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126-96 RESOLUTION
4 , • • RESOLUTION NO. 126-96 A RESOLUTION APPROVING THE 1997 ANNUAL OPERATING BUDGET & WORK PROGRAM FOR THE CITY OF FAYETTEVILLE, ARKANSAS BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1. That the City Council hereby approves the 1997 Budget & Work Program, by category, for all fund types. A copy of the 1997 budget is attached hereto marked Exhibit A and made a part hereof. PASSED AND APPROVED this 3rd day of December , 1996. • F• . • • ..', • ;+ ; • \\ 114 ATTEST' By: Traci Paul, City Clerk APPROVED: By: miE/AR44 Ffed Hanna, Mayor City Clerk's Office File Copy EXHIBIT A City of Fayetteville, Arkansas Annual Budget and Work Program 1997 FAYETTEVILLE THE CITY OF FAYETTEVILLE, ARKANSAS MICR,- "1e s DEPARTMENTAL CORRESPONDENCE TO: Department Directors and Division Heads FROM: Fred Hanna, Mayor DATE: February 27, 1997 SUBJECT: 1997 Adopted Annual Budget & Work Program The enclosed Annual Budget & Work Program is presented for your use and reference. The annual budget is an appropnation document that authorizes spending for the current year. Additionally, the budget document provides information concerning the City's organization structure, the City's fiscal position, the City's Capital Improvement Program, and performance measures for each operating division within the City If you have any comments, suggestions for Improvement, or questions concerning the City's annual budget please contact either Ben Mayes, Administrative Services Director or Steve Davis, Budget Coordinator. Finally, I would like to thank each of you for your efforts in preparing the 1997 submissions for review and, especially spending the extra time developing your goals and objectives. The material enclosed in this document is an essential source of information describing the short and long term goals for the City of Fayetteville. This document would not be possible without your time and support. City of Fayetteville, Arkansas M:C M eh-mai 1997 Annual Budget and Work Program City Council and Other Elected Officials Stephen Miller, Ward 1 - Position 1 Kit Williams, Ward 1 - Position 2 Cyrus Young, Ward 2 - Position 1 Randy Zurcher, Ward 2 - Position 2 Trent Trumbo, Ward 3 - Position 1 Donna Pettus, 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 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 Mary Ann Treece, Budget/Performance Analyst • • GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award • PRESENTED TO. City of Fayetteville, Arkansas For the Fiscal Year Beginning January 1, 1996 cet D Pres 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, 1996. 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. 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 Budget Message Transmittal Memo from the Mayor to Council i-xiii Budget Resolution xiv Budget Process and Policies Budget Process 1-2 Budget Flowchart 3 Financial Policies: Revenue Policy 4 Expenditure Policy 4-5 Debt Policy 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 Summary 10 Fund Summaries Chart of Fund Types - Governmental 11 Combined Statement of Fund Position - Governmental (Shown by Department) 12 Chart of 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 Parks Development Fund: Revenue & Expenditure Summary 27 City of Fayetteville, Arkansas Table of Contents (continued) Drug Law Enforcement Fund: Revenue & Expenditure Summary 28 Debt Service Funds Arts Center Bond Fund: Revenue & Expenditure Summary 29 Capital Projects Funds Replacement Fund: Revenue & Expenditure Summary 30 Sales Tax Capital Improvements Fund: Revenue & Expenditure Summary 31 Capital Project Detail - 1997 32-33 Enterprise Funds Water & Sewer Fund: Sources & Uses of Funds 36 Revenue & Expenditure Summary 37 Solid Waste Fund: Sources & Uses of Funds 38 Revenue & Expenditure Summary 39 Airport Fund: Sources & Uses of Funds 40 Revenue & Expenditure Summary 41 C.E.C. and Parking Facility Fund: Revenue & Expenditure Summary 42 Trust Funds Police Pension Fund: Revenue & Expenditure Summary 43 Fire Pension Fund: Revenue & Expenditure Summary 44 Municipal Judge Retirement Fund: Revenue & Expenditure Summary 45 Internal Service Funds Shop Fund: Revenue & Expenditure Summary 46 General Government: Organizational Structure 47 Overview 48 Department Goals 49 Program Expenditure Summary 50-52 Personnel Summary 53 Mayor's Administration 54 City Council 55 City Attorney 56 City Prosecutor 57 Hot Check 58 City of Fayetteville, Arkansas Table of Contents (continued) Municipal Judge 59 Cable Administration 60 City Clerk/Treasurer 61 Miscellaneous 62 Airport - Fixed Base Operations 63 Airport - Landside Operations 64 Airport - Airside Operations 65 Airport - Capital 66 Administrative Services. Organizational Structure 67 Overview 68 Department Goals 69-70 Program Expenditure Summary 71-74 Personnel Summary 75-76 Administrative Services Director 77 Personnel 78 Accounting and Audit 79 Budget and Research 80 Utility Billing and Collection S1 Internal Audit 82 Building Maintenance - General Maintenance 83 Building Maintenance - Janitorial 84 Procurement / Risk Management 85 Data Processing 86 Municipal Court - Criminal S7 Municipal Court - Probation & Fine Collection 88 Municipal Court - Small Claims & Civil 89 Animal Services - PatroUEmergency Response 90 Animal Services - Animal Shelter 91 Community Development - Administration 92 Community Development - Housing Rehabilitation 93 Community Development - Home Grant 94 Community Development - Capital & Services 95 Meter Operations 96 Meter Maintenance & Backflow Prevention 97 Fleet Operations - Vehicle Maintenance - 98 Fleet Operations - Capital 99 Police Department Organizational Structure 101 Overview - 102 Department Goals 103 Program Expenditure Summary 104 City of Fayetteville, Arkansas Table of Contents (continued) Personnel Summary 105 Central Dispatch 106 Police - Support Services 107 Police - Patrol 108 Police - Drug Enforcement 109 Fire Department: Organizational Structure 111 Overview 112 Department Goals 113 Program Expenditure Summary 114 Personnel Summary 115 Fire - Fire Prevention. 116 Fire - Operations 117 Fire - Training & Continuing Education 118 Fire - Aircraft Rescue & Fire Fighting 119 Public Works Organizational Structure 121 Overview 122 Department Goals 123-124 Program Expenditure Summary 125-131 Personnel Summary 132-134 Public Works Director 135 City Engineering - Plans and Specifications 136 City Engineering - Operations & Administration 137 City Engineering - Right of Way Acquisition 138 City Engineering - Public Construction. 139 Planning 140 Inspections 141 Parks - Administration 142 Parks - Swimming Pool 143 Parks - Athletic/Recreation Transfers 144 Parks - Library 145 Parks - Lake Maintenance 146 Parks - Parks Maintenance 147 Traffic - Administration & Enforcement 148 Traffic - Engineering & Planning 149 Traffic - Traffic Control & Parking Meter Maintenance 150 Public Works Director - Public Lands Maintenance 151 Street - Operations & Administration 152 Street - Right of Way Maintenance 153 Street - Street Maintenance 154 Street - Drainage Maintenance 155 City of Fayetteville, Arkansas Table of Contents (continued) Street - Street Construction i 156 Public Works Director - Sidewalk & Trail Maintenance 157 Parks - Parks Development & Maintenance 158 Water Purchased 159 Water & Sewer Maintenance - Operations & Administration 160 Water & Sewer Maintenance - Water Distribution Maintenance 161 Water & Sewer Maintenance - Water Storage & Pump Maintenance 162 Water & Sewer Maintenance - Sewer Main Maintenance 163 Wastewater Treatment Plant 164 Water & Sewer Maintenance - Capital Water Mains 165 Water & Sewer Maintenance - Capital Expenditures 166 Water & Sewer Maintenance - Connections 167 Sewer Mains Construction 168 Wastewater Treatment Plant - Capital 169 Water and Sewer - Debt Service 170 Solid Waste - Operations & Administration 171 Solid Waste - Commercial Collections 172 Solid Waste - Residential Collections 173 Solid Waste - Recycling 174 Solid Waste - Composting 175 • Capital and Debt Capital Improvements Program Introduction 177 Capital Improvement Program Directional Information 178-182 Summary of Project Requests & Project Resources 183 Capital Improvement Projects by Project Area - All Sources 184 Sales Tax Capital Improvements Funding - By Project Category 185 Capital Improvements Program Comprehensive Detail 186-189 1997 Capital Budget 190-192 Debt Position 193 Description of Outstanding Bonds 194 Schedule of Bonds Outstanding 195 Legal Debt Margin Calculation 196 Aonendlx City of Fayetteville Organizational Chart 197 List of Elected Officials, Administrative Officials, & Management Staff 198 Personnel Summary 199 Personnel Variation Summary _ 200-201 Major Revenue Sources. .202-204 Community Overview 205-207 Miscellaneous Statistical Data 208 Glossary 209-214 Index 215-218 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 begms with a brief review setting forth the budgetary plan and objectives, as proposed by the Mayor, for 1997. 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 Adopted 1997 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 Summaries - This section reflects expenditures by category for each program in a Department for Actual 1995, Budgeted 1996, Estimated 1996, and Budgeted 1997. (3) Personnel Summanes - This section provides a comparison of staffing levels during the past four years for each department. Capital and Debt This section contains: a synopsis of the 1997-2001 Capital Improvements Program and planned capital expenditures for 1997; a synopsis of the City's projected debt position as of December 31, 1996; 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 community overview, a glossary, and, an mdex. The glossary provides definitions of frequently used budgeting and accounting terms. The index cross-references the budget document by division or activity/program. 1 FAYETTEVILLE 1 THE CITY OF FAYETTEVILLE, ARKANSAS 1 December 3, 1996 1 Members of the City Council and Citizens of Fayetteville: 1 I hereby present the 1997 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 1 the aldermanic form of government, submit to the City Council, the annual budget for approval This Budget contains funding for all operating funds and incorporates the 1997 capital projects from the approved 1997-2001 Capital Improvement Program 1 1996 - A Year In Review 1 Probably the most significant event during the past year has been the resolution of the Incinerator Disengagement and related lawsuits. The settlement of these lawsuits has removed a dark cloud 1 from the City's financial future. The resolution of these lawsuits occurred after the Arkansas Supreme Court decision declaring the incinerator disengagement fee an illegal exaction. The Boatman's lawsuit sought to require the City to pay the remaining principal of the NWARRA 1 bonds, which was approximately $14 million. During 1996 the City continued implementation of several initiatives that were m progress during 1 1995 and launched new initiatives intended to improve and enhance City services while maintaining cost control. 1 • A comprehensive study of the City's sewer collection and wastewater treatment system was initiated in late 1995 and is continuing. To date there have been four public meetings to provide data to residents and to take input on the sewer system study. When completed the City will have recommendations concerning the projected improvements to our system to meet our needs for the next twenty plus years. • Residential curbside recycling program that was started in early 1995 has been expanded to include apartments. This program has provided residents the opportunity to recycle 50% of 1 the waste generated in households based on volume. • The City's Transfer Station and Recycling Center has been completed and is operation. An ' operations contract for the City's transfer station approved by Council during late 1995, established a disposal cost to the City of $28.85 per ton of solid waste. 1 1 113 WEST MOUNTAIN 72701 501-521-7700 FAX 501-575-8257 • The City adopted new solid waste rates during 1996 with the new rates scheduled to go into effect on January 1, 1997 The rate ordinance establishes solid waste rates for the next five years. The new solid waste rates were recommended after a solid waste rate study was completed and presented to City Council • Work on the Downtown Square continued in 1996. The focus was the continuation of reconstruction of the Square Gardens, placing all the electricity on the Square underground and resurfacing the streets serving the Square. These projects were funded by the City's General Fund, the City's Advertising & Promotion Fund and The City Sales Tax Capital Improvement Fund. • The Police Department expanded a bicycle patrol of the Downtown Square and along Dickson Street. • Durmg 1996, the City hired an airport marketing & development coordinator. The 1997 Budget continues the marketing efforts begun in 1996. • The Yvonne Richardson Community Center was opened this year. The Center was constructed primarily from the Community Development Grant Fund and the General Fund. The Community Center is staffed with a Center Director funded with Community Development Grant funds while other operational expenses are budgeted in General Fund. • Community centers/gyms were opened at Vandergnff and Holcomb Elementary Schools. The projects were jointly funded by the City and Fayetteville School District. • A County wide special census is currently underway. The special census will take approximately eight weeks to complete and will provide the most current demographic information concerning the County and all of the cities within the County. The City began the year with an ambitious plan to improve our streets and various infrastructure in the City. • • Street improvements accomplished or in progress include: the construction, reconstruction and resurfacing of: Louise from Wilson to Park, Lewis from Deane to Wedington, Mt. Comfort from Lewis to North Street, Leroy Pond from Razorback to California, Ash from Greenvalley to Woodland, Woodland from Ash to Sycamore, Leverett from Maple to North, Leverett from north of Poplar to Sycamore, Maple from North College to Gregg and Township from North College to Old Wire. Additionally, the Downtown Square area has been resurfaced. The street segments included in the Downtown Square area are: East Rock to Dickson, Mountain, West to North College, Center Church to North College, School Dickson to Mountain and Block Dickson to Rock. Also, Joyce Boulevard Extension to Gregg Avenue and Joyce Boulevard Old Missouri to Highway 265 are under contract. ii • Water & Sewer improvements accomplished or in progress Include; the completion of the 36/42" Water Transmission Line and Storage Tanks Project. The project consists of approximately 9.5 miles of 42" water transmission and 9.7 miles of 36'/30"/24" water transmission lines as well as two 6 million gallon water storage tanks. The total project took approximately three years to complete and cost approximately $14.7 million Wedington Road Water/Sewer Relocations/Expansion project is under contract and it is anticipated to be complete in the second quarter 1997. The City awarded a Sewer System Study contract in late 1995 and is currently in progress. This project involves a study of the City's sewer system needs to 2020. To date there have been four public hearings to take public comment. The White River Water Authority ($1.0 million) purchase is expected to close in December 1996 and the improvements to the White River water system are expected to be complete during 1997 or early 1998. Additionally, City crews installed approximately 13,000 linear feet in either water or sewer line upgrades, new lines or replacement of old lines. • Other significant projects accomplished or in progress include the completion of the Solid Waste Transfer Station and Recycling Center. The Airport Terminal project is complete and the Airport Instrument Landing System (ILS) project is in progress. • Several significant projects are in the design phase with construction anticipated to begin during 1997. These projects include: • Highway 265 Widening. This project is currently in design by the Arkansas Highway and Transportation Department. Right of way acquisition and utility relocations will begin after the final design is completed; • 24th Street Improvements. This project is scheduled for bid opening in the fourth quarter of 1996; • Mud Creek Bridge is in design by the Arkansas Highway and Transportation Department and City consultants; • Trailway/Railroad Corridor Construction is currently in design by City consultants; and, • The Youth Softball Complex project is under contract. 1997 - The Year Ahead The 1997 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 1997 to improve the quality of life in Fayetteville. The following is a discussion of some of the issues, challenges, and highlights contained in the 1997 Budget and Work Program. iii Issues and Challenges • The City Sewer System study is anticipated to be complete during 1997. The preliminary findings of the study indicate the we will have to expand our current wastewater treatment plant and build an additional wastewater treatment plant The City will need to determine which option(s) best meets the long term needs of the Citizens of Fayetteville. • This budget contains funding for the City to operate the Fixed Base Operation (FBO) at Drake Field. Currently, the FBO is operated under alease agreement that expires in March 1997. The term of the lease agreement was twelve years. The City will be seeking requests for proposal for the FRO operations. If the City begins to operate the FBO, twelve new employees will be required. These new employees will be trained not only in FBO operations 'but also in aircraft rescue and firefighting (AARF) operations. During 1997 the City would begin FBO operations and aircraft rescue and firefighting training. The plan allows for the Airport Division to assume operational control of the FBO in March 1997 and AARF duties by the end of the year. This will aid the City in that the firefighters currently assigned to the Airport Fire Station can beutilized in other fire stations. • 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, utility service, and recreation opportunities. - • During 1996, the City was awarded HOME program funds to continue funding for the City's home owner rehabilitation program. During 1997 the City will be purchasing vacant houses that are in need of rehabilitation. After the houses are rehabilitated, they will be offered to qualifying families at a mortgage payment the families can afford. • - Continuation of the 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 dnvers' license holders and new licensing requirements for solid waste transfer station workers. • • Court action that could impact the City involves challenges filed in the Pulaski County Chancery Court regarding the constitutionally of the Pulaski County sales tax. The Washington County sales tax is based on the same Arkansas statute as is the Pulaski County sales tax. This Budget estimates the City's portion of the 1997 Washmgton.County sales tax at approximately $7.0 million or 42% of the General Fund revenue budget. iv • Personnel Changes The Adopted 1997 budget contains funding for the essentially the equivalent of thirty-five (35.23) new full-time positions including 3.5 positions to be paid from existing budgeted funds The new positions have been added m 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 Police and Fire Departments begmnmg with the 1992 Budget. Since 1991 the City has added twenty police officers, twenty firefighters, six civilian jailers, three dispatchers, and six noncivil service employees to our public safety work force. The Adopted 1997 Budget contains funding to add three uniformed police officers, one dispatcher and a temporary transcriptionist. If the City assumes operational control of the Airport FBO, the firefighters currently assigned to the Airport Fire Station can be assigned to other fire stations. The Adopted budget contains funding to add these FBO positions. These Police and Fire positions are funded in the General Fund. • This Adopted Budget contains funding for the Airport FBO program. The positions included in this proposal are one (1) Lead Airport Operations Specialist, ten (10) Airport Operations Specialists and one (1) Senior Clerk Typist. These positions are funded in the Airport Fund. Approval of these positions will enable the City to reallocate the fire personnel currently assigned to the Airport Fire Station. • This Adopted Budget contains funding to add a Public Works Crew Lead Worker position and two Maintenance Worker IV's for the Public Lands Maintenance Program The positions will for the In -House Sidewalk Program. The Trails/Sidewalk Coordinator will be responsible for coordination of trail/sidewalk improvements in the City. These full-time positions are funded in the Street Fund. Materials and contracts for the In -House Sidewalk Improvement Program are funded through the Sales Tax Capital Improvement Program. • This Adopted Budget adds three positions that are temporary and the cost will be paid from project funds for the time worked on each project. The positions are: Construction Manager - Temporary, Land Agent - Temporary; and, Surveying Assistant - Temporary. • Because of the continued growth the City is experiencing, the Adopted 1997 Budget adds: two maintenance workers for the Street Division; a traffic technician for the Traffic Division; a public works data clerk and a warehouse attendant for Water & Sewer Maintenance; a clerk cashier and a part-time special projects analyst for Meter Operations; one Building Maintenance V for Fleet Operations; one animal caretaker for Animal Services; one public construction inspector; and, one residential inspector. The budget also includes increased funding for part-time positions m the City Attorney's Division, the City Clerk's Division and the Cable Administration Program. These positions are funded in Street Fund, Water & Sewer Fund, Shop Fund and General Fund. v • Finally, this Adopted Budget contains funding to restore Monday and Wednesday evening hours at the Fayetteville Public Library. Program Initiatives • The City is expandingfunding for the Sidewalk/Trails program. This program will consist of the Sidewalk/Trails Coordinator that was approved in the 1996 Budget and a crew of three employees for in house construction projects. Materials and contracts for construction of sidewalks and trails is funded in the Sales Tax Capital Improvements Fund. The initial focus of the sidewalk projects is to install sidewalks to schools and to rebuild the sidewalks around the Downtown Square Under current City ordinances, property owners are responsible for the maintenance and upkeep of the sidewalks around their property. • This budget continues funding of City beautification projects through the Advertising & Promotion,Fund, General Fund and the Sales Tax Capital Improvement Fund. The projects involve the Square Gardens, entryways into the City and the Tree Planting Program. • The City continues to refine solid waste collection and material diversion from the landfill. Residential curbside, apartment complex recycling and commercial cardboard programs have all been expanded this year. Through the residential curbside recycling program, citizens have the opportunity to recycle 50% of the waste generated in households based on volume. • The City continues to seek viable solutions to insure that Drake Field will continue to be a very valuable asset to the community after the regional airport becomes operational. In keeping with this goal, the Adopted Budget contains funding for personnel and operations costs to operate the FBO. The FBO is currently being operated under a lease agreement that will expire in March 1997. Capital Improvements The budget contains approximately $17.5 million in capital improvements for 1997. The capital projects contained m the 1997 budget reflect a pay-as-you-go philosophy and were included m the 1997-2001 Capital Improvement Program (CIP) adopted by the City Council m November, 1996. All the projects have been included in the Adopted Budget at the same funding level as stated in the 1997 -2001 CIP with the exception of the Miscellaneous Park Improvements Project funded in the Parks Development Fund. The project budget has been decreased $31,000. The decrease in project budget is due to a lower estimate of HMR collections than was originally forecast. The major benefit of a pay-as-you-go approach is savings m 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. Projects planned for 1997 included: • • 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 budget for this project is $658,600 fmanced from the City sales tax. vi • Major street improvement projects, m addition to our m - house program, included in the 1997 budget are: Twentieth Street - West of South School - $400,000, intersection improvements planned for 1997 total $732,000 and are located at: Township @ College - $208,000; Old Missouri @ Zion Road - $424,000; and, Intersection Improvements Undesignated - $100,000. Additional street improvements included are Sunbndge Extension from Villa to North College - $379,000, 6th Street Extension to East Huntsville Road - $249,000, engineering and right of way acquisition cost for Sycamore Street - Leverett to Garland - $200,000 and Poplar Street - $80,000, and sidewalk improvements - $90,000. Finally, traffic signal improvements include tieing North Street, Highway 180(6th Street), Maple Street, Sycamore Street and Township Road into the fixed frequency closed loop system - $77,400. • Mayor water and sewer projects included in the 1997 budget are: continuation of the City's sewer system rehabilitation project - $1,300,000; relocating utilities along Highway 265 - $1,800,000, engmeenng and construction of a 400,000 gallon storage tank in the Hyland Park area - $715,000, purchasing the odor control domes at the wastewater treatment plant - $925,000, water & sewer improvements as defined by study - $569,000; water tank painting - Rogers Drive and Baxter Lane - $200,000, and Shenandoah Mobile Home Park - waterline replacement - $168,6000 • The 1997 Adopted Budget contains $744,000 in park improvements funded by the voter approved 10 HMR tax dedicated to parks. The major park improvements planned for 1997 include: continued funding of the Walker Park Senior Center - $350,000, continued funding of the Girls Softball Complex - $250,000, initial funding for a Parks Maintenance Facility - $133,000, Lewis Soccer Field - $84,000 and improvements to the sewer system at Veterans Park - $81,000, contmuation of the Miscellaneous Park Improvement Project - $44,000, continuation of the Park Land Acquisition Project - $50,000, and, continuation of the Lake Fayetteville Trail Project - $50,000. Additionally, the 1¢ HMR tax funds maintenance activities for all parks and green space dedications • This Budget includes: approximately $105,000 to fund the increased motor pool expense for Solid Waste operations due to fleet expansions/ upgrades, approximately $ 78,000 in increased motor pool expenses for fleet expansions/ upgrades in Water & Sewer Maintenance. vii I 1997 Summary Financial Activity I The 1997 Annual Budget and Work Program includes approximately $71.7 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 will not meet this policy until the second year of the. rate adjustment approved by Council during 1996.) This Budget provides for break-even operations for the Solid Waste Fund. The following is a summary of the expenditures for the City's operating and capital funds. 1 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 -, $7.0 million; a portion of the new City sales tax - $1.8 million; franchise fees - $2.5 million; charges for services - .9 million; and state turnback - $1.2 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. viii I I Li I I I I I C I I I I I I I I 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 $1.8 million. During the past two years the City's portion of the County sales tax revenue has grown approximately 9% per year. The 1997 projection is for a 4.0% growth over the estimated 1996 revenue. General Fund expenditures for 1997 include the addition of four full time equivalent (FTE) positions for the Police Department, one FTE for the Engineering Division, one FTE for the Inspections Division, and additional funding to the Fayetteville Public Library to restore Monday and Wednesday evening hours. A discussion of Fire staffing was presented earlier in this letter in conjunction with the discussion of the FBO. Currently, this budget has a surplus of $100,700 in the General Fund for 1997 which can be used for any governmental purpose. • GENERAL FUND Projected 1996 Adopted 1997 Beginning Fund Balance $ 5,297,351 $5,143,649 Total Resources 14,730,470 15,452,700 Total Uses 14,884,172 15,352,000 Resources Over/(Under) Uses (153,702) 100,700 Ending Designated Fund Balance 60,000 60,000 Ending Undesignated Fund Balance $ 5,083,649 $5,184,349 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, to maintain drainage maintenance and to maintain City owned sidewalks and trails. Currently, the Street Fund has a surplus of $3,148 budgeted for 1997. The turnback from the State of Arkansas is apportioned on a per capita basis. The projection for 1997 is that cities throughout Arkansas will receive $42.50 per person. The projected turnback for 1997 is based on additional population from the special census being used for the per capita calculation beginning in June 1997. The increase in projected resources for 1997 is due to the additional state turnback that will result from the revised population count. 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 1997 as compared to 1996 can be attributed to adding additional funding for two maintenance workers to the Street Maintenance Program and adding three maintenance workers and related equipment for the sidewalk and trails program. I ix I The Water & Sewer Fund accounts for the revenue sources as well as the operation and maintenance expenses 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. I I 11 I For 1997, 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 1997 represent the largest expenditure for operations in the fund at $4.7 , million. This represents approximately 34% of total operating expenditures. The wastewater treatment plant operations are budgeted at $3.4 million, which represents approximately 24% of the total operating expenses. WATERS& SEWER FUND Projected 1996 Adopted 1997". Beginning Retained Earnings $ 39,071,307 $ 41,158,832 Operating Revenues 16,911,000 17,308,800 Operating Expenses 13,381,550 14,029,438 Income Before Depreciation 3,529,450 3,279,362 Depreciation Expense 4,637,011 4,881,586 Operating Income (Loss) (1,107,561) (1,602,224) Nonoperating Income (Expense) (139,530) 1,443,245 Net Income (Loss) (1,247,091) (158,979) Depreciation on Contributed Capital 3,334,616 3,417,949 Ending Retaining Earnings 41,158,832 44,417,802 Capital Exoenditures 4 4.674.873 I C R1 The Solid Waste Fund is responsible for the operation of the City's solid waste collection and disposal, 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 solid waste rate study was presented to City Council during 1996. The City Council approved a rate increase based on the rate study with the rate adjustment becoming effective on January 1, 1997. Based on cash flow projections incorporated in the rate study, the Solid Waste Fund will meet the cash & investments policy adopted by City Council in the third year of study period. The Adopted 1997 Budget incorporates operational costs increases of approximately $429,000. These cost increases are attributed to increased disposal cost that is based on volume, increased motor pool cost based on replacement of older units with newer units, expansion of the solid waste fleet, and a full year impact of operating the transfer station. I I I I I Note: A proposal to settle the incinerator disengagement lawsuit was approved during 1995 for approximately $4.6 million. The lawsuit filed in Federal Court by Boatman's Bank acting as trustee for the NWARRA bonds was settled during 1996 at a cost to the City of $700,000. The settlement of these lawsuits brings ' the Incinerator Disengagement to a conclusion. SOLID WASTE FUND Projected 1996 Adopted 1997 Beginning Retained Earnings $ 813,695 $ 568,144 Operating Revenues 3,399,000 4,159,971 Operating Expenses 3,578,126 4,007,531 Income Before Depreciation (179,126) 152,440 Depreciation Expense 85,274 145,227 Operating Income (Loss) (264,400) 7,213 Nonoperating Income (Expense) 18,527 2,000 Net Income (Loss) (245,873) 9,213 Depreciation on Contributed Capital 322 322 Ending Retaining Earnings 568,144 577,679 Capital Expenditures $ 256.822 65.775 C. [� I I I 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, fuel sales through the fixed base operations (FBO) and other income. For 1997, the fund is projected to have a surplus of revenue over expenses prior to depreciation expense. The Adopted 1997 Budget contains funding for the operating cost of the FBO. Currently, the FBO is operated on a lease that expires in March 1997 at the conclusion of a twelve year agreement. The City intends to solicit proposals for FBO operations including a proposal to be submitted by the City. This budget contains funding to allow the City to begin operating the FBO as a City facility after March. The proposal consists of adding 12 employees and the associated expenses attributed to the FBO. The proposal for the City to become the FBO operator is primarily due to the unique opportunity presented with the current lease expiring in March 1997. The airport currently operates 24 hours daily seven days a week. xi AIRPORT FUND Projected 1996 Adopted 1997 Beginning Retained Earnings $ 4,538,757 $ 4,854,886 Operating Revenues 1,608,600 2,415,000 Operating Expenses 958,989 1,759,318 Income Before Depreciation - 649,611 655,682 Depreciation Expense 730,288 789,682 Operating Income (Loss) (80,677) (134,000) Nonoperating Income (Expense) 96,000 31,000 Net Income (Loss) 15,323 (103,000) Depreciation on Contributed Capital 300,806 344,017 Ending Retaining Earnings 4,854,886 5,095,903 Capitaltpl Exoenditures S 3.061.516 S 1.649.000 The Shop Fund is, an internal service fund that provides all the acquisition and maintenance of equipment and vehicles utilized by the City's operating divisions within the other operating funds. The Shop Fund's source of revenue is from charges to other operating funds based on equipment and vehicle usage. 1997 operational cost of the Shop Fund increased approximately $189,000 over estimated 1996 as a result of the adding one employee, increased parts and supply purchases, and, increased insurance costs. These operational increases are a result of fleet expansions. SHOP FUND Projected 1996; Adopted 1997 Beginning Retained Earnings $ 6,557,896 $ 6,941,438 Operating Revenues 3,167,882 3,265,000 Operating Expenses 1,504,292 1,692,995 Income Before Depreciation 1,663,590 1,572,005 Depreciation Expense 1,535,707 1,919,898 Operating Income (Loss) 127,883 (347,893) Nonoperating Income (Expense) 147,639 126,000 Net Income (Loss) 275,522 (221,893) Depreciation on Contributed Capital 108,020 86,416 Ending Retaining Earnings 6.941.438 -6.805.961 I, Closing This Budget is the financial and operational plan for the City of Fayetteville for 1997. 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 1997 Budget. Respe- tfully submitted, Fred B. Hanna Mayor w Ii RESOLUTION NO. 126-96 A RESOLUTION APPROVING THE 1997 ANNUAL OPERATING BUDGET & WORK PROGRAM FOR THE CITY OF FAYETTEVILLE, ARKANSAS. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1. That the City Council hereby approves the 1997 Budget & Work Program, by category, for all fund types. A copy of the 1997 budget is attached hereto marked Exhibit A and made a part hereof. - PASSED AND APPROVED this 3 day of December , 1996. APPROVED: By: LC/ " -. Fred Hanna, Mayor ATTEST: By:____________ Traci Paul, City Clerk xiv I 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 1997 Budget and Work Program are described below: 1. Budget Preparation Package, July 1996 ' 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 1997 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 1997 budget submission. 2. Capital Requests and New Personnel Requests Forms, July/August 1996 ' 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 t 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 1996 The Department Directors returned budget submissions requesting 1997 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/October 1996 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 1997 Proposed Budget and Work Program was the result of this process. 5. Public Hearings, September/October 1996 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. 6. Capital Improvements Program Approved by City Council, November 1996 ' City Council approved the 1997-2001 CIP on November 19, 1996. The public was invited to attend and comment on the projects incorporated in the 1997-2001 CIP at various public 1 hearings as well as the Council agenda setting sessions on October 29 and November 12 and the City Council meetings on November 5 and November 19. CIP projects approved for 1997 are incorporated in the 1997 Budget and Work Program. . ,. Consideration and Approval of the Budget, November/December 1996 The proposed budget was presented to the Mayor. The. Mayor presented the Proposed 1997 Budget and Work Program to the City Council on November 26. Public hearings on the Proposed 1997 Budget and Work Program were conducted during November and December, ' and the Budget was adopted by the City Council on December 3, 1996. 8. Implementing the 1997 Budget, January 1997 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 1997: 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 1997 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. I I I I I I [1 2 July 1996 Distributed Budget 1997 Annual Budget PrepmationMan°� Flow Chart July 1996 Budget Training Heads dpets to Department Division Heads Directors Make Revisions Approve Division Bud ets7 Yes Department Directors Submit Budgets to Budget Staff for Review Public Hem rigs of the Street and W&S Committees Budget Staff Reviews Submitted Budgets Budget Staff Presents Budget Requests to Does Mayor Revisions Made By Want Any Appropriate Personnel Budget Revisions? November 199E Mayor Presents Budget to City Council City Council Holds Retreats/ Public Hearings City Revisions Made By City Yes Council Staff As Requested Went Any Budget evisions? NO December 1990 City Council Approves 1997 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 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. I 11 I I • The City will actively support economic and industrial development recruitment and EXPENDITURE POLICY retention efforts to provide for a solid revenue base. • Basic and essential services provided by the City will receive first priority for funding. • The City will maintain timely collection systems and implement necessary enforcement • The City will establish performance ' strategies to collect revenues from available measurements for all program areas, when sources. feasible. These measures will reflect the demand, workload capability, and projected • The City will establish user fees and charges outcomes for the program to accomplish its for services, when feasible, at levels related to objectives. the cost of providing the services. The City will review the fees and charges on a periodic • The City will adopt a balanced budget, by basis to determine modifications needed to fund, for all funds maintained by the City, in keep pace with the cost of providing the which total anticipated revenues must equal or services, exceed the budgeted expenditures for each fund. However, if this cannot be attained, the • The City will establish, when feasible, self- City will utilize unallocated fund reserves, supporting enterprise funds and internal which have been carried forward from prior service funds in which a relationship between years. revenues and expenditures clearly exists. • The City will maintain a budgetary control • The City will project revenues on a system to ensure adherence to the adopted conservative basis so that actual revenues will budget and will prepare reports which compare consistently meet or exceed budgeted actual expenditures to budgeted amounts. revenues. • The City will refrain from budgeting non- • The City will maintain a budgetary control recurring or one-time revenue for ongoing system and will prepare reports which compare expenses. actual revenues to budgeted amounts. 1 4 1 • 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 n • The City will maintain a policy of full disclosure on financial reports and bond prospectus. The City will maintain communications with bond rating agencies and continue to strive for improvements in the City's bond rating. The City will pay for all capital projects and capital improvements on a pay-as-you-go basis using current revenues whenever possible. If a project or improvement cannot be financed with current revenues, long-term debt will be recommended. The City will refrain from issuing 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. E CAPITAL IMPROVEMENT POLICY FINANCIAL REPORTING 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 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 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's accounting system will maintain records in accordance with accounting standards and principles outlined by the Governmental Accounting Standards Board (GASB), Financial Accounting Standards Board (FASB), and the State of Arkansas. The City will employ an independent accounting firm to perform an annual audit of the City's finances, and make the annual audit available to all required and interested parties. The audit shall be completed and submitted to the State of Arkansas within 210 days of the close of the fiscal year. • The City will produce monthly and quarterly financial statements reporting the current periods activity for all funds maintained by the City. • The City will maintain an internal audit function which will be charged with adopting and routinely monitoring internal controls of • the City. • The City will seek Federal, State, and other funding to assist in financing capital projects 4 • 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. 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: I Li I I I 1J I 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. I I I I I TYPES OF BUDGET ADJUSTMENTS There are basically six (6) types of budget adjustments. These are: k A. Adjustments between categories in an operational program, between capital projects, or to an operational program, up to S2.500, 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 1 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. I I CITY OF FAYETTEVILLE, ARKANSAS BUDGET ORGANIZATIONAL STRUCTURE FUND In governmental accounting, a fund is a fiscal and accounting entity with a self -balancing set of accounts, created and maintained for a particular purpose and having transactions subject to legal or administrative restrictions. A separate budget is provided for each fund. DEPARTMENT Departments are the major organizational sub -divisions. They have a broad overall purpose. The City of Fayetteville is organized into five departments: General Government, Administrative Services, Police, Fire, and Public Works. Each Department, except General Government, has a director who reports to the Mayor. DIVISION Divisions are the major operational areas of the City. Each Division has been assigned to one of the Departments listed above according to the type of activity it performs. For example, the Solid Waste Division is part of the Public Works Department. PROGRAM Programs are the operating units within the Division. Each program represents a specific type of activity within its Division aimed at providing a service for which the City is responsible. For example, the Solid Waste Division contains the following programs: Administration, Commercial Collection, Residential Collection, Recycling, and Composting. Each Division Head has developed a list of objectives and program performance measures for each program which are utilized by management in evaluating the overall effectiveness of individual programs. I II I II 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. r LI 9 < 8 vy] da 3 0 tea_ m o'e=tl= Y a SuKKU L as o N d y0 ¢ B „ Y -u x d >W L °o_a es a C OI ] y d W a g dh d - fi i Y a u tae maf ;, 3b .3a i�?ga'.`' C. 5ali aeE a C@ b b C . b C y.y " u __ liii 111111 O i-r 8 w+ E e Y fi� e ro d IL Y m O O C a rr�� N a I 4 y 4 Qi b a `v '1 ❑SO� ��� aC'06 l ;° aPo'L gor- a01 o ee6ie9 eee tp O U a a�Oa33oY Bc �y ti'aY CS 6��([6L�6��j�6fff6 I U � Y F L oe� E C a y¢¢V CC e Ct em.g0. `E 6 a d e�3 m Y e Y Vv16 ® Y r d YL ' _ - a �i y�Z] 0 C Y G p y Q y U ❑ 1 e? g oC V {di V G IT,y2Ly e'e�L VH� m`L6�®_b Ty nG rii Yu°Q��i—B�U vwEa V L� 6N vYe a'�D o'Cp�n eIDUa� SBA B�yyOygMLI O.tl u(9�0�NQ0Q Y0_9 lililldcdamC , , Y.G iiU6Velaa o � a Y(J 6yy�ai Vy V tl V O_OZ�VU 6 3 1111111 a a a G 6 1 gp W R M O qy O U " v i Y O Y ❑ L b u $ L aeUi q6d :o o Y B e v ^ vdSSU B g a.p a € V[ gg a p. aYuq� v C�:xv� .a0CO U3daF OS S 10 H City of Fayetteville, Arkansas Chart of Governmental Fund Types ents 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 designated 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, 1997 Revenues: Sales Taxes Hotel, Motel, Restaurant Taxes Franchise Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Investment Earnings Other Total Revenues Special Debt Capital General Revenue Service Projects Total $ 7,158,000 S $ S 9,354,000 S 16,512,000 2,543,000 510,000 1,197,000 3,556,174 905,700 , 172,000 9069000 321,000 169,625 58,000 25,000 13,598,700 5,878,799 40,366 40,366 Expenditures: General Government 2,233,030 Cost Reimbursements (2,128,043) Administrative Services 2,998,846 857,216 Police 4,936,152 278,665 Fire 3,241,331 Public Works 3,736,437 3,685,005 City Advertising & Promotion 566,057 Capital Outlay Debt Service 361,112 Total Expenditures 15,017,753 5,386,943 361,112 Excess of revenues over (under) expenditures Other financing sources (uses): Operating transfers in Operating transfers out Net Other Financing 1,956,000 2,543,000 510,000 4,753,174 1,077,700 906,000 222,000 752,991 4,000 87,000 o SRn nnn 70 n07 R,c 2,233,030 (2,128.043) 3,856.062 5,214,817 3,241,331 7,421,442 566,O57 8,359,360 8,359,360 361,112 8,359,360 29,125,168 (1,419,053) 491,856 (320,746) 1,220,640 (27,303) 1,854,000 465,947 320,800 76,500 2,717,247 (334,247) (559,000) (1,824,000) (2,717,247) 1,519,753 (93,053) 320,800 (1,747,500) Excess of revenues over (under) expenditures I , and other financing sources (uses) 100,700 398,803 54 (526,860) (27,303) Estimated Fund Balance — Beginning of Year 5,143,649 3,036,457 775,194 5,607,221 14,562,521 Fund Balance — End of Year $ 5,244,349 $ 3.435.260 $ 775,248 $ 5,080,361 $ 14,535.218 1 12 1 I City of Fayetteville, Arkansas Chart of Proprietary and Fiduciary Fund Types City Fund Structure I I Proprietary Funds Fiduciary Funds 1 Enterprise Funds Internal ServiceFunds Trust Funds I AgencyFunds Airport LShop -Police Pension Returned Check Continuing Ed. Center -Fire Pension Payroll Water & Sewer Mun.ludge Retirement [Municipal Court Solid Waste I 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. 1 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 I and/or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. 1 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 City, on a cost reimbursement basis. Trust Funds and Agency Funds — Trust funds and agency funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments and/or other funds. Trust funds are accounted for in essentially the same manner as proprietary funds since capital maintenance is critical. Agency funds are custodial in nature and do not involve measurement of results of operation. In reference to the following combined statements, the revenues are listed by major source and the expenses are listed by major department or service. Also shown are depreciation, nonoperating revenue and (expenses), transfers in and (out), and net income. 1 13 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, 1997 Fiduciary Proprietary Funds Funds Internal Enterprise Service Total Operating Revenues: - Airport Revenues $ 2,346,000 $ $ $ 2,346,000 Rent and Leases 122,000 122,000 Solid Waste Fees 4,117,479 4,117,479 Water Sales 9,526,800 9,526,800 Sewer Service Charges 7,782,000 7,782,000 Shop Charges 3,265,000 3,265,000 Contributions 222,900 222,900 Property Taxes 398,000 398,000 State Insurance Refund - 311,500 311,500 Court Fines and Fees 120,800 120,800 Investment Earnings 606,875 606,875 Other 111,492 111,492 Total Operating Revenues 24,005,771 3,265,000 1,660,075 28,930,846 Operating Expenses: Water & Sewer Administrative Services 1,283,651 1,283,651 Public Works 12,745,787 12,745,787 Solid Waste 4,007531 4,007,531 Airport 1,759,318 1,759,318 Continuing Education Center - 50,924 50,924 Police Pension 544,800 544,800 Fire Pension 530,500 530,500 Municipal Judge Retirement 75 75 Shop 1,692,995 1,692,995 Total Operating Expenses 19,847,211 +• 1,692,995 .1,075,375 22,615,581 Operating Income Before Depreciation 4,158,560 1,572,005 584,700 6,315,265 Depreciation Expense 5,911,302 1,919,898 - 7,831,200 Operating Income (Loss) Nonoperating Income (Expenses) State Convention Center Tuntback Interest Income Interest Expense & Fees Intergovernmental Other Other Financing Sources (Uses) Operating Transfers In Operating Transfers Out Net Income (Loss) Depreciation on Capital Contributions Retained Earnings — Beginning of Year Retained Earnings — End of Year Contributions — Beginning of Year Capital Contributions Depreciation on Capital Contributions Contributions — End of Year Total Fund Equity — End of Year• (1,752,742) (347,893) 584,700 (1,515,935) 300,000 300,000 573,500 126,000 699,500 (933,455) (933,455) 1,650,000 1,650,000 85,000 85,000 1,675,045 126,000 1,801,045 425,000 425,000 • (425,000) (425,000) (77,697) (221,893) 584,700 285,110 3,762,288 86,416 3,848,704 47,387,269 6,941,438 17,593,708 71,922,415 • 51,071,860 6,805,961 18,178,408 76,056,229 56,812,004 432,081 57,244,085 2,816,000 2,816,000 (3,762,288) ' (86,416) (3,848,704) 55,865,716 345,665 56,211,381 $ 106,937,576 $ 7,151,626 $ 18,178,408 $ 132,267,610 U Li !I 14 City of Fayetteville, Arkansas Sources of Funds for 1997 (3.5%) Franchise Tax $2,543,000 (13.3%) Water Sal (10.8%) Seer Sales $ 7,782,000 (5.7%) Solid Waste Fees 54,117,47! (0.6%) Property Tax 139'. (10.2%) Charges for Sex x Tax $ 18,468,000 (7.0%) Fund Balance S 5,005,341 6) Capital Codnbmiot $ 2,816,000 sce0meous $ 1,533,192 ...., _._--_._ $3,142,247 (2.9%) Inwshnents $2,059,366 (9.8%) lntergovemmental $7,014,674 $71,726,799 Uses of Funds for 1997 (3.2%) Materials @. Supplies $ 2,302,930 (12.4%) Services & Chagos $ 8,911,415 (1.3%) Maintenance $ 938,020 (4.6%) Internal Charges $ 3,265,000 (4.8%) W WTP Opermon 53,447,813 — - — — - (6.6%) Water Purchased $ 4,728,000 1 (12.8%) Oawmmental Capital 19,198,894 (25.9%) Persomal $ 18,588,065 (1.8%) Debt Service $ 1,294,067 (4.4%) Trmrsfen $ 3,142,247 (10.9%) Depreciation $ 7,831,200 (11.3%) Proprietary Capital $ 8,079,148 $71,726,799 Note: The Sources of Funds chart include revenue from all City funds. The Use of Funds chart includes expenditures from all flmds including S 8,079,148 of capital expenditures in the Proprietary fiord types. In oonipliancewith GAAP, Proprietary fund balance do nor reflect capital expenditures. 15 Governmental Funds General Fund Special Revenue Funds Street City Advertising and Promotion Off Street Parking Community Development Block Grant Parks Development Drug Law Enforcement Debt Service Funds Arts Center Bond Capital Project Funds Replacement Sales Tax Capital Improvements 17 General Fund Sources of Funds for 1997 (46.3%) Sales Tax $ 7,158,000 (2.5%) Investment Earn & Misc $ 379,000 (16.5%) Franchise Fees S 2,543,000 (3.3%) Licenses & Permits $ 510.000 .2.0%) Transfers $ 1,854,000 (5.9%) Fines & Forfeitures S 906.000 (7.7%) Intergovernmental S 1.197.000 (5.9%) Charges for Services S 905.700 .$15,452,700 Uses of Funds for 1997 (28.1%) Police $ 4,936,152 (18.4%) Fire $ 3,241331 (17.1%) Administrative Services $ 2,998,846 ) Cost Reimbursements $ (2,128,043) (12.7%) General Government $ 2,233,030 (1.9%) Transfers $ 334,247 o) Public Works $ 3,736,437 (0.5%) Fund Balance S100,700 $15,452,700 City of Fayetteville, Arkansas General Fund Fund — 1010 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Fund Balance $ 7,657,538 $ 5,297,351 $ 5,297,351 $ 5,143,649 Resources A Revenues Property Tax 24,557 0 4,970 0 Sales Tax — County 6,316,540 6,623,000 6,885,000 7,158,000 Franchise Fees 2,296,834 2,292,000 2,419,000 2,543,000 • Licenses & Permits 516,883 519,600 506,000 510,000 Intergovernmental 1,160,884 1,147,153 1,112,000 1,197,000 Charges for Services 771,011 963,117 890,500 905,700 Fines & Forfeitures 785,455 852,000 885,000 906,000 Investment Earnings 476,656 298,000 321,000 321,000 1 Miscellaneous 118,674 92,000 93,000 58,000 Total Revenue 12,467,494 12,786,870 13,116,470 13,598,700 Operating Transfers In Off Street Parking 23,246 20,000 26,000 30,000 • Excess HMR/CEC Funds 1,248,244 0 0 0 Sales Tax — City 1,324,000 1,588,000 1,588,000 1,824,000 Total Transfers In 2,595,490 1,608,000 1,614,000 1,854,000 Total Resources 15,062,984 14,394,870 14,730,470 15,452,700 Uses Expenditures General Government 2,898,359 2,706,702 2,660,644 2,233,030 1 Cost Reimbursements (2,004,092) (2,015,974) (2,015,974) (2,128,043) Administrative Services 2,488,182 2,808,450 2,743,140 . 2,998,846 Police 4,049,271 4,666,817 4,588,189 4,936,152 Fire 2,770,987 3,122,915 3,108,542 3,241,331 • Public Works 3,005,885 3,497,445 3,395,581 3,736,437 Total Expenditures 13,208,592 14,786,355 14,480,122 15,017,753 I Operating Transfers Out City Adv & Promotion Fund 1,942,640 0 0 0 Arts Center Bond Fund 210,881 252,800 232,800 216,800 Replacement Fund 76,500 76,500 76,500 76,500 Water & Sewer Fund 0 50,000 50,000 0 Solid Waste Fund 1,525,342 0 0 0 Capital Improvements Fund 417,672 0 0 0 Drug Enforcement Fund 41,544 56,095 44,750 40,947 Total Operating Transfers Out 4,214,579 435,395 404,050 334,247 Total Uses 17,423,171 15,221,750 14,884,172 15,352,000 Net Resources (Uses) (2,360,187) (826,880) (153,702) 100,700 Ending Fund Balance $ 5,297,351 $ 4,470,471 $ 5,143,649 $ 5,244,349 Reserved for Loans to Other Funds $ 60,000 $ 60,000 $ 60,000 $ 60,000 Ending Undesignated Fund Balance 5,237,351 4,410,471 5,083,649 5,184,349 Ending Fund Balance $ 5,297,351 $ 4,470,471 $ 5,143,649 $ 5,244,349 1 19 City of Fayetteville, Arkansas General Fund Expenditures General Government Department Office of the Mayor City Council City Attorney City Prosecutor Hot Check Municipal Judge Cable Administration City Clerk / Treasurer Miscellaneous Salary Contingency Settlements Insurance Professional Services Incinerator Settlement Chamber — Economic Development Services C.E.M.S. Service City Hospital Lease Contract Services Economic Development Grant Fixed Assets Building Cost Land Acquisition Ozark Regional Transit Multicultural Center Maintenance Other Total General Government Department Administrative Services Department Administrative Services Director Personnel Administration Accounting & Audit Budget and Research Billing & Collections Internal Auditing General Building Maintenance Janitorial Procurement Data Processing Criminal Cases Probation & Fine Collection Small Claims & Civil Cases Animal Patrol/Emergency Response Animal Shelter Total Administrative Services Department Actual Budgeted Estimated 1995 1996 1996 I Budgeted 1997 220,470 $ 249,565 $ 238,742 $ 268,708 36,481 39,922 39,672 40,716 180,712 198,109 190,820 213,350 178,764 184,855 181,960 190,293 102,727 109,073 108,165 112,059 70,895 73,974 71,520 74,612 140,837 201,932 201,932 175,842 105,763 156,533 135,094 . 145,030 50,463 310 40 700,000 87,573 131,197 283,500 12,156 5,809 238,306 297,615 34,259 0 7,033 13,449 2,898,359 130,582 405,914 300,825 93,629 232,133 49,727 210,630 104,075 100,851 317,835 106,779 26,760 101,930 115,849 190,663 2,488,182 274,721 10,000 111 184,500 117,899 100,000 135,480 283,500 120,695 0 5,550 142,329 48,606 34,450 0 20,000 14,898 2,706,702 135,975 521,959 333,978 106,030 268,686 52,919 218,695 108,843 101,727 372,063 109,705 30,949 100,602 142,589 203,730 2,808,450 274,721 10,000 111 184,500 117,899 100,000 135,480 283,500 120,695 0 5,550 142,329 48,606 34,450 0 20,000 14,898 Z,6bU,644 134,025 511,784 327,844 101,587 262,824 52,363 218,695 107,173 100,192 364,426 106,595 27,962 100,202 131,830 195,638 2,743,140 407,800 50,000 52,800 10,000 100,000 144,380 102,000 0 0 24,000 39,690 25,000 40,000 16,750 2,233,030 139,975 588,345 348,241 119,767 268,415 54,699 243,956 110,873 111,407 385,175 131,283 30,158 108,521 135,248 222,783 2,998,846 Mt: I I City of Fayetteville, Arkansas General Fund Expenditures Actual Budgeted 1995 1996 Estimated 1996 Budgeted 1997 I. Police Department Support Services 915,750 1,061,161 1,046,326 1,095,442 Patrol/Warrant 2,712,723 3,094,910 3,049,491 3,296,804 Central Dispatch 420,798 510,746 492,372 543,906 Total Police Department 4,049,271 4,666,817 4,588,189 4,936,152 Fire Department Prevention 120,526 156,661 155,531 159,639 Operations 2,588,286 2,893,225 2,882,603 2,639,450 Training & Education 62,175 73,029 70,408 75,580 Aircraft Rescue & Fire Fighting 0 0 0 366,662 Total Fire Department 2,770,987 3,122,915 3,108,542 3,241,331 ' Public Works Department Public Works Director Public Works Director 181,211 192,232 182,075 198,700 Public Lands Maintenance 77,507 139,892 118,786 194,187 Engineering Plans & Specifications 232,549 302,648 290,647 258,661 Operations & Administration 163,906 166,219 164,856 188,813 Right of Way Acquisition 69,584 85,163 79,481 85,455 Public Construction 113,239 147,996 143,966 193,313 • Planning 306,514 360,553 351,762 381,419 • Inspections 324,702 344,510 344,475 395,856 Parks Parks Administration 97,736 106,761 104,659 115,960 Swimming Pool 118,236 126,613 104,169 139,495 Athletics & Recreational Transfers 171,468 265,787 265,362 280,030 Library 331,782 352,402 352,402 393,013 Lake Recreation 52,877 59,749 56,740 57,774 Park Maintenance 475,976 532,703 522,340 501,346 Traffic Administration & Enforcement 55,948 33,248 32,971 41,773 • Engineering/Planning 51,976 78,804 78,725 83,499 Control & Parking 180,674 202,165 202,165 227,143 Total Public Works Department 3,005,885 3,497,445 3,395,581 3,736,437 Cost Reimbursement (2,004,092) (2,015,974) (2,015,974) (2,128,043) Total General Fund Expenditures $ 13,208,592 $ 14,786,355 $ 14,480,122 $ 15,017,753 I I I I 21 Street Fund Sources of Funds for 1997 e (78.4%) State Turnback$ 1.987.' $2,535,240 Uses of Funds for 1997 (8.9%) Right of Way MaintenanceS 226,345 (44.7%) Street Maintenance S 1,133,159 $2,535,240 1.0% Contract Services (Reimb) S 25,000 (1.9%) Interest 8 49,000 %) County Road Turnback $ 474,240 Ya) Operations & Administration $ 645,820 (0.2%) Fund Balance S 3.148 (4.1%) Sidewalk it Trail Maint $ 105,000 70) Drainage Maintenance $ 421.768 22 City of Fayetteville, Arkansas Street Fund Fund 2100 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Fund Balance $ 593,218 $ 840,309 $ 840,309 $ 799,138 Revenues Intergovernmental 2,117,958 2,209,000 2,249,468 2,461,240 Interest 36,761 12,950 49,000 49,000 Other 66,049 9,850 24,000 25,000 Total Revenues 2,220,768 2,2.31,800 2,322,468 2,535,240 Expenditures Operations & Administration 586,913 611,700 607,525 645,820 Right of Way Maintenance 185,738 205,921 205,921 226,345 Street Maintenance 842,177 991,808 991,808 1,133,159 Drainage Maintenance 357,917 448,588 432,185 421,768 Sidewalk & Trail Maintenance 0 0 0 105,000 Street Construction 932 126,200 126,200 0 Total Expenditures 1,973,677 2,384,217 2,363,639 2,532,092 Revenues Over (Under) Expenditures 247,091 (152,417) (41,171) 3,148 Ending Fund Balance $ 840,309 $ 687,892 $ 799,138 $ 802,286 23 City of Fayetteville, Arkansas City Advertising & Promotion Fund Fund — 2120 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Fund Balance $ 240,859 $ 1,760,640 $ 1,760,640 $ 1,705,443 Revenues Hotel, Motel, and Restaurant Taxes 932,916 952,500 958,700 978,000 Interest 15,610 35,000 100,300 85,000 Total Revenues 948,526 987,500 1,059,000 1,063,000 Expenditures Advertising & Promotion — Media Contract 242,636 257,364 257,364 225,000 Audit Expense 100 150 150 150 Professional Services — Town Center 0 100,000 96,500 0 Trolley Services 35,000 45,900 45,900 40,000 Collection Expense 37,317 25,413 19,200 19,560 Convention Services 4,359 5,000 6,000 6,000 Special Projects .139,843 122,458 122,458 83,347 New Brochures , 50,126 40,000 40,000 40,000 800 Telephone Number 10,000 10,000 10,000 10,000 Festival Support 42,482 27,300 27,300 2,000 Air Museum 50,000 40,000 40,000 40,000 Chamber of Commerce Contract 99,452 100,000 100,000 100,000 Fixed Assets 703 0 0 0 Park Improvements — Youth Softball 1,000 279,000 279,000 0 Total Expenditures 713,018 1,052,585 1,043,872 566,057 Other Financing Sources (Uses): Transfer from General Fund 1,942,640 0 0 0 Transfer from CEC Bond Trustee 0 448,000 464,675 425,000 Transfer to CEC Bond Trustee (658,367) (435,000) (435,000) (425,000) Transfer to Arts Center Bonds 0 (100,000) (100,000) (104,000) Total Other Financing Sources (Uses): 1,284,273 (87,000) (70,325) (104,000) Revenues Over (Under) Expenditures and Other Financing Sources (Uses) 1,519,781 (152,085) (55,197) 392,943 Ending Fund Balance $ 1,760,640 $ 1,608,555 $ 1,705,443 $ 2,098,386 24 City of Fayetteville, Arkansas Off Street Parking Fund Fund — 2130 Beginning Fund Balance Revenue Parking Lot Revenue Interest Total Revenues I Emenditures Materials & Supplies 990 Services & Charges 56,972 Maintenance 4,210 Downtown Parking District 29,717 Capital 32,513 Total Expenditures 124,402 Actual 1995 $ 431,537 155,690 28,420 184,110 Budgeted Estimated Budgeted 1996 1996 1997 $ 452,457 $ 452,457 $ 478,837 161„372 170„305 172,000 13,919 26,125 27,625 175,291 196,430 199,625 500 213 900 60,703 59,515 66,640 27,975 27,975 50,000 35,000 35,000 35,000 21,347 21,347 23,500 145,525 144,050 176,040 Other Financing Sources (Uses): ' Transfer to General Fund (23,246) (20,000) (26,000) (30,000) Transfer to CEC Bond Trustee (15,542) 0 0 0 Total Other Financing Sources (Uses): (38,788) (20,000) (26,000) (30,000) Revenues Over (Under) Expenditures and Other Financing Sources (Uses): 20,920 9,766 26,380 (6,415) Ending Fund Balance $ 452,457 $ 462,223 $ 478,837 $ 472,422 I I I I I I J I 25 City of Fayetteville, Arkansas Community Development Block Grant Fund Fund — 2180 Revenue CD Grant Funding $ Home Grant Funding AAA of NWA Loan Repay Rehab Expense Total Revenues Actual Budgeted ,,t. - 365,487 $ 1,545,004 $ 102,399 176,678 4,000 4,000 19,881 10,000 (19,881) (10,000) 471,886 1,725,682 Estimated Budgeted. 1996 1997 1,521,137 $ 601,216 176,678 252,000 4,000 4,000 10,000 10,000 (10,000) (10,000) 1,701,815 857,216 Expenditures Administration Program 83,004 123,810 116,882 87,481 Housing Rehabilitation Program 137,397 357,933 340,994 72,279 Home Grant Program { 102,399 176,678 176,678 252,000 Community Development Capital & Services 149,086 1,067,261 1,067,261 445,456 Total Expenditures 471,886 1,725,682 1,701,815 857,216 Revenues Over (Under) Expenditures $ 0 $ 0 $ 0 $ 0 11 City of Fayetteville, Arkansas Parks Development Fund Fund — 2250 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Fund Balance $ 0 $ 0 $ 0 $ 16,681 Revenues Hotel, Motel, and Restaurant Taxes 0 900,000 864,000 978,000 Interest 0 0 15,000 8,000 Total Revenues 0 900,000 879,000 986,000 Expenditures Parks Development Program 0 142,200 104,519 232,873 Park Improvements 0 757,800 757,800 744,000 Total Expenditures 0 900,000 862,319 976,873 Revenues Over (Under) Expenditures 0 0 16,681 9,127 Ending Fund Balance $ 0 $ 0 $ 16,681 $ 25,808 ' 1997 Park Improvement Capital Projects: Girls Softball Complex Lake Fayetteville Trail Miscellaneous Park Improvements Park Land Acquisitions Walker Park Senior Complex $ 350,000 50,000 44,000 50,000 250,000 $ 744,000 27 Fund — 2930 City of Fayetteville, Arkansas Drug Law Enforcement Fund Actual 1995 $ 19,082 Budgeted 1996 $ 21,840 Estimated 1996 $ 21,840 Budgeted 1997 $ 36,358 I ,, Revenues Drug Enforcement Grant 173,630 212,039 224,837 212,039 Grant — Springdale 4,594 14,304 12,547 14,304 Grant — Washington County 1,677 1,625 1,625 1,625 Grant —Prairie Grove 1,677 1,625 1,625 1,625 Grant — Lincoln 1,677 1,625 1,625 1,625 Grant — Greenland 1,677 1,625 1,625 1,625 Grant — West Fork 1,677 1,625 1,625 .1,625 Grant — Johnson 1,677 1,625 1,625 - 1,625 ,. Grant — Farmington 1,677 1,625 1,625 1,625 Grant — Elm Springs 0 0 856 0 Forfeitures — DTF 2,758 0 10,384 0 Interest 0 0 811 0 Total Revenues 192;721 237,718 260,810 237,718 Expenditures Drug Enforcement Program 231,507 291,042 291,042 278,665 Total Expenditures 231,507 291,042 291,042 278,665 Revenues Over (Under) Expenditures Before Other Financing Sources (Uses) (38,786) (53,324) (30,232) (40,947) Other Financing Sources (Uses) h , Transfer from General Fund 41,544 56,095 44,750 40,947 Total Other Financing Sources (Uses) 41,544 56,095 44,750 40,947 ' Revenues Over (Under) Expenditures and Other Financing Sources (Uses) - 2,758 2,771 14,518 0 Ending Fund Balance $ 21,840 $ 24,611 $ 36„358 $ 36,358 e I L I 28 - - City of Fayetteville, Arkansas Arts Center Bond Fund Fund — 3170 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Fund Balance $ 837,959 $ 742,304 $ 742,304 $ 775,194 Revenue Interest 49,933 40,366 48,506 40,366 Total Revenue 49,933 40,366 48,506 40,366 Exnenditutes Audit Expense Principal Payment Interest Expense Paying Agent Fees Total Expenditures Revenues Over (Under) Expenditures Other Financine Sources (Uses) Transfer From General Fund Transfer From A & P Fund Net Other Financing Sources Revenues Over (Under) Expenditures and Other Financing Sources (Uses) Ending Fund Balance 0 135,000 220,515 954 356,469 (306,536) 500 135,000 212,416 1,500 349,416 (309,050) 0 135,000 212,416 1,000 348,416 (299,910) 500 155,000 204,112 1,500 361,112 (320,746) 210,881 252,800 232,800 216,800 0 100,000 100,000 104,000 210,881 352,800 332,800 320,800 (95,655) 43,750 32,890 54 $ 742,304 $ 786,054 $ 775,194 $ 775,248 29 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 Other Financinit Sources (Uses Transfer From General Fund 76,500 76,500 76,500 76,500 Total Other Financing Sources (Uses) 76,500 76,500 76,500 76,500 Revenues & Financing Sources Over (Under) Expenditures 239,218 175,700 233,450 225,650 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 $ 2,477,645 $ 2,716,863 $ 2,716,863 $ 2,950,313 163,268 100,050 157,500 150,000 163,268 100,050 157,500 150,000 550 550 550 550 0 300 0 300 550 850 550 850 162,718 99,200 156,950 149,150 Ending Fund Balance $ 2,716,863 $ 2,892,563 $ 2,950,3 13 $ 3,175,963 C City of Fayetteville, Arkansas Sales Tax Capital Improvements Fund Fund 4470 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Fund Balance $ 7,107,953 $ 9,302,615 $ 9,302,615 $ 2,656,908 It Sales Tax Revenue 8,468,654 8,775,000 9,083,000 9,354,000 State Grants 2,582 30,000 30,000 0 Federal Grants 0 619,867 619,867 0 Interest 519,672 29,000 458,331 72,000 Other 6,400 164,000 168,400 4,000 Total Revenue 8,997,308 9,617,867 10,359,598 9,430,000 Expenditures Public Notification 2,043 1,500 1,500 1,500 'Audit Expense 1,500 2,500 2,500 2,500 Legal Services 95 0 0 0 Capital Improvements Projects: ' Bridge and Drainage Improvements 427,145 508,304 508,304 1,236,000 Fire Safety Improvements 140,494 436,330 436,330 420,000 In —House Street Improvements 556,437 761,000 761,000 658,600 Library Book Purchases & Improvements 53,996 65,000 65,000 116,410 ' Other Capital Improvements 666,120 471,804 471,804 709,800 Parks and Recreation Improvements 254,570 485,051 485,051 346,300 Police Safety Improvements 16,912 370,000 370,000 385,000 ' Shop Building Improvements 199,591 0 0 0 Solid Waste Improvements 64,157 1,718,596 1,718,596 203,000 Street Improvements 2,908,485 5,933,645 5,933,645 2,505,000 Transportation Improvements 95,247 967,559 967,559 122,400 Water & Sewer Improvements 509,526 3,696,016 3,696,016 1,652,000 Total Expenditures 5,896,318 15,417,305 15,417,305 8,358,510 Revenues Over (Under) Expenditures 3,100,990 (5,799,438) (5,057,707) 1,071,490 Other Financing Sources (Uses) ' Transfer from General Fund 417,672 0 0 0 Transfer to General Fund (1,324,000) (1,588,000) (1,588,000) (1,824,000) Total Other Financing Sources (Uses) (906,328) (1,588,000) (1,588,000) (1,824,000) Revenues & Other Financing Sources Over (Under) Expenditures & Uses 2,194,662 (7,387,438) (6,645,707) (752,510) ' Ending Fund Balance I I I $ 9,302,615 $ 1,915,177 $ 2,656,908 $ 1,904,398 1 31 City of Fayetteville. Arkansas Sales Tax Capital Improvements Fund Capital Budget Project Category Project Title Bridge and Drainage Improvements Centerbrook Drainage Improvements Clear Creek Bridge Improvements Drainage Study and Master Plan Miscellaneous Drainage Improvements Shenandoah Mobile Home Park — Drainage Impr. Steele Property Bridge — Cost Sharing Fire Safety Improvements Fire Apparatus — Fire Station #6 Expansion Fire Station #4 — Expansion 1997 Budget 265,000 220.000 100,000 50,000 233,000 368,000 1.236,000 270,000 = 150,000 420,000 In —House Street Improvements Pavement Improvements 658,600 658,600 Library Book Purchases Book Purchases & Improvements Exterior Building Maintenance Other Capital Improvements Animal Shelter Expansion AS/400 Printer Replacements Building Improvements Document Imaging System Employee Parking Lot Geographic Information System Industrial Park South — Entrance Enhancement Lake Fayetteville/Sequoyah Improvements Microcomputer Replacements PEG Television Center — Equipment Radio Tower Improvements Tree Planting Program Voice & Data Communications Wiring — City Hall Greenhouse Parks & Recreation Improvements Gulley Park Purchase Lewis Soccer Field Complex Park Entrance Gates and Signs Parks Maintenance Complex Veterans Park Sewer and Road Improvements Police Safety Improvements Solid Waste Improvements Public Safety Computer System Replacement Collection Bins Dumpster Lease Program Roll —Off Containers Volume Reduction Machine 70,210 46,200 116,410 156,800 15,000 50,000 60,000 150,000 102,000 15,000 11,000 25,000 16,000 23,000 50,000 16,000 20,000 709,800 • 18300 84,000 30,000 133,000 81,000 346,300 385,000 385,000 78,000 60,000 35,000 30,000 203,000 32 City of Fayetteville, Arkansas Sales Tax Capital Improvements Fund Capital Budget Project Category Project Title 1997 Budget Street Improvements 6th Street Extension to East Huntsville Road 249,000 Intersection Improvements 100,000 Old Missouri Road / Zion Road Intersection 424,000 Poplar Street Improvements 80.000 Sidewalk Improvements 90,000 Stonebridge — Street/Drainage Improvements 175,000 Street Improvements — Cost Sharing 100,000 Street Right of Way Acquisition 100,000 Sunbridge Extension from Villa to North College 379,000 Sycamore Street — Leverett to Garland 200.000 Township / College Intersection 208,000 Twentieth Street — West of South School 400,000 2.505.000 Transportation Improvements MUTCD Sign Machine Material 19,000 Parking Meter Replacement 26,000 Traffic Signal Improvements 77,400 122.400 Water& Sewer Improvements SanitarySewer Rehabilitation 1.003.000 Water and Sewer Cost Sharing 80.000 Water/Sewer Improvements — Defined By Study 569.000 1.652.000 $ 8,354.510 33 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 35 Water & Sewer Fund Sources of Funds for 1997 (39.1%) Water Sales $ 9,526,800 (31.9%) Sewer Service Charges $ 7,784000 (2.1%) Interest Income $ 515,000 (6.8%) Intergovernmental $ 1,650,000 $24,391,652 Uses of Funds for 1997 (93%) Operations & Administration $ 2,324,792 (43%) Water Transmission and Dist. $ 1,096,713 (14.1%) Waste Water Treatment $ 3,447,813 �;. (19.4%) Water Purchased $ 4,728,000 (4.7%) Sewer Main Maint. $ 1,148,469 (5.3%) Meter Operations $ 1,283,651 (20.0%) Depreciation $ 4,881,586 .9.2%) Capital $ 4,674,873 (3.3%) Interest Expense $ 805,755 $24,391,652 r RT 1 I I I I I I I C I [1 I L I Ii I Beginning Contributions '• Capital Contributions Depreciation on Capital Contributions Ending Contributions City of Fayetteville, Arkansas Water and Sewer Fund Fund — 5400 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Retained Earnings $ 34,062,882 $ 39,071,307 $ 39,071,307 $ 41,158,832 Operating Revenues Water Sales 9,406,973 9,598,000 9,405,000 9,526,800 Sewer Service Charges 7,722,863 7,771,500 7,506,000 7,782,000 Total Operating Revenues 17,129,836 17,369,500 16,911,000 17,308,800 Operating Expenses Operations & Administration Water Purchased Water Transmission and Distribution Sewer Main Maintenance Waste Water Treatment Plant Meter Operations Total Operating Expenses Before Depreciation Operating Income (Loss) Before Depreciation Depreciation Expense Operating Income (Loss) Nonoperatine Income (Expense) Transfer from General Fund Interest Expense Interest Income Intergovernmental Other Total Nonoperating Income Net Income (Loss) Depreciation on Capital Contributions Net Change to Retained Earnings Ending Retained Earnings 2,059,176 3,761,916 627,044 892,848 3,103,359 943,043 11,387,386 5,742,450 2,155,479 4,857,000 863,143 1,131,281 3,633,917 1,274,782 13,915,602 3,453,898 2,146,054 4,578,000 843,757 1,063,539 3,633,818 1,116,382 13,381,550 3,529,450 2,324,792 4,728,000 1,096,713 1,148,469 3,447,813 1,283,651 14,029,438 3,279,362 4,214,2.32 4,638,918 4,637,011 4,881,586 1,528,218 (1,185,020) (1,107,561) (1,602,224) 0 (708,370) 900,349 0 117,992 309,971 50,000 (831,525) 746,000 0 82,000 46,475 50,000 (821,530) 548,000 0 84,000 (139,530) 1,838,189 (1,138,545) (1,247,091) 3,170,2.46 3,334,616 3,334,616 5,008,425 2,196,071 2,087,525 39,071,307 45,173,436 4,931,397 (3,170,236) 46,934,597 41,267,378 46,934,597 1,500,000 (3,334,616) 45,099,981 41,158,832 46,934,597 2,500,000 (3,334,616) 46,099,981 0 (805,755) 515,000 1,650,000 84,000 1,443,245 (158,979) 3,417,949 3,258,970 44,417,802 46,099,981 1,652,000 (3,417,949) 44,334,032 ' Total Fund Equity, End of Year $ 86,005,904 $ 86,367,359 $ 87,258,813 $ 88,751,834 Capital Expenditures $ 12,370,100 $ 4,636,484 $ 4,607,751 $ 4,674,873 [] 37 Solid Waste Fund Sources of Funds for 1997 (94.3%) Solid Waste Fees $ 4,117,479 $4,364,971 (4.7%) Capital Contributions $ 203.000 (1.0%) Recycling R Other S 44,492 s Uses of Funds for 1997 (33.6%) Commercial Pickup S 1,466,111 17.4%) Operations and Admin. $ 758.090 (3.3%) Retained Earnings S 146.438 (25.2%) Residential Pickup S 1,0 x City of Fayetteville, Arkansas Solid Waste Fund Fund 5500 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Retained Earnings $ 3,044,892 $ 813,695 $ 813,695 $ 568,144 Operating Revenues Solid Waste Fees 3,210,462 3,695,630 3,338,000 4,117,479 Incinerator Fees 331,970 0 0 0 Recycling Revenue 5,791 6,000 3,000 11,492 Composting Revenue 5,846 6,000 5,000 6,000 Container Sales/Leases 48,128 24,000 53,000 25,000 Total Operating Revenues 3,602,197 3,731,630 3,399,000 4,159,971 Operating Expenses Operations and Administration 523,266 619,173 565,406 758,090 Commercial Pickup 1,142,446 1,339,616 1,310,180 1,466,111 Residential Pickup 1,092,208 1,259,055 1,249,207 1,098,998 Recycling 251,343 267,184 258,525 440,018 Composting 213,006 199,958 194,808 244,314 Total Operating Expenses 3,222,269 3,684,986 3,578,126 4,007,531 Operating Income (Loss) Before Depreciation 379,928 46,644 (179,126) 152,440 Depreciation Expense 28,424 85,844 85,274 145,227 Operating Income (Loss) 351,504 (39,200) (264,400) 7,213 Nononeratine Income (Expenses) Interest State Grants Transfer from General 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 Capital Contributions Depreciation on Contributed Capital Ending Contributions Total Fund Equity Capital Expenditures 186,155 11,200 18,000 1,000 0 35,000 0 0 1,525,342 0 0 0 613 0 527 1,000 1,712,110 46,200 18,527 2,000 2,063,614 7,000 (245,873) 9,213 (4,298,950) 0 0 0 (2,235,336) 7,000 (245,873) 9,213 4,139 322 322 322 (2,231,197) 7,322 (245,551) 9,535 $ 813,695 $ 821,017 $ 568,144 $ 577,679 9,658 69,676 69,676 1,787,950 64,157 0 1,718,596 203,000 (4,139) (322) (322) (322) 69,676 69,354 1,787,950 1,990,628 $ 883,371 $ 890,371 $ 2,356,094 $ 2,568,307 $ 395,130 $ 256,822 $ 256,822 $ 65,775 39 Airport Fund Sources of Funds for 1997 (2.8%) Aviation Fuel $116,000. (19.8%) FBO $ 832,000 (14.3%) Parking Fees $ 600,000 (11.9%) Rents and Leases $ 499,000 (0.8%) Interest & Nonoperating Inc. $ 31,000 (22.9%) Captial Contributions $ 961,000 $4,198,000 (7.1%) Airline Fees $ 299,000 .8.8%) Retained Earnings $ 791,000 (1.6%) Other $ 69,000 Uses of Funds for 1997 (8.6%) Airside Operations $ 360,868 (17.0%) FBO $ 714,734 (39.3%) Capital $ 1,649 $4,198,000 16.3%) Landside Operations $ 683,716 .8.8%) Depreciation $ 789,682 City of Fayetteville, Arkansas Airport Fund Fund — 5550 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Retained Earnings $ 3,864,562 $ 4,538,757 $ 4,538,757 $ 4,854,886 Operating Revenues: Airline Fees Parking Fees Rents and Leases Aviation Fuel Fixed Base Operations (FBO) Other Total Operating Revenues Oneratine Expenses: Landside Operations 497,226 678,639 Airside Operations 289,279 355,042 Fixed Base Operations (FBO) 0 0 Total Operating Expenses Before Depreciation 786,505 1,033,681 304,976 506,489 532,037 112,455 0 68,781 1,524,738 311,000 478,000 534,000 113,000 0 68,000 1,504,000 298,000 573,000 555,000 115,000 0 67,600 1,608,600 618,550 340,439 n 299,000 600,000 499,000 116,000 832,000 69,000 2,415,000 683,716 360,868 714 724 JJV,JVJ I,/JJJiV Operating Income (Loss) Before Depreciation 738,2.33 470,319 649,611 655,682 Depreciation Expense 415,857 730,288 730,288 789,682 Operating Income (Loss) 322,376 (259,969) (80,677) (134,000) Nononeratine Income (Expense Interest Income 89,406 Sales Tax 4,280 Other 538 Total Nonoperating Income 94,224 Net Income (Loss) Add Back Depreciation On Assets Acquired With Contributed Capital Net Change to Retained Earnings Ending Retained Earnings Beginning Contributions Contributions Depreciation on Contribution Ending Contributions Total Fund Equity Capital Expenditures 416,600 45,000 92,000 1,000 4,000 0 0 46,000 96,000 (213,969) 15,323 27,000 4,000 0 31,000 (103,000) 257,595 300,806 300,806 344,017 674,195 86,837 316,129 241,017 4,538,757 4,625,594 4,854,886 5,095,903 6,508,144 7,546,879 7,546,879 8,924,073 1,296,330 1,504,467 1,678,000 961,000 (257,595) (300,806) (300,806) (344,017) 7,546,879 8,750,540 8,924,073 9,541,056 $ 12,085,636 $ 13,376,134 $ 13,778,959 $ 14,636,959 $ 1,517,193 $ 3,203,472 $ 3,061,516 $ 1,649,000 41 City of Fayetteville, Arkansas Continuing Education Center and Parking Facility Fund Fund -5690 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Retained Earnings $ 1,212;173 $ 744,972 $ 744,972 $ 805,407 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 1,500 1,500 1,500 1,500 Insurance — Building 3,848 3,848 3,848 4,424 Special Assessments 41,005 49,400 42,815 45,000 Total Operating Expenses 46,353 54,748 48,163 50,924 Operating Income (Loss) Before Depreciation 75,647 67,252 73,837 71,076 Depreciation Expense Operating Income (Loss) Nonoperatine Income (Expenses) State Convention Center Return Interest Income Interest Expense Paying Agents Fees Bond Amortization Total Nonoperating Revenue Income (Loss) Before Operating Transfers 94,807 94,807 94,807 94,807 ■ (19,160) (27,555) (20,970) (23,731) 358,885 80,201 (249,086) (3,553) (60,153) 126,294 107,134 300,000 26,500 (132,623) (2,000) (6,700) 185,177 157,622 225,000 27,153 (132,623) (1,750) (6,700) 111,080 90,110 300,000 26,500 (119,000) (2,000) (6,700) 198,800 175,069 Other Financing Sources (Uses) Transfer from A&P Fund 658„367 435,000 435,000 425,000 Transfer from Off Street Parking Fund 15,542 0 0 0 Transfer Excess Funds to General Fund (1,248,244) 0 0 0 Transfer Funds to Advertising & Promotion Fund 0 (448,000) (464,675) (425,000) Total Other Financing Sources (Uses) (574,335) (13,000) (29,675) 0 Net Income (Loss) Ending Retained Earnings (467,201) 144,622 $ 744,972 $ 889,594 60,435 175,069 $ 805,407 $ 980,476 42 City of Fayetteville, Arkansas Police Pension Fund Fund 6800 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Beginning Fund Balance $ 6,742,568 $ 7,187,710 $ 7,187,710 $ 7,809,782 Revenue Property Taxes 166,068 158,000 199,450 199,000 State Insurance Turnback 163,469 165,000 163,.303 165,000 Court Fines and Fees 106,564 105,000 109,859 105,000 Investment Earnings 319,061 254,300 490,514 244,300 Officer Contributions 32,206 33,150 32,663 33,150 Donations/Suspension 600 450 0 450 General Fund Contributions 64,413 66,300 65,330 66,300 Total Revenue 852,381 782,200 1,061,119 813,200 Expenses Office Supplies & Printing 0 600 0 600 Audit Expense 3,000 3,000 3,000 3,000 Professional Services 400 650 725 650 T —Bill Handling Fees 0 550 0 550 Pension Withdrawal 0 15,000 0 15,000 Benefit Payments 403,839 490,000 435,322 525,000 Total Expenses 407,239 509,800 439,047 544,800 Net Income (Loss) 445,142 272,400 622,072 268,400 Ending Fund Balance $ 7,187,710 $ 7,460,110 $ 7,809,782 $ 8,078,182 43 City of Fayetteville, Arkansas Fire Pension Fund Fund 6810 Revenue Property Taxes State Insurance Turnback Investment Earnings Donations Officer Contributions General Fund Contributions Other Total Revenue Expenses Audit Expense Professional Services Pension Withdrawal Benefit Payments Total Expenses Net Income (Loss) Ending Fund Balance Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 $ 7,807,256 $ 8,897,591 $ 8,897,591 $ 9,353,998 166,068 158,000 199,000 199,000 137,227 145,000 146,42.3 146,500 1,047,672 351,000 408,650 351,000 50 0 50 0 41,187 41,000 44,300 41,000 82,375 82,000 88,500 .82,000 712 0 1 0 1,475,291. 777,000 886,924 819,500 :3,000 3,000 3,000 3,000 2,426 24444 2,444 1,500 0 14,056 0 15,000 379,530 450,000 425,073 511,000 384,956 469,500 430,517 530,500 I 1,090,335 307,500 456,407 289,000 $ 8,897,591 $ 9,205,091 $ 9,353,998 $ 9,642,998 44 City of Fayetteville, Arkansas Municipal Judge Retirement Fund Fund 6820 Actual Budgeted Estimated Budgeted $ 352,216 $ 390,218 $ 390,218 $ 429,928 Revenue Court Fines and Fees 15,281 15,800 17,166 15,800 Investment Earnings 22,796 11,575 22,619 11,575 Total Revenue 38,077 27,375 39,785 27,375 txpenses Audit Expense Total Expenses 75 75 75 75 Net Income (Loss) 38,002 27,300 39,710 27,300 Ending Fund Balance $ 390,218 $ 417,518 $ 429,928 $ 457,228 Si City of Fayetteville, Arkansas Shop Fund Fund 9700 ihili�II .. lip. Ws is 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 (Expense) Gain (Loss) on Sale of FA. Interest Other Total Nonoperating Income Net Income (Loss) Add Back Depreciation On Assets Acquired With Contributed Capital Increase (Decrease) in Retained Earnings Ending Retained Earnings Beginning Contributions Capital Contributions Depreciation on Contributed Capital Ending Contributions Total Fund Equity Capital Expenditures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 $ 5,718,560 $ 6,557,896 $ 6,557,896 $ 6,941,438 2,860,953 3,167,882 3,167,882 2,860,953 3,167,882 3,167,882 I 3,265,000 ' 3,265,000 1,261,319 1,543,890 1,504,292 1,692,995 w 1,261,319 1,543,890 1,504,292 1,692,995 1,599,634 1,623,992 1,663,590 1,572,005 ' 1,265,073 1,535,707 1,535,707 1,919,898 334,561 88,285 127,883 (347,893) 227,334 100,000 100,000 100,000 114,858 36,409 46,775 26,000 3,039 0 864 0 345,231 136,409 147,6.39 126,000 679,792 224,694 275,522 (221,893) 159,544 108,020 108,020 86,416 839,336 332,714 383,542 (135,477) 6,557,896 6,890,610 6,941,438 6,805,961 520,390 540,101 540,101 432,081 1 179,255 0 0 0 (159,544) (108,020) (108,020) (86,416) , 540,101 432,081 432,081 345,665 $ 7,097,997 $ 7,322,691 $ 7,373,519 $ 7,151,626 $ 2,937,098 $ 2,901,289 $ 2,737,524 $ 1,689,500 [l I it J 46 ' I General Government Department I I C I C I F I 1, C I I 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. H 47 I1 GENERAL GOVERNMENT DEPARTMENT 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 major projects for this department in 1997 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, continued work on the Town Center project, and begin implementation of the document imaging system project. The 1997 Budget contains funding for the City to operate the Fixed Base Operation (FBO) of the Airport at Drake Field as a City function. Estimated 1996 expenditures are projected to be approximately $280,000 below Budgeted 1996 and the Approved 1997 expenditures are decreased by approximately $1.2 million when compared to the 1996 estimated amounts. The decrease from Budget 1996 to Budget 1997 is primarily due to one time expenditures in 1996 for the Special Census, the Research & Technology Park Master Plan Development, and, reduction in Airport Capital spending. The reductions are offset, in part, by the addition of the Fixed Base Operator (FBO) Program in Airport Fund primarily in the Personnel Services category. The significant reduction in 1996 from 1995 in the Transfers category is the result of recording the incinerator settlements in 1995. Staffing in the General Government area has increased by a net of 13.73 from 1996 to 1997. This increase includes upgrading a Part - Time Production Assistant (.88) to full time within the Cable Administration Program, adding twelve positions for the FBO Program at the Airport, increasing the Part -Time Law Clerk (.35) in the City Attorney's Program and increasing the Part - Time Microfiche Operator (.50) in the City Clerk's Program. Personnel Services Materials & Supplies Services & Charges Maintenance Operations Capital Depreciation Transfers Cost Reimbursements Capital and Other Total Department Category Totals Actual 1995 $ 1,040,313 $ 47,116 1,982,582 169,134 3,239,145 1,962,912 415,857 4,173,035 (2,004,092) 4,547,712 Budgeted 1996 1,411,326 $ 81,378 1,854,467 253,995 3,601,166 3,342,689 730,288 379,300 (2,015,974) 2,436,303 Estimated 1996 1,390,518 $ 69,172 1,778,397 242,579 3,480,666 3,200,483 730,288 359,300 (2,015,974) 2,274,097 Budgeted 1997 1,927,417 358,825 1,539,484 346,672 4,172,398 1,468,950 789,682 293,300 (2,128,043) TI Ii L 423,889 ' $ 7,786,857 $ 6,037,469 $ 5,754,763 $ 4,596,287 I rIg j I I I [1 I I I I I I [ C I I I I General Government Department 1997 Goals • Continue oversight of the Town Center Project. • Assist the Planning Division with the development and implementation of the Unified Development Ordinance. • Provide, along with the City of Fayetteville's Crime Prevention Officer, interest specific education (such as liquor law seminars for liquor license holders). • Provide additional legal training for the University of Arkansas Police Department and the Fayetteville Police Department. • Create and disseminate more bilingual crime prevention and other related materials. • Work with the University Police Department on educating the students at orientation about hot checks. In addition, will send pamphlets to the Fraternity and Sorority houses in Fayetteville. • Have two field production digital cameras and a nonlinear digital editing system in operation by June 1997 at the Public/Education/Government Television Center. • Prepare a summary of telecommunications issues pertinent for the City of Fayetteville. • Prepare an outline, specifically for the City of Fayetteville, of a "Needs and Interests" assessment on which to base negotiations for the upcoming Cable Franchise Renewal and have it completed by November 1, 1997. • Have all contracts, leases, and agreements dated after January 1, 1990, filed by year in alphabetical order in the City Clerk's Office by December 31, 1997. • Market Fayetteville's Airport facilities, retain existing tenants, and attract new business so revenues can be generated while increasing public awareness. • Maintain a "0" deficiency goal for all Airport regulatory inspections, including airfield and security. General, Government Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 General Fund 0150 Mayor's Administration Personnel Services $ 156,395 $ 166,480 $ 162,398 $ 167,126 Materials and Supplies 11,224 11,250 11,250 7,750 Service and Charges 49,356 66,526 59,785 89,395 Maintenance 325 834 834 937 Capital 3,170 4,475 4,475 3,500 220,470 249,565 238,742 268,708 0160 City Council Personnel Services 33,075 33,600 33,600 33,600 Materials and Supplies 290 750 750 1,000 Service and Charges 3,116 5,322 5,322 5,866 Capital 0 250 0 250 36,481. 39,922 39,672 40,716 0210 City Attorney Personnel Services 159,433 165,005 163,150 180,328 Materials and Supplies 2,131 2,356 2,356 3,050 Service and Charges 15,002 27,409 22,175 24,822 Maintenance 2,390 2,750 2,550 2,950 Capital 1,756 589 589 2,200 180,712 198,109 190,820 213,350 0310 City Prosecutor Personnel Services 163,378 172,027 ' 172,027 179,745 Materials and Supplies 2,494 4,963 4,161 3,287 Service and Charges 11,415 7,365 5,272 7,261 Maintenance 1,146 0 0 0 Capital 331 500 500 0 178,764 184,855 181,960 190,293 0350 Hot Check Personnel Services 82,089 91,593 91,593 96,416 Materials and Supplies 2,355 2,455 2,455 3,174 Service and Charges 17,529 13,988 13,080 11,669 Maintenance 754 720 720 800 Capital 0 317 317 0 102,727 109,073 108,165 112,059 0400 Municipal Judge Personnel Services 61,469 61,446 61,446 67,214 Materials and Supplies 49 104 100 750 Service and Charges 4,592 7,424 4,974 6,148 Capital 4,785 5,000 5,000 500 70,895 73,974 71,520 74,612 50 I I Actual Budgeted Estimated Budgeted ' 1995 1996 1996 1997 0600 Cable Administration Personnel Services 60,651 75,846 75,846 97,619 Materials and Supplies 2,289 4,500 4,500 4,400 Service and Charges 63,433 68,336 68,336 66,168 Maintenance 4,031 9,875 9,875 7,655 Capital 10,433 43,375 43,375 0 ' 140,837 201,932 201,932 175,842 1510 City Clerk/1'reasurer ' Personnel Services 62,194 64„352 63,311 80,429 Materials and Supplies 7,306 14,400 8,500 11,000 Service and Charges 29,877 66,181 51,683 45,601 Maintenance 5,517 6,500 6,500 7,500 ' Capital 869 5,100 5,100 500 105,763 156,533 135,094 145,030 General Government Department Program Expenditure Summary I I I I L I Personnel Services 168,169 186,355 172,525 230,463 • Materials and Supplies 15,823 32,100 31,600 36,850 Service and Charges 249,921 327,958 287,725 345,605 Maintenance 15,444 50,667 47,600 29,798 Capital 1„356 3,500 3,500 0 Depreciation 415,857 730,288 730,288 789,682 866,570 1,330,868 1,273,238 1,432,398 6600 Miscellaneous Personnel Services 0 274,721 274,721 407,800 Service and Charges 1,312,947 1,000,290 1,000,290 540,620 Maintenance 7,033 20,000 20,000 40,000 Capital 541,730 197,728 197,728 24,000 Transfers 4,173,035 379„300 359,300 293,300 Cost Reimbursement 2 0( ' 04,092) (2,015,974) (2,015,974) (2,128,043) 4,030,653 (143,935) (163,935) (822,323) Total General Fund 5,067,302 1,070,028 1,003,970 398,287 Airport Fund 3930 Airport Fixed Base Operations Personnel Services 0 0 0 265,466 Materials and Supplies 0 0 0 279,064 Service and Charges 0 0 0 162,704 Maintenance 0 0 0 4,500 Capital 0 0 0 3,000 0 0 0 714,734 3940 Airport Landside Operations I 51 General Government Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 3950 Airport Airside Operations Personnel Services. 93,460 119,901 119,901 121,211 Materials and Supplies 3,155 8,500 3,500 8,500 Service and Charges ... 173,455 185,609 184,155 192,625 Maintenance - 19,209 40,649 32,500 38,532 Capital 0 383 383 0 289,279 355,042 340,439 360,868 3960 Airport Capital Expenditures Service and Charges 51,939 78,059 75,600 41,000 Maintenance 113,285 122,000 122,000 214,000 Capital 1,398,482 3,081,472 2,939,516 1,435,000 1,563,706 3,281,531 3,137,116 1,690,000 Total Airport - 2,719,555 4,967,441 4,750,793 4,198,000 1 Total General Government $ 7,786,857 $ 6,037,469 $ 5,754,763 $ 4,596,287 52 General Government Department Personnel Summary 1994 1995 1996 1997 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 Executive Secretary 1.00 1.00 1.00 1.00 Administrative Intern 1.00 1.00 0.50 0.50 4.00 4.00 3.50 3.50 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 0.75 3.40 3.40 3.40 3.75 City Prosecutor / Hot Check Program 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 Law Clerk (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 0.50 0.00 0.00 Full Time Production Assistant 0.00 0.00 0.00 1.00 Part Time Production Assistants 0.00 0.00 2.12 2.00 2.00 2.50 4.12 5.00 City Clerk Division City Clerk 1.00 1.00 1.00 1.00 Microfiche Operator 1.00 1.00 1.25 1.75 Senior Clerk Typist (Part—time) 0.80 0.80 0.80 0.80 2.80 2.80 3.05 3.55 Airport Division Airport Manager 1.00 1.00 1.00 1.00 Assistant to the Airport Manager 1.00 1.00 1.00 1.00 Marketing/Development Coordinator 0.00 0.00 1.00 1.00 Airport Operations Supervisor 1.00 1.00 1.00 1.00 Airport Maintenance Worker II 0.50 0.50 0.50 1.50 Airport Maintenance Worker III 4.00 4.00 4.00 1.00 Airport Maintenance Worker IV 0.00 0.00 0.00 2.00 Senior Secretary 1.00 1.00 1.00 1.00 Lead Airport Operations Specialist 0.00 0.00 0.00 1.00 Airport Operations Specialists 0.00 0.00 0.00 10.00 Senior Clerk Typist 1.00 1.00 1.00 2.00 9.50 9.50 10.50 22.50 Total General Government Personnel 31.20 31.70 34.07 47.80 General. Government Department ' Office of the Mayor Division Mayor's Administration Program Fund 1010 — General Program 0150 Program Description, Objectives, and Analysis: The Mayor is the elected Chief Executive Officer for the City of Fayetteville, and is the presiding officer for the City Council. As Chief Executive Officer of the City, the Mayor has a statutory duty to oversee the enforcement of City policies, ordinances, administrative rules and State laws, as well as direct City offices and employees to discharge their duties. The Office of the Mayor must create a balance of City services, recognizing the changing needs of the ' community and the desires of the citizens while maintaining financial stability. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 4.00 3.50 3.50 3.50 1 Program Expenditures ' Personnel Services $ 156,395 $ 166,480 $ 162,398 $ 167,126 Materials and Supplies 11,224 11,250 11,250 7,750 Services and Charges 49,356 66,526 59,785 89,395 Maintenance 325 834 834 937 Capital 3,170. 4,475 4,475 3,500 $ 220,470 $ 249,565 $ 238,742 $ 268,708 Performance Measures The Mayor, as the elected Chief Executive Officer 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. The major activities the Mayor's Program is involved with include continued coordination with other local governments through the Washington County Intergovernmental Council and the Four County Solid Waste Board, continued oversight of the Town Center Project, providing coordination between the City and Community for the Fayetteville Community Enhancement Project and continued. administration of the City's ADA efforts to ensure compliance with the ADA regulations. } 1 54 , General Government Department Legislative Division City Council Program Fund 1010 — General Program 0160 Program Description, Obiectives, and Analysis: The City Council has responsibility for establishing City Policy. Aldermen represent the citizens of Fayetteville in determining policies, programs, services, and legislation that address community needs; establish priorities for services; approve long—range plans; and adopt the annual budget for the City. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 0.00 0.00 0.00 0.00 Proaram Expenditures Personnel Services $ 33,075 $ 33,600 $ 33,600 $ 33,600 Materials and Supplies 290 750 750 1,000 Services and Charges 3,116 5,322 5,322 5,866 Capital 0 250 0 250 $ 36,481 $ 39,672 $ 40,716 39,922 $ 55 General Government Department City Attorney Division City Attorney Program Fund 1010 — General Program Description, Objectives, and Analysis: Program Description: To provide essential legal services to the City of Fayetteville. I I Program 0210 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. Actual 1995 Program Staff Full —Time Equivalent Positions 3.40 Program Exnenditures Personnel Services $ 159,433 Materials and Supplies 2,131 Services and Charges 15,002 Maintenance 2,390 Capital 1,756 $ 180,712 Demand/Workload Budgeted 1996 3.40 165;005 $ 2,356 27,409 2,750 589 Estimated 1996 3.40 163,150 $ 2,356 22,175 2,550 589 Budgeted 1997 3.75 180,328 3,050 24,822 2,950 2,200 I I I LI I L $ 198,109 $ 190,820 $ 213,350 ' Performance Measures 1. Annual Attorney Hours Available 3,792 3,792. 3,792 3,792 2. Cost of service per attorney hour $47.19 $52.09 $50.17 $55.68 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. 56 General Government Department City Attorney Division City Prosecutor Program Fund 1010 — General Program 0310 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 are 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 City 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. Program Staff Full —Time Equivalent Positions Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 5.50 5.50 5.50 5.50 Program Expenditures Personnel Services $ 163,378 $ 172,027 $ 172,027 $ 179,745 Materials and Supplies 2,494 4,963 4,161 3,287 Services and Charges 11,415 7,365 5,272 7,261 Maintenance 1,146 0 0 0 Capital 331 500 500 0 $ 178,764 $ 184,855 $ 181,960 $ 190,293 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. Complaints 539 500 525 525 2. Requests for Motions to Revoke 315 300 375 375 3. Circuit Court Cases 85 96 66 70 4. Nonwarrant Criminal Charges 5,763 5,800 7,666 7,700 5. # of DWI's 880 816 930 930 6. # of Warrant Charges 281 240 400 416 7. # of Carrying Prohib. Weapons 74 50 80 75 8. # of Batteries N/A N/A 200 200 9. # of Trials 59 60 50 50 Results 1. Complaint Disposition A. Inactive/Mediated/Letter 340 300 200 200 B. Prosecutor Subpoena • 55 60 56 60 C. Warrant Issued 176 144 200 200 Motions to Revoke Filed 354 240 325 325 ID. 2. % of Convictions A. DWI's 94 97 97 97 B. Warrant Charges / Nonwarrant 82 / 95 96 / 98 95 /95 95 / 98 C. Carrying Weapons Prohibited 75 98 95 98 D. Batteries N/A N/A 90 95 1 57 General Government Department 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 revenuedue to receiving checks returned by financial institutions for insufficient 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, felonies, irregular signatures, and forgeries. I I Program 0350 Program Staff Full —Time Equivalent Positions Uniformed Fib Positions Proeram Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital Demand/Workload L I El I Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 $ 82,089 $ 91,593 $ 91,593 $ 96,416 • 2,355 2,455 - 2,455 3,174 17,529 13,988 13,080 11,669 754 720 720 800 0 317 317 0 $ 102.727 $ 109,073 $ 108,165 $ 112,059 ' Performance Measures Actual Budgeted 1995 1996 Estimated Budgeted 1996 1997 # of Checks Brought In 10,533 9,000 11,000 11,000 # of Warrants/Commitments Issued 4,334 4,200 5,000 5,500 # of Checks Paid Off/Cleared 9,790 8,000 9,750 11,000 # of Cases Prepared for Trial 2,447 4,100 3,800 3,800 # of Warrants Served 3,784 3,600 3,900 4,000 Results % of Checks Processed 100 100 100 100 % of Warrants Served 87 87 80 87 % of Hot Checks Collected 92 87 88 87 % of Cases Settled 100 100 100 100 # of Outreach—Schools/Merchants 500 525 ' 550 575 Received for Court Cost $128,667 $125,000 $175,000 $180,000 Received for Prosecuting Fees $82,790 $85,000 $88,000 $92,000 Received for Chks & Service Chgs $370,528 $350,000 $400,000 $420,000 58 General Government Department ' Municipal Court Division Municipal Judge Program Fund 1010 — General Program 0400 Program Description, Objectives, and Analysis: The Municipal Judge is a part—time elected position responsible for the adjudication of all criminal and civil ' cases. This program provides a forum for the prompt resolution of cases filed. The court plans to continue improving its collections on fines and costs assessed and to set cases for trial within 60 days after the arraignment date. 1 I Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 ' Program Staff Full —Time Equivalent Positions 1.00 1.00 1.00 1.00 Program Expenditures Personnel Services $ 61,469 $ 61,446 $ 61,446 $ 67,214 Materials and Supplies 49 104 100 750 Services and Charges 4,592 7,424 4,974 6,148 Capital 4,785 5,000 5,000 500 $ 70,895 $ 73,974 $ 71,520 $ 74,612 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. # of Criminal Cases Filed 26,101 26,985 28,294 28,594 2. # of Civil Cases Filed 2,324 2,195 2,774 2,874 3. # of Warrants Filed 7,918 11,660 8,000 8,800 ' 4. # of Criminal Trial Settings 6,998 15,172 9,276 11,554 5. # of Civil Trial Settings 1,820 1,810 1,920 2,000 Results 1. Criminal Cases Adjudicated 21,273 21,597 23,286 25,299 '• 2. Warrants Issued 7,918 11,660 8,000 8,800 3. Fines and Costs Assessed $1,858,129 $1,965,163 $1,880,956 $1,903,783 4. Fines and Costs Collected $1,447,271 $1,609,598 $1,755,364 $1,757,364 1 1 59 General Government Department Cable Administration Division Cable Administration Program Fund 1010 — General 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 3, monitors and enforces the City's franchise agreement with TCA Cable TV, works with the Cable Board and City Council to enforce federal cable television regulation, and supervises the performance of the public access provider and the educational access channel's operation. The main goals are: 1) insure that the PEG TV Center is equipped, maintained and open and accessible to Fayetteville citizens as a channel of public expression; 2) use our government channel to keep citizens informed on local government issues and services; 3) assist City staff with the production of their audio/video presentations; and 4) study cable rate and franchise regulation issues and make recommendations to the Cable Board, Mayor and City Council. Program 0600 Program Staff Full —Time Equivalent Positions Actual Budgeted 1995 1996 Estimated 1996 Budgeted 1997 2.50 4.12 4.12 5.00 Program Expenditures ' Personnel Services $ 60,651 $ 75,846 $ 75,846 $ 97,619 Materials and Supplies 2,289 4,500 4,500 4,400 Services and Charges 63,433 68,336 68,336 66,168 Maintenance 4,031 9,875 9,875 7,655 Capital 10,433 43,375 43,375' 0 $ 140,837 $ 201,932 $ 201,932 $ 175,842 I I Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. Hours video equipment provided 17,000 18,000 16,000 18,000 for public & staff 2. Schedule video workshops 178 156 156 125 3. Televise government meetings 147 156 160 160 4. Produce City informational videos 111 100 140 150 5. Regulate cable franchise hrs./mo. 50 50 60 65 6. No. of access channels to provide 3 3 3 3 Results 1. Government meetings televised 147 156 156 165 2. City informational videos produced 111 100 140 150 3. CAT workshop participants 185 200 200 225 4. CAT / Gov't Channel cablecast hrs 194 / 125 248 / 125 248 /125 250 / 125 5. Cable Board meetings processed 10 12 12 12 , 6. Cable complaints processed 29 40 .40 40 7. City video tapes duplicated 110 130 115 130 8. Bulletin Board messages Channel 3 450 540 540 550 , 60 General Government Department ' City Clerk/Treasurer 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, records of Council actions, and the City Code of Ordinances; provide the staff support for the City Council agenda process; and coordinate the appointment procedures for the City's citizen boards, 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, and 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 and Police Pension Boards and provides clerical support for both. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 1 Program Staff Full —Time Equivalent Positions 2.80 3.05 3.05 3.55 Program Expenditures Personnel Services $ 62,194 $ 64,352 $ 63,311 $ 80,429 ' Materials and Supplies 7,306 14,400 8,500 11,000 Services and Charges 29,877 66,181 51,683 45,601 Maintenance 5,517 6,500 6,500 7,500 Capital 869 5,100 5,100 500 ' $ 105,763 $ 156,533 $ 135,094 $ 145,030 Performance Measures ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. Meetings: Staff, Council, Fire & Police Pension meetings 132 141 146 141 2. Agendas 64 64 64 64 3. Minutes — Council & Boards 45 45 50 45 4. Ordinances & Res. passed 244 275 230 250 5. Committee vacancies 84 55 60 55 6. Meeting rooms requested 854 875 885 875 7. Coordinate elections 1 1 2 1 8. Permanent record retention 569,685 600,000 500,000 600,000 Results 1. Meetings attended 132 141 146 141 2. Agendas prepared 64 64 64 64 ' 3. Sets of minutes 45 45 50 45 4. Ordinances & Res. processed 244 275 230 250 5. Committee vacancies filled 84 55 60 55 6. Meetings scheduled 854 875 885 875 7. Elections held 1 1 2 1 8. Records microfilmed 569,685 600,000 500,000 600,000 ' 61 General Government Department Miscellaneous Division Miscellaneous Program Fund 1010 — General 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 Medical Services, and payments to City Hospital. I J I Program 6600 , The fluctuations in expenditures for this program are primarily due to changes in capital purchases and transfers. The major difference in the transfer amounts in 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 1997 are to the Replacement Fund ($76,500) and the Arts Center Bond Fund ($216,800). Actual 1995 Program Staff Full —Time Equivalent Positions 0.00 Proeram Expenditures Budgeted 1996 0.00 Estimated 1996 I111( Budgeted 1997 0.00 Personnel Services $ 0 $ 274,721 $ 274,721 $ 407,800 Services and Charges 1,312,947 1,000,290 1,000,290 540,620 Maintenance 7,033 20,000 20,000 40,000 Capital 541,730 197,728 197,728 24,000 Transfers 4,173,035 379,300 359,300 293,300 Cost Reimbursements (2,004,092) (2,015,974) (2,015,974) (2,128,043) $ 4,030,653 $ (143,935) $ (163,935) $ (822,323) Major expenditures for 1996 consist of a cost sharing agreement with Washington County for a City —Wide / County —Wide Special Census ($168,000), the funding of professional services to assist in the developing and marketing of a Research and Technology Park ($184,500), and the continued cost sharing in the construction of the Yvonne Richardson Community Center ($155,279). 62 General Government Airport Division Fixed Base Operations Program Fund 5550 — Airport Program 3930 Program Description, Objectives, and Analysis: Operate and maintain the Fixed Base Operation (FBO) and the Aircraft Rescue & Firefighting (ARFF) portion of the Airport. Compliance with all applicable Federal Aviation Regulations (FAR) will be a major objective. Other objectives include: the fueling aspect of the FBO, daily fuel inspections and record keeping, FBO accounting and cash receipts, fuel service training, fuel farm management, operation and maintenance of fuel tender vehicles, maintenance of the general aviation terminal, "0" deficiency rating on all FAA and airline inspections, and offering the highest degree of customer service to the public. ' The ARFF operation at the Airport provides fire and rescue response on the Airport, training to meet FAR Part 139 standards, maintenance and operation of ARFF apparatus, "0" deficiency rating on all certification inspections, and maintenance and cleaning of the ARFF station. The FBO will consist of the general aviation terminal, fuel farm, and fuel trucks. Fueling and line service will be provided to all fuel customers of the Airport. The ARFF operation consists of two ARFF trucks and one fire station. This program includes 100% of one Lead Operation Specialist, 100% of ten Operation Specialists, and 100% of one Senior Clerk/Typist. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 0.00 0.00 0.00 12.00 Program Expenditures ' Personnel Services $ 0 $ 0 $ 0 $ 265,466 Materials and Supplies 0 0 0 279,064 Services and Charges 0 0 0 162,704 I Maintenance 0 0 0 4,500 Capital 0 0 0 3,000 $ 0 $ 0 $ 0 $ 714,734 Performance Measures ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Scheduled Operation (Hours) — New Program For 1997 — 8,760 Fuel Pumped (Million Gallons) 1.9 ARFF Training (Hours) 240 • Training Drills 36 Hot Drills 1 Results Daily Operation (Hours) 24 Fuel Pumped (Million Gallons) 1.9 FAR Part 139 Violations (ARFF) 0 I 63 General Government -Department Airport Division Landside Operations Program Fund 5550 — Airport Program Description, Objectives, and Analysis: I r Program 3940 ' To operate and maintain a fully certified 139 airport in the most cost effective manner while insuring safety. Administer Federal and State Grant funds, tenant leases, budget expenditures and revenues, and maintain landside buildings and related grounds. The objectives include: administer Airport resources, enhance public awareness, complete FAA mandated programs, administer aand negotiate all leases, provide for airport marketing and development, hold monthly tenant meetings, manage Federal and State grants, and provide oversight for the collection of the approved passenger facility charge program. , The activity level for passenger traffic is projected to increase approximately 2% for 1997 over 1996 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 and Passenger Facility Charge (PFC) revenues. The program contains 58% of the Airport Manager, 58% of the Assistant to the Airport Manager, 100% of one Marketing/Development Coordinator, 100% of one Senior Secretary, 100% of one Senior Clerk Typist, 80% of one Airport Maintenance Worker III, 50% of two Airport Maintenance Worker IV's, and 50% of one Airport Maintenance Worker II. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 5.46 6.46 6.46 6.46 Program Expenditures Personnel Services $ 168,169 $ 186,355 $ 172,525 $ 230,463 Materials and Supplies 15,823 32,100 31,600 36,850 Services and Charges 249,921 327,958 287,725 345,605 Maintenance 15,444 50,667 47,600 29,798 Capital 1,356 3,500 3,500 0 Depreciation 415,857 730,288 730,288 789,682 $ 866,570 $ 1,273,238 1,330,868 $ $ 1,432 398 Performance Measures r UI I I I I I I I Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Scheduled Hours of Operation 8,760 8,760 8,760 8,760 Enplaned and Deplaned Passengers 474,186 502,000 471,000 475,710 Number of CIP Projects Managed 10 7 7 7 Number of Leases Managed 77 82 82 95 Square Feet of Terminal Space 22,800 24,661 24,661 27,328 Results Daily Hours of Operation 24 24 24 24 Number of Passengers 474,186 502,000 471,000 475,710 Number of Active Fed. Grt. Projects 4 3 3 3 Number of Leases / Air Carriers 77/5 - 82/5 82/5 95/5 64 • , General Government Department • Airport Division Airside Operations Program Fund 5550 — Airport Program 3950 Program Description, Objectives, and Analysis: To operate and maintain the airfield portion of the airport in compliance with 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 and marking maintenance and a "0" deficiency rating on all airfield and security inspections. The airport consists of 650 acres, with 275 acres managed through this program. All of the 275 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, 52 hangar units and two restrooms. This program contains 42% of the Airport Manager and Assistant to the Airport Manager, 100% of one (1) Airport Operations Supervisor, 20% of one (1) Airport Maintenance Worker 111,50% of two (2) Airport Maintenance Workers IV, 50% of one Airport Maintenance Worker II, and one (1) part—time Airport Maintenance Worker 11(6 —month mowing position). ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 4.04 4.04 4.04 4.04 Program Expenditures Personnel Services $ 93,460 $ 119,901 $ 119,901 $ 121,211 Materials and Supplies 3,155 8,500 3,500 8,500 ' Services and Charges 173,455 185,609 184,155 192,625 Maintenance 19,209 40,649 32,500 38,532 Capital 0 383 383 0 $ 289,279 $ 355,042 $ 340,439 $ 360,868 I L I II II Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Operate One Airport to FAR 1 1 1 1 Part 139 Standards Results Number of Inspections Performed 735 732 735 735 Number of Fights/Signs Maintained 467 467 467 467 Miles of Fence Maintained 4 4 4 4 Airside Acreage Mowed 275 250 275 275 Number of Airfield Deficiencies 2 0 2 0 Number of Security Violations (107) 0 0 0 0 I 65 General Government Department 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. Program Staff Full —Time Equivalent Positions Actual Budgeted 1995 1996 Estimated 1996 Budgeted 1997 0.00 0.00 0.00 0.00 ' Program Expenditures Services and Charges $ 51,939 $ 78,059 $ 75,600 $ 41,000 Maintenance 113,285 122,000 122,000 214,000 Capital 1,398,482 3,081,472 2,939,516 1,435,000 $ 1,563,706 $ 3,281,531 $ 3,137,116 $ 1,690,000 Capital project expenditures for 1997 include: Safety Area Maintenance & Drainage $ 164,000 Passenger Terminal Doors 50,000 General Aviation Terminal Renovation 90,000 Computer Replacement 10,000 Parking Lot Expansion 70,000 Fuel Farm Replacement 265,000 Federal Grant Matches 1,000,000 Professional Services 40,000 $ 1,689,000 66 I Administrative Services Department I I I Admin. Services Director — — — Municipal Court Accounting & Audit Personnel Budget R Research Fleet Operations Community Development Data Processing FBuuldingMaintenance Water & Sewer Services Animal Services Purchasing 1 Mission Statement ' We strive for excellence and are dedicated to providing professional and responsive support services to the citizens ofFayetteville, 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. 1 1 67 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 1996 expenditures are projected to be approximately $465,000 less than the 1996 budgeted amounts. 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; worker's compensation premium savings; and, postponement of a fuel storage project. The underground tanks at the Happy Hollow site will be removed and not replaced at this time. Budgeted 1997 expenditures are approximately $1.3 million less than the 1996 budgeted amounts. 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 1997 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, in-house renovation of several City owned buildings, expanded educational programs at the Animal Shelter, construction of the Walker Park Senor Center, continuation of efforts to provide home ownership opportunities to low and moderate income families, continuation of the employee management training programs, and initiation of the Water & Sewer backflow prevention program. Administrative Service Department personnel has increased by five positions from 1996 to 1997. The new positions include a Clerk/Cashier and a part-time Special Projects Analyst for Water & Sewer Services, a Building Maintenance Worker V position in Fleet Operations, an Animal Care Taker in Animal Services, a part-time Deputy Court Clerk in Municipal Court, and a Temporary Construction Manager in Community Development. Category Totals Actual Budgeted Estimated 1995 •1996 Personnel Services $ 2,856,013 $ 3,276,089 $ Materials & Supplies 682,315 822,957 Services & Charges 1,426,786 2,991,481 Maintenance 132,923 175,710 Operations 5,098,037 7,266,237 1996 I I I I I I I Budgeted , 1997 3,109,044 $ 3,567,772 775,368 899,225 2,941,519 2,148,497 165,689 167,314 6,991,620 6,782,808 Capital 3,095,833 3,193,087. 3,002,317 1,945,400 Depreciation 1,318,452 1,605,211 1,605,211 1,990,700 Capital and Other 4,414,285 4,798,298 4,607,528 3,936,100 Total Department $ 9,512,322 $ 12,064,535 $ 11,599,148. $ 10,718,908 I I I I I re I I I II II Administrative Services Department 1997 Goals • Coordinate necessary financing for the proposed Town Center/Parking Garage.. • Coordinate refunding of the Arts Center bonds, if financially and legally feasible. • Implement a drug and alcohol testing program for non Department of Transportation (DOT) covered drivers of City vehicles and safety sensitive positions in 1997. ' • Conduct salary surveys to verify the City pay plan is competitive in the labor market. If the need for adjustment is identified, prepare recommended changes to the City pay plan with the changes effective January 1, 1998. I I I n I I I [1 I • Continue to maintain available cash balances to meet City obligations and to maximize investment earnings. • Manage the development and presentation of the 1998 City of Fayetteville Annual Budget and Work Program before December 1, 1997. • Efficiently and accurately administer utility billings for approximately 26,000 customers, collections of cash, and payment processing of all City revenues. • Process all requisitions into purchase orders in two days or less. • Assure that all assets are insured to at least 99% of total value. • Install computer links between the Police Department, Prosecutor's Office, and City Hall. • Select Geographic Information System (GIS) software and begin implementation. • Set criminal cases for trial within 60 days. • Present approximately 60 educational/safety programs to citizen groups for animal care and safety. • Complete construction of the first phase (main hall) of the Senior Citizens Center complex in the Southeast Target Area. • Acquire and rehabilitate 10 homes in the Southeast Target Area to be sold to low and moderate income families and provide moderate rehabilitation for 15 low and moderate income home owners. I I Administrative Services Department -1997 Goals (continued) • Complete renovation of Northwest Arkansas Free Health Center in the Southeast Target Area. • Offer recreational, cultural, and educational activities for residents of all ages at the Yvonne Richardson Community Center in the Southeast Target Area. • Expand transportation services to elderly residents through the Fayetteville Taxi Program by increasing ridership by 10%. Encourage local taxi companies to improve service and upgrade cabs. • Install 276 radio -read meter systems in the City water system for a test project. The radio read meters will reduce labor hours by allowing the meter readers to accumulate water usage data by radio. • Efficiently survey all commercial, industrial, agricultural, and irrigation water customers in the service area, and ensure that the City water system has adequate protection against contamination by installing any additional backflow prevention devices. • Utilize preventive maintenance measures to limit the number of road failures under 250 for the City's motorized fleet. I I I 70 Administrative Services Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 General Fund '• 1100 Administrative Services Director Personnel Services $ 117,984 $ 120,475 $ 120,475 $ 125,375 Materials and Supplies 1,044 2,650 1,955 2,500 Service and Charges 10,418 11,500 10,295 10,800 Maintenance 163 350 300 300 Capital 973 1,000 1,000 1,000 130,582 135,975 134,025 139,975 ' 1210 Personnel Administration Personnel Services 334,157 413,823 413,823 490,308 Materials and Supplies 5,199 5,627 5,627 6,052 • Service and Charges 64,075 101,334 91,359 90,835 • Maintenance 0 300 100 300 Capital 2,483 875 875 850 • 405,914 521,959 511,784 588,345 • 1310 Accounting & Audit Personnel Services 285,099 300,099 300,099 321,074 ' Materials and Supplies 8,309 11,524 9,750 10,617 Service and Charges 6,381 14,805 11,900 13,300 Maintenance 454 750 695 750 Capital 582 6,800 5,400 2,500 ' 300,825 333,978 327,844 348,241 1330 Budget & Research Personnel Services 83,303 89,664 86,555 103,887 Materials and Supplies 6,105 7,574 7,270 10,930 Service and Charges 3,260 3,760 3,480 4,050 Maintenance 0 750 0 500 ' Capital 961 4,282 4,282 400 93,629 106,030 101,587 119,767 • 1350 Billing & Collections Personnel Services 179,597 190,866 188,099 185,592 Materials and Supplies 5,933 7,170 6,475 9,730 Service and Charges 41,338 60,050 59,650 69,450 Maintenance 534 600 400 600 Capital 4,731 10,000 8,200 3,043 2.32,133 268,686 262,824 268,415 ' 1360 Internal Audit Personnel Services 46,221 47,911 47,911 49,595 Materials and Supplies 292 708 400 619 '• Service and Charges 3,214 3,800 3,552 3,885 Capital 0 500 500 600 49,727 52,919 52,363 54,699 H I ' 71 Administrative Services Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 1410 General Maintenance ' Personnel Services 122,032 126,814 126,814 134,610 Materials and Supplies 98 550 550 650 Service and Charges 55,367 56,720 56,720 72,296 Maintenance 26,073 31,111 31,111 31,900 Capital 7,060 3,500 3,500 4,500 210,630 218,695 218,695 243,956 I 1420 Janitorial Personnel Services 52,102 47,513 47,513 48,003 Materials and Supplies 5,975 8,195 7,450 8,950 Service and Charges 44,785 50,910 50,910 51,620 Maintenance 24 300 300 300 Capital 1,189 1,925 1,000 2,000 104,075 108,843 107,173 110,873 1610 Procurement & Risk Management Personnel Services 67,611 69,654 68,620 72,014 Materials and Supplies 9,625 8,471 8,023 13,025 Service and Charges 21,354 22,750 22,697 24,568 Maintenance 80 200 200 700 Capital 2,181 652 652 1,100 100,851 101,727 100,192 111,407 1710 Data Processing , Personnel Services 215,963 250,136 246,298 275,992 Materials and Supplies 18,162 23,641 23,641 21,623 Service and Charges 3,511 14,586 13,090 13,500 Maintenance I 63,213 71,560 69,257 71,560 Capital 16,986 12,140 12,140 2,500 317,835 372,063 364,426 385,175 2010 Criminal Cases , Personnel Services 95,201 99,357 99,357 117,573 Materials and Supplies 7,224 7,958 5,446 8,790 Service and Charges 489 1,520 1,080 1,300 Maintenance 197 170 162 170 Capital 3,668 700 550 3,450 106,779 109,705 106,595 131,283 2020 Probation & Fine Collection Personnel Services 25,302 25,949 25,949 2.7,693 Materials and Supplies 507 500 436 465 Service and Charges 951 4,500 1,577 2,000 26,760 30,949 27,962 30,158 2030 Small Claims & Civil Cases ' Personnel Services 92,944 • 94,397 94,397 99,514 Materials and Supplies 870 1,830 1,830 2,417 Service and Charges 3,840 3,725 3,575 5,725 Maintenance 154 150 150 200 Capital 4,122 500 250 665 101,930 100,602 100,202 108,521 72 Administrative Services Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 2710 Animal Patrol/Emergency Response Personnel Services 93,763 105,782 95,166 97,620 Materials and Supplies 0 0 0 330 Service and Charges 17,656 21,595 21,595 31,489 Maintenance 4,313 12,465 12,414 4,617 Capital 117 2,747 2,655 1,192 115,849 142,589 131,830 135,248 2720 Animal Shelter Personnel Services 118,073 131,562 123,470 152,891 Materials and Supplies 20,419 18,428 18,428 21,151 Service and Charges 43,416 40,168 40,168 39,641 Maintenance 5,282 11,572 11,572 5,500 Capital 3,473 2,000 2,000 3,600 190,663 203,730 195,638 222,783 Total General Fund 2,488,182 2,808,450 2,743,140 2,998,846 Community Development Blk Grant Fund 4930 C.D. Administration Personnel Services 44,150 65,719 60,841 56,060 Materials and Supplies 340 1,300 850 1,000 Service and Charges 38,381 47,656 46,156 28,921 Maintenance 70 100 0 0 Capital 63 9,035 9,035 1,500 83,004 123,810 116,882 87,481 4940 Housing Rehabilitation Personnel Services 35,435 62,882 52,010 53,432 Materials and Supplies 1,267 2,000 2,000 1,500 Service and Charges 98,467 283,846 283,534 15,547 Maintenance 86 250 100 300 Capital 2,142 8,955 3,350 1,500 137„397 357,933 340,994 72,279 4950 Home Grant Personnel Services 11,426 9,591 9,591 12,000 Service and Charges 90,973 167,087 167,087 240,000 102,399 176,678 176,678 252,000 4990 CD. Capital & Services Personnel Services 0 0 0 25,456 Materials and Supplies 0 448 448 0 Service and Charges 149,086 1,066,813 1,066,813 420,000 149,086 1,067,261 1,067,261 445,456 Total Community Development Blk Grant Fund 471,886 1,725,682 1,701,815 857,216 73 Administrative Services Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Water & Sewer Fund 1820 Meter Operations Personnel Services 406,160 488,572 446,852 555,844 Materials and Supplies 20,109 24,657 21,209 25,628 Service and Charges 386,786 534,997 515,362 464,878 Maintenance 17,755 24,211 20,446 27,915 Capital 86,889 189,104 .189,104 191,390 Depreciation - 53,379 69,504 69,504 70,802 971,078 1,331,045 1,262,477 1,336,457 1830 Meter Maintenance & Backflow Prevention Personnel Services .67,497 114,416 55,842 112,598 Materials and Supplies 25,147 37,658 19,415 41,360 Service and Charges 12,466 38,636 30,196 43,618 Maintenance 1,758 4,279 2,040 5,110 Capital 10,818 23,483 6,700 21,310 117,686 218,472 114,193 223,996 Total Water & Sewer Fund 1,088,764 1,549,517 1,376,670 1,560,453 Shop Fund 1910 Vehicle Maintenance Personnel Services 361,993 420,907 399,362 450,641 Materials and Supplies 545,690 652,068 634,165 711,888 Service and Charges 329,715 439,473 439,473 499,574 Maintenance 12,767 16,592 16,442 16,592 Capital 10,297 61,425 45,660 30,300 Depreciation 1,265,073 1,535,707 1,535,707 1,919,898 2,525,535 3,126,172 3,070,809 3,628,893 1920 Fleet Operations Capital Service and Charges 857 1,250 1,250 1,500 Capital 2,937,098 2,853,464 2,705,464 1,672,000 2,937,955 2,854,714 2,706,714 1,673,500 Total Shop Fund 5,463,490 5,980,886 5,777,523 5,302,393 Total Administrative Services $ 9,512 322 $ 12,064,535 $ 11599,148 $ 10,718,908 74 `Y Administrative Services Department Personnel Summary 1994 1995 1996 1997 ' Division/Ttle 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 0.00 1.00 1.00 ' Work Study 0.50 0.50 0.00 0.00 3.50 2.50 3.00 3.00 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/Switchboard/Secretary 7.50 7.50 7.50 8.50 Meter Reader 5.00 5.00 6.00 6.00 • Meter Operations Assistant 1.00 1.00 1.00 1.00 Meter Maintenance Worker 1.00 2.00 2.00 2.00 Water Service Representative 2.00 2.00 3.00 3.00 Property Location Analyst 1.00 1.00 1.00 1.00 ' Backflow Prevention Operations Assist. 1.00 1.00 1.00 1.00 Backflow Prevention Technician 1.00 1.00 1.00 1.00 Special Projects Analyst (Part Time) 0.00 0.00 0.00 0.50 24.50 25.50 27.50 29.00 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 I 1.00 1.00 1.00 1.00 Building Maintenance Worker III 1.00 1.00 1.00 1.00 ' Building Maintenance Worker V 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 ' 75 Administrative Services Department Personnel Summary 1994 1995 1996 1997 Division/Title Employees . Employees Employees Employees 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 3.00 3.00 3.00 System Operator 1.00 1.00 1.00 .,1.00 GIS Coordinator 0.00 0.00 1.00 1.00' 4.00 5.00 6.00 6.00 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 5.50. 8.00 8.00 8.00 8.50 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 1.00 1.00 1.00 1.00 Animal Caretaker (Part—time) 4.30 4.30 4.30 5.30 10.30 10.30 10.30 11.30 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 1.00 1.00 Construction Manager (Temporary) 0.00 0.00 0.00 1.00 3.00 3.00 4.00 5.00 Fleet Operations Division Fleet Maintenance Superintendent 1.00 1.00 1.00 1.00 Fleet Maintenance Supervisor 1.00 1.00 0.00 0.00 Fleet Maintenance Clerk 1.00 1.00 1b0 1.00 Fleet Shop Warehouse Attendant 1.00 1.00 1.00 1.00 Fleet Service Advisor 0.00 0.00 1.00 1.00 Equipment Maintenance Worker 1.00 2.00 3.00 3.00 Equipment Mechanic I 1.00 2.00 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 Building Maintenance Worker V 0.00 0.00 0.00 1.00 10.00 12.00 13.00 14.00 Total Administrative Services Personnel 86.80 89.80 95.30 100.30 76 n II I H I I I I I U I 11 L I L L L Administrative Services Department Administrative Services Director Division Administrative Services Director Program Fund 1010 — General Program Description, Objectives, and Analysis: This program is staffed by the Administrative Services Director and his Assistant. Its primary purpose is to provide leadership to and management of the Administrative Services Department and to assist the Mayor and City Council in addressing issues of City—wide concern. The program utilizes department staff to conduct special studies and research projects that will provide information that is essential to making decisions. Program 1100 In 1996, the program provided necessary guidance on the development of the 1995 audit, 1996 Budget, and 1997-2001 CIP; assisted in the development of the issuance of hotel and restaurant bonds for the proposed Town Center/Parking Garage; monitored incinerator disengagement refunds; directed activity involving the water and sewer operations and rate studies; and worked with downtown merchants and the City Council to develop new strategies for alleviating parking and parking enforcement problems in the downtown area. Program Staff Full —Time Equivalent Positions Program Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital 1997 Objectives Actual Budgeted 1995 1996 2.00 2.00 Estimated 1996 I tI Budgeted 1997 F4"Itl $ 117,984 $ 120,475 $ 120,475 $ 125,375 1,044 2,650 1,955 2,500 10,418 11,500 10,295 10,800 163 350 300 300 973 1,000 1,000 1,000 $ 130,582 $ 135,975 $ 134,025 $ 139,975 1. To coordinate necessary financing for the proposed Town Center/Parking Garage. 2. To monitor the implementation of the Capital Improvements Program and 1997 Budget. 3. To oversee completion of the 1996 CAFR, 1998 Budget, & 1998-2002 CIP. 4. To continue management training, implementation of Total Quality Management, and proactive management techniques. 5. To continue the revision of the City's policy and procedure manual that involves updating and condensing the manual. 6. To coordinate refunding of the Arts Center bonds if financially and legally feasible. 7. To complete a banking services agreement that covers the City's banking needs. I 77 Administrative Services Department Personnel Division Personnel Program Fund 1010 — General Program Description, Objectives and Analysis: The principal goal of the Personnel Division 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 activities. 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 1210 Program Staff Full —Time Equivalent Positions Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 3.00 3.00 3.00 3.00 Program Expenditures Personnel Services $ 334,157 $ 413,823 $ 413,823 $ 490,308 Materials and Supplies 5,199 5,627 5,627 6,052 Services and Charges 64,075 101,334 91,359 90,835 Maintenance 0 300 100 300 Capital 2,483 875 875 850 $ 405,914 $ 511,784 $ 521,959 $ 588,345 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. New Hires . 177 203 205 222 2. Terminations 126 185 175 190 3. Full —Time Employees 434 450 461 493 4. Part —Time / Temp Employees 65 50 52 57 4. Vacancies Recruited For 145 175 220 235 5. Civil Service Examinations 7 4 4 4 6. Mgmt/Skills Training Sessions 0 2 4 2 7. Performance Appraisals Due 446 490 508 608 Results 1. % of VoluntaryTurnover 11.7% 11.0% 11.0% 11.0% 2. Active Personnel Records 499 500 520 550 3. Employee Requisitions Processed 145 175 220 235 4. Civil Service Applications Process 203 215 170 200 5. Employees Attending Training 0 75 130 90 6. Perf Appraisals Received/Process 379 440 475 490 78 I [] I I I I I I C I U I Administrative Services Department Accounting & Audit Division Accounting & Audit Program Fund 1010 — General Program 1310 Program Description Objectives 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 and maintains 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 other governments. Program Staff Full —Time Equivalent Positions Program Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 9.50 9.50 9.50 9.50 $ 285,099 $ 300,099 $ 300,099 $ 321,074 8,309 11,524 9,750 10,617 6,381 14,805 11,900 13,300 454 750 695 750 582 6,800 5,400 2,500 $ 300,825 $ 333,978 $ 327,844 $ 348,241 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload External audit and CAFR 1 1 1 1 2 Funds/account groups maintained3 26 23 22 Financial statements and ledgers 30 30 30 30 Bond issues outstanding 5 5 5 6 Payrolls prepared 30 28 32 31 Pension distributions processed 24 24 24 24 Results % audits completed on time 100 100 100 100 % mo/qrtly fin statmnts dist on time 100 100 100 100 % p/r & pension chcks proc on time 100 100 100 100 % forms W-2 & 1099 dist on time 100 100 100 100 % government reports filed on time 100 100 100 100 CAFR awards received 1 1 1 1 I 79 Administrative Services Department Budget & Research Division Budget & Research Program Fund 1010 — General Program Description, Objectives, and Analysis: 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. I I Program 1330 The major accomplishments for 1996 include initiating an in—house review of user fees and providing assistance for the special census. Goals and objectives for 1997 include completion of the user— fee review and issuance of the update report with fee recommendations, assisting in the completion of the special census, producing the five—year capital improvements program summary, and producing the annual budget. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff - Full —Time Equivalent Positions 2.50 3.00 3.00 3.00 Program Expenditures Personnel Services $ 83,303 '$ 89,664 $ 86,555 $ 103,887 Materials and Supplies 6,105 7,574 7,270 10,930 Services and Charges 3,260 3,760 3,480 4,050 Maintenance 0 750 0 500 Capital 961 4,282 4,282 400 $ 93.629 $ 106.030 $ 101.587 $ 119.767 Performance Measures I I I J I J I I Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Budget Submissions Reviewed 82 86 85 85 CIP Projects Reviewed 208 175 208. 210 Programs Reviewed: Budget to Actual — Monthly 91 86 92 94 Special Projects/Studies 23 30 19 22 Budget Amendments Requested 213 200 155 160 Capital Projects Monitored 142 145 169 175 Funds Reviewed 20 20 21 21 Results Annual Budget Completed 1 1 1 1 CIP Annual Update Completed 1 1 1 1 Budget Adjustments Processed 208 200 150 160 % Time for Special Projects 28 25 25 25 % Time for Capital Projects 25 30 30 30 GFOA Dist. Budget Awards 1 1 1 1 80 ' ' Administrative Services Department ' Water & Sewer Services Division Billing & Collections 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 are very important roles for staff as they assist customers with various inquiries and problems. Over 24,000 utility accounts are maintained by staff, with monthly billings being prepared for these customers and 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 and to provide customer service and assistance in a timely manner and as efficiently as possible. ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff ' Full —Time Equivalent Positions 7.00 7.00 7.00 7.00 Program Expenditures iPersonnel Services $ 179,597 $ 190,866 $ 188,099 $ 185,592 Materials and Supplies 5,933 7,170 6,475 9,730 Services and Charges 41,338 60,050 59,650 69,450 ' Maintenance 534 600 400 600 Capital 4,731 10,000 8,200 3,043 $ 232,133 $ 268,686 $ 262,824 $ 268,415 Performance Measures Actual Budgeted Estimated Budgeted ' 1995 1996 1996 1997 Demand/Workload Total accounts 24,778 25,500 25,500 26,500 ' Total accounts — active 23,219 23,445 23,650 24,700 No. of svc. orders requested 26,942 26,630 29,390 30,600 No. of receipts requested 321,606 326,750 334,908 340,000 ' Results No. utility bills processed 277,143 278,740 283,386 290,000 No. on/off orders processed 24,568 22,520 27,330 26,500 No. misc. requests processed 2,374 4,110 2,060 2,400 No. new accts. added to system 1,520 1,750 1,168 1,400 No. util. payments processed 266,933 270,195 273,002 280,000 No. util. deposits processed 7,817 7,715 7,592 8,000 No. cash receipts processed 46,856 48,840 54,314 52,000 % final bills dropped/ bad debt 12.53% 15.00% 11.32% 15.00% % util. revenue dropped/bad debt 0.41% 0.45% 0.47% 0.45% % bad debt recovery 29.46% 33.00% 30.08% 33.00% 81 Administrative Services Department Internal Audit Division Internal Audit Program Fund 1010 — General Program 1360 Program Description, Objectives and Analysis: 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. Performance Measures Actual Budgeted Estimated Budgeted 1995 41996 1996 1997 ._ Program Staff Full —Time Equivalent Positions 1.00 1.00 1.00 1.00 Program Expenditures Personnel Services $ 46,221 $ 47,911 $ 47,911 $ 49,595 Materials and Supplies 292 •708 400 619 Services and Charges 3,214 3,800 3,552 : 3,885 Capital 0 500 - 500 600 $ 49.727 $ 52,919 $ 52,363 $ . 54.699 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. Review of City areas 6 ' 5 5 6 2. Special projects 30 25 25 25 3. Review contracts/leases/grants 250 275 275 275 4. Maintain document files 200 ,200 200 , 200 5. Contract payments review 400 450 450 450 Results d, 1. Number of areas reviewed . 6 5 5 6 2. Contracts/leases/grants reviewed _ 250 275 275 275 3.Review of contract payments 400 450 450 450 4. Special projects completed 30 25 25 .25 .• 82 Administrative Services Department Building Maintenance Division General Maintenance Program Fund 1010 — General Program 1410 Program Description, Objectives, and Analysis: The purpose of the General Maintenance Program is to maintain City —owned buildings 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, and air—conditioning systems and performance of selected renovation projects. Additionally, the Facilities Superintendent is certified to perform asbestos inspections and develop corrective plans for the removal of asbestos from City facilities. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 3.50 4.00 4.00 4.00 Program Expenditures Personnel Services $ 122,032 $ 126,814 $ 126,814 $ 134,610 Materials and Supplies 98 550 550 650 Services and Charges 55,367 56,720 56,720 72,296 Maintenance 26,073 31,111 31,111 31,900 Capital 7,060 3,500 3,500 4,500 $ 210,630 $ 218,695 $ 218,695 $ 243,956 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload # of City —Owned Buildings 44 45 45 47 Renovations > or = $2,000 6 8 8 8 Asbestos Inspections 7 6 6 6 Service Requests 1,631 1,800 1,800 1,800 Service Contracts Managed 11 7 7 7 ' Results # of City Buildings Maintained 44 45 45 47 Service Requests — General Maint 1,317 1,550 1,550 1,550 Service Requests — Heat/AC 156 160 160 160 Service Requests — Plumbing/Elect 158 150 150 150 83 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 include 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 and setting up and tearing down for meetings. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 2.50 2.00 2.00 2.00 Program Expenditures Personnel Services $ ' 52,102 $ 47,513 $ 47,513 $ * 48,003 Materials and Supplies 5,975 8,195 7,450 8,950 Services and Charges 44,785 50,910 50,910 51,620 Maintenance 24 300 300 300 Capital 1,189 1,925 1,000 2,000 $ 104,075 $ 107,173 $ 108,843 $ 110,873 Performance Measures Actual Budgeted Estimated Budgeted - 1995 1996 1996 1997 Demand/Workload City Buildings Maintained 5 5 5 5 Square Footage Maintained 71,650 71,650 71,650 71,650 Restrooms Maintained 19 19 . 19 • 19 Snow/Ice Removals 5 6 6 6 Strip/Seal/Wax Floors 2 2 2 2 Results Janitorial Cost per Square Foot $0.88 $0.89 $0.87 $0.92 Complaints on Janitorial Service 5 6 . 6 6 ' I 84 I I. I Administrative Services Department Purchasing Division Procurement / Risk Management Program Fund 1010 — General Program Description, Objectives, and Analysis: The Purchasing Division is responsible for assisting in the purchasing of all supplies; acquiring construction and miscellaneous services for all City Departments in accordance with State statutes, City ordinances, and proper purchasing procedures; as well as disposing of surplus City property. Program 1610 ' The Purchasing Division seeks to provide economic and timely purchase of goods and services for all City divisions through requests for proposals, bids, quotes, and centralized purchasing. Turnaround time will be 45 days or less for bids and 2 days for purchase orders. I I I The Purchasing Division manages 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 judgment and damages from which all third— party liability and City property damages under deductibles or uninsured are paid. Program Staff Full —Time Equivalent Positions Program Expenditures Personnel Services Materials and Supplies ' Services and Charges Maintenance Capital I [] I Demand/Workload Actual Budgeted 1995 1996 2.00 2.00 Estimated Budgeted 1996 1997 2.00 2.00 $ 67,611 $ 69,654 $ 68,620 $ 72,014 9,625 8,471 8,023 13,025 21,354 22,750 22,697 24,568 80 200 200 700 2,181 652 652 1,100 $ 100,851 $ 101,727 $ 100,192 $ 111,407 Performance Measures Actual Budgeted 1995 1996 1. Formal Bids/RFP's Requested 102 120 2. Purchase Orders Requested 3,799 4,000 3. Claims Submitted 90 80 4. Value of Assets Insured 57,000,000 58,000,000 Estimated 1996 100 4,100 100 89,964,000 Budgeted 1997 100 4,000 100 90,000,000 ' Results 1. Formal Bids/RFP's Awarded 102 120 102 120 2. Purchase Orders Issued 3,799 4,000 4,100 4,000 ' 3. Claims Processed 90 80 100 100 4. Value of Assets Lost to Accidents 19,196 5,000 20,000 20,000 5. Turnaround from Bid Request to Bid Opening in # of Days 45 45 45 45 ' 6. Turnaround from Purchase Req to Purchase Order in # of Days 2 2 2 2 ' 85 Administrative Services Department Data Processing Division Data Processing Program Fund 1010 — General Program Description, Objectives, and Analysis: I Program 1710 1 This program provides data processing and Geographic Information Systems (GIS) 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/GIS network. Currently, there are approximately 185 PC's and 250 peripheral devices attached to PC's and/or the 3 network systems. Supported equipment includes PC's, terminals, printers, servers, scanners, controllers, modems, etc. Software support consists of installation, testing, training, and programming. Training is an ongoing process and is typically provided on a by request basis. GIS support includes the development and coordination of the City's Geographic Information System including maintaining GIS software, hardware and data, creating GIS applications and databases based on user requests and needs, and providing means for end users to access GIS data. 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 request 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. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 5.00 6.00 6.00 6.00 Program Expenditures Personnel Services $ 215,963 $ 250,136 $ 246,298 $ 275,992 Materials and Supplies , 18,162 23,641 23,641 21,623 Services and Charges 3,511 14,586 13,090 13,500 Maintenance 63,213 71,560 69,257 71,560 Capital 16,986 12,140 12,140 2,500 $ 317,835 $ 372,063 $ 364,426 $ 385,175 ., Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Project Requests — Minicomputers 167 250 235 250 Project Requests — PC Support 62 80 95 100 Project Requests — Network 9. 10 15 20 Training 5 10 5 10 System/Application Backups 945 1,100 1,100 900 Results Project Requests — Minicomputers 147 240 200 250 Project Requests _ PC Support 51 78 68 100 Project Requests — Network 9 10 5 20 Training 5 10 5 10 System/Application Backups 945 1,100 1,100 1,100 86 Administrative Services Department Municipal Court Division Criminal Cases Program ' Fund 1010 — General Program 2010 Program Description, Objectives, and Analysis: To provide a forum for the fair and prompt resolution of all criminal cases filed with the Court. The criminal program of Municipal Court is responsible for processing all criminal, traffic, and parking violations • filed by area law enforcement agencies. For 1997, a part—time Deputy Court Clerk position was added to assist in processing and filing due to increased Municipal Court activity. I I I I I I Program Staff Full —Time Equivalent Positions Program Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital Actual Budgeted 1995 1996 3.50 3.50 $ 95,201 $ 99,357 7,224 7,958 489 1,520 197 170 3,668 700 $ 106,779 $ 109,705 Performance Measures Estimated Budgeted 1996 1997 3.50 $ 99,357 5,446 1,080 162 550 $ 106,595 4.00 $ 117,573 8,790 1,300 170 3,450 $ 131,283 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. Total cases filed 26,101 26,985 28,294 28,500 2. Total cases disposed of 21,273 23,500 23,286 25,300 3. Affidavits filed 7,918 11,660 8,000 8,800 4. Warrants issued 7,918 11,660 8,000 8,800 5. Fines/costs assessed $1,858,129 $1,965,163 $1,880,956 $1,903,783 Results 1. Fines/costs collected $1,447,271 $1,609,598 $1,700,364 $1,757,364 2. % of assessments collected 77 81 90 92 3. Warrant backlog (# affidavits) 0 0 0 0 4. Trial docket backlog (outside 90 days) 0 0 0 0 5. General Fund revenues/ $1,058,775 $730,000 $1,062,712 $1,145,631 cost of program $106,777 $107,885 $109,434 $131,283 1 87 Administrative Services Department Municipal Court Division, Probation & Fine Collection Program Fund 1010 — General Program 2020 Program Description, Objectives, and Analysis: The Probation and Fine Collection Program provides effective probation and fine collection services for Municipal Court and maintains 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 be addressed by the Public Service Program, collection agency and court staff. Program Staff Full —Time Equivalent Positions L tl I Actual. Budgeted Estimated Budgeted I .1995 1996 1996 1997 1.00 1.00 1.00 1.00 Program Expenditures , Personnel Services $ 25,302 $ 25,949 $ 25,949 $ 27,693 Materials and Supplies 5071 500 436 465 Services. and Charges 951 4,500 1,577 2,000 $ 26,760 $ 30,949 $ 27,962 $ 30,158 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. # Divisions requesting PS 34 34 34 34 2. # Interviews conducted 353 340 442 450 3. # Divisions assigned PS 34 34 34 34 4. # Assigned to PS 132 107 96 107 5. # Hours PS assigned 10,202 5,959 8,462 8,550 , 6. Fines/costs assessed $1,858,129 $1,965,163 $1,880,956 $1,903,783 Results. 1. # Hours PS completed 6,025 3,758 7,018 8,000 2. Fines/costs collected $1,447,271 $1,609,598 $1,755,364 $1,757,364 3. Amount of fines/costs worked off by PS $49,549 $25,890 $22,085 $25,000 Administrative Services Department Municipal Court Division Small Claims & Civil Cases Program Fund 1010 — General Program 2030 Program Description, Objectives, and Analysis: The Small Claims & Civil Cases Program provides 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. I I Actual Budgeted 1995 1996 Program Staff Full —Time Equivalent Positions 3.50 3.50 Estimated Budgeted 1996 1997 3.50 3.50 Personnel Services $ 92,944 $ 94,397 $ 94,397 $ 99,514 Materials and Supplies 870 1,830 1,830 2,417 Services and Charges 3,840 3,725 3,575 5,725 Maintenance 154 150 150 200 Capital 4,122 500 250 665 $ 101,930 $ 108,521 100,202 $ 100,602 $ Demand/Workload 1. Cases Filed 2. Court Session/Week (Hours) 3. Cases Set for Hearing/Week Results 1. % Cases Processed Within 2 Days 2. General Fund Revenue/ Cost of Program Performance Measures Actual Budgeted 1995 1996 2,219 2,015 7 7 40 40 100 $59,890 $101,930 100 $91,000 $100,602 Estimated Budgeted 1996 1997 1,996 2,015 7 7 40 40 100 $90,523 $100,914 100 $96,000 $108,521 89 Administrative Services Department Animal Services Division Patrol/Emergency Response Program Fund 1010 — General Program 2710 Program Description, Objectives, and Analysis: The purpose of this program is to provide essential animal services to the City through enforcing the Arkansas Rabies Control Act and City Animal Ordinances, licensing animals, providing safety and education programs, and providing emergency and rescue services. 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. s The City expects approximately 6,000 animal concerns investigations to be conducted during 1997 which should result in the impounding of approximately 1,500 stray animals, returning approximately 700 stray animals home and responding to approximately 650 livestock and wildlife reports. During 1994, Animal Services began tracking animal bites. Approximately 60 bite investigations will be conducted in the City in 1997. Because the City license verifies rabies vaccinations and provides a means of identifying animals, we anticipate the number of licensed animals to increase. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 3.50 350 3.50 3.50 Program Expenditures Personnel Services $ 93,763 $ 105,782 $ 95,166 $ 97,620 Materials and Supplies 0 0 0 330 Services and Charges 17,656 21,595 21,595 31,489 Maintenance 4,313 12,465 12,414 4,617 Capital 117 2,747 2,655 1,192 $ 115,849 $ 142,589 $ 131,830 $ 135,248 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. Citizen Calls Received 5,434 5,000 4,960 5,000 2. Square Miles to Patrol 44 44 44 44 3. Human/Animal Safety Programs 88 60 68 60 4. City Licenses Sold 1,258 1,785 1,280 1,800 Results 1. Reclaimed by Owner 518 525 398 700 2. Dead Animals Disposed Of 907 1,250 765 1,000 3. Stray Animals Picked Up Domestic 1,355 1,550 1,068 1,500 Wildlife 420 500 350 450 Livestock 194 250 125 200 4. Animal Bite Investigations 50 70 43 60 Administrative Services Department Animal Services Division ' Animal Shelter Program Fund 1010 — General Program 2720 Program Description, Objectives, and Analysis: The purpose of this program is to provide a sanitary, humane, efficiently —run facility for handling animals, processing redemptions and adoptions, educating the public regarding responsible animal ownership, and providing humane euthanasia for unwanted animals. Due to the contract with the County, in 1997 Animal Services Division anticipates processing approximately 7,000 animals per year, of which approximately 6,000 • will be provided shelter. The facility and training programs meet national sheltering standards. 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 for ill animals picked up after hours. Funds provided by the City are supplemented by contracts for service with Washington County, surrounding municipalities, and by public donations. In 1997, an Animal Caretaker position was added to the Animal Shelter Program to assist in the increased animals handled in the shelter. 1 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 6.80 6.80 6.80 7.80 ' Program Expenditures Personnel Services $ 118,073 $ 131,562 $ 123,470 $ 152,891 Materials and Supplies 20,419 18,428 18,428 21,151 Services and Charges 43,416 40,168 40,168 39,641 Maintenance 5,282 11,572 11,572 5,500 Capital 3,473 2,000 2,000 3,600 $ 190,663 $ 203,730 $ 195,638 $ 222,783 Performance Measures ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload II. Fayetteville Strays Sheltered 1,867 1,550 1,600 1,550 2. Fayetteville Surrenders Sheltered 537 850 620 1,000 3. Non —Fay Animals Sheltered 1,357 1,400 1,500 3,450 Results 1. Adopted/Reclaimed Animals 1,225 1,350 965 1,500 2. Euthanized Animals 2,392 2,225 2,500 2,225 '3. Cost per Animal/5 Days Shelter $50 $50 $50 $50 I 1 91 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 and Environmental Review, as well as other statutory requirements. Program Staff Full —Time Equivalent Positions Program Expenditures Actual Budgeted Estimated 1995 1996 1996 1.00 2.00 2.00 Budgeted 1997 1.00 Personnel Services $ 44,150 $ 65,719 $ 60,841 $ 56,060 Materials and Supplies 340 1,300 850 1,000 Services and Charges 38,381 47,656 46,156 28,921 Maintenance 70 100 0 0 Capital 63 9,035 9,035 1,500 $ 83,004 $ = 123,810 $ 116,882 $ 87,481 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996. 1996 1997 Demand/Workload 1. Public Hearings 4 4 4 4 2. CDBG & HOME Applications 2 4 4 4 3. Fair Housing Activities 20 20 20 25 4. Federal Labor Standards 4 4 2 2 5. Sub —Recipient Monitoring 0 10 5 5 6. Audit/Monitoring Resolution 3 4 3 3 7. Related Statutory Compliance 10 10 10 10 Results 1. % Applications Preparation & Associated Activities 50 55 50 45 2. % Contract Administration 25 20 25 25 3. % Public Hearings & Meetings 25 10 . 25 25 , 4. % Sub —Recipient Monitoring 0 15 0 5 5. % Activities Completed by Deadline 100 100 100 100 92 1 Administrative Services Department 1• 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 thuds are used. The allocation of personnel services cost between these two programs is based on detailed time records. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 ' Program Staff Full —Time Equivalent Positions 2.00 2.00 2.00 2.00 * •J . 11 � .10 1 1. . . Personnel Services $ 35,435 $ 62,882 $ 52,010 $ 53,432 ' Materials and Supplies 1,267 2,000 2,000 1,500 Services and Charges 98,467 283,846 283,534 15,547 Maintenance 86 250 100 300 • Capital 2,142 8,955 3,350 1,500 • $ 137,397 $ 357,933 $ 340,994 $ 72,279 1 Performance Measures ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. Homeowners Requesting Rehab 115 125 115 125 2. Eligibility Verification 125 150 125 150 3. Inspections 225 250 225 250 4. Work Specifications 125 125 125 125 5. Construction Management 125 125 125 125 Results 1. % Processing Rehab Requests 10 15 15 15 ' 2. % Eligibility Verification 5 10 10 10 3. % Rehab Inspections 35 35 35 35 4. % Rehab Specifications 25 20 20 20 5. % Construction Management 25 20 20 20 '6. % Rehabs Completed 100 100 100 100 1 93 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). In 1997, HOME Program activities include rehabilitation of single—family structures that are acquired with CDBG funds. After rehabilitation is complete, the homes will be sold to eligible low and moderate income home buyers at an affordable price. • Actual Budgeted 1995 1996 Program Staff Full —Time Equivalent Positions 0.00 0.00 Program Expenditures Estimated Budgeted 0.00 0.00 Personnel Services $ 11,426 $ . 9,591 $ 9,591 $ 12,000 Services and Charges 90,973 167,087 167,087 240,000 $ 102,399 $ ' 176,678 $ 176,678 $ 252,000 Demand/Workload 1. Number of Homeowner Rehabilitation Projects 4 10 2. Number of Rental Unit Construction Part. 0 0 12 20 0 0 0 Y fl 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 income persons. I Li II 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 1997, the primary activity will continue infrastructure improvements in the Southeast Target Area. In addition to Capital and Services, this program also contains the position of the Yvonne Richardson Southeast Community Center Director. In 1997, a Temporary Construction Manager Position has been added to assist in the management of construction projects such as the Senior Center Construction and the renovation of the Free Health Clinic. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff ' Full —Time Equivalent Positions 0.00 0.00 0.00 2.00 Program Expenditures Personnel Services $ 0 $ 0 $ 0 $ 25,456 Materials and Supplies 0 448 448 0 • Services and Charges 149,086 1,066,813 1,066,813 420,000 • $ 149,086 $ 1,067,261 $ 1,067,261 $ 445,456 ' Significant projects implemented during 1995 include: Target Area Street Improvements $78,426 ' Yvonne Richardson Community Center $19,026 Aging Transportation Program $23,021 Significant projects in the process of implementation during 1996 include: Yvonne Richardson Community Center $230,974 ' Housing Acquisition for Low/Moderate Income $152,941 Aging Transportation Program $37,746 First Time Home Buyer Program $28,125 Senior Center Construction $351,324 NWA Free Health Clinic $250,000 '• Significant projects planned during 1997 include: Target Area Street Improvements $400,000 Aging Transportation Program $20,000 1 95 Administrative Services Department Water & Sewer Services Division Meter Operations Program Fund 5400 — Water & Sewer 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 and to collect meter data for billing purposes for all municipal City water utility customers. In 1997, an additional Clerk/Cashier and a Part —Time Special Projects Analyst has been added to assist with the increased growth of utility customers. ,Program 1820 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 14.50 16.50 14.50 18.00 Program Expenditures Personnel Services $ 406,160 $ 488,572 $ 446,852 $ 555,844 Materials and Supplies 20,109 24,657 21,209 25,628 Services and Charges 386,786 534,997 515,362 464,878 Maintenance 17,755 24,211 20,446 27,915 Capital 86,889 189,104 189,104 191,390 Depreciation 53,379 69,504 69,504 70,802 $ 971,078 $ 1,331,045 $ 1,262,477 $ 1,336,457 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Total accounts 24,778 26,500 25,500 26,500 Total accounts — active 23,219 24,700 23,650 24,700 # of meters in system 23,781 24,000 24,500 25,200 # of service orders requested 26,826 30,600 29,490 30,600 # of delinquent accounts 17,634 18,000 20,602 20,000 Results # of meters read 286,559 297,200 297,550 298,500 # of meters re —read 22,233 19,320 20,916 20,000 # of meters changed out 249 720 350 400 # of ons/offs processed 24,568 26,500 27,330 28,000 # of misc. orders processed 2,258 4,100 2,160 3,000 # of delinq. accts. worked 10,304 .9,000 12,024 12,000 % meters re —read 7.76% 6.50% 7.00% 6.70% % meters changed out 1.05% 3.00% 1.05% 1.58% % delinquent accounts worked 58.43% 50.00% 58.36% 50.00% Administrative Services Department ' Water & Sewer Services Division Meter Maintenance & Backflow Prevention Program 1 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 and 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 conduct maintenance and repair as ' needed; and 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 IProgram Staff 1995 1996 1996 1997 Full —Time Equivalent Positions 3.00 4.00 2.00 4.00 Program Expenditures Personnel Services $ 67,497 $ 114,416 $ 55,842 $ 112,598 Materials and Supplies 25,147 37,658 19,415 41,360 Services and Charges 12,466 38,636 30,196 43,618 Maintenance 1,758 4,279 2,040 5,110 Capital 10,818 23,483 6,700 21,310 $ 117,686 $ 218,472 $ 114,193 $ 223,996 Performance Measures ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload •' Total accounts 24,778 25,500 25,500 26,500 Total accounts — active 23,219 23,445 23,650 24,700 Meters in system 23,781 24,000 24,500 25,200 ' Commercial customers 2,569 2,680 2,632 2,650 Residential customers 22,209 23,710 22,918 23,850 Backflow devices recorded 2 50 2 50 Results Meters tested 1,784 2,000 1,200 1,500 Meters repaired 367 1,100 500 550 ' Commercial accounts surveyed 0 500 0 500 Residential accounts surveyed 0 100 0 100 Backflow devices installed/tested 2 15 3 15 Backflow devices repaired/certified 0 / 2 1 / 25 0 /3 1 / 25 ' 97 Administrative Services Department Fleet Operations Division Vehicle Maintenance Program Fund 9700 - Shop Program Description, Objectives, and Analysis: Maintain, replace, recondition or recycle vehicles and equipment as necessary to assure the safe and efficient fulfillment of their operational needs. This is to be accomplished in both a timely and efficient manner. The results of this Division's efforts are judged by the safety, efficiency and economical operation of each. vehicle and piece of equipment assigned for use. The total fleet size of 370 vehicles consists of 59 emergency response vehicles, 44 administrative support vehicles, 32 Solid Waste/Recycle units, 106 off —road type support units and 129 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 added in 1997 will assist in the janitorial and 'maintenance needed for the new Maintenance Operations Center. , Program 1910 Program Staff Full —Time Equivalent Positions Program Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital Depreciation Actual 1995 milli $ 361,993 545,690 329,715 12,767 10,297 1,265,073 $ 2,525,535 Budgeted 1996 13.00 $ 420,907 652,068 439,473 16,592 61,425 1,535,707 $ 3,126,172 Performance Measures Estimated Budgeted 1996 1997 13.00 14.00 $ 399,362 634,165 439,473 16,442 45,660 1,535,707 $ 3,070,809 $ 450,641 711,888 499,574 16,592 30,300 1,919,898 $ 3,628,893 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Repair Requests 3,979 4,050 4,100 4,400 Vehicle/Equipment Repair Hours 11,523 14,600 14,900 14,750 Preventive Maintenance Service & Inspections 617 750 800 825 PM Generated Repairs 456 550' 580 600 Road Failures 189 210 260 250 Results Technician Productivity % 95.6 92 92. 92 Technician Efficiency % 94.6 95 95 95 Completion Ratio % 96.4 98 98 98 Road Failure Repairs % 4.9 5.0 5.9 5.7 U LJ 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. In addition, vehicles and equipment put into service for other Departments and Divisions are purchased out of this program. L I 1 I I I I II I I I I I Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures Services and Charges $ 857 $ 1,250 $ 1,250 $ 1,500 Capital 2,937,098 2,853,464 2,705,464 1,672,000 $ 2,937,955 $ 2,854,714 $ 2,706,714 $ 1,673,500 Capital expenditures planned for 1997 include: Replacement — Police/Passenger Vehicles $ 202,000 Replacement — Light/Medium Utility Vehicles 299,000 Replacement — Medium/Heavy Utility Vehicles 166,000 Replacement — Tractors/Mowers 96,000 Replacement — Backhoes/Loaders 148,000 Replacement — Other Vehicles & Equipment 53,000 Replacement — Construction Equipment 95,000 Expansion — Police/Passenger Vehicles 50,400 Expansion — Shop Equipment 16,600 Expansion — Fire Vehicles/Equipment 105,000 Expansion — Light/Medium Utility Vehicles 42,000 Expansion — Medium/Heavy Duty Utility Vehicles 96,000 Expansion — Backhoe/Loader 227,000 Expansion — Sanitation Equipment 36,000 Expansion — Other Vehicles & Equipment 40,000 $ 1,672,000 99 I I I I I I I I I I I I I I Police Department 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. I I 101 POLICE DEPARTMENT OVERVIEW The Police Department includes the Central Dispatch, Police Support Services, Police Patrol, and Drug Enforcement Programs. Estimated 1996 expenditures are projected to be approximately $90,000 below the 1996 budgeted amounts. This difference is principally attributable to personnel vacancies during the year. In 1997, approved expenditures of $5,255,764 are approximately $242,000 above the budgeted 1996 amount. The increased funding is primarily due to expenses generated by the addition of four %2 new positions to the Police Department. The additional positions include three Patrol Officers, a Dispatcher and a part-time transcriptionist. During 1997, the Police Department will begin an additional bike patrol route which includes the Northwest Arkansas Mall, Spring Creek Development, Frontage Road, Shepherd Lane, and Veterans Memorial Park. The officers added for 1997 will enable the Department to add this route. Additionally, the Mall has donated space in their expansion to house a police substation. The goal is to help staff the substation with volunteers. 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 Operations Capital Transfers Capital and Other Total Department Actual 1995 $ 3,429,952 $ 77,435 619,799 102,182 4,229,368 51,410 41,544 92,954 Budgeted 1996 3,903,924 $ 97,443 800,228 105,412 4,907,007 50,852 56,095 106,947 Estimated 1996 3,853,057 $ 96,883 782,882 105,399 4,838,221 Budgeted 1997 4,146,891 99,677 813,817 108,522 5,168,907 41,010 45,910 44,750 40,947 85,760 86,857 $ 4,322,322 $ 5,013,954 $ 4,923,981 $ 5,255,764 I I I II 102 I I I I I I I • Give each citizen various types of information dealing with ways to prevent crimes. ' a. Make 10,000 crime prevention contacts a year. b. Start 10 new Neighborhood Watch groups. Police Department 1997 Goals • Provide a professional, courteous, and efficient response to all citizen requests for service. • Attempt to answer all 9-1-1 calls within six seconds and answer all business lines by three rings. • Provide the officers and firefighters with timely responses to radio traffic. a. Keep track of officers' activities, and be responsible for checking on safety of officers in the field. b. Monitor all Fire personnel's traffic and requests for services. • Conduct performance -oriented training to include review, practice of procedures, and techniques for all sworn employees. Officers will be trained in various in-service programs, including department policies, knowledge of criminal statutes, traffic codes, ' criminal procedures, report writing, investigative skills, defensive tactics etc. • Provide Bike Patrol to heavy foot -traffic areas to reduce vandalism and vehicle break-ins and to increase citizens' abilities to talk with Officers on the beat. l L I I I I I 103 Police Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 General Fund 2600 Central Dispatch • Personnel Services $ 374,708 $ 448,529 $ 433,239 $ 480,050 Materials and Supplies 2,500 4,499 3,939 3,970 Service and Charges 17,248 27,268 24,757 26,386 Maintenance 23,273 23,450 23,437 25,000 Capital 3,069 7,000 7,000 8,500 420,798 510,746 492,372 543,906 2900 Support Services Personnel Services 688,991 814,747 814,747 878,581 Materials and Supplies 66,067 80,452 80,452 79,363 Service and Charges 119,507 137,950 123,115 123,643 Maintenance 11,228 9,241 9,241 6,465 Capital 29,957 18,771 18,771 7,390 Transfers 41,544 56,095 44,750 40,947 957,294 1,117,256 1,091,076 1,136,389 2940 Patrol Warrant Personnel Services 2,243,315 2,511,247 2,475,670 2,653,970 Materials and Supplies 8,868 12,492 12,492 16,344 Service and Charges 374,475 473,369 473,369 519,413 Maintenance 67,681 72,721 72,721 77,057 Capital 18,384 25,081 15,239 30,020 2,712,723 3,094,910 3,049,491 3,296,804 Total General Fund 4,090,815 4,722,912 4,632,939 4,977,099 Drug Law Enforcement Fund 2960 Drug Enforcement • Personnel Services 122,938 129,401 129,401 134,290 Service and Charges 108,569 161,641 161,641 144,375 231,507 291,042 291,042 278,665 Total Drug Law Enforcement Fund 231,507 291,042 291,042 278,665 Total Police Department $ 4,322,322 $ 5,013,954 $ 4,923,981 $ 5,255,764 I1 Police Department Personnel Summary 1994 1995 1996 1997 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 7.00 7.00 Sergeants 9.00 9.00 10.00 10.00 '• Police Officer 52.00 55.00 57.00 60.00 Property/Evidence Manager 1.00 1.00 1.00 1.00 Police Administration Coordinator 1.00 1.00 1.00 1.00 Lead Records Section Clerk 1.00 1.00 1.00 1.00 Senior Secretary 1.00 1.00 1.00 1.00 Secretary 1.00 1.00 1.00 1.00 Senior Clerk/Typist 1.00 1.00 1.00 1.00 ' Police Clerk 4.00 4.00 4.00 4.00 Dispatch/Matron 0.85 0.85 0.00 0.00 Civilian Jailer 6.00 8.00 9.00 9.00 ' Senior System Operator 1.00 1.00 1.00 1.00 Transcriptionist (Full/Part Time) 1.00 1.00 1.00 1.50 Custodian 1.00 1.00 1.00 1.00 Park Patrol (Part—time) 2.13 2.13 2.13 2.13 ' 91.98 96.98 102.13 105.63 Communications Division Dispatch Manager 1.00 1.00 1.00 1.00 ' Lead Dispatcher 2.00 3.00 3.00 3.00 Dispatcher 10.15 10.15 11.00 12.00 Police Clerk 0.00 0.00 1.00 1.00 13.15 14.15 16.00 17.00 Total Police Department Personnel 105.13 111.13 118.13 122.63 1 1 ' 105 Police Department Communications Division Central Dispatch Program Fund 1010 — General Program 2600 Program Description, Objectives, and Analysis: The Central Dispatch Center is a 24 —hour operation which provides emergency and non —emergency call taking and dispatching for police, fire, and city services as needed. The Center is also the Primary Answering Point (PSAP) for Fayetteville 9-1-1 calls, which includes transferring emergency calls to the appropriate agencies as needed.. Other duties include monitoring a second police channel for all information requests, clerical, and monitoring alarms. The Central Dispatch Center strives to handle all calls in a professional, accurate, and timely manner. It is also a goal to continue to improve the training program for all dispatch employees. In 1997, an additional Dispatcher is added to assist in the increased calls received by the Central Dispatch Center. Actual 1995 Program Staff Full —Time Equivalent Positions 14.15 Program Expenditures Personnel Services $ 374,708 Materials and Supplies 2,500 Services and Charges 17,248 Maintenance 23,273 Capital 3,069 $ 420.798 Demand/Workload Calls for Service Total Police Fire Citywide Telephone (Minus 9-1-1) 9-1-1 Calls ACIC / NCIC Reports Results Citizen Complaints Overtime/Comp Time per Year (Hrs) 9-1-1 Salary Reimbursement ($) Avg Time Police on a Call (Minutes) Avg Time Fire on a Call (Minutes) Avg 9-1-1 Calls per Day Budgeted 1996 16.00 Estimated 1996 16.00 Budgeted 1997 17.00 I I I I I fl $ 448,529 $ 433,239 $ 480,050 4,499 3,939 3,970 27,268 24,757 26,386 23,450 23,437 25,000 7,000 7,000 8,500 $ 510.746 $ 492,372 $ 543,906 1 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 I 38,624 38,000 41,154 42,800 34,498 34,000 36,504 37,964 2,165 2,200 2,258 2,348 1,961 1,800 2,393 2,440 143,821 148,000 152,031 158,112 16,945 16,000 16,496 16,660 860,787 903,000 978,536 988,321 2 1,215 95,975 21 66 47 987 102,000 22 67 44 2 951 98,635 20 60 45 2 987 112,986 22 67 46 I 106 Police Department ' Police Division Support Services Program Fund 1010 — General Program 2900 Program Description, Objectives, and Analysis: This program provides 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. The Crime Prevention Officer will make about 10,254 contacts during 1997. 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 Services personnel. ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff ' Non — Uniform FIE Positions 19.45 19.60 19.60 20.10 Uniformed HE Positions 5.00 8.00 8.00 8.00 24.45 27.60 27.60 28.10 Program Expenditures Personnel Services $ 688,991 $ 814,747 $ 814,747 $ 878,581 Materials and Supplies 66,067 80,452 80,452 79,363 Services and Charges 119,507 137,950 123,115 123,643 Maintenance 11,228 9,241 9,241 6,465 Capital 29,957 18,771 18,771 7,390 Transfers 41,544 56,095 44,750 40,947 $ 957,294 $ 1,117,256 $ 1,091,076 $ 1,136,389 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload ' DARE Contacts 539 700 650 700 Crime Prevention Contacts 9,615 6,800 9,674 10,254 Prisoners Booked into Jail 12,490 12,500 12,204 12,500 Citizen Complaints Investigated 39 22 38 38 Results ' 5th Graders in DARE Classes 100% 100% 100% 100% Citizen Complaints Sustained 11 8 6 6 Crime Rate (Local) 5.6 5.5 5.5 6.0 Policies Reviewed/Updated/Added 20% 80% 80% 20% I 107 Police Department Police Division Patrol Program Fund 1010 — General Program 2940 Program Description, Objectives, and Analysis: This program provides a full range of patrol and investigative services including detection and suppression of criminal activity, traffic enforcement, and accident investigation. The objectives are maintaining an 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, and 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 1997 as part of the City's systematic program to increase police staffing. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Non —Uniform FIE Positions 4.13 4.13 4.13 4.13 Uniformed FTE Positions 65.00 67.00 67.00 70.00 69.13 71.13 71.13 74.13 Program Expenditures Personnel Services $ 2,243,315 $ 2,511,247 $ 2,475,670 $ 2,653,970 Materials and Supplies 8,868 12,492 12,492 16,344 Services and Charges 374,475 473,369 473,369 519,413 Maintenance 67,681 72,721 72,721 77,057 Capital 18,384 25,081 15,239 30,020 $ 2,712,723 $ 3,094,910 $ 3,049,491 $ 3,296,804 Performance Measures Actual Budgeted Estimated Budgeted •' 1995 1996 1996 1997 Demand/Workload Population Served 54,007 54,007 55,186 55,186 Calls for Service 38,624 34,200 36,504 37,964 Traffic Accidents 3,509 3,400 3,386 3,400 Tickets Issued 9,496 18,900 18,936 18,900 Arrests Made 12,490 12,500 12,204 12,500 DWI Arrests .607 525 675 675 Results Emergency Response Time 6:17 5:00 4:00 5:00 Traffic Accidents Involving Fatalities/Injuries 7/754 9/500 2/366 5/400 Assigned Cases —Clearance Rate 67% 55% 64% 55% 108 Police Department Police Division Drug Enforcement Program Fund 2930 — Drug Law Enforcement Program 2960 Program Description, Objectives, and Analysis: The Drug Enforcement Program provides initial and follow—up investigations concerning drug related crime/intelligence reports from the 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, Farmington and Elm Springs 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 and to target major organized crime narcotic traffickers, conspirators and offenders through investigation, arrest and preparation for prosecution. This Task Force plans to perform 300 drug investigations and make arrest on each completed case. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Non —Uniform HE Positions 1.40 1.40 1.40 1.40 Uniform FTE Positions 2.00 2.00 2.00 2.00 3.40 3.40 3.40 3.40 Program Expenditures ' Personnel Services $ 122,938 $ 129,401 $ 129,401 $ 134,290 Services and Charges 108,569 161,641 161,641 144,375 $ 231,507 $ 291,042 $ 291,042 $ 278,665 ' Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Drug Cases 331 300 275 300 ' Intelligence reports 200 250 130 150 Results ' Arrests made 272 300 250 300 Case Clearance Rate 82% 80% 76% 80% Drugs Seized ' Cocaine 1.7 ozs. 3.0 ozs. 16.0 ozs. 3.0 ozs. Marijuana 147.6 lbs. 70.0 lbs. 53.0 lbs. 70.O lbs. Methamphetamine 1.4 lbs. 2.O lbs. 5.O lbs. 2.O lbs. n1 I ' 109 Fire Department 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. I I L FIRE DEPARTMENT OVERVIEW The Fire Department includes the Fire Prevention Program, Fire Operations Program, Training & Education Program and the Aircraft Rescue and Fire Fighting Program. Estimated 1996 expenditures are projected to be approximately $14,000 less than the amount budgeted for 1996. Budgeted 1997 expenditures are $3,241,331, which is an increase of approximately $118,000 above the 1996 budgeted amount. The 1997 Approved Budget does not add any fire fighters. The Budget contains funding for the City to operate the Fixed Base Operation (FBO) at Drake Field as a City function. If the City begins to operate the FBO, the Airport Fire Station would be operated by the Airport Division and nine fire fighters in the Fire Department would be available to be assigned to other fire stations in the City. The Fire Department will continue to man the Airport Fire station until the Airport FBO personnel are adequately trained to assume the aircraft rescue and fire fighting responsibilities (at least for all of 1997). The Fayetteville Fire Department will continue to provide backup support as needed. Participation in the Regional Hazardous Materials Emergency Response Team will continue in 1997 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. The Fire Department will be adding a fire apparatus, expanding Station # 4 (Harold Street) and a replacing a HAZMAT truck in 1997. Personnel Services Materials & Supplies Services & Charges Maintenance Operations Capital Capital Total Department Category Totals Actual 1995 $ 2,456,782 $ 28,680 217,265 56,614 2,759,341 11,646 11,646 Budgeted 1996 2,721,516 $ 47,929 246,125 83,556 3,099,126 23,789 Estimated 1996 2,719,268 $ 44,634 238,425 82,426 3,084,753 23,789 23.789 Budgeted 1997 2,850,801 45,496 252,073 78,354 3,226,724 14,607 14,607 $ 2,770,987 $ 3,122,915 $ 3,108,542 $ 3,241,331 I 11 [I I I I I C C I I I I I I 112 I I I I I Fire Department 1997 Goals • Investigate 100% and determine the cause of 80% of all structure fires in the City causing more than $1,000 in property damage. • Conduct at least 900 fire -code inspections, inspection follow-ups, and spot-check inspections. • Maintain an emergency response time average of four minutes or less, monthly throughout the year. ' • Stop 75% of all structure fires at less than a total loss. I I I II I • Maintain an average structural fire control time of 30 minutes or less on 90% of all structural fires. • Maintain reportable line -of -duty firefighter injuries at not more than 12 during the year with not more than six occurring on the fire ground. • Maintain all personnel certified in cardiopulmonary resuscitation (CPR). • Operate and maintain a Federal Aviation Regulation (FAR) Part 139 Commercial Service Airport to the highest standard of safety and security. • Maintain a "0" deficiency goal for all Airport regulatory inspections, including airfield and security. 113 Fire Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 General Fund 3010 Prevention Personnel Services $ 93,715 $ 116,128 $ 116,128 $ 121,780 Materials and Supplies 7,049 14,077 14,077 11,621 Service and Charges 15,506 17,566 17,566 20,138 Maintenance 2,193 3,600 2,470 3,600 Capital 2,063 5,290 5,290 2,500 120,526 156,661 155,531 159,639 3020 Operations Personnel Services 2,319,102 2,554,027 2,554,007 2,339,872 Materials and Supplies 20,950 32,252 29,350 27,100 Service and Charges 187,380 210,716 203,016 195,642 Maintenance 53,788 78,830 78,830 65,929 Capital 7,066 17,400 17,400 10,907 2,588,286 2,893,225 2,882,603 2,639,450 3030 Training & Continuing Education Personnel Services 43,965 51,361 49,133 49,287 Materials and Supplies 681 1,600 1,207 2,525 Service and Charges 14,379 17,843 17,843 21,443 Maintenance 633 1,126 1,126 1,125 Capital 2,517 1,099 1,099 1,200 62,175 73,029 70,408 75,580 3050 Aircraft Rescue & Fire Fighting Personnel Services 0 0 0 339,862 Materials and Supplies 0 0 0 4,250 Service and Charges 0 0 0 14850 Maintenance 0 0 0 7,700 0 0 0 366,662 Total General Fund 2,770,987 3,122,915 3,108,542 3,241,331 Total Fire Department $ 2,770,987 $ 3,122,915 $ 3,108,542 $ 3,241,331 114 Fire Department Personnel Summary 1994 1995 1996 1997 Division/Title Employees Employees Employees Employees Fire Chief 1.00 1.00 1.00 1.00 Assistant Fire Chief 1.00 1.00 1.00 1.00 Fire 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 Fire Captain 13.00 13.00 18.00 21.00 Firefighter 44.00 47.00 46.00 43.00 Senior Secretary 1.00 1.00 1.00 1.00 Total Fire Department Personnel 66.00 69.00 73.00 73.00 115 Fire Department Fire Division Fire Prevention Program Fund 1010 — General Program 3010 Program Description, Objectives and Analysis: 1 This is a three 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. I I [1 I IT Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Uniformed FTE Positions 2.00 3.00 3.00 3.00 Program Expenditures Personnel Services $ 93,715 $ 116,128 $ 116,128 $ 121,780 Materials and Supplies 7,049 14,077 14,077 11,621 Services and Charges 15,506 17,566 17,566 20,138 Maintenance 2,193 3,600 2,470 3,600 Capital 2,063 5,290 5,290 2,500 $ 120.526 $ 156,661 $ 155,531 $ 159.639 ' Demand/Workload Population of City Residential Units Total Inspections/Follow—Ups Fire Dept Educational Contacts Total Investigations Fires of Suspicious Origin Results Man —Hours All Inspections Man —Hours Investigations Loss of Life/Injury—Residential Loss of Life/Injury—Occupancies Summonses/Charges Filed Performance Measures Actual Budgeted Estimated Budgeted .. ' 1995 1996 1996 1997 54,007 54,007 55,186 55,186 20,650 21,800 21,782 21,782 1,361 900 1,200 1,200 6,047 3,000 4,000 6,000 95 100 90 100 55 30 50 50 963 .850 1,000 950 726 500 700 750 1/6 0/6 0/10 0/6 0/2 0/5 0/5 0/5 71 60 70 60 116 ' 1 I 1 I I I 1 I 1 I 1 Actual Budgeted Estimated Budgeted ' 1995 1996 1996 1997 Demand/Workload Fire Responses 856 825 950 950 ' Rescue/EMS Responses 692 700 700 700 Other Non —Fire Responses 29 30 25 30 Airport/Aircraft Responses 22 18 22 20 ' Non —City Responses 213 200 200 200 Non —Emergency Service Calls 542 500 500 500 Pre —Fire Surveys Completed 185 240 180 125 False Alarms 280 250 300 300 Results ' Property Exposed to Fire $18,291,700 $10,000,000 $13,000,000 $10,000,000 Property Value Destroyed $1,289,250 $2,500,000 $2,000,000 $2,500,000 Emergency Response Time Avg 3.6 min 3.9 min 3.9 min 3.9 min ' Structure Fire Control Time Avg 16.81 min 30 min 30 min 30 min % Fires Short of Total Loss 89.02% 75% 75% 75% Fire Department Fire Division Operations Program Fund 1010 — General Program Description, Objectives, and Analysis: Program 3020 The Operations Program responds to citizens' emergencies resulting from unfriendly fires, situations of entrapment, hazardous materials releases, and sudden injury or illness. It also assists citizens with fire protection/prevention problems, pre —fire plans target occupancies for personnel familiarization and emergency response effectiveness, and performs routine maintenance of fire hydrants and fire department vehicles and facilities. Performance objectives include maintaining an average response time of less than 4 minutes in the City, an average response time of less than 3.25 minutes on the airport, an average structural fire control time of less than 30 minutes, control of 75% of structure fires short of total loss, saving 75% of monetary value involved in or exposed to fire damage, and completing 125 pre— fire planning surveys. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Non —Uniform Fib Positions 1.00 1.00 1.00 1.00 Uniformed Fib Positions 65.00 68.00 68.00 59.00 66.00 69.00 69.00 60.00 Program Expenditures Personnel Services $ 2,319,102 2,554,027 2,554,007 2,339,872 Materials and Supplies 20,950 32,252 29,350 27,100 Services and Charges 187,380 210,716 203,016 195,642 Maintenance 53,788 78,830 78,830 65,929 Capital 7,066 17,400 17,400 10,907 $ 2,588,286 2,893,225 2,882,603 2,639,450 Performance Measures I 117 Fire Department Fire Division Training &.Continuing Education Fund 1010 — General Program 3030 Program Description, Objectives, and Analysis: This one person program is responsible for the introductory and ongoing 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. The Training & Continuing Education Program is responsible for the Department's safety program, classroom training, drill training, certification coordination and documentation, and career development preparation. Program Staff Uniformed FIE Positions Actual Budgeted Estimated 1995 1996 1996 1.00 1.00 1.00 Budgeted 1997 1.00 Program Expenditures Personnel Services $ 43,965 $ 51,361 $ 49,133 $ 49,287 Materials and Supplies 681 1,600 1,207 2,525 Services and Charges 14,379 17,843 17,843 21,443 Maintenance 633 1,126 1,126 1,125 Capital 2,517 1,099 1,099 1,200 $ 62,175 $ 70,408 $ 73,029 $ 75,580 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Fire Department Personnel 68 72 72 76 Certified Airport Firefighters 18 18 12 12 Safety Classes 12 12 12 12 Tactical Drills 31 24 20 24 Personnel Certified in CPR 68 72 72 76 Certified EMT's . 37 40 40 48 Results Man —Hours, All Training 15,198 15,000 15,000 15,000 Line —of —Duty Injuries 8 12 12 12 Certified Firefighters I/U 67 70 70 70 Certified Driver/Operators 21 24 24 30 Certified Officers I 41 63 63 68 118 1 Fire Department ' Fire Division Aircraft Rescue & Fire Fighting (ARFF) Program Fund 1010 — General Program 3050 Program Description, Objectives, and Analysis: Responds to all emergencies on Drake Field posing a threat to the welfare/safety of airport users/visitors, including plane crashes, imminent plane crashes, aircraft fires and other in—flight/on—ground emergencies, fuel leaks, routine fires on airport property, and emergency medical incidents; assists airport management in securing clear runway and other safety measures at airport; performs frequent aircraft tours to maintain personnel familiarization; and trains and drills on aircraft rescue/firefighting procedures and conventional firefighting practices to maintain skill sharpness. Actual Budgeted Estimated Budgeted ' 1995 1996 1996 1997 Program Staff Uniformed HE Positions 0.00 0.00 0.00 9.00 0.00 0.00 0.00 9.00 Program Expenditures 'Personnel Services $ 0 $ 0 $ 0 $ 339,862 Materials and Supplies 0 0 0 4,250 Services and Charges 0 0 0 14,850 Maintenance 0 0 0 7,700 $ 0 $ 0 $ 0 $ 366,662 DemandlWorkload Enplanements/Deplanements Daily — New Program for 1997 — 1,325 ID's/L's Daily Commercial Services Previously Budgeted in Program 3020 40 Other TD's/L's Daily 80 Aircraft Emergency Responses Year 8 8 8 ' Other AP Emergency Responses 14 14 14 Non —Emergency Service Calls 30 Results Life/Loss/InjuryAircraft Accidents 0/0 0/0 0/0 0/0 Life/Loss/Inj Other AP Emergencies 1/0 0/0 0/2 0/2 Emergency Response Time Average 3.25 Min 3.25 Min Certified ARFF Personnel 18 18 12 12 I Il 119 Public Works Department Public Works Director Parks & Recreation Water & Sewer Maintenance Mission Statement Wastewater Treatment Plant The mission of the Public Works Department is to make the City of Fayetteville a safer and more attractive place to live and work, protect the City's natural environment, provide the highest quality of service, continue to improve our efficiency and effectiveness, and be the best Public Works department in the state ofArkansas. PUBLIC WORKS DEPARTMENT OVERVIEW The Public Works Department consists of twelve divisions: Public Works Director, Engineering, Planning, Inspections, Street, Water Purchased, Water & Sewer Operations, Water and Sewer Maintenance, Wastewater Treatment Plant, Solid Waste, Parks and Recreation, and Traffic. Estimated 1996 expenditures are projected to be approximately $669,000 less than the 1996 budgeted expenditures of $33,282,326. The reduction is approximately 2% of all the budgets in the Department and is primarily attributed to position vacancies during the year. The 1997 Approved Budget of$34,295,134 is approximately $1.0 million more than the 1996 budget. The increase is attributed to an increase in depreciation charges, the addition of a sidewalk construction program, increased expenditures in Parks Development Fund, increased Solid Waste Operations cost, and, increased positions for the Traffic, Engineering and Inspection Divisions in General Fund. The personnel in the Public Works Department have increased by 12. The personnel changes include: the addition of a three Maintenance Workers for the Sidewalk/Trails Program; two Maintenance Workers in the Street Division; a Public Construction Inspector, a Temporary Land Agent and a Temporary Surveying Assistant in the Engineering Division; a Warehouse Attendant and a Public Works Data Clerk in the Water & Sewer Maintenance Division; a Traffic Technician in the Traffic Division, and a Residential Inspector in the Inspections Division. Some of the major projects planned for the Public Works Department in 1997 are: intersection improvements at: Township and North College and at Old Missouri and Zion Road; bridge improvements at Mud Creek and Clear Creek, drainage improvements at Centerbrook Subdivision; street improvements at Sunbridge from Villa to North College and Twentieth Street Boulevard Extension for the U of A Entrepreneurial Center ; and, continued work on the Girls Softball Complex. Additionally, further development of the City's recycling and composting programs, continued sewer system rehabilitation efforts, implementation of an In - House construction crew for the Trails/Sidewalk Program, and, installation of new traffic signals and upgrading existing traffic signal systems is planned for 1997. Category Totals Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Personnel Services $ 4,671,470 $ 5,494,294 $ 5,288,231 $ 6,192,115 Materials & Supplies 632,950 791,923 759,570 860,565 Services & Charges 13,939,345 16,961,568 16,576,395 16,662,938 Maintenance 261,214 474,092 446,296 404,091 Operations 19,504,979 23,721,877 23,070,492 24,119,709 Capital Depreciation Capital and Other Total Department 12,522,453 4,905,191 4,889,660 5,219,414 4,189,277 4,655,258 16,711,730 9,560,449 $ 36,216,709 $ 33,282,326 $ 4,652,781 4,956,011 9,542,441 10,175,425 32,612,933 $ 34,295,134 122 I Public Works Department 1997 Goals 1 • Complete the Sewer -System Study (Facility Plan) and hold a public hearing on it by April ' 1, 1997. ' • Complete at least seven in-house engineering projects in 1997. • Complete the task of converting all paper atlas sheets to computer format in 1997. ' • Prepare reports, with recommendations, that continue to update and revise development regulations through the Unified Development Ordinance process. • Present revised ordinances for adoption of Building, Electrical, Mechanical, and Plumbing Codes. • Present ordinance for consideration for adoption of Arkansas Energy Code. ' • Complete all 1997 Parks & Recreation Capital Improvements Program (CIP) projects in a timely manner. This will be accomplished by having the 1997 CIP projects prepared for bidding by January 1. • Have one Wilson Park Swimming Pool special event each month (three total). ' • Expand the Summer Tennis Program and have one special event. • Automate the Library card catalog in 1997 using existing alternative funding sources. • Automate the Library circulation processes (including reserves) and patron files in 1997 using existing alternative funding sources. • Barcode all Library circulating materials in 1997 using existing alternative funding ' sources. • Continue with planned replacement of the current mechanical parking meters with new electronic meters. Planned funding for 1997 would allow for the purchase of approximately 250 replacement meters. ' • Implement the use of hand-held data terminals to allow for more efficient issuance and processing of parking tickets and to allow for the issuance of scofflaw violations and additional 2 -hour zone violations. • Complete a traffic count map which will display the data that the Arkansas Highway and Transportation Department and the City has gathered over the past two years. 123 I Public Works Department 1997 Goals (continued) • Check all electric services that are being billed to the Traffic Division utilities account. • Add Highway 180 (Sixth Street) to the closed -loop signal system. • Install two traffic signals. Locations will be determined by Manual on Uniform Traffic ' Control Devices (MUTCD) traffic signal warrants. • Overlay 12 miles of street. I • Evaluate and acquire a track -hoe, mobile concrete mixer, and two used trucks with new spreader bodies. • Add sidewalks and trails to areas that should be connected as noted in the Master Sidewalk and Trails Plan. • Construct no less than 4,000 feet of new or replacement sewer main. • Comply with the NPDES permit limitations for wastewater plant discharge 100% of the time. • Experience no enforcement actions from regulatory agencies in all water and wastewater areas. • Submit an application for a new NPDES wastewater permit to replace the existing permit which expires in December 1997. • Provide curbside collection of household waste, recyclables, and miscellaneous bulk items to approximately 17,000 households. • Provide collection services to approximately 2,880 commercial accounts, which will include a total of approximately 230,000 collections. The Solid Waste Division will expand the recycling programs in the commercial sector. • Continue offering the residential and apartment sectors the opportunity to participate in the blue -bag recycling program, with a goal of exceeding the current 68% participation rate. • Conduct two Household Hazardous Waste Round -Ups in 1997, one in Spring and one in Fall. Solid Waste will establish a Freon Recycling Program in 1997 and will continue offering the used motor oil and antifreeze recycling program. 124 Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 ' General Fund ' 6200 Public Works Director Personnel Services $ 169,432 $ 172,294 $ 169,598 $ 179,053 Materials & Supplies 1,097 1,400 1,100 1,100 Service and Charges 10,119 16,741 9,964 16,750 Maintenance 227 500 116 500 Capital 336 1,297 1,297 1,297 181,211 192,232 182,075 198,700 ' 6210 Engineering Plans & Specifications Personnel Services 217,496 272,843 267,729 247,294 ' Materials & Supplies 5,974 6,127 6,127 3,400 Service and Charges 6,850 14,857 7,970 6,667 Maintenance 278 650 650 500 ' Capital 1,951 8,171 8,171 800 232,549 302,648 290,647 258,661 6220 Engineering Operations & Administration ' Personnel Services 131,318 138,770 138,770 159,827 Materials & Supplies 655 3,700 3,700 3,350 Service and Charges 14,900 20,836 20,836 23,736 ' Maintenance 910 1,050 1,050 1,400 Capital 16,123 1,863 500 500 163,906 166,219 164,856 188,813 ' 6230 Right of Way Acquisition Personnel Services 66,753 70,613 69,618 76,905 Materials & Supplies 1,278 4,100 3,200 1,800 Service and Charges 1,512 6,950 3,663 5,950 Maintenance 41 700 200 200 Capital 0 2,800 2,800 600 ' 69,584 85,163 79,481 85,455 6240 Public Construction Personnel Services 89,826 113,774 113,774 154,051 1 Materials & Supplies 191 1,200 950 1,050 Service and Charges 16,861 21,292 20,792 30,912 Maintenance 2,595 3,030 2,700 2,700 ' Capital 3,766 8,700 5,750 4,600 113,239 147,996 143,966 193,313 ' 6300 Planning Personnel Services 209,214 277,994 269,203 296,433 Materials & Supplies 14,386 12,200 12,200 15,600 Service and Charges 67,691 63,109 63,109 66,336 ' Maintenance 401 800 800 800 Capital 14,822 6,450 6,450 2,250 306,514 360,553 351,762 381,419 1 1 125 Public Works Department Program Expenditure Summary 11 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 , 6400 Inspections Personnel Services 272,541 291,509 291,509 327,208 Materials & Supplies 4,117 3,267 3,267 5,100 Service and Charges 37,657 38,587 38,587 49,506 Maintenance 3,795 6,367 6,367 8,422 Capital 6,592 4,780 4,745 5,620 i 324,702 344,510 344,475 395,856 5200 Parks Administration Personnel Services 82,872 86,183 86,183 95,981 Materials & Supplies 1,460 1,800 1,636 2,000 Service and Charges 8;863 14,003 13,336 15,359 Maintenance 707 2,780 1,600 2,620 Capital 3,834 1,995 1,904 0 97,736 106,761 104,659 115,960 5210 Swimming Pool Personnel Services 68,165 68,515 54,187 82,831 Materials & Supplies 21,570 21,525 16,295 29,935 Service and Charges 20,060 22,058 19,842 20,864 Maintenance 6,513 7,945 7,945 5,345 Capital 1,928 6,570 5,900 520 118,236 126,613 104,169 139,495 5220 Athletics & Recreational Transfers Personnel Services 47,468 98,735 98,735 109,914 Materials & Supplies 1,008 17,315 16,890 16,237 Service and Charges 120,863 131,450 131,450 153,279 Maintenance 0 15,887 15,887 0 Capital 2,129 2,400 2,400 600 171,468 265,787 265,362 280,030 5240 Library Service and Charges 331,782 352,402 352,402 393,013 331,782 352,402 352,402 393,013 5250 Lake Maintenance Materials & Supplies 537 913 507 500 Service and Charges 50,370 53,088 52,462 55,174 Maintenance 1,327 3,000 2,781 1,500 Capital 643 2,748 990 600 52,877 59,749 56,740 57,774 5260 Park Maintenance Personnel Services 250,588 292,286 286,403 310,040 Materials & Supplies 17,676 20,930 20,930 20,884 Service and Charges 125,631 125,885 125,885 113,595 Maintenance 74,305 87,567 83,087 53,592 Capital 7,776 6,035 6,035 3,235 475,976 532,703 522,340 501,346 126 Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 5300 Traffic Administration & Enforcement Personnel Services 36,662 24,840 24,840 35,223 Materials & Supplies 2,466 3,868 3,868 3,950 Service and Charges 15,601 2,891 2,645 2,050 Maintenance 634 204 173 300 Capital 585 1,445 1,445 250 55,948 33,248 32,971 41,773 5310 Traffic Engineering & Planning Personnel Services 51,061 73,936 73,936 76,541 Materials & Supplies 0 640 596 350 Service and Charges 767 3,977 3,977 5,708 Maintenance 148 251 216 900 51,976 78,804 78,725 83,499 5320 Traffic Control & Parking Meter Personnel Services 96,659 100,011 100,011 122,405 Materials & Supplies 9,037 11,650 11,650 7,950 ' Service and Charges 63,502 69,321 69,321 72,900 Maintenance 11,406 20,280 20,280 20,288 Capital 70 903 903 3,600 180,674 202,165 202,165 227,143 ' 5450 Public Lands Maintenance Personnel Services 63,665 112,839 94,742 146,987 ' Materials & Supplies 1,099 6,477 6,477 15,800 Service and Charges 6,238 16,650 14,776 18,850 Maintenance 1,216 1,328 343 3,000 Capital 5,289 2,598 2,448 9,550 77,507 139,892 118,786 194,187 Total General Fund 3,005,885 3,497,445 3,395,581 3,736,437 IStreet Fund 4100 Operations & Administration Personnel Services 134,811 154,529 Materials & Supplies 8,531 6,815 ' Service and Charges 412,655 415,464 Maintenance 5,375 12,169 Capital 25,541 22,723 586,913 611,700 4110 Right of Way Maintenance ' Personnel Services 92,394 101,857 Service and Charges 86,259 96,564 Maintenance 3,250 4,750 Capital 3,835 2,750 185,738 205,921 150,354 6,815 415,464 12,169 22,723 607,525 101,857 96,564 4,750 2,750 205,921 195,563 7,400 430,672 10,185 2,000 645,820 114,484 105,111 4,750 2,000 226,345 ' 127 Public Works Department . Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 4120 Street Maintenance Personnel Services 271,883 313,818 313,818 437,950 Materials & Supplies 116,241 166,219 166,219 136,610 Service and Charges 430,068 484,259 484,259 530,599 Maintenance 22,737 25,000 25,000 25,000 Capital 1,248 2,512 2,512 3,000 842,177 991,808 991,808 1,133,159 4130 Drainage Maintenance Personnel Services 170,018 178,625 178,625 149,337 Materials & Supplies 16,960 15,259 15,000 15,000 Service and Charges 164,094 233,251 217,107 .250,431 Maintenance 4,764 7,500 7,500 5,000 Capital 2,081 13,953 13,953 2,000 357,917 448,588 432,185 421,768 5500 Street Construction Service and Charges 932 0 0 0 Capital 0 126,200 126,200 0 932 126,200 126,200 0 5530 Sidewalk & Trail Maintenance Personnel Services 0 0 0 59,260 Service and Charges 0 0 0 36,340 Maintenance 0 0 0 2,500 Capital 0 0 0 6,900 0 0 0 105,000 Total Street Fund 1,973,677 2,384,217 2,363,639 2,532,092 Parks Development Fund 9250 Parks Development & Maintenance I Personnel Services 0 90,584 55,143 124,712 Materials & Supplies 0 1,720 1,720 11,720 Service and Charges 0 39,100 37,060 57,100 Maintenance 0 3,996 3,796 34,246 Capital 0 764,600 764,600 749,095 0 900,000 862,319 976,873 Total Parks Development Fund 0 900,000 862,319 976,873 Water & Sewer Fund 3800 Water Purchased Service and Charges 3,761,916 4,857,000 4,578,000 4,728,000 Depreciation 67,873 67,783 67,783 67,783 3,829,789 4,924,783 4,645,783 4,795,783 I 11 Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted ' 1995 1996 1996 1997 4000 Operations & Administration Personnel Services 340,326 352,647 352,647 452,979 Materials & Supplies 16,866 14,350 14,350 16,875 Service and Charges 1,664,733 1,715,365 1,715,365 1,786,863 Maintenance 16,205 45,415 39,192 42,675 ' Capital 25,716 27,702 27,251 27,000 Depreciation 45,651 63,463 63,463 43,971 2,109,497 2,218,942 2,212,268 2,370,363 ' 4310 Water Distribution Personnel Services 221,237 348,716 337,735 347,534 Materials & Supplies 141,045 141,500 140,000 210,000 ' Service and Charges 160„342 242,579 242,579 403,209 Maintenance 5,297 8,000 7,500 8,000 Capital 900 11,200 4,800 10,000 ' Depreciation 662,580 876,016 876,016 1,021,967 1,191,401 1,628,011 1,608,630 2,000,710 4330 Water Storage and Pump Maintenance Personnel Services 60,323 63,210 63,210 73,419 Materials & Supplies 6,274 8,000 8,000 9,000 Service and Charges 28,450 38,322 38,322 34,051 ' Maintenance 1,236 1,450 1,450 1,500 Depreciation 20,134 23,818 23,818 20,135 116,417 134,800 134,800 138,105 4410 Sewer Main Maintenance Personnel Services 426,534 475,112 459,357 518,816 Materials & Supplies 57,773 159,069 147,000 152,000 ' Service and Charges 389,421 470,100 433,182 450,653 Maintenance 17,920 20,000 17,500 20,000 Capital 1,200 7,000 6,500 7,000 Depreciation 600,781 741,008 739,101 804,522 1,493,629 1,872,289 1,802,640 1,952,991 5100 Waste Water Treatment Plant Materials & Supplies 2,252 3,004 3,004 3,004 Service and Charges 3,087,663 3,519,217 3,519,217 3,376,409 Maintenance 2,279 104,446 104,446 61,700 Capital 0 1,500 1,500 1,500 Depreciation 2,763,834 2,797,326 2,797,326 2,852,406 5,856,028 6,425,493 6,425,493 6,295,019 ' 5600 Capital Water Mains Personnel Services 17,380 0 0 0 ' Materials & Supplies 39,046 0 0 0 • Service and Charges 45,918 25,125 24,402 1,000 Capital 7,377,372 2,602,351 2,602,351 3,183,600 7,479,716 2,627,476 2,626,753 3,184,600 ' 129 Public Works Department Program Expenditure Summary 11 it Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 5610 Water & Sewer Capital Capital 44,206 63,704 63,161 28,380 44,206 63,704 63,161 28,380 ' 5620 Water & Sewer Connections Personnel Services 81,094 82,892 82,892 96,931 ' Materials & Supplies 65,030 70,000 62,000 65,000 Service and Charges 73,619 43,050 41,012 39,429 Maintenance 2,849 4,500 2,550 2,933 222,592 200,442 188,454 204,293 5700 Sewer Main Construction Service and Charges 1,432 629,748 626,510 0 Capital 4,362,104 570,509 570,509 0 4,363,536 1,200,257 1,197,019 0 5800 Waste Water Treatment Plant Capital 1 Service and Charges 101 200 101 200 Capital 176,042 345,090 344$40 1,055,000 , 176,143 345,290 344,641 1,055,200 6800 Debt Service Service and Charges 708,370 831,525 821,530 805,755 708,370 831,525 821,530 805,755 Total Water & Sewer Fund 27,591,324 22,473,012 22,071,172 22,831,199 Solid Waste Fund 5000 Operations & Administration Personnel Services 199,328 264,279 214,804 340,411 Materials & Supplies 3,634 4,300 4,300 6,850 Service and Charges 315,252 343,644 340,552 402,929 Maintenance 3,439 3,350 2,150 3,150 Capital 11,428 13,626 13,626 7,150 Depreciation 12,987 15,135 15,135 14,301 546,068 644,334 590,567 774,791 5010 Commercial Collections Personnel Services 223,647 258,425 232,759 277,899 Materials & Supplies 174 2,000 1,900 4,000 Service and Charges 851,756 1,032,991 1,032,991 1,126,495 Maintenance 30,621 30,500 26,830 30,500 Capital 43,295 23,600 23,600 53,217 Depreciation 3,668 19,481 19,481 14,102 1,153,161 1,366,997 1,337,561 1,506,213 130 Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 5020 Residential Collections Personnel Services 434,392 466,434 457,768 317,485 Materials & Supplies 210 350 350 350 Service and Charges 620,979 755,574 754,606 744,528 Maintenance 35,863 35,482 35,283 35,485 Capital 764 7,215 7,200 4,150 Depreciation 0 0 0 1,200 1,092,208 1,265,055 1,255,207 1,103,198 5060 Recycling • Personnel Services 64,272 61,727 61,727 160,441 Materials & Supplies 75,457 78,825 76,469 91,200 Service and Charges 107,178 110,192 105,469 172,202 Maintenance 3,069 10,535 9,010 9,800 Capital 379,635 238,801 238,746 34,750 ' Depreciation 11,769 51,228 50,658 115,624 641,380 551,308 542,079 584,017 5070 Composting Personnel Services 80,111 86,297 86,297 104,201 Materials & Supplies 906 3,400 3,050 2,550 Service and Charges 128,940 104,201 101,086 130,313 ' Maintenance 1,807 4,660 2,975 4,600 Capital 1,242 1,400 1,400 8,650 213,006 199,958 194,808 250,314 ' Total Solid Waste Fund 3,645,823 4,027,652 3,920,222 4,218,533 Total Public Works Department $ 36,216,709 $ 33,282,326 $ 32,612,933 $ 34,295,134 I I I I I I ' 131 Public Works Department Personnel Summary I 1994 1995 1996 1997 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 1.00 1.00 1.00 Public Works Management Assistant 1.00 0.00 0.00 0.00 Senior Secretary 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 Public Lands Maintenance Program Landscape Administrator/Horticulturist 0.00 1.00 1.00 1.00 Square Gardens Manager 0.00 1.00 1.00 1.00 Trailways/Sidewalks Coordinator 0.00 0.00 1.00 1.00 Maintenance Worker III 2.00 3.00 3.00 3.00 Public Works Crew Leader 0.00 0.00 0.00 1.00 Maintenance Worker (Part—time) 0.00 1.00 1.00 1.00 Maintenance Worker IV 0.00 0.00 0.00 2.00 2.00 600 700 1n_0n Engineering Division City Engineer 1.00 1.00 1.00 1.00 Staff Engineer 3.00 3.00 3.00 3.00 Project Inspector 3.00 3.00 3.00 4.00 Engineering Assistant 1.00 1.00 1.00 1.00 Senior Drafter 1.00 1.00 1.00 1.00 Draftsman! 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 CAD Drafter 0.00 1.00 1.00 1.00 Engineering Technician 0.00 1.00 1.00 1.00 Land Agent (Temporary) 0.00 0.00 0.00 1.00 Surveying Assistant (Temporary) 0.00 0.00 0.00 1.00 13nn icon icon 1R on 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 Senior Planning Clerk 0.50 2.00 2.00 2.00 Permit Clerk 1.00 1.00 1.00 1.00 Planning Intern 0.00 1.00 1.00 1.00 Development Coordinator 0.00 0.00 1.00 1.00 Landscape Architect Intern 0.00 0.00 0.50 0.50 5.50 8.00 9.50 9.50 Inspections Division Inspection Director 1.00 1.00 1.00 1.00 City Codes Inspector 3.00 4.00 4.00 5.00 Property and Sign Inspector 1.00 1.00 1.00 • 1.00 Code Enforcement Inspector 0.00 0.00 0.50 0.50 Senior Permit Clerk 1.00 1.00 1.00 1.00 Permit Clerk 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 8.00 9.00 9.50 10.50 132 Public Works Department Personnel Summary ' 1994 1995 1996 1997 ' Division/Title Employees Employees Employees Employees Water & Sewer Maintenance Division Water/Sewer System Maintenance Supt. 1.00 1.00 1.00 1.00 Lead Warehouse Attendant 1.00 1.00 1.00 1.00 Crew Leader 11.00 12.00 12.00 12.00 Field Service Representative 2.00 3.00 3.00 3.00 Maintenance Worker III 10.00 9.00 11.00 11.00 Maintenance Worker IV 8.00 8.00 9.00 9.00 Sewer Maintenance Tech II 1.00 1.00 1.00 1.00 Operations Assistant 1.00 1.00 1.00 1.00 ' W&S Operations Clerk 1.00 1.00 1.00 1.00 Warehouse Attendant 1.00 1.00 1.00 2.00 Public Works Data Clerk 0.00 0.00 0.00 1.00 37.00 38.00 41.00 43.00 ' Street Division Street Maint. Superintendent 1.00 1.00 1.00 1.00 Crew Leader 3.00 4.00 4.00 4.00 ' Maintenance Worker II 4.00 2.00 2.00 2.00 Maintenance Worker III 6.00 6.00 8.00 10.00 Maintenance Worker IV 6.00 7.00 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 ' 27.00 27.00 29.00 31.00 Solid Waste Division ' Environmental Affairs Administrator 1.00 1.00 1.00 1.00 Operations Supervisor 1.00 1.00 1.00 1.00 Lead Worker 10.00 11.00 11.00 11.00 Truck Driver 10.00 13.00 14.00 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 2.00 2.00 2.00 2.00 ' Maintenance Worker IV 3.00 3.00 3.00 3.00 Waste Reduction Coordinator 1.00 1.00 1.00 1.00 34.00 38.00 39.00 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 1.00 1.00 1.00 Public Works Operations Assistant 1.00 1.00 1.00 1.00 '• Senior Clerk Typist 0.00 0.00 1.00 1.00 Maintenance Worker II 2.00 2.00 3.00 3.00 Maintenance Worker III 2.00 2.00 2.00 2.00 Maintenance Worker IV 1.00 1.00 1.00 1.00 ' Maintenance Worker V 1.00 1.00 1.00 1.00 Landscape Maintenance Specialist 0.00 1.00 1.00 1.00 Groundskeeper (Part—time) 1.50 1.80 7.27 7.27 • Custodian 0.00 0.00 0.66 0.66 • Ballfreld Maintenance (Part—time) 1.84 1.84 1.84 1.84 Concession Manager (Part—time) 0.53 0.53 0.53 0.53 ' 133 Public Works Department Personnel Summary I 1994 1995 1996 1997 Division/Title Employees Employees Employees Employees 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) 2.65 2.65 2.65 2.65 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 1.00 1.00 21.33 23.63 32.76 32.76 , Traffic Division Traffic Superintendent 1.00 1.00 1.00 1.00 Traffic Signal Technician 2.00 2.00 2.00 2.00 Traffic Technician 1.00 1.00 1.00 2.00 Parking Enforcement (Part—time) 1.00 1.00 2.00 2.00 PW Data Clerk 1.00 1.00 1.00 1.00 6.00 6.00 7.00 8.00 Total Public Works Personnel 156.83 173.63 192.76 204.76 134 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 & 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. I Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 3.00 3.00 3.00 3.00 Program Expenditures ' Personnel Services $ 169,432 $ 172,294 $ 169,598 $ 179,053 Materials and Supplies 1,097 1,400 1,100 1,100 Services and Charges 10,119 16,741 9,964 16,750 Maintenance 227 500 116 500 Capital 336 1,297 1,297 1,297 $ 181,211 $ 192,232 $ 182,075 $ 198,700 1 1997 Objectives ' 1. Oversee completion of the 1997 portion of in—house construction projects for Engineering, Parks & Recreation, Street, and Water & Sewer Divisions. ' 2. Oversee implementation of Public Works capital projects budgeted for 1997. 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. 135 Public Works Department City Engineering Division Plans and Specifications Program Fund 1010 — General Program Description, Objectives, and Analysis: This program provides both in—house engineering and management of contract engineering services in connection with the Capital Improvements Program (CIP). This program also provides for City oversight of contracted construction services in connection with the water/sewer system, streets, drainage, and responds to other Departmental and citizen requests for various engineering services. The objectives are to provide quality in—house engineering for those projects chosen for. in—house work, to acquire and manage engineering and construction contracts for work that cannot be done in—house, and to provide engineering support for the other Departments and for the general public. II El 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. The performance measures listed below show the number and value of the CIP projects managed by the Engineering Division. In addition, the measures also show the number and value of the projects completed and expensed/obligated. Of the projects that are currently underway, the amounts expensed represent funds paid during the year and the obligated amounts represent expenses that are under contact and will be paid in the future. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 6.70 6.40 6.40 6.35 Program Expenditures Personnel Services $ 217,496 $ 272,843 $ 267,729 $ 247,294 Materials and Supplies 5,974 6,127 6,127 3,400 Services and Charges 6,850 14,857 7,970 6,667 Maintenance 278 650 650 500 Capital 1,951 8,171 8,171 800 $ 232,549 $ 302,648 $ 290,647 $ 258.661 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. CIP Projects Assigned to Division 34 37 38 58 2. Value of CIP Projects Assigned $17,555,200 $10,610,400 $10,630,400 $15,077,700 3. In—house Preparation of Plans/ Specifications for CIP Projects 7 10 20 6 4. Management of Eng Contracts 14 15 14 19 5. In —House Studies and Reports 3 3 5 3 Results 1. CIP Projects — Completed 10 5 6 20 2. Amt. of CIP Projs — Completed $1,450,400 $1,232,200 $1,252,200 $4,800,000 3. CIP Projects Expensed/Obligated 23 20 20 25 4. Amt. of CIP Projects — Expensed $10,996,600 $2,991,200 $2,991,200 $4,600,000 5. Amt. of CIP Projects — Obligated $1,859,80q 36 $2,032,400 $2,032,400 $3,100,000 I I I C I Public Works Department City Engineering Division Operations & Administration Program Fund 1010 — General Program Description, Obiectives, and Analysis: The purpose of this program is to administer the other programs of the City Engineering Division and 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, the detailed review of detailed plans and specifications for infrastructure improvements submitted by private developers, and conversion of all paper map atlas pages to computer map pages. Program 6220 ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff ' Full —Time Equivalent Positions 3.30 3.60 3.60 4.15 Program Expenditures ' Personnel Services $ 131,318 $ 138,770 $ 138,770 $ 159,827 Materials and Supplies 655 3,700 3,700 3,350 Services and Charges 14,900 20,836 20,836 23,736 ' Maintenance 910 1,050 1,050 1,400 Capital 16,123 1,863 500 500 $ 163,906 $ 166,219 $ 164,856 $ 188,813 Performance Measures ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 ' Demand/Workload 1. Detailed Subdivision Plans to Review and Approve 56 80 45 50 2. Planning Commission Reports to Prepare for Tandem Lots, Lot Splits, LSD's & ROW's 103 125 100 100 ' 3. Grading and Drainage Plans to Review and Approve 50 100 50 60 4. CIP Projects to Manage 15 20 20 25 ' Results 1. Detailed Subdivision Plans Reviewed and Approved 56 80 45 50 2. Planning Commission Reports Prepared for Tandem Lots, Lot Splits, LSD's & ROW's 103 125 100 100 3. Grading and Drainage Plans Reviewed and Approved 50 100 50 60 4. CIP Projects Managed 15 20 20 25 ' 137 Public Works Department ' City Engineering Division , Right of Way Acquisition Fund 1010 — General Program 6230 I Program Description, Objectives, and Analysis: . This purpose of this program is to acquire rights —of —way and easements necessary to facilitate various capital improvements; to maintain the City records of easements, rights —of —way, and other lands; to • ' provide supervision of the sale or purchase of property; and to respond to inquiries and requests from other City Departments and the general public. Program Staff Full —Time Equivalent Positions Program Expenditures Actual Budgeted 1995 1996 2.00 2.00 Estimated 1996 2.00 Budgeted 1997 3.00 Personnel Services $ 66,753 $ 70,613 $ 69,618 $ 76,905 Materials and Supplies 1,278 4,100 3,200 1,800 Services and Charges 1,512 6,950 3,663 5,950 Maintenance 41 700 200 200 Capital 0 2,800 2,800 600 $ 69,584 $ 85,163 $ 79,481 $ 85,455 i Performance Measures Actual Budgeted Estimated Budgeted , 1995 1996 1996 1997 Demand/Workload 1. Projects Requiring Acquisition of 8 25 20 25 Easements and Rights —of —Way 2. Management of Appraisal Service 6 5 4 5 Contracts 3. Acquisition and Disposal of 3 5 2 5 Properties Results t The anticipated results from this program are the timely acquisition of easements and rights —of —way connected to Public Works construction, the sale and acquisition of properties in an appropriate and cost—effective manner, and the start of a computer —based land management system. 1 138 I I I I Public Works Department City Engineering Division Public Construction Program Fund 1010 — General Program Description, Objectives, and Analysis: The purpose of this program is to provide inspection services in conjunction with infrastructure projects engineered and/or constructed by City staff. In addition this program provides supplemental inspections for City projects engineered by private engineering firms and constructed by private developers. Responsibilities include making recommendations on final acceptance of all projects (streets, sidewalks, water & sewer lines) constructed for City ownership and maintenance. Program 6240 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 3.00 3.00 3.00 4.50 Program Expenditures Personnel Services $ 89,826 $ 113,774 $ 113,774 $ 154,051 Materials and Supplies 191 1,200 950 1,050 Services and Charges 16,861 21,292 20,792 30,912 Maintenance 2,595 3,030 2,700 2,700 '• Capital 3,766 8,700 5,750 4,600 $ 113,239 $ 147,996 $ 143,966 $ 193,313 Performance Measures ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 ' Demand/Workload 1. Subdivision Construction Projects 60 50 60 60 2. City Construction Projects 10 10 6 10 Results Ii. The public safety and welfare is protected by observing the construction of public improvements, including water lines, sewer lines, street construction, and drainage improvements. ' 2. Insurance that public improvements are constructed and tested in accordance with the approved plans and specifications, City Ordinances, and State Health Department requirements. ' 3. Insurance that all material performance tests are successfully administered. 4. Completion of final inspections for all projects. 1 ' 139 Public Works Department Planning Division Planning Program Fund 1010 — General 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 and reviews building permits each year to insure compliance of Federal and State laws, as well as local ordinances; and 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. Program 6300 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 8.00 9.50 9.50 9.50 Program Expenditures Personnel Services $ 209,214 $ 277,994 $ 269,203 $ 296,433 Materials and Supplies 14,386 12,200 12,200 15,600 Services and Charges 67,691 63,109 63,109 66,336 Maintenance 401 800 800 800 Capital 14,822 6,450 6,450 2,250 $ 306,514 $ 360,553 $ 351,762 $ 381,419 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1) Public Meetings 128 100 100 100 2) Agendas Assembled 58 50 50 50 3) Committee Meetings 160 165 165 160 4) Developer Consultation Meetings 115 100 100 75 3) Public Inquiries 19,728 13,250 13,250 13,250 5) Ordinances Revised/Updated 9 2 2 3 6) Special Rpts/Research Projects 8 10 10 10 7) Public Outreach Programs 6 8 8 8 8) Planning Rpts/Recommendations 116 300 300 150 Results 1) Staff Hours per Public Hearing 43 42 42 60 2) Staff Hours per Agenda Item 5 5 . 5 7 3) Staff Hours per Committee Mtg 16 16 16 20 4) Staff Hours per Special Report 33 33 33 65 5) Staff Hours per Outreach Prog 60 60 60 60 6) Staff Minutes per Public Inquiry 5 5 5 5 I I 140 I I I I C I I Public Works Department Inspections Division Inspections Program Fund 1010 — General Program 6400 Program Description, Objectives, and Analysis: The purpose of the Inspections Division is to protect public life, health, and welfare in the building environment. The City of Fayetteville Inspections Division is actually a building program that issues permits for buildings and structures and inspects buildings, structures, and property for safety and health codes compliance. Permits are issued and inspections are made to construct, enlarge, alter, repair, move, demolish, occupy, or change occupancy of a building or structure and to the erection, installment, enlargement, alteration, repair, removal, conversion, or replacement of signs and electrical, gas, mechanical, and plumbing systems. Drawings with construction details and specifications are submitted for review to obtain permits for construction. Properties and buildings are inspected and codes are enforced to assure safe and healthy conditions. Actual 1995 Program Staff Full —Time Equivalent Positions 9.00 Budgeted 1996 9.50 Estimated 1996 9.50 Budgeted 1997 10.50 ' Personnel Services $ 272,541 $ 291,509 $ 291,509 $ 327,208 Materials and Supplies 4,117 3,267 3,267 5,100 Services and Charges 37,657 38,587 38,587 49,506 Maintenance 3,795 6,367 6,367 8,422 Capital 6,592 4,780 4,745 5,620 $ 324,702 $ 344,510 $ 344,475 $ 395,856 I I I I Demand/Workload 1. Building Plans Submitted 2. Permit & C of O Applications 3. Requests for Inspections 4. Building Permits Issued 5. Code Enforcement Requests Results 1. Building Plans Reviewed 1,170 1,300 1,196 1,300 2. Permits and C of O's Issued 5,652 6,900 6,280 6,900 3. Inspections Made 31,324 31,900 29,000 31,900 4. Code Enforcement Inspections 1,981 1,700 1,685 1,900 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 1,251 1,400 1,250 1,400 5,755 6,000 5,580 6,000 32,998 33,000 30,000 33,000 1,083 1,300 1,150 1,300 4,212 1,500 4,213 4,681 I 141 Public Works Department Parks & Recreation Division Administration Program Fund 1010 - General Program Description, Objectives, and Analysis: Plan, schedule, budget, execute, monitor, and evaluate the five Parks and Recreation Division programs including Swimming Pool, Athletic/Recreation Transfers, Administration, Park Development, and Park Maintenance in the most efficient and cost—effective manner that meets public needs for leisure services, facilities, and programs. I Program 5200 ' Provide support to the Parks and Recreation Advisory Board (PRAB); cooperate and coordinate facilities and programs with special interest groups; and manage 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 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 3.00 3.00 3.00 3.00 Program Expenditures Personnel Services $ 82,872 $ 86,183 $ 86,183 $ 95,981 Materials and Supplies 1,460 1,800 1,636 2,000 Services and Charges 8,863 14,003 13,336 15,359 Maintenance 707 2,780 1,600 2,620 Capital 3,834 1,995 1,904 0 $ 97,736 $ 106,761 $ 104,659 $ 115,960 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 ' Demand/Workload Programs Supervised/I'otal Budget 4 / $1,110,179 4 / $2,397,732 5 / $1,980,276 5 / $2,360,454 Safe, Clean Parks 39 46 46 48 PRAB Meetings 20 24 17 12 Public Relations Presentations 18 20 12 12 Full—Time/Part—Time Positions 11/35 13 / 37 16 / 46 16 / 46 Registered # Resrvd Park Facilities 254 300 300 300 # of Capital Projects Scheduled 5 28 28 10 Results # Capital Projects Completed 5 11 8 10 # Groups Adopting Parks 8 15 15 18 % Reports Completed 100% 100% 100% 100% 142 C I CI I I I C I 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. • Provides 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 teams, parties, and gatherings. Provides maintenance to operate the pool in a safe, clean, and efficient manner. * Trains and supervises pool staff to operate the pool in a safe, sanitary environment for the public to enjoy. Program Staff Full —Time Equivalent Positions Program Expenditures Personnel Services $ 68,165 $ 68,515 $ 54,187 $ 82,831 Materials and Supplies 21,570 21,525 16,295 29,935 Services and Charges 20,060 22,058 19,842 20,864 Maintenance 6,513 7,945 7,945 5,345 Capital 1,928 6,570 5,900 520 $ 118,236 $ 126,613 $ 104,169 $ 139,495 Actual 1995 5.60 Budgeted 1996 5.60 Estimated Budgeted '1996 1997 5.60 5.60 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload ' Days of Swimming 98 100 101 100 Hours of Open to Public 729 750 707 700 Staff Hours to Operate Pool 8,800 9,500 9,500 9,500 ' Swimming Lessons Enrollment 385 500 300 300 Highest Daily Attendance 703 850 672 700 Total Attendance 32,328 40,000 30,000 30,000 ' Average Daily Attendance 321 420 407 420 Results • Cost/Participant $3.62 $2.93 $3.88 $4.65 • Cost/Hour of Operation $162.09 $166.10 $164.67 $199.11 Cost/Participant After Revenues $1.72 $1.37 $2.04 $2.81 Revenues Produced $62,413 $67,000 $55,102 $55,000 143 11 Public Works Department Parks & Recreation Division Athletic/Recreation Transfers Program Fund 1010 — General Program Description, Objectives, and Analysis: Provide recreational opportunities for the public through sport leagues, clinics, summer playground programs, arts and crafts, and tennis. 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 generates a large portion of their operating funds. Program 5220 Actual Program Staff 1995 Full —Time Equivalent Positions 3.51 Program Expenditures Personnel Services $ 47,468 Materials and Supplies 1,008 Services and Charges 120,863 Maintenance 0 Capital 2,129 $ 171,488 Demand/Workload Teams/Participants Basketball Teams/Participants Volleyball Teams/Participants Adult Softball Teams/Participants Girls Softball Participants Summer Tennis Participants Martial Arts Participants Dance Summer Playground Duplicated Arts & Crafts Average per Day FYC Youth Memberships FYC Adult/Family Memberships FYC Attendance Adult Center Memberships Adult Center Attendance Elderly Nutrition Sites Results Cost per FYC Member Youth Center Cost/Visit Cost per Adult Center Member Adult Center Cost/Visit Elderly Meals Served Budgeted 1996 3.51 $ 98,735 17,315 131,450 15,887 2,400 $ 265,787 Performance Measures I C C Estimated Budgeted 1996 1997 3.51 3.51 98,735 $ 109,914 16,890 16,237 131,450 153,279 15,887 0 2,400 600 $ 265,362 $ 280,030 1 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 21/269 65/780 30/360 30/360 46/414 30/360 43/338 43/338 206/3,292 200/3,000 200/3,000 200/3,000 37/481 35/455 35/455 35/455 99 200 200 200 212 250 250 250 203 250 250 250 48 (Undupl) 1,980 1,980 2,000 81 (Dupl) 2,200 2,200 2,200 • 2,123 2,900 2,850 2,900 537 600 575 600 • 245,000 290,000 285,000 290,000 157 200 200 200 27,982 35,000 35,000 35,000 7 8 8 8 $33.68 $25.83 $25.88 $25.83 $35 $31 $31 $31 $171.98 $145.00 $140.00 $145.00 $.97 $.83 $.80 $.83 188,166 123,500 123,000 123,500 It!! I 1 Li I I C I I I I I I Public Works Department Parks & Recreation Division Library Program Fund 1010 — General Program 5240 Program Description, Objectives, and Analysis: The Library's function is to be responsive to the expectations of the community by meeting the educational, recreational, and informational demands in a service —oriented atmosphere. The library performs this task by providing trained staff, and materials necessary to meet the needs of the citizens in a building provided by the City. The Library is funded from two primary sources: Transfer from the City of Fayetteville (shown here) and a transfer from the Washington County Library Board. The Library is part of the Washington County and Ozarks Regional Library Systems and functions under an independent Board of Trustees. 1997 will be an exciting year for the library with the automation of the catalog and circulation functions. During the first year, this project will be funded with private donations received in prior years. Therefore, the 1997 figures presented here are not for the library automation project. Rather, they are the ongoing costs necessary to provide continuing basic library services to the City and with the goal of restoring evening hours on Mondays and Wednesdays. Program Staff Full —Time Equivalent Positions Actual Budgeted 1995 1996 Estimated 1996 Budgeted 1997 21.35 23.94 23.94 27.33 Program Expenditures Services and Charges $ 331,782 $ 352,402 $ 352,402 $ 393,013 $ 331,782 $ 352,402 $ 352,402 $ 393,013 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Population (Fayetteville only) 54,007 54,007 55,186 55,186 Annual Patron Visitations 181,016 204,306 202,923 204,922 Annual Program Attendance 14,222 18,018 16,105 16,910 Annual Circulation 266,373 300,014 281,187 296,821 Annual Reference Transactions 31,292 33,000 32,000 33,000 Annual In —House Materials Use 526,385 528,756 528,756 560,920 Annual Requests Reserved 6,180 6,200 6,200 6,402 Results Holdings per Capita (Fay only) 0.81 1.24 0.81 0.81 FTE Service Staff 21.35 23.94 22.57 27.33 Daily Circulation 951 1,090 962 973 Daily In —House Use 1,880 1,998 1,817 1,895 Annual Volunteer Hours 5,643 5,150 5,789 5,938 Annual Library Cards Issued 4,098 4,495 4,220 4,346 Li Public Works Department Parks & Recreation Division Lake Maintenance Program Fund 1010 — General Program 5250 Program Description, Objectives, and Analysis: The purpose of this program is to operate, manage, and maintain Lake Fayetteville, Lake Sequoyah, and Lake Wilson to meet the needs of the public. The City awards annual contracts to boatdock operators at Lake Fayetteville and Lake Sequoyah to manage the lakes according to the City Ordinances. The boatdock operators manage the lakes by monitoring boatdock operations that consist of stall rentals, boat storage, and fishing/boating permits. In addition, this program provides for the maintenance of the lake parks, which includes mowing and general repairs to enhance the parks and keep them safe for public use. Throughout the year, the City works with the Arkansas Game and Fish Commission in stocking the lakes with fish and abiding by their regulations. ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures Materials and Supplies $ 537 $ 913 $ 507 $ 500 Services and Charges 50,370 53,088 52,462 55,174 Maintenance 1,327 3,000 2,781 1,500 Capital 643 2,748 990 600 $ 52,877 $ 59,749 $ 56,740 $ 57,774 Performance Measures Demand/Workload Daily Fishing Permits Lake Fay Daily Fishing Permits Lake Seq Season Fishing Permits Lake Fay Season Fishing Permits Lake Seq Boat Stalls Rented Lake Fay Boat Stalls Rented Lake Seq Results Lake Fay Expenses Lake Fay Income Lake Seq Expenses Lake Seq Income Cost/Participant Lake Fay Cost/Participant Lake Seq Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 5,123 6,500 4,987 5,000 8,176 5,000 5,555 6,000 344 300 288 300 425 225 399 400 44 64 36 40 78 33 72 75 $26,694 $29,426 $27,651 $29,208 $24,971 $32,000 $23,000 $23,000 $25,647 $29,210 $25,565 $28,064 $29,542 $21,000 $24,500 $25,000 $4.88 $4.54 $5.24 $5.51 ' $2.98 $5.40 $4.29 $4.39 146 ' Public Works Department ' Parks & Recreation Division Parks Maintenance Program Fund 1010 — General Program 5260 ' Program Description, Objectives, 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 Association, Babe Ruth Baseball, American Legion, Soccer Association, 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 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. For 1996, funding was added for an Athletic Field Crew Leader and additional summer groundskeepers. Actual Budgeted Estimated Budgeted Program Staff 1995 1996 1996 1997 Full —Time Equivalent Positions 11.52 13.35 13.35 13.35 Program Expenditures ' Personnel Services $ 250,588 $ 292,286 $ 286,403 $ 310,040 Materials and Supplies 17,676 20,930 20,930 20,884 Services and Charges 125,631 125,885 125,885 113,595 Maintenance 74,305 87,567 83,087 53,592 '• Capital 7,776 6,035 6,035 3,235 $ 475,976 $ 532,703 $ 522,340 $ 501,346 I J I I Performance Measures Actual Budgeted 1995 1996 Demand/Workload Park Sites/Acreage Maintained 39/3,137 Restrooms Maintained 10 Tennis Courts/Soccer Fields 9/10 Softball/Bambino Baseball Fields 6/7 Babe Ruth/American Legion 3/2 Results Estimated Budgeted 1996 1997 46/3,184 45/3,160 48/3,172 14 11 12 9/12 9/12 9/14 6/9 6/8 10/8 3/2 3/2 3/2 Acres Mowed/Year 3,053 3,174 3,100 3,174 Litter & Restroom Hours/Year 2,338 2,800 2,500 2,800 Playgrnd & Gen Maint Hours/Year 3,810 3,000 2,700 3,000 Ballfield Maintenance Hours/Year 3,618 4,000 3,800 4,000 Concession Stand Revenue $26,729 $28,000 $28,000 $28,000 I 147 Public Works Department Traffic Division Administration & Enforcement Program Fund 1010 — General Program Description Objectives, and Analysis: The primary duties of the staff include implementing parking rules and regulations, increasing public . awareness of the ordinances which regulate parking, and responding to the needs of citizens regarding inquiries and complaints concerning parking matters. I I Program 5300 ' In 1996, this program continued stepped —up enforcement of the City's parking ordinance begun in 1995 at the direction of the Mayor. This included holding public hearings about parking problems, updating computer software, continuing to vigorously issue overdue notices and court summonses to habitual offenders making recommendations on the need for updated parking enforcement equipment, and implementing a hang —tag program for long—term parking meter users. Parking Enforcement Officers continue to be trained to do minor meter repairs and preventive meter . maintenance. The City also began the process for replacing downtown parking meters with new electronic meters. This process is scheduled to occur through 1999. Program Staff Full —Time Equivalent Positions Program Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital Demand/Workload On -street metered spaces Off-street metered spaces Gated or rental spaces Un-metered (free) spaces Parking tickets issued Results Actual Budgeted Estimated 1995 1996 1996 2.00 2.00 2.00 Budgeted 1997 2.00 C I I I 11 I $ 36,662 $ 24,840 $ 24,840 $ 35,223 2,466 3,868 3,868 3,950 15,601 2,891 2,645 2,050 634 204 173 300 585 1,445 1,445 250 $ 55,948 $ 33,248 $ 32,971 $ 41,773 , Parking tickets paid Parking tickets voided Parking ticket clearance rate Parking ticket revenue Meter revenue (General Fund) Parking revenue (Off -Street Fund) Performance Measures I Actual Budgeted Estimated Budgeted 1995 1996 1996 .1997 315 319 315 315 338 343 335 335 .834 834 834 834 263 263 263 263 16,918 14,000 25,000 20,000 12,003 9,250 16,000 14500. 306 500 900 500 73% 70% 68% 75% $21,034 $34,000 $40,000 $29,000 $33,138 $34,000 $34,000 $34,000 $155,690 $161,372 $170,305 $172,000. 148 1 Public Works Department Traffic Division ' Engineering & Planning Program ' Fund 1010 — General Program 5310 Program Description, Objectives, and Analysis: The Engineering & Planning Program manages the Traffic Division activities using proven engineering ' studies and procedures in order to improve 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 include: supervising four employees, managing two programs, and administering operations and capital projects to insure traffic management systems are maintained and upgraded. The 1997 Budget provides funding to upgrade more street markers for increased visibility and to upgrade traffic signals to expand the City's closed loop traffic signal system. In 1997, plans are to coordinate Highway 180 (Sixth Street) with the College Avenue signal system. ' The Engineering & Planning Program provides the traffic studies and data necessary to manage the Traffic Division as efficiently as possible and provides information to other Departments as requested. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 1.00 2.00 2.00 2.00 Program Expenditures Personnel Services $ 51,061 $ 73,936 $ 73,936 $ 76,541 Materials and Supplies 0 640 596 350 ' Services and Charges 767 3,977 3,977 5,708 Maintenance 148 251 216 900 $ 51,976 $ 78,804 $ 78,725 $ 83,499 Performance Measures ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Employees Supervised 4 6 4 4 Programs Managed 3 3 2 2 Citizen Requests Received 586 400 725 700 Traffic Studies 40 40 50 50 Results ' Training Sessions 5 3 3 3 Citizen Requests Answered 487 400 530 600 Traffic Studies Completed 47 40 50 50 I 11 Public Works Department Traffic Division Traffic Control & Parking Meter Maintenance Program Fund 1010 — General Program Description, Objectives and Analysis: k Program 5320 1 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 improve 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 1996 and the 5 —Intersection, Closed —Loop Signal System on North 71B (near the NWA Mall) installed by the Traffic Division. The Traffic Division also makes their own traffic signs and special signs for other City departments. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 3.00 3.00 3.00 4.00 Program Expenditures L I I I L.' I Personnel Services $ 96,659 $ 100,011 $ 100,011 $ 122,405 Materials and Supplies 9,037 11,650 11,650 7,950 Services and Charges 63,502 69,321 69,321 72,900 Maintenance 11,406 20,280 20,280 20,288 Capital 70 903 903 3,600 $ 180,674 $ 202,165 $ 227,143 202.165 $ I Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Signs 5,500 5,500 5,200 5,400 Traffic Signals 55 50 50 55 Parking Meters 675 675 675 675 Contracted Miles of Striping 30 30 30 30 Street Markers to Upgrade 0 400 200 200 Results Sign Repairs 2,197 2,800 2,800 3,000 Signal Repairs 140 200 260 350 Parking Meter Repairs 241 700 50 50 Striping Contracted (Miles) 34 30 30 30 Work Orders Issued 696 1,200 1,000 1,200 Street Markers Upgraded 0 400 200 200 D I 150 I I I I 111 I L LI I Public Works Department Public Works Director Division Public Lands Maintenance Program Fund 1010 — General Program 5450 Program Description, Objectives, and Analysis: This program provides three related services: 1) Tree Ordinance administration, including a comprehensive inventory and maintenance of publicly —owned trees and maintenance of City —owned entryways, street right—of—ways, and parking lots; 2) Sidewalk/Trails Ordinance administration on a City—wide basis and maintenance of City —owned sidewalks and trails; and 3) maintenance and landscaping of the City Square Gardens. Planned services include continued public education/coordination and interface with several committees, including Tree & Landscape, Environmental Concerns, Square Gardens, and Trails Advisory Committees. The program will provide ongoing and cost—effective rehabilitation, implementation, coordination, and maintenance of City landscaping and City sidewalks and trails; continued coordination with Planning for developments submitted for review; and continued coordination with Planning, Inspections, and Engineering for sidewalk specifications/ related development ordinances, the Landscape Manual, and related ordinances in conjunction with the Unified Development Ordinance. Actual 1995 Program Staff Full —Time Equivalent Positions 6.00 Program Expenditures Budgeted 1996 7.00 Estimated 1996 Budgeted 1997 7.00 Personnel Services $ 63,665 $ 112,839 $ 94,742 $ 146,987 Materials and Supplies 1,099 6,477 6,477 15,800 Services and Charges 6,238 16,650 14,776 18,850 Maintenance 1,216 1,328 343 3,000 Capital 5,289 2,598 2,448 9,550 $ 77,507 $ 139,892 $ 118,786 $ 194,187 I Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Landscape Areas to Maintain 1 1 1 2 Parking Lots to Clean 6 6 6 6 Tree Planting Grants Awarded 1 0 0 1 Capital Improvement Projects 0 1 1 2 Development Review (% Time) 0% 30% 35% 30% Results Landscape Areas Maintained 1 1 1 2 Parking Lots Cleaned 6 6 6 6 Tree Planting Grants Maintained 1 1 1 2 Tree Planting Areas 0 0 2 4 Sidewalks Improved (linear Feet) 0 0 0 1,000 ' 151 Public Works Department Street Division Street Operations & Administration Program Fund 2100 — Street Program Description, Objectives and Analysis: The Street Operations & Administration Program administers, manages, and supervises all Street Division activities in a cost—effective, efficient manner consistent with the stated goals of the Mayor and City Council and ensures maximum benefits for the citizens of Fayetteville in all areas where maintenance dollars are expended. , I I Program 4100 ' The Street Division utilizes 26 full—time and 5 FTE 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 funded 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. Actual 1995 Program Staff Full —Time Equivalent Positions 3.00 Program Expenditures Personnel Services $ 134,811 Materials and Supplies 8,531 Services and Charges 412,655 Maintenance 5,375 Capital 25,541 $ 586,913 Demand/Workload CIP Projects to Manage Programs to Manage Streets/Sidewalks to Evaluate Service Requests Received (Includes Emergency Calls) Miles of Streets to Improve (In —House) Results Value of CIP Projects to Manage Programs Managed Streets/Sidewalks Evaluated Service Requests Resolved Miles of Streets Improved Budgeted 1996 3.00 $ 154,529 6,815 415,464 12,169 22,723 $ . 611.700 Performance Measures Estimated Budgeted 1996 1997 3.00 3.00 I L I I I $ 150,354 $ 195,563 6,815 7,400 415,464 430,672 12,169 10,185 22,723 2,000 $ 607,525 $ 645,820 Actual Budgeted Estimated Budgeted 1 1995 1996 1996 1997 1 1 1 1 ' 5 5 5 5 4,400 4,400 4,400 4,400 , 2,500 2,500 2,500 2,500 12 12 12 12 $772,068 $761,000 $761,000 $658,600 , 5 5 5 5 424 4,400 2,553 2,750 1,514 2,500 2,500 . 2,500 8 12 8 12 152 Public Works Department Street Division ' Rights —of —Way Maintenance Program ' Fund 2100— Street Program 4110 Program Description. Objectives, and Analysis: This program provides the manpower and equipment to maintain attractive and safe rights —of —way along City property, on traffic islands, and any other areas not required to be maintained by property owners. Included above are emergency cleanup of street rights —of —way in response to storms or other extreme situations, mowing of required rights —of —way eight times per year, and trimming around traffic islands and City maintained rights —of —way. To obtain these objectives, a greater effort must be made by the citizens of Fayetteville to assist in maintaining street rights —of —way adjoining their property in an acceptable condition (as required by ordinance). Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 ' Program Staff Full —Time Equivalent Positions 5.60 4.80 4.80 5.00 Program Expenditures Personnel Services $ 92,394 $ 101,857 $ 101,857 $ 114,484 Services and Charges 86,259 96,564 96,564 105,111 ' Maintenance 3,250 4,750 4,750 4,750 Capital 3,835 2,750 2,750 2,000 $ 185,738 $ 205,921 $ 205,921 $ 226,345 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Lane Miles of Rights —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 1,000 1,000 1,000 Tree/Limb Removal (Hours) 1,500 1,500 1,500 1,500 Results Lane Miles Mowed 1,502 1,960 1,500 1,960 Labor Hours Trimming 1,392 2,000 1,750 2,000 Labor Hours Cleaning 576 1,000 600 1,000 Labor Hours Tree/Limb Removal 1,199 1,500 1,500 1,500 Li 1 15-3 Public Works Department Street Division Street Maintenance Program Fund 2100 - Street Program Description, Objectives, and Analysis: The Street Maintenance Program maintains 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. I Program 4120 , 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 (Square Yards) Street Cuts to Repair (Each) Street/Sidewalk Evaluations Street Sweeping (Lane Miles) Work for Other Depts. (Hours) Actual Budgeted 1995 1996 13.25 14.85 $ 271,883 116,241 430,068 22,737 1,248 $ 842,177 $ 313,818 166,219 484,259 25,000 2,512 $ 991,808 Performance Measures Actual Budgeted 1995 1996 Estimated 1996 14.85 $ 313,818 166,219 484,259 25,000 2,512 $ 991,808 Estimated 1996 I I Budgeted 1 1997 18.00 $ 437,950 136,610 530,599 25,000 3,000 $ 1,133,159 Budgeted 1997 400 300 400 300 130,000 130,000 130,000 130,000 400 400 400 400 4,400 4,400 2,500 2,500 2,904 2,904 2,904 2,904 400 8,000 8,000 8,000 Results Asphalt in Pot Holes (Tons) 276 300 400 300 Streets Overlaid (Square Yards) 138,016 130,000 130,000 130,000 Street Cuts Repaired 65 400 100 400 Streets/Sidewalks Evaluated 424 4,400 2,553 2,500 Streets Swept (Lane Miles) 1,365 2,904 1,000 2,904 Worked for Other Depts. (Hours) 7,964 8,000 7,000 8,000 154 I I I I I I I I Public Works Department Street Division Drainage Maintenance Program Fund 2100 - Street Program 4130 Program Description, Objectives, and Analysis: The Drainage Maintenance Program ensures 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. IProgram Staff Full —Time Equivalent Positions I Program Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital Actual Budgeted 1995 1996 5.15 6.35 $ 170,018 16,960 164,094 4,764 2,081 $ 357,917 Estimated 1996 6.35 Budgeted 1997 5.00 $ 178,625 $ 178,625 $ 149,337 15,259 15,000 15,000 233,251 217,107 250,431 7,500 7,500 5,000 13,953 13,953 2,000 $ 448,588 $ 432,185 $ 421,768 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 I Demand/Workload Drain Cleaning (Each) 700 1,000 900 1,000 Wash Drain Tiles (Feet) 650 650 650 650 ' Ditch Cleaning (Feet) 75,000 75,000 75,000 75,000 Install French Drain (Feet) 3,000 3,000 3,000 1,000 Install Drain Tile (Feet) 1,000 1,000 1,000 1,000 I Bridge Cleaning/Maint. (Each) 109 109 109 109 • Results Drains Cleaned 883 1,000 900 1,000 Drain Tiles Washed (Feet) 370 650 800 650 Ditches Cleaned (Feet) 42,940 75,000 50,000 75,000 French Drain Installed (Feet) 781 3,000 300 1,000 Drain Tile Installed (Feet) 1,060 1,000 750 1,000 Bridges Cleaned/Maintained 23 109 150 109 ' 155 Public Works Department Street Division Street Construction Program Fund 2100 - Street Program 5500 Program Description, Objectives, and Analysis: The Street Construction Program captures the cost associated with upgrading, constructing and reconstructing City streets utilizing Street Fund funds. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures Services and Charges $ 932 $ 0 $ 0 $ 0 Capital 0 126,200 126,200 0 $ 932 $ 126,200 $ 126,200 $ 0 156 Public Works Department Public Works Director Division Sidewalk & Trail Maintenance Program Fund 2100 — Street Program 5530 Program Description, Objectives, and Analysis: To maintain the public sidewalks and trails of the City of Fayetteville. This program provides the manpower and equipment needed to provide the maintenance or reconstruction of City —owned sidewalks and general purpose trails (Parks & Recreation Division maintains sidewalks and trails within recreation areas). Included among the activities performed are: inspection of new sidewalk construction, removal and replacement of damaged or deteriorated sidewalk and trail sections, access ramp installation as needed, sidewalk and trail repairs as needed, and removal of soil and vegetation from City — owned sidewalks and trails as needed. The activities listed above are restricted to City —owned sidewalks and trails. Materials for this program are funded in the Sales Tax Capital Improvement Fund. I I I I C] Program Staff Full —Time Equivalent Positions Actual Budgeted 1995 1996 Estimated 1996 Budgeted 1997 0.00 0.00 0.00 3.00 Program Expenditures Personnel Services $ 0 $ 0 $ 0 $ 59,260 Services and Charges 0 0 0 36,340 Maintenance 0 0 0 2,500 Capital 0 0 0 6,900 $ 0 $ 0 $ 105,000 0 $ Demand/Workload Sidewalk Replaced/Repaired/ Constructed (Linear Feet) Labor Hours Available Repairs for ADA Compliance Results Sidewalk Repaired/Replaced (LF) New Sidewalk Constructed (LF) Access Ramps Repaired/Replaced Access Ramps Constructed Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 —New Program for 1997- 1,000 4,000 100 500 500 25 25 I157 Public Works Department Parks & Recreation Division Parks Development & Maintenance Program Fund 2250 — Parks Development Program 9250 Program Description Objectives and Analysis: The Parks Development & Maintenance Program plans, schedules, budgets, and executes the expenditure of a 1% Hotel, Motel, & Restaurant (HMR) tax. This tax is expended on the acquisition, development, and maintenance of City parks and recreation facilities. The HMR tax was approved by the voters in November 1995, and the initial expenditures for this program were approved by City Council in March 1996. 1 „ The Parks Development & Maintenance Program funded by the HMR tax, combined with the Parks Maintenance Program funded in General Fund, provide maintenance for all parks and Parks & Recreation facilities to ensure safe and clean parks for public use. The maintenance activities funded in this program include mowing, trimming, litter control, irrigation, facility maintenance, facility installation, horticultural works, and special projects. In addition, this program plans for new facilities for the parks based upon public demand. Actual Budgeted Estimated Budgeted Program Staff 1995 1996 1996 1997 Full —Time Equivalent Positions 0.00 7.30 7.30 7.30 Program Expenditures Personnel Services $ 0 $ 90,584 $ 55,143 $ 124,712 Materials and Supplies 0 1,720 1,720 11,720 Services and Charges 0 39,100 37,060 57,100 Maintenance 0 3,996 3,796 34,246 Capital 0 764,600 764,600 749,095 $ 0 $ 900,000 $ 862,319 $ 976,873 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Park Sites/Acreage Maintained Program Started 45/3,160 45/3,160 48 /3,172 Restrooms Maintained in March 1996 11 11 14 Tennis Courts/Soccer Fields 9/12 9/11 9/12 Softball/Bambino Baseball Fields 6/8 6/8 6/9 Babe Ruth/American Legion 3/2 3/2 3/2 Results Acres Mowed/Year Program Started 3,300 3,100 3,174 Litter & Restroom Hours/Year in March 1996 2,000 2,500 2,800 Playgrnd & Gen Maint Hours/Year 2,500 2,700 3,000 Ballfield Maintenance Hours/Year 4,580 3,800 4,000 i M:] Public Works Department Water Purchased Division Water Purchased Program Fund 5400 — Water & Sewer Program 3800 Program Description, Objectives, and Analysis: The Water Purchased Program captures the cost to the City for water purchases made from the 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 parallel 36" and 42" pipes for 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. Program Staff Full —Time Equivalent Positions Actual Budgeted 1995 1996 Estimated 1996 Budgeted 1997 0.00 0.00 0.00 0.00 Program Expenditures Services and Charges $ 3,761,916 $ 4,857,000 $ 4,578,000 $ 4,728,000 Depreciation 67,873 67,783 67,783 67,783 $ 3,829,789 $ 4,924,783 $ 4,645,783 $ 4,795,783 Performance Measures Demand/Workload Water Purchased (million gallons) 4,544.00 Avg Daily Consumption (million gallons) 12.45 Daily Pumping Capacity (million gallons) 25.00 30 ' 20 1 ' 10 10 4,809.00 13.18 25.00 4,970.00 13.62 25.00 Daily Pumping Cap/Avg Daily Consump (Million Gallons) Actual 1995 Budgeted 1996 Estimated 1996 Budgeted 1997 ® Daily Pumping Cap ® Avg Daily Consump 5,119.00 14.02 25.00 159 Public Works Department Water & Sewer Maintenance Division Operations & Administration Program Fund 5400 — Water & Sewer Program 4000 Program Description, Objectives, and Analysis: This Program manages the operations, maintenance, safety, and training of the Water and Sewer Maintenance Division. Water Maintenance maintains the water distribution systems for the Cities of Fayetteville, Farmington, Greenland, Wheeler, portions of Johnson, 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 roughly 400 miles of water mains, 1,300 fire hydrants, 4,000 valves, 12 storage tanks, 3 lake dams, and 6 pump stations providing water to over 65,000 persons with over 25,300 accounts. Sewer Maintenance 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 21,700 accounts. This Division is responsible for managing the City's sewer system rehabilitation program. Program Staff Full —Time Equivalent Positions Program Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital Depreciation Demand/Workload 1. Number of Employees 2. Number of Equipment Units Results Actual Budgeted 1995 1996 8.00 8.00 $ 340,326 16,866 1,664,733 16,205 25,716 45,651 $ 2,109,497 1. Admin. Cost per Customer* 2. Water O&M Cost per Customer* 3. Sewer O&M Cost per Customer* 4. Number of SafetyMeetings 5. Employee Accidents 6. Equipment Accidents * Excluding Depreciation 352,647 14,350 1,715,365 45,415 27,702 63,463 2,218,942 Performance Measures Estimated 1996 8.00 Budgeted 1997 10.00 $ 352,647 $ 452,979 14,350 16,875 1,715,365 1,786,863 39,192 42,675 27,251 27,000 63,463 43,971 $ 2,212,268 $ 2,370,363 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 38 41 41 43 49 49 49 52 $44.94 $44.48 $44.76 $44.10 $25.38 $33.47 $33.83 $35.74 $42.12 $50.67 $47.59 $48.46 50 50 50 50 11 10 6 10 3 5 10 10 160 , I I I Public Works Department Water & Sewer Maintenance Division Water Distribution Maintenance Program Fund 5400 — Water & Sewer 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 it maintains the Lakes Fayetteville, Sequoyah, and Wilson dams. Program 4310 ' 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. 1 The water distribution system is made up of 400 miles of water main, 1,300 fire hydrants, and 4,000 water valves. The system provides water service to Fayetteville, Farmington, Greenland, Wheeler, the growth area, and parts of Johnson. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 I Program Staff Full —Time Equivalent Positions 9.00 12.00 10.90 10.35 Program Expenditures Personnel Services $ 221,237 $ 348,716 $ 337,735 $ 347,534 ' Materials and Supplies 141,045 141,500 140,000 210,000 Services and Charges 160,342 242,579 242,579 403,209 Maintenance 5,297 8,000 7,500 8,000 ' Capital 900 11,200 4,800 10,000 Depreciation 662,580 876,016 876,016 1,021,967 $ 1,191,401 $ 1,628,011 $ 1,608,630 $ 2,000,710 L ' Performance Measures Actual Budgeted Estimated Budgeted ' 1995 1996 1996 1997 Demand/Workload 1. Miles of Water Mains 400 420 420 430 ' 2. Number of Valves 3,990 4,100 4,100 4,200 3. Number of Fire Hydrants 1,400 1,500 1,500 1,600 Results 1. Water Leaks Repaired 445 300 390 350 2. Water Line Constructed (Feet) 6,410 4,000 8,000 5,000 ' 3. Fire Hydrants Repaired 41 50 80 55 1 161 Public Works Department Water & Sewer Maintenance Division Water Storage & Pump Maintenance Program Fund 5400 — Water & Sewer Program 4330 Program Description, Objectives, and Analysis: Water storage is an essential part of any water system. It is becoming increasingly important as continued growth, expanding service areas, and additional uses increase the 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 for routine compliance checks, bacteriological and lead/copper content, and in response to emergency boil orders which occur as a result of leaks and required maintenance. Program Staff Full —Time Equivalent Positions Actual Budgeted 1995 1996 Estimated 1996 Budgeted 1997 2.00 2.00 2.00 2.00 Program Expenditures Personnel Services $ 60,323 $ 63,210 $ 63,210 $ 73,419 Materials and Supplies 6,274 8,000 8,000 9,000 Services and Charges 28,450 38,322 38,322 34,051 Maintenance 1,236 1,450 1,450 1,500 Depreciation 20,134 23,818 23,818 20,135 $ 116,417 $ 134,800 $ $ 134,800 138,105 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload 1. Number of Water Tanks • 8 10 10 10 2. Number of Water —Pump Stations 6 6 6 6 3. Number of Water Pumps 14 14 14 14 4. Number of Lake Dams 3 3 3 3 5. Total Storage (Million Gallons) 15 21 27 27 Results 1. Water Tanks (Maintenance Hrs) 310 120 350 250 2. Water —Pump Station Repairs 25 25 32 25 3. Water Pumped (Average MGD) 12 12 12 13 4. Water Samples Taken 845 1,000 880 1,000 162 L I I I I I I Li I I I I I I I Public Works Department Water & Sewer Maintenance Division Sewer Main Maintenance Program Fund 5400 — Water & Sewer 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 be rehabilitated or which are too small are replaced. The sewer system provides service to Fayetteville, Farmington, Greenland, small parts of the growth area, and Johnson. It also provides wholesale service to Elkins. Program Staff Full —Time Equivalent Positions Program Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital Depreciation Demand/Workload 1. Miles of Sewer Main 2. Number of Manholes Actual Budgeted 1995 1996 16.00 16.00 $ 426,534 57,773 389,421 17,920 1,200 600,781 $ 1,493,629 ' Results 1. Sewer Line TV Inspected (Feet) 2. Sewer Lines Cleaned (Feet) ' 3. Sewer Line Repl/Sliplined (Feet) 4. Sewer Line Point Repairs 5. Manholes Repaired/Constructed 6. Sewer Overflows I $ 475,112 159,069 470,100 20,000 7,000 741,008 $ 1,872,289 Performance Measures Actual Budgeted 1995 1996 420 420 7,100 7,200 43,257 60,000 500,021 625,000 3,612 4,000 120 100 807 500 109 99 Estimated 1996 15.90 $ 459,357 147,000 433,182 17,500 6,500 739,101 $ 1,802,640 Budgeted 1997 17.35 $ 518,816 152,000 450,653 20,000 7,000 804,522 $ 1,952,991 Estimated Budgeted 1996 1997 420 425 7,200 7,300 48,000 560,000 5,100 71 210 86 60,000 625,000 4,000 100 500 75 ' 163 Public Works Department Water & Sewer Maintenance Division Capital Water Mains Program Fund 5400 — Water & Sewer Program 5600 ' Program Description, Objectives, and Analysis: The 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 fluctuations between budget years are attributed to completion of the 36" water line and the attendant storage facilities begun in 1995 and completed in 1996. Water system improvements for 1997 are listed below. Please note the City projects an estimated reimbursement of $1,650,000 from the Arkansas Department of Transportation and Highways for the Highway 265 — Water & Sewer Relocations Project. 1 Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures ' Personnel Services $ 17,380 $ 0 $ 0 $ 0 Materials and Supplies 39,046 0 0 0 Services and Charges 45,918 25,125 24,402 1,000 ' Capital 7,377,372 2,602,351 2,602,351 3,183,600 $ 7,479,716 $ 2,627,476 $ 2,626,753 $ 3,184,600 ' 1997 Capital Improvements Program Projects: Water & Sewer Cost Sharing $ 50,000 ' Rolling Hills Area — Water Line Replacements 200,000 Water Tank Painting — Rogers Drive & Baxter Lane 250,000 Shenandoah Mobile Home Park — Water Line Replacement 168,600 '• Hyland Park Water Tank 715,000 Highway 265 — Water & Sewer Relocations 1,800,000 $ 3,183,600 I I ' 165 Public Works Department Water & Sewer Maintenance Division Capital Expenditures Program Fund 5400 — Water & Sewer Program 5610 Program Description, Objectives and Analysis: The Capital Expenditures Program captures the cost associated with upgrading fixed assets for the Water and Sewer Division. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures Capital $ 44,206 $ 63,704 $ 63,161 $ 28,380 $ 44,206 $ 63,704 $ 63,161 $ 28,380 166 Public Works Department Water & Sewer Maintenance Division Water & Sewer Connections Program Fund 5400 — Water & Sewer Program 5620 Program Description, Objectives, and Analysis: The Water & Sewer Connections Program captures the cost associated with making new connections to the City's water distribution and sewer collection systems. Actual Budgeted Estimated Budgeted I 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 3.00 3.00 3.00 3.30 Program Expenditures I Personnel Services $ 81,094 $ 82,892 $ 82,892 $ 96,931 Materials and Supplies 65,030 70,000 62,000 65,000 Services and Charges 73,619 43,050 41,012 39,429 I Maintenance 2,849 4,500 2,550 2,933 $ 222,592 $ 200,442 $ 188,454 $ 204,293 II II II I Results 1. New Water Connections Made 2. New Sewer Connections Made II II ii Performance Measures Actual loos 283 134 Budgeted Estimated Budgeted 1996 1996 1997 315 280 285 190 204 200 I I 167 Public Works Department Water & Sewer Maintenance Division Sewer Mains Construction Program Fund 5400 — Water & Sewer Program 5700 Program Description, Objectives, and Analysis: The 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 ongoing 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. The improvements scheduled for 1997 are funded from the Sales Tax Capital Improvements Fund. Program Staff Full —Time Equivalent Positions Actual Budgeted 1995 1996 Estimated 1996 Budgeted 1997 0.00 0.00 0.00 0.00 Program Expenditures Services and Charges $ 1,432 $ 629,748 $ 626,510 $ 0 Capital 4,362,104 570,509 570,509 S 0 $ 4,363,536 $ 1,200,257 $ 1,197,019 $ 0 168 Public Works Department Wastewater Treatment Division Wastewater Treatment Plant Capital Program Fund 5400 — Water & Sewer Program 5800 Program Description, Objectives, and Analysis: The Wastewater Treatment Plant Capital Program captures the cost associated with upgrading fixed assets for the Wastewater Treatment Plant. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures Services and Charges $ 101 $ 200 $ 101 $ 200 Capital 176,042 345,090 344,540 1,055,000 $ 176,143 $ 345,290 $ 344,641 $ 1,055,200 1997 Capital Improvements Projects: I I I I 1] Odor Control Domes Safety Equipment Plant Pumps and Equipment Testing Equipment Computer System Upgrade/Maintenance SMS Access Road Improvements $ 925,000 6,000 101,000 9,500 8,500 5,000 $ 1,055,000 ' 169 Public Works Department Water & Sewer Division Debt Service Program Fund 5400 — Water & Sewer . Program 6800 Program Description, Objectives, and Analysis: The Debt Service Program captures the cost associated with outstanding Water & Sewer Fund debt issues. The cost does not address principal payments owed. Actual 1995 Program Staff Full —Time Equivalent Positions 0.00 Budgeted Estimated Budgeted 0.00 0.00 0.00 Program Expenditures Debt Service $ 708,370 $ 831,525 $ 821,530 $ 805,755 $ 708,370 $ 831,525 $ 821,530 $ 805,755 Results Principal Debt Outstanding at Year End $ 14,320,000 $ 13,720,000 $ 13,720,000 $ 13,090,000 170 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 Division includes 39 employees and a fleet of 35 vehicles and equipment. The Environmental Affairs Administrator's responsibilities include solving major issues, such as expansion of recycling programs, the waste disposal contract, management of the City's Transfer Station and Recycling Facility, ' and management of all customer service programs including: bulk pickup, yardwaste subscription, all recycling programs, and commercial and residential waste collections. Additionally, the Environmental Affairs Administrator interfaces with the employees, Public Works Director, media, public, Mayor, Aldermen, and the 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 Waste Reduction Coordinator's duties include supervising both the recycling and composting programs. The Operations Assistant is responsible for a wide array of tasks, such as compiling information, performing route and account audits, and assisting the Environmental Affairs Administrator, Operations Supervisor, and the Waste Reduction Coordinator. ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 4.00 4.00 4.00 5.00 ' Program Expenditures Personnel Services $ 199,328 $ 264,279 $ 214,804 $ 340,411 Materials and Supplies 3,634 4,300 4,300 6,850 ' Services and Charges 315,252 343,644 340,552 402,929 Maintenance 3,439 3,350 2,150 3,150 Capital 11,428 13,626 13,626 7,150 ' Depreciation 12,987 15,135 15,135 14,301 $ 546,068 $ 644,334 $ 590,567 $ 774,791 ' Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload ' Programs Administered 5 5 5 5 Employees Supervised 38 39 39 39 Investigate/Resolve Citizen Complaints and/or Requests 400 550 400 550 Results Li I % Complaints/Requests Resolved % Program Objectives Met New Programs Instituted 90 85 5 95 95 100 85 85 85 5 2 2 1 171 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 2,800 accounts each year. The commercial sector produces approximately 23,600 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 pickups of containers, assistance with moving containers, and container sales and leasing. Commercial collection is provided with six routes. The dumpster accounts are collected with five one—man routes utilizing five front —loader trucks and two trucks for back—up. The commercial cart accounts are collected with one two —man route and one rear —load truck. The Solid Waste Division operates a commercial recycling route which collects cardboard from customers. The National average shows that 40% of the total waste stream consists of paper material; this issue is hoped to be addressed through recycling. I C Program 5010 , Program Staff Full —Time Equivalent Positions Actual Budgeted 1995 1996 Estimated 1996 Budgeted 1997 8.00 9.00 9.00 9.00 Program Expenditures Personnel Services $ 223,647 $ 258,425 $ 232,759 $ 277,899 Materials and Supplies 174 2,000 1,900 4,000 Services and Charges 851,756 1,032,991 1,032,991 1,126,495 Maintenance 30,621 30,500 26,830 30,500 Capital 43,295 23,600 23,600 53,217 Depreciation 3,668 19,481 19,481 14,102 $ 1,153,161 $ 1,366,997 $ 1,337,561 $ 1,506,213 Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload Commercial Accounts 2,500 2,800 2,700 2,800 Commercial Routes 5 6 6 6 Tons of Commercial Waste 21,182 22;000 22,000 23,600 Scheduled Collections/Year 210,000 227,000 225,000 230,000 Requests for Addtnl Pickups/Year 1,059 1,400 1,056 1,200 Results Containers Sold/Leased Transfer Station Cost per Ton 49/160 175/300 28/148 $27.50 $28.85 $28;85 50/150 , $28.85 I 172 1 Public Works Department Solid Waste Division ' Residential Collections Program Fund 5500 - Solid Waste Program 5020 ' Program Description, Objectives, and Analysis: The Residential Collections Program has the objective to provide efficient and safe collection of solid waste ' from each residence in the City. The Residential Program provides waste collection to 17,204 residences in the City each year. The residential sector produces approximately 12,000 tons of waste per year, which accounts for 35% of the City's total waste stream. Residential collection is provided with five two— man ' routes utilizing a residential fleet of five rear —loaded vehicles and two rear —loaded vehicles for backup. The waste is collected at the curb with the exception for residents with exemptions. Once collected, all of the waste is disposed of at the City's Transfer Station. This program also services our bulk pickup and ' fill —a —truck programs. Bulk collection includes such items as furniture, beds, carpet, brush, appliances, etc. The fill —a —truck program consists of placing a dump truck at a requested location to be filled by a resident and then the waste disposed of by the City. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 21.00 21.00 21.00 15.00 Program Expenditures Personnel Services $ 434,392 $ 466,434 $ 457,768 $ 317,485 Materials and Supplies 210 350 350 350 Services and Charges 620,979 755,574 754,606 744,528 ' Maintenance 35,863 35,482 35,283 35,485 Capital 764 7,215 7,200 4,150 Depreciation 0 0 0 1,200 $ 1,092,208 $ 1,265,055 $ 1,255,207 $ 1,103,198 ' Performance Measures Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Demand/Workload ' Households Collected 14,528 15,300 17,000 17,204 Residential Routes 8 8 8 5 Tons of Waste Collected/Year 10,162 11,000 11,900 12,000 ' Number of Households/Route 2,500 3,000 2,125 3,440 Households Served/Day 3,500 3,800 4,250 4,301 Exemptions/Back—Door Service 270 300 262 300 ' Results Transfer Station Cost per Ton $27.50 $28.85 $28.85 $28.85 ' 173 Public Works Department Solid Waste Division , Recycling Program Fund 5500 - Solid Waste Program 5060 Program Description, Objectives, and Analysis: The purpose of the Recycling Program is to divert the maximum amount of material from the landfill for reuse purposes. The services provided by the City include: the recycling of newspaper, office paper, and computer paper; clear, green, and brown glass; aluminum, steel, and tin cans; plastics; paperboard; yard waste; used motor oil; and scrap metal. Other services are providing public education about hazardous waste and solid waste management information and assistance to local businesses and industries. 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 processing. The commercial sectors are offered drop—off stations and commercial cardboard programs. These materials are collected and taken to the City Recycling Center for processing and marketing. The drain oil is collected at the Recycling Center. 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. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 Program Staff Full —Time Equivalent Positions 2.00 2.00 2.00 6.00 Program Expenditures Personnel Services $ 64,272 $ 61,727 $ 61,727 $ 160,441 Materials and Supplies 75,457 78,825 76,469 91,200 Services and Charges 107,178 110,192 105,469 172,202 Maintenance 3,069 10,535 9,010 9,800 Capital 379,635 238,801 238,746 34,750 Depreciation 11,769 51,228 50,658 115,624 $ 641,380 $ 551,308 $ 542,079 $ 584,017 ' Performance Measures ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 , Demand/Workload Newspaper Recycled (Tons) 243 380 145 175 Glass Recycled (Tons) 134 200 100 150 Aluminum Recycled (Tons) 6 11 3 7 Office Paper Recycled (Tons) 8 9 8 12 Plastic Recycled (Tons) 6 7 8 8 Commingled Recycl Mtrls (Tons) 1,466 2,500 2,190 2,200 Drain Oil Recycled (Gallons) 600 700 1,000 1,200 Results Diverted from Landfill (Cu Yds) 7,420 3,100 9,752 638 Diverted from Landfill (Tons) 1,855 775 2,438 2,552 , Landfill Costs Avoided $53,517 $22,300 $70,336 $73,625 174 , I L 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 100% of the greenwaste 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; processing the yardwaste into compost or mulch; distributing the material; and providing advice. The City offers curbside collection of residential yardwaste to each household for a $2/month subscription fee. Solid waste crews bring in bagged grass and leaves and bundled brush from 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. The brush is ground into mulch in a tub grinder and is distributed to the public. All distributions are limited to Fayetteville residents only and on a first —come, first —serve basis. Wood that is too large to grind is given away as firewood. Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 ' Program Staff Full —Time Equivalent Positions 3.00 3.00 3.00 4.00 ' Program Expenditures Personnel Services $ 80,111 $ 86,297 $ 86,297 $ 104,201 ' Materials and Supplies 906 3,400 3,050 2,550 Services and Charges 128,940 104,201 101,086 130,313 Maintenance 1,807 4,660 2,975 4,600 '• Capital 1,242 1,400 1,400 8,650 $ 213,006 $ 199,958 $ 194,808 $ 250,314 Performance Measures ' Actual Budgeted Estimated Budgeted 1995 1996 1996 1997 ' Demand/Workload Brush Received (Cu Yds) 4,692 4,400 7,918 8,710 Grass Received (Cu Yds) 1,570 2,100 3,992 4,391 Leaves Received (Cu Yds) 2,825 2,400 4,067 4,474 Results ' Landfill Costs Avoided $46,798 $46,000 $82,282 $90,510 Diverted from Landfill (Cu Yds) 9,087 9,000 15,977 17,575 Total Revenue $49,818 $60,500 $55,336 $60,870 Compost Sold (Cu Yds) 790 1,100 860 946 Mulch Distributed (Cu Yds) 2,011 2,750 2,185 2,404 I ' 175 I [I I I I [I I I Li I I I I I I I I 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 1997 projects in the 1997-2001 CIP are included in the 1997 Budget. The subsequent pages provide a summary of the 1997-2001 Capital Improvements Program listed by fund and by project area followed by a listing of the capital projects which the City plans for 1997. The 1997 projects are in accord with the 1997-2001 Capital Improvements Program document with the following exception. The project budget for the Miscellaneous Park Improvements Project funded in the Parks Development Fund has been decreased $31,000. The decrease in project budget is due to a lower estimate of Hotel Motel Restaurant (HMR) collections than was originally forecast. Further information regarding the capital improvements project process and supporting details for the specific projects is contained in the CIP document. I 177 I CITY OF FAYETTEVILLE, ARKANSAS CAPITAL IMPROVEMENTS PROGRAM DIRECTIONAL INFORMATION Introduction 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. Financing The City finances capital improvements on essentially a pay as you go basis utilizing revenue from the 1% City sales tax adopted in 1993, the 1% Parks Development (Hotel, Motel, Restaurant) sales tax adopted in 1996, 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. What Projects Are in the CIP 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. I I I I `1 I I I El I I I I I 178 I H I I I I I I C I L I I I I I Project Cost Determination All projects are costed in current or 1996 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 1996 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 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. • 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. I 179 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 six separate tabs, which are broken into the primary sources for the projects. The six tabs are as follows: (1) Airport Fund, (2) Parks Development Fund, (3) Sales Tax Capital Improvements Fund, (4) Shop Fund, (5) Water & Sewer Fund, and (6) 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 anasterisk (*) 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 $48 million. All projects on this list are considered to be viable projects for which no current funding exists. Canital 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: t El I I El I I I I I I Li I I I I I • The City will prepare annually and update a five - year Capital Improvement Program (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. I 181 CITY OF FAYETTEVILLE, ARKANSAS CIP PROJECT COST TABLE 1997-2001 All capital project requests are first costed in 1996 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. 4 Year 6'"la: Factor .: 1997 1.060 .1998 1.124 1999 1.191 2000 1.262 2001 1.338 Example: A street project that cost $1,000,000 in 1996 dollars that is expected to be done in 1999 would use the inflation factor of 1.191. To get the expected cost of the project in 1999 dollars multiply $1,000,000 by 1.191, which equals $1,191,000. 182 I i 1 I i I 1 I I I I I City of Fayetteville, Arkansas 1997 — 2001 Capital Improvements Program Summary of Project Requests & Project Resources By Fund — All Sources Project Requests 1997 1998 1999 2000 2001 Total Airport Fund $ 1679000$ 1,367,000 $ 1,460,000 $ 1,220,000 $ 968,000 $ 6,694,000 Parks Development Fund 775,000 894,000 850,000 952,000 957,000 4,428,000 Sales Tax Capital Improvements Fund 8,354,510 7,456,400 7,714,600 7,443,000 8,133,000 39,101,510 Shop Fund 1,655,400 1,702,600 1,615,000 1,525,000 1,435,000 7,933,000 Water & Sewer Fund 4,494,600 1,665,900 1,540,000 1,337,500 2,553,000 11,591,000 Community Dev. Block Grant Fund 400,000 150,000 150,000 150,000 150,000 1,000,000 Off -Street Parking Fund 61,000 62,300 40,000 40,000 40,000 243,300 Solid Waste Fund 42,000 38,000 205,000 231,000 175,000 691.000 $ 17,461,510 $ 13,336,200 $ 13,574,600$ 12,898,500 $ 14,411,000$ 71,681,810 Resources Available 1997 1998 1999 2000 2001 Total Airport Fund $ 3,748,000 $ 1,612,000$ 1,069,000$ 640,000$ 640,000$ 7,709,000 Parks Development Fund 819,000 850,000 883,000 919,000 957,000 4,428,000 Sales Tax Capital Improvements Fund 8,354,510 7,456,400 7,714,600 7,443,000 8,133,000 39,101,510 Shop Fund 1,656,000 1,771,000 1,731,000 1,694,000 1,654,000 8.506,000 Water & Sewer Fund 6,875,500 1,894,900 1,567,000 1,286,500 1,350.000 12,973,900 Community Dev, Block Grant Fund 400,000 150,000 150,000 150,000 150,000 1,000,000 Off —Street Parking Fund 61,000 62,300 40,000 40,000 40,000 243,300 Solid Waste Fund 42,000 38,000 205,000 231,000 175,000 691,000 $ 21,956,010 $ 13,834,600$ 13,359,600 $ 12,403,500 $ 13,099,000 $ 74,652,710 183 Capital Improvement Projects By Project Area — All Sources 1997 — 2001 (9.3%) Airport (22.7%) Street (1.4%) Community Development Block Grant (4.0%) Public Safety (4.8%) Bridge, Drainage. & Transportation 5) Other (8.8%n) Parks & Recreation (1.6%) Solid Waste (32.6%) Water & Sewer City of Fayetteville, Arkansas 1997 - 2001 Capital Improvements Program By Project Area - All Sources Ave Year Summary Project Area 1997 1998 1999 2000 2001 Total Airport $ 1,679,000.$ 1,367,000 $ 1,460,000 $ 1,220,000 $ 968,000 $ 6,694,000 Bridge, Drainage, & Transportation 1,419,400 462,300 790,500 397,000 385,000 3,454,200 Community Development Block Grant 400,000 150;000 150,000 150,000 150,000 1,000,000 Parks & Recreation 1,121,300 1,246,000 1,222,000 1;335,000 1,351,000 6,275,300 Public Safety 805,000 603,000 273,000 660,000 552,000 2,893,000 Shop 1,655,400 1,702,600 1,615,000 1,525,000 1,435,000 7,933,000 Solid Waste 245,000 178,000 272,000 231,000 250,000 1,176,000 Street 3,163,600 3,211,800 3,734,100 2,272,000 3,900,000 16,281,500 Water & Sewer 6,146,600 3,995,900 3,564,000 4,678,500 5,015,000 23,400,000 Other 826,210 419,600 494,000 430,000 405,000 2,574,810 $ 17,461,510 $ 13,336,200 $ 13,574,600 $ 12,898,500 $ 14,411,000 $ 71,681,810 Capital Improvement Projects Sales Tax Capital Improvements Funding By Project Category 1997 — 2001 (4.7%) Parks & Recreation Improvements (9.0%) In —House Street Improvements (32.6%) Street Improvement: (1.6%) Transportation Improvement (5.5%) Other Capital Improvers (3.4%) Police Safety Improvements 2%) Solid Waste Improvements 4.0%) Fire Safety Improvements (6.7%) Bridge and Drainage (1.1%) Library Improvements (30.2%) Water & Sewer Improvements City of Fayetteville, Arkansas 1997 - 2001 Capital Improvements Program Sales Tax Capital Improvements Funding By Project Category Project Category 1997 1998 1999 2000 2001 Total Fire Safety Improvements $ 420,000 $ 450,000 $ 25,000 $ 399,000 $ 283,000 $ 1,577,000 Police Safety Improvements 385,000 153,000 248,000 261,000 269,000 1,316,000 Library Improvements 116,410 83.500 72,000 74,000 75,000 420,910 Parks & Recreation Improvements 346,300 352,000 372,000 383,000 394,000 1,847,300 Bridge and Drainage Improvements 1,236,000 273,000 620,000 250,000 220,000 2,599,000 In -House Street Improvements 658,600 679,300 701,100 733,000 750,000 3,522.000 Street Improvements 2,505,000 2,532,500 3.033,000 1,539,000 3,150,000 12,759,500 Transportation Improvements 122,400 127,000 130,500 107,000 125,000 611.900 Water & Sewer Improvements 1,652,000 2,330,000 2,024,000 3,341,000 2,462,000 11,809,000 Solid Waste Improvements 203,000 140,000 67,000 75,000 485,000 Other Capital Improvements 709,800 336,100 422,000 356,000 330,000 2,153,900 $ 8,354,510 $ 7,456,400 $ 7,714,600 $ 7,443,000 $ 8.133,000 S 39,101,510 I 1 185 City of Fayetteville, Arkansas 1997 — 2001 Capital Improvements Program Comprehensive Detail Source/Division Project 1997 1998 1999 2000 2001 Total Request I Airport Fund Airport Improvements Airport Federal Grant Matches $ 1,000,000 S 1,050,000$ 1,100.000 $ 800.000 $ 600,0005 4,350,000 Professional Services 40,000 45,000 50,000 40,000 40,000 215,000 Fuel Farm Replacement 265,000 265,000 Safety Area Maintenance & Drainage 164,000 164,000 .� Parking Lot Expansion 70,000 70,000 Passenger Terminal Doors 50,000 50,000 General Aviation Terminal Renovation 90.000 90,000 Airfield Marking 64,000 72,000 136,000 1 —Hangar Unit 208,000 248000 456,000 Pavement Maintenance 72,000 80,000 152,000 Storm Sewer System Repairs 238,000 238,000 Air Cargo Facilities , 158,000 158,000 Land Acquisition 350,000 350,000 Total Airport Fund Projects 1,679,000 1,367,000 1,460,000 1,220,000 968,000 6,694,000 Parks Development Fund Parks & Recreation Improvements Parks. & Rec. Walker Park Senior Complex 250,000 250,000 _ Park Land Acquisitions 50,000 50,000 50,000 100,000 100,000 350000 Girls Softball Complex 350,000 150,000 500,000 Miscellaneous Park Improvements 75,000 194,000 200,000 252,000 257,000 978,000 Lake Fayetteville Trail 50,000 50,000 100,000 100,000 300,000 Babe Ruth Park — Complex 350,000 500,000 300,000 1,150,000 Walker Park Trail 100,000 100,000 Miscellaneous Playground Renovations 200,000 200,000 Satellite Community Centers — Expansion 600,000 600,000 Total Parks Development Fund Projects 775,000 894,000 850000 952.000 957.000 4,426000 Sales Tax Capital Improvements Fund Fire Safety Improvements Fire Fire Station #4 — Expansion Fire Apparatus — Fire Station #6 Expansion Fire Station #6 — New Construction Breathing Air Compressor — Replacement Aerial Ladder Fire Apparatus — Replacement Fire Station #7 — Escrow Funds Police Safety, Improvements 150,000 150,000 270,000 270,000 450,000 . 450,000 25,000 . - 25,000 250,000 250,000 500,000 149,000 33,000 182,000 420,000 450,000 25,000 399,000 283,000 1,577,000 Police. Public Safety Computer System Replacement 385,000 385,000 PC/Terminal — Upgrade/Replacements 30,000 15,000 •. 45,000 Police Emergency Generator 89,000 69,000 Firing Range Improvements 34,000 34,000 Police Telephone System Upgrade 34,000 15.000 49,000 Radio System Replacement — Escrow 32,000 187,000 100,000 319,000 Copy Machine Replacements 19,000 20,000 39,000 Live Scan Fingerprinting 101,000 101,000 Police Handgun Replacements 62,000 , 62,000 Dictaphone Upgrade 39,000 39,000 City Jail Improvements 154,000 154,000 385,000 153,000 248,000 281,000 269,000 1,316,000 Library Book Purchases & Improvements Library Book Purchases 70,210 70,000 72,000 74,000 75,000 361,210 Exterior Building Maintenance 46,200 46,200 Carpet Replacement — Children's Department 13.500 13,500 116,410 83,500 72000 74,000 75,000 420,910 ' City of Fayetteville, Arkansas 1997 — 2001 Capital Improvements Program Comprehensive Detail Source/Division Project 1997 1998 1999 200D 2001 Total Request Parks & Recreation Improvements Parks & Rec. Gulley Park Purchase 18,300 18,300 Parks Maintenance Complex 133,000 278,000 84,000 495,000 Lewis Soccer Field Complex 84,000 84,000 Veterans Park Sewer and Road Improvements 81,000 81,000 Park Entrance Gates and Signs 30,000 30,000 Finger Park Pavilion 74,000 74.000 Adult Softball Complex Renovation — Lk. Fay. 100,000 100,000 200,000 Wilson Park Renovation 188,000 100,000 288,000 Green Space Parks — Picnic and Play Areas 183,000 183,000 Tennis Court Improvements — Wilson/Walker Pks 394,000 394,000 I346,300 352,000 372,000 383,000 394,000 1,847,300 Bridge and Drainage Improvements ' Engineering Drainage Study and Master Plan 100,000 100,000 100,000 100,000 100,000 500,000 Miscellaneous Drainage Improvements 50.000 00,000 350,000 150,000 120,000 730,000 Clear Creek Bridge Improvements 220,000 220,000 Centerbrook Drainage Improvements 265,000 265,000 Steele Property Bridge — Cost Sharing 308,000 368,000 Shenandoah Mobile Home Park — Drainage Impr. 233,000 233,000 Double Springs Road Bridge Replacement 113,000 113,000 Lake Sequoyah Bridge Improvements 170,000 170,000 1,236,000 273,000 620,000 250,000 220,000 2,599.000 ' In —House Street Improvements Street Pavement Improvements 658,600 679,300 701,100 733,000 750,000 3,522,000 658,800 679,300 701,100 733,000 750,000 3,522,000 Street Improvements Engineering Street Right of Way Acquisition 100,000 100,000 100,000 100,000 100,000 500,000 & Street Street Improvements — Cost Sharing 100,000 100,000 100,000 100,000 100,000 500.000 Intersection Improvements 100,000 100,000 100,000 100,000 100,000 500,000 6th Street Extension to East Huntsville Road 249,000 249,000 Township / College Intersection 208,000 208,000 Sunbrldge Extension from Villa to North College 379,000 379,000 Old Missouri Road / Zion Road Intersection 424,000 424,000 Twentieth Street — West of South School 400,000 400,000 Stonebridge — Street/Drainage Improvements 175,000 175,000 Sycamore Street — Leverett to Garland 200,000 600,000 800,000 Poplar Street Improvements 80,000 620,000 700,000 Harold St. Improvements — Stubblefield to College 100,000 470,000 570.000 Highway 180 R.O.W. — Highway 71 to Gregg 290,01)0 290,000 Old Missouri Road — Old Wire to Joyce 191,000 1,000,000 960,000 2,151,000 Frontage and Zion Road Intersection 256,000 256,000 Cleveland Street - Garland to Frisco 80,000 720,000 800,000 ' Gregg Ave. — Hwy. 71 to Mud Creek Bridge 318,000 318,000 Zion Road — Highway 71 to Highway 265 100.000 800,000 900,000 McCollum Road Improvements 219.000 219.000 Mill Street — Center to Rock 70,000 630,000 700,000 Salem Area Transportation Improvements 1,100,000 1,100,000 Public Lands Sidewalk Improvements 90,000 95,500 125,000 150,000 160.000 620,500 2,505,000 2,532,500 3,033,000 1.539,000 3,150,000 12,759,500 Transportation Improvements Traffic Traffic Signal Improvements 77,400 81,000 81,000 81,000 93,000 413,400 MUTCD Sign Machine Material 19,000 20,000 22,000 26,000 32,000 119.000 Parking Meter Replacement 1 26,000 26,000 27,500 79,500 I 122,400 127,000 130,500 107,000 125,000 611,900 Water & Sewer Improvements Water/Sewer & Sanitary Sewer Rehabilitation 1,003,000 2,154,000 1,694,000 1,963,000 1,639,000 8,453,000 Engineering Water/Sewer Improvements — Defined By Study 569,000 96,000 50,000 1.253,000 698,000 2.666.000 Water and Sewer Cost Sharing 80,000 80,000 100,000 125,000 125,000 510,000 Township — Water/Sewer Relocation 180,000 180.000 1,652.000 2.330,000 2,024,000 3.341,000 2,462,000 11,809,000 i187 City of Fayetteville, Arkansas 1997 — 2001 Capital Improvements Program Comprehensive Detail Source/Division Project 1997 1998 1999 2000 2001 Total Request I Solid Waste Improvements Solid Waste Volume Reduction Machine 30,000 30,000 Dumpster Lease Program 60,000 60.000 40,000 15,000 175,000 Roll —Off Containers 35,000 27,000 30,000 92,000 Collection Bins 78,000 78,000 Composting Site Improvements 80,000 30,000 110,000 203,000 140,000 67,000 75,000 485,000 Other Capital Improvements Adm. Services Industrial Park South — Entrance Enhancement 15,000 15,000 Employee Parking Lot 150,000 - 150,000 Animal Serv. Animal Shelter Expansion 156,800 156,800 Building Maim. Building Improvements 50,000 50,000 50,000. 50,000 50,000 250.000 Cable Admin. PEG Television Center — Equipment 16,000 19,000 21,000 23,000 25,000 104.000 Central Disp. Radio Tower Improvements 23,000 23,000 Data Process. Voice & Data Communications Wiring — City Hall 16,000 24,000 40,000 AS/400 Printer Replacements 15,000 59,600 25,000 25,000 30,000 154,600 Microcomputer Replacements 25,000 27,500 30,000 32,500 35,000 150,000 Document Imaging System 60,000 60,000 Geographic Information System 102,000 105,000 167,000 117,000 120,000 611,000 AS/400 Processor Upgrade 85,000 65,000 Inspections Automated Inspection Request System 42,500 42,500 Lakes Lake Fayetteville/Sequoyah Improvements 11,000 12,000 13,000 15,000 51,000 Public Lands Tree Planting Program 50,000 51,000 52,000 53,000 55,000 261,000 Greenhouse 20,000 20,000 709,800 3311,100 422,000 356,000 330.000 2,153,900 Total Sales Tax Capital Improvements Fund Projects 8,354,510 7,456,400 7,714,600 7,443,000 8,133.000 39,101,510 Shop Fund Vehicles & Equipment Fleet Opers. Police/Passenger Vehicles — Replacement 202,000 242,400 242,400 282,800 282,800 . 1,252,400 Light/Medium Utility Vehicles — Replacement 299,000 207,000 - 224,000 209,000 146,000 1,085,000 Medium/Heavy Utility Vehicles — Replacement 166,000 257,000 88,000 172,000 104,000 787,000 Back Hoe/Loaders — Replacement 148,000 92,000 92,000 92,000 138,000 562,000 Tractor/Mower— Replacement 96,000 109,000 171,000 59.000 182,000 617,000 Construction Equipment — Replacement 95,000 169,000 264,000 Other Vehicles/Equipment — Replacement - - 53.000 164,000 23,000 23,000 13,000 276,000 Police/Passenger Vehicles — Expansion 50,400 50,400 Fire Vehicles/Equipment — Expansion 105,000 105,000 Sanitation Vehicles/Equipment — Expansion 36,000 273,000 230,000 145,000 110,000 794,000 Light/Medium Utility Vehicles — Expansion 42,000 23,000 46,000 18,000 129,000 Medium/Heavy Utility Vehicles — Expansion 96,000 96,000 Back Hoe/Loader — Expansion - 227,000 227000 Other Vehicles/Equipment — Expansion 40,000 50,000 50,000 50,000 50,000 240,000 Sanitation Vehicles/Equipment — Replacement 66,000 418,000 365,000 220,000 1,069,000 Misc. Unscheduled Vehicles — Expansion 50,200 30,600 127,200- 171,200 379,200 Total Shop Fund Projects 1,655,400 1,702.600 1,615.000 1,525,000 1,435.000 7.933,000 Water & Sewer Fund Wastewater Treatment Improvements W.W.T.P. Odor Control Improvements 925,000 925,000 Safety Equipment Improvements 0,000 6,000 6,000 6,000 6,000 30,000 Plant Pumps and Equipment 101,000 101,000 101,000 101,000 101,000 505,000 Testing Equipment - 9,500 9,500 9,500 9,500 9,500 47,500 Computer System Upgrade/Maintenance 8.500 8,500 8,500 8,500 8,500 42,500 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 - 1,105,000 180,000 180,000 180,000 180,000 1,825,000 El II Ii Water Meters & Backflow Prevention Assemblies W/S Services Water Meters 186,000 192,000 204,000 215,000 253,000 1,050,000 Backfow Prevention Assemblies 20,000 11,500 12,000 12,500 15,000 71,000 206,000 203,500 216,000 227,500 268,000 1,121,000 City of Fayetteville, Arkansas 1997-2001 Capital Improvements Program Comprehensive Detail Source/Division Water & Sewer Improvements Water/Sewer & Water end Sewer Cost Sharing Engineering Rolling Hills Area — Water Line Replacements Water Tank Painting — Rogers Dr & Baxter Ln Shenandoah Mobile Home Park — Water Line Repl. Hyland Park Water Tank Highway 285 — Water/Sewer Relocations Water/Sewer Improvements — Defined By Study Double Springs Bridge — Water Relocations Highway 16 East — Water System Improvements Babe Ruth Park — Water Line Replacements East Ridgeway — Water Line Extension Oklahoma Way — Sewer Line Replacement Huntsville Road — Water Line Replacements Water/Sewer System Upgrade — Mt. Sequoyah Hinkle Mobile Home Park — Water Line Repl. 1997 1998 1999 2000 2001 Total Request 50,000 50,000 80,000 80,000 100,000 360,000 200,000 200,000 250,000 250,000 188,600 168,600 715,000 715,000 1,800,000 1,800,000 425,000 600,000 50,000 1,075,000 60,000 60,000 689,000 689,000 58,400 58,400 300,000 300,000 164,000 164,000 800,000 800,000 1,825,000 1,825,000 180,000 180,000 3,183,600 1,282,400 1,144,000 930,000 2,105,000 8,645,000 ' Total Water & Sewer Fund Projects it II I I Community Development Block Grant Fund Community Development Improvements 4,494,600 1,665,900 1,540,000 1,337,500 2,553,000 11,591,000 C.D. Target Area Improvements 400,000 150,000 150,000 150,000 150,000 1,000,000 Total Community Development Block Grant Fund Projects 400,000 150,000 150,000 150,000 150,000 1,000,000 OH -Street Parkins Fund Off —Street Perking Improvements Traffic Parking Meter Replacement Parking Deck Rehabilitation Total Off —Street Fund Projects Solid Waste Fund Solid Waste Improvements Solid Waste Commercial Can Program Collection Bins Other Solid Waste Equipment Roll —off Containers Materiels Recovery Facility — Picking Line Dumpster Lease Program Container Maintenance Building Total Solid Waste Fund Projects Airport Fund Parks Development Fund Sales Tax Capital Improvements Fund Shop Fund Water & Sewer Fund Community Development Block Grant Fund Off —Street Parking Fund Solid Waste Fund 21,000 22,300 43,300 40,000 40,000 40,000 40,000 40,000 200,000 61,000 82,300 40,000 40,000 40,000 243,300 20,000 18,000 16,000 14,000 12,000 80,000 22,000 50,000 72.000 20,000 100,000 70,000 190,000 21,000 30,000 51,000 168,000 168,000 35,000 43,000 78,000 52,000 52,000 42,000 38,000 205,000 231,000 175,000 691,000 Projects By Fund — All Sources 1,679,000 1.367,000 1,460,000 1,220,000 068,000 6,694,000 775,000 894,000 850,000 952,000 957,000 4,428,000 8,354,510 7,456,400 7,714,600 7,443,000 8,133,000 39,101,510 1,655,400 1,702,600 1,615,000 1,525,000 1,435.000 7,933,000 4,494,600 1,685,900 1540.000 1,337,500 2.553,000 11,591,000 400,000 150,000 150,000 150,000 150,000 1,000.000 61,000 62,300 40,000 40,000 40,000 243,300 42,000 38,000 205,000 231,000 175,000 691,000 $17,461,510 $13,336,200 $ 13,574,600 $ 12,898,500 S 14,411,000$ 71,681,810 1 189 City of Fayetteville. Arkansas 1997 Capital Budget Fund / Program / Category - - Project Title 1997 Budget I Off —Street Parking Fund (2130) 9130 Off —Street Parking Expense Parking Deck Rehabilitation $ 40.000 Parking Meter Replacement 21,000 61.000 Community Development Block Grant Fund (2180) 4990 Community Development Capital Target Area Improvements 400,000 Parks Development Fund (2250 9250 Parks Development Capital Girls Softball Complex 350,000 Lake Fayetteville Trail 50,000 Miscellaneous Park Improvements 44,000 Park Land Acquisitions 50,000 Walker Park Senior Complex 250,000 744.000 Sales Tax Capital Improvements Fund (44701 Fire Safety Improvements Fire Apparatus — Fire Station #6 Expansion 270.000 Fire Station #4 — Expansion 150,000 420,000 Police Safety Improvements Public Safety Computer System Replacement 385,000 385,000 Library Book Purchases & Improvements Book Purchases 70,210 Exterior Building Maintenance 46,200 116,410 Parks and Recreation Improvements Gulley Park Purchase 18,300 Lewis Soccer Field Complex 84,000 Park Entrance Gates and Signs 30,000 Parks Maintenance Complex 133,000. Veterans Park Sewer and Road Improvements 81,000 346,300 Bridge and Drainage Improvements Centerbrook Drainage Improvements 265,000 Clear Creek Bridge Improvements 220,000 Drainage Study and Master Plan - 100,000 • Miscellaneous Drainage Improvements 50,000 Shenandoah Mobile Home Park — Drainage Impr. 233,O00 Steele Property Bridge — Cost Sharing 368.000 1,236,000 In —House Street Improvements Pavement Improvements 658,600 658,600 Street Improvements 6th Street Extension to East Huntsville Road 249,000 Intersection Improvements 100,000 Old Missouri Road / Zion Road Intersection 424.O00 Poplar Street Improvements 80,000 Sidewalk Improvements 90,000 Stonebridge — Street/Drainage Improvements 175,000 190 I City of Fayetteville, Arkansas 1997 Capital Budget 1 Fund / Program / Category Project Title 1997 Budget Street Improvements — Cost Sharing 100000 Street Right of Way Acquisition 100,000 Sunbridge Extension from Villa to North College 379,000 Sycamore Street — Leverett to Garland 200,000 Township / College Intersection 208,000 Twentieth Street — West of South School 400,000 2,505,000 Transportation Improvements MUTCD Sign Machine Material 19,000 Parking Meter Replacement 26.000 Traffic Signal Improvements 77,400 122,400 Water and Sewer Improvements Sanitary Sewer Rehabilitation 1,003,000 Water and Sewer Cost Sharing 80,000 Water/Sewer Improvements — Defined By Study 569,000 1,652,000 Solid Waste Improvements Collection Bins 78,000 Dumpster Lease Program 60,000 Roll —Off Containers 35,000 Volume Reduction Machine 30,000 203000 Other Capital Improvements Animal Shelter Expansion 156,800 AS/400 Printer Replacements 15,000 Building Improvements 50,000 Document Imaging System 60,000 Employee Parking Lot 150,000 Geographic Information System 102000 1 Greenhouse 20,000 Industrial Park South — Entrance Enhancement 15,000 Lake Fayetteville/Sequoyah Improvements 11,000 Microcomputer Replacements 25,000 PEG Television Center — Equipment 16,000 Radio Tower Improvements 23,000 Tree Planting Program 50,000 Voice & Data Communications Wiring — City Hall 16,000 ' 709,800 Water & Sewer Fund (54001 1820 Meter Operations Water Meters 186000 186,000 1830 Meter Maint. & Backflow Prevention Backflow Prevention Assemblies 20,000 20,000 5600 Capital Water Mains Highway265 — Water/Sewer Relocations 1,800,000 Hyland Park Water Tank 715,000 Rolling Hills Area — Water Line Replacements 200,000 Shenandoah Mobile Home Park — Water Line Rep!. 168,600 Water and Sewer Cost Sharing 50,000 Water Tank Painting — Rogers Dr & Baxter Ln 250,000 3,183,600 I I 191 City of Fayetteville, Arkansas 1997 Capital Budget Fund / Program / Category 5100 W WTP Operations 5800 WWTP TP Capital Solid Waste Fund (5500) 5010 Commercial Collections 5060 Recycling Airport Fund (5550) 3960 Airport Capital Shop Fund (9700) , 1920 Fleet Operations Capital Title Upgrade/Replace Lift Stations Computer System Upgrade/Maintenance Odor Control Improvements Plant Pumps and Equipment Safety Equipment Improvements SMS Access Road Improvements Testing Equipment e, Collection Bins Commercial Cart Program Federal Grant Matches Fuel Farm Replacement General Aviation Terminal Renovation Parking Lot Expansion Passenger Terminal Doors Professional Services Safety Area Maintenance & Drainage Back Hoe/Loader — Expansion Back Hoe/Loaders — Replacement Construction Equipment — Replacement Fire Vehicles/Equipment — Expansion Light/Medium Utility Vehicles — Expansion Light/Medium Utility Vehicles — Replacement 'Medium/Heavy Utility Vehicles — Expansion Medium/Heavy Utility Vehicles — Replacement Other Vehicles/Equipment — Expansion Other Vehicles/Equipment — Replacement Police/Passenger Vehicles — Expansion Police/Passenger Vehicles — Replacement Sanitation Vehicles/Equipment — Expansion Tractor/Mower — Replacement Total Capital Improvements Program — 1997 Projects 1997 Budget 8,500 925,000 101.000 6,000 5,000 9,500 1,055,000 22,000 20,000 42,000 1,000,000 265,000 90,000 70,000 50,000 40,000 164.000 1,679,000 227,000 148,000 95,000 105,000 42,000 299,000 96,000 166,000 40,000 53,000 50,400 202.000 36.000 96,000 1,655,400 S 17,430,510 192 I I I Li 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. 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 Ratings a cri ti 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 -I A Upper medium quality, and strong capacity A to pay principal and interest. IBaa-I 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. I 1 193 Description of Outstanding Bonds General Obligation Bonds Sales Tax Capital Improvements, Series 1986: The bonds are special obligations of the City with the sole pledge of 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 1997, the City will explore the possibility of refunding those bonds to achieve debt service savings.) Revenue Bonds 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 a 42 -inch and 36 -inch water main 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 were 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 © 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 © 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 continuing education 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. IL141 I I I I I i I I I I I I I I City of Fayetteville, Arkansas Bonds Outstanding December 31, 1996 Bond Description Issue General Obligation Bonds Sales Tax Capital Improvements — WAC 1986 Revenue Bonds Water & Sewer System Refunding and Improvement 1992 Water & Sewer System 1994 Hotel & Restaurant Gross Receipts Tax Refunding 1995 Due Interest Dates Rates Amount 1997-2007 6.15-7.10% $ 2,940,000 1997-2012 4.15-6.15% 8,825,000 1997-2012 4.45-6.00% 4,895,000 1996-2004 4.25-5.25% 2,430,000 16,150,000 $ 19,090,000 1997 Debt Service Payment Schedule Bond Description Issue Principal Interest Total General Obligation Bonds Sales Tax Capital Improvements — WAC 1986 $ 155,000 $ 204,112 $ 359,112 Revenue Bonds Water & Sewer System Refunding and Improvement Water & Sewer System Hotel & Restaurant Gross Receipts Tax Refunding Total Debt Service Payments 1992 325,000 1994 305,000 500,998 825,998 270,558 575,558 1995 255,000 121,660 376,660 885,000 893,216 1,778,216 $ 1,040,000 $ 1,097,328 $ 2,137,328 195 City of Fayetteville, Arkansas Computation of Legal Debt Margin December 31, 1996 I General Obligation Debt Debt margin is a calculation based on the assessed value of property located within the City Emits. The debt limit is established by state statute and is limited to 20% of assessed value. 1996 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 0 $ 2,940,000 837,960 $ 461,000,000 92,200,000 2,102,040 $ 90,097,960 Debt Applicable to Debt Limit 1984-1996 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 Net Bonded Debt Ml Debt Limit Enterprise Fund Debt (Revenue Bond Debtl 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. 196 City of Fayetteville IOrganizational Chart Caaeas of a Faymmme City Attorney City Clerk/Treasurer Mayor City Council LMurgc4W Judge — Prosecutor -Airport Cable Administration Police Fire PuNE Works Adminhtratiro Services I Communkations Engineering Auotmting&Audit Inspections Aninal Services -Parks & Recreation Budget & Research Planning Budding Maintenance Solid Wage CommunhyDeselopmeat -Street -Data Processing Traffic Fled Operations Wastewater Treatment Municipal Court — — Water & Sewer Personnel Purchasing ' Water & Sewer Services 1 I I 197 11 Officials of the City of Fayetteville, Arkansas Elected Officials Fred Hanna Mayor II 11 Stephen Miller Ward 1, Position I Kit Williams Ward 1, Position 2 Cyrus Young Ward 2, Position l Randy Zurcher Ward 2, Position 2 Trent Trumbo Ward 3, Position I Donna Pettus _ 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 Department Directors Kevin Crosson Public Works Director Mickey Jackson Fire Chief Ben Mayes Administrative Services Director Phyllis Rice Assistant to the Mayor Richard Watson Police Chief Manaeement Staff Accounting Manager Marilyn Cramer Environmental Affairs Admin. Cheryl Zotti Airport Manager Dale Frederick Facilities Superintendent Harold Dahlinger Animal Services Director Olivia Horn Fleet Operations Supt. 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 Vice 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. Jim Smith Data Processing Manager Scott Huddleston Water & Sewer Maint, Supt. David Jurgens City of Fayetteville, Arkansas Personnel Summary Full Time Equivalent Basis 1994 1995 1996 1997 Department Employees Employees Employees Employees General Government 31.20 31.70 34.07 * 47.80 Administrative Services 86.80 89.80 95.30 100.30 Police 105.13 111.13 118.13 122.63 Fire 66.00 69.00 73.00 73.00 Public Works 156.83 173.63 192.76 * 204.76 Total 445.96 475.26 513.26 548.49 NOTE: Approved during 1996 was one additional employee for the Airport Division, 7.3 Full Time Equivalent (FTE) employees for the Parks and Recreation Division, and one employee for the Traffic Division. Personnel Summary GI 0 GovanlGohmmem Polk., Public Wodu Admmiuntlw Senkm Flit 1994 El 1995 ® 1996 1997 199 1994 1995 1996 1991 Year ® Total Employees Total Employees by Dept Division Airport Community, Development Animal Services Cable Administration City Attorney City Clerk Engineering Inspections Municipal Court Police Traffic Street Public Lands Maintenance Water & Sewer Services Water & Sewer Maintenance Vehicle Maintenance Total Additions Total Deletions Net Additions CITY OFFAYETTEVILLE PERSONNEL VARIATION SUMMARY Additions 1.00 Lead Operations Specialists' 10.00 Airport Operation Specialists' 1.00 Senior Clerk Typist' 1.00 Construction Manager - Temporary' 1.00 Animal Caretaker' 0.88 Part -Time Production Assistant° 0.35 Law Clerk' 0.50 Microfiche Clerk6 1.00 Public Construction Inspector' 1.00 Land Agent - Temporary' 1.00 Surveying Assistant - Temporary' 1.00 Residential Inspector' 0.50 Deputy Court Clerk9 3.00 Police Officers10 1.00 Dispatcher" 0.50 Transcriptionist" 1.00 Traffic Technician" 2.00 Maintenance Worker III" 1.00 Public Works Crew Leader1° 2.00 Maintenance Worker IV's1° 1.00 Clerk/Cashier15 0.50 Special Projects Analyst" 1.00 Public Works Data Clerk16 1.00 Warehouse Attendent1G 1.00 Building Maintenance Worker V" 35.23 0.00 35.23 Deletions 200 I Notes to the Personnel Variation Summary I I I I I I I I I I I I I I I I I) A Lead Operations Specialist, 10 Airport Operations Specialist, and a Senior Clerk Typist was added to provide for the Fixed Base Operation (FBO). The positions are funded in the Airport Fund. 2) A Construction Manager - Temporary was added to provide construction management oversight on a full time basis for the Walker Park Senior Center and the Northwest Arkansas Free Health Clinic. The position is funded with project funds and is in the Community Development Fund. 3) An Animal Caretaker position was added to this budget. Increased animal population at the animal shelter has contributed to the neell for this position. The position is funded in General Fund. 4) Cable Administrator increased from .12 to 1.0. Increased government channel productions has created the need to increase the part - time production assistants positions. The position is funded in General Fund. 5) Additional time has been included in this budget for the part - time law clerk position. The position is funded in General Fund. 6) Additional time has been added for the part-time Microfilm/Filing Clerk in the City Clerk's Division. The additional funding is required due the increased volume of City documents that must be micro filmed. This position is funded in General Fund. 7) A Public Construction Inspector, a Land Agent - Temporary and a Surveying Assistant - Temporary was added to the Engineering Division to provide inspection services for City infrastructure improvements, provide additional support in obtaining easements and rights of way for City projects and provide assistance to the City Surveyor. The Public Construction Inspector is funded in General Fund and the Land Agent - Temporary and Surveying Assistant - Temporary will be funded with project funds. 8) A Residential Inspector was added to the Inspections Division. This position is funded in General Fund. 9) A part time Deputy Court Clerk was added to the Municipal Court Division to assist in implementing compact filing. This position is funded in General Fund.' 10) The addition of three Police Officers 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. 11) One additional Dispatcher was added to assist Central Dispatch. A part time Transcriptionist was added to assist the Police Department in operations. These positions are funded by the General Fund. 12) A Traffic Technician was added in Traffic Division. This positions will assist in the maintenance of the City's traffic signs and signals. This position is funded in General Fund. 13) 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. 14) A three employee maintenance crew was added to Public Lands Maintenance Program. The crew consists of a Public Works Crew Leader and two Maintenance Worker IV's. The crew will primarily be utilized to make construct and/or repair sidewalks and trails throughout the City. These positions are funded by the Street Fund. 15) A Clerk/Cashier and a part time Special Projects Analyst were added to the Water & Sewer Services Division to meet the increased workload. The positions are funded in the Water & Sewer Fund. 16) A Public Works Data Clerk and a Warehouse Attendant were added to Water & Sewer Maintenance Program. These positions were added due to the increased volume of work orders and are funded by the Water & Sewer Fund. 17) An Building Maintenance V was added to the Fleet Operations Division to assist in maintenance of the Shop Building and other City Buildings. This position is funded by the Shop Fund. I 201 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: 5 City sales tax revenue has grown at an average rate of 13.68% annually since 1986 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 1997 represents approximately a 3.0% growth in revenue using estimated 1996 as the base. The city sales tax revenue is divided between capital projects (81%, Sales Tax Capital Improvements Fund) and discretionary purposes (19%, 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 45% of the revenue for General Fund. Growth in sales tax revenue has averaged approximately 11.79% annually from 1986 to 1996. Budgeted 1997 county sales tax revenue is projected to grow at 4% over estimated 1996 revenue. The growth in county sales tax is fueled by the overall economic growth occurring in the Northwest Arkansas region. 1986 1987 1986 1989 1990 1991 `d /4 1992 1993 1994 1995 Pat. 19% Proj. 1997 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 at. 19% Pro!. 1997 2 2 Millions of Dollars 4 6 8 3,974.548 4.173.444 Mt 4,339,019 4,745,915 -.:. H I thWeI 5.052.187 5,426,350 5,961,732 5,0.59,148 7,561.906 MIIW'om of Dollars 4 6 8 3,09a603 3,19&519 3,301,645 dM 3343,394 e 2. 3.783,344 s ss- 4,161,112 M rme. sa a� _ 4.67$369 vseyia 3"= 5.24&450 5a — 5,704171 6,174653 nn- r asL a s ^n^ss a a e�'" as.s S^e= >vxs s S , k.. 6.721.N0 2 vT ahWh': 4930.CW 846&654 9.083,000 10 202 Major Revenue Sources, Continued Hotel —Motel —Restaurant (HMR) Tax: The City collects a 1% 300 Hotel— Motel —Restaurant (HMR) tax for use by the 1986 City's Advertising and Promotion Commission. 1987 On November 14, 1995, 968 voters approved an 1969 additional 1% HMR tax to be used for Parks and 1990 Recreation needs. HMR 1991 tax revenue has grown at an average rate of 12% per year since 1986 and 1993 the projected revenue for 1994 1997 is expected to increase by 2.0% over the 1933 1996 estimated revenue. Es' 1996 The increase in HMR tax Ft. 1997 is attributed by the 7toumnds ofDofas SO) 700 900 11011 increase of restaurants in l City Advertising & Promotion ® Parks & Recreation Fayetteville. Solid Waste Fees: Solid Waste fee revenue is based on level of customer service. The increase in budgeted 1997 revenue reflects a rate increase which was adopted in 1996 and goes into effect January 1, 1997. The new rate will increase residential customers fees by 9.7% and commercial customer fees by 20%. This has been the first solid waste rate increase since 1993. 1986 1987 1988 1989 1990 10. 1991 0.3 7+ 1992 1993 1994 1995 at. 1996 ltq. 1997 Millions of Dollnn 0 1 2 3 4 5 1.714.664 FEiiVmadez c _+4' 3[ n----0:113'. 1.680.692 2,174.481 lad§ ,1• •314' v !.n i6�F4 T'M1iP..:i 2,12,346 3 9• $a P�����II':I 2,84$n3 3.068..504 Lfi 'I3 Y t'%WY. J2}9 63L i,l`Y1311 M W `Y 3��� 9v'r1 626fi I5;I IP'. 1 e 959•FP F=4'S : 3.210.462 1 t@ tlY YW P Y'r'k'Q4FK 36 ,.I t- N6:•• 0.k i i•Li '� _- 3}3' .�. .ca a - _.. .. }n r28rE .. v0. a . x " 4.117.479 3i A 5-1 }� =i9. W �l Aid §kYywf�' _*:.,=_..====:.-=:=.:...:.. *:. rsr a :a .1 s! iiIIII I.I n $ 5[¢Ix5s�[a Fa P s0. ePl 61n 1', �iii:1 I �'li i U46.66 Ui �$l Sal n:vlS l3 IIII'4I X� § U p§ Itt't[l,i: tlx.xl yl lel gPi 3P QAl ; 203 Major Revenue Sources, Continued Water Sales: Water sales revenue is based on metered customer usage of water and is one of the primary sources of revenue for the Water & Sewer Fund. The budgeted revenue for 1997 includes an increase in projected water usage of 1.3% over estimated 1996 revenue. Sewer Charges: Sewer service charge revenue is based on metered customer usage of water and is one of the primary sources of revenue for the Water & Sewer Fund. The budgeted revenue for 1997 includes an increase in projected usage of 3.7%. 1986 1987 1988 1989 1990 1991 V 1992 1993 1994 1995 Pat 1996 Proj. 199! 1986 1961 1968 1989 1990 1991 1992 1993 1994 1995 En. 1996 Proj. 1997 2 4 2.816,987 2,962.279 FiIIIIIl 3,385,618 3r' ; 4,213,041 !- _:=:�.. >•_ 4,822,875 2 4 Dfilliom ofDollaze 6 8 10 12 6552,093 — ;� 7384.604 T�55.BSE � Fri O= F 8,616.486 P`�F Si vuFs s e 9.404913 _ _.. 9.405.000 u2. .. .� 3- 9524&l0 _ . Mimom of OoIWs 6 8 10 12 204 Fayetteville Community Overview HISTORY The early settlers of Fayetteville would be amazed at the vast development that has evolved from the humble origin of the commu- nity. The earliest recorded history of the City came from Frank Pierce in about 1819. A hunter and trapper, Pierce is believed to be the first American of European descent to visit the area, coming within 2 miles of the City's cur- rent location. By 1828, several families began to locate near Fayetteville. The City grew rapidly, and in 1829, a courthouse and post office were built. Fay- etteville achieved town status in 1835, was sur- • veyed into lots sold at Fayette public auctions over the next two years, and by 1841, had a population of 425. Although it played host to both the Confeder- ate and Union Troops dur- ing the Civil War (1861- 65), Fayetteville survived the war to become one of k-, the most important centers for commerce and learning in Arkansas. By 1870, Fay- etteville became an incorporated city. Recov- ery from the devastating effects of the Civil War was slow; however, a very positive event occurred when the City was chosen as the site for the Arkansas Industrial University. This school opened in January 1872 and became the University of Arkansas in 1899. LOCATION The City of Fayetteville, also the County Seat of Washington County, is located in the north- west comer of Arkansas. It is approximately 30 miles east of the Oklahoma border and 50 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 variety of individuals seeking a special envi- ronment to live, work, and raise their families. POPULATION / SIZE From 1960 to 1990, Fayetteville more than doubled in size growing from a population of 20,274 to 42,099. The City has also experi- enced remarkable growth over the past six years. The 1980 population was 36,608; 1990 was 42,099; current 1996 population is esti- mated at 52,700; and Year 2000 population is pro- jected at 62,100. Over the ville 20 -year span of 1980- 2000, the projected popu- lation increase is almost 70%. Based on the 1990 Cen- sus, Fayetteville is the fifth largest city in Arkansas. For an idea of Fayetteville's growth in size alone, the City currently en- compasses 43.39 square miles or 27,700 acres; in 1870, the original town encompassed only 1,116 acres. ECONOMIC CONDITIONS Fayetteville's unemployment rate has histori- cally been low and has remained below 3% since 1994. The per capita income has grown an impressive 75% since 1982. The significant economic growth has been fueled by the phe- nomenal growth of Wal-Mart, Tyson Foods, J.B. Hunt Transport, and other locally -based companies. Fayetteville is known as the busi- ness center for Northwest Arkansas. Aggres- sive in dealing with its growth, the City has anticipated future growth. A goal of the eco- nomic development philosophy is to not only encourage and support new business, but to direct the growth into areas compatible with 205 existing industry and, the economic base. In addition, initiatives such as the completion of the City's General Plan 2020 and the Capital Improvements Program, a 5 -year plan updated and revised annually as a planning tool for infrastructure and other capital improvements, allow for enhanced capability to meet the ever- increasing needs of Fayetteville citizens. EDUCATION Fayetteville is home to the principal campus of the University of Arkansas system, which has contributed to higher education in the area for 125 years. The University contributes a dual role to the economic well-being of the commu- nity by drawing new industry to the area by its 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 educational and cultural advancement of the region. Many new industries locate to the area because of the University, and many employ the newly -gradu- ated students. The University forms one of the strongest supports of the local economy; be- sides economic input generated from the Uni- versity payroll, students (enrollment is cur- rently about 15,000) spend over $25 million per year with local businesses. The University has also developed the Genesis Program to advise, incubate, and develop new products and businesses, principally in highly -technical disciplines. Many of these new businesses remain in Fayetteville following initial devel- opment. The University's entry into the South- eastern Conference continues to expand its exposure and to further stimulate a steadily thriving visitor/tourism phenomenon in Fayetteville. The recently completed Bud Walton Arena, along with the new poultry research center and other construction valued more than $100 million, will serve to further augment campus diversity and integrity. A cooperative effort involving the City, Univer- sity, and private donors have constructed a performing arts center complex that serves the region and University population alike. The. Walton Arts Center 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 out- door pavilion. The Center derives some of its operating funds from a perpetual endowment fund established by the City and the University. Jn addition to the University, the Fayetteville Public School system offers an excellent edu- cational environment and includes ten elemen- tary schools, two junior -high schools, and two high schools. There are also private and paro- chial schools and facilities for developmentally -disabled children in the City. TRANSPORTATION The continued development of U.S. Highway 71 as a Federal Interstate Highway (south to Interstate 40 at Alma) scheduled for comple- tion in 1999 and the recent completion of the four -lane upgrade of Highway 412 from Inter- state 44th Tulsa place the City in the fast lane for continued growth into the 21st Century. Other available ground transportation in the area includes rail -freight service through Ar- kansas & Missouri Railroad, daily bus service through Jefferson Bus Lines, and a number of excellent motor -freight carriers. In addition to ground transportation, the City offers excellent air -passenger service; five airlines operating through the Municipal Airport (Drake Field) currently serve all of Northwest Arkansas. MEDICAL FACILITIES Two major hospitals in Fayetteville, the Wash- ington Regional Medical Center and the Veter- ans Administration Hospital, serve as outstand- ing medical facilities for the region. The community is also home to the North Hills Medical Park, a complex providing extensive state-of-the-art medical, dental, and surgical needs; the Northwest Arkansas Rehabilitation Hospital for postoperative and corrective rehabilitation needs; the Charter Vista Hospital providing treatment of mental disorders and chemical dependencies; and Community Bio- Resources, Inc., a blood plasma center entering I I I I I I I I I I I I I I I I [_I I Fayetteville into the realm of high-technology biomedical research. Realizing that the area's natural beauty is an asset which encourages both growth and tour- ism, the City takes a proactive approach in preservation of a clean environment. The Parks & Recreation Diyision tends not only to numerous parks and ballfields, but has in its care many large recreational areas and three lakes for sports and recreational enthusiasts of all kinds and ages. A tertiary wastewater treatment system went online in 1988 and can provide for wastewater needs of the community for the foreseeable future. A comprehensive sewer system study is currently underway to identify projected wastewater treatment needs over the next 20 to 50 years. In 1996, a new state-of-the-art Solid Waste Transfer Station and Recycling Facility went into operation and is designed to meet solid waste needs well into the future. The City already had one of the most effective recycling programs in the State, and the new facility will allow for even more effective recycling management. OTHER EVENTS AFFECTING THE FU- TURE • The Chamber of Commerce Economic De- velopment Department instituted an Interna- tional Trade Development and Promotion Subcommittee and established a foundation to begin trade talks with Mexico, Canada, and Israel. A trade mission to Mexico has already taken place. • Expanded water transmission lines for Fay- etteville and the surrounding area is being constructed. • A planned Regional Airport expected to be in operation by 1998 will provide still an- other venue for accelerated economic growth. • The "Lights of the Ozarks Festival" has enjoyed four successful years continually getting bigger and better each year. During the holiday season, Fayetteville comes to life as merchants and residents City-wide illumi- nate the winter nights with over 350 miles of lights. • According to the Quarterly Cost of Living Index, Fayetteville has consistently regis- tered about 10% below the national cost of living. • A recent broad expansion of the Northwest Arkansas Mall has given the region excellent shopping, making it competitive with the larger city malls. • Plans for a new Town Center / Exhibit Hall are proceeding. • A successful grant application to Southwest- ern Bell Telephone Company resulted in the installation of a $610,000 "Fiber Optics Hub" in the planned High Technology Park, creating the first "Fiber park" in Arkansas. It will be served by a high-speed, high -capac- ity communications link. This link is in- tended as a magnet for recruiting high -wage, information -based companies. CONCLUSION The City of Fayetteville, Arkansas, is a collec- tive association of over 50,000 people in a region with a population base of over 250,000. The City has progressed through many stages of development. It is a vibrant community with transportation and industrial expansion un- imagined in earlier times. The high -quality of standards set and maintained by the City and resultant high quality of life are paramount to its citizens and assures a dynamic future —the spirit which sustained the early settlers lives in Fayetteville. I 207 Ii 1996 MISCELLANEOUS STATISTICAL DATA Date of Incorporation - August 23, 1870 Form of Government - Mayor/Council Area (Sq.. Miles) - 43.39 Fire Protection Stations Uniformed Employees• Police Protection Stations Uniformed Employees Parks & Recreation Number of parks Number of playgrounds Number of tennis courts: Lighted Unlighted Number of basketball goals Number of softball/baseball fields Number of community centers Number of swimming pools Number of soccer fields Number of volleyball courts Number of recreational complexes Acres: Developed Land Undeveloped Land Water ewer 5 Miles of Sanitary Sewers 420 72 Average Daily Treatment (Gallons) 17,000,000 1 Public Educational System 80 Elementary 10 Junior High 2 High School 2 51 Full -Time Equivalent Teachers 510 26 Registered Students 7,721 4 8 84 17 4 2 12 9 2,452 143 739 t eets Street Miles: - Graded and Surface Treatment .64 - Paved - Concrete and Asphalt) 239.20 Water Water Meters • 24,794 Beaver Water District Pumping . Capacity (Gallons) 80,000,000 Pumping Capacity to Fayetteville (Gallons) 25,000,000 Average Daily Consumption 12,500,000 Miles of Water Mains 420 Fire Hydrants 1,500 Building Permits Year Number 1996 595 1995 670 1994 709 1993 651 1992 473 1991 353 1990 298 1989 238 1988 '278 1987 275 Unemployment Rate (%1 1996 1995 1994 1993 1992 1991 1990 1989 $64,057,664 90,946,650 97,389,564 87,005,237 56,279,064 40,132,613 36,434,671 21,483,018 21,341,739 17,002,278 Rate 2.5 2.4. 2.7 3.0 3.7 3.9 4.0 3.7 11 Li I U U I I IF 208 ' H I I I I I I I I I I1 I 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. 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 bagis 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. ' 209 I1 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. 4 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 sala ry ary 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. ENCUMBRANCE. An account used to record the estimated amount of contracts, salary commitments and purchase orders that are chargeable to an appropriation. 210 I 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 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. 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. I ' 211 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. k 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. 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. I 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. ' 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. ' 213 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 1 how output is meeting service demand. Workload data is also the basis, along with total expenditures, for unit cost or productivity indicators. , I I I 1 I I I Li I 214. City of Fayetteville, Arkansas Index 1997 Capital Budget............................................................. 190-192 Accounting and Audit............................................................... 79 Administrative Procedures to Adjust the Approved Budget...................................7-8 Administrative .......................................................77 ,Director Airport Fund: Sources & Uses of Funds ...................................................... 40 Revenue & Expenditure Summary....................6.......................... 41 Airport - Airside Operations...........................................................65 Airport- Capital................................................................... 66 Airport - Fixed Base Operations........................................................63 Airport- Landside Operations.........................................................64 Animal Services - Animal Shelter......................................................91 Animal Services - Patrol/Emergency Response............................................90 Arts Center Bond Fund: Revenue & Expenditure Summary .................................. 29 Budget and Research................................................................ 80 BudgetFlowchart................................................................... 3 Budget Organizational Structure........................................................9 Budget Process....................................................................1-2 Budget Resolution.................................................................. xiv Building Maintenance - General Maintenance............................................83 Building Maintenance - Janitorial......................................................84 C.E.C. and Parking FacilityFund: Revenue & Expenditure Summary .......................... 42 Cable Administration................................................................ 60 Capital Improvement Policy...........................................................6 Capital Improvement Program Directional Information.................................178-182 Capital Improvement Projects by Project Area - All Sources................................184 Capital Improvements Program Comprehensive Detail..................................186-189 Capital Improvements Program Introduction............................................177 Central Dispatch.................................................................. 106 Chart of Fund Types- Governmental................................................... II Chartof Fund Types - Proprietary & Fiduciary ............................................13 City Advertising & Promotion Fund: Revenue & Expenditure Summary ........................ 24 CityAttorney ...................................................................... 56 City Clerk/Treasurer................................................................ 61 CityCouncil...................................................................... 55 CityEngineering - Operations & Administration .......................................... 137 CityEngineering - Plans and Specifications..............................................136 City Engineering - Public Construction.................................................. 139 CityEngineering - Right of Way Acquisition............................................138 City of Fayetteville Organizational Chart ...............................................197 CityProsecutor.................................................................... 57 Combined Statement of Fund Equity - Proprietary & Fiduciary (Shown by Department) ........... 14 Combined Statement of Fund Position - Governmental (Shown by Department) .................. 12 CommunityDevelopment - Administration...............................................92 Community Development Block Grant Program: Revenue & Expenditure Summary .............. 26 CommunityDevelopment - Capital & Services............................................95 215 City of Fayetteville, Arkansas Index (continued) Community Development - Home Grantan................................................... 94 CommunityDevelopment - Housing Rehabilitation.........................................93 CommunityOverview...........................................................205-207 Consolidated Fund - Department - Program Summary ...:................................... 10 DataProcessing.................................................................... 86 DebtPolicy........................................................................ DebtPosition..................................................................... 193 Department Goals: General Government..........................................................49 Administrative Services......................................................69-70 Police..................................................................... 103 Fire...................................................................... 113 PublicWorks............................................................123-124 Department Overview: General Government..........................................................48 Administrative Services........................................................ 68 Police..................................................................... 102 Fire.................:.............................4.4...4.....4........... 112 PublicWorks............................................................... 122 Description of Outstanding Bonds ..................................................... 194 Drug Law Enforcement Fund: Revenue & Expenditure Summary .....4..44............4...... 28 Expenditure Policy................................................................. 4-5 Financial Reporting Policy............................................................6 Fire - Aircraft Rescue Sc Fire Fighting ......................................... 119 4 ......... Fire - Fire Prevention............................................................... 116 Fire- Operations................................................................... 117 Fire Pension Fund: Revenue & Expenditure Summary ......................................44 Fire - Training & Continuing Education................................................118 Fleet Operations- Capital.............................................................99 Fleet Operations - Vehicle Maintenance.................................................98 General Fund: Sources and Uses of Funds ..................................................... 18 Comparative Budget Summary .................................................. 19 Expenditure Summary.......................................................20-21 Glossary..................................................................... 209-214 HotCheck......................................................................... 58 Index.............................................4..... 4..................... 215-218 Inspections................0............044..........4......0..4....4............. 141 InternalAudit......................................................................'82 Investment and Cash Management Policy .................................................5 Legal Debt Margin Calculation ....................................444.4.............. 196 List of Elected Officials, Administrative Officials, & Management Staff ...............44...4.4 198 Major Revenue Sources ............44....4..............4........................202.204 Mayor's Administration ....................................44...4..........4........ 54 Meter Maintenance & Backflow Prevention....................4...4..................... 97 Meter Operations................................................................... 96 216 I ' City of Fayetteville, Arkansas Index (continued) ' Miscellaneous..................................................................... 62 ' Miscellaneous Statistical Data ........................................................ 20E Municipal Court- Criminal........................................................... 87 Municipal Court - Prob#tion & Fine Collection ........:................................... 8E Municipal Court - Small Claims & Civil.................................................89 MunicipalJudge................................................................... 59 Municipal Judge Retirement Fund: Revenue & Expenditure Summary ......................... 45 Off Street Parking Fund: Revenue & Expenditure Summary ................................. 25 I Organizational Structure: General Government.......................................................... 47 Administrative Services........................................................ 67 Police..................................................................... 101 Fire...................................................................... 111 PublicWorks.......................................................4....... 121 Parks- Administration.............................................................. 142 Parks - Athletic/Recreation Transfers ................................................... 144 Parks Development Fund: Revenue & Expenditure Summary ................................27 ' Parks - Lake Maintenance........................................................... 146 Parks- Library.................................................................... 145 Parks - Parks Development & Maintenance .............................................. 158 Parks - Parks Maintenance........................................................... 147 ' Parks - Swimming Pool............................................................. I43 Personnel......................................................................... 78 Personnel Summary: General Government..........................................................53 Administrative Services......................................................75-76 Police..................................................................... 105 ' Fire...................................................................... 115 Public Works............................................................132-134 Department Summary........................................................199 ' Personnel Variation Summary .....................................................200-201 Planning........................................................................ 140 Police - Drug Enforcement........................................................... l09 Police- Patrol ..................................................................... 108 Police Pension Fund: Revenue & Expenditure Summary .................................... 43 Police - Support Services............................................................ 107 Procurement/ Risk Management.......................................................85 Program Expenditure Summary: General Government........................................................50-52 ' Administrative Services......................................................71-74 Police..................................................................... 104 Fire...................................................................... 114 1 ' Public Works ............................................................125-13 Public Works Director ................................................135 1355 Public Works Director - Public Lands Maintenance.......................................151 ' Public Works Director - Sidewalk & Trail Maintenance....................................157 ' 217 I1 City of Fayetteville, Arkansas Index (continued) 11 Replacement Fund: Revenue & Expenditure Summary ..................................... 30 ' ReservePolicy...................................................................... 5 , RevenuePolicy..................................................................... 4 Sales Tax Capital Improvements Fund: Revenue & Expenditure Summary ............................................... 31 , Capital Project Detail - 1997 ...................................................3 33 Sales Tax Capital Improvements Funding - By Project Category ............................. 185 Schedule of Bonds Outstanding....................................................... 195 ' Sewer Mains Construction...........................................................168 Shop Fund: Revenue & Expenditure Summary ........................................... 46 Solid Waste Fund: Sources & Uses of Funds ...................................................... 38 Revenue & Expenditure Summary..............................................0 39 Solid Waste - Commercial Collections..................................................172 Solid Waste - Composting...........................................................175 Solid Waste - Operations & Administration .............................................. 171 Solid Waste- Recycling............................................................. 174 Solid Waste - Residential Collections..................................................173 - ' Source and Uses of Funds...........................................................15 Street Fund: Sources & Uses of Funds ...................................................... 22 ' Revenue & Expenditure Summary...............................................23 Street- Drainage Maintenance........................................................155 Street - Operations & Administration................................................... 152 Street- Right of Way Maintenance.................................................... 153 Street - Street Construction........................................................... 156 Street - Street Maintenance ..................... . 154 , Summaryof Project Requests & Project Resources .................... . 183 Traffic - Administration & Enforcement................................................148 Traffic- Engineering & Planning....................................................... 149 Traffic - Traffic Control & Parking Meter Maintenance....................................150 , Transmittal Memo from the Mayor to Council .......................................... I-xiii Utility Billing and Collection..........................................................81 Wastewater Treatment Plant......................................................... 164 ' Wastewater Treatment Plant - Capital .................................................. 169 Water & Sewer Fund: Sources & Uses of Funds......................................................36 Revenue & Expenditure Summary...............................................37 Water & Sewer Maintenance - Capital Expenditures.......................................166 Water & Sewer Maintenance - Capital Water Mains.......................................165 , Water & Sewer Maintenance - Connections..............................................167 Water & Sewer Maintenance - Operations & Administration................................160 Water & Sewer Maintenance - Sewer Main Maintenance...................................163 ' Water & Sewer Maintenance - Water Distribution Maintenance ..............................161 Water & Sewer Maintenance - Water Storage & Pump Maintenance .......................... 162 Water and Sewer- Debt Service......•.......................................•..4...... 170 Water , Purchased................................................................... 159