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Home My WebLink About129-93 RESOLUTION1 • • • • RESOLUTION NO. 129-93 A RESOLUTION APPROVING THE 1994 ANNUAL OPERATING BUDGET AND WORK PROGRAM FOR THE CITY OF FAYETTEVILLE, ARKANSAS. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1. That the City Council hereby approves the 1994 Budget and Work Program by category for all fund types. A copy of the 1994 budget is hereby attached marked Exlubit "A" and made a part hereof. PASSED AND APPROVED this 14th day of December , 1993. APPROVED: ATTEST: By: L, c .1/ `-14- cc2-V Sherry L. Thomas, City Clerk By:ztLt--- red Hanna, Mayor • s• 1 a pp ifi 6 s1 w2 W ci R Materials & Supplies 1 0 0 a a 1 11 o s SI es 5 co • i w' $ $ $fig g 2 iJi • ai 1 1 111 1 O 0 u. 1 0 1 3 al 1 LL • N 0 N • City of Fayetteville, Arkansas 1994 Annual Budget and Work Program City Council Stephen Miller Conrad Odom Fred Vorsanger Joe Box "41CROFI L MED 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 Brian Swain, Asst. to the Admin. Services Director Kevin Springer, Research Analyst GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Fayetteville, Arkansas For the Fiscal Year Beginning January 1, 1993 g/tmasii&a.1( ottiotruste 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, 1993. 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 penod of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to (,FOA to determine its eligibility for another award. FAYETTEVILLE City Mission Statement: To protect and improve our quality of life by listening to and serving the people with pride and fairness. The City mission statement is a direct result of management training sessions conducted during 1993. A volunteer team of employees was charged with creating a mission statement that was easy to remember, expressed the service core of City operations and reflected our beliefs concerning City services. All City employees were given an opportunity to provide input for the mission statement. The mission statement was adopted by City Council January 4, 1994. City of Fayetteville, Arkansas Table of Contents Budget Message Budget Message from the Mayor Budget Resolut:.on XIV Community Oveniew XV Budget Process and Policies Budge: Process Budge: Flowchart 1 Budge: Organizational Structure 2 Financial Policies: Res enue Policy 4 Expenditure Policy 4 Debt Poiicy Reserve Policy Investment and Cash Management Policy 5 Capital Improvement Policy 6 Financial Reporting Policy 6 Adtmnistrat:ve Procedures to Adios: the Approved Budget 7 Fund Summaries Chart of Fur.d Types - Governmental. 9 Combined Statement of Fund Position - Governmental (Shown by Departrnentl .. .. .. 10 Chart of Fund Types - Propnetary & Fiduciary 1 I Combined Statement of Fund Equity - Proprietary & Fiduciary [Shown h} Department) 12 Source and Uses of Funds 11 Governmental Funds General Fund: Comparative Budget Summar ..... .. ...... .. .. ... 15 Expenditure Summary 16 Sources and Uses of Funds 1 S Special Revenue Funds Street Fund: Revenue & Expenditure Summary .. .... ...... ...... :9 Sources & Uses of Funds 20 Advenising & Promotion Fund: Revenue & Expenditure Summary ..... ... ......... 21 Off Street Parking Fund: Revenue & Expenditure Summary 22 Coinmumty Development Block Grant Program: Revenue & Expenditure Summary .. .. • ..... 23 Aging Transportation Fund: Revenue & Expenditure Summar,• .. .. ...... . ...... • 24 Drug Entorcemen: Fund: Revenue & Expenditure Summary 25 Debt Service Funds Arts Center Bond Fund: Revenue & Expenditure Summary 26 City Sales Tax Bond Fund: Revenue & Expenditure Summary 27 Capital Projects Funds Arts Center Project Fund: Revenue & Expenditure Summary 28 Replacement Fund: Revenue & Expenditure Summary 29 Sales Tax Capital Improvement Fund: Revenue & Expenditure Summary 30 1994 Sales Tax Capital Improvement Projects 31 Enterprise Funds Industrial Park Fund: Revenue & Expenditure Summary 34 Water & Sewer Fund: Revenue & Expenditure Summary 35 Sources & Uses of Funds 36 Solid Waste Fund: Revenue & Expenditure Summary 37 Sources & Uses of Funds 38 Airport Fund: Revenue & Expenditure Summary 39 Sources & Uses of Funds 40 C.E.C. and Parking Facility Fund: Revenue & Expenditure Summary 41 Trust Funds Walton Arts Center Endowment: Revenue & Expenditure Summary 42 Police Pension Fund: Revenue & Expenditure Summary 43 Fire Pension Fund: Revenue & Expenditure Summary 44 Municipal Judge Retirement Fund: Revenue & Expenditure Summary 45 Internal Service Funds Shop Fund: Revenue & Expenditure Summary 46 Budget Organizational Structure 47 Consolidated Fund -Department -Program Structure 48 General Government: Organizational Structure 50 Overview 51 Program Expenditure Summary 52 Personnel Summary 55 City Manager 56 Mayor 57 City Council 58 City Treasurer 59 City Attorney - Legal City Prosecutor Hot Check Municipal Judge Cable Administration Internal Auditing City Clerk Inspections Miscellaneous Inspect:ens - Management Fund Airpon - Landside Operations Airport - A:rside Operations Airport - Capita] 60 61 62 63 64 65 66 67 68 69 70 71 Administrative Services: Organizational Structure Overview Program Especditure Summary Personnel Summary Administrative Sentces Director Personnel - Human Resources Accounting and Audit -11 76 29 Budget and Research ........... ...SI 82 83 8-t Utility Billing and Collection General Maintenance Jaritnral Procurement Risk Management Data Processing Mun:cspal Court Municipal Court Municipal Coon Annual Control - Antmal Control .. ................... 85 86 87 88 89 90 Criminal 41 Probation/Fine Collection Small Claims/Civil 92 93 Patrol/Emergency Response 94 Animal Shelter 9S Meter Operations .... . .... ...... .. . . .. .. ........ ..... 96 Meier Maintenance & Backflow Presentian .. ..... .. ...... .. ...... 47 Water and Sewer Services - Capital 98 Shop - Vehicle Maintenance 99 Shop - Capi:al ... .. 100 Police Department: Organizational Structure 102 Overview 103 Program Expenditure Summary 104 Personnel Summary 105 Central Dispatch 106 Police - Support Services .. ... ...... .. ...... ...... .. ... .. 107 Police - Patrol . . ... ...... ...... .. ... ......... ...... .. 108 Police - Drug Enforcement . .... ...... .. ...... ...... .. ... .. ... :09 Fire Department: Organizational Structure .. 10 Oven iew :1; Program Expenditure Summary :12 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Personnel Summary 113 Fire - Fire Prevention 114 Fire - Operations 115 Fire - Training 116 Fire - Hazardous Materials 117 Planning Management: Organizational Structure Overview Program Expenditure Summary Personnel Summary Planning Management Planning - Urban Forestry Community Development Community Development - Community Development - Community Development 118 119 120 122 123 & Forestry 125 - Administration 126 Housing Rehab 127 Home Grant 128 129 Public Works: Organizational Structure Overview Program Expenditure Summary Personnel Summary Public Works Director City Engineering - Plans and Specifications City Engineering - Operations & Administration City Engineering - Right of Way Acquisition City Engineering - Public Construction Parks - Administration Parks - Swimming Pool Parks - Athletic Programs Parks - Parks - Parks - Parks - Parks - Traffic Traffic Traffic Public Recreational Transfers Public Library Lake Maintenance Park Maintenance Ballfield Maintenance - Administration & Enforcement - Engineering & Planning - Traffic Control & Parking Meter Maint. Lands Maintenance Street - Street - Street - Street - Street - Street - Water - Water - Water - Water - Water - Water Sewer Sewer Sewer Operations & Administration Maintenance of Right of Way Street Maintenance Drainage Maintenance Street Construction Construction of Drainage Structures Water Purchased Water Administration Water Distribution Maintenance Water Storage/Pump Growth Area Main Maintenance - Maintenance Farmington/Greenland - Sewer Administration - Sewer Main Maintenance - Maintenance Farmington/Greenland 130 131 132 140 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 Waste Water Treatment Plant 174 Water - Capital Water Mains 1�5 Water - Capital Expenditures 176 Water - Wailer Connections 177 Water - Rural Water Connection . 1n8 Sewer - Sewer Mains Construction ... ....... .. ..... .. . 179 Sewer - Capital Expenditures 1811 Sewer - Sewer Connections 181 Waste Water Treatment Plant Capital 182 Water and Sewer - Debt Service 183 Solid Waste - Operation & Administration 184 Solid Waste - Commercial Coliection 185 Solid Waste - Restdential ('allectior. 186 Solid Waste - Recycling '87 Solid Waste Composting .. ... .. ... ......... ......... .88 Publtc Works Director Management Fund 189 City Engineer.ng - Earls and Specifications - Management 1-uid 190 City Engineering - Operations & Administration - Management Fund ........ .. 191 City Engineenng - Right of Way Acquisition - Management Fund '92 City Engineenng - Public Construction - Management Fund 193 Capital Improvements Program: Capi:al Improvements Program Introduction 194 Sales Tax Capital Improvement Fund 1994 Capital Budget 195 Miscellaneous 1994 Capital Budgets 197 Capital 1m. pros Program Overview . 198 Summary of Project Requests & Protect Resources . .. ...... .. ... 203 Capital Imprcmemert Projects by Protect Type - A:: Sources ...... .. . 204 Sales Tax Pay As You Go Funding . 205 Capital Improvements Program Comprehensive Deta1 ........... .. ... 206 Apxndix City of Fayetteville Organizational Chart ..... .. .. .... . .. 210 Lis: of Elected Officials, Administrative Officials. & Management Staff ... ..... .. 211 Personnel Summary 212 Debi Position ...... 215 Schedule of Bonds Outstanding 217 Legal Debt Margin 218 Major Revenue Sources ... .. ... .. ... 2I9 Miscellaneous Statistical Data ... .. .............. ... .. . ....... 223 Glossary ..... .......... ...... ......... ... .. ...... 225 Index 230 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 FAYETTE`1 LLE 1 THE CITY OF FAYETTEVILLE, ARKANSAS 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 December 14, 1993 Members of the City Council and Citizens of Fayetteville: I hereby submit the 1994 Adopted Budget for the City of Fayetteville, Arkansas. It has been prepared and submitted in accordance with Arkansas statutes, which require that the Mayor, under the aldermanic form of government, submit to the City Council, the annual budget for consideration. Since taking office after the special election held in November 1992, following the change in the form of government, strong signals have been expressed that changes in how we conduct business at the City of Fayetteville must be made. The past year has proved to be a good start in that direction. We have undertaken many initiatives to improve our customer service while managing to deliver City services in a cost effective manner. A Citizen opinion survey was conducted in early 1993 to assist us in determining what areas the Citizens wanted to see the most improvement and to let us know what we are already doing well. The survey was conducted by the Political Science Department of the University of Arkansas. The results of the survey indicated that over 80% of the Citizen responses to the survas elieve that Fayetteville is a good place to live and raise a family. One of my primary goals Mayor is to ensure that this sentiment is not only maintained, but improved. The survey results also offered strong support for our police and fire services and the need to improve our streets. Efforts were made during 1993 to strengthen these areas and the 1994 Adopted Budget reflects a strong financial commitment to our basic City services. 1993 - A Year In Review I believe that 1993 marked the start of a new era in Fayetteville. We began the year under a new form of government, which has begun to bring the government closer to the People. The following is a brief description of the major occurrences which shaped 1993: • In January, 1993, the Arkansas Supreme Court declared the previous City sales tax to be an illegal exaction. This resulted in the ceasing of collection of the tax Apnl 1. Subsequently, the City's trustee accelerated the 1990 capital improvement bonds, which were supported by the sales tax, at the instruction of the bond insurance company. This resulted in the early retirement of the bonds. The Supreme Court's decision also resulted in refunding approximately $1.3 million in previous sales tax collections to claimants during a four month refund period. The City also was instructed to provide payment of approximately $2.7 million to the plaintiff's attorney. There have been many mixed 113 WEST MOUNTAIN 72.011 51-575 7751 t emotions concerning the amount of the legal fees. However, the actions taken have resulted in attempting to put the Sales Tax Lawsuit behind us. averting potentially higher legal fees. and avoiding further delays in our capital improvements program. • The greatest single positive event of the year was the overwhelming passage of a new one - percent City sales and use tax in late April. This new tax will serve as the primary basis for financing the City's Capital Improvements Program. It also represents a change in capital financing philosophy from a primarily long-term debt method to a primarily pay-as- you-go method. Based on a resolution approved by the City Council. a minimum of 75% of the new sales tax revenues will be used for funding capital projects The remaining 25% is for discretionary purposes. • Due to the passage of the new sales tax, the City Council opted to rescind a 3.8 mil property tax that served as a major source of revenue for our General Fund. The revenue loss from the property tax will be made up by a portion of the 25% of revenues from the new sales tax that is available for discretionary purposes. Any sales tax revenues remaining after funding the property tax loss will be used to fund additional capital improvements. • In past years. the City has done all street overlays and street reconstructions on a contract basis. Based on a costlbenefit analysis conducted by City staff, it was determined that the City should initiate an in-house street overlay program. In mid-1993. the City's street crews began a program that is designed to systematically overlay all City gravel streets by the end of 1993. The in-house overlay program will he financed by revenues from the new sales tax • Due to increasing problems with water shortage. especially in the summer months, the City continued efforts to enhance its water transmission and water storage capacity by initiating construction on a new water transmission line. Phase I of a three phase project is expected to be completed in late 1993 at a cost of approximately 56 million. Phase I involves the construction of a new water transmission line from the Beaver Water District Treatment Plant at Lowell. Arkansas to north Fayetteville. • In 1989. the Environmental Protection Agency (EPA) issued an Administrative Order to Fayetteville to eliminate all sever overflows in the City by January 1. 1994. Although substantial efforts have been made toward eliminating overflows, it was determined that achieving zero overflows was not possible by the stated deadline, if at all Recently, the EPA granted a two year extension after reviewing the City's work to date and the future planned improvements. In 1993. a major sewer rehabilitation project was initiated in central Fayetteville that is expected to reduce a large number of sewer overflows in that part of the City. • After several years of development. the City Planning Department completed the General Land Use Plan. During the latter part of 1993, the Plan has been undergoing extensive review by the Citizens of Fayetteville, the Planning Commission, and the City Council, It is expected that this plan will serve as a foundation for the development of revised zonir.; ind development ordinances. 11 • In mid-1993, the newly renovated Police/Courts Building was opened immediately south of the City Administration Building. This new facility has resulted in tripling of space for police services and in placing our police operations and municipal court in the same location. The City Prosecutor's Office (including the Hot Check Program) was then moved into a portion of the space vacated in the previous Police Building. These moves have resulted in improved coordination between these City functions. • The City has expanded efforts at soliciting grant assistance for a number of our capital project areas. In 1993, the City was fortunate to be awarded a $350,000 grant from the Arkansas Department of Pollution Control & Ecology to assist in the construction of recycling/transfer station. In addition, $520,000 was awarded through the Intermodal Surface Transportation Efficiency Act (ISTEA) to assist in the construction of bikeways/trailways and railway corridor preservation. Projects in this area will be guided by the Bikeways/Trailways Plan which was adopted in late 1993. Finally, a grant of approximately $160,000 was designated by the Arkansas Highway & Transportation Department to establish a computerized traffic control system for College Avenue. These are all in addition to grant revenues which we have been receiving for aviation improvements through the Federal Aviation Administration, community development grants through the U.S. Department of Housing & Urban Development, and the Drug Law Enforcement grant to assist in funding the Fourth Judicial District Task Force. 1994 - The Year Ahead The 1994 Budget and Work Program for the City of Fayetteville continues to build on the philosophies of enhanced customer service, cost effective government and responsive government. With the assistance of the City Council and the continued input from the Citizens of Fayetteville there are a number of projects, programs, and =datives that can be accomplished and challenges that must be met in 1994 that will improve the livability and quality of life m Fayetteville. The following is a discussion on some of the highlights contained in the 1994 Adopted Budget and Work Program that represent cornerstones for improvement: Capital Improvements Aside from the completion of our water transmission line project (which will be discussed shortly), all of the capital projects contained in the 1994 adopted budget reflect a pay-as-you-go philosophy. Strong sentiment has been expressed that the City rely on this approach as opposed to a long-term debt approach. The major benefit to a pay-as-you-go approach is tremendous savings in interest expense. However, difficult decisions must be made as to when projects will be scheduled. Some projects will simply have to wait until future years. However, be assured that our administration is attempting to do as many of the capital improvements as possible in the shortest possible time frame. • As mentioned earlier, in 1993, we initiated an in-house street overlay program. The atm of this program is to annually overlay 5%-6% of the streets in Fayetteville. This program will result in an overlay of every street in Fayetteville every 16-20 years. The streets selected for overlay each year will be placed before the City Council's Street Committee III for approval. The 1994 approved budget for this project is $595,000 to be financed from the new City sales tax. • In late 1993. the City began to feel some relief from the summer strains of having inadequate water transmission capacity. The completion of Phase I of the water transmission line project has brought the City improvement in our ability to get water to the Citizens of Fayetteville and our other water customers. However. this relief may be short-lived if we do not proceed with the completion of Phases II & III. which would extend the water line to south Fayetteville running almost parallel to the Hwy. 71 bypass and adding two six -million gallon storage tanks Completion of this project would result in effectively doubling the City's capacity to transmit water from the Beaver Water Treatment Plant at Lowell to the homes and businesses in Fayetteville. The projected cost for the completion of the final two phases of the water transmission line project is 58.5 million. Although other options were reviewed, it was determined that the only feasible method of Initiating this project in 1994 would be to finance it through a water and sewer revenue bond issue. Projects of this financial magnitude are virtually impossible to finance in a pay -as -you-; I approach. City staff will continue to review options for downsizing the bond issue prior to bringing the issue before the City Council in early 1994 The bond issue is not expected to create a need for raising water and sewer rates through 1995 Depending on actual cash flows, the actual size of the bond issue. and other operating expenses. it is likely that a minor water rate adjustment may need to be addressed in 1996 or 1997. • Two major street improvement projects (aside from our in-house program) are included in the 1994 adopted budget. First. a 51,645.000 improvement to Joyce Boulevard is necessitated by residential growth in east Fayetteville and retail development on West Joyce. The project includes funding for the widening of Joyce from two lanes to four lanes between Old Missouri Road and Hwy. 265. improving the intersection of Joyce/College. installing a traffic signal at Joyce/Hwy. 265. and providing funding for a widening of West Joyce from two lanes to four lanes in a cost-sharing fashion as retail development occurs throughout the year. The second project involves the construction of a new street section of Mill Avenue that will lead to Washington County's new Juvenile Detention Center. The budget for this project is $400.000. These projects are funded by the new City sales tax • The northwest Arkansas region, as is most of the country, is undergoing a critical period in which there is an ever increasing concern about our laidfill situation. Currently, the City operates its own waste collection services, but must take the waste to the Sunray Services landfill located near Tontitown. At the present rate, this landfill is expected to close in approximately two years. Options are currently being reviewed by the Four - County Solid Waste Disposal District, City staff and service providers to develop a site for a future landfill. In an effort to expand the City's options for dealing with the solid waste issue. the 1994 adopted budget contains $310,000 in funding from the new City sales tax to be used for construction of a Transfer/Recyclahles Processing Facility. The total estimated cost of the Facility is $660,000. The remaining $350,000 is being funded [v by a grant received in 1993 from the Arkansas Department of Pollution Control & Ecology. Construction of this facility will allow for the further compaction of our waste, which reduces transportation costs, and allows for expansion of our recycling program. • Throughout 1993, there has been a lot of public support for upgrading our sports and recreational facilities. Based on current usage rates and the expectation of further growth, a variety of capital projects to this area were identified for funding by our new City sales tax. The 1994 adopted budget contains over $350,000 in funding for parks and recreation improvements throughout the City. These include funding for the initial development of a Sports Park, the addition of parking and two soccer fields at Lewis Field, paving the parking lot and completing the walking trail at Gulley Park, and additional parking at Walker Park. These improvements are in addition to the $184,000 that was approved in late 1993 for other parks and recreation improvements to be funded by the new City sales tax. • Implementation of the planned capital improvements for 1994 should reduce maintenance costs in some areas which will allow available resources to be used for preventive maintenance activities that, hopefully, will extend the useful life of the City's infrastructure. Planned improvements at the Airport, to the water & sewer system, and upgrading the City's fleet have caused operational cost to increase in the respective funds primarily due to an increase in depreciation expense.. Additionally, the Solid Waste Fund expenditure budget has been increased in recognition of the operational cost impact of the Transfer/Recyclables Processing Facility planned for 1994. Personnel Changes The adopted 1994 budget contains funding for 25 new full-time positions and three full-time deletions for a net increase of 22 full-time positions. Five part-time positions have also been added. The personnel additions represent a five percent increase in the total personnel count for the City. The new positions have been added due to a variety of reasons including: growth in the City, attempts to do more work in-house as opposed to contracting out for services, input from the City Council and Citizens, federal mandate,, and improved organizational efficiency. The following is a brief overview of some of the adopted personnel additions. • During the last several years, the City has been attempting to systematically add three Police Officers and three Firefighters each year. The 1994 budget contains those positions. In addition, funding has been added for two additional Juvenile Officers in the Police Department. These positions was added based on the recommendations of the Juvenile Concerns Committee after discussions with City Council prior to adoption of the 1994 Budget. The Police Department also received funding for four non -civil service employees, two Civilian Jailers, a Property Evidence Manager and a Custodian. This represents a total of twelve positions added in the police and fire service areas. • As discussed earlier, the City has been faced with the enormous task of eliminating all sewer overflows throughout the City as imposed by the EPA. The City added an tn-house sewer rehabilitation crew several years ago. This addition proved to be a wise investment v as we have seen marked improvement in the way of decreased sewer overflows. However, the volume of work has created the need for adding another four person crew or being faced with contracting out for projects which could be handled in-house. It is my belief that the new crew will more than pay for itself in improved services and cost avoidance. • The Safe Drinking Water Act and the Stat: of Arkansas have enacted legislation which is intended to improve the safety of our drinking water. In order to effectively manage our role in this area. two positions are funded to staff the new Backflow Prevention program. • The five part-time positions were all added to the Parks & Recreation Division. These positions are composed of two additional Lifeguards/Swimming Instructions and three Park Patrollers. The Lifeguards will assist in handling the growth in swimming program activities and the Park Patrollers will be used to monitor City parks during the heavy usage times of the year (March -October). Program Initiatives • In late 1993. the Advertising & Promotion Commission agreed to fund the purchase and operation of two minibuses to be used to start a Tourist Transportation Program to transport tourists and citizens in the downtown and Dickson Street areas of Fayetteville The program is scheduled to commence operation in late November on a 60 hour per week operational schedule. The buses will run seven days per week. This program hopefully will result in improved transportation possibilities for our tourists and citizens alike. This program represents the City's first venture into the mass transit area in approximately 40 years. • As discussed earlier, the City is planning to construct a Transfer/Recyclahles Processing Facility in 1994. One of the benefits to such a facility is that it expands the City's options for our recycling program. We are firmly committed to expanding our efforts at recycling/composting. The drop-off program initiated in 1989 has been very successful. but we must attempt to do even more to reduce our waste stream to the landfill. One possibility which we plan to explore is a curb -side recycling program that will allow residents to co -mingle their recyclables and place them at the curb for pick-up. The recyclables would then be separated into the various types of materials that are recycled prior to processing. • The majority of City owned property and facilities is under the maintenance responsibility of a City division. However, in 1993, it became apparent that there is a considerable amount of property owned by the City that has been essentially neglected in past years. It is imperative that we preserve and protect our resources so that they do not deteriorate. In order to alleviate this problem two Maintenance Worker positions are included in the 1994 adopted budget. These positions would be responsible for the maintenance and care of City properties and facilities that are not currently under the responsibility of a City division. VI Issues and Challenges • For many years the City of Fayetteville has had the shadow of the incinerator disengagement and subsequent lawsuit hanging over it. The litigation concerning this issue is presently before the Arkansas Supreme Court following an appeal by the plaintiffs from the Chancery Court level which ruled favorably for the City. At stake is whether the City is responsible for retiring bonds issued by the Northwest Arkansas Resource Recovery Authority to finance the construction of a mass burn incinerator, which was never built. The Supreme Court is expected to rule on this matter in mid-1994. Regardless of the findings of the Supreme Court, the City will be challenged to successfully put this problem behind us. • As will be discussed later in this letter, the City's Solid Waste Fund is the only City fund that does not comply with the City's Reserve Policy of maintaining a 10% cash and investment reserve of current year operating expenses for all Enterprise Fund types. This situation has been brought about due to increasing disposal fees from the landfill operator, the costs of operating a recycling/composting program, and the fact that rate increases during the past ten years have not kept pace with the cost of operating the solid waste operations. It is very likely that during 1994 the City Council will be faced with a proposal to adjust the solid waste fees. In the meantime, the administration will attempt to implement a number of alternatives that would minimize fee increases to the residents of Fayetteville. These alternatives include instituting a yard waste subscription service, instituting a drop off charge at the City's compost facility for commercial landscape companies and non Fayetteville residents, an adjustment in the rates for the commercial sector, and instituting a franchise fee charged to private trash/recycling haulers operating within the city limits of Fayetteville. • The General Land Use Plan preparation was completed in 1993. However, this is just the beginning of a continuing process of updating our land use, zoning, and development ordinances. Throughout 1994, a number of new ordinances will be brought before the City Council for consideration in connection with implementing the philosophy of the General Land Use Plan. • Unfunded federal and state mandates continue to place a burden on local governments nationwide and Fayetteville is no exception. Currently, the City is faced with meeting the timeline for compliance with American with Disabilities Act (ADA). Primarily, the City is complying with provisions of ADA by reducing the scope of some capital projects and redirecting operational budgets to meet the deadlines for compliance. 1994 Summary Financial Activity The 1994 Budget and Work Program includes approximately $ 66.5 million in expenditures. All City funds are budgeted to comply with the City's reserve policy of maintaining 10% of budgeted operating expenditures in unrestricted fund balance or cash and investments except the Solid Waste Fund which is projected to end 1994 with approximately 1% of planned expenditures in cash and investments. The City faces many challenges in strengthening the Solid Waste Fund's financial position, which remains vulnerable to pass through landfill fee increases. The costs incurred by the City for disposal charges are largely beyond our control. The table on the following page is a summary of the expenditures for the City's mayor operating funds and capital funds. VII Summary of Fund Expenditures Noce hu :hart nrludra SI 3.3}8.032 m capral approp anon for pnoprmtary fund !spa that are nost refereed Ir the tune 1. innvnes ix .ersoldaed ezpendndrc :bars Fwd earnrwrea and crawl dated ezpenc,nne chat/ reflect all 8ohemrrcnta 'und i7pe ezpenentna and operr'wn etpentm.ra for proprary tune types The General Fund accounts for all activities of the City not accounted for in other funds. These activities are funded primary by the City's share of the County sales tax, a portion of the new City sales tax, franchise fees, charges for services. and grants from other governmental units. The functions financed by the General Fund include general government operations, fire services, police services, parks and recreation. traffic operations, inspection services, and the planning function. For 1994, the General Fund currently has budgeted a surplus of revenues over expenses of S58,471. The City's share of the County sales tax, the largest General Fund revenue source. is expected to generate approximately $5.4 million in 1994 revenue. Dunng the past two years this revenue source has grown approximately 10% per year over the previous year. The 1994 projection is for a 4% growth over the estimated 1993 revenue. The 3.8 millage property tax that was collected by t!'e General Fund in 1993 was rescinded by the City Council for 1994. This revenue loss is being replaced by a portion of the new City sales tax VIII 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 FUND NAME EXPENDITURE BUDGET General Fund $ 12,935.904 Street Fund 1,954,047 Advertising & Promotion Fund 1.490.000 Community Development Fund 1,673,099 Drug Law Enforcement Fund 246.544 Sales Tax Capital Improvement Fund 7,147,000 Water & Sewer Fund (Operations) 17,266,349 Water & Sewer Fund (Capital) 9,999,933 Solid Waste Fund (Operations) 3.311,614 Solid Waste Fund (Capital) 340,690 Airport Fund (Operations) 1.408,436 Airport Fund (Capital) 1,245,380 Shop Fund (Operations) 2.149,819 Shop Fund (Capital) 1,852,000 Other Funds 3,472,138 TOTAL OF ALL FUNDS $ 66,492,953 Noce hu :hart nrludra SI 3.3}8.032 m capral approp anon for pnoprmtary fund !spa that are nost refereed Ir the tune 1. innvnes ix .ersoldaed ezpendndrc :bars Fwd earnrwrea and crawl dated ezpenc,nne chat/ reflect all 8ohemrrcnta 'und i7pe ezpenentna and operr'wn etpentm.ra for proprary tune types The General Fund accounts for all activities of the City not accounted for in other funds. These activities are funded primary by the City's share of the County sales tax, a portion of the new City sales tax, franchise fees, charges for services. and grants from other governmental units. The functions financed by the General Fund include general government operations, fire services, police services, parks and recreation. traffic operations, inspection services, and the planning function. For 1994, the General Fund currently has budgeted a surplus of revenues over expenses of S58,471. The City's share of the County sales tax, the largest General Fund revenue source. is expected to generate approximately $5.4 million in 1994 revenue. Dunng the past two years this revenue source has grown approximately 10% per year over the previous year. The 1994 projection is for a 4% growth over the estimated 1993 revenue. The 3.8 millage property tax that was collected by t!'e General Fund in 1993 was rescinded by the City Council for 1994. This revenue loss is being replaced by a portion of the new City sales tax VIII 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 in the amount of $1.1 million. Some delinquent property taxes are expected to be collected in 1994, however, this should be a minimal amount of revenue.. During 1993, City staff proposed combining the Management Fund and General Fund in an effort to simplify City operations. The merger of Management Fund into General Fund is reflected in the 1994 budget. The Management Fund included the following operational divisions: Engineering, Inspections, Planning, and the Public Works Director. The major changes in resources and uses reflected in the table below involve transactions made during 1993 that involved the retirement of the Sales Tax Bond Issue and the sales tax refunding process. These are abnormal transactions that skew the figures. If those figures were left out, a comparison between the two years would reflect almost no change in total resources and uses. GENERAL FUND Projected 1993 Adopted 1994 Beginning Designated Fund Balance $ 2,799,061 $ 3,662,695 Beginning Undesignated Fund Balance 4,118,296 3,720,873 Total Resources 17,793,801 12,994,375 Total Uses 17,327,590 12,935,904 Resources Over/(Under) Uses 466,211 58,471 Ending Designated Fund Balance 3,662,695 3,680,799 Ending Undesignated Fund Balance $ 3,720,873 $ 3,761,240 The Street Fund is primarily financed by the turnback monies received from the State of Arkansas and turnback monies received from the County Road Millage Tax. These monies are spent to maintain and repair streets in Fayetteville, to maintain rights-of-way, and to do drainage maintenance. For 1994, the Street Fund is budgeted to have a surplus of revenues over expenses in the amount of $851. The tumback from the State of Arkansas is apportioned on a per capita basis. The projection for 1994 is that cities throughout Arkans-s will receive $39 per person. The projected tumback for 1994 represents a slight decrease over the 1993 level, thus, the decrease in projected resources for 1994. The County Road Millage Tax is currently based on 1.3 mils with a maximum 3.0 mil levy for property located within the city limits. The Street Fund currently provides for all of the labor and equipment costs associated with the in-house pavement improvement program; materials for the program are paid for by the new City sales tax. As noted in the table on the following page, the difference in expenses for 1994 as compared to 1993 can be attributed to capital expenditures that were funded by the previous City sales tax. When the City lost the sales tax lawsuit in early 1993, th.. Street Fund absorbed the remainder of expenses on a number of street and bridge improvement projects. IX The Water & Sewer Fund accounts for the operation and maintenance of the City's water and sewer system. This includes water purchases from the Beaver Water District, all water and sewer functions, the operation of the wastewater treatment plant, and meter operations. For 1994. the water and sewer fund is projected to have a surplus of revenues over expenses prior to depreciation expense. A rate increase of 87 is scheduled to go into effect January 1. 1994 for water sales and sewer surcharges. This is the final increase in a series of increases that were pre - approved by the former City administration. The water purchases budgeted for 1994 represent the largest expenditure for operations in the fund at $4.8 million. This represents approximately 40% of the fund's operating expenditures. The wastewater treatment plant operations are budgeted at S2.8 million. which represents approximately 23% of the fund's operating expenses. As discussed earlier. an $8 5 million water and sewer revenue bond issue is also proposed for 1994. The table below reflects the payment of interest expense on the proposed bonds in the nonoperating income (expense) line. WATER & SEWER FUND STREET FUND Projected 1993 Adopted 1994 Beginning Fund Balance $ 595,921 $ 241,355 Total Resources 1,968,607 1.954.898 Total Uses 2,323.173 1.954,047 Resources Overi(Under) Uses (354.566) 851 Ending Fund Balance $ 241.355 $ 242,206 The Water & Sewer Fund accounts for the operation and maintenance of the City's water and sewer system. This includes water purchases from the Beaver Water District, all water and sewer functions, the operation of the wastewater treatment plant, and meter operations. For 1994. the water and sewer fund is projected to have a surplus of revenues over expenses prior to depreciation expense. A rate increase of 87 is scheduled to go into effect January 1. 1994 for water sales and sewer surcharges. This is the final increase in a series of increases that were pre - approved by the former City administration. The water purchases budgeted for 1994 represent the largest expenditure for operations in the fund at $4.8 million. This represents approximately 40% of the fund's operating expenditures. The wastewater treatment plant operations are budgeted at S2.8 million. which represents approximately 23% of the fund's operating expenses. As discussed earlier. an $8 5 million water and sewer revenue bond issue is also proposed for 1994. The table below reflects the payment of interest expense on the proposed bonds in the nonoperating income (expense) line. WATER & SEWER FUND Projected 1993 Adopted 1994 Beginning Retained Earnings 5 5,812.407 $ 5.049.712 Operating Revenues 14,255,200 15.767,400 Operating Expenses 10.697,904 12,104,397 Income Before Depreciation 3.557,296 3,663,003 Depreciation Expense 4,071.825 4,143,508 Operating Income (Loss) (514,529) (480,505) Nonoperating Income (Expense) (248.166) (815,944) Net Income (Ioss) (762.695) (1.296.449) Ending Retaining Earnings $ 5,049.712 $ 3,753,263 Capital Expenditures $ 9.022,576 $ 9,999.933 x 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 I I 7 H I li I I I I I El I I� L I The Solid Waste Fund is responsible for the operation of the City's solid waste collection. In addition, the fund supports a recycling program and a composting program. Revenues from the fund are obtained primarily by fees levied for trash collection. For 1994, the Solid Waste Fund is projecting a net loss of $165,607. The most significant expenditure increase has been in landfill disposal cost. Disposal costs are projected to increase approximately $120,000 during 1994 over the 1993 levels. In an effort to gain some measure of cost containment on landfill costs the City is planning to complete a Transfer/Recyclables Processing Facility in 1994. Anticipated 1994 operational costs of $42,328 for the new facility station have been incorporated into this adopted budget. As discussed earlier, a serious challenge for the City in 1994 is to improve the financial position of this fund. SOLID WASTE FUND Projected 1993 Adopted 1994 Beginning Unreserved Retained Earnings $ 197,026 $ 199,254 Operating Revenues 2,797,273 2,859,757 Operating Expenses 2,788,014 3,014,902 Income (Loss) Before Depreciation 9,259 (155,145) Depreciation Expense 42,897 46.712 Operating Income (Loss) (33,638) (201,857) Nonoperating Income 35,866 36,250 Net Income (Loss) 2,228 (165,607) Ending Unreserved Retained Earnings $ 199,254 $ 33,647 Note. The incinerator disengagement fees and related ezperum are nd rcnectm in me omc aw-r. expenditures. are estimated to be 5250.000 each year for 1993 and 1994 reflected in fund The Airport Fund provides for the operation and maintenance of the City's municipal airport. The Airport Fund's revenue is generated from airline fees, parking fees, rents, leases and other income. For 1994, the fund is projected to have a surplus of revenue over expenses prior to depreciation expense. The Airport Fund contains new 1994 funding for building maintenance to help keep pace with increased usage of the terminal facilities. This need has been caused by the growth in passenger enplanements/deplanements. The Airport currently operates on a 211/2 hourly schedule seven days per week. Total expenditures for the Airport Fund for 1994 are projected to be $1,408,436 including operations and depreciation. I xt I Projected 1993 Adopted 1994 AIRPORT FUND Beginning Retained Earnings $(1,534,809) S(1.495,131) Operating Revenues 1,112,699 1,141,345 Operating Expenses 625,972 800,385 Income Before Depreciation 486.727 340,960 Depreciation Expense 457,581 608.051 Operating Income (Loss) 29,146 (267,091) Nonoperating Income 10,532 12,080 Net Income (Loss) 39,678 (255.011) Ending Retained Earnings (1,495,131) (1,750,142) ` Contributions 11,932.711 12, 974, 211 Total Fund Equity $10,437,580 $11,224.069 Capital Expenditures $ 2.636,400 $ 1,245.380 I Li I I 1 1 I I The Shop Fund is an internal service fund that provides all the acquisition and maintenance of ' equipment and vehicles utilized by the City's operating divisions within the other operating funds. The Shop Fund's source of revenue is from charges to operating funds based on equipment and vehicle usage. The Shop Fund is budgeted tc h•.ve a surplus after depreciation. SHOP FUND Projected 1993 Adopted 1994 Beginning Retained Earnings $2,261.388 52.817.570 Operating Revenues 2.369,607 2.290.203 Operating Expenses 1,088,073 1.121,142 Income Before Depreciation 1.281.534 1,169,061 Depreciation Expense 788,605 1,028,677 Operating Income (Loss) 492,929 140,384 Nonoperating Income (Expense) 63,253 30,100 Net Income (Loss) 556,182 170,484 Ending Retained Earnings $2,817.570 $2,988,054 Capital Expenditures I $1,929,260 $1.852,000 I I I 1 I I I x❑ I I fl L7 Closing The budget document presented is the financial and operational plan for the City of Fayetteville for 1994. It is my desire that the City continue to move forward in a well planned and thought out manner. The appropriations requested in this Budget will provide for quality municipal services that meet the needs of the citizens of Fayetteville. We have made good progress with the City over the past year and I anticipate more progress in the future. Finally, let me express ' my sincere thanks to the members of City staff, particularly the Budget & Research Office, for all of their efforts in compiling the information that makes this - the 1994 Budget. :TBtfu" • Mayor I I I I I I L I I I XIII I I I RESOLUTION NO. 129-93 A RESOLUTION APPROVING THE 1994 ANNUAL OPERATING BUDGET AND WORK PROGRAM FOR THE CITY OF FAYETTEVILLE, ARKANSAS. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF I FAYETTEVILLE, ARKANSAS: Section 1. That the City Council hereby approves the 1994 Budget and Work Program by category for all fund types. A copy of the 1994 budget is hereby attached marked Exhibit A" and made a part hereof. PASSED AND APPROVED this 14th day of December 1993. 1 APPROVED. / By: Fred Hanna. Mayor ATTEST: 1 Sherry L.3Thomas, City Clerk 1 I I I XIV I r Community Overview L I I I I I C Fayetteville has been aggressive in 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 completion ' of the City's General Land Use Plan will allow for enhanced capability to meet the future needs of Fayetteville's citizens. 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 historically been low and has fallen to the current level of 2.5% 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 made Fayetteville known as the business center for the region. ' Fayetteville is home to the principal campus of the University of Arkansas system, which has contributed to higher education in the area for over a hundred years. The University contributes 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. Its programs in teaching, research, and public service are constant stimulants to the educational and cultural advancement of the region. Many new industries locate in 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 has included the 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 in "high-tech" disciplines. Many of these remain in Fayetteville following initial development. In a unique joint venture, the City has joined with the University to build and operate a performing arts center complex that serves the people of the region and the University program alike. The Walton Arts Center was opened in April 1992 and accommodates three theaters for the performing arts, an art gallery, studios for dance and art, teaching spaces for multi- disciplinary arts and an outdoor pavilion. I xv I Drake Field. Fayetteville's Municipal Airport, serves as the region's principal airport, and economic growth of the area is reflected in the increase of airline boardings of 53,045 in 1983 to 208,780 in 1993. On a regional basis, the past year has seen increased activity 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 selection of technical advisors for bond issues, 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. Because the regional airport is being planned as the replacement for Drake Field alternative uses are be explored to minimize the impact on airport operations. 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 in the fast lane for cnntinued growth into the 21st Century. Other available transportation in the area includes rail -:eight 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 private facility, is located in Fayetteville and serves the community by providing for treatment of mental disorders and chemical dependencies. The Fayetteville Public School system includes eight elementary schools, two junior highs. and ' two high schools. There are also private and parochial schools, and facilities for developmentally disabled children. Realizing that the area's natural beauty is an asset which encourages both growth and tourism, preservation of a clean environment is a factor in the City's operations and decision -making. The Parks & Recreation Division tends approximately 3,110 acres of parks, ballfields, large recreational areas and lakes for sports enthusiasts of all kinds and ages. A new tertiary wastewater treatment system went online in 1988 that will provide for the community's projected needs for the next 20 years. Another achievement in 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 has been chosen as one of the best places to live in America by Money Magazine. Xvt I FJ H H C H I I I L C I H I I H n I I 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 1994 Budget And Work Program are described below: Budget Preparation Package, June 1993 The budget preparation package was distributed to all Department Directors and Division Heads. The package included budget preparation software and a detailed manual which included the budget preparation calendar, software instructions and examples, planning indicators, and specific account and reference information necessary to complete the 1994 budget request. 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 June to review the budget calendar, and to cover instructions for the proper completion of the 1994 budget submission. 2. Capital Requests & New Personnel Requests Forms, July 1993 Five-year Capital Improvements requests and New Personnel request forms were submitted for review and prioritization. Approval of the requests were based on a review of prioritized lists by Department Directors and Budget staff to see if original cost and continuing cost were within the available funding range. All capital items with a cost that exceeds $10,000 appear in the 5 -Year Capital Improvements Program. 3. Town Meeting, July 1993 A town meeting was conducted tc obtain input from citizens on the capital improvements program and other city related issues. 4. Budget Workpapers Submitted by Division Heads, August 1993 The Department Directors returned budget submissions requesting 1993 funding to the budget office. The budget office then verified that budget submissions were correct and within specified targets. 5. Public Hearing, September 1993 Staff coordinated a public forum to obtain input from Citizens on the City's proposed capital i^,rrovement program. I 1 I 6. Analysis of Each Proposed Program Budget. November 1993 During this period, meetings were conducted with each Department Director. 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 1994 Proposed Budget and Work Program was the result of thus process. 7, Consideration and Approval of the budget. November 1993 - December 1993 The proposed budget was presented to the Mayor. 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 14, 1993 Council meeting. 8. Implementing the 1994 Budget, January/February 1994 ' 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 hearings 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 1994 Budget & Work Program is made available fur review by all interested persons at the Fayetteville Public library and the City Clerk's Office. Public 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. I El H P1 I I I 2 1 I June 28 1 Diebibut.d Budget Prepwsion Mrwal 1994 Annual Budget June 20-30 1 Flow Chart July 22 1 Town Msetmg on the Capital Improv.m.nts Program 1 July 28 Division Haads Sutma Budgets to 0 Oinctora 1 Oo ______- Department Dlveticn Heads NO Directonl Make Revisions Approve 1 DNisicn Z V.s August12 1 O.penna wDirers cto Subma Budgets to Bud Stall for Review 1 PUD4lic Healing an the Capital Improvsrnetlb 1 ',I Budget SNl Rev4ws Sut>•nittad Budgets 1 October Budget 85! Presents Budget Requests to Ma Doss Mayor Revisions Made By Want Any 1 APPMPnre POWnMl Budget R"Mions9 No 1 N9v.mbsr 23 Mayor Pr.sents Budget • to City Council • EEEi Ma W. Rsb.ets 1 Does CRY Revisions Made By City Yes Council 1 Stall As Requested Want Any Budget Revu 7 No 1 Deoemr b 14. 1993 city Council Approv« I 1904 Budget 1 CITY OF FAYETTEVILLE, ARKANSAS FINANCIAL POLICIES The p.tpose of this section is to present the policies that the City follows in maraging 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 • The City will limit the designation of General disiribute the burden of supporting City Fund revenues for specified purposes to services and will protect the City from short- maximize flexibility in budgeting and revenue term fluctations in any one revenue source. utilization. • The City will actively support economic and • The City will review annually and revise, industrial development recruitment and where necessary, its cost allocation formula. retention efforts to provide for expansion of the revenue base. EXPENDITURE POLICY • The City will maintain a budgetary control system and will prepare reports which compare actual revenues to budgeted amounts. • 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, a: 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 expendi:ures clearly exists. • Basic and essential services provided by the City will receive first 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 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 to ensure adherence to the adopted budget and will prepare reports which com; are actual expenditures to budgeted amounts. I I I I I I I I I n I n I I I I [I I PT I • 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 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. RESERVE POLICY • 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 refrain from issuing long-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 operatin¢ revenues. 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 it , 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 diversify 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. w9 I CAPITAL IMPROVEMENT POLICY • The City will prepare annually and update a five-year Capital Improvements Program (CAP.) which will provide for the orderly maintenance, replacement, and expansion of capital as'ets • The City will employ an independent accounting firm to perform an annual audit of the City's finances, and make the annual audit available tv all required and interested parties The audit shall be completed and submitted to the State of Arkansas within 210 days of :he close of the fiscal year. • The C.I.P. will identify long-range capital • The City will produce montky and quarterly projects and capital improvements of all types financial statements reporting the current which will he coordinated with the annual periods activity for all funds maintained by the operating budget to maintain full utilization of City. 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 Even' attempt will be made to match projects and improvements with available funding sources. Future operating costs associated with a project or an improvement will a:so he given consideration in the establishment of priorities • The City will seek Federal. Slate. and other funding to assist in financing capital projects and capital improvements • The City will incorporate the reasonable findings and recommendations of other the Cites 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 iFASB), and the State of Arkansas. • The City will maintain a strong internal aadt: 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 all interested parties and opportunities will be provided for citizen input prier 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 Presentat:on Award. I I I I I I I I I I I] I I I] I I I C: Li I PURPOSE: fl P Ti C CITY OF FAYETTEVILLE, ARKANSAS ADMINISTRATIVE PROCEDURES TO ADJUST THE APPROVED BUDGET The procedures outlined in this section define, standardize and set forth responsibilities for budget adjustments. DEFINITION AND EXPLANATION: A budget adjustment is a change in the authorized 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, Materials & 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 operational program 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. TYPES OF BUDGET ADJUSTMENTS ' There are basically six (6) types of budget adjustments. These are: A. Adjustments between major categories iian operational program, between capital ' projects, or to an operational program, up to $2.500, may be approved by the Budget Coordinator, I 7 I B. Adjustments between major categories in an operational program, between capital projects, or to an operational program, for $2.50! 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 up to $20,400 may he 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 h?lance. Administrative 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. ' 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 I 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. I 8 ' II I General Fund City of Fayetteville, Arkansas Chart of Governmental Fund Types City Fund Structure Special Revenue Funds Governmental —General —Street —Advertising & Promotion —Off Street Parking — Drug Law Enforcement —Community Development —Aging Transportation Debt Service Funds Tax Bond Center Bond Capital Project Funds Center Project Tax Capital Improvements As noted by the chart above, the City utilizes all four (4) major governmental fund types: General, Special Revenue, Debt Service, and Capital Project. General Fund - The General fund is the general operating fund of the City. It is used to account for all financial resources except those required to be accounted for in other funds. Special Revenue Funds - Special revenue funds are used to account for the proceeds of specific revenue sources which are designated to finance particular functions or activities of the city. Debt Service Funds - Debt service funds are used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs, other than debt service payments made by enterprise funds. Capital Projects Funds - Capital projects funds are used to account for financial resources to be used for the acquisition of construction of major capital facilities, other than those financed by proprietary funds. As a note of explanation for the following combined statements, the revenues are listed by major ' source and the expenditures are listed by major department or service. The operating transfers are listed both in and (out). Ii 9 City o: Fayettevile. Arkansas Cc:rrbined Statement of Budgeted Revenues. Expenditures. and Changes in Fund Balances All Cxvemmental Fund Types For the Year Ended Liccemher 31. 1994 Revenues: Property 1 axes Sales'Faxes Hotel. Motel. Restaurant I axes Franchise :'axes &cents and Pemt:ts In:c rgove mm ental ('harges for Semces Fines and Forfeitures Investment Eammgs Other Total Revenues E pc:ldilures Gerer a) ('nvvernmen: Cost Reurhursements Administrative Services Police Fire Planning Public \arks Slrcet Off Strect Parking City Advc cluing & Prorr,nuon <'ommt:n:ty Developmcrt Agtrg Trarspo-tation Drug Enforcement ('ap.tal (Tatlay Debt Semce ctal Fxr tncitLres hxxssof revvaues mer (under) expenditures Other financing sources (uses) Operators transfers m Operating :ranslets out tick Other Financing E.xc ss of rcwnues over (under) expenditures and other financing sources (uses) Estimated Fund Balance — Beginning of Year Fur...] Balance — Frd of Yea: Special Debt Capt:aj General Revenue Scrv,cc prrvrccts `ctal 50.9(9) S S S S 5.480.225 ('130.000 11.81 C.225 -4o,-,m 75C,fXX' 2,093,249 2,()93.249 375,173 3 37.1?3 921),984 3.825.%31 4.T4&71 67,872 U2.161 84'•.033 611,412 61:,412 129,608 28.a122 34N) 8:350 21:1.783 24„794 24 194 10163,417 4.765.914 34,800 __- 6.41:35( 2:5'5,481 2,3o6,036 215,936 (1.90(i.8351 2.334.5815 2134 586 3 554,671 2554.671 2,4525(9 2.4525009 247,363 247153 2.071.171 2,C1,_71 1.954„47 1,954,047 99.221 99,221 740.31)[) 740.000 1.573.399 1.63.O99 4.CYX) 4.3w 24&544 246.944 5,'.37,853 5,37,950 354.69x,-- 354,690 11.119.501 4216,911 354.690 5 737,853 21,928,552 (756.(x) -- - 49.003 (319.89C•) _ 673,5x10 (353.471) 2,630,958 699.651 1.04(:252 75 500 4.4471(1 (1,816,40) ('97.952) 1685 562} (1.43,000) _(4.709,917. ) 814555 Sa81011 354k"' ,11335X)) (i62.556) 58471 (4),298) 34.800 (560.j00) (616,027) '.383,5O8 'm,A3x, 682,99:1 5,044,611 -- 13,818,989 S _ X442,039 S 6582531 $ ':7,'83 S 4.is44Ci11s 13,202,961 10 I I I II I J I I City of Fayetteville, Arkansas Chart of Proprietary and Fiduciary Fund Types Proprietary Funds Enterprise Funds H Airport Continuing Ed. Center —Industrial Park —Water & Sewer —Solid Waste City Fund Structure Internal Service Funds —Shop Fiduciary Funds Trust Funds Police Pension Fire Pension FMunJudge Retirement L Walton Arts Center Endow. Agency Funds Check Municipal Court ' As noted by the chart above, the City utilizes the Enterprise and Internal Service funds in the ' Proprietary fund type, and the Trust and Agency funds in the Fiduciary fund type. Enterprise Funds - Enterprise funds are used to account for operations (A) that are financed and operated in a manner similar to private business enterprises, where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (B) Where the governing body has decided that periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. Internal Service Funds - Internal service funds are used to account for the financing of goods or services provided by one department to other departments of the City, on a cost reimbursement basis. ' Trust Funds and Agency Funds - Trust funds and agency funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments and/or other funds. Trust funds are accounted for in essentially the same manner as proprietary funds since capital maintenance is critical. Agency funds are custodial in nature and do not involve measurement of results of operation. In reference to the following combined statements, the revenues are listed by major source and the expenses are listed by major department or service. Also shown are depreciation, nonoperating revenue and (expenses), transfers in and (out), and net income. 11 C:ly of Fayetteville, Arkansas Comt'ined Statement of Budgeted Revenues, Expenses and Changes to Fund Fqui v All Proprietary Fund Types and Sailar Trusl Funds For the Year Ended December 31.1994 (aerating Revenues: Airline Fees Parking Revenues Rent and :eases Saniatwn Fees Water Sales Sewer Sen^.ce Charges Shop (:Tarbes C'ontnbuInns Property] axes State Insurance Refund Court Fires and Fees lnvestrncnt Famings Other Total Operating Revenues Operating Expenses: Industnal Park Water & Sewer Administrative Scnxcs Pubic Wcrks Scud Wasle Airpcn Centummg Education Center Walton Aas Center Fnduwment Police Pension Fire Pension Muaitpal Judge Reurerrcnl Shop Tclal Operaung Expenus O):erattng Income Belore Deprcaat:or. Depreciatmn Expense Operating Incrme (Joss) \em:pe:atmg lncomc (Expenses', State Cenventn n C'en'erTsmback Interest income Interest Expense dt Fees Other (]tl'cr Finar.cmg Scurces (Uses) Operattrg'Transfers In Operatlrg'Transfers Out tier Income (Loss) Retained Famings — Begmntng of Year Retained Earnings — Er.d of Year ('ontributtens — Begmnmg of Year Capital Contr.buhans Contributions — Fa:d of Year Tetal Fund }'quit' — h^d of Year P eprielary Funds Intcma: I'rty:prise Service S 2842(7' $ 522.190 3.563.184 8572.600 234,80" 3..'7.).2(0 2() " 11 49 2.29(1,2;3? '50 1,1(14„131 11,000 366 3.2h4,902 4,1503 .12.142 1 21'1.181 :.12.142 4,'19:962 4,89?,0'8 (501.1) ) 255 CCC 267,970 (:.289.542) 75, X1) 692.012) I ,085,5(>n (822,944) 262.556 (9.3CS72) 6,429,049 :,169,061 : ,028,6? 7 :40384 30.100 30,10] 1'0,484 2,8:7.5'0 2,988,054 83,91.495 2591.107 4.063530 0 37,9'4,995 2591,107 S 9"+,473,472 $ 5,579,161 12 Fiduciay Finds 5 $ :,84,207 , 522.19(1 336?,184 85?2,6)0 ' 34.80/�( 2.29C.20l 203363 2O363 ' 284,67C 2.84,'+ 6 288.6C2 288.602 105,215 543,8.30 543.830 0 :66.168 ' i,425,68C 24119,:32 350 0 1.104,0+1 11.000.;66 3264,902 800_85 41503 154.600 154,MC 4S4,044) 454.04C 441],053 440,053 68 68 1 1 . — —21 1. , 1.048 'h 1 1838:,44(? 376,919 5.937,592 5,92,755 315,9:9 :5,837 255.,')0(1 251 365 559_ 9S (1.289.942) ______ 365 (40(54') 1.08150) (822.944) 0 262556 638,284 (122.154) :7,661342 26.507561 18.299 526 26.785.80' 86 SC2.6C2 4.063300 0 90 566,1 C2 S _ 18299,626 $ 117351)09 I II r L_ City of Fayetteville, Arkansas Sources of Funds for 1994 Sales Tax 23.67% S 12,560,224_ Franchise Tax 3.95% S 2.093,249 Intergovernmental 9.97% I 5,290,317 Investment Earnings 2.60% f 1,377,006 Water Salo 16.08% S 5,532,600 Property Tu 0.63% • S 335,110 • Sewer Service 13.66% f 1,234,100 Transfers 10.43% 3 5,533,561 Miscellaneous 2.23% S 1,185,552 Senitellon Fees 6.72% 5 3,!63,164 Charges for Service 8.69% Fund B6lsnce 1.39% S 6,611,606 S 736,131 $53,054,950 Uses of Funds for 1994 Services & Charges 15.03% S 1,935,74 49ce 1 6 Maiaten.l1� S 3ence 7 Personnel 25.63% S 13,596,060 Debt Service 3.10% f 1.644.332 Internal Charges 5.30% aS erations 5.30% A09,96t Water 9.03% WorstMaterials A Supplies 2.44% 1,296,317 Transfers 10.43% S 5,532,361 $53,054,950 Capital 10.94% $ 5,303,910 Depreciation 11.16% $ 5,921,755 13 Governmental Funds General Fund Special Revenue Funds Street City Advertising & Promotion Off Street Parking Community Development Block Grant Aging Transportation Drug Law Enforcement El I I I Li I I Debt Service Funds Arts Center Bond City Sales Tax Bond Capital Project Funds Arts Center Project Replacement Sales Tax Capital Improvements I 14 Furd — :')1' Beginning Fund Ba.arce Resources Revenues Property I ax Saes Tax Franchise Fees Licenses & Fcrmlts Intcrgovctniver:al charges fr r Services 1-.ncs & F.'-fe Lures }rvestmcnt Earnings Stscellancous 1'ma: Revenue Operaing Tr ansftrsIn Off Street Parking Excess H'v1R ('Pc 1-urds Sales la.; Hard Sales Tax Capital Imp:ovenicn:s Excess Art% ('enter Management 1-urd T::al 1': ansfers In Tota] Resaicr;cs Usrs Expenditures General G• vernmcnt cost Relmhu:sements Adm.mstra:n•e Servi:cs Policc 97:rc Planning Public N orrcs I otal I-xenduures Operating I ran sic rs Out (':) Adv & l'romatior. Fun. Arts center Bond Fund Replaccmtnt Fund Drag Enforcement Fund 'Iota! Operaur.g Transfers Out l oral Uscs Nut Rcsourc-s tUces) I'r.'ir Fond Valance city et Fawttevllle. Arxansas General Fund Actual Hudgeted 1992 1393 S __ (',260,'59 $ 6.911.357 S S _.. Rest rs t d f.r l.aar.s to Other Fur d s $ Designated trr Advertising & Prcmot:tr Designs:eL trr capital Improvements Ending Des:gnated Fund Balance Ending Undtstgtated Fund Balance Endlrg Fun. Balance $ L I Fsumated Budgeted 1993 19-4 , S -.383,`6974 .!.'11.655 I.10;:,4G1 .., `: 5�1,501', ' 4,'26.48 4'9',9rd) S.21h,)6; 5.»8x.225 ?.s .J - 3.344,v29 :A99,088 2:»') ' ?13,0(5 29',9f18 367,0P3 375,1'7 272.549 95:,?82 9,'1.382 92?.)84 623.8:4 59C,49 675,339 o7Th8T2 397)7,92 24,485 579,334 n: 1.412 ' 2'11,1;1 18:,4:.x) 126.47 ]b)kn8 113.0.4 31.1(() —_Q ¶'1 24.144 11,'.".0.369 1 :.829,37.4 1 ],:.85.255 Y)36?.4T ' ]',412 22.452 1 ?,436 22,452 ' 559,:149 638.: }6 822,94.4 8:Z.')44 3,337.6'5 3.414.28 ) U 1, 3('7.19' 1.3011,397 :.YXJ,(Yx) 585,882 6C 9.152 651,304 ^85,562 I 29?.L 1 2).217 1.162.?43 u.2C8.J59 6.508,540 2.31).c 12.928.' 2 ]8,037,433 .'9?,801 ]2,99y„97,5. 9.236;:)9) 2,366,1)_x6 , I :.?18} (1.181,41]; (1,18:.411) (1,7h.A?51 :,845.2:1 2.255,800 2,1'2.:%5 2.3?4.536 2 i; 79,5'x1 3.3'4,539 7,207'85 3,554.6'1 ' 2.28.,'10 2,208,891 2A52,517) I', U 24".3(3 1,°05,291 :,45_4,651 2.07].1', 11),Si] ,982 ,4'.C28 15,6'19 779 11'12r°1 ' 418,313 583,'91 583.7.91 660.0'Y) ' 925,674 1. )14.8&1 1,C•14,8Ti'1 1,04)•252 '( 0C '0.500 76,3(52 '6.5097 39.6»5 42,64:1 _ _ 42,640 _ 1,46(.132 ],'1'..811 :,717.811 ],816.403 , 12,2'2.114 19.;44.839 ]'2'5! 12.935.904 656.598 .:5'•,4'X 466,.2.11 (,9:7.35' S 5,'59A51 S ''.?83,568 $ 7,44:939 295,435 $ 295,435 S 295,435 $ 235.435 9 96 15,349 9,924 ;,023.858 1.04 1.%2 , 1 88,2' ,588.2 T' 2,343,4(92 _ 2.343.-C2 2 799,06] 2,853.6.26 3,662.685 3,680.799 4,118;96 2.916.3:5 _--_ 3,'20,873 3,751,2417 S 6,911.'57 S 5,'59,95: S ',383.568 $ »4,039 15 --- -- ' City of Fayetteville. Arkansas General Fund Expenditures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ' General Government Department Office of the Mayor S 0 S 264,C30 $ 252,831 S 210.425 City Council 0 38,888 34,825 39,982 City Treasurer 0 4,200 4,200 4,200 City Manager 218,710 0 0 0 City Attorney 169,964 166,937 162.526 175,748 City Prosecutor 145.866 186,561 170,304 163,644 Hot Check 85,404 94.435 93,989 97.233 Municipal Judge 46.841 71,071 62,539 60.991 Cable Administration 151,158 153.012 151,197 143,448 Internal Auditing 41.356 48.974 45,561 48.707 City Clerk 138,349 133.545 128,441 149,938 Inspections 0 0 0 274,096 Miscellaneous Salary Contingency 0 115,368 65,000 448,677 Management Fees 287,551 309,600 309,600 0 Settlements 0 50,654 42,584 10,000 Sales Tax Refund Cost 0 4,715,055 4,715,055 0 Chamber of Commerce Services 79,593 100.000 100,000 80,000 C.E.M.S. Service 119,5nrl 123.085 123.085 125,547 City Hospital Lease 283,500 283.500 283,500 283,500 School Construction 1.172,032 1.380,000 0 0 Minor Equipment 20.586 2,914 2,914 0 Contract Services 47,799 6,845 7,219 0 Economic Development Grant 0 80,000 80,000 0 Fixed Assets 66.618 3,382 3,382 0 Building Cost 294,562 811.021 811,021 0 Land Acquisition 221,378 78,622 78,622 0 Ozark Regional Transit 0 0 0 16,000 Maintenance 3,295 5,000 3.295 15,000 Other 15,311 9,400 15,998 18,900 Total General Government Department 3.60),373 9.236.099 7,747,688 2,366,036 ' Administrative Services Department Administrative Services Director 151.001 125.917 122,960 126,281 Personnel Administration 272.462 436,337 412.668 504.768 ' Accounting & Audit 231.572 308,233 287,903 301,682 Budget and Research 115,560 124,719 122,687 122,959 Billing & Collections 204,726 223,122 221,681 226,750 ' Procurement 46,123 51.038 50,615 54,902 Risk Management 19.828 19,418 19,128 20,710 Data Processing 245,434 309,065 308,678 271,860 General Building Maintenance 138.471 179,921 174,533 192.987 Janitorial 77.928 89,822 85,013 102,888 Criminal Cases 69.366 90,663 84,755 94,959 Probation & Fine Collection 49.460 36.188 34.812 33,714 Small Claims & Civil Cases 77,831 86.883 85,702 87,477 Animal Patrol/Emergency Response 92.569 115,875 104,861 122,985 Animal Shelter 52,886 58,599 56,180 69,664 Total Administrative Services Department 1,845,217 2,255,800 2,172,175 2,334,586 Police Department Support Services 636,67' 765,407 730,210 775,629 ' Patrol/Warrant 2.126,510 2.227.789 2,101.484 2,398,119 Central Dispatch 316.321 381.343 376,091 380,923 Total Police Department 3,079.504 3.374.539 3,207,785 3.554.671 16 Cloy cf FavetteviLc. Arkansas General Fund Fxpendilures Aclt.al Budgeted Fst:mated Ru. geoid _ _ 1993 199...1 ] S7s Fare Departrr.er.t Prcvennnn 41936 99,244 "9,097 1''3,38h Ope;a:.'r. ,2'.,9?., 2,h91.6R2 2.1?9,517] 2.'51]140 l-aming & (•ont:nu:ng Fducatx'n 54.556 S?,SOT c1,] 11 a23rdnL ¼ Ma lerl ,ds 32145 42.9T' 4:) 'Si Total Fire Dcpartment 2;ah,S'' 2,286,7]0 2,2UA,891 2,442.'1 Planning Management De; artment I, annmg Management I; 1) i 24".3C3 Total Planning ,Management i' 0 1 24,33 Pahlrc Wa:ks Departmer.: Pahlrc Works Direc:ar Pahlrc Works Director n 0 7 12t.11 Fngrncerrng 1':ars ec Spccificat:ors 0 '1 C} 2:'I,128 Operation. & Maintena,ce 0 7 r, 13..554 R:gtit 'fWay ay Acyuision 0 1 C 3?.2:14 PuIi . C'onstruct1Lm C) C 111;,110" Parks ''arks Admimstrauon 119,?30 :39.093 131.3(i 104.33; Sw:nrnung Port 94,286 :'9.3012 105.822 114.117 Athlcl:cs 3U4n 40,658 41.266 4;0 Rccrc alional C'en:er — ': ans. 123.213 139,5 1 139.2 137,499 iahra•v 23',574 267..024 159 A. 256.622 Laic Rccrea:ion 56,960 65.]-4 64,710 1'ark Ma:ntcncnce :]A,?76 234,17: 221,29! 257,;0? RaLfic:d' 1a:nienanct 155,3.9 ;88,342 R7.922 ]89,944 I raI`c Adnmutrauon & Fr forccrr.ert 69•]86 83,06'' 81,6(]5 55,850 L-ngnte:tcgP.armrs+ 491-I 52,'06 52.6Sc 5:1:69 C'onlr d & Park:rg 155.64 ]86.]94 ]9?A10 101.862 Sir net PJ'lrc Lands %lay.ter3rce .1 C 0 42 111 Iota] P 'Iic W, rk% DcparlmerI. ?03,13•J ].5(•5.29: 1 :54.651 s..'—;„7] C'es; Rcrlhrsecrent (;,;3],82-) 11•]81.411) (1,181,411) (1,900,831) Io:al General I .rnd l:xperditures $ 10:.811,982 $ 17A T,'128 $ 15,M;9.779 $ :1115•,vJ1 17 General Fund Sources of Funds for 1994 Sales Taxes 480.224 42% Licenses & Permits $375,173 3% srges for Service $677,872 5% Transfers $2.630,958 20% Invest Earnings & Misc $204,502 2% Fire $2.452.509 19% 9 Intergovernmental $920,984 7% Fines & Forfeitures $611.412 5% Franchise Fees $2,093,249 16% $ 12,994,375 Uses of Funds for 1994 Public Works General Government to Police $3,554 671 27% min Services 34,586 18% Planning $247,363 2% Transfers 916403 14% $ 12,935,904 •• General Government Includes ($1 906,135) of Cost Reimbur,ments From Other Funds Actual General Government Cost $2,366.036 City of Fayetteville, Arkansas Street Fund Fund 2100 Actual Budgeted Estimated Budgeted 1992 1993 1993 .994 Beginning Fund Balance S _760.,"8 S 595,921 $ 595_921 $ 241355 Revenues Intergovernmental Interest Other oral Revenues Expenditures - —_ Street Administration Right of Way Maintenance Street Maintenance Drainange Maintenance Street Construction Construction of Drainage Total Expenditures Revenues (her (Under) Expenditures Ending Fund Balance 1.866,472 1.923.982 1,891,640 1.941, 739 23,792 26.543 13,159 13.159 116,859 6?.S08 0 _ 1,930131 2,067.384 1.968,607 1,954 898 443.517 522,.307 5C2.581 527,368 172„S75 166,924 161.657 189,576 1.114,526 1,166138 1.003,700 901.086 304,337 331,013 284.098 336,017 55.080 130,000 130,000 0 5553 279,931 241.147 0 2.095,585 2,596,413 2323,173 1,954.04', i64,85 Sf 29,029) (35566) 851 595,921 $ 6O892 $ 241,355 $ -_ 242206 a Street Fund Sources of Funds for 1994 $ 1,954,898 Uses of Funds for 1994 Street Administration $527,368 27% Right of Way $189.576 I' Street Maintenance $901086 46% $ 1,954,047 ainage Maintenance $336.017 17% 20 City of Favctteville, Arkansas City Advertising & Promotion Fund Fund — 2120 Beginning Fund Balance Revenues Hotel. Motel, and Restaurant l'a�es Interest Iotal Revenues I:spenditures City Advertising & Promotion Audit Expense Collection Expense Convention 1)evelopmenl Convention Services Promotional Activities Special Projects NeN Brochures 80C Telephone Number Hub City Development Festival Support Music Festival Air Museum Chamber of Commerce Contract Trolley l otal Expenditures Other Financing Sources (Uses): Transfcr from General Fund Transfer to ('EC Bond'1'rustce Total Other Financing Sources (Uses): Revenues Os-cr (Under) Fspcaditures and Other Financing Sources (Uses' Ending Fund Haance Actual 1992 $ 156,399 $ Budgeted Estimated Budgeted 1993 1993 1994 135.417 $ 135.41' $ ?9.647 659,205 656,474 718.360 7c0,00 5,556 5 700 5,130 4,450 664,76: 662,174 723.440 ?54.450 177450 200,000 200,)70 200.000 46 500 46 100 26,368 26300 28.734 30,0)) 0 90,000 55.000 11 0 5,000 0 5.000 74,124 0 0 0 11,8(X1 51,000 39,000 212.15 25,57S 30,000 31.3T t4 5s5 8,000 :0,000 10.000 10,0{)0 0 5,000 4.534 0 0 50,000 42.000 36,000 5300 0 it 0 50,0110 50,000 50,000 50.000 66,235 100,001 100,(100 100,0), 0 84.000 84.000 61,500 444,851 701,800 644,691 74o,0i1C 418.313 583,791 583.791 660.000 (659,205) (240,592) (656,4 072,683) -- (718.641) (134,569) (7509oo) (90.14X:) (20.982) (:12.309) (55,770) (75.550) 135,417 $ 23,108 $ _i9,647 $ 4,097 I I 21 City of Fayetteville, Arkansas Off Street Parking Fund Fund — 2130 Actual — Budgeted Estimated Budgeted 1992 1993 1993 1994 Beginning Fund Balance $ 328,224 $ 352,144 $ 352,144 $ 384,143 'Revenue Parking Cards Association 14,550 17,149 15,305 15,611 Parking Cards Lot 5 Mcllroy 12,260 12,594 10,940 11,159 Parking Cards City 9,962 11,197 11,920 12,158 Parking Cards City Employees 4,124 3,389 280 286 Rent Lot 1 Church & Mountain 13,535 12,728 13,769 14,044 'Rent Lot 2 Southside 4,190 5,163 4,067 4,148 Rent Lot 3 East Off Rock Street 2,661 3,185 3,199 3,263 Rent Lot 4 Courthouse 2,853 3,003 2,985 3,045 Rent Lot 7 First Federal 9,889 8,318 10,134 10,337 Rent Lot 9 Parking Deck 80„32 87,203 80,900 82,518 • Rent Lot 12 Milholland 1,597 1,078 1,901 1,939 Rent Lot 13 Southwestern Bell 4,183 3,447 3,581 3,653 • Interest 12,582 17,387 10,209 10,413 Total Revenues 172,714 185,841 169,190 172,574 Expenditures 'Audit Expense 87 85 87 90 Utilities 13,422 12,009 14„397 14,685 Insurance 259 0 0 730 Professional Services 500 0 0 0 Deck Operating Expense 48,581 43,500 46,231 46,2.31 Special Assessments 808 1,485 1,485 1,485 Traffic Control Maintenance 3,706 0 0 0 'Parking Deck Maintenance 22,619 384,890 7,628 6,000 Downtown Parking District 25,108 31,479 30,984 30,000 Total Expenditures 115,090 473,448 100,812 99,.21 ' Other Financing Sources (Uses): Transfer to General Fund (17,412) (22,452) (19,436) (22,452) Transfer to CEC Bond Trustee (16,292) (26,405) (16,943) (25,500) Total Other Financing Sources (Uses): (33,704) (48,857) (36,379) (47,952) Revenues Over (Under) Expenditures and Other Financing Sources (Uses): 23,920 (336,464) 31,999 25,401 Ending Fund Balance $ 352,144 $ 15.680 $ 384,143 $ 409.544 I LI 7 WA City of Fayetteville, Arkansas Community Development Block Grant Fund Fund - 2180 Revenue CD Grant Funding Rental Rehab Grant Home Grant Funding Loan Repay Rehab Expense Total Revenues Expenditures Administration Housing Rehabilitation Home Grant Program Community Development Program Rental Rehabilitation I lousing Rehabilitation Cost Allocation Disposition Fayetteville taxi Program NWA Health Clinic Parks and Recreation Public Improvements Sang Ave Senior Center Weatherization Youth Bridgc Total Expenditures Revenues (Xcr (Under) Expenditures 5 Actual Budgeted Estimated Budgeted -1992--- 1993 _ 1993 1994 I U $ 706.782 $ 935.934 S 356,357 $ 1.173.099 17,857 23,127 19,825 0 0 500,000 500,000 500.1)00 20,249 10,000 12,671 10.000 _ j20,249) (10,0o0] - (1065O) _L10.000) 724,639 1,45 9.061 878, 203 1.673,099 48,121 72,933 71,662 79,830 0 19832.3 189,229 212,673 0 500,000 500,000 500,000 a 687,805 117312 860,596 17,857 0 0 0 198,450 0 0 0 14,354 0 0 0 100 0 0 0 9,934 0 0 0 22,435 a o a 2,934 a 0 0 294,159 0 0 0 14,900 0 0 C 6395 0 0 0 95,000 0 0 C 724,639 1,459,061 878,203 1,673,099 - 0s 0$ _ o- ' 23 City of Fayetteville, Arkansas Aging Transportation Fund Fund 2230 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Revenue AAA of NWA Contribution $ 4,000 $ 4,000 $ 4,000 $ 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 24 City of Fayetteville, Arkansas Drug Enforcement Fund Fund - 29.30 Actual Budgeted Estimated Budgeted 1992 1993 1993 1991 Beginning Fund Balance $ 4-45 S _ 2001 $ 2,001 $ _ 2,685 Revenues Drug Enforcement Grant _ _ 213,684 230,133 219,487 184,908 Grant - Springdale 10,110 10.671 10,671 12113 Grant- Washington C ounty 1,725 1,540 1,540 1,4:1 Grant - University of Arkansas 8,20C 10,404 10,409 0 Grant - Praire Grove 1.317 1,540 2,678 1,411 Grant - Iincoln 1,317 1,540 1,540 1,410 Grant - Greenland ],317 1,540 1,540 1,410 Grant - West Fork 1,317 1,540 1,540 1,410 Grant- Johnson 132 1,540 0 1,410 Grant - Farmington 1,31', 1,540 1,540 1,410 Forfeitures - DTF 1,517 0 3,636 0 Reslilulion 0 1,000 900 0 Interest 0 0 584 0 Total Revenues _ 241.953 262,993 256.065 206,893 Expenditures Drug Enforcment Program 280,(82 307,657 _ 298,021 246,541 Total Expenditures 280,082 307,657 298,021 246,544 Other Financing SourcesjjUscs) Transfer from General Fund 39,645 —.39,645 42,640 42,640 Total Other FinancmgSources (Uses) 42,640 42,640 _39,651 39,651 Revenues Over (Under) Expenditures and Other Financing Sources (Uses) 1.516 (2,04) — 684 0 Ending Fund Balance $ 2,001 S =_ (2J $ — 2,685 $ 2,685 25 City of Fayetteville, Arkansas Arts Center Bond Fund Fund — 3170 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Beginning Fund Balance $ 596,277 $ 630,094 $ 630,094 $ 682,980 Revenue Interest 34,005 34,800 24,450 34,800 Total Revenue 34,005 34,800 24,450 34,800 I Expenditures Audit Expense 0 300 0 300 Principal Payment 100,000 100,000 100,000 125,000 ' Interest Expense 239,240 233,640 233,640 227,890 Paying Agent Fees 740 1,500 1,500 1,500 Total Expenditures 339,980 335,440 335,140 354,690 Revenues Over (Under) Expenditures (305,975) (300,640) (310,690) (319,890) Other Financing Sources (Uses) Transfer From General Fund 925,674 1,014,880 1,014,880 1,040,252 Transfer Excess Funds to General Fund (585,882) (609,152) (651,304) (685,562) ' Net Other Financing Sources 339,792 405,728 363,576 354,690 Revenues Over (Under) Expenditures and Other Financing Sources (Uses) 33,817 105,088 52,886 34,800 Ending Fund Balance $ 630,094 $ 735,182 $ 682,980 $ 717,780 I I C I I [I I I 26 City Of Favelteville, Arkansas ('itv Saves Tax Bond Fund Fund — 3350 Beginning Fund Balance Revenue Sales Tax Revenue Interest lout Revenue Expenditures Legal Scrv:ces Principal Payment Interest Expense Paving Agent Fees Total Expenditures Revenues Over (Under) Expenditures Other Financing Sour sjCses) Transfer to General Fund 7 ransfer to Sales Tax Construction Fund Total Other Financing Sources (Uses) Revenues Over (Under) Expenditures and Other Financing Sources (Uses) Ending Fund Balance Actual Budgeted Fslintated Budgeted 1992 1993 1993 1994 S 4.204395 S 4,637530 S 4617,5O $ 0 ?.719,884 3.30C•,OOII 2.334,568 0 238.841 ;90,297 233.1",•7 0 -3 958.725 3,490,_297 2.567,745 0 153.918 104,270 104,270 0 1.065,00(1 31,130,000 31.130.000 0 2.230,223 2,165,258 I.347,271 0 9.171 10,000 1C3,497 0 3,498312 33,109,528 __ 32.685,038 __ 0 460,41? (29,919,231) (30.]17,293) - 0 0 28.%7.400 28,894,011 0 0 (3,337.65) (3,414,248) 0 (27.2785 (185.0 a --- 0 (27.278) 25384_686 5,479.763 0 433.135 (4534,545j (4,637530) 0 $ 4637530S ]02,985 S ___0S 0 27 I I r I I I I I I I I I I I I City of Fayetteville, Arkansas Arts Center Project Fund Fund — 4160 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Beginning Fund Balance $ 2,446,656 $ 759,521 $ 759,521 $ 859,534 Revenue 47,134 0 20,010 0 Interest & Dividends Donations 862,205 0 359,627 0 Total Revenue 909,339 0 379,637 0 Expenditures Audit Expense 1,931 Professional Services 1,435 T— Bill Handling Fees 0 Special Assessments 1,485 Building Cost 288,894 Building Costs From Donations 2,129,823 Land Acquisition 0 Trailways & Sidewalks 0 Arts Center Parking —Construction 1,100,106 Arts Center Parking —Land Acquisition Total Expenditures 3,527,611 Revenues Over (Under) Expenditures (2,618,272) 1,931 1,931 0 200 200 0 0 0 0 563 563 0 32,956 8,505 0 624,870 235,589 0 0 0 0 6,277 6,277 0 6,559 6,559 0 20,000 20,000 0 693,356 279,624 0 (693,356) 100,013 0 Other Financing Sources Transfer from Sales Tax Capital Improvements 941,137 0 0 0 Transfer to Walton Arts Endowment (10,000) 0 0 0 Total Other Financing Sources 931,137 0 0 0 Revenues and Other Financing Sources Over (Under) Expenditures Ending Fund Balance (1,087,135) $ 759,521 (693,356) 100,013 0 $ 66,165 $ 859,534 $ 859,534 I C:tv of Fayetteville, Arkansas Replacement Fund Fund — 427 Actual Budgeted Estunated Budgeted 1992 1993 1993 1994 Beginning Fund Balance S 2.019,625 $ _2.:65,460 $ 2,165.460 $ 2,306.411 Revenue Interest 69,857 86,63: 64973 79,851] Total Revenue 69,857 86.631 64,973 '9550 FlgKnditures Audit Expense 5?2 550 522 553 T—Aill Handling Fees 0 300 0 San Total Expenditures ---- 522 - _ 830 522 -- 850 Revenues Over (Under) Expenditures 69,335 85.',81 64,45: %9,000 Other Financing Sources (Uses) Transfer From General Fund 76,500 76,500 76,500 %6.50(1 Total Other Financing Sources (Uses) _ _ _ 76,500 76'00 - _ - 76.500 16?5,T Revenues & Financung Sources User (Under) Expenditures 145.535 162,231 ]30451 55.50(] Ending Fund Balance S 2,165,460 $ 2,327,?41 $ 2,306,411 S - 2,461 _. 29 City of Fayetteville, Arkansas Sales Tax Capital Improvements Fund Fund 4470 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Beginning Fund Balance $ 29,976,695 $ 30,108,057 $ 30,108,057 $ 1,878,666 Revenue Sales Tax Revenue 2,241,849 5,320,866 2,560,000 6,330,000 Payments by Property Owners 19,998 0 0 0 Interest 1,715,132 902,109 1,007,137 1,500 Total Revenue 3,976,979 6,222,975 3,567,137 6,331,500 Expenditures Minor Equipment 2,999 0 0 0 Public Notification 36 0 200 1,500 Audit Expense 10,421 0 0 1,500 Computer Purchase 56,468 0 0 0 Professional Services 0 95,000 95,000 140,000 Contract Services 601,221 0 0 0 Transfer to Library Board 69,999 25,000 25,000 50,000 Fixed Assets 107,843 27,500 20,045 188,000 Vehicles & Equipment 510,711 0 0 229,000 Furniture 0 10,000 10,000 0 Building Costs 187,696 38,500 38,500 20,000 Land Acquisition 18,309 18,300 18,300 70,300 Park Improvements 51,772 76,700 76,700 361,700 Youth Center Pool Renovation 1,589 0 0 0 Water Line Improvements 1,049,162 251,551 251,551 138,000 Street Improvements 222,218 774,317 774,317 2,690,000 Easements 5,075 0 0 0 Water Meters 36,239 33,486 33,486 0 Trailways & Sidewalks 0 20,000 20,000 71,000 Sewer Improvements 0 217,000 217,000 1,584,000 Bridge, Drainage, & Sidewalks 0 15,000 15,000 157,000 Cemetery Improvements 0 0 0 15,000 Remodel Fire Station 0 0 0 20,000 Miscellaneous 0 0 21 0 Total Expenditures 2,931,758 1,602,354 1,595,120 5,737,000 Revenues Over (Under) Expenditures 1,045,221 4,620,621 1,972,017 594,500 Other Financing Sources (Uses) Transfer from Sales Tax Bond Fund 27,278 185,039 0 0 Transfer to General Fund 0 (1,307,197) (1,307,397) (1,100,000) Transfer to Arts Center Project (941,137) 0 0 0 Transfer to Sales Tax Bond Fund 0 (28,907,400) (28,894,011) 0 ' Transfer to Solid Waste Fund 0 0 0 (310,000) Total Other Financing Sources (Uses) (913,859) (30,029,558) (30,201,408) (1,410,000) Revenues & Other Financing Sources Over (Under) Expenditures & Uses 131,362 (25,408,937) (28,229,391) (815,500) Ending Fund Balance $ 30,108,057 $ 4,699,120 $ 1,878,666 $ 1,063,166 30 Account Name Professional Services Library Btxwk Purchases Fixed Assets Vehicles and Equipment Building Costs Land Acquisition Park Improvements City of Favetteville, Arkansas Sales Tax Capital Improvement Fund Capital Budget Project # Project titre 9200S Geographic Information System 94006 Drainage$tudvPlan 1494 Budgeted $ 9C,OOI1 0,(O1 140,0()( 9(1004 Library Book Purchases 5O,(K1O 5C,0CX) 94007 Library Card Catalog 94009 Police Computer Upgrade Expansion 94009 Police Telephone Upgrade 94010 AS400 Disk Storage Upgrade 92059 Traffic Signal — 'rowaship & Hwy 2h5 94012 Traffic Signal — College & Zion 94013 (1)C' Centracomm 11 410;1 Replacement Fire Apparatus 94015 SRINl1 941:6 9401? 94018 94019 94020 94021 94022 9402"( 94024 94025 94026 94027 94028 94029 Jail Lohhy Modifications GuJcv Park Purchase I and Acquisition for Fulure Fire Station Davis Park — PlavgroundPicnic Area Gulley Parking 1.O1 & I rail Completion Lewis Soccer Field Additions Lewis Street Parking IAn Lk. Fay. - Additional Beat Stalls Lk. Fay. - Extension of Fishing Piers l.k Fay. - Solthall Complex Parking Lot 1.k. Fay. & Sequoyah - Parking Lot Overlaying IS. Fay. & Sequovah - Restrooms Sports Park Development Walker Park - New Parking Lot Wilson Park Playground Replacement Youth Center - Driveway Improvements Water i.ine Improvements 94030 Backflow Prevention 94031 Water Line Replacements — Rolling Hills Area ?,300 15.(XX) 16,000 7,000 5 21,)00 24.000 31,000 ISS,OIX1 229.000 229!000 20,000 20,000_ 18,100 51000 ^03(10 22, l On 17,500 60,000 30.000 10,600 5,000 15,000 10,000 26.500 75.000 30,000 30,000 10,000 361,700 16,000 102,000 138,000 31 City of Fayetteville, Arkansas Sales Tax Capital Improvement Fund Capital Budget 1994 Account Name Project # Project Title Budgeted Street Improvements 94001 In —House Pavement Improvements 595,000 94032 Mill Street Extension 400,E 94033 Intersection Improvements 50,000 94034 Joyce, Hwy. 71 — Hwy. 265 1,580,000 94035 Joyce Blvd Extension, West 50,000 94036 Street Improvements — Cost Sharing 15,000 2,690,000 Trailways and Sidewalks 94037 Entryway Corridors 15,000 93097 Sidewalk/Trailways Construction 56,000 71,000 Sewer Improvements 90012 Sanitary Sewer Rehabilitation 1,584,000 1,584,000 Bridge and Drainage Improvements 94038 Villa Mobile Nome Park Drainage 54,000 94039 Cato Springs Flood Control 103,000 157,000 Cemetary Improvements 94005 Cemetery Improvements 15,000 15,000 Minor Equipment 93091 Remodel Existing Fire Stations 20,000 $ 20,000 32 1 I I El Proprietary and Fiduciary Funds I Enterprise Funds 1 Industrial Park Water and Sewer Solid Waste Airport Continuing Education Center & Parking Facility Trust Funds Walton Arts Center Endowment Police Pension Fire Pension Municipal Judge Retirement Internal Service Fund Shop I I I I 'J 33 ' City of Fayetteville, Arkansas Industrial Park Fund Fund5140 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Beginning Retained Earnings $ 255,746 $ 256,531 $ 256,531 $ 183,219 State Grants 285,000 625,000 500,000 0 Rent 0 0 400 0 Interest 132 75 720 100 Gain/(Lass) on Sale of Assets 0 0 (73,124) 0 Total Revenue 285,132 625,075 427,996 100 Expenses 0 350 0 350 Audit Expense Contract Services 284,347 125,000 1,308 0 Economic Development Grant 0 500,000 500,000 0 Total Expenses 284,347 625,350 501,308 350 Net Income (Loss) 785 (275) (73,312) (250) Ending Retained Earnings 256,531 256,256 183,219 182,969 Beginning Contributions 3,938,053 3,938,053 3,938,053 3,938,053 Capital Contributions 0 0 0 0 Ending Contributions 3,938,053 3,938,053 3,938,053 3,938,053 Total Fund Equity $ 4,194,584 $ 4,194,309 $ 4,121,272 $ 4,121,022 34 City of Favettevillc, Arkansas Water and Sewer Fund Fund — 5400 Actual Hudgeted Estimated Budgeted 1992 199? 199_? 1994 BegumingRetained Earnings $ R,h87281 5 5,812,407 $ 5,812,417 S 5O49712 Operating Revenues Water Sales 6,552093 8,000,750 7,,657.500 8,5 1600 Sewer Scrncc ('barges 6,207.658 6,674,860 6,597.700 7,234,80C Total Operating Revenues 12,759._51 14,675,610 _ 14.255.20(1 15.767,400 (Berating EVeenses_ Water Purchased 3,868,965 4,485,000 4.010.833 4,818,100 WaterAdmmistration 2,278,148 2,361064 1.027.340 1,104,03: Water Distribution and Maintenance 536.868 455,162 452,156 450,741 Water Storage and Pump Maintenance 56,880 123,312 123„312 121,59- Growth Area Water Mains Maintenance 13,137 25„310 24,965 21,796 Water Maintenance Farmington & Greenland 14,800 27,116 25.275 22,804 Sewer Administration 994,934 1.014.255 915.810 911,911 Sewer Main Maintenance 611,688 639,049 633,945 811,793 Sewer Maintenance Farmington & Greenland 9,822 i..605 13,542 13310 Waste Water Treatment Plant 2,405,030 2,605,087 2,492,508 2,809,948 Meter Operations 764,922 1,122,348 __ 978,218 998,372 Total Operating Expenses Before Deprecialion 11,555 194 12,8722,358 1Q 697,904 12,104,397 Operating Income (Loss) Before Depreciation 1,204„557 1,803,252 3357,296 3,663.003 Depreciation Expense 3,794,772 4,071,825 4,071,825 4.143.508 Berating Income (Loss) (2 590,215) (2,268,57 (514,529) _ (400.505) Nonoperating Income (Expense) _ Interest Expense (762857) (584,144) (556„3171 (1,018,444) Interest Income 197,270 240,200 220,300 127,500 Other 280,928 9i,5() 87,851 75,000 Dotal Nor.operating Income 1284.659) 1250,444) 48,166) __ (815,944) Net Income (Loss) (2,874,8 (2519,017) 7( 62695) 51.296,449) , Ending Retained Earnings 5,814407 3,293,390 5,049.712 3,753,263 Beginning Contributions 63,647,984 66,219,774 66,219.774 67,469,774 1 Capital Contributions 2,571,790 7,450,000 1,250000 3,022,000 Ending Contributions 66,219,774 73,669,774 67,469.774 70,491,774 Total Fund Equity, End of Year $ 72,032,181 $ 76,963,164 $ = 72„519.486 $ 74,245,037 1 35 1 Water & Sewer Fund Sources of Funds for 1994 Water Sales $8,532,600 49". Interest $127500 1% Sewer Service Charges $7,234,800 42% $ 17,266,349 Uses of Funds for 1994 Water Operations pi Tin oaa ln.a Sewer Opei 51,757,014 Waste Water $2,809.949 Meter Operations 5998,372 6% $ 17,266,349 Fund Bal. 49 8% Water Purchased 00 28% Interest Expense $1.018.444 6% Depreciation $4,143,508 24% 36 City of Fayetteville, Arkansas Solid Waste Fund Fund 5500 Beginning Retained Farnings Operating Revenues Sanitation Fees Extra Pick —Up Fees Incinerator Fces Recycling Revenue —Aluminum Reacting Revenue — Composting Total, Operating Revenues Operating Expenses - -- Operations and Administration Commercial Pickup Residential Pickup Recycling Composting Total Operating Expenses Operating Incnme (I.oss) Before Depreciation Deprecation Expense Operating Income (Loss) Nonoperating Revenues Interest Total Nonoperarng Revenues Other Financing Sources (Uses) Transfer from Sales Tax Capital Improvements Total Other Financing Sources (Uses) Net Income "Loss; Ending Retained Farnings Reserved for Incinerator Disengagement Resened for Solid Waste Tranfers Station i:nresered Ending Retained Earnings Contributions Beginning of Year ('antrihutea Capital Fnding C'ontrihutions I-otal Fund Equity Actual 1992 $ 1,169,602 $ 2.1915C6 0 @9,728 h.466 3,374 2,892,074 822,96 7 892,718 1,019,036 98?54 _ 164,590 2,998,065 (105,991) 41,038 c147.029) 38,995 38.995 0 0 (108 r34) 1106.1,568 864,542 0 197,026 -- 1'061'568 0 22C,957 $ 1,282,525 $ Budgeted 199? 1.0h 1.568 $ 2,663,211 12,879 680.080 5.200 2.000 3,363.370 799,786 906,280 1,066,147 154,751 196,051 3.123,015 2.403355 42,897 197.458 36,700 36,730 0 234,158 1,295, 1,294,622 (1 1,1(14 1,295,726 220,957 ?50.000 570,957 1,866,683 $ 1-stimated 1993 1,(61,568 $ 2,786,200 0 "09703 7,193 3,88C 3,506.976 Budgeted 1994 1,523,499 2,850.537 0 712,637 3,72C 5,500 ?,572,404 783,664 747,869 901,282 1,062,822 1,026.193 1,031275 138,397 215,522 158,478 2_07,414 3,038,014 3,264,902 468.962 307,502 42.84 46,7)2 426,065 260.790 35.866 _ 36.250 35.866 36,250 0 3101000 0 310.000_ 461.931 607,040 1.523499 2j30539 1,324.245 1,?86,892 0 310.000 199,254 33.647 1523499 2,130,539 220,957 570.957 350,000 0 G70.95 ; 570,957 2094,456 $ __701,496 37 Solid Waste Fund Sources of Funds for 1994 Sanitation Fe $2.850.537 7 Recycling So 220 0% ees $ 3,608,654 Uses of Funds for 1994 Commercial Pic 51.062.822 3: Residential Pickup 51,031,275 319. :ions & Admin 7,869 23% Depreciation $46.712 1'/. Composting 1207,414 6% ycling 522 7% $ 3,311,614 I City of Fayetteville, Arkansas Airport Fund Fund — s55u Beginning Retained Earnings S Operating Revenues: Airline Fees Parking Fees Rents and I rases Other 'Total Operating Revenues Operating Expenses: landside Operations Airside Operations Total Operating Expenses Before Depreciation Operating Income (Loss) Before Depreciation Depreciation Expense Operating Income (Loss) Actual Budgeted Estimated Budgeted 1992 1993 1993 1944 (1,808.159) $ (1,534,809) $ (1,531„h)9) S ;1.495.1111 247,484 262.360 278,'32 284,207, 300,782 245.500 300,000 300,000 392,426 363.412 379,455 400.190 158,941 1,099,633 151,396 1.022,668 154,512 1,12,699 156.948 :141,345 325,45; 226,854 552,305 384,931 257,012 641,946 378,823 247,149 625,972 177,413 322.972 800,3115 547,328 3; 0,722 486,727 340,960 44;,393 47,581 45;.581 608,051 99,935 (?6,859) 29.146 ;26',.091. Noneperat:ng Income (Expense; _. Intergovernmental 156.381 0 0 0 Interest Income Other 'Total Nonoperating Income 15.144 1.890 173.415 17,560 1,710 19,270 8.532 2.000 10.532 8,600 3,480 12,080 I- -'s.dtngRetainedEarnings _(1,534,809] (1,592'398) (1.495,131) (1,750,142) Beginning Comtrihuuons 7,375,042 9,310,118 9,310.118 11,932,711 Contributions Ending Contrihutions 1,935.076 9,310,118 2,461,684 11, 771,802 2,622,593 11,932,711 1,041.50C 12,974,21; fetal Fund I.quny $ ___X75,;09 $ ]0,179,404 $ 10,43',,580 $ 11,224,069 39 Airport Fund Sources of Funds for 1994 Parking Fees 5300.000 21% Fund Balance $255,011 18% Rents and Leases $400,190 28% $ 1,408,436 Uses of Funds for 1994 Airside Operations S322.972 23% Depreciation $608051 43% $ 1,408,436 line Fees .207 20% Interest $8,600 t% Other 160428 11.5 Landside Operations c477411 14.6 40 City of Fayetteville, Arkansas Continuing Education Center and Parking Facility Fund fund - 5690 Beginning Retained Earnings Operating Revenues Property Lease Tota: Operating Revenues Operating Expenses Audit Expense Insurance- Vehicles & Buildings Special Assessments Total Operating Expenses Operating Income (Loss) Before Depreciation Deprecialioc Expense Operating Income (Loss) Nonoperating Income (Expenses) State Convention ('enter Return Interest Income Interest Expense Paying Agents Fees Bond Discount Amortization Total Nonoperating Revenue Income (Loss) Before Operating Transfers Other FinaneingSources (Uses) transfer from A&P Fund Transfer Trait Off Street Parking Fund Iransfer Excess Funds to General Fund Total Other Financing Sources (Uses) \'elncnmc (Loss) Ending Retained Earnings Actual Budgeted Estimated Budgeted 1992 1993 1991 1994 $ 966,346 $ 1,210,699 S 1.2_10,699 S 1,:6% '50 E 122.000 122,000 122.000 122,010 122.(100 12-2,010 122.000 122.000 1,494 1,70) 1,494 1.500 2.115 14,00E 1,551 2,00C 38,002 3S,303 38,003 35,003 41331 53.7a1 41,048 41,503 80,269 68,297 SC,952 80.497 94,807 94,807 94,807 94.807 (14,5M (26,510) (13,855) (:4310) 340,114 255,030 2.58590 255,000 93,916 92,0(10 80,782 92,000 (280,327) (272,002) (269,219) (260,0.80) (1,609; (2,000) (1,864) (2.000) {10,151} (10.907) _i9_74� {94'3} 141,943 62.093 58,547 )5502 .27,405 35,5413 44.692 61,192 659.205 656,474 718'160 75C,001 16,292 26,405 16,943 25,500 155°,049) (638.166) (822944) -- _ (822,944) 116,448 44,513 (87,641) {47,444) 243,853 30,10: - 4(2,949) 13,748 1,210,699 $ 1,290,300 $ 1,167,750 $ -- 1_181,493 41 City of Fayetteville, Arkansas Walton Arts Center Endowment Fund 6190 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Beginning Fund Balance $ 3,487,969 $ 4,013,292 $ 4,013,292 $ 3,953,521 Revenue Interest 286,536 261,365 275,449 261„365 Donations 720,147 0 14,100 0 Total Revenue 1,006,683 261,365 289,549 261,365 Expenses 1,000 1,000 0 1,000 Audit Expense Professional Services 50 4,000 1,720 4,000 Arts Council Distribution 490,204 346,900 346,900 149,000 Paying Agents Fees 106 600 700 600 Total Expenses 491,360 352,500 349,320 154,600 Net Income (Loss) before Transfers 515,323 (91,135) (59,771) 106,765 Transfer from Arts Center Project 10,000 0 0 0 Net Income (Loss) 525,323 (91,135) (59,771) 106,765 Ending Fund Balance $ 4,013,292 $ 3,922,157 $ 3,953,521 $ 4,060,286 a City of Favetteville. Arkansas Police Pension Fund Fund MOO Beginning Fund Balance Revenue Property 1 axes State Insurance'Furnhack Court Fines and Fees Interest and Dividends Donations Officer Contributions Donation Suspension General Fund Contrihutions Total Revenue Expenses Office Supplies & Printing Audit Expense Professional Services T — 13i11 I Dandling Fees PensLen Withdrawal Bendit Pasrnents Total Expenses Net Income (Loss; Ending Fund Balance Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 $ 5,144.949 $ 5,749.146 $ 5.74934o S 6.262170 137.614 142335 139,780 142.3? 15C,012 150.012 165,482_ :65,482 31,405 7,9.617 90,4;1 90.0(10 434,611 228.795 39h,302 205,100 615 60 0 6C 39,051 37.803 33,008 ?1,3N1 0 300 0 300 77,572 ?5.606 64,619 62,722 920$SC 714 528 579,662 697.149 0 600 0 600 1,923 2.000 1948 2.iN111 0 630 400 630 0 550 0 550 0 :5.000 1,.105 15.000 314.560 406,146 153.185 435.260 116.483 42_4,926 366,518 454,040 604.39; 289,602 512.824 241,309 5,749,346 S 6.018.948 S 6,262,170 $ -...6,505.4T9 43 I Fund 6810 Ii IH CI I I I II C I I 1J [1 I dill ilttdilil.: i. Revenue Property Taxes State Insurance Turnback Interest and Dividends Donations Officer Contributions General Fund Contributions Total Revenue Expenses Audit Expense 2,246 2,000 2,271 2,271 Professional Services 0 1,500 1,491 1,500 Pension Withdrawl 0 0 14,981 0 Benifit Payments 375,573 411,900 374,223 436,282 Total Expenses 377,819 415,400 392,966 440,053 City of Fayetteville, Arkansas Fire Pension Fund Actual Budgeted 1992 1993 $ 5,999,963 $ 6,549,315 $ 137,614 142,335 112,743 112,743 561,856 297,145 100 0 38,286 39,355 76,572 78,709 927,171 670,287 Estimated Budgeted 1993 1994 6,549,315 $ 7,122,667 139,780 142,335 123,120 123,120 593,684 327,145 15 0 36,574 35,500 73,145 73,431 966,318 701,531 Net Income (Loss) Ending Fund Balance 549,352 $ 6,549,315 $ 254,887 6,804,202 $ 573,352 7,122,667 $ 261,478 7384. 145 I ![l City o: Favettevl:le. Arkansas Municipal Judge Retirement Fund Fund 6820 Beginning Find Balance Revenue ('curt Fines and Fees Interest Fowl Revenue Expenses _ Audit Expense Total Expenses Net Income (Loss) Ending Fund Balance Actua: Budgeted Estimated 1992 1993 1993 $ 274,156 S -- 298,853 $ 298,&53 S 15034 15,215 14,898 9,724 11.585 9,294 24,758 26,800 24.:92 Budgeted 1994 322,9x, 15,215 1:,5Rc 26,x+0] 61 68 61 65 61 68 61 68 24,697 26,132 24,131 26,732 S _298,853 $ -----325585 $ 322984 $ - 349,76 I City of Fayetteville, Arkansas Shop Fund Fund 9700 ' Actual Budgeted Estimated Budgeted Earnings 1992 1993 1993 1994 Beginning Retained $ 1,576,874 $ 2,261,388 $ 2,261,388 S 2,817,570 ' Operating Revenue Shop Charges 2,250,695 2,321,276 2,369,607 2,290,203 Total Operating Revenue 2,250,695 2,.31,276 2,369,607 2,290,203 Operating Expenses Vehicle Maintenance Program 1,061,284 1,089,682 1,088,073 1,121,142 Total Operating Expenses 1,061,284 1,089,682 1,088,073 1,121,142 ' Operating Income (Loss) Before Depreciation 1,189,411 1,231,594 1,281,534 1,169,061 Depreciation Expense 742,023 788,605 788,605 1,028,677 Operating Income (Loss) 447,388 442,989 492,929 140,384 ' Nonoperating Income (Expense) State Grants 125,000 0 0 0 Gain (Loss) on Sale of FA. 61,994 0 12,509 0 ' Interest 48,495 52,600 50,744 30,100 Miscellaneous 1,637 0 0 0 Total Nonoperating Income 237,126 52,600 63,253 30,100 ' Net Income (Loss) 684,514 495,589 556,182 170,484 Ending Retained Earnings 2,261,388 2,756,977 2,817570 2,988,054 Beginning Contributions 2,404,654 2,591,107 2,591,107 2,591,107 • Residual Equity Transfers 186,453 0 0 0 Ending Contributions 2,591,107 2,591,107 2591,107 2,591,107 ' Total Fund Equity $ 4,852,495 $ 5,348,084 $ 5,408,677 $ 5,579,161 w I CITY OF FAYETTEVILLE, ARKANSAS ' BUDGET ORGANIZATIONAL STRUCTURE i FUND 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, Capital, and Depreciation. I 47 ' i ` I- IC 3 3 i a 6 $ E La La I General Government Citizens of Fayetteville I I I I I 1 I I C1 I Mayor —Airport r- Cable Administration ;Internal Audit Inspections City Council City Attorney —Prosecutor City Treasurer Mission Statement City Clerk Municipal Judge 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. I 50 I GENERAL GOVERNMENT I OVERVIEW The General Government Department contains eleven divisions: Office of the Mayor. Legislative. City Treasurer. City Attorney, Municipal Judge, Cable Administration, Internal Audit, City Clerk, Inspections. Airport. and Miscellaneous Some of the major projects for this depan:nent in 1994 include: exercising oversight in implementing the City's capital improvement program, continued work on the incinerator disengagement lawsuit, and updating the codification of the City's ordinances Estimated 1993 expenditures are projected to he $1,544,975 below :993 budgeted. This represents an 11% decrease in General Government estimated expenditures under budgeted expenditures for 1993. This decrease is primarily attributed to a reduction in planned capital expenditures in the Miscellaneous Program. , Budgeted 1994 expenditures are decreased by $8,881,038 as compared to the 1993 budgeted amount. This is a 64% reduction in budgeted expenditures from 1993 to 1994. The decrease is attributable to an approximate $1,391,000 reduction in airport capital expenditures due to the completion of the safety area extension project, and an approximate $7,700,000 reduction in the General Fund Miscellaneous Program that is comprised of costs associated with the City Sales Tax Refund. elimination of management fees. elimination of capital funding, and increased cost rL.rnbursements charges to other funds. These reductions are partially offset by the addition of a Codes Inspector in Inspections Division, and increases in airport operations of approximately $309.000 (primarily an increase of $150,000 in depreciation charges. $25,000 additional funding for a janitorial contract, 512,500 of additional funding for fire station allocation, 515.0000 of additional funding for the Air Museum, and establish $20,000 funding for economic development of the airport). Category Totals Actual Budgeted Estimated Budgeted — 1992 —_1993 l99___ 1994 Personnel Services S 1,052.047 $ 1,365,851 $ 1,271,139 $ 1,699,828 Materials & Supplies 95.647 105,231 95,176 '5709 Senices & (barges 1,409.212 6,347,809 6.293,667 1,282,368 Maintenance 64,583 91,842 87,593 117,050 Capital 4,195.369 4,906,205 3 524,388 1,236,846 I)eprec:atLo❑ 450,050 460,109 460,109 608,051 Transfers 1,420,487 1,675,171 1.675,171 1.776.752 (.os: Reimbursements (1,131.827) (1,181,411) (1,181,411) (1.906,835) S ?,555,568 $ 13, ?70,807 $ 1..225 832 $ 4,889,769 I I I 51 ' General Government Program Expenditure Summary Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 General Fund 0100 City Manager Personnel Services $ 150,511 $ 0$ 0 $ 0 Materials & Supplies 11.622 0 0 0 Service and Charges 52,978 0 0 0 Maintenance 1,113 0 0 0 Capital 2.486 0 0 0 218,710 0 0 0 0150 Mayor's Administration Personnel Services 0 173,837 173,314 134,996 Materials & Supplies 0 23,465 16,732 15,840 Service and Charges 0 63,527 59,760 52,912 Maintenance 0 1,901 1,725 1,677 • Capital 0 1,300 1,300 5,000 0 264,030 252,831 210,425 ' 0160 City Council Personnel Services 0 33,775 33,775 33,600 Materials & Supplies 0 1,288 0 1,038 ' Service and Charges 0 3,825 1,050 5,094 Capital 0 0 0 250 0 38,888 34,825 39,982 ' 0170 City Treasurer Personnel Services 0 4,200 4,200 4,200 0 4,200 4,200 4,200 0210 City Attorney Personnel Services 120,568 132,403 132,264 137,706 Materials & Supplies 3,085 5,058 4,646 3,075 Service and Charges 40,136 28,866 25,116 32,617 ' Maintenance 473 500 500 2,100 Capital 5,702 110 0 250 169,964 166,937 162,526 175,748 ' 0310 City Prosecutor Personnel Services 123,304 152,496 136.274 142,946 Materials & Supplies 8,020 9,632 9,632 6,000 Service and Charges 8,707 11,865 11,830 11,237 Maintenance 192 500 500 500 Capital 5,643 12,068 12.068 2,961 145,866 186,561 170,304 163,644 ' 0350 Hot Check Personnel Services 62,678 72,137 71,691 79,217 Materials & Supplies 6,354 2.8.50 2,850 2,659 Service and Charges 12,123 18,448 18,448 14,357 • Maintenance 1,349 1,000 1,000 1,000 Capital 2,900 0 0 0 85,404 94,435 93,989 97,233 0400 Municipal Judge Personnel Services 43,485 60,826 55,465 55.623 Materials & Supplies 0 800 750 200 Service and Charges 3,356 6,745 3,624 5.168 Capital 0 2,700 2,700 0 46,841 71.071 62,539 60,991 1 52 General Government Program lxperidirare Summary Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 '5'00 Cable Administration Personnel Services 35,377 5;882 50,16 52,918 Materia:s & Supplies 8,514 4.824 4,824 3,800 Service ant Charges 09,818 56.6'0 85.7.'0 7.23) Maintenance 5? 3A :f:.436 10,435 Capital :10,611 — 0 - 0 _ 151.:58 153,0'. 2 15,19' 143.448 :360 Internal Auditing Personnel Services 30.852 44,739 4:,325 42.62- Materials & Supplies :,i:0 :,675 1,675 700 Service and Charges 2,394 2,560 2,560 5.3_80 41,355 48,9^.4 45,56: 48,'00 15:0 City Clerk Personnel Services 68,5113 (,9.713 67.221 68.520 Ma:crials & Supplies 15.688 21.970 21, fl) 19.500 Semce and Charges 36.480 37.672 36,,710 56.218 Matnter.ancc 6.324 4.190 4,190 Capital 11.354 0 0 1.00 138.349 133.545 :2a,441 :49938 i14a :rspections Pcrsonnc: Servces 0 0 0 229,212 Materials & 5upp.ies 0 0 0 5,252 Service and Cna.-ges o 1) 0 28,215 Maintenance 0 t) 0 Capital 0 6 0 5,600 0 _.._ .'u 0 214.0% X) Miscellaneous Personnel St mccs 0 i:5.368 65,000 448,677 Materials & Supplies 20.5f6 2.914 2,914 0 Service and Charges 833.254 5,6'8,39 5.61 7.041 533.947 Mamienancc 3,295 5,000 3.295 15.000 Capita; :,754.590 2.2'.3.025 893.025 C) Iransfes 1,420,48% :.6'5.'1 1.67.'.71 :716,752 ('nsl Rc:m!n.rsement (1.131.82?} (:.18:.41D _jl.181.411) _ (:,906.835) 2.900•.185 8,568.206 7.135.035 867.541 Total General ]-und 3.89&033 9,7.29.859 8.24:.448 2,235.3'.3 Mar.agernent :ur Inspections Personnel Serices 185,917 204,568 1?9,95' 0 Materials & Supplies 4,283 9,635 9,635 0 Senice and Charges 80,183 76,163 42,.141 0 Mamter.ancc 2,714 3.922 3,372 0 Capaa] 3,778 8.)5 6,598 0 Depreciation 2,65? 2,528 _ 2,528 0 __"9,512 '+0� O2. 244,43: 0 vial Management 279,532 305.02: 264,43: 3 , I 53 I General Government Program Expenditure Summary Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Airport 3940 Airport Landside Operations Personnel Services 136,408 154,622 148,828 171,528 Materials & Supplies 12,194 14,867 14,775 13,545 Service and Charges 152,498 182,821 182,820 253,211 Maintenance 24,351 32,624 32,400 34,224 Capital 0 0 0 4,905 Depreciation 447,393 457,581 457,581 608,051 772,844 842,515 836,404 1,085,464 3950 Airport Airside Operations Personnel Services 86,443 96,085 91,657 98,058 Materials & Supplies 4,091 5,550 5,040 4,100 Service and Charges 117,285 123,508 120,277 174,782 Maintenance 19,035 31,869 30,175 44,532 Capital 0 0 0 1,500 226,854 257,012 247,149 322,972 3960 Airport Capital Expenditures Materials & Supplies 0 703 703 0 Service and Charges 0 27,000 27,000 30,000 Capital 2.378,304 2,608,697 2,608,697 1,215,380 2,378.304 2,636,400 2,636,400 1.245,380 Total Airport 3,378,002 3,735,927 3,719,953 2,653,816 Total General Government S 7,555,568 $ 13,770,807 S 12,225,832 $ 4,889,769 54 General Government ' Personnel Summary 1991 1992 1993 1994 1 Division Title _ _ Employees Employees Employees Em_plovees Mayor Division Mayor 0.00 0.00 100 1.011 Assistant to the Mayor 0.00 0.00 0.00 1.00 Staff Administrator 0.00 0.00 1.00 ().W Office Manager 0.00 0.00 1 00 1.00 Administrative Intern 0.00 0.00 1.00 1.0C City Manager Division l'ity Manager 1.00 1.00 000 (100 Staff Administrator 1.00 1.00 0.00 C•.00 Secretary 1.00 1.00 0.00 0.30 (lerk'Typist 1.00 0.00 0.00 (L30 City Attorney Division ('ity Attorney 1.03 1.00 1.00 1.00 Assistant City Attorney 1.00 1.00 1.00 1.00 Senior Secretary :.00 1.00 l.00 1.00 City Prosecutor Division Prosecuting Attorney 1,00 1.W 1.00 1.00 lead Hot Check Clerk 1.00 1.00 1.00 1.00 Warrant Officer 1.u0 1.W 1.00 1.00 Senior Legal Assistant 2.0,7 2.00 2-00 2.00 Legal Assistant 1.00 1.00 1.00 1.00 Senior Clerk'Typist 0.W 1.00 2.00 2.00 Municipal Judge Division Municipal Judge 1 00 1.00 1.00 1.00 Cable Administrator Division ('able Administrator 0.00 1.00 1 00 1.00 Operations Coordinator 0.00 1.00 1.00 1.00 Internal Auditing Division Internal Auditor Grants Accl. 1.00 1.00 1.00 1.00 City Clerk Division ('ity Clerk 1.00 1.00 1.00 1.00 Senior Clerk Typist 0.80 0.80 0.80 0.80 Microfiche Operator :.00 1.00 1.00 1.00 Economic Development Division Economic Development Coordinator 1.00 0.00 0.00 C.O0 Mn. Econ. Dev. Coordinator 1.75 0.00 0.00 0.00 Icspector Division Inspection Superintendent 1.W 1.00 1.00 1.00 Codes Inspector 2.00 2.00 2.00 3.00 Property and Sign Inspector 1.00 1.00 1.00 1.00 land Agent'I3uilding Inspector 030 0.30 0.30 0.30 Senior Permit Clerk 1.00 1.00 1.00 1.00 Administrative Intern 0.00 1.00 1.00 1.00 Senior Clerk'I'yptst 0.00 0.00 0.50 0.50 Airport Division Airport Manager 1.00 1.00 1.00 1.00 Assistant Airport Manager 1.00 1.00 1.00 1.00 Airport Maint, Supervisor 0.( 1.00 1.00 1.00 Airport Maintenance Worker II 3.00 3.00 3.00 3.00 Airport Maintenance Worker III 1.00 1.00 1.00 1.00 Senior Secretary 1,00 1.00 1.00 1.00 32.8.s 34.10 36.60 37.60 55 General Government City Manager Division City Manager Program Fund 1010 — General Program 0100 Program Description, Objectives, and Analysis: 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 Program Expenditures Actual Budgeted 1992 1993 3.00 0.00 Estimated 1993 0.00 Budgeted Personnel Services $ 150,511 $ 0 $ 0 $ 0 Materials and Charges 11,622 0 0 0 Services and Charges 52,978 0 0 0 Maintenance 1,113 0 0 0 Capital 2,486 0 0 0 $ 218,710 $ 0 $ 0 $ 0 Demand/Workload 1. Departments directly supervised 2. City Manager Monthly Reports 3. Board and Agenda Meetings 4. Special Projects monthly Results 1. % of reports completed 2. % of special project completed 3. % of citizen complaints resolved Performance Measures Actual Budgeted 1992 1993 7 10 38 28 100% 95% 95% Estimated Budgeted 1993 1994 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 56 General Government Office of the Mayor Division Mayor's Administration Program Fund 1011 — General Program 0150 Program Description, Objectives, and Analysis: The Mawr is the elected chief executive officer for the City of Fayetteville, and is the presiding officer for the City Council. As chief executive officer of the City, the Mayor has a statutory duty to oversee the enforcement of City policies, ordinances, administrative rules and State laws, as well as direct City offices and employees to discharge their duties. The office of the Mayor must create a balance of city services. recognizing the changing needs of the community and the desires of the citizens while maintaining financial stability. Program Staff Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital S Objectives 1. Oversee the preparaton and distribution of special reports, sunrys, press releases and other essential information. 2. Coordinate the day—to—day operations of City municipal departments. 3. Maintain an "open door" policy with residents and f+usiness interests and respond to citizen requests and concerns. Actual 1992 0.00 0 $ 0 0 0 0 0$ Budgeted 1993 4.00 173,37 S 23.465 63.527 1.9(11 1.3(x1 264.030 S Estimated 1993 4.00 Budgeted 1994 4.06 173,314 S 134,936 16,732 15,840 59,760 52,912 1,725 1,677 1,300 51000 252,.831_ S 210,425 Pertirmance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 — 1994 fl 13 50 60 0 6 6 6 0 1,200 1,700 2,000 General Government Legislative Division City Council Program Fund 1010 — General Program 0160 Program Description, Objectives, and Analysis: 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, establish priorities for services, approve long range plans, and adopt the annual budget for the City. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 0.00 Program Expenditures Personnel Services $ 0 $ 33,775 $ 33,775 $ 33,600 Materials and Charges 0 1,288 0 1,038 Services and Charges 0 3,825 1,050 5,094 Capital 0 0 0 250 $ 38,888 $ 34,825 $ 39,982 0 $ General Government City Treasurer Division City Treasurer Program Fund 1010 — General Program 01 %0 Program Descri tion, Objectives, and Analysis: The City Treasurer is reponsihlc for reviewing, and presenting to City Council, detailed quarterly statements of the City's financial condition. Program Staff Permanent Positions Actual 1992 0.00 Program Expcndtures Personnel Services $ 0 $ $ 0 $ Demand Workload Quarterly Financial Report Budgeted Estimated Budgeted 1993 1993 1994 0.00 O.110 0.00 4200 $ 4,200 $ 4,200 1200 $ 4.200 $ _ 4,200 Performance Measures Actual Budgeted 1992 1993 0 Estimated Budgeted 1993 1994 1 1 4 Results _ `7 of Ouarterly Financial Rcparts (1 1)C 100% 100% 100% suhmi:ted to Council 59 I I Fund 1010 — General Program 0210 Program Description Objectives, and Analysis: Program Description: To provide essential legal services to the City of Fayetteville. ' Program Analysis: The City Attorney's office provides general legal and special services to the City Council, Mayor and the various operating departments within the City. Further, the City Attorney's office represents the City in civil cases in local, state and federal courts. Program Objectives: 1. To respond to requests for legal services in a timely manner. 2. To adequatley represent the legal interests of the City of Fayetteville. IActual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff • Permanent Positions 3.00 3.00 3.00 3.00 ' Program Expenditures Personnel Services $ 120,568 $ 132,403 $ 132,264 $ 137,706 Materials and Charges 3,085 5,058 4,646 3,075 Services and Charges 40,136 28,866 25,116 32,617 Maintenance 473 500 500 2,100 ' Capital 5,702 110 0 250 $ 169,964 $ 166,937 $ 162,526 $ 175,748 General Government City Attorney Division City Attorney Program I I I U I I I Performance Measures Demand/Workload The cost of service per attorney hour is $45.76 General Legal Services — includes research and rendering legal opinions, contract review and drafting, ordinance drafting, etc. which deals with routine or daily operation issues. Further included, upon request, is attendance at various department, committee and commission meetings; as well as regular attendance at regular and special council meetings. Litigation — The City Attorney's office represents the City in civil cases in local, state and federal courts. Litigation is handled in house, with the exception of litigation covered under policies of insurance. Special Services — includes research and rendering of legal opinions on issues which go beyond routine or daily issues. Further included are services involving representation of the City with regard to special interest functions; and also representation involving community dispute. I 60 General Government City Attorney Division City Prosecutor Program ' Fund 1010 — General Program 0310 Program Description, Ohiectives, and Analysis: 1. To prepare, prosecute, and investigate approximately 15.481 cases set for trial in Municipal Court. 2. To take approximately 860 recorded statements from Defendants and prosecute the defendants who are in violation of the law. 3. To prepare and prosecute approximately 96 cases set for trial in Circuit Court. 4. To prepare all orders. motions, and briefs for each case set for trial in Circuit Court. 5. To collect, prepare. and prosecute all hot checks turned in by merchants;citizens. 6. To settle cases through irwestigation or mediation. Actual Budgeted Estimated Budgeted 1992 1993 1_993 1994 Program Staft ' Permanent Positions 5.00 5.00 5.00 5.00 Program Expenditures _ _ ' Personnel Services S 123.304 $ 152,496 $ 136,274 S 142.946 Materials and Charges 8.020 9,632 9.632 6.000 Services and Charges 8,707 11,865 11,830 11,237 Maintenance 192 500 500 500 Capital 5,643 1,.068 12.068 2,961 $ 145,866 $ ]86,561 Sr. 170,304 $ :63,644 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand'Workload 1. Complaints 620 650 671 725 2. Statement'Criminal Affidavits 536 559 168 200 3. Circuit Court Cases 84 200 53 150 4 Nonwarrant Criminal Charges 10,620 12.500 13.606 15,500 5. # Of DWI's 951 NoA 806 1,0(X) 6. # Of Warrant Charges N'A NA N/A 200 7. # Of Trials NIA N'A N'A 98 ' Results 1. Complaint Disposition A. Inactive/Mediated N/A N/A 53 135 B. Warning Letter NIA NA 378 294 C. Prosecutor Subpoena N/A NtA 72 96 D. Warrant Issued NiA N'A 168 200 2. 7e Of Convictions A. DWI NA N'A N/A 98 B. Warrant Charges N/A NA N/A 98 C. Nonwarrant NA N/A NA 98 61 General Government City Attorney Division Hot Check Program Fund 1010 — General Program 0350 Program Description, Objectives, and Analysis: The Hot Check program helps Fayetteville Merchants and Citizens regain lost income due to insufficient or account closed checks. This program also gives the hot check writer a chance to make good on his or her checks without being prosecuted, and prosecutes the hot check writers who do not take care of their debts. The Hot Check Program keeps abreast of current and new laws concerning checks and theft, and helps educate the public on the growing problem of bad checks. This program has been acknowledged by many of the merchants as "working for their company." Many merchants are recovering 100 % of written off bad c:tecks. Additionally, this program serves as a clearing house to merchants for fictitious accounts, stop payments, accounts not found, irregular signatures, and forgeries. I Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 1.00 2.00 2.00 2.00 • Permanent Uniform Positions 1.00 1.00 1.00 1.00 2.00 3.00 3.00 3.00 ,' Program Expenditures Personnel Services $ 62,678 $ 72,137 $ 71,691 $ 79,217 ' Materials and Charges 6,354 2,850 2,850 2,659 • Services and Charges 12,123 18,448 18,448 14,357 Maintenance 1,349 1,000 1,000 1,000 Capital 2,900 0 0 0 $ 85,404 $ 94,435 $ 93,989 $ 97,233 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload # of Checks brought in 9,687 10,400 9,824 10,000 # of Warrants/Commitments issued 4,961 5,220 4,835 5,050 # of Cases set for Trial 3,000 4,000 4,400 5,000 # of Referrals/legal questions 2,200 4,000 4,800 4,800 Results % of Checks processed 100 100 100 100 % of Warrants Served 60 70 75 75 % of Hot Checks collected 71 70 77 75 ' % of Cases Settled 100 100 100 100 # of outreach to schools, merchants 300 350 350 375 # of Merchants using program 300 350 350 375 I CA General Government Municipal Court Division Municipal Judge Program Fund 1011— General Program 0400 Program Dcscription1Ohjective d Anasis: The Municipal Judge is a part time elected position responsible for the adjudication of as criminal and civil cases. This program provides a forum for the prompt resolution of cases filed. The court plans to continue improving its collections on fines and costs assessed and to set cases for trial within 90 days after the arraignment date. Program Staff -- Permanent Positions Actual Budgeted Estimated Budgeted 1992 _ 1993 1993 _ 1994 L0U 1.00 1.00 1.00 PR gram Expenditures Personnel Services $ 43,485 $ 60,826 $ 55,465 $ 55,623 Materials and Charges 0 800 750 200 Services and Charges 3.356 6,745 3,624 5,168 Capital 0 2,700 2,700 0 $ 4:6.841 $ ?1,071 $ 62,539 $ 60,991 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand'Workload 1. # Criminal cases tiled 26,603 28,000 29,294 32,223 2. # Civil cases filed 2,649 3.750 2,886 3,174 3. # Warrants filed 5,389 5.500 6,500 6,565 4. of Criminal trial settings 10,946 12.OW 13,700 15,070 5. of Civil trial settings 1,324 1.200 1,250 :,375 Results 1. Criminal cases adjudicated 2. Warrants issued 3. Fines and costs assessed 4. Fines and costs collected 19.489 9,619 $1,498,158 51,051.114 21,0W 5,000 $1.600.000 $1.010,000 22,020 10,924 $1,497,908 $1,099,584 25,122 11.033 $1.647,698 S 1.204.542 63 I I I It General Government Cable Administration Division Cable Administration Program Fund 1010 — General Program 0600 Program Description, Objectives, and Analysis: The Cable Administration Division oversees the operations of the Public, Educational, and Government Access Television Center at 101 West Rock St., operates the city's government access channel, monitors and enforces the city's franchise agreement with Warner Cable, works with the Cable Board and City Council to enforce federal cable television rate regulation legislation, supervise the performance of the public access provider and the educational access channel's operation. Our goals in each of these areas are; 1)see to it that the PEG TV Center is open and accessible to Fayetteville citizens for public expression, 2) use our government channel to keep citizens informed on local government issues and services, 3) involve Fayetteville school teachers, students, & administrators in the production of educational programs for the educational access channel, 4) assist city staff with the production of their audio/video presentations, 5) monitor Warner Cable's compliance with our franchise agreement; 6) study cable rate regulation issues and make recommendations to the Cable Board, Mayor and Council Program Staff 1 Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges ' Maintenance Capital I Demand/Workload Actual Budgeted 1992 1993 2.00 2.00 Estimated 1993 [9 Budgeted 1994 $ 36,377 $ 51,082 $ 50,167 $ 52,918 8,614 4,824 4,824 3,800 69,818 86,670 85,770 79,230 5,738 10,436 10,436 7,500 30,611 0 0 0 $ 151,158 $ 153,012 $ 151,197 $ 143,448 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 1. Number of public access workshop participants 0 0 130 150 2. Videos produced for City Div. 0 0 25 40 3. Franchise agreement admin. 1 1 1 1 4. Access channels cablecast 0 3 3 3 5. Value of facilities managed 0 0 $335,716 $335,716 IResults 1. Local govt channel programs cablecast monthly/hrs. 2. Cable franchise/rate regulation issues/monthly — hrs. spent ' 3. Hours/cable board duties/monthly 4. Hrs. producing informational videos for City Divisions/monthly 5. Hrs/month managing PEG Facility 6. Bookkeeping duties for public access provider/monthly 1 0 48 50 80 40 30 40 30 0 0 0 40 0 40 20 40 2 34 65 40 General Government Internal Audit Division Internal Audit Program Fund 1010 — General I Program 1360 Program Description, Objectives, and Analysis: To provide independent evaluation on City activities. The purpose of this evaluation process is to determine the following: 1. activities have been approved by City Council. 2. activities are in compliance with City regulation, State law, or applicable Federal regulation. 3. activities have been conducted in a manner that will accomplish the objectives intended by the City Council. 4. activities have been conducted within established budgetary limits. 5. resources, including funds, property and personnel, are adequately safeguarded, controlled and used in proper effective and efficient manner. 6. revenues have been properly collected deposited and accounted for. 7. internal controls have been established. Observations and recommendations are presented to management. The results of the evaluation process should assist management in the effective discharge of their responsibility. Pram Stab__ Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Actual Budgeted Estimated 1992 _ _ 1993 __ —. 1993 1.00 1.00 1.00 $ 37.852 $ 44.739 $ 11110 1,675 2,394 2,560 $ _ 413 $ 48,974 $ Performance Measures Budgeted 1994 1.00 I I I Ti J H 41.326 $ 42,627 1 1,675 700 2,560 5,380 45,561_ $ _ 48,707 , I Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ._ Demand/Workload 1. Review of City areas 4 7 5 7 1 2. Special projects 28 30 30 25 3. Review cent/leases/grants 176 250 108 200 4. Maintain document tiles 150 160 175 170 5. Contract payment review 520 3R0 425 375 6. Assisi on annual audit 1 1 1 1 Results 1. Number of areas reviewed 4 7 5 7 2. Cont./leases/grants reviewed 176 250 108 200 3. Review of contract payments 520 380 425 375 4. Special projects completed 28 30 30 25 I 65 ' I 1 E General Government City Clerk Division City Clerk Program Program 1510 Program Description, Objectives, and Analysis: Description: 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. ' 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. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff ff Permanent Positions 2.80 2.80 2.80 2.80 Program Expenditures Personnel Services $ 68,503 $ 69,713 $ 67,221 $ 68,520 ' Materials and Charges 15,688 21,970 21,000 19,500 Services and Charges 36,480 37,672 36,030 56,218 Maintenance 6,324 4,190 4,190 4,700 Capital 11,354 0 0 1,000 ' $ 138,349 $ 133,545 $ 128,441 $ 149,938 Performance Measures ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload 1. Records & minutes of all City Council, Fire & Police Pension Board meetings 58 50 50 50 ' 2. Coordinate elections 2 0 1 2 3. Committee Vacancies 29 38 44 35 4. Permanent record retention 654,317 500,000 575,000 600,000 5. Meeting scheduling 887 850 875 850 Results ' 1. Minutes —Council & Boards 58 50 50 50 2. Elections held/cand. petit. 2 0 1 2 3. Committee vacancies filled 29 38 44 35 ' 4. Records microfilmed 654,317 500,000 575,000 600,000 5. Meetings scheduled 887 850 875 850 66 General Government Inspections Division Inspection Program Fund 1010 — General Program 64W Program Description, Objectives, and Anal 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 architectfcontractor 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 affects the insurance rates of Fayetteville, the health and safety of citizens in buildings or streets, the amount of damage to a structure when a storm or fire does occur, the amount of energy consumed, the need for./cost of maintenance on a building, and the environment of Fayetteville and surrounding area. Prior to 1994. the Inspections Program was funded through the Management Fund. During the 1994 budget process. the Management Fund was merged into General Fund. All Management Fund programs were closed and new General Fund program numbers were opened. Refer to program 2400 for actual 1992, budgeted 1993, and estimated 1993 data. Program Staff Permanent Positions Actual Budgeted Estimated 1992 1993 1993 0.00 0.00 0.00 Budgeted 1994 I I I I I I I Program Expenditures , Personnel Services $ 0 $ 0$ 0 $ 229,212 Materials and Charges 0 0 0 5,252 Services and Charges 0 0 0 28,215 Maintenance 0 0 0 5,817 ' Capital 0 0 0 5,600 S_ ___0s _ 0_S 0$ _ 274;096 I Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload _ - 1. Bldg. Plans Submitted 0 0 0 520 2. Permit & C of O Applications 0 0 0 5,400 3. Requests for Inspections 0 0 0 22,000 , Results _ _ ' 1. Bldg Plans Reviewed 0 0 0 600 2. Permits and C of O's Issued 0 0 0 3,000 3. Inspections Made 0 0 0 16,000 L 67 ' I I I -1 I General Government Miscellaneous Division Miscellaneous Program Fund 1010 — General Program 6600 Program Description Objectives, and Analysis: The Miscellaneous Program captures the cost for salary adjustment funds for General Fund employees, economic development services, payments to Central Emergency Services, and payments to City Hospital. Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 0.00 Personnel Services $ 0 $ 115,368 $ 65,000 $ 448,677 Materials and Charges 20,586 2,914 2,914 0 Services and Charges 833,254 5,678,139 5,677,041 533,947 Maintenance 3,295 5,000 3,295 15,000 Capital 1,754,590 2,273,025 893,025 0 Transfers 1,420,487 1,675,171 1,675,171 1,776,752 Cost Reimbursements (1,131,827) (1,181,411) (1,181,411) (1,906,835) ' $ 2,900,385 $ 8,568,206 $ 7,135,035 S 867,541 F I I P r I I 68 General Government Inspections Division Inspection Program Fund 9710 — Management Program 2400 Program Description, Ohjectives, and Analysis: During the 1994 budget process, the Management Fund was merged into Gcneral Fund. All Management Fund program numbers were closed and new General Fund program numbers were opened. Refer to program 6400 for the 1994 description and related information of the Inspection Program. Actual Budgeted 1992 1993 _ Program Staff - - - Permanent Positions 6.30 6.80 Estimated 1993 6.80 Budgeted 1994 0.00 Program Expenditures Personnel Services $ 185,917 $ 204,568 $ 199,957 $ U Materials and Charges 4,283 9,635 9,635 0 Services and Charges 80,183 76,163 42,341 0 Maintenance 2,714 3,822 3,372 0 Depreciation 2,657 2,528 2,528 0 Capital 3,778 8,305 6,598 0 S -279,532 $ -_305,021 $ 264,431 $ _ --. 0 DemandNVorkload 1. Bldg. Plans Submitted 2. Permit & C of O AppLeations 3. Requests for Inspections Results ________- 1 -Bldg. Plans Reviewed 2. Permits and C of O's Issued 3. Inspections Made Performance Measures Actual Budgeted Estimated 1992 1993 1993 _ 500 500 450 2,800 2.800 4,734 16,000 16,000 18,701 Budgeted 0 0 0 500 500 650 0 2,800 2,800 3,200 0 16.000 16.OW 15,500 0 69 General Government Airport Division Landside Operations Program Fund 5550 — Airport Program 3940 Program Description, Objectives, and Analysis: To operate and maintain a fully certified 139 airport in the most cost effective manner while insuring safety. Administer Federal and State Grant funds, tenant leases, budget expenditures and revenues, and maintain landside buildings and related grounds. The objectives include administering Airport resources, enhance public awareness, complete FAA mandated programs, administer and negotiate all leases, hold monthly tenant meetings, and manage Federal and State grants. The activity level for passenger traffic is projected to increase by 6% for 1994 over 1993 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 operations supervisor, 80% of one airport maintenance worker III, and 50% of three airport maintnance worker III, (a total of 4.96 employees). Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 'Program Staff Permanent Positions 4.96 4.96 4.96 4.96 Program Expenditures Personnel Services $ 136,408 $ 154,622 $ 148,828 $ 171,528 Materials and Charges 12,194 14,867 14,775 13,545 Services and Charges 152,498 182,821 182,820 253,211 Maintenance 24,351 32,624 32,400 34,224 Capital 0 0 0 4,905 Depreciation 447,393 457,581 457,581 608,051 $ 772,844 $ 842,515 $ 836,404 $ 1,085,464 Performance Measures Actua! Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Scheduled Hours of Operation 7,021 6,935 6,935 7,483 Enplaned and Deplaned Passengers 386,871 368,230 396,228 420,001 Number of CIP Projects Managed 6 7 7 4 Number of Leases Managed 81 75 77 75 Square Feet of Terminal Space 20,272 22,800 22,800 22,800 IResults Daily Hours of Operation 19 19 20 21 Number of Passengers 386,871 368,230 396,228 420,001 Number of Grant Projects Completed 4 3 4 3 Number of Leases 81 75 77 75 Number of Air Carriers 5 5 5 5 I 70 General Government Airport Division Airside Operations Program Fund 5550 — Airport Program 3950 Program Description, Objectives, and Analysis: To operate and maintain the airfield portion of the airport in compliance with ail FAR Part 139 Federal Regulations, while assuring faciltiy availability to the public. The objectives include preventative maintenance programs, daily inspections and recordkccping, airfield mowing to specified heights, operation and maintenance of lighting and sign systems, pavement & marking maintenance and a "0" deficiency rating on all airfield and security inspections. The airport consists of 560 acres, with 250 acres managed through 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, 39 hangar units and one restroom. This program contains 42% of the airport manager and assistant manager, 50% of one airport operations supervisor. 20% of I airport maintenance worker Ill, 50% of three (3) airport maintenance worker II positions and 100% of one part time summer groundskeeper position. Program Staff Permanent Positions Pram Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 3.04 3.04 3.04 3.04 $ 86.443 $ 96,085 S 91,657 $ 98.058 4,091 5,550 5,040 4.100 117.285 123,508 120,277 174,782 19.035 31,869 30,175 44,532 0 0 0 1,500 $ __226,854 $ _257 012 $ _ 247,149 $ 322,972 7 El I r, E1 I I I Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Operate One Airport to FAR 1 1 1 1 Part 139 Standards I Results Number of Inspections Performed 738 626 745 730 Number of Lights/Signs M.aint. 467 467 467 467 Miles of Fence Maintained 3 3 3 3 Airside Acreage Mowed 240 240 240 240 Number of Airfield Deficiency 2 0 0 0 Number of Security Violations(107) 0 0 0 0 71 1 ' General Government Airport Division Capital Expenditures Program Fund 5550 — Airport Program 3960 Program Description, Objectives, and Analysis: Capital Expenditures Program captures the cost associated with capital improvements to the Airport infrastructure, buildings, and fixed assets. I 1 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ' Program Staff Permanent Positions 0.00 0.00 0.00 0.00 Program Expenditures Materials and Supplies $ 0 $ 703 $ 703 $ 0 Services and Charges 0 27,000 27,000 30,000 Capital 2,378,304 2,608,697 2,608,697 1,215,380 $ 2,378,304 $ 2,636,400 $ 2,636,400 $ 1,245,380 I I I 1 I 1 I 72 Administrative Services Department Admin. Services Director '--a Municipal Court Accounting & Audit Personnel Budget & Research Fleet Maintenance Data Processing Building Maintenance Water & Sewer Services Animal Services Purchasing Mission Statement 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. 74 n 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 1993 expenditures are projected to be $7.027,663, which is $234,377 less than the 1993 budgeted amount of $7,262,040. This is a 3% decrease in Administrative Service's estimated expenditures under budgeted expenditures for 1993. The cost savings occurred primarily from the reduction of outside services and chaiLzc due to the decision to postpone the full implementation of the backflow prevention program until 1994. and a reduction in personnel cost due to turnover and worker's compensation premium savings. Budgeted 1994 expenditures are $218,000 more than the 1993 budgeted amount. This represents a 3% increase in budgeted expenditures from 1993 to 1994. The increase is primarily due to an increase of $240,072 in depreciation charges to Fleet Operations, an increase in capital for Water & Sewer Services of $70,515, and an increase in worker's compensation premium of $59.935. These increases are partially offset by the reduction in Fleet Operations Capital expenditures of $77,260, and the reallocation of Backflow Prevention funding from contract services to an in-house program that results in a net decrease in cost incurred by the department. Major initiatives planned by the department for 1994 include: 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 prograntiperformance 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 man^..en._nt training program begun in 1990. managing the implementation of the proposed 1994 Water & Sewer Bond Issue, and initiation of the backflow prevention program. Category Totals Actual Budgeted Estimated 1992 1993 _-- 1993- — Personnel Services $ 2,082,374 $ 2,422,384 $ 2,369,081 $ Materials & Supplies 629,400 649,810 640,243 Services & Charges 801,865 1.191,713 1,033,000 Maintenance 135,318 147,213 139,521 Capital 1,278,644 2,016,968 2,011,866 Depreciation 785,286 833,952 833,952 S - 5,712886 S 7,262040 $ 7,027,663 $ Budgeted 1994 2,642,771 632,607 984,820 156,726 1,991,176 1.071,940 7,480, 040 L H I I I J I I L I I U I I L Il L 75 I Administrative Services Program Expenditure Summary Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 General Fund 1100 Administrative Services Director Personnel Services $ 138,295 $ 109,918 $ 109,145 $ 112531 Materials & Supplies 3,640 3,778 3,685 4,250 Service and Charges 8,422 11,645 9,755 9,000 Maintenance 705 576 375 500 151,001 125,917 122,960 126,281 1210 Personnel Administration Personnel Services 233,052 340,117 328,040 419,016 ' Materials & Supplies 3.691 6,666 6,000 5,080 Service and (barges 35,719 86,553 75,777 80,072 Maintenance 0 300 150 300 Capital 0 2,701 2,701 300 I 272,462 436,337 412,668 504,768 1310 Accounting & Audit Personnel Services 202.976 274,099 255,640 269912 Materials & Supplies 11.490 13,464 12,550 11950 Service and Charges 8,196 14,845 14,150 15,420 Maintenance 410 825 700 800 1 Capital 8,500 5,000 4,863 4,800 291572 308,233 287,903 301,682 1330 Budget & Research Personnel Services 86,075 106,144 106,0:37 107,994 Materials & Supplies 8,082 13.285 11360 9,275 Service and Charges 15,049 5,050 5,050 3,900 Maintenance 64 240 240 240 ' Capital 6,290 0 0 1550 115,560 124,719 122,687 122,959 1350 Billing & Collection ' Personnel Services 151.442 164,637 164.096 168,260 Materials & Supplies 6.318 9,270 8.370 6,400 Service and Charges 42546 44.665 44,665 46,720 Maintenance 270 750 750 750 ' Capital 4,150 3,800 3,800 4,620 204,726 221,122 221.681 226,750 1410 General Maintenance ' Personnel Services 80,478 98,107 97,292 108,752 Materials & Supplies 4,692 3,047 3,047 450 Service and Charges 27,183 50,164 45,971 50,980 Maintenance 26,118 28.025 27,705 293( ' Capital 0 578 578 3,500 138,471 179,921 174533 192,987 1420 Janitorial '• Personnel Services 29,046 33,754 28,945 46298 Materials & Supplies 6,162 7,210 7,210 6,450 Service and Charges 42,67.3 48,658 48,658 48,840 Maintenance 47 200 200 300 '• Capital 0 0 0 1,000 77,928 89,822 85,0L9 102,888 I ' 76 Adm:n,stratne Services Program L'.xper diture Sutrra-v I Ad -a1 Budgeted Estimated IlLdgetec _199? 1991 _ 1994 lh1C Procurement Personnel Services ?8,915 4,'1.25' 4025' 44769 Matenals & Supplies i 406 6.855 fi,h45 •''.5?? Service and Ctarges 1,781 2260 2.260 Mam enanx 0 596 ?93 27' capital 0 1.061 1,060 _ _ 46,123 51 A38 5(',b15 54.9(12 :`20 Risk Management Persennel Services 16.451 :%.253 ".253 Mater.als & Supplies 72.3 5(1'1 SAY) 2M Service and (larger 1,92_'1 1.565 127 ]240 Maintenance _ %31 "i 0 _ 19,418 19,128 20,710 1':0 Data Processing Personne: Services Materials & Supplies Service and Charges Maintenance Capita ;50.9'3 24.844 71 i0 62.4;19 8 245,434 58,43' 22:'94 5.813 76.(t7 46.221 309,(165 158,063 22,094 5.80) 76.5(X1 46.221 308,678 I ,010 Ctvnmal ('aes Pemorir.el Services oJ,4'1C 8:,958 -8315 83,675 Materials & Supp:ics 4.175 "X10 5.6'1] 8384 Sernce and Charges 1.:(18 6C5 590 :,223 Maintenance 94 2(70 180 6:0 (pia! 3.19 .] 0 69,366 90.663 84,755 94.959 :020 Pmhaticn & Fine Cnl)ection Personnel Strvices 25.529 26.161 25.841 26,094 Matenals & Supplies 414 525 35C 475 Service and Charges 23.511 S5C2 862; _ '.145 _ _ 49.4e0 ?5.;98- 34,8_2 030 SCai rns Cases s & Civil ----- --- -- - ' Personnel Services 74.868 8'_,9'8 82.952 85 112 Matenals & Supplies 2,846 3225 2iSI 1.590 Service and fiarges 11' 4$4] 400 425 Mauitenanx C 1)J 150 '7.220 86.883 8.57(2 _ 8'.477 2"110 Animal Patrol-]:.mergency Response Personnel Services Matenals & Supplies Service and Ci,arges Maintenance capital 2'20 Animal She ter Personnel Services Matenais & Supplies Service and Charges Maintenance Capital 14i'a: General Fund 67.526 82.460 71,868 90.014 0 650 6.50 435 2120 27.64% 27.647 46,868 3,836 5,112 4,696 5,164 C 0 0 504 92.569 5875 11486: 122.985 33,923 37,476 37,246 40.181 189 0 0 0 1?,426 18,149 17.691 19,4&3 „348 1.924 193 10,000 C 1,050 1.050 0 52.886 - _ 58,599 56,180 _69_664 1.84521% 2.2.4 ,AYJ 2,_ 1,1'5 2 ?4.586 ' 77 I Administrative Services Program Expenditure Summary Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Water & Sewer Fund 1820 Meter Operations Personnel Services 410,858 454,721 454,721 450,230 Materials & Supplies 42,96.3 54,217 53,070 23,176 Service and Charges 296,534 595561 456.179 358,164 Maintenance 14,567 17,849 14.248 20,106 Capital 0 0 0 2,875 Depreciation 43,26.3 45,.347 45.347 43,263 808.185 1,167,695 1,023,565 897,814 1830 Meter Maintenance & Backflow Prevention Personnel Services 0 0 0 82,276 Materials & Supplies 0 0 0 30534 Savice and Charges 0 0 0 25,215 Maintenance 0 0 0 4,555 Capital 0 0 0 6,741 0 0 0 149.321 1840 Meter Capital Materials & Supplies 0 2,700 2,692 0 Capital 35,615 23,520 23,293 96500 35,615 26,220 25,985 96,500 Total Water & Sewer Fund 843,800 1,193,915 1,049,550 1,143,635 Shop Fund 1910 Vehicle Maintenance Personnel Services Materials & Supplies Service and Charges Maintenance Capital Depreciation 1920 Fleet Operations Capital Service and Charges Capital Total Shop Fund Total Administrative Services 1 1 281,536 313,901 313,431 328,992 503.765 494,414 494,100 499,450 251.294 267,451 267,451 280,606 24,689 13,916 13.091 7,844 0 0 0 4,250 742,023 788,605 788,605 1.028,677 1,803.307 1,878,287 1,876,675 2,149,819 0 1,000 960 1,000 1120562 1,933,038 1.928,300 1,851,000 1,220,562 1,934.038 1,929260 1,852,000 3,023,869 3,812.325 3.805,938 4,001,819 S 5,712,886 $ 7262,040 $ 7,027.663 $ 7,480,040 I Administrative Services Department Personnel Summary 1991 1992 1993 1994 Division Title _ Employees Employees Lmplovees Employees Administrative Services Director Division Administrative Services Director 1.00 1.00 1.00 1.00 Asst. to the Admin. Services Director 0.00 000 1.00 1.00 Special Projects Analyst 0.30 1.00 0.00 0.0C Administrative Intern 1.00 1.00 0.00 0.00 Personnel Division Personnel Director 1.00 1.00 1.00 1.00 Personnel Representative 1.00 1.00 1.00 1.00 Health & Benefits Admin. 1.00 1.00 100 1.00 Acc unling Division ' Finance Director 0.50 0.50 0.00 0.00 Accounting Manager 1.00 1.00 1.00 1.00 Accounting Coordinator 2.00 2.00 2.00 2.00 Fixed Asset(Special Project Coord. 0.00 1.00 1.00 1.00 Accounting Clerk 4.00 4.00 4.00 4.00 Secretary 1.00 0.75 1.00 1.00 Budget & Research Division Finance Director 0.50 0.50 0.00 0.00 Budget Coordinator 1.00 1.00 1.00 1.00 Financial Analyst 1.00 1.00 1.00 1.00 BudgetTerformance Analyst 1.00 1.00 1.00 1.00 Purchasing Division Purchasing Manager 1.00 1.00 1.00 1.00 Purchasing Clerk 1.00 1.00 1.00 1.00 Data Processing Division Data Processing Manager 1.00 1.00 1.00 1.00 Programmer -Analyst 1.00 2.00 2.00 2.00 System Operator 1.00 1.00 1.00 1.00 PC Administrator 1.00 0.00 0.00 0.00 Waler Service Division W&S Services Superintendent 1.00 1.00 1.00 1.00 Business Office Supervisor 1.00 1.00 1.00 1.00 Water Services Supervisor 1.00 1.00 1.00 1.00 Accounting Clerk 1.00 100 1.00 1.00 Utilities Representative 1.00 1.00 1.00 1.00 Clerk/Cashier 4.75 5.00 5.50 5.50 Secretary 1.00 1.00 1.00 1.00 Meter Reader 4.00 4.00 5.00 5.00 Meter Operations Assistant 1.00 1.00 1.00 1.00 Meter Maintenance Worker 1.00 1.00 1.00 1.00 Water Service Representative 2.00 2.00 2.00 2,00 Property Location Analyst 1.00 1.00 1.00 1.00 Preventive Maint, Leadworker 1.00 1.00 1.00 1.00 Backflow Prevention Operations Assist. 0.00 0.00 0.00 1.00 BackflowPrevention 'Technician 0.00 0.00 0.00 1.00 H 79 , Administrative Services Department Personnel Summary 1991 1992 1993 1994 DivisionTlitle Employees Employees Employees Employees Building Maintenance Division Facilities Superintendent 1.00 1.00 1.00 1.00 Custodian 1.00 2.00 2.00 2.00 Carpenter 1 1.00 1.00 1.00 1.00 Building Maintenance Worker III 0.00 0.00 0.00 1.00 Building Maintenance Worker V 1.00 1.00 1.00 1.00 Fleet Operations Division Fleet Maintenance Superintendent 1.00 1.00 1.00 1.00 Fleet Maintenance Supervisor 1.00 1.00 1.00 1.00 Fleet Maintenance Clerk 1.00 1.00 1.00 1.00 Fleet Warehouse Attendant 1.00 1.00 1.00 1.00 Equipment Maint. Worker 1.00 1.00 1.00 1.00 Equipment Mechanic! 0.00 0.00 1.00 1.00 Equipment Mechanic II 2 11t1 2.00 2.00 2.00 Equipment Mechanic III 3.00 3.00 2.00 2.00 Municipal Court Division Head Clerk 1.00 1.00 1.00 1.00 Probation Officer 1.00 1.00 1.00 1.00 Lead Court Clerk 1.00 1.00 1.00 1.00 Deputy Clerk 4.00 5.00 5.00 5.00 Animal Services Division Animal Services Supervisor 1.00 1.00 1.00 1.00 Animal Shelter Operator 1.00 1.00 1.00 1.00 Animal Control Officer 2.00 2.00 3.00 3.00 68.75 72.75 73.50 76.50 Administrative Services Department Administrative Services Director Division Administrative Services Director Program Fund 1010— General Program Description, Objectives, and Analysis: Phis program is staffed by the Administrative Services Director and his assistant. Its primary purpose is to provide leadership to and management of the Administrative Services Department and to assist the Mayor and City Council in addressing issues of City—wide concern. The program utilizes department staff to conduct special studies and research projects that will provide information that is essential to making decisions. I Program 1100 , In 1993, the program monitored the sales tax refund process, coordinated tae development of a new Capital Improvements Program (C]P) concept, re —drafted numerous policies and procedures, established deposit agreements with area banking institutions, provided assistance in attempting to resolve the incinerator disengagement lawsuit, monitored the audit firm selection process, and provided necessary guidance on the development of the 1994 Budget and completion of the 1992 audit. Progam Staff Permanent Positions Actual Budgeted Estimated Budgeted 1992 1993 1993 _ _ 1994 3.00 2.00 Program Expenditures Personnel Services $ 138,235 $ 109,918 $ Materials and Charges 3,640 3.778 Services and Charges 8.422 11,645 Maintenance 705 576 $ 151,001 $ J517= $ 2.00 109,145 S 3,685 9,755 375 2.00 112,531 4.250 9.000 500 I I L I U I I L 122960 S 126 1994 Objectives 1. To complete all work regarding resolution of the incinerator disengagement lawsuit. 2. To oversee all work involving the water and sewer revenue bond issue. 3. To update the Community Profile document. 4, To monitor the implementation of the Capital Improvements Program. 5 To oversee completion of the 1993 CAFR. 1995 Budget, & 1995-1999 CI?. 6. To ensure an updated water and sewer rate study is completed 7. To continue management training, implementation of Total Quality Management, and proactive management techniques. 8. To review the Hay pay plan. 9. To explore the feasibility of producing a Popular Annual Financial Report. I I I I I J I 81 t fl LJ H I I I I U I Administrative Services Department Personnel Division Human Resources Program Fund 1010 — General Program 1210 Program Description, Objectives, and 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 workforce 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. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 3.00 3.00 3.00 3.00 Program Expenditures Personnel Services $ 233,052 $ 340,117 $ 328,040 S 419,016 Materials and Charges 3,691 6,666 6,000 5,080 Services and Charges 35,719 86,553 75,777 80,072 Maintenance 0 300 150 300 Capital 0 2,701 2,701 300 $ 272,462 $ 436,337 $ 412,668 $ 504,768 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 I I I I I Demand/Workload Please refer to above Program Description Results 1. Voluntary turnover 6.30% 8.00% 9.00% 9.00% 2. Active personnel records 388 400 410 430 3. Emp requisitions processed 74 70 90 110 4. Civil Service app processed NA NA NA 160 5. Employees attending training 77 96 212 105 6. Perf appraisals processed 321 450 380 400 E Administrative Services Department Accounting & Audit Division Accounting & Audit Program Fund 1010 — General I 1 Program 1310 Program Descriptionnobiectives, and Analysis: The Accounting Division provides accurate and timely financial reports and analyses to the City Management, City Council, City divisions, and the Public while maintaining accounting records in accordance with Generally Accepted Accounting Principles for municipal governments. The Accounting Division provides a system for processing payments for City obligations and payroll and pension checks in accurate. efficient, and timely manner The Accounting Division objectives include providing accurate an monthly financial statements and operating reports, preparing a CAFR which meets requirements for the GFOA Certificate of Excellence in Financial Reporting. paying C..v obligations to maintain a good credit rating, maintaining cash availability, maximizing earnings on investments in compliance with applicable State laws and City ordinances and resolutions, processing payroll and pension checks, maintaining accurate records for wages and withholdings, and reporting payroll informantion to the governments. Pram Staff Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Actual 1992 9.25 $ 202,976 S 11.490 8,196 410 8.500 S __231572 $ Budgeted 1993 9.00 274.099 $ 13.464 14.845 825 5,000 3 $ Performance Measures Actual 1992 DemandjWorkload External audit and CAFR Funds maintained Monies Invested per month Financial state. and ledgers Bond issues outstanding Payrolls prepared Pension distributions processed Results 7c audits completed on time 7c mo/grtly fin state disc on time `7c P.'R & pension cks proc on time 7c forms W-2& 1099 dis on time % gov't reports filed on time CAFR awards received Estimated 1993 9,00 I I Budgeted 1994 9.00 255,640 $ 269.312 12,550 11,350 14,150 15,420 700 800 4$63 4,800 287,903 $ _ _ 301,682 I Budgeted Estimated Budgeted 1993 _ 1993 1994 1 1 1 1 33 33 33 32 20 20 20 20 30 30 30 30 5 5 5 5 26 26 29 29 24 24 24 24 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 1 1 1 1 83 , i1 Administrative Services Department Budget & Research Division Budget & Research Program Fund 1010 — General Program 1330 Program Description, Objectives, and Analysis: Budget & Research Division is the City division that is reponsible for preparation and monitoring of the City's Annual Budget & Work Program, prepare the annual update to the City's Capital Improvement Program and insuring the funds are expended/expensed as appropiated by Council. Additionally, the Budget & Research Division performs special duties or conducts special studies as requested by the Mayor, City Council or Administrative Services Director. Finally, the Budget & Research Division reviews performance measures and quarterly reports submitted by other City divisions to ensure accuracy of the listed performance measures. During 1993, Budget & Research reviewed all division performance measures to ensure more meaningful measurement standards are being utilized. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 3.50 3.00 3.00 3.00 ' Program Expenditures Personnel Services $ 86,075 $ 106,144 $ 106,037 $ 107,994 Materials and Charges 8,082 13,285 11,360 9,275 Services and Charges 15,049 5,050 5,050 3,900 Maintenance 64 240 240 240 Capital 6,290 0 0 1,550 $ 115,560 $ 124,719 $ 122,687 $ 122,959 Performance Measures Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 Demand/Workload ' Budget Submissions Reviewed 102 98 98 95 CIP Projects Reviewed 274 375 375 375 Programs Reviewed: Budget to Actual — Monthly 102 98 98 95 Special Projects/Studies 45 45 37 41 Budget Amendments Requested 270 200 190 200 Capital Projects Monitored ' Results Annual Budget Documents 1 1 1 1 CIP Annual Update Documents 1 1 1 1 Budget Adjustments Processed 270 200 190 200 % Time for Special Projects 30 30 45 30 % Time for Capital Projects 30 30 25 30 GFOA Dist. Budget Awards 1 1 1 1 ' 84 Administrative Services Department Water & Sewer Services Division Balling & Collection Program Fund 1010 — General Program Descr tion Objectives, and Anal semis: , The Billing and Collection Program provides accurate and timely billings to utility customers on a monthly basis. Thesc billings include charges for water, sewer, fire protection. sanitation, incinerator, and related service charges. Efficient and effective customer relations is a very Important role for staff as they assist customers with various inquiries and problems. Over 20,000 utility accounts are maintained by staff. with, not only monthlybillings bring prepared for these customers, but also utility payments being collected and recorded. Personnel in this program are also responsible for collecting a variety of other payments coming into the city including court fines. animal licenses, building permits, parking tickets. etc. Program objectives arc to efficiently and accurately administer the billing and collection of cash and payment processing of all City revenues: to provide customer service and assistance in a timely manner and as efficiently as possible. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 6.50 7.00 7.00 7.00 I Program Expenditures Personnel Services S 151,442 $ 154,637 $ 164,096 $ 168.260 Materials and Charges 6,318 9,270 8.370 6,400 Services and Charges 42,546 44,665 44.665 46,720 Maintenance 270 750 750 750 Capital 4,150 3,800 3,800 4,620 $ 204,726 $ _ 223,122 S _ 221,6i?1 S _226,750 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ' Demand iWorkload Total accounts 20,508 20,867 21.5(Y) 22,500 Total accounts — Active 19,222 19.558 20.151 21,088 # of of svc. orders requested 21,688 24,003 24,071 25,190 # of receipts requested 264,937 246,125 249,856 261,474 Results _ ' # of utility hills processed 229.035 247,335 251,085 262.760 # ofonloff orders processed 17,299 17,688 17,738 18,563 # of misc. requests processed 4,389 6,315 6,333 6,627 # of new accts. added to system 932 902 992 1,038 # of util. payments processed 215,753 215.727 222,043 232,368 # of util. deposits processed 8.022 6,206 6,300 6,593 # of cash receipts processed 41,162 21,192 21,513 22,513 7c final hills droppcd'baddebt 18.50% 17.00% 25.00% 20.009 'r util. revenue droppedbaddeht 0.49% 0.45% 0.50% 0.45% , cl had debt recovery 32.60% 35.00% 35.00% 35.00' 85 Program 1350 1 Administrative Services Department Building Maintenance Division ' General Maintenance Program Fund 1010 — General Program 1410 Program Description. Objectives, and Analysis: The purpose of the General Maintenance Program is to maintain City owned building or structures in good ' repair. Some City owned facilities are leased to outside agencies who agree to maintain the leased facilities as part of the lease agreement. Specific activities performed by this program include facility maintenance for building, electrical, heating, air conditioning systems and performance of selected renovation projects. Additionally, the Facilities Superintendent is certified to perform asbestos inspections and develop corrective plans for the removal of asbestos from City facilities. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ' Program Staff Permanent Positions 3.00 3.00 3.00 3.50 ' Program Expenditures Personnel Services $ 80,478 $ 98,107 $ 97,232 $ 108,752 ' Materials and Charges 4,692 3,047 3,047 450 Services and Charges 27,183 50,164 45,971 50,980 Maintenance 26,118 28,025 27,705 29,305 ' Capital 0 578 578 3,500 $ 138,471 $ 179,921 $ 174,533 $ 192,987 ' Performance Measures ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Number of City Owned Buildings 42 42 42 42 Renovations > or = $2,000 8 8 8 8 Asbestos Inspections 8 6 6 6 ' Service Requests 1,924 1,800 1,800 1,800 Service Contracts Managed 5 5 5 6 Results # of City Building Maintained 24 42 30 42 Avg response time — Service Req. 2 3 3 3 Service Requests — General Maint. 1,641 1,550 1,550 1,550 Service Requests — Heat/AC 181 160 160 160 Services Requests — Plumbing/Elect 102 90 90 90 r, L Administrative Scrvccs Department Building Maintenance Division Janitorial Program Fund 10F) — Geceral Program 1420 Program Description, Objectives, and Analysis: This program is responsible for performing janitorial services fcr the City Administration Building. Interiurn City hail. Municipal Court and the City Prosecutor's office. Duties performed by this program includes maintaining cleaniness :aside each huilding. maintaining the exterior grounds in a neat, presentable t3shion and maintaining sac ingress and egress to each building. Additionally. the program is responsible for locking and unlocking the building, setting up and tearing down for meetings. Actual Budgeted Estimated Budgeted 992 1993 1993 1994 Program Staff Permanent P, sitions 2.00 2.00 2.00 2.50 Program Expenditures Personnel Services $ 29,046 $ 33.754 $ '_8.945 $ 46.298 Materials and Charges 6,162 7 210 7,210 r.450 Senices and Charges 42,673 48,658 4,658 48,840 Maintenance 47 2CK) 200 300 Cap::al C 0 0 1.OCI1 S 77,92$ $ 89.82'' $ 85,013 $ 102.888 Performance Measures L I n I 7 I I I I I H Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Dcmand'Work:oad City Buildings Maintained 2 2 2 2 Square Footage Maintained 38.350 38.350 38.350 38,350 Restr: oms Maintained 12 12 12 12 Council Meeting Set—up,TI'eardown 24 24 24 24 # o: Snow ice Remov,als Year (1 6 6 6 Results Janitorial Cost per Square Foot 4 Complaints on Janitorial Service Avg Cost per Meeting Set—up/ heardown $2.02 14 $15 $2.33 6 $14 $2.20 12 S26 $2.67 6 $ 26 Ii Li 87 ' iI I I -J I Administrative Services Department Purchasing Division Procurement Program Fund 1010 — General Program 1610 Program Description, Objectives, and Analysis: Purchasing Division is responsible for purchasing all supplies, services and construction for all city departments in accordance to State statutes, City ordinances, and proper purchasing procedures, as well as, disposing of surplus city property. During 1994, the City intends to place a greater emphasis on infrastructure improvements performed by City crews and equipment. This change of emphasis will impact Purchasing division by increasing the number of requisitions and could result in a shorter turnaround requirement for requisition to purchase orders. Potentially, this could result in fewer bids for services and more requisitions, quotes, etc. for materials and supplies. Purchasing divisions seeks to provide economic and timely purchase of goods and services for all City divisions through requests for proposal, bids, quotes, and centralized purchasing. Turnaround time will be 45 days or less for bids and 2 days for purchase orders. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 1.40 1.40 1.40 1.40 ' Program Expenditures Personnel Services $ 38,936 $ 40,257 $ 40,257 $ 44,769 Materials and Charges 5,406 6,865 6,645 6,533 ' Services and Charges 1,781 2,260 2,260 2,700 Maintenance 0 596 393 275 Capital 0 1,060 1,060 625 $ 46,123 $ 51,038 $ 50,615 $ 54,902 I Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 Demand/Workload 1. Formal Bids & Quotes Requested 100 100 100 100 2. Request for Proposal Requested 12 25 15 20 3. Purchase Orders Requested 4,051 4,400 4,000 4,000 4. Bidder's Applications Requested 0 0 4,000 2,000 1 Results 1. Formal Bids/RFP's Awarded 112 125 115 120 2. Purchase Orders Issued 4,051 4,400 4,000 4,000 • 3. RFP's, Quotes, Bids Analyzed 112 125 125 125 4. Bidder Applications Reviewed 0 0 4,000 2,000 Performance Measures I Administrative Services Department Purchasing Division Risk Management Program , Fund 1010 — General Program 1620 Program DcscrptioyObjectives, and Analysis Management of the city's insured and self —insured programs. Management of the Insured program includes the evaluation of insurance needs, soliciting insurance bid, purchase of insurance Fxilicies 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 damages under deductibles or umnsurcd are paid. The Purchasing division will he involved in administering the City's Risk Management Program. The Risk Management. Frcgram will apply techniques that will effectively identify and handle risks associated with the City's insurance needs. The Purchasing division will take a proactive approach tcward preventing accidents by working with the Safety Committee to target problem areas or potential hazards. , I Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 __ Program Staff — Permanent Positions 0.60 0.60 0.60 0.60 Program Expenditures _ Personnel Services S 16.451 S 17,253 $ 17,253 S 19,,70 Materials and Charges 723 500 500 200 Services and Charges 1,923 1,665 1,375 1,240 Maintenance 731 0 0 0 S 19 82R S I.. 19418 $ _ 19,126 S 20,710 Perfgrmance Measures Actual Budgeted Estimated Budgeted 1992 ;993 _ 1993 1994 DemandoWorkload 1. Value of Assets Insured 50,000.000 0 57,000,000 58,000,000 2. Inc. Policies Maintained 10 10 11 11 3. Claims submitted 55 0 64 50 Results _ _ _ 1. Value if Assets lost to 1,100 0 12,000 10,000 accidents. 99 2. Percent of value of assets 99 99 99 covered by insurance. :00 100 100 3. Percent of Claims Processed 100 II II 89 II F I I I I ILI I I I PT t✓ El I Ir L_ Administrative Services Department Data Processing Division Data Processing Program Fund 1010 — General Program Description, Objectives, and Analysis: This program is required to provide data processing support to all City departments. This includes hardware connected to the AS/400, S/36, and Microdata as well as PC's. Currently, there are approximately 135 devices attached to these 3 computer systems. This is an increase of approximately 90% since 1989. The types of hardware involved include terminals, printers, PC's, and modems. Software support consists of installation, training, program changes and new program creation. Training is an on —going process. The measurement of DP performance is accomplished via project requests. End users submit these requests to DP for various items (i.e., training, program changes for new reports or changes to the way existing programs work). Because we have new software and the source code for the programs, the number of requests increased in 1993 and are expected to increase even more in 1994. Many support requests are received by telephone and project requests are never completed. These, usually, are "emergency" type requests whereby a user is "hung up" in a program and needs assistance now. These requests can take as little as 5 minutes or as long as several hours. Program 1710 Program Staff Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Actual Budgeted 1992 1993 4.00 4.00 $ 150,973 24,844 7,170 62,439 8 $ 245.434 $ 158,437 22,094 5,813 76,500 46,221 $ 309.065 Performance Measures Estimated 1993 4.00 $ 158,063 22,094 5,800 76,500 46,221 $ 308.678 Budgeted 1994 $ 159,795 18,575 5,813 75,827 11,850 $ 271.860 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Project Requests — Minicomputers 299 250 256 300 Project Requests — PC Support 43 100 70 150 Training 8 200 12 System/Application Backups 1,634 1,000 1,190 1,000 Results Project Requests — Minicomputers 290 220 236 275 Project Requests — PC Support 44 100 66 175 Training 8 200 10 25 System/Application Backups 1,634 1,000 1,190 1,000 I 90 Administrative Services Department Municipal Court Division Criminal Cases Program Fund 1011) — General Program 2010 Pro am Description, Ohjectives, and Analysis: To provide a forum for the fair and prompt resolution of all criminal cases filed with the Court. The criminal program of Municipal Court is responsible for processing all criminal, traffic, and parking violation filed by area law enforcement agencies. The court is currently setting trial dates within 90 days of arraignment. Plan to continue imprning fine and costs assessments and collections. II II Program Staff Permanent Positions Program enditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Demand/Workload 1. Total cases filed 2. Total cases disposed of 3. Affidavits filed 4. Warrants issued 5. Fines/costs assessed Results 1. Fines/costs collected 2. ¶? of assessments collected 3. Warrant backlog (# affid) 4. Trial docket backlog (outside 90 days) 5. General Fund revenues! cost of program S S Actual 1992 3.50 60,470 S 4,175 1.108 94 3,519 69,366 S Budgeted 1993 3.50 Estimated 1993 81,958 $ 7,900 605 200 0 90663 $ _ Performance Measures Actual 1992 26,603 19,489 5,389 9,619 1.498.158 1,051, l 14 70 150 3,000 310,476 69,366 Budgeted 1993 28,000 20.100 5,7O0 8,125 1,600,000 1,010.000 63 200 400 494.397 90.633 3.50 Budgeted ' I 1994 3.50 7&315 $ 83,675 5,670 8,384 590 1,229 180 610 0 1,061 84.755 $ 94959 Estimated 1993 29,294 22,020 6,500 10,924 1,497,908 1,099.584 73 200 0 669 QQ6 84,755 Budgeted 1O0A 32,223 25,122 6,565 11,033 1.647.698 1,209,542 73 150 0 791,654 94,959 1 I I 1 1 1 I 71 j I I I I I I I I I I LI I I I Administrative Service Department Municipal Court Division Probation & Fine Collection Program Fund 1010 — General Program 2020 Program Description, Objectives, and Analysis: To provide effective probation and fine collection services for Municipal Court. To maintain an effective Public Service (PS) program to allow defendants to work off fines at $5.00 per hour that might otherwise remain uncollectible. The accounts receivable issue will continue to be addressed by the Public Service program, collection agency and court staff. Program Staff Permanent Positions Actual Budgeted 1992 1993 Estimated 1993 Budgeted 1994 1.00 1.00 1.00 1.00 Program Expenditures Personnel Services $ 25,529 $ 26,161 $ 25,841 $ 26,094 Materials and Charges 414 525 350 475 Services and Charges 23,517 9,502 8,621 7,145 $ 49,460 $ 36,188 $ 34,812 $ 33,714 Demand/Workload 1. # Divisions requesting PS 2. # Interviews conducted 3. # Divisions assigned PS 4. # Assigned to PS 5. # hours PS assigned 6. Fines/costs assessed Results Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 34 34 34 34 492 1,000 404 418 34 34 34 34 291 594 240 218 11,720 15,000 10,260 11,828 1,498,158 1,600,000 1,497,908 1,647,698 1. # hours PS completed 7,326 13,000 7,516 5,960 2. Fines/costs collected 1,051,114 1,010,000 1,099,584 1,209,542 3. Amount of fines/costs worked 49,175 55,000 37,580 29,800 off by PS I 92 Administrative Services Department Municipal Court Division Small Claims & Civil Cases Program Fund 1010 — General Pre am Descri tion,-Objectives, and Analysis: To pro.ide a forum for citizens to file lawsuits to recover money or property. The current jurisdictional limit for small claims/civil cases is 53000.00, according to Arkansas statute. The small claims.icivil 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 defendantswho live in Washington County. Although the small claims caseload stays about the same the court civil cases load continues to increase. Since attorneys are involved in these cases there is an increase in legal documents, which increases the workload of the clerks. The court plans maintain a timely and etficicn<'mail claims/civil operation. L Program 2030 ' Program Staff Permanent Positions Program. Expenditures Personnel Services Materials and Charges Services and Charges Maintenance DcrrandWorkload 1. # cases filed 2. Court sessianhvicek (hrs) 3. Cases set for hearingµeek Results 1. cc casts processed within 2 days 2. Filing fees collected 3. General Fund Revcr.ue; cost of program Actual Budgeted Estimated Budgeted 1992 1593 1993 _ 1994 -- 3.50 3.50 3.50 3.50 I Li I U I $ 74.868 S 82.978 $ 82,952 $ 85,312 2.846 3.225 2,250 1,590 117 480 400 425 0 200 100 150 $ 77,831 S 86,883 $ _ $5,702_ $ 87.477 Performance Measures Actual Budgeted Estimated Budgeted :992 1993 1993 1994 2,649 2,900 2,700 2,725 7 6 7 7 36 36 40 40 I I I 90 90 90 90 31.714 33.500 30,520 3,572 55,934 35,400 41,736 45,100 77.831 86.833 85,702 87,477 I I 93 ' Administrative Services Department Animal Services Division ' Patrol/Emergency Response Program Fund 1010 — General Program 2710 ' Program Description, Objectives, and Analysis: The purpose of this program is to provide essential animal services to the City through enforcing the Arkansas Rabies Control Act and City animal ordinances, licensing animals, providing safety and education ' programs, and providing emergency and rescue services. Warnings and citations are issued to offenders. We provide 24 hour emergency and rescue service. Stray animals with ID are returned to their homes. Animals with no ID are impounded. In 1993 we will conduct approximately 5200 investigations of animal concerns. These will be based on citizen calls and regular patrol. Of the 1500 impounded strays in 1993, 500 will be reclaimed by their owners. 740 others will be returned home without sheltering. Approximately 600 livestock and wildlife will be handled. Because the City license verities rabies vaccination and provides a means of ' identifying animals, we will increase the number of licensed animals by 5% in 1994. City budgeted funds will he supplemented by generated fees. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff ff Permanent Positions 2.50 3.50 3.50 3.50 ' Program Expenditures Personnel Services $ 67,526 $ 82,466 $ 71,868 $ 90,014 ' Materials and Charges 0 650 650 435 Services and Charges 21,207 27,647 27,647 26,868 Maintenance 3,836 5,112 4,696 5,164 Capital 0 0 0 504 $ 92,569 $ 115,875 $ 104,861 $ 122,985 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload 1. Citizen calls received 2,894 3,300 4,300 4,500 2. Square miles to patrol 44 42 44 44 3. Human/Animal safety Programs 30 36 ' 4. City licenses sold 1,654 2,100 1,700 1,800 Results 1. Reclaimed by owner 498 500 500 525 2. Dead animals disposed of 1,000 1,200 1,200 1,250 3. Stray animals picked up Domestic 1,562 1,550 1,250 1,300 Wildlife 450 500 Livestock 250 250 I4. Animal Bite investigations 5. Average Response Time 24 22 22 22 1 94 Administrative Services Department 1 Animal Services Division Anima V Shelter Program ' Fund 101C — General Program 2720 Program Description, Qhiectivess and Analysis: The purpose of this program is to provide a sanitary, humane, ef:icient!y run I'acibty for handling animals. processing redemptions and adoptions, educating the public regarding responsible animal ownership. and providing humane euthansasia for unwanted animals. Animal Services Division processes approximately 5,000 animals annually. The facility and the training program meet national standards and is gaining increased recognition. The primary objectives are to educate citizens to he responstb!c animal owners, to place adopted animals in responsible, caring homes, to return lost and stray animals to their owners, and to reduce the number of animals which must he humanely euthamz. '. The $45 adoption fee, which includes the cost of sterilization, is helping to decrease the number of unwanted litters brought to the shelter. In 1994 the shelter wili provide regular veterinary care for sheltered animals. A veterinarian will visit the shelter weekly , and provide emergency care. The funds provided by the City will he supplemented by Humane Society contributions and contracts for service with surrounding municipalities. Actual Budgeted Estimated Budgeted 1992 19.9.3 1993 1994 Prnvram Staff _ _ Permanent Positions 1.50 1.50 1.50 1.50 Program Expenditures Personnel Services 5 33,923 $ 37.476 $ 37,246 $ 40,181 Materials and Supplies 189 0 0 0 Services and Charges 17,426 18.149 17,691 19,483 Maintenance 1,348 1,924 193 10,000 Capital 0 1,050 1,050 0 $ 52 SS5 S 58,5 $ _ 56,180 $ 69,664 1 Performance Measures Actual Budgeted Estimated Budgeted t 1992 1993 1993 1994_ DemandNVorkload 1. # of Fay Strays Sheltered 1.562 1,550 1,250 1300 2. # of Fay Surrenders Sheltered 963 1.000 900 925 3. # of NonFay Animals Sheltered 1,778 2,200 1,400 1,400 Results 1. # of Adopted' Reclaimed 1.249 1.200 1,300 1,350 2. # of Euthanized 2,906 3.350 2,200 2.500 3. Cost/animal 5 days shelter $40 $40 $45 $45 U H 95 1 Administrative Services Department Water & Sewer Services Division Meter Operations Program Fund 5400 — Water & Sewer Program 1820 Program Description, Objectives, and Analysis: The Meter Operations Program provides accurate and timely meter readings on a monthly basis. These readings are updated to the utility billing software programs in the Billing and Collection Program. The Meter Operations Program also responds to all types of customer service requests, meter checks, etc. Delinquent accounts are also collected or disconnected by Water Representatives. Water service is provided to a wide range of customers; Fayetteville, Farmington, Greenland, Wheeler, and the surrounding growth area. Wholesale service is provided to West Fork, Elkins, Mt. Olive, and Washington Water Authority. Program objectives are to provide technical services for water meter reading and customer services as efficiently as possible; to collect meter data for billing purposes for all municipal City water utility customers. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 14.50 15.50 15.50 14.50 ' Program Expenditures Personnel Services $ 410,858 $ 454,721 $ 454,721 $ 450,230 Materials and Charges 42,963 54,217 53,070 23,176 Services and Charges 296,534 595,561 456,179 358,164 • Maintenance 14,567 17,849 14,248 20,106 Capital 0 0 0 2,875 Depreciation 43,263 45,347 45,347 43,263 $ 808,185 $ 1.167,695 S 1,023,565 $ 897,814 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload ' Total accounts 20,508 20,867 21,500 22,500 Total accounts — Active 19,222 19,558 20,151 21,088 # of meters in system 19,538 20,375 20,993 21,969 # of svc. orders requested 21,688 24,003 24,071 25,190 ' # of delinquent accounts 12,896 10,958 11,290 11,815 Results # of meters read 239,964 243,113 250,487 262,132 # of meters re —read 12,558 9,434 9,720 10,172 # of meters changed out 1,195 1,229 1,266 1,325 # of ons/offs processed 17,299 17,688 17,738 18,563 # of misc.orders processed 1,040 638 640 670 # of delinq. accts. worked 3,599 4,383 4,515 4,725 % meters re —read 5.20% 3.88% 3.88% 3.88% % meters changed out 6.10% 6.00% 6.00% 6.00% % delinquent accounts worked 28.00% 40.00% 40.00% 40.00% 1 96 Administrative Services Department , Water & Sewer Services Division Meter Maintenance & Backtlow Prevention Program Fund 5400 — Water & Sewer Program 1830 Program Descriition, Objectives, and Analysis_ The Backtlow Prevention and Meter Maintenance Program is responsible for researching. monitoring, and reviewing of federal, state. and local regulatory requirements pertaining to drinking water it'. order to develop and implement related compliance procedures. This program performs field investigations and inspections, conducts surveys and testing to ensure regulatory compliance. Staff must communicate with customers, disseminate information and maintain positive public relations regarding drinking water regulatory compliance. Records must also he maintained on computer of all hackflow prevention devices and water meter devices, as well as test and repair data for each customer and dente. Program objectives are to efficiently survey the entire service area and ensure that our water system has adequate protection against contamination by installing the proper prevention devices; to provide a rcutine meter maintenance schedule , to ensure accuracy of all water meters in the system. and to conduct maintenance and repair as needed; to maintain accurate records on all hackflow devices and water meters in the system. including all test and repair data on each. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 3.00 ' Program Expenditures _ _ Personnel Senices $ 0 $ 0 5 0 $ 82,276 Materials and Charges 0 0 0 30,534 Services and Charges 0 0 0 25..2.15 Maintenance 0 0 0 4,555 Capital 0 0 0 6,741 $ —� $ 0$ OS 149,321 ' Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 DemandWorkload -_ Total accounts f1 0 0 22,500 Total accounts — Active 0 0 0 21,088 # of meters in system 0 0 0 21,969 # of commercial customers 0 0 0 1,987 # or residential customers 0 0 C 20.513 # backflow devices recorded 0 0 0 50 Results # of meters tested 0 0 0 2,000 # of meters repaired 0 0 0 1,100 # of commercial accts. surveyed 0 0 0 500 # of residential acct. surveyed 0 0 0 100 # of hackflow devices installed 0 0 0 15 # of hackflow devices tested 0 0 0 15 # of hacktow devices repaired 0 0 0 1 # of hackflow devices certified 0 0 0 25 97 , ' Administrative Services Department Water & Sewer Services Division Capital Expenditures Program Fund 5400 — Water & Sewer Program 1840 Program Description, Objectives and Analysis: The Capital Expenditures Program captures the cost associated with upgrading fixed assets for the Water & Sewer Services Division. I Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 0.00 Program Expenditures Materials and Charges $ 0 $ 2,700 $ 2,692 $ 0 Capital 35,615 23,520 23,293 96,500 $ 35,615 $ 26,220 $ 25,985 $ 96,500 I 1 I I 98 Administrative Services Department Fleet Operations Division Vehicle Maintenance Program Fund 9700 — Shop Program 1910 Program Desction, Objectives, and Analysis: To maintain, replace, recondition or recycle vehicles and equipment as necessary to assure the safe and efficient fulfillment of their operational needs. This is to be accomplished in both a timely and efficient manner. The results of this Divisions efforts is judged by the safety, efficiency and economical operation of each vehicle and piece of equipment assigned for use. The total fleet size of 296 vehicles consists of 48 emergency response vehicles, 24 administrative support vehicles, 25 Solid Waste/Recycle units, 92 Off Road type support units and 107 light, medium..'heavy duty utility vehicles. In house maintenance is supported by sublet operations such as major air conditioner repairs. major auto..atic transmission repairs. and accident repair -refinishing. Technician productivity is based on total available v.tvrk time, while efficiency is based on accepted commercial time standards for individual type operations. Actual Budgeted Estimated Budgeted 1992 __ 1993 _ 1993 _ 1994 Prrgam Staff _ Permanent Positions 10.00 10.00 10.00 10.00 Pro am Expenditures _ _ ' Personnel Services $ 281.536 $ 313,901 S 313,431 $ 328.992 Materials and Charges 503,765 494.414 494,100 499.450 Services and Charges 251,294 267,451 267,451 280,606 Maintenance 24.689 13,916 13,091 7.844 Capital 0 0 0 4,250 Depreciation 742,023 788,605 788,605 1,028,677 $ _1,1+03.1n7 1,878,287 $ _876,678 $ _ 2,14981 Performance Measures Actual Budgeted Estimated Budgeted ' 1992 199.3 1993 1994 DemandiWorkload , Repair Requests 3,950 3.600 3,650 3.600 Vehicle/Equipment Repair Hours 10.605 10,000 10.900 10.500 Preventive Maintenance Service & Inspections 722 700 630 648 PM Generated Repairs 631 625 575 486 Road Failures 182 180 165 168 Results Technician Productivity 94 96 90 92 91 Technician Efficiency c 96 95 96 95 Completion Ratio % 98 98 98 Road Failure Repairs ' 5 5 4 4 99 ' Administrative Services Department Fleet Operations Division Capital Expenditures Program Fund 9700 - Shop Program 1920 Program Description, Objectives, and Analysis: The Capital Expenditures program captures the cost associated with upgrading fixed assets for the Fleet Operations Division. Actual 1992 Program Staff Permanent Positions 0.00 Budgeted Estimated 0.00 0.00 Budgeted 0.00 Program Expenditures Services and Charges $ 0 $ 1,000 $ 960 $ 1,000 Capital 1,220,562 1,933,038 1,928,300 1,851,000 $ 1,220,562 $ 1,934,038 $ 1,929,260 $ 1,852,000 100 Police Department Assistant Police Chiefs Support Services Patrol Drug Enforcement I Mission Statement Communications 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. 102 POLICE DEPARTMENT OVERVIEW Estimated 1993 expenditures are projected to be $176,390 below the 1993 budgeted amount. This represents a 4% decrease in Police Department estimated expenditures under budgeted expenditures for 1993. This difference is principally attributable to personnel vacancies during the year and savings of utility costs as a result of the utilizing the renovated Police/Courts Building (Systematics) only six months during 1993. In 1994, proposed expenditures are $116.030 above the budgeted 1993 amount. This is a 3% increase in budgeted expenditures from 1993 to 1994. The increased funding is primarily due to expenses generated by the addition of nine new positions to the Police Department. Additional position include three Patrol Officers, two Juvenile Officers, one Property Evidence Manager, one Custodian, and two Civilian Jailers. These positions are funded through growth in General Fund revenues and did not require a tax increase. 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 Fayetteville, Springdale, Washington County, and rural communities in Washington County. Category Totals Actual Bidveted Estimated Budgeted 1992 1993 1993 1994 personnel Scnlces S 2,624,022 $ 2,763,764 S 2,635,898 $ 2.977,334 Materials & Supplies 92,715 88,146 83,356 68,764 Sen'ices & Charges 579,184 699,561 682,682 635,013 Maintenance 60,726 89,366 80,689 90,434 CapLtal 12,939 41,359 21,181 29,670 Transfers 19,645 42,640 42,640 19,651 S 1,799231 $ 3,724,836. S 3,548,446 S 3,840,866 103 Police Department Program Expenditure Summary i Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 General Fund 2600 Central Dispatch Personnel Services $ 290,863 $ 332,685 $ 328,333 $ 343,221 Materials & Supplies 3,986 7,025 7,025 578 Service and Charges 14,276 19,512 18,612 14,811 Maintenance 4,915 19,621 19,621 22,313 Capital 2,281 2,500 2,500 0 316,321 381,343 376,091 380,523 2900 Support Services Personnel Services 496,763 562,090 528,123 596,331 Materials & Supplies 46,413 59,053 58,763 56,440 Service and Charges 86,349 123,271 122,513 112,383 Maintenance 5,476 7,309 7,1.30 9,095 Capital 1,672 13,684 13,681 1,380 Transfers 39,645 42,640 42,640 39,651 676,318 808,047 772,850 815,280 2940 Patrol Warrant Personnel Services 1,703,636 1,760,636 1,671,279 1,924,107 Materials & Supplies 32,316 22,068 17,568 11,746 Service and Charges 336,033 364,474 358,699 374,950 Maintenance 50,335 62,436 53,938 59,026 Capital 4,190 18,175 0 28,290 2,126,510 2,227,789 2,101,484 2,398,119 Total General Fund 3,119,149 3,417,179 3,250,425 3,594,322 Drug Law Enforcement Fund 2960 Drug Enforcement Personnel Services 132,760 108,353 108,163 113,675 Service and Charges 142,526 192,304 182,858 132,869 Capital 4,796 7,000 7,000 0 280,082 307,657 298,021 246,544 Total Drug Law Enforcement Fund 280,082 307,657 298,021 246,544 Total Police Department $ 3,399,231 $ 3,724,8.36 $ 3,548,446 $ 3,840,866 104 Police Department Personnel Summary 1991 1992 1993 1994 Division,Title Lmpkyees im_p!o ees Employees Employees Police Division Chief 1.00 1.00 1.00 1.W] Assistant Chief 1.00 1 00 2 CO 2.00 Police Captain 1.00 1 00 0.00 0.00 Financial Analyst 1.00 1.00 1.30 100 I icutenants 5.011 5.00 5.0X] 5 00 Sergeants 9.00 Q.30 9.00 9.00 Police Officer 40.00 44.00 47.00 52 00 Property1 vidence Manager 0.00 0.00 0.00 1.00 Senior Secretary 1.00 1.00 1.00 1.00 Secretary 2.00 3.00 3.00 Senior C:cik'Fypist 6.10 6.10 6.00 5.00 Dispatch Matron 160 1.60 0.85 0.85 Civilian Jailor 3.00 4.00 4.00 6.00 System Operator 0.00 0.00 1.00 1.00 lranscrtptiorust 0.00 0.00 0.00 1.00 Custodian 0.00 0.00 0.00 1,00 Commt:atcations Division Dispatch Supervisor 1.00 1.00 1.00 1.00 Dispatcher 8.30 8.30 9.15 9.15 Lead Dispatcher 2.00 2.00 2.00 2.00 PBX Dispatch Clerk 0.00 1.00 100 1.00 8100 90.00 94.00 103.00 105 Police Department Communications Division Central Dispatch Program Fund 1010 — General Program 2600 Program Description, Objectives, and 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 Answering Point (PSAP) for Fayetteville 9-1-1 calls which include transferring emergency calls to the appropriate agencies as needed. Other duties include clerical, monitoring alarms, and matron duties. We strive to handle all calls in a professional, accurate and timely manner. It is also our goal to provide continuing education and stress training to all dispatchers. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff • Permanent Positions 12.30 13.15 13.15 13.15 Program Expenditures Personnel Services $ 290,863 $ 332,685 $ 328,333 $ 343,221 Materials and Charges 3,986 7,025 7,025 578 Services and Charges 14,276 19,512 18,612 14,811 Maintenance 4,915 19,621 19,621 22,313 Capital 2,281 2,500 2,500 0 $ 316.321 $ 381,343 $ 376,091 $ 380,923 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Calls for Service Total 33,844 33,320 33,853 34,192 Police 29,761 29,454 29,714 30,011 Fire 1,571 1,494 1,586 1,602 Citywide 2,512 2,303 2,552 2,593 Telephone(Minus 9-1-1) 152,353 166,246 142,036 143,456 9-1-1 Calls 12,397 12,285 13,214 14,085 Teletypes 769,424 758,890 880,330 968,363 Results Citizen Complaints 2 3 4 4 Overtime/Comp Time per year 1,112 1,481 1,567 2,000 9-1-1 Salary Reimbursement 80,021 88,342 84,171 85,805 Avg Time Police Call minutes 18 0 19 22 Avg Time Fire Call minutes 76 0 71 77 106 1 Police Department Police Division Support Services Program Fund 10IC — General Program 2900 Program Description, Objectives, and Analysis: To provide for administrative control, logistical support, pokey setting and decision making relative to all aspects of Police Department operations. This is accomplished in part by continuously reevaluating and revising the written department policy manual. Support Services also provides a Drug Abuse Resistance Education (DARE) program to all fifth graders in the public school system. Another service provided is Crime Prcvcr.•ion Education for local citzens. Crime Prevention Officer will make approximately 4,500 contacts during 1994. The operation of the Jail is included in this prog am. The jail confines approximately 10.000 inmales per year. All in—service training rs coordinated or taught by personnel in Support Services. Also, the investigation of citizen complaints against officers is coordinated through Support Service personnel. I I I I I Actual Budgeted Estimated Budgeted 1992 1993 __1993 1994 Program Staff__— -— Permanent Non —Uniform Positions 13.70 14.45 14.45 17.45 Permanent Uniformed Positions 5.80 5.80 5.80 5.00 19.50 20.25 _ 20_25 22.45 Program Expenditures __ Personnel Services S 496,763 $ 562.090 $ 528,123 $ 596,331 Materials and Charges 46,413 59,053 58.763 56,440 Services and Charges 86,349 123,271 122,513 112.383 Maintenance 5,476 7,309 7.130 9,095 Capital 1,672 13.684 13,681 1,380 Transfers 39.645 42,640 42,640 39,651 $ _- 676,318 S - 808,047 $ 772,800 $ 815,280 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 DemandJWorkload DARE contacts 539 575 712 650 Crime prevention contacts 4,503 5,000 4,318 4,500 Prisoners booked into Jail 10,663 10,012 12,252 12,000 OPS Complaints Investigated 22 22 28 27 Results 7c of 5th graders in DARE classes 100% 100% 100% 100% OPS Complaints Sustained/Other Disposition 9,'14 4,118 10/18 10.27 Crime Rate (Local) 6.5 7 6 6 107 Police Department Police Division Patrol Program Fund 1010 — General Program 2940 Program Description, Objectives, and Analysis: This program provides a full range of patrol and investigative services including detection and suppression of criminal activity, traffic enforcement, and accident investigation. The objectives are maintaining an average response time of 11 minutes or less and continuing to maintain a clearance rate of greater than 50% on assigned investigations. The department will continue to place emphasis on community oriented policing which will include more neighborhood and foot patrols. To provide increased visibility in selected public use areas such as City parks, Dickson Street and other historical places. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Non —Uniform Positions 2.00 2.00 2.00 2.00 • Permanent Uniformed Positions 53.20 56.20 56.20 62.00 55.20 58.20 58.20 64.00 Program Expenditures Personnel Services $ 1,703,636 $ 1,760,636 $ 1,671,279 $ 1,924,107 Materials and Charges 32,316 22,068 17,568 11,746 Services and Charges 336,033 364,474 358,699 374,950 Maintenance 50,335 62,436 53,938 59,026 Capital 4,190 18,175 0 28,290 $ 2,126,510 $ 2,227,789 $ 2.101,484 $ 2,398,119 I Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Population served 43,370 44,021 44,021 44,668 Calls for Service 29,596 29,596 29,714 29,850 Traffic Accidents 2,756 2,756 3,014 3,000 ' Summons issued 17,774 17,830 18,140 17,555 Arrests .nade 10,663 10,012 12,252 12,000 DWI arrest 461 461 574 559 IResults Average Response Time 11 11 11 11 ' Traffic Accidents Involving Fatalities/Injuries 7/574 6/553 10/540 10/590 Assigned Cases — Clearance Rate 66% 52% 59% 52% Average Cost of Arrest 195 220 180 184 I im Police Department Police Division Drug Enforcement Program Fund 293ii — Drug Law Enforcement Program 2960 Program Description, Objectives, and Analysis: To provide initial and follow—up investigations concerning drug reatcd crimeiinte]ligcnce reports from Patrol Program, other law enforcement agencies and the general public. The following information reEects the efforts of the Fourth Judicial District Drug Task Force. This Task Force :s madc up of Fayetteville. Springdale. University of Arkansas. Prairie Grove, West Fork, Johnson, Lincoln. Greenland. and Farmington police departments and the Washington County Sheriffs Department. The primary duties are to investigate a]] leads concerning the illicit manufacturing, distribution and use of controlled substances. To target major organized crime narcotic traffickers. conspirators. and offenders through investigation, arrest and preparation for prosecution. This Task Force plans to perform 200 drug investigations and make arrest on each completed case. Actual Budgeted Estimated Budgeted 1992 1993 1993 :994 Program Staff -_---- Permanent Non—Unitiirm Positions 2.00 1.40 1.40 1.40 Permanent Uniform Positions 2.00 2.00 2.00 2.00 4.00 3.40 3.40 -_ _ 3.40 Program Expenditures - Personnel Services $ 132.760 5 :08,353 $ 108,163 $ 1]3,675 Services and Charges 142.526 :92,304 182,858 132,869 Capital 4,796 7,000 7.000 0 $ 280,082 S - 3Q7,657 $ 291,021 $ 246544 I Performance Measures Demand Workload Drug Cases Intelligence reports Cases surveillance conducted Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 192 160 200 200 426 325 386 180 57 60 60 60 Results Ayres:s made 158 177 180 180 Case Clearance Rate 75% 90%i R0% 80% Dugs Seized Cocaine 10.7 ozs, 1.0 lb. 6 oz. LO lb Marijuana 150.0 lbs. 10.0 lbs. 15.0 lb. 15.O lb Methamphetamine 7.0 ozs, 1.0 lb. 6.0 lb 2.0 lb 109 Fire Department Assistant Fire Chief 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. 110 J FIRE DEPARTMENT OVERVIEW Estimated 1993 expenditures are projected to be $2,208,891. which is $77,819 less than the amount budgeted in 1993. This represents a 3% decrease in Fire Department estimated expenditures under budgeted expenditures for 1993. Budgeted 1994 expenditures are $2,452,509, which is an increase of $165,799 over the 1993 budgeted amount. This is a 7% increase in budgeted expenditures from 1993 to 1994. The 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 1994 include the purchase of replacement conventional pumper/ladder trucks, land acquisition for a future fire station and continuation of the fire station renovation project. These expenditures are all funded by the Sales Tax Capital Improvement Fund • Participation in the Regional Hazardous Materials Emergency Response Team will continue in 1994 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. Category Totals I I Li n I I I I L I Act.ial Budgeted Estimated Budgeted ]992 1993 1993 1994 __ Personnel Services S 1,834,162 S 1,931,789 t 1,381,289 $ 2,060,224 Materials & Supplies 24,988 40,188 37.000 40,150 Services & Charges 189,732 222,357 208.896 234.380 Maintenance 52,181 66,025 63,755 73.&31 Capilal 5,513 23,351 17,951 43.924 S 2,106,576 $ _= 2.286 10 $ =_2,208,891 S 2,452,509 I I I I Fire Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 General Fund 3010 Prevention • Personnel Services $ 75,00c $ 73,831 $ 57,192 $ 72,103 Materials & Supplies 5,319 13,188 12,000 13,700 Service and Charges 9,188 8,025 8,025 12,763 Maintenance 2,424 3,200 1,880 3,760 Capital 0 0 0 1,060 91,936 98,244 79,097 103,386 ' 3020 Operations Personnel Services 1,720,199 1,821,770 1,785,468 1,948,784 ' Materials & Supplies 18,628 22,100 21,600 22,500 Service and Charges 135,805 164,461 154,500 170,142 Maintenance 47,794 60,000 60,000 68,750 Capital 5,513 23,351 17,951 40,864 1,927,939 2,091,682 2,039,519 2,251,040 3030 Training & Continuing Education ' Personnel Services 38,958 39,188 38,629 39,337 Materials & Supplies 132 1,150 1,150 200 Service and Charges 13,546 12,194 10,444 14,775 Maintenance 1,920 1,275 975 1,021 ' Capital 0 0 0 2,000 54,556 53,807 51,198 57,333 3040 Hazardous Materials ' Materials & Supplies 909 3,750 2,250 3,750 Service and Charges 31,193 37,677 35,927 36,700 Maintenance 43 1,550 900 300 32,145 42,977 39,077 40,750 Total General Fund 2,106,576 2,286,710 2,208,891 2,452,509 Total Fire Department $ 2,106,576 $ 2,286,710 $ 2,20$891 $ 2,452,509 I I I I 112 Fire Department Personnel Summary 1991 1992 ❑ir.>wmTitle Employees Fmp:oyecs Fire Chief 1.X 1 00 Assistant Fire Chief 1.0'] 1.00 Fire Captain 11.00 :1.40 Fire Battallion Chief 1.00 3.30 Fire Marshall 1 0,'1 :.00 'braining Officer 1 Co 1.00 Assistant Fire Marsha!: 1.00 1 00 Firefighter 34.00 40.00 Clerkl"yptst 1.00 1.00 54.00 60.0(1 ;993 1994 Employees Employees t 00 1.00 1.on 1.00 1.00 11.440 3.;14] 300 :.ol; 100 1.00 1.00 1 00 1.00 41 00 44.00 1.00 1.00 63_00 66.00 113 LI I I I I I E Fire Department Fire Division Fire Prevention Program Fund 1010 — General Program 3010 Program Description, Objectives, and Analysis: This is a two person program primarily responsible for the prevention of large loss fires in Fayetteville and for the prevention of loss of life and personal injury due to fire through three priority 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. These objectives are pursued through code enforcement during development planning, code enforcement in existing structures, securing reasonable "life safety with fire" requirements in occupancies, public educational activities with emphasis on fire prevention education for the young, and investigation of suspicious fires. Program Staff Permanent Uniformed Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Actual Budgeted 1992 1993 2.00 2.00 Estimated Budgeted 1993 1994 2.00 2.00 $ 75,005 $ 73,831 $ 57,192 $ 72,103 5,319 13,188 12,000 13,700 9,188 8,025 8,025 12,763 2,424 3,200 1,880 3,760 0 0 0 1,060 102,326 79,097 $ 98,244 $ $ 91,936 $ Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Population of City 43,370 43,380 44,021 44,668 Residential Units 18,566 18,805 18,805 19,142 Total Inspect./Follow—Ups 1,240 850 850 850 F.D. Educational Contacts 5,183 2,700 2,200 3,000 Total Investigations 101 72 80 90 # Fires of Suspicious Origin 30 Results Man —Hours all Inspections 956 850 700 850 Man—hours Investigations 557 240 450 400 Loss of Life/Injury—Residential 3/4 0/6 0/6 0/6 '• Loss of Life/Injury—Occup. 0/5 Summons/Charges Filed 72 40 45 40 I 114 Fire Department Fire Division Operations Program Fund 1010 — General I Program 3020 Program Description, Objectives,_and Analysts: Responds to citizen emergencies resulting from unfriendly fires, situations of entrapment. and sudden injury or illness; Assists citizens with tire protection/prevention problems; Pre —fire plans target occupancies for personal familiarization and emergency response effectiveness; performs routine maintenance of fire hydrants and lire department vehicles and facilities. Fire protection and emergency response is also provided for Drake Field. Performance objectives include maintaining an average response time of less than 4 minutes in the City, an average structural fire control time of less then 30 minutes, control of 75% of structural fires short of total loss, and completing 360 pre — fire planning surveys. Actual Budgeted Estimated Budgeted 1992 1993. _ 1993 1994 Program Staff Permanent Non —Uniform Positions 1.00 1.00 1.00 1.00 Permanent Uniformed Positions 56.00 59.00 59.00 62.00 5_.Q 60.) - _ 60.00 _ 63.00 Program Expenditures Personnel Services $ 1.720,199 $ 1,821,770 $ 1,785,468 S 1.948,784 Mater:alsand Charges 18,628 22,100 21.600 22,500 Services and Charges 135,805 164,461 154,500 170,142 Maintenance 47,794 60.000 60,000 68,750 Capital 5,513 23.351 17,951 40,864 $ - 1,927,939 $ 21091.682 $ 2,039,519. $ 2,251,040 Performance Measures Actual Budgeted Estimated Budgeted ' 1992 _ 1993 _1993 1994 Demand'Workload ___ Fire Responses 409 350 400 400 Rescue/EMS Responses 320 250 300 350 Other Non —Fire Responses 112 103 110 100 Airport Aircraft Respcnses 14 12 12 12 Non —Emergency Service Calls 364 250 340 300 Pre —Fire Surveys Completed 526 400 400 360 False Alarms 315 300 300 250 Results Property Exposed to Fire $17,772,050 $5,000,000 $10,000,000 $7,500,000 Property Value Destroyed $874,900 $1,500,000 $1,200,000 $2,250,000 Emergency Response Time Avg. 3.245 min 3.9 min 3.9 min 3.9 min Structure Fire Control Time Avg. <30 min 30 min 30 min 30 min % Fires Short of Total Loss 90.2% 75% 75% 75% 115 ' H I IJ Fire Department Fire Division Training & Continuing Education Fund 1010 — General Program 3030 Program Description, Objectives, and Analysis: This one person division is responsible for the introductory and on going training of all personnel in the areas of firefighting proficiency rescue and emergency medical practices, supervisory training and career development, and emergency incident management. All training is certified through the Arkansas and/or National Fire Acadamies, the Fire Emergency Television Network (FEIN) or some other certifying agency. This division is responsible for the Department's safety program, classroom training, drill training, certification coordination and documentation, and career development preparation. ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Uniformed Positions 1.00 1.00 1.00 1.00 Program Expenditures ' Personnel Services $ 38,958 $ 39,188 $ 38,629 $ 39,337 Materials and Charges 132 1,150 1,150 200 Services and Charges 13,546 12,194 10,444 14,775 Maintenance 1,920 1,275 975 1,021 Capital 0 0 0 2,000 $ 54,556 $ 53,807 $ 51,198 $ 57,333 ' Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload # Fire Dept. Personnel 59 62 62 65 ' # Certified Airport Firefighters N/A N/A 13 15 # Safety Classes 60 60 60 60 # Tactical Drills N/A N/A 10 18 # Personnel Certified in CPR 59 62 62 65 # Certified EMT's 6 6 31 33 Results Man—hours, All Training 14,245 N/A 15,066 15,000 # Line of Duty Injuries 10 10 10 10 # Personnel Certified/FF I/II 59 62 62 62 # Personnel C.::'.°./Driver/Operator 14 15 15 15 # Personnel Certif./Officer 1 41 45 45 48 11 116 Fire Department Fire Division Hazardous Materials Program Fund 1010 — Genera; Program 3040 Program Description, Objectives, and Analysis: Major hazardous materials emergencies in Washington and Benton Counties arc handled by a regional emergency response team consisting of members from six fire departments in the two counties. Each department group comprises their own local hazmat response team and handles the routine emergencies. FFD has a six —man local team which is part of the regional team. Each governmental entity in the two counties pays an equal per capita share to fund the teams. The :cams are responsihlc for mitigation of the emergency aspects (only) of hazardous materials inci tents anywhere in either county. Incidents may run ti ;m an how or two to several days to control. Program Staff __ Permanent Positions Program Expenditures Materials and Charges Services and Charges Maintenance Demandrworkload Actual 1992 0.00 S 909$ 31,193 43 32,145 $ Population Fayetteville Population Benton/Wash. Counties Geographic Area/rwo Counties Team Training Activities HazMat Occup. Surveys/Local Tota: Emergency Incidents Results L cailr.cidents'Successful Regional IncidentsiS uce essful Man —Hours All Incidents Loss/Li fc,il n j u r i e s/All Incidents Avg. Incident Mitigation Time Budgeted Estimated 1993 _ 1993 0.00 0.00 I C II I I Budgeted ' 1994 0.00 ' 3,750 $ 2.250 $ 3,750 37,677 35,927 36,700 1.550 900 300 42,977 $ 39.0777 $ 40,750 Performance Measures Actual Budgeted 1992 1993 43.370 220,000 1849 sq.mi. 25 39 17 43.380 220.000 1849 sq.mi. 15 30 14 Estimated 1993 44,021 217,925 1849 sq.mi. 20 30 18 Budgeted 1994 44,668 221,192 1849 sq.mi. 20 30 15 I I 11 16 12 16 12 , 1 2 2 3 167 150 200 200 O'3 0/15 0/10 O/12 1.18hrs 1.5hrs. 1.5hrs. 1.5hrs. 117 , I 1 Planning Management Department 1 I I I Planning Management Director 1 Planning Community Development I I 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: Encouraging public participation, supporting Boards and Commissions, and developing innovative land use regulations. Promoting neighborhood revitalization and community services. I 1 118 H PLANNING MANAGEMENT DEPARTMENT OVERVIEW The Planning Management Department contains two divisions: Planning and Community Development. Estimated 1993 expenditures for the Planning Department are $1.249,603. which is $619.710 less that, the amount budgeted in 1993. This represents a 33% decrease in Planning Management Department estimated expenditure under budgeted expenditures for 1993. The 1994 budgeted amount is $1.920,462 which is a S51.149 greater than the 1993 budgeted amount. This is a 3% increase in budgeted expenditures from 1993 to 1994. The difference in expenditures is primarily due to the rescheduling of Community Development capital projects from 1993 to 1994. During the 1994 budget process the Management 1-und was merged into the General Fund. The Planning Management Division and the Inspections Division were funded in Management Fund and will be funded in General Fund for 1994. Additionally, the Inspections Division was transferred to General Government Department. Some of the major projects and activities planned for 1994 include: updating the City's land use ordinances to comply with the City's master land use plan, updating of various ordinances related to the City planning function• performing infrastructure improvements in the target improvement area. Other projects and activities include: preparation of a summary land use plan document, preparation of unified development ordinances, trailway/bikeway study, 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. Category Totals I I I 7 H I I1 I Il I I Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Personnel Services $ 152,011 $ 338,440 S 310,020 S 302.169 Materials & Supplies 8,672 29,888 28,648 22,845 Services & Charges 135,252 1,475,278 893,701 1,587,569 Maintenance 847 2,116 1,104 2,000 Capital 4,787 20,794 13,333 5,879 Depreciation 9,731 2,797 2,797 0 S 311300 S 1,864,113 S _ 1,249,603_ S •__ 1,920,462 H I 119 I Planning Management Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 General Fund 6300 Planning Managment Personnel Services $ 0 S 0 S 0 $ 178.024 Materials & Supplies 0 0 0 8.150 Service and Charges 0 0 0 59,939 Maintenance 0 0 0 900 Capital 0 0 0 350 0 0 0 247.363 Total General Fund 0 0 0 247,363 Management Fund 2200 Planning Management Personnel Services 114,386 185.804 173,539 0 Materials & Supplies 7.850 13,665 13.266 0 Service and Charges 123,570 126,829 126,791 0 Maintenance 517 566 565 0 Capital 4,787 8,738 8,738 0 Depreciation 9,731 2,797 2.797 0 260.841 338.399 325,696 0 2140 Urban Forestry & Landscape Personnel Services 37,625 32,988 24,747 0 Materials & Supplies 822 2.010 1,169 0 Service and Charges 11,682 30,755 19,709 0 Maintenance 330 400 79 0 Capital 0 5,700 0 0 50,459 71,853 45,704 0 Total Management Fund 311.300 410,252 371.400 0 Community Development Block Grant Fund 4930 C.D. Administration Personnel Services 0 40,357 40.326 41.901 Materials & Supplies 0 1.700 1,700 1,500 t Service and Charges 0 26.936 26,936 35.029 Maintenance 0 200 200 100 Capital 0 3,740 2,500 1,300 0 72,933 71,662 79,830 ' 494) Housing Rehabilitation Personnel Services 0 39,291 31,408 42,244 Materials & Supplies 0 2,513 2,513 3,195 ' Service and Charges 0 152,953 152,953 182,005 Maintenance 0 950 260 1,000 Capital 0 2,616 2.095 4,229 0 198,323 189,229 232,673 4950 Home Grant Personnel Services 0 40•000 40,000 40'000 ' Materials & Supplies 0 10.000 10,000 10,000 Service and Charges 0 450,000 450.01*) - 450,000 0 500,000 500,000 500,000 II 120 Planning Management Departrr.e-t Program F,%per.dimre Summary 499C C.D. Capital Service and Charges Tata: CDBG Furd 1'.'a] Planamg Mar. agemenl Department S Actua: Budgeted Estimated Budgeted '1992 19903 1933 199» --- 687.805 :1-,312 8M7,5'X� '_• _ 68'•805 .?12 $6C.59< 3 i,4S9,CO1 878,20,3 3.1.3CK0 $ 1.869.313 S _1. 2»9.r 3 S 1.2042 21 Planning Management Department ' Personnel Summary 1991 1992 1993 1994 Divisionlfltle Employees Employees Employees Employees ' Planning Management Director Division Planning Management Director 1.00 1.00 1.00 1.00 Planning Division Associate Planner 1.00 2.00 2.00 2.00 Senior Secretary 1.00 1.00 1.00 1.00 Secretary 1.00 1.00 1.00 1.00 Senior Clerk Typist 0.00 0.00 0.50 0.50 Horticulturist 1.06 1.00 1.00 0.00 Community Developement Division Community Development Coord. 1.00 1.00 1.00 1.00 Community Development Rep. 1.00 1.00 1.00 1.00 Senior Clerk Typist 0.00 0.00 1.00 1.00 ' Total Permanent Positions 7.00 8.00 9.50 8.50 1 1 1 122 Planning Management Department Planning Management Planning Program Fund l010 — General Program Description, Objectives, and Analysis: T1 is program manages City Planning policies, proceduresand implementation of all development within Fayetteville and its growth area. Professional ser^ces and advice to the Mayo. Council, commissions. comrr,ittces, and other city staff involved in growth management are provided. Public inquiries (12.001.1 year) and approval of approximately 1,800 building permits each year are accomodated by reviewing compliance of federal and state law as well as kxal ordinances. This Division processes all property activity and complaints, performs field analysis, makes recommendations, and issues violation notices when necessary. In addition to the professional senices, responsibilities include information management of six (6) committees, updating several sets of maps. and maintaining permanent records for all property activity Special emphasis is placed on strategic planning, historic preservation, long term planning, land use planning, and transportation planning. I Program 6300 ' Program Staff Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Demand Workload 1) Public Meetings 2) Public Inquiries 3) Agendas assembled 4) Planning Reports.' Recommendations 5) Ordinances Revised't''pdated Results 1) Public Meetings — 7 2) Puhiic Inquiry — 3) Agendas Assembled — ! r 4) Planning Reports — 'r 5) `-� Activity Completed Ontir:,e Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 0.00 0.00 0.00 5.50 1 I El U LI I 5 a S O b 0$ i78,324 0 0 0 8,150 0 0 0 59.939 0 0 0 900 0 (3 0 350 b O S a b 0 $ I244s3 Performance Measures Actual Budgeted Estimated Budgeted ' 1992 1199.3 1993 1994 0 0 0 100 ' 0 0 0 13,250 C 0 0 300 C) 0 0 3 1 0 0 0 30 0 0 C 30 0 0 0 15 0 0 0 25 u C 0 95 123 II I I I I Planning Department Planning Management Division Planning Program Fund 9710 — Management Program 2200 Program Description, Objectives, and Analysis: During the 1994 budget process, the Management Fund was merged into General Fund. All Management Fund program numbers were closed and new General Fund program numbers were opened. Refer to program 6300 for the 1994 description and related information of the Planning Program. Actual Budgeted Estimated Budgeted I. 1992 1993 1993 1994 Program Staff Permanent Positions 5.00 5.50 4.50 0.00 Program Expenditures Personnel Services $ 114,386 $ 185,804 $ 173,539 $ 0 Materials and Charges 7,850 13,665 13,266 0 Services and Charges 123,570 126,829 126,791 0 Maintenance 517 566 565 0 Capital 4,787 8,738 8,738 0 Depreciation 9,731 2,797 2,797 0 $ 260,841 $ 338,399 $ 325,696 $ 0 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload 1) Public Meetings 81 100 134 0 2) Public Inquiries 12,042 7,000 12,936 0 3) Agendas assembled 50 60 76 0 4) Planning Reports/ 225 245 300 0 Recommendations 5) Ordinances Revised/Updated 1 2 3 0 ' Results 1) Public Meetings — % 30 30 35 0 2) Public Inquiry — % 35 35 30 0 ' 3) Agendas Assembled — % 15 10 15 0 4) Planning Reports — % 25 25 30 0 5) % Activity Completed Ontime 95 95 98 0 124 Planning Management Department Planning Management Divsion Urban Forestry & Landscape Program Fund 971')— Management Program 2340 Program Description, Objectives, and Ar.alysis: This program emphasizes long— term stewardship of the urbar. forest and landscape. Rapid growth and development threaten the urban forest which provides oxygen rich air. moderac:s noise and air pollution. reduces heat and glare, improves land values and reduces energy consumption. This program provides the informaunn needed to protect important resources which benefit the public health and welfare. This program is administered through the City Horticulturist wht is the cleacnghouse 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 re:ated vegetation through consultation., educational workshops. and public relations. Duties for the C`.:y Horticulturist include overseeing special projects involving the landscape on public grounds to insure proper procedures are practiced in specification preparation and implementation. Program Staff Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Cap::al Demand'Workload _ Grant Applications New Ordmances Proposed Tree Planting Projects Results Grants Received Ordinances Adopted by Council I I I l� Actual Budgeted Estimated Budgeted 1992 1993 :993_ __ 1994 1.00 1.0( 1.00 0.00 1 $ 37,625 $ 32,98» $ 24,747 S C 822 2,010 1,169 11,682 30.755 19,709 C 330 »0n 79 0 0 5,700 0 0 t S 56,459 S 71,853 $ 451704 $ 0 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 :994 2 1 0 2 1 0 4 4 0 0 n I 1 I I 2 2 1 0 ' 6 2 1 0 During 1993 the locus of this program was changed from a planning function to a maintenance function, Additionally. fur ding for this function was changed to General Fund and the program was renamed 5450 Public Lands Maintenance. I I 125 ' I I I I I I Planning Management Department Community Development Division Administration Program Fund 2180 — Community Development Program 4930 Program Description, Objectives, and Analysis: Costs and charges related to the planning and execution of community development activities assisted in whole or in part with funds under the Community Development Block (CDBG) and the HOME Programs. Costs are limited to those of overall program management, coordination, monitoring, and evaluation. Administration activities include citizen participation of submissions or applications for Federal programs, and expenses to facilitate housing identified in the Comprehensive Housing Affordability Strategy. Program Staff Permanent Positions Program Expenditures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 0.00 1.00 1.00 1.00 ' Personnel Services $ 0 $ 40,357 $ 40,326 $ 41,901 Materials and Charges 0 1,700 1,700 1,500 Services and Charges 0 26,936 26,936 35,029 Maintenance 0 200 200 100 'Capital 0 3,740 2,500 1,300 $ 0 $ 72,933 $ 71,662 $ 79,830 1 I Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ' Demand/Workload 1. Public Hearings 0 4 4 4 2. CDBG and HOME Applications 0 2 2 2 3. Fair Housing Activities 0 15 15 20 4. Federal Labor Standards 0 2 2 4 5. Audit/Monitoring Resolution 0 2 2 3 6. Related Statutory Compliance 0 8 8 10 Results 1. Preparing applications & assoc. activities — % 0 50 50 50 2. Contract Administration 0 25 25 25 ' 3. Public hearings & Meetings — % 0 25 25 25 4. Activities completed by deadline —% % 0 100 100 100 1 126 Planning Managemeiu Department Community Development Division Housing Rehabilitation Program Fund 21 SO — Community Development Progra n 4940 Program Description, Objectives, and Analysis: Rehabilitation of privately —owned residential property, including the conversion of non —residential property for housing, provided the rehabilitation meets a National Objective of the CDBG Program. Eligible rehabilitation activities include repairs to correct and bring dwellings into compliance with applicable Building. Health, or Safety Codes adopted and amended by City Ordinances (to correct actual or incipient violat:onv). Emphasis is placed on activities that are directed toward deferred main:enance and improvements to increase the efficient use of energy. Program Staff Permanent Positions Actual Budgeted Estimated 1992 _ 1993 ___ 1993 __ 0.00 2,00 2.00 Li I I I Li Budgeted 1994 20U I Program Expenditures 1 Personnel Services $ 0 $ 39.291 $ 31,408 $ 42,244 , Materials and Charges 0 2 513 2,513 3.195 Services and Charges 0 152,953 152.953 182M Maintenance 0 950 260 1.0(X1 Capital 0 2.616 2,095 4.229 ____0S 19323S 189,9$ 232,673 Demand/Workload 1. Homeowners Requesting Rehab 2. Rentals Requesting Rehab. 3. Eligibility verification 4. Inspections 5. Work Specifications 6. Construction Management Results Performance Measures Actual Budgeted Estimated Budgeted 1992 _ _1993 1993 _ 1994 0 75 100 115 0 25 0 0 0 75 100 125 0 150 200 225 0 50 75 90 0 45 75 90 1. Processing Rehab, Requests — (4 0 15 15 10 2. Eligibility Verification — r7t 0 10 10 5 3. Rehab. Inspections — 9c 0 30 30 35 4. Rehab. Specifications — rye 0 25 25 25 5. Construction Management — 4z 0 20 20 25 6, Rehabs Completed 0 100 100 100 127 1 Planning Management Department Community Development Division Home Grant Program Fund 2180 — Community Development Program 4950 ' Program Description, Objectives, and Analysis: The HOME Grant Program is a federal grant program to promote affordable housing. Local communities determine housing needs and develop strategies using eligible HOME activities to meet those needs. The ' City of Fayetteville is a subrecipient of HOME funds through the state's HOME allocation which is administered by the Arkansas Development Finance Authority. I 1 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 0.00 Program Expenditures Personnel Services $ 0 $ 40,000 $ 40,000 $ 40,000 Materials and Charges 0 10,000 10,000 10,000 Services and Charges 0 450,000 450,000 450,000 Capital 0 0 0 0 $ 0 $ 500,000 $ 500,000 $ 500,000 I I ri I I 128 Planning Management Department Community Development Division Community Development Program Fund 21A) — Community Development Program 4990 Program Description, Objectives, and Analysis: 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 DCBG funds are expended to henifit low to moderate persons. Eligible activities include (1) acquisition, construction, reconstruction, or installation of public facilites 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 threated the public health. Program Staff ff Permanent Positions Actual 1992 0.00 Budgeted 1993 Estimated 1993 0.00 Budgeted 1994 0.00 1 1 1 1 I I I Program Expenditures_ Services and Charges $ 0 $ 687.805 $ 117,312 S 860,596 ' S 0 S 687.805 $ ._ _ _.1177}12 $ 860.596 L L L I Li I ' 129 Public Works Department Public Works Director Engineering Street Water & Sewer Traffic Solid Waste Parks & Recreation Mission Statement Wastewater Treatment Plant 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 City's natural environment, provide the highest quality of service, continue to improve our efficiency and effectiveness, and be the best Public Works department in the state of Arkansas. 130 I 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 1993 expenditures are projected to be $7,262.394 less than the 1993 budgeted expenditures of $38.233.332. This represents a 19% decrease in Public Works Department estimated expendinires under budgeted expenditures for 1993. The reduction is primarily due to five factors. These include a re - budgeting of 1993 capital projects primarily related to the storage tanks and maintenance center (approximately $2,353.000). re -budgeting of sewer system rehabilitation (approximately 1.760.000), savings in the Water Purchase program (approximately $475,000), reduction of franchise fees paid to General Fund (approximately 51,380.00(1) and postponing the modifications to the wastewater treatment plant (approximately $450.000). The storage tanks are re -budgeted in the Water & Sewer Fund for 1994 and the maintenance center is being constructed from the Shop Fund in 1993. The 1994 proposed budget of 533.800.169 is $4.433,163 less than the 1993 budget. This is a 12T decrease in budged expenditures from 1993 to 1994. Various expenditure changes have contributed to this decrease. These include: a decrease in the Street Division of $642,366 due to the completion of previously funded capital projects and reduced gravel street maintenance cost, a reduction in Water & Sewer Administration cost of 51,300.000 due to a reduction in franchise fees paid to General Fund, the reduction of sewer system construction due to completion of sewer rehabilitation work in the Wilson Park Basin. and funding $3.259.367 of sewer rehabilitation work through the Sales Tax Capital Improvement Fund. These decreases are partially offset by increased funding for: Solid Waste Division of $478,292 primarily for increased disposal charges, 5434.300 debt service cost associated with the proposed 1994 Water & Sewer Bond Issue, increased funding for Sewer Main Maintenance Program primarily for the additional in-house sewer rehabilitation crew, and increased funding for water purchases program of approximately 5333.000 The personnel changes in 1994 include the addition of one public works inspector for the Engineering Division. one Maintenance Worker II in the Parks & Recreation Division, and a sewer rehabilitation crew in the Water & Sewer Division consisting of one Public Works Crew Leader, one Maintenance Worker I1, and two Maintenance Worker Ill positions. Some of the major projects planned for the Public Works Department in 1994 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. construction of a solid waste transfer station, continue sewer system rehabilitation, continue construction of a parallel 36'!42" water line, and installation of new traffic signals as listed in the C.I.P. Category Totals Actual Budgeted Estimated Budgeted 1992 _ _ _ 1993 1993 1994 Personnel Services S 1.699,532 $ 3,795,729 $ 3,569,2-'39 $ 3,987,280 Materials & Supplies 503,970 672.091 597,189 545,028 Services & Charges 16.428,146 14,765,903 12,702,574 :3,667,329 Maintenance 154,338 328.708 284,262 389,661 (apical 178,754 14,002,595 9,177,195 10,045,470 Depreciation 3,805,700 4,084,162 4,084,162 4,146,957 'Transfers 622,983 584,144 556,317 1,018,444 S 23.3939423 S _3823?132 $ _ 30,970,938 $ 33,800,169 Ii H I I Li H P H I H H I I I I 131 , Public Works Department Program Expenditure Summary ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ' General Fund ' 6200 Public Works Director Personnel Services $ 0$ 0 $ 0$ 104.317 Materials & Supplies 0 0 0 3.300 Service and Charges 0 0 0 17.273 ' Maintenance 0 0 0 751 Capital 0 0 0 550 0 0 0 126,191 ' 6210 Engineering Plans & Specifications Personnel Services 0 0 0 200,048 Materials & Supplies 0 0 0 2,450 Service and Charges 0 0 0 6,180 Maintenance 0 0 0 500 Capital 0 0 0 950 0 0 0 210,128 ' 6220 Engineering Operations & Administration Personnel Services 0 0 0 115,739 Materials & Supplies 0 0 0 4,320 I Service and Charges 0 0 0 18,045 Maintenance 0 0 0 1,000 Capital 0 0 0 450 0 0 0 139,554 ' 6230 Right of Way Acquisition Personnel Services 0 0 0 22,844 ' Materials & Supplies 0 0 0 1,660 Service and Charges 0 0 0 7,550 Maintenance 0 0 0 750 Capital 0 0 0 400 0 0 0 33,204 6240 Public Construction Management Personnel Services 0 0 0 86,181 Materials & Supplies 0 0 0 300 Service and Charges 0 0 0 13,619 Maintenance 0 0 0 1,900 ' Capital 0 0 0 3,060 0 0 0 105,060 5200 Parks Administration • Personnel Services 82,036 93,847 86,578 89,980 Materials & Supplies 2,032 2,255 2,255 2,120 Service and Charges 35,498 40,671 40,333 10,806 Maintenance 164 1,060 900 1,000 '• Capital — 0 1,250 1,250 425 119,730 139A83 131.316 104,331 5210 Swimming Pool Personnel Services 43,203 64,473 64,458 65,449 Materials & Supplies 16,889 21,881 18,615 18,825 Service and Charges 17,964 16,699 16,500 20,149 ' Maintenance 5,429 5,649 5,649 6,224 Capital 801 600 600 3,470 84,286 109.302 105,822 114,117 ' 132 Public Works Department Program I_apenditure Summa.;' :.20 Athletics Personnel Services Matena.s & Supplies Capital Actual Budgeted xltinaccd 1992 --199? 199--", ?6.214 40,228 ?9.836 426 430 4?tl C, 0 n 36,64; 40,658 4),265 Budgeted 1994 4a,"'0 850 'Cr 41.87,' c23(] Recreation Cec:er l ransferc Service and Charges 123.213 125,'.28 125.228 13c.4c9 Capita: 0 14,343 _:4,1v9 a -- 123.213 1393'i 139.427 130.499 s24a library Service and Charges 2375'4 258.246 257,841 256,622 Capital C 8.7'8 8,T9 _- C -____ -- 23'.5'4 267,024 _ 266.6:9 256.622 c25C Lake Maintenance Pencrnel Services 0 6,933 5.470 2,140 Materials & Supplies 1,473 .,860 1,860 1,6M) Service and Charges 53,285 48.249 48.219 c.1..2_'i: Mantenance 2.111, ...962 ..931 2.335 Capital C 1.200 1.2.01. 1.890 56,860 65,174 M4 7:0 59,256 5260 Park Maintenance Personnel Semccs :?9 11',993 11%.594 141J2 Materials & Supp:les 4.185 15,049 :1.549 4.180 Service and ('ha:grs 197.'65 70,410 E1.430 65.680 Maintenance 20.612 29.922 29.922 35.124 Capital 3.105 91X) 800 3.995 21617E 2?4.172 _ 2::1.95 250111? 5210 13,JIf eld Maintenance Personne. Services 9.7% 85,335 81.513 89,432 Materials & Supplies Service and Charges 16.508 105,697 2JS 7 44,599 14,834 40,324 :5,700 47.485 Maintenance Capaa 23.244 O 35,9c8 276 29.975 1.2'.6 75_+77 950 155139 _ 188142 :67.922 —:85,944 5300 Traffic .Admmistraaon & Enforcement Personnel Services 26,562 35,58; 14.286 35,2:7 Materials & Supplies 3.508 1,OW,. :.048 Service and Charges 31,935 46;:1 46,031 19,233 Maintenance :81 240 240 250 Capita 0 0 0 150 68,186 83.060 81.605 55,85C 1 raffic Fr.g .seen.^.g & Planning Personae. Services 41,618 45,453 95,406 45,964 Materials & Supplies 367 1,761 1,161 1.100 Service and ('barges 4.970 4,892 4.892 3,155 Maintenance 216 600 500 45C Capita 0 0 0 400 49.171 — 52.706 __ 52,658 51,069 133 Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 5320 Traffic Control & Parking Meter Personnel Services 3 71,396 68.307 74.386 Materials & Supplies 11.897 15,805 15,805 8,069 Service and Charges 118201 65.736 65,636 62.130 Maintenance 8,181 14,562 14,562 16,977 Capital 17,482 18,700 18,700 300 155.764 186,199 183,010 161,862 5450 Public Lands Maintenance 0 34,074 Personnel Services 0 0 0 5,687 Service and Charges 0 0 0 1,050 Maintenance 0 0 0 0 1,500 Capital 0 42.311 0 0 0 Total General Fund 1,303,139 1,505,291 1,454.651 2.071,171 Street Fund 4100 Street Maintenance Administration ' Personnel Services 53,482 132,117 116,040 137,101 Materials & Supplies 11,353 7,595 7,595 6,500 Service and Charges 373,488 372,966 370,596 375,417 Maintenance 5,194 5,779 4,500 6.350 ' Capital 0 3,850 3,850 _ 2.000 443.517 522.307 502,581 527,368 4110 Right of Way Maintenance ' Personnel Services 0 116,786 113,763 112,492 Materials & Supplies 2,799 3,615 2,520 0 Service and Charges 168,988 41,743 40,743 69,584 Maintenance 788 4,780 4,631 4,750 Capital 0 0 0 2,750 172.575 166,924 161,657 189,576 4120 Street Maintenance Personnel Services 0 271.985 270,067 272299 Materials & Supplies 129,878 237243 237243 167,750 Service and Charges 984,648 476,932 446,950 414,937 • Maintenance 0 44,402 35,000 35,000 • Capital 0 135,676 14,440 11,100 1.114,526 1,166,238 1.003,700 901.086 ' 4130 Drainage Maintenance Personnel Services 0 133330 132,732 135,078 Materials & Supplies 27,850 35.979 23.979 23,500 Service and Charges 276,157 139.028 121,477 160,689 Maintenance 0 21,776 5,000 10,000 Capital 330 900 900 6,750 304337 331,013 284,088 336,017 5500 Street Construction 0 Service and Charges 44,147 13,000 13,000 Capital 10.933 117.000 117,000 0 55,080 130,000 130,000 0 L 134 Public W nrks Dcpartrncn, Program F.xpenditurc Summary Actual Bcdgeled Dstimated Budgeted 1992 1993 1993 :994 '520 Cer.struction of Drainage Structures Service and Charges 5,553 0 0 Capita{ 279,931 241.4' _0 --_-5,'53 --279,931 -:41:4'. T2.323.17? i :ai Street Fund 195,588 :,596.41? Water & Sewer Fund ?800 Water Purchased Serv:cc and Charges 3.858,?6i ",485.000 4,0:C,833 4.88,00 Deprcc alum 17.i86 6'.351 67.351 _ -'7,186 3.946.15: 4:2.351 4.ti78.184 4.895,286 4000 Water Administration Personnel Services 508 249.860 :97,680 290.932 Materials & Supplies 22.7.10 18,884 18,340 SU,2N, Servce and Charges 2,2"8,904 2,083.604 801,604 '83,227 Maintenance 6,006 9.716 9,7:6 6,622 Capital C 1.066 538 13,0(10 Deprecation 2:.395 1,3?4 1,314 2:.195 2.299.543 _ 2.364.504 1_02Q.252 1,12.5.426 431: Water Distribution Pencnnel Sen cec 0 225,857 222,851 2:1573 Materials & Supplies 91.257 83.415 83,415 85.000 Service anc Charges 445,611 133,947 133.947 154.168 Maintenance 0 11.943 11.943 0 Capital 0 6.0X11 6.000 2.500 Dcpreciatinn 408,836 67711 61'31: 581A04 94504 :,0"'8,44_3 L.075.467, 1,034,245 _ 4330 Water Storage and Pump Mainicnanec Personr.e: &t -v ces C 82,294 82,299 80,812 Materials & Supplies 8,192 546: 5,461 10,X0 Service and Charges 48,688 34,201 34.201 30,719 Maintenance 0 1,351 :,351 0 Deprec.ation 26.600 26,411 26.411 26.600 83.479 149.723 149123 :48,191 4380 Growth Area Mains Maintenance Personnel Services 0 16.197 16,052 10,993 Matena:s & Supplies 2.170 2. 2.000 3,000 Service and Charges 10.961 6.383 6.383 7,803 Maintenance C 530 530 0 Depreciation. 12,C56 _ 12,082 12,056 25.92 _12.082 37,392 -_ 3',047 33.852 4390 Water Ma.tenance Parrmngton & Greenland Personnel Services 0 15,136 :6,042 10,993 Materials&Supplies 2.327 3,085 1.500 3,000 Service and Charges 12.473 ',203 7,203 881 Maintenance 0 592 530 0 _ 14$)C _ 27.116 25,275 22,804 135 ' Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 4010 Sewer Administration Personnel Services 116 46,915 46,915 52,021 Materials & Supplies 13,458 17,825 17,380 3,600 ' Service and Charges 972,888 934,031 836,031 852,511 Maintenance 8,472 15,484 15,484 11,279 Capital 0 0 0 12.500 Depreciation 13,542 854 854 13,542 1,008,476 1,015,109 916,664 945,453 4410 Sewer Main Maintenance Personnel Services 0 291.671 286,517 428,485 ' Materials & Supplies 42,163 43,465 43,465 64,000 Service and Charges 569,525 279,141 279,141 318308 Maintenance 0 24,822 24,822 1,000 Capital 0 6,000 6,000 1,500 Depreciation 459,.922 528,835 528,835 612,628 1,071,010 1,173,934 1.168.780 1.425,921 I 4440 Sewer Maintenance Farmington & Greenland Personnel Services 0 6,326 6,263 5.493 Materials & Supplies 715 1,500 1,500 1,500 Service and Charges 9,107 5,536 5,536 6,317 Maintenance 0 243 243 0 9,822 13,605 13,542 13,310 5100 Waste Water Treatment Plant Service and Charges 2,404,100 2,605,087 2,492,508 2,688,948 Maintenance 930 0 0 121,000 Depreciation 2,732,573 2,772,260 2,772,260 2,755,834 5,137.603 5,377.347 5,264,768 5,565,782 5600 Capital Water Mains Materials & Supplies 29,167 250 0 250 Service and Charges 182,996 73,612 73,612 0 Capital 1,227 8,469,843 6,116,582 8,500,000 213390 8,543,705 6,190,194 8,500,250 ' 5610 Water Capital Capital 32,293 23,355 23,355 18,200 32,293 23,355 23,355 18,200 5620 Water Connections Personnel Services 0 48,037 34.401 36,762 Materials & Supplies 30,807 52,008 42,508 52,008 •' Service and Charges 63.855 21,837 14,259 26,195 Maintenance 0 1,924 994 1,924 94,662 123,806 92,162 116,889 5630 Rural Water Connections Personnel Services 0 7,209 6,793 7,354 Materials & Supplies 2,374 4,000 0 4,000 ' Service and Charges 6,022 4,228 1,171 5,573 Maintenance 0 288 164 288 8,396 15,725 8,128 17,215 I 136 Public Woks Dcpartmer.t Program FApenditurc Summary Ac(ual Budgeted Estimated Budgeted 192 199? _ 199?_ 19.14 5'C0 Scwcr Mats Constr ctioa Materials & Supplies C Service and ('hargcs 65:AC9 4407' 42.17?? 4197 3 Capital 124 4 155,357 2397.508 89.` (N'3 652 r?3 _9!'a() _.448,81 948.x'1 ln Sc wet ('apita Service and Charges 1.It57 0 0 C Capital 18.29' 79.748 L5.294 23.450 19.354 -9,7.48 25.294 23,451 S-20 Scwcr Connections Personnel Services 0 36.030 2%.390 29,410 Materials & Supplies ° '71 35.528 ;.896 24,528 Service and Charges 45.964 16,913 15,92' 19.350 Maintenance C 1.443 1,011 1.44? 54.735 89.04 52,24 7.4,'31 5800 Waste Water '1realmentPlar.tCap;tai Materials &Supplies :95 275 275 0 Service and Charges 0 2.250 2,250 2.250 Capital 71.'61 63&334 :42,000 192.2'. 79,95E 638.859 :44,.S2! 1Q425 6840 Deht Service Transfers 622.993 584.144 555117 1,018,444 622,983 584,144 556117 1 (118,444 Total Water & Sewer Fund 16.319,584 :.11,095.840 23.299,;172 25,122.647 Solid Waste Fund siXKJ Operatinns & Administration Personnel Services 15?127 18GA85 1'.591 Lai 126 Materials &Suppaes 4,'41 5.213 ?.400 3,2(7W Service and Charges 66.3.37 611,13(7 600.173 525,443 Maintenance 1.162 4,361 2,5171] 2,;0(1 Capital C 0 C 1.311 Depreciation 11.518 13,'})1 — 13,991 19,E_0 838,485 813.%'7 797,655 682'9 SCIC Commercial Pickup Personnel Services 2?(1,824 2:1.871 Materials & Supplies 258 525 Service and Charges 532.450 663308 Maintenance 299,86 30,576 Capital 3 0 892318 906280 502C Residential Pickup Personnel Services 449.}6' 470909 434.197 444161 Matena:s & Supplies 226 1.408 1,250 350 Service and Charges .'.3879 560.554 555,600 552170 Maintenance 3;,024 34.176 34,146 32.9'9 Capital 0 0 0 1,2:5 1,01),36 1.066,47 1,C26.193 , .1.331,2'5 237.:753 210.248 51X) 350 663,308 821.814 30,421 30..10() 0 30.240 9C1282 ;,092712 137 I I P -u I Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 5060 Recycling Personnel Services 50,121 59,948 56.186 76,765 Materials & Supplies (78) 2,900 1,595 6,383 Service and Charges 42,835 85,163 76,113 114,986 Maintenance 5,877 6,740 4,503 16,913 Capital 0 1,100 1,100 310,475 Depreciation 12,760 14,453 14,453 13,551 111,514 170.304 153.950 539,073 5070 Composting Personnel Services 70,139 77,431 73,138 69,657 Materials & Supplies 1,733 4,100 2,545 1.725 Service and Charges 91,265 109.385 109,135 130,332 Maintenance 1,453 5,135 3.660 4,225 Capital 0 7,000 7,000 1,475 Depreciation 12.760 14,453 14,453 13,551 177,950 217,504 209,931 220,965 Total Solid Waste Fund 3,039,103 3,174,012 3,089,011 3,652,304 Management Fund 2440 Public Works Director Personnel Services 149,989 150,586 124,641 0 Materials & Supplies 4,777 5,855 5,650 0 U Service and Charges 29,480 37,382 36,405 0 Maintenance 934 2,3W 650 0 Depreciation 659 1,099 1,099 0 185,839 197,222 168,445 0 2210 Engineering Plans & Specifications Personnel Services 106,911 157,412 157,412 0 ' Materials & Supplies 2,118 2,950 2,650 0 Service and Charges 28,654 29,952 29,147 0 Maintenance 136 500 500 0 Capital 3.650 5,506 706 0 Depreciation 356 1,011 1,011 0 141.825 197331 191,426 0 ' 2220 Engineering Operations & Administration Personnel Services 82,484 99,277 94,260 0 Materials & Supplies 3,257 5,300 5,300 0 Service and Charges 46,612 132,694 132,693 0 ' Maintenance 1,288 1,500 1,000 0 Capital 5,398 22,979 22,979 0 Depreciation 10,519 9,967 9,967 0 149,558 271,717 266,199 0 2230 Right of Way Acquisition Personnel Services 28,814 28,679 24,.982 0 ' Materials & Supplies 1,634 1,990 1,715 0 Service and Charges 15,395 18.747 17,763 0 Maintenance 622 950 750 0 Capital 4,674 0 0 0 Depreciation 390 1,116 1,116 0 51,529 51,482 45,726 0 I Public \1'or'rs Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 _240 Public Construct:ett Management __ Penonne: Services 82.215 ]09.261 1C1,:26 Materials & Supplies 1,1:5 '50 I Service and Charges 20.884 25,982 25.12E '1 Maintenance 1.1.'. 1.444 1.44 0 Capita] 6?9 3941 3.99? ; Deprec:atmn :228 1.594 1,594 - -- --�. 10',258 _- 143.024 133135 1 'tat Management Fund 636.009 W&,.7 6 S15A11 7 Total Public Works Department $ 23,39?,42.1 $ 38,233,132 S 30,978 S 33,800,:69 139 I Public Works Department Personnel Summary 1991 1992 1993 1994 DivisioniTitle Employees Employees Employees Employees Public Works Director Division Public Works Director 1.00 1.00 1.00 1.00 Environmental Affairs Administrator 0.00 0.00 0.00 0.25 Public Works Management Assistant 0.00 1.00 1.00 0.00 Operations Manager 1.00 0.00 0.00 0.00 Senior Secretary 0.50 1.50 1.00 1.00 ' Public Works Analyst 1.00 0.00 0.00 0.00 Engineering Division City Engineer 1.00 1.00 1.00 1.00 ' Staff Engineer 2.00 2.00 2.00 2.00 Project Manager 1.00 1.00 1.00 1.00 Project Inspector 1.00 1.00 1.00 2.00 •' Engineering Technician I 1.00 1.00 1.00 1.00 Engineering Technician 0.00 1.00 1.00 1.00 Senior Drafter 1.00 1.00 1.00 1.00 Drafter! 1.00 1.00 1.00 1.00 Land Agent 0.70 0.70 0.70 0.70 Senior Secretary 1.00 1.00 1.00 1.00 Land Agent/Part—time 2.00 2.00 2.00 2.00 ' Transmission & Distribution Division Water/Sewer System Maintenance Supt. 0.00 1.00 1.00 1.00 Water System Maint. Superintendent 1.00 0.00 0.00 0.00 Sewer System Maint. Superintendent 1.00 0.00 0.00 0.00 • Lead Warehouse Attendant 1.00 1.00 1.00 1.00 Crew Leader 6.00 6.00 6.00 6.00 Field Service Representative 2.00 2.00 2.00 2.00 • Maintenance Worker III 4.00 5.00 5.00 5.00 • Maintenance Worker IV 3.00 3.00 3.00 3.00 Operations Assistant 1.00 1.00 1.00 1.00 ' PW Data Clerk 1.00 1.00 1.00 1.00 Sewer Maintenance & Collection Division Crew Leader 4.00 4.00 4.00 5.00 Maintenance Worker 111 4.00 4.00 4.00 5.00 Maintenance Worker IV 3.00 3.00 3.00 5.00 Sewer Maintenance Tech II 1.00 1.00 1.00 1.00 Warehouse Attendant 1.00 1.00 1.00 1.00 Street Division Street Maint. Superintendent 1.)0 1.00 1.00 1.00 ' Crew Leader 3.00 3.00 3.00 3.00 Maintenance Worker II 4.00 4.00 4.00 4.00 Maintenance Worker III 6.00 6.00 6.00 6.00 Maintenance Worker IV 6.00 6.00 6.00 6.00 Operations Assistant 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 1.00 1.00 Sr. Clerk/Typist 1.00 0.00 0.00 0.00 Public Lands Maintenance Worker 1I 0.00 0.00 0.00 2.00 ' 140 I Public Works Department Personrel Summary Division,Title Solid Waste Division Environimental Affairs Administrator Superintendent Operations Supervisor Lt :d Worker Truck Driver 'fender Truck Driver Crew Worker Operations Assistant Maintenance Worker IV Waste Reduction Coordinator Secretary Parks & Recreation Division Parks & Recreation Director Asst. Parks & Rec. Director Parks Maintenance Supervisor ProgramL vague Coordinator Secretary Maintenance Worker I Maintenance Worker Il Maintenance Worker IV Crew Worker (Part Time) Traffic Division Traffic Superintendent Traffic Signal Technician Maintenance Worker II Parking Enforcement (Part Dime) Traffic Control Technician Data Clerk Total Permanent Positions 1991 1992 1993 Employees Employees Employees I 1994 I Employees 0.00 0.00 0.00 0.75 1.00 1.00 1.00 C.00 1.00 1.00 1.00 1.00 10.00 10.00 10.00 1C.00 6.00 10.00 10.00 10.00 5.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 0.50 0.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 100 1.00 100 1.00 100 1.00 100 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 4.00 1.00 1.00 1.00 1.00 1.50 1.50 1.50 1.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 000 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 1.00 117.20 l2j.2 122.20 129.20 I I I I I Public Works Department Public Works Director Division ' Public Works Director Program Fund 1010 — General Program 6200 ' Program Description, Objectives, and Analysis: The Public Works Director is responsible for the management of seven divisions within the City; Engineering, Parks and Recreation, Solid Waste, Street, Traffic, Water & Sewer and the Waste Water ' Treatment Plant. It is the goal of this program to direct and manage these divisions in a manner that will ensure that the citizens of Fayetteville are receiving the optimum amount of services. It is also the goal of the Director to minimize opertional costs and provide as many services "in—house" as possible, such as engineering and street overlaying. It is the goal of the Environmental Affairs Administrator to effectively manage the Solid Waste Division and ensure that every citizen and commercial business in Fayetteville has a waste disposal option as well an ' option to recyling. The Environmental Affairs Administrator also acts as the Public Works Director's Assistant which includes performing tasks and projects assigned by the Director and assists him with the overall departmental functions of the Public Works Department. Prior to 1994, the Public Works Director Program was funded through the Management Fund. During the 1994 budget process, the Management Fund was merged into General Fund. Al! Management Fund programs were closed and new General Fund program numbers were opened. Refer to program 2440 for actual 1992, budgeted 1993, and estimated 1993 data. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 2.25 Program Expenditures Personnel Services S 0 $ 0$ 0$ 104,317 Materials and Charges 0 0 0 3,300 Services and Charges 0 0 0 17,273 'Maintenance 0 0 0 751 Capital 0 0 0 550 $ 0 $ 0$ 0$ 126,191 1994 Objectives 1. Oversee completion of the 1994 portion of in house construction projects for Engineering, Parks, Streets, and Water & Sewer Divisions. ' 2. Oversee implementation of public works capital projects budgeted for 1994. 3. Award a contract for the continuing operations of the waste water treatment plant. 4. Cooridinate infrastructure improvement efforts with various regional, state, and federal agencies. 5. Oversee the planning of public works projects included in the Five —Year Capital Improvements Program. I I I 142 I Public Works Department City Engineer Division Plans and Specifications Program Fund 10;0 — General Program 6210 Pram Descri tip on, Ohjectrves, and Analysis: This program is designed to provide both in—house and contract engineering services in connection with the Capital Improvements Program and for other Public Works Projects. This Program also provides for engineering services in connection with the water system, sewer system, streets, and drainage. We also respond to other Departmental and citizen requests for various engineering sernces. Our objective is to provide quality in — house engineering for those projects chosen for in—house work, to acquire and manage engineering and construction contracts for work we cannot do in—house, and to provide engineering support for the other Departments and for the general public. Prior to 1994. the Plans and Specifications Program was funded through the Management Fund. During the 1994 budget process, the Management Fund was merged into General Fund. All Management Fund programs were closed and new General Fund program numbers were opened. Refer to program 2210 for actual 1992. budgeted 1993. and estimated 1993 data. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Progam Staff Permanent Positions 0.00 0.00 0.00 4.70 Program_Expenditures Personnel Services $ 0 $ 0 $ 0 $ 200.048 Materials and Charges 0 0 0 2.450 Services and Charges 0 0 0 6,180 Maintenance 0 0 0 500 Capital 0 0 0 950 S 0S 0S 0$ 210,128 I I I I I 1 I I ' Performance Measures Actual Budgeted Estimated Budgeted I 1992 1993 1993 1994 DemandWorkload , 1. In—house preparation of plans 0 0 0 8 and specifications for P1W Projects 2. Management of P(W Projects 0 0 0 20 3. Management of Eng Contracts 0 0 0 10 4. In— house studies and reports 0 0 0 3 Results The results expected from this program are 1) preparation of quality plans and specifications in a cost effective and timely manner. 2.) the management of construction projects so as to insure conformation with the approved plans and specitcations, and 3) completion of in— house studies in connection with the sewer system, water system, and street and drainage specifications. I I 143 I L I fl Public Works Department City Engineer Division Operations & Administraticn Program Fund 1010 — General Program Description Objectives and Analysis: The purpose of this program is to administrate the other programs of the City Engineering Division, maintain records of subdivisions, land use, water line, sewer lines, and other city related maps. The program also provides technical review of all subdivisions, Lot Splits, and Large Scale Developments submitted to the Planning Commission for approval. Additional duties include the responsibility for administration of the Grading and Excavation Ordinance and the detailed review of detailed plans and specifications for Public Works projects submitted by private developers. Prior to 1994, the Operations & Administration Program was funded through the Management Fund. During the 1994 budget process, the Management Fund was merged into General Fund. All Management Fund programs were closed and new General Fund program numbers were opened. Refer to program 2220 for actual 1992, budgeted 1993, and estimated 1993 data. Program 6220 ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 3.30 Program Expenditures ' Personnel Services $ 0 $ 0 $ 0 $ 115,739 Materials and Charges 0 0 0 4,320 Services and Charges 0 0 0 18,045 Maintenance 0 0 0 1,000 Capital 0 0 0 450 $ 0 $ 0 $ 0 $ 139,554 ' Performance Measures ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload 1. Subdivisions reviewed and reports 0 0 0 55 prepared for the planning commission 0 120 2. Planning Commission reports 0 0 ' prepared for tandem lots, lot splits, LSD's, and ROW's 100 3. Grading plans reviewed & Appr. 0 0 0 4. Management of City projects 0 0 0 20 Results The results expected from this program are: 1) management of the City's Capital Improvement Program (as it relates to public works construction) and other city construction projects in such a way as to complete the engineering, right of way acquisition, and construction in a cost—effective manner and in the planned time frame, 2) insurance that subdivisions and other matters reviewed for the planning commission results in projects that meet all city codes and regulations, 3) a close working relationship with other departments of the City and with the general public. ' 144 Public Works Department City Engineer Division Right of Way Acquisition ' Fund 10l0 — General Program 6230 Program Description, Objectives, and Analysis: This purpose of this program is to acquire rights of way and easements necessary facilitate %arious capital improvements, to maintain the City records of easements. rights of way, and other lands, to handle the sale arid purchase of property, and to respond to inquiries and requests from other City Departments and to she general public Prior to 1994. the Right of Way Program was funded through the Management Fund. During the 1994 i' idget prncc •s, the Management Fund was merged into General Fund. All Management Fund programs were closed and new General Fund program numbers were opened. Refer to program 2230 for actual 1992. budgeted 1993, and estimated 1993 data. Actual Budgeted Estimated Budgeted 1992— — 1993 1993 1994 Pro gram Staff Permanent Positions 0.00 (1.00 0.M] 1.70 Program Expenditures Personnel Sen,ces $ J S 0 S 0$ 22.944 :Materials aid Charges Services and Charges 0 0 0 0 0 0 1.660 7.550 Mair.:enance C 0 0 750 Capital 0 0 0 400 $ 0 $ 0 $ _0 S Performance Measures Derr.ar.d Workload _ 1. Projects requiring the acquisition of easements and rights of way 2. Management of appraisal service Crntracts 3. Acquisition and disposal of pricpertics Actual Budgeted Estimated Budgeted 1992 993 1993 1994 0 0 0 10 0 0 0 5 0 0 0 5 Results The anticipated results from this program are the timely acquisition of easements and rights of way connected to public works constructions, the sale and acquisition of properties to an appropriate and cost effective manner, and the start of a computer based land management system. 145 I I I L I I Public Works Department City Engineer Division Public Construction Program Fund 1010 — General Program Description, Objectives1 and Analysis: The purpose of this program is to provide inspection and construction management for projects engineered in—house, to provide supplemental inspections for City projects being done by private engineering firms, and to provide supplemental inspection services for public works facilities being constructed by private developers. Responsibilities include making recommendations on final acceptance of all projects constructed for City ownership and maintenance. Prior to 1994, the Public Construction Program was funded through the Management Fund. During the 1994 process, the Management Fund was merged into General Fund. All Management Fund programs were closed and new General Fund program numbers were opened. Refer to program 2240 for actual 1992, budgeted 1993, and estimated 1993 data. Program 6240 ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 3.00 Program Expenditures Personnel Services $ 0 $ 0 $ 0 $ 86,181 0 0 0 300 Materials and Charges 0 0 13,619 Services and Charges 0 Maintenance 0 0 0 1,900 Capital 0 0 0 3,060 $ 0 $ 0 $ 0 $ 105,060 Performance Measures ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload 0 55 Subdivision Construction Projects 0 0 0 0 0 10 ' City Construction Projects Results The expected results from inspection efforts are: 1. Insurance that the public improvements involved in the subdivision are built in conformance with the approved plans and specifications. 2. Insurance that all of the materials and performance tests required are successfully passed. 3. A recommendation from our inspectors on the final acceptance of the work. I J Public Works Department Parks & Recreation Division Administration Program Fund i01C — General Program 5200 Program Description, Objectives, and Analysis: Plan. schedule, budget, execute, monitor, and evaluate the seven Parks and Recreation Division programs including S%&imming Pool, Recreational Transfers, AthleticsPrograms. Administration. and ParkBallfield'Zake Maintenance. in the most efficient and cost effective manner that meets the public's reeds for services, facilities and programs. 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. I I El Administration is responsible for performing all necessary record keeping tasks and schedules that are essential to the operations of the Parks and Recreation Division. Adminstration formulates policies for park staff, facilities, and programs and responds to citizens concerning all park matters. The Parks Division is responsible for 3.110 acres of parks. Program Staff Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Actual Budgeted 1992 1993 3.00 3,00 $ 82.036 $ 2,032 35,498 164 0 $ 119,730 $ 93,847 $ 2,255 40.671 1.060 1,250 139,083 $ Estimated 1993 I Budgeted 1994 _ ' 3.00 I 86.578 $ 89.980 2.255 2.120 40,333 10,806 900 1,000 1,250 425 131,316 $ 104,331 1 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Programs supervised/budget 7 7 7 7 Safe, clean parks 23 24 24 24 PRAB meetings 36 21 21 21 Public Relations Presentations 13 18 18 18 Park Public Meetings 7 7 8 8 Full TimefPart Time Employees 10,133 1035 10135 10/40 # Parks Scheduled Events 167 100 260 300 Results PRAB Meeting Hours 60 52 52 52 # Capital Projects Completed 16 12 5 6 # Groups Adopting Parks 17 8 8 10 c!c Reports Complete 100% 100% 100% 100%r 147 1 I I I I I I Public Works Department Parks & Recreation Division Swimming Pool Program Fund 1010 — General Program Description, Objectives, and Analysis: Provides recreational and swimming instructional opportunities in a controlled, yet safe environment, for citizens of all ages at Wilson Park City Pool during the summer season. ' Provide a diversified program consisting of recreation, lap swim, swimming instruction, water aerobics and party rentals to attract all interested citizens. • Offers a quality instructional swimming program in the morning and evening for all ages and skill levels. ' Schedules the pool to meet the needs of special interest groups such as daycamps, day cares, scouts, swim team, parties and gatherings. ' Provide maintenance to operate the pool in a safe, clean and efficient manner. ' Train and supervise pool staff to operate the pool in a safe, sanitary environment for the public to enjoy. Program 5210 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.12 0.12 0.12 0.12 Part—time Positions 18.00 18.00 18.00 20.00 18.12 18.12 18.12 20.12 Program Expenditures Personnel Services S 43,203 $ 64,473 $ 64,458 $ 65,449 Materials and Charges 16,889 21,881 18,615 18,825 Services and Charges 17,964 16,699 16,500 20,149 Maintenance 5,429 5,649 5,649 6,224 Capital 801 600 600 3,470 $ 84,286 $ 109,302 $ 105,822 $ 114,117 Performance Measures ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Days of Swimming 93 91 86 91 Hours of Operation 891 872 824 872 ' Staff His to Operate Pool 8,795 9,560 9,000 9,000 Swim Class Enrollment 551 500 575 500 Highest Daily Attendance 888 888 905 900 ' Total Attendance 33,056 28,000 30,000 33,000 Average Daily Attendance 364 365 365 365 Results Cost/Participant $2.55 $3.61 $3.53 $3.72 Cost/Hour of Operation $94.60 $119.60 $128.44 $127.89 Cost/Participant minus revenues $0.99 $1.83 $1.79 $1.98 Number of Accident Reports 8 8 8 8 Revenue Produced $51,408 $50,000 $52,000 $52,000 148 Public Works Department ' Parks & Recreation Division Athletics Program ' Fund 1010 - General Program 5220 Program Description, Objectives, and Analysis: Provide recreational opportunities for the public through sport leagues. clinics, summer playground and instructional programs. Conduct sport leagues for }Muth and adult in basketball, softball. volleyball. and tennis. , Provide summer recreation playground programs for youth at Ashell and Jefferson Parks. Schedule summer recreation trips for youth. Provide instruction in aerobics, dance, tennis. martial arts, and arts and craft programs. Provide wholesome recreation activities in low income housing additions in cooperation with the University ' of Arkansas recreation program. Cooperate with hobby groups to meet their needs for programs and facilities. Actual Budgeted Estimated Budgeted , 1992 1993 _ 1993 _ 1994 Program Staff Permanent Positions 1.00 1.00 1.00 1.00 Part-time Positions 7.00 7.W 7.00 7.00 8.0(l 8.00 8.00 ____ 8.00 Program Expenditures Personnel Services S 36,214 $ 40,228 $ 39.836 $ 40,770 Materials and Charges 426 430 430 850 Capital 0 0 0 250 ' $ 36,640 $ - 40.658 $ 40,266 S _ 41 Performance Measures Actual Budgeted Estimated Budgeted :992 1993 1993 1994 Demand;Workioad __ #Teams,Participants Basketball 49,588 63156 63756 63756 #Teams(Participants Volleyball 20,240 20:240 25300 25100 #TeamsiiParticipants Softball 1442635 155/3100 155/3100 155,3100 #Participants Summer Tennis 175 200 200 200 ' #Participants Martial Arts 220 250 250 250 #Partic. Aerobics/Dance 259 250 250 250 #Summer Playground Von—Dupl. 100 100 100 100 #Arts & Crafts Dupl. 2,000 2,200 2,200 2.200 ' Results Average Cost/Team $172.02 S155.32 $165.70 S169.63 Average Cost/Participant $4.45 $5.21 $9.69 $9.92 Maintain or Increase Panic. 6,217 7,096 7,156 7,156 149 1 I I I C I I I I I I I I I I I I I I Public Works Department Parks & Recreation Division Recreation Center —Transfers Program Fund 1010 — General Program Description, Objectives, and Analysis: Provide secondary funding for the Youth Center, Adult Center and Squa. a Gardens. Each agency has a volunteer Board of Directors and generate a large portion of their operating funds. The Parks and Recreation Division provides financial assistance to the Youth Center and Adult Center that serves Youth, Adults, and Senior Citizens within the community. Program 5230 Financial support is provided to Downtown Fayetteville Unlimited in order to enhance the beauty and attraction of Downtown Fayetteville by maintaining the Square Gardens. The Square Gardens has been declared a City Park. Program Staff Permanent Positions Program Expenditures Services and Charges Capital Actual Budgeted 1992 1993 Estimated 1993 Budgeted 1994 0.00 0.00 0.00 0.00 $ 123,213 $ 125,228 $ 125,228 0 14,343 14,199 $ 123,213 S 139.571 $ 139.427 Performance Measures $ 130,499 0 $ 130.499 Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload FYC Youth Memberships 2,213 2,750 2,750 2,850 FYC Adult/Family Memberships 398 550 550 575 FYC Attendance 235,000 275,000 275,000 285,0 Adult Center Memberships 147 200 200 Adult Center Attendance 31,597 33,000 33,000 35,200 Elderly Serv/Nutrition Prog 6 sites 6 sites 8 sites 8 sites Results Cost per FYC member $30.61 $25.54 $25.54 $25.88 Youth Center cost per visit $.34 $31 $.31 $.31 Cost per Adult member $176.87 $135.00 $135.00 $140.00 Adult Center Cost per visit $.82 5.82 $.82 $80. 80 Elderly Meals Served 120,336 122,000 122,500 123 I 150 Public Works Department Parks & Recreation Division Library Program ' Fund 1010 — General Program 5240 Proam Description, Oh'.ectives, and Analysis: The library's function is to he responsive to the expectations of the community by meeting the educational, recreational, and informational demands in a service —oriented atmosphere. Every task performed by the staff is for the purpose of prodding our patrons with the materials they need or want. The three areas of major concern to libraries are physical plant size, size and condition of the collection, and adequate trained staff to meet the demands for service. Naronal statistics indicate that we are currently operating with 12 the average staff size. Statistics for square feet per capita and volumes per capita are also well below the averages. At the same time, we are experiencing increased demands for our services beyond any previous projections. There can he little argument that this program is an asset to the City and that our services reach a broader spectrum of citizens than any program that the City has to offer. Approximately half of the library's funding is from City sources, the balance is .rim a county wide property tax and other miscellaneous revenue. ' Actual Budgeted Estimated Budgeted 1992 1993 1993_ _ 1 _ 994 I Program Staff Permanent Positions 14.97 17.44 16.68 17.76 Program Expenditures ___ Services and Charges $ 237,574 S 258,246 $ 257,841 $ 256,622 Capital 0 8,778 8,778 0 S __237,574 S 27,024 $ _ 266,619 $ _ 256,622 Performance Measures ' Actual Budgeted Estimated Budgeted 199.2 1993 19.93 _ _ 1994 Demand/Workload _ Service area Population 61.726 61,742 62,510 63,300 Annual patron Visitations 201,544 216,080 216,080 220.550 Annual Program Attendance 11,617 15,600 2.0.000 23,370 Annual Circulation 288.949 282,300 290,000 297,617 Annual Reference Transactions 31,000 31.355 31,355 32,000 Annual In—house Materials Use 368,886 370,452 375,000 381,000 Annual Requests Reserved 4,800 4.800 5,640 6,120 Results __ Holdings per capita 1 1 1 1 FTE Service Staff 15 17 17 18 Daily Circulation 923 899 923 948 , Daily In—house Lase 1,179 1,180 1,194 1,213 Annual Volunteer Hours 4,466 3,300 5,000 5,000 Annual Library Cards Issued 4.006 3,805 4,000 4,150 151 1 I I I C I I I I II 7 iJ I I I I I Public Works Department Parks & Recreation Division Lake Maintenance Program Fund 1010 — General Program Description1 Objectives, and Analysis: Operate, manage, and maintain Lake Fayetteville, Lake Sequoyah, and Lake Wilson to meet the needs of the public. Award annual contracts to Boatdock Operators at Lake Fayetteville and Lake Sequoyah to manage the lakes according to the City Ordinances. 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 that will enhance the parks and keep them safe for public use. Cooperate with the Arkansas Game and Fish Commission in stocking the lakes with fish and abiding by their regulations. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program 5250 Program Staff Permanent Positions 0.08 0.08 0.08 0.08 Program Expenditures Personnel Services $ 0 $ 6,903 $ 6,470 $ 2,140 Materials and Charges 1,473 1,860 1,860 1,660 Services and Charges 53,285 48,249 48,249 51,231 Maintenance 2,102 6,962 6,931 2,335 Capital 0 1,200 1,200 1,890 $ 56,860 $ 65,174 $ 64,710 $ 59,256 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload 6,500 6,500 6,500 #Daily Fishing Lake Fay 5,256 5,000 5,000 #Daily Fishing Lake Seq 5,524 5,000300 #Season Fishing Lake Fay 252 300 300 273 225 225 225 #Season Fishing Lake Seq 64 64 64#Boat Stalls Rented Lake Fay 50 33 #Boat Stalls Rented Lake Seq 37 33 33 Results Lake Fay Expenses $33,055 $30,900 $30,900 $30,900 Lake Fay Income $30,713 $32,000 $32,000 $32,000 Lake Seq Expenses $23,523 $28,565 $28,565 $28,206 Lake Seq Income $21,265 $21,000 $21,000 $21,000 Cost/Participant Lake Fay $6.00 $4.54 $4.54 $4.54 Cost/Particpa.i.:ake Seq $4.06 $5.47 $5.47 $5.40 I 152 Public Works Department Parks & Recreation Division Park Maintenance Program Fund 10111— General I Program 5260 ' Program Description, Objectives, and An Psis: Provide maintenance for all park acres and facilities to ensure safe and clean parks for puhiic use. This includes mowing, tnmming, litter control. irrigation, facility maintenance, facility installation. horticultural works and special projects. Provides maintenance to 24 City Parks and 6 School Paris as scheduled utilizing available manpower and resources efficiently. ?'ans new facilities for the parks based upon public demand. Coordinates and supervises park maintenance and special projects with volunteer groups from the Adopt —A —Park Program. Bambino Baseball Assoc., Babe Ruth Baseball, American Legion, Soccer Assoc.. Park Volunteer Program. Public Service Program, Youth Bridge, JTPA. Service Clubs, Garden Clubs. Boy Scouts, Girl Scouts, and Sororities/Fraternities. Program Staff Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Demand,Workload Playgrounds Maintained Park Sites Maintained Total Park Acreage Park Acreage Manicured Restrooms Maintained Tennis Courts Maintained # Park Volunteers Results Acres MowediYear lrtter,!Rcstroom Hours/Year Playground/Gen Maint Hrs/Year Park Volunteer Hours/Year Actual Budgeted 1992 1993 — 3.80 3.60 $ 109 $ 4.785 187.765 20.612 3.105 5 216,376.5 _ Estimated Budgeted 1993__ 1994 3.80 I I I I fl Li 4.05 1 1 117.991 $ 117,594 $ 141,324 15.049 11.549 4.180 70.410 61.430 65,680 29.92'1, 29.9'.2 35.124 800 800 3.995 234,172 S 221,295 $ -__25&303 , Performance Measures 1 Actual Budgeted Estimated Budgeted 1992 _ 1993 - 1993 1994 11 12 12 12 23 24 24 25 3,110 3,110 3,137 3,137 199 208 208 208 8 9 10 10 9 9 9 9 2(X) 200 300 300 2,976 3,000 3.3000 3,300 2,000 2,000 2.000 2,000 2,500 2.500 2,500 2.500 2.563 3,000 3,000 3,000 1 153 I I Fund 1010 — General Public Works Department Parks & Recreation Division Ballfield Maintenance Program Program 5270 Program Description Objectives and Analysis: Maintains, repairs and renovates all athletic fields within the City to ensure safe and high quality facilities ' that meet the needs of the softball, baseball, and soccer leagues. Provide daily maintenance and field preparation for eight softball/baseball fields, and give assistance to the Bambino Baseball Association and Soccer Association as needed. All work performed is to enhance the 'playability and safety of the athletic fields and programs. Manage and operate the concession stand at Lake Fayetteville Softball Complex to provide service and ' support to the athletic programs. Schedules and conducts tournaments at the City Parks to provide fair and competitive play for the ' participants, to enhance the possibility for the local teams to qualify for State playoffs, and to generate funds. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 2.00 2.00 2.00 2.75 Program Expenditures ' Personnel Services $ 9,790 $ 85,335 $ 81,513 $ 89,432 Materials and Charges 16,608 20,274 14,834 15,700 Services and Charges 105,697 44,599 40,324 47,485 Maintenance 23,244 36,858 29,975 35,377 Capital 0 1,276 1,276 950 $ 155,339 $ 188,342 $ 167.922 $ 188,944 Performance Measures ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Softball Fields 6 6 6 6 Bambino Baseball Fields 6 6 7 7 ' Soccer Fields 9 9 12 15 Babe Ruth/American Leg Fields 3 3 3 3 Team/Part Adult Softball 1452678 145/3100 145/3100 147/3140 Team/Part Girls Softball 26/364 28/396 31/449 32/465 Team/Part Soccer 61/800 65/850 75/872 78/900 Team/Part Bambino Baseball 64/900 64/900 78/1055 80/1687 ' Team/Part Babe Ruth Baseball 17238 171238 18/220 181220 Team/Part American Legion 2/32 2/32 2/32 2/32 ' Results Ballfield Maintenance Hours 3,300 4,580 4,580 4,580 Concession Stand Income $25,762 $26,000 $26,000 $26,000 ' 154 Public Works Department Traffic Division Administration & Enforcement Program , Fund 1010 — General Program 5300 Program Description, Objectives, and Analysis The Administration and Enforcement program maintains all the Traffic Division records accurately and administers parking meter regulations in the central business district. The priman' duties of the staff are the regulation of all parking spaces in the CBD; to increase the public 1 awareness of the ordinances which regulate parking; and to he responsive to the needs of the citizens regarding requests. complaints, parking tickets, parking meters. traffic signs, and traffic signals. Additional staff duties include: implementation of the Work Order, Automated Service Request. the Parking Ticket, and the Inventory Software. Responsihilties also include maintaining personnel. office supplies, and other records while assisting the Traffic Division Superintendent. Actual Budgeted Estimated Budgeted 1992 _ 1993 _ 1993 1994 Program Staff_ _ _ Permanent Positions 2,00 2.00 2.00 2.00 Program Expenditures Personnel Services $ 26,562 $ 35.589 $ 34,286 $ 35,217 Materials and Charges 3,508 1,060 1.048 1,000 Services and Charges 37.935 46.171 46,031 19,233 Maintenance 181 240 240 250 Capital 0 0 0 150 S 68,1236_ S 83060 $ --- 811605 S ___55,850_ Performance Measures Actual Budgeted Estimated Budgeted ' 1992 _ 1993 1993 _ 1994 Demand/Workload On —street metered spaces 319 319 319 319 Off—street metered spaces 356 356 356 356 Gated rental spaces 273 273 267 267 Parking Deck spaces 270 270 270 270 Un—metered spaces 84 84 575 575 Results Parking tickets written 14,166 20.000 18,000 20,000 Spaces rented 543 543 543 543 Parking revenue 219,871 233.719 226,430 230,409 Li 155 C I I L I I H I I I P Public Works Department Traffic Division Engineering & Planning Program Fund 1010 — General Program 5310 Program Description Objectives and Analysis: The Engineering & Planning Program administers 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. The program goal is to supervise and manage the Traffic Division in a manner consistent with the stated goals of the Mayor and the Public Works Director. The Program duties include: supervising six employees; managing three programs; and administering a $300,000 budget. The Engineering & Planning Program provides the traffic studies and data necessary to manage the Traffic Division as efficiently as possible and to other Departments as requested. Program Staff Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Actual Budgeted 1992 1993 Estimated 1993 Budgeted 1994 1.00 1.00 1.00 1.00 $ 43,618 $ 45,453 $ 45,406 $ 45,964 367 1,761 1,761 1,100 4,970 4,892 4,892 3,155 216 600 600 450 0 0 0 400 $ 49,171 $ 52,706 $ 52,659 $ 51,069 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Employees supervised 5 5 6 6 Programs Managed 3 3 3 3 Citizen request received 337 700 496 500 Traffic studies 50 50 50 50 Results Training sessions 3 3 3 3 Citizen request answered 277 700 496 500 ' Traffic studies completed 40 50 30 50 I 156 Public Works Department Traffic Division Traffic Control & Parking Meter Maint Program ' Fund 1010 — General Program 5320 Program Description, Objectives, and Analysis: The Traffic Control & Parking Maintenance Program provides installation and maintenance of traffic control devices as warranted by the Federal Highway Administration MLTCD (Manual on Uniform traffic Control Devices): To ensure public safety for citizens traveling public streets through strategic planning and maximum utilization of available resources. This Program will he responsible for the installation oany new traffic signals nit insta:led by the AHTD. T'Le traffic signal installation at Hwy 265 & Township should he completed in the fall of 1993 or early spring 1994. In addition to regular maintenance responsibilities, this program will he given the maintenance of the 17 , intersection Closed —Loop Signal System which is scheduled for installation by the AHTD in the summer of 1994. ' Actual Budgeted Estimated Budgeted 1992 1993 _ 1993 -- 1994 Program Staff Permanent Positions 2.00 3.00 3.00 3.00 Program Expenditures - Personnel Services $ 3 S 71,396 $ 68,307 S 74,386 Materials and Charges 11,897 15,805 15,805 8.069 Servwes and Charges 118.201 65,736 65,636 62.130 Maintenance 8.181 14.562 14,562 16,977 Capital 1%482 18?W 18,700 300 $ 155,?6M $ 186,199 $ =183,010 $ _ 161,862 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 - Demandr`Workload Signs 5000 5,000 5,200 5,200 Traffic Signals 40 40 43 45 Parking Meters 675 675 675 675 Contracted miles of striping 30 30 30 30 Results Sign. repairs 1,629 1,500 1,660 1,600 Signal Repairs 192 180 200 200 Parking Meter Repairs 338 500 700 700 Stnp{ng contracted (miles) 30 30 30 30 Work Orders issued 821 1.000 700 700 157 ' I I I I I L Public Works Deparment Street Division Public Lands Maintenance Fund 1010 — General Program Description Objectives, and Analysis: This program provides the manpower and equipment to maintain publicly owned property and all existing improvents thereon, such as sprinkler systems, lighting, etcetera. Mowing, weedeating, clean—up of debris and general cleaning are included in this program. Sites include. but are not limited to: Parking Lots, Metered and Non —Metered; Sewer Lift Stations; Radio Tower Property; Planter Boxes along N. College Avenue, and the City's Downtown Square. Program 5450 Public Lands Maintenance program provides the City the opportunity to consolidate the cost of maintaining parking lots, planted boxes, entryways, the downtown square, and miscellaneous other parcels of city owned land. ' Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 2.00 Program Expenditures ' Personnel Services $ 0 $ 0 $ 0 $ 34,074 Materials and Charges 0 0 0 0 Services and Charges 0 0 0 5,687 ' Maintenance 0 0 0 1,050 Capital 0 0 0 1,500 $ 0 $ 0 $ 0 $ 42,311 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Parking Lots to Clean (X 6) 0 0 0 60 City —owned Lots to Mow (X 3) 0 0 0 36 ' Improvements to Maintain 0 0 0 22 Mow/Weed Parking Lots (X 10) 0 0 0 100 Hours of Tree Trimming 0 0 0 1,040 Results Parking Lots Cleaned 0 0 0 60 ' Hours of Mowing 0 0 0 1,000 Hrs. Maintaining Improvements 0 0 0 400 Hrs. of Hand Mowing/Weeding 0 0 0 1,373 Hours of Tree Trimming 0 0 0 1,040 I Public Works Department Street Division Street Operations & Adminis•ration Program Fund'.100 — Street Program Desenption, Objectives, and Analysts: To administer, manage, and supervise all Street Division activities in a cost effective, efficient manner consistent with the stated goals of the Mayor and City Council and to ensure maximum ;rcnefits for the citizens of Fayetteville in all areas where maintenance dollars are expended. I Program 4100 I The Street Division utilizes 24 full—time and 4 to 10 seasonal employees engaged in 44 various activities encompassed in 5 Program Areas: 1. Operations and Administration; 2. Right —of —Way Maintenance: 3. Street Maintenance: 4. Drainage Maintenance; and 5. Public Lands Management. Besides ensuring proper planning and timely completion of these activities, this Division also receives, inspects, schedules, and completes approximately 2,500 requests for service from citizens and Central Dispatch annually. Program Staff Permanent Positions Actual Budgeted 1992 1993 3.00 3.00 Proam Expeflditures _ Personnel Services $ 53,482 $ 132.117 Materials and Charges 11.353 7,595 Services and Charges 373,488 372,966 Maintenance 5,194 5,779 Capital 0 3.850 $ 443,517 $ 522,307 Demand -Workload CIP Projects to Manage Programs to Manage Streets/Sidewalks to Evaluate Service Requests Received (Includes Emergency Calls) Miles of Streets to Improve (In House) Results Value of Cl? Projects to Manage Programs Managed Streets!Sidewalks Evaluated Service Requests Reoolved Miles of Streets Improved Performance Measures Actual Budgeted 1992 1993 Estimated 1993 3.00 I I I Budgeted I _ 1994 3.00 I $ 116,040 $ 137,101 7,595 6,500 370.596 375,417 4,500 6,350 3,850 2,000 S - 502,581 $ 527.369 I Estimated Budgeted 1993 1994 0 0 1 1 4 4 5 5 5,603 2,297 4,364 4,400 1,363 875 2,500 2,500 0 0 13 12 I 0 0 $600.000 $600,000 ' 4 4 5 5 5.603 2.297 4,364 4,4(X1 1,363 875 2,500 2,500 I 0 0 13 12 159 ' LI I Li I I I Li El C I I Public Works Department Street Division Right of Way Maintenance Program Fund 2100 — Street Program 4110 Program Description, Objectives and Analysis: This program provides the manpower and equipment to maintain attractive and safe rights —of —way along city property, on traffic islands, and any other areas not required to be maintained by property owners. Included above are emergency cleanup of street rights —of —way in response to storms or other extreme situations, mowing of required rights —of —way eight times per year, and trimming around traffic islands and city maintained rights —of —way. To obtain these objectives, a greater effort must be made by the citizens of Fayetteville to assist in maintaining street rights —of —way adjoining their property in an acceptable condition (as required by ordinance). Program Staff Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 3.70 3.60 3.60 3.60 0 $ 116,786 $ 113,763 $ 112,492 2,799 3,615 2,520 0 168,988 41,743 40,743 69,584 788 4,780 4,631 4,750 0 0 0 2,750 $ 172,575 $ 166,924 $ 161,657 $ 189,576 ' Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload Lane miles of right—of—way 240 245 245 245 ' (425 miles Total) Hand 3 700 Trimming (Hours) 1,000 3,700 2,000 R.O.W. Cleaning (Hours) 2,520 2,520 1,000 1,500 Tree/Limb Removal (Hours) N/A N/A 1,500 1,500 Results Lane miles mowed 1,981 1,960 1,600 1,960 Labor Hours Trimming 2.889 3,700 2,000 3,700 Labor Hours Cleaning 1,099 2,520 1,000 1,500 Labor Hours Tree/Limb Removal N/A N/A 1,500 1,500 160 Public Works Department Street Division Street Maintenance Program Fund 2100 — Street Program Description hjectives, and Analysis; To maintain the public streets of Fayetteville in the best possible condition, free from defects and safety hazards, while providing the most cost effective maintenance techniques far all city streets. This program provides :he manpower and equipment to maintain all city streets, including those of concrete, asphalt, chip seai. and gravel construction. Planned services include, but are not limited to: Pot Hole Patching, Spot Surface Repairs, Asphalt Overlays, Crn.ek Sealing, Street Cut Repairs, Repair of Suh—Base. Gravel StreelMaintenance, Curb and Gutter Repairinstallation, Shoulder Repair. Street Sidewalk Evaluations, Stockpiling of Materials, Guardrail RepairInstallation, Street Sweeping, and Work for Other Departments. Included in this program are Snow and Ice Removal and Storm Damage Repairs. During the winter months. personnel are scheduled 24 hours per day. as needed. to insure the safest possible travel conditions. The Street Division also responds to emergency calls as situations merit. J Program 4120 I Actual Budgeted Estimated Budgeted 1992 _ 1993 1993 __ _ 1994 Program Staff _ __ Permanent Positions 10.25 10.25 10.25 10.25 Program Expenditures Personnel Services $ 0 $ 271,985 $ 270.(67 $ 272.299 Materials and Charges 129,878 237,243 237,243 167,750 Services and Charges 984,648 476,932 446,950 414,937 Maintenance 0 44,402 35,000 35,000 Capital 0 135,676 14,440 11,100 $ 1;114.526 $ 1,166 $ 1,003,700 S _401,086 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 _ 1994 Demand/Workload Asphalt in Pot Holes (Tons) 401 230 200 230 Streets to Overlay (Sq. Yds.) 0 0 130,048 130,000 Street Cuts to Repair (Each) NA 400 300 400 Street,Sidewalk Evaluations 5,603 2.200 4,364 4.400 Street Sweeping (Lane Miles) 4,711 2.880 2,904 2,904 Wcrk for Other Depts. (Hrs.) 4.704 320 4,500 8,000 Results Asphalt in Pot Holes (Tons) 401 230 200 230 Sq. Yds. of Streets Overlaid 0 0 130,048 130,000 Street Cuts Repaired N/A 400 300 400 Streets/Sidewalks Evaluated 5,603 2.200 4,364 4,400 Street Lane Mils Swept 4,711 2,880 2,904 2,904 Hours Worked for Other Depts. 4,704 320 4,500 8,000 I n I I II I I I I I 161 ' I I I I I I Public Works Department Street Division Drainage Maintenance Program Fund 2100 - Street Program 4130 Program Description, Objectives, and Analysis: To ensure drainage systems on public rights —of —way and improved drainage systems accepted by the City are free of uncontrolled growth and blockages. This program provides the manpower and equipment needed to keep the water flowing through our ditches, drain tiles, and bridges. Included among the activities performed are: Cleaning and Reshaping of Drainage Ditches, Removing of silt and debris from Drop Inlets, Power Washing of blocked Driveway Tiles, Installation of Drain Tiles and French Drains, Inspection and Cleaning/Maintenance of the City's Bridges, and related repairs/construction to various concrete drainage structures. The maintenance listed above is restricted to street rights —of —way and drainage easements only, and is performed in order to provide needed drainage capacity and to reduce flooding incidents. Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 Program Staff Permanent Positions 5.05 5.15 5.15 5.15 1 Program Expenditures ' Personnel Services $ 0 $ 133,330 $ 132,732 $ 135,078 Materials and Charges 27,850 35,979 23,979 23,500 Services and Charges 276,157 139,028 121,477 160,689 ' Maintenance 0 21,776 5,000 10,000 Capital 330 900 900 6,750 $ 304,337 $ 331,013 $ 284,088 $ 336,017 1 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 'Demand/Workload Drain Cleaning (Each) 1,701 700 1,400 700 ' Wash Drain Tiles (Feet) 667 650 1,000 650 Ditch Cleaning (Feet) 32,134 51,030 53,000 75,000 Install French Drain (Feet) N/A 3,000 3,000 3,000 Install Drain Tile (Feet) N/A 1,000 1,500 1,000 'Bridge Cleaning/Maint. (Each) 40 109 109 109 Results Drains Cleaned 1,701 700 1,400 700 Feet of Drain Tiles Washed 667 650 1,000 650 Feet of Ditches Cleaned 32,134 51,030 53,000 75,000 ' French Drain Installed N/A 3,000 3,000 3,000 Feet of Drain Tile Installed N/A 1,000 1,500 1,000 Bridges Cleaned/Maintained 40 109 109 109 162 Public Works Department Street Division Street Construction Program Fund 2100— Street Program 5500 Program DescriptioonObjectives, and Analj is: Street Construction Program captures the cost associated wth upgrading, constructing and reconstructing city streets utilizing Street Fund funds. Program Staff Permanent Positions Actual Budgeted 1992 __ 1993 0.00 0.00 Estimated 1993 0.00 Budgeted 1994 Program Expenditures Services and Charges $ 44,147 $ 13,000 $ 13,000 $ 0 Cap :al 10,933 117,000 117,000 0 $ SS,OF(l $ 130,00(7 $ 130,000 S _ 163 Public Works Department Street Division Construction of Drainage Structures Program Fund 2100 - Street Program 5520 Program Description, Objectives, and Analysis: Construction of Drainage Stuctures Program captures the cost associated with upgrading, constructing, and reconstructing city bridges, culverts and other drainage structures utilizing Street Fund funds. Actual 1992 Program Staff Permanent Positions 0.00 Budgeted Estimated Budgeted 1993 1993 1994 0.00 0.00 0.00 Program Expenditures Services and Charges $ 5,553 $ 0 $ 0 $ 0 Capital 0 279,931 241,147 0 $ 5,553 $ 279,931 $ 241,147 $ 0 164 Public Works Department Water Supply Division Water Purchased Program Fund 5400 — Water & Sewer Program 3900 Program De scriptionObjectives andAnalysis:_ Water Purnchases Program captures the cost to the City for water purchases made from Beaver Water District in accordance with the water supply agreement the City and Beaver Water District. Program Staff Permanent Positions Program. I xpcnd:tures Services and Charges Depreciation Actual Budgeted Estimated 1992 1993 _ 1993 0.00 0.00 0.00 Budgeted 1994 0.00 S 3.968,965 $ 4.495,000 $ 4,010.833 S 4,99,100 77.186 67.351 67.351 77,186 S 3946.151 $ 4,55Z351 $ 4,078,184 S 4.995,296 165 I U I I I I I I n .J I Public Works Department Transmission & Distribution Division Water Administration Program Fund 5400 — Water & Sewer Program 4000 Program Description, Objectives, and Analysis: To manage the operations and maintenance of the Water Maintenance Division. The Water Maintenance Division maintains the water distribution systems for the Cities of Fayetteville, Farmington, Greenland, Wheeler, and the growth areas. The water distribution system consists of 400 miles of water mains, 1,300 fire hydrants, 14,000 water valves, 8 water storage tanks, 4 lake dams, and 6 water pump stations, servicing 22,000 customers. Water Administration cost per customer will he reduced in 1994 due to a reduction in the "Water in Lieu of Taxes" account. Program Staff Permanent Positions Program Expenditures Personnel Services Materials and Charges Services and Charges Maintenance Capital Depreciation Actual Budgeted 1992 1993 Estimated 1993 Budgeted 1994 5.24 5.50 5.50 5.50 $ 508 $ 249,860 $ 197,680 $ 290,932 22,730 18,884 18,340 10,250 2,248,904 2,083,604 801,604 783,227 6,006 9,716 9,716 6,622 0 1,066 538 13,000 21,395 1,374 1,374 21,395 $ 2,299,543 $ 2,364,504 $ 1,029,252 $ 1,125,426 IPerformance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ' Demand/Workload 1. Number of Employees 17.00 18.50 18.50 18.30 '2. Number of Equipment Units 17.00 17.00 17.00 17.00 Results ' 1. Admin. cost per customer $114.97 $119.00 $51.79 $5100 2. O&M cost per customer $53.45 $142.00 $57.72 $56.00 3. Number of safety meetings 20 50 50 50 4. Employee accidents 7 0 3 5 5. Equipment accidents 2 0 1 2 f' H I Puhiic Works Department Transmission & Distribution Division Water Distribution Maintenance Program Fund 5400 — Water & Sewer Program 4310 Program Description, Objectives, and Analysis: The purpose of this program is to supply potable water which is safe to drink and desireble to use :o iCs 22.0<lfl customers wl:h minimum intcruptions Water maintenance is a 24 hour service which includes the repair of water valves, water lines. fire hydrants and meters The water distribution system is made up of 400 miles of water main. 1.300 fire hydrants. and 14.000 water \aloes Program Staff Permanent Positions Program Fxpcnd:tures Personnel Senices Materials and Charges Senices and Charges Maintenance Capital Depreciation I I I L I J Actual Budgeted Estimated Budgeted I 1992 1993 1993 _ 1994 7.48 10.10 10.10 8.20 I $ 0 $ 225.857 $ 222,851 $ 211.573 9,.2_57 83,415 53.415 85,0(X) 445,611 133,947 133,947 154.168 0 11.943 11,943 0 0 6,000 6,000 2.500 408.836 617.311 617.311 581.004 $ 945,704 $ 1,078:473 S _1,075,467 $ 1.034,235 Performance Measures Actual Budgeted Estimated Budgeted 1992 _ 1993 1993 1994 Demand Workload 1. Miles of Water Mains 310 310 365 400 2. Number of Valves 3.990 3.990 3.990 4.000 3. Number of Fire Hydrants 1.045 1,060 1,060 1,400 4 `umber of Water Samples 1.095 772 741 1.050 Rcsuits 1. Water Main Repairs 2. Valves Exercised 3. Valves Repaired 4. Fire Hydrants Repaired 5. Number of Resamples I I 308 357 316 320 1,410 878 800 1.000 7 40 40 50 43 36 36 40 62 60 74 60 I 167 I I I I I I I I I I L Public Works Department Transmission & Distribution Division Water Storage & Pump Maintenance Program Fund 5400 — Water & Sewer Program Description, Objectives, and Analysis: Water 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. The Water Storage and Pumping Program consists of maintaining 8 water tank sites, 6 water pump stations with 14 pumps total, and 4 lake dams. Program 4330 Actual 1992 Program Staff Permanent Positions 0.82 Proaram Expenditures Personnel Services $ 0 Materials and Charges 8,192 Services and Charges 48,688 Maintenance 0 Depreciation 26,600 $ 83,479 Budgeted Estimated 1993 1993 2.02 2.02 9; 82,299 $ 82,299 5,461 5,461 34,201 34,201 1,351 1,351 26,411 26,411 $ 149,723 $ 149,723 Budgeted 1994 2.16 80,872 10,000 30,719 0 26,600 $ 148.191 Performance Measures ' Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ' Demand/Workload 8 1. Number of Water Tanks 8 8 8 5 6 6 6 11 14 14 14 ' 2. Number of Water Pump Sta. 3. Number of Water Pumps 4 4. Number of Lake Dams 2 15 15 4 4 15 15 5. Total Storage (mil.gal) ' Results 100 1. Water Tanks (Maint.Hrs) 227 64 148 124 80 80 120 2. Water Pump Sta. Repairs 10 10 10 12 3. Water Pumped (MGD) I I 168 Puhiic Works Department Transmission & Distribution Division Growth Area Mains Maintenance Program Fund 5401} — Water & Sewer Program 4380 Program Description, Ol jectives,_and Analysis: To provide water to growth area customers which is safe to drink and desirable to use. and providing maintenance with minimal interruptions. The maintenance to the water system requires repairs or repiace.mcnt of water lines, valves, fire hydrants, and water meters. Actual Budgeted Estimated 1992 1993 1993 Program Staff __ - Permanent Positions 0.44 0.44 0.44 Program enditures _ _ Pcrsnnncl Services $ 0 S 16.397 S 16.052 $ 10,993 Materials and Charges 2.170 2.000 2,000 3,000 Semces and Charges 10.967 6.3x3 6,383 7,803 Maintenance C 530 530 0 Depreciation 12.056 12.052 12.082 12,056 $ 25,192 S 37 392 $ - 37,047 S _ 33,852 Demand,Workload 1. Miles of Watc: Main Results - - 1. Water Main Repairs Performance Measures Actual Budgeted 1992 1993 71 . Budgeted 1994 73 Public Works Department Transmission & Distribution Division Maintenance of Farmington & Greenland Program Fund 5400 — Water & Sewer Program 4390 Program Description, Objectives, and Analysis: To provide water service to the Cities of Farmington and Greenland and to maintain the water distribution system with minimal interruptions. Maintenance of the water system includes repair or replacement of water lines, fire hydrants, valves, and meters. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.44 0.44 0.44 0.32 Program Expenditures Personnel Services $ 0 $ 16,136 $ 16,042 $ 10,993 Materials and Charges 2,327 3,085 1,500 3,000 Services and Charges 12,473 7,203 7,203 8,811 Maintenance 0 692 530 0 $ 14,800 $ 27,116 $ 25,275 $ 22,804 Demand/Workload 1. Miles of Water Main Results 1. Water Mains Repaired 15 10 15 15 2. Water Service Repairs 12 12 27 25 Performance Measures Actual Budgeted 1992 1993 23 25 Estimated Budgeted 1993 1994 23 25 170 Public Works Department Sewer Maintenance & Collection Division Sewer Administration Program Fund 5400 — Water & Sewer Program 4010 Program Descriptio,_Objective dAnalysis: To manage the operations and maintenance of the sewer collection systems of the Cities of Fayetteville. Farmington. and Greenland. Also to act as trason to Federal and State regulatory agencies, contract services. vendors. andconsuhing engineering firms involved with sewer system projects. Promote safety, employee morale, and cost effective work procedures. Supply personnel with the training, tools, equipment. and materials needed to preform daily maintenance and rehabilitation activities on 350 miles of sewer mains miles of sewer mains and 7,000 sewer manholes throughtovt the sewer collection system. The combined sewer collection systems serves approximately 22,000 customers. Actual 1992 Program Staff Permanent Positions Budgeted 1993 1.50 Estimated Budgeted __1993_ 1994 1"50 1.50 Program nditures Personnel Services S 116 $ 46,915 $ 46,915 $ 52,021 Materials and Charges 13,458 17,825 17,380 3,600 Services and Charges 972,888 934,031 836,031 852,511 Maintenance 8,472 15,484 15,484 11,279 Capital 0 0 0 12,500 Depreciation 13.542 854 854 13,542 $ 1,008,476 $ 1,015,109 $ 916,664 $ 445,453 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload _ _ -" Number of Employees 13.00 13.50 13.50 18.30 Number of Equipment Units 15 13 13 13 Results __ Sewer Administration $50.42 $50.75 $50.75 $43.00 Cost per Customer Sewer O&M Cost per Customer $54.00 $59.00 $59.00 $61.00 Safety Meetings 20 50 50 50 Employee Accidents 3 0 3 0 Equipment Accidents 2 0 1 0 171 1 1 I 1 1 1 I 1 1 1 1 1 1 1 1 1 1 I I I I I I r-1 Public Works Department Sewer Maintenance & Collection Division Sewer Main Maintenance Program Fund 5400 — Water & Sewer Program Description, Objectives, and Analysis: This program consists of maintaining and rehabilitating 320 miles of sewer main and 7,000 sewer manholes. Sewer maintenance includes cleaning sewer lines by washing with sewer jet wash equipment, root cutting, and clearing sewer lines with bucket machines. This cleaning process is done on a routine basis to prevent blockages before they occur or to clear blockages that have resulted in a sewer overflow. Sewer rehabilitation includes various activities such as flow monitoring, sewer line TV inspections, sewer line repairs and replacement, manhole sealing, sewer line grouting, and sewer line sliplining. The maintenance and rehabilitation of sewer lines prevents problems before they occur and prolongs the life of exsisting sewer lines that are in good condition. Program 4410 Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 Program Staff Permanent Positions 14.00 11.82 11.82 15.85 Program Expenditures ' Personnel Services $ 0 $ 291,671 $ 286,517 $ 428,485 Materials and Charges 42,163 43,465 43,465 64,000 Services and Charges 569,525 279,141 279,141 318,308 Maintenance 0 24,822 24,822 1,000 Capital 0 6,000 6,000 1,500 Depreciation 459,322 528,835 528,835 612,628 $ 1,071,010 $ 1,173,934 $ 1,168,780 $ 1,425,921_ Performance Measures Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 Demand/Workload 1. Miles of Sewer Main 274 274 274 320 '2. Number of Manholes 6,261 6,261 6,261 7,000 Results 1. Sewer Calls 889 856 856 768 2. TV Inspections (per ft) 50,283 65,469 65,469 65,500 3. Sewer Lines Cleaned (ft) 542,431 550,000 538,629 550,000 4. Sewer Line Sliplining (ft) 807 2,094 1,770 5,000 5. Manhole Rehab (vt ft) 1,200 3,000 3,000 3,000 6. Number of Manholes Rehab 200 500 500 500 1 Cl 172 Public Works Department Sewer Maintenance & Collection Division Maintenance of Farmington & Greenland Program Fund 5400 — Water & Sewer Program 4440 Program Description, Objectives, and Analysis: Sewer maintenance includes clearing line blockages, cleaning lines. inspections, and various types of repairs to 30 miles of sewer lines and 489 sewer manholes. Some sewer rehabilitation will he included in 1994 fcr Farmington and Greenland. Detailed projects will he developed during the year after smoke testing of the collection system has been completed. Actual Budgeted Estimated Budgeted 1992 1993 _ 1.993 1994 Program Staff Permanent Positions 0.18 0.18 0.18 0.15 Program Expenditures Personnel Services S 0 $ 6,326 $ 6,263 $ 5,493 Materials and Charges 715 1,500 1.500 1,500 Services and Charges 9,107 5,536 5.536 6,317 Maintenance 0 243 243 0 $ 22 $ 13.605 $ 13,542 $ _ 13,310 Demand/Workload 1. Miles of Sewer Main 2. Number of Manholes Results Performance Measures Actual Budgeted 1992 -1993 -- 28 28 489 489 Estimated Budgeted 1993 1994 28 30 489 489 1. Sewer Calls 18 40 40 25 2. Sewer Main Repairs 1 20 20 20 3. Sewer Manhole Repairs 7 10 10 50 173 Public Works Department Wastewater Treatment Division Pollution Control Plant Program Fund 5400 — Water & Sewer Program 5100 Program Description, Objectives, and Analysis: 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. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 0.00 Program Expenditures Services and Charges $ 2,404,100 $ 2,605,087 $ 2,492,508 $ 2,688,948 Maintenance 930 0 0 121,000 Depreciation 2,732,573 2,772,260 2,772,260 2,755,834 $ 5,137,603 $ 5,377,347 $ 5,264,768 $ 5,565,782 174 Public Works Department Transmission & Distribution Division Capital Water Mains Program Fund 5400 — Water & Sewer Program 560C Program Description, Objectives, and Analysis: Capital Water Mains Program captures the cost associated with construction of improvements to the water transmission system which would include major water lines, storage tanks. interconnecting piping systems, and support facilities. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Propam Staff Permanent Positions 000 0.00 0.00 0.00 Program Expenditures Materials and Charges $ 29,167 5 Services and Charges 182,996 Capital 1,227 250 $ ?3,612 8,469,843 0 5 73,612 6,116.582 250 0 8,500.0 0 S 213,390 S R543,705 $ 6,190,194 S 8,500,25.0 175 Public Works Department Transmission & Distribution Division Capital Expenditures Program Fund 5400 — Water & Sewer Program 5610 Program Description Objectives, and Analysis: Capital Expenditures Program captures the cost associated with upgrading fixed assets for the Transmission and Distribution Division. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.00 0.00 0.00 0.00 Program Expenditures Capital $ 32,293 $ 23,355 $ 23,355 $ 18,200 $ 32,293 $ 23,355 $ 23,355 $ 18,200 176 Public Work, Department Transmission & Distribution Division Water Connections Program Fund 5400 — Water & Sewer Program 5620 Program Description,dhjectives, and Analysis: Water Connections Program captures the cost associated with making water connections tr. the City's water distribution system within the city limits. Actual Budgeted Estimated Budgeted 1992 1993 — 1993 — 1994 Program Staff Permanent Positions 2.00 2.00 2.00 1.50 Progam Expenditures Pcrsimncl Scnsccs $ 0 S 8,037 $ 34,401 S 36,762 %latcrials and Chargcs 30,807 52.008 42,508 52,008 Services and Charges 63.855 21,837 14,259 26.195 Main:cnance 0 1,924 994 1,924 5 91.662 5 123:&)6 5 92,162 S 1.16,889_ 177 Public Works Department Transmission & Distribution Division Rural Water Connections Program Fund 5400 — Water & Sewer Program 5630 Program Description, Objectives, and Analysis: Rural Water Connections Program captures the cost associated with making water connections to the City's water distribution system in the City's designated growth areas. I Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 0.30 0.30 0.30 0.30 Program Expenditures Personnel Services $ 0 $ 7,209 $ 6,793 $ 7,354 Materials and Charges 2,374 4,000 0 4,000 Services and Charges 6,022 4,228 1,171 5,573 Maintenance 0 288 164 288 $ 8,396 $ 15,725 $ 8,128 $ 17,215 ' 178 Public Works Department Sewer Maintenance & Collection Division Sewer Mains Construction Program Fund 5400 — Water & Sewer Program 5700 Program Descrri tiQn Objectives, and Analysis: Sewer Mains Construction Program captures the cost associated with upgrading the City's sewer main collection system within the city limits. Program Staff - Permanent Positions Actual 1992 0.00 Budgeted 1993 0.00 Estimated Budgeted 1993 1994 0.00 0.00 Program Expenditures _ Materials and Charges $ 0 S 8,600 $ 8.600 $ 8.600 Services and Charges 651.909 44.073 42,073 44,073 Capital 124 4.155.367 2.397.508 896,000 S — b52,Q33 $ A±208,04Q $ 2,448.1S1 $ __ 948,673 179 Public Works Department Sewer Maintenance & Collection Division Capital Expenditures Program Fund 5400 — Water & Sewer Program 5710 Program Description, Objectives, and Analysis: Capital Expenditures Program captures the cost associated with upgrading fixed assets for the Sewer Maintenance and Collection Division. Actual 1992 Program Staff Permanent Positions 0.00 Budgeted Estimated Budgeted 1993 1993 1994 0.00 0.00 0.00 Program Expenditures Services & Charges $ 1,057 $ 0 $ 0 $ 0 Capital 18,297 79,748 25,294 23,450 $ 19,354 $ 79,748 $ 25,294 $ 23,450 I Public Works Department Sewer Maintenance & Collection Division Sewer Connections Program Fund 5400 — Water & Sewer Program 5720 Program Description, Objectives, and Analysis: Sewer Connections Program captures the cost associated with making sewer connections to the City's sewer collection system within the Fayetteville city limits. Actual Budgeted Estimated Budgeted 1992 1993 1993 — 1994 Program Staff Permanent Positions 1.35 1.35 1.35 1.20 Program Expenditures Personnel Services S 0 $ 36,030 $ 27.390 $ 29.410 Materials and Charges 8.771 35,528 %.896 24,528 Services and Charges 45.964 16.903 15,927 19,350 Maintenance 0 1.443 1,001 1443 $ 54,735 S 89,904 $ 52,2]4 $ ._ =X4,731 - off I LJ I I I I I I LI I I fl I I I I I I Public Works Department Wastewater Treatment Division Wastewater Treatment Plant Capital Program Fund 5400 — Water & Sewer Program 5800 Program Description Objectives, and Analysis: Wastewater Treatment Plant Capital Program captures the cost associated with upgrading fixed assets for the Wastewater Treatment Plant. Program Staff Permanent Positions Program Expenditures Materials and Charges Services and Charges Capital Actual Budgeted 1992 1993 Estimated 1993 Budgeted 1994 0.00 0.00 0.00 0.00 $ 195$ 275 $ 275 $ 0 0 2,250 2,250 2,250 79,761 636,334 142,000 192,275 $ 79,956 $ 638,859 $ 144,525 $ 194,525 ' 182 Public Works Department Water & Sewer Division Debt Service Program Fund 541W) — Water & Sewer Program 6SOG Program Descripnons Objectives, and Analysis: Debt Senxe Program captures the cost associated with outstanding Water & Sewer Fund debt issues. The cost does not address principal payments owed. Actual Budgeted 1.992 1993 Program Staff Permanent Positions 0.00 0.00 Program Expenditures Debt Service $ 622,983 $ 584,144 $ S 622,983_ $ 584,144 $ Estimated 1993 0.00 Budgeted 1994 0.00 556,317 3 1,01R,444 5567 5 l,l01S,444 183 Public Works Department Solid Waste Division ' Operations & Administration Program Fund 5500 — Solid Waste Program 5000 Program Description, Objectives and Analysis: The Operations and Administration program is responsible for the management of the Solid Waste Division. 'This includes managing 35 employees and a fleet of 27 vehicles. The Solide Waste Administrator's responisibilities include solving major issues such as expansion of recycling (curbside, acceptance of different material, processing, etc.), landfill disposal contract and future availability, establishing a Transfer Faciltiy and Processing Facility, and instituting new programs such as, bulk pick—up service, yarawaste subscription service, etc.. Additionally, the Solid Waste Administrator interfaces with the employees, Public Works Director, media, public, Mayor, Alderman and Four County Solid Waste District. The Operations Supervisor's responisibilities include supervising the employees, managing the fleet, and responding to citizen requests and complaints. The Operations Assistant is responsibile for a wide array of tasks such as, compiling information, performing route and account audits and assisting the Administrator and Operations Supervisor. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 4.00 4.00 3.75 3.75 Program Expenditures Personnel Services $ 153,327 $ 189,085 $ 177,591 $ 216,526 6;26 Materials and Charges 4,741 5,210 3,400 Services and Charges 663,737 601,130 600,173 525,443 • ; 00 Maintenance 1,162 4,361 2.500 • Capital 0 0 0 1,300 Depreciation 15,518 13,991 13,991 19,610 $ 838,485 $ 813,777 $ 797,655 $ 768,279 Performance Measures Actual Budgeted Estimated Budgeted 99 ' 1992 1993 1993 4 Demand/Workload 5 5 Programs Adminstered 5 5 35 # of Employees Supervised 35 35 35 Investigate/Resolve Citizen 416 416 520 400 Complaints and/or Rquests Results 95 95 % Complaints/Requests Resolved 80 80 85 0 85 85 % of programs objectives met 80 2 2 5 New programs instituted 1 184 Public Works Department Solid Waste Division Commercial Collections Program Fund 55110 — Solid Waste Program Description, Obbectives, and Analysis_ The Commercial Collections Program provides collection of commercial waste to 1,600 accounts each year. The commercial sector produces approximately 18,828 tons of waste each year which accounts for 70,% of the Citv's total waste stream. The commercial program provides collection of both commercial car. and load —all dumpster accout ts. The commercial program also provides additional pick— ups of containers, assistance with moving containers, and furnishes customers with containers at cost. Commercial collection is provided with five routes. The dumpster accounts are collecteC with four one man routes ut;lizing four front leader trucks and two trucks for back— up. The commercial can accounts are collected with one two man route and one rear loaded truck. In the future, we are hoping to expand this program by adding a commercial recycling route which would collect cardboard from customers. National average shows that 40% of the total waste stream consists of paper material and we hope to address this issue through recycling. Program Staff _ Permanent Positions Program Expenditures. Personnel Services Matenals and Charges Services and Charges Maintenance Capital Performance Measures Demand/Workload -- # of Commercial Accounts # of Commercial Routes Tons of Commercial Waste # of Scheduled Collections,'yr Requests for Add. Pickups,'yyr # of Containers Soldtc:ased Landfill Cost per ton Commercial Cost per ton Divisional Operational Cost/ton 210,248 350 821,874 30.000 30.240 $ 1.092,712 Li] L I I L_1 Public Works Department Solid Waste Division Residential Collections Program Fund 5500 - Solid Waste Program 5020 Program Description, Objectives, and Analysis: The Residential Collections Program's objective is to provide efficient and safe collection of solid waste from each residence in the City. The residentail program provides waste collection to 13,393 residence in the City each year. The residential sector produces approximately 8,769 tons of waste per year which accounts for 30% of the City's total waste stream. Residential collection is provided with seven two man routes utilizing a residential fleet of eight rear loaded vehicles, and two rear loaded vehicles for back up. An eighth route assists with the collection of waste two days per week and collects bulk items three days per week. The waste is primarily picked up at the curb with the exception of residents with exemptions. Once collected, all of the waste is transported to a local landfill owned and operated by Sunray Services. We are planning to re —bid our waste disposal in the future in an effort to obtain a longer term contract. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 19.00 19.00 19.00 19.00 Program Expenditures Personnel Services $ 449,067 $ 470,009 $ 434,197 $ 444,361 Materials and Charges 226 1,408 1,250 350 Services and Charges 538,719 560,554 556,600 552,370 ' Maintenance 31,024 34,176 34,146 32,979 Capital 0 0 0 1,215 $ 1,019,036 $ 1,066, 447 $ 1,026,193 $ 1,031,275 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload # of Households Collected 13,400 12,698 13,393 14,500 # of Residential Routes 7 7 7 7 Tons of Waste Collected/year 8,368 11,440 8,512 8,769 Number of Households/route 1,675 1,814 1,913 2,071 # Households served/day 6,700 6,349 6,696 7,250 # of exemptions/backdoor serv. 304 300 300 350 Results Residential Cost per ton 69 52 67 72 Divisional Operational Cost/ton 39.50 34 38 37 Number of Accidents 30 8 20 20 Landfill cost per ton 22 23 22 22 186 Public Works Department Solid Waste Division Recycling Program ' Fund 551xt — Solid Waste Program 5060 Program Description, Objectives, and Analysis: ' The purpose of the Recycling program is to divert the maximum amount of material from the landfi�l to productive use, The services prodded by the City include: the recycling of news. office and computer paper; clear. green and brown glass. aluminum cans. plastics, yard waste. used motor oil and scrap metal: public education about hazardous waste: and proding solid waste management information and assistance to local and businesses and industry. Three hourly and one salaried employee are assigned to the recycling and composting programs. Recyclables are brought from households to R recycling stations. These materials are collected in 3 trucks and taken to the processor. who processes and markets them. The drain oil is collected at the City Shop. Educational efforts include: speaking to schools, civic clubs, church groups, etc; producing pamphlets, brochures and television programs about recycling; and interacting with the media. Businesses are assisted by identifying what materials can he recycled, how to collect and prepare them, making arrangements to market them and estimating the costs o:. ecycling. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ' Program Staff Permanent Positions 2.00 2.00 2.00 2.00 Program Expenditures Pcrsonnel Services $ 50.121 $ 59.948 $ 56,186 S 76,765 Materials and Charges (78) 2,400 1595 6,383 Sent es and Charges 42,835 85,163 76,113 114.986 Maintenance 5.877 6.740 4,503 16,913 Capital 0 1,100 1,100 310.475 Depreciation 12,%60 14.453 14,453 13.551 $ 111,514 S 170,304 S 153,950 $ 539,073 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 _ 1993 _ 1994 Demand''Workload 1) Tons of newspaper recycled 655 750 800 900 2) Tens of glass recycled 418 425 435 450 3) Tons of aluminum rcc)cled 26 26 26 26 4) Tons/office paper recycled 8 8 8 8 5) Gallons/drain o;: recycled 471 525 1,200 1,000 , Results 1) Cu. yds. diverted landfill 4.521 4,894 5,094 5,477 2) Tons diverted from landfill 1,107 1,209 1,269 1,384 3) Landfill costs avoided 22,605 24,470 25,470 27,385 L. 187 I Li Public Works Department Solid Waste Division Composting Program Fund 5500 — Solid Waste Program 5070 Program Description Objectives, and Analysis: The purpose of the Composting Program is to divert the maximum amount of material from the landfill to a productive use. The services provided to the City include: receiving all yardwaste brought in by City crews, citizens, non—residents, and landscapers; process the yardwaste into compost or mulch; distributing the material; and providing advice. Three hourly and one salad"d employee are assigned to the recycling and composting programs. Solid waste crews bring in bagged grass & leaves and bundled brush on Wednesdays. The grass and leaves are then moved to windrows for composting and monitored and turned to faciliate composting. The compost is finished in about 3 months. Twice per year compost is distributed to citizens for $5/cubic yard. The brush is ground into mulch in a tub grinder and piled so it will turn a dark brown. The mulch is then given away. There is a S2 loading fee if the City loads the mulch. Wood that is too large to grind is given away for firewood. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 2.00 2.00 2.00 2.00 Program Expenditures Personnel Services $ 70,139 $ 77,431 $ 73,138 $ 69,657 Materials and Charges 1,733 4,100 2,545 1,725 Services and Charges 91,265 109,385 109,135 130,332 ' Maintenance 1,453 5,135 3,660 4,225 Capital 0 7,000 7,000 1,475 Depreciation 12,760 14,453 14,453 13,551 $ 177,350 $ 217,504 S 209,931 $ 220,965 Performance Measures Actual Budgeted Estimated Budgeted ' 1992 1993 1993 1994 Demand/Workload 1) Cu. yds. of brush received 11,483 14,000 30,000 18,000 • 2) Cu. yds. of grass received 920 1,100 1,225 1,400 • 3) Cu yds of leaves received 3,354 3,500 3,500 3,500 Results 1) Landfill costs avoided 78,785 80,000 160,898 80,000 2) Cu yds diverted/landfill 15,757 18,600 34,725 22,900 3) Total revenue 3,307 3,500 4,000 4,500 4) Cu yds of compost sold 604 625 644 650 5) Cu yds mulch distributed 562 600 1,068 1,200 J I Public Works Department i Public Works Director Division Public Works Director Program Fund 9'?lU — Management Program 2440 Program Description, Objectives, and Analys;s: During the 1994 budget process. the Management Fund was merged into General Fund. All Management Fund program numbers were closed and new General Fund program numbers were opened. Retcr to program h200 for the 1994 aescription and re'.ated information of the Public Works Director Program. 1 I Actua; Budgeted Estimated Budgeted , 1992 1993 1993 1994 Program Staff Permanent Positions 3.50 3.00 3.00 0.00 Program Expenditures ' Personnel Senices S 149,989 $ 150.586 $ 124,641 S 0 Materials and Charges 43'?? 5.855 5,650 0 Senices and Charges 29.480 37,3S2 36,405 0 Maintenance 934 2.300 650 0 Depreciation 659 1,099 1.099 0 S 1S5.839 S 19%222 S 16&445 $ 0 I 1 I I I I 1 189 Public Works Department City Engineer Division Plans and Specifications Program Fund 9710 — Management Program 2210 Program Description, Objectives, and Analysis: During the 1994 budget process, the Management Fund was merged into General Fund. All Management Fund program numbers were closed and new General Fund program numbers were opened. Refer to program 6210 for the 1994 description and re!ated information of the Plans and Specifications Program. I I Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 3.60 4.10 4.10 0.00 Program Expenditures Personnel Services $ 106,911 $ 157,412 $ 157,412 $ 0 Materials and Charges 2,118 2,950 2,650 0 Services and Charges 28,654 29,952 29,147 0 Maintenance 136 500 500 0 ' Depreciation 356 1,011 1,011 0 Capital 3,650 5,506 706 0 $ 141,825 $ 197,331 $ 191,426 $ 0 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 ' Demand/Workload 1. In—house preparation of plans 0 12 3 0 and specifications for P/W Projects 2. Management of P/W Projects 28 42 16 0 3. Management of Eng Contracts 36 34 7 0 4. In—house studies and reports 0 0 3 0 190 Public Works Department City Engineer Division Operations & Administration Program Fund 9710 — Mangement Program 2220 Program Desch tp ion, Objectives, and Analysis: During the 1994 budget process, the Management Fund was merged into General Fund. All Management Fund program numbers were closed and new General Fund program numbers were opened. Refer to program 6220 for the 1994 description and re:ated information of the Operations & Administration Program. Actual Budgeted 1992 1993 Program Staff __ Permanent Positions 3.40 2.90 Estimated Budgeted 1993 — _ 1994_ 2.90 0.00 Program_Expenditures Personnel Services S 82,484 $ 99.277 $ 94,260 S 0 Materials and Charges 3,257 5300 5,300 0 Services and Charges 46.612 132,694 132,693 0 Maintenance 1.288 1,500 1,000 0 Depreciation 10.519 9,967 9,967 0 Capital 5.398 22.979 22.979 0 $ 149,558 S 27i,71 S 26699 $ 0 Performance Measures Actual Budgeted 1992 Demand/Workload 1. Subdivisions reviewed and reports 25 30 prepared for the planning commission 2. Planning Commission reports 102 95 prepared for tandem lots, lot splits. LSD's, and ROW's 3. Grading plans reviewed & Appr. 32 60 4. Management of City projects 28 42 Estimated Budgeted 1993 — 1994 50 0 103 0 60 0 13 0 191 Public Works Department City Engineer Division Right of Way Acquisition Fund 9710 — Management Program 2230 Program Description, Objectives, and Analysis: During the 1994 budget process, the Management Fund was merged into General Fund. All Management Fund program numbers were closed and new General Fund program numbers were opened. Refer to program 6230 for the 1994 description and related information of the Right of Way Acquisition Program. Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Program Staff Permanent Positions 2.70 2.70 1.70 0.00 Proaram Expenditures Personnel Services $ 28,814 $ 28,679 $ 24,382 $ 0 Materials and Charges 1,634 1,990 1,715 0 Services and Charges 15,395 18,747 17,763 0 Maintenance 622 950 750 0 Depreciation 390 1,116 1,116 0 Capital 4,674 0 0 0 $ 51,529 $ 51,482 $ 45,726 $ 0 Performance Measures Actual Budgeted Estimated Budgeted 1992 1993 1993 1994 Demand/Workload 1. Projects requiring the acquisition N/A N/A 13 0 of easements and rights of way 0 2. Management of appraisal service N/A N/A N/A Contracts 3. Acquisition and disposal of N/A N/A N/A 0 properties 192 Public Works Department City Engineer Division Public Construction Program Fund 9710 — Management Program 2240 Program Description, Objectives, and Analysis: During the 1994 budget prtxess, the Management Fund was merged into General Fund. All Management Fund program numbers were closed and new General Fund program numbers were opened. Refer to program 6240 for the 1994 description and related information of the Public Construction Program. Program Staff _ Permanent Positions Actual Budgeted 1992 1993 Estimated 1993 Budgeted 3.00 3.00 3.00 0.00 Program Expenditures Personnel Services $ 82.215 S 109.261 S 100,126 $ 0 Materials and Charges 1,115 750 750 0 Services and Charges 20,884 25,982 25,328 0 Maintenance 1,137 1.444 1,444 0 Depreciation 1228 1,594 1,594 0 Capital 679 3,993 3.993 —U $ 107,258 S 143,024 S _ 133,235 S 0 Demand/Workload Subdivision Construction Projects City Construction Projects Performance Measures Actual Budgeted Estimated 1992 1993 1993 25 35 50 28 42 13 Budgeted 0 193 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 1994 projects in the 1994-1998 C.I.P. will be included in the 1994 Budget. However, the current C.I.P. is for a period covering the 4th quarter 1993 through 1998 and is an anomaly due to the need to obtain voter approval for the reinstatement of the city sales tax. ' The following pages provides a listing of the capital projects which the City plans for 1994. These projects are in accord with the 1994-1998 Capital Improvements Program document. Further information regarding the capital improvements project process and supporting details for the specific projects is contained in the C.I.P. document. Capital projects generally have an impact on operating budgets in years subsequent to their completion. Below is a listing of the cost impacts for selected projects or project types. • Police/Courts Building: The 1994 budget has increased funding for a new custodian position and additional utility and maintenance costs associated with the recently renovated Police/Courts Building in the Police Support Services Program. • Street Improvements: The City's in house program to pave all gravel streets within the City limits during 1993 resulted in a cost shift from Street Maintenance Program to the Drainage Maintenance Program primarily due to the decreased need for gravel to maintain nonpaved streets. • Proprietary Fund Improvement Projects: Generally, capital improvements made in proprietary funds such as airport improvements, and, water and sewer improvements have a limited impact on operating budgets except for increasing depreciation charges. The exception for 1994 is the Transfer/Recyclables Processing Facility which is budgeted to increase operations cost in the Recycling Program by $42,328; operations will be scaled up during 1995 to a projected annual operating cost of approximately $250,000 for fiscal year beginning in 1996. • Shop Fund operating budget will increase primarily due to the additions to the fleet during both 1993 and 1994. Additionally, Fleet Operations will be moving into a new operations center which has resulted in a shift from maintenance to services and charges that reflects the additional utility cost anticipated for the new facility and a reduction in building maintenance cost. I I 194 City of Fayettevdic, .Arkansas Sales Tax Capital Improvement Fund Capital Budget 1994 Account Name Project # _ Project Title _ Budgeted Professional Services 92008 Geographic Information System $ 90,000 94006 Drainage Study'Ylan 50,000 140,000 Library Book Purchases 90004 Library Book Purchases 50,0(111 50,000 Fixed Assets 94007 Library Card Catalog 3,000 94005 Police Computer Upgrade/Expansion 15,000 94009 Police Telephone Upgrade 16,000 94010 A.S,'400 Disk Storage Upgrade 75,000 92059 Traffic Signal - 'Township & Hwy 265 24,0100 94012 Traffic Signal - Collegc & Zion 24.000 94013 CDC Centracomm II 31,000 188,00t` Vehicles and Equipment 94014 Replacement Fire Apparatus 229,000 229,CI Budding Casts 94015 Jail Lobby Modifications 20,000 20)0 Land Acquisition 88001 Gulley Park Purchase 18,300 94016 Land Acquisition for Future Fire Station 52,000 _n�3oo Park Improvements 94017 Davis Park - Plavground.Picnic Area 22,100 94018 Gulley Parking Lot & Trail Completion 17.500 94019 Lewis Soccer Field Additions 60.000 94020 Lewis Street Parking Lot 30,000 94021 U. Fay. - Additional Boat Stalls 10,600 94022 Lk. Fay. - Extension of Fishing Piers 5,000 9402.1 Lk. Fay. - Softball Complex Parking Lot 15,000 94024 Lk. Fay. & Sequoyah - Parking Lot Overlaying 10,000 94025 Lk. Fay. & Sequovah - Restrooms 26,500 94C26 Sports Park Development 75,000 94027 Walker Park - New Parking Lot 30,000 94028 Wilson Park Playground Replacement 30,000 94029 Youth Center - Driveway Improvements 30,000 • 361,700 Water Line Improvements 94030 Backilow Prevention 36,000 94031 Water Line Replacements - Rolling Hills Area 102,000 138,0100 195 City of Fayetteville, Arkansas Sales Tax Capital Improvement Fund Capital Budget 1994 Account Name Project # Project Title Budgeted Street Improvements 94001 In -House Pavement Improvements 595,000 94032 Mill Street Extension 400,000 94033 Intersection Improvements 50,000 94034 Joyce, Hwy. 71 — Hwy. 265 1,580,000 94035 Joyce Blvd Extension, West 50,000 94036 Street Improvements — Cost Sharing 15,000 2,690,000 Trailways and Sidewalks 94037 Entryway Corridors 15,000 93097 Sidewalk/I'railways Construction 56,000 71,000 Sewer Improvements 90012 Sanitary Sewer Rehabilitation 1,584,000 1,584,000 Bridge and Drainage Improvements 94038 94039 Cemetary Improvements Villa Mobile Home Park Drainage Cato Springs Flood Control Cemetery Improvements Minor Equipment 93091 Remodel Existing Fire Stations 54,000 103,000 157,000 15,000 15,000 196 n City of Fayettevilie, Arkansas Miscellaneous Capita( Budgets Fund Program Prcjectik t'roect lisle __ _ __ __ _ Water & Serer Fund 1910 Water Meter Capital 94064 Meierl'estingStation 92:('5 Water Meters 5111(1 PCP Plan: '14(155 Lab Acid Wash Stem Replacement 92039 Upgrade Replacement of Lift Stagers 94(154. Rebuild Aerators 94056 Landcape Maintenance 5(itE Capital Water Mains 94x)0; 36" Water Iiansmission Line & Storage Tanks ' rx: Sewer Ma.ns Construction 901 12 Sanitary Sewer Rehahi::tat.cn 5811(1 Waste Water 1 reatmcnt PI ant 940 C Lawn Tractor 94061 hay Harvesting Equipment 94062 :25 Horsepowc: Tractor 94(163 SMS Truck Wash Station 94053 SMS Access Road Imprcvements 9117:2 Computer System UpgradeMaintenance 92038 Testing Equipment 94055 Maintenance Shop Tool Upgrade 94058 ORP Probe & Contralier 94()5? Safety Equipment Improvements ')1019 RAS Pump Replacement Shop Fund 172() Meet Operation% Capital 9)414) Expansion — Leak Detection Equipment 94041 Replacement — Fuel Storage 94'42 Replacement — Construction Equipment 74143 Replacement — Misc. Vehicles & Fcuipment 74044 Expansion — Wale.'Scwcr Equipment 94)45 Expansion — Construction Equipment 74(146 Rep:acement — Po::ce.Passenger Vehicles 0404 Rep:acement — Sanitation Veh. & Ecuipment 94048 Rep:acement — Backhoes•Loade s 94049 Rep:acement — T:actors'Mowers 94050 Rep:acement — Medium'Heavv I)uty Ctilily Veh 94x51 Rep:ace:nent — LIghtiMc.dmm Utility Veh. 94052 Expansion — Sanitation Veh. & Equipment Community Development Block (}rant Fund 4)41) Housing Rehabilatation 94065 Housing Rehahilatati n 4'+0('ommur..ityI)evelopmentCapita] 94C66 Parks&Recreation. '4067 Senior Activity Center 941;68 Target Area Street Imprcvements Solid Waste Fund 51:6.'1 Recycling 93098 7 ransfer StationProcesstng Faci:ny Airport Fund 3'&) Airpnn Capital • Professional Services 74002 Federal Grant Matches 04003 Crack —Seal and Overlay.'FBO A,'C Parking ')4004 Ternina: Wall Renovation 1994 Budgeted 61 rxxl 87.(x10 896.4x4 896.000 20.500 21.?I>, 49.fxx; 13(x)) 5, 5(x'1 5,5p) 5.5(K) 21.500 11,Oo4 Q, XK) 32.000 2'. 2(X) 308,0(X) 83.3m 29.(XKl 12,0(x) 211.1000 295;Om 56.0(K) 88.000 114,Om 238.m(1 263, XX1 1 8.5 i ,O(XI 100.000 3m,Om 25,0(10 lm.(xx) 420.000 545,000 310.(X1) 310Om 70,(x) 40,000 1_ cxxl $ 202.X00 I I I I I I I I n n En I I I 197 I I I Li El I I CITY OF FAYETTEVILLE, ARKANSAS CAPITAL IMPROVEMENTS PROGRAM OVERVIEW Introduction In 1988, the first Capital Improvements Program (C.I.P.) for the City of Fayetteville was produced. Since that time, the CIP has been updated on an annual basis to reflect the changing needs of the community and changes in available monies for financing capital projects. The City's philosophy concerning the use of the CIP is that it should be considered as a financial planning tool that lists the City's capital improvement projects, places the projects in a priority order, and schedules the projects for funding and implementation. The CIP should be further considered as a major policy tool for the Mayor and City Council. I Financing I I U �., u P L C 1] I I 'I On April 27, 1993, the Citizens of Fayetteville approved a 1% City sales and use tax. Based on a resolution approved by the City council prior to the passage of the sales tax, a minimum of 75 % of the sales tax revenues will be used to assist in funding capital projects. In addition, the various operating funds (i.e. Airport, Shop, Water & Sewer) will assist in providing for funding for capital projects. In addition, long-term debt is considered and utilized only when the City faces a project that is of sufficient financial magnitude as to warrant a bond issue. In 1992, the City issued $10 million in water and sewer revenue bonds to accomplish essentially three things. First, approximately $3.6 million in outstanding revenue bonds were re -financed at a lower interest rate to effect a cost savings. Second, the primary objective of the bond issue was to raise capital to be used for completing Phase I of a 36"/42" water line from the Beaver Water District Treatment Plant at Lowell to north Fayetteville. This was at a cost of just under $6 million. Finally, just under $500,000 was used to assist in the sanitary sewer rehabilitation program to assist the City in correcting sewer overflows. The CIP is not a financing document in and of itself. Rather, the CIP is utilized as a planning document that places projects in the Annual Budget whereby funds are appropriated for them by the City Council. Prior to actual initiation of project work, required contracts are presented to the Mayor or City Council, as appropriate, for final approval of expending funds. What Projects Should be in the CIP? Only projects and their cumulative component areas totalling $10,000 or more should be included in the CIP. Projects costing less than $500 are not considered capital and are funded through program operating budgets. Projects that cost between $500-10,000 are handled through the budget process. Attempts will be made to fund these capital items through operating fiords. 7 Li 198 LI Projects in the C1P can include: 1 • obligations for labor and materials and contractors involved in completing a project, • acquisition of land or structures, • engineering or architectural services, professional studies, or other administrative costs, • expenses for City vehicles and equipment, and • renovating or expanding City facilities and grounds. Project Cost Determination In calculating the cost of CIP requests, a determination was made of the cost of the project in current or 1993 dollars. Then, the year was identified in which the project is expected to be initiated. Finally, the project was subjected to a multiplier to inflate the project to an estimated ' future year cost. Priority Selection of Projects I The adopted CIP will rely on priorities defined by the Mayor, City Council, Community, and City staff. As always, criteria such as government imposed mandates, usefulness to the community, and affect on operational expenses, will be reviewed in establishing priorities. A priority ranking will be assigned to each project by year and by funding source. Projects for which no funding is projected to be available will be placed on an "Unfunded Projects ListTM, which will identify the cost of the project in 1993 dollars. This list identifies the project as being viable. but one for which no funding is presently available. Unfunded projects may be funded if actual revenue is above projected revenue, if costs on funded projects is below budget, I or if another funding source is identified. A town meeting was held on July 22, 1993 to discuss the C.I.P. with the Citizens of Fayetteville. This meeting served as an opportunity for Citizens to meet with the entire City Council to request consideration of specific projects and concerns. The meeting served as an informational forum because it was televised on the government access channel. ' A public hearing is scheduled for September 23, 1993 for members of the public and the City Council to be briefed on the contents of the proposed 1993-1998 C.I.P. Comments and questions regarding the C.I.P. and specific projects are also welcomed at that meeting. Effect of the Project on Oncrations 1 Many capital projects have an effect on operational expenses. Staff has attempted to identify these costs, whether they be of a one-time nature or are required to be sustained from year to year. The project details for the individual projects have attempted to define if the project has: 1) a one-time savings/cost, 2) continuing savings/cost, or 3) no effect on operations. It is essential that this information be determined so that adequate provisions are made for continuing operation and/or maintenance once a capital project is completed. These operating impacts are then addressed through the budget process. 199 ' I ' Organization of the Capital Improvements Program Document The document is organized into three (3) primary sections, as follows: 1. Introduction/Summary ' This section contains the transmittal letter from the Mayor, a C.I.P. overview, and several summary schedules which explain the resources for the C.I.P. and the planned uses of the projects. The most detailed schedule is the Comprehensive Detail, which lists '• the individual projects, their funding sources, and the year in which they are planned to be initiated. II. Project Details by Funding Source This portion of the document is actually found in five separate tabs, which are broken into the primary funding sources of projects. The five tabs are as follows: (1) Airport Fund, (2) Sales Tax Pay -As -You -Go Fund, (3) Shop Fund, (4) Water & Sewer Fund, and •' (5) Other Funds. Each section includes a priority listing of projects by project type and by year. The priority listing for each year will then denote with an (*) if the project is a continuing project from the prior year. In addition, a project detail is included for all projects. This detail will provide specific information about each project including: the • project title, funding source, year(s) the project is scheduled, a project description and justification, project status, and the effect of the project on operations. A visual aid is ' also included for the project, if appropriate and available. III. Unfunded Projects The C.I.P. document compilation process involves a review of all projects and resources during each update. Every attempt is made to identify as many current and anticipated projects as possible. Resources available are then matched up with as project requests. Unfortunately, there continue to be significantly more project requests than resources available. This has resulted in an extensive Unfunded Projects List totalling almost $28.5 ' million. All projects on this list are considered to be viable projects for which no current funding exists. I Capital Improvement Policy The Capital Improvements Program (C.I.P.) is approached as a valuable tool to be used in the ' development of responsible and progressive financial planning. The program is developed in accordance within the financial policies of the City. These policies and the C.I.P. 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. The City's official Capital Improvement Policy is as follows: ' • The City will prepare annually and update a five-year Capital Improvements Program (C.I.P.) which will provide for the orderly maintenance, replacement, and expansion of capital assets. ' 200 I • 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 will 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 recommendations of the City's Boards. 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. L I I I I I I I 201 I I CITY OF FAYETTEVILLE, ARKANSAS CIP PROJECT COST TABLE 1993-1998 All capital project requests were first costed in 1993 dollars. Then, a determination was made as to the year in which the project would be initiated. Once this information was decided, the information in the table below was used for inflating the cost of the project over future years to come up with an estimated cost. If the project was a multi -year project, the estimated last year of the project was used to determine the multiplier to use. Inflation Recommendations 8% Factor - This factor should be used in calculating the projected cost for all projects in the following project categories: Bridge & Drainage Improvements, In - House Street Improvements, Street Improvements, Water & Sewer Improvements, and Wastewater Treatment Plant Improvements 6% Factor - This factor should be used in calculating all other project categories involving some type of building or construction. 4% Factor - This factor should be used in calculating all other project categories involving some type of capital purchase or equipment. P L I Example: A street project that cost $1,000,000 in 1993 dollars that is expected to be done in 1996 would use the 8% factor of 1.260. To get the expected cost of the project in 1996 dollars multiply $1,000,000 by 1.260, which equals $1,260,000. Year 1993 4% Factor 1.000 6% Factor 1.000 8% Factar 1.000 1994 1.040 1.060 1.080 1995 1.082 1.124 1.166 1996 1.125 1.191 1.260 1997 1.170 1.262 1.360 1998 1.217 1.338 1.469 J I 202 Project Requests Airport Fund Sales Tax Day As-Vou-Go Fund Shop Furd Water 5 Sewer Furd Camrn.nity Dw. Block Gant Cund Off S1•eet parka^g Fund Solid Waste Furd Lnfunced Pro,ects Crty of Fayetteville, Arkansas 1993 - 1995 Capital morove'er'ts Program Summary of P•oject Requests & Project Resources By Fund - All Sources 1993 1994 1995 1996 997 998 Total $ 164000$ 202,000$ 463,000$ 492,000$ 745,000$ 510.000 $ 2.576,000 .501600 644,000 5,412,300 5,099.700 5968,800 62'5.000 3C,241,600 0 1.651.000 802.000 786,000 340,OCO 883,000 4.882.000 ' 0 9.796.000 1.362,600 1,585,600 1 069.800 1 117,200 14,93',200 25,000 845.000 725,000 625.000 625.000 625.000 3 47C,000 15.000 0 0 425,000 0 0 440.000 0 350,000 0 a 0 0 350,000 28.520000 0 - 0 0 0 0 2852C,000 $ 30,225 80C S 19088000$ 8764900$ 9,013,300 $8,748600 $ 9,350.200 $ 85.190,800 1 Resources Available 1993 1994 1995 Airport Fund Sales 'ax Pay -As -You -Go Fu^d Shop Fund Water & Sewer Fund Connunty Dw (Nock Grant Fund Off Street Pant ng Fund Solid Waste Fund 1996 1997 1998 _ Total , $ 600,000$ 550000$ 550,000$ 500000$ 600,000$ 600000$ 3500.000 2,560.000 5,240 000 5394000 5.555,000 5.722.000 5,894 000 30 365.000 C 2,000 000 750.000 750,000 750,000 750 000 5 DOC,000 0 9,960.000 • 1.400 000 1 400,000 1,400,000 1,400.000 15.560.000 25,000 845.000 725 000 625,000 625,000 625,000 3,470000 375.000 25.000 25000 25,000 25,000 25.000 500,000 0__ 350.000 0 0 0 0 350000 S 3,560000 f +8.970.000 $ 8,844 000$ 8 955,000 $ 9,122,000$ 9.294,000 f 58.745 000 ' - Includes $8.5 million Rwenue Bond Issue L. rI I II I 203 II Capital Improvement Projects By Project Area — All Sources 1993 — 1998 n Li II I I C1 I I I (21.0%) Street (8.2%) Shop (43.9%) Water & Sewer (6.1%) Community Development Block Grant (4.5%) Airport /A ,M• cubhc Safety 0%) Bridge, Drainage, & Transportation (3.2%) Other (3.1%) Parks & Recreation (1.6%) Solid Waste City of Fayetteville. Arkansas 1993 — 1998 Capital improvements Program By Project Area — All Sources Five Year Summary ProjectArea 1993 1994 1995 1998 Airport Bridge, Drainage. & Transportation Community Development Block Grant Parks & Recreation Public Safety Shop Solid Waste Street Water & Sewer Other 1997 1998 Total 164,000E 202,000$ 463000$ 492,000$ 745000$ 510,000$ 2,576,000 60,000 376,000 447,000 437,000 468,000 481,000 2,269,000 25,000 845,000 725,000 625,000 625.000 625,000 3,470,000 183,800 327,900 333,300 231,700 348,800 350,000 1,775,500 45,000 .383,000 191,000 737,000 585,000 486,000 2,427,000 0 1,851,000 802,000 786,000 340,000 883,000 4,662.000 0 660,000 0 165,000 0 60,000 885,000 600,000 2.640,000 2.160,000 1,702,000 2,314,000 2.490,000 11,906,000 507,000 11,518,000 3,319,600 3,192,600 3.137,800 3,220,200 24,895,200 121,000 285,100 324,000 645,000 155,000 245,000 1,805,100 S 1,705,800 $ 19,088,000 S 8,764,900$ 9,013,300$ 8,148,600$ 9,350,200$ 56,670,800 [I 204 Capital Improvement Projects Sales Tax Pay —As —You —Co Funding By Project Category 1993 — 1998 (59*) Parks & Recreation (7.d9f) Solid Wait (.1.04 S:recI Project Category t S 0rF ) Public Sate:y (3.*) l'nnsportatlon --- (1.1'k)OtherCaprtal — — Bridge end Drainage Improvements GIS Dwelopmant In -House Street Improvamems Library Book P_rchases Other Caprtal Imoraysments Parke & Rscreatlor Improvsmeris Public Safety Improvements Sold Waste rrpro%emsnts Street dmp•ovemsnte T•ansportaton Improvements Wets' & Sewer Improvements ►; In -Haase Sneer (1.6%) GIS Development (4.0%) Bridge and Dninsge (10%) Library Book Purchases (32.9%) Water @ Sewer Cty o1 Fayettevi Is, Arkansas 1993— 1998 Capital Improvements Prograr- Sales Tax Pay —As —You —Go Funding By Pra)ect Category '993 1994 — 1995 _ _1996 _ _ 1997 L I I I I I I I I I L 1996 Total I $ 15000$ 207,000$ 293000$ 214.000 S 234,000$ 235000$ 1.198,000 50000 90,000 97,000 99,000 102,000 105.000 543,000 600 000 595,000 652.000 610,000 63',000 645.000 3.733,000 25 00C 50.000 54.000 56,000 58,000 60.000 303,000 31.000 145.100 173,000 65,000 25,000 80,000 319.100 183,800 327.900 333,300 231,700 346.600 350,000 1,775,500 45.000 383.000 191,000 737,000 365.000 486,000 2,427.300 C 310.000 0 165,000 0 60,000 535,000 C 2,045.000 1 508,000 1,092 ,000 1,683 000 1.843.000 8,173,000 45,000 169000 154,000 223,000 234.000 246.000 1,071,000 507,000 1,722000 1 957,000 '_6007,000 2.068000 2,103.000 9,964,000 ' S 1,501,600 S 6,044 000 S 5 412,300 S 5,099.700 $ 5.986 800$ 6,215,000 $ 30.241,600 I 205 I City of Fayetteville, Arkansas 1993 - I998 Capital Improvements Program Compreherslvs Dow Source/Division Project 1903 1994 1995 1996 1997 1996 Total Request Airport Fund Airport Improvement. Airport Public Building Renovations-ADA Compliance $ 42,400 $ $ $ It 8 6 42.400 Professional Services 40,000 30,000 30.000 35.000 35.000 40,000 210.000 Leak Detection Equipment 40,000 40,000 TSMphons/Public Address System 41,600 41,600 FederalGrant Matches 115,000 115,000 115,000 115,000 115,000 575,000 Crack - Seal and Ov*day/FBO NC Parking 40,000 40.000 Terminal Wall Renovation 17,000 17,000 Pavement Maintenance 47,000 63.000 110,000 Additional Terminal Seating 38,000 38,000 Automatic Gate Operator Replacement 31,000 31.000 T -Hanger Unit 202,000 160,000 362,000 HVAC System Renovation 90,000 90,000 Passenger Parking Lot Expansion 180,000 189,000 Fuel Farm Replacement 225,000 225,000 GA. Terminal Renovation 32.000 32.000 Passenger Taminel Doors 105.000 105.000 Sewer Lift Station/East Side 82.000 82,000 Safety Area Maintenance 151.000 151.000 Airfield Marking 35,000 35,000 Concrete Joint Maintenance 160,000 160,000 Total Airport Fund Projects 104,000 202,000 403,000 492,000 745,000 510,000 2,576,000 Sales Tax Pay -As -You -Go Fund Bridge and Drainage Imprcvsmerds Engineering Mud Creek/Gregg Bridge 15,000 45,000 60.000 Drainage Study/Plan 50,000 50,500 169,000 6e,000 357.500 Cabo Springs Flood Control 103,000 103.000 Villa Mobile Home Pak Drainage 54,000 54,000 Cadarwood Drainage Improvements 165,000 185,000 Double Springs Road Bridge 32,500 32,500 Bridge & Drainage Improvements — As Needed 25,000 106,000 235,000 426,000 15,000 207,000 283,000 214,000 231,000 235,000 1,188,000 GIS Development Planning Geographic Information System 50,000 90,000 97,000 00,000 102,000 105,000 543,OD0 50,000 90,000 97,000 99,000 102,000 105,000 543,000 In-house Street Improvements Street Pavement Improvement. Library Book Purchases Library Book Purchases Other Capital Improvemema D. Processing Microcomputer Replacement. AS/400 Disk Storage Upgrade AS/400 Processor Upgrade AS/400 Printer Rplacsmalt. •UNIX Computer System for GIS Applications Library Reroof Mn. Card Catalog Undw. Prpety Lk. Fry. & Sequoyah - Parking Lot Overlaying Lk. Fry. A Sequoyah - Restrooms • Lk. Fry. - Additional Bost Stalls Lk. Fry. - Extension of Fishing Piers Cemetery Improvement. I I 600,000 595,000 852,000 010,000 631,000 645,000 3,733,000 600,000 595,000 652,000 010,000 631.000 645,000 3,733,000 12,500 48,000 25,000 30,000 115,500 75,000 75,000 95,000 95,000 30,000 25,000 50,000 105,000 40,000 40,000 18,500 18,500 3,000 3,000 10,000 10,000 20,500 20,500 10,600 10,600 5,000 5.000 15,000 15,000 31,000 145,100 173,000 65,000 25,000 80,000 519,100 I 206 SuurclMs,or Pro.et Parke A Recr.abor ImQiwam.nh City of Fayat.rrw Ark.nasi 1993 - 1991 Capital Improvemerka Program Comor.hwnw. Dets2 1993 1994 4995 Psrkt Gulley Park Purchase Gulley Prk LWCF Grant Walker Risk B.INWd RMtroorns On Park Seat Lewis Street - Soccr card Grading Lk. Fay South Puling & Traffic Impro✓emerh Sport. Prom Developm.m Lewis Sk..t Parking Lol Wilson Park Playglamd Reaanm.rt Davis Park - Playgro.ndrpldnc A . .ewe Soccr Fold Addition* .Ake F.y tavil4 So6bell Complex Park ling Lot Walker Park New Prkrrg Lot 3ukey Parking Lot & Trail Complabo, Youth Center - Drivwny Improvements Lake Fayetteville South Park Grant Asbae d .ewv Av.nw Restrooms ydlson Park Tins Days Prk Dsrek,men( Wilson Panic Tot Playground Rplae.m.nl Wilson Park West Parking Lot Lake F.yrt r lie Shcbrl F. d I4 Grrh Softball Compek Dexeropmrm Lake Faysdesile North SPBball Complex Lewis St Placated Pa k - Concession Star d Wilson Park - Ppnwn Bab. Ruth Corro.eskn Shnd/Rettroom Gulley Park Light Tin Wilson Park - Lght Wwt Twin's Courts 12) Fay Youth Center - Mum -pi, rpos. Addfon PubicsflyLImproremerh Fire R.modf Existing Fire Slabons Rplacemenl Fin Appar.bn Land Aequsibon to Fusin Fns Sharon cos Station All Police Police Building Fumm.r. Polka Computer UP9rad./Expansbn Jag bobby Moddk.bon. CCC Crktlr.canm II Telphan. Lpgr.d. Jul Rptirs Public Silly Compute System R.plac.m.nt Radro System Jpgrs0. COC Rseordr,T.9. Rpl.c.m.rk Pain Em sgenny Grwator Pero. HVAC Rplacem.ht Palm. Building Pod Ppnr Solid Waste Improvsm.rb Solid Waste Tr.nafr Stab.nIPron.ung Facility Trammel Screw, Mist. Solid Ws.b Improvemsnts Street I,•provemrrh Engin.rirg uoyc. Hwy 71 - Hwy 266 Sts.t Mill Steel Extortion .royda Blvd Exten.ler, Whet StabbrReldMaod Stus Arlington Trracarfnat Street Razorback Rod Streets - Cast Stunng Township Real 661 Street Extension to Huntsville Road Sycrnon Sheet WAdsrmg Mud CresiuJoyce Bndgs Hwy 160 (71 B to GI.gg) Salem Road Edenklrt Joyce Blvd to Greg Ave I 1996 _ 1097 1991 Total Recu..t , 15,300 11300 8300 •1300 31.700 45,000 35.000 17.500 35.000 75000 100,000 45.000 30 000 30000 22100 e00 60000 15 000 30.000 17.500 25.000 30.000 50 000 76 000 30 000 4. 700 •5000 6706 70 000 is 327,900 333.300 31 700 11.300 91.500 31,700 '5,000 35 000 17 500 35000 55.500 50.000 325 500 30 30C 30 300 20100 60,000 110 000 IS OX 30 000 42,500 30,000 50,000 75,000 30,000 41,700 15,000 18,700 70.000 30,000 30.000 75,000 15,000 160,000 WOW 50.000 60,000 60.000 50000 50,000 55.000 55.000 10,000 10.000 _ 106,000 100 000 341, 360,000 1.775,500 20 000 20,000 40,000 50,000 229,000 245 000 265,000 745.000 52,000 52,000 100.000 50300 200,000 450,000 10000 10,000 15000 15,000 80.000 20.000 20,000 31 000 31,000 • 6000 16.000 51,000 500 0 170.000 311,000 555,5.000 169.000 169,000 52.000 52,000 670O0 67,000 30 000 39.000 60 300 60,000 45,000 363000 191,000 737,000 115 000000 416.000 2.427000 3'0000 00 375,0 76,0 76,000w 90.000 00000 150,000 __ 0 310000 0 _ 165,000 0 80.000 535000 1,510,000 1,550.000 400000 '00.000 65.000 61,000 1,200.300 335,000 1,335,000 170,000 170,000 1C4.000 92.000 200000 30000 40.000 40 OW 25.000 135,000 450.000 430,000 171.000 175,000 165 000 665030 350000 350.000 408000 409000 1,020 000 1,020,000 500.000 600.00 0 2 046.000 1401000 1,092000 1 ,663,000 1.646 000 1,173,000 207 C City at Fays twille Arkrleas 190.1- 1998 Capital Improvemeds Program Comprehensive Distil 1993 1994 1995 1996 1997 1998 Total Request Transooddion Imorov snenb Engineering Intersection Improvemente 50,000 50,000 50,000 50.000 50,000 250,000 Planning SidrwslVrraftwsya Construction 20.000 56,000 52,000 119.000 120,000 134,000 507,000 Entryway Condors 15,000 15.000 TreRc Thermoplastic Striping Demonetrslon Project 25,000 25,000 (A) Trtfc Signed Installation 24,000 28,000 27.000 29,000 31,000 137,000 (B) Traffic Signal Installation 24,000 26,000 27,000 29,000 31,000 '37,000 45,000 109.000 154,000 223,000 234.000 240.000 1.071,000 Water & Sewr Improvements W/S Services Wrier Meters 33,000 33,000 Backllow Prevention 38,000 10.000 10,000 10,000 10,000 79.000 Engineering 36 inch Water Line — South ROW Acquisition 221.000 221.000 Sanitary Sews, Rehabilitation 217,000 1.394,000 1,947,000 1,447,000 2.033,000 2,073,000 9,301,000 Power Line Removal, Lake Sequoyah 20,000 20,000 Want Pump System Improvemrde 16,000 18,000 Water Lim Replacements - Rolling Hills Nn 102,000 102,000 Wrier Lines - As Needed 100,000 100,000 Sewer Lines - As Needed 50,000 25,000 20,000 95,000 507,000 1,722,000 1,957,000 1,807,000 2,068,000 2,103,000 9,904,000 Total Sales Tax Pay -As -You -Go Fund Projects Shop Fund Vehicles & Equipment Flail Mint Replacement - Poldcs/Pessengsr Vehicles Replacement - Sanitation Vt. & Equipment Replacement - LighV7Aedium Utility Veh. Replacement - MediumMsavy Duty Utility Vsh. Replacement - Tractors/Mowers Replacement - Backhoes/Loaders Replacemed - Misc. Vehicles & Equipment Replacement - Construction Equipment Expansion - Construction Equipment Replacement - Fuel Storage Expansion - Leah Detection Equipment Expansion - WMer/Sswsr Equipment Expansion - Sanitation VM. & Equipment Total Shop Fund Projects Water & Sewer Fund Wastewater Treatment Improvements 1,501,800 6,044,000 5,412,300 5,090,700 5,968,800 6,215,000 30,241,600 210,000 163,000 175,000 178,000 202,000 988,000 295,000 430,000 725,000 238,000 125,000 216.000 40,000 222,000 841,000 114,000 42,000 46,000 201,000 88,000 42,000 135,000 141,000 406,000 56,000 32,000 46,000 134,000 29,000 31,000 90,000 167,000 317,000 80,000 229,000 309.000 72,000 72,000 308,000 308.000 25,000 25,000 73,000 73,000 263,000 263,000 0 1,851,000 802,000 786,000 340,000 883,000 4,682,000 W. W.T.P. Safety Equipment lmprovsmente 7,000 7,600 7,300 7,400 7,500 35.800 OAR Probe & Controller 11,000 11.000 Lab Acid Wash System Replacement 32,500 32.500 125 Horsepower Tractor 49,000 49,000 Hay Harvesting esting Equipment 21.500 23,500 23,000 27,000 29,500 124.500 UpgrsdgBeplaesment of Lit S 00 Mions 54,0 58,000 56.000 68,000 73,000 309.000 Maintenance Shop Tod Upgrade 21,500 21.500 Testing Equipment 5.500 5,900 5,600 6,800 7,400 31,200 RAS Pump Replacement 32.000 32,000 Stat ion Truck Wash 13,000 13,000 Laws Tractor 20,500 20.500 Landscape Maintenance 21,500 21.500 Computer System Upgrade/Maintenance 5,500 5,900 5.600 0,800 7.400 31,200 Rebuild Aerators I 13,000 13.000 SMS Access Read Improvements 5.500 5,900 5,600 6,800 7,400 31,200 Atomic Absorption Unit 42,000 42,000 Rebuild Ebusnt Pumps 23,500 23,500 15' Flexwing Bushhog 9.300 9.300 Rebuild Btewers 12,000 12,000 Plant Pumps and Equipment 117,000 28.000 40.000 69,000 254,000 UVMS Spsetrophobmsar 12,500 12,500 Rebuild Plant Influent Pumps 18,000 16.000 Repair Activated Sludge Pumps 63,000 63.000 Replace 00 Br Screen 88,000 88,0 Rebuild Aerators 11 19,000 19,000 Polymer Feed Equipment 18,000 10,000 0 313,000 310,600 312,600 197,800 201,200 1,335,200 Ii City o Faye6wdls, Arkarsu 1993 - 1996 Ceptw lmwwarmnie Program Cwnpranarvwa Dewl SouresIDly anon _ Projact 1993 1064 1996 1996 1997 1966 Total Raquaat Wit.. & 5awr imwovrnrra_ Wew/Sawr 6 36' Wales Trwmaoon Una 8 Sw:.9e Tank. 6.500,000 5 500000 Engrnaenng Sanitary Seas RohabrI a, 896.000 1,000000 125.000 2021,00c WIS Reloc Wort - 'Wedngan 600,000 800 OOC Water Syssm Improvrrrt - hwy. 16 East 336.000 110.00a 476 MC Sews' On.. - As Needed 85.000 100.000 100.000 285 000 24' Wee Line Replacemrlt 255.000 255 000 WIS Retaaboru - Township (ISC) 225000 223 000 Water L.vaa Ae Needed 100.000 100.000 230X0 WS Late Ether - E Ridgswey 265.000 286 WO Regan Tank Painting 254.000 254000 WiS Servcaa Mean Teetirg Station 20000 _ 26 000 __ _ 0 9,422.000 1,060000 1,221y000 620000 _ $SA COC 13.327.000 WS Maws Water Melrt Wit.. Mn, C 61 000 52000 62,000 52 000 52,000 --- 260,0 00 C __ 610 52.000 _ 52000 52.000 52,000 269,00000 Total Wale' & Sewer Fund Proleds 0 9,796.000 1,362600 ,_565.600 i 060.8Cc 1 117.20C 14.931 200 1 Commwn tv De eloomenf Block Grant Fund G mmunrty Oeabpmt' Imprwrfl C.D. Saris Actvlry CerRar 25,000 100 000 125.000 Heating RwrL.faapn 300 000 300.000 300,000 300,000 300,000 1,500,000 Parka A Recreation 25000 25000 25.000 25,000 25,000 125,000 Trgd Ares Stn: Improvemers 420 000 300.000 300.000 300,000 300 000 1,620 000 N WA Free Heanh Carat _ 100,000 100,000 'ot&l Ccmmun ty Dweopment Bock Grant Fund Projects 25,000 645 000 725000 —625 00 .000 026,0 625000 3476000 Off Street Parkana Fund OF- Strsel Prtmg mprwsmrda Traffic Parking dm Equrpmenl Replacwmenl 15,000 15,000 En g nermg Parking Deck Rehab _ 425.000 _ 425,000 'otal Oft Street Parking Fund Projects 15.000 0 0 125,000 0 0 440.000 Solid Waste Fund Sold Was Impron.nfl SoLa Was Transfer SaboraPidceaang Facility 350.000 __ 350.0110 Total Solid Ware Furd 0ro;sae 0 350.000 0 0 0 0 350,000 Projects By Fund - All Sources Airport Func 154,000 202000 463,000 492.000 745,000 510,000 2,576.000 Sales Tax Pay- As -You -Go Fund 1,501,000 6.044000 6,412,300 5009.700 5,914800 6.215000 30,241,600 Shop Fund 0 1,951000 802,000 706000 340,000 663000 4.662-000 Water & Sever c..nd 0 9,796.000 1,362.600 1 585,000 1.061 800 1.1¶7.200 14031,200 Community Dew. Block Grant Furd 25,000 646,000 725,000 025000 625,000 525000 3470.000 Off Street Parking Furd 15,000 0 a 425.000 0 0 440,000 Solid Waste Fund 0 350,000 a 0 0 0 350000 S 1,705,800 819.OM.000 8 8.704,900 S g,C :3.300 $ 8,741.600 $9,350.200 6 56 070,800 1 209 Officials of the City of Fayetteville. Arkansas Elected Officials Fred Hanna Mayor Stephen Miller Ward 1. Position I K;t Williams Ward 1, Posir.on 2 Conrad Odom Ward 2. Position I Woody Bassett Ward 2, Posaton 2 Fred Vorsanger Ward 3. Posmon I Len Edens Ward 3. Poson 2 Joe Box Ward 4, Position 1 Heather Daniel Ward 4. Position 2 Jerry Rose City Attorney Sherry Thorns City Clerk G:yndon Bunton Cry Treasurer Rudy Moore Municipal Judge Administrative Officials Ben Mayes Administrative Services Director Kevin Crosson Public Works Director A:ett Little Planting Management Director Mickey Jackson Fire Chief Richard Watson Police Chief Management Staff Accounting Manager Marilyn Cramer Fleer Maint Supermtendeet Wiliam Oesterich Airport Manager Dale Frederick Inspections Superm:endent Ben Rakes &nur.al Services Director Ohvu Horn Internal Audito:'Grant .Acct Yolanda Perez Budget Coordinator Sieve Davis Municipal Court Head Clerk Dena Stockalper Cable Admms:rator Shea Cram Parks & Recreation Director Dale Clark Cm Fngmeer Don Bunn Personnel Director Don Bailey Communications Super%iscr Kathy Stocker Purchasing Ofcer Peggy Bales Communiry Des Director Jan Since Street Superintendent Rand) Allen Data Processing Manager Wes Cook Traffic 5tipermtendent Perry Franklin Env.nmmenta: Affairs Admm. Cheryl ZOnt Water & Sewer Service Stan Sharon Crosson Fac.ltties Superintendent Harold Dalilmger Water & Sewer Maint. Supt. David Jurgens 211 I I 1 1 U 1 City of Fayetteville, Arkansas Personnel Summary Permanent Employees 1990 1991 1992 1993 1994 Department Employees Employees Employees Employees Employees General Government 28.10 32.85 34.10 36.60 37.60 Administrative Services 81.75 68.75 72.75 73.50 76.50 Police 69.50 83.00 90.00 94.00 103.00 Fire 54.00 54.00 60.00 63.00 66.00 Planning Management 7.20 7.00 8.00 9.50 8.50 Public Works 116.75 117.20 121.20 122.20 129.20 Total 357.30 362.80 386.05 398.80 420.80 Personnel Summary by Year 500n 400 4 % 3 00 E W 200 100 0 1990 1991 1992 1993 1994 Year Total Employees 212 Division Inspections Building Maintenance Police Fire Engineering Parks & Recreation Rater Services Sewer Maintenance Solid Waste Public Works Director CITY OF FAYETTEVILLE FULL-TIME PERSONNEL VARIATION SU.MI 1ARY Additions Deletions 1.00 Codes Inspector` ..00 Maintenance Worker III= 3 00 Police Officers' 00 Police Juvenile Officers' 1 00 Property Edence Manager` '_.00 Civilian Jailers° 1.00 Custodian' 3.00 Firefighters` 1.00 Public Works Inspector' 1.00 Maintenance Worker II° 1.00 Backflow Prevention Operations Assistant1° 1.00 Backflow Prevention Technician 1 00 Public Works Crew Leader" 1 00 Maintenance Worker III" 00 Maintenance Worker 1V" C.75 Environineatal Affairs Admin." 1.00 Solid Waste Superintendent' 0 25 Environmental A;,-etrs Admin." 1.00 PW Management Assistant' Urban Forests' & Landscape Public Lands Maint. Total Full -Time Additions Total Full -Time Deletions Net Additions 2.001 Maintenance Worker II" 25.00 3_00 22.00 1.00 Horticulturist'' PART-TIME PERSONNEL VARIATION SUMMARY Division Additions Deletions Parks & Recreation 2.00 Lifeguard/Swimming instructors" 3.00 Park Patrollers" Total Part -Time Additions 5.00 213 Notes to the Personnel Variation Summary 1) Construction in Fayetteville has increased substantially over the past few years. The Codes Inspector position was added to assist with the additional work load in the Inspections Division. This position is funded by the General fund. 2) The Maintenance Worker III position was created to help with the increased building space that the Building Maintenance Division is required to maintain. This position will be responsible for custodial services for the City Prosecutor's office, Municipal Court, Fire Prevention Office in Interim City Hall building, and other maintenance assistance as needed. Additionally, this position will perform duties which are currently contracted to outside sources for $1,800 per year. This position is funded by the General Fund. 3) The addition of three Police Officers and three Fire Fighters is part of a multi -year phase in plan to attain adequate staffing levels in the Police and Fire Departments. These positions are funded by the General Fund. 4) Two Police Juvenile Officers were added to address concerns expressed by the Juvenile Concerns Committee. These positions are funded by the General Fund. 5) The Property Evidence Manager is an non -civil service position created to maintain an official evidence room, purchase and stock all police department supplies, and maintain a uniform and police equipment store. This position is funded by the General Fund. 6) Two Civilian Jailers were added to assist with the additional state requirements for fingerprinting of prisoners. 7) The Police Department relocated their offices to the new Police/Courts building during 1993. A full-time custodian was added to help maintain the expanded office space. This position is funded by the General Fund. ' 8) The Engineering Division will be doing several in-house engineering projects in 1994. One additional Public Works Inspector was added to perform on -site inspections for these in-house projects. Additionally, this position will assist with public works inspections associated with the increasing number of subdivision and large scale development projects in the City. This position will be funded by the General Fund. 9) The Maintenance Worker 11 position in parks & recreation was added to provide supervision for temporary groundskeepers and ballfield maintenance crews, and to provide continuity in the parks maintenance effort. This position is funded by the 1 General Fund. 10) The Backflow Prevention Operations Assistant and Backfiow Technician positions were created to comply with federal, state, and local regulatory requirements pertaining to drinking water. These positions are funded by the Water & Sewer Fund. I11) A sewer rehabilitation crew consisting of one Public Works Crew Leader, One Maintenance Worker III, and two Maintenance Work IV positions have been added to perform additional in-house sewer rehabilitation improvements in an effort to comply with the EPA administrative order to eliminate all sewer overflows. ' 12) The Public Works Management Assistant and the Solid Waste Superintendent positions have been combined into the Environmental Affairs Administrator position. This position serves as assistant to the Public Works Director and is responsible for managing the Solid Waste Division. Twenty-five percent of this position is funded by General Fund, and Seventy-five percent is funded by Solid Waste Fund. 13) The Public Lands Maintenance Program was created to maintain city owned property that is not the responsibility of any other city division. Two Maintenance Worker II positions have been added to provide this maintenance. These positions are funded by the General Fund. The Public Lands Maintenance Program replaces the Urban Forestry and Landscape program and eliminates the need for the Horticulturist position. 14) Two Lifeguard/Swim Instructors have been added to provide adequate lifeguard coverage of the city pool during the daytime hours and swimming instructions in the evenings. These positions are part-time and can be added without additional funding to the Swimming Pool program. ' 15) The Parks Patrol positions were created to add security w park patrons, park staff, and park facilities. These positions work from March until October during the park's heavily used times in the evenings and on weekends. These positions are funded by the General Fund 214 I City of Fayetteville's Use of Debt and Debt Position I 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 he 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 1 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 visitors, to help finance the debt. The City carefully analyzes each proposed bond issue to determine the need for the improvement, it's useful life, and, current and future revenues available to provide debt service Exist;ng debt service requires resources from both general governmental resources and enterprise fund resources. General governmenta: debt is evidenced by the Sales Tax Capital Improvement Bonds that were issued to provide construction funding for the Walton Arts Center. These bonds require that 20% of the City's share of the County sales tax be remitted to the bond trustee for debt service coverage. The transfer is budgeted in the Miscellaneous Program in General Fund and is projected to be $1.O40,252 for 1994. 1 Enterprise fund debt is evidenced by the bond issues for Continuing Education Center, Water ' & Sewer Refunding, and Northwest Arkansas Resource Recovery Authority bonds. Revenue generated by the Continuing Education Center and by Water & Sewer Fund are utilized to provide debt service for these bond issues. Debt service budget has been increased in Water & Sewer Fund to reflect the additional debt service cost associated with the planned 1994 Water & Sewer bond issue. Currently, the City is meeting the debt service requirements on the Northwest Arkansas Resource Recovery Authority bonds out of earnings on the unexpended original principal. The incinerator disengagement lawsuit referred to in the budget message centers around the City's responsibility to continue to meet the debt service requirements on the remaining bonds. ' 215 ' I I I I I I I Bond Ratings 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. 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 IMoody 's Standard & Poor's Description 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-I 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. The most recent bond issue made by the City is the 1992 issue of Water and Sewer System 1 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 1994 debt service for ea%:h current bond issue for which the City must make payment. 216 City of Pavettevi::e, Arkansas Bonds Outstanding December 31, 1993 I)cscriplion General Obligation Bonds Sales rax Capital Improvements (Wa.:on Arts ('enter) Revenue Bonds ('ontinuing Education Center Water & Sewer Refunding Northwest Arkansas Resource Recovery Authority General Ohiigation Bends Saves rax Capital Improvements I Walt,m Arts ('enter) Revenue Bonds Continuing Education Center Water & Sewer Refunding Northwest Arkansas Resource Recovery Authority Total Debt Service Payments Outstanding Bond Due Interest Issue Dares Rates Amount 19S6 1994-2007 5.40-7.10`.$ S 3,335.000 3,335.000 1979 1994-2004 7.30-7 875`% 3,340.000 1992 1994-2012 3.00-6.054E 9.725.000 1985 1994-2013 5.20-7.12.5c7r 20,420,000 33,485.000 S __ 36,82Q000 1994 Debt Service Payment Schedule Bond Issue Principal 1986 S :25,000 $ 125,000 Interest halal 227,890 $ 352,890 227.890 352,890 1979 175,000 260,080 435,080 1992 290,000 535,562 82c,562 1985 420,000 1,409,176 1,829,176 811000 -2,204,818 3,089,818 S - 1,01(1,000 $ -- 2,432,708- $ - _ 3,442708 217 I City of Fayetteville, Arkansas Computation of Legal Debt Margin December 31, 1993 1 General Obligation Debt Debt margin is a calculation based on the assessed value of property located within the City limits. The debt limit is established by state statute and is limited to 20% of assessed value. I I I I I L I I I I 1.1 I 1993 Assessed Value Debt Limit — 20% of Assessed Value General Obligation Bonds Payable Less: Debt Service Fund Total Debt Applicable to Debt Limit Legal Debt Margin 70 $3,335,000 812,706 $309,257,859 61,851,572 2,522,294 $59,329,278 Debt Applicable to Debt Limit 1984 — 1994 60 - 5oILI N i 0 40 30 20 - 10 - II 0 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 � Net Bonded Debt iI Debt Limit For additional discussion of the 1993 debt activity please refer to the budget message. Enterprise Fund Debt (Revenue Bond Debt) Enterprise fund debt is established by the cash flow for each enterprise fund. For example, Water & Sewer Fund must be able to generate sufficient cash flows to meet normal operating and capital as well as provide sufficient resources to meet the annual debt service requirements. Prior to issuing enterprise ' fund bonds an analysis of current revenues and expenses is conducted to determine if the current revenues can support a bond issue. I A I City of Fayetteville. Arkansas Schedule of Major Revenue Sources and Significant Trends The City of Fayetteville creates its expenditure budgets based on anticipated revenue for each 1 fund budgeted by the City. The City uses building permits issued, new utility customers and data from the Northwest Regional Planning Commission in projecting additions to the City's population. The City's major revenue sources are listed below. County Sales Tax: The City receives a prorated share of the county sales tax hated on population as of the most recent federal census. The county sales tax revenue provides approximately 40% of the revenue for General Fund. Growth in sales tax revenue has averaged approximately 9`k compounded annually from 1989 to 1993. Budgeted county sales tax revenue is projected to increase by 5.2% over estimated 1993 revenue. The increase in county sales tax is attributed by the overall economic growth occurring in the Northwest Arkansas region. Franchise Fees: Franchise fees are collected by the utility companies and remitted to the City ' for the right to use City owned rights of way, alleyways and streets for their transmission lines or service. Franchise fee revenue provides approximately 20% of the revenue of General Fund. Franchise fee revenue is budgeted to increase approximately 5% over estimated 1993. Franchise fee revenue decreased from 1992 to 1993 due to a reduction in franchise fee assessed to the Water & Sewer Fund Intergovernmental: Intergovernmental revenues are primarily state turnback of taxes and are based on the most recent federal census. The per capita turnback rate has been relatively flat over the past three years. The turnback rates are $19 for General Fund and $39 for Street Fund based on the 1990 federal census (42.099). City Sales Tax: City sales tax revenue has grown at an average rate of 8.28% annually since , 1988 During 1993 the City lost its city sales tax for approximately 90 days as a result of a lawsuit, For additional information regarding the sales tax lawsuit please refer to the Budget Message. City sales tax revenue for 1994 represents approximately a 6% growth in revenue using actual 1992 as the base year The city sales tax revenue is divided between capital projects (75%, Sales Tax Construction Fund) and discretionary purposes (25%, General Fund). , Water Sales and Sewer Services: Water sales and sewer service revenue are based on metered customer usage of water and are the primary sources of revenue for the Water & Sewer Fund. I The budgeted revenue for 1994 includes an increase in water usage of approximately 2% and an 8% rate increase, 1'his rate increase is the last rate adjustment adopted by the Board of ' Directors based on the 1990 rate study. Sanitation Fees: Sanitation fee revenue is based on level of customer service and is the primary source of revenue for the Solid Waste Fund. The revenue generated in 1993 is the first full year of new adopted rates that were placed into effect in late 1992. Budgeted 1994 revenue reflects a projected increase in the number of customers of approximately 2%. 219 City Sales Tax Revenue Millions 0 1 2 3 4 5 6 7 8 1984 3.361.059 1985 3.347.445 1986 3,974,548 1987 4,173,444 1988 4,339.019 1989 4,745,915 1990 5,052,187 1991 5,426,350 1992 5,961,732 Estimated 1993 4,894,568 Projected 1994 6,330,000 County Sales Tax 0 1984 1985 1986 1987 1988 1989 1990 1991 1992 Estimated 1993 Projected 1994 1 2 Millions 3 4 5 2,645,036 2.760.595 ■ 3,090,603 ■ 3,198,519 3.301,645 3,543.394 11 7 220 HMR Tax Revenue Xx1 - L -_� _yr. _�.__r- .. - - JL. • - .. • • h--. Water Sales Revenue %ldhons 0 2 4 6 8 1984 — 2.614.',21 1985I -.L. 2.63630' 1986 2.816,98? 1981 2,962,279 1988 3,785,618 1989 4.273.041 1990 I 4,822.815 199: 6,128.827 1992 6.552,093 Estimated 1993 7,65',300 Projected 1994 8,532,600 10 221 Sewer Service Revenue I Millions 0 1 2 3 4 5 6 7 8 9 1984 2,791,256 1985 3,052.589 1986 3,642,814 1987 3,962,279 1988 4,294,736 ' 1989 4,764,165 1990 5.064.451 1991 5,735.310 1992 6,207,658 Estimated 1993 6,597,700 Projected 1994 7,234.800 1 Sanitation Fees Thousands 0 500 1000 1500 2000 2500 3000 3500 1984 1.617,532 1985 1,590,877 1986 1,714,664 1987 1,615,161 1988 1,680,692 1989 1,806,012 1990 1,842.738 1991 2,174,481 1992 2,202,346 Estimated 1993 2,797.273 ' Projected 1994 2.859,757 222 CITY OF FAYETTE\'ILLS, ARKANSAS MISCELLANEOUS STATISTICAL DATA December 31, 1993 Date of incorporation August 23. 1870 Form of Government Mayor Council Area — square miles 45.3 Miles of streets: Graded and surface treatment 3 Paved — permanent (concrete and asphalt) 212 Miles of water lines maintained 498 Miles of sewer lines maintained 350 Bu::dinaPermits Permits Issued Estimated Cost :983 281 $19.2_97,495 1984 258 $18,061,221 1985 254 $33,063,628 1986 279 $19,080,572 1987 275 '5$17.002,278 • 1988 278 $21,341,739 1989 238 $21,483,018 1990 298 $36,434,671 1991 353 $40,132,613 1992 473 $56,279,064 1993 651 $87,005,237 Employees — As of December 31. 1993 Seasonal; City Government Full —Time Part —Time Total Civil Service 127 -- 127 Non —Civil Service 271 17 288 Total 398~ 17 415 223 I CITY OF FAYETTEVILLE, ARKANSAS I I I I I I I L I H I I I I I MISCELLANEOUS STATISTICAL DATA, Continued December 31, 1993 Fire Protection: Number of stations Number of uniformed employees Police Protection: Number of stations Number of uniformed employees Recreation: Number of parks Number of playgrounds Number of tennis courts: Lighted Unlighted Number of basketball courts Number of ball fields Number of community centers Number of swimming pools Number of soccer fields Number of recreational complexes Acres: Land Water Education: Number of schools Number of teachers (Full—time Equivalency) Number of registered students Municipal Water Plant: Number of water meters Beaver Water District pumping capacity Pumping capacity to Fayetteville Average daily consumption Miles of water main Number of fire hydrants Sewage Treatment Plant: Nominal plant capacity 5 65 1 62 32 35 4 11 38 14 1 13 2,371 739 12 462 7,063 21,969 80 mgd 25 mgd 10.2 mgd 498 1,300 17.0 mgd I 224 GLOSSARY I ACCOUNT GROUP. A serf -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 infornation on the financial position and operations of a governmental unit or any of .ts 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 :he current accounting period bur which are not :o be co.lected 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 herd by the governmental unit as at agent for others. , APPROPRIATION. An authorization granted by the hoard to incur liabilities for specific purposes. ASSETS. Probable future economic benefits obtained or controlled by a parlicular 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 penodic 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 PREMIL-,,%I. The excess of the price a: which a bond is acquired or sold over its face value. BONDED DEBT. The portion of indebtedness represented by outstanding bonds. I BUDGET. A financial operating plan consisting o: 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 insirameat used by the budget -staking 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 fmaricial 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 n 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 consiruct on of designated fixed assets CONSTRUCTION WORK IN PROGRESS. The cost of construction work that ha' been started but not yet completed. 225 ' 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 to a 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. i EXPENSE. Charges incurred for operation, maintenance, interest, and other charges that will benefit the current I 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. 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. 226 FLT -D. 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 carn'ing on specific activities or attaining certain obfec:ives in accordance with special regulations, restrictions, or limitations. FUND BALANCE, Fund equity available for appropriation. FLNTI EQUITY. The excess of assets over liabilities. A portion of the equay may be resen•ed or designated: the f remainder is Fund Balance. GENERAL FIXED ASSETS ACCOUNT GROUP. A self -balancing group of accounts set up to account for the 1 general fixed assets of a governmental unit. GENERAL FUND, A fund used :o account for all transactions of a govemir.:ntal unit that are not accounted for in another fund. GENERAL LONG -TERN DEBT ACCOUNT GROUP. A self -balancing group of accounts set up to account for :ong-term debt which :s legally payable form general revenues. GOAL, A goal is a statement of desired conditions to be rimntained or achieved through the efforts of an organization. Actual tots; achievement may be impossible, but 'he goal is a standard against which to measure progress toward ideal conditions. A goal is a definition of results coward which the work of the organization is directed. GOVERNMENTAL KIND, A generic classification adopted by the National Council on Governmental Accounting io refer to all funds other ihan proprietary and fiducian• funds. General fund. special revenue funds, capita: 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 an a enterprise operation. INTERFUND LOAN. A loan made by one fund to another. LNTERFI-ND TRANSFER. An amount transferred from one fund to another. I INTERGOVERNMENTAI. 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 famished by a designated department to other departments. Amounts expended by the fund are reestablished from either operat.ng earnings or by transfers from other finds. I INVFSTn•IENT. 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 t to transfer assets or provide services to other entities in the future as a result of past transactions or events. LINE -ITEM. A detailed classification of an expense or expenditure classified by object within each Division. ' I.1NE-ITEM BUDGET. A budget featuring thmgsto 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 and cuizen interest in the values of economy and control. Also known as traditional budgeting LONG-TERM DEBT. Debt with a matunty of more than one year after the date of :.,suance MODIFIED ACCRUAL BASIS. Governmental funds use the modified accrual basis of accounting. Revenues are 227 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 state 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. Bodgetmakers practicing this approach strive to appropriate sums to non -organization, 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. 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. 1 228 RESIDUAL EQUITY TRANSFERS. Additions to or deductions from the hegmning fund balance of governmental I funds. RETAINED EARNINGS. The 2rcurnulated 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 interfurd 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 :o account for revenues from specific taxes or other earmarked revenue sources that by law are designated to finance particular furrions or activities of government. I STRATEGY. A strategy is a plan for achieving a specified oh;ectivc. 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 eovemmental unit for the purpose of raising revenue. These revenues are ' used :o 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. I 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 servtcr funds. WORKLOAD. Workload data answers the question about how :much service is being provided, as well as how output is mceting service demand. Workload data is also the basis, along with total expenditures, for until cost or productivity indicators I I I I C I I U 229 1 City of Fayetteville, Arkansas Index Accounting and Audit ......................44....4..4..................... 83 Administrative Procedures to Adjust the Approved Budget ......... 4 . 4 .................... 7 Administrative Services Director...............................................81 Aging Transportation Fund Summary ............................................24 Airport Division Airside Operations.....................................................71 Capital............................................................72 l.andside Operations................................................7(3 Airport Fund Fund Summary ..................................................... .. 39 Sources & Uses of Funds ............................................ 4 ... 40 Animal Control Animal Shelter.......................................................95 Patrol/Emergency Response ................... 4 ........ 4 .................. 94 Arts Center Bond Fund Summary...........................................26 Arts Center Project Fund Summary .........................................28 Budget ai1d Research ................................................. 4 ... 4 84 Budget Flowchart.........................................................3 Budget Process..........................................................1 Budget Organizational Structure ....................44.......44................ 47 Building Maintenance...........................................86 Cable Administration..........................................64 Capital Improvement Program Comprehensive Detail...........................................206 Introduction...........................................194 Miscellaneous Capital Budgets............................................197 Overview...........................4.....4..........4.......4.... 198 Projects by Project Type - All Sources......................................204 Summaryof Project Requests and Resources ...... ............................ 203 Capital Improvement Policy ........................................... 4 ...... 6 Central Dispatch.............................................106 Chartof Fund Types - Governmental ............................................ 9 Chartof Fund Types - Proprietary & Fiduciary ...................................... 1 1 City Advertising & Promotion Fund Summary ......................................21 City Treasurer ............... ............................... 4 ....... 4 .. 6 59 CityManager..........................................................56 City Attorney - Legal .............................................. 4 ......460 CityClerk............................................................66 City Prosecutor ....................................444.......4.......... 61 CityCouncil...........................................................58 City Engineering Division Operations & Administration .......................... 4 ............. 6 ... 144,191 Plans and Specifications .............................. 4 ................ 143,190 Public Construction . ......................4....4..................44. 146,193 Right of Way Acquisition .......................... 4 ................... 145,192 Combined Statement of Fund Position - Governmental................................10 Combined Statement of Fund Equity - Proprietary & Fiduciary ............................ 12 Community Development Administration ............................126 Community Development ..................................... 4 .... 4 .... 129 HomeGrant.........................4......4....6.........4........ 128 Housing Rehab .. 4 .... 4 ..... 4 .......... 4 .. 4 ......... 4 .. 4 ........ 4 .. 0 4 127 Community Development Block Grant Fund Summary ........................... 6 ..... 23 Community Overview.................................................X 230 Continuing Education Center and Parking Facility Fund Summary . , ... .......... . .. . ..4.444.... . , 41 4,444 Data Processing ................................. .. ............... . 90 DebtPolicyy ...... ... ......... .................. ..................5 DebiPiisition d......... ...... .. ... 215 Deparm ental Overviews Administrative Services ............ .. .. ............ . ... .. .. .. 75 Fire.... ...... ..4444 ......... .. ............ ...... .. .. Ill General Government ...... .. ...... .. ........ . 51 .. 4444.. .. . Planning ........ ...... . 119 Police ... ...... ...... .. ......... ......... ., 103 PJh1ic 'orks . .. ... .. ... ......... .. .. ........... ... 131 Drug Enforcement Fund Summay ...... . .... .. .. ............. . .. .. ... . 25 Drug Enforcement Program Summary 6 ... ...... ........ ............. .. ... 109 Elected Officials, Administrative Officials. & Management Staff ..................... . . .. 211 Expenditure Policy ............. ...... .. .. 4 Financial Reporting Policy , , ..... .. 4 4 4 4 . . . .... ...... ............ . ... .. 6 Fire Department Hazardous Materials ........... ......... .. ................ .......... 117 Operations . . . .. ...... ... . ...... . .... 115 4444.., ,4444, ...,....... Preventior. . . . ......... .. ... .. . ........... ...... ............ 114 Training ... . .. ....... .. ...... . . , ..... I . 1 116 .. ,4444, ,4444. FirePension Fund Summary .......... ...... .. .. .. ... ...... . . ......... 44 General Fund Expenditure Summary ............ .. .. .. .. ...... ... ... , .. , . , .. 16 Fund Summary .. ... ...... .. ... ............ .. .. ....15 Sources & Uses of Funds .. ...... . . .. . ...... .. .. ... ......... . 18 Glossary ..... ... ...... ... .. ............ ... .. ... ......... 225 Hot Check ... ... ...... ...... . ........ ....... 62 .. 4444., 4444. Industrial Park Fund Summary .. .. . 34 ... .. ... ................ ......... .. Inspections ... ............. ........ .. 67.69 Internal Auditing .. 4, ,444. .. I ..... .. . .. .. ..... . ..... 4 4 4 4 . 65 , Investment and Cash Management Policy . ......... .. . ...... ...... ..... ... 5 Janitorial . ... ....... . .. .. ...... ....... .. .. . 87 Major Revenue Soirees .. ...... ... .. ... . ........ ................ . . . 219 Mayor .. ... .. ... .. ............................... ...... ..... .57 ,. 4444,.. Meter 4laintenance & Backftow Prevention ...... . .......... . . ... . . . ..... .. . .. 97 Meter Operations ... . ........... ...... .. .. ...... ................ .96 Miscellaneous Program .. .. ...... ...... .. .. ...... ...... ........... 63 Municipal Court Criminal. . . ... ... ... .. ...... .. . ....... ... .. ... .......... 91 PrcbatiOn;Ftne Collection . .. .. ................ . .......... . 4 . 4 .. 4 . 4 . 92 Small Clairna'Civil ...... .. .. ......... .... 93 Minicipal Judge . .. ...... .. ... ......... .. .......... ...... .. .... 63 Mt.nicipa Judge Retirement Fund Summary ....................... ... .. ...... .. 45 Off St.cei Parking Fund St.mmary ................ . . ........ ... . .. . ....... 22 Orgar.i ational Char. - City of Fayetteville . ......... .. 4 4 4 4 4 4 4 4 , .. , .... , . . 210 Organzat:cnal Structures Administrative Se vice . ...... ..... .... .... . . . .. ..... ....... 74 Fire...... .. ... . .. .. ... ...... 4 .... ..... 110 . .......... 4444. General Government .. ...... ... .. ... . ..... ................. ....... 50 Planning...... ... ........... .. ...... ...... ........... ...... . 118 ... . ..... .. .. .. 4 .. ... ... , ...... 102 Pt.blic Works ... ...... ... .. ...... ...... . ........ . . . . .......... 130 Parks Division Administration .. ...... ...... ...... ..... 4444 .......,., ,. , . , .... 146 Athletic Programs ... ... ...... .. . ... ......... . , . . 149 231 I I Ballfield Maintenance .................................................. 154 Lake Maintenance .................................................... 152 Park Maintenance ... ........ 4 ..................... 4 . 4 .. 6 . 4 ........... 153 Public Library....................................................... 151 Recreational Transfers . 150 SwimmingPool .................................. 4 ................... 148 ' Personnel Variation Summary .........................4......444............ 212 Personnel Summaries Administrative Service ................................................... 79 ' Fee alGove...........................................................113 ment................................................... 155 General Government 55 Planning.........................................................122 Police....................................................105 Public Works..................................................1.10 Personnel - Human Resources............................................82 Planning Division Panning Management .................................................. 123 Urban Forestry & Forestry . 125 I I I I 1 1 I I fl I I Police Division Central Dispatch ..................................................... 106 Drug Enforcement...................................................109 Patrol............................................................ 108 Support Services ..................................................... 107 Police Pension Fund Summary ................................................43 Policies and Procedures Capital Improvement Policy...............................................6 DebtPolicy..........................................................5 Expenditure Policy ..................................................... 4 Financial Reporting Policy ................................................. 6 Investment and Cash Management Policy ........................................ 5 Reserve Policy........................................................4 Revenue Policy ............................ 4 ...... 4 .................... 4 Procurement...........................................................88 Program Expenditure Summaries Administrative ServiceDepartment...........................................76 Fire Department.....................................................112 General Government Department.........................................52 Planning Department...................................................120 Police Department...................................................104 Public Works Department ................................................ 132 Public Works Director..............................................1 42,189 Replacement Fund Summary.................................................29 Reserve Policy..........................................................5 Revenue Policy..........................................................4 Risk Management.......................................................89 Sales Tax Capital Improvement Fund 1994 Capital Budget ......................... . .. 195 Sales Tax Capital Improvements Fund Summary ....................................30 Sewer Maintenance & Collection Division Administration .............................................. ........ 171 Capital Expenditures................................................... 180 Maintenance Farmington/Greenland........................................173 Sewer Connections...........................................181 Sewer Main Maintenance ........................................172 Sewer Mains Construction ............................................... 179 Shop Division Capital....................................................100 232 I Vehicle Maintenance .. ... ....... ....... .. .. 99 Shop Fund Summary .. ... .. ......... ..... 46 ............... ......... .. Solid Waste Division Cor mercial Collection .... ...... ........ .. ......... ......... . 185 Composting.............................. . .. ...... .. ...... ... 188 Operation & Administration . ...... .. ......... ......... ......... .. 184 Recycling... ... ...... ...... ............ ......... ... .. .. ... 187 Residential Collection ..... ...... .. ........ .. . ...... .. ... .. .. .. 186 Solid Waste Fund Fund Summary .. ....... .. ...... ......... .. ... 3? Sources & Uses of Funds ..... ... .. ...... . ..... .. ... ....... 1 38 Source and Uses - All Funds .... ... .. ......... ...... .. ... . ......... 13 Street Division Construction of Drainage Structures .. ... ..... ...... .. ... :64 ............. Drainage Maintenance . ...... . .. .. ......... ................. . . ... :62 Maintenance of Right of Way ...... ......... .. ...... ................. :60 Operations & Administralioc .... ... .. ..... .. ......... ..... ..... 159 Street Construction .... ... .. ...... .. ..... . 163 Street Maintenance ......... ......... .. ....... ..... .. 161 Street Fund Fund Summary ......... .. 4 .......... ......... .. ... ... ..... .... 19 Sources & Uses of Funds .. ...... ......... .. ...... ... ....... . . 20 Traffic Division Administration & Enforcement • . ... ...... .. ...................... ... :55 Engineering & Planning 4..... ...... ... .. .. .. ... .. ... . .... ... .56 Traffic Control & Parking Meter Ma'-nt...................... ...... ... ........... 157 Transmittal Memo from the Mayor to Council .............. ... .. ... ............. I Utilt:v Biiling and Collection .... . 4..... .... 85 Walton Arts Center Endowment Fund Samnary ...... . ...... ... .. ... ......... .. 42 Waste Water Treatment Plant .. ... ...... ...... .. .. 174 Waste Water Treatment Plant - Capital ... .. . 182 Water and Sewer Services - Capital ..... .. . .. ...... .. ... ... .. .. ..... 98 Water and Sewer - Debt Service .. .......... .. .... 183 Water and Sewer Fund Fund Samman . ..... ...... ...... .. ...... .. 35 Sources & Uses of Funds ..... .. ... ...... .. ...... .. ...........36 Water Purchased . . ...... .. ............ ... .. ...... 165 Water Transmission & Distribution Division Acmin;stration . . ... ...... ...... .. .. ......... ... ......... 166 Capital Ex end.iures .. ...... ...... ....... 6 . .... ..... 176 Capital Water Mains .. ...... .. ... ......... ... .. ... ... ......... 175 Growth Area Main Maintenance ..... ...... .. ...... .................... 169 Maintenance Farmington/Greenland ... ...... .. .......... .. 4 ........ ... 170 Rural Water Connections ...... ...... ...... .. ... . 178 Water Connecliors ....... . .... ...... .. ... ... .. 177 Water Distribution Maintenance . ... ......... .......... .......... ...... 167 Water Storage/Pump ............................ ...... ...... ... ...... 168 I I 233