HomeMy WebLinkAbout167-99 RESOLUTION•
• •
167-99
RESOLUTION NO 166 99
A RESOLUTION ADOPTING THE 2000 CITY OF
FAYETTEVILLE ANNUAL BUDGET AND WORK PROGRAM
AS AMENDED.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE,
ARKANSAS*
Section 1 That the City Council hereby adopts the 2000 City of Fayetteville annual
budget and work program as amended. A copy of the budget as amended is attached hereto marked
Exhibit "A" and made a part hereof.
$EP,AND APPROVED this 21st day of December , 1999.
• C. ti..
e�rri, APPROVE
By ���
ft
44: Fred Hanna, Mayor
/4 f'1
ATTEST:
lard),
Heather Woodruff, City Cler
X AGENDA REQUEST
CONTRACT REVIEW
GRANT REVIEW
STAFF REVIEW FORM
For the Fayetteville City Council meeting of December 7, 1999
FROM:
Steve Davis
Name
Budget & Research Administrative Services
Division Department
ACTION REQUIRED:
Approve a resolution adopting the 2000 City of Fayetteville Annual Budget & Work
Program.
COST TO CITY:
Cost of this Request
Account Number
Project Number
Category/Project Budget Category/Project Name
Funds Used To Date Program Name
Remaining Balance Fund
BUDGET REVIEW:
Budgeted Item Budget Adjustment Attached
Budget Manager Administrative Services Director
CONTRACT/GRANT/LEASE REVIEW: GRANTING AGENCY:
Accounting Manager Date Internal Auditor Date
City Attorney Date ADA Coordinator Date
Purchasing Officer Date
STAFF RECOMMENDATION: Approval of the 2000 Proposed Annual Budget & Work Program
Division Head
Date
Date
Date
Cross Reference
New Item. Yes No
Prev Ord/Res #:
Orig Contract Date:
FAYETTEVII.LE
THE CITY OF FAYETTEVILLE, ARKANSAS
DEPARTMENTAL CORRESPONDENCE
•
TO: Fayetteville City Council
THRU: Fred Hanna, Mayor
FROM: John Maguire, Administrative Services Director
DATE• November 19, 1999
SUBJECT: 2000 Proposed Annual Budget - Presentation
The 2000 Proposed Annual Budget & Work Program will be submitted to City Council at a budget
retreat on November 30, 1999 at 4:30 P.M. (following the City Council agenda session) in room 326
of the City Administration Building. City staff will distribute and present the proposed budget at
the budget retreat.
A schedule of additional budget retreats will be submitted for Council review and approval. Copies
of the 2000 Proposed Budget will be made available for public review at the Mayor's Office, City
Clerk's Office, the Fayetteville Public Library, the Fayetteville Chamber of Commerce, and the
City's web site on Wednesday December 1.
200O
City of Fayetteville, Arkansas
Proposed
Annual Budget
Work Program
Attachment A
Amendments to the 2000 Proposed Budget
•
General Fund
Increase Investment Earnings $60,000
Increase Miscellaneous Program - Salary Contingency $270,000
Decrease Parks Maintenance Program - Personnel Services ($60,000)
Parks Development Fund
Increase Personnel Services $60,000
FAYETTEVILE
THE CITY OF FAYETTEVILLE, ARKANSAS
DEPARTMENTAL CORRESPONDENCE
•
•
To: Steve Davis, Budget and Research
From: Heather Woodruff, City Clerk
Date: January 5, 2000
Attached is a copy of the resolution approving the 2000 annual budget for your records. Please
forward three copies of the amended budget to the City Clerk's office at your earliest
convenience.
City,Clerk'.s Office.
File�GC,py '
Mi IICflOflLMth
4
2000
City of Fayetteville, Arkansas j =
Annual Budget
and
Work Program
City of Fayetteville, Arkansas
2000 Annual Budget
and
Work Program
City Council and Other Elected Officials
Robert Reynolds, Ward 1 - Position 1
Ron Austin, Ward 1 - Position 2
Cyrus Young, Ward 2 - Position 1
Kyle Russell, Ward 2 - Position 2
Trent Trumbo, Ward 3 - Position 1
Bob Davis, Ward 3 - Position 2
Kevin Santos, 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
John Maguire, Administrative Services Director
Richard Watson, Police Chief
Mickey Jackson, Fire Chief
Charles Venable, Public Works Director
Prepared by
Stephen Davis, Budget Manager
Kevin Springer, Senior 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, 1999
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, 1999.
In order to receive this award, a governmental unit must publish a budget document that
meets program criteria as a policy document, as an operations guide, as a financial plan, and
as a communications device.
The award is valid for a period of one year only. We believe our current budget continues
to conform to program requirements and we are submitting it to GFOA to determine its
eligibility for another award.
FAYETTEVILLE
MISSION STATEMENT
The City of Fayetteville's mission statement is a direct result of a volunteer
team of employees charged with creating a mission statement that
expressed the service core of City operations, reflected our beliefs
concerning City services, and was easy to remember. All City employees
were given an opportunity to provide input for the mission statement. The
mission statement was then adopted by the City Council and is as follows:
To protect and improve our quality of life by listening to
and serving the people with pride and fairness.
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City of Fayetteville
Organizational Chart
Citizens
of
Fayetteville
City Attorney
Prosecutor
City Clerk / Treasurer
Mayor 1
City Council I
Airport
Cable Administration
Economic Development
Police
-Central Dispatch
-Support Services
-Patrol
-Drug Enforcement
Fire
-Prevention
-Operations
-Training & Education
Public Works
1
Engineering
Inspections
Parks & Recreation
Planning
Public Lands Maintenance
Solid Waste
Street
Traffic
Wastewater Treatment
Water & Sewer
Administrative Services I
Municipal Judge
-Accounting & Audit
-Animal Services
-Budget & Research
-Building Maintenance
-Community Development
-Fleet Operations
-Information Technology
-Municipal Coun -
-Parking Management Program
Personnel
-Purchasing
-Utility Management
-Water & Sewer Services
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City of Fayetteville, Arkansas
Table of Contents
Budget Message
Transmittal Memo from the Mayor to Council I -XVI
Budget Resolution XVII
Budget Process and Policies
Budget Process 1-2
Budget Flowchart 3
Financial Policies:
Revenue Policy 4
Expenditure Policy 4-5
Debt Policy 5
Reserve Policy 5
Investment and Cash Management Policy 5
Capital Improvement Policy 6
Financial Reporting Policy 6
Administrative Procedures to Adjust the Approved Budget 7-8
Budget Organizational Structure 9
Consolidated Fund - Department - Program Summary 10
Fund Summaries
Chart of Fund Types - Governmental 11
Combined Statement of Fund Position - Governmental (Shown by Department) 12
Chart of Fund Types - Proprietary & Fiduciary 13
Combined Statement of Fund Equity - Proprietary & Fiduciary (Shown by Department) 14
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 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 - 2000 53
Goals & Results - 1999 54-55
Program Expenditure Summary 56-57
Personnel Summary 58-59
Mayor's Administration 60
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City of Fayetteville, Arkansas
Table of Contents (continued)
City Council 61
City Attorney 62
City Prosecutor 63
Hot Check 64
Municipal Judge 65
Economic Development 66
Cable Administration 67
City Clerlc/Treasurer 68
Miscellaneous 69
Airport - Landside Operations 70
Airport - Airside Operations 71
Airport - Capital 72
Administrative Services:
Organizational Structure 73
Overview 74
Department Goals - 2000 75-76
Goals & Results - 1999 77-79
Program Expenditure Summary 80-83
Personnel Summary 84-86
Administrative Services Director 87
Personnel 88
Accounting & Audit 89
Budget & Research 90
Billing and Collection 91
Internal Audit 92
Utilities Management 93
Building Maintenance - General Maintenance 94
Building Maintenance - Janitorial 95
Purchasing 96
Information Technology 97
Municipal Court - Criminal 98
Municipal Court - Probation & Fine Collection 99
Municipal Court - Small Claims & Civil 100
Animal Services - Patrol/Emergency Response 101
Animal Services - Animal Shelter 102
Parking Management Program 103
Community Development - Administration & Planning 104
Community Development - Housing Services 105
Community Development - Home Grant 106
Community Development - Public Services 107
Community Development - Public Facilities & Improvements 108
Meter Operations 109
Meter Maintenance & Backflow Prevention 110
Fleet Operations - Vehicle Maintenance 111
Fleet Operations - Capital 112
City of Fayetteville, Arkansas
Table of Contents (continued)
Police Department:
Organizational Structure 113
Overview 114
Department Goals - 2000 115
Goals & Results - 1999 116
Program Expenditure Summary 117
Personnel Summary 118
Central Dispatch 119
Police - Support Services 120
Police - Patrol 121
Police - Drug Enforcement 122
Fire Department:
Organizational Structure 123
Overview 124
Department Goals - 2000 125
Goals & Results - 1999 126
Program Expenditure Summary 127
Personnel Summary 128
Fire - Fire Prevention. 129
Fire - Operations 130
Fire - Training & Continuing Education 131
Public Works:
Organizational Structure 133
Overview 134
Department Goals - 2000 135-136
Goals & Results - 1999 137-139
Program Expenditure Summary 140-145
Personnel Summary 146-148
Public Works Director 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
Parks - Lake Maintenance 159
Parks - Parks Maintenance 160
City of Fayetteville, Arkansas
Table of Contents (continued)
Traffic - Engineering & Planning 161
Traffic - Traffic Control & Parking Meter Maintenance 162
Public Lands Maintenance - Forestry & Square Garden 163
Street - Operations & Administration 164
Street - Right of Way Maintenance 165
Street - Street Maintenance 166
Street - Drainage Maintenance 167
Street - Street Construction 168
Public Lands Maintenance - 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
2000 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 Summary 214-216
Community Overview 217-219
Miscellaneous Statistical Data 220
Acronyms 221-222
Glossary 223-228
Index 229-232
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 Govemment
- 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 2000. 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 2000 Budget and Work Program and financial policies for the City. These policies
include: Budget Adjustment Policy, Revenue Policy, Expenditure Policy, Debt Policy, Reserve
Policy, Investment and Cash Management Policy, Capital Improvement Policy, and Financial
Reporting Policy.
Fund Summaries
The Fund Summaries section contains information concerning fund types and fund position that
depicts the financial activity projected for the City during the coming year for each fund.
Department Summaries
This section consists of the five major departments: General Government, Administrative Services,
Police, Fire, and Public Works. The Department Summaries section contains the following:
(1) Department Overview - This section provides a brief summary of total expenditures and
significant changes for each department.
(2) Goals and Objectives - This section provides a listing of upcoming goals and objectives for
the next budget year. In addition, a results section is provided on the goals developed for the
previous year.
(3) Program Expenditure Summaries - This section reflects expenditures by category for each
program in a Department for Actual 1998, Budgeted 1999, Estimated 1999, and Budgeted
2000.
(4) Personnel Summaries - This section provides a comparison of staffing levels during the past
four years for each department.
(5) Program Performance Pages These pages reflect the individual performance pages for each
program.
Capital and Debt
This section contains: a synopsis of the 2000-2004 Capital Improvements Program and planned
capital expenditures for 2000; a synopsis of the City's projected debt position as of December 31,
1999; and general information concerning general obligation and revenue bond debt.
Appendix
The Appendix contains a City organization chart, a list of elected City officials and City management
staff, a personnel variation summary for all City departments, an acronym listing, 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.
Printed on recycled and recyclable paper with a minimum of 20
percent postconsumer content.
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THE CITY OF FAYETTEVILLE, ARKANSAS
December 22, 1999
Members of the City Council and
Citizens of Fayetteville:
II hereby present the 2000 Adopted Budget for the City of Fayetteville, Arkansas. It has been
prepared and submitted in accordance with Arkansas statutes, which require that the Mayor, under
the aldermanic form of government, submit to the City Council the annual budget for approval. This
Budget contains funding for all operating funds and incorporates the 2000 capital projects from the
approved 2000-2004 Capital Improvements Program.
' 1999 - A YEAR IN REVIEW
During 1999, the City Council and City staff continued work on the Wastewater Treatment Plant
' Expansion (WWTP) project, the Town Center project, and began efforts to reposition Drake Field
after the departure of commercial airline service to the Northwest Arkansas Regional Airport.
' The most significant issue the City continues to face is the planned improvements to our wastewater
collection system and our wastewater treatment plant. During 1999, City Council authorized the
purchase of approximately 300 acres west of Fayetteville and contiguous with our city limits to site
' a second wastewater treatment plant. The City's facilities plan consulting engineers, CH2M Hill,
were authorized to apply for a National Pollutant Discharge Elimination System (NPDES) permit
for the second plant. The NPDES permit will stipulate the effluent parameters the new plant must
'
meet in order to receive an operating permit. Consulting engineering firms have been selected for
the wastewater collection system modifications and for the wastewater treatment plant expansion
' project. City staff and the selected engineering firms are currently negotiating the consulting
agreements. These agreements and an interim financing plan for the initial work on the wastewater
treatment plant expansion project will be brought forward for City Council consideration and action
in early 2000. Currently, the Paul Noland Wastewater Treatment Plant processes wastewater for the
cities of Fayetteville, Elkins, Farmington, Greenland, and parts of Johnson.
' The Town Center, approved by the citizens of Fayetteville in 1997, was bid in mid -1999 and a
construction contract was awarded in August. Additional funds were approved by City Council
from General Fund and Off Street Parking Fund. Subsequent to the bid award, a lawsuit was filed
' alleging an illegal exaction.
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Subsequent to the opening of the Northwest Arkansas Regional Airport in late 1998, all of the
passenger air carriers operating from Drake Field have moved their service to the new airport. The
Airport budgets for 1999 were adjusted to reflect the loss of passenger enplanements. In a positive
development, the City leased a vacant hanger to the Arkansas Aviation Technologies Center
113 WEST MOUNTAIN 72701 501-521-7700
FAX 501.575-8257
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(AATC). The AATC received grant funding from the Arkansas Department of Economic
Development to establish an airframe and powerplant training center which opened in June.
City staff continued 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, as
well as public safety's computer and software systems, have been upgraded. All of the City's
telephone systems have been upgraded to be year 2000 compliant. Contingency plans are in place
to insure critical City services continue to be provided.
During 1999, the City accepted a grant that provided the majority of the funding for a police officer
and City Council approved a warrant fee that will provide the funding for two additional police
officers and a dispatcher. Additionally, City Council approved three new dispatch trainer positions
in October.
Fire Station
Number Six, located
at Hollywood Street and 6th Street has been
completed and is
operational.
The new Fire Station
Number Four, located on Plainview Avenue,
is projected to be
complete in
December 1999.
During 1999, City Council approved refinancing the Series 1992 Water & Sewer System Refunding
& Improvement Bonds. The refunding is projected to save the City approximately $600,000 in
interest expense over the remaining life of the bonds.
Status of Projects Budgeted for 1999
The City has approximately $54.6 million in capital projects budgeted for 1999. The current status
of the major projects budgeted for 1999 are listed below:
Street, Drainage, and Transportation Improvements $ 13.8 million
• Dickson Street Enhancements ($2.5 Million). The engineering contract was awarded in 1998
and design is currently underway. The construction bid for street work is expected during
the spring of 2000. Water/Sewer relocations are expected to be complete in early 2000.
• Highway 16 West Widening ($1.8 Million). The project is a 50/50 cost share with the
AHTD for the widening of Highway 16 West from Highway 71 to approximately
Meadowlands Drive. The City's share is estimated at $1,823,106 as approved by the City
Council on January 19, 1999. Construction continues by Mobley Contractors.
• Poplar Street Improvements ($1.0 Million). The project has been advertised and bids were
opened June 10, 1999. The low bidder is Sweetser Construction at $845,816. The
construction contract and the engineering contract for construction management (Milholland)
were approved by the City Council July 6, 1999.
• In -House Pavement Improvements ($0.8 Million). Approximately 90,000 square yards of
asphalt has been laid with the following work to be completed this season: East from South
Street to dead end, South Street from Archibald Yell to College, Elizabeth from Rolling Hills
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to Oaks Manor, Stagecoach from Oakcliff to dead end, Oakcliff from Elizabet
Missouri, Longview from Plainview to College, and Drake from Villa to College.
Sixth Street Extension To East Huntsville Road ($0.3 Million). Project design is 95%
complete. Currently $112,829 has been spent on easement purchases. Some revisions are
proposed due to right-of-way (ROW) acquisition commitments. The storm drainage outlet
and final drainage require further review. The project is scheduled for bid in early 2000.
Rupple Road Area Improvements ($0.8 Million). Bids for the project were opened August
11, 1999. The low bidder is McClinton -Anchor at $658,900. The contract was approved at
the September 7, 1999 City Council meeting and construction began in October. The project
is cost shared with the developer paying as the subdivision proceeds.
Londonderry Drainage Improvements ($0.6 Million). Bids were opened May 3, 1999 and
approved by the City Council on June 1, 1999. The low bidder is Mobley Construction
Company at $433,361. All easements have been acquired, including the negotiated, reduced
easement for the Lewis property. The City has given the Notice to Proceed to the contractor.
Old Missouri Road/Zion Road Intersection ($0.6 Million). Project bids were opened
February 11, 1999. The City Council awarded the contact to Tomlinson Asphalt on March
2, 1999 for $484,949. Construction of the street and drainage improvements are progressing.
Construction is approximately 70% complete.
Sycamore Street - Leverett To Garland ($0.6 Million). Final plans for the intersection work
have been approved. Bids were opened August 24, 1999. The low bidder is Sweetser
Construction at $522,695. The construction contract and the engineering contract for
construction management/inspection were approved at the September 7, 1999 City Council
Sidewalk Improvements ($0.5 Million).
This is an
on -going project
repairing and a
sidewalks. Recent work includes 400
linear feet
of sidewalk on
South College
Yell to South Street and 200 linear feet of new sidewalk, one approach, and one
access ramp at Meandering Way
in
the Boardwalk
Subdivision.
Current
removing and replacing sidewalk
on
Lafayette from
Campbell to
Highland.
Improvements
Highway 265 - Water & Sewer Relocations ($4.0 Million). The contract with RJN was
approved by the City Council on March 2, 1999. The design time requirements have been
discussed and the proposed date of construction completion for the southern 1/3 (Phase I) is
December 20, 1999. The northern 2/3 (Phase II) is being designed and the bid opening will
be in December, 1999 with completion planned for July, 2000.
Wastewater Treatment Plant Expansion ($3.6 Million).
316 acres
of land
have bee
purchased for the new wastewater treatment plant and is in
the process
of being
annexed.
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• Sanitary Sewer Rehabilitation ($2.6 Million). The engineering and construction contracts
for sanitary sewer system rehabilitation planned for 1999 have been awarded.
• Highway 45 East Pump Station & Elevated Tank ($1.2 Million). This project is divided into
three sub -projects which consist of the elevated tank, the booster station, and the water line.
The water line, tank, and booster stations are substantially complete.
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• Ultraviolet Disinfection System
($1.1 Million).
The contract
was awarded at the February
16, 1999 City Council meeting.
The system was placed into
service in August, 1999.
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• Wastewater Treatment Plant - Engineering ($1.0 Million). Engineering firms have been
selected and the contracts are currently under negotiation for award during the first quarter
of 2000.
• Wastewater Collection System - Engineering ($1.0 Million). Engineering firms have been
selected and the contracts are currently under negotiation for award during the first quarter
of 2000.
• Highway 16 West Water & Sewer Relocations ($0.7 Million). The bids were opened May
3, 1999 and approved by the City Council on May 4, 1999. The low bidder is Northwest
Excavation (Nabholz) at $601,076. Construction began in mid -May, 1999 and should be
completed prior to the end of the year.
• Dickson Street Water & Sewer Relocations ($0.5 Million). The project is for improvements
to Dickson, East, and Block streets. This is a cost share project with partial reimbursement
from federal funding. The water and sanitary sewer improvements are under construction.
The design on the storm drainage and street improvements have not been submitted.
Other significant projects:
• Town Center/Parking Garage ($8.3 Million). The construction contract for the Fayetteville
Town Center was approved and awarded to Nabholz Construction Company at the August
3, 1999 City Council meeting. Notice to proceed has been given and construction is
currently underway.
• Building Improvements ($1.0 Million). The City Administration Building HVAC project
is complete.
• Fire Station #4 - Expansion ($0.6 Million). Heckathorn Construction was awarded the
construction contract at the February 2, 1999 City Council meeting. Construction is
underway with an estimated completion time of December, 1999.
• Fire Station #6 - Expansion ($0.6 Million). The project is complete and the assigned
firefighters have taken residency. The opening for the station was held on October 4, 1999.
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2000 - THE YEAR AHEAD
The 2000 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 2000 to improve the quality of life in Fayetteville. The following is a discussion of some of the
issues, challenges, and highlights contained in the 2000 Budget.
Issues and Challenges
' County sales tax revenue comprises approximately 40% 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 5% for the past two years. This budget projects County sales tax to
' grow at approximately 4% for 2000. 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 remains at 25% for 2000. In addition, the funding revenues for Street Fund and
Parks Development Fund are projected to grow very modestly.
Additionally, both the City 1% sales and use tax and the City's portion of the 1% Washington
County sales and use tax are currently being challenged as illegal exactions. The combined annual
revenue for these sales and use taxes is approximately $19 million in 2000.
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
treatment plant. Additionally, we will need to make extensive improvements to our sewer collection
system. The preliminary cost of the project is estimated at $89.8 million. The 1999 Annual Budget
contains an additional $5.6 million to fund land purchases and the initial engineering contracts. The
2000-2004 Capital Improvements Program (CIP) contains a $3.3 million project for projected
engineering costs associated with the WWTP Expansion project. This budget does not contain
funding for the additional engineering cost identified in the CIP. The engineering agreements and
an interim financing plan for the initial work on the wastewater treatment plant expansion project
will be brought forward for City Council consideration and action in early 2000. Permanent funding
for the WWTP Expansion project will be determined after the project engineering is developed to
insure a reasonably accurate project estimate.
Census day is scheduled for April 1, 2000. An accurate and complete count of all Fayetteville
residents is very important to the City. The decennial census establishes the benchmark for the City
to receive federal and state turnback funds. It also determines representation in the state legislature,
the US Congress, and is the basis for determining city ward boundaries. City staff has been working
with Census Bureau personnel throughout 1999 reviewing maps and providing additional
information. The City is in the process of establishing a complete count committee and is working
with Washington County and the other cities in the county, to insure as accurate a census as possible.
The City continues to search for means of keeping Drake Field viable and active. The marketing
focus is on increasing corporate and general aviation. During 1999, the City leased a vacant hanger
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to the Arkansas Aviation Technologies Center (AATC). The City continues to seek opportunities
that will increase the revenue stream at Drake Field.
During 1999, the City began planning the upgrade for our citywide radio system. The current radio
system is approximately fourteen 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 $784,000 in funding for the radio replacement project.
During 1998, City Council approved a residential volume -based collection system scheduled to begin
in January 2000. City Council approved distributing 104 thirty gallon purple trash bags for each
household. If residents need additional bags, they may be purchased from the Solid Waste Division
for a nominal fee.
The City was awarded HOME program funds to continue the City's home owners' rehabilitation
program. During 2000, 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 funding for a
police officer and a Fire Department programmer/analyst.
Other 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 of these
lawsuits to the City is approximately $75,000 annually for the past four years, for a total of $300,000.
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.
The United States Environmental Protection Agency is scheduled to post regulations governing
storm water management requirements for smaller cities in November. Based on population, the
City has to comply with the regulations. These regulations are commonly referred to as the Phase
II Storm Water Management regulations. Within three years and three months from the date of
publication of the final rule, the City will be required to obtain permit coverage. In order to comply
with the regulations, the City must either add staff or contract with a consultant.
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During 2000, City staff will begin developing implementation plans to insure compliance with the
Governmental Accounting Standards Board (GASB) Statement No. 34. For more than a decade and
a half, GASB has been working on a project designed to change the framework of financial reporting
for state and local governments. In June 1999, the GASB marked the completion of this project with
the issuance of GASB Statement No. 34, Basic Financial Statements -and Management's Discussion
and Analysis -for State and Local Governments. Without a doubt, GASB Statement No. 34 represents
the most important single change in the history of accounting and financial reporting for state and
local governments. The Statement was developed to make annual reports easier to understand and
more useful to the people who use governmental financial information to make decisions (or who
may do so in the future): legislators, their staff, and members of oversight bodies; investors,
creditors, and others who provide resources to governments; and citizen groups and the public in
general. Since the City of Fayetteville is a government with total revenues of $10 million or more,
but less than $100 million, we will be required to implement the new pronouncement for fiscal years
beginning after June 15, 2002 (i.e., Fiscal Year 2003).
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 and the Yvonne Richardson Community Center. 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 1999, there were eight performances with approximately 19,000
citizens participating. This year the City is planning another 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 - 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 primary focus on the university student population,
and the safety of all Fayetteville citizens.
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 Fayetteville Youth Center, and the City. Funding for the strategic
planning process for the Fayetteville Public Library is from City funds.
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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 and private schools in Fayetteville, with the West Fork Public
School System contracting with the City to provide D.A.R.E. programs for their fifth grade students;
the City 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 nine 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; City participation in funding for Razorback Transit, Central Emergency Medical Services,
and Ozark Regional Transit.
Downtown/Dickson Revitalization
The City is actively involved in promoting the revitalization of the Downtown/Dickson Street area.
This budget contains continued funding for the Square Gardens, the downtown trolley operations,
and the Downtown/Dickson Enhancement Project.
Personnel Changes
The 2000 Budget contains funding for 14.74 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. In addition to the
positions added in this budget, City
Council increased 1999 Police
staffing with the addition of three
police officer positions and four
dispatcher positions. Finally,
because of the demise of airline
traffic at Drake Field, five positions
were reallocated to other divisions.
The positions deleted from the
Airport Division and added to other
divisions are: a
Marketing/Development
Coordinator, an Operations
Supervisor, a Secretary, a
2000 Personnel Summary
613.43 Total Employees (Full Time Equivalent Basis)
_ Admin. Services
Police
140.63 121.80
Fire
86.00
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General Govt.
35.00
r Public Works
230.00
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' Custodian, and a Maintenance Worker IV. The positions and the division they were added to are:
Economic Development Director, Economic Development Department; Equipment Maintenance
Worker and Equipment Mechanic II, Fleet Operations Division; Clerk -Cashier, Water & Sewer
Services Division; and Utilities Manager in Utilities Management Division.
' 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 31 police officers, 31 firefighters, six civilian
jailers, eight dispatchers, and eight other non -civil service employees to our public safety work force.
' The 2000 Budget contains funding to add one uniformed police officer and one non -civil service
employee in the Fire Department. The uniformed police officer is primarily funded with grant
revenue. In 2001, approximately $30,000 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.
' Because of the continued growth the City is experiencing, the Adopted 2000 Budget adds: a
Veterinarian and 0.50 Animal Caretaker in the Animal Services Division; 0.25 Associate Producer
in the Cable Administration Division; a Deputy City Prosecutor in the City Prosecutor Program; a
0.50 Gym supervisor in the Community Development Division; a Secretary in the Economic
Development Division; a Staff Engineer and a Surveyor in the Engineering Division; a Property/Sign
Inspector in the Inspections Division; 1.49 Concession Workers, a 0.50 Program Assistant, and 2.00
' Maintenance Workers in the Parks & Recreation Division; a Project Manager for the Wastewater
Treatment Plant Project funded in the Water & Sewer Maintenance Division; a Recycling Vehicle
Operator and a Solid Waste Educator in the Solid Waste Division; a Maintenance Worker in the
Street Division; and a Utility Manager in the Utility Management Division.
' To offset these additions, the following positions have been eliminated for 2000: a 0.50 Special
Projects Analyst in the Water & Sewer Services Division; an Assistant to the Administrative
Services Director in the Administrative Services Director Department; and 2.00 positions were
• transferred to the Fayetteville Youth Center.
Program Initiatives
This budget contains funding to continue the motorcycle patrol program, the bicycle patrol program,
and the school resource officer program.
The City, in conjunction with the Humane Society of the Ozarks (HSO), jointly funds a veterinary
surgeon at the Animal Clinic. The City performs all required spay/neuter procedures on cats and
dogs adopted from the Fayetteville Animal Shelter. 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 provides a time savings for staff and enhances
our adoption program. Because the HSO provides a portion of the funding for the veterinarian, they
were able to implement a low income spay/neuter program. The HSO has agreed to fund the
program 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.
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The City continues to improve solid waste collection and divert material from the landfill.
Residential curbside, apartment complex recycling, and commercial cardboard programs have all
been expanded this year. During 2000, the City will place recycling igloos at several apartment
complexes in an effort to provide more opportunities for apartment residents to recycle. Also in
2000, the City will begin a residential bag program. Each household in the city will receive 104
trash bags for use during the year. Citizens can purchase additional bags from the Solid Waste
Division during the year as needed.
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 Forestry Program.
Capital Improvements
The budget contains approximately $17.8 million in capital improvements for 2000. The capital
projects contained in the 2000 budget reflect primarily a pay-as-you-go philosophy and were
included in the 2000-2004 Capital Improvement Program (CIP) approved by the City Council in
October 1999. All the projects have been included in the Adopted Budget at the same funding level
as stated in the 2000-2004 CIP with the following exceptions:
Bond Fund: The Wastewater Treatment Plant Expansion project has not been included in
this budget. The project will be added to the budget concurrent with the awarding of
engineering agreements and identification of a funding source for the project. The
engineering firms have been selected. The engineers and the City are in the process of
negotiating contracts.
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 2000 include the following:
• Funding for the City's In -House Street Improvement Program and In -House Sidewalk
Improvement Program has increased over 1999 funding levels. The 2000 budget for the In -
House Street Improvement project is $893,000 and the 2000 budget for the In -House
Sidewalk Improvement project is $298,000. 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 2000
budget are: Sixth Street Improvements - $1,300,000; Arkansas Research & Technology Park
Street - $700,000; construction of the Hollywood Street, 6th Street, and Sang Avenue
Intersection - $418,000; and Steele Property Street Improvements - $300,000.
• The 2000 Adopted Budget contains $1,112,000 in park improvements funded by the voter
approved 1% HMR Tax dedicated to parks and a portion of the City sales tax. The major
park improvements planned for 2000 include: continued funding of the Girls Softball (Gary
Hampton) Complex - $95,000; Tennis/Basketball Surface Renovation - $260,000; Wilson
Park Improvements - $244,000; Babe Ruth Ballpark Improvements - $107,000; Skate Park -
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$75,000; Park Master Plan - $75,000; continuation of the Park Land Acquisition Project -
$53,000; Red Oak Park Development - $45,000; and Lake Fayetteville/Sequoyah
Improvements - $75,000.
Major water and sewer projects included in the 2000 budget are: continuation of the City's
sewer system rehabilitation project - $1,553,000; Water and Sewer Operations Center -
$1,304,000; Highway 62 West Waterline Replacement - $796,000; Arkansas Research &
Technology Park Water & Sewer Lines - $570,000; Garland Avenue Water & Sewer
Relocations - $540,000; SCADA System Upgrade - $300,000; 36" Water Line Replacement
and Protection - $100,000; and water meter and backflow prevention assemblies - $228,000.
Other significant projects planned for 2000
include replacement
of fire
apparatus -
$212,000; continuation of the City -Wide
Radio Replacement
Project
- $784,000;
Miscellaneous Drainage Improvements
Storm Water Management -$130,000.
Operations Cost Impact of Capital Projects
$305,000; and the Drainage Study and Phase II
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, water lines, sewer lines
or street segments. Replacing the high maintenance cost equipment, waterlines, sewer lines, 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 2000 will add approximately $141,000 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 $100,000
annually over contracting for the same work.
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2000 FINANCIAL ACTIVITY SUMMARY
The 2000 Annual Budget and Work Program includes approximately $81.5 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
Category Adopted 1999
Personnel $21,708,273
Materials & Supplies
Services & Charges
Maintenance
Internal Charges
Debt Service
Purchased Water
WWTP Operations
Total Before
Transfers/Capital/Depreciation
Adopted 2000 % Change
$23,876,481 9.99%
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2,504,267 2,746,029 9.65% ,
9,238,849 9,787,830 5.94%
997,557 989,202 -0.84%
3,900,000 3,600,000 -7.69%
1,556,258 1,389,610 -10.71% '
4,928,000 4,928,000 0.00%
3,848,200 4,001,700 3.99%
48,681,404 51,318,852
5.42%
Transfers 4,456,518 4,518,205 1.38%
Capital 22,796,829 17,584,082 -22.87% '
Depreciation 8,535,315 8,076,817 -5.37%
Total $84,470,066 $81,497,956 -3.52%
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 - $8 million; a portion of the City's
sales tax - $2.8 million; franchise fees - $2.9 million; charges for services - $1.2 million; and
intergovernmental - $1.6 million. The functions financed by the General Fund include general
government, fire and police, parks and recreation, traffic, engineering, planning, and inspections.
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 $2.8 million.
During the past year, the City's portion of the County sales tax revenue has grown approximately
5.4% and is projected to grow approximately 4% in 2000 over estimated 1999 revenues. General
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Fund expenditures for 2000 include the addition of eight full time equivalent (FTE) positions for the
Police Department (one new position is funded with grant revenue); 1.50 FTE's for the Animal
Services Division; 0.25 FTE for the Cable Administration Division; 1.00 FTE for the City Prosecutor
Program; 2.00 FTE's for the Economic Development Division; 2.00 FTE's for the Engineering
Division (these positions will be charged to capital projects); 1.00 FIE for the Fire Department; 1.00
FTE for the Information Technology Division; 1.00 FTE for the Inspections Division; 2.00 FTE's
for the Parks & Recreation Division; and 1.00 FTE for the Utility Management Division.
The 2000 Budget was submitted to City Council for their review and input with a planned use of fund
balance of $251,745. The use of fund balance was attributed to the cost of constructing the Arkansas
Research & Technology Park Street at a cost of $700,000. The cost of the street is partially offset
by a grant for $193,000 and lot sales of $240,000. Ongoing operations revenue and expenditures
provide a small surplus for General Fund. During the City Council's review of the budget, results of
the City's biennial pay plan were presented with an additional $410,000 requested for Police and Fire
salary increases. The amount was funded through the reduction in overtime expense for the Fire
Department ($70,000) and Police Department ($70,000). Also, additional revenue will be received
in 2000 due to Investment Policy changes ($60,000) and the transfer of Parks & Recreation expense
($60,000) from General Fund to the Parks Development Fund. The remaining funding ($150,000)
will come from a surplus of salary contingency remaining from 1999. The overall change to General
Fund is an increase of $150,000 which will bring the entire use of fund balance to $401,745.
The table below provides revenue and expenditure trends for General Fund from 1994 through 1999
and projects those trends forward to 2002. 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 1998, estimated revenues and
expenditures for 1999, budgeted revenues and expenditures for 2000, and projected revenues and
expenditures for 2001 and 2002.
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 2002
❑ Revenues Expenditures
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The Street Fund is primarily financed by turnback revenues received from the State of Arkansas and
turnback monies received from the County Road Millage Tax. These monies are utilized to maintain
and repair City streets, to maintain rights -of -way, to maintain drainage maintenance, and to maintain
City owned sidewalks and trails.
Currently, the Street Fund has a minor surplus for 2000. The turnback from the State of Arkansas
is apportioned on a per capita basis. The projection for 2000 is that cities throughout Arkansas will
receive $45.00 per person. 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 2000 can be attributed to increased utility expenses for street lights, adding
a new maintenance worker in the Street Division, and moving the personnel cost of the Sidewalk and
Trails administrator from the Public Lands Maintenance Program in General Fund to the Sidewalk
and Trail Maintenance Program in Street Fund.
The chart below tracks Street Fund revenue and expenditures from 1994 and projects both revenue
and expenditures through 2002. The chart projects revenue and expenditures through 2002 based
on trends established from 1994 through 1999. Beginning in 2001, Street Fund operational revenues
are projected to be excess of expenditures. 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 turnback is relatively flat. The per capita rate for Street Fund in 1994 was $40.30 and
in 2000 will be $45.00 or an increase of 11.7% over seven years. As the City continues to grow,
additional revenue sources will need to be identified to fund Street Fund activities.
Street Fund
3,500,000
3,100,000
2,700,000
2,300,000
1, 900,000
1994 1995 1996 1997 1998 1999 2000 2001 2002
❑ Revenues Expenditures
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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 total control of the
Advertising & Promotion Commission (A&P). The major activity of the A&P for 2000 involves
monitoring the construction of the Town Center and related parking facilities. The bonds financing
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 $1.3 million planned expenditures for 2000 include
approximately $772,000 in capital improvements. The fund is budgeted to utilize approximately
$132,000 of the fund balance for 2000.
The Sales Tax Capital Improvements Fund accounts for the revenue and expenditures of the City
sales tax which is used for acquisition and improvement projects as well as equipment additions and
replacements that are included in the City's five-year capital improvements program. The fund also
includes a $2,856,000 transfer to General Fund in 2000. The 2000 planned expenditures include
$8,934,000 in capital improvements. The fund has a balanced budget for 2000.
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 2000, 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 2000 represent the largest expenditure for operations in the fund at $4.9
million. This represents approximately 31% of total operating expenditures. The wastewater
treatment plant operations are budgeted at $4.0 million, which represents approximately 25% of the
total operating expenses.
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
container
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 that began January 1, 1999. The 2000 Budget incorporates operational cost increases
attributed to changes in the residential trash collection and residential curbside recycling program.
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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 2000, the
fund has a deficit of revenue over expenses prior to depreciation expense.
The 2000 Budget reflects a reduction in operational expenses and capital spending in an effort to
offset the loss of enplanements due to passenger airline service relocating to the Northwest Arkansas
Regional Airport. Airport staff has been reduced by 5.00 FTE positions in 1999.
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 2000 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 2000. 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 as the City Council and City staff work for the good of
all our citizens.
Res ectfully submitted,
Fred B. Hanna
Mayor
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RESOLUTION NO. 167-99
A RESOLUTION ADOPTING THE 2000 CITY OF
FAYETTEVILLE ANNUAL BUDGET AND WORK PROGRAM
AS AMENDED.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE,
ARKANSAS:
Section 1. That the City Council hereby adopts the 2000 City of Fayetteville Annual
Budget and Work Program as amended. A copy of the budget as amended is attached hereto marked
Exhibit "A" and made a part hereof.
PASSED AND APPROVED this 21st day of December , 1999.
APPROVE
By:
Fred B. Hanna, Mayor
ATTEST: a 4f
By:
Bather Woodruff, City Clerk
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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
to the City Council for approval and adoption. The key steps and dates in this process for the 2000
Budget and Work Program are described below:
Budget Preparation Package, July 1999
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 2000
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 2000 budget
submission.
2. Capital Requests and New Personnel Requests Forms, July/August 1999
Five-year Capital Improvements requests and New Personnel request forms were submitted
for review and prioritization. Approval of the requests were based on a review of prioritized
lists by Department Directors and Budget staff to see if original cost and continuing cost
were within the available funding range. All capital items with a cost that exceeds $10,000
appear in the Five-year Capital Improvements Program.
3. Budget Work Papers Submitted by Division Heads, August 1999
The Department Directors returned budget submissions requesting 2000 funding to the
budget office. The budget office then verified that budget submissions were correct and
within specified targets.
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4. Analysis of Each Proposed Program Budget, September/October 1999
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 2000 Proposed
Budget and Work Program was the result of this process.
5. Public Hearings, September -November 1999
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 1999
City Council approved the 2000-2004 CIP on November 3, 1999. The public was invited
to attend and comment on the projects incorporated in the 2000-2004 CIP at various public
hearings as well as the Council agenda setting sessions on October 12 and October 26 and
and the City Council meetings on October 19 and November 2. CIP projects approved for
2000 are incorporated in the 2000 Budget and Work Program.
Consideration and Approval of the Budget, November/December 1999
The proposed budget was presented to the Mayor in November. The Mayor presented the
Proposed 2000 Budget and Work Program to the City Council on November 30. Public
hearings on the budget were conducted during December, and the Budget was adopted by the
City Council on December 21, 1999.
8. Implementing the 2000 Budget, January 2000
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
2000.
9. Adjusting the 2000 Budget, Throughout 2000
The budget may be adjusted throughout 2000. Depending on the amount of the adjustment,
approval may come from the Budget Manager, 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 Adopted 2000
Budget and Work Program is made available for review by all interested persons at the Fayetteville
Public Library and the City Clerk's Office. In addition, a downloadable version of the budget is found
on the City's web site. Public notification of this information is made in a local newspaper and on
the Government access television channel. As always, the public is invited to attend all meetings,
retreats, and hearings regarding consideration of the Budget.
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2000 Annual Budget
Flow Chart
July 1999
Distributed Budget
Preparation Manual
July 1999
Budget Training
Submit Budgets to
Department
Division Heads Directors
Make Revisions Approve
Division
Department Directors
Submit Budgets to
Budget Staff for Review
Public Hearings of the
Steel and W&S
Budget Staff Reviews
Submitted Budgets
Budget Staff Presents
Budget Requests to
Does Mayor
Revisions Made By Want Any
Appropriate Personnel Budget
Revisions?
November 1999
Mayor Presents Budget
to City Council
City Council
Holds Retreats/
Public Hearings
City
Revisions Made By City Ves Council
Staff As Requested Want An
No
December 1999
City Council Approves
2080 Budget
2000 Budget is
Implemented and Will Be
Adjusted as Needed.
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CITY OF FAYETTEVILLE, ARKANSAS
FINANCIAL POLICIES
The purpose of this section is to present the policies that the City follows in managing its financial and
budgetary affairs. These are general statements of policies which represent long-standing principles,
traditions, and practices that have guided the City in maintaining financial stability.
REVENUE POLICY • The City will limit the designation of General
Fund revenues for specified purposes to
• The City will strive to maintain a broad and maximize flexibility in budgeting and revenue
diversified revenue base that will equitably utilization.
distribute the burden of supporting City
services and will protect the City from short- • The City will review annually and revise,
term fluctuations in any one revenue source. where necessary, its cost allocation formula.
• The City will actively support economic and
industrial development recruitment and EXPENDITURE POLICY
retention efforts to provide for a solid revenue
base. • Basic and essential services provided by the
City will receive first priority for funding.
• The City will maintain timely collection
systems and implement necessary enforcement • The City will establish performance
strategies to collect revenues from available measurements for all program areas, when
sources. feasible. These measures will reflect the
demand, workload capability, and projected
• The City will establish user fees and charges outcomes for the program to accomplish its
for services, when feasible, at levels related to objectives.
the cost of providing the services. The City
will review the fees and charges on a periodic • The City will adopt a balanced budget, by
basis to determine modifications needed to fund, for all funds maintained by the City, in
keep pace with the cost of providing the which total anticipated revenues must equal or
services, exceed the budgeted expenditures for each
fund. However, if this cannot be attained, the
• The City will establish, when feasible, self- City will utilize unallocated fund reserves,
supporting enterprise funds and internal which have been carried forward from prior
service funds in which a relationship between years.
revenues and expenditures clearly exists.
• The City will maintain a budgetary control
• The City will project revenues on a system to ensure adherence to the adopted
conservative basis so that actual revenues will budget and will prepare reports which
consistently meet or exceed budgeted compare actual expenditures to budgeted
revenues. amounts. '
• The City will maintain a budgetary control • The City will refrain from budgeting non -
system and will prepare reports which recurring or one-time revenue for ongoing
compare actual revenues to budgeted amounts. expenses.
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• 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.
69
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CAPITAL IMPROVEMENT POLICY FINANCIAL REPORTING POLICY
• The City will prepare and update as needed 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 ofprojects 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.
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CITY OF FAYETTEVILLE, ARKANSAS
ADMINISTRATIVE PROCEDURES
TO ADJUST THE APPROVED BUDGET
PURPOSE:
The procedures outlined in this section define, standardize, and set forth responsibilities for budget
adjustments.
DEFINITION AND EXPLANATION:
IA 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, etc.). Budget adjustments will be required in
the following instances:
1) When the budgeted amount per operational program is exceeded (an offsetting adjustment
' must be made from another operational program or fund balance).
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.
11
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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 $2.500, may be approved by the responsible Department Director and the
Budget Manager;
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 $20,000, 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 projector 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
Manager 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 I
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 Manager.
Following review by the Budget Manager, 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.
C
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.
[]
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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.
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City of Fayetteville, Arkansas
Chart of Governmental Fund Types
City Fund Structure
Governmental
General Fund
Special Revenue Funds
Advertising & Promotion
Itreet Parking
munity Development
Law Enforcement
Development
Debt Service Funds
Center Bond
Capital Projects Funds
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.
Speciial Revenue Funds - Special Revenue funds are used to account for the proceeds of
specific revenue sources which are designated or required to finance particular functions or
activities of the City.
Debt S_elvice 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 Projectsnds - Capital projects funds are used to account for financial
resources to be used for the acquisition and construction of assets of a relatively
permanent nature other than those financed by proprietary funds.
As a note of explanation for the following combined statements, the revenues are listed by
major source and the expenditures are listed by major department or service. The
operating transfers are listed both in and (out).
11
City of Fayetteville, Arkansas
Combined Statement of Budgeted Revenues, Expenditures, and Changes in Fund Balances
All Governmental Fund Types
For the Year Ended December 31.2000
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Special Debt Capital
General Revenue Service Projects Total
Revenues:
Sales Taxes $ 8,270,000 $ $ $ 11,422,000 $ 19,692,000
Hotel, Motel, Restaurant Taxes 2,348,000 2,348,000
Franchise Taxes 2,910,000 2,910,000
Licenses and Permits 738,000 738,000
Intergovernmental 1,674,000 4,246,550 270,000 6,190,550
Charges for Services 1,255,000 171,200 1,000 1,427,200
Fines and Forfeitures 1,432,000 1,432,000
Investment Earnings 582,000 252,000 21,500 245,600 1,101,100
Other 292,000 65,000 39,000 396,000
Total Revenues 17,153,000 7,082,750 21,500 11,977,600 36,234,850
Expenditures
General Government
3,525,284
3,525,284
Cost Reimbursements
(2,201,112)
(2,201,112)
Administrative Services
3,830,322
869,304
4,699,626
Police
6,087,344
346,782
6,434,126
Fire
4,142,530
4,142,530
Public Works
4,729,672
4,849,765
9,579,437
City Advertising & Promotion
683,850
683,850
Capital Outlay
8,937,400
8,937,400
Debt Service
407,205
407,205
Total Expenditures
20,! 14,040
6,749,701
407,205
8,937,400
36,208,346
Excess of revenues
over (under) expenditures
(2,961,040)
333,049
(385,705)
3,040,200
26,504
Other financing sources (uses):
Operating transfers in
2,886,000
446,000
385,705
3,717,705
Operating transfers out
(326,705)
(935,500)
(2,856,000)
(4,118,205)
Net Other Financing
2,559,295
(489,500)
385,705
(2,856,000)
(400,500)
Excess of revenues over (under) expenditures
and other financing sources (uses)
(401,745)
(156,451)
184,200
(373,996)
Estimated Fund Balance - Beginning of Year
9,152,536
2,890,858
236,279
3,918,391
16,198,064
Fund Balance - End of Year
$ 8,750,791
$ 2,734,407
$ 236,279
$ 4,102,591
$ 15,824,068
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City of Fayetteville, Arkansas
Chart of Proprietary and Fiduciary Fund Types
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.
intern I rvice_Funds - Internal service funds are used to account for the financing of goods
or services provided by one division of the City to other divisions of the City, on a cost
reimbursement basis.
Trust__F_unds_a_nd 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, 2000
Fiduciary
Proprietary
Funds
Funds
Internal
Enterprise
_ Service
Total
Operating Revenues:
Airport Revenues
$ 257,300 $
$
$
257,300
Rent and Leases
122,000
122,000
Solid Waste Fees
4,628,000
4,628,000
Water Sales
16,675,000
10,675,000
Sewer Service Charges
8,910,000
8,910,000
Shop Charges
3,600,000
3,600,000
Contributions
240,315
240,315
Property Taxes
526,000
526,000
State Insurance Refund
320,000
320,000
Court Fines and Fees
_ •
140,300
140,300
Investment Earnings
812,950
812,950
Other
148,000
1,450
149,450
Total Operating Revenues
24,740,300
3,600,000
2,041, 115
30,381,315
Operating Expenses:
Water & Sewer
Administrative Services
Public Works
Solid Waste
Airport
Continuing Education Center
Town Center and Parking Facility
Police Pension
Fire Pension
Municipal Judge Retirement
Shop
Total Operating Expenses
Operating Income Before Depreciation
Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expenses)
State Convention Center Tumback
Interest Income
Interest Expense & Fees
Intergovernmental
Other
Other Financing Sources (Uses)
Operating Transfers In
Operating Transfers Out
Net Income (Loss)
Depreciation on Capital Contributions
Retained Earnings - Beginning of Year
Retained Earnings - End of Year
Contributions - Beginning of Year
Capital Contributions
Depreciation on Capital Contributions
Contributions - Endof Year
Total Fund Equity - End of Year
1,734,909
14,107,499
4,346,168
723,051
46,229
8,000
2,251,479
20,965,856 2,251,479
3,774,444 1,348,521
5,666,312 2,410,505
1,734,909
14,107,499
4,346,168
723,051
46,229
8,000
896,000 896,000
785,500 785,500
100 100
2,251,479
1,681,600 24,898,935
359,415 5,482,380
8,076,817
(1,891,868) (1,061,984) 359,415 (2,594,437)
197,700
1,020,300 175,000
(982,405).
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197,700 ,
1,195,300
(982,405)
95,000
-
95,000
330,595
175,000
505,595
800,500
800,500
(400,000)
(400,000)
400,500
400,500
(1,160,773)
(886,984)
359,415 (1,688,342)
4,499,336
32,955
4,532,291
69,287,397
8,784,491
24,570,696 102,642,584
72,625,960
7,930,462
24,930,111 105,486,533
58,459,186
164,774
58,623,960
3,562,000
3,562,000
(4,499,336)
(32,955)
(4,532,291)
57,521,850
131,819
57,653,669
$ 130,147810 $ 8,062,281 $ 24,930,111 $ 163,140,202
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City of Fayetteville, Arkansas
Sources of Funds for 2000
(3.6%) Franchise Tax $ 2,910,000
(13.1%)Water Sates $10,675,000
(11.0%) Sewer Sates $ 8,910,000
(5.7%) Solid Waste Fees $ 4,628,0(
— (4.4%) Capital Contributions $ 3,562,000
(0.6%) Property Tax $ 526,000
(7.6%) Charges for Service $ 6,144,500
(3.8%) Investments $ 3,109,350
Uses of Funds for 2000
(27.0%) Sales Tax $ 22,040,000
(6.5%) Fund Balance $ 5,313,586
(3.4%) Materials & Supplies $ 2,746,029
(12.0%) SeMces & Charges $ 9,7
(1.2%) Maintenance $ 989,202
(4.4%) Internal Charges $ 3,600,000
(4.9%) W WTP Operaeons $ 4,001,700
(6.0%) Water Purchased $ 4,928,0
(3.0%) MSceltaneous $ 2,453,065
(5.5%)Transfers $4,518,205
(8.2%) Intergovernmental $ 6,708,250
$81,497,956
onnat $ 23,876,481
(1.7%) Debt Service $ 1,389.610
(5.6%) Transfers $ 4,518,205
,.. (9.9%) Depreciation $ 8,076,817
(13.0%) Governmental Capital $ 10,623,635
(8.6%) Proprietary Capital $ 6,960,447
$81,497,956
Note: The SourcesofFundschart includes revenues fromall Cityfunds. The UsesofFundschart includesexpendituresfiomall funds
including $6,960,447 ofcapital expenditures in the Proprietary fund types. In compliance with GAAP, Proprietary fund
balances do not reflect capital expenditures.
15
a.
Governmental Funds
General Fund
Special Revenue Funds
Street
City Advertising and Promotion
Off Street Parking
Community Development Block Grant
Parks Development
Drug Law Enforcement
Debt Service Funds
Arts Center Bond
Capital Project Funds
Replacement
Sales Tax Capital Improvements
17
General Fund
Sources of Funds for 2000
(54.4%) Sales Tax $ 11,126,000
(4.3%) Investment Earn & Misc $ 874,000
(14.3%) Franchise Fees $ 2,910,000
!7(2.0%) Fund Balance $ 401,745
(3.6%) Licenses & Permits $ 738,000
(01%) Transfers $ 30,000
(8%) Intergovernmental $1,674,000
(6.1%) Charges for Services $ 1,255,000
(7.0%) Fines & Forfeitures $ 1.432,000
$20,440,745
Uses of Funds for 2000
(16.9%) Administrative Services $ 3,830,322
(0.0%) Cost Reimbursements $ (2,201,112)
(15.6%) General Government $ 3,525.284
(26.9%) Police $ 6,087,344
(18.3%) Fire $ 4,142,530
$20,440,745
Ea
(1.4%) Transfers $ 326,705
(20.9%) Public Works $ 4,729,672
I
I
1
1
City of Fayetteville, Arkansas
General Fund
Fund - 1010
Beginning Fund Balance
Resources
Revenues
Property Tax
Sales Tax - County
Franchise Fees
Licenses & Permits
Intergovernmental
Charges for Services
Fines & Forfeitures
Investment Earnings
Other
Total Revenue
Operating Transfers In
Off Street Parking
Sales Tax - City
Total Transfers In
Total Resources
Expenditures
General Government
Cost Reimbursements
Administrative Services
Police
Fire
Public Works
Total Expenditures
Operating Transfers Out
Arts Center Bond Fund
Replacement Fund
Town Center Fund
Drug Law Enforcement Fund
Total Operating Transfers Out
Total Uses
Net Resources (Uses)
Ending Fund Balance
Reserved for Loans to Other Funds
Ending Undesignated Fund Balance
Ending Fund Balance
Actual Budgeted
1998 1999
$ 7,003,545 $ 9,091,043
858
7,532,726
2,735,904
601,765
1,463,332
912,975
1,204,161
429,500
995,038
15,876,259
29,100
2.466.000
L,4YJ, I UU
18,371,359
1,926,737
(2,276,174)
3,171,200
5,368,823
3,690,282
4,017,366
15,898,234
265,345
76,500
0
43,782
385,627
16,283,861
$ 9.091,043
$ 60,000
9,031,043
$ 9,091,043
0
7,621,723
2,736,000
612,000
3,475,073
964,861
1,218,635
381,000
57,000
17,066,292
30,000
2,693,250
2,723,250
19,789,542
4,075,067
(2,259,548)
3,671,928
5,834,544
3,980,485
4,678,607
19,981,083
261,718
76,500
450,247
45,550
834,015
20,815,098
(1,025,556)
$ 8,065,487
$ 60,000
8,005,487
$ 8,065,487
Estimated
Ioo0
9,1.19 1,043
0
7,952,000
2,828,000
710,000
3,469,000
985,000
1,268,000
452,000
69,000
17,733,000
30,000
2.693.000
Budgeted
2000
$ 9,152,536
0
8,270,000
2,910,000
738,000
1,674,000
1,255,000
1,432,000
582,000
292,000
17,153,000
30,000
2,856,000
L,IZ.,yUU L,000,000
20,456,000 20,039,000
4,033,512
3,525,284
(2,259,548)
(2,201,112)
3,504,224
3,830,322
5,815,857
6,087,344
3,826,352
4,142,530
4,641,598
4,729,672
19,561,995
20,114,040
261,718
280,705
76,500
0
450,247
0
44,047
46,000
832,512
326,705
20,394,507
20,440,745
61,493
(401,745)
$ 9,152,536
$ 8,750,791
$ 60,000
$ 60,000
9,092,536
8,690,791
$ 9,152,536
$ 8,750,791
City of Fayetteville, Arkansas I
General Fund Expenditures
General Government Department
Office of the Mayor
City Council
City Attorney
City Prosecutor
Hot Check
Municipal Judge
Economic Development
Cable Administration
City Clerk / Treasurer
Miscellaneous
Salary Contingency
Insurance
Professional Services
Settlements
Chamber - Economic Development Services
C.E.M.S. Service
Contract Services
Building Cost
Land Acquisition
Street Improvements
Ozark Regional Transit
Arkansas Athletes Outreach
Razorback Transit
Yvonne Richardson Community Center
NWAATC
First Night Fayetteville
Washington County
Maintenance
Other
Total General Government Department
Administrative Services Department
Administrative Services Director
Personnel Administration
Accounting & Audit
Budget and Research
Billing & Collections
Internal Auditing
Utility Management
General Building Maintenance
Janitorial
Procurement
Information Technology
Criminal Cases
Probation & Fine Collection
Small Claims & Civil Cases
Animal Patrol/Emergency Response
Animal Shelter
Parking Management
Total Administrative Services Department
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
$ 220,343 $ 270,729 $ 263,073 $ 284,043
44,322 89,953 89,953 75,653
203,491 232,244 227,453 222,739
214,250 224,872 221,645 266,511
127,360 130,720 129,716 135,578
72,777 80,243 80,243 84,954
0 0 0 147,695
206,974 209,087 203,678 217,890
169,799 175,023 175,023 206,273
0 181,351 181,351 902,552
650 2,500 2,500 2,500
7,700 115,550 115,550 0
1,038 25,000 25,026 0
99,795 100,000 100,000 0
143,545 143,545 143,545 143,545
1,496 32,988 32,988 0
264,336 53,909 53,909 0
26,513 26,513 26,513 26,513
0 0 0 700,000
42,780 38,936 19,468 19,468
10,000 15,281 15,281 0
20,000 20,000 20,000 20,000
10,068 16,370 16,370 16,370
0 1,800,000 1,800,000 0
0 12,000 12,000 4,500
0 25,000 25,000 0
8,368 40,000 40,000 40,000
31,132 13,253 13,227 8;500
1,926,737 4,075,067 4,033,512 3,525,284
150,305 149,646 142,636 100,778
483,542 535,175 494,277 531,132
362,537 441,311 432,616 405,285
149,580 166,614 166,408 166,454
261,369 292,359 256,884 254,014
57,997 60,582 59,899 61,500
0 0 0 196,300
284,996 349,450 349,450 394,149 108,922 155,893 147,800 119,113 '
130,801 130,048 119,032 132,700
415,544 476,547 476,547 508,520
154,617 163,129 163,129 172,971
35,975 45,211 42,574 43,779
111,584 113,394 113,394 119,796
144,076 157,254 144,331 157,993
261,381 379,341 339,273 399,678
57,974 55,974 55,974 66,160
3,171,200 3,671,928 3,504,224 3,830,322
20 '
City of Fayetteville, Arkansas
General Fund Expenditures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Police Dartementt
Support Services
1,337,664
1,399,758
1,399,758
1,264,146
Patrol/Warrant
3,443,055
3,778,219
3,778,219
4,097,831
Central Dispatch
588,104
656,567
637,880
725,367
Total Police Department
5,368,823
5,834,544
5,815,857
6,087,344
Eire Department
Prevention
184,524
182,094
171,901
196,951
Operations
3,431,581
3,703,556
3,560,316
3,849,836
Training & Education
74,177
94,835
94,135
95,743
Total Fire Department
3,690,282
3,980,485
3,826,352
4,142,530
Public Works Department
Public Works Director
Public Works Director
205,152
211,960
210,176
215,864
Public Lands Maintenance
217,114
256,607
256,607
257,627
Engineering
Operations & Administration
500,180
574,060
563,262
651,253
Right of Way Acquisition
63,218
102,730
96,030
93,961
Public Construction
193,564
212,726
212,726
190,098
Planning
355,920
465,937
463,396
407,423
Inspections
426,686
474,675
468,325
512,116
Parks
Parks Administration
173,322
194,317
193,094
71,223
Swimming Pool
124,019
156,106
156,106
129,418
Athletics & Recreational Transfers
365,274
523,814
523,814
628,179
Library
479,365
561,944
561,944
581,800
Lake Recreation
69,082
57,108
57,105
61,460
Park Maintenance
499,838
526,419
518,833
561,307
Traffic
Engineering/Planning
94,337
93,038
93,014
96,767
Control & Parking
250,295
267,166
267,166
271,176
Total Public Works Department
4,017,366
4,678,607
4,641,598
4,729,672
Cost Reimbursement
Total General Fund Expenditures
(2,276,174) (2,259,548) (2,259,548) (2,201,112)
$ 15,898,234 $ 19,981,083 $ 19,561,995 $ 20,114 040
21
Street Fund
(74.0%) State Tumback $
Sources of Funds for 2000
$3,222,000
Uses of Funds for 2000
(9.4%) Sidewalk & Trail Maint $ 303,377
(0.1%) Full$ Gnlnnnn t ]01
(12.5%) Drainage Maintenance $ 403
(41.9%) Street Maintenance $ 1,351,088
$3,222,000
22
(2.0%) Contract Services (Reimb) $ 65,000
(2.4%) Interest $ 77,000
___...; Road Tumback $ 696,000
P) Operations & Administration $ 906,422
3.0%) Right of Way Maintenance $ 256.687
1
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1
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1
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1
City of Fayetteville, Arkansas
Street Fund
Fund 2100
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Beginning Fund Balance
$ 1,192,855
$ 1,328,793
$ 1,328,793
$ 1,431,670
Revenues
Intergovernmental
2,752,528
2,832,000
2,854,000
3,080,000
Interest
63,486
67,000
75,000
77,000
Other
109,175
63,000
74,000
65,000
Total Revenues
2,925,189
2,962,000
3,003,000
3,222,000
Expenditures
Operations & Administration
740,518
752,051
746,433
906,422
Right -of -Way Maintenance
195,532
256,516
244,359
256,687
Street Maintenance
1,205,900
1,308,768
1,227,685
1,351,088
Drainage Maintenance
328,059
420,464
420,464
403,633
Sidewalk & Trail Maintenance
176,775
260,700
260,700
303,377
Street Construction
142,467
482
482
0
Total Expenditures
2,789,251
2,998,981
2,900,123
3,221,207
Revenues Over (Under) Expenditures
135,938
(36,981)
102,877
793
Ending Fund Balance
$ 1,328,793
$ 1,291,812
$ 1,431,670
$ 1,432,463
23
City of Fayetteville, Arkansas
City Advertising & Promotion Fund
LI
Fund - 2120
Beginning Fund Balance
Hotel, Motel, and Restaurant Taxes
Interest
Other
Total Revenues
Expenditures
Advertising & Promotion - Media Contract
Audit Expense
Professional Services - Town Center
Professional Services - Legal Services
Contract Services - Town Center Marketing Manager
Trolley Services
Collection Expense
Convention Services
Special Projects
New Brochures
800 Telephone Number
Air Museum
Library
Chamber of Commerce Contract
Fixed Assets/ Minor Equipment
Total Expenditures
Other Financing Sources (Uses):
Transfer from Town Center Fund
Transfer from CEC Bond Fund
Transfer to Arts Center Bond Fund
Transfer to Town Center Fund
Transfer to CEC Bond Fund
Total Other Financing Sources (Uses):
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses)
Ending Fund Balance
I
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
$ 1,959,661 $ 1,406,845 $ 1,406,845 $ 1,033,540
1,094,521 1,090,000 1,150,000 1,174,000
115,678 90,500 66,000 66,000
1,160 0 0 0
1,211,359 1,180,500 1,216,000 1,240,000
208,497 232,375 232,375 225,000
150 150 150 150
105,062 336,784 336,784 0
0 9,328 9,328 50,000
2,115 21,240 21,240 35,800
38,770 20,000 20,000 15,000
21,899 22,500 22,500 25,000
3,873 6,100 6,100 5,000
55,673 85,531 85,531 42,900
18,185 17,000 17,000 50,000
10,000 10,000 10,000 10,000
40,000 32,000 32,000 25,000
32,441 21,094 21,094 0
99,156 100,000 100,000 100,000
686 100,000 100,000 100,000 ,
636,507 1,014,102 1,014,102 683,850
0 23,889 23,889 0
429,169 400,000 400,000 400,000
(114,196) (125,000) (125,000) (105,000)
(1,019,991) (448,592) (448,592) (375,000)
(422,650) (425,500) (425,500) (425,500)
(1,127,668) (575,203) (575,203) (505,500)
(552,816) (408,805) (373,305)
$ 1,406,845 $ 998,040 $ 1,033,540
50,650 '
$ 1,084,190 '
1
24
City of Fayetteville, Arkansas
Off Street Parking Fund
Fund - 2130
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Beginning Fund Balance $ 564,824 $ 605,254 $ 605,254 $ 98,742
Revenue
Parking Lot Revenue
Interest
Other
Total Revenues
Expenditures
Materials & Supplies
Services & Charges
Maintenance
Downtown Parking District
Capital
Total Expenditures
Other Financing Sources (Uses):
Transfer to General Fund
Transfer to Town Center
Total Other Financing Sources (Uses):
Revenues Over (Under) Expenditures
and Other Financing Sources (Uses):
Ending Fund Balance
196,369
180,099
189,560
171,200
32,513
31,500
31,250
26,000
335
0
0
0
229,217
211,599
220,810
197,200
0
3,000
2,800
1,500
71,571
112,600
105,000
115,300
14,482
134,023
136,823
41,750
53,320
56,099
56,099
57,000
20,314
10,000
10,000
24,000
159,687
315,722
310,722
239,550
(29,100)
(30,000)
(30,000)
(30,000)
0
(386,600)
(386,600)
0
(29,100)
(416,600)
(416,600)
(30,000)
40,430
(520,723)
(506,512)
(72,350)
$ 605,254
$ 84,531
$ 98,742
$ 26,392
25
City of Fayetteville, Arkansas
Community Development Block Grant Fund
Fund - 2180
Actual Budgeted
1998 1999
Estimated Budgeted
Revenue
CD Grant Funding
$ 1,019,839 $
1,170,174 $
1,170,174 $
708,314
Home Grant Funding
95,378
321,729
321,729
103,400
AAA of NWA
4,000
4,000
4,000
4,000
Loan Repay
47,043
37,516
37,516
37,590
Rehab Expense
(836)
(10,000)
(10,000)
(10,000)
Home Program Income
32,544
25,997
25,997
26,000
Total Revenues
1,197,968
1,549,416
1,549,416
869,304
Expenditures
Administration & Planning Program
81,966
80,212
80,212
93,315
Housing Services Program
219,594
203,210
203,210
111,617
Home Grant Program
127,922
347,726
347,726
129,400
Public Services Program
74,460
80,254
80,254
134,972
Public Facilities & Improvements
694,026
838,014
838,014
400,000
Total Expenditures
1,197,968
1,549,416
1,549,416
869,304
Revenues Over (Under) Expenditures
$ 0 $
0 $
0 $
0
FM
City of Fayetteville, Arkansas
Parks Development Fund
Fund -2250
Beginning Fund Balance
Revenues
Hotel, Motel, and Restaurant Taxes
Intergovernmental
Interest
Other
Total Revenues
Expenditures
Parks Development Program
Park Improvements
Total Expenditures
Revenues Over (Under) Expenditures
Ending Fund Balance
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
$ 1,298,170
$ 1,539,953
$ 1,539,953
$ 269,699
1,096,015
1,090,000
1,150,000
1,174,000
0
30,000
30,000
0
88,079
76,000
80,000
83,000
817
0
0
0
1,184,911
1,196,000
1,260,000
1,257,000
307,758
487,426
486,676
617,008
635,370
2,103,578
2,043,578
772,000
943,128
2,591,004
2,530,254
1,389,008
241,783
(1,395,004)
(1,270,254)
(132,008)
$ 1,539,953
$ 144,949
$ 269,699
$ 137,691
* 2000 Park Improvement Capital Projects: Gary Hampton Softball Complex $ 95,000
Park Land Acquisition 53,000
Red Oak Park Development 45,000
Skate Park 75,000
Tennis/Basketball Surface Renovation 260,000
Wilson Park Improvements 244,000
$ 772,000
27
City of Fayetteville, Arkansas
Drug Law Enforcement Fund
I
Fund - 2930
Beginning Fund Balance
Revenues
Drug Enforcement Grant 233,084 256,618 252,708 257,087
Grant- Springdale 14,801 14,304 15,039 15,291
Grant - Washington County 1,283 1,422 1,400 1,617
Grant - University of Arkansas 8,851 8,357 8,358 10,732
Grant - Prairie Grove 1,283 1,422 1,400 1,617
Grant - Lincoln 1,283 1,422 1,400 1,617
Grant- Greenland 1,283 1,422 1,400 1,617
Grant- West Fork 1,283 1,422 1,400 1,617
Grant -Johnson 1,282 1,422 1,400 1,617
Grant - Farmington 1,282 1,421 1,400 1,617
Grant- Elm Springs 1,282 0 1,400 1,617
Forfeitures - DTF 8,768 0 0 0
Interest 1,640 1,100 1,467 1,200
Total Revenues 277,405 290,332 288,772 297,246
Expenditures '
Drug Enforcement Program 310,779 337,304 328,532 346,782
Total Expenditures 310,779 337,304 328,532 346,782
Revenues Over (Under) Expenditures
Before Other Financing Sources (Uses) (33,374) (46,972) (39,760) (49,536)
Other Financing Sources (Uses) ,
Transfer from General Fund 43,782 45,550 44,047 46,000
Total Other Financing Sources (Uses) 43,782 45,550 44,047 46,000
Revenues Over (Under) Expenditures
and Other Financing Sources (Uses) 10,408 (1,422) 4,287 (3,536)
Ending Fund Balance $ 52,920 $ 51,498 $ 57,207 $ 53,671 ,
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
$ 42,512 $ 52,920 $ 52,920 $ 57,207
H
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28 ,
City of Fayetteville, Arkansas
Arts Center Bond Fund
Fund -3170
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Beginning Fund Balance $ 248,343 $ 240,849 $ 240,849 $ 236,279
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
20,243
23,450
18,880
21,500
20,243
23,450
18,880
21,500
290,000
305,000
305,000
315,000
115,703
103,668
103,668
90,705
1,575
1,500
1,500
1,500
407,278
410,168
410,168
407,205
(387,035)
(386,718)
(391,288)
(385,705)
265,345
261,718
261,718
280,705
114,196
125,000
125,000
105,000
379,541
386,718
386,718
385,705
(7,494)
0
(4,570)
0
$ 240,849 $
240,849
$ 236,279 $
236,279
PM
City of Fayetteville, Arkansas
Replacement Fund
Fund - 4270
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Beginning Fund Balance $ 3,198,141 $ 3,457,292 $ 3,457,292 $ 3,709,592
Revenue
Interest
Other
Total Revenue
Expenditures
Audit Expense
T -Bill Handling Fees
Total Expenditures
Revenues Over (Under) Expenditures
Other Financing Sources (Uses)
Transfer From General Fund
Total Other Financing Sources (Uses)
Revenues & Financing Sources
Over (Under) Expenditures
Ending Fund Balance
181,348
200,000
176,600
185,000
1,853
0
0
0
183,201
200,000
176,600
185,000
550
500
500
500
0
300
300
300
550
800
800
800
182,651
199,200
175,800
184,200
76,500
76,500
76,500
0
76,500
76,500
76,500
0
259,151
275,700
252,300
184,200
$ 3,457,292 $
3,732,992 $
3,709,592
$ 3,893,792
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City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Fund 4470
Actual Budgeted Estimated Budgeted
' 1998 1999 1999 2000
Beginning Fund Balance $ 14,532,900 $ 14,167,623 $ 14,167,623 $ 208,799
' Revenue
Sales Tax Revenue 10,445,093 10,773,000 10,948,000 11,422,000
Intergovernmental 49,338 918,822 918,822 270,000
Charges For Services 81,021 193,066 191,966 1,000
' Interest 729,439 632,749 645,750 60,600
Other 15,986 16,921 16,921 39,000
Total Revenue 11,320,877 12,534,558 12,721,459 11,792,600
Expenditures
Audit Expense
2,500
2,600
2,600
2,600
Capital Improvements Projects:
Bridge and Drainage Improvements
669,993
2,108,648
2,108,648
435,000
Fire Safety Improvements
358,737
1,644,102
1,644,102
359,000
In -House Street & Sidewalk Improvements
830,169
1,325,254
1,325,254
1,191,000
Library Materials Purchases & Improvements
180,003
406,955
406,955
142,000
Other Capital Improvements
716,848
2,852,992
2,852,992
1,244,000
Parks and Recreation Improvements
234,652
1,064,850
1,064,850
340,000
Police Safety Improvements
382,744
453,365
453,365
444,000
Solid Waste Improvements
37,647
127,000
127,000
0
Street Improvements
2,708,781
10,037,185
10,037,185
2,243,000
Transportation Improvements
112,141
226,189
226,189
122,000
Water & Sewer Improvements
2,785,955
3,737,893
3,737,893
2,414,000
Total Expenditures
9,020,170
23,987,033
23,987,033
8,936,600
Revenues Over (Under) Expenditures
2,300,707 (11,452,475) (11,265,574) 2,856,000
Other Financing Sources (Uses)
Transfer to General Fund
(2,466,000)
(2,693,250)
(2,693,250)
(2,856,000)
Transfer to Water & Sewer Fund
(5,000)
0
0
0
Transfer to Solid Waste Fund
(194,984)
0
0
0
Total Other Financing Sources (Uses)
(2,665,984)
(2,693,250)
(2,693,250)
(2,856,000)
Revenues & Other Financing Sources
Over (Under) Expenditures & Uses
(365,277)
(14,145,725)
(13,958,824)
0
Ending Fund Balance
$ 14,167,623
$ 21,898
$ 208,799
$ 208 799
31
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Capital Budget
I
Project Category
Bridge and Drainage Improvements
Fire Safety Improvements
In -House Street & Sidewalk Improvements
Project Title
Drainage Study and Phase II Stormwater Management
Miscellaneous Drainage Improvements
Facility Maintenance
Fire Apparatus Replacement - Reserve Pumper
Radio System Replacement
Pavement Improvements
Sidewalk Improvements
Library Materials Purchases & Improvements Library Materials Purchases
Other Capital Improvements
Parks and Recreation Improvements
Police Safety Improvements
Economic Development Matches
Forestry Program
Geographic Information System
High Speed Data Transmission Network
Impact Fee Study - City Wide
Microcomputer Replacements
Printer Replacements
P.E.G. Television Center - Equipment
Radio System Replacement
Software Upgrades - City Wide
TCA Cable Building Renovation
Work Order System
Babe Ruth Ballpark Improvements
Gulley Park Tot Lot Playground
Lake Fayetteville/Sequoyah Improvements
Other Park Improvements
Park Master Plan - City Wide
Dictaphone Upgrade/Replacement
Mobile Data System
PC/Terminal - Upgrade/Replacements
Police Building Improvements
Radar Equipment Replacement
Radio System Replacement
Specialized Police Equipment
2000 Budget
$ 130,000
20,000
212,000
127,000
359,000
893,000
298,000
1,191,000
75,000
60,000
117,000
60,000
40,000
33,000
25,000
49,000
370,000
40,000
275,000
107,000
50,000
75,000
33,000
75,000
340,000
39,000
42,000
20,000
30,000
11,000
287,000
.-
I
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I
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I
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I
Li
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32 '
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Capital Budget
Project Category Project Title 2000 Budget
Street Improvements Hollywood Street - 6th & Sang Avenue Intersection 418,000
Maple Street / Arkansas Avenue Intersection 75,000
Sixth Street Improvements 1,300,000
Steele Property - Street Improvements 300,000
Street ROW/Intersection/Cost Sharing Improvements 150,000
2,243,000
Transportation Improvements M.U.T.C.D. Sign Material 29,000
Traffic Signal Improvements 93,000
122,000
Water and Sewer Improvements Ark. Research & Technology Park - W/S Improvements 570,000
Garland Avenue - Water/Sewer Relocations 540,000
Water and Sewer Operations/Services Center 1,304,000
2,414,000
Miscellaneous Fund Expenses Audit Expense 2,600
2,600
S 8,936,600
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
Sources of Funds for 2000
(44.7%) Water Sales $10,675,000
(0.4%) Other $ 95,000
(4.6%) Retained Earnings $ 1,103,580
(37.2%) Sewer Service Charges $ 8,910,000
(10.1%) Capital Contributions $ 2,414,000
(3.0%) Interest Income $ 726,000
$23,923,580
Uses of Funds for 2000
(11.3%) Operations & Administration $ 2,705,859
(16.7%) Waste Water Treatment $ 4,001,700
(5.1%) Sewer Main Maint. $ 1,221,071
(7.3%) Meter Operations $'
(5.2%) Water Transmission and Dist. $ 1,250,870
(17.5%) Depreciation $ 4,181.524
$23,923,580
4) Water Purchased $ 4,928,000
13.9%) Capital $ 3,315,448
,_...., ...._. __. Expense $ 584,200
36
City of Fayetteville, Arkansas
Water and Sewer Fund
Fund - 5400
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Beginning Retained Earnings $ 47,521,582
$ 52,714,552
$ 52,714,552
$ 57,127,374
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)
Transfer from General Fund
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
11,094,325
10,406,000
10,489,000
10,675,000
8,321,939
8,928,000
8,861,000
8,910,000
19,416,264
19,334,000
19,3 50,000
19, 585,000
2,350,368
2,575,949
2,542,475
2,705,859
3,737,587
4,928,000
4,398,000
4,928,000
937,419
1,250,273
1,250,273
1,250, 870
1,070,426
1,192,535
1,179,852
1,221,070
3,734,472
3,989,505
3,966,881
4,001,700
1,480,280
1,822,744
1,696,955
1,734,909
13,310,5 52
15, 759,006
15,034,436
15, 842,408
6,105,712
3,574,994
4,315,564
3,742,592
4,818,553
5,207,268
5,201,770
4,181,524
1,287,159
(1,632,274)
(886,206)
(438,932)
5,000
0
0
0
(759,063)
(745,792)
(682,373)
(584,200)
779,724
525,000
856,000
726,000
260,006
1,400,000
1,400,000
0
173,922
131,000
127,000
95,000
459,589
1,310,208
1,700,627
236,800
1,746,748
(322,066)
814,421
(202,132)
3,446,222
3,598,401
3,598,401
3,722,997
5,192,970
3,276,335
4,412,822
3,520,865
52,714,552
55,990,887
57,127,374
60,648,239
44,061,834
45,180,987
45,180,987
45,320,479
4,565,375
3,737,893
3,737,893
2,414,000
(3,446,222)
(3,598,401)
(3,598,401)
(3,722,997)
45,180,987
45,320,479
45,320,479
44,011,482
$ 97,895,539
$ 101,311,366
$ 102,447,853
$ 104,659,721
$ 3,6864, 50
$ 14,471,560
$ 14,457,343
$ 3,315,448
37
Solid Waste Fund
Sources of Funds for 2000
(95.2%) Solid Waste Fees $ 4.628,000
$4,859,000
Uses of Funds for 2000
(27.6%) Commercial Pickup $ 1,339,455
(22.4%) Residential Pickup $ 1.087.71
(4.9%) Composting $ 240,022
$4,859,000
(4.8%) Recycling & Other $231000
1%) Operations and Admin. $ 918.575
(4.6%) Depreciation $ 222,637
(1.9%) Retained Earnings $ 90.195
%) Capital $ 200,000
(15.6%) Recycling $ 760.327
W3
I.
City of Fayetteville, Arkansas
Solid Waste Fund
Fund 5500
Beginning Retained Earnings
Actual Budgeted
1998 1999
$ 1,427,244 $ 2,272,358
Estimated
1999
$ 2,272,358
Budgeted
2 L,7/1,9u0
Operating Revenues
Solid Waste Fees
4,183,689
4,390,000
4,390,000
4,628,000
Recycling Revenue
52,619
46,000
109,000
113,000
Composting Revenue
7,544
9,000
9,000
9,000
Container Sales/Leases
73,411
53,528
62,000
25,000
Total Operating Revenues
4,317,263
4,498,528
4,570,000
4,775,000
Operatine Expenses
Operations and Administration
690,569
752,337
640,556
918,575
Commercial Pickup
1,201,445
1,344,758
1,296,532
1,339,455
Residential Pickup
964,101
1,200,053
1,048,078
1,087,789
Recycling
601,109
662,414
649,222
760,327
Composting
219,318
253,188
235,896
240,022
Total Operating Expenses
3,676,542
4,212,750
3,870,284
4,346,168
Operating Income (Loss) Before Depreciation
640,721
285,778
699,716
428,832
Depreciation Expense
146,528
183,815
171,787
222,637
Operating Income (Loss)
494,193
101,963
527,929
206,195
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
50,624
194,984
18,390
eAn
758,739
36,000
0
0
1,000
37,000
138,963
86,375 88,119
845,114 227,082
$ 2,272,358
1,796,697
52,333
(86,375)
1,762,655
$ 4,035,013
$ 196,386
$ 2,499,440
1,762,655
80,000
(88,119)
1,754,536
$ 4,253,976
$ 168,512
81,000
0
0
2,000
83,000
610,929
84,000
0
0
0
84,000
290,195
88,119
90,786
699,048
380,981
$ 2,971,406
$ 3,352,387
1,762,655
1,754,536
80,000
0
(88,119)
(90,786)
1,754,536
1,663,750
$ 4,725,942
$ 101,934
$016,137
$ 200,000
39
Airport Fund
Sources of Funds for 2000
(32.7%) Captial Contributions $ 1,148,000
(0.0%) Other$ 1,0C
(57.2%) Retained Earnings $ 2,009,095
$3,514,395
(46.2%) Capital $ 1,624,001
Uses of Funds for 2000
$3,514,395
%) Interest & Nonoperating Inc. $ 99,000
(4.6%) Rents and Leases $ 163,000
(1.0%) Aviation Fuel $ 34,000
(1.7%) Airline Fees $ 60,300
(4.1%) Airside Operations $ 144.790
i.5%) Landside Operations $ 578,261
(33.2%) Depredation $ 1,167,344
40
City of Fayetteville, Arkansas
Airport Fund
Fund - 5550
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Beginning Retained Earnings $ 5,880,432
$ 6,522,204
$ 6,522,204
$ 5,650,850
Operating Revenues:
Airline Fees
Parking Fees
Rents and Leases
Aviation Fuel
Other
Total Operating Revenues
299,802
763,001
638,733
128,538
66,281
1,896,355
133,000
263,550
396,600
54,000
32,700
879,850
98,000
40,000
273,000
34,000
10,000
455,000
60,300
0
163,000
34,000
1,000
258,300
Operating Expenses:
' Landside Operations 842,269 821,385 727,591 578,261
Airside Operations 318,909 326,761 294,871 144,790
Total Operating Expenses Before Depreciation 1,161,178 1,148,146 1,022,462 723,051
Operating Income (Loss) Before Depreciation 735,177 (268,296) (567,462) (464,751)
' Depreciation Expense 831,133 1,014,393 _ 1,014,393 1,167,344
Operating Income (Loss) (95,956) (1,282,689) (1,581,855) (1,632,095)
Nonoperating Income(pense)
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
163,527
86,000
97,000
97,000
6,566
4,000
3,000
2,000
5,229
(627,220)
(1,000)
0
175,322
(537,220)
99,000
99,000
79,366
(1,819,909)
(1,482,855)
(1,533,095)
562,406
611,501
611,501
660,596
641,772
(1,208,408)
(871,354)
(872,499)
6,522,204
5,313,796
5,650,850
4,778,351
9,181,248
10,091,679
10,091,679
10,649,178
1,472,837
1,167,233
1,169,000
1,148,000
(562,406)
(611,501)
(611,501)
(660,596)
10,091,679
10, 647,411
10,649,178
11,136,582
$ 16,613,883
$ 15,961,207
$ 16,300,028
$ 15,914,933
$ 1,374,323 $ 2,053,674 $ 1,751,486 $ 1,624,000
41
City of Fayetteville, Arkansas
Town Center and Parking Facility Fund
I
Fund -5600 '
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Beginning Retained Earnings $ 0 $ 1,019,928 $ 1,019,928 $ 2,353,690
Operating Revenues:
Rents & Leases 0 0 0 0
Total Operating Revenues 0 0 0 0
Operating Expenses:
Public Notification 0 400 400 0
Rent 0 2,667 2,667 8,000
Professional Services 0 2,500 2,500 0
Total Operating Expenses 0 5,567 5,567 8,000
Operating Income (Loss) Before Depreciation 0 (5,567) (5,567) (8,000)
Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expense
0 0
0 01
0 (5,567) (5,567) (8,000)
Interest Income 35,364
Interest Expense (34,122)
Paying Agents Fees (282)
Bond Amortization (1,023)
Total Nonoperating Revenue (63)
Income (Loss) Before Operating Transfers
Other FinancinR Sources (Uses)
Transfer from General Fund
Transfer from Advertising & Promotion Fund
Transfer from Off Street Parking Fund
Transfer to Advertising & Promotion Fund
Total Other Financing Sources (Uses)
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 Contributions
Ending Contributions
Total Fund Equity
Capital Expenditures
S'
309,204 376,407 82,000
(292,000) (304,666) (301,000)
(2,000) (1,390) (2,000)
0 (6,303) (6,305)
15,204 64,048 (227,305)
9,637 58,481 (235,305)
I
I
0 450,247 450,247 0
1,019,991 448,592 448,592 375,000
0 386,600 386,600 0
0 (23,889) (23,889) 0
1,019,991 1,261,550 1,261,550 375,000
1,019,928 1,271,187 1,320,031 139,695
0 13,731 13,731 24,957
1,019,928 1,284,918 1,333,762 164,652 '
1,019,928 2,304,846 2,353,690 2,518,342
0 411,940 411,940 734,993 ,
411,940 336,784 336,784 0
0 (13,731) (13,731) (24,957) ,
411,940 734,993 734,993 710,036
$ 1,431,868 $039,839 $ 3,088,683 $ 3,228,378
$ 0 $ 8,614,595 $ 8,614,595 $ 0
42 1
City of Fayetteville, Arkansas
Continuing Education Center and Parking Facility Fund
IFund - 5690
Beginning Retained Earnings
Actual Budgeted Estimated
1998 1999 1999
$ 971,678 $ 1,090,070 $ 1,090,070
Budgeted
nnnn
a t,1a9,u/I
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
4,636
5,100
4,883
4,424
Special Assessments
40,305
45,000
40,305
40,305
Total Operating Expenses
46,441
51,600
46,688
46,229
Operating Income (Loss) Before Depreciation
75,559
70,400
75,312
75,771
Depreciation Expense
94,807
94,807
94,807
94,807
Operating Income (Loss)
(19,248)
(24,407)
(19,495)
(19,036)
Nonoperatine Income (Expenses)
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
Transfer to Advertising & Promotion Fund
Total Other Financing Sources (Uses)
Net Income (Loss)
Ending Retained Earnings
230,960
28,055
(107,038)
(1,250)
(6,568)
144,159
124,911
296,000
35,500
(97,598)
(2,000)
(6,700)
225,202
200,795
422,650 425,500
(429,169) (400,000)
(6,519) 25,500
118,392 226,295
$ 1,090,070 $ 1,316,365
165,000
29,300
(97,598)
(2,000)
(6,700)
88,002
68,507
425,500
(400,000)
25,500
94,007
$ 1,184,077
197,700
29,300
(80,200)
(2,000)
(6,700)
138,100
119,064
425,500
(400,000)
25,500
144,564
$ 1,328,641
43
City of Fayetteville, Arkansas
Police Pension Fund
I
Fund 6800
Beginning Fund Balance
Revenue
Property Taxes
246,287
260,000
258,300
263,000
State Insurance Tumback
169,271
170,000
176,800
160,000
Court Fines and Fees
118,365
100,000
122,200
122,300
Investment Earnings
1,182,585
292,800
464,651
314,400
Officer Contributions
31,882
33,632
29,600
30,955
General Fund Contributions
63,766
67,264
59,200
61,910
Donations/Suspension
300
450
521
450
Other
7,445
500
2,190
1,000
Total Revenue
1,819,901
924,646
1,113,462
954,015
Actual Budgeted Estimated
,nnn ,nnn Innn
I
Budgeted
"nnn
$ 10,036,788 $ 11,373,719 $ 11,373,719 $ 11,816,615
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
725
0
479,245
482,970
1,336,931
$ 11,373,719
600
3,000
650
550
15,000
651,950
671,750
252,896
$ 11,626,615
600
3,000
650
550
15,000
650,766
670,566
442,896
$ 11,816,615
600
3,000
650
550
15,000
876,200
896,000
58,015
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$ 11,874,630
City of Fayetteville, Arkansas
Fire Pension Fund
13RI1`.LSILL:
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Beginning Fund Balance
$ 11,145,680
$ 11,854,130
$ 11,854,130
$ 12,193,722
Revenue
Property Taxes
246,287
260,000
258,300
263,000
State Insurance Tumback
154,468
170,000
164,750
160,000
Investment Earnings
794,031
426,950
537,388
470,550
Donations
300
0
300
0
Officer Contributions
48,396
51,000
46,118
49,150
General Fund Contributions
96,794
102,000
92,236
98,300
Other
857
0
0
0
Total Revenue
1,341,133
1,009,950
1,099,092
1,041,000
Expenses
Audit Expense
3,000
3,000
3,000
3,000
Professional Services
0
1,500
1,500
1,500
Pension Withdrawal
0
15,000
8,800
15,000
Benefit Payments
628,100
740,000
746,200
766,000
Other
1,583
0
0
0
Total Expenses
632,683
759,500
759,500
785,500
Net Income (Loss)
708,450
250,450
339,592
255,500
Ending Fund Balance
$ 11,854,130
$ 12,104,580
$ 12,193,722
$ 12,449,222
45
City of Fayetteville, Arkansas
Municipal Judge Retirement Fund
Fund 6820
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Beginning Fund Balance $ 472,148 $ 517,159 $ 517,159 $ 560,359
Revenue
Court Fines and Fees
Investment Earnings
Other
Total Revenue
Expenses
Audit Expense
Professional Services
Total Expenses
Net Income (Loss)
Ending Fund Balance
18,274 15,000
26,539 30,000
17,900 18,000
26,000 28,000
75
100
100
100
0
600
600
0
75
700
700
100
45,011
44,300
43,200
45,900
$ 517,159 $
561,459 $
560,359 $
606,259
City of Fayetteville, Arkansas
Shop Fund
Fund 9700
Beginning Retained Earnings
Operating Revenue
Shop Charges
Total Operating Revenue
Operating Expenses
Vehicle Maintenance Program
Total Operating Expenses
Operating Income (Loss) Before Depreciation
Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expense)
Gain (Loss) on Sale of Fixed Assets
Interest
Other
Total Nonoperating Income
Net Income (Loss)
Add Back Depreciation On Assets Acquired
With Contributed Capital
Increase (Decrease) in Retained Earnings
Ending Retained Earnings
Beginning Contributions
Capital Contributions
Disposal of Contributed Capital
Depreciation on Contributed Capital
Ending Contributions
Total Fund Equity
Capital Expenditures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
$ 7,986,868
$ 8,641,936
$ 8,641,936
$ 8,784,491
3,639,948
3,900,000
3,995,000
3,600,000
3,639,948
3,900,000
3,995,000
3,600,000
1,752,641
2,213,868
2,167,689
2,251,479
1,752,641
2,213,868
2,167,689
2,251,479
1,887,307
1,686,132
1,827,311
1,348,521
1,563,529
2,035,032
1,984,119
2,410,505
323,778
(348,900)
(156,808)
(1,061,984)
112,395
100,000
132,000
100,000
151,422
75,000
124,000
75,000
2,184
0
2,170
0
266,001
175,000
258,170
175,000
589,779
(173,900)
101,362
(886,984)
65,289
41,193
41,193
32,955
655,068
(132,707)
142,555
(854,029)
8,641,936
8,509,229
8,784,491
7,930,462
271,256
205,967
205,967
164,774
0
0
0
0
0
0
0
0
(65,289)
(41,193)
(41,193)
(32,955)
205,967
164,774
164,774
131,819
$ 8,847,903
$ 8,674,003
$ 8,949,265
$ 8,062,281
$ 2,165,617 $ 3,658,877 $ 3,661,034 $ 1,673,800
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
9.66% annually since 1999
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 2000
represents approximately a
4.3% growth in revenue
using estimated 1999 as the
base. The 2000 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
40% of the revenue for the
General Fund. Growth in
sales tax revenue has
averaged approximately
8% annually from 1989 to
1999. Budgeted 1999
county sales tax revenue is
projected to grow at 4%
over estimated 1999
revenue. The 2000
projection is based on past
trends and the increase of
new businesses in the
neighboring counties
around Washington
County.
1989
1990
1991
1992
1993
1994
> 1995
1996
1997
1998
Est. 1999
Proj. 2000
1989
1990
1991
1992
1993
1994
v
} 1995
1996
1997
1998
Est. 1999
Proj. 2000
Dollars (Millions)
4 6 8 10 12 14
3
4,745,915
' 5,052,187
■ 5,426,350
_ 5,961,732
' 5,059,148
5
7,561,906
8,468,654
9,082,505
9,601,424
10,445,093
10,948,000
11,422,000
Dollars (Millions)
7
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
7,287,661
7,683,000
7,990,000
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Major Revenue Sources, Continued
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Hotel -Motel -Restaurant (HMR) Tax:
The City collects a 1% Dollars (Thousands)
Hotel -Motel -Restaurant 400 600 800 1000 1200 1400
(HMR) tax for use by the
City's Advertising and 1989 513,094
Promotion Commission. 555,694
On November 14, 1995, 1990
voters approved an 1991 578,348
additional l% HMR tax to 1992 659,193
be used for Parks and I
Recreation needs. HMR 1993 736,097
tax revenue has grown at 1994 866,253
an average rate of 8.5% d
per year since 1989 and } 1995 932,916
the projected revenue for 1996 956,093
I 867,854
2000 is expected to increase 992,939
marginally over the 1999 7997 992,839
estimated revenue. This 1998 1,094,521
1,096,015
flatting of revenue is due to 1,150,000
Est. 1999 i 1,150,000
the uncertainty of the effect I
that the Northwest Regional Proj. 2000 1,17°4'000
Airport will have on the
restaurant and lodging
industry in Fayetteville. • City Advertising & Promotion 0 Parks & Recreation
Solid Waste Fees:
Growth in Solid Waste Fee
revenue has averaged
approximately 9.6%
annually from 1989 to 1999.
A majority of the increase
was due to a Solid Waste
rate increase which went
into effect on January 1,
1997. The new rate
increased residential
customers fees by 9.7% and
commercial customer fees
by 20%. This was the first
solid waste rate increase
since 1993. The 2000
revenues are calculated
from a projected customer
base increase of 5.4% over
1999.
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
Est. 1999
Proj. 2000
Dollars (Millions)
1 2 3 4 5
1,806,012
1,842,738
M 2,174,481
= 2,202,346
2,848,773
I 3,068,504
IIIIII' 3,210,462
— 3,400,794
3,989,960
4,183,689
4,390,000
4,628,000
6
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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 2000
includes an increase in
projected revenue of 1.8%
over projected 1999
revenue. This increase is
due to a projected
increase in customers. The
5.5% decrease from actual
1999 over actual 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 2000 includes
an increase in projected
revenue of.55% over
estimated 1999.
1989
1990
1991
1992
1993
1994
N
} 1995
1996
1997
1998
Est. 1999
Proj. 2000
1989
1990
1991
1992
1993
1994
N
1995
1996
1997
1998
Est. 1999
Proj. 2000
Dollars (Millions)
3 5 7 9 11 13
4,273,041
4,822,875
6,128,827
6,552,093
7,584,804
8,618,486
9,406,973
9,422,723
9,842,621
11,094,325
10,489,000
10,675,000
Dollars (Million)
4 6
8
10
12
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
8,321,939
8,861,000
8,910,000
50
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General Government Department
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-Airport -rrosecutor
Cable Administration
LEconomic Development
Mission Statement
1 To have a forward thinking, credible and responsible government.
' To provide for our citizens a safe, healthy, attractive, stimulating
community in which to live and work by delivering the highest
quality municipal services while seeking maximum value for
dollars expended. To have organized and sound deliberations, to
develop reasoned policies with ample opportunity for public
awareness and involvement.
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51
I
GENERAL GOVERNMENT DEPARTMENT
OVERVIEW
The General Government Department contains nine divisions: Office of the Mayor, City Council, City
Attorney, Municipal Judge, Economic Development, Cable Administration, City Clerk/Treasurer, Airport,
and Miscellaneous.
Some major projects for this department in 2000 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, commercial and industrial development, recruitment, and
business retention, and continued implementation of the document imaging system project.
Estimated 1999 expenditures are projected to be approximately $469,000 below Budgeted 1999. This
difference is principally attributable to personnel and capital reductions at the Airport. The Adopted 2000
expenditures are decreased by approximately $1.2 million when compared to the 1999 estimated amounts.
In 1999, the City received a $1.8 million grant for the Arkansas Aviation Technologies Center and the
Airport Fire Station is no longer dedicated solely to Airport use. The increase in Personnel Services for the
2000 Budget is primarily due to the addition of Economic Development Department and salary contingency
funding for the biennial pay plan adjustment.
Staffing in the General Government area has increased by a 0.25 FTE to increase an Associate Producer to
full time in the Cable Administration Division, a Deputy City Prosecutor in the City Attorney Division, and
an Economic Development Director and a Secretary in the Economic Development Department. These
additions are offset by the reduction of 5.00 FTE's in the Airport Division.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Depreciation
Transfers
Cost Reimbursements
Capital and Other
Total Department
Category Totals
Actual Budgeted
1998 1999
$ 1,342,307 $
72,409
1,080,037
267,334
2,762,087
1,700,151
831,133
341,845
(2,276,174)
596,955
1,619,236 $
77,027
3,203,828
213,346
5,113,437
2,163,450
1,014,393
788,465
(2,259,548)
Estimated
1999
1,504,872 $
68,510
3,159,285
208,938
4,941,605
1,865,855
1,014,393
788,465
(2,259,548)
1,706,760 1,409,165
Budgeted
2000
2,349,133
59,410
972,786
129,497
3,510,826
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2,361,509
1,167,344 '
280,705
(2,201,112)
1,608,446
$ 3,359,042 $ 6,820,197 $ 6,350,770 $ 5,119,272
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52
General Government Department
2000 Goals
1.
2.
3.
4.
5.
6.
7.
8.
To continue oversight of the Town Center Project.
To coordinate the City Census 2000 effort.
To represent the City in Hicks v. City, Civil 97-500, court action that could impact the City
involving challenges filed in Washington County concerning roll back of property taxes.
To represent the City in Williams and Cox v. City, E99-1319-4, court action that involves the
construction of the town center.
To continue providing additional legal training for the Fayetteville and University Police
Departments.
To continue coordinating with the domestic violence victim advocate in tracking victims.
To continue to create and disseminate bilingual crime prevention and other related materials.
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.
9. . To change computer software to allow the program to print informational letters listing
multiple bad checks. This will reduce paper and supply costs, time, and computer maintenance
costs.
10. Prepare marketing materials to promote the Fayetteville Industrial Park South, the Arkansas
Research and Technology Park, and the Fayetteville Municipal Airport.
11. To produce 210 City informational programs and televise 195 government meetings on the
Government Channel 3 during 2000.
12. To produce a high quality informational program about Fayetteville and have it ready to enter
into the NATOA Government Programming Awards video contest by the 2000 deadline.
13. To purchase and install an imaging system in conjunction with the Information Technology
Division for record retention and archive information, which will allow all City departments
to access archive information for their own purposes.
14. To codify all City ordinances in digital format for citizen use and future access via the City's
web site.
15. To provide an environment promoting the growth of aviation -related businesses at the Airport.
53
General Government Department I
1999 Goals & Results
Goals Results
1. To continue oversight of the Town Center Project. 1. A lawsuit was filed in Washington County Chancery
Court on August 9, 1999. The court has allowed
construction to proceed and in late December issued
a summary judgement in favor of the City. The
concrete for the plaza level has been poured and
excavation continues for the rest of the Town
Center.
2. To represent the City in Hicks v. City, Civil 97-500, 2. The liability portion of the trial was May 19 through
court action that could impact the City involving the 21. The circuit court held that Fayetteville and
challenges filed in Washington County concerning the other taxing units in Washington County must
roll back of property taxes. rollback property taxes pursuant to Amendment 59
of the Arkansas Constitution. The hearing date for
the determination of damages will be set sometime
in 2000. An appeal from this decision is likely.
3. To assist with siting and implementation of a 3. An option to purchase land was exercised. Awaiting
Wastewater Treatment Plant. a study of the current wastewater treatment plant.
4. To continue providing public education on issues 4. Because of the increase in our trial docket, this goal
such as domestic violence, hot checks, and D.W.I.'s. was not accomplished.
5. To provide additional legal training for the 5. The City Prosecutor held a training class for each
University Police Department and Fayetteville shift of the Fayetteville Police department on a
Police Department. battery case for prosecution. The City Prosecutor '
became a certified law enforcement instructor and
teaches at the Northwest Arkansas Police Academy.
6. To continue coordinating with the domestic violence 6. The victim advocate assisted in finding victims
victim advocate in tracking victims, needed for trials by providing photos, addresses, and
phone numbers of the victims.
7. To create and disseminate more bilingual crime 7. This goal was not accomplished.
prevention and other related materials.
8. To change computer software that will allow the 8. Information Technology Division is in the process
office to print informational letters, including a list of changing the software.
of bad checks and messages, on merchant
reimbursement checks.
9. The Hot Check office, with the Crime Prevention 9. Everyone who has their water turned on in the City
Officer, will continue to educate the public by of Fayetteville is given a pamphlet. Staff will
sending out pamphlets to area banks, schools, civic continue to speak to groups and send out pamphlets
clubs, and citizens. to area banks, schools, civic clubs, and citizens as
needed.
54 '
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General Government Department
1999 Goals & Results (continued)
Goals
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."
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.
Results
10. 212 informational programs were produced and 185
government meetings were televised.
11. A list of connection sites, a map of the proposed I -
Net sites, and specifications for an Institutional
Network were prepared and submitted to the
Negotiation Committee and were also included in
the Cable Franchise Agreement submitted to Cox
Communications.
12. City Clerk staff attended a demonstration of the
desired imaging system and software. Plans are to
purchase the equipment in 2000.
13. The procedures manual is on hold until all
information is gathered about the new document
imaging system equipment.
14. A new A & P School has opened at Drake Field this
year. The bids to build a new T -Hangar and a
pilot's briefing room have been awarded. Offices
have been rented for a flight school and the offices
have been completed for the Economic
Development Department.
15. No deficiencies were reported by the FAA last year.
55
General Government Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted '
1998 1999 1999 2000
General Fund '
0150 Mayor's Administration
Personnel Services $ 150,469 $ 168,721 $ 166,964 $ 169,263
Materials and Supplies 6,625 8,024 7,000 7,750
Services and Charges 59,323 87,972 83,578 104,230
Maintenance 437 737 456 750
Capital 3,489 5,275 5,075 2,050
220,343 270,729 263,073 284,043
0160 City Council
Personnel Services 32,375 67,200 67,200 67,200
Materials and Supplies 1,866 16,500 16,500 1,700
Services and Charges 10,081 6,003 6,003 6,503
Capital 0 250 250 250
44,322 89,953 89,953 75,653
0210 City Attorney '
Personnel Services 178,770 189,169 189,169 180,523
Materials and Supplies 2,776 3,500 3,000 3,800
Services and Charges 17,493 26,750 23,327 28,516
Maintenance 3,038 4,725 4,725 6,500 ,
Capital 1,414 8,100 7,232 3,400
203,491 232,244 227,453 222,739
0310 City Prosecutor '
Personnel Services 193,438 204,315 202,167 244,201
Materials and Supplies 6,264 7,566 7,566 7,861
Services and Charges 12,902 10,451 9,372 12,861
Capital 1,646 2,540 2,540 1,588
214,250 224,872 221,645 266,511
0350 Hot Check ,
Personnel Services 113,136 117,282 116,278 120,867
Materials and Supplies 2,766 3,300 3,300 4,350
Services and Charges 10,223 9,338 9,338 9,561
Maintenance 508 800 800 800
Capital 727 0 0 0
127,360 130,720 129,716 135,578
0400 Municipal Judge '
Personnel Services 68,978 73,854 73,854 77,050
Materials and Supplies 52 772 772 772
Services and Charges 3,747 5,617 5,617 6,332
Capital 0 0 0 800
72,777 80,243 80,243 84,954
0500 Economic Development '
Personnel Services 0 0 0 106,785
Materials and Supplies 0 0 0 2,950
Services and Charges 0 0 0 35,762 '
Maintenance 0 0 0 240
Capital 0 0 0 1,958
0 0 0 147,695 '
56 1
General Government Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
' 0600 Cable Administration
Personnel Services 115,874 116,361 116,361 129,729
Materials and Supplies 4,312 5,795 4,962 4,937
' Services and Charges 75,366 74,335 74,335 76,144
Maintenance 3,238 6,878 5,751 7,080
Capital 8,184 5,718 2,269 0
206,974 209,087 203,678 217,890
1510 City Clerk/Treasurer
Personnel Services 93,766 108,013 108,013 114,597
Materials and Supplies 11,274 11,510 11,510 13,315
Services and Charges 56,131 44,528 44,528 68,411
Maintenance 7,554 8,000 8,000 9,000
Capital 1,074 2,972 2,972 950
' 169,799 175,023 175,023 206,273
6600 Miscellaneous
Personnel Services 0 181,351 181,351 902,552
Services and Charges 352,350 2,355,924 2,336,456 214,883
Maintenance 8,368 40,000 40,000 40,000
Capital 306,703 84,921 84,921 726,513
Transfers 341,845 788,465 788,465 280,705
Cost Reimbursement (2,276,174) (2,259,548) (2,259,548) (2,201,112)
(1,266,908) 1,191,113 1,171,645 (36,459)
' Total General Fund (7,592) 2,603,984 2,562,429 1,604,877
' Ai_r on rt Fund
3940 Airport Landside Operations
Personnel Services 303,665 296,250 204,700 157,396
Materials and Supplies 26,753 15,760 9,600 6,975
Services and Charges 289,259 266,039 260,845 285,490
Maintenance 33,393 32,340 32,340 37,400
• Capital 2,591 9,110 9,110 0
Depreciation 831,133 1,014,393 1,014,393 1,167,344
1,486,794 1,633,892 1,530,988 1,654,605
' 3950 Airport Airside Operations
Personnel Services 91,836 96,720 78,815 78,970
Materials and Supplies 9,721 4,300 4,300 5,000
' Services and Charges 186,794 193,314 182,329 33,093
Maintenance 30,558 32,427 29,427 27,727
318,909 326,761 294,871 144,790
3960 Airport Capital Expenditures
Services and Charges 6,368 123,557 123,557 91,000
Maintenance 180,240 87,439 87,439 0
Capital 1,374,323 2,044,564 1,751,486 1,624,000
'
1,560,931 2,255,560 1,962,482 1,715,000
Total Airport Fund 3,366,634 4,216,213 3,788,341 3,514,395
Total General Government $359,042 $ 6,820,197 $ 6,350,770 $ 5,119,272
' 57
General Government Department
Personnel Summary
1997
1998
1999
2000
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
0.00
0.00
3.50
3.50
3.00
3.00
City Attorney Division
City Attorney
1.00
1.00
1.00
1.00
Assistant City Attorney
1.00
1.00
1.00
1.00
Senior Secretary
1.00
1.00
1.00
1.00
Law Clerk (Part-time)
0.75
0.75
0.75
0.75
3.75
3.75
3.75
3.75
City Prosecutor Division
Prosecuting Attorney
1.00
1.00
1.00
1.00
Deputy Prosecuting Attorney
0.00
0.00
0.00
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
0.50
0.50
0.50
8.50
9.00
9.00
10.00
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
1.00
1.00
1.00
1.00
Associate Producer
0.75
0.75
0.75
1.00
Production Assistants (Part-time)
1.25
1.25
1.25
1.25
5.00
5.00
5.00
5.25
Economic Development Division
Economic Development Director
0.00
0.00
0.00
1.00
Secretary
0.00
0.00
0.00
1.00
0.00
0.00
0.00
2.00
City Clerk Division
City Clerk
1.00
1.00
1.00
1.00
Microfiche Operator
1.75
2.00
2.00
2.00
Senior Clerk Typist
0.80
0.55
1.00
1.00
3.55
3.55
4.00
4.00
Division/Title
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
0.00
Airport Operations Supervisor
1.00
1.00
1.00
0.00
Airport Maintenance Worker II
0.50
0.50
0.00
0.00
Airport Maintenance Worker III
1.00
1.00
1.00
2.00
Airport Maintenance Worker IV
2.00
2.00
2.00
0.00
Senior Secretary
1.00
1.00
1.00
1.00
Secretary
1.00
1.00
1.00
0.00
Custodian
3.00
3.00
2.00
1.00
12.50
12.50
11.00
6.00
Total General Government Personnel
37.80
38.30
36.75
35.00
General Government Department
Personnel Summary
1997 1998 1999 2000
Employees Employees Employees Employees
General Government Department
Office of the Mayor Division
Mayor's Administration Program
Fund 1010 -General
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Program 0150
Program Description. Objectives. pad Analysis:
The Mayor is the elected Chief Executive Officer for the City of Fayetteville and is the presiding officer for the
City Council. As Chief Executive Officer of the City, the Mayor has a statutory duty to oversee the enforcement
of City policies, ordinances, administrative rules, and State laws, as well as direct City offices and employees to
discharge their duties. The Mayor accomplishes this task by providing and maintaining an open door policy 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 six departments:
General Government, Administrative Services, Police, Fire, Public Works, and Economic Development.
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
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 3.50 3.00 3.00 3.00
Program Expenditures
Personnel Services $ 150,469 $ 168,721 $ 166,964 $ 169,263
Materials and Supplies 6,625 8,024 7,000 7,750
Services and Charges 59,323 87,972 83,578 104,230
Maintenance 437 737 456 750
Capital 3,489 5,275 5,075 2,050
$ 220,343 $ 270,729 $ 263,073 $ 284,043
2000 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. '
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General Government Department
Legislative Division
' City Council Program
Fund 1010 - General Program 0160
' Procram Description. Objectives, and Analysis:
The City Council has responsibility for establishing City Policy. Aldermen represent the citizens of Fayetteville
by determining policies, programs, services, and legislation that address community needs; establishing priorities
' for services; approving long-range plans; and adopting 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 in this program. The funding for Juvenile Concerns Committee activities is primarily from individual
1 and business donations. The $2,000 in City funds for Juvenile Concerns is primarily for space rent and printing
costs for special events sponsored by the committee.
F
' Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Personnel Services $ 32,375 $ 67,200 $ 67,200 $ 67,200
Materials and Supplies 1,866 16,500 16,500 1,700
Services and Charges 10,081 6,003 6,003 6,503
Capital 0 250 250 250
$ 44,322 $ 89,953 $ 89,953 $ 75.653
Performance Measures
Demand/Workload
' Planned Agenda Sessions 24 24 24 24
Planned City Council Meetings 24 24 24 24
Special Called City Council Meetings 0 0 4 0
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General Government Department I
City Attorney Division
City Attorney Program
Fund 1010- General Program 0210
Pr_ogram_D.escription. Objectives, and Analysis;
The City Attorney Division provides essential legal services for the City of Fayetteville.
The City Attorney's office provides general legal and special services to the City Council, the 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.
I
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Demand/Workload
1. Annual Attorney Hours Available
3,792
3,792 3,792
3,792
2. Cost of service per attorney hour
$53.66
$61.25 $59.98
$58.74
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 and committee and commission meetings, as well as attendance at
regular and special council meetings.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
3.75 3.75 3.75 3.75
$ 178,770 $ 189,169 $ 189,169 $ 180,523 '
2,776 3,500 3,000 3,800
17,493 26,750 23,327 28,516
3,038 4,725 4,725 6,500
1,414 8,100 7,232 3,400
$ 203,491 $ 232 244 $ 227,453 $ 222,739
Performance Measures
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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 disputes.
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General Government Department
City Attorney Division
City Prosecutor Program
Fund 1010 -General Program 0310
PrQgramflescription, iv .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 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
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 5.50 5.50 5.50 6.50
Program Expenditures
Personnel Services
$ 193,438 $
204,315 $
202,167 $
244,201
Materials and Supplies
6,264
7,566
7,566
7,861
Services and Charges
12,902
10,451
9,372
12,861
Capital
1,646
2,540
2,540
1,588
$ 214,250 $
224,872 $
221,645 $
266,511
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
1. Complaints 791 750 750 775
' 2. Requests for Motions to Revoke 363 400 350 325
3. Circuit Court Cases 29 30 40 45
4. Nonwarrant Criminal Charges 6,024 6,300 7,500 7,500
5. # of DWI's 1,017 950 1,325 1,300
6. # of Warrant Charges 279 400 250 250
7. # of Carrying Prohib. Weapons 44 45 55 50
8. # of Batteries 201 225 340 340
9. # of Trials 36 50 55 65
Results
1. Complaint Disposition
A. Inactive/Mediated/Letter 545 450 400 400
B. Prosecutor Subpoena 101 100 100 110
IC. Warrant Issued 266 250 225 225
D. Motions to Revoke Filed 334 300 280 275
2. % of Convictions
A. DWI's 97 97 97 97
B. Warrant Charges / Nonwarrant 95 95 95 95
C. Carrying Weapons Prohibited 88 90 80 90
D. Batteries 82 85 90 90
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63
General Government Department '
City Attorney Division
Hot Check Program
Fund 1010- General Program 0350
ProgramiDescription,Dl ectives. 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.
I
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 2.50 2.50 2.50 2.50
Uniformed FTE Positions 1.00 1.00 1.00 1.00
3.50 3.50 3.50 3.50
Program Expenditures
Personnel Services $ 113,136 $ 117,282 $ 116,278 $ 120,867
Materials and Supplies 2,766 3,300 3,300 4,350
Services and Charges 10,223 9,338 9,338 9,561
Maintenance 508 800 800 800
Capital 727 0 0 0
$ 127,360 $ 130,720 $ 129,716 $ 135,578
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
# of Checks Brought In 11,577 11,250 10,536 10,500
# of Warrants/Commitments Issued 5,281 5,125 5,628 5,100
# of Checks Paid Off/Cleared 10,136 11,000 9,586 9,500
# of Cases Prepared for Trial 3,242 3,450 4,050 4,000
Checks Submitted for Collection $290,838 N/A $275,184 $275,000
Results
% of Checks Processed 100 100 100 100
% of Hot Checks Collected/Settle 88 92 91 90
% of Cases Settled 100 100 100 100
Received for Court Cost & Fines $162,431 $100,000 $161,008 $180,000
Received for Prosecuting Fees $96,714 $99,000 $91,235 $95,000
Received for Chks & Service Chgs $486,784 $505,000 $459,864 $460,000
64 '
General Government Department
Municipal Court Division
Municipal Judge Program
Fund 1010- General Program 0400
Program Descril2tihn_ Objectives. an&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.
Actual Budgeted _ Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services
$ 68,978 $
73,854 $
73,854 $
77,050
Materials and Supplies
52
772
772
772
Services and Charges
3,747
5,617
5,617
6,332
Capital
0
0
0
800
$ 72,777 $
80,243 $
80,243 $
84,954
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
1.
# of Criminal Cases Filed
26,406
26,200
26,500
26,700
2.
# of Civil Cases Filed
2,911
3,000
3,200
3,400
3.
# of Criminal Trial Settings
7,800
7,920
8,320
8,580
4.
# of Civil Trial Settings
1,820
1,900
1,924
2,080
Results
1. Criminal Cases Adjudicated 18,771 20,175 19,434 20,200
2. Fines and Costs Assessed $2,542,238 $2,805,600 $2,909,254 $2,919,000
3. Fines and Costs Collected $2,080,711 $2,368,647 $2,378,074 $2,500,200
65
General Government Department
Economic Development Division
Economic Development Program
Fund 1010 -General
Program 0500
ProgramDescription. Objectives, an -d Ands:
The Economic Development Department is responsible for commercial and industrial development, recruitment,
and business retention. The director reports to the Mayor and has the responsibility for marketing and attracting
clients to the Industrial Park South, the Fayetteville Municipal Airport, and the Arkansas Research and
Technology Park. Economic Development actively assists businesses with expansion in existing locations and
new businesses locating in Fayetteville by performing data research, outreach, recruitment, and promotion.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
$ 0 $
0 $
0 $
106,785
Materials and Supplies
0
0
0
2,950
Services and Charges
0
0
0
35,762
Maintenance
0
0
0
240
Capital
0
0
0
1,958
$ 0$
0$
0$
147,695
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
0.00 0.00 0.00 2.00
Demand/Workload
Advertisements Developed
Client Consultations
Information Requests
Results
Advertisements Placed
Businesses Expanded or Located
Information Disseminated
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
4
104
156
4
2
156
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General Government Department
Cable Administration Division
Cable Administration Program
Fund 1010- General
Program 0600
Program Description, Qbjectives 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 Cox Communications, works with the Cable Board and
City Council to enforce federal cable television regulations, and supervises the performance of the public access
provider and the educational access channel's operation. The main goals are: 1) insure that the PEG TV Center is
equipped, maintained, and open and accessible to Fayetteville citizens as a channel of public expression; 2) use
our government channel to keep citizens informed on local government issues and services; 3) assist City staff with
the production of their audio/video presentations; and 4) study cable rate and franchise regulation issues and make
recommendations to the Cable Board, Mayor, and City Council.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 5.00 5.00 5.00 5.25
Program Expenditures
Personnel Services
$ 115,874 $
116,361 $
116,361 $
129,729
Materials and Supplies
4,312
5,795
4,962
4,937
Services and Charges
75,366
74,335
74,335
76,144
Maintenance
3,238
6,878
5,751
7,080
Capital
8,184
5,718
2,269
0
$ 206,974 $
209,087 $
203,678 $
217,890
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
1.
Hours video equipment used by
15,000
18,000
18,000
18,000
public & staff
2.
Televise/Tape Gov't meetings
179
190
195
200
3.
CAT video workshops
125
135
150
150
4.
City informational videos produced
211
200
210
210
5.
City video tapes duplicated
207
220
266
275
Results
1.
P.E.G. Center average hours
open per week
83
83
83
83
2.
Average cost to televise/tape
government meetings
N/A
N/A
36.30
38.94
3.
CAT workshop participants
116
175
175
175
4.
CAT programs produced
317
650
500
700
5.
CAT / Gov't Channel cablecast hrs
260 / 190
300 / 190
400 / 190
400 / 190
6.
Bulletin Board messages Channel 3
637
675
740
750
67
General Government Department
City Clerk/Treasurer Division
City Clerk/Treasurer Program
Fund 1010 -General
1
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Program 1510
Proeraln DescripAion Objectives, and Analysis:
The City Clerk/Treasurer Division maintains the official records and public documents of the City of Fayetteville.
Provides staff support for the City Council agenda process and records the proceedings of City Council meetings.
Codify and publish the City ordinances, prepare for City Elections, administer oaths of office, receive candidate
and initiative petitions, and certify and file financial statements, financial interest disclosures, code of ethics
disclosures, pension board affidavits, and insurance certification. Coordinates the appointment procedures for the
City's citizen boards, commissions, and committees.
The primary duties of the City Clerk/Treasurer are to coordinate and supervise the maintenance and custody of
the City's official records, to prepare agendas and minutes for City Council meetings, to keep the City Code of
Ordinances updated, to work in cooperation with the Washington County Election Commission in planning
elections, to coordinate the scheduling of meetings and media notification, including vacancies on citizen
committees and serve as a member of the Fire and Police Pension Boards and provide clerical support for both.
Actual Budgeted
1998 1999
Program Staff
Full -Time Equivalent Positions 3.55 4.00
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Demand/Workload
Estimated Budgeted
1999 2000
4.00 4.00
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$ 93,766 $ 108,013 $ 108,013 $ 114,597
11,274 11,510 11,510 13,315
56,131 44,528 44,528 68,411
7,554 8,000 8,000 9,000
1,074 2,972 2,972 950
$ 169,799 $ 175,023 $ 175,023 $ 206,273
1. Meetings: Staff, Council, Fire/
Police Pension meetings attended
2. Agendas prepared
3. Minutes - Council & Boards
4. Ordinances & Res. passed
5. Committee vacancies/applicants
6. Meeting rooms requested/scheduled
7. Coordinate elections
8. Permanent record retention
1. Sets of minutes w/o errors of fact
2. Code of Ordinances updated
3. Avg. direct labor cost of record
retention
Performance Measures
Actual Budgeted Estimated
1998 1999 1999
Budgeted '
2000
118 138 194 200
64 64 122 125
52 45 60 65
266 210 248 250
44/47 62/65 89/89 60/75
822 850 944 950
3 0 0 1
666,342 675,000 533,000 700,000
1 1 0 2
12 N/A 6 8
$0.043 $0.048 $0.057 $0.054
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City Clerk
Performance Measures
Budgeted
Year -to -Date
2000
Actual
Year -to -Date
2000
Actual
Year -to -Date
1999
Meetings Attended
200
197
203
Agendas Prepared
125
67
107
Minutes - Council & Boards
65
45
54
Ordinances & Resolutions Passed/Processed
250
250
223
Code of Ordinances Updated
1
0
N/A
Committee Vacancies/Applicants
60/75
39/60
70/NA
Meetings Rooms Re uested/Scheduled
950
994
1011
Elections Coordinated
1
1
0
Permanent Record Retention/Microfilmed
700,000
296,545
646,947
Avg. Direct Labor Cost of Record Retention
$0.054
$0.096
N/A
City Clerk Budgeted Actual Actual
Year -to -Date Year -to -Date Year -to -Date
Performance Measures 2000 2000 1999
Meetings Attended
150
96
147
Agendas Preared
94
53
82
Minutes - Council & Boards
49
25
42
Ordinances & Resolutions Passed/Processed
188
182
174
Code of Ordinances Updated
6
7
N/A
Committee Vacancies/Applicants
45/56
25/30
70/NA
Meetings Rooms Requested/Scheduled
712.5
797
755
Elections Coordinated
0
1
0
Permanent Record Retention/Microfilmed
525,000
252,643
417,302
Avg. Direct Labor Cost of Record Retention
$0.054
$0.096
N/A
September 2000 Gina and Joan went to the Municipal Clerks Inst.
General Government Department
City Clerk/Treasurer Division
City Clerk/Treasurer Program
Fund 1010 -General
Program 1510
Program_Description, Objectives, andAnalysia;
The City Clerk/Treasurer Division maintains the official records and public documents of the City of Fayetteville.
The division provides staff support for the City Council agenda process and records the proceedings of City
Council meetings; codifies and publishes City ordinances; prepares for City Elections; administers oaths of office;
receives candidate and initiative petitions; and certifies and files financial statements, financial interest disclosures,
code of ethics disclosures, pension board affidavits, and insurance certification; and coordinates the appointment
procedures for the City's citizen boards, commissions, and committees.
The primary duties of the City Clerk/Treasurer are to coordinate and supervise the maintenance and custody of
the City's official records, to prepare agendas and minutes for City Council meetings, to keep the City Code of
Ordinances updated, to work in cooperation with the Washington County Election Commission in planning
elections, to coordinate the scheduling of meetings and media notification including vacancies on citizen
committees, and to serve as a member of the Fire and Police Pension Boards and provide clerical support for both.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Full -Time Equivalent Positions 4.00 4.00 4.00 4.00
Pro arg m Expenditures
Personnel Services
$ 110,071 $
117,561 $
117,561 $
130,907
Materials and Supplies
11,403
14,415
14,415
17,400
Services and Charges
18,470
88,788
88,788
51,993
Maintenance
4,378
8,853
8,853
5,000
Capital
2,972
1,587
1,587
1,000
$ 147,294 $
231,204 $
231,204 $
206,300
Performance
Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Meetings: Staff, Council, Fire/
Police Pension Meetings Attended
203
200
200
200
2.
Agendas Prepared
107
125
125
125
3.
Minutes - Council & Boards
54
65
65
60
4.
Ordinances & Res. passed
223
250
250
250
5.
Committee Vacancies/Applicants
85 / 93
60! 75
60 / 75
60 / 75
6.
Meeting Rooms Request/Schedule
1,011
950
1,038
1,050
7.
Coordinate Elections
0
1
2
0
8.
Permanent Record Retention
646,947
700,000
550,000
600,000
1. Sets of Minutes with Errors of Fact 2 2 2 2
2. Code of Ordinances Updated 0 8 1 4
3. Average Direct Labor Cost of
Record Retention $0.051 $0.054 $0.075 $0.070
City Clerk: Heather Woodruff
In the first quarter, the City Clerk's office experienced the following major changes,
educational opportunities, and/or infrequent activity:
Deputy City Clerk resigned.
Joan Blackard was hired as secretary.
Began extensive cross training between employees.
General Government Department
Miscellaneous Division
Miscellaneous Program
Fund 1010 -General
Program 6600
Program_Dcscription, Objectives and Analysisi
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, and Yvonne Richardson Community Center.
The fluctuations in expenditures for this program between Budgeted 1999 and Budgeted 2000 is primarily due to
recording the grant activity associated with the Arkansas Aviation Technology Center at Drake Field. The Capital
expenditure change between Estimated 1999 and Budgeted 2000 reflect a portion of the renovation of the TCA
building in 1999. The transfers budgeted for 2000 is to the Arts Center Bond Fund ($280,705).
Actual Budgeted
1998 1999
Program Staff
Full -Time Equivalent Positions 0.00 0.00
Estimated Budgeted
1999 2000
0.00
Program Expenditures
Personnel Services
$ 0 $
181,351 $
181,351
$ 902,552
Services and Charges
352,350
2,355,924
2,336,456
214,883
Maintenance
8,368
40,000
40,000
40,000
Capital
306,703
84,921
84,921
726,513
Transfers
341,845
788,465
788,465
280,705
Cost Reimbursements
(2,276,174)
(2,259,548)
(2,259,548)
(2,201,112)
$ (1,266,908) $
1,191,113 $
1,171,645
$ (36,459)
Major expenditures planned for 2000 are a continuation of community services described above and transfers to
the Replacement Fund and the Arts Center Bond Fund.
69
General Government Department
Airport Division
Landside Operations Program
Fund 5550 - Airport
I
Program 3940 '
Pram IZescriptiQn.Objectiv n _ nalysis:
Operate and maintain the airport under a Limited 139 Specification certificate 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 leases, provide for airport marketing and
development, manage Federal and State grants, and provide oversight for the approved Passenger Facility Charge
(PFC) program. '
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 8.46 8.46 5.46 3.96
Program Expenditures
Personnel Services $ 303,665 $ 296,250 $ 204,700 $ 157,396
Materials and Supplies 26,753 15,760 9,600 6,975
Services and Charges 289,259 266,039 260,845 285,490
Maintenance 33,393 32,340 32,340 37,400
Capital 2,591 9,110 9,110 0
Depreciation 831,133 1,014,393 1,014,393 1,167,344
$ 1,486,794 $ 1,633,892 $ 1.530,988 $ 1,654,605
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Scheduled Hours of Operation 8,760 8,760 2,067 2,067
Enplaned and Deplaned Passengers 519,357 187,760 45,000 0
Number of CIP Projects Managed 11 11 11 7 '.
Number of Leases/Air Carriers 95/5 68/4 68/0 68/0
Square Feet of Terminal Space 27,328 27,328 27,328 27,328
Results '
Daily Hours of Operation 8,760 24 17 10
Number of Passengers 519,357 45,000 45,000 0
Number of Active Fed. Grt. Projects 6 5 5 5
Local Match Required 187,349 68,800 111,512 121,000
•70
General Government Department
Airport Division
Airside Operations Program
Fund 5550 - Airport
Program 3950
Program Description Objectives, and Analysis:
To operate and maintain the airfield portion of the airport in compliance with FAR Part 139 Federal Regulations,
while assuring facility availability to both large aircraft (with 30 or more seats) and small aircraft. The objectives
include preventative maintenance programs, daily inspections and record keeping, 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. 225 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, 74 hangar units, pilot's briefing room, and two restrooms.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
loos 1000
Estimated Budgeted
1999 2000
4.04 2.54 2.04 2.04
Program Expenditures
Personnel Services
$ 91,836 $
96,720 $
78,815 $
78,970
Materials and Supplies
9,721
4,300
4,300
5,000
Services and Charges
186,794
193,314
182,329
33,093
Maintenance
30,558
32,427
29,427
27,727
$
318,909 $
326,761 $
294,871 $
144,790
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Operate One Airport to FAR
I
1
1
1
Part 139 Standards
Results
Number of Inspections Performed
735
735
365
365
Number of Lights/Signs Maintained
467
467
467
467
Miles of Fence Maintained
4
4.5
4.5
4.5
Airside Acreage Mowed
275
275
225
225
Number of Airfield Deficiencies
0
0
0
0
Number of Security Violations (107)
0
0
0
0
71
General Government Department
Airport Division
Capital Expenditures Program
Fund 5550 - Airport Program 3960
Program Description. Objectives. and Analysis:
Capital Expenditures Program captures the cost associated with capital improvements to the Airport infrastructure,
buildings, and fixed assets.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Services and Charges
Maintenance
Capital
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
0.00 0.00 0.00 0.00
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$ 6,368 $ 123,557 $ 123,557 $ 91,000
180,240 87,439 87,439 0
1,374,323 2,044,564 1,751,486 1,624,000
$ 1,560,931 $ 2,255,560 $ 1,962,482 $ 1,715,000
Capital_ptojectexpendituresfor 2000includei
Ernest Lancaster Drive Extension
Federal Grant & Local Matches
Professional Services
High Intensity Runway Lights
Pavement Maintenance & Rehabilitation
T -Hangar Unit Expansion
Individual Hangar
Public Notification
$ 487,000
110,000
90,000
50,000
562,000
300,000
115,000
1,000
$ 1,715,000
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Administrative Services Department
Mission Statement
We strive for excellence and are dedicated to providing professional and
responsive support services to the citizens of Fayetteville, municipal
operations, the City Council, and other organizations. Our goal is to assist in
providing a safe, healthy and attractive environment for our community by
maintaining efficient, effective internal controls and responsible fiscal
management.
73
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ADMINISTRATIVE SERVICES DEPARTMENT
OVERVIEW
The Administrative Services Department contains thirteen divisions: Administrative Services Director,
Personnel, Accounting & Audit, Budget & Research, Utility Management, Purchasing, Information
Technology, Building Maintenance, Water & Sewer Services, Fleet Operations, Municipal Court, Animal
Services, and Community Development.
Estimated 1999 expenditures are projected to be approximately $118,800 less than the 1999 budgeted '
amounts. The cost savings occurred primarily from a reduction in personnel cost due to turnover.
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Budgeted 2000 expenditures are approximately $2.2 million less than the 1999 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 2000 include: continued 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 the TCA building, continued coordination of the in-house
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, and continuation of the Water & Sewer backflow prevention program.
Administrative Service Department personnel has increased by 6.0 positions from 1999 to 2000. The new
positions include a Veterinarian and a half time Animal Caretaker in the Animal Services Division, a half
time Gym Supervisor/Parking Enforcement Officer in the Community Development Division and Parking
Management Program, an Equipment Maintenance Worker and an Equipment Mechanic II in Fleet
Operations Division, a Programmer/Analyst in the Information Technology Division, a Utilities Manager in
the Utility Management Division, and a Clerk/Cashier in the Water & Sewer Services Division. These
additions are partially offset by the reduction of 1.00 FTE in the Administration Services Director's Division
and the reduction of a 0.50 Special Projects Analyst in Water & Sewer Services..
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Category Totals
Actual
1998
$ 3,915,090 $
921,174
2,428,190
167,963
7,432,417
Budgeted
1999
4,401,633 $
1,209,029
3,157,591
192,351
8,960,604
Estimated
1999
4,282,836 $
1,181,135
3,001,494
181,202
8,646,667
Budgeted
2000
4,655,709
1,249,760
2,393,639
202,622
8,501,730
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Capital
2,655,636
4,244,205
4,220,627
2,073,084
Depreciation
1,620,150
2,111,968
2,055,557
2,491,385
Capital and Other
Total Department
4,275,786 6,356,173 6,276,184 4,564,469
$ 11,708,203 $ 15,316,777 $ 14,922,851 $ 13,066,199
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Administrative Services Department
2000 Goals
Oversight of the Wastewater Treatment Plant Expansion Project financing.
2. To continue training sessions in 2000. Subject matter will target specific needs and develop
essential competencies necessary to provide support and performance improvements.
3. To evaluate a new test for entry level police applicants. The purpose is to identify a test that
can be scored in-house in order to significantly reduce applicant processing time and
expedite job offers.
4. To complete conversion and planning for reporting changes for infrastructure and to train
staff in the reporting model changes as required by GASB.
5. To prepare and submit the 2001 Annual Budget to City Council prior to December 1, 2000.
6. To assist in coordinating the City's participation in Census 2000.
To renovate the TCA building and re -roof the Parks/Traffic Division's building.
To coordinate and execute the Lights of the Ozarks Program.
9. To process all requisitions into purchase orders in two days or less and turnaround time for
bids will be 45 days from receipt of bid or less.
10. To process all accident claims within one day of receipt of the accident report.
11. To install and configure Municipal Court Software on the AS/400 and migrate data from the
current court system to the AS/400.
12. To select and install a multi -division work order system that is integrated and accessible with
current Geographic Information Systems.
13. To improve Wide Area Network infrastructure by updating data communications and
hardware to 16 of the City's remote sites.
14. Continuation and enhancement of the Land Information System(LIS). Define 95% of parcels
within the city limits using coordinate geometry and adding parcel numbers to link to the
County Assessors data and begin data conversion of growth areas outside the city limits.
15. To add complete geometry of subdivisions to the LIS to allow users to query and display
subdivision locations with complete boundaries.
16. To continue to set cases for trial within 60 days after the arraignment date and to set small
claims cases within 45 days and civil cases within 120 days.
75
Administrative Services Department
2000 Goals (continued)
17. To continue to improve collections on fines and costs assessed.
18. To develop a program for underage alcohol offenders.
19. To conduct 100 educational and/or safety programs. '
20. To confirm the sterilization of 98% of adopted animals.
21. To ensure that 1,200 animals are adopted or reclaimed by their owners.
22. To continue working 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 produce and distribute a downtown parking newsletter to downtown merchants and hang
tag permit holders.
24. To continue regularly issuing parking ticket overdue notices and summonses to habitual
offenders.
25. To provide moderate rehabilitation of substandard housing for 10 low and moderate income
home owners and to provide emergency repairs for 15 low and moderate income home
owners.
26. To begin construction of on -site improvements to the Yvonne Richardson Community
Center.
27. To facilitate engineering and plans for street and drainage rehabilitation in the southeast ,
Fayetteville Target Area.
28. To provide efficient technical services for water meter reading and customer services. '
29. To continue to update the routine meter maintenance schedule to ensure accuracy of all water
meters in the system.
30. To continue 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 backflow prevention devices.
31. To maintain accurate records on all backflow devices and water meters in the system.
32. To limit road failures to 300.
33. To complete 5,500 repair requests.
76 '
Administrative Services Department
1999 Goals & Results
' Goals Results
1. To coordinate the necessary financing for the 1. The financing plan for the Town Center has been
proposed Town Center/Parking Garage. completed.
2. To complete a water and sewer operations study and 2. Operations study was completed and the rate study
rate study (if the timing warrants in relation to has been postponed pending additional progress on
progress on the wastewater treatment plant the wastewater treatment plant expansion.
expansion project expansion).
3. To assist in the financial planning of the wastewater 3. Financial planning for the wastewater treatment
treatment plant expansion. expansion will continue into 2000.
4. To implement a training schedule in 1999. Subject 4. A training schedule was implemented with ten
matter will target specific needs and develop monthly training sessions conducted by various
essential competencies necessary to provide support Administrative Services Department Divisions.
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 5. Presented and passed by City Council on December
update recommendation made to the Council with an 20,1999.
effective date of January 1, 2000.
' 6. To prepare to award specifications and submit to the 6. Goal accomplished.
Government Financial Officers Association the 1998
Comprehensive Annual Financial Report by June
' 15.
7. To prepare and submit the 2000 Annual Budget to 7. Goal accomplished.
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 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 and eliminated prior to billing by the use of
' Hi -Low Meter Usage Reports, the rereading of
meters with exceptional usage, and the use of billing
error detection queries. Less than 0.5% of utility
revenue will be dropped to bad debt in 1999.
9. To complete the HVAC system installation and re- 9. Completed the animal clinic and the HVAC system
roof the City Administration Building, renovate the installation and re -roofing of the City
TCA and blue building, and complete construction Administration Building. The blue building is
of the new animal shelter clinic. prepped for renovation and the TCA renovation is
' expected to be complete by the 3r° quarter of 2000.
10. To process all requisitions into purchase orders in 2 10. Due to an increased number of purchase
days or less and turnaround time for bids will be 45 requisitions, accidents, contracts, etc., it has taken
' days from receipt of bid or less. an average of 3 days to process requisitions and bid
turnaround time averaged 35 days.
' 77
Administrative Services Department
1999 Goals & Results (continued)
C n._f
11. 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. Complete project of defining
parcels using Coordinate Geometry and adding
parcel numbers to link to County Assessors Data.
16. To populate our digital topographic mapping
building footprints with addresses.
I
Results I
11. All assets with a valve of at least $5,000 are insured. '
12. Replaced three modems, installed modems and
routers, and negotiated with network service
providers to increase communication speeds to
remote sites for online service in 2000.
13. New World Systems was unable to' provide staff
resources in 1999 to install software and train users.
This project was moved to 2000.
14. 1999 LAN/WAN upgrades included: installing
replacement hardware to move City Hall users from
Token Ring network to Ethernet; upgraded servers
to handle additional network traffic; added/replaced
servers at four remote sites for network services and
access to GIS data; designed specifications for the
voice/data wiring and hardware for City Hall which
is scheduled to be completed in February 2000; and
configured routers at two of the remote sites to
connect remote networks to the main network.
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15. Currently within the Land Information System, there
are approximately 15,350 out of 22,967 City parcels I
with geometry and parcel numbers.
16. Over 30% of the addresses in the City have been
entered into the Land Information System.
17. To continue to set cases for trial within 60 days after
17. Civil cases are set within
approximately
120 days
the arraignment date and to set small claims and
due to
increases in civil cases.
Criminal
and small
civil cases within 60 days.
claims
cases are 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.
18. Information has been submitted but has not yet been
placed on the current website due to space
limitations. The new site should be on-line during
the P1 quarter of 2000.
19. 100 educational and/or safety programs were
conducted and 1,570 animal licenses were sold.
20. 1,132 animals have been adopted or reclaimed and
80% of sterilizations were confirmed.
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Administrative Services Department
1999 Goals & Results (continued)
Goals
Results
21. To continue implementation and marketing of a 21. The peak hang tag usage for 1999 was 136 hang
hang tag parking permit for long-term parking in the tags.
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 4,700 requests
utilizing 16,000 vehicle/equipment repair hours.
29. Fleet Operations will perform 1,350 preventive
maintenance services and inspections, and the 1,080
needed repairs identified with these services.
22. During 1999 and continuing into 2000, construction
and renovation projects in the downtown area have
resulted in parking displacement for lengthy periods
of time. It is a dilemma to relocate vehicles and
make room for construction workers/materials,
while maintaining adequate customer parking.
23. Ten home owner rehabilitations and 20 emergency
repairs were completed.
24. Finding qualified buyers for the Affordable Home
Buyer Program is a challenge. This program will
take a new direction and focus on strategies to
develop qualified buyers before additional units are
rehabilitated. One home sold in 1999.
25. Goal achieved.
26. Goal achieved. The top 17 water customers
consume 25% of the water purchased from Beaver
Water District. The meters of these customers were
tested in 1999 and are on a routine testing schedule.
A testing schedule was also developed for all
customers with usage greater than 100,000 gallons
a month. These testing schedules are at a higher
frequency than the manufacturers recommendations.
27. Partially achieved. The City Council passed the
backflow prevention ordinance in February 1999.
During 1999, 618 of the 3,150 commercial
customers were surveyed concerning backflow
prevention.
28. Completed 5,786 repair requests and utilized 18,200
vehicle/equipment repair hours.
29. 1,141 preventive maintenance services and
inspections were performed and 958 repairs were
identified and completed.
79
Administrative Services Department
Program Expenditure Summary
General Fund
1100 Administrative Services Director
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
1210 Personnel Administration
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
1310 Accounting & Audit
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
1330 Budget & Research
Personnel Services
Materials and Supplies
Services and Charges
Capital
1350 Billing & Collections
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
1360 Internal Audit
Personnel Services
Materials and Supplies
Services and Charges
Capital
1380 Utility Management
Actual Budgeted Estimated Budgeted '
1998 1999 1999 2000
L
$ 135,530 $ 136,021 $ 129,935 $ 87,183
1,317 1,160 1,160 1,900
12,532 10,641 10,641 11,495
151 200 175 200
775 1,624 725 0
150,305 149,646 142,636 100,778
374,590 389,612 349,732 404,767
6,860 6,665 6,665 7,015
101,620 138,248 137,680 118,700
0 100 0 100
472 550 200 550
483,542 535,175 494,277 531,132
345,307 413,886 413,886 377,850
8,330 10,400 8,500 9,785
7,708 13,350 8,130 15,450
377 100 100 200
815 3,575 2,000 2,000
362,537 441,311 432,616 405,285
135,318 151,934 151,934 151,481
7,196 8,950 8,950 8,650
4,650 3,820 3,614 5,600
2,416 1,910 1,910 723
149,580 166,614 166,408 166,454
189,957 208,259 184,434 223,358
5,669 8,000 6,350 8,000
55,689 72,600 62,850 19,156
60 500 250 500
9,994 3,000 3,000 3,000
261,369 292,359 256,884 254,014
53,294 55,164 54,889 55,232
620 818 800 968
3,563 4,000 3,835 4,800
520 600 375 500
57,997 60,582 59,899 61,500
Personnel Services 0 0 0 62,450
Materials and Supplies 0 0 0 1,850
Services and Charges 0 0 0 124,400
Capital 0 0 0 7,600
0 0 0 196,300
80 '
Administrative Services Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
1410 General Maintenance
Personnel Services
171,962
230,175
230,175
264,682
Materials and Supplies
625
925
925
1,150
Services and Charges
75,017
74,534
74,534
86,255
Maintenance
31,233
36,715
36,715
36,453
Capital
6,159
7,101
7,101
5,609
284,996
349,450
349,450
394,149
1420 Janitorial
Personnel Services
50,785
90,653
82,560
97,293
Materials and Supplies
8,552
11,700
11,700
12,400
Services and Charges
49,185
52,240
52,240
7,120
Maintenance
0
300
300
500
Capital
400
1,000
1,000
1,800
108,922
155,893
147,800
119,113
1610 Procurement & Risk Management
Personnel Services
83,145
84,843
84,843
87,727
Materials and Supplies
24,478
17,005
14,600
18,123
Services and Charges
21,925
27,000
19,019
22,650
Maintenance
269
500
450
800
Capital
984
700
120
3,400
130,801
130,048
119,032
132,700
1710 Information Technology
Personnel Services
279,431
345,970
345,970
363,020
Materials and Supplies
17,311
24,998
24,998
27,000
Services and Charges
12,613
13,544
13,544
17,225
Maintenance
80,093
89,385
89,385
94,500
Capital
26,096
2,650
2,650
6,775
415,544
476,547
476,547
508,520
2010 Criminal Cases
Personnel Services
146,789
151,497
151,497
160,928
Materials and Supplies
4,486
7,068
7,068
8,600
Services and Charges
1,212
1,400
1,400
1,943
Maintenance
0
0
0
400
Capital
2,130
3,164
3,164
1,100
154,617
163,129
163,129
172,971
2020 Probation & Fine Collection
Personnel Services
34,798
41,711
39,649
41,179
Materials and Supplies
384
1,025
850
975
Services and Charges
793
1,625
1,225
1,625
Capital
0
850
850
0
35,975
45,211
42,574
43,779
2030 Small Claims & Civil Cases
Personnel Services
107,747
108,369
108,369
115,071
Materials and Supplies
2,742
3,475
3,475
3,200
Services and Charges
1,095
1,074
1,074
825
Maintenance
0
200
200
200
Capital
0
276
276
500
111,584
113,394
113,394
119,796
H"
Administrative Services Department
Program Expenditure Summary
I
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
2710 Animal Patrol/Emergency Response
Personnel Services 110,711 115,745 109,528 127,109
Materials and Supplies 148 140 117 0
Services and Charges 28,891 35,355 29,797 25,299
Maintenance 3,989 4,546 4,546 4,985
Capital 337 1,468 343 600
144,076 157,254 144,331 157,993
2720 Animal Shelter '
Personnel Services 165,993 249,148 249,148 324,603
Materials and Supplies 20,457 39,859 29,859 39,768
Services and Charges 52,193 66,720 41,577 30,397
Maintenance 14,216 4,385 4,385 3,790
Capital 8,522 19,229 14,304 1,120
261,381 379,341 339,273 399,678
5300 Parking Management
Personnel Services 44,332 50,574 50,574 59,640
Materials and Supplies 6,607 1,977 1,977 2,350
Services and Charges 2,954 2,450 2,450 3,270
Maintenance 2,913 900 900 900
Capital 1,168 73 73 0
57,974 55,974 55,974 66,160
Total General Fund 3,171,200 3,671,928 3,504,224 3,830,322
1
Community Development Blk Grant Fund
4930 Administration & Planning '
Personnel Services 52,758 49,905 49,905 52,096
Materials and Supplies 1,340 1,350 1,350 8,267
Services and Charges 26,727 28,456 28,456 31,452
Capital 1,141 501 501 1,500
81,966 80,212 80,212 93,315
4940 Housing Services
Personnel Services 54,698 61,250 61,250 63,283
Materials and Supplies 1,170 1,500 1,500 1,325
Services and Charges 126,412 92,773 92,773 45,209
Maintenance 222 300 300 400
Capital 37,092 47,387 47,387 1,400
219,594 203,210 203,210 111,617
4950 Home Grant
Personnel Services 10,247 8,000 8,000 8,000
Services and Charges 81,215 200,000 200,000 76,100
Capital 36,460 139,726 139,726 45,300
127,922 347,726 347,726 129,400
4960 Public Services
Personnel Services 43,001 45,904 45,904 57,472
Materials and Supplies 220 300 300 300
Services and Charges 31,126 33,800 33,800 77,100
Capital 113 250 250 100
74,460 80,254 80,254 134,972
82 '
Administrative Services Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
4990 Public Facilities & Improvements
Services and Charges 694,026 838,014 838,014 400,000
694,026 838,014 838,014 400,000
Total Community Development Blk Grant Fund 1,197,968 1,549,416 1,549,416 869,304
1820 Meter Operations
Personnel Services
618,579
677,685
658,278
679,292
Materials and Supplies
17,974
25,239
21,300
26,000
Services and Charges
505,063
726,123
692,483
585,290
Maintenance
18,935
26,947
22,599
29,372
Capital
324,889
250,724
244,976
246,748
Depreciation
56,621
76,936
71,438
80,880
1,542,061
1,783,654
1,711,074
1,647,582
1830 Meter Maintenance & Backflow Prevention
Personnel Services
225,290
213,732
201,373
211,757
Materials and Supplies
37,498
53,010
51,810
73,010
Services and Charges
42,478
82,662
43,827
65,842
Maintenance
2,651
8,038
1,725
8,038
Capital
7,270
46,560
46,560
24,560
315,187
404,002
345,295
383,207
Total Water & Sewer Fund
1,857,248
2,187,656
2,056,369
2,030,789
1910 Vehicle Maintenance
Personnel Services
480,828
521,596
521,003
580,236
Materials and Supplies
747,190
983,465
976,881
989,124
Services and Charges
479,879
615,662
587,031
612,936
Maintenance
12,854
19,235
19,172
21,284
Capital
14,502
65,614
57,463
53,199
Depreciation
1,563,529
2,035,032
1,984,119
2,410,505
3,298,782
4,240,604
4,145,669
4,667,284
1920 Fleet Operations Capital
Services and Charges
9,624
21,500
21,500
1,500
Capital
2,173,381
3,645,673
3,645,673
1,667,000
2,183,005
3,667,173
3,667,173
1,668,500
Total Shop Fund
5,481,787
7,907,777
7,812,842
6,335,784
Total Administrative Services
$ 11,708,203
$ 15,316,777
$ 14,922,851
$ 13,066,199
83
Administrative Services Department
Personnel Summary
1997 1998 1999 2000
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 0.00
2.00 2.00 2.00 1.00
Parking Management Program
Parking Management Coordinator 0.00 1.00 1.00 1.00
Parking Enforcement Officers (Part-time) 2.00 1.00 1.00 1.20
2.00 2.00 2.00 2.20
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 5.00 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 10.50 10.50
Budget & Research Division
Budget Manager 1.00 1.00 1.00 1.00
Senior 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
Utility Management Division
Utilities Manager 0.00 0.00 0.00 1.00
0.00 0.00 0.00 1.00
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 1.00 1.00 1.00
Senior Customer Service Representative 0.00 1.00 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 7.50 8.50 8.50 9.50
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 3.00 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 1.00 1.00
Backflow Prevention Technician 1.00 1.00 1.00 1.00
Special Projects Analyst (Part Time) 0.50 0.50 0.50 0.00
29.00 33.00 33.00 33.50
84
Administrative Services Department
Personnel Summary
1997
1998
1999
2000
Division/Title
Employees
Employees
Employees
Employees
Internal Audit Program
Internal Auditor/Grants Accountant
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Building Maintenance Division
Facilities Superintendent
1.00
1.00
1.00
1.00
Custodian
4.00
4.00
5.00
4.00
Carpenter I
1.00
1.00
1.00
1.00
Building Maintenance Worker HI
2.00
2.00
2.00
3.00
Plumber / HVAC Technician
0.00
0.00
1.00
1.00
Construction Crew Leader
1.00
1.00
1.00
1.00
Building Maintenance Crew Leader
1.00
1.00
1.00
1.00
Clerk Typist
0.00
0.00
0.50
0.50
10.00
10.00
12.50
12.50
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
4.00
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
1.00
1.00
6.00
6.00
7.00
8.00
Municipal Court Division
Head Court Clerk
1.00
1.00
1.00
1.00
Courts Services Officer
1.00
1.00
1.00
1.00
Lead Court Clerk
1.00
1.00
1.00
1.00
Deputy Court Clerk
5.50
6.00
6.00
6.00
8.50
9.00
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)
5.30
6.30
6.30
6.80
Veterinarian
0.00
0.00
0.00
1.00
Veterinary Assistant
0.00
0.00
1.00
1.00
Clerk Typist
0.00
0.00
0.50
0.50
11.30
12.30
13.80
15.30
Community Development Division
CD Coordinator
1.00
1.00
1.00
1.00
CD Representative
1.00
1.00
1.00
1.00
CD Housing Specialist
1.00
1.00
1.00
1.00
Community Center Director
1.00
1.00
1.00
1.00
Gym Supervisor
0.00
0.00
0.50
0.80
4.00
4.00
4.50
4.80
M
Administrative Services Department
Personnel Summary
1997
1998
1999
2000
Division/Title
Employees
Employees
Employees
Employees
Fleet Operations Division
Fleet Operations Superintendent
1.00
1.00
1.00
1.00
Fleet Maintenance Supervisor
0.00
0.00
0.00
1.00
Fleet Maintenance Clerk
1.00
1.00
1.00
1.00
Fleet Shop Warehouse Attendant
1.00
1.00
1.00
1.00
Fleet Service Advisor
1.00
1.00
1.00
0.00
Equipment Maintenance Worker
3.00
3.00
3.00
4.00
Equipment Mechanic I
2.00
2.00
2.00
2.00
Equipment Mechanic II
2.00
2.00
2.00
3.00
Equipment Mechanic III
2.00
2.00
2.00
2.00
13.00
13.00
13.00
15.00
Total Administrative Services Personnel
104.30
109.80
116.30
121.80
1
1
1
1
1
1
I
1
1
1
1
Administrative Services Department
Administrative Services Director Division
Administrative Services Director Program
Fund 1010 -General
Program 1100
Program Description Objective&,saAnalysis:
This program's 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 1999, the program provided necessary guidance on the development of the 1998 Comprehensive Annual
Financial Report (CAFR), the 2000 Annual Budget & Work Program, and the 2000-2004 Capital Improvements
Program (CIP); assisted in the development and issuance of hotel, motel, 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
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 2.00 2.00 2.00 1.00
Program Expenditures
Personnel Services
$ 135,530 $
136,021 $
129,935 $
87,183
Materials and Supplies
1,317
1,160
1,160
1,900
Services and Charges
12,532
10,641
10,641
11,495
Maintenance
151
200
175
200
Capital
775
1,624
725
0
$ 150,305 $
149,646 $
142,636 $
100,778
2000 AetivitiedQ Mectives
1. To coordinate financial planning for the wastewater treatment plant expansion.
2. To monitor the implementation of the Capital Improvements Program and 2000 Budget.
3. To oversee completion of the 1999 CAFR, 2001 Budget, and update the 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.
87
Administrative Services Department
Personnel Division
Personnel Program
Fund 1010 -General
H
I
Program 1210
Program.Desctiption, Qbjectives. andAnalysis•
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.
Actual Budgeted Estimated
1998 1999 1999
Program Staff
Full -Time Equivalent Positions 3.00 3.00 3.00
Program Exuenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Demand/Workload
$ 374,590 $ 389,612
6,860 6,665
101,620 138,248
0 100
472 550
$ 483,542 $ 535,175
Performance Measures
Actual Budgeted
1998 1999
Budgeted
2000
3.00
I
C
C
[
$ 349,732 $ 404,767
6,665 7,015
137,680 118,700
0 100
200 550
$ 494,277 $ 531,132
Estimated Budgeted
1999 2000
1.
New Hires
220
260
280
280
2.
Terminations
171
180
180
200
3.
Full -Time Employees
518
540
575
585
4.
Part-Time/Temp Employees
47
140
115
150
5.
Vacancies Recruited For
229
230
250
275
6.
Civil Service Examinations
7
10
8
10
7.
Mgmt/Skills Training Sessions
7
5
4
5
8.
Performance Appraisals Due
522
625
580
625
Results
1.
% of Voluntary Turnover
11.8%
12.0%
25.2%
17.0%
2.
Active Personnel Records
565
600
690
700
3.
Employee Requisitions Processed
229
230
275
275
4.
Civil Service Applications Process
275
300
325
375
5.
Employees Attending Training
259
240
440
250
6.
Perf Appraisals Received/Process
406
580
550
590
C
I
I
Li
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or
Administrative Services Department
Accounting & Audit Division
Accounting & Audit Program
Fund 1010 -General
Program 1310
Piogram.11escription 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. 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
1998 1999
Estimated Budgeted
1999 2000
Program Staff
Full -Time Equivalent Positions 9.50 10.50 10.50 10.50
Program Expenditures
Personnel Services
$ 345,307 $
413,886 $
413,886 $
377,850
Materials and Supplies
8,330
10,400
8,500
9,785
Services and Charges
7,708
13,350
8,130
15,450
Maintenance
377
100
100
200
Capital
815
3,575
2,000
2,000
$ 362,537 $
441,311 $
432,616 $
405,285
Performance Measures
Actual Budgeted
1998 1999
Estimated Budgeted
10gq 2000
Demand/Workload
External audit and CAFR
1
1
1
1
Funds/account groups maintained
25
24
25
25
Financial statements and ledgers
30
30
30
30
Bond issues outstanding
5
5
5
5
Payrolls prepared
32
31
31
4 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 disc on time
100
100
100
100
% government reports filed on time
100
100
100
100
CAFR awards received
I
1
1
1
r.
Administrative Services Department
Budget & Research Division
Budget & Research Program
Fund 1010 -General
Program 1330
Pragram Description.Obiectiv_es and Analysis:
The Budget & Research Division is responsible for preparing and monitoring 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.
I
I
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 3.00 3.00 3.00 3.00
Program Expenditures
Personnel Services $ 135,318 $ 151,934 $ 151,934 $ 151,481
Materials and Supplies 7,196 8,950 8,950 8,650
Services and Charges 4,650 3,820 3,614 5,600
Capital 2,416 1,910 1,910 723
$ 149,580 $ 166,614 $ 166,408 $ 166,454
Performance Measures
I
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Budget Submissions Reviewed
CIP Projects Reviewed
Programs Reviewed:
Budget to Actual - Monthly
Special Projects/Studies
Budget Amendments Requested
Capital Projects Monitored
Funds Reviewed
Results
Annual Budget Completed
CIP Annual Update Completed
Budget Adjustments Processed
% Time for Special Projects
% Time for Capital Projects
GFOA Dist. Budget Awards
% of Actual Revenue Received
over Adopted Budget
86 86 86 86
210 190 214 137
94 94 94 94
15 20 18 20
158 170 170 175
198 200 204 200
22 22 22 22
1 1 1 1
1 1 1 1
158 160 165 165
26 25 45 30
28 30 30 30
1 1 1 1
6.99% 0.00% 3.12% 0.00% ,
90 '
Administrative Services Department
Water & Sewer Services Division
Billing & Collections Program
Fund 1010 -General
Program 1350
Program Description,Qbjectives, 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.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services $
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1998 1999
Estimated
1999
Budgeted
'non
7.00 7.00 7.00 7.00
189,957 $ 208,259
5,669
8,000
55,689
72,600
60
500
9,994
3,000
$ 261,369 $ 292 359
Performance Measures
$ 184,434
6,350
62,850
250
3,000
$ 256,884
$ 223,358
8,000
19,156
500
3,000
$ 254,014
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Total accounts
28,390
29,500
29,000
29,600
Total accounts - active
25,870
26,700
26,500
27,050
No. of svc. orders requested
32,886
33,000
31,000
31,000
No. of receipts requested
390,215
360,000
392,436
393,700
Results
No. utility bills processed
314,219
312,000
318,676
318,000
No. on/off orders processed
29,461
27,500
28,070
28,000
No. misc. requests processed
3,425
3,000
2,242
2,400
No. new accts. added to system
837
975
500
600
No. util. payments processed
330,323
310,000
331,892
332,000
No. util. deposits processed
7,978
8,000
7,624
7,700
No. cash receipts processed
51,914
51,000
52,920
54,000
% final bills dropped/bad debt
14.64%
16.00%
12.41%
14.00%
% util. revenue dropped/bad debt
0.60%
0.75%
0.47%
0.60%
% bad debt recovery
25.50%
25.00%
33.05%
27.00%
91
Administrative Services Department
Accounting & Audit Division
Internal Audit Program
Fund 1010- General Program 1360
EwgramDescriplioitDbjectives. and Analysis
The Internal Audit Program 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.
Program Staff
Full -Time Equivalent Positions
Proeram Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Capital
I
I
[I
I
I
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
1.00 1.00 1.00 1.00 1
$ 53,294 $ 55,164 $ 54,889 $ 55,232
620 818 800 968
3,563 4,000 3,835 4,800
520 600 375 500
$ 57,997 $ 60,582 $ 59,899 $ 61,500
Performance Measures
I
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
1. Review of City areas 6 7 6 6
2. Special projects 30 25 20 20
3. Review contracts/leases/grants 325 350 380 390
4. Contract payments to review 525 550 600 600
5. Maintain document files 275 275 300 300
Results
1. Number of areas reviewed 6 7 6 6
2. Special projects completed 30 25 20 20
3. Contracts/leases/grants reviewed 325 350 380 390
4. Review of contract payments 525 550 600 600
H
92 '
Administrative Services Department
Utilities Management Division
Utilities Management Program
Fund 1010- General
Program 1380
Program Description, Objectives and Analysis:
This program will manage and coordinate all aspects of the City's franchise agreements with local utilities including
new contract negotiations that ensure a continued, comparable level of franchise revenue as in previous years.
The program also oversees and manages all City utility accounts for City facilities and operations including natural
gas, electric, water, sewer, solid waste, cable services, and all telecommunications services (telephone, network,
pagers, cellular, voice mail, and long distance). Responsible for the coordination of all new utility service requests
at City facilities, energy and billing audits, billing consolidations, and efficiency studies.
The main goals for this program are to provide a comparable level of future franchise revenue after utility
deregulation; to provide the most efficient utility services possible at the lowest possible rates; to ensure utility
billings are accurate; and to centralize all utility services in order to provide the most efficient method of
administering all utility service requests and billings.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
199R 1999
Estimated Budgeted
1999 2000
0.00 0.00 0.00 1.00
Program Expenditures
Personnel Services
$ 0 $
0 $
0 $
62,450
Materials and Supplies
0
0
0
1,850
Services and Charges
0
0
0
124,400
Capital
0
0
0
7,600
$ 0$
0$
0$
196,300
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Franchise Agreements Monitored 5 6
Utility Contracts Bid/Negotiated 0 5
# of Telephone Extensions/Lines 421 / 52 475 / 40
# of Water Meters 77 77
# of Gas Meters 39 39
# of Electric Meters-SWEPCO/Ozarks 164 / 59 180 / 65
Results
Telephone service requests
Received/Processed 175/157 200/200
Avg. Long Distance Cost per Minute:
Direct Dial and Codes/Cards 0.133 / 0.260 0.100 / 0.150
Cellular Minutes Used 143,293 286,800
Avg. Cost per Minute -Cellular 0.195 0.125
Avg. Cost per CCF- Natural Gas 0.510 0.490
Avg. Cost per KWH-Electric 0.064 0.069
a
Administrative Services Department
Building Maintenance Division
General Maintenance Program
Fund 1010 - General
I
Program 1410 '
Proeratn4 spoon 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. '
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000 '
Program Staff
Full -Time Equivalent Positions 6.00 7.50 7.50 8.50
Program Expenditures
Personnel Services $ 171,962 $ 230,175 $ 230,175 $ 264,682
Materials and Supplies 625 925 925 1,150
Services and Charges 75,017 74,534 74,534 86,255
Maintenance 31,233 36,715 36,715 36,453
Capital 6,159 7,101 7,101 5,609 '
$ 284,996 $ 349,450 $ 349,450 $ 394,149
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
# of City -Owned Buildings 51 51 52 52
Renovations > or = $2,000 7 6 8 4
Asbestos Inspections 10 12 12 12
Service Requests 2,286 1,800 1,800 1,870
Service Contracts Managed 22 20 26 28
Results
# of City Buildings Maintained 9 9 9 10
Service Requests - General Maint 1,876 1,600 1,600 1,600
Service Requests - Heat/AC 142 120 120 120
Service Requests - Plumbing/Elect 268 150 150 150
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Administrative Services Department
Building Maintenance Division
Janitorial Program
Fund 1010- General Program 1420
Program Descri ti biectives 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.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 4.00 5.00 5.00 4.00
Program Expenditures
Personnel Services
$ 50,785 $
90,653 $
82,560 $
97,293
Materials and Supplies
8,552
11,700
11,700
12,400
Services and Charges
49,185
52,240
52,240
7,120
Maintenance
0
300
300
500
Capital
400
1,000
1,000
1,800
$ 108,922 $
155,893 $
147,800 $
119,113
Performance Measures
Actual Budgeted Estimated Budgeted
Demand/Workload
City Buildings Maintained
7
7
7
7
Square Footage Maintained
84,150
84,150
84,150
84,150
Restrooms Maintained
25
25
25
25
Snow/Ice Removals
3
6
6
6
Strip/Seal/Wax Floors
4
3
4
4
Results
Janitorial Cost per Square Foot
( Not Including Utility Costs )
$0.77
$1.33
$1.23
$1.42
Complaints on Janitorial Service
0
3
1
2
95
Administrative Services Department
Purchasing Division
Purchasing Program
Fund 1010 -General
Program 1610
Program DeaEription. 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 purchases 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
1998 1999
Program Staff
Full -Time Equivalent Positions 2.00 2.00
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
$ 83,145 $ 84,843
24,478 17,005
21,925 27,000
269 500
984 700
$ 130,801 $ 130,048
Performance Measures
Estimated
1999
2.00
Budgeted
2000
2.00
E
[1
I
$ 84,843 $ 87,727 '
14,600 18,123
19,019 22,650
450 800
120 3,400
$ 119,032 $ 132,700
Actual Budgeted Estimated Budgeted '
1998 1999 1999 2000
Demand/Workload
1. Formal BidsIRFP's Requested 110 100 110 110
2. Purchase Orders Issued 4,727 4,500 5,000 5,000
3. Insurance Claims Processed 88 100 125 125
4. Value of Assets Insured 93,143,565 102,000,000 114,711,055 115,000,000
Results '
1. Formal Bids/RFP's Awarded 96 100 110 110 '
2. Value of Assets Lost to Accidents 3,964 10,000 10,000 10,000
3. Turnaround from Bid Reques
to Bid Opening in # of Days 31 45 35 35
4. Turnaround from Purchase Req
to Purchase Order in # of Days 3 2 3 2
L
96 '
Administrative Services Department
Information Technology Division
Information Technology Program
Fund 1010- General
Program 1710
Prpgram 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 212 PC's and 275
peripheral devices attached to PC's and/or the 3 network systems. Supported equipment includes PC's, terminals,
printers, servers, scanners, controllers, modems, etc. Software support consists of installation, testing, training, and
programming. Training is an ongoing process and is typically provided on a by request basis. GIS support
includes the development and coordination of the system including maintaining the software, hardware, and data,
creating applications and databases based on user requests and needs, and providing a 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 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. In 1999, a project request tracking system was installed to
capture and monitor all project requests. The time required to handle requests depends on the complexity of the
project.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions
6.00 7.00 7.00 8.00
Program Expenditures
Personnel Services
$ 279,431 $
345,970 $
345,970 $
363,020
Materials and Supplies
17,311
24,998
24,998
27,000
Services and Charges
12,613
13,544
13,544
17,225
Maintenance
80,093
89,385
89,385
94,500
Capital
26,096
2,650
2,650
6,775
$ 415,544 $
476,547 $
476,547 $
508,520
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Project Requests - Minicomputers
90
200
374
375
Project Requests - PC Support
62
125
376
375
Project Requests - Network
41
125
138
175
Training Sessions
4
15
10
15
System/Application Backups
510
1,000
950
1,000
Results
Hours Used Completing Requests:
Minicomputers
N/A
N/A
950
1,275
PC Support
N/A
N/A
470
475
Network
N/A
N/A
375
480
Training Sessions Attendance
42
50
48
75
97
Administrative Services Department
Municipal Court Division
Criminal Cases Program
Fund 1010- General Program 2010
Program DescriT 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
1998 1999
Estimated Budgeted
1999 2000
Program Staff
Full -Time Equivalent Positions 4.50 4.50 4.50 4.50
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
I
I
I
I
J
F
$ 146,789 $ 151,497 $ 151,497 $ 160,928 '
4,486 7,068 7,068 8,600
1,212 1,400 1,400 1,943
0 0 0 400
2,130 3,164 3,164 1,100
$ 154,617 $ 163,129 $ 163,129 $ 172,971
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
1. Total cases filed 26,406 26,200 26,500 26,700
2. Total cases disposed of 18,771 20,175 19,434 20,200
3. Fines/costs assessed $2,542,238 $2,805,600 $2,909,254 $2,919,000
Results
1. Fines/costs collected $2,080,711
2. % of assessments collected 82%
3. Warrant backlog (# affidavits) 0
4. Trial docket backlog 0
(outside 90 days)
5. General Fund revenues/ $1,217,173
cost of program $154,617
$2,368,647
84%
0
$1,421,188
$163,129
$2,378,074
85%
0
$1,426,844
$163,129
I
I
1
$2,500,200
86%0
0
$1,500,120
$172,971
I
C1
98 ,
Administrative Services Department
Municipal Court Division
Probation & Fine Collection Program
Fund 1010- General Program 2020
PregnimfleccipIion. and Analysis:
This program staffs a certified court services officer who is responsible for court security and monitoring all court
orders which involve 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 cannot do public service
during the week.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
1998 1999
Estimated
1000
Budgeted
,nnn
1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services
$ 34,798 $
41,711 $
39,649 $
41,179
Materials and Supplies
384
1,025
850
975
Services and Charges
793
1,625
1,225
1,625
Capital
0
850
850
0
$ 35,975 $
45,211 $
42,574 $
43,779
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
1.
# Divisions requesting PS
12
12
12
12
2.
# Interviews conducted
582
630
690
700
3.
# Divisions assigned PS
12
12
12
12
4.
# Assigned to PS
505
442
674
750
5.
# Hours PS assigned
15,694
14,497
16,784
17,500
6.
Fines/costs assessed
$2,542,238
$2,508,600
$2,909,254
$2,919,000
Results
1.
# Hours PS completed
19,120
14,873
17,906
17,000
2.
Fines/costs collected
$2,080,711
$2,368,647
$2,378,074
$2,500,200
3.
Amount of fines/costs worked
off by PS
$174,075
$58,587
$134,295
$127,500
99
Administrative Services Department '
Municipal Court Division
Small Claims & Civil Cases Program
Fund 1010- General Program 2030
Program Desthption. Objectives, and Analysis:
The Small Claims & Civil Program provides a forum for citizens to file lawsuits to recover money or property
valued at $5,000 or less. 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
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 3.50 3.50 3.50 3.50 '
Program Expenditures
Personnel Services $ 107,747 $ 108,369 $ 108,369 $ 115,071
Materials and Supplies 2,742 3,475 3,475 3,200
Services and Charges 1,095 1,074 1,074 825
Maintenance 0 200 200 200
Capital 0 276 276 500
$ 111,584 $ 113,394 $ 113,394 $ 119,796 '
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
1. Cases Filed 2,911 3,000 3,200 3,400
2. Court Session/Week (Hours) 7 7 8 8
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/ $118,092 $152,784 $156,936 $152,000
Cost of Program $111,584 $113,394 $113,394 $119,796
1
1
100 '
Administrative Services Department
Animal Services Division
Patrol/Emergency Response Program
Fund 1010 -General
Program 2710
Program Description Objectives and Analysis
The purpose of this program is to provide essential animal services to the City through enforcing the Arkansas
Rabies Control Act and City Animal Ordinances, licensing animals, providing safety and education programs, and
providing emergency and rescue services. The City provides 24 -hour emergency and rescue service. Stray
animals with license identification are returned to their homes. Stray animals without license identification are
impounded. Warnings and citations are issued to offenders.
The City expects approximately 7,500 animal concern investigations to be conducted during 2000, which should
result in the impounding of approximately 1,800 stray animals with approximately 600 being returned to their home.
Officers will also respond to approximately 650 livestock and wildlife reports. Staff is anticipating 75 bite
investigations to be conducted in 2000. Animal licenses to be sold in 2000 are expected to reach 1,600.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated
1998 1999 1999
3.50 3.50 3.50
3.50
Program Expenditures
Personnel Services
$ 110,711 $
115,745 $
109,528 $
127,109
Materials and Supplies
148
140
117
0
Services and Charges
28,891
35,355
29,797
25,299
Maintenance
3,989
4,546
4,546
4,985
Capital
337
1,468
343
600
$ 144,076 $
157,254 $
144,331 $
157,993
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
1.
Citizen Calls Received
8,079
7,500
8,000
8,500
2.
Square Miles to Patrol
44
44
44
45
3.
Human/Animal Safety Programs
85
75
100
100
4.
City Licenses Sold
1,372
2,000
1,600
1,800
Results
1. Reclaimed by Owner
511
525
600
625
2. Dead Animals Disposed Of
1,618
1,200
1,300
1,350
3. Stray Animals Picked Up
Domestic
1,300
1,650
1,800
1,800
Wildlife
512
400
200
200
Livestock
348
175
250
250
4. Animal Bite Investigations
78
100
65
75
101
Administrative Services Department
Animal Services Division
Animal Shelter Program
Fund 1010 -General
I
Program 2720 '
Program Descripxien.Dbjectinand Analysisi
This program provides 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. The addition of a veterinarian and
opening the Animal Clinic assures compliance with the sterilization requirement and provides for daily veterinary
care for shelter animals and prompt treatment of injured or ill animals rescued after hours. Funds provided by the
City are supplemented by contracts for service with Washington County, surrounding municipalities, the Humane
Society, and by public donations.
n
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 8.80 10.30 10.30 11.80
Program Expenditures
Personnel Services $ 165,993 $ 249,148 $ 249,148 $ 324,603
Materials and Supplies 20,457 39,859 29,859 39,768
Services and Charges 52,193 66,720 41,577 30,397
Maintenance 14,216 4,385 4,385 3,790
Capital 8,522 19,229 14,304 1,120
$ 261,381 $ 379,341 $ 339,273 $ 399 678
Performance Measures '
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
1. Fayetteville Strays Sheltered 1,715 1,785 1,800 1,800
2. Fayetteville Surrenders Sheltered 640 650 550 600
3. Non -Fay Animals Sheltered 1,433 1,450 1,450 1,550
Results ,
1. Adopted/Reclaimed Animals 1,098 1,100 1,150 1,200
2. Euthanized Animals 2,588 2,500 2,400 2,400 '
3. Cost per Animal/5 Days Shelter $55 $52 $55 $60
102 '
Administrative Services Department
Administrative Services Director Division
Parking Management Program
Fund 1010 -General
Program 5300
Program Description. Obiecties, 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.
At present, the major challenge for the program is dealing with displacement of parking due to construction and
renovation projects - the largest of which is the Town Center & Parking Garage project. Numerous other projects
in the Dickson Street area and around the downtown square posed ongoing problems necessitated by downtown
redevelopment. With the assistance of the Traffic Division, many directional signs were replaced and others
added in the downtown area to assist motorists in locating parking more quickly. The hang tag program continues
to be successful. Initial concepts for additional parking garages in the downtown are being explored. It is
expected that the projects will be addressed more fully in the Capital Improvements Program over the next few
years. Plans for 2000 include initiation of an overlay program for public parking lots and the possibility of placing
pay by space machines in gated parking areas and certain other long-term parking areas.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
1QQR 1999
Estimated
1999
Budgeted
2000
2.00 2.00 2.00 2.20
Program Expenditures
Personnel Services $
44,332
$ 50,574 $
50,574 $
59,640
Materials and Supplies
6,607
1,977
1,977
2,350
Services and Charges
2,954
2,450
2,450
3,270
Maintenance
2,913
900
900
900
Capital
1,168
73
73
0
$
57,974
$ 55,974 $
55,974 $
66,160
Performance
Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
On -street metered spaces
307
301
280
280
Off-street metered spaces
264
236
236
236
Gated or rental spaces
834
779
779
779
Un-metered (free) spaces
263
263
263
263
Parking tickets issued
19,848
20,000
20,000
20,000
Parking Meters
675
675
675
575
Results
Parking tickets voided
1,420
1,000
1,400
1,400
Parking ticket revenue
$37,557
$33,000
$37,500
$38,000
Parking Meter Repairs
8
30
30
30
Meter revenue (General Fund)
$48,045
$52,000
$45,000
$46,000
Parking revenue (Off -Street Fund)
$196,099
$174,000
$183,200
$171,000
103
Administrative Services Department '
Community Development Division
Administration & Planning Program
Fund 2180 - Community Development Program 4930
Progm 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 on 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 Estimated Budgeted '
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures ,
Personnel Services $ 52,758 $ 49,905 $ 49,905 $ 52,096
Materials and Supplies 1,340 1,350 1,350 8,267
Services and Charges 26,727 28,456 28,456 31,452
Capital 1,141 501 501 1,500
$ 81,966 $ 80 212 $ 80,212 $ 93,315
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
1. Public Hearings 4 4 4 4
2. CDBG & HOME Applications 4 4 4 4
3. Fair Housing Activities 25 25 6 6
4. Federal Labor Standards 4 4 4 4
5. Sub -Recipient Monitoring 5 5 5 5
6. Audit/Monitoring Resolution 3 3 0 2
7. Related Statutory Compliance 10 10 10 10
Results
1. Public hearings 4 4 4 4
2. Applications Preparation 4 4 4 4
& Associated Activities
3. Contract Administration 20 20 20 20
4. Labor Standards Compliance 6 3 1 7
5. Sub -Recipient Monitoring 5 5 5 5
6. % Activities Completed 100 100 100 100
104 '
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 bringing 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 home buyers. Substandard dwellings are purchased and
rehabilitated, then resold to eligible program participants.
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Program Staff
Full -Time Equivalent Positions
2.00
2.00
2.00
2.00
Program Expenditures
Personnel Services
$ 54,698 $
61,250 $
61,250 $
63,283
Materials and Supplies
1,170
1,500
1,500
1,325
Services and Charges
126,412
92,773
92,773
45,209
Maintenance
222
300
300
400
Capital
37,092
47,387
47,387
1,400
$ 219,594 $
203,210 $
203,210 $
111,617
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
1.
# of Applications Requested
125
125
137
125
2.
Eligibility Verification
29
50
30
30
3.
# of Inspections
1,250
750
1,820
1,820
4.
Work Specifications
36
35
35
35
5.
Construction Management
36
35
35
35
Results
1.
# of Eligibility Verifications
29
30
30
30
2.
% Rehab Inspections
167
100
243
243
3.
% Rehab Specifications
103
100
100
100
4.
% Construction Management
103
100
100
100
5.
Rehabs / Other Proj's Completed
36
35
25
35
105
Administrative Services Department
Community Development Division
Home Grant Program
Fund 2180 - Community Development Program 4950
Program DescrigtionObjecdves. 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.
HOME Program activities include 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 2000,
an additional grant is being awarded to Fayetteville for homeowner housing rehabilitation.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Services and Charges
Capital
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
0.00 0.00 0.00 0.00
I
I
I
IJ
I
$ 10,247 $ 8,000 $ 8,000 $ 8,000
81,215 200,000 200,000 76,100
36,460 139,726 139,726 45,300
$ 127,922 $ 347,726 $ 347,726 $ 129 400
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
1. Number of Homeowner Rehabilitation
Projects 6 10 8 8
2. Number of HOME assisted
Acqusition/Rehab Projects 2 3 1 1
I
I
1
106 ,
Administrative Services Department
Community Development Division
Public Services Program
Fund 2180 - Community Development Program 4960
PrvgrantI2escription. Objectives and Analysis;
The Public Services Program contains funding to provide for the position of the Yvonne Richardson Community
Center (YRCC) Director, two part-time positions, and associated supplies. The center opened during 1996.
Funding continues for the Elderly Taxi Assistance Program
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 1.00 1.50 1.50 1.80
Program Expenditures
Personnel Services
$ 43,001 $
45,904 $
45,904 $
57,472
Materials and Supplies
220
300
300
300
Services and Charges
31,126
33,800
33,800
77,100
Capital
113
250
250
100
$ 74,460 $
80,254 $
80,254 $
134,972
Demand/Workload
1. Number of Taxi Coupons Issued
2. Requests for Applications
Results
1.
YRCC Special / Neighborhood
Events - Number
30
36
30
30
2.
YRCC Special / Neighborhood
Events - Participants
2,000
2,000
2,000
2,000
3.
YRCC -Avg. Daily Utilization
50 / day
50 / day
50 / day
50 / day
4.
Number of Taxi Coupons Used
13,587
14,615
11,970
12,000
5.
Number of Applications Processed
45
33
36
40
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
15,750 16,950 14,175 15,000
36 42 36 35
107
Administrative Services Department ,
Community Development Division
Public Facilities & Improvements Program
Fund 2180 - Community Development Program 4990
Program Description. Objectives, and Analysis.
The Community Development Public Facilities & Improvements Program may carry out a variety of eligible
activities as specified 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.
Eligible activities include acquisition, construction, and reconstruction, or installation of public facilities such as
streets, sidewalks, storm drainage, parks and recreation improvements, community service facilities, and provisions
for public services. In 2000, the primary activities will include planning and development for the YRCC
expansion, completing construction of the Project for Family Violence facility, and site selections and preliminary
planning for street improvements in the Target Area.
Actual Budgeted Estimated Budgeted ,
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 694,026 $ 838,014 $ 838,014 $ 400,000 '
$ 694,026 $ 838,014 $ 838,014 $ 400,000
Significant projects in progress or completed since 1998 include:
Public Target Area - Street Improvements $ 667,004
Sang Avenue Senior Center 19,426
NWA Free Health Center 4,246
Southeast Community Center Improvements 3,350 '
$ 694,026
Significant projects in the process of implementation during 1999 include:
Domestic Violence Shelter $ 336,604
Walker Park Senior Complex 344,622
Sang Avenue Senior Center 6,255
Public Target Area - Street Improvements 21,533
Walker Park Pavilion 40,000
Southeast Community Center - Playground 30,000
Southeast Community Center - Addition 59,000
$ 838,014
Significant projects planned during 2000 include:
Project for Family Violence - Expansion $ 104,000
Southeast Community Center - Addition 120,000
Abilities Unlimited - Land Acquisition 95,000
Sage House 75,000
Sang Avenue Senior Center 6,000
$ 400,000 '
108 '
' Administrative Services Department
Water & Sewer Services Division
Meter Operations Program
Fund 5400 - Water & Sewer Program 1820
Program Des n _Qbiectives. 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.
1
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 20.00 20.00 20.00 20.50
Program Expenditures
Personnel Services $ 618,579 $ 677,685 $ 658,278 $ 679,292
Materials and Supplies 17,974 25,239 21,300 26,000
Services and Charges 505,063 726,123 692,483 585,290
Maintenance 18,935 26,947 22,599 29,372
Capital 324,889 250,724 244,976 246,748
Depreciation 56,621 76,936 71,438 80,880
$ 1,542,061 $ 1,783,654 $ 1,711,074 $ 1,647,582
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Total accounts
28,390
29,500
29,000
29,600
Total accounts - active
25,870
26,700
26,500
27,050
# of meters in system
26,831
27,400
27,200
27,500
# of service orders requested
32,685
31,000
31,200
31,000
# of delinquent accounts
24,136
24,600
26,200
25,000
Results
# of meters read
330,157
325,000
334,400
330,000
# of meters re -read
23,204
22,000
19,100
21,000
# of meters changed out
2,509
1,500
2,000
2,000
# of ons/offs processed
29,461
28,000
28,000
28,000
# of misc. orders processed
3,224
3,300
3,250
3,250
# of delinq. accts. worked
14,335
15,000
14,100
15,000
% meters re -read
7.03%
6.76%
5.71%
6.36%
% meters changed out
9.35%
5.47%
7.35%
7.27%
% delinquent accounts worked
59.39%
60.97%
53.82%
60.00%
109
Administrative Services Department
Water & Sewer Services Division
Meter Maintenance & Backflow Prevention Program
Fund 5400 - Water & Sewer
H
I
Program 1830
Program Description, Objectives, and Analysis:
The Backflow Prevention and Meter Maintenance Program is responsible for researching, monitoring, and
reviewing 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.
Computerized records must also be maintained on all backflow prevention 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 repairs 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.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Demand/Workload
Total accounts
Total accounts - active
Meters in system
Commercial customers
Residential customers
Backflow devices recorded
Results
Meters tested
Meters repaired
Commercial accounts surveyed
Backflow devices installed
Backflow devices tested
Backflow devices repaired
I
H
1
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
6.00 6.00 6.00 6.00
$ 225,290 $ 213,732 $ 201,373 $ 211,757
37,498 53,010 51,810 73,010
42,478 82,662 43,827 65,842
2,651 8,038 1,725 8,038
7,270 46,560 46,560 24,560
$ 315,187 $ 404,002 $ 345.295 $ 383,207
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
28,390 29,500 29,000 29,600
25,870 26,700 26,500 27,050
26,831 27,400 27,200 27,500
3,087 2,950 3,150 3,300 ,
25,303 26,550 25,850 26,300
14 50 15 15
4,002 4,000 3,000 3,000 '
2,239 1,500 2,900 2,500
88 500 400 500
14 15 10 15
14 15 100 300
0 1 4 5
1
110 '
Administrative Services Department
Fleet Operations Division
Vehicle Maintenance Program
Fund 9700 -Shop Program 1910
Program_Uescription.Objectives. and Analysis-,
This program is responsible for the maintenance, replacement, reconditioning, or recycling of vehicles and
equipment to assure the fleet is safe and will perform efficiently during operation. This is to be accomplished in a
timely and efficient manner. The results of this division's efforts are judged by the safety, efficiency, and
economical operation of all vehicles and equipment assigned for use. The total fleet size of 456 vehicles consists
of 70 emergency response vehicles, 43 administrative support vehicles, 45 solid waste/recycle units, 124 off road
units, 163 light/medium/heavy duty utility vehicles, and 11 miscellaneous units. In-house maintenance is supported
by sublet operations such as major air conditioner and automatic transmission repairs and accident
repair/refinishing. Technician productivity is based on total available work time and 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
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 13.00 13.00 13.00 15.00
Program Expenditures
Personnel Services
$ 480,828 $
521,596 $
521,003 $
580,236
Materials and Supplies
747,190
983,465
976,881
989,124
Services and Charges
479,879
615,662
587,031
612,936
Maintenance
12,854
19,235
19,172
21,284
Capital
14,502
65,614
57,463
53,199
Depreciation
1,563,529
2,035,032
1,984,119
2,410,505
$ 3,298,782 $
4,240,604 $
4,145,669 $
4,667,284
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Repair Requests
4,946
4,700
6,032
5,750
Vehicle/Equipment Repair Hours
16,590
16,000
18,396
16,675
Preventive Maintenance
Service & Inspections
1,310
1,350
1,190
1,350
PM Generated Repairs
1,078
1,080
976
1,080
Road Failures
270
282
254
290
Results
Technician Productivity %
92.5
92.0
92.0
92.0
Technician Efficiency %
95.2
95.0
95.0
95.0
Completion Ratio %
96.0
95.0
95.0
95.0
Road Failure Repairs %
4.9
6.0
4.2
5.5
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Administrative Services Department
Fleet Operations Division
Capital Expenditures Program
Fund 9700 -Shop Program 1920
Program. Ae�criptiQn.0hiectives. and s lysis:
The Capital Expenditures program captures the cost associated with upgrading and expanding fixed assets for
the Fleet Operations Division. In addition, vehicles and equipment placed into service for other departments and
divisions are purchased out of this program.
Actual Budgeted
1002 1000
Program Staff
Full -Time Equivalent Positions 0.00 0.00
Program Expenditures
Services and Charges
Capital
Estimated Budgeted
1999 2000
0.00 0.00
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$ 9,624 $
21,500 $
21,500 $
1,500
2,173,381
3,645,673
3,645,673
1,667,000
$ 2,183,005 $
3,667,173 $
3,667,173 $
1,668,500
Capital expenditures planned for 2000 include:
Police/Passenger Vehicles - Repl/Exp $ 329,000
Fire Vehicles/Equipment - Replacement 60,000
Sanitation Vehicles/Equipment - Repl/Exp 553,000
Light/Medium Utility Vehicles - Repl/Exp 189,000 ,
Medium/Heavy Utility Vehicles - Repl/Exp 168,000
Back Hoe/Loaders - Repl/Exp 171,000
Tractor/Mower - Repl/Exp 154,000
Other Vehicles/Equipment - Repl/Exp 43,000
$ 1,667,000
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Police Department
Mission Statement
This department, through progressive thinking, credible,
efficient, and responsive actions will provide our citizens with a
safe and healthy community in which to live and work. We will
provide impartial enforcement of all criminal and traffic laws.
We will strive to interact and form a partnership with the
citizens to provide education so they can learn ways of
reducing opportunities for crime to occur.
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POLICE DEPARTMENT
OVERVIEW
The Police Department includes Central Dispatch, Police Support Services, Police Patrol, and Drug
Enforcement programs.
Estimated 1999 expenditures are projected to be approximately $29,000 below the 1999 budgeted amounts.
This difference is principally attributable to personnel vacancies during the year.
In 2000, expenditures of $6,480,126 are approximately $291,000 above the budgeted 1999 amount. The
increased funding is primarily due to expenses generated by the addition of eight new positions in the Police
Department. The additional positions include one Dispatcher, three Dispatch Trainers, two School Resource
Officers, one Sergeant, and one Warrant Officer.
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, the City of Springdale, Washington County, and rural communities in
Washington County.
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Transfers
Capital and Other
Total Department
Category Totals
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Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
$ 4,598,893 $ 4,868,846 $ 4,850,159 $ 5,208,594
121,539 134,175 134,175 146,116
775,325 918,183 914,125 905,333
131,526 166,857 166,857 152,337
5,627,283 6,088,061 6,065,316 6,412,380
52,319 83,787 79,073 21,746
43,782 45,550 44,047 46,000
96,101 129,337 123,120 67,746
$ 5,723,384 $ 6,217,398 $ 6,188,436 $ 6,480,126
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Police Department
2000 Goals
To attempt to answer all 9-1-1 calls within six seconds and to answer all business lines by three
rings.
2. To update the dispatch manual and tests and develop detailed lesson plans which will help in
training new dispatchers.
3. To continue to
keep track of officers' activity and check on the safety
of officers in the field
and to monitor
all Fire Department personnel's traffic and
requests for
services.
4. To certify five officers in the care and handling of methamphetamine labs. (Arkansas currently
ranks #2 in the nation in clandestine methamphetamine laboratories.)
5. To have a minimum of 100 applicants for the police officer civil service test in April and
October.
6. To provide citizens with various types of information dealing with ways to prevent crime
which will include making 12,000 crime prevention contacts.
7. To assign an extra detective to investigate the increase of forgeries. This will allow the
Fayetteville Police Department to work closer with merchants and increase the number of
forgery cases investigated.
8. To complete two of the three phases for the Radio System Project. Phase one is to evaluate
the system and conduct a needs assessment and phase two is to have the specifications written
and to go out for bid.
115
Police Department
1999 Goals & Results
Goals
I. To attempt to answer all 9-1-1 calls within six
seconds and to answer all business lines by three
rings.
2. To provide police officers and firefighters 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 request for services.
Results
1. 9-1-1 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.
2. Officer's and firefighter's safety continues to be a
high priority in dispatch. Police and fire traffic are
answered in a timely manner. Regular safety checks
are given to officers based on activity.
3. Officer activity is directly entered into the Computer
Aided Dispatch system. The CAD system prompts
the unit when it does not have activity within a
certain amount of time. A code is then entered to
show a check was made on the unit. Fire
Department traffic is also logged and all calls are
entered into the CAD system.
4. Develop formal policy/procedures regarding forgery 4. Staff is currently working on developing the policy.
reports to make the subsequent investigations more The 2000 Budget includes additional staffing for the
efficient by developing specificcriteriaforaccepting Detective Division to implement the policy.
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 Highway 71 Business
corridor with motorcycle patrols.
5. The policy manual has been updated and is in draft
form. Administration is currently reviewing the
policy and this project will be completed in the 1"
quarter of 2000.
6. Crime Prevention contacts were 19,329 in 1999.
This increase is due in part to the addition of clerical
staff from a Cops More 1998 Grant which allows the
Crime Prevention Officer to spend more time in the
community.
7. There was a 7% reduction in injury accidents in
1999 compared to 1998.
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Police Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
General Food
2600 Central Dispatch
Personnel Services
$ 514,077 $
563,445 $
544,758 $
626,421
Materials and Supplies
4,946
4,400
4,400
4,900
Services and Charges
22,762
52,508
52,508
53,486
Maintenance
26,236
32,514
32,514
36,560
Capital
20,083
3,700
3,700
4,000
588,104
656,567
637,880
725,367
2900 Support Services
Personnel Services
1,065,447
1,080,794
1,080,794
984,882
Materials and Supplies
105,353
110,710
110,710
108,331
Services and Charges
124,426
138,801
138,801
128,630
Maintenance
31,546
45,747
45,747
40,843
Capital
10,892
23,706
23,706
1,460
Transfers
43,782
45,550
44,047
46,000
1,381,446
1,445, 308
1,443, 805
1,310,146
Personnel Services
2,887,956
3,098,477
3,098,477
3,458,730
Materials and Supplies
11,240
19,065
19,065
32,885
Services and Charges
448,771
535,206
535,206
514,996
Maintenance
73,744
88,596
88,596
74,934
Capital
21,344
36,875
36,875
16,286
3,443,055
3,778,219
3,778,219
4,097,831
Total General Fund
5,412,605
5,880,094
5,859,904
6,133,344
Drug_Law EnfQrcement_Fund
2960 Drug Enforcement
Personnel Services
131,413
126,130
126,130
138,561
Services and Charges
179,366
191,668
187,610
208,221
Capital
0
19,506
14,792
0
310,779
337,304
328,532
346,782
Total Drug Law Enforcement Fund
310,779
337,304
328,532
346,782
Total Police Department
$ 5,723,384 $
6,217,398 $
6,188,436
$ 6,480,126
117
Police Department
Personnel Summary
[1
1997
1998
1999
2000
Division/Title Employees
Employees
Employees
Employees
Police Division
Chief of Police
Assistant Chief of Police
Financial Analyst
Lieutenants
Sergeants
Police Officer
Property/Evidence Manager
Police Administration Coordinator
Lead Records Section Clerk
Senior Secretary
Secretary
Civilian Report Taker
Police Clerk
Dispatch/Matron
Civilian Jailer
Systems Analyst
Transcriptionist (Full/Part-time)
Park Patrol (Part-time)
Central Dispatch Division
Dispatch Manager
Lead Dispatcher
Dispatch Trainer
Dispatcher
Total Police Department Personnel
1.00 1.00 1.00 1.00
2.00 2.00 2.00 2.00
1.00 1.00 1.00 1.00
7.00 7.00 7.00 7.00
10.00 10.00 11.00 11.00
62.00 64.00 70.00 71.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 2.00 2.00
1.00 1.00 1.00 1.00
0.00 1.00 1.00 1.00
6.00 6.00 7.00 7.00
0.00 0.00 0.00 0.00
9.00 9.00 9.00 9.00
1.00 1.00 1.00 1.00
1.50 1.50 1.50 1.50
2.13 2.13 2.13 2.13
107.63 110.63 119.63 120.63
1.00 1.00 1.00 1.00
3.00 3.00 3.00 3.00
0.00 0.00 3.00 3.00
12.00 12.00 13.00 13.00
16.00 16.00 20.00 20.00
123.63 126.63 139.63 140.63
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Police Department
Central Dispatch 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 9-1-1 calls, which includes transferring emergency calls to the appropriate agencies as needed. Other
duties include monitoring a second police channel for all information requests 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.
Program Staff
Full -Time Equivalent Positions
' Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1998 1999
Estimated
1999
Budgeted
2000
16.00 20.00 20.00 20.00
$ 514,077 $
563,445 $
544,758 $
626,421
4,946
4,400
4,400
4,900
22,762
52,508
52,508
53,486
26,236
32,514
32,514
36,560
20,083
3,700
3,700
4,000
$ 588,104 $
656,567 $
637,880 $
725,367
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Calls for Service Total
43,502
43,300
42,960
43,572
Police
38,922
39,000
38,514
38,992
Fire
2,328
2,176
2,280
2,328
Citywide
2,252
2,100
2,166
2,252
Telephone (Minus 9-1-1)
134,102
140,000
145,234
146,000
9-1-1 Calls
16,711
16,325
19,765
25,185
ACIC / NCIC Reports
1,274,570
750,000
838,646
500,000
Results
Citizen Complaints
3
4
3
3
Overtime/Comp Time per Year (Hrs)
2,510
2,000
3,221
2,500
9-1-1 Salary Reimbursement ($)
132,580
130,746
123,442
144,490
Avg Time Police on a Call (Minutes)
18
20
22
22
Avg Time Fire on a Call (Minutes)
26
25
33
33
Avg 9-1-1 Calls per Day
46
44
69
69
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Police Department
Police Division
Support Services Program
Fund 1010 -General
Program 2900
Program Description.Qbjectives. and Analysis:
This program provides for administrative control, logistical support, policy setting, and decision making relative to
all aspects of the Police Department's operations. This is accomplished in part by continuously reevaluating and
revising the written department policy manual. Support Services also provides a Drug Abuse Resistance
Education (DARE) program to all fifth graders in the school system. Each DARE student is contacted 17 different
times during the course of the semester. In the past, our statistics reflected contact per DARE student, not each
contact the officer had with the student. Another service provided is Crime Prevention Education for local
citizens. The Crime Prevention Officer is projected to make about 18,500 contacts during 2000. The operation of
the jail is included in this program. The jail books approximately 9,500 inmates per year. The investigation of
citizen complaints against officers is coordinated through Support Services personnel.
Program Staff
Non - Uniform FTE Positions
Uniformed FTE Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Transfers
Demand/Workload
DARE Contacts
Crime Prevention Contacts
Prisoners Booked into Jail
Citizen Complaints Investigated
Actual
199R
20.10
8.00
28.10
Budgeted
1999
20.20
8.00
28.20
Estimated Budgeted
1999 2000
20.20 23.20
Sot) 5.00
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$ 1,065,447 $ 1,080,794 $ 1,080,794 $ 984,882
105,353 110,710 110,710 108,331
124,426 13 8, 801 13 8, 801 12 8, 630
31,546 45,747 45,747 40,843
10,892 23,706 23,706 1,460
43,782 45,550 44,047 46,000
$ 1,381,446 $ 1,445,308 $ 1,443,805 $ 1,310,146
Performance Measures
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Budgeted
Estimated
Budgeted
1998
1999
1999
2000
6,680
11,900
11,900
16,660
18,795
13,000
18,216
18,500
9,504
9,300
9,410
9,500
15
24
25
24
Results
Fifth Graders in DARE Classes
100% 100%
100%
100%
Citizen Complaints Sustained
2 2
2
2
Crime Rate (Local)
5.1 6.0
5.5
5.5
Policies Reviewed/Updated/Added
100% 10%
10%
10%
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Police Department
Police Division
Patrol Program
Fund 1010 -General
Program 2940
Pro�Descriptinn. 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 emphasize 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.
Program Staff
Non -Uniform Fib Positions
Uniformed Fib Positions
Actual
1998
5.13
74.00
79.13
Budgeted
1999
7.13
81.00
88.13
Estimated
1999
7.13
81.00
88.13
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4.13
85.00
89.13
Program Expenditures
Personnel Services
$ 2,887,956 $
3,098,477 $
3,098,477 $
3,458,730
Materials and Supplies
11,240
19,065
19,065
32,885
Services and Charges
448,771
535,206
535,206
514,996
Maintenance
73,744
88,596
88,596
74,934
Capital
21,344
36,875
36,875
16,286
$ 3,443,055
$
3,778,219 $
3,778,219 $
4,097,831
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Population Served
52,976
55,523
55,523
56,600
Calls for Service
38,922
39,000
38,514
38,922
Traffic Accidents
3,609
3,000
3,392
3,500
Tickets Issued
19,412
18,000
18,000
18,500
Arrests Made
9,504
9,500
9,410
9,600
DWI Arrests
945
900
972
980
Results
Emergency Response Time
5:09
5:00
5:13
5:10
Traffic Accidents Involving
Fatalities/Injuries
5/538
4 / 580
5/500
5/550
Assigned Cases -Clearance Rate
80%
70%
90%
85%
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Police Division
Drug Enforcement Program
Fund 2930 - Drug Law Enforcement Program 2960
Program-Descriptihnm Qbjectives, and Analysis:
This 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. The task force plans to perform 330 drug investigations and make an arrest on each completed case.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Non -Uniform FTE Positions 1.40 1.30 1.30 1.30
Uniform Fib Positions 2.00 2.00 2.00 2.00
3.40 3.30 3.30 3.30
Program Expenditures
Personnel Services $ 131,413 $ 126,130 $ 126,130 $ 138,561
Services and Charges 179,366 191,668 187,610 208,221
Capital 0 19,506 14,792 0
$ 310,779 $ 337,304 $ 328,532 $ 346,782
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Drug Cases 390 350 400 400
Intelligence reports 232 270 186 200
Results
Arrests made 365 350 375 375
Case Clearance Rate 93% 80% 85% 85%
Drugs Seized
Cocaine 14.70 ozs. 2.0 ozs. 20.00 ozs. 20.00 ozs.
Marijuana 36.60 lbs. 70.0 lbs. 70.0 lbs. 70.00 lbs.
Methamphetamine 20.60 tbs. 25.0 lbs. 25.0 lbs. 30.00 lbs.
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Fire Department
Mission Statement
To provide the citizens of Fayetteville and their properties
protection from destruction and/or damage by fire through
effective fire prevention, public education, fire suppression
programs, and rescue services to these citizens from situations
posing a threat to their lives or physical welfare.
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FIRE DEPARTMENT
OVERVIEW
The Fire Department includes the Fire Prevention Program, Fire Operations Program, and the Training &
Continuing Education Program.
Estimated 1999 expenditures are projected to be approximately $154,000 less than the amount budgeted for
1999. This difference is principally attributable to overtime savings during the year. Budgeted 2000
expenditures are $4,142,530, which is an increase of approximately $316,000 above the 1999 budgeted
amount. The increased funding is primarily due to expenses generated by the addition of one new position
and step increases. The additional position is a Programer/Analyst.
Participation in the Regional Hazardous Materials Emergency Response Team will continue in 2000 through
the contribution of trained personnel and a portion of the program's funding. The Fayetteville Fire
Department has six members on this team, which provides protection to Washington and Benton Counties.
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Category Totals
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Personnel Services $ 3,279,418 $ 3,490,957 $ 3,376,194 $ 3,674,913
Materials & Supplies 29,127 40,807 38,807 55,515
Services & Charges 277,940 311,679 296,196 300,387
Maintenance 73,651 99,762 94,800 85,615
Operations 3,660,136 3,943,205 3,805,997 4,116,430
Capital 30,146 37,280 20,355 26,100
Capital 30,146 37,280 20,355 26,100
Total Department $ 3,690,282 $ 3,980,485 $ 3,826,352 $ 4,142,530
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Fire Department
2000 Goals
1.
2.
3.
4.
5.
6.
7.
8.
9.
To achieve zero fire life loss in residential occupancy fires in the City.
To achieve zero fire life loss and not more than twelve civilian injuries in all fire incidents in
the City.
To conduct at least 1,000 fire code inspections, inspection follow-ups, and spot check
inspections during the year.
To answer complaints from citizens regarding fire code violations or city ordinances and issue
summons and/or file charges.
To have at least 4,000 children participate in the children's fire safety house.
To maintain a trained, efficient emergency response force of not less than twenty-three on duty
24 hours a day.
To maintain an emergency response time average of four minutes or less on a month -by -month
basis throughout the year.
To stop seventy-five percent of all structure fires at less than a total loss.
To maintain an average structural fire control time of thirty minutes or less on 90% of all
structural fires.
10. To control monetary fire losses at not more than $.20 per dollar of property value
involved/exposed to destruction by fire.
11. To assist Central EMS on at least 800 serious emergency medical incidents.
12. To total at least 16,000 man-hours of training activities department wide.
13. To have 65 employees certified at the EMT -BLS level by year's end.
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Fire Department
1999 Goals & Results
Goals
1. To achieve zero fire life loss in residential
occupancy fires in the City in 1999.
Results
1. There were no fatalities in residential occupancies.
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2. To achieve zero fire life loss and not more than 2. There were no lives lost and only one fire related
twelve civilian injuries in all fire incidents in the civilian injury in all incidents.
City in 1999.
3. To investigate and determine the cause of 80% of all
structure fires in the City causing more than $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.
11. Certify twelve personnel in aircraft rescue and
firefighting.
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.
3. Goal exceeded.
4. Goal exceeded.
5. Goal exceeded. 6,100 children have gone through
the fire safety house.
6. Average emergency response time for 1999 was 3.84
minutes.
7. Average structural fire control time was 14.28
minutes.
8. Assisted Central EMS on 861 calls.
9. 13,724 man-hours of training documented.
10. Goal exceeded.
11. Goal achieved.
12. Average response time was 2.94 minutes.
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Fire Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Qeneral Fund
3010 Prevention
Personnel Services
$ 139,889 $
138,116 $
133,767 $
140,151
Materials and Supplies
7,574
9,744
9,744
17,265
Services and Charges
19,172
28,922
23,390
32,535
Maintenance
3,034
4,312
4,000
4,000
Capital
14,855
1,000
1,000
3,000
184,524
182,094
171,901
196,951
3020 Operations
Personnel Services
3,085,990
3,300,633
3,190,219
3,480,119
Materials and Supplies
20,589
30,268
28,268
36,050
Services and Charges
240,251
248,580
238,629
231,567
Maintenance
70,268
94,850
90,200
81,000
Capital
14,483
29,225
13,000
21,100
3,431,581
3,703,556
3,560,316
3,849,836
3030 Training & Continuing Education
Personnel Services
53,539
52,208
52,208
54,643
Materials and Supplies
964
795
795
2,200
Services and Charges
18,517
34,177
34,177
36,285
Maintenance
349
600
600
615
Capital
808
7,055
6,355
2,000
74,177
94,835
94,135
95,743
Total General Fund
3,690,282
3,980,485
3,826,352
4,142,530
Total Fire Department
$ 3,690,282 $
3,980,485
$ 3,826,352
$ 4,142,530
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Fire Department
Personnel Summary
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1997 1998 1999 2000
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 2.00 2.00 2.00
Fire Captain 21.00 24.00 24.00 24.00
Firefighter 46.00 51.00 51.00 51.00
Programmer/Analyst 0.00 0.00 0.00 1.00
Senior Secretary 1.00 1.00 1.00 1.00
Total Fire Department Personnel 76.00 85.00 85.00 86.00
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Fire Department
Fire Division
' Fire Prevention Program
Fund 1010 -General Program 3010
pmgram_l2eacriptton. 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.
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' Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Uniformed FTE Positions 3.00 3.00 3.00 3.00
' Program Expenditures
Personnel Services $ 139,889 $ 138,116 $ 133,767 $ 140,151
Materials and Supplies 7,574 9,744 9,744 17,265
Services and Charges 19,172 28,922 23,390 32,535
Maintenance 3,034 4,312 4,000 4,000
Capital 14,855 1,000 1,000 3,000
$ 184,524 $ 182,094 $ 171901 $ 196,951
Performance Measures
Actual Budgeted Estimated Budgeted
' 1998 1999 1999 2000
Demand/Workload
Population of City 52,976 55,523 55,523 56,600
' Residential Units 22,164 22,396 22,396 23,330
Total Inspections/Follow-Ups 1,473 1,200 1,300 1,000
Fire Dept Educational Contacts 11,136 7,000 9,500 7,000
Total Investigations 95 75 90 75
Fires of Suspicious Origin 38 25 30 20
Results
Man -Hours All Inspections 1,293 950 1,500 1,000
Man -Hours Investigations 914 700 900 700
' Loss of Life/Injury-Residential 1/ 5 0/ 6 0/6 0/ 5
Loss of Life/Injury-Occupancies 0/ 4 0/ 5 0/ 5 0/ 5
Summonses/Charges Filed 51 40 45 30
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Fire Department
Fire Division
Operations Program
Fund 1010- General
Program 3020
Program Description Objectives. and Analysis:
This program responds to citizens' emergencies resulting from unfriendly fires, situations of entrapment,
hazardous materials releases, and sudden injury or illness. The program also assists citizens with fire
protection/prevention problems and pre -fire plans which target occupancies for personnel familiarization and
emergency response effectiveness and is responsible for the routine maintenance of fire hydrants and fire
department vehicles and facilities. Objectives include maintaining an average response time of less than 4.00
minutes in the City; average control of a structural fire of less than 30 minutes; control 75% of structure fires short
of total loss; save 75% of monetary value involved in or exposed to fire damage; and completing 125 pre -fire
planning surveys.
Program Staff
Non -Uniform FTE Positions
Uniformed FIE Positions
Actual
199R
1.00
80.00
81.00
Budgeted
1999
1.00
80.00
81.00
Program Expenditures
Personnel Services $ 3,085,990 $ 3,300,633
Materials and Supplies 20,589 30,268
Services and Charges 240,251 248,580
Maintenance 70,268 94,850
Capital 14,483 29,225
$ 3,431,581 $ 3,703,556
Performance Measures
Estimated
1999
1.00
80.00
81.00
Budgeted
2000
2.00
80.00
82.00
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$ 3,190,219 $ 3,480,119
28,268 36,050
238,629 231,567
90,200 81,000
13,000 21,100
$ 3,560,316 $ 3,849,836 '
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Fire Responses
640
700
1,000
1,000
Rescue/EMS Responses
960
800
800
800
Other Non -Fire Responses
79
60
70
70
Airport/Aircraft Responses
22
25
10
N/A
Non -City Responses
206
200
160
170
Non -Emergency Service Calls
656
500
340
350
Pre -Fire Surveys Completed
160
125
190
150
False Alarms
103
150
350
400
Results
Property Exposed to Fire
$23,124,191
$10,000,000
$40,000,000
$20,000,000
Property Value Destroyed
$900,703
$2,000,000
$1,650,000
$4,000,000
Emergency Response Time Avg
3.77 min.
3.90 min.
3.90 min.
3.90 min.
Structure Fire Control Time Avg
10.43 min.
30 min.
20 min.
30 min.
% Fires Short of Total Loss
92%
75%
85%
75%
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Fire Department
Fire Division
Training & Continuing Education Program
Fund 1010- General Program 3030
Er4gram DescriptiQj1,Dl4ectives. 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 other certifying agencies. The program is
responsible for the department's safety program, classroom and drill training, certification coordination and
documentation, and career development preparation.
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Program Staff
Uniformed FTE Positions
1.00
1.00
1.00
1.00
Program Expenditures
Personnel Services
$ 53,539
$ 52,208
$ 52,208 $
54,643
Materials and Supplies
964
795
795
2,200
Services and Charges
18,517
34,177
34,177
36,285
Maintenance
349
600
600
615
Capital
808
7,055
6,355
2,000
$ 74,177
$ 94,835
$ 94,135 $
95743
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Fire Department Personnel
81
84
84
84
Certified Airport Firefighters
13
12
12
0
Safety Classes
12
12
12
12
Tactical Drills
24
24
24
24
Personnel Certified in CPR
81
84
84
84
Certified EMT's
46
54
62
65
Results
Man -Hours, All Training
16,900
16,000
15,500
16,000
Line -of -Duty Injuries
8
12
12
12
Certified Firefighters I/II
74
84
84
84
Certified Driver/Operators
24
30
27
30
Certified Officers I
64
68
64
70
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Public Works Department
Public Works Director
Engineering Street Solid Waste Parks & Recreation Inspections
Water & Sewer Traffic Public Lands Wastewater Treatment Planning
Maintenance Maintenance 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 ofArkansas.
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PUBLIC WORKS DEPARTMENT
OVERVIEW
The Public Works Department consists of eleven divisions: Public Works Director, Engineering, Planning,
Inspections, Street, Public Lands Maintenance, Water & Sewer Maintenance, Wastewater Treatment Plant,
Solid Waste, Parks & Recreation, and Traffic.
The 2000 Budget of $36,001,483 is approximately $11.6 million less than the 1999 budget. The difference
is attributed to the completion of planned projects in 1999. The additional personnel for the department are
funded in Water & Sewer Fund, Solid Waste Fund, Street Fund, Parks Development Fund, and General
Fund.
The personnel in the Public Works Department have increased by 9.99 positions. The personnel changes
include: the addition of a Staff Engineer and a Surveyor in the Engineering Division, a Property & Sign
Inspector in the Inspections Division, increasing the part-time Program Assistant to full time, adding 1.25
part-time Concession Workers, and increasing the Concession Manager by 0.24 HE to 3/4 time in the Parks
& Recreation Division, a Landscape Maintenance Worker and a Maintenance Worker II in the Parks
Development Fund, a Recycling Vehicle Operator and a Solid Waste Educator in the Solid Waste Division,
and a Maintenance Worker III in the Street Division. The increases are offset partially by the reduction of
two FTE's 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 2000 are: street improvements to
6th Street, Arkansas Research & Technology Park Street and Water & Sewer Lines, and Steel Property
Street; continuation of the Girls Softball (Gary Hampton) Complex; the Water & Sewer Operations Center;
Highway 62 West Waterline Replacement; Garland Avenue Water & Sewer Relocations; and the Wastewater
Treatment Plant expansion. Additionally, further developments in the City's recycling program, 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 2000.
Category Totals
Actual
Budgeted
1998
1999
Personnel Services
$ 6,349,707
$ 7,505,278 $
Materials & Supplies
660,296
1,089,129
Services & Charges
15,911,607
20,438,802
Maintenance
406,760
503,967
Operations
Capital
Depreciation
Capital and Other
Total Department
23,328,370 29,537,176
Estimated
1999
7,312,012
Budgeted
2000
$ 8,098,453
1,042,598
1,177,720
19,577,091
18,227,045
470,151
380,881
28,401,852 27,884,099
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4,249,741 13,978,316 13,831,562 3,794,103 ,
4,908,460 5,314,147
9,158,201 19,292,463
5,302,119 4,323,281
19,133,681 8,117,384
$ 32,486,571 $ 48,829,639 $ 47,535,533 $ 36,001,483
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Public Works Department
2000 Goals
Oversight of the Wastewater Plant Expansion Project.
2. Oversight of the Downtown/Dickson Enhancement Project.
3. To provide
project management
for contracted
engineering, design,
and construction
management
for eight to ten total
selected projects
within the City's CIP
Program.
4. To acquire right-of-way and easements necessary to facilitate or construct an estimated 20
CUP and other projects.
5. To provide inspection and construction management for 12 projects designed in-house.
6. To provide supplemental inspections, final reviews, and recommendations for acceptance
into the City's infrastructure including water, sanitary sewer, grading, drainage, and streets
for an estimated 68 projects of varying size designed and constructed by private companies.
7. To update the General Plan 2020.
8. To amend the sign ordinance and adopt a re -roofing ordinance.
9. To amend the Emergency Management Plan to include a permitting and inspection plan for
demolition and clean-up.
10. To develop a playground and facility mapping system to incorporate safety, replacement, and
renovation programs.
11. To focus on a turf management program in City parks including athletic fields and park turf.
12. To continue to provide assistance, guidance, and requirements to associations operating
programs at park facilities to ensure the quality of programs offered.
13. To amend maintenance programs developed in 1999 to incorporate new park facilities and
new park land acquisitions.
14. To complete and develop programs and policies for the Gary Hampton Softball Complex.
15. To develop a Parks and Recreation master plan by a professional firm utilizing input from
citizens at public meetings, park staff, and national park and recreational trends.
16. To continue working with the Arkansas Game and Fish Commission on stocking and
regulating Lake Fayetteville and Lake Sequoyah.
17. To increase book circulation of the library by 6% through improvements to the collection.
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Public Works Department
2000 Goals (continued)
18. To develop on -going young adult activities at the Fayetteville Public Library.
19. To design a new main library building, to hold a referendum, and begin a capital campaign.
20. To install two traffic signals next year. Locations to be determined by a MUTCO study.
21. To assist in developing a traffic count layer for the online GIS data base.
22. To upgrade all pedestrian and school crosswalks on high volume streets to hot thermoplastic.
23. To upgrade all school zone signing to the new federal color of fluorescent yellow.
24. To pursue the Tree City Growth Award through the National Abor Day Foundation. The
award is an extension of Tree City USA.
25. To continue development of the City Landscape Manual.
26. To overlay 150,000 square yards of asphalt on City streets.
27. To remove and replace broken and unsafe sidewalks. In-house amount of 4,000 linear feet '
and contracted amount of 30,000 linear feet.
28. To provide inspections for all sidewalks, driveway approaches, and access ramps in the
City's rights -of -way.
29. To add access ramps to sidewalks as required or needed, including the ramps required by the I
Street Overlay Program.
30. To submit plans and specifications by October, 2000 to the AHTD for five trails, totaling
12,000 linear feet and to begin construction in early 2001.
31. To construct at least 8,000 feet of new or replacement water main and at least 4,000 feet of
new or replacement sewer main.
32. To reduce sewer overflows to fewer than 70 and water leaks to fewer than 340.
33. To comply with the NPDES permit limitations for plant discharge 99% of the time and to ,
experience no enforcement actions from regulatory agencies.
34. To implement volume based sanitation rates for residential waste collections. ,
35. To increase the residential landfill diversion rate to 40% and the citywide landfill diversion
rate to 20%.
36. To reduce the Solid Waste Division's employee turn -over rate from 77% to under 50%. '
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Public Works Department
1999 Goals & Results
Goals
I. To complete at least six in-house engineering and
construction projects and to administer eight
contract engineering and/or construction projects.
2. Participate, as needed, in the wastewater treatment
plant expansion site location. Select an engineering
firm(s) and begin the detailed engineering for the
facility.
3. 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, sewer, storm water, grading and street design.
Results
1. Nine design and five construction projects were
completed in-house and ten contract engineering
and/or construction projects were administered.
2. Approximately 300 acres of land has been purchased
and is in the process of being annexed. Engineering
firms have been selected and the contracts are under
negotiation for award during the I" quarter of 2000.
3. Work continues on these items as well as the street
and sanitary sewer standards. Completion is
expected in the year 2000.
4. Goal achieved.
5. To provide customer service by providing 5.
notification of upcoming public and committee
meetings, board and commission actions, and by
making zoning and flood plain 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.
Publicized and provided staff support for around 100
public hearings involving the Planning Commission,
the Board of Adjustment/Board of Sign Appeals, and
the Historic District Commission. Responded to
approximately 13,000 public inquiries concerning
various aspects of the division.
6. In January 1999, a state law was passed that allowed
for the enforcement of the Arkansas Energy Code
without a municipal ordinance having to be enacted.
7. Goal achieved. A mass mailing campaign was done
in July.
8. Improve enforcement of ADA and Fair housing 8. Staff attended training sessions on ADA and Fair
regulations, the Sign Ordinance, property Housing regulations and became more adapt at
inspections, and the Raze and Removal Ordinance, recognizing and enforcing the Sign, Raze, and
Removal ordinances and property inspection
violations.
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.
9. Meetings were held with the majority of the leaders
of many of the recreation programs in the City. The
Parks and Recreation Division and the Fayetteville
Youth Center agreed to changes in operational
processes and responsibilities to assist with
streamlining and improving services.
10. Maintenance programs have been established for all
of the parks. The programs consist of monthly
playground checks, turf maintenance, and mowing
which has added efficiency to the work schedule and
has allowed staff to mow more acres.
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Public Works Department
1999 Goals & Results (continued)
Goals
11. Library programming will meet the lifelong learning,
cultural, scientific, and business needs of ourdiverse
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 FEE or 13,980 hours of
volunteer support) by establishing a half-time
volunteer coordinator who will recruit, place, train,
and supervise volunteers. This will be a model
program.
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.
Results
11. The library had a 34% increase in programming for
1999. The children's area has been vastly expanded
to include more story hours and special events like
the "library lock -in" and adult programs have been
on gardening, money management, and teaching
children about money.
12. During 1999, partnerships on various projects were
established, e.g. with the Youth Center on The
History Channel Great Race, with the Fayetteville
Public Schools on library card sign-up month, and
with a travel agency for a multi -year grant. There
has been continual sponsorship of events by
businesses and the Fayetteville Public Library
Foundation was created and trustees appointed.
13. The hours only increased by 9,000 due to the time
frame for hiring the Manager of Volunteer Services
and getting the program infrastructure established.
This is an increase of 28% over 1998. Volunteers
have increased from 30 in 1998 to 63 regular
volunteers plus eight additional on -call volunteers.
The Library receives five to 12 volunteer
applications each week. A model infrastructure has
been instituted including: a volunteer handbook;
reference checks and interviews; a volunteer
procedure manual; and volunteer events and
recognition including "volunteer of the month."
14. Installed 390 of the 9" and 349 of the 6" street
markers. The two traffic signals installed are
located at Sang and Wedington and Sunbridge and
College Avenue.
15. Goal achieved. 62 intersections are online
communicating with time of day plans.
16. To provide public education activities and 16.
coordination with the Tree and Landscape Advisory
Committee and to pursue establishment of a City
street tree inventory utilizing Geographic
Information System (GIS) software.
Measures are being taken toward education through
monthly or bimonthly articles informing readers of
aspects of tree care and urban forestry issues. This
year's Arbor Day celebration included education on
planting the right tree for the right location and
general tree care. An urban forestry consultant is to
be hired to assess the tree program and an inventory
system. Staff has access to the City's Arc View data
which is vital for the tree inventory.
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Public Works Department
1999 Goals & Results (continued)
Goals
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. Solid Waste will implement bin based collection in
our residential curbside recycling program and add
junk mail to the list of commodities collected.
24. Solid Waste 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.
Results
17. Overlaid
133,400 square yards
of asphalt on
City
streets.
18. 2,000 linear feet of broken and unsafe sidewalk was
removed and replaced in 1999.
19. Constructed approximately 7,222 feet of water main
and 2,525 feet of sewer main in 1999.
20. There were 139 sewer overflows in 1999. This
number is higher than projected primarily due to the
extremely wet spring and early summer when
rainfall was 10 inches over average. There were 645
water leaks in 1999. Many of these occurred in
January due to extreme cold. Another large volume
occurred during the hot, dry, high water demand
period in the summer due to ground effects, water
temperature, and demand stresses on the system.
21. Goal achieved.
22. Successfully provided curbside collection of
household waste, recyclables, yard waste, and
miscellaneous bulk items to 15,735 households
totaling 15,564 tons of waste and provided
collections for 2,180 commercial accounts totaling
23,100 tons of waste.
23. Goal achieved.
24. Staff has made cardboard, white ledger, and blue bag
recycling available to every commercial account in
Fayetteville. The recycling center processed 3,817
tons of commercial and residential recyclables.
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Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
General Fund
6200 Public Works Director
Personnel Services $ 194,148 $ 201,852 $ 200,568 $ 206,573
Materials and Supplies 1,091 2,200 2,200 1,800
Services and Charges 9,524 7,158 7,158 7,241
Maintenance 11 250 250 250
Capital 378 500 0 0
205,152 211,960 210,176 215,864
6220 Engineering Operations & Administration
Personnel Services 444,178 504,427 504,427 584,444
Materials and Supplies 13,895 15,850 15,094 14,100
Services and Charges 34,895 35,959 35,959 41,609
Maintenance 1,243 1,500 1,500 2,900
Capital 5,969 16,324 6,282 8,200
500,180 574,060 563,262 651,253
6230 Right of Way Acquisition i
Personnel Services 61,583 91,330 91,330 90,061
Materials and Supplies 1,268 1,600 1,600 1,900
Services and Charges 367 8,800 2,700 2,000 '
Maintenance 0 200 200 0
Capital 0 800 200 0
63,218 102,730 96,030 93,961
6240 Public Construction '
Personnel Services 165,544 184,586 184,586 162,031
Materials and Supplies 50 63 63 300 '
Services and Charges 23,806 23,526 23,526 21,767
Maintenance 4,035 4,051 4,051 5,500
Capital 129 500 500 500
193,564 212,726 212,726 190,098
6300 Planning
Personnel Services 272,607 339,375 339,375 312,628 '
Materials and Supplies 17,545 15,109 15,109 19,650
Services and Charges 56,947 70,426 67,885 71,845
Maintenance 297 800 800 800
Capital 8,524 40,227 40,227 2,500 '
355,920 465,937 463,396 407,423
6400 Inspections
Personnel Services 357,637 387,399 387,399 432,669
Materials and Supplies 6,406 6,450 6,450 6,267
Services and Charges 50,253 62,138 56,450 63,617
Maintenance 5,115 5,848 5,626 6,401 ,
Capital 7,275 12,840 12,400 3,162
426,686 474,675 468,325 512,116
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Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
5200 Parks Administration
Personnel Services
147,670
165,779
165,779
49,396
Materials and Supplies
3,041
4,050
4,050
5,200
Services and Charges
17,858
19,888
18,888
14,677
Maintenance
942
1,250
1,050
1,250
Capital
3,811
3,350
3,327
700
173,322
194,317
193,094
71,223
5210 Swimming Pool
Personnel Services
74,149
83,207
83,207
70,529
Materials and Supplies
19,249
28,460
28,460
23,850
Services and Charges
26,510
35,548
35,548
28,139
Maintenance
3,159
5,400
5,400
4,200
Capital
952
3,491
3,491
2,700
124,019
156,106
156,106
129,418
5220 Athletics & Recreational Transfers
Personnel Services
129,049
178,107
178,107
241,936
Materials and Supplies
30,238
49,009
49,009
85,028
Services and Charges
204,659
296,348
296,348
294,715
Capital
1,328
350
350
6,500
365,274
523,814
523,814
628,179
5240 Library
Services and Charges
479,365
561,944
561,944
581,800
479,365
561,944
561,944
581,800
5250 Lake Maintenance
Personnel Services
10,130
0
0
0
Materials and Supplies
281
500
497
1,100
Services and Charges
55,551
53,008
53,008
57,910
Maintenance
831
3,000
3,000
1,750
Capital
2,289
600
600
700
69,082
57,108
57,105
61,460
5260 Park Maintenance
Personnel Services
270,884
301,390
295,199
362,182
Materials and Supplies
8,891
11,475
11,475
9,666
Services and Charges
163,784
155,605
154,810
170,692
Maintenance
43,113
49,328
48,728
12,167
Capital
13,166
8,621
8,621
6,600
499,838
526,419
518,833
561,307
5310 Traffic Engineering & Planning
Personnel Services
85,518
84,056
84,056
85,458
Materials and Supplies
484
710
710
910
Services and Charges
8,088
7,592
7,592
9,989
Maintenance
247
480
480
260
Capital
0
200
176
150
94,337
93,038
93,014
96,767
141
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
5320 Traffic Control & Parking Meter '
Personnel Services 144,939 149,659 149,659 155,932
Materials and Supplies 1,794 3,375 3,375 4,525
Services and Charges 85,556 96,872 96,872 92,037 '
Maintenance 17,699 17,060 17,060 16,182
Capital 307 200 200 2,500
250,295 267,166 267,166 271,176
5450 Public Lands Maintenance
Personnel Services 167,390 215,395 215,395 203,255
Materials and Supplies 1,678 3,265 3,265 11,300
Services and Charges 39,839 31,884 31,884 35,885
Maintenance 2,099 3,828 3,828 5,187
Capital 6,108 2,235 2,235 2,000
217,114 256,607 256,607 257,627 '
Total General Fund 4,017,366 4,678,607 4,641,598 4,729,672
Street Fund '
4100 Operations & Administration
Personnel Services 218,589 232,390 232,390 294,189
Materials and Supplies 12,586 9,750 9,250 12,350
Services and Charges 492,520 491,299 491,299 584,083
Maintenance 8,504 9,494 9,494 10,800
Capital 8,319 9,118 4,000 5,000
740,518 752,051 746,433 906,422
4110 Right of Way Maintenance '
Personnel Services 109,042 141,539 141,539 157,698
Materials and Supplies 0 0 0 1,500
Services and Charges 78,280 106,227 94,820 87,239
Maintenance 4,143 4,750 4,000 5,250
Capital 4,067 4,000 4,000 5,000
195,532 256,516 244,359 256,687
4120 Street Maintenance
Personnel Services 395,504 475,653 412,570 446,497
Materials and Supplies 112,515 145,832 145,832 150,000 '
Services and Charges 669,815 659,783 641,783 726,591
Maintenance 25,781 25,000 25,000 25,000
Capital 2,285 2,500 2,500 3,000
1,205,900 1,308,768 1,227,685 1,351,088
4130 Drainage Maintenance
Personnel Services 146,389 182,525 182,525 186,737
Materials and Supplies 14,493 35,500 35,500 50,000
Services and Charges 143,448 196,939 196,939 159,896
Maintenance 2,529 3,000 3,000 3,000
Capital 21,200 2,500 2,500 4,000 '
328,059 420,464 420,464 403,633
142 '
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
5500 Street Construction
Services and Charges 19,038 482 482 0
Capital 123,429 0 0 0
142,467 482 482 0
5530 Sidewalk & Trail Maintenance
Personnel Services
110,743
150,879
150,879
198,866
Materials and Supplies
3,232
1,500
1,500
3,700
Services and Charges
51,900
97,923
97,923
91,671
Maintenance
1,870
5,249
5,249
2,249
Capital
9,030
5,149
5,149
6,891
176,775
260,700
260,700
303,377
Total Street Fund
2,789,251
2,998,981
2,900,123
3,221,207
Parks Development Fund
9250 Parks Development & Maintenance
Personnel Services
150,258
244,580
244,580
374,707
Materials and Supplies
4,489
26,939
26,939
33,347
Services and Charges
77,822
142,515
141,765
106,779
Maintenance
59,437
63,661
63,661
97,575
Capital
651,122
2,113,309
2,053,309
776,600
943,128
2,591,004
2,530,254
1,389,008
Total Parks Development Fund
943,128
2,591,004
2,530,254
1,389,008
Water & Sewer Fund
3800 Water Purchased
Services and Charges 3,737,587 4,928,000 4,398,000 4,928,000
3,737,587 4,928,000 4,398,000 4,928,000
4000 Operations & Administration
Personnel Services
462,532
576,125
570,433
700,647
Materials and Supplies
16,714
26,450
26,450
35,873
Services and Charges
1,815,626
1,899,574
1,871,892
1,878,239
Maintenance
29,878
44,700
44,700
42,000
Capital
36,979
31,171
31,071
49,100
Depreciation
6,312
7,231
7,231
7,414
2,368,041
2,585,251
2,551,777
2,713,273
4310 Water Distribution
Personnel Services
331,475
457,294
457,294
487,932
Materials and Supplies
206,996
300,100
300,100
290,000
Services and Charges
258,254
320,413
320,413
305,833
Maintenance
12,055
15,000
15,000
15,000
Capital
26
10,000
10,000
0
Depreciation
1,063,166
1,249,404
1,249,404
1,325,969
1,871,972
2,352,211
2,352,211
2,424,734
I
Public Works Department
Program Expenditure Summary
I
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
4330 Water Storage and Pump Maintenance
Personnel Services
83,457
90,433
90,433
97,217
Materials and Supplies
8,684
12,500
12,500
12,500
Services and Charges
35,259
43,033
43,033
40,888
Maintenance
1,213
1,500
1,500
1,500
Depreciation
20,135
20,135
20,135
20,135
148,748
167,601
167,601
172,240
4410 Sewer Main Maintenance
I
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Personnel Services 512,524 566,440 566,440 606,614
Materials and Supplies 89,659 118,000 118,000 118,000
Services and Charges 458,433 484,095 475,412 485,456
Maintenance 9,810 14,000 10,000 11,000
Capital 0 10,000 10,000 0
Depreciation 786,145 940,354 940,354 1,021,794
1,856,571 2,132,889 2,120,206 2,242,864
5100 Waste Water Treatment Plant
Materials and Supplies 2,441 3,004 3,004 3,004
Services and Charges 3,613,395 3,852,737 3,830,113 3,938,254
Maintenance 107,436 127,064 127,064 31,942
Capital 0 1,500 1,500 1,500
Depreciation 2,886,174 2,913,208 2,913,208 1,725,332
6,609,446 6,897,513 6,874,889 5,700,032
5600 Capital Water Mains
Materials and Supplies 0 68 68 0
Services and Charges 156,882 194,011 194,011 1,000
Capital 2,788,549 6,840,291 6,840,291 976,000
2,945,431 7,034,370 7,034,370 977,000
5610 Water & Sewer Capital
Capital 11,894 31,785 30,544 0
11,894 31,785 30,544 0
5620 Water & Sewer Connections
Personnel Services 107,695 111,842 106,457 110,321
Materials and Supplies 45,940 56,000 50,000 50,000
Services and Charges 54,451 63,347 62,256 58,627
Maintenance 1,147 2,000 1,500 1,500
209,233 233,189 220,213 220,448
5700 Sewer Main Construction
Services and Charges 3,708 2,268,079 2,268,079 300,000
Capital 15,317 97,029 97,029 1,553,000
19,025 2,365,108 2,365,108 1,853,000
5800 Waste Water Treatment Plant Capital
Services and Charges 169 200 200 0
Capital 180,190 4,522,061 4,522,061 77,000
180,359 4,522,261 4,522,261 77,000
6800 Debt Service
Services and Charges 759,063 745,792 682,373 584,200
759,063 745,792 682,373 584,200
Total Water & Sewer Fund 20,717,370 33,995,970 33,319,553 21,892,791
UI
Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Solid Waste Fund
5000 Operations & Administration
Personnel Services
271,184
278,913
230,563
370,946
Materials and Supplies
5,391
8,600
7,032
9,100
Services and Charges
406,531
454,224
392,764
518,029
Maintenance
4,836
7,100
7,100
5,600
Capital
5,828
11,900
10,606
14,900
Depreciation
3,204
11,200
11,200
15,540
696,974
771,937
659,265
934,115
5010 Commercial Collections
Personnel Services
276,642
297,076
297,076
305,987
Materials and Supplies
1,733
5,000
4,475
5,000
Services and Charges
892,669
978,404
943,850
943,668
Maintenance
18,251
32,250
20,028
22,250
Capital
12,150
44,887
41,638
62,550
Depreciation
34,005
47,574
47,574
66,072
1,235,450
1,405,191
1,354,641
1,405,527
5020 Residential Collections
Personnel Services
355,133
383,362
332,404
324,554
Materials and Supplies
619
166,935
131,670
167,000
Services and Charges
585,954
621,106
558,532
565,383
Maintenance
22,226
27,500
24,472
26,702
Capital
4,309
1,150
1,000
4,150
Depreciation
800
1,371
1,371
2,100
969,041
1,201,424
1,049,449
1,089,889
5060 Recycling
Personnel Services
187,675
310,637
310,637
360,783
Materials and Supplies
26,548
28,385
27,471
47,700
Services and Charges
236,167
299,717
299,717
318,894
Maintenance
14,953
22,800
10,732
15,850
Capital
324,811
146,628
83,055
217,100
Depreciation
108,519
123,670
111,642
138,775
898,673
931,837
843,254
1,099,102
5070 Composting
Personnel Services
105,439
119,028
106,705
117,664
Materials and Supplies
2,345
2,450
1,450
3,050
Services and Charges
107,634
124,206
120,863
110,392
Maintenance
3,900
5,904
5,678
6,816
Capital
0
3,100
2,700
2,100
Depreciation
0
0
0
150
219,318
254,688
237,396
240,172
Total Solid Waste Fund
4,019,456
4,565,077
4,144,005
4,768,805
Total Public Works Department
$ 32.486,571
$ 48,829,639
$ 47,535,533
$ 36,001,483
145
Public Works Department '
Personnel Summary
1997 1998 1999 2000
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
Engineering Division
City Engineer 1.00 1.00 1.00 1.00
Staff Engineer 3.00 3.00 4.00 5.00
Project Inspector 4.00 4.00 4.00 4.00
Surveyor 1.00 1.00 1.00 1.00
Senior CAD Drafter 1.00 1.00 1.00 1.00
CAD Drafter 3.00 3.00 3.00 3.00
Land Agent 3.00 3.00 3.00 3.00
Senior Secretary 1.00 1.00 1.00 1.00
Surveying Assistant (Temporary) 1.00 1.00 0.50 1.50
Clerk / Typist 0.00 0.00 0.50 0.50
18.00 18.00 19.00 21.00
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 1.50 1.50 1.50 2.50
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
10.50 10.50 10.50 11.50
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
Operations Coordinator 1.00 1.00 1.00 1.00
Operations Assistant 1.00 1.00 1.00 1.00
Senior Clerk Typist 0.00 0.50 1.00 1.00
Turf & Facility Coordinator 1.00 1.00 1.00 1.00
Parks Maintenance Supervisor 1.00 1.00 1.00 1.00
Athletic Fields Maintenance Coordinator 1.00 1.00 1.00 1.00
Program Coordinator 1.00 1.00 1.00 1.00
1
146
Public Works Department
Personnel Summary
1997
1998
1999
2000
Division/Title
Employees
Employees
Employees
Employees
Program Coordinator Assistant
0.50
0.50
0.50
1.00
Maintenance Worker II / III / IV
4.00
6.50
8.00
9.00
Building Maintenance Worker V
1.00
2.00
2.00
2.00
Landscape Maintenance Specialist
1.00
1.00
1.00
1.00
Landscape Maintenance Worker
1.00
0.00
0.00
1.00
Lake Maintenance Worker
0.00
0.00
0.75
0.75
Public Works Crew Leader
1.00
1.00
0.00
0.00
Groundskeepers / Custodians (Part-time)
8.20
8.26
8.30
8.30
Concession Manager (Part-time)
0.53
0.50
0.51
0.75
Concession Workers / Cashiers (Part-time)
1.85
0.90
1.40
2.65
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
3.15
3.15
Site Supervisors (Part-time)
0.00
1.50
1.45
1.45
Youth Center Positions:
Fayetteville Youth Center Director
0.00
1.00
1.00
0.00
Senior Program Coordinator
1.00
1.00
1.00
0.00
Dance Instructor (Part-time)
0.28
0.25
0.00
0.00
Playground Supervisor (Part-time)
0.28
0.26
0.00
0.00
Tennis Instructor (Part-time)
0.14
0.13
0.00
0.00
Trip Supervisor (Part-time)
0.19
0.18
0.00
0.00
Arts and Crafts Instructor (Part-time)
0.19
0.18
0.00
0.00
32.76
37.26
39.01
41.00
Traffic Division
Traffic Superintendent
1.00
1.00
1.00
1.00
Traffic Signal Supervisor
1.00
1.00
1.00
1.00
Traffic Signal Technician
1.00
1.00
1.00
1.00
Traffic Technician
2.00
2.00
2.00
2.00
PW Data Clerk
1.00
1.00
1.00
1.00
600
600
600
6 on
Public Lands Maintenance Division
Landscape Administrator/Horticulturist
1.00
1.00
1.00
1.00
Maintenance Worker II
1.00
2.00
2.00
2.00
Senior Clerk Typist
0.00
0.50
1.00
1.00
Public Works Crew Leader
1.00
1.00
1.00
1.00
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
5.00
6.50
7.00
7.00
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 II
2.00
2.00
2.00
2.00
Maintenance Worker HI
10.00
10.00
10.00
11.00
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
2.00
2.00
2.00
Temporary Maintenance Worker II
5.00
5.00
5.00
5.00
31.00
32.00
32.00
33.00
147
Public Works Department
Personnel Summary
1997 1998 1999 2000
Division/Title Employees Employees Employees Employees
Sidewalk & Trail Maintenance Division
Trailways/Sidewalks Coordinator 1.00 1.00 1.00 1.00
Public Works Crew Leader 1.00 1.00 1.00 1.00
Maintenance Worker IV 2.00 2.00 2.00 2.00
Maintenance Worker III 1.00 2.00 2.00 2.00
5.00 6.00 6.00 6.00
Water & Sewer Maintenance Division
Water/Sewer System Maintenance Supt. 1.00 1.00 1.00 1.00
WWTP Expansion Project Manager 0.00 0.00 0.00 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 1.00 1.00 1.00
Field Service Representative 3.00 3.00 3.00 3.00
Maintenance Worker III 11.00 10.00 11.00 11.00
Maintenance Worker IV 9.00 10.00 11.00 11.00
Sewer Maintenance Tech II 1.00 1.00 1.00 1.00
Operations Assistant 1.00 1.00 1.00 1.00
W&S Operations Clerk 1.00 1.00 1.00 1.00
Warehouse Attendant 2.00 . 2.00 2.00 2.00
Public Works Data Clerk 1.00 1.00 1.00 1.00
43.00 44.00 46.00 47.00
Solid Waste Division
Environmental Affairs Administrator 1.00 1.00 1.00 1.00
Waste Reduction Coordinator 1.00 1.00 1.00 1.00
Operations Supervisor 1.00 1.00 1.00 1.00
Public Works Crew Leader 2.00 3.00 3.00 3.00
Lead Worker 11.00 7.00 7.00 7.00
Truck Driver 12.00 11.00 11.00 12.00
Tender Truck Driver 5.00 7.00 7.00 7.00
Maintenance Worker III 1.00 1.00 1.00 1.00
Operations Assistant 2.00 2.00 2.00 2.00
Maintenance Worker IV 3.00 9.00 9.00 9.00
Solid Waste Educator 0.00 0.00 0.00 1.00
39.00 43.00 43.00 45.00
Total Public Works Personnel 202.76 215.76 221.01 230.00
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Public Works Department
Public Works Director Division
Public Works Director Program
Fund 1010 -General
Program 6200
P_rogram_Description. Objectives, and Analysis:
The Public Works Director is responsible for the management of ten divisions within the City: Engineering,
Inspections, Parks & Recreation, Planning, Public Lands Maintenance, Solid Waste, Street, Traffic, Water &
Sewer, and the Waste Water Treatment Plant. The goal of this program is to direct and manage these divisions in
a manner that will ensure that the citizens of Fayetteville receive the optimum amount of service. Also, the director
seeks to minimize operational costs and provide as many services "in-house" as possible, such as engineering and
street overlaying.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
3.00 3.00 3.00 3.00
Program Expenditures
Personnel Services
$ 194,148 $
201,852 $
200,568 $
206,573
Materials and Supplies
1,091
2,200
2,200
1,800
Services and Charges
9,524
7,158
7,158
7,241
Maintenance
11
250
250
250
Capital
378
500
0
0
$ 205,152 $
211,960 $
210,176 $
215,864
2000_ Activitie&and Objectives
ives
1. Oversee completion of the 2000 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 2000.
3. Award engineering contracts for the Wastewater Improvements Project.
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
Operations & Administration Program
Fund 1010- General Program 6220
Frogcam_Descriptim,Qbjectives, and_Analysis:
The purpose of this program is to provide both in-house engineering and management of contract engineering
services in connection with the Capital Improvements Program (CIP). This program 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.
This program also administers the other programs of the City Engineering Division and maintains 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.
Actual Budgeted
1998 1999
Program Staff
Full -Time Equivalent Positions 10.50 11.50
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Demand/Workload
CIP Projects to Manage
CIP Projects Assigned to Division
Value of CIP Projects Assigned
In-house Engineered Projects
Management of Eng Contracts
In -House Studies and Reports
Results
CIP Projects to Manage
CIP Projects - Completed
CIP Projects - In Progress
Amount of CIP Projects Completed /
Expensed
Amt. of CIP Projects - Obligated
Estimated Budgeted
1999 2000
I
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11.50 14.00 '
$ 444,178 $
504,427 $
504,427 $
584,444
13,895
15,850
15,094
14,100
34,895
35,959
35,959
41,609
1,243
1,500
1,500
2,900
5,969
16,324
6,282
8,200 '
$ 500180 $
574,060 $
563,262 $
651,253
Performance Measures
I
• Actual Budgeted Estimated Budgeted
1998 1999 1999 2000 '
5 33 2 2
52 41 34 28
$18,900,000 $14,847,000 $19,400,000 $14,100,000
16 18 19 18
16 12 15 10
2 3 2 2
I
8 15 15 18 ,
31 33 23 10
$5,970,000 $6,500,000 $4,900,000 $11,300,000
$2,130,000 $4,000,000 $13,100,000 $2,850,000
H
150 ,
Public Works Department
City Engineering Division
Right of Way Acquisition Program
Fund 1010- General Program 6230
Program_ Descripxi4n.Dbjectives 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 properties; to provide
supervision for the sale or purchase of property; and to respond to inquiries and requests from other City
departments and the general public.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 3.00 3.00 3.00 3.00
Program Expenditures
Personnel Services
$ 61,583 $
91,330 $
91,330 $
90,061
Materials and Supplies
1,268
1,600
1,600
1,900
Services and Charges
367
8,800
2,700
2,000
Maintenance
0
200
200
0
Capital
0
800
200
0
$ 63,218 $
102,730 $
96,030 $
93,961
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
1. Projects Requiring Acquisition of
Easements and Rights -of -Way 22 25 20 20
2. Management of Appraisal Service
Contracts 7 5 10 8
3. Acquisition and Disposal of
Properties 7 5 5 5
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. Please note that project size, not just
project number(s), are more accurate reflections of the work load.
151
Public Works Department
City Engineering Division
Public Construction Program
Fund 1010 -General
1
Program 6240
P_rQgram Description, ectives and Analysis
The purpose of this program is to provide inspection and construction management services for projects
designed/engineered and/or constructed by City staff; to provide supplemental inspections for projects designed
by private engineering firms and constructed by private developers; and to review and make recommendations
for acceptance of infrastructure into the City including water, sanitary sewer, site grading, storm drainage, and
streets for City ownership and maintenance.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual
199R
4.50
I
I
H
Budgeted Estimated Budgeted
1999 1999 2000
4.50 4.50 4.00 ,
$ 165,544 $ 184,586 $ 184,586 $ 162,031
50 63 63 300
23,806 23,526 23,526 21,767
4,035 4,051 4,051 5,500
129 500 500 500 '
$ 193,564 $ 212,726 $ 212,726 $ 190,098
Performance Measures ,
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
1. City construction projects 10 8 9 12
2. Private development - smaller projects 31 30 30 30
3. Private development projects 27 20 30 30
4. Residential developments 13 8 6 6
Results
1. 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 public improvements are constructed and tested in accordance with the approved plans and
specifications, City Ordinances, and State Health Department requirements.
3. Insure that all material performance tests are successfully administered.
4. Completion of final inspections for all projects.
I
I
I
I
152
Public Works Department
Planning Division
Planning Program
Fund 1010 -General
Program 6300
Program-Descriptihn,44jectives. and Analysis:
This division manages City land -use ordinances, policies, and procedures governing all development within the
City and its growth area; provides professional services and advice to the Mayor, City Council, commissions,
committees, and other City divisions 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 process
all property activity and complaints, perform field analysis, make recommendations, and issue violation notices
when necessary. In addition to these professional services, responsibilities include information management of ten
committees, updating several sets of maps, and maintaining permanent records for all property activity. Special
emphasis is on long-term (25 years) land use and transportation planning.
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Program Staff
Full -Time Equivalent Positions
9.50
9.50
9.50
9.50
Program Expenditures
Personnel Services $
272,607 $
339,375 $
339,375 $
312,628
Materials and Supplies
17,545
15,109
15,109
19,650
Services and Charges
56,947
70,426
67,885
71,845
Maintenance
297
800
800
800
Capital
8,524
40,227
40,227
2,500
$
355,920 $
465,937 $
463,396 $
407,423
Performance
Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
1) Public Meetings
78
100
100
100
2) Agendas Assembled
83
50
50
50
3) Committee Meetings
152
150
150
150
4) Developer Consultation Meetings
130
125
100
100
5) Public Inquiries
12,864
13,000
13,000
13,000
6) Ordinances Revised/Updated
2
1
1
1
7) Special Rpts/Research Projects
7
6
5
5
8) Public Outreach Programs
5
8
8
8
9) Planning Rpts/Recommendations
205
150
250
250
Results
1) Staff Hours per Public Hearing
70
70
70
70
2) Staff Hours per Agenda Item
12
9
12
12
3) Staff Hours per Committee Mtg
15
20
20
20
4) Staff Hours per Special Report
50
65
65
80
5) Staff Hours per Outreach Prog
40
60
60
70
6) Staff Minutes per Public Inquiry
10
5
10
15
153
Public Works Department
Inspections Division
Inspections Program
Fund 1010 -General
Program 6400
Program Description,9bjectives and Analysis
The purpose of this division is to protect the public's life, health, and welfare in the building environment. The
division issues permits for buildings and structures and inspects buildings, structures, and property for safety and
health code compliance. Permits are issued and inspections are made to the construction, enlargement, alteration,
repairs on, the moving of, demolition, occupancy or change of occupancy of a building or structure and for the
installment, enlargement, alteration, repair, removal, conversion of electrical, gas, mechanical, and plumbing
systems as well as to the erection or replacement of signs. 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.
I
I
I
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 10.50 10.50 10.50 11.50
Program Expenditures
Personnel Services $ 357,637 $ 387,399 $ 387,399 $ 432,669
Materials and Supplies 6,406 6,450 6,450 6,267
Services and Charges 50,253 62,138 56,450 63,617
Maintenance 5,115 5,848 5,626 6,401
Capital 7,275 12,840 12,400 3,162
$ 426,686 $ 474,675 $ 468,325 $ 512,116
I
Performance Measures
Actual Budgeted Estimated Budgeted '
1998 1999 1999 2000
Demand/Workload
1. Building Plans Submitted 726 850 850 850
2. MEP Permits & C of O Appl. 3,461 4,000 3,560 3,500
3. Requests for Inspections 22,036 26,000 22,650 2,300
4. Building Permits Issued 672 800 780 800
5. Code Enforcement Requests 2,211 2,500 3,292 2,700
Results ,
1. Building Plans Reviewed 726 850 850 850
2. MEP Permits & C of O's Issued 3,461 3,900 3,500 3,500
3. Inspections Made 22,011 25,500 22,300 22,500
4. Code Enforcement Inspections 2,029 2,000 2,484 2,500
154 '
Public Works Department
Parks & Recreation Division
Administration Program
Fund 1010 - General
Program 5200
P_rngram_Des_cdption,Tcti_ves, and Analysis:
The Parks & Recreation Division is responsible for 3,254 acres of park land and plans, schedules, budgets,
monitors, and evaluates six programs including Swimming Pool, Athletic/Recreation Transfers, Administration,
Lake Maintenance, Park Development, and Parks Maintenance in the most efficient and cost-effective manner that
that meets public needs for leisure services, facilities, and programs.
This program provides support to the Parks & Recreation Advisory Board (PRAB); cooperates and coordinates
facilities and programs with special interest groups; manages expanded programs and special events with limited
resources; performs all necessary record keeping tasks and schedules for operations; formulates policies for park
staff, facilities, and programs; and responds to citizens concerning all park matters.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 3.00 4.00 4.00 1.30
Program Expenditures
Personnel Services
$ 147,670 $
165,779 $
165,779 $
49,396
Materials and Supplies
3,041
4,050
4,050
5,200
Services and Charges
17,858
19,888
18,888
14,677
Maintenance
942
1,250
1,050
1,250
Capital
3,811
3,350
3,327
700
$ 173,322 $
194,317 $
193,094 $
71,223
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Programs Supervised/Total Budget
6/2,134,677
5/2,749,200
6/1,874,963
6/1,852,598
Safe, Clean Parks
54
54
54
54
PRAB Meetings-(regular&special)
24
22
22
22
Public Relations Presentations
5
10
10
10
Full-Time/Part-Time Positions
37
20/46
20/46
0
Registered # Resrvd Park Facilities
260
200
260
275
# of Capital Projects Scheduled
16
26
29
16
Results
# Capital Projects Completed
25
16
24
14
# Groups Adopting Parks
22
15
22
24
155
Public Works Department
Parks & Recreation Division
Swimming Pool Program
Fund 1010 -General
Program 5210
Program Descripton. ObjectivQs,snd Analysisi
This program provides recreational and instructional swimming opportunities in a controlled and safe environment
for citizens of all ages at Wilson Park City Pool during the summer season.
The diversified programs provided consist of recreational and lap swimming, quality instructional swimming that is
offered during morning and evening hours for all ages and skill levels, and water aerobics. Staff schedules the
pool to meet the needs of special interest groups such as daycamps, daycares, scouts, swim teams, and private
parties and gatherings and provides maintenance and supervises and trains pool staff to operate the pool in a safe,
clean, and efficient manner for public enjoyment.
Actual Budgeted
1998 1999
Program Staff
Full -Time Equivalent Positions 4.36 5.10
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Demand/Workload
Days of Swimming
Hours Open to Public
Staff Hours to Operate Pool
Swimming Lessons Enrollment
Highest Daily Attendance
Total Attendance
Average Daily Attendance
Estimated Budgeted
1999 2000
I
I
LI
I
I
5.10 5.10 '
$ 74,149 $ 83,207 $ 83,207 $ 70,529
19,249 28,460 28,460 23,850
26,510 35,548 35,548 28,139
3,159 5,400 5,400 4,200
952 3,491 3,491 2,700
$ 124,019 $ 156,106 $ 156,106 $ 129,418 '
Performance Measures
I
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000 '
106 100 100 100
841 750 800 840
9,878 9,500 9,800 9,800
488 450 450 500
639 600 600 600
27,252 30,000 27,000 29,000
257 300 260 275
Results '
Cost/Participant $4.55 $4.39 $5.78 $4.46
Cost/Hour of Operation $147.47 $175.79 $195.13 $154.07
Cost/Participant After Revenues $2.58 $2.89 $3.89 $2.57
Revenues Produced $53,766 $45,000 $51,000 $55,000
I
156 ,
Public Works Department
Parks & Recreation Division
Athletic/Recreation Transfers Program
Fund 1010 -General
Program 5220
Program -Description. Objectives, and.Analysis:
This program provides recreational opportunities for the public through sport leagues, clinics, and athletic field
scheduling. Expansion of services offered to outside groups is being incorporated to better serve the citizens such
as cooperating with hobby groups to meet their needs for programs and facilities.
Secondary funding for the Youth and Adult centers is also contained in this program. Each agency has a volunteer
board of directors and generates a large portion of their operating funds. A new division of responsibilities for
recreational programs between the Youth Center and the Parks & Recreation Division will be implemented in 2000.
Actual
Budgeted
Estimated
Budgeted
Program Staff
1998
1999
1999
2000
Full -Time Equivalent Positions
6.01
5.85
5.85
5.65
Program Expenditures
Personnel Services
$ 129,049 $
178,107 $
178,107 $
241,936
Materials and Supplies
30,238
49,009
49,009
85,028
Services and Charges
204,659
296,348
296,348
294,715
Capital
1,328
350
350
6,500
$ 365,274 $
523,814 $
523,814 $
628,179
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Teams/Participants Adult Basketball
23/324
30/360
33/495
35/525
Teams/Participants Volleyball
21/177
43/338
28/280
30/300
Teams/Participants Adult Softball
68/2,752
170/3,400
230/4,600
230/4,600
Teams/Participants Girls Softball
35/450
35/470
36/504
60/840
FYC Youth Memberships
2,500
2,850
3,200
3,500
FYC Adult/Family Memberships
700
300
450
500
FYC Attendance
260,000
275,000
275,000
300,000
Adult Center Memberships/Attendance
165/25,827
160/28,000
320/45,700
500/47,000
Elderly Nutrition Sites
9
9
10
10
Number of Concession Stands Operated
1
1
3
4
Results
Youth Center Cost/Visit
$0.48
$.54
$0.54
$0.61
Adult Center Cost/Visit
$1.20
$1.11
$0.68
$0.75
Elderly Meals Served
38,000
60,000
165,000
219,450
Concession Revenues
31,811
30,000
42,000
80,000
157
Public Works Department '
Parks & Recreation Division
Library Program
Fund 1010- General Program 5240
PrQgram4escription, Objectives, and Analysis.
The Fayetteville Public Library (FPL) is a 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 so that citizens may have the opportunity for self
improvement, new ideas, and success.
The library is funded from two primary sources: a transfer from the City of Fayetteville ($581,800) and a transfer
from the Washington County Library System Board. The library is part of the Washington County Library System
and functions under an independent Board of Trustees appointed by the City Council.
This program is aimed at matching the library's services and programs with the basic expectations of Fayetteville
citizens for public library services and continuing to refine work processes and infrastructure support. Key
elements provided to deliver cost effective, responsive informational services include a computer systems '
manager, 10 hours per week in additional administrative support, a children's librarian, extended library and
computer lab hours, and two temporary development staff to support the capital campaign.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 24.10 26.00 26.00 32.00
Program Expenditures '
Services and Charges $ 479,365 $ 561,944 $ 561,944 $ 581,800
$ 479,365 $ 561,944 $ 561,944 $ 581,800
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Population (Fayetteville only) 52,976 55,523 55,523 56,600
Annual Patron Visitations 288,891 317,800 352,000 377,000
Annual Program Attendance 14,448 18,300 19,000 21,000
Annual Circulation 298,664 323,770 330,000 350,000
Annual Reference Transactions 32,808 36,000 48,000 50,000
Collection size - without periodicals 94,785 N/A 103,000 109,000
Collection Size - all materials 98,268 104,270 107,000 113,000
Collection Size -only circulating 89,129 95,130 97,000 103,000 '
Annual Materials Added 5,000 11,000 11,000 13,000
Results
Holdings per Capita (Fay only) 1.85 1.87 1.93 2.00 ,
FTE Service Staff 24.00 26.00 26.00 32.00
Daily Circulation 1,071 985 935 992 ,
Annual Volunteer Hours 7,164 9,000 9,200 9,600
Annual Library Cards Issued 8,457 9,000 7,000 7,700
Collection Turnover 3.35 3.40 3.40 3.40
1
158 1
Public Works Department
Parks & Recreation Division
Lake Maintenance Program
Fund 1010 -General
Program 5250
program Descrioti.o&,Objectives. and_Analysis'
This program is responsible for operating, managing, and maintaining Lake Fayetteville, Lake Sequoyah, and
Lake Wilson to meet the needs of the public. The City awards annual contracts to boat dock operators at Lake
Fayetteville and Lake Sequoyah for management in accordance with City Ordinances. Managing boat dock
operations consists of monitoring stall rentals, boat storage, and fishing and 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.
The City works with the Arkansas Game and Fish Commission in stocking the lakes and abiding by their
regulations.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 0.00 0.75 0.75 0.75
Program Expenditures
Personnel Services
$ 10,130 $
0 $
0 $
0.
Materials and Supplies
281
500
497
1,100
Services and Charges
55,551
53,008
53,008
57,910
Maintenance
831
3,000
3,000
1,750
Capital
2,289
600
600
700
$ 69,082 $
57,108 $
57,105 $
61,460
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Daily Fishing Permits Lake Fay
4,425
5,500
5,500
5,600
Daily Fishing Permits Lake Seq
3,735
6,000
6,000
6,100
Season Fishing Permits Lake Fay
252
375
375
400
Season Fishing Permits Lake Seq
240
375
375
400
Boat Stalls Rented Lake Fay
33
40
58
58
Boat Stalls Rented Lake Seq
57
75
62
65
Results
Lake Fay Income
$24,646
$25,000
$32,000
$37,000
Lake Seq Income
$21,146
$25,000
$25,000
$26,500
Lake Fay Total Permits
4,677
5,875
5,875
6,000
Lake Seq Total Permits
3,975
6,375
6,375
6,500
159
Public Works Department
Parks & Recreation Division
Parks Maintenance Program
Fund 1010 -General
Emgmrn Description. b'ectives�and Analysis:
This program provides maintenance for all park acreage and facilities to ensure safe, clean parks for public use.
Maintenance includes mowing, trimming, litter control, irrigation, facility maintenance and installation, and
horticultural and special projects. In addition, new facilities for parks are planned based upon public demand.
This program coordinates and supervises park maintenance and special projects with volunteer groups such as
the Adopt -A -Park Program, the Bambino Baseball Association, Babe Ruth Baseball, the American Legion, the
Fayetteville Soccer Association, the park volunteer program, the public service program, Youth Bridge, JTPA,
service and civic clubs, Boy/Girl Scouts, BMX, Ultimate Frisbee, the Northwest Arkansas Horseshoe Pitching
Club, the Ozark Flyers - Model Airplane Club, the Skateboard Club, and Sororities/Fratemities.
Program 5260
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. Staff provides daily
maintenance and field preparation for 20 softball/baseball fields and 11 soccer fields. Gary Hampton Softball
Complex is scheduled to open in 2000.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated
1998 1999 1999
14.59 11.21 11.21
I
I
I
I
I
Budgeted ,
2000
17.85
I
Program Expenditures
Personnel Services $ 270,884 $ 301,390 $ 295,199 $ 362,182
Materials and Supplies 8,891 11,475 11,475 9,666
Services and Charges 163,784 155,605 154,810 170,692
Maintenance 43,113 49,328 48,728 12,167
Capital 13,166 8,621 8,621 6,600
$ 499,838 $ 526,419 $ 518,833 $ 561,307
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Park Sites/Acreage Maintained 54 / 3,265 54 / 3,254 54 / 3,254 54 / 3,254
Restrooms Maintained 13 14 14 14
Tennis Courts/Soccer Fields 8 / 11 10/14 8 / 11 8 / 11
Softball/Bambino Baseball Fields 6/8 10/8 10 / 8 10 / 8
Babe Ruth/American Legion 2/1 2/1 2/1 2/1
Results
Acres Mowed/Year 2,955 3,100 3,300 3,500
Litter & Restroom Hours/Year 3,599 3,500 4,000 4,200
Playground & Gen Maint Hours/Year 7,404 6,500 10,500 10,500
Ballfield Maintenance Hours/Year 2,511 4,280 5,100 7,500
160
Public Works Department
Traffic Division
Engineering & Planning Program
Fund 1010 -General
Program 5310
Program Description, Objectives. and Analysis:
This 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 is responsible for supervising and managing 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 2000 Budget provides continued funding to upgrade
street markers for increased visibility and to continue upgrading traffic signals to expand the City's closed loop
traffic signal system. In 2000, staff will coordinate 62 traffic signals with the traffic signal system and collect traffic
count data to produce a traffic count map.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
199R 1999
Estimated Budgeted
1999 2000
2.00 2.00 2.00 2.00
Program Expenditures
Personnel Services
$ 85,518 $
84,056 $
84,056 $
85,458
Materials and Supplies
484
710
710
910
Services and Charges
8,088
7,592
7,592
9,989
Maintenance
247
480
480
260
Capital
0
200
176
150
$ 94,337 $
93,038 $
93,014 $
96,767
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Employees Supervised
5
5
5
5
Programs Managed
2
2
2
2
Citizen Requests Received
936
750
950
900
Traffic Studies
50
50
50
50
Results
Training Sessions
3
4
4
4
Citizen Requests Answered
880
700
900
850
Traffic Studies Completed
57
50
50
50
161
Public Works Department '
Traffic Division
Traffic Control & Maintenance Program
Fund 1010 -General Program 5320
Program Description coves, and Analysis:
This program provides installation and maintenance of traffic control devices as warranted by the Federal
Highway Administration Manual on Uniform Traffic Control Devices (MUTCD) to improve the safety of 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) and for making traffic signs, street markers, and signs for other divisions.
In addition to regular maintenance responsibilities, this program provides for the operation and maintenance of
the 14 -Intersection Closed -Loop Signal System completed by the AHTD in 1998, the 6 -Intersection Closed -Loop
Signal System on North Highway 71B and 42 upgraded intersections completed by the division.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 4.00 4.00 4.00 4.00 '
Program Expenditures
Personnel Services $ 144,939 $ 149,659 $ 149,659 $ 155,932
Materials and Supplies 1,794 3,375 3,375 4,525
Services and Charges 85,556 96,872 96,872 92,037
Maintenance 17,699 17,060 17,060 16,182
Capital 307 200 200 2,500
$ 250,295 $ 267,166 $ 267166 $ 271,176 ,
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Signs 6,000 6,000 6,200 6,300
Traffic Signals 60 62 62 64
Contracted Miles of Striping 35 30 25 25
Street Markers to Upgrade 200 200 200 100
Results
Sign Repairs 1,732 3,000 2,500 3,000
Signal Repairs 195 200 200 200
Striping Contracted (Miles) 35 30 25 25
Work Orders Issued 1,077 1,200 1,200 1,500 '
Street Markers Upgraded 180 200 200 100
162 ,
Public Works Department
Public Lands Maintenance Division
Forestry & Square Garden Program
Fund 1010 -General
Program 5450
Pry rg am Dew to ion. Objectives. and Analysis:
This program provides for the Forestry Program and the gardens on the Square and Mt. Sequoyah. The Forestry
Program administers the tree ordinance, maintains a comprehensive tree inventory, and provides maintenance of
publicly -owned trees, City -owned entryways, street rights -of -way, and parking lots. Maintenance and
landscaping of the City Square and Mt. Sequoyah gardens is also included.
Planned services include continued public education/coordination and interfacing with several committees,
including Tree & Landscape, Environmental Concerns, and Square Gardens. The program provides ongoing
and cost effective rehabilitation, implementation, coordination, and maintenance of the City's landscaping and
continued coordination with the Planning, Inspections, and Engineering divisions for developments submitted for
review, the Landscape Manual, and related ordinances in conjunction with the Unified Development Ordinance.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
6.50 7.00 7.00 7.00
Program Expenditures
Personnel Services
$ 167,390 $
215,395 $
215,395 $
203,255
Materials and Supplies
1,678
3,265
3,265
11,300
Services and Charges
39,839
31,884
31,884
35,885
Maintenance
2,099
3,828
3,828
5,187
Capital
6,108
2,235
2,235
2,000
$ 217,114 $
256,607 $
256,607 $
257,627
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Landscape Areas to Maintain
13
12
20
24
Parking Lots to Clean
11
13
13
13
Urban Forestry Grants Awarded
1
3
2
3
Capital Improvement Projects
4
6
4
4
Ordinance Administration (% Time)
35%
35%
60%
60%
Street Trees Planted
50
100
100
250
Results
Landscape Areas Maintained
13
12
20
24
Parking Lots Cleaned
10
13
13
13
Grants Maintained
1
3
3
3
Capital Improvement Projects Complet
4
6
4
4
163
Public Works Department
Street Division
Operations & Administration Program
Fund 2100- Street
Program 4100
Program_Descriotion, Objectives. antAnalysis
This 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 division utilizes 28 full-time and five full-time equivalent seasonal employees to provide service in five
program areas: Operations and Administration, Rights -of -Way Maintenance, Street Maintenance, Drainage
Maintenance, and Street Construction. The program also manages the City's In -House Pavement Improvement
funded by City sales revenue.
The Street Division also receives, inspects, schedules, and completes approximately 2,500 requests for service
from citizens and Central Dispatch annually.
Actual Budgeted
199R 1999
Estimated Budgeted
1999 2000
Program Staff
Full -Time Equivalent Positions 4.00 4.00 4.00 4.00
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Demand/Workload
CIP Projects to Manage
Programs to Manage
Service Requests Received
(Includes Emergency Calls)
Results
Value of CIP Projects to Manage
Programs Managed
Service Requests Resolved
H
I
I
I
I
I
I
$ 218,589 $ 232,390 $ 232,390 $ 294,189
12,586 9,750 9,250 12,350
492,520 491,299 491,299 584,083
8,504 9,494 9,494 10,800
8,319 9,118 4,000 5,000
$ 740,518 $ 752,051 $ 746,433 $ 906,422
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
1 1 1 1
4 4 4 4
2,500 2,500 2,500 2,500
1
$899,076 $842,600 $842,600 $893,000 '
4 4 4 4
1,863 2,500 2,500 2,500
164
Public Works Department
Street Division
Rights -of -Way Maintenance Program
Fund 2100- Street Program 4110
Psogram_D_eacriptinn.Obiectives, and Analysis:
This program provides 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. Responsibilities include
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, the citizens of Fayetteville need to assist in maintaining street rights -of -way adjoining their
property as required by ordinance.
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Program Staff
Full -Time Equivalent Positions
5.00
5.00
5.00
6.00
Program Expenditures
Personnel Services
$ 109,042 $
141,539
$ 141,539 $
157,698
Materials and Supplies
0
0
0
1,500
Services and Charges
78,280
106,227
94,820
87,239
Maintenance
4,143
4,750
4,000
5,250
Capital
4,067
4,000
4,000
5,000
$ 195,532 $
256,516
$
244,359 $
256,687
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Lane Miles of Rights -of -Way
1,960
1,960
1,960
1,960
(425 Miles Total)
Hand Trimming (Hours)
3,700
2,500
2,500
2,500
R.O.W. Cleaning (Hours)
1,000
1,000
1,000
1,000
Tree/Limb Removal (Hours)
1,500
1,500
1,500
1,500
Results
Lane Miles Mowed
1,166
1,960
1,960
1,960
Labor Hours Trimming
1,651
2,500
2,500
2,500
Labor Hours Cleaning
761
1,000
1,000
1,000
Labor Hours Tree/Limb Removal
1,203
1,500
2,500
1,500
165
Public Works Department '
Street Division
Street Maintenance Program
Fund 2100 - Street Program 4120
Program Description. Objectives nAnalysis:
This 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 manpower and equipment to maintain all concrete, asphalt, chip seal, and gravel City '
streets. 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
divisions.
Snow and ice removal and storm damage repairs are included in this program. During the winter months, '
personnel are scheduled 24 hours per day, as needed, to ensure the safest possible travel conditions. The
division responds to emergency calls as situations merit.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 18.00 18.00 18.00 17.00
Program Expenditures
Personnel Services $ 395,504 $ 475,653 $ 412,570 $ 446,497
Materials and Supplies 112,515 145,832 145,832 150,000
Services and Charges 669,815 659,783 641,783 726,591
Maintenance 25,781 25,000 25,000 25,000
Capital 2,285 2,500 2,500 3,000
$ 1,205,900 $ 1,308,768 $ 1,227,685 $ 1351088
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Asphalt in Pot Holes (Tons) 300 300 300 300
Streets to Overlay (Square Yards) 130,000 150,000 150,000 150,000
Street Section Evaluations 2,700 100 100 2,700
Street Sweeping (Lane Miles) 2,904 2,904 2,904 2,904 ,
Work for Other Depts. (Hours) 5,000 4,000 4,000 4,000
Results
Asphalt in Pot Holes (Tons) 447 300 300 300
Streets Overlaid (Square Yards) 102,923 150,000 130,000 150,000
Street Sections Evaluated 2,673 100 100 2,700
Streets Swept (Lane Miles) 1,889 2,904 2,904 2,904
Worked for Other Depts. (Hours) 2,258 4,000 4,000 4,000
166 '
Public Works Department
Street Division
Drainage Maintenance Program
Fund 2100 - Street
Program 4130
Prngram_Des_crlption, Objectives, and Analysis:
This program ensures that 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 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, removal
of silt and debris from drop inlets, power washing of blocked driveway tiles, installation of drain tiles and french
drains, inspection and cleaning/maintenance of the City's bridges, and related repairs/construction to various
concrete drainage structures.
The maintenance listed
above is restricted
to street rights -of -way and drainage
easements only and is performed in
order to provide needed
drainage capacity
and to reduce flooding incidents.
Program Staff
Full -Time Equivalent Positions
Actual
1998
5.00
Budgeted
1999
5.00
Estimated Budgeted
1999 2000
5.00 6.00
Program Expenditures
Personnel Services
$ 146,389 $
182,525 $
182,525 $
186,737
Materials and Supplies
14,493
35,500
35,500
50,000
Services and Charges
143,448
196,939
196,939
159,896
Maintenance
2,529
3,000
3,000
3,000
Capital
21,200
2,500
2,500
4,000
$ 328,059 $
420,464 $
420,464 $
403,633
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Drain Cleaning (Each)
1,000
1,000
1,000
1,000
Wash Drain Tiles (Feet)
3,000
3,000
3,000
3,000
Ditch Cleaning (Feet)
75,000
50,000
50,000
50,000
Install French Drain (Feet)
1,000
2,000
3,500
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
1,008
1,000
1,000
1,000
Drain Tiles Washed (Feet)
2,200
3,000
3,000
3,000
Ditches Cleaned (Feet)
35,308
50,000
50,000
50,000
French Drain Installed (Feet)
860
2,000
3,500
2,000
Drain Tile Installed (Feet)
1,259
1,000
300
1,000
Bridges Cleaned/Maintained
19
109
50
109
167
Public Works Department '
Street Division
Street Construction Program
Fund 2100- Street Program 5500
Program Description. Objectives, and Analysis:
This program captures the cost associated with upgrading, constructing, and reconstructing City streets utilizing
Street Fund funding.
1
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff '
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 19,038 $ 482 $ 482 $ 0
Capital 123,429 0 0 0 '
$ 142,467 $ 482 $ 482 $ 0
1
1
1
1
1
168 ,
Public Works Department
Public Lands Maintenance Division
Sidewalk & Trail Maintenance Program
Fund 2100- Street
Program 5530
program Descrlptton. Objectives. and Analyais:
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, sidewalk
and trail repairs, and removal of soil and vegetation from City owned sidewalks and trails.
The activities listed above are restricted to City owned sidewalks and trails. Materials for this program are funded
in Sales Tax Capital Improvement Fund.
Actual Budgeted
1998 1999
Program Staff
Full -Time Equivalent Positions 6.00 6.00
Program Expenditures
Personnel Services $
Materials and Supplies
Services and Charges
Maintenance
Capital
110,743 $ 150,879
3,232
1,500
51,900
97,923
1,870
5,249
9,030
5,149
$ 176,775 $ 260,700
Performance Measures
Estimated
1999
6.00
$ 150,879
1,500
97,923
5,249
5,149
$ 260,700
Budgeted
2000
6.00
$ 198,866
3,700
91,671
2,249
6,891
$ 303,377
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
'
Sidewalk Replaced/Repaired/
Constructed (Linear Feet)
2,315
10,000
2,500
2,500
Labor Hours Available
6,000
8,640
8,640
9,800
Repairs for ADA Compliance
50
45
45
50
'
Inspections in City ROW
321
350
325
350
Results
'
Sidewalk Repaired/Replaced (LF)
2,000
9,000
2,000
2,000
New Sidewalk Constructed (LF)
315
1,000
500
500
Access Ramps Repaired/Replaced
6
25
5
5
Access Ramps Constructed
16
25
25
25
Inspections in City ROW
321
350
325
350
[1
' 169
Public Works Department '
Parks & Recreation Division
Parks Development & Maintenance Program '
Fund 2250 - Parks Development Program 9250
Program Descri tp ion. Objectives, and Analysis:
This program plans, schedules, budgets, and executes the expenditure of a 1% Hotel, Motel, & Restaurant (HMR)
tax. This tax is expended on the acquisition, promotion, development, and redevelopment of City parks and
recreation facilities. In addition, this program plans for new facilities for the City's park system based upon public '
demand and also provides for the park concert series.
I
Actual Budgeted Estimated Budgeted
Program Staff 1998 1999 1999 2000
Full -Time Equivalent Positions 9.30 12.10 12.10 10.35
Program Expenditures
Personnel Services $ 150,258 $ 244,580 $ 244,580 $ 374,707
Materials and Supplies 4,489 26,939 26,939 33,347
Services and Charges 77,822 142,515 141,765 106,779
Maintenance 59,437 63,661 63,661 97,575
Capital 651,122 2,113,309 2,053,309 776,600
$ 943,128 $ 2,591,004 $ 2,530,254 $ 1,389,008
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Park Sites/Acreage Maintained 54 / 3,254 54 / 3,254 54 / 3,254 54 / 3,254
Restrooms Maintained 13 14 14 14
Tennis Courts/Soccer Fields 8/11 10/14 8/11 8/11
Softball/Bambino Baseball Fields 6 / 8 10 / 8 10 / 8 10 / 8
Babe Ruth/American Legion 2/1 2/1 2/1 2/1
Summer Concerts/Attendance 7 / 14,775 8 / 16,000 8 / 21,000 8 / 21,000
Results
Acres Mowed/Year 3,100 3,100 3,300 3,500
Litter & Restroom Hours/Year 3,500 3,500 4,000 4,200
Playground & Gen Maint Hours/Year 6,500 6,500 10,500 10,500
Ballfield Maintenance Hours/Year 4,280 4,280 5,100 7,500
I
I
170 '
Public Works Department
Water & Sewer Maintenance Division
Water Purchased Program
Fund 5400 - Water & Sewer Program 3800
Program Description. Objectives, and Analysis:
This 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 need through
2014.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges
$
3,737,587 $
4,928,000
$
4,398,000 $ 4,928,000
$
3,737,587 $
4,928,000
$
4,398,000 $ 4,928,000
Performance Measures
Demand/Workload
Water Purchased (million gallons) 4,848.00 5,119.00 4,695.00 5,119.00
Avg Daily Consumption (million gallons) 13.28 14.02 12.86 14.02
Daily Pumping Capacity (million gallons) 25.00 25.00 25.00 25.00
30
10
0
Daily Pumping Cap/Avg Daily Consumption
(Million Gallons)
Actual 1998 Budgeted 1999 Estimated 1999 Budgeted 2000
Daily Pumping Capacity C Avg Daily Consumption I
171
Public Works Department
Water & Sewer Maintenance Division
Operations & Administration Program
Fund 5400 - Water & Sewer Program 4000
Program Dewri tp ion, Objectives, and Analysis;
This program manages the operations, maintenance, safety, and training of the Water & Sewer Maintenance
Division. The Water Maintenance Program maintains the water distribution systems for the Cities of Fayetteville,
Farmington, Greenland, Wheeler, Goshen, portions of Johnson, and the growth areas. This program works with
other divisions, consulting engineers, and manufacturers on all aspects of the water system. The water distribution
system consists of roughly 475 miles of water mains, 1,840 fire hydrants, 4,400 valves, 14 storage tanks, three lake
dams, and eight pump stations with 19 pumps, providing water to over 65,000 persons with over 28,500 accounts.
The water system provides wholesale service to the cities of Elkins and West Fork, the Mount Olive Rural Water
System, and the Washington Water Authority.
The Sewer Maintenance Program maintains the sewer collection systems for the Cities of Fayetteville, Farmington,
Greenland, small portions of Johnson and the growth area and provides wholesale service to the City of 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 435 miles of sewer mains and 7,450 manholes and serves over 60,000 persons
with over 24,500 connections.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 10.00 10.00 10.00 11.00
Program Expenditures
Personnel Services $ 462,532 $ 576,125 $ 570,433 $ 700,647
Materials and Supplies 16,714 26,450 26,450 35,873
Services and Charges 1,815,626 1,899,574 1,871,892 1,878,239
Maintenance 29,878 44,700 44,700 42,000
Capital 36,979 31,171 31,071 49,100
Depreciation 6,312 7,231 7,231 7,414
$ 2,368,041 $ 2,585,251 $ 2,551,777 $ 2,713,273
Performance Measures
Actual Budgeted Estimated Budgeted ,
1998 1999 1999 2000
Demand/Workload
1. Number of Employees 44 46 46 46
2. Number of Equipment Units 56 59 53 56
Results
1. Admin. Cost per Customer * $45.02 $48.32 $47.80 $47.29
2. Water O&M Cost per Customer * $33.16 $36.61 $43.77 $42.62
3. Sewer O&M Cost per Customer * $44.71 $49.84 $48.55 $48.64
4. Number of Safety Meetings 55 52 54 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_Analysi&
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 28,500 accounts, with minimum interruptions and maintains
Fayetteville and Sequoyah lakes and Wilson lake 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 475 miles of water main, 1,840 fire hydrants, 4,400 water valves,
and 260 miles of water service line. The system provides water service to the cities of Fayetteville,
Farmington, Goshen, Greenland, Wheeler, parts of Johnson, and the growth area; the system provides
wholesale service to the cities of Elkins and West Fork, the Mount Olive Rural Water System, and the
Washington Water Authority.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 11.35 13.35 13.35 13.35
Program Expenditures
Personnel Services
$ 331,475 $
457,294 $
457,294 $
487,932
Materials and Supplies
206,996
300,100
300,100
290,000
Services and Charges
258,254
320,413
320,413
305,833
Maintenance
12,055
15,000
15,000
15,000
Capital
26
10,000
10,000
0
Depreciation
1,063,166
1,249,404
1,249,404
1,325,969
$ 1,871,972 $
2,352,211 $
2,352,211 $
2,424,734
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
1.
Miles of Water Mains
470
475
475
480
2.
Number of Valves
4,350
4,400
4,400
4,500
3.
Number of Fire Hydrants
1,625
1,650
1,840
1,880
4.
Number of Service Accounts
28,266
30,033
28,826
29,386
Results
1.
Water Leaks Repaired
421
320
420
400
2.
Water Line Constructed (Feet)
9,801
8,000
9,000
8,000
3.
Fire Hydrants Repaired/Installed
69
80
140
80
173
Public Works Department
Water & Sewer Maintenance Division
Water Storage & Pump Maintenance Program
Fund 5400 - Water & Sewer
I
I
Program 4330
Proerarn�escri to ion, Objectives, and Analysis
Water storage is an essential part of any water system and 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. This program consists of maintaining 14 water tanks, eight pump stations with 19 pumps, and three lake
dams. The program is also responsible for 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
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 2.00 2.00 2.00 2.00 ,
Program Expenditures
Personnel Services $ 83,457 $ 90,433 $ 90,433 $ 97,217
Materials and Supplies 8,684 12,500 12,500 12,500
Services and Charges 35,259 43,033 43,033 40,888
Maintenance 1,213 1,500 1,500 1,500
Depreciation 20,135 20,135 20,135 20,135
$ 148,748 $ 167,601 $ 167,601 $ 172,240
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
1. Number of Water Tanks 13 14 14 14
2. Number of Pump Stations/Wells 9 9 9 8
3. Number of Water Pumps 18 19 19 19
4. Number of Lake Dams 3 3 3 3
5. Total Storage (Million Gallons) 28 29 29 29
Results
1. Water Tanks (Maintenance Hrs) 184 200 200 200
2. Water -Pump Station Repairs 48 60 50 50
3. Water Pumped (Average MGD) 13.3 13.0 13.6 13.0
4. Water Samples Taken 921 1,000 1,030 1,000
7
174 t
Public Works Department
Water & Sewer Maintenance Division
Sewer Main Maintenance Program
Fund 5400 - Water & Sewer Program 4410
' P_rogram_Description Objectives. and Analysis:
This program maintains and rehabilitates 435 miles of sewer main and 7,450 manholes. Sewer maintenance consists
of cleaning sewer lines while in service with jet wash, hand rodding equipment, and bucket machines. Routine
' cleaning is performed to eliminate partial blockages in order 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 television inspections, line repairs and replacements, grouting, manhole repairs and
replacements, and sliplining. Good sewer maintenance and rehabilitation prevents many problems before
occurrence and prolongs the life of existing sewer lines. Lines which cannot be rehabilitated or are too small are
replaced.
The sewer system services the cities of Fayetteville, Farmington, Greenland, small parts of Johnson, a portion of
the growth area, and wholesale service to the City of Elkins with service to over 60,000 persons through over
24,500 connections.
Actual Budgeted Estimated Budgeted
' 1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 17.35 17.35 17.35 17.35
1
Program Expenditures
' Personnel Services $ 512,524 $ 566,440 $ 566,440 $ 606,614
Materials and Supplies 89,659 118,000 118,000 118,000
Services and Charges 458,433 484,095 475,412 485,456
Maintenance 9,810 14,000 10,000 11,000
Capital 0 10,000 10,000 0
Depreciation 786,145 940,354 940,354 1,021,794
$ 1,856,571 $ 2,132,889 $ 2,120,206 $ 2,242,864
Performance Measures
' Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
I1. Miles of Sewer Main 430 435 435 440
2. Number of Manholes 7,400 7,450 7,450 7,500
3. Number of Service Accounts 23,944 25,074 24,524 25,104
' Results
1. Sewer Line TV Inspected (Feet) 28,479 48,000 48,000 48,000
2. Sewer Lines Cleaned (Feet) 322,332 800,000 790,000 825,000
3. Sewer Line RepllSliplined (Feet) 718 4,000 4,100 4,000
4. Sewer Line Point Repairs 67 90 120 90
5. Manholes Repaired/Constructed 154 100 137 100
'6. Sewer Overflows 136 75 125 75
175
Public Works Department
Wastewater Treatment Division
Pollution Control Plant Program
Fund 5400 - Water & Sewer Program 5100
Pram Description.Objectives and Analysis:
This program captures the cost of operating the City's Wastewater Treatment Plant. The City has contracted with
Operations Management International, Inc. (OMI) to manage the facility for the City. OMI is responsible for odor
control mitigation measures and expanded maintenance on all of the City's lift stations.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Materials & Supplies
$ 2,441 $
3,004 $
3,004 $
3,004
Services and Charges
3,613,395
3,852,737
3,830,113
3,938,254
Maintenance
107,436
127,064
127,064
31,942
Capital
0
1,500
1,500
1,500
Depreciation
2,886,174
2,913,208
2,913,208
1,725,332
$ 6,609,446 $
6,897,513 $
6,874,889 $
5,700,032
2000 Capital Improvements Projects
14
12
10
8
6
4
2
0
1994
Upgrade/Replace Lift Stations - Maintenance $ 30,000
$ 30,000
Average Daily Influent
(Million Gallons)
1995 1996 1997 1998 1999 2000
- Average Daily Influent
176
1
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Public Works Department
Water & Sewer Maintenance Division
Capital Water Mains Program
Fund 5400 - Water & Sewer Program 5600
Progrnptpkscription, Objectives, and Analysis:
This program captures the costs of construction improvements to the water transmission and distribution system.
The system includes 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 earlier
and
were moved
forward into 1999. Water system
improvements
for 2000 are listed below.
Actual Budgeted
loos loon
Estimated Budgeted
1999 2000
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Materials and Supplies
$ 0 $
68 $
68 $
0
Services and Charges
156,882
194,011
194,011
1,000
Capital
2,788,549
6,840,291
6,840,291
976,000
$ 2,945,431 $
7,034,370 $
7,034,370 $
977,000
2000 Capital Improvements Program Projects:
Highway 62 West Water Line Replacement
36" Water Line Replacement and Protection
Water & Sewer Cost Sharing
$ 796,000
100,000
80,000
$ 976,000
177
Public Works Department
Water & Sewer Maintenance Division
Capital Expenditures Program
Fund 5400 - Water & Sewer Program 5610
Pro m Description. Objectives, and Analysis:
This 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 $5,000. Items included in this
program cost between $5,000 and $10,000.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Capital
$
11,894 $
31,785 $
30,544 $ 0
$
11,894 $
31,785 $
30,544 $ 0
Public Works Department
Water & Sewer Maintenance Division
Water & Sewer Connections Program
Fund 5400 - Water & Sewer Program 5620
ErQgram_Descxiption, Objectives. and Analysis:
This program captures the costs associated with making new service connections to the City's water distribution
and collection systems. The costs only include 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.
Program Staff
Full -Time Equivalent Positions
Estimated
1999
3.30
Program Expenditures
Personnel Services
$ 107,695 $
111,842 $
106,457 $
110,321
Materials and Supplies
45,940
56,000
50,000
50,000
Services and Charges
54,451
63,347
62,256
58,627
Maintenance
1,147
2,000
1,500
1,500
$ 209,233 $
233,189 $
220,213 $
220,448
Performance Measures
Actual Budgeted
Results
1. New Water Connections Made
2. New Sewer Connections Made
Budgeted
2000
180
140
Public Works Department
Water & Sewer Maintenance Division
Sewer Mains Construction Program
Fund
{a 5400 - Water & Sewer Program 5700
P_r.ogam Description, Objectives, and Analysis:
This program captures the costs associated with upgrading the City's sewer main collection system within the City
limits. The City has established an ongoing program to upgrade the sewer collection system. Funding for the
effort is from the Water & Sewer Fund and the Sales Tax Capital Improvements Fund. The system improvements
for 2000 are funded from the Water & Sewer Fund.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 3,708 $ 2,268,079 $ 2,268,079 $ 300,000
Capital 15,317 97,029 97,029 1,553,000
y IJ,VLJ y L,JVJ, I VO .p L,JVJ,, VV P I,OJJ,VVV
2000 Capital Projects:
Sanitary Sewer Rehabilitation $ 1,553,000
S.C.A.D.A. System Upgrade 300,000
$ 1,853,000
Public Works Department
Wastewater Treatment Division
Wastewater Treatment Plant Capital Program
Fund 5400 - Water & Sewer Program 5800
program Description. Objectives and Analysis.
This program captures the costs associated with upgrading fixed assets for the Wastewater Treatment Plant.
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Program Staff
Full -Time Equivalent Positions
0.00
0.00
0.00
0.00
Program Expenditures
Services and Charges
$ 169 $
200
$ 200
$ 0
Capital
180,190
4,522,061
4,522,061
77,000
$ 180,359 $
4,522,261
$ 4,522,261
$ 77,000
2000 Capital Improvements Projects
Plant Pumps and Equipment
Safety Equipment Improvements
Testing Equipment
Computer System Upgrade/Maintenance
S.M.S. Access Road Improvements
$ 50,000
5,000
9,000
8,000
c n n n
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Public Works Department
Water & Sewer Maintenance Division
Debt Service Program
Fund 5400 - Water & Sewer Program 6800
ProgramDescriptiQI. Qh c 'sues nalysis:
This program captures the costs associated with outstanding Water & Sewer Fund debt issues. The costs do not
address principal payments owed.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Debt Service $
759,063 $
745,792 $
682,373
$ 584,200
$
745,792 $
682,373
$ 584,200
759,063 $
Results
Principal Debt Outstanding
at Year End $ 12,430,000 $ 11,735,000 $ 12,200,000 $ 11,400,000
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Public Works Department
Solid Waste Division
Operations & Administration Program
Fund 5500 - Solid Waste
Program 5000
Program _Dea ri iin.Qbjectives, and Analysis
This program is responsible for the management of the Solid Waste Division. The division includes 45 employees
and a fleet of 40 units. The Environmental Affairs Administrator's responsibilities includes the management of all
employees and 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 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.
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Program Staff
Full -Time Equivalent Positions
5.00
5.00
5.00
6.00
Program Expenditures
Personnel Services
$ 271,184 $
278,913 $
230,563 $
370,946
Materials and Supplies
5,391
8,600
7,032
9,100
Services and Charges
406,531
454,224
392,764
518,029
Maintenance
4,836
7,100
7,100
5,600
Capital
5,828
11,900
10,606
14,900
Depreciation
3,204
11,200
11,200
15,540
$ 696,974 $
771,937 $
659265 $
934,115
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Programs Administered 5 5 5 5
Employees Supervised 39 43 44 43
Investigate/Resolve Citizen
Complaints and/or Requests 423 550 600 650
Results
% Complaints/Requests Resolved 100 100 100 100
% Program Objectives Met 85 85 95 95
New Programs Instituted 3 3 2 1
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Public Works Department
Solid Waste Division
Commercial Collections Program
Fund 5500 - Solid Waste
Program 5010
Program-Description_,_Qbjectiv_es and Analysis:
This program provides collection of commercial waste to 2,250 accounts each year. The commercial sector
produces approximately 23,500 tons of waste each year which accounts for 65% of the City's total waste stream.
The program provides collection of both commercial cart and dumpster accounts and 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.
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Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff
Full -Time Equivalent Positions 9.00 9.00 9.00 9.00
Program Expenditures
Personnel Services $ 276,642 $ 297,076 $ 297,076 $ 305,987
Materials and Supplies 1,733 5,000 4,475 5,000
Services and Charges 892,669 978,404 943,850 943,668 '
Maintenance 18,251 32,250 20,028 22,250
Capital 12,150 44,887 41,638 62,550
Depreciation 34,005 47,574 47,574 66,072
$ 1,235,450 $ 1,405,191 $ 1,354,641 $ 1,405,527 '
Performance Measures
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Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Commercial Accounts
2,123
2,200
2,180
2,250
Commercial Routes
5
5
5
5
Tons of Commercial Waste
22,356
24,200
23,000
23,550
Scheduled Collections/Year
169,943
202,400
174,500
180,000
Requests for Addtnl Pickups/Year
856
1,074
900
900
Results
Containers Sold/Leased
36/91
31/109
34/94
20/75
Transfer Station Cost per Ton
$27.20
$27.20
$28.20
$28.20
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Public Works Department
Solid Waste Division
Residential Collections Program
Fund 5500 - Solid Waste
Program Des ion. Ob ectiv_es. and Analysis:
This program provides efficient and safe collection of solid waste from each residence in the City. The program
provides waste collection to 16,376 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 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 items such as furniture, piles of 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
1998
1999
1999
2000
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
$ 355,133 $
383,362 $
332,404 $
324,554
Materials and Supplies
619
166,935
131,670
167,000
Services and Charges
585,954
621,106
558,532
565,383
Maintenance
22,226
27,500
24,472
26,702
Capital
4,309
1,150
1,000
4,150
Depreciation
800
1,371
1,371
2,100
$ 969,041 $
1,201,424 $
1,049,449 $
1,089,889
Performance Measures
Households Collected
Residential Routes
Tons of Waste Collected/Year
Number of Households/Route
Households Served/Day
Exemptions/Back-Door Service
Transfer Station Cost per Ton
Public Works Department ,
Solid Waste Division
Recycling Program
Fund 5500 - Solid Waste Program 5060
Program Description, Objectives, -and Analysis:
The purpose of this 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 provided are public education about hazardous waste, 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, a blue bag program, white ledger recycling,
and commercial cardboard recycling. These materials are collected and taken to the City's 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; and
interacting with the media. Businesses are assisted with the identification of materials, collection and preparation,
arrangements for marketing, and estimations of the costs relating to recycling materials.
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Program Staff I
Full -Time Equivalent Positions 10.00 10.00 10.00 12.00
Program Expenditures
Personnel Services $ 187,675 $ 310,637 $ 310,637 $ 360,783
Materials and Supplies 26,548 28,385 27,471 47,700 '
Services and Charges 236,167 299,717 299,717 318,894
Maintenance 14,953 22,800 10,732 15,850
Capital 324,811 146,628 83,055 217,100
Depreciation 108,519 123,670 111,642 138,775
$ 898,673 $ 931,837 $ 843,254 $ 1,099,102
Performance Measures
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Demand/Workload
Newspaper Recycled (Tons) 183 1,355 1,431 1,500
Glass Recycled (Tons) 37 430 439 450
Aluminum Recycled (Tons) 0 45 44 50
White Ledger Paper (Tons) 72 320 64 70
Mixed Paper Recycled (Tons) 33 50 191 200
Plastic Recycled (Tons) 14 225 109 125
Commingled Recycl Mtrls (Tons) 2,372 N/A N/A N/A
Drain Oil Recycled (Gallons) 1,250 1,300 1,125 1,200 ,
Cardboard 481 685 1,013 1,050
Results
Diverted from Landfill (Tons) 3,192 3,110 3,291 3,445
Landfill Costs Avoided $86,822 $89,724 $92,806 $97,149
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Public Works Department
Solid Waste Division
Composting Program
Fund 5500 - Solid Waste
Program 5070
Prsgram Descripti.4n, O_biectives and Analysis•
The purpose of this 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 the yardwaste
subscription program. The grass and leaves are moved into windrows for monitoring. The compost is finished in
approximately three months. Twice per year compost is distributed to citizens. The brush is ground into mulch in a
tub grinder and is distributed the public. All distributions are limited to Fayetteville residents and are on a
first -come, first -serve basis. Wood that is too large to grind is given away as firewood.
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Program Staff
Full -Time Equivalent Positions
4.00
4.00
4.00
4.00
Program Expenditures
Personnel Services
$ 105,439
$ 119,028 $
106,705 $
117,664
Materials and Supplies
2,345
2,450
1,450
3,050
Services and Charges
107,634
124,206
120,863
110,392
Maintenance
3,900
5,904
5,678
6,816
Capital
0
3,100
2,700
2,100
Depreciation
0
0
0
150
$ 219,318
$ 254,688 $
237,396 $
240,172
Performance
Measures
Actual
Budgeted
Estimated
Budgeted
1998
1999
1999
2000
Demand/Workload
Brush Received (tons)
569
539
568
575
Grass Received (tons)
38
48
54
55
Leaves Received (tons)
88
72
78
80
Results
Landfill Costs Avoided
$18,904
$18,584
$19,740
$20,000
Diverted from Landfill (tons)
695
659
700
710
Total Revenue
$54,344
$61,108
$62,494
$64,000
Compost Sold (Cu Yds)
1,030
1,246
1,200
1,250
Mulch Distributed (Cu Yds)
2,199
3,052
2,800
3,000
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CITY OF FAYETTEVILLE, ARKANSAS
CAPITAL IMPROVEMENTS PROGRAM
Since 1988, the City of Fayetteville has produced annually, a five-year Capital Improvements
Program (CIP). The CIP examines the infrastructure and capital needs of the City for the next five
years. The CIP is reviewed and updated as needed 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 2000 projects in the 2000-2004 CIP are included in the
2000 Budget.
The subsequent pages provide a summary of the 2000-2004 Capital Improvements Program listed
by fund and by project area, followed by a listing of the capital projects which the City plans for
2000. The 2000 projects are in accord with the 2000-2004 Capital Improvements Program document
with the following exceptions:
Bond Fund: The Wastewater Treatment Plant Expansion project ($3,300,000) has not been
included in this budget. The project will be added to the budget concurrent with the
awarding of engineering agreements and identification of a funding source for the project.
The engineering firms have been selected. The engineers and the City are in the process of
negotiating contracts.
Further information regarding the capital improvements project process and supporting details for
the specific projects is contained in the CIP document.
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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 may be 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, Shop, Water & Sewer, and Solid
Waste funds. 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 $5,000 are not considered capital and are funded through program
operating budgets. Projects that cost between $5,000 - $10,000 are handled through the budget
process. Attempts will be made to fund these capital items through operating funds. '
Projects in the CIP can include: '
• obligations for labor and materials and contractors involved in completing a project,
• acquisition of land or structures,
• engineering or architectural services, professional studies, or other administrative costs,
• expenses for City vehicles and equipment, and
• renovating or expanding City facilities, grounds, or equipment. I
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Project Cost Determination
All projects are first costed in current or 1999 dollars. Then a determination of the year the project
is expected to start is made. Finally, determination of the projected cost of the improvement is made
by referring to the "Project Cost Table" that provides the inflation multiplier to be used for the
project in the anticipated year.
Priority Selection of Projects
The adopted CIP will rely on priorities defined by the Mayor, City Council, Community, and City
staff. As always, criteria such as government imposed mandates, usefulness to the community, and
impact on operational expenses will be reviewed in establishing priorities. A priority ranking is
assigned to each project by year and by funding source. Projects for which no funding is projected
to be available will be placed on an "Unfunded Projects List" which will identify the cost of the
project in 1999 dollars. This list identifies the project as being viable, but one for which no funding
is presently available. Unfunded projects may be funded if actual revenue is above projected
revenue, if costs on funded projects is below budget, or if another funding source is identified.
The Parks & 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 2000 in the Shop Fund will
cost user divisions approximately $141,000 annually. The user divisions are charged monthly
replacement and maintenance charges. These charges help to escrow funds for replacement
units 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 TCA Cable Building Renovation Project will increase operational costs by $35,000
annually for additional utility and janitorial expenses.
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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 and uses for the CIP. 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 section 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 be denoted 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(s), 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
This section of the document contains all of the projects which are outside of the five
year plan. 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 1
significantly more project requests than resources available. This has resulted in an
extensive Unfunded Projects List totaling almost $72.2 million. All projects on this ,
list are considered to be viable projects for which no current funding exists.
Capital Improvement Policy ,
The 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:
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• The City will prepare a bi-annual update of a five year CIP which will provide for the orderly
maintenance, replacement, and expansion of capital assets.
' • The CIP will identify long range capital projects and capital improvements of all types,
which will be coordinated with the annual operating budget to maintain full utilization of
available sources.
' • When preparing the CIP, the City will seek to identify all viable capital projects and capital
improvements required during the subsequent five year period. These projects and
improvements will be prioritized by year and by funding source. Every attempt will be made
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.
• 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 on the establishment of projects and priorities from the public by
public hearings.
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CITY OF FAYETTEVILLE, ARKANSAS
CIP PROJECT COST TABLE
2000-2004
All capital project requests are first costed in 1999 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 all project categories.
Year
6%
Factor
2000
1.060
2001
1.124
2002
1.191
2003
1.262
2004
1.338
Example: A street project that cost $1,000,000 in 1999 dollars that is expected to be done in
2002 would use the inflation factor of 1.191. To get the expected cost of the project
in 2002 dollars multiply $1,000,000 by 1.191, which equals $1,191,000.
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Project Requests
Airport Fund
Parks Development Fund
Sales Tax Capital Improvements Fund
Shop Fund
Water & Sewer Fund
Bond Issue Fund
Community Dev. Block Grant Fund
General Fund
Off -Street Parking Fund
Solid Waste Fund
Unfunded Projects
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City of Fayetteville, Arkansas
2000 - 2004 Capital Improvements Program
Summary of Project Requests & Project Resources
By Fund - All Sources
2000
2001
2002
2003
2004
Total
$ 1,714,000 $
559,000 $
479,000 $
541,000 $
193,000 $
3,486,000
772,000
740,000
555,000
645,000
745,000
3,457,000
8,934,000
9,071,000
8,712,000
10,718,000
8,323,000
45,758,000
1,667,000
1,502,000
1,534,000
1,737,000
2,250,000
8,690,000
3,184,000
3,406,000
2,837,000
2,769,000
2,276,000
14,472,000
3,300,000
15,700,000
41,276,000
23,000,000
23,000,000
106,276,000
434,000
549,000
432,000
300,000
300,000
2,015,000
700,000
700,000
89,000
72,000
2,208,000
49,000
4,146,000
6,564,000
330,000
75,000
100,000
135,000
116,000
756,000
72,197,000
$_21,124,000 $_31.674,000 $_58,133,000 $_39.894.000 $_41,349,000 $_264,371000
Resources Available 2000 2001 2002 2003 2004 Total
Airport Fund $ 1,714,000 $ 559,000 $ 479,000 $ 541,000 $ 193,000 $ 3,486,000
Parks Development Fund 772,000 740,000 555,000 645,000 745,000 3,457,000
Sales Tax Capital Improvements Fund 8,934,000 9,071,000 8,712,000 10,718,000 8,323,000 45,758,000
Shop Fund 1,667,000 1,502,000 1,534,000 1,737,000 2,250,000 8,690,000
' Water & Sewer Fund 3,184,000 3,406,000 2,837,000 2,769,000 2,276,000 14,472,000
Bond Issue Fund 3,300,000 15,700,000 41,276,000 23,000,000 23,000,000 106,276,000
Community Dev. Block Grant Fund 434,000 549,000 432,000 300,000 300,000 2,015,000
' General Fund 700,000 700,000
Off -Street Parking Fund 89,000 72,000 2,208,000 49,000 4,146,000 6,564,000
' Solid Waste Fund 330,000 75,000 100,000 135,000 116,000 756,000
$ 21124000 $ 31674,000 $ 58,133,000 $_39,894,000 $ 41,349,000 $_192,174000
I
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1 195
Capital Improvement Projects
By Project Area - All Sources
2000 - 2004
(10.5%) Street
(1.0%) Community Development Block Grant (4.5%) Shop
(68.6%) Water & Sewer
Area
Airport
Bridge, Drainage, & Transportation
Community Development Block Grant
Parks & Recreation
Public Safety
Shop
Street
Water & Sewer
Other
City of Fayetteville, Arkansas
2000 - 2004 Capital Improvements Program
By Project Area - All Sources
Five Year Summary
2000 2001 2002 2003
Ft
iblic Safety
%) Bridge, Drainage, & Transportation
(2.9%) Other
(3.6%) Parks & Recreation
I
I
f
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2004 Total '
£ 1,714,000 $ 559,000 $ 479,000 $ 541,000 $ 193,000 $ 3,486,000
646,000 775,000 3,473,000 632,000 4,730,000 10,256,000
434,000 549,000 432,000 300,000 300,000 2,015,000
1,112,000 1,194,000 1,089,000 2,360,000 1,095,000 6,850,000
803,000 771,000 514,000 652,000 776,000 3,516,000
1,667,000 1,502,000 1,534,000 1,737,000 2,250,000 8,690,000
4,134,000 4,652,000 3,038,000 4,036,000 4,230,000 20,090,000
8,898,000 20,863,000 46,672,000 28,713,000 26,776,000 131,922,000
1,716,000 809,000 902,000 923000 999,000 5,349000
$ 21,124 000 $_3t674,000 $ 58 133.000 $_39,894,000 $ 41,349 000 $_192.174,000
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196 '
Capital Improvement Projects
Sales Tax Capital Improvements Funding
By Project Category
2000 - 2004
(7.4%) Parks & Recreation Improvements
(27.7%) Street Improvements
(1.4%) Transportation Imprc
(14.7%) In -House Street Improvements
%) Fire Safety Improvements
(6.7%) Bridge and Drainage
(1.9%) Library Improvements
er & Sewer Improvements
(8.2%) Other Capital Improvements
(3.0%) Police Safety Improvements
City of Fayetteville, Arkansas
2000 - 2004 Capital Improvements Program
Sales Tax Capital Improvements Funding
By Project Category
Project Category
2000
2001
2002
2003
2004
Total
Fire Safety Improvements
$ 359,000 $
602,000 $
337,000 $
343,000 $
480,000 $
2,121,000
Police Safety Improvements
444,000
169,000
177,000
309,000
296,000
1,395,000
Library Improvements
142,000
170,000
161,000
185,000
194,000
852,000
Parks & Recreation Improvements
340,000
454,000
534,000
1,715,000
350,000
3,393,000
Bridge and Drainage Improvements
435,000
575,000
1,132,000
450,000
450,000
3,042,000
In -House Street Improvements
1,191,000
1,262,000
1,339,000
1,419,000
1,505,000
6,716,000
Street Improvements
2,243,000
3,390,000
1,699,000
2,617,000
2,725,000
12,674,000
Transportation Improvements
122,000
128,000
133,000
133,000
134,000
650,000
Water & Sewer Improvements
2,414,000
1,757,000
2,559,000
2,944,000
1,500,000
11,174,000
Other Capital Improvements
1244000
564,000
641,000
603,000
689,000
3,741,000
$ 8 934 000 $
_9,071,000 $
8,712 000 $
_10,718,000 $
8,323,000 $_45,758000
197
City of Fayetteville. Arkansas
2000 - 2004 Capital Improvements Program
Comprehensive Detail
I
Snurca/fl vision
2000 2001
2002 2003
Airport Fund
Airport Improvements
Airport Ernest Lancaster Drive Extension
$ 487,000 $
$
$
Federal Grant & Local Matches
110,000
32,000
28,000
Professional Services
90,000
70,000
30,000
High Intensity Runway Lights
50,000
Pavement Maintenance & Rehabilitation
562,000
315,000
276,000
T -Hangar Unit Expansion
300,000
Individual Hangar
115,000
142,000
145.000
Pavement Maintenance
Airfield Marking
Total Airport Fund Projects
Parks Development Fund
Parks & Recreati0n.lmoroyements
Parks & Rec. Tennis/Basketball Surface Renovation
Wilson Park Improvements
Red Oak Park Development
Skate Park
Park Land Acquisition
Gary Hampton Softball Complex
Lake Fay Softball Complex Improvements
Bundrick Park Development
Park Trail Development
Lewis/Asbell Athletic Complex Development
Davis Park Improvements
Family Water Park
Bayard Park Development
Wildwood Park Development
Gordon Long Park Bridges
Crossover Park Development
Friendship Park Development
Total Parks Development Fund Projects
Sales Tax Capital Improvements Fund
Ere Safety Improvements
Fire Fire Apparatus Replacement- Reserve Pumper
Radio System Replacement
Facility Maintenance
Aerial Ladder Fire Apparatus - Replacement
Fire Station - #7 Escrow Funds
Fire Training Center
Police Radio System Replacement
Mobile Data System
Dictaphone Upgrade/Replacement
Radar Equipment Replacement
PCrremiinal - Upgrade/Replacements
Police Building Improvements
Specialized Police Equipment
City Jail Improvements
Evidence Storage Improvements
Public Safety Computer System Replacement
Dash Mounted Police Car Video Systems
Libraryr-Material Purchase& &.Irfonvements
Library Library Materials Purchases
Library HVAC Replacement & Improvement
2004 Total Request
$ $ 487,000
170,000
190,000
50,000
1,153,000
380,000 680,000
193,000 595,000
80.000 80,000
81,000 81,000
1,714.000 559,000 479,000 541.000 193.000 3,486,000
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260,000 260,000
244,000 60,000 304,000
45,000 45,000
75,000 75,000
53,000 55,000 94,000 50,000 95,000 347,000
95,000 95,000
250,000 250,000
55,000 55.000
380,000 40,000 100,000 175,000 695,000
241,000 241,000
120,000 120,000
395,000 395,000
50,000 50.000
50,000 50,000
100.000 100,000
345,000 345,000
30,000 30.000
772 740,000 555,000 645,000 745,000 3,457.000
212,000 212,000
127,000 127,000
20,000 20,000 20,000 20,000 20,000 100.000
562,000 562,000
20.000 317,000 323.000 82,000 742,000
378.000 378,000
359,000 602,000 337,000 343,000 480,000 2,121,000
287,000 287,000
42.000 10.000 30,000 82,000
39,000 39,000
11,000 11,000
20,000 15,000 11,000 10,000 56,000
30,000 20.000 65,000 201,000 316,000
15,000 10,000 47,000 15,000 87,000
114.000 114,000
54,000 54,000
309,000 309,000
40,000 40,000
444,000 169,000 177,000 309,000 296,000 1,395,000
142,000 160,000 161,000 175,000 194,000 832,000
10,000 10,000 20.000
142,000 170,000 161,000 185,000 194,000 852,000
Parks & Recreation I provements
Parks & Rec. Park Master Plan - City Wide 75,000 75,000
Babe Ruth Ballpark Improvements 107,000 107,000
Other Park Improvements 33.000 25,000 25.000 25,000 25,000 133,000
Lake Fayetteville/Sequoyah Improvements 75,000 75,000 100.000 75.000 200,000 525,000
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II
City of Fayetteville, Arkansas
2000 - 2004 Capital Improvements Program
Comprehensive Detail
' Source/Division Project 2000 2001 2002 2003 2004 Total Request
Gulley Park Tot Lot Playground 50,000 50,000
Gulley Park Pavilion and Parking Lot 314,000 314,000
Concession/Restroom Improvements 40,000 40,000
Lewis/Asbell Athletic Complex Development 249,000 249,000
Veterans Memorial Park Playground Replacement 60,000 60,000
Finger Park Improvements 75,000 75,000
Family Water Park 25.000 1,105,000 1,130,000
Athletic Complex Lighting Improvements 410,000 410.000
Parking Lot Improvements 100,000 100,000
Walker Park North Playground Replacement 100.000 100,000
Park Regulation Signs 25,000 25,000
340,000 454,000 534,000 1,715,000 350,000 3,393,000
Bridge and Drainage Imoroventents
Engineering Miscellaneous Drainage Improvements 305.000 250,000 325,000 300,000 300,000 1,480,000
Drainage Study and Phase II Stormwater Management 130,000 150,000 200,000 150.000 150,000 780,000
Stone Bridge Road - Street & Drainage Improvements 175,000 175,000
Lake Sequoyah Bridge Improvements 250,000 250,000
Dead Horse Mountain Road - Bridge Cost Sharing 357,000 357,000
435,000 575,000 1,132,000 450,000 450,000 3,042,000
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In -House Street & Sidewalk Imorov m nt=
Public Lands Sidewalk Improvements 298,000 315.000 335,000 355,000 377,000 1,680,000
Street Pavement Improvements 893,000 947,000 1,004,000 1,064,000 1.128,000 5,036,000
1,191,000 1,262,000 1,339,000 1,419,000 1,505,000 6,716,000
Street Imorovenrents
Engineering Street ROW/Intersection/Cost Sharing Improvements
& Street Hollywood Street - 6th & Sang Avenue Intersection
Sixth Street Improvements
Maple Street I Arkansas Avenue Intersection
Steele Property - Street Improvements
Old Missouri Road - Mud Creek to Stubblefield
Kings Drive Reconstruction
Gregg Avenue - Highway 71 to Mud Creek Bridge
Cleveland Street Improvements - Leverea to Hall
Joyce - East of Highway 265 to City Limits
West View Drive Reconstruction
Hyland Park Partial Reconstruction
Old Missouri Road - Stubblefield to Rolling Hills
Old Missouri Road - Rolling Hills to Old Wire
Old Wire Road - Township to Highway 45
Gregg Avenue Extension - Dickson to North
Shiloh Drive Extension
Old Missouri Road - Joyce to Mud Creek
II r. .er r u•.A'L'1n1'4iIfl
Traffic Traffic Signal Improvements 93.000 98,000 101,000 100,000 110.000 502,000
M.U.T.C.D. Sign Material 29,000 30,000 32,000 33,000 24,000 148,000
122,000 128,000 133,000 133.000 134,000 650.000
WateL&.Sewer Improvements
Water/Sewer& Garland Avenue - Water/Sewer Relocations 540,000 540,000
Engineering Ark. Research & Technology Park - W/S Improvements 570.000 570,000
Water and Sewer Operations/Services Center 1,304,000 1,304,000
Sanitary Sewer Rehabilitation 1,094,000 1,500,000 1,500,000 1,500,000 5,594,000
Gregg Water/Sewer Relocations -71 to Mud Creek 663,000 663,000
Razorback Road - Water/Sewer Relocations 1,059,000 613.000 1,672,000
Hyland Park Elevated Water Storage Tank 831,000 831,000
2,414,000 1,757,000 2,559.000 2,944,000 1,500,000 11,174,000
150,000
150,000
150,000
150,000
150,000
750,000
418,000
418,000
1,300,000
1,300,000
75,000
75,000
300,000
300,000
1.500,000
1,500,000
562,000
562,000
380,000
380,000
798,000
798,000
500,000
500,000
195,000
195,000
328.000
328,000
526.000
526,000
513,000
513,000
1,385,000
1.385,000
569,000
931,000
1,500,000
827,000
827,000
817,000
817,000
2,243,000
3,390,000
1,699,000
2,617,000
2,725,000
12,674,000
Animal Serv. Animal Shelter Roof Replacement
Kennel Cage Doors - Woven Wire Replacement
Bud. & Research Impact Fee Study - City Wide
Building Maint. TCA Cable Building Renovation
' Building Improvements
Cable Admin. P.E.G. Television Center - Equipment
City Wide Radio System Replacement
I
20,000 20,000
12,000 13,000 25,000
40,000 40,000
275,000 275,000
165,000 185.000 205,000 225,000 780.000
49,000 49,000 46,000 51,000 61,000 256,000
370,000 370.000
' 199
City of Fayetteville, Arkansas
2000 - 2004 Capital Improvements Program
Comprehensive Detail
Source/Division Project 2000 2001 2002 2003 2004 Total Request
Information Tech. Microcomputer Replacements 33,000 35,000 38,000 38,000 38.000 182.000
Geographic Information System 117.000 120,000 140,000 200.000 260,000 837,000
Software Upgrades - City Wide 40,000 40,000
Printer Replacements 25,000 30,000 30,000 30,000 35,000 150.000
High Speed Data Transmission Network 60,000 60,000
Local Access Network (LAN) Upgrades 60,000 60,000
AS/400 Minicomputer System Upgrades 75,000 75,000
Inspections Automated Inspection Request System 40.000 40.000
Mayor's Admin. Economic Development Matches 75,000 75.000
Public Lands Forestry Program 60,000 63,000 67.000 66,000 70,000 326,000
Street Work Order System 100,000 30,000 130,000
1,244,000 564,000 641,000 603,000 689,000 3,741,000
Total Sales Tax Capital Improvements Fund Projects 8.934 000 9.071 000 8 OW 10.718 000 8,323,000 45,758.000
Shop Fun
Vehicles.& Equipment
Fleet Opers. Police/Passenger Vehicles - Repl / Exp 329,000 322,000 322,000 368,000 368,000 1,709,000
Fire Vehicles/Equipment -Replacement 60,000 30,000 90,000
Sanitation Vehicles/Equipment - Repl / Exp 553,000 120.000 125.000 695,000 797,000 2,290,000
Light/Medium UtilityVehicles - Repl I Exp 189.000 187,000 415,000 304,000 188,000 1,283,000
Mediurn/Heavy Utility Vehicles - Repl / Exp 168.000 101,000 142,000 172,000 583,000
Back Hoe/Loaders - Repl / Exp 171,000 114,000 159,000 95,000 384,000 923,000
Tractor/Mower - Repl I Exp 154,000 196,000 119,000 58,000 527,000
Other Vehicles/Equipment - Repl/Exp 43,000 248,000 252,000 45,000 137,000 725,000
Construction Equipment - Exp 184,000 376.000 560.000
Total Shop Fund Projects 1,667.000 1.502 000 1.534 000 1 737 000 2,250,000 8,690.000
Water & Sewer Fund
Was toWater TfeatmenUmprovements
W.W.T.P. Safety Equipment Improvements 5,000 6,000 6,000 6,000 6,000 29.000
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
107,000 179,000 181,000 181,000 181,000 829,000
Water &_Seweflmprovements
Water/Sewer & S.C.A.D.A. System Upgrade 300,000 150,000 450,000
Engineering Water and Sewer Cost Sharing 80,000 150,000 180.000 150,000 150,000 710,000
36" Water Line Replacement and Protection 100,000 550,000 650,000
Sanitary Sewer Rehabilitation 1,553.000 275,000 1,828,000
Highway 62 West - Water Line Replacement 796,000 796,000
Mount Sequoyah Water/Sewer System Upgrade 405.000 1,995,000 2,400,000
North College Water Line - Township to Sycamore 949,000 949.000
East Ridgeway - Water Line Extension 300,000 300,000
Hinkle Mobile Home Park - Water Line Replacement 180,000 180,000
South School Water Line Replacement 180,000 180,000
Huntsville Road - Water Line Replacements 761,000 761,000
Highway 16 E. Water Line - Crossover to Van Moose 1,232,000 170,000 1,402,000
North College Water Line - Millsap to Rolling Hills 615,000 615,000
Gregg Avenue 18" Water Line - Township to Sycamore 811,000 811,000
Sang Avenue Water Line - Deane to Lawson 70,000 70,000
2,829,000 2,959,000 2,355,000 2,143,000 1,816,000 12,102,000
Water & SewLSe!yices Improvements
WIS Services Water Meters 215,000 253,000 285.000 302,000 261,000 1,316,000
Backfow Prevention Assemblies 13,000 15,000 16.000 17,000 18,000 79,000
Cash Register Replacement 20,000 20,000
Water & Sewer Rate/Operations Study 126.000 126,000
248,000 268,000 301,000 445,000 279,000 1,541,000
Total Water & Sewer Fund Projects 3,184,000 3,406,000 2,837.000 2,769,000 2 276 000 14.472 000 '
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200 '
City of Fayetteville. Arkansas
2000- 2004 Capital Improvements Program
Comprehensive Detail
SourcelDivision Project
2000
2001
2002
2003 2004
Total Request
Bond Fund
Water & Sew erimpmvements
Water/Sewer & Wastewater Treatment Plant Expansion
3.300,000
3.200,000
37,300.000
23,000,000 23,000.000
89.800.000
Engineering Lift Station 21 - Force Main Replacement/Lining
3,016,000
3,016,000
15th Street Sewer Transmission Line Replacement
960,000
960.000
W.W.T.P. Sludge Dewatering / Drying System
12,500,000
12,500.000
Total Bond Fund Projects
3300000
15,700,000
41.276,000
23.000.000 23000000
1062760`
Community Development Block Grant Fund
Community Development Improvements
C.D. Project for Family Violence - Expansion
104,000
104,000
Southeast Community Center -Addition
120,000
148,000
132,000
400,000
Abilities Unlimited - Land Acquisition
95.000
95,000
Sage House
75.000
50,000
125,000
Trolley - Southern Route Expansion
40,000
40,000
Walker Park Senior Complex
351,000
351,000
Community Development Projects
300,000
300.000 300,000
900,000
Total Community Development Block Grant Fund Projects
434.000
549,000
432,000
300000 300,000
20,_15000
General Fund
Street
Engineering Ark. Research & Technology Park - Streets
Total General Fund Projects
Off -Street Parking Fund
OlfStreet Park1ng Improvements
Parking Enf. Parking Lot Overlays
11,000
32,000
13,000
24,000
6.000
86,000
Gated Parking Conversion
13,000
15.000
28.000
Parking Deck Rehabilitation
35,000
25,000
25,000
25,000
25,000
135.000
Parking Garage(s)
30,000
2,170.000
4,115.000
6.315.000
Total Off -Street Fund Projects
89 000
72,000
2.208 000
49,000
4.146 000
6564000
Solid Waste Fund
Sold Wasteimprovements
Solid Waste Solid Waste Rate Study
35,000
20.000
55,000
City Wide Waste Audit
35,000
35,000
70,000
Dumpster Lease Program
40,000
30,000
25,000
50,000
31,000
176,000
Commercial Cart Program
20.000
20,000
40.000
Container Maintenance Building
200,000
200.000
Collection Bins - Curbside
10,000
10,000
20.000
Curbside Recycling Improvements
25,000
25,000
20,000
70.000
Roll -Off Containers
10,000
10,000
20,000
Composting Site Improvements
50.000
35,000
20,000
105.000
Total Solid Waste Fund Projects
330,000
75.000
100,000
135,000
116,000
756,000
PJ9jects By Fund - All SQu j es
Airport Fund
1,714,000
559,000
479,000
541,000
193,000
3,486,000
Parks Development Fund
772,000
740,000
555,000
645,000
745,000
3,457,000
Sales Tax Capital Improvements Fund
8,934,000
9,071,000
8,712,000
10,718,000
8,323,000
45,758,000
Shop Fund
1,667.000
1,502,000
1,534,000
1,737,000
2.250.000
8,690.000
Water & Sewer Fund
3,184,000
3,406,000
2,837,000
2,769.000
2,276,000
14,472.000
Bond Fund
3,300,000
15,700,000
41,276,000
23,000,000
23.000,000
106,276,000
Community Development Block Grant Fund
434,000
549,000
432,000
300,000
300,000
2,015,000
General Fund
700,000
700,000
Off -Street Parking Fund
89,000
72,000
2,208,000
49,000
4,146,000
6,564,000
Solid Waste Fund
330,000
75,000
_. 100,000
135,000
116.000
756,000
$21,124,000 $ _31,674,000 $_58,133,000$ 39894000 $_4U4.000 $192.1 000
201
City of Fayetteville, Arkansas
2000 Capital Budget
Fund / Program / Category Project Title 2000 Budget
Gvn-eral_F_u nd_{L0.14)
6600 Miscellaneous Program Ark. Research & Technology Park - Streets 700,000
700,000
Off -Street Parking Fund (2134)
9130 Off -Street Parking Expense Gated Parking Conversion 13,000
Parking Deck Rehabilitation 35,000
Parking Garage(s) 30,000
Parking Lot Overlays 11,000
89,000
Community Development Block Grant Eund (2180)
4960 Community Development Pub. Services Trolley - Southern Route Expansion 40,000
4990 Community Development Capital Abilities Unlimited - Land Acquisition 95,000
Project for Family Violence - Expansion 104,000
Sage House 75,000
Southeast Community Center - Addition 120,000
434,000
Parks Development itn_tL2250)
9250 Parks Development Capital Gary Hampton Softball Complex 95,000
Park Land Acquisition 53,000
Red Oak Park Development 45,000
Skate Park 75,000
Tennis/Basketball Surface Renovation 260,000
Wilson Park Improvements 244,000
772,000
Sales Tax Capital Improvements Fund (4470)
Fire Safety Improvements Facility Maintenance 20,000
Fire Apparatus Replacement - Reserve Pumper 212,000
Radio System Replacement 127,000
359,000
Police Safety Improvements Dictaphone Upgrade/Replacement 39,000
Mobile Data System 42,000
PC/Terminal - Upgrade/Replacements 20,000
Police Building Improvements 30,000
Radar Equipment Replacement 11,000
Radio System Replacement 287,000
Specialized Police Equipment 15,000
444,000 '
Library Material Purchases & Improvements Library Materials Purchases 142,000
142,000
Parks and Recreation Improvements Babe Ruth Ballpark Improvements 107,000
Gulley Park Tot Lot Playground 50,000
Lake Fayetteville/Sequoyah Improvements 75,000
Other Park Improvements 33,000
Park Master Plan - City Wide 75,000
340,000
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City of Fayetteville, Arkansas
2000 Capital Budget
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Fund / Program / Category
Title
2000 Budget
Bridge and Drainage Improvements
Drainage Study and Phase II Storrnwater Management
130,000
Miscellaneous Drainage Improvements
305,000
435,000
In -House Street & Sidewalk Improvements
Pavement Improvements
893,000
Sidewalk Improvements
298,000
1,191,000
Street Improvements
Hollywood Street - 6th & Sang Avenue Intersection
418,000
Maple Street / Arkansas Avenue Intersection
75,000
Sixth Street Improvements
1,300,000
Steele Property - Street Improvements
300,000
Street ROW/Intersection/Cost Sharing Improvements
150,000
2,243,000
Transportation Improvements
M.U.T.C.D. Sign Material
29,000
Traffic Signal Improvements
93,000
122,000
Water and Sewer Improvements
Ark. Research & Technology Park - W/S Improvements
570,000
Garland Avenue - Water/Sewer Relocations
540,000
Water and Sewer Operations/Services Center
1,304,000
2,414,000
Other Capital Improvements Economic Development Matches
75,000
Forestry Program
60,000
Geographic Information System
117,000
High Speed Data Transmission Network
60,000
Impact Fee Study - City Wide
40,000
Microcomputer Replacements
33,000
Printer Replacements
25,000
P.E.G. Television Center - Equipment
49,000
Radio System Replacement
370,000
Software Upgrades - City Wide
40,000
TCA Cable Building Renovation
275,000
Work Order System
100,000
1,244,000
W- ter & SewercIund (5400)
1820 Meter Operations Cash Register Replacement 20,000
Water Meters 215,000
235,000
1830 Meter Maint. & Backflow Prevention Backflow Prevention Assemblies 13,000
13,000
5100 WWTP Operations Upgrade/Replace Lift Stations 30,000
30,000
5600 Capital Water Mains 36" Water Line Replacement and Protection 100,000
Highway 62 West - Water Line Replacement 796,000
Water and Sewer Cost Sharing 80,000
976,000
5700 Sewer Mains Construction Sanitary Sewer Rehabilitation 1,553,000
S.C.A.D.A. System Upgrade 300,000
1,853,000
IT
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City of Fayetteville, Arkansas
2000 Capital Budget
Fund / Program / Category Project Title 2000 Budget
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
77,000 ,
tflIfltW!flri'iu.I't4tIII)]
5000 Operations & Administration City Wide Waste Audit 35,000
Solid Waste Rate Study 35,000
70,000
5010 Commercial Collections Commercial Cart Program 20,000
Dumpster Lease Program 40,000
60,000
5060 Recycling Container Maintenance Building 200,000
200,000
Airpirt Fund15554) '
3960' Airport Capital Ernest Lancaster Drive Extension 487,000
Federal Grant & Local Matches 110,000
High Intensity Runway Lights 50,000
Individual Hangar 115,000
Pavement Maintenance & Rehabilitation 562,000
Professional Services 90,000
T -Hangar Unit Expansion 300,000
1,714,000
Shop Fund (9700)
1920 Fleet Operations Capital Back Hoe/Loaders - Repl / Exp 171,000
Fire Vehicles/Equipment - Replacement 60,000
Light/Medium Utility Vehicles - Repl / Exp 189,000
Medium/Heavy Utility Vehicles - Repl / Exp 168,000
Other Vehicles/Equipment - Repl / Exp 43,000
Police/Passenger Vehicles - Repl / Exp 329,000
Sanitation Vehicles/Equipment - Repl / Exp 553,000
Tractor/Mower - Repl / Exp 154,000
1,667,000
Band1und reposed)
Wastewater Expansion Capital Wastewater Treatment Plant Expansion 3,300,000
3,300,000 ,
Total Capital Improvements Program - 2000 Projects $ 21,124,000 '
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City of Fayetteville's Debt Position
The City of Fayetteville has established a practice and policy of paying for all capital projects and capital
improvements on a pay-as-you-go basis using current revenues, whenever possible. If a project or
improvement is of sufficient size and need that it cannot be financed with current revenues, long-term
debt will be recommended. The basis for this policy is that the City has maintained a commitment to
infrastructure improvement and maintenance. The City also considers the cost versus the benefits of
debt financing. 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, its useful life, and current and future revenues available to provide debt service. Existing
debt service requires resources from both general governmental resources and enterprise fund resources.
Bond Ratings
The City's debt policy says that the communications will be maintained with the bond rating agencies
and that the City will continue to strive for improvements in the City's bond rating. Such
communications are vitally important due to the fact that, generally speaking, the higher rating a city has
the lower the interest rate that must be paid. As such, the City will periodically confer with the rating
agencies to update them on the financial status of the City.
The two major investment services for bond ratings are Standard & Poor's Corporation and Moody's
Investor Service. The following schedule briefly describes the ratings provided by the respective
agencies for municipal bonds.
Moody's and Standard & Poor's Credit Ratings for Municipal Bonds
Ratings
Moody 's Standard & Poor's
Aaa AAA
Aa AA
A-1 A
A
Baa-I BBB
& Baa
Ba and BB and
lower lower
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.
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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 a one 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 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 the 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, 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 1998: 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 turnback 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.
Water & Sewer System Refunding, Series 1999: 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 1992 water and sewer system bonds. The refunding is projected to save the City
approximately $600,000 in interest expense over the remaining life of the bonds. The bonds are rated
"A-1" by Moody's and "A" by Standard and Poor's. The original issue amount was $8,365,000.
206 '
City of Fayetteville, Arkansas
Bonds Outstanding
December 31, 1999
Outstanding
Bond Due Interest
Description Issue Dates Rates Amount
General Obligation Bonds
Sales Tax Capital Improvements - WAC 1997 1998-2005 4.15-4.65% $ 2,015,000
Revenue Bonds
Water & Sewer System
1994
1997-2008
4.90-6.00%
3,935,000
Hotel & Restaurant Gross Receipts
Tax Refunding
1995
1996-2004
4.75-5.25%
1,630,000
Hotel & Restaurant Gross Receipts
1998
1999-2015
3.50-4.80%
6,835,000
Water & Sewer System Refunding
1999
1999-2012
3.60-4.45%
8,265,000
20,665,000
$
22,680,000
2000 Debt Service Payment Schedule
Bond
Description Issue Principal Interest
General Obligation Bonds
Total
Sales Tax Capital Improvements - WAC 1997 $ 315,000 $ 90,705 $ 405,705
Revenue Bonds
Water & Sewer System
Hotel & Restaurant Gross Receipts
Tax Refunding
Hotel & Restaurant Gross Receipts
Water & Sewer System Refunding
Total Debt Service Payments
1994 350,000 223,625 573,625
1995 295,000 83,878 378,878
1998 70,000 301,648 371,648
1999 450,000 336,883 786,883
1,165,000 946,034 2,111,034
$ 1,480,000 $ 1,036,739 $ 2,516,739
207
City of Fayetteville, Arkansas
Computation of Legal Debt Margin
December 31, 1999
eneral.Qbligation_D_ebt
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
0
60
40
20
0
1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999
- Net Bonded Debt O Debt Limit
$ 2,015,000
236,279
$ 544,452,000
108,890,400
1,778,721
$ 107,111,679
Debt Applicable to Debt Limit 1986-1999
Entemrise_Fund Debt (Re_venue Bond Debt)
Enterprise fund debt is established by the cash flow for each enterprise fund. For example, the 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
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City of Fayetteville, Arkansas
Debt to Maturity Schedule
December 31, 1999
Maturity
Beginning
Annual Debt
Remaining
Year
Balance Principal
Interest Requirement
Balance
1999
$ 23,815,000 $
1,135,000 $
820,368 $
1,955,368 $
22,680,000
2000
22,680,000
1,480,000
1,036,738
2,516,738
21,200,000
2001
21,200,000
1,545,000
971,628
2,516,628
19,655,000
2002
19,655,000
1,620,000
902,275
2,522,275
18,035,000
2003
18,035,000
1,690,000
828,595
2,518,595
16,345,000
2004
16,345,000
1,775,000
750,360
2,525,360
14,570,000
2005
14,570,000
1,765,000
666,555
2,431,555
12,805,000
2006
12,805,000
1,535,000
585,480
2,120,480
11,270,000
2007
11,270,000
1,610,000
514,480
2,124,480
9,660,000
2008
9,660,000
1,690,000
438,820
2,128,820
7,970,000
2009
7,970,000
1,195,000
358,428
1,553,428
6,775,000
2010
6,775,000
1,245,000
307,683
1,552,683
5,530,000
2011
5,530,000
1,300,000
253,900
1,553,900
4,230,000
2012
4,230,000
2,155,000
196,443
2,351,443
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
$
23,815,000 $
8,834,071 $
32,649,071
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City of Fayetteville
Organizational Chart
211
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Officials of the City of Fayetteville, Arkansas
Elected Officials
Fred Hanna Mayor '
Robert Reynolds Ward 1, Position I
Ron Austin Ward 1, Position 2
Cyrus Young Ward 2, Position I
Kyle Russell Ward 2, Position 2
Trent Trumbo Ward 3, Position I
Bob Davis Ward 3, Position 2
Kevin Santos Ward 4, Position I
Heather Daniel Ward 4, Position 2
Jerry Rose City Attorney
Heather Woodruff City Clerk/Treasurer
Rudy Moore Municipal Judge
Department Directors
Mickey Jackson Fire Chief
Nancy Hendricks Assistant to the Mayor
Alert Little Economic Development Director
John Maguire Administrative Services Director
Charles Venable Public Works Director
Richard Watson Police Chief
Management Staff
Accounting Manager Marilyn Cramer Inspections Director Bert Rakes
Airport Manager Dale Frederick Internal Auditor/Grant Acct. Yolanda Fields
Animal Services Director Olivia Hom Landscape Administrator Kim Hesse
Asst. Public Works Director Don Bunn Municipal Court Head Clerk Dena Stockalper
Budget Manager Stephen Davis Parks & Rec. Superintendent Connie Edmonston ,
Cable Administrator Marvin Hilton Personnel Director Don Bailey
City Engineer Jim Beavers Purchasing Officer Peggy Vice '
City Planner Tim Conklin Sidewalk & Trails Coordinator Chuck Rutherford
City Prosecutor Casey Jones Square Garden's Manager Susan Ferrall
Community Dev. Director Vacant Street Superintendent Randy Allen
Dispatch Manager Kathy Stocker Traffic Superintendent Perry Franklin
Information Tech. Manager Scott Huddleston Utilities Manager Sharon Crosson
Environmental Affairs Admin. Cheryl Zotti Water & Sewer Services Supt. Vacant
Facilities Superintendent Harold Dahlinger Water & Sewer Maint. Supt. David Jurgens
Fleet Operations Supt. William Oestreich
212 '
City of Fayetteville, Arkansas
Personnel Summary
Full Time Equivalent Basis
1997
1998
1999
2000
Department
Employees
Employees
Employees
Employees
General Government
37.80
38.30
36.75
35.00
Administrative Services
104.30
109.80
116.30
121.80
Police
123.63
126.63
139.63
140.63
Fire
76.00
85.00
85.00
86.00
Public Works
202.76
215.76
221.01
230.00
Total
544.49
575.49
598.69
613.43
• NOTE: City Council position approvals during 1999: February 16, 1999 - one School Resource Officer; April 6,
1999 - one Police Sergeant, one Police Officer, and one Dispatcher; October 5, 1999 - three Dispatch
Trainer positions.
Personnel Summary
by Year
600
0
m
m
E 400
E
w
200
n
250
200
m 150
O
O
E
w 100
M
1997 1998 1999 2000
Year
- Total Employees
Total Employees by Department
Full Time Equivalent Basis
General Government Police
Administrative Services Fire
O 1997 • 1998 fl1999 •2000
Public Works
213
Division
Airport
Animal Services
Administrative Services
Cable Administration
City Prosecutor
Community Development/
Parking Management
Economic Development
Engineering
Fire Department
Fleet Operations
Information Technology
Inspections
Parks & Recreation
Police Department
Public Works Director
Solid Waste
Street
Utility Management
Water & Sewer Services
CITY OF FAYETTEVILLE
PERSONNEL VARIATION SUMMARY
I
Additions Deletions
1.00 Marketing/Development Coord.'
1.00 Operations Supervisor'
1.00 Secretary'
2.00 Custodian/Maint. Worker'
1.00 Veterinarian 2
0.50 Animal Caretaker 2
1.00 Asst. to Admin. Svcs. Director'
0.25 Associate Producer°
1.00 Deputy City Prosecutor
0.50 Gym Supervisor/ Parking
Enforcement Officer 6
1.00 Economic Dev. Director' '
1.00 Secretary'
1.00 Staff Engineer' ,
1.00 Surveyor'
1.00 Programmer/Analyst9 '
1.00 Equipment Maint. Worker10
1.00 Equipment Mechanic 1110
1.00 Programmer/Analyst"
1.00 Property & SignInspector12
0.50 Program Assistant" 1.00 Youth Center Director13
1.25 PT Concession Workers" 1.00 Senior Program Coordinator"
0.24 Concession Manager13
1.00 Landscape Maint.Worker'3
1.00 Maintenance Worker II"
1.00 School Resource Officer1° I
1.00 WWTP Exp. Project Manager's
1.00 Recycling Vehicle Operator16
1.00 Solid Waste Educator16
1.00 Maintenance Worker III" ,
1.00 Utilities Manager"
1.00 Clerk Cashier19 0.50 Special Projects Analyst19
23.24 Total Additions (8.50) Total Deletions
14.74 Net Additions
214 1
NOTES TO THE PERSONNEL VARIATION SUMMARY
1) A Marketing/Development Coordinator position, an Operations Supervisor position, a
secretary position and two Custodian/Maintenance Worker positions are being deleted.
These positions were funded in the Airport Fund.
2) A Veterinarian is added in the Animal Shelter Program. The veterinarian was budgeted in
1999 as a contract veterinarian in the Animal Shelter program. The City was not successful
in obtaining a contract veterinarian. A 0.50 Animal Caretaker is added in the Animal Shelter
Program. These positions are funded in the General Fund.
3) An Assistant to the Administrative Services Director position is deleted in the Administrative
Services Director Division. The position was funded in the General Fund.
4) Funding to increase a part time Associate Producer to full time is included in this budget.
The position is funded in the General Fund.
5) A Deputy City Prosecutor position is being added to assist the City Prosecutor. The trial
caseload for the City Prosecutor has increased requiring an additional prosecutor.
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. The
position also performs parking enforcement duties.
7) An Economic Development Director position and a Secretary position are being added in the
Economic Development Department. These positions are funded in the General Fund.
8) A Staff Engineer is included in this budget. The additional engineer is being added to begin
work on the City's compliance with Phase II Stormwater Management requirements. A
Surveyor position is being added. The additional surveyor is being added to perform survey
work on capital improvements. The work is currently performed by contract consultants.
These positions will be funded with project funding in the Sales Tax Capital Improvement
Fund.
9) A Programmer/Analyst is being added to the Fire Department. The position will provide
computer support (AS\400, local area and wide area networks, and mobile data terminals)
for the Fire Department and is funded in the General Fund.
10) An Equipment Maintenance Worker and an Equipment Mechanic II are added in this budget.
These positions were added to provide additional preventative maintenance for the City fleet.
These positions are funded in the Shop Fund and are a reallocation of positions deleted from
the Airport.
215
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NOTES TO THE PERSONNEL VARIATION SUMMARY (continued)
11) A Programmer/Analyst is being added to the Information Technology Division. The position
will provide computer support (AS\400, local area networks and wide area networks) City
wide and is funded in the General Fund and is a reallocation of the Assistant to the
Administrative Services Director position.
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12) A Property/Sign Inspector is being added to the Inspections Division. The position is funded
in the General Fund.
13) Funding to increase a part time Program Assistant to full time is included in this budget, 1.25
part time Concession Workers, a 0.24 part time Concession Manager, a Landscape
Maintenance Worker, and a Maintenance Worker 11 are being added to this budget. These
positions are added to assist with the increased workload associated with opening the Gary
Hampton Softball complex and park development projects. These positions are funded in the
General and Parks Development Funds. Additionally, two Youth Center Recreation
positions are deleted and the funding has been transferred to the Youth Center.
14) A School Resource Officer is being added to the Police Department in this budget. The
School Resource Officer is partially funded with grant funds. The positions is funded in the
General Fund.
15) A Wastewater Treatment Plant Expansion (WWTP) Project Manager is being added in this
budget. The WWTP Project manager is budgeted in the Water & Sewer Fund.
16) A Recycling Vehicle Operator and a Solid Waste Educator are added in this budget. The
Recycling Vehicle operator is added for the recycling route expansion. The Solid Waste
Educator will provide support for the curbside recycling program, the apartment recycling
program, and assist with residential collection program changes.
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17) A Maintenance Worker position is added in this budget in the Street Division. The position
is funded in the Street Fund.
18) A Utilities Manager is added in this budget in the Utilities Management Division. The
position is funded in the General Fund and is a reallocation of a position deleted in the
Airport.
19) A Clerk Cashier position is added in this budget. The position is funded in the Water &
Sewer Fund and is a reallocation of a position deleted from the Airport. Also, a Special
Projects Analyst position has been deleted in this budget. The position was funded in the
General Fund.
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216
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 1
host to both the Confeder-
ate and Union Troops dur-
ing the Civil War (1861-
65), Fayetteville survived 1
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.
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 increase is
almost 70%. Based on the
ville j 1990 Census, Fayetteville
/ is the fifth largest city in
Arkansas. For an idea of Fay-
etteville'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
Improvements Program, a 5 -year plan updated
I
and revised as needed 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 middle schools, two junior -
high schools, and two high schools. There are
also private and parochial schools and facilities
for developmentally -disabled children in the
City.
TRANSPORTATION
The opening of the new I-540 highway 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 21" Century. Other
available ground transportation in the area
includes rail -freight service through the Arkan-
sas & Missouri Railroad, daily bus service
through Jefferson Bus Lines, and a number of
excellent motor -freight carriers. In addition to
ground transportation, the region offers excel-
lent air -passenger service at the new Regional
Airport which opened in November 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.
Realizing that the area's natural beauty is an
asset which encourages both growth and tour -
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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
currently provides the wastewater treatment
needs of the community. In 1997, a compre-
hensive sewer system study was completed that
recommended upgrading our existing plant or
constructing a new plant to serve the western
part of the City. Land has been purchased for
the new wastewater treatment plant and an
engineering firm has been selected. In 1996, a
new state-of-the-art Solid Waste Transfer
Station and Recycling Facility went into opera-
tion and was designed to meet solid waste
needs well into the future. The City already
had one of the most effective recycling pro-
grams in the State, and the new facility will
allow for even more effective recycling man-
agement.
OTHER EVENTS AFFECTING THE
FUTURE
• 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 "Lights of the Ozarks Festival" has
enjoyed seven 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.
• Construction is proceeding on the new Town
Center/Exhibit Hall. Completion is expected
during the second quarter of 2001.
• A successful grant application to Southwest-
ern Bell Telephone Company resulted in the
installation of a $610,000 "Fiber Optics
Hub" in the planned Arkansas Research &
Technology Park, creating the first "Fiber
park" in Arkansas. It will be served by a
high-speed, high -capacity communications
link. This link is intended 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.
►T]
2000 MISCELLANEOUS STATISTICAL DATA
Date of Incorporation - August 23, 1870
Form of Government - Mayor/Council
Area (Sq. Miles) - 44.56
Fire Protection
Stations
Uniformed Employees
Police Protection
Stations
Uniformed Employees
Parks & Recreation
Number of parks
Number of playgrounds
Number of tennis courts:
Lighted
Unlighted
Number of basketball goals
Number of softball/baseball fields
Number of community centers
Number of swimming pools
Number of soccer fields
Number of volleyball courts
Number of recreational complexes
Acres:
Developed Land
Undeveloped Land
Water
Streets
Street Miles:
- Graded and Surface Treatment
- Paved (Concrete and Asphalt)
Water
Water Meters
Beaver Water District Pumping
Capacity (Gallons)
Pumping Capacity to Fayetteville
(Gallons)
Average Daily Consumption
Miles of Water Mains
Fire Hydrants
Sewer
6 Miles of Sanitary Sewers
84 Average Daily Treatment
(Gallons)
1
91
55
25
4
4
88
20
4
2
11
10
2
2,413
122
739
10.72
309.28
26,831
80,000,000
29,000,000
13,000,000
470
1,840
Public Educational 3 s� tem
Elementary
Middle
Junior High
High School
Full -Time Equivalent Teachers
Registered Students
430 ,
11,060,000
10
2
2
553
7,900
Building Permits
Year
Number
Value
1999
510
100,854,816
1998
345
58,548,911
1997
365
59,288,194
1996
595
64,057,664
1995
670
90,946,650
1994
709
97,389,564
1993
651
87,005,237
1992
473
56,279,064
1991
353
40,132,613
Unemployment
Rate (%)
Year
Rate
1999
2.1
1998
2.8
1997
2.5
1996
2.5
1995
2.4
1994
2.7
1993
3.0
1992
3.7
1991
3.9
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LISTING OF ACRONYMS
A&P....................................................
Advertising & Promotion
AATC ........................................Arkansas
Aviation Technologies Center
ACIC...........................................
Arkansas Crime Information Center
ADA..............................................
American's with Disabilities Act
ADPC&E .........................
ArkansasDepartment of Pollution Control & Ecology
AHTD ...............................
Arkansas Highway & Transportation Department
AIP.................................................
Airport Improvement Program
BLS .........................................................
Basic Life Support
BMX.........................................................Bicycle
Motocross
CAFR.......................................
Comprehensive Annual Financial Report
CAT ................................................
Community Access Television
CDBG.......................................
Community Development Block Grant
CIP................................................
Capital Improvements Program
Co fO............................:........................
Certificate of Occupancy
CPR ........................................
Cardiovascular PulmonaryResuscitation
DARE ............................................
Drug Abuse Resistance Education
DWI ...................................................
Driving While Intoxicated
EMS ..................................................
Emergency Medical Service
EMT ...............................................
Emergency Medical Technician
EPA .............................................
Environmental Protection Agency
FAA ..............................................
Federal Aviation Administration
FAR ..................................................
Federal Aviation Regulation
FASB.........................................
Financial Accounting Standards Board
FEMA......................................
Federal Emergency Management Agency
FETN..........................................
Fire Emergency Television Network
FHWA............................................
Federal Highway Administration
FPL....................................................
Fayetteville Public Library
FTE.......................................................
Full -Time Equivalent
FYC....................................................
Fayetteville Youth Center
GAAP.....................................
Generally Accepted Accounting Principles
GASB.....................................Governmental
Accounting Standards Board
GFOA......................................Government
Finance Officers Association
GIS................................................
Geographic Information System
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LISTING OF ACRONYMS, (continued)
I
HMR................................................. Hotel/Motel Restaurant Tax '
HOME .................................................... HOME Grant Program
HSO................................................ Humane Society of the Ozarks '
HVAC........................................ Heating/Ventilation/Air Conditioning
JTPA................................................ Job Training Partnership Act '
LF................................................................. Linear Feet
LIS..................................................... Land Information System ,
LAN ........................................................ Local Area Network
MEP ............................................... Mechanical/Electrical/Plumbing
MGD.................................................... Million Gallons per Day '
MUTCD.................................. Manual on Uniform Traffic Control Devices
NATOA ............... National Association of Telecommunications Officers and Advisors ,
NCIC........................................... National Crime Information Center
NPDES ............................... National Pollutant Discharge Elimination System ,
NWA....................................................... Northwest Arkansas
O & M .................................................. Operation & Maintenance
OMI.......................................... Operations Management International
PC ........................................................... Personal Computer '
PEG ................................................ Public/Education/Govemment
PFC.................................................... Passenger Facility Charge
PM ..................................................... Preventative Maintenance ,
PRAB........................................... Parks & Recreation Advisory Board
PS............................................................... Public Service i
RFP....................................................... Request for Proposals
ROW............................................................ Right -of -Way
SCADA..................................... SupervisoryControl & Data Acquisition
SMS.................................................... Sludge Management Site '
TCA....................................................... TCA Cable Company
WAN ....................................................... Wide Area Network
WWTP................................................ Wastewater Treatment Plant '
YRCC........................................Yvonne Richardson Community Center
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GLOSSARY
ACCOUNT GROUP. A self -balancing set of accounts which are not a fund or a fiscal entity. General
Fixed Assets Account Group and General Long -Term Debt Account Group are such examples.
ACCOUNTING SYSTEM. Records and procedures that discover, record, classify, and report information
on the financial position and operations of a governmental unit or any of its funds.
AD VALOREM. A basis for levy of taxes upon property based on value.
AGENCY FUND. A fund consisting of resources received and held by the governmental unit as an agent
for others.
APPROPRIATION. An authorization granted by the 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.
223
GLOSSARY, (continued) I
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. 1
CAPITAL PROJECTS FUND. A fund created to account for all resources to be used for the acquisition
or construction of designated fixed assets.
CONSTRUCTION WORK IN PROGRESS. The cost of construction work that has been started but not
yet completed.
CONTINGENCY FUND. Funds set aside for unforeseen expenses of uncertain amounts or funds set aside '
for known expenses, such as salary increases, but uncertain amounts.
CONTRACTUAL SERVICE. An agreement to perform a service or task by external organizational units.
A group of accounts which cover the above as well as travel and training and other miscellaneous services.
DEBT SERVICE. The amount of money necessary to pay interest on an outstanding debt, the principal of ,
maturing material serial bonds, and the required contributions to a sinking fund for term bonds.
DEBT SERVICE FUND. A fund established to finance and account for the payment of interest and
principal on all general obligation debt, serial and term, other than that payable exclusively from special
assessments and revenues from fiduciary and proprietary funds.
DEMAND. Demand is the external factorthat 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.
224 ,
GLOSSARY, (continued)
EFFECTIVENESS. Effectiveness data enables decision -makers to see that quality does not suffer as
productivity increases, and that constituents are satisfied with services.
ENCUMBRANCE. An account used to record the estimated amount of contracts, salary commitments and
purchase orders that are chargeable to an appropriation.
ENTERPRISE FUND. A fund established to finance and account for the acquisition, operation, and
maintenance of governmental facilities and services which are entirely or predominantly self-supporting by
user charges.
EXPENDITURE. Accounts which are kept on either the accrual basis or modified accrual basis of
accounting and designates the cost of goods delivered or services rendered, whether paid or unpaid, including
expenses and capital outlays.
EXPENSE. Charges incurred for operation, maintenance, interest, and other charges that will benefit the
current year.
FIDUCIARY FUND. Any fund held by a governmental unit as an agent or trustee.
FISCAL YEAR. A 12 -month period of time to which the annual budget applies and at the end of which a
governmental unit determines its financial position and the results of its operations.
FIXED ASSET. Long-term assets that are intended to be held or used, such as land, buildings, machinery,
furniture, and other equipment.
FRANCHISE TAX. Fees levied on a corporation in return for granting a privilege sanctioning a monopoly
or permitting the use of public property, usually subject to regulation set by the governing body.
FULL-TIME EQUIVALENT POSITION (FTE). Apart -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.
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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.
225
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GLOSSARY, (continued) I
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.
GOAL. A goal is a statement of desired conditions to be maintained or achieved through the efforts of an
organization. Actual total achievement may be impossible, but the goal is a standard against which to
measure progress toward ideal conditions. A goal is a definition of results toward which the work of the
organization is directed.
GOVERNMENTAL FUND. A generic classification adopted by the National Council on Governmental
Accounting to refer to all funds other than proprietary and fiduciary funds. General fund, special revenue
funds, capital projects funds, debt service funds, and special assessment funds are all examples of
governmental fund types.
GRANT. A contribution by one governmental unit to another unit. The contribution is usually made to aid '
in the support of a specified function or for the acquisition or construction of fixed assets.
INCOME. A term used to represent the excess of revenues earned over the expenses incurred in carrying '
on a enterprise operation.
INTERGOVERNMENTAL REVENUE. Revenue from other governments. Grants, entitlements, and ,
shared revenues are types of intergovernmental revenue.
INTERNAL SERVICE FUND. A fund established to finance and account for services and commodities
furnished by a designated department to other departments. Amounts expended by the fund are reestablished
from either operating earnings or by transfers from other funds.
INVESTMENT. Securities held for the production of income in the form of interest and dividends.
LIABILITY. Probable future sacrifices of economic benefits arising from present obligations of a particular
entity to transfer assets or provide services to other entities in the future as a result of past transactions or
events.
LINE -ITEM. A detailed classification of an expense or expenditure classified by object within each '
Division.
LONG-TERM DEBT. Debt with a maturity of more than one year after the date of issuance. ,
MODIFIED ACCRUAL BASIS. Governmental funds use the modified accrual basis of accounting.
Revenues are recognized in the period in which they become both available and measurable. Expenditures
are recognized at the time a liability is incurred.
NET INCOME. A term used in governmental enterprise to designate the excess of total revenues over total '
expenses.
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IGLOSSARY, (continued)
NONOPERATING EXPENSE. Proprietary fund expenses incurred in performance of activities not
directly related to supplying the basic service by a governmental enterprise.
' NONOPERATING INCOME. Proprietary fund income that is not derived from the basic operations of
such enterprises.
OBJECT CODE. Expenditure classification according to the types of items purchased or services obtained;
for example, personnel services, materials 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.
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GLOSSARY, (continued) '
RESERVE. An account that records a portion of the fund equity that must be segregated for some future
use and which is not available for further appropriation or expenditure.
RESIDUAL EQUITY TRANSFERS. Additions to or deductions from the beginning fund balance of
governmental funds.
RETAINED EARNINGS. The accumulated earnings of an enterprise or internal service fund that have
been retained in the fund and that are not reserved for any specific purpose.
REVENUE. Additions to fund financial resources other than from interfund transfers and debt issue
proceeds.
SPECIAL REVENUE FUND. A fund established to account for revenues from specific taxes or other
earmarked revenue sources that by law are designated to finance particular functions or activities of
government.
TAX. A compulsory charge levied by a governmental unit for the purpose of raising revenue. These 1
revenues are used to pay for services or improvements provided for the general public benefit.
UNRESERVED FUND BALANCE. The amount remaining in a fund that is not reserved for some future '
use and which is available for further appropriation or expenditure.
USER CHARGE. A charged levied against users of a service or purchasers of a product of an enterprise '
or internal service funds.
WORKLOAD. Workload data answers the question about how much service is being provided, as well as '
how output is meeting service demand. Workload data is also the basis, along with total expenditures, for
unit cost or productivity indicators.
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City of Fayetteville, Arkansas
Index
2000 Capital Budget............................................................202-204
Accounting& Audit............................................................... . 89
Acronyms..................................................................... 221-222
' Administrative Procedures to Adjust the Approved Budget..................................7-8
Administrative Services:
Organizational Structure.........................................................73
Overview................................................................0.... 74
Department Goals-2000........................................................75-76
Goals .Sc Results-1999.........................................................77-79
' Program Expenditure Summary ..................................................80-83
Personnel Summary ........... .. 84-86
Administrative Services Director.......................................................87
Airport - Airside Operations........................................................... 71
Airport - Capital . 72
Airport - Landside Operations.........................................................7)
' Airport Fund - Revenue & Expenditure Summary .................................:....... 41
Airport Fund - Sources & Uses of Funds ......... 40
Animal Services - Animal Shelter ..................................................... 102
Animal Services- Patrol/Emergency Response...........................................101
Arts Center Bond Fund - Revenue & ExpenditureSummary .................................29
Billing and Collection............................................................... 91
Budget & Research................................................................. 90
BudgetFlowchart ................................................................... 3
Budget Organizational Structure.......................................................9
BudgetProcess....................................................................1-2
Budget Resolution................................................................ XVII
Building Maintenance- General Maintenance............................................94
Building Maintenance - Janitorial.....................................................95
C.E.C. and Parking Facility Fund - Revenue & Expenditure Summary ......................... 43
Cable Administration................................................................ 67
Capital Improvement Policy...........................................................6
' Capital Improvement Program Directional Information ....... .................... 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 . 119
Chart of Fund Types- Governmental................................................... 11
' Chartof Fund Types -Proprietary & Fiduciary ............................................13
City Advertising & Promotion Fund - Revenue & Expenditure Summary ....................... 24
CityAttorney...................................................................... 62
City CoenTreasurer................................................................. 68
City Council 61
City Engineering - Operations & Administration.........................................150
1 City Engineering - Public Construction................................................. 152
City Engineering - Right of Way Acquisition............................................151
City of Fayetteville Organizational Chart ...............................................211
City Prosecutor.................................................................... 63
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I
City of Fayetteville, Arkansas
Index (continued)
Combined Statement of Fund Equity - Proprietary & Fiduciary (Shown by Department) .......... 14 '
Combined Statement of Fund Position - Governmental (Shown by Department) ................. 12
Community Development - Administration & Planning .................................... 104
Community Development- Home Grant ................................................ 106 ,
Community Development - Housing Services ............................................ 105
Community Development - Public Facilities & Improvements .............................. 108
Community Development - Public Services ............................................. 107
Community Development Block Grant Fund - Revenue & Expenditure Summary ................ 26
Community Overview........................................................... 217-219
Consolidated Fund - Department - Program Summary ...................................... 10 '
DebtPolicy........................................................................ 5
DebtPosition..................................................................... 205
Debt to Maturity Schedule........................................................... 209
Description of Outstanding Bonds ..................................................... 206
Drug Law Enforcement Fund - Revenue & Expenditure Summary ............................ 28
Economic Development.............................................................. 66 '
Expenditure Policy.................................................................4-5
Financial Reporting Policy............................................................6
Fire - Fire Prevention............................................................... 129
Fire- Operations.................................................................. 130 I
Fire - Training & Continuing Education................................................131
Fire Department:
Organizational Structure........................................................ 123 '
Overview.................................................................... 124
Department Goals-2000.........................................................125
Goals & Results - 1999 ..........................................................126
Program Expenditure Summary ................................................... 127
Personnel Summary............................................................. 128
Fire Pension Fund - Revenue & Expenditure Summary .....................................45
Fleet Operations- Capital...........................................................112
Fleet Operations - Vehicle Maintenance................................................111
General Fund - Comparative Budget Summary ............................................19
General Fund - Expenditure Summary................................................20-21
General Fund -Sources and Uses of Funds...............................................18
General Government:
Organizational Structure......................................................... 51
Overview..................................................................... 52
Department Goals - 20O0 ..........................................................53 '
Goals ,Sc Results-1999.........................................................54-55
Program Expenditure Summary..................................................56-57
Personnel Summary............................................................58-59 ,
Glossary.....................................................................223-228
HotCheck........................................................................ 64
Index........................................................................229-232
Information Technology............................................................. 97 1
Inspections....................................................................... 154
InternalAudit...................................................................... 92
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City of Fayetteville, Arkansas
Index (continued)
Investment and Cash Management Policy ................................................
5
Legal Debt Margin Calculation.......................................................
208
List of Elected Officials, Administrative Officials, & Management Staff ......................
212
Major Revenue Sources............................................................
Mayor's Administration.............................................................
60
Meter Maintenance & Backflow Prevention .............................................
110
Meter Operations..................................................................
109
Miscellaneous.....................................................................
69
Miscellaneous Statistical Data ........................................................
220
Municipal Court - Criminal...........................................................
98
Municipal Court - Probation & Fine Collection ...........................................
99
Municipal Court - Small Claims & Civil ................................................
100
MunicipalJudge....................................................................
65
Municipal Judge Retirement Fund - Revenue & Expenditure Summary ........................
46
Off Street Parking Fund - Revenue & Expenditure Summary .................................
25
Parking Management Program........................................................
103
Parks - Administration..............................................................
155
Parks - Athletic/Recreation Transfers ..................................................
157
Parks - Lake Maintenance...........................................................
159
Parks- Library....................................................................
158
Parks- Parks Development & Maintenance .............................................
170
Parks- Parks Maintenance...........................................................
160
Parks - Swimming Pool.............................................................
156
Parks Development Fund - Revenue & Expenditure Summary ................................
27
Personnel.........................................................................
88
PersonnelSummary................................................................
213
Personnel Variation Summary ....................................................
214-216
Planning........................................................................
153
Police - Drug Enforcement..........................................................
122
Police- Patrol.....................................................................
121
Police - Support Services............................................................120
Police Department:
Organizational Structure........................................................113
Overview....................................................................
114
Department Goals-2000.........................................................115
Goals & Results - 1999 ..........................................................116
Program Expenditure Summary ...................................................117
Personnel Summary.............................................................
118
Police Pension Fund - Revenue & Expenditure Summary ...................................44
Public Lands Maintenance - Forestry & Square Garden....................................163
Public Lands Maintenance - Sidewalk & Trail Maintenance................................169
Public Works:
Organizational Structure........................................................
133
Overview....................................................................
134
Department Goals -2000 ......................................................135-136
Goals & Results - 1999 .......................................................137-139
Program Expenditure Summary ................................................140-145
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City of Fayetteville, Arkansas
Index (continued)
Personnel Summary.......................................................... 146-148 '
Public Works Director.............................................................. 149
Purchasing........................................................................ 96
Replacement Fund - Revenue & Expenditure Summary ..................................... 30 '
ReservePolicy..................................................................... 5
Revenue Policy..................................................................... 4
Sales Tax Capital Improvements Fund - Revenue & Expenditure Summary ..................... 31
Sales Tax Capital Improvements Fund - Capital Project Detail .............................32-33
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 - Operations & Administration ............................................. 183
Solid Waste- Recycling............................................................. 186
Solid Waste - Residential Collections .................................................. 185 '
Solid Waste Fund - Revenue & Expenditure Summary ..................................... 39
Solid Waste Fund - Sources & Uses of Funds ............................................. 38
Sources and Uses of Funds.......................................................... 15
Street - Drainage Maintenance....................................................... 167
Street - Operations & Administration.................................................. 164
Street- Right of Way Maintenance.................................................... 165
Street -Street Construction.......................................................... 168 '
Street -Street Maintenance..........................................................166
Street Fund - Revenue & Expenditure Summary ...........................................23
StreetFund-Sources & Uses of Funds..................................................22 I
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-XVI
Utilities Management................................................................ 93 ,
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 Mains Construction..................................180 '
Water & Sewer Maintenance - Sewer Main Maintenance .................................. 175
Water & Sewer Maintenance - Water Distribution Maintenance ............................. 173
Water & Sewer Maintenance - Water Storage & Pump Maintenance ......................... 174
Water and Sewer- Debt Service ...................................................... 182
WaterPurchased.................................................................. 171
I
232 I.