HomeMy WebLinkAbout145-94 RESOLUTIONRESOLUTION NO. 145-94
A RESOLUTION APPROVING THE 1995 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 Council hereby approves the 1995 Budget and Work Program by
category for all fund types. A copy of the 1995 budget is hereby attached marked Exhihit "A"
and made a part hereof.
Section 2. That the Council hereby approves adding funding as proposed in Exhihit
attached hereto and made a part hereof.
PASSED AND APPROVED this 20th day of December , 1994.
ATTEST:
By: 4/rade'./ !!�J
Traci Paul, City Clerk
APPROVED:
By:
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City of Fayetteville Arkansas
Supplement to Proposed 1995 Annual Budget & Work Program
Exhibit B
The original budget submission for 1995 reflected a surplus in Undesignated Fund Balance of
$67,792. During the City Council Budget Retreat of November 29, 1994 the Mayor proposed
adding funding to three programs. Below is a recap of General Fund Fund Position after
inclusion of the Mayor's proposals.
Approval of the Proposed 1995 Budget & Work Program, as amended, will provide the City
with a balanced budget for General Fund.
Program
Description
Amount
General Fund
Beginning Undesignated Fund Balance
$ 5,618,205
Additional Uses
Library
Additional transfer for operations
42,768
Planning Management
Upgrade a senior clerk -typist from
parttime to fulltime
8,920
Athletics &
Recreational Transfers
Create a fulltime Program
Coordinator position
16,104
Total Additional Uses
67,792
General Fund
Undesignated Fund Balance - as
amended
$ 5,550,413
Approval of the Proposed 1995 Budget & Work Program, as amended, will provide the City
with a balanced budget for General Fund.
EXHIBIT A
MICR OFILMe
1995
0
City of Fayetteville, Arkansas matismaik
Annual Budget
and
Work Program
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City of Fayetteville, Arkansas
1995 Annual Budget
and
Work Program
Stephen Miller
Cyrus Young
Steve Parker
Len Schaper
City Council
Submitted by
Kit Williams
Woody Bassett
Robert Prichard
Heather Daniel
Fred Hanna, Mayor
Ben Mayes, Administrative Services Director
Richard Watson, Police Chief
Mickey Jackson, Fire Chief
Kevin Crosson, Public Works Director
Prepared by
Stephen Davis, Budget Coordinator
Scott Huddleston, Financial Analyst
APO
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Fayetteville,
Arkansas
For the Fiscal Year Beginning
January 1, 1994
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, 1994.
In order to receive this award, a governmental .unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan and as a
communications medium.
The award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility
for another award.
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FAYETTEVILLE
MISSION STATEMENT
The City of Fayetteville's mission statement is a direct result of a volunteer team of employees
charged with creating a mission statement that expressed the service core of City operations,
reflected our beliefs concerning City services, and was easy to remember. All City employees
were given an opportunity to provide input for the mission statement. The mission statement
was then adopted by the City Council and is as follows:
To protect and improve our quality of life by listening
to and serving the people with pride and fairness.
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City of Fayetteville, Arkansas
Table of Contents
Budget Message
Transmittal Memo from the Mayor to Council 1
Budget Resolution 13
Community Overview 14
Budget Process and Policies
Budget Process 17
Budget Flowchart 19
Financial Policies:
Revenue Policy 20
Expenditure Policy - 20
Debt Policy . 21
Reserve Policy 21
Investment and Cash Management Policy 21
Capital Improvement Policy 22
Financial Reporting Policy 22
Administrative Procedures to Adjust the Approved Budget 23
Fund Summaries
Chart of Fund Types - Governmental 25
Combined Statement of Fund Position - Governmental (Shown by Department) 26
Chart of Fund Types - Proprietary & Fiduciary 27
Combined Statement of Fund Equity - Proprietary & Fiduciary (Shown by Department) 28
Source and Uses of Funds 29
Governmental Funds
General Fund:
Sources and Uses of Funds 31
Comparative Budget Summary 32
Expenditure Summary 33
Special Revenue Funds
Street Fund:
Sources & Uses of Funds 35
Revenue & Expenditure Stu/unary 36
City Advertising & Promotion Fund:
Revenue & Expenditure Summary 37
Off Street Parking Fund:
Revenue & Expenditure Summary 38
Community Development. Block Grant Program:
Revenue & Expenditure Summary 39
Drug Enforcement Program:
Revenue & Expenditure Summary 40
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Debt Service Funds
Arts Center Bond Fund.
Revenue & Expenditure Summary 41
City Sales Tax Bond Fund
Revenue & Expenditure Summary 42
Capital Projects Funds
Arts Center Project Fund:
Revenue & Expenditure Summary 43
Replacement Fund:
Revenue & Expenditure Summary 44
Sales Tax Capital Improvements Fund:
Revenue & Expenditure Summary 45
Capital Project Detail - 1995 46
Enterprise Funds
Industrial Park Fund:
Revenue & Expenditure Summary 48
Water & Sewer Fund:
Sources & Uses of Funds 49
Revenue & Expenditure Summary 50
Solid Waste Fund:
Sources & Uses of Funds 51
Revenue & Expenditure Summary 52
Airport Fund:
Sources & Uses of Funds 53
Revenue & Expenditure Summary 54
C.E.C. and Parking Facility Fund:
Revenue & Expenditure Summary 55
Trust Funds
Walton Arts Center Endowment:
Revenue & Expenditure Summary 56
Police Pension Fund:
Revenue & Expenditure Summary 57
Fire Pension Fund:
Revenue & Expenditure Summary 58
Municipal Judge Retirement Fund:
Revenue & Expenditure Summary 59
Internal Service Funds
Shop Fund:
Revenue & Expenditure Summary 60
Major Revenue Trends 61
Budget Organizational Structure 64
Consolidated Fund - Department - Program Summary 65
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General Government: ,
Organizational Structure 66 ,
Overview 67
Program Expenditure Summary 68
Personnel Summary 70 '
Mayor 71
City Council 72
City Treasurer 73 '
City Attomey - Legal 74
City Prosecutor 75
Hot Check 76
Municipal Judge 77 '
Cable Administration 78
Internal Auditing 79
City Clerk 80
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Miscellaneous 81
Airport - Landside Operations 82
Airport - Airside Operations 83 '
Airport - Capital 84
Administrative Services:
Organizational Structure 86
Overview 87 ,
Program Expenditure Summary 88
Personnel Summary 92
Administrative Services Director 94 ,
Personnel - Human Resources 95
Accounting and Audit 96
Budget and Research 97 '
Utility Billing and Collection 98
General Maintenance 99
Janitorial 100 ,
Procurement 101
Risk Management 102
Data Processing 103 ,
Municipal Court - Criminal 104
Municipal Court - Probation/Fine Collection 105
Municipal Court - Small Claims/Civil 106
Animal Control - Patrol/Emergency Response 107 '
Animal Control - Animal Shelter 108
Community Development - Administration 109
Community Development - Housing Rehabilitation 110 '
Community Development - Home Grant 111
Community Development - Community Development 112
Meter Operations 113 '
Meter Maintenance & Backflow Prevention 114
Water and Sewer Services - Capital 115
Shop - Vehicle Maintenance 116 '
Shop - Capital 117
Police Department:
Organizational Structure 118
Overview 119
Program Expenditure Summary 120
Personnel Summary 121
Central Dispatch 122
Police - Support Services 123
Police - Patrol 124
Police - Drug Enforcement 125
Fire Department:
Organizational Structure 126
Overview 127
Program Expenditure Summary 128
Personnel Summary 129
Fire - Fire Prevention 130
Fire - Operations 131
Fire - Training 132
Fire - Hazardous Materials 133
Public Works:
Organizational Structure 134
Overyiew 135
Program Expenditure Summary 136
Personnel Summary 143
Public Works Director 145,185
City Engineering - Plans and Specifications 146,186
City Engineering - Operations & Administration 147,187
City Engineering - Right of Way Acquisition 148,188
City Engineering - Public Construction Admin. 149,189
Planning Management 150,190
Inspections 151,192
Parks - Administration 152
Parks - Swimming Pool 153
Parks - Athletic/Recreational Transfers 154
Parks - Public Library 155
Parks - Lake Maintenance 156
Parks - Park/Ballfield Maintenance 157
Traffic - Administration & Enforcement 158
Traffic - Engineering & Planning 159
Traffic - Traffic Control & Parking Meter Maint. 160
Street - City Gardener 161
Street - Operations & Administration 162
Street - Maintenance of Right of Way 163
Street - Street Maintenance 164
Street - Drainage Maintenance 165
Street - Street Construction 166
Street - Construction of Drainage Structures 167
Water - Water Purchased 168
Water - Water & Sewer Administration 169
Water - Water Distribution Maintenance 170
Water - Water Storage/Pump 171
Sewer - Sewer Main Maintenance 172
Wastewater Treatment Plant - 173
Water - Capital Water Mains 174
Water & Sewer - Capital Expenditures 175
Water & Sewer - Connections 176
Sewer Mains Construction 177
Wastewater Treatment Plant - Capital 178
Water and Sewer - Debt Service 179
Solid Waste - Operation & Administration 180
Solid Waste - Commercial Collection 181
Solid Waste - Residential Collection 182
Solid Waste - Recycling 183
Solid Waste - Composting 184
Urban Forestry & Landscape 191
Capital and Debt
Capital Improvements Program Introduction . 194
Capital Improvement Program Overview 195
Summary of Project Requests & Project Resources 200
Capital Improvement Projects by Fund - All Sources 201
Sales Tax Capital Improvements 202
Capital Improvements Program Comprehensive Detail 203
Sales Tax Capital Improvement Fund 1995 Capital Budget 207
Miscellaneous 1995 Capital. Budgets 208
Debt Position 209
Schedule of Bonds Outstanding 211
Legal Debt Margin Calculation 212
Appendix
City of Fayetteville Organizational Chart 214
List of Elected Officials, Administrative Officials, & Management Staff 215
Personnel Summary 216
Personnel Variation Summary 217
Major Revenue Sources 219
Miscellaneous Statistical Data 223
Glossary 225
Index 230
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CITY OF FAYETTEVILLE, ARKANSAS
THE BUDGET DOCUMENT
The City of Fayetteville's budget document is a six part presentation consisting of the following
sections:
Budget Message
Budget Process and Policies
Fund Summaries
Department Summaries
General Government
Administrative Services
Police
Fire
Public Works
Capital and Debt
Appendix
Budget Message
This section begins with a brief review setting forth the budgetary plan and objectives, as
proposed by the Mayor, for 1995. The budget message section provides the reader with the
synopsis of the work program for the City in the next year and also provides a guide to the
budget document.
Budget Process and Policies
The budget process and policies section provides the reader with the procedural insight into the
preparation of Proposed 1995 Budget and Work Program and proposed financial policies for the
City. These policies include: Budget Adjustment Policy, Revenue Policy, Expenditures Policy,
Debt Policy, Reserve Policy, Investment and Cash Management Policy, Capital Improvement
Policy, and Financial Reporting Policy.
Fund Summaries
The Fund Summary section contains information concerning fund types and fund position by
fund type that depicts the financial activity projected for the City during the coming year.
Department Summaries
This section consists of the five major departments: General Government, Administrative
Services, Police, Fire, and Public Works. The Department Summary section contains the
following:
(1) Department Overview - This section provides a bnef summary of the respective
department budgets.
(2) Program Expenditure Summaries - This section reflects expenditures by category for each
program m a Department for four periods: Actual 1993, Budgeted 1994, Estimated 1994,
and, Budget 1995.
(3) Personnel Summaries - This section provides a comparison of staffing levels during the
past four years, by department.
(4) Program Performance Pages - This section details the program description, workload and
results for each of the City's operating divisions/ programs.
Capital and Debt
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This section contains: a synopsis of the Capital Improvements Program and planned capital
expenditures for 1995; a synopsis of the City's projected debt position as of December 31, 1994;
and General information concerning general obligation and revenue bond debt.
Appendix
The Appendix contains a City organization chart, a list of elected City officials, City
administrative officials, City management staff, a personnel variation summary for all City
departments, revenue trend charts of the major operating revenues for the City, glossary, and,
an index. The glossary provides definitions of frequently used budgeting and accounting terms.
The index cross-references the budget document by division or activity/program.
1 FAYETTEVILLE
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1 THE CITY OF FAYETTEVILLE, ARKANSAS
December 20, 1994
Members of the City Council and
Citizens of Fayetteville:
1 I hereby present the 1995 Adopted Budget for the City of Fayetteville, Arkansas. It has been
prepared and submitted in accordance with Arkansas statutes, which require that the Mayor,
1 under the aldermanic form of government, submit to the City Council, the annual budget for
approval. City Council approved the 1995 Annual Budget & Work Program by resolution 145-
94 on December 20, 1994.
1 1994 - A Year In Review
1 1994 marked a continuation of the initiatives begun in 1992 to provide more efficient services
to our citizens and to bring city government closer to its customers. The City began the year
with an ambitious plan to improve our streets, water & sewer system, and parks system.
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• Street improvements accomplished or in progress include: the construction, reconstruction
1 and resurfacing of Mill Street; the overlay of Dickson Street, Rock Street, Huntsville
Street, Morningside Drive and South College Avenue. Street improvements are being
completed by a combination of City crews and contracted personnel.
• Intersection improvements at Stubblefield Road and Old Missouri Road have been
started. The intersection improvements at Joyce Boulevard and College Avenue and
1 Joyce Boulevard and Hwy 265 are scheduled to be bid.
• Drainage improvement projects are underway along Cato Springs Road (through a joint
1 project with the Corps of Engineers) and in the Cedarwood Subdivision.
• The completion of the City's 36" water line has been bid and all related contracts
1 awarded. This will complete the 36" water line and includes an additional twelve million
gallons of water storage. The bids for the project were approximately $1 million under
projections. These projects are scheduled to be complete by the end of 1995. Financing
1 of the 36" water line and tank project is a combination of revenue bond proceeds and
operating reserves in the Water & Sewer Fund The bond issue is for $5.5 million and
is scheduled to be amortized over fourteen (14) years. The issuance of the 1994 Water
1 & Sewer revenue bonds was accomplished without a rate increase. The bonds received
an "A" rating from Standard & Poor's.
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• The Solid Waste Transfer Station and Recycling Materials Processing Facility is currently
being designed and is scheduled for a bid to construct in early 1995. The current
schedule calls for the facility to be operational in mid to late 1995.
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FAX 501-575-8257
• Significant progress has been made in the City's sewer system rehabilitation efforts.
Work is complete m the Wilson Park Basin and is underway in basins 12-14, 17, 20-22
and mimsystem- 18. The number of sewer overflows has been reduced from
approximately 530 m 1989 to an anticipated 95 in 1994. The sewer system rehabilitation
program is being accomplished with both city crews and contracted personnel.
■ Park improvements accomplished the past year include: construction of accessible
restroom facilities at Walker Park, Finger Park and Gulley Park; building additional
soccer fields near Lewis Street; construction of a pavilion and volleyball improvements
at Lake Fayetteville North; improving parking at Lake Fayetteville South and the addition
of a pavilion, playground equipment and volleyball court at Gulley Park. The park
projects utilized City sales tax, Community Development Block Grant Funds, greenspace
fees and state grants to fund the improvements.
• The City acquired land for a future fire station and purchased a replacement fire truck.
• The City adopted the 2010 General Land Use Plan. Work is in progress on the
transportation elements that need to be incorporated into the overall plan. The Unified
Development Ordmance (UDO) is expected to be submitted for citizen and City Council
review in 1995. The UDO will serve as a guideline for managing the City's growth in
the foreseeable future.
• During 1994 a design overlay district was approved by City Council to apply to
development along Fulbright Expressway (US 71). The legality of the design overlay
ordinance is currently bemg challenged in Chancery Court.
• An agreement was reached between the Northwest Arkansas Regional Airport Authority
and the City concerning the future of Drake Field. The City remains a part of the
authority while maintaming Drake Field as an operating commercial airport. This
agreement protects the City's investment m Drake Field and expresses support for a
regional airport. Also, the agreement stipulates that Fayetteville residents will not be
asked to pay additional taxes to support the regional airport.
• During 1994 the City assumed operational control of the Animal Shelter. Previously,
the Animal Shelter operated as a joint venture of the City and the Humane Society of the
Ozarks.
• The Advertising & Promotion Commission approved funding for a youth softball
complex to be constructed in conjunction with the construction of a new elementary
school on Salem Road. The budget for this project is $280,000. The softball association
is expected to provide volunteers to operate the concession stand and provide some
maintenance of the facilities.
1995 - The Year Ahead
The 1995 Budget and Work Program for the City of Fayetteville contmues to build on
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
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of Fayetteville there are a number of projects, programs, and initiatives that can be
accomplished. Together we must face the challenges to be met in 1995 to improve the quality
of life in Fayetteville. The following is a discussion of some of the issues, challenges and
highlights contained in the 1995 Budget and Work Program.
Issues and Challenges
• For many years the City of Fayetteville has had the shadow of the incinerator
disengagement and subsequent lawsuit hanging over it. This issue is now 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 1995. Regardless of the findings of the Supreme
Court, the City will be challenged to put this problem behind us once and for all.
• 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 policy, for all enterprise fund types, of maintaining
a 10% cash and investment reserve of current year operating expenses. In 1995, the
administration will implement a number of changes that would eliminate, postpone or
minimize the need for increased fees to the residents of Fayetteville and at the same time
enhance our solid waste collection and disposal The changes include: a change in
residential collection from twice a week to once per week, concurrently beginning a
curbside recycling program; beginning a commercial cardboard recycling program and
adjusting commercial collection methods by utilizing loadall carts and containers. These
changes will, hopefully, allow the City to postpone any rate adjustments for operations
• The General Land Use Plan was adopted by the City Council in 1994. However, this
is just the beginning of a continuing process of updating land use, zoning, and
development ordinances. During 1995, the Unified Development Ordinance will be
brought before the City Council for consideration in connection with implementing the
philosophy of the General Land Use Plan.
• As our community continues to grow, additional pressure is placed on our frontline
service delivery. As more houses, subdivisions, businesses and industries are
constructed, additional manpower is required to provide adequate public safety, adequate
utility service and adequate recreation opportunities.
• Funding issues of the Fayetteville Public Library will need to be addressed during the
coming year. During 1994 a county library millage increase was defeated by voters.
Currently, library operations are funded by a transfer from General Fund and by a pro-
rated share of the Washington County library millage (after expenses are deducted for
the Ozarks Regional Library and Washington County Library). City funding of library
operations and book purchases for 1995 has increased to $383,522 from $324,372
budgeted for 1994. The proportional share of the library millage is determined by the
assessed value of real and personal property located within the boundaries of the
Fayetteville Public School District compared to the total assessed value of real and
personal property in Washington County. Millage revenue collected within the
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Fayetteville Public School District boundaries for 1995 will be approxunately $335,000.
The prorated property millage budgeted to be received by the Fayetteville Public Library
for 1995 is $216,259. Accordmg to Fayetteville Public Library statistics approximately
30% of the City library patrons are county residents.
• Unfunded federal and state mandates continue to place a burden on local governments
nationwide and Fayetteville is no exception. In addition to allocating resources to meet
the requirements of the Clean Water Act and American with Disabilities Act (ADA) the
City must find the funds to comply with the new regulations for commercial drivers'
license holders. Also, the Airport Fund is programming funds to train Fire personnel
in handling Airport emergencies.
Personnel Changes
The adopted 1995 budget contains funding for twenty-two (22) new full-time positions, four part-
time positions, and upgrade of a part -tune position to a full-time position. The budget also
provides for the reduction of.a full-time position to part-time and the elimination of a part-time
position. The new positions have been added in an effort to mamtain our quality of service
delivery while continuing to maintain a balanced budget. The positions are added for 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 mandates, and
improved organizational efficiency. The following is a brief overview of the personnel
additions.
• Recently, the City has been attemptmg to systematically add three Police Officers and
three Firefighters each year. The adopted 1995 budget contains these positions. The
Police Department adopted budget also has funding for three additional non -civil service
employees, two civilian jailers and a lead dispatcher. This represents a total of nine new
police and fire positions
• Because of the continued growth the City is experiencing, the adopted 1995 budget adds:
an additional building codes inspector; a water & sewer field service representative; a
meter maintenance worker; four solid waste truck drivers; two mechanics for Fleet
Operations. The budget also upgrades a planning senior clerk - typist from a part-time
position to a full-time position.
• The 1995 budget contains funding for upgrading a part-time position to a fulltime
landscape maintenance specialist. The position is being proposed to provide more
complete maintenance of City parks' turf and trees. Additionally, this position will
provide a resource for non -herbicide control of vegetation. Two part-time positions are
proposed for the Parks & Recreation Division. These positions will be summer
groundskeepers to assist in maintaining our City parks.
• The 1995 Budget contains funding for a full-time city gardener and two part time
positions in the City Gardener Program. The City Gardener Program is an expansion
of the Public Lands Maintenance Program and is being created to enhance and preserve
the beauty of the city's rights-of-way and city -owned gardens.. Additionally, the City
Gardener will be available to assist in the enforcement of related City ordinances.
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• The 1995 Budget contains funding to add a Program Coordinator position in the Parks
& Recreation Division. The Program Coordinator will be responsible for organizing
youth, adult and senior citizen programs under the supervision of the parks & recreation
director. This position will develop and organize recreation programs for the City parks
system in a manner similar to the program coordinator funded by the City and the
Fayetteville Youth Center.
• The 1995 Budget contains funding for a PEG Center Lead Production Technician who
will be responsible for the video production necessary for the Government Access
Channel. This work was previously contracted out. Additionally, the Cable
Administrator position is going from full time to part time status.
• The adopted 1995 budget contains an increase in funding for library operations of
$67,768 above the normal target increase. Library staff has indicated these funds will
be utilized for additional employees.
Program Initiatives
• A significant new program initiative for 1995 is a Home Buyer Program that will be a
joint effort between the City and a local bank. The Home Buyer Program seeks to
provide assistance to citizens in obtaining affordable housing in the City of Fayetteville.
The program will consist of three components: (1) down payment and closing cost
assistance, (2) acquisition and rehabilitation of existing substandard housing, and, (3)
rehabilitation only of existing substandard housing. The participants must meet certain
income and housing value requirements. The City will support the program by utilizing
Community Development Block Grant and HOME Grant funds. Community
Development is programming thirty-five thousand dollars ($35,000) for down payment
and closing cost assistance.
• The City continues to refine solid waste collection and material diversion from the
landfill. A proposal was submitted and approved by the City Council in late 1994 that
changes our solid waste collection from twice per week to once per week. The proposal
also contains plans for a curbside recycling program, commercial cardboard recycling
route, and commercial rate changes.
• The budget contains funding to enable the City to comply with new regulations governing
commercial drivers' licenses (CDL). Under the new regulations, the City must have in
place a random drug -testing program for all employees who have a CDL license. The
random drug testing requirement applies to approximately one hundred (100) employees.
Capital Improvements
The budget contains approximately $14 million in capital improvements for 1995. The capital
projects contained in the 1995 budget reflect a pay-as-you-go philosophy and were included in
the 1995-1999 Capital Improvement Program (CIP) adopted by the City Council in September,
1994.
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The major benefit of a pay-as-you-go approach is 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, my administration is committed to do as many of the
capital improvements as possible in the shortest possible time.
• The City's In -House Street Improvement Project will continue. The aim of this program
is to overlay 5 %-6% of the streets in Fayetteville each year. This program will result
in an overlay of every street in Fayetteville every 16-20 years. The 1995 proposed
budget for this project is $652,000 financed from the City sales tax.
• Major street improvement projects, in addition to our in - house program, included in
the 1995 budget are: extending Joyce Boulevard to Gregg Street - $646,600, extending
Township Street East from Hwy 265 to the school property - $280,000; reconstruction
of failed street sections on Arlington Terrace from Kings Dnve to Kings Drive and Trust
Street - $190,000; purchasing the right of way for widening Hwy 265 from Hwy 16 to
Hwy 45 - $636,000; widening Stubblefield from Old Missouri to Harold Street -
$250,000. In addition, the City is participatmg with the Arkansas Highway Department
in improving Wedington Road and Razorback Road. Finally, traffic signal improvements
are planned for Joyce Boulevard and Hwy 265 and Old Wire Road and Hwy 265.
• Major water and sewer projects mcluded in the 1995 budget are: continuation of the
City's sewer system rehabilitation project - $2,701,000; relocation of water and sewer
lines for street or highway widening projects - $1,138,000; Wellington Road 24" water
line expansion - $425,000; sewer force main replacement - $800,000; 24" water line
replacement along 6th Street/Sang Avenue - $265,000.
• The 1995 budget contains $323,300 in funding for parks and recreation improvements
throughout the City. These include funding for the continued development of soccer
fields at Lewis Field, completing the walking trail at Wilson Park, replacing the
restroom/ concession stand at Asbell Park, boat stall replacements at Lake Fayetteville
and Lake Sequoyah, a nature trail at Lake Fayetteville and the contmued development
of a Sports Park.
• Implementation of the planned capital improvements for 1995 should reduce mamtenance
costs in some areas which will allow available resources to be used for preventative
maintenance activities that, hopefully, will extend the useful life of the City's
mfrastructure. Planned improvements at the airport, to the water and sewer system, and
upgrading the City's fleet have caused operational costs to increase in the respective
funds primarily due to an increase in depreciation expense.
1995 Summary Financial Activity
The 1995 Budget and Work Program includes approximately $ 66.5 million in expenditures.
All City funds are budgeted to comply with the City's policy of mamtaining 10% of budgeted
operating expenditures in unrestricted fund balance or cash and investments except the Solid
Waste Fund which is projected to end 1995 with approximately 8% of budgeted expenditures
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in cash and investments. The City faces many challenges in strengthening the Solid Waste
Fund's financial position, which remains vulnerable to the pass-through of landfill fee increases.
The costs incurred by the City for disposal charges are largely beyond our control. The table
on the followmg page is a summary of the expenditures for the City's operating and capital
funds.
Sununary of Fund Expenditures
FUND NAME
EXPENDITURE
BUDGET
General Fund
$14,711,502
Street Fund
2,081,747
Advertising & Promotion Fund
1,589,500
Community Development Fund
947,316
Drug Law Enforcement Fund
299,783
Sales Tax Capital Improvement Fund
8,329,400
Water & Sewer Fund (Operations)
17,822,132
Water & Sewer Fund (Capital)
4,452,104
Solid Waste Fund (Operations)
3,489,916
Solid Waste Fund (Capital)
543,700
Airport Fund (Operations)
1,594,128
Airport Fund (Capital)
2,022,000
Shop Fund (Operations)
2,486,534
Shop Fund (Capital)
2,179,419
Other Funds
3,916,306
TOTAL OF ALL FUNDS
$66,465,487
General Fund accounts for all activities of the City not accounted for in other funds. These
activities are funded primarily by the City's share of the county sales tax - $6.0 million; a
portion of the new City sales tax - $1.3 million; franchise fees - $2.3 million, charges for
services - .8 million; and grants from other governmental units - $1 million. 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.
The property tax millage collected for 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 in the
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amount of $1.3 million. During the past two years sales tax revenue has grown approximately
10% per year over the previous year. The 1995 projection is for a 3.5% growth over the
estimated 1994 revenue. During 1994, the City Council approved returning $1,657,000
franchise tax revenues to the Water & Sewer Fund. General Fund expenditures for 1995 include
the addition of nine positions for the Police and Fire Departments, a building codes inspector,
a landscape maintenance specialist, a city gardener and four part time maintenance workers for
Public Works Department.
The City has a balanced budget for 1995. General Fund Undesignated Fund Balance can be
used for any governmental purpose. The General Fund Fund Summary reflects a use of fund
balance of ($242,137) due to the reduction of fund balances designated for a specific purpose.
The change in designated fund balance is comprised of an increase in fund balance designated
for Advertising & Promotion and a reduction of fund balance designated for capital
improvements.
The Street Fund is primarily financed by 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 city streets, to maintain rights -of -way, and to do drainage maintenance.
For 1995, the Street Fund is budgeted to have a surplus of revenues over expenses of $992. The
turnback from the State of Arkansas is apportioned on a per capita basis. The projection for
1995 is that cities throughout Arkansas will receive $41.30 per person. The projected turnback
for 1995 represents a slight increase over the 1994 level; thus, the increase in projected
resources for 1995. 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 a portion of the equipment costs associated with the in-house
pavement improvement program; materials for the program are paid for by the new City sales
tax.
The difference in expenses for 1995 as compared to 1994 can be attributed to a decrease in
capital expenditures for street construction funded through the Street Fund.
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STREET FUND
Projected
1994
Adopted
1995
Beginning Fund Balance
$388,071
$262,828
Total Resources
1,992,451
2,082,739
Total Uses
2,117,694
2,081,747
Resources Over/(Under) Uses
(125,243)
992
Ending Fund Balance
$262,828
$263,820
' The Water &
sewer system.
functions, the
' For 1995, the
prior to depr
' government was implemented in January 1994. The water purchases budgeted for 1995
represent the largest expenditure for operations in the fund at $4.5 million. This represents
approximately 36% of total operating expenditures. The wastewater treatment plant operations
' are budgeted at $3.0 million, which represents approximately 25% of the total operating
expenses. As discussed earlier, a $5.5 million water and sewer revenue bond issue was
approved during 1994. The table below reflects the payment of interest expense on the bonds
' in the non operating income (expense) line.
Sewer Fund accounts for the operation and maintenance of the City's water and
This includes water purchases from Beaver Water District, all water and sewer
operation of the wastewater treatment plant, and meter operations.
Water and Sewer Fund is projected to have a surplus of revenues over expenses
�ciation expense. The final rate increase pre -approved by the former City
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WATER & SEWER FUND
Projected
1994
Adopted
1995
Beginning Retained Earnings
$27,779,190
$32,786,504
Operating Revenues
15,865,330
16,311,600
Operating Expenses
11,206,914
12,402,732
Income Before Depreciation
4,658,416
3,908,868
Depreciation Expense
4,141,757
4,485,400
Operating Income (Loss)
516,659
(576,532)
Nonoperating Income (Expense)
1,325,584
(691,800)
Net Income (Loss)
1,842,243
(1,268,332)
Depreciation on Contributed Capital
3,165,071
3,234,030
Ending Retaining Earnings
$32,786,504
$34,752,203
Capital Expenditures
$11,147,600
$4,452,104
The Solid Waste Fund is responsible for the operation of the City's solid waste collection, a
recycling program and a composting program. Revenues from the fund are obtained primarily
by fees levied for trash collection.
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The expenditures for 1995 are budgeted to increase over estimated 1994 approximately
$337,000. Personnel service costs increased approximately $241,000 when compared to
estimated 1994. The increase is attributed to several factors: high turnover in 1994 resulting in
lower than budgeted cost; addition of four drivers to create additional routes; additional workers'
compensation insurance. In addition, the solid waste fleet is being upgraded and operational cost
has increased for the upgraded equipment.
Note: The incinerator disengagement fees and related expenses are reflected in the table above. Incinerator disengagement fees are animated to be $756,687
for 1994 and $770,000 for 1995; incinerator disengagement expenses are estimated to be $250,000 for 1994 and $150,000 for 1995.
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 1995, the fund is projected to have a surplus of revenue over expenses prior to
depreciation expense.
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The 1995 Budget contains increased 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 twenty-one and one-half hours per
day seven days a week. Total expenditures for the Airport Fund for 1995 are projected to be
$1,594,128 including operations and depreciation.
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AIRPORT FUND
Projected
1994
Adopted
1995
Beginning Retained Earnings
$3,280,840
$3,665,447
Operating Revenues
1,345,675
1,383,033
Operating Expenses
800,350
864,231
Income Before Depreciation
545,325
518,802
Depreciation Expense
608,051
729,897
Operating Income (Loss)
(62,726)
(211,095)
Nonoperating Income
44,760
20,500
Net Income (Loss)
(17,966)
(190,595)
Depreciation on Contributed Capital
402,573
440,804
Ending Retained Earnings
$3,665,447
$3,915,657
Capital Expenditures
$2,474,784
$2,022,000
' 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. Operational cost of the Shop Fund increased approximately
$130,000 over estimated 1994 as a result of the adding two employees, increased parts and
supply purchases, increased insurance cost, and increased contract services.
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SHOP FUND
Projected
1994
Adopted
1995
Beginning Retained Earnings
$4,971,009
$5,335,817
Operating Revenues
2,251,519
2,909,681
Operating Expenses
1,121,346
1,252,963
Income Before Depreciation
1,130,173
1,656,718
Depreciation Expense
1,028,677
1,233,571
Operating Income (Loss)
101,496
423,147
Nonoperating Income (Expense)
124,400
102,319
Net Income (Loss)
225,896
525,466
Depreciation on Contributed Capital
138,912
138,912
Ending Retained Earnings
$5,335,817
$6,000,195
Capital Expenditures
$2,593,000
$2,179,419
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Closing
This budget is the financial and operational plan for the City of Fayetteville for 1995. It is my
desire that the City continue to move forward in a well planned and thought out manner. The
appropriations contained in this budget will provide for quality municipal services that meet the
needs of the citizens of Fayetteville. We have made good progress in 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 Division, for all of their efforts in
compiling the information in this 1995 budget.
Re//su witted,
red B. Hanna
Mayor
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RESOLUTION NO. 145-94
A RESOLUTION APPROVING THE 1995 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 Council hereby approves the 1995 Budget and Work Program by
category for all fund types. A copy of the 1995 budget is hereby attached marked Exhibit "A"
and made a part hereof.
Section 2. That the Council hereby approves adding funding as proposed in Exhibit
"B" attached hereto and made a part hereof.
PASSED AND APPROVED this day of December , 1994.
ATTEST: By: //I J
Traci Paul, City Clerk
APPROVED:
By:
FlEd Hanna, Mayor
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Community Overview
The City of Fayetteville, County Seat of Washington County, is located in the northwest
comer of Arkansas, some thirty miles east of the Oklahoma border and fifty miles south of
Missouri. Sitting near the tallest of the mountains in the Ozark Mountain Range, the City enjoys
four distinct and beautiful seasons in a climate that for decades has drawn a wide variety of
individuals seeking a special environment to live, work and raise their families.
Settled by some of the regions' earliest pioneers in 1828, and achieved town status in
1835. By 1841, Fayetteville was an incorporated city. While Fayetteville played host to both
the Confederate and Union Troops during the Civil War, it survived the war to become one of
the states most important centers for commerce and learning.
Since 1960, Fayetteville has more than doubled in size, growing from a population of
20,274 to a 1990 U.S. Census count of 42,099. Its unemployment rate has historically been low
and reached a record low during 1994 of 2.2% 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 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 allows for enhanced capability to meet the future needs of
Fayetteville's citizens.
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 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. 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 joined with the University to
build and operate a
performing
arts center complex that
serves the people of the region
and the University
population alike. The Walton Arts Center was opened in April 1992 with
three theaters for the
performing
arts, an art gallery, studios
for dance and art, teaching spaces for multi -disciplinary
arts and an
outdoor pavilion.
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 continued growth into the 21st Century. Other available ground
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transportation in the area includes rail freight service through Arkansas & Missouri Railroad,
daily bus service through Jefferson Bus Lines, and a number of excellent motor freight carriers.
' In addition to ground transportation, the City has air passenger service with five airlines
operating through Drake Field.
1 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
1 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. Two additional elementary schools are under construction with
scheduled completions in the fall of 1995. There are also private and parochial schools, and
1 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 not only to the numerous parks and ballfields,
but also has in its care large recreational areas and lakes for sports enthusiasts of all kinds and
ages.
A new tertiary wastewater treatment system went online 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
' 48,000 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.
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CITY OF FAYETTEVILLE, ARKANSAS
THE BUDGET PROCESS
The Annual Budget and Work Program 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 Generally Accepted Accounting Principles (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
1995 Budget and Work Program are described below:
Budget Preparation Package, July 1994
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 1995
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 July
to review the budget calendar, and to cover instructions for the proper completion of the
1995 budget submission.
2. Capital Requests & New Personnel Requests Forms, July 1994
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. Public Hearings, August 1994
The Street Committee and the Water & Sewer Committee conducted public hearings to
obtain input from citizens on the capital improvements program.
4. Budget Workpapers Submitted by Division Heads, August 1994
The Department Directors returned budget submissions requesting 1995 funding to the
budget office. The budget office then verified that budget submissions were correct and
within specified targets.
' 5. Analysis of Each Proposed Program Budget, September 1994
During this period, meetings were conducted with each Department Director. At these
meetings, the submitted program budgets were evaluated in their entirety and additions
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and cuts were made to balance the funds with the service requirements. The 1995
Proposed Budget and Work Program was the result of this process.
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6. Capital Improvements Program Approved by City Council, September 1994 ,
City Council approved •the 1995-1999 Capital Improvements Program (CIP) on
September 20, 1994 after public hearings were held by the Parks & Recreation Advisory
Board, the City Council Street Committee and the City Council Water & Sewer
Committee. The public was invited to attend and comment on the projects incorporated
in the 1995-1999 CIP at these meetings as well as the Council setting Agenda Session on '
September 13 and City Council meeting, September 20. CIP projects approved for 1995
are incorporated in the 1995 Budget & Work Program.
7. Consideration and Approval of the Budget, November 1994 - December 1994
The proposed budget was presented to the Mayor. The Mayor will then schedule
presentation of the Proposed 1995 Budget & Work Program to the City Council by '
December 1. Public hearings on the Proposed 1995 Budget & Work Program will be
conducted during December, and the Budget will be adopted by the City Council.
8. Implementing the 1995 Budget, January 1995
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 through
out 1995. I
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
1995 Budget & Work Program is made available for review by all interested persons at the
Fayetteville Public Libraryand 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.
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July 5
Distributed Budget
1995 Annual Budget Preparation Manuel
Flow Chart my6-7
1 Budget Tanning
Division Heads
Submit Budcats to
Department
Division Heads No Directors
Make Revisions Approve
Division
August15
Department Directors
Submit Budgets to
Budget Start for Review
Public Hear ngs of the
Street and W&S
Budget Staff Reviews
Submitted Budgets
October 20
Budget Staff Presents
Budget Requests to
Mayor
Revisions Made By
Appropriate Personnel
Revisions Made By City Yes
Stets As Requested
Does Mayor
Want Any
Budget
Revisions?
November 22
Mayor Presents Budget
to City Council
City Council
Holds Retreats!
Public Hearings
City
Council
Want Any
Budget
December 20, 1990
City Council Approves
1995 Budget
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CITY OF FAYETTEVILLE, ARKANSAS
FINANCIAL POLICIES
The purpose of this section is to present the policies that the City follows in managing its financial and
budgetary affairs. These are general statements of policies which represent long-standing principles,
traditions, and practices that have guided the City in maintaining financial stability.
REVENUE POLICY
• The City will strive to maintain a broad and
diversified revenue base that will equitably
distribute the burden of supporting City
services and will protect the City from short-
term fluctuations in any one revenue source.
• The City will actively support economic and
industrial development recruitment and
retention efforts to provide for expansion of
the revenue base..
• The City will maintain timely collection
systems and implement necessary enforcement
strategies to collect revenues from available
sources.
• The City will establish user fees and charges
for services, when feasible, at levels related
to the cost of providing the services. The
City will review the fees and charges on a
periodic basis to determine modifications
needed to keep pace with•the cost of
providing the services.
• The City will establish, when feasible, self-
supporting enterprise funds and internal
service funds in which a relationship between
revenues and expenditures clearly exists.
• The City will maintain a budgetary control
• The City will project revenues on a system to ensure adherence to the adopted
conservative basis so that actual revenues will budget and will prepare reports which
consistently meet or exceed budgeted compare actual expenditures to budgeted
revenues. amounts.
• The City will limit the designation of General
Fund revenues for specified purposes to
maximize flexibility in budgeting and revenue
utilization.
• The City will review annually and revise,
where necessary, its cost allocation formula.
EXPENDITURE POLICY
• Basic and essential services provided by the
City will receive 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 maintain a budgetary control • The City will refrain from budgeting non -
system and will prepare reports which recurring or one-time revenue for ongoing
compare actual revenues to budgeted expenses.
amounts.
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• The City will provide access to medical, RESERVE POLICY
dental, life, and long-term disability insurance
' for its employees. The cost for these benefits • The City will maintain a minimum reserve, in
will be a shared responsibility between the Undesignated Fund Balance, of 10% of
City and its employees, current year operating expenditures for the
General Fund and the Street Fund. If existing
' • The City will provide access to appropriate reserves exceed the required level, such funds
retirement plans for its employees. The City may be used to provide for non -recurring
will make contributions for eligible employees expenditures. The City will use monies in the
' at the percentage defined for each of the 10% reserve only in times of emergency or
respective retirement plans. fiscal and economic hardship.
I. The City will attempt to maintain a cash and
DEBT POLICY investments balance of not less than 10% of
current year operating expenditures for all
' • The City will maintain a policy of full Enterprise Funds.
disclosure on financial reports and bond
prospectus. • The City will maintain a Shop Fund reserve
' necessary to fund the replacement and
• The City will maintain communications with expansion of the City's vehicles and
bond rating agencies and continue to strive equipment. The replacement of equipment
' for improvements in the City's bond rating. will be based on the adopted equipment
replacement schedule, which is updated
• The City will pay for all capital projects and annually.
' capital improvements on a pay-as-you-go
basis using current revenues whenever
possible. If a project or improvement cannot INVESTMENT & CASH MANAGEMENT
' be financed with current revenues, long-term POLICY
debt will be recommended.
• The City will deposit all receipts on a timely
• The City will refrain from issuing long-term basis.
' debt for a period in excess of the expected
useful life of the capital project. • The City will strive to maximize the return on
its investment portfolio without jeopardizing
' • The City will use special assessment, revenue, principal amounts.
or other self-supporting bonds instead of
general obligation bonds, when feasible. • The City will limit its investments to the types
' of securities provided for by Arkansas
• The City will seek refinancing of outstanding statutes.
debt if it is determined that the City will
' benefit by reduced interest expense over the • The City will diversify its investments by
remaining life of the bonds. maturity date to protect against market
fluctuations.
' • The City will require that total annual
payments for debt service not exceed 25 % of • The City will purchase securities from
total operating revenues, 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.
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CAPITAL IMPROVEMENT POLICY
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• 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.
• 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 other the
City's Board's, Commissions, Committees,
and Citizen task forces, as they relate to
capital projects and improvements.
• The City will seek input from the public by
holding public hearings in relation to the
establishment of projects and project
priorities.
FINANCIAL REPORTING POLICY
• The City's accounting system will maintain
records in accordance with accounting
standards and principles outlined by the
Governmental Accounting Standards Board
(GASB), Financial Accounting Standards
Board (FASB), and the State of Arkansas
The City will employ an independent
accounting firm to perform an annual audit of
the City's finances, and make the annual audit
available to all required and interested parties.
The audit shall be completed and submitted to
the State of Arkansas within 210 days of the
close of the fiscal year.
The City will produce monthly and quarterly
financial statements reporting the current
periods activity for all funds maintained by the
City.
• The City will maintain a strong internal audit
function which will be charged with adopting
and routinely monitoring internal controls of
the City.
• The City will prepare an annual budget
document that provides a basic understanding
of the City's planned financial operations for
the coming fiscal year. Copies of the
proposed and final budget will be made
available to all interested parties and
opportunities will be provided for citizen input
prior to final decisions on .the budget.
• The City will seek annually renewal of the
Government Finance Officers Association's
(GFOA) Certificate of Achievement for
Excellence in Financial Reporting and the
Distinguished Budget Presentation Award.
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CITY OF FAYETTEVILLE, ARKANSAS
ADMINISTRATIVE PROCEDURES
TO ADJUST THE APPROVED BUDGET
' PURPOSE:
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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 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).
I
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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 categories
in an operational
program,
between capital projects, or
to an operational program, up to
$2,500, may be
approved
by the Budget Coordinator;
' 23
h7
B. Adjustments between categories in an operational program, between capital projects, or ,
to an operational program, for $2,501 to $15,000, may be approved by the
Administrative Services Director;
C. Adjustments to the operational program which total up to 10% of the total operational
program budget or $20,000, whichever is less may be approved by the Mayor;
D. Adjustments to a capital project up to $20,000 may be approved by the Mayor;
E. Adjustments which exceed the Mayor's authority may be approved by City Council;
F. Administrative budget adjustments may be approved by the Mayor. Administrative
budget adjustments generally do not have any impact on fund balance. 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 over budget 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
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.
F I
. 24 ,
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General Fund
—General
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Li
City of Fayetteville,
Chart of Governmental
City Fund Structure
Governmental
Special Revenue Funds
Street
—Advertising & Promotion
—Off Street Parking
— Drug Law Enforcement
—Community Development
Arkansas
Fund Types
Debt Service Funds
Sales Tax Bond
L
Arts Center Bond
Capital Project Funds
HArts Center Project
- Replacement
—Sales 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 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 and construction of major capital facilities, other than those financed by
proprietary funds.
I
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).
' 25
City of Fayetteville, Arkansas
Combined Statement of Budgeted Revenues, Expenditures, and Changes in Fund Balances
All Governmental Fund Types
For the Year Ended December 31,1995
Special
Debt
Capital
General
Revenue
Service
Projects
Total
Revenues:
Sales Taxes
$ 6,015,300 $
$
$ 7„300,000
13,315„900
Hotel, Motel, Restaurant Taxes
892,500
892,500
Franchise Taxes
2,264,614
2,264,614
Property Taxes
50,000
$
50,000
licenses and Permits
464,460
464,460
Intergovernmental
962,996
3,268,778
4,231,774
Charges for Services
767,598
158,880
926,478
Fines and Forfeitures
699,451
699,451
Investment Earnings
195,556
31,469
40,450
89300
356,775
Other
21,283
21,283
Total Revenues
11,441,259
4„951,627
40,450
7,389„300
23,222,637
Expenditures:
General Government
2,037,061
2,037,061
Cost Reimbursements
(2,008,079)
(2,008,079)
Administrative Services
2,621,962
2,621,962
Police
3,984„978
3,984„378
Fire
2,770,128
2,770,128
Public Works
2,934,801
2,934,801
Street
2,081,747
2,081,747
Off Street Parking
145,275
145,275
City Advertising & Promotion
697,000
697,000
Community Development
947,316
947316
Drug Enforcement
299,783
299,783
Capital Outlay
6,716,250
6,716,250
Debt Service
357316
357,316
Total Expenditures
12340,251
4,171,121
357316
6,716,250
23,584,938
Excess of revenues
over (under) expenditures
(898,992) 180,506 (316,866) 673,050 (362,302)
Other financing sources (uses):
Operating transfers in
3,028,106
551,010
1,178,660
641,581
5399357
Operating transfers out
(2371,251)
(931,018)
(861,794)
(1,614,000)
(5,778,063)
Net Other Financing
656,855
(380,008)
316,866
(972,419)
(378,706)
Excess of revenues over (under) expenditures
-
and other financing sources (uses)
(242,137)
(199502)
(299369)
(741,008)
Estimated Fund Balance — Beginning of Year
7,242,825
890,181
661,309
4,248,965
13,043,280
Fund Balance - End of Year $
7,000,688 $
690,679 $
661 309
$ 3,949596 $
12,302,272
26 '
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HI
City of Fayetteville, Arkansas
Chart of Proprietary and Fiduciary Fund Types
Proprietary Funds
City Fund Structure
Fiduciary Funds
Enterprise Funds Internal Service Funds Trust Funds I Agency Funds
—Airport " Shop Police Pension �L Returned Check
' —Continuing Ed. Center Fire Pension HPayroll
—Industrial Park HMun. Judge Retirement —Municipal Court
—Water & Sewer Walton Arts Center Endow.
—Solid Waste
' 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 enterprise, 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
held by the City in a trustee capai
governments and/or other funds.
' as proprietary funds since capital
and do not involve measurement
• Trust funds and agency funds are used to account for assets
:ity or as an agent for individuals, private organizations, other
Trust funds are accounted for in essentially the same manner
maintenance is critical. Agency funds are custodial in nature
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, non-
' operating revenue and (expenses), transfers in and (out), and net income.
27
City of Fayetteville, Arkansas
Combined Statement of Budgeted Revenues, Expenses and Changes in Fund Equity
All Proprietary Fund Types and Similar Trust Funds
For the Year Ended December 31, 1995
Fiduciary
Operating Revenues:
Airline Fees
Parking Revenues
Rent and Leases
Sanitation Fees
Water Sales
Sewer Service Charges
Shop Charges
Contributions
Property Taxes
State Insurance Refund
Court Fines and Fees
Investment Earnings
Other
Total Operating Revenues
Operating Expenses:
Industrial Park
Water & Sewer
Administrative Services
Public Works
Solid Waste
Airport
Continuing Education Center
Walton Arts Center Endowment
Police Pension
Fire Pension
Municipal Judge Retirement
Shop
Total Operating Expenses
Operating Income Before Depreciation
Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expenses)
State Convention Center Turnback
Interest Income
Interest Expense & Fees
Other
Other Financing Sources (Uses)
Operating Transfers In
Operating Transfers Out
Net Income (Loss)
Depreciation on Capital Contributions
Retained Earnings — Beginning of Year
Retained Earnings — End of Year
Contributions — Beginning of Year
Capital Contributions
Depreciation on Capital Contributions
Contributions — End of Year
Total Fund Equity — End of Year
Proprietary Funds Funds
Internal
Enterprise Service Total
$ 295,744 $ $ $ 295,744
438,000 - 438,000
575,739 575,739
3,985,450 3,985,450
9,043,800 9,043,800
7,267,800 7,267,800
2,909,681 2,909,681
231,645 231,645
316,000 316,000
291,494 291,494
123,300 123,300
482,485 482,485
206,300 0 206,300
21,812,833 2,909,681 1,444,924 26,167,438
350 350 ,
0
2,214,600 2,214,600
10,188,132 10,188,132
3,416,664 3,416,664
864,231 - 864,231
52,500 52,500
344,700 344,700
469,780 469,780
469,500 469,500
75 75
1,252,963 1,252,963
16,736,127 1,252,963 1,284,055 19,273,495
5,076,706 1,656,718 160,869 6,893,943
5,383,356 1,233,571 6,616,927
(306,650) 423,147 160,869 277,016 ,
255,000 255,000
273,300 102,319 209,000 584,619
(1,191,896) (1,191,896)
75,200 75,200
(588,396) 102,319 209,000 (277,077)
1,201,650 1,201,650
(822,944) (822,944)
378,706 0 0 378,706
(516,340) 525,466 369,869 378,645
3,679,490 3,679,490
41,070,356 5,335,817 . 18,062,076 64,468,249
44,233,506 5,861,283 18,431,945 64,846,894
.56,044,188 339,396 56,383,584
3,598,378 0 3,598,378
(3,679,490) (138,912) (3,818.402)
59,642,566 339,396 0 59,981,962
$ 103.876,072 $ 6.200.679 $ 18,431,945 $ 124,828.856
28
City of Fayetteville, Arkansas
Sources of Funds for 199.5
(13.67%-) Water Sales $ 9X43,800
(10.9r%) Sewer Sales $ 7,267,80(
(6.(}9) Sanitation Fees $ 3,985.450
(()6"h ) Property Tax S 366.0(X)
(8.4c ) Charges for Service $ 5.610
(2. t9F ) Investments
(7,2%) Intergovernmental $ 4,77826.
(3.4(7r) Franchise" tax S 2264,614
%) Sales Tax S 14,207,8(X)
14.4Tr ) Fund Balance $ 9.559.587
:ellaneous S 1,357,179
4 (9.97£ ) I ransfers $ 6.601.(X)7
$66,465,487
Uses of Funds for 1995
(I I.9%) Services & Charges S 7.917.495
(1.3%) Maintenance $ 86'
(4.4rn ) Internal ('barges S 2.909.681
(4.6%) PCP Operations $ 3.055.487
(6.7 ) Water Purchased S4.476.000
(10.3^?) Governmental Capital 56.857.790
(13.9%) Proprietary Capital S 9.197.223
(2.0%) Materials &
Supplies
S 1.345,364
(22.7%)
Personnel S
15.071.957
(2.3%) Debt Service S 1.548.912
(9.9%)Transfers $6.601,007
eciation S 6.616.927
$66,465,487
Note: '[hc Sources of Funds chart includes revenues from a]] City funds. The Uses of Funds chart includes expenditures from all funds including
$ 9,197,223 of capital expenditures in the Proprietary fund types. In compliance with GAAP, Proprietary fund balances do not reflect capital
expenditures.
29
Governmental Funds
General Fund
Special Revenue Funds
Street
City Advertising & Promotion
Off Street Parking
Community Development Block Grant
Drug Law Enforcement
Debt Service Funds
Arts Center Bond
City Sales Tax Bond
Capital Project Funds
Arts Center Project
Replacement
Sales Tax Capital Improvements
General Fund
Sources of Funds for 1995
(40.9%) Sales Tax $ 6.015,300
(4.8%) Fines & Forfeitures $ 699,451
(1.5%) Investment Earnings & Misc $ 216,839
(5.2%) Charges for Services $ 767,598
(3.2%) Licenses & Permits $ 464,460
(1.6%) Use of Fund Balance $ 174,345
(15.4%) Franchise Fees $ 2,264,614
(0.3%) Property Tax$50.000
50.000
1.6%) Transfers $ 3.028,106
(6.5%) Intergovernmental $ 962,996
$14,711,502
Uses of Funds for 1995
(27.1%) Police $ 3,984,378
(18.8%) Fire $ 2,770,128
17.8%) Administrative Services $ 2,621,962
(0.2%) General Government $ 28,982
(16.1%) Transfers $ 2,371,251
(19.9%) Public Works.$ 2,934,801
$14,711,502
31
City of Fayetteville, Arkansas
General Fund
Fund — 1010
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Beginning Fund Balance $ 6,917,358 $ 9,126,5..10 $ 9,126,530 $ 7,242,825
Resources
' Revenues
PropertyTax 1,076,410 50,500 50,500 50,000
Sales Tax — County 5,367,267 5,480,225 5,811,000 6,015,300
' Franchise Fees 2,083,182 2,093,249 2,220,494 2,264,614
Licenses & Permits 423,032 391,840 456,836 464,460
Intergovernmental 988,761 948,317 1,071,694 962,996
Charges for Services 681,092 718,330 736,477 767,598
'
Fines & Forfeitures 603,222 611,412 682,609 699,451
Investment Earnings 256,704 129,608 195,556 195,556
Miscellaneous 728,939 30,746 68,020 21,283
Total Revenue 12,208,609 10,454,227 11,293,187 11,441,259
Operating Transfers In
' Off Street Parking 19,298 22,452 19,368 19,368
Excess HMR/CEC Funds 943,026 822,944 822,944 822,944
Sales Tax Settlements 4,721,846 0 0 0
Sales Tax — City 0 1,109,296 1,109,2% 1,324,000
' Excess Arts Center 717,003 685,562 _858,522 861,794
Total Transfers In 6,401,173 2,640,254 2,810,130 3,028,106
Total Resources 18,609,782 13,094,481 14,103,317 14,469,365
Uses _
Expenditures
General Government 6,820,599 2,317,455 2,116,147 2,037,061
• Cost Reimbursements (1,181,411) (1,906,835) (1,906,835) (2,008,079)
Administrative Services 2,116,109 2,493,287 2,368,903 2,621,962
Police 3,257,843 3,755,127 3,696,198 3,984,378
' Fire 2,223,444 2,663,242 2,632,477 2,770,128
Public Works 1,415,888 2,724,264 2,618,410 2,934,801
Total Expenditures 14,652,472 12,046,.540 11,525,300 12,340,251
' Operating Transfers Out
City Adv & Promotion Fund 583,791 1,160,000 1,160,000 500,000
Arts Center Bond Fund 1,049,690 1,138,800 1,138,800 1,178,660
Replacement Fund 76,500 76,500 76,500 76,500
• Water & Sewer Fund 0 1,657,000 1,657,000 0
• Capital Improvements Fund 0 386,044 386,044 565,081
Drug Enforcement Fund 38,157 45,287 43,378 51,010
Total Operating Transfers Out 1,748,138 4,463,631 4,461,722 2,371,251
Total Uses 16,400,610 16,510,171 15,987,022 14,711,502
Net Resources (Uses) 2,209,172 (3,415,690) (1,883,705) (242,137)
' Ending Fund Balance $ 9,126,.5.'30 $ 5,710,840 $ 7,242,825 $ 7,000,688
Reserved for Loans to Other Funds $ 314,370 $ 314,370 $ 314,370 $ 314,370
' Designated for Advertising&Promotion 1,150,017 812,961 812,961 1,135,905
Designated for Capital Improvements 2,388,113 565,081 565,081 0
Ending Designated Fund Balance 3,852,500 1,692,412 1,692,412 1,450,275
' Ending Undesignated Fund Balance 5,274,030 4,018,428 5,550,413 5,550,413
Ending Fund Balance $ 9,126,530 $ 5,710,840 $ - 7,242,825 $ 7,000,688
' 32
City of Fayetteville, Arkansas
General Fund Expenditures
General Government Department
Office of the Mayor
City Council
City Treasurer
City Attorney
City Prosecutor
Hot Check
Municipal Judge
Cable Administration
Internal Auditing
City Clerk
Miscellaneous
Salary Contingency
Management Fees
Settlements
Sales Tax Refund Cost
Refund Cost — Municipal Court Fees
Chamber of Commerce Services
C.E.M.S. Service
City Hospital Lease
Minor Equipment
Contract Services
Economic Development Grant
Fixed Assets
Building Cost
Land Acquisition
Ozark Regional Transit
Maintenance
Other
Total General Government Department
Administrative Services Department
Administrative Services Director
Personnel Administration
Accounting & Audit
Budget and Research
Billing & Collections
Procurement
Risk Management
Data Processing
General Building Maintenance
Janitorial
Criminal Cases
Probation & Fine Collection
Small Claims & Civil Cases
Animal Patrol/Emergency Response
Animal Shelter
Total Administrative Services Department
Police Department
Support Services
Patrol/Warrant
Central Dispatch
Total Police Department
Actual Budgeted Estimated
1993 1994 1994
Budgeted ,
1995
242,511 $
223,220 $
201,854 $
236,230
34,924
39,982
37,932
40,250
4,200
4,200
4,200
0
146,133
181,244
170,393
189,693
164,976
172,629
170,234
171,750
92,276
100,641
100,051
104,500
60,954
62,360
61,108
72,646
133,998
156,301
148,762
154,473
46,401
52,010
49,995
49,500
112,841
154,438
144,178
129,760
0
309,600
43,449
4,027,380
0
97,736
123,085
283,500
1,605
7,094
32,061
16,345
757,204
75,012
0
2,884
4,430
6,820,599
120,475
395,283
282,526
116,001
211,191
49,549
19,305
297,950
168,977
83,921
85,228
31,193
85,940
107,384
61,186
2,116,109
94,763
0
10,000
0
60,000
100,000
125,547
283,500
1,309
20,000
71,689
49,606
275,000
0
16,000
12,413
50,603
2,317,455
129,759
529,479
308,766
130,092
230,061
55,348
20,900
287,683
196,114
103,325
97,710
33,775
89,088
113,452
167,735
2,493,287
25,000
0
0
175
100,000
125,547
283,500
1,309
20,000
71,689
49,606
275,000
0
16,000
11,913
47,701
2,116,147
126,850
440,352
306,946
127,810
221,887
55,081
20,799
287,317
191,851
103,277
95,790
27,075
87,285
109,829
166,754
2,368,903
259,500
0
10,000
0
100,000
131,197
283,500
0
0
0
0
34,512
15,000
54,550
2,037,061
133,150
551,541
315,500
130,250
239,023
73,263
20,787
284,250
203,575
108,231
106,148
28,933
113,261
124,507
189,543
2,621,962
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705,498 799,425 794,912 880,067 ,
2,179,002 2,558,570 2,510,262 2,670,500
373,343 397,132 391,024 433,811
3,257,843 3,755,127 3,696,198 3,984,378
33 '
City of Fayetteville, Arkansas
General Fund Expenditures
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
' Fire Department
Prevention 73,642 111,306 107,279 113,051
Operations 2,061,598 2,449,143 2,427,437 2,555,495
' Training & Continuing Education 52,320 62,043 61,011 60,832
Hazardous Materials 35,884 40,750 36,750 40,750
Total Fire Department 2,223,444 2,663,242 2,632,477 2,770,128
Public Works Department
Public Works Director
Public Works Director 0 138,344 134,804 153,750
Engineering
Plans & Specifications 0 211,039 209,096 227,589
Operations & Maintenance 0 144,047 141,331 141,737
' Right of Way Acquisition 0 30,039 29,089 77,578
Public Construction 0 105,281 95,020 109,251
Planning Management
Planning Management 0 263,513 245,809 263,944
' Inspections
Inspections 0 284,191 267,896 313,819
Parks
Parks Administration 128,171 108,475 107,890 91,903
Swimming Pool 93,979 114,117 101,013 114,528
Athletics & Recreational Transfers 179,699 172,439 169,155 192,080
Library 278,416 278,255 278,255 331,874
Lake Recreation 63,380 59,311 57,633 57,500
Park Maintenance 393,840 442,149 434,366 489,868
' Traffic
Administration & Enforcement 71,083 56,034 55,272 56,503
Engineering/Planning 47,026 52,926 52,011 49,439
Control & Parking 160,294 180,948 164,855 175,058
Street
City Gardener 0 83,156 74,915 88,380
' Total Public Works Department 1,415,888 2,724,264 2,618,410 2,934,801
Cost Reimbursement (1,181,411) (1,906,835) (1,906,835) (2,008,079)
Total General Fund Expenditures $ _ _1y2472 $ 12,046,540 $ 111525300 $ 12,3400251
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34
Street Fund
Sources of Funds for 1995
(83.5%) State 7Umback $ 1,738,685
$2,082,739
Uses of Funds for 1995
(8.1%) Right of Way Maintenance $ 168,709
(42.2%) Street Maintenance $ 878,83
$2,081,747
(0.5%) Interest $ 10,050
16.0%) County Road Thrnback $ 334,000
"° ^°'-' Operations & Administration $ 601,594
).8%) Drainage Maintenance $ 432,617
35
II
City of Fayetteville, Arkansas
Street Fund
I
Fund 2100
Beginning Fund Balance
Revenues
Intergovernmental
Interest
Other
Total Revenues
Expenditures
Operations & Administration
Right of Way Maintenance
Street Maintenance
Drainage Maintenance
Street Construction
Construction of Drainage
Total Expenditures
Revenues Over (Under) Expenditures
Ending Fund Balance
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
$ 595,921
$ 388,071
$ 388,071
$ 262,828
1,922,857
1,941,739
1,941,739
2,072,689
16,862
13,159
10,450
10,050
84,734
39,736
40,262
0
2,024,453
1,994,634
1,992,451
2,082,739
522,763
520,553
513,767
601,584
166,667
198,134
196,193
168,709
1,001,903
954,324
937,797
878,837
295,416
360,901
339,937
432,617
478
130,000
130,000
0
245,076
205
0
0
2,232,303
2,164,117
2,117,694
2,081,747
(207,850)
(169,483)
(125,243)
992
$ 388071
$ 218,588
$ 2828 $
263,820
36
City of Fayetteville, Arkansas
City Advertising & Promotion Fund
Fund -2120
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Beginning Fund Balance $ 135,417 $ 206,592 $ 206,592 $ 193,060
Revenues
Hotel, Motel, and Restaurant Taxes 736,097 750,000 850,000 892,500
Interest 5,578 4,450 7,750 7,500
Total Revenues 741,675 754,450 857,750 900,000
Expenditures
City Advertising & Promotion
Audit Expense
Trolley Services
Collection Expense
Convention Development
Convention Services
Special Projects
New Brochures
800 Telephone Number
Hub City Development
Festival Support
Air Museum
Chamber of Commerce Contract
Vehicles & Equipment
Park Improvements
Total Expenditures
Other Financing Sources (Uses
Transfer from. General Fund 583,791 1,160,000 1,160,000 500,000
Transfer to CEC Bond Trustee (736,097) (750,000) (850,000) (892,500)
Total Other Financing Sources (Uses): (152,306) 410,000 310,000 (392,500)
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses) 71,175 (192,451) (13,532) (189,500)
Ending Fund Balance $ 206,592 $ 14,141 $ 193,060 $ 3,560 '
192,605
40
29,444
1,026
629
50,687
31,377
• 9,998
4,534
29,760
50,000
97,729
20,359
0
518,194
200,000
100
71,500
30,000
53,974
5,000
413,272
34,555
10,000
0
56,000
50,000
100,000
52,500
280,000
1,356,901
200,000
100
33,019
34,000
15,235
3,622
345,591
31,536
10,000
0
56,000
50,000
100,000
22,179
280,000
1,181,282
250,000
100
35,000
36,000
0
5,000
121,400
47,000
10,000
0
42,500
50,000
100,000
0
0
697,000
11
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37 '
City of Fayetteville, Arkansas
Off Street Parking Fund
Fund — 2130
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Beginning Fund Balance $ 352,144 $ 391,344 $ 391,344 $ 418,688
Revenue
Parking Cards Association 15,001 15,611 15,500 15,750
Parking Cards Lot5 Mcllroy 10,940 11,159 11,500 11,500
Parking Cards City 11,786 12,158 12,500 12,750
' Parking Cards City Employees 280 286 1,272 480
Rent Lot 1 Church & Mountain 13,555 14,044 13,000 13,250
Rent Lot 2 Southside 3,895 4,148 3,375 3,400
' Rent Lot 3 East Off Rock Street 3,238 3,263 2,900 2,950
Rent Lot 4 Courthouse 2,889 3,045 2,400 2,450
Rent Lot 7 First Federal 10,045 10,337 10,500 11,000
Rent Lot 9 Parking Deck 77,970 82,518 78,300 80,000
' Rent Lot 12 Milholland 1,873 1,939 1,675 1,700
Rent Lot 13 Southwestern Bell 3,564 3,653 3,600 3,650
Interest 10,365 10,413 13,915 13,919
' 'Total Revenues 165,401 172,574 170,437 172,799
Expenditures
Construction Materials 0 750 250 500
' Audit Expense 85 90 90 90
Utilities 14,002 14,685 14,000 14,500
Insurance 672 848 1,185 1,200
' Deck Operating Expense 42,286 46,231 47,500 47,500
Special Assessments 0 1,485 0 1,485
Parking Deck Maintenance 5,689 6,000 1,500 50,000
Downtown Parking District 26,564 30,000 25,050 30,000
' Fixed Assets _ 0 15,000 15,000 0
Total Expenditures 89,298 115,089 104,575 145,275
' Other Financing Sources (Uses):
Transfer to General Fund (19,298) (22,452) (19,368) (19,368)
'I'ransferto CEC Bond Trustee (17,605) (25,500) (19,150) (19,150)
Total Other Financing Sources (Uses): (36,903) (47,952) (38,518) X38,518)
' Revenues Over (Under) Expenditures
and Other Financing Sources (Uses): 39,200 9,533 27,344 (10,994)
' Ending Fund Balance $ 391344 $ 400,877 $ 418,688 $ 407,694
1
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' 38
• City of Fayetteville, Arkansas
Community Development Block Grant Fund
Fund -2180
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Revenue
CD Grant Funding $ 234,510 $ 1,346,903 $ 1,332,722 $ 696,012
Rental Rehab Grant .19,827 0 0 0
Home Grant Funding 278,028 417,935 417,935 247,304
AAA of NWA 0 4,000 4,000 4,000
Loan Repay 3,200 10,000 29,090 10,000
Rehab Expense (3,200) (10,000) (29,090) (10,000)
Total Revenues 532,365 1,768,838 1,754,657 947,316
Expenditures '
Administration 65,548 79,830 80,520 90,948
Housing Rehabilitation 127,402 267,289 252,418 169,064
Home Grant Program 278,028 417,935 417,935 247,304
Community Development Program 61,387 1,003,784 1,003,784 440,000
Total Expenditures 532,365 1,768,838 1,754,657 947,316
Revenues Over (Under) Expenditures $ 0 $ 0 $ 0 $ 0
39 ,
City of Fayetteville, Arkansas
Drug Enforcement Fund
Fund — 2930
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Beginning Fund Balance
$ 2,001
$ 6,022
$ 6,022
$ 15,605
Revenues
Drug Enforcement Grant
201,191
184,908
196,560
224,837
Grant — Springdale
10,566
12,113
12,312
12,547
Grant — Washington County
1,566
1,411
1,474
1,627
Grant — University of Arkansas
8,339
0
0
0
Grant — Prairie Grove
2,812
1,411
1,474
1,627
Grant — Lincoln
320
1,410
1,474
1,627
Grant — Greenland
1,566
1,410
1,474
1,627
Grant — West Fork
1,566
1,410
1,474
1,627
Grant — Johnson
0
1,410
1,474
1,627
Grant — Farmington
1,566
1,410
1,474
1,627
Forfeitures — DTF
3,819
0
9,117
0
Restitution
900
0
0
0
Interest
0
0
918
0
Total Revenues
234,211
206,893
229,225
248,773
Expenditures
Drug Enforcement Program
268,347
261,327
263,020
299,783
Total Expenditures
268,347
261,327
263,020
299,783
Other Financing Sources (Uses)
Transfer from General Fund
38,157
45,287
43,378
51,010
Total Other Financing Sources (Uses)
38,157
45,287
43,378
51,010
Revenues Over (Under) Expenditures
and Other Financing Sources (Uses)
Ending Fund Balance
4,021 (9,1� 9,583 0
$ 6,022 $ (3,125) $ 15,605 $ 15,605
40
City of Fayetteville, Arkansas
Arts Center Bond Fund
Fund — 3170 '
Actual Budgeted Estimated Budgeted
1993 1994 1994 .1994
Beginning Fund Balance $ 630,094 $ 661,309 $ 661,309 $ 661,309
Revenue
Interest
33,033
34,800
41,010
40,450
Total Revenue
33,033
34,800
41,010
40,450
Expenditures
-
Audit Expense
0
300
0
300
Principal Payment
100,000
125,000
125,000
135,000
Interest Expense
233,640
227,890
227,890
220,516
Paying Agent Fees
865
1,500
800
1,500
Total Expenditures
334,505
354,690
353,690
357,316
Revenues Over (Under) Expenditures
Other Financing Sources (Uses
Transfer From General Fund
1,049,690
1,138,800
1,138,800
1,178,660
Transfer from Arts Center Project
0
32,402
32,402
0
Transfer Excess Funds to General Fund
(717,003)
(685,562)
(858,522)
(861,794)
Net Other Financing Sources
332,687
485,640
312,680
316,866
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses)
31,215
165,750
0
0
Ending Fund Balance
$ 661.309
$ 827.059
$ 661,309 $
661,309
(301,472) (319,890) (312,680) (316,866)
41
City Of Fayetteville, Arkansas
City Sales Tax Bond Fund
Fund - 3350
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Beginning Fund Balance
$ 4,637,530 $
0
$ 0
$ 0
Revenue
Sales Tax Revenue
2,334,568
0
0
0
Interest
233,177
0
0
0
Total Revenue
2,567,745
0
0
0
Expenditures
Legal Services
_
104,270
0
0
0
Principal Payment
31,130,000
0
0
0
Interest Expense
1,347,271
0
0
0
Paying Agent Fees
103,497
0
0
0
'Total Expenditures
32,685,038
0
0
0
Revenues Over (Under) Expenditures
(30,117,293)
0
0
0
Other Financing Sources (Uses)
Transfer from Capital Improvements
28,894,011
0
0
0
Transfer to General Fund
(3,414,248)
0
0
0
Transfer to Sales Tax Construction Fund
0
0
0
0
Total Other Financing Sources (Uses)
25,479,763
0
0
0
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses)
(4,637,530)
0
0
0
Ending Fund Balance
$ 0 $
0
$ 0
$ 0
42
City of Fayetteville, Arkansas
Arts Center Project Fund
Fund -4160 '
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Beginning Fund Balance $ 759,520 $ 831,137 $ 831,137 $ 0
Adjustment to Beginning Fund Balance 0 (736,070) (736,070) 0
Adjusted Beginning Fund Balance 759,520 95,067 95,067 0
Revenue
Interest & Dividends 22,085 0 1,447 0
Donations 421,482 18,902 0 0
Total Revenue 443,567 18,902 1,447 0
Expenditures
Audit Expense 1,931 3,000 3,000 0
Professional Services 200 200 0 0
T —Bill Handling Fees 0 0 0 0
Special Assessments 563 0 0 0
Building Cost 8,505 61,422 61,112 0
Building Costs From Donations 252,925 15,902 0 0
Trailways & Sidewalks 6,277 0 0 0
Arts Center Parking —Construction 6,559 0 0 0
Arts Center Parking —Land Acquisition 20,000 0 0 0
Total Expenditures 296,960 80,524 64,112 0
Revenues Over (Under) Expenditures 146,607 (61,622) (62,665) 0
Other Financing Sources (Uses) '
Transfer To Arts Center Bond Fund 0 (32,402) (32,402) 0
Transfer To Arts Center Endowment Fund (74,990) 0 0 0
Total Other Financing Sources (74,990) (32,402) (32402) 0
Revenues and Other Financing Sources
Over (Under) Expenditures 71,617 . (94,024) (95,067) 0
Ending Fund Balance $ 831,137 $ 1,043 $ 0 $ 0
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' City of Fayetteville, Arkansas
Replacement Fund
Fund — 4270
Beginning Fund Balance
' Revenue
Interest
Total Revenue
' Expenditures
Audit Expense
T —Bill Handling Fees
' total Expenditures
Revenues Over (Under) Expenditures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
$ 2,165,460
$ 2,303,585
$ 2,303,585
$ 2,464,615
62,147
79,850
85,080
8_7,800
62,147
79,850
85,080
87,800
522
550
550
550
61,625 79,000 84,.5.70 86,950
' Other Financing Sources (Uses)
Transfer From General Fund 76,500 76,500 76,500 76,500
Total Other Financing Sources (Uses) 76,500 76,500 76,500 76,500_
' Revenues & Financing Sources
Over (Under) Expenditures 138,125 155,500 161,030 163,450
' Ending Fund Balance $ 2,303,585 $ 2,459,085 $ 2,464,615 $ 2,628,065
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City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Fund 4470 t
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Beginning Fund Balance _ $ 30,108,056 $ 2,735,802 $ 2,735,802 $ 1,784,350
Revenue
Sales Tax Revenue 2,724,580 6,330,000 7,100,000 7,300,000
State Grants 0 44,453 44,453 0
Interest 1,011,932 1,500 178,010 1,500
Total Revenue 3,736,512 6,375,953 7,322,463 7,301,500
Expenditures
Public Notification 151 3,387 3,387 1,500
Audit Expense 0 1,500 1,500 1,500
Professional Services 0 257,375 257,375 48,000
Legal Services 101,126 0 12,085 0
Building & Grounds Maintenance 0 46,700 46,700 0
Transfer to City Library 25,000 50,000 50,000 54,000
Fixed Assets 3,064 217,019 217,019 277,000
Vehicles & Equipment 0 225,180 224,771 140,000
Furniture 0 10,055 10,055 0
Building Costs 3,624 35,9.98 35,938 251,000
Land Acquisition 18,309 72,800 72,800 18,300
Park Improvements 0 609,556 609,556 300,000
Water Line Improvements 111,634 277,877 277,877 988,000
Street Improvements 604,199 2,980,713 2,980,713 3,069,600
Easements 0 0 537 200,000
Water Meters 33,255 0 0 0
Cemetery Improvements 0 15,000 15,000 0
Trailways & Sidewalks 0 91,000 91,000 66,000
Sewer Improvements 6,774 1,794,226 1,794,226 973,000
Bridge, Drainage, & Sidewalks 0 503,214 503,214 230,500
Remodel Fire Station 0 36,376 36,376 0
GIS/Mapping Improvements 0 0 0 97,000
Minor Equipment 0 534 534 0
Miscellaneous 21 0 0 0
Total Expenditures 907,157 7,228,450 7,240,663 6,715,400
Revenues Over (Under) Expenditures 2,829,355 (852,497) 81,800 586,100
Other Financing Sources (Uses)
Transfer from General Fund 0 386,044 386,044 565,081
Transfer to General Fund (1,307,598) . (1,109,296) (1,109,296) (1,324,000)
Transfer to Sales Tax Bond Fund (28,894,011) 0 0 0
Transfer to Solid Waste Fund 0 (310,000) (310,000) (290,000)
Total Other Financing Sources(Uses) (30,201,609) (1,033,252) (1,033,252) (1,048,919)
Revenues & Other Financing Sources '
Over (Under) Expenditures & Uses (27,372,254) (1,885,749) (951,452) (462,819)
Ending Fund Balance $ 2,735,802 $ 850,053 $ 1,784,350 $ 1,321,531
45 1
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Capital Budget
Account Name
Project Title
1995 Budget
Professional Services
Lake Fay. Dam — Emergency Action Plan
$ 48,000
48,000
Transfer to Library Board
Book Purchases
54,000
54,000
Fixed Assets
AS/400 Operating System Upgrade
17,000
AS/400 Processor Upgrade
116,000
AS/400 Printer Replacement
25,000
Microcomputer Replacements
10,000
Copy Machine Replacements
15,000
Traffic Signal Installations
55.000
Signal Testing Equipment
8,000
Backflow Prevention Assemblies
20,000
Bar Code Readers
11.000
277,000
Vehicles & Equipment
Replacement Fire Apparatus
140,000
140,000
Building Costs
Maintenance Facility
200,000
Jail Repairs/Modifications
51,000
251,000
Land Acquisition
Gulley Park Purchase
18,:100
18,300
Park Improvements
A. D. A. Park Projects
25,000
Sports Park Development
100.000
Lewis Soccer Field Complex
60,000
Asbell Restrooms/Concessions
75,000
Wilson Park Trail
30,000
Lake Fay./Seq. Boat Stall Replacements
10,000
30O 000
Water Line Improvements
Wedington Road — W/S Relocations
988,000
9882000
Street Improvements
Joyce Blvd. to Gregg Street Extension
646,600
Razorback Road (5% Contribution)
154,000
Hwy. 265 R.O.W. - Hwy. 16 to Hwy. 45
636,000
Township Road — Hwy. 265 to School Property
280,000
The Cliffs — Cost Sharing
106,000
Arlington Terrace and Trust Street
190.000
Street Improvements — Cost Sharing
40,000
Stubblefield Road
250,000
Intersection Improvements
40,000
Mission Blvd. & North St. Intersection
75,000
In —House Pavement Improvements
652,000
3,069 600
Easements
Miscellaneous Street — R.O.W.
200,000
200,000
Trailways & Sidewalks
Lake Fayetteville Trails
15,000
Miscellaneous Sidewalks
25,500
Butterfield Trail
25,500
66 000
Sewer Improvements
Sanitary Sewer Rehabilitation
973,000
973,000
Bridge, Drainage, & Sidewalks
Mud Creek/Gregg Street Bridge
180,000
Drainage Study and Improvements
50,500
230,500
GIS/Mapping Improvements
Geographic Information System
97,000
97,000
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Proprietary and Fiduciary Funds '
Enterprise Funds
Industrial Park
Water and Sewer
• Solid Waste
Airport
Continuing Education Center &
• Parking Facility
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Trust Funds
Walton Arts Center Endowment
Police Pension
Fire Pension ,
Municipal Judge Retirement
Internal Service Fund
Shop
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47 t
City of Fayetteville, Arkansas
Industrial Park Fund
Fund 5140
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Beginning Retained Earnings
$ 256,531 $
147,096
$ 147,096
$ 148,531
Revenue
State Grants
253,308
511,692
511,692
0
Rent
800
0
1,160
800
Interest
1,143
100
625
250
Gain/(Loss) on Sale of Assets
(110,070)
0
0
0
Total Revenue
145,181
511,792
513,477
1,050
Expenses
Audit Expense
0
350
350
350
Contract Services
1,308
0
0
0
Economic Development Grant
253,308
511,692
511,692
0
Total Expenses
254,616
512,042
512,042
350
Net Income (Loss)
(109,435)
(250)
1,435
700
Ending Retained Earnings
147,096
146,846
148,531
149,231
Beginning Contributions
3,938,053
3,941,903
3,941,903
3,669,404
Capital Contributions
3,850
0
(272,499)
0
Ending Contributions
3,941,903
3,941,903
3,669,404
3,669,404
Total Fund Equity
$ 4,088,999 $
4,088,749 $
3,817,935 $
3,818,635
Water & Sewer Fund
Sources of Funds for 1995
(40.6%) Water Sales $ 9,043,800
(32.6%) Sewer Service Charges $ 7,267,800
(0.8%) Interest Income $167,200
$22,274,236
Uses of Funds for 1995
(9.9%) Operations & Administration $ 2,214,600
(4.0%) Sewer Main Maint. $ 890,868
(13.7%) Waste Water Treatment $ 3,055,487
0.5%) Water Storage and Pump Maint. $ 115534
(4.8%) Meter Operations S 1,069,924
(20.1%) Depreciation S 4,485,400
(0.3%) Other S 75,000
b) Unreserved Fund Bal. $ 5,720,436
(2.6%) Water Distribution and Maint. $ 580,319
3.1%) Water Purchased $ 4,476,000
).0%) Capital $ 4,452,104
(4.2%) Interest Expense $ 934,000
$22,274,236
City of Fayetteville, Arkansas
Water and Sewer Fund
Fund — 5400
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Beginning Retained Earnings $ 5,812,407 $ 27,779,190 $ 27,779,190 $ 32,786,504
Operatine Revenues
Water Sales
7,584,804
Sewer Service Charges
6,692,674
Total Operating Revenues
14,277,478
Operating Expenses
Water Purchased
3,702,517
Operations & Administration
1,982,105
Water Distribution and Maintenance
467,515
Water Storage and Pump Maintenance
61,901
Sewer Main Maintenance
673,203
Waste Water Treatment Plant
2,553,054
Meter Operations
820,651
Total Operating Expenses Before Depreciation
10,260,946
Operating Income (Loss) Before Depreciation 4,016,532
Depreciation Expense 3,929,828
Operating Income (Loss) 86,704
Nonoperating Income (Expense
Transfer from General Fund
0
1,657,000
1,657,000
0
Transfer to Shop Fund
0
(35,500)
(35,500)
0
Interest Expense
(418,059)
(1,018,444)
(675,696)
(934,000)
Interest Income
270,343
127,500
260,375
167,200
Other
153,647
75,000
119,405
75,000
Total Nonoperating Income
5,931
805,556
1,325,584
(691,800)
Net Income (Loss)
92,635
225,447
1,842,243
(1,268,332)
Depreciation on Capital Contributions
21,874,148
3,165,071
3,165,071
3,234,030
Net Change to Retained Earnings
21,966,783
3,390,518
5,007,314
1,965,698
Ending Retained Earnings
27,779,190
31,169,708
32,786,504
34,752,203
Beginning Contributions
66,219,774
46,041,496
46,041,496
44,945,202
Capital Contributions
1,695,870
3,022,000
2,068,777
1,992,000
Depreciation on Capital Contributions
(21,874,148)
(3,165,071)
(3,165,071)
(3,234,030)
Ending Contributions
46,041,496
45,898,425
44,945,202
43,703,172
8,532,600
7,234,800
15,767,400
4,818,100
2,031,255
503,050
122,366
840,616
2,810,154
1,078,460
12,204,001
3,563,399
4,143,508
(580,109)
8,802,450
7,062,880
15,865,330
4,125,000
1,970,158
487,918
105,333
799,832
2,749,750
968,923
11,206,914
4,658,416
4,141,757
516,659
9,043,800
7,267,800
16,311,600
4,476,000
2,214,600
580,319
115,534
890,868
3,055,487
_1,069,924
12,402,732
3,908,868
4,485,400
(576,532)
Total Fund Equity, End of Year
Capital Expenditures
$ 73,820,686 $ 77,068,133 $ _77,71,706 $ 78,4.55,375
$ 5,709,714 $ 11,170,764 $ 11,147,600 $ 4,452,104
50
Solid Waste Fund
Sources of Funds for 1995
(74.8%) Sanitation Fees $ 3,21
(6.7%) Transfers $ 290,000
(0.3%) Recycling $ 10,750
(17.9%) Incinerator Fees $ 770,000
(0.3%) Interest & Misc $ 10,800
$4,297,000
Uses of Funds for 1995
(26.6%) Commercial Pickup $ 1,074,174
(30.3%) Residential Pickup $ 1,221,3:
17.8%) Operations and Admin. $ 717,255
(1.8%) Depreciation S 73,252
13.5%) Captial $ 543,700
(4.2%) Recycling $ 169,228
(5.8%) Composting $ 234,686
$4,033,616
51
City of Fayetteville, Arkansas
Solid Waste Fund
Fund 5500
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Beginning Retained Earnings
$ 1,061,568
$ 1,906,951
$ 1,906,951
$ 3,296,272
Operating Revenues
Sanitation Fees
2,838,601
2,850,537
3,053,955
3,215,450
Extra Pick —Up Fees
0
0
3,998
0
Incinerator Fees
716,449
712,647
756,687
770,000
Recycling Revenue —Aluminum
6,264
3,720
4,345
4,500
Recycling Revenue — Composting
3,908
5,500
6,250
Total Operating Revenues
3,565,222
3,572,404
___-5,750
3,824,735
3,996,200
Operatine Expenses
Operations and Administration
560,939
739,063
694,127
717,255
Commercial Pickup
851,770
1,067,074
1,036,937
1,074,174
Residential Pickup
1,018,843
1,096,888
1,032,078
1,221,321
Recycling
136,607
223,544
175,436
169,228
Composting
172,308
215,519
200,612
234,686
Total Operating Expenses
2,740,467
3,342,088
3,139,191
3,416,664
Operating Income (Loss) Before Depreciation
824,755
230,316
685,544
579,536
Depreciation Expense
39,483
46,712
46,711
73,252
Operating Income (Loss)
785,271
183,604
638,833
506,284
Nononeratin¢ Income (Expenses)
Interest
39,531
36,050
70,195
10,600
State Grants
0
350,000
350,000
0
Commercial Grants
15,495
0
0
0
Transfer from Sales Tax Capital Improvements
0
310,000
310,000
290,000
Miscellaneous
(13,121)
200
15,637
200
Total Nonoperating Revenue (Expenses)
41,905
696,250
745,832
300,800
Net Income (Loss)
827,176
879,854
1,384,665
807,084
Depreciation on Contributed Capital
18,207
4,656
4,656
4,656
Net Change to Retained Earnings
845,383
884,510
1,389,321
811,740
Ending Retained Earnings
1,906,951
2,791,461
3,296,272
4,108,012
Reserved for Incinerator Disengagement
1,575,805
2,038,452
2,082,492
2,702,492
Unreserved
315,651
753,009
1,213,780
1,405,520
Ending Retained Earnings
1,891,456
2,791,461
3,296_272
4,108,012
Contributions Beginning of Year
220,957
203,250
203,250
198,594
Contributed Capital
500
0
0
0
Depreciation on Contributed Capital
4!6
(4,656)
(4,656)
Ending Contributions
_(18,207)
203,250
198,594
198,594
193,939
Total Fund Equity
$ 2,110,201 $ __.
2,990,055
$ 3,494,866
$ X301,950
_
Capital Expenditures
$ 0 $ 709,240 $ 704,269 $ 543,700
52
Airport Fund
Sources of Funds for 1995
(14.2%) Rents and Leases $ 453,739
(13.7%) Parking Fees $ 438,000
(6.0%) Fund Balance $ 190,5
(50.2%) Captial Contributions $ 1,606378
(55.9%) Capital $ 2,022,000
(9.2%) Airline Fees $ 295,744
(6.1%) Other $ 195,550
(0.6%) Interest $ 20,500
$3,200,506
Uses of Funds for 1995
(9.7%) Airside Operations $ 352,068
$3,616,128
(14.2%) Landside Operations $ 512,163
).2%) Depreciation $ 729,897
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City of Fayetteville, Arkansas
Airport Fund
Fund — 5550
Beginning Retained Earnings
Operatine Revenues:
Airline Fees
Parking Fees
Rents and Leases
Other
Total Operating Revenues
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
$ (1,534,809)
$ 3,280,840
$ 3,280,840
$ 3,665,447
281,291
284,207
284,656
295,744
336,549
300,000
420,000
438,000
386,790
397,790
452,639
453,739
170,681
162,828
188,380
195,550
1,175,311
1,144,825
1,345,675
1,383,033
Operating Expenses:
Landside Operations
390,064
486,279
470,784
512,163
Airside Operations
246,450
331,423
329,566
352,068
Total Operating Expenses Before Depreciation
636,514
817,702
800,350
864,231
Operating Income (Loss) Before Depreciation
538,797
327,123
545,325
518,802
Depreciation Expense
489,582
608,051
608,051
729,897
Operating Income (Loss)
49,215
(280,928)
(62,726)
21( 1,095)
Nonoperatine Income (Expense')
Intergovernmental 275,028 0 0 0
Interest Income 8,531 8,600 34,500 20,500
Other _ (400) 3,480 10,260 0
Total Nonoperating Income 283,159 12,080 44,760 20,500
Net Income (Loss) 332,374 (268,848) (17,966) (190,595)
Depreciation on Contribution 4,483,275 402,573 402,573 440,804_
Net Change to Retained Earnings 4,815,649 133,725 — 384,607 250,209
Ending Retained Earnings 3,280,840 3,414,565 3,665,447 3,915,657
Beginning Contributions 9,310,118 5,973,779 5,973,779 7,230,988
• Contributions 1,146,936 1,661,282 1,659,782 1,606,378
• Depreciation on Contribution (4,483,275) (402,573) (402,57 _(440,80
Ending Contributions 5,973,779 7,232,488 7,230,988 8,396,561
Total Fund Equity $ 9254,619 $ 10,647,053 $ 10896,435 $ 12,312,218
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$ 1,570,174 $ 2,514,737 $ 2,474,784 $ 2,022,000
1 54
• City of Fayetteville, Arkansas
Continuing Education Center and Parking Facility Fund
Fund — 5690
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Beginning Retained Earnings
$ 1,210,699
$ 1,078,567
$ 1,078,567
$ 1,173,601
Operating Revenues
Property Lease
121,999
122,000
122,000
122,000
Total Operating Revenues
121,999
122,000
122,000
122,000
Operating Expenses
Audit Expense
Insurance —Vehicles & Buildings
Special Assessments
Total Operating Expenses
Operating Income (Loss) Before Depreciation
Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expenses)
State Convention Center Return
Interest Income
Interest Expense
Paying Agents Fees
Bond Discount Amortization
Total Nonoperating Revenue
Income (Loss) Before Operating Transfers
Other Financing Sources (Uses)
Transfer from A&P Fund
Transfer from Off Street Parking Fund
Transfer Excess Funds to General Fund
Total Other Financing Sources (Uses)
Net Income (Loss)
Ending Retained Earnings
1,494
2,322
38,002
41,818
80,181
94,807
(14,626)
276,374
76,269
(269,219)
(1,865)
(9,741)
71,818
57,192
1,500
3,462
38,003
42,965
79,035
94,807
(15,772)
255,000
92,000
(260,080)
(2,000)
(9,418)
75,502
59,730
1,500
3,462
38,003
42,965
79,035
94,807
(15,772)
255,000
77,450
(256,801)
(1,750)
(9,299)
64,600
48,828
1,500
3,500
47,500
52,500
94,807
(25,307)
255,000
73,950
(246,956)
(2,000)
(8,940)
71,054
45,747
736,097
750,000
850,000
892,500
17,605
25,500
19,150
19,150
(943,026)
(822,944)
(822,944)
(822,944)
(189,324)
(47,444)
46,206
88,706
(132,132)
12,286
95,034
134,453
$ 1,078,567 $
1,090,853
$ 1,173,601
$ 1,308,054
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City of Fayetteville, Arkansas
Walton Arts Center Endowment
Fund 6190
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Beginning Fund Balance $ 3,219,050 $ 3,213,121 $ 3,213,121 $ 3,274,996
Interest
253,751
261,365
214,475
209,000
Donations
14,100
0
0
0
Total Revenue
267,851
261,365
214,475
209,000
Expenses
Audit Expense
0
1,000
3,000
3,500
Professional Services
1,720
4,000
0
23,300
Arts Council Distribution
346,000
149,000
149,000
317,000
Paying Agents Fees
1,050
600
600
900
Total Expenses
_
348,770
154,600
152,600
344,700
Net Income (Loss) before Transfers
(80,919)
106,765
61,875
(135,700)
Transfer from Arts Center Project
74,990
0
0
0
Net Income (Loss)
(5,929)
106,765
61,875
(135,700)
Ending Fund Balance
$ 3,213,121 $
3,319,886 $
X274,996 $
3,139,296
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City of Fayetteville, Arkansas
Police Pension Fund
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Fund 6800
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Beginning Fund Balance $ 5,749,346 $ 6,297,795 $ 6,297,795 $ 6,666,592
Revenue
Property Taxes 143,432 142,335 .150,300 158,000
State Insurance Turnback 165,482 165,482 167,546 167,546
Court Fines and Fees 92,093 90,000 107,500 107,500
Interest and Dividends 411,241 205,100 230,822 179,650
Donations 300 60 0 60
Officer Contributions 34,247. . 31,350 33,500 31,350
Donation/Suspension r 0 300 0 300
General Fund Contributions 68,493 62,722 62,931 63,715
Total Revenue 915,288 697,349 752,599 708,121
Expenses
Office Supplies & Printing 0 600 0 600
Audit Expense 1,948 2,000 2,000 3,000
Professional Services 400 630 0 630
T —Bill Handling Fees 0 550 0 550
Pension Withdrawal 11,305 15,000 0 15,000
Benefit Payments 353,186 435,260 381,802 450,000
Total Expenses - 366,839 454,040 383,802 469,780
Net Income (Loss) 548,449 243,309 368,797 238,341
Ending Fund Balance $ 6,297,795 $ 6,541,104 $ 6,666,592 $ 6,904,933
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City of Fayetteville, Arkansas
Fire Pension Fund
Fund 6810
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Beginning Fund Balance $ 6,549,315 $ 7,275,674 $ 7,275,674 $ 7,770,652
Revenue
Property Taxes 143,432 142,335 150,000 158,000
State Insurance Turnback 123,120 123,120 123,948 123,948
' Interest and Dividends 738,434 322,145 471,252 291,250
Donations 15 0 300 0
Officer Contributions 38,108 35,500 41,700 41,700
General Fund Contributions 76,216 73,431 83,049 94,520
' 'Iota) Revenue 1,119,325 696,531 870,249 709,418
Expenses
Audit Expense 2,271 2,271 2,271 3,000
Professional Services 1,491 1,500 1,000 1,500
Pension Withdrawal 14,981 0 0 15,000
Benefit Payments 374,223 436,282 372,000 450,000
' Total Expenses 392,966 440,053 375,271 469,500
Net Income (Loss) 726,359 256,478 494,978 239,918
' Ending Fund Balance $ 7,275,674 $ 7,532,152 $ 7,770,652 $ 8,010,570
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City of Fayetteville, Arkansas
Municipal Judge Retirement Fund
Fund 6820
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Beginning Fund Balance
_ $ 298,853
$ 322,834
$ 322,834
$ 349,836
Revenue
Court Fines and Fees
14,848
15,215
15,800
15,800
Interest
9,194
11,585
11,270
11,585
Total Revenue
24,042
26,800
27,070
27,385
Expenses
Audit Expense
61
68
68
75
Total Expenses
61
68
68
75
Net Income (Loss)
23,981
26,732
27,002
27,310
Ending Fund Balance
$ 322,834
$ 349,566
$ 349,836
$ 377,146
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City of Fayetteville, Arkansas
Shop Fund
Fund 9700
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Beginning Retained Earnings $ 2,2 61,388
$ 4,971,009 $
_ 4,971,009
$ 5,335,817
' Operating Revenue _ _ --
Shop Charges
Total Operating Revenue
Operating Expenses
Vehicle Maintenance Program
Total Operating Expenses
Operating Income (Loss) Before Depreciation
' Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expense_
State Grants
Transfer From Water & Sewer Fund
Gain (Loss) on Sale of F.A.
Interest
Miscellaneous
Total Nonoperating Income
Net Income (Loss)
Depreciation on Contributed Capital
Change in Retained Earnings
Ending Retained Earnings
Beginning Contributions
Residual Equity Transfers
Depreciation on Contributed Capital
Ending Contributions
'I otal Fund Equity
Capital Expenditures
2,300,428
2,:90,203
2,251,519
2,909,681
2,300,428
2,290,203
2,251,519
2,909,681
1,094,205
1,094,205
1,126,909
1,126,909
1,121,346
1,121,346
1,252,963
1,252,963
1,206,223
1,163,294
1,130,173
1,656,718
795,242
1,028,677
1,028,677
1,233,571
410,981
134,617
101,496
423.147
0
0
0
0
0
35,500
35,500
0
101,024
0
"4(X)
72,219
55,376
30,100
66,500
30,1(X)
0
0
0
0
156,400
65,600
124,400
102,319
567,381
200,217
225,896
525,466
2,142,240
138,912
138,912
138,912
2,709,621
339,129
364,808
664,378
4,971,009
5,310,138
5,335,817
6,000.195
2,591,107
478,308
478,308
339.396
29,441
0
0
0
(2,142,24)
X138,912)
(138,912)
(138,912)
478,308
339,396
339,396
200,484
$ 5,449,317 $
5,649,534_
$67213
$ -__6,200,679
$ 1,3691422 $ - 2593112 $ 2,593,000 $ X179,419
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City of Fayetteville, Arkansas
Schedule of Major Revenue Sources and Significant Trends
The City of Fayetteville creates its expenditure budgets on anticipated revenue for each fund
budgeted by the City. The City uses building permits issued, new utility customers and
population data from the Northwest Arkansas Regional Planning Commission in projecting
revenue growth.
Selected City revenue sources are reflected in the accompanying charts.
Sales Tax and Hotel, Motel and Restaurant (UMIR) Taxes
1:1
6
2
0
Sales tax revenue comprises approximately 21 % of the City revenue stream. Sales tax revenue
is derived from two sources: City share of the County sales tax and the operations share of the
City sales tax. Sales tax revenue have grown steadily over the past twelve years. The 1995
Budget assumes a growth of 3.5% for this source of revenue.
County Sales Tax: The City receives a prorated share of the county sales tax based 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% compounded annually from 1989 to 1994. Budgeted county sales tax revenue
is projected to grow at 3.5% over estimated 1994 revenue. The growth in county sales tax is
fueled by the overall economic growth occurring in the Northwest Arkansas region.
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City Sales Tax: City sales tax revenue has grown at an average rate of 7.13% annually since
1988 except for 1993. During 1993 the City lost it's city sales tax for approximately 90 days
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as a result of the Sales Tax Lawsuit. City sales tax revenue for 1995 represents approximately
a 3% growth in revenue using estimated 1994 as the base. The city sales tax revenue is divided
between capital projects (75%, Sales Tax Capital Improvements Fund) and discretionary
purposes (25%, General Fund).
HMR Tax: HMR tax revenue has grown at an average rate of 7.70% each year since 1985.
HMR tax is a 1% tax added to hotel, motel, and, restaurant charges. The 1995 Budget assumes
a growth of 3.8%. HMR revenues are utilized to fund the debt service of the Continuing
Education Center and provide operational funding for the City's Advertising & Promotion
Commission. The continued growth in HMR tax revenue reflect the continuing trend of hotel,
motel and restaurant expansion within the City.
Growth of these revenue sources is a result of the cities continuing growth as evidenced by our
increases in population mentioned in the Community Overview, a low unemployment rate and
a continuation of growth in real property values as evidenced by the trend of increased building
permit values as depicted in the Appendix. These economic trends are expected to continue for
the next few years.
Utility Revenue (Water Sales, Sewer Service Charges, and, Sanitation Fees)
to
R
1961 1985 19M 1%, 1%! 1%9 19% 1991 1992 1993 Eu.1991 P,oj. l%5
Water Sales and Sewer
Charges: Water sales and sewer service charge revenues are based on
metered customer usage
of water and are the primary sources
of revenue for the
Water & Sewer
Fund. The budgeted revenue for 1995 includes an increase
in projected water
usage of 2.8%.
Water sales
and sewer charges are
established
by ordinance and are updated periodically by an
independent
study.
The last rate
adjustment
was implemented
during 1994. The revenue
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projections utilized for the 1995 budget are from the published rate study. Further information '
concerning water revenues can be found in the Water Purchased Program that depicts gallons
of water purchased. Community growth is expected to continue which should result in increased
revenues.
Sanitation Fees: Sanitation fee revenue are
rate driven revenue based on
number of customers.
The revenue generated in 1993 is the first
full year of
residential rates
that were placed into
effect in late 1992. Budgeted 1995 revenue reflects a
projected increase in the number of
customers of approximately 2% over the
number of
customers in
1994 and changes in
commercial
collection rates adopted in late
1994.
Other City revenues are listed below. ,
Franchise. Fees: Franchise fee revenue is based on a percentage of revenue generated by the '
various utility companies in exchange for the right to use City owned rights of way, alleyways
and streets for their transmission lines or service. Franchise fee revenue provides approximately
3.4% of City revenues. Budgeted franchise fee revenue is budgeted to increase approximately
2% over estimated 1994. Franchise taxes are a combination of inter -fund revenue and external
revenue. The external revenue is collected from all utilities operating within the City limits and
is authorized by a vote. The tax rate was established by ordinance after negotiations with each
utility. The inter -fund revenue franchise tax is established by ordinance and is based on the net
revenues from water sales, sewer service charges and sanitation fees for the most recent
completed year. The inter -fund franchise tax revenue for 1995 is $554,020. ,
Transfers: Transfers comprise approximately 20% of the General Fund revenue stream.
Unrestricted transfers amount to $2.2 million of the total transfers of $3.0 million. The original
source of unrestricted transfers for General Fund is a portion of County sales tax returned to the
fund as excess debt service payments and the operations transfer from the City sales tax. The
majority of revenue generated by the City sales tax is earmarked for capital improvements.
Intergovernmental: Intergovernmental revenues are primarily state turnback of taxes and is
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 $18.70 for General Fund and $41.30 for Street
Fund.
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CITY OF FAYETTEVILLE, ARKANSAS
BUDGET ORGANIZATIONAL STRUCTURE
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
five departments: General Government, Administrative Services,
Police, Fire, 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.
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General Government
Citizens
of
Fayetteville
Council City Attorney City Clerkffreasurer Municipal Judge
—Airport -Prosecutor
—Cable Administration
—Internal Audit
IMission Statement
' 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.
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GENERAL GOVERNMENT
OVERVIEW
The General Administration Department contains nine divisions: Office of the Mayor, City Council, City
Attorney, Municipal Judge, Cable Administration, Internal Audit, City Clerk/Treasurer, Airport, and
Miscellaneous. The City Clerk/Treasurer Division was created during 1994 with the adoption of an
ordinance by City Council to combine the offices of City Clerk and City Treasurer beginning January
1, 1995.
Some of the major projects for this department in 1995 include: exercising oversight in implementing the
City's capital improvement program, ensuring the City's compliance with the Americans with Disabilities
Act, and continued work on the incinerator disengagement process.
Estimated 1994 expenditures are projected to be approximately $250,000 below budgeted 1994. This
difference is primarily attributed to a reduction in planned capital expenditures in the Airport Division.
Proposed 1995 expenditures are decreased by approximately $2.5 million when compared to the 1994
budgeted amount. The reduction is primarily attributed to the Miscellaneous Programs's elimination of
capital, reduced transfer amount to the Advertising & Promotion Commission, and increased cost
reimbursements. Airport expenditures are budgeted to be approximately $324,000 less than budgeted
1994 primarily due to a reduction in capital expenditures. Additionally, during 1994 a one time transfer
to the Water & Sewer Fund occurred for $1.7 million. The transfer provides funding for the completion
of the 36 inch waterline and storage tank project scheduled for completion in late 1995.
Staffing in the General Government area has increased by a net of 0.50 from 1994 to 1995. This includes
the addition of a Lead Production Technician and the downgrading of the Cable Administrator from full-
time to pan -time in the Cable Administration Program.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Depreciation
Transfers
Cost Reimbursements
Capital and Other
Department Total
Category Totals
Actual
1993
$ 1,004,439
75,286
5,448,194
89,071
6,616,991
2,410,296
489,582
1,709,981;
(1,181,411)
3,428,448
$ 10,045,439
Budgeted
1994
$ 1,150,717
72,739
1,511,849
113,487
2,848,792
2,801,102
608,051
4,418,344
(1,906,835)
5,920,662
$ 8,769,454
Estimated
1994
Budgeted
1995
$ 1,053,182 $ 1,384,375
57,425 65,639
1,385,793 1,360,302
109,126 262,481
2,605,526 3,072,797
2,785,755
608,051
4,418,344
(1,906,835)
5,905,315
$ 8,510,841
1,850,495
729,897
2,320,241
(2,008,079)
2,892,554
$ 5,965,351
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General Government
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
General Fund
0150 Mayor's Administration
Personnel Services
$ 173,281
$ 137,791
$ 127,963
S 161,160
Materials & Supplies
14,461
17,840
10,000
10,500
Service and Charges
54,128
53.812
53,383
59,636
Maintenance
641
1.677
677
1.434
Capital
0
12,100
9,831
3,500
242,511
223,220
201,854
236.2.30
0160 City Council
Personnel Services
33,775
33,600
33,600
33.600
Materials & Supplies
0
1,038
738
1,050
Service and Charges
1,149
5,094
3,594
5,350
Capital
0
250
0
250
34,924
39,982
37,932
40,250
0170 CityTreasurer
Personnel Services
4,200
4,200
4,200
0
4,200
4,200
4,200
0
0210 City Attorney
Personnel Services
128,594
141,740
141,510
154,224
Materials & Supplies
2,784
3,075
2,800
3,100
Service and Charges
12,778
32,617
23,583
29,519
Maintenance
497
2,100
1,700
2,600
Capital
1,480
1,712
800
250
146,133
181,244
170,393
189,693
0310 City Prosecutor
Personnel Services
134.289
149,763
149,691
156,111
Materials & Supplies
11.741
6,000
4,650
4,279
Service and Charges
11,391
11,237
10,287
9,760
Maintenance
377
1.350
1,350
1,600
Capital
7.178
4,279
4.256
0
164,976
172,629
170,234
171,750
0350 Hot Check
Personnel Services
70,239
82,200
82.151
86,560
Materials & Supplies
5,349
2,659
2,659
2,412
Service and Charges
13,618
14,782
14,241
14,528
Maintenance
229
1,000
1,000
1,000
Capital
2,839
0
0
0
92,276
100,641
100,051
104,500
0400 Municipal Judge
Personnel Services
55,610
55,623
55,578
61.477
Materials & Supplies
341
200
150
200
Service and Charges
3,315
5,168
4,144
5,524
Capital
1,688
1,369
1,236
5,445
Cn nCA
Cn n<n
C, ,no
-rn rAr
0600 Cable Administration
Personnel Services
54,366
53,193
45,654
64,674
Materials & Supplies
5,035
3,728
3,728
3,728
Service and Charges
66,494
86,856
86,856
72,880
Maintenance
8,103
11,491
11,491
13,191
Capital
0
1,033
1.033
0
133,998
156,301
148,762
154,473
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General Government
Program Expenditure Summary
I
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
1360 Internal Auditing
Personnel Services - - 43,114 45,576 44,505 45,100
Materials & Supplies 1,321 1,054 700 700
Service and Charges - 1,966 5,380 4,790 3,700
46,401 52,010 49,995 49,500
1510 Cityaerk/rreasurer
Personnel Services 65,614 68,520 68,441 65,979
Materials & Supplies 12,769 19,500 14,500 19,500
Service and Charges 26,272 60,718 56,737 37,781
Maintenance 4,139 4,700 3,500 5,500
Capital 4,047 1,000 1,000 1,000
112,841 154,438 144,178 129,760
6600 Miscellaneous
Personnel Services 0 94,763 25,000 259,500
Materials & Supplies 1,605 0 0 0
Service and Charges 4,928,335 737,339 664,612 613,759
Maintenance 2,884 12,413 11,913 15,000
Capital 848,561 325,915 325,915 0
Transfers 1,709,981 4,418,344 4,418,344 2,320,241
Cost Reimbursement (1,181,411) (1,906,835) (1,906,835) (2,008,079)
6,309,955 3,681,939 3,538,949 1,200,421
Total General Fund 7,;49,169 4,828,964 4,627,656 2,349,223
Airport
3940 Airport Landside Operations
Personnel Services
Materials & Supplies.
Service and Charges
Maintenance
Capital
Depreciation
3950 Airport Airside Operations
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
3960 Airport Capital Expenditures
138,246
13,134
185,908
52,776
0
489,582
879,646
103,110
4,744
119,171
19,425
0
246,450
Materials & Supplies 2,002
Service and Charges 23,669
Maintenance 0
Capital 1,544,503
1,570,174
Total Airport - - 2,696,270
Total General Government
177,239
13,545
253,611
34,224
7,660
608,051
1,094,330
168,380
13,400
249,604
33,500
5,900
608,051
1,078,835
106,509 106,509
4,100 4,100
174,782 173,462
44,532 43,995
1,500 1,500
331,423 329,566
0
70,453
0
2,444,284
2,514,737
3,940,490
•0
40,500
0
2,434,284
2,474,784
3,883,185
173,234
16,270
286,685
33,924
2,050
729,897
1,242,060
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122,756
3,180
180,180
45,232
0
352,068 '
0
41,000
143,000
1,838,000
2,022,000
3,616,128
$ 10,045,439 S 8,769,454 $ 8,510,841 $ 5,965,351
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General Government
Personnel Summary
' 1992 1993 1994 1995
Division/Title Employees Employees Employees Employees
' Mayor Division
Mayor 0.00 1.00 1.00 1.00
Assistant to the Mayor 0.00 0.00 1.00 1.00
Staff Administrator 0.00 1.00 0.00 0.00
' Administrative Secretary 0.00 1.00 1.00 1.00
Administrative Intern 0.00 1.00 1.00 1.00
000 4.00 4.00 4.00
' City Manager Division
City Manager 1.00 0.00 0.00 0.00
Staff Administrator 1.00 0.00 0.00 0.00
Secretary 1.00 0.00 0.00 0.00
' 3.00 0.00 0.00 _ 0.00
City Attorney Division
City Attorney 1.00 1.00 1.00 1.00
Assistant City Attorney 1.00 1.00 1.00 1.00
Senior Secretary 1.00 1.00 1.00 1.00
Law Clerk (Part—time) 0.00 0.40 0.40 0.40
3.00 3.40 3.40 3.40
City Prosecutor Division
Prosecuting Attorney 1.00 1.00 1.00 1.00
Lead Hot Check Clerk 1.00 1.00 1.00 1.00
' Police Officer 1.00 1.00 1.00 1.00
Senior Legal Assistant 2.00 2.00 2.00 2.00
Legal Assistant 1.00 1.00 1.00 1.00
Senior Secretary 1.00 1.00 1.00 1.00
' Senior ClerklTypist 0.00 1.00 1.00 1.00
Work Study (Part—time) 0.50 0.50 0.50 0.50
7.50 8.50 8.50 8.50
Municipal Judge Division Municipal Judge 1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
Cable Administrator Division
' Cable Administrator 1.00 1.00 1.00 0.50
Operations Coordinator 1.00 1.00 1.00 1.00
Lead Production Technician 0.00 0.00 0.00 L0U
' 2.00 2.00 2.00 2.50
Internal Auditing Division
Internal Auditor/Grants Acct. 1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
City Clerk Division
City Clerk 1.00 1.00 1.00 1.00
Microfiche Operator 1.00 1.00 1.00 1.00
Senior Clerk Typist (Part—time) 0.80 0.80 0.80 0.80
2.80 2.80 2.80 2.80
Airport Division
' Airport Manager 1.00 1.00 1.00 1.00
Assistant Airport Manager 1.00 1.00 1.00 1.00
Airport Operations Supervisor 1.00 1.00 1.00 1.00
Admin & Operations Coordinator 0.00 0.00 1.00 1.00
Airport Maintenance Worker II 3.00 3.00 0.00 0.00
Airport Maintenance Worker III 1.00 1.00 4.00 4.00
Senior Secretary 1.00 1.00 1.00 1.00
' Summer Groundskeeper (Part—time) 0.50 0.00 0.00 0.00
Maintenance Worker 11 (Part—time) 0.00 0.50 0.50 0.50
8.50 8.50 9.50 9.50
Total General Government Personnel 28.80 31.20 32.20 32.70
70
General Government
Office of the Mayor Division
Mayor's Administration Program
Fund 1010 — General Program 0150
Program Description, Objectives, and Analysis:
The Mayor 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.
Actual Budgeted Estimated
1993 1994 1994
Program Staff
Full —Time Equivalent Positions 4.00 4.00 4.00
Program Exnenditures
Personnel Services
$ 173,281 $
137,791 $
127,963
Materials and Supplies
14,461
17,840
10,000
Services and Charges
54,128
53,812
53,383
Maintenance
641
1,677
677
Capital
0
12,100
9,831
$ 242,511 $
223,220 $
201,854
Performance Measures
Budgeted
1995
4.00
$ 161,160
10,500
59,636
1,434
3,500
$ 236,230
The Mayor as the elected Chief Executive of the City operates within state statutes, the City Charter,
and City Ordinances to provide community leadership. The Mayor accomplishes this task by providing
and maintaining an open door forum for residents, business interests and other interested parties to
discuss City policy, concerns and requests.
Additionally, the Mayor is responsible for submitting an annual budget to City Council appropiating
funds for government operations. The Mayor administers the annual work program approved by City
Council through four departments: Administrative Services, Public Works, Police and Fire.
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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
1993
Program Staff
Full —Time Equivalent Positions 0.00
Program Exncnditures
Budgeted Estimated
0.00 0.00
Budgeted
0.00
Personnel Services
$ 33,775 $
33,600 $
33,600 $
33,600
Materials and Supplies
0
1,038
738
1,050
Services and Charges
1,149
5,094
3,594
5,350
Capital
0
250
0
250
$ 34,924 $
39,982 $
40,250
37,932 $
72
General Government
City Treasurer Division
City Treasurer Program
Fund 1010 — General Program 0170
Program Description, Objectives and Analysis:
The City Treasurer is responsible for reviewing, and presenting to City Council, detailed quarterly statements
of the City's financial condition. The City Treasurer's position was consolidated with the City Clerk's
position during 1994 under ordinance 3766. .
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Personnel Services $
4,200 $
4,200 $
4,200 $ 0
$
4,200 $
4,200 $ 0
4,200 $
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
Quarterly Financial Report 1 4 4 0
Results
% of Quarterly Financial Reports 100% 100% 100% 0
submitted to Council
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General Government
City Attorney Division
City Attorney Program
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 adequately represent the legal interests of the City of Fayetteville.
1
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 3.40 3.40 3.40 3.40
' Program Expenditures
Personnel Services $ 128,594 $ 141,740 $ 141,510 $ 154,224
Materials and Supplies 2,784 3,075 2,800 3,100
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Services and Charges 12,778 32,617 23,583 29,519
Maintenance 497 2,100 1,700 2,600
Capital 1,480 1,712 800 250
$ 146,133 $ 181,244 $ 170,393 $ —189,693
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Demand/Workload
The cost of service per attorney hour $37.74 $46.81 $44.01 $48.99
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.
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General Government
City Attorney Division
City Prosecutor Program
Fund 1010 — General
1
Program 0310
Program
Description, Objectives and Analysis:
1.
To
prepare, prosecute, and investigate approximately 15,500 cases set
for trial in Municipal Court.
2.
To
take approximately 800 recorded statements from Defendants and
prosecute the defendants who are in
violation
of the law.
3.
To
prepare and prosecute approximately 100 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
settle cases through investigation or mediation.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Demand/Workload
1. Complaints
2. Statement/Criminal Affidavits,
3. Circuit Court Cases
4. Nonwarrant Criminal Charges
5. # Of DWI's
6. # Of Warrant Charges
7. # Of Trials
Results
1. Complaint Disposition
A.
Inactive/Mediated
B.
Warning Letter
C.
Prosecutor Subpoena
D.
Warrant Issued
2. %
Of Convictions
A.
DWI
B.
Warrant Charges
C.
Nonwarrant
Actual
1993
5.50
Budgeted Estimated Budgeted
1994 1994 1995
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1
$ 134,289 $ 149,763 $ 149,691 $ 156,111
11,741 6,000 4,650 4,279
11,391 11,237 10,287 9,760
377 1,350 1,350 1,600
7,178 4,279 4,256 0
$ 164,976 $ 172,629 $ 170,234 $ 171.750
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
671 725 500 700 '
168 200 150 200
53 150 110 130
N/A 15,500 13,500 15,000
806 1,000 1,025 1,050
N/A 200 175 225
N/A 98 100 115
53 135 140 140
N/A 294 125 140
N/A 96 50 65
168 200 150 200
N/A 98 97 98
N/A 98 95 98
N/A 98 98 98
75 '
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 had checks. This program has been acknowledged by many of
' the merchants as "working for their company." Many merchants are recovering 100 % of written off had
checks. Additionally, this program serves as a clearing house to merchants for fictitious accounts, stop
payments, accounts not found, irregular signatures, and forgeries.
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
' Full —Time Equivalent Positions 1.00 2.00 2.00 2.00
Uniformed FIE Positions 1.00 1.00 1.00 1.00
2.00 3.00 3.00 3.00
' Program Expenditures
Personnel Services $ 70,239 $ 82,200 $ 82,151 $ 86,560
' Materials and Supplies 5,349 2,659 2,659 2,412
Services and Charges 13,618 14,782 14,241 14,528
Maintenance 229 1,000 1,000 1,000
Capital 2,279 0 0 0
'
$ 923276 $ lOQ,641 $ 100,051 $ 104,500
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Dcmand/Workload
# of Checks brought in 9,687 10,400 8,586 9,000
# of Warrants/Commitments issued 4,961 5,220 4,038 4,200
# of Cases set for Trial 3,000 4,000 5,000 5,000
' # of Referrals/legal questions 2,200 4,000 3,970 4,000
Results
' %n of Checks processed 100 100 100 100
% of Warrants Served 60 70 85 85
% of Hot Checks collected 71 70 85 85
' % of Cases Settled 100 100 100 100
# of outreach to schools, merchants 300 350 400 425
# of Merchants using program 300 350 400 425
1 76
General Government
Municipal Court Division
Municipal Judge Program
Fund 1010 — General Program 0400
Program Description, Objectives and Analysis:
The Municipal Judge is a part time elected position responsible for the adjudication of all 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 60 days after the
arraignment date.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Capital
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$ 55,610 $ 55,623 $ 55,578 $ 61,477
341 200 150 200
3,315 5,168 4,144 5,524
1,688 1,369 1,236 5,445
$ 60.954 $ 62,360 $ 61,108 $ 72,646
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
1. # Criminal cases filed 28,984 32,223 30,994 34,088
2. # Civil cases filed 2,900 2,725 2,188 2,406
3. # Warrants filed 10,559 6,565 4,182 7,500
4. of Criminal trial settings 13,606 13,700 14,389 15,172
5. of Civil trial settings 1,920 1,375 1,728 1,810
Results
1. Criminal cases adjudicated
21,397
25,122
25,812
28,500
2. Warrants issued
9,700
11,033
10,824
11,033
3. Fines and costs assessed
$1,733,155
$1,647,698
$2,043,176
$2,353,197
4. Fines and costs collected
$1,145,652
$1,209,542
$1,360,566
$1,675,499
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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.
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
' Full —Time Equivalent Positions 2.00 2.00 2.00 2.50
Program Expenditures
Personnel Services $ 54,366 $ 53,193 $ 45,654 $ 64,674
Materials and Supplies 5,035 3,728 3,728 3,728
Services and Charges 66,494 86,856 86,856 72,880
' Maintenance 8,103 11,491 11,491 13,191
Capital 0 1,033 1,033 0
$ 133,998 $ 156,301 $ 148,762 $ 154,473
Performance Measures
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
' 1. Number of public access
workshop participants 0 150 130 150
2. Videos produced for City Div. 0 40 25 40
' 3. Franchise agreement admin. 1 1 1 1
4. Access channels cablecast 0 3 3 3
5. Value of facilities managed 0 $335,716 $335,716 $335,716
' Results
1. Local gov't channel programs
' cablecast monthly/hrs. 0 50 100 120
2. Cable franchise/rate regulation
issues/monthly — hrs. spent 40 65 60 30
' 3. Hours/cable board duties/monthly 40 40 20 20
4. Hrs. producing informational
videos for City Divisions/monthly 0 60 60 60
IS. Hrs/month managing PEG Facility 0 40 40 40
6. Bookkeeping duties for public
access provider/monthly 0 40 34 24
' 78
General Government
Internal Audit Division
Internal Audit Program
Fund 1010 — General 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.
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Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services $ 43,114 $ 45,576 $ 44,505 $ 45,100
Materials and Supplies 1,321 1,054 700 700
Services and Charges 1,966 5,380 4,790 3,700
$ 46,401 $ 52,010 $ 49,995 $ 49,500
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995 '
Demand/Workload
1. Review of Cityareas 7 7 7 6
2. Special projects 30 25 25 25
3. Review cont./leases/grants 250 200 250 275
4. Maintain document files 160 170 200 225
5. Contract payment review 380 375 425 450
6. Assist on annual audit 1 1 1 1
Results
1. Number of areas reviewed 7 7 7 6
2. Cont./leases/grants reviewed 250 200 250 275
3. Review of contract payments 380 375 425 420
4. Special projects completed 30 25 25 25
79 1
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Fund 1010 — General
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
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 2.80 2.80 2.80 2.80
' Program Expenditures
Personnel Services $ 65,614 $ 68,520 $ 68,441 $ 65,979
' Materials and Supplies 12,769 19,500 14,500 19,500
Services and Charges 26,272 60,718 56,737 37,781
Maintenance 4,139 4,700 3,500 5,500
Capital 4,047 1,000 1,000 1,000
'
$ 112,841 $ 154 438 $ 144, 778 $ 129,760
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
1. Meetings Attended:
City Council, Fire & Police
Pension Board meetings 58 50 65 68
2. Coordinate elections 2 0 1 0
' 3. Committee vacancies 29 38 44 50
4. Permanent record retention 654,317 500,000 575,000 600,(X)(1
5. Meeting scheduling 887 850 875 850
' 6. Agendas preparation 48 48
Results
1. Minutes —Council & Boards 58 50 50 50
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2. Elections held 2 0 1 0
3. Committee vacancies filled 29 38 44 50
4. Records microfilmed 654,317 500,000 575,000 600,000
' 5. Meetings scheduled 887 850 875 850
6. Agendas prepared 48 48
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General Government
Miscellaneous Division
Miscellaneous Program
Fund 1010 — General
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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.
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Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures '
Personnel Services $ . 0 $ 94,763 $ 25,000 $ 259,500
Materials and Supplies 1,605 0 0 0
Services and Charges 4,928,335 • 737,339 664,612 613,759
Maintenance 2,884 12,413 11,913 15,000
Capital 848,561 325,915 325,915 0
Transfers 1,709,981 4,418,344 4,418,344 2,320,241
Cost Reimbursements (1,181,411) (1,906,835) (1,906,835) (2,008,079)
$ 6,309955 $ 3,681,939 $ 3,538,949 $ 1,200,421
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General Government
Airport Division
Landside Operations Program
Fund 5550 — Airport
Program Description, Objectives, and Analysis:
Program 3940
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 admin/operations coordinator, 80% of one airport maintenance worker III, and
50% of three airport maintenance worker III, and 100% of a part time summer groundskeeper.
employees).
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
Actual Budgeted
1993 1994
Estimated
1994
Budgeted
1995
5.46 5.46 5.46 5.46
$ 138,246 $
177,239 $
168,380 $
173,234
13,134
13,545
13,400
16,270
185,908
253,611
249,604
286,685
52,776
34,224
33,500
33,924
0
7,660
5,900
2,050
489,582
608,051
608,051
729,897
$ _±72,66 $
1,094,330 $
1,078,835 $
1,242,060
Performance Measures
Actual Budgeted Estimated Budgeted
1.9.93 1994 1994 1995
Demand/Workload
Scheduled Hours of Operation 7,021 7,484 8,640 8,640
Enplaned and Deplaned Passengers 413,697 420,000 439,086 420,001
Number of CIP Projects Managed 6 7 7 7
' Number of Leases Managed 81 75 77 77
Square Feet of Terminal Space 20,272 22,800 22,800 22,800
' Results
Daily Hours of Operation 19 20 21 24
Number of Passengers 413,697 420,000 439,086 461,040
' Number of Grant Projects Completed 4 3 4 3
Number of Leases 81 75 77 77
Number of Air Carriers 5 5 5 5
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General Government
Airport Division
Airside Operations Program
Fund 5550 — Airport
Program Description, Objectives and Analysis:
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Program 3950
To operate and maintain the airfield portion of the airport in compliance with all FAR Part 139 Federal
Regulations, while assuring facility availability to the public. The objectives include preventative
maintenance programs, daily inspections and recordkeeping, 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 the 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 admin/ops. coordinator,
100% of 1 airport operations supervisor 20% oil airport maintenance worker III, 50% of three (3) airport
maintenance worker III(s).
Actual Budgeted Estimated Budgeted
Program Staff 1993 1994 1994 1995
Full —Time Equivalent Positions 3.04 3.04 4.04 4.04
Program Expenditures
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Personnel Services $ 103,110 $ 106,509 $ 106,509 $ 122,756
Materials and Supplies 4,744 4,100 4,100 3,900
Services and Charges 119,171 174,782 173,462 180,180
Maintenance 19,425 44,532 43,995 45,232
Capital 0 1,500 1,500 0
$ 246,450 $ 331,423 $ 329,566 $ 352,068
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Demand/Workload
Operate One Airport to FAR
Part 139 Standards
Results
Number of Inspections Performed
Number of Lights/Signs Maint.
Miles of Fence Maintained
Airside Acreage Mowed
Number of Airfield Deficiency
Number of Security Violations(107)
Performance Measures
Actual Budgeted Estimated
1993 1994 1994
Budgeted
1995 '
1 1 1 1
745 730 732 732 '
467 467 467 467
3 3 3 3
240 240 240 240
2 0 0 0
0 0 0 0
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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.
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Permanent Positions 0.00 0.00 0.00 0.00
Program Expenditures
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Materials and Supplies $ 2,002 $ 0 $ 0 $ 0
Services and Charges 23,669 70,453 40,500 41,000
Capital 1,544,503 2,444,284 2,434,284 1,838,000
Maintenance 0 0 0 143,000
$ 1,57O,174_ $ 2,514,737 $ 2,474,784 $ 2,022,000
Capital expenditures for 1995 include
HVAC System Replacement $95,000
Pavement Maintenance $48,000
Additional Terminal Seating $40,000
Airfield Lighting Control System $17,000
Automatic Gate Operator Replacement $33,000
Federal Grant Matches $215,000
Professional Services $40,000
Notes
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Administrative Services Department
Admin. Services Director — —
Municipal Court
Accounting& Audit Personnel Budget & Research Fleet Maintenance Community Development
Data Processing Building Maintenance Water & Sewer Services Animal Semces Purchasing
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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.
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• ADMINISTRATIVE SERVICES DEPARTMENT
OVERVIEW
The Administrative Services Department contains twelve divisions: Administrative Services Director, '
Personnel, Accounting, Budget & Research, Purchasing, Data Processing, Building Maintenance, Water
& Sewer Services, Fleet Operations, Municipal Court, Animal Shelter, and Community Development.
Estimated 1994 expenditures are projected to be $9,989,889 which is $250,000 less than the 1994
budgeted amount of $10,244,856. The cost savings occurred primarily from the decision to postpone the
full implementation of the Backflow Prevention Program until state guidelines are established; a reduction
in personnel cost due to turnover; and worker's compensation premium savings.
Budgeted 1995 expenditures are approximately $734,000 less than the 1994 budgeted amount. The
decrease is primarily attributed to a decrease in grant funding to the Community Development Home
Grant and Capital Programs, and a reduction in planned capital acquisitions in the Shop Fund. These
decreases are partially offset by additional costs associated with the City assuming full operational control
of the Fayetteville Animal shelter. ,
Major initiatives planned by the department for 1995 include: mainframe computer system and software
upgrades, continued implementation and coordination of the capital improvements program, continued
progression of the program/performance budgeting format and presentation, compilation of the
Comprehensive Annual Financial Report, continued supervision of the City's contribution to Lights of
the Ozarks, expand educational programs at the Animal Shelter, establish a first time home buyer
program for low and moderate income residents, continuation of the South East Community Center
improvements, participation in funding a Northwest Arkansas Health Clinic, continuation of the employee
management training program, and initiation of the Water & Sewer backflow prevention program.
Administrative Service Department personnel has increased by three positions from 1994 to 1995. A
Meter Maintenance Worker was added to the Water & Sewer Services Division, and a Equipment
Maintenance Worker I and Equipment Mechanic I were added to the Fleet Operations Division.
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Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Personnel Services $ 2,419,862 $ 2,828,373 $ 2,642,465 $ 3,011,717
Materials & Supplies 656,092 662,544 645,946 676,645
Services & Charges 1,287,811 2,746,729 2,704,821 2,005,006
Maintenance 133,823 166,942 157,852 153,056
Operations 4,497,588 6,404,588 6,151,084 5,846,424
Capital 1,460,908 2,768,328 2,766,865 2,375,361
Depreciation 842,221 1,071,940 1,071,940 1,289,211
Capital and Depreciation 2,303,129 3,840 268 3,838,805 3,664,572
Department Total $ 6,800 717 $ 10,244,856 $ 9,989,889 $ 9,510,996 '
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General Fund
Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
I1100 Administrative Services Director
Personnel Services $ 108,358 $ 116,009 $ 115,080 $ 118,700
Materials & Supplies 3,165 3,551 2,025 3,000
Service and Charges 8,663 9,000 8,600 10,600
' Maintenance 289 500 450 350
Capital 0 699 695 500
120,475 129,759 126,850 133,150
' 1210 Personnel Administration
Personnel Services 327,719 425,819 344,054 459,834
Materials & Supplies 5,859 5,221 5,021 5,522
' Service and Charges 59,031 97,839 90,677 85,386
Maintenance 0 300 300 300
Capital 2,674 300 300 500
395,283 529,479 440,352 551,542
' 1310 Accounting & Audit
Personnel Services 255,237 276,396 276,396 288,521
Materials & Supplies 11,080 11,350 10,900 10,074
' Service and Charges 10,935 15,420 14,100 14,255
Maintenance 411 800 750 750
Capital 4,863 4,800 4,800 1,900
' 282,526 308,766 306,946 315,500
1330 Budget & Research
Personnel Services 99,451 111,777 111,777 119,302
' Materials & Supplies 6,774 9,275 7,104 7,258
Service and Charges 3,241 4,182 4,112 2,800
Maintenance 68 240 200 240
Capital 6,467 4,618 4,617 650
' 116,001 130,092 127,810 130,250
1350 Billing & Collections
Personnel Services 155,641 171,571 164,867 174,748
Materials& Supplies 6,384 6,400 6,100 7,115
Service and Charges 44,726 46,720 45,720 53,600
Maintenance 686 750 700 940
' Capital 3,754 4,620 4,500 2,620
211,191 230,061 221,887 239,023
1410 General Maintenance
Personnel Services 101,204 109,169 105,133 110,461
Materials & Supplies 2,998 450 450 550
Service and Charges 35,317 50,980 50,753 55,644
' Maintenance 28,881 32,015 32,015 33,420
Capital 577 3,500 3,500 3,500
168,977 196,114 191,851 203,575
' 1420 Janitorial
Personnel Services 30,771 46,298 46,250 50,579
Materials & Supplies 6,075 6,450 6,450 6,450
Service and Charges 47,044 49,277 49,277 49,902
' Maintenance 31 300 300 300
Capital 0 1,000 1,000 1,000
83,921 103,325 103,277 108,231
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Administrative Services
Program Expenditure Summary
• Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
1610 Procurement
Personnel Services 41,426 45,215 45,165 46,758
Materials & Supplies 5,175 6,533 6,525 7,700
Service and Charges 1,605 2,700 2,675 18,305
Maintenance 293 275 275 200
Capital 1,050 625 441 300
49,549 55,348 55,081 73,263
1620 Risk Management
Personnel Services 18,184 19,460 19,437 20,039
Materials & Supplies 310 200 162 123
Service and Charges 811 1,240 1,200 625
19,305 20,900 20,799 20,787
1710 Data Processing
Personnel Services - 157,111 162,429 162,158 165,378
Materials & Supplies 20,370 17,299 17,299 22,325
Service and Charges 5,182 6,768 6,673 8,998
Maintenance 74,638 78,209 78,209 72,049
Capital 40,649 22,978 22,978 15,500
297,950 287,683 287,317 284,250
2010 Criminal Cases
Personnel Services 80,015 86,254 86,184 95,940
Materials & Supplies 4,520 8,384 6,884 8,958
Service and Charges 514 1,229 1,129 1,080
Maintenance 179 610 360 170
Capital 0 1,2.33 1,233 0
85,228 97,710 95,790 106,148
2020 Probation & Fine Collection
Personnel Services 26,684 26,155 21,958 20,618
Materials & Supplies 282 475 420 540
Service and Charges 4,227 7,145 4,697 7,775
31,193 33,775 27,075 28,933
2030 Small Claims & Civi1 Cases
Personnel Services 82,941 86,681 84,953 94,254
•Materials & Supplies 2,788 1,590 1,590 1,590
Service and Charges 211 425 400 17,267
Maintenance 0 150 100 150
Capital 0 242 242 0
85,940 89,088 87,285 113,261
2710 Animal Patrol/Emergency Response
Personnel Services 79,752 78,347 76,620 94,742
Materials & Supplies 1,456 435 120 0
Service and Charges 22,613 28,760 27,647 25,308
Maintenance 3,563 5,164 4,696 4,457
Capital 0 746 746 0
107,384 113,452 109,829 124,507
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Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
2720 Animal Shelter
Personnel Services
39,272
96,188
95,642
123,470
Materials & Supplies
0
19,709
19,709
22,425
Service and Charges
17,747
40,263
39,828
37,768
Maintenance
2,463
10,875
10,875
4,880
Capital
1,704
700
700
1,000
61,186
167,735
166,754
189,543
Total General Fund
2,116,109
2,493,287
2,368,903
2,621,963
Community Development Block Grant Fund
4930 C.D. Administration
Personnel Services
40,951
41,769
41,769
44,721
Materials & Supplies
627
1,298
1,298
1,800
Service and Charges
22,176
35,029
34,529
42,327
Maintenance
0
100
100
100
Capital
1,794
1,634
1,634
2,000
65,548
79,830
79,330
90,948
4940 Housing Rehabilitation
Personnel Services
32,953
42,244
28,663
33,614
Materials & Supplies
2,815
3,195
3,195
2,000
Service and Charges
89,364
214,005
213,605
131,200
Maintenance
60
1,000
260
250
Capital
2,210
6,845
6,695
2,000
127,402
267,289
252,418
169,064
4950 Home Grant
Personnel Services
0
25,094
25,094
11,350
Materials & Supplies
0
7,823
7,823
300
Service and Charges
278,028
385,018
385,018
235,654
278,028
417,935
417,935
247,304
4990 C.D. Capital
Service and Charges
61,387
1,003,784
1,003,784
440,000
61,387
1,003,784
1,003,784
440,000
Total CDBG Fund
532,365
1,768,838
1,753,467
947,316
Water_& Sewer Fund
1820 Meter Operations
Personnel Services
437,244
450,230
428,118
453,173
Materials & Supplies
54,914
23,176
20,199
23,238
Service and Charges
313,500
438,252
425,640
404,836
Maintenance
12,301
20,106
15,389
20,930
Capital
0
2,875
2,396
129,270
Depreciation
46,979
43,263
43,263
55,640
864,938
977,902
935,005
1,087,087
Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
1830 Meter Maintenance & Backflow Prevention
Personnel Services
0
82,276
38,107
106,226
Materials & Supplies
0
30,534
24,226
30,492
Service and Charges
0
25,215
12,131
24,653
Maintenance
0
4,555
1,889
3,154
Capital
0
6,741
6,328
24,152
0
149,321
82,681
188,677
1840 Meter Capital
Materials & Supplies
2,692
0
0
0
Capital
25,744
106,810
106,810
0
28,436
106,810
106,810
0
Total Water & Sewer Fund
893,374
1,234,033
1,124,496
1,275,764
Shop Fund
1910 Vehicle Maintenance
Personnel Services
304,948
328,992
325,040
379,289
Materials & Supplies
517,808
499,196
498,446
515,185
Service and Charges
260,439
282,478
281,626
335,773
Maintenance
9,960
10,993
10,984
10,416
Capital
0
4,250
4,250
11,050
Depreciation
795,242
1,028,677
1,028,677
1,233,571
1,888,397
2,154,586
2,149,023
2,485,284
1920 Fleet Operations Capital
Service and Charges
1,050
1,000
1,000
1,250
Capital
1,369,422
2,593,112
2,593,000
2,179,419
1,370,472
2,594,112
2,594,000
2,180,669
Total Shop Fund
3,258,869
4,748,698
4,743,023
4,665,953
Total Administrative Services
$ 6,800,717 $
10,244,856 $
9,989,889 $
9,510,996
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Administrative Services Department
Personnel Summary
1992 1993 1994 1995
DivisioniFitle Employees Employees Employees Employees
Administrative Services Director Division
Administrative Services Director 1.00 1.00 1.00 1.00
Asst. to the Admin. Services Director 0.00 1.00 1.00 1.00
Special Projects Analyst 1.00 0.00 0.00 0.00
Administrative Intern 1.00 0.00 0.00 0.00
3.00 2.00 2.00 2.00
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. 100 1.00 1.00 1.00
3.00 3.00 3.00 3.00
Accounting Division
Finance Director 0.50 0.00 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. 1.00 1.00 1.00 1.00
Accounting Clerk 4.00 4.00 4.00 4.00
Secretary 0.75 1.00 1.00 1.00
Work Study (Part—time) 0.50 0.50 0.50 0.50
Ii 9.75 9.50 9.50 9.50
Budget & Research Division
Finance Director 0.50 0.00 0.00 0.00
' Budget Coordinator 1.00 1.00 1.00 1.00
Financial Analyst 1.00 1.00 1.00 1.00
Budget/Performance Analyst 1.00 1.00 1.00 1.00
Work Study (Part—time) 0.50 0.50 0.50 0.50
' 4.00 3.50 3.50 3:50
Building Maintenance Division
Facilities Superintendent 1.00 1.00 1.00 1.00
Custodian 2.00 2.00 2.00 2.00
' Carpenter I 1.00 1.00 1.00 1.00
Building Maintenance Worker III 0.00 0.00 1.00 1.00
Building Maintenance Worker V 1.00 1.00 1.00 1.00
5.00 5.00 6.00 6.00
' Purchasing Division
Purchasing Manager 1.00 1.00 1.00 1.00
Purchasing Clerk 1.00 1.00 1.00 1.00
' _ 2.00 2.00 2.00 2.00
Data Processing Division
Data Processing Manager 1.00 1.00 1.00 1.00
Programmer/Analyst 2.00 2.00 2.00 2.00
System Operator 1.00 1.00 1.00 L00
4.00 4.00 4.00 4.00
Water 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
Account Clerk 1.00 1.00 1.00 1.00
' Utilities Representative 1.00 1.00 1.00 1.00
Clerk/Cashier 5.00 5.50 5.50 5.50
Switchboard/Cashier 1.00 1.00 1.00 1.00
Secretary 1.00 1.00 1.00 1.00
' Meter Reader 4.00 5.00 5.00 5.00
Meter Operations Assistant 1.00 1.00 1.00 1.00
Meter Maintenance Worker 1.00 1.00 1.00 2.00
Water Service Representative 2.00 2.00 2.00 2.00
' Property Location Analyst 1.00 1.00 1.00 1.00
Backfiow Prevention Operations Assist. 0.00 0.00 1.00 1.00
Backllow Prevention Technician 0.00 0.00 1.00 1.00
21.00 22.50 24.50 25.50
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Administrative Services Department
Personnel Summary
1992 1993 1994 1995
Division/1'itle Employees Employees Employees Employees
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 Shop Warehouse Attendant 1.00 1.00 1.00 1.00
Equipment Maint. Worker 1.00 1.00 1.00 2.00
Equipment Mechanic I 0.00 1.00 1.00 2.00
Equipment Mechanic II 2.00 2.00 2.00 2.00
Equipment Mechanic III 3.00 2.00 2.00 2.00
10.00 10.00 10.00 12.00
Municipal Court Division
Head Court Clerk 1.00 1.00 1.00 1.00
Courts Services Officer 1.00 1.00 1.00 1.00
Lead Court Clerk 1.00 1.00 1.00 1.00
Deputy Court Clerk 5.00 5.00 5.00 5.00
8.00 8.00 8.00 8.00
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 Services Officer 2.00 3.00 3.00 3.00
Animal Care Technician - 0.00 0.00 1.00 1.00
Animal Caretaker (Part—time) 0.00 0.00 . 4.30 4.30
4.00 5.00 10.30 10.30
Community Development 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 1.00 1.00 1.00
2.00 3.00 3.00 3.00
Total Administrative Services Personnel 7.5.75 77.50 85.80 88.80
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Administrative Services Department
Administrative Services Director Division
Administrative Services Director Program
Fund 1010 — General
Program Description, Objectives, and Analysis:
This 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.
Program 1100
In 1994, the program coordinated the issuance of water revenue bonds for the completion of the water
transmission line project, initiated the Capital Project Managers Team, completed collateralization
agreements with area banking institutions, provided assistance in attempting to resolve the incinerator
disengagement lawsuit, and provided necessary guidance on the development of the 1995 Budget and
completion of the 1993 audit.
Actual Budgeted Estimated Budgeted
1993 1994 1994 __1995
Program Staff
Full —Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures
Personnel Services $ 108,358 $ 116,009 $ 115,080 $ 118,700
Materials and Supplies 3,165 3,551 2,025 3,000
Services and Charges 8,663 9,000 8,600 10,600
Maintenance 289 500 450 350
Capital 0 699 695 500
$ 120,475 $ 129,759 $ 126,850 $ 133 l50
1995 Objectives
1. To complete all work regarding resolution of the incinerator disengagement lawsuit.
2. To monitor the implementation of the Capital Improvements Program.
3. To oversee completion of the 1994 CAFR, 1996 Budget, & 1996-2000 CIP.
4. To ensure an updated water and sewer rate study is completed.
5. To continue management training, implementation of Total Quality Management, and proactive
management techniques.
6. To review the Hay pay plan.
7. To complete a revision of the City's policy and procedure manual that involves updating and condensm;
the manual.
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Administrative Services Department
Personnel Division
Human Resources Program
Fund 1010 — General
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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.
Program Staff
Full —Time Equivalent Positions
Actual Budgeted Estimated
1993 1994 1994
3.00 3.00 3.00
Budgeted
1995
3.00
Program Expenditures
Personnel Services
$ 327,719 $
425,819 $
344,054 $
459,833
Materials and Supplies
5,859
5,221
5,021
5,522
Services and Charges
59,031
97,839
90,677
85,386
Maintenance
0
300
300
300
Capital
2,674
300
300
500
$ 395,283 $
440,352 $
529.479 $
551,541
Performance Measures
Actual Budgeted
1993 1994
DemandfWorldoad
Please refer to above Program
Description
Estimated Budgeted
1994 1995
C
C
Results
1.
Voluntary turnover
8.8%
9.0%
9.0%
9.0%
2.
Active personnel records
415
430
440
450
3.
Emp requisitions processed
103
110
110
110
4.
Civil Service app processed
165
160
200
200
5.
Employees attending training
90
105
98
125
6.
Perf appraisals processed
289
400
380
420
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Administrative Services Department
Accounting & Audit Division
Accounting & Audit Program
Fund 1010 — General Program 1310
Program Description, Objectives, 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 an
accurate, efficient, and timely manner. The Accounting Division objectives include providing accurate
' monthly financial statements and operating reports, preparing a CAFR which meets requirements for the
GFOA Certificate of Excellence in Financial Reporting, paying City 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 information to the governments.
' Actual Budgeted Estimated Budgeted
1993 1994 —1994 1995
Program Staff
'Full —Time Equivalent Positions 9.50 9.50 9.50 9.50
' Program Expenditures
Personnel Services $ 255,237 $ 276,396 $ 276,396 $ 288,521
' Materials and Supplies 11,080 11,350 10,900 10,074
Services and Charges 10,935 15,420 14,100 14,255
Maintenance 411 800 750 750
Capital 4,863 4,800 4,800 1,900
'
$ 282 526 $ 308,766 $ 306,946 $ 315,500
Performance Measures
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
' External audit and CAFR 1 1 1 1
Funds/account groups maintained 33 33 33 28
Monies invested per month 20 20 20 20
' Financial state. and ledgers 30 30 30 30
Bond issues outstanding 5 5 5 5
Payrolls prepared 26 26 29 28
' Pension distributions processed 24 24 24 24
Results
' % audits completed on time 100 100 100 100
mo/grtly fin state dist on time 100 100 100 100
% P/R & pension cks proc on time 100 100 100 100
' % forms W —2 & 1099 dis on time 100 100 100 100
%gov't reports filed on time 100 100 100 100
CAFR awards received 1 1 1 1
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Administrative Services Department
Budget & Research Division
Budget & Research Program
Fund 1010 — General
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Program 1330
Program Description, Objectives and Analysis:
Budget & Research Division is the City division that is responsible 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 appropriated 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.
The major changes from 1993 to budgeted 1995 include: a reduction in budget submissions reviewed, caused
by program consolidations; fewer special projects in 1993 due to Budget & Research's staff time spent on the
sales tax refund effort; and a reductions in CIP projects reviewed due to a decrease in funding caused by the
sales tax lawsuit.
Actual Budgeted
1993 1994
Program Staff
Full —Time Equivalent Positions 3.50 3.50
Estimated
1994
3.50
Budgeted
1995
3.50
Program Expenditures
Personnel Services
$ 99,451 $
111,777 $
111,777 $
119,302
Materials and Supplies
6,774
9,275
7,104
7,258
Services and Charges
3,241
4,182
4,112
2,800
Maintenance
68
240
200
240
Capital
6,467
4,618
4,617
650
$ 116,001 $
130,092 $
127,810 $
130,250
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workload
Budget Submissions Reviewed
102
95
87
87
CIP Projects Reviewed
279
375
235
210
Programs Reviewed: Budget
to Actual — Monthly
96
95
95
87
Special Projects/Studies
30
41
43
41
Budget Amendments Requested
243
200
195
200
Capital Projects Monitored
101
155
155
131
Funds Reviewed.
24
22
22
21
Results
Annual Budget Documents
1
1
1
1
CIP Annual Update Documents
1
1
1
1
Budget Adjustments Processed
293
200
195
200
% Time for Special Projects
45
30
35
30
% Time for Capital Projects
30
30
25
30
GFOA Dist. Budget Awards
1
1
1
1
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Administrative Services Department
Water & Sewer Services Division
Billing & Collection Program
Fund 1010 — General
Program 1350
Program Description, Objectives, and Analysis:
The Billing and Collection Program provides accurate and timely billings to utility customers on a monthly
basis. These 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 monthly billings being 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.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1993 1994
Estimated
1994
Budgeted
1995
7.00 7.00 7.00 7.00
$ 155,641 $
171,571 $
164,867 $
174,748
6,384
6,400
6,100
7,115
44,726
46,720
45,720
53,600
686
750
700
940
3,754
4,620
4,500
2,620
$ 211,191 $
230,061 $
221887 $
239,023
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workloa_d
Total accounts
21,422
22,500
22,300
23,000
Total accounts — Active
20,056
21,088
21,150
21,890
No. of svc. orders requested
21,212
25,190
22,000
22,770
No. of receipts requested
290,889
261,474
282,064
291,000
Results
No. utility bills processed
237,685
262,760
247,012
255,650
No. on/off orders processed
17,468
18,563
18,080
18,700
No. misc. requests processed
3,744
6,627
3,784
3,900
No.new accts.added to system
968
1,038
1,200
1,240
No. util. payments processed
228,403
232,368
230,750
238,825
No. util. deposits processed
7,326
6,593
7,300
7,555
No. cash receipts processed
55,160
22,513
46,0(X)
47,500
% final hills dropped/baddebt
18.35%
20.00%
18.00%
20.00%
% util.revenu dropped/baddebt
0.48%
0.45%
0.45%
0.45%
% had debt recovery
37.63%
35.00%
37.00%
35.00%
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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.
Program Staff
Full —Time Equivalent Positions
Actual
1993
CIP
Budgeted
1994
3.50
Estimated Budgeted
1994 1995
3.50 3.50
Program Expenditures
Personnel Services
$ 101,204 $
109,169 $
105,133 $
110,461
Materials and Supplies
2,998
450
450
550
Services and Charges
35,317
50,980
50,753
55,644
Maintenance
28,881
32,015
32,015
33,420
Capital
577
3,500
3,500
3,500
$ 168,977 $
196,114 $
203,575
191,851 $
Demand/Workload
Number of City Owned Buildings
Renovations > or = $2,000
Asbestos Inspections
Service Requests
Service Contracts Managed
Results
Performance Measures
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Actual Budgeted Estimated Budgeted '
1993 1994 1994 1995
42 42 43 43
4 8 8 8
6 6 6 6
1,588 1,800 1,800 1,800
N/A 6 7 7
# of City Building Maintained
42
42
43
43
Service Requests — General Maint
1,341
1,550
1,550
1,550
Service Requests — Heat/AC
127
- 160
160
160
Services Requests — Plumbing/Elect
102
90
150
150
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Administrative Services Department
Building Maintenance Division
Janitorial Program
Fund 1010 — General Program 142C
Program Description, Objectives, and Analysis:
This program is responsible for performing janitorial services for the City Administration Building, Interim
City Hall, Municipal Court and the City Prosecutor's office. Duties performed by this program includes
' maintaining cleanliness inside each building, maintaining the exterior grounds in a neat, presentable fashion
and maintaining safe 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
' 1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 2.00 2.50 2.50 2.50
Program Expenditures
' Personnel Services $ 30,771 $ 46,298 $ 46,250 $ 50,579
Materials and Supplies 6,075 6,450 6,450 6,450
Services and Charges 47,044 49,277 49,277 49,902
' Maintenance 31 300 300 300
Capital 0 1,000 1,000 1,000
$ 83,921 $ 103,325 $ 103,277 $ 10231
Performance Measures
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
' Demand/Workload
City Buildings Maintained 2.5 4 4 4
Square Footage Maintained 45,650 45,650 45,650 45,650
' Restrooms Maintained 12 12 16 16
Council Meeting Set—up/Teardown 31 24 26 24
# of Snow/Ice Removals/ Year N/A 6 6 6
Results __
Janitorial Cost per Square Foot 2.13 2.67 2.67 2.67
' # Complaints on Janitorial Service 9 6 6 6
Avg Cost per Meeting Set—up/ $ 24 $ 26 $ 26 $ 14
Teardown
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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 1995, 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.
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Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 1.40 1.40 1.40 1.40
Program Expenditures
Personnel Services $ 41,426 $ 45,215 $ 45,165 $ 46,758
Materials and Supplies 5,175 6,533 6,525 7,700
Services and Charges 1,605 2,700 2,675 18,305
Maintenance 293 275 275 200
Capital 1,050 625 441 300
$ 49,549 $ 55,348 $ 55,081 $ 73,263
Performance Measures
I.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/workload
1. Formal Bids Requested 64 100 100 100
2. Request for Proposal Requested 13 20 15 20
3. Purchase Orders Requested 4,051 4,000 4,050 4,000
4. Bidder's Applications Requested 0 2,000 500 2,000
Results i
1. Formal Bids/RFP's Awarded 112 120 120 120
2. Purchase Orders Issued 4,051 4,000 4,050 4,000
3. RFP's, & Bids Analyzed 77 120 120 125
4. Bidder Applications Reviewed 0 2,000 500 2,000
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Administrative Services Department
Purchasing Division
Risk Management Program
Fund 1010 — General Program 1620
Program Description, Objectives, 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 bids, purchase of insurance policies and coordination
of all losses. Management of the self —insured program includes the judgement and damages from which all
third party liability and City property damages under deductibles or uninsured are paid. The Purchasing
division will he involved in administering the City's Risk Management Program. The Risk Management
Program will apply techniques that will effectively identify and handle risks associated with the City's
insurance needs. The Purchasing division will take a proactive approach toward preventing accidents by
working with the Safety Committee to target problem areas or potential hazards.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Demand/Workload
1. Value of Assets Insured
2. Ins. Policies Maintained
3. Claims submitted
Results
1. Value of Assets lost to
accidents.
2. Percent of value of assets
covered by insurance.
3. Percent of Claims Processed
Actual
0.60
Budgeted Estimated
0.60 0.60
Budgeted
_ _1995
0.60
$ 18,184 $
19,460 $
19,437 $
20,039
310
200
162
123
811
1,240
1,200
625
0
0
0
0
20,799 $ _
$ __ 19,305 $
20,900 $
20,787_
Performance Measures
Actual Budgeted
Estimated Budgeted
1994 _ 1995
50,000,000
58,000,000
58,000,000
58,000,000
10
11
11
11
69
50
80
80
17,822
10,000
25,000
20,000
99
99
99
99
100
100
100
100
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• Administrative Services Department
Data Processing Division
Data Processing Program
Fund 1010 — General Program 1710
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 and Novadyne as well as PC's. Currently, there are approximately 150 devices
(from 135)attached to these 2 computer systems. This is an increase of approximately 111% since 1989. The
types of hardware involved include terminals, printers, PC's, controllers 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. Requests can take as little as 5
minutes or as long as several weeks.
• Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 4.00 4.00 4.00 4.00
Program Exnenditures
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Personnel Services $ 157,111 $ 162,429 $ 162,158 $ 165,378
Materials and Supplies 20,370 17,299 17,299 22,325
Services and Charges 5,182 6,768 6,673 8,998
Maintenance 74,638 78,209 78,209 72,049
Capital 40,649 22,978 22,978 15,500
$ 297,950 $ 287,683 $ 287,317 $ 284,250
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Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload I
Project Requests — Minicomputers 299 250 210 250
Project Requests — PC Support 43 100 70 80
Training 8 200 10 10
System/Application Backups 1,634 1,000 1,100 1,000
Results
Project Requests — Minicomputers
290
220
200
240
Project Requests — PC Support
44
100
68
78
Training
8 •200
10
10
System/Application Backups
1,634
1,000
1,100
1,000
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Administrative Services Department
Municipal Court Division
Criminal Cases Program
Fund 1010 — General Program 2010
Program Description, Objectives, 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.
Actual Budgeted Estimated Budgeted
19.93 1994 1994___ 1995
Program Staff
Full —Time Equivalent Positions 3.50 3.50 3.50 3.50
Program Expenditures
Personnel Services
$ 80,015 $
86,254 $
86,184 $
95,940
Materials and Supplies
4,520
8,384
6,884
8,958
Services and Charges
514
1,229
1,129
1,080
Maintenance
179
610
360
170
Capital
0
1,233
1,233
0
$ 85,228 $
95,790 $
97,710 $
106,148
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workload
1.
Total cases filed
28,984
32,223
30,994
34,088
2.
Total cases disposed of
21,397
25,122
25,812
28,500
3.
Affidavits filed
10,559
6,565
4,182
7,500
4.
Warrants issued
9,700
11,033
10,824
11,033
5.
Fines/costs assessed
1,733,155
1,647,698
2,043,176
2,353,197
Results
1.
Fines/costs collected
1,145,652
1,209,542
1,360,566
1,675,499
2.
% of assessments collected
66
73
66
71
3.
Warrant backlog (# affid)
100
150
70
50
4.
Trial docket backlog
0
0
0
0
(outside 90 days)
5.
General Fund revenues/
711,303
791,654
842,850
994,946
cost of program
85,228
97,710
95,790
106,148
Administrative Services Department
Municipal Court Division
Probation & Fine Collection Program
Fund 1010 — General
1
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 $5.00 per hour that might otherwise
remain uncollectible. The accounts receivable issue will continue to be addressed by the Public Service
program, collection agency and court staff.
Actual Budgeted
1993 1994
Program Staff
Full —Time Equivalent Positions 1.00 1.00
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Estimated Budgeted
1994 1995
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$ 26,684 $ 26,155 $ 21,958 $ 20,618
282 475 420 540
4,227 7,145 4,697 7,775
$ 31,193 $ 33,775 $ 27,075 $ 28,933
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workload
1.
# Divisions requesting PS
34
34
34
34
2.
# Interviews conducted
429
418
246
270
3.
# Divisions assigned PS
34
34
34
34
4.
# Assigned to PS
198
218
96
105
5.
# hours PS assigned
11,237
11,828
4,872
5,359
6.
Fines/costs assessed
1,733,155
1,647,698
2,043,176
2,043,168
Results
1.
# hours PS completed
6,219
5,960
3,008
3,258
2.
Fines/costs collected
1,145,652
1,209,542
1,360,566
1,436,302
3.
Amount of fines/costs worked
30,480
29,800
23,160
23,390
off by PS
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Administrative Services Department
Municipal Court Division
Small Claims & Civil Cases Program
Fund 1010 — General Program 2030
Program Description, Objectives, and Analysis:
To provide a forum for citizens to file lawsuits to recover money or property. The current jurisdictional limit
by Arkansas Statute for small claims/civil cases is $3,000. This Court is used by citizens of Washington
County and by citizens outside this county and state who wish to file against defendants who live in
Washington County. The court continues to maintain a timely and efficient small claims/civil operation.
Program Staff
Full —Time Equivalent Positions
Actual
1993
3.50
Budgeted Estimated Budgeted
3.50 3.50 3.50
Program Expenditures
__-
Personnel Services
$ 82,941 $
86,681 $
84,953 $
94,254
Materials and Supplies
2,788
1,590
1,590
1,590
Services and Charges
211
425
400
17,267
Maintenance
0
150
100
150
Capital
0
242
242
0
$ 85,940 $
87,285 $ 111i13,261
89,088 $
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workload
1. # cases filed
2,900
2,725
2,188
2,406
2. Court session/week (hrs)
6
7
7
7
3. Cases set for hearing/week
36
40
40
40
Results
1. % cases processed within
100
100
100
100
2 days
2. Filing fees collected
28,005
32,560
30,280
31,778
3. General Fund Revenue/
85,833
45,100
49,150
54,038
cost of program
85,940
89,088
87,285
113,261
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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.
The City provides 24 hour emergency and rescue service. Stray animals with license identification are
returned to their homes. Stray animals without license identification are impounded.
The City expects approximately 5,350 animal concerns investigations to be conducted during 1994 which
should result in the impounding of 1,350 strays, returning approximately 700 strays home and responding to
approximately 700 livestock and wildlife reports. During 1994 Animal Services began tracking animal bites.
The growth in the animal bite investigations from 1994 to 1995 is due to increased familiarity with the
reporting requirements by health providers. Because the City license verifies rabies vaccination and
provides a means of identifying animals, we anticipate the number of licensed animals to increase by 5%
during 1995. City budgeted funds will be supplemented by generated fees and donations.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 3.50 3.50 3.50 3.50
Program Expenditures
Personnel Services $ 79,752 $ 78,347 $ 76,620 $ 94,742 ,
Materials and Supplies 1,456 435 120 0
Services and Charges 22,613 28,760 27,647 25,308
Maintenance 3,563 5,164 4,696 4,457
Capital 0 746 746 0
$ 107,384 $ 113,452 $ 109,829 $ 124,507
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Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload '
1. Citizen calls received 4,602 4,500 4,300 4,500
2. Square miles to patrol 44 44 44 44
3. Human/Animal safety programs 0 36 50 60
4. City licenses sold 1,081 1,800 1,700 1,800
Results
1. Reclaimed by owner 499 525 500 525
2. Dead animals disposed of 1,000 1,250 1,200 1,250
3. Stray animals picked up
Domestic 1,562 1,300 1,350 1,350
Wildlife N/A N/A 450 500
Livestock N/A N/A 250 250
4. Animal Bite Investigations N/A N/A 63 70
5. Ave. Response Time in Minutes 23 22 23 22
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Administrative Services Department
Animal Services Division
Animal Shelter Program
Fund 1010 — General
Program 2720
Program Description, Objectives, and Analysis:
The purpose of this program is to provide a sanitary, humane, efficiently run facility for handling animals,
processing redemptions and adoptions, educating the public regarding responsible animal ownership, and
providing humane euthanasia for unwanted animals. Animal Services Division processes approximately
5,000 animals per year, of which approximately 4,000 are provided shelter. The facility and training program
meet national standards and we are gaining increased recognition. In 1994 the City assumed total operating
responsibility for the Shelter. Our primary objectives are to educate citizens to be responsible animal
owners, to place adopted animals into responsible, caring homes, to return lost animals to their owners, and
to reduce the number of animals which must be humanely euthanized. The $45 adoption fee, which includes
the cost of sterilization, is helping to decrease the number of unwanted litters brought to the shelter.
Regular veterinary care is provided for sheltered animals and for those ill or injured animals picked up after
hours. Funds provided by the City are supplemented by contracts for service with surrounding
municipalities and by public and donations.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1991 1994
Estimated
1994
Budgeted
1995
1.50 6.80 6.80 6.80
$ 39,272 $
96,188 $
95,642 $
123,470
0
19,709
19,709
22,425
17,747
40,263
39,828
37,768
2,463
10,875
10,875
4,880
1,704
700
700
1,000
$ 61,186 $
167,735 $
166,754 $
189,543
Performance Measures
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
' Demand/Workload
1. # of Fay Strays Sheltered 1,394 1,300 1,350 1,420
2. # of Fay Surrenders Sheltered 906 925 800 850
' 3. # of NonFay Animals Sheltered 1,327 1,400 1,300 1,375
Results
II. # of Adopted/Reclaimed 1,343 1,350 1,300 1,350
2. # of Euthanized 2,037 2,500 2,000 2,200
3. Cost/animal 5 days shelter $40 $45 $40 $40
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Administrative Services 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 implementation of community development projects funded in
whole or in part by the Community Development Block Grant (CDBG). and HOME Grant Program.
Program costs are limited to those of overall program management, coordination, monitoring, and
evaluation. Administration activities include providing general project management, ensuring compliance
with Fair Housing Standards, soliciting citizen participation, and insuring regulatory compliance regarding
Federal Labor Standards, Environmental Review, as well as other statutory requirements.
Program Staff
Full —Time Equivalent Positions
Actual Budgeted Estimated
1993 1994 1994
1.00 1.00 1.00
Budgeted
1995
1.00
Program Expenditures
Personnel Services
$ 40,951 $
41,769 $
41,769 $
44,721
Materials and Supplies
627
1,298
1,298
1,800
Services and Charges
22,176
35,029
34,529
42,327
Maintenance
0
100
100
100
Capital
1,794
1,634
1,634
2,000
$ 65,548 $
79,830 $
79,330 $
90,948
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
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 — %
2. Contract Administration
3. Public hearings & Meetings — %
4. Activities completed by
deadline — %
0
50
0
25
0
25
0 100
109
50
25
25
100
50
25
25
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Administrative Services Department
Community Development Division
Housing Rehabilitation Program
Fund 2180 — Community Development Program 494C
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
violations). Emphasis is placed on activities that are directed toward deferred maintenance and
improvements to increase the efficient use of energy.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1993 1994
2.00 2.00
Estimated
1994
2.00
Budgeted
1995
2.00
$ 32,953 $
42,244 $
28,663 $
33,614
2,815
3,195
3,195
2,000
89,364
214,005
213,605
131,200
60
1,000
260
250
2,210
6,845
6,695
2,000
$ $
267,289 $
252,418 $
169,064
_127,402
' Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
' Demand,/Workload
1. Homeowners Requesting Rehab. 0 75 100 115
2. Rentals Requesting Rehab. 0 25 0 0
' 3. Eligibility verification 0 75 100 125
4. Inspections 0 150 200 225
5. Work Specifications 0 50 75 90
' 6. Construction Management 0 45 75 90
Results
Ii. Processing Rehab. Requests — %o 0 15 15 10
2. Eligibility Verification — % 0 10 10 5
3. Rehab. Inspections — % 0 30 30 35
' 4. Rehab. Specifications — % 0 25 25 25
5. Construction Management — % 0 20 20 25
6. Rehabs Completed 0 100 100 100
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Administrative Services Department
Community Development Division
Home Grant Program
Fund 2180 — Community Development Program 4950
Program Description, Obiectives, 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.
Eligible activities for participation in the Home Grant Program include individual homeowners and assisting
in the construction of rental units for which physically and developmentally challenged individuals are given
preference in the rental of those units: Income limitations apply to all Home Grant participants.
Program Staff
Full —Time Equivalent Positions
Actual Budgeted
1993 1994
0.00 0.00
Estimated
1994
0.00
Budgeted
1995
0.00
Program Expenditures
Personnel Services
$ 0 $
25,094 $
25,094 $
11,350
Materials and Supplies
0
7,823
7,823
300
Services and Charges
278,028
385,018
385,018
235,654
Capital
0
0
0
0
$ 278,028 $
417,935 $
417,935 $
247,304
No.
of Homeowner Rehab Projects
19
8
10
12
No.
of Rental Unit Construction Part.
0
6
6
0
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Administrative Services Department
Community Development Division
Community Development Program
Fund 2180 — 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 CDBG funds are expended to benefit low to moderate persons.
Eligible activities include acquisition, construction, reconstruction, or installation of public facilities such as
' streets, sidewalks, storm drainage facilities, parks and recreation improvements, community service facilities
and provision of public services.
' The flucuations in expenditures between 1993 and 1994 is primarily due to planning improvements during
1993 and implementing the planned improvements during 1994 utilizing grant funding from both years.
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Actual Budgeted
1993 1994
Program Staff
Full —Time Equivalent Positions 0.00 0.00
Estimated Budgeted
1994 _ 1995
0.00 0.00
' Program Expenditures
Services and Charges $ 61,387 $ 1,003,784 $ 1,003,784 $ 440,000
$ 61,387 $ 1,003,784 $ 1,003,784 $ 440,000
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Significant projects implemented during 1994 include:
Walker Park Senior Center $375,000
Street and Drainage Improvemetns — SE Fayetteville $446,740
Finger Park Restrooms $63,000
Sang Senior Center Improvements $19,668
Aging Transportation Program $19,000
Significant projects planned during 1995 include:
Northwest Arkansas Health Clinic Building
SE Fayetteville Community Center Improvements
First Time Home Buyer Program
Aging Transportation Program
$250,000
$100,000
$35,000
$23,000
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• 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
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 15.50 14.50 14.50 14.50
Program Expenditures
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Personnel Services $ 437,244 $ 450,230 $ 428,118 $ 453,173
Materials and Supplies 54,914 23,176 20,199 23,238
Services and Charges 313,500 438,252 425,640 404,836
Maintenance 12,301 20,106 15,389 20,930
Capital 0 2,875 2,396 129,270
Depreciation 46,979 43,263 43,263 55,640
$ 864.938 $ 977,902 $ 935.005 $ 1,087,087
Performance Measures
Actual
Budgeted
Estimated
1993
1994
1994
Demand/Workload
Total accounts
21,422
22,500
22,300
Total accounts — Active
20,056
21,088
21,150
# of meters in system
20,482
21,969
21,340
# of svc. orders requested
21,212
25,190
22,000
# of delinquent accounts
10,958
11,815
13,150
Results
Budgeted
1995
23,000
21,890
22,000
22,770
13,610
# of meters read 249,944 262,132 257,000 266,000
# of meters re —read 17,720 10,172 16,125 16,690
# of meters changed out 407 1,325 708 733
# of ons/offs processed 17,468 18,563 18,500 19,000
# of misc.orders processed 3,744 670 3,172 3,285
# of delinq. accts. worked 3,908 4,725 6,400 6,600
% meters re —read 7.10% 3.88% 6.30% 5.00%
% meters changed out - 2.00% 6.00% 3.50% 4.00%
% delinquent accounts worked 26.90% 40.00% 38.00% 40.00%
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Administrative Services Department
Water & Sewer Services Division
Meter Maintenance & Backflow Prevention Program
Fund 5400 — Water & Sewer Program 1830
Program Description, Objectives, and Analysis:
The Backflow Prevention and Meter Maintenance Program is responsible for researching, monitoring, and
reviewing of federal, state, and local regulatory requirements pertaining to drinking water in 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 be maintained on computer of all hackflow prevention devices and
water meter devices, as well as test and repair data for each customer and device. 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 routine 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 hacktlow devices and water meters in the system, including all test and
repair data on each.
Program Staff
Full —Time Equivalent Positions
Actual Budgeted Estimated
1993 1994 1994
0.00 3.00 3.00
Budgeted
1995
4.00
Program Expenditures
Personnel Services $ 0 $ 82,276 $ 38,107 $ 106,226
' Materials and Supplies 0 30,534 24,226 30,492
Services and Charges 0 25,215 12,131 24,653
Maintenance 0 4,555 1,889 3,154
Capital 0 6,741 6,328 24,152
'
$ 0 $ 149,321 $ 82,681 $ 188,677
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Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
Total accounts 0 22,500 22,300 23,000
Total accounts — Active 0 21,088 21,150 21,890
# of meters in system 0 21,969 21,340 22,000
# of commercial customers 0 1,987 1,970 2,030
# of residential customers 0 20,513 20,330 20,970
# hackflow devices recorded 0 50 10 50
Results
# of meters tested 0 2,000 1,500 2,000
# of meters repaired 0 1,100 1,300 1,100
# of commercial accts. surveyed 0 500 200 500
# of residential acct. surveyed 0 100 0 100
# of backflow devices installed 0 15 2 15
# of backflow devices tested 0 15 2 15
# of hackflow devices repaired 0 1 0 1
# of hackflow devices certified 0 25 2 25
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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.
This program will be combined into program 1820, therefore, we will delete this program.
Program Staff
Full —Time Equivalent Positions
Actual Budgeted
1993 1994
0.00 0.00
Estimated
0.00
Budgeted
1995
0.00
Program Expenditures
Materials and Supplies $ 2,692 $ 0 $ 0 $ 0
Capital 25,744 106,810 106,810 0
$ 28,436 $ 106,810 $ 106,810 $ 0
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Administrative Services Department
Fleet Operations Division
Vehicle Maintenance Program
Fund 9700 - Shop Program 1910
' Program Description, 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 he 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 automatic transmission repairs, and accident
repair/refinishing. Technician productivity is based on total available work time, while efficiency is based on
' accepted commercial time standards for individual type operations. Operational cost increases are attributed
to the increase in fleet size and value as well as an increase in depreciation expense.
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
'Full —Time Equivalent Positions 10.00 10.00 10.00 12.00
' Program Expenditures
Personnel Services $ 304,948 $ 328,992 $ 325,040 $ 379,289
' Materials and Supplies 517,808 499,196 498,446 515,185
Services and Charges 260,439 282,478 281,626 335,773
Maintenance 9,960 10,993 10,984 10,416
Capital 0 4,250 4,250 11,050
Depreciation 795,242 1,028,677 1,028,677 1,233,571
$ 1,888,397 $ 2,154,586 $ 2,149,023 $ 2,485,284
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Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
' Demand/Workload
Repair Requests 3,950 3,600 3,750 3,700
Vchicle/Equipment Repair Hours 10,605 10,000 11,100 11,000
' Preventive Maintenance
Service & Inspections 722 648 630 650
PM Generated Repairs 631 486 450 475
' Road Failures 182 168 175 165
Results
Technician Productivity % 96 90 92 92
Technician Efficiency % 96 95 95 95
Completion Ratio % 98 98 98
Road Failure Repairs % 5 5 5 5
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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 Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 1,050 $ 1,000 $ 1,000 $ 1,250
Capital 1,369,422 2,593,112 2,593,000 2,179,419
$ 1,370,472 $ 2,594,112 $ 2,594,000 $ 2,180,669
Capital expenditures planned for 1995 include:
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Expansion — Shop Equipment $99,000
Replacement — Backhoes/Loaders $48,485
Replacement — Construction Equipment $121,125
Replacement — Light/Medium Utility Vehicles $122,850
Replacement — Medium/Heavy Utility Vehicles $211,948
Replacement — Miscellaneous Vehicles & Equipment $32,675
Expansion — Parks Equipment $19,000
Replacement — Police/Passenger Vehicles $183,000
Replacement — Sanitation Vehicles & Equipment $644,428
Expansion — Solid Waste Equipment $185,000
Replacement — Tractors/Mowers $95,875
Expansion — Water/Sewer Equipment $416000
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Police Department
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•Assistant Police Chiefs
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Mission Statement
' This department, through progressive thinking, credible, efficient and
responsive actions will provide our citizens with a safe and healthy community
in which to live and work. We will provide impartial enforcement of all
' criminal and traffic laws. We will strive to interact and form a partnership
with the citizens to provide education so they can learn ways of reducing
opportunities for crime to occur.
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POLICE DEPARTMENT
OVERVIEW
Estimated 1994 expenditures are projected to be approximately $61,000 below the 1994 budgeted amount.
This difference is principally attributable to personnel vacancies during the year, and a reduction in motor
pool, replacement, and vehicle maintenance charges.
In 1995, proposed expenditures of $4,335,171 are approximately $273,000 above the budgeted 1994
amount. The increased funding is primarily due to expenses generated by the addition of six new
positions to the Police Department.,.. Additional positions include three Patrol Officers, two Civilian
Jailers, and one Lead Dispatcher.
The City of Fayetteville is the lead agency for the Fourth Judicial District Drug Task Force. Due to this
role, the City must show all financial activity for this entity in Fayetteville's budget. Contributing
agencies include the City of Springdale, Washington County and rural communities in Washington
County.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Total Operations
Capital
Transfers
Capital and Transfers
Category Totals
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
$ 2,687,932 $ 3,153,054 $ 3,112,482 $ 3,403,674
• 83,833 83,319 83,311 90,782
• 638,183 648,092 635,077 669,515
76,799 89,968 84,190 96,267
3,486,747 3,974,433 3,915,060 4,260,238
• 39,443
38,157
77,600
42,021
45,287
87,308
42,021
43,378
85,399
23,923
51,010
74,933
Department Total $ 3,564,347 $ 4,061,741 $ 4,000,459 $ 4,335,171
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Police Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
General Fund
2600 Central Dispatch
Personnel Services
$ 328,050 $
346,534 $
340,426 $
377,733
Materials & Supplies
7,279
3,278
3,278
3,175
Service and Charges
15,323
20,507
20,507
25,354
Maintenance
20,715
22,313
22,313
24,399
Capital
1,975
4,500
4,500
3,150
373,343
397,132 _
391,024
433,811
2900 Support Services
Personnel Services
510,755
606,225
602,630
672,048
Materials & Supplies
54,908
68,295
68,293
73,556
Service and Charges
118,988
112,569
112,559
123,166
Maintenance
7,215
8,156
7,250
7,199
Capital
13,632
4,180
4,180
4,098
Transfers
38,157
45,287
43,378
51,010
743,655
844,712
838,290
931,077
_
2940 Patrol Warrant
Personnel Services
1,735,789
2,080,984
2,050,132
2,195,491
Materials & Supphes
21,646
11,746
11,740
14,051
Service and Charges
353,912
374,950
362,372
379,614
Maintenance
48,869
59,499
54,627
64,669
Capital
18,786
31,391
31,391
16,675
2,179,002
2,558,570
2,510,262
2,670,500
Total General Fund
3,296,000
3,800,414
3,739,576
4,035,388
Drug Law Enforcement Fund
2960 Drug Enforcement
Personnel Services
113,338
119,311
119,294
158,402
Service and Charges
149,959
140,066
139,639
141,381
Capital
5,050
1,950
1,950
0
268,347
261,327
_ 260,883
299,783
Total Drug Law Enforcement Fund
268,347
261,327
260,883
299,783
Total Police Department
$ 3,564,347 $
4,061,741 $
4,000,459 $
4,335,171
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Police Department
Personnel Summary
1992 1993 1994 1995
Divisionlfitle Employees Employees Employees Employees
Police Division
Chief of Police
Assistant Chief of Police Police Captain
Financial Analyst
lieutenants
Sergeants
Police Officer
Property/Evidence Manager
Senior Secretary
Secretary
Senior Clerk/Typist
Police Clerk
Dispatch/Matron
Civilian Jailer
System Operator
Transcriptionist
Custodian
Communications Division
Dispatch Manager
Dispatcher
Lead Dispatcher
Total Police Department Personnel
1.00
1.00
1.00
1.00
5.00
9.00
44.00
0.00
1.00
3.00
2.10
4.00
1.60
4.00
0.00
0.00
Ann
1.00
2.00
0.00
1.00
5.00
9.00
47.00
0.00
1.00
3.00
2.00
4.00
0.85
4.00
1.00
0.00
0.00
80.85
1.00
2.00
0.00
1.00
5.00
9.00
52.00
1.00
1.00
3.00
1.00
4.00
0.85
6.00
1.00
1.00
inn
1.00
2.00
0.00
1.00
5.00
9.00
55.00
1.00
1.00
3.00
1.00
4.00
0.85
8.00
1.00
1.00
1.00
94.85
1.00
1.00
1.00
1.00
9.30
10.15
10.15
10.15
2.00
2.00
2.00
3.00
12.30
13.15
13.15
14.15
90.00
94.00
103.00
109.00
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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.
Program Staff
Full —Time Equivalent Positions
Actual Budgeted
1993 1994
Estimated
1994
Budgeted
1995
13.15 13.15 13.15 14.15
Program Expenditures
Personnel Services $ 328,050 $ 346,534 $ 340,426 $ 377,733
' Materials and Supplies 7,279 3,278 3,278 3,175
Services and Charges 15,323 20,507 20,507 25,354
Maintenance 20,715 22,313 22,313 24,399
Capital 1,975 4,500 4,500 3,150
' $ 373,343 $ 397,132 $ 391,024 $ 433,811
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Performance Measures
' Actual Budgeted Estimated Budgeted
_1993 1994 1994 1995
Demand/Workload
Calls for Service Total 34,550 34,192 35,192 35,896
Police 30,498 30,011 31,312 32,251
Fire 1,718 1,602 1,964 2,062
• Citywide 2,334 2,593 1,916 1,916
• Telephone(Minus 9 —1-1) 144,217 143,456 142,298 143,720
9-1-1 Calls 13,878 14,085 15,208 16,728
' Teletypes 843,627 968,363 796,346 820,236
Results
' Citizen Complaints 4 4 2 3
Overtime/Camp Time per year 2,101 2,000 1,643 2,000
9-1-1 Salary Reimbursement 87,052 85,805 88,116 94,433
' Avg Time Police Call minutes 19 22 18 20
Avg Time Fire Call minutes 71 77 70 72
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Police Department
Police Division
Support Services Program
Fund 1010 — General
Program Description, Objectives, and Analysis:
To provide for administrative control, logistical support, policy 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 Prevention Education for local citizens. Crime Prevention Officer will make approximately 4,500
contacts during 1995. The operation of the Jail is included in this program. The jail books approximately
12,000 inmates per year. All in—service training is coordinated or taught by personnel in Support Services.
Also, the investigation of citizen complaints against officers is coordinated through Support Service
personnel.
Program Staff
Non —Uniform FTE Positions
Uniformed Fib Positions
Program Expenditures
Actual Budgeted
1993 1994
13.85 17.45
5.80 5.00
19.65 22.45
Estimated
1994
17.45
5.00
22.45
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Program 2900
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1995
19.45
5.00
24.45
Personnel Services $ 510,755 $ 606,225 $ 602,630 $ 672,048
Materials and Supplies 54,908 68,295 68,293 73,556
Services and Charges 118,988 112,569 112,559 123,166
Maintenance 7,215 8,156 7,250 7,199
Capital 13,632 4,180 4,180 4,098
Transfers 38,157 45,287 43,378 51,010
$ 743,655 $ 844,712 $ 838,290 $ 931,077
Performance Measures
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Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workload
DARE contacts
575
650
684
650
Crime prevention contacts
5,000
4,500
9,060
4,950
Prisoners booked into jail
10,012
12,000
12,538
'
12,500
OPS Complaints Investigated
22
27
20
24
Results
% of 5th graders in DARE classes
OPS Complaints Sustained/Other
Disposition
Crime Rate (Local)
100% 100% 100% 100%
4/18 10/17 10/10 10/14
6.5 6.3 6.2 5.5
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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
1993 1994 1994 1995
' Program Staff
Non —Uniform FTE Positions 1.00 2.00 2.00 2.00
Uniformed FIE Positions 56.20 62.00 62.00 65.00
57.20 64.00 64.00 67.00
Program Expenditures
Personnel Services $ 1,735,789 $ 2,080,984 $ 2,050,132 $ 2,195,491
Materials and Supplies 21,646 11,746 11,740 14,051
Services and Charges 353,912 374,950 362,372 379,614
Maintenance 48,869 59,499 54,627 64,669
Capital 18,786 31,391 31,391 16,675
$ 2,179,002 $ 2,558,570 $ 2,510,262 $ 2,670,500
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 _1995
Demand/Workload
Population served 44,021 44,668 48,538 49,189
' Calls for Service 29,596 29,850 31,312 32,251
Traffic Accidents 2,756 3,000 3,476 3,500
Summons issued 17,830 17,555 15,952 16,500
Arrests made 10,012 12,000 12,538 12,500
DWI arrest 461 559 524 525
' Results
Average Response Time 11 11 11 11
Traffic Accidents Involving
' Fatalities/Injuries 6/553 10/590 8/406 9/500
Assigned Cases — Clearance Rate 52% 52% 54% 54%
Average Cost of Arrest 220 184 191 209
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• Police Department
• Police Division
Drug Enforcement Program
Fund 2930 — Drug Law Enforcement Program 2960
Program Description, Objectives and Analysis:
To provide initial and follow—up investigations concerning drug related crime/intelligence reports from
Patrol Program, other law enforcement agencies and the general public. The following information reflects
the efforts of the Fourth Judicial District Drug Task Force. This Task Force is made up of Fayetteville,
Springdale, University of Arkansas, Prairie Grove, West Fork, Johnson, Lincoln, Greenland, and Farmington
police departments and the Washington County Sheriff's Department. The primary duties are to
investigate all 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.
Program Staff
Non —Uniform FTE Positions
Uniform FTE Positions
Program Expenditures
Personnel Services
Services and Charges
Capital
Demand/Workload
Drug Cases
Intelligence reports
Cases surveillance conducted
Results
Arrests made
Case Clearance Rate
Drugs Seized
Cocaine
Marijuana
Methamphetamine
Actual
1993
2.00
2.00
4.00
Budgeted
1994
1.40
2.00
3.40
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Estimated Budgeted '
1994 1995
1.40
2.00
3.40
1.40
2.00
3.40
$ 113,338 $ 119,311 $ 119,294 $ 158,402
149,959 140,066 139,639 141,381
5,050 1,950 1,950 0
$ 268.347 $ 261.327 $ 260,883 $ 299,783
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
244 160 200 200
390 325 386 180
57 60 60 60
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80% 80% 80% 80%
5 ozs. 1.0 lb. 6 oz. 1.0 lb
24 lbs. 15 lbs. 15.O lb. 15.0 lb
4.2 ozs. 2 lbs. 2 lbs 2.0 lb
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Fire Department
Fire Chief
Assistant Fire Chief
' Prevention Operations Training & Continuing Ed. hazardous Materials
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Mission Statement
' To provide the citizens of Fayetteville and their properties protection from
destruction and/or damage by fire through effective fire prevention, public
education, fire suppression programs, and rescue services to these citizens
from situations posing a threat to their lives or physical welfare.
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FIRE DEPARTMENT
OVERVIEW
Estimated 1994 expenditures are projected to be $2,632,477, which is approximately $31,000 less than
the amount budgeted in 1994. Budgeted 1995 expenditures are $2,770,128, which is an increase of
approximately $107,000 over the 1994 budgeted amount. The increase is primarily due to the addition
of three firefighter positions.
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A major expenditures planned for 1995 is the initial payment for a conventional pumper/ladder truck,
budgeted in the Sales Tax Capital Improvements Fund, to be delivered in 1996.
Participation in the Regional Hazardous Materials Emergency Response Team will continue in 1995
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.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Department Total
Actual
1993
Category Totals
Budgeted
1994
Estimated
1994
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1995
$ 1,929,870 $ 2,268,183 $ 2,265,222 $ 2,417,648
28,382 40,636 36,700 39,700
201,631 235,843 222,260 230,031
45,278 73,831 67,410 76,749
2,205,161 2,618,493 2,591,592 2,764,128
18,283
749
40,885 6,000
$ 2,223,444 $ 2,663,242 $ 2,632,477 $ 2,770,128
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Fire Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
General Fund
3010 Prevention
Personnel Services
$ 61,952 $
78,712 $
78,262 $
79,978
Materials & Supplies
5,753
14,186
12,000
13,250
Service and Charges
4,143
12,763
12,272
16,663
Maintenance
776
3,760
2,860
3,160
Capital
1,018
1,885
1,885
0
73,642
111,306
107,279
113,051
3020 Operations
Personnel Services
1,828,948
2,145,424
2,143,424
2,293,170
Materials & Supplies
20,136
22,500
22,000
22,500
Service and Charges
152,097
171,605
161,763
161,575
Maintenance
43,152
68,750
63,250
72,250
Capital
17,265
40,864
37,000
6,000
2,061,598
2,449,143
2,427,437
2,555,495
3030 Training & Continuing Education
Personnel Services
38,970
44,047
43,536
44,500
Materials & Supplies
1,183
200
200
200
Service and Charges
11,332
14,775
14,275
15,093
Maintenance
835
1,021
1,000
1,039
Capital
0
2,000
2,000
0
52,320
62,043
61,011
60,832
3040 Hazardous Materials
Materials & Supplies
1,310
3,750
2,500
3,750
Service and Charges
34,059
36,700
33,950
36,700
Maintenance
515
300
300
300
35,884
40,750
36,750
40,750
Total General Fund
2,223,444
2,663,242
2,632,477
2,770,128
Total Fire Department
$ 2,223,444 $ 2,663,242 $ 2,632,477 $ 2,770,128
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Fire Department
Personnel Summary
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1992 1993 1994 1995
Division/Title Employees Employees Employees Employees
Fire Chief 1.00 1.00 1.00• 1.00
Assistant Fire Chief 1.00 1.00 1.00 1.00
Fire Captain 11.00 13.00 13.00 13.00
Fire Battalion Chief 4.00 4.00 4.00 4.00
Fire Marshall 1.00 1.00 1.00 1.00
Assistant Fire Marshall 1.00 1.00 1.00 1.00
Firefighter 40.00 41.00 44.00 47.00
Senior Secretary 0.00 0.00 1.00 1.00
Secretary 1.00 1.00 0.00 0.00
Total Fire Department Personnel 60.00 63.00 66.00 69.00 -
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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.
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Uniformed FTE Positions 2.00 2.00 2.00 2.00
Program Expenditures
'
Personnel Services $ 61,952 $ 78,712 $ 78,262 $ 79,978
Materials and Supplies 5,753 14,186 12,000 13,250
Services and Charges 4,143 12,763 12,272 16,663
Maintenance 776 3,760 2,860 3,160
Capital 1,018 1,885 1,885 0
$ 73,642 $ 111,306 $ 1072279_ $ 113,051
Performance Measures
Actual Budgeted Estimated Budgeted
' 1993 1994 1994 1995
Demand/Workload
Population of City 43,380 44,668 48,538 49,189
' Residential Units 18,805 19,142 19,142 20,648
Total Inspect./Follow—Ups 1,007 850 1,000 900
F.D. Educational Contacts 3,470 3,000 3,000 3,000
' Total Investigations 72 90 100 90
# Fires of Suspicious Origin N/A 30 30 30
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Results
Man —Hours all Inspections 775 850 1,000 850
Man—hours Investigations 501 400 450 400
' Loss of Life/Injury—Residential 0/9 0/6 0/9 0/6
Loss of Life/Injury—Occup. 0/0 0/5 0/5 0/5
Summons/Charges Filed 62 40 75 50
' 130
Fire Department
Fire Division
Operations Program
Fund 1010 — General
1
Program 3020
Program Description, Objectives, and Analysis:
Responds to citizen emergencies resulting from unfriendly fires, situations of entrapment, and sudden injury
or illness; Assists citizens with fire protection/prevention problems; Pre —fire plans target occupancies for
personal familiarization and emergency response effectiveness; performs routine maintenance of fire
hydrants and fire 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 than 30 minutes, control 75% of structural fires
short of total loss, and completing 240 pre —fire planning surveys.
Program Staff
Non —Uniform FTE Positions
Uniformed FTE Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual
1993
1.00
59.00
60.00
Budgeted
1994
1.00
62.00
63.00
Estimated
1994
1.00
62.00
63.00
Budgeted
1995
1.00
65.00
66.00
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$ 1,828,948 $ 2,145,424 $ 2,143,424 $ 2,293,170 '
20,136 22,500 22,000 22,500
152,097 171,605 161,763 161,575
43,152 68,750 63,250 72,250
17,265 40,864 37,000 6,000
$ 2,061,598 $ 2,449,143 $ 2,427,437 $ 2,555,495
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workload
Fire Responses
749
400
750
750
Rescue/EMS Responses
511
350
750
750
Other Non —Fire Responses
63
100
30
50
Airport/Aircraft Responses
16
12
10
12
Non City Responses
N\A
N\A
N\A
160
Non —Emergency Service Calls
.345
300
350
350
Pre —Fire Surveys Completed
402
360
100
240
False Alarms
269
250
260
250
Results
Property Exposed to Fire
$6,624,155
$7,500,000
$10,000,000
$10,000,000
Property Value Destroyed
$909,252
$2,250,000
$750,000
$2,500,000
Emergency Response Time Avg.
3.30min.
3.9min
3.9min.
3.9min.
Structure Fire Control Time Avg.
13.48min.
30min
<30min.
<30min.
% Fires Short of Total Loss
86.2%
75%
75%
75%
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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 Academies, the Fire Emergency Television Network (FETN) 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.
Program Staff
Uniformed FTE Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1993 1994
Estimated
1994
Budgeted
1995
1.00 1.00 1.00 1.00
$ 38,970 $
44,047 $
43,536 $
44,500
1,183
200
200
200
11,332
14,775
14,275
15,093
835
1,021
1,000
1,039
0
2,000
2,000
0
$ 52,320 $
61,011_ $
60,832
62,043 0
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' Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995 ' Demand/Workload _
# Fire Dept. Personnel 62 65 65 65
# Certified Airport Firefighters 12 15 15 15
' # Safety Classes 60 60 60 60
# Tactical Drills 12 18 15 18
# Personnel Certified in CPR 62 65 65 65
# Certified EMT's 7 33 34 40
Results
' Man—hours, All Training 15,066 15,000 15,000 15,0(0)
# Line of Duty Injuries 11 10 15 10
# Personnel Certified/FF I/Il 59 62 62 62
' # Personnel Certif./Driver/Operator 12 15 15 17
# Personnel Certif./Officer I N/A 48 48 50
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Fire Department
Fire Division
Hazardous Materials Program
Fund 1010 — General
Program 3040
Program Description, Objectives and Analysis:
Major hazardous materials emergencies in Washington and Benton Counties are 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 teams are responsible for mitigation of the
emergency aspects (only) of hazardous materials incidents anywhere in either county. Incidents may run
from an hour or two to several days to control.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Materials and Supplies
Services and Charges
Maintenance
Demand/Workload
Actual Budgeted
1993 1994
0.00 . 0.00
Estimated
1994
0.00
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1995
0.00
1
$ 1,310 $ 3,750 $ 2,500 $ 3,750
34,059 36,700 33,950 36,700
515. 300 300 300
$ 35,884 $ 40,750 $ 36,750 $ 40,750
Population Fayetteville
Population Benton/Wash. Counties
Geographic Area/Two Counties
Team Training Activities
HazMat Occup. Surveys/Local
Total Emergency Incidents
Results
Local Incidents/Successful
Regional Incidents/Successful
Man —Hours All Incidents
Loss/Life/Injuries/All Incidents
Avg. Incident Control Time
Performance Measures
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Actual Budgeted Estimated Budgeted
1993 1994 1994 1995 I
43,380 44,668 48,538 49,189
1849 sq.mi. 221,192 221,192 249,823
1849 sq.mi. 1849 sq.mi. 1849 sq.mi. 1849 sq.mi.
18 20 20 20
22 30 30 30
15 .15 15 15
14 12/12 12/12 12/12
1 3/3 2/2 3/3
128 200 240 240
0/0 0/0 0/2 0/3
1.62 hrs. 1.5hrs. 1.5hrs. 1.5hrs.
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Public Works Department
Public Works Director
Engineering Water &Sewer Solid Waste Parks & Recreation Inspections
Street "I ratfic Planning I I Wastewater Treatment
Plant
Mission Statement
The mission of the Public Works Department is to make the City of
Fayetteville a safer and more attractive place to live and work, protect the
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.
Irk
134
PUBLIC WORKS DEPARTMENT
OVERVIEW
The Public Works Department consists of thirteen divisions: Public Works Director, Engineering,
Planning, Inspections, Street, Water Purchased, Water & Sewer Operations, Water Transmission and
Distribution, Sewer Maintenance and Collection, Wastewater Treatment Plant, Solid Waste, Parks and
Recreation, and Traffic.
Estimated 1994 expenditures are projected to be approximately $1.6 million less than the 1994 budgeted
expenditures of $36,330,074. The reduction is primarily attributed to savings in the Water Purchase
program due to lower water consumption than anticipated, lower interest expense due to the 1994 Water
& Sewer Bonds being issued later in the year than originally budgeted, and reduced personnel cost in the
Solid Waste Fund due to employee, turnover and vacancies.
The 1995 proposed budget of $30,048,636 is approximately $6.3 million less than the 1994 budget.
Capital expenditures changes in Water.& Sewer Fund and Solid Waste Fund amount to a net reduction
of approximately $6.9 million. These expenditure decreases are partially offset by increases in Water
& Sewer Maintenance of approximately $251,000. Expenditures in Water & Sewer Maintenance include
increases for workers' compensation insurance, maintenance of sewer monitoring equipment, construction
material cost, overtime, and motor pool cost. Additional increases include the contract cost for operating
the Wastewater Treatment Plant, the cost for Solid Waste Residential Collection, and cost associated with
personnel increases.
The Public Works Department personnel changes include: the addition of a Codes Inspector to the
Inspections Division; the addition of a Program Coordinator, the upgrade of a part-time Groundskeeper
to a full-time Landscape Maintenance Specialist, and the addition of two Summer Groundskeepers to the
Parks and Recreation Division; the addition of a Field Service Representative to the Water & Sewer
Maintenance Division; the addition of four Solid Waste Truck Drivers to the Solid Waste Division; the
addition of a City Gardener and two part-time Maintenance Workers to the City Gardener Program; and
the upgrade from part-time to full-time of a Senior Clerk Typist in the Planning Management division.
Some of the major projects planned for the Public Works Department in 1995 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, completion of the solid waste transfer
station, continued sewer system rehabilitation efforts, completion of the parallel 36" waterline and storage
facilities, installation of new traffic signals as listed, and the implementation of the City Gardener
Program.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Depreciation
Transfers
Capital and Other
Department Total
Actual
1993
Category Totals
Budgeted Estimated
1994 1994
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Budgeted t
1995
$ 3,925,031 $ 4,444,968 $ 4,115,605 $ 4,942,640
553,403 607,023 573,725 542,248
12,296,217 13,862,.539 13,013,873 14,266,290
274,174 412,727 385,270 376,591
17,048,825 19,327,257 18,088,473 20,127,769
5,807,235
3,952,191
418,059
10,177,485
11,801,916
4,146,957
1,053,944
17,002,817
11,773,739
4,145,205
711,196
16,630,140
4,483,855
4,503,012
934,000
9,920,867
$ 27,226,310 $ 36,330,074 $ 34,718,613 $ 30,048,636
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Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
General Fund
6200 Public Works Director
' Personnel Services S 0 $ 116,470 $ 115.320 $ 137,417
Materials & Supplies 0 2,800 2.097 1.400
Service and Charges 0 15,273 14,125 13.783
' Maintenance 0 551 136 600
Capital 0 3,250 3,126 550
0 138,344 134.804 153.750
6210 Engineering Plans & Specifications
Personnel Services 0 198.959 197.046 211,713
Materials & Supplies 0 2.450 2,420 6,240
Service and Charges 0 8,180 8,180 8,836
' Maintenance 0 500 500 500
Capital 0 950 950 300
0 211,039 209,096 227,589
' 6220 Engineering Operations & Administration
Personnel Services 0 118.862 116.791 119,108
Materials & Supplies 0 4.320 4.320 2.200
Service and Charges 0 19.415 18.770 18,979
' Maintenance 0 1.000 1.000 1,000
Capital 0 450 450 450
0 144,047 141,331 141.737
' 6230 Right of Way Acquisition
Personnel Services 0 19,679 19,679 68,328
Materials & Supplies 0 1.660 1.300 1,600
• Service and Charges 0 7,550 6.960 6,950
Maintenance 0 750 750 700
Capital 0 400 400 0
0 30,039 29.089 77.578
' 6240 Public Construction Management
Personnel Services 0 76,902 69,960 87.904
Materials & Supplies 0 300 300 200
' Service and Charges 0 13.619 10,300 19,047
Maintenance 0 1,900 1.900 1,800
Capital 0 12,560 12.560 300
' 0 105,281 95.020 -109,251
63(X) Planning Management
Personnel Services 0 184,404 171.852 188.896
Materials & Supplies 0 12,904 11,201 13,514
Service and Charges 0 61,374 61.374 60,934
Maintenance 0 900 450 600
Capital 0 3,931 931 0
' 0 263.513 245.809 263,944
6400 Inspections
Personnel Services 0 230,010 220,384 257,123
Materials & Supplies 0 7,139 7.139 4.812
Service and Charges 0 29,615 28,565 35,475
Maintenance 0 5,817 3,243 7.589
' Capital 0 11,610 8,565 8,820
0 284,191 267,896 313,819
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Public Works Department
Program Expenditure Summary
5200 Parks Administration
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
5210 Swimming Pool
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
5220 Athletics & Recreational Transfers
Personnel Services
39,914
40,770
Materials & Supplies
411
850
Service and Charges
125,175
130,569
Capital
14,199
250
179,699
172,439
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Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
93,475 90,624 90,624 81,233
2,122 2,120 2,120 1,900
31,853 14,306 13,721 7,870
82 1,000 1,000 900
639 425 425 0
128,171 108,475 107,890 91,903
52,367
18,903
15,989
6,720
0
93,979
65,449
18,825
20,149
6,224
3,470
114,117
5240 Library
Service and Charges
267,816
278,255
278,255
331,874
Capital
10,600
0
0
0
278,416
278,255
278,255
331,874
5250 Lake Maintenance
Personnel Services.
6,336
2,140
2,140
0
Materials & Supplies
1,324
1,660
1,530
850
Service and Charges
49,014
51,286
49,738
53,015
Maintenance
6,706
2,335
2,335
2,910
Capital
0
1,890
1,890
725
63,380
59,311
57,633
57,500
52,450
18,825
20,144
6,124
3,470
101,013
37,486
850
1.30,569
250
169,155
65,646
19,647
19,647
8,850
910
114,528 1
57,563
850
133,417
250
192,080
I
I
5260 Park Maintenance
Personnel Services
212,992
235,128
232,067
268,928
Materials & Supplies
21,402
19,880
19,830
21,880
Service and Charges
104,809
113,203
108,531
122,529
Maintenance
52,019
68,993
68,993
73,296
Capital
2,618
4,945
4,945
3,235
393,840
442,149
434,366
489.868
5300 Traffic Administration & Enforcement
Personnel Services
- 29,402
35,401
Materials & Supplies
502
1,000
Service and Charges
41,132
19,233
Maintenance
47
250
Capital
0
150
71,083
56,034
5310 Traffic Engineering & Planning
Personnel Services
43,846
47,821
Materials & Supplies
269
1,100
Service and Charges
2,800
3.155
Maintenance
111
450
Capital
0
400
47,026
52,926
34,839
L000
19,033
250
150
55,272
47,106
1,100
2,955
450
400
52,011
36,092
4,020
16,141
250
0
56,503
47,106
0
1,883
450
0
49,439
I
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I
137
Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
5320 Traffic Control & Parking Meter
Personnel Services
72,184
76,886
76,886
94,726
Materials & Supplies
14,244
9,569
8,062
9.107
Service and Charges
56,026
62,130
62,130
61.072
Maintenance
14.048
17,477
17,477
10,153
Capital
_ 3.792
14.886
300
0
160.294
180,948
164.855
_ 175.058
5450 City Gardener
Personnel Services
0
39,319
35,946
77,109
Service and Charges
0
41,287
37.369
5,687
Maintenance
0
1.050
100
4.834
Capital
0
1,500
1.500
750
_ 0
83,156
74,915
88,380
Total General Fund
1,415.888
2,724,264
2.618,410
_ 2_9.34,801
Street Fund
4100 Operations & Administration
Personnel Services
124,383
130,286
125.150
170,261
Materials & Supplies
7.922
7.500
7.250
7,500
Service and Charges
378.232
374,417
374,417
415,176
Maintenance
5,397
6,350
5,450
6.647
Capital
6,829
2,000
1.500
2,000
522.763
520,553
513,767
601,584
4110 Right of Way Maintenance
Personnel Services
107,605
121,050
120,956
84.634
Materials & Supplies
2,845
0
0
0
Service and Charges
53,529
69,584
69,527
76,575
Maintenance
2,688
4,750
2,960
4.750
Capital
- _ 0
2.750
2,750
2,750
166.667
998.134
196,193
__
168.709
4120 Street Maintenance
Personnel Services
278,386
277,345
273,818
290,635
Materials & Supplies
187,649
215,942
215.942
141.220
Service and Charges
485,568
414.937
414,937
410,882
Maintenance
24,597
35,000
22.000
35,000
Capital
25,703
11,100
11,100
1.100
1.001,903
_254.324
937.797
878.837
4130 Drainage Maintenance
Personnel Services
136,466
141,780
141,752
180,603
Materials & Supplies
27,147
29,736
17.000
15,000
Service and Charges
126,900
172,635
172,635
225,264
Maintenance
4.003
10.000
7,000
10,0(X)
Capital
900
6,750
1,550
1,750
295,416
360,901
__
339,937
432_617_
5500 Street Construction
Service and Charges
478
0
0
0
Capital
0
130.000
130.000
0
478
130,000
130.000
0
p**B]
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
5520 Construction of Drainage Structures - '
Capital 245,076 205 0 0
245,076 205 0 0
Total Street Fund 2,232,303 2,164,117 2,117,694 2,081,747
Water & Sewer Fund
3800 Water Purchased
Service and Charges 3,702,517 4,818,100 4,125,000 4,476,000
Depreciation 57,517 77,186 77,186 77,186
3,760,034 4,895,286 4,202,186 4,553,186
4000 Operations & Administration
Personnel Services 273,077 338,196 284,603 410,724
Materials & Supplies 31,232 13,850 13,431 12,750
Service and Charges 1,656,454 1,634,808 1,628,023 1,731,101
Maintenance 21,343 18,901 18,601 34,025
Capital 0 25,500 25,500 30,525
Depreciation 33,822 34,937 34,937 33,822
2,015,927 2,066,192 2,005,095 2,252,947
4310 Water Distribution
Personnel Services 236,851 241,268 241,268 273,178
Materials & Supplies 80,173 91,000 90,000 120,000
Service and Charges 141,812 163,282 151,150 179,641
Maintenance 8,680 7,500 5,500 7,500
Capital 0 2,500 2,000 2,500
Depreciation 472,494 593,060 593,060 828,795
940,009 1,098,610 1,082,978 1,411,614
4330 Water Storage and Pump Maintenance
Personnel Services 38,325 81,647 70,019 72,806
Materials & Supplies 4,142 10,000 8,000 12,000
Service and Charges 18,135 29,419 26,214 29,528
Maintenance 1,299 1,300 1,100 1,200
Depreciation 26,411 26,600 26,600 26,411
88,311 148,966 131,933 141,945
4410 Sewer Main Maintenance
Personnel Services 332,631 438,991 400,207 447,986
Materials & Supplies - 51,230 65,500 63,500 68,000
Service and Charges 279,278 324,625 324,625 360,882
Maintenance 10,064 11,500 11,500 14,000
Capital 0 1,500 1,500 7,000
Depreciation 538,522 612,628 612,628 667,811
1,211,725 1,454,744 1,413,960 1,565,679
5100 Waste Water Treatment Plant
Service and Charges 2,517,078 2,689,116 2,630,119 2,987,069
Maintenance 35,060 117,997 117,997 66,718
Capital 0 3,456 3,332 1,500
Depreciation 2,754,083 2,755,834 2,754,083 2,795,735
5,306,221 5,566,403 5,505,531 5,851,022
L
139 1
Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
5600 Capital Water Mains
Materials & Supplies
314
250
0
250
Service and Charges
32,303
1,000
0
64,000
Capital
5,385,709
9,267.953
9,267,953
1.043,000
5.418.326
9,269,203
9.267,953
1,107,250
5610 Water & Sewer Capital
Capital
29.817
41,650
41,650
83,400
29,817
41,650
41,650
83.400
5620 Water & Sewer Connections
Personnel Services 65,093 74,301 70,833 88.097
Materials & Supplies 54.129 72.436 64.000 70,000
Service and Charges 35.708 59,218 59.162 43,632
' Maintenance 1.978 3,655 3.431 4,500
156,908 209,610 197,426 206,229
5700 Sewer Main Construction
' Service and Charges 0 5,208 0 150,000
Capital 0 1,338.098 1.338.098 2,528,000
0 1,343,306 1,338,098 2,678.000
' 5800 Waste Water Treatment Plant Capital
Materials & Supplies 273 0 0 0
Service and Charges 643 1,607 200 200
Capital 78.919 194,132 194,132 213,000
Transfers 0 35,500 35,500 0
79835 231.239 229,832 213.200
' 6800 Debt Service --
Transfers 418.059 1,018,444 675.696 934,0(X)
418,059 1,018,444 675,696 9.34,000
Total Water & Sewer Fund 19,425.173 27,343,653 26,092,338 20,998,472
Solid Waste Fund
500(1 Operations & Administration
Personnel Services 161,634 207.720 170,541 255,430
' Materials & Supplies 4,371 3.700 3,550 3.5.30
Service and Charges 392.380 524,683 517.317 454.955
Maintenance 2,554 2,460 2.219 3,040
Capital 0 1,300 1,300 4,000
Depreciation 16,456_ 19,610 19,610 16,616
577,395 759,473 714,537 737.571
5010 Commercial Pickup
' Personnel Services 188,291 214,500 208,020 221,279
Materials & Supplies 216 350 175 350
Service and Charges 633.668 821,874 795.074 821,678
Maintenance 29,594 30,000 28,766 30,517
'
Capital 0 30,240 29.822 350
Depreciation 0 0 0 5,978
851,770 1,096,964 1.061.857 1.080.152
1
' 140
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
5020 Residential Pickup
Personnel Services 426,834 452,638 387,907 499,103
Materials & Supplies 650 350 350 350
Service and Charges 558,455 609,706 609,706 686,482
Maintenance 32,904 32,979 32,900 34,171
Capital 0 -1,215 1,215 1,215
1,018,843 1,096,888 1,032,078 1,221,321
5060 Recycling
Personnel Services 63,337 76,765 37,275 58,132
Materials & Supplies 1,121 7,357 7,258 2,650
Service and Charges 68,565 122,034 113,515 98,638
Maintenance 3,584 16,913 16,913 5,733
Capital 0 679,025 679,025 544,075
Depreciation 11,514 13,551 13,550 50,658
148,120 915,645 867,536 759,886
5070 Composting
Personnel Services 66,550 69,657 62,680 90,880
Materials & Supplies 1,523 2,475 1,175 600
Service and Charges 101,767 137,687 131,532 137,448
Maintenance 2,468 4,225 4,225 4,358
Capital 0 1,475 1,000 1,400
Depreciation 11,514 13,551 13,551 0
183,822 229,070 214,163 234,686
Total Solid Waste Fund 2,779,951 4,098,040 3,890,172 4,033,616
Management Fund
2440 Public Works Director
Personnel Services 130,508 0 - 0 0
Materials & Supplies 3,811 0 0 0
Service and Charges 33,910 0 0 0
Maintenance 151 0 0 0
Depreciation 294 0 0 0
168,674 0 0 0
2210 Engineering Plans & Specifications
Personnel Services - 164,549 0 0 0
Materials & Supplies 3,004 0 0 0
Service and Charges 27,480 0 0 0
Maintenance 119 0 0 0
Capital 1,169 0 0 0
196,321 0 0 0
2220 Engineering Operations & Administration .
Personnel Services 98,740 - 0 0 0
Materials & Supplies 4,475 0 0 0
Service and Charges 94,918 0 0 0
Maintenance 277 0 0 0
Depreciation 14,539 0 0 0
212,949 0 0 0
141
Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
22.30 Right of Way Acquisition
Personnel Services
17,421
0
0
0
Materials & Supplies
2,457
0
0
0
Service and Charges
22,344
0
0
0
Maintenance
494
0
0
0
Depreciation
1,028
0
0
0
43,744
0
0
0
2240 Public Construction Management
Personnel Services
83,374
0
0
0
Materials & Supplies
5,298
0
0
0
Service and Charges
20,532
0
0
0
Maintenance
3,496
0
0
0
Capital
1.265
0
0
0
Depreciation
1,478
0
0
0
_ 115,443
0
0
0
2200 Planning Management
Personnel Services
168,573
0
0 0
Materials & Supplies
12,595
0
0 0
Service and Charges
124,782
0
0 0
Maintenance
565
0
0 0
Depreciation
6.332
0
0 0
312.847
0
0 0
2,340 Urban Foresty & Landscape
Personnel Services
18,687
0
0
0
Materials & Supplies
665
0
0
0
Service and Charges
19,710
0
0
0
Maintenance
180
0
0
0
39,242
0
0
0
2400 Inspections
Personnel Services
193,200
0
0
0
Materials & Supplies
6,984
0
0
0
Service and Charges
74,457
0
0
0
Maintenance
2,947
0
0
0
Depreciation
6,188
0
0
0
_
283,776
0
0
_ _ _
__ 0
Total Management Fund
1,372,996
0
0
0
Total Public Works Department
S 27,226,310 $
36,330,074
$ 34,718,613 S
30,048,636
142
Public Works Department
Personnel Summary
I
1992
1993
1994
1995
Division/Title
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
0.25
0.25
Public Works Management Assistant
1.00
1.00
0.00
0.00
Operations Manager
0.00
0.00
0.00
0.00
Senior Secretary
1.50
1.00
1.00
1.00
Public Works Analyst
0.00
0.00
1.00
1.00
3.50
3.00
3.25
3.25
Engineering Division
City Engineer
Staff Engineer
Project Manager
Project Inspector
Engineering Assistant
Senior Drafter
Draftsman I
Land Agent
Senior Secretary
Planning Division
Planning Management Director
Associate Planner
Senior Secretary
Secretary
Senior Clerk Typist
Horticulturist
Inspection Division
Inspection Director
City Codes Inspector
Property and Sign Inspector
Land Agent/Building Inspector
Senior Permit Clerk
Permit Clerk
Administrative Assistant
Senior Clerk Typist
Transmission & Distribution Division
Water/Sewer System Maintenance Supt.
Lead Warehouse Attendant
Crew Leader
Field Service Representative
Maintenance Worker III
Maintenance Worker IV
Operations Assistant
W&S Operations Clerk
PW Data Clerk
Sewer Maintenance & Collection Division
Crew Leader
Maintenance Worker III
Maintenance Worker IV
Sewer Maintenance Tech II
Warehouse Attendant
Street Division
Street Maint. Superintendent
Crew Leader
Maintenance Worker II
Maintenance Worker III
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.70
1:00
11.70
1.00
2.00
1.00
1.00
0.00
1.00
6.00
1.00
2.00
1.00
0.90
1.00 1.00
0.00 0.00
1.00 1.00
0.00 0.50
6.30 6.80
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.70
1.00
11.70
1.00
2.00
1.00
1.00
0.50
1.00
6.50
1.00
2.00
1.00
0.30
1.00
1.00
6.00
2.00
5.00
3.00
1.00
0.00
1.00
20.00
4.00
4.00
3.00
1.00
1.00
13.00
1.00
1.00
6.00
2.00
5.00
3.00
1.00
0.00
1.00
20.00
4.00
4.00
3.00
1.00
1.00
13.00
1.00
2.00
1.00
3.00
1.00
1.00
1.00
1.70
1.00
12.70
1.00
2.00
1.00
1.00
0.50
0.00
5.50
1.00
3.00
1.00
0.30
1.00
1.00
1.00
0.00 0.00
8.30 9.00
1.00
2.00
1.00
3.00
1.00
1.00
1.00
2.00
1.00
13.00
1.00
2.00
1.00
1.00
1.00
0.00
6.00
1.00
4.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
6.00
2.00
5.00
3.00
1.00
1.00
0.00
20.00
5.00
5.00
5.00
1.00
1.00
17.00
1.00
1.00
6.00
3.00
4.00
4.00
1.00
1.00
0.00
21.00
5.00
6.00
4.00
1.00
1.00
17.00
I
I
C
L
I
L
I
i
L
1
I
I
I
1.00
1.00
1.00
1.00
3.00
3.00
3.00 -
4.00
4.00
4.00
4.00
2.00
6.00
6.00
6.00
6.00
143
I
Public Works Department
Personnel Summary
' 1992 1993 1994 1995
Division/Title Employees Employees Employees Employees
Maintenance Worker IV 6.00 6.00 6.00 7.00
' Operations Assistant 1.00 1.00 1.00 1.00
Field Service Representative 1.00 1.00 1.00 1.00
Public Lands Maintenance Worker III 0.00 0.00 2.00 2.00
Temporary Maintenance Worker II 2.00 5.00 5.00 5.00
' City Gardener 0.00 0.00 0.00 1.00
Maintenance Worker (Part—time) 0.00 0.00 0.00 1.00
24.00 27.00 29.00 31.00
' Solid Waste Division
Environmental Affairs Administrator 0.00 0.00 0.75 0.75
Superintendent 1.00 1.00 0.00 0.00
Operations Supervisor 1.00 1.00 1.00 1.00
' Lead Worker 10.00 10.00 10.00 11.00
Truck Driver 10.00 10.00 10.00 13.00
Tender Truck Driver 5.00 5.00 5.00 5.00
Maintenance Worker I11 1.00 1.00 1.00 1.00
' Operations Assistant 1.00 1.00 1.00 1.00
Maintenance Worker IV 3.00 3.00 3.00 3.00
Waste Reduction Coordinator 1.00 1.00 1.00 1.00
Secretary 0.50 1.00 1.00 1.00
' 33.50 34.00 33.75 37.75
Parks & Recreation Division
Parks & Recreation Director 1.00 1.00 1.00 1.00
' Asst. Parks & Rec. Director 1.00 1.00 1.00 1.00
Parks Maintenance Supervisor 1.00 1.00 1.00 1.00
Program/League Coordinator 1.00 1.00 1.00 1.00
Program Coordinator 0.00 0.00 0.00 1.W
' Senior Secretary 1.00 1.00 1.00 1.00
Maintenance Worker 1 1.00 1.00 0.00 0.00
Maintenance Worker II 3.00 3.00 2.00 2.00
Maintenance Worker 111 0.00 0.00 2.00 2.00
' Maintenance Worker IV 1.00 1.00 1.00 1.00
Maintenance Worker V 0.00 0.00 1.00 1.00
Landscape Maintenance Specialist 0.00 0.00 0.00 1.00
Park Patrol (Part—time) 0.00 0.00 2.13 2.13
' Groundskeeper (Part—time) 2.30 2.30 1.50 1.80
Ballfield Maintenance (Part—time) 1.84 1.84 1.84 1.84
Concession Manager (Part—time) 0.53 0.53 0.53 0.53
Concession Worker (Part—time) 1.38 1.38 1.38 1.38
Pool Manager (Part—time) 0.23 0.23 0.23 0.23
Assistant Pool Manager (Part—time) 0.23 0.23 0.23 0.23
Lifeguard/Instructor (Part—time) 2.19 2.19 2.65 2.65
'• Aquatics Director (Part—time) 0.23 0.23 0.00 0.(X)
Cashiers (Part—time) 0.46 0.46 0.46 0.46
Dance Instructor (Part —tine) 0.30 0.30 0.30 0.30
Playground Supervisor (Part—time) 0.38 0.38 0.38 0.38
' Special Project Coordinator (Part—time) 0.31 0.31 0.31 0.31
Tennis Instructor (Part—time) 0.14 0.14 0.14 0.14
'Drip Supervisor (Part —tune) 0.19 0.19 0.19 0.19
Arts and Crafts Instructor (Part—time) 0.19 0.19 0.19 0.19
__20.90 20.90 23.46 25.76
Traffic Division
Traffic Superintendent 1.00 1.00 1.00 1.00
' Traffic Signal Technician 1.00 1.00 2.00 2.00
Traffic Technician 1.00 1.00 1.00 1.00
Maintenance Worker II 0.00 1.00 0.00 0.(K)
Parking Enforcement (Part—time) 1.00 1.00 1.00 1.00
' PW Data Clerk 1.00 1.00 1.00 L00
_ 5.00 6.00 6.00 6.(X)
Total Public Works Personnel 143.90 148.90 158.96 169.76
' 144
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 nine divisions within the City, Engineering,
Inspections, Parks and Recreation, Planning, 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 operational costs and provide as many services "in—house" as possible, such as
engineering and street overlaying.
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. All Management Fund
programs were closed and new General Fund program numbers were opened. Refer to program 2440 for
this program's actual 1993 data.
I
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 3.25 3.25 3.25
Program Expenditures
Personnel Services $ 0 $ 116,470 $ 115,320 $ 137,417 ,
Materials and Supplies 0 2,800 2,097 1,400
Services and Charges 0 15,273 14,125 13,783
Maintenance 0 551 136 600
Capital 0 3,250 3,126 550
$ 0 $ 138,344 $ 134,804 $ 153,750
1995 Objectives '
1. Oversee completion of the 1995 portion of in house construction projects for Engineering, Parks,
Streets, and Water & Sewer Divisions.
2. Oversee implementation of public works capital projects budgeted for 1995.
3. Award a contract for the continuing operations of the waste water treatment plant.
4. Coordinate 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
145 '
Public Works Department
City Engineer Division
Plans and Specifications Program
Fund 1010 — General Program 6210
' Program Description, Objectives, 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 services. 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
this program's actual 1993 data.
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 4.70 4.70 4.70
Program Expenditures
Personnel Services $ 0 $ 198,959 $ 197,046 $ 211,713
Materials and Supplies 0 2,450 2,420 6,240
Services and Charges 0 8,180 8,180 8,836
Maintenance 0 500 500 500
Capital 0 950 950 300
' $ 0 $ 211,039 $ 209,096 $ 227,589
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
II.
In—house preparation of plans
0 8
7
8
and specifications for P/W Projects
2. Management of P/W Projects
0 25
23
25
3. Management of Eng Contracts
0 15
14
15
'
4. In—house studies and reports
0 3
3
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 specifications,
and 3) completion of in—house studies in connection
with the
sewer system, water system, and street and
drainage specifications.
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• Public Works Department
City Engineer Division
Operations & Administration 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.
1
Program 6220
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 this program's actual 1993 data.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 3.30 3.30 3.30
Program Expenditures
Personnel Services $ 0 $ 118,862 $ 116,791 $ 119,108
Materials and Supplies 0 4,320 4,320 2,200
Services and Charges 0 19,415 18,770 18,979
Maintenance 0 1,000 1,000 1,000
Capital 0 450 450 450
$ 0 $ 144,047 $ 141,331 $ 141,737
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workload
1.
Subdivisions reviewed and reports
0
80
85
.88
prepared for the planning commission
2.
Planning Commission reports
0
110
95
110
prepared for tandem lots, lot
splits, LSD's, and ROW's
3.
Grading plans reviewed & Appr.
0
100
89
100
4.
Management of City projects
0
20
20
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.
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147
Public Works Department
City Engineer Division
Right of Way Acquisition
Fund 1010 — General Program 6230
Program Description, Objectives, and Analysis:
This purpose of this program is to acquire rights of way and easements necessary facilitate various capital
improvements, to maintain the City records of easements, rights of way, and other lands, to handle the sale
and purchase of property, and to respond to inquiries and requests from other City Departments and to the
general public.
I
I
Prior to 1994, the Right of Way 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 2230 this program's
actual 1993 data.
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
L
I
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Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services $
Materials and Supplies
Services and Charges
Maintenance
Capital
0.00 1.70 1.70 2.00
0 $
19,679 $
19,679 $
68,328
0
1,660
1,300
1,600
0
7,550
6,960
6,950
0
750
750
700
0
400
400
0
$ _0 $ 30,039 $ 29,089 $ 77,578
Performance Measures
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
Ii. Projects requiring the acquisition 0 20 21 20
of casements and rights of way
2. Management of appraisal service 0 5 5 5
' Contracts
3. Acquisition and disposal of 0 5 5 5
properties
' 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 in an appropriate and
cost effective manner, and the start of a computer based land management system.
[1
' 148
Public Works Department
City Engineer Division
Public Construction Program
Fund 1010 — General Program 6240
Program Description, Objectives 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 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 2240 for
this program's actual 1993 data.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 3.00 3.00 3.00
Program Expenditures
Personnel Services $ 0 $ 76,902 $ 69,960 $ 87,904
Materials and Supplies 0 300 300 200
Services and Charges 0 13,619 10,300 19,047
Maintenance 0 1,900 1,900 1,800
Capital 0 12,560 12,560 300
$ 0 $ 105,281 $ 95,020 $ 109,251
1
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload '
Subdivision Construction Projects 0 50 45 50
City Construction Projects 0 15 14 15
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
149 '
' Fund 1010 — General
Public Works Department
Planning Division
Planning Program
Program 6300
' Program Description, Objectives and Analysis:
This program manages City Planning policies, procedures, and implementation of all development within
Fayetteville and its growth area. Professional services and advice to the Mayor, Council, commissions,
' committees, and other city staff involved in growth management are provided. Public inquiries (13,000/year)
and review of approximately 1,800 building permits each year are accommodated by reviewing compliance of
federal and state law as well as local 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 services, responsibilities include information management of ten (10) committees, updating
several sets of maps, and maintaining permanent records for all property activity. Special emphasis is placed
Ion strategic planning, long term planning, land use planning, and transportation planning.
Prior to 1994, the Planning Division was funded through the Management fund. See Program 2200 for this
program's actual 1993 data.
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 6.50 5.50 5.50 6.00
Program Expenditures
' Personnel Services $ 0 $ 184,404 $ 171,852 $ 188,896
Materials and Supplies 0 12,904 11,201 13,514
Services and Charges 0 61,374 61,374 60,934
' Maintenance 0 900 450 600
Capital 0 3,931 931 0
$ 0 $ 263,513 $ 245,809$ 263,944
' Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994" 1994 1995
Demand/Workload
1) Public Meetings N/A N/A 100 100
2) Agendas assembled N/A N/A 50 50
3) Committee Meetings N/A N/A 165 165
' 4) Developer Consultation Meetings N/A N/A 100 100
3) Public Inquiries N/A N/A 13,250 13,250
5) Ordinances Revised/Updated N/A N/A 2 3
' 6)Special Reports/Research Projects N/A N/A 10 10
7) Public Outreach Programs N/A N/A 8 8
8) Planning Reports/ N/A N/A 300 300
' Recommendations
" Figures for 1993 and 1994 are not available because different performance measures were used.
Results
Ii) Staff Hours/Public Hearing N/A N/A 42 42
2) Staff Hours/Agenda Item N/A N/A 5 5
3) Staff Hours/Committee Meeting N/A N/A 16 16
' 4) Staff Hours/Special Report N/A N/A 33 33
5) Staff Hours/Outreach Program N/A N/A 60 60
6) Staff Minutes/ Public Inquiry N/A N/A 5 5
' 150
General Government
Inspection Division
Inspection Program
Fund 1010 — General Program 6400
Program Description, Objectives, and Analysis: '
The Inspection Division issues building, electrical, plumbing, gas, certificates of occupancy, sign, moving,
demolition, driveway, curb cut, and sidewalk permits. Plans are checked for code compliance before
permittance, and the architect/contractor or owner is notified of problems prior to construction. Field
inspections are made on all construction and existing property to insure that the citizens of Fayetteville have
a safe, sanitary and attractive environment. The enforcement of codes significantly affects insurance rates in
Fayetteville, health and safety of citizens in buildings or on 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 the General Fund. All Management Fund programs were
closed and new General Fund program numbers were opened. Refer to program 2400 for actual 1993 data.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995 '
Program Staff
Full —Time Equivalent Positions 6.80 7.80 8.30 9.00
Program Expenditures ,
Personnel Services $ 0 $ 230,010 $ 220,384 $ 257,123
Materials and Supplies 0 7,139 7,139 4,812
Services and Charges 0 29,615 28,565 35,475
Maintenance 0 5,817 3,243 7,589
Capital 0 11,610 8,565 8,820
$ H 0 $ 284,191 $ 267,896 $ 313,819
1
Performance Measures
Actual Budgeted Estimated. Budgeted
1993 1994 1994 1995
Demand/Workload ,
1. Bldg. Plans Submitted 977 520 1,300 1,430
2. Permit & C of O Applications 4,905 5,400 5,580 6,138
3. Requests for Inspections 19,169 22,000 26,650 29,315
4. Building Permits Issued 939 1,000 1,041 1,325
Results ,
1. Bldg. Plans Reviewed 939 600 1,250 1,375
2. Permits and C of O's Issued 4,747 3,000 5,400 5,940
3. Inspections Made 18,701 16,000 26,000 28,600
1
151 '
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Fund 1010 — General
Public Works Department
Parks & Recreation Division
Administration Program
Program 5200
' Program Description, Objectives, and Analysis:
Plan, schedule, budget, execute, monitor, and evaluate the four Parks and Recreation Division programs
including Swimming Pool, Athletic/Recreation Transfers Programs , Administration, and
' Park/Ballfield Maintenance, in the most efficient and cost effective manner that meets the public's
needs 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.
' Administration is responsible for performing all necessary record keeping tasks and schedules that are
essential to the operations of the Parks and Recreation Division.
Administration 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.
Actual Budgeted Estimated Budgeted
1993 -1994 1994 1995
Pr&ram Staff
Full —Time Equivalent Positions 3.00 3.00 3.00 3.00
Program Expenditures
' Personnel Services $ 93,475 $ 90,624 $ 90,624 $ 81,233
Materials and Supplies 2,122 2,120 2,120 1,900
Services and Charges 31,853 14,306 13,721 7,870
' Maintenance 82 1,000 1,000 900
Capital 639 425 425 0
$ 128,171 $ i0R 475 $ 102890 $ 9903_
Performance Measures
Actual Budgeted Estimated Budgeted
1993 - 1994 1994 1995
Demand/Workload
Programs supervised/budget 7 7 6 4
Safe, clean parks 23 26 26 26
' PRAB meetings 20 21 24 24
Public Relations Presentations 18 18 18 20
Park Public Meetings 5 8 8 10
' Full Time/Part Time Employees 10!35 10/35 10/35 10/35
# Parks Scheduled Events 210 300 300 300
Results
PRAB Meeting Hours 41 52 52 58
# Capital Projects Completed 2 15 15 6
# Groups Adopting Parks 8 10 13 15
% Reports Complete 100% 100% 100% 100%
' 152
Public Works Department
Parks & Recreation Division
Swimming Pool Program
Fund 1010 — General Program 5210
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 daycanips, 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.
Actual
1993
Program Staff
Full —Time Equivalent Positions 5.37
5.37
Program Expenditures
Budgeted
1994
5.60
5.60
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Estimated Budgeted '
1994 1995
5.60
5.60
5.60 '
5.60
1
Personnel Services $ 52,367 $ 65,449 $ 52,450 $ 65,646
Materials and Supplies 18,903 18,825 18,825 19,475
Services and Charges 15,989 20,149 20,144 19,647
Maintenance 6,720 6,224 6,124 8,850
Capital 0 3,470 3,470 910
$ 93,979 $ 114,117 $ 101,013 $ 114,528
Demand/Workload
Days of Swimming
Hours of Operation
Staff Hrs to Operate Pool
Swim Class Enrollment
Highest Daily Attendance
Total Attendance
Average Daily Attendance
Results
Cost/Participant
Cost/Hour of Operation
Cost/Participant minus revenues
Revenue Produced
Performance Measures
Actual Budgeted Estimated Budgeted
• 1993 1994 1994 1995
81 91 86 86
731 872 750 750
8,795 9,000 8,900 9,000
385 600 600 600
• 905 900 850 850
37,070 33,000 37,700 37,700
458 365 438 438
$2.54 $3.46 $3.03 $3.04
$128.58 $127.89 $152.17 $152.70
$0.99 $1.98 $1.49 $1.50
$57,441 $52,000 $58,000 $58,000 '
153
Public Works Department
Parks & Recreation Division
Athletic/Recreation Transfers Program
Fund 1010 — General Program 5220
' Program Description, Objectives, and Analysis:
Provide recreational opportunities for the public through sport leagues, clinics, summer playground and arts
and crafts, and instructional programs in dance, tennis and martial arts.
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.
Provide secondary funding for the Youth Center, Adult Center and Square Gardens. Each agency has a
volunteer Board of Directors and generate a large portion of their operating funds.
' Financial support is provided to the Downtown Square Gardens in order to enhance the attraction of
Downtown Fayetteville. The Square Gardens has been declared a City Park.
Actual Budgeted Estimated Budgeted
Program Staff 1993 1994 1994 1995
Full —Time Equivalent Positions 2.51 2.51 2.51 3.51
' _ _ 2.51 2.51 2.51 3.51
Program Expenditures
' Personnel Services $ 39,914 $ 40,770 $ 37,486 $ 57,563
Materials and Supplies 411 850 850 850
Services and Charges 125,175 130,569 130,569 133,417
Capital 14,199 250 250 250
'
$ 179,699 $ 172439 $ 169,155 $ 192,080
' Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
' Demand/Workload
#Teams/Participants Basketball 42/404 63/756 63/756 65/780
#Teams/Participants Volleyball 38/378 25/300 25/300 30/360
' #Partic. Summer Tennis 97 200 200 200
#Participants Martial Arts 255 250 250 250
#Partic. Aerobics/Dance 395 250 250 250
' #Summer Playground Dupl. 1,980 1,980 1,980 2,000
#Arts & Crafts Dupl. 1,892 2,200 2,200 2,200
FYC Youth Memberships 2,123 2,850 2,850 2,900
FYC Adult/Family Memb. 537 575 575 600
' FYC Attendance 245,000 285,000 285,000 290,000
Adult Center Memberships 157 200 200 200
Adult Center Attendance 27,982 35,000 35,000 35,000
' Elderly Serv/Nutrition 7 sites 8 sites 8 sites 8 sites
Results
' Cost per FYC Member $33.68 $25.88 $25.88 $25.83
Youth Center Cost/Visit $ .35 $ .31 $ .31 $ .31
Cost per Adult Center Member $171.98 $140.00 $140.00 $145.00
Adult Center Cost/Visit $ .97 $ .80 $ .80 $ .83
' Elderly Meals Served 188,166 123,000 123,000 123,500
' 154
Public Works Department
Parks & Recreation Division
Library Program
Fund 1010 — General Program 5240
Program Description, Objectives, and Analysis: ,
The library's function is to be 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 providing excellent service to library patrons.
To meet the increased demands for service additional funding is needed. Currently, the Library receives
funding for operations from three sources: transfers from the City (55% of funding), prorated share of a
county —wide library millage (36% of funding), and other revenue (9% of funding). Additionally, the City has
budgeted $54,000 for book purchases in the Sales Tax Capital Improvements Fund. The funding received by the
Fayetteville Library from the Washington County Library Board is based on the assessed value of real property
within the Fayetteville school district boundary less a prorated portion of Washington County Library Board
expenditures. During 1994, the voters defeated a measure to increase property tax support for libraries.
Subsequent to the election, the City increased funding for library operations by $67,768 for 1995 above the
target increase and the Washington County Library Board increased funding for library operations by $23,460.
The increased funding levels are in an effort to maintain prior years levels of service. The City and the
Washington County Library Board supplemented funding for library operations in 1994 by $19,000 and $19,624
respectively to allow the library to maintain service levels through the end of 1994.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff '
Full —Time Equivalent Positions 16.80 17.76 17.76 19.95
Program Expenditures
Services and Charges $ 267,816 $ 278,255 $ 278,255 $ 331,874
Capital 10,600 0 0 0
$ 278,416 $ 278,255 $ 278,255 $ 331,874
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
Service area Population 71,620 63,300 72,919 74,262
Annual patron Visitations 206,123 220,550 207,996 210,266
Annual Program Attendance 17,289 23,370 19,918 22,948
Annual Circulation 304,797 297,617 305,140 308,275
Annual Reference Transactions 31,355 32,000 32,000 33,000
Annual In—house Materials Use 375,000 381,000 526,184 572,595
Annual Requests Reserved 5,640 6,120 6,120 6,200
Needed FTE/1000 Service Population 28.65 25.30 29.17 29.70
Results
Holdings per capita 1.18 1.31 1.32 1.31
FTE Service Staff 16.80 17.76 17.76 19.95
Daily Circulation 1,030 948 1,045 1,045
Daily In—house Use 1,266 1,304 .1,802 1,941
Annual Volunteer Hours 5,043 5,000 4,942 5,020
Annual Library Cards Issued 4,292 4,150 4,544 5,775
155 '
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Public Works Department
Parks & Recreation Division
Lake Maintenance Program
Fund 1010 — General
Program 5250
Program Description, 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
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.08 0.08 0.08 0.00
' Program Expenditures
Personnel Services $ 6,336 $ 2,140 $ 2,140 $ 0
Materials and Supplies 1,324 1,660 1,530 850
Services and Charges 49,014 51,286 49,738 53,015
Maintenance 6,706 2,335 2,335 2,910
Capital 0 1,890 1,890 725
$ 63,380 $ 59,311 $ 57,633 $ 57 500
Performance Measures
Actual Budgeted Estimated Budgeted
'
1993 1994 1994 1995
Demand/Workload
' #Daily Fishing Lake Fay 5,256 6,500 6,500 6,500
#Daily Fishing Lake Seq 5,524 5,000 5,000 5,000
#Season Fishing Lake Fay 252 300 300 300
#Season Fishing Lake Seq 273 225 225 225
' #Boat Stalls Rented Lake Fay 50 64 64 64
#Boat Stalls Rented Lake Seq 37 33 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/Participant Lake Seq $4.06 $5.47 $5.47 $5.40
' 156
Public Works Department
Parks & Recreation Division
Park/Ballfield Maintenance Program ,
Fund 1010 - General Program 5260
Program Description, Objectives, and Analysis:
Provide maintenance for all park acres and facilities to ensure safe and clean parks for public use. This
includes mowing, trimming, litter control, irrigation, facility maintenance, facility installation, horticultural
works and special projects.
Plans 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.
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. All work performed is to enhance
the playability and safety of the athletic fields and programs.
Provides daily maintenance and field preparation for 8 softball/baseball fields. Gives assistance to the
Bambino Baseball and Soccer Association Baseball and Soccer Association as needed.
Manage and operate the Lake Fayetteville Softball Complex concession stand to provide service and support.
Schedules and conducts tournaments to provide fair and competitive play for the participants, to enhance the
possibility for local teams to qualify for State playoffs, and to generate funds.
Actual Budgeted Estimated Budgeted
Program Staff 1993 1994 1994 1995
Full —Time Equivalent Positions 9.94 12.27 12.27 13.65
Program Expenditures
Personnel Services $ 212,992 $ 235,128 $ 232,067 $ 268,928
Materials and Supplies 21,402 19,880 19,830 21,880
Services and Charges 104,809 113,203 108,531 122,529
Maintenance 52,019 68,993 68,993 73,296
Capital 2,618 4,945 4,945 3,235
$ 393,840 $ 442,149 $ 434,366 $ 489,868
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
Park Sites Maintained 26 26 26 29
Total Park Acreage 3,137 3,137 3,137 3,137
Restrooms Maintained 9 11 11 11
Tennis Courts Maintained 9 9 9 9
Softball Fields 6 6 6 6
Bambino Baseball Fields 7 7 8 8
Soccer Fields 9 9 11 11
Babe Ruth/American Legion 3 3 3 3
Team/Part Adult Softball 162/2610 147/3140 156/2652 160/2720
Team/Part Girls Softball 31/449 32/465 32/565 35/613
Team/Part Soccer (nondupl) 75/872 78/900 85/985 88/1019
Team/Part Bambino Baseball 78/1055 80/1087 73/988 75/1000
Team/Part Babe Ruth Baseball 18/238 18/220 20/268 '20/294
Team/Part American Legion 2/32 2/32 2/34 2/34 '
Results
Acres Mowed/Year 3,053 3,300 3,100 3,100
Litter/Restroom Hours/Year 2,338 2,000 2,500 2,500
Playground/Gen Maint Hrs/Year 3,810 2,500 2,300 2,500
Ballfield Maintenance Hours 3,618 4,580 3,800 3,900
Concession Stand Income $26,468 $26,000 $26,800 $27,000
157 '
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.
IThe primary duties of the staff are the regulation of all parking spaces in the Central Business District; to
increase the public 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. Responsibilities also include maintaining personnel, office
supplies, and other records while assisting the Traffic Division Superintendent.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
'
Program Staff
Full —Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures
' Personnel Services $ 29,402 $ 35,401 $ 34,839 $ 36,092
Materials and Supplies 502 1,000 1,000 4,020
Services and Charges 41,132 19,233 19,033 16,141
Maintenance 47 250 250 250
' Capital 0 150 150 0
$ 71,083 $ 56,034 $ 55,272 S _ 56,503
Performance Measures
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
' 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 12,849 20,000 18,000 15,000
' Spaces rented 543 543 543 543
Parking revenue 245,490 230,409 240,000 235,000
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' 158
Public Works Department
Traffic Division
Engineering & Planning Program
Fund 1010 — General
1
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.
Actual Budgeted
1993 1994
Program Staff
Full —Time Equivalent Positions 1.00 1.00
Estimated Budgeted
1994 1995
1.00 1.00
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Program Expenditures
Personnel Services $ 43,846 $ 47,821 $ 47,106 $ 47,106
Materials and Supplies 269 1,100 1,100 0
Services and Charges 2,800 3,155 2,955 1,883
Maintenance 111 450 450 450
Capital 0 400 400 0
$ 47,026 $ 52,926 $ 52,011 $ 49,439
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
Employees supervised 6 6 6 6
Programs Managed 3 3 3 3
Citizen request received 493 500 400 400 '
Traffic studies 50 50 40 40
Results
Training sessions 3 3 3 3
Citizen request answered 391 500 350 400
Traffic studies completed 40 50 30 40
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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 MUTCD (Manual on Uniform traffic
Control Devices); To ensure public safety for citizens traveling public streets through strategic planning and
maximum utilization of available resources.
This Program will he responsible for the installation of any new traffic signals not installed by the Arkansas
Highway Transportation Department (AHTD).
In addition to regular maintenance responsibilities, this program will be given the operation and
maintenance of the 17 intersection Closed —Loop Signal System which is scheduled for installation by the
AHTD in the summer of 1995
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 3.00 3.00 3.00 3.00
Program Expenditures
Personnel Services $ 72,184 $ 76,886 $ 76,886 $ 94,726
Materials and Supplies 14,244 9,569 8,062 9,107
Services and Charges 56,026 62,130 62,130 61,072
Maintenance 14,048 17,477 17,477 10,153
Capital 3,792 14,886 300 0
$ 160_,294 $ 180,948 $ 164 855 $ 175,058
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
Signs 5,200 5,200 5,300 5,500
Traffic Signals 45 45 48 50
Parking Meters 675 675 675 675
Contracted miles of striping 30 30 30 30
Results
Sign repairs 2,483 1,600 2,724 2,800
Signal Repairs 210 200 184 200
Parking Meter Repairs 537 700 598 700
Striping contracted (miles) 26 30 30 30
Work Orders issued 806 700 1,100 1,200
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Public Works Department
Street Division
City Gardener Program
Fund 1010 — General Program 5450
Program Description Objectives and Analysis:
This program provides the manpower and equipment to maintain publicly owned property and all existing
improvements thereon, such as sprinkler systems, lighting, etc..
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. .
City Gardener 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
1993 1994
Program Staff
Full —Time Equivalent Positions 0.00 2.00
Estimated
1994
2.00
Budgeted
1995
4.00
Program Expenditures
Personnel Services $
0 $
39,319 $
35,946 $
77,109
Materials and Supplies
0
0
0
0
Services and Charges
0
41,287
37,369
5,687
Maintenance
0
1,050
100
4,834
Capital
0
1,500
1,500
750
$
0 $
74,915 $
83,156 $
88,380
Demand/Workload
Parking Lots to Clean (X 6)
Hours Mowing City —owned Lots
Hours Maintaining Improvements
Mow/Weed Parking Lots (Hours)
Hours of Tree Trimming
Results
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
0 60 60; 60
.0 60 60 60
0 400 400 400
0 100 100 400
0 100 100 100
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Parking Lots Cleaned
0
60
40
60
Hours of Mowing City —owned Lots
0
60
30
60
Hrs. Maintaining Improvements
0
400
400
400
Hrs. Mowing/Weeding Parking Lots
0
100
360
400
Hours of Tree Trimming
0
100
100
100
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Fund 2100 — Street
Public Works Department
Street Division
Street Operations & Administration Program
Program 4100
' Program Description, Objectives, and Analysis:
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 benefits for the
citizens of Fayetteville in all areas where maintenance dollars are expended.
The Street Division utilizes 25 full—time and 4 to 12 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.
Actual Budgeted Estimated Budgeted
— 1993 1994 1994 _ 1995
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Program Staff
Full —Time Equivalent Positions 3.00 3.00 3.00 3.00
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Program Expenditures
Personnel Services $ 124,383 $ 130,286 $ 125,150 $ 170,261
Materials and Supplies 7,922 7,500 7,250 7,500
Services and Charges 378,232 374,417 374,417 415,176
Maintenance 5,397 6,350 5,450 6,647
' Capital 6,829 2,000 1,500 2,000
$ 522 $ 520,553 $ 513,767 $ 60.1,58.4
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Performance Measures
1 Actual Budgeted Estimated Budgeted
1993 1994 ]994 1995
' Demand/Workload
CIP Projects to Manage 0 0 1 1
Programs to Manage 4 4 5 5
' Streets/Sidewalks to Evaluate 5,603 2,297 4,364 4,400
Service Requests Received 1,363 875 2,500 2,500
(Includes Emergency Calls)
' Miles of Streets to Improve 0 0 13 12
(In House)
Results
' Value of CIP Projects to Manage 0 0 $600,000 $600,000
Programs Managed 4 4 5 5
Streets/Sidewalks Evaluated 5,603 2,297 4,364 4,400
Service Requests Resolved 1,363 875 2,500 2,500
Miles of Streets Improved 0 0 13 12
' 162
Public Works Department
Street Division
Right of Way Maintenance Program
Fund 2100 - Street
1
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).
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Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 5.70 5.60 5.60 4.20
Program Expenditures
Personnel Services $ 107,605 $ 121,050 $ 120,956 $ 84,634
Materials and Supplies 2,845 0 0 0
Services and Charges 53,529 69,584 69,527 76,575
Maintenance 2,688 4,750 2,960 4,750
Capital 0 2,750 2,750 2,750 ,
$ 166,667 $ 198,134 $ 196,193 $ 668,709
Performance Measures
I
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workload
Lane miles of right—of—way
240
245
245
245
(425 miles Total)
Hand Trimming (Hours)
1,000
3,700
2,000
3,700
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
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Public Works Department
Street Division
Street Maintenance Program
Fund 2100 - Street
Program 4120
Program Description, Objectives, 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 for all city streets.
This program provides the manpower and equipment to maintain all city streets, including those of concrete,
asphalt, chip seal, and gravel construction. Planned services include, but are not limited to: pot hole
patching, spot surface repairs, asphalt overlays, crack sealing, street cut repairs, repair of sub —base,
gravel street maintenance, curb and gutter repair/installation, shoulder repair, street/sidewalk
evaluations, stockpiling of materials, guardrail repair/installation, 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.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual
Budgeted
Estimated
Budgeted
1993
1994
-_1994
1995
13.25
13.25
13.25
13.25
$ 278,386 $
277,345 $
273,818 $
290,635
187,649
215,942
215,942
141,220
485,568
414,937
414,937
410,882
24,597
35,000
22,000
35,000
25,703
11,100
11,100
1,100
$ 1,001,903 $
954,324 $
937797 $
878,837
Performance Measures
' Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
' Asphalt in Pot Holes (Tons) 401 230 300 400
Streets to Overlay (Sq. Yds.) 0 0 130,048 130,000
Street Cuts to Repair (Each) N/A 400 200 400
' Street/Sidewalk Evaluations 5,603 2,200 4,364 4,400
Street Sweeping (Lane Miles) 4,711 2,880 2,904 2,904
Work for Other Depts. (Hrs.) 4,704 320 4,500 8,000
' Results
Asphalt in Pot Holes (Tons) 401 230 300 400
' Sq. Yds. of Streets Overlaid 0 0 130,048 130,000
Street Cuts Repaired N/A 400 200 400
Streets/Sidewalks Evaluated 5,603 2,200 4,364 4,400
Street Lane Miles Swept 4,711 2,880 2,904 2,904
' Hours Worked for Other Depts. 4,704 320 4,500 8,000
' 164
Public Works Department
Street Division
Drainage Maintenance Program
Fund 2100 - Street
1
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.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual
1993
5.05
Budgeted Estimated
1994 1994
5.15
5.15
Budgeted
1995
6.55
$ 136,466 $ 141,780 $ 141,752 $ 180,603
27,147 29,736 17,000 15,000
126,900 172,635 172,635 225,264
4,003 10,000 7,000 10,000
900 6,750 1,550 1,750
$ 295,416 $ 360.901 $ 339,937 $ 432,617
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
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
1,650
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
1,650
1,000
Bridges Cleaned/Maintained
40
109
109
109
165
Public Works Department
Street Division
Street Construction Program
Fund 2100 — Street Program 5500
Program Description, Objectives, and Analysis:
Street Construction Program captures the cost associated with upgrading, constructing and reconstructing
city streets utilizing Street Fund funds.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 478 $ 0 $ 0 $ 0
Capital 0 130,000 130,000 0
$ 478 $ 130,000 $ 130,000 $ 0
166
Public Works Department
Street Division
Construction of Drainage Structures Program
Fund 2100 - Street Program 5520
Program Description Objectives, and Analysis:
Construction of Drainage Structures Program captures the cost associated with upgrading, constructing, and
reconstructing city bridges, culverts and other drainage structures utilizing Street Fund funds.
• Actual
1993
Program Staff
Full —Time Equivalent Positions 0.00
Budgeted
0.00
Estimated
1994
0.00
Budgeted
0.00
Program Expenditures
Services and Charges $ 0 $ 0 $ 0 $ 0
Capital 245,076 205 0 0
$ 245,076$ 205$ 0$ 0
167
Public Works Department
Water Supply Division
Water Purchased Program
Fund 5400 — Water & Sewer Program 3800
Program Description, Objectives and Analysis:
Water Purchases Program captures the cost to the City for water purchases made from Beaver Water District
in accordance with the water supply agreement between the City and Beaver Water District. The City
purchases treated water that is pumped from Beaver Water District facilities on Beaver Lake to the City's
water distribution and storage system. The water is pumped through paralell 36" and 42" pipes a distance of
approximately ten miles. The engineered service capacity of the transmission pipes is based on meeting the
City's treated water needs through 2014.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 3,702,517 $ 4,818,100 $ 4,125,000 $ 4,476,000
Depreciation 57,517 77,186 77,186 77,186
$ 3260,034 $ 4,895,286 $ 4,202,186 $ _4,553,186
Gallons of Water Purchased (in millions)
M
10
0
10
0
1972 IWJ 1991 199161 19T
Ave Daily Consumption iDaily Pumping Capacity
3,876 4,770 4,081 4,432
. Public Works Department
Transmission & Distribution Division
Water & Sewer Operations Program
Fund 5400 — Water & Sewer. Program 4000
Program Description, Objectives, and Analysis:
To manage the operations, maintenance, safety and training of the Water and Sewer Maintenance Divisions.
The Water Maintenance Division maintains the water distribution systems for the Cities of Fayetteville,
Farmington Greenland, Wheeler and growth areas. It works with other City divisions, consulting engineers
and manufacturers on all aspects of the water system. The water distribution system consists of 400 miles of
water mains, 1300 fire hydrants, 14,000 valves, 8 storage tanks, 3 lake dams and 6 pump stations, providing
water to over 55,000 persons with over 22,000 accounts.
The Sewer Maintenance Division maintains the sewer collection systems for the Cities of Fayetteville,
Farmington and Greenland. It coordinates and manages all sewer rehabilitation projects, and acts as the
liaison to Federal and State regulatory agencies, contract service vendors and consulting engineering firms
working on sewer system projects. It coordinates cleaning, maintenance, and, if necessary, designs and
coordinates replacements for sewer system elements using sewer construction, maintenance and
rehabilitation techniques. The sewer system consists of over 350 miles of sewer mains and 7,000 manholes,
and serves over 50,000 persons.
This program combines prior year programs 5400-4000 (Water Administration) and 5400-4010 (Sewer
Administration).
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 7.00 7.00 7.00 8.00
Program Expenditures
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Personnel Services $ 273,077 $ 338,196 $ 284,603 $ 410,724 ,
Materials and Supplies 31,232 13,850 13,431 12,750
Services and Charges 1,656,454 1,634,808 1,628,023 1,731,101
Maintenance 21,343 18,901 18,601 34,025
Capital 0 25,500 25,500 30,525
Depreciation 33,822 34,937 34,937 33,822
$ 2,015,927 $ 2,066,192 $ 2,005,095 $ 2,252,947
Demand/Workload
1. Number of Employees
2. Number of Equipment Units
Results
1. Admin. cost per customer
2. O&M cost per customer
3. Number of safety meetings
4. Employee accidents
5. Equipment accidents
Performance Measures
n
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
17.00 18.50 18.50 38.00
17.00 17.00 17.00 41.00
$63.00 $58.99 $50.65 $100.10
$53.45 $142.00 $57.72 $81.49
20 50 50 50
7 0 6 10
2 0 3 5
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Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
' e
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.
Number of Water Samples
1,095
772
741
1,050
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Public 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 desirable to use to its
55,000 users with minimum interruptions, and to maintain the three City lake dams.
Water
maintenance is a 24 hour service which includes
repairing water main
lines, valves, fire hydrants, and
meters.
It also involves constructing new (replacement)
lines as appropriate.
The water distribution system is made up of 400 miles of water main, 1,300 fire hydrants, and 14,000 water
valves.
This program is a combination of prior year programs: 5400-4310 (Water Distribution), 5400-4380 (Growth
Area Mains Maintenance), and 5400-4390 (Water Maintenance Farmington and Greenland).
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
Actual Budgeted
1993 1994
Estimated
1994
Budgeted
1995
10.10 9.00 9.00 9.00
$ 236,851 $
241,268 $
241,268 $
273,178
80,173
91,000
90,000
120,000
141,812
163,282
151,150
179,641
8,680
7,500
5,500
7,500
0
2,500
2,000
2,500
472,494
593,060
593,060
828,795
$ 940,009 $
1,098,610 $
1,082,978 $
1411614
Performance Measures
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Results
1. Water Leaks Repaired
2. Water Samples Taken
3. Water Line Constructed (feet)
4. Fire Hydrants Repaired
308
357
170
320
704
704
820
800
600
600
4,000
4,000
43
36
44
44
' 170
Public Works Department
Transmission & Distribution Division
Water Storage & Pump Maintenance Program
Fund 5400 — Water & Sewer
1
Program 4330
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, and 3 lake dams.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Depreciation
Demand/Workload
1. Number of Water Tanks
2. Number of Water Pump Sta.
3. Number of Water Pumps
4. Number of Lake Dams
5. Total Storage (mil.gal)
Results
1. Water Tanks (Maint.Hrs)
2. Water Pump Sta. Repairs
3. Water Pumped (MGD)
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
2.08 2.15 2.15 2.00
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$ 38,325 $
81,647 $
70,019 $
72,806
4,142
10,000
8,000
12,000
18,135
29,419
26,214
29,528
• 1,299
1,300
1,100
1,200
26,411
26,600
26,600
26,411
$ 88,311 $
148.966 $
131,933 $
141.945
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Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
• 8 8 8 10
• 5 6 6 6
11 14 14 14
3 3 3 3
15 15 15 21
• 227 64 72 100
124 80 25 •25
10 • 10 11 • 12
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Public Works Department
Sewer Maintenance & Collection Division
Sewer Main Maintenance Program
Fund 5400 — Water & Sewer Program 4410
' Program Description, Objectives, and Analysis:
This program consists of maintaining and rehabilitating 350 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 existing sewer
lines that are in good condition. Lines which cannot be rehabilitated or which are too small are replaced.
This program is a compilation of prior year programs: 5400-4410 (Sewer Main Maintenance), and
5400-4440 (Sewer Maintenance of Farmington and Greenland).
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
'Program Staff
Full —Time Equivalent Positions 11.82 15.85 15.85 16.00
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Program Expenditures
Personnel Services $ 332,631 $ 438,991 $ 400,207 $ 447,986
Materials and Supplies 51,230 65,500 63,500 68,000
Services and Charges 279,278 324,625 324,625 360,882
Maintenance 10,064 11,500 11,500 14,000
'• Capital 0 1,500 1,500 7,000
Depreciation 538,522 612,628 612,628 667,811
$ 1211725 $ 1,454,744 $ 1,413,960 $ 1,565,679
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Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
1. Miles of Sewer Main 274 274 274 370
2. Number of Manholes 6,261 6,261 6,261 7,000
Results
1. Sewer Calls 889 856 740 750
2. TV Line Inspected (feet) 50,283 65,469 71,000 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. Sewer Line Replaced/Lined 1,007 2,094 4,000 4,000
6. Manholes Rehabilitated/Built 200 500 560 500
' 172
Public Works Department
Wastewater Treatment Division
Wastewater. Treatment Plant Program
Fund 5400 — Water & Sewer Program 5100
Program Description, Objectives, and Analysis:
Wastewater Treatment 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. The
change in treatment volumes over the past few years have been primarily due to three factors: change in
rainfall amount, improvements to the City's sanitary sewer system through the sewer rehabilitation project,
and growth in residential population. A sewer system study is budgeted in the Water & Sewer Fund for 1995
to determine improvements to be scheduled over the next five to ten years.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Actual Budgeted
1993 1994
0.00 0.00
Estimated
1994
0.00
Budgeted
1995
0.00
Services and Charges
$ 2,517,078 $
2,689,116 $
2,630,119 $
2,987,069
Maintenance
35,060
117,997
117,997
66,718
Capital
0
3,456
3,332
1,500
Depreciation
2,754,083
2,755,834
2,754,083
2,795,735
$ 5,306,221 $
5,566,403 $
5,851,022
5,505,531 $
'5
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:9918[ 1993
Average Daily Flow Permitted Plant Capacity — Daily
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Public Works Department
Transmission & Distribution Division
Capital Water Mains Program
Fund 5400 — Water & Sewer
Program 5600
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.
The expenditure flucuations between budget years is attributed to completion of the 36" waterline and
attendent storage facilities planned for 1994. Water system improvements for 1995 are listed below.
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Materials and Supplies $ 314 $ 250 $ 0 $ 250
Services and Charges 32,303 1,000 0 64,000
Capital 5,385,709 9,267,953 9,267,953 1,043,000
$ 5,418,326 $ _._269,203 $ 9,267,953 $ 1,107,250
Water System Study
Ash Street Water Pump Back—up Generator
6th Street — 24" Waterline Replacement
Razorback Road Water/Sewer Relocations
Rolling Hils Waterline Replacement
Water/Sewer Cost Sharing and As Needed
Wedington Raoad — 24" Waterline Expansion
$64,000
$13,000
$265,000
$150,000
$108,000
$80,000
$425,000
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Public Works Department
Transmission & Distribution Division
Capital Expenditures Program
Fund 5400 — Water & Sewer Program 5610
Program Description, Objectives, and Analysts:
Capital Expenditures Program captures the cost associated with upgrading fixed assets for the Transmission
and Distribution Division.
This program combines prior year programs 5400-5610 (Water Capital) and 5400-5710 (Sewer Capital)
Actual
1993
Program Staff
Full —Time Equivalent Positions 0.00
Budgeted
0.00
Estimated
1994
0.00
Budgeted
0.00
Program Expenditures
Capital
$
29,817 $
41,650 $
41,650 $ 83,400
$
29,817 $
41,650 $
41,650 $ 83,400
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Public Works Department
Transmission & Distribution Division
Water & Sewer Connections Program
Fund 5400 — Water & Sewer Program 5620
Program Description, Objectives, and Analysis:
Water Connections Program captures the cost associated with making water connections to the City's water
distribution system within the city limits.
This program combines prior year programs 5400-5620 (Water Connections), 5400-5630 (Rural Water
Connections), and 5400-5720 (Sewer Connections). It now includes all City —made connections to either
the water distribution or sewer collection system.
Actual Budgeted
1993 1994
Program Staff
Full —Time Equivalent Positions 2.00 3.00
Program Expenditures
Estimated Budgeted
3.00 3.00
Personnel Services
$ 65,093 $
74,301 $
70,833 $
88,097
Materials and Supplies
54,129
72,436
64,000
70,000
Services and Charges
35,708
59,218
59,162
43,632
Maintenance
1,978
3,655
3,431
4,500
$ 156,908 $
209,610 $ _
197,426 $
2066229
Results
1. Connections Made
Performance Measures
Actual Budgeted
1993 1994
496 580
176
Estimated Budgeted
1994 1995
546 550
Public Works Department
Sewer Maintenance & Collection Division
Sewer Mains Construction Program
Fund 5400 — Water & Sewer
Program 5700
Program Description, Objectives, and Analysis:
Sewer Mains Construction Program captures the cost associated with upgrading the City's sewer main
collection system within the city limits. The City has established an on —going program to upgrade the City's
sewer collection system. Funding for the effort is from the Water & Sewer Fund and the Sales Tax Capital
Improvements Fund. Projects utilizing water & sewer resources are listed below.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Materials and Supplies
Services and Charges
Capital
Actual Budgeted Estimated Budgeted
1993. 1994 1994 1995
0.00 0.00 0.00 0.00
$ 0.$ 0$ 0$ 0
0 5,208 0 150,000
0 1,338,098 1,338,098 2,528,000
$ 0 $ 1,343,306 $ 1,338,098 $ 2,678,000
Sanitary Sewer Rehabiliation
Sewer System Study
18" Sewer Force Main Replacement
Hwy 16 West Force Main
$1,728,000
$150,000
$200,000
$600,000
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Public Works Department
Wastewater Treatment Division
Wastewater Treatment Plant Capital Program
Fund 5400 — Water & Sewer Program 580C
' Program Description, Objectives and Analysis:
Wastewater Treatment Plant Capital Program captures the cost associated with upgrading fixed assets for the
Wastewater Treatment Plant.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
' Materials and Supplies $ 273 $ 0 $ 0 $ 0
Services and Charges 643 1,607 200 200
Capital 78,919 194,132 194,132 213,000
Transfers 0 35,500 35,500 0
' $ 79,835 $ 231,239 $ 229,832 $ 213,200
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Computer System Upgrade
Testing Equipment
SMS Access Road Improvements
Safety Equipment Improvements
Atomic Absorption Unit
Plant Pumps and Equipment
178
$5,300
$5,300
$5,300
$8,000
$79,500
$109,600
Public Works Department
Water & Sewer Division
Debt Service Program
Fund 5400 — Water & Sewer Program 6800
Program Description, Objectives and Analysis:
Debt Service Program captures the cost associated with outstanding Water & Sewer Fund debt issues. The
cost does not address principal payments owed.
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Program Staff
Full —Time Equivalent Positions
Actual Budgeted
1993 1994
0.00 0.00
Estimated
0.00
Budgeted
1995
0.00
Program Expenditures
Debt Service $
418,059 $
1,018,444 $
675,696 $ 934,000
$
418,059 $
1,018,444 $
675,696 $ 934,000
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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 Solid Waste Administrator's
responsibilities 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 Facility
and Processing Facility, and instituting new programs such as, hulk pick—up service, yardwaste 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 responsibilities include supervising the employees, managing the fleet, and responding to citizen
requests and complaints. The Operations Assistant is responsible for a wide array of tasks such as,
compiling information, performing route and account audits and assisting the Administrator and Operations
Supervisor.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
Actual Budgeted Estimated
1993 1994 1994
Budgeted
1995
4.00 3.75 3.75 3.75
$ 161,634 $
207,720 $
170,541 $
255,430
4,371
3,700
3,550
3,530
392,380
524,683
517,317
454,955
2,554
2,460
2,219
3,040
0
1,300
1,300
4,000
16,456
19,610
19,610
16,616
$ 577_:395 $
759,473 $
714,537 $
737,571
Performance Measures
Actual Budgeted Estimated Budgeted
' 1993 1994 1994 _ 1995
Demand/Workload _
Programs Administered 5 5 5 5
' # of Employees Supervised 35 35 35 35
Investigate/Resolve Citizen
Complaints and/or Requests 416 520 400 400
' Results
% Complaints/Requests Resolved 80 95 95 95
% of programs objectives met 85 85 85 85
New programs instituted 2 2 2 5
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Public Works Department
Solid Waste Division
Commercial Collections Program
Fund 5500 - Solid Waste Program 5010
Program Description, Objectives, and Analysis:
The Commercial Collections Program provides collection of commercial waste to 2,609 accounts each year.
The commercial sector produces approximately 20,721 tons of waste each year which accounts for 70% of the
City's total waste stream. The commercial program provides collection of both commercial can and load —all
dumpster accounts. 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 collected with four one man routes utilizing four front loader
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.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 7.00 7.00 7.00 7.00
Program Expenditures
Personnel Services
$ 188,291
$ 214,500 $
208,020 $
221,279
Materials and Supplies
216
350
175
350
Services and Charges
633,668
821,874
795,074
821,678
Maintenance
29,594
30,000
28,766
30,517
Capital
0
30,240
29,822
350
0
0
0
5,978
$ 851,770
$ 1,096,964 $
1,061,857 $
1,080,152
Performance Measures
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Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload
# of Commercial Accounts 2,367 2,624 2,533 2609
# of Commercial Routes 5 6 6 7•
Tons of Commercial Waste 17,268 18,828 20,117 20,721
# of Scheduled Collections/yr 170,000 200,564 206,388 208,452
Requests for Add. Pickups/yr 728 1,151 1,230 1,000
Results _ I
# of Containers Sold/Leased 22/0 25/32 43/0 100/0
Landfill Cost per ton 27.50 30.00 27.50 27.50/40.00
Commercial Cost per ton 49.33 58.26 52.78 52.13
Divisional Operational Cost/ton 38 37 37 52
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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 residential program provides waste collection to 15,340 residence in the City
each year. The residential sector produces approximately 11,991 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 —hid
our waste disposal in the future in an effort to obtain a longer term contract.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1993 1994
Estimated
1994
Budgeted
1995
19.00 19.00 19.00 23.00
$ 426,834 $
452,638
$ 387,907 $
499,103
650
350
350
350
558,455
609,706
609,706
686,482
32,904
32,979
32,900
34,171
0
1,215
1,215
1,215
$ _. _1,018,843 $ _L096,888
1,221,321
$ X03207$ $
Performance Measures
' Actual Budgeted Estimated Budgeted
199.3 199.4 1994 1995
Demand/Workload
# of Households Collected 14,528 14,500 14,893 15,340
# of Residential Routes 7 7 7 8
' Tons of Waste Collected/year 8,369 8,769 11,642 11,991
Number of Households/route 2,075 2,071 2,128 1,917
# Households served/day 7,264 7,250 7,447 7,670
' # of exemptions/backdoor serv. 285 350 300 300
Results
' Residential Cost per ton 69.00 72.00 88.65 101.85
Number of Accidents 21 20 30 20
Landfill cost per ton 21.50 27.50 27.50 27.50/40.00
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Public Works Department
Solid Waste Division
Recycling Program
Fund 5500 — 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 landfill to
productive use. The services provided 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 providing 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 9 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 be recycled, how to collect and prepare them, making
arrangements to market them and estimating the costs of recycling.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
2.00 2.00 2.00 2.00
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$ 63,337 $ 76,765 $ 37,275 $ 58,132
1,121 7,357 7,258 2,650
68,565 122,034 113,515 98,638
3,584 16,913 16,913 5,733
0 679,025 679,025 544,075
11,514 13,551 13,550 50,658
$ 148,120 $ 915,645 $ 867,536 $ 759,886
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workload
1) Tons of newspaper recycled
746
900
705
916
2) Tons of glass recycled
381
450
395
474
3) Tons of aluminum recycled
23
26
23
28
4) Tons/office paper recycled
8
8
8
8
5) Gallons/drain oil recycled
848
1,000
627
627
Results
1) Cu. yds. diverted/landfill 4,430 5,477
2) Tons diverted from landfill 1,158 1,384
3) Landfill costs avoided 22,815 27,385
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4,920 5,761
1,131 1,426
30,883 48,128
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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 salaried 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 facilitate
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 $2 loading fee if the City loads the mulch. Wood that is too large to
grind is given away for firewood.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures
' Personnel Services $ 66,550 $ 69,657 $ 62,680 $ 90,880
Materials and Supplies 1,523 2,475 1,175 600
Services and Charges 101,767 137,687 131,532 137,448
Maintenance 2,468 4,225 4,225 4,358
Capital 0 1,475 1,000 1,400
• Depreciation 11,514 13,551 13,551 0
$ 183,822 $ 229,070 $ 214,163 $ 234,686
Performance Measures
Actual Budgeted Estimated Budgeted
' 1993 —1994 1994 1995
Demand/Workload
1) Cu. yds. of brush received 26,711 18,000 7,864 8,650
2) Cu. yds. of grass received 1,552 1,400 735 809
3) Cu yds of leaves received 2,783 3,500 1,910 2,101
Results
1) Landfill costs avoided 159,887 80,000 43,350 59,533
2) Cu yds diverted/landfill 31,046 22,900 10,509 11,560
3) Total revenue 3,890 4,500 7,723 8,495
4) Cu yds of compost sold 627 650 1,205 1,326
5) Cu yds mulch distributed 1,184 1,200 2,119 2,331
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Public Works Department
Public Works Director Division
Public Works Director Program
Fund 9710 — Management Program 2440
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 6200 for the 1995 description and related information of the Public Works Director Program.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Actual Budgeted
1993 1994
3.00 0.00
Estimated
1994
0.00
Budgeted
0.00
Personnel Services
$ 130,508 $
0 $
0 $
0
Materials and Supplies
3,811
0
0
0
Services and Charges
33,910
0
0
0
Maintenance
151
0
0
0
Depreciation
294
0
0
0
$ 168,674$
0$
0$
0
185
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 1995 description and related information of the Plans and Specifications Program.
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Program Staff
Full —Time Equivalent Positions
4.10 0.00 0.00 0.00
Program Expenditures
Personnel Services
$ 164,549 $
0 $
0 $
0
Materials and Supplies
3,004
0
0
0
Services and Charges
27,480
0
0
0
Maintenance
119
0
0
0
Depreciation
0
0
0
0
Capital
1,169
0
0
0
$ 196,321 $
0 $
_ 0 $
0
Demand/Workload
1. In—house preparation of plans
and specifications for P/W Projects
2. Management of P/W Projects
3. Management of Eng Contracts
4. In—house studies and reports
Performance Measures
Actual Budgeted
1993 1994
3 0
16
0
7
0
3
0
Estimated Budgeted
0
0
0
0
0
0
0
0
Public Works Department
City Engineer Division
Operations & Administration Program
Fund 9710 — Management Program 2220
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 6220 for the 1995 description and related information of the Operations & Administration Program.
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Program Staff
Full —Time Equivalent Positions 2.90 0.00 0.00 0.00
Program Expenditures
Personnel Services
$ 98,740 $
0 $
0 $
0
Materials and Supplies
4,475
0
0
0
Services and Charges
94,918
0
0
0
Maintenance
277
0
0
0
Depreciation
14,539
0
0
0
Capital
0
0
0
0
$ 212,949$
0$
0$
0
Demand/Workload
1. Subdivisions reviewed and reports
prepared for the planning commis
2. Planning Commission reports
prepared for tandem lots, lot
splits, LSD's, and ROW's
3. Grading plans reviewed & Appr.
4. Management of City projects
• Performance Measures
Actual Budgeted
• 1993 • 1994
50 0
103 0
60 0
13 0
Estimated Budgeted
1994 1995
0 0
0 0
0
0
0
0
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Public Works Department
City Engineer Division
Right of Way Acquisition
Fund 9710 — Management Program 2230
Program Description, Objectives, and Anaalysis.
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 1995 description and related information of the Right of Way Acquisition Program.
Program Staff
Full —Time Equivalent Positions
Program Exnenditures
Actual Budgeted
1993 —1994
2.70 0.00
Estimated
0.00
Personnel Services
$ 17,421 $
0 $
0 $
Materials and Supplies
2,457
0
0
Services and Charges
22,344
0
0
Maintenance
494
0
0
Depreciation
1,028
0
0
Capital
0
0
0
$ __43,744 S
0 $
0 $
Demand/Workload
1. Projects requiring the acquisition
of easements and rights of way
2. Management of appraisal service
Contracts
3. Acquisition and disposal of
properties
Performance Measures
Actual Budgeted Estimated
13 0 0
N/A 0 0
N/A 0 0
Budgeted
1995
0.00
0
0
0
0
0
A
Budgeted
1995
0
0
0
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Public Works Department
City Engineer Division
Public Construction Program
Fund 9710 — Management Program 2240
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 6240 for the 1995 description and related information of the Public Construction Program.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Actual Budgeted
1993 1994
2.00 0.00
Estimated
0.00
Budgeted
1995
0.00
Personnel Services
$ 83,374 $
0 $
0 $
0
Materials and Supplies
5,298
0
. 0
0
Services and Charges
20,532
0
0
0
Maintenance
3,496
0
0
0
Depreciation
1,478
0
0
0
Capital
1265
0
0
0
$ 115,443 $
0 $
0 $
0
Demand/Workload
Subdivision Construction Projects
City Construction Projects
Performance Measures
Actual Budgeted
1993 1994
50 0
13. 0
Estimated Budgeted
1994 1995
0
0
0
0
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 1995 description and related information of the Planning Program.
Actual
1993
Program Staff
Full —Time Equivalent Positions 5.50
Program Expenditures
Budgeted Estimated Budgeted
0.00 0.00 0.00
Personnel Services
$ 168,573 $
0 $
0 $
0
Materials and Supplies
12,595
0
0
0
Services and Charges
124,782
0
0
0
Maintenance
565
0
0
0
Capital
0
0
0
0
Depreciation
6,332
0
0
0
$ 312,8475
0 $ ______0$
0
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand,/Workload
1) Public Meetings
134
0
0
0
2) Public Inquiries
12,936
0
0
0
3) Agendas assembled
76
0
0
0
4) Planning Reports/
300
0
0
0
Recommendations
5) Ordinances Revised/Updated
3
0
0
0
Results
1) Public Meetings — %
35
0
0
0
2) Public Inquiry — %
30
0
0
0
3) Agendas Assembled — %
15
0
0
0
4) Planning Reports — %
30
0
0
0
5) % Activity Completed Ontime
98
0
0
0
190
Planning Management Department
Planning Management Division
Urban Forestry & Landscape Program
Fund 9710 — Management
Program Description, Objectives, and Analysis:
This program emphasizes long—term stewardship of the urban forest and landscape. Rapid growth and
development threaten the urban forest which provides oxygen rich air, moderates noise and air pollution,
reduces heat and glare, improves land values and reduces energy consumption. This program provides the
information needed to protect important resources which benefit the public health and. welfare.
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Program 2340
This program is administered through the City Horticulturist who is the clearinghouse and consultant for city
projects and citizen inquiries impacting trees and the landscape. The In—house Urban Forestry Committee
was created so the City Horticulturist can assist city departments with projects involving trees and related
vegetation through consultation, educational workshops, and public relations. Duties for the City
Horticulturist include overseeing special projects involving the landscape on public grounds to insure proper
procedures are practiced in specification preparation and implementation.
Program Staff
Full —Time Equivalent Positions
Actual Budgeted
1993 . 1994
1.00 0.00
Estimated
1994
0.00
Budgeted
1995
0.00
Program Expenditures
Personnel Services
$ 18,687 $
0 $
0 $
0
Materials and Supplies
665
0
0
0
Services and Charges
19,710
0
0
0
Maintenance
180
0
0
0
Capital
0
0
0
0
$ 39242$
0$
0$
0
PT
Performance Measures
Actual Budgeted Estimated Budgeted
1993 1994 1994 1995
Demand/Workload '
Grant Applications 1 0 0 0
New Ordinances Proposed 1 0 0 0
Tree Planting Projects 0 0 0 0 '
Results
Grants Received 1 0 0 0
Ordinances Adopted by Council 1 0 0 0
1
During 1993 the focus of this program was changed from a planning function to a maintenance function.
Additionally, funding for this function was changed to General Fund and the program was renamed 5450
Public Lands Maintenance.
1.91 '
General Government
Inspections Division
Inspection Program
Fund 9710 — Management Program 2400
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 6400 for the 1995 description and related information of the Inspection Program.
Actual
1993
Program Staff
Full —Time Equivalent Positions 6.80
Program Expenditures
Budgeted Estimated Budgeted
0.00 0.00 0.00
Personnel Services
$ 193,200 $
0 $
0 $
0
Materials and Supplies
6,984
0
0
0
Services and Charges
74,457
0
0
0
Maintenance
2,947
0
0
0
Depreciation
6,188
0
0
0
Capital
0
0
0
0
$ 28376_ $
0 $
---0
0 $
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1993
1994
1994
1995
Demand/Workload
1. Bldg. Plans Submitted
450
0
0
0
2. Permit & C of O Applications
4,734
0
0
0
3. Requests for Inspections
18,701
0
0
0
Results _
1. Bldg. Plans Reviewed
650
0
0
0
2. Permits and C of O's Issued
3,200
0
0
0
3. Inspections Made
15,500
0
0
0
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Notes
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City of Fayetteville, Arkansas
Capital Improvements Program
Since 1988, the City of Fayetteville has produced annually, a Five -Year Capital Improvements
Program (C.I.P.). The C.I.P. examines the infrastructure and capital needs of the City for the
next five years. The C.I.P. is reviewed and updated on an annual basis to reflect the changing
needs of the community and changes in available funding for financing capital projects. The
C.I.P. should be considered as a financial planning tool that lists the City's capital improvement
projects, 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 1995 projects in the 1995-1999 C.I.P. are included in the 1995 Budget.
The City finances capital improvements primarily on a pay as you go basis utilizing revenue
from the 1% City sales tax and operating revenues from the Airport Fund, Shop Fund, and
Water & Sewer Fund. Long-term debt is considered and utilized only for projects that are of
such dimension as to warrant a bond issue.
Projects are identified and funded taking into consideration government imposed mandates,
usefulness to the community, and affect on operational expenses. Parks and Recreation Advisory
Board, City Council Street Committee, and City Council Water & Sewer Committee meetings
are held to obtain committee and public input and guidance regarding parks, streets, bridge and
drainage improvements, and water & Sewer improvements. Projects which have a total cost of
$ 10,000 or more should be included in the C.I.P.. Projects in the C.I.P. may include the
following:
• obligations for labor, materials, and contractors involved in completing a project,
• acquisition of land or structures,
• engineering or architectural services, and other professional services,
• expenses for City vehicles and equipment used on construction projects,
• renovating or expanding City facilities and grounds,
• significant maintenance or repair cost extending useful lives or facilities.
The Subsequent pages provide a summary of the 1995-1999 Capital Improvements Program
listed by fund and by project area followed by a listing of the capital projects which the City
plans for 1995. The 1995 projects are in accord with the 1995-1999 Capital Improvements
Program document with the following exceptions: the C.I.P. lists Shop fund expenditures at the
projected purchase price less trade in value, whereas the 1995 Budget lists Shop fund
expenditures at the projected purchase price; additional funding has been included in the 1995
Shop fund budget because of a misstatement of a vehicle's cost in the C.I.P.; the CDBG grant
funding for the 1995 budget is greater than estimated in the C.I.P.; and a sewer force main on
Highway 16 west was added in the Water & Sewer Fund. Further information regarding the
capital improvements project process and supporting details for the specific projects is contained
in the C.I.P. document.
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CITY OF FAYETTEVILLE, ARKANSAS '
CAPITAL IMPROVEMENTS PROGRAM DIRECTIONAL INFORMATION
Introduction
The Capital Improvements Program (C.I.P.) for the City of Fayetteville examines the
infrastructure and capital needs of the City for the next five years. The CIP is reviewed and
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.
Financing
The City finances capital improvements on essentially a pay as you go basis utilizing revenue
from the 1% City sales tax adopted in 1993 and operating revenues from the Airport Fund, Shop
Fund, and, Water & Sewer Fund. 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, long-term debt is considered and utilized only when the
City faces a project that is of such importance and sufficient financial magnitude as to warrant
a bond issue.
The CIP is not a financing document in and of itself. Rather, the CIP is utilized as a planning 1
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 Are in the CIP
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 funds. '
Project Cost Determination 1
All projects are costed in current or 1994 dollars. Then a determination of the year the project
is expected start is made. Finally, determination of the projected cost of the improvement is
made by referring to "Project Cost Table" that provides the project inflation multiplier to be
used for the project in the anticipated project year.
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Priority Selection of Projects
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 is 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 List", which will
identify the cost of the project in 1994 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, or if another
funding source is identified.
The Parks and Recreation Advisory Board, City Council Street Committee and City Council
Water & Sewer Committee meetings have been held to obtain committee and public input and
guidance regarding parks, streets, bridge and drainage improvements and water & sewer
improvements planned for the next five years.
Impact on Operations Cost
The majority of the projects planned in the CIP will have a minor impact on operational budgets.
Most of the projects planned over the next five years replace high maintenance water lines,
sewer lines and street segments. Performing reconstruction of these items will free up
maintenance budgets to address areas that currently have a lesser priority. There are a few
projects that will have a significant impact on operations budgets. The most significant of these
projects is the new fire station planned for 1998. The increased operations cost is primarily due
to providing adequate staffing and additional utility expense associated with the facility.
Additionally, a new fire apparatus is planned to coincide with the opening of the fire station.
Organization of the Capital Improvements Program Document
The document is organized into three (3) primary sections, as follows:
I) Introduction/ Summary
This section contains the transmittal letter from the Mayor, a CIP overview, and several
summary schedules which explain the resources for the CIP 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.
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II) Project Details by Funding Source ,
This portion of the document is actually found in five separate tabs, which are broken ,
into the primary sources for the 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 asterisk (*) 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 impact of the project on operations. A visual aid
is included for the project, if appropriate and available.
III) Unfunded Projects I
The CIP 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 many project
requests as possible. Unfortunately, there continue to be significantly more project
requests than resources available. This has resulted in an extensive Unfunded Projects
List totalling almost $44 million. All projects on this list are considered to be viable
projects for which no current funding exists. I
Capital Improvement Policy
The Capital Improvement Program (CIP) 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. The policies and the CIP 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 Improvement Policy
(CIP) which will provide for the orderly maintenance, replacement, and• expansion of
capital assets.
• The CIP 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 sources.
• When preparing the CIP 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
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197
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 public hearings in relation to the
establishment of projects and projects priorities.
198
CITY OF FAYETTEVILLE, ARKANSAS
CIP PROJECT COST TABLE
1995-1999
All capital project requests are first costed in 1994 dollars. Then, a determination will be made
as to the year in which the project should be initiated. Once this information was decided, the
information in the table below was used to obtain the future year cost of the project.
Inflation Recommendations
6% factor - This factor should be used in calculating in all project categories.
Example: A street project that cost $1,000,000 in 1994 dollars that is expected to be done
in 1997 would use the inflation factor of 1.191. To get the expected cost of the
project in 1997 dollars multiply $1,000,000 by 1.191, which equals $1,191,000.
City of Fayetteville, Arkansas
1995 — 1999 Capital Improvements Program
Summary of Project Requests & Project Resources
By Fund — All Sources
Project Requests
1995
1996
1997
1998
1999
Tota]
Airport Fund
S 488,000 $
673,000 $
762,000 $
513,000 $
324,000 $
2,760,000
Sales Tax Capita] Improvements Fund
7,002,400
5,670,800
6,079,300
6,297,500
6,113,500
31,163,500
Shop Fund
1,949,700
1,042,500
750,800
1,087,200
1,426,800
6,257,000
Water & Sewer Fund
3,588,200
1,754,000
1,944,000
1,109,700
1,137,000
9,532,900
Community Dev. Block Grant Fund
725,000
625,000
625,000
625,000
625,000
3,225,000
Solid Waste Fund
250.000
138,000
388,000
Unfunded Projects
43,950,200
43,950,200
S 57,953,500 $
9,903,300 $
10,161,100 $
9,632,400 $
9,626,300 $
97,276,600
Resources Available 1995 1996 1997 1998 1999 Total
Airport Fund
$ 1,315,300 S
548,900 $
542,300 $
532,000 $
293,500 $
3,232,000
Sales Tax Capital Improvements Fund
7,078,000
6,015,600
6,469,800
6,660,500
6,743,000
32,966,900
Shop Fund
2,230,200
1,253,900
1,252,700
1,261,300
1,278,900
7,277,000
Water & Sewer Fund
4,064,000
2,300,000
1,825,000
1,000,000
1,000,000
10,189,000
Community Dev. Block Giant Fund
725.000
625,000
625,000
625,000
625.000
3,225.003
Solid Waste Fund
250,000
138,000
388,000
S 15,662,500 $
10,881,400 $
10,714,800 $
10,078,800 $
9,940,400 $
57,277,900
200
Capital Improvement Projects
By Project Area - All Sources
1995 — 1999
(25.0%) Street
(6.1%) Community Development Block G
(11.7%) Shop
(5.2%) Airport
?ublic Safety
1.6%) Bridge, Drainage, & Transportation
(2.4%) Other
(3.0%) Parks & Recreation
(1.7%) Solid Waste
(35.7%) Water & Sewer
City of Fayetteville, Arkansas
1995 — 1999 Capital Improvements Program
By Project Area — All Sources
Five Year Summary
Project Area
1995
1996
1997
1998
1999
Total
Airport
$ 488,000 $
673,000 $
762,000 $
513,000 $
324,000 $
2,760,000
Bridge, Drainage, & Transportation
507,500
436,500
468,000
481,500
558,500
2,452,000
Community Development Block Grant
725,000
625,000
625,000
625,000
625,000
3,22.5,000
Parks & Recreation
308,300
231,700
348,800
350,000
372,000
1,610,800
Public Safety
206,000
713,000
58.5,000
421,000
.549,000
2,474,000
Shop
1,949,700
1,042,500
750,800
1,087,200
1,426,800
6,257,000
Solid Waste
540,000
369,100
909,100
Street -
3,154,600
2,845,000
2,415,000
2,685,000
2,248,000
13,347,600
Water & Sewer
- 5,780,200
2,742,500
4,021,500
3,224,700
3,257,500
19,026,400
Other
344,000
225,000
185,000
245,000
265,500
1,264,500
$ 14,003,300 $
9,903,300 $
10,161,100 $
9,632,400 $
9,626,300 $
53,326,400
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Capital Improvement Projects
Sales Tax Capital Improvements Funding
By Project Category
1995 — 1999
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(32.5%)
1.5%) Other C
(3.8%) Polk
(1.7%
(4.0o)
(5.1%) Parks & Recreation Improvements
r10 3%nl In —House Street Improvements
1.6%) GIS Development
(4.2%) Fire Safety Improvements
(3.9%) Bridge and Drainage
(0.9%) Library Book Purchases
later & Sewer Improvements
City of Fayetteville. Arkansas
1995 — 1999 Capita] Improvements Program
Sales Tax Capital Improvements Funding
By Project Category
' Project Category 1995 1996 1997 1998 1999 Total
' Bridge and Drainage Improvements $ 278,500 S 214,000 $ 234,000 $ 235,000 $ 248,000 S 1.209,500
Fire Safety Improvements 140.000 394,000 200,000 268,000 301,000 1,303,000
GIS Development 97.000 99,000 102,000 105,000 111,000 514,000
' In —House Street Improvements 652,000 610,000 631,000 650,000 670,000 3,213,000
Library Book Purchases 54,000 56,000 58,000 60,000 64.000 292,000
Other Capital Improvements 193.000 70,000 25,000 80,000 90,500 458,500
Parks & Recreation Improvements 308,300 231,700 348,800 350,000 372,000 1,010,800
Police Safety Improvements 66,000 319,000 385,000 153,000 248,000 1,171,0(X)
• Solid Waste Improvements 290,000 231,100 521,100
Street Improvements 2,502,600 2,235,000 1,784,000 2,035,000 1,578,000 10,134,600
' Transportation Improvements 229.000 222,500 234,000 246,500 310,500 1,242,500
Water& Sewer Improvements 2,192,000 988,500 2,077,500 2,115,000 2,120,500 9,493,500
S 7,002,400 $ 5,670,800 $ 6,079,300 S 6,297,500 $ 6,113,500 $ 31,163,500
' 202
City of Fayetteville, Arkansas
1995 — 1999 Capital Improvements Program
Comprehensive Detail Total
Source/Division Project 1995 1996 1997 1998 1999 Request
Airport Fund
Airport Improvements
Airport Federal Grant Matches $ 215,000 $ 115,000$ 115,000$ 115400 S 60,0005 620,000
Professional Services 40,000 38.000 38,000 43,000 30,000 189400
Pavement Maintenance 48,000 63.000 111400
Airfield lighting Control System 17,000 17000
HVAC System Renovation 95,000 - 95.000
Additional Terminal Seating 40.000 - 40.000
Automatic Gate Operator Replacement 33,000 3;000
Airfield Marking 31,000 - 35,000 66,000
Passenger Parking Lt Expansion 212.000 - 212400
T —Hangar Unit 214,000 160,000 374400
Fuel Farm Replacement 225400 225400
GA. Terminal Renovation 38.000 - 38,000
Passenger Terminal Doors 110,000 110.000
Sewer Lift Station/East Side 82.000 82.000
Safety Area Maintenance 154400 154400
Concrete Joint Maintenance 160,000 160,000
Storm Sewer System Repairs 234.000 234,(00
Total Airport Fund Projects 488400 673.000 762400 513400 324400 2.760,000 '
Sales Tax Capital Improvements Fund
Bridge and Drainage Improvements
Engineering Mud Creek/Gregg Street Bridge 180400 180.000
Drainage Study and Improvements 50.500 214400 95,000 235,000 248400 842.500
Lk. Fay. Dam — Emergency Action Plan 48.000 48,000
Ik. Fay. Dam — Welk and Drain 76,000 76.000
Double Springs Road Bridge 63,000 63.000
278.500. 214400 234400 235.000 248,000 1,209.500
Fire Safety Improvements
Fire Replacement Fire Apparatus 140,000 99,000 200400 84,00 523.000
Remodel Existing Fire Stations 45.000 45.000
Fire Station #6 - 250,000 184400 434.000
Additional Fire Apparatus 301.000 301.000
140.000 394400 200.000 268.000 301.000 1.303.000
GIS Development
Planning Geographic Information System 97,000 99,000 102400 105,000 111,000 514.000
97,000 99,000 122.000 105400 111.000 514.000
In —House Street Improvements
Street Pavement Improvements 652,000 610.000 631.000 650400 670.000 3.213,000
652,000 610,000 631,000 650.000 670,E 3,213,000
Library Book Purchases
library Book Purchases 54,000 56,000 58.000 60,000 64.000 292.000
54.000 56.000 58.000 60.000 64,0(0 292.000
Other Capital Improvements
D. Processing AS/400 Operating System Upgrade - 17,000 17,000
AS/400 Processor Upgrade 116400 116400
AS/400 Printer Replacement 25.000 30.000 50.000 105400
Microcomputer Replacements 10.000 25.000 30.000 35.000 100,000
GIS UNIX Computer System 40,000 40400
Lakes Lake Fay.LSeq. Boat Stall Replacement 10,000 10.000
Lake Fayetteville Trails 15,000 15,000
RV Park 55,500 55.500
193,000 70,000 25,000 80,000 90.500 458500
Parks & Recreation Improvements
Parks Gulley Park Purchase - 18,300 - 18,300 18,300 .54,900
A. D. A. Park Projects 25,000 25.000
Sports Park Development 100400 45,000 80,000 225400
Lewis Soccer Field Complex 60,000 60,000 60,000 180,000
Asbell Restrooms/Concessions - 75.000 75,000 150,000
WilsonParkTrail - 30.) - 30,000
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Transportation Improvements
' Engineering Intersection Improvements
Mission Blvd. & North St. Intersection
Planning Miscellaneous Sidewalks
Butterfield Trail
Gregg Street Trail
' Historic Bridges
I raffic (A) I ralfic Signal Installation
(B) Traffic Signal Installation
Signal Testing Equipment
' Thermoplastic Pavement Markings
MUTCD Signmaking
Overhead Signs
City of Fayetteville. Arkansas
1995 — 1999 Capital Improvements Program
Comprehensive Detail
Lake Fayetteville South Restrooms/Parking
Wilson Park Swimming Pool Service Drive
Lake Fayetteville North Softball Complex
Gullcy Parking Lot & Trail
Bambino Baseball Field
Wilson Park Pavilion
Babe Ruth Concession/Restrooms
Gulley Park Trail Lights
Wilson Park — Tennis Court Lighting
Youth Center Expansion
Wilson Park Tot Playground Replacement
Greathouse Park Bridge
Gulley Park Basketball Court
Park Entry Signs
Police Safety Improvements
Police Copy Machine Replacements
Jail Repairs/Modifications
Radio System Upgrade
Police Emergency Generator
Covert Surveillance Equipment
UPS Replacement
Public Safety Computer System Replacement
Police HVAC Replacement
Police/Court Building Roof
Laser Speed Measuring Devices
Computerized Police Mugshots
Police Handgun Replacements
Live Scan Fingerprinting
PC/ferminal Upgrade/Replacements
Police Telephone Upgrade
Solid Waste Improvements
Solid Waste Transfer Station/Processing Facility
New Composting Site
Street Improvements
Engineering Joyce Blvd. to Gregg Street Extension
/Street Razorback Road (5% Contribution)
Hwy. 265 R.O.W. — Hwy. 16 to Hwy. 45
Township Road — Hwy. 265 to School Property
The Cliffs — Cost Sharing
Arlington Terrace and Trust Street
Miscellaneous Street — R.O.W.
Street Improvements — Cost Sharing
Stubblefield Road
Joyce Blvd. — Old Missouri to Hwy. 265
24th Street Improvements
Township Road — College to Gregg
Gregg Street — 71 Bypass to Joyce
6th Street Extension to East Huntsville Road
Salem Road Extension
Old Missouri/Ton Rd. Intersection Improvements
Total
1995 1996
1997
1998
1999
Request
60.000
60.000
16.700
16,700
111,700
60.000
75,0(0
60.000
306,700
25A00
25.000
76,000
76.000
152.000
59,500
59.00
65,000
65.0(10
55.000
55,(1)0
14(100
10.000
100.0110
100,000
15.000
15.000
35.000
35,000
15.000
15,000
31.000
31.000
308300 231.700
348,800
350,000
372.000
_ 1.610.800
15.000
19,000
34.000
51,000
51.000
169,000
169,000
62.000
62.000
63,000
63,000
25,000
25.000
385.000
385,000
47,000
47,000
60.000
60,000
46,000
46.000
62.000
62.000
62.000
62.000
66.00(1
66,000
20.000
20.000
19,000
19,000
66,000
319,000
385,000 16.3000
248,000
1,171.000
290,000 90,100 380,100
141.000 141,000
290DW 231,100 521.100
646,600
646.600
154,000
1541M0
636,000
675,000
1,311,000
280.000
280.010
106.000
245,000
351.000
190.000
190.000
200.000
200,000
200.000
200,000
200,000
1.000.000
40.000
40.000
40,000
40.000
40,000
200,000
250.000
108.000
358,000
230.000
661.000
891.000
737110
777,000
290,000
290,000
345,000
1,148,000
1.493,000
248000
248,000
255,000
1.338.000
1,593.000
392,000
392.000
2,502,600
2,235,00
1,784,000
2.035,000
1,578.000
10.134.600
40,000
40,000
40,000
40.000
40,000
200,000
75,000
75,000
25,500
34,000
110.000
200500
370.000
25.500
25,500
124500
124500
50.000
50,(1)0
27.500
29.000
31.000
33.000
35,('{0
155500
27.500
29.00)
31.000
33.000
35,00
155 500
8.000
8.000
30,000
30.000
18,000
18,(10
30.500
30,500
229,000
222500
234,000
246500
310500
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City of Fayetteville, Arkansas
1995 — 1999 Capital Improvements Program
Comprehensive Detail
Total
Source/Division Project 1995 1996 1997 1998 1999 Request
Water & Sewer Improvements
Engineering Sanitary Sewer Rehabilitation 973,000 573,000 1,923.000 2,103.000 2,108,000 7.680,000
Wedington Road — W/S Relocations 988.000 988A00
Water/Sewer line Cost Sharing & As Needed 80,000 80.000
Highway 45 East Tank 325,000 32.5,000
Township — W/S Relocations 143,000 143.000
W/S Services Backflow Prevention Assemblies 20,000 10,500 11,500 12.000 12,500 66.500
BarCode Readers 11,000 11.000
Maintenance Facility 200,000 200000
2,192,(00 988500 2077,500 2,115,000 2,120,500 9.493.500
Total Sales Tax Capital Improvements Fund Projects 7.002.400 5.670.800 6.079.300 6297.500 6.113.500 31.163.500
Shop Fund '
Vehicles & Equipment
Fleet Maint. Replacement — Police/Passenger Vehicles 183,000 188,000 193.000 199.000 205,000 968.000
Replacement — Sanitation Veh. & Equipment 600,000 398,000 998000
Replacement — Light/Medium Utility Veh. 114,000 205,000 148,000 240,000 179,000 886.000
Replacement — Medium/Heavy Duty Utility Veh. 200,000 - 200.000
Replacement — Tractors/Mowers 93200 133500 23.800 140200 143,800 534 500
Replacement — Backhoes/Loaders 47,000 49,000 85,000 102.000 283,000
Replacement — Mix. Vehicles & Equipment 31.000 11,000 87.000 173.000 149.000 451.000
Replacement — Construction Equipment 120,(00 189000 309,000
Expansion — Shop Equipment 99,00 99030
Expansion — Solid Waste Equipment 185,000 66,000 - 251.000
Expansion — Water/Sewer Equipment 258.500 258500
Expansion — Parks Equipment 19,000 19.000
Expansion — Miscellaneous Equipment 2,50.000 250.000 250.000 250.000 1.000.000
Total Shop Fund Projects 1,949,700 1.042500 750,800 1.087200 1.426.800 6.257.000
Water & Sewer Fund - ,
Wastewater Treatment Improvements
W.W.T.P. Safety Equipment Improvements 8.000 7.500 7,750 8250 8.700 40200
Atomic Absorption Unit 79.5)0 79.500
Upgrade/Replace Lift Stations 53.000 562,00 59.600 63,100 67.000 298.900
Testing Equipment 5.300 5.600 5.950 6250 6..500 29,600
Computer System Upgrade 5.300 5,600 5,950 6250 6.800 29.900
Rebuild Blowers 12,000 12000
SMS Access Road Improvements 5.300 5.600 5,950 6250 6.500 29.600
Plant Pumps and Equipment 109,600 11,500 66,800 65,800 84,5)0 338200
UV/VIS Spectrophotometer - 13,000 13,000
Rebuild Plant Influent Pumps 18.00 18000
Repair Activated Sludge Pumps 56,000 56,000
Replace BarScreen 88,000 88.000
Rebuild Effluent Pumps 23,000 23000
Rebuild Aerators II 19,000 19,000
Polymer Feed Equipment 17,000 17.000
278.000 290,000 171,000 172.900 180,000 1,091,900
Water & Sewer Improvements
Water/Sewer & Sanitary Sewer Rehabilitation 1.728.000 1,121.000 658.800 336,000 3.843.800
Engineering Razorback Road Water/Sewer Relocations 150.000 1504)00
Ash Street Water Pump Back—up Generator 13.000 13.000
18" Sewer Force Main Replacement 200,000 200000
Sewer System Study 150,000 150.000
Water System Study - 64,000 64.000
6th Street — 24"Water Line Replacement 265,000 265.000
Water/Sewer Line Cost Sharing & As Needed 80.000 50.000 80.000 80.000 290.000
Rolling lllls Waterline Replacement 108,000 100,000 200,000 408AW
Wedington Road — 24" Water Line Expansion 425,000 - 425.000
Filter Plant Demolition - 135.000 135.000
Highway 16 East — Water System Improvements 650,000 - 650.000
Hyland Park Tank 715000 715,000
Double Springs Bridge — Water Relocations 48000 48.0)0
Shenandoah Trailer Court Water Line Repl. 45000 45,000
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City of Fayetteville. Arkansas
1995 — 1999 Capital Improvements Program
Comprehensive Detail
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Total
Source/Division Project 1995 1996 1997 1998 1999 Request
Babe Ruth Park Water Line Replacements 40.000 40.000
East Ridgeway — Water Line Extension 300.000 300.000
Oklahoma Way Sewer Line 126,000 126.000
3.183.000 1,356000 1,663.000 823.800 842,000 7.867.800
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Water Meters
W/S Services Water Meters
Tota] Water & Sewer Fund Projects
Community Development Block Grant Fund
127200
108,000
110,000
113,000
115,000
573200
127200
108.000
110.000
113.000
115.000
573200
3,588200
1,754.000
1,944,000
1.107.700
1.137,000
9.532,900
Community Development Improvements
C.D. Housing Rehabilitation 300,000 300,000 300,000 300.000 300.000 1.500.000
NWA Free Health Center 300.000 300,000
Parks & Recreation 25.000 25.000 25.000 25,000 25.000 125.000
Target Area Street Improvements 100.000 300.000 300,000 300,000 300,000 1.300.000
Total Community Development Block Grant Fund Projects 725,000 625.000 625,000 625.000 625.000 3.225_000
Solid Waste Fund
Solid Waste Improvements
Solid Waste Transfer StationiProcessing Facility 250,000 250.000
Container Lease Program 138,000 138.000
'Total Solid Waste Fund Projects 250,000 138,000 388.000
Projects By Fund — All Sources
' Airport Fund 488,000 673,000 762.000 513.000 324.000 2,760,000
Sales Tax Pay —As —You —Go Fund 7.002.400 5.670,800 6,079.300 6297,500 6,113,500 31.163,500
Shop Fund 1,949.700 1.042.500 750,800 1,087,200 1.426,800 6.257,000
' Water & Sewer Fund 3.588,200 1,754.000 1.944.000 1,109,700 1.137.000 9.532.900
Community Dev. Block Grant Fund 725.000 625.000 625,000 625.000 625.000 3,225.000
Solid Waste Fund 250,000 138.000 388,000
$ 14,003,300 $ 9,903.300 $ 10,161,100 $9.632.400 S 9,626,300 S 53,326,400
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City of Fayetteville, Arkansas
Capital Budget
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Fund/Program/Account Name Project # Project Title 1995 Budget
Sales Tax Capital Improvements
Professional Services 95001 Lake Fay. Dam — Emergency Action Plan $ 48,000
Transfer to library Board 1 90004 Book Purchases
95002 AS/400 Operating System Upgrade
95002
95003
95005
95006
95007
95008
95009
95010
N/A
Vehicles & Equipment 95011
AS/400 Processor Upgrade
AS/400 Printer Replacement
Bat Code Readers
Copy Machine Replacements
Microcomputer Replacements
Signal Testing Equipment
(A)Traffic Signal Installations
(B)Traffic Signal Installations
Backflow Prevention Assemblies
Replacement Fire Apparatus
95012 Jail Repairs/Modifications
95013 Maintenance Facility
Land Acquisition 88001
Park Improvements 94021
94026
95014
95015
95016
95018
Gulley Park Purchase
Lake Fay./Seq. Boat Stall Replacements
Sports Park Development
Asbell Restrooms/Concessions
A. D. A. Park Projects
Lewis Soccer Field Complex
Wilson Park Trail
Water Line Improvements
95019
Wedington Road — W/S Relocations
Street Improvements
90014
Stubblefield Road
94084
Township Road — Hwy. 265 to School Property
95020
Arlington Terrace and Trust Street
95021
Hwy. 265 R.O.W. - Hwy. 16 to Hwy. 45
95022
Intersection Improvements
95023
Joyce Blvd. to Gregg Street Extension
95024
Mission Blvd. & North St. Intersection
95025
Pavement Improvements
95026
Razorback Road (5% Contribution)
95027
Street Improvements — Cost Sharing
95028
The Cliffs — Cost Sharing
Easements
95029
Miscellaneous Street — R.O.W.
Trailways & Sidewalks
95030
Butterfield Trail
9.5031
Lake Fayetteville Trails
95032
Miscellaneous Sidewalks
Sewer Improvements
90012
Sanitary Sewer Rehabilitation
Bridge, Drainage, & Sidewalks 93078 Mud Creek/Gregg Street Bridge
94006 Drainage Study and Improvements
GIS/Mapping Improvements 92008 Geographic Information System
48.000
54,000
54,000
17,000
116,000
25,000
11,000
15,000
10,000
8,000
27,500
27,500
20,000
277,000
140,000
140,000
51,000
200,000
251,000
18,300
18,300
10,000
100,000
75,000
25,000
60,000
30,000
300,000
988,000
988,000
250,000
280,000
190,000
636,000
40,000
646,600
75,000
652,000
154,000
40,000
106,000
3,069,600
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200,000
200,000
25,500
15,000
25,500
66,000
973,000
973,000
180,000
50,500
230,500
97,000
97,000
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City of Fayetteville, Arkansas
Capital Budget
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Fund/Program/Account Name Project # Project Title
Community Development
4990 Community Development
Water & Sewer Fund
1820 Meter Operations
5100 WWTP Operations
N/A Housing Rehabilitation
N/A NWA Free Health Center
N/A Community Center
92065 Water Meters
92039 Upgrade/Replace Lift Stations
95033 Rebuild Blowers
1995 Budget
$ 416,368
250,000
100,000
766,368
127,200
127,200
53,000
12,000
65,000
5600 Capital Water Mains 95034
Water System Study
64,000
95035
Ash Street Water Pump Back—up Generator
13,000
95036
6th Street — 24" Water Line Replacement
265,000
95037
Razorback Road Water/Sewer Relocations
150,000
95038
Rolling Hills Water Line Replacement
108,000
95039
Water/Sewer Line Cost Sharing & As Needed
80,000
95040
Wedington Road — 24" Water Line Expansion
425,000
1,10$ 000
5700 Sewer Main Construction 90012
Sanitary Sewer Rehabilitation
1,728,000
95041
Sewer System Study
150,000
95042
18" Sewer Force Main Replacement
200,000
95043
Hwy 16 West Force Main
600,000
5800 WWTP Capital 91012
92038
94053
94057
95044
95045
Solid Waste Fund
Airport Fund
Shop Fund
Computer System Upgrade
Testing Equipment
SMS Access Road Improvements
Safety Equipment Improvements
Atomic Absorption Unit
Plant Pumps and Equipment
93098 Transfer Station/Processing Facility
2 678 000
5,300
5.300
5,300
8,000
79,500
109,600
213,000
540,000
540,000
95046
I1VAC: System Renovation
95,000
95047
Pavement Maintenance
48,000
95048
Additional Terminal Seating
40,000
95049
Airfield Lighting Control System
17,000
95050
Automatic Gate Operator Replacement
33,000
95051
Federal Grant Matches
215,000
N/A
Professional Services
40,000
1920 Fleet Operations Capita] 95052
95053
95054
95055
95056
95057
95058
95059
95060
95061
95062
95063
488,000
Expansion —
Shop Equipment
99,000
Replacement
— Backhoes/Loaders
48,485
Replacement
— Construction Equipment
121,158
Replacement
— Light/Medium Utility Veh.
122,850
Replacement
— Medium/Heavy Duty Utility Veh.
211,948
Replacement
— Misc. Vehicles & Equipment
32.675
Expansion —
Parks Equipment
19,000
Replacement
— Police/Passenger Vehicles
183,000
Replacement
— Sanitation Veh. & Equipment
644,428
Expansion —
Solid Waste Equipment
185,000
Replacement
— Tractors/Mowers
95.875
Expansion —
Water/Sewer Equipment
416,000
2,179419
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City of Fayetteville's Debt Position
The City of Fayetteville has established a practice and policy of paying for all capital projects
and capital improvements on a pay-as-you-go basis using current revenues whenever possible.
If a project or improvement is of sufficient size and need that it cannot be financed with current
revenues, long-term debt will be recommended. The basis for this policy is that the City has
maintained a commitment to infrastructure improvement and maintenance. The City also
considers the cost versus the benefits of debt financing, when it is explored. A recommendation
is made only when the benefits outweigh the costs.
The City's debt policy also states that the City will refrain from issuing long-term debt for a
period in excess of the expected useful life of the capital project. The City will also attempt to
refinance outstanding debt if a determination is made that the City will benefit by reduced
interest expense over the remaining life of the bonds. A specific example of this cost savings
measure was realized in mid -1992 when the City refunded a 1985 water and sewer revenue bond
issue at the time the 1992 Water & Sewer Systems Refunding and Improvement Revenue bonds
were issued. The 1992 issue is 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 serve the entire area (not just Fayetteville residents) the City issues general
obligation bonds supported by various sales tax revenues. This allows the cost to be spread to
everyone, including tourists and visitors.
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.
Exiting debt service requires resources from both general governmental resources and enterprise
fund resources.
General governmental 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 $1,178,660 for 1995.
Enterprise fund debt is evidenced by the bond issues for the Continuing Education Center, Water
& Sewer Revenue, and Northwest Arkansas Resource Recovery Authority bonds. Revenues
generated by the Continuing Education Center and by the Water & Sewer Fund are utilized to
provide debt service for these bond issues. Currently, the City is meeting the debt service
requirements on the Northwest Arkansas Resource Recovery Authority bonds out of investment
earnings and the unexpended original bond 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.
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The two major investment services for bond ratings are Standard & Poor's Corporation and
' Moody's Investor Service. The following schedule briefly describes the ratings provided by the
respective agencies for municipal bonds.
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.
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Moody's and Standard & Poor's Credit Ratings
for Municipal Bonds
tRatings Description
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Moody 's
Aaa
Aa
A-1
A
Baa-1
& Baa
Ba and
lower
Standard & Poor's
AAA Best quality, extremely strong capacity to
pay principal and interest.
AA High quality, very strong capacity to pay
principal and interest.
A Upper medium quality, &
strong capacity to pay principal and interest.
BBB Medium grade quality,
adequate capacity to pay principal and
interest.
BB and Speculative quality, low
lower capacity to pay principal
and interest.
The most recent bond issue made by the City is the 1994 issue of Water and Sewer System
Revenue Bonds, Series 1994. The City of Fayetteville received an A rating from Standard &
Poor's in regard to these bonds. This high rating was 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 1995 debt service for each current bond issue for which the City must
make payment.
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City of Fayetteville, Arkansas
Bonds Outstanding
December 31, 1994
Outstanding
Bond Due Interest
Description Issue Dates Rates Amount
General Obligation Bonds
Sales Tax Capital Improvements 1986 1995-2007 5.40-7.10% $ 3,210,000
(Walton Arts Center)
3,210,000
Revenue Bonds
Continuing Education Center 1979
Water & Sewer Refunding 1992
Water & Sewer Refunding 1994
Northwest Arkansas Resource 1985
Recovery Authority
1995-2004 7.30-7.875% 3,165,000
1995-2012 3.00-6.05% 9,435,000
1995-2012 4.05-6.00% 5,500,000
1995-2013 5.20-7.125% 20,000,000
38,100,000
$ 41,310,000
1995 Debt Service Payment Schedule
Bond
General Obligation Bonds Issue Principal Interest Total
Sales Tax Capital Improvements 1986 $ 135,000 $ 220,516 $ 355,516
(Walton Arts Center)
135,000 220,516 355,516
Revenue Bonds
Continuing Education Center
1979
190,000
246,956
436,956
Water & Sewer Refunding
1992
300,000
525,413
825,413
Water & Sewer Refunding
1994
315,000
258,370
573,370
Northwest Arkansas Resource
1985
450,000
1,384,816
1,834,816
Recovery Authority
1,255,000
2,415,555
3,670,555
Total Debt Service Payments
$
1,390,000 $
2.636,071 $
4,026,071
City of Fayetteville, Arkansas
' Computation of Legal Debt Margin
December 31, 1994
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.
1994 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
80:—
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40
20
0
1984 1985 1986 1987 1988 1989 1990 1991
� Net Bonded Debt Ii Debt Limit
For additional discussion of the 1994 debt activity please refer to the budget message.
$ 3,210,000
776,871
$ 338,231,197
67,646,239
2,433,129
$ 65,213,110
Debt Applicable to Debt Limit 1984 — 1995
1992 1993 1994
Enterprise Fund Debt (Revenue Bond Deb
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.
212
City of Fayetteville
Organizational Chart
cheaters
of
FayetteWle
City Attaney City Clerk
Proacculor
Police
Lcommuncations
Fire I Public Works
& Recreation
Waste
& Sewer
City Couad Municipal Judge
dmm [radon
Audit
Admmztntivc Scrvca �
-Munk,al Court — -
-Accounting & Audit
Ae®al Scrt
Budding Maintenance
Budget & Research
-Data Processing
Fleet Maintenance
Personnel
nt Puschasmg
-Water & Sewer Servca
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Officials of the City of Fayetteville, Arkansas
Elected Officials
Fred Hanna Mayor
Stephen Miller
Ward
1,
Position 1
Kit Williams
Ward
1,
Position 2
Cyrus Young
Ward
2,
Position 1
Woody Bassett
Ward
2,
Position 2
Steve Parker
Ward
3,
Position 1
Robert Prichard
Ward
3,
Position 2
Len Schaper
Ward
4,
Position 1
Heather Daniel
Ward
4,
Position 2
Jerry Rose City Attorney
Traci Paul City Clerk/Treasurer
Rudy Moore Municipal Judge
Administrative Officials
Ben Mayes Administrative Services Director
Kevin Crosson Public Works Director
Mickey Jackson Fire Chief
Richard Watson Police Chief
Management Staff
Accounting Manager
Marilyn Cramer
Facilities Superintendent
Harold Dahlinger
Airport Manager
Dale Frederick
Fleet Maint. Superintendent
William Oestreich
Animal Services Director
Olivia Horn
Inspections Director
Bert Rakes
Budget Coordinator
Steve Davis
Internal Auditor/Grant Acct.
Yolanda Fields
Cable Administrator
Marvin Hilton
Municipal Court Head Clerk
Dena Stockalper
City Engineer
Don Bunn
Parks & Recreation Director
Dale Clark
City Planner
Alett Little
Personnel Director
Don Bailey
City Prosecutor
Casey Jones
Purchasing Officer
Peggy Bates
Communications Supervisor
Kathy Stocker
Street Superintendent
Randy Allen
Community Dev. Director
Jan Simco
Traffic Superintendent
Perry Franklin
Data Processing Manager
Scott Huddleston
Water & Sewer Service Supt
Sharon Crosson
Environmental Affairs Admin.
Cheryl Zotti
Water & Sewer Maint. Supt.
David Jurgens
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City of Fayetteville, Arkansas
Personnel Summary
Full Time Equivalent Basis
1992 1993 1994 1995
Department Employees Employees Employees Employees
General Government 28.80 31.2O 32.20 32.70
Administrative Services 75.75 77.50 85.80 * 88.80
Police 90.00 94.00 103.00 109.00
Fire 60.00 63.00 66.00 69.00
Public Works 143.90 148.90 158.96 169.76
Total 398.45 414.60 445.96 469.26
• Note: 5.3 positions were added during 1994 when the City assumed control of the Animal Shelter.
Personnel Summary
by Year
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ilt'1.
The Personnel Summary in the 1995 Budget lists all City Employees by Full Time Equivalent (FTE)
basis. The City's previous budgets listed only permanent full and part time positions and did not include
temporary pan time, seasonal workers, or work study positions. The 1995 Budget has incorporated all
positions to more accurately reflect the City's total work force.
' 216
CITY OF FAYETTEVILLE
PERSONNEL VARIATION SUMMARY
Division Additions Deletions
Cable Administration 1.00 Lead Production Technician' 0.50 Cable Administrator'
Water & Sewer Services 1.00 Meter Maintenance Worker'
Vehicle Maintenance 1.00 Equipment Maintenance Worker I '
1.00 Equipment Mechanic V.
Central Dispatch 1.00 Lead Dispatcher ,
Police 3.00 Police Officers'
2.00 Civilian Jailersb
Fire 3.00 Firefighters'
City Gardener 1.00 City Gardener'
1.00 Maintenance Workers'
Inspections 1.00 Codes Inspector'
Parks & Recreation 1.00 Landscape Maintenance Specialist' 0.30 Groundskeeper (Part Time)9
0.60 Summer Groundskeepers (Part Time)10
1.00 Program Coordinator"
Planning 1.00 Senior Clerk Typist" 0.50 Senior Clerk Typist (Part-time)" I
Water & Sewer Maintenance 1.00 Field Service Representative"
Solid Waste 4.00 Solid Waste Truck Drivers14
Total Additions 24.60
Total Deletions 1.30
Net Additions 23.30
Total Employees by Dept
• Gmael Gownment Ad,thnisoadve Saviors Pub*
The Police
1991 1992 l 1993 I_11994 ■ 1
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Notes to the Personnel Variation Summary
' I) The Lead Production Technician was added to the Cable Administration program to provide in-house production which
is necessary for the operations of the Government Access Channel. This position is funded by the General Fund with
the majority of cost offset by downgrading the Cable Administrator from full-time to part-time, and a reduction in
contract services which currently provide the tasks which the Lead Production Technician will fulfil.
2) A Meter Maintenance Worker was added to the Water & Sewer Services Division to help establish and maintain a
' scheduled meter maintenance and testing program for all sizes of water meters. This position is funded by the Water
& Sewer Fund.
3) The addition of an Equipment Maintenance Worker I and an Equipment Mechanic I positions were added to establish
' a second shift in the Vehicle Maintenance Division. These positions will be utilized primarily for preventive
maintenance functions and scheduled repairs. These positions are funded by the Shop Fund.
' 4) A Lead Dispatcher position was added to assist the on -duty dispatchers with problems or questions which arise during
the shift. This position will also provide on -site training of new and existing dispatchers, handle complaints, play back
tapes, validate records, and update statistics from 9-1-1 and dispatcher activity reports. This position is funded by the
' General Fund with 25% reimbursement from Washington County 9-1-1.
5) 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.
' 6) Two additional Civilian Jailers were added due to increased prisoner traffic at the city jail. These position are funded
by the General Fund.
' 7) The scope of the Public Lands Maintenance Program was expanded to maintain City right of ways and City owned
gardens. The program is now titled City Gardener, and a City Gardener and two part-time Maintenance workers were
' added to handle the additional workload. These positions are funded in the General Fund.
8) Construction in Fayetteville has increased substantially over the past few years. An additional Codes Inspector position
was added to the Inspections Division to help maintain proper customer/citizen relations with the additional workload.
This position is funded by the General fund.
9) A pan -time Summer Groundskeeper position was upgraded to full-time Landscape Maintenance Specialist in the Parks
' Maintenance Division. This position requires a degree in Urban Horticulture or related field and will establish a
progressive program of horticultural works and turf maintenance in the City's parks. This position is funded in the
General Fund.
' 10) Two part-time Summer Groundskeeper positions were added to the Parks Maintenance Division. With the limited use
of herbicide used in the parks these positions primary duties will be mowing and weedeating. These position are funded
by the General Fund.
II) A Program Coordinator was added to the Parks and Recreation Division. This position will be responsible for
developing and organizing youth, adult and senior citizen programs, and will supervise all staff in the programming
area. This position is funded by the General Fund.
12) The part-time Senior Clerk Typist position in the Planning Division was upgraded to full-time. This upgrade will assist
with the increasing workload of the Planning Division. This position is funded by the General Fund.
13) A Field Service Representative position was added to the Water & Sewer Maintenance Division to perform inspections
on contracted and in-house sewer rehabilitation programs, and perform warranty inspections on City contracted water
and sewer projects. This position is funded by the Water & Sewer Fund.
14) Four Solid Waste Truck Driver Positions were added to the Solid Waste Division to assist with the additional workload
caused by the growth in the number of households serviced. These position are funded by the Solid Waste Fund.
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City of Fayetteville, Arkansas '
Schedule of Major Revenue Sources and Significant Trends
The City of Fayetteville creates its expenditure budgets on anticipated revenue for each fund '
budgeted by the City. the uses building permits issued, new utility customers and data from the
Northwest Arkansas Regional Planning Commission in projecting additions to the City's
population.
The City's major revenue sources are listed below. I
County Sales Tax: The City receives a prorated share of the county sales tax based 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% compounded annually from 1989 to 1994. Budgeted county sales tax revenue
is projected to grow at 3.5% over estimated 1994 revenue. The growth in county sales tax is ,
fueled by the overall economic growth occurring in the Northwest Arkansas region.
Franchise Fees: Franchise fee revenue is based on a percentage of revenue generated by r
the various utility companies in exchange for the right to use City owned rights of way,
alleyways and streets for their transmission lines or service. Franchise fee revenue provides
approximately 15% of the revenue of General Fund. Budgeted franchise fee revenue is budgeted
to increase approximately 2% over estimated 1994.
Intergovernmental: Intergovernmental revenues are primarily state turnback of taxes and is
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 $18.70 for General Fund and $41.30 for Street
Fund.
City Sales Tax: City sales tax revenue has grown at an average rate of 7.13% annually
since 1988 except for 1993. During 1993 the City lost it's city sales tax for approximately 90
days as a result of the Sales Tax Lawsuit. City sales tax revenue for 1995 represents
approximately a 3% growth in revenue using estimated 1994 as the base. The city sales tax
revenue is divided between capital projects (75%, Sales Tax Capital Improvements Fund) and
discretionary purposes (25%, General Fund).
Water Sales and Sewer Charges: Water sales and sewer service charge revenues are based on
metered customer usage of water and are the primary sources of revenue for the Water & Sewer
Fund. The budgeted revenue for 1995 includes an increase in projected water usage of 2.8%. '
Sanitation Fees: Sanitation fee revenue is based on level of customer service. The revenue
generated in 1993 is the first full year of new adopted rates that were placed into effect in late 1
1992. Budgeted 1995 revenue reflects a projected increase in the number of customers of
approximately 2% over the number of customers in 1994 and changes in commercial collection '
rates adopted in late 1994.
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Major Revenue Trends
City Sales Tax Revenue
Millions of Dollars
0 2 4 6
1984 3,361,059
1985 3.347,445
1986 3.974.548
1987 ! 4.173,444
1988 4,339,019
1989 4,745,915
19% 5.052.187
1991 5.426.350
1992 5.961 732
1993 5.059.148
Estimated 1994
Projected 1995
County Sales Tax Revenue
Millions of Dollars
0 2 4 6
1984 2.645.036
1985 �� 2.760595
1986 ! 3.090.603
1987 3.198519
1988 3.301.645
1989 3.543.394
1990 3.783.344
1991 4.161.112
1992 4,628.369
1993 5,248,450
Estimated 1994 5.694.000
Projected 1995 5,893.300
7.100.000
1 7.300.000
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HMR Tax Revenue
0 200
1984
1985
1986
1987
1988
1989
Q)
1990
1991
1992
1993
Estimated 1994
Projected 1995
0 2
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
Estimated 1994
Projected 1995
Thousands of Dollars
400 600
800 1000
850,000
1 882,500
Water Sales Revenue
Millions of Dollars
4
6
8
10
6.128.827
8,802,450
1 9,043,800
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Sewer Service Revenue
Millions of Dollars
0 2 4 6 8
II ----I --
1934
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
JJJ
1991
_--
5,735,310
1992
- 6,207,658
1993
6,692,674
Est.
1994
_
7.062,880
Proj.
1995
_--
7267800
Sanitation Fees
Millions of Dollars
0 1 2 3
f --
1984
j 1,617,532
1985
1590,877
']
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
1993
2,848,773
Est, 1994
3,(168.048
j�--
1
Proj. 1995
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3,220,2
_-....
10
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CITY OF FAYETTEVILLE, ARKANSAS.
Miscellaneous Statistical Data
Date of incorporation
Form of Government
Area — square miles
Miles of streets:
Graded and surface treatment
Paved — permanent (concrete and asphalt)
Miles of water lines maintained:
Miles of sewer lines maintained
1995 Full —Time Equivalent Employees
Civil Service
Non —Civil Service
Total
August 23, 1870
Mayor/Council
0.5
233
498
370
• 141.00
328.26
• 469.26
Building Permits Permits Issued Estimated Cost
1985
254
$33,063,628
1986
279
$19,080,572
1987
275.
$17002,278
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
1994
711
$94,892,301
Unemployment
Rate
1989
3.7
1990
4.0
1991.
3.9
1992
3.7
1993
3.0
1994
2.7
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CITY OF FAYETTEVILLE, ARKANSAS
Miscellaneous Statistical Data, Continued
Fire Protection
Number of stations
5
Number of uniformed employees
65
Police Protection:
Number of stations
I
Number of uniformed employees
69
Recreation:
Number of parks
32
Number of playgrounds
35
Number of tennis courts:
Lighted
4
Unlighted
12
Number of basketball courts
38
Number of ball fields
15
Number of community centers
1
Number of swimming pools
2
Number of soccer fields
11
Number of volleyball courts
5
Number of recreational complexes
3
Acres:
Land
2,371
Water
739
Education
Number of schools 12
'Number of teachers (Full—time Equivalency) 480
Number of registered students 7,237
Municipal Water Plant:
Number of water meters 23,110
Beaver Water District pumping capacity 80 mgd
Pumping capacity to Fayetteville 25 mgd
Average daily consumption 11.6
Miles of water main 498
Number of fire hydrants 1,350
Sewage Treatment Plant:
Nominal plant capacity 17.0 mgd
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GLOSSARY. ,
ACCOUNT GROUP. A self -balancing set of accounts which are not a fund or a fiscal entity. General Fixed Assets '
Account Group and General Long -Term Debt Account Group are such examples. --
ACCOUNTING SYSTEM. Records and procedures that discover,. record, classify, and report information on the
financial position and operations of a governmental unit or any of its funds.
ACCRUED EXPENSE. An expense incurred during the current accounting period but which are not payable until
a subsequent accounting.period.
ACCRUED REVENUE." Revenue earned during the current accounting period but which are not to be collected until
a subsequent accounting period.
AD VALOREM. A basis for levy of taxes upon property based on value.
AGENCY FUND. A fund consisting of resources received and held by the governmental unit as ah agent for others.
APPROPRIATION. An authorization granted by the board to incur liabilities for specific purposes.
ASSETS. Probable future economic benefits obtained or controlled by a particular entity as a result of past
transactions or events.
BOARD -DESIGNATED FUND. Funds created to account for assets set aside by the Board for a specific purpose.
BOND. A written promise to pay a specified sum of money, called the face value or principal amount, at a specified
date or dates in the future, called the maturity date(s), together with periodic interest at a. specified rate. -
BOND DISCOUNT. The excess of the face value of a bond over the price for which it is acquired or sold.
BOND PREMIUM. The excess of the price at which a bond is acquired or sold over its face value. .
BONDED DEBT. The portion of indebtedness represented by outstanding bonds.
BUDGET. A financial operating plan consisting of estimates of proposed expenditures for a given period and the
proposed means of financing them.
BUDGET CONTROL. The control or management of the approved Budget for the purpose of keeping expenditures
within the limitations of available appropriations and available revenues. U
BUDGET DOCUMENT. The instrument used. by the budget -making authority to present a comprehensive financial
program to the appropriating body. '
BUDGET MESSAGE. A general discussion of the proposed budget as'presented in writing by the Mayor to the City
Council. The message contains an explanation of the principal budget items and recommendations regarding the
financial policy for the coming year. ,
CAPITAL IMPROVEMENT FUND. A fund created to accumulate revenues from current taxes levied for major
repairs and maintenance to fixed assets of a nature not specified at the time the revenues are levied.
CAPITAL OUTLAY. Expenditures that result in the acquisition of or addition to fixed assets.
CAPITAL PROJECTS FUND. A fund created to account for all resources to be used for the acquisition or
construction of designated fixed assets.
CONSTRUCTION WORK IN PROGRESS. The cost of construction work that has been started but not yet
completed.
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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 five departments: General Government, Administrative Services,
Police, Fire, and Public Works. Each department has a Director who reports to the Mayor.
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 pan of the Public Works Department. In addition, each
Division has developed a statement of Goals and Objectives and strategies for obtaining them.
EFFECTIVENESS. Effectiveness data enables
decision
-makers to see that quality does not
suffer as productivity
increases, and that constituents are satisfied with
services.
ENCUMBRANCE. An account used to record the estimated amount of contracts, salary commitments and purchase
orders that are chargeable to an appropriation.
ENTERPRISE FUND. A fund established to finance and account for the acquisition, operation, and maintenance
of governmental facilities and services which are entirely or predominantly self-supporting by user charges.
ENTITLEMENT. The amount of payment to which a state or local government is entitled as determined by the
federal government pursuant to an allocation formula contained in applicable statues.
EXPENDITURE. Accounts which are kept on either the accrual basis or modified accrual basis of accounting and
' designates the cost of goods delivered or services rendered, whether paid or unpaid, including expenses and capital
outlays.
' EXPENSE. Charges incurred for operation, maintenance, interest, and other charges that will benefit the current
year.
FIDUCIARY FUND. Any fund held by a governmental unit as an agent or trustee.
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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.
FUND. A fiscal and accounting entity with a self -balancing set of accounts recording cash and other financial
resources, together with all related liabilities and residual equities, or balances, and changes therein, which are
' 226
segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special
regulations, restrictions, or limitations.
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FUND BALANCE. Fund equity available for appropriation.
FUND EQUITY.
The excess of assets over liabilities.
A portion of the equity
may be reserved or designated; the
remainder is Fund
Balance.
GENERAL FRIED ASSETS ACCOUNT GROUP. A self -balancing group of accounts set up to account for the
general fixed assets of a governmental unit.
GENERAL FUND. A fund used to account for all transactions of a governmental unit that are not accounted for
in another fund.
GENERAL LONG-TERM DEBT ACCOUNT GROUP. A self -balancing group of accounts set up to account for
long-term debt which is legally payable form general revenues.
GOAL. A goal is a statement of desired conditions to be maintained or achieved through the efforts of an
organization. Actual total achievement may be impossible, but the goal is a standard against which to measure
progress toward ideal conditions. A goal is a definition of results toward which the work of the organization is
directed.
GOVERNMENTAL FUND. A generic classification adopted by the National Council on Governmental Accounting
to refer to all funds other than proprietary and fiduciary funds. General fund, special revenue funds, capital projects
funds, debt service funds, and special assessment funds are all examples of governmental fund types.
GRANT. A contribution by one governmental unit to another unit. The contribution is usually made to aid in the
support of a specified function or for the acquisition or construction of fixed assets.
INCOME. A term used to represent the excess of revenues earned over the expenses incurred in carrying on a
enterprise operation.
INTERFUND LOAN. A loan made by one fund to another.
INTERFUND TRANSFER. An amount transferred from one fund to another.
INTERGOVERNMENTAL REVENUE. Revenue from other governments. Grants, entitlements, and shared
revenues are types of intergovernmental revenue.
INTERNAL SERVICE FUND. A fund established to finance and account for services and commodities furnished
by a designated department to other departments. Amounts expended by the fund are reestablished from either
operating earnings or by transfers from other funds.•
INVESTMENT. Securities held for the production of income in the form of interest and dividends.
LIABILITY. Probable future sacrifices of economic benefits arising from present obligations of a particular entity
to transfer assets or provide services to other entities in the future as a result of past transactions or events.
LINE -ITEM. A detailed classification of an expense or expenditure classified by object within each Division.
LINE -ITEM BUDGET. A budget featuring things to be purchased. By relating appropriations to commodities, line -
item budgets represent a "shopping -list" approach to allocation problems. This approach is believed to express official
and citizen interest in the values of economy and control. Also known as traditional budgeting.
LONG-TERM DEBT. Debt with a maturity of more than one year after the date of issuance.
MODIFIED ACCRUAL BASIS. Governmental funds use the modified accrual basis of accounting. Revenues are
recognized in the period in which they become both available and measurable. Expenditures are recognized at the
time a liability is incurred.
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MUNICIPAL BOND. A bond issued by a state or local government
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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. Budgetmakers 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.
RESIDUAL EQUITY TRANSFERS. Additions to or deductions from the beginning fund balance of governmental
funds.
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RETAINED EARNINGS. The accumulated earnings of an enterprise or internal service fund that have been retained
in the fund and that are not reserved for any specific purpose.
REVENUE. Additions to fund financial resources other than from interfund transfers and debt issue proceeds.
SPECIAL ASSESSMENT FUND. A fund set up to finance and account for the construction of improvements or
provision of services that are to be paid from, wholly or in part, from special assessments levied against benefitted
property.
SPECIAL REVENUE FUND. A fund established to account for revenues from specific taxes or other earmarked
revenue sources that by law are designated to finance particular functions or activities of government.
STRATEGY. A strategy is a plan for achieving a specified objective. While the objective states the desired results
to be achieved, the strategy states the means for achieving these results. The strategy should state and quantify the
resources to be devoted to the project.
TAX. A compulsory charge levied by a governmental unit for the purpose of raising revenue. These revenues are
used to pay for services or improvements provided for the general public benefit.
UNRESERVED FUND BALANCE. The amount remaining in a fund that is not designated for some future use and
which is available for further appropriation or expenditure.
UNRESTRICTED FUND. Funds that are established to account for assets or resources which may be utilized at
the discretion of the Board.
USER CHARGE. A charged levied against users of a service or purchasers of a product of an enterprise or internal
service funds. '
WORKLOAD. Workload data answers the question about how much service is being provided, as well as how
output is meeting service demand. Workload data is also the basis, along with total expenditures, for unit cost or
productivity indicators.
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City of Fayetteville, Arkansas
Index
Accounting and Audit.....................................................96
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Administrative Procedures to Adjust the Approved Budget ............................... 23
Administrative Services Director...............................................94
Airport Division
I
Airside Operations.....................................................83
Capital............................................................84
Landside Operations....................................................82
Airport Fund
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Fund Summary...................................54
Sources & Uses of Funds ..................... 53
Animal Control
' Animal Shelter......................................................108
Patrol/Emergency Response .............................................. 107
Arts Center Bond Fund Summary .............................................. 41
t Arts Center Project Fund Summary . .. 43
..
Bonds Outstanding . 211
Budget and Research......................................................97
Budget Flowchart........................................................19
' Budget Process.........................................................17
Budget Organizational Structure...............................................64
Budget Resolution........................................................13
' Building Maintenance - General Maintenance .... .. . .............. . .... . ..... .... 99
Building Maintenance - Janitorial ........ . . . . 100
Cable Administration...................................................... 78
Capital Improvement Program
'
Comprehensive Detail ................................. ... . 203
Introduction........................................................194
Miscellaneous Capital Budgets............................................208
' Overview.........................................................195
Projects by Fund - All Sources............................................201
Summaryof Project Requests and Resources ............. ... 200
....................
' Capital Improvement Policy .................................................22
Central Dispatch .......................................................122
Chart of Fund Types - Proprietary & Fiduciary ......................................27
Chartof Fund Types - Governmental............................................25
' City Advertising & Promotion Fund Summary ..................... ................ 37
City Treasurer .................... . ....... 73
City Attorney - Legal......................................................74
City Clerk.........................80
City Prosecutor ......................................................... 75
CityCouncil...........................................................72
' City Engineering Division
Operations & Administration ......................................... . 147,187
Plans and Specifications..............................................146186
Public Construction Management . ........................................ 149,189
Right of Way Acquisition.............................................148188
City Sales Tax Bond Fund Summary ............................................42
Combined Statement of Fund Position - Governmental.................................26
' Combined Statement of Fund Equity - Proprietary & Fiduciary ............................ 28
Community Development
Administration...................................................... 109
' Community Development ............................................... 112
Housing Rehab ......................................................110
HomeGrant........................................................111
Community Development Block Grant Fund Summary ..................................39
' 230
Overview.....................................................14
•Community
Consolidated Fund - Department - Program Structure
Continuing Education Center and Parking
.65
Facility Fund Summary ........................... 4 ......................
55
Data Processing........................................................103
DebtPolicy...........................................................21
DebtPosition..........................................................209
Departmental Overviews
Administrative Services..................................................87
Fire.............................................................
127
General Government.....................................................
67
Police............................................................
119
PublicWorks .......................................................
135
Drug Enforcement Fund Summary ..............................................
40
Elected Officials, Administrative Officials, & Management Staff ..........................
215
Expenditure Policy ..........................
20
Financial Reporting Policy..................................................22
.
Fire Department
Hazardous Materials...................................................133
Operations ..........................................................
131
Prevention..........................................................
130
Training..........................................................
132
Fire Pension Fund Summary ............................. 4 ...................
58
General Fund
Expenditure Summary ...................................................
33
FundSummary.......................................................32
Sources & Uses of Funds................................................31
Glossary.......................................4....................4
225
HotCheck............................................................76
Industrial Park Fund Summary .................................................
48
Inspections........................................................
151,192
Internal Auditing........................................................
79
Investment and Cash Management Policy.........................................21
Legal Debt Margin......................................................212
Major Revenue Sources .................................................
61,219
Mayor..............................................................71
Miscellaneous Program.....................................................81
Municipal Court
Criminal..........................................................
104
Probation/Fine Collection .................................................
105
Small Claims/Civil....................................................106
Municipal Judge.........................................................
77
Municipal Judge Retirement Fund Summary........................................59
Off Street Parking Fund Summary..............................................38
Organizational Chart - Cityof Fayetteville.........................................214
Organizational Structures
Administrative Service ...................................................
86
Fire.............................................................
126
Government....................................................
•General 66
Police................................:...........................
118
Public Works .......................................................
134
Parks Division
Administration.......................................:..............
152
Athletic Programs & Recreational Transfers.....................................154
Lake Maintenance .. 4 .............'....................................
156
ParklBallfield Maintenance ...............................................
157
PublicLibrary........................................................
155
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Swimming Pool ...................................................... 153
Personnel Variation Summary ............................................... 217
' Personnel Summary - FTE..................................................216
Personnel Summaries
Administrative Service...................................................92
Fire............................................................. 129
' General Government ....................................................70 .....................................70
Police............................................................121
Public Works.......................................................143
Personnel - Human Resources.................................................95
Planning Division .................................................... 150,190
Police Department
Central Dispatch.....................................................122
' Drug Enforcement....................................................125
Patrol............................................................124
Support Services.....................................................123
' Police Pension Fund Summary ................................................57
Policies and Procedures
Capital Improvement Policy...............................................22
' Debt Policy.........................................................21
Expenditure Policy....................................................20
Financial Reporting Policy................................................22
Investment and Cash Management Policy.......................................21
' Reserve Policy.......................................................21
Revenue Policy ....................................................... 20
Procurement .... 101
' Program Expenditure Summaries
Administrative Service Department...........................................88
Fire Department......................................................128
General Government Department ............................................68
'
Police Department ....................................................120
Public Works Department................................................136
Public Works Director ................................................. 146,185
' Replacement Fund Summary ................................................. 44
Reserve Policy . 21
Revenue Policy.........................................................20
' Revenue Trends...................61
.................................... .219
Risk Management . 102
Sales Tax Capital Improvements Fund
Fund Summary .......................................................45
' 1995 Capital Budgets ................................................ 46,207
Projects - By Project Category .............................................202
Shop Division
' Capital...........................17
Vehicle Maintenance ................................................... 1 16
Shop Fund Summary ...................................................... 60
Solid Waste Division
Commercial Collection ....................................... . 181
Composting........................................................ 184
Operation & Administration .......................... 4 ................... 180
Recycling ............................ .... 183
Residential Collection .................................................. 182
Solid Waste Fund
' Fund Summary ..........................52
Sources & Uses of Funds ................................................ 51
Source and Uses - All Funds................................................29
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City Gardener.......................................................
161
Construction of Drainage Structures .........................................
167
Drainage Maintenance ....................................
165
.............
Operations & Administration ..............................................
162
Right of Way Maintenance................................................163
Street Construction....................................................166
Street Maintenance....................................................165
Street Fund
Fund Summary.......................................................36
Sources & Uses of Funds ........................'........................
35
Traffic Division
Administration & Enforcement .............................................
158
Engineering & Planning .................................................
159
Traffic Control & Parking Meter Maint........................................160
Transmittal Memo.from the Mayor to Council ......................................
1
Urban Forestry & Landscape................................................191
Utility Billing and Collection .................................................
98
Walton Arts Center Endowment Fund Summary ......................................56
Wastewater Treatment Plant.................................................173
Wastewater Treatment Plant - Capital..........................................178
Water and Sewer - Debt Service..............................................179
Water and Sewer Fund
FundSummary.......................................................50
Sources & Uses of Funds .............................. 4 .................
49
Water Purchased........................................................
168
Water & Sewer Services
Meter Operations.....................................................113
Meter Maintenanceand Backflow Prevention....................................114
Capital...........................................................
115
Water & Sewer Maintenance Division
Capital Expenditures ....................................................
175
Capital Water Mains ...................................................
174
Sewer Main Maintenance................................................172
Sewer Mains Construction...............................................177
Water Distribution Maintenance ............................................
170
Water Storage/Pump...................................................171
Water & Sewer Connections..............................................176
Water & Sewer Operations ...............................................
169
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