HomeMy WebLinkAbout148-95 RESOLUTIONRESOLUTION NO. 148-95
A RESOLUTION APPROVING THE 1996 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 1996 Budget and Work Program by
category for all fund types. A copy of the 1996 budget is hereby attached marked Exhibit "A"
and made a part hereof
PASSED AND APPROVED this 19th day of December , 1995.
APPROVED/
By:
Fled Hanna, Mayor
Traci Paul, City Clerk
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City of Fayetteville, Arkansas
Annual Budget
and
Work Program
1996
City of Fayetteville, Arkansas
1996 Annual Budget
and
Work Program
City Council
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
Jimmy Hill, Ward 3 - Position 2
Len Schaper, Ward 4 - Position 1
Heather Daniel, Ward 4 - Position 2
Submitted by
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
Kevin Springer, Financial Analyst
Mark Murray, Administrative Intern
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Fayetteville,
Arkansas
For the Fiscal Year Beginning
January 1, 1995
;2,Q
President Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award of Distinguished Budget Presentation to the City of Fayetteville,
Arkansas for its annual budget for the fiscal year beginning January 1, 1995
In order to receive this award, a governmental unit must publish a budget document that
meets program cnteria as a policy document, as an operations guide, as a financial plan and
as a communications device.
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:
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1 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 1-13
Budget Resolution 14
Community Overview 15-16
Budget Process and Pohctea
Budget Process 17-18
Budget Flowchart 19
Financial Policies:
Revenue Policy 20
Expenditure Policy 20-21
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 23-24
Budget Organizational Structure 25
Consolidated Fund - Department - Program Summary 26
Fund Summaries
Chart of Fund Types - Governmental 27
Combined Statement of Fund Position - Governmental (Shown by Department) 28
Chart of Fund Types - Proprietary & Fiduciary 29
Combined Statement of Fund Equity - Proprietary & Fiduciary (Shown by Department) 30
Source and Uses of Funds 31
Governmental Funds
General Fund:
Sources and Uses of Funds 34
Comparative Budget Summary 35
Expenditure Summary 36-37
Special Revenue Funds
Street Fund:
Sources & Uses of Funds 38
Revenue & Expenditure Summary 39
City Advertising & Promotion Fund:
Revenue & Expenditure Summary 40
Off Street Parking Fund:
Revenue & Expenditure Summary 41
Community Development Block Grant Program:
Revenue & Expenditure Summary 42
Drug Enforcement Program
Revenue & Expenditure Summary 43
Debt Service Funds
Arts Center Bond Fund:
Revenue & Expenditure Summary 44
Capital Projects Funds
Replacement Fund:
Revenue & Expenditure Summary 45
Sales Tax Capital Improvements Fund:
Revenue & Expenditure Summary 46
Capital Project Detail - 1996 47-48
Enterprise Funds
Water & Sewer Fund:
Sources & Uses of Funds . 50
Revenue & Expenditure Summary 51
Solid Waste Fund:
Sources & Uses of Funds 52
Revenue & Expenditure Summary 53
Airport Fund:
Sources & Uses of Funds 54
Revenue & Expenditure Summary 55
C E C and Parking Facility Fund:
Revenue & Expenditure Summary 56
Trust Funds
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
General Government'
Organizational Structure 61
Overview 62
Program Expenditure Summary 63-64
Personnel Summary 65
Mayor's Administration 66
City Council 67
City Attorney 68
City Prosecutor 69
Hot Check 70
Municipal Judge 71
Cable Administration 72
City Clerk/Treasurer 73
Miscellaneous 74
Airport - Landside Operations 75
Airport - Airside Operations 76
Airport - Capital 77
Admuustrative Services:
Organizational Structure 79
Overview 80
Program Expenditure Summary 81-84
Personnel Summary 85-86
Administrative Services Director 87
Personnel - Human Resources 88
Accounting and Audit 89
Budget and Research 90
Utility Billing and Collection 91
Internal Audit 92
General Maintenance 93
Janitorial 94
Procurement 95
Risk Management 96
Data Processing 97
Municipal Court - Criminal 98
Municipal Court - Probation/Fine Collection 99
Municipal Court - Small Claims/Civil 100
Animal Control - Patrol/Emergency Response 101
Animal Control - Animal Shelter 102
Community Development - Administration 103
Community Development - Housing Rehabilitation 104
Community Development - Home Grant 105
Community Development - Capital 106
Meter Operations 107
Meter Maintenance & Backflow Prevention 108
Fleet Operations - Vehicle Maintenance 109
Fleet Operations - Capital 110
Police Department-
Organizational
epartmentOrganizational Structure 111
Overview 112
Program Expenditure Summary 113
Personnel Summary 114
Central Dispatch 115
Police - Support Services 116
Police - Patrol 117
Police - Drug Enforcement 118
Fire Department:
Organizational Structure 119
Overview 120
Program Expenditure Summary 121
Personnel Summary . 122
Fire - Fire Prevention. 123
Fire - Operations 124
Fire - Training & Continuing Education 125
Fire - Special Operations Teams 126
Public Works:
Organizational Structure 127
Overview 128
Program Expenditure Summary 129-135
Personnel Summary 136-138
Public Works Director 139
City Engineering - Plans and Specifications 140
City Engineering - Operations & Administration 141
City Engineering - Right of Way Acquisition 142
City Engineering - Public Construction 143
Planning 144
Inspections 145
Parks - Administration 146
Parks - Swimming Pool 147
Parks - Athletic/Recreation Transfers 148
Parks - Library 149
Parks - Lake Maintenance 150
Parks - Parks Maintenance 151
Traffic - Administration & Enforcement 152
Traffic - Engineering & Planning 153
Traffic - Traffic Control & Parking Meter Maintenance 154
Public Works Director - City Gardener 155
Street - Operations & Administration 156
Street - Right of Way Maintenance 157
Street - Street Maintenance 158
Street - Drainage Maintenance 159
Street - Street Construction 160
Water - Water Purchased 161
Water - Water & Sewer Administration 162
Water - Water Distribution Maintenance 163
Water - Water Storage & Pump Maintenance 164
Sewer - Sewer Main Maintenance 165
Wastewater Treatment Plant 166
Water - Capital Water Mains 167
Water & Sewer - Capital Expenditures 168
Water & Sewer - Connections 169
Sewer Mains Construction 170
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Wastewater Treatment Plant - Capital 171 1
Water and Sewer - Debt Service 172
Solid Waste - Operation & Administration 173 '
Solid Waste - Commercial Collection 174
Solid Waste - Residential Collection 175
Solid Waste - Recycling 176 '
Solid Waste - Composting 177
CCapnal and Debt '
Capital Improvements Program Introduction 179
Capital Improvement Program Directional Information 180-184 '
Summary of Project Requests & Project Resources 185
Capital Improvement Projects by Fund - All Sources 186
Sales Tax Capital Improvements 187 '
Capital Improvements Program Comprehensive Detail 188-191
1996 Capital Budgets 192-194
Debt Position 195 '
Description of Outstanding Bonds 196
Schedule of Bonds Outstanding 197
Legal Debt Margin Calculation 198 '
Appendix
City of Fayetteville Organizational Chart 199 t
List of Elected Officials, Administrative Officials, & Management Staff 200
Personnel Summary 201 t
Personnel Variation Summary 202-203
Major Revenue Sources 204-206
Miscellaneous Statistical Data 207-208 '
Glossary 209-214
Index 215-218
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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 1996. The budget message section gives the reader the synopsis of
the work program for the City in the next year and provides a guide to the budget document.
Budget Process and Policies
The budget process and policies section gives the reader the procedural insight into the preparation
of the Proposed 1996 Budget and Work Program and financial policies for the City. These
policies include. Budget Adjustment Policy, Revenue Policy, Expenditure Policy. Debt Policy.
Reserve Policy, Investment and Cash Management Policy. Capital Improvement Policy, and
Financial Reporting Policy.
Fund Summaries
The Fund Summaries section contains information concerning fund types and fund position that
depicts the financial activity projected for the City during the coming year for each fund.
Department Summaries
This section consists of the five major departments: General Government, Administrative
Services, Police, Fire, and Public Works. The Department Summaries section contains the
following:
(1) Department Overview - This section provides a brief summary of total expenditures and
significant changes for each department.
(2) Program Expenditure Summanes - This section reflects expenditures by category for each
program in a Department for Actual 1994, Budgeted 1995, Estimated 1995, and Budgeted
1996.
(3) Personnel Summaries - This section provides a comparison of staffing levels during the
past four years for each 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
This section contains: a synopsis of the 1996-2000 Capital Improvements Program and planned
capital expenditures for 1996; a synopsis of the City's projected debt position as of December 31,
1995; 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 management
staff, a personnel variation summary for all City departments, revenue trend charts of the major
operating revenues for the City, a glossary, and, an index. The glossary provides definitions of
frequently used budgetmg and accounting terms. The mdex cross-references the budget document
by division or activity/program.
I FAYETTEVILLE
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1 THE CITY OF FAYETTEVILLE, ARKANSAS
December 21, 1995
Members of the City Council and
Citizens of Fayetteville:
1 I hereby present the 1996 Adopted Budget for the City of Fayetteville. Arkansas. It has been
prepared and submitted in accordance with Arkansas statutes, which require that the Mayor, under
the aldermanic form of government, submit to the City Council, the annual Budget for approval.
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The Proposed 1996 Budget was submitted to City Council and the public on November 28, 1995.
At that meeting, Staff reviewed the City's fund organization, major operating funds, new personnel
1 proposed and changes in 1996 capital projects from the approved 1996-2000 Capital Improvement
Program. Subsequent meetings were held on December 5th, 12th and 19th to answer Council
questions and take input from Council and the public on the 1996 Budget. Council approved the
1996 Budget at the December 19 meeting.
1995 - A Year In Review
1 The most significant event during the past year has been the Arkansas Supreme Court decision
declaring the incinerator disengagement fee an illegal exaction. The decision brings the incinerator
1 case closer to completion. On November 21. the City Council approved a settlement agreement that
set legal fees and established a refund pool. The total cost of the proposed settlement, which must
be approved by the Chancery Court, is approximately $4.6 million. In a separate action, Boatmen's
1 Bank. acting as trustee for bonds issued by the Northwest Arkansas Resource Recovery Authority
(NWARRA), filed suit against the City in U. S. District Court in Fayetteville. The Boatmen's
lawsuit seeks to require the City to pay the remaining principal of the NWARRA bonds, which
1 currently is approximately $14 million. Additionally, the City has filed several third party lawsuits
in this case. The ultimate outcome of this litigation and its impact on the City cannot be determined
at this time; therefore. the 1996 Budget contains no specific requests for these issues.
1 Other court action that could impact the City involves a pending challenge filed in the Washington
County Chancery Court regarding the constitutionally of the Washington County sales tax. This
1 Budget estimates the City's portion of the 1996 Washington County sales tax at approximately $6.5
million or 43 % of the General Fund revenue budget. Based on the outcome of other court
challenges to the Washington County sales tax and legal opinion. the risk associated with this lawsuit
1 is considered minimal.
On November 14. the voters of Fayetteville approved a 1% Hotel, Motel. and Restaurant, (IIMR)
1 tax to support City parks. The tax which will begin being collected on January 1, 1996, is expected
to generate approximately $950,000 in the first year. The funds can be used for maintenance,
development and construction of City parks and recreational facilities. A special revenue fund will
be established for this revenue in accordance with Ordinance 3900 approved by City Council on July
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113 WEST MOUNTAIN 72701 501-521-7700
FAX 501-575-8257
5, 1995. A more in-depth spending proposal for these funds will be submitted for Council
consideration and approval at a later date.
During 1995 the City continued implementation of several initiatives that were in progress during
1994 and launched new initiatives mtended to improve and enhance City services while maintaining
cost control. A list of highlights in this area is as follows:
• The City's 2020 plan has been approved by the Planning Commission and City Council.
The plan provides land use guidance that will assist in managing our growth.
• Residential curbside recycling began in late February 1995 and has resulted in diverting
approximately 22% of the residential solid waste stream from landfills. A review of our
current recycling program is scheduled in early 1996.
• An operations contract for the City's transfer station was approved by Council. The contract
establishes a disposal cost to the City of $28.85 per ton of solid waste.
• Partial reconstruction of the Square Gardens was completed this past year. The project is
funded jointly by the City's General Fund and the City's Advertising & Promotion Fund.
■ The Police Department began a bicycle patrol of the Downtown Square and along Dickson
Street.
■ The Continuing Education Center bonds were refunded at a net present value savings of
$324,000 over the remaining life of the bonds.
• Selected filing and review fees for plats, zoning, easements, and, signs were increased as
well as establishing new fees for Tree Preservation Plan Reviews and Drainage Plan
Reviews. The amended fees are projected to generate an additional $122,000 in General
Fund revenue. During 1995, Council approved adding two employees in Planning and two
employees in Engineering at an annualized cost of approximately $100,000. Additional
employees are approved for these divisions in 1996 and they will discussed more in depth
later in this letter.
The City began the year with an ambitious plan to improve our streets and various systems in the
City.
• Street improvements accomplished or in progress include: the construction, reconstruction
and resurfacing of Mill Street; Stubblefield from Old Missouri to Harold; utility relocation
work is on progress along Razorback Road; the overlay of Mt. Comfort from 71 Bypass to
the City limits; Rebecca from College to Mission; Walnut from Prospect to Maple; Olive
from Prospect to Maple; Prospect from College to Mission; Johnson from Walnut to
Mission; East and West Ridgeway; East Shadowridge; Sycamore from College to Walnut;
Walnut from Sycamore to Ash; Ash from Walnut to Old Wire; Sixth Street from South
School to Wood Street; Sang Avenue from Maple to Halsell; Halsell from Sang to Oliver;
Oliver from Maple to Halsell; Cross from Halsell to Markham; Razorback from Cleveland
to Maple; and Beechwood from Sixth Street to Fifteenth Street. Street improvements are
being completed by a combination of City crews and contracted personnel.
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• Intersection improvements at Joyce Boulevard and College Avenue and at Joyce Boulevard
and Highway 265 are complete.
1 ■ Drainage improvement projects are underway along Cato Springs Road (through a joint
project with the Corps of Engineers) and Villa Mobile Home Park. Drainage improvements
1 have been completed in the Cedarwood subdivision. The City has a comprehensive drainage
study under contract that will provide a thorough inventory of drainage structures and stream
capacity. The study will incorporate updated information from both the Corps of Engineers
1 and Federal Emergency Management Administration (FEMA).
• A contract for a comprehensive sewer system study has been awarded. The study is
1 scheduled to be complete by the end of 1996. The findings from the study will be used to
prioritize sewer system improvements over the next few years.
• The Solid Waste Transfer Station and Recycling Materials Processing Facility has been bid
and the contract awarded. Construction is scheduled to start concurrent with the City
receiving its permit from the Arkansas Department of Pollution Control & Ecology. The
current schedule calls for the facility to be operational in mid-1996.
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• Significant progress has been made in the City's sewer system rehabilitation efforts. Work
is essentially complete in basins 12-14, 17, 20-22 and minisystem 18. The number of sewer
overflows has been reduced from approximately 530 in 1989 to less than 100 anticipated for
1 1995. The sewer system rehabilitation program is being accomplished with both City crews
and contracted personnel. The next phase of the City's sewer system rehabilitation effort
will be guided by results of the comprehensive sewer system study currently underway and
negotiations with the Environmental Protection Agency (EPA).
• Park improvements accomplished or in progress during the past year include. replacement
1 of the playground apparatus and completion of the walking/jogging trail around Wilson Park;
construction of an additional baseball field at Walker Park; construction of soccer facilities,
parking and sidewalks at Lewis Avenue Park; pavement of the parking lot at Lake Sequoyah
' Boat Dock; an architectural contact has been awarded for design and construction services
for a new concession/restroom facility at Lewis Avenue Park and a pavilion at Lake
Fayetteville South. The park projects utilized City sales tax. greenspace fees, and state
grants to fund these improvements
1996 - The Year Ahead
The 1996 Budget and Work Program for the City of Fayetteville continues to build on philosophies
' of enhanced customer service, cost-effective government and responsive government. With the
assistance of the City Council and continued input from the citizens 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 1996 to improve the quality of life in Fayetteville. The following is a
discussion of some of the issues. challenges, and highlights contained in the 1996 Budget and Work
Program.
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Issues and Challenges
• As will be discussed later m 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. During 1995, this
Administration implemented a number of changes that postponed and/or will 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 a week; concurrently beginning a residential curbside recycling
program; beginning a commercial cardboard recycling program and adjusting commercial
collection methods by utilizing loadall carts and containers. These changes have allowed the
City to postpone rate adjustments for operations. In order to continue the level of services
currently offered, proposed rate adjustments will be submitted for Council review and
approval in 1996.
• The City's 2020 Land Use Plan was approved by City Council on December 19, 1995.
Adoption of the 2020 Plan is just the beginning of a continuing process of updating land use,
zoning, and development ordinances. During 1996, the Unified Development Ordinance is
planned to 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.
• During 1995, the City was notified that our funding for Community Development from the
Housing and Urban Development Administration (HUD) would be reduced by approximately
$300,000 for 1996. The reduced funding level is due primarily to Federal efforts to bring
the Federal Budget deficit under control. Additionally, the City has been notified that we
would not receive any HOME funds. HOME program funds are HUD funds that are
administered through the State. Both of these events has resulted in the City developing
alternative plans for housing rehabilitation expenditures for 1996.
• Continuation of the systematic program to increase public safety personnel. The City began
a program in 1991 with the goal of adding a minimum of three police officers and three
firefighters per year over a five year period. The initial five year period ended in 1995. As
the City continues to grow, additional police and fire personnel will be needed.
• 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 allocate funds to comply with new regulations for commercial drivers' license holders
and new licensing requirements for solid waste transfer station workers.
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Personnel Changes
The Adopted 1996 Budget contains funding for the equivalent of twenty-five (25) new full-time
positions and 3.7 part-time positions. Additionally, funding for cablecasters was moved from
contract services to personnel services in the Cable Administration Program. This change added a
net of 1.62 employees. The new positions have been added in an effort to maintain 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.
• The City began a systematic program to increase staffing for the Police and Fire Departments
beginning with the 1992 Budget. Since 1991, the City has added twenty police officers,
nineteen firefighters, six civilian jailers. three dispatchers, and five non -civil service
employees to our public safety work force. The Adopted 1996 Budget contains funding to
add five uniformed police officers, one civilian jailer, one police clerk/calltaker and four
firefighters. Additionally, funding is included to adjust the salaries for dispatchers. During
the year. the City experienced a high turnover rate in Central Dispatch primarily due to the
trained dispatchers leaving the City for higher pay at other agencies. The Adopted Budget
contains funding to add these positions and adjust the salaries paid to dispatchers This
represents the equivalent of twelve new police and fire positions. These positions are funded
in the General Fund.
• The 1996 Budget contains funding for a Parks Athletic Field Crew Leader and increased the
funds for summer groundskeepers. The Parks Athletic Field Crew Leader position is being
proposed to provide more complete maintenance supervision of the City's growing number
of athletic fields. Adding this position will allow the Parks Maintenance Supervisor to
devote more time to park maintenance activities. Additional funding is approved for summer
groundskeepers to lengthen the time they can be employed and to increase their pay to be
more competitive with other organizations in attracting summer employees. This represents
the equivalent of one and half full-time employees. These positions are funded in General
Fund.
• The 1996 Budget contains funding for a full-time Development Coordinator and a Landscape
Architect Intern in the Planning Division. The Development Coordinator will be responsible
for coordination of the development review process between Planning. Engineering,
Landscape Administrator, Traffic. Street and Inspection Divisions. The Landscape Architect
Intern will provide staff support for the daily operation of the Planning Division. This
represents the equivalent one and a half full-time employees. These positions are funded in
the General Fund.
• The 1996 Budget contains funding to add a Trails/Sidewalk Coordinator position in the
Engineering Division. The Trails/Sidewalk Coordinator will be responsible for coordination
of trail/sidewalk improvements in the City. This full-time position is funded in the General
Fund.
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• The 1996 Budget contains funding to add a Geographic Information System (GIS)
Coordinator position in the Data Processing Division. The GIS Coordinator will be
responsible for writing the GIS software and hardware specifications and coordinating the
software adaption for use by Engineering, Planning, Parks, Water & Sewer, Street and
Traffic Divisions as well as assisting m developing applications for use by Police and Fire
Departments. This employee is funded in the General Fund.
• The 1996 Budget contains funding to add a Community Center Director for the Yvonne
Richardson Community Center. This position is funded in the Community Development
Fund.
The 1996 Budget contains funding for a part-time Codes Inspector and a part-time Microfilm
Assistant and File Clerk in Inspections. These positions are funded in General Fund.
• Because of the continued growth the City is experiencing, the 1996 Budget adds: two
maintenance workers for the Street Division; a public works crew leader and two
maintenance workers for Water & Sewer Maintenance; a meter reader and a water service
representative for Meter Operations; one solid waste truck driver for Solid Waste; and one
equipment maintenance worker for Fleet Operations. These positions are funded in Street
Fund, Water & Sewer Fund, Solid Waste Fund, and Shop Fund.
Program Initiatives
• The City has established funding for sidewalk improvements in the Sales Tax Capital
Improvements Fund and adds an employee in the Engineering Division to coordinate the
construction or renovation of sidewalks and trails throughout the City.
• Funding for entryway beautification has been approved from the Advertising & Promotion
Commission and through grant awards. The initial plan is to plant flowers and other
vegetation in selected entryways to the City. (South School at US71B, US71B at College,
US71 at Razorback Road, etc) In addition, the City recently purchased 3.14 acres of land
along South School. The land purchase will support the University of Arkansas' College of
Engineering Entrepreneurial Campus and the City's ongoing efforts to improve our
entrances.
• The City continues to refine solid waste collection and material diversion from the landfill.
Residential curbside, apartment complex recycling, commercial cardboard programs have
all been implemented this year. The residential curbside recycling has diverted
approximately 22% of the residential solid waste stream from landfills.
• A marketing plan for Drake Field has been prepared and approved The marketing plan is
needed to provide direction and guidance in keeping our airport a viable asset to the
community.
• The City may be participating in a special census during 1996. In November, the City
Council authorized the Mayor to execute an agreement in conjunction with the Washington
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County Intergovernmental Council to participate in a County -wide special census or if the
County -wide special census in not conducted to enter into an agreement with the Census
Bureau to conduct a City-wide special census.
Capital Improvements
The Budget contains approximately $12.6 million in capital improvements for 1996. The capital
projects contained in the 1996 Budget reflect a pay-as-you-go philosophy and were included in the
1996-2000 Capital Improvement Program (CIP) adopted by the City Council in October, 1995. 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 simply will have to
wait until future years.
• The City's in -House Street Improvement Program will continue. This programs' goal is to
overlay every street in Fayetteville every 16-20 years. The 1996 Adopted Budget for this
project is $636.000 financed from the City sales tax.
• Major street improvement projects, in addition to our in - house program, included in the
1996 Budget are: purchasing the right of way for widening Highway 265 from Highway 16
to Highway 45 - $675,000; engineering and right of way acquisition for widening Joyce
Boulevard from Old Missouri to Highway 265 from two lane to four lanes - $300,000;
reconstruction of 24th Street - $727.000: and sidewalk improvements - $85.000. Finally,
traffic signal improvements are planned for Dickson Street, North Street and Ilighway 180
systems - $109.100.
• Major water and sewer projects included in the 1996 Budget are: continuation of the City's
sewer system rehabilitation project - $933,000; water & sewer improvements as defined by
study - $635,000; Highway 16 West sewer force main - $600.000; Fox Hunter Road sewer
transmission line - $252.000: Rolling Hills water line replacement - $100,000; Old Wire
Road water line replacement - $120,000; White River Water Authority acquisition -
$300,000; and White River Water Authority improvements - $700,000.
• The 1996 Budget contains $231.700 in funding for parks and recreation improvements
throughout the City. These include funding for: renovating the Wilson Park pool decks and
service drive - $34.000; construction of restroom and parking facilities at Lake Fayetteville
South - $111.000; construction of a parking lot for Gulley Park $40,000; and enhancing
park entrance signs - $41,400. These projects are funded from the City sales tax. Funding
requests from the recently approved parks IIMR tax will be submitted at a later date.
• An asphalt patch truck has been added to the 1996 equipment purchase Budget at a cost of
$82,000. The unit was not included in the 1996-2000 C1P. A water & sewer maintenance
crew has been added to this Budget to perform street cut repairs and they will utilize this
equipment.
• This Budget includes approximately $80,000 to fund the operations cost of the Solid Waste
Transfer Station'Materials Facility. The additional cost is contained in the operations Budget
in Solid Waste Fund. Additional funding for equipment charges has been included in the
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Parks & Recreation Maintenance ($20,734), Street Maintenance ($32,595) and Water &
Sewer Maintenance Divisions Budgets ($23,366). The funding is included for fleet upgrades
and expansions.
1996 Summary Financial Activity
The 1996 Annual Budget and Work Program includes approximately $64.8 million in expenditures.
All City funds are budgeted to comply with the City's policy of maintaining 10% of budgeted
operating expenditures in unrestricted fund balance or cash and investments except for the Solid
Waste Fund which will require a rate adjustment in 1996. This Budget projects a solid waste rate
adjustment of approximately $470,000 to provide for break-even operations for the Solid Waste
Fund. A rate adjustment proposal will be submitted to City Council in 1996. The following is a
summary of the expenditures for the City's operating and capital funds.
Summary of Fund Expenditures
General Fund includes 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 - $6.5 million; a portion of the City
sales tax - $1.6 million; franchise fees - $2.3 million; charges for services - .9 million; and state
tumback - $1.1 million. The functions financed by the General Fund include general government
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' operations, fire services, police services, parks and recreation, traffic operations, city engineering
services, planning services and inspection services.
The property tax millage collected for General Fund was previously rescinded by the City Council.
This revenue loss is being replaced by a portion of the City sales tax in the amount of $1.6 million.
During the past two years sales tax revenue has grown approximately 10% per year over the
previous year. The 1996 projection is for a 4.0% growth over the estimated 1995 revenue. General
Fund expenditures for 1996 include the addition of eleven full time equivalent (FTE) positions for
the Police and Fire Departments, one and a half FTE's for the Parks & Recreation Division, one
•' and
a half FTE's for the Planning Division. one FTE for the
Engineering Division, one FTE for
the
Data Processing Division and � FTE's for
the Inspections
Division.
Currently, this Budget has a surplus of $10,706 in the General Fund for 1996 which can be used for
any governmental purpose. Projected 1995 projects a use in excess resources of approximately $3.2
million. This was caused by one time transfers related to the settlement of the Incinerator lawsuit
($1.8 million) and the refinancing the CEC Bond Issue ($1.3 million).
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GENERAL FUND
Projected
1995
Adopted
1996
Beginning Designated Fund Balance
$1,415,147
$60.000
Beginning Undesignated Fund Balance
6.242.391
4,412.204
Total Resources
15,688,156
15,274,000
Total Uses
18,873,490
15,263,294
Resources Over/(Under) Uses
(3,185,334)
10,706
Ending Designated Fund Balance
60,000
60,000
Ending Undesignated Fund Balance
$4,412,204
$4,422,910
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 utilized to maintain
and repair city streets, to maintain rights -of -way, and to do drainage maintenance.
Currently, the Street Fund has a balanced budget for 1996. The turnback from the State of Arkansas
' is apportioned on a per capita basis. The projection for 1996 is that cities throughout Arkansas will
receive $41.00 per person. The projected turnhack for 1996 remains the same as the projected 1995
level. The increase in projected resources for 1996 is due to additional County Road Millage as a
' result of the County -wide property reassessment. 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 difference in expenses for 1996 as compared to 1995 can be attributed to adding an additional
street sweeper, adding two maintenance workers and a decrease in capital expenditures for street
construction funded through the Street Fund.
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Projected Adopted
STREET FUND ;1995 1996.
Beginning Fund Balance $593,217 $636,689
Total Resources 2,162,950 2,221,950
Total Uses 2,119,478 2,221,950
Resources Over/(Under) Uses 43,472 -0-
Ending Fund Balance $636,689 $636,689
The Water & Sewer Fund accounts for the operation and maintenance of the City's water and sewer
system. This includes water purchases from Beaver Water District, all water and sewer functions,
the operation of the wastewater treatment plant, and meter operations.
For 1996, the Water and Sewer Fund is projected to have a surplus of revenues over expenses prior
to depreciation expense. The last rate increase was implemented in January 1994. The water
purchases budgeted for 1996 represent the largest expenditure for operations in the fund at $4.9
million. This represents approximately 36% of total operating expenditures. The wastewater
treatment plant operations are budgeted at $3.3 million, which represents approximately 25 % of the
total operating expenses.
WATER &.SEWER FUND
Projected
1995
Adopted
1996
Beginning Retained Earnings
$34,062,882
$37,313,938
Operating Revenues
16,786,000
17,369,500
Operating Expenses
12,373,801
13,425,155
Income Before Depreciation
4,412,199
3,944,345
Depreciation Expense
4,485,400
4,638,918
Operating Income (Loss)
(73,201)
(694,573)
Nonoperating Income (Expense)
140,653
(3,525)
Net Income (Loss)
67,452
(698,098)
Depreciation on Contributed Capital
3,183,604
3,233,604
Ending Retaining Earnings
$37,313,938
$39,849,444
Capital Expenditures
$14,941 850
$1,852,025
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 from fees
levied for trash collection, recycling revenue and containers sales or leases.
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IA projected rate increase of $466.630 is included in this Budget for 1996. The rate adjustment is
needed to maintain current service levels. Operational costs increases of approximately $215,000
are included in this Budget due to adding a commercial collection driver, operational cost impact for
the transfer station, increased supply cost associated with the residential curbside recycling initiative
and increased motor pool and replacement charges from upgrading/expanding the fleet. This Budget
does not include any provision for legal fees associated with any incinerator litigation.
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SOLID WASTE FUND
Projected
1995
Adopted
1996
Beginning Retained Earnings
$3,044,892
$731,144
Operating Revenues
3,493,000
3,265,000
Projected Rate Adjustment
0
466,630
Operating Expenses
3,298,779
3,645,786
Income (Loss) Before Depreciation
194,221
85,844
Depreciation Expense
73,252
85,844
Operating Income (Loss)
120,969
0
Nonoperating Income
356,000
11,200
Net Income (Loss)
2.310.085
11,200
Depreciation on Contributed Capital
322
322
Extraordinary Item -Incinerator Settle-
4,624,155
0
Transfer from General Fund
1.833.116
0
Ending Retained Earnings
$731.144
$742,666
Capital Expenditures
$638,989
$11.200
%alt A propnsal Er settle the incineamr d:sengagemnt wwsmt was approved during 1995 for approximately $9.6 mihicn. A .a%sutl hoc been filed in Federal Court
by Bcatmen'c Bank acing as trustee for the NW ARRA hands he can seeks to nave Inc City pay inc remain ng principal e f the N W ARRA hinds he City has
:nioaled severa. third pan lawcunc regarding the incinerator seeking la recover any damages that -esult from this projttl or fond ssae
' 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 1996. the fund is projected to have a surplus of revenue over expenses prior to depreciation
' expense.
The 1996 Budget contains increased funding for economic development, primarily the development
' of a marketing plan. The need for increased marketing efforts is to mitigate any loss of commercial
air carrier traffic once the regional airport opens. The regional airport is scheduled to open in
1998/1999. The airport currently operates twenty-one and one-half hours per day seven days a
'week.
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AIRPORT FUND
Projected
1995
Adopted
1996
Beginning Retained Earnings
$3,834,273
$4,288,843
Operating Revenues
1,496,000
1,504,000
Operating Expenses
805,655
915,729
Income Before Depreciation
690,335
588,271
Depreciation Expense
729,897
730,288
Operating Income (Loss)
(39,562)
(142,017)
Nonoperating Income
100,200
46,000
Net Income (Loss)
60,638
(96,017)
Depreciation on Contributed Capital
393,933
423,523
Ending Retained Earnings
$4,288,843
$4,616,350
Capital Expenditures
$2,693,925
$1,536,200
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The Shop Fund is an internal service fund that provides for 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 other operating funds based on equipment
and vehicle usage. Operational cost of the Shop Fund increased approximately $255,000 over
estimated 1995 as a result of adding one employee, increased parts and supply purchases, and,
increased cost allocation charges. These operational increases are a result of fleet expansions.
SHOP. FUND
Projected
1995
Adopted
1996
Beginning Retained Earnings
$5,718,561
$6,452,846
Operating Revenues
2,805,482
3,155,882
Operating Expenses
1,268,800
1,523,890
Income Before Depreciation
1,536,682
1,631,992
Depreciation Expense
1,233,571
1,535,707
Operating Income (Loss)
303,111
96,285
Nonoperating Income (Expense)
292,262
136,409
Net Income (Loss)
595,373
232,694
Depreciation on Contributed Capital
138,912
138,912
Ending Retained Earnings
$6,452,846
$6,824,452
Capital Expenditures
$4,047,755
$1,739,325
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Closing
This Budget is the financial and operational plan for the City of Fayetteville for 1996. 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 continued 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 1996 Budget.
Respectf ly submitted,
Fred B. Hanna
Mayor
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RESOLUTION NO. 14 8-95
A RESOLUTION APPROVING THE 1996 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 1996 Budget and Work Program by
category for all fund types. A copy of the 1996 budget is hereby attached marked Exhibit "A"
and made a part hereof.
APPROVED]
By:
F ed Hanna, Mayor
ATTEST:
By:
Traci Paul, City Clerk
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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.
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The planned completion of an interstate grade highway, south to Interstate 40 at Alma, which is
scheduled for completion in 1999, and the 1995 completion of the four lane upgrade of Highway
412 from Interstate 44 in Tulsa, puts the City squarely in the fast lane for continued growth into
the 21st Century. Other available ground 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.
The City is served by two outstanding medical facilities in Washington Regional Medical Center '
and the Veteran's Administration Hospital. The community is also the home of the North Hills
Medical Park which is a prototype complex that provides extensive medical, dental, and surgical
needs. In August 1991, the Northwest Arkansas Rehabilitation Hospital was opened to serve post-
operative and corrective rehabilitation needs on both an in -patient and out -patient basis. In
addition, the Charter Vista Hospital, a private facility, is located in Fayetteville and serves the
community by providing for treatment of mental disorders and chemical dependencies.
The Fayetteville Public School system includes ten elementary schools, two junior highs, and two
high schools. There are also private and parochial schools, and facilities for developmentally
disabled children.
Realizing that the area's natural beauty is an asset which encourages both growth and tourism,
preservation of a clean environment is a factor in the City's operations and decision -making. The
Parks & Recreation Division tends 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 1
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. 1
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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 1996 Budget
and Work Program are described below:
1. Budget Preparation Package, July 1995
' 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 1996
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
1996 budget submission.
2. Capital Requests and New Personnel Requests Forms, July/August 1995
' 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 Five-year Capital Improvements Program.
' 3. Budget Workpapers Submitted by Division Heads, August 1995
The Department Directors returned budget submissions requesting 1996 funding to the
budget office. The budget office then verified that budget submissions were correct and
' within specified targets.
' 4. Analysis of Each Proposed Program Budget, September 1995
During this period, meetings were conducted with each Department Director, At these
meetings, the submitted program budgets were evaluated in their entirety and additions and
' cuts were made to balance the funds with the service requirements. The 1996 Proposed
Budget and Work Program was the result of this process.
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5. Public Hearings, September/October 1995
The Street Committee, the Water and Sewer Committee, the Parks and Recreation
Advisory Board, the Airport Board, and Community Development conducted public
hearings to obtain input from citizens on the capital improvements program. In addition,
a public hearing which incorporated the entire 1996-2000 Capital Improvements Program ,
(CIP) was held on October 12, 1995.
6. Capital Improvements Program Approved by City Council, October 1995
City Council approved the 1996-2000 CIP on October 17, 1995. The public was invited
to attend and comment on the projects incorporated in the 1996-2000 CIP at various public
hearings as well as the Council agenda setting session on October 10 and City Council
meeting on October 17. CIP projects approved for 1996 are incorporated in the 1996
Budget and Work Program.
7. Consideration and Approval of the Budget, November/December 1995
The proposed budget was presented to the Mayor. The Mayor will then schedule
presentation of the Proposed 1996 Budget and Work Program to the City Council by
December 1. Public hearings on the Proposed 1996 Budget and Work Program will be
conducted during December, and the Budget will be adopted by the City Council.
8. Implementing the 1996 Budget, January 1996
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
throughout 1996.
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
1996 Budget and Work Program is made available for review by all interested persons at the
Fayetteville Public Library and the City Clerk's Office. Public notification of this information
is made in a local newspaper and on the Cable Access television channel. As always, the public
is invited to attend all meetings, retreats, and hearings regarding consideration of the Budget.
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July 1995
C stnbuled Budget
1996 Annual Budget PreparatrerMadu
Flow Chart
July 1995
Bid
gel Pang
August'995
Ovisior Heads
Subnit Budgets lo
Department Deeclors
Co
Department
Divis,on Heads No Directors
Make Revisions ApDrove
Cvlslor
Budgets'
Ves
Deoartnient Directors
Submit Budgets to
Budge' Staff 'or Review
October 1995
P Jbllc Hearrgs o• the
Street and W85
CorrT:tees
Budget S:a1 Reviews
Subm..ted budgets
Novembe• 1995
Budget Staff presents
Budget Reajests to
Mayor
Revisions Made By Want Any
Apppriate Personne Budget 'o
GeV sions�
' No
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November'99S
Mayor Presents 6udget
' to City Council
City Council
' Holds Retrealy
Public Hearings
Does
' city
Revisions Made By Guy Yes Councl
Sta• As Requested Went Any
audge
ion n
' No
Decenbe' 1995
City Council Approves
1998 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 a solid revenue
base.
• The City will maintain timely collection
systems and implement necessary enforcement
strategies to collect revenues from available
sources.
• The City will establish user fees and charges
for services, when feasible, at levels related to
the cost of providing the services. The City
will review the fees and charges on a periodic
basis to determine modifications needed to
keep pace with the cost of providing the
services.
• The City will establish, when feasible, self-
supporting enterprise funds and internal
service funds in which a relationship between
revenues and expenditures clearly exists.
• The City will project revenues on a
conservative basis so that actual revenues will
consistently meet or exceed budgeted
revenues.
• The City will maintain a budgetary control
system and will prepare reports which
compare actual revenues to budgeted amounts.
• The City will limit the designation of General
Fund revenues for specified purposes to
maximize flexibility in budgeting and revenue
utilization.
• The City will review annually and revise,
where necessary, its cost allocation formula.
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
system to ensure adherence to the adopted
budget and will prepare reports which compare
actual expenditures to budgeted amounts.
• The City will refrain from budgeting non-
recurring or one-time revenue for ongoing
expenses.
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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 at least 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.
• 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 for equipment.
' improvements in the City's bond rating.
• The City will pay for all capital projects and INVESTMENT AND CASH MANAGEMENT
' capital improvements on a pay-as-you-go basis POLICY
using current revenues whenever possible. If
a project or improvement cannot be financed • The City will deposit all receipts on a timely
' with current revenues, long-term debt will be basis.
recommended.
• The City will strive to maximize the return on
' • The City will refrain from issuing long-term its investment portfolio without jeopardizing
debt for a period in excess of the expected principal amounts.
useful life of the capital project.
' • The City will limit its investments to the types
• The City will use special assessment, revenue, of securities provided for by Arkansas statutes.
or other self-supporting bonds instead of
' general obligation bonds, when feasible. • The City will diversify its investments by
maturity date to protect against market
• The City will seek refinancing of outstanding fluctuations
debt if it is determined that the City will
benefit by reduced interest expense over the • The City will purchase securities from
remaining life of the bonds. qualified institutions based on competitive bids
' in an effort to obtain the highest available
• The City will require that total annual rates
payments for debt service not exceed 25 % of
' total operating revenues.
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CAPITAL IMPROVEMENT POLICY
• The City will prepare annually and update a
five-year Capital Improvements Program
(CIP) which will provide for the orderly
maintenance, replacement, and expansion of
capital assets.
• 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 CIP will identify long-range capital • The City will produce monthly and quarterly
projects and capital improvements of all types financial statements reporting the current
which will be coordinated with the annual periods activity for all funds maintained by the
operating budget to maintain full utilization of City.
available revenue sources.
• When preparing the 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 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 maintain an 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:
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 be required in the following instances:
1) When the budgeted amount per category is exceeded (an offsetting adjustment must he
made from another category, program, or fund balance).
2) When the budgeted amount per operational program is exceeded (an offsetting adjustment
must be made from another operational program or fund balance).
' 3) When the budgeted amount for a capital proi 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.
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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 responsible Department
Director and the Budget Coordinator;
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 of 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.
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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, and
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 and Supplies, Services and Charges,
Maintenance. Capital, and Depreciation.
' 25
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City of Fayetteville, Arkansas
Chart of Governmental Fund Types
' City Fund Strucxre
Cnwe. u. ental
General Fund I Special Revenue Funds Debt Service Funds Capital Project Funds
' —General - Street Arts(:enter Bond —Rephcenerl
—Ci:yAdvertising & Promotion —Sales Tax Capital Improvements
-Off Street Parking
' Community Development
—Drug law Enforcement
—Parks & Recreation
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 — 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 designed or required 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 Protects Funds — Capital projects funds are used to account for financial
resources
to be
used for the acquisition
and construction of assets
of a relatively
permanent
nature
other than those financed
by proprietary funds.
As a note of explanation for the following combined statements, the revenues are listed by
major source and the expenditures are listed by major department or service The
operating transfers are listed both in and (out).
' 27
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, 1996
Revenues:
Sales Taxes
Hotel, Motel, Restaurant Taxes
Franchise Taxes
Licenses and Permits
Intergovernmental
Charges for Services
Fines and Forfeitures
Investment Earnings
Other
Total Revenues
Expenditures:
General Government
Cost Reimbursements
Administrative Services
Police
Fire
Public Works
City Advertising & Promotion
Capital Outlay
Debt Service
Total Expenditures
Excess of revenues
over (under) expenditures
Other financing sources (uses):
Operating transfers in
Operating transfers out
Net Other Financing
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Special Debt• Capital
General Revenue Service Projects Total
$ 6,623,000 $ $ $ 8,775,000 $ 15,398.000
952,500 952,500
2,292,000 2,292.000
518,000 518.000
1,111,000 3,061,779 4,172.779
948,000 161,372 1.109.372
779,000 779,000
298,000 61,869 40,366 125,050 525285
55,000 4,000 59.000
12,624,000 4,237,520 40,366 8,904,050 25,805.936
1
2,372,066 2.372.066
(2,015.974) (2,015,974)
2,738,678 615,061 3,353,739
4,417,975 279,947 4,697,922
2,967,755 2,967.755
3,366,494 2,357,225 5.72.3,719
693,722 693.722
7,901,550 7,901,550
349,416 349,416
13,846,994 3,945,955 349,416 7,901,550 26,043,915
(1,222,994) 291,565 (309,050) 1,002,500 (237,979)
2,650,000
493,000
1,394,800
76.500
4,614,300
(1,416,300)
(555,000)
(1.042,000)
(1,588.000)
(4,601.300)
1,233,700
(62,000)
352,800
(1,511,500)
13,000
Excess of revenues over (under) expenditures
and other financing sources (uses) 10,706 229,565 43,750 (509,000) (224,979)
Estimated Fund Balance — Beginning of Year 4,472,204 2,625,735 954,959 5,070,784 13,123,682
Fund Balance — End of Year $ 4,482,910 $ 2,855,300 $ 998.709 $ 4,561.784 S 12.898,703
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City of Fayetteville, Arkansas
Chart of Proprietary and Fiduciary Fund Types
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' Proprietary Funds
' Enlerpnse Funds
I
City Fund Stmceare
Internal Semce Funds
Fiduciary Funds
Trust Funds I
AgencyFunds
-Airport -Shop -Pohce Pension hRcturned Cheek
-Continuing Pd Center -Fire Pension , Payroll
-Water & Sewu -Mutt Judge Reirement '-Municipal Cour:
-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.
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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 of the City to other departments of the Crty, on a cost
reimbursement basis.
Trust Funds and AgencyFunds — Trust funds and agency funds are used to account for assets
held by the City in a trustee capacity or as an agent for individuals, private organizations, other
governments and/or other funds. Trust funds are accounted for in essentially the same manner
as proprietary funds since capital maintenance is critical. Agency funds are custodial in nature
and do not involve measurement of results of operation.
In reference to the following combined statements, the revenues are listed by major source and
the expenses are listed by major department or service. Also shown are depreciation,
nonoperating revenue and (expenses), transfers in and (out), and net income.
1 29
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, 1996
Proprietary Funds
Internal
Enterprise Service
Operating Revenues:
Airport Revenues
Rent and Leases
Solid Waste 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:
Water & Sewer
Administrative Services
Public Works
Solid Waste
Airport
Continuing Education Center
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
607,200 (160,660)
16,324,800 65,806,797
16,932,000 66.008,398
Contributions — Beginning of Year 51,434,379 381,478 51,815,857
Capital Contributions 3,180,000 3,180,000
Depreciation on Capital Contributions (3,657,450) (138,912) (3,796,362)
Contributions — End of Year 54,614,379 381,478 54,995,857
Total Fund Equity — End of Year
$ 100,662,687 $ 7,067,018 S 16,932,000 $ 121.004,256
' City of Fayetteville, Arkansas
' Sources of Funds for 1996
13 5%) Francnise Tax $ 2.292 000
' (14.8%) Water Sales $ 9,598,000
(25 2%) Sales Tax $ 16,350.500
•
(12 0%) Sewer Sales $ 7,771 500 I - -
•t _ iy •;Tk ilk'• �. f5 3%) Fond Balance $ 3,482 128
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7f (2.6%) Capita Contributions $ 1,68C 000
(5.7%) Solid Waste Fees $ 3,695,630 '
(21%) Miscellaneous $ 1,368,700
(0 5%; PropertyTax $ 316 000
____ -" (7.8%) Transfers $ 5.049.300
(9 8%) Charges for Service $ 6,341 254
' (3 3%) Investmerts $ 2,107,269 (7 4%) Irtrgovernmental $ 4,782,775
$64,835.060
' Uses of Funds for 1996
(2 8%) Materals 8 Supplies $ 1,802 850
(12 C%) Services & Charges $ 7.763.473
' _ — (25 5%) Personnel $16,540.116
(1 3%) Maintenance $ 859 717
(4 9%) Inteyrnal Charges $ 3,155 882 n; _
■ (5 0%) WWTP Operations $ 3.266 621 ••
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(12 3%) Govemmerrtal Capital $ 7,965,753 ��-`" —-- (10 9%) Deprecation $ 7,085.564
18 0%) Proprietary Captal $5 167.020
$64.835.060
' Note The Sources of fund• chart incl.dec resrnues from all ('.h :und' :he U. oflrads chart includes expeditures from all fimds including
S 5.167.320 of capital expendituir" n the P.-opnelan fond ttpe' In conpl n'e with IIAAP Prnpnetan fiord halancrs do nil refee capital
expend .turec
31
Governmental Funds
General Fund
Special Revenue Funds
Street
City Advertising and Promotion
Off Street Parking
Community Development Block Grant
Drug Law Enforcement
Debt Service Funds
Arts Center Bond
Capital Project Funds
Replacement
Sales Tax Capital Improvements
33
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General Fund
Sources of Funds for 1996 ,
(43.4%) Sales Tax $ 6,623,000
..a 3 E @S5 Im smF r n
•�E£ Y i— rr3Ye
(15.0%) Franchise Fees $ 2,292,000 - (3.4%) Licenses & Permits $ 518.000
•r
rI ! frsm
(5.1%) Fines & Forfeitures $ 779,000 (17.3%) Transfers S 2,650.000 I
(2.3%) Investment Earnings & Misc $ 353,000
(6.2%) Charges for Services $ 948,000
(7.3%) Intergovernmental S 1,117,000
$15,274,000
•1
Uses of Funds for 1996 ,
(15.8%) Administrative Services $ 2,738,678 '
(0.0%) Cost Reimbursements $ (2,015,974)
(25.6%) Police $4,417,975 s) d 9 (13.7%) General Governments 2,372,066
PE � (0.1%) Fund Balance $ 10,706
(8.2%) Transfers $ 1.416,300
(17.2%) Fire $ 2,967,755
(19.4%) Public Works $ 3,366,494
$15,274,000
1
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City of Fayetteville, Arkansas
General Fund
Fund — 1010
Actual
Budgeted
Estimated
:994
1995
Beginning Fund Balance
$ 9,126,524 $
_1995
7.657,538
$ 7.657 538
Resources
_
Revenues
Property Tax
59,340
50.000
:9,970
Sales Tax — County
5.841,649
6.100,253
6,371,000
Franchise Fees
2,166.180
2,264,614
2.195.000
Licenses & Permits
498.330
464.460
506,000
intergovernmental
1.069.741
1,024,907
1.193.000
Charges for Services
'33,225
788,993
803,000
Fines & Ferfeitures
'36391
682,609
706.000
Investment Earnings
311.609
195,556
291,000
Miscellaneous
(:58.%67.)
64,983
74,000
'Iota Revenue
11,257,699
11.636.375
2.158,97C
Operating Transfers In
Off Street Parking
25.371
19.368
22,000
Excess HMR/CEC Funds
7'2,837
1.246,145
1,246,145
Sales'Fax — City
1,109,296
1,324,000
1.324.000
Excess Arts Center
683,350
861.794
937,04±
rot a] 'I ransfers In
_ 2,590,854
3.451.3C7
3,529.185
Tctal Resources
13,848,553 _
15,087,682
15.688,156
Uses
Expenditures
General Government
1.75:.:94
2,593.140
2.532.372
Cost Reimbursements
(1.906,835)
(2,008.079)
(2.008.779)
Administrative Services
2.396,615
2'70.013
2,668,676
Police
3 723,447
4,;22,363
4,099.874
Fire
2,541,618
2.786.306
2,768,563
Public Works
2.648,591
3.C82,891
3.013.175
'total Expenditures
_ 11.154.631
13.346.634
13,074,582
Operating Transfers Out
City Adv & Promotion Fund
860,000
2,183,62C
2,183,620
Arts Center Bond Fund
1.141,375
1.245.000
1,245,000
Replacement Fund
76.500
?6.500
76.500
Water & Sewer Fund
1,657,000
0
0
Solid Waste Fund
C
1,833.116
1.833,116
Capital Improvements Fund
386,044
565,C81
417.672
Drug Enforcement Fund
41.990
51.081
43,000
Total Operating Transfers Out
4.162.909
5,954,398
.5.798.908
'I otal Uses
15,317.539
19,301.032
__18.873.490
Net Resources (Uses) (1,468.986)
Ending Fund Balance S 7,657x.538
Reserved for Loans to Other Funds S 60.0)C
Designated for Advertising & Promction 937.475
Designated for Capaa: Improvements 417.672
Ending Designated Fund Balance 1.415.147
End:ng Undesignated Fund Balance 6,242.391
Ending Fund Balance $ 7,657,538
(4.213.350) __(3.185,334)
3,444,188 $ __ 4,472,204
S 60,000 S 60,000
0 7
0 0
60,000 60,000
Budgeted
1796
$ 4.472.274
I.
6.62.9.000
2,292AC7
518.OOC
948.000
779::)00
298.000
55.000
12.624.7(x)
23.000
0
1,588.000
1.042.000
2.650.000
15,274,070
2.372,066
(2.015,9'4)
2.738,678
4.417,915
2.967 755
3.366,494
13,846.994
0
1.294.800
76,500
C
C
45.000
1.416.300
15.263.294
10,706
S 4,482,9_0
S 601)f)0
C,
C
60.000
.3.384.188 4.412.274 4.422,910
S 3.444.188 $ 4.472,274 S 4.482,9:0
35
City of Fayetteville, Arkansas -
General Fund Expenditures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
General Government Department 1
Office of the Mayor $ 206,894 $ 236,876 $ 234,004 $ 248,590
City Council 38,249 40,250 37,296 39,922
City Treasurer 4,200 0 0 0
City Attorney 164,912 196,614 191,576 198,109
City Prosecutor 167,858 180,506 178,137 179,868
Hot Check 100,918 106,971 106,971 106,187
Municipal Judge 60,923 72,646 70,624 68,574
Cable Administration 150,350 150,092 148,699 153,993
City Clerk 124,485 132,472 112,130 155,033
Miscellaneous
Salary Contingency 0 85,000 85,000 580,000
Settlements 4,415 110,862 115,515 25,000
Refund Cost — Municipal Court Fees 1,796 0 0 0
Chamber of Commerce Services 92,021 100,000 100,000 100,000
C.E.M.S. Service 125,547 131,197 131,197 135,480
City Hospital Lease 283,500 283,500 283,500 283,500
Minor Equipment 899 0 0 0
Contract Services 43,960 0 0 0
Economic Development Grant 45,963 0 0 0
Fixed Assets 52,625 3,489 1,584 0
Building Cost 12,727 361,623 361,623 0
Land Acquisition 2,583 296,980 296,980 24,000
Ozark Regional Transit 16,000 34,512 33,130 34,500
Maintenance 7,549 15,000 8,600 20,000
Other 42,821 54,550 35,807 19,310
Total General Government Department 1,751,194 2,593,140 2,532,372 2,372,066
Administrative Services Department
Administrative Services Director 129,256 133,150 132,560 135,975
Personnel Administration 425,099 554,286 486,966 509,559
Accounting & Audit 297,265 326392 323,291 330,428
Budget and Research 128,757 97,617 96,881 100,976
Billing & Collections 212,234 244,785 242,490 254,995
Internal Auditing 51,029 50,557 50,312 51,843
General Building Maintenance 203,780 219,472 218,032 220,365
Janitorial 93,952 109,090 1.09,090 107,173
Procurement 54,787 60,675 59,421 61,282
Risk Management 20,665 40,035 39,936 40,445
Data Processing 287,816 338,510 335,242 359,810
Criminal Cases 98,517 111,713 109,158 108,226
Probation & Fine Collection 29,635 31,680 28,385 29,108
Small Claims & Civil Cases 88,763 115,162 101,354 100,102
Animal Patrol/Emergency Response 113,794 134,426 133,095 131,734
Animal Shelter 161,266 202,463 202,463 196,657
Total Administrative Services Department 2,396,615 2,770,013 2,668,676 2,738,678
1
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City of Fayetteville, Arkansas
General Fund Expenditures
Actual Budgeted Estimated Budgeted
1994 _ 1995 1995 1996
Police Department
Support Services 796,073 913,102 911,231 984,366
Patrol Warrant 2,543,917 2,784,656 2,781,794 2,938,153
Central Dispatch 383,457 424.605 406,849 495,456
Total Police Department 3,723,447 4,122,363 4,099,874 4,417,,975
' Fire Department
Prevention 101,608 114,551 114.551 148,224
Operations 2,349,194 2,567,873 2,552,630 2,709,812
' Training & Education 58,274 62,832 62,832 66.119
Hazardous Materials 32,542 41,050 38,550 43.600
Total Fire Department 2,541,618 __ 2,786,306 2,768,56.3 2.967.755
Public Works Department
Public Works Director
' Public Works Director 134,719 186,000 181,085 192.232
City Gardener 72,385 100,842 78,593 139,982
Engineering
' Plans & Specifications 207,880 243,910 240,697 299,144
Operations & Maintenance 141,258 171,002 166,530 154,731
Right of Way Acquisition 31,990 78,402 73,250 83,463
Public Construction 89,535 117,734 115,450 145,496
City Planning 258,755 305,818 303,197 360,553
Inspections 281,397 315,986 309,325 335,639
Parks
' Parks Administration 100,928 96,868 95,297 104,295
Swimming Pool 92,214 128,982 128,413 122,063
Athletics & Recreational Transfers 166,986 178,251 174,277 190,920
' Library 276,385 331,874 331,634 347,402
Lake Recreation 57,007 57,739 53,216 58,636
Park Maintenance 434,735 482,537 478,936 530,468
Traffic
'
Administration & Enforcement 62;224 56,503 54,942 29,233
Engineering/Planning 46,960 51,143 50,072 74,583
Control & Parking 193,233 179,300 178,261 197,654
Total Public Works Department 2,648,591 3,082,891 __ 3,013,175 3,366,494
Cost Reimbursement
L.
Total General Fund Expenditures
El.
X1,906,831) (2.008.079) (2,008,0 2(,015,974)
$ -11,154,631 $ 13,346,6.34 $ 13,074,582 $ 13,846,994
' 37
Street Fund
Sources of Funds for 1996
(77.9%) State T rnback $ 1.732.000
$2,221,950
Uses of Funds for 1996
(9.1%0) Right of Way Maintenance $ 200,904
(44.4%) Street Maintenance $ 985,804
$2,221,950
(0.6%) Interest S 12,950
5%) County Road TLrnback $ 477.000
1) Operations & Administration $ 600,851
9.5%) Drainage Maintenance $ 434391
38
City of Fayetteville, Arkansas
Street Fund
Fund 2100
Beginning Fund Balance
Revenues
Intergovernmental
Interest
Other
Total Revenues
Expenditures
Operations & Administration
Right of Way Maintenance
Street Maintenance
Drainage Maintenance
Street Construction
Total Expenditures
Revenues Over (Under) Expenditures
Ending Fund Balance
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
$ 388,071
$ 593,217
$ 593,217
$ 636,689
.2,025,070
2,072,689
2,150,000
2,209,000
13,293
10,050
12,950
12,950
144,673
0
0
0
2,183,036
2,082,739
2,162,950
2,221,950
520,066
580,731
182,985
188,093
904,116
920,009
366,516
420,294
4,207
127,133
1,977,890
2,236,260
205.146
(153,521)
$ 59217 S
439,696 $
561,604
600,851
185,071
200,904
879,863
985,804
365,807
434,391
127.133
0
2,119,478
2,221,950
43,472
0
636,689 $ 636,689
39
City of Fayetteville, Arkansas
City Advertising & Promotion Fund
Fund — 2120
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Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Beginning Fund Balance $ 206,592 $ 240,859 $ 240,859 $ 1,566,751
Revenues 1
Hotel, Motel, and Restaurant Taxes 866,253 892,500 924,850 952,500
Interest 9,568 12,500 12,400 35,000
Total Revenues 875,821 905,000 937,250 987,500
Expenditures
City Advertising & Promotion
Audit Expense
Professional Services
Trolley Services
Collection Expense
Convention Development
Convention Services
Special Projects
New Brochures
800 Telephone Number
Festival Support
Air Museum
Chamber of Commerce Contract
Fixed Assets
Vehicles & Equipment
Park Improvements
Total Expenditures
Other Financing Sources (Uses):
Transfer from General Fund
Transfer from CEC Bond Trustee
Transfer to CEC Bond Trustee
Transfer to Arts Center Bonds
Total Other Financing Sources (Uses)
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses)
Ending Fund Balance
200,108
100
0
31,992
34,650
16,590
1,622
280,105
23,921
10,000
56,000
50,000
99,068
8,966
22,179
0
835,301
860,000
0
(866,253)
0
(6,253)
34,267
$ 240,859
250,000
100
0
35,000
36,000
0
4,400
167,286
56,827
10,000
42,500
50,000
100,000
800
0
280,000
1,032,913
2,183,620
0
(892,500)
0
1,291,120
1,163,207
$ 1,404,066
250,000
100
0
34,000
37,000
0
4,400
145,000
56,827
10,000
42„500
50,000
100,000
703
0
280,000
1,010,530
2,183,620
0
(667,448)
(117,000)
1,399,172
1,325,892
$ 1,566,751
250,000
150
100,000
35,000
38,100
0
5,000
50,172
40,000
10,000
25,300
40,000
100,000
0
0
0
693,722
0
448,000
(435,000)
(100,000)
(87,000)
206,778
$ 1,773,529
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City of Fayetteville, Arkansas
Off Street Parking Fund
Fund — 2130
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Fund Balance
$ 391,.344
$ 431,538
$ 431,538 $
402,252
Revenue
Parking Lot Revenue
157467
158,880
154.422
161.372
Interest
17,037
13,919
13,915
13.919
Total Revenues
174,504
172,799
168337
_
175.291
! xpeenditures
Construction Materials
207
500
250
500
Audit Expense
90
90
90
90
Utilities
11,635
14,500
14,0(X)
14,500
Insurance
1,185
1,200
1,300
1,200
Deck Operating Expense
51,257
47,500
47,500
47,500
Special Assessments
0
1,485
0
1,485
Parking Control Maintenance
0
0
3,027
0
Parking Deck Maintenance
550
50,000
30,000
40,000
Downtown Parking District
25,487
30,000
30,000
30,000
Fixed Assets
0
33,914
33,914
0
Total Expenditures
90,411
179,189
160,081
135,275
Other Financing Sources (Uses):
Transfer to General Fund
(25371)
(19,368)
(22,000)
(20,000)
'I ransfer to CEC Bond Trustee
(18,5
(19,150)
(15,542
0
Total Other Financing Sources (Uses):
(43,899)
(38,5]8)
(37,542)
_ (20,000)
Revenues Over (Under) Expenditures
and Other Financing Sources (Uses):
_ 40,194
44,908
(29,286)
20.016
Ending Fund Balance
$ 43 538
$ _386,630
$ 402,252 $
422,268
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City of Fayetteville, Arkansas
Community Development Block Grant Fund
Fund — 2180
Actual Budgeted
1994 1995
Revenue
CD Grant Funding
$ 759,489
$ 1,230,418 $
Home Grant Funding
414,281
271,126
AAA of NWA
4,000
4,000
Loan Repay
29,210
10,000
Rehab Expense
(29,210)
(10,000)
Total Revenues
1,177,770
1,505,544
Expenditures
Administration
68,518
90,948
88,409
123,810
Housing Rehabilitation
202,336
187,564
187,564
305,810
Home Grant Program
414,281
271,126
269,038
0
Community Development Program
492,635
955,906
955,906
185,441
Total Expenditures
1,177,770
1,505,544
1,500,917
615,061
Revenues Over (Under) Expenditures
$ 0 $
0 $
0 $
0
Estimated
1995
1,230,418 $
266,499
4,000
19,294
(19,294)
1,500,917
Budgeted
1996
611,061
0
4,000
10,000
(10,000)
615,061
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Fund — 29.30
Beginning Fund Balance
Revenues
Drug Enforcement Grant
Grant — Springdale
Grant — Washington County
Grant — Prairie (rove
Grant — Lincoln
Grant — Greenland
Grant — West Fork
Grant — Johnson
Grant — Farmington
Forfeitures — DTF
Interest
Total Revenues
Expenditures
Drug Enforcement Program
Total Expenditures
Other Financing Sources (Uses)
Transfer from General Fund
Total Other Financing Sources (Uses)
Revenues Over (Under) Expenditures
and Other Financing Sources (Uses)
Ending Fund Balance
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City of Fayetteville. Arkansas
Drug Law Enforcement Fund
Actual
1994
Budgeted
1995
Estimated
1995
Budgeted
1996
$ 6,022
$ 20,043
$ 20,043
$ 20043
195,449
224,837
224,837
212.039
12,425
12,547
12,547
14,314
1,595
1.627
1,627
.,625
2,021
1,627
1,627
1,625
1,167
1,627
1,627
1.625
1,595
1,627
1,627
1,625
1,595
1,627
1.627
1,625
1,167
1,627
1.627
1,625
1,595
1,627
1.627
1,625
11,529
0
2,758
0
0
0
568
0
230,138
248,773
252.099
_
237,718
258,107 299,854 _ 295,099
258,107 299,854 295,099
41,990 51,081 _ 43,000
41,990 51.081 43,000
14,021 0 0
S _ _ 20,043 $ -_20043 $ 20,043 $
279.947
279.947
45,000
45,0110
2,771
__z2,814
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City of Fayetteville, Arkansas
Arts Center Bond Fund
Fund — 3170
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Beginning Fund Balance $ 661,309 $ 837,959 $ 837,959 $ 954,959
Revenue
Interest 39,849 40,450 47,957 40,366
Total Revenue 39,849 40,450 47,957 40,366
Expenditures
Audit Expense 0 300 0 500
Principal Payment 125,000 135,000 135,000 135,000
Interest Expense 227,890 220,516 220,516 212,416
Paying Agent Fees 736 1,500 400 1,500
Total Expenditures 353,626 357,316 355,916 349,416
Revenues Over (Under) Expenditures (313,777) (316,866) (307,959) (309,050) ,
Other Financing Sources (Uses)
Transfer From General Fund 1,141,375 1,245,000 1,245,000 1,294,800
Transfer From Arts Center Project 32,402 0 0 0
Transfer From A & P Fund 0 0 117,000 100,000
Transfer Excess Funds to General Fund (683,350) (861,794) (937,041) (1,042,000)
Net Other Financing Sources 490,427 383,206 424,959 352,800
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses) 176,650 66,340 117,000 43,750
Ending Fund Balance $ 837,959 $ 904,299 $ 954,959 $ 998.709
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City of Fayet teville, Arkansas
Replacement Fund
Fund — 4270
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Fund Balance
$ 2,303.585
$ 2,477,645
$ 2,477,645
$ 2.709.650
Revenue
Interest
98,110
87,800
156,055
100.050
Total Revenue
98,110
87,800
156,055
100.050
Expenditures--
_
Audit Expense
_
550
550
550
550
T— Bill I landling Fees
0
300
0
300
Total Expenditures
_
550
_
850
550
850
Revenues Over (Under) Expenditures
97,560
86,950
155,505
99.200
Other Financing Sources (Uses)
'Iransfer 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
174,060
163,450
232,005
175,700
Ending Fund Balance
$ 2,477,645
$ 2,641,095
$ _ 27090
$ __ 2885350
Fund 4470
Beginning Fund Balance
Revenue
Sales Tax Revenue
State Grants
Federal Grants
Interest
Other
Total Revenue
Expenditures
Public Notification
Audit Expense
Legal Services
Capital Improvements Projects:
Fire Safety Improvements
Police Safety Improvements
Library Book Purchases
Parks and Recreation Improvements
Bridge and Drainage Improvements
In —House Street Improvements
Street Improvements
Transportation Improvements
Water & Sewer Improvements
Solid Waste Improvements
Other Capital Improvements
Total Expenditures
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Actual
1994
$ 2,735,802
7,561,906
1,304
25,000
194,472
3,710
7,786,392
2,689
1,500
12,333
301,822
88,914
50,000
282,576
23,318
536,960
593,447
40,082
436,078
0
321,270
2,690,989
Budgeted
1995
$ 7,107,953
7,300,000
0
619,867
2,897
96,896
8,019,660
3,136
1,500
0
251,825
69,529
54,000
466,508
848,115
772,068
6,779,690
101,000
1,691,371
1,538,753
880,756
13,458,251
Estimated
1995
$ 7,107,953
8,482,000
0
619,867
415,768
98,784
9,616,419
1,700
1,500
95
251,825
69,529
54,000
466,508
848,115
772,068
6,779,690
101,000
1,691,371
1,538,753
880,756
13,456,910
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Budgeted
1996
$ 2,361,134
8,775,000 1
0
25,000
4,000
5,8U4,000 I
1,500
2,500'
0
325,000
319,000
65,000
231,700
100,000
636,000
2,812,000
146,200
2,572,000
244,000
445,800
7,900,700
Revenues Over (Under) Expenditures 5,095,403 (5,438,591) (3,840,491) 903,300'
Other Financing Sources (Uses)
Transfer from General Fund 386,044 565,081 417,672 0
Transfer to General Fund (1,109,296) (1,324,000) (1,324,000) (1,588,000)
Total Other Financing Sources (Uses) (723,252) (758,919) (906,328) (1,588,000)
Revenues & Other Financing Sources
Over (Under) Expenditures & Uses 4,372,151 (6,197,510) (4,746,819) (684,700)'
Ending Fund Balance $ 7,107,953 $ 910,443 $ 2,361,134 $ 1,676,434
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City of Fayetteville. Arkansas
Sa!es'I'ax Capital Improvements Fund
Capital Budget
ProjectCategory Project Title 1996 Budge:
Fire Safety Improvements Fire Apparatus — Replacement! Expansion $ 27s,(XX)
Remodel Existing Fire Stations 50.(X(1
325.110(1
Police Safety Improvements Bar Code System — Evidence 'Property Room 25.0(X)
Computerized Police Mugshots 52,000
Ccvert Surveillance Equipment 63,)00
PC,Terninal Upgrade — Replacements IL.00{:
Police Emergency Generator ', 9,(XX:
Police (VAC Replacement 27.OOC
Radio System Upgrade 33,(01:
Speed Measuring Devices 14,(0)C
Umnterruptihle Power Supply — Replacement 16,(X)0
319,(10(1
Library Book Purchases Book Purchases 65.0(X)
65.000
Parks and Recreation Improvements Gulley Park — Parking Lot 2;.000
Gulley Park Purchase 18.330
Lake Fayetteville South Restrooms/Parking 111,(XX)
Park Entrance Gates & Signs 41.400
Wilson Park Aquatic Facility Repairs 16.000
Wilson Park Swimming Pool Service Drive 18.000
231,7X]
Bridge and Drainage Improvements Drainage Study and Master Plan 100.000
100.000
In —House Street Improvements Pavement Improvements 636.000
636..000
Street Improvements 24th Street Improvements 737,000
6th Street Extension to East Huntsville Road 30JDC
liwy. 2('S R.O.W. — Iiwv. 16 to Hwy. 45 675.00G
Intersection Improvements 5(1,tXX;
Joyce Blvd. — Old Missouri to Hwy. 265 30C,00C
Salem Road Area Traffic Improvements 50C.000)
Sidewalk Improvements 85,000
Street Improvements — Cost Sharing 4C,00C
Street Right of Way Acquisition 10C•00C
The Cliffs — Cost Sharing 245,(((;
Cliffs to Fourth Street — Boulevard 5C.(X1C
__ _ 2,812,(NX:
Transportation Improvements 9" Street Marker Upgrade 15,90C
Dickson Street Traffic Signal System Upgrade 37,100
MLTCD Sign Machine Material 21.200
Traffic Signal Improvements _ ',2.()()O
__ 140.200
47
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Capital Budget
Project Category - Project Title
Water and Sewer Improvements Fox Hunter Road Sewer Transmission Line
Highway 16 West Sewer Force Main
Lake Fayetteville Dam — Monitoring Wells
Sanitary Sewer Rehabilitation
W & S Improvements — Defined By Study
Water & Sewer Cost Sharing
Solid Waste Improvements
Other Capital Improvements
Drop—off Recycling Stations
Dumpster Lease Program
Materials Recovery Facility — Baler
AS/400 Disk Storage Upgrade
AS/400 Printer Replacements
Building Improvements
Document Imaging System
Downtown Square Electrical Upgrade
Geographic Information System
GIS UNIX Computer System
Lake Fayetteville/Sequoyah Improvements
Microcomputer Replacements
Tree Planting Program
1996 Budget
252,000
600,000
72.000
933.000
635,000
80,000
2,572,000
111
I. Ill
1. 111
III
25,000
31.800
75,000
40,000
50,000
99,000
40,000
10,000
25,000
50,000
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Proprietary and Fiduciary Funds
Enterprise Funds
Water and Sewer
Solid Waste
Airport
Continuing Education Center & Parking Facility
Trust Funds
Police Pension
Fire Pension
Municipal Judge Retirement
Internal Service Fund
Shop
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Water & Sewer Fund
Sources of Funds for 1996
(46.3%) Water Sales $ 9,598.000
3§
_ _.
S i' _z'_ f �vvp
- 5
(0.3%) Other $ 83,000
(12.3%) Retained Earnings $ 25.50.123 '
(37.5%) Sewer Service Charges $ 7,771,500 (3.6%) Interest Income $ 745,000
$20,747,623 '
Uses of Funds for 1996
(3.6%) Water Distribution and Maint. $ 749,112
(10.3%) Operations & Administration $ 2,145,936
_ (23.4%) Water Purchased $ 4,857,000
(15.7%) Waste Water Treatment $ 3,266,621 5 3
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(5.4%) Sewer Main Maint. $1,124,364 / (9.0%) Capital $ 1,852,025
(5.7%) Meter Operations $ 1,173,976 �� (4.0%) Interest Expense $ 831,525 '
(0.5%) Water Storage and Pump Maint. $ 108,146
(22.4%) Depreciation $ 4,638,918
$20,747,623 '
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City of Fayetteville, Arkansas
Water and Sewer Fund
Fund — 5400
Actual Budgeted Estimated Budgeted
' 1994 1995 1995 1996 —
Beginning Retained Earnings $ __ 27,779,190 $ 34,062,882 $ 34,062,882 $ 37.313,938
' Operating Revenues
Water Sales 8,709,650 9,043,800 9,184,000 9,598,000
Sewer Service Charges 7,421,057 7,267,800 7,602,000 7,771.500
' Total Operating Revenues 16,130,707 16.311,600 16,786,000 17,369,500
Operating Expenses _
' Water Purchased 3,588,139 4,476,000 4,443,000 4,857,000
Operations & Administration 1,928,675 2,185,919 2.116,596 2,145,936
Water Distribution and Maintenance 433,201 580,319 523,147 749,112
' Water Storage and Pump Maintenance 90,486 113,057 92,343 108,146
Sewer Main Maintenance 750,348 890,868 853,903 1,124,364
Waste Waler'ITreatment Plant 2,669,083 3,316,198 3,315,919 3,266,621
Meter Operations 856,567 1,144,605 1,028,894 __ 1,173,976
' Total Operating Expenses Before Depreciation 10,316,499 12,706,966 12,373,801 13,425,155
Operating Income (Loss) Before Depreciation 5,814,208 3,604,634 4,412,199 3,944,345
Depreciation Expense 4,117,383 4,485,400 4,485,400 4,638,918
' Operating Income (Loss) 1,696,825 (880,766) (73,201) (694,573)
Nonoperating Income (Expense -
' Transfer from General Fund 1,657,000 0 0 0
Transfer to Shop Fund (35,500) 0 0 0
Interest Expense (588,245) (934,000) (839,752) (831,525)
' Interest Income 409,762 167,200 861,000 745,000
Other 23,924 77,700 119,405 83,000
Total Nonoperating Income 1,466,941 _ (689,100) 140,653 x,525)
Net Income (Loss) 3,163,766 (1,569,866) 67,452 (698,098)
Depreciation on Capital Contributions 3,119,926 3,183,604 3.183,604 3,233,604
' Net Change to Retained Earnings 6,283,692 1,613,738 —_3,251,056 _ 2,535,506
Ending Retained Earnings 34,062,882 35,676,620 37,313,938 39,849,444
Beginning Contributions 46,041,496 45,173,436 45,173,436 43,489,832
' Capital Contributions 2,251,866 1,992,000 1,500,000 1.500,000
Depreciation on Capital Contributions (3,119,926) (3.183,604) 3,183,604) (3.233,604)
Ending Contributions 45,173,436 43,981,832 43,489,832 41.756,228
Total Fund Equity, End of Year $ 79,236,318 $ - -79,658,452 $ 80,803,769 $ 81,605 671
Capital Expenditures $ _ 1,793,822 $ 15 067,036 $ - 14 941 850 $ _I 852 025
' 51
Solid Waste Fund
Sources of Funds for 1996
(86.3%) Solid Waste Fees $ 3,229,000
'N
$3,742,830
Uses of Funds for 1996
(35.4%) Commercial Pickup $ 1324,416
(33.2%) Residential Pickup $ 1.243,264
$3,742,830
(1.2%) Recycling & Other $ 47,200
(12.5%) Projected Rate Adjustment $ 466.630
.16.4%) Operations and Admin. $ 612.679
2.3 De rec'i$ion $ 8.5.844
(0.3%) Capital 511,200
(7.1%) Recycling $ 265.469
) Composting $ 199,958
City of Fayetteville, Arkansas
' Solid Waste Fund
Fund 5500
Actual Budgeted Estimated Budgeted
1994 _ 1995 1995 1996
Beginning Retained Earnings $ 1,906,951 $ 3,044,892 $ 3,044,892 $ __ 731,144
' Operating Revenues
Solid Waste Fees 3,054,093 3,275,450 3.102,000 3,229,000
Projected Rate Adjustment 0 0 0 466,630
Incinerator Fees 756,931 770,000 332,000 0
Recycling Revenue 6,986 4,501 6,000 6,000
Composting Revenue 7,425 6,250 6,000 6,000
Container Sales/Leases 0 0 --47,000 24,000
' Total Operating Revenues 3,825,435 __ 4,556,201 --3,493,000 3,731,630
Operating Expenses _
Operations and Administration 505,588 663,701 536,938 612,679
Commercial Pickup 1,058,007 1,188,033 1,183,555 1.324,416
Residential Pickup 1,017.036 1.142,126 1,108,726 1,243,264
Recycling 163,189 285,493 270,160 265,469
' Composting 182,734 227,986 199,400 199.958
Total Operating Expenses 2,926,554 3,507,339 3,298,779 3,645,786
' Operating Income (Loss) Before Depreciation 898,881 548,862 194,221 85,844
Depreciation Expense 33,604 73,252 73,252 85,844
' Operating Income (Loss) 865,277 475,610 120,969 0
Nonoperating Income (Expenses)
' Interest 94,284 10,600 181,000 11,200
State Grants 0 175,000 175,000 0
Transfer from General Fund 0 1,833,116 1.833,116 0
Miscellaneous 1(5,212) _ _ 200 0 0
' Total Nonoperating Revenue (Expenses) ___79,072 2,018,916 2,189,116 11,200
Net Income (Loss) Before Extraordinary Item 944,349 2,494,526 2.310,085 11,200
Extraordinary Item:
Incinerator Disengagement 0 4,624,155 4,624,155 0
' Net Income (Loss) and Extraordinary Item 944,349 (2,129,629) (2,314,070) 11,200
Depreciation on Contributed Capital _ 193,592 _ 322 322 _ 322
Net Change to Retained Earnings 1,137,941 52,129,307) (2,313,74 _ _ 11,522
' Ending Retained Earnings S 3,044,892 $ _ _ __ 915,585 $ 731,144 $ _ 74,b66
Contributions Beginning of Year 203,250 9,658 9,658 9,336
Depreciation on Contributed Capital 1193,592) (32) (322) (322)
' Ending Contributions —9.658 9,336 9,336 9,014
Total Fund Equity $ 3054,550 $ 924,921 $ 740,480 $ 751,680
Capital Expenditures $ _ 35,283 $ _ 639,639 $ _ 638,989 $ 11,200
' 53
Airport Fund
Sources of Funds for 1996
(3.5%) Aviation Fuel S 113,000
(14.8%) Pat
(16S%) Rents and Leases $ ."" ^"^
(52.0%) Captial Contributions $ 1,680,000
(47.6%) Capital $ 1,536,200
$3,230,000
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ng Fees S 478,000
(9.6%) Airline Fees $ 311.000
(2.195) Other $ 68.000 '
(1.5%) Interest & Nonoperating Inc. $ 46.000
Uses of Funds for 1996 ,
(11.0%) Airside Operations $ 355,042
$3,230,000
54
(17.4%) Landside Operations $ 560,687
(1.4%) Retained Earnings $ 47,783
(22.6%) Depreciation $ 730,288 '
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City of Fayetteville, Arkansas
Airport Fund
Fund — 5550
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Retained Earnings $ 3,255.167
_
$ 3,834,273
_
$ 3,834,273
$ 4,288,843
Operating Revenues:
Airline Fees
291,650
295,744
303,000
Parking Fees
440,966
438,000
478,000
Rents and Leases
496,997
478,739
534,000
Aviation Fuel
121,974
108,000
113,000
Other
65,071
62,550
68.000
Total Operating Revenues
1.416,658
1,383,033
1,496.000
Operating Expenses: __
Landside Operations
443,352
504,559
500,342
Airside Operations
306,507
_ 352,954
305,323
Total Operating Expenses Before Depreciation
749,859
857,513
805.665
Operating Income (Loss) Before Depreciation
Depreciation Expense
Operating Income (Loss)
666.799 525,520 690,335
478,181 729,897 _729,897
188,618 (204 (39,562
311,000
478,000
534,000
113,000
68,000
1.504,000
560,687
355,042
915.729
588.271
30.288
(142,017)
Nonoperating Income (Expense)
Interest Income
1,684
4.500
4,500
5,000
Sales Tax
5,994
0
1,000
1,000
Other
29,455
16,000
94,700
40,000
Iota) Nonoperating Income
37,133
_ 20,500
100,200
46,000
Net Income (Loss)
225,751
(183,877)
60,638
(96,017)
Depreciation on Contribution
353,355
393,933
393,933 ___
423,523
Net Change to Retained Earnings
579,106
210,056
454,570
327,506
Ending Retained Earnings
3.834,273
4,044,329
4,288,843
4,616,350
Beginning Contributions
5.973,779
6,508,144
6,508.144
7,935,211
Contributions
887,720
2,247,812
1,821,000
1,680,000
Depreciation on Contribution
(353,355)
(393,933)
(393,933)
(423,523)
Ending Contributions
6,508,144
_
8,362,023
_
7,935,211
--9,191,688
Total Fund Equity
$ 10,3417 $
12,406,352 $
1,224,055 $
13,808,038
Capital Expenditures
II
$ _ 1,2.30,203 $ ___3,479,071 $ 2,693,925 $ 1536200
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City of Fayetteville, Arkansas
Continuing Education Center and Parking Facility Fund
Beginning Retained Earnings
Estimated
1995
$ 1,212,173
Operating Revenues
Property Lease 122,000 122,000 122,000 122,000
Total Operating Revenues 122,000 122,000 122,000 122,000
Operating Expenses
Audit Expense
Insurance —Vehicles & Buildings
Special Assessments
Total Operating Expenses
Operating Income (Loss) Before Depreciation
Operating Income (Loss)
Nonoperating Income (Expenses)
State Convention Center Return
Interest Income
Interest Expense
Paying Agents Fees
Bond 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
Transfer Funds to Advertising & Promotion Fund
Total Other Financing Sources (Uses)
Net Income (Loss)
Ending Retained Earnings $ 1,212,173 $ 1„346,626 $ 695,226
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Fund 6800
' Actual Budgeted Estimated Budgeted
1994 — 1995 1995 1996
Beginning Fund Balance $ 6:297,795 $ 6.742,568 $ 6,742,568 $ _ 7.136,300
' Revenue
Property Taxes 150,989 158,000 180,600 158,000
' State Insurance Turnback 167,546 167.546 163,467 165,000
Court Fines and Fees 107,729 107.500 107,500 105,000
Investment Earnings 299,699 179,650 258,615 254,300
Officer Contributions 33,830 31,350 34,600 33,150
' Donations/Suspension 1,220 360 0 450
General Fund Contributions 67,661 63,715 69.250 __ 66,300
Total Revenue 828,674 708,121 814,032 782,200
City of Fayetteville, Arkansas
Police Pension Fund
Expenses
()lfice Supplies & Printing
0
600
0
600
Audit Expense
2,000
3,000
3,000
3,000
Professional Services
0
630
400
650
T —Bill Handling Fees
0
550
0
550
Pension Withdrawal
0
15,000
0
15,000
Benefit Payments
381.901
450,000
416,900
490,000
Total Expenses
383,901
469,780
420,300
_
509.800
Net Income (Loss)
444,773
238.341
393,732
272,400
Ending Fund Balance
$ 6.742,568 $
6,980,909 $ ___736300
$
7,408,700
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City of Fayetteville, Arkansas _
Fire. Pension Fund
Fund 6810
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Beginning Fund Balance $ 7,275,674 $ 7,807,256 $ 7,807,256 $ 8,800,000
Revenue '
Property Taxes 150,989 158,000 180,600 158,000
State Insurance Turnback 123,948 123,948 137,250 145,000
Investment Earnings 505,028 291,250 927,'300 351,000
Donations 600 0 50 0
Officer Contributions 41,527 41,700 44,300 41,000
General Fund Contributions 83,054 94,520 88,500 82,000
Total Revenue 905,146 709,418 1,378,000 777,000
Expenses
Audit Expense 2,271 3,000 3,000 3,000
Professional Services 140 1,500 2,444 1,500
Pension Withdrawal 0 15,000 0 15,000
Benefit Payments 371,153 450,000 379,812 450,000
Total Expenses 373,564 469,500 385,256 469,500
Net Income (Loss) 531,582 239,918 992,744 307,500
Ending Fund Balance $ 7,807,25.6 $ 8,047,174 $ 8,800,000 $ 9.107.500
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City of Fayetteville, Arkansas
Municipal Judge Retirement Fund
Fund 6820
Beginning Fund Balance
Revenue
Court Fines and Fees
Investment Earnings
Total Revenue
Expenses
Audit Expense
Total Expenses
Net Income (Loss)
Ending Fund Balance
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
$ 322,834
$ 352,216
$ 352,216
$ 388,500
15.926
15,800
14,174
15,800
13,524
11,585
.22,185
11.575
29,450
_ 27,385
36,359
27 37-
68
75
75
75
68
_
75
--75
75
29,382 __
27.310
36,284
27.3W
$ 352,216 $ _
379,526 $
388,500 $
415,800
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City of Fayetteville, Arkansas
Shop Fund
Fund 9700
Beginning Retained Earnings
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)
Nononeratine Income (Exnensel
Transfer From Water & Sewer Fund
Gain (Loss) on Sale of F.A.
Interest
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
Total Fund Equity
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
$ 4,971,009 $ 5,718,561 $ 5,718,561 $ 6,452,846
2,417,921 2,909,681 2,805,482 3,155,882
2,417,921 2,909,681 2,805,482 3,155,882
1,148,205 1,272,963 1,268,800 1,523,890
1,148,205 1,272,963 1,268,800 1,523,890
1,269,716 1,636,718 1,536,682 1,631,992 '
1,012,584 1,233,571
257,132 403,147
35,500 0
186,128 72,219
86,744 30,100
308,372 102,319
565,504 505,466
1,233,571 1,535,707
303,111 96,285
0 0
181,262 100,000
111,000 36,409
292,262 136,409
595,373 232,694
182,048
138,912
138,912
138,912
747,552
644,378
734,285
371,606
5,718,561
6,362,939
6,452,846
6,824,452
478,308
520,390
520,390
381,478
224,130
0
0
0
(182,048)
(138,912)
(138,912)
(138,912)
520,390
381,478
381,478
242,566
$ 6,238,951
$ 6,744,417 $
6,834,324
$ 7,067,018
Capital Expenditures
$ 1,067,867 $ 4,047,755 $ 4,047,755 $ 1,739,325
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Mission 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.
General Government
Citizens
of
Payelteville
Mayor City Council City Altorney City Clert.Treasurer Municipal Judge
-Airport —Prosecutor
Cabte Administration
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GENERAL GOVERNMENT
OVERVIEW
The General Administration Department contains eight divisions: Office of the Mayor, City Council, City
Attorney, Municipal Judge, Cable Administration, City Clerk/Treasurer, Airport, and Miscellaneous.
Some of the major projects for this department in 1996 include: exercising oversight and management of
the day to day operations of the City, ensuring the City's compliance with the Americans with Disabilities
Act, and continued work on the incinerator disengagement process.
Estimated 1995 expenditures are projected to be approximately $1.0 million below budgeted 1995 and the
Proposed 1996 expenditures are decreased by approximately $5.6 million when compared to the 1995
estimated amount. These reductions are primarily due to the Miscellaneous Program's elimination of
transfers to the City Advertising and Promotion Fund and the Solid Waste Fund, and a reduction in planned
capital expenditures at the Airport. Airport Operations expenditures are budgeted to be approximately
$60,000 more than budgeted 1995 primarily due to increased funding for Economic Development.
Staffing in the General Government area has increased by a net of 1.62 from 1995 to 1996. This increase
includes restoring the Cable Administrator to a full-time position and employing part-time employees to
cablecast government channel programs instead of contracting this service.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Depreciation
Transfers
Cost Reimbursements
Capital and Other
Total Department
Category Totals
Actual
1994
$ 980,589
54,774
1,289,435
80,360
Budgeted
1995
1,169,225
65,127
1,512,114
248,312
Estimated
1995
$ 1,123,422 $
51,161
1,485,617
217,371
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Budgeted
1996
1,678,394
67,368
1,436,405
225,028
2,405,157 2,994,778 2,877,571 3,407,195
1
1,326,099
478,181
4,120,919
(1,906,835)
4,018,364
$ 6,423,521
3,934,946
729,897
5,903,317
(2,008,079)
8,560,081
3,154,392
729,897
5,755,908
(2,008,079)
7,632,118
1,416,800
730,288
1,371,300
(2,015,974)
1,502,414
$ 11,554,859 $ 10,509,689 $ 4,909,609
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General Government
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1994 _ 1995 1995 1996
General Fund
' 0150 Mayor's Administration
Personnel Services S 127,814 $ 158,960 $ 158,753 $ 166,480
Materials & Supplies 13,044 12,700 12,700 11,250
Service and Charges 56,508 59,636 57,261 66,526
'• Maintenance 340 1,434 1,184 834
Capital 9,188 _ 4,146 4,106 3,500
206,89.4 236,876 234,004 248,590
' 0160 City Council
Personnel Services 33,600 33,600 33,425 33,600
Materials & Supplies 265 1,050 275 750
• Service and Charges 4,384 5.350 3,596 5,322
• Capital 0 250 0 250
38,249 40,250 37,296 39,922
' 0170 City Treasurer
Personnel Services 4,200 0 0 0
4,200 0 0 0
' 0210 City Attorney
Personnel Services 140,826 160,011 156,165 165,005
' Materials & Supplies 1,718 2,880 2,840 2,600
Service and Charges 17,885 29,519 28,535 27,754
Maintenance 3,742 2,600 2,491 2,750
Capital 742 1,604 1,545 0
' 164,912 196,614 191,576 198,109
0310 City Prosecutor
Personnel Services 148,820 164,467 162,771 167,040
Materials & Supplies 4,191 3,379 3,056 3,663
Service and Charges 9,107 10,660 10,660 7.865
Maintenance 196 1,600 1,250 1,300
'• Capital 5,544 400 400 0
167,858 180,506 178,137 179.868
' 0350 Hot Check
Personnel Services 82,897 87,531 87,531 88.707
Materials & Supplies 2,709 2,412 2.412 2.455
Service and Charges 13,673 16,028 16.028 14.525
' Maintenance 437 1,000 1,000 500
Capital 1,201 0 0 0
100,918 1.06,971 106.971 106,187
' 0400 Municipal Judge
Personnel Services 55,693 61,477 60,915 56,000
Materials & Supplies 43 200 150 150
' Service and Charges 3,952 5,524 4,114 7,424
Capital 1,235 .5,445 5,445 5,000
60,923 72,646 70,624 68,574
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General Government __
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
0600 Cable Administration
Personnel Services 45,883 63,496 63,496 71,954
Materials & Supplies 3,589 3,728 3,728 4,500
Service and Charges 88,741 65,049 64,887 68,251
Maintenance 11,104 8,810 7,579 9,288
Capital 1,033 9,009 9,009 0
150,350 150,092 148,699 153,993
1510 City Clerk/Treasurer
Personnel Services 70,918 68,691 64,257 64,352
Materials & Supplies 10,102 18,608 6,500 14,400
Service and Charges 40,029 37,781 33,981 68,781
Maintenance 2,227 5,517 5,517 6,500
Capital 1,210 1,875 1,875 1,000
124,485 132,472 112,130 155,033
6600 Miscellaneous
Personnel Services 0 85,000 85,000 580,000
Service and Charges 656,023 714,621 699,149 597,790
Maintenance 7,549 15,000 8,600 20,000
Capital 68,834 662,092 660,187 24,000
Transfers 4,120,919 5,903„317 5,755,908 1,371,300
Cost Reimbursement (1,906,835) (2,008,079) (2,008,079) (2,015,974)
2,946,490 5,371,951 5,200,765 577,116
Total General Fund 3,965,278 6,488„378 6,280,201 1,727„392
Airport
3940 Airport Landside Operations
Personnel Services 165,315 162,350 161,141 165,355
Materials & Supplies 15,854 16,270 16,000 19,100
Service and Charges 226,498 294,351 294,351 345,358
Maintenance 29,395 29,538 26,950 28,824
Capital 6,290 2,050 1,900 2,050
Depreciation 478,181 729,897 729,897 730,288
921,533 1,234,456 1,230,239 1,290,975
3950 Airport Airside Operations
Personnel Services 104,622 123,642 89,968 119,901
Materials & Supplies 3,259 3,900 3,500 8,500
Service and Charges 172,211 183,555 183,555 185,609
Maintenance 25„371 41,857 28„300 41,032
Capital 1,044 0 0 0
306,507 352,954 305,323 355,042
3960 Airport Capital Expenditures
Service and Charges 424 90,040 89,500 41,200
Maintenance 0 140,956 134,500 114,000
Capital 1,229,779 3,248,075 2,469,925 1,381,000
1,230,203 3,479,071 2,693,925 1,536,200
Total Airport 2,458,243 5,066,481 4,229,487 3,182,217
Total General Government $ 6,423,521 $ 11,554,859 $ 10,509,689 $ 4,909,609
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General Government
1 Personnel Summary
1993 1994 1995 1996
Divisionflitle Employees Employees Employees Employees_
1 Mayor Division
Mayor 1.00 1.00 1.00 1.00
Assistant to the Mayor 1.00 1.00 1.00 1.00
1 Administrative Secretary 1.00 1.00 1.00 1.00
Administrative Intern 1.00 1.00 1.00 1.00
4_00 4.00 4.00 _ 4.00
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)
0:40
0.40
0.40
0.40
3.40
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 Clerk;Typist
1.00
1.00
1.00
1.00
Work Study (Part—time)
0.50
0.50
0.50
0.50
8.50
8.50
_
8.50
8.511
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
100
1.00
1.00
Operations Coordinator
1.00
1.00
1.00
1.00
Lead Production Technician
0.00
0.00
030
0.00
Part Time Production Assistants
0.00
0.00
0.00
2.12
2.00
- 2.00
- --- 250
4.12
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
1.00
1.00
1.00
Airport Maintenance Worker I1
3.50
0.50
0.50
0-50
Airport Maintenance Worker III
1.00
4.00
4.00
4.00
Senior Secretary
1.00
1.00
1.00
1.00
8.50 --9.50
9.50
9.50
Total General Government Personnel
30.20
31.20
31.70
33.32
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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.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1994 1995
4.00 4.00
$ 127,814
13,044
56,508
340
9,188
$ 206.894
$ 158,960
12,700
59,636
1,434
4,146
$ 236.876
Performance Measures
Estimated
1995
4.00
Budgeted
1996
4.00
$ 158,753 $ 166,480
12,700 11,250
57,261 66,526
1,184 834
4,106 3,500
$ 234,004 $ 248,590
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.
The Mayor is responsible for submitting an annual budget to City Council appropriating 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.
Program Staff _
Full —Time Equivalent Positions
Actual Budgeted
1994 1995
0.00 0.00
Program Expenditures
_ _
Personnel Services
$ 33,600 $
33,600 $
Materials and Supplies
265
1,050
Services and Charges
4,384
5,350
Capital
0
250
$ 38,249_ $
40,250 $
Estimated
1995
0.00
Budgeted
1996
0.00
33,425 $ 33,600
275
750
3,596
5,322
0
250
37,296 $
39,922
General Government .-
City Attorney Division
CityAttorney 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.
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Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 3.40 3.40 3.40 3.40
Program Expenditures
Personnel Services $ 140,826 $ 160,011 $ 156,165 $ 165,005
Materials and Supplies 1,718 2,880 2,840 2,600
Services and Charges 17,885 29,519 28,535 27,754
Maintenance 3,742 2,600 2,491 2,750
Capital 742 1,604 1,545 0
$ 164,912 $ 196,614 $ 191,576 $ 198,109 '
Performance Measures
Demand/Workload
The cost of service per attorney hour $43.29 $51.43 $50.11 $52.24
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 Program 031(1
' Program Description, Objectives, and Analysis:
The City Prosecutor's Office is an entity which Fayetteville utilizes to ensure that crimes which occur within
' our jurisdiction would he dealt with fairly, diligently, and competently. This office investigates, prepares,
and prosecutes cases set for trial in Municipal Court and Circuit Court. This office also takes complaints
which are resulted in the Prosecutor sending a warning letter, issuing a Prosecutor Subpoena, filing a
warrant, or closing the file. The City Prosecutor's Office deals with all crimes of misdemeanor status which
occur within the Fayetteville city limits.
' Actual Budgeted Estimated Budgeted
1994 _ 199.5 1995 1996
Program Staff
Full —Time Equivalent Positions 5.50 5.50 5.50 5.50
' Program Expenditures
Personnel Services $ 148,920 $ 164,467 $ 162,771 $ 167,040
Materials and Supplies 4,191 3,379 3,056 3,663
'• Services and Charges 9,107 10,660 10,660 7,865
Maintenance 196 1,600 1,250 1,300
Capital 5,544 400 400 0
$ 167,858 $ __ 180,506 $ _ 178,137 $ 179,868
Performance Measures
Actual Budgeted Estimated Budgeted
' 1994 1995 _ 1995 1996
Demand/Workload _
1. Complaints 471 700 500 500
' 2. Requests for Motions to Revoke N/A 350 352 300
3. Circuit Court Cases 91 130 91 96
4. Nonwarrant Criminal Charges 8,810 5,760 5,7()8 5,800
5. # Of DWI's 896 1,050 814 816
' 6. # Of Warrant Charges 244 225 258 240
7. # Of Carrying Prohib. Weapons N/A N/A 85 50
7. # Of Trials 93 115 50 60
' Results
1. Complaint Disposition
A. Inactive/Mediated/Letter .230 280 327 300
B. Prosecutor Subpoena 60 65 50 60
C. Warrant issued 146 200 154 144
ID. Motions to Revoke Filed N/A 300 362 240
2. % Of Convictions
A. Inactive/Mediated/Letter 93 98 97 97
' B. Warrant Charges 83 98 95 96
C. Nonwarrant 96 98 95 98
D. Carrying Weapons Prohibited N/A N/A 95 98
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General Government
City Attorney Division
Hot Check Program
Fund 1010 — General
Program Description, Objectives, and Analysis:
The Hot Check program assists Fayetteville Merchants and Citizens regain lost revenue due to receiving
checks returned by financial institutions for insufficent balance or account closed status (Hot Checks). This
program also gives the hot check writer a chance to make good on his or her checks without being
prosecuted, and prosecutes the hot check writers who do not take care of their debts. The Hot Check
Program keeps abreast of current and new laws concerning checks and theft, and helps educate the public on
the growing problem of bad checks. This program has been acknowledged by many of the merchants as
"working for their company." Many merchants are recovering 100% of written off bad checks. Additionally,
this program serves as a clearing house to merchants for fictitious accounts, stop payments, accounts not
found, irregular signatures, and forgeries.
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Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 2.00 2.00 2.00 2.00
Uniformed FTE Positions 1.00 1.00 1.00 1.00
3.00 3.00 3.00 3.00
Program Expenditures
Personnel Services $ 82,897 $ 87,531 $ 87,531 $ 88,707
Materials and Supplies 2,709 2,412 2,412 2,455
Services and Charges 13,673 16,028 16,028 14,525
Maintenance 437 1,000 1,000 500
Capital 1,201 0 0 0
$ 100,918 $ 106,971 $ 106,971 $ 106,187 '
Performance Measures
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Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Demand/Workload
# of Checks brought in
9,250
9,000
8,584
9,000
# of Warrants/Commitments issued
4,441
4,200
4,038
4,200
# of Cases set for Trial
3,133
5,000
3,985
4,100
# of Referrals/legal questions
4,505
3,970
3,970
4,000
Results
% of Checks processed
100
100
100
100
% of Warrants Served
89
85
85
87
% of Hot Checks collected
99
85
85
87
% of Cases Settled
100
100
100
100
# of outreach to schools, merchants
414
425
425
450
# of Merchants using program
414
425
425
450
Received for Court Cost
122,141
125,000
125,000
125,000
Received for Pros. fees
75,190
73,803
86,000
86,000
Received for Cks & Service Chgs
334,789
340,000
340,000
350,000
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General Government
Municipal Court Division
Municipal Judge Program
Fund 1010 — General Program (1400
' dam Description, Objectives, and Analysis:
The Municipal Judge is a part time elected position responsible for the adjudication of all criminal and ciMi]
' 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.
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Program Staff
Full —Time Equivalent Positions
Actual Budgeted
1994 _ 1995
1.00 1.00
Estimated
1QQc
1.00
Budgeted
1996
1.00
Program Expenditures
Personnel Services $ 55,693 $ 61,477 $ 60,915 $ 56,000
Materials and Supplies 43 200 150 150
Services and Charges 3,952 5,524 4,114 7,424
Capital 1,235 5,445 5,445 5,000
$ 60,923 $ 72,646 $ 70 624 $ - 68,574
Performance Measures
Actual Budgeted Estimated Budgeted
' ___1994 1995 1995 - 1996
Demand/Workload
1. # Criminal cases filed 25,910 34,088 25,700 26.985
' 2. # Civil cases filed 1,056 2,406 1,996 2.195
3. # Warrants filed 10,003 7,500 11,460 11.660
4. of Criminal trial settings 13,606 15,172 14,389 15,172
5. of Civil trial settings 919 1,810 1,728 1.810
Results
1. Criminal cases adjudicated 23,375 28,500 20,312 21,597
2. Warrants issued 10,003 11,033 11,460 11,660
' 3. Finesand costsassessed $1,896,976 $2,353,197 $1,931,074 $1,965,163
4. Fines and costs collected $1.407.626 $1.675,499 $1,508,612 $1,609,598
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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 Street. This Division operates the City's government access
channel, monitors and enforces the city's franchise agreement with TCA TV Company, works with the Cable '
Board and City Council to enforce federal cable television rate regulation legislation, supervises the
performance of the public access provider and the educational access channel's operation. The goals in each
of these areas are; 1) insure that the PEG TV Center is open and accessible to Fayetteville citizens as a
public forum, 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 TCA TV Company's compliance with our franchise agreement; 6) study cable rate
regulation issues and make recommendations to the Cable Board, Mayor, and City Council.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 2.00 2.50 2.50 4.12
Program Expenditures
Personnel Services $ 45,883 $ 63,496 $ 63,496 $ 71,954
Materials and Supplies 3,589 3,728 3,728 4,500
Services and Charges 88,741 65,049 64,887 68,251
Maintenance 11,104 8,810 7,579 9,288
Capital 1,033 9,009 9,009 0
$ 150,350 $ 150,022 $ 148,699 $ 153,993
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload
1. Number of public access
workshop participants 250 150 175 200
2. Videos produced for City Div. 50 40 80 100
3. Access channels cablecast 3 3 3 3
4. Value of facilities managed $335,716 $335,716 $335,716 $335,716
Results
1. Local gov't channel programs
cablecast monthly/hrs. 120 120 120 120
2. Cable franchise/rate regulation
issues/monthly — hrs. spent 40 30 30 30
3. Hours/cable board duties/monthly 40 20 20 20
4. Hrs. producing informational
videos for City Divisions/monthly 40 60 60 60
5. Hrs/month managing PEG Facility 40 40 34 24
6. Bookkeeping duties for public
access provider/monthly 40 24 34 0
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General Government
City ClerkTreasurer Division
City Clerk/Treasurer Program
Fund 1010 — General 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 hoards, commissions, and committees.
Analysis: The primary duties of the City Clerk/Treasurer 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/Treasurer serves as a
member of the Fire Pension Board and the Police Pension Board and provides clerical support for both.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
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Full —Time Equivalent Positions 2.80 2.80 2.80 2.80
' Program enditures
Personnel Services $ 70,918 $ 68,691 $ 64,257 $ 64,352
Materials and Supplies 10,102 18,608 6,500 14.400
' Services and Charges 40,029 37,781 33,981 68,781
Maintenance 2,227 5,517 5,517 6,500
Capital 1,210 1,875 1,875 1,000
' $ 124,485 $ 132,472 $ _ 112,130 $ 155,033
Performance Measures
' Actual — Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand Workload
' 1. Meetings: Staff, Council, Fire
& Police Pension meetings 98 122 137 141
2. Agendas 64 0 64 64
' 3. Minutes — Council & Boards 46 50 48 45
4. Ordinances & Res. passed 249 0 285 275
5. Committee vacancies 25 38 80 55
6. Meeting rooms requested 752 850 875 875
7. Coordinate elections 1 0 1 1
8. Permanent record retention 294,361 50Q000 600,000 600,000
Results
1. Meetings attended 98 122 132 141
2. Agendas prepared 64 0 64 64
3. Sets of minutes 46 50 48 45
'
4. Ordinances & Res. processed 249 0 285 275
5. Committee vacancies filled .25 38 80 55
6. Meetings scheduled 752 850 875 875
' 7. Elections held 1 0 1 1
8. Records microfilmed 294,361 500,000 600,000 600,000
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General Government '
Miscellaneous Division
Miscellaneous Program '
Fund 1010 — General Program 6600
Program Description, Objectives, and Analysis:
The Miscellaneous Program captures the cost for salary adjustment funds for General Fund employees,
economic development services, payments to Central Emergency Services, and payments to City Hospital.
The fluctuations in expenditures for this program are primarily due to changes in capital purchases and
transfers. The transfer amounts for 1995 are primarily due to a one time transfer to the Advertising &
Promotion Fund of $2.2 million as a result of refunding the CEC bonds and a one time transfer to the Solid
Waste Fund of $1.96 million as part of the Incinerator Disengagement Lawsuit Settlement. The transfers
budgeted for 1996 are to the Replacement Fund ($76,500) and the Arts Center Bond Fund ($1,294,800).
1
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996 '
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Personnel Services $ 0 $ 85,000 $ 85,000 $ 580,000
Materials and Supplies 0 0 0 0
Services and Charges 656,023 714,621 699,149 597,790
Maintenance 7,549 15,000 8,600 20,000
Capital 68,834 662,092 660,187 24,000
Transfers 4,120,919 5,903,317 5,755,908 1,371,300
Cost Reimbursements (1,906,835) (2,008,079) (2,008,079) (2,015,974)
$ 2,946,490 $ 5,371,951 $ 5,200,765 $ 577,116
Capital expenditures for 1995 were primarily due to cost sharing with the Fayetteville School District for '
the construction of two gymnasiums ($200,000), the cost share in the construction of the Yvonne
Richardson Community Center ($131,000), and to purchase land near the University of Arkansas ,
Entrepreneurial Campus along South School ($275,000).
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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, manage Federal and State grants, and to provide oversight to the implementation of an
approved passenger facility charge program.
The activity level for passenger traffic is projected to increase approximately 4% for 1996 over 1995 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, 100V
' of one senior secretary, 100% of one senior clerk typist. 80% of one airport maintenance worker III, and
50% of three airport maintenance worker III's.
' Actual Budgeted Estimated Budgeted
1994 199.5 19.95 _ 1996
Program Staff
' Full —Time Equivalent Positions 5.46 5.46 5.46 5.46
Program Expenditures
Personnel Services $ 165,315 $ 162,350 $ 161,141 $ 165.355
Materials and Supplies 15,854 16,270 16,000 19,100
' Services and Charges 226,498 294,351 294,351 345.358
Maintenance 29,395 29,538 26,950 28,824
Capital 6,290 2,050 1,900 2.050
' Depreciation 478,181 729,897 729,897 730,288
$ 92],533 $ _1,234,456 $ 1,230,239 $ 1,290,975
General Government
Airport Division
landside Operations Program
Fund 5550 — Airport
Program Description, Objectives, and Analysis:
Program 3940
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Demand/Workload
_
__
---
Scheduled Hours of Operation
7,021
8.640
8,640
8,760
Enplaned and Deplaned Passengers
413,697
420,000
483,000
502,000
Number of CIP Projects Managed
6
7
7
7
Number of Leases Managed
81
77
77
82
Square Feet of Terminal Space
20,272
22,800
22,800
24.661
Results
Daily Hours of Operation
19
24
21
24
Number of Passengers
413,697
461,040
483,000
502000
Number of Grant Projects Completed
4
3
4
4
Number of Leases
81
77
77
82
Number of Air Carriers
�
5
5
5
5
General Government
Airport Division
Airside Operations Program
Fund 5550 — Airport
Program Description, Objectives, and Analysis:
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, 100% of 1 airport operations supervisor, 20% of
one (1) airport maintenance worker 111, 50% of three (3) airport maintenance worker IH(s) and 1 part time
airport maintenance worker II (6 mo. mowing position).
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Actual Budgeted Estimated Budgeted I
Program Staff 1994 1995 1995 1996
Full —Time Equivalent Positions 4.04 4.04 4.04 4.04
Program Expenditures '
Personnel Services $ 104,622 $ 123,642 $ 89,968 $ 119,901
Materials and Supplies 3,259 3,900 3,500 8,500
Services and Charges 172,211 183,555 183,555 185,609
Maintenance 25,371 41,857 28,300 41,032
Capital 1,044 0 0 0
$ 306.507 $ 352,954 $ 305,323 $ 355,042
Performance Measures
Actual Budgeted Estimated
1994 1995 1995
Demand/Workload
Operate One Airport to FAR
Part 139 Standards
Budgeted
1996
Results
Number of Inspections Performed
745
732
732
732
Number of Lights/Signs Maint.
467
467
467
467
Miles of Fence Maintained
3
4
4
4
Airside Acreage Mowed
250
240
250
250
Number of Airfield Deficiency
2
0
0
0
Number of Security Violations (107)
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.
Pram Staff
Full —Time Equivalent Positions
Actual Budgeted
1994 1995
Estimated
1995
Budgeted
1996
0.00 0.00 0.00 0.00
Program Expenditures
Materials and Supplies
$ 0 $
0 $
0 $
0
Services and Charges
424
90,040
89,500
41,200
Capital
1,229,779
3,248,075
2,469,925
1,381,000
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Maintenance
0
140,956
134,500
114,000
$ 1,230,203 $
3479,071 $
2,693,925 $
1,536,200
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Capital expenditures for 1996 include:
' Airfield Marking $ 51.000
Pavement Maintenance 63,000
Portable Generator 4,000
Precision Approach Slope Indicator 10,000
Aircraft Self —Fueling Facility 85,000
T —Hangar Unit 13 200.000
' Federal Grant Matches 1,000,000
Professional Services 40,000
Sewer Lift StationMast Side 82,000
S 1,535,000
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Administrative Services Department
Admen. Services Director — — — Municipal Court
Accounting & Audil Personnel Budges & Research Fleet Operations Community Development
Data Processing Building Maintenance Water & Sewer Services Animal Services Purchasing
Mission Statement
We strive for excellence and are dedicated to providing professional and
responsive support services to the citizens of Fayetteville, municipal
operations, the City Council, and other organizations. Our goal is to assist in
providing a safe, healthy and attractive environment for our community by
maintaining efficient, effective internal controls and responsible fiscal
management.
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ADMINISTRATIVE SERVICES DEPARTMENT
OVERVIEW
The Administrative Services Department contains twelve divisions: Administrative Services Director,
Personnel, Accounting & Audit, Budget & Research, Purchasing, Data Processing, Building Maintenance,
Water & Sewer Services, Fleet Operations, Municipal Court, Animal Shelter, and Community
Development.
Estimated 1995 expenditures are projected to be $242,506 less than the 1995 budgeted amount. The cost
savings occurred primarily from the decision to postpone the full implementation of the Backflow
Prevention Program until state guidelines are finalized; a reduction in personnel cost due to turnover; and
worker's compensation premium savings.
Budgeted 1996 expenditures are approximately $2.7 million less than the 1995 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.
Major initiatives planned by the department for 1996 include: participation in the selection of Geographic
Information System (GIS) software and assisting user division in implementing the software, continued
implementation and coordination of the capital improvements program, compilation of the Comprehensive
Annual Financial Report, continued supervision of the City's contribution to Lights of the Ozarks,
expanded educational programs at the Animal Shelter, continuation of the Yvonne Richardson Community
Center improvements, continuation of efforts to provide home ownership opportunities to low and moderate
income families, continuation of the employee management training program, and initiation of the Water
& Sewer backflow prevention program.
Administrative Service Department personnel has increased by five positions from 1995 to 1996. A Meter
Reader and Water Service Representative were added to the Water & Sewer Services Division, an
Equipment Maintenance Worker I was added to the Fleet Operations Division, a GIS Coordinator was
added to Data Processing and a Community Center Director was added to Community Development.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Depreciation
Capital and Other
Total Department
Category Totals
Actual
1994
$ 2,677,640
654,243
2,032,310
144,537
5,508,730
1,216,860
1,064,557
2,281,417
Budgeted
1995
$ 3,096,826
708,300
2,635,412
178,815
6,619,353
4,300,209
1,289,211
5,589,420
$ 7,790,147 $ 12,208,773
Estimated
1995
$ 2,919,034
696,455
2,602,621
174,068
6,392,178
4,284,878
1,289,211
5,574,089
$ 11,966,267
Budgeted
1996
$ 3,253,400
815,214
1,765,882
161,138
5,995,634
1,929,496
1,605,211
3,534,707
$ 9.530,341
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Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
General Fund
1:00 Administrative Services Director
Personnel Services
$ 117.550 S
118,700
$ 1:8375 $
120.475
Materials & Supplies
1.343
2,485
2.485
2.650
Service and Charges
8.684
10,600
:0.425
11,500
Maintenance
302
35C
300
350
Capital
1.377
1,015
975
1,000
129,256,.
133,150
132,56C
135.975
12:0 Personnel Administration
Personnel Services
336,221
462.001
394,931
414,198
Materials & Supplies
5,356
5,522
5.472
5,527
Service and Charges
83,217
85,613
85.6,.13
88934
Maintenance
187
300
:00
300
Capital
_ 118
850
850
500
425.099
554,286
486,966
_
509,559
1310 Accounting & Audit
Personnel Services
276.982
293,913
291,136
30C.099
Materials & Supplies
8.733
12,700
12,700
11.524
Service and Charges
7,116
14.129
14,055
14,805
Maintenance
545
750
600
750
Capital
3.889
4.900
4,800
3,250
297.265
326,392
323,291
33C.428
1330 Budget & Research
Personnel Services
115,638
86.802
86,066
85,310
Materials & Supplies
5,324
7.039
7.039
7,525
Service and Charges
3,351
2.800
2.800
3.760
Maintenance
0
0
0
750
Capita]
4.445
976
9?6
3,631
_28,757
97,617
96.881
:00.976
1350 Billing & Collections
Personnel Services
:57.543
178.010
177.340
:84.675
Materials & Supplies
3.788
7.115
7.020
7.170
Service and Charges
47.517
53.600
52.640
60,050
Maintenance
181
940
400
600
Capital
3.205
5.120
5.090
.2.500
212.234
244.785
_ _ -242.490
.254,995
1360 Internal Audit
Personnel Services
45.028
46,157
46.152
46.835
Materials & Supplies
839
700
600
708
Service and Charges
4.943
3,700
3.560
3.800
Capital
219
0
0
500
51.029
50,557
50.312
51.843
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1410 General Maintenance
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
1420 Janitorial
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
1610 Procurement
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
1620 Risk Management
Personnel Services
Materials & Supplies
Service and Charges
1710 Data Processing
Personnel Services
164,099
215,548
215,144
250,136
Materials & Supplies
17,780
22,325
21,200
20,964
Service and Charges
6,118
8,998
8,808
9,100
Maintenance
69,172
72,049
70,500
71,560
Capital
30,647
19,590
19,590
8,050
287,816
338,510
335,242
359,810
2010 Criminal Cases
Personnel Services
89,967
96,725
94,911
97.378
Materials & Supplies
5,399
8,464
7,800
8.458
Service and Charges
1,099
1.053
980
1,520
Maintenance
181
197
197
170
Capital
1,871
5,274
5,270
700
98,517
111,713
109,158
108.226
2020 Probation & Fine Collection
Personnel Services
26,242
27,765
25,200
24,108
Materials & Supplies
199
540
376
500
Service and Charges
3,194
3,375
2,809
4.500
29,635
31,680
28,385
29,108
Administrative Services
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
112,836 118,358 118,298 128,484
82 550 550 550
52,765 55,644 54,564 56,720
34,568 41,420 41,120 31,111
3,529 3,500 3,500 3,500
203,780 219,472 218,032 220,365
44,751 51,438 51,438 47,513
5,175 6,450 6,450 7,450
43,243 49,902 49,902 50,910
0 300 300 300
783 1,000 1,000 1,000
93,952 109,090 109,090 107,173
45,660
6,002
1,667
85
1,373
54,787
19,588
186
891
20,665
47,570
7,452
3,269
200
2,184
60_675
20,387
1,023
18_625
40_035
47,570
6,555
2,914
200
2,182
59,421
20,288
1,023
18,625
39,936
48,757
7,700
4,225
200
400
61,282
20.897 1
1,023
40,445 1
40,445
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Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994
1995
_995
199C
2030 Small Claims & Civil Cases
Personnel Services
86,601
96,155
92.083
94,397
Materials & Supplies
1,356
1,590
1.296
:,330
Service and Charges
425
12,867
3,425
3.125
Maintenance
134
150
150
150
Capital
247
4,401)
4.4:10
500
88,163
__ 115,162
101,354
100.102
2710 Animal Patrol/Emergency Response
Personnel Services
86,775
96,454
95,166
104,545
Materials & Supplies
295
0
0
1)
Service and Charges
21,465
25.398
25.398
21,595
Maintenance
3,896
12,451
12.414
4.465
Capita]
1,363
117
117
1.129
113.794
134.426
133,095
:31,734
2720 Animal Shelter
Personnel Services
94,855
123.470
123.470
131.562
Materials & Supplies
16.608
22,075
22.075
18.428
Service and Charges
38.020
40,243
40.243
39,812
Maintenance
7,951
:2,752
:2.752
5.000
Capital
3.832
3,923
3,923
1.855
161.265
202.463
202,463
_ 196.657
Total General Fund
2,396.615
.2.770,013
2.668.67,6,.
2.738,678
Community Development Block Grant Fund
4930 C.D.Admtnistration
Personnel Services
40,892
44.721
43,222
72.254
Materials & Sappl:es
904
1.300
485
1.300
Service and Charges
25.086
44,502
44,502
47,65!:
Maintenance
C
100
100
100
Capital
1.636
325
100
2,500
68,518
90,948
88.409 _
123.810
4940 Housing Rehabilitation
Personnel Services
4.308
33.614
33,614
62,882
Materials & Supplies
582
2.000
2.000
2,000
Service and Charges
191,797
145,700
145.700
236.678
Maintenance
146
250
250
250
Capita:
5,503
6,000
6.000
4.000
202.336
187.564
187.564
305.510
495C Home Grant
Personnel Services
35.912
11,350
9.262
0
Materials & Supplies
0
300
300
0
Service and Charges
378,369
259,476
259.476
0
414.281
271,126
_ __
269,038
0
Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
4990 C.D. Capital
Service and Charges
492,635
955,906
955,906
185,441
492,635
955,906
955,906
185,441
Total Community Development Block Grant
Fund
1,177,770
1,505,544
1,500,917
615,061
Water & Sewer Fund
1820 Meter Operations
Personnel Services
410,193
453,173
408,081
483.572
Materials & Supplies
17,420
23,238
21.210
24,657
Service and Charges
325.169
478,336
468,948
443,363
Maintenance
12,400
20,930
19,655
24,211
Capital
81,673
155,270
151,102
118,073
Depreciation
51,973
55,640
55,640
69,504
898,828
1,186,587
1,124.636
1.163,380
1830 Meter Maintenance & Backflow
Prevention
Personnel Services
42,688
106,226
62,743
114,416
Materials & Supplies
23,372
31,347
25,764
33,582
Service and Charges
18,733
24,653
14,608
38,540
Maintenance
2,623
3,154
2,549
4,279
Capital
861
26,960
16,248
23.483
88,277
192,340
121,912
214,300
Total Water & Sewer Fund
987,105
1,378,927
1,246,548
1,377,680
Shop Fund
1910 Vehicle Maintenance
Personnel Services
323,311
368,289
364,544
420,907
Materials & Supplies
533,500
544,085
544,055
652,068
Service and Charges
274,700
335,773
335,720
419,473
Maintenance
12,166
12,516
12,481
16,592
Capital
2,422
11,050
11,000
61,425
Depreciation
1,012,584
1,233,571
1,233,571
1,535,707
2,158,683
2,505,284
2,501,371
3,106,172
1920 Fleet Operations Capital
Service and Charges
2,106
1,250
1,000
1,250
Capital
1,067,867
4,047,755
4,047,755
1,691,500
1,069,973
4,049,005
4,048,755
1,692,750
Total Shop Fund
3.228,656
6,554,289
6,550,126
4,798,922
Total Administrative Services
$ 7,790,147 $
12,208,773 $
11,966,267 $
9,530,341
Administrative Services Department
Personnel Summary
1993
1994
1995
1996
Division/I'itle _
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
1.00
1.00
1.00
1.00
2.00
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.
1.00
1.00
1.00
1.00
3.00
3.00
3.00
_ 3.00
Accounting Division
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
1.00
1.00
1.00
1.00
Work Study (Part—time)
0.50
0.50
0.50
0.50
9.50
9.50
9.50
9.50
Budget & Research Division
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
0.00
0.00
Work Study (Part—time)
0.50
0.50
0.50
0.50
3.50
_ 3.50
2.50
.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
Building Maintenance Division
Facilities Superintendent
1.00
1.00
1.00
1.00
Custodian
2.00
2.00
2.00
2.00
Carpenter 1
1.00
1.00
1.00
1.00
Building Maintenance Worker III
0.00
1.00
1.00
1.00
Building Maintenance Worker V
1.00
1.00
1.00
1.00
5.00
6.00
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
3.00
3.00
System Operator
1.00
1.00
1.00
1.00
GIS Coordinator
0.00
0.00
0.00
1.00
4.00
4.00
5.00
6.00
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/SwitchboardiSecretary
7.50
7.50
7.50
7.50
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Administrative Services Department
Personnel Summary
1
1993 1994 1995 1996
Division/Title Employees Employees Employees Employees
Meter Reader 5.00 5.00 5.00 6.00
Meter Operations Assistant 1.00 1.00 1.00 1.00
Meter Maintenance Worker 1.00 1.00 2.00 2.00
Water Service Representative 2.00 2.00 2.00 3.00
Property Location Analyst 1.00 1.00 1.00 1.00
Backflow Prevention Operations Assist. 0.00 1.00 1.00 1.00
Backflow Prevention Technician 0.00 1.00 1.00 1.00
22.50 24.50 25.50 27.50
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 2.00 3.00
Equipment Mechanic! 1.00 1.00 2.00 2.00
Equipment Mechanic II 2.00 2.00 2.00 2.00
Equipment Mechanic III 2.00 2.00 2.00 2.00
10.00 10.00 12.00 13.00
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 3.00 3.00 3.00 3.00
Animal Care Technician 0.00 1.00 1.00 1.00
Animal Caretaker (Part—time) 0.00 4.30 4.30 4.30
5.00 10.30 10.30 10.30
Community Development Division
CD Coordinator 1.00 1.00 1.00 1.00
CD Representative 1.00 1.00 1.00 1.00
CD Housing Specialist 1.00 1.00 1.00 1.00
Community Center Director 0.00 0.00 0.00 1.00
3.00 3.00 3.00 4.00
Total Administrative Services Personnel 78.50 86.80 89.80 94.80
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Administrative Services Department
Administrative Services Director Division
' Administrative Services Director Program
Fund 1010 — General Program 1100
' 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.
In 1995, the program provided necessary guidance on the development of the 1994 audit, 1995 Budget. and
1996-2000 Cl?, coordinated the refunding of the hotel and restaurant bonds for the continuing education
' center, assisted in developing financing alternatives for a town center and coordinated the financial issues
of the incinerator lawsuit ruling and refund process.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Pram Staff
Full —Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures
Personnel Services $ 117,550 $ 118,700 $ 118,375 $ 120,475
Materials and Supplies 1,343 2.485 2,485 2,650
Services and Charges 8,684 10,600 10,425 11,500
Maintenance 302 350 300 350
Capital 1,377 1,015 975 1,000
$ 129,256 $ 133150 $ _ 132,560 $ 135,975
1996 Objectives
1. To work with staff/elected officials to resolve the impact of the incinerator disengagement lawsuit.
2. To monitor the implementation of the Capital Improvements Program and 1996 Budget.
' 3. To oversee completion of the 1995 CAFR, 1997 Budget, & 1997-2001 CIP.
4. To complete an updated water and sewer operations study.
5. To review the need for an updated water and sewer rate study.
' 6. To continue management training, implementation of Total Quality Management, and proactive
management techniques.
7. To provide assistance, as needed, on developing financing options for the proposed Town Center.
8. To continue the revision of the City's policy and procedure manual that involves updating and
' condensing the manual.
8. Refunding of the Arts Center Bonds.
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Administrative Services Department
Personnel Division
Human Resources Program
Fund 1010 — General Program 1210
Program Description, Objectives, and Analysis:
The City of Fayetteville Human Resources program's 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
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual
1994
3.00
Budgeted Estimated Budgeted
1995 1995 1996
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3.00 3.00 3.00 1
$ 336,221 $ 462,001 $ 394,931 $ 414,198
5,356 5,522 5,472 5,627
83,217 85,613 85,613 88,934
187 300 100 300
118 850 850 500
$ 425,099 $ 554,286 $ 486,966 $ 509,559
Performance Measures
Actual
Budgeted
Estimated
1994
1995
1995
Results
1. Voluntary turnover
11.6%
9.0%
11.0%
2. Active personnel records
451
475
480
3. Emp requisitions processed
126
110
190
4. Civil Service app processed
188
200
230
5. Employees attending training
100
125
75
6. Perf appraisals processed
387
420
400
Budgeted
1996
11.0%
504
175
215
75
440
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Administrative Services Department
Accounting & Audit Division
Accounting & Audit Program
Fund 1010 — General
Program 1310
Program Description, Obje ctive!, and Analysis:
The Accounting & Audit 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 &
Audit Division provides a system for processing payments for City obligations and payroll and pension
checks in an accurate, efficient, and timely manner. The Accounting & Audit Division objectives include
providing accurate monthly financial statements and operating reports, preparing a Comprehensive Annual
Financial Report (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.
Program Staff --
Full —Time Equivalent Positions
Actual Budgeted
1994 1995
Estimated
1995
Budgeted
1996
9.50 9.50 9.50 9.50
' Program Expenditures
Personnel Services S 276,982 $ 293.913 $ 291,136 $ 300,099
' Materials and Supplies 8,733 12,700 12,700 11.524
Services and Charges 7,116 14,129 14,055 14,805
Maintenance 545 750 600 750
Capital 3,889 4,900 4,800 3,250
$ 297,265 $ 326,392 $ 323,291 $ 330,428
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Performance Measures
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Demand/Workload
External audit and CAFR
l
1
1
' Funds/account groups maintained
33
28
26
26
Financial state. and ledgers
30
30
30
30
Bond issues outstanding
5
5
5
5
' Payrolls prepared
26
28
29
28
Pension distributions processed
24
24
24
24
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% audits completed on time
% mo/qrtly fin state dist on time
% P/R & pension cks proc on time
% forms W-2 & 1099 dis on time
%c gov't reports filed on time
CAFR awards received
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
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Administrative Services Department
Budget & Research Division
Budget & Research Program
Fund 1010 — General Program 1330
Program Description, Objectives, and Analysis: I
The Budget & Research Division is responsible for preparation and monitoring of the City's Annual Budget
& Work Program, preparing 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 Administrative Services Director, the
Mayor, and the City Council. 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 1994 to budgeted 1996 include: a reduction in budget submissions reviewed, caused
by program consolidations; fewer special projects in 1996 due to realignment of duties within the
Administrative Services Department; and reductions in CIP projects reviewed primarily due to a change in
funding mechanism from bonded indebtedness to pay as you go.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 3.50 2.50 2.50 2.50
Program Expenditures
Personnel Services $ 115,638 $ 86,802 $ 86,066 $ 85,310
Materials and Supplies 5,324 7,039 7,039 7,525
Services and Charges 3,351 2,800 2,800 3,760
Maintenance 0 0 0 750
Capital 4,445 976 976 3,631
$ 128,757 $ 97,617 $ 96,881 $ 100,976 '
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload
Budget Submissions Reviewed 95 87 86 86
CIP Projects Reviewed 242 210 174 175
Programs Reviewed: Budget
to Actual — Monthly 95 87 86 86
Special Projects/Studies 41 41 30 30
Budget Amendments Requested 281 200 205 200
Capital Projects Monitored 142 131 136 145
Funds Reviewed 22 21 20 20
Results
Annual Budget Completed 1 1 1 1
CIP Annual Update Completed 1 1 1 1
Budget Adjustments Processed 279 200 205 200
% Time for Special Projects 30 30 25 25
% Time for Capital Projects 30 30 30 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, solid waste, 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 22,000 utility accounts are maintained by staff. with monthly
billings being prepared for these customers, 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 are to efficiently and
accurately administer utility billings, collections of cash, and payment processing of all City revenues: to
provide customer service and assistance in a timely manner and as efficiently as possible.
Actual Budgeted Estimated Budgeted
1994 _ 1995 1995 .1996 _
Program Staff .
Full —Time Equivalent Positions 7.00 7.00 7.00 7,00
Program Expenditures
' Personnel Services $ 157,543 $ 178,010 $ 177,340 $ 184,675
Materials and Supplies 3,788 7,115 7,020 7,170
Services and Charges 47,517 53,600 52,640 60,050
' Maintenance 181 940 400 600
Capital 3,205 5,120 5,090 2,500
$ 212,234 $ _ 244,785 $ 242,490 $ 254,995
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Performance Measures
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Demand/Workload
Total accounts
23.243
23,000
24,778
26.500
Total accounts — Active
21,753
21,890
23,219
24,71X1
No. of svc. orders requested
24,741
22,770
26,942
30,600
No. of receipts requested
371.954
291.000
321,606
340,000
Results
No. utility bills processed
259,540
255.650
277,143
295,000
No. on/off orders processed
20,933
18,700
24,568
26,500
No. misc. requests processed
3,808
3,900
2,374
4,100
No.new accts.added to system
1,769
1,240
1,520
1,750
No. util. payments processed
246,211
238,825
266,933
288,000
No. util. deposits processed
7,269
7,555
7,817
8,000
No. cash receipts processed
118.474
47,500
46,856
48,840
% final bills dropped had debt
13.63%
20.00%
12.53%
15.00%
% util.revenu dropped ! bad debt
0:43%
0.45%
0.41%
0.45%
"h had debt recovery
27.67%
35.00%
29.46%
33.00%
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Administrative Services Department
Internal Audit Division
Internal Audit Program I
Fund 1010 — General Program 1360
Program Description, Objectives, and Analysis: I
The Internal Audit Division provides an independent evaluation of City activities in order to determine that
the activities have been approved by City Council and are in compliance with City, State, and Federal
ordinances, regulations, and laws. The evaluation is to determine that adequate internal controls exist to
safeguard the resources and assets of the City. The Internal Audit Division reviews all contracts and
monitors all grants received by the City.
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Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 1.00 1.00 1.00 1.00 a
Program Expenditures
Personnel Services $ 45,028 $ 46,157 $ 46,152 $ 46,835
Materials and Supplies 839 700 600 708
Services and Charges 4,943 3,700 3,560 3,800
Capital 219 0 0 500 '
$ 51,029 $ 50,557 $ 50,312 $ 51.843
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload
1. Review of City areas 7 6 5 5
2. Special projects 30 25 25 25
3. Review cont./leases/grants 250 275 275 275
4. Maintain document files 160 225 200 200
5. Contract payment review 380 450 500 450
Results
1. Number of areas reviewed 7 6 5 5
2. Cont./leases/grants reviewed 250 275 275 275
3. Review of contract payments 380 420 450 450
4. Special projects completed 30 25 25 25 1
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Actual Budgeted Estimated Budgeted
' 1994 1995 1995 1996 _
Program Staff
Full —Time Equivalent Positions 3.50 3.50 3.50 4.00
Program Expenditures
' Personnel Services $ 112,836 $ 118,358 $ 118,298 $ 128.484
Materials and Supplies 82 550 550 550
Services and Charges 52,765 55.644 54,564 56,720
'• Maintenance 34,568 41,420 41,120 31,111
Capital 3.529 3,500 3,500 3,500
$ 203,780 $ 219,472 $ 218,032 $ 220,365
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload
'
Number of City Owned Buildings 42 43 43 45
Renovations > or = $2,000 4 8 8 8
' Asbestos Inspections 6 6 6 6
Service Requests 1,588 1,800 1,800 1,800
Service Contracts Managed N/A 7 7 7
' Results
# of City Building Maintained 42 43 43 45
Service Requests — General :Mint 1,341 1.550 1,550 1,55()
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Service Requests — Heat/AC 127 160 160 160
Services Requests — Plumbing'Elect 102 150 150 150
Administrative Services Department
Building Maintenance Division
General Maintenance Program
Fund 1010 — General
Program 1410
Program Descrjption. 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.
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Administrative Services Department
Building Maintenance Division
Janitorial Program
Fund 1010 — General
Program 1420
Program Description, Objectives, and Analysis:
This program is responsible for performing janitorial services for the City Administration Building, Interim
City Hall, Police/Courts Building, City Prosecutor's office, and the Traffic Division/PEG Center Building.
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
1994 1995
Program Staff
Full —Time Equivalent Positions 2.50 2.50
Estimated
1995
2.50
Budgeted
1996
2.00
Program Expenditures
Personnel Services
$ 44,751 $
51,438 $
51,438 $
47,513
Materials and Supplies
5,175
6,450
6,450
7,450
Services and Charges
43,243
49,902
49,902
50,910
Maintenance
0
300
300
300
Capital
783
1,000
1,000
1,000
$ 93,952 $
109,090 $
109,090 $
107,173
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload
City Buildings Maintained 4 4 5 5
Square Footage Maintained 45,650 45,650 46,650 46,650
Restrooms Maintained 12 16 27 27
Council Meeting Set—up/Teardown 31 24 26 24
# of Snow/Ice Removals/ Year 6 6 6 6
#Strip, seal & wax floors N/A N/A N/A 2
Results
Janitorial Cost per Square Foot $2.06 $2.39 $2.34 $2.30
# Complaints on Janitorial Service 9 6 6 6
Avg Cost per Meeting Set—up/ .$ 24 $ 14 $14 $ 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 assisting in the purchasing of all supplies, acquiring construction and
miscellaneous services for all City Departments in accordance to State statutes, City ordinances, and proper
purchasing procedures, as well as, disposing of surplus City property.
During 1996, the City intends to continue to place a greater emphasis on infrastructure improvements
' performed by City crews and equipment. This emphasis will impact the 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.
The Purchasing Division 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 he
45 days or less for bids and 2 days for purchase orders.
' Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 1.40 1.40 1.40 1.40
Program Expenditures _
Personnel Services $ 45,660 $ 47,570 $ 47,570 $ 48,757
Materials and Supplies 6,002 7,452 6,555 7,700
' Services and Charges 1,667 3,269 2,914 4,225
Maintenance 85 200 200 200
Capital 1,373 2,184 2,182 400
$ 54,787 $ 60,675 $ 59,421 $ 61,282
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 19.96 _
Demand/Workload __
1. Formal Bids Requested 64 100 82 100
2. Request for Proposal Requested 13 20 20 20
' 3. Purchase Orders Requested 3,729 4,000 3,828 4.000
4. Bidder's Applications Requested 0 200 65 200
Results
1. Formal Bids/RFP's Awarded 112 120 102 120
2. Purchase Orders Issued 3,729 4,000 3,828 4,000
' 3. RFP's, & Bids Analyzed 77 120 102 125
4. Bidder Applications Reviewed 0 200 65 200
5. Turnaround From Bid Request
to Bid Opening in # of Days N/A N/A N/A 45
' 6. Turnaround From Pur. Req.
to Purchase Order in # of Days N/A N/A N/A .2
' 95
Administrative Services Department
Purchasing Division
Risk Management Program '
Fund 1010 — General Program 1620
Program Description, Objectives, and Analysis: I
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 be involved in administering the City's Risk Management Program. The Risk Management
Program will apply techniques that will effectively identify and handle risks associated with the City's
insurance needs. The Purchasing Division will take a proactive approach toward preventing accidents by
working with the Safety Committee to target problem areas or potential hazards.
Actual Budgeted Estimated Budgeted ,
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 0.60 0.60 0.60 0.60
Program Expenditures '
Personnel Services $ 19,588 $ 20,387 $ 20,288 $ 20,897
Materials and Supplies 186 1,023 1,023 1,023
Services and Charges 891 18,625 18,625 18,525
Maintenance 0 0 0 0
$ 20,665 $ 40,035 $ 39,936 $ 40,445 1
Performance Measures '
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996 '
Demand/Workload
1. Value of Assets Insured $50,000,000 $58,000,000 $58,000,000 $58,000,000
2. Ins. Policies Maintained 10 11 11 11
3. Claims submitted 69 80 80 80
Results
1. Value of Assets lost to $17,822 $20,000 $25,000 $20,000
accidents.
2. Percent of value of assets 99 99 99 99 ,
covered by insurance.
3. Percent of Claims Processed 100 100 100 100
1
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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 provides data processing support for all City departments. This includes hardware and
software support for all PC's as well as all devices connected to the AS/400, Novadyne, and Engineering
network. Currently, there are approximately 175 devices attached to these 3 computer systems. This is an
increase of approximately 120% since 1989. The types of hardware supported include terminals, printers,
PC's, controllers, and modems. Software support consists of installation, training, program changes, and new
program creation. Training is an ongoing process. The performance measures for Data Processing are
based on project requests. End users submit written project requests to Data Processing for various items
such as training, program changes, new equipment installation, etc.. Requests for emergency assistance,
which require immediate attention, are generally received by telephone and project requests forms are not
submitted. Requests may take as little as five minutes or as long as several weeks depending on the
complexity of the project. The increase in positions is for a Geographic Information System (GIS)
Coordinator to assist in the implementation/selection of the City's GIS software.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff _
Full —Time Equivalent Positions 4.00 5.00 5.00 6.00
Program Expenditures
Personnel Services $ 164,099 $ 215,548 $ 215,144 $ 250,136
Materials and Supplies 17,780 22,325 21,200 20,964
Services and Charges 6,118 8,998 8,808 9,100
Maintenance 69,172 72,049 70,500 71,560
Capital 30,647 19,590 19,590 8,050
$ _ _ 2£37,816 $ 338,510 $ 335,242 $ 359,810
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload _ _
Project Requests — Minicomputers 174 250 210 250
Project Requests — PC Support 43 80 70 80
Project Requests — Network 9 10 5 10
Training 1 10 5 10
System/Application Backups 928 1,000 1,100 1,100
Results
Project Requests — Minicomputers 151 240 200 240
Project Requests — PC Support 49 78 68 78
Project Requests — Network 8 10 5 10
Training 1 10 5 10
cat System/Appliion Backups 928 1,000 1,100 1,100
' 97
Administrative Services Department
• Municipal Court Division
Criminal Cases Program
Fund 1010 — General
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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 violations filed by
area law enforcement agencies.
Uniform filing fees and new distribution guidelines were enacted statewide by Act 1256 of 1995.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1994 1995
3.50 3.50
Estimated
1995
3.50
Budgeted
1996
3.50
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$ 89,967 $ 96,725 $ 94,911 $ 97,378 '
5,399 8,464 7,800 8,458
1,099 1,053 980 1,520
181 197 197 170
1,871 5,274 5,270 700 '
$ 98,517 $ 111,713 $ 109,158 $ 108,226
Performance Measures
I
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload
1. Total cases filed 25,910 34,088 25,700 26,985 ,
2. Total cases disposed of 23,375 28,500 20,312 23,500
3. Affidavits filed 10,003 7,500 11,460 11,660
4. Warrants issued 10,003 11,033 11,460 11,660
5. Fines/costs assessed 1,896,976 2,353,197 1,931,074 1,965,163
Results
1. Fines/costs collected 1,407,626 1,675,499 1,508,612 1,609,598
2. % of assessments collected 74 71 78 81
3. Warrant backlog (# affid) 0 50 0 0
4. Trial docket backlog 0 0 0 0
(outside 90 days)
5. General Fund revenues/ 716,043 642,000 665,000 730,000
cost of program 98,517 111,713 109,158 108,226
•98
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Administrative Services Department
Municipal Court Division
Probation & Fine Collection Program
Fund 1010— General Program 202C
Program Description, Objeectives, and Analysis:
To provide effective probation and fine collection services for Municipal Court. To maintain an effective
Public Service (PS) program that allows defendants to work off fines at the rate of $5.00 per hour that might
otherwise remain uncollectible. The accounts receivable issue will continue to he addressed by the Public
Service program, collection agency and court staff.
Program Staff
Full —Time Equivalent Positions
Actual Budgeted
1994 1995
Estimated
tooa
Budgeted
1996
1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services
$ 26,242 $
27,765 $
25,200 S
24,108
Materials and Supplies
199
540
376
500
Services and Charges
3,194
3,375
2,809
4,500
$ _ 29,635 $
31,680 $ __
28,385 $
29,108
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Dcmand/Workload
1.
# Divisions requesting PS
34
34
34
34
2.
# Interviews conducted
252
270
310
340
3.
# Divisions assigned PS
34
34
34
34
4.
# Assigned to PS
102
105
98
107
5.
# hours PS assigned
6,079
5.359
7,618
5,859
6.
Fines/costs assessed
1,896,976
2,043,168
1,931,074
1,965,163
Results
1.
# hours PS completed
1,646
3,258
4,642
3,758
2.
Fines/costs collected
1,407,626
1,436,302
1,508,612
1.609,598
3.
Amount of fines/costs worked
19,833
23,390
24,600
25,890
off by PS
GS9
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.
Uniform court costs (Act 1256 of 1995) went into effect on July 1, 1995. These new filing fees will impact
court costs and revenue distribution. The primary difference in the cost/revenue for this program is
primarily due to a reduction in small claims cases filed.
Actual Budgeted
1994 1995
Program Staff
Full —Time Equivalent Positions 3.50 3.50
Estimated
1995
3.50
Budgeted
1996
3.50
Program Expenditures
Personnel Services
$ 86,601 $
96,155 $
92,083 $
94,397
Materials and Supplies
1,356
1,590
1,296
1,330
Services and Charges
425
12,867
3,425
3,725
Maintenance
134
150
150
150
Capital
247
4,400
4,400
500
$ 88,763 $
101,354 $
115,162 $
100,102
Demand/Workload
1. # cases filed
2. Court session/week (hrs)
3. Cases set for hearing/week
Results
1. % cases processed within
2 days
2. General Fund Revenue /
cost of program
Performance Measures
Actual
1994
1,056
6
36
100
85,141
88,763
Budgeted Estimated Budgeted
1995 1995 1996
2,406 1,996 2,015 '
7 7 7
40 40 40
1
100 100 100
97,200 84,000 91,000
115,162 107,926 100,102
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Administrative Services Department
Animal Services Division
PatroLThmergency 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. 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. Warnings and citations are issued to offenders.
IThe City expects approximately 6,000 animal concerns investigations to he conducted during 1996 which
should result in the impounding of 1.550 stray animals, returning approximately 600-700 stray animals home
' and responding to approximately 750 livestock and wildlife reports. During 1994 Animal Services began
tracking animal bites. We will conduct approximately 70 bite investigation in the City in 1996. 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%.
' Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff __
' Full —Time Equivalent Positions 3.50 3.50 3.50 3.50
' Program Expenditures —
Personnel Services $ 86,775 $ 96,454 $ 95,166 $ 104,545
Materials and Supplies 295 0 0 0
'
Services and Charges 21,465 25,398 25,398 21,595
Maintenance 3.896 12.457 12,414 4,465
Capital 1,363 117 117 1,129
$ 113,794 $ 134,426 $ 133,095 $ 131,734
Performance Measures
Actual Budgeted Estimated Budgeted
' 1994 1995 1995 1996
Demand/Workload
1. Citizen calls received 4,602 4,500 4,300 5.000
' 2. Square miles to patrol 44 44 44 44
3. Human/Animal safety programs 0 60 50 60
4. City licenses sold 1,081 1,800 1,700 1,785
' 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 1,350 1,500 1,55()
' Wildlife N/A 500 450 500
Livestock N/A 250 250 250
4. Animal Bite Investigations N/A 70 63 70
' 101
Administrative Services Department
Animal Services Division
Animal Shelter Program
Fund 1010 — General
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
programs meet national sheltering standards. 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 $50
adoption fee, which includes the cost of sterilization, helps decrease the number of unwanted litters.
Sterilization of adopted animals is required by State law and City Ordinance. Regular veterinary care is
provided for shelter animals and for those injured or ill animals picked up after hours. Funds provided by
the City are supplemented by contracts for service with surrounding municipalities and by public donations.
1
Program 2720
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
6.80 6.80 6.80 6.80
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$ 94,855 $ 123,470 $ 123,470 $ 131,562
16,608 22,075 22,075 18,428
38,020 40,243 40,243 39,812
7,951 12,752 12,752 5,000
3,832 3,923 3,923 1,855
$ 161,266 $ 202,463 $ 202,463 $ 196,657
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload '
1. # of Fay Strays Sheltered 1,394 1,420 1,500 1,550
2. # of Fay Surrenders Sheltered 906 850 800 850
3. # of NonFay Animals Sheltered 1,327 1,375 1,400. 1,400 ,
Results
1. # of Adopted/Reclaimed 1,343 1,350 1,300 1,350
2. # of Euthanized 2,037 2,500 2,200 2,225
3. Cost/animal 5 days shelter $40 $40 $47 $50
1
102 1
Administrative Services Department
Community Development Division
Administration Program
Fund 2180 — Community Development Program 4930
' Program Description, Objectives, and Analysis:
The Community Development Administration Program is responsible for administering the 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. For 19%, an employee is
added to he the Yvonne Richardson Community Center Director.
' Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
' Program Staff -
Full —Time Equivalent Positions 1.00 1.00 1.00 2.00
' Program Expenditures _—_
Personnel Services $ 40,892 $ 44,721 $ 43,222 $ 72,254
Materials and Supplies 904 1,300 485 1,300
Services and Charges 25,086 44,502 44,502 47,656
Maintenance 0 100 100 100
Capita] 1,636 325 100 2,500
$ 68,518_ $ _ 90,948 $ 88,409 $ 123,810
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Demand/Workload
1. Public Hearings
4
4
4
4
2. CDBG and HOME Applications
2
2
2
4
3. Fair Housing Activities
15
20
20
20
4. Federal Labor Standards
2
4
4
4
5. Sub recipient Monitoring
0
0
0
10
6. Audit/Monitoring Resolution
2
3
3
4
7. Related Statutory Compliance
8
10
10
10
Results
1. Preparing applications & assoc.
activities — %
50
50
50
55
2. Contract Administration — %
25
25
25
20
3. Public hearings & Meetings — %
25
25
25
10
4. Sub recipient Monitoring — %a
0
0
0
15
5. Activities completed by
deadline — %
100
100
100
100
[ER]
Administrative Services Department
Community Development Division
Housing Rehabilitation Program
Fund 2180 — Community Development Program 4940
Program Description, Objectives, and Analysis:
The Community Development Housing Rehabilitation Program is responsible for the rehabilitation of
privately —owned residential property for low and moderate income families. 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. The Emergency Repair Program, also for low and moderate income home owners,
addresses conditions which threaten the health or safety of occupants.
Personnel services cost is recorded in the Housing Rehabilitation Program when CDBG funding is used and
is recorded in the Home Grant Program when Home Grant funds are used. The allocation of personnel
services cost between these two programs us based on detailed time records.
Actual
1994
Program Staff
Full —Time Equivalent Positions 2.00
Budgeted
1995
2.00
Estimated Budgeted
1995 1996
2.00 2.00
Program Expenditures
Personnel Services
$ 4,308 $
33,614 $
33,614
Materials and Supplies
582
2,000
2,000
Services and Charges
191,797
145,700
145,700
Maintenance
146
250
250
Capital
5,503
6,000
6,000
$ 202,336 $
187,564 $
187,564
Performance Measures
$ 62,882
2,000
236,678
250
4,000
$ 305,810
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Demand/Workload
1.
Homeowners Requesting Rehab.
100
115
115
125
2.
Eligibility verification
100
125
125
150
3.
Inspections
200
225
225
250
4.
Work Specifications
75
125
125
125
5.
Construction Management
75
125
125
125
Results
1.
Processing Rehab. Requests — %
15
10
10
15
2.
Eligibility Verification — %
10
5
5
10
3.
Rehab. Inspections — %
30
35
35
35
4.
Rehab. Specifications — %
25
25
25
20
5.
Construction Management — %
20
25
25
20
6.
Rehabs Completed
100
100
100
100
10
Administrative Services Department
Community Development Division
Home Grant Program
Fund 2180 — Community Development Program 4950
Program Description, Objectives, and Analysis:
The HOME Grant Program is a federal grant program to promote affordable housing. Local communities
determine housing needs and develop strategies using eligible HOME activities to meet those needs, The
City of Fayetteville is a sub recipient of HOME funds through the state's HOME allocation which is
administered by the Arkansas Development Finance Authority (ADFA).
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.
The City has been advised by ADFA that HOME Grant Program funding will not be received for 1996.
Program Staff
Full —Time Equivalent Positions
Actual Budgeted
1994 1995
0.00 0.00
Estimated Budgeted
1995 .1996
0.00 0.00
Program Expenditures
Personnel Services $
35,912 S
11,350 $
9,262 $
0
Materials and Supplies
0
300
300
0
Services and Charges
378,369
259,476
259,476
0
$
41481 $
271126 $
269,038 $
0
No. of Homeowner Rehab Projects
19
12
12
0
No. of Rental Unit Construction Part.
0
0
0
0
105
Administrative Services Department
Community Development Division
Community Development Capital & Services 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. In 1996 a program will be developed to acquire substandard housing,
rehabilitate the housing to meet adopted codes, and market the homes to low and moderate income families.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures '
Services and Charges $ 492,635 $ 955,906 $ 955,906 $ 185,441
$ 492,635 $ 955,906 $ 955,906 $ 185,441
Significant projects implemented during 1994 include:
Walker Park Senior Center $375,000
Street & Drainage Improvements — SE Fayetteville $446,740
Finger Park Restrooms $63,000
Sang Senior Center Improvements $19,668
Aging Transportation Program $19,000
Significant projects in the process of implementation during 1995 include:
Northwest Arkansas Health Clinic Building
SE Fayetteville Community Center Improvements
First Time Home Buyer Program
Aging Transportation Program
Significant projects planned during 1996 include:
Housing Acquisition for Low/Moderate Income
Aging Transportation Program
$250,000
$100,000
$35,000
$23,000
$152,941
$25,000
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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. Additional employees were added to meet increased customer service requirements.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 14.50 14.50 14.50 16.50
Pro2ram Expenditures
' Personnel Services $ 410,193 $ 453,173 $ 408,081 $ 483,572
Materials and Supplies 17,420 23,238 21,210 24,657
Services and Charges 325,169 478,336 468,948 443,363
' Maintenance 12,400 20,930 19,655 24,211
Capital 81,673 155,270 151,102 118,073
Depreciation 51,973 55,640 55,640 69,504
$ 898,828 $ 1,186,587 $ 1,124,636 $ 1,163,380
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Performance Measures
Actual Budgeted Estimated Budgeted
' 1994 1995 __ 1995 1996
Demand/Workload
Total accounts 23.243 23,000 24,800 26,500
' Total accounts - Active 21.753 21,890 22,800 24,700
# of meters in system 22,305 22,000 23.800 24,000
# of svc. orders requested 24,851 22.770 24,336 30,6(X)
' # of delinquent accounts 17,558 13,610 17,780 18,000
Results
# of meters read 265,126 266,000 281,180 297,200
# of meters re -read 19,655 16,690 19,270 19,320
# of meters changed out 354 733 250 720
# of ons/offs processed 20,933 19,000 22,054 26,500
' # of misc.orders processed 3,918 3.285 2.282 4,100
# of delinq. accts. worked 8,471 6,600 10.460 9,(100
%r meters re -read 7.41% 5.00% 6.85% 6.50%
'• % meters changed out 1.59% 4.00% 1.05% 3.00%
% delinquent accounts worked 48.25% 40.00% 58.83% 50.00%
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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 backflow 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 backflow devices and water meters in the system, including all
test and repair data on each. Full implementation of this program is pending the distribution of State
regulations and procedures.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 3.00 4.00 2.00 4.00
Program Expenditures
Personnel Services $ 42,688 $ 106,226 $ 62,743 $ 114,416
Materials and Supplies 23,372 31,347 25,764 33,582
Services and Charges 18,733 24,653 14,608 38,540
Maintenance 2,623 3,154 2,549 4,279
Capital 861 26,960 16,248 23,483
$ 88,277 $ 192,340 $ 121,912 $ 214,300
Performance Measures ,
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload
Total accounts 23,243 23,000 24,800 25,500
Total accounts - Active 21,753 21,890 22,800 23,445
# of meters in system 22,305 22,000 23,800 24,000
# of commercial customers 2,393 2,030 2,540 2,680
# of residential customers 20,850 20,970 22,280 23,710
# backflow devices recorded 1 50 2 50
Results
# of meters tested 2,159 2,000 1,800 2,000
# of meters repaired 511 1,100 500 1,100
# of commercial accts. surveyed 0 500 0 500
# of residential acct. surveyed 0 100 0 100
# backflow dev. installed & tested 1 15 3 15
# backflow dev. repaired/certified 0 / 1 1 / 25 0 / 3 1 / 25
108 '
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 348 vehicles consists of 53
emergency response vehicles, 35 administrative support vehicles, 30 Solid Waste/Recycle units, 99 Off Road
' type support units and 131 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. An employee
was added to enhance the preventative maintenance programs implemented by Fleet Operations.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 10.00 12.00 12.00 13.00
Program Expenditures
Personnel Services $ 323,311 $ 368,289 $ 364,544 $ 420,907
' Materials and Supplies 533,500 544,085 544,055 652,068
Services and Charges 274,700 335,773 335,720 419,473
Maintenance 12,166 12,516 12,481 16,592
Capital 2,422 11,050 11,000 61,425
' Depreciation 1,012,584 1,233,571 1,233,571 1,535,707
$ 2,158,683 $ _ 2,505,284 $ 2,50b371 $ _3,106.172
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
' Demand,t'workload
Repair Requests 3,950 3,600 3,750 4,050
Vehicle,/Equipment Repair Hours 10,605 10,000 11,100 14,600
Preventive Maintenance
Service & Inspections 722 648 630 750
PM Generated Repairs 631 486 450 550
' Road Failures 182 168 175 210
Results _
'• Technician Productivity 7 96 90 92 92
Technician Efficiency % 96 95 95 95
Completion Ratio % W 98 98 98
Road Failure Repairs % 5 5 5 5
1 109
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 and expanding fixed assets
for the Fleet Operations Division.
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Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 2,106 $ 1,250 $ 1,000 $ 1,250
Capital 1,067,867 4,047,755 4,047,755 1,691,500
$ 1,069,973 $ 4,049,005 $ 4,048,755 $ 1,692,750
Capital expenditures planned for 1996 include:
Replacement — Police/Passenger Vehicles $ 192,000
Replacement — Light/Medium Utility Vehicles 278,300
Replacement — Medium/Heavy Utility Vehicles 166,000
Replacement — Tractors/Mowers 78,100
Replacement — Backhoes/Loaders 93,000
Replacement — Other Vehicles & Equipment 28,500
Replacement — Construction Equipment 147,000
Expansion — Police/Passenger Vehicles 19,000
Expansion — Shop Equipment 29,000
Expansion — Light/Medium Utility Vehicles 36,900
Expansion — Medium/Heavy Duty Utility Vehicles 56,000
Expansion — Construction Equipment 15,000
Expansion — Sanitation Equipment 146,500
Expansion — Other Vehicles & Equipment 207,000
Expansion — Maintenance/Operations Center 199,200
$ 1,691,500
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Police Department
Assistant Po:ice Chiefs
Support Services Patro] Drug Enforcement Communications
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 1995 expenditures are projected to be approximately $35,000 below the 1995 budgeted amount.
This difference is principally attributable to personnel vacancies during the year. Additionally, the
Department received approximately $62,000 in grants to pay for overtime for Youth Alcohol Enforcement
Grant and a Selected Traffic Enforcement Grant. These grants were received from the AHTD.
In 1996, proposed expenditures of $4,742,922 are approximately $270,000 above the budgeted 1995
amount. The increased funding is primarily due to expenses generated by the addition of seven new
positions to the Police Department. Additional positions include two Lieutenants, one Sergeant, two Patrol
Officers, one Civilian Jailer, and one Police Clerk/Calltaker. Additionally, funding was added to the
Department to increase the salaries paid to dispatchers in an effort to reduce turnover.
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
Operations
Capital
Transfers
Capital and Transfers
Total Department
Category Totals
Actual
1994
$ 3,140,544
80,946
625,002
75,166
3,921,657
59,896
41,990
101,886
Budgeted
1995
3,480,898
91,154
688,568
101,085
4,361,705
60,512
51,081
111,593
Estimated
1995
3,459,192
88,140
687,697
101,085
4,336,114
58,859
43,000
101,859
Budgeted
1996
$ 3,681,927
94,404
787,771
103,712
4,667,814
30,108
45,000
75,108
$ 4,023,544 $ 4,473,298 $ 4.437,973 $ 4,742,922
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Police Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994
1995 -
- 1995
1996
General Fund
2600 Central Dispatch
Personnel Services
$ 335,609 $
369,169 $
352,285 $
433,239
Materials& Supplies
2,476
3.175
3,175
3,299
Service and Charges
18,609
24.148
23,277
27,268
Maintenance
20,504
24,399
24,399
24,650
Capital
6,259
3,714
3,713
',,000
383,457
424,605
406,849
495,456
2900 Support Services
Personnel Services
600,414
672,048
671,981
752,652
Materials& Supplies
66,521
73,928
72,124
80,452
Service and Charges
107,638
129,968
129,968
137,950
Maintenance
7,234
7.199
7,199
7.241
Capital
14,267
29,959
29,959
6,071
Transfers
_41,990
51,081
43,000
45,000
838,063
964,183
_
.954,231
_
1,029,366
2940 Patrol Warrant
Personnel Services
2,083,842
2,281,208
2,281,208
2,377,730
Materials & Supplies
11,949
14,051
12.841
10,653
Service and Charges
363,277
393,071
393.071
460,912
Maintenance
47,428
69,487
69,487
71,821
Capital
_ 37,421
26,839
25,187
17,037
2,543,917
2,784.656
2,781,794
2,938,153
Total General Fund
3,76.5,437
4,173,444
4,142,874
4,462,975
Drug Law Enforcement Fund
2960 Drug Enforcement
Personnel Services
120,678
158,473
153.718
118,306
Service and Charges
135,479
141,381
141381
161,641
Capital
1,950
0
0
0
258.107
299,854
_ 295,099
279,947
Total Drug Law Enforcement Fund
258,107
299,854
295,099
.279,947
Iota] Police Department
$ 4,02,3,544 $_4x473,298
$
4,437,973 $
4,742,922
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Police Department
Personnel Summary
1993 1994 1995 1996
Division/Title Employees Employees Employees Employees
Police Division
Chief of Police 1.00 1.00 1.00 1.00
Assistant Chief of Police 2.00 2.00 2.00 2.00
Financial Analyst 1.00 1.00 1.00 1.00
Lieutenants 5.00 5.00 5.00 7.00
Sergeants 9.00 9.00 9.00 10.00
Police Officer 47.00 52.00 55.00 57.00
Property/Evidence Manager 0.00 1.00 1.00 1.00
Senior Secretary 1.00 1.00 1.00 1.00
Secretary 3.00 3.00 3.00 3.00
Senior Clerk/I)+pist 2.00 1.00 1.00 1.00
Police Clerk 4.00 4.00 4.00 4.00
Dispatch/Matron 0.85 0.85 0.85 0.00
Civilian Jailer 4.00 6.00 8.00 9.00
System Operator 1.00 1.00 1.00 1.00
Transcriptionist 0.00 1.00 1.00 1.00
Custodian 0.00 1.00 1.00 1.00
Park Patrol (Part—time) 0.00 2.13 2.13 2.13
80.85 91.98 96.98 102.13
Communications Division
Dispatch Manager 1.00 1.00 1.00 1.00
Dispatcher 10.15 10.15 10.15 11.00
Lead Dispatcher 2.00 2.00 3.00 3.00
Police Clerk 0.00 0.00 0.00 1.00
13.15 13.15 14.15 16.00
Total Police Department Personnel 94.00 105.13 111.13 118.13
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Police Department
1 Communications Division
Central Dispatch Program
' Fund 1010 — General Program 2600
Program DescriptionnObiecctives, and Analysis:
The Central Dispatch Center is a 24 hour operation which provides emergency and non —emergency call
1 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. An additional police clerk,calltaker was added for 1996 to assist in responding to
more routine calls and to free up dispatchers for radio traffic.
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Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
IProgram Staff -
Full —Time Equivalent Positions 13.15 14.15 14.15 16.00
Program Expenditures
Personnel Services $ 335.609 $ 369.169 $ 352,285 $ 433,239
Materials and Supplies 2,76 3.175 3,175 3.299
Services and Charges 18.609 24,148 23,277 27.268
Maintenance 2(7,504 24,399 24,399 24,650
' Capital 6,259 3,714 3,713 7,000
$ 383.457 S 424,605 $ _406.849 $ 495.456
Performance Measures
■ Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
iDemand/Workload Calls for Service Total 35.960 35,896 37,000 38.000
Police 32,122 32.251 33,000 34.0(X)
' Fire 1.936 2.062 2,100 2,200
Citywide 1,902 1.916 1,800 1.800
Telephone (Minus 9-1-1) 145.184 143.720 147,000 148.000
9-1-1 Calls 15.695 16,728 16,000 16,000
ACIC i NCIC Reports 802,036 820,236 860,000 903.000
' Results -
Citizen Complaints 1 3 2 2
Overtime/Comp Time per year 1.340 2.000 939 987
9-1-1 Salary Reimbursement 89.511 94.433 93,000 102,000
Avg Time Police Call minutes 19 20 21 22
Avg Time Fire Call minutes 68 72 66 67
1 115
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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 school system. Another service provided is Crime
Prevention Education for local citizens. Crime Prevention Officer will make about 6,800 contacts during
1995. The operation of the Jail is included in this program. The jail books approximately 12,500 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.
Additional personnel added for 1996 include a civilian jailer and two uniformed officers.
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Program Staff
Non —Uniform FTE Positions
Uniformed FTE Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Transfers
Demand/Workload
DARE contacts
Crime prevention contacts
Prisoners booked into jail
Citizen Complaints Investigated
Results
Actual
1994
17.45
5.00
22.45
Budgeted
1995
19.45
5.00
24.45
Estimated
1995
19.45
5.00
24.45
$ 600,414 $ 672,048 $ 671,981
66,521 73,928 72,124
107,638 129,968 129,968
7,234 7,199 7,199
14,267 29,959 29,959
41,990 51,081 43,000
$ 838,063 $ 964,183 $ 954,231
Performance Measures
Actual Budgeted
1994 1995
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Budgeted j
1996
19.60 j
7.00
26.60
752,652
80,452
137,950
7,241
6,071
45,000
1,029,366
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1995 1996
664 650 712 700
8,858 4,950 6,800 6,800
12,126 12,500 12,200 12,500
15 24 22 22
% of 5th graders in DARE classes 100% 100% 100% 100%
Citizen Complaints Sustained 4 10 8 8
Crime Rate (Local) 5.1 5.5 5.5 5.5
Polices reviewed/updated/added 20% 20% 20% 80%
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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
emergency response time of five 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 bicycle patrols. To provide increased visibility in
selected public use areas such as City parks, Dickson Street and other historical places. Three uniformed
officers were added for 1996 as part of the City's systematic program to increase police and fire staffing.
' Actual Budgeted Estimated Budgeted
1994 __ 1995 1995 _ 1996
' Program Staff _
Non —Uniform FTE Positions 4.13 4.13 4.13 4.13
Uniformed FTE Positions _ _ 62.00 65.00 65.00 68.00
66.13 69.13 69.13 72.13
Program Expenditures
'Personnel Services $ 2,083,842 $ 2,281,208 $ 2,281,208 $ 2,377,730
Materials and Supplies 11,949 14,051 12,841 10,653
' Services and Charges 363,277 393,071 393,071 460,912
Maintenance 47,428 69,487 69,487 71,821
Capital 37,421 26,839 25,187 17,037
$ 2,543,917 $ 2,784,656 $ 2,781,794 $ X938,153
' Performance Measures
Actual Budgeted Estimated Budgeted
' 1994 _ 1995 1995 1996
Demand/Workload
Population served 44,668 49,189 49.264 49,264
'• Calls for Service 32,122 32.251 33,200 34,200
Traffic Accidents 3,308 3,500 3.370 3,400
Tickets issued 16,605 16.500 18,700 18,900
' Arrests made 12.126 12,500 12,200 12,5(X)
DWI arrest 540 525 700 525
'• Results
Emergency Response Time 6:17 5:00 4:58 5:00
Traffic Accidents involving
' Fatalities/Injuries 91704 9/500 4/372 9/500
Assigned Cases — Clearance Rate 65% 54% 55% 55%
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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 Sheriffs 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
Actual
1994
1.40
2.00
3.40
Budgeted
1995
1.40
2.00
3.40
Estimated
1995
1.40
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Budgeted
1996
140
2
2.00
JRU JRU
Program Expenditures
Personnel Services
$ 120,678 $
158,473 $
153,718 $
118,306
Services and Charges
135,479
141,381
141,381
161,641
Capital
1,950
0
0
0
$ 258,107 $
295,099 $
299,854 $
279,947
Demand/Workload
Drug Cases
Intelligence reports
Results
Arrests made
Case Clearance Rate
Drugs Seized
Cocaine
Marijuana
Methamphetamine
Performance Measures
Actual Budgeted
1994 1995
244 160
390 325
245
80%
5 ozs.
24 lbs.
4.2 ozs.
1.0 lb.
15 lbs.
2.O lbs.
Estimated
1995
300
250
316
80%
3 ozs.
150 lbs.
2.O lbs.
Budgeted
1996
300
250
300
80%
3 ozs.
70 lbs.
2.0 lbs.
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' Fire Department
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Fire Chief
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Assistant Fire Chief
Prevention Operations Framing & Continuing Ed. Special Operations learns
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.
119
FIRE DEPARTMENT
OVERVIEW
Estimated 1995 expenditures are projected to be approximately $18,000 less than the amount budgeted in
1995. Budgeted 1996 expenditures are $2,967,775, which is an increase of approximately $181,000 over
the 1995 budgeted amount. The increase is primarily due to the addition of four firefighter positions.
Major expenditures planned for 1996 include the addition of two fire apparatuses. The initial payment for
a conventional pumper/ladder truck was made in 1995 and the acceptance payment is scheduled for 1996.
An additional unit is budgeted for 1996 in the Sales Tax Capital Improvements Fund.
Participation in the Regional Hazardous Materials Emergency Response Team will continue in 1996
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
Category Totals
Actual
1994
$ 2,244,116
21,218
196,243
60,181
2,521,758
Budgeted
1995
$ 2,425,993
39,230
241,794
70,919
2,777,936
Estimated
1995
$ 2,425,993
38,730
233,421
62,049
2,760,193
Budgeted
1996
$ 2,569,130
47,614
246,12.5
83,236
2,946,105
Capital
19,860
8,370
8,370
21,650
Capital
19,860
8,370
8,370
21,650
Total Department
$ 2,541,618 $ 2,786,306 $ 2,768,563 $ 2,967,755
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General Fund
3010 Prevention
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
3020 Operations
Personnel Services
2,120,802
2.301,515
Materials & Supplies
14,004
22,500
Service and Charges
140,787
171,738
Maintenance
59,285
66,120
Capital
14,316
6,000
2,349,1 44
2,567,873
Fire Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
$ 79,616 S
79,978 $
79.978 $
109,481
5.299
12,780
12.780
14.077
12,573
16,663
16,663
17,566
557
3,160
3,160
3,600
3,563
1,970
1,970
3,500
101,608
114,551
_
114.551
14!224
3030 Training & Continuing Education
2,301,115 2,414,849
22,000
26,937
165,865
172,716
57,250
77,910
6,000
17,400
2,552,630
2,709.812
Personnel Services
43,698
44,500
44,500
44.800
Materials & Supplies
613
200
200
1,600
Service and Charges
11,643
16.693
16,693
17,843
Maintenance
339
1,039
1,039
1,126
Capital
1,981
400
400
750
58,274
_ 62,8.32
62,832
66,119
3040 Special Operations Teams
Materials & Supplies
1,302
3,750
3.750
5,000
Service and Charges
31,240
36,700
34,200
38,000
Maintenance
0
600
600
600
32,542
_ 41,050
38,550
43,600
Total General Fund
2,541.618
2,786,306
2,768,563
2,967,755
Total Fire Department
$ _2,541,618 $ X786,306 $ =2,768,563 $ -__2,9672755
121
Fire Department
Personnel Summary
1993
1994
1995
1996
Divisionllitle
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
13.00
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
41.00
44.00
47.00
51.00
Senior Secretary
1.00
1.00
1.00
1.00
Total Fire Department Personnel
63.00
66.00
69.00
73.00
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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.
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Actual Budgeted Estimated Budgeted
1994 1995 1995 .1996
Program Staff _
Uniformed FTE Positions 2.00 2.00 2.00 3.00
' Program Expenditures
Personnel Services $ 79,616 $ 79,978 $ 79,978 $ 109,481
Materials and Supplies 5,299 12,780 12,780 14,077
Services and Charges 12,573 16,663 16,663 17,566
Maintenance 557 3,160 3,160 3,600
Capital 3,563 1,970 1,970 3,500
$ 10],608 $ 114,551 $ 114,551 $ _ 148224
Performance Measures
Actual Budgeted Estimated Budgeted
' 1994 1995 _1995 1996
Demand!Workload _ __
' Population of City 48,594 49,264 49,264 50.000
Residential Units 19,142 20,650 20,650 21,800
Total Inspect./Follow—Ups 1,397 900 1,200 900
F.D. Educational Contacts 6,338 3,000 3,000 3,000
Total Investigations 106 90 90 100
# Fires of Suspicious Origin 47 30 40 30
' Results
Man —Hours all Inspections 976 850 1,000 850
Man—hours Investigations 562 400 700 500
' Loss of Life/Injury—Residential Q/3 0/6 1/6 0;6
Loss of Life/injury—Occup. 0/4 0!5 0/5 0,5
Summons/Charges Filed 100 50 70 60
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Fire Department
Fire Division
Operations Program
Fund 1010 — General 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.
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Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Non —Uniform FIE Positions 1.00 1.00 1.00 1.00
Uniformed FTE Positions 62.00 65.00 65.00 68.00
63.00 66.00 66.00 69.00
Program Expenditures
Personnel Services $ 2,120,802 2,301,515 2,301,515 2,414,849
Materials and Supplies 14,004 22,500 22,000 26,937
Services and Charges 140,787 171,738 165,865 172,716
Maintenance 59,285 66,120 57,250 77,910
Capital 14,316 6,000 6,000 17,400
$ 2.349,194 2,567,873 2,552,630 2,709,812
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996 ,
Demand/Workload
Fire Responses 792 750 800 825
Rescue/EMS Responses 685 750 660 700
Other Non —Fire Responses 39 50 25 30
Airport/Aircraft Responses 11 12 18 18
Non City Responses 193 160 200 200
Non —Emergency Service Calls 396 350 500 . 500 '
Pre —Fire Surveys Completed 107 240 200 240
False Alarms 250 250 285 250
Results '
Property Exposed to Fire $9,233,450 $10,000,000 $20,000,000 $10,000,000
Property Value Destroyed $1,005,870 $2,500,000 $2,000,000 $2,500,000
Emergency Response Time Avg. 3.5 min 3.9 min 3.9 min 3.9 min
Structure Fire Control Time Avg. 16.44 min 30 min 30 min 30 min
% Fires Short of Total Loss 98.3% 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 (FEIN) or some other certifying agency.
This division is responsible for the Department's safety program, classroom training, drill training,
certification coordination and documentation, and career development preparation.
Actual Budgeted
1994 1995
Program Staff
Uniformed Fit Positions 1.00 1.00
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Estimated Budgeted
1995 _ 1996
1.00 1.00
$ 43,698 $
44,500 $
44,500 $
44,800
613
200
200
1,600
11,645
16,693
16,693
17,843
337
1,039
1,039
1,126
1,981
400
400
750
$ 58,274 $
62,832 $
62,832 $
66,119
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload
# Fire Dept. Personnel 65 68 68 68
# Certified Airport Firefighters 15 18 18 18
# Safety Classes 12 12 12 12
# Tactical Drills 20 24 24 24
# Personnel Certified in CPR 65 68 68 68
# Certified EMT's 35 37 40 40
Results
'• Man—hours, All Training 13.725 15,000 15,000 15,000 # Line of Duty Injuries 12 12 10 12
# Personnel Certified/FF I/1I 62 64 67 67
# Personnel Certif.aDriver/Operator 14 14 14 16
# Personnel Certif./Officer I 31 31 31 35
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Fire Department
Fire Division
Special Operations Teams Program
Fund 1010 — General Program 3040
Program Description, Objectives, and Analysis:
This program covers expenses (other than salaries/wages) of Fire personnel selected to serve on our
specialty teams. These teams include the Hazardous Materials Emergency Response Team (HazMat), the
Tactical Rescue Team (TRT), and the Aircraft Rescue and Firefighting (ARFF) Team. These teams are
specially trained in advanced levels of expertise beyond the normal training that all Fire Fighters obtain. The
HazMat Team is part of the regional (two county) HazMat Team for which the City of Fayetteville pays
$30,000 to $32,000 annually to be a part of. The Tactical Rescue Team covers all of Washington County not
covered by the Springdale Fire Department's TRT, but the the two teams work together on serious
incidents. The ARFF team is primarily for Drake Field but will respond anywhere in the country if "special
called" for an aircraft incident. Incidents handled by specialty teams can run from an hour or two to several
days to control.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures ,
Materials and Supplies $ 1,302 3,750 3,750 5,000
Services and Charges 31,240 36,700 34,2W 38,000
Maintenance 0 600 600 600
$ 32,542 41,050 38,550 43,600
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload
Population Fayetteville 48,594 49,264 49,264 50,000
Population Benton/Wash. Counties 221,192 238,037 238,037 249,823
Geographic Area/Two Counties 1,849 sq.mi. 1,849 sq.mi. 1,849 sq.mi. 1,849 sq.mi.
Team Training Activities 18 20 20 25
HazMat Occup. Surveys/Local 6 30 25. 25
Total Emergency Incidents 20 15 14 15
Results
Local Incidents/Successful 19/19 12/12 10/10 12/12
Regional Incidents/Successful 1/1 3/3 3/3 3/3
Man —Hours All Incidents 249 240 500 300
Loss/Iife/Injuries/AllIncidents 0/1 0/3 0/40 0/12
Avg. Incident Control Time 1.12 hrs. 1.5 hrs. 1.5 hrs. 1.5 hrs.
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Public Works Department
Public Works Director
Eng:eerJ er & Sewer Solid Waste I . Parks & Recreation Inspections
Street lracJ Planning Wastewaterlreatment
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.
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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 1995 expenditures are projected to be approximately $816,000 less than the 1995 budgeted
expenditures of $41,353,856. The reduction is approximately 2% of all the budgets in the Department and
is primarily attributed to position vacancies during the year.
The 1996 proposed budget of $28,701,217 is approximately $12.8 million less than the 1995 budget.
Capital expenditures changes in Water & Sewer Fund amount to a net reduction of approximately $12.6
million. These expenditure decreases are partially offset by increases in Water Purchases of approximately
$400,000. Additional increases include the cost for Solid Waste Transfer Station, Residential Collection,
and cost associated with personnel increases.
The Public Works Department personnel changes include: the addition of a Development Coordinator and
a Landscape Architect Intern to the Planning Division; A Trails/Sidewalk Coordinator in the Engineering
Division; an Athletic Field Crew Leader in the Parks & Recreation Division; two Maintenance Workers
in the Street Division; a three person Maintenance Crew in Water & Sewer Division; a Solid Waste Truck
Driver; a part-time Microfilm/Filing Clerk and a part-time Code Enforcement Inspector in the Inspections
Division, and additional funding to increase the Summer Groundskeepers to the Parks and Recreation
Division.
Some of the major projects planned for the Public Works Department in 1996 are: continued
implementation of numerous projects listed in the Capital Improvements Program (C.I.P.), completion of
a solid waste rate study, further development of the City's recycling and composting programs, completion
of the solid waste transfer station, continued sewer system rehabilitation efforts, implementation of the
Trails/Sidewalk Program, and, installation of new traffic signals and upgrading existing traffic signal
systems.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Depreciation
Transfers
Capital & Other
Total Department
Category Totals
Actual
1994
4,182,835
512,301
12,866,103
249,788
17,811,027
1,540,726
4,099,013
35,500
5,675,239
Budgeted
1995
$ 4,838,583
662,661
16,101,438
458,912
22,061,594
14,789,250
4,503,012
19,292,262
Estimated
1995
$ 4,593,076
601,748
15,645,310
414,617
21,254,751
14,780,166
4,503,012
0
19,283,178
Budgeted
1996
$ 5,357,265
779,974
15,906,148
383,447
22,426,8.34
1,619,125
4,655,258
0
6,274,383
$ 23,486,266 $ 41,353,856 $ 40,537,928 $ 28,701,217
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Public Works Department
Program Expenditure Summary
'
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
General Fund
6200 Public Works Director
Personnel Services S 115,214 $ 169,667 $ 168,743 $ 172,294
Materials& Supplies 2,203 1,400 1,350 1.400
Service and Charges 12,831 13,783 10,168 16,741
Maintenance 153 600 274 500
Capital 4,318 550 550 1.29',
' 134,719 _ 186,000 181,085 11192.232
6210 Engineering Plans & Specifications
' Personnel Services 193,803 224,713 222„547 272,843
Materials & Supplies 4,042 6,240 5,500 11.000
Service and Charges 8,099 7,857 7,550 13,851
Maintenance 104 650 650 650
• Capital 1,832 4,450 4,450 800
207,880 243,910 240,697 299,144
' 6220 Engineering Operations & Administration
Personnel Services 124,463 132,108 129,753 129,197
Materials & Supplies 656 2,086 933 3,700
Service and Charges 15,393 18,658 18,056 20,334
' Maintenance 184 3,000 2,638 1,000
Capital 562 15,150 15,150 500
141,258 171,002 166„530 154,731
6230 Right of Way Acquisition
Personnel Services 25,421 68.328 65,975 70,613
' Materials & Supplies 816 2,084 2,000 4,100
Service and Charges 5,454 5,250 3,075 6,950
Maintenance 239 700 300 700
• Capital 60 2,040 1,900 1,100
31,990 78,402 73,250 83,463
6240 Public Construction Management
• Personnel Services 66,828 88,220 87,644 113,774
Materials & Supplies 108 200 200 200
Service and Charges 6,390 19,047 18,810 19,792
Maintenance 1,173 — 2,600 2,596 3,030
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Capital 15,036 .7,667 61200 8,700
89,535 117,734 115,45 0 145,496
' 6300 Planning Management
Personnel Services 182,978 204,878 203,167 277,994
Materials& Supplies 11,645 14,614 13,787 12,200
Service and Charges 59,936 68,534 68,501 63,109
Maintenance 253 1,100 1,050 800
Capital 3,943 16,692 16,692 6,450
158,755 305,818 _ 303,197 360„553
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Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
6400 Inspections
Personnel Services 225,579 259,290 258,591 286,216
Materials & Supplies 5,874 4,812 4,727 5,660
Service and Charges 32,874 37,475 37,189 34,694
Maintenance 5,810 7,589 4,043 4,389
Capital 11,259 6,820 4,775 4,680
281,397 315,986 309,.325 335,639
5200 Parks Administration
Personnel Services 90,776 80,733 79,523 85,472
Materials & Supplies 1,735 1,549 1,549 1,800
Service and Charges 7,970 8,723 8,495 13,303
Maintenance 303 855 722 3,520
Capital 144 5,008 5,008 200
100,928 96,868 95,297 104,295
5210 Swimming Pool I
Personnel Services 52,121 68,604 68,604 68,515
Materials & Supplies 15,556 21,645 21,627 23,025
Service and Charges 18,260 20,397 20,361 22,058
Maintenance 3,347 9,153 9,053 7,945
Capital 2,930 9,183 8,768 520
92,214 128,982 128,413 122,063
5220 Athletics & Recreational Transfers
Personnel Services 35,598 53,779 50,128 65,645
Materials & Supplies 761 1,025 1,025 1,175
Service and Charges 130,596 121,159 120,836 122,650
Capital 31 2,288 2,288 1,450
166,986 178,251 174,277 190,920
5240 Library
Service and Charges 276,385 331,874 331,634 347,402
276,385 331,874 331,634 347,402
5250 Lake Maintenance
Personnel Services 2,027 0 0 0
Materials & Supplies 482 850 536 600
Service and Charges 49,481 53,015 49,785 50,788
Maintenance 2,884 3,149 2,205 3,000
Capital 2,133 725 690 4,248
57,007 57,739 53,216 58,636
5260 Park Maintenance ,
Personnel Services 256,399 250,116 248,456 292,286
Materials & Supplies 15,918 21,880 20,700 19,430
Service and Charges 110,275 124,390 124,390 125,007
Maintenance 48,443 78,980 78,906 87,710
Capital 3,700 7,171 6,484 6,035 '
434,735 482,537 478,936 530,468
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Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994
_1995
1995 _
1996
5300 Traffic Administration & Enforcement
Personnel Services
29,181
36,092
34,881
21,117
Materials & Supplies
208
4,020
4,020
4,350
Service and Charges
32,679
16,141
15,841
2,891
Maintenance
110
250
200
275
Capital
46
0
0
600
62,224
56.503
54,942
29,233
5310 Traffic Engineering & Planning
Personnel Services
44,811
49,810
49,094
70,515
Materials & Supplies
0
0
0
250
Service and Charges
1,911
883
767
3,367
Maintenance
151
450
211
251
Capital
87
0
0
200
46,960
51,143
50,072
74,583
5320 Traffic Control & Parking Meter
Personnel Services
79,674
95,345
94,316
98,917
Materials & Supplies
9,505
9,007
8,999
11,6.50
Service and Charges
69,724
63,518
63,518
68,404
Maintenance
18,573
11,330
11,328
18,233
Capital
15,757
100
100
450
193,233
179,300
178,261
197,654
5450 City Gardener
Personnel Services
34,448
84,609
63,680
119,580
Materials & Supplies
0
900
804
7,500
Service and Charges
36,539
8,149
7,551
10,574
Maintenance
40
2,169
1,548
1,328
Capital
1,358
-5,015
5,010
1,000
72,385
100,842
__
78.593
139,982
Total General Fund
2,648,591
3,082,891
3,013,175
3,366,494
Street Fund
4100 Operations & Administration
Personnel Services
127.565
148324
131,203
170,635
Materials & Supplies
6,326
9,209
8,009
6,815
Service and Charges
381,087
415,176
415,092
413,732
Maintenance
4,281
6,022
5,300
7,369
Capital
807
2,000
2,000
.2,300
520,066
580,731
561,604
600,851
4110 Right of Way Maintenance
Personnel Services
116,062
90,143
89,111
96,840
Service and Charges
62,297
89,279
88,7.10
96,564
Maintenance
3,048
4,750
3,400
4,750
Capital
1,578
3,921
3,830
.2,750
182,985
188,093
185,071
200,904
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Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
4120 Street Maintenance
Personnel Services 297,890 290,635 281,673 313,818
Materials & Supplies 158,576 173,220 146,264 161,227
Service and Charges 426,816 430,198 430,198 484,259
Maintenance 19,961 24,684 20,456 25,000
Capital 873 1,272 1,272 1,5O
904,116 920,009 879,863 985,804
4130 Drainage Maintenance
Personnel Services 144,027 180,603 172,382 174,890
Materials & Supplies 28,309 15,O0 15,00 15,000
Service and Charges 186,623 212,560 171,407 233,251
Maintenance 6,389 10,00 4,887 7,500
Capital 1,168 2,131 2,131 3,750
366,516 420,294 365,807 434,391
5500 Street Construction '
Service and Charges 407 933 933 0
Capital 3,80 126,200 126,200 0
4,207 127,133 127,133 0
Total Street Fund 1,977,890 2,236,260 2,119,478 2,221,950
Water & Sewer Fund J
3800 Water Purchased
Service and Charges 3,588,139 4,476,000 4,443,000 4,857,000
Depreciation 67,873 77,186 77,186 67,783
3,656,012 4,553,186 4,520,186 4,924,783
4000 Operations & Administration II
Personnel Services 292,304 376,175 327,415 349,134
Materials & Supplies 6,033 18,618 15,813 15,591
Service and Charges 1,596,815 1,731,101 1,719,371 1,718,491
Maintenance 13,900 34,025 27,996 36,720
Capital 19,622 30,525 30,525 26,000
Depreciation 31,576 33,822 33,822 63,463
1,960,251 2,224,266 2,154,943 2,209,399
4310 Water Distribution
Personnel Services 209,703 273,178 236,944 357,033
Materials & Supplies 86,726 120,000 119,000 141,500
Service and Charges 131,269 179,641 162,203 242,579
Maintenance 5,503 7,50 5,00 8,0O
Capital 0 2,50 2,00 11,200
Depreciation 634,445 828,795 828,795 876,016
1,067,646 1,411,614 1,353,942 1,636,328 1
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Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
.1994 _
1995
1995
1996
4330 Water Storage and Pump
Maintenance
Personnel Services
61,651
70,329
56,521
61.676
Materials & Supplies
3,820
12,000
5,500
12.000
Service and Charges
24,038
29,528
29,122
33,220
Maintenance
977
1,200
1,200
1,250
Depreciation
23,818
26,411
26,411
23,818
114,305
139.468
118,754
131,964
4410 Sewer Main Maintenance
Personnel Services
392,556
447,986
413,757
475,112
Materials & Supplies
51,291
68,000
66,500
158,602
Service and Charges
296,779
360,882
357,884
470,650
Maintenance
9,723
15,762
15,762
20,000
Capital
0
5,238
5,000
7,000
Depreciation
610,057
667,811
667,811
741,008
1,360,405
1,565,679
1,526,714
1,872,372
5100 Waste Water Treatment Plant
Materials & Supplies
0
2,253
2,253
2,324
Service and Charges
2,635,476
3,172,416
3,172,236
3,210,897
Maintenance
31,672
139,829
139,829
51,700
Capital
3,536
1,500
1,500
1,500
Depreciation
2,697,640
2,795,735
2,795,735
2,797,326
5,368,324
6,111,733
6,111,553
-6,063,747
5600
Capital Water Mains
Materials& Supplies
38,112
250
0
0
Service and Charges
15,217
90,300
90,213
1,000
Capital
746,862
8.570,187
8,567,187
1,220,000
800,191
8,660,737
8,657,400
1,221,000
5610
Water & Sewer Capital
Capital
-14.333
98,400
.98,400
41,075
14,333
98,400
98,400
41.075
5620
Water & Sewer Connections
Personnel Services
66,146
88,309
77,922
80.000
Materials & Supplies
54,033
70,000
55,000
70,000
Service and Charges
54,326
58.632
58,572
43,050
Maintenance
2,883
4,500
2,610
4,500
177388
.221,441
194,104
197,550
5700
Sewer Main Construction
Materials & Supplies
1,812
0
0
0
Service and Charges
72,778
683,286
607,942
0
Capital
470,269
4,953,640
4,953,640
0
544,859
5,636,926
5,561.582
0
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
5800 Waste Water Treatment Plant Capital
Materials & Supplies 273 0 0 0
Service and Charges 229 200 101 200
Capital 176,383 256,825 256,825 240,000
Transfers 35,500 0 0 0
212„385 257,025 256,926 240,200 1
6800 Debt Service
Service and Charges 588,245 934,000 839,752 831,525 fl
588,245 934,000 839,752 831,525
Total Water & Sewer Fund 15,864,344 31,814,475 31,394,255 19,369,943
Solid Waste Fund
5000 Operations & Administration
Personnel Services 207,604 201,876 200,903 278,985
Materials & Supplies 3,137 3,530 3,530 4,300
Service and Charges 291,439 454,955 328,523 323,644
Maintenance 2,153 3,040 3,032 2,150
Capital 1,256 24,000 24,000 6,300
Depreciation 14,395 16,616 16,616 15,135
519,984 704,017 576,604 630,514
5010 Commercial Pickup
Personnel Services 224,024 221„313 220,973 258,425
Materials & Supplies 203 350 350 2,000
Service and Charges 805,437 930,430 930,263 1,032,991
Maintenance 28,343 30,517 26,830 30,500
Capital 0 36,590 36,306 3,000
Depreciation 0 5,978 5,978 2,881
1,058,007 1,225,178 1,220,700 1,329,797 J
5020 Residential Pickup
Personnel Services 368,845 444,408 426,576 450,643
Materials & Supplies 0 350 350 350
Service and Charges 613,473 661,982 647,722 755„574
Maintenance 34,128 34,171 32,863 35,482
Capital 590 1,215 1,215 7,215
1,017,036 1,142,126 1,108,726 1,249,264
5060 Recycling
Personnel Services 64,691 58,132 56,047 60,012
Materials & Supplies 3,796 75,169 74,322 78,825
Service and Charges 90,644 132,138 128,983 110,192
Maintenance 4,038 15,979 6,733 10,535
Capital 35,302 588,847 588,847 5,905
Depreciation 9,604 50,658 50,658 67,828
208,076 920,923 905,590 333,297 1
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Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994
_ 1995
1995
1996
5070 Composting
Personnel Services
50,446
80,880
76,546
85,084
Materials & Supplies
345
2,400
2,100
3,400
Service and Charges
129,771
138,948
116,537
105,414
Maintenance
1,022
4,358
2,995
4,660
Capital
1,150
1,400
1,223
1,400
Depreciation
9,604
0
0
0
192„338
227,986
199,400
199,958
Total Solid Waste Fund
2,995,441
4,220,230
4,011.020
3,742,830
Total Public Works Department
$ 23,486,266 $
41,353,856
$ 40,537,928 $
28.70.1,217
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Public Works Department
Personnel Summary
1993 1994 1995 1996
Division/Title Employees Employees Employees Employees
Public Works Director Division
Public Works Director 1.00 1.00 1.00 1.00
Assistant Public Works Director 0.00 0.00 1.00 1.00
Public Works Management Assistant 1.00 1.00 0.00 0.00
Senior Secretary 1.00 1.00 1.00 1.00
Landscape Administrator/Horticulturist 1.00 0.00 1.00 1.00
Square Gardens Manager 0.00 0.00 1.00 1.00
Maintenance Worker III 0.00 2.00 3.00 3.00
4.00 5.00 8.00 8.00
Engineering Division
City Engineer 1.00 1.00 1.00 1.00
Staff Engineer 2.00 2.00 2.00 2.00
Project Manager 1.00 1.00 1.00 1.00
Project Inspector 2.00 3.00 3.00 3.00
Engineering Assistant 1.00 1.00 1.00 1.00
Senior Drafter 1.00 1.00 1.00 1.00
Draftsman I 1.00 1.00 1.00 1.00
Land Agent 2.00 2.00 2.00 2.00
Senior Secretary 1.00 1.00 1.00 1.00
Trailways/Sidewalks Coordinator 0.00 0.00 0.00 1.00
CAD Drafter 0.00 0.00 1.00 1.00
Engineering Technician 0.00 0.00 1.00 1.00
12.00 13.00 15.00 16.00
Planning Division
City Planner 1.00 1.00 1.00 1.00
Associate Planner 2.00 2.00 2.00 2.00
Senior Secretary 1.00 1.00 1.00 1.00
Secretary 1.00 1.00 0.00 0.00
Senior Clerk Typist 0.50 0.50 1.00 1.00
Permit Clerk 0.00 0.00 1.00 1.00
File Clerk 0.00 0.00 1.00 1.00
Planning Intern 0.00 0.00 1.00 1.00
Development Coordinator 0.00 0.00 0.00 1.00
Landscape Architect Intern 0.00 0.00 0.00 0.50
5.50 5.50 8.00 9.50
Inspection Division
Inspection Director 1.00 1.00 1.00 1.00
City Codes Inspector 2.00 3.00 4.00 4.00
Property and Sign Inspector 1.00 1.00 1.00 1.00
Code Enforcement Inspector 0.00 0.00 0.00 0.50
Senior Permit Clerk 1.00 1.00 1.00 1.00
Permit Clerk 0.50 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00
Microfilming Assistant / Clerk 0.00 0.00 0.00 0.25
6.50 8.00 9.00 9.75 i
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Public Works Department
Personnel Summary
Division/tile-
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
Warehouse Attendant
Sewer Maintenance & Collection Division
Crew Leader
Maintenance Worker III
Maintenance Worker IV
Sewer Maintenance Tech 1I
Street Division
• Street Maint. Superintendent
Crew Leader
Maintenance Worker II
' Maintenance Worker III
Maintenance Worker IV
Operations Assistant
' Field Service Representative
Temporary Maintenance Worker II
Maintenance Worker (Part—time)
Solid Waste Division
Environmental Affairs Administrator
Superintendent
Operations Supervisor
Lead Worker
Truck Driver
'render Truck Driver
Maintenance Worker III
Operations Assistant
Maintenance Worker IV
Waste Reduction Coordinator
Secretary
Parks & Recreation Division
Parks & Recreation Director
Asst. Parks & Rec. Director
Parks Maintenance Supervisor
Program,/League Coordinator
Program Coordinator
Senior Secretary
Maintenance Worker I
1993
1994
1995
1996
Employees
Employees
Employees
Emplooees
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
6.00
6.00
6.00
7.00
2.00
2.00
3.00
3.00
5.00
5.00
4.00
5.00
3.00
3.00
4.00
5 00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
21.00
21.00
22.00
_ 25.00
4.00
5.00
5.00
5.00
4.00
5.00
6.00
6.00
3.00
5.00
4.00
4.00
1.00
1.00
1.00
1.00
12.00
16.00
16.00
16.00
1.00
1.00
1.00
1.00
3.00
3.00
4.00
4.00
4.00
4.00
2.00
2.00
6.00
6.00
6.00
8.00
6.00
6.00
7.00
7.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
5.00
5.00
5.00
0.00
0.00
1.00
1.00
____ 27.00
27.00
_
28.00
_ 30.00
0.00
1.00
1.00
1.00
1.00
0.00
0.00
0.00
1.00
1.00
1.00
1.00
10.00
10.00
11.00
11.00
10.00
10.00
13.00
14.00
5.00
5.00
5.00
5.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
3.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
34.00
_
34.00
38.00
39.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
0.00
0.00
137
Public Works Department
Personnel Summary
1993 1994 1995 1996
Division/Title Employees Employees Employees Employees
Maintenance Worker II 3.00 2.00 2.00 2.00
Maintenance Worker III 0.00 2.00 2.00 2.00
Maintenance Worker IV 1.00 1.00 1.00 1.00
Maintenance Worker V 0.00 1.00 1.00 1.00
Landscape Maintenance Specialist 0.00 0.00 1.00 1.00
Groundskeeper (Part-time) 2.30 1.50 1.80 2.63
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 2.65 2.65 2.65
Aquatics Director (Part-time) 0.23 0.00 0.00 0.00 I
Cashiers (Part-time) 0.46 0.46 0.46 0.46
Dance Instructor (Part—time) 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
Trip Supervisor (Part—time) 0.19 0.19 0.19 0.19
Arts and Crafts Instructor (Part—time) 0.19 0.19 0.19 0.19
Athletic Field Crew Leader 0.00 0.00 0.00 1.00
20.90 21.33 23.63 25.46
Traffic Division
Traffic Superintendent 1.00 1.00 1.00 1.00
Traffic Signal Technician 1.00 2.00 2.00 2.00
Traffic Technician 1.00 1.00 1.00 1.00
Maintenance Worker II 1.00 0.00 0.00 0.00
Parking Enforcement (Part—time) 1.00 1.00 1.00 1.00
PW Data Clerk 1.00 1.00 1.00 1.00
6.00 6.00 6.00 6.00
Total Public Works Personnel 148.90 156.83 173.63 184.71
II
1
1
U
U
I
138 1
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.
Program Staff
Full —Time Equivalent Positions
Actual Budgeted
1994 1995
Estimated
1995
Budgeted
1996
3.00 3.00 3.00 3.00
Program Expenditures _____-
Personnel Services
$ 115,214 $
169,667 $
168,743 $
172,294
Materials and Supplies
2,203
1,400
1,350
1,400
Services and Charges
12,831
13,783
10,168
16,741
Maintenance
153
600
274
500
Capital
4,318
550
550
1,297
$ 134,719 $
186,000 $
181,085 $
192,232
1996 Objectives
1. Oversee completion of the 1996 portion of in house construction projects for Engineering, Parks,
Streets, and Water & Sewer Divisions.
2. Oversee implementation of public works capital projects budgeted for 1996.
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.
fits:
Public Works Department
City Engineering Division
Plans and Specifications Program
Fund 1010 — General
Program Description, Objectives, and Analysis:
This program provides 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.
Program 6210
This program is primarily responsible for managing the City's contracted water, sewer, street, and
drainage improvements funded by the City Sales Tax and Water & Sewer revenues.
I
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 4.70 6.70 6.70 6.40
Program Expenditures
Personnel Services $ 193,803 $ 224,713 $ 222,547 $ 272,843 I
Materials and Supplies 4,042 6,240 5,500 11,000
Services and Charges 8,099 7,857 7,550 13,851
Maintenance 104 650 650 650
Capital 1,832 4,450 4,450 800
$ 207,880 $ 243,910 $ 240,697 $ 299,144
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
Results
Performance Measures
Actual Budgeted Estimated
1994 1995 1995
13
23 25 30
14 15 17
3 3 3
1
Budgeted
1996
10
25
15
3
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.
140
I
Public Works Department
City Engineering Division
Operations & Administration Program
Fund 1010 — General Program 6220
' 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.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 3.30 3.30 3.30 3.60
' Program Expenditures
Personnel Services $ 124,463 $ 132,108 $ 129,753 $ 129,197
Materials and Supplies 656 2,086 933 3,700
' Services and Charges 15,393 18,658 18,056 20,334
Maintenance 184 3,000 2,638 1,000
Capital 562 15,150 15,150 500
$ ____)41,258 $ 171,002 $ 166,530 $ __ 154,73]
' Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload _ _ _
1. Subdivisions reviewed and reports 70 80 66 80
' prepared for the planning commission
2. Planning Commission reports 142 110 125 125
prepared for tandem lots, lot
splits, LSD's, and ROW's
• 3. Grading plans reviewed & Appr. 65 100 85 100
• 4. Management of City projects 10 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.
141
Public Works Department
City Engineering 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.
1
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures
Personnel Services $ 25,421 $ 68,328 $ 65,975 $ 70,613
Materials and Supplies 816 2,084 2,000 4,100
Services and Charges 5,454 5,250 3,075 6,950
Maintenance 239 700 300 700
Capital 60 2,040 1,900 1,100
$ 31,990 $ 78,402 $ 73,250 $ 83,463
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996 ,
Demand/Workload
1. Projects requiring the acquisition 8 20 25 25
of easements and rights of way
2. Management of appraisal service 6 5 5 5
Contracts
3. Acquisition and disposal of 3 5 5 5
properties
Results
The anticipated results from this program are the timely acquisition of easements and rights of way I
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.
I
142 '
Public Works Department
City Engineering 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 and oversight of the Sidewalks/Trailways Project.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 3.00 3.00 3.00 4.00
' Program Expenditures __
Personnel Services $ 66,828 $ 88,220 $ 87.644 $ 113,774
' Materials and Supplies 108 200 200 200
Services and Charges 6,390 19,047 18,810 19,792
Maintenance 1,173 2,600 2.596 3.030
Capital 15,036 _ 7,667 6,200 8,700
$ 89,535 $ 117,734 $ _ 115,450 $ _ 145,496
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload _ --
Subdivision Construction Projects 39 50 55 50
City Construction Projects 10 15 3 10
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.
lEftl
Public Works Department
Planning Division
Planning Program
Fund 1010 — General
II
Program 6300 1
Program Description, Objectives, and Analysis:
This Division manages City land use ordinances, policies, and procedures governing all development within
Fayetteville and its growth area. Provides professional services and advice to the Mayor, Council,
commissions, committees, and other city staff involved in growth management. Responds to public inquiries
(13,000tyear) and reviews approximately 1,800 building permits each year to insure compliance of federal
and state laws as well as local ordinances. 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
on long term (25 years) land use and transportation planning.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996 ,
Program Staff
Full —Time Equivalent Positions 5.50 8.00 8.00 9.50
Program Expenditures 1
Personnel Services $ 182,978 $ 204,878 $ 203,167 $ 277,994
Materials and Supplies 11,645 14,614 13,787 12,200
Services and Charges 59,936 68,534 68,501 63,109
Maintenance 253 1,100 1,050 800
Capital 3,943 16,692 16,692 6,450
$ 258,755 $ 305,818 $ 303,197 $ 360,553 1
Performance Measures
Actual Budgeted Estimated Budgeted
1994* 1995 1995 1996
Demand/Workload
1) Public Meetings N/A 100 100 100
2) Agendas assembled N/A 50 50 50
3) Committee Meetings N/A 165 165 165
4) Developer Consultation Meetings N/A 100 100 100
3) Public Inquiries N/A 13,250 13,250 13,250
5) Ordinances Revised/Updated N/A 2 2 3
6)Special Reports/Research Projects N/A 10 10 10
7) Public Outreach Programs N/A 8 8 8
8) Planning Reports/ N/A 300 300 300
Recommendations
` Figures for 1994 are not available because different performance measures were used.
Results '
1) Staff Hours/Public Hearing N/A 42 42 42
2) Staff Hours/Agenda Item N/A 5 5 5
3) Staff Hours/Committee Meeting N/A 16 16 16
4) Staff Hours/Special Report N/A 33 33 33
5) Staff Hours/Outreach Program N/A 60 60 60
6) Staff Minutes/ Public Inquiry N/A 5 5 5 I.
144 ,
General Government
Inspections Division
Inspections Program
Fund 1010 — General
Program 6400
Program Description, Objectives, and Analysis:
The Inspections 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 occurs, energy consumption, the need for,/cost of maintenance on a building, and the
environment of Fayetteville and surrounding area. In 1996, a part—time inspector is added to enhance code
enforcement.
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Program Staff
_
Full —Time Equivalent Positions
8.00
9.00
9.00
9.75
Program Expenditures
Personnel Services $
225,579 $
259,290 $
258,591 $
286,216
Materials and Supplies
5,874
4,812
4,727
5,660
Services and Charges
32,874
37,475
37,189
34,694
Maintenance
5,810
7,589
4,043
4,389
Capital
11,259
6,820
4,775
4,680
$
281,397 $
315,986 $
309,325 $
335.639
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
' Demand/Workload
1. Bldg. Plans Submitted 1,100 520 1,250 1,400
2. Permit & C of O Applications 4.214 5,400 5,580 6,000
' 3. Requests for Inspections 30.083 22,000 30,000 33,000
4. Building Permits Issued 1,041 1,000 1,150 1,300
5. Code Enforcement Requests N/A N/A 1.100 1,500
Results _
'• 1. Bldg. Plans Reviewed 1,082 600 1,196 1,300
2. Permits and C of O's Issued 4,052 3,000 6,280 6,900
3. Inspections Made 29,207 16,000 29,000 31.900
• 4. Code Enforcement Inspections N/A N/A 1,200 1,700
145
Public Works Department
Parks & Recreation Division
Administration Program
Fund 1010 — General , 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
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 & Recreation Division is responsible for 3,184 acres of parks.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 3.00 3.00 3.00 3.00
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
I
I
I
I
I
I
$ 90,776 $ 80,733 $ 79,523 $ 85,472 1
1,735 1,549 1,549 1,800
7,970 8,723 8,495 13,303
303 855 722 3,520
144 5,008 5,008 200
$ 100.928 $ 96.868 $ 95.297 $ 104.295
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload
Programs supervised/budget 7 7 6 4
Safe, clean parks 23 26 39 46
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 13/37 13/37
# Parks Scheduled Events 210 300 300 300
Results
PRAB Meeting Hours 41 52 52 58 ,
# Capital Projects Completed 2 15 10 11
# Groups Adopting Parks 8 10 13 15
% Reports Complete 100% 100% 100% 100%
146 1
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 daycamps, daycares. 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 Budgeted Estimated Budgeted
1994 1995 1995 1996
' Program Staff
Full —Time Equivalent Positions 5.60 5.60 5.60 5.60
5.60 5.60 5.60 5.60
Program Expenditures
Personnel Services $ 52,121 $ 68,604 $ 68,604 $ 68,515
Materials and Supplies 15,556 21,645 21,627 23,025
Services and Charges 18,260 20,397 20,361 22,058
1 Maintenance 3,347 9,153 9,053 7,945
Capital 2,930 9,183 8,768 520
$ 92,214 $ _ 128,982 $ 128,4A3 $ 122,063
Performance Measures
' Actual Budgeted Estimated Budgeted
1994 _1995 1995 - 1996
' Demand/Workload _
Days of Swimming 81 91 101 100
Hours of Operation 731 872 707 750
Staff Hrs to Operate Pool 8,795 9,000 9,777 9,500
Swim Class Enrollment 385 600 443 500
Highest Daily Attendance 905 900 702 850
Total Attendance 37,070 33,000 39,531 40,000
Average Daily Attendance 458 365 391 420
Results
' Cost/Participant $2.48 $3.52 $2.68 $2.93
Cost/Hour of Operation $126.10 $127.89 $149.97 $166.10
Cost,Participant after revenues $0.95 $2.01 $1.66 $1.37
■ Revenue Produced $56,719 $62,410 $62,413 $67,000
147
Public Works Department
Parks & Recreation Division
Athletic/Recreation Transfers Program
Fund 1010 — General Program 5220
Program Description, Objectives, and Analysis: I
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 and Adult Center. Each agency has a volunteer Board of
Directors and generate a large portion of their operating funds.
I
Actual Budgeted Estimated Budgeted
Program Staff 1994 1995 1995 1996
Full —Time Equivalent Positions 2.51 3.51 3.51 3.51
2.51 3.51 3.51 3.51
Program Expenditures
Personnel Services $ 35,598 $ 53,779 $ 50,128 $ 65,645
Materials and Supplies 761 1,025 1,025 1,175
Services and Charges 130,596 121,159 120,836 122,650
Capital 31 2,288 2,288 1,450
$ 166,986 $ 178,251 $ 174,277 $ 190,920
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 . 1995 1996
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
148 1
Public Works Department
Parks & Recreation Division
Library Program
Fund 1010 — General
Program 5240
Program Description, Objectives, and Analysis:
The lihrary'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. The library performs this task
of meeting the material, literary, and information needs of the community by providing reference materials.
hooks, video and audio tapes, and electronic media.
During 1995, the library was unable to meet the increased demands for service which face all City
departments. Even after receiving additional funds from the City and the County Library Board, funding was
insufficient to maintain 1994 service hours. Consequently, the decision to eliminate Saturday service and
two evenings was made. After receiving a bequest and additional City funding, Saturday service was
restored in April. The funding for 1996 will not allow the restoration of evening hours. The 1996 operating
budget for the library is approximately $656.000. For 1996, $65,000 is provided to the library from the Sales
Tax Capital Improvements Fund for the purchase of books.
Program Staff _
Full —Time Equivalent Positions
Actual Budgeted
1994 _ _1995
Estimated
1995 _
Budgeted
1996
17.76 24.18 22.31 23.94
Program Expenditures
Services and Charges $ 276,385 $ 331,874 $ 331,634 $ 347,402
$ _ 276,385 $ __ 331,874 $ _ 331,634 $ _ 347,402
■ Performance Measures
Actual Budgeted Estimated Budgeted
' 1994 1995 1995 1996
Demand,NVorkload
Service area Population 72,919 74,262 72,757 74,492
Annual patron Visitations 199,924 210,266 202,103 204,306
Annual Program Attendance 14,641 22,948 16,868 18,018
Annual Circulation 292,980 308,275 297,141 300,014
'• Annual Reference Transactions 32,000 33,000 31,500 33,000 Annual In—house Materials Use 526,184 572,595 527,000 528,756
Annual Requests Reserved 6,120 6,200 6,120 6,200
' Needed FIE/1000 Service Pop. 29.00 30.00 29.00 30.00
Results
Holdings per capita 1.35 1.26 1.26 1.24
VIE Service Staff 17.76 24.18 22.31 23.94
Daily Circulation 1.045 1,045 1,057 1,090
Daily In—house Use 1,802 1,941 1,941 1.998
Annual Volunteer Hours 4,929 5,020 5,020 5,150
Annual Library Cards Issued 4,365 5,775 4,445 4,495
1 149
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
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 0.08 0.00 0.00 0.00 1
Program Expenditures
Personnel Services $ 2,027 $ 0 $ 0 $ 0
Materials and Supplies 482 850 536 600
Services and Charges 49,481 53,015 49,785 50,788
Maintenance 2,884 3,149 2,205 3,000
Capital 2,133 725 690 4,248
$ 57,007 $ 57,739 $ 53,216 $ 58,636 1
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
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 I
Lake Fay Expenses $33,303 $30,000 $27,651 $29,426
Lake Fay Income $30,713 $32,000 $32,000 $32,000
Lake Seq Expenses $24,004 $27,739 $25,565 $29,210
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
150 1
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IFund 1010 — General
Public Works Department
Parks & Recreation Division
Parks Maintenance Program
Program 5260
'• Program Description.Obiectives, and Analysis:
The Parks Maintenance Program provides 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. In addition, the Parks Maintenance Program
plans for new facilities for the parks based upon public demand. This program also 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, Boy/Girl Scouts, and Sororities/Fraternities.
The Parks Maintenance Program 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. In addition, this
program provides daily maintenance and field preparation for eight (8) softball/baseball fields and also gives
assistance to the Bambino Baseball and Soccer Association Baseball and Soccer Association as needed.
In addition to maintenance activities, the Parks Maintenance Program manages and operates the Lake
Fayetteville Softball Complex concession stand to provide service and support. Also, this program
schedules and conducts tournaments to provide fair and competitive play for the participants, to enhance :he
possibility for local teams to qualify for State playoffs, and to generate funds. For 1996, an Athletic Field
Coordinator and additional funding for summer groundskeepers was added.
Actual Budgeted Estimated Budgeted
Program Staff __ __ 1994 1995 _ 1995 1996
Full —Time Equivalent Positions 10.14 11.52 11.52 13.35
Program enditures
' Personnel Services $ 256,399 $ 250,116 $ 248,456 S 292,286
Materials and Supplies 15,918 21,880 20,700 19,430
Services and Charges 110,275 124,390 124,390 125.007
Maintenance 48,443 78,980 78.906 - 87,710
— Capital 3.700 7,171 6,484 6,035
$ 434,735 $ _ 482,537 $ 478,936 $ _530,468_
Performance Measures
Actual Budgeted Estimated Budgeted
' — — 1994 1995 - 1994 _ .1995
Demand, Workload
Park Sites / Park Acreage Maint. 26 3,137 29 / 3.137 26 ; 3,137 46,/3.184
Restrooms Maintained 9 11 11 14
Tennis Courts! Soccer Fields 9 / 9 9/11 9 ; 11 9 / 12
Softball/Bambino Baseball Fields 6; 7 6/8 6% 8 6/9
Babe Ruth/American Legion 3 3 3 3, 2
• Team/Part Adult Softball 162 / 2.610 160/ 2,720 156/2,652 160/ 2,720
• Team/Part Girls Softball 31! 449 35/613 32 / 565 35 / 613
Team/Part Soccer (nondupl) 75/872 88/1,019 85/985 88 '1.019
Team/Part Bambino Baseball 78 / 1,055 75 / 1,000 73 ,` 988 75 '1,000
Team/Part Babe Ruth Baseball 18 / 238 20! 294 20 / 268 20 / 294
Team/Part American Legion 2/32 2 ; 34 2 % 34 2 / 34
Results
'
Acres Mowed/Year 3.053 3,300 3,100 3.174
Litter/Restroom Hours/Year .2,338 2,000 2,500 2,800
Playground/Gen Maint Hrs/Year 3,810 2,500 2,700 3,000
' Ballfield Maintenance Hours 3.618 4,580 3,800 4,000
Concession Stand Income $26,729 $26,772 528,000 $28,000
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Public Works Department
Traffic Division
Administration & Enforcement Program
Fund 1010 — General Program 5300
Program Description, Objectives, and Analysis:
The primary duties of the staff include the implementation of parking rules and regulations; to increase the
public awareness of the ordinances which regulate parking; and to be responsive to the needs of the citizens
regarding inquiries and complaints concerning parking matters.
In mid -1995, this program began stepped up enforcement of the City's parking ordinance at the direction of
the Mayor. This included increased publicity about parking problems, updating computer software to 1
provide additional options in the issuance of overdue notices and court summons, a review of the need
for new and updated parking equipment, and a determination of the need for additional gated spaces.
In late 1995 and into 1996, this program will be reviewing parking equipment to determine if the City should 'i
explore utilizing automated parking devices and updating meter equipment. In addition, the Parking
Enforcement Officers are being trained to do minor meter repairs and preventive meter maintenance.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 2.00 2.00 2.00 1.00
Program Expenditures ,
Personnel Services $ 29,181 $ 36,092 $ 34,881 $ 21,117
Materials and Supplies 208 4,020 4,020 4,350
Services and Charges 32,679 16,141 15,841 2,891
Maintenance 110 250 200 275
Capital 46 0 0 600
$ 62,224 $ 56.503 $ 54,942 $ 29,233
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload I
On —street metered spaces 319 319 319 319
Off—street metered spaces 343 343 343 343
Un—metered spaces 84 84 263 263
Parking tickets issued 12,849 20,000 17,000 14,000
Results
Parking tickets paid 5,275 9,500 9,500 9,250
Parking ticket revenue 11,095 32,769 20,000 20,000
Meter revenue (General Fund) 34,119 35,479 32,000 34,000
Parking revenue (Off —Street Fund) 157,467 158,880 153,650 156,000
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Public Works Department
Traffic Division
Engineering & Planning Program
Fund 1010 — General Program 5310
Program Description, Objectives, and Analysis:
The Engineering & Planning Program administers the Traffic Division activities using proven engineering
studies and procedures in order to ensure the safety of all pedestrian and vehicular traffic on public streets.
The Program goal is to supervise and manage the Traffic Division in a manner consistent with the stated
goals of the Mayor and the Public Works Director. The duties of this Program includes: supervising six
employees; managing three programs; and administering operations and capital projects to insure traffic
management systems are maintained and upgraded. The 1996 Budget provides funding to upgrade street
markers for increased visibility and to upgrade traffic signals to expand on the City's closed loop signaling
system.
The Engineering & Planning Program provides the traffic studies and data necessary to manage the Traffic
Division as efficiently as possible and to other Departments as requested.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
p
Actual Budgeted
1994 1995
1.00 1.00
44,811 $
0
1,911
151
87
46,960 $
Estimated
1995
1.00
Budgeted
1996
2.00
49,810 S
49,094 $
70.515
0
0
250
883
767
3,367
450
211
251
0
0
200
51,143 $ 50,072 $ 74,583
Performance Measures
Actual Budgeted Estimated
1994 1995 1995
Budgeted
1996
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
153
Public Works Department
Traffic Division
Traffic Control & Parking Meter Maintenance Program ,
Fund 1010 — General Program 5320
Program Description, Objectives, and Analysis: II
The Traffic Control & Parking Meter 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 be 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 14 intersection Closed —Loop Signal System installed by the AHTD in 1995 and the five
intersection Closed — Loop Signal System on north 71B (near the NWA Mall) installed by the Traffic
Division.
Actual Budgeted Estimated Budgeted 1
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 3.00 3.00 3.00 3.00
Program Expenditures ,
Personnel Services $ 79,674 $ 95,345 $ 94,316 $ 98,917
Materials and Supplies 9,505 9,007 8,999 11,650
Services and Charges 69,724 63,518 63,518 68,404
Maintenance 18,573 11,330 11,328 18,233
Capital 15,757 100 100 450
$ 193,233 $ 179,300 $ 178,261 $ 197,654
Performance Measures '
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
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 I
Street Markers to Upgrade 0 0 0 400
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
Street Markers Upgraded 0 0 0 400
154 ,
Public Works Department
Public Works Director 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; 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 Estimated Budgeted
1994 1995 1995 1996
'
Program Staff
Full —Time Equivalent Positions 2.00 5.00 5.00 5.00
Program Expenditures -_
' Personnel Services $ 34,448 $ 84,609 $ 63,680 S 119,580
Materials and Supplies 0 900 804 7,500
Services and Charges 36,539 8,149 7,551 10,574
Maintenance 40 2,169 1,548 1,328
Capital 1,358 5,015 5,010 1,000
$ 72,385 $ 100,842 $ -- 78,593 $ -- 139,982
Performance Measures
Actual Budgeted Estimated Budgeted
1994 _ 1995 1995 ___1996_
' Dcmand/Workload - __
Parking Lots to Clean (X 6) 0 60 60 60
Hours Mowing City —owned Lots 0 60 60 60
' Hours Maintaining Improvements 0 400 400 400
Mow/Weed Parking Lots (Hours) 0 100 100 400
Hours of Tree Trimming 0 100 100 100
iResults
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
1 155
Public Works Department
Street Division
Street Operations & Administration Program
Fund 2100 - Street
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.
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Program 4100
The Street Division utilizes 24 full—time and 6 FEE seasonal employees engaged in 44 various activities
encompassed in 5 Program Areas: Operations and Administration; Right —of —Way Maintenance; Street
Maintenance; Drainage Maintenance; and Street Construction. Additionally, this program manages the
City's In —House Pavement Improvement Program funding by the City Sales Tax revenue.
The Street Division also receives, inspects, schedules, and completes approximately 2,500 requests for
service from citizens and Central Dispatch annually.
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
$ 127,565 $
148,324 $
131,203
Materials and Supplies
6,326
9,209
8,009
Services and Charges
381,087
415,176
415,092
Maintenance
4,281
6,022
5,300
Capital
807
2,000
2,000
$ 520.066 $
580,731 $
561,604
Actual Budgeted Estimated
1994 1995 1995
3.00 3.00 3.00
Demand/Workload
CIP Projects to Manage
Programs to Manage
Streets/Sidewalks to Evaluate
Service Requests Received
(Includes Emergency Calls)
Miles of Streets to Improve
(In House)
Results
Performance Measures
Budgeted
1996
3.00
$ 170,635
6,815
413,732
7,369
2,300
$ 600.851
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Actual Budgeted Estimated Budgeted ■
1994 1995 1995 1996
1 1 1 1 1
5 5 5 5
5,603 2,297 4,364 4,400
1,755 2,500 2,000 2,500
12 13 13 12
Value of CIP Projects to Manage $514,684
Programs Managed 5
Streets/Sidewalks Evaluated 2,055
Service Requests Resolved 1,700
Miles of Streets Improved 8
156
$682,000
5
2,297
2,500
8
$682,000
5
1,500
2,000
8
$610,000
5
4,400
2,500
12
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Public Works Department
Street Division
Right of Way Maintenance Program
Fund 2100 — Street
Program 4110
Program Description, Objectives, and Analysis:
This program provides the manpower and equipment to maintain attractive and safe rights —of —way along
city property, on traffic islands, and any other areas not required to be maintained by property owners.
Included above are emergency cleanup of street rights —of —way in response to storms or other extreme
situations, mowing of required rights —of —way eight times per year, and trimming around traffic islands and
city maintained rights —of —way. To obtain these objectives, a greater effort must he made by the citizens of
Fayetteville to assist in maintaining street rights —of —way adjoining their property in an acceptable condition
(as required by ordinance).
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1994 1995
5.60 4.20
$ 116,062 $
0
62.297
3,048
1,578
$ 182,985 $
Estimated
1995
4.20
Budgeted
1996
4.80
90,143 $ 89,111 $ 96,840
0 0 0
89,279 88,730 96,564
4,750 3,400 4,750
3,921 3,830 2,750
183 $ 185,071 $ 200,904
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand/Workload _ _ Lane miles of right—of—way 1,960 1,960 1.960 1,960
(425 miles Total)
Hand Trimming (Hours) 3,700 3,700 3,700 3,700
R.O.W. Cleaning (Hours) 1,500 1,500 1,500 1,000
• Tree/Limb Removal (Hours) 1,500 1,500 1.500 1.500
' Results
Lane miles mowed 2,115 1,960 1,960 1,960
Labor Hours Trimming 1,742 3,700 2,000 2,000
Labor Hours Cleaning 1,041 1,500 1,000 1,000
Iabor Hours Tree/Limb Removal 1,448 1,500 1,500 1.500
157
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
Demand/Workload
Asphalt in Pot Holes (Tons)
Streets to Overlay (Sq. Yds.)
Street Cuts to Repair (Each)
Street/Sidewalk Evaluations
Street Sweeping (Lane Miles)
Work for Other Depts. (Hrs.)
Results
Asphalt in Pot Holes (Tons)
Sq. Yds. of Streets Overlaid
Street Cuts Repaired
Streets/Sidewalks Evaluated
Street Lane Miles Swept
Hours Worked for Other Depts.
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Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
13.25 14.25 14.25 15.85
i
$ 297,890 $ 290,635 $ 281,673 $ 313,818
158,576 173,220 146,264 161,227
426,816 430,198 430,198 484,259
19,961 24,684 20,456 25,000
873 1,272 1,272 1,500
$ 904,116 $ 920,009 $ 879,863 $ 985,804
Performance Measures
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Actual Budgeted Estimated Budgeted ',
1994 1995 1995 1996
230 400 400 300 '
130,000 130,000 60,000 130,000
400 400 400 400
4,400 4,400 4,400 4,400
2,904 2,904 2,904 2,904
400 8,000 10,000 8,000
402 400 250 300
128,563 130,000 60,000 130,000
61 400 200 400
2,055 4,400 2,100 4,400
2,155 2,904 2,904 2,904 ,
1,141 8,000 10,000 8,000
158
Public Works Department
Street Division
Drainage Maintenance Program
Fund 2100 — Street Program 4130
Program Description, Objectives, and Analysis:
To ensure drainage systems on public rights —of —way and improved drainage systems accepted by the City
are free of uncontrolled growth and blockages.
This program provides the manpower and equipment needed to keep the water flowing through our ditches,
drain tiles, and bridges. Included among the activities performed are: cleaning and reshaping of drainage
ditches, removing of silt and debris from drop inlets, power washing of blocked driveway tiles,
installation of drain tiles and french drains, inspection and cleaning/maintenance of the city's bridges,
and related repairs/construction to various concrete drainage structures.
The maintenance listed above is restricted to street rights —of —way and drainage easements only, and is
performed in order to provide needed drainage capacity and to reduce flooding incidents.
Actual
1994
Program Staff
Full —Time Equivalent Positions 5.15
Budgeted Estimated Budgeted
1995 _ 1995 --1996
6.55 6.35 6.35
Program Expenditures
_
Personnel Services
$ 144,027 $
180,603 $
172,382 $
174,890
Materials and Supplies
28,309
15,000
15,000
15,000
Services and Charges
186,623
212,560
171,407
233,251
Maintenance
6,389
10.000
4,887
7,500
Capital
1.168
2,131
2.131
3,750
$ 366.516 $
420,294 $
365,807 $
434,391
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
' Demand/Workload .
Drain Cleaning (Each) 700 700 1,100 1.000
Wash Drain Tiles (Feet) 650 650 660 650
' Ditch Cleaning (Feet) 75,000 75,000 75,000 75.000 Install French Drain (Feet) 3,000 3,000 2,000 3,000
Install Drain Tile (Feet) 1,000 11O00 1,000 1.000
Bridge Cleaning/Maint. (Each) 109 109 60 109
Results _ __
' Drains Cleaned 1,548 700 1,100 1,000
Feet of Drain Tiles Washed 530 650 660 650
Feet of Ditches Cleaned 38,886 75,000 75,000 75,000
French Drain Installed 1.784 3,000 2,000 3.000
Feet of Drain Tile Installed 2.419 1,000 1,000 1,000
Bridges Cleaned/Maintained 31 109 60 109
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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
1994
1995
1995
1996
Program Staff
Full —Time Equivalent Positions
0.00
0.00
0.00
0.00
Program Expenditures
Services and Charges $
407 $
933 $
933 $
0
Capital
3,800
126,200
126,200
0
$
4,207 $
127,133 $
127,133 $
0
LF.111
Public Works Department
Water Supply Division
' Water Purchased Program
Fund 5400 — Water & Sewer Program 3800
Program Description, Objectives, and Analysis:
Water Purchased 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
1994 1995
Program Staff
Full —Time Equivalent Positions 0.00 0.00
Estimated Budgeted
1995 - 1996
0.00 0.00
Program Expenditures
Services and Charges $ 3,588,139 $ 4,476,000 $ 4,443,000 S 4,857,000
Depreciation 67,873 77,186 77,186 67,783
$ 3,656,012 $ 4.553,186 $ _4,520,186 $ —_4.924.783
Performance Measures
Demand/Workload
Water Purchased (million gallons) 3,876 4,432 4,332 4,520
Avg. Daily Consumption (million gallons) 10.62 12.14 11.87 12.38
Daily Pumping Capacity (million gallons) 25.00 25.00 25.00 25.00
Daily Pumping Capacity/Avg. Daily Consumption
(Million Gallons)
i,
20
'C . —
C —
Acne;94
Bud 1995
22 Avg. Daily Consumption
}s:. 1995
Daily Pumping Capacity
Bud. 990
161
Public Works Department
Transmission & Distribution Division ,
Water/Sewer Operations & Administration 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, 1,300 fire hydrants, 4,000 valves, 10 storage tanks, 3 lake dams and 6 pump stations, providing ,
water to over 65,000 persons with over 24,000 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 420 miles of sewer mains and 7,000 manholes,
and serves over 50,000 persons with over 20,400 accounts. This Division in conjunction with the Engineering
Division is responsible for managing the City's sewer system rehabilitation program.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 7.00 8.00 8.00 8.00
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Program Expenditures
Personnel Services $ 292,304 $ 376,175 $ 327,415 $ 349,134
Materials and Supplies 6,033 18,618 15,813 15,591
Services and Charges 1,596,815 1,731,101 1,719,371 1,718,491
Maintenance 13,900 34,025 27,996 36,720
Capital 19,622 30,525 30,525 26,000
Depreciation 31,576 33,822 33,822 63,463
$ 1,960,251 $ 2,224,266 $ 2,154,943 $ 2,209,399
Performance Measures
Actual Budgeted Estimated Budgeted '
1994 1995 1995 1996
Demand/Workload
1. Number of Employees 37.00 38.00 38.00 41.00
2. Number of Equipment Units 17.00 46.00 46.00 49.00
Results
1. Admin. cost per customer $45.79 $54.24 $49.48 $49.68
2.O&M cost per customer $120.19 $141.05 $138.12 $155.13 '
3. Number of safety meetings 50 50 50 50
4. Employee accidents 8 10 11 10
5. Equipment accidents 162 5 4 5
Public Works Department
Transmission & Distribution Division
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Water Distribution Maintenance Program
Fund 5400 — Water & Sewer Program 4310
Program Description, Objectives, and Analysis:
This program maintains the water distribution system to supply potable water which is safe and desirable to
drink to over 65,000 users with minimum interruptions, and to perform maintenance on the three City lake
dams.
Water maintenance is a 24 hour service which includes repairing water main lines. valves, fire hydrants.
service lines and meter boxes. 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 4.000 water
valves.
Actual Budgeted Estimated Budgeted
1994 1995 _ 1995 1996
Program Staff
Full —Time Equivalent Positions 9.00 9.00 9.00 12.00
Program Expenditures
__
Personnel Services
$ 209,703 $
273,178 $
236,944 S
357,033
Materials and Supplies
86,726
120,000
119,000
141,500
Services and Charges
131,269
179,641
162,203
242,579
Maintenance
5,503
7,500
5,000
8,000
Capital
0
2.500
2,000
11,200
Depreciation
634,445
828,795
828,795
876,016
$ 1,067,646 $ _ 1,411,614 $ 1,353,942 $ 1,636,328
Performance Measures
Actual Budgeted Estimated Budgeted
' _1994 1995 1995 1996
Demand/Workload
1. Miles of Water Mains 365 400 400 420
'• 2. Number of Valves 3.990 4,000 4.000 4,100
3. Number of Fire Hydrants 1,060 1.400 1.400 1.500
Results
1. Water Leaks Repaired 306 320 275 300
2. Water Line Constructed (feet) 600 4,000 4,000 4,000
3. Fire Hydrants Repaired 57 44 44 50
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' 163
Public Works Department
Transmission & Distribution Division
Water Storage & Pump Maintenance Program ,
Fund 5400 — Water & Sewer Program 4330
Program Description, Objectives, and Analysis: I
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 water demand. Pumping facilities are
required wherever gravity cannot supply water to the distribution system under sufficient pressure to meet
all service demands. The Water Storage and Pumping Program consists of maintaining 10 water tanks 6
water pump stations with 14 pumps, and 3 lake dams. This program also involves all water sampling, both
for routine compliance checks for bacterialogical and lead/copper content and in response to emergency boil
orders which occur as a result of leaks and maintenance requirements.
1
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures ,
Personnel Services $ 61,651 $ 70,329 $ 56,521 $ 61,676
Materials and Supplies 3,820 12,000 5,500 12,000
Services and Charges 24,038 29,528 29,122 33,220
Maintenance 977 1,200 1,200 1,250
Depreciation 23,818 26,411 26,411 23,818
$ 114,305 $ 139,468 $ 118,754 $ 131,964
1
Performance Measures
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)
6. Water Samples
Results
Actual Budgeted
1994 1995
Estimated Budgeted
1995 1996
8 10 10 10
6 6 6 6
14 14 14 14
3 3 3 3
15 21 21 21
0 1,050 0 0 '
1. Water Tanks (Maint.Hrs) 65 100 225 120
2. Water Pump Sta. Repairs 26 25 21 25
3. Water Pumped (Avg MGD) 11 12 12 12
4. Water Samples Taken 830 830 880 1,000
11
164 1
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 420 miles of sewer main and 7,000 sewer manholes.
Sewer maintenance includes cleaning sewer lines while they are in service with jet wash equipment. hand
rodding equipment and 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, line repairs
and replacement, manhole repairs and replacement, grouting, and sliplining. Good sewer maintenance
and rehabilitation prevents many problems before they occur and prolongs the life of existing sewer
lines that are in good condition. Lines which cannot he rehabilitated or which are too small are replaced.
Program Staff
Full —Time Equivalent Positions
Actual
1994
16.00
Budgeted
1995
16.00
Estimated
1995
16.00
Budgeted
1996
16.00
Program Expenditures
Personnel Services
$ 392,556 $
447,986 $
413,757 $
475,112
Materials and Supplies
51,291
68.000
66,500
158,602
Services and Charges
296,779
360,882
357,884
470,650
Maintenance
9,723
15,762
15,762
20,000
Capital
0
5.238
5,000
7,000
Depreciation
610.057
667,811
667,811
741,008
$ 1,360.405 $
_k565,679 $
1,872,372
1,526,714 $
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Demand, Workload
1. Miles of Sewer Main 350 400 400 420
2. Number of Manholes 71)1W) 7 nnn 7 t nn 7' )nn
Results
1.
Sewer
line TV Inspected (ft)
65,385
65,500
60,000
60.000
2.
Sewer
Lines Cleaned (ft)
538,629
550,000
583,065
625,000
3.
Sewer
Line Repl./Sliplined (ft)
2,821
4,000
4,000
4,000
4.
Sewer
Line Point Repairs
103
100
95
100
5.
Manholes Repaired or Constructe
200
500
640
500
6.
Sewer
Overflows
123
115
145
99
165
Public Works Department
Wastewater Treatment Division
Pollution Control Plant Program
Fund 5400 — Water & Sewer Program 5100
Program Description, Objectives, and Analysis:
Pollution Control Plant Program captures the cost of operating the City's wastewater treatment plant. The
City has contracted Operations International Management, Inc. to manage the facility for the City. Cost
increases for this program include increased odor control mitigation measures, expanded maintenance
responsibilities to encompass all of the City's lift stations, and recognition of fleet costs. Odor
management measures added approximately $148,000 to the WWTP operations cost for 1995.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Materials & Supplies $ 0 $ 2,253 $ 2,253 $ 2,324
Services and Charges 2,635,476 3,172,416 3,172,236 3,210,897
Maintenance 31,672 139,829 139,829 51,700
Capital 3,536 1,500 1,500 1,500
Depreciation 2,697,640 2,795,735 2,795,735 2,797,326
$ 5,368,324 $ 6,111,733 $ 6,111,553 $ 6,063,747
1996 Capital Improvements Projects:
Upgrade/Replace Lift Stations — Maint. $ 50,000
$ 50,000
14
12
10
8
6
4
2
0
Average Daily Influent Discharge
1992 1993 1994 1995 1996
0 Average Daily Discharge
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166
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 costs associated with construction of improvements to the water
' transmission and distribution system to include water lines, storage tanks, interconnecting piping systems,
pumping stations and support facilities.
The expenditure flucuations between budget years is attributed to completion of the 42" waterline in 1994.
' construction of the 36" water line and the attendent storage facilities begun in 1995. Water system
improvements for 1996 are listed below.
I
Program Staff _
Full —Time Equivalent Positions
Actual Budgeted
1994 1995
0.00 0.00
Estimated
1995
0.00
Budgeted
1996
0.00
Program Expenditures
Materials and Supplies
$ 38,112 $
250 $
0 $
0
Services and Charges
15,217
90,300
90,213
1.000
Capital
746,862
8,570,187
8,567,187
1,220,000
$ 800,191 $
8,660,737 $
8,657,400 $
1,221000
1996 Capital Improvements Program Projects:
Rolling Hills Waterline Replacements $ 100.000
Old Wire Road 2 114" Water Line Replacements 120,000
White River Water Authority — Acquisition 300.000
White River Water Authority — Improvements 700.000
$ 1.220.000
167
Public Works Department
Transmission & Distribution Division
Capital Expenditures Program
Fund 5400 — Water & Sewer Program 5610
Program Description, Objectives, and Analysis:
Capital Expenditures Program captures the cost associated with upgrading fixed assets for the Water and
Sewer Divisions.
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Program Staff
Full —Time Equivalent Positions
0.00
0.00
0.00
0.00
Program Expenditures
Capital $
14,333 $
98,400 $
98,400 $
41,075
$
14,333 $
98.400 $
41,075
98,400
$
I re
Public Works Department
Transmission & Distribution Division
Water & Sewer Connections Program
Fund 5400 — Water & Sewer Program 5620
Program Description, Objectives, and Analysis:
Water & Sewer Connections Program captures the cost associated with making water and sewer connections
to the City's water distribution and sewer collection systems.
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Program Staff
_
Full —Time Equivalent Positions
3.00
3.00
3.00
3.00
Program Expenditures
Personnel Services
$ 66,146 $
88,309 $
77.922 $
80,000
Materials and Supplies
54,033
70,000
55,000
70,000
Services and Charges
54,326
58,632
58,572
43,050
Maintenance
2,883
4,500
2,610
4,500
$ 177,388 $
2441 $
194,104 $
197,550
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1995
1995
1996
Results
__1994
__
1. Water Connections Made
359
348
325
315
2. Sewer Connections Made
239
232
196
190
169
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.
[1
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996 '
Program Staff
Full —Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Materials and Supplies $ 1,812 $ 0 $ 0 $ 0
Services and Charges 72,778 683,286 607,942 0
Capital 470,269 4,953,640 4,953,640 0
$ 544,859 $ 5,636,926 $ 5,561,582 $ 0
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170 '
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
1994 1995 1995 1996
Pram 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 229 200 101 200
Capital 176,383 256,825 256,825 240,000
Transfers 35,500 0 0 0
'
$ 212,385 $ 257,025 $ 256926 $ 240,200
' 1996 Capital Improvements Projects:
Safety Equipment Improvements $ 6,000
' Replace Bar Screen 95,000
UVNIS Spectrophotometer 15,000
Plant Pumps and Equipment 108,000
Testing Equipment 5,500
Computer System Upgrade/Maint. 5,500
SMS Access Road Improvements 5.000
' $ 240,000
Il
' 171
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 pyments owed.
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Program Staff
Full —Time Equivalent Positions
0.00
0.00
0.00
0.00
Program Expenditures
Debt Service
$ 588,245 $
934,000 $
839,752 $
831,525
$ 588,245 $
839,752 $
934,000 $
831,525
Principal Debt Outstanding at Year End 14,935,000
14,320,000 14,320,000 13,720,000
172
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Public Works Department
Solid Waste Division
Operations & Administration Program
Fund 5500 - Solid Waste
Program 5000
Program Description, Objectives, and Analysis:
The Operations and Administration program is responsible for the management of the Solid Waste Division.
This includes managing 39 employees and a fleet of 35 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 Station
and Processing Facility, and management of programs such as. bulk 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.
Actual Budgeted Estimated Budgeted
' 1994 1995 1995 1996
Program Staff
Full —Time Equivalent Positions 4.00 4.00 4.00 4.00
Program Expenditures
' Personnel Services $ 207.604 $ 201,876 $ 200,903 $ 278,985
Materials and Supplies 3,137 3,530 3,530 4,300
Services and Charges 291,439 454,955 328,523 323,644
Maintenance 2,153 3,040 3,032 2.150
Capital 1,256 24,000 24,000 6,300
Depreciation 14,395 16,616 16.616 15,135
$ 519,984 $ 704,017 $ __ 576,604 $ 630.514
Performance Measures
Actual Budgeted Estimated Budgeted
' 1994 1995 1995 1996
Demand/Workload
Programs Administered 5 5 5 5
' # of Employees Supervised 35 39 39 39
Investigate/Resolve Citizen
Complaints andior Requests 400 400 400 550
' Results
Complaints/Requests Resolved 80 95 95 95
%r. of programs objectives met 85 85 85 85
New programs instituted 2 2 2 5 J
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' 173
Public Works Department
Solid Waste Division
Commercial Collections Program
Fund 5500 - Solid Waste
Program Description, Objectives, and Analysis:
The Commercial Collections Program provides collection of commercial waste to 2,786 accounts each year.
The commercial sector produces approximately 22,100 tons of waste each year which accounts for 65% of the
City's total waste stream. The commercial program provides collection of both commercial cart 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 or through our new leasing program.
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 cart accounts are
collected with one two man route and one rear loaded truck. In the future, we are hoping to expand this
program by adding a commercial recycling route which would collect cardboard from customers. National
average shows that 40% of the total waste stream consists of paper material and we hope to address this
issue through recycling.
Program 5010
Program Staff
Full —Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1994 1995
7.00 8.00
Estimated
1995
Budgeted
1996
9.00
$ 224,024 $ 221,313 $ 220,973 $ 258,425
203 350 350 2,000
805,437 930,430 930,263 1,032,991
28,343 30,517 26,830 30,500
0 36,590 36,306 3,000
0 5,978 5,978 2,881
$ 1,058,007 $ 1,225,178 $ 1,220,700 $ 1,329,797
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Demand/Workload
# of Commercial Accounts
2,500
2,600
2,700
2,800
# of Commercial Routes
5
7
5
6
Tons of Commercial Waste
20,000
21,000
21,000
22,000
# of Scheduled Collections/yr
206,000
208,000
216,000
227,000
Requests for Add Pickups/yr
1,300
1,000
1,000
1,400
Results
# of Containers Sold/Leased
22/0
100/0
73/155
175/300
Transfer Station Cost Per Ton
$27.50
$27.50
$27.50
$28.85
1
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174
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
35% of the City's total waste stream. Residential collection is provided with seven two man routes utilizing a
residential fleet of five rear loaded vehicles plus backups, and two rear loaded vehicles for back up. The waste
is collected at the curb with the exception of residents with exemptions. Once collected, all of the waste is
currently transported to a local landfill owned and operated by Sunray Services. We will be transporting our
waste to our transfer station beginning April of 1996. This program also services our hulk pick—up and
fill —a —truck programs. We collect for each household up to twice per year, hulk items not collected in our
weekly service. These items include such things as furniture, beds, carpet, brush, appliances (non—freon), etc.
The fill —a —truck program consists of placing a dump truck at a requested location to he filled by a resident at
disposed of by the City.
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Program Staff
_
---
Full —Time Equivalent Positions
19.00
21.00
21.00
21.00
Program Expenditures
Personnel Services $
368,845 $
444,408 $
426,576 $
450,643
Materials and Supplies
0
350
350
350
Services and Charges
613,473
661,982
647,722
755,574
Maintenance
34.128
34,171
32,863
35,482
Capital
590
1.215
1,215
7,215
$
1,017,036 $
_ 1,142,126_ $
1,108,726 $
1,249,264
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
' Demand/Workload _
# of Households Collected 14,528 15,340 14,800 15,300
# of Residential Routes 7 8 8 8
'• Tons of Waste Collected/year 8,369 12,000 11,000 11,000
Number of Households/route 2,075 2,000 3,000 3.000
# Households served/day 7,264 7,700 3,700 3,800
' # of exemptions/backdoor service 285 300 300 300
Results
Transfer Station Cost Per Ton $21.50 $27.50 $27.50 $28.85
' 175
Public Works Department
Solid Waste Division
Recycling Program
Fund 5500 - Solid Waste
Program Description, Objectives, and Analysis:
The purpose of the Recycling program is to divert the maximum amount of material from the landfill for
reuse purposes. The services provided by the City include: the recycling of news, office and computer paper;
clear, green and brown glass, aluminum, steel and tin 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 businesses and industries. Three hourly and one salaried employee are assigned to the
recycling and composting programs. The residential sector is offered curbside collection of recyclable
materials commingled in a blue bag. Once collected, this material is delivered to a private company for
possessing. The commercial sectors are offered drop—off stations and commercial cardboard programs.
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.
I
Program 5060
Actual Budgeted
1994 1995
Program Staff
Full —Time Equivalent Positions 2.00 2.00
Program Expenditures
Estimated
1995
2.00
Budgeted
1996
2.00
Personnel Services
$ 64,691 $
58,132 $
56,047 $
60,012
Materials and Supplies
3,796
75,169
74,322
78,825
Services and Charges
90,644
132,138
128,983
110,192
Maintenance
4,038
15,979
6,733
10,535
Capital
35,302
588,847
588,847
5,905
Depreciation
9,604
50,658
50,658
67,828
$ 208,076 $
920,923 $
333,297
905,590 $
Demand/Workload
1) Tons of newspaper recycled
2) Tons of glass recycled
3) Tons of aluminum recycled
4) Tons/office paper recycled
5) Commingled Recycling Materials
6) Gallons/drain oil recycled
Results
1) Cu. yds. diverted/landfill
2) Tons diverted from landfill
3) Landfill costs avoided
Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
1
1
1
1
724 916 340 380
381 474 185 200
24 28 10 11
8 8 8 9
0 0 1,700 2,500
791 627 650 700
9,121 5,761 2,243 3,100
2,280 1,426 561 775
62,700 48,128 15,421 22,300
176
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 for
' reuse purposes. 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 through our
yardwaste subscription program. 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 is distributed to the public. Wood that is too large to grind is given away for firewood.
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Program Staff —
Full —Time Equivalent Positions 2.00 3.00 3.00 3.00
' Program Expenditures
Personnel Services $ 50,446 $ 80,880 $ 76,546 $ 85,084
' Materials and Supplies 345 2,400 2,100 3,400
Services and Charges 129,771 138,948 116,537 105,414
Maintenance 1,022 4,358 2,995 4,660
Capital 1,150 1,400 1,223 1,400
Depreciation 9,604 0 0 0
$ _ _192,338 $ 227,986 $ 199,400 $ 199,958
' Performance Measures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
I Demand/Workload —
1) Cu. yds. of brush received 6,301 6,931 4,000 4,400
2) Cu. yds. of grass received 688 757 1,900 2,100
' 3) Cu yds of leaves received 2,133 2,346 2,200 2,400
Results
II) Landfill costs avoided 46,976 51,673 42,000 46,000
2) Cu yds divertedilandfill 9,122 10,034 8,100 9,000
3) Total revenue 53,625 8,495 55,000 60,500
' 4) Cu yds of compost sold 1,020 1,122 1,000 1,100
5) Cu yds mulch distributed 1,737 1,911 2,500 2,750
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' 177
CITY OF FAYETTEVILLE, ARKANSAS
CAPITAL IMPROVEMENTS PROGRAM
Since 1988, the City of Fayetteville has produced annually, a five-year Capital
Improvements Program (CIP). The CIP examines the infrastructure and capital needs of
the City for the next five years. The CIP'is reviewed and updated annually to reflect the
changing needs of the community and changes in available funding for financing capital
projects. The CIP 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 CIP 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 CIP for the
forthcoming five-year period and then incorporate the projects for the following year into
the budget process. For example, the 1996 projects in the 1996-2000 CIP are included in
the 1996 Budget.
The subsequent pages provide a summary of the 1996-2000 Capital Improvements Program
listed by fund and by project area followed by a listing of the capital projects which the
City plans for 1996. The 1996 projects are in accord with the 1996-2000 Capital
Improvements Program document with the following exceptions: The $424,000 budgeted
in 1996 for the Transfer Station/Materials Recovery Facility Project has been re -budgeted
into 1995 due to City Council action on November 7, 1995. The $368,000 budgeted in
1996 for the Steele Property Bridge - Cost Sharing Project has been moved to 1997
following City Council action on November 21, 1995. $50,000 has been added in 1996 for
the Cliffs to Fourth Street Boulevard and $50,000 has been added in 1996 for a Tree
Planting Program. Additionally, $82,000 has been added in 1996 to the Expansion - Other
Vehicles & Equipment Project for the purchase of an asphalt patching truck for the Water
and Sewer Maintenance Division, and $44,100 has been added in 1996 to the Replacement
- Tractors/Mowers Project for the purchase and replacement of various pieces of
equipment that do not meet the $10,000 threshold for CIP inclusion.
Further information regarding the capital improvements project process and supporting
details for the specific projects is contained in the CIP document.
n
CITY OF FAYETTEVILLE, ARKANSAS
CAPITAL IMPROVEMENTS PROGRAM DIRECTIONAL INFORMATION
The Capital Improvements Program (CIP) 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.
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
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.
Projects and their cumulative component areas totaling $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.
Projects in the CIP can include:
• obligations for labor and materials and contractors involved in completing a project,
• acquisition of land or structures,
• engineering or architectural services, professional studies, or other administrative costs,
• expenses for City vehicles and equipment, and
• renovating or expanding City facilities, grounds, or equipment.
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Project Cost Determination
All projects are costed in current or 1995 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.
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 impact 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 1995 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. Airport 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.
ImDact 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 operational budgets. The most significant of these projects are listed
below:
• Fire Station #6: The new fire station planned for 1998 has an estimated annual cost impact
of $500,000 annually. 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.
• Transfer Station/Materials Recovery Facility: The facility planned for operation in 1996
has an estimated annual cost impact of $136,000 annually. Operations cost of transfer
station has been contracted to Sunray Services for a total cost of $4.00/ton of City refuse.
Additionally, utility cost for the transfer station/materials recovery facility is expected to
be $14,000 annually.
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• The planned upgrading of the City's Fleet will result in higher motor pool expenditures
by the user divisions. It has been estimated to cost an additional $125,000 annually for
the expansion of all vehicles and equipment budgeted for 1996.
• The In -House Pavement Improvements Project will reduce maintenance costs for each
street that is overlaid. In addition, this project is projected to save the City more than
$100,000 annually over contract pricing for the same work.
•1
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.
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 Capital Improvements 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
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
totaling almost $50 million. All projects on this list are considered to be viable projects
for which no current funding exists.
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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 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.
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CITY OF FAYETTEVILLE, ARKANSAS
CIP PROJECT COST TABLE
1996-2000
All capital project requests are first costed in 1995 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.
Year
actu!'
1996
1.060
1997
1.124
1998
1.191
1999
1.262
2000
1.338
Example: A street project that cost $1,000,000 in 1995 dollars that is expected to be done in
1998 would use the inflation factor of 1.191. To get the expected cost of the
project in 1998 dollars multiply $1,000,000 by 1.191, which equals $1,191,000.
City of Fayetteville, Arkansas
1996 — 2000 Capital Improvements Program
' Summary of Pro1ec: Reouests & protect Resources
By Fund — Al; Sources
Protect Requests 1996 1997 1998 1999 2000 Total
' Airport Fund $ 621,000 $ 694,000 $ 569,000 $ 407,000 $ 400,000 $ 2,391,000
Sales Tax Cap-tal Improvements Fund 8.220,700 7,336,300 7.147,400 7.577,600 7.763,500 38.045,500
Shop cund 1,565,400 1,374,000 1 415,000 1 709,003 1 430,000 7493.400
Water & Sewer Fu^d 4.638,000 1.70:,100 1,600 900 1,491 000 1,286 500 7,717 500
Community Dev. Block Grant Fund 425,003 425 000 425,000 425,000 425.000 2,125,000
' Ot'-Street Park ng Fund 40000 30 000 30.000 30,000 30,000 160,000
Solid Waste Fund 75 000 42,000 38.000 34.000 31.000 220.000
$ 12.585,100 $ 11,602,400 $ 11,195,300 S 11,673,600 $ 11,066,300 $ 58,422,400
Resources Available_ 1996 1997 1998 1999 2000 Tots'
Airport Fund $ 1,188.500 $ 535,600 $ 523.600 $ 255,700 $ 100.000 $ 2,603,400
Sales Tax Cap tal Improvements Fund 8,634.000 7,165.000 7,278,000 7,420,000 7,519,000 38,316,000
' Shop Fund 1,816.000 1,699.100 1.641,300 1,573,700 1,598,100 8,328.200
Water & Sewer Fund 1,932.000 1,654,000 1 576.000 1 515,000 4,394,000 8,071.000
Communily Dev Block Grant Fu^d 425,000 425,000 425 000 425.000 425,000 2 125,000
' Of —Street Parking c,. nd 40.000 3C.000 30000 30 00C 30,000 160,000
Sold Waste Fu^d 75.000 _ 42.000 __ 38,000 _ 34.000 31 00C __ 220 00C
S 14,110500 S 11,550,700$ 11,511,900$ 11,25a400$ 11,097.100 S 59,523600
Capital Improvement Projects
By Project Area — All Sources
1996 — 2000
(12.9%) Shop
(26.3%) Street
(3.7%) Community Development Bloc.
Project Area
Airport
Bridge, Drainage. & Transportation
Community Development Block Grant
Parks & Recreation
Public Safety
Shop
Solid Waste
Street
Water & Sewer
Other
(4.1%) Airport
(4.8%n) Public Safety
ra) Bridge, Drainage, & Transportation
(3.1%u) Other
(3.4%) Parks & Recreation
(2.8%) Solid Waste
(33.8%) Water & Sewer
City of Fayetteville, Arkansas
1996 — 2000 Capital Improvements Program
By Project Area — All Sources
Five Year Summary
1996 1997
1998 1999
2000 Total
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$ 621,000 $ 694,000 $ 569,000 $ 407,000 $ 100.000 $ 2,391.000 '
286,200 . 1,258,400 224,000 640,000 530,000 2,938,600
425,000 425,000 425,000 425,000 425,000 2,125,000
231,700 346,300 352,000 372,000 675,000 1,977,000
644,000 635,000 653,000 248,000 610,000 2,790,000
1,565,400 1,374,000 1,415,000 1.709, 000 1,430,000 7,493,400
743,000 245,000 178,000 272,000 197,000 1,635,000
3,398,000 2,884,600 3,118,800 3,833,100 2,066,000 15,300,500
4,210,000 3,410,100 3,930,900 3,416,000 4,661,500 19,628,500
460,800 330,000 329,600 351,500 371,500 1,843,400
$ 12,585,100 $ 11,602,400 $ 11,195,300 $ 11,673,600 $ 11,066,000 $ 58,122,400
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Capital Improvement Projects
Sales Tax Capital Improvements Funding
' By Project Category
1996 — 2000
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(31.3%) Street Improvements
(1.3^≥) Transportation Improvements
(3.9%) Other Capital Improvements
(3.GSJ) Police Safety Improvements ___-
(3.7%) Solid Waste Improvements
(5.2%) Parks & Recreation Improvements
(9.0%) In —house Street Improvements
(3.7%) Fire Safety Improvements
(6.0 c) Bndge and Drainage
(1.0%) Library Book Purchases
(31.3%) Water & Sewer Improvements
City of Fayetteville. Arkansas
1996 — 2000 Capital Improvements Program
Sales Tax Capital Improvements Funding
By Project Category
' _ Proect Category 1996
Fire Safety Improvements $ 325.000 $
' Police Safety Improvements 319,000
Library Book Pu•c^ases 65.000
Pa•Ks & Recreation Improvements 231,700
' Bridge a^d Drainage Improvements 400,000
In —House Street Improvements 636,000
Street improvements 2.762,000
Transportation Improvements 146,200
' Water & Sewer Improvements 2 572,000
Solid Waste Improvements 668.000
Other Capital Improvements _ 395.800
S 8,220700 $
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1998
1999
2000
Total
250,000 $
500.000 $
$
349 OOC $
1,424 00C
385,000
153,000
248,000
261.000
1.366 000
67,000
70.000
72.000
74.000
348,000
346.300
352,000
372,000
675,000
1,977,000
1,152,000
143,000
520,000
400.000
2.285,000
658,600
679,300
701.100
733,000
3,408,000
2,226,000
2 439,500
3,132,000
1,333,000
11,892,500
76,400
81,000
90,000
100,000
493.600
4.709,000
2.330.000
1925.000
3,375,000
41,911.000
203.000
140 000
238.000
166,000
1,415,000
263.000 _
259 600
_ 279 500
297,500
1,495,400
7.336 30C $
7.117.400 S
7577600$
7763,500 $
_38.04 5, 500
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City of Fayetteville. Arkansas
1996 — 2000 Capital Improvements Program
Comprehensive Detail
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Source/Division Project 1996 1997 1998 1999 2000 Total Request
Airport Fund
Airport Improvements
Airport Federal Grant Matches $ 100,000$ 115,000$ 115,000$ 60,000$ 60,000$ 450,000
Professional Services 40,000 40,000 45,000 50,000 40,000 215,000
Pavement Maintenance 63,000 60,000 123.000
T —Hangar Unit 200,000 185,000 385,000
Airfield Marking 51,000 57,000 108,000
Sewer LIB Station/East Side 82,000 82,000
Aircraft Self -Fueling Facility 85,000 85,000
Fuel Farm Replacement 225,000 225,000
General Aviation Terminal Renovation 50,000 50,000
Passenger Terminal Doors 110,000 110,000
Safety Area Maintenance 154,000 154,000
Concrete Joint Maintenance 167,000 167,000
Storm Sewer System Repairs 237,000 237,000
Total Airport Fund Projects 621,000 694,000 569,000 407,000 100,000 2,391.000
Sales Tax Capital Improvements Fund
Fire Safety Improvements
Fire Fire Apparatus - Replacement/Expansion 275,000 300,000 575,000
Remodel Existing Fire Stations 50,000 50,000
Fire Station #6 - Escrow Funds 250,000 200,000 450,000
Aerial Ladder Fire Apparatus - Replacement 250,000 250,000
Fire Station #7 - Escrow Funds 99,000 99,000
325.000 250,000 500,000 349,000 1,424,000
Police Safety Improvements
Police Radio System Upgrade 33,000 33.000
Speed Measuring Devices 14,000 14.000
Covert Surveillance Equipment 63.000 83.000
Computerized Police Mugshots 52,000 52,000
PC/Terminal Upgrade - Replacements 10,000 20,000 30,000
Police Emergency Generator 79,000 79,000
Police HVAC Replacement 27,000 27.000
Uninterruptible Power Supply - Replacement 16,000 16,000
Bar Code System - Evidence/Property Room 25,000 25,000
Public Safety Computer System Replacement 385,000 385,000
Dictaphone Upgrade 39,000 - 39,000
Firing Range Improvements 34,000 34,000
Police/Court Building Roof 60,000 60.000
Police Telephone Upgrade 34,000 34,000
Radio System Replacement — Escrow 32,000 187,000 219,000
Copy Machine Replacements 19,000 19,000
Live Scan Fingerprinting 101,000 101.000
Police Handgun Replacements 62,000 62,000
CentraComm II Addition 74,000 74,000
319,000 365,000 153,000 248,000 261,000 1.366,000
Library Book Purchases
Library Book Purchases
Parks & Recreation Improvements
Parks Gulley Park Purchase
Wilson Park Aquatic Facility Repairs
Lake Fayetteville South Restrooms/Parking
Gulley Park - Parking Lot
Park Entrance Gates & Signs
Wilson Park Swimming Pool Service Drive
Lewis Soccer Field Complex
Bambino Baseball Field & Concession
Asbell Restrooms/Concessions
Wilson Park Pavilion
Gulley & Wilson Park - Trail Lighting
Sports Park Development
Youth Center Expansion
65,000 67,000 70,000 72,000 74,000 348,000
65,000 67,000 70,000 72,000 74,000 348,000
18,300 18,300 36,600
16,000 16,000
127,000 111,000
27,000 27,000
41,400 10,200 45,200 75,000 171,800
18,000 16,000
84,300 84,300
149,500 95,800 245,300
84,000 84,000
73,000 73.000
8,000 101,000 107,000
154,000 10,000 164,000
119,000 119,000
City of Fayetteville, Arkansas
1996 — 2000 Capital improvements Program
Comprehensive Detail
— — — — — —
Sou4ce/Drvisior Project 1998 1997 1998 1989 2000 Tdtel Request
Wilson Park Tot Playground Replacement 44 000 44.000
Greathouse Park Bridge 76000 76,00
Lake Fayetteville North Softball Complex 102 ODD 102000
Gulley Park Basketball Court 20,000 20,000
WaJKer Park - Trail 94,000 94,000
Playground Equip — Holcombe & Vandergrtf 100,000 400.000
' ParKs Maintenance Complex 284.000 284,000
231,700 346,300 352,000 372 - 000 875,000 1,977.000
Bridge and Drainage Improvements
Engineering Drainage Study and Master Plan 100,000 200.000 200.000 500.000
•Steele Property Bridge — Cost Sharing 368,000 368,000
Cenlerbrook Drainage Improvements 265.000 265 000
Shenandoah Mobile Home Park Drainage Imo 436000 436 000
Clew Creek Bridge Improvements 83.000 83 000
Double Springs Road Bridge Replacement 113 000 113 000
Lake Sequoyah Bridge improvements 170000 470.000
Other Bridge Improvements 450.000 _200,000 _ 350.000
- 100,000 1.152,000 113,000 520,000 400.0 a 2,285.000_
In —House Street mprovements
Street Pavement Improvements _636,000 658.600 679,300 701,100 733.000 3,408000
636.000 658_600 _679,300 701,100 733.000 _ 3408000
Street lm movements
Engineering Hwy. 2115 R.O.W. - Hwy. 16 to Hwy 45 575.000 675.000
/Street The Cliffs — Cost Sharing 245000 245.000
Street Right of Way Acquisition 10000 10000 100,000 250000 325300 875000
Street mprovements — Cost Sharing 40,000 40,00 40,000 10000 100.000 32000
Salem Road Area Traffic Improvements 500,000 500 000
Joyce Blvd — Old Missouri to Hwy. 265 300,00 800.00 1 4 00,000
24th Street mprovemerts 737,00 737,000
Intersection Improvements 50.000 50,000 50,000 100,00 150,000 400,00
Sidewalklmproveme'ds 85.000 90.00 95,50 125,00 150,00 545.500
6th Street Extension to East Huntsvi le Road 3C,00 248.00 278000
Hwy 180 R.O W. — Hwy 71 to Gregg 290.000 290,00
Township/College Intersection 208,00 208000
Maple Street Improvements 400,00 400.000
Old Missouri Road - Old Wire to Joyce 191.000 1,987000 2.178.000
Gregg Ave - Hwy 71 to Mud C•eeK Bridge 318,00 318,00
Drake Street Extension from Quail Creek to Gregg 1,010,000 1.01 C 000
Sunbndge Extensior from Villa to North College 379.00 379,00
Frontage and Zion Road Intersection 256.000 256.000
Harold St. Improvements - Stubblefield to College 570,000 570.000
McCollum Road Improvements 184.000 184.000
Old Missouri Road / Zion Road Intersection -- 424 00 424000
2 752.000 2226,000 2 439.500 - 3 132,000 1 333.000 14 ,892,500
Transportation Improvements
Traffic MUTCD Sign Machine Material 21,200 21.200
94 Street Marke• Upgrade 15.900 15.900
Dickson Street Traffic Signal System Upgrade 37,10 37,100
Traffic S gnal Improvements 72.00 __ 76,40 _81.00 90,000 100,000 419.400
146,200 76400 8'.00 90,00 100.00 _ 493.600
Water & Sewer mprovements
Water/Sewer & Sanitary Sewer Rehabilitation 93300 4.236,000 2.000.000 1,000000 1.000000 6,169 000
Engineering W& S Improvements — Defined By Study 635000 250000 250.000 825.000 2,250.000 4.210 000
Water & Sewer Cost Sharing 80,000 80,000 80,000 100,000 125,000 465,000
Lake Fayetteville Dam - Moriorirg Welis 72,00 72000
Fox Hunter Road Sewer Transmission L.ne 252,0C 252.000
Highway 18 West Sewer Force Main 600,0C 600000
Township — WIS Relocations 143,000 _ 143 00
2.572,0O 1700.000 2330,000 1.925,000 3.375.000 14.9.7.000
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City of Fayetteville, Arkansas
1995 - 2000 Capital Improvements Program
Comprehensive Detail
Source/Division Project 1998 1997 1998 1999 2000 Total Request
Solid Waste Improvements
Solid Waste •Transfer Station/Materials Recovery Facility 424,000
Materials Recovery Facility — Baler 108,000
Dumpater Leese Program 106,000
Drop—off Recycling Stations 32,000
Compostlng Site
Compost Screener
Materials Recovery Facility — Picking Line
668,000
Other Capital Improvements
Building Maint. Building Improvements 75,000
Downtown Square Electrical Upgrade 50,000
Data Process. AS/400 Disk Storage Upgrade 25,000
AS/400 Printer Replacements 31,800
Geographic Information System 99,000
Microcomputer Replacements 25,000
GIS UNIX Computer System 40,000
Document Imaging System 40,000
Inspections Automated Inspection Request System
Lakes Lake Fayeaeville/Sequoyah Improvements 10,000
395.800
Total Sales Tax Capital Improvements Fund Projects
Shop Fund
Vehicles & Equipment
Fleet Opers. Replacement — Police/Passenger Vehicles
Replacement — Light/Medium Utility Veh.
Replacement — Medium/Heavy Duty Utility Veh.
Replacement — Tractoro/Mowers
Replacement — Backhoes/Loaders
Replacement — Other Vehicles & Equipment
Replacement — Construction Equipment
Replacement — Sanitation Veh. & Equipment
Expansion — Police/Passenger Vehicles
Expansion — Shop Equipment
Expansion — Ught/Medium Utility Vehicles
Expansion — Medium/Heavy Duty Utility Vehicles
Expansion — Construction Equipment
Expansion — Sanitation Vehicles & Equipment
Expansion — Other Vehicles & Equipment
Expansion — Maintenance/Operations Center
Total Shop Fund Projects
Water & Sewer Fund
Wastewater Treatment Improvements
WW.T.P. Safety Equipment Improvements
Replace Bar Screen
UVMS Spectrophotometer
Plant Pumps and Equipment
Testing Equipment
Computer System Upgrade/Maintenance
Upgrade/Replace Lift Stations
SMS Access Road Improvements
422,000
108,000 212,000
90,000 80,000 70,000 60,000 406,000
23,000 55,000
90,000 90,000
60,000 60,000
168,000 168,000
203_000 140,000 238,000 166,000 1,415,000
50,000 20,000 50,000 50,000 245,000
50,000
50,000 50,000 125.000
15,000 59,600 25,000 131,400
102,000 105,000 111,000 117,000 534,000
25,000 25,000 25,000 25,000 125,000
56,500 06,500
80,000 100,000
42,500 42,500
11,000 12,000 13,000 46,000
263_000 259,600 279,500 297,500 1,495,400
8,220700 7,336,300 7,117,400 7,577,600 7,763,500 38,015,500
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192,000 192,000 231,000 231,000 270,000 1,116,000
278,300 291,000 116,000 253,000 209,000 1,147,300
166,000 168,000 280,000 89,000 174,000 857,000
34,000 89,000 109,000 171.000 59,000 462,000
93,000 111,000 47,000 93,000 344,000
28,500 54,000 166,000 23,000 23,000 294,500
147,000 96,000 128,000 371,000
67,000 528,000 268,000 863,000
19,000 19,000 19,000 57,000
29,000 14,000 43,000
36,900 19,000 55,900
56,000 125,000 181,000
15,000 15,000
146,500 223,000 147,000 196,000 150,000 862,500
125,000 98,000 125,000 125,000 152,000 625,000
199,200 199,200
1,565,400 1,374,000 1,415,000 1,709,000 1,430,000 7,493,400
1,565,400 1,374,000 1,415,000 1.709,000 1,430,000 7,493,400
1
6,000 6,000 6,000 6,000 6,000 30,000
95,000 95,000
15,000 15,000
108,000 108,000 108,000 108,000 108,000 540,000
5,500 5,500 5,500 5,500 5,500 27,500
5,500 5,500 5,500 5,500 5,500 27,500
50,000 50,000 50,000 50,000 50,000 250,000
5,000 5,000 5,000 5,000 5,000 25,000
290,000 180,000 180,000 180,000 180,000 1,010,000
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City of Fayetteville. Arkansas
1998 — 2000 Capital Improvements Program
Comprehensive Detail
Souroe/Drvision Project - — 1998 - 1997 1998 1999 2000 'otal Request
Water 8. Sewer Improvements
Water/Sewer & Roiling Hills Water Replacements 100.000 200 000 300 000
Engineering Old Wre Road 2 114Water L ne Repiacement 120 000 4 20.000
White River Water Authority — Acquisitor 300000 300.000
White River Water Authority — Improvements 730.000 700000
Sewer Improvements — Defined By Study 250,000 425,000 600,00C 850.000 2.125.000
Walter & Sewer Cost Shanrg 50.000 50,000 80.000 80.000 260 00060
Shenandoah Mobile Home Park Water Line Repl. 168,600 168.0
Hyland Park Water Tank 715,000 715.000
Highway 16 East — Water System Improvemerts 689,000 689.000
Double Springs Bridge - Water Relocations 54 .000 51 000
Babe Ruth Park Water Line Replacements 58,400 58 400
East Ridgeway - Water Lire Extensior 300.000 300 000
Oklahoma Way Sewer amine Replacement 164.000 164000
,220,000 '.383,600 ,273.400 _,144,000 930300 5.951.000
Water Meters b Backflow Prevention Assemblies
WIS Services Water Meters 108,000 127,000 130,000 155,000 164,000 690.000
BacK6ow Prevention Assemblies _ 20,000 10,500 11.500 12,000 12.500 66,500
128,000 137.500 147,500 167,000 176.500 756,500
Total Water & Sewer Fund Projects 1,638000 1.701100 1,600900 1.401000 1,286500 .7l7 500
Community Development Block Grant Fund
' Corr munity Development Improvements
C.D Housing Rehabilitation 300000 300.000 300,000 300000 300.000 1.500.000
ParKs & Recreation 25,000 25,000 25,000 25,000 25.000 125 000
Target Area Streel Improvements 400.000 100,000 100,000 100000 400,000 _ 500,000
Total Cowwun ty Development Block Grant Fund Projects - 425,000 - 425.000 425,000 425.000 425,000 2125,000
Off -Street Parking Fund
Off - Street Parking Improvements Engineering Parking Deck Rehabs Ireton 40.000 30.000 30.000 30,000 _ _ 30.000 _ 160.000
"olal Off -Street C,.nd Projects 40000 - 30000 - 30000 30.000 30,000 160,000
Sohd Waste Fund
Solid Waste Improvements
Solid Waste Other Solid Waste Equipment 43,000 15,000 15,000 15.000 15,0013 103 000
Com•rercial Cad Program 32.000 27,000 23,000 19.000 16,000 _ 1' 7 000
Total Solid Waste Fund Projects 75.000 42.000 38.000 34,000 = 31.000 220000
Projects By Fund - All Sources
Airport Fund
621,000
694,000
569,000
407.000
100,000
2,391.000
Sales Tax Capital lmorovemenls Fund
8.22C 700
7,336300
7.117400
7.577,600
?763.500
38,015.500
Shop Fund
1.585400
1,374000
1.415000
1.709.000
1.430.000
7,493.400
Water & Sewer Fund
1,538000
1704.100
1.600900
1,491000
1.288 500
7,717,500
Community Dev. Block Grant Fund
425.000
425.000
425.000
425,000
425.000
2.125000
Of - Street Parking Fu -d
40.000
30.000
30 000
30.000
30.000
160,000
Solid Waste Fund
75,000
42.000
38000
34.000
_ 31,000
-22C,000
$12.585,100$11
602,400$
14 195300$
11,673,600$
11,066,000$
58.122 400
• Changes made to the proposed CIP nclude movingthe $366,000 budgeted in 1996for the Steele Property Bridge —Cost Sharing
Dro,ectto 1997 and eliminating the$424.000 budgeted in 1996 for the Transfer Statior/Materials Recovery Facilly Project, due to
the City Council fLncing the project in 1995.
191
City of Fayetteville, Arkansas
Capital Budget
Fund / Program / Category Project #
Off —Street Parking Fund (2130)
9130 Off —Street Parking Expense
Community Development Block Grant Fund (2180)
4990 Community Development Capital N/A
N/A
N/A
Sales Tax Capital Improvements Fund (4470)
Fire Safety Improvements
Police Safety Improvements
Library Book Purchases
Parks and Recreation Improvements
Bridge and Drainage Improvements
In —House Street Improvements
Street Improvements
Parking Deck Rehabilitation
Housing Rehabilitation
Parks & Recreation
Target Area Street Improvements
Fire Apparatus — Replacement / Expansion
Remodel Existing Fire Stations
Bar Code System — Evidence/Property Room
Computerized Police Mugshots
Covert Surveillance Equipment
PC/Terminal Upgrade — Replacements
Police Emergency Generator
Police HVAC Replacement
Radio System Upgrade
Speed Measuring Devices
Uninterruptible Power Supply — Replacement
Gulley Park — Parking Lot
Gulley Park Purchase
Lake Fayetteville South Restrooms/Parking
Park Entrance Gates & Signs
Wilson Park Aquatic Facility Repairs
Wilson Park Swimming Pool Service Drive
Drainage Study and Master Plan
Pavement Improvements
24th Street Improvements
6th Street Extension to East Huntsville Road
Hwy. 265 R.O.W. — Hwy. 16 to Hwy. 45
Intersection Improvements
Joyce Blvd. — Old Missouri to Hwy. 265
Salem Road Area Traffic Improvements
Sidewalk Improvements
Street Improvements — Cost Sharing
Street Right of Way Acquisition
The Cliffs — Cost Sharing
Cliffs — Fourth Street — Boulevard
$ 40.000
40.000
City of Fayettevi:le, Arkansas
Capital Budget
Fund Program / Category _ Project # _ project Title 1996 Budget
Transportation Improvements 96003 9' Street Marker Upgrade 15,900
96014 Dickson Street Traffic Signal System Upgrade 37,10C
96002 MUTCD Sign Machine Material 2.200
96009 Traffic SignaImprovements 72,000
146100
Water and Sewer Improvements 96037 Fox Hurter Road Sewer Transmission Line 252,000
96048 Highway 16 West Sewer Force Main 6004100
' 96036 1 aKe Fayetteville Dam — Monitoring Wells 72.000
96012 Sanitary Sewer Rehabilitation 933.000
96040 W & S Improvements — Defined By Study 635,0OC
96(135 Water & Sewer Cost Sharing _ 80,000
_2.572.^.rCl2
Solid Waste Inprovemen:s 96049 Drop—off Recycling Stations 32.300
96050 Dumpster Lease Program 106.000
96026 Materials Recovery Facility — Baler _ 106.001)
244.000
Other Capita: Improvements 96010 AS/400 Disk Storage Upgrade 25.000
96017 AS/400 Printer Replacements 31.800
96028 Building Improvements 75,030
96016 Document Imaging System 40,000
96C15
Downtown Square Electrical Upgrade 50.000
92008 Geographic Information System 99,000
96024 GIS UNIX Computer System 40,000
96030 Lake Fayetteville'Sequoyah Improvements 10,310
96007 Microcomputer Replacements 25,000
96084 Tree Planting Program 50,000
445$00
Water & Sewer Fund 5400)
1820 Meter Operations 96065 Water Meters :08,30C
108,)00
1830 Meter Maim. & Backflow Prevention, 96051 Backflow Prevention Assemblies 20.000
--20.000
5600 Capital Water Mains 95038 Rolling Hills Water Replacements 100.0(10
96054 Old Wire Road 2 114" Water Line Repiacemcnt 120.000
96055 While River Water Authority — Acquisition 300.000
96056 White River Water Authority — Improvements 730,000
1.220.000
.5.800 W W7P Capital 96057 Safety Equipment Improvements 6.000
96059 Replace Bar Screen 95.000
96058 UV/VIS Spectrophotometer 15.000
96045 Plant Pumps and Equipment 108.000
96038 Testing Equipment 5.5(X)
96061 Computer System Upgrade/Maintenance 5,50(1
96039 Upgrade/Replace Lift Stations 50.000
96053 SMS Access Road Improvements 5 p00
290.000
' 193
City of Fayetteville, Arkansas
Capital Budget
Fund / Program / Category Project #
Solid Waste Fund (5500)
5060 Recycling
Airport Fund (5550)
3960 Airport Capital
Shop Fund (9700)
1920 Fleet Operations Capital
N/A
N/A
Title
Other Solid Waste Equipment
Commercial Cart Program
1996 Budget '
43,000
32,000
75,000
96067 Federal Grant Matches 100X)00
N/A Professional Services 40,000
95047 Pavement Maintenance 63,000
96064 T —Hangar Unit 200,000
96062 Airfield Marking 51,000
96066 Sewer Lift Station/East Side 82,000
96063 Aircraft Self —Fueling Facility 85,000
621,000
96074 Replacement — Police/Passenger Vehicles 192,000
96069 Replacement — Light/Medium Utility Veh. 278300
96078 Replacement — Medium/Heavy Duty Utility Veh. 166,000
96071 Replacement — Tractors/Mowers 78,100
96073 Replacement — Backhoes/Loaders 93,000
96077 Replacement — Other Vehicles & Equipment 28,500
96079 Replacement — Construction Equipment 147.000
96072 Expansion — Police/Passenger Vehicles 19,000
96068 Expansion — Shop Equipment 29,000
96076 Expansion — Light/Medium Utility Vehicles 36,900
96081 Expansion — Medium/Heavy Duty Utility Vehicles 56,000
96075 Expansion — Construction Equipment 15,000
96080 Expansion — Sanitation Vehicles & Equipment 146.500
96070 Expansion — Other Vehicles & Equipment 207,000
91009 Expansion — Maintenance/Operations Center 199200 '
1.691,500
Total Capital Improvements Program — 1996 Projects
5 12,387,200
194
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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 he recommended. The basis for this policy is that the City has maintained a
' commitment to infrastructure improvement and maintenance. The City also considers the cost versus
the benefits of debt financing. A recommendation is made only when the benefits outweigh the costs.
The City's debt policy also states that 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.
' Like most municipalities, the City of Fayetteville borrows funds through tax exempt municipal bonds.
If the improvements serve the entire area (not just Fayetteville residents), the City may issue 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.
Existing debt service requires resources from both general governmental resources and enterprise fund
' resources.
Bond Ratings
The City's debt policy says that the communications will be maintained with the bond rating agencies
and that the City will continue to strive for improvements in the City's bond rating. Such
' communications are vitally important due to the fact that, generally speaking, the higher rating a city
has, the lower the interest rate that must be paid. As such, the City will periodically confer with the
rating agencies to update them on the financial status of the City.
The two major investment services for bond ratings are Standard & Poor's Corporation and Moody's
Investor Service. The following schedule briefly describes the ratings provided by the respective
agencies for municipal bonds.
Moody's and Standard & Poor's Credit Ratings for Municipal Bonds
Rates Description
Moody s Standard & Poor's
Aaa AAA Best quality, extremely strong capacity to pay
principal and interest.
Aa AA High quality, very strong capacity to pay
' principal and interest.
A-1 A Upper medium quality, and strong capacity
A to pay principal and interest.
' Baa-1 BBB Medium grade quality, adequate capacity
& Baa to pay principal and interest.
Ba and BB and Speculative quality, low capacity
lower lower to pay principal and interest.
' 195
I
Description of Outstanding Bonds
Le;,I1[II7 ., t ., ifl
Sales Tax Capital Improvements, Series 1986: The bonds are special obligations of the City payable
solely from twenty percent (20%) of the amounts received by the City from its portion of a one percent
(1 %) local sales tax levied by Washington County, Arkansas. The proceeds of the bonds, together
with funds contributed by the University of Arkansas, were used to pay costs of acquiring,
constructing, and equipping the Walton Performing Arts Center. The bonds are insured by Financial
Guaranty Insurance Corporation and are rated "Aaa" by Moody's and "AAA" by Standard and Poor's.
The original issue amount was $3,770,000. (Note: In 1996, the City will explore the possibility of
refunding those bonds to achieve debt service savings.)
ltZ3R3i1t24f:.,
Water & Sewer System Refunding and Improvement, Series 1992: The bonds are payable solely
from the net revenues derived from the operation of Fayetteville's water and sewer system. The
proceeds of the bonds were used to refund Series 1985 water and sewer system bonds and to finance
the construction of 42 -inch and 36 -inch water mains from the Beaver Water District Treatment Plant
at Lowell, Arkansas to the northern part of the City. The new line runs parallel to an existing 36 -inch
transmission line constructed in 1970. The bonds are rated "A" by both Moody's and Standard and
Poor's. The original issue amount was $10,000,000.
Water & Sewer System, Series 1994: The bonds are payable solely from the net revenues derived
from the operation of Fayetteville's water and sewer system. The bonds were issued on parity with
the Series 1992 water and sewer system bonds. The proceeds of the bonds are being used to continue
work financed by the 1992 bonds. This includes: (a) construction of two six (6) million gallon water
storage tanks; (b) construction of a water connection from the two six (6) million gallon water storage
tanks to an existing 24 -inch water main in southwest Fayetteville; and (c) construction of a 36 -inch
water transmission main and 12 -inch distribution main in west Fayetteville. The bonds are rated "A"
by both Moody's and Standard and Poor's. The original issue amount was $5,500,000.
Hotel & Restaurant Gross Receipts Tax Refunding, Series 1995: The bonds are special obligations
of the City payable from: (a) amounts received by the City from a 1 % Hotel & Restaurant Gross
Receipts tax; (b) certain State turnback revenues received; and (c) revenues from a lease agreement
between the City and University of Arkansas. The proceeds of the bonds were used to refund Series
1979 Continuing Education Center revenue bonds, which financed the construction, acquisition, and
equipping of a site for a convention center in downtown Fayetteville. The bonds are unrated. As a
result of the refunding, the City has a projected net value savings of approximately $324,000 over the
remaining life of the bonds. The original issue amount was $2,675,000.
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C
City of Fayetteville, Arkansas
Bonds Outstanding
December 31. 1995
Outstanding
Bond
Due
Interest
Description _ _
Issue
Dates
Rates
Amount
General Obligation Bonds
Sales Tax Capital Improvements — WAC
1986
1996-2007
6.15-7.10%
$
3,075.000
Revenue Bonds
Water & Sewer System Refunding
and Improvement
1992
1996-2012
4.15-6.154
9,135,000
Water & Sewer System
1994
1996-2012
4.45-6.009
5,185,000
Hotel & Restaurant Gross Receipts
Tax Refunding
1995
1996-2004
4.25-5.254
2,675,000
16,995,000
$ *
20,070000
1996 Debt Service Payment Schedule
Bond
Description
Issue
Principal
Interest _
Total
General Obligation Bonds
Sales Tax Capital Improvements — WAC
1986 $
135,000 $
212,416
$
347,416
Revenue Bonds
Water & Sewer System Refunding
and Improvement
1992
310,000
513.862
823,862
Water & Sewer System
1994
290,000
283,463
573,463
Hotel & Restaurant Gross Receipts
Tax Refunding
1995
245,000
143,079
388.079
845.000
940,404
1,785,404
Total Debt Service Payments
$
980.000 $
_1,152,820$
•
2,132,820
o Boatmen's Bank, acting as trustee on the Northwest Arkansas Resource RecoveryAuthority Bonds,
bas filed a lawsuit against the City in US District Court in Fayetteville. The remaining principal on the
bonds is $19,550,000. The ultimate outcome and the City's financial obligation, if any, cannot he
determined at this time.
Northwest Arkansas Resource Recovery
Authority 1985 1996-2013 6.15-7.125% $ 19,550,000
197
City of Fayetteville, Arkansas
Computation of Legal Debt Margin
December 31, 1995
I
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.
1995 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
100
80
60
40
20
a
1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995
Net Bonded Debt „,', Debt Limit
$ 3,075,000
837,960
$ 441,868,072 *
88,373,614
2,237,040
$ 86,136,574
Debt Applicable to Debt Limit 1984 — 1995
Enterprise Fund Debt (Revenue Bond Debt)
Enterprise fund debt is established by the cash flow for each enterprise fund. For example, Water &
Sewer Fund must be able to generate sufficient cash flows to meet normal operating and capital as well as
provide sufficient resources to meet the annual debt service requirements. Prior to issuing enterprise
fund bonds, an analysis of current revenues and expenses is conducted to determine the revenues required
to support a bond issue.
Note: The assessed value does not include City utilities.
198
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City of Fayetteville
Organizational Chart
Citizens
o:
Favettev'Le
COy Alimoy City Clerk'Tmsurer Mayor — City Coumi
—Prosecutor —Anpo„
—Cable Admmattatma
Muatrpal Judge — —
—
Pollee pQe. PuNc Wash
Admmmmliae Set
-Commmtattom-Lpmmrin
-Aammlmp A Audit
Inspections
-Anaaal Scnrea
Pads & Recreation
-Budget@Research
-Pmoaing
-Build np Maintenance
-Sabi Waste
'- Community Detdopmmt
-Street
Data Pruceasmp
-Traffic
-fleet Mamteamcc
-Wastewater Treatment
t Muoctpal Court
-Water & Sever
rPertomel
-Purchasmp
-Water & Sewcr Scares
199
Officials of the City of Fayetteville, Arkansas
Fred Hanna Mayor
Stephen Miller
Ward 1,
Position
I
Kit Williams
Ward 1,
Position
2
Cyrus Young
Ward 2,
Position
1
Woody Bassett
Ward 2,
Position
2
Steve Parker
Ward 3,
Position
1
Jimmy Hill
Ward 3,
Position
2
Len Schaper
Ward 4,
Position
I
Heather Daniel
Ward 4,
Position
2
Jerry Rose City Attorney
Traci Paul City Clerk/Treasurer
Rudy Moore Municipal Judge
Kevin Crosson Public Works Director
Mickey Jackson Fire Chief
Ben Mayes Administrative Services Director
Phyllis Rice Assistant to the Mayor
Richard Watson Police Chief
Accounting Manager
Marilyn Cramer
Environmental Affairs Admin.
Cheryl Zotti
Airport Manager
Dale Frederick
Facilities Superintendent
Harold Dahlinger
Animal Services Director
Olivia Horn
Fleet Maint. Superintendent
William Oestreich
Asst. to the Admin. Ser. Dir.
Brian Swain
Inspections Director
Bert Rakes
Asst. Public Works Director
Charles Venable
Internal Auditor/Grant Acct.
Yolanda Fields
Budget Coordinator
Steve Davis
Municipal Court Head Clerk
Dena Stockalper
Cable Administrator
Marvin Hilton
Parks & Recreation Director
Dale Clark
City Engineer
Don Bunn
Personnel Director
Don Bailey
City Planner
Alett Little
Purchasing Officer
Peggy Bates
City Prosecutor
Casey Jones
Street Superintendent
Randy Allen
Communications Supervisor
Kathy Stocker
Traffic Superintendent
Perry Franklin
Community Dev. Director
Jan Simco
Water & Sewer Service Supt.
Sharon Crosson
Data Processing Manager
Scott Huddleston
Water & Sewer Maint. Supt.
David Jurgens
111
City of Fayetteville, Arkansas
Personnel Summary
Full Time Equivalent Basis
1993
1994
1995
1996
Department
Employees
Employees
Employees
Employees
General Government
30.20
31.20
31.70
33.32
Administrative Services
7850
86.80
89.80
94.80
Police
94.00
105.13
111.13
118.13
Fire
63.00
66.00
69.00
73.00
Public Works
148.90
156.83
173.63 *
184.71
Total
41460
445.96
475.26
503.96
• NOTF: Council approved two additional employees for the Planning Division, two additional employees fcr the
Engineering Division. and two additional employees for the City Gardener Program during 1995
Personnel Summary
by Year
1991 1995 1996
Year
Total Employees
Total Employees by Dept
Full Time Equivalent Basis
150 -
1
201
CITY OF FAYETTEVILLE
PERSONNEL VARIATION SUMMARY
Division
Additions Deletions
Community Development
1.00
Community Center Director'
Police
5.00
Police Officers'
1.00
Civilian Jailers'
1.00
Police Clerk/Calltaker'
Fire
4.00
Firefighters'
Engineering
1.00
Trails/Sidewalk Coordinator'
Data Processing
1.00
GIS Coordinators
Parks & Recreation
1.00
Athletic Field Crew Leader'
0.83
Summer Groundskeepers'
Planning
0.50
Landscape Architect Intern'
1.00
Development Coordinator'
Inspections
0.25
Microfilm/File Clerk'
0.50
Codes Enforcement Inspector'
Cable Administration
2.12
Part -Time Production Assistants' 1.0 Lead Production Technician'
0.50
Cable Administrator'
Street
2.00
Maintenance Worker III10
Water & Sewer Services
1.00
Meter Reader"
1.00
Water Service Representative"
Water & Sewer Maintenance
1.00
Public Works Crew Leader"
1.00
Maintenance Worker IV'2
1.00
Maintenance Worker III12
Vehicle Maintenance
1.00
Equipment Maintenance Worker I"
Solid Waste
1.00
Solid Waste Truck Drivers14
Total Additions 29.70
Total Deletions 1.00
Net Additions 28.70
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202
Notes to the Personnel Variation Summary
1) A Community Center Director was added to manage the Yvonne Richardson Community Center. The position is
funded in the Community Development Fund.
2) The addition of five Police Officers and four Fire Fighters is part of an ongoing plan to maintain adequate staffing
levels in the Police and Fire Departments. These positions are funded by the General Fund
' 3) One additional Civilian Jailer was added due to increased prisoner traffic at the city jail. One additional Police
Clerk/Calltaker was added to assist Central Dispatch in operations. These positions are funded by the General Fund.
' 4) A Trails/Sidewalk Coordinator was added to the Engineering Division to coordinate trails/sidewalk improvements in
the City. This position is funded by the Genera: fund.
' 5) A GIS Coordinator was added to the Data Processing Division to assist in implementing GIS software. The position
is responsible for developing the software and hardware specifications for GIS software and coordinating the software
adaption for use by user divisions that include Engineering. Planting, Parks, Water & Sewer Maintenance. Street,
and Traffic Divisions as well as assisting in developing applications for Police and Fire Departments. This position
is funded in General Fund.
6) An Athletic Field Crew Leader was added to provide increased supervision of athletic field maintenance due to the
' expansion of baseball fields at Walker Park. soccer fields at Lewis Avenue Park and softball fields at Holcombe
School. Additionally, funding for summer groundskeepers has been increased to provide for an additional month and
increase the pay rate to be more competitive with other businesses for summer workers. This position and increased
pay for summer workers are funded in the General Fund.
7) A Development Coordinator was added to the Planning Division to provide coordination of the development review
process between Engineering, Planning, Landscape Administrator. Traffic, Street and Inspection Divisions. A part-
' time Landscape Architect Intern position was added to the Planning Division. This position will assist with the by
providing staff support in the daily operation of the Planning Division. These positions are funded by the General
Fund.
8) A part-time Microfilm/Filing Clerk was added to the Inspection Division. The City maintains a microfilm copy of
building plans submitted. This position will enable the Division to stay more current in microfilming building plans.
A part-time Codes Enforcement Inspector was added to concentrate on the enforcement of codes. These positions are
' funded in General Fund.
9) Cable Administrator increased from .5 to 1.0. Part-time production assistants were previously paid under contract.
' There is no additional cost as a result of these changes. These positions are funded in General Fund.
10) Two Maintenance Worker III's were added in the Street Division These positions will supplement the City's In-house
Pavement Improvement Project as well as assist with the Street Division's routine maintenance functions. These
positions are funded in the Street Fund.
11) A Meter Reader and a Water Service Representative were added to the Water & Sewer Services Division to meet the
increased workload for meter turn on/off and meter reading.
12) A three employee maintenance crew was added to Water Maintenance Program. The crew consists of a Public Works
' Crew Leader, a Maintenance Worker IV and a Maintenance Worker III. The crew will primarily be utilized to make
street cut repairs caused by maintenance of the City's water and sewer lines. These positions are funded by the Water
& Sewer Fund.
I13) An Equipment Maintenance Worker was added to the Fleet Operations Division to enhance the preventative
maintenance programs. This position is funded by the Shop Fund.
' 14) A Solid Waste Truck Driver Position was added to the Solid Waste Division to assist with the additions: workload
caused by the growth in the number of commercial accounts serviced. This position is funded by the Solid Waste
Fund.
' 203
I
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 information such as 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.
City Sales Tax:
City sales tax revenue
has grown at an average
rate of 9.30% annually
since 1985 except for
1993. During 1993 the
City lost its city sales tax
for approximately 90 days
as a result of the Sales
Tax Lawsuit. City sales
tax revenue for 1996
represents approximately
a 3.5% growth in revenue
using estimated 1995 as
the base. The city sales
tax revenue is divided
between capital projects
(82%, Sales Tax Capital
Improvements Fund) and
discretionary purposes
(18%, General Fund).
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
11.3% annually from 1985
to 1995. Budgeted
county sales tax revenue
is projected to grow at 4%
over estimated 1995
revenue. The growth in
county sales tax is fueled
by the overall economic
growth occurring in the
Northwest Arkansas
region.
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
at 1995
Proj.19%
1965
1966
1967
1988
1989
1990
1991
1992
1993
994
Est1995
Proj.1996
Ati Ins of Dollar
2 4 6 8 10
3,347.445
3,974.548
4.273.444
4.339,019
7 '..-. 4,745,915
5.052.187
5.424350
�r1��Itle1 I�mr^•t"_
5)259,148
I
I
7,561.906
&775,aoO
1
Millions of Dollars
2 4 6 8 10
MEN2760.595
,�: 3.094603
111'3 3.194519
eti HEn
8e€+s€9sg�" 3301.645
3303,394
3.783344
4,161.112
iTii i§ �33_Saa'68'i
4.62&369
______
5,244450
_
5.704171
!±'.*==.-.-
a3ss.aoo
4474.000
204
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Major Revenue Sources, Continued
Hotel —Motel —Restaurant (HMR) Tax:
the City collects a 1%
Hotel —Motel —Restaurant
(HMR) tax for use by the
City's Advertising and
Promotion Commission.
On November 14, 1995,
voters approved an
additional 1% HMR tax to
be used for Parks and
Recreation needs. HMR
tax revenue has grown at
an average rate of 9%
per year since 1985 and
the projected revenue for
1996 is expected to
increase by 3.0% over the
1995 estimated revenue.
The increase in HMR tax
is attributed by the
increase of restaurants in
Fayetteville.
Solid Waste Fees:
hou®eda of DoErs
300 SO 700
t
�... L..
w_.....
s,rt
IN City Advertising & Promotion M Parks & Recreation
Solid Waste fee revenue is
"' ° OO5of Dodo
based on level of
- _
customer service. The
_—
_.. .
revenue generated in
1993 is the first full of
1986
_ 71a
1.t464
year
,. :.
new adopted rates that
_
were placed into effect in
1987
.. _ m.__.
..:.'... 1.61516:
late 1992. Budgeted eted
lase
�
1.68C6Q
1996 revenue reflects a
projected increase in the
cl]
number of customers of
1c
approximately 1.7% over
'�
the number of customers
t a
znam;
in 1995.
99l
n=
z'`
zmz346
:_
1993
'"..
..� g=`a:� �. — rm sa.€•
0
,.�• 2,84$:'13
..
1994
" A'� x
•.068.504
e -
3y "S- €
•. Ru:ye
Fsi
1991
3.16�.Q1(
v .... ..
Pro+
1996
=c
1.:.15.000
x
205
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Major Revenue Sources, Continued
Water Sales:
Millions
Water sales revenue is
based on metered 2 4 6 a o 12
customer usage of water 1985 W$5D, '
and is one of the primary
sources of revenue for the 1985 -# 781$987
Water & Sewer Fund. 1987
The budgeted revenue 2.%Z279
for 1996 includes an 1988 rg µ, it , 3, ,618
increase in projected 1989 4.273.041
water usage of 5% over
estimated 1995 revenue. 1990 = 3 ? = 4,822.873
1991 p x�lal��il ^ s4. R3y_' �'3n 6.12$827
1992 6,ss7043
7i844
�n
1994 &���. mad, 1� t»:�q
E E a xusl r yin iwxlyws— xg [Ki $61$486
Est 1995 !'E' C.. £2xasrexa:aEg§..§g ._.-.
r ��5 _' �-. 9.102.00D
PI 1996 5,'1••k °��z�. E₹ r `a�m nU d@sse9365.sm
x
Sewer Charges:
Sewer service charge °'i°1�°IDoua*
2 4 6 8 10 12
revenue is based on
metered customer usage 1983 H111 3,05;589
of water and is one of the
primary sources of 1986 7647814
revenue for the Water & 1987 . = 3,967279
Sewer Fund. The
1988 .. a£il y`'r. 4.294.736
budgeted revenue for .: tf
1996 includes an 1989 a ga&'rF""l 4,764,163 '
increase in projected
��.., 9.464.491
usage of 2.5%. 990 a R �__ at_
C) _
1991 as wi a $s�-�g[e �iYe€ a 5,735.310
F
sW5 •`� -si 43Y Y:tl C9�L'ri£IT
1992 �� t :��&�YF��-��P� 6.977.658
1993 ' €y r n{_s x $697674 '
gg II
1994 r cel•9' le .1i'!''i�IIIN ��ll��¢x n_ -x ii di a°°ase` 7.375.557
EEL 1995 7
,565.WD
1 Pr9. 1996 :�'�0E&§ P e "� #,3 p y 7.734.000
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CITY OF FAYETTEVILLE, ARKANSAS
Miscellaneous Statistical Data
As of December 31, 1995
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
1996 Full —Time Equivalent Employees
Civil Service
Non —Civil Service
Total
August 23, 1870
Mayor/Council
43.38
BuildingPermits
Permits Issued
Estimated Cost
1986
279
$19,080,572
1987
275
$17,002,278
1988
278
$21,341,739
1989
238
$21,483,018
1990
298
$36,434,671
1991
353
$40,132,613
1992
473
$56,279,064
1993
651
$87,005,237
1994
709
$97,389,564
1995
670
$90,946,650
Unemployment
Rate
1989
3.7
1990
4.0
1991
3.9
1992
3.7
1993
3.0
1994
2.7
1995
2.4
0.64
238.20
498
370
14900
354.96
503.96
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CITY OF FAYETTEVILLE, ARKANSAS
Miscellaneous Statistical Data, Continued
As of December 31, 1995
Fire Protection:
Number of stations 5
Number of uniformed employees 72
Police Protection:
Number of stations 1
Number of uniformed employees 74
Recreation:
Number of parks 46
Number of playgrounds 30
Number of tennis courts:
Lighted 4
Unlighted 8
Number of basketball courts 46
Number of ball fields 36
Number of community centers 1 '
Number of swimming pools 2
Number of soccer fields 14
Number of volleyball courts 5
Number of recreational complexes 3
Acres:
Land 2,371
Water 739
Education:
Number of schools 14
Number of teachers (Full—time Equivalency) 496
Number of registered students 7,508
Municipal Water Plant:
Number of water meters 23,781
Beaver Water District pumping capacity 80 mgd
Pumping capacity to Fayetteville 25 mgd
Average daily consumption 11.9
Miles of water main 498
Number of fire hydrants 1,400
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.
' AD VALOREM. A basis for levy of taxes upon property based on value.
AGENCY FUND. A fund consisting of resources received and held by the governmental unit as an agent
' for others.
APPROPRIATION. An authorization granted by the hoard 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.
' BOND. A written promise to pay a specified sum of money. called the face value or principal amount,
at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a
' specified rate.
BOND DISCOUNT. The excess of the face value of a bond over the price for which it is acquired or
' sold.
BOND PREMIUM. The excess of the price at which a bond is acquired or sold over its face value.
BONDED DEBT. The portion of indebtedness represented by outstanding bonds.
BUDGET. A financial operating plan consisting of estimates of proposed expenditures for a given period
and the proposed means of financing them.
BUDGET CONTROL. The control or management of the approved Budget for the purpose of keeping
expenditures within the limitations of available appropriations and available revenues.
BUDGET DOCUMENT. The instrument used by the budget -making authority to present a comprehensive
financial program to the appropriating body.
BUDGET 1�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 BUDGET. This budget deals with large expenditures for capital items normally financed by
borrowing. Usually capital items have long-range returns, useful life spans, are relatively expensive, and
have physical presence such as buildings, roads, sewage systems, etc.
' CAPITAL IMPROVEMENT. Any property, asset, or improvement with an estimated value greater than
five hundred dollars. and estimated life or usefulness of one or more years, including land, interest therein
and including constructions, enlargements, and renovations.
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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 IMPROVEMENT PROGRAM. An approach or technique for identifying and forecasting
capital outlay decisions that a government expects to make over a five year period.
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.
CONTINGENCY FUND. Funds set aside for unforeseen expenses of uncertain amounts or funds set aside
for known expenses, such as salary increases, but uncertain amounts.
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.
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.
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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 (who is also the Director of General Government).
DEPRECIATION. Expiration in the service life of fixed assets, attributable to wear and tear,
deterioration, action of the physical elements, inadequacy, and obsolescence.
DESIGNATED FUND. Funds created to account for assets set aside for a specific purpose.
DIVISION. Divisions are the major functional sub -divisions and correspond roughly to the departmental
hierarchy formerly used by the City. Each Division has been assigned to one of the Departments according
to the type of activity it performs. For example, the Traffic Division is part of the Public Works
Department. In addition, each Division has developed a statement of Goals and Objectives and strategies
for obtaining them.
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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.
EXPENDITURE. Accounts which are kept on either the accrual basis or modified accrual basis of
accounting and designates the cost of goods delivered or services rendered, whether paid or unpaid.
including expenses and capital outlays.
EXPENSE.
Charges
incurred for operation, maintenance,
interest, and other charges that will benefit the
current year.
FIDUCIARY FUND. Any fund held by a governmental unit as an agent or trustee.
FISCAL 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.
FULL-TIME EQUIVALENT POSITION (FTE). A part-time position converted to the decimal
equivalent of a full-time position based on 2,080 hours per year. For example, a summer lifeguard
working for four months. or 690 hours, would be equivalent to .33 of a full-time position.
FUND. A fiscal and accounting entity with a self -balancing set of accounts recording cash and other
financial resources, together with all related liabilities and residual equities, or balances, and changes
therein, which are segregated for the purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions, or limitations.
FUND BALANCE. Fund equity available for appropriation.
FUND EQUITY. The excess of assets over liabilities. A portion of the equity may be reserved or
designated; the remainder is Fund Balance.
GENERAL FIXED ASSETS ACCOLWT 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,
such
as
police and fire services.
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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.
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. '
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. ,
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.
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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. Budget makers 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.
RESIDUAL EQUITY TRANSFERS. Additions to or deductions from the beginning fund balance of
governmental funds.
RETAINED EARNINGS. The accumulated earnings of an enterprise or internal service fund that have
been retained in the fund and that are not reserved for any specific purpose.
213
REVENUE. Additions to fund financial resources other than from interfund transfers and debt issue
proceeds.
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.
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 reserved for some future
use and which is available for further appropriation or expenditure.
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
1996 Capital Budgets ...............................................
192-194
Accounting and Audit ..................................................
89
Administrative Services Director...........................................87
Airport Fund:
Sources & Uses of Funds ........................................
.. 54
Revenue & Expenditure Summary ....................................
55
Airport - Landside Operations.............................................75
Airport - Airside Operations .................................
76
............
Airport - Capital ........ ........... ............... .................
77
Animal Control - Patrol/Emergency Response...................................101
Animal Control - Animal Shelter ....... ....... ....................
..... 102
Arts Center Bond Fund: Revenue & Expenditure Summary ..........................
44
Budget Flowchart ..... ....... ....... .................... .......
.. 19
Budget Process.....................................................17-18
Budget Resolution .... ...............................................
14
Budget and Research...................................................90
Budget Organizational Structure...........................................25
C.E.C. and Parking Facility Fund: Revenue & Expenditure Summary ...............
56
Cable Administration..................................................
72
Capital Improvement Policy..............................................22
Capital Improvement Program Directional Information ..........................180-184
Capital Improvement Projects by Fund - All Sources ..............................
186
Capital Improvements Program Comprehensive Detail ..........................188-191
CapitalImprovements Program Introduction ................................
.179
Central Dispatch ..... ....................... ........................
115
Chartof Fund Types - Governmental ... . ....... ............................
27
Chartof Fund Types - Proprietary & Fiduciary ..................... ........
... 29
City Advertising & Promotion Fund: Revenue & Expenditure Summary ........ ........
40
City Clerk/Treasurer...............................................
73
City Prosecutor ... ....... .................... 4 .................
4 ... 69
CityEngineering - Plans and Specifications .. ........... ......................
140
Cityof Fayetteville Organizational Chart ................... ..................
199
City Engineering - Public Construction . ....... ....... .......................
143
CityEngineering - Right of Way Acquisition....................................142
City Engineering - Operations & Administration .................................
141
City Council ........ .
City Attorney........................................................68
Combined Statement of Fund Position - Governmental (Shown by Department) ..... .......
28
Combined Statement of Fund Equity - Proprietary & Fiduciary (Shown by Department) .......
30
Community Overview ............................ ...................
15-16
Community Development Block Grant Program: Revenue & Expenditure Summary .....
.... 42
CommunityDevelopment - Administration.....................................103
CommunityDevelopment - Capital ........... .............................
106
Community Development - Housing Rehabilitation................................104
CommunityDevelopment - Home Grant.......................................105
215
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Consolidated Fund - Department - Program Summary .............................. 26 '
Data Processing...................................................... 97
DebtPolicy......................................................... 21
Debt Position ........................................................195
Department Overview:
General Government .............................................. 62
Administrative Services ............................................ 80
Police Department................................................112
Fire Department .................................................120 '
Public Works...................................................128
Description of Outstanding Bonds...........................................196
Administrative Procedures to Adjust the Approved Budget ......................... 23-24
Drug Enforcement Program: Revenue & Expenditure Summary ....................... 43
Expenditure Policy .................................................. 20-21
Financial Reporting Policy .......................................... . 22 '
Fire - Fire Prevention...................................................123
Fire Pension Fund: Revenue & Expenditure Summary ............................. 58
Fire - Operations...................................................... 124
Fire - Special Operations Teams ............................................ 126
Fire - Training & Continuing Education.......................................125
Fleet Operations - Vehicle Maintenance.......................................109
Fleet Operations - Capital ................................................ 110 I
General Fund:
Sources and Uses of Funds..........................................34.
Comparative Budget Summary ........................................ 35
Expenditure Summary ........................................... 36-37
General Maintenance................................................... 93
Glossary .......................................................209-214
HotCheck.......................................................... 70
Inspections ..........................................................145
Internal Audit ......... . 92 '
Investment and Cash Management Policy ..................................... 21
Janitorial........................................................... 94
Legal Debt Margin Calculation ............................... .. 198 '
List of Elected Officials, Administrative Officials, & Management Staff .................200
Major Revenue Sources .............................................. 204-206
Mayor's Administration .................................................'
Meter Maintenance & Backflow Prevention....................................108
Meter Operations ......................................................107
Miscellaneous Statistical Data..........................................207-208 ,
Miscellaneous Program.................................................74
Municipal Court - Criminal ............................................... 98
Municipal Court - Small Claims/Civil........................................100
Municipal Judge......................................................71
Municipal Court - Probation/Fine Collection....................................99
Municipal Judge Retirement Fund: Revenue & Expenditure Summary ................... 59 '
Off Street Parking Fund: Revenue & Expenditure Summary .........................41
Organizational Structure:
General Government..............................................61 '
216 ii
Administrative Services .....................................
79
Police Department ...............................................111
..
Fire Department ........................................
119
.......
Public Works...................................................127
Parks - Parks Maintenance ..............................................
151
Parks - Lake Maintenance .............................. ................
150
Parks - Library ............................................
..... 149
Parks - Administration................................................
. 146
Parks - Swimming Pool . ....... ............................ ..........
147
Parks - Athletic/Recreation Transfers ..................................
...... 148
Personnel - Human Resources ................................ ........
. .. 88
Personnel Summary:
General Government ..........................................
... 65
Administrative Services .................. ................ ......
85-86
Police Department ........................................
.... 114
Fire Department ...............................................
122
Public Works ................................................
136-138
Department Summary ..... ....... ....... .......................201
Personnel Variation Summary ......................................
202-203
Planning............................. . ..........................
...
144
Police-Patrol........................................................
Police Pension Fund: Revenue & Expenditure Summary . ............................
57
Police - Drug Enforcement...............................................118
Police - Support Services ....................................... .
116
........
Program Expenditure Summary:
General Government............................................63-64
Administrative Services ......................................
... 81-84
Police Department................................................113
Fire Department .................................................
121
Public Works .................. ....... .....................
129-135
Public Works Director Division: City Gardener ............. ....................
155
Public Works Director ..............................................
... 139
Purchasing Division: Procurement..........................................95
Purchasing Division: Risk Management ............................. ........
96
Replacement Fund: Revenue & Expenditure Summary ......... . .........
... 45
Reserve Policy ....... ........................ ......................
21
RevenuePolicy .............. ........................ ........
..... 20
Sales Tax Capital Improvements .................... .......................
187
Sales Tax Capital Improvements Fund:
Revenue & Expenditure Summary ....................................46
Capital Project Detail - 1996 .... . ....... ....... ..................
47-48
Schedule of Bonds Outstanding.............................................197
Sewer Mains Construction................................................170
Sewer - Sewer Main Maintenance..........................................165
Shop Fund: Revenue & Expenditure Summary ......................... ........
60
Solid Waste Fund:
Sources & Uses of Funds .............................
52
.............
Revenue & Expenditure Summary .....................................53
Solid Waste - Composting ...............................................
177
217
I
Solid Waste - Recycling ................................................. 176 '
Solid Waste - Commercial Collection ......................................... 174
Solid Waste - Residential Collection.........................................175
Solid Waste - Operation & Administration ..................................... 173
Source and Uses of Funds ............................................... 31
Street Fund:
Sources & Uses of Funds ........................................... 38
Revenue Sc Expenditure Summary ..................................... 39
Street - Street Maintenance ............................................... 158
Street - Right of Way Maintenance..........................................157
Street - Operations & Administration ......................................... 156
Street - Drainage Maintenance ............................................. 159
Street - Street Construction...............................................160
Summaryof Project Requests & Project Resources................................185
Traffic - Administration & Enforcement .................................. ... 152
Traffic - Engineering Sc Planning...........................................153
Traffic - Traffic Control & Parking Meter Maintenance ............................. 154
Transmittal Memo from the Mayor to Council ................................. 1-13
Utility Billing and Collection .............................................. 91
Wastewater Treatment Plant - Capital........................................171
Wastewater Treatment Plant .............................................. 166
Water Sc Sewer - Capital Expenditures........................................168
Water - Capital Water Mains..............................................167
Water & Sewer - Connections ............................................. 169
Water & Sewer Fund:
Sources Sc Uses of Funds ........................................... 50
Revenue Sc Expenditure Summary ..................................... 51
Water - Water Storage & Pump Maintenance ................ .. 164 '
.................
Water - Water Distribution Maintenance ................................ .. 163
Water - Water & Sewer Administration.......................................162
Water - Water Purchased ............................... ................ 161 '
Water and Sewer - Debt Service .. .. 172
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..n :.. n ...
....ate].'. ]..:.....
..
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1996
City of Fayetteville, Arkansas
Proposed
]
Annual Budget
and
Work Program ""
City of Fayetteville, Arkansas
Proposed
1996 Annual Budget
and
Work Program
City Council
Stephen Miller, Ward I - Position 1
Kit Williams, Ward 1 - Position 2
Cyrus Young, Ward 2 - Position I
Woody Bassett, Ward 2 - Position 2
Steve Parker, Ward 3 - Position I
Jimmy Hill, Ward 3 - Position 2
Len Schaper, Ward 4 - Position 1
Heather Daniel, Ward 4 - Position 2
Fred Hanna, Mayor
Ben Mayes, Administrative Services Director
Richard Watson, Police Chief
Mickey Jackson, Fire Chief
Kevin Crosson, Public Works Director
Stephen Davis, Budget Coordinator
Kevin Springer, Financial Analyst
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Fayetteville,
Arkansas
For the Fiscal Year Beginning
January 1, 1995
—-- Pmx7cct
President Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award of Distinguished Budget Presentation to the City of Fayetteville,
Arkansas for its annual budget for the fiscal year beginning January 1, 1995.
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 device.
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.
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.
City of Fayetteville, Arkansas
Table of Contents
Transmittal Memo from the Mayor to Council i-xiii
............................
Budget Process.................................................1-2
Budget Flowchart ................................................. 3
Financial Policies
Revenue Policy.............................................4
Expenditure Policy ......................................... 4-5
DebtPolicy ............................................... 5
Reserve Policy ............................................. 5
Investment and Cash Management Policy ............................ 5
Capital Improvement Policy.....................................6
Financial Reporting Policy.....................................6
Administrative Procedures to Adjust the Approved Budget .....................7-8
Budget Organizational Structure ........................................ 9
Consolidated Fund -Department -Program Chart ............................. 10
Chart of Fund Types - Governmental ................................... 11
Combined Statement of Fund Position - Governmental (Shown by Department) ........ 12
Chartof Fund Types - Proprietary & Fiduciary ............................. 13
Combined Statement of Fund Equity - Proprietary & Fiduciary (Shown by Department) . . 14
Source and Uses of Funds .......................................... 15
Governmental Funds
General Fund:
Sources and Uses of Funds ............................... 18
Comparative Budget Summary ............................. 19
Expenditure Summary ................................. 20-21
Special Revenue Funds
Street Fund:
Sources & Uses of Funds ................................. 22
Revenue & Expenditure Summary ........................... 23
City Advertising & Promotion Fund:
Revenue & Expenditure Summary ........................... 24
Off Street Parking Fund:
Revenue & Expenditure Summary ........................... 25
Community Development Block Grant Program:
Revenue & Expenditure Summary ........................... 26
Drug Law Enforcement Program:
Revenue & Expenditure Summary ........................... 27
Debt Service Funds
Arts Center Bond Fund:
Revenue & Expenditure Summary• ........................... 28
Capital Projects Funds
Replacement Fund:
Revenue & Expenditure Summary ........................... 29
Sales Tax Capital Improvements Fund:
Revenue & Expenditure Summary ........................... 30
Capital Project Detail - 1996 ............................3132
Enterprise Funds
Water & Sewer Fund.
Sources & Uses of Funds.................................34
Revenue & Expenditure Summary ....................... ... 35
Solid Waste Fund:
Sources & Uses of Funds .... ............................ 36
Revenue & Expenditure Summary ........................... 37
Airport Fund:
Sources & Uses of Funds.................................38
Revenue & Expenditure Summary ........................... 39
C.E.C. and Parking Facility Fund:
Revenue & Expenditure Summary ..................... ..... 40
Trust Funds
Police Pension Fund:
Revenue & Expenditure Summary ........................... 41
Fire Pension Fund:
Revenue & Expenditure Summary ........................... 42
Municipal Judge Retirement Fund•
Revenue & Expenditure Summary ........................... 43
Internal Service Funds
Shop Fund:
Revenue & Expenditure Summary ......... ................. 44
General Government:
Overview .................
Program Expenditure Summary ... .. .
Personnel Summary ...............
Administrative Services
Overview .... .
Program Expenditure Summary ..................................... 50-53
Personnel Summary ............................................. 54-55
Police Department:
Overview..................................................... 56
Program Expenditure Summary ....................................... 57
Personnel Summary ............................................... 58
Fire Department
Overview..................................................... 59
Program Expenditure Summary ....................................... 60
Personnel Summary ............................................... 61
Public Works
Overview .................. 62
........................... ........
Program Expenditure Summary ..................................... 63-68
Personnel Summary ............................................. 69-71
Capital Improvements Program Introduction .............................. 72
Capital Improvement Program Directional Information ..................... 73-77
Summaryof Project Requests & Project Resources .......................... 78
Capital Improvement Projects by Fund - All Sources ......................... 79
Sales Tax Capital Improvements - By Category ............................. 80
Capital Improvements Program Comprehensive Detail ...................... 81-84
1996 Capital Budgets ............................................ 85-87
DebtPosition ................................................. 88-89
Schedule of Bonds Outstanding.......................................9(J
Legal Debt Margin Calculation ....................................... 91
Cityof Fayetteville Organizational Chart ................................ 92
List of Elected Officials, Administrative Officials, & Management Staff ............ 93
Personnel Summary ............................................... 94
Personnel Variation Summary . 6 ......... 6 .. 6 .. 6 ........... 6 ........ 95-96
Major Revenue Sources .......................................... 97-99
Glossary....6..6....6......6 ..............................100-105
Index.....................................................106-107
CITY OF FAYETTEVILLE, ARKANSAS
THE BUDGET DOCUMENT
The City of Fayetteville's budget document is a six -part presentation consisting of the following
sections:
Budget Message
Budget Process and Policies
Fund Summaries
Department Summaries
Capital and Debt
Appendix
This section begins with a brief review setting forth the budgetary plan and objectives, as
proposed by the Mayor, for 1996. The budget message section gives the reader the synopsis of
the work program for the City in the next year and provides a guide to the budget document.
The budget process and policies section gives the reader the procedural insight into the preparation
of the Proposed 1996 Budget and Work Program and financial policies for the City. These
policies include: Budget Adjustment Policy, Revenue Policy, Expenditure Policy, Debt Policy,
Reserve Policy, Investment and Cash Management Policy, Capital Improvement Policy, and
Financial Reporting Policy.
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The Fund Summaries section contains
information
concerning
fund types and fund position that
depicts the financial activity projected
for the City
during the
coming year for each fund.
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This section consists of the five major departments: General Government, Administrative
Services, Police, Fire, and Public Works. The Department Summaries section contains the
following:
(1) Department Overview - This section provides a brief summary of total expenditures and
significant changes for each department.
(2) Program Expenditure Summaries - This section reflects expenditures by category for each
program in a Department for Actual 1994, Budgeted 1995, Estimated 1995, and Budgeted
1996. 1
(3) Personnel Summaries - This section provides a comparison of staffing levels during the
past four years for each department.
This section contains: a synopsis of the 1996-2000 Capital Improvements Program and planned
capital expenditures for 1996; a synopsis of the City's projected debt position as of December 31,
1995; and general information concerning general obligation and revenue bond debt.
The Appendix contains a City organization chart, a list of elected City officials, City management
staff, a personnel variation summary for all City departments, revenue trend charts of the major
operating revenues for the City, a 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.
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FAYETTE` I LLE
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THE CITY OF FAYETTEVILLE, ARKANSAS
November 28, 1995
Members of the City Council and
Citizens of Fayetteville:
I hereby present the 1996 Proposed Budget for the City of Fayetteville. Arkansas. It has been
prepared and submitted in accordance with Arkansas statutes, which require that the Mayor. under
the aldermanic form of government, submit to the City Council, the annual budget for approval.
1995 - A Year In Review
The most significant event during the past year has been the Arkansas Supreme Court decision
declaring the incinerator disengagement fee an illegal exaction. The decision brings the incinerator
case closer to completion. On November 21, the City Council approved a settlement agreement that
set legal fees and established a refund pool. The total cost of the proposed settlement, which must
be approved by the Chancery Court, is approximately $4.6 million. In a separate action, Boatman's
Bank, acting as trustee for bonds issued by the Northwest Arkansas Resource Recovery Authority
(NWARRA). filed suit against the City in U. S. District Court in Fayetteville. The Boatman's
lawsuit seeks to require the City to pay the remaining principal of the NWARRA bonds, which is
approximately $14 million. Additionally, the City has filed several third party lawsuits in this case.
The ultimate outcome of this litigation and its impact on the City cannot be determined at this time;
therefore, the 1996 Budget contains no specific requests for these issues.
Other court action that could impact the City involves challenges filed in the Washington County
Chancery Court regarding the constitutionally of the Washington County sales tax. This Budget
estimates the City's portion of the 1996 Washington County sales tax at approximately $6.5 million
or 43`70 of the General Fund revenue budget.
On November 14, the voters of Fayetteville approved a 1 % Hotel, Motel, and Restaurant, (HMR)
tax to support City parks. The tax is expected to generate approximately $950,000 in the first year.
The funds can be used for maintenance, development and construction of City parks and recreational
facilities. A special revenue fund will be established for this revenue in accordance with Ordinance
3900 approved by City Council on July 5, 1995. A more in-depth spending proposal for these funds
will be submitted for Council consideration and approval at a later date.
During 1995 the City continued implementation of several initiatives that were in progress during
1994 and launched new initiatives intended to improve and enhance City services while maintaining
cost control.
The City's 2020 plan has been approved by the Planning Commission and forwarded to City
Council for consideration and approval. The plan provides land use guidance that will assist
in managing our growth.
113 WEST MOUNTAIN 72701 501-521-7700
FAX 501-575-8257
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■ Residential curbside recycling began in late February 1995 and has resulted in diverting
approximately 22% of the residential solid waste stream from landfills.
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■ An operations contract for the City's transfer station was approved by Council. The contract
establishes a disposal cost to the City of $28.85 per ton of solid waste.
■ Partial reconstruction of the Square Gardens was completed this past year. The project is
funded jointly by the City General Fund and the City's Advertising & Promotion
Commission.
■ The Police Department began a bicycle patrol of the Downtown Square and along Dickson
Street.
■ The Continuing Education Center bonds were refunded at a net present value savings of
$324,000 over the remaining life of the bonds.
■ Selected filing and review fees for plats, zoning, easements, and, signs were increased as
well as establishing new fees for Tree Preservation Plan Reviews and Drainage Plan
Reviews. The amended fees are projected to generate an additional $122,000 revenue for
General Fund. During 1995, Council approved adding two employees in Planning and two
employees in Engineering at an annualized cost of approximately $100,000. Additional
employees are proposed for these divisions in 1996 and they will discussed more in depth
later in this letter.
The City began the year with an ambitious plan to improve our streets and various systems in the
City.
Street improvements accomplished or in progress include: the construction, reconstruction
and resurfacing of Mill Street; Stubblefield from Old Missouri to Harold; utility relocation
work is on progress along Razorback Road; the overlay of Mt. Comfort from 71 Bypass to
the City limits; Rebecca from College to Mission; Walnut from Prospect to Maple; Olive
from Prospect to Maple; Prospect from College to Mission; Johnson from Walnut to
Mission; East and West Ridgeway; East Shadowridge; Sycamore from College to Walnut;
Walnut from Sycamore to Ash; Ash from Walnut to Old Wire; Sixth Street from South
School to Wood Street; Sang Avenue from Maple to Halsell; Halsell from Sang to Oliver;
Oliver from Maple to Halsell; Cross from Halsell to Markham; Razorback from Cleveland
to Maple; and Beechwood from Sixth Street to Fifteenth Street. Street improvements are
being completed by a combination of City crews and contracted personnel.
■ Intersection improvements at Joyce Boulevard and College Avenue and at Joyce Boulevard
and Highway 265 are complete.
■ Drainage improvement projects are underway along Cato Springs Road (through a joint
project with the Corps of Engineers) and Villa Mobile Home Park. Drainage improvements
have been completed in the Cedarwood Subdivision. The City has a comprehensive drainage
study under contract that will provide a thorough inventory of drainage structures and stream
capacity. The study will incorporate updated information from both the Corps of Engineers
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and Federal Emergency Management Administration (FEMA).
■ A contract for a comprehensive sewer system study has been awarded. The study is
scheduled to be complete by the end of 1996. The findings from the study will be used to
prioritize sewer system improvements over the next few years.
■ The Solid Waste Transfer Station and Recycling Materials Processing Facility has been bid
and the contract awarded. Construction is scheduled to start concurrent with the City
receiving its permit from the Arkansas Department of Pollution Control & Ecology. The
current schedule calls for the facility to be operational in mid -1996.
■ Significant progress has been made in the City's sewer system rehabilitation efforts. Work
is essentially complete in basins 12-14, 17, 20-22 and minisystem 18. The number of sewer
overflows has been reduced from approximately 530 in 1989 to less than 100 anticipated for
1995. The sewer system rehabilitation program is being accomplished with both City crews
and contracted personnel. The next phase of the City's sewer system rehabilitation effort
will be guided by results of the comprehensive sewer system study currently underway and
negotiations with the Environmental Protection Agency (EPA). The City's current EPA
Administrative Order is set to expire at the end of 1995.
■ Park improvements accomplished or in progress during the past year include: replacement
of the playground apparatus and completion of the walking. /jogging trail around Wilson Park;
construction of an additional baseball field at Walker Park; construction of soccer facilities.
parking and sidewalks at Lewis Avenue Park; pavement of the parking lot at Lake Sequoyah
Boat Dock; an architectural contact has been awarded for design and construction services
for a new concession/restroom facility at Lewis Avenue Park and a pavilion at Lake
Fayetteville South. The park projects utilized City sales tax, greenspace fees, and state
grants to fund these improvements.
1996 - The Year Ahead
The 1996 Budget and Work Program for the City of Fayetteville continues to build on philosophies
of enhanced customer service, cost-effective government and responsive government. With the
assistance of the City Council and continued input from the citizens 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 1996 to improve the quality of life in Fayetteville. The following is a
discussion of some of the issues, challenges, and highlights contained in the 1996 Budget and Work
Program.
Issues and Challenges
■ 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. During 1995, this
Administration implemented a number of changes that postponed and/or will minimize the
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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 a week; concurrently beginning a residential curbside recycling
program; beginning a commercial cardboard recycling program and adjusting commercial
collection methods by utilizing loadall carts and containers. These changes have allowed the
City to postpone any rate adjustments for operations. In order to continue the level of
services currently offered, proposed rate adjustments will be submitted for Council review
and approval in 1996.
■ The City's 2020 Land Use Plan is currently before City Council for adoption. Adoption of
the 2020 Plan is just the beginning of a continuing process of updating land use, zoning, and
development ordinances. During 1996, the Unified Development Ordinance is planned to
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.
■ During 1995, the City was notified that our funding for Community Development from the
Housing and Urban Development Administration (HUD) would be reduced by approximately
$300,000 for 1996. The reduced funding level is primarily due to Federal efforts to bring
the Federal Budget deficit under control. Additionally, the City has been notified that we
would not receive any HOME funds. HOME program funds are HUD funds that are
administered through the state. Both of these events has resulted in the City developing
alternative plans for housing rehabilitation expenditures for 1996.
■ Continuation of the systematic program to increase public safety personnel. The City began
a program in 1991 with the goal of adding three police officers and three firefighters per year
over a five year period. The initial five year period ended in 1995. As the City continues
to grow, additional police and fire personnel will be needed.
■ 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 allocate funds to comply with the new regulations for commercial drivers' license
holders and new licensing requirements for solid waste transfer station workers.
Personnel Changes
The proposed 1996 budget contains funding for twenty-two (22) new full-time positions, two part-
time positions, adding additional funding for summer groundskeepers, and increasing the salaries
for dispatchers. Additionally, funding for cablecasters was moved from contract services to
personnel services in the Cable Administration Program. This change added a net of 1.62
employees. The new positions have been added in an effort to maintain our quality of service
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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.
■ The City began a systematic program to increase staffing for Police and Fire Departments
beginning with the 1992 Budget. Since 1991 the City has added fifteen police officers,
fifteen firefighters, five civilian jailers, two dispatchers, four noncivil service employees to
our public safety work force. The proposed 1996 Budget contains funding to add four
uniformed police officers, one civilian jailer and three firefighters. Additionally, funding
is included to adjust the salaries for dispatchers. During the year, the City experienced a
high turnover rate in Central Dispatch primarily due to the trained dispatchers leaving the
City for higher pay at other agencies. The proposed budget contains funding to add these
positions and adjust the salaries paid to dispatchers. This represents the equivalent of nine
new police and fire positions. These positions are funded in the General Fund.
■ The 1996 budget contains funding for a Parks Athletic Field Crew Leader and increased the
funds for summer groundskeepers. The Parks Athletic Field Crew Leader position is being
proposed to provide more complete maintenance supervision of the City's growing number
of athletic fields. Adding this position will allow the Parks Maintenance Supervisor to
devote more time to park maintenance activities. Additional funding is proposed for summer
groundskeepers to lengthen the time they can be employed and to increase their pay to be
more competitive with other organizations in attracting summer employees. This represents
the equivalent of one and half full-time employees. These positions are funded in General
Fund.
■ The 1996 Budget contains funding for a full-time Development Coordinator and a Landscape
Architect Intern in the Planning Division. The Development Coordinator will be responsible
for coordination of the development review process between Planning, Engineering,
Landscape Administrator, Traffic, Street and Inspection Divisions. The Landscape Architect
Intern will provide staff support for the daily operation of the Planning Division. This
represents the equivalent one and a half full-time employees. These positions are funded in
the General Fund.
■ The 1996 Budget contains funding to add a Trails/Sidewalk Coordinator position in the
Engineering Division. The Trails/Sidewalk Coordinator will be responsible for coordination
of trail/sidewalk improvements in the City. This full-time position is funded in the General
Fund.
■ The 1996 Budget contains funding to add a Geographic Information System ((3IS)
Coordinator position in the Data Processing Division. The GIS Coordinator will he
responsible for writing the GIS software and hardware specifications and coordinating the
software adaption for use by Engineering, Planning, Parks, Water & Sewer, Street and
Traffic Divisions as well as assisting in developing applications for use by Police and Fire
Departments. This employee is funded in the General Fund.
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The 1996 Budget contains funding to add a Community Center Director for the Yvonne '
Richardson Community Center. This position is funded in the Community Development
Fund.
Because of the continued growth the City is experiencing, the proposed 1996 budget adds:
two maintenance workers for the Street Division; a public works crew leader and two
maintenance workers for Water & Sewer Maintenance; a meter reader and a water service
representative for Meter Operations; one solid waste truck driver for Solid Waste; and one
equipment maintenance worker for Fleet Operations. The budget also includes a part-time
microfilming assistant and file clerk for Inspections. These positions are funded in Street
Fund, Water & Sewer Fund, Solid Waste Fund, Shop Fund and General Fund.
Program Initiatives
■ The City has established funding for sidewalk improvements in the Sales Tax Capital
Improvements Fund and proposes to add an employee in the Engineering Division to
coordinate the construction or renovation of sidewalks and trails throughout the City.
■ Funding for entryway beautification has been approved from the Advertising & Promotion
Commission and through grants awarded. The initial plan is to plant flowers and other
vegetation in selected entryways to the City. (South School at US71B, US71B at College,
US71 at Razorback Road, etc.) In addition, the City recently purchased 3.14 acres of land
along South School. The land purchase will support the University of Arkansas' College of
Engineering Entrepreneurial Campus and the City's ongoing efforts to improve our ,
entrances.
■ The City continues to refine solid waste collection and material diversion from the landfill..
Residential curbside, apartment complex recycling, commercial cardboard programs have
all been implemented this year. The residential curbside recycling has diverted approxi-
mately
22 % of the residential solid waste stream from landfills.
■ Requests for proposals have been received from consultants to develop a marketing plan for '
Drake Field. The marketing plan is needed to provide direction and guidance in keeping our
airport a viable asset to the community.
■ The City may be participating in a special census during 1996. In November, the City
Council authorized the Mayor to execute an agreement in conjunction with the Washington
County Intergovernmental Council to participate in a County -wide special census or if the
County -wide special census in not conducted to enter into an agreement with the Census
Bureau to conduct a City-wide special census.
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Capital Improvements
The budget contains approximately $12.5 million in capital improvements for 1996. The capital
projects contained in the 1996 budget reflect a pay-as-you-go philosophy and were included in the
1996-2000 Capital Improvement Program (CIP) adopted by the City Council in October, 1995.
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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.
■ The City's In -House Street Improvement Program will continue. This programsgoal is to
overlay of every street in Fayetteville every 16-20 years. The 1996 proposed budget for this
project is $636,000 financed from the City sales tax.
■ Major street improvement projects, in addition to our in - house program, included in the
1996 budget are: purchasing the right of way for widening Highway 265 from Highway 16
to Highway 45 - $675,000; engineering and right of way acquisition for widening Joyce
Boulevard from Old Missouri to Highway 265 from two lane to four lanes - $300.000;
reconstruction of 24th Street - $727,000; and sidewalk improvements - $85,000. Finally,
traffic signal improvements are planned for Dickson Street, North Street and Highway 180
systems - $109,100.
■ Major water and sewer projects included in the 1996 budget are: continuation of the City's
sewer system rehabilitation project - $933,000; water & sewer improvements as defined by
study - $635,000; Highway 16 West sewer force main - $600,000; Fox Hunter Road sewer
transmission line - $252,000; Rolling Hills water line replacement - $100,000; Old Wire
Road water line replacement - $120,000; White River Water Authority acquisition -
$300,000; and White River Water Authority improvements - $700,000.
■ The 1996 budget contains $231,700 in funding for parks and recreation improvements
throughout the City. These include funding for: renovating the Wilson Park pool decks and
service drive - $34,000; construction of restroom and parking facilities at Lake Fayetteville
South - $111,000; construction of a parking lot for Gulley Park - $40,000; and enhancing
park entrance signs - $41,400. These projects are funded from the City sales tax. Funding
requests from the recently approved parks HMR tax will be submitted at a later date.
■ An asphalt patch truck has been added to the 1996 equipment purchase budget at a cost of
$82,000. The unit was not included in the 1996-2000 CIP. A water & sewer maintenance
crew has been added to this budget to perform street cut repairs and they will utilize this
equipment.
■ Implementation of the planned capital improvements for 1996 should reduce maintenance
costs. This Budget includes approximately $80,000 to fund the operations cost of the Solid
Waste Transfer Station/Materials Facility. The additional cost is contained in the operations
budgets in Solid Waste Fund. Additional funding for equipment charges has been included
in the Parks & Recreation Maintenance ($20,734), Street Maintenance ($32,595) and Water
& Sewer Maintenance Divisions budgets ($23,366). The funding is included for fleet
upgrades and expansions.
1996 Summary Financial Activity
The 1996 Annual Budget and Work Program includes approximately $ 64.7 million in expenditures.
All City funds are budgeted to comply with the City's policy of maintaining 10% of budgeted
operating expenditures in unrestricted fund balance or cash and investments ( The Solid Waste Fund
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will require a rate adjustment in 1996). This Budget projects a solid waste rate adjustment of
approximately $470,000 to provide for break-even operations for the Solid Waste Fund. A rate
adjustment proposal will be submitted to City Council in the first quarter of 1996. The following
is a summary of the expenditures for the City's operating and capital funds.
Summary of Fund Expenditures
FUND NAME
EXPENDITURE
BUDGET
General Fund
$15,213,994
Street Fund
2,221,950
Advertising & Promotion Fund
1,228,722
Community Development Fund
615,061
Drug Law Enforcement Fund
279,947
Sales Tax Capital Improvement Fund
9,388,700
Water & Sewer Fund (Operations)
18,895,598
Water & Sewer Fund (Capital)
1,852,025
Solid Waste Fund (Operations)
3,731,630
Solid Waste Fund (Capital)
11,200
Airport Fund (Operations)
1,646,017
Airport Fund (Capital)
1,536,200
Shop Fund (Operations)
3,059,597
Shop Fund (Capital)
1,739,325
Other Funds
3,265,794
TOTAL OF ALL FUNDS
$64,685,760
General Fund includes 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 - $6.5 million; a portion of the new
City sales tax - $1.6 million; franchise fees - $2.3 million; charges for services - .9 million; and state
tumback - $1.1 million. The functions financed by the General Fund include general government
operations, fire services, police services, parks and recreation, traffic operations, city engineering
services, planning services and inspection services.
The property tax millage collected for General Fund was previously rescinded by the City Council.
This revenue loss is being replaced by a portion of the City sales tax in the amount of $1.6 million.
During the past two years sales tax revenue has grown approximately 10% per year over the
previous year. The 1996 projection is for a 4.0% growth over the estimated 1995 revenue. General
Fund expenditures for 1996 includes the addition of nine full time equivalent (FTE) positions for the
Police and Fire Departments, one and a half FTE's for the Parks & Recreation Division, one and
a half FTE's for the Planning Division, one FTE for the Engineering Division, one FTE for the
Data Processing Division and ''A FTE for the Inspections Division.
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Currently, this budget has a surplus of approximately $55,000 in the General Fund for 1996 which
can be used for any governmental purpose.
GENERAL FUND
Projected
1995
Proposed
1996
Beginning Designated Fund Balance
$1,415,147
$60,000
Beginning Undesignated Fund Balance
6,242,391
4,412,204
Total Resources
15,688,156
15,269,000
Total Uses
18,873,490
15,213,994
Resources Over/(Under) Uses
(3,185,334)
55,006
Ending Designated Fund Balance
60,000
60,000
Ending Undesignated Fund Balance
$4,412,204
$4,467,210
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 utilized to maintain
and repair city streets, to maintain rights -of -way, and to do drainage maintenance.
Currently, the Street Fund has a balanced budget for 1996. The turnback from the State of Arkansas
is apportioned on a per capita basis. The projection for 1996 is that cities throughout Arkansas will
receive $41.00 per person. The projected turnback for 1996 remains the same as the projected 1995
level. The increase in projected resources for 1996 is due to additional County Road Millage as a
result of the County -wide property reassessment. 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 difference in expenses for 1996 as
compared
to 1995 can be attributed
to adding an additional
street sweeper, adding two maintenance workers
and a decrease in capital
expenditures for street
construction funded through the Street
Fund.
STREET FUND
Projected
1995
Proposed
1996
Beginning Fund Balance
$593,217
$636,689
Total Resources
2,162,950
2,221,950
Total Uses
2,119,478
2,221,950
Resources Over/(Under) Uses
43,472
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Ending Fund Balance
$636,689
$636,689
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The Water & Sewer Fund accounts for the operation and maintenance of the City's water and sewer
system. This includes water purchases from Beaver Water District, all water and sewer functions,
the operation of the wastewater treatment plant, and meter operations.
For 1996, the Water and Sewer Fund is projected to have a surplus of revenues over expenses prior
to depreciation expense. The last rate increase approved by the former City government was
implemented in January 1994. The water purchases budgeted for 1996 represent the largest
expenditure for operations in the fund at $4.9 million. This represents approximately 36% of total
operating expenditures. The wastewater treatment plant operations are budgeted at $3.3 million,
which represents approximately 25 % of the total operating expenses. The table below reflects the
payment of interest expense on the bonds in the non operating income (expense) line.
WATER & SEWER FUND
Projected
1995
Proposed
1996
Beginning Retained Earnings
$34,062,882
$37,313,938
Operating Revenues
16,786,000
17,369,500
Operating Expenses
12,373,801
13,425,155
Income Before Depreciation
4,412,199
3,944,345
Depreciation Expense
4,485,400
4,638,918
Operating Income (Loss)
(73,201)
(694,573)
Nonoperating Income (Expense)
140,653
(3,525)
Net Income (Loss)
67,452
(698,098)
Depreciation on Contributed Capital
3,183,604
3,233,604
Ending Retaining Earnings
$37,313,938
$39,849,444
Capital Expenditures
$14,937,763
$1,852,025
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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 from fees
levied for trash collection, recycling revenue and containers sales or leases.
A projected rate increase of $466,630 is included in this Budget for 1996. The rate adjustment is ,
needed to maintain current service levels. Operational costs increases of approximately $215,000
are included in this Budget due to adding a commercial collection driver, operational cost impact for
the transfer station, increased supply cost associated with the residential curbside recycling initiative
and increased motor pool and replacement charges from upgrading/expanding the fleet. This Budget
does not include any provision for legal fees associated with any incinerator litigation.
SOLID WASTE FUND
Projected
1995
Proposed
1996
Beginning Retained Earnings
$3,044,892
$731,144
Operating Revenues
3,493,000
3,265,000
Projected Rate Adjustment
0
466,630
Operating Expenses
3,298,779
3,645,786
Income (Loss) Before Depreciation
194,221
85,844
Depreciation Expense
73,252
85,844
Operating Income (Loss)
120,969
0
Nonoperating Income
356,000
11,200
Net Income (Loss)
2,310,085
11,200
Depreciation on Contributed Capital
322
322
Extraordinary Item -Incinerator Settlement
4,624,155
0
Transfer from General Fund
1,833,116
0
Ending Retained Earnings
$731,144
$742,666
Capital Expenditures
$638,989
$11,200
Note: A proposal is settle the umxram-disengagemeru lawsuit was approved during 1995 for approxunate.y $4.6 mil: ion. A lawsuit has been fled in hederal Caurl
by Boauran's Bank acung as tmace for the NWARRA bonds. The sun seeks a have the Oily pay the remaining principle of the NWARRA bonds. The City has
instated seseral third party lawsuits regarding the incinerator
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 1996, the fund is projected to have a surplus of revenue over expenses prior to depreciation
expense.
The 1996 Budget contains increased funding for economic development, primarily the development
of a marketing plan. The need for increased marketing efforts is to mitigate any loss of commercial
air carrier traffic once the regional airport opens. The regional airport is scheduled to open in
1998/1999. The airport currently operates twenty-one and one-half hours per day seven days a
week.
xi
AIRPORT FUND
Projected
1995
Proposed
1996
Beginning Retained Earnings
$3,834,273
$4,288,843
Operating Revenues
1,496,000
1,504,000
Operating Expenses
805,655
915,729
Income Before Depreciation
690,335
588,271
Depreciation Expense
729,897
730,288
Operating Income (Loss)
(39,562)
(142,017)
Nonoperating Income
100,200
46,000
Net Income (Loss)
60,638
(96,017)
Depreciation on Contributed Capital
393,933
423,523
Ending Retained Earnings
$4,288,843
$4,616,350
Capital Expenditures
$2,693,925
$1,536,200
I
I
H
I
I
I1
I
The Shop Fund is an internal service fund that provides all the acquisition and maintenance of '
equipment and vehicles utilized by the City's operating divisions within the other operating funds.
The Shop Fund's source of revenue is from charges to other operating funds based on equipment
and vehicle usage. Operational cost of the Shop Fund increased approximately $255,000 over
estimated 1995 as a result of the adding one employee, increased parts and supply purchases, and,
increased cost allocation charges. These operational increases are a result of fleet expansions.
SHOP FUND
Projected
1995
Proposed
1996
Beginning Retained Earnings
$5,718,561
$6,452,846
Operating Revenues
2,805,482
3,155,882
Operating Expenses
1,268,800
1,523,890
Income Before Depreciation
1,536,682
1,631,992
Depreciation Expense
1,233,571
1,535,707
Operating Income (Loss)
303,111
96,285
Nonoperating Income (Expense)
292,262
136,409
Net Income (Loss)
595,373
232,694
Depreciation on Contributed Capital
138,912
138,912
Ending Retained Earnings
$6,452,846
$6,824,452
Capital Expenditures
$4,047,755
$1,739,325
xii
Closing
This Budget is the financial and operational plan for the City of Fayetteville for 1996. 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 continued 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 1996 budget.
Res ctfully submitted,
Fred B. Hanna
Mayor
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 1996 Budget
and Work Program are described below:
Budget Preparation Package, July 1995
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 1996
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
1996 budget submission.
2. Capital Requests and New Personnel Requests Forms, July/August 1995
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 Five-year Capital Improvements Program.
3. Budget Workpapers Submitted by Division Heads, August 1995
The Department Directors returned budget submissions requesting 1996 funding to the
budget office. The budget office then verified that budget submissions were correct and
within specified targets.
4 Analysis of Each Proposed Program Budget, September 1995
During this period, meetings were conducted with each Department Director. At these
meetings, the submitted program budgets were evaluated in their entirety and additions and
cuts were made to balance the funds with the service requirements. The 1996 Proposed
Budget and Work Program was the result of this process.
I
5. Public Hearings, September/October 1995
The Street Committee, the Water and Sewer Committee, the Parks and Recreation
Advisory Board, the Airport Board, and Community Development conducted public
hearings to obtain input from citizens on the capital improvements program. In addition,
a public hearing which incorporated the entire 1996-2000 Capital Improvements Program
(CIP) was held on October 12, 1995.
6. Capital Improvements Program Approved by City Council, October 1995
City Council approved the 1996-2000 CIP on October 17, 1995. The public was invited
to attend and comment on the projects incorporated in the 1996-2000 CIP at various public
hearings as well as the Council agenda setting session on October 10 and City Council
meeting on October 17. CIP projects approved for 1996 are incorporated in the 1996
Budget and Work Program.
7. Consideration and Approval of the Budget, November/December 1995
The proposed budget was presented to the Mayor. The Mayor will then schedule
presentation of the Proposed 1996 Budget and Work Program to the City Council by
December 1. Public hearings on the Proposed 1996 Budget and Work Program will be
conducted during December, and the Budget will be adopted by the City Council.
8. Implementing the 1996 Budget, January 1996
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
throughout 1996.
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
1996 Budget and Work Program is made available for review by all interested persons at the
Fayetteville Public Library and the City Clerk's Office. Public notification of this information
is made in a local newspaper and on the Cable Access television channel. As always, the public
is invited to attend all meetings, retreats, and hearings regarding consideration of the Budget.
2
July 19D5
Distnb,ded Budget
1996 Annual Budget Preperetmr Manuel
Flow Chart
ruiy 1995
Budget Tramirg
t
August 1995
Division rleads
Submit Budget to
De aliment Directors
<i>
Division Heads Make Revisions
yes
r
Depwtmert Dveclom
Submit Budgets to
Buoget Ste for Review
October 1D95
Public Hearings O1 ;he
Street ard was
CP•rT2tees
Budget Staff Reviews
Submitted Budgets
November 1995
Budget Ste Presents
Budget Requests to
Mayor
Does Mayor
Revisions Made By Yes — Want Ary
Aopropnale Personnel Budget
Resions7
No
a
Na embe• 199S
Mayor Presents Budget
to City Council
t
Cty Counc
"Olds Retreats.
Pub c `reanngs
— -
Dom
City
Rev�siom Made By City
Council
Council
Stall As Requested
Wad Ary
Budget
qeY 51O1?
No
_ a
December 4095
City Council Approves
1990 Budget
3
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 a solid revenue
base.
• The City will maintain timely collection
systems and implement necessary enforcement
strategies to collect revenues from available
sources.
• The City will establish user fees and charges
for services, when feasible, at levels related to
the cost of providing the services. The City
will review the fees and charges on a periodic
basis to determine modifications needed to
keep pace with the cost of providing the
services.
• The City will establish, when feasible, self-
supporting enterprise funds and internal
service funds in which a relationship between
revenues and expenditures clearly exists.
• The City will project revenues on a
conservative basis so that actual revenues will
consistently meet or exceed budgeted
revenues.
• The City will maintain a budgetary control
system and will prepare reports which
compare actual revenues to budgeted amounts.
• The City will limit the designation of General
Fund revenues for specified purposes to
maximize flexibility in budgeting and revenue
utilization.
• The City will review annually and revise,
where necessary, its cost allocation formula.
EXPENDITURE POLICY
• Basic and essential services provided by the
City will receive 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
system to ensure adherence to the adopted
budget and will prepare reports which compare
actual expenditures to budgeted amounts.
• The City will refrain from budgeting non-
recurring or one-time revenue for ongoing
expenses.
El
•
The City will provide access to medical,
dental, life, and long-term disability insurance
for its employees. The cost for these benefits
will be a shared responsibility between the
City and its employees.
The City will provide access to appropriate
retirement plans for its employees. The City
will make contributions for eligible employees
at the percentage defined for each of the
respective retirement plans.
DEBT POLICY
• The City will maintain a policy of full
disclosure on financial reports and bond
prospectus.
• The City will maintain communications with
bond rating agencies and continue to strive for
improvements in the City's bond rating.
•
•
•
r
The City will pay for all capital projects and
capital improvements on a pay-as-you-go basis
using current revenues whenever possible. If
a project or improvement cannot be financed
with current revenues, long-term debt will be
recommended.
The City will refrain from issuing long-term
debt for a period in excess of the expected
useful life of the capital project.
The City will use special assessment, revenue,
or other self-supporting bonds instead of
general obligation bonds, when feasible.
The City will seek refinancing of outstanding
debt if it is determined that the City will
benefit by reduced interest expense over the
remaining life of the bonds.
The City will require that total annual
payments for debt service not exceed 25 % of
total operating revenues.
RESERVE POLICY
• The City will maintain a minimum reserve, in
Undesignated Fund Balance, of at least 10% of
current year operating expenditures for the
General Fund and the Street Fund. If existing
reserves exceed the required level, such funds
may be used to provide for non -recurring
expenditures. The City will use monies in the
10% reserve only in times of emergency or
fiscal and economic hardship.
• The City will attempt to maintain a cash and
investments balance of not less than 10% of
current year operating expenditures for all
Enterprise Funds.
• The City will maintain a Shop Fund reserve
necessary to fund the replacement and
expansion of the City's vehicles and
equipment.
INVESTMENT AND CASH MANAGEMENT
POLICY
• The City will deposit all receipts on a timely
basis.
• The City will strive to maximize the return on
its investment portfolio without jeopardizing
principal amounts,
• The City will limit its investments to the types
of securities provided for by Arkansas statutes.
• The City will diversify its investments by
maturity date to protect against market
fluctuations.
• The City will purchase securities from
qualified institutions based on competitive bids
in an effort to obtain the highest available
rates
5
CAPITAL IMPROVEMENT POLICY
• The City will prepare annually and update a
five-year Capital Improvements Program
(CIP) which will provide for the orderly
maintenance, replacement, and expansion of
capital assets.
• 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 CIP will identify long-range capital • The City will produce monthly and quarterly
projects and capital improvements of all types financial statements reporting the current
which will be coordinated with the annual periods activity for all funds maintained by the
operating budget to maintain full utilization of City.
available revenue sources.
• When preparing the 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 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 maintain an 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.
6
CITY OF FAYETTEVILLE, ARKANSAS
ADMINISTRATIVE PROCEDURES
TO ADJUST THE APPROVED BUDGET
PURPOSE:
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 be required in the following instances:
1) When the budgeted amount per category is exceeded (an offsetting adjustment must be
made from another category, program, or fund balance).
2) When the budgeted amount per operational program is exceeded (an offsetting adjustment
must be made from another operational program or fund balance).
3) When the budgeted amount for a capital project is exceeded (an offsetting adjustment must
be made from: another capital project, another program, or fund balance).
Any changes in the personnel services category must meet the City's policy for raises, promotion,
and staff increases.
7
TYPES OF BUDGET
There are basically six (6) types of budget adjustments
Adjustments between categories in an operational program, between capital projects, or
to an operational program, up to $2.500, may be approved by the responsible Department
Director and the Budget Coordinator;
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;
Adjustments to the
operational program
which total up to 10%
of
the
total of
program budget or
$20,000, whichever is
less may be approved
by
the
Mayor;
Adjustments to a capital project up to $20,000 may be approved by the Mayor;
Adjustments which exceed the Mayor's
be approved by City Council;
Administrative budget
adjustments may
be approved by the Mayor.
Administrative
budget
adjustments generally
do not have any
impact on fund balance.
Administrative
budget
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
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 reauired signatures_ and return the fnrm to the Amiaet
Following review by the Budget Coordinator, the adjustment is either processed through
Budget & Research Office, or returned to the Division Head requesting the adjustment
placement on a City Council agenda. It is the responsibility of the Mayor to present these
adjustments to the City Council and advise them of any consequences.
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,and
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 and Supplies, Services and Charges,
Maintenance, Capital, and Depreciation.
I
10
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City of Fayetteville, Arkansas
Chart of Governmental Fund Types
City Fund Structure
Governmental
General Fund I
Special Revenue Funds Debt Scry ce Funds Capital Project Funds
i
—General —Street —Arts Centa Bond Rephcement
—CityAdvertising & Promotion Sales Tax Capital Improvements
—Off Street Parking
—Community Development
— Drug Law Enforcement
—Parks & Reaeatmn
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
— 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 designed or required 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 assets of a relatively
permanent nature other than those financed by proprietary funds.
As a note of explanation for the following combined statements, the revenues are listed by
major source and the expenditures are listed by major department or service. The
operating transfers are listed both in and (out).
11
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, 1996
Special
Debt
Capital
General
Revenue
Service
Projects
Total
Revenues:
Sales Taxes
$ 6,623,000
$
$
$ 8,775,000 $
15,398,000
Hotel, Motel, Restaurant Taxes
952,500
952,500
Franchise Taxes
2,292,000
2,292,000
Licenses and Permits
518,000
518,000
Intergovernmental
1,111,000
3,061,779
4,172,779
Charges for Services
943,000
161,372
1,104,372
Fines and Forfeitures
779,000
779,000
Investment Earnings
298,000
61,869
40,366
125,050
525,285
Other
55,000
4,000
59,000
Total Revenues
12,619,000
4,237,520
40,366
8,904,050
25,800,936
Expenditures:
General Government
2,372,066
2,372,066
Cost Reimbursements
(2,015,974)
(2,015,974)
Administrative Services
2,737,957
615,061
3,353,018
Police
4,390,575
279,947
4,670,522
Fire
2,961,245
2,961,245
Public Works
3,351,825
2,357,225
5,709,050
City Advertising & Promotion
693,722
693,722
Capital Outlay
7,801,550
7,801,550
Debt Service
349,416
349,416
Total Expenditures
13,797,694
3,945,955
349,416
7,801,550
25,894,615
Excess of revenues
over (under) expenditures
(1,178,694)
291,565
(309,050)
1,102,500
(93,679)
Other financing sources (uses):
Operating transfers in
2,650,000
493,000
1,394,800
76,500
4,614,300
Operating transfers out
(1,416,300)
(555,000)
(1,042,000)
(1,588,000)
(4,601,300)
Net Other Financing
1,233,700
(62,000)
352,800
(1,511,500)
13,000
Excess of revenues over (under) expenditures
and other financing sources (uses)
55,006
229,565
43,750
(409,000)
(80,679)
Estimated Fund Balance — Beginning of Year
4,472,204
2,625,735
954,959
5,070,784
13,123,682
Fund Balance — End of Year
$ 4,527,210
$ 2,855,300
$ 998,709
$ 4,661,784 $
13,043,003
12
II
City of Fayetteville, Arkansas
Chart of Proprietary and Fiduciary Fund Types
City Fund Stnca:re - I
L_
Enterprise Funds
Proprietary Funds
Internal Service Funds
Fiduciary Funds
Trust Funds Agency Funds
Airport —Shop —Police Pension—Rcunned Check
Continuing Ed. Center —Fire Pensicn —Payroll
—Water & Sewn —Mum, Judge Retirement —Municipal Court
'—Solid Waste
As noted by the
chart aoove.
the City
ut.lizes the Enterprise
and Internal
Service funds in the
Proprietary fund
type. and the
Trust and
Agency funcs in
the Fiduciary fund
type.
Enterprise Funos — Enterprise funcs 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 nocy is that the costs of providing goods or services to the general public on a
continuirg basis be financed or recovered primarily through user charges; or (B) where the
governing body has decided that periodic cetermination of revenues earned, expenses incurred
and/or net income is appropriate for cap;ta; maintenarce, public policy, management control,
accountabi:ity or other purposes.
Internal Service Funds
— Internal service funds are
used to account for the
financing of
goods
or services provided oy
one department of the C;ty
to other departments of
the City, on
a cost
re mbursement basis.
Trust Funds and Agency Funds — Trust funcs and agency funds are used to accourt for assets
he:d by the City in a trustee capacity or as an agent for ind.viduals, private crgan'zations, other
governments and/cr other furds. rust funds are accounted 'or in essentially the same manner
as proprietary `unds since capital maintenance is critica;. Agency funds are custod al in rature
anc do not involve measurement of results of operation.
In reference to
the expenses
the following combined statements,
are listed by major department
the revenues are
or service. Also
listed by major source and
shown are depreciator,
nonope•atng reverue and (expenses), transfers in
and (out), and net
income.
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, 1996
Fiduciary
Proprietary
Funds
Funds
Internal
Enterprise
Service
Total
Operating Revenues:
Airport Revenues
$ 1,436,000 $
$
$
1,436,000
Rent and Leases
122,000
122,000
Solid Waste Fees
3,695,630
3,695,630
Water Sales
9,598,000
9,598,000
Sewer Service Charges
7,771,500
7,771,500
Shop Charges
3,155,882
3,155.882
Contributions
222,900
222,900
Property Taxes
316,000
316,000
State Insurance Refund
310,000
310,000
Court Fines and Fees
120,800
120,800
Investment Earnings
616,875
616,875
Other
104,000
104,000
Total Operating Revenues
22,727,130
3,155,882
1,586,575
27,469,587
Operating Expenses:
Water & Sewer
Administrative Services
1,173,976
1,173,976
Public Works
12,251,179
12,251,179
Solid Waste
3,645,786
3,645,786
Airport
915,729
915,729
Continuing Education Center
54,748
54,748
Police Pension
509,800
509,800
Fire Pension
469,500
469,500
Municipal Judge Retirement
75
75
Shop
1,523,890
1,523,890
Total Operating Expenses
18,041,418
1,523,890
979,375
20,544,683
Operating Income Before Depreciation
4,685,712
1,631,992
607,200
6,924,904
Depreciation Expense
5,549,857
1,535,707
7,085,564
Operating Income (Loss)
(864,145)
96,285
607,200
(160,660)
Nonoperating Income (Expenses)
State Convention Center Turnback
300,000
300,000
Interest Income
828,700
136,409
965,109
Interest Expense & Fees
(972,848)
(972,848)
Other
83,000
83,000
238,852
136,409
375,261
Other Financing Sources (Uses)
Operating Transfers In
435,000
435,000
Operating Transfers Out
(448,000)
(448.000)
(13,000)
(13,000)
Net Income (Loss)
(638,293)
232,694
607,200
201,601
Depreciation on Capital Contributions
3,657,450
138,912
3,796,362
Retained Earnings — Beginning of Year
43,029,151
6,452,846
16,324,800
65,806,797
Retained Earnings — End of Year
46,048,308
6,685,540
16.932,000
66.008,398
Contributions — Beginning of Year
51,434,379
381,478
51,815,857
Capital Contributions
3,180,000
3,180,000
Depreciation on Capital Contributions
(3,657,450)
(138,912)
(3,796,362)
Contributions — End of Year
54,614,379
381,478
54,995,857
Total Fund Equity — End of Year $ 100,662.687. $ 7,067,018 S 16,932,000 $ 121,004,256
City of Fayetteville, Arkansas
Sources of Funds for 1996
(3 5%) Franchise Tax $ 2,292,000
(14 8%) Water Sales $ o coo nnn
(12.0%) Sewer Sales $ 7271.500
(5.7%) Solid Waste Fees $ 3.695,631
(05%)PropertyTax $31
(9.8%) Charges for Service S 6,336,254
(3.3%) Investments $ 2.107,259
$64,685,760
i) Sales Fa $ 16,350..s0C
(5.2%r.)Fu nd Balance S 3.337,328
(2.6%) Capital Contrihutions S 1,681.0(l0
'..1%) MisceLanecus $ 1,368.700
L'.00; iransfers S 5,049,300
(?4%)Intergovernmental $4,782,779
Uses of Funds for 1996
(2.8%r,) Materials & Supplies $ 1.805,174
(12.0%) Services & Charges $ 7,736.74o
(1.4%) Maintenance $882,56
(4.9%) Internal Charges $ 3.155.382
(5.0%) W14TP Operations $ 3266,621
(7.5%) Water Purchased $ 4.857,0(X;
(12.1%) Governmeaal Capita: $ '.856.223
'Yo) Personnel $ 16.5(1.905
(2.0%) Debt Service $ :321.'64
(7.8%)Transfers $5,049300
(11.0%) Depreciation $ 7,085,.64
(8.0%n) Proprietary Capital S 5.:6;.026
$64,685,760
Note: The Sources of Funds chart includes revenues from all City cads. The Use of Funds chart includes expenditures from ail Curds including
S 5,167,020 of capital expenditures in the Proprietary fund types. In compliance with GAAP. Proprietary- fund balances do nct reflect capital
expenditures
15
Governmental Funds
Special Revenue Funds
Street
City Advertising and Promotion
Off Street Parking
Community Development Block Grant
Drug Law Enforcement
Debt Service Funds
Arts Center Bond
Capital Project Funds
Replacement
Sales Tax Capital Improvements
17
I
General Fund
Sources of Funds for 1996
(44.9%) Sales Tax S 6.623.000
z'= I Stf.,L a Ix FaR n
�y�
}31 � 3 Y�,V1 }y
(15.5%) Franchise Fees S 2.292,000 r 'n {:''
(18.0%) Transfers S 2.650.000
(5.3%) Fines & Forfeitures S 779.000
(2.4%) Investment Earnings & Misc S 353,000
(6.4%) Charges for Services S 943,000 (7.5%) Intergovernmental $ 1.111,000
$15,269,000
1
Uses of Funds for 1996 '
(15.8%) Administrative Services S 2,737,957
(0.0%) Cost Reimbursements $ (2.015.974)
(25.4%) Police $ 4390575 (13.7%) General Government S 2372,066
(0.34'0) Fund Balance S 55.006 '
(8.295) TransfersS 1.416300
XII �
(17.1%) Fire S 2,961,245
(19.4%) Public Works $ 3,351,825
$15,269,000
1
1
1
18
City cf Fayetteville, Arkansas
General Fund
Fund — 1010
• Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
' Beginning Fund Balance $ 9.126,524 $ 7,657,538 $ 7,657.538 S 4,472.204
Resources __
Revenues
' Property Tax 59.340 50.000 19,970 0
Sales Tax — County 5.841,649 6.100,253 6,37.1,000 6,623,000
Franchise Fees 2,:56,180 2.264,614 2.195,000 2,292,000
' Licenses & Permits 498,330 464,460 506,000 518,OOC
Intergovernmental :,069.741 1,024.907 1,193,000 1,11 L000
Charges for Services 733,226 '788,993 803.000 943 00C
' Fines & Forfeitures 736,391 682,609 706.000 779.000
Investment Earnings 311,609 195,556 291.000 298.000
Miscellaneous (158,767) 64,983 74.000 _ 55,000
Total Revenue 17.257„699 11,636,375 12.15.8,970 12,619,000
' Operating Transfers In
Off Street Parking 25.371 :9,368 22,000 20.000
Excess HMR/CEC Funds 772.837 :,246,145 1,246,145 0
' Sales Tax — City 1,109.296 :,324,000 1,324,000 1,588.000
Excess Arts Center 583,350 861,794 937,041 1,042.000
Total Transfers In 2,590.854 3,451.307 3,529,186 2,650.000
' Total Resources 13,848.553 15.087,682 15.688,156 15,269,000
Uses
Expenditures
' General Government 1751,194 2.593,140 2,532,372 2,372,366
Cost Reimbursements (1,906,835) (2.008,079) (2,008,079) (2.015,974)
Administrative Services 2,396,615 2.770,0:3 2,668,676 2.737,957
' Police 3.723,447 4.122,363 4,099,874 4,390,575
Fire 2,541,618 2,786,306 2,768,563 2.361,245
Public Works 2.648,591 3,082,891 3,013,75 3.351,825
Total Expenditures 11,154,631 13.346,634 13.0?4,582 13,797,694
' Operating Transfers Out
CityAdv& Promotion Fund 860,000 2,183.62C 2,183,620 0
Arts Center Bond Fund 1,141,375 1,245,000 1,245,000 1,294,800
Replacement Fund 76,500 76.500 76,500 75,500
Water & Sewer Fund 1,657,000 0 0 0
Solid Waste Fund 0 1,833.116 1,833,1.6 0
Capital Improvements Fund 386,044 565,081 417,672 0
' Drag Enforcement Fund 41.990 51,081 43,000 45,000
Tota: Operating Transfers Out 4,162,909 5,954.398 5,798,908 1,416,300
Total Uses 15.317.539 19,.301.032 18,873,490 15.213.994
Net Resources (Uses) (1,468,986) (4,213.350) (3,185,334) 55,006
Ending Fund Balance S _ 7L6571538 S --3.114,188 $ 4,472,204 $ 4,52 '.210
' Reserved for Loans to Other Funds $ 60.000 S 60,000 S 60,000 $ 60,000
Designated for Advertising & Promotion 937,475 0 C 3
Designated for Capital Improvements 417.672 0 0 0
' Finding Designated Fund Balance 1.415,147 60,000 60,000 60,000 Ending Undesignated Fund Balance 6.242.391 3,384,188 4,412,204 4,467,210
Ending Fund Balance S 7.657,538 $ 3,444,188 $ 4.472.204 $ 4,527,210
I ' 19
City of Fayetteville, Arkansas
General Fund Expenditures
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
General Government Department '
Office of the Mayor $ 206,894 $ 236,876 $ 234,004 $ 248,590
City Council 38,249 40,250 37,296 39,922
City Treasurer 4,200 0 0 0
City Attorney 164,912 196,614 191,576 198,109
City Prosecutor 167,858 180,506 178,137 179,868
Hot Check 100,918 106,971 106,971 106,187
Municipal Judge 60,923 72,646 70,624 68,574
Cable Administration 150,350 150,092 148,699 153,993
City Clerk 124,485 132,472 112,130 155,033
Miscellaneous
Salary Contingency 0 85,000 85,000 580,000
Settlements 4,415 110,862 115,515 25,000
Refund Cost — Municipal Court Fees 1,796 0 0 0
Chamber of Commerce Services 92,021 100,000 100,000 100,000
C.E.M.S. Service 125,547 131,197 131,197 135,480
City Hospital Lease 283,500 283,500 283,500 283,500
Minor Equipment 899 0 0 0
Contract Services 43,960 0 0 0
Economic Development Grant 45,963 0 0 0
Fixed Assets 52,625 3,489 1,584 0
Building Cost 12,727 361,623 361,623 0
Land Acquisition 2,583 296,980 296,980 24,000
Ozark Regional Transit 16,000 34,512 33,130 34,500
Maintenance 7,549 15,000 8,600 20,000
Other 42,821 54,550 35,807 19,310
Total General Government Department 1,751,194 2,593,140 2,532,372 2,372,066
Administrative Services Department
Administrative Services Director 129,256 133,150 132,560 135,975
Personnel Administration 425,099 554,286 486,966 508,838
Accounting & Audit 297,265 326,392 323,291 330,428
Budget and Research 128,757 97,617 96,881 100,976
Billing & Collections 212,234 244,785 242,490. 254,995
Internal Auditing 51,029 50,557 50,312 51,843
General Building Maintenance 203,780 219,472 218,032 220,365
Janitorial 93,952 109,090 109,090 107,173
Procurement 54,787 60,675 59,421 61,282
Risk Management 20,665 40,035 39,936 40,445
Data Processing 287,816 338,510 335,242 359,810
Criminal Cases 98,517 111,713 109,158 108,226
Probation & Fine Collection 29,635 31,680 28,385 29,108
Small Claims & Civil Cases 88,763 115,162 101,354 100,102
Animal Patrol/Emergency Response 113,794 134,426 133,095 131,734
Animal Shelter 161,266 202,463 202,463 196,657
Total Administrative Services Department 2,396,615 2,770,013 2,668,676 2,737,957 '
A]
City of Fayetteville, Arkansas
General Fund Expenditures
Actual
Budgeted
Estimated
Budgeted
1994 _
1995 _
1995 _
1996
Police Department
Support Services
796,073
913,102
911,231
969.966
Patrol/Warrant
2,543,917
2,784,656
2,781,794
2.945,153
Central Dispatch
383,457
424,605
406,849
475,456
Total Police Department
3,723,447
4,122,363
4,099,874
4390,575
Fire Department
Prevention
101,608
114,551
114,551
120,091
Operations
2,349,194
2,567,873
2,552,630
2,731,435
Training & Education
58,274
62,832
62,832
66,i19
Hazardous Materials
32,542
41,050
38,550
43,600
Total Fire Department
2,541,618
2,786.306
_ 2,768,563
2,961,245
Public Works Department
Public Works Director
Public Works Director
134.719
186,000
181,085
192,232
City Gardener
72,385
100,842
78,593
139,982
Engineering
Plans & Specifications
207,880
243,910
240,697
299.144
Operations & Maintenance
141,258
171,002
166,530
154,731
Right of Way Acquisition
31,990
78,402
73,250
83,463
Public Construction
89,535
117,734
115,450
145,496
City Planning
258,755
305,818
303,197
360,553
Inspections
281,397
315,986
309,325
320,970
Parks
Parks Administration
100,928
96,868
95,297
104.295
Swimming Pool
92,214
128,982
128,413
122.063
Athletics & Recreational Transfers
166,986
178,251
174,277
190,920
Library
276,385
331,874
331,634
347,402
Lake Recreation
57,007
57,739
53,216
58,636
Park Maintenance
434,735
482,537
478,936
530,468
Traffic
Administration & Enforcement
62,224
56,503
54,942
29,233
Engineering,'Planning
46,960
51,143
50,G72
74,583
Control & Parking
193,233
179,300
178,261
197,654
Total Public Works Department
3,351,825
2,648,591
3,082,891
3,013,175
'Cost Reimbursement
Total General Fund Expenditures
II
II
II
_jl,906,835) (2,008,079) (2,008,0 X2,015,974)
$ 11,154,631 $ 13,346,634 $ 13,074,582 $ =13,797,694
II 21
Street Fund
Sources of Funds for 1996
(77.9%) State Tumback $ 1,732,0
€ JI, I
ro ) (0.6%) Interest S 12,950
a`
(21.5%) County Road Tumback $ 477,000
$2,221,950
Uses of Funds for 1996
(9.0%) Right of Way Maintenance $ 200,904
(44.4%) Street Maintenance $ 985,804
$2,221,950
:) Operations & Administration S 600,831
93%) Drainage Maintenance S 434.391
22
City of Fayetteville, Arkansas
Street Fund
Fund 2100
Actual
Budgeted
Estimated
Budgeted
:994
1995
1995
1996
Beginning Fund Balance
_
$ 388,071
$ 593,217
$ 593,217
$ 636,689
Revenues
Intergovernmental
2,025,070
2,072,689
2,150,000
2.209.000
Interest
13,293
10,050
12,950
12.950
Other
144,673
0
0
0
Total Revenues
2.183,036
2,082,739
2,:62,950
2,221.950
Expenditures
Operations & Administration
520,066
580,731
561,604
600,851
Right of Way Maintenance
182,985
188,093
185,071
200,904
Street Maintenance
904,116
920,009
879,863
985,804
Drainage Maintenance
366,516
420,294
365,807
434,391
Street Construction
4,207
127,133
127,133
0
Total Expenditures
1,977,890
2,236,260
2,119,478
2,221,950
Revenues Over (Under) Expenditures
205,146
(153,521)
43,472
0
Ending Fund Balance
$ 593,217
$ 439,696 $
636,689 $
636,689
23
City of Fayetteville, Arkansas
City Advertising & Promotion Fund
Fund — 2120
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Fund Balance
$ 206,592
$ 240,859
$ 240,859
$ 1,566,751
Revenues
Hotel, Motel, and Restaurant Taxes
866,253
892,500
924,850
952,500
Interest
9,568
12,500
12,400
35,000
Total Revenues
875,821
905,000
937,250
987,500
Expenditures
City Advertising & Promotion
Audit Expense
Professional Services
Trolley Services
Collection Expense
Convention Development
Convention Services
Special Projects
New Brochures
800 Telephone Number
Festival Support
Air Museum
Chamber of Commerce Contract
Fixed Assets
Vehicles & Equipment
Park Improvements
Total Expenditures
Other Financing Sources (Uses):
Transfer from General Fund
Transfer from CEC Bond Trustee
Transfer to CEC Bond Trustee
Transfer to Arts Center Bonds
Total Other Financing Sources (Uses):
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses)
Ending Fund Balance
200,108
100
0
31,992
- 34,650
16,590
1,622
280,105
23,921
10,000
56,000
50,000
99,068
8,966
22,179
0
835,301
860,000
0
(866,253)
0
(6,253)
250,000
100
0
35,000
36,000
0
4,400
167,286
56,827
10,000
42,500
50,000
100,000
800
0
280,000
1,032,913
2,183,620
0
(892,500)
0
1,291,120
34,267 1,163,207
$ 240,859 $ 1,404,066
250,000
100
0
34,000
37,000
0
4,400
145,000
56,827
10,000
42,500
50,000
100,000
703
0
280,000
1,010,530
2,183,620
0
(667,448)
(117,000)
1,399,172
1,325,892
$ 1566,751
250,000
150
100,000
35,000
38,100
0
5,000
50,172
40,000
10,000
25,300
40,000
100,000
0
0
0
693,722
0
448,000
(435,000)
(100,000)
(87,000)
206,778
$ 1,773,529
Li
I
I
24
CI
II
I
II
City of Favetteville, Arkansas
Off Street Parking Fund
Fund — 2130
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Fund Balance
$ 391,344
$ _ 431,538
$ _ 431,538
$ 402.252
Revenue
Parking Lot Revenue
157,467
158,880
154,422
161,372
Interest
17,037
13,919
13,915
13,919
Total Revenues
_ 174,504
172,799
168,337,
:75,29:
Expenditures
Construction Materials
207
500
250
50C
Audit Expense
90
90
90
9C
Utilities
11.635
14,500
14,000
14,500
Insurance
1,185
1.200
1,300
1.200
Deck Operating Expense
51,257
47,500
47,500
47,500
Special Assessments
0
1,485
0
1,485
Parking Control Maintenance
0
C'
3,027
0
Parking Deck Maintenance
550
50,000
30.000
40,C00
Downtown Parking District
25,487
30,00C
30.000
30,000
Fixed Assets
0
33,914
33,914
0
Total Expenditures
90,411
179,189
160,081
135,275
Other Financing Sources (Uses
Transfer to General Fund
(25,371)
(19,368)
(22,000)
(20,000)
Transfer to CEC Bond Trustee
(18,528)
(19,150)
15,542)
0
Total Other Financing Sources (Uses):
__ j43,899)
X38,518)
@7542
(20,000)
Revenues Over (Under) Expenditures
and Other Financing Sources (Uses):
__ 40,194
_ (44,9Q)
(29,286) _
20,016
Ending Fund Balance
$ 431,538
$ 386,630
$ 402,252 $
422,268
I
25
City of Fayetteville, Arkansas
Community Development Block Grant Fund
Fund -2180
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Revenue
CD Grant Funding $ 759,489 $ 1,230,418 $ 1,230,418 $ 611,061
Home Grant Funding 414,281 271,126 266,499 0
AAA of NWA 4,000 4,000 4,000 4,000
Loan Repay 29,210 10,000 19,294 10,000
Rehab Expense (29,210) (10,000) (19,294) (10,000)
Total Revenues 1,177,770 1,505,544 1,500,917 615,061
Expenditures
Administration 68,518 90,948 88,409 123,810
Housing Rehabilitation 202,336 187,564 187,564 305,810
Home Grant Program 414,281 271,126 269,038 0
Community Development Program 492,635 955,906 955,906 185,441
Total Expenditures 1,177,770 1,505,544 1,500,917 615,061
Revenues Over (Under) Expenditures $ (0) $ 0 $ 0 $ 0
26 1
City of Fayetteville, Arkansas
Drug Law Enforcement Fund
II
II
Fund — 2930
Actual
Budgeted
Estimated
Budgeted
1994
1995
1996
Beginning Fund Balance
$ 6,022
$ 20,043
_1995
$ 20,043
$ 20.043
Revenues
Drug Enforcement Grant
195,449
224,837
224,837
212,039
Grant — Springdale
12,425
12,547
12,547
14.304
Grant — Washington County
1,595
1,627
1,627
1,625
Grant — Prairie Grove
2,021
1,627
1,627
1,625
Grant — Lincoln
1,167
1,627
1,627
1,625
Grant — Greenland
1,595
1,627
1,627
1,525
Grant — West Fork
:,595
1,627
1,627
1,625
Grant — Johnson
1,167
1,627
1,627
1,625
Grant — Farmington
1,595
1,627
1,627
1,62
Forfeitures — DTF
11,529
0
2,758
0
Interest
0
0
568
0
Total Revenues
230,138
248,773
252,099
237,718
I
Expenditures
Drug Enforcement Program 258,107 299,854 295,099 279,947
Total Expenditures 258,107 299,854 295,099 279,947
Other Financing Sources (Uses)
Transfer from General Fund 41,990 51,081 43,000 45,000
Total Other Financing Sources (Uses) 41,990 51.081 43,000 _ 45,000
I
Revenues Over (Under) Expenditures
and Other Financing Sources (Uses) 14,021
2,771
Ending Fund Balance $ __ 200,043 S 20,043 $ 20,043 S _ 22,814
1 27
City of Fayetteville, Arkansas
Arts Center Bond Fund
Fund -3170 '
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Beginning Fund Balance $ 661,309 $ 837,959 $ 837,959 $ 954,959
Revenue
Interest 39,849 40,450 47,957 40,366
Total Revenue 39,849 40,450 47,957 40,366
Expenditures
Audit Expense 0 300 0 500
Principal Payment 125,000 135,000 135,000 135,000
Interest Expense 227,890 220,516 220,516 212,416
Paying Agent Fees 736 1,500 400 1,500
Total Expenditures 353,626 357,316 355,916 349,416
Revenues Over (Under) Expenditures (313,777) (316,866) (307,959) (309,050)
Other Financine Sources (Uses
Transfer From General Fund
1,141,375
1,245,000
1,245,000
1,294,800
Transfer From Arts Center Project
32,402
0
0
0
Transfer From A & P Fund
0
0
117,000
100,000
Transfer Excess Funds to General Fund
(683,350)
(861,794)
(937041)
(1,042,000)
Net Other Financing Sources
490,427
383,206
424,959
352,800
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses)
176,650
66,340
117,000
43,750
Ending Fund Balance
$ 837,959
$ 904,299 $
954,959
$ 998,709
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
1994
1995
1995
1996
$ 2,303,585
$ 2,477,645
$ 2,477,645
_
$ 2,709,650
98,110
87,800
156,055
100,050
98,110
87,800
156,055
__
100.050
550
550
550
a50
0
300
0
300
550
850
_ _
550
_
_ _ 850
97,560
86,950
155,505
99,200
Other Financing Sources (Uses)
Transfer From General Fund 76,500 76,500
Total Other Financing Sources (Uses) 76,500 76,500
Revenues & Financing Sources
Over (Under) Expenditures
Ending Fund Balance
1
1
1
1
_ _ _76,500 '6,500
76,500 76,500
174,060
163,450
232,005
175,700
$ 2,477,645 $
2,641,095
$709650 $
2,885,350
29
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Fund 4470
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Fund Balance
$ 2,735,802
$ 7,107,953
$ 7,107,953 S
2,361,134
Revenue
Sales Tax Revenue
7,561,906
7,300,000
8,482,000
8,775,000
State Grants
1,304
0
0
0
Federal Grants
25,000
619,867
619,867
0
Interest
194,472
2,897
415,768
25,000
Other
3,710
96,896
98,784
4,000
Total Revenue
7,786,392
8,019,660
9,616,419
8,804,000
Expenditures
Public Notification
2,689
3,136
1,700
1,500
Audit Expense
1,500
1,500
1,500
2,500
Legal Services
12,333
0
95
0
Capital Improvements Projects:
Fire Safety Improvements
301,822
251,825
251,825
325,000
Police Safety Improvements
88,914
69,529
69,529
319,000
Library Book Purchases
50,000
54,000
54,000
65,000
Parks and Recreation Improvements
282,576
466,508
466,508
231,700
Bridge and Drainage Improvements
23,318
848,115
848,115
100,000
In —House Street Improvements
536,960
772,068
772,068
636,000
Street Improvements
593,447
6,779,690
6,779,690
2,762,000
Transportation Improvements
40,082
101,000
101,000
146,200
Water & Sewer Improvements
436,078
1,691,371
1,691,371
2,572,000
Solid Waste Improvements
0
1,538,753
1,538,753
244,000
Other Capital Improvements
321,270
880,756
880,756
395,800
Total Expenditures
2,690,989
13,458,251
13,456,910
7,800,700
Revenues Over (Under) Expenditures
5,095,403
(5,438,591)
(3,840,491)
1,003,300
Other Financing Sources (Uses
Transfer from General Fund
386,044
565,081
417,672
0
Transfer to General Fund
(1,109,296)
(1,324,000)
(1,324,000)
(1,588,000)
Total Other Financing Sources (Uses)
(723,252)
(758,919)
(906,328).
(1,588,000)
Revenues & Other Financing Sources
Over (Under) Expenditures & Uses
4,372,151
(6,197,510)
(4,746,819)
(584,700)
Ending Fund Balance $
7,107,953 $
910,443 $
2,361,134 $
1,776,434
30
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Capital Budget
1
Project Category Project Title
II
Fire Safety Improvements
Police Safety Improvements
Lbrary Book Purchases
Fire Apparatus — Replacement; Expansion
Remodel Existing Fire Stations
Bar Code System — Evidence/Property Room
Computerized Police Mugshots
Covert Surveillance Equipment
PC/Terminal Upgrade — Replacements
Police Emergency Generator
Police HVAC Replacement
Radio System Upgrade
Speed Measuring Devices
Uninterruptible Power Supply — Replacement
Book Purchases
Parks and Recreation Improvements Gulley Park — Parking Lot
Gulley Park Purchase
Lake Fayetteville South Restrooms/Parking
Park Entrance Gates & Signs
Wilson Park Aquatic Facility Repairs
Wilson Park Swimming Poo: Service Drive
1996 Budget
$ 275,000
50,000
325.000
25,000
52,000
63,000
10,000
79,000
21,330
33,000
14,000
16,000
319,000
65,000
65.000
27.000
18_300
111.000
41.400
16.000
18.000
231.130
Bridge and Drainage Improvements Drainage Study and Master Plan _ _ :00,000
' :30.000
In —House Street Improvements Pavement Improvements 636,000
' __ 636.000
' Street Improvements 24th Street Improvements 737,000
6th Street Extension to East Huntsville Road 30.000
Hwy. 265 R.O.W. - Hwy. 16to Hwy. 45 675,000
Intersection Improvements 50.000
' Joyce Blvd. - Old Missouri to Hwy. 265 300.000 Salem Road Area Traffic Improvements 500,000
Sidewalk Improvements 85.000
Street Improvements — Cost Sharing 40,000
' StreetRigbtof Way Acquisition 100,000
The Cliffs — Cost Sharing 245.000
2,762,000
Transportation Improvements
1
1
9" Street Marker Upgrade
Dickson Street Traffic Signal System Upgrade
MUTCD Sign Machine Material
Traffic Signal Improvements
.5.900
37,100
21,200
72,000
146,200
31
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Capital Budget
Project Category Project Title 1996 Budget
Water and Sewer Improvements Fox Hunter Road Sewer Transmission Line
Highway 16 West Sewer Force Main
Lake Fayetteville Dam — Monitoring Wells
Sanitary Sewer Rehabilitation
W & S Improvements — Defined By Study
Water & Sewer Cost Sharing
Solid Waste Improvements
Other Capital Improvements
Drop—off Recycling Stations
Dumpster Lease Program
Materials Recovery Facility — Baler
AS/400 Disk Storage Upgrade
AS/400 Printer Replacements
Building Improvements
Document Imaging System
Downtown Square Hectrical Upgrade
Geographic Information System
GIS UNDC Computer System
Lake Fayetteville/Sequoyah Improvements
Microcomputer Replacements
252,000
600,000
72,000
933,000
635,000
80,000
2,572,000
flu
•. ttt
tl ttt
t-1
395,800
$ 7.796,700
I
I
U
Li
H
I
I
I
32 '
Proprietary and Fiduciary Funds
Enterprise Funds
Water and Sewer
Solid Waste
Airport
Continuing Education Center & Parking Facility
Trust Funds
Police Pension
Fire Pension
Municipal Judge Retirement
Internal Service Fund
Shop
33
Water & Sewer Fund
Sources of Funds for 1996
(46.3%) Water Sales $ 9,598,000
(37.5%) Sewer Service Charges $ 7,771,500 (3.645) Interest Income S 745,000
$20,747,623
Uses of Funds for 1996
(3.6%) Water Distribution and Maint. $749,112
(103%) Operations $ Administration S 2,145,936
(15.7%) Waste Water Treatment $ 3,266,621
(5.4%) Sewer Main Maint $1,124,364
(5.7%) Meter Operations $1,173,
(0.5%) Water Storage and Pump Maint. $ aw,avu
1%) Water Purchased $ 4,857,000
(8.9%) Capital $ 1,852,025
)%) Interest Expense S 831,525
(22.4%) Depreciation S 4,638918
$20,747,623
34
City of Fayetteville, Arkansas
Water and Sewer Fund
Fund - 5400
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Retained Earnings
$ 27,779,190
_
$ 34,062,882
$ 34,062,882 $
37.313,938
Operating Revenues evenues
Water Sales
8,709,650
9,043,800
9,184,000
9,598,000
Sewer Service Charges
7,421,057
7,267,800
7,602,000
7771,500
Total Operating Revenues
16,130,707
16,311,600
16,786,000
17.369,500
Operating Expenses _
Water Purchased
3,588,139
4,476,000
4,443,000
4,857,000
Operations & Administration
1,928,675
2,185,919
2,116,596
2,145,936
Water Distribution and Maintenance
433,201
580,319
523,147
749.112
Water Storage and Pump Maintenance
90,486
113,057
92,343
108,146
Sewer Main Maintenance
750,348
890,868
853,903
1,124,364
Waste Water Treatment Plant
2.669,083
3,316,198
3,315,919
3,266,621
Meter Operations
856,567
1,144,605
1,028,894
1,17,3,976
Total Operating Expenses Before Depreciation
10,316,499
12,706,966
12,373,801
-
13,425,155
Operating Income (Loss) Before Depreciation
5,814,208
3,604,634
4,412,199
3,944,345
Depreciation Expense
4,117,383
4,485,400
4,485,400
4,638,918
Operating Income (Loss)
1,696,825
(880,766)
(73,201)
(694,573)
Nonoperating Income (Expense_
Transfer from General Fund
1,657,000
0
0
7
Transfer to Shop Fund
(35,500)
0
0
0
Interest Expense
(588,245)
(934,000)
(839,752)
(831,525)
Interest Income
409,762
167,200
861,000
745,000
Other
23,924
77,700
119,405
83,000
Total Nonoperating Income
__1,466,941
(689,100)
140,653
_ (3,525)
Net Income (Loss)
3,163,766
(1,569,866)
67,452
(698,098)
Depreciation on Capital Contributions
3.119,926
3,183,604
3,183,604
3,233,604
Net Change to Retained Earnings
6,283,692
1,613,738
3,251,056
2,535,506
Ending Retained Earnings
34,062,882
35,676,620
37,313,938
39,849,444
Beginning Contributions
46,041,496
45,173,436
45,173,436
43,489.832
Capital Contributions
2,251,866
1,992,000
1,500,000
1,500.000
Depreciation on Capital Contributions
(3,119,926)
(3,183,604)
(3,183,604)
(3,233.604)
Ending Contributions
45,173,436
43,981,832
43,489,832
41,756,228
Total Fund Equity, End of Year
$ 79,236,318
$ 79,658,452
$ 80,803,769 $
81,605,671
Capital Expenditures
S 1,783,406
$ 15 O67,036
$ 14,937,763 $
_ 1,8522025
35
Solid Waste Fund.
Sources of Funds for 1996
(86.3%) Solid Waste Fees S 3,229.000
$3,742,830
Uses of Funds for 1996
(35.4%) Commercial Pickup $ 1,324,416
(33.235) Residential Pickup $ 1,243,264
$3,742,830
(1.395) Recycling & Other S 47200
(12.5%) Projected Rate Adjustment $ 466.630
;16.4%) Operations and Admin. S 612,679
�D2.39o)) Capital ? 111W85,844
(7.1%) Recycling $ 265,469
5) Composting $ 199,958
36
City of Fayetteville, Arkansas
Solid Waste Fund
Fund 5500
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Retained Earnings
$ _ 1,906,951
$ 3,044,892
$
3,044,892
$ 731,144
Operating Revenues
Solid Waste Fees
3,054,093
3,275,450
3,1C2,000
3,229,000
Protected Rate Adjustment
0
0
C
466,630
Incinerator Fees
756,931
770,0C0
332,000
0
Recycling Revenue
6,986
4,501
6,C00
6,000
Composting Revenue
7,425
6,250
6,C00
6,000
Container Sales/Leases
0
0
_ 47,00C
24,000
Total Operating Revenues
3,825,435
4,056,201
__3,493,000
3,731,630
Operating Expenses
Operations and Administration
Commercial Pickup
Residential Pickup
Recycling
Composting
Total Operating Expenses
Operating Income (Loss) Before Depreciation
Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expenses)
Interest
State Grants
Transfer from Genera: Fund
Miscellaneous
Total Nonoperating Revenue (Expenses)
Net Income (Loss) Before Extraordinary Item
Extraordinary Item:
Incinerator Disengagement
Net Income (Loss) and Extraordinary Item
Depreciation on Contributed Capital
Net Change to Retained Earnings
Ending Retained Earnings
Contributions Beginning of Year
Depreciation on Contributed Capital
Ending Contributions
Tctal Fund Equity
Capital Expenditures
505,588
1,058,007
1,017,036
163,189
182,734
2.926,554
663,701
1,188,C33
1,142,126
285,493
227,986
3,507,339
548,862
33,604 73,252
865,277 475,6:0
94,284
0
0
15( ,212)
79,072
944,349
C
944,349
193,592
10,600
175,C00
1,833,116
20C
2,018,916
2,494,526
4,624,155
(2,129,629)
322
536,938 612,679
1,183,555 1,324,416
1,108,726 1,243,264
270,160 265,469
199,4C0 199,958
3,298,779 3,645,786
194,221 85,844
73,252 _ 85,844
120,969
181,000
175,000
1,833,116
_ 0
2,189,116
2,310,085
4,624,155
(2,314,070)
322
11,200
0
0
0
11,200
11,200
0
11,200
322
1,137,941
(2,129,
_ 2,313,748) __
11,522
$ 3,C44,892
$ _ 915,585 $ _
-_73i144 ,$
742,666
203,250
9,658
9,658
9,336
(193,592)
(322)
322
(322)
9.658
__
9,336
_ 9,336
-9,014
$ __ 3,054,550
$ 924,921 $
_ 740,480 $ -
751,680_
$ _35 283
$ 639.539 $
638,989 $
11.200
37
Airport Fund '
Sources of Funds for 1996
(3.5%) Aviation Fuel $ 113,000 '
(14.8%) Parking Fees $ 478,000
(16.5%) Rents and Leases S 534,000
$R
(9.6%) Airline Fees $ 311,000
(2.1%) Other $ 68,000
(1.4%) Interest & Nonoperating Inc. $ 46,000
1
(52.0%) Captial Contributions $ 1,680,000 '
$3,230,000
Uses of Funds for 1996 '
(11.0%) Airside Operations $ 355,042
1
(17.4%) Landside Operations S 560,687
% gVAj (1S%) Retained Earnings S 47,783
(47.6%) Capital $ 1,536,200____
•'�lra,$r
(22.6%) Depreciation $ 730,288 i
$3,230,000
1
38 ,
City of Fayetteville, Arkansas
Airport Fund
Fund — 5550
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Retained Earnings
$ _ 3,255,167
_
$ 3,834,273
_
$ 3,834,273
_
$ 4,288,843
Operating Revenues:
Airline Fees
291,650
295,744
303,000
311,000
Parking Fees
440,966
438,000
478,000
478,000
Rents and Leases
496,997
478,739
534,000
534,000
Aviation Fuel
121,974
108,000
113,000
113,000
Other
65,071
_62,550
68,000
68,000
Total Operating Revenues
1,416,658
1,383,033
_
1,496,000
1,504,000
Operating Expenses:
Landside Operations
443,352
504,559
500,342
560,687
Airside Operations _
306,507
352,954
305,323
355,042
Total Operating Expenses Before Depreciation
749,859
_ 857,513
805,665
915,729
Operating Income (Loss) Before Depreciation
666,799
525,520
690,335
588.271
Depreciation Expense
478,181
729,897
729,897
730,288
Operating Income (Less)
188,618 (204,377) _(39,562) __ (142,017)
Nonoperating Income (Expense_
Interest Income
1,684
4,500
4,500
5,000
Sales Tax
5,994
0
1,000
1,000
Other
29,455
16,000
94,700
40,000
Total Nonoperating Income
37,133
20,500
100,200
46,000
Net Income (Loss)
225,751
(183,877)
60,638
(96,017)
Depreciation on Contribution
353,355
393,933
393,933
423,523
Net Change to Retained Earnings
_ 579,106
210,056
454,570
327,506
Ending Retained Earnings
3,834,273
4,044,329
4,288,843
4,616,35C
Beginning Contributions
5,973,779
6,508.144
6,508,144
7,935,211
Contributions
887,720
2,247,812
1.821,000
1,680,000
Depreciation on Contribution
(353,3
(393.933)
(393,933)
(423,523)
Ending Contributions
__
6,508,144
8,362,023
7,935,211
9,191.688
Total Fund Equity
$ 10,342,417
$ 12,406 352
$ 12,224,055
$ 13,508.038
Capital Expenditures
$ 1,2.30,203 $ 3479_,071 $ 2693S5 $ 1,536,200
Ri:
City of Fayetteville, Arkansas
Continuing Education Center and Parking Facility Fund
Fund — 5690
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Retained Earnings
$ 1,078,567
$ 1,212,173
$ 1,212,173
$ 695,226
Operating Revenues
Property Lease
122,000
122,000
122,000
122,000
Total Operating Revenues
122,000
122,000
122,000
122,000
Operatine Expenses
Audit Expense
1,500
1,500
1,500
1,500
Insurance —Vehicles & Buildings
3,463
3,500
3,848
3,848
Special Assessments
38,002
47,500
41,005
49,400
Total Operating Expenses
42,965
52,500
46,353
54,748
Operating Income (Loss) Before Depreciation
Depreciation Expense
Operating Income (Loss)
79,035 69,500 75,647 67,252
94,807 94,807 94,807 94,807
(15,772) (25,307) (19,160) (27,555)
Nonoperating Income (Expenses)
State Convention Center Return
222,284
255,000
298,000
300,000
Interest Income
83,034
73,950
76,899
26,500
Interest Expense
(256,800)
(246,956)
(249,086)
(132,623)
Paying Agents Fees
(1,785)
(2,000)
(1,750)
(2,000)
Bond Amortization
(9,299)
(8,940)
(58,695)
(6,700)
Total Nonoperating Revenue
37,434
71,054
65,368
185,177
Income (Loss) Before Operating Transfers
21,662
45,747
46,208
157,622
Other Financing Sources (Uses)
Transfer from A&P Fund
866,253
892,500
667,448
435,000
Transfer from Off Street Parking Fund
18,528
19,150
15,542
0
Transfer Excess Funds to General Fund
(772,837)
(822,944)
(1,246,145)
0
Transfer Funds to Advertising & Promotion Fund
0
0
0
(448,000)
Total Other Financing Sources (Uses)
111,944
88,706
(563,155)
(13,000)
Net Income (Loss)
Ending Retained Earnings
133,606
134,453
$ 1,212,173 $ 1,346,626
(516,947)
$ 695,226
144,622
40
City of Fayetteville, Arkansas
Police Pension Fund
Fund 6800
Actual
Budgeted
Estimated
Budgeted
1994
_ 1995
1995
1996
Beginning Fund Balance
$ 6,297,795 $
6,742,568
$ 6,742 568
$ 7,136,300
Revenue
Property Taxes
150.989
158,000
180,600
158,000
State Insurance Turnback
167,546
167,546
163,467
165,000
Court Fines and Fees
107,729
107,500
107,500
105.000
Investment Earnings
299,699
179,650
258,615
254.300
Officer Contributions
33,830
31,350
34,600
33,150
Donations/Suspension
1,220
360
0
450
General Fund Contributions
_ 67,661
63,715
69,250
66,300
Total Revenue
828,674
708,121
814,032
782,200
Expenses
Office Supplies & Printing
_ _
0
600
0
600
Audit Expense
2,000
3,000
3,000
3,000
Professional Services
0
630
400
650
T —Bill Handling Fees
0
550
0
550
Pension Withdrawal
0
15,000
0
15,000
Benefit Payments
381,901
450,000
416,900
490,000
Total Expenses
383,901
469,780
420,300
509,800
Net Income (Loss)
444,773
238,341
393,732
272,400
Ending Fund Balance
$ 6,742,568 $
6,980,909
$ 7,136,300
$ 7,408,700
M
City of Fayetteville, Arkansas
Fire Pension Fund
Fund 6810
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Beginning Fund Balance $ 7,275,674
$ 7,807,256
$ 7,807,256
$ 8,800,000
Revenue
Property Taxes
State Insurance Turnback
Investment Earnings
Donations
Officer Contributions
General Fund Contributions
Total Revenue
150,989
123,948
505,028
600
41,527
83,054
905,146
158,000
123,948
291,250
0
41,700
94,520
709,418
180,600
137,250
927,300
50
44,300
88,500
1,378,000
158,000
145,000
351,000
0
41,000
82,000
777,000
Expenses
Audit Expense
2,271
3,000
3,000
3,000
Professional Services
140
1,500
2,444
1,500
Pension Withdrawal
0
15,000
0
15,000
Benefit Payments
371,153
450,000
379,812
450,000
Total Expenses
373,564
469,500
385,256
469,500
Net Income (Loss)
531,582
239,918
992,744
307,500
Ending Fund Balance
$ 7,807,256 $
8,047,174 $
8,800,000 $
9,107,500
42
City of Fayetteville. Arkansas
Municipal Judge Retirement Fund
Fund 6820
Actual
Budgeted
Estimated
Budgeted
1994
1995 -
_ 1995
1996
Beginning Fund Balance
$ 322.&34
$ 352,216
$ 352,216
$ 388,5CO
Revenue
Court Fines and Fees
15,926
15,800
14.174
15.800
Investment Earnings
13.524
11,585
22,185
11.575
Total Revenue
29
27,385
_,450 36.359
27,375
Expenses
Audit Expense
68
75
',5
7s
Total Expenses
68
75
75
75
Net Income (Loss)
29,382
27,310
36,284
2%300
Fading Fund Balance
$ 352,216 $
379,526 S
388,500 $
415.800
Cx]
City of Fayetteville, Arkansas
Shop Fund
Fund9700 1
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
Beginning Retained Earnings $ 4,971,009 $ 5,718,561 $ 5,718,561 $ 6,452,846
Operating Revenue
Shop Charges 2,417,921 2,909,681 2,805,482 3,155,882
Total Operating Revenue 2,417,921 2,909,681 2,805,482 3,155,882
Operating Expenses
Vehicle Maintenance Program 1,148,205 1,272,963 1,268,800 1,523,890
Total Operating Expenses 1,148,205 1,272,963 1,268,800 1,523,890
Operating Income (Loss) Before Depreciation 1,269,716 1,636,718 1,536,682 1,631,992
Depreciation Expense 1,012,584 1,233,571 1,233,571 1,535,707
Operating Income (Loss) 257,132 403,147 303,111 96,285
Nonoperating Income (Expense)
Transfer From Water & Sewer Fund 35,500 0 0 0
Gain (Loss) on Sale of F.A. 186,128 72,219 181,262 100,000
Interest 86,744 30,100 111,000 36,409
Total Nonoperating Income 308„372 102,319 292,262 136,409 '
Net Income (Loss) 565,504 505,466 595,373 232,694
Depreciation on Contributed Capital 182,048 138,912 138,912 138,912 t
Change in Retained Earnings 747,552 644,378 734,285 371,606
Ending Retained Earnings 5,718,561 6,362,939 6,452,846 6,824,452
Beginning Contributions 478,308 520,390 520,390 381,478
Residual Equity Transfers 224,130 0 0 0
Depreciation on Contributed Capital (182,048) (138,912) (138,912) (138,912)
Ending Contributions 520,390 381,478 381,478 242,566
Total Fund Equity $ 6,238,951 $ 6,744,417 $ 6,834,324 $ 7067,018
Capital Expenditures $ 1,067,867 $ 4,047,755 $ 4,047,755 $ 1,739,325 ,
u
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44 U
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1
I
GENERAL GOVERNMENT
OVERVIEW
The General Administration Department contains eight divisions: Office of the Mayor, City Council, City
Attorney, Municipal Judge, Cable Administration. City Clerk/Treasurer, Airport, and Miscellaneous.
Some of the major
of the day to day
Disabilities Act.
I
I
I
projects for this department in 1996 include: exercising oversight and management
operations of the City, ensuring the City's compliance with the Amercans w;th
and continued work on the incinerator disengagement process.
Estimated 1995 expenditures are projected to be approximately $900,000 below budgeted 1995 and the
Proposed 1996 expenditures are decreased by approximately $I.2 million when compared to the 1995
estimated amount. These reductions are primarily due to the reduction in planned capital expenditures
at the Airport. Airport Operations expenditures are budgeted to be approximately $60,000 more than
budgeted 1995 primarily due to increased funding for Economic Development. Staffing in the General
Government area has increased by a net of 1.62 from 1995 to 1996. This increase includes restoring the
Cable Administrator to a full-time position and employing part-time employees to cablecast government
charnel programs instead of contracting this service.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Capital
Depreciation
Category Totals
Actual
1994
$ 980,589
54,774
1,289,435
80,360
1,326,099
478,181
$ 4,209,437
Budgeted
1995
$ 1,169,225
65,127
1,504,353
256,073
3,934,946
729.897
$ 7,659,621
Estimated
Budgeted
1995
1996
$ 1,123,422 $
1,678,3 44
51,161
67,368
1,485,617
1,436,405
217,371
225,028
3,154,392
1,416,800
729,897
730,288
$ 6,761,860 $
5,554,283
45
General Government
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
General Fund
0150 Mayor's Administration
Personnel Services
$ 127,814 $
158,960 S
158,753 S
166,480
Materials & Supplies
13,044
12,700
12,700
11,250
Service and Charges
56,508
59,636
57,261
66,526
Maintenance
340
1,434
1,184
834
Capital
9,188
4,146
4,106
3,500
206,894
236,876
234,004
248.590
0160 City Council
Personnel Services
33,600
33,600
33,425
33,600
Materials & Supplies
265
1,050
275
750
Service and Charges
4,384
5,350
3,596
5,322
Capital
0
250
0
250
38,249
40,250
37,296
39,922
0170 City Treasurer
Personnel Services
4,200
0
0
0
4,200
0
0
0
0210 City Attorney
Personnel Services
140,826
160,011
156,165
165,005
Materials & Supplies
1,718
2,880
2,840
2,600
Service and Charges
17,885
29,519
28,535
27,754
Maintenance
3,742
2,600
2,491
2,750
Capital
742
1,604
1,545
0
164,912
196,614
191,576
198,109
0310 City Prosecutor
Personnel Services
148,820
164,467
162,771
167,040
Materials & Supplies
4,191
3,379
3,056
3,663
Service and Charges
9,107
10,660
10,660
7,865
Maintenance
196
1,600
1,250
1,300
Capital
5,544
400
400
0
167,858
180,506
178,137
179,868
0350 Hot Check
Personnel Services
82,897
87,531
87,531
88,707
Materials & Supplies
2,709
2,412
2,412
2,455
Service and Charges
13,673
16,028
16,028
14,525
Maintenance
437
1,000
1,000
500
Capital
1,201
0
0
0
100,918
106,971
106,971
106,187
-0400 Municipal Judge
Personnel Services
55,693
61,477
60,915
56,000
Materials & Supplies
43
200
150
150
Service and Charges
3,952
5,524
4,114
7,424
Capital
1,235
5,445
5,445
5,000
60,923
.72,646
70,624
68,574
General Government
Program Fxpend:ture Summary
Actual
Budgeted
Estimated
Budgeted
1994
1995 _
1995 _
1996
0600 Cable Administration
Personnel Services
45.883
63,496
63,496
71,954
Materials & Supplies
3,589
3,728
3,728
4,500
Service and Charges
88,741
65,049
64,887
68,251
Maintenance
11,104
8,810
7,579
9,288
Capital
1,033
9,009
9.009
0
150,350
:50.092
:48,699
:53,993
1510 City C:erk/Treasurer
Personnel Services
70,918
58.691
64.257
54.352
Materials & Supplies
10,102
:8,608
6,500
14.00
Service and Charges
40,029
37,781
33,98:
68,781
Maintenance
2,227
5.517
5,517
6,500
Capital
:,210
1,875
1,875
1,000
124,485
132,472
112,13C
155,033
6600 Miscellaneous
Personnel Services
0
85,000
85,000
580,000
Service and Charges
556,C23
714,621
699,149
597,790
Maintenance
7,549
15,000
8,600
20,000
Capital
68,834
662,092
660,187
24.000
132,406
:,476,713
1,45 2.936
1,22:390
Total General Fund
1,751.194
2,593,140
2,532,372
2.372,C56
Airp crt
3940 Airport Landside Operations
Personnel Services
165,315
162.350
161,141
165.355
Materials & Supplies
15,854
16,270
16,000
19.100
Service and Charges
226,498
289,965
294.351
345,358
Maintenance
29,395
33,924
26.950
28,824
Capital
5,290
2,050
1.900
2.050
Depreciation
478,181
729.897
729.897
730.288
921,533
_ 1,234,456
1,230. 339
_
1,290.975
3950 Airport Auside Operations
Perscnnel Services
104,622
123,642
89,968
1:9,901
Materials & Supplies
3,259
3,900
3,500
8,500
Service and Charges
172,211
180,18C
183,555
185,609
Maintenance
25,371
45,232
28.30C
41.032
Capital
1.044
C
C
0
306,507
352,954
-3C5,323
355,042
396C Airport Capital Expenditures
Service and Charges
424
90.040
89,50C
41,200
Maintenance
0
140,956
134,500
1:4,000
Capital
:.229.779
3,248,075
2,469,925
1.381,000
1.230.203
3.479,071
_2,693.925
1.536.200
Tcta: Airport
2,458.243
5,066,481
4,229,487
3.182,217
Total General Government
S 4,239,437 $
7,659,621 $
6,761,860 $
5,554,283
47
General Government
Personnel Summary
1993
1994
1995
1996
Division/title
Employees
Employees
Employees
Employees
Mayor Division
Mayor
1.00
1.00
1.00
1.00
Assistant to the Mayor
1.00
1.00
1.00
1.00
Administrative Secretary
1.00
1.00
1.00
1.00
Administrative Intern
1.00
1.00
1.00
1.00
4.00
4.00
4.00
4.00
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 (P art —time)
0.40
0.40
0.40
0.40
3.40
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 Clerk/fypist
1.00
1.00
1.00
1.00
Work Study (Part—time)
0.50
0.50
0.50
0.50
8.50
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
1.00
Operations Coordinator
1.00
1.00
1.00
1.00
Lead Production Technician
0.00
0.00
0.50
- 0.00
Part Time Production Assistants
0.00
0.00
0.00
2.12
2.00
2.00
2.50
4.12
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
1.00
1.00
1.00
Airport Maintenance Worker II
3.50
0.50
0.50
0.50
Airport Maintenance Worker III
1.00
4.00
4.00
4.00
Senior Secretary
1.00
1.00
1.00
1.00
8.50
9.50
9.50
9.50
Total General Government Personnel
30.20
31.20
31.70
33.32
I
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I
ADMINISTRATIVE SERVICES DEPARTMENT
OVERVIEW
The Administrative Services Department contains twelve divisions: Administrative Services Director,
Personnel, Accounting & Audit, Budget& Research, Purchasing, Data Processing, Building Maintenance,
Water & Sewer Services, Fleet Operations, Municipal Court, Animal Shelter, and Community
Development.
Estimated 1995 expenditures are projected to be $242,506 less than the 1995 budgeted amount. The cost
savings occurred primarily from the decision to postpone the full implementation of the Backflow
Prevention Program until state guidelines are finalized; a reduction in personnel cost due to turnover; and
worker's compensation premium savings.
Budgeted
1996 expenditures are
approximately $2.7 million less than the 1995 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.
Major initiatives planned by the department for 1996 include: participation in the selection of GIS
software and assisting user division in implementing the software, continued implementation and
coordination of the capital improvements program, compilation of the Comprehensive Annual Financial
Report, continued supervision of the City's contribution to Lights of the Ozarks, expanded educational
programs at the Animal Shelter, continuation of the Yvonne Richardson Community Center
improvements, continuation of efforts to provide home ownership opportunities to low and moderate
income families, continuation of the employee management training program, and initiation of the Water
& Sewer backflow prevention program.
Administrative Service Department personnel has increased by five positions from 1995 to 1996. A
Meter Reader and Water Service Representative were added to the Water & Sewer Services Division, an
Equipment Maintenance Worker I was added to the Fleet Operations Division, a GIS Coordinator was
added to Data Processing and a Community Center Director was added to Community Development
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Capital
Depreciation
Category Totals
Actual
1994
$ 2,677,640
654.243
2,032,310
144.537
1,216,860
1,064557
$ 7,790,147
Budgeted
1995
$ 3,096,826
708,300
2,633,264
178,788
4,302,384
1,2891211
$ _ 12,208,773
Estimated
1995
$ 2,919,034
696,455
2,602,621
174,068
4,284,878
1,289,211
$ _ 11,966,267
$ 3,252679
815,214
1,765,882
161,138
1,929,496
1,60211
S ---9,529,620
49
Administrative Services
Program Expenditure Summary
Administrative Services Director
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
Personnel Administration
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
Accounting & Audit
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
Budget & Research
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
Billing & Collections
Personnel Services
Materials & Supplies
Service and Charges
Maintenance
Capital
Internal Audit
Personnel Services
Materials & Supplies
Service and Charges
Capital
5,12O 5,090 2,500
244,785 242,490 254,995
Administrative Services
Program Expenditure Summary
Actual
1994 _
Budgeted
1995
Estimated
1995
Budgeted
1996
1410 General Maintenance
Personnel Services
112,836
118,358
118,298
128,484
Materials & Supplies
82
550
550
550
Service and Charges
Maintenance
Capital
52,765
34,568
3,529
55,644
41,420
3,500
54,564
41,120
3,500
56,720
31,111
3,500
_ 203.780
219,472
218,032
_ 220,365
1420 Janitorial
Personnel Services
44,7,51
51,438
51,438
47,513
Materials & Supplies
5,175
6,450
6,450
7,450
Service and Charges
43,243
49,902
49,902
50,910
Maintenance
0
300
300
300
Capital
783
1,000
1,000
1.000
93,952
109,090
109,090
107,173
1610
Procurement
Personnel Services
45,660
47,570
47,570
48,757
Materials & Supplies
6,002
7,452
6,555
7,700
Service and Charges
1,667
3,269
2,914
4,225
Maintenance
85
200
200
200
Capital
1,37.1
2,184
2,182
400
_
54,787
60,675
59.421
61,282
1620
Risk Management
Personnel Services
19,588
20,387
20,288
20,897
Materials & Supplies
186
1,023
1,023
1,023
Service and Charges
891
__j,625
18,625
18,525
20,665
40,035
39,936
40,445
1710
Data Processing
Personnel Services
164,099
215,548
215,144
250,136
Materials & Supplies
17,780
22,325
21,200
20,964
Service and Charges
6,118
8,998
8,808
9,100
Maintenance
69,172
72,049
70,500
71,560
Capital
30,647
19,590
19,590
8,050
287,816
338,510
335,242
.359.810
2010
Criminal Cases
Personnel Services
89,967
96,725
94,911
97,378
Materials & Supplies
5,399
8,464
7,800
8,458
Service and Charges
1,099
1,080
980
1.520
Maintenance
181
170
197
170
Capital
1,871
5,274
5,270
700
98,517
__111,713
_109,158
108,226
2020
Probation & Fine Collection
Personnel Services
26,242
27,765
25,200
24,108
Materials & Supplies
199
540
376
500
Service and Charges
3,194
3,375
2,809
4.500
_ 29,635
__ 31,680
28,385
29.108
51
Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
2030 Small Claims & Civil Cases
Personnel Services
86,601
96,155
92,083
94,397
Materials & Supplies
1,356
1,590
1,296
1,330
Service and Charges
425
12,867
3,425
3,725
Maintenance
134
150
150
150
Capital
247
4,400
4,400
500
88,763
115,162
101,354
100,102
2710 Animal Patrol/Emergency Response
Personnel Services
86,775
96,454
95,166
104,545
Materials & Supplies
295
0
0
0
Service and Charges
21,465
25,398
25,398
21,595
Maintenance
3,896
12,457
12,414
4,465
Capital
1,363
117
117
1,129
113,794
134,426
133,095
131,734
2720 Animal Shelter
Personnel Services
94,855
123,470
123,470
131,562
Materials & Supplies
16,608
22,075
22,075
18,428
Service and Charges
38,020
40,243
40,243
39,812
Maintenance
7,951
12,752
12,752
5,000
Capital
3,832
3,923
3,923
1,855
161,266
202,463
202,463
196,657
Total General Fund
2,396,615
2,770,013
2,668,676
2,737,957
Community Development Block Grant Fund
4930 C.D. Administration
Personnel Services
40,892
44,721
43,222
72,254
Materials & Supplies
904
1,300
485
1,300
Service and Charges
25,086
42,327
44,502
47,656
Maintenance
0
100
100
100
Capital
1,636
2,500
100
2,500
68,518
90,948
88,409
123,810
4940 Housing Rehabilitation
Personnel Services
4,308
33,614
33,614
62,882
Materials & Supplies
582
2,000
2,000
2,000
Service and Charges
191,797
145,700
145,700
236,678
Maintenance
146
250
250
250
Capital
5,503
6,000
6,000
4,000
202,336
187,564
187,564
305,810
4950 Home Grant
Personnel Services
35,912
11,350
9,262
0
Materials & Supplies
0
300
300
0
Service and Charges
378,369
259,476
259,476
0
414,281
271,126
269,038
0
52
Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994 _
1995
1995
1996
4990 C.D. Capital
Service and Charges
492,635
955,906
955,906
185,441
- 492,635
955,906
955,906
185,441
Total Community Development Block Grant
Fund
1,177.770
1,505,544
1,500,917
_ 615,061
Water & Sewer Fund
1820 Meter Operations
Personnel Services
410,193
453,173
408,081
483,572
Materials & Supplies
17,420
23,238
21,210
24,657
Service and Charges
325,169
478,336
468.948
443,363
Maintenance
12,400
20,930
19,655
24,211
Capital
81,673
155,270
151,102
118,073
Depreciation
_ 51,973
55,640
55.640
69,504
898,828
1,186,587
1,124,636
1,163,380
1830 Meter Maintenance & Backflow Prevention
Personnel Services
42,688
106,226
62,743
114,416
Materials & Supplies
23,372
31,347
25,764
33,582
Service and Charges
18,733
24,653
14,608
38,540
Maintenance
2,623
3,154
2,549
4.279
Capital
861
26,960
16,248
23,483
88,277
- 192,340
121,912
_ 214,300
Total Water & Sewer Fund
987,105
1,378,927
1,246,548
1,377,680
Shop Fund
1910 Vehicle Maintenance
Personnel Services
323,311
368,289
364,544
420,907
Materials & Supplies
533,500
544,085
544.055
652,068
Service and Charges
274,700
335,773
335,720
419,473
Maintenance
12,166
12,516
12,481
16,592
Capital
2,422
11,050
11,000
61,425
Depreciation
1,012,584
1,233,571
1x233,571
1,535,707
2,158,683
2,505,284
2501,371
3,106,172
1920 Fleet Operations Capital
Service and Charges
2,106
1,250
11000
1,250
Capital
1,067,867
4,047,755
4,047,755
1,691,500
1,069,973
4,049,005
4.048,755
1,692,750
Total Shop Fund
_ 3,228,656
6,554,289
6,550,126
4,798,922
Total Administrative Services
S 7,790,147
S 12,208,773 $
11,966,267 $
9,529,620
53
Administrative Services Department
Personnel Summary
1993
1994
1995
1996
Division/Title
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
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
Personnel Division
Personnel Director
Personnel Representative
Health & Benefits Admin.
Accounting Division
Accounting Manager
Accounting Coordinator
Fixed Asset/Special Project Coord.
Accounting Clerk
Secretary
Work Study (Part—time)
Budget & Research Division
Budget Coordinator
Financial Analyst
Budget/Performance Analyst
Work Study (Part—time)
Internal Auditing Division
Internal Auditor/Grants Acct.
Building Maintenance Division
Facilities Superintendent
Custodian
Carpenter I
Building Maintenance Worker III
Building Maintenance Worker V
Purchasing Division
Purchasing Manager
Purchasing Clerk
Data Processing Division
Data Processing Manager
Programmer/Analyst
System Operator
GIS Coordinator
Water Service Division
W&S Services Superintendent
Business Office Supervisor
Water Services Supervisor
Account Clerk
Utilities Representative
Clerk/Cashier/Switchboard/Secretary
n
Li
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1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
3.00 3.00 3.00 3.00
1.00 1.00 1.00 1.00
2.00 2.00 2.00 2.00
1.00 1.00 1.00 1.00
4.00 4.00 4.00 4.00
1.00 1.00 1.00 1.00
0.50 0.50 0.50 0.50
9.50 9.50 9.50 950
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 0.00 0.00
0.50 0.50 0.50 0.50
350 330 230 230
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
2.00 2.00 2.00 2.00
1.00 1.00 1.00 1.00
0.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
5.00 6.00 6.00 6.00
1.00 1.00 1.00 . 1.00
1.00 1.00 1.00 1.00
2.00 2.00 2.00 2.00
1.00 1.00 1.00 1.00
2.00 2.00 3.00 3.00
1.00 1.00 1.00 1.00
0.00 0.00 0.00 1.00
4.00 4.00 5.00 6.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
7.50 7.50 730 7.50
54
II
Administrative Services Department
Personnel Summary
1993 1994 1995 1996
Division/Title Employees Employees Employees Employees
' Meter Reader 5.00 5.00 5.00 6.00
Meter Operations Assistant 1.00 1.00 1.00 1.00
Meter Maintenance Worker 1.00 1.00 2.00 2.00
' Water Service Representative 2.00 2.00 2.00 300
Property Location Analyst 1.00 1.00 1.00 1.00
Backflow Prevention Operations Assst. 0.00 100 1.00 1.00
Backflow Prevention Technician 0.00 1.00 1.00 1.00
' Operations 22.50 24.50 ___ 25.50 27.50
Fleet 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 1.00 100 1.00
' Equipment :Mint. Worker 1.00 1.00 2.00 3.00
Equipment Mechanic 1 1.00 1.00 2.00 2.00
Equipment Mechanic II 2.00 2.00 2.00 2.00
Equipment Mechanic III _ 2.00 2.00 2.00 2.00
' 10.00 10.00 ••12.00 13.00
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 5.00 500
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 3.00 3.00 3.00 3.00
Animal Care Technician 0.00 1.00 1.00 1.00
Animal Caretaker (Part—time) 0.00 4.30 4.30 4.30
I--- 5.00 10.30 10.30 10.30
Community Development Division
CD Coordinator 1.00 1.00 1.00 1.00
CD Representative 1.00 1.00 1.00 1.00
'
CD Housing Specialist 1.00 1.00 1.00 1.00
Community Center Director 0.00 0.00 0.00 1.00
3.00 3.00 3.00 4.00
Total Administrative Services Personnel 78.50 86.80 89.80 - 94.80
55
POLICE DEPARTMENT
OVERVIEW
Estimated 1995 expenditures are projected to be approximately $73,000 below the 1995 budgeted amount.
This difference is principally attributable to personnel vacancies during the year. Additionally, the
Department received approximately $62,000 in grants to pay for overtime for Youth Alcohol Enforcement
Grant and a Selected Traffic Enforcement Grant. These grants were received from the AHTD.
In 1996, proposed expenditures of $4,715,522 are approximately $242,000 above the budgeted 1995
amount. The increased funding is primarily due to expenses generated by the addition of five new
positions to the Police Department. Additional positions include one Lieutenant, one Sergeant, two Patrol
Officers and one Civilian Jailers. Additionally, funding was added to the Department to increase the
salaries paid to dispatchers in an effort to reduce turnover.
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.
Category Totals
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Capital
Transfers
Actual
1994
$ 3,140,544
80,946
625,002
75,166
59,896
41,990
$ 4,023,544
Budgeted
1995
$ 3,480,898
91,154
688,568
101,085
60,512
51,081
$ 4.473,298
Estimated
1995
$ 3,459,192
88,140
687,697
101,085
58,859
43,000
$ 4,437,973
Budgeted
1996
$ 3,662,036
94,404
786,762
103,712
23,608
45,000
$ 4.715,522
56
Police Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
_1994 1995 1995 1996
General Fund
2600 Central Dispatch
Personnel Services
$ 335.609 $
369,169 $
352,285 $
416,239
Materials & Supplies
2,476
3,175
3,175
3,299
Service and Charges
18,609
24,148
23,277
27,268
Maintenance
20,504
24,399
24,399
24,650
Capital
_6,259
3.714
3,713
4,000
383,457
424,605
406,849
_
475,456
2900 Support Services
Personnel Services
600,414
672,048
671,981
744,761
Materials & Supplies
66,521
73,928
72,124
80,452
Service and Charges
107,638
129,968
129,968
134,941
Maintenance
7,234
7,199
7,199
7,241
Capital
14,267
29,959
29,959
2,571
Transfers
_ 41,990
_ 51,081
43,000
45,000
838,063
964,183
954,2,31
1,014,966
2940 Patrol Warrant
Personnel Services
2,083,842
2,281,208
2,281,208
2,382,730
Materials & Supplies
11,949
14,051
12,841
10,653
Service and Charges
363,277
393,071
393,071
462,912
Maintenance
47,428
69,487
69,487
71,821
Capital
_ 37,421
26,839
25,187
17,037
2,543,917
2,784,656
_ 2.781,794
2,945,153
Total General Fund
3,765,437
4,173,444
4,142,874
4,435,575
Drug Law Enforcement Fund
2960 Drug Enforcement
Personnel Services
120,678
158,473
153,718
118,306
Service and Charges
135,479
141,381
141,381
161,641
Capital
1,950
0
0
0
258,107
299,854
295,099
279,947
Total Drug Law Enforcement Fund
258,107
299,854
295,099
279,947
Total Police Department
$ 4,023,544 $
4,473,298
$ 4,437,973 $
_*7P,522
57
Police Department
Personnel Summary
1993 1994 1995 1996
DivisionfTitle Employees Employees Employees Employees
Police Division
Chief of Police 1.00 1.00 1.00 1.00
Assistant Chief of Police 2.00 2.00 2.00 2.00
Financial Analyst 1.00 1.00 1.00 1.00
Lieutenants 5.00 5.00 5.00 6.00
Sergeants 9.00 9.00 9.00 10.00
Police Officer 47.00 52.00 55.00 57.00
Property/Evidence Manager 0.00 1.00 1.00 1.00
Senior Secretary 1.00 1.00 1.00 1.00
Secretary 3.00 3.00 3.00 3.00
Senior Clerlt/fypist 2.00 1.00 1.00 1.00
Police Clerk 4.00 4.00 4.00 4.00
Dispatch/Matron 0.85 0.85 0.85 0.85
Civilian Jailer 4.00 6.00 8.00 9.00
System Operator 1.00 1.00 1.00 1.00
Transcriptionist 0.00 1.00 1.00 1.00
Custodian 0.00 1.00 1.00 1.00
Park Patrol (Part—time) 0.00 2.13 2.13 2.13
80.85 91.98 96.98 101.98
Communications Division
Dispatch Manager 1.00 1.00 1.00 1.00
Dispatcher 10.15 10.15 10.15 10.15
Lead Dispatcher 2.00 2.00 3.00 3.00
13.15 13.15 14.15 14.15
Total Police Department Personnel 94.00 105.13 111.13 116.13
1
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FIRE DEPARTMENT
OVERVIEW
Estimated 1995 expenditures are projected to be approximately $18,000 less than the amount budgeted
in 1995. Budgeted 1996 expenditures are $2,770,128, which is an increase of approximately $175,000
over the 1995 budgeted amount. The increase is primarily due to the addition of three firefighter
positions.
Major expenditures planned for 1996 include the addition of two fire apparatuses The initial payment
for a conventional pumper/ladder truck was made in 1995 and the acceptance payment is scheduled for
1996. An additional unit is budgeted for 1996 in the Sales Tax Capital Improvements Fund.
Participation in the Regional Hazardous Materials Emergency Response Team will continue :n 1996
through the contribution of trained personnel and a portion of the program's funding. The Fayetteville
Fire Department has five members on this team, which provides protection to Washington and Benton
Counties.
Category Totals
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
Personnel Services
$ 2,244,116 $
2,419,863 $
2,425,993 $
2,563,520
Materials & Supplies
21,218
39,230
38,730
47,614
Services & Charges
196,243
241,794
233,421
245,575
Maintenance
60,181
77,049
62,049
83,236
Capital
19,860
8,370
8,.370
21,300
$ 2,541,618 $ 2,786,306 $ _.k768,563 $ 2,961,245
59
Fire Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
General Fund
3010 Prevention
Personnel Services $ 79,616 $ 79,978 $ 79,978 $ 81,348
Materials & Supplies 5,299 12,780 12,780 14,077
Service and Charges 12,573 16,663 16,663 17,566
Maintenance 557 3,160 3,160 3,600
Capital 3,563 1,970 - 1,970 3,500
101,608 114,551 114,551 120,091
3020 Operations
Personnel Services 2,120,802 2,295,385 2,301,515 2,437,372
Materials & Supplies 14,004 22,500 22,000 26,937
Service and Charges 140,787 171,738 165,865 172,166
Maintenance 59,285 72,250 57,250 77,910
Capital 14,316 6,000 6,000 17,050
2,349,194 2,567,873 2,552,630 2,731,435
3030 Training & Education
Personnel Services 43,698 44,500 44,500 44,800
Materials & Supplies 613 200 200 1,600
Service and Charges 11,643 - 16,693 16,693 17,843
Maintenance 339 1,039 1,039 1,126
Capital 1,981 400 400 750 '
58,274 62,832 62,832 66,119
3040 Hazardous Materials
Materials & Supplies 1,302 3,750 3,750 5,000
Service and Charges 31,240 36,700 34,200 38,000
Maintenance 0 600 600 600
32,542 41,050 38,550 43,600
Total General Fund 2,541,618 2,786,306 2,768,563 2,961,245
Total Fire Department $ 2,541,618 $ 2,786,306 $ 2,768,563 $ 2,961,245 ,
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Fire Department
Personnel Summary
1993
1994
1995
1996
Division,?itle
Employe`
Employees
Emplc ees
Emp:ovees
Fire Chief
:.00
1.00
1.00
1.00
Assistant Fare Chief
:.00
:.00
1.00
1.00
Fire Captain
13.00
13.00
13.00
13.00
F:re Battalion Chief
4.00
4.00
4.00
4.00
Fire Marshal
1.00
1.00
1.00
;.Cp
Assistant Fire Marshall
1.00
1.C
1.00
i.00
Firefighter
41:00
44.00
47.00
5C.00
Senior Secretary
_ -1.00
1.00
1.00
1.00
Total Fire Department Personnel
43.0C
66.00
69.00
72.00
141
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 1995 expenditures are projected to be approximately $800,000 less than the 1995 budgeted
expenditures of $41,353,856. The reduction is approximately 2% of all the budgets in the Department
and is primarily attributed to position vacancies during the year.
The 1996 proposed budget of $28,598,199 is approximately $12.8 million less than the 1995 budget.
Capital expenditures changes in Water & Sewer Fund amount to a net reduction of approximately $12.9
million. These expenditure decreases are partially offset by increases in Water Purchases of
approximately $400,000. Additional increases include the cost for Solid Waste Transfer Station,
Residential Collection, and cost associated with personnel increases.
The Public Works Department personnel changes include: the addition of a Development Coordinator and
a Landscape Architect Intern to the Planning Division; A Trails/Sidewalk Coordinator in the Engineering
Division; an Athletic Field Crew Leader in the Parks & Recreation Division; two Maintenance Workers
in the Street Division; a three person Maintenance Crew in Water & Sewer Division; a Solid Waste Truck
Driver; a part-time Microfilm/Filing Clerk in the Inspections Division, and additional funding to increase
the Summer Groundskeepers to the Parks and Recreation Division.
Some of the major projects planned for the Public Works Department in 1996 are: continued
implementation of numerous projects listed in the Capital Improvements Program (C.I.P.), completion
of a solid waste rate study, further development of the City's recycling and composting programs,
completion of the solid waste transfer station, continued sewer system rehabilitation efforts,
implementation of the Trails/Sidewalk Program, and, installation of new traffic signals and upgrading
existing traffic signal systems.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Capital
Depreciation
Transfers
Category Totals
Actual
1994
$ 4,182,835
512,301
12,866,103
249,788
1,540,726
4,099,013
35,500
$ 23,486,266
Budgeted
1995
$ 4,838,583
662,661
16,101,122
457,466
14,791,012
4,503,012
0
$ 41,353,856
Estimated
1995
$ 4,593,076
601,748
15,645,310
414,617
14,780,166
4,503,012
0
Budgeted
1996
$ 5,345,276
779,974
15,858,874
383,447
1,616,445
4,655,258
0
40,537,928 $ 28,639,274
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62
Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
:994
_ 1995
1995
1996
General
Fund
6200
Pub!;c Works Director
Personne: Services $
115,214 $
169.667
$ 168,743 S
172,294
Materials & Supplies
2.203
:,400
1.350
1,400
Service and Charges
12,83:
13,783
10,168
16,',41
Maintenance
153
600
274
500
Capita!
4.318
550
550
1,297
_
-134,719
:86,000
181,085
_
:92.232
6210
Engineering Plans & Specifications
Personnel Services
193,803
224.713
222.547
2"+2.843
Materials & Supplies
4,042
6.240
5,500
:1,OOC
Service and Charges
8,099
1,857
7„550
13,851
Maintenance
104
550
650
550
Capital
1.832
4,450
4,450
800
207.880
243,910
240,697
_
299,144
5220
Engineering Operations & Administration
Personnel Services
124.463
132,:08
129.753
129,197
Materials & Supplies
656
2,086
933
3,',00
Service and Charges
15,393
18.658
18,056
20,334
Maintenance
:84
3.000
2,638
1.000
Capital
_ 562
15.150
15,150
500
141.258
171.002
166,530
:54.731
6230
Right of Way Acquisition.
Personnel Services
25.421
68,328
65,975
73,613
Materials&Supplies
816
2,084
2,000
4,100
Service and Charges
5.454
5,250
3,075
6,950
Maintenance
239
700
300
700
Capital
60
2,C40
1,900
1,100
31,990
78,402
73,250
- 83.463
6240
Public Construction Management
Personnel Services
66,828
88,220
87.644
113,774
Materials & Supplies
108
200
200
200
Service and Charges
6,390
19,047
18,810
19,792
Maintenance
:,:73
2,600
2,596
3,030
Capital
15,036 _
7.667
6,200
89,535
117,734
1:5,450
__8.700
145,496
6300
Planning Management
Personnel Services
182,978
204.878
203,167
277.994
Materials& Supplies
11.645
14,614
13,787
12.200
Service and Charges
59,936
68,534
68,501
63.109
Maintenance
253
1,100
1,050
800
Capital
3.943
16,692
16.692
6.450
258,755
305.818
303,19',
360,553
63
Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994
1995
1995
1996
6400 Inspections
Personnel Services
225,579
259,290
258,591
274,227
Materials & Supplies
5,874
4,812
4,727
5,660
Service and Charges
32,874
37,475
37,189
34,694
Maintenance
5,810
7,589
4,043
4,389
Capital
11,259
6,820
4,775
2,000
281,397
315,986
309,325
320,970
5200 Parks Administration
Personnel Services
90,776
80,733
79,523
85,472
Materials & Supplies
1,735
1,549
1,549
1,800
Service and Charges
7,970
8,723
8,495
13,303
Maintenance
303
855
722
3,520
Capital
144
5,008
5,008
200
100,928
96,868
95,297
104,295
5210 Swimming Pool
Personnel Services
52,121
68,604
68,604
68,515
Materials & Supplies
15,556
21,645
21,627
23,025
Service and Charges
18,260
20,397
20,361
22,058
Maintenance
3,347
9,153
9,053
7,945
Capital
2,930
9,183
8,768
520
92,214
128,982
128,413
122,063
5220 Athletics & Recreational Transfers
Personnel Services
35,598
53,779
50,128
65,645
Materials & Supplies
761
1,025
1,025
1,175
Service and Charges
130,596
121,159
120,836
122,650
Capital
31
2,288
2,288
1,450
166,986
178,251
174,277
190,920
5240 Library
Service and Charges
276,385
331,874
331,634
347,402
276,385
331,874
331,634
347,402
5250 Lake Maintenance
Personnel Services
2,027
0
0
0
Materials & Supplies
482
850
536
600
Service and Charges
49,481
53,015
49,785
50,788
Maintenance
2,884
3,149
2,205
3,000
Capital
2,133
725
690
4,248
57,007
57,739
53,216
58,636
5260 Park Maintenance
Personnel Services
256,399
250,116
248,456
292,286
Materials & Supplies
15,918
21,880
20,700
19,430
Service and Charges
110,275
124,390
124,390
125,007
Maintenance
48,443
78,980
78,906
87,710
Capital •
3,700
7,171
6,484
6,035
434,735
482,537
478,936
530,468
Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
__ 1994
1995
1995
:996
5300
Traffic Administration & Enforcement
Personnel Services
29,18:
36,092
34,881
21,1:7
Materials & Supplies
208
4,020
4,320
4.350
Service and Charges
32,679
16.141
:5,841
2,891
Maintenance
:10
250
200
275
Capital
46
0
0
600
_ 62.224
56.503
54,942
29,233
5310
Traffic Engineering & Planning
Personne! Services
44.8:1
49,810
49,094
70,515
Materials & Supplies
0
0
0
250
Service and Charges
1.911
883
767
3.367
Maintenance
151
450
211
251
Capital
_ 87
_ _ 0
0
200
46.960
51.143
50.072
_
74.583
5320
Traffic Control & Parking Meter
Personnel Services
7,9,674
95,345
94,316
98.917
Materials & Supplies
9,505
9,007
8,999
11,650
Service and Charges
69,724
63,5:8
63,518
68,404
Maintenance
18,573
11.330
11,328
18.233
Capital
15,7,57
100
100
450
193,233
179,300
178,26:
.97,654
5450
City Gardener
Personne: Services
34,448
84,609
63,680
119.580
Materials & Supplies
0
90C
804
7,500
Service and Charges
36,539
8,149
7,551
:0,574
Maintenance
40
2,169
1.548
1,328
Capita:
1,358
5,015
5,010
1.000
72,385
100,842
78.593
_
139,982
Total General
Fund
2,648.591
3.082,891
3,013,175
3,351,825
Street Fund
4100 Operations & Administration
Personnel Services
127,565
148,324
131.203
170,635
Materials & Supplies
6,326
9.209
8.009
6,815
Service and Charges
381,087
415,176
415.092
413,732
Maintenance
4,281
6.022
5,300
7,369
Capital
807
2,000
2,000
2,300
520,066
580,731
561.604
600,851
4110 Right of W ay Maintenance
Personnel Services
116,062
90,143
89,11:
96,840
Service and Charges
62,297
89.279
88,730
96,564
Maintenance
3,048
4,750
3,400
4750
Capital
1,578
3.921
3,830
2,750
182,985
_88.093
185.071
200,904
65
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
4120 Street Maintenance
Personnel Services 297,890 290,635 281,673 313,818
Materials & Supplies 158,576 173,220 146,264 161,227
Service and Charges 426,816 429,882 430,198 484,259
Maintenance 19,961 25,000 20,456 25,000
Capital 873 1,272 1,272 1,500
904,116 920,009 879,863 985,804
4130 Drainage Maintenance
Personnel Services 144,027 180,603 172,382 174,890
Materials & Supplies 28,309 15,000 15,000 15,000
Service and Charges 186,623 212,560 171,407 233,251
Maintenance 6,389 10,000 4,887 7,500
Capital 1,168 2,131 2,131 3,750
366,516 420,294 365,807 434,391 ,
5500 Street Construction
Service and Charges 407 933 933 0
Capital 3,800 126,200 126,200 0
4,207 127,133 127,133 0
Total Street Fund 1,977,890 2,236,260 2,119,478 2,221,950 ,
Water & Sewer Fund
3800 Water Purchased
Service and Charges 3,588,139 4,476,000 4,443,000 4,857,000
Depreciation 67,873 77,186 77,186 67,783
3,656,012 4,553,186 4,520,186 4,924,783
4000 Operations & Administration
Personnel Services 292,304 376,175 327,415 349,134
Materials & Supplies 6,033 18,618 15,813 15,591
Service and Charges 1,596,815 1,731,101 1,719,371 1,718,491
Maintenance 13,900 34,025 27,996 36,720
Capital 19,622 30,525 30,525 26,000
Depreciation 31,576 33,822 33,822 63,463
1,960,251 2,224,266 2,154,943 2,209,399
4310 Water Distribution
Personnel Services 209,703 273,178 236,944 357,033
Materials & Supplies 86,726 120,000 119,000 141,500
Service and Charges 131,269 179,641 162,203 219,217
Maintenance 5,503 7,500 5,000 8,000
Capital 0 2,500 2,000 11,200
Depreciation 634,445 828,795 828,795 876,016
1,067,646 1,411,614 1,353,942 1,612,966
1
66 '
Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1994 ._
-1995
1995
1996
4330 Water Storage and Pump
Maintenance
Personnel Services
51,651
70,329
56,521
61,676
Materials & Supplies
3.820
12.000
5,500
12,000
Service and Charges
24,038
29,528
29.122
33.220
Maintenance
977
1,230
1,200
:,250
Depreciation
23,818
_ 26,411
26.411
23.818
1:4,305
139.468
_
:18.754
131,964
4410 Sewer Main Maintenance
Personnel Services
392,556
447,986
413,757
475,112
Materials & Supplies
51,291
68,000
65,500
158,602
Service and Charges
296,779
360.882
357,884
462,285
Maintenance
9,723
14.000
15,762
20.000
Capital
0
7,000
5,000
7.000
Depreciation
510,057
667,811
667,811
741.008
:,360,405
1.565,679
1.52E144
1,854.007
5100 Waste Water Treatment Pant
Materials & Supplies
C
2,253
2,253
2,324
Service and Charges
2,635,476
3,172,416
3,172,236
3,195,350
Maintenance
31,672
139,829
139,829
51,700
Capital
3,536
1,500
1.500
:,500
Depreciation
2,697,640
2,795,735
2,795,735_
2 .97.326
5.368,324
6,11:,733
5,:11,553
6,048,200
5600 Capital Water Mains
Materials & Supplies
38,112
250
0
0
Service and Charges
15,217
90,300
90,213
1.000
Capital
746,862
8,570,187
8.567,187
1.220.000
800,191
8,660.737
8,657,400
1,221,000
5610 Water & Sewer Capital
Capital
14.333
98,400
98,400
41.075
14,333
98,400
98,400
_
41.0',5
5620 Water & Sewer Connections
Personnel Services
66,146
88,309
77.922
80.000
Materials & Supplies
54,033
7,0,000
55,000
70,000
Service and Charges
54,326
58,632
58.572
43,050
Maintenance
2,883
4,500
2,610
4,500
__ 177,388
221,441
_194,104
197,550
5700 Sewer Main Constriction
Materials & Supplies
1.812
0
0
0
Service and Charges
72,778
683,286
607,942
0
Capital
470.269
4,953,640
4,953,640
0
544,859
5.636.926
5,561,582
0
5800 Waste Water Treatment Plant Capita:
Materials & Supplies
273
0
0
0
Service and Charges
229
200
101
200
Capital
176,383
256,825
256.825
240,000
Transfers
35,500
0
0
0
_
212,385
257,025
_ _256.926
240,200
GTd
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1994 1995 1995 1996
6800 Debt Service
Service and Charges 588,245 934,000 839,752 831,525
588,245 934,000 839,752 831,525
Total Water & Sewer Fund 15,864,344 31,814,475 31,394,255 19,322.669
Solid Waste Fund
5000 Operations & Administration
Personnel Services 207,604 201,876 200.903 278,985
Materials & Supplies 3,137 3,530 3,530 4,300
Service and Charges 291,439 454,955 328,523 323,644
Maintenance 2,153 3,040 3,032 2,150
Capital 1,256 24,000 24,000 6,300
Depreciation 14,395 16,616 16,616 15,135
519,984 704,017 576,604 630,514
5010 Commercial Pickup
Personnel Services 224,024 221,313 220,973 258,425
Materials & Supplies 203 350 350 2,000
Service and Charges 805,437 930,430 930,263 1,032,991
Maintenance 28,343 30,517 26,830 30,500
Capital 0 36,590 36,306 3,000
Depreciation 0 5,978 5,978 2,881
1,058,007 1,225,178 1,220,700 1,329,797
5020 Residential Pickup
Personnel Services 368,845 444,408 426,576 450,643
Materials & Supplies 0 350 350 350
Service and Charges 613,473 661,982 647,722 755,574
Maintenance 34,128 34,171 32,863 35,482
Capital 590 1,215 1,215 7,215
1,017,036 1.142,126 1.108,726 1,249,264
5060 Recycling
Personnel Services 64,691 58,132 56.047 60,012
Materials & Supplies 3,796 75,169 74,322 78,825
Service and Charges 90,644 132,138 128,983 110,192
Maintenance 4,038 15,979 6,733 10,535
Capital 35,302 588,847 588,847 5,905
Depreciation 9,604 50,658 50,658 67,828
208,076 920,923 905,590 333,297
5070 Composting
Personnel Services 50,446 80,880 76,546 85,084
Materials & Supplies 345 2,400 2,100 3,400
Service and Charges 129,771 138,948 116,537 105,414
Maintenance 1,022 4,358 2,995 4,660
Capital 1,150 1,400 1,223 1,400
Depreciation 9,604 0 0 0
192,338 227,986 199,400 199,958
Total Solid Waste Fund 2,995,441 4,220,230 4,011,020 3,742,830
Total Public Works Department $ 23.486.266 $ 41.353.856 $ 40.537.928 $ 28,639,274
68 1
Public Works Department
Personnel Summary
1993
1994
1995
1996
Division,/Title
Employees
Employees
Em�lo;ees
Employees
Public Works Director Division
Public Works Director
1.00
1.00
1.00
1.00
Assistant Public Works Director
0.00
0.00
1.00
1.00
Public Works Management Assistant
1.00
1.00
0.00
0.00
Senior Secretary
1.30
1.00
1.00
1.00
Landscape Administrator'Hcr:icaltur:st
1.00
0.00
1.00
100
Square Gardens Manager
0.00
0.00
1.00
1.00
Maintenance Worker III
0.00
2.00
3.00
3.00
4.00
_
5.00
_
8.00
8.OC
Engineering Division
City Engineer
1.00
1.00
:.00
1.00
Staff Engineer
2.00
2.00
2.00
2.0C
Project Manager
1.00
1.00
1.00
1.00
Project Inspector
2.00
3.00
3.00
3.00
Engineering Assistant
1.00
1.00
1.00
1.00
Senior Drafter
1.00
1.00
:.00
1.00
Draftsman 1
1.00
1.00
1.00
:.00
Land Agent
2.00
2.00
2.00
2.00
Senior Secretary
1.00
1.00
1.00
:.00
Trailways/Sidewa:ics Coordinator
0.00
0.00
0.00
i.00
CAD Drafter
0.00
0.00
1.00
i.00
Engineenng Technician
0.00
0.00
1.00
1.00
:2.00
13.00
15.00
16.00
Planning Division
City Planner
1.00
1.00
1.00
1.00
Associate Planner
2.00
2.00
2.00
2.00
Sen:or Secretary
1.00
1.00
1.00
1.00
Secretary
1.00
1.00
0.00
C.00
Senior Cleric Typist
0.50
0.50
1.00
1.00
Permit Clerk
0.00
0.00
1.00
1.00
File Clerk
0.00
0.00
1.O0
1.00
Planning Intern
0.00
0.OC
1.00
1.00
Development Coordinator
0.00
0.00
0.00
1.00
Landscape Architect Intern
0.00
0.00
0.00
0.50
5.50
5.50
8.00
9.50
Inspection Division
Inspection Director
1.00
1.00
1.00
1.00
City Codes Inspector
2.00
3.00
4.00
4.00
Property and Sign Inspector
:.00
1.00
1.00
1.00
Senior Permit Clerk
:.00
1.00
1.00
1.00
Permit Clerk
0.50
1.00
1.00
1.00
Administrative Assistant
:.00
1.00
1.00
1.00
Microfilming Assistant / Clerk
0.00
0.00
0.00
0.25
6.50
8.00
9.00
9.25
Transmission & Distribution Dw:sion
Water/Sewer System Maintenance Supt.
1.00
1.00
1.00
1.00
Lead Warehouse Attendant
4.00
1.00
1.00
1.00
Crew Leader
6.00
6.00
6.00
6.00
Field Service Representative
2.00
2.00
3.00
3.00
Maintenance Worker III
5.00
5.00
4.00
4.00
Maintenance Worker IV
3.00
3.00
400
4.00
Operations Assistant
:.00
1.00
1.00
1.00
W&S Operations Clerk
4.00
1.00
1.00
1.00
20.00
_
20.00
21.00
21.00
Public Works Department
Personnel Summary
1993
1994
1995
1996
Division/Title
Employees
Employees
Employees
Employees
Sewer Maintenance & Collection Division
Crew Leader
4.00
5.00
5.00
6.00
Maintenance Worker III
4.00
5.00
6.00
7.00
Maintenance Worker IV
3.00
5.00
4.00
5.00
Sewer Maintenance Tech II
1.00
1.00
1.00
1.00
Warehouse Attendant
1.00
1.00
1.00
1.00
13.00
17.00
17.00
20.00
Street Division
Street Maint. Superintendent
1.00
1.00
1.00
1.00
Crew Leader
3.00
3.00
4.00
4.00
Maintenance Worker II
4.00
4.00
2.00
2.00
Maintenance Worker III
6.00
6.00
6.00
8.00
Maintenance Worker IV
6.00
6.00
7.00
7.00
Operations Assistant
1.00
1.00
1.00
1.00
Field Service Representative
1.00
1.00
1.00
1.00
Temporary Maintenance Worker II
5.00
5.00
5.00
5.00
Maintenance Worker (Part—time)
0.00
0.00
1.00
1.00
27.00
27.00
28.00
30.00
Solid Waste Division
Environmental Affairs Administrator
0.00
1.00
1.00
1.00
Superintendent
1.00
0.00
0.00
0.00
Operations Supervisor
1.00
1.00
1.00
1.00
Lead Worker
10.00
10.00
11.00
11.00
Truck Driver
10.00
10.00
13.00
14.00
Tender Truck Driver
5.00
5.00
5.00
5.00
Maintenance Worker III
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
1.00
1.00
1.00
1.00
34.00
34.00
38.00
39.00
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
1.00
1.00
Senior Secretary
1.00
1.00
1.00
1.00
Maintenance Worker I
1.00
0.00
0.00
0.00
Maintenance Worker II
3.00
2.00
2.00
2.00
Maintenance Worker III
0.00
2.00
2.00
2.00
Maintenance Worker IV
1.00
1.00
1.00
1.00
Maintenance Worker V
0.00
1.00
1.00
1.00
Landscape Maintenance Specialist
0.00
0.00
1.00
1.00
Groundskeeper (Part—time)
2.30
1.50
1.80
2.63
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
2.65
2.65
2.65
Aquatics Director (Part—time)
0.23
0.00
0.00
0.00
Cashiers (Part—time)
0.46
0.46
0.46
0.46
Dance Instructor (Part—time)
0.30
0.30
0.30
- 0.30
Playground Supervisor (Part—time)
0.38
0.38
0.38
0.38
Puhl:c Wcrks Department
Personnel Summary
1993
1994
1995
1996
Divisicnrfitle _
Employees
Ern_plpyees
Employees
Employees
Special Project Coordinator (Part-time;
0.31
0.31
031
0.31
Tennis Instructor (Part-time)
0.14
0.14
0.14
0.14
Trip Supervisor (Part-time)
0.19
0.19
0.19
0.19
Arts and Crafts Instructor (Part-time)
0.19
0.19
0.19
0.19
Ath:etic Field Crew Leader
0.00
_ 0.00
0.00
1.00
20.90
2:.33
_ 23.53
- 25.46
Traffic Division
Traffic Superintendent
:.00
1.00
:.00
=.Do
Traffic Signal Technician
1.00
2.00
2.00
2.00
Traffic Technician
1.00
1.00
:.00
:,00
Maintenance Worker II
1.C
0.00
0.00
0.00
Parking Enforcement (Part—time)
1.00
1.G0
1.00
:.00
PW Data Clerk
1.00
1.00
1.00
1.00
6_00
6.00
6.00
6.00
Total Public Works Personnel
148.90
156.83
1'3.63
184.21
71.
CITY OF FAYETTEVILLE, ARKANSAS
CAPITAL IMPROVEMENTS PROGRAM
Since 1988, the City of Fayetteville has produced annually, a five-year Capital
Improvements Program (CIP). The CIP examines the infrastructure and capital needs of
the City for the next five years. The CIP is reviewed and updated annually to reflect the
changing needs of the community and changes in available funding for financing capital
projects. The CIP 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 CIP 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 CIP for the
forthcoming five-year period and then incorporate the projects for the following year into
the budget process. For example, the 1996 projects in the 1996-2000 CIP are included in
the 1996 Budget.
The subsequent pages provide a summary of the 1996-2000 Capital Improvements Program
listed by fund and by project area followed by a listing of the capital projects which the
City plans for 1996. The 1996 projects are in accord with the 1996-2000 Capital
Improvements Program document with the following exceptions: The $424,000 budgeted
in 1996 for the Transfer StationiMaterials Recovery Facility Project has been re -budgeted
into 1995 due to City Council action on November 7, 1995. The $368,000 budgeted in
1996 for the Steele Property Bridge - Cost Sharing Project has been moved to 1997
following City Council action on November 21, 1995. Additionally, $82,000 has been
added in 1996 to the Expansion - Other Vehicles & Equipment Project for the purchase of
an asphalt patching truck for the Water and Sewer Maintenance Division, and $44,100 has
been added in 1996 to the Replacement - Tractors/Mowers Project for the purchase and
replacement of various pieces of equipment that do not meet the $10,000 threshold for CIP
inclusion.
Further information regarding the capital improvements project process and supporting
details for the specific projects is contained in the CIP document.
72
CITY OF FAYETTEVILLE, ARKANSAS
CAPITAL IMPROVEMENTS PROGRAM DIRECTIONAL INFORMATION
The Capital Improvements Program (CIP) 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.
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
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.
Projects and their cumulative component areas totaling $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.
Projects in the CIP can include:
• obligations for labor and materials and contractors involved in completing a project,
• acquisition of land or structures,
• engineering or architectural services, professional studies, or other administrative costs,
• expenses for City vehicles and equipment, and
• renovating or expanding City facilities, grounds, or equipment.
73
j.,
All projects are costed in current or 1995 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.
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 impact 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 1995 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, Airport 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.
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 are listed
below:
• Fire Station #6: The new fire station planned for 1998 has an estimated annual cost impact
of $500,000 annually. 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.
• Transfer Station/Materials Recovery Facility: The facility planned for operation in 1996
has an estimated annual cost impact of $136,000 annually. Operations cost of transfer
station has been contracted to Sunray Services for a total cost of $4.00/ton of City refuse.
Additionally, utility cost for the transfer station/materials recovery facility is expected to
be $14,000 annually.
K!
• The planned upgrading of the City's Fleet will result in higher motor pool expenditures
by the user divisions. Specific cost impact of each type of equipment is further explained
in the Shop Fund project detail pages.
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.
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 Capital Improvements 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
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
totaling almost $50 million. All projects on this list are considered to be viable projects
for which no current funding exists.
`b]
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 m
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 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.
76
CITY OF FAYETTEVILLE, ARKANSAS
CIP PROJECT COST TABLE
1996-2000
All capital project requests are first costed in 1995 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.
................
Year:
6% Factsnr ':
1996
1.060
1997
1.124
1998
1.191
1999
1.262
2000
1.338
Example: A street project that cost $1,000,000 in 1995 dollars that is expected to be done in
1998 would use the inflation factor of 1.191. To get the expected cost of the
project in 1998 dollars multiply $1,000,000 by 1.191, which equals $1,191,000.
77
City of Fayetteville, Arkansas
1996 — 2000 Capital Improvements Program
Summary of Protect Requests & Protect Resources
By Fund — All Sources
Project Requests
' Airport Fund $
Sales Tax Capital Improvements Fund
' Shop cund
Water & Sewer Fund
Community Dev. Block Grant Furd
'Of' -Street parking Fund
Solid Waste Fund
1 $
Resources Available
1996
1997
1998
1999
200C
Total
621,000 $
694.000 $
569.000 $
407,000 $
100 o0C $
2 391
00C
7,796,700
7.336,300
7.117.400
7577.6CC
7,763 50C
37.591
500
1,565.400
1,374.000
1,415 000
1.709 00C
1.430.000
7,493,400
',638,000
1,701.100
1,600900
1,491 000
1.286,500
7,717,500
425,,.00
425,000
425.000
425.000
425,000
2.125,000
43.000
30,000
30.000
30.000
30,000
160.000
75,000
42,000
38,000
34,000
31,000
220.000
1216,100 $
14.602,400 $
11,195,300$
11,673,600 $
11,366,000 S
57.698.400
1996 1997 1998
A,rport Fund $ 1,188,500 $ 535600$ 523.600 $
Sales Tax Capital Improvements Fund 8.634.000 7,165 000 7,278,000
'S^op Fund 1,816,000 1,699100 4.641,300
Water & Sewer Fund 1.932,000 1,654 00C 1,576.000
Community Dev. Block Grant Fund 425,000 425,000 425,000
'Off —Street Parking Fund 40,000 30.000 30,000
Solid Waste Fund 75,000 _-42.000 38,000
S 44,10,500 $ 11,550.700 S 11 511,900 $
1
255,700 $
7,420,000
1,573,700
1,515.300
425.000
30.000
34,000
403,000 $
7,549,300
4.598,400
4.394,000
425,000
30,000
31,000
Total
2,603,400
38.01 6.000
8,328.200
8,071,000
2,' 25.300
460,000
223, COO
1,253,400 $ 11 097,100 $ 59,523,600
iI
Capital Improvement Projects
By Project Area — All Sources
1996 2000
(26.5%) Street
(3.7%) Community Development Bk... ... e...
Project Area
Airport
Bridge, Drainage, & Transportation
Community Development Blobk Grant
Parks & Recreation
Public Safety
Shop
Solid Waste
Street
Water & Sewer
Other
(13.0%) Shop
(4.2%) Airport
(4.8%) Public Safety
i'e) Bridge. Drainage, & Transportation
(3.2%) Other
(3.4%) Parks & Recreation
(2.1%) Solid Waste
(34.0%) Water & Sewer
11
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City of Fayetteville, Arkansas '
1996 — 2000 Capital Improvements Program
By Project Area — All Sources
Five Year Summary
1996 1997 1998 1999 2000 Total
$ 621,000 $ 694,000 $ 569,000 $ 407,000 $ 100,000 $ 2,391,000
286,200 1,258,400 224,000 640,000 530,000 2,938,600
425,000 425.000 425,000 425,000 425,000 2,125,000
231,700 346,300 352,000 372,000 675,000 1,977,000
644,000 635.000 653,000 248,000 610,000 2.790,000
1,565,400 1,374,000 1,415,000 1,709,000 1,430.000 7,493,400
319,000 245,000 178,000 272,000 197,000 1.211.000
3,398,000 2,884,600 3,118,800 3,833,100 2,066,000 15,300,500
4,210,000 3,410,100 3,930,900 3,416,000 4,661,500 19,628,500
460,800 330,000 329.600 351,500 371,500 1,843,400
$ 12,161,100 $ 11,602,400 $ 11,195.300 $ 11,673,600 $ 11,066,000 $ 57,698,400
1
79 ,
Capital Improvement Projects
Sales Tax Capital Improvements Funding
By Project Category
1996 — 2000
(31.6%) Street Improvemen
(1.3%) Transportation Improvements
(4.0%) Other Capital Improvement_
(3.6%) Police Safety Improvements
(2.6%) Solid Waste Improvements
(5.3%) Parks & Recreation Improvements
'^ "' ` 'n —House Street Improvements
(3.8%) Fire Safcty Improvements
(6.1%) Bridge anc Drainage
(0.9%) Lbrary Book P1 rch ase s
(31.7%) Water & Sewer Improvements
City of Fayetteville Arkarsas
1996 — 2000 Capital I^lprovements Program
Sales Tax Capital I^-provements Funding
By Project Category
°ro ect Category
• 996
1997
1998
999
200C
Total
Fire Safety Improvements $
325,000 S
250.000
$
500.000 $
$
349.000 $
1,424.000
Pc ice Safety:mp•ovements
319,000
385.000
153,000
248,000
261.000
1,366,000
Lib'ary Book Purchases
65,000
67
000
70.000
72,000
74.000
348.000
Parks & Recreation Improvements
231,700
346
300
352.000
372.000
675.000
1.977.000
Bridge and Drainage Improvements
100.000
1,152000
113.000
520.000
400.000
2.285,000
In —House Street Improvements
636,000
658600
679.300
701,100
733.000
3,408,000
Street Improvements
2.762,000
2.226
000
2.439.500
3.t32.000
1,333.000
11.892.500
Transportation lmprovemerts
146,200
76400
91.000
90,000
00,000
493,600
Water & Sewer mp•ovements
2.572.000
1,709000
2,330,000
1,925.000
3,375,000
11,911.000
Solid Waste lmprovemerts
244.000
203
000
140,000
238,000
166.000
991.000
Other Capital Improvements
395.800
263
000
259.600
279,500
297,500
1.495.400
$
7,796,700 $
7.336300
$
7,117,400 $
7,577,600 $
7.763.500 $
37.591.500
:ih
City of Fayetteville, Arkansas
1998 - 2000 Capital Improvements Program
Comprehensive Detail
Source/Dlvision Project
1998
1997
1998 -
1999
2000
Total Request
Airport Fund
_
Airport Improvements
Airport Federal Grant Matches
$ 100,000 S
115.000 S
115.000 $
60,000 S
80,000 S
450,000
Professional Services
40,000
40,000
45,000
50,000
40,000
215.000
Pavement Maintenance
83,000
60,000
123.000
T -Hangar Unit
200,000
185,000
385.000
Airfield Marking
51,000
57.000
108,000
Sewer Lift Station/East Side
82,000
Aircraft Self -Fueling Facility
85,000
82,000
Fuel Farm Replacement
225,000
85.000
General Aviation Terminal Renovation
50,000
225,000
Passenger Terminal Doors
110,000
50.000
Safety Area Maintenance
154,000
110,000
Concrete Joint Maintenance
187,000
154,000
Storm Sewer System Repairs
237.000
167,000
237.000
Total Airport Fund Projects
621,000
694.000
569.000
407.000
100,000
2,391,000.
Sales Tax Capital Improvements Fund
Fire Safety Improvements
Fire Fire Apparatus -Replacement/Expansion
275,000
300,000
575,000
Remodel Existing Fire Stations
50,000
50,000
Fire Station #8 - Escrow Funds
250,000
200,000
450,000
Aerial Ladder Fire Apparatus - Replacement
250,000
250,000
Fire Station #7 — Escrow Funds
99,000
99,000
325,000
250,000
500,000
349,000
1,424.000
Police Safety Improvements
Police Radio System Upgrade
33,000
33.000
Speed Measuring Devices
14,000
14,000
Covert Surveillance Equipment
63,000
63,000
Computerized Police Mugshots
52,000
52,000
PC/Terminal Upgrade - Replacements
10.000
20.000
30,000
Police Emergency Generator
79,000
79,000
Police HVAC Replacement
27,000
27,000
Uninterruptible Power Supply - Replacement
- 18,000
16,000
Bar Code System - Evidence/Property Room
25,000
25,000
Public Safety Computer System Replacement
385.000
385,000
Dictaphone Upgrade
39.000
39.000
Firing Range Improvements
34.000
34.000
' Police/Court Building Roof
60,000
60.000
Police Telephone Upgrade -
34.000
34,000
Radio System Replacement - Escrow
32.000
187,000
219,000
Copy Machine Replacements -
19,000
19.000
Live Scan Fingerprinting
101,000
101,000
Police Handgun Replacements
62.000
62.000
CentraComm II Addition
74,000
74,000
319,000
385,000
153.000
248,000
261,000
1,366,000
Library Book Purchases -
Library Book Purchases
65,000
67,000
70.000
72,000
74,000
348,000
85,000
87,000
70,000
72,000
74,000
348,000
Parks & Recreation Improvements
Parks Gulley Perk Purchase
18,300
18,300
38,600
Wilson Park Aquatic Facility Repairs
16,000
d
18,000
Lake Fayetteville South Restrooms/Perking
111,000
111,000
Gulley Park - Parking Lot
27.000
27.000
- Park Entrance Gates & Signs
41,400
10,200
45,200 75.000
171.800
Wilson Park Swimming Pool Service Drive
18,000
18,000
Lewis Soccer Field Complex
84,300
84,300
Bambino Baseball Field & Concession
149.500
95,800
245,300
Asbell Restrooms/Concessions
84,000
84.000
Wilson Park Pavilion
73,000
73,000
Gulley & Wilson Park - Trail Lighting
6,000
101,000
107,000
Sports Park Development
154,000
10.000
164,000
Youth Center Expansion
119,000
119,000
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I' Source/Division
City of Fayetteville. Arkansas
1999 — 2000 Capital improvements Program
Comprehensive Detail
1996 1997 1998 1999 2000 _ Total Request
Wilson Park Tat Playground Replacement
44,000
Greathouse Park Brdge
44.000
Lake Fayetteville North Softball Complex
76,000
76.000
Gulley Park Basketball Court
102,000
102,000
Walker Park — Trail
20.000
20,000
Playground Equip. — Holcombe & Vandergrdf
94.000
94,000
Parks Maintenance Corplex
100.000
100.000
284.000
284.000
23',700
346.300
352.000
372.000
675,000
1.977000
Bridge Drainage Improvements
Engineering Drainage Study and Master °'an
130 300
200,000
200300
500 000
Steele Property Br dge — Cost Shang
388 000
Cent. rbrock Drainage Improvements
265 000
368000
Shenandoah Mobile Home Park Drainage Imp.
436000
285300
Clear Creek Bridge Improvements
83,000
436 3CC
Coub.e Springs Road Bridge Replacement
1 3000
83 000
Lake Sequoyan Bridge Improvements
170000
1' 3 300
•70 30c
Other Bridge Improvemerts
150000
200.000
35030C
100.000
1.152,000
' 13 000
520 000
__
400,000
_
2 285,000
-
In —House Street Improvements
Street Pavement Improvements
638,000
858,600
679,300
701,100
733,000
3.408.000
836,000
858,600
679,300
701.100
_733,000
3.408,000
Street Improvements
Engineering Hwy. 265 R Q.W. - Hwy. 15 b Hwy. 45
675,000
245.000
,Street The Clit - Cost Sharing
245,000
245.000
Street Right of Way Acquisition
100.000
100,000
100.000
250,000
325,000
875.000
Street Improvemerts - Cost Sher rig
40 000
40.000
40.000
100,000
100.000
320,000
Salem Road Area Traffic Improvements
500.000
500.000
Joyce Blvd — Cid Missouri to Hwy. 265
300 000
800.000
1.100 C00
24th Street improvements
737 300
737,000
rtersecfon Improvements
50.000
50000
50,000
100,000
150.000
400,000
Sidewalk Improvements
85,000
90000
95,500
125,000
150,000
545.500
6th Street Extensior to East Huntsville Road
30,000
248.000
278,000
Hwy 180 ROW - Hwy. 71 to Gregg
290.000
290,000
Township ! College Intersection
208.000
208,000
Maple Street Improvemerts
400000
400,000
Old Missouri Road - Old Wire to Joyce
191,000
1,987.000
2.178 000
Gregg Ave - Hwy. 71 to Mud Creek Bridge
316.000
318,000
Drake Street Extension from Quail Creek to Gregg
1.010000
1.01 C 000
Sunbridge Extension from Vila to Nord' College
379,000
379,000
Frontage and Zion Road Intersection
256,000
258.000
Harold St. Improvements - Stubblefield to College
570,000
570,000
McCollum Road Improvements
184.000
184,000
Old Missouri Road / Zion Road Intersection
424,000
424.000
2.782,000
2.226.000
2,439,500
3.132.300
1,333.000
11,882500
Transoortation Imorovements
Traffic MUTCD Sign Machine Material
9f Street Marker Upgrade
Dickson Street Traffic Signal System Upgrade
Traffic Signal mprovements
21,200 21 200
15.900 ' 5 900
37,100 3700
72,000 78,400 81.000 90.000 100000 4'9.400
148.200 76400 81,000 90.000 100000 493600
Water & Sewer Improvements
Water/Sewer B Sandary Sewer Rehabilitation
933.000
1,238.000
2.000.000
1,000,000
1,000,000
6.189000
Engmeenrg W & S Improvements - Defined By Study
835.000
250.000
250000
825.000
2.250,000
4.210 C00
Weter & Sewer Cost Sharing
80.000
80.000
80,000
100.000
125.000
485,000
Lake Fayetteville Dam — Monitoring Wells
72,000
72,000
Fox Hunter Road Sewer Transrission Line
252.000
252.000
H'ghway 18 West Sewer Force Main
800.000
600.000
Township — W/S Relocations
143,000
143.000
2.572,000
1709.000
2.330.000
1,925000
3,375300
11,91'_000
City of Fayetteville, Arkansas
1908— 2000 Capital Improvements Program
Comprehensive Detail
Source/Division Project 1996 1997 1998 1999 2000 Total Request '
Solid Waste Improvements
Solid Waste Materials Recovery Facility — Baler 106.000 106,000 212,000
Oumpster Leese Program 106.O00 90,000 80,000 70,000 80,000 406,000
Drop—off Recycling Stations 32,000 23,000 55,000
Composting Site 90,000 90,000
Compost Screener 80,000
8,000
Materials Recovery Facility — Picking Line 188 600
,000
19,0
00
244,000 203,0 140,000 238,000 188,000 991,000
Other Capital Improvement
Building Maim. Building Improvements 75,000 50,000 20,000 50,000 50,000 245,000
Downtown Square Electrical Upgrade 50,000 50.000
Data Process. AS/400 Disk Storage Upgrade 25,000 50,000 50.000 125,000
AS/400 Printer Replacements 31,800 15,000 59,600 25,000 131,400
Geographic Information System 99,000 102,000 105,000 111,000 117,000 534,000
Microcomputer Replacements 25,000 25,000 25,000 25,000 25,000 125,000
GIS UNIX Computer System 40,000 56,500 98,500
Document Imaging System 40,000 60,000 100,000
Inspections Automated Inspection Request System 42,500 42.500
Lakes Lake Fayettwille/Sequoyah Improvements 10,000 11,000 12,000 13,000 48,000
395,800 263,000 259,800 279,500 297,500 1,495,400
Total Sales Tax Capital Improvements Fund Projects 7,796,700 7,336,300 7.117,400 7,577,600 7,763,500 37,591,500
Shop Fund
Vehicles & Equipment
Fleet Opers. Replacement — Police/Passenger Vehicles 192,000 192,000 231,000 231,000 270,000 1,118,000
Replacement — Light/Medium Utility Veh. 278,300 291,000 116,000 253,000 209,000 1.147,300
Replacement — Medium/Heavy Duty Utility Veh. 168,000 188,000 260,000 89,000 174,000 857,000
Replacement — Tractors/Mowers 34,000 89,000 109,000 171,000 59,000 462,000
Replacement — Backhoes/Loaders 93,000 111,000 47.000 93.000 344,000
Replacement — Other Vehicles & Equipment 28,500 54,000 166,000 23,000 23.000 294,500
Replacement — Construction Equipment 147,000 96,000 128,000 371,000
Replacement — Sanitation Veh. & Equipment 67,000 528,000 268,000 883,000
Expansion — Police/Passenger Vehicles 19,000 19,000 19,000 57,000
Expansion — Shop Equipment 29.000 14,000 43,000
Expansion — Light/Medium Utility Vehicles 36,900 19,000 55,900
Expansion — Medium/Heavy Duty Utility Vehicles 56,000 125,000 181.000
Expansion — Construction Equipment 15,000 15,000
Expansion — Sanitation Vehicles & Equipment 148,500 223,000 147,000 196,000 150,000 862.500
Expansion — Other Vehicles & Equipment 125,000 98,000 125,000 125,000 152,000 625.O00
Expansion — Maintenance/Operations Center 199,200 199.200
1,565,400 1,374,000 1,415,000 1,709,000 1,430,000 7,493,400
Total Shop Fund Projects 1.565,400 1,374,000 1.415,000 1,709,000 1,430,000 7.493,400
Wafer & Sewer Fund
Wastewater Treatment Improvement
W.W.T.P. Safety Equipment Improvements 6.000 0,000 8,000 8,000 0,000 30,000
Replace Bar Screen 95.000 95.000
INMS Spectrophotometer 15,000 15,000
Plant Pumps and Equipment 108,000 108.000 108,000 108,000 108.000 540,000
Testing Equipment 5,500 5,500 5,500 5.500 5.500 27,500
Computer System Upgrade/Malntenance 5,500 5,500 5.500 5,500 5.500 27,500
Upgrade/Replace Lift Stations 50,000 50,000 50,000 50.000 50,000 250,000
SMS Access Road Improvements 5,000 5,000 5,000 5,000 5.000 25,000
290.000 180,000 180,000 180,000 180,000 1.010,000
H3 '
City of Fayeaev'lle, Arkansas
1996 — 2000 Capita I'rprwements Program
Comprehensive Detail
Sourcepivision _ Protect _
' 996
1997
1998
1999
2000
'otal Request
Water & Sewer Improvements
Water/Sewer B Rolling Hills Water Replacements
100000
200,000
Engineering Old Wre Road 2 1/41 Water Jne Replacement
120 000
330000
White River Water Authomy - Acquisition
300 000
120 000
White River Water Authoriy- Improvements
700000
300 000
Sewer Improvements - Defired By Study
250.000
425,000
600.000
850000
700000
2.125.000
Water & Sewer Cost Sharng
50 000
50.000
80 000
80.000
260000
Shenandoah Mobile Hove Park Water Lire Repl.
188 800
•68 80C
Hyland Dark Water Tank
7 5000
715 30C
Highway 16 East - Water System'mprwements
889.000
689 300
Doubie Sprirgs Bridge - Weber Relocations
51 000
51.000
Babe Ruth Park Water Line Replacements
58.400
58.400
East Ridgeway - Water Lire Extension
300 300
300.000
Ok ahoma Way Sewer Line Replacement
84,000
' 84.000
7.220.000
_
1383,600
1 273,400
5 951,0 00
1 ' 44.000
930.000
Water Meters & Backfow Prevention Assemblies
W/S Services Water Meters
108,000
127.000
136,000
155,000
164.000
890,000
BaclPow Prevention Assemblies
20,000
10,500
11,500
12,000
12,500
68,500
128,000
137,500
147,500
_187.000
176,500
756.500
Tote. Water
& Sewer Fund Projects
1,638.300
1.701100
1,600,900
1,491,000
1,286 500
7,717500
Community
Development Block Grant Fund
Comrnurdv
Dwelopment Improvements
CD.
Noising Rehabi•itation
300 000
300,000
300.000
300,000
300,000
1.500 300
Parks & Recreation
25,000
25.000
25,000
25.000
25 000
125,000
Target Artie Street mprovements
100000
100,000
100,000
_100,000
100.000
500,000
Total Commurity Developmert Blcci Grant Fund Projects
425000
425.000
425,000
425,000
425,000
2,125000
Off —Street Parking Fund
O8 -Street Parking Improvements
Eng nearing Parking Deck Rehabi itation
40,000
30 000
30.000
30.000
30 000
180.000
Total Off -Street Fund Projects
40.000
30 000
30,000
30 000
30 300
180 000
Solid Waste Fund
Sold Waste Improvements
Solid Waste Other Solid Waste Equipment
43,000
15,000
' 5 000
5 000
15 000
103.000
Commercial Cart Program
32.000
27.000
23.000
'9000
18000
117000
Total Solid Waste Fund Projects
75,000
42,000
38000
34000
31 000
220000
Projects By Fund — All Sources
Airport cund
821.000
894.000
569.000
407.000
100000
2,39,000
Sales Tax Capital Improvements Fund
7,798,700
7336.300
7.147,400
7.577.500
7783.500
37.591.500
Shop Fu^d
1.565,400
1 374.000
4.445,000
1.709.000
430.000
7.493.400
Water & Sewer Fund
1,638,000
1.701.100
',800,900
1.491,000
,286,500
7,717.500
Commun ty Dev. Brock Grant Fund
425,000
425,000
425000
425000
425000
2,125,000
Off —Street Parking Fund
40.000
30.000
30000
30000
30.000
160.000
So id Waste Pund
75,000
42,000
38000
34000
31,000
220,000
$12,161,100 S
11 802,400$
V.195,300 S
11,673,800 $
V.068,000 S
57.698 400
City of Fayetteville, Arkansas
Capital Budget
Fund / Program / Category Project Title 1996 Budget
Off —Street Parking Fund (2130)
9130 Off —Street Parking Expense Parking Deck Rehabilitation $ 40,000
40,000
Community Development Block Grant Fund (2180)
4990 Community Development Capital Housing Rehabilitation
Parks & Recreation
Target Area Street Improvements
Sales Tax Capital Improvements Fund (4470)
Fire Safety Improvements Fire Apparatus — Replacement / Expansion
Remodel Existing Fire Stations
Police Safety Improvements
Library Book Purchases
Bar Code System — Evidence/Property Room
Computerized Police Mugshots
Covert Surveillance Equipment
PC/Terminal Upgrade — Replacements
Police Emergency Generator
Police HVAC Replacement
Radio System Upgrade
Speed Measuring Devices
Uninterruptible Power Supply — Replacement
Book Purchases
Parks and Recreation Improvements Gulley Park — Parking Lot
Gulley Park Purchase
Lake Fayetteville South Restrooms/Parking
Park Entrance Gates & Signs
Wilson Park Aquatic Facility Repairs
Wilson Park Swimming Pool Service Drive
Bridge and Drainage Improvements
In —House Street Improvements
Drainage Study and Master Plan
Pavement Improvements
300,000
25,000
100,000
425,000
275,000
50,000
325,000
25,000
52,000
63,000
10,000
79,000
27,000
33,000
14,000
16,000
65,000
65,000
27,000
18,300
111,000
41,400
16,000
18,000
231,700
100D00
100,O00
636,000
636,O00
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' City of Fayetteville, Arkansas
Capital Bucget
' Fund / Program /Category Project Title _ 1996 Budget
Street Improvements 24th Street Improvements 737.000
6th Street Extension to Fast Huntsville Road 30,000
• Hwy. 265 R.O. W — Hwy. 16 to Hwy 45 673000
Intersection Improvements 50.000
Joyce Blvd. — Old Missouri to Hwy. 265 300.O00
Salem Road Area Traffic Improvements 500.000
' Sidewalk Improvements 85,300
Street Improvements — Cost Sharing 40.000
Street Right of Way Acquisition 100,000
The Cliffs — Cost Shanng 245,000
2,762,000
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Transportation Improvements
Water and Sewer Improvements
Solid Waste Improvements
Other Capital Improvements
Water & Sewer_ Fund 5400
1820 Meter Operations
9" Street Marker Upgrade
Dickson Sreet Traffic S.gnal System Upgrade
MUTCD Sign Machine Material
Traffic Signal Improvements
Fcx Hunter Road Sewer Transmission Line
Highway 16 West Sewer Force Main
Lake Fayettevil;e Dam — Monitoring Wells
Sanitary Sewer Rehabilitation
W & S Improvements — Defined By Study
Water & Sewer Cost Sharing
Drop—cff Recycling Stations
Dumpster Lease Program
Materials Recovery Facility — Baler
AS'400 Disk Storage Upgrade
AS/400 Printer Replacements
Building Improvements
Document Imaging System
Downtown Square Electrum Upgrade
Geographic Information System
GIS UNIX Computer System
Lake FayetteviileiSequoyah Improvements
Microcomputer Replacements
Water Meters
:830 Meter Maint. & Backflow Prevention Backflow Prevention Assemblies
560C Capital Water Mains
Rolling Hills Water Replacements
Old Wire Road 2 1,'4' Water Line Replacement
White River Water Authority — Acquisition
White River Water Authority — Improvements
15,900
37,100
21,200
72.000
:46100
252.OOC
600,300
72.000
933.O00
635.000
_ 80,000
2,5 2,000
32,300
106,000
106,000
244,000
25,000
31,300
'C
40,000
50.000
99,000
40,000
10,000
25.000
395,800
IC 8.000
108,000
20,000
2^000
130.000
I23,000
300,000
700,000
1.220,000
86
City of Fayetteville, Arkansas
Capital Budget
Fund I Program / Category
5800 W WTP Capital
Solid Waste Fund (5500)
5060 Recycling
Airport Fund (5550)
3960 Airport Capital
Shoo Fund (9700)
1920 Fleet Operations Capital
Title
Safety Equipment Improvements
Replace Bar Screen
UV/VIS Spectrophotometer
Plant Pumps and Equipment
Testing Equipment
Computer System Upgrade/Maintenance
Upgrade/Replace Lift Stations
SMS Access Road Improvements
Other Solid Waste Equipment
Commercial Cart Program
Federal Grant Matches
Professional Services
Pavement Maintenance
T— Hangar Unit
Airfield Marking
Sewer Lift Station/East Side
Aircraft Self —Fueling Facility
Replacement — Police/Passenger Vehicles
Replacement — Light/Medium Utility Veh.
Replacement — Medium/Heavy Duty Utility Veh.
Replacement — Tractors/Mowers
Replacement — Backhoes/Loaders
Replacement — Other Vehicles & Equipment
Replacement — Construction Equipment
Expansion — Police/Passenger Vehicles
Expansion — Shop Equipment
Expansion — Light/Medium Utility Vehicles
Expansion — Medium/Heavy Duty Utility Vehicles
Expansion — Construction Equipment
Expansion — Sanitation Vehicles & Equipment
Expansion — Other Vehicles & Equipment
Expansion — Maintenance/Operations Center
Total Capital Improvements Program — 1996 Projects
1996 Budget
6,000
95,000
15,000
108,000
5,500
5,500
50,000
5,000
290,000
43,000
32,000
75,000
100,000
40,000
63,000
200,000
51,000
82,000
85,000
621,000
192,000
278,300
166,000
76,100
93,000
28,500
147,000
19,000
29,000
36,900
56,000
15,000
146,500
207,000
199200
1,691,500
S 12,287.200
E3'A
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. A recommendation is made only when
the benefits outweigh the costs.
The City's debt policy also states that 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 this
year when the City refunded/refinanced the 1979 Continuing Education Center (CEC) bond
issue. The projected net present value savings to the City over the remaining life of the bonds
is approximately $324,000. The 1995 issue is supported by the existing the lease agreement
with the University of Arkansas for the CEC Building, State turnback funds for convention
center revenue and a portion of the City's 1% HMR tax approved in 1977.
Like most municipalities, the City of Fayetteville borrows funds through tax exempt municipal
bonds. If the improvements serve the entire area (not just Fayetteville residents), the City may
issue 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 a portion of the 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.
Enterprise fund debt is evidenced by the bond issues for the Continuing Education Center and
Water & Sewer Revenue bonds. Revenues generated by the activity of the Continuing Education
Center and by the operation of the Water & Sewer Fund are utilized to provide debt service for
these bond issues.
I
Bond Ratings '
The City's debt policy says that the communications will be maintained with the bond rating
agencies and that the City will continue to strive for improvements in the City's bond rating.
Such communications are vitally important due to the fact that, generally speaking, the higher
rating a city has, the lower the interest rate that must be paid. As such, the City will
periodically confer with the rating agencies to update them on the financial status of the City.
The two major investment services for bond ratings are Standard & Poor's Corporation and
Moody's Investor Service. The following schedule briefly describes the ratings provided by the
respective agencies for municipal bonds.
Moody's and Standard & Poor's Credit Ratings
for Municipal Bonds
Ratings Description
Moody 's Standard & Poor's
Aaa AAA Best quality, extremely strong capacity to
pay principal and interest.
Aa AA High quality, very strong capacity to pay
principal and interest.
A-1 A Upper medium quality, &
A strong capacity to pay principal and interest.
Baa-1 BBB Medium grade quality,
& Baa adequate capacity to pay principal and
interest.
Ba and BB and Speculative quality, low
lower lower capacity to pay principal
and interest.
The most recent bond issue made by the City is the 1995 refunding issue of Continuing '
Education Center Revenue Bonds. The bonds were bank qualified and therefore did not require
a rating from any bond rating agency. The city did receive an A rating from both Standard &
Poor's and Moody's concerning the 1994 Series Water & Sewer System Revenue Bonds.
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 1996 debt service for each current bond issue for which the City must '
make payment.
89
City of Fayetteville, Arkansas
Bonds Outstanding
December 31, 1995
Outstanding
1 Bond Due Interest
Description Issue Dates Rates — Amount
General Obligation Bonds
Sales Tax Capital Improvements 1986 1996-2007 5.40-7.10% $ 3,075,000
(Walton Arts Center)
1 3,075000
Revenue Bonds
Continuing Education Center 1995 1996-2004 4.25-5.25% 2,675,000
Water & Sewer Refunding 1992 1996-2012 3.00-6.05% 9,135,000
Water & Sewer Refunding 1994 1996-2012 4.05-6.00% 5,185,C00
_16,995,C00
$ '_ 20,070,000
' 1996 Debt Service Payment Schedule
Bond
e
G General Obligation Bonds Issue Principal Interest Total
Sales Tax Capital Improvements 1986 $ 135,000 $ 212,416 $ 347,416
' (Walton Arts Center)
135,000 212,416 347,416
Revenue Bonds
Continuing Education Center 1995 245,000 143,079 388,079
Water & Sewer Refunding 1992 310,000 513,862 823,862
Water & Sewer Refunding 1994 290,000 283,463 573.463
' 845,000 940,404 1,785,404
Total Debt Service Payments $ 980,000 $ 1,152,820$' 2132820
' Northwest Arkansas Resource
' Recovery Authority 1985 1996-2013 5.20-7.125% $ ___19,550,000
Boatman's Bank, acting as trustee on the Northwest Arkansas Resource Recovery Authority
' Bonds, has filed a lawsuit against the City in US District Court in Fayetteville_ The remaining
principle on the bonds is $19,550,000. The ultimate outcome and the City's financial obligation,
if any, cannot be determined at this time.
90
1
Computation of Legal Debt Margin
December 31, 1995
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.
1995 Assessed Value $ 359,000,000
Debt Limit — 20% of Assessed Value 71,800,000
General Obligation Bonds Payable $ 3,075,000
Less: Debt Service Fund 837,960
Total Debt Applicable to.Debt Limit 2,237,040
Legal Debt Margin $ 69,562,960
Debt Applicable to Debt Limit 1984 — 1996
0
40
20
0
1984 19&5 1985 1987 1988 1989 1990 1991 1992 1993 1994 1995
i Net Bonded Debt Debt Limit
Enterprise Fund Debt (Revenue Bond Debt)
Enterprise fund debt is established by the cash flow for each enterprise fund. For example, Water &
Sewer Fund must be able to generate sufficient cash flows to meet normal operating and capital as well as
provide sufficient resources to meet the annual debt service requirements. Prior to issuing enterprise
fund bonds, an analysis of current revenues and expenses is conducted to determine the revenues required
to support a bond issue.
11
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91
I
City of Fayetteville
Organizational Chart
Cttzcns
at
Fayet•.evae
Coy Attomey
-Prosecutor
City Clerk Treasurer
Pole
—Commuoratiom
Fire
Mayor City Council
—Airport
—Cable Admmatntion
Public Worar
—Eagmeermg
— Inspections
-Parks & Reeratno
—Pla,amg
—Sold wW.e
" Stan
Traffic
r W astewater Tratment
L W atcr & Sewer
Muar,al Judge —
I
A m0 t, lim SCMea
—Aceoimtmg& Aud
Animal Services
Budget & Research
FBuadmg Mamtaaaa
—CommmsrtyDesdopme st
,—Dam Processing
flat Mamteoaoce
� Muor�d Court
i
LPemmel
CPuxhmag
Water dt Sewer Santa
92
Officials of the City of Fayetteville, Arkansas
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
Jimmy Hill
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
nt Di
Kevin Crosson Public Works Director
Mickey Jackson Fire Chief
Ben Mayes Administrative Services Director
Phyllis Rice Assistant to the Mayor
Richard Watson Police Chief
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
93
City of Fayettevil:e. Arkansas
Personnel Summary
Fall Time Equivalent Basis
1993
1994
1995
1996
Department
__ Employees
Empoyees
Employees_
Employees
General Government
30.20
31.20
31.70
33.32
Administrative Services
78.50
86.80
89.80
94.80
Police
94.00
105.13
11.3
115.13
Fire
63.00
66.00
69.00
12.00
Public Works
__ 148.90
156.83
173.63'
184.2:
rota]
414.60
445.96
___-_47125
500.46
' NOTE. Council approved two additional emp.oyees far the Plarnmg Dmsion, :Wo additional emplowes for the
Engineering Division, and two additional employees for the Cry Gardener Program during 1995.
Personnel Summary
by Year
rJ.,.
t)400
ai
O
O
t1.
zoo
ra
I]C
E
i
a
1991 1994 1995 19%
Year
5 Total Employees
Total Employees by Dept
Full Time Equivalent Basis
Cenenl pourmnenl PollPoNic Wab
AdmnutnWe Semva "fl
® 1993 11994 0 1995 n 1996
94
CITY OF FAYETTEVILLE
PERSONNEL VARIATION SUMMARY
Division
Additions Deletions
Community Development
1.00
Community Center Director'
Police
4.00
Police Officers'
1.00
Civilian Jailers'
Fire
3.00
Firefighters'
Engineering
1.00
Trails/Sidewalk Coordinator'
Data Processing
1.00
GIS Coordinator'
Parks & Recreation
1.00
Athletic Field Crew Leader6
Planning
0.50
Landscape Architect Intern'
1.00
Development Coordinator'
Inspections
0.25
Microfilm/File Clerk'
Cable Administration
2.12
Part -Time Production Assistants' 1.0 Lead Production Technician'
0.5
Cable Administrator'
Street
2.00
Maintenance Worker III1°
Water & Sewer Services
1.00
Meter Reader"
1.00
Water Service Representative"
Water & Sewer Maintenance
1.00
Public Works Crew Leader"
1.00
Maintenance Worker IV"
1.00
Maintenance Worker III''
Vehicle Maintenance
1.00
Equipment Maintenance Worker I"
Solid Waste
1.00
Solid Waste Truck Drivers'°
Total Additions 25.37
Total Deletions 1.00
Net Additions 24.37
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Notes to the Personnel Variation Summary
1) A Community Center Director was added to manage the Yvonne Richardson Community Center. The position is
funded in the Community Development Fund.
2) The addition of four Police Officers and three Fire Fighters is part of an ongoing plan to maintain adequate staffing
levels in the Police and Fire Departments. These positions are funded by the Genera: Fund.
3) One additional Civilian Jailer was added due to increased prisoner ::affic at the city jail. This position is funded
by the General Fund.
4) A Traits/Sidewalk Coordinator was added to the Engineering Division to coordinate trails sidewalk improvements
in the City. This position is funded by the General fund.
5) A GIS Coordinator was added to the Data Processing Division to assist in implementing GIS software. The position
is responsible for developing the software and hardware specifications for GIS software and coordinating the
software adaption for use by user divisions that include Engineering, Planning. Parks, Water & Sewer Maintenance,
Street, and Traffic Divisions as well as assisting in developing applications for Police and Fire Departments. This
position is funded in General Fund.
6) An Athletic Field Crew Leader was added to provide increased supervision of athletic .field maintenance due to the
expansion of baseball fields at Walker Park, soccer fields at Lewis Avenue Park and softball fields at Holcombe
School. Additionally, funding for summer groundskeepers has been increased to provide for an additional month
and increase the pay ;ate to be more competitive with other businesses for summer workers. This position and
increased pay for summer workers are funded in the General Fund.
'i A Development Coordinator was added to the Planning Division to provide coordination of the development review
process between Engineering, Planning, Landscape Administrator. Traffic, Street and Inspection Divisions, A pan -
time Landscape Architect intern position was added to the Planning Division. This position wii: assist with the by
providing staff support in the daily operation of the Planning Division. These positions are funded by the General
Fund.
8) A part-time Microfilm/Filing Clerk was added to the Inspection Division. The City maintains a microfilm copy
of building plans submitted. This position will enable the Division to stay more current in microfilming building
plans. The position is funded in Generai Fund.
9) Cable
Adnnnistrator increased
from .5 to 1.0.
Part-time production assistants were previously paid under contract.
There
is no additional cost as
a result of these
changes. These positions are funded in General Fund.
10) Two Maintenance Worker III's
were added in
the Street Division. These positions will supplement the Ciry's In-
house
Pavement Improvement
Project as well
as assist with the Street Division's routine maintenance functions.
These
positions are funded in
the Street Fund.
1:) A Meter Reader and a Water Service Representative were added to the Water & Sewer Services Division to meet
the increased workload for meter turn on/off and meter reading.
12) A three employee maintenance crew was added to Water Maintenance Program. The crew consists of a Public
Works Crew Leader, a Maintenance Worker IV and a Maintenance Worker III. The crew will primarily be utilized
to make street cut repairs caused by maintenance of the City's water and sewer lines. These positions are tended
by the Water & Sewer Fund.
:3} An Equipment Maintenance
Worker
was added
to the Fleet Operations Division to enhance the preventative
maintenance programs. This
position
is funded by
the Shop Fund.
14) A Solid Waste Truck Driver Positron was added to the Solid Waste Division to assist w:tb the additional wo:k:oad
caused by the growth in the number of commercial accounts serviced. This position is funded by the So:id Waste
Fund.
96
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 information such as 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.
City Sales Tax:
City sales tax revenue
has grown at an average
rate of 9.30% annually
since 1985 except for
1993. During 1993 the
City lost its city sales tax
for approximately 90 days
as a result of the Sales
Tax Lawsuit. City sales
tax revenue for 1996
represents approximately
a 3.5% growth in revenue
using estimated 1995 as
the base. The city sales
tax revenue is divided
between capital projects
(82%, Sales Tax Capital
Improvements Fund) and
discretionary purposes
(18%, General Fund).
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
11.3% annually from 1985
to 1995. Budgeted
county sales tax revenue
is projected to grow at 4%
over estimated 1995
revenue. The growth in
county sales tax is fueled
by the overall economic
growth occurring in the
Northwest Arkansas
region.
198.5
1986
1987
1988
1989
1990
1991
1992
1995
1994
EM. 1995
Prof. 1996
1985
1986
1969
1986
£969
1990
cc
`d
I4
1991
1992
1993
1994
En. 1995
Raj. 1996
2
efillions of Dolan
4 6 a
3.349,445
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5.059,148
9,561.906
8G8ioos orpotim
4 6
5,Z48,450
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Major Revenue Sources, Continued
Hotel —Motel —Restaurant (HMR) Tax:
The City collects a 1%
rnoLnm.qolmnm
Hotel -Motel -Restaurant
3m sa
°0` ' 00
(HMR) tax for use by the
]%5 - 394.8:5
City's Advertising and
Promotion Commission.
9e6 - 437.419
On November 14, 1995.
;987 452.38'
voters approved an
;956 4:0,,23
additional 1% HMR tax to
be used for Parks and
%' 513.394
Recreation needs. HMR
tLd 1990 - - - 555.694
tax revenue has grown at
y 5l6>.S
an average rate of 9%
per year since 1985 and
639'193
the projected revenue for
1995 - o3a
1996 is expected to
increase by 3.0%i over the
c994 &6.33
1995 estimated revenue.
ra6sc
The increase in HMR tax
h�.:996 sn,wo
XXXXXflXXXXXXAXXAXXXXXXXXXXXXXXXA
is attributed by the
9r.-5 q
increase of restaurants in
City Advertising & Promotion CCI Parks & Recreation
Fayetteville.
Solid Waste Fees:
-- ----- =- -._._-•__-_-
-===---------------------------
r;_:
=-=---r--- -- =_= =-
--;
.
' 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.
ACCOL74TTNG 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.
AD VALOREM. A basis for levy of taxes upon property based on value
AGENCY FUND. A fund consisting of resources received and held by the governmental unit as an agent for
' others.
APPROPRIATION. An authorization granted by the board to incur liabilities for specific purposes.
ASSETS. Probable future economic benefits obtained or controlled by a particular entity as a result of past
transactions or events
BOND. A written promise to pay a specified sum of money, called the face value or principal amount, at a
specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified
rate.
BOND DISCOUNT. The excess of the face value of a bond over the price for which it is acquired or sold.
' BOND PREMIUM. The excess of the price at which a bond is acquired or sold over its face value.
' BONDED DEBT. The portion of indebtedness represented by outstanding bonds.
BUDGET. A financial operating plan consisting of estimates of proposed expenditures for a given period and
' the proposed means of financing them.
BUDGET CONTROL. The control or management of the approved Budget for the purpose of keeping
' expenditures within the limitations of available appropriations and available revenues.
BUDGET DOCUMENT. The instrument used by the budget -making authority to present a comprehensive
financial program to the appropriating body.
BUDGET MESSAGE. A general discussion of the proposed budget as presented in writing by the 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 BUDGET. This budget deals with large expenditures for capital items normally financed by
borrowing. Usually capital items have long-range returns, useful life spans, are relatively expensive, and have
physical presence such as buildings, roads, sewage systems, etc.
' CAPITAL IMPROVEtiMENT. Any property, asset, or improvement with an estimated value greater than
five hundred dollars, and estimated life or usefulness of one or more years, including land, interest therein and
including constructions, enlargements, and renovations.
100
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 IMPROVEMENT PROGRAM. An approach or technique for identifying and forecasting capital
outlay decisions that a government expects to make over a five year period.
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.
CONTINGENCY FUND. Funds set aside for unforeseen expenses of uncertain amounts or funds set aside
for known expenses, such as salary increases, but uncertain amounts.
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
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 (who is also the Director of General Government).
DEPRECIATION. Expiration
in the service
life
of fixed assets, attributable to wear and tear, deterioration,
action of the physical elements,
inadequacy,
and
obsolescence.
DESIGNATED FUND. Funds created to account for assets set aside for a specific purpose.
DIVISION. Divisions are the major functional sub -divisions and correspond roughly to the departmental
hierarchy formerly used by the City. Each Division has been assigned to one of the Departments according
to the type of activity it performs. For example, the Traffic Division is part of the Public Works Department.
In addition, each Division has developed a statement of Goals and Objectives and strategies for obtaining them.
EFFECTIVENESS. Effectiveness data enables decision -makers to see that quality does not suffer as
productivity increases, and that constituents are satisfied with services.
101
ENCUMBRANCE.
An
account used
to record
the estimated
amount of contacts,
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.
EXPENDITURE. Accounts which are kept on either the accrual basis or modified accrual basis of accounting
and designates the cost of goods delivered or services rendered, whether paid or unpaid, including expenses
and capital outlays.
EXPENSE. Charges incurred for operation, maintenance, interest, and other charges that will benefit the
current year.
FIDUCIARY FUND. Any fund held by a governmental unit as an agent or trustee.
FISCAL 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
Cr permitting the use of public property, usually subject to regulation set by the governing body.
FULL-TIME EQUIVALENT POSITION (FTE). A part-time position converted to the decimal equivalent
of a full-time position based on 2,080 hours per year. For example, a summer lifeguard working for four
months, or 690 hours, would be equivalent to .33 of a full-time position.
FUND. A fiscal and accounting entity with a self -balancing set of accounts recording cash and other financial
resources, together with all related liabilities and residual equities, or balances, and changes therein, which
are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance
with special regulations, restrictions, or limitations.
FUND BALANCE. Fund equity available for appropriation.
FUND EQUITY. The excess of assets over liabilities. A portion of the equity may be reserved or
designated; the remainder is Fund Balance.
GENERAL FIXED ASSETS ACCOUNT GROUP. A self -balancing group of accounts set up to account
for the general fixed assets of a governmental unit.
GENERAL FUND. A fund used to account for all transactions of a governmental unit that are not accounted
for in another fund, such as police and fire services.
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.
102
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 opetation.
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.
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.
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.
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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 ftmd
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 he 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. Budget makers 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.
RESIDUAL EQUITY TRANSFERS. Additions to or deductions from the beginning fund balance of
governmental funds.
' RETAINED EARN 'iGS. 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.
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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.
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 reserved for some future
use and which is available for further appropriation or expenditure.
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
1996 Capital Budgets .................... ... ............ .......
85-87
Administrative Services:
Overview ...
Program Expenditure Summary ............................
... 50-53
Personnel Summary .. ... ............ ....... ........ ........
54-55
Administrative Procedures to Adjust the Approved Budget ... ... ... ........ ......
7-8
Airport Fund:
Revenue & Expenditure Surnmary• ........ ... ........ ........ ...
.. 39
Sources & Uses of Funds .......................................
.. 38
Arts Center Bond Fund:
Revenue & Expenditure Summary ............ . ....... ................
28
Budget Flowchart ........... .................................
.... 3
Budget Process ................ ... ........... 4 ........ 4
.....12
Budget Organizational Structure ......... ................ ........ ........
9
C.E.C. and Parking Facility Fund.
Revenue & Expenditure Summary . ........ .....................
.... 40
Capital Improvement Policy ....................... .......................
6
Capital Improvements Program Introduction ..............................
.... 72
Capital Improvement Projects by Fund - All Sources ........... ........ ........
79
Capital Improvements Program Comprehensive Detail ...........................81-84
Capital Improvement Program Directional Information ........................
73-77
Chartof Fund Types - Proprietary & Fiduciary .......... ........ ........
..... 13
Chartof Fund Types - Governmental .......................................
11
City Advertising & Promotion Fund.
Revenue & Expenditure Summary ........ ........ ........ ........
24
City of Fayetteville Organizational Chart ..........................
92
..........
Combined Statement of Fund Position - Governmental (Shown by Department) .............
12
Combined Statement of Fund Equity - Proprietary & Fiduciary (Shown by Department)
..... :4
Community Development Block Grant Program:
Revenue & Expenditure Summary ................ .................
.. 26
Consolidated Fund-Deparnnent-Program Chart .................................
10
Debt Position ..................... .............
...................
88-89
DebtPolicy .......................................................
5
Drug Law Enforcement Program:
Revenue & Expenditure Summary ......
Expenditure Policy ................... ..........................
4-5
Financial Reporting Policy ........... ...............................
.... 6
Fire Pension Fund:
Revenue & Expenditure Summary .....................................42
Fire Department:
Overview ....... .... .................... 59
....... ........
Program Expenditure Summary .................................. ... 60
Personnel Summary ...... ........ ............................... 61
General Fund:
Expenditure Summary ............................... .... .... .20-21
Comparative Budget Summary ....................................... 19
I
Sources and Uses of Funds .......................................... 18 '
General Government:
Overview ................................................. 45
Personnel Summary ............................................... 48
Program Expenditure Summary ..................................... 46-47
Glossary.......................................................100-105
Investment and Cash Management Policy ...................................... 5
Legal Debt Margin Calculation ............................................. 91
List of Elected Officials, Administrative Officials, & Management Staff ................. 93
Major Revenue Sources...............................................97-99
Municipal Judge Retirement Fund:
Revenue & Expenditure Summary ....................................43 ,
Off Street Parking Fund:
Revenue & Expenditure Summary .....................................25
Personnel Variation Summary ........................................... 95-96
Personnel Summary .................................................... 94
Police Department:
Overview.........................................:........ 56
PersonnelSummary............................................... 58
Program Expenditure Summary.......................................57
Police Pension Fund:
Revenue & Expenditure Summary .....................................41 t
Public Works:
Overview..................................................... 62
Personnel Summary ............................................. 69-71
Program Expenditure Summary.....................................63-68
Replacement Fund:
Revenue & Expenditure Summary ..................................... 29
ReservePolicy........................................................5
Revenue Policy.......................................................4
Sales Tax Capital Improvements Fund: '
Capital Project Detail - 1996 .......................................31-32
Revenue & Expenditure Summary ............... 4 ........ 4 .. 0 .... 6 .... 30
Sales Tax Capital Improvements - By Category ..................................80
Schedule of Bonds Outstanding.............................................90
Shop Fund:
Revenue & Expenditure Summary ...............4444.................. 44
Solid Waste Fund:
Revenue & Expenditure Summary.....................................37
Sources & Uses of Funds...........................................36 ,
Source and Uses of Funds ... 6 ........... 0 ...... 0 ....... 4 ................ 15
Street Fund:
Revenue & Expenditure Summary.....................................23
Sources & Uses of Funds ................. . 22
Summaryof Project Requests & Project Resources................................78
Transmittal Memo from the Mayor to Council ................................. I-xiii
Water & Sewer Fund:
Revenue & Expenditure Summary ..................................... 35
Sources & Uses of Funds .............. 4 4 ........................... 34
107 •
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