this
information is made in a local newspaper. As always, the public is invited to attend all
meetings, retreats, and hearings regarding consideration of the budget.
10
I May 7e
Budget Preparation
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11
CITY of FAYETTEVILLE, ARKANSAS
BUDGET ORGANIZATIONAL STRUCTURE
•
In governmental accounting, a fund is a fiscal and accounting entity
with a self -balancing set of accounts, created and maintained for a
particular purpose and having transactions subject to legal or
administrative restrictions. A separate budget is provided for each
fund.
DEPARTMENT Departments are the major organizational sub -divisions. They have
a broad overall purpose. The City of Fayetteville is organized into
six departments: General Government, Administrative Services,
Police, Fire, Planning Management, and Public Works. Each
Department, except General Government, has a director who reports
to the Mayor.
DIVISION
Divisions are the major operational areas of the City. Each Division
has been assigned to one of the Departments listed above according
to the type of activity it performs. For example, the Solid Waste
Division is part of the Public Works Department.
PROGRAM Programs are the operating units within the Division. Each program.
represents a specific type of activity within its Division aimed at
providing a service for which the City is responsible. For example,
the Solid Waste Division contains the following programs:
Administration, Commercial Collection, Residential Collection,
Recycling and Composting. Each Division Head has developed a list
of objectives and program performance measures for each program
which are utilized by management in evaluating the overall
effectiveness of individual programs.
CATEGORY Within each program, each expenditure item is grouped into a
category of related expenditures. The budget for each program is
listed by categorical total. Examples of a category include:
Personnel Services, Materials & Supplies, Services and Charges,
Maintenance, Depreciation, and Capital
12
CITY OF FAYETTEVILLE, ARKANSAS
ADMINISTRATIVE PROCEDURES
TO ADJUST THE APPROVED BUDGET
BR -1.0 PURPOSE:
The procedures outlined in this section define, standardize and set forth responsibilities for
budget adjustments.
BR -1.1 DEFL\TTION AND EXPLANATION:
A budget adjustment is a change in the authonzed budget, either revenue or expense. A budget
adjustment transfers increases one expenditure item or capital project by a specific dollar amount
and decreases the budget for one expenditure item or capital project. An expenditure item or
capital project can also be offset by a revenue increase or use of fund balance. Since a budget
adjustment is a change in allocated funds, great care must be taken and only changes for good
reason will be accepted.
All Department Directors & Division Heads are mandated to stay within each category for each
operational program budget as adopted and to stay within the total budget for each capital
project. Neither the Accounting or Purchasing Offices will process payments or purchase
orders, which will cause a category or capital project to be over the annual budget amount.
Each expenditure item, for each operational program, is grouped into a category (i.e. Personnel
Services. Matenals & Supplies. Services & Charges, Maintenance, Capital, etc.). Budget
adjustments will only be required in the following instances:
1) When the budgeted amount per category is exceeded (an offsetting adjustment must be
made from another category, program, or fund balance).
2) When the budgeted amount per opjayonal proeram is exceeded (an offsetting adjustment
must be made from another operational program or fund balance).
3) When the budgeted amount for a capital project is exceeded (an offsetting adjustment
must be made from: another capital project, another program. or fund balance).
Any changes in the personnel services category must meet the City's policy for raises.
promotion, and staff increases.
BR -1.2 TYPES OF BUDGET ADJUSTMENTS
There are basically six (6) types of budget adjustments. These are:
A. Adjustments between major categories in an operational program, between capital
projects, or to an operational program, up to SLSX2 may be approved by the Budget Coordinator,
13
B. Adjustments between major categories in an operational program or between capital
projects, for $2,501 to $15.000, may be approved by the Administrative Services
Director;
C. Adjustments to the operational program which total up to 10% of the total operational
program budget or $20,000, whichever is less may be approved by the Mayor;
D. Adjustments to a capital project which total up to 10% of the total capital project or
$20,000, whichever is less, may be approved by the Mayor,
E. Adjustments which exceed the Mayor's authority may be approved by City Council;
F. Administrative budget adjustments may be approved by the Mayor. Administrative
budget adjustments generally do not have any impact on fund balance. Admuustratrve
budget adjustments are generally required because additional revenue received in one
fund. Example: HMR taxes received by the Advertising and Promotion (A&P) Fund are
required, by debt instrument, to be transferred to the Continuing Education Center (CEC)
Fund. HMR tax revenue in excess of budgeted will create an overbudget for the transfer
category in the A&P Fund.
Adjustments to an expenditure item, capital project, or operational program are considered to
be cumulative. Therefore, a single adjustment may meet the criteria for one type of adjustment,
but fall into another type due to prior adjustments to the same expenditure category, capital
project, or operational program. The Budget Coordinator shall have the authority to make the
final determination as to which type of adjustment is necessary.
Significant adjustments to an operational program's total budget must be justified by modifying
program objectives and performance measures. These items must be submitted with the budget
adjustment and approved simultaneously.
BR -1.3 RESPONSIBILITIES AND PROCEDURES
It is the responsibility of each Department Director or Division Head to prepare his/her
adjustment whenever required, obtain all the required signatures, and return the form to the
Budget Coordinator.
Following review by the Budget Coordinator, the adjustment is either processed through the
Budget & Research Office, or returned to the Division Head requesting the adjustment for
placement on a City Council agenda. It is the responsibility of the Mayor to present these the
adjustments to the City Council and advise them of any consequences.
14
CITY OF FAYETTEVILLE, ARKANSAS
FINANCIAL POLICIES
The purpose of this section is to present the policies that the City follows in managing its financial and
budgetary affairs. These are general statements of policies which represent long-standing principles.
traditions, and practices that have guided the City in maintaining financial stability.
REVENUE POLICY
• The City will strive to maintain a broad and
diversified revenue base that will equitably
distribute the burden of supporting City
services and will protect the City from short-
term fluctations in any one revenue source.
• The City will actively support economic and
industrial development recruitment and
retention efforts to provide for expansion of
the revenue base.
• The City will maintain timely collection
systems and implement necessary enforcement
strategies to collect revenues from available
sources.
• The City will establish user fees and charges
for services, when feasible, at levels related
to the cost of providing the services. The
City will review the fees and charges on a
periodic basis to determine modifications
needed to keep pace with the cost of
providing the services.
• The City will establish, when feasible. self-
supporting enterprise funds and internal
service funds in which a relationship between
revenues and expenditures clearly exists.
• The City will project revenues on a
conservative basis so that actual revenues will
consistently meet or exceed budgeted
revenues.
• The City will maintain a budgetary control
system and will prepare reports which
compare actual revenues to budgeted amounts.
• The City will limit the designation of General
Fund revenues for specified purposes to
maximize flexibility in budgeting and revenue
utilization.
• The City will review annually and revise,
where necessary, its cost allocation formula.
EXPENDITURE POLICY
• Basic and essential services provided by the
City will receive fust priority for funding.
• The City will establish performance
measurements for all program areas, when
feasible. These measures will reflect the
demand, workload capability, and projected
outcomes for the program to accomplish its
objectives
• The City will adopt a balanced budget. by
fund. for all funds maintained by the City, in
which total anticipated revenues must equal or
exceed the budgeted expenditures for each
fund. However, if this cannot be attained, the
City will utilize unallocated fund reserves.
which have been carried forward from prior
years
• The City will maintain a budgetary control
system to ensure adherence to the adopted
budget and will prepare reports which
compare actual expenditures to budgeted
amounts.
15
• The City will refrain from budgeting non-
recurring or one-time revenue for ongoing
expenses.
• The City will provide access to medical,
dental, life, and long-term disability insurance
for its employees. The cost for these benefits
will be a shared responsibility between the
City and its employees.
• The City will provide access to appropriate
retirement plans for its employees. The City
will make contributions for eligible employees
at the percentage defined for each of the
respective retirment plans.
DEBT POLICY
• The City will maintain a policy of full
disclosure on financial reports and bond
prospectus.
• The City will maintain communications with
bond rating agencies and continue to strive
for improvements in the City's bond rating.
• The City will pay for all capital projects and
capital improvements on a pay-as-you-go
basis using current revenues whenever
possible. If a project or improvement cannot
be financed with current revenues, long-term
debt will be recommended.
• The City will refrain from issuing Tong -term
debt for a period in excess of the expected
useful life of the capital project.
• The City will use special assessment, revenue,
or other self-supporting bonds instead of
general obligation bonds, when feasible.
• The City will seek refinancing of outstanding
debt if it is determined that the City will
benefit by reduced interest expense over the
remaining life of the bonds.
• The City will require that total annual
payments for debt service not exceed 25% of
total operating revenues.
RESERVE POLICY
• The City will maintain a minimum reserve, in
Undesignated Fund Balance, of 10% of
current year operating expenditures for the
General Fund and the Street Fund. If existing
reserves exceed the required level, such funds
may be used to provide for non-recurring
expenditures. The City will use monies in the
10% reserve only in times of emergency or
fiscal and economic hardship.
• The City will attempt to maintain a cash and
investments balance of not less than 10% of
current year operating expenditures for all
Enterprise Funds.
• The City will maintain a Shop Fund reserve
necessary to fund the replacement and
expansion of the City's vehicles and
equipment. The replacement of equipment
will be based on the adopted equipment
replacement schedule, which is updated
annually.
INVESTMENT & CASH MANAGEMENT
POLICY
• The City will deposit all receipts on a timely
basis.
• The City will strive to maximize the return on
its investment portfolio without jeopardizing
principal amounts.
• The City will limit its investments to the types
of securites provided for by Arkansas statutes.
• The City will diversit_ its investments by
maturity date to protect against market
fluctations.
• The City will purchase securities from
qualified institutions based on competitive bids
in an effort to obtain the highest available
rates. The City will seek bids on a weekly
basis for investment of available cash.
16
•
1
1
1
1
1
r
1
1
r
1
CAPITAL IMPROVEMENT POLICY
• The City will prepare annually and update a
five-year Capital Improvements Program
(C.1.P.) which will provide for the orderly
maintenance, replacement, and expansion of
capital assets.
• The C.I.P. will identify long-range capital
projects and capital improvements of all types
which will be coordinated with the annual
operating budget to maintain full utilization of
available revenue sources.
• When preparing the C.I.P. the City will seek
to identify all viable capital projects and
capital improvements required during the
subsequent five year period. These projects
and improvements will be prioritized by year
and by funding source. Every attempt wi I be
made to match projects and improvements
with available funding sources. Future
operating costs associated with a project or an
improvement will also be given consideration
in the establishment of priorities.
• The City will seek Federal. State, and other
funding to assist in financing capital projects
and capital improvements.
• The City will incorporate the reasonable
findings and recommendaticns of other the
City's Board's, Commissions, Committees.
and Citizen task forces. as they relate to
capital projects and improvements
• The City will seek input from the public by
holding public hearings in relation to the
establishment of projects and project
priorities.
FINANCIAL REPORTING POLICY
• The City's accounting system will maintain
records in accordance with accounting
standards and principles outlined by the
Governmental Accounting Standards Board
(GASB), Financial Accounting Standards
Board (FASB), and the State of Arkansas.
• The City will employ an independent
accounting firm to perform an annual audit of
the City's finances, and make the annual audit
available to all required and interested parties
The audit shall be completed and submitted to
the State of Arkansas within 210 days of the
close of the fiscal year.
• The City will produce monthly and quarterly
financial statements reporting the current
periods activity for all funds maintained by the
City.
• The City will maintain a strong internal audit
function which will be charged with adopting
and routinely monitoring internal controls of
the City.
• The City will prepare an annual budget
document that provides a basic understanding
of the City's planned financial operations for
the coming fiscal year. Copies of the
proposed and final budget will be made
available to ail interested parties and
opportunities will be provided for citizen input
prior to final decisions on the budget.
• The City will seek annually renewal of the
Government Finance Officers Association's
(GFOA) Certificate of Achievement for
Excellence in Financial Reporting and the
Distinguished Budget Presentation Award
17
Central Fund I
-Genera
City of Fayetteville, Arkansas
Chart of Fund Types
CO Fund Structure
J ���erl2Gnla
ENEEm
De": Senxc 'ThecaI Capital Ptofat Funds I
- %tree: — Sa es Tax Arid
- Adsrt.s rg S !'r -r.inon - Arts ('.,t•er Rood
- t ,:. Street 'irking
- Drug Law ; r.f.ircexen:
- Communm Devein,iert
- Aging TransxxtaIr•n
- Ars cri:a Profat
- Replacement
- Capital Imor^.emer: �.'r.s•
-Sales Tax (: r.strucn: n
Combined Statement of Budgeted Revenues
Expenditures and Changes in Fund Balances
All Governmental Fund Types
As noted by the chart above, the City ut'lizes all four (4) major governmental fund types: General.
Spe. Ial Revenue. Debt Service. and Capital P-oject. As a note of explanation for the following
combined statements. the revenues are lasted by major source and the expenditures are listed by
major department or service. The operating transfers are listed both m and (out).
18
City of Fayetteville, Arkansas
Combined Statement of Budgeted Revenues. Expenditures, and Changes in Fund Balances
All Governmental Fund Types
For the Year Ended December 31, 1993
Special
General Revenue
Revenues:
Properly Taxes $ 1,109,461 $
Sales Taxes 4,797960
Hotel, Motel, Restaurant Taxes
Franchise Taxes
Licenses and Permits
Intergovernmental
Charges for Services
Fines and Forfeitures
Investment Earnings
Other
Total Revenues
Expenditures:
General Government
Administrative Services
Police
Fire
Public Works
Street
Off Street Parking
City Advertising & Promotion
Community Development
Aging Transportation
Drug Enforcement
Capital Outlay
Debt Service
Total Expenditures
3344,929
297,908
951382
590,749
524,485
181,400
31,100
11,829374
2340,896
2,132,128
3311327
2269,463
1.411349
11.465 363
Excess of revenues
over (under) expenditures 364.011
Other financing sources (uses):
Operating transfers in
Operating transfers out
1269,970
(1.647.523)
Net Other Financing (377,553)
Excess of revenues over (under) expenditures
and other financing sources (uses) (13,542)
Estimated Fund Balance — Beginning of Year 4,558,062
Fund Batance — End of Year $ 4544,520 5
Debt
Service
Capital
Projects
Total
282,1215 S $ 1391582
3300.000 2,760,866 10.858.826
656,474 656.474
3344,929
297.908
2,940,477 3,891,859
166,068 756.817
524,485
49,630 225,097 988,740 1.444,867
31,100
4994,770 3525.097 3,749,606 23.198,847
1,914,486
467,079
701,800
1.032,623
4.000
306,657
4.426.645
(331.875)
626,431
(704.426)
(77995)
(409,870)
877,915
468.045 $
19
2340.896
2.132.128
33H327
269.463
1.411.549
1.914.486
467.079
701,800
1,032,623
4.000
306.657
18.454329 18.454329
3,640,698 3,640,698
3,640,698 18.454329 37.987.035
(115,601) (14,704.723) (14.788.188)
944,592 261539 3.102332
(794,191) (3.146.140)
150.401
261539
34,800 (14,443,184)
4,773214 30,107385
4,808.014 S 15,6642015
(43.608)
(14,831,796)
40316576
25.484.780
Ln:erprse Funds
Propr.rtan Funds
-A.rpor:
- ('..Homing Ed Center
-'ndastral Park
u a.ee & Sewer
- Slid waste
City of Fayetteville, Arkansas
Chart of Fund Types
CAN Fund Structure
Iris na Sensor' ands
- M .ngemen: Services
- h:r
idac Ian -Eras
: SL51 F Lnas
- P Pewon
- = re Pension
- Nan :uage Resuemeni
- W a.; r Arts Cer ter Entity.;
.Agency Funds
- Recurred ('!nA
- Pavrn.1
- MLrkipii Cour.
Combined Statement of Budgeted Revenues
Expenses and Changes in. Fund Balance
A;1 Proprietary Fund Types and Similar Trust Funds
As noted by the chart above. the City utilizes the Enterprise and Internal Service funds ir. the
Propnetary fund type, and the Trust and Agency funds in :he Fiduciary fur.d type. In reference to
the following combined statements. the revenues are listed by ma;or source and the expenses are
listed by major department or service. Also showr. are depreciation, nonoperat:ng revenue and
(expenses). transfers in and (out), and net income.
20
City of Fayetteville. Arkansas
Combined Statement of Budgeted Revenues. Expenses and Changes in Fund Equity
All Proprietary Fund Types and Similar Trust Funds
For the Year Ended December 31. 1993
Operating Revenues:
Airline Fees
Parking Revenues
Rent and Leases
Sanitation Fees
Water Sales
Sewer Service Charges
Shop Charges
Management Service Charges
Contributions
Property Taxes
State Insurance Refund
Court Fines and Fees
Investment Earnings
Other
Total Operating Revenues
Operating Expenses:
Industrial Park
Water& Sewer
Administrative Services
Public Works
Solid Waste
Airport
Continuing Education Center
Walton Arts Center Endowment
Police Pension
Fire Pension
Municipal Judge Retirement
Shop
Management
Planning
Public Works
Total Operating Expenses
Operating Income Before Depreciation
Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expenses)
State Convention Center Tumback
Interest Income
Interest Expense & Fees
Other
Other Financing Sources (Uses)
• Operating Transfers in
Operating Transfers Out
Net Income (Loss)
Retained Earnings — Beginning of Year
Retained Earnings — End of Year
Contributions — Beginning of Year
Capital Contributions
Contributions — End of Year
Total Fund Equity — End of Year
Proorietary Funds
Internal
Enterprise
Service
S 262.360 S
245,500
514,867
3.356.170
8,000,750
6,674,860
2,321,276
1.290.000
.130.851
19,185.358 3.611.276
350
1,112.963
11.743,666
3,122,549
630.2:8
53.703
1,08 7.190
660,474
737,113
16,663,109
2,484,777
2.522.249
1,126.499
4.667.110
808,717
(2.144,861)
317,782
255.000
386.335
65,600
(869,046)
93.700
(134.011)
65.600
681,974
(638.366)
43,608
0
(2,235.264)
383,382
5,528,105
2,374,796
3,292.841
2758.178
81.858.406 2.380,653
8.303,000 0
90,161,406 2,380.653
S 93,454,247 $ 5.138.831
Fiduciary
Funds
Total
$ S
262.360
245.500
514.867
3,356, 270
8.000.7 50
6.614.860
2.32 L216
1.290.000
231,833
231.833
284.670
284.670
262.755
262.755
94,832
94,832
537.524
537.524
0
130.851
1.411,614 24.208.248
350
1.112.963
11.143.666
3.122,549
630.228
53.703
352.500
352,500
424.926
424.926
415.400
415,400
68
68
1.087,190
650.474
737.113
20.341.130
1.192,894
218,720
3,867.118
5 •.475,827
218.720
(1.608.709)
255.000
261.365
713,300
(869,046)
93.700
261.365
192.954
681,974
(638.366)
0
43.608
480,085
(1.372.147)
15.838, 761
23.741.662
16.318.846
22.369.515
84.239.059
8.303.000
0 92.542.059
S 16.318,846 S 114.911.574
21
Source of Funds for 1993
Silt, Tw 16.33%
$ 1I.515.300
Ml.Mbn.aw 1.61%
$ 1,197,391
F.ad hint. 13.67%
$ 16,]67.913
Franchise Ni 9.19%
$ 3:949]9
Inl.rG9.nnnMlal 69N
3 9,909.69
Nell • Ilarye. I
17.173.3J3
MJnl.n.nn :.611%
S 1.095.795
hr.....l 11.15&
I U.41477
Prop.ry Piss 1.45%
5 1.676.151
' S...r Sen.a 9.75%
3 4614.160
Aa Wr Sales 11.69%
1 I,OW,'SJ
$ 68,457,544
Uses of Funds for 1993
Trnnr hr. 5.33%
S 3.7Nl06
Snndlnl an Pm 1.90%
S l.3,]S6,IfV
OMrpa 6r S.nln L]Iw
3 5,W$713
Ii.l.iiMt Para1.P 3.9.%
1 1,693,19.
NM l.ry re 6593
l.Mnnl Char!.. ISa S 9.5A9.1M P[ P Ogra119wr 3.71%
1 1315.911
nan.hr. 5.9%
3 3,719,506 rbpnd.l:-1 I10%
1 5..75..27
$ 68.457.544
War 6.55%
5 00(
rid. 6 51.Iipi as 191%
S 1 !9.611
t apl.al 1$.w%
5 :9 t12.g3
22
Ct;y a: Fayettevlk, Aransas
Genera; Fund
Fu'd - :101Q
Aclua Bucgeted Estvr.a:ed Budgeted
1991 :992 199'_ __1993
Beginning Fund Balarre S 5.02-A58 $ 6,260.5) S -_. 6...+0.'59 S
Resources
Revenues
Property Tax
5-4,508
:.645.994
1,057.839
1,109.461
Sale Tax
Franchise Tax
Licenses & Permits
4,239,102
3 :-4,850
2".8.S68
1260,926
3,301,086
263.020
4.616.9'
3,216.':
'_9",908
4."9,yf41
3.344.'C
29",9t18
lntergovemmenral
95J.`96
948.624
968,2_22
95:,382
Charges for Sc-vices
529.06'
620,351
569,606
500,-49
Finns & Fo:fe.:-.res
4:8.435
41'_,900
511200
524.485
Investment Earrings
330.099
:5'_,8:0
:89,350
181.400
Misce:laneous
84.114
:05.4_4
_ 3:.:00
iota: Revenue
;0 h^9.' 9
_9'.324
i :,_OAQ;5
t: 3h,0108
Opera:ingT•ansfers In
Off Street Pdrkmg
Excess HMR.CEC F ..nds
Excess AILS Cen:r
To:a. Tracs,en Iii
:6.585
4.'.:181
4u,312
1 .:.."80
2..900
5"6,00"
c5" :26
, a3
..?h,L..
:" 442
643."41
55',126
'a
__.._83:
22,452
6 10t)c
_ h09,i52
L≥P9.9"0
Tnc,,. Rc%iurces
:A52. 09
:2,3591161
1]'94.320
13.1N9.3»4
Uses --
Exrc t.:.:;.res
General ;uscrnment
2.')' hh4
4.929.263
4"5.11
2,3411,119''
Serv.Les
Po.:ce
21:,629,
'_ 1 n,38
2,382.664
..41 1'16
2.163.321
2.696.4'
_,112.:21�
'1.311.3r
F:re
:.'-".628
2.;8C 1 ,5
'_.166"8
2.2n°.1.63
P,.'hc \4.,•ks
.-5.34y
1.389,468
1.34:;14
____1i ; .
Total .5perd:turns
S435,25:
11
'1."0•,._h
. 4."56
.z_, %
1;.46. 163
Orera!mg Transfers O:.t
Ctrs Ads & Prcmoaor. Fund
316,1100
4:8.313
418.313
553.'91
ArLs Cente: Bernd F..nd
Replacement Fund
Drug Enforcement Fund
x32.223
65.680
50.'26
9:3.04
"6,500
48,209
913.-(4
'.6.500
45.144
444.c
'h,500
_ 42.Mc1
Td:al Operating T:ans:crs Out
1..83.953
1,456.726
- --
1.454.261
To:al Uses
_
_0."19,268
15.15".862
?14 54 .0l"
13.:12.'t3
\e Resources :used
____1.:3i.301
t_,98."•94
-i,"02
:13.5C,
Fn2.ng F.nd Bala.re
$
6.2/+0,-59 S
—34_61S
4,55y _S
4'.44. c711
Reserved for Loans to Other Funds
S
258.900 $
258,900 S
258,900 S
258,900
Designated for.Adve:usng& Promotion
929.458
508.285
1.028,8,'''...
932.653
Demgraced fa- Capital I.'rtprovcments
Ending Dcslgnatec Fund Ba.ancr
1.3.601
_,503.95Q
0
— o'.185
0
_ 2R"
0
1.141.553
E:dmg I'ndesignated Fond Balance
3,'56.800
2.694?80
1,2'0340
3,352,96'
Ending Fund Balance
S
F .60.59 S
3.4h:.965 $
415582w S
- 1544.52%1544.52%___________
23
General Fund
Sources of Funds for 1993
Sales Taxes
£4.797,960 37%
Licenses & Permits
$297,908 2%
Property Taxes
$1109.461 8%
Fund Balance
$13.542 0%
Transfers
$1,269.970 10%
Invest Earnings & Misc
$112500 2%
Public Wor
51,411.549
Fire
52_.269.463 17%
T'
Charges for Service
$590.749 5%
Intergovernmental
£951.382 7%
Fines & Forfeitures
$524.485 4%
Franchise Taxes
53,344,929 26%
$ 13,112,886
Uses of Funds for 1993
General Government
82340.896 18%
Police
£3.311.327 25%
$ 13,112,886
l min Services
132.128 16%
Transfers
,1.647.523 13%
' C;:y of Faye es:.:e. Arkansas
Gc-c-a F.'nd Expenditures
Acl.:a. B.:d;ctcd Es;;mdtec B,.dgctcd
199.1 1992 :9Q: 1y93
' Genera' Gove-nment Dcpar:ment
Mayor's Administration S C S ,1 S C $ 243.3"5
City Co.. -cif 0 0 C 41.44:
CttvTrruircr 0 0 C �5ty
C;tv Manager :24,133 2:8,227 201.440 1
City At:orney :79,53: 1"1.438 150.913 166.59
City
Prosccrtor 112.524 150,996 150,910 162 948
HitCheck 56.019 1003'30 83.09: 94,x5
\i ' cipal Judge 4'.358 48,713 50.532 h8.3"1
Cahle Admt:.strat.on 22'_.5[6 162,36» 161.964 143.231)
:c:ernal Audit:rg x&985 40.813 4:0,3;3 45.029
Cry Clerk :05.0'2 133.h92 128,062 1i.82L1
NI.scc 1a•:co:s
Sa ary Ccntingcncy C [o. .8'6'9 0 215,'24
Ma^aec-nc:.: Fees :91.989 2, 441 .551 3,19,hltl
Cha:nhe- o: Comme:cc Services O
16.022 : .000 100JI I 111 ;'.l}i0
C E.M.S. Service 1 ; 6.100 1 :0,500 1: 9.500
C;ry Hospital Lease :X3,500 2_243,570 :83.500
Schoo. Cons:r..ct on :.58' 960 ' "'oil 2 552.132 1,181 (nnl
Mtru.- Eq.. amert 0 235W 23.51x1 0
Con:racSc-v,ccs 1."50 48,449 48.449 0
Ec,mom c Jevc,urme-1 G•aG: n AJ!i l 80.UW 0
Fixed Assets 0 u ,.fxr "0,uW 0
Bcuding Cost 11,040 : ii6_2Qou i,042Qh0 0
L.
nd Acgcir:, ur. 3 n,.tlU 3vti,Ul U
N.:.ona Cctc:4rs ::5'') 0 0 I,
Fa\raest.,e Orcr. C hh nel ''.till' Il 0 i
Otr er 'alt' _ Sal ' 1 '25 2?.201;
CrntRei O404x.. :11;.4';1• J.3'_. 1,131 :.:8:1::,
Genera Govern.^en;De ar:-cn: :Ar;9.6h4 4z:9;63 4.4.101 2?4r;:9h
.A,it:rstranvc Sc:v_cts Dcpvi ncr.:
4cr::mst-a:ive Scrs�.,es D'rcc:ar 9',004 :4^.453 143'29 4oq
Per4onnc14drr.-:strdtion 2"0.929 369. 98 11.41 404.311?
Ac:o '.rg & Audi: :29.891 284.5'9 239 ^^2 2y 5.:8>
Pudic: an.: Research 138.6x=4 :: :? 110±oo
Prsxuremcnt 35.841 46,"S3 45,39 4' h2_
RISK Macdgcrtcn: 20.193 :2.21: 211,218 21.525
Da:a Processing 2_31,60 24'.132 244.639 253,644
vcncral Ma:ntcnancc 135.8.'.5 "C'.466 139,100 1'8.421
J.,ni:oria: 65.IXE 8"..4.93 81.620 89.822
Resen.:e Collection :94,3:8 205.992 20,010 2:6.425
C-im,-al Cases 5h.342 79.4 32 64?10 85,81:3
Prohat;en & Fine Collection 38.:'8 38.554 38,605 33'C3
Sma;l Claims & C:s:l Cases "6.570 8248 '7.388 84,883
- Animal Patro,.Emergency Response - 92.239 94.,8: - S4�'64 1:6,025
-Ntamal She:ter 51,514 55.094 51,355 55,558
u.m Admtcs:rat.ve Sersices Dr; a::mcc; "34 :5 2 060.229 ;.444 _26 :.;?_.1'_3
' Po t e Dcaarimc^t
S..ppor: Semcr.% 555 55' h29,466 645.84$ "26 20[
?,r:rollarrant :.820."6: 2..39,350 2,050.624 2_21142]
Ccrira. Dtspa;ch 282,0'2 321,935 318.605
To:. Police Depar:mcnt 2.3'6_315 .,8:8,8_6 2.696472
' 25
City of Fayetteville, Arkansas
General Fund Expenditures
Fire Department
Prevention
Operations
Training & Continuing Education
Hazardous Materials
Total Fire Department
Public Works Department
Parks
Parks Administration
Swimming Pool
Athletics
Recreational Center — Trans.
Library
Lake Recreation
Park Maintenance
Ballfield Maintenance
Traffic
Administration & Enforcement
Engineering/Planning
Control & Parking
Total Public Works Department
Total General Fund Expenditures
Actual
1991
83,911
1,615,208
44,973
33,536
1,777,628
Budgeted
1992
98,692
1,991 214
52,769
38,250
2,180,925
Estimated Budgeted
1997 1991
96,719 98,244
1,979, 45 2,076573
52.614 51,669
38200 42,977
2,166,778 2,269,463
I
135,366 123,920 119,919 127,000
96,369 105,039 101,784 107 275
31249 35,980 35,980 40266
117,973 120,964 120.885 12_5,228
205,979 240.394 240,394 246.746
52.327 58,587 58137 60,370
199,260 194,138 185,997 222.194
103,840 155,993 151,051 187.578 1
77,686 79,710
46231 50,285
109,069 224,248
1,175,349 1,389,468
79,375 83,658
48,596 51,040
198,856 160,194
1,341,074 1,411,549
S 9294220 S 13,540.169 S 12,983.454 S 11278,761
I
C
I
I
I
I
I
26
C;t}• Of Fayeae'i.:e, A. kansas
Stree: Fund
Fund 2100
Am'.;a.
Budgeter.
Es:..ma:ed
Bucgctec
,091
1992
1992
1993
Bcg.;.ning Fund Balance
S n21,8"5
$
$ 7o0,8
S 41x.4;
—
_'60"8
__
Rcsccues
Proper:% Taxes
2"3.29'
'--3.000
2"3.lYN)
282.:21
:n:crgo�crnmental
.-1:.,393
1.52 5.000
1.593.8"0
1' 4:.ih:
:merest
29.40:
?2.1W
25.8%
2ry.5
Other
C
400
_ 0
0
Total Rc'cnue.s
c'1 89
1.830,500
.
i . 8a' -'6t+
yc, ,c25
_J:_.
__
_---
Expenditures —---
Street Adrranration
393.64
446,010
43".84
52514=4
R gn: of Way Maintenance
1:0,556
:64.045
132_.685
%SS
"4
Strce: Ma.nfenance
112" b%
1~89,102
1.234.380
Drainange Maintenance
2*-.nh"
235.:56
-64,"42
zt,'
twS
Strcet Construction
94.223
'_:2.96"
18.14
u
Cnnc:r_c!..t of Drainage
Go,3:4
.47S
24_ MO
C
--- -
_ -
T.11.1; FYpent.
vareS
it •.t
-. h . h
2�
__.L66
..t••3 h;
Re%en,.e.O%er,.n:er: Exprnc.:ure
F:,(IQ
591.566
3h.(130
-:?Gf,•54G
Ending Funa Ba;dnce
s _ -- _'a0_3
$ .69
S 411118?
$ --=4n,-=-
27
•
Street Fund
Sources of Funds for 1993
Intergovernmental
$1,641.861 84%
$ 1,950,525
Uses of Funds for 1993
Street Administration
S52!.824_7%
Right of Way Ma
5158,774 8%
Street Maintenance
$921.840 48%
$ 1.914,486
)perry Taxes
32.121 14%
Interest
526.543 1%
rainage Maintenance
5308,048 16%
C.n• cf Fasettevtl,e. Arkansas
Cit Adsertrsmg & Promo:,on Fun.:
Fund - 2120
Anna.
B,.dgetcd
Es:.ma:ed
3a�getez
991
1'192
_ 199'-
:_93
Beginning Fund 3alance
S :19104 S
_ 156394
S _ 156.399
5
Rcsenues
Hotel. 41o:e'. and Res;a rant Taxes
_
5g,34q
631,529
6?2,46'
h5h•4"4
Merest
9.988
{'OO
5,082
;',di
Total Rcvc::u s
58Al z3'
e3',:EI9
6?'.549
Expert.::ures
_
C.:s Ad,erusing & Promonon
:43'95
1"hr05
1'6:05
2llh.Wo
Audit Er, ense
35
46
46
500
Admiristration Expense
24.300
0
0
0
C.,:lec.or Expense
2? .:%
21,.4;10
25399
'(1k)
Canscn:ion Deve opment
C
0
0
9nl:lx)
Con%cntio Scnrces
0
0
0
Promnononal Acu'iucs
n:
"h.35'
'6.35'
0
SpeziaProiccs
1$
:h•"50
:6,'50
ticµ Broxhures
C
5200
—...
:5
.xx]
'oOTc;ephtcctiumher
2.5410
.5.500
SO(1I)
C.I17C,
Hi C: Dese:oprner.:
C
n
0
5.000
O: ter Sp ccia. Ac.int%
J53
U
I)
C
Festna. Suppo•1
C
0
0
40100
\1.s:. Fcst:%a:
4.MA1
5.30Q
r_30t;
0
i:r Mu:.sellm
42.hct.
511,(,'[x)
'01X10
SJ.tX10
Chamber of Co-rtrnerce C.mtract
14 r'!:•
34 100
84,000
:1 0.(xX1
Tot::: Experdi uses
:h-I.N4
4u ,
46'.485
_ _
t_•__
--
Other F.nancini: Sources L•scs
—
T•a :seer Irnm Genera:
?xh,(f.4)
48.3:?
418,31?
F::nd
Transfer :c Ecnr.omtc Dese:op-ne-.
451kxn
0
0
0
T.am:er•oCF.CBong T:u.s:ce
5"8.+48
I-3'
1632,46'1
4156.44i
Teca Other Financng Sources Uses:
2 '.+48:
.-:3116)
L4,15ai
"_.hR?
Re,c' .es Oser Cn.c: , Expe .d.:u:es and
Other F:r.ancir.g SCLrccs Uses
? •105
'45'
i 44.0 00
-
341 O;
-- _`3'•
- - -
End.ng F.cd Ba:ance
$ 156.3W S
_ K2.6 V
S _112_3O'
$ _- - -
City of Fayetteville, Arkansas
Off Street Parking Fund
Fund — 2130
Beginning Fund Balance
Revenue
Parking Cards Association
Parking Cards Lot 5 Mcllroy
Parking Cards City
Parking Cards City Employees
Rent Lot I Church & Mountain
Rent Lot 2 Southside
Rent Lot 3 East Off Rock Street
Rent Lot 4 Courthouse
Rent Lot 7 First Federal
Rent Lot 9 Parking Deck
Rent Lot 12 Milholland
Rent Lot 13 Southwestern Bell
Interest
Total Revenues
Expenditures
Audit Expense
Utilities
Professional Services
Special Assessments
Deck Operating Expense
Parking Deck Maintenance
Downtown Parking District
Total Expenditures
Other Financing Sources (Uses
Transfer to General Fund
(43241)
(22,900)
(17,442)
(22,452)
Transfer to CEC Bond Trustee
0
(24,000)
(24,632)
(25.500)
Total Other Financing Sources (Uses):
(43 241)
(46,900)
(42,074)
(47.952)
Revenues Over (Under) Expenditures
and Other Financing Sources (Uses):
59,634
(75,436)
25,178
(331.576)
Actual
1991
$ 268,587
14,435
13,447
12,957
3,672
13,172
5,470
3,228
3,038
8,160
84,531
1207
3,652
17.897
1S46
85
10246
0
789
42.287
740
27,844
81,991
Budgeted
1992
$ 328221
14.765
12_,594
11,197
3,386
12,728
5,163
3,185
3,003
8.318
87,203
1.078
3,447
17.387
133454
85
12.805
600
0
43,500
125,000
30.000
211.990
Estimated
1992
S 328,221
14,475
12.348
10,977
3,320
12,478
5,062
3,123
2,944
8,155
85,493
1.057
3,379
17.046
179,858
87
11,774
500
0
43.500
29,375
27,370
112.606
1
Budgeted
1993
S 353.399
14,765
12,594
11.197
3.386
12,728
5,163
3,185
3,003
8,318
87 203
1.078
3,447
17.387
183.455
85
12,009
0
1,485
43,500
380.000
30.000
467.079
Ending Fund Balance S 328.221 S 252,785 $ 353,399 S 21.823
Project to rehabilitate the parking deck was bid in October, 1992 with a low bid submitted of $475,800. The project
is scheduled to be rebid in early 1993. If the bids exceed the proposed budget amount, then additional financing
from other funds would be required.
30
Ctv of Faye;:ev.ae. Arkansas
Commur•ny Dcvc,cpmen: Blocs G.
P-agram
Func — 2180
Actual
Eud?eted
Esumdtec
B,.dgeted
:991
:U91
:942
;yui
Revenue _ _
CD Grant F,.^dmg
Rental Rehab Grant
Loan Repay
Rehab Expense
Taal Revenues
Expend.t;.res
Ab..;ccs Un1, nuea
Acqu.suton
Adff..r.is: ration
Aging Transportation
C eardnce
Comrn..-;n Devc.,opr..crt ?mgramrr.ng
Cost Aaocanon
Ctsposutoc
Faveevti.e Tax. P: egra-n
H.'us.ng Rehab
NWA Heat" Cli-:c
Parks and Rccea;;on
Puh. c :ra;+rcnements
Rcr.:a; Rchah
Sang Ave Sc-:er Center
N eal reri zat ton
1 out` Br;,:ge
Tow: E.xperd::ures
Re%en::es Cver •L -.dc- Exec :e
S 338.812_ $
4.211
21.073
u:5.349 S
43.984
2_0.064
S8-3.1'.3 $
40.984
20.064
1.032 623
;)
-_-- .'_l 0V
13,U64�
''0t1641.
r:0.t>'ki:
143:123
;.0�o.333
915.10"
:.032.023
"4.000
0
0
0
5.336
29.664
fl
o
43.5_0
0
3,707
;l
o
;0.0(x)
:)
0
0
0
1)
0
:1.354
:4.354
n
0
1.000
100
0
8.'65
-I.--
:0.930
n
. 53.31:
1;13.8' 3
1 � 5.000
0
2'.400
2'.40x)
0
00
,/�
1. ,.y1''
21.913
456.654
456.654
C
4.111
40 0S:,
u.9r;4
C
_' 900
9p)
v Y19
:0.:41
:0.000
C.
41,C{ill
a1.0(x)
� •1
, c-"
I�r..L
9_1.19'
Y Y
- --!I?: :
.1713
1
S S
.:u4 S
:1 5
31
City of Fayetteville..Arkansas
Aging Transportation Fund
Fund 2230
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Revenue
AAA of NWA Contribution $ 4,000 S
4,000 S
4,000 S
4,000
Total Revenue 4,000
4,000
4,000
4.000
Expenditures
Taxi Service 4,000 4,000 4,000 4,000
Total Expenditures 4.000 4,000 4,000 4,000
Revenue Over (Under) Expenditures $ 0 $ 0 $ 0 $ 0
32
City o[ Fay-cttes-Ile. Arkansas
Drug Enforcement Program
Fund — 2930
Begmn.ng F,.nd Balance
Rc%enues
Drug Enforcement Gant
Grant — Springdale
Grant — 'Aashington Co,.nn
Grant — Unnc-s.:y of 4rK —.sus
Grant — Prace Grove
Grant — Lincoln
Grant — Greenland
Grant — West Fork
Gran: — .'ohnson
Gran: — Farr^ ngto:.
Fo-fcitures — DTF
In:cres:
.J , Re�cnues
Expen_: cs--_--
Dr.:c En:orcmcnt Pro._ m
To:a; Expend :,.. cs
Ur er F:ra_en So_ ces Usec.
Tr;.nsfcr fro_, General Fund
Total Other Financing Sc:.rcet U,ec
Rcscnues e'er 1Undcr; Ex'cad.
unc U!rcr F.n..nc;n: So..•ccs Lacs.
Enc.ng . nd .vac c
Actual Budgeted Esttmatec B_dgeted
1991 992_ :992 ;403
S — 662 S 1R5 S 4R' S NAZI",
''8'14
2'2 231
2'2_.73:
230.113
rr .r
rr,
2,460
1:1.6'1
i0.6":
:U.n";
'283
1.540
:.54U
:.540
6,561
10,409
10.4'Y)
:0.4 N
1.:59
1.540
1.540
1540
1.:59
1.540
1.540
1.54(1
1.540
:.540
1,541)
1.:59
1.540
1,540
1.541:
;,;5g
1540
1,540
1.540
:.: 59
1540
1.540
:.541,
4R
0
"c0
0
0
""u
__ n
-- 2r261
214,591
- _.rui
_
---=,o.ia[)
30'.4)4
IU2.S00
300_3
30A
C"'5
h
_ -._;0'.5414
_ W2,S00
- 3u0335
_-_ 306.n5
'0.064 __ 48..2.09 45.."44 42.64)
ita -4S _' 4 45'44 —42,h4
• C ci9
4S5S___ '2_4 5
City of Fayetteville. Arkansas
Arts Center Bond Fund
Fund — 3170
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Beginning Fund Balance
$ 581,850 $
596277 $
596277 $
646.470
Revenue
Interest
41,581
46.800
33.634
34.800
Total Revenue
41.581
46,800
33,634
34,800
Expenditures
Audit Expense
0
300
0
300
Principal Payment
75,000
100,000
100,000
100.000
Interest Expense
243290
239,240
239,240
233,640
Paying Agent Fees
775
1,500
775
1.500
Total Expenditures
319,065
341,040
340,015
335.440
Revenues Over (Under) Expenditures
(277,484)
(294,240)
(306.381)
(300.640)
Other Financing Sources (Uses
Transfer From General Fund
832.223
896,346
913,700
944,592
Transfer Excess Funds to General Fund
(540.312)
(557,126)
(557,126)
(609,152)
Net Other Financing Sources
291,911
339,220
356,574
335,440
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses)
14,427
44,980
50.193
34,800
Ending Fund Balance
S 596,277 S
641257 S
646,470 S
681.270
34
C::v O: Fave:tesle. Arkansas
Ci:v Saes Tax Bond Funt
Func - ?350
4ctual
Budgeted
Estimated
B_. eted
1991
:992
1
;tiut
Be_:: nine Fund Balance
S 4,;c2,8w4 $
4l:495 S
4.2U4.3u5 S
:
Revenue
Sales Tax Reve:._e
3.:1h.405
3.463.35%
?.?00,000
3.300.000
1-:erea:
�p ?1,
295.693
?5? ?34
19U_2'-
. o:al Revenue
_
1.42?.61^
} -59.550
?.552. 24_
Expen. :,.res
Legal Sen ices
0
32','14
32'14
p
P-.^c:pa: Payment
*24jof)
:.0h5.0ti0
:.Ub5.000
:,: 3(LL •I)
In'eres: Exocnse
2.490.65'
?r3O.223
2.2?0.223
2]b5J°3
Agcn) Fees
20 a43
;J.00U
.43S
To:alExpend.: es
?.2'>:J5
4h2u3
?.6=U ?5
Rcsertucs Ove- (Under _xpc-u::res
•'2�.`:2
'.26n:3
O'^cr Finar, nE Sn_rces .Uses
l =.. s er to es T x Con:
ua:rn F d
2 ! i):I
3?' 352'
? :55,po,
Total Other F.r:anc.-g
Scurcec Uce
2
33352
5O39
.L{l:
Re'cr:ues C%c'• U -der 9_x7c-dt'..:c¼ a-
•
Oahe; Fna -c.n_ So,.rces
Uses
Lc nt F H;: ante
S a 2^4 us S
; UU i.(_b g
4.:2n'44 S 4.:2f'44
..d
City of Fayetteville, Arkansas
Arts Center Project Fund
Fund — 4160
Beginning Fund Balance
Interest & Dividends
Donations
Total Revenue
Expenditures
Audit Expense
Professional Services
T —Bill Handling Fees
Special Assessments
Building Cost
Building Costs From Donations
Land Acquisition
Arts Center Parking —Construction
Arts Center Parking —Land Acquisition
Total Expenditures
Revenues Over (Under) Expenditures
Other Financing Sources
Transfer from Capital Improvement Const. Fund
Transfer from Sales Tax Construction Fund
Transfer to Walton Arts Endowment
Total Other Financing Sources
Revenues and Other Financing Sources
Over (Under) Expenditures
Ending Fund Balance
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
S 2,892283 S 2,446.656 S '_,146,656 S 42 '38
316,409 39,513 44.2_52 0
2,252,369 709,843 713.135 0
2.568,778 749,356 757,387 0
2.008
2,700
1,931
0
1,337
10.000
50
0
0
300
0
0
1,096
10,000
10,000
0
1,891263
330.772
330,772
0
1,085.023
2,692240
2,692240
0
450
0
0
0
342,016
1,110,187
1,064,134
0
'_93.848
0
3.815
0
3.617.041
4.156,199
4,102,942
0
(1,048_263)
(3,406,843)
(3.345.555)
0
637.017
660.187
660.187
0
0
300.000
280,950
0
(34.381)
0
0
0
602_,636
960.187
941.137
0
(445.627)
(2,446,656)
(2.404,418)
0
S 2,446,656 S
0 S
42_38 $
42.238
36
City of Fastaevi.:e. Arkansas
Replacement Fund
Fund - 42'O
Actual
B..ddeted
Est:ma:ed
B,.d.e:ed
199
.99.
14u3
Beginning Fund Balance
_:991
S i,d34_664
$ O1.625
S _ ti:Rh25
S
Revenue
1 -:crest — - -
t:t_3O0
--- 73.S3
Shfi31
Total Revenue
:14.'):
1:5,300
'3,7S3
' h nil
Expenditures
Audi: Expense — —
5 C.
500
• 5a--
:a
T- Bill Ha.^.dhng Fees
O
350
0
- 300
Tota: Expenditures
510
__
850
522
RSO
Revenues Over (Under; Expend:i„ res
114.:8:
114.450
"3261
Other Fnanc:ngSou:cestU<cs
T•ansicr From Genera; Fund
65.brk:
0.5(10
- - 'b 5;p
Total Other F: ancing Sources tsec
-
h5,hrL:
6500
Re<enues & Financing So..rccs
Over Uncer Expend.:,.•e
:w:?SC
149,'01
_- 1K.:::
Enc.-g F nd Ba:ancc
S : o:9h:5
S _ '' 'c -c
S =:_hu 340
$ = 3x i.0n-
37
City of Fayetteville, Arkansas
Capital Improvements Construction Fund
1
Fund 4470
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Beginning Fund Balance $ 27,892,610 $ 26,494,487 S 26,494,487 S 24231220
Revenue
Payments by Property Owners 67,466 0 0 0
Interest 2.071,099 551,500 1.104,045 809,207
Total Revenue 2,138.565 551.500 1,104,045 809.207
Expenditures
Public Notification 0 0 0 1,500
Audit Expense 1,222 1,000 1,000 1,000
Bridge, Drainage, and Sidewalk Improvements 222,881 897,779 584,763 390,000
Fixed Assets 24,169 41,498 41,498 0
Vehicles & Equipment 0 699,528 324,257 420.000
Building Costs 60,389 645,508 129.402 549,000
Land Acquisition 18,309 18.309 18,309 18.309
Park Improvements ' 126,521 89,985 45,644 67,500
Youth Center Pool Renovation 727,794 12,372 48,232 0
Solid Waste Improvements 0 572,358 0 245,000
Water Line Improvements 491,711 9,608,250 1,165,916 6,000.000
Street Improvements 1,166,675 3,643,479 342,104 4,125,352
Easements 0 6.000 6.000 0
Total Expenditures 2.839,671 16236.066 2,707,125 11,817,661
Revenues Over (Under) Expenditures (701.106) (15,684,566) (1.603.080) (11.008.454)
Other Financing Sources (Uses)
Transfer to C.E.M.S. (60,000) 0 0 0
Transfer to Arts Center Project (637.017) (660,187) (660,187) 0
Total Other Financing Sources (Uses) (697,017) (660,187) (660,187) 0
Revenues & Other Financing Sources '
Over (Under) Expenditures & Uses (1,398,123) (16,344,753) (2.63267) (11.008,454)
Ending Fund Balance S 26,494,487 $ 10,149,734 S 24231 220 S 13.22_2,766
I
C
I
I
38 '
CL ty of Faycttes•Ce. Arka'sas
Sales Tax Co:siructtor. Fund
Fund 45_o
Actual
Budgeted
Es:,mated
B:idge:ed
;991
4.9922
1y92
:9a3
Beginn.rg Fund Balance S 4,:01,426 S
3.58-h-. 4 S
_1.56NJ(11 S
3 hn4.54:
Revenue
C ty Sa.es Tax
Grant Funding
Payments thy P:operty Owaers
Inlcres:
.s:al Revenue
22,1I)9.94S _,11;9.4'3 2.1c4J;9 2; ri),566
:ac.xw 3 0 C
0 0 9 998
221C,4R6 163.640 9C S30 y2 w 2
'- 3 - . '3.113 2,464,98' Sc3'n.
---
-
Minor Eq..;pmeni
0
3,900
Jo0
J
Pu' c Notifica:ior.
11
0
C
2,0''0
Audi: Exxnse
9.011
0.098
4.098
^,; ,0
C.)rr.puter Purchase
35."32
56,56
56.556
T-a:ways and S;dcwalks
C
2`0.01x7
4 5Cu
:3+w,nv
Lhrar' Book Purc'ase
64.5:4.
'0,4u5
3195
61 21
Fixed Assets
544.02
] 5I].411
15l},411
I*c".:cles & Equipment
34,:837
]91,u1,
1"8,034
0
B�..dtcF .-At
.44r3
1.1162.11
:85.3;0
50,000
Lane Acct:s.:.on
; 112.0'_
'38.490
3S.4R0
U
Parklmprnvcr�ens
_.u00
;2,u1k1
°51_kx7
Ndrer lrnp-osc-nc.,is
--s..
...CC. 1R
146.266
4.344.:rtx.
Sewer lmnrevemen:s
:M,S:'
62:.431:
9'.42u
:03,460
N „stewa:e- Imprrncr..cnL%
:7
u3.:i5
43.;15
'
S:rec: Improve....—,cn:c
;,3 5
S' 'C)'
0
t
N a•cr ie:ec
�: • i1
�.
39.346.
3Q.1.1h
13 �V•
Tana. Expendn„res
:_ 454
'.wt 862
_ 1 S'.5Gr;;
h n ' ,; 4
R.. n s ..� ., ^ -
vc.,„c. Over . .e. Expe..u,.
4 :�:3
•'.;2;3,39;
'"4.48"
.c
- -
—
----;;:0ja
' :6.c- Financm Sour.es ...c
T:anger From Sales Tax Boni Find
Transfc- :o Ars Center P-o;ect
To: O:: er F:naccrg So,.rces L scs 1
Rcsc;.ucs Over , Under Exrc-du:.res and
CY cr F;narcing Stv.rces ,Uses,
E,nd:r.F Fund Balance
3V'.32 0
0 10.11 x)• '43.5L''
:''.422} - 3.1743.39'1 98.53' i W___
S 3 cnh._104 $ _482,50" S ;16643541 S 6".537
39
City of Fayetteville, Arkansas
Industrial Park Fund
Fund 5140
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Beginning Retained Earnings
$ 256,613 $
255.746 $
255.746 S
255.865
Revenue
State Grants
0
410,000
410,000
0
Interest
43
75
119
75
Total Revenue
43
410,075
410,119
75
Expenses
Audit Expense
910
350
0
350
Contract Services
0
410,000
410,000
0
Total Expenses
910
410,350
410,000
350
Net Income (Loss)
(867)
(275)
119
(275)
Ending Retained Earnings
255,746
255,471
255,865
255,590
Beginning Contributions
2,805,476
3.938.053
3.938,053
4,676.533
Capital Contributions
1.132,577
738.480
738,480
0
Ending Contributions
3.938,053
4,676,533
4.676,533
4,676 533
Total Fund Equity
. $ 4.193,799 $
4,932,004 S
4,932.398 S
4,932,123
40
C.ty of Fayet:ec,lie. Arkansas
Water and Sewer Funt
Fund - 5400
Ac1..a.
Bucrcte::
E.:^hated
'C .1...
1991
;992
:9Q2
:4;
Beg.mmng Retained Earnings S
1_h 6' S
><.C'1_=y: S
?,.hS" I%; S
; 23= itch
Operating Recenucs
Water Sacs
x .123.1."
6: 39,C1
6,449,5hh
Sewer Serctcc Charges
Teca. Opera:ng Rexenaac
- ] L13r.f.13
h,:5:,cR5
: _ 4 )00'-
5.844.000
93=2
Operating Expenses
------
Wafer P..rchased ----
;,-43.0"l
4,3p5.500
4.:559"5
4.4R5!CC
Wdicr Au'minictration
waver Dts:rlhuttor: any V1d;ntecacce
2.: u4 4C4
445.036
2,?0:,C5?
4"6935
'_.234 c0
45C_'16
2. 3"1,5Q8
4S.:Sc
Waier Storage and Pump N1ain:er.arce
GnNwth Area Water tifa.^s Mu.n'endn:e22
water ¼Lnicanct Farrnrn�c'.ar, & Grccraand
SewerAdntzstranon
Sewer M1am in %Sate:.an;e
"3 2x;
:R';c
"n,4';
n4u,if19
8.31:
2:.3",
•'. cr
093. ;'S
;;1'1
:5.x32
15.:55
:.':.35c
`nl,I
:22.'+44
24 u4
:.I:; '--
har:,2i '
Sewer \1d:n:enance Fdrn:.rg:nc S :Srcc- .In.d
was!c waverTreatment Pil-'
:I,f)c9
2.38.442
;3.Qq
2. 54M,:03
2.446' '
2.6.Ic.0r'
Mver Operaixns
h'iQ
-94,`91
-62.396
:.11_90,
T•)tal Cpcwa'Iri Expen>e\ 3c:ore Dej vc::aLnn
-
,:. M.2:;
:2.34n.14'
1 "'_O46
'
._.4;nA24
Opc.rar ng Income • Las. Before Deprre•:on
Depre,nduon Expense
4.'22
Q?.: h_
5425c
;,S: c 102
anh26
,.n: c.1C2
1:x9 1
.t.I
l
_?
=•'\-11I.
•1\t)
1'VI
11 1*,1
Nnnaic-atm I;.crrrc
•Expene.
h•eres: Expense
321124
-ti;,;55.
404,445
1-:eres:lncoce
iUU_;V
3":,444
6,0.15
'4.I1LH
- �LL
O:. ".c'
_S
43,705
--__ti'iir
__ Q3•5Ill
Turai tionoperdx:ng Into.^e
_1 53
.314."46i
21x.544,
Net income Lacs•
I llq"99h f:
l 5VL,,¢ .•
11449.325!
2 I +.2Ss,
Ent,rg Reta.rec Ea-n:ngs
K.hS".2S:
-- 5 .46,434
`,23',950
- ",YhnS
Beg:.ntng Co::r;butions
(:2.110,395
61,54' 934
h?.64'.984
hh,1�2944
CapitalCo:rthut[ora
153",`nQ
---.100.000
2..`15,000
-s<O.te+l
Ending Contrr..:.ons
51,64=Q44
-C•
hh jC. 84
T01d: Fund Equity. End Of Year S
— -2.?35205 $
-5.8(14,422 S
_ -1 1X1940 S
-ta_3h-,052
41
Water & Sewer Fund
Sources of Funds for 1993
Water Sales
$8.000.750 46%
Interest
$240.200 1%
Sewer Service indigo
56.674.860 33%
$ 17.512.598
'preserved Fund Bal.
$2.503.288 14%
er
593.500 1%
Uses of Funds for 1993
Water Operations
52,998.810 L7%
Sewer Operations
$1.654,769 9%
Water Purchased
54. SL 4.850000 26%
Interest Expense
- $581144 3%
Waste Water Treatment
$2.605081 15%�
Depreciation
Meter Operations
$4.071,825 23%
$1.112_,963
6%
$
17,512,598
42
City of Fayel:eville, Arkansas
Solid Waste Fund
Fund 5500
Actua; Budgeted Estimated Budgeted
1991 1992 1992 _ :993
Beginning Retained Earnings $ :129,646 S 1.169.609 S 1.:69,609 $ -1.038,092
Operating Revenues
Sanitation Fees
:.869.686
3.017.169
2,046,459
2,6632:1
Extra Pick —Up Fees
2.968
3,800
8,584
12,379
Incinerator Fees
679.371
680,080
673,948
680,080
Recycling Revenue —Ali minum
:10
5100
3,257
5100
Recycling Revenue — Composting
_ ,717
__ 2,000
1,709
2,000
Total Operating Revenues
2.553,852
3.708249
2.733,957
3,363370
Operating Expenses
Operations and Administration
570.637
974,222
806,838
826.090
Commercial Pickup
811,402
979,436
780,843
858.066
Residential Pickup
:,024,231
:.078,244
955,413
:.061,786
Recycling
230,418
169210
140,287
179.396
Composting
0
253,918
176,076
197111
Total Operating Expenses
2.636,688
3,455.030
2,859,457
?.122,549
Operating Income (Loss) Before Deprecation
(82.836)
253119
(125,500)
240.821
Depreciation Expense
39,324
_ 43,000
43,000
42,897
Operating Income (Loss)
(122,60)
210219
(168,500)
197.924
Nonooerating Revenues
Interest
62.123
145,200
36983
36,700
Total Nonoperating Revenues
62.123
_
145,200
36,983
36,700
Net Income (Lass)
__ (60.037)
355,49
(131,517)
234,624
Ending Retained Earnings
1,169,609
1.525.028
1,038,092
_ .11272,716
Reserved for Incinerator Disengagement
518,177
698,257
837,747
1167,827
Unreserved
651,432
826,771
200,345
4,889_
Ending Retained Earnings
1,169,609
1,525,028
1,038,092
1272,%16
Contributions Beginning of Year
220,957
220,957
220957
220,957
Contributed Capital
0
0
0
0
Ending Contributions
220,957
220,957
220,957
220,957
Toal Fund Equity
S 1390,566 S
117455,985 $
1159,049 S
1,4931673
GL
Solid Waste Fund
Sources of Funds for 1993
Incinerator Fees
$680.080 20%
Recycling
$7,200 0%
$ 3,400,070
Uses of Funds for 1993
Operation & Admin
Commercial Pickup $826.090 26%
$858,066 27% ''''': ''
....... .. .'........ Composting
$197,211 6%
Recycling
$179,396 6%
Residential Pickup
$1,061,786 34%
$ 3,122,549
City of Fayetteville, Arkansas
Airport Fund
Fund — 5550
Actual
Budgeted
Estimated
Budgeted
1991
1992 _
1992
1993
Beginning Retained Earnings S
_
(2,030,070) $
(1,808,162) $
_ (j,808,162) S
(1,981,674;
Operating Revenues:
_ __
Airline Fees
241,554
254,855
242,939
262,360
Parking Fees
251,072
223,200
245,500
245,5)0
Rents and Leases
305,553
291,999
364,769
392.867
Other
132,904
142,118
_ 126,197
123,651
Total Operating Revenues
931,083
_ 912,172
979,405
1,024,3?8
Operating Expenses:
Operations and Administration
350,240
0
0
U
janitorial
66,731
0
0
0
Buildings and Grounds Maint.
111,21
0
0
0
Landside Operations
0
330,529
308,436
37.6.038
Airside Operations
0
242.685
231,824
_ 254.190
Total Operating Expenses Before Depreciation
_ 528,092
573.214
540,260
630228
Operating Income (Loss) Before Depreciation
402,991
338,958
439,145
394,150
Depreciation Expense
424.571
__ 668,600
668,600
457581
Operating Income (Loss)
--(21.580)
(329,642)
(229,455)
(63.43:)
Nonoperating Income (Expense)
Intergovernmcntai
217.706
0
0
0
Interest Expense
(24,105)
0
0
0
Interest Income
49.887
56,099
55943
17,560
Total Nonoperating Income
243,488
_ 56,099
55943
___ 17.560
Ending Retained Earnings
(1,808,162)
(2,081,705)
1,981,674
(2,027„545)
Beginning Contributions
7314,482
7,375,042
7,375,042
10,777.932
Contributions
60560
2,709,310
3,402,890
853.000
Ending Contributions
7,375,042
10084 52
10,777932
11,630,932
Total Fund Equity $
$
_ _8 002,647 S
8,796,258 $
9,603387
___5,566,880
45
Airport Fund
Sources of Funds for 1993
Parking Fees
$245.500 23% ... Airline Fees
$262,360 24%
$ 1,087,809
Uses of Funds for 1993
Landside Operations
$376,038 35%
Airside Operations
S254,190 23%
$ 1,087,809
Cit% of Fdvetles-iEe. Arkansas
Con:r..;.;nc Education. Ccnte• and Partung Fac::tt} F.nd
Fund — 5690
3es:nning Rc:amed Ear:.:ngs
Operating Resvenues
Property Lease
Tota: Operating Revenues
Oman Expenses
A..dtt Expense
lr.surance—Ve-tcles & Build.:ge
Special Assessments
Total Operaung Expenses
Operatmg Income (Less; Before Ceprec;a::o-
Deprectat;on. Expense
Operating Income Loss
`.,neperaung :nc.imc Expcases,
S;1:c Corsentior. Ce-:er Return
In:eresi
In:eresl Expense
Pa'ing Agen;s Fees
B, nJ O.sccunt Ar c, ;:Lat1o^
To:a. Nonorera:.ng Rese,^.ue
Ina,r•e Lens Before Operat,nt T-.c'fcr'
O:Scr F:nancing Sources lases --
Transe7 :nom A& P Fun.:
Transfer from Off S:•ce; Partc:nt Find
Transfe• Excess Funds :e Genera! Fuze
Total Other F.r:anc.ng Sources jL'ses;
tier Income Loss.
Er, .g Reta,ned E.:-n;ngs
Aclua:
B.dgeted
Es: ma:cd
Bucgetet
991
1Q92
1992,
:993
S :.043: 24 $
Q6h.•ia5 S
_
4rh.+4' S
.22.(W
122.(110
1__.axl
:.:xto
-22.`10t}
1.'_.000
::_.00
1.191
1.3IJ
1.191
1-01
31" 2
.10(X1
1.364
14.0(X)
36.2t
38,380
?8.3.10
;R.txi1
-1.189
_
54,081)
_
41218
53 u1
53.51
h',920
0.'h2
9a Si -
' :4.2'1'
:n E+'
4,4C
'cc
J00
.".;K)U
2.`5.0110
_3R.ir3
: ;:I)'0
92.JIX:
92.`(X;
Q21hM]
29;n30
281.:02'
(293.:02•
2_2,6.2
:O.9lX)1
1(191X1:
;ny,Xl
.0.53Q
1!1X1
_S,1:c
hh6
•`.."ZR
c'h.i4R
h?1.529
2."
h,cr•
3 a
23,()1x)
2(1,632
2;,c,
K)
15.8831
;"h ()U'
nx3ad
h3R,3nn
::•:'
,
"0;22
-- .2h nay•
Si
FIA
$ '*sac
S
1,0 114-8 S
9".soh S
"c"
l''h2
City of Fayetteville. Arkansas
Walton Arts Center Endowment
Fund 6190
Beginning Fund Balance
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
S 3,553,884 S 3,487,969 S 3,487,969 S 3,367,399
Revenue
Interest 291,129 283,199 262,705 261,365
Donations 18,500 0 0 0
Total Revenue 309,629 283,199 262,705 261 365
Audit Expense
0
.550
1,000
1,000
Professional Services
625
4,000
2,000
4,000
Arts Council Distribution
408,500
548,500
379,375
346,900
Paying Agents Fees
800
600
400
600
Total Expenses
409,925
553,650
382,775
352,500
Net Income (Loss) before Transfers
(100,296)
(270,451)
(120,070)
(91.135)
Transfer from Arts Center Project
34,381
0
0
0
Net Income (Loss)
(65,915)
(270.451)
(120,070)
(91.135)
Ending Fund Balance
S 3.487,969 S
3,217,518 $
3.367,899 S
3.276,764
Cu} of Fa%c:Icsi.;e. Arkansas
Police Pension Fund
Func 6800
Actual
B..dgeted
Est:matee
B,aigc:cd
:991
19N2
;942
:u3
Beginning Fund Balance
S 4.'x2,6"C $
5.I4494u $
5 1x494u S
_
Rcscnue
Property Taxes --- -
- 3:.93:
130,'80
130,'40
14:.3'5
State Insurance TurcbacK
: 15.484
135,4+38
150.0:2
151j"
Cart Fines and Fees
":A32
69.656
"8,056
"U n"
Isterest and Dividends
7',0.951
251 "9
:26.(x]4
8.45
Dona::ons
'00
60
0
60
O:ficer Contribu::ons
14,955
42.:48
39,536
1" Sh03
Donat.on Suspension
2.145
300
0
U)
General Fund Con:r:butions
'9.908
'8,594
Total Revenue
M9?_51z
'23.56
_
Expenses
-- . ..
O:f;cc Supp ice 4L Printing ._
.
601:
0
'+ou
A_di: Expense
; y:
2,uo0
: 42I
2 IN,iI
PT01ewana. Services
400
63C
40C
(ii.]
T —Bill Ha^dlingFees
)
550
0
5511
Pension R;:hdrau•a;
3
15.000
I)
Benif:i ?avticns
28,(722
x39,8'5
3;4..k+C•
—
To:a: Expenses
=W1'3-
- 35S.h5c
4_a wh
Nc: Income L xss.
h.l'_.2'4
__3n4.°21
_ _U5 X00
End;nli Fd BaianLe
S 5.:441'440 j
_5110 w'0 $
j_40,4
49
City of Fayetteville, Arkansas
Fire Pension Fund
Fund 6810
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Beginning Fund Balance S 5,583,616 S
5,999.961 S
5.999,961 $
6,429,650
Revenue
Property Taxes
State Insurance Turnback
Interest and Dividends
Donations
Officer Contributions
General Fund Contributions
Total Revenue
131,933
109,371
446,417
300
35,695
71,392
795,108
139,780
109,371
326,701
0
45,150
90,300
711,302
139,780
112,743
438,821
0
41,161
75,001
807,506
142,335
112,743
297,145
0
39,355
78,709
670,287
Expenses
Audit Expense
2,101
2,000
2,246
2,000
Professional Services
1,107
1,500
0
1.500
Benifit Payments
375,094
390,000
375,571
411,900
Miscellaneous
461
0
0
0
Total Expenses:
378,763
393,500
377,817
415,400
Net Income (Loss)
416.345
317,802
429,689
254,887
Ending Fund Balance
S 5,999,961
S 6,317,763 S
6,429.650 S
6,684,537
50
City o: Faye:tevCle, Arkansas
Munic,pa. Judge Retirement Fund
Fund 6R2O
Actual
Budgeted
Esnmaiec
Budgeted
Begtnn:^g F ,^.d Balance
1991
S -245.661 S
109'_
24,156 S
:992
"4.:56 S
1993
30),56?
Revenue
Court Fines and Fees
:3.828
13.9:5
14.844
15~15
Inieres:
Total Revenue
;4,"?4
28.562
1_5.477
__ 29342
1:,624
-_ 26.468
11 5Rq
_=6Stl0
Expenses _ _
Auc.' Expense
Total Expenses
6'
_ _ 67
- 68
68
_ 61
6;
68
68
Nei inc,.me'Loss)
25,495
29.324
26,40
26.32
Ending Fund Balance
$ -- — _"4_c6 $
---10'1.480 S
?ihi 56? S
i
51
City of Fayetteville, Arkansas
Shop Fund
Fund 9700
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Beginning Retained Earnings $ 973,966 $
1,576,874 $
1,576,874 S
2.163,570
Ooeratina Revenue
Shop Charges
Total Operating Revenue
Operating Expenses
Vehicle Maintenance Program
Total Operating Expenses
Operating Income (Loss) Before Depreciation
Depreciation Expense
Operating Income (Loss)
Nonooeratine Income (Exoensel
State Grants
0
125,000
125,000
0
Gain (Loss) on Sale of F.A.
2,950
0
12,509
0
Interest
64,840
52,600
50,744
52,600
Miscellaneous
750
0
0
0
Total Nonoperating Income
68.540
177,600
188253
52.600
Net Income (Loss)
602,908
347,978
586,696
498.081
Ending Retained Earnings
1,5 76.874
1.924,852
2.163.570
2.661.651
Beginning Contributions
Residual Equity Transfers
2,360.101
44,553
2,302,177
0
2,302,177
0
2,302,177
0
Ending Contributions
2,404,654
2,302,177
2,302,177
2,302.177
Total Fund Equity
$ 3,981,528 $
4227,029 S
4.465.747 S
4,963,828
2,076,305
2,018,411
2,220,252
2.321276
2,076,305
2,018,411
2,220252
2,321276
949,681
1,068,033
1,041,809
1,087,190
949,681
1,068,033
1,041,809
1,087,190
1,126,624
950,378
1,178,443
1234,086
592256
780.000
780,000
788,605
534,368
170,378
398,443
445.181
52
City of Faye:tevie. Arkansas
Management Fune
Fund 9'10
Actual
Budgeted
Est:matec
B,.dreted
1991
1992
:992
i9u?
Begmn:ng Rcta.nec Ea:mngs $ _
3'C,:51 S
226.463 $
226,463 S
2:1 2h
9pccrat-ng Revers; es
Managcme .t Fees
1.0'3.963
1149,303
1,249.303
1.Q11.000
Total Operating Revenues
1149,303
1249303
1 _utOIt,
_1.C'3,963
-
-_
Operating Expenses
P.ann.ng Management Director
104.426
19.4'h
1:2.09
'
Perrn.s & Code Enforcement
;7:.877
76,271
"5253
ht.i 8;
Beards & Committees
+6.394
50,70',
50.505
6?2U1
Urban Forestry & Lzndsaoe
0
49270
46,436
44 ti'n
Long Term Planning
0
48,914
27.478
5- 32
Inspection Divis.on
246.182
281.693
21.813
28022
Puhlic Works Director
:91.'"85
216.947
189.350
1Qh Vi 1
Engineering Plans & Spectltcai ens
00.869
11.o7
135.856
EngmeermgCpc atiocsand Adm:nis:ration
1'411
225,981
20811;
Right of Way Acquis.:ion
40,49'
42_,334
41,495
49,06-
Puh.;cConstruction Managcmct
85.01'
14:12:
:13.3?C
;4024
Ec,norr c Devcio,^men" and Cay Pro.notton.
157,634
0
0
Teta.Operating Expenses
:2,99,002
1,4_4.38:
1.2'24h
_
OaevLnng Income Loss Be o•e De; reciainon
_25.039)
:",1'81
I _?,.'"1
;.t"S�'
Dcp-ec.ation
:9,694
`_3t
2,'30
---20.:1
Ooc•a::.gIncome:Lossi
t:96,3081
44.40?l
::
ticnol erat:ng ircame- Expenses i
Smile Grants
0
S.'90
8,790
u
Federal `Grants
23,"'0
S.6',h
8.66
rt
'-:crest
23.153
25.100
11.71
,3.'A1[5
Donations
9.122
0
0
:1
TOtn: do-, e:a:.' Income
P g
--- 56,f;d5
4?,$66
'9.166
`
Net Income : Loss Before Ope-a:.rh Transfers
1:48,h88j
152.742
i ; 523-1
Transfer from Ac& Promonon.
45.0011
0
0
0v.
Nei ]nwmc "Loss)
1:43,
152."42
52±"
Ending Retained Earn :gs
226.463
73,721
211.26
Bcgin,..ng Contributions
78.47,6
78,476
78,476
_
Tota: Ending Fund Eq :ty $
?04,939 S
15219' S
289.02 $
1"415)17?
_
53
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General Government
C' Cozens
of
Faverevdle
Mayor Caty %o,.nc I (a4 Treasurer MUnIZIPO: JLdge
—A rperl
'—('ahle Adt^;1 btratior.
—infernal \,.dc
J
I
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Cay Attorney
—Prosecutar
' Mission Statement
C.ty Clerk -- 1
•' 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 municipal services
While seeking maximum value for dollars expended. To have organized and
sound deliberations, to develop reasoned policies with ample opportunity for
' public awareness and involvement.
Ii
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I
GENERAL GOVERNMENT DEPARTMENT
. OVERVIEW
The General Government Department contains ten divisions: Office of the Mayor, Legislative, City
Treasurer, City Attorney, Municipal Judge, Cable Administration, Internal Audit, City Clerk, Airport,
and Miscellaneous. Some of the major projects for this department in 1993 include: continuing the
transition to the new form of government, exercising oversight in implementing the City's capital
improvement program, continued work on the incinerator disengagement lawsuit, updating the
codification of the City's ordinances, and further implementation of the Hot Check program. Major
capital projects to be coordinated include: continuation of the safety area extension project at the Airport
and other planned Airport facility improvements.
During 1992, the voters of Fayetteville, by referendum, voted to change the form of government from
the City Manager form of government to the Aldermanic (Mayor/Council) form of government. As a
result of this vote, the Mayor becomes the Chief Executive Officer for the City and the position of City
Manager is eliminated.
Estimated 1992 expenditures are projected to be $187,116 below 1992 budgeted. This difference is
primarily attributed to savings in the City Manager Program, City Attorney Division, and operational
programs in the Airport Division.
Budgeted 1993 expenditures are decreased by $5,649,390 as compared to the 1992 budgeted amount.
Capital expenditures decrease $5,575,045 in 1993 as compared to budgeted 1992. This decrease is
attributed to budgeting the completion of the PEG Access Facility, the renovation of the Police/Courts
Building (Systematics), the purchase of additional land for Walker Park, and, completion of the
obstruction study, lighting renovation, and, safety area extension projects at the Airport. The 1992
budget contains essentially two years of construction cost for schools, whereas, the 1993 budget contains
only one year of construction cost.
During 1992,
the City
Board of Directors
added an
Operations Coordinator to the Cable Administration
program and
changed
the City Prosecutor
position
from part-time to full-time.
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I
1991 1992 1992 1993 '
Actual Budgeted Estimated Budgeted
Expenditures Expenditures Expenditures Expenditures
Personnel Services $ 846,663 $ _ 945,184 $ 833,696 S 1,226,408
Materials and Supplies 66,115 114,482 96,560 88,741
Services and Charges 1,281,559 1,443,096 1,398,128 1,379,816
Maintenance 60,122 82,169 69,481 76270
Depreciation 428,793 668,600 668,600 457,581
Capital 2,157,246 8,027,622 8,027,572 2,452,577
Cost Reimbursement (1,077,758) (1,131,781) (1,131,781) (1,181,411)
Total S 3.762,740 S 10,149372 $ 9,962256 S 4,499,982 '
I
55
I
(ieneral Gosemment Department
?.—,,gran Expenditcm Summary
Actual
Ba4geted
Esuma:ed
Budgeted
:992
;9c:
1994
General Fund
0150 Mayors Admlmatniicc
Prronnel Serytas
$ 0$
0$
3 $
:54.6F:
Materals and Supplies
0
0
0
:5.965
Services and ('harges
0
0
3
59.5:.:
Maintenance
0
0
0
:.901
Cap tat
0
0
0
_ :.'4W
0
0
0
:43 5
0160 Cin Coancd
Personnel Semces
0
0
0
36,154
Materials anti Stpphe
0
0
0
1.288
Services and Charges
0
0
0
4•t3011
- - -
p
_ -
0
_
31442
3: '0 C Is Treasurer
Pers..nncl Scmcrs
0
0
- -- 4.519
__ 1 ------
- '3
_0
- 0
425:9
000 Ca n Manage:
Personnel Services
:49..''55
:3" 65C
Matera s and Supplies
R 544
2'.= 0
10.'34
0
Sen-.es and ('urges
62.'9'
4a.o04
4S.0)4
0
Mamtecar.ce
1,972
2.20:
:040
0
Capital
..:45
5O __
:.4 c: -__
_ _
0
224.' fl
:.8r:"
:c'1.')
3
0:10 CCs A!t,.mn
Pers.•r.ne Seri-ces
iC5.046
::Q?c0
119336
:?0.403
Malenais cnd Supt cs
4.02t
100('
3.3W
4,750
Services and Charges
o:,t,K8
34 %o
2765'
X•866
M.unierance
0
4::
423
c0(I
('alma.
".7':
_ 0
_3
- 0
0
1'9'1'"
1"l4
1509:3
.66 °19
0310 City P-acec ct.•r
N.mcinnel Sepias
9:M"c
114.945
114,959
145.:
S9
Ma:erele and Sdpphes
9,3',3
1071
:3.11
c
9"5
Services and Charges
7.91
S35
'+ 075
11.29`
Manunance
58'
926
9.6
500
C,su.tal
3.098
16 rg
:6.3"9
0
- 11'_524
--- I<09a6
_55910
3350 Hot Check
Personnel Services
35.:.8"
c9 67:
59.652
7: 13'
Matena.s and Supo.ies
6 162
3000
2.943
2.950
Scmas and Caarges
8.91:
99,659
18.996
18,448
Mamtenaece
98
1.4
1.500
1 000
Capital
55e
_ 0
0
0
__ 56.019
:C3.-30
_ 83.091
94.435
0400 Municipal Jadge
Pen.+one. Servaa
43.214
48.4'3
43.652
60,8:.6
Mater.als and Supplies
0
800
0
800
Semis and Charges
3.844
6.740
4.:80
e.745
Capital
0
_ 2..700
_
.'..700
_ 0
--- 4'.358
58,'13
50.532
69.31
3000 Cab.e Adminutrat on
PersonnelSemces
122.56
37430
3'.430
46,'93
Materials and Si.pp its
3.549
8 984
4.984
3.301
Scvices and C'sa:ges
2.162
5,075
5.1'.5
84450
Maintenance
0
9.375
9.375
0.686
Capital
4549
_ 30.900 __
30,900
_ 0
22.510
6:364
]01964
143230
56
General Government Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993 1360 Internal Auditing
Personnel Services 36.628 37,468 37,468 40.794
Materials and Supplies 858 950 950 1,675
Services and Charges 1,499 2.395 2.395 2,560
38,985 40.813 40,813 45.029
1510 City Clerk
Personnel Services 56,334 67,444 63,209 66.981
Materials and Supplies 14,790 16,952 16,432 21,970
Services and Charges 16,696 31,069 30,194 24,679
Maintenance 6,084 6,873 6,873 4,190
Capital 11,168 11,354 11.354 0
105,072 133,692 128,062 117.820
6600 Miscellaneous
Personnel Services 0 80,679 0 215.224
Materials and Supplies 0 - 23,500 23,500 0
Services and Charges 813,336 926,900 926.900 834385
Maintenance 2,951 5,000 3,825 5,000
Cost Reimbursement (1.101,470) (1,131,781) (1.131,781) (1.181,411)
Capital 1,589.008 3,984,992 3,984,992 1.380,000
1,303,825 3,889.290 3.807.436 1,253,198
Total General Fund 2.089.664 4,929.263. 4,775.101 2.340,896
Airport Fund
3900 Airport Administration
Personnel Services 167.425 0 0 0
Materials and Supplies 3,426 0 0 0
Services and Charges 177.429 0 0 0
Maintenance 1.960 0 0 0
Debt Service 23,712 0 0 0
Depreciation 2,397 0 0 0
376349 0 0 0
3910 Airport Janitorial
Personnel Services 47,739 0 0 0
Materials and Supplies 7,588 0 0 0
Services and Charges 11,298 0 0 0
Maintenance 106 0 0 0
66,731 0 0 0
3920 Airport Building& Grounds
Personnel Services 27,943 0 0 0
Materials and Supplies 4,266 0 0 0
Services and Charges 32,996 0 0 0
Maintenance 45,916 0 0 0 -
Depreciation 422,174 0 0 0
533.295 0 0 0
3940 Airport Landside Operations
Personnel Services 0 145,563 136,185 157,194
Materials and Supplies 0 14,515 14,515 14,867
Services and Charges 0 142,671 135,780 179353
Maintenance 0 27,780 21,956 24,624
Depreciation 0 668.600 668.600 457,581
0 999,129 977,036 833,619
H
57
General (unemaen: Department
P•: gram Expenditure Summary
Actual
Budgeted
Lsuntated
Btdgeted
1991
1991
1992_
.'e41
3950 Airport A ntde Cperaticrs
_ __
Perron ne. Scrv•ccs
C
97 511
93:555
93 5:3
Maienals and Suppi es
C
5.340
.`,331
a 100
Services an, Charges
C
::104:
120,1'2
1_3509
Mamrerancc
C
29.19:
??.%0
31 !w9
_
C
:42AA5
211.824
254,.9C
_
3900 A rpnrt Gi nal 1-xpecducres
Capital
514445
39'9.295
3.978,295
_ 1.0'1 :�'
'?4.645
399.295
_
:0'1:
Iota! Airport Fund
151:.220
5:30.109
5,IA'.155
2.: 59 Obn
Manasemer.! Find
:190 EconomiL Dcvcl••pmcrt
(
1:'. Prot L'
Perscr.ne Sc
%tb
'?
191
h
0
1'
.V,iienals and
u:pl es
?.sVO
0
C
Senues ana G
harps
+l•.11:
U
0
C
M:irreranec
44A
0
0
C
Dep:e: anr.
42_
----
0
0 —_
0
Total M.tnagemer.. Ford
in:
+°n
n
0
0
Total General G.nc:r.mcr.• Dc a rncrr S : -r:"mt S :0IN1 : $ '.25o $ 44%'C
W
General Government
Personnel Summary
Division/Title
Mayor Division
Mayor
Staff Administrator
Secretary
Administrative Intern
City Manager Division
City Manager
Staff Administrator
Secretary
Clerk/Typist
City Attorney Division
City Attorney
Assistant City Attorney
Sr. Secretary
City Prosecutor Division
Prosecuting Attorney
Hot Check Coordinator
Warrant Officer
Senior Legal Assistant
Legal Assistant
Senior Clerk/Typist
Municipal Judge Division
Municipal Judge
Cable Administrator Division
Cable Administrator
Operations Coordinator
Internal Auditing Division
Internal Auditor/Grants Acct.
City Clerk Division
City Clerk
Clerk Typist
Microfiche Operator
Economic Development Division
Economic Development Coordinator
Asst. Econ. Dev. Coordinator
Airport Division
Airport Manager
Assistant Airport Manager
Airport Maint. Supervisor
Airport Maintenance Worker 11
Airport Maintenance Worker III
Secretary
1991 1992 1993
Employees Employees Employees
0.00
0.00
1.00
0.00
0.00
1.00
0.00
0.00
1.00
0.00
0.00
1.00
1.00
1.00
0.00
1.00
1.00
0.00
1.00
1.00
0.00
1.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
0.00
1.00
2.00
1.00 1.00 1.00
0.00 1.00 1.00
0.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
0.80 0.80 0.80
1.00 1.00 1.00
1.00
0.00
0.00
1.75
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
3.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
27.80
27.55
29.80
59
General Government '
Office of the Mayor Division
Mayor's Administration Program
Fund 1010 — General Fund
Division 0150
Program Description:
To provide professional managerial leadership of all City Departments through an emphasis on strategic
planning; to implement the policy initiatives of the City Council; to ensure the financial well—being of the
City; to effectively deal with a variety of special interest groups and organizations on issues impacting the
City; to maintain policy of openness and responsiveness with the community to ensure that all citizens have
an opportunity to have a voice in policies; and to provide information to the City Council on all issues with
which it must deal.
Program Analysis:
The Mayor's Office provides services required of the executive branch of City government, including
administrative functions and public relations. The office is responsible for maintaining communications and
working with department directors, maintaining rapport with City Council, meeting the public and providing
information to the public on matters of public concern. The Mayor provides guidance and executive approval
of the annual budget. The Mayor is responsible for informing the Council & citizens on the condition of the
• City.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 0.00 0.00 0.00 4.00
Actual Budgeted Estimated Budgeted I
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 0 $ 0 $ 0 $ 154,682
Materials and Supplies 0 0 0 25.965
Services and Charges 0 0 0 59,527
Maintenance 0 0 0 1,901
Capital 0 0 0 1,300
$ 0 $ 0 $ 0 $ 243,375
Program Resources
General Fund $ 0 $ 0 $ 0 $ 243,375 1
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Actual
Budgeted
Estimated
Budgeted
•
1491
1992
:492_
1993
• Demand
1.
__
City Departments
0
0
0
6
3.
Preparation of Annual Report
0
0
0
1
Z.
Population served
0
0
0
4 A.3 0
4.
Council meetings & agenda sess:ons
monthly
0
0
0
4
' 5.
Special projects by staff
0
0
0
240
6.
Citizen Inquiries month
0
(1
0
100
?.
Ordinances and Resolutions
0
0
(1
+00
Genera: Government
Office of the Mayor Division
Mayor's Administration Program
Program Ohj ctives:
1. To coordinate the efforts of t^unicipaI depart menus in the conduct of the City's day to day
operations:
2. To oversee the enforcement of City policies. ordinances, ad ministrative rules. or other legal
requirements:
3. To provide guidance and executive approval of the annual hudget;
4. Tv prepare and submit an annual repert on he finances and administracve activities of the city;
5. To prepare special reports as well as recommending program and policy alternatives for
consideration by the City Council. and
6. To maintain an open communication with residcr.s and business interests and respond to citizen
requests and concern%.
Performance Measures
Workload _ _
1. Departments Coordinated
2 Annual Reperi prepared and distributed
3 Council meetings & agenda sessions
attended monthly
4. Special projects by staff
5. Citizen Inquiries Received monthly
6. Ordinances and Resolutions enacted
0
0
0
6
ll
0
0
1
(1
0
0
4
0
0
0
240
0
0
(1
too
0
0
0
480
Productivity
1. Hours preparing Annual Report 0 0 0 50
' 2. Hours spent in Council meetings &
agenda sessions 0 0 0 200
3. Hrs spent en special projects by support
staff 0 0 0 1.920
I
I
Effectiveness
1. % cf citizen :nquiries resocd mcnthly
2. % of special projects completed monthly
I Annual reports prepared
4 % Council meetings agenda sessions
attended
0
0
0 90°4
0
0
0 95�c
0
0
0 1
0
0
0 100%
C
WJ
General Government
Legislative Division
City Council Program
Fund 1010 — General Fund
Division 0160
Program Description:
The City Council has responsibility for establishing City Policy. Aldermen represent the citizens of
Fayetteville in determining policies, programs, services and legislation that address community needs,
establishing priorities for services, approving long range plans, and adopting the annual budget for the City.
Program Analysis:
The City Council provides legislative services for the citizens of Fayetteville which include passage of
ordinances, bylaws, resolutions, orders or motions.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 0.00 .
0.00
0.00
0.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 0
$ 0
$ 0
$ 36,154
Materials and Supplies
0
0
0
1,288
Services and Charges
0
0
0
4,000
$ 0
$ 0
$ 0
S 41,442
Program Resources
General Fund
$ 0
$ 0
$ 0
$ 41,442
63 r ,
General Gosernment
Legisla:ive Division
City Council Program
Program Objectives:
1. Determine City policies, programs. senices, and iegislatior. that addresses community needs,
2 Establish priorit.es for senices,
3. Approve long range plans. and
4 Adopt the annual budget for the City.
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1991
1992 _
—_1992
1943
Demand
1. Population served
0
0
0
43,380
2. Regular Meetings
0
0
0
48
3. Citizen inquires month
0
0
0
100
4. IntergovernmentalInquiries
0
0
0
125
5. Ordinances and resolui ons
0
0
0
?0C
Workload
;. Meetings Attcnded'Alder :gar. ---
0
0
0
48
2 Citizen inquiries month
0
0
0
100
?. Intergovernmen:al Inquiries
0
0
0
15
4. Ordinances and resolwions enacted
0
0
0
3f1'l
Productivity
1. Hours preparing Reports
0
0
0
80
2 Hours spent ,n meetings
0
0
0
200
3. Citizen Inge.:r:es responded per month
0
0
0
lfk)
4 Hours spent on special pit jeers
0
0
0
800
Ef`cctiseness
I C? of intergovernmer,:al inquiries renewed 0 0 0 90rr
2 C- of special projects campleted monthly 0 0 0 95rc
3. 1r Citizen inquiries resolved 0 0 0 l0t?c}
ry
General Government
City Treasurer Division
City Treasurer Program
Fund 1010 — General Fund
Division 0170
Program Description:
The City Treasurer is responsible for reviewing, and presenting to City Council, detailed quarterly statements
of the City's financial condition.
Actual
Budgeted
Estimated
Budgeted
Program Staff
1991
1992
1992
1993
Permanent Positions
0.00
0.00
0.00
0.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
S 0
$ 0
$ 0
$ 4.519
$ 0
$ 0
$ 0
$ 4.519
Program Resources
General Fund $ 0 $ 0 $ 0 $ 4,519
M61
General Government
City Treasurer Division
City Treasurer Program
Program Objcctives
1. Review with city staff a full and detailed quarterly statement of the financial condition ,of the city
prepared by city accounting personnel showing receipts, dishursemens and ba:ance on hand,
together with all liabilities of the city:
2 Present statements of financial cond::ion to :he City Council:
I Attend all City Council meetings. and as requested or needed any meetings of any other
administrative board. commission, or du:horny of the city
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1991
:992
1992
:99+
Demand:
_
1 Quarterly F:ne. cial Report
0
0
U
4
Werklnad:
1 Quarterly Financial Reports,s:+ntit:ed
• Council.
0
0
0
4
Prod uct1vity
I Hours spent presenting Quanerly
Financial Reports per g:,arter
0
0
0
1
Effectiveness
L .r of QuarterlyFirancis. Reports
submitted to Caurc.:
0
U
0
100
General Government
City Manager Division
City Manager Program
Fund 1010 — General Fund
Division 0100
Program Description:
During 1992, the voters of Fayetteville, by referendum, voted to change the form of government from the
City Manager form of government to the Aldermanic (Mayor/Council) form of government. As a result of
the vote, this program was replaced with the Office of the Mayor Program.
Program Staff
Permanent Positions
Actual Budgeted Estimated
1991 1992 1992
4.00 3.00 3.00
Budgeted
1993
0.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 149.575
$ 137,650
$ 137,650
$ 0
Materials and Supplies
8,544
27,270
10,734
0
Services and Charges
62,797
48,604
48,604
0
Maintenance
1,972
2,201
2,040
0
Capital
1.245
2,502
2,452
0
$ 224,133
$ 218,227
$ 0
$ 201,480
Program Resources
General Fund
$ 224,133 $ 218.227 $ 201480 $ 0
67
General Government
City Manager Division
C::y Manager Program
' Prcgram Oh ect;ves:
1. To provide support and cnmmcntcatio s to the City Bcard of Directors :or pnhxy developr.,ent and
constituent service.
To develop and maintain sound fiscal pclic:es co as to allow for an effective plannt .g process for the
' City,
3. To provide organ:zational leadership through regular ccmmunicat:ons wt:h the City Board of
Directors. Department Directors, and cmp:o%ees:
' 4 To respond to citizens' inquiries and Board requests:
5 To complete special projects thro .gh use .vf the Staff Adnt:ris:ra:er.
Performance Measures
• ' Actual Budgeted Estimated Badceted
1991 1992 1992, :993
Demand
1. Departments d;rectly supervscd ''7 0
2. City Manager Monthly Repor:s 12 :2 10 0
3. Papul::ior. Served 4.525 C.951) 4_,950 0
4. Board and Agenda Meetings 48 48 18 0
1 5. Special projects :c Staff Admini%rater 25 :5 28 0
• mon:hly
6. Employee Nie%.slet:crs planned :2 12 9 0
' Workload
i Special projects handled by S:alf 25 _5 28 0
i Admin.stra:cr per mcrth _
2 Departments _ direct.% supervised 0
3 Employee nev.lettcrs patishcd m.mthly
4 City Manager monthly reports 1= 12 9 0
• 5. Weekly reports published 52 52 3S 0
• ' Productivity ___ __
I. Hours preparing C.:y Manager's Report 12 12 12 0
monthly
2. Hours preparing employee ne%vslecer
monthly 8 6 8 0
3. Hours spent on special projects monthly
' Effectiveness _ _
1. 5"c of citizen complaints resolved monthly Q0% 90'`c 90% 0
2. e of specal projects completed monthly 95% 95% 95% 0
' 3.'! of reports cc' pleted per month 100% 100% 100% 0
I
II
1 68
General Government
City Attorney Division
City Attorney Program
Fund 1010 — General
Division 0210
Program Description:
To provide essential legal services to the City of Fayetteville.
Program Analysis:
The City Attorney's Program provides legal services to the City Council, Mayor and various operating
department's, as well as representing the City ih civil cases in local, state, and federal courts. The growth,
both in size & complexity, of the city's activities has increased demand for legal services. With the addition
of a full — time assistant city attorney, more services are devoted to city needs; and is part of the city attorney's
strategy to continue to meet all legal aspects without significant staff increases at this time. Experience has
shown that Fayetteville has both more litigation and more complex litigation than other cities its size.
Complex and esoteric litigation will continue to be retained by counsel of this office. Only if litigation
demands exceed present resources or is covered under policies of insurance will additional support be
required.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 3.00 3.00 3.00 3.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 105,046 $ 128.350 $ 119,836 $ 130,403
Materials and Supplies 4,026 3,000 3,000 4,750
Services and Charges 62,688 39.666 27,657 30,866
Maintenance 0 422 420 500
Capital 7,772 0 0 0
$ 179,532 $ 171,438 $ 150,913 $ 166.519
Program Resources
General Fund $ 179,532 $ 171,438 $ 150,913 $ 166,519
1
1
1
69 ,
General Gcvcrnment
City Attorney Division
City Attorney Program
Program Objectives:
1. To respond to requests for legal services from the Mayor, Council, and staff within five (5)
working days of the request.
2. To adequately represent the legal interests of the City of Fayetteville.
Note: Budgeted :993 can not vrectjvel% he compared to Actual 1991 and Estimated 1992 because of
' the reorianization of the City into a Mayor Council form of government whereby the City
Attornc _ is an elected official rather than a staff appointed official. Therefore :he cost
elements are not comparable.
Performance Measures
' Actual Budgeted Estimated Budgeted
1'14.1 1992 1992 :99
Demand _
' 1. Requests from Mayor. Council. and 2.117 1.500 4.400 4.500
Staff for legal services
2 Litigation cases — prior yr — 18 i8 21
• Litigation cases — new filing — 32 42 39
• 3 Attend Board meetings & other 173 108 163 165
committee & ceremission meetings
4 Contracts to he reviewed 85 :SO 165 210
_� orkload
•1 1. of time —direct legal services 40 25 25 50
2. rc of time—:itigation of caseload 15 30 25 25
3 rc of time —attending board. , ornmission 40 40 45 20
and committee meetings
4. % of time —reviewing crn:facts 5 5 5 5
Productivity
'1. Avg. cost per hour of service —$ 44.83 $ 39.55 $44.68
2. Avg. time per legal services 1 hr 1 hr 1 hr 12 hr
3. Avg. time per/meeting attended 3 his 3 hrs 3 hrs 3.5hrs
4. Avg. time per contract 75 hrs .75 hrs 75 hrs .50 his
Effectiveness
Ii % of requests for legal services responded 1011 100 100 100
to within 5 days
% of contracts reviewed within 24 hours 100 100 100 100
3. cc of prior year litigation cases closed ?2 72 72 72
% of current year Gtiga:ion cases closed :9 19 19 19
I
I
' 70
General Government
City Attorney Division
City Prosecutor Program
Fund 1010 — General Fund
Division 0310
Program Description:
To take to trial complaints filed in Municipal Court by Fayetteville Police Department, University Police
Department, Arkansas State Police, other city departments, and private citizens. To prosecute all cases
appealed to, and filed in, Circuit Court.
Program Analysis:
Obtain copies of all arrest records, driving records, vehicle license records, tickets, and warrant charges on
defendants who are set for trial. Notify witness' of trial dates. Settle cases with attorney's. Go to court on
Wednesday each week. Take recorded statements from complaining witness'. Transcribe statements and
give to Prosecutor. Prosecutor decides which charges are appropriate, if any and files charges against
defendants. Complaining witness' are notified of the type of charge filed against defendants.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 4.00
4.00
4.00
4.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 92,025
$ 114,945
$ 114,859
$ 145,188
Materials and Supplies
9.023
10,171
10,171
- 5,975
Services and Charges
7,791
8,075
8,075
11,295
Maintenance
587
926
926
500
Capital
3,098
16,879
16,879
0
$ 112,524
$ 150,996
$ 150,910
$ 162,958
Program Resources
General Fund $ 112,524 $ 150,996 $ 150,910 $ 162,958
11
71
LI
Genera: Government
City Attorney Division
City Prosecutor Program
Program Obiectives
1. To prepare and prosecute approximately 1:..500 cases set for trial in SiLnicipal Court.
2. To take approximately 650 recorded statements from complaining witness' and prosecute the
' defendants who are in violation of the ;aw.
3. To prepare and prosecute approx. 200 cases set for trial in Circuit Court.
4. To prepare all orders and motions for each case set for trial in Circuit Court.
5. Gather information cn potential jurors.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. Statements taken 489 600 620 650
2. Criminal charges filed 396 315 536 559
' 3. Referrals Invesi.gawns Legal Questions 18.'_00 1%.500 20.000 20.500
4. Circuit Court Cases 58 192 84 200
Workload ___
' 1. Trial Preparation # ofcases 8.445 9.724 :0,620 12.500
2. Statements:aken,trans. 489 6011 620 650
3. Witness letters subpoenas ".833 5.2h5 5,996 .000
4. Prosecutor warrants filed 396 315 536 559
• 5. Referrals Investigations Legal Questions 18200 1".500 20.000 20.500
6. Arrange for special equipment 0 L'2 10 50
Productivity
1. Cost per Case $1920 S 13.04 $ 11 94 S 13.15
Effectiveness ___
____
-- _
1. % of criminal complaints that are processed 100 100 100 100
I-. 4c of hit and run complaints that are solved 75 85 fi5 85
3. Number of cases set for trial each week 172 187 221 250
4. % of people woo fail to appear for court 27 35 21 25
11
I1
r —
L
72
General Government
City Attorney Divsion
Hot Check Program
Fund 1010 — General
Division 0350
Program Description:
Increase the efficiency of the way that hot checks are presently being handled. Collect and prosecute hot
checks out of one central office in Fayetteville.
Program Analysis:
Send out notification letters to all people who write hot checks. Collect value of check, service charge, and
prosecutor fee on all collectable checks. Issue warrants on those checks which are not collected at the end of
ten days. Keep records on all checks which pass through this office. Issue checks to merchants for the value
of the check and the service charge on a weekly basis. Serve the warrants on a timely basis.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 2.00
2.00
2.00
3.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 35,287
$ 59.671
$ 59,652
$ 72,137
Materials and Supplies
6,162
3,000
2,943
2,850
Services and Charges
8,911
39,659
18,996
18,448
Maintenance
98
1,400
1,500
1,000
Capital
5,561
0
0
0
$ 56,019
$ 103,730
$ 83.091
$ 94,435
Program Resources
General Fund
$ 56.019
$ 103,730
$ 83,091
$ 94.435
73
General Government
City Attorney Divsion
' Hot Check Program
' Program Objectives
1. Send notification or. all misdemeanor het checks
2. CO:iect value of check. service charge. and prosecutor fee on each check.
• 3. Issue warrants on those checks which arc not collected at the end of ten days.
4. Serve warrants on a timely basis.
Performance Measures
Actual Budgeted Estimated Budgeted
' 1991' - 1992_ _ 1992 1993
Demand 1. Number of checks brought into office _ 2.511 12.000 9.600 10.4011
' yearly
2. Number of warrants issued each yearly 1.S57 6,0(X) 4.680 5,2114
Workload
1. Certified letters 2.51; 12.000 15.000 10,4(X)
2. Warrants issued 1,857 6.000 4.680 5.200
+. Bookkeeping (hours) 500 525 1.000 1.004)
4. Filing (hours; 500 825 >'00 855
5. A arrans served 2,951 4,900 3,500 .'+,900
6. Checks collected 3.500 8.900 12.000 8.51111
1 Productivity ______
1. Hours spent on certified not.:icattion 200 953 S00 953
2. Hours spent issuing warrants 200 260 320 260
3. Hours spent serving warrants 1.900 2,500 1.920 2.500
4. Hours spent on filing 500 855 800 855
IS. Hours spent on bookkeeping 500 525 1.000 0110
6. Hours spent ssu:ng checks to merchants 200 200 200 200
1
1
1
1
II
Effectiveness
1 "c of checks collected 139 74
2. rc of warrants served 160 81
The Hot Check Program began operations in July of 1991. therefore
Actual 1991 data is for the period July through December.
KO a2
75 'S
a.
1 74
General Government
Municipal Court Division
Municipal. Judge Program
Fund 1010 — General
Division 0400
Program Description:
To provide a forum for the prompt resolution of all criminal cases filed with the Court.
Program Analysis:
The Municipal Judge is a part time elected position which is responsible for the adjudication of all criminal
and civil cases. The Court is asking for a increase in the Municipal Judge's salary due to criminal and civil
caseload and the amount of time spent in the courtroom. Such an increase has to be approved by the City
Council.
Program Staff
Permanent Positions
Program Expenditures
Actual
1991
1.00
Actual
1991
Budgeted
1992
1.00
Budgeted
1992
Estimated
1992
1.00
Estimated
1992
Budgeted
1993
1.00
Budgeted
1993
Personnel Services'
$ 43,214 $
48,473 $
43,652 $
60,826
Materials and Supplies
0 -
800
0
800
Services and Charges
3,844
6,740
4,180
6,745
Capital
0
2,700
2,700
0
$ 47,058 $
58,713 $
50,532 $
68,371
Program Resources
General Fund
$ 47,058 $ 58,713 $ 50,532 $ 68,371
75
General Government
Municipal Court Division
Municipal Judge Program
Program Objectives
1. To continue to improve cur fine and costs collection.
2. To continue to set criminal c scs for trial with 90 days
3. To set a: least 150 cases For trial per week for prosecutor.
Demand
1.
#
Criminal Cases Filed
2.
#
Civil Cases Filed
+.
#
Warrants Filed
Workload
1.
#
Criminal Cases Set for tria:
2.
#
Civil Cases set for trial
3.
#
Warrants issued
Productivity
i
#
Criminal Crises A.ijudicatcd
2.
#
Civil Judeement_s Entered
Performance Measures
Actual
23. .4
2.0t1
' %6'
A_. r
8.445
780
' "6'
6.03
1.1111
Budgeted
Estimated
Budgeted
1992
-1992
1993
32.346
2?.500
8.000
',200
3.250
3.?50
8.125
4.912
5.`0ll
11.533
10.500
12.000
441
825
1.200
8,125
4,500
5,000
2:.000 19.964 21.011)
1.457 2.4?? '_.500
Effectiveness
'c Criminal Cases Adjudicated 69 67 61 75
2 r- Csil Cases Adjudicated '7 66 6? 68
76
General Government
Cable Administration Division
Cable Administration Program
Fund 1010 — General
Division 0600
Program Description:
To coordinate and oversee the use of the public, educational, and governmental access channels. To
monitor and enforce the franchise agreement with the cable operator. The Administrator also advises the
Board and Mayor on cable television issues. To provide staff support to the Cable Television Board;
manage the development and implementation of the City's public, educational and governmental access
system. Oversee construction and operations of PEG Access Center. Prepare & implement an annual
budget for public and governmental access projects. Supervise performance of other institutions providing
production services or administering access channels for the City.
Program Analysis: 1
The main duties of the Cable Admin. Office are to oversee the use of public and educational access channels;
manage operations of government access channel; oversee performance of cable operator; provide staff
support for Cable Television Board; manage the finances of public and government access programs; oversee ,
construction of Access Facility and thereafter, manage its operations; promote public awareness and use of
the access channels; develop and implement a comprehensive plan for the operations of the public,
educational and government access channels. '
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 0.00 2.00 2.00 2.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 12,256 $ 37,430 $ 37,430 $ 48,793
Materials and Supplies 3,549 8,984 8,984 3,301
Services and Charges 2,162 75,675 75,175 84,450
Maintenance 0 9,375 9,375 6,686
Capital 4,549 30,900 30,900 0
$ 22,516 $ 162,364 $ 161,864 $ 143,230 ,
Program Resources
General Fund $ 22,516 $ 162,364 $ 161.864 $ 143,230
77 ,
I
I
General Government
Cable Administration Divisicn
Cable Administration Program
Program Obiec] tives.
To carry out assignments from Mayor
2. To monitor & enforce City's Cabe TV Franchise.
3. Assist Cable Board with :he development of its administrative & opera:ional rules and
' procedures.
4. Manage operations of PEG Access Center.
5. To develop and implement an operational plan fcr the City's PEG System
' 6. Develop and administer joint financial & operational plan between Access 4 Fayetteville & the
Cable Administration Office
I
Performance Measures
' Actual Budgeted Estimated Budgeted
1Q91 1992 1992 199?
Demand --
1. Population served 42.099 42,099 4..450 43.1'1
2. Access channels programmed 1 2 2
3. Cable board. Access 4 Board and
Committee meetings 8 18 18 I8
' 4. Monthly citizen inquiries 30 25 29 35
5. Reports from cable opera:er. and
Access 4 reviewed 2 4 4 8
' W'orkload --
1 Reports to Mayor, and Cable Bcard 2 3 3
2 Citizen inquiries. monthly 30 25 29 35
3 Hours spent on management of PEG
Center project 60 61) 90 100
4. Hours Gott. Access Management monthly 40 40 50 '0
5. Management duties for Access 4 monthly 20 40 40 40
6. Hours Cable Board duties moninly 40 40 30 30
' Productivity _
1. Completion i•f access facility building project 20% 100% 100%
2. Completion of PEG mgmt. p!an :00% 100% 60% 100cc
' 3. Cable Board meeting regularly and
completing business in a timely manner 10114E 100% 90% ;oo*
4. System for resolution of citizen
'• inquiries in effect. ?5�c 100% 9042 100%
5. % of Operational Pan for PEG
Access completed 409; 100% 60" 100%
Effectiveness _
1. c of program oblecuve completed 75% 95% 65% 954'c
2 rc of citizen inquiries resolved 95% 95% 70% 95%
3. rc of reports completed by the deadane 100% 95% 100^c 95%
I
1 78
General Government
Internal Audit Division
Internal Audit Program
Fund 1010 — General
Division 1360
Program Description:
To assist management by independently reviewing and evaluating the effectiveness of operations and
controls and to provide findings and recommendations..
Program Analysis:
The Internal Audit/Grants Accounting program will review, monitor, and recommend improvements in the
City's accounting, financial, and operating control systems. This program will continue to improve and
develop the procedures to be utilized in accomplishing the responsibilities of the program.
An annual audit plan will be developed and submitted for approval. Grant compliance reviews will continue
on a regular basis. Contract reviews and evaluations will also be carried out on a regular basis.
Program Staff
Permanent Positions
Actual
1 ooi
1.00
Budgeted Estimated Budgeted
1992 1992 1993
1.00 1.00 1.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 36,628
$ 37,468
$ 37,468
$ 40,794
Materials and Supplies
858
950
950
1,675
Services and Charges
1,499
2,395
2,395
2,560
$ 38,985
$ 45,029
$ 40,813
S 40,813
Program Resources
General Fund $ 38,985 $ 40,813 $ 40,813 S 45,029
79
General Government
Internal Audit Division
Internal Audit Program
Program Objectives
1. To ensure City—wide grant and internal contrcl compliance to regulated regulations
2. To conduct 100% of scheduled reviews of City areas.
3. To review 100% of contract documents and payment transactions
4. To maintain a project accounting system.
Performance Measures
Actual Budgeted
1991 -1992
Demand
1.
Review ofscheduled uled City areas
4
11
2.
Special prcjects requested
40
30
3.
Contract payment reviews
625
325
4.
RFP selection Cam:..: :tee reviews
16
10
5.
Project cost tracking system
I
1
Work:oad
1. Review of City areas
2. Cor.:ract reviews
3. Contract payment reviews
4. Special projects researched
5. Maintain project cos: fi:es
6. Maintain contract Les
Praductivity
1. Hours spent condacurg general
and grant reviews month
2. Hrs spent reviewing contracs
patens and maintair..ng files
per month
3. Hours spent maintaining p :eject
cost system month
Effectiveness _
1. Non—compliance Comments
2. Compliance issues resolved'mo
3 Assistance to other areas on
P&P items month
4. 1745 of contract and contract payments
renewed wt:hin 24 hours
5. x145 of project files mains
Estimated Budgeted
1992 1993
45
360
in
I
30
ZS()
10
I
4
11
5
1Z%
125
200
250
625
325
360
380
40
30
45
30
125
30
147
1'5
120
100
150
160
20 80 40 's0
100 40 62 40
20 10 i0 10
0
0
0
0
15
10
10
10
18
20
10
10
100%
100%
100%
100%
100%
100%
100%
100%
General Government '
City Clerk Division
City Clerk Program
1
Fund 1010 — General
Division 1510
Program Description:
To maintain the official records of the City of Fayetteville including recording proceedings of City Council
meetings, maintaining records of Council actions, maintaining the City Code of Ordinances, and providing
the staff support for the City Council agenda process and coordinating the appointment procedures for the
City's citizen boards, commissions, and committees.
Program Analysis:
The primary duties of the City Clerk are to coordinate and supervise the division responsible for
maintenance and custody of the City's official records, to prepare agendas and minutes for City Council
meetings; to keep the City Code of Ordinances updated, to work in cooperation with the Washington County
Election Commission in planning elections, to coordinate the scheduling of meetings and media notification,
including vacancies on citizen committees. The
City Clerk serves as a
member
of the Fire Pension Board and
provides clerical support to that board as well as
to the Police Pension
Board.
In 1993, under the supervision
of the City Clerk will be one full time microfiche clerk, one part—time permanent employee, and other
temporary and summer employees as needed.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 2.80 2.80 2.80 2.80
1
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 56,334 $ 67,444 $ 63,209 $ 66,981
Materials and Supplies 14,790 16,952 16,432 21,970
Services and Charges 16,696 31,069 30,194 24,679
Maintenance 6,084 6,873 6,873 4,190 '
Capital 11,168 11,354 11,354 0
$ 105,072 $ 133,692 $ 128,062 $ 117,820
Program Resources ,
General Fund $ 105,072 $ 133,692 $ 128,062 $ 117,820 I
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General Government
City Clerk Division
' City Clerk Program
' Prog am Objectives
1. To act as custodian of the City's official records;
2. To provide 100% of the record keeping and attend 100% of City Council meetings, Fire &
' Police Pension Board meetings, and other meetings;
3 To prepare 48 agendas and 24 sets of minutes for City Council meetings:
4- To arrange for publication of supplements to City Code Ordinances on a quarterly basis;
5. To coordinate 100% of the scheduling of public and staff meetings. and to notify med:a on
' weekly basis or as needed: 6 To coordinate process for appointment of citizens to commit.
'. To coordinate City election process with County Election Commission.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand _
I. MeScheduled 820 820 900 850
'
2. City Co & Agenda meetings 52 52 52 52
3 Fire & Pei. Pcn meetings 24 24 24 24
4. Citizen committees 38 38 38 38
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' 5 Ordinances (Res for 19Q1) 290 290 260 300
6 Records to be processed 3S(.M) 350.000 480,000 500.000
Workload _
1. Meetings scheduled 910 910 900 920
2 City Council agendas published. 48 48 48 48
' ? City Council minutes prepared. 55 55 55 55
4. Pension Board meetings prepared 20 20 20 20
5. Ordinances published 50 50 50 50
6. City Code suppie.:.ents published 2 2 2 2
7. Committee vacancies cocrdmated ..18 38 35 38
S. Records processed. 390.000 390.000 4tt0.(X)0 500,000
' Prnductivit _. _ _
1. Average % of time spent attending meetings 21% 21% 25% 25%
2. Hours spent preparing agendas 775 775 775 775
'• 3. % of time spent M,Yiche
Off. processing records. 100% 100% 100% 100%
4. Cost per record. $.049 5.049 5.049 $.049
' Effectiveness _
. % of agendas by deadline 100% 100cc :00% 100%
' 2. % of minutes b% deadline 100% 100% 100% 100%
3 Citz. comm. vac filled- 100% 100% 100% 100%
4 Ordinances published. 100% 100% 100% 100%
5 Meetings scheduled 100% 100% 100% 100%
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General Government
Miscellaneous Division
Miscellaneous Program
Fund 1010 — General
Division 6600
Program Description
The Miscellaneous Program captures the cost, to the city, for salary adjustment funds for General Fund
employees, internal charges for Management fund services, Economic Development services, payments to
Central Emergency Services, City Hospital, as well as funding assistance for school construction.
Performance measures are not applicable for this program.
Program Staff
Permanent Positions
Program Expenditures
Actual Budgeted
Inn, Inn,
0.00 0.00
Actual Budgeted
1001 100,,
Estimated
1001
0.00
Estimated
1992
Budgeted
1002
0.00
Budgeted
1993
Personnel Services
S 0 $
80,679 S
0 $
215.224
Materials and Supplies
0
23,500
23,500
0
Services and Charges
813,336
926,900
926,900
834,385
Maintenance
2,951
5,000
3,825
5,000
Capital
1,589,008
3.984,992
3,984,992
`1.380,000
Transfers
1,233,903
1,408,517
1,408,517
1.604,883
Cost Reimbursement
(1,101,470)
(1,131,781)
(1,131.781)
(1,181,411)
$ 2,537,728 $
5,297,807 S
5.215.953 $
2,858,081
Program Resources
General Fund
$ 2,537,728 $
5,297,807 $
5,215,953 $
2,858,081
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General Government
Airport Division
Administration Program
Fund 5550 — Airport O. & M.
Division 3900
Program Description
In 1992, the Airport Division reorganized its three operations programs into two new programs, Landside
Operations and Airside Operations, to establish more informative cost data.
Actual Budgeted
Program Staff 1991 1992
Permanent Positions 3.00 0.00
Program Expenditures
Personnel Services $
Materials and Supplies
Services and Charges
Maintenance
Depreciation
Debt
Actual Budgeted
1991 1992
167,425 $
3,426
177,429
1,960
2,397
23.712
Estimated Budgeted
0.00 0.00
Estimated Budgeted
Os
0
$
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
$ 376,349 $ 0 $ 0 $ 0
Program Resources
Airport Fund $ 376,349 $ 0 $ 0 $ 0
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' General Government
1 Airport Division
Administration Program
' Program Objectives.
I To provide a safe and efficient 139 A.:port operation and maintain "0" deficiency rat:ng nn the
unscheduled annual .nspect:on.
2 Enhance public awareness by publishing 12 monthly newsletters fulfilling speaking requests and
having hi —annual Airshows.
3 Administer Airport resources which include 530 acres, 7.25 staff members. and buildings in the
• safest manner possible for over which control is maintained.
4 Hod monthly tenant meetings. review .eases for compliance twice year. meet all annual FAA
Grant deadlines, neg.rtiate 10 leases. and adm:a.s:er 67 leases.
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' Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 iyy3 —
' Demand
1 Operate Fayetteville Municipal Airport. 365 days 0 tl 0
2 Enplaned & deplaned passengers served 11S.S34 0 0 0
+. Federal Grant Programs managed. 4 n 0 t)
4. Airport CIP pr.tjects—anaged. 5 0 0 0
5. City Reports & `ews.etters. 3" 0 0 0
P6. Number of personnel in the d.si,in
to supervise. 25 0 0 0
Workload --
I.Annual hears of airport operati :rs. 6.96; 0 0 0
2. Airport tenant meetings held. 60 0 0 0
3. Federal Grants administered 4 0 0 0
4. Monthly newsleeers published. 12 0 0 0
5. City required reports to be prepared 25 0 U U
' Prodt.ctivity
:. Cost passenger 1.65 0 0 0
2. Number of Airport Tensnt meetings
'• held per month 2.75 0 0 0
3 FAA programs administered month:% 4 0 0 0
4. Time spent publishing news letter month.:} 11 hours 0 0 0
Effectiveness
1 Enplaned and deplaned passengers. 318X4 0 tl 0
' 2. FAR Part l39 deviations. 0 0 0 0
3. Percent of Revenue increase 15 15 0 0 0
4. Number of newsletters pdhlishcd. 12 0 0 0
5. Lease disputes. 0 0 0 0
'6. Program objectives met. 4 0 0 0
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General Government
Airport Division
Janitorial Program
Fund 5550 - Airport O. & M.
Division 3910
Program Description
In 1992, the Airport Division reorganized its three operations programs into two new programs, Landside
Operations and Airside Operations, to establish more informative cost data.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991 .
1992
1992
1993
Permanent Positions 2.80
0.00
0.00
0.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 47.739
S 0
S 0
$ 0
Materials and Supplies
7.588
0
0
0
Services and Charges
11,298
0
0
0
Maintenance
106
0
0
0
$ 66,731
$ 0
$ 0
$ 0
Program Resources
Airport Fund
$ 66.731 $ 0 $ 0 S 0
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General Government
Airpvr: Division
Janitorial Program
Prgram Ohiectives
II. To open the terminal by 5:00 AM and close at 12 midr.;ght (or as required by schedule changes;
100rc of the tame. 265 can per year.
2. To maintain at a mir.;mum. d sax week supply mvenion and use three hulk purchases per year t.i
reduce supply casts.
3. Maintain a state of building cleanliness. w`iich by the use of daily inspections erasures 0 comp.amts
4. Reduce the need for additional personnel through :he use of Pubic Service persons prc%-.ded by
' the Municipal Court. These personnel are used :o police 150 acres of Airport property on a year
round basis and assist with s': c custodial funct.ors.
' Performance Measures
Actual Budgeted Estimated Buige:ed
191 14)2 1g92 142
' Demand
l. Floors t. nc cleated per Jay 20,2'2 SF 0 0 0
2. Hours building is rper. year 5.216 0 0 0
3. Landscaping mood grounds area tr maintain 2 Acres 0 0 0
4. Restrooms to he c.eaned 3 1) 0 0
Workroad
l. F:oor clear.ings 4:ti 0 0
2. Hours build.ng is rpe . per year 6.961 0 0 0
3 Landscaping & grounds ;.tea itanings :24 0 0 0
' 4. Restrooms c;e,tned nd %upp'.cJ 5 tirs days 1.4:1 0 0 0
Productivity
Ii. Average cleaning cast per square foot $' 5 0 t) I)
2. Average cost oaf keeping terminal open
per hour $10.45 0 0 0
' 3. Average nu.:.ticr of resir•i.im c;canings 5 0 0 0
Effectiveness
' :.Number of floor and res:room c.implaints 18 0 0 0
2. c of facilities not available as needed 0 0 0 0
3. Average number of hours of cicar..ng
performed b% Pi!vlic Service Workers
per mcn:h 565.1 0 0 0
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General Government
Airport Division
Building and Ground Maintenance Program
Fund 5550 — Airport O. & M.
Division 3920
Program Description
In 1992, the Airport Division reorganized its three operations programs into two new programs. Landside
Operations and Airside Operations, to establish more informative cost data.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 1.20
0.00
0.00
0.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 27,943
$ 0
$ 0
$ - 0
Materials and Supplies
4,266
0
0
0
Services and Charges
32,996
0
0
0
Maintenance
45,916
0
0
0
Depreciation
422,174
0
0
0
$ 533,295
$ 0
$ 0
$ 0
Program Resources
Airport Fund
$ 533,295 $ 0 $ 0 $
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' Genera. G.nernment
Airport D:yisicn
Building and Ground Maintenance Program
' Program Objectives:
1. Cont;nun preventive r:am:enance program or. all 27 Airport owned hanger doors, presiding
service twice per year.
2. Daily Airport Operations Area inspections and recardkcepirg.
' 3 Airside and landside mewing of approximately 260 acres :o a height not to exceed eight inches
airside. and six inches landside during mewing seascn.
4. Operation and maintenance of all Airport owned lighting systems on a N per hour per day hasis.
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Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1`192 199?
Demand
' 1. Airport acreage 530 0 0 0
2. Number of hu::Cing units maintained 42 0 0 U
3 Fences to maintain +.41 miles 0 0 0
4. Airfield lights and signs maintained 46" 0 0 0
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Work:oad
1. Acres to he mawed
2. Inspections to he performed
?. Fence to maintair.
4. Airfield lights and signs maintained
Prod uc:i i:v
1. Ayer age daily mewing producti,n
2. Number of major door motor overhauls
?. It of inspections completed per month
261) 0 0 0
6-75 0 0 0
46' 0 0 0
b25 0 1) n
1) 0 0 0
1110 0 0 0
Effectiveness -- _ -
1. Aircraft operations canceled due to::ghting
deficiency 0 0 0 0
'• 2. Mewing completed ta spccif.ed heights 45% 0 0 0
3 Accidents incidents caused by foreign objects 0 0 0 0
4. 134 criteria not met by the inspec:ion process 0 0 0 0
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General Government
Airport Division
Landside Operations Program ,
Fund 5550 - Airport O. & M.
Division 3940
Program Description:
To operate and maintain a fully certified 139 Airport in the most cost effective manner possible while
insuring safety. Administer Federal and State Grant Funds, tenant leases, budget expenditures and revenues,
and maintain landside buildings and related grounds. This program also includes public relations activities
through use of a quarterly newsletter and newspaper articles. Continue monthly tenant meetings and
training programs for improved safety and communications.
Program Analysis:
The activity level for passenger traffic is projected to increase by 5% for 1993 over 1992 levels. As activity
increases, staff must adjust effort levels and schedules to meet the needs of our tenants and travelers. The
funds for operations, debt service, grant matches and most of the capital outlay are generated through lease
agreements. The program contains 58% of the airport manager, 58% of the assistant manager, 100% of one
secretary, 50% of one airport maintenance supervisor, 80% of one airport maintenance worker III, and 50%
of three airport maintenance worker II positions, (a total of 4,96 employees).
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 0.00 4.96 4.96 4.96
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993 '
Personnel Services $ 0 $ 145,563 $ 136,185 $ 157,194
Materials and Supplies 0 14,515 14,515 14,867
Services and Charges 0 142,671 135,780 179,353
Maintenance 0 27,780 21,956 24,624
Depreciation 0 .668,600 668,600 457,581
$ 0 $ 999,129 $ 977,036 $ 833,619 '
Program Resources
Airport Fund $ 0 $ 999,129 $ 977,036 $ 833,619
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Actual Budgeted Estimated Budgeted
' 1991 1992 1992 1993_-
Demand
1. Operate Fayetteville ttu ',cipal Airport. 0 ?65 dy'yT 3654 yT 365 dy yr
I:. Enplaned & deplaned passengers served 0 +18.240 3511,695 365.230
?. Federal Grant Programs managed. 0 4 4 4
4. Airport CIP projects managed. 0 5 5 7
5. City Reports & News:etters. 0 20 20 20
' 6. Number of personnel in the disision
to supervise. 0 496 4.96 496
' Workload
1. Annual hours of airport opera:icns. 0 6.915 6.935 6.935
2. Airport tenant meetings held. 0 33 33 33
' ?. Federal Grants admtrstcred. 0 3 5 1
4. tier.:hly newsletters published. 0 4 4 4
5. City required reports to he prepared. 0 14 :4 14
' Productivity _ _ _.
1. Cost: passenger(394O & 3950) 0 1.61 1.60 1.69
' 2. Number of Airport Tenant meetings
held per month. 0 3 3 3
3. FAA programs administered monthly. 0 4 4 4
4. Time spent publishing news letter monthly 0 11 hours 11 hours 11 hours
Effectiveness
I Enplaned and deplaned passengers. 0 318 240 350.695 368.230
' 2. FAR Part 139 deviations 0 Il 2 0
?. Report deadlines not met 0 0 0 O
4. Number of newsletters puhiished 0 4 4 4
•' 5. Lease disputes. 0 0 0 0
6. Program objectives met. 0 7 7 7
General Got ernment
Airport Division
Lands:de Operations Program
Program Objectives:
1. To operate terminal 365 days per year as schedules demand.
2. Use daily inspections to assure buding cleanliness.
3 Continue use of public service workers to control costs.
4 Enhance public awareness by publishing 4 quarterly news letters and fulf:ng public speaking
requests.
5. Administer Airport resources which include 510 acres. 4.96 staff members, and buildings in the
safest manncr possible.
6 Complete all FAA mandated programs for continued compliance.
Hold monthly tenant meetings, review leases for compliance twice yearly, meet all annual
FAA,'Grant deadlines, nego:iate and or administer 31 leases.
Performance Measures
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General Government
Airport Division
Airside Operations Program
Fund 5550 — Airport O. & M.
Division 3950
Program Description:
To operate and maintain the airfield section of the airport in compliance with all FAR Part 139 Federal
regulations, while assuring the airfield in available public use as required. To provide daily, necessary
maintenance to protect and maintain assets of the public which include some structures, pavement, lighting
systems, fence, etc. in such a manner to minimize repair costs. This program also provides mowing to
maintain the control of small animal habitation and the image of a well kept facility for the public.
Program Analysis:
The airport consists of 530 acres, with 250 acres falling in this program. All of those 250 acres are mowed by
staff to assure proper visual access for pilots and animal control. The program includes all paved movement
areas, lighting systems, fencing, snow removal and 39 hangar units and one restroom. An additional staff
member has been requested for 1992 to aid with compliance and repair issues related to this program. This
program contains 42% of the airport manager, 42% of the assistant manager, 50% of one airport
maintenance supervisor, 20% of one airport maintenance worker III, 50% of two (3) airport maintenance
worker II positions and 100% of one part time summer grounds —keeper position. The summer
grounds —keeper completes an estimated 1,040 hours of airside mowing prior to annual position termination
(a total of 3.54 employees).
Program Staff
Permanent Positions
Actual
1991
0.00
Budgeted
1992
3.04
Estimated
1992
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Budgeted '
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3.04
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993 t
Personnel Services $ 0 $ 87,511 $ 83,755 $ 93,513
Materials and Supplies 0 5,340 5,331 5,300
Services and Charges 0 121,642 120,172 123,508
Maintenance 0 28,192 22,566 31,869
$ 0 $ 242,685 $ 231,824 $ 254,190
Program Resources
Airport Fund $ 0 $ 242,685 $ 231,824 $ 254,190 ,
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General Government
Airport Division
Airside Operations Program
' Program Ohiectives:
1. Continue preventive maintenance program an a.: 40 Airport owned hangar doors, providing
scrv.,:e twice per year.
2. Daisy Airport Operations Area inspections and recordkeeping.
3. Airside and mowing of approximately 240 acres. to a height not to exceed eight inches on the
airside field.
' 4. Operation and maintenance of all airport owned lighting systems on a 24 hour per day hasis.
5. To provide a safe and eff.cient 1 39 airport operation and maintain a "0" deficiency rating on the
unscheduled annaa: inspection.
Performance Measures
' Actual Budgeted Estimated Budge:ed
1991 :Q92 ——
1992 :493
Demand -- --
' 1. Airport acreage. 0 530 530 5:0
2. Number of buadings units ma:ntained. 0 42 42 42
3. Fence :c maintain. 0 3.41 miles ?.41 miles 3.41 miles
II. Airfield lights .ind signs :::air.rained. 0 467 46, 46"
Workload
1. Total of acres mewed. 0 260 260 260
2. Inspections to he performed 0 626 626 626
? Amount of fence maintained 0 3.41 miles 3 41 miles 3.41 =:es
4 Number of lights & signs worked on. 0 467 467 46"
' Productivity
I Average dails mt•wing productiin
' (airside mowng;. 0 18.25 ac 3y.:.5 ac 3S.25 ac
2. Numher of major door motcr overhauls. 0 0 0 0
3. ryc of inspec:ions completed per month 0 10Urc 10(W
' Effectiveness
1. Aircraft cancella:iors due to lighting
deficiency. 0 0 0 0
2. Mowing completed to specified heights. 0 100% :00% lot)rc
3. Accidents "incidents caused by foreign
object damage. 0 0 0 0
'4. 139 criteria not met by the inspecion process 0 0 0 0
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Airport Division
Capital Expenditures Program
Fund 5550 - Airport O. & M.
Division 3960
Program Description
Capital Expenditures Program captures the cost, for the City, associated with capital improvements to
the Airport infrastructure, buildings and fixed assets. Performance measures are not applicable for a
capital program.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 0.00
0.00
0.00
0.00
4
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Capital
$ 534,845
$ 3,978,295
S 3,978,295
$ 1,071,277
S 534,845
S 3,978,295
$ 3,978,295
$ 1,071,277
Program Resources
Airport Fund
$ 534,845
$ 3,978,295
S 3,978,295
$ 1,071,277
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General Government
Economic Development Division
Economic Development Program
Fund 9710 — Management
Division 2190
Program Description
Economic Development activities are necessary to provide a stable tax base for the City of Fayetteville by
diversified commercial and industrial development. Continued growth of the population necessitates
increased job opportunities in order to expand the tax base to provide municipal services and to fund the
maintenance and growth of :he public schools.
Economic Development Services were contracted to the Fayetteville Chamber of Commerce beginning in
late 1991.
Actua: Budgeted Estimated Budgeted
Program Staff
Permanent Positions
Proeram Exnenditures
Personnc: Services
Materials and Supplies
Services and Charges
Maintenance
Depreciation
Program Resources
Management
_ (301) 000 000
Actual Budgeted Estimated Budgeted
1991 1992 1992 193
$ 7+.191 $ 0 $ 0 $ U
0 0 0
X0,1:2 0 0 0
448 0 0 0
s,222 0 0 0
$161856 S 0 $ _ 0 $
$ 161_356 $ 0 $
_- 0 $ 0
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Administrative Services Department
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Admin. Somers Director --� MuaKIP11 Court
AccafBng & Audit Personnel i Budget & Resarc► III Flea Maintenance
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Data Processing BuJdlog Mantenance W dtefl $nets Semces
Mission Statement
Aroma: Services Parcusiq
We strive for excellence and are dedicated to providing professional and
responsive support services to the citizens of Fayetteville, municipal
operations, the City Council, and other organizations. Our goal is to assist
in providing a safe, healthy and attractive environment for our community by
maintaining efficient, effective internal controls and responsible fiscal
management.
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ADMINISTRATIVE SERVICES DEPARTMENT
OVERVIEW
The Administrative Services Department contains eleven divisions: Administrative Services
Director, Personnel, Accounting, Budget & Research, Purchasing, Data Processing, Building
Maintenance, Water & Sewer Services, City Shop, Municipal Court, and Animal Shelter.
Estimated 1992 expenditures are projected to be $6,080,974, which is $278,922 less than the
1992 budgeted amount of $6,359,896. The cost savings occurred basically through an
approximate $59,000 savings in workers compensation insurance, $88,000 in personnel cost
savings due to turnover and reclassifications, and $31,000 in utility costs in the Building
Maintenance Division due to delays in the Systematics renovation.
Budgeted 1993 expenditures are $44,980 less than the 1992 budgeted amount. This decrease is
primarily due to a planned $402,018 reduction in capital expenditures in the Fleet Operations
Division. This reduction is largely offset by the following increases: 1) $307,592 in additional
funding for Meter Operations which is primarily due to an EPA mandated backflow prevention
study that is scheduled to be completed during 1993, and the planned update of the water and
sewer rate study; 2) $22,058 in additional funding for Animal Services Division due to an
additional Animal Control Officer; and, 3) $28,678 in additional funding for the Personnel
Division for pension administration fees, workers compensation insurance, and unemployment
insurance previously paid in the City Maintenance Fund.
Some of the major projects planned in 1993 include: completion of the remodeling of the
Police/Courts Building (Systematics), continued development of the Animal Shelter Park,
completion of the computer system conversion, continued implementation and coordination of
the capital improvements program, continued improvement of the program/performance
budgeting format and presentation, compilation of the Comprehensive Annual Financial Report,
implementation of a user fee study, scheduled update to the water and sewer rate study,
continuation of the management training program begun in 1990, and completion of the backflow
prevention study.
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1991 1992 1992 1993
Actual Budgeted Estimated Budgeted
Expenditures ' Expenditures Expenditures Expenditures
Personnel Services $ 1,892,687 $ 2,221,782 $ 2,050,071 $ 2,351,707
Materials and Supplies 568,119 631,696 605,538 643,115
Services and Charges 734,871 914,636 843,236 1,186,143
Maintenance 121,355 150 j39 140,969 148$16
Depreciation 634,217 831,127 831,127 833,952
Capital 422,161 1,610,116 1,610,033 1,151,183
Total $ 4373,411 $ 6359,896 $ 6,080,974 $ 6314,916 ,
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Personnel Services 83,632 83,559 82,948 90,800
' Materials and Supplies 2345 5,167 5,167 3,625
Services and Charges 23284 56,093 25,706 55971
Maintenance 24,963 26,047 25279 28,025
Capital 1,631 0 0 0
' 135,855 170,866 139,100 178,421
1420 7an:Iorial
Personnel Services 18,782 30,794 30,794 33,754
Materials and Supplies 4210 7,501 5,801 7210
Services and Charges 41,853 49,198 44,925 48,658
Maintenance 63 100 100 200
65,008 87.593 81,620 89,822
' 1610 Personnel Services 36,986 38,847 38,733 39,341
Materials and Supp;ies (3252) 5,712 4,900 5.425
Services and Charges 2.011 2,124 2,010 2260
Maintenance 95 IOU 96 596
35,840 46,783 45,739 47,622
Administrative Services Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
General Fund
1100
Administrative ServtcesDirector
Personnel Services
S 80,804 $
130,069 $
127,600 $
105,600
Materials and Supplies
3,247
3,838
3,838
3,778
Servicesand Charges
11,603
12,430
11,175
11,645
Maintenance
1350
11,116
I,116
576
97,004
147,453
143,729
121,599
1210
Personnel Administration
Personnel Services
206,161
296,428
227,827
328284
Materials and Supplies
3,619
6,418
5,152
5,666
Servicesand Charges
61,149
66,142
57,342
71,053
Maintenance
0
300
150
300
270.929
369288
290.471
405303
1310
Accounting & Audit
Personnel Services
203370
256,674
216,750
266,051
Materials and Suppl.es
12,341
14,890
11,200
13,464
Services and Charges
6,991
13,765
7,755
14.845
Maintenance
696
750
650
825
Capital
6.483
3.500
3.417
0
229,881
289,579
239,772
295,185
1330
Budget & Research
Personnel Services
96,975
98,030
90,806
104,185
Materials and Supplies
9,993
13,885
13,385
13285
Servicesand Charges
26,603
15.568
15,200
3,550
Maintenance
342
240
215
240
Capital
4,771
0
0
0
138,684
127,723
119,606
121,260
1350 Revenue Collection
Personne. Services
134,663
153,068
150344
161,190
Materials andS.ipphes
51601
6,134
4,645
9270
Services and Charges
43,332
43,675
43,121
42,715
Maintenance
318
615
400
750
Capita;
_ 1O464
2500
2,500
2,500
194,378
205,992
201,010
216,425
1410 General Maintenance
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Administrative Services Department
Program Expenditure Summary
I
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
1620 Risk Management
Personnel Services 15,858 17,086 16,430 16,860
Materials and Supplies 1,510 1,400 1,150 500
Services and Charges 2,825 2,994 1,907 4,165
Maintenance 0 731 731 0
20,193 22,211 20,218 21,525
1710 Data Processing
Personnel Services
132,153
150,063
148,540
153,112
Materials and Supplies
25,169
25,116
24,575
20,075
Services and Charges
6500
7,968
7,880
5,813
Maintenance
51,171
63,985
63,644
79,644
Capital
16,816
0
0
0
231,610
247,132
244,639
258,644
2010 Criminal Cases
Personnel Services 52,953 66,299 54,970 77,098
Materials and Supplies 3,063 8,233 4,962 7,900
Services and Charges 145 950 928 605
Maintenance 181 250 150 200
Capital 0 3,700 3,700 0
56342 79,432 64,710 85,803
2020 Probation & Fine Collection
Personnel Services 23,131 22,579 23,170 23,676
Materials and Supplies 552 610 220 525
Services and Charges 14,495 15,365 15,215 9,502
38,178 38,554 38,605 33,703
2030 Small Claims & Civil Cases
Personnel Services
74,490
73,957
73,578
80,978
Materials and Supplies
1,844
3,516
3,250
3,225
Services and Charges
50
375
360
480
Maintenance
186
400
200
200
76,570
78,248
77,388
84,883
2710 Animal PatroVEmergenty Response
Personnel Services
67,351
65,269
60576
82,466
Materials and Supplies
0
0
0
650
Services and Charges
20,731
25,145
20,338
27,647
Maintenance
4,157
4367
3,850
5312
92,239
94,781
84,764
116,075
2720 Animal Shelter
Personnel Services
33,065
35,060
33,925
37,476
Materials and Supplies
0
1,000
1,000
0
Services and Charges
18,209
17594
16,990
18,199
Maintenance -
240
1,440
1,440
183
51,514
55,094
53355
55,858
Total General Fund 1,734,224 2,060,729 1,844,726 2,132,128
100
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Administrative Services Department
Program Expend itua Summary
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Water & Sewer Fund
1820 Meter Operations
Personnel Services
373,967
414,122
397.592
436.935
Materials and Supplies
39,707
44,130
43.058
54217
Services and Charges
247,852
319,963
307346
603,962
Maintenance
11,766
219376
14,900
17,849
Depreciation
_419,61
5,127_
51.127
45947
715,253
850,718
814.023
1,1589310
1840 Meter Capital
Capital
4304
61,760
61,760
14,770
4,304
61,760
61.760
14,770
Total Water & Sewer Fund
719,557
9:2,478
875,783
1,173,080
Shoo Fund
1910 Vehicle Maintenance
Personnel Services
2589346
289,878
275,488
33,901
Mater.alsand Supplies
458,070
484,146
473235
494300
Services and Charges
207,438
265287
265,038
265,073
Maintenance
25,827
25.722
28,048
13,916
Capital
18290
2.725
2,725
0
Depreciation
592256
780.000
780,000
788,605
1560,227
1.850.758
1,824,534
1,875,795
1920 Fleet Operations Capital
Capital
359,403
1535,931
1535,931
1,133,913
359.403
1535,931
1535,931
1,133,913
Total Shop Fund 1.919630 39386,689 3360,465 3,009,708
Total Administrative Services Department $ 4373411 $ 6359,896 S 6,080,974 $ 6314,916
101
Administrative Services Department
Personnel Summary
1991
1992
1993
Division/Title
Employees
Employees
Employees
Administrative Services Director Division
Administrative Services Director
1.00
1.00
1.00
Asst. to the Admin. Services Director
0.00
0.00
1.00
Special Projects Analyst
0.00
1.00
0.00
Administrative Intern
1.00
1.00
0.00
Personnel Division
Personnel Director
1.00
1.00
1.00
Personnel Representative
1.00
1.00
1.00
Health & Benefits Admin.
1.00
1.00
1.00
Accounting Division
Finance Director
1.00
1.00
0.00
Accounting Manager
1.00
1.00
1.00
Accounting Coordinator
2.00
2.00
2.00
Accounting Clerk
5.00
5.75
6.00
Budget & Research Division
Budget Coordinator
1.00
1.00
1.00
Financial Analyst
1.00
1.00
1.00
Research/Performance Analyst
1.00
1.00
1.00
Purchasing Division
Purchasing Manager
1.00
1.00
1.00
Purchasing Clerk
1.00
1.00
1.00
Data Processing Division
Data Processing Manager
1.00
1.00
1.00
Programmer/Analyst
1.00
2.00
2.00
System Operator
1.00
1.00
1.00
PC Administrator
1.00
0.00
0.00
Water Service Division
W&S Service Superintendent
1.00
1.00
1.00
Assistant Office Manager
1.00
1.00
1.00
Asst. W&S Service Superintendent
1.00
1.00
1.00
Accounting Clerk
1.00
1.00
1.00
Switchboard/Cashier
1.00
1.00
1.00
Clerk/Cashier
4.75
5.00
5.50
Meter Reader
4.00
4.00
5.00
Lead Meter Technician
1.00
1.00
1.00
Meter Maintenance Worker
1.00
1.00
1.00
Water Service Representative
2.00
2.00
2.00
PropertyLocation Analyst
1.00
1.00
1.00
Preventive Maint. Leadworker
1.00
1.00
1.00
Building Maintenance Division
Facilities Superintendent
1.00
1.00
1.00
Custodian
1.00
2.00
2.00
Carpenter 1
1.00
1.00
1.00
Building Maintenance Worker V
1.00
1.00
1.00
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Administrative Services Department
Personnel Summary
DivisinnWCitle
Fleet Operations Division
Operations Maintenance Superintendent
Fleet Maint. Supvr.
Shop Clerk
Fleet Warehouse Attendant
Equipment Maint. Worker
Equipment Mechanic I
Equipment Mechanic II
Equipment Mechanic III
Municipal Court Division
Head Clerk
Probation Officer
Deputy Clerk
Deputy Clerk/Cashier
Animal Services Division
Animal Shelter Supervisor
Shelter Operator
Animal Control Officer
1991 1992 1993
Employees Employees Employees
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
0.00
1.00
2.00
2.00
1.00
3.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
5.00
5.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
3.00
71.75
72.50
67.75
103
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Administrative Services Department
Administrative Services Director Division
Administrative Services Director Program
Fund 1010 — General I
Division 1100
Program Description
To oversee all policy development in the Administrative Services Department and to assist the Mayor in
coordinating city—wide projects and operations.
Program Analysis
The primary duties of the Admin. Services Director are to provide leadership and management of the
Administrative Services Department, and to assist the Mayor in the management of all City departments
which include: decisions relating to staffing levels, financial matter, priorities of City—wide issues and
projects, development of strategic planning, procedures and other consultation as necessary and appropriate.
The program is staffed by an Administrative Services Director and the Assistant to the Administrative
Services Director. The program utilizes the Budget & Research staff to conduct special studies and research
projects as identified by the Mayor, City Council, or Administrative Services Director.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 2.00 3.00 3.00 2.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 80,804 $ 130,069 $ 127,600 $ 105,600
Materials and Supplies 3,247 3,838 3,838 3,778
Services and Charges 11,603 12,430 11,175 11,645
Maintenance 1,350 1,116 1,116 576
$ 97,004 $ 147,453 $ 143,729 $ 121,599 1
Program Resources
General Fund $ 97,004 $ 147,453 $ 143,729 $ 121,599 1
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Administrative Services Department
Administrative Services Director Division
Administrative Services Director Program
' Program Objectives:
1. To oversee the management of 10 Administrative Services Divisions;
2. To represent the City at 48 City Council meetings, 14 Police & Fire Pension Board Meetings,
' and various community group meetings;
• 3. To coordinate at least 145 City—wide special projects;
4. To assist the Mayor in the management of all City Departments;
5. To coordinate at least 100 special projects through the use of the Budget and Research staff.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. Staff/Special Meetings 650 750 600 750
2. Council Mtgs/Agenda Sessions 48 48 48 48
' 3. Police and Fire Pension Bid Mtgs 14 14 13 14
4. Council projects requested 37 45 30 45
5. Divisions directly supervised 8 8 8 11
6. Special projects requested 95 100 85 85
Workload
1. Special projects completed
' by staff positions 65 75 60 75
2. Council projects completed 31 45 25 40
3. Council Mtgs/Agenda Sessions attended 48 48 46 48
' 4. Staff meetings attended 650 750 600 750
Productivity
II. Hours spent on City—wide special
projects monthly. 100 200 175 150
2. Hours spent in staff meeting/month 80 100 75 100
' 3. Hours spent on Mayor/Council projects
monthly 7 5 15 50
4. Hours spent in Council related meetings
monthly 17 20 20 20
Effectiveness
1. % of special projects completed 68% 90% 71% 89%
2. % of Council projects completed 84% 100% 85% 89%
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Administrative Services Department
Personnel Division
Human Resources Program
Fund 1010 — General
Division 1210
Program Description: '
To provide a comprehensive personnel services function including recruiting, compensation, benefit and
welfare plans, employee relations, training and development, performance appraisal, personnel policy, and
personnel data and records administration. This program encompasses and supports approximately 380
budgeted positions including both general and civil service employees.
Program Analysis: '
The City of Fayetteville Human Resources program is managed and functions in a manner which assures
each element of the overall program interrelates and performs as a viable and necessary part of the whole.
The principal goal is to support City objectives through actions and methods that provide for, and retain, a
competent, dedicated and well motivated work force that can respond to the evolving needs of the City.
Functional elements within this program define and maintain standards for new hire competency consistent
with position requirements, monitor work performance through a performance appraisal system, correlate
merit salary increases directly to the individual's level of work performance and professionally develop
employees through a range of management development and skills training activity. There are in place
progressive, cost effective and competitive wage, benefit and welfare plans that meet employee needs and
permit the City to be competitive in the labor market. Oversight is maintained to assure compliance with
statutory and regulatory requirements applicable to personnel.
I
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 3.00 3.00 3.00 3.00
I
Actual Budgeted Estimated Budgeted ,
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 206,161 S 296,428 $ 227,827 S 328,284 ,
Materials and Supplies 3,619 6,418 5,152 5,666
Services and Charges 61,149 66,142 57,342 71,053
Maintenance 0 300 150 300
$ 270,929 $ 369,288 $ 290,471 $ 405,303
Program Resources ,
General Fund $ 270,929 $ 369,288 $ 290,471 $ 405,303 1
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Administrative Services Department
Personnel Division
Human Resources Program
'• Program Objectives
1. Develop and administer Personnel Policy and Procedures.
2. Develop and administer the job evaluation and pay plan systems.
' 3. Administer all benefits plans including Workers' Comp and unemployment compensation.
4. Maintain employee data and personnel records.
5. Resolve employee relations problems.
6. Assure compliance with FLSA. Civil Rights Acts and other applicable statutes.
'
7. Evaluate needs and develop management and skills training.
8. Recruit and hire qualified applicants.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. Personnel records (active) 394 356 400 400
2. Benefit plans administered 9 9 12 11
3. Policy ques. & info. requests 87 3,735 3,735 3.735
4. Employees attending skills &
management/training workshops 99 96 90 96
5. Performance appraisals required 355 400 420 450
6. Job vacancies posted 93 70 70 70
' 7. # of reported WC accidents 66 65 60 55
8. Civil Service Tests 70 70 120 180
•' Workload --
1. Pers/Benefit data development (hrs) 690 900 900 728
2. Number benefit plans reports 75 116 104 94
3. Course training prep (hrs) 290 150 150 150
4. Performance appraisals review for 339 400 420 450
error and omission
5. WC lost time days requiring records 456 350 325 300
'
maintenance
6. Management/employee counseling & conf. 71 50 80 75
•' Productivity
1. Accurate/complete data 99% 99% 98% 99%
2. Policy issues resolved 2 days 100% 100% 100% 100%
• 3. Supervisor training seminars completed 4 1 2 2
4. Positions filled within 14 days of closing 63% 85% 60% 85%
5. % WC accidents: w/o lost time 50% 80% 40% 50%
6. Timely processing UC claims 100% 100% 100% 100%
Effectiveness
1. Policy questions answered on first call 95% 95% 95% 95%
2. % of voluntary employee turnover 6.7% 9% 8% 8%
3. Planned annual training completed 100% 100% 100% 100%
4. Timely mgmt notification of employee
' appraisals and follow up 100% 100% 100% 100%
5. WorkersComp loss ratio 37% 38% 33% 30%
6. Major project commitments met 100% 100% 100% 100%
107
Administrative Services Department
Accounting Division
Accounting & Audit Program ,
Fund 1010 — General
Division 1310
Program Description:
To provide accurate and timely financial reports and analysis to the City Management, City Council, City
Divisions, and Public while maintaining accounting records in accordance with Generally Accepted
Accounting Principles for municipal governments. To provide a system for processing payroll and pension i
checks accurately and efficiently.
Program Analysis:
Despite an increasing workload in recent years, the Accounting Program continues to meet its goals of
providing effective, efficient, and timely services to management, vendors, employees, and citizens.
By continuing to train and develop existing staff as well as expanding utilization of computerized systems for
calculations and record —keeping, the program expects to increase its efficiency further in 1993.
I
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 8.00 8.75 8.75 9.00
I
Actual Budgeted Estimated Budgeted ,
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 203,370 $ 256,674 $ 216,750 $ 266,051 ,
Materials and Supplies 12,341 14,890 11,200 13,464
Services and Charges 6,991 13,765 7,755 14,845
Maintenance 696 750 650 825
Capital 6,483 3,500 3,417 0
$ 229,881 $ 289,579 $ 239,772 $ 295,185 ,
Program Resources
General Fund $ 229,881 $ 289,579 $ 239,772 $ 295,185
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Administrative Services Department
Accounting Division
Accounting & Audit Program
Program Objectives:
Ii. To provide accurate monthly financial statements & operating reports to City Management,
Council, and Public on a timely basis.
2. To help assure that the annual financial audit & management letter are completed on a timely basis.
3. To prepare a CAFR which meets requirements to receive the GFOA's Certificate of Achievement
for Excellence in Financial Reporting.
4. To assure timely payments of City obligations to maintain a good credit rating for the City.
' 5. To maintain cash availability & maximize earnings on investments.
6. To process all City payroll & pension checks on a timely basis
7. To maintain accurate records for all wages & withholdings.
8. To report accurate & timely payroll information to the government.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 _ 1992 1993_
' Demand
1. External audits/CAFR prepared 1 1 1 1
2. Funds maintained 33 33 33 33
3. Monies for City investment $22MM $22MM S20MM $20MM
4. Monthly financial statements 24 24 24 24
5 Pay periods 26 26 26 26
' 6. Active payroll/pension accts. 500 500 500 500
7. Government reports filed 32 32 32 32
8. Bond issues outstanding 5 5 5 5
' Workload
1. Hours to prepare CAFR with audit 2,000 2,000 2,000 2,000
2. Accts payable checks written 10.000 10,000 9,000 11,000
' 3.0 of investments per month 20 20 20 20
4. Reports distributed per month 70 70 70 70
5. Payroll/Pension checks 12.860 12,860 12,700 12,800
6. Forms W-2, W -2P, and 1099 prepared 600 600 580 600
7. Bond issuances completed 1 1 1 0
8. Bond issues retired 0 0 1 0
' 9. Special projects completed 130 130 130 130
Productivity
II. % of audits completed on time 100% 100% 100% 100%
2. % of monthly statements within 25 days 100% 100% 100% 100%
3. % of grtly state. within 30 days 100% 100% 100% 100%
4. % of timely P/R & pension checks 100% 100% 100% 100%
• 5. % of W -2's distributed timely 100% 100% 100% 100%
• 6. % of timely government reports 100% 100% 100% 100%
' Effectiveness _
1. CAFR awards received 1 1 1 1
2. Audits completed 1 1 1 1
' 3. Bonds issues completed 1 1 1 0
4. Penalties from govt agencies 0 0 0 0
5. % of payroll checks re —written .2% .2% .2% .2%
' 109
Administrative Services Department
Budget & Research Division
Budget & Research Program
Fund 1010 — General
Division 1330
Program Description:
To prepare the City of Fayetteville's annual budget, to monitor operating and capital expenditures of all City
Funds to ensure that these monies are spent as appropriated by the City Council, to prepare the annual
5 —year Capital Improvements Program, to conduct special studies and research projects, and to monitor
performance measurements of all City Departments.
Program Analysis:
This marks the fourth year that the City has utilized a Program Performance format. This format is designed
to provide assistance to the Mayor, Council and city management to more effectively monitor departmental
expenditures and performance. In order to better track and review performance measures, the Budget &
Research Office will begin to conduct random, quarterly field audits to ensure the accuracy of listed
performance measures.
The Budget & Research staff will make every effort to incorporate aspects of the Fayetteville Vision and the
ensuing Fayetteville Plan into the overall fiscal planning for the City. This will involve identifying potential
funding sources for projects and placing said projects into the Five —Year Capital Improvements Program
and the Annual Budget & Work Program. In addition, staff members will assist in obtaining preparatory and
support information on individual projects.
The use of the New World budgetary software package, which was purchased in 1991, will cause moderate
changes to occur in the budget process. City staff will have the ability to input budgetary information directly
into the on—line computer system and provide Budget & Research with the ability to review input and make
necessary alterations at the computer terminal. This will greatly decrease the time and paper preparation
involved in the overall process.
Program Staff
Permanent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Program Resources
General Fund
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Actual Budgeted Estimated Budgeted 1
1991 1992 1992 1993
2.50 2.50 2.50 3.00
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
$ 96,975 $ 98,030 $ - 90,806 $ 104,185 1
9,993 13,885 13,385 13,285
26,603 15,568 15,200 3,550
342 240 215 240
4,771 0 0 0
$ 138,684 $ . 127,723 $ 119,606 $ 121,260 1
$ 138,684 $ 127,723 $ 119,606 $ 121,260
110
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Administrative Services Department
Budget & Research Division
Budget & Research Program
Program Objectives:
1. To obtain the GFOA Certificate of Excellence in Budgeting.
2. To meet or exceed 90% of established deadlines in the preparation of the Mayor recommended
Budget for Council review.
3. To meet or exceed 90% of established deadlines in the preparation of the Mayor's recommended
5 —year CIP.
4. To research and monitor productivity and departmental performance for all programs.
5. To conduct 45 special studies and research projects as requested by the Mayor, City Council, and
the Administrative Services Director.
6. To prepare the following documents: Annual Budget & Work program, Capital Improvements
Program, and, Budget Preparation Manual.
Performance Measures
Demand:
1. Programs in Budget
2. CIP requests
3. Special studies and research
projects requested
4. Budget adjustments and corrections
requested.
5. Budget Preparation Manual
6. Annual Budget Document
7. C.I.P. Document
Workload
1. Budget programs analyzed
2. CIP requests analyzed
3. Special projects researched
4. Budget adjustments and corrections
processed
5. Budget Preparation Manual
6. Annual Budget Document
7. C.I.P. Document
Productivity
1. Cost per CIP request
2. Cost per budget adjustment/correction
3. Elapsed time between receipt of
adjustment/correction and input (hours)
Effectiveness
1. GFOA Awards
2. % of deadlines in Budget met
3. % of deadline in CIP met
4. % of budget adjustment/correction
processed within 48 hours
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
102
102
102
102
310
310
310
375
45
45
45
45
200
200
190
200
1
1
1
1
1
1
1
1
1
1
1
1
50
50
25
50
310
310
375
390
45
45
45
45
200
200
190
200
1
1
1
1
1
1
1
1
1
1
1
1
$67.30
$67.30
$56.05
$59.20
$14.02
$14.02
$13.82
$15.59
48
48
48
48
1
1
1
1
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
95%
95%
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111
Administrative Services Department
Water & Sewer Services Division
Billing & Collection Program
Fund 1010 — General
Division 1350
Program Description
To efficiently administer the utility billing and collection of cash and payment processing of City utility bills
and miscellaneous fines and permits. To provide customer s•. /ice and assistance in a timely manner and as
efficiently as possible. To provide customer services and assistance in a timely and efficient manner.
Program Analysis
The Billing and Collection Division will experience approximately 4% increase in activities associated with
the billing, collection, and customer service functions provided for the City owned water and sewer utilities.
The implementation of the automated cash receipts program and the new Utility Billing software programs
in 1992 will enable customer service and billing clerks to provide more efficient services to our customers.
Utility billings include the charges of water, sewer, sanitation, incinerator, and fire protection. The service
area provided by the City of Fayetteville include Fayetteville, Farmington, Greenland, Wheeler, and other
local outlying growth areas.
Actual Budgeted Estimated Budgeted ,
Program Staff 1991 1992 1992 1993
Permanent Positions 6.25 6.50 6.50 7.00
Actual Budgeted Estimated Budgeted ,
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 134,663 $ 153,068 $ 150,344 $ 161,190 ,
Materials and Supplies 5,601 6,134 4,645 9,270
Services and Charges 43,332 43,675 43,121 42,715
Maintenance 318 615 400 750
Capital 10,464 2,500 2,500 2,500
$ 194.378 $ 205,992 $ 201,010 $ 216,425 ,
Program Resources
General Fund $ 194,378 $ 205,992 $ 201,010 $ 216.425
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Administrative Services Department
Water & Sewer Services Division
Billing & Collection Program
' Prottram Objectives
1. To continue to collect all City revenues efficiently as possible and reduce the number of final
utility bills that drop to bad debt by 1%.
' 2. To maintain customer telephone calls at a completion rate of 75% in 1993.
3. To increase the number of accounts with detailed customer information such as payment
histories and personal identification numbers by 6% in 1993.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1.993
Demand
Ii. Total utility accounts 19,961 19,686 20,433 20,867
2. Customer service orders requested 19,393 22,644 23,601 24,003
3. New accounts requested 791 627 876 902
' 4. Total receipts requested 262,781 232,193 235,748 246,125
Workload • _
1. Utility bills processed 218,076 233,335 224,340 247,335
2. Service orders Processed 19,393 22.644 23,601 24,003
3. New accts. processed 791 627 876 902
' 4. Utility payments processed 208,217 206.346 210764 218,727
5. Deposits processed 7.184 5.855 6,168 6.206
6. Misc. receipts processed 17,449 19,992 18,816 21.192
' Productivity _
1. Utility accounts per staff person 8.203 3,029 3,143 3.210
2. Service orders per staff person 8.619 3,484 3,631 3.693
' 3. New accounts per staff person 127 96 135 139
4. Total payments per staff person 34,892 35,722 36,269 37,865
' Effectiveness
1. % final utility bills dropped to bad debt 17.2 14.9 18.5 17.0
2. % utility revenue dropped to bad debt 0.47 0.45 0.48 0.45
' 3. % bad debt recovery 34.2 30.0 38.0 35.0
4. % completed customer telephone calls 80.0 75.0 76.2 75.0
service telephone
5. % accts w,/I.D. info 42.2 50.0 44.2 50.0
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Administrative Services Department
Building Maintenance Division
General Maintenance Program
Fund 1010 — General
Division 1410
Program Description:
This program provides in-house renovations, plumbing, electrical, general maintenance repairs, and
installations for all City owned facilities requesting such. It also provides various services to outside agencies
when assigned. In addition, repairs and construction of all types of office furniture and fixtures is 75% of this
division's work load. The Facilities Superintendent is certified in all aspects of asbestos related matters and
addresses all asbestos problems when encountered.
Program Analysis '
The Building Maintenance program has expanded to outside Departments and Division who are now using
our service instead of contracted service. This has increased our workload considerably. Total staff consists
of a Facility Superintendent, one Carpenter I and one Maintenance Worker V position. Community Service
workers are used to assist whenever possible and available.
Actual
Program Staff 1991
Permanent Positions
Budgeted Estimated Budgeted
1992 1992 1993
3.00 3.00
3.00 3.00 I
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Actual Budgeted Estimated Budgeted ,
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 83,632 $ 83,559 $ 82,948 $ 90,800
Materials and Supplies 2,345 5,167 5,167 3,625
Services and Charges 23,284 56,093 25,706 55,971
Maintenance 24,963 26,047 25,279 28,025
Capital 1,631 0 0 0 '
$ 135,855 $ 170,866 $ 139,100 $ 178,421
Program Resources
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General Fund $ 135,855 $ 170,866 $ 139,100 $ 178,421 1
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Administrative Services Department
Building Maintenance Division
General Maintenance Program
' Program Objectives
1. To provide maintenance service 10 29 City owned facilities.
2. To respond 100% of the time to all service requests and insure they are completed in a prompt,
courteous and timely manner.
' 3. To continue to perform electrical and plumbing repairs in— house, thus, avoiding the use of
outside contractors.
4. To set up and provide support services for operation and broadcasting of all City Board and
' other City related meetings.
5. To provide asbestos inspections and testing.
Performance Measures
' Actual Budgeted Estimated Budgeted
Demand 1991 1992 1992 1993
1. Buildings requiring
maintenance. 29 29 29 29
' 2. Service requests. 1,480 1,500 1.550 1,550
3. Heat/AC problems. 158 136 160 160
4. Major renovations. 8 10 8 8
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5. Asbestos Inspections 0 0 5 6
Workload
' 1. Services request responses. 1,480 1,500 1,550 1,550
2. Heat/AC request responses. 158 160 160 160
3. Renovation projects. 8 10 8 8
' 4. Plumbing/electrical responses 89 80 90 90
5. Number of televised meetings. 24 25 25 25
6. Asbestos sampling and tests. 0 5 5 6
' Productivity
1. Average response time to
general service requests. 2.0 hrs. 2.5 hrs. 2.5 hrs. 2.5 hrs.
P2. Average man—hour costs on renovations. $10.07 $13.50 $13.50 $13.50
3. Average man—hour cost savings on
electrical vs. contractor. $15.00 $11.50 $14.50 $14.50
' 4. Average man—hour cost per televised
meeting. $86.00 $96.00 $96.00 $105.00
' Effectiveness
1. % of service requests responded to. 100% 100% 100% 100%
2. Complaints on staff performance 0 2 6 2
' 3. Number of complaints received on City
Board Broadcasts. 5 2 3 2
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Administrative Services Department
Building Maintenance Division
Janitorial Program
Fund 1010 — General
Division 1420
Program Description
This program provides janitorial services for the City Administration Building its annex and portions of
Interim City Hall. It also provides miscellaneous services such as meeting set— ups, moving of items,
distribution of items, and other related assistance on a limited basis.
Program Analysis
In 1991 due to budget cuts one custodian position was removed from the program. The effectiveness of the
program was greatly reduced. Various custodial duties were assigned to regular maintenance staff. With the
addition of another custodian we are now providing various services that we had performed in the past. With
the addition of the City Administration annex and providing services to a portion of the Interim City Hall
building an additional total of 6350 sq. ft. will be maintained.
Actual Budgeted Estimated Budgeted '
Program Staff 1991 1992 1992 1993
Permanent Positions 1.00 2.00 2.00 2.00
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Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 18,782 $ 30,794 $ 30,794 $ 33,754
Materials and Supplies 4,310 7,501 5,801 7,210
Services and Charges 41,853 49,198 44,925 48,658
Maintenance 63 100 100 200
$ 65,008 $ 87,593 $ 81,620 $ 89,822 ,
Program Resources
General Fund S 65,008 $ 87,593 S 81,620 $ 89,822
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Administrative Services Department
Building Maintenance Division
Janitorial Program
Program Objectives
1. To provide quality services in providing physical maintenance and maintaining cleanliness and
sanitary conditions for the City Administration Building.
2. To maintain yearly custodial cost —per —square —foot not toexceed annual consumer price index.
3. To assist in removal of equipment for televised Board meetings.
4. To provide set—up for meetings within the City Administration Building.
Performance Measures
Actual Budgeted
1991 1992
Demand
1.
Buildings maintained.
1.5
1.5
2.
Square footage maintained.
38.350
38,350
Estimated
Budgeted
1992
1993
1.5
1.5
38,350
38,350
Workload
1. Square footage maintained in—house 38,350 38,350 38,350 38.350
2. Number of Board meetings per year. 24 24 24 24
Productivity
1. Custodial Maintenance cost per sq. ft. $ 1.06 $ 1.06 $ 1.06 $ 1.13
2. Average man hour cost per meeting. $ 22.00 $ 22.00 S 14.00 $ 14.00
Effectiveness
1. Number of complaints received on
janitorial duties 12 12 18 6
2. Number of complaints received on
Board meeting duties. 2 2 2 2
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Administrative Services Department
Purchasing Division
Procurement Program
• Fund 1010 — General
Division 1610
Program Description:
To provide economical and timely purchase of goods and services, to prepare and analyze bids, request for
proposals, quotes, and to dispose of surplus property through the use of a centralized, purchasing function.
This program is responsible for ensuring that the City follows all state laws regarding purchasing and
procurement of goods and services. A major component of this oversight involves the professional selection
process and on items or projects which must be formally bid. This program also ensures that internal policies
and procedures arc strictly followed.
Program Analysis:
Purchasing will maintain a good turnaround time of 45 days for bids, and 2 days for purchase orders. In 1993,
the number of requisitions and bids are anticipated to exceed 1992 levels. This increase can primarily be
attributed.
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Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 1.40 1.40 1.40 1.40
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Actual Budgeted Estimated Budgeted ,
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 36,986 $ 38,847 $ 38,733 $ 39,341
Materials and Supplies (3,252) 5,712 4,900 5,425
Services and Charges 2,011 2,124 2,010 2,260
Maintenance 95 100 96 596 ,
$ 35,840 $ 46,783 $ 45,739 $ 47,622
Program Resources
General Fund $ 35,840 $ 46,783 $ 45,739 $ 47,622
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Administrative Services Department
Purchasing Division
Procurement Program
' Prottram Objectives:
1. To maintain the average number of days to process a sealed bid at 45 days or less.
2. To maintain the average number of days to process a requisition at 2 days or less.
'• 3. To maintain an automated vendor's list.
4. To maintain a management information system that collects and quantifies routine procurement
data.
Performance Measures
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Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Demand
1. Requisitions Received. 4,300 4,300 4,400 4,400
2. Formal Bids, Quotes, 107 125 100 125
Requests for Proposals Required.
3. Purchase Orders Requested. 4,300 4,300 4,400 4,400
Workload
1. Requisitions Processed. 4,300 4,300 4,400 4,400
2. Formal Bids, Quotes, RFP's Processed. 107 125 100 125
3. Purchase Orders Issued. 4,300 4,300 4,400 4,400
Productivity _
1. Cost per Formal Competitive Bid. $ 300 $ 300 $ 300 $ 300
2. Cost per Purchase Order Issued $ 12 $12 S 12 S 12
Effectiveness
1. Elapsed Time —Requisition to P.O.
/Sealed Bid (Days). 45 45 45 45
2. Elapsed Time —Requisition :o P0. 2 2 2 2
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Administrative Services Department
Purchasing Division
Risk Management Program
Fund 1010 — General
Division 1620 '
Program Description:
To manage the City's insured and self —insured programs. Management of the insured program includes the
evaluation of insurance needs, soliciting insurance bids, purchase of insurance policies and coordination of all
losses. Management of the self —insured program includes the judgement and damages from which all third
party liability and City property damage self insured claims are paid.
Program Analysis: '
The Purchasing Office will be involved in administering the City's Risk Management Program. The Risk
Management Program will apply techniques that will effectively identify and handle risks associated with the
City's insurance needs. The Purchasing Office will take a pro —active approach toward preventing accidents
by working with the Safety Committee to target problem areas or potential hazards. Purchasing has set up a
Lotus Spread Sheet to develop a
loss/trend
history. This will be
very valuable in obtaining new vendors to bid
on the insurance and to point out
problem
areas that may need
to be more closely monitored or supervised.
Actual Budgeted Estimated Budgeted '
Program Staff 1991 1992 1992 1993
Permanent Positions 0.60 0.60 0.60 0.60
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 15,858 $ 17,086 $ 16,430 $ 16,860 ,
Materials and Supplies 1,510 1,400 1,150 500
Services and Charges 2,825 2,994 1,907 4,165
Maintenance 0 731 731 0
$ 20,193 $ 22,211 $ 20,218 $ 21,525
Program Resources
General Fund $ 20,193 $ 22,211 $ 20,218 $ 21,525
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Administrative Services Department
'• Purchasing Division
Risk Management Program
Program Objectives:
1. To develop a loss trending system to project future losses based on historical losses.
' 2. To maintain an insurance bidders tile, and to insure that at least four bidders bid on each
insurance need.
3. To meet monthly with Safety Committee to identify and target problem areas or potential Hazards.
4. To provide a quarterly report to the Administrative Services Director reflecting all claim
activities and current status of the City's insurance policies.
Performance Measures
Actual Budgeted Estimated Budgeted
' 1991 1992 1992 1993
Demand
1. Ins. Policies Maintained 10 10 10 10
' 2. Formal Bid Spec. Requested —Vehicles. 0 10 2 3
Buildings, Liability —Personal, Prof, etc.
3. Reports Requested. 4 4 4 4
4. Meetings with Safety Comm. 10 12 10 12
5. Formal Bids Requested 0 1 1 1
Workload
II. Insurance Policies Reviewed. 10 10 10 10
2. Specifications Written. 0 1 1 1
3. Reports Written. 4 4 4 4
' 4. Safety Committee Meetings 10 12 10 12
5. Insurance Bids Processed. 0 1 1 1
6. Receive and Record all claims. 39 50 50 50
Productivity _
1. Qualified Bidders per Bid. 0 5 4 4
' 2. Cost Per Insurance Bid. 650 650 650 650
3. Qualified Vendors Per Bid- 0 5 4 4
4. Insurance Cost Per Vehicle. 225 225 225 225
' Effectiveness
1. Elapsed Time—InsuranceBids 0 90 90 90
2. Number Bidders Bid per Insurance Group
'• Vehicle: 0 4 4 4
Building: 0 4 4 4
Professional Liability. 0 4 4 4
• Police Liability: 0 4 4 4
Boiler & Machinery: 0 4 4 4
Housing Project Liability. 0 4 4 4
' Highway Right of way Bond: 0 4 4 4
Dishonesty Bond: 0 4 4 4
Inland Marine: 0 4 4 4
Lost Income: 0 4 4 4
3. Percent of Claims received and recorded 100 100 100 100
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Administrative Services Department
Finance Division
Data Processing Program
Fund 1010 — General
Division 1710
Program Description:
This program is required to provide data processing support for City personnel. This includes hardware
support for the minicomputer and microcomputers in the form of daily backups and system maintenance to
insure that adequate disk and memory is available for the end users & software support in the form of
installation, training, program changes and new programs.
Program Analysis: '
The City has seen tremendous growth in the use of computer software since 1988 and will continue to do so
in 1993. This has required an increased emphasis on programming support, increased training of the new
users on equipment and software applications, program modifications, and new reports. With the installation
of the AS/400, the programming requirements for AS/400 application changes will increase and training on
the applications will continue throughout 1993.
PC support requirements remain heavy. The City currently has approximately 100 PC's in use. Most of them
are being use as terminals to access the minicomputer. Applications such as word processing, spreadsheets,
graphic presentations, form generation, project management, and computer aided drafting are being utilized.
System maintenance requirements to insure adequate disk space and memory utilization has increased due to
the architecture of the AS/400 system. It requires increased monitoring.
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Actual Budgeted Estimated Budgeted ,
Program Staff 1991 1992 1992 1993
Permanent Positions 4.00 4.00 4.00 4.00
Actual Budgeted Estimated Budgeted '
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 132,153 S 150,063 S. 148,540 $ 153,112 '
Materials and Supplies 25,169 25,116 24,575 20,075
Services and Charges 6,300 7,968 7,880 5,813
Maintenance 51,171 63,985 63,644 79,644
Capital 16,816 0 0 0
$ 231,610 $ 247,132 $ 244,639 S 258,644 '
Program Resources
General Fund $ 231,610 $ 247,132 $ 244,639 $ 258,644
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Administrative Services Department
Data Processing Division
Data Processing Program
Program Objectives
1. To write & test new applications for the minicomputer system.
2. To install new applications on the minicomputer and PC's.
3. To provide proper training on hardware and software applications on the minicomputer and k's.
4. To write and test modifications to existing minicomputer software.
5. To assist in problem determination for all software.
6. To provide assistance in selecting the proper hardware and software for the tasks required.
7. To insure adequate disk and memory availability for end users.
8. To assist in problem determination for all hardware.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. Conversion: MD to AS400 0 2 3 2
2. Programming req.— Mini. 295 250 250 250
3. Personnel training —Mini. 4 200 200 200
4. Proj. requests — PC Support 22 100 100 100
5. Review System Performance Reports 62 24 12 12
6. System/Application Backups 1,614 1,000 1.600 1,000
Workload
1. Conversion: MD to AS400 0 2 3 2
2. Programming req.— Mini. 290 220 220 220
'• 3. Personnel training —Mini. 4 200 200 200
4. Proj. requests — PC Support 22 100 100 100
5. Review System Performance Reports 61 24 12 12
6. Perform System & Application Backups 1,614 1,000 1,600 1,000
Productivity
1. Conversion: MD to AS400 0 2 3 2
2. Programming req.— Mini. 290 220 220 220
3. Personnel training —Mini. 4 200 200 200
4. Proj. requests — PC Support 22 100 100 100
5. Review System Performance Reports 61 24 12 12
6. Perform System & Application Backups 1,614 1,000 1,600 1.000
Effectiveness
1. % Microdata conversion 0 100 100 100
2. % Programming req. completed 98.3 88 88 88
3. % Personnel training —Mini 100 100 100 100
4. % Project requests completed 100 90 90 90
5. % Sys Pcrf.Reports reviewed 98.4 100 100 100
6. % Backups Performed 100 100 100 100
7. % Unscheduled Downtime 5 10 5
8. % Available Disk Space 30 80 80
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Administrative Services Department
Municipal Court Division
Criminal Cases Program
Fund 1010 — General
Division 2010
Program Description:
To provide a forum for the fair and prompt resolution of all criminal cases filed with the Court.
Program Analysis:
The criminal program of Municipal Court is responsible for processing all criminal, traffic, and parking
violations filed by area law enforcement agencies. The total number of cases filed in the first 1st half of
1992 was approximately 13,317. This substantial increase in caseload is expected to continue in 1993 The
court will be moving to a new location in late 1993 to early 1994.
Actual
Budgeted
Estimated
Budgeted
Program Staff
1991
1992
1992
1993
Permanent Positions
3.50
3.50
3.50
3.50
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 52,953
$ 66,299
S 54,970 $
77,098
Materials and Supplies
3,063
8,233
4,962
7,900
Services and Charges
145
950
928
605
Maintenance
181
250
150
200
Capital
0
3,700
3,700
0
$ 56,342
$ 79,432
$ .64,710 $
85,803
Program Resources
General Fund
$ 56,342
$ 79,432
$ 64,710 $
85,803
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Administrative Services Department
Municipal Court Division
Criminal Cases Program
Program Objectives
1. To continue to improve our fine and costs collection.
2. To continue to set criminal cases for trial within 90 days.
' 3. To issue all warrants filed with the Municipal Court within ten working days.
4. Respond to 100% of citizen inquiries.
Performance Measures
Actual Budgeted Estimated Budgeted
' 1991 1992 __1992 1993
Demand
1. Total cases filed 23,574 32.346 27.500 28,000
' 2. Affidavits filed 2,660 7,200 4.912 5,200
3. Fines/costs assessed 1,230.671 1.550,500 1,569,434 1,600,000
4. Number of citizen inquiries 20,000 33,000 28,500 32,000
Workload
1. Cases disposed of 16,703 19,850 19,964 20,100
' 2. Warrants issued 2,762 8,125 7,000 5,500
3. Fines/costs collected 843,762 1,005,275 1,006.730 1,010,000
4. Number of citizen inquiries answered 20,000 34,000 33,000 32,000
'• Productivity
1. Hrs spent/week for arraignments 6 7 7 7
2. Hrs spent/week on plea bargains 2.5 3 3 3
' 3. Trial days per week 1 1 1 1
4 Cost per criminal case and affidavit filed $ 1.75 $ 1.75 $ 1.85 $ 1.85
' Effectiveness
1. % of assessments collected 69% 64% 64% 63%
2. Trial docket backlog 2,050 1,200 600 400
' 3. Warrant backlog (# affd) 100 300 200 200
4. % of inquiries responded to 100% 100% 100% 100%
5. General Fund revenues/ $ 506,847/ $ 445.790/ $ 486,072; $ 494,397/
cost of program $ 56,342 $ 79,432 $ 64,710 $ 85,803
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Administrative Services Department
Municipal Court Division
Probation & Fine Collection Program
Fund 1010 — General
Division 2020
Program Description:
To provide effective probation and fine collection services for Municipal Court. To maintain an effective
Public Service program to allow defendants to work off fines that might otherwise remain uncollectible.
Program Analysis:
The accounts receivable problems will continue to be addressed by the Public Service Program, collection
agency and a collection task force.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 1.00
1.00
1.00
1.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 23,131
$ 22,579
$ 23,170
$ 23,676
Materials and Supplies
552
610
220
525
Services and Charges
14,495
15,365
15,215
9,502
$ 38,178
$ 38,554
$ 38,605
$ 33,703
Program Resources
General Fund $ 38,178 $ 38,554 $ 38,605 $ 33,703
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1 Program Objectives
Administrative Services Department
Municipal Court Division
Probation & Fine Collection Program
1. To increase the number of interviews conducted by 5%.
1 2. To increase the number of people assigned to PS by 5%.
3. Turn over delinquent accounts to the collection agency on a quarterly basis.
4. Increase by 2% the number of City Divisions or Agencies utilizing the public service program.
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Performance Measures
Actual Budgeted
1991 1992
Demand
1. # Divisions or Agencies requesting PS 39 34
2. # of interviews conducted 918 1,000
3. Fines/costs assessed $1,230,671 $1,550,500
Estimated Budgeted
1992 1993
34
640
$1,569,434
34
1,000
51,600,000
Workload
1. # Divisions/Agencies assigned PS 39 34 34 34
2. # assigned to PS 394 540 352 594
3. Hours per week spent in Court 20 18 22 22
Productivity
1. Cost/hour of PS assigned $ .96 $ •55 $ 96 $ .96
2. Cost/person interviewed $ 14.31 $ 14.31 $ 14.31 $ 14.31
3. # hours PS assigned 20,851 25,500 12,400 15,000
Effectiveness _
1. Fines/costs collected 843,762 1,005,275 1,006,730 1,011,000
2. # hours PS completed 11,837 12,110 11,184 13,000
3. Amount of fines/costs worked off by PS $ 59,185 $53,316 $ 55,920 $ 55,000
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Administrative Services Department
Municipal Court Division
Small Claims & Civil Cases Program
Fund 1010 — General Fund
Division 2030
Program Description:
To provide a forum for citizens to file lawsuits to recover money or property for up to $3,000.
Program Analysis:
The small claims/civil program is responsible for filing and processing all lawsuits filed. This Court is used
by citizens of Washington County and by citizens outside this county and State who wish to file against
defendants who live in Washington County. In the first half of 1992, 1306 cases were filed compared to 815
in the first half of 1991, which is a 38% increase of Small Claims/Civil cases. This increase is expected to
continue in 1993.
Program Staff
Permanent Positions
Actual Budgeted Estimated Budgeted
n/„ . /,(,n , /1n, , /1f.,
3.50 3.50 3.50 3.50
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 74,490
$ 73,957
$ 73,578
$ 80,978
Materials and Supplies
1,844
3,516
3,250
3,225
Services and Charges
50
375
360
480
Maintenance
186
400
200
200
$ 76,570 $ 78,248 $ 77,388 $ 84,883
Program Resources
General Fund $ 76,570 $ 78,248 $ 77,388 $ 84,883
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Administrative Services Department
Municipal Court Division
Small Claims & Civil Cases Program
Program Objectives
1. Process 90% of cases filed w/in 2 working days
2. Provide input to any pending legislation concerning jurisdictional limits by attending all district
clerk meetings.
3. Ensure a mare timely and efficient small claims/civil operation.
Performance Measures
Actual Budgeted
1991 1992
Demand
1. # small claims/civil cases filed 2,187 2,700
2. Court sessions! week (hrs) 5 6
3. # citizen inquiries 7,500 8,000
Workload
Estimated Budgeted
1992 1993
2,612 2.900
6 6
8,500 8,500
•' 1. # citizen inquiries answered 7,500 6,500 7,000 7,000
2. # cases processed 1,279 2,500 2.612 2,900
3. # of cases set for hearing 250 1,635 1,306 1,450
' Productivity
1. Cost per case filed $ 30.00 $ 27.00 $ 27.00 $ 27.00
' 2. Average # of cases set for hearing/week 36 36 36 36
Effectiveness
1. % of cases processed within two days 90% 90% 90% 90%
'
2. General fund revenue/ $ 35,095/ $ 39,625/ $ 53,410; $ 35,400;
program cost $ 76,570 $ 78,248 $ 77,388 $ 84,883
3. Filing fees collected $ 19,650 $ 33,120 $30.4 10 $ 33,500
' 4. % citizen inquiries answered 90% 90% 90% 90%
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Administrative Services Department
Animal Services Division
Patrol/Emergency Response Program
Fund 1010 — General
Division 2710
Program Description:
To provide essential animal services to the City through licensing animals, enforcing City Animal
Ordinances, and providing emergency and rescue services:
Program Analysis:
As our population grows and citizens are more aware of animal concerns we receive more service calls. In
1992 we will conduct approximately 4800 investigations. We expect this to increase to 5000 in 1993. We
provide 24 hour emergency and rescue service. In 1992 the officers will issue no less than 1000 warnings and
citations for ordinance violations and this number will increase in 1993. 1500 stray animals are picked up
annually, 500 of which will be reclaimed by their owners. Our aim in 1993 is to increase the number of
licensed animals by 5%, achieving 2200 licensed cats and dogs in the City. Our education efforts will
continue as we explain the new animal ordinance. City budgeted funds will be supplemented by fees
generated per the City/Humane Society Contract.
Program Staff
Permanent Positions
Actual
1991
2.50
Budgeted Estimated Budgeted
1992 1992 1993
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2.50 2.50 3.50 '
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 67,351 $ 65,269 $ 60,576 $ 82,466
Materials and Supplies 0 0 0 650
Services and Charges 20,731 25,145 20,338 27,647
Maintenance 4,157 4,367 3,850 5,312
$ 92,239 S 94,781 $ 84,764 $ 116,075
Program Resources
General Fund $ 92,239 $ 94,781 $ 84.764 $ 116,075
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Administrative Services Department
Animal Services Division
Patrol/Emergency Response Program
'• Program Objectives:
1. To increase the number of licensed animals in the City by 5%, thus insuring that citizens comply
with AR Rabies Control Act and with the City Animal Ordinance.
• 2. To investigate 100% of citizen complaints.
• 3. To provide 24 hour emergency service at least 95% of the time.
4. To efficiently patrol the City to prevent animal problems by running no less than 100 patrol calls
' monthly in addition to responding to citizens calls and to emergencies.
5. To respond to 85% of citizen calls within the standard 2 hour response time.
6. To actively educate citizens concerning the animal ordinance and animal owner responsibility.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
' 1. Square miles to patrol 42.25 42.25 42.25 42.25
2. Population Served 42,525 42,099 42,950 43,350
3. Citizen calls received 3,174 3,300 3.000 3,300
' 4. City companion animal pop. 4,250 4,250 4,250 4,350
Workload
II. Investigations 4,901 4.200 4,800 5,000
2. Strays Picked Up 1,601 1,588 1.526 1,550
3. Warnings/Citations 1,753 1,500 1,400 1,500
4. City Licenses Sold 2,284 2,100 2,000 2,200
'5. Patrol calls run per year 3,432 1,000 1,200 1,200
Productivity
Ii. Cost per Patrol Hour $14.07 $17.05 $17.05 $21.71
2. Cost per Emergency Hour 17.14 20.90 20.90 25.21
3. Cost per License Issued 1.25 1.25 1.30
' Effectiveness
1. % Citizen Complaints Answered 100% 100% 100% 100%
2. City Operating Budget P,Capita $1.72 $2.11 $2.25 $2.37
3. % Time Emergency Service Prov. 100% 98% 100% 98%
4. Average Response Time (minutes) 24 24 24 22
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Administrative Services Department
Animal Services Division
Animal Shelter Program
Fund 1010 — General
Division 2720
Program Description:
To provide a sanitary, humane, efficiently run facility for handling animals, processing redemptions and
adoptions, educating the public regarding responsible animal ownership, and providing humane euthanasia
for unwanted animals.
Program Analysis:
The Shelter processes approximately 5,000 animals annually. The Shelter and the training program meets
national standards. 45% of the animals sheltered come from outside Fayetteville. This presents a continuing
funding problem and we will continue to work to achieve fair share funding from the county municipalities
and the Quorum Court. The $45 adoption fee which includes the cost of sterilization at participating
veterinary clinics has improved the quality of adoptions and is slowly decreasing the number of unwanted
litters brought to the shelter. We are planning to develop a regular vet care program for shelter animals.
The funds budgeted by the City will be supplemented by generated fees per the City/Humane Society
contract.
Program Staff
Permanent Positions
Program Expenditures
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Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
1.50 1.50 1.50 1.50
Actual Budgeted
1991 1992
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Estimated Budgeted
1992 1993
Personnel Services
$ 33,065 $
35,060 $
33,925 $
37,476
Materials and Supplies
0
1,000
1,000
0
Services and Charges
18,209
17,594
16,990
18,199
Maintenance
240
1,440
1,440.
183
$ 51,514 $ 55,094 $ 53,355 $ 55,858
Program Resources
General Fund $ 51,514 $ 55,094 $ 53,355 $ 55,858
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Administrative Services Department
Animal Services Division
Animal Shelter Program
' Program Obiectives:
1. To maintain the shelter in sanitary condition and provide humane care for shelter animals 7
days each week.
2. To maintain a 25% adoption/reclaimed rate and to return more lost or impounded animals to
their homes.
3. To provide 12 (1 per month) stress counselling/continuing education sessions for the staff.
4. To accurately record the origin of each animal entering the shelter so that fair share funding can
be obtained for County animals at the shelter.
5. To reduce the number of puppies adopted and then returned due to behavior problems by
providing puppy training classes, educating adopters and instituting a 24 hour waiting period
for adoptions so applications can be carefully reviewed.
' Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
'
Demand
1. Fayetteville Strays 1,601 1,588 1,526 1.550
2. Fayetteville Surrenders 885 1.064 950 1,000
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3. Non -Fayetteville Animals 1.882 2,584 2,000 2.200
4. Shelter pups in training class 0 0 12 25
' Workload
1. # Animals Adopted/Reclaimed 1.178 775 1,200 1.200
2. # Animals Euthanized 3,231 3,950 3,500 3,350
I3. # Training/Stress Sessions 21 6 8 12
4.8 Times Shelter Cleaned Per Week 12 12 12 12
Productivity
1. Adoption Fee Vs. Benefits $45/$95 $45/$95 $45%$95 $45/$100
2. Cost Per Animal for 5 days shelter $32 $30 $ 35 $ 40
3. Cost Per Holiday care $40.50 $40 $ 40 $45
4. Cost Per Puppy Training Session $20.25 0 $ 20 $ 20
Effectiveness
• 1. CityBudget Per CityAnimal $20.72 $ 20.77 $21.55 $ 21.91
• 2. CountyFunding Per CountyAnimal S 0 $ 15 S 0 $ 20
3. Public Hours Per Week 44 47 44 47
•' 4. City Budget Per Capita $1.03 $ 1.09 $ 1.09 $ 1.11
5. % Days Shelter Animals are cleaned &
Provided with care 100% 100% 100% 100%
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Administrative Services Department
Water & Sewer Services Division
Meter Operations Program
Fund 5400 — Water & Sewer '
Division 1820
Program Description
To provide technical services for water meter reading, meter maintenance, and customer services as
efficiently as possible. To collect meter data for billing purposes for all municipal City water utility
customers. To perform the cleaning, repairing, and testing of water meters to ensure the accuracy of all
register readings.
Program Analysis
The Meter Operations Program will continue providing field services to customers as requested, in a timely
manner, and at the same staffing level. New meters, estimated to increase approx. 6% will be read by
existing staff. This increased productivity will be possible due to the projected decrease in the number of
meters reread. With the re—route of all meter reading routes (completed in 1991), reading meters should
again increase efficiency in reading time which will be consumed by additional new accounts.
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Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 14.50 14.50 14.50 14.50
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Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 373,967 $ 414,122 $ 397,592 $ 436,935
Materials and Supplies 39,707 44,130 43,058 54,217
Services and Charges 247,852 319,963 307,346 603,962
Maintenance 11,766 21,376 14,900 17,849
Depreciation 41,961 51,127 51,127 45,347
S 715,253 $ 850,718 $ 814,023 S 1,158,310
Program Resources
Water & Sewer Fund $ 715,253 $ 850,718 $ 814,023 $ 1,158.3 10
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Administrative Services Department
Water & Sewer Services Division
Meter Operations Program
Program Objectives
1. To reduce the amount of time spent reading water meters by 2% in 1993 by the utilization of the
new meter reading routes (re—route completed in 1991).
2. To continue to provide meter turn ons/offs and special field requests daily as requested at 100%
completion rate in 1993.
3. To provide the most effective meter maintenance process possible by continuing to test at least
6% of all meters.
4. To continue to repair at least 5% of meters in the system.
5. To continue to change out at least 6% of meters in system.
6. To maintain the current ratio of delinquent accounts. worked by increasing the number of
delinquent accounts. collected in 1993.
' Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. Total util. customers 19,661 19,767 20,433 20,867
2. Meters in system 18,359 19,314 19,954 20,375
' 3. Turn on/offs requested 15,986 16,687 16,856 17.688
4. Field service requests 735 602 548 638
5. Total delinquent accounts 9,876 10,338 12,496 10,958
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%
Metersreread
4.2
3.8
4.2
3.8
2.
%
Meters tested
17.3
10.0
12.3
10.0
3.
%
Metersrepaired
8.2
5.0
6.6
5.0
4.
%
Meters changed out
7.1
6.0
5.8
6.0
5.
%
Delinquent accounts worked
35.3
40.0
28.7
40.0
1.
Meters read
229,579
229,352
235,216
243,113
2.
Meters reread
9,842
8,900
9,880
9,434
3.
Meters tested
3,167
1,931
2,472
2,047
4.
Meters repaired
1,517
966
1,326
1,024
5.
Meters changed out
1,302
1,159
1,164
1,229
6.
Turn on/offs processed
15,986
16,687
16,856
17,688
7.
Service orders processed
735
602
548
638
8.
Delinquent accounts worked
3,483
4,135
3,592
4,383
Productivit
1.
Meters read per hour
49.8
49.8
56.5
58.4
2.
Meters reread per hour
7.1
6.5
7.9
7.6
3.
Meters tested per day
12.7
7.7
9.8
8.2
4.
Meters repaired per day
6.1
3.9
5.3
4,1
5.
Meters changed per day
5.2
4.6
4.6
4.9
6.
Turn on/offs per day
63.9
66.7
67.4
70.7
7.
Service orders per day
2.9
2.4
2.2
2.5
8.
Delinquent accounts worked per day
39.5
26.5
23.0
28.1
Effectiveness
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Administrative Services Department
Water & Sewer Services Division
Capital Expenditures Program
Fund 5400 — Water & Sewer
Division 1840
Program Description
Capital Expenditures Program captures the cost, for the City, associated with upgrading fixed assets for the
Water & Sewer Services Division. Performance measures are not applicable for a capital program.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 0.00
0.00
0.00
0.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Capital
$
4,304.
$
61,760
$
61,760
$
14,770
$
4,304
$
61,760
$
61,760
$
14,770
Program Resources
Water & Sewer Fund
$
4,304
$
61,760
$
61,760
$
14,770
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136
Administrative Services Department
Fleet Operations Division
Vehicle Maintenance Program
Fund 9700 —Shop
Division 1910
Program Description: '
To determine effective specifications and supervise procurement of all City Vehicles and Equipment.
To maintain, replace, recondition or recycle vehicles all operating vehicles and equipment as necessary to
assure the safe and efficient fulfillment of their operational needs.
Program Analysis:
The primary function of the Shop Division is to maintain the entire City Fleet of vehicles. This must be
accomplished in both a timely and economical manner. The results of this Divisions efforts are judged by the
safety, efficiency and economical operation of each vehicle and piece of equipment assigned for use.
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Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 10.00 10.00 10.00 10.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 258,346 $ 289,878 $ 275,488 $ 313,901 '
Materials and Supplies 458,070 484,146 473,235 494,300
Services and Charges 207,438 265,287 265,038 265,073
Maintenance 25,827 28,722 28,048 13,916
Capital 18,290 2,725 2,725 0
Depreciation 592,256 780,000 780,000 788,605
$ 1,560.227 $ 1,850,758 $ 1,824,534 $ 1,875,795
Program Resources ,
Shop Fund S 1,560,227 $ 1,850,758 S 1,824,534 $ 1.875,795
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Administrative Services Department
Fleet Operations Division
Vehicle Maintenance Program
Program Objectives:
1. Maintain Technicians efficiency at 95 %.
2. Meet operational needs of Department/Division requirements at a continuing rate of 100%.
3. Maintain Shop Equipment and Tool Efficiency to 90%.
4. Increase the rate of Inventory Parts Turnover.
5. Maintain Technicians Productivity per repair hour to 90%.
6. Decrease Road Failures by .5%
Explore possibilities of extending vehicle/equipment life wherever practical and maintain a standard
of quality for all vehicles and equipment. Procure the safest and most efficient units allowable with
the present budget restrictions.
Performance Measures
Actual Budgeted Estimated
1991 1992 1992
1. Repair Requests 3,703
2. Preventive Maintenance
3. Service/Inspections 642
4. Road Failures 148
3.200
3,400
700
700
195
190
Workload
1. Repair Orders Completed 3,951 3,700 3.950
2. Vehicle/Equipment Repair Hours 10,425 10,000 10,125
3. Preventive Maintenance Generated Repairs 609 625 625
Productivity
Ii. Mechanics Vehicle Repair Hours 95% 90% 90%
2. Mechanics Efficiency per Repair 95% 95% 95%
3. Special Tool/Equipment Utilization 89% 90% 90%
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Effectiveness
1. Monthly Completion Ratio
2. Down Time/Repair Time Ratio
3. % of Scheduled Repairs
4. Road Failure Repairs
56%
57%
4%
55%
60%
5.5%
55%
60%
53%
Budgeted
1993
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Administrative Services Department
Fleet Operations Division
Capital Expenditures Program
Fund 9700 — Shop
Division 1920
Program Description
Capital Expenditures Program captures the cost, for the City, associated with upgrading fixed assets for the
Fleet Operations Division. Performance measures are not applicable for a capital program.
Program Staff
Permanent Positions
Program Expenditures
Capital
Program Resources
Shop Fund
Actual
Budgeted
Estimated
Budgeted
0.00 0.00 0.00 0.00
Actual Budgeted Estimated Budgeted
$
359,403
$
1,535,931
$
1,535,931
$
1,133,913
$
$
$
$
359,403
1,535,931
1,535,931
1,133,913
$ 359,403 $ 1,535,931 $ 1,535,931 $ 1,133,913
140.
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Police Department
Police Chief
Assistant Police Chiefs
SupportServices I Patrol Drug Enforcement Communications
ti_
Mission Statement
This department, through progressive thinking, credible, efficient and
responsive actions will provide our citizens with a safe and healthy community
in which to live an work. We will provide impartial enforcement of all
criminal and traffic laws. We will strive to interact and form a partnership
with the citizens to provide education so they can learn ways of reducing
opportunities for crime to occur.
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POLICE DEPARTMENT
OVERVIEW
Estimated 1992 expenditures are projected to be $128,139 below the 1992 budgeted amount.
This difference is principally attributable to personnel vacancies during the year and savings of
utility costs as a result of the renovation of the Police/Courts Building (Systematics) being
delayed until late 1992.
In 1993, proposed expenditures are $174,433 above the budgeted 1992 amount. This increased
funding is primarily due to expenses generated by the addition of four new positions to the
Police Department, and the increased cost for radio maintenance which was reallocated from the
Shop Fund. The additional positions are funded through growth in General Fund revenues and
did not require a tax increase.
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Position
additions
include three patrol officers and one
system operator. In
addition, the
Captain's
position
was reclassified into an Assistant Police
Chief position during
the 1992.
The City of Fayetteville is the lead agency for the Fourth Judicial District Drug Task Force.
Due to this role, the City must show all financial activity for this entity in Fayetteville's budget.
Contributing agencies include the City of Springdale, Washington County, the University of
Arkansas, and rural communities in Washington County. .
The renovation of the Police/Courts Building (Systematics), which was acquired in early 1991,
is expected to be completed by mid -1993. This facility will be used by the Police Department,
Municipal Court, and Central Dispatch.
1991
1992
1992
Actual
Budgeted
Estimated
Expenditures
Expenditures
Expenditures
Personnel Services
$ 2,347,262
$ 2,627,950
$ 2,572272
Materials and Supplies
70,428
81,139
71,394
Services and Charges
466,414
634267
579,547
Maintenance
62,093
72,484
64,401
Capital -
19,697
27,711
27.698
Total $ 2,965,894 $ 3,443551 $ 3315,412
1993
Budgeted
Expenditures
$ 2,747,340
68,970
695,383
88,006
18285
$ 3,617,984
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Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
General Fund
2900 Support Services
Personnel Services $ 422337 $ 510.498 $ 499,374 $ 552,982
Materials and Supplies 46356 51360 43,471 44377
Services and Charges 80,430 104,845 91,112 119,493
Maintenance 4,839 7,033 6,161 6,849
Capital 1395 5.730 5,730 3,000
555,557 679,466 645,848 726,701
2940 Patrol/Warrant
Personnel Services 1,520,885 1487.942 1,648,279 1,762,058
Materials and Supplies 17.175 23358 22,502 17,568
Services and Charges 229,545 353,154 312,167 364,474
Maintenance 48,874 60,796 53,585 61336
Capital _ 4,2R _ 14.100 14,091 5.785
1,820,761 2,139350 2,050,624 2,211.421
2600 Central Dispatch
Personnel Services 250,162 289,920 287,590 323,947
Materials and Supplies 5249 6,421 5,421 7,025
Services and Charges 19,166 17,858 17,858 20,112
Maintenance 4,004 4,655 4,655 19.621
Capital 3,491 3,081 3,081 2300
282,072 321,935 318,605 373,205
Total General Fund 2,658390 _J,140,751 3,015,077 3311327
Drug Law Enfcrcemeni Fund
2960 Drug Enforcement
Personne: Services
153,678
139,590
:37,129
108353
MaterialsandSapplies
1,648
0
0
0
Services and Charges
137273
158,410
158,410
191304
Ma,ntenance
4,376
0
0
0
Capital
10,529
4,800
4.796
7,000
307,504 --302400
300335
306,657
Total Drag Law Enforcement Fund
307,504
302,800
300335
306,657
Total Police Department S 2,965,894 $ 3,443351 $ 3315,412 $ 3,617,984
143
Police Department
Personnel Summary
1991
1992
1993
Division/Title
Employees
Employees
Employees
Police Division
Chief
1.00
1.00
1.00
Assistant Chief
1.00
1.00
2.00
Police Captain
1.00
1.00
0.00
Financial Analyst
1.00
1.00
1.00
Lieutenants
5.00
5.00
5.00
Sergeants
9.00
9.00
9.00
Police Officer
40.00
44.00
47.00
Secretary
5.00
5.00
5.00
Dispatch/Matron
1.60
1.60
0.85
Civilian Jailor
3.00
4.00
4.00
Clerk Matron
3.10
3.10
3.00
System Operator
0.00
0.00
1.00
Clerk Typist
1.00
L0U
1.00
Clerk Warrants
0.00
1.00
1.00
Clerk RecordsiTyping
0.00
1.00
1.00
Communications Division
Dispatch Supervisor
1.00
1.00
1.00
Dispatcher
8.30
8.30
9.15
Lead Dispatcher
2.00
2.00
2.00
PBX Dispatch Clerk
0.00
1.00
1.00
83.00
91.00
95.00
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Police Department
Police Division
Support Services Program
Fund 1010 — General
Division 2900
Program Description:
To provide for administrative control, logistical support, policy setting and decision making relative to all
aspects of Police Department operations. The Support Services program also includes crime prevention,
training, and jail operation functions.
Program Analysis:
The primary duties of the staff are to manage the other programs of the Police Department by establishing
and maintaining management and operational policies and procedures. The staff in this program also
provides for the booking, feeding, and fingerprinting of prisoners. Public education programs on crime
prevention methods and techniques are maintained by personnel in this program. All in—service training of
Police Department personnel is handled and coordinated by officers in the Support Services program.
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Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Uniformed Positions 5.80 5.80 5.80 5.80 '
Non —uniformed Positions 13.70 13.70 13.70 14.45
Total Program Staff 19.50 19.50 19.50 20.25
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 422,537 $ 510,498 $ 499,374 S 552,982 ,
Materials and Supplies 46,356 51,360 43,471 44,377
Services and Charges 80,430 104,845 91,112 119,493
Maintenance 4,839 7,033 6,161 6,849
Capital 1,395 5,730 5,730 3,000
Transfers 50,726 48,209 45,744. 42,640
$ 606,283 $ 727,675 $ 691,592 $ 769,341
Program Resources
General Fund $ 606,283 $ 727,675 $ 691,592 $ 769,341
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Police Department
Police Division
Support Services Program
' Program Objectives:
1. To develop, revise or reevaluate and distribute written department policies, procedures, and rules
or general orders which will promote better understanding by department personnel.
•' 2. To process and investigate 24 incoming citizen complaints against the department and/or
department personnel.
3. To provide Drug Abuse Resistance Education (DARE) training to 575 fifth graders in the school
' system.
4. To make 1,800 crime prevention contacts during 1992.
5. To provide hourly jail checks on prisoners to reduce the chances of self—inflicted injuries and/or
escapes.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. New or revised P&P's or GO's 2 6 0 2
2. Citizen complaints 20 24 23 22
3. DARE contacts 652 575 575 575
4. Crime Prevention contacts 4,720 1,800 5,470 5,000
5. Prisoner jail checks 13,032 8,760 11,722 12,000
' Workload
1. New or revised P&P's or GO's 2 6 0 2
2. Complaints investigated 20 24 23 22
' 3. DARE contacts 652 575 575 575
4. Crime Prevention contacts 4,720 1,800 5,470 5,000
5. Prisoner jail checks 13,032 8,760 11,722 12,000
Productivity
1. P&P unit costs $ 257 $ 257 $ 257 $ 257
2. Complaints follow—ups $ 153 $ 153 $ 153 $ 168
3. DARE costs per week $ 114 $114 $ 166 $ 166
4. Crime Prevention contacts $ 12 $ 12 $ 12 $ 12
' 5. Jailcheck costs $ 1 $ 1 $1 $ 1
Effectiveness
1. Complaints sustained/ and other
'• Dispositions 9/11 4/20 5/18 4/18
2. DARE classes 355 324 432 432
3. Crime rate (local) 5.8 8.0 6.1 6.5
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Police Department
Police Division
Patrol Program '
Fund 1010 — General
Division 2940
Program Description: '
To provide a full range of police patrol services including crime prevention, suppression, detection of
criminal activity, traffic enforcement, and traffic accident investigation. Detectives in this program provide
follow—up and investigation of all types of crimes.
Program Analysis:
Increased utilization of alternate patrol response methods will continue to be explored and implemented as
possible.
In so doing,
more prompt and effective responses to citizen demand for service
can be provided in
the most
cost effective
manner. In addition, costly patrol resources can be better directed
toward activities
and assignments compatible with their expertise and specialization. '
Emphasis on community oriented policing will continue with planned assignments to include more frequent
neighborhood and foot patrols. '
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Uniform Positions 49.20 53.20 53.20 56.20
Non —uniform Positions 2.00 2.00 2.00 2.00
Total Program Staff 51.20 55.20 55.20 58.20
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 1,520,885 S 1,687,942 $ 1,648,279 $ 1,762,058
Materials and Supplies 17,175 23,358 22,502 17,568
Services and Charges 229,545 353,154 312,167 364,474
Maintenance 48,874 60,796 53,585 61,536
Capital - 4,282 14,100 14,091 5,785
$ 1,820,761 $ 2,139,350 $ 2.050,624 $ 2,211,421
Program Resources
General Fund S 1.820,761 $ 2,139,350 $ 2,050,624 $ 2,211,421
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Police Department
Police Division
Patrol Program
•' Program Objectives:
1. To maintain a response time on emergency calls at the 1992 level of service, using the Computer
Aided Dispatch (CAD) analysis feature.
• 2. To increase summons activities by 2% and maintain arrest activity at 1992 levels.
3. To maintain a clearance rate of over 50% on assigned investigations.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. Street Miles 210 210 210 210
' 2. Geographical Area/Square Miles 42.25 42.37 42.37 42.37
3. Population Served 42,525 42.950 42,950 43,380
4. Residential Dwellings 19,942 19,942 19,942 19,942
'• 5. Calls for Service 27,602 27,537 29,596 29,596
6. Traffic Accidents 2,772 2,700 2,756 2,756
' Workload
1. Calls Responded To 27,602 27,537 29,596 29,596
2. Traffic Accidents 2.772 2,700 2,756 2,756
' 3. Summons Issued 14,951 14,880 17,830 17,830
4. Arrests Made 8.238 7,892 10,012 10,012
5. DWI Arrests 521 550 461 461
' 6. Complaint Report Follow—ups 4,422 4,096 4,116 4,116
Productivity
1. Cost/Patrol Operating Hour $214 $214 $214 $ 252
' 2. Cost/Traffic Accident Inv. $ 160 $ 160 $ 160 $ 181
3. Cost/Arrest $106 $106 $ 106 $125
4. Cost/Ticket Issued $32 $32 $32 $ 38
' 5. Cost/Case Assigned $110 $ 110 $110 $ 130
Effectiveness __•' 1. Calls Answered - 27,602 26.690 29,596 29,596
2. Accident Reports Completed 2,772 2,700 2,756 2,756
3. Average Response Time (Min.) 11 11 11 11
' 4. Traffic Accident Involving
Fatalities/Injuries 5/519 6/660 61553 6/553
5. Assigned Cases — Clearance Rate 44% 52% 55% 52%
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Police Department
Communications Division
Central Dispatch Program
Fund 1010 — General
Division 2600
Program Description:
To manage operations of the Central Dispatch Center and to provide call taking and/or dispatching for
police, fire, city services, and other agencies which include 9-1-1 area calls.
Program Analysis:
The Central Dispatch Center is a 24 hour operation which provides emergency and non —emergency call
taking and dispatching for police, fire and city services as needed. We are also the Primary Public Safety
Answering Point (PSAP) for Fayetteville 911 calls which include transferring emergency calls to the
appropriate agencies as needed. Some other duties performed in the center are monitoring of alarm panels
clerical work, turning on gas pump for city vehicles, and matron duties when necessary.
Program Staff
Permanent Positions
Actual Budgeted Estimated Budgeted
Inn1 tool Inn'1 1n&1
11.30 12.30 12.30 13.15
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 250,162
$ 289,920
$ 287,590
$ 323,947
Materials and Supplies
5,249
6,421
5,421
7,025
Services and Charges
19,166
17,858
17,858
20,112
Maintenance
4,004
4,655
4,655
19,621
Capital
3,491
3,081
3,081
2,500
$ 282,072
S 373,205
$ 321,935
$ 318,605
Program Resources
General Fund
227,793
251,142
244,361
297,476
9-1-1 Revenue
52,282
70,793
74,244
75,729
Total Program Resources $
280,075 $
321,935 $
318,605 $
373,205
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Police Department
Communications Division
Central Dispatch Program
•' Program Objectives:
1. To provide call taking and dispatching to police, fire and city services in a professional, accurate
and timely manner.
' 2. To provide continuing education and stress training to all dispatchers focusing on critical
incident situations.
3. To maintain the current response of 4 seconds in answering 911 calls.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand:
'• 1. Calls for Service 31,367 30,451 31,733 33,320
Police 27,605 26,690 28.051 29,454
Police Self —initiated 69,586 75,531 71,304 72,730
'• Fire 1,321 1,310 1,423 1,494
Citywide 2,444 2,451 2,258 2,303
2. Telephone(minus 911) 179,780 187,897 162,986 166,246
' 3.9-1-1 Calls 10,549 9,648 11.700 12,285
Emergency Dispatch 6,771 5,878 7,013 7,504
Non—Emergency/Other 3,778 3,771 4,644 4,783
4. Teletypes 693,262 632,038 744.010 758,890
5. ClericavOther reports 8,037 9,056 8,902 9,080
Workload:
• ' 1. Hours/Calls for service _ 2,613.91 2,539 2,645 2,777
2. Hours/Phone Calls 11,236.25 11,617 10,188 10,392
3. Hours/911 Calls 217.13 202 234 246
' 4. Hours(Teletype 11,554.90 10,534 12,400 12,648
5. Hours/Clericat'Other 3,408.76 2.611 2,365 2,412
6. Hours/Radio 19,365.32 20,910 18,646 19,019
' Productivity:
1. Service Calls per day 86.36 83 87 91
2. Phone Calls/per day 492.29 509 446 455
3.9-1-1 Calls/per day 28.59 26 32 34
4. Teletypes/per day 1,903.29 1.732 2,038 2,079
5. Clerical/Reports day 22.05 25 24 24
Effectiveness:
1. Citizen complaints 3 3 3 3
' 2. Overtime hours per yr 658 743 300 650
3. Comp time hours per yr 767.76 646 1,039 831
4. Part time hours per yr 223 32 250 400
5. Time between receipt &
answering of 911 calls .04 .04 .04 .04
6.911 Salary Reimbursed 52,281.94 68,139 79,440 88,342
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151
Police Department
Police Division
Drug Enforcement Program
Fund 2930 — Drug Law Enforcement
Division 2960
Program Description:
To provide initial and follow—up investigations concerning drug related crime/intelligence reports from
Patrol Program, other law enforcement agencies and the general public. The following expenses, resources,
and performance measures reflect the activities of the Fourth Judicial District Drug Task Force.
Program Analysis:
The primary duties of the Drug Enforcement Program are to investigate all leads concerning the illicit
manufacturing, distribution and use of controlled substances. To target major organized crime narcotics
traffickers, conspirators, and offenders through investigation, arrest, prosecution, and conviction.
Actual
Budgeted
Estimated
Budgeted
Program Staff
1991
1992
1992
1993
Uniformed Positions
3.00
2.00
2.00
2.00
Non —uniformed Positions
2.00
2.00
2.00
1.40
Total Program Staff '
4.00
3.40
5.00
4.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$
153,678
$
139,590
$ 137,129
$
108,353
Materials and Supplies
1,648
0
0
0
Services and Charges
137,273
158,410
158,410
191,304
Maintenance
4,376
0
0
0
Capital
10,529
4,800
4,796
7,000
$
307,504
$
302,800
$ 300,335
$
306,657
Program Resources
General Fund
$
50,241
$
48,209
$ 45,744
$
42,640
Federal Grant Funds
228,514
222,731
222,731
230,133
Interest Earnings & DTF Forfeitures
485
0
0
2,024
Other Local Agencies
28,264
31,860
31,860
31,860
Total Program Resources
$
307,504
$
302,800
300,335
$
306,657
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Police Department
Police Division
Drug Enforcement Program
Program Objectives:
1. To perform 160 drug investigations in the Northwest Arkansas area in cooperation with federal,
state, county, and municipal law enforcement agencies.
2. To increase the number of arrests and prosecutions of drug
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. Drug Cases Opened 184 118 175 160
2. Drug Intelligence Reports Received 377 302 325 325
Workload __
1. Drug Cases Assigned 184 120 175 160
' 2. Drug Intelligence Reports Assigned 96 55 130 130
3. Drug Cases/Surveillance Conducted 36 15 60 60
' Productivity
1. Cases Per Officer Per Month
Per Case Assigned 2.5/$160 4/$2,495 4/$1.715 4/$1,940
2. Drug Arrests 121 118 177 177
Effectiveness
1. Case Clearance Rate 81% 70% 80% 80%
2. Forfeitures (both received and applied for) $59,045 $30,000 $63,000 $50,000
• 3. Drugs Seized/Purchased
• a. Cocaine. ibs .086 2.0 1.0 1.0
b. Methamphetamine.lbs .480 1.0 1.0 1.0
c. Marijuana. lbs 21.442 9.0 60.0 10.0
d. Dosage Units 609.00 65 650.0 500.0
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Prevemion Operations Training& Continuing Ed. Hazardous Materials '
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Mission Statement
To provide the citizens of Fayetteville and their properties protection from
destruction and/or damage by fire through effective fire prevention, public
education, fire suppression programs, and rescue services to these citizens
from situations posing a threat to their lives or physical welfare.
1 154
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FIRE DEPARTMENT
OVERVIEW
Estimated 1992 expenditures are projected to be $2,166,778, which is $14,147 less than
the amount budgeted in 1992. Budgeted 1993 expenditures are $2,269,463, which is an
increase of $88,538 over the 1992 budgeted amount. This increase is primarily due to
the addition of three firefighters, which will be funded through growth in General Fund
revenues and did not require a tax increase.
Major expenditures planned for 1993 include the purchase of two replacement
conventional pumper/ladder trucks and continuation of the fire station renovation project
which are funded by the Sales Tax Bond Issue.
Participation in the Regional Hazardous Materials Emergency Response Team will
continue in 1993 through the contribution of trained personnel and a portion of the
program's funding. The Fayetteville Fire Department has five members on this team,
which provides protection to Washington and Benton Counties.
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1991
1992
1992
1993
Actual
Budgeted
Estimated
Budgeted
Expenditures
Expenditures
Expenditures
Expenditures
Personnel Services
$ 1,515,519
$ 1,894,916
$ 1,879,993
$ 1,922,635
Materials& Supplies
26,924
32,114
30,806
39,188
Services and Charges
168,458
195,325
198,401
220215
Maintenance
59,346
5870
57578
67,025
Debt
6,103
0
0
0
Capital
1,278
0
0
20,400
Total
S 1.777,628
$ 2.180,925
$ 2.166,778
S 2269,463
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155 '
Fire Department
Program Expenditure Summary
General Fund
3010 Prevention
Personnel Serw'.ces
Materials and Supplies
Services and Charges
Maintenance
3020 Operations
Personnel Services
1,415,155
1,781,997
1,767,074
1,811754
Materials and Supplies
19,649
19,870
19,800
22,100
Services and Charges
117,015
136,729
140,695
162,319
Maintenance
56,008
52,618
51,676
60,000
Debt Service
6,103
0
0
0
Capital
1278
0
0
20,400
1,615208
1,991214
1,979,245
2,076,573
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
S 67503 $
74.747 $
74,747 $
73,831
5,212
8,738
7$00
13,188
9,872
11,755
11,020
8,025
124
3,452
3,452
3200
83,911
98,692
96,719
98244
3030 Training& Continuing Education
Personnel Services
32,861
38,72
38,172
37,050
Materials and Supplies
1,158
156
156
150
Services and Charges
8,940
12,:91
12,036
12,194
Maintenance
2,014
2250
2250
2275
44,973
52,769
52,614
51,669
3040 Hazardous Materials
Materalsand Supplies
905
3,350
3,350
3,750
Services and Charges
32,631
34,650
34,650
37,677
Maintenance
0
250
200
1550
33,536
38250
38,200
42,977
Total General Fund
Total Fire 1Xpar.rnen:
___1T"628 _2�.8y 2,166,778 2269,463
S 1,777,628 $ 2,:80,925 $ 2,166,778 S 2269,463
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Fire Department
Personnel Summary
Division/Title
Fire Chief
Assistant Fire Chief
Fire Captain
Fire Battalion Chief
Fire Marshall
Training Officer
Assistant Fire Marshall
Firefighter
Clerk/Typist
1991
1992
1993
Employees
Employees
Employees
1.00
1.00
1.00
1.00
1.00
1.00
11.00
11.00
11.00
3.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
34.00
40.00
43.00
1.00
1.00
1.00
63.00
60.00
54.00
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Fire Department
Fire Division
Fire Prevention Program —
Fund 1010 — General 11
Division 3010
Program Description:
Responsible for the prevention of large loss fires in Fayetteville and for the prevention of personal injury and
loss of life due to fire in the City through three primary objectives: (1) The prevention of the starting of
unfriendly fires; (2) The provision of devices, systems, facilities, and knowledge designed to keep small
unfriendly fires that do start from becoming large fires; and (3) The provision of devices, systems, facilities,
and knowledge aimed at enabling persons to safely escape unfriendly fire situations.
Program Analysis:
This is a two person program (Fire Marshal and Assistant), but they are assisted by all personnel of the
Department through company inspections, public education activities, etc. The objectives of this program
are pursued through: (1) Code enforcement during development planning; (2) Code enforcement in existing
structures; (3) Securing reasonable "life safety with fire" requirements in occupancies; (4) Public education
activities with emphasis on fire prevention education for the young: (5) Enforcement of burning regulations
within the City; and (6) Investigation of suspicious fires.
1
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993 '.
Uniform Positions 2.00 2.00 2.00 2.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 67,503 $ 74,747 S 74,747 $ 73,831
Materials and Supplies 5,212 8,738 7,500 13,188
Services and Charges 9,872 11,755 11,020 8,025
Maintenance 1,324 3,452 3,452 3,200
S 83,111 $ 98,692 $ 96.719 $ 98,244
Program Resources -
General Fund $ 83.911 $ 98,692 $ 96.719 $ 98.244 II
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Fire Department
Fire Division
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Fire Prevention Program
Program Objectives:
1. To target Group F (Factory/Industrial), Group HR (High Hazard), and Group A (Assembly)
Occupancies for a concentrated inspection program in 1992, and to conduct a total of 45 fire
prevention inspections at these occupancies.
2. To contact 80% of school children, PS -3 grades with fire prevention talks, tours or
demonstrations.
• 3. To inspect 40 Daycare/Pre—School educational facilities during 1991.
4. To inspect all schools (Public & Private Educational Occupancies) within the City at least twice
during the year.
IS. To handle 100% of the requests for counseling from parents and/or courts for juvenile firesetters.
6. To answer 100% of all complaint calls on fire hazards or code violations.
7. To investigate 100% of all suspicious fires within the City.
8. To achieve zero fire life loss in residential occupancies.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. Targeted occupancies (High Hazard,
Industrial and Assembly in 1992 45 45 45 45
2. #t of schools 18 18 18 18
3. # of Daycare/Educational 40 40 40 40
4. # of children PS -3rd grade 2,138 2.150 2,150 2,150
5. Residential units in city 18,000 18,566 18,566 18,805
6. Population of city 42,525 42,950 42,950 43,38)
Workload
1. Total inspections follow—ups
• all occupancies 1.2% 1.100 1,200 850
2. Total number of children contacts
(PS -3rd Grade) 2.056 1.720 1,903 1,800
• 3. Total adult contacts thru presentations 1.722 900 950 900
4. Total investigations 98 60 80 72
I5. Total complaints 42 36 59 48
Productivity
1. #t of hrs on allinspections 1,219 1,100 1,200 850
2. #t of hra on complaint calls 94 48 50 48
3. # of hrs on Juvenile Fire Setters 59 25 40 30
4. # of hrs on investigations 381 156 330 240
5. #t of bra on prevention talks 99 50 75 50
Effectiveness
' 1. Loss of lifelmjury in residential fires 1/6 0/6 0/6 0/6
2. Loss of life/injury in education occupancies OR) 0/0 0/0 0/0
3. Repeat offenses by firesetters 3 0/0 0/1 0/0
4. Summons or charges filed 109 40 60 40
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Fire Department
Fire Division
Operations Program I
Fund 1010 — General
Division 3020
Program Description: I
Responds to and extinguishes unfriendly fires in the City and on outside the City properties having contracts
for service; responds to and removes persons from situations of entrapment and other situations requiring
various forms of rescue; responds to and assists Central EMS paramedics on serious medical emergencies;
responds to citizen requests for assistance with fire protection/fire prevention problems; pre —fire plans
target occupancies for personnel familiarization and emergency effectiveness; performs routine maintenance
of fire hydrants, fire department facilities, and vehicles; and other duties. 1
Program Analysis:
This is the largest program of our Department, employing 57 of our 60 people. This program has been
consistently achieving its objective related to response times (< 4 minutes), fire control (95% <3/4 hour),
fire loss (50% < total loss), and minimum staffing. Primary weakness is understaffing we need to increase
shift minimum from 13 per shift by 1 person per shift per year for each of the next five years for our present
stations.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Uniform Positions 53.00 56.00 56.00 59.00 1•
Non —Uniform Positions 1.00 1.00 1.00 1.00
Total Program Staff 54.00 57.00 57.00 60.00 1
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 1,415,155 $ 1,781,997 $ 1,767,074 $ 1,811,754
Materials and Supplies 19,649 19,870 19,800 22,100
Services and Charges 117,015 136,729 140,695 162,319
Maintenance 56,008 52,618 51,676 60,000
Capital 1,278 0 0 20,400
Debt 6,103 0 0 0
$ 1,615,208 $ 1,991,214 $ 1,979, 445 S 2,076,573 1
Program Resources
General Fund $ 1,615,208 $ 1,991,214 $ 1,979,245 $ 2,076,573. ij
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Fire Department
' Fire Division
Operations Program
Program Objectives:
1. To provide comprehensive fire protection and rescue services to the citizens of Fayetteville
' through fire suppression, rescue, facility and system maintenance, and hazard familiarity and
abatement activities
2. To provide emergency response services at Drake Field for aircraft which have emergencies
during flight, landing, take -off, or while staged at the airport.
3. To maintain an average response time of four minutes or less for the first -in company on
emergency responses within the City.
4. To control 95% of all structural fires in 3/4 hour or less.
' 5. To stop 75% of all working structural fires short of a total loss.
6. To perform routine maintenance on an average of 50 fire hydrants per month or 600 during the year.
7. To perform at least 400 pre -fire planning type building surveys by companies during the year.
8. To maintain a minimum of 14 firefighting personnel on duty 24 hours per day, 7 days per week.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
' 1. Population of City 42,525 42,950 42,950 43,380
2. Geographic area of City 42.5 sq/mi 42.37 sq/mi 42.37 sq/mi 42.37 sq/mi
3. Dwelling units in City 18,835 18,355 18,500 18,805
4. Commercial/Industrial units/City 1,100 1,510 1,540 1,570
5. Calls for service 1,264 1,224 1,200 1,250
6. # of fire hydrants 1,156 1,090 1,100 1,200
Workload
1. Alarm responses 992 1,020 980 1,020
' 2. Working fires 198 84 175 150
3. Other working emergencies 204 168 180 175
4. Miscellaneous service calls 272 204 280 250
5. Airport/Aircraft responses 5 12 12 12
6. Hydrants checked 659 600 500 600
7. Pre -fire plans completed 567 480 400 400
8. Minimum staffing 13 13 14
Productivity
1. Man/hrs. alarm response 4,349 4,500 4,500 4,500
• 2. Man/hrs. hyd. maintenance 310 300 250 250
• 3. Man/hrs. inspections 695 684 600 500
4. Man/hrs. other duties 19,370 18,900 18,900 18,900
IEffectiveness
1. Total Prop. value exposed to fire $16,588,210 $5,000,000 $15,000,000 $5,000,000
2. Prop. value destroyed by fire 847,510 1,650,000 1.500,000 1,500,000
3. Property value saved 15,710,700 3,500,000 13,500,000 3,500,000
4. % exposed value destroyed 5.12% 33% 10% 30%
5. % exposed value saved 94.88% 67% 90% 70%
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6. Emergency response time avg. 3.10 min 3.9 min 3.9 min 3.9 min
7. % working fires controlled <3/4 hour 91.8% 95% 95% 95%
8. % working fires stopped short of total loss 89.8% 50% 80% 75%
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Fire Department
Fire Division
Training & Continuing Education
Fund 1010 — General
Division 3030
Program Description:
The Training & Continuing Education Program is designed to deliver structured training to all Firefighters,
including new recruits, in all phases of firefighting, prevention and general fire department operations. We
use the Arkansas Fire Academy for certification of our training. the Academy helps us to maintain a high
proficiency with new firefighter standards. The Training Officer is an adjunct instructor for the Arkansas
Fire Academy.
Program Analysis:
The Training & Continuing Education Program consists of one person, and is the smallest program in the
Fire Department.
The Training Officer works very closely with the Arkansas Fire Academy in maintaining a structured training
objective.
Primary weaknesses are the lack of firefighter training facilities, and having five stations with only one
training officer.
Program Staff
Uniformed Position
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Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
1.00 1.00 1.00 1.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 32,861 $ 38,172 $ 38,172 $ 37,050
Materials and Supplies 1,158 156 156 150
Services and Charges 8,940 12,191 12,036 12,194
Maintenance 2,014 2,250 2,250 2,275
S 44,973 $ 52.669 $ 52,614 $ 51,669
Program Resources
General Fund $ 44.973 $ 52.769 $ 52.614 $ 51,669 1
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Fire Department
Fire Division
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Training & Continuing Education
' Program Objectives:
1. To provide each member of the department with a monthly safety class.
2. To train and drill each member of the department, except Station 3 personnel, on high rise
procedures at least once a year.
3. To provide Station 3 personnel with monthly drills to maintain FAA standards.
4. To achieve an average of 8 hours of hazardous materials training for each member of the
department by the end of the year.
5. To provide CPR certification and recertification for all members of the department.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. # of Fire Department personnel 59 59 59 62
2. # of AirportFirefighters 6 6 6 6
3. # of Rookie personnel 8 6 6 3
'• Workload
1. Safetyclasses 60 59 59 62
2. High rise training 3 3 3 3
3. Airportdrills 36 36 36 36
4. Haz—Mat training 22 8 8 8
5. CPR recertification 16 59 59 62
' 6. Other training 12 10 12 12
Productivity
1. # hrssafetyclass 636 708 708 744
2. # hrs high rise training 159 118 118 124
• 3. # hrs Airportdrills 36 36 36 36
4. # hrs Hat —Mat training 424 424 424 496
' 5.8 hrs CPR recertification 106 472 472 496
6. # hrs other training 10,860 9,600 10,000 12,000
Effectiveness
1. # of Firefighter injuries 13 < 10 < 10 < 12
2. % of personnel recertified in CPR 100% 100% 100% 100%
' 3. Avg response time—Airportemergency drills 1.21 min < 3 min < 3 min < 3 min
4. % of personnel certified at FF 1,11,111 84% 88.4% 93.2% 90.0%
5. % of personnel completing high rise training 100.0% 90.0% 90.0% 90.0%
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Fire Department
Fire Division
Hazardous Materials Program ,
Fund 1010 — General
Division 3040
Program Description: I
This is our participation in a regional hazardous materials emergency response team consisting of fire
department personnel from all cities having paid departments in Washington and Benton Counties.
Fayetteville Fire Department has five members on the regional team. We pay our per capita share in to the
regional "pool" and then are reimbursed from this pool for operating expenses during the year.
Program Analysis:
Personnel are paid $100 per month extra salary (incentive) for participating in this program for many extra
man—hours of training, meetings, etc. required. This and their other extra expenses required by the
program (travel, etc.) are reimbursed to the City from the annual amount put into the pool by the City.
Local team members and local fire department personnel will handle Level 1 and 2 incidents (regional team
may be called in for Level 2), and the regional team will handle Level 3 (serious) incidents. These incidents
may run from an hour or two to several days to successfully mitigate the emergency involved. In the worst
case they could involve citizen evacuation from their homes, jobs, etc., for extended periods of time.
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Actual Budgeted Estimated Budgeted '
Program Staff 1991 1992 1992 1993
Permanent Positions 0.00 0.00 0.00 0.00
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Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Materials and Supplies
Services and Charges
Maintenance
Program Resources
General Fund
$ 905 $ 3,350
32,631 34,650
0 250
$ 33,536 $ 38,250
$ 33,536 $ 38,250
$ 3,350
34,650
200
$ 38,200
S 38,200
$ 3,750
37,677
1,550
$ 42,977
$ 42,977 ,
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Fire Department
Fire Division
Hazardous Materials Program
Program Objectives:
1. To provide comprehensive protective services for the citizens of Fayetteville from the hazards of
hazardous materials emergencies through participation in the Northwest Arkansas Regional
Hazardous Materials Emergency Response Team at a fraction of the cost of having to provide
this entire service locally.
2. To maintain five FFD members as members of the regional hazardous materials team by meeting
the educational and training performance, and attitudinal standards for same, who will also serve
as the local team to handle Level 1 and most Level 2 incidents with local resources.
3. To maintain a state of readiness in Fayetteville and Washington and Benton Counties to manage
and successfully control a serious hazardous materials emergency or to declare it best
unmanaged" and to remove personnel from the area of the emergency until it self —mitigates.'
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Demand
1. Population/Fayetteville
42,525
42,950
42,950
43,380
2. Geographic area/Fay.
42.5 Sq Mi
42.37 Sq Mi
42.37 Sq Mi
42.37 Sq Mi
3. Population/Benton & Washington Counties
210,908
220,000
220,000
220,000
4. Geographic area/Counties
1,849 Sq Mi
1,849 Sq Mi
1,849 Sq Mi
1.849 Sq Mi
Workload
1.
Team training activities
20
15
20
15
2.
Incidents — Local
6
12
12
12
3.
Incidents — Regional
1
2
2
2
4.
# Hazmat occupancy surveys
35
30
30
30
Productivi
1.
Mn/hrs training
481
420
420
420
2.
Mn/hrs incidents
120
108
150
150
3.
Mn/his occupancy surveys
52
36
36
36
4.
# FFD personnel on regional team
5
5
5
5
5.
# total personnel on regional team
29
30
30
30
Effectiveness
1.
Civilian loss of life/injury in hazmat
incidents (local team responses)
0/1
0/3
0/3
0/3
2.
Civilian loss of life/injury in hazmat
incidents (regional team responses)
0/12
0/12
0/12
0/12
3.
Loss of FFD personnel life\
injury in all hazmat incidents
0/3
0/3
0/3
0/3
4.
Avg mitigation time/incident
2.06 his.
1.5 hrs.
1.5 his.
1.5 hrs.
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Planning Management Department
Planning Management
Director
Panning Inspection Community Development
Mission Statement
We believe that the progressive management of growth and development is
fundamental to Fayetteville's quality of life. Our mission is to ensure sound
urban planning and protection of our natural and built environment.
We are dedicated to pursuing this mission by:
Ensuring compliance with City building codes and ordinances.
Encouraging public participation, supporting Boards and Commissions,
and developing innovative land use regulations.
Promoting neighborhood revitalization and community services.
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PLANNING MANAGEMENT DEPARTMENT I
OVERVIEW
The Planning Management Department contains four divisions: Planning Management Director,
Planning, Inspections, and Community Development.
Estimated 1992 expenditures for the Planning Management Department are $1,526,941, which
is $173,390 less than the amount budgeted in 1992. The 1993 budgeted amount is $1,704,972,
which is a $4,641 greater than the 1992 budgeted amount.
Personnel changes and new personnel in 1993 include adding a senior clerk in the Community
Development Division, adding a senior clerk to be shared by the Planning and Inspections
Divisions, and changing a temporary administrative intern to a full-time position in the
Inspections Division,
Some of the major projects and activities planned for 1993 include: master plan development for
sidewalks and bikeways, a transportation study, a master land use plan, and updating of various
ordinances related to the City planning function. Other projects and activities include: continued
implementation of the geographic information system which will utilize data obtained from the
computer mapping project and data included in the permits/inspections modules on the City's
mini computer.
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1991 1992 1992 1993
Actual Budgeted Estimated Budgeted
Expenditures Expenditures Expenditures Expenditures
Personnel Services $ 323,830 $ 381,070 $ 352,191 $ 507,184
Materials and Supplies 9,511 23,125 16,120 27,020
Services and Charges 224,413 214,495 210,949 1,149,281
Maintenance 3583 7,641 • 5,274 5,872
Depreciation 3,674 7,080 7,080 5525
Capital 5,102 10,393 10,235 10,290
Prior Year Activity (Corn. Dev) 343,023 1,056527 925,092 0
Total $ 913.136 $ 1.700531 $ 1526941 $ 1,704,972
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Planning Management Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Management Fund
2200 Planning Management Director
Personnel Service
$ 619539 S
66,179 $
61,110 $
83,219
Materials and Supplies
779
1,400
950
2,220
Servicesand Charges
41,626
51,097
50,056
51,748
Maintenance
348
800
433
500
Depreciation
273
280
280
287
1049565
119,756
112,829
137,974
2300 Permit & Code Enforcement
Personnel Services
69,894
22239
21,721
31,417
Materials and Supplies
4,519
3,677
3,677
3375
Services and Charges
99,838
50,155
50,155
28,,89
Maintenance
218
200
200
0
Capital
682
2,1193
2,035
0
Depreciation
1387
2.175
2,175
1388
176,538
80,539
79,963
64,469
2320 Boards & Committees
Personnel Services
26,796
28,057
28,007
32,066
Materials andSappltes
2,05;
3,722
3.570
3,400
Servicesand Charges
7547
18,828
18,828
27,825
Maintenance
0
100
100
0
Capital
0
3,800
3,700
0
Depreciation
418
1375
1375
1,122
36,812
55,882
55380
64,413
2340 Urban Forestry & Landscape
Personnel Services 0 36,747 34,976 3150
'• Materials and Supplies 0 831 835 12.0
Services and Charges 0 i0,812 9,745 16,756
Maintenance 0 880 880 400
_
0 49,270 46,436 49,876
' 2360 Long Term Planning
Personnel Services 0 43,454 23,799 48,453
Materalsand Supplies 0 4310 2,554 4,140
Services and Charges 0 1.150 1,125 4,7.9
0 48,914 27,478 57,312
' 2400 Inspection
Personnel Services 165,601 184394 182578 200,492
Materials and Supplies 2,162 9,185 4534 8,750
Services and Charges 75,402 82,453 81,040 76,163
' Maintenance 3.017 5,661 3,661 3,822
Capital 4.420 4500 4,500 6,550
Depreciation 19596 3,250 3250 2,528
252,198 289,443 279563 298,305
Total Management Fund 570,113 643,804 601,849 672349
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•. Planning Management Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Community Development Block Grant Fund
4930 C.D. Administration
Personnel Services
0
0
0
39,316
Materials and Supplies
0
0
0
1,700
Services and Charges
0
0
0
26,936
Maintenance
0
0
0
200
Capital
0
0
0
3,740
Prior Year Activity
60,028
80,769
57,924
0
60,028
80,769
57,924 -
71,892
4940 Housing Rehabilitation
Personnel Services
0
0
0
40,711
Materials and Supplies
0
0
0
2,225
Services and Charges
0
0
0
607,210
Maintenance
0
0
0
950
Prior Year Activity
162,868
289521
185,084
0
162,868
289521
185,084
651,096
4990 C.D. Capital
Services and Charges
0
0
0
309,635
Prior YearActivity
120,127
686,237
682,084
0
120,127
686,237
682,084
309,635
Total Community Development Fund 343,023 1,056527 925,092 1,032,623
Total Planning Management Fund $ 913,136 $ 1,700531 S 1526,941 $ 1,704,972
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Planning Management Department
Personnel Summary
Division/Title
Planning Management Director Division
Planning Management Director
Planning Division
Senior Planner
Associate Planner
Senior Secretary
Secretary
Senior Clerk Typist
Horticulturist
Inspector Division
Inspection Superintendent
Codes Inspector
Property and Sign Inspector
Land Agent/Building Inspector
Senior Permit Clerk
Administrative Intern
Senior Clerk Typist
Community Developement Division
Community Development Coord.
Community Development Rep.
Senior Clerk Typist
Total Permanent Positions
1991 1992 1993
Employees Employees Employees
1.00 1.00 1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
0.00
0.50
1.00
1.00
1.00
1.00
1.00
1.00
2,00
2.00
2.00
1.00
1.00
1.00
0.30
0.30
0.30
1.00
1.00
1.00
0.00
1.00
1.00
0.00
0.00
0.50
1.00
1.00
1.00
1.00
1.00
1.00
0.00
0.00
1.00
16.30
14.30
12.30
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Planning Management Department
Planning Management Director Division
Planning Management Director Program
Fund 9710 — Management
Division 2200
Program Description: ,
To manage the overall development and implementation of policies and procedures in the Planning
Management Dept; to provide professional services to other City Departments and to Boards, Commissions
and committees involved in growth management; and to oversee the development and implementation of
special multi —disciplinary projects which impact the City's growth.
Prroram Analysis:
The main duties of the Planning Management Director are to effectively coordinate the three divisions in
the Department; to ensure the optimum development of. the City; to serve as an advisor to the Mayor and
various boards and commissions; to maintain a staff which strives to provide prompt and courteous service to
the public; and to generate special programs and policies which enhance the viability, function, and
appearance of the City.
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Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993 ,
Permanent Positions 1.00 1.00 1.00 1.00
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Actual Budgeted Estimated Budgeted ,
Program Expenditures - 1991 1992 1992 1993
Personnel Services $ 61,539 $ 66,179 $ 61,110 $ 83,219 1
Materials and Supplies 779 1,400 950 2,220
Services and Charges 41,626 51,097 50,056 51,748
Maintenance 348 800 433 500
Depreciation 273 280 280 287
$ 104,565 $ 119,756 $ 112.829 $ 137,974
Program Resources
Management Fund $ 104,565 $ 119,756 $ 112.829 $ 137,974 '
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Planning Management Department
Planning Management Director Division
' Planning Management Director Program
Program Objectives:
• 1. To carry out assignments from the Mayor;
2. To provide and coordinate professional staff services to the City Board of Directors, Board of
' Adjustment, Board of Sign Appeals, Plat Review Committee, Subdivision Committee, Planning
Commission, and Historic District Commission.
3. To provide professional staff support to develop the Year 2010 Gen. Plan and the Unified
' Development ordinance;
4. To provide leadership for the Concentrated Code Enforcement program and to ensure more
aggressive enforcement in general.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. Board, Commission, and Committe Meetings 143 208 169 210
2. Staff related meetings 46 112 58 120
3. Population served 42,525 42,950 42,950 43,380
' 4. Special requests for information from
Boards and Commissions 74 100 80 100
5. Monthly reports to Mayor 12 12 12 12
6. Special Planning Workshops 2 11 7 11
Workload
1. Professional reports to
' Boards & Commissions 57 70 120 80
2. Special Planning Projects 5 20 10 20
3. Hrs, preparing for meetings/week 18 20 30 22
' 4. Citizen inquiries handled monthly 8 10 20 25
5. Special assignments to Division beads/
monthly 17 18 6 12
IProductivity
1. % of Board & Committee reports
' completed on time 93% 95% 100% 95%
2. % of Program objectives completed 90% 100% 95% 100%
3. % of General Plan/Unified Development
Ordinance Completed 10% 100% 65% 100%
4. % of time spent on management/
strategic planning 65% 70% 20% 60%
Effectiveness
1. % of responses to citizens requests
within one week 75% 100% 85% 100%
' 2. % of responses to requests for special
information from Boards & Committees
within two weeks 90% 100% 100% 100%
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Planning Management Department
Planning Division
Permits and Codes Enforcement Program
Fund 9710 — Management
Division 2300
Program Description: I
This program is designed to handle the nearly 7,000 public inquiries we receive a year as well as requests for
building permits, which we review from a zoning and planning perspective,and certificates of occupancy.
Additionally, we process zoning complaints, perform field investigations, and issue violations where
necessary.
Program Analysis: ,
This program enables staff to respond to public inquiries, sign off on building permits and certificates of
occupancy, and enforce zoning codes so that construction activities are consistent with city regulations. The
principle challenge facing staff is to eliminate an obsolete paper filing system and convert to a computer ,
capability on line which will provide a visual picture of lots, streets, and subdivisions.
based system
in two steps. First, in
1992 we will
get the
GEO—based
land management system on file so that
we can access
information by legal
description.
Within
several years
thereafter we hope to have GIS
Actual Budgeted Estimated Budgeted ,
Program Staff 1991 1992 1992 1993
Permanent Positions 2.00 1.00 1.00 1.50 1
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 69,894 S 22,239 $ 21,721 $ 31,417
Materials and Supplies 4,519 3,677 3,677 3,375
Services and Charges 99,838 50,155 50,155 28,289
Maintenance 218 200 200 0
Capital 682 2,093 2,035 0 ,
Depreciation 1,387 2,175 2,175 1,388
$ 176,538 $ 80,539 $ 79,963 $ 64,469
Program Resources
Management Fund $ 176,538 $ 80,539 $ 79,963 $ 64,469
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Planning Management Department
' Planning Division
Permits and Codes Enforcement Program
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Program Obtives:
1. To provide quick, efficient, and friendly service.
2. To provide strong, consistent code enforcement.
3. To eliminate the excessive paper riles and enter data into a computer data base which will be
readily accessible.
4. To publish brochures, hand — outs and design manuals that clearly convey the city's regulations.
5. To regularly inform active builders and developers of new regulations and development
initiatives.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1, Public Inquiries 7,000 7,000 7,000 7,000
2. Building permits requested 7% 700 1,700 1,000
3, Zoning Complaints processed 64 200 120 120
4. Certificates of occupancy 567 372 1,200 750
• 5. Newsletters _ 2 2 2
• 6. Update Application Forms 2 7
7. Convert files to Computer
Base — — — 100%
Workload
' 1. Public inquiries 7,000 7,000 7,000 7,000
2. Building permits processed 796 700 1,700 1,000
3. Zoning complaints processed 64 200 120 120
' 4. Cert. of occupancy processed 567 372 1.200 750
5. Newsletters 2 2 4
6. Update Application Forms — — 2 7
7. Convert files to Computer Base — — — 100%
Productivity
1. Avg. time per inquiry 15 min. 15 min. 15 min. 15 min.
'• 2. Avg. time per permit 15 min. 15 min. 15 min. 15 min.
3. Avg. time per complaint 2 hr. 2 hr. 2 hr. 2 hr.
4. Avg. time per C of O 5 min. 5 min. 5 min. 5 min.
' 5. Avg. time per newsletter 5 hr. 25 hr. 25 hr. 25 hr.
6. Avg. time per conversion to computer base 15 min.
Effectiveness
1. % Inquires answered within one week 50 99 99 99
2. % of permits done on day received 97 95 98 98
3. % of C of O done on day received 99 98 99 99
4. % of complaints answered within one week 90 50 50 50
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Planning Management Department
Planning Division
Boards and Committees Program
Fund 9710 — Management
Division 2320
Program Description:
The purpose of this program is to provide highly professional staff support to the City Planning Commission,
Board of Sign Appeals and Adjustment, Historic District Commission, Sub— division Committee, Plat
Review Committee, and any temporary committees. Staff creates files for all applications, meets notification
requirements, assembles and distributes agendas, updates the zoning map, and maintains permanent records.
An ancillary function is to provide educational support to members of all boards and committees.
Program Analysis: ,
This program enables staff to thoroughly review development proposals such as lot splits, large scale
developments, and subdivisions from a zoning and planning perspective so that growth and development
proceed in a well managed fashion. Through this program staff also evaluates and submits written reports for
requests for zoning amendments, special exceptions, variances, and certificates of appropriateness.
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Actual Budgeted Estimated Budgeted ,
Program Staff 1991 1992 1992 1993
Permanent Positions 1.50 1.50 1.50 1.50
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Actual Budgeted Estimated Budgeted ,
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 26,796 $ 28,057 $ 28,007 $ 32,066 '
Materials and Supplies 2,051 3,722 3,570 3,400
Services and Charges 7,547 18,828 18,828 27,825
Maintenance 0 100 100 0
Capital 0 3,800 3,700 0
Depreciation 418 1,375 1,375 1,122
$ 36,812 k $ 55,882 $ 55,580 $ 64,413 '
Program Resources
Management Fund $ 36,812 $ 55,882 $ 55,580 $ 64,413
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Planning Management Department
Planning Division
Boards and Committees Program
• Program Objectives:
• 1. To provide highly professional staff support to all Boards and Committees we serve.
2. To eliminate a backlog of files and process all files effectively.
3. To improve our professional review of large scale developments, subdivisions, and lot splits.
'4. To provide continuing education to members of boards and committees.
Performance Measures
Actual Budgeted Estimated Budgeted
' 1991 1992 1992 1993
Demand
1. Total applications requested 196 154 169 210
' 2. Total meetings 98 100 90 100
3. Total pages of minutes 488 600 400 600
4. Agendas assembled 44 65 40 60
5. Educational packets 21 24 25 12
Workload
1. Total applications requested 189 154 169 210
2. Total meetings 98 100 90 100
3. Total pages of minutes 488 600 400 600
4. Agendas assembled 44 65 40 60
' 5. Educational packets 21 24 25 12
Productivity
' 1. His. per application processed 6.5 6.5 6.5 6.5
2. Avg. meeting time 2.0 2.0 2.5 1.5
3. Avg. time/page of minutes 0.5 0.5 0.5 0.5
' 4. His/agenda assembled 1.5 1.5 1.5 1.5
5. His/ed. packets assembled 4.0 4.0 3.0 3.0
Effectiveness
1. % of applications processed 100% 100% 100% 98%
2. % of meetings attended 100% 100% 100% 100%
3. % of minutes typed 100% 100% 100% 100%
4. % of agendas distributed 100% 100% 100% 100%
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Planning Management Department
Planning Division
Urban Forestry & Landscape '
Fund 9710 — Management
Division 2340
Program Description: ,
This program emphasizes long—term stewardship of the urban forest and landscape. Rapid growth and
development threaten the urban forest which provides oxygen rich air, moderates noise and air pollution,
reduces heat and glare, improves land values and reduces energy consumption. This program provides the
information needed to protect important resources which benefit the public health and welfare.
Program Analysis: ,
This program is administered through the City Horticulturist who is the clearinghouse and consultant for city
projects and citizen inquiries impacting trees and the landscape. The In—house Urban forestry Committee
was created so the City Horticulturist can assist city departments with projects involving trees and related
vegetation through consultation, educational workshops, and public relations. The Landscape Beautification
Committee was created to assist the in educating the community in the importance of the urban forest,
identifying projects to sustain and improve this asset and assisting in developing ordinances that will support
the goals of the Urban Forestry and Landscape Program. Duties for the City Horticulturist include
overseeing special projects involving the landscape on public grounds to insure proper procedures are
practiced in specification preparation and implementation.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 • 1993
Permanent Positions 0.00 1.00 1.00 1.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 0 $ 36,747 $ 34,976 $ 31,510
Materials and Supplies 0 831 835 1,210 '
Services and Charges 0 10,812 9,745 16,756
Maintenance 0 880 880 400
$ 0 $ 49,270 $ 46,436 $ 49,876
Program Resources
Management Fund S 0 $ 49,270 . $ 46,436 $ 49,876 '
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Planning Management Department
Planning Division
Urban Forestry & Landscape
'• Program Objectives:
1. To coordinate a0 city functions and public inquiries, that impact the urban landscape and forest,
through one program.
' 2. To preserve natural resources in their characteristic setting by protecting rare and specimen
species and by identifying critical habitats.
3. To beautify the city with attractive, functional landscapes.
4. To inspire community pride and establish the City of Fayetteville as both an innovator and
regional leader.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand __
1. Public inquiries 60 60 45 50
2. Consultations for other divisions 70 70 70 80
3. Grant applications 2 2 2 2
4. New ordinances 2 2 2 2
5. Tree inventory 50% 50% 100% 100%
6. Educational workshops 10 10 3 6
' 7. Tree planting projects 6 6 6 6
8. Special Projects 0 0 3 2
' Workload
1. Public inquiries 60 60 30 60
2. Consultations for other divisions 70 70 48 70
' 3. Grant applications 2 2 2 2
4. New ordinances 2 2 2 2
5. Tree inventory 50% 50% 50% 100%
6. Educational workshops 3 3 2 3
7. Tree planting projects 4 4 4 4
8. Special Projects 0 0 3 2
• Productivity
• 1. Hrs. per public inquiry 2 2 2 2
2. Hrs. per consultation 1.5 1.5 1.5 1.5
3. Hrs. per grant application 100 100 100 100
4. Hrs. per ordinance 50 50 100 200
5. Hrs. per tree inventory 250 250 125 250
' 6. Hrs. per workshop 20 20 20 20
7. Hrs. per planting project 90 90 90 50
8. Hrs. per special project 100 100 100 100
Effectiveness
1. % inquiries processed 100% 100% 100% 100%
2. % consultations completed 100% 100% 100% 100%
3. % grants completed 100% 100% 100% 100%
4. % ordinances completed 100% 100% 100% 100%
5. % inventory complete 50% 50% 100% 100%
' 6. % workshops held 25% 25% 67% 50%
7. % tree planting projects 67% 67% 100% 87%
8. % special projects 100% 100% 100% 100%
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Planning Management Department
Planning Division
Long Term Planning Program ,
Fund 9710 — Management
Division 2360
Program Description: I
The basic purpose of this program is to emphasize long range planning and the management of growth and
development in order to promote a sense of neighborhood and to maintain the overall liveability of
Fayetteville. This program encompasses four basic types of planning: strategic planning, historic
preservation, long term land use planning, and transportation planning.
Program Analysis: '
The Long Term Planning Program is directed by the Senior Planner. The Comprehensive Plan for
Fayetteville was prepared in 1970 and requires updating to reflect growth in the interim and direct and
manage growth and development for the future. This program will bring the entire portfolio of planning tools ,
up to date, including the master street plan, master sidewalk plan, and land use plan. This program requires
high public involvement and attempts to resolve controversial public issues in a consensus gathering format.
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Actual Budgeted Estimated Budgeted '
Program Staff 1991 1992 1992 1993
Permanent Positions 0.00 1.00 1.00 1.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 0 $ 43,454 $ 23,799 $ 48,453
Materials and Supplies 0 4,310 2,554 4,140
Services and Charges 0 1,150 1,125 4,719
S 0 $ 48,914 $ 27,478 $ 57,312
Program Resources
Management Fund $ 0 $ 48,914 S 27,478 $ 57,312
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Planning Management Department
Planning Division
Long Term Planning Program
1 Program Objectives:
1. To implement long term planning initiatives in the areas of land use planning, historic
preservation, strategic planning and transportation planning.
1 2. To provide a system, such as the Fayetteville Vision Project, which provides for public input on a
regular basis.
' Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. Quarterly reports on the Fayetteville Vision 2 2 2 4
2. New Ordinances 3 3 3 2
1 3. Design Manuals 3 3 2 1
4. Historical Survey 1 1 1 1
5. Planning Documents 3 3 2 4
6. Grant Applications 3 3 1 1
Workload
1. Quarterly reports on the Fayetteville Vision 4 4 2 4
1
2. New Ordinances 3 3 5 2
3. Design Manuals 3 3 2 1
4. Historical Survey 1 1 1 1
' 5. Planning Documents 4 4 2 4
6. Grant Applications 2 2 1 3
• Productivity
• 1. Hrs. per quarterly report 25 25 25 25
2. Hrs. per new ordinance 200 200 200 160
3. Hrs. per design manual 300 300 300 200
4. Hrs. per planning document 50 50 50 400
1 Effectiveness ___
1. % of reports, ordinances, manuals,
documents, and grants completed on schedule 75% 75% 75% 75%
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Planning Management Department
Inspection Division
Inspection Program
Fund 9710 — Management
Division 2400
Program Description:
To check all building plans and permit applications to insure code compliance, issue permits, C of 0's, and
provide field inspections for all building construction, unsafe/unsightly properties, signs, and floodplain.
Program Analysis:
The Inspection Division issues building, electrical, plumbing, gas, certificates of occupancy, sign, floodplain,
driveway, curb cut, and sidewalk permits. Plans are checked for code compliance before permits are issued
and the architect/contractor or owner is notified of problems before construction is started. Field inspections
are made on all construction and existing property to insure that the citizens of Fayetteville have a safe and
attractive environment. The enforcement of codes significantly effects the insurance rates of Fayetteville, the
health and safety of citizens in building or streets, the amount of damage to a structure when a fire or storm
does occur, the amount of energy consumed, the need for/cost maintenance on a building and the
environment of Fayetteville and surrounding area.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 5.30 6.30 6.30 6.80
1
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 165,601 $ 184,394 $ 182,578 $ 200,492 '
Materials and Supplies 2,162 9,185 4,534 8,750
Services and Charges 75,402 82,453 81,040 76,163
Maintenance 3,017 5,661 3,661 3,822
Capital 4,420 4,500 4,500 6,550
Depreciation 1,596 3,250 3,250 2,528
$ 252,198 $ 289,443 $ 279,563 $ 298,305
Program Resources
Management Fund $ 252,198 $ 289,443 $ 279,563 $ 298,305
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Planning Management Department
Inspection Division
Inspection Program
' Proges ram Objectives
1. To check all commercial plans for code compliance and issue building permits within 14
working days.
'• 2. To issue all one and two family building permits within 8 working hours.
3. To issue 2800 permits
4. To inspect and enforce compliance with the building, electrical, plumbing, housing, property,
energy, floodplain, and sign code for 100% of new and remodel construction.
5. To make 100% of the inspections within 8 working hours of request.
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Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. Plans submitted/reviewed 678 500 500 500
2. Permits & C of O issued 1,246 2,800 2,800 2,800
• 3. Request for code insp. 20,627 16,000 16,000 16,000
4. Phone calls received 19,327 18,000 18,000 18,000
Workload
1. Plans checked 678 500 500 500
' 2. Permits/C of O's issued 3,153 2,k00 2,800 2,800
3. Phone calls responded to 19,327 18,000 18,000 18,000
4. Inspections made 20,627 16,000 16,000 16,000
' 5. # of violations found 7,768 5,000 5,000 5,000
Productivity
1. Hours plan check 750 750 750 750
' 2. Hours issuing permits 1,330 1,330 1,330 1,330
3. Total Inspection Division His. 8,944 8,944 8,944 8,944
4. Total cost of bisection Division $ 252,198 $ 289,443 $279,563 $ 29&305
• 5. Revenue/permits $ 215,982 $ 200,000 $ 215,000 $ 215,000
• 6. Net cost $ 36,216 S 89,443 $ 64,863 $ 83,305
7. Violations Corrected 6,150 4,000 4,000 4,000
' Effectiveness
1. % of commercial plans reviewed and
permits issued within 14 working days 100% 100% 100% 100%
• 2. % residential permits issued within
8 hours 100% 100% 100% 100%
3. % of const. violations resolved 100% 100% 100% 100%
' 4. % of inspections made within
8 working hours of request 98% 100% 100% 100%
5. % of violations corrected 79% 80% 80% 80%
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Planning Management Department
Community Development Division
Administration Program
Fund 2180 — Community Development
Division 4930 1
Program Description:
Costs and charges related to the planning and execution of community development activities assisted in
whole or in part with funds provided under the Community Development Block (CDBG) and the Rental
Rehabilitation Programs. Costs are limited to those of overall program management, coordination,
monitoring and evaluation.
Program Analysis:
Administration activities include citizen participation, Fair Housing activities, indirect costs charged using
an accepted cost allocation plan, development of submissions or applications for Federal programs, and
expenses to facilitate housing identified in the Comprehensive Housing Affordability Strategy.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 0.00
0.00
0.00
1.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 0
$ 0
$ 0
$ 39,316
Materials and Supplies
0
0
0
1,700
Services and Charges
0
0
0
26,936
Maintenance
0
0
0
200
Capital
0
0
0
3,740
Prior Year Activity
60,028
80,769
57,924
0
$ 60,028
$ 80,769
$ 57,924
$ 71,892
Program Resources
Community Development
$ 60,028
$ 80,769
$ 57,924
$ 71,892
Planning Management Department
Community Development Division
Administration Program
• Program Objectives:
Overall program management, coordination, monitoring and evaluation includes: (1) Preparing
program budgets, schedules, and amendments; (2) Evaluating program results against stated
' objectives; (3) Coordinating the resolution of audit and monitoring findings; (4) Developing systems
for assuring compliance with program requirements; (5) Preparing reports and other compliance
documents related to the program for submission to HUD; and (6) Developing interagency
agreements and agreements with subrecipients and contractors to carry out program activities.
Performance Measures
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Actual Budgeted
1991 1992
Estimated Budgeted
1992 1993
' Demand
1. Public Hearings 0 0 0 4
2. CDBG and HOME Applications 0 0 0 2
3. Environmental Review Record 0 0 0 2
4. Intergovernmental Review 0 0 0 2
5. Fair Housing Activities 0 0 0 15
' 6. Minority/Women's Business 0 0 0 4
7. Federal Labor Standards 0 0 0 2
8. Audit/Monitoring Resolution 0 0 0 2
' Workload
1. Public Hearings 0 0 0 4
2. CDBG and HOME Applications 0 0 0 2
3. Environmental Review Record 0 0 0 2
4. Intergovernmental Review 0 0 0 2
5. Fair Housing Activities 0 0 0 15
• 6. Minority/Women's Business 0 0 0 4
7. Federal Labor Standards 0 0 0 2
8. Audit/Monitoring Resolution 0 0 0 2
Productivity
1. Avg. % time spent preparing
application & assoc. activities 0 0 0 60%
2. Avg. % time spent for public
hearings & meetings 0 0 0 15%
3. Avg. hours per activity 0 0 0 173
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Effectiveness
II. % Applications/Reports complete
by deadline 0 0 0 100%
2. Fair Housing Activities Completed 0 0 0 15
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Planning Management Department
Community Development Division
Housing Rehabilitation Program
Fund 2180 — Community Development
Division 4940
Program Description: - '
Rehabilitation of publicly or privately —owned residential property, including the conversion of
non—residential property for housing, provided the rehabilitation meets a National Objective of the CDBG ,
Program.
Program Analysis:
Eligible rehabilitation activities include repairs that will bring the dwelling into compliance with applicable ,
Building, Health, or Safety Codes adopted and amended by City Ordinances to correct actual or incipient
violations. In addition, emphasis is placed on activities that are directed toward deferred maintenance and
improvements to increase the efficient use of energy.
Actual Budgeted Estimated Budgeted
Program Staff 1991. 1992 1992 1993
Permanent Positions 0.00 0.00 0.00 2.00 ,
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 0 $ 0 $ 0 T 40,711
Materials and Supplies 0 0 0 2,225
Services and Charges 0 0 0 607,210
Maintenance 0 0 0 950
Prior Year Activity 162,868 289,521 185,084 0
T 162868 T 289,521 T 185,084 $ 651,096
Program Resources
Community Development $ 162,868 $ 289,521 T 185,084 $ 651.096
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Planning Management Department
Community Development Division
Housing Rehabilitation Program
•t Pram Objectives:
The Homeowner Rehabilitation Program provides improvements and services to enhance the safety,
health, and overall liveability of dwellings occupied by low to moderate income persons. The Rental
' Rehabilitation Program provides matching funds to owners and investors for improvements to rental
property that will be made avail able to low and moderate income tenants.
Other services include counseling, inspections, and other related services to assist homeowners,
tenants, contractors, and others seeking to participate in rehabilitation projects.
' Performance Measures
Actual Budgeted Estimated Budgeted
'
1991 1992 1992 1993
Demand
1. Number of Homeowners Requesting
' Rehab Assistance 0 0 0 75
2. Number of Rental Units
Requesting Rehab Assistance 0 0 0 25
Workload
1. Outreach/Verify. of Eligibility 0 0 0 75
' 2. Inspections 0 0 0 150
3. Work Specifications 0 0 0 50
4. Construction Management 0 0 0 45
Productivity
1. % Time Carrying Out Individual
Rehabilitations 0 0 0 75%
2. % Time Related Duties 0 0 0 25%
Effectiveness
Ii. % Homeowner Rehabs Completc 0 0 0 100%
2. % Rental Rehabs Complete 0 0 0 100%
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Planning Management Department
Comunity Development Division
Community Development Program
Fund 2180 — Community Development
Division 4990
Program Description:
The CDBG Program may carry out a variety of activities specified as eligible by the Department of Housing
and Urban Development. Each activity must meet a National Objective of the CDBG Program and at least
60% of CDBG funds are expended to benefit low to moderate persons.
Program Analysis:
Eligible activities include (1) acquisition, construction, recoo— struction, or installation of public facilities
such as streets, sidewalks, storm drainage, parks and recreation, and community service facilities; (2)
Provision of public services; (3) Removal of architectural barriers which restrict accessibility; and (4)
Assistance to alleviate emergency conditions which threaten the public health.
Actual
Budgeted
Estimated ,
Budgeted
Program Staff .1991
1992
1992
1993
Permanent Positions
Program Expenditures
Services and Charges
Prior Year Activity
Program Resources
Community Development
'xi:' 111
Actual
1991
$ 0$
120,127
Budgeted
1992
0$
686,237
0.00 0.00
Estimated Budgeted
1992 1993
0 $ 309,635
682,084 1 0
$ 120,127 $ 686,237 $ 682,084 $ 309,635
$ 120,127 $ 686,237 $ 682,084 $ 309,635
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Planning Management Department
Comunity Development Division
Community Development Program
Program Objecectives:
Activities area selected to encourage revitalization of a designated Target Area and to expand
economic and social opportunities principally for low to moderate income persons. In 1992, a
neighborhood in southeast Fayetteville was selected as the Target Area to carry out eligible activities
for a 3-5 year period.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. Target Area street and sidewalk
reconstruction (linear feet)
2. Target Area storm drainage
installation (linear feet)
3. Number of social service
facilities improved/expanded
Workload
1. Number of street, sidewalk, and
storm drainage projects completed
by third party contracts
2. Number of social service
facilities improved or expanded
by third party contracts
Productivity
1. % funds for streets, sidewalks
& recreational facilities
2. % funds for social service
facilities
Effectiveness
1. % projects completed
2. % expenditures to benefit low
and moderate income persons
0
0
0
5,000
0
0
0
3,000
0
0
0
4
0 0 0 2
0 0 0 4
0
0
0
85%
0
0
0
15%
0
0
0
100%
0
0
0
100%
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Public Works Department
Public Works Director
II
Engineering Water & SeWer i
Soiid Waste j Parks do Recreattoa
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Traffic wastewater Treatment ___J ._._......____J Street Pant
Mission Statement
The mission of the Public Works Department is to make the City of
Fayetteville a safer and more attractive place to live and work, protect the
. , - L:_L..... ,.,,,,u,,, .,F coruiry continue
PUBLIC WORKS DEPARTMENT
OVERVIEW
The Public Works Department consists of twelve divisions: Public Works Director, Engineering,
Street, Water Purchased, Water Administration, Water Transmission and Distribution, Sewer
Administration, Sewer. Maintenance and Collection, Pollution Control, Solid Waste, Parks and
Recreation, and Traffic.
Estimated 1992 expenditures are projected to be $4,526,021 less than the 1992 budgeted
expenditures of $31,443,108. This reduction is primarily due to four factors. These include
a re -budgeting of 1992 capital projects primarily related to the 36"/42" water line to 1993
(approximately $2,655,000), savings in the Water Purchase program (approximately $210,000),
reduction of interest costs on water and sewer revenue bond issues ( approximately $332,000)
and legal fees on the incinerator disengagement project are anticipated to be less than the
budgeted amount by $150,000.
The 1993 proposed budget of $28,778,294 is $2,664,814 less than the 1992 budget. Various
expenditure changes have contributed to this decrease. These include: a decrease in the Street
Division of $580,0000, which is due to the completion of previously funded capital projects, a
reduction in Solid Waste Division of approximately $365,000, which is primarily due to an
expected reduction in legal fees related to the incinerator disengagement, and a reduction in
Capital Mains Construction program of $1,300,000 due to the expected completion of work on
the Mount Sequoyah High Pressure System and other various capital water improvement
projects. The decreases are partially offset by: increased funding for the Wastewater Treatment
Plant of $80,000, increased funding for Parks and Recreation Division of $81,000, which is
primarily due to the addition of monies for implementation of the Integrated Vegetation
Management Plan, and increased funding for water purchases program of approximately
$117,000. The only personnel change in 1993 is the addition of a Maintenance Worker II in the
Traffic Division.
Some of the major projects planned for this department in 1993 are: continued implementation
of numerous projects listed in the Capital Improvements Program (C.I.P.), further development
of the City's recycling and composting programs, to refine planning for construction of a solid
waste transfer station, continue sewer system rehabilitation, continue construction of a parallel
36"/42" water line, to begin construction of a city maintenance center, and to install new traffic
signals as listed in the C.I.P.
1991
1992
1992
1993
Actual
Budgeted
Estimated
Budgeted
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Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Management Fund
2440 Public Works Director
' Personnel Services $ 13,105 $ 171,086 $ 148.853 S 151393
Materials and Supplies 3,412 7,017 5,757 5,855
Services and Charges 55,575 34,218 32.540 37,182
Maintenance 1,293 4,626 2100 2900
' Capital 0 4,000 3,984 0
__Depreciation 25 0 0 1,099
191,40 220,947 193934 198,029
' 2210 Engineering Plans & Specification
Personnel Services 67,645 135905 101.804 154,067
Matenals and Supplies 2,060 3,750 3,750 2950
Services and Charges 21,013 31,912 29,802 30197
' Maintenance 151 700 500 500
Capital 1,751 4,800 4,800 0
Depreciation 58 700 700 :,011
92,678 177,67 141956 188,8:9
2220 Engineering Operations & Administration
Personnel Services :23.413 109280 94,905 99277
Materials and Supplies 1,145 4200 3,310 3,485
' Services and Charges 49,925 110.551 108,121 58,754
Maintenance 237 1.950 1,875 1900
Capital 0 7.800 7,800 15271
Depreciation 10.986 12.500 12,500 9.967
185.707 246181 228.5:1 :88.854
2230 Right of WayAcqu.sitian
' Personnel Serv:ces 25,418 24.865 25,727 27375
Materials and Supplies 4374 2,468 2343 1.990
Services and Charges 10217 13301 12,475 18,747
Maintenance 288 1,700 950 950
' Capital 0 5300 4,640 0
Depreciation 0 650 650 1.116
40.497 48184 46,785 50,178
2240 Public Construction Management
Personne: Services 68,066 105,811 87250 109261
Materials and Supplies 1,066 1,827 1.427 750
Services and Charges 14,958 32,303 23.173 28,892
' Maintenance 927 1,180 1.180 1,394
Capital 5,467 2,179 1.500 0
Depreciation 729 300 300 1,59
9l23 143,600 114,830 141,891
' Totsl Management Fund 601,505 836279 724,816 767,771
' Street Fund
4100 Street Maintenance Administration
Personnel Services 63,734 54,494 52,402 135,634
' Materials and Supplies 5,491 7264 7,194 7,595
Services and Charges 319,886 378.102 372193 372,966
Maintenance 4,653 6.150 5,995 5.779
Capital 0 0 0 3.850
'
393,764 446,010 437,884 525.824
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4110 Right of Way Maintenance
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
4120 Street Maintenance
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
4130 Drainage Maintenance
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
0 0 0 108,785
2,784 3,265 3,265 3,615
106,645 159,880 128,520 41,743
1,127 900 900 4,631
110,556 164,045 132,685 158,774
0 0 0 258,555
137,841 165,659 105,937 172,550
989,426 1,123,443 1,098,443 439,333
0 0 0 44,402
0 0 0 7,000
1,127,267 1,289,102 1,204,280 921,840
Personnel Services
0
0
0
128,744
Materials and Supplies
19,824
22,201
22,201
22,600
Services and Charges
267,238
262,605
242,211
134,028
Maintenance
0
0
0
21,776
Capital
0
350
330
900
287,062
285,156
264,742
308,048
5500
Street Construction
Services and Charges
98,223
212,967
178,884
0
98,223
212,967
178,884
0
5520
Construction of Drainage
Structures
Services and Charges
51,800
24,786
24,786
0
Capital
7,514
0
0
0
59,314
24,786
24,786
0
Total Street Fund
2,076,186
2,422,066
2,243,361
1,914,486
Water &
Sewer Fund
3800
Water Purchased
Services and Charges
3,743,073
4,365500
4,155,975
4,485,000
Depreciation
67,352
70,000
70,000
67551
3,810,425
4,435500
4,225,975
4552,251
4000 Water Administration
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Depreciation
4310 Water Distribution Maintenance
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
10,235
15,345
2,070564
8,860
17,186
2,121,990
0
67533
377503
0
380,613
825,649
5,800
32,360
2,249,741
13,152
16,650
2,317,703
4,800
82,103
387,032
3,000
0
438,800
915,735
5,800
23,025
2,195,779
9,916
16,650
2,251,170
• 0
82,103
367,113
1,000
•0
438,800
889,016
263,167
19,950
2,082,765
7,716
1,374
�#�rL'F1L3
222,060
85,000
133,947
11,151
6,000
617,311
1,075469
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Public Works Department
Program Fipenditure Summary
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
4330 Water Storage and Pump Maintenance
Personnel Services
0
0
0
82,292
Materials and Supplies
9,297
17,450
5,874
5.000
Servicesand Charges
63,964
60,881
47,597
34201
Maintenance
0
0
0
1351
Depreciation
26,788
27,600
27,600
26.411
100,069
105,931
81,071
149,255
4380 Growth Area Mains Maintenance
Personnel Services
0
0
0
16,032
Materials and Supplies
1,659
5,500
2,010
2,000
Servicesand Charges
13,634
13,622
13.622
6383
Maintenance
0
0
0
530
Depreciation
12,082
12,475
12.475
12,082
27375
31391
28.107
37,027
4390 Water Maintenance Farmington &
Greenland
Personnel Services
0
0
0
16,032
Materials and Supplies
4,282
5,500
4,282
1500
Services and Charges
:3,933
15,873
13,873
7,203
Maintenance
0
0
0
530
18,215
2 1,373
18,155
25265
4010 Sewer Administration
Personnel Services
0
0
0
46,03
Materials and Supplies
15.823
15370
14.720
17,750
Servicesand Charges
1241,:90
995.819
992.628
934,031
Maintenance
9.858
17,818
12,011
13228
Depreciation
_ .17304
16.650
16,650
854
1284.175
1.04 5.65 7
1,036 ,009
1011$76
4410
Sewer Main Maintenance
Personnel Services
4,120
1300
0
284242
Materials and Supplies
43,659
38,424
37,924
42.000
Servicesand Charges
602,030
653,454
523,806
279.14I
Maintenance
0
0
0
24.822
Capital
386,002
2,000
2,000
6.000
Depreciation
413,078
_ 432,000
432,000
528835
1,458,889
1,127378
_ 995730
1.165.040
4440
Sewer Maintenance Farmington &
Greenland
Persornel Services
0
0
0
6263
Materials and Supplies
1270
2,000
1,450
19500
Services and Charges
9,789
11,954
7,085
59536
Maintenance
0
0
0
243
11,059
13,954
89535
13,542
5100
Wage Water Treatment Plant Program
Services and Charges
2387,482
2548,103
2,446,557
2,605,087
Capital
3,944
0
0
0
Depreciation
2306.800
2.750.000
2,750,000
2,772260
5.098226
5298.103
5196,557
5377347
5600
Capital Water Mains
Materials and Supplies
227
250
0
250
Servicesand Charges
661532
968,072
968,072
0
Capital
30299
2,670,000
30,000
2328.000
692,058
3,638322
998,072
2328250
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Public Works Department
Program Expenditure Summary
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Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
5610 Water Capital
Capital 94,686 56,150 56,150 11,800
94,686 56,150 56,150 11,800
5620 Water Connections
Personnel Services 0 0 0 47,959
Materials and Supplies 27,803 52,008 46,807 52,008
Services and Charges 102,356 76,281 68,654 21,837
Maintenance 2 0 0 1,924
130,161 128,289 115,461 123,728
5630 Rural Water Connections
Personnel Services
0
0
0
7,194
Materials and Supplies
1,303
4,000
3,600
4,000
Services and Charges
11,239
13,048
11,743
4,228
Maintenance
0
0
0
288
12542
17,048
15243
15,710
5700 Sewer Mains Construciton
Materials and Supplies
510
8,600
8,600
0
Services and Charges
1,229,976
2,759512
2,753,122
0
Capital
21,856
116
116
1,996,140
1252242
2,768228
2,761,838
1,996,140
5710 Sewer Capital
Capital
16,125
33,797
33,797
15,500
16,125
33,797
33,797
15500
5720 Sewer Connections
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Personnel Services 0 0 0 35,968
Materials and Supplies 9208 24528 22,075 24528
- Services and Charges 58,734 62517 56265 16,903
Maintenance 0 0 0 1,443
67,942 87,045 78,341 78,842
5800 Waste Water Treatment Plant Capital
Materials and Supplies 0 2500 2500 0
Services and Charges 1,096 23,000 23,000 0
Capital 63,606 412,836 405,289 582,784
64,702 438236 430,789 582,784
6800 Debt Service
Debt Service 320,254 796,301 464,445 584,144
320254 796201 464,445 584,144
Total Water& Sewer Fund 17,406,884 23276,447 19,684,561 21519,042
Solid Waste Fund
5000 Operations& Administration
Personnel Services 128,659 162235 152,763 215,839
Materials and Supplies 3,806 7,767 5,000 4,760
Services and Charges 433,722 793,883 642,120 601,130
Maintenance 4,450 4,337 1,342 4,361
Capital 0 6,000 5,613 0
Depreciation 14,417 16,700' 16,700 13,991
585,054 990,922 823,538 840,081
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Program Expenditure Summary
Actual Budgeted Estimated Budgeted
' 1991 1992 1992 1993
5010 Commercial Pickup
Personnel Services 233,077 227,407 218,480 207.194
Materials and Supplies 702 3,034 2,480 525
' Services and Charges 550,156 711,404 532,803 619.771
Maintenance 27,467 37,591 27,080 30.576
81:,402 979,436 780.843 858.066
' 5020 Residential Pickup
Personnel Services 501310 460,243 442.568 470,875
Materials and Supplies 610 2,613 500 1,408
Services and Charges 492,833 581,220 487,591 560,554
' Maintenance 29,478 34,168 24,754 28,949
1,024231 1,078,244 955,413 1,061786_
5060 Recycling
' Personnel Services 100,015 61,658 54,001 57,956
Materials and Supplies 1,781 2,450 2,230 2,900
Services and Charges 121,606 92.475 77,344 14,0700
Maintenance 7,016 12,627 6,712 7,840
' Capital 0 20,818 20,818 0
Depreciation 24.907 13.150 13.150 14,453
255325 203.178 174,255 193,849
' 5070 Composting
Personnel Services 0 114,599 71,205 74,596
Materials aid Supplies 0 5,642 3,765 4.100
' Servicesard Charges 0 128,449 96.694 92,150
Maintenance 0 5,228 4.412 26365
Depreciation 0 13,150 13,150 14,453
0 267,068 189226 211,664
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General Fund
5200 Parks Administration
Personnel Services 849532 84.744 81,438 82.764
Mate rw ls and Supplies 14,016 2,:70 2,170 2255
Services and Charges 34,898 35,838 35,800 39,671
Maintenance 942 1,168 511 1,060
Capital 978 0 0 1,250
135366 123920 119,919 127,000
5210 Swimming Pool
Personnel Services 50,761 59,065 59,065 64.412
Materials
andSupplies 19351 19,601 18,101 19,915
Services and Charges 19,578 19,973 18.731 16,699
Maintenance 6,148 5,600 5.087 5,649
Capital 531 800 800 600
96369 105,039 101,784 107,275
5220 Athletics
Personnel Services 30,846 35,550 35350 39,836
Materials and Supplies 403 430 430 430
31249 35,980 35,980 40,266
5230 Recreation Center -Trans,
Services and Charges 119,73 120,964 120,885 125228
117,973 120,964 120.885 125,228
2.676.012 3,518.848 2.923275 3.165.446
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Public Works Department
Program Expenditure Summary
11
• Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
5240 Library
Services and Charges 205,979 2409394 2409394 246,746
205,979 2409394 240,394 246,746
5250 Lake Recreation
Personnel Services 0 0 0 6,805
Materials and Supplies 1229 19300 1,150 1,575
Services and Charges 48,879 54,802 54,802 48,249
Maintenance 2,219 2,285 2,285 29341
Capital 0 0 0 1200
52,327- 58587 58,237 609370
5260 Park Maintenance
Personnel Services 123 0 0 106,013
Materials and Supplies 3594 5577 5,492 15,049
Services and Charges 1759372 164,643 1569377 70,410
Maintenance 179382. 239328 23,328 29,922
Capital 2,789 800 800 800
199260 194,348 185,997 222,194
5270 Ballfield Maintenance
Personnel Services
- 0
10,494
10,494
84571
Materials and Supplies
2,031
16,411
16,411
20,440
Services and Charges
88535
107,659
103,317
44599
Maintenance
12,432
19,644
19,044
36,858
Capital
842
1,785
1,785
1,110
103,840
155,993
151,051
187578
5300 Traffic Administration & Enforcement
Personnel Services
25507
30,939
30,939
33,667
Materials and Supplies
925
3560
3560
1,060
Services and Charges
51,017
44,653
44,468
48,691
Maintenance
237
558
408
240
77,686
79,710
79,375
83,658
5310 Traffic Engineering & Planning
Personnel Services
42,273
42,803
42,803
43,787
Materials and Supplies
185
1,020
220
1,761
Services and Charges
3,476
5,842
4,953
4,892
Maintenance
297
620
620
600
46,231
50,285
48596
51,040
5320 Traffic Control & Parking Meter
.
Personnel Services
0
0
0
719396
Materials and Supplies
3516
17,444
13504
13,720
Services and Charges
92523
116,019
113,867
63,036
Maintenance
8,189
13,785
11,485
12,042
Capital
4,841
77,000
60,000
0
109,069
224248
198,856
160,194
Total General Fund
1,175,349
19389,468
1,341,074
1,411549
Total Public Works Department $ 23.935,936 $ 31,443,108 $ 26,917,087 $ 28,778294
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197
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' P:.blic Works Department
Personnel Summary
' 1991 1992 1993
Division/Title ___ __ Employees Employ Employees
' Public Works Director Division
Public Works Director 1.00 1.00 1.00
' Public Works Management Assstant 0.00 100 1.00
Operations Manager 1.00 0.00 0.00
Senior Secretary 0.50 1.50 1.00
Public Works Analyst 1.00 0.00 0.00
Engineering Dtvsion
City Engineer 100 1.00 1.00
Staff Engineer 2.00 2.00 2.00
' Project Manager 1.00 1.00 1.00
Project Inspector 1.00 1.00 1.00
Engineering Technician 1 1.00 1.00 1.00
' Engineering Technician 0.00 1.00 1.00
Drafter 1 1.00 1.00 1.00
Drafter I1 1.00 1.00 :.00
Land Agent 0.7.0 0.70 0.70
' Senior Secretary 1.00 1.00 ;.00
Land Agent4Part-t;me 2.00 2.00 2.00
' Transmission & Dstrib::t:on Division
Water/Sewer System Maintenance Supt. 0.00 1.00 1.00
Water System Main:. Superintendent 1.00 0.00 0.00
Sewer System Maint. Superintendent 1.00 0.00 0.00
' Lead Warehouse Attendant :.00 1.00 1.00
Crew Leader 6.00 6.00 6.00
Field Service Representative 2.00 2.00 2.00
' Maintenance Worker III 4.00 4.00 4.00
Maintenance Worker IV 3.00 3.00 3.00
Operat.ons Assistant 1.00 1.00 1.00
Computer Tech 100 1.00 1.00
Sewer Maintenance & Collection Division
Crew Leader 4.00 4.00 4.00
Maintenance Worker III 4.00 4.00 4.00
' Maintenance Worker IV 3.00 3.00 3.00
Sewer Maintenance Tech 1I 1.00 :.00 1.00
Warehouse Attendant 1.00 1.00 100
Street Division
Street Maint. SuperiNcndent 1.30 100 1.00
Crew Leader 3.00 3.00 3.00
' Maintenance Worker 11 4.00 4.00 4.00
Maintenance Worker II1 6.00 6.00 6.00
Maintenance Worker IV 6.00 6.00 6.00
PW Maintenance C.erk 1.00 1.00 ..00
Field Service Representat.ve 1.00 1.00 1.00
Sr. Clcrk/Typist 1.00 0.00 0.00
' 198
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Public Works Department
Personnel Summary
Divis
1991 1992 1993
Employees Employees Employees
Solid Waste Division
Superintendent
1.00
1.00
1.00
Operations Supervisor
1.00
1.00
1.00
Lead Worker
10.00
10.00
10.00
Truck Driver
6.00
11.00
11.00
Tender Truck Driver
5.00
5.00
5.00
Crew Worker
1.00
1.00
1.00
Administrative Analyst
1.00
1.00
1.00
Maintenance Worker IV
3.00
3.00
3.00
Waste Reduction Coordinator
1.00
1.00
1.00
Secretary
0.50
0.50
1.00
Parks & Recreation Division
Parks & Recreation Director
1.00
1.00
1.00
Asst. Parks & Rec. Director
1.00
1.00
1.00
Parks Maintenance Supervisor -
1.00
1.00
1.00
League Coordinator
1.00
1.00
1.00
Senior Secretary
1.00
1.00
1.00
Maintenance Worker I
1.00
1.00
1.00
Maintenance Worker!!
3.00
3.00
3.00
Maintenance Worker IV
1.00
1.00
1.00
Crew Worker
2.50
2.50
2.50
Traffic Division
Traffic Superintendent
1.00
1.00
1.00
Traffic Signal Technician
1.00
1.00
1.00
Maintenance Worker II
0.00
0.00
1.00
Parking Enforcement (Part Time)
1.00
1.00
1.00
Traffic Control Technician
1.00
1.00
1.00
Data Clerk
1.00
1.00
1.00
Total Permanent Positions
118.20
123.20
122.20
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199
Public Works Department
Public Works Director Division
Public Works Director Program
Fund 9710 — Management
Division 2440
Program Description
To manage and oversee the overall development and implementation of policies and procedures in the
Public Works Department. To provide the proper utility and transportation services to the citizens of
Fayetteville and develop the skills and professional needs of the Department.
Program Analysis
The primary duties of the Public Works Directors are to effectively direct and coordinate the seven divisions
in the Department and to ensure the maximum service to the public. In addition, the Director functions as an
advisor to the Mayor and various boards on infrastructure needs and condition.
The Public Works Analyst is funded through the Public Works Director's program. This position acts as an
Administrative Assistant to the Public Works Director. It performs tasks and projects assigned by the
Director and assists him with the overall Departmental functions of the Public Works Department.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 3.50 3.50 3.50 3.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 131,105 $ 171,086 $ 148,853 $ 151,593
Materials and Supplies 3,412 7,017 5,757 5,855
Services and Charges 55,575 34,218 32,540 37,182
Maintenance 1,293 4,626 2,200 2,300
Capital 0 4,000 3,984 0
Depreciation 25 0 0 1,099
$ 191.410 $ 220,947 $ 193,334 $ 198,029
Program Resources
Management Fund $ 191.410 $ 220,947 $ 193,334 $ 198,029
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201
Public Works Department
Public Works Director Division
Public Works Director Program
' Program Objectives
1, To oversee the management of the Public Works Department.
2. To set standards and Quality Control for Public Works Operations.
Is. To represent the Public Works Divisions at the City Council meetings, the Parks Board meetings,
and various community meetings, and to respond to the media.
4. To manage capital improvement projects for Public Works needs.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
'• 1. Divisions directly supervised 7 7 7 7
2. Staff meetings 245 265 260 250
3. Special request for information
' from Mayor/Council 25 24 24 24
4. Population served 42,525 42.950 42,950 43,380
5. Monthly reports to the Mayor 12 12 12 12
' , Workload .
1. Special projects 9 5 8 10
2. Significant community issues 5 4 6 8
' 3. Number of divisions in 7 7 7 7
Public Works
'• Productivity
1. % of program objectives accomplished 90% 95% 95% 95%
2. % of community issues resolved 65% 70% 70% 70%
' 3. % of Department objectives accomplished 80% 85% 85% 85%
Effectiveness
Ii. % of citizen requests completed 90% 95% 95% 95%
within 10 days
2. % of City Council correspondence 99% 99% 99% 99%
completed within 10 days
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Public Works Department
City Engineer Division
Plans and Specifications Program
Fund 9710 — Management
Division 2210
Program Description:
To provide engineering design and project management for capital projects and other improvement projects,
also provide engineering services and information to other City Departments and citizens as requested.
Program Analysis:
This program provides the necessary services to gather preliminary data, prepare and process RFQ's, obtain
approval of recommendations, and secure engineering contracts, in order to complete the Capital Projects
budgeted. It also provides limited in—house engineering services as required by other Departments. No
significant in—house projects are planned due to limited. personnel and the number of outside projects
required. The workload in this program has increased substantially and will continue to increase because of
the Capital Improvement Program.
Funding for the program is expected to keep pace with the demand through the payment of Management
Fees by the other Departments of the City.
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Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 3.60 3.50 3.60 4.10 ,
P
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 67,645 $ 135,305 $ 101,804 $ 154,067
Materials and Supplies 2,060 3,750 3,750 2,950
Services and Charges 21,013 31,912 29,802 30,291
Maintenance 151 700 500 500
Capital 1,751 4,800 4,800 0
Depreciation 58 700 700 1,011
$ 92,678 $ 177,167 $ 141,356 $ 188,819
Program Resources
Management Fund $ 92,678 $ 177,167 $ 141,356 $ 188,819 '
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Public Works Department
City Engineer Division
Plans and Specifications Program
Program Objectives
1. To coordinate contracting of the engineering work for most of the budgeted capital projects to
the qualified consulting firm, and ensure completion of these projects on schedule and within the
budget.
2. To manage and design all projects intended for in—house engineering.
3. To provide engineering support for other City Departments.
4. To assist with special problems that are generated by private citizens.
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
1. Management of capital projects
for engineering contracts 22
2. Preparation of in—house contracts and
management of the construction. 17
' Workload
1. Capital projects managed 17
2. Engineering contracts 12
' Productivity
1. Capital projects completed 17
2. Engineering contracts completed 12
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Effectiveness
1. Projects completed within budget and on time 85%
2, Engineering contracts completed on time 100%
38 28 42
36 15 12
36
38
30
38
85%
100%
28
52
36
34
22
30
16
26
75% 85%
95% 100%
204
Public Works Department
City Engineer Division
Operations and Administration Program
Fund 9710 — Management
Division 2220
Program Description:
To administer the City Engineering Division, provide engineering support for other City Departments,
administer engineering contracts and serve as a liaison between Consultants and the City.
Program Analysis:
The primary duties of the staff of this program are to manage the other programs in the City Engineering
Division and to provide direction for the other personnel involved; to provide engineering support for the
other City Departments by providing engineering services (design, drafting, mapping, etc.) directly or by the
acquisition of outside engineering services; technical review and approval of subdivisions, large scale
developments, and lot splits and presentation to the Planning Commission; review of detailed Plans &
Specifications generated either by city sponsored projects or by private developers.
A new responsibility of this Program will be to administer the new Grading and Excavation Ordinance
passed by the Board of Directors in 1991.
Funding for the program is expected to keep pace with the demands through the payment of Management
Fees by the other Departments of the City.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 3.40 3.50 3.40 2.90
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Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993 '
Personnel Services $ 123,413 $ 109,280 $ 94,905 $ 99,277
Materials and Supplies 1,145 4,200 3,310 .3,485
Services and Charges 49,925 110,551 108,121 58,754
Maintenance 237 . 1,950 1,875 1,500
Capital 0 7,800 7,800 15,871 ,
Depreciation 10,986 12,500 12,500 9,967
$ 185,707 $ 246,281 $ 228,511 $ 188,854
Program Resources
Management Fund $ 185,707 $ 246,281 $ 228,511 $ 188,854 '
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Public Works Department
City Engineer Division
Operations and Administration Program
' Program Objectives
1. To direct and aid in the acquisition of engineering consultants for the purpose of preparing
detailed plans and specifications for the Capital Improvements Projects.
' 2. To direct and aid in the management of engineering and construction projects.
3. To review and approve plans and specifications submitted by private developers.
4. To support the Planning Division of Planning Management by preparing Planning Commission
' reports and recommendations on subdivisions, lot splits, and large scale developments.
5. To respond to questions and requests by the general public.
6. To maintain and upgrade the City's water, sewer, and street atlas sheets.
7. To be the City's primary enforcement agency for the excavation and drainage ordinance.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. Subdivision Plans and Specifications
submitted for approval. 17 35 26 30
' 2. Preparation of large scale developments. lot splits, and subdivisions reports. 96 85 95 95 —
3. Construction and Engineering Projects 36 — —
4. Grading and Excavation Applications
'
submitted for approval. 13 125 40 60
5. As —Built plans submitted.
6. Preparation of Agenda Items for Board. 20 20 36 40
Workload _
1. Subdivisions, large scale developments,
' and lot splits reviewed for P/C. 96 85 95 95
2. Subdivision plans and specifications
reviewed for private developments. 17 30 26 30
' 3. Engineering and construction contracts administered. — 36 — —
4. Agenda Items prepared. 20 20 36 40
' 5. Grading plans submitted for approval. 13 125 40 60
Productivity
1. Subdivision, large scale developments, 96 85 95 95
' and lot split reports completed.
2. Subdivision plans and specs reviewed. 17 30 26 30
3. Eng. & Const. contracts administered — 36 — —
' 4. Grading Plans implemented. 13 125 40 60
Effectiveness
1. Staff recommendations adopted by P/C 95% 95% 95% 95%
2. Staff recommendations adopted by B of D 95% 95% 100% 100%
3. Grading Plans implemented successfully 100% 100% 95% 100%
' 4. RFQ's completed on schedule 100% 100% 90% 100%
5. Engineering and construction contracts 100% 100% 90% 100%
administered successfully.
206
'Public Works Department
City Engineer Division
Right of Way Acquisition
Fund 9710 — Management
Division 2230
Program Description:
Acquisition of rights of way and properties for the City of Fayetteville as requested by other City
Departments, and the maintenance of property and right of way records. ,
Program Analysis:
The primary duties of the staff are to respond to other departments and personnel within the City, to
research existing and proposed city owned properties, and to negotiate and handle the purchase/sale of new
rights of way and properties. It is also the responsibility of the staff to maintain accurate records of the
properties and rights of ways owned by the City.
It is anticipated that the increase in construction activities funded by the sale of water and sewer revenue
bonds will increase the work load in this area considerably in 1992. Also, work has begun on acquisition of
right of way for the 36" water line project. Additional personnel will be required in 1992 to keep up with all
of the acquisition needs of the City. New personnel will be charged to the various capital projects included in
the CIP.
Program Staff
Permanent Positions
Actual
1991
2.70
Budgeted
1992
2.70
Estimated
1992
2.70
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1993
2.70
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services S 25,418 $ 24,865 $ 25,727 $ 27,375
Materials and Supplies 4,574 2,468 2,343 1,990
Services and Charges 10,217 13,301 12,475 18,747
Maintenance 288 1,700 950 950
Capital 0 5,300 4,640 0
Depreciation 0 650 650 1,116
$ 40,497 $ 48,284 $ 46.785 $ 50,178
Program Resources
Management Fund $ 40,497 S 48,284 $ 46,785 $ 50,178
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Public Works Department
City Engineer Division
Right of Way Acquisition
Program Objectives
1. To respond to requests for property research within two weeks of the time of request.
2. To negotiate and manage contracts for appraisal services for 100% of City acquisitions.
3. To acquire the water, sewer, street, and drainage easements necessary for City construction
projects.
4. To acquire property as required for various other projects.
Performance Measures
Demands
1. Water, sewer, streets, and drainage
easement to be acquired in connection
with City construction projects.
2. Research and acquisition of land and
property related to other city projects.
3. Management of contracts relating to
appraisal services.
Workload
1. Street, water, sewer, and drainage
easements obtained.
2. Property sales and purchases
Productivity
1. Cost per street easement
2. Cost per water/sewer easement
3. Cost per property sale/purchase
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
20
550
220
350
111
20
61
75
30
10
46
35
131
550
220
350
19
20
6
10
330
150
320
140
330
150
320
140
300
200
200
500
Effectiveness _
1. Water, sewer, street, and drainage
easements successfully negotiated. 95% 98% 98% 98%
2. Sales/Purchases successfully completed 100% 100% 100% 100%
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• Public Works Department
City Engineer Division
Public Construction Program
Fund 9710 — Management
Division 2240
Program Description:
To provide construction management, including inspection of construction and materials, to ensure optimum
quality for all public and private projects.that are under the jurisdiction of the City Engineer. Also to track all
of the Capital Improvement Projects for which the Engineering Division has responsibility.
Program Analysis:
Performs professional, sub —professional, and technical engineering work in the management of construction
contract for City projects and projects generated by private development.The proposed five—year capital
improvement program financed by a City Sales Tax and by Water and Sewer Revenue Bonds is expected to
increase the workload of this program for the years 1992 through 1996. Funding for the program will be
provided through increased Management Fees.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 2.00
3.00
3.00
3.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 68,066
$ 105,811
$ 87,250
$ 109,261
Materials and Supplies
1,066
1,827
1,427
750
Services and Charges
14,958
32,303
23,173
28,892
Maintenance
927
1,180
1,180
1,394
Capital
5,467
2,179
1,500
0
Depreciation
729
300
• 300
1,594
$ 91,213
$ 143,600
$ 114.830
$ 141,891
Program Resources
Management Fund
$ 91,213
$ 143,600
$ 114,830
$ 141,891
P.
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Public Works Department
City Engineer Division
Public Construction Program
• Program Objectives
• 1. To conduct comprehensive inspections and testings on 100% Public and private construction
projects and improvements that fall under the jurisdiction of the City Engineer.
2. To work with contractors to ensure that all laws and regulations involved with specific
construction are followed completely on 100% of projects.
3. To regularly monitor the projects and ensure quality work by means of monitoring testing
procedures as required
4. To ensure effective communication between the City, developer, and the contractor.
5. To ensure accurate record keeping on all projects.
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Performance Measures
Actual
Budgeted
Estimated Bu. d
1991
1992
1992 _ _
Demand
1. Private development construction
projects requiring inspection services. 25
30
35
2. City construction projects
requiring inspections.
22
30
15
Workload
1. Number of projects requiring inspection:
a) Development projects
b) City projects
Productivity
1. Number of projects inspected periodically:
a) Development protects
b) City projects
25 30 35
7 30 15
25
30
35
15
17
30
15
30
Effectiveness __
1. Number of projects passing all required
tests and accepted for service by the City:
a) Development projects 100% 100% 100% 00%
b) CityProjects 100% 100% 100% 100%
1 210
•
Public Works Department
Street Division
Street Operations & Administration Program
?und 2100- Street
1;livision 4100
P gram Description
Tow plan and administer the Street Division activities in a cost effective and efficient manner. To insure
maintenance dollars expended give the maximum benefit to the citizens of Fayetteville in all areas, either in
Street Maintenance, Drainage Maintenance, or Maintenance of Street Rights —of —Way.
P3 gram Analysis
T'. duties of the Street Operations & Administration program Are to supervise and manage the Street
P- $7on in a manner consistent with the stated goals of the Mayor and City Council. These duties include:
:r ising 21 employees, managing four programs, and administering a $1,794,223 maintenance budget.
Tlt p oam monitors all budgeted maintenance projects; plans and schedules 35 maintenance activities to
e.. -e proper timely completion. Receives, inspects, and schedules work on approximately 875 citizens
sex. ;e requests. Provides training in maintenance techniques and safety practices for all street division
pen- miel. Continues to gather facility inventories and plan maintenance activities for the future.
Actual
Budgeted
Estimated
Budgeted
Prod+ram Staff
1991
1992
1992
1993
Pere;anent Positions
3.00
3.00
3.00
3.00
Actual
Budgeted
Estimated
Budgeted
Prograim Expenditures
1991
1992
1992
1993
Personnel Services
$ 63,734
S 54,494
$ 52,402
$ 135,634
Materials and Supplies
5,491
7,264
7,194
7,595
Services; and Charges
319,886
378,102
372,293
372,966
Maintenance
4,653
6,150
5,995
5,779
Capital
0
0
0
3,850
S 393,764
$ 446,010
$ 437,884
$ 525,824
Prolra.'.m Resources
Street 1;urad
$ 393,764
$ 446,010
$ 437,884
$ 525,824
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Public Works Department
Street Division
Street Operations & Administration Program
' Program Objectives
1. To administer the Street Division in an efficient and effective manner, operating toward yearly
goals, and being prepared to respond to emergency situations as required.
' 2. To respond, inspect, and schedule, over 875 citizen service requests.
3. To schedule and supervise, by 14 geographical areas, regular street maintenance based on
current street evaluations.
4. To schedule and supervise bridge and drainage inspection and maintenance activities.
5. To schedule and supervise Right of Way Maintenance activities.
6. To keep the Board of Directors and upper management better informed through accurate
regular reports.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. Emergency calls 0 0 100 125
2. Employees supervised 21 21 21 21
3. Reports prepared 60 60 60 60
4. Program budgets administered 4 4 4 4
5. Meetings to attend 52 52 52 52
.6. Service requests to inspect 600 ti00 675 875
' 7. CIP projects to manage 87 ts7 87 0
8. New streets to add to inventory 0 0 110 150
' Workload _
1. Number of crew meetings 52 52 52 52
2. Reportsprepared 60 60 60 60
'• 3. Hours spent supervising crews 80 80 80 80
4. Service requests to schedule 600 600 675 875
5. Street evaluations entered 2,080 2,080 2,187 2,297
' 6. New streets to evaluate 0 0 110 150
Productivity
1. Hours spent in crew meetings 60 60 60 60
'
2. Hours spent preparing reports 240 240 240 240
3. Hours spent supervising 780 780 780 780
4. Hours spent managing requests 900 900 1,020 1,200
' 5. Hours spent evaluating new street 0 0 55 0
Effectiveness
1. Number of personal injuries 0 0 0 0
2. % of Emergency calls resolved in less
than 8 hours 0 0 100% 100%
' 3. % of citizens requests inspected within
2 days 0 0 75% 85%
4. % of new streets added to inventory 0 0 99% 100%
' 212
Public Works Department '
Street Division
Right of Way Maintenance Program
Fund 2100 — Street
Division 4110
Program Description
To provide for attractive and safe rights —of —way with maintenance in areas not maintained by others, to
provide assistance to citizens in extreme conditions, and to provide for emergency right of way clean—up and
maintenance.
Program Analyisis
This program provides the manpower and equipment to maintain rights —of —way along city property, on
traffic islands, and any other areas not required to be maintained by property owners. The intent of this
program is to provide maintenance in emergency situations and where it is not possible for citizens to mow,
trim, and clean, on rights —of —way adjacent to their property.
It will be necessary for the citizens of Fayetteville to assist in the effort to maintain street rights —of —way in
an acceptable condition. A greater effort must be made by the citizens to maintain their property (as
required by ordinance).
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 2.75 3.70 3.70 5.60
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 0 $ 0 $ 0 $ 108,785 ,
Materials and Supplies 2,784 3,265 3,265 3,615
Services and Charges 106,645 159,880 128,520 41,743
Maintenance 1,127 900 900 4,631
$ 110,556 $ 164,045 $ 132,685 $ 158,774
Program Resources
Street Fund $ 110,556 $ 164,045 $ 132,685 $ 158,774 '
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Public Works Department
Street Division
Right of Way Maintenance Program
' Program Objectives
I. To provide emergency cleanup in street rights— of —way in response to storms or other extreme
situations.
2. To mow along required rights —of —way eight times a year.
3. To trim around traffic islands and city maintained rights —of —way.
II
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Performance Measures
Actual
1991
Demand
Budgeted
1992
Estimated Budgeted
1992 1993
1. Lane miles of right—of—way 240 240 242 245
(425 miles Total)
2. Other mowing —Trimming Hrs) 1.000 1.000 3,500 3,700
3. R/W spraying (Gallons) 0 0 0 0
4. Cleaning R/W (Hours) 2.520 2,520 2,520 2,520
5. Other R.'W Maintenance (Hrs) 100 100 100 100
• Workload
1. Lane miles of R/W mowing 1,920 1.920 1,936 1.960
2. Hours of other mowing 1.000 1.000 3,500 3,700
3. Gallons of spraying 0 0 0 0
4. Hours n1 L.eaning R/W 2.520 2.520 2,520 2,520
5. Hours of other R/W Maint 100 100 100 100
Productivity
1. Miles mowed per day
2. Crew hours per day trimming
3. Gallons sprayed per day
4. Crew hours per day cleaning
Effectiveness
1. % of lane miles mowed
2. % of other mowing completed
40
40
40
40
32
32
32
32
0
0
0
50
40
40
32
32
0%
0%
90°1c
95%
0%
0%
90%
95%
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214
Public Works Department
Street Division
Street Maintenance Program
Fund 2100 — Street
Division 4120
Program Description
To maintain the public streets of Fayetteville in the best possible condition, free from defects and safety
hazards. To provide the most cost effective maintenance techniques for asphalt and concrete streets.
Program Analysis
This program provides the manpower and equipment needed to maintain the 213 miles of asphalt, concrete,
chip seal, and gravel streets in the city limits of Fayetteville. Services planned include approximately 25,000
sq.yd. of sub —base repair, 20,000 sq. yd. of asphalt surface repair, 462 tons of asphalt patching, 315,000 feet
of crack sealing, 4,420 miles of street sweeping, and continuing street inventory and condition rating.
Also, included in this program is snow and ice removal. During the winter months, personnel are scheduled
24 hours per day, as needed, to insure the safest possible conditions for travel.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 13.10
11.35
11.35
10.25
Actual•
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 0
$ 0
$ 0
$ 258,555
Materials and Supplies
137,841
165,659
105,937
172,550
Services and Charges
989,426
1,123,443
1,098,443
439,333
Maintenance
0
0
0
44,402
Capital
0
0
0
7,000
$ 1,127,267
$ 1,289,102
$ 1,204,380
$ 921,840
Program Resources -
Street Fund
$ 1,127,267
$ 1,289,102
$ 1,204,380
$ 921,840
215
Public Works Department
Street Division
Street Maintenance Program
' Program Objectives
1. To inspect/rate all 2,187 street sections.
2. To perform maintenance on all gravel streets four times per Year.
' 3. To sweep curbed asphalt and concrete streets once per month.
4. To perform maintenance on 20% of the streets in Fayetteville.
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Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
' 1. Street sections 2,044 2,044 2,187 2,200
2. Lane miles of curb & gutter sts. 230 230 240 240
3. Lane miles of asphalt streets 345 345 340 363
4. Lane miles of concrete streets 36 36 36 31
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5. Unpaved miles of gravel streets 28 28 28 8
6. Miles of chip seal streets 0 0 9 9
7. Feet of cracks to seal 0 0 700,000 700.000
' Workload __
1. Street sections to inspect/rate 2.044 2.044 2,187 2.200
' 2. Sq. yards of asphalt overlay 0 0 6,000 180,000
3. Tons of patching 462 462 230 230
4. Lane miles of sweeping 4.420 4.420 2,880 2.880
' 5. Feet of crack sealing 315.000 315,000 100,000 100,000
Productivity _ _
1. Street sections rated day 0 0 110 110
2. Sq. yd. of asphalt overlay/day 0 0 3,000 4,000
3. Tons of patching/day 3 3 3 3
4. Sq. yd. of base repair/day 450 450 250 250
I5. Miles swept/day 22 22 32 32
6. Feet crack sealing/day 2,500 2,500 2,500 2,500
' Effectiveness
1. % of street sections rated 0% 0% 100% 100%
2. % tons of asphalt in potholes 0% 0% 100% 100%
' 3. % of asphalt streets overlaid 0% 0% 0% 0%
4. % of lane miles swept 0% 0% 90% 95%
5. % of cracks sealed (feet) 0% 0% 5% 14%
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216
Public Works Department
Street Division
Drainage Maintenance Program
Fund 2100 — Street
Division 4130
Program Description
To ensure drainage systems on public rights —of —way and improved drainage systems accepted by the City
are free of uncontrolled growth and blockages.
Program Analysis
This program provides the manpower and equipment needed to keep the water flowing through our ditches,
bridges and drain tiles. Service provided includes cleaning and shaping 65,610 feet of drainage ditches.
Removing silt and debris from 700 drop inlets. Cleaning and minor maintenance of driveway tiles in
response to citizens' requests. This maintenance is restricted to street rights —of —way and drainage
easements only.
I Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 6.15 4.95 4.95 5.15 '
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993 t
Personnel Services $ 0 $ 0 $ 0 $ 128,744
Materials and Supplies 19;824 22,201 22,201 22,600
Services and Charges 267,238 262,605 242,211 134,028
Maintenance 0 0 0 21,776
Capital 0 350 330 900
$ 287,062 $ 285,156 $ 264,742 $ 308,048
Program Resources
Street Fund $ 287,062 $ 285,156 $ 264,742 $ 308,048
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Public Works Department
Street Division
Drainage Maintenance Program
Program Objectives
1. To clean and reshape 7% of drainage ditches to provide needed drainage capacity.
2. To clean 10% of drop inlets to prevent flooding.
3. To inspect and clean all 109 bridges once per year to reduce flooding incidents.
' Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. Bridges (each) 109 109 109 109
2. Drainage structures (each) 7,000 7,000 7,000 7,000
3. Drain tiles (feet) 65,000 65,000 65,000 65,000
4. Drainage ditches (feet) 729,000 729,000 729,000 729,000
H
Workload
1.
Bridges cleaned
109
109
109
109
2.
Drainage structures cleaned
700
700
700
700
3.
Feet drain tile cleaned
650
650
650
650
4.
Feet ditches cleaned
65,610
65,610
51,030
51,030
Productivit
II. Bridges cleaned/day 1 1 1 1
2. Drainage struct. cleaned%day 9 9 9 9
3. Feet tile cleaned/day 50 50 50 50
' 4. Feet ditches cleaned/day 450 450 450 450
Effectiveness
' 1. % of bridges inspected/cleaned 0% 0% 100% 100%
2. % of drainage structures cleaned 0% 0% 0% 10%
3 % of drain tiles cleaned 0% 0% 1% 1%
4. % of ditches cleaned 0% 0% 7% 7%
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Public Works Department
Street Division
Street Construction Program
Fund 2100 — Street
Division 5500
Program Description
Street Construction Program captures the cost, for the City, associated with upgrading, constructing or
reconstructing City streets utilizing Street Fund funds. Performance measures are not applicable for a
capital program.
Program Staff
Permanent Positions
Actual
1991
0.00
Budgeted
1992
0.00
Estimated
. nnn
0.00
Budgeted
1993
0.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Services and Charges $ 98,223 $ 212,967 $ 178,884 $ .0
$ 98,223 $ 212,967 $ 178,884 $ 0
Program Resources
Street Fund $ 98,223 $ 212,967 $ 178,884 $
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219
Public Works Department
Street Division
Construction of Drainage Structures Program
Fund 2100 — Street
Division 5520
Program Description
Construction of Drainage Structures Program captures the cost, for the City, associated with upgrading,
constructing or reconstructing City bridges. culverts and other drainage structures utilizing Street Fund
funds. Performance measures arc not applicable for a capital program.
Program Staff
Permanent Positions
Actual Budgeted
1991 1992
0.00 0.00
Estimated
1992
0.00
Budgeted
. ft' -
0.0
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
__ 1991
1992
1992
1993
Services and Charges
$ 51,800
$ 24,786
$ 24,786
$ 0
Capital
7,514
0
0
0
S _ 59,314
$ 24_786
S 24,786
$ 0
Program Resources
Street Fund
$ 59,314
S 24,786
$ 24,786
$ _ __. 0
220
Public Works Department
Water Supply Division
Water Purchased Program
Fund 5400 — Water & Sewer
Division 3800
Program Description
Water Purchases Program captures the cost to the City for water purchases made from Beaver Water District
in accordance with the water supply agreement between the City and Beaver Water District. Performance
measures are not applicable to this program.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 0.00
0.00
0.00
0.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Services and Charges
$ 3,743,073
$ 4,365,500
$ 4,155,975
$ 4,485,000
Depreciation
67,352
70,000
70,000
67,351
$ 3,810,425
$ 4,435,500
$ 4,225,975
$ 4,552,351
Program Resources
Water & Sewer Fund
$ 3,810,425
$ 4,435,500
$ 4,225,975
$ 4,552,351
221
Public Works Department
Transmission & Distribution Division
Water Administration Program
Fund — 5400 Water & Sewer
Division 4000
Program Description:
To manage the day—to—day operations of the Water Maintenance Division of the City of Fayetteville. To
maintain the water distribution systems for the Cities of Fayetteville, Farmington Greenland, and the Growth
Areas surrounding these communities.
Program Analysis:
Management of the operations and maintenance of the water distribution system to supply water service to
20,000 customers on a 24 hour basis, 365 days per year. Managing the planning and scheduling of daily
maintenance activities of 365 miles of water distribution system, 20,000 service connections,' water valves, fire
hydrants, water pump stations and water storage tanks. Assist in the planning for future water demands.
To assure that the water distribution system meets all Federal and State Health Regulations.
Actual
Budgeted
Estimated
Budgeted
Program Staff
1991
1992
1992
1993
Permanent Positions
4.24
5.24
5.24
5.50
I
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services $
10,235
$ 5,800
$ 5,800
$ 263,167
Materials and Supplies
15,345
32,360
23,025
19,950
Services and Charges
2,070,364
2,249,741
2,195,779
2,082,765
Maintenance
8,860
13,152
9,916
7,716
Depreciation
17,186
16,650
16,650
1,374
$
S 2,374,972
2,121,990
$ 2,317,703
$ 2,251,170
Program Resources
Water & Sewer Fund $ 2,121,990 $ 2,317,703 $ 2,251,170 $ 2,374,972
223
Public Works Department
Transmission & Distribution Division
' Water Administration Program
Program Objectives
1. To promote safety to reduce accidents.
2. To train employees so that they continue to be responsive to the customer's needs.
3. Train employees in the care and use of equipment to prolong the life of equipment and produce
' quality work.
4. To continue to fine tune construction methods to insure efficient, cost effective, work and a safe
working environment.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. # of equipment units 17 17 17 17
2. # of personnel 17 17 17 18.5
3. # of inventory units 800 800 800 800
Workload
1. # of equipment units managed 17 17 17 17
2. #E of personnel managed 17 17 17 18.5
3. S of inventory maintained $ 300,000 $ 300,000 $ 300.000 $ 300,000
Productivity
' 1. O&M cost per customer $ 47.32 $47.32 $ 142.21 $ 142.21
excluding CIP Projects
2. Administrative cost per customer. $44.77 $ 44.37 S 119.00 $ 119.00
' Effectiveness
1. Percent of water standard variances met 100% 100% 92% 100%
' 2. Amount of employee turnover 1 1 1 0
3. Variance of annual inventory 1% 1% .002 1%
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224
Public Works Department
Transmission & Distribution Division
Water Distribution Maintenance Program
Fund 5400 — Water & Sewer
Division 4310
Program Description:
Water distribution systems are made up of the pipe, valves, service lines, meters, and fire hydrants. Treated
water is moved from the treatment plant to the homes, offices, and industries that consume the water. Two
important requirements of the distribution system are that it supplies each user with a sufficient volume of
water at adequate pressure, and that it maintains the quality of potable water that is safe to drink and
desirable to use.
Program Analysis:
The maintenance of the water distribution system will require repairs and replacement of materials ( pipes,
valves, meters, connections, and fire hydrants ) that become broken or worn with materials that are AWWA
approved. Water samples (772 per year ) are to be taken from various locations around the City and tested
by the State Health Dept. With the additional sampling that is now required by the EPA, it may be necessary
to add personnel in 1994 to assist in this activity. We will be monitoring the manhours needed for water
sampling in 1993 to determine if additional personnel will be needed. At this time, the City of Fayetteville's
water distribution system supplies water to approximately 20,000 customers within the city.
Program Staff
Permanent Positions
Actual
1991
7.88
Budgeted
1992
7.48
Estimated
1992
7.48
Budgeted
1993
10.10
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Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services S 0 $ 4,800 $ 0 $ 222,060
Materials and Supplies 67,533 82,103 82,103 85,000
Services and Charges 377,503 387,032 367,113 133,947
Maintenance 0 3,000 1,000 11,151
Capital 0 0 0 6,000
Depreciation - 380,613 438,800 438,800 617,311
$ 825,649 $ 915,735 S 889,016 $ .1,075,469 ,
Program Resources
Water & Sewer Fund $ 825,649 $ 915,735 $ 889,016 $ 1,075,469
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Public Works Department
Transmission & Distribution Division
Water Distribution Maintenance Program
' Program Objectives:
To supply potable water to the City of Fayetteville that is safe to drink and desirable to use. To
maintain the system by making emergency and non —emergency repairs as effectively and efficiently
as possible to minimize customer interruptions. To identify problem areas to be evaluated for
replacement. To reference valves by location and record fire hydrant pressure Inspect and maintain
all valves & fire hydrants.
Performance Measures
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1. Water main repairs 367 367 367 357
' 2. Water samples per month 52 52 62 64
3. Valves inspected 798 798 : 798 878
4. Fire Hydrants maintained 261 261 $ 261 358
1
Productivity
1. Water main repair ( ADP) 2 @18.67 2 @18.67 2 @ 18.67 2 @ 18.67
' 3. Water samples (ADP) 26 @ .031 26 @031 30 @ .031 24 @ .047
4. Valve inspection ( ADP ) 19 @ .94 19 @ .94 19.@.94 20 @ .94
5. Fire Hydrant Maint. ( ADP ) 17.0@2.13 17.0@2.13 17.0@2.13 13 @ 1.25
' Effectiveness
1. Water main repair percent +/— 10% +/— 10% + 10% +1— 10%
above/below standard
2. Water sampling percent +/— 10% +1— 10% + 10% +/— 10%
above/below standard
3. Valve inspection percent +/— 10% +/— 10% +/-10% + 5%
' above/below standard
4. Fire Hydrant Maint. percent +I— 10% +/— 10% +/-10% +I— 10%
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Demand
1.
Miles of water main
310
310
310
310
2.
Water samples required
627
627
741
772
3.
Number of valves
3990
3990
3990
3990
4.
Number of Fire Hydrants
1045
1045
1045
1060
Workload
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' 226
Public Works Department
Transmission & Distribution Division
Water Storage & Pump Maintenance Program
Fund 5400 — Water & Sewer
Division 4330
Program Description:
Storage is an essential part of any water system. It is becoming increasingly important as continued growth,
expanding service areas, and additional uses increase the demand of water. Pumping facilities are required
wherever gravity cannot be used to supply water to the distribution system under sufficient pressure to meet
all service demands. Where pumping is necessary, it accounts for most of the energy consumed in water
supply operations.
Program Analysis:
Operation of storage facilities on a day—to—day basis is ususally a matter of monitoring automated systems.
Regular maintenance and inspection are required to ensure that facilities remain in efficient and sanitary
operational condition and to provide for maximum service life. A well—defined schedule of inspection and
maintenance is necessary to ensure long and reliable pump service and to preserve warranty rights on new
units. It is important to maintain complete records of inspections and any service performed. Along with
equipment inspections and maintenance, grounds keeping and maintenance is required at all storage,
pumping and dam sites.
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Actual Budgeted Estimated ' Budgeted
Program Staff 1991 1992 1992 1993 1
Permanent Positions 0.94 0.82 0.82 2.02
Actual Budgeted Estimated Budgeted 1
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 0 $ 0 $ 0 $ 82,292 1
Materials and Supplies 9,297 17,450 5,874 5,000
Services and Charges 63,984 60,881 47,597 34,201
Maintenance 0 0 0 1,351
Depreciation 26,788 27,600 27,600 26,411
S 100,069 $ 105,931 $ 81.071 $ 149,255
Program Resources
Water & Sewer Fund $ 100,069 $ 105,931 $ 81.071 S 149,255 1
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Public Works Department
Transmission & Distribution Division
Water Storage & Pump Maintenance Program
Program Objectives:
To maintain grounds, beacon lights, altitude valves, ladders, and safety cages for 8 water storage
tanks. Daily inspections and maintenance of 5 water pumps stations. To maintain the stability and
appearance of 2 dams, one located on Lake Fayetteville and the other on Lake Sequoyah.
' Demand
1.
Tanks maintained
2.
Water pumps maintained
3.
Dams maintained
'•
4.
Pump Stations
Workload
1. Tank Maint. Repairs
2. #t of times Dams Monitored
' 3. #t of pump station inspections
4. 0 of Mech./Elec. Repairs (ADP)
Productivity _
1. Tank maintenance (ADP)
2. Water pump inspection (ADP)
3. Dam maintenance ( ADP)
4. Mech./Elec. Repairs
Effectiveness
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
8
8
8
8
11
11
11
12
2
2
2
3
5
5
5
6
64
64
64
64
56
56
56
25
1352
1352
1352
1612
20
20
20
32
16.@1.0
16.@1.0
16.@1.0
16.@1.0
26. @
.62
26. @ .62
21. @59
26.
@ .62
16.@1.0
16.@1.0
16.@1.
16.@1.0
5.0@1.60
5.0@1.60
5.0@1.6
5.0@1.6
II. Tank maintenance percent +1— 10% +/— 10% +1-10% +1— 10%
above/below standard
2. Water pump inspection percent +1— 10% +1— 10% + 10% +/— 10%
above/below standard
3. Dam maintenance percent +1— 10% +1— 10% +/-10% +1— 10%
above/below standard
4. Mech./Elec. Repairs +1— 10% +1— 10% +/-10% +/— 10%
11
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228
Public Works Department
Transmission & Distribution Division
Growth Area Mains Maintenance Program
Fund 5400 — Water & Sewer
Division 4380
Program Description:
To provide water service to the customers in the Growth Areas that is safe to drink and desirable to use,
with minimal interruptions, in efficient and cost effective manner.
Program Analysis:
The maintenance of the water distribution system will require repairs and replacement of materials ( pipes,
valves, meters, connections, and fire hydrants) that become broken or worn Water samples are to be taken
from various locations throughout the Growth Area and tested by the State Health Dept. on a monthly basis.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 0.27
0.44
0.44
0.44
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 0
$ 0
$ 0
$ 16,032
Materials and Supplies
1,659
5,500
2,010
2,000
Services and Charges
13,634
13,622
13,622
6,383
Maintenance
0
0
0
530
Depreciation
12,082
12,475
12,475
12,082
•
$ 27,375
$ 31,597
$ 28,107
$ 37,027
Program Resources
Water & Sewer Fund $ 27,375 $ 31,597 $ 28,107 $ 37,027
229
Public Works Department
Transmission & Distribution Division
Growth Area Mains Maintenance Program
Program Objectives:
To make emergency and non —emergency repairs as effectively and efficiently as possible to
minimize customer interruptions. To provide safe potable water that is safe to drink and desirable to
use.
Performance Measures
Demand
1. Miles of water main
2. Samples required
Workload
1. Water main repairs
2. Samples per month
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
60
60
60
60
36
36
36
40
14
14
14
14
3
3
3
33
Productivity _
1. Water main repairs (ADP) 2 @ 18.67 2 @ 18.67 2 @ 18.67 1.9 @ 17
2. Water samples (ADP) 26 @ .31 26 @ .31 26 @ .31 24.92@.47
Effectiveness
1. Water main repairs above/below standard +1— 10% +1- 10% - 5% +/- 10%
2. Water sample percent abovelbelow standard +1— 10% +1- 10% i-/ - 10% +1- 10%
230
Public Works Department
Transmission & Distribution Division
Maintenance of Farmington & Greenland Program
Fund 5400 — Water & Sewer
Division 4390
Program Description:
To provide water service to the customers in the Cities of Farmington and Greenland that is safe to drink
and desirable to use with minimal interruptions, in an efficient and cost effective manner.
Program Analysis:
The maintenance of the water distribution system will require repairs and replacement of materials ( pipes,
valves, meters, connections, and fire hydrants ) that become broken or worn. Water samples are to be taken
from various locations throughout the Cities of Farmington and Greenland and tested by the State Health
Dept. on a monthly basis.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 0.27
0.44
0.44
0.44
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 0
$ 0
$ 0
$ 16,032
Materials and Supplies
4,282
5,500
4,282
1,500
Services and Charges
13,933
15,873
13,873
7,203
Maintenance
0
0
0
530
$ 18,215
$ 21,373
$ 18,155
$ 25,265
Program Resources
Water & Sewer Fund $ 18,215 $ 21,373 $ 18,155 $ 25,265
231 '
Public Works Department
Transmission & Distribution Division
Maintenance of Farmington & Greenland Program
Program Objectives:
To make emergency and non —emergency repairs as effectively and efficiently as passible to
minimize customer interruptions. To provide safe potable water that is safe to drink and desirable to
use.
Performance Measures
Actual Budgeted
1991 1992
Demand
1. Miles of water main
2. Samples required
Workload
1. Water main repairs
2. Samples per month
Productivity
1. Water main repairs (ADP)
2. Water samples (ADP)
Effectiveness
1. Water main repairs above/below standard
2. Water sample percent above/below standard
25
25
72
72
14
14
6.00
6.00
2@ 18.67
26@ .31
+; — 10%
+;- 10%
2 @ 18.67
26@.31
+; - 10%
+;- 10%
Estimated
1992
25
72
14
6.00
2 @ 18.67
26@31
+1- 10%
+1- 10%
Budgeted
25
80
14
6.60
1.9@17
24.92 @.47
+/- 10%
+/- 10%
Public Works Department
Sewer Maintenance & Collection Division
Sewer Administration Program
Fund 5400 — Water & Sewer
Division 4010
Program Description:
To manage the general operations and maintenance of the sewer collection system of the City of Fayetteville,
and Farmington, and Greenland. Also to act as liaison between Federal, State, and Local regulatory
agencies, contract services, vendors and consulting engineering firms involved with sewer system projects.
Promote safety, morale, and cost effective work procedures to all employees within the Sewer Division.
Supply personnel with the training, tools, and equipment to effectively complete the day—to—day work
activities.
Program Analysis:
The management of the Sewer Operations and Maintenance,will supply and maintain service to the
customers on a 24 hr. basis, 7 days a week, 365 days a year. Management will also strive to improve efficient
service with limited interruptions to the 20,000 customers. Planning, scheduling, and developing proper work
procedures to effectively maintain and rehabilitate 304 miles of sewer mains and 6,750 manholes.
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Actual Budgeted Estimated Budgeted '
Program Staff 1991 1992 1992 1993
Permanent Positions 1.00 1.00 1.00 1.50
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 0
S 0
S 0
$ 46,013
Materials and Supplies
15,823
15,370
14,720
17,750
Services and Charges
1,241,190
995,819
992,628
934,031
Maintenance
9,858
17,818
12,011
13,228
Depreciation
17,304
16,650
16,650
854
$ 1,284,175
$ 1,011,876
$ 1,045,657
$ 1,036,009
Program Resources
Water & Sewer Fund $ 1,284,175 $ 1,045,657 $ 1,036,009 $ 1,011,876
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Public Works Department
t• Sewer Maintenance & Collection Division
Sewer Administration Program
' Program Objectives:
1. To reduce the number of on the job accidents.
' 2. To insure that all equipment is kept clean and well maintained to prolong it's life and insure
personnel safety.
3. To meet 100% of variance requirements on all sewer standards.
' 4. To insure that downtime on each piece of equipment does not exceed 150 hrs.
5. To continue fine tuning construction methods to insure efficient, cost effective work and a safe
working environment.
6. To promote safety, morale, and good work habits to all employees.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 _1993
' Demand
1. Number of Equipment 15 15 15 13
2. Number of Personnel 13 13 13 13.5
3. Number of Meetings 312 312 312 312
4. Number of Reports 260 260 260 260
Workload
' 1. Number of Equipment 15 15 15 13
Operated
2. Number of Personnel 13 13 13 13.5
' Managed
Productivity
' 1. Cost of Sewer Admin. 4010 $ 1,284,175 $ 1,045,657 $ 1,036,009 $1,011,876
2. Cost of Sewer Maint. 4410 $ 1,458.889 $ 1,127,378 $ 995,730 $ 1,165,040
3. Cost of Sewer Maint.F/G 4440 $ 11,059 $ 13,954 $ 8,535 $ 13.542
Effectiveness
1. Amount of employee turnover 0 0 1 1
' 2. # of equipment accidents 0 0 3 0
3. # of personnel accidents 0 0 3 0
4. Sewer Overflows reduced 300 300 150 150
S. % of Program Objectives met. 100% 100% 100% 100%
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234
Public Works Department
Sewer Maintenance & Collection Division
Sewer Main Maintenance Program
Fund 5400 — Water & Sewer
Division 4410
Program Description: 71
Sewer Maint. includes clearing blockages cleaning lines, inspections, (via TV equip.), and various types of
repairs to sewer fines and manholes. In 1993 the Sewer Division will be increasing its in—house sewer
rehabilitation efforts in the areas of manhole sealing, and sewer fine grouting. We will also continue our
efforts in preventive maintenance by the cleaning of the sewer collection system to reduce line blockages
and overflows.
Program Analysis:
There are 274 miles of sewer main within the wastewater collection system. The number of manholes total
6,261. In our efforts to reduce inflow and infiltration into the wastewater collection system we are exercising
preventive maintenance procedures to expand the life of the existing sewer system and reduce sewer
overflows . The preventive maintenance program includes sewer line cleaning by line washing, root cutting,
and cleaning the fines with bucket machines. Areas that have a history of root problems are scheduled for
cleaning every three months. This procedure helps in preventing problems before they occur.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993 '
Permanent Positions 12.82 14.00 14.00 11.82
1
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
Actual
1991
4,120 $
43,659
602,030
0
386,002
423,078
Budgeted
1992
1,500 $
38,424
653,454
0
2,000
432,000
Estimated
1992
37,924
523,806
0
2,000
432,000
Budgeted
1993
284,242
42,000
279,141
24,822
6,000
528,835
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$ 1,458,889 S 1,127,378 S 995,730 $ 1,165,040 ,
Program Resources
Water & Sewer Fund $ 1,458,889 $ 1,127,378 $ 995,730 $ 1,165,040
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Public Works Department
Sewer Maintenance & Collection Division
Sewer Main Maintenance Program
Program Objectives:
1. To complete 100% of sewer maintenance as per performance standard.
2. To maintain the preventive maintenance program to continue reducing sewer overflows.
3. Effectively analyze Sewer Flow Monitoring Data to determine the areas within the City that
should take priority over others. 33 sites will be monitored on a monthly basis.
4. To determine the most cost effective means of rehabilitation to the sewer collection system, via
TV camera inspections, smoke testing, and visually inspecting manholes.
5. Continue efforts with in—house sewer rehabilitation.
Performance Measures
Actual
1991
Demand
1. of Sewer Main 274
2. Number of Manholes 6,261
3. Sewer Flow Monitors 33
Workload
l.Sewer Calls 720 720
2.T.V. Inspections 25,000 ft 25,000 ft
3.Sewer Lines Cleaned 300,252 ft 300,252 ft
4.Sliplining Sewer Main 6,000 ft 6,000 ft
5 Sewer Flow Monitor Insp. 476 476
Budgeted Estimated
1992 1992
274
6,261
33
Productivit
].Sewer Calls(2 men)
4 @ 8hr
4 @ 8hr
5.5@ 8hr
4 @ Shr
2.T.V.inspect.(3 men)(2 5,50%)
700ft @ 8hr
700ft @ 8hr
660 @ 8
700 @ 8hr
3.Sewer Line Cleaned(2 men)
4,000 @ 8hr
4,000 @ 8hr
4.000 @ 8hr
4,000 @ Shr
4.Sliplining Sewer Main(6 men)
1251t @ Shr
125ft @ 8hr
125ft @ 8
125ft @8
5.Sewer Flow Monitor Insp.
4 @ 8hr
4 @ 8hr
4.9@ Shr
4@W
274
6,261
33
720
25,000 ft
300,252 ft
6,000 ft
476
Budgeted
1993
274
6,261
33
856
30,000 ft
369,000 ft
6,000 ft
476
Effectiveness
1.
Sewer Calls
100%
100%
100%
100%
2.
T.V,Inspections
100%
100%
90%
100%
3
Sewer Line Cleaning
100%
100%
100%
100%
4.
Sliplining Sewer Mains
100%
100%
100%
100%
5.
Sewer flow Monitor Insp.
100%
100%
100%
100%
236
Public Works Department
Sewer Maintenance & Collection Division
Maintenance of Farmington & Greenland Program
Fund 5400 — Water & Sewer
Division 4440
Program Description:
Sewer maintenance includes clearing blockages, cleaning lines, inspections, and various types of repairs to
sewer fines and sewer manholes. Miles of wastewater lines totals 28 miles. The total numbers of manholes is
489.
Program Analysis:
The maintenance of the sewer collection system in the Farmington and Greenland areas will require the
same program as that of the collection system in the incorporated boundaries of the City of Fayetteville.
Sewer maintenance in the Farmington and Greenland areas is done on an as needed basis. Sewer
rehabilitation has not been scheduled in the areas at this time.
Actual
Budgeted
Estimated
Budgeted
Program Staff
1991
1992
1992
1993
Permanent Positions
0.18
0.18
0.18
0.18
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 0
$ 0
$ 0
$ 6,263
Materials and Supplies
1,270
2,000
1,450
' 1,500
Services and Charges
9,789
11,954
7,085
5,536
Maintenance
0
0
0
243
$ 11,059
$ 13,954
$ 8,535
$ 13,542
Program Resources
Water & Sewer. Fund
$ 11,059 $ 13,954 $ 8,535 $ 13,542
237
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Public Works Department
'• Sewer Maintenance & Collection Division
Maintenance of Farmington & Greenland Program
Program Objectives:
1. To complete 100% of sewer maintenance as per performance standard.
2. To maintain the preventive maintenance as needed to continue reducing sewer overflows.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. Miles of Sewer Main 28 28 28 28
2. Number of Manholes 489 489 489 489
Workload
1. Problem and Emergency Calls 40 40 40 40
2. Sewer Mains Repairs 20 20 20 20
3. Manholes Repairs 10 10 10 10
Productivity _
' 1. SewerCalls(2men) 4@8hrs. 4@8hrs. 5.5@8hrs 4@8hrs.
2. SewersMain Repairs(3 men) 1.2 @ 8hrs 1.2 @ 8hrs 1.2 @ 8hrs 1.2 @ 8hrs
3. Manholes Repairs (3 men) 4.5@8hrs 4.5@8hrs 4.5@8hrs 4.5@8hrs
' Effectiveness
1. Sewer Calls 100% 100% 137% 100%
•' 2. Sewer Main Repairs 100% 100%a 100% 100% 3. Manholes Repairs 100% 100% 100% 100%
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Public Works Department
Wastewater Treatment Division
Pollution Control Plant Program
Fund 5400 — Water & Sewer
Division 5100
Program Description
Pollution Control Plant Program captures the cost of operating the City's wastewater treatment plant. The
City has contracted Operations International Management, Inc. to manage the facility for the City.
Performance measures are not applicable for this program.
Program Staff
Permanent Positions
Actual Budgeted
4,','. .,,'-
0.00 0.00
Estimated
1992
0.00
Budgeted
1993
0.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Services and Charges
$ 2,387,482 $
2,548,103
$ 2,446,557
$ 2,605,087
Capital
3,944
0
0
0
Depreciation
2,706,800
2,750,000
2,750,000
2,772,260
$ 5,098,226 $
5,298,103
$ 5,196,557
$ 5,377,347
Program Resources
Water & Sewer Fund
$ 5,098,226 $
5,298,103
$ 5,196,557
$ 5,377,347
239
Public Works Department
Transmission & Distribution Division
Capital Water Mains Program
Fund 5400 — Water & Sewer
Division 5600
Program Description
Capital Water Mains Program captures the cost, for the City, associated with construction of improvements
to the water transmission system which would include major water lines, storage tanks. interconnecting
piping systems, and support facilities. Performance measures are not applicable for a capital program.
' Program Staff
Permanent Positions
II
Actual Budgeted
,M. ,M1
000 0.00
Estimated
1992
0.00
Budgeted
1993
0.00
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
' Materials and Supplies $ 227 S 250 S 0 S 250
Services and Charges 661,532 968,072 968,072 0
' Capital 30,299 2,670,000 30,000 2,328,000
$ 692,058 $ 3.638322 $ 998,072 $ 2,328,250
' Program Resources
Water & Sewer Fund $ _ 692,058 $ 3,635,322 $ 998,072 $ 2,328,250
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Public Works Department
Transmission & Distribution Division
Capital Expenditures Program
Fund 5400 — Water & Sewer
Division 5610
Program Description '
Capital Expenditures Program captures the cost, for the City, associated with upgrading fixed assets for the
Transmission and Distribution Division. Performance measures are not applicable for a capital program.
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Program Staff
Permanent Positions
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
0.00 0.00 0.00 0.00 II
Actual
Budgeted
Estimated
Budgeted
Program Expenditures 1991
1992
1992
1993
Capital $ 94,686
$ 56,150
$ 56,150
$ 11,800
$ 94,686
$ 56,150
$ 56,150
$ 11,800
Program Resources
Water & Sewer Fund
II
1�1
$ 94,686 $ 56,150 $ 56,150 $ 11,800 '�
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Public Works Department
Transmission & Distribution Division
Water Connection Program
Fund 5400 — Water & Sewer
Division 5620
Program Description
Water Connections Program captures the cost, for the City, associated with making water connections to the
City's water distribution system within the City limits. Performance measures are not applicable for a capital
program.
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Program Staff
Permanent Positions
I'
Actual
1991
2.00
Budgeted
1992
2.00
Estimated
1992
2.00
Budgeted
1993
2.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 0
$ 0
$ 0
$ 47,959
Materials and Supplies
27,803
52,008
46,807
52,008
Services and Charges
102,356
76,281
68,654
21,837
Maintenance
2
0
0
1,924
130.161
$ 128,289
$ _ 123,728
$ 115,461
Program Resources
Water & Sewer Fund
S 130,161 $ 128289 $ 115,461 $ 123,728
242
Public Works Department
Transmission & Distribution Division
Rural Water Connection Program
Fund 5400 — Water & Sewer ' I
Division 5630
Program Description
Rural Water Connections Program captures the cost, for the City, associated with making water connections
to the City's water distribution system in the City's designated growth area. Performance measures are not
applicable for a capital program.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993 ,
Permanent Positions 0.30 0.30 0.30 0.30
Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 0 $ 0 $ 0 $ 7,194
Materials and Supplies 1,303 4,000 3,600 4,000
Services and Charges 11,239 13,048 11,743 4,228
Maintenance 0 0 0 288
$ 12,542 $ 17,048 $ 15,343 $ 15,710
Program Resources
Water & Sewer Fund $ 12,542 $ 17,048 $ 15,343 $ 15,710
243
Public Works Department
Sewer Maintenance & Collection Division
Sewer Mains Construction Program
Fund 5400 — Water & Sewer
Division 5700
Program Description
Sewer Mains Construction Program captures the cost, for the City, associated with upgrading the City's sewer
main collection system within the City limits. Performance measures are not applicable for a capital
program.
Program Staff
Permanent Positions
Actual
1991
1.50
Budgeted
1992
1.50
Estimated
1992
1.50
Budgeted
1.50
Actual
Budgeted
Estimated Budgeted
Program Expenditures
1991
1992
1992 1993
Materials and Supplies
$ 510
$ 8,600
$ 8,600 $ 0
Services and Charges
1,229,976
2,759,512
2,753,122 0
Capital
21,856
116
116 1,996,140
S 1,252342 $ 2,768228 $ 2,761,838 $ 1,996,140
Program Resources
Water & Sewer Fund $ 1,252,342 $ 2,768,228 $ 2,761,838 $ 1,996,140
244
Public Works Department
Sewer Maintenance & Collection Division
Capital Expenditures Program
Fund 5400 — Water & Sewer
Division 5710
Program Description
Capital Expenditures Program captures the cost, for the City, associated with upgrading fixed assets for the
Sewer Maintenance & Collection Division. Performance measures are not applicable for a capital program.
Program Staff
Permanent Positions
Actual
,('C'1
0.00
Budgeted
1992
0.00
Estimated Budgeted
1992 1993
0.00 0.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures 1991
1992
1992
1993
Capital $ 16,125
$ 33,797
$ 33,797
$ 15,500
$ 16,125
$ 33,797
$ 33,797
$ 15,500
Program Resources
Water & Sewer Fund
$ 16,125 $ 33,797 $ 33,797 $ 15,500
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Public Works Department
Sewer Maintenance & Collection Division
Sewer Connections Program
Fund 5400 — Water & Sewer
Division 5720
Program Description
Sewer Connections Program captures the cost, for the City, associated with making sewer connections to the
City's sewer collection system within the City limits. Performance measures are not applicable for a capital
program.
'Program Staff
Permanent Positions
'I
Actual Budgeted Estimated Budgeted
, M, I /,M , /,f,1 , M.,
1.35 1.35 1.35 1.35
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 0
S 0
$ 0
$ 35,968
Materials and Supplies
9.208
24,528
22,075
24,528
Services and Charges
58,'134
62,517
56,265
16,903
Maintenance
0
0
0
1,443
$ 67,942
$ 87,045
$ 78,341
$ 78,842
Program Resources
Water & Sewer Fund
$ 67.942
$ 87,045
$ 78,341
$ ____ 78.842
246
Public Works Department '
Wastewater Treatment Division
Waste Water Treatment Plant Capital Program
Fund 5400 — Water & Sewer
Division 5800
Program Description
Wastewater Treatment Plant Capital Program captures the cost, for the City, associated with upgrading fixed
assets for the Wastewater Treatment Plant. Performance measures are not applicable for a capital program.
Program Staff
Permanent Positions
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
0.00 0.00 0.00 0.00 1
ii
Actual Budgeted Estimated Budgeted t
Program Expenditures 1991 1992 1992 1993
Materials and Supplies $ 0 $ 2,500 $ 2,500 $ 0
Services and Charges 1,096 23,000 23,000 0
Capital 63,606 412,836 405,289 582,784
$ 64,702 $ 438,336 $ 430,789 $ 582,784 .
Program Resources
Water & Sewer Fund $ 64,702 $ 438,336 $ 430,789 $ 582,784
247
Public Works Department
Water And Sewer Division
Debt Service Program
Fund 5400 — Water & Sewer
Division 6800
Program Description
Debt Service Program captures the cost, for the City. associated with outstanding Water & Sewer Fund debt
issues. The cost does not address principal payments owed. Performance measures are not applicable for a
debt service program.
Actual
Budgeted
Estimated
Budgeted
' Program Staff 1991
1992
;992
1993
Permanent Positions 0.00
0.00
0.00
0.00
I'
Actual
Budgeted
Estimated
Budgeted
Program Expenditures 1991
1992_ _
1992 _
1993
Drat $ 320.254
S 796,301
$ 464,445
S 584,144
$ 320.254
$ 796,301
$ 464,445
$ _ 584,144
Program Resources
Water & Sewer Fund $ 320,254 $ 796,301 $ 464,445 $ 584,144
248
Public Works Department
Solid Waste Division
Operations & Administration Program
Fund 5500 - Solid Waste
Division 5000
Program Description:
To provide oversight of operations, planning and analysis of solid waste management programs. Develop
and maintain a comprehensive waste stream and service database. Oversee construction and operation of
waste transfer station. Promote and maintain public awareness regarding solid waste issues and waste
reduction strategies. Facilitate public participation and interaction in policy development. Maintain
productive intergovernmental relations.
Program Analysis:
In 1993, this program will show a continued emphasis on waste reduction, materials recovery, and efficiency
of operations. Implementation of new rate structures will provide a truer assessment of the costs for services
utilized by each customer In addition to rate structures, new collection programs will be analyzed — aimed at
increasing the efficiency of operations and providing each residential and commercial customer with the most
cost effective service possible.
Actual Budgeted Estimated
Program Staff 1991 1992 1992
Permanent Positions 3.00 3.50 3.50
Budgeted
1993
4.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 128,659
$ 162,235
$ 152,763
$ 215,839
Materials and Supplies
3,806
7,767
5,000
4,760
Services and Charges
433,722
793,883
642,120
601,130
Maintenance
4,450
4,337
1,342
4,361
Capital
0
6,000
5,613
0
Depreciation .
14,417
16,700
16,700
13,991
$ 585,054
$ 990,922
$ 823,538
$ 840,061
Program Resources
Solid Waste Fund
$ 585,054
$ 990,922
$ 823,538
$ 840,081
249
Public Works Department
Solid Waste Division
Operations & Administration Program
' Program Objectives:
1. Provide oversight and administrative support to 5 Solid Waste Management Division programs.
2. Implement new solid waste service rate structure.
' 3. Analyze solid waste collections in order to improve efficiency, effectiveness, and worker safety.
4. Investigate and resolve all customer requests.
5. Oversee construction of waste transfer facility.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
' 1.Oversee and administer programs 5 5 5 5
2. Supervise employees 35 35 35 35
3. Investigate and resolve citizen requests 396 416 416 416
• 4. Oversee construction and operation of 1 1 1 1
Waste Transfer Station
5. Research special projects 11 12 12 12
Workload __
1. Staff mtgs. attended/month 4 4 4 4
' 2. Reports produced/month 4 4 4 4
3. Press releases month 2 2 2 2
4. Mtgs. citizen groups/month 1 I 1 1
5. Mtgs. w/other area govt;gtr 1 1 1 1
' 6. Resolve citizen requests/'week 10 8 8 8
7. Special projects researched/month 1 1 1 1
' Productivity
1. Hours spent preparing for meetings 40 40 40 40
each month
' 2. Hours spent preparing reports 30 30 30 30
each month
3. Hours spent investigating complaints 16 16 16 16
each month
'
4. Hours spent researching special projects 20 20 20 20
Effectiveness
'1. % of citizen requests resolved 100 100 100 100
2. % of special projects completed 90 90 90 90
by deadline
250
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Public Works Department
Solid Waste Division
Commercial Collection Program
Fund 5500 — Solid Waste ' j
Division 5010
p.
Program Description:
To provide efficient, responsive and safe collection of solid waste from each commercial customer and
multi —family residential unit served by load —all type containers and commercial cans. To provide additional
trash pick—up to commercial customers upon request.
Program Analysis: '
This program provides the manpower and equipment necessary to service 1,634 commercial load —all and
733 commercial can customers.
1
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 8.00 8.00 7.00 7.00
1
Actual Budgeted Estimated Budgeted ,
Program Expenditures 1991 1992 1992 1993
Personnel Services
$ 233,077 $
227,407 $
218,480 $
207,194
Materials and Supplies
702
3,034
2,480
525
Services and Charges
550,156
711,404
532,803
619,771
Maintenance
27,467
37,591
27,080
30,576
$ 811,402 $
979,436 $
780,843 $
858,066
Program Resources
Solid Waste Fund $ 811,402 $ 979,436 $ 780,843 $ 858,066
251
Public Works Department
Solid Waste Division
Commercial Collection Program
Program Objectives:
1. To provide commercial solid waste collection to 2,397 customers.
2. To assist customers with moving of load —all type containers.
3. To provide customers with additional pick—ups when requested.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. Number of commercial customers
2. Requests for additional pick— ups
Workload
1. # of collections per week
2. # of extra pick—ups per week
Productivity
1. Operational cost per ton collected
2. Crew hours per ton collected
•3. # of tons collected per day
Effectiveness
1. Accts. needing correction
2. % of load all container moving requests
filled within a week of request
3. % of additional pick—up requests responded
to on same day of request
1,191
2,367
2,367
2,397
676
676
676
728
3,199
1,450
1,450
1,553
13
13
13
14
$15
$15
$15
$17
$ 33
$.33
$33
$.33
66
60
60
60
15
20
20
10
100
80
80
80
98
95
95
95
252
Public Works Department
Solid Waste Division
Residential Collection Program
Fund 5500 — Solid Waste
Division 5020
Program Description:
To provide efficient and safe collection of solid waste from all residences in the City.
Program Analysis:
This program provides the manpower and equipment necessary to provide trash pick—up to 12,444
residential customers twice a week. This program is also responsible for collecting yardwaste from
residential customers. .
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 19.00
19.00
20.00
20.00
Actual
Budgeted
Estimated
Budgeted 't
Program Expenditures
1991
1992
1992
1993
Personnel Services.
$ 501,310
$ 460,243
$ 442,568
$ 470,875
Materials and Supplies
610
2,613
500
1,408
Services and Charges
492,833
581,220
487,591
560,554
Maintenance
29,478
34,168
24,754
28,949
$ 1,024,231
$ 1,061,786
$ 955,413
$ 1,078,244
Program Resources
Solid Waste Fund $ 1,024,231 $ 1,078,244 $ 955,413 $ 1,061,786
253
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Workload
II. Total # of weekly pickups 23,800
2. Number of tons collected and disposed 1,073
3. Loads collected during Spring and fall cleanup 230
Public Works Department
Solid Waste Division
Residential Collection Program
Program Objectives:
1. To provide efficient and safe collection of solid waste from each residence in the City of
Fayetteville.
Performance Measures
Actual
1991
Demand
1. Number of households served 14,491
2. Number of households receiving 3,425
backdoor service
Productivity
1. Tons collected per day 52
2. Operational cost per ton collected $ 54.00
3. Crew hours per ton collected 1.26
Budgeted Estimated Budgeted
1992 1992 1993
13,700
3,425
27,400
10,400
277
40
$60.70
1.26
Effectiveness
1.
Percentage of households served
100
100
2.
Percent of solid waste collected
100
100
3.
Number of accidents and on—the—job
8
12
injuries
4.
# o€ missed pickup complaints per week
3
3
12,444
3,857
24,888
10,400
277
40
$60.7
1.26
100
100
12
3
12,698
100
25,396
11,440
277
40
$64.73
.98
100
100
8
3
254
Public Works Department
Solid Waste Division
Recycling Program
Fund 5500 — Solid Waste
Division 5060
Program Description:
To provide the City of Fayetteville with recycling, composting, hazardous materials collection, and
commercial and industrial waste reduction in order to more effectively manage the City's solid waste stream.
Program Analysis:
1992 will be the third full year of the City's waste reduction and recycling program. The program will
continue to be refined on a regular basis to achieve maximum efficiency. This program is responsible for
reducing the volume and nature of material requiring transport and disposal. The program will continue to
emphasize public education concerning new alternatives in handling solid waste and will explore the
feasibility of curb —side recycling. The program will also operate recycling drop—off stations and municipal
leaf and yard waste composting facility. All resources recovered through waste reduction/ recovery efforts
will be reinvested in Fayetteville's recycling programs.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 2.00
2.00
2.00
2.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 100,015
$ 61,658
$ 54,001
$ 57,956
Materials and Supplies
1,781
2,450
2,230
2,900
Services and Charges
121,606
92,475
77,344
110,700
Maintenance
7,016
12,627
6,712
7,840
Capital
0
20,818
20,818
0
Depreciation
24,907
13,150
13,150
14,453
$ 255,325
$ 203,178
$ 174,255
$ 193,849
Program Resources
Solid Waste Fund
$ 255,325
$ 203,178
$ 174,255
$ 193,849
255
Public Works Department
'• Solid Waste Division
Recycling Program
Program Objectives:
1. Provide neat, attractive, and convenient drop—off stations for residential recycling.
' 2. Expand recycling educational efforts to increase participation and reduce contamination.
3. Implement educational efforts to help residents and businesses reduce the amount of waste they
produce and increase the use of products made with recycled materials.
4. Assist businesses with recycling.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand _
1. Provide drop—off stations. 7 7 8 8
2. Provide information exchange to businesses. 1 1 1 8
' 3. Provide recycling information to businesses. 52 52 52 52
4. Number of City buildings from which
recyclables are collected. 9 9 9 9
' Workload
1. Number of citizens provided information. 156 260 260 260
2. Number of drop—off containers emptied
per month. 336 220 250 260
3. Number of collections from City buildings
per month. 84 36 36 36
Productivit
1.
Hours spent educating citizens per month.
22
20
20
25
2.
Hours spent educating businesses per month.
6
16
16
20
3.
Tons of recyclables collected per month
89
97
96.5
100
Effectiveness
1.
% increase in the tons of rccyclables recovered
20%
20%
18%
5%
3.
% reduction of cost per ton for collection of
recyclables.
22%
22%
21%
9%
4.
Percentage of program objectives met.
100%
100%
95%
100%
256
Public Works Department
Solid Waste Division
Composting Program
Fund 5500 — Solid Waste
Division 5070
Program Description:
To provide the City of Fayetteville with yard waste composting and wood waste disposal through the
.production of mulch.
NOTE: A Solid Waste crew will be collecting yard waste four days per week. This service is provided with
no use of overtime through increased efficiency.
Program Analysis:
The composting program is currently receiving all the grass and leaves available in the city. Recent
modifications have increased efficiency, but the program will continue to be modified and refined on a
regular basis to achieve maximum efficiency. The compost produced from the grass and leaves is sold to
citizens at a cost of $5.00 per cubic yard. The City now owns a tub grinder to process wood waste and will
produce mulch. The costs of processing the wood waste will be analyzed and a charge will be established for
dropping wood waste at the composting facility. All resources recovered through waste reduction/recovery
efforts will be reinvested in Fayetteville's composting program.
Actual
Program Staff 1991
Permanent Positions 0.00
Actual
Program Expenditures 1991
Budgeted
1992
2.00
Budgeted
1992
Estimated
1992
2.00
Estimated
1992
Budgeted
1993
2.00
Budgeted
1993
Personnel Services $
0 $
114,599 $
71,205 $
74,596
Materials and Supplies
0
5,642
3,765
4,100
Services and Charges
0
128,449
96,694
92,150
Maintenance
0
5,228
4,412
26,365
Depreciation
0
13,150
13,150
14,453
$
0 $
267,068 $
189,226 $
211,664
Program Resources
Solid Waste Fund $ 0 $ 267,068 $ 189,226 $ 211.664
257
Public Works Department
Solid Waste Division
Composting Program
' Program Objectives:
1. To collect and compost all grass and leaves available in the City.
2. To process brush and wood waste into a marketable mulch product.
'• 3. Provide the citizens of Fayetteville with high quality compost.
4. Encourage and instruct citizens to compost in their backyards.
Performance Measures
Actual Budgeted
1991 1992
ts,,,.,•
Estimated Budgeted
1992 1993
1. Operate Composting facility. 0 1 1 1
'
2. Compost grass and leaves. 0 1 1 1
3. Chip/grind brush. 0 1 1 1
4. Distribute finished compost and mulch. 0 2 2 4
' Workload
1. # of leaf and grass collections received
�' per month. 0 4 4 4
2. # of brush collections received per month. 0 4 4 4
3. # of compost distributions per month. 0 2 2 4
', Productivity
1. Average # of cubic yards of grass and leaves 0
' processed per month. 0 125 370 375
' 2. Average # of cubic yards of brush processed 0
per month. 0 90 535 550
'' Effectiveness
1. Reduce leaf and yard waste entering landfill
(cubic yards) per year. 0 6,500 10,860 11,100
I 2. Cubic yards of compost distributed per year. 0 750 750 1,000
3. Percentage of program objectives met. 0 100% 200% 100%
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Public Works Department
Parks & Recreation Division
Administration Program
Fund 1010 — General
Division 5200
Program Description:
Plan, schedule, budget, execute, monitor, and evaluate the seven Parks and Recreation Division programs
including Recreational Transfers, Swimming Pool, Lake Maintenance, Athletics/Programs, Administration,
Parks Maintenance, and Ballfield Maintenance, in the most efficient and cost effective manner that meets
the public's needs. Administration schedules, park work to be performed by Park Maintenance staff.
Program Analysis:
The primary focus of Parks Administration is to plan, schedule, budget, execute, monitor and evaluate all
Park and Recreation services, facilities and programs. Specifically provides support to the Parks and
Recreation Advisory Board; cooperates and coordinates facilities and programs with special interest groups;
and manages expanded programs and special events with limited resources. Administration is responsible for
performing all necessary record keeping tasks that are essential to the operations of the Parks and
Recreation Division.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 3.00 3.00 3.00 3.00
''
Actual Budgeted Estimated Budgeted ,
Program Expenditures 1991 1992 1992 1993 '
Personnel Services $ 84,532 $ 84,744 $ 81,438 $ 82,764
Materials and Supplies 14,016 2,170 2,170 2,255
Services and Charges 34,898 35,838 35,800 39,671
Maintenance 942 1,168 511 1,060
Capital 978 0 0 1,250 '
$ 135,366 $ 123,920 $ 119,919 $ 127,000
Program Resources ''
General Fund $ 135,366 $ 123,920 $ 119,919 $ 127,000 '
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Public Works Department
Parks & Recreation Division
Administration Program
• Program Objectives:
1. To provide general administration for all Parks & Recreation services, programs, and facilities.
2. To provide staff support with agendas, minutes, and reports to the Parks and Recreation
Advisory Board on a bi—monthly basis.
3. To provide coordination & preparation of Division budget.
• 4. To formulate policies for park staff, facilities & programs.
5. To promote Parks & Recreation programs and facilities through a public relations program.
' 6. To respond to citizen's inquiries and requests concerning park facilities and programs.
7. To continue training of the Parks Division staff.
8. To administer the Green Space Ordinance & Adopt —A —Park.
1
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
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Demand —
1. Full Time Employees 4 4 4 4
2. Contract Employees 2 2 2 2
3. Summer Pan Time 5 21 21 21
I
4. Programs directly supervised 7 7 7 7
5. Safe, clean parks 26 23 23 23
6. Recreational programs budgets 6 7 7 7
' 7. Special reports requested 21 30 35 30
Workload
1. Parks & Recreation Advisory Board
meetings, agenda minutes 22 22 22 21
2. Public Relations Presentations 14 18 18 18
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3. Green SpaceReports 4 4 4 4
4. Recreational Studies 5 4 4 4
5. # Park Scheduled Events 95 100 100 100
' 6. Park Public Meetings 7 7 7 8
Productivity -
1. 'PRAB Meeting Hours 44 52 52 52
•' 2. # Capital Projects Complete 10 8 8 12
3. # Groups Adopting Parks 8 12 12 8
Effectiveness
1. Objectives met 92% 92% 92% 92%
2. Training sessions attended 6 3 3 3
• 3. % of Division Budget 15% 15% 15% 15%
4. % of Reports Completed 100% 100% 100% 100%
5. % Within Annual Budget +/-3% +1— 3% +1-3% +1-3%
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Public Works Department
Parks & Recreation Division
Swimming Pool Program
Fund 1010 — General
Division — 5210
Program Description:
Provides swimming and swim instructional opportunities for citizens of all ages at Wilson park Pool during
the summer season, in a controlled, yet safe environment.
Program Analysis: .
Program emphasis in swim instruction for all ages. Recreation, lap, water aerobics, and family nights are
part of the activities offered to meet the requests.
Wading pools (2) are extensively used by individual families and day care centers.
Schedule pool to meet the needs of special interest groups (i.e. scouts, daycamp, day cares, swim teams, and
gatherings).
Provide a safe, sanitary environment for recreation swimming. 'Provide opportunities for swim instruction.
Provide a diversified program in order to attract all interested citizens to participate.
Provide maintenance to operate the pool in a safe, clean and efficient manner.
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Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 18.04 18.15 18.15 18.15
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Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 50,761 $ 59,065 $ 59,065 $ 64,412
Materials and Supplies 19,351 19,601 18,101 19,915
Services and Charges 19,578 19,973 18,731 16,699
Maintenance 6,148 5,600 5,087 5,649
Capital 531 800 800 _600
S 96.369 $ 105,039 $ 101.784 $ 107,275 '
Program Resources
General Fund $ 96,369 $ 105,039 $ 101,784 $ 107,275
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261 1
Public Works Department
Parks & Recreation Division
Swimming Pool Program
Program Objectives:
• 1. Hire and train pool managerial staff by May 5,1993.
• 2. Hire and train 12 certified lifeguards, 2 cashiers, and 3 concession workers by May 12, 1993
3. Maintenance preparation for pool opening to be completed by Memorial Weekend 1993.
' 4. Aquatics program schedule by May 12,1993.
5. To generate $50,000 in pool revenues in 1993.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. Days of swimming 87 91 91 91
2. Swim class enrollment 1,244 400 450 500
Workload
1. Hours of operation 841 850 850 850
2. Staff hours required to operate pool 91575 9.560 9,560 9,560
3. Swim class staff hours 150 70 70 70
4. Park Maintenance Staff Hours 250 250 250 250
Productivity
1. Cost per participant$2.60 2.60 $ 3.61 $ 3.61 $ 3.61
2. Cost per hour of operation $114.48 $119.02 $119.02 $119.60
3. Cost per participant minus revenues $77 $ 1.83 $ 1.83 $ 1.83
Effectiveness
1. Total attendance 37,145 28,000 28.000 28,000
2. Number of accidents 10 10 8 8
3. % of Division Budget 13% 13% 13% 13%
4. Revenue produced $ 67,666 $ 50,000 $ 50,000 $ 50,000
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262
Public Works Department
Parks & Recreation Division
Athletics Program
Fund 1010 — General
Division — 5220
Program Description:
Provide recreational opportunities for individuals through sports leagues, clinics, summer playgrounds, and
instructional programs.
Program Analysis:
Conduct sports leagues for youth and adult in basketball, softball, volleyball, and tennis.
Provide summer recreation programs for youth at Asbell and Jefferson Parks.
Provide instruction in aerobics, dance, tennis, and martial arts.
Cooperate with hobby groups to meet their needs for programs and facilities
Provide recreation activities in low income housing additions.
Actual
Program Staff 1991
Permanent Positions 8.00
Budgeted Estimated Budgeted
1992 1992 1993
• •II 11 : II
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 30,846
$ 35,550
$ 35,550
$
39,836
Materials and Supplies
403
430
430
430
$ 31,249
$ 35,980
$ 35,980
$
40,266
Program Resources
General Fund
$ 31,249
$ 35,980
$ 35,980
$
40,266
263
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Public Works Department
Parks & Recreation Division
Athletics Program
Program Objectives:
Plan, promote, and schedule softball, basketball, and coed volleyball for the 1993 season.
Hire instructors and schedule summer recreational programs by May 15, 1993.
Instigate new recreational programs.
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1991
1992
1992
1993
Demand: # of Teamst5essions
1. Church League Basketball 15 15 15 15
2. Indust/Open League Basketball 35 35 38 42
3. Women's League Basketball 6 6 5 6
1 4. Coed Volleyball 20 20 18 20
5. Adult Summer & Fall Softball 167 167 150 155
6. Summer Tennis 1 1 1 1
1• 7. Martial Arts 7 3 3 3
8. Aerobics,Dance 16 2 2 2
9. Summer Playground Program 10 wks 10 wks 10 wks 10wks
1 I0.Arts & Crafts Summer Program 10 wks 10 wks 10 wks l0 wks
Workload: # of Participants
Ii. Church League Basketball 180 180 180 180
2. Indust/Open League Basketball 420 420 456 504
3. Women's League Basketball 72 72 60 72
4. Coed Volleyball 250 250 216 240
IS. Adult Summer & Fall Softball 3,355 3,340 3,000 3,100
6. Summer Tennis 200 200 175 175
7. Martial Arts 350 350 250 250
1 8. Aerobics/Dance 300 250 250 250
9. Summer Playground Program/ 100 100 100 100
10. Non —Duplicated
11. Arts & Crafts Summer Program,Duplicated 2,000 2,000 2,000 2,200
Productivity
1 1. Average Cost per team $139.50 $148.06 $159.20 $155.32
2. Average Cost per participant $ 4.09 $ 5.02 $ 5.38 $ 5.21
Effectiveness
1
1. % Division Budget 4% 4% 4% 4%
2. Maintain or increase the level of participation 7,162 7,162 6,687 7,096
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1 264
Public Works Department
Parks & Recreation Division
Recreation Center —Transfers Program
Fund 1010 — General
Division — 5230
Program Description:
Provide secondary funding for the Youth Center, Adult Center, and Square Gardens. Each agency has a
volunteer Board of Directors and generate a large portion of their operating funds.
Program Analysis:
Provide financial assistance to agencies that provide services to Youth and Adults.
Provide financial support to Downtown Fayetteville Unlimited in order to enhance the beauty and attraction
of Downtown Fayetteville by maintaining the Square Garden.
Program Staff
.Permanent Positions
Program Expenditures
Services and Charges
Program Resources
General Fund
Actual Budgeted
1991 1992
0.00 0.00
Actual Budgeted
,nn, I nn�
Estimated Budgeted
.inn ,nn,
0.00 0.00
Estimated Budgeted
1992 1993
$
117,973
$
120,964
$
120,885
$
125,228
$
$
$
$
120,885
125,228
117,973
120,964
$ 117,973 $ 120,964 $ 120,885 $ 125,228
265
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Public Works Department
Parks & Recreation Division
Recreation Center —Transfers Program
Program Obiectives:
1. To issue monthly revenue checks to the Youth Center, Adult Center, and Downtown
Fayetteville Unlimited. (36 checks)
2. To meet with Agency Boards and/or staff 20 times annually.
Performance Measures
' Demand
1.
Youth Center memberships:
a. Youth
b. Adult
'
c. Families
2.
Adult Center membership
3.
Adult Center attendance
4.
Youth Center attendance
5.
Elderly Services/Nutrition Frog
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Actual Budgeted Estimated
1991 1992 1992
1,783
89
239
290
29,337
174,000
4 sites
Workload
1. Hours of Youth Center operation 4,638
2. Elderly Services/Transportation Socialization 12,592
3. Elderly Nutrition Meals Served 140,327
3,000
200
200
200
33,000
250,000
4 sites
4,138
51,500
110,000
2,500
125
150
175
30,760
250,000
5 sites
4,138
51,500
110,000
Budgeted
1993
2,750
200
350
200
33,000
275,000
5 sites
4,138
55,000
122,000
Productivity _
II. Cost per FYC member $ 36.47 $ 23.50 $ 28.80 $ 25.54
2. Cost per Adult member $ 159.51 $ 130.00 $ 148.57 $ 135.00
3. Adult Center cost per visit S.89 $ .79 $ .85 $ .82
' 4. Youth Center cost per visit $45 $22 $.32 $ 31
Effectiveness
1. % Youth Center Budget 21% 21% 21% 18%
2. % Adult Center Budget 44% 51% 51% 51%
3. % DFU Flower Garden Budget 50% 70% 70% 70%
4. % of Division Budget 16% 16% 16% 16%
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1 266
Public Works Department
Parks & Recreation Division
Library Program
Fund 1010 — General
Division — 5240
Program Description:
The library's function is to be responsive to the expectations of our community by meeting their educational,
recreational and informational demands in a service —oriented atmosphere. Every task performed by the
staff is for the purpose of providing our patrons with the materials they need or want.
Program Analysis:
Our on —going responsibility continues to be to provide a free service to the community. As evidenced by
our statistics, our services continue to show an increase in popularity. Of primary concern in 1993 is funding.
Data analysis suggests that we are operating well above library standards for productivity, effectiveness and
efficiency. In order to maintain our current levels of service, expenditures will need to increase. Fiscal
support is not keeping pace with increases in population, physical plant size, usage and escalating prices. Of
our other funding sources, interest & donations are unpredictable. We can predict a 5% increase from the
county library millage. Fines and fees were increased several years ago from 2 cents per day to 5 cents per
day which brought us into line with other libraries in the area. The rent from Ozarks Regional Library System
was increased in 1992. Historically, economically depressed times cause an increase in library usage. It is
unfortunate that our need for additional funding occurs at a time funds are needed.
Program Staff
•
Permanent Positions
Program Expenditures
Services and Charges
Program Resources
General Fund
Actual
1991
15.40
Actual
1991
205,979 $
Budgeted
1992
15.40
Estimated
1992
15.40
Budgeted
1993
15.40
Budgeted Estimated Budgeted
1992 1992 1993
240,394 $ 240,394 $ 246,746
$ 205,979 $ 240,394 S 240,394 $ 246,746
$ 205,979 $ 240,394 $ 240,394 $ 246,746
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267
Public Works Department
Parks & Recreation Division
Library Program
'• Program Objectives:
1. To maintain the level of 100% quality services provided by all six library components to their
patron groups.
'• 2. To work toward accessibility of programs and services to disabled persons in compliance with ADA.
3. To continue daily. weekly, monthly, and annual asse sment of services and to develop and
maintain computerized record —keeping and analysis.
' 4. To develop and continue to acknowledge citizen support through contributions and time as
volunteers.
' Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand —Library Standards
1. Service area population 60,481 61,481 61.481 61,742
2. Circulation per capita 7 7 7 7
'• 3. Holdings per capita 4 4 4 4
4. Hours open yearly 2600 2600 2600 2600
5. Library visits per capita 3 3 3 3
' 6. In —library materials use per capita 1.5 1.5 1.5 1.5
7. Library registration as a % of population 30% 30% 30% 30%
8. Fiscal support per capital $ 10.00 $ 10.00 $ 10.00 $ 10.00
Workload
1. Hours open 2,912 2,912 2,912 2,912
2. Library visits per day 691/day 710/day 710/day 730/day
' 3. Reference transactions yearly 31,000 31,355 31,355 31,355
4. Circulation yearly 282,323 270,021 280,122 282,300
5. Program attendance monthly 1,358/mo 1,300/mo 1,200/mo 1,300/mo
' 6. In —library materials use yearly 361,483 368,886 368,886 370,452
7. Circulation per FTE yearly 21,801 17,648 18,712 16,187
8. Overdues processed monthly 425/mo 450/mo 450/mo 450/mo
' Productivity
1. Registrations as a % of pop. 88% 90% 92.21% 93%
' 2. Holdings per capita 1.46 1.382 1.468 1.481
3. Circulation per capita 3.21 4.39 4.56 4.58
4. Reference assistance hourly 10ihour 10/hour 10/hour 10/hour
' 5. In —lib. mat. use per capita 5.98 6.00 6.00 6.00
6. Libraryvisits per capita 3.39 3.50 3.50 3.50
7. Program attendance per capita .28 .25 .24 .25
Effectiveness
1. Reference transaction per cap .51 .51 .51 .60
2. Annual % circulation increase 10% 4% 12% 14%
'• 3. Full Time Equivalent staff 12.95 15.31 14.97 17.44
4. Requests processed monthly 422/mo 400/mo 400/mo 400/mo
5. % requests filled whin 30 day 78% 80% 80% 80%
6. Guideline of .7 sq ft per cap .29 .40 .40 .40
7. Volunteer hours 2,537 1,640 3,100 3,300
8. Summer Reading Program Regist 1,030 1,058 1,058 1,070
' 268
Public Works Department
Parks & Recreation Division
Lake Maintenance Program
Fund 1010 — General
Division — 5250
Program Description:
Operate, manage, and maintain Lake Fayetteville, Lake Sequoyah, and Lake Wilson. To provide support
services at the Lakes to meet the public's needs.
Program Analysis:
Annually contract Boatdock Operators for Lake Fayetteville and Lake Sequoyah. Monitor the boatdock
operations consisting of stall rentals, boat storage, and fishing/boating permits. Provide maintenance to the
lake parks to include mowing and general repairs.
Actual Budgeted Estimated Budgeted
Program Staff 1991 1992 1992 1993
Permanent Positions 0.51 0.51 0.51 0.31
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Program Resources
Actual
1991
$ 0
1,229
48,879
2,219
0
Budgeted Estimated Budgeted
1992 1992 1993
$ 0 $ 0 $ 6,805
1,500 1,150 1,575
54,802 54,802 48,249
2,285 2,285 2,541
0 0 1,200
$ 52,327 $ 58,587 $ 58,237 $ 60,370
General Fund $ 52,327 $ 58,587 $ 58,237 $ 60,370
269
Public Works Department
Parks & Recreation Division
Lake Maintenance Program
Program Objectives:
• 1. Meet weekly with the Boatdock Operators. (48 weeks)
2. Monitor weekly reports from Lake Fayetteville. (48 weeks)
3. Monitor monthly reports from Lake Sequoyah. (12 reports)
4, Inspect Lake Wilson Park six times annually.
5. Meet with the Arkansas Game and Fish Wardens annually.
6. Sell 6,800 Daily/Season Fishing Permits at Lake Fayetteville in 1993.
' 7. Sell 5,225 Daily/Season Fishing Permits at Lake Sequoyah in 1993.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. Lakes Owned 3 3 3 3
2. Operating Days 343 344 344 343
3. Restock Fish 2 2 2 2
'• 4. #Daily Fishing Permits
Lake Fayetteville 5,621 6,500 6,500 6,500
Lake Sequoyah 4,339 5.000 5,000 5,000
' 5. # of Season Fishing Permits
Lake Fayetteville 250 250 300 300
Lake Sequoyah 100 200 225 225
' 6. #E of Boat Stalls
Lake Fayetteville 64 64 64 64
Lake Sequoyah 72 72 72 72
'• Workload _
1. Hours of Park maintenance Staff 150 150 150 150
2. Hours of operation daily (avg) 12 12 12 12
' 3. #Boat stall rented
Lake Fayetteville 43 64 64 64
Lake Sequoyah 33 33 33 33
' Productivity
1. Cost per lake:
' Fayetteville $ 26,243 S 29,133 $ 29,333 $ 30,900
Sequoyah $ 24,874 $ 29,133 $ 29,133 $ 28,565
Wilson $1,038 $500 $300 $ 300
' 2. Cost per participant:
• Lake Fayetteville $4.47 $4.32 $4.31 $ 4.54
Lake Sequoyah $ 5.49 S 5.60 $ 5.58 $ 5.47
Effectiveness
1. % Park Budget
8%
8%
8%
8%
2. Actual Income Generated:
Lake Fayetteville
$ 26,887
$ 32,000
$ 32,000
$ 32,000
Lake Sequoyah
$ 17,005
$ 21,000
$ 21,000
$ 21,000
Lake Wilson
$ 1.200
$1,200
S 1,200
$1,200
3. Cost after Income
Lake Fayetteville
$611
$ 2,867
52,667
$ 1,100
Lake Sequoyah
($7,869)
($8i33)
(58.133)
($7,565)
Lake Wilson
$ 108
$ 700
59(X)
$ 900
270
Public Works Department
Parks & Recreation Division
Park Maintenance Program '
Fund 1010 — General
Division — 5260
Program Description:
Provide maintenance for all park acreage and facilities to ensure safe and clean parks for public use.
This includes mowing, trimming, irrigation, litter, control, facility maintenance, facility installation,
horticultural works and special projects.
Program Analysis:
Provide maintenance to 23 City Parks and 6 School Parks as scheduled utilizing available manpower and
resources efficiently.
Plan and develop new facilities for the parks based upon public demand.
Personnel in this program includes the Parks Maintenance Supervisor, five full time staff, and four summer
staff.
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Actual . Budgeted Estimated Budgeted
Program Staff 1991 1992 .1992 1993
Permanent Positions 5.95 6.95 6.95 7.88
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Actual Budgeted Estimated Budgeted
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 123 $ 0 $ 0 $ 106,013
Materials and Supplies 3,594 5,577 5,492 15,049
Services and Charges 175,372 164,643 156,377 70,410
Maintenance 17,382 23,328 23,328 29,922
Capital 2,789 800 800 800
$ 199,260 $ 194,348 $ 185,997 $ 222,194
Program Resources
General Fund $ 199,260 $ 194,348 $ 185,997 $ 222,194
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Public Works Department
Parks & Recreation Division
Park Maintenance Program
Program Objectives:
1. To maintain turf mowing one time per week in Priority I areas
2. To document park inspections 26 times per year.
3. To clean restroom facilities at least twice per week from March until September.
4. To provide staff training for efficient and safe operations of park facilities and equipment.
5. To utilize the public service program, ]TPA and park volunteers in order to increase
maintenance at minimal costs.
6. To make park improvements according to plans.
Performance Measures
Actual Budgeted
1991 1992
Estimated Budgeted
1992 1993
1. Playgrounds maintained
11
11
12
12
2. Park sites maintained
25
23
25
25
3. Mow park acreage
199
199
199
208
4. Restrooms maintained
8
8
8
9
5. Tennis courts maintained
9
9
9
9
Workload
1.
Acres mowed per year
2.230
1,300
2,000
2,000
2.
Park volunteer his/year
1.000
1,006
1,000
1,000
3.
Playgrounds inspected
12
12
12
12
4.
Litter control/clean restroom hrs/year
1.560
1,600
2,000
2,000
5.
Playground & general maintenance hrsiyear
2,359
3,888
2,500
2,500
6.
Vandalism repair hrs/year
26
66
66
70
Productivi
1. Park volunteers 250 200 200 200
2. Litter control/clean restrooms brs,'day 16 16 10 10
3. Mowing acres/day 11 acres 11 acres 14 acres 14 acres
4. Safety inspections hours/day 8 10 10 10
' Effectiveness
1. Priority! park goal met 95% 95% 95% 95%
2. % of Safety deficiencies corrected 100% 100% 100% 100%
3. Workload objectives met +/-10% +/-10% +/-10% +1-10%
4. % of Division budget Park 24% 24% 24% 24%
5. Improvement projects completed 7 7 7 12
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Public Works Department
Parks & Recreation Division
Ballfield Maintenance Program
Fund 1010 — General
Division 5270
Program Description:
To maintain, repair, and renovate all athletic fields within the City to ensure safe and high quality facilities
that meet the needs of the softball, baseball, and soccer leagues. `
The concession stands at the athletic complexes are operated to serve the public and to offset operational
costs.
Program Analysis:
Provide daily maintenance and field preparation for eight ballfields, and give assistance to Bambino
Baseball Association and the Soccer Association as needed. All work performed is to enhance the
playability and safety of the athletic fields and programs.
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Manage and operate the concession stands at Lake Fayetteville Park and Asbell Park to provide service and
support to the athletic programs. '
Program Staff
Permanent Positions
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
5.75 12.75 12.75 12.80 ,
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Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 0
$ 10,494
$ 10,494
$ 84,571
Materials and Supplies
2,031
16,411
16,411
20,440
Services and Charges
88,535
107,659
103,317
44,599
Maintenance
12,432
19,644
19,044
36,858
Capital
842
1,785
1,785
1,110
$ 103,840
$ 155,993
$ 151,051
S 187,578
Program Resources
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$ 103,840
$ 155,993
$ 151,051
$ 187,578
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Public Works Department
Parks & Recreation Division
Ballfield Maintenance Program
'• Program Objectives:
1. Hire and train 6 ballfield maintenance crew by April 1, 1993.
2. Provide daily ballfield preparations utilizing staff and equipment most efficiently.
3. To strive to maintain high quality playing surfaces and support facilities.
Performance Measures
' Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. Concession Stands Operated 2 2 2 2
2. Ballfields Maintained 8 8 8 8
' 3. Little League fields maintained 6 6 6 6
4. Soccer fields maintained 8 9 9 9
5. American Legion field maintained 1 1 1 1
6. Serve Soccer League 52 teams 52 teams 61 teams 65 teams
7. Serve Adult Softball League 148 teams 167 teams 150 teams 155 teams
8. Serve Babe Ruth Baseball League 17 teams 17 teams 17 teams 17 teams
9. Serve Girls Softball 23 teams 25 teams 26 teams 26 teams
10. Serve American Legion league 2 teams 2 teams 2 teams 2 teams
11. Serve Little League 54 teams 54 teams 64 teams 64 teams
' Workload — __
1. Concession Stands/days open 120 120 120 120
2. Balifield Maintenance Hours 3,066 3,066 3,300 5,000
• 3. Number of Participants Served:
4. Soccer League (Duplic. 2 season) 1,400 1,400 1,400 1,460
5. Adult Softball League 2,848 3,340 3,000 3,100
' 6. Babe Ruth Baseball League 238 238 238 238
7. Girls Softball League 335 375 416 416
8. American Legion League 32 32 32 32
9. Little League 702 702 900 900
Productivity
1. Daily Preparation cost/field $1,787 $1,787 $1,787 $1,787
' 2. Daily labor hours preparing ballfields (Avg.) 18 32 32 32
3. Hours of Concession Operation 800 800 800 800
' Effectiveness
1. Frequency of league ballfield preparation 189 104 104 104
2. Frequency of weekend tournaments 10 10 10 10
' 3. Concession Stand Income $15,000 $15,000 $15,000 $15,000
4. % of Division Budget 20% 20% 20% 20%
5. Workload objectives met +1-10% +1-10% +1-10% +/-10%
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Public Works Department
Traffic Division
Administration & Enforcement Program
Fund 1010 — General
Division 5300
Program Description:
To maintain all the Traffic Division records accurately and administer parking meter regulations in the
central business district.
Program Analysis:
The primary duties of the staff are the regulation of all parking spaces in the downtown central business
district; to increase public awareness of governing ordinances and parking regulations; and to be responsive
to the needs of the citizens regarding requests, complaints, parking tickets, parking meters, traffic signs, and
traffic signals.
The Administration and Enforcement Program is responsible for the implementation of the Work Order
System, Automated Service Requests System, the Parking Ticket System, and the Inventory. It is also
responsible for maintaining personnel, office supplies, and other records for the Traffic Division.
Actual
Budgeted
Estimated
Budgeted
Program Staff 1991
1992
1992
1993
Permanent Positions 2.00
2.00
2.00
2.00
Actual
Budgeted
Estimated
Budgeted
Program Expenditures
1991
1992
1992
1993
Personnel Services
$ 25,507
$ 30,939
$ 30,939
$ 33,667
Materials and Supplies
925
3,560
3,560
1,060
Services and Charges
51,017
44,653
44,468
48,691
Maintenance
237
558
408
240
$ 77,686
$ 79,710
$ 79,375
$ 83,658
Program Resources
General Fund
$ 77,686
$ 79,710
$ 79,375
$ 83,658
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Public Works Department
Traffic Division
Administration & Enforcement Program
'• Program Objectives:
1. To regulate 1250 parking spaces in the downtown central business district.
2. To provide 2080 hours of parking meter enforcement.
' 3. To process 20,000 parking tickets.
4. To advertise parking ordinances and regulations bi—annually.
5. To update and implement consistent use of the Automated Service Request System in order to
reduce follow—up.
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
' Demand
1. # on —street parking spaces 308 308 308 308
2. # off—street parking spaces 392 392 392 392
3. # gated parking spaces 273 273 273 273
4. # parking deck spaces 270 270 270 270
5. # public parking lots 11 11 14 14
Workload
1. Hrs./ Yr. Enforcement 1,577 2,080 2,000 2,080
' 2. Regulated parking spaces 700 700 700 700
3. Gated parking spaces 273 273 273 273
4. # parking tickets processed 16.617 20,000 20,000 20,000
5. # work orders processed 849 1,000 950 1,000
Productivity
1. Hrs. Enforcement/ day 7 7.5 7 7.5
' 2. Parking tickets written!day 65 75 100 100
3. Work orders/ day 4 11 5 5
4. Citizens' requests / day 3 10 8 8
Effectiveness
1.
% spaces rented
100%
100%
95%
100%
2.
Parking revenue generated
$ 250,204
$ 276.300
$ 250,000
$ 250.000
3.
Workload objectives met
+/-10%
+1-10%
+1-10%
+/-10%
4.
% citizens' requests answered
98%
98%
100%
100%
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Public Works Department
Traffic Division
Engineering & Planning Program
Fund 1010 — General
Division 5310
Program Description:
To plan and administer the Traffic Division activities using proven engineering studies and procedures in
order to ensure the safety of all pedestrian and vehicular traffic on public streets.
Program Analysis:
The duties of the Engineering and Planning Program are to supervise and manage the Traffic Division in a
manner consistent with the stated goals of the Mayor and the Public Works Director. These duties include:
supervising five employees; managing three programs; and administering a $300,000 budget.
Engineering and Planning will also provide traffic studies and data necessary to manage the division as
efficiently as possible in order to achieve maximum benefit to the citizens of Fayetteville for each dollar
spent.
Program Staff
Permanent Positions
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
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Actual Budgeted Estimated Budgeted ,
Program Expenditures 1991 1992 1992 1993
Personnel Services $ 42,273 $ 42,803 $ 42,803 $ 43,787
Materials and Supplies 185 1,020 220 1,761
Services and Charges 3,476 5,842 4,953 4,892
Maintenance 297. 620 620 600
$ 46,231 $ 50,285 $ 48,596 $ 51,040 '
Program Resources
General Fund $ 46,231 $ 50,285 $ 48,596 $ 51,040
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Public Works Department
Traffic Division
Engineering & Planning Program
Program Objectives:
1. Manage the Traffic Division in an efficient and productive manner.
2. To complete fifty traffic volume studies.
' 3. To increase public awareness of traffic safety rules and regulations.
4. To improve citizens' requests response times.
5. To continue training and development of Traffic Control Technician.
Performance Measures
Actual Budgeted
1991 1992
Demand
1.
Employees supervised
5
5
5
5
2.
Programs managed
3
3
3
3
3.
# CIP projects
2
2
2
2
4.
Special projects
6
15
15
10
5.
Staff meetings required
12
12
12
12
6.
Revenue programs administered
1
1
1
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7.
Training sessions scheduled
3
3
3
3
Estimated Budgeted
1992 1993
Workload
1. # of crew meetings
50
52
52
52
2. # reports, schedules, budgets
60
70
70
70
3. Traffic studies
40
50
40
50
4. Follow—up citizens' requests
150
200
200
300
5. Street light requests
40
50
40
50
Productivit
1.
Hours preparing reports
75
75
75
75
2.
Hours preparing budget
70
80
80
80
3.
Hrs./Citizen request follow up
650
700
700
700
4.
Hrs. — Planning/Management
1000
1000
1000
1000
5.
Hrs. — Street light requests
90
100
60
100
Effectiveness
1.
# of requests received
250
500
700
700
2.
% of Program objectives met
90
100
100
100
3.
Training sessions completed
3
3
3
3
4.
# of personal injuries
0
0
0
0
Public Works Department
Traffic Division
Traffic Control & Parking Meter Maintenance Program
Fund 1010 — General
Division 5320
Program Description:
To provide installation and maintenance of traffic control devices as warranted by the FHWA MUTCD
(Manual on Uniform Traffic Control Devices); to ensure public safety for citizens traveling public streets
through strategic planning and maximum utilization of available resources.
Program Analysis:
Due to budget constraints, the Traffic Control and Parking Maintenance Program must curtail its duties and
utilize every dollar provided. Maintenance effort levels are minimum in several activities. The Program has
been re —cycling signs and posts in an effort to save every dollar possible. One traffic signal installation was
completed at the Dickson St. and West Ave. intersection. Another should be completed by year end. New
sources of revenue must be found in the future if we are to continue installing and maintaining traffic
control devices at a level required to ensure public safety.
Program Staff
Permanent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Program Resources
General Fund
Actual
1991
2.00
Actual
1991
Os
3,516
92,523
8,189
4,841
Budgeted
1992
2.00
Budgeted
1992
Os
17,444
116,019
13,785
77,000
Estimated
1992
2.00
Budgeted
1993
3.00
Estimated Budgeted
1992 1993
0 $ 71,396
13,504 13,720
113,867 63,036
11,485 12,042
60,000 0
S 109,069 S 224,248 $ 198,856 S 160,194
$ 109,069 $ 224,248 $ 198,856 $ 160,194
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Public Works Department
Traffic Division
'Traffic Control & Parking Meter Maintenance Program
•' Program Objectives:
1. To install two traffic signals at intersections which meet FHWA MLTCD warrants;
2. To reduce the turn —around time for citizens' requests from 5 days to 4 days;
' 3. To recycle 100 stop signs for reuse at a 50% cost savings.
4. To complete traffic signal pole maintenance (painting).
Performance Measures
Actual Budgeted Estimated Budgeted
1991 1992 1992 1993
Demand
1. # of signs 4,200 5,000 5,000 5,000
' 2. # of parking meter repairs 550 550 550 550
3. # of traffic signal repairs 160 160 160 160
4. His. of signal maintenance 500 500 500 500
' 5. # of pavement markings 50 50 50 50
6. Linear ft. of crosswalks 1,980 1.980 2,000 2,000
7. Hrs.— misc. traffic service 1.360 1.360 1,360 1,360
8. Labor ha.— signal install. 320 640 640 640
9. Wk. ha.— other depts. 20 20 20 20
' Workload _
1. # of signs repaired 1.077 1,000 1,470 1,500
2. # — parking meters repaired 441 550 500 500
3. # — traffic signal repairs 185 190 170 180
' 4. Hrs. of signal maintenance 243 350 295 325
5. # of pavement markings 29 10 10 10
6. Linear ft. of crosswalks 1,040 1,000 1,200 1,000
' 7. Hrs.— misc. traffic service 1,288 1,000 1,200 1,200
8. Labor hit— signal install. 432 640 640 640
9. Wk. ha.— other depts. 41 20 40 20
' Productivity
1. # signs repaired/day 21 25 19 20
'• 2. # pkg. meters repaired%day 38 30 50 30
3. # traf. sgnls. repaired/day 6 6 8 7
4. Hrs. sgnl. maintenance/day 8 8 11 8
' 5. # pavement markings/day 10 10 10 10
6. Linear ft. crosswalks/day 160 360 213 360
7. Hrs. misc. traf. serv.lday 12 10 13 10
8. His. signal install./day 12 8 8 8
9. Wk. ha.— other depts./day 10 2 9 5
Effectiveness
I. 1. Traffic signals installed 1 2 2 2
2. Stop signs re —cycled 100 100 100 100
3. # of citizens' requests 503 500 700 700
4. Workload objectives met +/-10% +/-10% +/-10% +/-10%
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City of Fayetteville, Arkansas
Capital Improvement Projects
Since 1988, the City of Fayetteville has produced annually, a Five -Year Capital
Improvements Program (C.I.P.). The C.I.P. should be considered as a financial
planning tool that lists the City's capital improvement projects, places them in
priority funding order, and schedules the projects for funding and implementation.
The C.I.P. should also be considered one of the primary policy -making
instruments utilized by the Mayor and City Council. The City's practice has been
to adopt the C.I.P. for the forthcoming five-year period and then incorporate the
projects for the following year into the budget process. For example, the 1993
projects in the 1993-1997 C.I.P. will be included in the 1993 Budget.
The City of Fayetteville utilizes a combination of pay-as-you-go and long-term
debt financing to fund the capital improvement projects that are undertaken. The
primary source of revenue is the City's one cent sales and use tax, that was re-
dedicated by the Citizens of Fayetteville in a 1988 election to be used for capital
improvements. Subsequently, the City issued $33,019,000 in capital improvement
bonds in 1990 that are supported by a portion of the sales and use tax.
The capital projects financed by the capital improvement bonds are budgeted in the
Capital Improvement Construction Fund. The excess sales tax monies are
receipted into the Sales Tax Construction Fund, which is the fund in which sales
tax pay-as-you-go projects are budgeted. The remaining capital projects
undertaken by the City are budgeted in the City's operational funds (i.e. Water &
Sewer, Airport, and Shop).
The following pages include a listing of the capital projects which the City plans
for 1993, an overview of the 1993-1997 Capital Improvements Program, and
schedules detailing planned resources and expenditures by fund. Further
information regarding the capital improvements project process and supporting
details for the specific projects is contained in the C.I.P. document.
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281
City of Fayetteville, Arkansas
Capital Improvement Construction Fund
Capital Budget
Account Name Project # Item Description
Bridge, Drainage, and Sidewalk Improvements
93004 Storm Drainage Study
93005 Various Drainage Improvements
92010 Double Springs Road Bridge
93009 Maple Street Bridge
93010 Lafayette Street Bridge
Vehicles and Equipment
Building Costs
Land Acquisition
Park Improvements
93006 (2) Pumper/Ladder Convential Pumpers
(Replacement Equipment)
91009 Maintenance/Operations Center
90010 Remodel Existing Fire Stations
1993
Budgeted
•• ••t
t•t
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88001 Gulley Park Purchase 18,309
18,309
92024 Wilson Park Master Plan Development
93007 Walker Park North Soccer Complex
93008 Public Picnic Package
91034 Lake Fayetteville North Softball Complex
Solid Waste Improvements
90013
Water Line Improvements
90007
Street Improvements
Solid Waste Transfer/Recycling Center
Parallel 36" Water Line
Pavement Improvements — Various St.
Chip Seal — Various Streets
Stubblefield Road
Mill Street Extension
Township Street — College to Old Wire
North Street — Gregg to RR Tracks
Poplar Street — Leverett to Gregg
Harold Street Improvements
Old Wire Road — Township to HWY 45
Old Wire Road — Township to HWY 265
Laura Lee to Coleman
Arlington Terrace— Kings Dr to Kings Dr
Trust Street — Assembly to Vinson
Emma Avenue — Cato to Laura Lee
Laverne Avenue — Cato to Lorena
Joyce Street — Old Missouri to HWY 265
67,500
245,000
245,000
II Ill
300,000
300,000
1,200,000
366,474
655,587
100,000
133,480
150,000
193,123
204,758
50,000
74,470
75,000
25,000
97,460
200,000
4.125352
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C,ty or Fayetteville, AAramas
Sales Tax Caaatnunon Fund
Capital Budget
Account Name Project M
Trailways and Sidewalks
Mn
93037
93039
library Book Purchases
93020
F,xed Assets
93014
93018
Q30'rt
93033
93034
93025
93036
Build: ng Cats
93029 Recarpet City Hall
90001 Remodel Board Room
Item Description
Sidewalk Construction
Tradways - W Icon Park Tnil
Tra.lwaw CAnuruction
Police Emergency Generator
Traffic Signal - Undetermined
System Printer Replacement
Computer Sys. Upgrade - Muni. Court
Camera for ADA Requiremens
Geographic Information System
Accessibility - Miscellaneous (ADA)
Park Improvements
93017
Lake Fay. South Shore Restroonts
35,000
93019
Asbell Ball Park Restroones
35.000
93021
Lake Fay. South Park Pavilion
54,000
91039
Gulley Park Master Plan Development
50,000
93021
Walker Part Reatroom - Replacement
35,000
9302E
Greathouse Park Bridge
32,500
93035
Wilson Park Playground Apparatus
30,000
93036
Lake Fay. Softball Complex Expansion
70,000
92063
Walter Park Expansion
150,000
93023
lake Fay. Softball Complex Parking Lot
40,000
93031
Power Lice Removal - Lk Sequoyah
20,000
551.500
Water Improvements
90007
Paralel36" Water brie
1,250,000
90026
Water System Relocation - Poplar
28,000
93013
Water Line Replacements - As Needed
110,000
92066
W & S Sya Relocation - HWY 180
495,000
91031
W & S Sys. Relocation - Wedmgton Dr.
670,000
93016
24•WaterUneReplaarnent
200,000
91026
RogersTank Painting
250,000
93026
HWY 16 East Water Uric Improvements
400,000
92O25
W & S Sys. Reloc - North RR Track to Gregg
43,000
93032
Waterline Replacement - Rolling Hills
96,000
90007
Add.tionat Ground Storage
812,000
4,354.000
Sewer Improvements
91012
Sewer System Rehabilitation
8&860
93030
Pump Station Removal - Rolling Hills
15,000
103.860
Street Improvements
93040
Davis Park Street
22,500
92009
Dickson Street - Drainage and Overlay
752,201
93015
Accessibility - CurbCats(ADA)
19250
91
Water Meters
93011
Water Meten
43.486
S
43,486
1993
Budgeted
$ 60.000
54000
129,600
239,600
61.421
61.421
47,000
21,500
x 000
20,000
10,000
255.000
50,000
428.500
40,000
10,000
54000
283
City of Fayetteville, Arkansas
Miscellaneous Capital Budgets
1993 '
Fund Program Project # Item Description Budgeted
Water & Sewer Fund 1840 Water Meter Capital — Water Meter Capital 14,770
5600 Capital Water Mains 90007 Ground Storage 1,328,250
91009 Maintenance Center 1,000,000
2328250
• 5610 Water Capital — Tools and Equipment 11.800
5620 Water Connections Water Connections 123,728
5630 Rural Water Connections — Rural Water Connections 15,710 1
5700 Sewer Mains Construction 90012 Sewer System Rehabilitation 1,911,140
• 91047 Sewer Line Replacements 70,000
90026 Poplar Street Sewer Relocation 15,000
1996,140
57105ewerCapital — ToolsabdEquipment 15,500
5720 Sewer Connections — Sewer Connections 78,842
5800 Waste Water Treatment 91012 Computer System Upgrade 2,500
91019 RAS Pump Replacement 27,000
92030 Digested Sludge Pump 14,000
91022 Solids Handling Pump 26,000
92039 Upgrade/Replacement Lift Stations 100,000
92038 Testing Equipment 2,000
93050 RAS Mixer Replacement 10,000
93054 SMS Access Road Improvements 6,500
93053 Solids Handling Pump Replacement 15,000
93051 Tractor 19,784
91015 Enhanced Plant Capacity 350,000
92040 Upgrade Operations Building 10,000 '
582.784
Airport Fund 3960 Airport Capital 93704 Taxiway Extension 877,777
93071 Airfield Marking 26,000
93073 Ramp Surveillance System 12,000
• — Vacuum Cleaner 1,200
FOD Bar for Truck 500
Lighted Entrance/Exit Signs 3,500
— VoiceWriter Dictation Machine 700
• 93067 Flight Service Station Asbestos Removal 35,000
93070 Flight Service Station Renovation 45,000
93069 Flight Service Station Roof Replacement 26,400
• 93072 Fixed Base Operator Roof Replacement 28,200
93068 Terminal Restroom Renovation 14,000
Public Notification 1,000
1.071277
Shop Fund 1920 Fleet Operations Capital 93056 Passenger Vehicles 136,000
93058 Light/Med. Utility Vehicles 37,000
93057 Solid Waste Vehicles 108,891
93059 Tractors/Mowers 34,050
93060 Backhoe/Loaders 80,000
93061 Dump Trucks 57,726
93062 Construction Equipment 675,571
93064 Hydraulic Finish Roller 3,675
Public Notification 1,000
$ 1,133,913
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Capital Improvements Program Overview
In 1988, the first five - year Capital improvements Program (C.I.P.) for the City of Fayetteville
was produced. Since that time the C.1.P. has been updated on an annual basis. The City of
Fayetteville's C.I.P. should be considered as a financial planning tool that lists the City's capital
improvement projects, places the projects in priority order, and schedules the projects for
funding and implementation. As presented, this is a five-year forecast enabling the City to look
ahead to its capital needs. It should also be further considered as a major policy tool for the City
Board of Directors/ Council.
si , ;<3 '4tiWTt!�tt41
As with most management tools, the Capital Improvements Program has many benefits and
advantages. It:
A. Promotes advance planning and programming by Department Directors and
Division Heads.
B. Provides for orderly replacement of facilities and equipment.
C. Forecasts needs for new capital investments ahead of time.
D. Helps the Board of Directors/Council and administrative staff to gain an overall
view of growth and development within the City and coordinate capital
improvements within its growth.
E. Helps plan
for
balanced
development
and capital expenditures without
concentrating
too
heavily on
any one area
or Department.
F. 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.
G. Ensures projects and spending will be carried out in a priority need in relation to
the City's fiscal ability; that is, the most needed projects first.
H. Ensures capital projects will be implemented in accordance with all of the
objectives set by the City Board of Directors/Council and as expressed by the
citizenry.
I. Allows adequate time for projects to be planned and designed carefully including
the opportunity for public input in the process.
J. Permits the City officials to proceed with land acquisition requirements in
advance of need.
I
I
Capital Project Definition I
Capital expenditures, per City policy, are expenditures of five hundred dollars or more that have
a useful life in excess of one year. The annual Capital Improvements Program (C.I.P.) contains,
at a minimum, capital expenditures in excess of five thousand dollars. However, capital
expenditures less than five thousand dollars may. be included in the C.I.P. The project can be
a self- contained or stand alone project (i.e. fire truck purchase, purchase of a building, etc),
or an easily defined phase of a multi -faceted projected (i.e. purchase of land or easements for
future construction, purchase and renovation of a building, engineering and construction of a
new street, etc) or a feasibility or engineering study that could lead to future infrastructure
projects (i.e. a transportation study, a bikeways plan, a sidewalk plan, etc).
Priority Selection
Since Arkansas law requires segregation of funds by source and the City of Fayetteville currently '
has over 20 funds that can be or must be used for capital items, it requires the City to prioritize
projects within funds. This C.I.P. will not attempt to rate projects of one fund against another,
but rather within funds with regard to relative merit. A priority ranking is assigned to each
request after considering the urgency, necessity, and desirability to the City's operations. In
some cases a project may be considered to be desirable but funds are not available. These
projects will be prioritized and considered a "Potential Project". This in effect lists the project I
as necessary for future development provided funding becomes available.
Potential and Long-RanEe Projects ,
The C.I.P. document process involves a review of all projects and resources during each update.
City staff attempts to identify as many projects for funding as resources will allow.
Unfortunately, staff has identified significantly more projects than resources will fund. This has
resulted in an extensive "Potential Projects" list totalling $15.2 million. All projects on this are
considered to be viable projects, but for which no current funding exists.
In an effort to provide additional long-range planning, staff has attempted to identify major
projects which are needed beyond the current five-year period. These projects will be reviewed
each year as staff compiles the annual update to the C.I.P. In addition, State and Federal funding
will be sought to assist in reducing the City's cost for said projects.
Organization of the Capital Improvement Program Document
The document is organized in four (4) sections: I
1. Introduction '
This section includes several summary schedules and a map detailing locations of capital
improvements reflected in this document. The Summary of Project Requests and
Resources Schedule reflects totals by fund and lists the resources available for the
projects. It also notes the total amount of potential projects. Four charts with
286 1
I
accompanying tables detail: 1) Summary of Project Requests and Resources; 2) Summary
of Projects By Fund - All Sources; 3) Sales Tax Bond Issue Projects; 3) Sales Tax Pay-
,• As -You -Go Projects. The Combined Summarization lists all requested projects and
details by project whether it is funded through bond issue, pay as you go sales tax,
operating funds, or is a potential project. The Comprehensive Detail shows all projects
' by fund and funding source, and the amount of funds anticipated for each year.
2. Funding Details 1993-1997
This section is divided by year, and includes project detail forms for each project. Each
section is preceded by a project ranking list, which specifies the priority funding of the
'
project. These forms detail the type of project, location (if applicable), project cost,
annual operating cost, as well as a description and justification of the project. The
program detail form is placed in the initial year a project begins. The priority list for
each year then denotes with an (•) when the project is a continuing project from the prior
year.
3. Potential and Long -Range Projects
The C.I.P. document process invo'ves a review of all projects and resources during each
update. City staff attempts to identify as many projects for funding as resources will
allow. Unfortunately, staff has identified significantly more projects than resources will
'• fund. This has resulted in an extensive "Potential Projects" list totalling $15.2 million.
All projects on this are considered to be viable projects, but for which no current funding
exists.
' In an effort to provide additional long-range planning, staff has attempted to identify
major projects which are needed beyond the current five-year period. These projects will
' be reviewed each year as staff compiles the annual update to the C.I.P. In addition,
State and Federal funding will be sought to assist in reducing the City's cost for said
projects.
4. Glossary
' This section includes a glossary of terms that will hopefully enable a user to understand
what a Capital Improvement project is and also provide a detail of financial terms.
Project Types
Capital projects between $500-5,000 are not typically included in the C.I.P.. rather these items
are included in the operations budget of individual programs as approved during the budget
process. Items under $500 are not considered to be capital, therefore, they are purchased through
the Minor Equipment Account in the Materials and Supplies category of operations budgets.
Generally, items valued at $5,000 and above are placed in the C.I.P. It should be noted that
the C.I.P. does not finance the projects contained in it. Rather, the C.I.P is a planning
document which places projects in the Annual Budget & Work Program whereby funds are
1 287
I
appropriated for them by the Board of Directors/Council. Prior to actual initiation of project
work, required contracts are presented to the Board of Directors/Council for final approval of
expending funds. I.
The Capital Improvements Program includes the General, Water and Sewer, Street, Shop, ,
Airport, and Solid Waste fund projects.
General Projects The General fund is projected to be capable of supporting $ 1,380,000
per year for capital construction projects of the Fayetteville School District and selected
capital projects which have a dedicated funding source. All other capital items required
to support services provided by divisions within the General fund must be supported by
the City's Sales Tax.
Water and Sewer Projects The Water and Sewer projects will be funded through the
Sales Tax Bond issue, Sales Tax Pay -As -You -Go, Water and Sewer operations, and a
Water and Sewer Revenue bond issue which is scheduled for 1992. The Water & Sewer
operations are funded by user fees.
Street Projects All street projects will be funded either by the sales tax bond issue or
pay-as-you-go sales tax funds. The Street Fund operating budget will only support basic
maintenance and operations.
Shop Projects The shop is an internal service fund. Revenue is generated for the shop
fund through vehicle usage rates charged for the usage of each vehicle. These usage rates
include replacement cost; maintenance cost, and overhead cost. The estimated revenue
to be collected for replacement cost each year averages $ 950,000.
Airport Projects All airport projects will be funded through Airport Operating Funds.
The Airport operations are funded by rents and leases, user fees, and federal and state 1
grants.
• Solid Waste Projects The balance of the cost of the solid waste transfer/processing
center is included in the Sales Tax Bond issue funding in 1993-1994.
Fundin! Sources _
The C.I.P. has several funding sources; the Sales Tax Bond Issue, Pay -As -You -Go (sales tax
collections in excess of the debt service requirements of the Sales tax Bond Issue),_ Water and
Sewer Revenue Bond Issue, Federal and State Grant programs, and operational funds.
Sales Tax Bond Issue ,
On November 8, 1988 the Citizens of Fayetteville approved the rededication of the 1% local
sales and use tax for the purpose of providing for funding of capital improvements. On May
29, 1990, the citizens approved the issuance of $33,019,000 in capital improvements bonds,
which would be supported by the sales and use tax. The City's Bond Trustee received the
288 1
' proceeds from this sale on October 18, 1990 and the process to complete the projects as
described in the election began; however, a class action lawsuit challenging the sales tax placed
'• the projects on hold pending the outcome of the litigation. The City prevailed in Chancery
Court in late spring and the plaintiffs filed an appeal with the Arkansas Supreme Court. Staff
is confident that the Supreme Court will ratify the Chancery Court decision.
Pgv-As-You-Go
' The City utilizes sales tax revenue in excess of the debt service requirement for the 1990 Sales
Tax Bond Issue to fund additional capital improvements. Currently, several of these projects
have also been placed on hold pending the outcome of the Sales Tax Lawsuit.
Water and Sewer Revenue Bonds
' The City periodically issues Water and Sewer Revenue Bonds supported by water and sewer
rates to provide the capital to fund improvements to the City's water and sewer system.
Federal and State Grant Programs
The City utilizes federal and state grant program to fund capital improvements where possible.
Recent examples of federal and state grant participation include receiving an Arkansas
Department of Pollution and Ecology Grant to assist in the purchase of a tub grinder for
Recycling and Composting and receiving FAA grants for Airport Improvements.
Operational Funds
' Examples of capital improvement funding from operational funds include Shop Fund equipment
purchases, Airport improvements not eligible for Federal and State funding and Off Street
Parking Fund funding improvements to the parking deck.
Operation and Maintenance Costs
' Operation and maintenance costs associated with each capital project are budgeted in the
appropriate operating fund, and are noted on the capital project detail sheets which appear in the
' Capital Improvement Program document by year.
Sum
The Capital Improvements Program (C.I.P.) is approached as a valuable tool to be used in the
accomplishment of responsible and progressive financial planning. The program is developed
' in accordance with the City of Fayetteville's prioritization of capital needs and budget policies.
These policies and the C.I.P. document form the basis for making various annual capital budget
decisions and support the City's continued commitment to sound long-range financial planning
and direction.
I
1 289
City of Fayetteville, Arkansas
1993-1997 Capital Improvements Program
Summary of Project Requests &
Project Resources
Project Requests
1993
1994
1995
1996
1997
Total
General Fund $
2,180,000 $
1,409,500 $
1,380,000 $
1,380,000 $
1,380,000 $
7,729,500
Shop Fund
1,132,913
965,389
1,047,679
786,379
339,307
4,271,667
Airport Fund
274,600
308,450
322,000
320,000
347,000
1,572,050
Water & Sewer Fund
5,118,144
2,137,640
642,440
2,477,400
950,000
11,325,624
ST Pay —As —You —Go
6,732,610
2,982,124
3,159,876
2,847,006
3,149,925
18,871,541
Bond Issue
11,833,170
7,972,421
4,236,609
707,500
700,000
25,449,700
Off —Street Parking
0
0
30,000
.0
1 0
30,000
Potential Projects
5,983,471
632,600
1,004,600
1,519,600
6,106,400
15,246,671
S
12,972,632 $
84,496,753
10,037,885 $
11,823,204 $
16,408,124 $
33,254,908 $
Resources Available
General Fund
Shop Fund
Airport Fund
Water & Sewer Fund
ST Pay —As —You —Go
ST Bond Fund
Off —Street Parking
11
1993 1994 1995 1996 1997 Total
$ 2,180,000 $ 1,409,500 $ 1,380,000 $ 1,380,000 $ 1,380,000 $ 7,729,500
971,011 980,411 970,321 960,140 949,868 4,831,751
• 441,214 443,085 444,795 446,337 447,700 2,223,131
6,665,942 1,557,498 1,584,355 1,727,393 1,814,349 13,349,537
6,915,843 3,021,348 3,141,400 3,058,605 3,126,691 19,263,887
25,177,385 357,319 230,585 70,304 44,776 25,880,369
0 0 30,000 0 0 30,000
S 42,351395 $ 7,769,161 $ 7,781,456 $ 7,642,779 $ 7,763,384 $ 73,308,175
Capital Improvement Projects
1993-1997
ST Bond Issue
36.75%
Off -Street Parking
0.04%
Water & Sewer
16.35%
General
11.16%
ST Pay -As -You -Go
27.25%
r
Airport
2.27%
I
11
I
11
I
11
29O 1
Capital Improvement Projects
By Fund - All Sources
1993-1997
Wuer A Sewer
44.86%
So,id V,'ute
1 42%
Genes
22 244
A.rport Stip
2.2"^x 61'%
Capital Improvement Projects
By Fund — Al] Sources
5 Year Summary
Off -Street Parties
0.04E
Project Area
1993
1994
1995
1996
1997
_. TOTAL
General
$ 4,755232 $
2,831,595 S
2,497,351 S
2,697,026 $
2,621,915
$ 15,403,119
Water & Sewer
16,139,490
6,479,612
2,506,720
3,285,400
2,657,680
31,068.902
Shop
1,132,913
965,389
1.047,679
786,379
339,307
4,271,667
Airport
274.600
308,450
322,000
320,000
347,000
1.572,050
Street
4,724,202
4,450,909
4,414,854
1,429,480
900,330
15.919,775
Solid Waste
245,000
739,569
0
0
0
984,569
OH —Street Parking
0
0
30,000
0
0
30,000
S 27,271,437 S
8,518,285 S
$ 69,250,!182
6,866,232
10.818,604 $
15.775524 $
291
Project Area
General
Water & Sewer
Solid Waste
Street
1
1
Capital Improvement Project
Sales Tax Bond Issue Funding
1993-1997 1
1
Water & Sewer
35.18%
-::.:.. / i // / / General
.. ........ ............ i , 4.76%
So Waste
3.
.. ... .. _ 3.8790
Street
56.19%
1
Capital Improvement Projects 1
Sales Tax Bond Issue Funding
5 Year Summary
1993 1994 1995 1996 1997 Total
$ 572,818 $ 614,500 $ 16,500 $ 7,500 $ 0 $ 1,211,318 1
6,500,000 2,453,413 0 0 0 8,953,413
245,000 739,569 0 0 0 984,569
4,515,352 4,164,939 4,220,109 700,000 700,000 14,300,400
$ 11.833,170 $ 7,972,421 $ 4,236,609 S 707,500 $ 700,000 S 25;449,700
1
292
Capital Improvement Projects
Sales Tax Pay -As -You -Go Funding
1993-1997
Genera:
34.24%
S
8.
K'a:er & Sewer
!7.r8%
Capital Improvement Projects
Sales Tax Pay —As —You —Go Funding
5 Year Summary
Prgect Area _
1993
1994
1995
1996
1997
Total
General
$ 2,002,414 $
807,595 $
1,100,851 $
1,309,526 $
1,241,915 $
6,462.301
Water & Sewer
4,521.346
1,888,559
1,864,280
808,000
1,707,680
10,789,865
Street
208,850
285,970
194,745
729,480
200,330
1,619.375
S 6.732,610 S
2,847,006 $
3,149,925 $
18,871.541
2,982,124 $
3,159,876 $
293
City of Fayetteville. Arkansas
1993-1997 Capital Improvements Program
Comprehensive Detail
SourcelDivuion
Project
Geneal Projects
Source — Sala Tex
Bond Issue
Parks
Gulley Park Purchase
Lake Fayetteville North Softball Complex
Public Picnic Package
Walker Park Baseball Fence Replacement
Walker Park North Soccer Complex
Wilson Park Master Plan Development
Wilson Park Pool Service/Parking Lot
Fire
Remodel Eaisting Fire Stations
Pump/IadderConv. Pumper Replacement
Two Additional Pumper/Ladders
Land Acquisition for Future Fire Station
Total
Source — Sala Tax Pay —As —You —Go
5 Year
1993
1994
1995
1996 1997
Request
S 36,318$
S $ S
$ 36318
18,000
20,000
38,000
5500
5300
7,500 7.500 7,500
22500
40,000
40,000
4,000
43,000 9,000
56.000
14,000 -
14,000
49,000
49,000
420,000
420,000
480,000
480,000
50,000
50,000
$72.818
614500 16.500 7500
0 1211318
Parks
pushed Bad Park Restrooms
35,000
35,000
Babe Ruth Park Concession Stand
50,000
50.000
Bates Park Playground Apparatus
12,000
12,000
Data Park Street
22500
2222500
Finger Park Development
31,010
31,000
Greathouse Park Bridge
32500
32500
Gulley Part Muter Nan Development
50,000
26350
75,000
66,000
60,000
277,350
Gulley Park Purchase
40,Q28
40,0:8
Industrial Park Practice Fields
30,000
30,000
Lake Fay. Softball Complex Parking Lot
40,000
50,000
-
90,000
Lake Fay. North Softball Complex
65,000
75,000
140,000
Lake Fay. South Tod System
40,000
40,000
Lake Fay. South Short Restroom
35,000
35,000
Lake Fay. Softball Complex Expansion
70,000
70,000
140,000
Lake Fay. Softball Picnic Area
5,000
5,000
Lake Fay. South Park Pavillion
54,000
54,000
Lake Sequoyah Restrooms
50.000
50,000
Landscape Seeder/Roller
6500
6,500
Limestone Caps
22,000
22.000
Parks Portable Bleachers
10,000
10.000
Walker Park Baseball Fence Replacement
15,000
15.000
Walker Park N. Donated Land Development
50,000
50,000
Walker Park N. SoccerCompla
71,000
71,100
Walker Park Restroom — Replacement
35,000
35.000
Walker Park West Parking Lot
95,000
95,000
Wilson Park Pavilion
60,000
60,000
Wilson Park Playground Apparatus
30,000
30.000
Bikeways — Wilson Park Tod
50,000
50,000
Youth Center Mul6—Purpose Room
153,000
153,000
General
Polce/Mun.CourtfComm. Budding Renovation
978,465
978,465
Recarpet City Admin Bldg
40,010
40.0110
Accessibility — Miscellaneous
50,000
50,000
100,1100
Camera for ADA Requirmenta
10,000
10,000
CityClerk
Laserdcc Microfiche Machine
50,000
50,000
Fire
Fire Station #6
445,0)0
445,100
Fire Station Remodeling
50,000
50.0W
Fire Station #7
750,000
750,000
Library
Book Purchase
61,421
66,245
72,651
78,866
84,915
364,098
Communications
Radio System Upgrade
100,000
100,000
Recorder?ape Replacement ..
65,000
65,000
CeutnComm II Console — Expansion
40,000
40,000
Conventional Radio Repealer
30,000
30,000
Finance
Printer — Replacement
-
12,0W
12,000
System Printer — Replacement
18,000
18,000
Replacement of System Printer
25,010
25,000
IBM Memory & Disk System — Expansion
-50,000
50.000
Additional Tape Drive
-
23,000
23,000
Bunter Replacement
145(0
14560
Municipal Court
Computer System Upgrade — Municipal Court
20,0W
20,000
IBM 4224 System Printer
8,000
8,000
Management
Geographic Information System
255,000
50,000
75,0W
50,000
75,0W
505,000
Police
Police Emergency Generator
47,000
47,000
Jail Plumbing/F]ectrieal Repairs
27,000
27,0W
Police — Soft Body Armor
35,000
35.000
Computer System Upgrade
470,100
470,000
Traffic
Traffic S A — Undetermined
- 2150)
21500
Traffic Signal — Undetermined
2250)
22500
294
City of Fayetlevik, Afla--
1993-1991CapiW Improvements Propam
Compnheadve Deuil
Soere/Dn19a
Traffr TnI& Sipal —
Undetermined
TnKr Sipal —
Cadewramid
Traffic Sipal —
l:ndeterawd
Traffc Sip.l —
Uadetermned
TnRk Sipal —
Uadetermiwd
Traffic Sipal —
Undetermined
Traffic Sipal —
Undetermined
Computer Coalyd Tnffr Sepals
Told
Swtee_ General Fnnd
Fay School
Delirrt Fayetteville School District Capital 13&1000 1384700 1384000 1,384000 13&1,000 6900300
R dg Mast. AudiNVsoal Equipmen 2930 295W
Street Drkaon Street Recoutnctroe 800,000 - 800.600
Total 2,1&1000 1,4093 1384000 00 1 84000 — X1,_000 -- 7.29500
flat
1993 19W 1995 10% 1997 Re9lat
22}00
'..22.54
23AM
23AM
23AM
23.600
24.800
24.800
24,800
24,800
26.000
26.000
26,
26,000
1u.000
Iu,000
2,1)2,414 807395
1,104851
__
1309326 1241,915
6.46230 I-
Total General Projects
Wam r a Sew Projects
Souee - Sao Ty8oad m"
Water Par 36' Water Lose
MaalnanceOpentwmCn ter
Total
Source - Sai a Tax Pre -As -You -Go
4 75521." 2,831395 2.497351 2.697.026 2.621.913 IS 401,719
6 000000 2.453.413 8 453413
5WAX _ 500 000
6500000 2,453413 0 0 0 8951413
Meer
Wain Meters
43,486
52,690
54281
56,000
57,680
2M.14S
Water
Los Repacemenu-As Needed
110,000
90,000
200,000
WaterLie Replacement - As Wamwee.
200.E0
300,000
2$0.000
250330
1704000
Par.36' W ater Lse
1250.00
650000
I.Q00000
Additional Ground Stomp
812.000
812.000
G wind Stoop
100,670
1,404000
1300000
WalerSyslem Rdoaiioa - Poplar
28.000
107.000
135.000
MaialeunceOpentionsCnter
250.00
250.000
Easter. Art. Reinforcement
450.000
450.000
WateS teen Rdoarroa - Nor h St.
202.000
202.000
Highway 16 East Water Line iapmvemenu
400.000
403,000
Ropn Tan Painting
250.000
250.000
Pump Station Remold-RoOug Hills
15.000
15.000
Water Lie Replacemeat - Rolling Hills
96.000
wow
PowerLue Remold -Lake Segsovak
24000
2220.000
24' WaterLue Replacemenl
200 000
200.000
High Pmaire Stomp System
750.000
750.000
WaterSewer
WAS System Rdoatwn- Hwy 180 61h Street)
495000
495.000
W&SSyvtem Reloutwa- Wedsgtoo Drive
670
670,000
WAS Sptem Rdoatwn - North -RR -rack loGregg
43,000
43.000
WAS System Rdoatws - Towaskip
177,000
177,000
WAS System Rdeatwn - Gregg
413,000
413.000
WAS 5ystem Relocation - Garland
120.000
LO.000
Scion
Sewer System Re►atsaruia
88.860
88.860
177 inc
S4am Mau Replacement
50,000
200.000
_
250 000
Told
4321346
__SS9
808,000
1,707,680
10,789,86.5
Sowvc - Water A Sewer Fe
Water Oround Stomp
I=&ODD
1321.000
Lund Resfomemeat
I
I 604000
Sewer Sewer System Relaedrutin
1911.140
1311.140
363.940
338620
Maaleunce Crater
1,004000
1.004000
Sewer System Rdocauw- Poplin St
15,700
145.000
160.0w
Sewer System Reloatin - North St.
135 000
135.000
Sewer Lime Replaceants - As Needed
741100
:00 000
100.600
100)00
100.600 474700
Seam Sstem Rib hdiulon
350,000
8$0.000 1.2%000
Meler Rae.UowPmeutioa
211.fD
21130
WWIP Enlisted PlaatCspaeity
350,000
25400D
600,000
CompaterSystem Uppade
2300
23a)
2300
7300
RAS Pump Replresnt
27,000
27,000
Drgated Sudp Pump
14,00D
15.00
_ 29,000
Solids Handling Pas p
26.000
26.000
295
City of Fayettevlle, Attains
1993-1997 Capita Improvements Program
Comprehensive Detail
5 Year
Source/Division Project 1993 1994 1995 1996 1997 Regnest
Upgrade/Replacemnt Lift Station 100,000 100,000 150,000 100,000 450.000
Testing Equipment 2,000 2,000 2,000 6,000
Replacement of RAS Mian 10,000 10,000
Tractor 19.784 19,784
Upgrade Operations Build ng 10,000 10,000
Solids Handling Pump Replacement 15,000 15,000
SMS Amass Road Improvements 6,500 4,000 4,000 4,000 18,500
Rebuild Aerators 10,000 10,000 20,000
Blowers, Rebuilding 10,000 10,000 20,000
125 Horsepower Tractor 45,000 45.000
15' Flawing Brushhog 8,000 8,000
Hay Harvesting Equipment — Replacement 101,400 101,400
Rebuild Plantln0uent Pump - 10.000 10.000
Rebuild Effluent Pump 20.0 20•0W
Replace Activated Sludge Pumps 50,000 50,000
Replace Bar Screen 70,0W 70.000
IJV/VIS Spectrophotometer — Replacement 10,000 10.000
Lab Acid Wash System Replacement 30,000 30,000
Polymer Feed Equipment 10.000 10,000
Maintenance Shop Too[ Upgrade 12.000 12,0W
Rebuild Aerators 10,00 - 10.000
Total 5,118144 2,137,640 642,440 2,477,400 950.000 11325,624
Total Water & Sewer Projects 16.139.490 6479.612 2,506720 3285,100 2.657,680 31068,902
Street Projects '
Source — Sales Ta Bond Issue
Street Pavement Improvement — Various Streets 300,000 300,000 377,500 500,000 500,030 1,977500
Chip Seal — Various Streets 300.000 300,000 300,000 '900.000
Township St. — College to Old Wire 655587 655587
Poplar St. — Leverets to Gregg 133,480 431,975 565,455
Old Wire Rd. — Township to Hwy. 45 193,123 633,0 826.545
Old Wire Rd. — Township to Hwy. 265 204,758 544,122 748,880
Kura Lee and Coleman n 50,0W 50,000
Arlington Ten. — Kings Dr. to Rings Dr. 74,470 74,470
Taut St. — Assembly to Vinson 75,000 75.000
Storm Drainage Study 50.0W 50.000 50,000 150,000
Various Drainage Channel Improvements . 100,000 100,000 200.E
Emma Ave. — Cato to Laura Lee 25,000 25.000
Laverne Ave. — Cato Spr. to Loren 97,460 97,4W
Harald Street Improvements 150,000 150,000
Razorback Road Extension 200,000' 2_00.00
North Street — Gregg to RRTracks 100,000 100,000
Double Springs Road Bridge 40,0W 40.E
Oakland Street Drainage Improvements 20,0W 380,000 - 400,000
Sycamore — Leverett to Garland 190,000 457,749 647,749
Green Acres — College to Colt Square 139,440 434,880 574$0
Drake Street Extension 105,660 522,180 627,840
Beechwood — 6th to 15th 265,920 265,920
Joyce Blvd West (Starts) 184,400 667,000 851,400
Gregg Ave. — Prospect to Douglas 332,000 332,00
Gregg Ave. — Hwy. 180 to Hwy. 471 481,800 481,800
Poplar — Gregg to Yates 217,000 217,000
North Street — Mission to Hwy. 71B 200,000 2200,00
Joyce Street — Old Missouri to Hwy 265 200,000 900,000 1,10000
Stubblefield Road 2200000 1200,000
Mill Street Extension - 366,474 366,474
Maple Street Bridge 100,000 100,000
Lafayette Street Bridge 100,000 100.000
Total 4,515352 4,164,939 4220109 700,000 700,000 14303,40
Source — Sales Tax Pay —As —You —Go
Street Old Missouri — North of Joyce Street 532,000 532,1100
Aocesaiblity—Curb Cuts 19250 93,850 113,100
Street Sidewalk Construction 60,0W 6252D 65,145 67,880 70,730 326,275
Trailways Construction 129,600 129,600 129,600 129,600 129,600 648,0W
Total 208,850 285,970 - 194,745 729,480 200330 1,619375
Total Street Projects 1.7242(2 17050909 1.411.851 1429480 900350 15.919.775 ,
a
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Acpon Federal Omni Matches 88,000 88,000 95,000 95.000 97.00 463,000
FSS Roof Replseement 26.100 26.400
FSS Astsetos Removal 35,000 35.000
FSS Renoatlon 45,000 45,000
T -Hager L iit 199300 199300
Lank Dettc tram Fqu,p.nt 23210 5200
Auid d Marking 26.000 30.000 56.007
Paamnt Mamtensce 40250 50.000 90250
Fspned Rental Car Parbg 1 i 5.000 1 15.1110
Automat Gan Operators 27300 273w
Paeseapr PatkiagLot Eapaaios 175.ODO 175.000
FBO Roo: Replacemest 232M =8130
Restmoes Rnoatros 14.000 14.000
SuradliKe Equip - Ramp 12.000 I2.a0D
Pubic Bldg. Renoattm 40,000 40.000
Pareager Terestad Doon 90,000 90AOD
HVAC System Reaonl,om &3.000 80.000
Tdephme red PASyslem 50.000 50,000
Total Aupan Protects 214,60C 308.450 32:.000 320.000 347300 I$1zC50
Inn —
Soave - Shoo Fund
' Slop Reptaumeal - Can :36.000 210,000 163311 :75342 I'.7,75O 862.406
Repcaumnl - Saai:atioa Vet &Equip. :08.891 295,140 430J1 834.055
Repaumnl - Pck-ups. Bases, & Vase 37AM 201,0;5 125346 215.%1 40216 619348
Replacement - Flal Bed ':nub & Damp 86.7,4 12.015 :28.789
' Repacemeal - BKkhoeeloadm 8].000 56.000 40.000 3; 110 20171C
Replacement - DempTra.ks 57,725 57.726
Replacement - Mac Veh & Equipment 15.75C 28,610 4360
Replacemesi - TractonMbacn 18300 87,810 41,480 134.960 282.580
Replacement -Coastncmi Veh &Equip. 675371 673371
Underground Fed Stange 205300 205300
Cosetracoan Equ pmnt;D9un & Gndenl 229.000 "9000
Miaeellaaeoa Equipment _ 3675 31316 80631 124.0
Sovee.'Dro6 Protect
Sdid Wage hmjea
Soave - Sales Ta Bond 1esr
Sold Watt Slid Waste Traufe/Reclslu8 Cain
Total
Tow Sold Waste Protects
Aiprt ht
Soave - Airport Pad
Ciryd Fayeneuile. Alum
1903-1997 CApdd I.prow.nu Propam
Campnhasne Detail
5 Year
1993 1991 1995 19% 1997 Request
215.000 730369 9S1,%9
215,000 739369 0 —_ _ 0 -- 0 9&369
215.000 739369 0 0 0 981360
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Total Slap Projau
OR -Saar Parting Projei
Off -Saint PirtueFsad
Off-Suui Patting Rawface Parting Deet
To W OR -Steel Patting Pod
ToW Cnanl Project
Total Water & Seiner Projects
Total Shop Projects
Total Aupon Projects
' Total Strcer Projects
Total Solid Wain Projects
ToW O0 -Street Parkas Pmteeu
1.1329:3 965399 1.047,679 786J9 3393Y1 427:.667
Projecu By Fm - All Sources
4.753232
2,831395
2,497351
24097.026
2.621915
15.403,119
16.139.490
6.479612
2304720
3)15.000
2.057,680
31.068,902
1.132,913
965389
1,041,679
786379
33°307
4211.667
271.0
308./50
322.000
320.100
317,100
1372050
4.721.202
4.454909
4.414154
1.429.480
900310
15 919.775
245,000
739369
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0
0
984369
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6
Officials of the City of Fayetteville, Arkansas
Elected Officials
I
Mayor
Stephen Miller
Ward
1,
Position
1
Kit Williams
Ward
1,
Position
2
Conrad Odom
Ward
2,
Position
1
Woody Bassett
Ward
2,
Position
2
Fred Vorsanger
Ward
3,
Position
1
Len Edens
Ward
3,
Position
2
Joan Chapman
Ward
4,
Position
I
Heather Daniel
Ward
4,
Position
2
Jerry Rose
Sherry Thomas
Glyndon Bunton
Rudy Moore
Ben Mayes
Kevin Crosson
Alett Little
Mickey Jackson
Richard Watson
Administrative Officials
Management Staff
City Attorney
City Clerk
City Treasurer
Municipal Judge
Administrative Services Director
Public Works Director
Planning Management Director
Fire Chief
Police Chief
Accounting Manager
Marilyn Cramer
Inspections Superintendent
Freeman Wood
Airport Manager
Dale Frederick
Internal Auditor/Grant Acct.
Yolanda Perez
Animal Services Director
Olivia Horn
Municipal Court Head Clerk
Dena Stockalper
Budget Coordinator
Steve Davis
Parks & Recreation Director
Dale Clark
Cable Administrator
Shea Crain
Personnel Director
Don Bailey
City Engineer
Don Bunn
Purchasing Officer
Peggy Bates
Communications Supervisor
Kathy Stocker
Solid Waste Management Admin.
Greg Fields
Community Dcv. Director
Jan Simco
Street Superintendent
Randy Allen
Data Processing Manager
Wes Cook
Traffic Superintendent
Perry Franklin
Facilities Superintendent
Harold Dahlinger
Water & Sewer Service Supt.
Sharon Crosson
Fled Maint. Superintendent
William Oesterich
Water & Sewer Maint. Supt.
Don Cochran
299
City o: Fayettevil:e, Arkansas
Personnel S,:mmary
Permanent Employees
1989
1990
1991
1992
1993
Department
Employees
Employees
Employees
Employees
Employees
General Government
21.80
22.80
27.55
27.80
29.80
Administrative Services
79.00
81.75
67.75
71.75
72.50
Police
68.50
69.50
83.00
91.00
95.00
Fire
54.00
54.00
54.00
60.00
63.00
Planning Management
11.00
12.50
12.30
14.30
16.30
Public Works
114.00
1:6.75
117.20
122.20
123.20
Total
_ __ 348.30
387.05
399.80
361.80
357.30
Personnel Summary
by Year -_-
1
iSTotal Employees
300
CITY OF FAYETTEVILLE
PERSONNEL VARIATION SUMMARY
DIVISION ADDITIONS DELETIONS
t
General Government 1.00 Mayor' 1.00 City Manager
Administrative Service
1.00
Asst. to the Admin Service Dir.2
1.00 Special Projects Analyst
Accounting
0.25
Accounting Clerk'
1.00 Finance Director
Animal Services
1.00
Animal Services Officer'
Hot Check Collections
1.00
Senior Clerk Typist'
Police
3.00
Police Officers'
1.00
System Operator'
Fire
3.00
Firefighters'
Planning
0.50
Senior Clerk Typist'
Inspection
1.00
Administrative Intern'
1.00 Temporary Administrative Intern
0.50
Senior Clerk Typists
Community Development
1.00
Senior Clerk Typist1°
Traffic
1.00
Maintenance Worker II"
Water & Sewer Services
1.00
Meter Readert2
0.50
Cashier"
TOTAL ADDITIONS 16.75
TOTAL DELETIONS 4_00
NET ADDITIONS 12.75
301
Notes to the Personnel Variation Summary
' 1) As a result of the 1992 vote by the citizens of Fayetteville to change the form of government from City Manager form
to a Mayor - Council form of government, the Mayor becomes the Chief Executive Officer for the City and the position of
' City Manager is eliminated.
2) The position of Finance Director has been reclassified to the position of Assistant to the Administrative Services Director.
This was done due to the increasing need for assistance with the day to day administration/operations of the Administrative
' Services Department. The reclassification will also result in an annual cost savings of approximately $25.000. Additionally.
the Special Projects Analyst position was deleted from this program. This position is funded by the General Fund.
' 3) The Accounting Clerk position was reclassified from part-time (0.75) to full-time due to increased workload on the
Accounting Department. This position will be funded by the General Fund.
4) The Animal Services Officer position was added to provide a more efficient Animal Services Department. In 1992, two
officers must provide service for a 24 hour penal. The addition of this position will allow for a reduction in overtime cost,
and will give Animal Services the personnel to more efficiently respond to calls. This position is funded by the General
Fund.
' 5) The Senior Clerk Typist position was added to the Hot Check Program to help with the work overload created by the
increasing number merchants utilizing this service. This position will be responsible for answering the phone, helping
' merchants, entering affidavits, filling, and miscellaneous office duties. This position is partially funded through the
elimination of a work study.
6) A multi -year phase in plan was adopted by the City Board of Directors in 1991 for police and fire staffing. The phase
'
in plan called for the addition of three fire fighters and three police officers each year until adequate staffing levels were
attained. These position are funded by the General Fund.
' 7) The System Operator Position was created to perform daily maintenance and operation of the Police Department's
computer system. These functions are currently managed by a uniformed officer who will be available for other police
duties. This position will be funded by the General Fund.
' 8) The Senior Clerk Typist Position was added to assist the Inspections and Planning Divisions. This position will assume
some of the routine processing duties associated with the increasing number of building and inspection permits issued. This
position will be funded by the Management Fund.
' 9) The Administrative Intern position was reclassified from temporary position to a permanent full-time position. This
position was created to assist the Planning Management Department with establishment of a Geo-Land Based computer
' system. Due to the complexity of this system a full-time operator is essential. This position will be funded by the
Management Fund.
10) The Senior Clerk Typist position was added to assist with the additional workload created by increased Federal and State
Housing grants. This position is funded by the Community Development Block Grant Fund.
11) The Traffic Division has been operating with two maintenance workers since the 1970's. Since that time the number
of traffic control signs. traffic signals, and meters have increased considerably. The Maintenance Worker 11 position has
been added to help with increased workload of the Traffic Division.
' 12) Due to the increase in utility customers, an additional Meter Reader is required. In addition to reading meters,
reaponsibilitiesof this position include maintaining meter boxes, instalhngand replacing meters, disconnecting and collecting
delinquent accounts, routine customer service connects and disconnects, and responding to routine customer inquiries
regarding water service. The addition of this position will allow for a reduction in overtime costs. This position is funded
by the Water & Sewer Fund.
13) A part-time Cashier was added to assist with the increasing number of utility customers, and growth in the number of
receipts generated by the Hot Check program. The addition of this position will allow for a reduction in extra service costs.
This position is funded by the General Fund.
I
302
City of Fayetteville, Arkansas
Major Revenue Sources
Budgeted 1993
County Sales Tax ....... • ............................... $ 4,797,960
City Sales Tax ......................................... 6,060,866
Hotel/Motel/Restaurant Tax ..................................4.656,474
Franchise Fees ...............-.......................... 3,344,929
State Tumback .......................................... 3,391,859
Property Taxes ......................................... 1,676,252
Water Sales ........................................... 8,000,750
Sewer Service Charges ........... •......................... 6,674,860
Sanitation Fees ......................................... 2,676,090
303
City of Fayetteville's Debt Position
The City of Fayetteville has established a practice and policy of paying for all capital projects
and capital improvements on a pay-as-you-go basis using current revenues whenever possible.
If a project or improvement cannot be financed with current revenues, long-term debt will be
recommended. The basis for this policy is that the City has maintained a commitment to
infrastructure improvement and maintenance. The City also considers the cost versus the
benefits of debt financing, when it is explored. A recommendation is made only when the
benefits outweigh the costs.
The City's debt policy also states that the City will refrain from issuing long-term debt for a
period in excess of the expected useful life of the capital project. The City will also attempt to
refinance outstanding debt if a determination is made that the City will benefit by reduced
interest expense over the remaining life of the bonds. A specific example of this cost savings
measure was realized in mid -1992 when the City refunded a 1985 water and sewer revenue bond
issue at the time the 1992 Water & Sewer Systems Refunding and Improvement Revenue bonds
were issued. The 1992 issue will be supported by the existing water and sewer rate schedule,
and will be used to fund water and sewer capital projects.
Like all municipalities, the City of Fayetteville borrows funds through tax exempt municipal
bonds to support a portion of its capital improvement program. Whenever possible, if the
improvements serves the entire area (not just Fayetteville residents) the City issues general
obligation bonds supported by sales tax revenues. This allows the cost to be spread to everyone.
including tourists and vistitors, to help finance the debt.
The City's debt policy says that the communications will be maintained with the bond rating
agencies and that the City will continue to strive for improvements in the City's bond rating.
Such communications are vitally important due to the fact that, generally speaking, the higher
rating a city has, the lower the interest rate that must be paid. As such, the City will
periodically confer with the rating agencies to update them on the financial status of the City.
304
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The two major investment services for bond ratings are Standard & Poor's Corporation and '
Moody's Investor Service. The following schedule briefly describes the ratings provided by the
respective agencies for municipal bonds.
Moody's and Standard & Poor's Credit Ratings
for Municipal Bonds
Ratings Description
Moody 's Standard & Poor's
Aaa AAA Best quality, extremely strong capacity to
pay principal and interest.
Aa AA High quality, very strong capacity to pay
principal and interest.
A-1 A Upper medium quality, &
A strong capacity to pay principal and interest.
Baa-1 BBB Medium grade quality,
& Baa adequate capacity to pay principal and '
interest.
Ba and BB and Speculative quality, low
lower lower capacity to pay principal
and interest.
1
The most recent bond issue made by the City is the 1992 issue of Water and Sewer System
Refunding and Improvement Revenue Bonds, Series 1992. The City of Fayetteville received an
A rating from both Standard & Poor's and Moody's in regard to these bonds. These high
ratings were made possible through a constant commitment to prudent financial management.
The following page provides:
• a schedule which lists each current bond issue, the date issued, dates due, interest rates,
and the principal amount remaining to be paid, and
• a schedule of the 1993 debt service for each current bond issue for which the City must '
make payment.
'
305
City of Fayetteville, Arkansas
Bonds Outstanding
December 31, 1992
Outstanding
Bond Due Interest
Description Issue Dates Rates Amount
General Obligation Bonds
Sales & L'se Tax Capital 1990 1992-2008 6.00-7.25% $ 31,130,000
Improvements — Series 1990
Sales Tax Capital Improvements 1986 1993-2007 5.40-7.10% 3,435,000
(Walton Arts Center)
34565,[100
Revenue Bonds
Continuing Education Center
1979
1993-2004
7.30-7.875%
3500,000
Water & Sewer Refunding
1985
1993-2001
7.75-9.15%
0
Water & Sewer Refunding
1992
1993-2012
3.00-6.05%
10,000,000
Northwest Arkansas Resource
1985
1992-2013
5.20-7.125%
20,810,000
Recovery Authority
34.310.000
S
68,875,000
1993 Debt Service Payment Schedule
Bond
General Obligation Bonds
Issue
Principal
Interest _
Total
Sales & Use Tax Capital
1990 $
1,130,000 S
2,165,258 S
3,295,258
Improvements — Series 1990
Sales Tax Capital Improvements
1986
100,000
233,640
333,640
(Walton Arts Center)
__
1,230,000
2398,898
3,628,898
Revenue Bonds
Continuing Education Center
1979 160,000
272,002
432,002
Water & Sewer Refunding
1992 275,000
543,813
818,813
Northwest Arkansas Resource
1985 390,000
1,431,016
1,821.016
Recovery Authority
—
825,000
2,246.831
3,071.831
Total Debt Service Payments
$ —2.055.000 $
4.645.729 $
6.700.729
L
GLOSSARY
ACCOUNT GROUP. A self -balancing set of accounts which are not a fund or a fiscal entity. General Fixed Assets
Account Group and General Long -Term Debt Account Group are such examples.
ACCOUNTING SYSTEM. Records and procedures that discover, record, classify, and report information on the
financial position and operations of a governmental unit or any of its funds.
ACCRUED EXPENSE. An expense incurred during the current accounting period but which are not payable until
a subsequent accounting period.
ACCRUED REVENUE. Revenue earned during the current accounting period but which are not to be collected until
a subsequent accounting period.
AD VALOREM. A basis for levy of taxes upon property based on value. '
AGENCY FUND. A fund consisting of resources received and held by the governmental unit as an agent for others.
APPROPRIATION. An authorization granted by the board to incur liabilities for specific purposes.
ASSETS. Probable future economic benefits obtained or controlled by a particular entity as a result of past
transactions or events.
BOARD -DESIGNATED FUND. Funds created to account for assets set aside by the Board for a specific purpose.
BOND. A written promise to pay a specified sum of money, called the face value or principal amount, at a specified
date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate.
BOND DISCOUNT. The excess of the face value of a bond over the price for which it is acquired or sold.
BOND PREMIUM. The excess of the price at which a bond is acquired or sold over its face value.
BONDED DEBT. The portion of indebtedness represented by outstanding bonds.
BUDGET. A financial operating plan consisting of estimates of proposed expenditures for a given period and the
proposed means of financing them.
BUDGET CONTROL. The control or management of the approved Budget for the purpose of keeping expenditures
within the limitations of available appropriations and available revenues.
BUDGET DOCUMENT. The instrument used by the budget -making authority to present a comprehensive financial
program to the appropriating body.
BUDGET MESSAGE. A general discussion of the proposed budget as presented in writing by the City Manager
to the Board of Directors. The message contains an explanation of the principal budget items and recommendations
regarding the financial policy for the coming year.
CAPITAL IMPROVEMENT FUND. A fund created to accumulate revenues from current taxes levied for major
repairs and maintenance to fixed assets of a nature not specified at the time the revenues are levied.
CAPITAL OUTLAY. Expenditures that result in the acquisition of or addition to fixed assets.
CAPITAL PROJECTS FUND. A fund created to account for all resources to be used for the acquisition or
construction of designated fixed assets.
'
307
El
• CONSTRUCTION WORK IN PROGRESS. The cost of construction work that has been started but not yet
• completed.
CONTRACTUAL SERVICE. An agreement to perform a service or task by external organizational units. A group
of accounts which cover the above as well as travel and training and other miscellaneous services.
CONTINGENT FUND. Funds set aside to provide for unforeseen expenditures of uncertain amounts.
DEBT SERVICE. The amount of money necessary to pay interest on an outstanding debt, the principal of maturing
material serial bonds, and the required contributions tot sinking fund for term bonds.
DEBT SERVICE FUND. A fund established to finance and account for the payment of interest and principal on
all general obligation debt, serial and term, other than that payable exclusively from special assessments and revenues
' from fiduciary and proprietary funds.
DEMAND. Demand is the external factor that demonstrates the need for a program. Demand data enables decision -
makers to adjust services and costs to respond to changes in direction for the service.
' DEPARTMENT. Departments are the major organizational subdivisions. They have a broad overall purpose. The
City of Fayetteville has been reorganized into six Departments: General Administration, Administrative Services.
Police. Fire, Public Works, and Planning Management. Each Department has a Director who reports to the City
Manager (who is also the Director of General Administration). Two of the Departments, Administrative Services
and Public Works, have activities in more than one fund.
DIVISION. Divisions are the major functional sub -divisions and correspond roughly to the departmental hierarchy
formerly used by the City. Each Division has been assigned to one of the Departments according to the type of
activity it performs. For example. the Traffic Division is part of the Public Works Department. In addition, each
' Division has developed a statement of Goals and Objectives and strategies for obtaining them.
EFFECTIVENESS. Effectiveness data enables decision -makers to see that quality does not suffer as productivity
' increases, and that constituents are satisfied with services.
ENCUMBRANCE. An account used to record the estimated amount of contracts, salary commitments and purchase
orders that are chargeable to an appropriation.
ENTERPRISE FUND. A fund established to finance and account for the acquisition, operation, and maintenance
of governmental facilities and services which are entirely or predominantly self-supporting by user charges.
ENTITLEMENT. The amount of payment to which a state or local government is entitled as determined by the
federal government pursuant to an allocation formula contained in applicable statues.
' EXPENDITURE. Accounts which are kept on either the accrual basis or modified accrual basis of accounting and
designates the cost of goods delivered or services rendered, whether paid or unpaid, including expenses and capital
outlays.
' EXPENSE. Charges incurred for operation, maintenance, interest, and other charges that will benefit the current
year.
FIDUCIARY FUND. Any fund held by a governmental unit as an agent or trustee.
FISCAL PERIOD. Any period at the end of which a governmental unit determines its financial position and the
results of its operations.
FISCAL YEAR. A 12 -month period of time to which the annual budget applies and at the end of which a
' governmental unit determines its financial position and the results of its operations.
I
FIXED ASSET. Long-term assets that are intended to be held or used, such as land, buildings, machinery, furniture.
and other equipment.
FRANCHISE TAX. Fees levied on a corporation in return for granting a privilege sanctioning a monopoly or
permitting the use of public property, usually subject to regulation set by the governing body.
FUND. A fiscal and accounting entity with a self -balancing set of accounts recording cash and other financial
resources, together with all related liabilities and residual equities, or balances, and changes therein, which are
segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special
regulations, restrictions, or limitations.
FUND BALANCE. Fund equity available for appropriation.
FUND EQUITY. The excess of assets over liabilities. A portion of the equity may be reserved or designated; the
•
remainder is Fund Balance.
GENERAL FIXED ASSETS ACCOUNT GROUP. A self -balancing group of accounts set up to account for the
general fixed assets of a governmental unit.
GENERAL FUND. A fund used to account for all transactions of a governmental unit that are not accounted for
in another fund.
GENERAL LONG-TERM DEBT ACCOUNT GROUP. A self -balancing group of accounts setup to account for
long-term debt which is legally payable form general revenues.
GOAL. A goal is a statement of desired conditions to be maintained or achieved through the efforts of an
organization. Actual total achievement may be impossible, but the goal is a standard against which to measure
progress toward ideal conditions. A goal is a definition of results toward which the work of the organization is
directed. ,
GOVERNMENTAL FUND. A generic classification adopted by the National Council on Governmental Accounting
to refer to all funds other than proprietary and fiduciary funds. General fund, special revenue funds, capital projects
funds, debt service funds, and special assessment funds are all examples of governmental fund types.
GRANT. A contribution by one governmental unit to another unit. The contribution is usually made to aid in the
support of a specified function or for the acquisition or construction of fixed assets.
INCOME. A term used to represent the excess of revenues earned over the expenses incurred in carrying on a
enterprise operation. .J
INTERFUND LOAN. A loan made by one fund to another.
INTERFUND TRANSFER. An amount transferred from one fund to another.
INTERGOVERNMENTAL REVENUE. Revenue from other governments. Grants, entitlements, and shared
revenues are types of intergovernmental revenue.
INTERNAL SERVICE FUND. A fund established to finance and account for services and commodities furnished
by a designated department to other departments. Amounts expended by the fund are reestablished from either
operating earnings or by transfers from other funds.
INVESTMENT. Securities held for the production of income in the form of interest and dividends.
LIABILITY. Probable future sacrifices of economic benefits arising from present obligations of a particular entity
to transfer assets or provide services to other entities in the future as a result of past transactions or events.
Hi
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309 '
' LLNE-ITEM. A detailed classification of an expense or expenditure classified by object within each Division.
LINE-TIEM BUDGET. A budget featuring things to be purchased. By relating appropriations to commodities, line -
item budgets represent a'shopping-list' approach to allocation problems. This approach is believed to express official
Used citizen interest in the values of economy and control. Also known as traditional budgeting.
LONG-TERM DEBT. Debt with a maturity of more than one year after the date of issuance.
' MODIFIED ACCRUAL BASIS. Governmental funds use the modified accrual basis of accounting. Revenues are
recognized in the period in which they become both available and measurable. Expenditures are recognized at the
time a liability is incurred.
' MUNICIPAL BOND. A bond issued by a suite or local government.
' NET INCOME. A term used in governmental enterprise to designate the excess of total revenues over total
expenses.
' NONOPERATING EXPENSE. Proprietary fund expenses incurred in performance of activities not directly related
to supplying the basic service by a governmental enterprise.
NONOPERATING INCOME. Proprietary fund income that is not derived from the basic operations of such
enterprises.
OBJECT CODE. Expenditure classification according to the types of items purchased or services obtained; for
' example, personnel services. materials & supplies, contractual service, and capital.
OBJECTIVE. An objective is a decision about the amount of progress to be made within a specified period of time.
It states in measurable and quantitative terms the results to be achieved within a specified time and plans the
incremental steps to achieve the goal.
OPERATING TRANSFER. Legally authorized interfund transfers from a fund receiving revenue to the fund that
makes expenditures.
ORDINANCE. A formal legislative enactment by the governing board of a municipality. If it is not in conflict with
any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within
the boundaries of the municipality to which it applies.
PERFORMANCE BUDGET. A budget which relates appropriations to work loads. By featuring unit measures,
performance budgets are believed to express official and citizen interest in the managerial value of efficiency.
PERFORMANCE MEASURES. Performance measures provide a means of identifying the level of service
provided. Performance measures include a measurement of Demand, Workload. Productivity, and Effectiveness.
PROGRAM. Operating units within a Division. Each program represents a specific type of activity within its
Division aimed at providing a service for which the City is responsible.
PROGRAM BUDGET. A budget which relates appropriations to goals. Budgermakers practicing this approach
' stnve to appropriate sums to nonorganization, goal -oriented cost centers. Program budgeting is believed to express
official and citizen interest in planning and in the effective use of resources.
PROGRAM OBJECTIVES. A program objective is a decision about the amount of progress to be made within a
specified period of time in reducing the gap between real conditions and the ideal conditions described in the Program
Description. It states in measurable quantitative terms the results to be achieved within a specified time and plans
the incremental steps to achieve them.
' 310
PRODUCTIVITY. Unit cost (productivity data) enables decision -makers to measure efficiency, as opposed to total
expenditures. Productivity unit costs can also be used to quickly estimate the cost of adding more service, or the
savings to realized from reductions in service.
PROPRIETARY FUND. Sometimes referred to as "income -determination" or 'commercial -type' funds. Examples
are enterprise and internal service funds.
RESERVE. An account that records a portion of the fund equity that must be segregated for some future use and
which is not available for further appropriation or expenditure.
RESERVE FOR ENCUMBRANCE. A segregation of a portion of fund equity in the amount of encumbrances
outstanding.
RESIDUAL EQUITY TRANSFERS. Additions to or deductions from the beginning fund balance of governmental
funds.
RETAINED EARNINGS. The accumulated earnings of an enterprise or internal service fund that have been retained
in the fund and that are not reserved for any specific purpose.
REVENUE. Additions to fund financial resources other than from interfund transfers and debt issue proceeds.
SPECIAL ASSESSMENT FUND.
A fund set up to
finance and account for
the construction of improvements or
provision of services that are
to be paid from, wholly
or in part, from special
assessments levied against benefited
property.
SPECIAL REVENUE FUND. A fund established to account for revenues from specific taxes or other earmarked
revenue sources that by law are designated to finance particular functions or activities of government.
STRATEGY. A strategy is a plan for achieving a specified objective. While the objective states the desired results
to be achieved, the strategy states the means for achieving these results. The strategy should state and quantify the
resources to be devoted to the project.
TAX. A compulsory charge levied by a governmental unit for the purpose of raising revenue. These revenues are
used to pay for services or improvements provided for the general public benefit.
UNRESERVED FUND BALANCE. The amount remaining in a fund that is not designated for some future use and
which is available for further appropriation or expenditure.
UNRESTRICTED FUND. Funds that are established to account for assets or resources which may be utilized at
the discretion of the Board.
USER CHARGE. A charged levied against users of a service or purchasers of a product of an enterprise or internal
service funds.
WORKLOAD. Workload data answers the question about how much service is being provided, as well as how
output is meeting service demmd. Workload data is also the basis, along with total expenditures, for unit cost or
productivity indicators.
311
City of Fayetteville, Arkansas
Index
Accounting and Audit ....................................................
108
Addendum.............................................................4
Administrative Procedures to Adjust the Approved Budget
...............................
13
Administrative Services Director ..............................................
104
Aging Transportation Fund Summary ............................................
32
Airport Division
Administrat,on..........................
.......................
..... 85
Airside Operations.....................................................
93
Building & Grounds ....................................................
89
Capital............................................................95
Janitorial................. .................
....... ..................87
Landside Operations ............................................1111....
91
Airport Fund
Fund Summary.......................................................45
Sources & Uses of Funds ............................................1111
46
Animal Control
AnimalShelter ...........................................
4 .......... 132
Patrol[Entergency Response ............... .
. . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . 130
Arts Center Bond Fund Summary ..............................................
34
Arts Center Project Fund Summary .............................................
36
Budget and Research .....................................1111............
110
Budget Flowchart ........................................................11
Budget Process..........................................................9
BudgetDocument.........................................................7
Budget Organizational Structure ...............................................
12
Building Maintenance.....................................................
114
Cable Administration ......................................................
77
Capital Improvement Program
Comprehensive Detail .................................................
294
Introduction .........................................
0 .............. 281
Miscellaneous Capital Budgets ................
1 .
0 1 ..... 0 . . . . . . . . . . . . . . . . . . 284
Overview..................................
... ...........I. 285
Projects by Fund - All Sources ............. .
. . ..
. . . . . . . . . . . . . . . . . . . . . . . . . . 291
Summary of Project Requests and Resources ........
.
.......................... 290
Capital Improvement Policy .................................................
17
Capital Improvement Construction Fund 1993 Capital Budget . .
. . . . . . .. . . . . . . . . .......... 282
Capital Improvements Construction Fund Summary ...................................
38
Central Dispatch.......................................................
150
Chart of Fund Types - Proprietary & Fiduciary .............................
0 ........ 20
Chart of Fund Types - Governmental ...........................................
18
City Advertising & Promotion Fund Summary ..........
4
........................... 29
CityTreasurer..........................................................
65
CityManager..........................................................67
City Attorney - Legal .................... ..............
69
CityClerk............................................................81
CityProsecutor.........................................................71
CityCouncil...........................................................63
City Engineering Division
Operations & Administration .........................................
0 .... 205
Plans and Specifications.................................................
203
Public Construction Management............................................
209
Right of Way Acquisition ................................................
207
City Sales Tax Bond Fund Summary ............................................
35
Combined Statement of Fund Position - Governmental ..........
4 ...................... 19
312
Combined Statement of Fund Equity - Proprietary & Fiduciary ............................
21
Community Development
Administration......................................................
184
Community Development ...............................................
188
Housing Rehab ......................................................
186
Community Development Block Grant Fund Summary .............................31
Community Overview......................................................5
Comparative Budget Summary .....................................
4 .......... 23
Continuing Education Center and Parking
Facility Fund Summary .......................... 4 ..............:.....
47
Data Processing........................................................
122
DebtPolicy...........................................................16
DebtPosition.........................................................
304
Departmental Overviews
Administrative Services ..................................................
98
155
Fire................................................4............
GeneralGovernment....................................................55
Planning..........................................................
168
Police.................................................4...........
142
Public Works .......................................................
191
Drug Enforcement Program Summary.................................33
Economic Development....................................................
96
Elected Officials, Administrative Officials, & Management Staff ..........................
299
Expenditure Policy .......................................................
15
Financial Reporting Policy ..................................................
17
Fire Department
Hazardous Materials ...................................................
165
Operations.........................................................
161
Prevention..............................................4...........
159
Training........................................4....4............
163
Fire Pension Fund Summary .............................................50
General Fund
Expenditure Summary ......................................
I............. 25
Fund Summary ............
-.......23
Sources & Uses of Funds ................................................
24
Glossary...................................................4.......
324
HotCheck............................................................73
Industrial Park Fund Summary ................. . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . 40
Inspections...........................................................
182
InternalAuditing........................................................79
Investment and Cash Management Policy ..........................................
16
Janitorial.................. 4 ............... `....... ...................
116
Major Revenue Sources .......................... 4 ..............:..........
303
Management Fund Summary .................................................
53
Mayor..............................................................61
MeterOperations.......................................................
134
Miscellaneous Program .......................... ............................
83
Municipal Court
Criminal..........................................................
124
Probation/Fine Collection ............. ............ ......................
126
Small Claims/Civil....................................................
128
Municipal Judge ........ ................................................
75
Municipal Judge Retirement Fund Summary ........................................
51
Off Street Parking Fund Summary ..............................................
30
Organizational Chart - City of Fayetteville ..................................
..... 298
Organizational Structures
Administrative Service ..............................................
4 .... 97
Fire.........Wl
......................................................... 154
General Government . . . . . . . . . . . . 4 0 0 . . 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Planning.............................4...............4..0.0....... 167
Police............................................................ 141
Public Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 0 0 0 . . . . . . . 0 4 .. 4 .......... 190
Parks Division
Administration ....... 4 .. 4 ...... 4 .............. 4 .......... 4 0. 4 4 4 .... 4 259
Athletic Programs ................ 4 4 . 4 . 4 .............................. 263
Ballfield Maintenance ... 4 ................ 4 ............................. 273
Lake Maintenance .... 4 .............................................. 4 269
Park Maintenance ..... 4 . . ...... . . . ....... 4 . . . . . . . . . . . . . . . . . . . . . . . . . . 271
Public Library ............... 4 . . 4 . . . . . . . . . . . . . . . . . . . . 0 . . . . . . . , ....... 267
RecreationalTransfers .......................................... 4 ....... 265
SwimmingPool ..................... 4 .... a ........................... 261
Personnel Variation Summary 4 .......................... 0 4 .................. 300
Personnel Summaries
Administrative Service . . . 4 . . . . . 0 4 . . 4 . 4 0 . . . . . . . . . . . . . . . 4 ................. 102
. . 4 . 4.44..0 4 . . . ... .. ... ........................04...0.0... 157
General Government ......................... 4 ... 4 ...................... 59
Planning44....4...4......................4........................ l71
Police.4 .......................................................... 144
Public Works ......49.4..4 ........... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198
Personnel - Human Resources ........................ 4 4 . . . 4 . . . . . . . . . . . . . . . . . 106
Planning Division
Boards and Committees ...........................4.444................. 176
Long Term Planning ................................................... 180
Permits & Code Enforcement ................... 4 . . . 4 . . . . . . . . . . . . . . . . . . . . . 174
Urban Forestry & Forestry . . 0 . . . . . . . . . . . . . . . . . . . 4 .. 4 4 0 0 .................. 178
Planning Management Director ...44 .............44 4 . 4 ..................... 4 .. 172
Police Division
Drug Enforcement ........................ 4 ... 4 ....................... 152
Patrol...............................4....4...4..........4........ 148
Support Services .................... 4 . . . . . . . . . . . . . . 4 . . . . . 146
Police Pension Fund Summary ................................................ 49
Policies and Procedures
Capital Improvement Policy ................... 4 4 4 ........................ 4 17
Debt Policy.........................................................16
Expenditure Policy . . . • .. 4 . . 4 . . . . . . . . . . . . . . . . . . . . . 4 15
Financial Reporting Policy ................... ... 17
Investment and Cash Management Policy ..........................444..4....... 16
Reserve Policy..........4............................................16
Revenue Policy .................... ........... 4 . . . . . . . . . . . . . . . . . . . 15
Pollution Control Plant - Capital ......................... 4 .......... 4 ........ 239
Procurement ........4 ...........................4...4.0.4............. 118
Program Expenditure Summaries
Administrative Service Department ...... 4 ............... 4 .................... 99
Fire Department..................................................... 156
General Government Department ............... ......................................... 56
Planning Department ..................... 4 . . 0 . . . . . . 4 . 4 0 . 4 . . 4 4444... 169
Police Department .4 .................4...4...4...40494..0............. 143
Public Works Department .......................... 4 ................. 4 ... 192
Public Works Director ...... 4 . 4 4 . 4 .... .. 4 ............................ 201
Replacement Fund Summary ......................................... 4 . 4 ..... 37
ReservePolicy.........................................................16
Revenue Policy ..................... 4 ................................... 15
RiskManagement .... 4 4 4 .. 4 ............. . . . . .. . . . . . . . . . 4 . . . . . . . . . . . . . . . 120
Sales Tax Construction Fund 1993 Capital Budget .... . . . . 4 . . . . . . . . 0 . . . . . 0 . . . . . . . . . . 283
314
I
Sales Tax Construction Fund Summary ........................................... 39
Sewer Maintenance & Collection Division
Administration.........................233
Capital Expenditures................................................... 245
Maintenance Farmington/Greenland.......................................... 235
Sewer Connections................................................... 246 '
Sewer Main Maintenance ............................................... 235
Sewer Mains Construction ............................................... 244
Shop Division I
Capital..................................................:........ 140
Vehicle Maintenance................................................... 138
ShopFund Summary.......................................................52
Solid Waste Division
Commercial Collection ................................................. 251
Composting... ............................................ ......... 257
Operation & Administration ......... ...... 249
Recycling........ ............................................. 255
Residential Collection.................................................... 253
Solid Waste Fund ,
FundSummary.......................................................43
Sources & Uses of Funds ................................................ 44
Source and Uses - All Funds .............................................. 22
Street Division ,
Construction of Drainage Structures ........................... •.............. 220
Drainage Maintenance .................................................. 217
Maintenance of Right of Way ............................................. 213 ,
O & perations Administration .............................................. 211
Street Construction ..................................... ............... 219
Street Maintenance.................................................... 215 '
Street Fund
Fund Summary ...................................................... 27
Sources & Uses of Funds ................................................ 28
Traffic Division '
Administration & Enforcement ............................................. 275
Engineering & Planning ................................................. 277
Traffic Control & Parking Meter Maint........................................ 279
Transmittal Memo from the Mayor to Council ....................................... I
Utility Billing and Collection ................................................ 112
Walton Arts Center Endowment Fund Summary ..................................... 48
Waste Water Treatment Plant ............................................... 247
Water and Sewer Services - Capital ............................................ 136
Water and Sewer - Debt Service ............................................. 248
Water and Sewer Fund ,
FundSummary.......................................................41
Sources & Uses of Funds ................................................ 42
WaterPurchased........................................................ 221 '
Water Transmission & Distribution Division
Administration...................................................... 223
Capital Expenditures................................................... 241
Capital Water Mains ................................................... 240
Growth Area Main Maintenance ............................................ 229
Maintenance Farmington/Greenland.......................................... 231
Rural Water Connections ................................................ 243
WaterConnections.................................................... 242
Water Distribution Maintenance ...................... 4 ..................... 225
Water Storage/Pump................................................... 227