The URL can be used to link to this page

Home My WebLink About164-98 RESOLUTION• RESOLUTION NO. 16 4 - 9 8 A RESOLUTION ADOPTING THE 1999 ANNUAL BUDGET AND WORK PROGRAM FOR THE CITY OF FAYETTEVILLE. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section L That the City Council hereby adopts the 1999 Annual Budget and Work Program for the City of Fayetteville. A copy of the budget and work program and amendment is attached hereto marked Exhibit "A" and Exhibit "B", and made a part hereof. PASSiSND APPROVED this 1t day of December , 1998. Edi 1 07- APPROVED. ATTEST: By: a„, /&/"-n Heather Woodruff, City C rk By. red Hanna, Mayor City Clerk's Office File Copy City of Fayetteville, Arkansas Annual Budget and Work Program ado / 9ti MICROFILMED 1 • 1999 FAYETTEVILLE THE CITY OF FAYETTEV LLE, ARKANSAS DEPARTMENTAL CORRESPONDENCE TO: Department Directors and Division Heads FROM: Fred Hanna, Mayor , ✓7 DATE• March 11, 1999 SUBJECT: 1999 Adopted Annual Budget & Work Program The enclosed Annual Budget & Work Program is presented for your use and reference. The annual budget is an appropriation 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 Kevin Crosson, Administrative Services Director or Steve Davis, Budget Coordinator. Finally, I would like to thank each of you for your efforts in preparing the 1999 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. 1 City of Fayetteville, Arkansas 1999 Annual Budget and Work Program City Council and Other Elected Officials Robert Reynolds, Ward 1 - Position 1 Kit Williams, Ward 1 - Position 2 Cyrus Young, Ward 2 - Position 1 Kyle Russell, 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 Heather Woodruff, City Clerk/Treasurer Rudy Moore, Municipal Judge Submitted by Fred Hanna, Mayor Kevin Crosson, Administrative Services Director Richard Watson, Police Chief Mickey Jackson, Fire Chief Charles Venable, Public Works Director Prepared by Stephen Davis, Budget Coordinator Kevin Spnnger, Financial Analyst Barbara Fell, Research Analyst • GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Fayetteville, Arkansas For the Fiscal Year Beginning January 1, 1998 Etiiuis,4.e4dist,/rfdee President . Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Fayetteville, Arkansas for its annual budget -for the fiscal year beginning January 1, 1998 In order to receive this award, a governmental unit must publish a budget document that meets program critena 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. 1 1 • 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 Attorney I-Prosecutormi City Clerk / Trcssurer Pnlice -Communications City of Fayetteville Organizational Chart Firc Citizens of Fayetteville Mayor City Council Airpon -Cable Administration ' Public Works 'Engineering Inspections - Parks & Recreation -Planning -Solid Waste 1 -Street Traffic Wastewater Treatment -W aier & Sewer Administraiivc Services Municipal Judge Accounting & Audit -Animal Services -Budget & Research Building Maintenance -Conununity Development -Fleet Operations iWin-nation Technology .Municipal Coun [Personnel [Purchasing -Water & Sewer Services 1 1 1 1 1 1 1 1 1 a City of Fayetteville, Arkansas Table of Contents Budget Message Transmittal Memo from the Mayor to Council I -XV Budget Resolution XVI 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 I I 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 Sources 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 Fund: 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 - 1999 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 Town Center and Parking Facility Fund: Revenue & Expenditure Summary 42 C.E.C. and Parking Facility Fund: Revenue & Expenditure Summary 43 Trust Funds Police Pension Fund: Revenue & Expenditure Summary 44 Fire Pension Fund: Revenue & Expenditure Summary 45 Municipal Judge Retirement Fund: Revenue & Expenditure Summary 46 Internal Service Funds Shop Fund: Revenue & Expenditure Summary 47 Major Revenue Sources 48-50 General Government: Organizational Structure 51 Overview 52 Department Goals - 1999 53 Goals & Results - 1998 54-55 Program Expenditure Summary 56-57 Personnel Summary 58 Mayor's Administration 59 City of Fayetteville, Arkansas Table of Contents (continued) City Council 60 City Attorney 61 City Prosecutor 62 Hot Check 63 Municipal Judge 64 Cable Administration 65 City Clerk/Treasurer 66 Miscellaneous 67 Airport - Landside Operations 68 Airport - Airside Operations 69 Airport - Capital 70 Administrative Services: Organizational Structure 71 Overview 72 Department Goals - 1999 73-74 Goals & Results - 1998 75-77 Program Expenditure Summary 78-81 Personnel Summary 82-84 Administrative Services Director 85 Personnel 86 Accounting and Audit 87 Budget & Research 88 Utility Billing and Collection 89 Internal Audit 90 Building Maintenance - General Maintenance 91 Building Maintenance - Janitorial 92 Procurement / Risk Management 93 Information Technology 94 Municipal Court - Criminal 95 Municipal Court - Probation & Fine Collection 96 Municipal Court - Small Claims & Civil 97 Animal Services - PatroLEmergency Response 98 Animal Services - Animal Shelter 99 Parking Management Program 100 Community Development - Administration & Planning 101 Community Development - Housing Services 102 Community Development - Home Grant 103 Community Development - Public Services 104 Community Development - Public Facilities & Improvements 105 Meter Operations 106 Meter Maintenance & Backflow Prevention 107 Fleet Operations - Vehicle Maintenance 108 Fleet Operations - Capital 109 City of Fayetteville, Arkansas Table of Contents (continued) Police Department: Organizational Structure 111 Overview 112 Department Goals - 1999 113 Goals & Results - 1998 114 Program Expenditure Summary 115 Personnel Summary 116 Central Dispatch 117 Police - Support Services 118 Police - Patrol 119 Police - Drug Enforcement 120 Fire Department: Organizational Structure 121 Overview 122 Department Goals - 1999 123 Goals & Results - 1998 124 Program Expenditure Summary 125 Personnel Summary 126 Fire - Fire Prevention. 127 Fire - Operations 128 Fire - Training & Continuing Education 129 Fire - Aircraft Rescue & Fire Fighting 130 Public Works: Organizational Structure 131 Overview 132 Department Goals - 1999 133-134 Goals & Results - 1998 135-137 Program Expenditure Summary 138-144 Personnel Summary 145-147 Public Works Director 148 City Engineering - Plans and Specifications 149 City Engineering - Operations & Administration 150 City Engineering - Right of Way Acquisition 151 City Engineering - Public Construction. 152 Planning 153 Inspections 154 Parks - Administration 155 Parks - Swimming Pool 156 Parks - Athletic/Recreation Transfers 157 Parks - Library 158 City of Fayetteville. Arkansas Table of Contents (continued) Parks - Lake Maintenance 159 Parks - Parks Maintenance 160 Traffic - Engineering & Planning 161 Traffic - Traffic Control & Parking Meter Maintenance 162 Public Works Director - Public Lands Maintenance 163 Street - Operations & Administration 164 Street - Right of Way Maintenance 165 Street - Street Maintenance 166 Street - Drainage Maintenance 167 Street - Street Construction 168 Public Works Director - Sidewalk & Trail Maintenance 169 Parks - Parks Development & Maintenance 170 Water Purchased 171 Water & Sewer Maintenance - Operations & Administration 172 Water & Sewer Maintenance - Water Distribution Maintenance 173 Water & Sewer Maintenance - Water Storage & Pump Maintenance 174 Water & Sewer Maintenance - Sewer Main Maintenance 175 Wastewater Treatment Plant 176 Water & Sewer Maintenance - Capital Water Mains 177 Water & Sewer Maintenance - Capital Expenditures 178 Water & Sewer Maintenance - Connections 179 Water & Sewer Maintenance - Sewer Mains Construction 180 Wastewater Treatment Plant - Capital 181 Water and Sewer - Debt Service 182 Solid Waste - Operations & Administration 183 Solid Waste - Commercial Collections 184 Solid Waste - Residential Collections 185 Solid Waste - Recycling 186 Solid Waste - Composting 187 Capital and Debt Capital Improvements Program Introduction 189 Capital improvement Program Directional Information 190-194 Summary of Project Requests & Project Resources 195 Capital Improvement Projects by Project Area - All Sources 196 Sales Tax Capital Improvements Funding - By Project Category 197 Capital Improvements Program Comprehensive Detail 198-201 1999 Capital Budget 202-204 Debt Position 205 Description of Outstanding Bonds 206 Schedule of Bonds Outstanding 207 Legal Debt Margin Calculation 208 Debt to Maturity Schedule 209 City of Fayetteville, Arkansas Table of Contents (continued) Appendix City of Fayetteville Organizational Chart 211 List of Elected Officials, Administrative Officials, & Management Staff 212 Personnel Summary 213 Personnel Variation Summary214-215 Community Overview 216-218 Miscellaneous Statistical Data 219 Glossary • 220-225 Index 226-229 CITY OF FAYETTEVILLE, ARKANSAS THE BUDGET DOCUMENT The City of Fayetteville's budget document is a six -part presentation consisting of the following sections: Budget Message Budget Process and Policies Fund Summaries Department Summaries: - General Government - Administrative Services - Police - Fire - Public Works Capital and Debt Appendix Budget Message This section begins with a brief review setting forth the budgetary plan and objectives, as proposed by the Mayor, for 1999. The budget message section gives the reader the synopsis of the work program for the City in the next year and provides a guide to the budget document. Budget Process and Policies The budget process and policies section gives the reader the procedural insight into the preparation of the Proposed 1999 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 positions 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 1997, Budgeted 1998, Estimated 1998, and Budgeted 1999. (3) Personnel Summaries - This section provides a comparison of staffing levels during the past four years for each department. (4) Program Performance Pages - These pages reflect the individual performance pages for each program. Capital and Debt This section contains: a synopsis of the 1999-2003 Capital Improvements Program and planned capital expenditures for 1999; a synopsis of the City's projected debt position as of December 31, 1998; 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, a community overview, a glossary, and, an index. The glossary provides definitions of frequently used budgeting and accounting terms. The index cross-references the budget document by division or activity/program. FAYETTEVILLE THE CITY OF FAYETTEVILLE, ARKANSAS December 15, 1998 Members of the City Council and Citizens of Fayetteville: I hereby present the 1999 Adopted Budget for the City of Fayetteville, Arkansas. It has been prepared and submitted in accordance with Arkansas statute which require that the Mayor, under 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 1999 capital projects from the approved 1999-2003 Capital Improvements Program. 1998 - A YEAR IN REVIEW During 1998 several events occurred that will have an impact on the City for the next few years. The most significant issue facing the City is the improvements planned to our wastewater collection system and our wastewater treatment plant The City has completed an in depth facilities plan that examined our needs for the next twenty years. The facilities plan stated that the City will need to plan and implement improvements to our sewer collection system, make improvements to our existing plant, and to construct a second plant west of Fayetteville in the Illinois River Watershed. Legislation enacted into law by the Arkansas General Assembly during its 1997 legislative session requires that cities in Arkansas place wastewater treatment facilities within their corporate boundary or prove that doing so is not feasible. Primarily, because of this legislation, the City conducted a special election for the purpose of annexing land within the Illinois River watershed that was suitable for a wastewater treatment plant. The special election was held on November 4, 1997 and the annexation proposal was defeated. During 1998, City Council and staff have continued to evaluate the options available for improvements to our wastewater collection and treatment system. During October and November, staff and the City Council Water & Sewer Committee determined that purchasing land in the Illinois river watershed presented the City with the best options for long term improvements to our wastewater collection and treatment system. Land suitable for siting the second plant was identified and the City Council Water & Sewer Committee authorized staff to obtain signed offers and acceptances from the property owners. Subsequently, the City Council asked that the staff obtain one-year options to purchase while investigating a possible regional solution. Based on the facilities plan, the City is losing valuable time to implement the identified needed improvements. City Council and City staff will need to continue working on a solution. Currently, the Paul Noland Wastewater Treatment Plant processes wastewater for the cities of Fayetteville, Elkins, Farmington, Greenland, and parts of Johnson. 113 WEST MOUNTAIN 72101 501.521.7700 FAX 501.575-8257 I During 1998, City Council approved changing our residential curbside recycling program from co - mingled blue bags to a source separated bin. Citizens will be provided an eighteen (18) gallon bin and will be asked to place his or her recyclables at the curb once each week. To collect the recyclables, the City has purchased six new collection vehicles and the driver will separate the recyclables into compartments that will be off loaded at the Transfer Station/Recycling Center into storage bins. As the storage bins are filled, the material will be baled for loading into semitrailers for transport to a recyclable material buyer. City Council approved a residential volume -based collection system scheduled to begin in January 2000. City Council approved distributing one hundred four (104) thirty (30) gallon purple trash bags for each household. If residents need additional bags, they may be purchased from the Solid Waste Division. On November 1, the Northwest Arkansas Regional Airport opened its terminal for air traffic. American Eagle has moved from Drake Field to the regional airport. Trans World Express and Atlantic Southeast have announced there intention to relocate to the regional airport in early 1999. American Eagle, Trans World Express and Atlantic Southeast accounted for approximately 79% of the enplanements at Drake Field. The Airport revenue and expenditure budgets for 1999 have been adjusted to reflect the loss of passenger enplanements. Election issues that resulted from the special census were addressed. Aldermanic terms will move from two years to four years and aldermanic positions will be for staggered terms. In the 1998 election, alderman position 1 is a four year term and position 2 is a two year term. In 2000, the Mayor, City Clerk, and alderman in position 2 will run for four year terms. Additionally, City ward boundaries were redrawn during 1998 to better equalize representation. City staff has initiated a comprehensive review of date sensitive automated systems to insure continued operations as we move into the year 2000. The City's financial system computer and software and public safety computer and software systems have been upgraded. Funding is contained in this budget to upgrade our telephone systems and replace embedded technology as needed. The Town Center, approved by the citizens of Fayetteville in 1997, is scheduled to be bid in early 1999. During 1998, a lease agreement between the City and the Advertising & Promotion Commission was executed and the Town Center Bonds were approved by City Council and issued. The debt service funding for the bonds is from the Advertising & Promotion Hotel, Motel, and Restaurant (HMR) tax. During 1998, the City accepted a grant that provided the majority of the funding for a mobile computing equipment system to be utilized by patrol officers. The mobile computing equipment system will enable police officers to directly access State/Federal records database. The mobile computing equipment project is planned to be on line in early 1999. The grant also included funding for a report taker position in the Police Department. A construction contract has been awarded for the construction of Fire Station Number Six,located at Hollywood Street and 6th Street. The architectural drawings for the replacement of Fire Station Number Four are in progress with bids tentatively scheduled for early in the P` quarter 1999. Fire Station Number Four will be relocated from Harold Street to Plainview Avenue. II Status of Projects Budgeted for 1998 The City has approximately $49.5 million in capital projects budgeted for 1998. The current status of the major projects budgeted for 1998 are listed below: Street, Drainage and Transportation Improvements $ 10.6 million • Highway 265 Widening - Right -of -Way ($1.0 million). This project is currently in design by the Arkansas Highway and Transportation Department. The City's right-of-way acquisition funding has been forwarded to the Arkansas Highway & Transportation Department. The AHTD will be acquiring the necessary right-of-way for the project. • Sycamore Street - Leverett to Garland ($.8 million). This project is currently in design. Utility relocations have delayed the bid date of this project. • In -House Street Improvements ($.9 million). Approximately 100,000 square yards of asphalt has been laid with the following work to be completed this season: Woolsey from Sycamore to North Street and installation of the finish layer of asphalt on Green Acres from Township to North College and South Street from College Avenue to Archibald Yell. • Twentieth Street - West of South School ($.4 million). This project is scheduled for completion in the 4th quarter 1998. • Mud Creek Bridge ($.7 million). The bridge construction project is anticipated to be complete in the 4th quarter 1998. • Poplar Street Improvements ($.7 million). This project will make drainage improvements along Poplar Street and is scheduled to be bid in the 4th quarter 1998. • Trailway/Railroad Corridor Construction ($.7 million). Right-of-way acquisition for this project is currently in progress. • Sunbridge Extension from Villa to North College ($.6 million). This project is expected to be bid in the 1' quarter 1999 with construction scheduled to begin in the 2nd quarter 1999. Water & Sewer Improvements $14.6 million • Sanitary Sewer System Rehabilitation ($4.1 million). Engineering and construction contracts for sanitary sewer system rehab planned for 1998 have been awarded. • Highway 265 Water/Sewer Relocations ($1.8 million). Due to changes in project scope, the total project is estimated to cost $3.35 million. The additional funds are included in the 1999-2003 CIP. This highway improvements project is currently in design by the Arkansas Highway and Transportation Department. Engineering for the water/sewer relocations will be able to proceed as soon as the highway improvement project engineering is complete. III • Highway 45 East Pump Station & Elevated Tank Project ($2.6 million). The engineering and construction contracts have been awarded with completion scheduled in the 2nd quarter 1999. • Wastewater Collection System Improvements Engineering ($1.0 million). An engineering contract for improvements to the City's wastewater collection system is pending a site location determination for the second wastewater treatment plant. • Wastewater Treatment Plant Engineering ($1.0 million). An engineering contract for improvements to the City's wastewater treatment plant is pending a site location determination for the second wastewater treatment plant. • White River Water Authority Acquisition and Improvements ($.7 million). The 12" waterline connecting the City water system and the White River Water Authority system is complete. Other significant projects: • Town Center/Parking Garage Project ($7.5 million). The architectural contract has been approved, the bond issue has been authorized, and an operating agreement between the City and the Advertising & Promotion Commission has been executed. • Fire Station Number Six Expansion ($.6 million). A construction contract has been awarded with projected completion in the 2"d quarter 1999. 1999 - THE YEAR AHEAD The 1999 Budget 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 1999 to improve the quality of life in Fayetteville. The following is a discussion of some of the issues, challenges, and highlights contained in the 1999 Budget. • Issues and Challenges County sales tax revenue comprises approximately 43% of General Fund revenue. However, the growth rate is slowing down. County sales tax growth for 1995 and 1996 averaged approximately 8% compared to approximately 4% for the past two years. This budget projects County sales tax to grow at approximately 3% for 1999. As a result of the County sales tax growth slowing and the need to provide continuing funding for existing governmental operations, the transfer from City sales tax for General Fund operations remains at 25% for 1999. When the voters approved the City sales tax in 1993, the City Council committed that at least 75% of the revenue generated would be used for capital improvements. In addition, the funding revenues for Street Fund and Parks Development Fund are projected to grow very modestly. The City's wastewater facilities plan was completed in 1997. The findings of the plan state that we will have to expand our current wastewater treatment plant or build an additional wastewater IN/ treatment plant. Additionally, we will need to make extensive improvements to our sewer collection system. The combined first phase costs for the improvements identified in the study are approximately $68 million. This budget contains $2.9 million to purchase land for the wastewater treatment plant expansion project. The financial impact to the City of the opening of the Northwest Arkansas Regional Airport in Highfill has not been determined. American Eagle moved passenger operations to the regional airport on November 1 and Trans World Express and Atlantic Southeast have announced plans to move passenger operations to the regional airport in early 1999. Historically, these airlines have enplaned approximately 79% of the total passengers at Drake Field. In addition to the direct impact of the airlines moving from Drake Field, the Advertising & Promotion Commission is anticipating little or no growth in hotel, motel and restaurant tax revenue for 1999. The City has a 2% Hotel, Motel and Restaurant Tax. 1% supports the Advertising & Promotion Commission activities and the other 1% supports the Parks Development Fund which funds a significant portion of our parks maintenance expenditures as well as a significant portion of our parks capital improvements. During 1999, the City will begin planning the upgrade for our citywide radio system. The current radio system is approximately thirteen years old. Motorola, the manufacturer of the existing radio system, has notified the City that they will no longer manufacture replacement parts for the older model radios, repeaters, and consoles after 1999. The options faced by the City include funding an upgrade of the existing Motorola system, funding an entirely new 800 trunking radio system, or funding several independent radio systems that do not have the ability to communicate between departments. This budget contains $100,000 in funding for the radio replacement project. An additional $777,000 in funding is planned for the year 2000. The City was awarded HOME program funds to continue funding for the City's home owners' rehabilitation program. During 1999, 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. 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. This budget contains four police officers and two police clerical positions. Court action that could impact the City involves challenges filed in Washington County concerning roll back of property taxes. The City receives property tax revenue for the Fire and Police Pension funds. If the lawsuits are successful, the City might have to refund some property tax collections for the years beginning in 1996. The estimated potential financial impact to the City of these lawsuits is approximately $75,000 annually for the past three years. 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 regulations for commercial drivers' license holders, licensing requirements for solid waste transfer station workers, and licensing requirements in the water and wastewater areas. V Goals and Objectives Below is a brief review of some of the City-wide goals and objectives for which funding is included in this budget. Emphasis on Youth and Families The City has an established history of encouraging strong families and providing quality programs for our youth and families. This budget continues this effort with on -going funding and City support for the Fayetteville Youth Center, the Yvonne Richardson Community Center, the community gymnasiums at Vandergriff and Holcomb Elementary Schools, and the Champions of Character project sponsored by Arkansas Athletes Outreach. Additionally, funding is included in this budget to build a new gymnasium at Washington Elementary School. This is a joint venture with the Fayetteville School District. The school district has agreed to open the Washington Elementary School Gymnasium as a community gymnasium when school is not in session. Additional activities that support our emphasis on youth and families are listed below. • Summer Concert Series - The summer concert series is produced and managed by our Parks & Recreation Division and provides the opportunity for families to enjoy a variety of music in our parks. During 1998, there were seven performances with approximately 15,000 citizens participating. This year the City is planning eight concerts to be held in Gulley Park. In addition to the City -funded concert series, the Northwest Arkansas Symphony annually offers a free performance at Wilson Park. • Campus/Community Coalition on Alcohol and Other Drugs - The Campus/Community Coalition is a joint effort between the City and the University of Arkansas. Its purpose is to alleviate the abuse of alcohol by underage citizens, with the primaryfocus on the university student population. • The Children's Fire Safety House is taken to Fayetteville Elementary Schools and to public events and tours are provided to elementary age children at Central Fire Station for education on fire prevention and fire safety. The Fire Safety House was purchased in 1998 with funds donated by the community and matching City funds. Finally, City staff continues to be actively involved in strategic planning processes which were initiated in 1998 by both the Fayetteville Youth Center and the Fayetteville Public Library. Funding for the strategic planning process for the Fayetteville Youth Center is from a grant by the Donald W. Reynolds Foundation, the City, and the Fayetteville Youth Center. Funding for the strategic planning process for the Fayetteville Public Library is from City funds. Cooperative Agreements with Other Governmental Entities and Non -Profit Organizations The City encourages cooperation between our neighboring cities, the county and non-profit agencies in providing services for citizens. Some examples of the cooperative efforts include: the City and the Fayetteville School District jointly providing resources for School Resource Officers and Crossing Guards; the D.A.R.E. program is made available to all :fifth grade students in the Fayetteville Public School System, private schools in Fayetteville, and the West Fork Public School System contracts with the City to provide D.A.R.E. programs for their fifth grade students; the City VI I I I I I I I I I I I I I I [T I is the lead agency for the 4th Judicial Drug Task Force; the City provides training for the Bicycle Patrol Programs for Northwest Arkansas and personnel for officer training; Animal Sheltering agreements between the City, Washington County and seven other cities in Washington County; a cost share agreement with the Humane Society of the Ozarks and the City to provide a low cost spay/neuter program for low income citizens in conjunction with the Fayetteville Animal Shelter Clinic; and City participation in funding for Razorback Transit. Downtown/Dickson Revitalization The City is actively involved in promoting the revitalization of the Downtown/Dickson Street area. This budget contains funding for the improvement of Dickson Street, continuation of the Town Center project, continuation of funding for the Square Gardens, the downtown trolley operations and the Downtown/Dickson Enhancement Project. In addition to the City-wide goals and objectives, each department lists their individual goals for 1999 and their accomplishments towards their 1998 goals. These are reported in the departmental tabs. Personnel Changes The 1999 Budget contains funding for sixteen (16.2) new full-time equivalent positions. The new positions have been added in an effort to maintain our quality of service delivery while continuing to maintain a balanced budget. The positions are added for a variety of reasons including growth in the City, attempts to do more work in-house as opposed to contracting out for services, input from the City Council and citizens, federal mandates, and improved organizational efficiency. The following is a brief overview of the personnel additions. The City began a systematic program to increase staffing for Police and Fire Departments beginning with the 1992 Budget. Since 1991 the City has added 27 police officers, 31 firefighters, six civilian jailers, four dispatchers, and eight other noncivil service employees to our public safety work force. The 1999 Budget contains funding to add four uniformed police officers and two noncivil service employees. The noncivil service employees and one uniformed police officer are primarily funded with grant revenue. In 2000, approximately $42,000 will have to be added to the Police Department's budget to continue the uniformed police officer position. These Police positions are funded in the General Fund. 1999 Personnel Summary 591.69 Total Employees (Full Time Equivalent Basis) Police 132.63 Fire 85.00 Admin. Services 116.30 General Govt. 36.75 ,lic Works 221.01 VII 1 Because of the continued growth the City is experiencing, the Adopted 1999 Budget adds: a Plumber/HVAC Technician, a custodian and a 0.50 clerk typist in Building Maintenance Division, a Veterinary Assistant and a 0.50 clerk typist in Animal Services Division, a Staff Engineer in Engineering Division, a GIS Technician/Survey Assistant in Information Tedmology/Engineering Divisions, an Accounting Clerk in the Accounting Division, a 0.50 Senior Clerk Typist in Public Lands Maintenance, a 0.45 clerk typist in the City Clerk Division, a 0.50 Clerk Typist, a 0.75 Ballfield Maintenance Worker, a 0.75 Maintenance Worker, and a 0.75 Lake Maintenance Worker in the Parks & Recreation Division. To offset these additions, the following positions have been eliminated for 1999: a 0.50 Administrative Intern in the Mayor's Division, 1.50 custodian/ maintenance worker positions at the Airport, and a 1.00 position transfer to the Fayetteville Youth Center. Program Initiatives In the 1998 budget, City Council approved two motorcycle police positions. The motorcycle patrol program began during the 4's quarter 1998. This budget contains funding to continue the motorcycle patrol program, the bicycle patrol program, and the school resource officer program. This City, in conjunction with private donations, is constructing an animal clinic. The City plans to perform all required spay/neuter procedures on cats and dogs adopted from the Fayetteville Animal Shelter. Currently, these spay/neuter procedures are performed in veterinarian's offices. The City is required by state law to insure that all cats and dogs have the appropriate spay/neuter procedures performed after the animal is adopted. Performing the spay/neuter procedure in our facility is expected to provide a time savings for staff. Additionally, the Humane Society of the Ozarks (HSO) is proposing to add funding to implement a low income spay/neuter program. The HSO has agreed to fund the program cost if the City performs the procedures in the Animal Clinic. The contract between the City and HSO was approved at the City Council meeting of December 1, 1998. The City continues to refine solid waste collection and material diversions from the landfill. Residential curbside, apartment complex recycling, and commercial cardboard programs have all been expanded this year. During 1998, City Council approved changes to the City's residential curbside recycling program. The current blue bag system is being replaced with a bin program. The bin recycling program will involve curbside sorting by City employees. Residents will be requested to place all recyclables in a City provided bin at the curb on their normal trash collection day. Through the residential curbside recycling program, citizens have the opportunity to recycle approximately 50% of the waste generated in households based on volume. 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. VIII I ' Capital Improvements ' The budget contains approximately $23.0 million in capital improvements for 1999. The capital projects contained in the 1999 budget reflect primarily a pay-as-you-go philosophy and were included in the 1999-2003 Capital Improvement Program (CIP) approved by the City Council in ' November 1998. All the projects have been included in the Adopted Budget at the same funding level as stated in the 1999-2003 CIP with the following exceptions: ' Community Development Block Grant Fund: Because of a reduction in available Federal Government funding, the Project for Family Violence Expansion Project was deleted in the amount of $55,000. In addition, $12,000 was added to the Walker Park Senior Complex Project. ' Both changes reflect a total reduction of $43,000 in Community Development Block Grant Funding. ' Sales Tax Capital Improvements Fund: $10,000 was added to the Library Materials and Improvements Category to add a Library Shelving Project. ' Airport Fund: Because of the uncertainty of the effects that the Northwest Arkansas Regional Airport will have on the financial future of Drake Field, several projects have been deleted or reduced for 1999. The projects that were deleted consist of: General Aviation Terminal Renovation ($100,000), High Intensity Runway Lights ($90,000), Pavement Maintenance ($72,000), Ramp Expansion ($392,000), and Security Access Control System ($116,000) Projects. The projects that were reduced consist of: ADA Commuter Ramps ($25,000), Federal Grant & Local Matches ($60,300), and Old Fire Station Renovation ($10,000) projects. Total changes reflect a total reduction of $865,300 in Airport Fund Projects. ' The major benefit of a pay-as-you-go approach is savings in interest expense. However, difficult decisions must be made as to when projects will be scheduled. Some projects will simply have to wait until future years. Projects planned for 1999 include: Funding for the City's In -House Street Improvement Program and In -House Sidewalk Improvement Program has increased over 1998 funding levels. The 1999 budget for the In -House Street ' Improvement project is $843,000 and the 1999 budget for the In -House Sidewalk Improvement project is $281,000. Both of these projects are funded from the 1% City Sales and Use Tax. Major street improvement projects, in addition to our in-house program, included in the 1999 budget are: Dickson Street Improvements - $2.2 million, Highway 16 West Widening - $817.000, Poplar Street Improvements - $250,000 and 6th Street Improvements - $560,000. Major water and sewer projects included in the 1999 budget are: continuation of the City's sewer system rehabilitation project - $1,054,000, Highway 265 Water/Sewer Relocations - $2.2 million, Dickson Street Water/Sewer Relocations - $500,000, Highway 16 West Water/Sewer Relocations - $450,000, Wastewater Treatment Plant Expansion - $2.9 million, Ultraviolet Disinfection System $1.1 million, and water meter and backflow prevention assemblies - $216,000. The 1999 Adopted Budget contains $1,252,000 in park improvements funded by the voter approved 1% HMR Tax dedicated to parks and a portion of City sales tax. The major park improvements planned for 1999 include: continued funding of the Girls Softball Complex - $552,000. Washington School Community Gym - $125,000, Walker Park Senior Complex - $176,000, Babe Ruth Ballpark I" Improvements - $99,000, Wilson Park Pool Improvements - $70,000, continuation of the Park Land Acquisition Project - $50,000, and continuation of the Lake Fayetteville/Sequoyah Improvements - $75,000. Parks maintenance funding is contained in the General and Parks Development Funds. Other significant projects planned for 1999 include construction of a replacement building for Fire Station Number Four - $650,000, initiation of the City -Wide Radio Replacement Project -$100,000, cost sharing of the. Steele Property Street Improvements $300,000, Steele Property Bridge Improvements $400,000, and a grant match for improvements to the Research & Technology Park - $300,000. Operations Cost Impact of Capital Projects The majority of projects planned in the CIP will have a minor impact on operational budgets. Most of the projects planned for next year replace high maintenance equipment, waterlines, sewerlines or street segments. Replacing the high maintenance cost equipment, waterlines, sewerlines, and reconstructing the street segments 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: • Vehicles and Equipment: The vehicles and equipment purchases planned in the Shop Fund for 1999 will add approximately $225,000 in annual operating costs to the user divisions. The user divisions are charged monthly replacement and maintenance charges which help escrow funding for replacement units in the future when the vehicle becomes obsolete or is no longer suited for service. • The In -House Pavement Improvement Project will reduce maintenance costs for each street that is overlaid. In addition, this project is projected to save the City more than $I00,Q00 annually over contract pricing for the same work. • The Ultraviolet Disinfection System Project planned for 1999 will eliminate the need to install approximately $400,000 worth of emergency chlorine scrubbing equipment for compliance with new EPA regulations. F7 II 1999 FINANCIAL ACTIVITY SUMMARY The 1999 Annual Budget and Work Program includes approximately $84.5 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. Summary of Fund Expenditures I Category Adopted 1998 Adopted 1999 % Change Personnel $20,443,653 $21,708,273 6.19% ' Materials & Supplies 2,171,862 2,504,267 15.31% Services & Charges 8,632,315 9,238,849 7.03% ' Maintenance 1,051,689 997,557 -5.15% ' Internal Charges 3,400,000 3,900,000 14.71% Debt Service 1,415,586 1,556,258 9.94% ' Purchased Water 4,728,000 4,928,000 4.23% WWTP Operations 3,744,589 3,848,200 2.77% 1 Total Before Transfers/Capital/Depreciation 45,587,694 48,681,404 6.79% Transfers 4,227,237 4,456,518 5.42% Capital 26,803,862 22,796,829 -14.95% Depreciation 8,126,961 8,535,315 5.02% ■ Total $84,745,754 $84,470,066 -0.33% 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 - $7.4 million; a portion of the City sales tax - $2.7 million; franchise fees - $2.7 million; charges for services - .9 million; and state tumback - $1.6 million. The functions financed by the General Fund include general government operations, fire services, police services, parks and recreation, traffic operations, city engineering services, planning services and inspection services. The property tax millage collected for General Fund was previously rescinded by the City Council. This revenue loss is being replaced by a portion of the City sales tax in the amount of $2.7 million. XI During the past year, the City's portion of the County sales tax revenue has grown approximately 5% and is projected to grow approximately 3% in 1999 over estimated 1998 revenues. General Fund expenditures for 1999 include the addition of 6 full time equivalent (FTE) positions for the Police Department (three of the new positions are funded with grant revenue), 1.50 FTE's for the Animal Services Division, 2.50 FTE's for Building Maintenance Division, 1.50 FTE's for the Engineering Division, 0.50 FTE for Information Technology Division, 1.00 FTE in the Accounting Division, 0.50 FTE for Parks & Recreation Division, 0.50 FTE for the Public Lands Maintenance Division, and 0.45 FTE for the City Clerk Division. The 1999 Budget was submitted to City Council for their review and input as a balanced budget. The proposed budget contained a reduction or elimination of discretionary funding for the Community Access Television contract in Cable Administration Program ($31,500), Walton Arts Center ($17,600), Razorback Transit ($20,000) in Miscellaneous Program, and Downtown/Dickson Enhancement Project ($15,000) in the Mayor's Division. The funds were reallocated to meet the additional funding requests from ongoing City operations, including additional funding for the Fayetteville Public Library. During City Council's review of the budget, the funds were restored and Worker's Compensation Insurance was reduced for 1999. The Adopted Budget should contain sufficient funding for the worker's compensation insurance premium if the City's recent worker's compensation insurance premium expense history. continues for 1999. If the insurance premium exceeds the funding available City Council will be asked to approve a budget adjustment that provides the funding needed. The table below provides revenue and expenditure trends for General Fund from 1994 through 1999 and projects those trends forward to 2001. If the current trends continue, City Council may be faced with reallocating existing funding to more basic city services or increasing revenue options. The chart below compares actual revenues and expenditures from 1994 through 1997, estimated revenues and expenditures for 1998, budgeted revenues and expenditures for 1999, and, projected revenues and expenditures for 2000 and 2001. . General Fund 21,000,000 18,500,000 16,000,000 13,500,000 11,000,000 1994 1995 1996 1997 1998 1999 2000 2001 Revenues 0 Expenditures XII ICJ The Street Fund is primarily financed by tumback revenues received from the State of Arkansas and tumback 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 minor surplus for 1999. The turnback from the State of Arkansas is apportioned on a per capita basis. The projection for 1999 is that cities throughout Arkansas will receive $43.00 per person. The increase in projected resources for 1999 is due to the additional state ' tumback for a full year based on the revised population count from the Special Census. 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. ' New expenditures for 1999 can be attributed to adding additional funding for increased motor pool and material costs for Street Division and the Sidewalk & Trails Program. I I I I I I I I I I The chart below tracks Street Fund revenue and expenditures from 1994 and projects both revenue and expenditures through 2001. The chart projects revenue and expenditures through 2001 based on trends established from 1994 through 1999. Beginning in 2001, Street Fund operational expenditures are projected to be in excess of revenues. Revenues for Street Fund are primarily motor fuel taxes collected by the State (state turnback) and returned to the City on a per capita basis. The long term trend for state tumback is relatively flat. The per capita rate for Street Fund in 1994 was $40.30 and in 1999 will be $43.00 or an increase of 6.7% over six years. As the City continues to grow additional revenue sources will need to be identified to fund Street Fund activities. Street Fund 3,300,000 3,125,000 2,950,000 2,775,000 2,600,000 2,425,000 2,250,000 2,075,000 1,900,000 1994 1995 1996 1997 1998 1999 2000 2001 Revenues N Expenditures The Advertising & Promotion Fund accounts for the revenue sources and uses of the Advertising & Promotion hotel, motel, & restaurant (HMR) tax. The funds are under the control of the Advertising & Promotion Commission (A&P). The major activity of the A&P for 1999 involves monitoring the construction of the Town Center and related parking facilities. The bonds financing XIII 11 the construction cost of the Town Center and related parking facilities were issued in late 1998. During a special election conducted August 1997, voters approved issuing $6.95 million in revenue bonds supported by the A&P HMR tax for the construction of the Town Center. The Parks Development Fund accounts for the revenue and expenditures of the Parks HMR tax approved by the voters in 1995. The 1999 planned expenditures include approximately $474,000 in operations and maintenance activities and $764,000 in capital. improvements. The fund is budgeted to utilize approximately $72,000 of fund balance for 1999. Parks Development Fund was established in 1996 when the City began collecting the Parks HMR tax. Since 1997, annual expenditures for maintenance of existing park facilities has essentially doubled and planned capital funding has essentially remainedflat. As we move forward, more funding will be needed for maintenance activities as our parks system continues to expand. The Sales Tax Capital Improvements Fund accounts for the revenue and expenditures of the City sales tax which is used to acquire, construct, and equipment additions and improvements included in the City's five-year capital improvements program. The fund also includes a $2,693,250 transfer to General Fund for operational expenses in 1999. The 1999 planned expenditures include $12,395,100 in capital improvements. The fund is budgeted to have a decrease in fund balance of $3,736,350 for 1999. Three projects essentially comprise the use of Rind balance in 1999 and they are: Dickson Street Enhancement Project ($1.8 million), Fire Station Number Four Replacement (S650,000), and Highway 16 West Water/Sewer Relocations ($450,000). The Fire Station Number Four Replacement was originally scheduled to begin in 1998 and has been rescheduled to 1999. The Highway 16 West Water/Sewer Relocation project replaces a Highway 16 West Sewer Force Main project that was scheduled for 1998. A cost share agreement between the City and the Arkansas Highway and Transportation Department will widen Highway 16 West from the Bypass to Meadowlands Drive. The cost of the highway widening project is estimated at approximately $2.5 million with the City paying approximately $1.5 million. 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. For 1999, the Water & Sewer Fund is projected to have a surplus of revenues over expenses prior to depreciation expense. City Council approved a rate increase in October 1997. The water purchases budgeted for 1999 represent the largest expenditure for operations in the fund at S4.9 million. This represents approximately 32% of total operating expenditures. The wastewater treatment plant operations are budgeted at $3.8 million, which represents approximately 11% of the total operating expenses. XIV 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 approved by City Council during 1996 that established residential rate adjustments for 1997 through 1999. This Budget reflects the previously approved residential rate increase scheduled to begin January 1, 1999. The 1999 Budget incorporates operational cost increases attributed to changes in the residential curbside recycling program. 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, and leases For 1999, the fund is projected to have a deficit of revenue over expenses prior to depreciation expense. The 1999 Budget reflects a reduction in operational expenses and capital spending to offset the projected loss of enplanements due to American Eagle, Trans World Express and Atlantic Southeast relocating their passenger service to the Northwest Arkansas Regional Airport. Airport staff has been reduced by 1.50 FTE positions in 1999. The positions were transferred to the Building Maintenance Division. In 1999, the airport plans to operate 18 hours daily, seven days a week. 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. The Shop Fund's source of revenue is from charges to other City operating funds based on equipment and vehicle usage. Increases in 1999 operational costs can be attributed to increased parts and supply purchases, increased fuel expense, and increased contract services for repairs that cannot be performed by staff. These operational increases are a result of increased equipment usage and fleet expansions. CLOSING This Budget is the financial and operational plan for the City of Fayetteville for 1999. 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 1999 Budget. Respectfully submitted, 4, Fred B. Hanna Mayor XV RESOLUTION NO. 164-98 A RESOLUTION ADOPTING THE 1999 ANNUAL BUDGET AND WORK PROGRAM FOR THE CITY OF FAYETTEVILLE. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE , ARKANSAS: Section 1. That the City Council hereby adopts the 1999 Annual Budget and Work Program for the City of Fayetteville. A copy of the budget and work program and amendment is attached hereto marked Exhibit "A" and Exhibit "B"; and made a part hereof. PASSED AND APPROVED this 15`h day of December , 1998. APPROVED: By: Fred Hanna, Mayor ATTEST: By: '" H ather Woodruff, City Clerk XVI CITY OF FAYETTEVILLE, ARKANSAS THE BUDGET PROCESS The budgets of governmental funds (for example General Fund, Street Fund, and Parks Development Fund) are prepared on the modified accrual basis for revenues and expenditures. Under the modified accrual basis of accounting, revenues are recognized when they become both measurable and ' available. Expenditures are recorded when the related fund liability is incurred. The proprietary and trust fund types (Water & Sewer Fund, Solid Waste Fund, and Airport Fund) are budgeted on a full accrual basis. Not only are expenditures recognized when a commitment is made (i.e., through a purchase order) but revenues are also recognized when they are obligated to the City (for example, water user fees are recognized as revenue when bills are produced.) Agency funds are not budgeted since they are custodial in nature and do not involve measurement of results of operations. The Comprehensive Annual Financial Report (CAFR) shows the status of the City's finances on the ' basis of "Generally Accepted Accounting Principles" (GAAP). This conforms to the way the City prepares its budget. Formal budgets exist for all funds and fund types, except agency funds and account groups, but the budget -to -actual comparison reports are prepared only for the governmental ' fund types (General, Special Revenue, and Capital Projects.) 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. 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 Ito the City Council for approval and adoption. The key steps and dates in this process for the 1999 Budget and Work Program are described below: I1. Budget Preparation Package, July 1998 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 1999 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 1999 budget ' submission. 2. Capital Requests and New Personnel Requests Forms, July/August 1998 ' Five-year Capital Improvements requests and New Personnel request forms were submitted for review and prioritization. Approval of the requests were based on a review of prioritized lists by Department Directors and Budget staff to see if original cost and continuing cost were within the available funding range. All capital items with a cost that exceeds S 10,000 appear in the Five-year Capital Improvements Program. ' 3. Budget Work Papers Submitted by Division Heads, August 1998 The Department Directors returned budget submissions requesting 1999 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 1998 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 1999 Proposed Budget and Work Program was the result of this process. 1. 5. Public Hearings, September -November 1998 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 1998 City Council approved the 1999-2003 CIP on November 17, 1998. The public was invited to attend and comment on the projects incorporated in the 1999-2003 CIP at various public hearings as.well as the Council agenda setting sessions on October 13, October 27, and November 10 and the City Council meetings on October 20, November 3, and November 17. CIP projects approved for 1999 are incorporated in the 1999 Budget and Work Program. 7. Consideration and Approval of the Budget, November/December 1998 • The proposed budget was presented to the Mayor in November. The Mayor presented the Proposed 1999 Budget and Work Program to the City Council on November 30. Public hearings on the Proposed 1999 Budget and Work Program were conducted during December, and the Budget was adopted by the City Council on December 15, 1998. 8. Implementing the 1999 Budget, January 1999 Work papers are created and distributed to allow each division head to split their budget into the projected funding level needed for each month. These work papers are collected and input into the computer system to assist in the control of the adopted budget throughout 1999. 9. Adjusting the 1999 Budget, Throughout 1999 The budget may be adjusted throughout 1999. Depending on the amount of the adjustment, approval may come from the Budget Coordinator, Administrative Services Director, Mayor or the City Council. A detailed explanation of the Budget Adjustment Policy is listed on pages 7 and 8. 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 1999 Budget and Work Program is made available for review by all interested persons at the Fayetteville Public Library and the City Clerk's Office. Public notification of this information is made in a local newspaper and on the Cable Access television channel. As always, the public is invited to attend all meetings, retreats, and hearings regarding consideration of the Budget. 2. I July 1998 Oietribated9adge' 1999 Annual Budget Preparation Manual ' Flow Chart 1 I July 1998 Budget Training 1 Augu1998 DivisioHeeds Submit Bdgets to FOepartmeni Directors ffBudms? Division Heads ' Make Revisions Yea ' Department Directors Submit Budgets to Budget Staff for Review ' Sept: Nov. 1998 Pubfic Hearings of the Street and W&S Committees ' Budget Stall Reviews Submitted Budgets ' November 1998 Budget Staff Presents Budget Requests to Mayor 1 i Does Mayor Revisions Made By ry^• Wanl Any ' r Appropriate Personnel Budget Revisions? No November 1998 Mayor Presents Budget to City Council City CouncilHolds Retreats/ Public Hearings ' is _HO Revisions Made By City Yes Council Slat)As Requested Want Any ' Budget Revisions? No FCdy ember 1998 ouncil Approves 999 Budget 1 Ii 1999 Budget is Implemented and WS18e Adjusted as Needed I CITY OF FAYETTEVILLE, ARKANSAS FINANCIAL POLICIES The purpose of this section is to present the policies that the City follows in managing its financial and budgetary affairs. These are general statements of policies which represent long-standing principles, traditions, and practices that have guided the City in maintaining financial stability. REVENUE POLICY • The City will strive to maintain a broad and diversified revenue base that will equitably distribute the burden of supporting City services and will protect the City from short- term fluctuations in any one revenue source. • The City will actively support economic and industrial development recruitment and retention efforts to provide for a solid revenue base. • The City will maintain timely collection systems and implement necessary enforcement strategies to collect revenues from available sources. • The City will establish user fees and charges for services, when feasible, at levels related to the cost of providing the services. The City will review the fees and charges on a periodic basis to determine modifications needed to keep pace with the cost of providing the services. • The City will establish, when feasible, self- supporting enterprise funds and internal service funds in which a relationship between revenues and expenditures clearly exists. • The City will project revenues on a conservative basis so that actual revenues will consistently meet or exceed budgeted revenues. • The City will maintain a budgetary control system and will prepare reports which compare actual revenues to budgeted amounts. • The City will limit the designation of General Fund revenues for specified purposes to maximize flexibility in budgeting and revenue utilization. • The City will review annually and revise, where necessary, its cost allocation formula. EXPENDITURE POLICY • Basic and essential services provided by the City will receive first priority for funding. • The City will establish performance measurements for all program areas, when feasible. These measures will reflect the demand, workload capability, and projected outcomes for the program to accomplish its objectives. • The City will adopt a balanced budget, by fund, for all funds maintained by the City, in which total anticipated revenues must equal or exceed the budgeted expenditures for each fund. However, if this cannot be attained, the City will utilize unallocated fund reserves, which have been carried forward from prior years. • The City will maintain a budgetary control system to ensure adherence to the adopted budget and will prepare reports which compare actual expenditures to budgeted amounts. • The City will refrain from budgeting non- recurring or one-time revenue for. ongoing expenses. 4 I Ii I I I I I • The City will provide access to medical. dental, life, and long-term disability insurance for its employees. The cost for these benefits will be a shared responsibility between the City and its employees. • The City will provide access to appropriate retirement plans for its employees. The City will make contributions for eligible employees at the percentage defined for each of the respective retirement plans. DEBT POLICY The City will maintain a policy of full disclosure on financial reports and bond prospectus. The City will maintain communications with bond rating agencies and continue to strive for improvements in the City's bond rating. 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. I 5 CAPITAL IMPROVEMENT POLICY FINANCIAL REPORTING POLICY • The City will prepare and update annually 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 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 other City Boards, Commissions, Committees, and Citizen task forces, as they relate to capital projects and improvements. • The City will seek input from the public by holding public hearings in relation to the establishment of projects and project priorities. 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 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 annual renewal of the Government Finance Officers Association's (GFOA) Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation Award. P I 1 ' PURPOSE: I II I II I I I I l ) When the budgeted amount per operational program is exceeded (an offsetting adjustment ' must be made from another operational program or fund balance). CITY OF FAYETTEVILLE, ARKANSAS ADMINISTRATIVE PROCEDURES TO ADJUST THE APPROVED BUDGET The procedures outlined in this section define, standardize, and set forth responsibilities for budget adjustments. DEFINITION AND EXPLANATION: A budget adjustment is a change in the authorized budget, either revenue or expense. A budget adjustment 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 and Division Heads are mandated to stay within 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 program or capital project to be over the annual budget amount. Each operational division is grouped into programs (i.e. Engineering - Administration, Engineering - Plans & Specifications, Engineering - Right -of -Way, etc3 Budget adjustments will be required in the following instances: 2) 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, promotions, and staff increases. I I I TYPES OF BUDGET ADJUSTMENTS There are basically five (5) types of budget adjustments. These are: A. Adjustments between operational programs, 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 operational programs, between capital projects, or to an operational program, for $2.501 to $15.000, may be approved by the Administrative Services Director; C. Adjustments between operational programs, to capital projects, or to an operational program, up to 520.000, may be approved by the Mayor; D. Adjustments which exceed the Mayor's authority may be approved by City Council or the appropriate governing body of the funding source; Example: The Advertising & Promotion Commission approves all expenditure activity within the Advertising & Promotion Fund. E. Administrative budget adjustments may be approved by the Mayor. Administrative budget adjustments generally do not have any impact on fund balance. Administrative budget adjustments are generally required because of additional revenue received in one fund. Example: HMR taxes received by the Advertising and Promotion (A&P) Fund are required, by debt instrument, to be transferred to the Continuing Education Center (CEC) Fund. HMR tax revenue in excess of budget will create an over budget for the transfer category in the A&P Fund. Adjustments to a capital project or operational program are considered to be cumulative on an annual basis. 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 operational program or capital project. 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 the adjustments to the City Council and advise them of any consequences. I I I I Li ii I I F] I I I Iii I I Ii 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. CATEGORY Within each program, each expenditure item is grouped into a category of related expenditures. The budget for each program is listed by categorical total. Examples of a category include: Personnel Services, Materials and Supplies, Services and Charges, Maintenance, Capital, and Depreciation. I I] 3 3 b . 3 S iJ 6 3F F�"= -c: '7nF'F y3_£ a'4 LL a' 0.—f�J 33'gi33L �\ LL 3,.33 a3y3 n3� r�y z Y� LL a j rJ LL C _ J x + x a !1 h�!(�� - a - J •i £ -J y.y� ccv3E;5352ir �nE OiJ Y.�r�LL'f.6 J-�C!-i2 L Z a Z i J 3 ! y � y J i • "! 6 a3Y aa Lb $ >}� r A a4 S- i -] G<i3iii=4]3 n•y 9 o VJ J i J � x e a O £ - } 1 � x y Lp a 6 1 u 1 e 3 ,LL y � a S ; s I 4 }i I _y vLL 2 x i I 3 ! i i 3 < I e I I < -' I iI • 3 3�i]I 10L -Yana I City of Fayetteville, Arkansas Chart of Governmental Fund Types •I City Fund Structure 1 ' Governmental • i General Fund ' I -General II Special Revenue Funds I I Debt Service Funds I Capital Projects Funds Center Bond Advertising & Promotion itreet Parking munity Development Law Enforcement s Development Replacement -Sales Tax Capital Improvements As noted by the chart above, the City utilizes all four (4) major Governmental fund types: General, Special Revenue, Debt Service, and Capital Projects. 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 evenue 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). Li 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. 1999 Special Debt Capital General Revenue Service Projects - Total Revenues: Sales Taxes $ 7.621.723 $ $ $ 10.773.000 $ 18.394.723 Hotel. Motel. Restaurant Taxes 2,180.000 2.180.000 Franchise Taxes 2.736.000 2.736.000 Licenses and Permits 612.000 612.000 Intergovernmental 1.651.049 4.239.176 390.000 6.280.225 Charges for Services 925.000 174.000 1.099.000 Fines and Forfeitures 1,177.000 1.177.000 Investment Earnings 381.000 255.000 23.450 385.000 1.044.450 Other 57.000 25.000 4.000 86.000 Total Revenues 15.160.772 6.873.176 23.450 11.552.000 33.609.398 Expenditures: General Government .2.287506 2.287.506 Cost Reimbursements (2.259.548) (2.259.548) Administrative Services 3.560.293 1,115.422 - 4.675,715 Police 5.603.785 337.304 5.941.089 Fire 3.921.733 - 3.921.733 Public Works 4.386.485 4.367.287 8.753.772 City Advertising & Promotion 641.832 641.832 Capital Outlay 12.395.900 12.395.900 Debt Service 410,168 410.168 Total Expenditures 17,500.254 6.461.845 410.168 12.395.900 36.768.167 Excess of revenues over (under) expenditures (2.339.482) 411,331 (386.718) (843.900) (3.158.769) Other financing sources (uses): Operating transfers in 2,723.250 • 445.550 386.718 76.500 3.632.018 Operating transfers out (383.768) (979.500) (2.693.250) (4.056.518) Net Other Financing 2.339.482 (533.950) 386.718 (2.616.750) (424.500) Excess of revenues over (under) expenditures and other financing sources (uses) (122.619) (3,460.650) (3,583.269) Estimated Fund Balance - Beginning of Year 7,124.814 2.989.928 250.927 7.385.268 17.750.937 Fund Balance - End of Year $ 7.124.814 $ 2,867.309 $ 250.927 $ 3.924.618 $ 14.167.668 12 I C F I I City of Fayetteville, Arkansas Chart of Proprietary and Fiduciary Fund Types Proprietary Funds City Fund Structure Fiduciary Funds 1 Enterprise Funds Internal Service Funds Trust Fund Agenc Funds -Airport -Shop !Police Pension Returned Check -Conummng Ed. Center -Fire Pension I -Payroll '-Town Center -Mun. Judge Retirement -Municipal Court 1 Water&Sewer -Solid Waste ' As noted by the chart above, the City utilizes the Enterprise and Internal Service funds in the Proprietary fund type, and the Trust and Agency funds in the Fiduciary fund type. ' Enterprise Funds - Enterprise funds are used to account for operations (A) that are financed and operated in a manner similar to private business enterprise, where the intent of the governing body is that the costs of providing goods or services to the general public on a ' continuing basis be financed or recovered primarily through user charges; or (B) where the governing body has decided that periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, ' accountability or other purposes. Internal Service Funds - Internal service funds are used to account for the financing of goods ' or services provided by one department 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. 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, 1999 Fiduciary Proprietary Funds Funds Internal Enterprise Service Total Operating Revenues: Airport Revenues $ 847,150 $ $ $ 847,150 Rent and Leases - 122.000 122,000 Solid Waste Fees 4,390,000 4,390,000 Water Sales 10,406,000 10,406,000 Sewer Service Charges 8,928,000 8,928,000 Shop Charges 3,900,000 3.900,000 Contributions 254,346 254,346 Property Taxes 520,000 520,000 State Insurance Refund 340,000 340,000 CourtFines and Fees 115.000 115.000 Investment Earnings 750,250 750,250 Other 111,700 111.700 • Total Operating Revenues 24.804.850 3,900,000 1,979,596 30,684,446 Operating Expenses: Water & Sewer Administrative Services 1,722.460 1,722.460 Public Works 13,793,595 13,793,595 Solid Waste, 4,177.113 4,177.113 • Airport - 995,410 - 995.410 Continuing Education Center 51,600 51,600 Police Pension - 599,800 599,800 Fire Pension 759,500 759,500 Municipal Judge Retirement 100 100 Shop - 2,151.518 2,151.518 Total Operating Expenses 20,740,178 2,151.518 1.359.400 24,251.096 Operating Income Before Depreciation 4,064,672 1,748,482 620,196 6.433,350 Depreciation Expense 6,500,283 2.035,032 8,535.315 Operating Income (Loss) (2,435,611) (286,550) 620,196 (2,101,965) Nonoperating Income (Expenses) State Convention Center Tumback 296,000 296.000 Interest Income 688,500 175,000 863.500 Interest Expense & Fees (1.146,090) (1,146.090) Intergovernmental Other 132,000 132,000 (29,590) 175,000 145,410 Other Financing Sources (Uses) Operating Transfers In 824.500 824,500 Operating Transfers Out (400,000) (400,000) 424,500 424.500 Net Income (Loss) (2.040,701) (111,550) 620,196 (1,532,055) Depreciation on Capital Contributions 4,176,717 43,401 4,220,118 Retained Earnings - Beginning of Year 62,385.891 7,985,189 22.019,940 92,391.020 Retained Earnings - End of Year 64,521,907 7,917,040 22,640,136 95.079.083 Contributions - Beginning of Year 58.096,735 217.005. 58.313.740 Capital Contributions. 3,069.150 3,069,150 Depreciation on Capital Contributions (4.176,717) (43,401) (4.220.118) Contributions - End of Year 56,989,168 173,604 57.162,772 Total Fund Equity - End of Year S 121,511.075 $ 8,090.644 $ 22.640,136 $ 152.241.855 14 City of Fayetteville, Arkansas Sources of Funds for 1999 (32%) Franchise Tax $ 2,738,000 (12.3%) Wafer Sales $ 10,406,000 Sales Tax $ 20,574,723 (10.6%) Sewer Sales $ 8,928.000 (5.2%) Solid Waste Fees $ 4,390,000 (0.8%) Property Tax $ 520,000 (13.5%) Fund Balance $11,359,054 (7.8%) Charges for Service $ 6,580,150 (3.1%) Investments $2 (3.6%) Capital Contitutiorrs $ 3,089,150 (2.2%) M (8.2%) Intergovernmental $ 6.916,225 (5.3%) 7 Miscellaneous $1,878,046 4456,518 $84,470,066 Uses of Funds for 1999 (3.0%) Materials & Supplies $ 2,504,267 (11 0%) Services & Charges $ 9,305,349 (25.6%) (1.2%) Maintenance $ 997,557 (4.8%) Internal Charges $ 3,900,000 (4.6%) W WTP Operations $ 3,848,200 1 s tt (5.8%) Water Purchased $ 4,928,000 (16.0%) Governmental Capital $ Personnel $21,641,773 (1.8%) Debt Service $1,558,258 (5.3%)Tansfers $4,458,518 Depredation $ 8,535,315 1. 1 •Y.1 11' :1 1 In -1 �I111 111' L `:�\ 111 :I 1.x:1\IG11 10. \11: 1 1' \ . r 1 Y:I I J 1 M 1 1 K 11 \ 1 K 1\ 1 Y <( 1\ I 1. :11 \' 1 1 1 1 f1 I Governmental Funds ' General Fund Special Revenue Funds ' Street City Advertising and Promotion Off Street Parking Community Development Block Grant Parks Development Drug Law Enforcement I Debt Service Funds Arts Center Bond Capital Project Funds Replacement Sales Tax Capital Improvements I I 17 General Fund Sources of Funds for 1999 (57.7%) Sales Tax $ 10,314,973 (2.4%) Investment Earn & Misc $ 438,i (3.4%) Licenses & Permits S 612.000 (0.2%) Transfers $ 30.000 ≥%) Intergovernmental $ 1.651,049 (15:3%) Franchise Fees $ 2,736.000 (5.2%) Charges for Services S 925.000 (6.6%) Fines & Forfeitures $ 1,177,000 $17,884,022 Uses of Funds for 1999 (27.8%) PoliceS 5,603,7f (19.5%) me a 4.aZ1,/33 s $17,884,022 (17.7%) Administrative Services $ 3.560.293 Cost Reimbursements $ (2,259,548) (113%) General Governments 2,287.506 (1.9%) Transfers $ 383,768 +blic Works $ 4,386,485 4M I City of Fayetteville, Arkansas General Fund I I II I I I Fund -1010 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Beginning Fund Balance $ 5,645,968 S 7.005,936 $ 7,005,936 S 7,124.814 Resources Revenues Property Tax Sales Tax - County Franchise Fees Licenses & Permits Intergovernmental Charges for Services Fines & Forfeitures Investment Earnings Miscellaneous Total Revenue 2,313 7,002,683 2.593,694 571,276 1,289,008 829,668 1,153,025 346,842 108,072 13,896,581 0 7,149.000 2,636,000 555,000 1.476.443 854,500 1,110,000 321,000 317,000 14,418,943 0 7,373,000 2,672,000 602,000 1,436,000 896,000 1,177,000 361,000 57,000 14,574,000 0 7,621.723 2,736.000 612,000 1.651.049 925,000 1,177,000 381,000 57.000 15.160,772 Operating Transfers In I Off Street Parking 24.902 30,000 30,000 30,000 Sales Tax -City 1,824,000 2,466,000 2,466,000 2,693.250 Total Transfers In 1,848,902 2,496,000 2,496.000 2,723.250 ITotal Resources 15,745,483 16,914,943 17,070,000 17,884.022 Uses I Expenditures General Government 1,733,685 2,977,986 2,715,075 2.287.506 Cost Reimbursements (2,123,574) (2,276.200) (2,276,200) (2.59,548) Administrative Services 2,913,222 3.273,900 3,133.802 3.560.293 Police 5,073,074 5.341,482 5,241,062 5.603.785 Fire 3,284,704 3.685,989 3,670,425 3,921.733 Public Works 3,679,216 4,162,179 4,078.203 4.386.485 Total Expenditures 14,560,327 17,165,336 16,562,367 17,500,254 Operating Transfers Out Arts Center Bond Fund (296,345) 263,337 263,337 261.718 Replacement Fund 76,500 76,500 76,500 76.500 Drug Law Enforcement Fund 45,033 48,918 48.918 45.550 Total Operating Transfers Out (174,812) 388.755 388,755 383.768 Total Uses 14,385,515 17.554,091 16,951,122 17,884.022 Net Resources (Uses) 1,359.968 (639,148) 118,878 0 Ending Fund Balance $ 7,005,936 $ 6,366.788 $ 7,124,814 $ 7,124,814 Reserved for Loans to Other Funds $ 60,000 S 60.000 S 60,000 $ 60.000 I Ending Undesignated Fund Balance 6,945.936 6,306,788 7,064,814 7,064.814 Ending Fund Balance $ 7,005,936 $ 6.366.788 $ 7,124,814 $ 7.124,814 I I I 19 City of Fayetteville, Arkansas General Fund Expenditures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 General Government Department Office of the Mayor $ 251,174 $ 277,150 S 276,21 1 $ 266.139 ty Attorney 41,291 48,050 46,981 79,453 City mey 206,529 219,295 210,497 223,000 City Prosecutor 209,73! 218,209 218.209 217,017 Hot Check 114,723 122,105 122,105 Municipal Judge 128,616 75,056 75,846 75,845 79,847 Cable Administration 201,257 201,403 201,403 200,400 City Clerk / Treasurer 134,963 176,941 176,941 159,963 Miscellaneous Salary Contingency 0 463,688 463,688 453,966 Insurance 1,761 1,925 302 42.500 Professional Services 39,600 123,250 123,250 10.000 Settlements 38,694 35,000 30,033 25,000 Chamber - Economic Development Services 82,595 100,000 100,000 100.000 C.E.M.S. Service 144,380 143,545 143,545 143,545 City Hospital Lease 40,347 0 0 0 Contract Services 38,716 41,302 41,302 40,000 Building Cost 0 568,244 322,730 0 Land Acquisition 18,428 24,000 24,000 24,000 Ozark Regional Transit 39,690 42,780 42,780 38,936 Walton Arts Center 17,600 17,600 17,600 0 Arkansas Athletes Outreach 5,000 15,000 15,000 10,000 Razorback Transit 20,000 20,000 20,000 20,000 Yvonne Richardson Community Center 0 16,370 16,370 16.370 Maintenance 5,069 15,000 15,000 40,000 Other 7,081 11,283 11,283 8.754 Total General Government Department 1,733,685 2,977,986 2,715,075 2.287.506 Administrative Services Department Administrative Services Director 138,114 144,444 137,525 149,250 Personnel Administration 448,784 572,456 461,683 531,976 Accounting & Audit 344,654 362,603 360,877 409,685 Budget and Research - 138,065 144,785 144,785 147,889 Billing & Collections 262,545 277,689 272,734 29b,203 Internal Auditing 55,349 58,087 57,048 58.200 General Building Maintenance 257,330 276,399 264,998 340,878 Janitorial 130,447 127,147 127,147 145.996 Procurement 107,117 115,954 114,034 127,300 Information Technology 386,943 426,377 426,377 456,357 Criminal Cases 127,288 153,825 153,825 158,659 Probation. & Fine Collection 30,698 34,004 34,004 44.009 Small Claims & Civil Cases 97,540 111,976 111.914 112,096 Animal Patrol/Emergency Response 135,021 145,523 145,523 156,022 Animal Shelter 218,904 266,246 266,246 376.723 Parking Management 34,423 56,385 55,082 55.050 Total Administrative Services Department 2,913,222 3,273,900 3,133,802 3.560.293 20 City of Fayetteville, Arkansas General Fund Expenditures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Police Department Support Services 1,134.795 1,260,740 !256,044 1.363.314 Patrol/Warrant 3,365,756 3,483,327 3.410,266 3,630.871 1 Central Dispatch 572.523 597,415 574,752 609,600 Total Police Department 5,073.074 5.341,482 5,241,062 5,603,785 Fire Department Prevention 142,779 182,353 168,966 180,589 Operations 2,657.152 3,044,883 3,044,883 3.268.408 Training & Education 77,111 78,021 77.269 91,439 Aircraft Rescue & Fire Fighting 407,662 380,732 379,307 381.297 Total Fire Department 3,284,704 3,685,989 3,670,425 3.921.733 IPublic Works Department Public Works Director I Public Works Director 199,805 213,534 207.348 202.360 • Public Lands Maintenance 187,962 214,754 214,754 247.307 Engineering Plans & Specifications 266,732 284,244 284,244 354,135 Operations & Administration 193,117 225,355 225.355 214,895 Right of Way Acquisition 83,750 89,832 55.090 101.982 Public Construction 193,222 204,660 203.468 207,329 • Planning 365,203 408,452 374,913 409.362 Inspections 392,674 437,082 428,765 440,023 Parks Parks Administration 118,421 176,275 176,275 192.821 Swimming Pool 108,658 126,240 126.240 131,840 Athletics & Recreational Transfers 276,488 371,794 371,794 392.972 Library 391,532 473.900 473,900 561.822 Lake Recreation 68,018 71,848 71,848 57.108 Park Maintenance 511,907 534,842 534,842 514,925 Traffic Engineering/Planning 88,106 89,045 89,045 92.290 Control & Parking 233,621 240,322 240,322 265.314 Total Public Works Department 3,679,216 4,162,179 4,078,203 4.386.485 Cost Reimbursement (2,123,574) (2,276,200) (2,276,200) (2259.548) Total General Fund Expenditures $ 14,560,327 $ 17,165,336 $ 16,562 367 $17.500.254 I 'Ti I I 21 Street Fund Sources of Funds for 1999 (7B.1%) State Tumback S 2,2 $2,914,000 Uses of Funds for 1999 (8.6%) Sidewalk & Trail Maint $ 251,412 (0.0%) Fund Balance S 50 (13.8%) Drainage Maintenance S 40: (43.1%) Street Maintenance $ 1,254,881 $2,914,000 (0.9%) Contract Services (Reimb) $ 25.000 (2.0%) Interest $ 57.000 :ounty Road Tumback $ 554,000 Operations & Administration $ 749.537 (8.8%) Right of Way Maintenance $ 255.460 22 City of Fayetteville, Arkansas Street Fund Fund 2100 Beginning Fund Balance Revenues Intergovernmental Interest Other Total Revenues Expenditures Operations & Administration Right -of -Way Maintenance Street Maintenance Drainage Maintenance Sidewalk & Trail Maintenance Street Construction Total Expenditures Revenues Over (Under) Expenditures Ending Fund Balance Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 $ 1,012,759 $ 1.193.216 $ 1,193.216 $ 1.098,033 2,497.543 2,601,000 2,670.000 2.832,000 53.831 55,000 57,000 57.000 59,938 41,000 25.000 25.000 644,652 724,952 724.952 749.537 200.479 224,487 224,487 255.460 1,085,662 1.249,562 I,249562 1.254,881 413,296 353,671 345,279 402.660 86,766 219,985 176,703 251,412 0 126,200 126.200 0 2,430,855 2,898,857 2,847.183 2.913.950 180.457 (201,857) (95.183) 50 $ 1,193,216 $ 991,359 $ 1,098.033 $ 1.098.083 23 City of Fayetteville, Arkansas City Advertising & Promotion Fund Fund - 2120 Beginning Fund Balance Actual Budgeted 1997 1998 S 1,833,140 $ 1,960,470 Estimated Budgeted I99R 1999 S 1,960,470 $ 1,038,394 Revenues Hotel, Motel, and Restaurant Taxes 992,939 1,034,000 1,086,000 1,090,000 Interest 109,520 90,500 115.375 90,500 Total Revenues 1,102,459 1,124.500 1,201,375 1,180,500 Expenditures Advertising & Promotion - Media Contract. 223,192 225,000 225,000 225,000 Audit Expense 150 150 150 150 Professional Services - Town Center 59,691 374,351 374,351 0 Contract Services - Town Center Marketing Manager 0 0 0 21,240 Trolley Services 40,913 40,000 40,000 20,000 Collection Expense 19,860 21,730 21,730 22,500 Convention. Services .5,087 5,000 5,000 5,000 Special Projects 85,815 60,229 56,920 67,848 New Brochures 48,296 16,859 16,859 17,000 800 Telephone Number 10,000 10,000 10,000 10,000 Festival Support 2,000 0 0 0 Air Museum 40,000 40,000 40,000 32,000 Library 30,877 35,522 32,441 21,094 Chamber of Commerce Contract 95,054 100,000 100,000 100,000 Fixed Assets 7,073 0 0 100,000 Total Expenditures 668,008 928,841 922,451 641,832 Other Financing Sources (Uses): Transfer from CEC Bond Fund 366,105 400,000 400,000 400,000 Transfer to Town Center Fund 0 (1,053,000) (1,053,000) (399,000) Transfer to CEC Bond Fund (424,394) (423,000) (423,000) (425,500) Transfer to Arts Center Bond Fund (248,832) (125,000) (125,000) (125,000) Total Other Financing Sources(Uses): (307,121) (1,201,000) (1,201,000) (549,500) Revenues Over (Under) Expenditures and Other Financing Sources (Uses) Ending Fund Balance 127,330 $ 1.960.470 (1,005,341) (922,076) (10,832) $ 955,129 $ 1,038,394 $ 1,027,562 24 City of Fayetteville, Arkansas Off Street Parking Fund Fund -2130 .1 Ii I I I I I1 I I I Ii i_I I Beginning Fund Balance Revenue Parking Lot Revenue Interest Total Revenues Expenditures Materials & Supplies Services & Charges Maintenance Downtown Parking District Capital Total Expenditures Other Financing Sources (Uses): Transfer to General Fund Total Other Financing Sources (Uses): Revenues Over (Under) Expenditures and Other Financing Sources (Uses): Ending Fund Balance Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 $ 515.124 S 565.023 $ 565.023 $ 523.672 185,028 182,100 30,095 30.150 215.123 212.250 0 900 62.712 66.640 3.490 97.611 50,739 55.000 23,381 22.500 140,322 242.651 (24,902) (30.000) (24.902) (30.000) 197,150 174,000 34.150 31.500 231.300 205.500 900 1,000 66.640 114.600 97.611 39.750 55,000 50.000 22.500 10.000 242,651 215.350 (30,000) (30.000) (30,000) (30.000) 49,899 (60,401) (41,351) (39,850) $ 565,023 $ 504.622 $ 523,672 S 483,822 I 25 City of Fayetteville, Arkansas Community Development Block Grant Fund Fund -2180 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Revenue CD Grant Funding S 784,663 $ 1,707,864 S 3,707,864 $ 778,422 Home Grant Funding 15,968 402,398 402,398 333,000 AAA of N W A 4,000 4,000 4,000 4,000 Loan Repay 43,616 10,000 10;000 10,000 Rehab Expense (11,687) (10,000) (10,000) (10.000) Home Program Income 31,571 0 0 0 Total Revenues 868,131 2,114,262 2,114,262 1,115,422 Expenditures Administration & Planning Program 75,364 85,629 85,629 89,262 Housing Services Program 257,886 404,262 404,262 178,748 Home Grant Program 47,540 402,398 402,398 333,000 Public Services Program 72,734 80,443 80,443 73,412 Public Facilities & Improvements 414,607 1,141,530 1,141,530 441,000 Total Expenditures 868,131 2,114,262 2,114,262 1,115,422 Revenues Over (Under) Expenditures $ 0 $ 0 $ 0 $ 0 WO I Fund - 2250 I I I I I I lJ I I I I 1 Beginning Fund Balance Revenues Hotel. Motel, and Restaurant Taxes Interest Donations Total Revenues Expenditures Parks Development Program Park Improvements* Total Expenditures Revenues Over (Under) Expenditures Ending Fund Balance City of Fayetteville, Arkansas Parks Development Fund Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 $ 709.783 $ 1.298,593 $ 1.298.593 $ 260,802 992.839 1.034.000 1,086,000 1.090,000 53.698 48.000 62,000 76,000 25,000 0 0 0 1,071.537 1.082.000 1.148,000 1,166.000 222.014 332,946 325,179 474,181 260.713 1,911,212 1.860.612 763.806 482.727 2,244,158 2.185,791 1,237,987 588.810 (1,162,158) (1.037.791) (71.987) $ 1,298,593 $ 136,435 S 260.802 $ 188,815 "` 1999 Park Improvement Capital Projects: Girls Softball Complex $ 552,000 Playground Renovations 33.000 Washington School Community Gym 125.000 Park Land Acquisitions 50.000 Other Fixed Assets 3.806 $ 763.806 I 27 City of Fayetteville, Arkansas Drug Law Enforcement Fund Fund - 2930 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Beginning Fund Balance $ 33.051 $ 42.512 $ 42,512 $ 69,027 Revenues Drug Enforcement Grant - 202,850 237,112 237,112 256,618 Grant- Springdale 19,410 14.304 14.304 14,304 . Grant - Washington County 1,089 1,625 1,625 1,422 Grant - University of Arkansas. 6,305 8,357 8,357 8,357 Grant - Prairie Grove 1,089 1,625 1,625 1.422 Grant - Lincoln 1,088 1.625 1,625 1,422 Grant - Greenland 1,089 1,625 1,625 1,422 Grant - West Fork 1,088 1,625 1,625 1,422 Grant - Johnson 1,089 1.625 1,625 1,422 Grant - Farmington 1,088 1,625 1,625 1,422 Grant - Elm Springs 1,088 0 0 1,421 Forfeitures - DTF 8.009 0 6,840 0 Interest 1,451 0 1,808 1.100 Total Revenues 246,733 271,148 279,796 291,754 Expenditures Drug Enforcement Program 282,305 302,199 302,199 337,304 Total Expenditures 282,305 302,199 302,199 337.304 Revenues Over (Under) Expenditures Before Other Financing Sources (Uses) (35,572) (31,051) (22,403) (45.550) Other Financing Sources (Uses) - Transfer from General Fund 45,033 48,918 48,918 45.550 Total Other Financing Sources (Uses) 45,033 48,918 48,918 45.550 Revenues Over (Under) Expenditures and Other Financing Sources (Uses) 9.461 17,867 26,515 0 Ending Fund Balance $ 42.512 $ 60,379 $ 69,027 $ 69,027 <' 28 1: I 1 I I I I 1 I I I I 1 Fund - 3170 Beginning Fund Balance Revenue Interest Total Revenue Expenditures Principal Payment Interest Expense Paying Agent Fees Total Expenditures Revenues Over (Under) Expenditures Other Financing 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 City of Fayetteville, Arkansas Arts Center Bond Fund Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 S 837.602 $ 248.343 $ 248.343 $ 250.927 36,806 40.366 21,450 23.450 36,806 40.366 21.450 23.450 330,000 290.000 290.000 305.000 191,342 115,703 115.703 103,668 57.210 1.500 1.500 . 1,500 578,552 407.203 407.203 410.168 (541,746) (366,837) (385.753) (386.718) (296,345) 263.337 263,337 261.718 248.832 125,000 125,000 125,000 (47.513) 388.337 388.337 386.718 (589,259) 21.500 2,584 0 $ 248,343 $ 269,843 $ 250.927 S 250.927 wt City of Fayetteville, Arkansas Replacement Fund Fund - 4270 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Beginning Fund Balance S 2,953,242 $ 3,199,239 $ 3,199,239 S 3,472,889 Revenue Interest 170,047 175,050 198,000 200,000 Total Revenue 170,047 175,050 198,000 200,000 Expenditures Audit Expense 550 550 550 500 T -Bill Handling Fees 0 300 300 300 Total Expenditures 550 850 850 800 Revenues Over (Under) Expenditures 169,497 174,200 197,150 199,200 Other Financing Sources (Uses) Transfer From General Fund 76,500 76,500 76,500 76,500 Total Other Financing Sources (Uses) 76,500 76,500 76,500 76,500 Revenues & Financing Sources Over (Under) Expenditures 245,997 250,700 273,650 275,700 Ending Fund Balance $ '3,199,239 $ 3,449,939 $ 3,472,889 $ 3,748,589 r 3O City of Fayetteville, Arkansas Sales Tax Capital Improvements Fund Fund 4470 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 • Beginning Fund Balance $ 12,446,389 $ 14,537,457 $ 14.537,457 S 3.912.379 Revenue Sales Tax Revenue 9,601.424 9,863,000 10,356,000 10,773,000 State Grants 0 0 0 0 Federal Grants 105.611 602,629 602.629 390,000 Interest 737,134 86,202 907.993 185.000 Other 13,582 4,000 2.500 4.000 Total Revenue 10,457,751 10,555,831 11.869,122 11.352.000 Expenditures Public Notification 2,617 1,668 1.668 1.500 ' Audit Expense 2.500 2,500 2.500 2.600 Capital Improvements Projects: Bridge and Drainage Improvements 72,858 2,012.016 2,012,016 690.000 Fire Safety Improvements 31.675 1,011,852 1,011.852 1,015.000 In -House Street & Sidewalk Improvements 1,156,015 1,226,566 1,226,566 1,124,000 Library Materials Purchases & Improvements 75,676 198,336 198.336 192.000 Other Capital Improvements 351,881 2,013.463 2,013,463 1.154,000 ' Parks and Recreation Improvements 342,439 824,331 824,331 492.000 Police Safety Improvements 467,633 466.138 466.138 348.000 Solid Waste Improvements 45,240 67,724 67.724 127.000 Street Improvements 2,871,757 6,509,750 6,509.750 4,235.000 Transportation Improvements 316,634 792,339 792,339 110,000 Water & Sewer Improvements 775,612 5,216.387 4,736,387 2,904.000 Total Expenditures 6,512,537 20,343,070 19,863,070 12.395.100 Revenues Over (Under) Expenditures 3.945,214 (9,787.239) (7.993.948) (1.043.100) Other Financing Sources (Uses) Transfer to General Fund (1,824,000) (2,466,000) (2,466.000) (2.693.250) Transfer to Solid Waste Fund (30,146) (165.130) (165,130) 0 Total Other Financing Sources (Uses) (1,854,146) (2,631,130) (2.631,130) (2.693.250) Revenues & Other Financing Sources Over (Under) Expenditures & Uses 2,091,068 (12.418,369) (10,625.078) (3.736.350) Ending Fund Balance $ 14,537.457 $ 2,119 088 $ 3,912 379 $ 176.029 I I I 31 City of Fayetteville. Arkansas Sales Tax Capital Improvements Fund Capital Budget Project Category Project Title 1999 Budget Bridge and Drainage Improvements Drainage Study and Master Plan $ 70.000 • Miscellaneous Drainage Improvements - 70.000 Ora Drive Drainage Improvements 150.000 Steele Property Bridge - Cost Sharing 400,000 690,000 Fire Safety Improvements Automatic External Defibrillators - 45.000 Breathing Air Compressor - Replacement 25.000 Fire Apparatus Replacement - Fire Station #4 200.000 Fire Station Replacement - #4 650.000 Mobile Data Terminal - Communications System 95.000 1.015.000 In -House Street & Sidewalk Improvements Pavement Improvements 843.000 Sidewalk Improvements 281.000 1.124.000 Library Materials Purchases & Improvements Library Book Detection System 36.000 Library HVAC Replacement & Improvement 9.000 Library Materials Purchases 137,000 Library Shelving 10.000 192.000 Other Capital Improvements Animal Shelter A/C Replacement 15.000 AS/400 Minicomputer System Upgrades 65.000 Building Improvements 350.000 Geographic Information System 111.000 Local Access Network (LAN) Upgrades 56.000 Microcomputer Replacements 30.000 Printer Replacements 25.000 P.E.G. Television Center - Equipment 36.000 Research & High Technology Park - Grant Match 300.000 Telephone Upgrade - Year 2000 Compliance 80.000 Tree Planting Program 56.000 Work Order System 30.000 ,L154.000 Parks and Recreation Improvements Babe Ruth Ballpark Improvements 99.000 Citywide Park Master Plan 25.000 Lake Fay Softball Complex Improvements 13.000 Lake Fayetteville/Sequoyah Improvements 75.000 Other Park Improvements 15.000 Playground Renovations 17.000 Walker Park Senior Complex 176.000 Wilson Pool Improvements 70.000 492.000 32 City of Fayetteville. Arkansas Sales Tax Capital Improvements Fund Capital Budget Project Category Project Title 1999 Budget Police Safety Improvements Live Scan Fingerprinting 30.000 PCfrerminal - Upgrade/Replacements 22.000 Police Emergency Generator 80.000 Police Handgun Replacements 42.000 Police Office Partitions and Furniture 20.000 Police Telephone System Upgrade 54.000 Radio System Replacement 100.000 348.000 Solid Waste Improvements Collection Bins - Curbside 17.000 Composting Site Improvements 55.000 Curbside Recycling Improvements 35.000 Roll -Off Containers 20.000 127.000 Street Improvements Dickson Street Improvements 2.200.000 Highway 16 West Widening 817.000 Poplar Street Improvements 250.000 Sixth Street Improvements 560.000 Steele Property - Street Improvements 300.000 Street ROW/Intersection/Cost Sharing Improvements 108.000 Transportation Improvements M.U.T.C.D. Sign Material 27.000 Traffic Signal Improvements 83.000 10.000 Water and Sewer Improvements Dickson Street - Water/Sewer Relocations 500.000 Highway 16 West Water/Sewer Relocation 450.000 Highway 265 - Water/Sewer Relocations 700.000 Sanitary Sewer Rehabilitation 1.054.000 Water and Sewer Operations/Services Center 200.000 2.904.000 Miscellaneous Fund Expenses Public Notification / Audit Expense 4.100 4.100 33 Proprietary and Fiduciary Funds Enterprise Funds Water and Sewer Solid Waste Airport Town Center & Parking Facility Continuing Education Center & Parking Facility Trust Funds Police Pension Fire Pension Municipal Judge Retirement Internal Service Fund Shop 35 Water & Sewer Fund I Sources of. Funds for 1999 (37.3%) Water Sales $ 10.406,000 (32.0%) Sewer Service Charges $ 8,928,000 (0.5%) Other $ 131.000 o) Retained Earnings $ 5,740,445 (1.9%) Interest Income $ 525,000 (7 7%) Capital Contributions S 2.154,000 $27,884,445 Uses of Funds for 1999 (9.3%) Operations & Administration $ 2,588,708 (4.5%) Water Transmission and Dist. $1,241,902 (13.8%) Waste Water Treatment $ 3,1 (4.2%) Sewer Main Maint, $ 1.186,785 (6.2%) Meter Operations $ 1,722,460 (18.7%) Depreciadc.. (2.7%) Interest Expense $ 745.792 $27,884,445 6%) Water Purchased $ 4,928.000 I Capital $ 6,415,330 36 City of Fayetteville, Arkansas Water and Sewer Fund Fund - 5400 Actual Budgeted Estimated Budgeted Beginning Retained Earnings Operating Revenues Water Sales Sewer Service Charges Total Operating Revenues 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) Nonoperating Income (Expense) Interest Expense Interest Income Intergovernmental Other Total Nonoperating Income Net Income (Loss) Add Back Depreciation On Assets Acquired With Contributed Capital Net Change to Retained Earnings Ending Retained Earnings Beginning Contributions Capital Contributions Depreciation on Capital Contributions Ending Contributions Total Fund Equity, End of Year Capital Expenditures YJ.JJ/JLJ .J YI,JLJ.Y70 J 1I,JLJ.Y7O J JL,LU.VI 9,842,621 10.018,000 10,911,000 10,406.000 7,839,805 8.211,000 8,211.000 8.928.000 17,682,426 18,229,000 19,122.000 19.334,000 2,246,500 2,496,954 2,496,954 2.588,708 3,628,302 4,728,000 4,398,000 4.928,000 967,880 989,971 989,971 1,241,902 999,872 1,166,673 1,142,833 1,186,785 3,441,015 3,836,248 3,836.227 3.848.200 1,192,183 1,539,079 1,539,079 1.722.460 12,475,752 14,756,925 14,403,064 15,516,055 5,206,674 3,472,075 4,718,936 3,817,945 4,679,448 5,029,681 5,029,681 5,207.268 527,226 (1,557,606) (310,745) (1.389.323) (788,899) (777,283) (767,954) (745,792) 677,664 532,000 712,000 525.000 279,056 1,650,000 1,650,000 0 198,175 921,960 131,000 131.000 365,996 2,326,677 1,725,046 (89,792) 893,222 769,071 1.414,301 (1,479,115) 3,274,351 3,342,488 3,342,488 3.498,681 4,167,573 4,111,559 4,756,789 2,019,566 47,525,498 51.637.057 52,282.287 54.301.853 45.292.067 44,061,834 44,061,834 45.405,124 2,044,118 4,685,778 4,685,778 2,154.000 (3.274,351) (3,342,488) (3,342,488) (3,498.681) 44,061,834 45,405.124 45,405.124 44,060.443 $91,587,332 $ 97,042.18! S 97,687,411 $ 98,362 296 $ 2.542 230 $ 10,235.748 $ 10,209,717 $ 6,415,330 37 Solid Waste Fund Sources of Funds for 1999 (95.7%) Solid Waste Fees $ 4,390,000 $4,586,000 Uses of Funds for 1999 (28.6%) Commercial Pickup $ 1.312.150 (25.0%) Residential Pickup $ 1.147. (5.4%) Composting $ 247,886 $4,586,000 (1.8%) Capital Contributions $ 80.000 (2.5%) Recycling & Other S 116.000 0%) Operations and Admin. $ 827,185 (4.0%) Depreciation S 183,815 (2.1%) Retained Earnings $ 93.672 .9%) Capital S 131.400 (14.0%) ReCyVing 5 64Z,bUZ 38 City of Fayetteville. Arkansas Solid Waste Fund Fund 5500 Actual Budgeted Estimated 1997 1998 1998 Beginning Retained Earnings S 911,810 $ 1,427,415 $ 1,427,415 Operating Revenues Solid Waste Fees 3,989,960 4,240,000 4,240,000 Recycling Revenue 48,394 49,000 46,000 Composting Revenue 8,076 9,000 9,000 Container Sales/Leases 60,118 50,000 24,000 Total Operating Revenues 4,106,548 4,348,000 4,319,000 Operating Expenses Operations and Administration Commercial Pickup Residential Pickup Recycling Composting Total Operating Expenses Operating Income (Loss) Before Depreciation 702,340 1,277.684 979,270 385,180 242,941 3,587,415 519,133 785,193 1,406,998 1,114,571 633,105 268.106 4,207,973 140,027 771,884 1,217,002 1,047,977 501.304 224,496 3,762,663 556,337 Budgeted 1999 $ 2,144.427 4,390,000 46,000 9.000 24.000 4,469.000 827,185 1.312,150 1.147,290 642.602 247.886 4,177,113 291.887 Depreciation Expense 141,180 163,954 163,954 183.815 Operating Income (Loss) 377,953 (23,927) 392,383 108,072 Nonoperating Income (Expense): Interest Transfer from Sales Tax Construction Intergovernmental Other Total Nonoperating Revenue (Expense) Net Income (Loss) Add Back Depreciation On Assets Acquired With 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 17,612 30,146 3,104 994 51,856 1,000 165,130 18,000 1,000 185,130 161,203 54,000 165,000 18,000 1,000 238,000 630,383 85,796 86,629 86,629 515405 247,832 717,012 $ 1,427,415 1.857,511 24,982 (85,796) 1,796,697 S 3,224,112 $ 12,147 $ 1,675,247 1,796,697 85,000 (86,629) 1,795,068 $ 3.470,315 $ 405,888 $ 2.144,427 1,796,697 85,000 (86.629) 1,795.068 $ 3,939,495 36,000 0 0 1.000 .9 AAA 145.072 on nc' 234,534 S 2.378.961 1,795,068 80,000 (89,462) 1,785.606 S4.164.567 S 131,400 39 Airport Fund Sources of Funds for 1999 (15.0%) Rents and Leases $ 396,600 (3.4%) Interest & Nonoperatinq Inc. $ 90,000 (31.7%) Captial Contributions $ 835,150 (1.2%) Other $ 32.700 $2,640,453 (2.0%) Aviation Fuel S 54.000 %) Parking Fees $ 263,550 (5.0%) Airline Fees$ 133,000 (s1.r n) Ketainea earnings s ess,4os Uses of Funds for 1999 (12.3%) Airside Operations $ 325.981 (23.9%) Capital $ 630,650 $2,640,453 andside Operations $ 669,429 (38.4%) Depreciation $ 1.014,393 • yrv,1,-r w ..- City of Fayetteville, Arkansas Airport Fund Fund - 5550 ' Beginning Retained Earnings I I I Ii Ii I I I 1 I I Operating Revenues: Airline Fees Parking Fees Rents and Leases Aviation Fuel Other Total Operating Revenues Actual Budgeted Estimated 1997 1998 1998 $ 5,225,327 $ 5,881.405 S 5,881.405 315,222 688,042 594,776 98,297 62,612 1,758.949 312,552 665,943 555,422 107,648 77,005 1,718,570 291,000 753,000 550,000 97,000 50,000 1,741,000 Operating Expenses: Landside Operations 678,911 1,258,292 1.254,934 Airside Operations 299,726 341,181 338,954 Total Operating Expenses Before Depreciation 978,637 1,599,473 1,593,888 Operating Income (Loss) Before Depreciation Depreciation Expense Operating Income (Loss) Nonoperatine Income (Expense Interest Income Sales Tax Other Total Nonoperating Income 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 Budgeted 1999 $ 5.773.113 133,000 263,550 396.600 54.000 32,700 879,850 669,429 325,981 995 .4 10 780,312 119,097 147,112 (115.560) 781.566 901,749 901,749 1,014,393 (1,254) (782,652) (754,637) (1.129.953) 132,455 94,000 88,000 86.000 3,833 4.000 4,000 4.000 928 0 0 0 137,216 98.000 92.000 90.000 135,962 (684,652) (662,637) (1.039,953) 520,116 554,345 554,345 588.574 656.078 (130,307) (108.292) (451.379) 5,881,405 5.751,098 5,773,113 5.321.734 8,674.505 9,181,248 9,181, 248 10.896.543 1,026,859 2,305,528 2,269,640 835.150 (520,116) (554,345) (554,345) (588.574) 9,181,248 10,932,431 10, 896, 543 -11.143,1 19 $ 15,062,653 $ 16.683,529 $ 16.669.656 S 16.464.853 $ 809,845 $ 3,227,929 $ 3,227,929 S 630.650 I 41 • City of Fayetteville, Arkansas Town Center and Parking Facility Fund Fund -5600 Beginning Retained Earnings Operating Revenues Rents & Leases Total Operating Revenues Operating Expenses Audit Expense Insurance - Building Special Assessments Total Operating Expenses Operating Income (Loss) Before Depreciation Depreciation Expense Operating Income (Loss) Nonoperating Income (Expense): State Tourism Tumback Interest Income Interest Expense Paying Agents Fees Bond Amortization Total Nonoperating Revenue Income (Loss) Before Operating Transfers Other Financing Sources (Uses) Transfer from Advertising & Promotion Fund Total Other Financing Sources (Uses) Net Income (Loss) Ending Retained Earnings Bond Proceeds Capital Expenditures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 $ 0 $ 0 $ 0 S 1,015,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0• 0 0 0 0 0 0 0 • 0 0 0 0' 0 0 oy 0 0 0 0 0 0 0 0 28,000 28,000 2,000 0 (110,200) (64,000) (292,000) 0 (2,000) (2,000) (2,000) 0 0 0 0 0 (84,200) (38,000) (292,000) 0 (84,200) (38,000) (292,000) 0 1,053,000 1,053,000 399,000 0 1,053,000 1,053,000 399,000 0 968,800 1,015,000 107,000 $ 0. $ 968,800 S 1,015,000 $ 1,122,000 $ 0 $ 6,950,000 $ 6,950.000 $ $ 0 $ 7,500,000 $ 7,500,000 $ 0 42 - City of Fayetteville. Arkansas Continuing Education Center and Parking Facility Fund ' Fund - 5690 Actual Budgeted Estimated Budgeted ' 1997 1998 1998 1999 Beginning Retained Earnings $ 762,287 S 971.678 $ 971.678 $ 1.171.064 ' 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 3.543 4.424 5,052 5,100 ' Special Assessments 42.805 45,000 40.305 45,000_ Total Operating Expenses 47,848 50,924 46,857 51.600 Operating Income (Loss) Before Depreciation 74,152 71.076 75.143 70.400 Depreciation Expense 94,807 94,807 94.807 94,807 ' Operating Income (Loss) (20,655) (23,731) (19,664) (24.407) Nonoperating Income (Expenses) State Tourism Tumback 270.884 300.000 275.000 296.000 ' Interest Income 27.034 27.500 36.850 35.500 Interest Expense (118,791) (110.200) (107,100) (97,598) Paying Agents Fees (803) (2,000) (2.000) (2,000) Bond Amortization (6,567) (6,700) (6,700) (6,700) Total Nonoperating Revenue 171.757 208,600 196,050 225.202 Income (Loss) Before Operating Transfers 151.102 184,869 176.386 200.795 1 Other Financing Sources (Uses) Transfer from Advertising & Promotion Fund 424,394 423.000 423,000 425.500 Transfer Funds to Advertising & Promotion Fund (366,105) (400,000) (400,000) (400.000) Total Other Financing Sources (Uses) 58,289 23,000 23,000 25.500 Net Income (Loss) 209.391 207.869 199,386 226,295 Ending Retained Earnings $ 971.678 $ 1,179.547 S 1.171.064 $ 1.397.359 I I Ii I I I 43 City of Fayetteville, Arkansas Police Pension Fund Fund 6800 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Beginning Fund Balance $ 8.088,907 $ 9.126,449 $ 9,126.449 $ 10.058.450 Revenue Property Taxes 237,469 223,000 228,372 260.000 State Insurance Tumback 158,283 158,000 167,271 170,000 Court Fines and Fees 112.935 105,000 95,841 100.000 Investment Earnings 889,998 269,300 847.058 293,300 Officer Contributions 31,663 34,300 30,676 33,632 Donations/Suspension 300 450 450 450 General Fund Contributions 63,327 68,600 61,352 67,264 Other 120 0 101 0 Total Revenue 1.494,095 858,650 1.431,121 924.646 Expenses Office Supplies & Printing Audit Expense Professional Services T -Bill Handling Fees Pension Withdrawal Benefit Payments Total Expenses Net Income (Loss) Ending Fund Balance 0 3,000 0 0 0 453,553 456,553 1.037,542 600 3,000 650 550 15,000 580,000 599,800 600 3,000 725 550 15.000 479,245 499,120 600 3,000 650 550 15,000 580,000 599,800 258,850 932.001 324.846 $ 9,126,449 $ 9,385,299 $ 10,058,450 $ 10.383.296 44 City of Fayetteville, Arkansas Fire Pension Fund Fund 6810 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Beginning Fund Balance $ 9.806.706 $10.661843 S 10,661,843 S 11.445.281 Revenue Property Taxes 237.469 223,000 228,372 260,000 State Insurance Tumback 154.075 155.000 169,300 170,000 Investment Earnings 877,203 426.000 895,000 426.950 Donations 0 0 300 0 Officer Contributions 44.797 42,650 46.550 51.000 General Fund Contributions 89,593 85,300 93.000 102.000 Other 0 0 0 0 Total Revenue 1,403,137 931.950 1,432.522 1,009,950 Audit Expense 3,000 3.000 3,000 3,000 Professional Services 0 1,500 1,500 1.500 Pension Withdrawal 0 15,000 15.000 15.000 Benefit Payments 545,000 700,000 628.000 740,000 Other 0 0 1,584 0 Total Expenses 548,000 719,500 649,084 759,500 Net Income (Loss) 855.137 212.450 783,438 250.450 Ending Fund Balance $ 10,661,843 S10.874293 S 11,445.281 $ 11.695.731 City of Fayetteville, Arkansas Municipal Judge Retirement Fund Fund 6820 Actual Budgeted Estimated Budgeted Beginning Fund Balance $ 430,058 $ 472,309 $ 472,309 $ 516,209 Revenue Court Fines and Fees 17,646 18,500 14,975 15,000 Investment Earnings 24,680 25,075 29,000 30,000 Total Revenue 42,326 43,575 43,975 45,00O Audit Expense 75 75 75 100 Total Expenses 75 75 75 100 Net Income (Loss) 42,251 43,500 43,900 44,900 Ending Fund Balance $ .472,309 $ 515,809 $ 516,209 $ 561,109 46 City of Fayetteville, Arkansas Shop Fund Fund 9700 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' Beginning Retained Earnings $ 7,304,828 S 7,987,685 S 7,987,685 $ 7,985,189 I I I I I I Net Income (Loss) Add Back Depreciation On Assets Acquired With Contributed Capital Increase (Decrease) in Retained Earnings Ending Retained Earnings Beginning Contributions Capital Contributions Disposal of Contributed Capital ' Depreciation on Contributed Capital Ending Contributions Total Fund Equity Capital Expenditures Operating Revenue Shop Charges Total Operating Revenue Operating Expenses Vehicle Maintenance Program Total Operating Expenses Operating Income (Loss) Before Depreciation Depreciation Expense Operating Income (Loss) Nonoperating Income (Expense) Gain (Loss) on Sale of Fixed Assets Interest Other Total Nonoperating Income I I I 3,575.059 3.400,000 3,600,000 3,900,000 3.575,059 3,400,000 3,600,000 3,900.000 1,763,632 2,041,298 1,980,477 2.151,518 1,763.632 2,041.298 1,980,477 2,151,518 1,811,427 1,358,702 1,619,523 1,748.482 1,438,926 1,936,770 1,936.770 2.035,032 372,501 (578,068) (317,247) (286.550) 97,635 100,000 100,000 100,000 121,204 25,000 160,000 75,000 4,653 0 500 0 223.492 125,000 260.500 175,000 595,993 (453,068) (56,747) (111,550) 86,864 54,251 54,251 43,401 682,857 (398,817) (2,496) (68.149) 7,987,685 7,588,868 7,985,189 -7.917,040 359,339 271,256 271,256 217,005 0 0 0 0 (1,219) 0 0 0 (86,864) (54,251) (54,251) (43.401) 271,256 217,005 217,005 173,604 S 8,258.941 $ 7,805,873 S 8,202,194 $ 8,090,644 $ 1,445.674 $ 3,730,883 $ 3.730.883 $ 2,135,500 I 47 City of Fayetteville, Arkansas Schedule of Major Revenue Sources and Significant Trends The City of Fayetteville creates its expenditure budgets within anticipated revenue for each fund budgeted by the City. The City uses information such as building permits issued, new utility customers, and population data from the Northwest Arkansas Regional Planning Commission to project revenues in the budget process. The City's major revenue sources are listed below. City Sales Tax: City sales tax revenue has grown at an average rate of 10% annually since 1988 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 1999 represents approximately a 4% growth in revenue using estimated 1998 as the base. The 1999 projection is based on past trends and the leveling of new businesses in Fayetteville. The City sales tax revenue is divided between capital projects (75%, Sales Tax Capital Improvements Fund) and discretionary purposes (25%, 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 43% of the revenue for the General Fund. Growth in sales tax revenue has averaged approximately 8% annually from 1988 to 1998. Budgeted 1999 county sales tax revenue is projected to grow at 3% overestimated 1998 revenue. The 1999 projection is based on past trends and the increase of new businesses in the neighboring counties around Washington County. d r 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 Est 1998 Proj. 1999 Dollars (Millions) 4 6 8 10 12 1988 1989 1990 1991 1992 1993 C Y 1994 1995 1996 1997 Est 1998 Proj. 1999 4,339.019 . 4,745,915 5,052,187 5,426,350 5,961,732 5.059.148 7.561,906 8.468.654 9,082,505 9.601.424 10,356.,000 10, 773.000 Dollars (Millions) 3 5 7 3,301,645 3.543.394 3.783.344 4,161.112 4.628,369 . 5.248,450 5,706.171 6,170,653 6.632.324 6,812.747 7,153,000 7.368,000 J Major Revenue Sources, Continued t. Hotel -Motel -Restaurant (HMR) Tax: The City collects a 1% Hotel -Motel -Restaurant 400 (HMR) tax for use by the (— City's Advertising and 1988 Promotion Commission. On November 14, 1995, 1989 voters approved an 1990 additional I% HMR tax to 1991 be used for Parks and Recreation needs. HMR 1992 tax revenue has grown at 1993 an average rate of 8.8% per year since 1988 and } 1994 the projected revenue for 1995 1999 is expected to increase marginally over the 1998 1996 estimated revenue. This 1997 flatting of revenue is due to the uncertainty of the effect Est. 1998 that the Northwest Regional Proj. 1999 Airport will have on the restaurant and lodging industry in Fayetteville. Dollars (Thousands) 600 800 1000 470, 323 • 513,094 555.694 578.348 659,193 736,097 1200 i 866,253 932.916 956,093 992.939 992,839 1.086,000 1.086,000 1.090.000 1,090.000 City Advertising & Promotion O Parks & Recreation Solid Waste Fees: Growth in Solid Waste Fee Dollars (Millions) revenue has averaged 1 2 3 4 5 approximately 10% 1 annually from 1988 to 1998. 1988 1,680,692 A majority of the increase 1989 1.806.012 was due to an Solid Waste rate increase which went 1990 1,842.738 into effect on January 1, 1991 2.174,481 1997. The new rate 1992 2.202,346 increased residential customers fees by 9.7% and 1993 2.848.773 commercial customer fees } 1994 3,068,504 by 20%. This was the first solid waste rate increase 1995 3,210,462 since 1993. The 1999 1996 3.400.794 revenues are calculated 1997 - 3.989.960 from a projected customer base increase of 3.5% over Est. 1998 4,240.000 1998. Proj 1999 4.390.000 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 1999 includes an increase in projected revenue of 5.7% over actual 1997 revenue. The 4.6% decrease from projected 1999 over estimated 1998 was due to an extremely hot and dry summer in 1998. 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 1999 includes an increase in projected revenue of 8.7% over estimated 1998. 1988 1989 1990 1991 1992 1993 N > 1994 1995 1996 1997 Est. 1998 Proj. 1999 1988 1989 1990 1991 1992 1993 C, } 1994 1995 1996 1997 Est 1998 Proj. 1999 Dollars (Millions) 3 5 7 9 .11 13 3,385,618 4,273,041 4.822.875 6,126,827 6,552,093 7584,804 8.618.486 9 406.973 9.422.723 9.842.621 . 10.911,000 10,406,000 Dollars (Million) 4 6 8 10 4,294,736 ■ 4,764,165 5,064.451 5.735.310 6,207,658 6.692.674 7,375.557 7,722,863 7, 588.368 7,839.805 8.211,000 8,928,000 I 12 50 General Government Department Citizens of Fayetteville -Airport i -Cable Administration City Council City Attorney City Clerkrrreasurer Municipal Judge -Prosecutor 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. 51 GENERAL GOVERNMENT DEPARTMENT OVERVIEW The General Government 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 1999 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, continuing participation in the Washington County Intergovernmental Council, the Campus/ Community Coalition on Alcohol and Other Drugs and continued implementation of the document imaging system project. Estimated 1998 expenditures are projected to be approximately $268,000 below Budgeted 1998 and the Budgeted 1999 expenditures are decreased by approximately $3.5 million when compared to the 1998 estimated amounts. The decrease from Budget 1998 to Budget 1999 is primarily due to one time expenditures in 1998 for the Research & Technology Park Master Plan Development, completion of planned major maintenance projects at the Airport, and a reduction in Airport Capital spending. The reduction in Airport spending reflects projected reductions in passenger enplanements as a result of the Northwest Arkansas Regional Airport opening. Staffing in the General Government area has increased by a 0.45 FTE Senior Clerk -Typist in the City Clerk Division, the reduction of 1.50 FTE's in the Airport Division and the reduction of 0.50 FTE in the Mayor's Division. Category Totals Actual Budgeted Estimated Budgeted 1997_ 1998 1998 1999 Personnel Services $ 1,249,719 $ 1,831,872 $ 1,820,134 $ 1,874,285 Materials & Supplies 64,218 99,234 98,984 62,026 Services & Charges 1,257,459 1,547,296 1,536,997 1,187,357 Maintenance 83,424 489,057 488,612 .130,489 Operations 2,654,820 3,967,459 3,944,727 3.254,157 Capital 867,347 3,837,929 3,592,165 659,409 Depreciation 781,566 901,749 901,749 1,014,393 Transfers (219,845) 339,837 339,837 338,218 Cost Reimbursements _ 2(,123,574) (2,276,20) _276,200) (2,259,548) Capital and Other ____(?4,5Q6) 2,803,315 2,557,551 _(247,528) Total Department $ 1,960,314 $ 6.770,774 $ 6,502,278 $ 3,006.629 52 I C I I [_1 I L General Government Department 1999 Goals To continue oversight of the Town Center Project. 2. To represent the City in Hicks v. City, CIV 97-500, court action that could impact the City involving challenges filed in Washington County concerning roll back of property taxes. 3. To assist with siting and implementation of a Wastewater Treatment Plant. 4. To continue providing public education on issues such as domestic violence, hot checks, and D. W.1.s. To provide additional legal training for the University Police Department and Fayetteville Police Department. 6. To continue coordinating with the domestic violence victim advocate in tracking victims. To create and disseminate more bilingual crime prevention and other related materials. 8. To change computer software that will allow the office to print informational letters, including a list of bad checks and messages, on merchant reimbursement checks. 9. The Hot Check office, with the Crime Prevention Officer, will continue to educate the public ' by sending out pamphlets to area banks, schools, civic clubs, and citizens. I 10. To produce 200 City informational programs and televise 190 government meetings on the Government Channel 3 during 1999. ' 11. To coordinate with City departments and appropriate public institutions to produce a map and specifications for an Institutional Network which will be provided to the Franchise Renewal Negotiation Committee as part of the "Needs and Interests Survey." I I H H I 12. To purchase and install an imaging system for record retention and archive information, which would allow all City departments to access archive information for their own purposes. 13. To begin a procedures manual for the archiving and destruction of documents, to update the policies and procedures manual for the City Clerk's office and to continue reorganization of the second floor vaults. 14. To provide an environment promoting the growth of aviation -related businesses at the Airport. 15. Operate and maintain the airfield portion of the airport in compliance with all FAR Part 139 Federal Regulations while maintaining a "0" deficiency rating on all airfield safety and security inspections. H 53 General Government Department 1998 Goals & Results Goals 1. To continue oversight of the Town Center Project. Results A lease agreement was reached for the plaza, a parking lot was purchased, bonds were issued, and the architectural design is underway. 2. To continue working, in conjunction with other City 2. The City Council passed and approved Ordinance Divisions, on the Unified Development Ordinance, No. 4100 on June 16, 1998. with presentation to City Council for approval. 3. To assist with siting and implementation of a Waste Water Treatment Plant facility. 4. To improve, with the Municipal Court, a tracking system for those defendants who are in arrears on payment of fines in order to collect or, in the alternative, revoke probationary sentences. 5. To create and disseminate more bilingual crime prevention and. other related materials. This will include producing the Hot Check Myths, Prevention, and Helpful Hints pamphlet in Spanish. 6. To coordinate with the Washington County Victim Assistance Program, a multi agency program, in the responses to domestic violence. 7. To continue to educate the public about hot check issues by sending out pamphlets to area banks, schools, civic clubs, citizens, and working with the Crime Prevention Officer. 3. Continuing to work with staff on this objective. 4. There has been increased cooperation between our office and the Municipal Court Services Officer in filing motions to revoke, which has resulted in an increase of collections by 10% over the year. 5. The pamphlets are in the process of being translated. 6. Communications have increased with the victim advocate with notification of victims whom have come into our office for a complaint and of trial dates for court appearances. 7. We have spoken to various groups about hot checks and will continue presentations as well as to send out pamphlets to area banks, schools, civic clubs, and citizens as needed. 8. To produce 170 City informational programs and to 8. Produced 211 City informational programs and televise 165 government meetings on the televised 179 government meetings in 1998. Government Channel 3 during 1998. 9. To install a third camera in the City Administration Building to improve the televised quality of the meetings in that building. 10. To coordinate and facilitate the process of conducting a Needs and Interests Survey for the Cable Franchise Renewal and to prepare a report for use by the Franchise Negotiation Committee. 11. To work on reorganisation of the second floor vault and plat page files and to have all City Council agendas complete and distributed each Thursday. 9. The camera has been purchased and installation will be performed in first quarter 1999. 10. A survey has been submitted to the Franchise Negotiating Committee. The Cable Board will recommend to the City Council that the survey be adopted as a basis for negotiating the Franchise Renewal in the first quarter 1999. 11. Reorganization of the second floor vault and plat page files are currently in progress. The objective of having all agendas complete and distributed on Thursday has been met with only occasional delays. V General Government Department 1998 Goals & Results (continued) Goals 12. To send ordinances for codification in January and July, 1998. 13. To make, and to plan for, the improvements to the Airport Terminal to meet the continued air passenger growth at the Airport. 14. To operate a FAR Part 139 Commercial Service Airport at the highest standard of safety and security and to maintain an "O" deficiency rating from all regulatory inspections. Results 12. January 1998 objective was met. Supplement was distributed as projected. July 1998 supplement was delayed, pending the passage of the Unified Development Ordinance (UDO), and should be distributed by first quarter 1999. 13. The restrooms on the south end have been remodeled this year to better serve the needs of our customers and enhance the appearance and appeal of our facility. 14. Maintained an "0" deficiency rating on all airfield and security inspections. The airfield was kept in compliance by maintaining and mowing 275 acres to specified heights. The staff performed 735 inspections of the airfield and maintained 467 lights and signs. ' 55 General Government Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 General Fund 0150 Mayor's Administration Personnel Services $ 163,083 $ 173.987 S 173.048 S 167.621 Materials & Supplies - 7,024 13.547 13.547 7.750 } Service and Charges 76,569 87,890 87.890 87,972 Maintenance 436 736 736 737 Capital 4.062 990 990 2.059 251.174 277,150 276.211 266.139 0160 City Council Personnel Services 33.600 33.600 32.900 67.200 Materials& Supplies 658 3.000 3.000 3.000 Service and Charges 7,033 11.200 11.081 9,003 Capital 0 250 0 250 41.291 48.050 46.981 79.453 0210 City Attorney Personnel Services 169.789 181.628 176.865 188.025 Materials & Supplies 2.496 3.000 3.000 3.500 Service and Charges 28.482 25.972 22.382 26.750 Maintenance 1.963 4.645 4.200 4.725 Capital 3.799 4,050 4.050 0 206.529 219.295 210.497 223.000 0310 City Prosecutor Personnel Services 195.318 190,091 190.091 200.275 Materials & Supplies 3.670 6.125 6.125 - 7.806 Service and Charges 7.604 19.841 19.841 8.936 Maintenance - 30 0 0 0 Capital 3.109 2.152 2.152 0 209.731 218.209 218.209 217.017 0350 Hot Check Personnel Services 99.992 107.265 107.265 115.178 Materials & Supplies - 3.176 3.300 3.300 3.300 Service and Charges 9.733 10,740 10.740 9.338 Maintenance 719 800 800 800 Capital 1.103 0 0 0 114.723 122.105 122,105 128.616 0400 Municipal Judge Personnel Services - 68.138 68,459 68.458 73.458 Materials & Supplies 307 450 450 450 Service and Charges 4,337 5.425 5.425 5.939 Maintenance 672 0 0 0 Capital 1.602 1.512 1.512 0 75.056 75.846 75.845 79.847 0600 Cable Administration Personnel Services 104.902 112,986 112.986 115,305 Materials & Supplies 4.856 4.962 4,962 5.060 Service and Charges 64.592 75.435 75.435 74.335 Maintenance . 5.917 5.751 5.751 - 5.700 Capital 20.990 2.269 2.269. 0 201.257 201.403 201.403 200.400 56 . General Government Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 ]998 1998 1999 1510 City Clerk/Treasurer Personnel Services 78.791 89.132 89.132 100.287 Materials & Supplies 10.969 11.000 11.000 11.100 Service and Charges 37.230 68.309 68.309 39.626 Maintenance 7.543 8.000 8.000 8.000 Capital 430 500 500 950 134.963 176.941 176.941 159.963 6600 Miscellaneous Personnel Services 0 463.688 463.688 453.966 Service and Charges 475.464 563.522 556.932 415.105 Maintenance 5,069 15.000 15,000 40.000 Capital 18.428 596,777 351.263 24.000 Transfers (219,845) 339,837 339.837 338.218 Cost Reimbursement (2.123.574) (2.276,200) (2.276.200) (2.259.548) (1.844.458) (297,376) (549.480) (988.259) Total General Fund (609.734) 1.041.623 778,712 366.176 • 3940 Airport Landside Operations Personnel Services 254,068 302.692 299.584 297.030 Materials & Supplies 23.750 43.850 43.600 15.760 Service and Charges 300.306 344.695 344.695 266.039 Maintenance 29.601 39.198 39.198 38.100 Capital 2.449 1.500 1.500 3.350 I Depreciation 781.566 901.749 901.749 1.014.393 1.391.740 1.633.684 1.630.326 1.634.672 3950 Airport Airside Operations I Personnel Services 82.038 108.344 106.117 95.940 Materials & Supplies 7.312 10.000 10.000 4.300 Service and Charges 178.641 183.376 183.376 193.314 ' Maintenance 31,474 39.461 39,461 32.427 Capital 261 0 0 0 299.726 341,181 338.954 325.981 I 3960 Airport Capital Expenditures Service and Charges 67.468 150.891 150.891 51.000 Maintenance 0 375.466 375.466 0 Capital 811.114 3.227.929 3,227.929 628.800 I878.582 3.754.286 3.754.286 679.800 Total Airport Fund 2.570.048 5,729.151 5.723.566 2.640.453 Total General Government S 1.960.314 S 6.770.774 S 6.502,278 $ 3.006.629 Ii II II 57 General Government Department Personnel Summary 1996 1997 1998 1999 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 0.50 0.50 0.50 0.00 3.50 3.50 3.50 3.00 City Attorney Division City Attorney 1.00 1.00 1.00 1.00 Assistant CityAttorney 1.00 1.00 1.00 1.00 Senior Secretary 1.00 1.00 1.00 1.00 Law Clerk (Part-time) 0.40 0.75 0.75 0.75 3.40 3.75 3.75 3.75 City Prosecutor Division Prosecuting Attorney 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 Law Clerk (Part-time) 0.50 0.50 0.50 0.50 Hot Check Coordinator 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Senior Clerk/Typist 1.00 1.00 1.00 1.00 Work Study 0.00 0.00 0.50 0.50 8.50 8.50 9.00 9.00 Municipal Judge Division Municipal Judge 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Cable Administration Division Cable Administrator 1.00 1.00 1.00 1.00 Office Coordinator 1.00 1.00 1.00 1.00 Lead Production Technician 0.00 1.00 1.00 1.00 Associate Producer (Part-time) 0.00 0.75 0.75 0.75 Production Assistants (Part-time) 2.12 1.25 1.25 . 1.25 4.12 5.00 5.00 5.00 City Clerk Division City Clerk .1.00 1.00 1.00 1.00 Microfiche Operator 1.25 1.75 2.00 2.00 Senior Clerk Typist 0.80 0.80 0.55 1.00 3.05 3.55 3.55 4.00 Airport Division Airport Manager 1.00 1.00 1.00 1.00 Financial Coordinator 1.00 1.00 1.00 1.00 Marketing/Development Coordinator 1.00 1.00 1.00 1.00 Airport Operations Supervisor 1.00 1.00 1.00 1.00 Airport Maintenance Worker 1I 0.50 0.50 0.50 0.00 Airport Maintenance Worker 11I 4.00 1.00 1.00 ' 1.00 Airport Maintenance Worker IV 0.00 2.00 2.00 2.00 Senior Secretary 1.00 1.00 1.00 1.00 Secretary 1.00 1.00 1.00 1.00 Custodian 0.00 3.00 3.00 2.00 10.50 12.50 12.50 11.00 Total General Government Personnel 34.07 37.80 38.30 36.75 I I 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 Mayor accomplishes this task by providing and maintaining an open ' door forum for residents, business interests, and other interested parties to discuss City policies, 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 five departments: General Government, Administrative Services, Police, Fire, and Public Works. 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 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 3.50 3.50 3.50 3.00 ' Program Expenditures Personnel Services $ 163,083 $ 173,987 $ 173,048 $ 167.621 Materials and Supplies 7,024 13,547 13,547 7.750 Services and Charges 76,569 87.890 87,890 87.972 Maintenance 436 736 736 737 Capital 4,062 990 990 2.059 $ 251,174 S277,150 $ 276.211 S 266.139 1999 Activities and Objectives I. Continued coordination with other local governments through the Washington County ' Intergovernmental Council and the Four County Solid Waste Board. 2. Continued oversight of the Town Center Project. 3. Providing coordination between the City and Community for the Fayetteville Community Enhancement Project. ' 4. Continued administration of the City's Americans with Disabilities Act (ADA) efforts to ensure compliance with ADA regulations. General Government Department Office of the Mayor Division Mayor's Administration Program Fund 1010 -Genera! Itatu14 tjiiUCt- .ijujmliii LN#fSlttffllAblilfl1Ifl Program 0150 1J I ' 59 General Government Department Legislative Division City Council Program Fund 1010 -General Program 0160 Program Description. Objectives. and Analysis: The City Council has responsibility for establishing City Policy. Aldermen represent the citizens of Fayetteville in determining policies, programs, services, and legislation that addresses community needs; establish priorities for services; approve long-range plans; and adopt the annual budget for the City. In addition to providing funding for City Council and its activities, the City funds a portion of the needs for the Juvenile Concerns Committee and the First Night Committee in this program. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures Personnel Services $ 33,600 $ 33,600 $ 32,900 $ 67.200 Materials and Supplies 658 3,000 3,000 3,000 Services and Charges 7,033 11,200 11,081 9,003 Capital 0 250 0 250 $ 41,291 $ 46.981 $ 48,050 $ _79.453 Demand/Workload Planned Agenda Sessions 24 24 24 24 Planned City Council Meetings 24 24 24 24 Special Called City Council Meetings 0 0 3 0 The funding of First Night Committee activities is primarily from donations and pledges of donations from individuals and businesses. The City funding for First Night contained in the funding request is $4,500. The funding for Juvenile Concerns Committee activities is primarily from donations from individuals and businesses. The City funding for Juvenile Concerns is primarily space rent and printing costs for special events sponsored by the committee and is $2,000. , General Government Department City Attorney Division City Attorney Program Fund 1010- General Program 0210 Program DesripJ.in. Objectives, and Analysis.; Program Description: To provide essential legal services to the City of Fayetteville. Program Analysis: The City Attorney's office provides general legal and special services to the City Council, Mayor and the various operating departments within the City. Further, the City Attorney's office represents the City in civil cases in local, state and federal courts. Program Objectives: 1. To respond to requests for legal services in a timely manner. 2. To adequately represent the legal interests of the City of Fayetteville. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 I I Program Staff Full -Time Equivalent Positions Program Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital 3.75 3.75 3.00 3.75 $ 169,789 $ 181,628 2,496 3,000 28,482 25,972 1,963 4,645 3,799 4,050 $ 206,529 $ 219,295 Performance Measures Demand/ Workload I. Annual Attorney Hours Available 3,792 2. Cost of service per attorney hour $54.46 $ 176,865 $ 188.025 3.000 3,500 22.382 26.750 4,200 4,725 4.050 0 $ 210.497 $ 223.000 3,792 3,792 3.792 $57.83 $55.51 $58.81 General Legal Services - Includes research and rendering legal opinions, contract review and ' drafting, ordinance drafting, etc., which deals with routine or daily operation issues. Further included, upon request, is attendance at various department, committee and commission meetings, as well as regular attendance at regular and special council meetings. Litigation - The City Attorney's office represents the City in civil cases in local, state, and federal courts. Litigation is handled in-house, with the exception of litigation covered under policies of insurance. Special Services - Includes research and rendering of legal opinions on issues which go beyond routine or daily issues. Further included are services involving representation of the City with 'regard to special interest functions and also representation involving community dispute. I 1 61 General Government Department City Attorney Division City Prosecutor Program Fund 1010 -General Program 0310 Program Description Objectives and Analysis: The City Prosecutor's Office ensures that crimes which occur within Fayetteville's 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 results 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. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 5.50 5.50 5.50 5.50 Program Expenditures Personnel Services S 195,318 $ 190,091 $ 190,091 $ 200,275 Materials and Supplies 3,670 6,125 6,125 7,806 Services and Charges 7,604 19,841 19,841 8.936 Maintenance 30 0 0 0 Capital 3,109 2,152 2,152 0 $ 209,731 $ 218.209 $ 218,209 S 217.017 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload 1. Complaints 745 800 750 750 2. Requests for Motions to Revoke 398 475 425 400 3. Circuit Court Cases 47 60 30 30 4. Nonwarrant Criminal Charges 7,056 7,200 6,350 6,300 5. # of DWI's 984 840 1,000 950 6. # of Warrant Charges 453 440 300 400 7. # of Carrying Prohib. Weapons 63 75 50 45 8. # of Batteries 237 240 225 225 9. # of Trials 56 50 30 50 Results I. Complaint Disposition A. Inactive/Mediated/Letter 411 250 475 .450 B. Prosecutor Subpoena 105 100 100 100 C. Warrant Issued 208 200 275 250 D. Motions to Revoke Filed 311 300 325 300 2. % of Convictions - A. DWI's 98 97 98 - 97 B. Warrant Charges / Nonwarrant 96 95/98 93 95 C. Carrying Weapons Prohibited. 85 97 95 90 D. Batteries 73 85 85 85 62 General Government Department City Attorney Division Hot Check Program Fund 1010 -General Program 0350 Program Description Objectives and Analysis: The Hot Check Program assists Fayetteville Merchants and Citizens in regaining lost revenue due 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. ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff ' Full -Time Equivalent Positions 2.00 2.50 2.50 2.50 Uniformed FTE Positions 1.00 1.00 1.00 1.00 3.00 3.50 3.50 3.50 Program Expenditures Personnel Services $ 99,992 $ 107,265 $ 107,265 $ 115,178 ' Materials and Supplies 3,176 3,300 3,300 3.300 Services and Charges 9,733 10,740 10,740 9.338 Maintenance 719 800 800 800 ' Capital 1,103 0 0 0 $ 114,723 $ 122,105 $ 122.105 $ 128.616 Performance Measures Actual Budgeted Estimated 1997 1998 1998 Demand/ Workload # of Checks Brought In 11,664 11,000 11,200 11.250 # of Warrants/Commitments Issued 5,676 5,000 5,100 5,125 # of Checks Paid Off/Cleared 11,585 10,500 11,000 11,000 # of Cases Prepared for Trial 2,886 3,400 3,425 3,450 Budgeted 1999 Results %ofChecks Processed 100 100 t00 100 of Hot Checks Collected/Settle 85 95 91 92 % of Cases Settled 100 100 100 100 Received for Court Cost $61,264 $140,000 $90,500 $100.000 Received for Prosecuting Fees $92,719 $92,000 $98.000 $99.000 Received for Chks & Service Chgs $458,159 $450.000 $500,000 $505.000 63 General Government Department Municipal Court Division Municipal Judge Program Fund 1010 -General Program 0400 Program Description. Objectives, and Analysis: The Municipal Judge is an 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. Program Staff Full -Time Equivalent Positions Actual Budgeted Estimated 1997 1998 1998 Budgeted 1999 1.00 1.00 1.00 1.00 Program Expenditures Personnel Services $ 68,138 $ 68,459 $ 68,458. $ 73,458 Materials and Supplies 307 450 450 450 Services and Charges 4,337 5,425 5,425 5,939 Maintenance 672 0 0 0 Capital 1,602 1,512 1,512 0 $ 75,056 75,845 S $ 75 846 $ 79.847 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload I. # of Criminal Cases Filed 24,046 27,574 25,306 „ 26.200 2. # of Civil Cases Filed 2,900 3,200 2,950 3,000 3. # of Criminal Trial Settings 8,793 9,274 7,975 7,920 4. # of Civil Trial Settings 1,800 2,454 1,848 1,900 Results 1. Criminal Cases Adjudicated 19,227 22,299 19,976 20,175 2. Fines and Costs Assessed $2,249,148 $2,186,550 $2,550,546 $2,805,600 3. Fines and Costs Collected $1,825,477 $1,850,000 $2,153,316 $2,368,647 64 General Government Department Cable Administration Division Cable Administration Program Fund 1010 -General Program 0600 Program Description Objectives and Analysis: The Cable Administration Division oversees the operations of the Public, Educational and Government Access Television Center at 101 West Rock Street. This Division operates the City's Government Access Channel 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: I) 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 Staff Full -Time Equivalent Positions Program Expenditures Personnel Services Materials and Supplies Services and Charges Maintenance Capital Demand/Workload Actual Budgeted Estimated 1997 1998 1998 5.00 5.00 5.00 $ 104,902 $ 112,986 4,856 4,962 64.592 75,435 5,917 5,751 20,990 2.269 $ 201.257 $ 201.403 Performance Measures Actual Budgeted 1997 1998 $ 112,986 S 4,962 75,435 5,751 2,269 Budgeted 1999 5.00 115,305 5,060 74,335 5,700 0 $ 201,403 $ 200,400 Estimated Budgeted 1998 1999 ' 1. Hours video equipment provided 16,107 18,000 16,000 18,000 for public & staff 2. Schedule video workshops 125 125 125 135 ' 3. Televise government meetings 188 165 190 190 4. Produce City informational videos 203 170 200 200 5. Regulate cable franchise hrs./mo. 70 75 75 75 6. No. of access channels to provide 3 3 3 3 Results ' 1. Government meetings televised 188 165 190 190 2. City informational videos produced 203 170 200 200 3. CAT workshop participants 175 125 150 175 4. CAT Programs produced 420 530 500 650 I5. CAT / Gov't Channel cablecast hrs 268 / 150 250 / 142 300/190 300 / 190 6. Cable Board meetings processed 12 12 12 12 7. Cable complaints processed I5 30 14 15 8. City video tapes duplicated 170 200 216 220 9. Bulletin Board messages Channel 3 531 550 654 675 ' 65 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. Program Staff Full -Time Equivalent Positions Proeram Expenditures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 3.55 3.55 3.55 4.00 Personnel Services $ 78,791 $ 89,132 $ 89,132 S 100,287 Materials and Supplies 10,969 11,000 11,000 11,100 Services and Charges 37,230 68,309 68.309 "39,626 Maintenance 7,543 8,000 8,000 8,000 Capital 430 500 500 950 $ 134,963 $ 776,941 S 176,941 $ 159.963 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 '1999 Dernand/Workload ' 1. Meetings: Staff, Council, Fire & Police Pension meetings 133 138 135 138 2. Agendas 59 64 64 64 3. Minutes - Council & Boards 38 45 45 45 4. Ordinances & Res. passed 132 200 200 210 5. Committee vacancies 45 60 60 62 6. Meeting rooms requested 855 850 710 850 7. Coordinate elections 2 1 2 0 8. Permanent record retention 698,155 650,000 650,000 675,000 Results I. Meetings attended 133 141 135 138 2. Agendas prepared 59 64 64 64 3. Sets of minutes 38 45 45 45 4. Ordinances & Res. processed 132 200 200 210 5. Committee vacancies filled 45 60 60 62 6. Meetings scheduled 855 850 710 '850 7. Elections held 2 I 2 0 8. Records microfilmed 698,155 650,000 650.000 675,000 66 I I General Government Department Miscellaneous Division Miscellaneous Program ' Fund 1010- General Program 6600 Program Description Objectives and Analysis: The Miscellaneous Program captures the cost of salary adjustment funds for General Fund employees, ' economic development services and City support for community services such as Central Emergency Medical Services, Ozarks Regional Transit, Razorback Transit, Yvonne Richardson Community Center, and Walton Arts Center as well as the City's third year funding commitment to the Arkansas Athletes Outreach. The fluctuations in expenditures for this program between Budgeted 1998 and Estimated 1998 are due to changes in plans to relocate Children's House as part of the sale of the City owned land on Cato Springs Road. ' The land sale was canceled by the prospective buyer. The expenditure changes between Estimated 1998 and Budgeted 1999 include reductions in Services & Charges and Capital. The reduction in Services & Charges reflected the planned completion of the master plan for the Research and Technology Park partially offset by planned public notification expenditures for the decennial census. The Capital expenditure change between Estimated 1998 and Budgeted 1999 reflect the purchase of the TCA Building in 1998. The transfers budgeted for 1999 are to the Replacement Fund ($76,500) and the Arts Center Bond Fund ($261,718). Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' Program Staff Full -Time Equivalent Positions 0.00 0.00 0.00 0.00 ' Program Expenditures Personnel Services $ 0 $ 463,688 $ 463,688 $ 453.966 ' Services and Charges 475,464 563,522 556,932 415,105 Maintenance 5,069 15,000 15,000 40,000 Capital 18,428 596,777 351,263 24,000 ' Transfers (219,845) 339,837 339,837 338,218 Cost Reimbursements (2,123,574) (2,276,200) (2,276,200) (2,259,548) $ (1,844,458) $ (297,376) $ (549,480) $ (988,259) Major expenditures planned for 1999 are a continuation of community services described above as well as continued funding of economic development activities and transfers to the Replacement Fund and the Arts Center Bond Fund. I I I I 67 General Government Department Airport Division Landside Operations Program Fund 5550 - Airport Program a criDtion Objectives and Analysis: Program 3940 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. Objectives include: Administer airport resources, enhance public awareness, complete FAA mandated programs, administer and 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 (PFC) program. The airport has projected revenues for 1999 for two scenarios. The first scenario is based on unconstrained growth and projects a 5% increase in the activity level for passenger traffic in 1999 over 1998, which will result in operating revenue of approximately $1,793,619. The second scenario, which would provide operating funds of approximately $1,161,858, recognizes the possibility of partial loss of airline service and a decrease in airline and airline -driven revenues. The staff will monitor our ever-changing environment and make necessary adjustments to best match available funds to 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. Actual Budgeted Estimated Budgeted Program Staff 1997 1998 1998 1999 Full -Time Equivalent Positions 6.46 8.46 8.46 8.46 Program Expenditures Personnel Services $ 254,068 $ 302,692 $ 299,584 $ 297,030 Materials and Supplies 23,750 Services and Charges 43,850 43,600, 15,760 Maintenance 300,306 344,695 344,695 266,039 Capital 29,601 39,198 39,198 38.100 Depreciation 2'449 1,500 1,500 3,350 781,566 901,749 901,749 1.014,393 $ 1,391740 $1,633.684 $ 1,630.326 $ 1.634672 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Scheduled Hours of Operation 8,760 Enplaned and Deplaned Passengers 519,357 2'000 8.106 06 8.760 Number of CIP Projects Managed 7 522,007 494,1 187,760 Number of Leases Managed 7 I I I I Square Feet of Terminal Space 27,328 90 90 95 95 27,328 27,328 27,328 Results Daily Hours of Operation Number of Passengers 519,357 ,24 24 24 24 Number of Active Fed. Gil. Projects 4 522,000 535,646 562,428 5 5 5 Number of Leases / Air Carriers 90/5 90/5 95/5 95/5 68 General Government Department Airport Division Airside Operations Program Fund 5550 - Airport Program 3950 Program Description Obiectives. 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. Program Staff Full -Time Equivalent Positions Actual Budgeted Estimated 1997 1998 1998 4.04 4.04 4.04 Budgeted ,000 2.54 Program Expenditures Personnel Services S 82,038 $ 108,344 $ 106,117 $ 95.940 Materials and Supplies 7,312 10,000 10,000 4,300 Services and Charges 178,641 183,376 183,376 193.314 Maintenance 31,474 39,461 39,461 32.427 Capital 261 0 0 0 $ 299,726 $ 341.181 $ 338,954 $ 325.981 Performance Measures Actual Budgeted Estimated 1997 1998 1998 Demand/Workload Operate One Airport to FAR Part 139 Standards Budgeted 1999 Results Number of Inspections Performed 735 735 735 735 Number of Lights/Signs Maintained 467 467 467 467 Miles of Fence Maintained 4 4 4 4.5 Airside Acreage Mowed 275 275 275 275 Number of Airfield Deficiencies 0 0 0 0 Number of Security Violations (107) 0 0 0 0 69 General Government Department Airport Division Capital Expenditures Program Fund 5550 - Airport Program 3960 Programme Description. Objectives, and Analyses; 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 Estimated Budgeted 1997 1998 1998 1999 0.00 0.00 0.00 0.00 Program Expenditures Services and Charges $ 67,468 $ 150,891 $ 150,891 $ 51,000 Maintenance 0 375,466 375,466 Capital 0 811,114 3,227,929 3,227,929 628,800 $ 878,582 $ 3,754,286 $ 3.754.286 $ 679.800 Capital'project expenditures for 1999 include: Federal Grant & Local Matches: $ 37,700 Professional Services 50.000 ADA Commuter Ramps 25,000 Terminal Ramp Rehabilitation 286,000 Old Fire Station Renovation 5,000 HVAC - Air Handlers Replacement 60,000 New Industrial Hangar 200,000 Sprinker System 8,000 Telephone System Upgrade 5,700 Mobile Air Radios 1,400 Public Notification 1,000 $ 679.800 70 u i Administrative Services Department I I I 'I Admin. Services Director -- Municipal Court • Accounting & Audit I sonnel Budget & Research Fleet Operations Community Development i I Information Technology Building Maintenance Water & Sewer Services Animal Services Purchasing � Mission Statement J I I We strive for excellence and are dedicated to providing professional and responsive support services to the citizens of Fayetteville, municipal operations, the City Council, and other organizations. Our goal is to assist in providing a safe, healthy and attractive environment for our community by maintaining efficient, effective internal controls and responsible fiscal management. I 71 ADMINISTRATIVE SERVICES DEPARTMENT OVERVIEW The Administrative Services Department contains twelve divisions: Administrative Services Director, Personnel, Accounting & Audit, Budget & Research, Purchasing, Information Technology, Building Maintenance, Water & Sewer Services, Fleet Operations, Municipal Court, Animal Shelter, and Community Development. Estimated 1998 expenditures are projected to be approximately $201,000 less than the 1998 budgeted amounts. The cost savings occurred primarily from a reduction in personnel cost due to turnover: Budgeted 1999 expenditures are approximately $2.0 million less than the 1998 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 1999 include: further implementation of the Geographic Information System (GIS) software and assisting user divisions 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, initiation of an in-house cat and dog spay/neuter program, expanded educational programs at the Animal Shelter, continuation of efforts to provide home ownership opportunities to low and moderate income families, continuation of the employee management training programs, continued participation in the strategic planning processes for the Fayetteville Youth Center and the Fayetteville Public Library, and initiation of the Water & Sewer backflow prevention program. Administrative Service Department personnel has increased by 6.50 positions from 1998 to 1999. The new positions include an Accounting Clerk, a Custodian, a Plumber/HVAC Technician, a Clerk Typist, a GIS/Survey Assistant, a Veterinary Assistant, and a part-time Gym Supervisor. The positions are for the. Accounting Division, Building Maintenance Division, Information Technology Division, Animal Services Division, and Community Development Division. Category Totals Actual Budgeted Estimated Budgeted 1997 1998_ 1998 1999 Personnel Services $ 3,468,837 $ 3,948,080 $ 3,818,753 S 4,282,004 Materials & Supplies 868,781 1,029,147 1,025,835 1,197,537 Services & Charges 2,082,799 3,474,094 3,415,352 2,675,519 Maintenance 157,469 191,631 185,711 182,956 Operations 6,577,886 8,642,952 8,445,651 8,338,016 Capital 1,769,792 4,417,175 4,413,557 2,573,677 Depreciation _ 1,491,954__ 2,008,208 _ 2,008,208 2,111,968_ Capital and Other 3,261,746_ 6,425,383 6,421,765 4,685,645 Total Department $ 9,839,632 $ 15,068,335 $ 14,867,416 $ 13.023.661 72 n ' Administrative Services Department 1999 Goals 1. To coordinate necessary financing for the proposed Town Center/Parking Garage. 2. To complete a water and sewer operations study and rate study (if the timing warrants in relation to progress on the wastewater treatment plant expansion project expansion). ' 3. To assist in the financial planning of the wastewater treatment plant expansion. 4. To implement a training schedule in 1999. Subject matter will target specific needs and develop essential competencies necessary to provide support and performance improvement in City operations as well as training on existing City policies and procedures. ' 5. Salary surveys will be conducted and a pay plan update recommendation made to the Council with an effective date of January 1, 2000. 6. To prepare to award specifications and submit to the Government Financial Officers Association the 1998 Comprehensive Annual Financial Report by June 15. 7. To prepare and submit the 2000 Operating Budget to City Council prior to December 1, 1999 and to prepare and submit for City Council adoption the 2000-2004 Capital Improvement Program. 8. To efficiently and accurately administer utility billings, collections of cash, and payment I. processing of all City revenues. 9. To complete HVAC system installation and re -roof City Administration Building, renovation of TCA and blue building, and complete construction of the new animal shelter clinic. ' 10. To process all requisitions into purchase orders in 2 days or less and turnaround time for bids will be 45 days from receipt of bid or less. ' 1 1. To assure assets, excluding land, having a value greater than $5,000 are insured of at least 99% of value. 12. To improve the network infrastructure between City buildings. 13. To install and configure Municipal Court Software on the AS/400. Migrate data from current court system to AS/400. ' 14. To upgrade the LAN/WAN to allow citywide access for file sharing, e-mail, Internet, etc., while maintaining security and data protection. ' 15. Continuation and enhancement of the Land Information System (LIS). Complete project of defining parcels using Coordinate Geometry and adding parcel numbers to link to County ' Assessors Data. ' 73 Administrative Services Department 1999 Goals (continued) 16. To populate our digital topographic mapping building footprints with addresses. 17. To continue to set cases for trial within 60 days after the arraignment date and to set small claims and civil cases within 60 days. 18. To develop an informational section on the City's main website for municipal court that will give citizens a better understanding of municipal court services. 19: Animal Services will conduct 75 educational and/or safety programs and sell 2,000 City licenses. 20. Animal Services will adopt or return to their owners 1,100 animals and confirm sterilization of 80% of the adopted animals. 21.. To continue implementation and marketing of a hang tag parking permit for long-term parking in the downtown area. The goal is to maintain at least 125 active tags with as many as 140 if utilization patterns will allow. 22. To continue to work with the downtown merchants to achieve the optimal level of short-term parking availability with the overall goal of encouraging economic development in the downtown area. 23: To provide moderate rehabilitation of substandard housing for 12 low and moderate income home owners and to provide emergency repairs for 15 low and moderate income home owners. 24. To acquire and rehabilitate three homes in the Southeast Fayetteville Designated Target Area to be sold to low and moderate income home buyers. 25. To develop and promote new opportunities for community participation at the Yvonne Richardson Community Center. 26. To provide a routine meter maintenance schedule to ensure accuracy of all water meters in the system. 27. To efficiently survey all commercial, industrial, agricultural, and irrigation water customers in the service area and ensure that the City's water system has adequate protection against contamination by installing the proper prevention devices. 28. Fleet Operations will complete 4,70.0 repair requests utilizing 16,000 vehicle/equipment repair hours in 1999. 29. Fleet Operations will perform 1,350 preventive maintenance services and inspections, and the 1,080 needed repairs identified during the completion of these services. 74 I I I I I I Administrative Services Department 1998 Goals & Results Goals I. To coordinate necessary financing for the proposed Town Center/Parking Garage. 2. To complete a banking services agreement that covers the City's banking needs. 3. To maintain an annual training agenda. Subject matter will target specific needs and develop essential competencies necessary for continued improvement in City operations. 4. To bring all of our maintenance facilities substantially in compliance with OSHA Safety Standards. Results I. The bonds for the Town Center/Parking Garage project were issued in late 1998 in the amount of $6,950,000. 2. Due to priorities arising in other areas, staff was unable to proceed with this project as planned in 1998. The project will be a high priority for 1999. 3. Training courses given in 1998 included defensive driving training for maintenance vehicles, backhoe safety training, a "coaching" workshop, first aid/CPR classes, and an in-house flagger training course. 4. New maintenance facilities have been evaluated and aisle marking, safety signage, fire extinguishers, warning tape, and other related installations have been made to reduce personal injury. ' 5. To prepare the 1997 Comprehensive Annual 5. Goal achieved. Financial Report to the Government Finance Officers Association award specifications, by June 15, 1998. 6. To fully implement the New World Systems financial 6. Goal achieved. software upgrade by year end. ' 7. To prepare and submit the 1999 Annual Budget to 7. Goal achieved. City Council prior to December 1, 1998 and to ' prepare and submit for City Council adoption the 1999-2003 Capital Improvement Program. 8. To efficiently and accurately administer utility 8. All billings were processed and mailed by the billings, collections of cash, and payment processing designated billing date. Potential billing errors were of all City revenues, detected prior to billing by the use of usage reports, the rereading of meters with exceptional usage, and the use of billing error detection queries. Utility revenue has less than 0.75% dropped to bad debt. ' 9. To complete various capital projects which include: 9. HVAC system contract was awarded on December 1, replacement of HVAC system in City administration with installation in 1999. Construction is in progress building, renovation of the old animal shelter, for the new animal shelter clinic and renovation is ' construction of a new animal shelter, and complete on the old shelter. The new Water & Sewer construction of a new Water & Sewer Maintenance Maintenance facility has been placed on hold. facility. II 10. To process all requisitions into purchase orders in two days or less, turnaround time for bids will be 45 days from receipt of bid or less, and accident claims will be processed within two days of receipt of claim. 10. Goal Achieved. Bids processed within 30 days from receipt of bid. I175 Administrative Services Department 1998 Goals & Results (continued) Goals Results 11. To assure that assets, excluding land and having a 11. Goal Achieved. value greater than $5,000, are insured at least 99% of value. 12. To install and configure Municipal Court Software on the AS/400. 13. To complete the voice/data rewiring of the City Administration Building. 14. To revise Information Technology's policy and procedures to accommodate new technology issues. 15. To create an ArcView application for Spatial Query and Display of all City owned property with procedures for updating data. Create Land information system with parcels defined spatially and tied to County Assessors data. 16. To tie the Street center -line spatial database to the Street Department's tabular database. To create applications for query and display. 17. To establish methods and procedures for collecting utility features using Global Positioning System technology. 18. To continue to set cases for trial within 60 days after the arraignment date and to set small claims cases within 60 days after filed. 19. To hire a full time clerk to translate during court proceedings and help with criminal caseload. 20. To sell 2,000 City animal licenses in 1998 and to conduct 75 City human/animal safety programs. 21. To have 1,000 animals adopted into new homes and 500 strays will be reclaimed by their owners. 22. To continue implementation and marketing of a hang tag parking permit for long-term parking in the downtown area. To have 100 permits in use by the end of 1998. 12. This project is on hold pending release from New World Systems of a major update to their court system software. 13. This project was on hold for the majority of 1998 pending HVAC system design. However, the project ' should be awarded during the first quarter 1999. 14. Draft version of this policy is complete. Final version should be complete by first quarter 1999. I5. Currently, there are approximately 10,000 out of 22,400 parcels within the City of Fayetteville with defined geometry and attributed with parcel numbers. Approximately 80% of assessed City property (within the City limits) has been entered into the system. 16. This project is complete. 17. Procedures were established this fall and the City began collecting sanitary sewer manhole locations and attributes using Global Positioning Systems. 18. Due to the heavy caseload, the court is currently setting cases for trial at 90 days. Small claims cases continue to be set at 60 days. '19. A full time translator/clerk was hired by the court. She is translating full time and teaching Spanish to other staff members two hours per week. 20. 1,800 animal licenses were sold and 75 safety programs conducted in 1998. 21. 920 animals were adopted and 525 strays were reclaimed in 1998. 22. We continued to aggressively pursue the marketing and usage of this relatively new program in 1998. By mid -1998, we had issued 125 permits. 76 U I I I Administrative Services Department 1998 Goals & Results (continued) Goals 23. To produce and distribute a downtown parking newsletter twice annually to downtown merchants and hang tag permit holders. 24. To complete construction of street, sidewalks, and storm drainage improvements for a neighborhood in the Southeast Target Area. The neighborhood to be improved is bounded on the north by Archibald Yell Ave., on the east by S. College Ave., on the south by Sixth St., and on the west by School Street. 25. To provide moderate rehabilitation of substandard housing for 12 low and moderate income home owners and to provide emergency repairs for 15 low and moderate income home owners. These activities will be conducted city-wide. 26. To acquire and rehabilitate 10 homes in the Southeast Target Area that will be sold to low and moderate income families. 27. To develop plans and timetables for expansions of the Garland Street Head Start and Project for Victims of Family Violence Shelter facilities (also located on Garland Street). Results 23. Goal achieved. A summer issue was produced in June and a winter issue was produced in November. 24. Goal achieved. 25. Goal exceeded. 15 home owner rehabilitations and 20 emergency repairs. 26. Due to high prices and the lack of available units, two homes were acquired and rehabilitated. A high demand for traditional home owner rehab occupied the bulk of staff time and effort. 27. These projects will require additional funding. The respective non-profit organizations are researching revenue sources. Planning for these projects continues into 1999. 28. To collect meter data for billing purposes for all 28. Goal achieved. Over 320,000 meters were read by municipal City water utility customers in a timely, the scheduled date in 1998. In addition, 20,000 accurate, and efficient manner. meters were reread to verify accuracy as a service to the customer in cases such as leak detection. ■ 29. To efficiently survey all commercial, industrial, agricultural, and irrigation water customers in the service area and ensure that the City's water system has adequate protection against contamination by installing the proper prevention devices. 30. To complete 4,700 repair requests utilizing 13,500 ' vehicle/equipment repair hours on the City's motorized fleet in 1998. ' 3I. To perform 850 preventive maintenance services and inspections, and the 700 needed repairs identified during the completion of these services. 29. All potential cross connections were surveyed on City owned property. Work was completed on a proposed backflow prevention ordinance and a policy handbook. Backflow prevention software was obtained to facilitate the survey of commercial. industrial, and irrigation water customers. 30. 4,600 repair orders were completed with 16.500 hours. 3I. 1,400 preventive maintenance services were completed and 1,148 repairs were performed. 77 Administrative Services Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 General Fund 1 100 Administrative Services Director Personnel Services $ 124,324 $ 129,646 $ 124,000 $ 135,625 • Materials and Supplies 1,625 2,500 1,750 1,900 Service and Charges 11,244 11,250 11,225 11,525 Maintenance 183 300 175 200 Capital 738 748 375 0 138,114 144,444 137,525 149,250 1210 Personnel Administration Personnel Services 356,931 469,378 363,593 423,413 Materials and Supplies 5,740 6,420 6,420 6,665 Service and Charges 80,518 96,008 91,220 101,248 Maintenance 0 100 0 100 Capital 5,595 550 450 550 448,784 572,456 461,683 531,976 1310 Accounting & Audit Personnel Services 326,187 338,369 338,369 382,260 Materials and Supplies 8,871 10,284 10,284 .10,400 Service and Charges 7,272 12,350 10,821 13,350 Maintenance 485 500 317 100 Capital 1,839 1,100 1,086 3,575 344,654 362,603 360,877 409,685 1330 Budget & Research Personnel Services 125,488 129,879 129,879 134,669 Materials and Supplies 7,856 9,739 9,739 9,400 Service and Charges 3,946 4,050 4,050 3,820 Maintenance 0 200 200 0 Capital 775 917 917 0 138,065 144,785 144,785 147,889 1350 Billing & Collections Personnel Services 185,780 191,078 186,373 206,103 Materials and Supplies 3,783 10,660 10,660 8,000 Service and Charges 69,505 63,500 63,500 72,600 Maintenance 73 500 250 500 Capital 3,404 11,951 11,951 3,000 262,545 277,689 272,734 290,203 1360 Internal Audit Personnel Services 51,530 52,980 52,533 52,782 Materials and Supplies 506 705 475 818 Service and Charges 3,313 3,802 3,712 4,000 Capital 0 600 328 600 55,349 58,087 57,048 58.200 1410 General Maintenance Personnel Services 152,098 160,478 155,666 224,103 Materials and Supplies 102 650 650 925 Service and Charges 67,173 76,093 76,093 81.034 Maintenance 31,718 35,058 31,269 27,915 Capital . 6,239 4,120 1,320 6,901 257,330 276,399 264,998 340,878 Administrative Services Program Expenditure Summary •`"' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 1420 Janitorial Personnel Services 67,136 66.077 66,077 80,756 Materials and Supplies 8.521 8,950 8,950 11.700 Service and Charges 51.362 51.820 51,820 52,240 Maintenance 0 300 300 300 Capital 3,428 0 0 1,000 130,447 127,147 127.147 145,996 1610 Procurement & Risk Management Personnel Services 77,197 79,195 79,195 84,095 Materials and Supplies 5,847 10,725 8,805 17,005 Service and Charges 23,416 24,684 24,684 25,000 Maintenance 16 250 250 500 Capital 641 1,100 1,100 700 107,117 115,954 114,034 127.300 1710 Information Technology Personnel Services 265,808 291,541 291,541 325.780 Materials and Supplies 14,669 24,896 24,896 24,998 Service and Charges 14,632 13,050 13,050 13.544 Maintenance 83,250 81,110 81,110 89,385 Capital 8,584 15,780 15,780 2,650 386,943 426,377 426,377 456,357 2010 Criminal Cases Personnel Services 115,709 139.456 139,456 149.891 Materials and Supplies 5,652 7,650 7,650 7.068 Service and Charges 1,037 1,125 1,125 1.400 Capital 4,890 5,594 5,594 300 127,288 153,825 153,825 158,659 2020 Probation & Fine Collection Personnel Services 29,299 31,954 31,954 41,359 Materials and Supplies 480 500 500 1,025 Service and Charges 919 1,550 1,550 1.625 30,698 34,004 34,004 44.009 2030 Small Claims & Civil Cases Personnel Services 93,998 106,745 106,745 107,071 Materials and Supplies 2,324 4,081 4,019 3,475 Service and Charges 419 800 800 850 Maintenance 0 200 200 200 Capital 799 150 150 500 97,540 111,976 111,914 112.096 2710 Animal Patrol/Emergency Response Personnel Services 104,770 109,528 109,528 114,513 Materials and Supplies 193 160 160 140 Service and Charges 24,541 29.797 ,29,797 35.355 Maintenance 4,422 5,695 5,695 4.546 Capital 1,095 343 343 1.468 135,021 145,523 145.523 156.022 79 Administrative Services Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 2720 Animal Shelter Personnel Services 140,118 182,154 182,154 234,559 Materials and Supplies 18,423 20,351 20,351 29,859 Service and Charges 42,268 41,267 41,267 92,696 Maintenance 2,120 14,464 14,464 3,790 Capital 15,975 8,010 8,010 15,819 218,904 266,246 266,246 376,723 5300 Parking Management • Personnel Services 28,687 42,784 41,962 49.650 Materials and Supplies 1,189 6,850 6,500 2,050 Service and Charges 3,090 2,475 2,475 2,450 Maintenance 1,048 3,050 2,978 900 Capital 409 1,226 1,167 0 • 34,423 56,385 55,082 55,050 Total General Fund 2,913,222 3,273,900 3,133,802 3,560,293 4930 Administration & Planning Personnel Services 49,020 52,729. 52,729 58,955 Materials and Supplies 744 1,256 1,256 1,350 Service and Charges 24,323 29,921 29,921 28,456 Capital 1,277 1,723 1;723 501 75,364 85,629 85,629 89.262 4940 Housing Services Personnel Services 47,379 49,946 49,946 56,042 Materials and Supplies 1,227 1,773 1,773 1,500 Service and Charges 208,342 307,558 307,558 ,112,306 Maintenance 303 220 220 300 Capital 635 44,765 44,765 8.600 257,886 404,262 404,262 178,748 4950 Home Grant Personnel Services 9,833 12,000 12,000 8,000 Materials and Supplies 14 0 0 0 Service and Charges 2,000 220,178 220,178 200,000 Maintenance 0 220 • 220 0 Capital 35,693 170,000 170,000 125,000 47,540 402,398 402,398 333,000 4960 Public Services - Personnel Services 44,616 38,327 38,327 42,062 Materials and Supplies 176 276 276 300 Service and Charges 27,942 40,555 40,555 • 30,800 Capital 0 1,285 1,285 250 72,734 80,443 80,443 73,412 Administrative Services Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 4990 Public Facilities & Improvements Service and Charges 379.328 1,141,530 1,141,530 441,000 Capital 35,279 0 0 0 414,607 1,141,530 1.141,530 441,000 Total Community Development Blk Grant Fund 868,131 2,114,262 2,114,262 1.115,422 Water & Sewer Fund 1820 Meter Operations Personnel Services 564,622 617,896 617.896 654,464 Materials and Supplies 26,706 25,585 25,585 24,489 Service and Charges 449,157 575,209 575,209 651,702 Maintenance 18,416 28,311 28,311 26,947 Capital 170,054 335,315 335.315 220,748 Depreciation 53,028 71,438 71,438 76.936 1,281,983 1,653,754 1,653,754 1,655,286 1830 Meter Maintenance & Backflow Prevention Personnel Services 55.817 169,724 169,724 211.840 Materials and Supplies 29,273 51,660 51,660 53,010 Service and Charges 37,399 55.214 55,214 82.662 Maintenance 1,375 4.810 4,810 8,038 Capital 4,200 36,060 36,060 15.060 128,064 317,468 317,468 370.610 Total Water & Sewer Fund 1,410.047 1,971.222 1,971.222 2.025.896 1910 Vehicle Maintenance Personnel Services 452,490 486,216 479,106 504.012 Materials and Supplies 724,860 823,476 823,476 981,460 Service and Charges 507,494 643,034 590,724 614,356 Maintenance 14,060 16,343 14,942 19,235 Capital 27,747 44,955 44.955 40,455 Depreciation 1.438,926 1,936,770 1,936,770 2,035.032 3,165,577 3,950,794 3,889,973 4.194.550 1920 Fleet Operations Capital Service and Charges 42,159 27,274 27,274 1,500 Capital 1,440.496 3.730,883 3,730,883 2,126,000 1,482,655 3,758,157 3,758,157 2,127.500 Total Shop Fund 4.648,232 7,708,951 7,648,130 6,322.050 Total Administrative Services $ 9,839,632 $ 15,068,335 $ 14,867,416 $ 13.023.661 A Administrative Services Department Personnel Summary 1996 1997 1998 1999 Division/Title Employees Employees Employees Employees Administrative Services Director Division Administrative Services Director 1.00 1.00 1.00 1.00 Asst. to the Admin. Services Director 1.00 1.00 1.00 1.00 2.00 200 2.00 2.00 Parking Management Program Senior Clerk Typist 0.00 0.00 1.00 1.00 Parking Enforcement Officers (Part-time) 2.00 2.00 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 Administrator 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 5.00 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 10.50 Budget & Research Division Budget Coordinator 1.00 1.00 1.00 1.00 Financial Analyst 1.00 1.00 1.00 1.00 Research/Performance Analyst 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 Water & Sewer Services 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 W&S Services Technical Supervisor 0.00 0.00 1.00 1.00 Senior Customer Service Representative 0.00 0.00 1.00 1.00 Utilities Representative 1.00 1.00 1.00 1.00 Senior Cashier 1.00 1.00 1.00 1.00 Clerk/Cashier/Switchboard/Secretary 6.50 7.50 8.50 8.50 Meter Reader 6.00 6.00 6.00 6.00 Meter Operations Assistant 1.00 1.00 1.00 1.00 Meter Maintenance Worker 2.00 2.00 3.00 3.00 Water Service Representative 3.00 3.00 3.00 3.00 Property Location Analyst 1.00 1.00 1.00 1.00 Backflow Prevention Operations Assist. 1.00 1.00 I.00 1.00 Backflow Prevention Technician 1.00 1.00 1.00 1.00 Special Projects Analyst (Part Time) 0.00 0.50 0.50 0.50 27.50 29.00 33.00. 33.00 Administrative Services Department Personnel Summary 1996 1997 1998 1999 Division/Title Employees Employees Employees Employees Internal Audit Division Internal Auditor/Grants Accountant 1.00 1.00 1.00 1.00 Building Maintenance Division Facilities Superintendent 1.00 1.00 1.00 1.00 Custodian 4.00 4.00 4.00 5.00 Carpenter I 1.00 1.00 1.00 1.00 Building Maintenance Worker III 1.00 1.00 1.00 1.00 Plumber / HVAC Technician 0.00 0.00 0.00 1.00 Construction Crew Leader 0.00 1.00 1.00 1.00 Building Maintenance Crew Leader 0.00 1.00 1.00 1.00 Clerk Typist 0.00 0.00 0.00 0.50 7.00 9.00 9.00 11.50 Purchasing Division Purchasing Manager 1.00 1.00 1.00 1.00 Purchasing Technician 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 Information Technology Division Information Technology Manager 1.00 1.00 1.00 1.00 Programmer/Analyst 3.00 3.00 3.00 3.00 System Operator 1.00 1.00 1.00 1.00 GIS Coordinator 1.00 1.00 1.00 1.00 GIS Technician / Surveying Assistant 0.00 0.00 0.00 1.00 6.00 6.00 6.00 7.00 Municipal Court Division Head CourtClerk 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 5.50 6.00 6.00 8.00 8.50 9.00 9.00 Animal Services Division Animal Services Superintendent 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 5.30 6.30 6.30 Veterinary Assistant 0.00 0.00 0.00 1.00 Clerk Typist 0.00 0.00 0.00 0.50 10.30 11.30 12.30 13.80 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 1.00 1.00 1.00 1.00 Gym Supervisor 0.00 0.00 0.00 0.50 4.00 4.00 4.00 4.50 Few Administrative Services Department Personnel Summary Division/Title Fleet Operations Division Fleet Operations Superintendent 1.00 1.00 1.00 1.00 Fleet Maintenance Supervisor 0.00 0.00 0.00 0.00 Fleet Maintenance Clerk 1.00 1.00 1.00 1.00 Fleet Shop Warehouse Attendant 1.00 1.00 1.00 1.00 Fleet Service Advisor 1.00 1.00 1.00 1.00 Equipment Maintenance Worker 3.00 3.00 3.00 3.00 Equipment Mechanic I 2.00 2.00 2.00 2.00 Equipment Mechanic II 2.00 2.00 2.00 2.00 Equipment Mechanic 111 2.00 2.00 2.00 2.00 Building Maintenance Worker V 0.00 1.00 1.00 1.00 13.00 14.00 14.00 14.00 Total Administrative Services Personnel 98.30 104.30 109.80 116.30 1996 1997 1998 1999 Employees Employees Employees Employees s Administrative Services Department Administrative Services Director Division Administrative Services Director Program Fund 1010 -General Program 1100 Program Description. Objectives and Anal, This program is staffed by the Administrative Services Director and his Assistant. Its primary purpose is to provide leadership to and management of the Administrative Services Department and to assist the Mayor and City Council in addressing issues of City-wide concern. The program utilizes department staff to conduct special studies and research projects that will provide information that is essential to making decisions. In 1998, the program provided necessary guidance on the development of the 1997 Comprehensive Annual Financial Report (CAFR), 1999 Annual Budget & Work Program, and the 1999-2003 Capital Improvements Program (CIP); assisted in the development and issuance of hotel and restaurant bonds for the proposed Town Center/Parking Garage; coordinated selection of the trolley services contract; and worked with downtown merchants and the City Council to develop improved strategies for alleviating parking and parking enforcement problems in the downtown area. Actual Budgeted Estimated Budgeted 1997 1998 _1998 1999 Program Staff Full -Time Equivalent Positions 2.00 2.00 2.00 2.00 Program Expenditures Personnel Services $ 124,324 $ 129,646 $ 124,000 S 135.625 Materials and Supplies 1,625 2,500 1,750 1,900 Services and Charges 11,244 11,250 11,225 11,525 Maintenance 183 300 175 200 Capital 738 748 375 0 S 138,114 $ 144,444 $ 137,525 S 149,250 I. To coordinate financial planning for the wastewater treatment plant expansion. 2. To monitor the implementation of the Capital Improvements Program and 1999 Budget. 3. To oversee completion of the 1998 CAFR, 2000 Budget, and 2000-2004 CIP. 4. To coordinate a water and sewer operations and rate study. 5. To continue the revision of the City's policy and procedure manual that involves updating and condensing the manual. 6. To complete a banking services agreement that covers the City's banking needs. M Administrative Services Department Personnel Division Personnel Program Fund 1010 -General Program 1210 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 work force that can respond to the evolving needs of the City. Functional elements within this program define and maintain standards for new -hire competency consistent with position requirements, monitor work performance through a performance -appraisal system, correlate merit salary increases directly to the individual's level of work performance, and professionally develop employees through a range of management development, skills, and safety 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 Staff Full -Time Equivalent Positions Proeram Exoenditures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 3.00 3.00 3.00 3.00 Personnel Services $ 356,931 $ 469,378 S 363,593 $ 423,413 Materials and Supplies 5,740 6,420 6,420 6,665 Services and Charges 80,518 96,008 91,220 101,248 Maintenance 0 100 0 100 Capital 5,595 550 450 550 $ 448,784 $ 772,456 $ 461,683 $ 531,976 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload I. New Hires 203 260 245 260 2. Terminations 179 200 160 180 3. Full -Time Employees 490 510 525 540 4. Part -Time / Temp Employees 37 140 130 140 5. Vacancies Recruited For 194 260 200 230 6. Civil Service Examinations 5 7 7 10 7. Mgmt/Skills Training Sessions 97 5 6 5 8. Performance Appraisals Due 521 650 575 625 Results I. % of Voluntary Turnover 12.2% 11.0% 12.5% 12.0% 2. Active Personnel Records 527 615 575 600 3. Employee Requisitions Processed 194 260 200 230 4. Civil Service Applications Process 260 310 275 300 5. Employees Attending Training 207 250 347 240 6. Perf Appraisals Received/Process 436 502 540 580 Administrative Services Department 1 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 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. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 9.50 9.50 9.50 10.50 Program Expenditures Personnel Services $ 326,187 $ 338,369 S 338,369 $ 382,260 Materials and Supplies 8.871 10,284 10,284 10,400 Services and Charges 7,272 12,350 10,821 13.350 Maintenance 485 500 317 100 Capital 1,839 1,100 1,086 3.575 $ 344,654 $ 362,603 $ 360,877 S 409.685 Performance Measures ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/ Workload External audit and CAFR I I I I Funds/account groups maintained 23 24 24 24 Financial statements and ledgers 30 30 30 30 Bond issues outstanding 4 6 5 5 Payrolls prepared 31 31 31 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 cks 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 I I I I 87 Administrative Services Department Budget & Research Division Budget & Research Program Fund 1010 -General Program 1330 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 and 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. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 3.00 3.00 3.00 3.00 Program Expenditures Personnel Services S 125,488 $ 129,879 $ 129,879 $ 134,669 Materials and Supplies 7,856 9,739 9,739 9,400 Services and Charges 3,946 4,050 4,050 3.820 Maintenance 0 200 200 0 Capital 775 917 917 0 $ 138,065 $ 144,785 $ 144,785 $ 147,889 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Budget Submissions Reviewed 86 86 86 86 CIP Projects Reviewed 169 160 189 190 Programs Reviewed: Budget to Actual - Monthly 93 94 94 94 Special Projects/Studies 15 20 20 20 Budget Amendments Requested 193 170 170 170 Capital Projects Monitored 193 175 200 200 Funds Reviewed 21 21 22 22 Results Annual Budget Completed I I I CIP Annual Update Completed I I l l Budget Adjustments Processed 193 160 170 160 % Time for Special Projects. 26 25 27 25 % Time for Capital Projects 28 30 30 30 GFOA Dist. Budget Awards l 88 Administrative Services Department Water & Sewer Services Division Billing & Collections Program Fund 1010 -General Program 1350 Pry m Qeicription. 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 28,000 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 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 7.00 7.00 7.00 7.00 Program Expenditures Personnel Services $ 185,780 $ 191,078 $ 186,373 $ 206,103 Materials and Supplies 3,783 10,660 10,660 8,000 Services and Charges 69,505 63,500 63,500 72,600 ' Maintenance 73 500 250 500 Capital 3,404 11.951 11,951 3,000 $ 262.545 $ 277,689 $ 272,734 $ 290.203 I ' Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' Demand/Workload Total accounts 27,470 27,850 28,525 29,500 1 Total accounts - active 25,189 25,800 25,900 26,700 No. of svc. orders requested 28,285 30,600 33,352 33,000 No. of receipts requested 350,142 345,000 376.910 360,000 Results No. utility bills processed 308.798 303,000 310,728 312.000 No. on/off orders processed 27,050 26,500 27,548 27.500 No. misc. requests processed 1,235 2,400 5,804 3,000 No. new accts. added to system 829 850 940 975 No. util. payments processed 294,792 290,000 308.000 310,000 No. util. deposits processed 7,592 8,000 8,000 8,000 No. cash receipts processed 47.758 52,000 50.328 51,000 final bills dropped/ bad debt 13.89% 15.00% 16.41% 16.00% util. revenue dropped/bad debt 0.50% 0.45% 0.74% 0.75% % bad debt recovery 24.84% 33.00% 22.64% 25.00% 89 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 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 1.00 1.00 1.00 1.00 Program Expenditures Personnel Services $ 51,530 $ 52,980 $ 52,533 $ 52,782 Materials and Supplies 506 705 475 818 Services and Charges 3,313 3,802 3,712 4,000 Capital 0 600 328 600 $ 55,349 $ 58, 887 $ 57.048 $ 58,200 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload I. Review of City areas 6 6 6 7 2. Special projects 25 . 25 30 25 3. Review contracts/leases/grants 300 275 325 350 4. Maintain document files 250 200 275 275 5. Contract payments review . 500 450 525 550 Results 1. Number of areas reviewed 6 6 6 7 2. Contracts/leases/grants reviewed 300 275 325 350 3. Review of contract payments 500 450 525 550 4. Special projects completed 25 25 30 25 90 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 buildings, electrical, heating, air-conditioning systems, and performance of selected renovation projects. Additionally, the Facilities Superintendent is certified to perform asbestos inspections and develop corrective plans for the removal of asbestos from City facilities. Program Staff Full -Time Equivalent Positions Program Expenditures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 5.00 5.00 5.00 6.50 Personnel Services $ 152,098 $ 160,478 $ 155,666 $ 224,103 Materials and Supplies 102 650 650 925 Services and Charges 67,173 76,093 76,093 81,034 Maintenance 31,718 35,058 31,269 27,915 Capital 6,239 4,120 1,320 6,901 $ 257,330 $ 276,399 S 264,998 S 340,878 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload # of City -Owned Buildings 46 48 50 51 Renovations > or = $2,000 6 6 8 6 Asbestos Inspections 7 12 12 12 Service Requests 1,687 1,800 1,800 1,800 Service Contracts Managed 8 14 18 20 Results # of City Buildings Maintained 46 48 50 51 Service Requests - General Maint 1,307 1,600 1,600 1,600 Service Requests - Heat/AC 161 160 160 120 Service Requests - Plumbing/Elect 229 150 150 150 91 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 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. Program Staff Full -Time Equivalent Positions Pro2ram Expenditures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 4.00 4.00 4.00 5.00 Personnel Services $ 67,136 $ 66,077 $ 66,077 $ 80,756 Materials and Supplies 8,521 8,950 8,950 11,700 Services and Charges 51,362 51,820 51,820 . 52,240 Maintenance 0 300 300 300 Capital 3,428 0 0 1,000 $ 130,447 $ 127,147 $ 127,147 $ 145,996 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload City Buildings Maintained 5 5 6 7 Square Footage Maintained 71,650 71,650 84,150 84,150 Restrooms Maintained 27 19 25 - 25 Snow/Ice Removals 4 6 6 6 Strip/Seal/Wax Floors 2 2 3 3 Results Janitorial Cost per Square Foot ( Not Including Utility Costs) $1.16 $1.15 $0.98 $1.21 Complaints on Janitorial Service 8 6 3 3 92 Administrative Services Department Purchasing Division Procurement / Risk Management Program Fund 1010 -General Program 1610 Program Description Objectives, and Analysis: The Purchasing Division is responsible for assisting in the purchasing of all supplies and 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. 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. 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. Actual Budgeted 1997 1998 Estimated Budgeted 1998 1999 Program Staff Full -Time Equivalent Positions 2.00 2.00 2.00 2.00 Program Expenditures Personnel Services $ 77,197 $ 79,195 $ 79,195 S 84,095 Materials and Supplies 5,847 10,725 8,805 17,005 Services and Charges 23,416 24,684 24,684 25,000 Maintenance 16 250 250 500 Capital 641 1,100 1,100 700 $ 107,117 $ 115.954 $ 114.034 $ 127.300 Performance Measures Actual Budgeted 1997 1998 Estimated Budgeted 1998 1999 1 Demand/Workload 1. Formal Bids/RFP's Requested 98 75 100 100 2. Purchase Orders Requested 5,196 4,000 4,500 4,500 3. Claims Submitted 91 80 100 100 4. Value of Assets Insured 91,956,000 95,000,000 95,000,000 102,000,000 Results 1. Formal Bids/RFP's Awarded 98 75 100 100 2. Purchase Orders Issued 5,196 4,000 4,500 4,500 ' 3. Claims Processed 91 100 100 100 4. Value of Assets Lost to Accidents 18,584 20,000 10,000 10.000 5. Turnaround from Bid Request to Bid Opening in # of Days 25 45 45 45 6. Turnaround from Purchase Req to Purchase Order in # of Days 2 2 2 2 93 Administrative Services Department Information Technology Division Information Technology Program Fund 1010 -General Program 1710 Program Description Objectives, and Analysis: This division provides computing. services 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 205 PC's and 270 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. GJS 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 the Information Technology division are based on project requests. End users submit written project requests 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 1997 Program Staff Full -Time Equivalent Positions 6.00 Program Expenditures Personnel Services S 265,808 Materials and Supplies 14,669 Services and Charges I4,632 Maintenance 83,250 Capital 8,584 $ . 386,943 Budgeted 1998 6.00 Estimated t99R 6.00 $ 291,541 $ 291,541 24,896 24,896 13,050. 13,050 81,110 81,110 15,780 15,780 $ 426.377 $ 426,377 Performance Measures Budgeted 1999 7.00 $ 325,780 24,998 13,544 89,385 2,650 $ 456,357 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Project Requests - Minicomputers 167 200 175 200 Project Requests - PC Support 92 110 100 125 Project Requests - Network 56 75 75 125 Training 7 10 8 15 System/Application Backups 934 1,000 1,025 1,000 Results Project Requests - Minicomputers 159 200 170 200 Project Requests - PC Support. 89 110 98 125 Project Requests - Network 56 75 75 125 Training 7 10 8 15 System/Application Backups 934 1,000 1.025 1.000 Administrative Services Department Municipal Court Division Criminal Cases Program Fund 1010 -General Program 2010 PrYm 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. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 4.00 4.50 4.50 4.50 Program Expenditures Personnel Services $ 115,709 $ 139,456 $ 139,456 S 149,891 Materials and Supplies 5,652 7,650 7,650 7,068 Services and Charges 1,037 1,125 1,125 1,400 Capital 4.890 5,594 5,594 300 $ 127.288 $ 153,825 $ 153,825 $ 158.659 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload 1. Total cases filed 24,406 27,574 25,306 26,200 2. Total cases disposed of 19,277 22,299 19,976 20,175 3. Fines/costs assessed $2,249,148 $2,186,550 $2,550,546 $2,805,600 Results 1. Fines/costs collected $1,825.477 $1,850,000 $2,153.316 $2,368,647 2. % of assessments collected 81% 85% 84% 84% 3. Warrant backlog (# affidavits) 0 0 0 0 4. Trial docket backlog (outside 90 days) 0 0 0 0 5. General Fund revenues/ $1,825,480 $1,058,000 $2,008,020 $2,190,568 cost of program $127,287 $153,825 $158,409 $163,697 Administrative Services Department Municipal Court Division Probation & Fine Collection Program Fund 1010 - General I Program 2020 Program Description, Objectives. and Analysis: This program staffs a certified court services officer who is responsible for court security and monitoring all court orders which involves probation, money owed and jail time. The Probation and Fine Collection Program provides effective probation and fine collection services for the Municipal Court and maintains an effective public service program that allows defendants to work off fines and costs at the rate of $7.50 per hour that might otherwise remain uncollectible. The program also offers a Saturday Public Service program for those who can not do public service during the week. The accounts receivable issue will continue to be addressed by the public service programs and court staff. Actual Budgeted Estimated Budgeted •1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 1.00 1.00 1.00 1.00 Program Expenditures Personnel Services $ 29,299 $ 31,954 $ 31,954 $ 41,359 Materials and Supplies 480 500 500 1,025 Services and Charges 919 1,550 1,550 1.625 $ 30,698 $ 34,004 $ 34,004 $ 44,009 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload I. # Divisions requesting PS 12 20 12 12 2. # Interviews conducted 554 520 . 578 630 3. # Divisions assigned PS 12 20 12 12 4. # Assigned to PS 308 150 402 442 5. # Hours PS assigned 16,061 12,000 14,354 14,497 6. Fines/costs assessed $2,249,148 $2,186,550 $2,550,546 $2,508,600 Results 1. # Hours PS completed 14,350 8,500 14,726 14,873 2. Fines/costs collected $1,825,477 $1,850,000 $2,153,316 $2,368,647 3. Amount of fines/costs worked - off by PS $78,112 $42,500 $58,007 $58,587 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 Program provides a forum for citizens to file lawsuits to recover money or property. On August I, 1997, the jurisdictional limit was increased from $3,000 to $5,000. 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. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 3.50 3.50 3.50 3.50 Program Expenditures Personnel Services $ 93,998 $ 106,745 $ 106,745 $ 107,071 1 Materials and Supplies 2,324 4,081 4,019 3,475 Services and Charges 419 800 800 850 Maintenance 0 200 200 200 Capital 799 150 150 500 $ 97,540 $ 111,976 $ 111,914 $ 112.096 ' Performance Measures ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload 1. Cases Filed 2,900 3,700 2,950 3,000 2. Court Session/Week (Hours) 7 7 7 7 3. Cases Set for Hearing/Week 40 40 40 40 Results ' 1. % Cases Processed Within 2 Days 100 100 100 100 2. General Fund Revenue/ $127,320 $100.200 $140.052 $152.784 Cost of Program $97,540 $111,976 $111,914 $139.701 1 I I 97 M Fund 1010 -General Administrative Services Department •Animal Services Division PatroUEmergency Response Program 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. The City expects approximately 7,000 animal concern investigations to be conducted during 1999, which should result in the impounding of approximately 1,650 stray animals, returning approximately 600 stray animals home and responding to approximately 650 livestock and wildlife reports. Approximately 100 bite investigations will be conducted in the City in 1999. Because the City license verifies rabies vaccinations and provides a means of identifying animals, the number of licensed animals is anticipated to increase. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 3.50 3.50 3.50 3.50 Program Expenditures Personnel Services $ 104,770 $ 109,528 $ 109,528 S 114,513 Materials and Supplies 193 160 160 140 Services and Charges 24,541 29,797 29,797 35,355 Maintenance, 4,422 5,695 5,695 4,546 Capital 1,095 343 343 1,468 S 135.021 S 145.523 $ 145,523 $ 156,022 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload I. Citizen Calls Received 6,955 6,500 7,500 7,500 2. Square Miles to Patrol 44 44 44 44 3. Human/Animal Safety Programs 61 75 76 75 4. City Licenses Sold 1,478 2,000 1,800 2,000 Results 1. Reclaimed by Owner 434 500 500 525 2. Dead Animals Disposed Of 1,090 1,000 1,200 1,200 3. Stray Animals Picked Up Domestic 1,627 1,600 1,500 1,650 Wildlife 205 250 450 400 Livestock 74 150 200 175 4. Animal Bite Investigations 70 • 75 100 100 Administrative Services Department Animal Services Division Animal Shelter Program Fund 1010 -General Program 2720 Program Dg sgption. 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. 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. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 7.80 8.80 8.80 10.30 Program Expenditures Personnel Services $ 140,118 $ 182,154 $ 182,154 $ 234.559 Materials and Supplies 18,423 20.351 20,351 29,859 Services and Charges 42.268 41,267 41,267 92,696 Maintenance 2,120 14,464 14,464 3.790 Capital 15,975 8,010 8,010 15,819 S 218,904 $ 266,246 $ 266,246 $ 376,723 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload I. Fayetteville Strays Sheltered 1,657 1,600 1,700 1,785 2. Fayetteville Surrenders Sheltered 486 750 600 650 3. Non -Fay Animals Sheltered 1,205 1,950 1,400 1,450 Results 1. Adopted/Reclaimed Animals 913 1,500 1,000 1,100 2. Euthanized Animals 2,441 2.800 2,550 2,500 3. Cost per Animal/5 Days Shelter $53 $50 $50 $52 99 Administrative Services Department Administrative Services Director Division Parking Management Program Fund 1010 =General Program 5300 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. In 1998, a number of changes were made to improve operational efficiency and customer service. The most noteworthy improvement was the completion of the replacement of existing mechanical parking meters with electronic meters. This project was phased in over three years. Completion of this project makes Fayetteville the first city in the State to be utilizing electronic parking meters exclusively. The replacement and addition of parking signage in the downtown served to improve the consistency and appearance of signage. Improvement was also noted in the ability to direct motorists to parking. The hang tag program for downtown employees continued to grow to a level of 125 tags in use with others on a waiting list. The program also continued to produce a hi -annual newsletter for downtown businesses and hang tag holders to update them on parking issues. Plans for 1999 include undertaking a parking master plan and initiation of an overlay program for public parking lots. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 2.00 2.00 2.00 2.00 Program Expenditures Personnel Services $ 28,687 $ 42,784 $ 41,962 $ 49,650 Materials and Supplies 1,189 6,850 6,500 2,050 Services and Charges 3,090 2,475 2,475 2,450 Maintenance 1,048 3,050 2,978 900 Capital 409 1,226 1,167 0 $ 34,423 $ 56,385 $ 55,082 $ 55.050 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload On -street metered spaces 307 301 307 301 Off-street metered spaces 264 331 264 236 Gated or rental spaces 834 834 834 779 Un-metered (free) spaces 263 - 263 263 263 Parking tickets issued 15,790 16,000 19,500 20,000 Results Parking tickets voided Parking ticket clearance rate Parking ticket revenue Meter revenue (General Fund) Parking revenue (Off -Street Fund) 748 68% $30,149 $43,834 $215,120 600 75% $30,000 $40,000 $182,000 1,000 65% $33,000 $46,000 $197,150 1,000 70% $33,000 $44,500 $174,000 "it, Administrative Services Department Community Development Division Administration & Planning Program Fund 2180 - Community Development Program 4930 Program Description. Objectives and Analysis: The Community Development Administration & Planning 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 Programs. Program costs are limited to those of overall program management, coordination, monitoring, and evaluation. Administration activities include providing general project management, annual planning, 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. Actual Budgeted 1997 1998 Program Staff Full -Time Equivalent Positions 1.00 1.00 Estimated Budgeted 1998 1999 1.00 1.00 Program Expenditures Personnel Services $ 49,020 $ 52,729 $ 52,729 $ 58.955 Materials and Supplies 744 1,256 1,256 1.350 Services and Charges 24,323 29,921 29,921 28,456 Capital 1,277 1,723 1,723 501 $ 75,364 $ 85,629 $ 85,629 $ 89.262 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload I. Public Hearings 4 4 4 4 2. CDBG & HOME Applications 4 4 4 4 3. Fair Housing Activities 25 25 25 25 4. Federal Labor Standards 4 4 4 4 5. Sub -Recipient Monitoring 5 5 5 5 6. Audit/Monitoring Resolution 3 3 3 3 7. Related Statutory Compliance 10 10 10 10 Results 1. % Applications Preparation & Associated Activities 45 45 45 45 2. % Contract Administration 30 30 30 30 3. % Public Hearings & Meetings 20 20 20 20 4. % Sub -Recipient Monitoring 5 5 5 5 5. % Activities Completed by Deadline 100 100 100 100 101 Administrative Services Department Community Development Division Housing Services Program Fund 2180 - Community Development Program 4940 Program Description. Objectives. and Analysis: The Community Development Housing Services Program is responsible for the rehabilitation of privately -owned residential property for low and moderate income families. Eligible rehabilitation activities include repairs to correct actual or incipient deficiencies and bring dwellings into compliance with adopted Building, Health, and Safety Codes. Emphasis is placed on improvements that defer maintenance and increase energy efficiency. The Emergency Repair Program, also for low and moderate income home owners, addresses conditions which threaten the immediate health or safety of occupants. The Acquisition/Rehabilitation Program provides home purchase opportunities to low and moderate income homebuyers. Substandard dwellings are purchased and rehabilitated, then resold to eligible program participants. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 2.00 2.00 2.00 2.00 Program Expenditures Personnel Services $ 47,379 $ 49,946 $ 49,946. $ 56,042 Materials and Supplies 1,227 1,773 1,773 1,500 Services and Charges 208,342 307,558 307,558 112,306 Maintenance 303 220 220 300 Capital 635 44,765 44,765 8,600 $ 257,886 $ 404,262 $ 404,262 $ 178,748 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload 1. # of Applications Requested 130 130 124 125 2. Eligibility Verification 50 50 33 50 3. # of Inspections 300 300 750 750 4. Work Specifications 100 100 41 35 5. Construction Management 100 100 41 35 Results 1. # of Eligibility Verifications 10 10 33 30 2. % Rehab Inspections 40 100 250 t00 3. % Rehab Specifications 20 100 41 100 4. %Construction Management 20 100 41 100 5. Rehabs Completed 27 27 41 35 102 - 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 1999, HOME Program activities will continue rehabilitation of single-family structures that are acquired with CDBG funds. After rehabilitation is complete, the homes are sold to eligible low and moderate income home buyers. For 1999, an additional grant is being awarded to Fayetteville for homeowner housing rehabilitation. I Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 0.00 0.00 0.00 0.00 1 Program Expenditures Personnel Services $ 9,833 $ 12,000 S 12,000 $ 8.000 Materials and Supplies 14 0 0 0 Services and Charges 2,000 220,178 220,178 200,000 ' Maintenance 0 220 220 0 Capital 35.693 170,000 170,000 125,000 $ 47,540 $ 402.398 $ 402,398 $ 333.000 Demand/Workload 1. Number of Homeowner Rehabilitation Projects 0 10 6 10 2. Number of HOME assisted Acqusition/Rehab Projects 2 5 2 3 I I L I ' 103 Administrative Services Department Community Development Division Public Services Program Fund 2180 - Community Development Program 4960 Program Description. Objectives and Analysis The Public Services Program contains funding to provide for the position of the Yvonne Richardson Community Center (YRCC) Director and any associated supplies. The Yvonne Richardson Community Center opened during 1996. Funding continues for the Elderly Taxi Assistance Program. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 1.00 1.00 1.00 1.50 Program Expenditures Personnel Services $ 44,616 $ 38,327 S 38,327 $ 42.062 Materials and Supplies 176 276 276 300 Services and Charges 27,942 40,555 40,555 30,800 Capital 0 1,285 1,285 250 S 72,734 S 80,443 $ 80,443 $ 73,412 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload 1. Number of Taxi Coupons Issued . 17,475 16,950 16,698 16,950 2. Requests for Applications N/A N/A 41 42 Results I. YRCC Special / Neighborhood Events - Number 30 30 36 36 2. YRCC Special/Neighborhood Events - Participants 2,550 2,500 2,000 2,000 3. YRCC -Daily Utilization 75 to 100 75 to 100 avg. 50 / day avg. 50 / day 4. Number of Taxi Coupons Used 13,913 13,800 14,190 14,615 5. Number of Applications Processed N/A N/A 32 33 I II II I I I I I I L II L I I Administrative Services Department Community Development Division Public Facilities & Improvements Program Fund 2180 - Community Development Program 2es_cription Objectives and Analysis: The Community Development Public Facilities & Improvements 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. Program 4990 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 1999, the primary activities will include land acquisition for future Yvonne Richardson Community Center expansion, construction of a playground and family picnic area on City owned property adjacent to the Community Center, funding for construction of the Southeast Fayetteville Senior Center is maintained, and Community Development will will help fund the construction of the new Walker Park Pavillion in conjunction with the Parks & Recreation Division. Actual Budgeted 1997 1998 Program Staff Full -Time Equivalent Positions 0.00 0.00 Program Expenditures Services and Charges 379,328 1,141,530 Capital 35,279 0 $ 414,607 $ 1,141,530 Significant projects in progress or completed since 1997 include: Estimated 1998 0.00 1,141,530 0 $ 1,141,530 Target Area Street Improvements - Engineering NWA Free Health Center Significant projects in the process of implementation during 1998 include: Sang Avenue Senior Center Target Area Street Improvements - Construction Domestic Violence Shelter Significant projects planned during 1999 include: Walker Park Senior Center Walker Park Pavillion Southeast Community Center - Playground Equipment Southeast Community Center - Addition Budgeted 1999 0.00 441.000 0 $ 441.000 $31.395 $320,736 $20,000 $679.303 $375.000 $312,000 $40,000 $30,000 $59,000 ' 105 Administrative Services Department Water & Sewer Services Division Meter Operations Program Fund 5400 - Water & Sewer Program 1820 Program Deception 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. Actual Budgeted Estimated Budgeted 1997 1.998 1998 1999 Program Staff Full -Time Equivalent Positions 18.00 20.00 20.00 20.00 Program Expenditures Personnel Services $ 564,622 $ 617,896 $ 617,896 S 654,464 Materials and Supplies 26,706 25,585 25,585 24,489 Services and Charges 449,157 575,209 575,209 651,702 Maintenance 18,416 28,311 28,311 26,947 Capital 170,054 335,315 335,315 220,748 Depreciation 53,028 71,438 71,438 76,936 $ 1,281,983 S 1,653,754 $ 1,653,754 $ 1.655.286 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Total accounts 27,470 27,850 28,525 29,500 Total accounts - active 25,189 25,800 25,900 26,700 # of meters in system 25,885 26,000 26,600 27.400 # of service orders requested 29,847 30,600 30,800 31.000 # of delinquent accounts 21,916 20,000 23,900 24.600 Results # of meters read 319,283 320,000 329,200 325,000 # of meters re -read 23,547 21,700 20,000 22,000. # of meters changed out 1,629 750 1,500 1,500 # of ons/offs processed 27,050 28,000 27,500 28,000 # of misc. orders processed 2,797 2,800 3,275 3,300 # of delinq. accts. worked 12,471 14,000 14,550 15,000 % meters re -read 7.37% 7.00% 6.07% 6.76% % meters changed out 6.29% 1.75% 5.64% 5.47% % delinquent accounts worked 56.90% 70.00% 60.88% 60.97% Administrative Services Department Water & Sewer Services Division Meter Maintenance & Backflow Prevention Program Fund 5400 - Water & Sewer Program 1830 Program Description Objectives, and AnalvsisL 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. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 4.00 6.00 6.00 6.00 Program Expenditures Personnel Services $ 55,817 $ 169,724 $ 169,724 $ 211.840 Materials and Supplies 29,273 51,660 51,660 53,010 Services and Charges 37,399 55,214 55,214 82,662 Maintenance 1,375 4,810 4,810 8,038 Capital 4,200 36,060 36,060 15,060 $ 128,064 $ 317,468 $ 317,468 $ 370,610 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/ Workload Total accounts 27.470 27,850 28,525 29,500 Total accounts - active 25,189 25,800 25,900 26,700 Meters in system 25,885 26,000 26,600 27,400 Commercial customers 2,845 2,850 2,900 2,950 Residential customers 24,628 25,000 25,625 26,550 Backflow devices recorded 0 50 50 50 Results Meters tested 2,904 2,200 4,000 4,000 Meters repaired 1,183 1,200 1,200 1,500 Commercial accounts surveyed 0 500 500 500 Residential accounts surveyed 0 100 100 100 Backflow devices installed/tested 0 15 5 15 Backflow devices repaired/certified 0 1 / 25 1 / 15 1 / 25 107 Administrative Services Department Fleet Operations Division Vehicle Maintenance Program Fund 9700 - Shop Program 1910 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 414 vehicles consists of 68 emergency response vehicles, 35 administrative support vehicles, 46 Solid Waste/Recycle units, 106 off road units, 143 Light/Medium/H.D. Utility Vehicles and 16 Misc. Units. In house maintenance is supported by sublet operations such as major air conditioner repairs, major automatic transmission repairs,, and accident repair/refinishing. Technician productivity is based on total available work time, while efficiency is based on accepted commercial time standards for individual type operations. Operational cost increases are attributed to the increase in fleet size and value as well as an increase in depreciation expense. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions . 14.00 14.00 14.00 14.00 Program Expenditures Personnel Services $ 452,490 $ 486,216 $ 479,106 S 504,012 Materials and Supplies 724,860 823,476 823,476 981,460 Services and Charges 507,494 643,034 590,724 614,356 Maintenance 14,060 16,343 14,942 19,235 Capital 27,747 44,955 44,955 40,455 Depreciation. 1,438,926 1,936,770 1,936,770 2,035,032 S 3165577 $ 3,950,794 $ 3,889,973 S 4,194,550 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Repair Requests 4.445 4,700 4,600 4.700 Vehicle/Equipment Repair Hours 13,828 13,500 16,500 16.000 Preventive Maintenance Service & Inspections 841 850 1,400 1.350 PM Generated Repairs 756 700 1,148 1,080 Road Failures 206 250 290 282 Results Technician Productivity % 92.0 92.0 92.0 92.0 Technician Efficiency % 95.0 95.0 94.5 95.0 Completion Ratio % 95.0 98.0 93.0 95.0 Road Failure Repairs % 4.6 5.0 5.0 6.0 108 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. Program Staff Full -Time Equivalent Positions Actual Budgeted Estimated 1997 1998 1998 0.00 0.00 0.00 Budgeted boo 0.00 Program Expenditures Services and Charges $ 42,159 $ 27,274 S 27,274 $ 1.500 Capital 1,440,496 3,730,883 3,730,883 2.126,000 $ 1,482,655 $ 3,758,157 $ 3,758,157 S 2,127,500 Capital expenditures planned for 1999 include: Police/Passenger Vehicles - Repl./Exp. Fire Vehicles/Equipment - Replacement Sanitation Vehicles/Equipment - Repl./Exp. Light/Medium Utility Vehicles - Repl./Exp. Medium/Heavy Utility Vehicles - Repl./Exp. Backhoe/Loaders - Repl./Exp. Tractor/Mower - Repl./Exp. Construction Equipment - Repl./Exp. Other Vehicles/Equipment - Repl./Exp. $ 286,000 30.000 517,000 481,000 236.000 175.000 192,000 40,000 169,000 $ 2,126,000 109 Police Department Police Chief Assistant Police Chiefs i I Support Services I ol Drug Enforcement Communications Mission Statement This department, through progressive thinking, credible, efficient, and responsive actions will provide our citizens with a safe and healthy community in which to live and work. We will provide impartial enforcement of all criminal and traffic laws. We will strive to interact and form a partnership with the citizens to provide education so they can learn ways of reducing opportunities for crime to occur. lit POLICE DEPARTMENT OVERVIEW The Police Department includes Central Dispatch, Police Support Services, Police Patrol, and Drug Enforcement Programs. Estimated 1998 expenditures are projected to be approximately $100,000 below the 1998 budgeted amounts. This difference is principally attributable to personnel vacancies during the year. In 1999, budgeted expenditures of $5,986,639 are approximately $294,000 above the budgeted 1998 amount. The increased funding is primarily due to expenses generated by the addition of 6 new positions in the Police Department. The additional positions include four Uniform Police Officers, a Senior Secretary, and a Police Clerk. During 1998, the Police Department initiated a motorcycle patrol program to provide enhanced traffic control. 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 University of Arkansas, City of Springdale, Washington County, and rural communities in Washington County. Category Totals Actual Budgeted Estimated Budgeted 1997 1998 1998 _ 1999_ Personnel Services $ 4,241,842 $ 4,515,827 $ 4,420,924 S 4,696,366 Materials & Supplies 106,670 124,994 123,921 133,049 Services & Charges 812,142 805,189 800,745 905,768 Maintenance 117,815 146,952 146,952 154,253 Operations 5,278,469 5,592,962 5,492,542 5,889,436 Capital Transfers Capital and Other 76,910 45,033 121,943 50,719 48,918_ 99,637 50,719 48,918 99,637 51,653 45,550 97.203 Total Department $ 5,400,412 $ 5,692,599 $ 5.592,179 $ 5.986,639 112 I ' Police Department 1999 Goals I1. To attempt to answer all 9-1-I calls within six seconds and to answer all business lines by three rings. ' 2. To provide Police Officers and Fire Fighters with timely responses to radio traffic. 3. To keep track of officers activity and check on the safety of officers in the field and to monitor all Fire personnel's traffic and requests for services. 4. Develop formal policy/procedures regarding Forgery reports to make the subsequent investigations more efficient by developing specific criteria for accepting checks and for case assignment and a method to streamline report procedures (new report form). 5. Revise the current jail policies manual with an emphasis on training on compliance with State Jail Standards. ' 6. To provide citizens with various types of information dealing with ways to prevent crime. This will include making 12,000 Crime Prevention contacts, starting 12 new Neighborhood Watch groups, and continuing the monthly "Live at Five" call -in show. 7. Reduce injury accidents on the Highway 71 Business corridor with motorcycle patrols. 1 I C I I I Li I I ' 113 En Goals Police Department 1998 Goals & Results 1. To provide a professional, courteous, and efficient response to all citizen requests for service. 2. To attempt to answer all 911 calls within six seconds and to answer all business lines by three rings. 3. To provide the officers and firemen with timely responses to radio traffic. 4. To keep track of officers activity and check on the safety of officers in the field and to monitor all Fire personnel's traffic and requests for services. 5. To continue with daily entry of all arrests and summons data and to maintain all records in 1998 for easy access and for compliance with state regulations. 6. To eliminate contraband, weapons, and other prohibited articles from entering the jail area. 7. To provide citizens with various types of information dealing with ways to prevent crime. This will include making 10,000 Crime Prevention contacts, starting four new Neighborhood Watch groups, and starting a regular column in the local newspapers. 8. To provide a minimum of 80 hours of training per officer in their assigned capacity. 9. To increase the. Detective's case clearance rate by limiting the number of minor cases that each detective is assigned, thus allowing more time for them to work the cases that they have.. 10. To provide sufficient manpower for each shift to allow officer's to spend 25% on self initiated activities, business checks, and residential patrols. 11. To have the Bike Patrol to continue servicing the Dickson Street and NWA Mall areas and to begin specialized patrols in problem areas of the city where citizens are at a greater risk of being victimized. Results I. The dispatch center handled 43,500 calls for service and 150,800 telephone calls and received two citizen complaints in 1998. 2. 911 calls, on average, were answered within six seconds and the majority of all six business lines were answered within three rings when three lines or fewer were ringing at the same time. 3. The Officers and Fireman and their safety has always been .a high priority in dispatch. Police and Fire traffic are answered in a timely manner. 4. Officer activity was entered directly into the Computer Aided Dispatch System. The new CAD system prompts the unit when it does not have activity. The dispatcher then logs a code which automatically logs when the safety check was made. 5. All requests for copies were provided and all reports were entered into the system within five days. 6. Fewer incidents have occurred involving contraband located inside the jail facility as a result of jailer training and awareness. 7. Contacted over 15,000 citizens through the crime prevention program and spoke to II new Neighborhood watch groups. The newspaper column was replaced with a monthly "Live at Five" call -in show on Channel 5 and 12 shows were recorded . 8. Due to the level of training funding and manpower shortages, this goal was unmet. Officers will receive an average of 55 hours of training. 9. The detective's case clearance rate increased from 50% to 70%. 10. A shortage in manpower (1 I openings in 1998) and a 29 week training program for new officers contributed to falling short of this goal. II. Specialized patrols were not accomplished due to manpower shortages within the police department. 114 F Police Department Program Expenditure Summary I 1 GenelalFund Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' 2600 Central Dispatch Personnel Services $ 504,803 $ 521.082 $ 498,419 S 522.984 Materials and Supplies 3,159 4,990 4,990 4,400 Service and Charges 25,821 25,650 25,650 52,508 ' Maintenance 24,645 25.500 25,500 26,208 Capital 14,095 20,193 20,193 3,500 572,523 597.415 574,752 609,600 2900 Support Services Personnel Services 903,920 987.223 987,064 1.067.299 Materials and Supplies 89,329 100,660 100,567 110,384 ' Service and Charges 111.090 128.776 124,332 138.801 Maintenance 11,865 38,799 38,799 40,124 Capital 18,591 5,282 5,282 6,706 ' Transfers 45,033 48,918 48,918 45.550 1,179,828 1,309,658 1,304,962 1.408,864 2940 Patrol Warrant ' Personnel Services 2,710,079 2,883,866 2,811,785 2,979,953 Materials and Supplies 14,182 19,344 18,364 18,265 Service and Charges 515,966 472.220 472,220 522,791 ' Maintenance 81,305 82,653 82,653 87,921 Capital 44,224 25,244 25,244 21,941 3,365.756 3,483,327 3,410,266 3,630.871 ' Total General Fund 5,118,107 5,390,400 5,289,980 5,649.335 ' Drug Law Enforcement Fund 2960 Drug Enforcement Personnel Services 123,040 123,656 123,656 126,130 ' Service and Charges 159,265 178,543 178,543 191,668 Capital 0 0 0 19.506 282,305 302,199 302,199 337,304 Total Drug Law Enforcement Fund 282,305 302,199 302,199 337.304 Total Police Department $ 5,400,412 $ 5,692,599 $ 5,592,179 $ 5.986 639 11 I I I 115 Police Department Personnel Summary 1996 1997 1998 1999 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 7.00 7.00 7.00 7.00 . Sergeants 10.00 . 10.00 10.00 10.00 Police Officer 57.00 62.00 64.00 68.00 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 2.00 Secretary 1.00 1.00 1.00 1.00 Civilian Report Taker 0.00 0.00 1.00 1.00 Police Clerk 6.00 6.00 6.00 7.00 Dispatch/Matron 0.00 0.00 0.00 0.00 Civilian Jailer 9.00 9.00 9.00 9.00 Systems Analyst 1.00 1.00 1.00 1.00 Transcriptionist (Full/Part-time) 1.00 1.50 1.50 1.50 Park Patrol (Part-time) 2.13 . 2.13 2.13 2.13 102.13 107.63 110.63 116.63 Communications Division Dispatch Manager Lead Dispatcher Dispatcher Total Police Department Personnel 1.00 1.00 1.00 3.00 3.00 3.00 11.00 12.00 12.00 15.00 16.00 16.00 117.13 123.63 126.63 1.00 3.00 12.00 1600 132.63 116 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 for Fayetteville 9-1-I 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. ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff ' Full -Time Equivalent Positions 16.00 16.00 16.00 16.00 ' Program Expenditures Personnel Services $ 504,803 $ 521,082 $ 498,419 $ 522,984 Materials and Supplies 3,159 4,990 4,990 4,400 ' Services and Charges 25,821 25,650 25,650 52.508 Maintenance 24.645 25,500 25,500 26.208 Capital 14,095 20,193 20,193 3,500 $ 572,523 $ 597,415 $ 574,752 $ 609.600 ' Performance Measures Actual Budgeted Estimated Budgeted ' 1997 1998 1998 1999 Demand/ Workload Calls for Service Total 41,116 41,500 42,605 43,300 ' Police 36,870 37,000 38,322 39,000 Fire 2.204 2,300 2,137 2,176 Citywide 2,042 2,200 2,146 2,100 ' Telephone (Minus 9-1-1) 124,770 125,000 133,713 140.000 9-1-I Calls 16,263 16,000 16,140 16,325 ACIC / NCIC Reports 1,075,193 500,000 1,034,794 750.000 ' Results Citizen Complaints 3 2 4 4 ' Overtime/Comp Time per Year (Hrs) 2,181 2,000 2,000 2,000 9-1-1 Salary Reimbursement ($) 123,299 139,900 124,605 130,746 Avg Time Police on a Call (Minutes) 21 21 18 20 ' Avg Time Fire on a Call (Minutes) 47 60 25 25 Avg 9 -I -I Calls per Day 45 46 44 44 ' 117 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 the 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 is projected to make about 10,000 contacts during 1999. The operation of the Jail is included in this program. The jail books approximately 9,300 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. During 1998 and continuing in 1999 the Police Department is implementing the mobile data portion of our computer system. Each DARE student is contacted 17 different times during the course of the semester. In the past, our statistics reflected contact per DARE student, not each contact the officer had with the student. . Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Non - Uniform FTE Positions 20.10 20.10 20.10 20.20 Uniformed FTE Positions 8.00 8.00 8.00 8.00 28.10 28.10 28.10 28.20 Program Expenditures Personnel Services $ 903,920 $ 987,223 $ 987,064 $ 1,067,299 Materials and Supplies 89,329 100.660 100,567 110,384 Services and Charges 111,090 128,776 124.332 . 138,801 Maintenance 11,865 38,799 38,799 40.124 Capital 18,591 5,282 5,282 6,706 Transfers 45,033 48,918 48,918 45,550 $ 1,179,828 $ 1,309,658 $ 1,304,962 $ 1,408,864 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload DARE Contacts 2,524 700 7,730 11,900 Crime Prevention Contacts 14,006 10,000 13,000 13,000 Prisoners Booked into Jail 12,186 12,500 9,252 9,300 Citizen Complaints Investigated 15 38 14 24 Results 5th Graders in DARE Classes 100% 100% 1006/0 100% Citizen Complaints Sustained 5 6 2 2 Crime Rate (Local) 6.4 6.0 6.0 6.0 Policies Reviewed/Updated/Added 100% 20% 10% 10% 118 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 historical places. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Non -Uniform FTE Positions 4.13 5.13 5.13 7.13 Uniformed FTE Positions 72.00 74.00 74.00 78.00 76.13 79.13 79.13 85.13 Program Expenditures Personnel Services $ 2,710,079 $ 2,883,866 $ 2,811,785 $ 2,979,953 Materials and Supplies 14,182 19,344 18,364 18.265 Services and Charges 515,966 472,220 472,220 522.791 Maintenance 81,305 82,653 82,653 87,921 Capital 44,224 25,244 25.244 21,941 $ 3,365,756 $ 3 483 327 S 3,410,266 $ 3.630,871 Performance Measures ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload ' Population Served 52,976 54,626 54,626 55,523 Calls for Service 35,870 37,000 38,322 39,000 Traffic Accidents 3,503 3,400 3,412 3,000 Tickets Issued 15,454 16,500 18,000 18,000 Arrests Made 12,186 12,500 9,252 9,500 DWI Arrests 731 875 900 900 ' Results Emergency Response Time 3:51 5:00 4:45 5:00 Traffic Accidents Involving ' Fatalities/Injuries 5 / 722 5 / 650 3 / 575 4 / 580 Assigned Cases -Clearance Rate 76% 55% 70% 70% I ' 119 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 organized crime narcotic traffickers, conspirators and offenders through investigation, arrest, and preparation for prosecution. This Task Force plans to perform 330 drug investigations and make an arrest on each completed case. Program Staff Non -Uniform FTE Positions Uniform FTE Positions Actual 1997 1.40 2.00 3.40 Budgeted 199R 1.40 700 Estimated 1998 1.40 200 JAU JAU Budgeted 1999 1.30 2.00 3.30 Program Expenditures Personnel Services $ 123,040 S 123,656 $ 123,656 S 126.130 Services and Charges 159,265 178,543 178,543 191.668 Capital 0 0 0 19,506 $ 282,305 $ 302,199 $ 302,199 $ 337,304 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Drug Cases 336 330 360 350 Intelligence reports 225 250 • 270 270 Results Arrests made 398 325 350 350 Case Clearance Rate 81% 80% 81% 80% Drugs Seized Cocaine 4.2 ozs. 3.0 ozs. 3.0 ozs. 2.0 ozs. Marijuana 57.93 lbs 70.0 lbs. 50.0 lbs. 70.0 lbs. Methamphetamine 10.89 lbs 15.0 lbs.. 20.0 lbs. 25.0 lbs. 120 Fire Department Fire Chief Assistant Fire Chief If Prevention Operations Training & Continuing Aircraft Rescue & Fire Education Fighting IARFF) 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. 121 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 1998 expenditures are projected to be approximately $15,000 less than the amount budgeted for 1998. Budgeted 1999 expenditures are $3,921,733, which is an increase of approximately $236,000 above the 1998 budgeted amount. The 1999 Budget contains full year funding for the nine firefighters added in 1998. In 1998, the additional firefighters were phased in over the first eight months. The 1999 Budget adds utility costs associated with Fire Station Number Six. Fire Station Number Six is currently under construction and is scheduled to be completed during the second quarter in 1999. Participation in the Regional Hazardous Materials Emergency Response Team will continue in 1999 through the contribution of trained personnel and a portion of the program's funding. The Fayetteville Fire Department has five members on this team, which provides protection to Washington and Benton Counties. Category Totals Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Personnel Services $ 2,933,717 $ 3,278,915 $ 3,278,747 $ 3,487,957 Materials & Supplies 30,773 42,943 42,943 42,139 Services & Charges 230,186 263,866 262,864 309,115 Maintenance 63,255 70,796_ 69,471 69,41 I Operations 3,257,931 3,656,520 3,654,025 3,908,622 Capital 26,773 29,469 16,400 13, 1 11 Capital 26,773 29,469-..- 16,400 13,111 Total Department $ 3,284,704 $ 3,685,989 $ 3,670,425 $ 3.921,733 122 n ' Fire Department 1999 Goals 1. To achieve zero fire life loss in residential occupancy fires in the City in 1999. 2. To achieve zero fire life loss and not more than twelve civilian injuries in all fire incidents in the City in 1999. 3. To investigate and determine the cause of 80% of all structure fires in the City causing more than S 1,000 in property damage. 4. To conduct at least 1,200 fire code inspections, inspection follow-ups, and spot check inspections. ' 5. To have at least 3,000 kids go through the children's fire safety house in 1999. 6. To maintain an emergency response time average of four minutes or less on a month by month ' basis throughout the year. 7. To maintain an average structural fire control time of thirty minutes or less on 90% of all ' structural fires. 8. To assist Central EMS on at least 750 serious emergency medical incidents in 1999. ' 9. To total at least 16,000 man-hours of training activities department wide. 10. To have 54 employees certified at the EMT -BLS level by year's end. l 1. Certify twelve personnel in aircraft rescue and firefighting. 1 12. To respond to all incidents on the airport within 3.0 minutes or less from the time the alarm is received at Station #3. 1 r L Li I ' 123 Fire Department 1998 Goals & Results Goals 1. To achieve zero fire life loss in residential occupancy fires in the City. 2. To achieve zero fire life loss and not more than twelve civilian injuries in all fire incidents in the City. 3. To conduct at least 1,200 fire code inspections, inspection follow-ups, and spot check inspections. 4. To maintain an emergency response time average of four minutes'or less on a month by month basis throughout the year. 5. To stop 75% of all structure fires at less than a total loss. 6. To maintain an. average structural fire control time of thirty minutes or less on 90% of all structural fires. 7. To control monetary fire losses at not more than $.25 per dollar of property value involved/exposed to destruction by fire. 8. To total at least 15,000 man-hours of training activities department wide. 9. To have 74 employees certified at the Firefighter 11 level by year's end. 10. To have 46 employees certified at the EMT -BLS level by year's end. 1 I . To maintain all personnel certified in CPR. 12. To provide all apparatus drivers with a practical driving skills exercise at least once. 13. To maintain twelve certified ARFF firefighters available for duty at Station #3, with two on duty at all times. 14. To respond to all incidents on the airport within 3.0 minutes or less from the time the alarm is received at Station #3. 15. To have every ARFF certified firefighter participate in the extinguishment of at least one large flammable liquid fire during the year. Results 1. One civilian fatality occurred in an apartment building on October 1. 2. One fatality has occurred and nine injuries, none critical, occurred in all occupancy types. 3. 1,473 inspections were conducted. 4. Average emergency response time for 1998 was 3.77 minutes. 5. 92% of all working structural fires were stopped short of a total loss. 6. Average structural fire control time was 10.43 minutes. 7. Dollar loss was $.04 per dollar of property value exposed. 8. 16,900 man-hours of training documented. 9. Goal achieved. 10. Goal exceeded. 1!. Goal achieved. 12. These exercises were completed on August 20. 13. Goal achieved. 14. Average response time for 1998 was 1.53 minutes. 15. Goal achieved. 124 Ii Fire Department Program Expenditure Summary Ii II e e I Fund Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' 3010 Prevention Personnel Services $ 115,553 $ 135.858 $ 135,848 S 136,928 Materials and Supplies 6,345 8,894 8,894 9,744 Service and Charges 15,068 20,632 20.324 28,605 ' Maintenance 2,387 2.900 2,900 4,312 Capital 3,426 14,069 1,000 1,000 142.779 182,353 168,966 180.589 ' 3020 Operations Personnel Services 2,371,947 2,732,474 2,732,474 2,937,470 Materials and Supplies 20,885 28,549 28.549 26,800 Service and Charges 182,945 206,864 206.864 232,928 Maintenance 59,232 61,996 61,996 59,799 Capital 22,143 15,000 15,000 11,411 ' 2,657,152 3,044,883 3,044,883 3.268.408 3030 Training & Continuing Education Personnel Services 50,733 52,651 52,493 51,812 ' Materials and Supplies 2,018 1,250 1,250 1,495 Service and Charges 22,863 23,020 22,626 36,832 Maintenance 293 700 500 600 ital 1,204 400 400 700 ' Cap 77,111 78,021 77,269 91.439 3050 Aircraft Rescue & Fire Fighting ' Personnel Services Materials and Supplies Service and Charges Maintenance Total General Fund Total Fire Department F I f1 I Ii 395,484 357,932 357,932 361.747 1,525 4,250 4,250 4,100 9.310 13,350 13,050 10.750 1,343 5,200 4,075 4,700 407,662 380,732 379,307 381,297 3,284,704 3.685.989 3,670,425 3.921.733 $ 3,284,704 $ 3,685,989 $ 3,670,425 $ 3.921,733 125 Fire Department Personnel Summary 1996 1997 1998 1999 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 3.00 3.00 3.00 3.00 Fire Marshall (Battalion Chief) 1.00 1.00 1.00 1.00 Training Officer (Battalion Chief) 1.00 1.00 1.00 1.00 Assistant Fire Marshall (Fire Captain) 1.00 1.00 2.00 . 2.00 Fire Captain 18.00 21.00 24.00 24.00 Firefighter 46.00 46.00 51.00 51.00 Senior Secretary 1.00 1.00 1.00 1.00 Total Fire Department Personnel 73.00 76.00 85.00 85.00 I 126 Fire Department Fire Division Fire Prevention Program Fund 1010- General Program 3010 Program Description Objectives and Analysis: 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: I) the prevention of the starting of unfriendly fires; 2) the provision of devices, systems, facilities, and knowledge designed to keep small unfriendly fires that do start from becoming large fires; and 3) the provision of devices, systems, facilities, and knowledge aimed at enabling persons to safely escape unfriendly fire situations. These objectives are pursued through code enforcement during development planning, code enforcement in existing structures, securing reasonable "life safety with fire" requirements in occupancies, public educational activities with emphasis on fire prevention education for the young, and investigation of suspicious fires. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Uniformed FTE Positions 3.00 3.00 3.00 3.00 Program Expenditures Personnel Services $ 115,553 $ 135,858 $ 135,848 $ 136.928 Materials and Supplies 6,345 8,894 8,894 9.744 Services and Charges 15,068 20,632 20,324 28.605 Maintenance 2,387 2,900 2,900 4,312 Capital 3,426 14,069 1,000 1.000 $ 142,779 $ 182,353 S 168.966 $ 180,589 Performance Measures ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload ' Population of City 52,976 54,626 54,626 55,523 Residential Units 21,782 22,164 22,164 22,396 Total Inspections/Follow-Ups 1.462 1,200 1,400 1.200 Fire Dept Educational Contacts 7,707 6.000 7,500 7,000 Total Investigations 75 75 90 75 Fires of Suspicious Origin 25 30 30 25 ' Results Man -Hours All Inspections 1,027 950 1,400 950 Man -Hours Investigations 703 750 800 700 ' Loss of Life/Injury-Residential 1/ 1 0/ 6 1/ 6 0/ 6 Loss of Life/Injury-Occupancies 0/0 0/ 5 0/ 5 0/5 Summonses / Charges Filed 45 50 60 40 I 127 Fire Department Fire Division Operations Program Fund 1010- General Program 3020 Program Description Objectives and Analysis. 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 4.00 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 1997 1998 1998 1999 Program Staff Non -Uniform FTE Positions 1.00 1.00 1.00 1.00 Uniformed FTE Positions 62.00 71.00 71.00 71.00 63.00 72.00 72.00 72.00 Program Expenditures Personnel Services $ 2,371,947 $ 2,732,474 $ 2,732,474 $ 2,937,470 Materials and Supplies 20,885 28,549 28,549 26,800 Services and Charges 182,945 206,864 206,864 232,928 Maintenance 59,232 61,996 61,996 59,799 Capital 22,143 15,000 15,000 1 1,41 1 $ 2,657,152 $ 3 044 883 $ 3,044,883 S 3.268,408 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Fire Responses 862 950 600 700 Rescue/EMS Responses 801 750 800 800 Other Non -Fire Responses 62 30 55 60 Airport/Aircraft Responses 12 20 20 25 Non -City Responses 186 200 200 200 Non -Emergency Service Calls 349 500 500 500 Pre -Fire Surveys Completed 132 125 200 125 False Alarms 251 . 300 120 150 Results Property Exposed to Fire $14,956,172 $10,000,000 $21,000,000 $10,000.000 Property Value Destroyed $858,636 $2,500,000 $1,000,000 $2,000,000 Emergency Response Time Avg 3.73 min. 3.9 min. 3.9 min. 3.9 min. Structure Fire Control Time Avg 10.89 min. 30 min. 30 min. 30 min. % Fires Short of Total Loss 92.70% 75% 80% 75% 128 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 (FETN), 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. I Program Staff Uniformed FTE Positions Program Expenditures Personnel Services $ 50,733 $ 52,651 $ 52,493 S 51,812 Materials and Supplies 2,018 1,250 1,250 1,495 Services and Charges 22,863 23,020 22,626 36,832 Maintenance 293 700 500 600 Capital 1,204 400 400 700 $ 77,111 $ 78,021 $ 77.269 $ 91,439 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 1.00 1.00 1.00 1.00 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Fire Department Personnel 72 84 84 84 Certified Airport Firefighters 12 12 13 12 Safety Classes 12 12 12 12 Tactical Drills 24 24 24 24 Personnel Certified in CPR 72 84 81 84 Certified EMT's 47 46 50 54 Results Man -Hours, All Training 16,307 15,000 16,000 16,000 Line -of -Duty Injuries 5 12 8 12 Certified Firefighters 1/1l 72 74 80 84 Certified Driver/Operators 24 30 25 30 Certified Officers 1 64 65 65 68 I 129 Fire Department .Fire Division Aircraft Rescue & Fire Fighting (ARFF) Program Fund 1010 -General Program 3050 Program Description. Objectives. and Analysis: This program 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 the 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 1997 1998 1998 1999 Program Staff Uniformed FTE Positions 9.00 9.00 9.00 ' 9.00 9.00 9.00 9.00 9.00 Program Expenditures Personnel Services $ 395,484 $ 357,932 $ 357,932 $ 361,747 Materials and Supplies 1,525 4,250 4,250 4.100 Services and Charges 9,310 13,350 13,050 10,750 Maintenance 1,343 5,200 4,075 4,700 $ 407,662 $ 380,732 $ 379,307 $ 381.297 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/ Workload Enplanements/Deplanements-Daily 1,422 1,300 1,350 514 TO's/L's Commercial - Daily Avg. 76 73 68 44 Other TO's/L's - Daily Avg. 135 50 135 142 Aircraft Emergency Responses Year 6 8 8 8 Other AP Emergency Responses 5 10 4 10 Non -Emergency Service Calls 10 20 14 15 Results Life/Loss/injury Aircraft Accidents 0/ 0 0/ 0 0/0 0/0 Life/Loss/Inj Other AP Emergencies 0/ 0 0/ 2 0/ 2 0/ 2 Emergency Response Time Average 1.90 min 3.00 min. 2.00 min 3.00 min Certified ARFF Personnel 12 12 13 12 130 U I I U 1 1 I 1 1 Public Works Department Public Works Director Engineering 1I I Street III Solid Waste Water & Sewer I Traffic I Maintenance Parks & Recreation Inspections Planning I Wastewater Treatment Plant Mission Statement The mission of the Public Works Department is to make the City of Fayetteville a safer and more attractive place to live and work, protect the City's natural environment, provide the highest quality of service, continue to improve our efficiency and effectiveness, and be the best Public Works department in the State of Arkansas. 131 PUBLIC WORKS DEPARTMENT OVERVIEW The Public Works Department consists of ten divisions: Public Works Director, Engineering, Planning, Inspections, Street, Water & Sewer Maintenance, Wastewater Treatment Plant, Solid Waste, Parks and Recreation, and Traffic. The 1999 Budget of $38,889,299 is approximately $4.0 million less than the 1998 budget. The decrease is attributed to the completion of several large Water & Sewer Improvement projects in 1998, offset partially by increases in the Solid Waste Fund for the curbside recycling program changes, increased equipment cost in Parks & Recreation, Street, Water & Sewer Maintenance Divisions, increased funding for improvements for the wastewater treatment plant and sewer collection system improvements, an increase in depreciation charges, and additional personnel. The additional personnel for the department are funded in Water & Sewer Fund, Parks Development Fund and General Fund. The personnel in the Public Works Department have increased by 5.25 positions. The personnel changes include: the addition of two Maintenance Workers in the Water & Sewer Maintenance Division; increasing the part-time Senior Clerk -Typist in the Sidewalk & Trails Maintenance Program to full time; a Staff Engineer in the Engineering Division; increasing the part-time Senior Clerk -Typist to full time, and adding 2.25 Maintenance Workers for Parks & Recreation Division. The increases are offset partially by the reduction of one FTE in Parks & Recreation. The FTE reduction was accomplished by realigning recreation activities between the City and the Fayetteville Youth Center. Some of the major projects planned for the Public Works Department in 1999 are: street improvements to Dickson Street, Poplar Street, and Highway 16 West; bridge & drainage improvements for Steel Property Cost Share; Ora Drive drainage improvements; continuation of the Girls Softball Complex; Highway 265 Water/Sewer relocations; Dickson Street Water/Sewer relocations; Highway 16 West Water/Sewer relocations; and Wastewater Treatment Plant expansion. Additionally, further developments in the City's recycling and composting programs, continued sewer system rehabilitation efforts, continuation of an in-house construction crew for the Sidewalk & Trails Maintenance Program, installation of new traffic signals, and upgrading existing traffic signal systems are planned for 1999. Personnel Services Materials & Supplies Services & Charges Maintenance Operations Capital Depreciation Capital and Other Total Department Category Totals Actual Budgeted 1997 1998 5,918,279 $ 696,494 15,226,308 357,404 22,198,485 2,443,737 4,767,600 7,211,337__ 6,948,745 $ 954,582 19,377,466 506,561 27,787,354 10,001,873 5,122,197 15,124,070 Estimated Budgeted 1998 t 1999 6,716,408 $ 7,411,788 909,733 1,017,928 18,689, 898 18,000,745 495,339 422,698 26,811,378 26,853,159 9,948,301 6,721,993 5,122,197 5,314,147 15,070 498 12,036,140 $ 29,409,822 $ 42,911,424 $ 41,881,876 $ 38.889,299 132 I I I I I I I it I I LI I I n I Public Works Department 1999 Goals To complete at least six in-house engineering and construction projects and to administer eight contract engineering and/or construction projects. Participate, as needed, in the wastewater treatment plant expansion site location. Select an engineering firm(s) and begin the detailed engineering for the facility. Prepare revisions and updates to the City's water standards and the drainage manual. 4. Review all proposed development for general compliance with the City's requirements including: water, sanitary sewer, storm water, grading and street design. To provide customer service by providing notification of upcoming public and committee meetings, board and commission actions, and by making zoning and floodplain determinations upon request. 6. To review and consider presenting an ordinance to adopt the Arkansas Energy Code. 7. To keep architects, engineers, contractors and the public informed of significant code revisions and changes in policy and procedures. 8. Improve enforcement of ADA and Fair housing regulations, the Sign Ordinance, property inspections, and the Raze and Removal Ordinance. 9. To provide assistance, guidance and requirements to associations operating programs at park .facilities to ensure quality programs are being offered. 10. To develop an annual scheduled maintenance program for all City parks including mowing and facility upkeep. 11. Library programming will meet the lifelong teaming, cultural, scientific, and business needs of our diverse community of families and individuals by increasing programs offered to children and adults by 30%. 12. The Library will enhance services, expand resources, and increase visibility by pursuing mutually beneficial partnerships with other libraries, government and community agencies, educational institutions, business and industry, and the public. 13. The Library will increase the number of volunteers and the number of hours contributed by volunteers by 100% (for a total of 6.72 FTE or 13,980 hours of volunteer support) by establishing a half-time volunteer coordinator who will recruit, place, train, and supervise 1 volunteers. This will be a model program I J 133 Public Works Department 1999 Goals (continued) 14. To install at least 100 new 9" high reflective street markers on collectors and arterials to increase visibility at night and during inclement weather. To install approximately 100 new 6" high reflective street markers in new subdivisions and to install two traffic signals (location to be determined by MUTCD traffic signal warrant study). 15. Addition of 31 intersections to the Closed Loop Traffic Signal System. 16. To provide public education activities and coordination with .the Tree and Landscape Advisory Committee, and to pursue establishment of.City street tree inventory utilizing Geographic Information System (GIS) software. 17. To overlay and improve 140,000 to 150,000 square yards of street annually. 18. To, remove and replace broken and unsafe sidewalks, to provide inspections for all approaches and sidewalks for new construction, to add sidewalks to areas that should be connected and to add access ramps to sidewalks as required. 19. To construct at least 8,000 feet of new or replacement water main and 4,000 feet of new or replacement sewer main. 20. To reduce sewer overflows to fewer than 70 and to reduce water leaks to fewer than 340. 21. To comply with the NPDES permit limitations for plant discharge 99% of the time and to experience no enforcement actions from regulatory agencies. 22. To provide curbside collection of household waste, recyclables,. yard waste, and miscellaneous bulk items to approximately 16,000 households and to provide collection services to approximately 2,200 commercial accounts totaling approximately 24,000 tons of waste. 23. The Solid Waste Division will implement bin based collection in our residential curbside recycling program and add junk mail to the list of commodities collected. 24. The Solid Waste Division will expand commercial recycling through Citywide cardboard, white ledger, and blue bag recycling programs and will process approximately 3,000 tons of commercial and residential recyclables through our recycling center in 1999. 134 Public Works Department 1998 Goals & Results Goals Results 1 I. To complete at least 10 in-house engineering and I. Completed engineering on 14 in-house projects and construction projects and to administer five contract administered nine engineering contracts. engineering and/or construction projects. 2. To make a final decision on the new wastewater 2. Staff identified suitable land for siting the plant and ' treatment plant site. Select an engineering firm(s) and negotiated a purchase option for six months, which begin the detailed engineering for the facility, can be extended for an additional six months. ' 3. To continue working on the Unified Development 3. The UDO was presented to the City Council and Ordinance (UDO) by coordinating input from the adopted on June 16, 1998. Planning Commission, various other Public Works ' Divisions, and the City Attorney's Office. To present the UDO to the City Council in 1998. ' 4. To practice and encourage sound planning principles 4. The Planning Division continued implementation of by utilizing the Land Use Plan as a guide to local the Land Use Plan through the review of planning activity, by continuing the enforcement of approximately 250 applications for compliance with development regulations such as zoning, subdivision, adopted ordinances and standards. and floodplain management. 5. To provide customer service by providing notification 5. The Planning Division provided notice of upcoming ' of upcoming public meetings and committee, board public meetings by publishing legal notices, display and commission actions, and by maintaining a library ads, and by posting signs on -site for specific requests. of planning and flood damage prevention materials. The Planning Division maintains a library of current periodicals and books related to planning and floodplain management. I 6. To review enforcement of re -roofing of single family 6. Communicated with other cities concerning their residences and consider presentation of ordinance for policy and procedures. More to be considered in permitting and inspecting. 1999. ' 7. To review and consider presenting an ordinance to 7. Training and justification is in progress. Ordinance adopt the Arkansas Energy Code. to City Council in early 1999. 8. To develop a general security plan both for general 8. Each week, a list of parks reserved for large events use of all outdoor park areas, facilities, buildings, and and gatherings are faxed to the police department. for specific group program/activity functions. The Police Bicycle Patrol make daily visits to Veterans Memorial Park and periodically ride the trails. The presence of the park patrol helps make the park patrons feel more secure and safe. A Park ' Watch Program was started in July. Currently Gulley, Asbell and Lewis Park Watch Programs are active. Officer Gabbard is trying to reactivate the Wilson Neighborhood Watch program. 9. To develop written procedures for fiscal management 9. Policies and procedures are being reviewed and of the Parks and Recreation Division. revised with swimming pool, athletic field reservations, and tournament fees completed. I 135 Public Works Department 1998 Goals & Results (continued) Goals 10. To complete automation of the card catalog, circulation processes, and patron files at the City Library, begun in 1997, using alternative funding sources. II. To purchase traffic signal timing plan optimization software for development of better system coordination. 12. To install at least 100 new 9" high reflective street markers on collectors and arterials to increase visibility at night and during inclement weather. To install approximately 100 new 6" high reflective street markers in new subdivisions and to install two traffic signals next year (location to be determined by MUTCD traffic signal warrant study). 13. To add 31 intersections to the Closed Loop Traffic Signal System. We will coordinate North Street, Dickson Street, Sixth Street (Highway 180), Garland Avenue, Township Road, Sycamore Street, and Joyce Blvd. 14. To develop a complete revision of the City Landscape Manual. 4 15. To provide public education activities and coordination with the Tree and Landscape Advisory Committee and to pursue establishment of City street tree inventory utilizing Geographic Information System (GIS) software. 16. To overlay and improve 130,000 square yards of street annually. 17. To perform 4,000 man hours. of work for other City divisions and to build 2-3 parking lots associated with other City projects. 18. To remove and replace broken and unsafe sidewalks, to provide inspections for all approaches and sidewalks for new construction, to add sidewalks to areas that should be connected and to add access ramps to sidewalks as is required or needed. 19. To construct at least 8,000 feet of new or replacement water main. Results 10. Office automation is virtually complete. Management all have workstations and staff has access to shared workstations. II. Goal achieved. The Traffic Division has purchased PASSER II progression software, and TSPP time space timing software. 12. Goal achieved. Our goal is to continue until all collectors and arterials have 9" street markers. 13. Goal not achieved. The AHTD put a stop work order on the job while equipment was changed.from spread spectrum radios to FCC licensed fixed frequency radios for better coverage and more power. Completion is now scheduled for 1999. 14. Due to staff changes, the City's Landscape Manual• is scheduled to be completed by April 1999. 15. More than twenty five individuals providing Tree Pruning Services were certified through the City's training program required by the Tree Ordinance. A "Tree Tips Live" seminar was held.for the public. 16. 102,900 square yards were completed in 1998. 17. 2,265 man hours of work were performed and one parking lot was completed. 18. 2,315 linear feet of broken and unsafe sidewalk was removed and replaced and eight driveway approaches and sixteen access ramps were replaced in 1998. 321 inspections of sidewalks and driveway approaches. and/or access ramps were performed for the year. 19. Constructed approximately 9,800' of water main in 1998. 136 Public Works Department 1998 Goals & Results (continued) I Goals 20. To reduce sewer overflows to fewer than 80 and to reduce water leaks to fewer than 360. 21. To maintain the water and sewer based costs at or below those listed below, while maintaining or improving our current high level of customer service: Administrative cost per customer: $46.21, Water O&M cost per customer: $34.85, and Sewer O&M cost per customer: $44.90. 22. To comply with the NPDES permit limitations for plant discharge 99% of the time and to experience no enforcement actions from regulatory agencies. 23. To provide curbside collection of household waste, recyclables, yard waste, and miscellaneous bulk items to approximately 17,000 households and to provide collection services to approximately 2,900 commercial accounts, which totals approximately 230,000 collections and 23,000 tons of waste. 24. To increase curbside recycling participation to 75% citywide. ' 25. To add at least one more material to the list of materials collected in our residential recycling ' program. I I I 137 Results 20. We had 136 sewer overflows in 1998 of which 62 were attributed to major rains. We had 421 water leaks in 1998. Over 40 of these were a direct result of the street improvement project in the Community Development target area. 21. 1999 projected rates meet the objectives for 1998. with water and sewer based costs as follows: Administrative cost per customer: $45.11; Water O&M cost per customer: $33.16; and Sewer O&M cost per customer: $44.43. 22. Goal achieved. 23. The Solid Waste Division successfully provided curbside collection of household waste, recyclables. yard waste, and miscellaneous bulk items to 15.880 active residential accounts, which totaled 11,029 tons of waste, and provided collection services to 2.000 commercial accounts totaling 22,366 tons of waste. 24. The 1998 curbside waste audit indicated a 77% citywide curbside recycling participation rate. Staff expects the 1999 curbside waste audit to reveal an even higher participation rate. 25. Effective January of 1999. junk mail will be added to our list of commodities collected in our residential curbside recycling program. The addition of junk mail increases the list of collected commodities to eleven. Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 General Fund 6200 Public Works Director Personnel Services - , $ 188,487 $ 203,302 S 197,266 $ 192.252 Materials & Supplies 1,097 900 900 900 Service and Charges 9,854 9,082 9,082 8,958 Maintenance 107 250 100 250 Capital 260 0 0 0 199,805 213,534 207,348 202,360 6210 Engineering Plans & Specifications Personnel Services 249,675 257,379 257,379 319,260 Materials & Supplies 4,917 7,308 7,308 11,450 Service and Charges 7,737 13,025 13,025 12,525 Maintenance 449 750 750 500 Capital 3,954 5,782 5,782 10,400 266,732 284,244 284,244 354,135 6220 Engineering Operations & Administration Personnel Services 173,180 175,280 175,280 180,811 Materials & Supplies 2,530 16,500 16,500 4,400 Service and Charges 16,394 31,825 31,825 28,034 Maintenance 425 1,250 1,250 1,000 Capital 588 500 500 650 193,117 225,355 225,355 214,895 6230 Right of Way Acquisition Personnel Services 77,855 82,932 51,790 90,582 Materials & Supplies 1,651 1,900 1,600 1,600 Service and Charges 318 4,300 1,300 8,800 Maintenance 0 - 200 200 200 Capital 3,926 500 200 800 83,750 89,832 55,090 101,982 6240 Public Construction Personnel Services 155,293 177,038 175,846 179,189 Materials & Supplies 933 0 0 0 Service and Charges 29,031 22,741 22,741 23,589 Maintenance 2,831 4,381 4,381 4,051 Capital 5,134 500 500 500 193,222 204,660 203,468 207,329 6300 Planning Personnel Services 276,693 321,431 289,680 326,782 Materials & Supplies 13,903 16,152 16,152 18,600 Service and Charges 66,921 63,868 63,180 63,180 Maintenance 363 800 800 800 • Capital 7,323 6,201 5,101 0 • 365,203 408,452 374,913 409,362 138 Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 6400 Inspections Personnel Services 326,462 364,188 358,484 362,947 Materials & Supplies 5.785 6,885 6,885 6,450 Service and Charges 42,806 53,056 50,581 61,938 Maintenance 4,423 5,386 5,248 5,848 Capital 13,198 7,567 7,567 2,840 392,674 437,082 428,765 440,023 5200 Parks Administration Personnel Services 98,049 150.216 150,216 164,283 Materials & Supplies 1.799 2,600 2,600 4,050 Service and Charges 13,878 18,859 18,859 19,888 Maintenance 934 2,100 2,100 1,250 Capital 3,761 2,500 2,500 3,350 118,421 176,275 176,275 192,821 5210 Swimming Pool Personnel Services 70,803 69,821 69,821 71,151 Materials & Supplies 11,544 28,360 28,360 28.460 Service and Charges 20,870 21,039 21,039 25,209 Maintenance 5,087 6,000 6.000 6,000 Capital 354 1,020 1,020 1,020 108,658 126,240 126,240 131,840 5220 Athletics & Recreational Transfers Personnel Services 96,701 145,323 145,323 168.612 Materials & Supplies 12,148 34,657 34,657 36,472 Service and Charges 167,012 191,614 191,614 187,688 Maintenance 66 0 0 0 Capital 561 200 200 200 276,488 371,794 371,794 392,972 5240 Library Service and Charges 391,532 473,900 473,900 561.822 391,532 473,900 473,900 561,822 5250 Lake Maintenance Personnel Services 9,756 14,048 14,048 0 Materials & Supplies 507 500 500 500 Service and Charges 54,937 50,700 50,700 53,008 Maintenance 2,348 3.000 3,000 0 Capital 470 3,600 3,600 3,600 68,018 71,848 71,848 57,108 5260 Park Maintenance Personnel Services 303,488 312,209 312,209 291,603 Materials & Supplies 19,319 8,784 8,784 9,475 Service and Charges 131,509 151,648 151,648 155,605 Maintenance 51,364 49,658 49,658 49,621 Capital 6,227 12,543 12,543 8,621 511,907 534,842 534,842 514,925 I I 139 Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 5310 Traffic Engineering& Planning Personnel Services 79,551 81,193 81,193 83,308 Materials & Supplies 256 150 150 910 Service and Charges 7,209 7,562 7,562 7,812 Maintenance 550 140 140 260 Capital 540 0 0 0 88,106 89,045 89,045 92,290 5320 Traffic Control & Parking Meter Personnel Services 127,039 141,033 141,033 147,807 • Materials & Supplies 5,582 3,600 3,600 3,375 Service and Charges 78,292 77,101 77,101 96,872 Maintenance 20,145 18,388 18,388 17,060 Capital 2,563 200 200 200 233,621 240,322 240,322 265,314 5450 Public Lands Maintenance Personnel Services 141,154 181,826 181,826 215,547 Materials & Supplies 5,598 1,282 1,282 3,000 Service and Charges 24,544 25,546 25,546 26,010 Maintenance 3,024 2,000 2,000 2,750 Capital 13,642 4,100 4,100 0 187,962 214,754 214,754 247,307 Total General Fund 3,679,216 4,162,179 4,078,203 4,386,485 Street Fund Operations & Administration 4100 Personnel Services 170,011 228.175 228,175 264,994 Materials & Supplies 11,312 9,550 9,550 9,750 Service and Charges 446,760 467,495 467,495 461,299 Maintenance 6,433 10,982 10,982 9,494 Capital 10,136 8,750 8,750 4,000 644,652 724,952 724,952 749,537 4110 Right of Way Maintenance Personnel Services 104,450 114,281 114,281 140,483 Service and Charges 89,049 101,456 101,456 106,227 • Maintenance 4,583 4,750 4,750 4,750 Capital 2,397 4,000 4,000 4,000 200,479 224,487 224,487 255,460 4120 Street Maintenance Personnel Services 423,786 435,038 435,038 421,766 Materials & Supplies 115,877 163,082 163,082 145;832 Service and Charges 517,681 621,942 621,942 659,783 • Maintenance 26,699 25,000 25,000 25,000 Capital. 1,619 4,500 4,500 2,500 1,085,662 1,249,562 1,249,562 1,254,881 140 I I Ii I 4130 Drainage Maintenance Personnel Services Materials & Supplies Service and Charges Maintenance Capital Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 154,680 165,223 157,119 182,721 14,973 15.000 15,000 17.500 233,890 147.651 147,651 196,939 6,394 5.000 5,000 3,000 3,359 20,797 20,509 2,500 413,296 353,671 345,279 402,660 5500 Street Construction Capital 0 126,200 126,200 0 0 126,200 126,200 0 5530 Sidewalk & Trail Maintenance ' Personnel Services 56,285 141,896 127,628 142,140 Materials & Supplies 0 3,335 0 1,500 Service and Charges 16,056 63,092 38,506 97.923 Maintenance 796 2,500 1,566 5,249 Capital 13,629 9,162 9,003 4,600 86,766 219,985 176,703 251.412 Total Street Fund 2,430,855 2,898,857 2,847,183 2,913,950 1 I Ii I I !' 4 1 lim 9250 Parks Development & Maintenance Personnel Services Materials & Supplies Service and Charges Maintenance Capital Total Parks Development Fund 114,254 180,195 180,195 244.580 3,394 8,800 8,800 2.200 57,257 84,175 76,408 157,815 43,076 54,681 54,681 63,661 264,746 1,916.307 1,865,707 769.731 482.727 2,244,158 2,185,791 1,237,987 482,727 2,244,158 2,185,791 1.237,987 3800 Water Purchased Service and Charges 3,628,302 4,728,000 4,398,000 4,928,000 Depreciation 64,105 0 0 0 3,692,407 4,728,000 4,398,000 4,928.000 4000 Operations & Administration Personnel Services 429,748 512,008 512,008 588,884 Materials & Supplies 14,992 19,100 19,100 26,450 Service and Charges 1,754,398 1,894,846 1,894,846 1,899.574 Maintenance 24,747 43,600 43,600 44,700 Capital 24,717 35,240 35,240 31,171 Depreciation 28,957 29,286 29,286 7,231 2,277,559 2,534,080 2,534,080 2.598.010 I 141 Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 4310 Water Distribution Personnel Services 314,899 371,004 371,004 452,292 Materials & Supplies 238,076 210,019 210,019 300,000 Service and Charges 287,184 .261,831 261,831 317,936 Maintenance 11,672 8,500 8,500 15,000 Capital 0 10,000 10,000 10,000 Depreciation 964,390 1,141,028 1,141,028 1,249,404 1,816,221 2,002,382 2,002,382 2,344.632 4330 Water Storage and Pump Maintenance Personnel Services 71,380 83,877 83,877 89,641 Materials & Supplies 10,655 9,000 9,000 12,500 Service and Charges 32,588 33,579 . 33,579 43,033 Maintenance 1,426 1,500 1,500 1,500 Depreciation 20,134 20,134 20,134 20,135 136,183 148,090 148,090 166,809 4410 Sewer Main Maintenance Personnel Services 475,540 546,886 544,960 560,690 Materials & Supplies 96,302 127,914 112,000 118,000 Service and Charges 413,611 463,873 463,873 484,095 Maintenance 14,419 18,000 12,000 14,000 Capital 0 10,000 10,000 10.000 Depreciation 762,497 853,823 853,823 940,354 1,762,369 2,020,496 1,996,656 2,127,139 5100 Waste Water Treatment Plant Materials & Supplies 3,005 3,004 3,004 3,004 Service and Charges 3,375,070 3,678,185 3,678,164 3,796,796 Maintenance 53,123 148,359 148,359 41,700 Capital 5,534 1,500 1,500 1,500 Depreciation 2,786,337 2,913,972 2,913,972 2,913,208 6,223,069 6,745,020 6,744,999 6,756,208 5600 Capital Water Mains Materials & Supplies II 0 0 0 Service and Charges 11,765 214,400 214,400 1,000 Capital 779,707 7,017,084 7,017,084 1,600,000 791,483 7,231,484 7,231,484 1,601,000 5610 Water & Sewer Capital Capital 41,386 12,100 12,100 31,785 41,386 12,100 12,100 31,785 5620 Water & Sewer Connections Personnel Services 98,805 112,858 112,858 110,627 Materials & Supplies 64,911 78,000 53,000 56,000 Service and Charges 36,443 59,960 58,929 63,347 Maintenance 1,416 2,500 2,500 2,000 201,575 253,318 227,287 231,974 142 Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 5700 Sewer Main Construction Service and Charges 147,674 2,017,555 2,017,555 250.000 Capital 6,548 99,864 99.864 2.900,000 154,222 2,117,419 2,117,419 3,150,000 5800 Waste Water Treatment Plant Capital Service and Charges 63 200 200 200 Capital 1,190,846 258,543 258,543 1,177,000 1,190,909 258,743 258,743 1,177 200 6800 Debt Service Service and Charges 788,899 777,283 767,954 745,792 788,899 777,283 767,954 745,792 Total Water & Sewer Fund 19,076,282 28,828,415 28,439.194 25,858,549 5000 Operations & Administration Personnel Services 269,922 343,799 330,713 353,761 Materials & Supplies 5,110 7,550 7,550 8,600 Service and Charges 420,056 427,194 426,971 456,724 Maintenance 5,267 3,150 3,150 4,600 ' Capital 1,985 11,900 11,900 11,900 Depreciation 4,197 4,898 4,898 11,200 706,537 798,491 785,182 846,785 5010 Commercial Collections Personnel Services 258,969 286,773 269,862 293.996 Materials & Supplies 806 5,000 5,000 5,000 ' Service and Charges 976,647 1,080,425 909,340 978,404 Maintenance 21,962 32,250 30,250 32,250 Capital 21,649 26.050 26,050 2.500 Depreciation 27,095 44,045 44,045 47.574 1,307,128 1,474,543 1,284,547 1,359,724 5020 Residential Collections Personnel Services 325,775 362,918 353,566 379,534 ' Materials & Supplies 324 72,000 72,000 132,000 Service and Charges 628,239 641,521 586,279 597,106 Maintenance 24,875 36,982 34,982 37,500 ' Capital 1,668 7,150 7,150 1,150 Depreciation 691 1,049 1,049 1,371 981,572 1,121,620 1,055,026 1,148,661 5060 Recycling Personnel Services 161,914 272,253 190,325 277.819 Materials & Supplies 28,523 91,200 91,200 47500 Service and Charges 179,010 252,977 203,179 293,608 Maintenance 12,824 9,800 9.800 22.800 Capital 11,096 368,863 368,788 122,375 Depreciation 109,197 113,962 113,962 123.670 502,564 1,109,055 977,254 887,772 ' 143 Public Works Department Program Expenditure Summary Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 5070 Composting Personnel Services 113,675 114,342 103,405 113,726 Materials & Supplies 654 2,450 2,150 2,450 Service and Charges 122,822 143,960 111.637 124,206 Maintenance 5,576 4,704 4,704 5,904 Capital 214 8,650 7,600 3,100 242,941 274,106 229,496 249,386 Total Solid Waste Fund 3,740,742 4,777,815 4,331,505 4,492,328 Total Public Works Department $ 29,409,822 $ 42,911,424 $ 41,881,876 $ 38,889,299 F Public Works Department Personnel Summary 1996 1997 1998 1999 ' 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 1.00 1.00 1.00 1.00 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 1.00 1.00 1.00 1.00 Maintenance Worker 11 1.00 1.00 2.00 2.00 Senior Clerk Typist 0.00 0.00 0.50 1.00 Trailways/Sidewalks Coordinator 1.00 1.00 1.00 1.00 Public Works Crew Leader 1.00 2.00 2.00 2.00 Maintenance Worker IV 0.00 2.00 2.00 2.00 ' Maintenance Worker 111 1.00 1.00 2.00 2.00 Square Gardens Manager 1.00 1.00 1.00 1.00 Lead Gardener (Part-time) 0.50 0.50 0.50 0.50 ' Gardener (Part-time) 0.50 0.50 0.50 0.50 7.00 10.00 12.50 13.00 Engineering Division City Engineer 1.00 1.00 1.00 1.00 Staff Engineer 3.00 3.00 3.00 4.00 Project Inspector 3.00 4.00 4.00 4.00 Engineering Assistant 1.00 1.00 1.00 1.00 ' Senior CAD Drafter 1.00 1.00 I.00 1.00 CAD Drafter 3.00 3.00 3.00 3.00 Land Agent 2.00 3.00 3.00 3.00 Senior Secretary 1.00 1.00 1.00 1.00 ' Surveying Assistant (Temporary) 0.00 1.00 1.00 1.00 15.00 18.00 18.00 19.00 Planning Division City Planner . 1.00 1.00 1.00 1.00 Planner 1.00 1.00 1.00 1.00 Associate Planner 1.00 1.00 1.00 1.00 Senior Secretary 1.00 1.00 1.00 1.00 Senior Planning Clerk 1.00 1.00 1.00 1.00 Senior Clerk Typist 1.00 1.00 1.00 1.00 Permit Clerk 1.00 1.00 1.00 1.00 Planning Intern 0.50 0.50 0.50 0.50 Development Coordinator 1.00 1.00 1.00 1.00 CAD Drafter 1.00 1.00 1.00 1.00 ' 9.50 9.50 9.50 9.50 Inspections Division Inspections Division Director 1.00 1.00 1.00 1.00 Residential Inspector 2.00 2.00 2.00 2.00 Property and Sign Inspector 0.50 1.50 1.50 1.50 Commercial / Residential Inspector 2.00 2.00 2.00 2.00 Plan Examiner / Inspector 1.00 1.00 1.00 1.00 Inspections 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 9.50 10.50 10.50 10.50 ' 145 Public Works Department Personnel Summary 1996 1997 1998 1999 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 12.00 12.00 12.00 12.00 Crew Leader - Tank / Pump 0.00 0.00 . 1.00 1.00 Field Service Representative 3.00 3.00 3.00 3.00 Maintenance Worker III 11.00 11.00 10.00 11.00 Maintenance Worker IV 9.00 9.00 10.00 11.00 Sewer Maintenance Tech 1I 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 2.00 2.00 2.00 Public Works Data Clerk 0.00 1.00 1.00 1.00 41.00 43.00 44.00 46.00 Street Division Street Maint. Superintendent 1.00 1.00 1.00 1.00 Crew Leader 4.00 4.00 4.00 4.00 Maintenance Worker 11 2.00 2.00 2.00 2.00 Maintenance Worker 111 8.00 10.00 10.00 10.00 Maintenance Worker IV 7.00 7.00 7.00 7.00 Operations Assistant 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 2.00 2.00 Temporary Maintenance Worker 1I 5.00 5.00 5.00 5.00 29.00 31.00 32.00 32.00 Solid Waste Division Environmental Affairs Administrator Operations Supervisor Public Works Crew Leader Lead Worker • Truck Driver Tender Truck Driver Maintenance Worker III Operations Assistant Maintenance Worker IV Waste Reduction Coordinator 1.00 1.00 0.00 11.00 14.00 5.00 1.00 2.00 3.00 IOU 1.00 1.00 2.00 11.00 12.00 5.00 1.00 2.00 3.00 1.00 39.00 1.00 1.00 3.00 7.00 1.00 7.00 1.00 2.00 9.00 1.00 43.00 1.00 t.00 3.00 7.00 1.00 7.00 1.00 2.00 9.00 1.00 43.00 Parks & Recreation Division Parks & Recreation Superintendent 1.00 1.00 1.00 1.00 Parks Development Coordinator 1.00 1.00 1.00 1.00 Public Works Operations Assistant 2.00 2.00 2.00 2.00 Senior Clerk Typist 0.00 0.00 0.50 1.00 Turf& Facility Coordinator 1.00 1.00 1.00 1.00 Fayetteville Youth Center Director 0.00 0.00 1.00 1.00 Parks Maintenance Supervisor 1.00 1.00 1.00 1.00 Senior Program Coordinator 1.00 1.00 1.00 1.00 Program Coordinator 1.00 1.00 1.00 1.00 Program Coordinator Assistant 0.40 0.40 0.40 0.50 Maintenance Worker II 2.00 2.00 3.00 4.50 Maintenance Worker 111 2.00 2.00 3.00 •3.00 Maintenance Worker IV 1.00 1.00 1.00 1.00 Building Maintenance Worker V 1.00 1.00 2.00 2.00 146 V. Y Public Works Department Personnel Summary ' 1996 1997 1998 1999 Division/Title Employees Employees Employees Employees Landscape Maintenance Specialist 1.00 1.00 1.00 1.00 Landscape Maintenance Assistant 1.00 1.00 1.00 1.00 ' Groundskeeper (Part-time) 7.30 7.30 5.45 5.45 Custodian 0.90 0.90 1.25 1.25 Ballfield Maintenance (Part-time) 0.00 0.00 0.00 0.75 Concession Manager (Part-time) 0.55 0.55 0.55 0.55 Concession Worker (Part-time) 1.35 1.35 1.35 1.35 Pool Manager (Part-time) 0.35 0.35 0.35 0.35 Assistant Pool Manager (Part-time) 0.60 0.60 0.60 0.60 Lifeguard/instructor (Part-time) 2.65 2.65 2.65 2.65 Cashiers (Part-time) 0.50 0.50 0.50 0.50 Dance Instructor (Part-time) 0.26 0.26 0.26 0.00 Playground Supervisor (Part-time) 0.38 0.38 0.38 0.00 Tennis Instructor (Part-time) 0.14 0.14 0.14 0.00 Trip Supervisor (Part-time) 0.19 0.19 0.19 0.00 Arts and Crafts Instructor (Part-time) 0.19 0.19 0.19 0.00 Public Works Crew Leader 1.00 1.00 1.00 1.00 Gym Supervisors (Part-time) 0.00 0.00 1.50 1.56 32.76 32.76 37.26 39.01 ' Traffic Division Traffic Superintendent 1.00 1.00 1.00 I.00 Traffic Signal Supervisor 1.00 1.00 1.00 1.00 Traffic Signal Technician 1.00 1.00 1.00 1.00 ' Traffic Technician 1.00 2.00 2.00 2.00 PW Data Clerk 1.00 1.00 1.00 1.00 5.00 6.00 6.00 6.00 Total Public Works Personnel 190.76 202.76 215.76 221.01 1 I ' 147 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. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 3.00 3.00 3.00 3.00 Program Expenditures Personnel Services $ 188,487 $ 203,302 $ 197,266 $ 192,252 Materials and Supplies 1,097 900 900 900 Services and Charges 9,854 9;082 9,082 8.958 Maintenance 107 250 100 250 Capital 260 0 0 0 S 199,805 $ 213,534 S 207,348 S 202.360 1. Oversee completion of the 1999 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 1999. 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. Public Works Department City Engineering Division Plans and Specifications Program Fund 1010 -General Program 6210 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. 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 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 5.35 5.35 5.35 6.35 ' Program Expenditures Personnel Services $ 249.675 $ 257,379 $ 257,379 $ 319,260 Materials and Supplies 4,917 7,308 7,308 11,450 Services and Charges 7,737 13,025 13,025 12,525 Maintenance 449 750 750 500 Capital' 3,954 5,782 5,782 10.400 $ 266,732 $ 284,244 $ 284,244 $ 354,135 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' Demand/Workload 1. CIP Projects Assigned to Division 50 46 53 41 2. Value ofC1P Projects Assigned $16,734,000 $17,362,000 $18,910,000 $14,847,000 ' 3. In-house Preparation of Plans/ Specifications for CIP Projects 6 10 16 I8 4. Management of Eng Contracts 9 13 16 12 5. In -House Studies and Reports 2 2 3 3 Results 1. CIP Projects - Completed 9 14 8 15 2. CIP Projects - In Progress 26 25 31 33 3. Amount of CIP Projects Completed / Expensed $5,495,000 $5.464.000 $5.977,000 $6,500,000 4. Amt. of CIP Projects - Obligated $1,761,000 $2,325,000 $2,125,000 $4.000.000 ' 149 Public Works Department • City Engineering Division Operations & Administration Program Fund 1010- General Program 6220 Program Description Objectives and Analysis: The purpose of this program is to administer the other programs of the City Engineering Division and maintain records of subdivisions, land use, water lines, 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 Staff Full -Time Equivalent Positions Program Expenditures Actual Budgeted 100'7 1002 Estimated 1002 Budgeted 1000 5.15 5.15 5.15 . 5.15 Personnel Services $ 173,180 $ 175,280 $ 175,280 $ 180.811 Materials and Supplies 2,530 . 16,500 16,500 4,400 Services and Charges 16,394 31,825 31,825 28,034 Maintenance 425 1,250 1,250 1.000 Capital 588 500 500 650 $ 193,117 $ 225,355 $ .225,355 $ 214.895 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload I. Detailed Plans to Review and Approve 60 50 82 70 2. Planning Commission Reports to Prepare for Tandem Lots, Lot Splits, LSD's & ROW's 75 100 80 80 3. ClP Projects to Manage 23 37 30 33 Results 1. Detailed Plans Reviewed and Approved • 60 50 82 70 2. Planning Commission Reports Prepared for Tandem Lots, Lot Splits, LSD's & ROW's 70 100 80 80 3. CIP Projects Managed 23 37 35 33 a 150 Public Works Department City Engineering Division Right of Way Acquisition Fund 1010 -General Program 6230 ' Program Description Objectives. and Analysis- The purpose of this program is to acquire rights -of -way and easements necessary to facilitate various capital ' improvements; to maintain the City's 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. 1 Actual Budgeted Estimated Budgeted ' 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 3.00 3.00 3.00 3.00 1 Program Expenditures ' Personnel Services $ 77,855 $ 82,932 $ 51,790 S 90,582 Materials and Supplies 1,651 1,900 1,600 1,600 Services and Charges 318 4,300 1,300 8,800 ' Maintenance 0 200 200 200 Capital 3,926 500 200 800 $ 83,750 $ 89832 $ 55.090 $ 101.982 ' Performance Measures ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' Demand/Workload 1. Projects Requiring Acquisition of Easements and Rights -of -Way 20 20 22 25 ' 2. Management of Appraisal Service Contracts 4 5 5 5 3. Acquisition and Disposal of Properties 4 5 5 5 1 Results 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. I 151 Public Works Department City Engineering Division Public Construction Program Fund 1010 -General Program 6240 Program Description Objectives and Analysis: - The purpose of this program is: (a) to provide inspection services in conjunction with infrastructure projects engineered and/or constructed by City staff, (b) to provide supplemental inspections for projects engineered by private engineering firms and constructed by private developers, (c) to review all proposed development plans including water, sanitary sewer, grading, storm drainage and streets and to provide support to the Planning staff and the Planning Commission through reports and meetings. Responsibilities include making recommendations on final acceptance pf all projects (streets, sidewalks, water & sewer lines) constructed for City ownership and maintenance. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 4.50 4.50 4.50 4.50 Program Expenditures Personnel Services $ 155,293 S 177,038 $ 175,846 $ 179,189 Materials and Supplies 933 0 0 0 Services and Charges 29,031 22,741 22,741 23,589 Maintenance 2,831 4,381 4,381 4,051 Capital 5,134 500 500 500 $ 193,222 $ 204 660 $ 203,468. $ 207.329 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload 1. City construction projects 3 14 10 8 2. Private development - smaller projects 26 N/A 34 30 3. Private development projects 28 30 28 20 4. Residential developments 9 N/A 10 8 Results I. 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. Insure that plans submitted for private development comply with City ordinances and criteria. 3. Insure that public improvements are constructed and tested in accordance with the approved plans and specifications, City Ordinances, and State Health Department requirements. 4. Insure that all material performance tests are successfully administered. 5. Completion of final inspections for all projects. 152 Public Works Department Planning Division ' Planning Program Fund 1010 - General Program 6300 ' 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, City 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 often (10) committees, updating several sets of maps, and maintaining permanent records for all property activity. Special emphasis is placed on long-term (25 years) land use and transportation planning. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 IProgram Staff Full -Time Equivalent Positions 9.50 9.50 9.50 9.50 ' Program Expenditures Personnel Services $ 276,693 $ 321,431 $ 289,680 $ 326,782 Materials and Supplies 13,903 16,152 16,152 18,600 Services and Charges 66,921 63,868 63,180 63,180 Maintenance 363 800 800 800 Capital 7,323 6,201 5,101 0 $ 365,203 $ 408.452 $ 374,913 $ 409.362 ' Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' Demand/Workload I) Public Meetings 80 100 100 100 2) Agendas Assembled 49 50 77 50 ' 3) Committee Meetings 162 160 150 150 4) Developer Consultation Meetings 98 100 105 125 5) Public Inquiries 12,982 13,000 13,000 13,000 ' 6) Ordinances Revised/Updated I 1 I I 7) Special Rpts/Research Projects 8 10 7 6 8) Public Outreach Programs 7 8 8 8 9) Planning Rpts/Recommendations 196 150 150 150 ' Results 1) Staff Hours per Public Hearing 65 60 70 70 ' 2) Staff Hours per Agenda Item 7 7 8 9 3) Staff Hours per Committee Mtg 20 20 20 20 4) Staff Hours per Special Report 65 65 65 65 5) Staff Hours per Outreach Prog 50 60 50 60 ' 6) Staff Minutes per Public Inquiry 10 5 5 5 ' 153 Public Works Department Inspections Division Inspections Program Fund 1010 -General Program 6400 Program Description. Objectives and Analysis: The purpose of the Inspection Division is to protect public life, health, and welfare in the building environment. The City of Fayetteville Inspection Division is actually a building department 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 ensure safe and healthy conditions. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 10.50 10.50 10.50 10.50 Program Expenditures Personnel Services $ 326,462 $ 364,188 $ 358,484 $ 362,947 Materials and Supplies 5,785 6,885 6,885. 6,450 Services and Charges 42,806 53,056 50,581 61.938 Maintenance 4,423 5,386 5,248 5.848 Capital 13,198 7,567 7,567 2,840 $ 392,674 $ 437,082 $ 428,765 $ 440.023 Performance Measures Actual Budgeted Estimated Budgeted 1997 .1998 1998 1999 Demand/Workload I_ Building Plans Submitted 800 1,000 725 850 2 MEP Permits & C of O Appl. 3,700 5,000 3,830 4,000 3. Requests for Inspections 28,200 28,000 25,300 26,000 4. Building Permits Issued 725 1,000 700 800 5. Code Enforcement Requests 2,496 4,500 1,898 2,500 Results 1. Building Plans Reviewed 783 900 725 850 2. MEP Permits & C of O's Issued 3,692 6,500 3,800 3,900 3. Inspections Made 27,891 27,500 25,000 25.500 4. Code Enforcement Inspections 2,024 1,700 1,766 2.000 154 Public Works Department Parks & Recreation Division Administration Program I I I I I Fund 1010 -General Program 5200 Program Description Objectives and Analysis: Plan, schedule, budget, execute, monitor, and evaluate the five Parks & 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. Provide support to the Parks & 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 & 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 3,270 acres of parks. Actual Budgeted 1997 1998 Program Staff Full -Time Equivalent Positions 3.00 3.00 Estimated 1998 3.00 Budgeted 1999 4.00 Program Expenditures Personnel Services $ 98.049 $ 150,216 $ 150,216 $ 164.283 Materials and Supplies 1,799 2,600 2,600 4,050 Services and Charges 13.878 18,859 18,859 19.888 Maintenance 934 2,100 2.100 1.250 Capital 3,761 2,500 2,500 3.350 $ 118.421 $ 176,275 $ 176,275 $ 192.821 Demand/Workload Programs Supervised/Total Budget Safe, Clean Parks PRAB Meetings-(regular&special) Public Relations Presentations Full-Time/Part-Time Positions Registered # Resrvd Park Facilities # of Capital Projects Scheduled Results # Capital Projects Completed # Groups Adopting Parks Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 5 / $ I ,015,474 6 / $2,436,100 5 / $2,436,100 5 / $2.749.200 53 53 54 54 25 12 24 22 7 12 10 10 17/47 19/46 19/46 21 /47 226 200 200 200 19 8 25 26 8 5 20 16 16 15 15 15 I 155 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 and 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 interested citizens. * Offers a quality instructional swimming program in the morning and evening hours 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. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff • Full -Time Equivalent Positions 5.60 4.36 4.36 5.10 Program Expenditures Personnel Services $ 70,803 S 69,821 $ 69,821 S 71,151 Materials and Supplies 11,544 28,360 28,36O 28,460 Services and Charges 20,870 21,039 21,039 25,209 Maintenance 5,087 6,000 6,000 6,000 Capital 354 1,020 1,020 1,020 • $ 108,658 $ 126,240 $ 126,240 $ 131,840 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Days of Swimming 80 100 103 100 Hours Open to Public 637 700 824 750 Staff Hours to Operate Pool 8,225 9,500 9,500 9,500' Swimming Lessons Enrollment 363 300 496 450 Highest Daily Attendance 562 672 639 600 Total Attendance 21,465 30,000 35,000 30,000 Average Daily Attendance 290 400 339 300 Results Cost/Participant $5.06 $4.21 $3.63 $4.39 Cost/HourofOperation $170.58 $161.39 $154.40 $175.79 Cost/Participant After Revenues $3.54 $1.92 $2.21 $2.89 Revenues Produced $32,571 $35,000 $50,000 $45,000 156 Public Works Department Parks & Recreation Division Athletic/Recreation Transfers Program Fund 1010 -General Program 5220 Program eictiption Objectives, and Analysis; This program provides recreational opportunities for the public through sport leagues, clinics, park concert series and athletic field scheduling. Cooperates with hobby groups to meet their needs for programs and facilities. Also contained in this program is 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. Actual Program Staff 1997 Full -Time Equivalent Positions 3.51 Program Expenditures Budgeted 1998 6.01 Personnel Services $ 96,701 $ 145,323 Materials and Supplies 12,148 34,657 Services and Charges 167,012 191,614 Maintenance 66 0 Capital 561 200 $ 276,488 $ 371,794 Performance Measures Estimated 1998 6.01 $ 145,323 34,657 191,614 0 200 $ 371,794 Budgeted 1999 5.85 S 168,612 36.472 187,688 0 200 $ 392,972 Actual Budgeted Estimated Budgeted ' 1997 1998 1998 1999 Demand/Workload Teams/Participants Adult Basketball 25 / 308 30 / 360 30 / 360 30 / 360 ' Teams/Participants Volleyball 38/403 43/338 43 / 338 43 / 338 Teams/Participants Adult Softball 162 / 2,884 200 / 3,000 170 / 3.300 170 / 3.400 Teams/Participants Girls Softball 33 / 429 35 / 455 34 / 466 35 / 470 ' Summer Concerts/Attendance 6 / 9,000 7 / 10,000 7 / 14,000 8 / 16.000 FYC Youth Memberships 2,780 2,850 2,686 2,850 FYC Adult/Family Memberships 210 575 219 300 ' FYC Attendance 275,500 285,000 262,000 275,000 Adult Center Memberships 164 160 160 160 Adult Center Attendance 26,625 28,000 28,000 28.000 Elderly Nutrition Sites 8 8 9 9 Results Youth Center Cost/Visit $.37 $.42 $.45 S.54 ' Cost per Adult Center Member $182.93 $193.75 $193.75 $193.75 Adult CenterCost/Visit $1.13 $1.11 $1.11 $1.11 Elderly Meals Served 57,516 35,000 60,000 60,000 I I ' 157 Public Works Department Parks & Recreation Division Library Program Fund 1010 - General Program 5240 Program Description Objectives and Analysis The Fayetteville Public Library (FPL) is a visible public service providing the citizens with access to needed information, kindling a love of reading in both children and adults, and encouraging lifelong learning and achievement for all. Like all public libraries, FPL provides free access to knowledge providing citizens the opportunity for self-improvement, enjoyment; and success. The Library is funded from two primary sources: Transfer from the City of Fayetteville ($561,822) and a transfer from the Washington County Library Board. The Library is part of the Washington County System and functions under an independent Board of Trustees. The program outlined in the 1999 budget is aimed at (1) matching the Library's services and programs with the basic expectations of Fayetteville citizens for recreational and educational information; and (2) continuing the streamlining of work processes in support of service provision. The 1999 budget provides staff, technology, programs and services, and facilities needed to deliver cost effective, responsive information services. Key elements include a volunteer coordinator, leased copiers, part-time shelvers to handle increased materials and to ensure materials are accessible to citizens; and enough small equipment and computer replacement funds so that the FPL won't be inconveniencing its customers. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 24.27 28.51 23.95 26.00 Program Expenditures Services and Charges . $ 391,532 S 473,900 S 473,900 $ 561,822 $ 391,532 $ 473 900 $ 473,900 S 561,822 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Population (Fayetteville only) 52,976 54,626 54,626 55,523 Annual Patron Visitations 192,179 209,020 .288,900 317,800 Annual Program Attendance 12,256 17,248 14,400 18,300 Annual Circulation 271,693 302,757 299,100 323,770 Annual Reference Transactions N/A 37,304 32,800 36.000 Collection Size 94,050 N/A 98,270 104,270 Collection Size -Circulating 88,050 N/A 89,130 95,130 Annual Materials Added N/A N/A 7,350 11,000 Results Holdings per Capita (Fay only) 1.78 0.84 1.80 1.87 FTE Service Staff 24.27 28.51 23.95 26.00 Daily Circulation 900 992 970 985 Annual Volunteer Hours 6,628 5,980 7,160 9,000 Annual Library Cards Issued 4,154 8,312 8,460 9,000 Collection Turnover 3.09 N/A 3.35 3.40 MG Public Works Department I 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 tfishing/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 1997 1998 1998 1999 ' Program Staff Full -Time Equivalent Positions 0.00 0.00 0.00 0.75 Program Expenditures Personnel Services $ 9,756 $ 14,048 $ 14,048 $ 0 I Materials and Supplies 507 500 500 500 Services and Charges 54,937 50,700 50.700 53.008 Maintenance 2,348 3.000 3,000 0 • ' Capital 470 3,600 3,600 3,600 $ 68,018 $ 71,848 $ 71,848 $ 57.108 ' Performance Measures ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' Demand] Workload Daily Fishing Permits Lake Fay 6,140 5,000 5,500 5.500 Daily Fishing Permits Lake Seq 5,902 6.000 6,000 6,000 ' Season Fishing Permits Lake Fay 394 350 375 375 Season Fishing Permits Lake Seq 388 375 375 375 Boat Stalls Rented Lake Fay 40 40 40 40 Boat Stalls Rented Lake Seq 75 72 75 75 ' Results Lake Fay Expenses $34,834 $29,478 $44.647 $29.725 I Lake Fay Income $24,434 $23,500 $25,000 $25.000 Lake Seq Expenses $33,184 $28,322 $28,951 $28,075 Lake Seq Income $24,049 $25,000 $25.000 S25.000 Cost/Participant Lake Fay $4.58 $4.20 $6.40 $5.06 Cost/Participant Lake Seq $3.11 $2.58 $2.82 $3.92 Ii 159 . Public Works Department Parks & Recreation Division Parks Maintenance Program Fund 1010 -General Program Description Objectives and Analysis: Program 5260 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 new facilities for parks based upon public demand. This program 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. 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. Crystal Springs Softball Complex consisting of four softball fields will be finished in the fall of 1999. In addition to maintenance activities, the Parks Maintenance Program manages and operates the Lake Fayetteville Softball Complex concession stand to provide service and support. Program Staff Full -Time Equivalent Positions Actual . Budgeted Estimated Budgeted 1997 1998 1998 1999 13.35 14.59 14.59 11.21 Program Expenditures Personnel Services S 303,488 $ 312,209 S 312,209 S 291,603 Materials and Supplies 19,319 8,784 8,784 9,475 Services and Charges 131,509 151,648 151,648 155,605 Maintenance 51,364 49,658 49,658 49,621 Capital 6,227 12,543 12,543 8,621 $ 511,907 $ 534,842 $ 534,842 $ 514,925 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Park Sites/Acreage Maintained 52 / 3,251 53 / 3,172 54 / 3,254 54 / 3,254 Restrooms Maintained 13 12 12 14 Tennis Courts/Soccer Fields 10/12 9/14 10/12 10/14 Softball/Bambino Baseball Fields 6 / 8 10 / 8 6/8 . 10 / 8 Babe Ruth/American Legion 2/! 2/1 2/1 2/ 1 Results Acres Mowed/Year 3,076 3,100 3.100 3,100 Litter & Restroom Hours/Year 3,000 3,000 3,000 3,500 Playground & Gen Maint Hours/Year 6,500 4,000 6,500 6.500 Ballfield Maintenance Hours/Year 2,882 3,000 3,000 4,280 Concession Stand Revenue $27,935 $30,000 $30,000 $30,000 160 ' 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 five employees, managing two programs, and administering operations and capital projects to ensure traffic management systems are maintained and upgraded. The 1999 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 1999, staff will coordinate 50-60 traffic signals with the traffic 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. In 1999, staff will collect data from the traffic signal system which will produce a traffic count map. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 2.00 2.00 2.00 2.00 ' Program Expenditures Personnel Services $ 79,551 $ 81,193 $ 81.193 $ 83.308 Materials and Supplies 256 150 150 910 ' Services and Charges 7,209 7,562 7,562 7.812 Maintenance 550 140 140 260 Capital 540 0 0 0 $ 88,106 $ 89,045 $ 89.045 $ 92,290 ' Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Employees Supervised 5 5 5 5 Programs Managed 2 2 2 2 ' Citizen Requests Received 553 700 740 750 Traffic Studies 45 50 50 50 ' Results Training Sessions 3 3 3 4 Citizen Requests Answered 540 600 650 700 ' Traffic Studies Completed 45 50 56 50 n I 161 • Public Works Department Traffic Division Traffic Control & Parking Meter Maintenance Program Fund 1010 -General Program 5320 Program Description Objectives, and Analysis: k . 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 is 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 provides for the operation and maintenance of the 14 -Intersection, Closed -Loop Signal System installed by the AHTD in 1998, the 6 -Intersection Closed -Loop Signal System on North Highway 71 B (near the NWA Mall) and 40 additional intersections. The Traffic Division also makes traffic signs and special signs for other departments. Actual Budgeted. Estimated 1997 1998 1998 Program Staff Full -Time Equivalent Positions 4.00 Program Expenditures Personnel Services $ 127,039 Materials and Supplies 5,582 Services and Charges 78,292 Maintenance 20,145 Capital 2,563 $ 233,621 4.00 $ 141,033 3,600 77,101 18,388 200 $ 240,322 Performance Measures te, $ 141,033 3,600 77,101 18,388 200 $ 240,322 Budgeted 1999 4.00 I S 147,807 3,375 96,872 17,060 200 $ 265.314 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Signs 5,400 6.000 6,000 6,000 Traffic Signals 60 60 60 62 Parking Meters 675 675 675 675 Contracted Miles of Striping 30 30 30 30 Street Markers to Upgrade 200 200 200 200 Results Sign Repairs 3,670 3,000 2,300 3,000 Signal Repairs 180 350 . 230 200 Parking Meter Repairs 28 50 I 30 30 Striping Contracted (Miles) 45 30 30 30 Work Orders Issued 1,149 1,200 1,100 1,200 Street Markers Upgraded 180 200 200 200 162 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: I) 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. 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 Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 7.00 7.50 7.50 8.00 Program Expenditures Personnel Services $ 141,154 $ 181,826 $ 181,826 $ 215.547 Materials and Supplies 5,598 1,282 1,282 3,000 Services and Charges 24,544 25.546 25,546 26,010 Maintenance 3.024 2,000 2,000 2,750 Capital 13,642 4,100 4,100 0 ' $ 187,962 $ 214.754 $ 214,754 $ 247,307 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/ Workload Landscape Areas to Maintain 6 8 8 12 ' Parking Lots to Clean I1 12 12 13 Tree Planting Grants Awarded 2 3 3 3 Capital Improvement Projects 4 6 6 6 Development Review (% Time) 35% 35% 35% 35% Results ' Landscape Areas Maintained 1 2 8 12 Parking Lots Cleaned 11 12 12 13 Tree Planting Grants Maintained 2 3 3 3 Tree Planting Areas 4 6 6 6 163 Public Works Department Street Division Operations & Administration Program Fund 2100- Street Program 4100 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.. The Street Division utilizes 27 full-time and five full-time equivalent seasonal employees engaged in activities encompassed in five program areas: Operations and Administration, Right -of -Way Maintenance, Street Maintenance, Drainage Maintenance, and Street Construction. Additionally, the 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 Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 3.00 4.00 4.00 4.00 Program Expenditures Personnel Services $ 170,011 $ 228,175 $ 228,175 $ 264,994 Materials and Supplies 11,312 9,550 9,550 9,750 Services and Charges 446,760 467,495 467,495 461,299 Maintenance 6,433 10,982 10,982 9,494 Capital 10,136 8,750 8,750 . 4,000 $ 644,652 $ 724,952 $ 724952 $ 749,537 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload CIP Projectsto Manage l 1 1 Programs to Manage 4 5 5 4 Service Requests Received 2,500 2,500 2,500 2,500 (Includes Emergency Calls) Results Value of CIP Projects to Manage $1,100,420 $698,100 $698,100 $842,600 Programs Managed 4 5 5 4 Service Requests Resolved 2,075 2,500 2.500 2,500 164 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). i ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' Program Staff Full -Time Equivalent Positions 5.00 5.00 5.00 5.00 ' Program Expenditures Personnel Services $ 104,450 $ 114,281 $ 114,281 $ 140,483 Services and Charges 89,049 101,456 101,456 106,227 •' Maintenance 4,583 4,750 4,750 4,750 Capital 2,397 4,000 4,000 4,000 $ 200,479 $ 224,487 $ 224,487 S 255,460 I. ' Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' 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 2,500 2,500 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 1,466 1,960 1,750 1,960 Labor Hours Trimming 2,138 2,000 2,500 2,500 Labor Hours Cleaning 619 600 1,000 1,000 Labor Hours Tree/Limb Removal 1,795 1,500 1,500 1,500 ' 165 • Public Works Department Street Division Street Maintenance Program Fund 2100- Street Program 4120 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. 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, street cut repairs, repair of sub -base, gravel street maintenance, curb and gutter repair/installation, shoulder repair, street 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 ensure the safest possible travel conditions. The Street Division also responds to emergency calls as situations merit. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 18.00 18.00 18.00 18.00 Program Expenditures Personnel Services $ 423,786 S 435,038 $ 435,038 $ 421,766 Materials and Supplies 115,877 163,082 163,082 145,832 Services and Charges 517,681 621,942 621,942 659,783 Maintenance 26,699 25,000 25,000 25,000 Capital 1,619 4,500 4,500 2,500 $ 1,085,662 $ 1,249,562 $ 1.249.562 $ 1,254,881 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Asphalt in Pot Holes (Tons) 300 300 300 300 Streets to Overlay (Square Yards) - 130,000 130,000 130,000 150,000 Street Section Evaluations 200 2,700 2,700 100 Street Sweeping (Lane Miles) 2,904 2,904 2,904 2,904 Work for Other Depts. (Hours) 3,500 5,000 5,000 4,000 Results Asphalt in Pot Holes (Tons) 580 300 400 300. Streets Overlaid (Square Yards) 204,022 130,000 102,923 150,000 Street Sections Evaluated 141 2,700 2,673 too Streets Swept (Lane Miles) 1,772 2,904 2,904 2.904 Worked for Other Depts. (Hours) 3,207 5,000 3,000 4,000 WA Public Works Department Street Division ' Drainage Maintenance Program Fund 2100- Street Program 4130 ' sgram 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 ditches, ' drain tiles, and bridges. Included among the activities performed are: cleaning and reshaping of drainage ditches, removing of silt and debris from drop inlets, power washing of blocked driveway tiles, installation of drain tiles and french drains, inspection and cleaning/maintenance of the City's bridges, and related repairs/construction to various concrete drainage structures. ' The maintenance listed above is restricted to street rights -of -way and drainage easements only and is performed in order to provide needed drainage capacity and to reduce flooding incidents. ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 5.00 5.00 5.00 5.00 Program Expenditures ' Personnel Services S 154,680 $ 165,223 $ 157.119 $ 182.721 Materials and Supplies 14,973 15.000 15,000 17,500 Services and Charges 233,890 147,651 147,651 196,939 ' Maintenance 6.394 5,000 5,000 3.000 Capital 3,359 20,797 20,509 2,500 $ 413,296 $ 353,671 S 345.279 $ 402.660 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload ' Drain Cleaning (Each) 1,000 1,000 1,000 1.000 Wash Drain Tiles (Feet) 650 5,000 3,000 3.000 Ditch Cleaning (Feet) 75,000 75,000 75,000 50.000 ' Install French Drain (Feet) 3,000 1,000 1,000 2.000 Install Drain Tile (Feet) 1,000 1,000 1,000 1.000 Bridge Cleaning/Maint. (Each) 109 109 109 109 ' Results Drains Cleaned 1,081 11000 1,000 1.000 '• Drain Tiles Washed (Feet) 4,625 51000 3,000 3,000 Ditches Cleaned (Feet) 34,442 75,000 45,000 50,000 French Drain Installed (Feet) 2.155 1,000 2,000 2.000 ' Drain Tile Installed (Feet) 897 1,000 1,500 1.000 Bridges Cleaned/Maintained 12 109 50 109 167 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 funding. Actual Budgeted 1997 199R Estimated Budgeted 1998 1999 Program Staff Full -Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures Capital $ 0 $ 126,200 $ 126,200 $ 0 $ 0 $ 126,200 $ 126,200 $ 0 168 Public Works Department Public Works Director Division ' Sidewalk & Trail Maintenance Program Fund 2100- Street Program 5530 Program Description. Objectives an&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. ' Actual Budgeted Estimated Budgeted ' 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 3.00 5.00 5.00 5.00 Program Expenditures Personnel Services $ 56,285 $ 141,896 $ 127,628 $ 142.140 Materials and Supplies 0 3,335 0 1,500 Services and Charges 16,056 63,092 38,506 97,923 Maintenance 796 2,500 1,566 5,249 Capital 13,629 9,162 9,003 4,600 $ 86,766 $ 219.985 $ 176.703 $ 251,412 Performance Measures ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload ' Sidewalk Replaced/Repaired/ Constructed (Linear Feet) 4,100 8,000 3,250 10.000 Labor Hours Available 3,360 6,000 6,400 8.640 Repairs for ADA Compliance 28 100 100 45 Results Sidewalk Repaired/Replaced (LF) 4,000 7,000 2,360 9,000 New Sidewalk Constructed (LF) 100 1,000 890 1,000 Access Ramps Repaired/Replaced 13 25 25 25 Access Ramps Constructed 15 25 25 25 169 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. 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. Program Staff Full -Time Equivalent Positions Program Expenditures Personnel Services $ 114,254 S 180,195 $ 180,195 $ 244,580 Materials and Supplies 3,394 8,800 8,800 2,200 Services and Charges 57,257 84,175 . 76,408 157,815 Maintenance 43,076 54,681 54,681 63,661 Capital 264,746 - 1,916,307 1,865,707 769,731 $ 482,727 $ 2,244,158 $ 2,185,791 S 1,237,987 Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 7.30 9.30 9.30 12.10 Demand/Workload Park Sites/Acreage Maintained Restrooms Maintained Tennis Courts/Soccer Fields Softball/Bambino Baseball Fields Babe Ruth/American Legion Results Performance Measures Actual 1997 52 / 3,251 13 10/12 6/8 2/1 Budgeted 1998 53/3,172 12 9/14 10/8 2/1 Estimated 1998 54 / 3,254 12 10/12 6/8 2/I Budgeted 1999 54 / 3,254 14 10/14 10/8 2/I Acres Mowed/Year 3,076 3,100 3,100 3,100 Litter & Restroom Hours/Year 3,000 3,000 3,000 3,500 Playground & Gen Maint Hours/Year 6,500 4,000 6,500 6,500 Ballfield Maintenance Hours/Year 2,882 3,000 3,000 4,280 170 Public Works Department 1 Water & Sewer Maintenance 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. ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures ' Services and Charges $ 3,628,302 $ 4,728,000 $ 4,398,000 S 4,928,000 Depreciation 64,105 0 0 0 $ 3,692,407 $ 4,728,000 $ 4,398,000 $ 4,928,000 1 Performance Measures ' Demand/Workload Water Purchased (million gallons) 4,499.00 5,119.00 4,839.00 5,119.00 Avg Daily Consumption (million gallons) 12.33 14.02 13.26 14.02 Daily Pumping Capacity (million gallons) 25.00 25.00 25.00 25.00 [1 30 20 1 ' 10 0 I Daily Pumping Cap/Avg Daily Consumption (Million Gallons) Actual 1997 Budgeted 1998 Estimated 1998 Budgeted 1999 MI Daily Pumping Cap Avg Daily Consumpti I 171 Public Works Department Water & Sewer Maintenance Division Operations & Administration Program Fund 5400 - Water & Sewer 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, Goshen, portions of Johnson, and growth areas. This program works with other City divisions, consulting engineers, and manufacturers on all aspects of the water system. The water distribution system consists of roughly 470 miles of water mains, 1,625 fire hydrants, 4,350 valves, 13 storage tanks, three lake dams, eight pump stations and one well, providing water to over 65,000 persons with over 28,000 accounts. The water system provides wholesale service to Elkins, West Fork, Mount Olive Rural Water System, and Washington Water Authority. Program 4000 Sewer Maintenance maintains the sewer collection systems for the Cities of Fayetteville. Farmington, Greenland, and small portions of Johnson and the growth area, and provides wholesale service to Elkins. This program manages the sewer overflow elimination and rehabilitation programs and coordinates with Federal and State regulatory agencies, contract service vendors, and consulting engineering firms working on sewer system projects. This program also 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 430 miles of sewer mains and 7,400 manholes and serves over 59,000 persons with over 24,000 connections. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 10.00 10.00 10.00 10.00 Program Expenditures Personnel Services $ 429,748 S 512,008 $ 512,008 $ 588,884 Materials and Supplies 14,992 19,100 19,100 26,450 Services and Charges 1,754,398 1,894,846 1,894,846 1,899,574 Maintenance 24,747 43,600 43,600 .44,700 Capital 24,717 35,240 35,240 31,171 Depreciation 28,957 29,286 29,286 7,231 $ 2.277,559 $ 2,534,080 $ 2,534,080 $ 2;598,010 Performance Measures Actual Budgeted Estimated Budgeted 1997 .1998 1998 1999 Demand/Workload 1. Number of Employees 43 44 44 46 2. Number of Equipment Units 55 59 59 59 1. Admin. Cost per Customer* $43.21 $44.10 $46.21 $48.32 2. Water O&M Cost per Customer* $27.14 $35.74 $34.85 $36.61 3. Sewer O&M Cost per Customer* $42.92 $48.46 $44.90 $49.84 4. Number of Safety Meetings 55 52 56 52 * Excluding Capital and Depreciation 172 Public Works Department Water & Sewer Maintenance Division ' Water Distribution Maintenance Program ' Fund 5400 - Water & Sewer Program 4310 Program Description. Objectives and Analysis: This program maintains the water distribution system to supply potable water (which is safe and desirable to drink) to over 65,000 users through over 28,000 accounts, with minimum interruptions, and maintains the Lakes Fayetteville, Sequoyah and Wilson dams. ' Water maintenance is a 24 -hour, 365 days a year service which includes repairing water main lines, valves, fire hydrants, service lines, and meter boxes. The maintenance also involves constructing new (replacement) lines as appropriate. ' The water distribution system is made up of 470 miles of water main, 1,625 fire hydrants, and 4,350 water valves, and 260 miles of water service line. The system provides water service to Fayetteville, Farmington, Greenland, Wheeler, Goshen, the growth area, and parts of Johnson; the system provides wholesale service ' to Elkins, West Fork, Mount Olive Rural Water System, and Washington Water Authority. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 ' Program Staff Full -Time Equivalent Positions 10.35 11.35 11.35 13.35 Program Expenditures Personnel Services $ 314,899 $ 371,004 $ 371,004 $ 452,292 ' Materials and Supplies 238,076 210,019 210,019 300,000 Services and Charges 287,184 261,831 261,831 317,936 Maintenance 11,672 8,500 8,500 15,000 ' Capital 0 10,000 10,000 10,000 Depreciation 964,390 1,141,028 1,141,028 1.249.404 $ 1.816,221 $ 2,002,382 $ 2,002,382 $ 2,344,632 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/ Workload 1. Miles of Water Mains 460 470 470 475 2. Number of Valves 4,300 4,350 4,350 4,400 3. Number of Fire Hydrants 1,600 1,625 1,625 1,650 4. Number of Service Accounts 27,213 28,038 28,623 30,033 Results II. Water Leaks Repaired 460 360 380 320 2. Water Line Constructed (Feet) 7,705 8,000 7,500 8.000 3. Fire Hydrants Repaired/Installed 68 60 100 80 I 173 PublicWorks 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. Water storage 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 13 water tanks, one well, eight water -pump stations with 18 pumps, and three lake dams. This program also involves routine water sampling for regulatory compliance for bacteriological and lead/copper content, and emergency sampling in response to emergency boil orders which occur as a result of leaks and/or required maintenance. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 2.00 2.00 2.00 2.00 Program Expenditures Personnel Services $ 71,380 S 83,877 $ 83,877 $ 89,641 Materials and Supplies 10,655 9,000 9,000 12,500 Services and Charges 32,588 33.579 33,579 43,033 Maintenance 1,426 1,500 1,500 1,500 Depreciation 20,134 20,134 20,134 20,135 $ 136,183 $ 148,090 $ 148,090 $ 166.809 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload 1. Number of Water Tanks 13 14 13 14 2. Number of Pump Stations/Wells 9 9 9 9 3. Number of Water Pumps 19 18 19 19 4. Number of Lake Dams 3 3 3 3 5. Total Storage (Million Gallons) 28 29 28 - 29 Results 1. Water Tanks (Maintenance Hrs) 202 320 190 200 2. Water -Pump Station Repairs 95 60 50 60 3.' Water Pumped (Average MGD) 12.5 13.0 13.0 13.0 4. Water Samples Taken 878 900 1,000 1,000 174 Public Works Department Water & Sewer Maintenance Division ' Sewer Main Maintenance Program ' Fund 5400 - Water & Sewer Program 4410 Program Description Objectives, and Analysis: This program consists of maintaining and rehabilitating 430 miles of sewer main and 7.400 manholes. Sewer maintenance includes cleaning sewer lines while in service with jet wash and hand rodding equipment and bucket machines. The routine cleaning is performed to eliminate partial blockages to prevent overflows and backups. Emergency response service is provided 24 hours a day, 365 days a year. 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 services Fayetteville. Farmington, Greenland, small parts of the growth area and Johnson, and wholesale service to Elkins. It services over 59,000 persons through over 24,000 connections. Actual Budgeted Estimated Budgeted 1 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 17.35 17.35 17.35 17.35 Program Expenditures Personnel Services $ 475,540 $ 546,886 $ 544,960 $ 560.690 Materials and Supplies 96,302 127,914 112,000 118,000 Services and Charges 413,611 463,873 463,873 484,095 Maintenance 14,419 18,000 12,000 14,000 Capital 0 10,000 10,000 10.000 Depreciation 762.497 853,823 853,823 940.354 $ 1,762.369 $ 2,020,496 $ 1.996,656 $ 2.127.139 Performance Measures Actual Budgeted Estimated Budgeted ' 1997 1998 1998 1999 Demand/Workload 1. Miles of Sewer Main 425 430 430 435 ' 2. Number of Manholes 7,300 7,400 7,400 7,450 3. Number of Service Accounts 23,066 23,641 24,070 25,074 Results I. Sewer Line TV Inspected (Feet) 37,478 48,000 45,000 48.000 2. Sewer Lines Cleaned (Feet) 703,700 800,000 750,000 800,000 ' 3. Sewer Line Repl/Sliplined (Feet) 4,797 4,000 4,200 4.000 4. Sewer Line Point Repairs 75 60 75 90 5. Manholes Repaired/Constructed 139 200 100 100 6. Sewer Overflows 103 80 115 75 175 Public Works Department Wastewater Treatment Division Pollution Control Plant Program Fund 5400 - Water & Sewer Program 5100 Program Description Objectives and Analysis: The Pollution Control Plant Program captures the cost of operating the City's Wastewater Treatment Plant. The City has contracted Operations International Management, Inc., to manage the facility for the City. Cost increases for this program include increased odor control mitigation measures, expanded maintenance responsibilities to encompass all of the. City's lift stations, and recognition of fleet costs. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures Materials & Supplies $ 3,005 $ 3,004 $ 3,004 $ 3,004 Services and Charges 3,375,070 3,678,185 3,678,164 .3,796,796 Maintenance 53,123 148,359 148,359 41,700 Capital 5,534 1,500 1,500 1,500 Depreciation 2,786,337 2,913,972. 2,913,972 2,913.208 $ 6,223,069 $ 6,745,020 $ 6,744,999 $ 6,756,208 1999 Capital Improvements Projects: Upgrade/Replace Lift Stations -Maintenance $ .30.000 $ 30.000 Average Daily Influent (Million Gallons) 14 12 10 8 6 4 2 0 fl993 1994 1995 1996 1997 1998 1999 Average Daily Intu 176 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 prior year projects that were started eariler and were moved forward into 1998. Water system improvements for 1999 are listed below. Actual Budgeted Estimated Budgeted ' 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures Materials and Supplies 11 0 0 0 Services and Charges $ 11,765 $ 214,400 $ 214,400 $ 1,000 Capital 779,707 7,017,084 7,017,084 1,600.000 $ 791,483 $ 7,231,484 $ 7,231.484 $ 1.601,000 I1999 Capital Improvements Program Projects: Highway 265 - Water/Sewer Relocations $ I ,500,000 Water & Sewer Cost Sharing 100.000 ' $ 1,600,000 I I I I I I 177 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 purchasing and/or upgrading fixed assets for the Water & Sewer Maintenance Division. Fixed assets are defined as any item which costs over $500. Items included in this program cost between $500 and $10,000. Actual Budgeted 1001 1o0s Program Staff Full -Time Equivalent Positions 0.00 0.00 Estimated Budgeted 1998 1999 0.00 .. 0.00 Program Expenditures Capital $ 41,386 $ 12,100 $ 12,100 $ 31,785 $ 41,386 $ 12,100 $ 12,100 $ 31,785 178 I 1 i 1 1 1 1 1 1 1 i 1 1 i 1 1 1 I 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 costs associated with making new service connections to the City's water distribution and sewer collection systems. The costs only includes those service taps made on existing water and sewer mains and does not reflect taps made with new and/or replacement construction either by contractors, developers or City crews. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 3.30 3.30 3.30 3.30 Program Expenditures Personnel Services $ 98.805 $ 112,858 $ 112,858 $ 110.627 Materials and Supplies 64,911 78,000 53,000 56,000 Services and Charges 36,443 59,960 58,929 63.347 Maintenance 1,416 2,500 2,500 2.000 $ 201,575 $ 253,318 $ 227,287 $ 231,974 Performance Measures Actual Budgeted Estimated 1997 1998 1998 Results 1. New Water Connections Made 255 260 260 2. New Sewer Connections Made 141 180 170 179 Budgeted 1999 260 170 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 sewer collection system improvements scheduled for 1999 are funded from the Sales Tax Capital Improvements Fund. Actual 1997 Program Staff Full -Time Equivalent Positions 0.00 Program Expenditures Services and Charges $ 147,674 Capital 6,548 $ 154,222 1999 Capital Projects: S.C.A.D.A. System Upgrade Wastewater Treatment Plant Expansion Budgeted Estimated Budgeted 1998 1998 1999 0.00 0.00 0.00 $ 2,017,555 $ 2,017,555 $ 250,000 99,864 99,864 2,900,000 $ 2 1 17 419 $ 2,117,419 $ 3 150.000 $ 250,000 2,900,000 $ 3.150.000 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. I I I I I I L. J I I I I I I I Actual Budgeted Estimated 1997 1998 1998 Program Staff Full -Time Equivalent Positions 0.00 0.00 0.00 Program Expenditures Services and Charges Capital Budgeted 1000 0.00 $ 63 $ 200 $ 200 $ 200 1,190,846 258,543 258,543 1,177,000 258,743 $ 258,743 $ 1.177,200 $ 1,190,909 $ 1999 Capital Imurovements Projects. Ultraviolet Disinfection System Safety Equipment Improvements Plant Pumps and Equipment Testing Equipment Computer System Upgrade/Maintenance SMS Access Road Improvements $ 1,100.000 5.000 50,000 9.000 8.000 5.000 $ 1,177,000 1J In' Public Works Department Water & Sewer Maintenance 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 Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 0.00 0.00 0.00 0.00 Program Expenditures Debt Service $ 788,899 $ 777,283 $ 767,954 $ 745,792 $ 788,899 $ 777,283 $ 767,954 $ 745,792 Results Principal Debt Outstanding at Year End $ 13,090,000 $ 12,430,000 $ 12,430,000 S 11,735,000 182 Public Works Department Solid Waste Division Operations & Administration Program Fund 5500 - Solid Waste Program 5000 Program Description. Objectives. and Analysis: The Operations & Administration Program is responsible for the management of the Solid Waste Division. This Division includes 43 employees and a fleet of 40 vehicles and equipment. The Environmental Affairs Administrator's responsibilities include management of all employees, management of fleet, 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, and responding to citizen requests and complaints. The Waste Reduction Coordinator's duties include developing and maintaining 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 Waste Reduction Coordinator. I Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 5.00 5.00 5.00 5.00 Program Expenditures Personnel Services $ 269,922 $ 343,799 $ 330,713 $ 353,761 Materials and Supplies 5,110 7,550 7,550 8,600 ' Services and Charges 420,056 427,194 426,971 456,724 Maintenance 5,267 3,150 3,150 4,600 Capital 1,985 11,900 11,900 11.900 Depreciation 4,197 4,898 4,898 11,200 ' $ 706,537 $ 798,491 $ 785,182 $ 846,785 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/Workload Programs Administered 5 5 5 5 Employees Supervised 37 43 43 43 Investigate/Resolve Citizen ' Complaints and/or Requests 500 550 550 550 Results ' % Complaints/Requests Resolved 100 100 100 100 % Program Objectives Met 85 85 85 85 New Programs Instituted 7 4 4 3 1 183 Public Works Department Solid Waste Division Commercial Collections Program Fund 5500 - Solid Waste Program 5010 Program Description. Objectives. and Analysis: - The Commercial Collections Program provides collection of commercial waste to 2,200 accounts each year. The commercial sector produces approximately 24,200 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 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 five routes. The dumpster accounts are collected with four one-man routes utilizing four front -loader trucks and two trucks are used as spares. 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. Actual 1997 Program Staff Full -Time Equivalent Positions 8.00 Budgeted 199R 9.00 Estimated 199R 9.00 Budgeted 1999 9.00 Program Expenditures Personnel Services $ 258,969 $ 286,773 $ 269,862 $ 293,996 Materials and Supplies 806 5,000 5,000 . 5,000 Services and Charges 976,647 1,080,425 909,340 978,404 Maintenance 21,962 32,250 30,250 32,250 Capital 21,649 26,050 26,050 2,500 Depreciation 27,095 44,045 44,045 47,574 $ 1,307,128 $ 1,474,543 $ 1,284,547 $ 1,359,724 Performance Measures Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand! Workload Commercial Accounts 1,788 2,500 2,000 2,200 Commercial Routes 5 6 5 5 Tons of Commercial Waste 22,385 24,000 22,000 .24,200 Scheduled Collections/Year 164,993 230,000 184,000 202,400 Requests for Addtnl Pickups/Year 831 1,200 976 1,074 Results Containers Sold/Leased 35/88 25 / 100 32/ 138 31 / 109 Transfer Station Cost per Ton $29.20 $29.20 $27.20 $27.20 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 16,356 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 as spares. The waste is collected at the curb with the exception of 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, 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 is disposed of by the City. Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Program Staff Full -Time Equivalent Positions 21.00 15.00 15.00 15.00 1 Program Expenditures Personnel Services $ 325,775 $ 362,918 $ 353.566 $ 379,534 Materials and Supplies 324 72,000 72,000 132.000 Services and Charges 628,239 641,521 586.279 597.106 Maintenance 24,875 36,982 34,982 37.500 Capital 1,668 7,150 7,150 1.150 Depreciation 691 1,049 1,049 1,371 $ 981.572 $ 1,121,620 $ 1,055,026 $ 1.148.661 Performance Measures Actual Budgeted Estimated Budgeted ' 1997 1998 1998 1999 Demand/Workload Households Collected 15,424 17,204 15,880 16,356 ' Residential Routes 5 5 5 5 Tons of Waste Collected/Year 11.332 12,000 11,690 12,041 Number of Households/Route 3,085 3,440 3,176 3,271 ' Households Served/Day 3,856 4,301 3,970 4,089 Exemptions/Back-Door Service 235 300 200 206 ' Results Transfer Station Cost per Ton $29.20 $29.20 $27.20 $27.20 C1 ' 185 Public Works Department Solid Waste Division Recycling Program Fund 5500 - Solid Waste Program Description. Objectives and Analysis: Program 5060 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; 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 recycling bin. Once collected, this material is delivered to the city's recycling center for processing. The commercial sectors are offered drop-off stations, blue bag program, white ledger recycling and commercial cardboard recycling. These materials are collected and are taken to the City Recycling Center for processing and marketing. 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 1997 1998 Estimated Budgeted 1998 1999 Program Staff Full -Time Equivalent Positions 2.00 10.00 10.00 10.00 Program Expenditures Personnel Services $ . 161,914 S 272,253 Materials and Supplies 28,523 91,200 Services and Charges 179,010 252,977 Maintenance . 12,824 9,800 Capital ' 11,096 368,863 Depreciation 109,197 113,962 $ 502.564 $ 1.109.055 Performance Measures Actual Budgeted 1997 1998 190,325 $ 277,819 91,200 47,500 203,179 293,608 9,800 22,800 368,788 122,375 113,962 123,670 $ 977,254 $ 887,772 Estimated Budgeted 1998 1999 Demand/Workload Newspaper Recycled (Tons) 164 200 138 1,355 Glass Recycled (Tons) 178 150 21 430 Aluminum Recycled (Tons) 4 7 5 45 Office Paper Recycled (Tons) 60 50 90 320 Mixed Paper Recycled (Tons) 42 60 32 50 Plastic Recycled (Tons) 4 8 17 225 Commingled Recycl Mtrls (Tons) 2,219 2,500 2,385 N/A Drain Oil Recycled (Gallons) 1,100 1,200 1,300 1,300 Cardboard 358 275 413 685 Results Diverted from Landfill (Tons) 3,028 3,250 3,101 3,110 Landfill Costs Avoided . $87,354 $93,763 $89,464 $89,724 186 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 by 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 moved into windrows for monitoring. 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 1997 1998 Estimated Budgeted 1998 1999 Program Staff Full -Time Equivalent Positions 3.00 4.00 4.00 4.00 Program Expenditures Personnel Services $ 113,675 S 114,342 $ 103,405 $ 113,726 Materials and Supplies 654 2,450 2,150 2.450 Services and Charges 122,822 143,960 111,637 124.206 Maintenance 5,576 4,704 4,704 5.904 Capital 214 8.650 7,600 3.100 $ 242,941 S 274,106 $ 229496 $ 249.386 Performance Measures ' Actual Budgeted Estimated Budgeted 1997 1998 1998 1999 Demand/ Workload ' Brush Received (Cu Yds) 6,177 6.326 6,983 7,192 Grass Received (Cu Yds) 1,313 2,620 1,557 1,604 Leaves Received (Cu Yds) 2,580 1,371 2,325 2,395 ' Results Landfill Costs Avoided $51,861 $53,132 $55,955 $57.633 ' Diverted from Landfill (Cu Yds) 10,070 10,317 10,865 11.191 Total Revenue $49,071 $67,100 $59,328 $61,108 Compost Sold (Cu Yds) 1,110 946 1,210 1,246 Mulch Distributed (Cu Yds) 2,493 3,225 2,963 3.052 1 187 I I C 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 1999 projects in the 1999-2003 CIP are included in the 1999 Budget. The subsequent pages provide a summary of the 1999-2003 Capital Improvements Program listed by fund and by project area, followed by a listing of the capital projects which the City plans for 1999. The 1999 projects are in accord with the 1999-2003 Capital Improvements Program document with the following exceptions: I. Community Development Block Grant Fund: Because of a reduction in available Federal Government funding, the Project for Family Violence Expansion Project was deleted in the amount of $55,000. In addition, $12,000 was added to the Walker Park Senior Complex ' Project. Both changes reflect a total reduction of $43,000 in Community Development Block Grant Funding. Sales Tax Capital Improvements Fund• $10,000 was added to the Library Materials and ' Improvements Category to add a Library Shelving Project. Airport Fund: Because of the uncertainty of the effects that the Northwest Arkansas Regional Airport will have on the financial future of Drake Field, several projects have been deleted or reduced for 1999. The projects that were deleted consist of: General Aviation Terminal I Renovation ($100,000), High Intensity Runway Lights ($90,000), Pavement Maintenance ($72,000), Ramp Expansion ($392,000), and Security Access Control System ($116,000). The projects that were reduced consist of: A.D.A. Commuter Ramps ($25,000 reduction), Federal Grant & Local Matches ($60,300 reduction), and Old Fire Station Renovation ($10,000 reduction) projects. Total changes reflect a total reduction of $865,300 in Airport ' Fund Capital Projects. Further information regarding the capital improvements project process and supporting details for the specific projects is contained in the CIP document. I ' 189 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. 190 I Project Cost Determination All projects are costed in current or 1998 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 Project 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 1998 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 are 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 and sewer improvements planned for the next five years. impact on Operations Cost The majority of the projects planned in the CIP will have a minor impact on operational budgets. Most of the projects planned over the next five years replace high maintenance water lines, sewer ' lines and street segments. Performing reconstruction of these items will free up maintenance budgets to address areas that currently have a lesser priority. There are a few projects that will have a significant impact on operational budgets. The most significant of these projects are listed below: • Vehicles & Equipment: The vehicles and equipment planned for 1999 in the Shop Fund will ' cost user divisions approximately $225,000 annually. The user divisions are charged monthly replacement and maintenance charges which help escrow funding for replacement units in the future when the vehicle has become obsolete or is no longer suited for service. • 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. • The Ultraviolet Disinfection System Project planned for 1999 will eliminate the need to install approximately $400,000 worth of emergency chlorine scrubbing equipment for compliance with new EPA regulations. I 191 Organization of the Capital Improvements Program Document The document is organized into three (3) primary sections, as follows: I) Introduction/Summary This section contains the transmittal letter from the Mayor, a CIP overview, and several summary schedules which explain the resources for the CIP and the planned uses of the projects. The most detailed schedule is the Comprehensive Detail, which lists the individual projects, their funding sources, and the year in which they are planned to be initiated. 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 an asterisk (*) if the project is a continuing project from the prior year. In addition, a project detail is included for all projects. This detail will provide specific information about each project including: the project title, funding source, year(s) the project is scheduled, a project description and justification, project status, and the impact of the project on operations. A visual aid is included for the project, if appropriate and available. III) Unfunded Projects The CIP document compilation process involves a review of all projects and resources during each update. Every attempt is made to identify as many current and anticipated projects as possible. Resources available are then matched up with as many project requests as possible. Unfortunately, there continue to be significantly more project requests than resources available. This has resulted in an extensive Unfunded Projects List totaling almost $56 million. All projects on this list are considered to be viable projects for which no current funding exists. Capital Improvement Policy The Capital Improvement Program (CIP) is approached as a valuable tool to be used in the development of responsible and progressive financial planning. The program is developed in accordance within the financial policies of the City. The policies and the CIP form the basis for making various annual capital budget decisions and support the City's continued commitment to sound long-range financial planning and direction. The City's official Capital Improvement Policy is as follows: 192 IU • 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. I. 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 Ito 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. 1 • 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 C I pci I I I I I 193 CITY OF FAYETTEVILLE, ARKANSAS CIP PROJECT COST TABLE 1999-2003 All capital project requests are first costed in 1998 dollars. Then, a determination will be made as to the year in which the project should be initiated. Once this information was decided, the information in the table below was used to obtain the future year cost of the project. Inflation Recommendations 6% factor - This factor should be used in calculating in all project categories. Year 6% Factor 1999 1.060 2000 1.124 2001 1.191 2002 1.262 2003 1.338 Example: A street project that cost $1,000,000 in 1998 dollars that is expected to be done in 2001 would use the inflation factor of 1.191. To get the expected cost of the project in 2001 dollars multiply $1,000,000 by 1.191, which equals $1,191,000. 194 City of Fayetteville, Arkansas 1999-2003 Capital Improvements Program Summary of Project Requests & Project Resources By Fund - All Sources Project Requests 1999 2000 2001 2002 2003 Total AirportFund $ 1,529.000 $ 2,293,000 $ 2,814,000 $ 961,000 $ 1,570,000 $ 9,167.000 Parks Development Fund 760,000 772.000 785,000 797.000 825,000 3,939,000 Sales Tax Capital Improvements Fund 12,381,000 8,599,000 8,704,000 8,811,000 9,516,000 48.011,000 Shop Fund 2,126,000 1,919.000 1,370,000 1,787,000 1,853,000 9,055,000 Water & Sewer Fund 6,273,000 3,216,000 3,408,000 2,838,000 2,766,000 18,501,000 Bond Issue Fund 3,300,000 3,200.000 37,300,000 23,000,000 66,800,000 Community Dev. Block Grant Fund 484,000 439,000 25,000 948,000 Off -Street Parking Fund 83,000 67,000 51,000 48.000 31.000 280,000 Solid Waste Fund 120,000 91.000 80,000 75,000 78.000 444,000 Unfunded Projects 55,985,000 $ _23,758,000 $_20,696,000 $ _20,437,000 $ _52,617,000 $ _39,639,000 $_213,130,000 Resources Available 1999 2000 2001 2002 2003 Total AirportFund $ 1,529,000 $ 2,293,000 $ 2,814,000 $ 961,000 $ 1,570,000 $ 9,167.000 Parks Development Fund 760,000 772.000 785,000 797,000 825,000 3,939,000 Sales Tax Capital Improvements Fund 12,381,000 8,599,000 8,704,000 8,811.000 9,516,000 48,011,000 Shop Fund 2,126,000 1.919,000 1.370,000 1,787,000 1,853,000 9,055,000 Water & Sewer Fund 6,273.000 3,216,000 3,408,000 2,838,000 2,766,000 18.501,000 Bond Issue Fund 3.300,000 3,200,000 37,300,000 23,000.000 66,800,000 Community Dev. Block Grant Fund 484,000 439,000 25,000 948,000 Off -Street Parking Fund 83.000 67,000 51,000 48,000 31.000 280,000 Solid Waste Fund 120,000 91,000 80,000 75,000 78,000 444,000 $ 23 756.000 $ $ 20 437.000 $ _52,617,000 $ 39,639,000 $_157,145,000 _20,696,000 195 Capital Improvement Projects By Project Area - All Sources 1999 -2003 (12.7%) Street (5.8%) Shop is R^/.1 Aimnrt (0.6%) Community Development Blo ublic Safety 6) Bridge, Drainage, & Transportation 3.2%) Other (4.8%) Parks & Recreation (0.5%) Solid Waste (61.9%) Water & Sewer City of Fayetteville, Arkansas 1999-2003 Capital Improvements Program By Project Area - All Sources Five Year Summary Project Area 1999 2000 2001 2002 2003 Total Airport $ 1,529,000 $ 2,293,000 $ 2,814,000 $ 961,000 $ 1,570,000 $ 9,167.000 Bridge, Drainage, & Transportation 883,000 874,000 479,000 656,000 601,000 3,493,000 Community Development Block Grant 484,000 439,000 25,000 0 0 - 948,000 Parks & Recreation 1,252,000 1,212,000 1,229,000 1,241,000 2,540,000 7,474,000 Public Safety 1,363,000 681,000 779,000 494,000 662,000 3,979,000 Shop 2,126,000 1,919.000 1,370,000 1.787,000 1,853,000 9,055,000 Solid Waste 247,000 131,000 150,000 173,000 152,000 853,000 Street 5,359,000 2,919,000 4,522,000 3,808,000 3,421,000 20,029,000 Water & Sewer 9,177;000 9,079,000 8,216,000 42,697,000 28,072,000 . 97,241.000 Other . 1,336,000 1149,000 853,000 800,000 768,000 4,906,000 $ 23.756 000 $ _20,696,000 $ 20,437,000 $ 52,617,000 $ 39,639,000 $ _157.145,000 1 Capital Improvement Projects Sales Tax Capital Improvements Funding By Project Category 1999 -2003 (7.4%) Parks & Recreation improvements (13.0%) In -House Street Improvements I I I I I I (28.7%) Street Improvements (1.3%) Transportation Impro (8.5%) Other Capital Improvements (2.8%) Police Safety Improvements City of Fayetteville, Arkansas 1999-2003 Capital Improvements Program Sales Tax Capital Improvements Funding By Project Category Solid Waste Improvements 4%) Fire Safety Improvements (5.4%) Bridge and Drainage (1.7%) Library Improvements er & Sewer Improvements ' Project Category 1999 2000 2001 2002 2003 Total Fire Safety Improvements $ 1,015,000 $ 320.000 $ 610,000 $ 317,000 $ 353,000 $ 2,615,000 Police Safety Improvements 348,000 361,000 169,000 177,000 309.000 1,364.000 ' Library Improvements 182,000 142,000 160.000 161,000 175.000 820,000 Parks & Recreation Improvements 492,000 440,000 444,000 444,000 1,715.000 3.535,000 Bridge and Drainage Improvements 690.000 685,000 300.000 475.000 446.000 2.596.000 ' In -House Street Improvements 1,124,000 1,185,000 1,250,000 1,317,000 1,351,000 6,227.000 Street Improvements 4,235,000 1,734,000 3,272,000 2,491,000 2.070,000 13,802,000 Transportation Improvements 110,000 122,000 128,000 133,000 124.000 617,000 Water & Sewer Improvements 2,904,000 2,563,000 1,608,000 2,559,000 2.306.000 11,940.000 ' Solid Waste Improvements 127.000 40.000 70,000 98,000 74.000 409,000 Other Capital Improvements 1,154,000 1007,000 693,000 639,000 593,000 4,066,000 $ 12,381.000 $ _8,599.000 $ 8 704,000 $ 8.811.000 $ 9,516,000 $ _48,011,000 I C 1 197 City of Fayetteville. Arkansas 1999 -2003 Capital Improvements Program Comprehensive Detail Source/Division Project 1999 2000 2001 2002 2003 Total Request Aimort Fund Airocit Improvements Airport Federal Grant & Local Matches $ 98,000 S 98,000 $ 60.000 $ 60.000 $ 60,000 $ 376,000 Professional Services 50,000 40.000 40.000 40,000 40,000 210,000 A.D.A. Commuter Ramps 50,000 50,000 Ramp Expansion 392,000 392,000 Terminal Ramp Rehabilitation 286,000 286,000 Security Access Control System 116,000 116,000 Pavement Maintenance 72.000 - 80,000 96.000 248,000 High Intensity Runway Lights 90.000 90,000 Old Fire Station Renovation 15.000 15.000 HVAC - Air Handlers Replacement 60,000 60.000 General Aviation Terminal Renovation 100,000 - 100.000 New Industrial Hangar 200.000 200,000 Sound Barrier Roof 30,000 - 30.000 Airfield Marking 72.000 81,000 153.000 Terminal Area Improvements 1.089.000 1,324.000 2.413,000 T -Hangar Apron Area Resurfacing 964,000 992.000 1,956,000 T -Hangar Unit Expansion 318,000 318,000 New Access Road - 137,000 137,000 Taxiway Improvements / Expansion 355,000 355.000 Parking Lot Expansion 108,000 395.000 503,000 Air Cargo Facility 180.000 180.000 Storm Sewer System Repairs 238.000 238,000 General Aviation Apron Area Resurfacing - 525,000 525.000 Expand Jet -A Fuel Storage 216,000 216,000 Total Airport Fund Projects 1.529.000 2,293 000 2.814,000 961.000 . 1 570 000 9.167.000 Parks Development Fund Imo ovements, Girls Softball Complex 552,000 105,000 657,000 Parks & Recreation Parks & Rec. Playground Renovations 33.000 50,000 50,000 50,000 183.000 Washington School Community Gym 125,000 100.000 - 225.000 Park Land Acquisitions 50,000 75,000 75,000 75.000 75,000 350.000 Other Park Improvements 15.000 15,000 6,000 36,000 Green Space Park Development 150.000 350.000 350.000 850.000 Walker Park Tennis Courts 110,000 110,000 Lake Fayetteville Trail - 80.000 275,000 95,000 450,000 Wilson Park Lighting 57.000 57.000 Skate Park 30.000 30,000 Bocce Court 20.000 20.000 Family Water Park 25,000 750.000 775,000 Davis Park Improvements - 125.000 - 125,000 Trail Corridors 71.000 71.000 Total Parks Development Fund Projects 760.000 772.000 785.000 797,000 625.000 3.939.000 Sales Tr Fire Safety Improvements Capital Improvements Fund Fire Fire Apparatus Replacement - Fire Station #4 200.000 200,000 Fire Station Replacement - #4 650.000 650,000 Breathing Air Compressor- Replacement 25,000 25,000 Mobile Data Terminal - Communications System 95,000 95,000 Automatic External Defibrillators 45,000 45.000 Fire Apparatus Replacement - Reserve Pumper 200.000 200.000 Radio System Replacement 120,000 120,000 Fire Station Expansion - #7 Escrow Funds 110.000 317,000 323,000 750.000 Aerial Ladder Fire Apparatus - Replacement 500.000 - 500,000 Thermal Imaging Device - 30.000 30,000 1,015,000 320,000 610,000 317.000 353,000 2,615.000 Police Safety Police ' Improvements Police Handgun Replacements 42,000 - 42.000 - - Live Scan Fingerprinting 30.000 30,000 Police Telephone System Upgrade 54,000 15,000 69,000 PCITerminal - Upgrade/Replacements 22.000 20.000 15,000 11.000 68.000 Police Emergency Generator 80.000 80.000 Police Office Partitions and Furniture 20,000 20.000 Radio System Replacement 100.000 287.000 387000 Dictaphone Upgrade 39,000 39.000 City of Fayetteville, Arkansas 1999 - 2003 Capital Improvements Program Comprehensive Detail Source/Division Project 1999 2000 2001 2002 2003 Total Request City Jail Improvements 154.000 154.000 Police Building Improvements 65.000 65.000 Evidence Storage Improvements 54.000 54,000 Specialized Police Equipment 47,000 47,000 Public Safety Computer System Replacement 309.000 309.000 348.000 361.000 169.000 177.000 309,000 1 364,000 Library Matenal Purchase=_ & Improvement= Library Library Materials Purchases 137.000 142.000 150,000 161,000 165.000 755.000 Library Book Detection System 36,000 36.000 Library HVAC Replacement & Improvement 9,000 10.000 10,000 29000 182,000 142.000 160,000 161.000 175.000 820,000 Parks & Recreation Improvements Parks & Rec. Walker Park Senior Complex 176.000 176.000 Lake Fay Softball Complex Improvements 15,000 119.000 134.000 Playground Renovations 17,000 50.000 67.000 Other Park Improvements 15.000 9,000 15.000 39,000 Wilson Pool Improvements 70.000 70.000 Babe Ruth Ballpark Improvements 99.000 125.000 224.000 Citywide Park Master Plan 25,000 25,000 50.000 Lake Fayetteville/Sequoyah Improvements 75.000 120.000 125,000 155.000 150,000 625.000 Wilson Park Renovation 170,000 100,000 270,000 Lewis Soccer Complex 100.000 100.000 Finger Park Improvements 170.000 170.000 Veterans Memorial Park Playground Replacement 60,000 60,000 Playground Replacement -F.Y.C. 50,000 50,000 Family Water Park 1,500.000 1,500,000 492,000 440.000 444,000 444.000 1,715.000 3,535.000 Bridge and Drainage Improvements Engineering Miscellaneous Drainage Improvements 70.000 305.000 250.000 325,000 300.000 1,250,000 Drainage Study and Master Plan 70,000 130,000 50,000 150.000 146,000 546,000 Ora Drive Drainage Improvements 150,000 150,000 Steele Property Bridge - Cost Sharing 400.000 400.000 Lake Sequoyah Bridge Improvements 250,000 - 250,000 690.000 685,000 300.000 475.000 446.000 2.596000 In -House Street & Sidewalk Improvements Public Lands Sidewalk Improvements 281.000 298.000 316.000 334,000 314,000 1.543.000 Street Pavement Improvements 843,000 887,000 934,000 983.000 1,031.000 4.684 000 1,124,000 1,185,000 1,250,000 1,317,000 1,351,000 6,227,000 Street Improvement Engineering Street ROW/Intersection/Cost Sharing Improvements 108.000 150,000 150,000 150,000 150.000 708.000 & Street Sixth Street Improvements 560.000 560.000 Highway 16 West Widening 817,000 817.000 Dickson Street Improvements 2.200.000 2.200.000 Steele Property - Street Improvements 300.000 300.000 600,000 Poplar Street Improvements 250.000 250.000 Hollywood Street - 6th & Sang Avenue Intersection 350.000 350.000 Harold Street - Stubblefield to College 348,000 348,000 Old Missoun Road - Old Wire to Joyce 150,000 1.483.000 1.633.000 Shiloh Drive Extension 736,000 736.000 The Cliffs -Cost Sharing 250.000 250 000 Gregg Avenue - Highway 71 to Mud Creek Bridge 380,000 380,000 McCollum Road Improvements 280,000 280.000 Old Wire Road - Township to Highway 45 160,000 1,225.000 1.385.000 Gregg Avenue Extension - Dickson to North 589,000 931,000 700,000 2.200.000 Old Wire Road -Township to Old Missouri 135.000 920.000 1.055,000 Happy Hollow - Cliffs to Huntsville 50,000 50.000 4,235,000 1,734.000 3,272.000 2,491,000 2,070.000 13,802.000 T ansoortafoo Improvements Traffic Traffic Signal Improvements 83.000 93,000 98.000 101,000 100.000. 475.000 M.U.T.C.D. Sign Material 27.000 29.000 30,000 32.000 24,000 142.000 110,000 122,000 128,000 133,000 124.000 617 000 Water & Sec lmoropv m x Water/Sewer & Highway 285- Water/Sewer Relocations 700,000 700.000 Engineering Sanitary Sewer Rehabilitation 1,054 000 1.963.000 1,608,000 1.728,000 7 806,000 8.159,000 Dickson Street - Water/Sewer Relocations 500.000 500.000 199 City of Fayetteville. Arkansas 1999-2003 Capital Improvements Program Comprehensive Detail Source/Division 1999 2000 2001 2002 2003 Total Request Water and Sewer Operations/Services Center 200.000 600,000 800,000 Highway 16 West Water/Sewer Relocation 450.000 450,000 Hyland Park Elevated Water Storage Tank 831,000 831,000 Wilson Park Area Water Relocations 500,000 500.000 2904.000 2,563,000 1,608000 2,559O00 2,306.000 11,940,000 Sold Waste Improvements Solid Waste Curbside Recycling Improvements 35.000 35,000 Roll -Off Containers 20,000 20,000 23.000 63.000 Collection Bins -Curbside 17,000 20,000 50.000 25,000 20.000 132,000 Composting Site Improvements 55,000 50,000 34,000 139,000 Commercial Cart Program 20,000 20.000 40.000 127,000 40,000 70,000 98.000 74.000 409,000 Other Capital Improvements Animal Serv. Animal Shelter A/C Replacement Animal Shelter Roof Replacement Kennel Cage Doors - Woven Wire Replacement Building IMaint. Building Improvements Cable Admin. P.E.G. Television Center - Equipment City Wide Radio System Replacement Information Tech. Microcomputer Replacements Geographic Information System Local Access Network (LAN) Upgrades AS/400 Minicomputer System Upgrades Printer Replacements Mayors Admin. Research & High Technology Park - Grant Match Public Lands Tree Planting Program Street Work Order System W/S Services Telephone Upgrade - Year 2000 Compliance Total Sales Tax Capital Improvements Fund Projects 15,000 15,000 20,000 20,000 12.000 12,000 350,000 125,000 165,000 185,000 205.000 1,030,000 36,000 47,000 48,000 44,000 54,000 229,000 370,000 370,000 30,000 33,000 35.000 38,000 38,000 174,000 111.000 117,000 120,000 . 140,000 200,000 688,000 56,000 60,000 116.000 65,000 75,000 140,000 25.000 25,000 30,000 30.000 30,000 140,000 300,000 200,000 200.000 700,000 56,000 60,000 63,000 67.000 66,000 312.000 30,000 30,000 60.000 80,000 80,000 1,154,000 1,007,000 693,000 639,000 593,000 4.086,000 12,381,000 8,599.000 6.704.000 8811000 9,516,000 48.011000 Shon Fund Vehicles & Equipment Fleet Opers. Police/Passenger Vehicles - Rapt / Exp 286.000 322.000 322,000 368,000 368,000 1.666000 Fire Vehicles/Equipment- Replacement 30,000 30,000 Sanitation Vehicles/Equipment - Repl / Exp 517.000 677,000 120,000 284,000 695.000 2,293.000 Light/Medium Utility Vehicles - Repl/Exp 481.000 330,000 255,000 436,000 370.000 1,872,000 Medium/Heavy Utility Vehicles - Repl I Exp 236,000 168,000 101.000 142.000 172.000 819,000 Back Hoe/Loaders - Repl I Exp 175.000 171.000 114.000 159,000 95.000 714.000 Tractor/Mower-Replacements 192,000 154,000 196,000 98.000 58.000 696.000 Construction Equipment- Exp 40,000 40,000 Other Vehicles/Equipment - Repl I Exp 169,000 97.000 262.000 302,000 95,000 925,000 Total Shop Fund Water B Sewer Projects Fund 2.126.000 1,919,000 1.370.000 -1.787,000 1,653,000 9.055.000 Wastewater Treatment W.W.T.P. Imoravements Ultraviolet Disinfection System - 1.100,000 1.100,000 Safety Equipment Improvements 5.000 6,000 6,000 6,000 6,000 29000 Plant Pumps and Equipment 50,000 101.000 101,000 101.000 101,000 454,000 Testing Equipment 9,000 9,000 10,000 10,000 10,000 48.000 Computer System Upgrade/Maintenance 8.000 8,000 9.000 9.000 9,000 43,000 Upgrade/Replace Lift Stations 30,000 50,000 50,000 50,000 50,000 230,000 S.M.S. Access Road Improvements 5,000 5,000 5,000 5,000 5,000 25.000 Upgrade/Replace Sludge Dewatering System 400.000 400,000 1,207,000 579,000 181,000 181,000 181,000 2,329,000 Water & Sewer Improvements Water/Sewer & Highway 265 - Water/Sewer Relocations 1.500.000 1,500.000 Engineering S.C.A.D.A. System Upgrade 250,000 400.000 200.000 850.000 Water and Sewer Cost Sharing 100,000 205.000 225.000 235,000 215.000 980.000 Wastewater Treatment Plant Expansion 2.900,000 2.900,000 Water and Sewer Operations/Services Center 704,000 704,000 East Ridgeway - Water Line Extension 300.000 300,000 36" Water Line Replacement and Protection 100,000 550,000 650,000 200 I ISource/Division I I I I I I City of Fayetteville, Arkansas 1999 - 2003 Capital Improvements Program Comprehensive Detail Project 1999 2000 2001 2002 2003 Total Request Sanitary Sewer Rehabilitation 700.000 572,000 1.272.000 Mt. Sequoyah Water/Sewer System Upgrade 405.000 1,995.000 2.400000 Huntsville Road - Water Line Replacements 827.000 827,000 Hinkle Mobile Home Park -Water Line Repl, 180.000 180,000 North Central Area Water System Upgrades 951.000 951.000 Mt. Sequoyah Elevated Water Storage Tank 1.100,000 1 100,000 4,750000 2.409,000 2.959,000 2,230,000 2,266,000 14.614,000 water & Sewer Services_ Imorovements W/S Services Water Meters Backflow Prevention Assemblies Water & Sewer Rate/Operations Study Total Water & Sewer Fund Projects Bond Fund Water & Sewer improvement=_ Engineering Wastewater Treatment Plant Expansion Total Bond Fund Projects Community Development Block Grant Fund omm pity Develnoment Improvements C.D. Walker Park Senior Complex Walker Park Pavilion Southeast Community Center - Playground Equip, Southeast Community Center - Addition Project for Family Violence - Expansion Total Community Development Block Grant Fund Projects 204.000 215,000 253.000 285.000 302.000 1.259.000 12.000 13.000 15,000 16.000 17,000 73.000 100.000 126.000 226.000 316,000 228,000 288000 427000 319.000 1,558.000 6.273.000 3.216.000 3.408.000 2.838.000 2.766.000 18.501,000 3,300.000 3.200,000 37,300.000 23,000.000 66,800.000 3.300.000 3.200.000 37.300.000 23.000.000 66.800.000 300,000 300,000 40,000 40000 30,000 30,000 59.000 119.000 25.000 203,000 55,000 320.000 375,000 484.000 439,000 255,000 948,000 OH -Street Parking Fund off -Street Parkin Improvements Parking Enf. Parking Lot Overlays 10,000 30.000 12,000 23.000 6,000 81.000 Downtown Parking Master Plan 38.000 38,000 Parking Deck Rehabilitaton 35,000 25.000 25.000 25.000 25,000 135,000 Gated Parking Conversion 12.000 14.000 26,000 Total Off -Street Fund Projects 83.000 67,000 51.000 48.000 31 000 280.000 Solid Waste Fund .solid Waste improvements Solid Waste Curbside Recycling Improvements 50,000 50,000 50,000 50,000 28,000 228.000 Dumpster Lease Program 50.000 41.000 30.000 25,000 50.000 196.000 ' Solid Waste Rate Study 20,000 20.000 Total Solid Waste Fund Projects 120.000 91,000 80.006 75.000 78.000 444.000 [I 1J I Airport Fund Parks Development Fund Sales Tax Capital Improvements Fund Shop Fund Water & Sewer Fund Bond Fund Community Development Block Grant Fund Off -Street Parking Fund Solid Waste Fund 1.529.000 2,293,000 2.814,000 961,000 1,570.000 9,167,000 760,000 772,000 785,000 797.000 825,000 3.939.000 12,381,000 8.599.000 8,704,000 8.811,000 9.516,000 48,011.000 2,126,000 1.919.000 1.370,000 1,787.000 1,853,000 9,055,000 6,273.000 3.216,000 3,408,000 2.838,000 2.766,000 18.501,000 3.300,000 3,200.000 37,300,000 23,000.000 66,800,000 484,000 439.000 25,000 948.000 83.000 67.000 51.000 48,000 31.000 280000 120.000 91,000 80,000 75.000 78.000 444.000 $23,758 000 $ 20,696.000 $ 20,437,000 S 52.817 000 S 39 639.000 $ 157 145.000 I 201 City of Fayetteville. Arkansas 1999 Capital Budget Fund / Program / Category Project Title 1999 Budget Off -Street Parking Fund (21301 9130 Off -Street Parking Expense Downtown Parking Master Plan 38.000 Parking Deck Rehabilitation 35.000 . Parking Lot Overlays 10.000 •83.000 Community Development Block Grant Fund (21801 4990 Community Development. Capital Southeast Community Center - Addition 59.000 Southeast Community Center - Playground Equipment 30.000 Walker Park Pavilion 40.000 Walker Park Senior Complex 312.000 441.000 Parks Development Fund (22501 9250 Parks Development Capital Girls Softball Complex 552.000 Park Land Acquisitions 50.000 Playground Renovations 33.000 Washington School Community Gym 125.000 760.000 Sales Tax Capital Improvements Fund (44701 Fire Safety Improvements Automatic External Defibrillators 45.000 Breathing Air Compressor - Replacement 25.000 Fire Apparatus Replacement - Fire Station #4 - 200.000 Fire Station Replacement - #4 650.000 Mobile Data Terminal - Communications System 95.000 1.015.000 Police Safety Improvements Live Scan Fingerprinting 30.000 PC/Terminal - Upgrade/Replacements 22.000 Police Emergency Generator 80.000 Police Handgun Replacements 42.000 Police Office Partitions and Furniture 20.000 Police Telephone System Upgrade 54.000 Radio System Replacement 100.000 348.000 Library Material Purchases & Improvements Library Book Detection System 36.000 Library HVAC Replacement & Improvement 9.000 Library Materials Purchases 137.000 Library Shelving 10.000 192.000 Parks and Recreation Improvements Babe Ruth Ballpark Improvements 99.000 Citywide Park Master Plan 25.000 Lake Fay Softball Complex Improvements 15.000 Lake Fayetteville/Sequoyah Improvements 75.000 Other Park Improvements 15.000 Playground Renovations 17.000 Walker Park Senior Complex 176.000 Wilson Pool Improvements 70.000 492.000 202 I City of Fayetteville. Arkansas 1999 Capital Budget I I I I I I I I I I I I I I I Fund / Program / Category Bridge and Drainage Improvements In -House Street & Sidewalk Improvements Title Drainage Study and Master Plan Miscellaneous Drainage Improvements Ora Drive Drainage Improvements Steele Property Bridge - Cost Sharing Pavement Improvements Sidewalk Improvements Street Improvements Dickson Street Improvements Highway 16 West Widening Poplar Street Improvements Sixth Street Improvements Steele Property - Street Improvements Street ROW/lntersection/Cost Sharing Improvements Transportation Improvements Water and Sewer Improvements Solid Waste Improvements Other Capital Improvements 1820 Meter Operations 1830 Meter Maint. & Backflow Prevention M.U.T.C.D. Sign Material Traffic Signal Improvements Dickson Street - Water/Sewer Relocations Highway 16 West Water/Sewer Relocation Highway 265 - Water/Sewer Relocations Sanitary Sewer Rehabilitation Water and Sewer Operations/Services Center Collection Bins - Curbside Composting Site Improvements Curbside Recycling Improvements Roll -Off Containers Animal Shelter A/C Replacement AS/400 Minicomputer System Upgrades Building Improvements Geographic Information System Local Access Network (LAN) Upgrades Microcomputer Replacements Printer Replacements P.E.G. Television Center - Equipment Research & High Technology Park - Grant Match Telephone Upgrade - Year 2000 Compliance Tree Planting Program Work Order System Water Meters Water & Sewer Rate/Operations Study Backflow Prevention Assemblies 1999 Budget 70.000 70.000 150.000 400.000 690.000 843.000 281.000 1.124.000 2.200.000 817.000 250.000 560.000 300.000 108.000 4.235.000 27.000 83.000 110.000 500.000 450.000 700.000 1.054.000 200.000 2.904.000 17.000 55.000 35.000 20.000 12 /AUU 15.000 65.000 350.000 111.000 56.000 30.000 25.000 36.000 300.000 80.000 56.000 30.000 1.154.000 204.000 100.000 304.000 12.000 12.000 II 203 City of Fayetteville. Arkansas 1999 Capital Budget Fund / Program / Category Project Title - 1999 Budget 5100 WWTP Operations Upgrade/Replace Lift Stations 30.000 30.000 5600 Capital Water Mains Highway 265 - Water/Sewer Relocations 1500.000 Water and Sewer Cost Sharing - 100.000 1,600.000 5700 Sewer Mains Construction S.C.A.D.A. System Upgrade 250.000 Wastewater Treatment Plant Expansion 2.900.000 3,150.000 5800 WWTP Capital Computer System Upgrade/Maintenance 8.000 Plant Pumps and Equipment 50,000 Safety Equipment Improvements 5.000 S.M.S. Access Road Improvements 5,000 Testing Equipment 9.000 Ultraviolet Disinfection System 1.100.000 1,177.000 5000 Operations & Administration Solid Waste Rate Study 20.000 20.000 5060 Recycling Curbside Recycling Improvements 50.000 Dumpster Lease Program 50.000 100.000 Airport Fund (55501 3960 Airport Capital A.D.A. Commuter Ramps 25.000 Federal Grant & Local Matches 37.700 HVAC - Air Handlers Replacement 60.000 New Industrial Hangar 200.000 Old Fire Station Renovation 5.000 Professional.Services 50.000 Terminal Ramp Rehabilitation 286.000 663.700 1920 Fleet Operations Capital Back Hoe/Loaders - Repl / Exp 175.000 Construction Equipment - Exp 40.000 Fire Vehicles/Equipment - Replacement 30.000 Light/Medium Utility Vehicles - Repl / Exp 481.000 Medic m/Heavy Utility Vehicles - Repl / Exp 236.000 Other Vehicles/Equipment - Repl / Exp - 169.000 Police/Passenger Vehicles - Rep!! Exp 286.000 Sanitation Vehicles/Equipment - Repl / Exp 517.000 Tractor/Mower - Replacements 192.000 2.126.000 Total Capital Improvements Program - 1999 Projects $ 22.857.700 1E L I L: I I I I I I I El I 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 Moody 's Standard & Poor's Aaa AAA I Aa AA ' A-1 A A Baa-1 BBB & Baa ' Ba and BB and lower lower I Description Best quality, extremely strong capacity to pay principal and interest. High quality, very strong capacity to pay principal and interest. Upper medium quality, and strong capacity to pay principal and interest. Medium grade quality, adequate capacity to pay principal and interest. Speculative quality, low capacity to pay principal and interest. I 205 Description of Outstanding Bonds General Obligation Bonds Sales Tax Capital Improvements Refunding , Series 1997: 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 ajone percent (1%) local sales tax levied by Washington County, Arkansas. The proceeds of the bonds were used to refund Series 1986 Sales Tax Capital Improvement bonds, which 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 refunding bonds are unrated. As a result of the refunding, the City has a projected net present value savings of approximately $311,000 over life of the bonds. The refunding also allowed the City to reduce the final maturity by two years. The original issue amount was $2,610,000. 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 (c) construction of a 36 -inch water transmission main and 12 -inch distribution main in west Fayetteville. The bonds are rated "A" by both Moody's and Standard and Poor's. The original issue amount was $5,500,000. Hotel & Restaurant Gross Receipts Tax.Refunding, Series 1995: The bonds are special obligations of the City payable from: (a) amounts received by the City from a 1% Hotel & Restaurant Gross Receipts tax; (b) certain State turnback revenues received; and (c) revenues from a lease agreement between the City and University of Arkansas. The proceeds of the bonds were used to refund Series 1979 Continuing Education Center revenue bonds, which financed the construction, acquisition, and equipping of a site for a continuing education center in downtown Fayetteville. The bonds are unrated. As a result of the refunding, the City has a projected net present value savings of approximately $324,000 over the remaining life of the bonds. The original issue amount was $2,675,000. Hotel & Restaurant Gross Receipts Tax, Series 1999 These bonds are special obligations of the City and supplemental to the Hotel & Restaurant Gross Receipts Tax Refunding bonds, Series 1995. The bonds are payable from: (a) amounts received by the City from a 1% Hotel & Restaurant Gross Receipts tax; (b) certain State tumback revenues received; and (c) revenues from a lease agreement between the City and University of Arkansas (however the lease revenues are most closely associated with the Series 1995 bonds mentioned above). The proceeds of the bonds are scheduled to be used to finance a portion of the construction, acquisition, and equipping of a Town Center and Parking Garage facility to be located on the south side of the downtown square in Fayetteville. The bonds are unrated. The original issue amount was $6,950,000. 206 City of Fayetteville, Arkansas Bonds Outstanding December 31, 1998 Outstanding Bond Due Interest Description Issue Dates Rates Amount General Obligation Bonds Sales Tax Capital Improvements - WAC 1997 1998-2005 4.15-4.65% $ 2,320,000 Revenue Bonds Water & Sewer System Refunding and Improvement 1992 1997-2012 4.65-6.15% 8,160,000 Water & Sewer System 1994 1997-2008 4.90-6.00% 4,270,000 ' Hotel & Restaurant Gross Receipts Tax Refunding 1995 1996-2004 4.75-5.25% 1,910,000 Hotel & Restaurant Gross Receipts 1998 1999-2015 3.50-4.80% 6,950,000 21,290,000 ' $ 23,610,000 1999 Debt Service Payment Schedule Bond ' Description Issue Principal Interest Total General Obligation Bonds ' Sales Tax Capital Improvements - WAC 1997 $ 305,000 $ 103,668 $ 408.668 ' Revenue Bonds Water & Sewer System Refunding and Improvement 1992 360,000 471,050 831,050 Water & Sewer System 1994 335,000 240,542 575,542 Hotel & Restaurant Gross Receipts Tax Refunding 1995 280,000 97,597 377,597 Hotel & Restaurant Gross Receipts 1998 115,000 280,200 395.200 1,090,000 1,089,389 2,179,389 ' Total Debt Service Payments $ 1,395,000 $ 1,193,057 $ 2,588,057 I I I I 207 City of Fayetteville, Arkansas Computation of Legal Debt Margin December 31. 1998 General Obligation Debt Debt margin is a calculation based on the assessed value of property located within the City limits. The debt limit is established by state statute and is limited to 20% of assessed value. 1998 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 120 100 80 C C ,O 60 40 20 0 S 2,320,000 250,927 $ 524,000,000 + 104,800,000 2,069,073 $ 102,730.927 Debt Applicable to Debt Limit 1985-1998 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 ® Net Bonded Debt O Debt Limit Enterprise Fund Debt (Revenue Bond Debt) Enterprise fund debt is established by the cash flow for each enterprise fund. For example, Water & Sewer Fund must be able to generate sufficient cash flows to meet normal operating and capital as well as provide sufficient resources to meet the annual debt service requirements. Prior to issuing enterprise fund bonds, an analysis of current revenues and expenses is conducted to determine the revenues required to support a bond issue. * Note: The assessed value does not include City utilities. 208 City of Fayetteville, Arkansas Debt to Maturity Schedule ' December 31, 1998 Maturity Beginning Annual Debt Remaining ' Year Balance Principal Interest Requirement Balance 1998 $ 24,825,000 $ 1.215,000 S 968,971 $ 2,183,971 S 23,610.000 ' 1999 23,610,000 1,395,000 1,193,057 2,588.057 22.215,000 ' 2000 22,215,000 1,410,000 1,153.985 2,563,985 20,805,000 2001 20,805,000 1,475,000 1,086,645 2,561,645 19,330,000 2002 19,330,000 1,555,000 1,014,515 2,569,515 17,775,000 2003 17,775,000 1,630,000 937,118 2,567,118 16,145,000 ' 2004 16,145,000 1,720,000 853,213 2,573,213 14,425,000 ' 2005 14,425,000 1,715,000 763,563 2,478,563 12,710,000 2006 12,710,000 1,495,000 675,552 2,170,552 11,215,000 2007 11,215,000 1,575,000 596,440 2,171,440 9,640,000 2008 9,640,000 1,665,000 511,930 2,176,930 7,975,000 ' 2009 7,975,000 1,180,000 421,660 1,601,660 6,795.000 2010 6,795,000 1,240,000 359,983 1,599,983 5,555.000 2011 5,555,000 1,305,000 293,872 1,598,872 4.250,000 ' 2012 4,250,000 2,175,000 223,598 2,398,598 2,075,000 2013 2,075,000 660,000 99,600 759,600 1,415,000 ' 2014 1,415,000 690,000 67,920 757,920 725,000 2015 725,000 725,000 34,800 759,800 0 $ 24,825,000 $ 11,256,420 $ 36,081,420 1 209 City of Fayetteville Organizational Chart Citizens of Fayetteville City Attorney -Pmsccutnr -Communnamns Mayor Adnumstmuan Public Works -Engmccnng Inspecunm -Parks & Rccmumn Planning Solid Waste LSuegt Tmlfic FWastewater T¢mmcnt W atcr & Sewer Admmisumive Services Audit Budget& Rescamh -Building Maintenance Cnmmumty Development -Fleet Operations -Intlrnsumn Technology jMunicipal Coon (Personnel Puchastng -Water & Sewer SeM1Ee5 Municipal Judge 211 Officials of the City of Fayetteville, Arkansas Elected Officials Fred Hanna Mayor Robert Reynolds Kit Williams Cyrus Young Ward 1, Ward I. Ward 2, Position I Position 2 Position I Kyle Russell Ward 2, Position 2 Trent Trumbo Ward 3, Position I Donna Pettus Ward 3, Position 2 Len Schaper Ward 4, Position Heather Daniel Ward 4, Position 2 Jerry Rose Heather Woodruff Rudy Moore Kevin Crosson Mickey Jackson Nancy Hendricks Charles Venable Richard Watson Department Directors Management Staff City Attorney City Clerk/Treasurer Municipal Judge Administrative Services Director Fire Chief Assistant to the Mayor Public Works Director Police Chief Accounting Manager Marilyn Cramer Environmental Affairs Admin. Cheryl Zotti. Airport Manager Dale Frederick Facilities Superintendent Harold Dahlinger Animal Services Director Olivia Horn Fleet Operations Supt. William Oestreich Asst. to the Admin. Ser. Dir. Brian Swain Inspections Director Bert Rakes Asst. Public Works Director Don Bunn Internal Auditor/Grant Acct. Yolanda Fields Budget Coordinator Steve Davis Municipal Court Head Clerk Dena Stockalper Cable Administrator Marvin Hilton Parks & Rec. Superintendent Connie Edmonston City Engineer Jim Beavers 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 Information Tech. Manager Scott Huddleston Water & Sewer Maint. Supt. David Jurgens s■ 212 I 1 1 1 City of Fayetteville, Arkansas Personnel Summary Full Time Equivalent Basis 1996 1997 1998 1999 Department Employees Employees Employees Employees General Government 34.07 37.80 38.30 36.75 Administrative Services 98.30 104.30 109.80 116.30 Police 117.13 123.63 126.63 • 132.63 Fire 73.00 76.00 85.00 85.00 Public Works 190.76 202.76 215.76 221.01 Total 513.26 544.49 575.49 591.69 NOTE: Approved by the City Council at the January 6. 1998 meeting was a Civilian Report Taker for the Police Department. This position was funded with 75% in grant funding from the COPS MORE grant program. 800 T n 400 E W Personnel Summary I by Year EkL 0 1996 1997 1998 1999 Year • Total Employees Total Employees by Department Full Time Equivalent Basis 25< 200 N 150 O a E 100 lii 50 0 General Government Police Public Works Administrative Services Fire I a 1996 D1997 0 1998 = 1999 213 Division Accounting Animal Services Airport Building Maintenance City Clerk . Community Development Engineering Information Technology/ Engineering Mayor's Administration Parks & Recreation Police Public Lands Maintenance Water & Sewer Maintenance CITY OF FAYETTEVILLE PERSONNEL VARIATION SUMMARY Additions Deletions 1.00 Accounting Clerk' 1.00 Veterinary Assistant 2 0.50 Clerk Typist' - 1.00 Custodian 1.00 Plumber / HVAC Technician' 0.50 Clerk Typist' 0.45 Clerk Typists 0.50 Gym Supervisor 6 1.00 Staff Engineer' 1.00 GIS Technician / Survey Assistant' 0.50 Clerk Typist 10 0.75 Ballfield Maintenance Worker 10 0.75 Maintenance Worker 1I 10 0.75 Lake Maintenance Worker II 10 4.00 Police Officers " 1.00 Senior Secretary". 1.00 Clerk Typist " 0.50 Senior Clerk-Typist'2 1.00 Maintenance Worker IV " 1.00 Maintenance Worker III " 19.20 Total Additions (3.00) Total Deletions 16.20 Net Additions 1.00 Custodian 0.50 Maintenance Worker II' 0.50 Administrative Intern 1.00 Youth Center Positions 10 214 I Notes to the Personnel Variation Summary 1) An Accounting clerk position is being added due to increased workload in the Division. This position will continue the process of centralizing and standardizing the billing process to maintain a comprehensive record of moneys owed to the City and to collect those funds. The addition of DROP for Fire Pension has resulted in additional transactions to be recorded, permanent records to be maintained, and reports to be filed. This position is funded in General Fund. 2) A Veterinary Assistant is being added to assist the contract veterinarian in the Animal Shelter program. A 0.50 Clerk Typist position is being added due to increased usage of the Animal Shelter. This is primarily due to the animal sheltering agreements the City has entered into with Washington County and seven other Washington County cities. These positions are funded in the General Fund. 3) A Custodian position and a Maintenance Worker II position are being deleted in the Airport Division. These positions were funded in the Airport Fund. ' 4) A Custodian position, a Plumber/HVAC Technician and a 0.50 Clerk Typist are being added to the Building Maintenance Division. The positions are being added to provide maintenance to City facilities. State plumbing code requires a licensed plumber make plumbing repairs. These positions are funded in General Fund. 5) Funding to increase a part time Clerk Typist to full time is being added to the City Clerk Division. The position is funded in General Fund. 6) A part time Gym Supervisor is being added in this budget to work in the Yvonne Richardson Community Center. The position is funded in the Community Development Fund. 7) A Staff Engineer is included in this budget. The additional engineer will assist with the increased number of in- house and contract engineering projects and would be able to provide additional assistance in development review. ' The position is funded in General Fund. 8) A GI&Technician/ Survey Assistant is included in this budget. This position is needed to assist in the development and maintenance of the GIS. This position will be shared by the Information Technology and Engineering Divisions and is funded in General Fund. ' 9) An Administrative Intern position is deleted in this Budget. The position was funded in General Fund. 10) A part time Balifield Maintenance Worker, a part time Maintenance Worker II, a part time Lake Maintenance ' Worker 11 and funding to increase a part time Clerk Typist to full time are being added to this budget. These positions are funded in the General and Parks Development Funds. The Lake Maintenance Worker II will be funded from capital project funding in the Sales Tax Capital Improvement Fund. Additionally, a Youth Center Recreation position is deleted and the funding has been transferred to the Youth Center. 11) Four Police Officers, a Senior Secretary, and a Clerk Typist are being added to the Police Department in this budget. The Police Officer, the Senior Secretary, and the Clerk Typist are funded with grant funds. These positions are funded in General Fund. 12) Funding to increase a part-time Senior Clerk Typist to full time is being added to the Public Lands Maintenance Division to assist in the in-house sidewalk program. This position is funded in General Fund. 13) A Maintenance Worker IV and a Maintenance Worker III are being added to Water & Sewer Maintenance ' Division to assist with in-house projects. These positions added to the Public Works Crew Leader position approved for 1998 will complete an additional maintenance crew and are funded in Water & Sewer Fund. I215 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. Fayetteville achieved town status in 1835, was sur- veyed into lots sold at public auctions over the next two years, and by • Fayette 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 the most important centers for commerce and learning in Arkansas. By 1870, Fay- etteville became an incorpo- rated city. Recovery 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. TI 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 population from a 1996 Special ,Census is 52,976; and Year 2000 population is projected at 62,100. Over the 20- year span of 1980-2000, the projected population in- crease is almost 70%. vi11e 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 encompasses 44.54 square miles or 28,508 acres; in 1870, the original town encompassed only 1,116 acres. ECONOMIC CONDITIONS Fayetteville's unemployment rate has historically 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 phenomenal growth of Wal-Mart, Tyson Foods, J.B. Hunt Transport, and other locally - based companies. Fayetteville is known as the business center for Northwest Arkansas. Aggressive in dealing with its growth, the City has anticipated future growth. A goal of the economic development philosophy is to not only encourage and support new business, but to direct the growth into areas compatible with existing industry and the economic base. In addition, initiatives such as the completion of the City's General Plan 2020 and the Capital 216 P1 I P1 I I I I I I 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 at 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. In 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 scheduled opening of the new 1-540 high- way on January 8, 1999 and the completion of the four -lane upgrade of Highway 412 from Interstate 44 in Tulsa, place the City in the fast lane for continued growth into the 21st Cen- tury. Other available ground transportation in the area includes rail -freight service through Arkansas & Missouri Railroad, daily bus service through Jefferson Bus Lines, and a number of excellent motor -freight carriers. In addition to ground transportation, the City offers excellent air -passenger service; with one airline already operating at the new Regional Airport and three other airlines announcing departure by the first quarter of 1999, only one airline will be operating at the Municipal Airport (Drake Field) in 1999. 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 Fayetteville into the realm of high-technology biomedical research. ' 217 ENVIRONMENT/RECREATION 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 Division 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 are being constructed. • The new Regional Airport opened operations in November 1998 providing still another venue for accelerated economic growth. • The "Lights of the Ozarks Festival" has enjoyed five 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 - em 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 52,000 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. . 218 ' 1998 MISCELLANEOUS STATISTICAL DATA Date of Incorporation - August 23, 1870 ' Form of Government - Mayor/Council Area (Sq. Miles) - 44.54 Fire Protection eµe Stations 5 Miles of Sanitary Sewers 430 Uniformed Employees 84 Average Daily Treatment (Gallons) I 1 "0,000 Police Protection Stations I Public Educational System Uniformed Employees 84 Elementary 10 Junior High 2 Parks & Recreation High School 2 ' Number of parks 54 Full -Time Equivalent Teachers 568 Number of playgrounds 25 Registered Students 7,800 ' Number of tennis courts: Building Permits Lighted 4 Unlighted 8 Year Number Value ' Number of basketball goals 88 1998 345 $58,548,911 Number of softball/baseball fields 17 1997 365 59,288,194 Number of community centers 4 ' Number of swimming pools 2 1996 595 64,057.664 Number of soccer fields 12 1995 670 90,946,650 Number of volleyball courts 10 1994 709 97,389.564 ' Number of recreational complexes 2 1993 651 87.005.237 Acres: 1992 473 56,279,064 Developed Land 2,402 ' Undeveloped Land 125 1991 353 40,132,613 Water 739 1990 298 36,434,671 1989 238 21,483.018 ' S reets Street Miles: Unemployment Rate (%I - Graded and Surface Treatment 10.72 Year Rate - Paved (Concrete and Asphalt) 309.28 1998 2.8 Water 1997 2.5 Water Meters 26,831 1996 2.5 Beaver Water District Pumping 1995 2.4 Capacity (Gallons) 80,000,000 ' Pumping Capacity to Fayetteville 1994 2.7 (Gallons) 29,000,000 1993 3.0 Average Daily Consumption 13,300,000 1992 3.7 ' Miles of Water Mains 470 1991 3.9 Fire Hydrants 1,625 1990 4.0 I 219 GLOSSARY ACCOUNT GROUP. A self -balancing set of accounts which are not a fund or a fiscal entity. General Fixed Assets Account Group and General Long -Term Debt Account Group are such examples. ACCOUNTING SYSTEM. Records and procedures that discover, record, classify, and report information on the financial position and operations of a governmental unit or any of its funds. AD VALOREM. A basis for levy of taxes upon property based on value. AGENCY FUND. A fund consisting of resources received and held by the governmental unit as an agent for others. APPROPRIATION. An authorization granted by the board to incur liabilities for specific purposes. ASSETS. Probable future economic benefits obtained or controlled by a particular entity as a result of past transactions or events. BOND. A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date. or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. BOND DISCOUNT. The excess of the face value of a bond over the price for which it is acquired or sold. BOND PREMIUM. The excess of the price at which a bond is acquired or sold over its face value. BONDED DEBT. The portion of indebtedness represented by outstanding bonds. BUDGET. A financial operating plan consisting of estimates of proposed expenditures for a given period and the proposed means of financing them. BUDGET CONTROL. The control or management of the approved Budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. BUDGET DOCUMENT. The instrument used by the budget -making authority to present a comprehensive financial program to the appropriating body. BUDGET MESSAGE. A general discussion of the proposed budget as presented in writing by the Mayor to the City Council. The message contains an explanation of the principal budget items and recommendations regarding the financial policy for the coming year. CAPITAL BUDGET. This budget deals with large expenditures for capital items normally financed by borrowing. Usually capital items have long-range returns, useful life spans, are relatively expensive, and have physical presence such as buildings, roads, sewage systems, etc. . CAPITAL 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. 220 I IGLOSSARY, (continued) ' CAPITAL IMPROVEMENT FUND. A fund created to accumulate revenues from current taxes levied for major repairs and maintenance to fixed assets of a nature not specified at the time the revenues are levied. ' CAPITAL IMPROVEMENT PROGRAM. An approach or technique for identifying and forecasting capital outlay decisions that a government expects to make over a five year period. ' CAPITAL OUTLAY. Expenditures that result in the acquisition of or addition to fixed assets. CAPITAL PROJECTS FUND. A fund created to account for all resources to be used for the acquisition or construction of designated fixed assets. CONSTRUCTION WORK IN PROGRESS. The cost of construction work that has been started but not ' yet completed. CONTINGENCY FUND. Funds set aside for unforeseen expenses of uncertain amounts or funds set aside ' for known expenses, such as salary increases, but uncertain amounts. CONTRACTUAL SERVICE. An agreement to perform a service or task by external organizational units. IA 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. 221 GLOSSARY, (continued) ENCUMBRANCE. An account used to record the estimated amount of contracts, salary commitments and purchase orders that are chargeable to an appropriation. ENTERPRISE FUND. A fund'established to finance and account for the acquisition, operation, and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by user charges. EXPENDITURE. Accounts which are kept on either the accrual basis or modified accrual basis of accounting and designates the cost of goods delivered or services rendered, whether paid or unpaid, including expenses and capital outlays. EXPENSE. Charges incurred for operation, maintenance, interest, and other charges that will benefit the current year. FIDUCIARY FUND. Any fund held by a governmental unit as an agent or trustee FISCAL YEAR. A 12 -month period of time to which the annual budget applies and at the end of which a governmental unit determines its financial position and the results of its operations. FIXED ASSET. Long-term assets that are intended to be held or used, such as land, buildings, machinery, furniture, and other equipment. FRANCHISE TAX. Fees levied on a corporation in return for granting a privilege sanctioning a monopoly or. permitting the use of public property, usually subject to regulation set by the governing body. FULL-TIME EQUIVALENT POSITION (FTE). A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a summer lifeguard working for four months, or 690 hours, would be equivalent to .33 of a full-time position. FUND. A fiscal and accounting entity with a self -balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities, or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE. Fund equity available for appropriation FUND EQUITY. The excess of assets over liabilities. A portion of the equity may be reserved or designated; the remainder is Fund Balance. GENERAL FIXED ASSETS 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 from general revenues. 222 C I GLOSSARY, (continued) ' GOAL. A goal is a statement of desired conditions to be maintained or achieved through the efforts of an organization. Actual total achievement may be impossible, but the goal is a standard against which to measure progress toward ideal conditions. A goal is a definition of results toward which the work of the organization ' is directed. GOVERNMENTAL FUND. A generic classification adopted by the National Council on Governmental ' Accounting to refer to all funds other than proprietary and fiduciary funds. General fund, special revenue funds, capital projects funds, debt service funds, and special assessment funds are all examples of governmental fund types. GRANT. A contribution by one governmental unit to another unit. The contribution is usually made to aid in the support of a specified function or for the acquisition or construction of fixed assets. INCOME. A term used to represent the excess of revenues earned over the expenses incurred in carrying on a enterprise operation. INTERGOVERNMENTAL REVENUE. Revenue from other governments. Grants, entitlements, and shared revenues are types of intergovernmental revenue. INTERNAL SERVICE FUND. A fund established to finance and account for services and commodities furnished by a designated department to other departments. Amounts expended by the fund are reestablished from either operating earnings or by transfers from other funds. ' INVESTMENT. Securities held for the production of income in the form of interest and dividends. I 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. I I [] I I U 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. 223 GLOSSARY, (continued) OBJECT CODE. Expenditure classification according to the types of items purchased or services obtained; for example, personnel services, materials and supplies, contractual service, and capital. OBJECTIVE. An objective is a decision about the amount of progress to be made within a specified period of time. It states in measurable and quantitative terms the results to be achieved within a specified time and plans the incremental steps to achieve the goal. OPERATING TRANSFER. Legally authorized interfund transfers from a fund receiving revenue to the fund that makes expenditures. ORDINANCE. A formal legislative enactment by the governing board of a municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. PERFORMANCE BUDGET. A budget which relates appropriations to work loads. By featuring unit measures, performance budgets are believed to express official and citizen interest in the managerial value of efficiency. PERFORMANCE MEASURES. Performance measures provide a means of identifying the level of service provided. Performance measures include a measurement of Demand, Workload, Productivity, and Effectiveness. PROGRAM. Operating units within a Division. Each program represents a specific type of activity within its Division aimed at providing a service for which the City is responsible. PROGRAM BUDGET. A budget which relates appropriations to goals. Budget makers practicing this approach strive to appropriate sums to non -organization, goal -oriented cost centers. Program budgeting is believed to express official and citizen interest in planning and in the effective use of resources. PROGRAM OBJECTIVES. A program objective is a decision about the amount of progress to be made within a specified period of time in reducing the gap between real conditions and the ideal conditions described in the Program Description. It states in measurable quantitative terms the results to be achieved within a specified time and plans the incremental steps to achieve them. PRODUCTIVITY. Unit cost (productivity data) enables decision -makers to measure efficiency, as opposed to total expenditures. Productivity unit costs can also be used to quickly estimate the cost of adding more service or savings 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. 224 GLOSSARY, (continued) 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. UNRESERVED FUND BALANCE. The amount remaining in a fund that is not reserved for some future use and which is available for further appropriation or expenditure. USER CHARGE. A charged levied against users of a service or purchasers of a product of an enterprise or internal service funds. WORKLOAD. Workload data answers the question about how much service is being provided, as well as how output is meeting service demand. Workload data is also the basis, along with total expenditures, for unit cost or productivity indicators. 225 City of Fayetteville, Arkansas Index 1999 Capital Budget.............................................................202-204 Accounting and Audit............................................................... 87 Administrative Procedures to Adjust the Approved Budget....................................7-8 Administrative Services - Department Goals - 1999 ......................................7344 Administrative Services - Goals & Results - 1998 ........................................75-77 Administrative Services - Organizational Structure ........................................ 71 Administrative Services - Overview....................................................72 Administrative Services - Personnel Summary ...........................................82-84 Administrative Services - Program Expenditure Summary .................................78-81 78-81 Administrative Services Director.......................................................85 Airport - Airside Operations............................................................. 69 Airport- Capital.................................................................... 70 AirportFund - Revenue & Expenditure Summary ..........................................41 AirportFund- Sources & Uses of Funds.................................................40 Airport - Landside Operations.........................................................68 Animal Services - Animal Shelter......................................................99 Animal Services - Patrol/Emergency Response............................................98 Arts Center Bond Fund - Revenue & Expenditure Summary ..................................29 Budget Research.................................................................. 88 Budget Flowchart...:............................................................... 3 Budget Organizational Structure........................................................9 Budget Process....................................................................1-2 BudgetResolution................................................................. XV1 Building Maintenance -General Maintenance............................................91 Building Maintenance - Janitorial...................................................... 92 C.E.C. and Parking Facility Fund - Revenue & Expenditure Summary .......................... 43 Cable Administration................................................................ 65 Capital Improvement Policy............................................................6 Capital Improvement Program Directional Information.................................6 190-194 Capital Improvement Projects by Project Area - All Sources................................196 Capital Improvements Program Comprehensive Detail .................................. 198-201 Capital Improvements Program Introduction............................................189 Central Dispatch....................._............................................ 117 Chartof Fund Types- Governmental...................................................II Chartof Fund Types - Proprietary & Fiduciary ............................................13 City Advertising & Promotion Fund - Revenue & Expenditure Summary ........................ 24 CityAttorney...................................................................... 61 CityClerk/Treasurer................................................................ 66 CityCouncil...................................................................... 60 City Engineering - Operations & Administration .......................................... 150 CityEngineering - Plans and Specifications..............................................149 CityEngineering - Public Construction..................................................152 CityEngineering - Right of Way Acquisition............................................151 Cityof Fayetteville Organizational Chart ...............................................211 City Prosecutor..................................................................... 62 Combined Statement of Fund Equity - Proprietary & Fiduciary (Shown by Department) ........... 14 226 n I City of Fayetteville, Arkansas Index (continued) Combined Statement of Fund Position - Governmental (Shown by Department) . . ..... . . . . . . . . . .. 12 CommunityDevelopment - Administration & Planning ....................................101 CommunityDevelopment- Home Grant ................................................ 103 CommunityDevelopment - Housing Services ............... ..... . ...... ..... . 102 Community Development - Public Facilities & Improvements . . . . . . . . . . . . 105 CommunityDevelopment - Public Services..............................................104 Community Development Block Grant Fund - Revenue & Expenditure Summary ................. 26 ' Community Overview...........................................................216-218 Consolidated Fund - Department - Program Summary .......................................10 DebtPolicy........................................................................ 5 ' Debt Position..................................................................... 205 Debt to Maturity Schedule .. • 209 Description of Outstanding Bonds.....................................................206 ' Drug Law Enforcement Fund - Revenue & Expenditure Summary ............................. 28 Expenditure Policy .. 4-5 Financial Reporting Policy............................................................ 6 Fire - Aircraft Rescue & Fire Fighting ...... ..... 130 Fire Department - Department Goals - 1999 . . . . . . . ................................ . 123 Fire Department- Goals & Results -1998 ...............................................124 ' Fire Department - Organizational Structure .... . ....... . . .................. . . . ........ . . 121 Fire Department - Overview . 122 Fire Department -Personnel Summary...................................4.............. 126 Fire Department - Program Expenditure Summary . . ....... 4 . 4 ........... 125 Fire - Fire Prevention. ..................................................127 Fire - Operations .................................. ............. .... . 128 45 Fire - Training & Continuing Education ...... . . .... . : . .................. . .............. 129 Fleet Operations - Capital ..................................................109 Fleet Operations - Vehicle Maintenance ..................... 6 ........ 4 ................. 108 ' General Fund - Comparative Budget Summary ............................................19 General Fund - Expenditure Summary .......................... 4 .................... 4 . 20-21 GeneralFund-Sourcesand Uses of Funds........................6....................6. 18 ' General Government - Department Goals - 1999 . .... . . . .............. . .................... 53 General Government - Goals & Results - 1998 .. 54-55 General Government - Mayor's Administration ........................ 4 ..... 4 ........ 4 ... 59 General Government - Organizational Structure . ; ..... ; .... 51 General Government - Overview . 52 General Government - Personnel Summary ........................................... 6 ... 58 ' General Government - Program Expenditure Summary . .... 56-57 Glossary .. 220-225 HotCheck .................................................... . 63 Index.........................................................................226-229 Information Technology .......... Inspections ......................................................6................. 94 . 154 InternalAudit.............................................4..... 4.................. 90 ' Investment and Cash Management Policy ................................................. 5 227 City of Fayetteville, Arkansas Index (continued) Legal Debt Margin Calculation.......................................................208 List of Elected Officials, Administrative Officials, & Management Staff ....................... 212 Major Revenue Sources............................................................ Meter Maintenance & Backflow Prevention.............................................107 Meter Operations................................................................... 106 Miscellaneous..................................................................... 67 Miscellaneous Statistical Data........................................................219 Municipal Court - Criminal...........................................................95 Municipal Court - Probation & Fine Collection............................................96 Municipal Court - Small Claims & Civil.................................................97 MunicipalJudge....................................................................4 64 Municipal Judge Retirement Fund - Revenue & Expenditure Summary ......................... 46 Off Street Parking Fund- Revenue & Expenditure Summary ...................................25 Parking Management Program ..........................................................100 Parks- Administration.............................................................. 155 Parks - Athletic/Recreation Transfers...................................................157 Parks Development Fund - Revenue & Expenditure Summary .................................27 Parks - Lake Maintenance...........................................................159 Parks- Library.................................................................... 158 Parks -Parks Development & Maintenance...............................................170 Parks- Parks Maintenance............................................................ 160 Parks -Swimming Pool............................................................. 156 Personnel......................................................................... 86 Personnel Summary................................................................ 213 Personnel Variation Summary ......................................................214-215 Planning........................................................................ 153 Police Department - Department Goals - 1999 ............................................ 1 13 Police Department- Goals & Results -1998 .............................................114 Police Department - Organizational Structure ............................................ I1 1 Poiice Department- Overview........................................................112 Police Department - Personnel Summary ................................................ 1 16 Police Department - Program Expenditure Summary ....................................... 1 15 Police - Drug Enforcement .......................... Police- Patrol ...........................................................:6...... 0. 119 Police Pension Fund - Revenue & Expenditure Summary ....................................44 Police - Support Services............................................................ I18 Procurement/ Risk Management.......................................................93 Public Works - Department Goals - 1999 .............................................133-134 Public Works Director.............................................................. 148 Public Works Director - Public Lands Maintenance.......................................163 Public Works Director - Sidewalk & Trail Maintenance....................................169 Public Works - Goals & Results - 1998 ...............................................135-137 Public Works - Organizational Structure.................................................131 Public Works- Overview........................................................... 132 Public Works - Personnel Summary .................................................145-147 Public Works - Program Expenditure Summary ........................................138-144 Replacement Fund - Revenue & Expenditure Summary.....................................30 228 City of Fayetteville, Arkansas Index (continued) ReservePolicv...................................................................... 5 RevenuePolicy..................................................................... 4 Sales Tax Capital Improvements Fund - Capital Project Detail - 1999 ........................32-33 Sales Tax Capital Improvements Fund - Revenue & Expenditure Summary ...................... 31 Sales Tax Capital Improvements Funding - By Project Category ............................. 197 Schedule of Bonds Outstanding.......................................................207 Shop Fund- Revenue & Expenditure Summary ........................................... 47 Solid Waste - Commercial Collections..................................................184 Solid Waste - Composting...........................................................187 Solid Waste Fund - Revenue & Expenditure Summary ......................................39 Solid Waste Fund - Sources & Uses of Funds.............................................38 Solid Waste - Operations & Administration .............................................. 183 Solid Waste - Recycling............................................................. 186 Solid Waste - Residential Collections..................................................185 Sources and Uses of Funds Street Fund - Revenue & Expenditure Summary ...........................................23 StreetFund-Sources & Uses of Funds..................................................22 Street- Drainage Maintenance........................................................167 Street - Operations & Administration................................................... 164 Street- Right of Way Maintenance....................................................165 Street - Street Construction...........................................................168 Street -Street Maintenance...........................................................166 Summary of Project Requests & Project Resources........................................195 Town Center and Parking Facility Fund - Revenue & Expenditure Summary ..................... 42 Traffic - Engineering & Planning......................................................161 Traffic - Traffic Control & Parking Meter Maintenance....................................162 Transmittal Memo from the Mayor to Council .......................................... I-XV Utility Billing and Collection..........................................................89 Wastewater Treatment Plant....................................................176 Wastewater Treatment Plant - Capital..................................................181 Water & Sewer Fund - Revenue & Expenditure Summary ...................................37 Water & Sewer Fund - Sources & Uses of Funds .......................................... 36 Water & Sewer Maintenance - Capital Expenditures.......................................178 Water & Sewer Maintenance - Capital Water Mains.......................................177 Water & Sewer Maintenance- Connections..............................................179 Water & Sewer Maintenance - Operations & Administration ................................ 172 Water & Sewer Maintenance - Sewer Main Maintenance..................................175 Water & Sewer Maintenance - Sewer Mains Construction..................................180 Water & Sewer Maintenance - Water Distribution Maintenance .............................. 173 Water & Sewer Maintenance - Water Storage & Pump Maintenance .......................... 174 Water and Sewer- Debt Service.............................................182 Water Purchased................................................171 W