HomeMy WebLinkAbout169-00 RESOLUTIONRESOLUTION NO. 169-00 MICROFILMED
A RESOLUTION ADOPTING THE 2001 CITY OF
FAYETTEVILLE ANNUAL BUDGET AND WORK PROGRAM
AND APPROVING AMENDMENT NO. 1, PUBLIC CABLE
ACCESS CONTRACT TRANSFER IN THE AMOUNT OF $6,000;
AMENDMENT NO. 2, UNIVERSITY OF ARKANSAS
RAZORBACK TRANSIT TRANSFER IN THE AMOUNT OF
$10,000; AMENDMENT NO. 3, ARKANSAS AIR MUSEUM
TRANSFER IN THE AMOUNT OF $7,000; AMENDMENT NO. 4,
DOWNTOWN DICKSON STREET IMPROVEMENT DISTRICT
IN THE AMOUNT OF $10,000.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE,
ARKANSAS:
Section 1. That the City Council hereby adopts the 2001 City of Fayetteville Annual
Budget and Work Program and approves Amendment No. 1, Public Cable Access contract transfer
in the amount of $6,000; Amendment No. 2, University of Arkansas Razorback Transit transfer in
the amount of $10,000; Amendment No. 3, Arkansas Air Museum transfer in the amount of $7,000;
Amendment No. 4, Downtown Dickson Street Improvement District in the amount of $10,000. A
copy of the budget/work program with amendments is attached hereto marked Exhibit "A" and made
a part hereof.
PASSED AND APPROVED this 19`h day of December , 2000.
ATTEST:
Heather Woodruff, City erk
APPROVED/1,
/64 By:
Fred Hanna, Mayor
NAME OF FILE:
CROSS REFERENCE:
Date
Contents of File
Initials
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City of Fayetteville, Arkansas
Proposed
Annual Budget
and
Work Program
2001
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City of Fayetteville, Arkansas - 2001 Annual Budget
Amendment #1
General Fund:
Increase - Public Cable Access Contract Transfer (1010-0600) $ 6,000
Amendment #2
General Fund:
Increase - University of Arkansas Razorback Transit Transfer (1010-6600) $ 10,000
Amendment #3
General Fund:
Increase Arkansas Air Museum Transfer (1010-6600) $ 7,000
Amendment #4
General Fund:
Increase - Downtown Dickson Enhancement (1010-6600) $ 10,000
City Clerk's Office
File Copy
/69-c90
MICROFILME)'
2001
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City of Fayetteville, Arkansas 1.1m kal= rrrlIL
Annual Budget
and
Work Program
City of Fayetteville, Arkansas
2001 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, 2000
a„,„ , fr14t/Ct
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, 2000.
In order to receive this award, a governmental unit must publish a budget document that
meets program critena as a policy document, as an operations guide, as a financial plan, and
as a communications device.
The award is valid for a period of one year only We believe our current budget continues
to conform to program requirements, and we are submitting it to GFOA to determine its
eligibility for another award.
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FAYETTEVILLE
MISSION STATEMENT
The City of Fayetteville's mission statement is a direct result of a volunteer
team of employees charged with creating a mission statement that
expressed the service core of City operations, reflected our beliefs
concerning City services, and was easy to remember. All City employees
were given an opportunity to provide input for the mission statement. The
mission statement was then adopted by the City Council and is as follows:
To protect and improve our quality of life by listening to
and serving the people with pride and fairness.
City of Fayetteville
Organizational Chart
Citizens
of
Fayetteville
City Attomcy
-Prosecutor
City Clerk / Treasurer
Mayor
City Council
Airport
Cable Administration
-Economic Dcvclopment
Police
-Cenral Dispatch
-Support Services
-Patrol
-Drug Enforcement
Fire
-Prevention
-Operations
-Training & Education
Public Works
-Engineering
-Inspections
-Parks & Recreation
-Planning
-Public Lands Maintenance
-Solid Waste
-Street
-Traffic
-Wastewater Treatment
-
Water& Sewer
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Administrative Services
Municipal Judge
-Accounting & Audit
-Animal Services
-Budget & Research
-Building Maintenance
-Community Dcvclopment
-Fleet Operations
-Information Technology
-Municipal Court
-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
General Fund Requests - Not Funded XVII -XVIII
Budget Resolution XIX
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
Multi -Year Comparison - Adopted Budget Expenditures 16
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
City of Fayetteville, Arkansas
Table of Contents (continued)
Parks Development Fund:
Revenue & Expenditure Summary 27
Drug Law Enforcement Fund:
Revenue & Expenditure Summary 28
Debt Service Funds
Arts Center Bond Fund:
Revenue & Expenditure Summary 29
Capital Projects Funds
Library Construction Fund:
Revenue. & Expenditure Summary 30
Replacement Fund:
Revenue & Expenditure Summary 31
Sales Tax Capital Improvements Fund:
Revenue & Expenditure Summary 32
Capital Project Detail 33-34
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 - 2001 53
City of Fayetteville, Arkansas
Table of Contents (continued)
Goals & Results - 2000 54-55
Program Expenditure Summary 56-57
Personnel Summary 58-59
Mayor's Administration 60
City Council 61
City Attorney 62
City Prosecutor 63
Hot Check 64
Municipal Judge 65
Economic Development 66
Cable Administration 67
City Clerk/Treasurer 68
Miscellaneous 69
Airport - Landside Operations 70
Airport - Airside Operations 71
Airport - Capital Expenditures 72
Administrative Services:
Organizational Structure 73
Overview 74
Department Goals - 2001 75-76
Goals & Results - 2000 77-80
Program Expenditure Summary 81-84
Personnel Summary 85-87
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108
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Administrative Services Director
Personnel
Accounting & Audit
Budget & Research
Billing and Collections
Internal Audit
Utilities Management
Building Maintenance - General Maintenance
Building Maintenance - Janitorial
Purchasing
Information Technology
Municipal Court - Criminal Cases
Municipal Court - Probation & Fine Collection
Municipal Court - Small Claims & Civil Cases
Animal Services - Patrol/Emergency Response
Animal Services - Animal Shelter
Animal Services - Veterinarian/Clinic
Parking Management Program
Community Development - Administration & Planning
Community Development - Housing Services
Community Development - Home Grant
Community Development - Yvonne Richardson Community Center
City of Fayetteville, Arkansas
Table of Contents (continued)
Community Development - Public Services 110
Community Development - Public Facilities & Improvements 111
Meter Operations 112
Meter Maintenance & Backflow Prevention 113
Fleet Operations - Vehicle Maintenance 114
Fleet Operations - Capital Expenditures 115
Police Department:
Organizational Structure 117
Overview 118
Department Goals - 2001 119
Goals & Results - 2000 120
Program Expenditure Summary 121
Personnel Summary 122
Central Dispatch 123
Police - Support Services 124
Police - Patrol 125
Police - Drug Enforcement 126
Fire Department:
Organizational Structure 127
Overview 128
Department Goals - 2001 129
Goals & Results - 2000 130
Program Expenditure Summary 131
Personnel Summary 132
Fire - Fire Prevention. 133
Fire - Operations 134
Fire - Training & Continuing Education 135
Public Works:
Organizational Structure 137
Overview 138
Department Goals - 2001 139-140
Goals & Results - 2000 141-144
Program Expenditure Summary 145-150
Personnel Summary 151-153
Public Works Director 154
City Engineering - Operations & Administration 155
City Engineering - Right of Way Acquisition 156
City Engineering - Public Construction. 157
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City of Fayetteville, Arkansas
Table of Contents (continued)
Planning 158
Inspections 159
Parks - Administration 160
Parks - Swimming Pool 161
Parks - Athletic/Recreation Transfers 162
Parks - Library 163
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188
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191
Parks - Lake Maintenance
Parks - Parks Maintenance
Traffic - Engineering & Planning
Traffic - Traffic Control & Maintenance
Public Lands Maintenance - Forestry & Square Garden
Street - Operations & Administration
Street - Rights -of -Way Maintenance
Street - Street Maintenance
Street - Drainage Maintenance
Public Lands Maintenance - Sidewalk & Trail Maintenance
Parks - Parks Development & Maintenance
Water Purchased
Water & Sewer Maintenance - Operations & Administration
Water & Sewer Maintenance - Water Distribution Maintenance
Water & Sewer Maintenance - Water Storage & Pump Maintenance
Water & Sewer Maintenance - Sewer Main Maintenance
Wastewater Treatment Plant
Water & Sewer Maintenance - Capital Water Mains
Water & Sewer Maintenance - Capital Expenditures
Water & Sewer Maintenance - Connections
Water & Sewer Maintenance - Sewer Mains Construction
Wastewater Treatment Plant - Capital
Water & Sewer Maintenance - Debt Service
Solid Waste - Operations & Administration
Solid Waste - Commercial Collections
Solid Waste - Residential Collections
Solid Waste - Recycling
Solid Waste - Composting
Capital and Debt
Capital Improvements Program Introduction 193-194
Capital Improvement Program Directional Information 195-199
Summary of Project Requests & Project Resources 200
Capital Improvement Projects by Project Area - All Sources 201
Sales Tax Capital Improvements Funding - By Project Category 202
Capital Improvements Program Comprehensive Detail 203-206
2001 Capital Budget 207-209
Debt Position 210
Description of Outstanding Bonds 211-212
Schedule of Bonds Outstanding 213
City of Fayetteville, Arkansas
Table of Contents (continued)
Legal Debt Margin Calculation 214
Debt to Maturity Schedule 215
Appendix
City of Fayetteville Organizational Chart 217
List of Elected Officials, Administrative Officials, & Management Staff 218
Personnel Summary 219
Personnel. Variation Summary 220-221
Community Overview 222-224
Miscellaneous Statistical Data 225
Acronyms 226-227
Glossary 228-233
Index 234-237
CITY OF FAYETTEVILLE, ARKANSAS
THE BUDGET DOCUMENT
The City of Fayetteville's budget document is a six -part presentation consisting of the following
sections:
Budget Message
Budget Process and Policies
Fund Summaries
Department Summaries:
- General Government
- Administrative Services
- Police
- Fire
- Public Works
Capital and Debt
Appendix
Budget Message
This section begins with a brief review setting forth the budgetary plan and objectives, as proposed
by the Mayor, for 2001. 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 2001 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:
il)
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 1999, Budgeted 2000, Estimated 2000, and Budgeted
2001.
(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 2001; a synopsis of the City's projected debt position as of December 31,
2000; 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.
I FAYETTEVILLE
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THE CITY OF FAYETTEVILLE, ARKANSAS
December 20, 2000
Members of the City Council and
Citizens of Fayetteville:
I hereby present the 2001 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 2001 capital projects from the
approved 2000-2004 Capital Improvements Program.
2000 - A YEAR IN REVIEW
During 2000, City Council and City staff continued work on the Wastewater Treatment Plant
(WWTP) Expansion project, the Town Center project, and continued efforts to reposition
Fayetteville Municipal Airport (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. Currently, the Paul Noland Wastewater Treatment
Plant processes wastewater for the cities of Fayetteville, Elkins, Farmington, Greenland, and parts
of Johnson.
During 2000, work continued on this project. City Council approved preliminary engineering
contracts in the first quarter and a bond issue in the fourth quarter. The preliminary engineering
contracts will provide the City with increased project details and a more accurate cost estimate. The
Water and Sewer System Subordinate Revenue Bond Issue, Series 2000 will reimburse the City for
expenditures made in prior years on the WWTP expansion project. Through the end of the third
quarter, the City had spent or obligated approximately $7.5 million in expenses in conjunction with
the WWTP expansion project In 1999, the City enacted a resolution expressing the City's intent
to reimburse the Water & Sewer Fund for expenditures made for the project from existing water and
sewer system cash and investments. The time frame for the City to reimburse the Water & Sewer
Fund was getting close to running out. Approximately $6.4 million of bond proceeds will be utilized
to reimburse the Water & Sewer Fund. The remaining money from the bond issue will remain with
the trustee until additional project expenses are approved by City Council. This bond issue is the
113 WEST MOUNTAIN 72701 501-521-7700
FAX 501.575-8257
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first step in developing a complete financing plan for the improvements. The entire project is
estimated to cost between $90 and $105 million. Arkansas Department of Environmental Quality
(ADEQ) has committed to provide the City with a low interest loan in the amount of $80 million.
The interest rate on the loan will be a 3.75% fixed rate for the term of the loan. By mid year 2001,
Fayetteville citizens will be requested to authorize a 0.75 % City Sales and Use Tax to provide the
funding for the ADEQ loan. If the citizens approve the sales tax to provide debt service for the
ADEQ loan, the loan will payoff in approximately eleven years. City Council will be requested to
authorize a special election to seek citizen approval of the sales tax.
The Town Center is expected to be complete by mid year 2001. The construction contract was
awarded in August 1999. Subsequent to the bid award, a lawsuit was filed alleging an illegal
exaction. The Chancery Court found for the City and the plaintiffs have appealed the decision to the
Arkansas Supreme Court.
City staff continues to develop marketing plans and strategies to reposition Drake Field as a general
aviation airport. During 2000, an eight bay T -Hangar unit was contracted and rented in the first
quarter and a contract was awarded in the third quarter for two additional eight bay T -Hangar units.
Also, during the third quarter, City Council approved a contract to extend Emest Lancaster Drive
along the eastern side of Drake Field. The street extension will provide access to additional Airport
property for development.
As a result of the expenditures approved by City Council in the years leading up to 2000 and City
staff effort, the City did not experience any Y2K glitches when the year rolled from 1999 to 2000.
During 2000, Fayetteville citizens approved a 1% City Sales and Use Tax for eighteen months for
the purpose of constructing a new central library. The new library is expected to cost approximately
$23 million for the construction, furnishings, equipment, and increased collections. The new library
will be located on the parcel bordered by School Avenue and West Mountain Street adjacent to City
Hospital. The City Sales and Use Tax is expected to generate approximately $18 million with the
remainder of the cost to be raised from private sources. The architectural contract was approved by
City Council in October.
The City accepted a grant that provided the majority of the funding for five police officers. The five
new police officers were approved by City Council as school resource officers and brings the City's
total school resource officer contingent to eight officers. Additionally, City Council approved a
Soccer & Event Specialist for the Parks & Recreation Division and a custodian for the Building
Maintenance Division.
The City was involved in the national Census 2000 effort by participating in Census Bureau
programs: Local Update of Census Addresses (LUCA) Program, Map Update Program, Targeted
Non -sheltered Outdoor Location Site Information Program and New Construction Program. In
addition, the City participated in the Washington County Complete Count Committee and formed
a City Complete Count Committee. The Census Bureau established an initial response rate goal for
each reporting jurisdiction by adding 5% to the initial response rate from the 1990 Census. The goal
set for the City of Fayetteville was 64% and the City attained a 63% initial response rate.
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Transportation and parking issues were addressed during 2000. The City increased parking rates in
the downtown area. City Council approved an engineering contract on November 21 to determine
if another parking garage needs to be constructed on an existing parking lot owned by the City.
Public transit in Washington and Benton counties is offered by essentially two organizations: Ozark
Regional Transit offers a demand response public transit system within Benton, Washington,
Madison and Carroll counties and Razorback Transit operates a fixed route system in Fayetteville,
primarily around the University of Arkansas campus The current demand response transit provider,
Ozark Regional Transit, has stated that they cannot expand public transit services and that public
ownership of a transit system is the most feasible way to be able to offer more transit services to the
citizens of the region.
During 2000, the City started a second trolley route running in south Fayetteville. The route
averages approximately 70 passengers daily. The City's north trolley route averages approximately
80 passengers daily. The trolley services are offered at no cost to riders. Also, the City is
participating with the cities of Springdale, Rogers, and Bentonville, and the Northwest Arkansas
Regional Planning Commission (NWARPC) to determine the best method of providing public transit
for our service areas. The NWARPC has received a grant for a transit study from the Arkansas
Highway and Transportation Department (AHTD). The NWARPC is expected to sign a contract
with a consulting firm in late 2000 or early 2001 for the consultant to provide a public transit
feasibility study and implementation plan. It is not known at this time what cost, if any, the City of
Fayetteville would have in conjunction with a regional public transit system.
Status of Projects Budgeted for 2000
The City has approximately $51.7 million in capital projects budgeted for 2000. The current status
of the major projects budgeted for 2000 are listed below:
Street, Drainage, and Transportation Improvements $ 14.0 million
• Dickson Street Enhancements ($2.3 Million). The engineering design is essentially complete
and the project is expected to be let for bid early in 2001 with construction getting underway
by mid year. The water and sewer relocations were completed during 2000.
• Highway 16 West Widening ($0.9 Million). The project, a 50% cost share with the AHTD
for the widening of Highway 16 West from Highway 71 to approximately Meadowlands
Drive, was completed during the second quarter of 2000.
• Poplar Street Improvements ($0.9 Million). The project is essentially complete.
• In -House Pavement Improvements ($0.9 Million). Approximately 104,000 square yards of
asphalt has been laid. Because of the increased cost of oil and oil products, the City was not
able to lay as much asphalt as in previous years.
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• Sixth Street Extension to East Huntsville Road ($0.7 Million). The Sixth Street extension
from Wood Avenue to Huntsville Road is essentially complete. The intersection work at
Sixth Street and School Avenue is projected to be complete by the end of the first quarter
2001.
• Rupple Road Area Improvements ($0.6 Million). The project is complete.
• Fayetteville Multi -Use Trail (0.7 Million). The plans are being reviewed by the AHTD and
the project will be scheduled for bid after AHTD approves the plans.
• Sycamore Street - Leverett To Garland ($0.6 Million). The project is complete.
• Sidewalk Improvements ($0.5 Million). This is an on -going project repairing and adding
sidewalks. For 2000, 1,799 linear feet of new and/or replacement sidewalk was performed
in-house and 21,356 of linear feet of new and/or replacement sidewalk was contracted and
35 ADA access ramps were completed.
Water & Sewer Improvements $13.5 million
• Highway 265 - Water & Sewer Relocations ($3.0 Million). The water and sewer line
replacement project is essentially complete.
• Wastewater Treatment Plant Expansion ($2.5 Million). Preliminary engineering contracts
were approved by City Council during the second quarter of 2000. The consultants are
scheduled to make their recommendations in the first quarter of 2001.
• Sanitary Sewer Rehabilitation ($2.8 Million). The engineering contracts and essentially all
of the construction contracts for sanitary sewer system rehabilitation planned for 2000 have
been awarded.
• Water & Sewer Operations Building ($1.5 Million). This project is scheduled for bid in the
first quarter of 2001.
• Dickson Street - Water & Sewer Relocations ($0.4 Million). This project is complete.
Other significant projects:
Town Center/Parking Garage ($7.3 Million). The project is under construction and is
scheduled for completion by the end of the second quarter 2001.
• Radio System Replacement ($0.9 million). Earlier this year a consultant agreement was
approved by City council. The consultant has received a proposal from Motorola for a radio
system replacement. A recommendation is expected to be forwarded to City Council for
approval by the end of the first quarter 2001.
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• Research & Technology Park ($1.9 Million). The project is currently on hold awaiting a
' wetlands mitigation plan to be developed by the City's consultant and for the plan to be
accepted by the US Corps of Engineers.
• New Central Library ($1.5 Million). The Citizens of Fayetteville approved a dedicated City
Sales and Use Tax for the construction and equipping of a new central library. The
architectural contract for the project has been awarded. The project is anticipated to be ready
for bid in early 2002. The cost reflected here is the architectural contract only, the total cost
of the project is estimated to be approximately $23 million.
• Walker Park Senior Complex ($2.4 Million). Bids are scheduled to be opened on this project
in early December with contract award in early January 2001.
' 2001 - THE YEAR AHEAD
The 2001 Adopted Budget forthe 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 2001 to improve the quality of life in Fayetteville. The following is a discussion of some of the
issues, challenges, and highlights contained in the 2001 Adopted Budget.
Issues and Challenges
In 2001, the City is facing utilizing reserves to fund on -going operations in General Fund and Street
' Fund. Overall, the City's General Fund revenue growth has slowed to approximately 1% compared
to estimated 2000 revenues. Historical revenue and cost trends projected over the next three years
indicate that use of reserves to fund on -going operations in General Fund will increase from
' approximately $680,000 for 2001 to over $2.0 million in 2003. Currently, personnel services make
up approximately 78% of the expenditures in General Fund. The latest pay plan adjustment raised
pay ranges for non -civil service employees by 5% and civil service employees by 7% to 19%. The
annual cost of the pay range adjustment approved as of January 1, 2000 was approximately $900,000
Another pay plan adjustment is scheduled for implementation in January 2002. The City's General
Fund has approximately $21 million in annual expenditures for 2000 and is estimated to have $8.8
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million in reserves at year end. During 2001, City Council will be requested to review revenue and
expenditure information for the General Fund. This will include reviewing the minimum unreserved
t fund balance level and assisting in the development of a benchmark that can be calculated as a
percentage of annual operating expenditures. Also, a review will be needed on the City's existing
and potential revenue sources and the City's expenditure trends. These reviews will be used to
' develop a long term financial plan that will provide an acceptable level of City services while
continuing to fund these services within the revenue sources approved by City Council and
maintaining acceptable levels of reserves.
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Street Fund's revenue is primarily based on two revenue sources; State Turnback and a proportional
share of the Washington County Road millage. For 2001, State Turnback is projected to increase
to $46 per capita. This budget reflects a decrease in the City's share of the Washington County Road
Millage. The decrease was expected to be approximately $90,000 annually due to the Hicks vs. City
of Fayetteville (Millage Rollback) lawsuit and was based on a county road millage levy of 1.03 mils.
As part of the lawsuit settlement, the County road millage was rolled back from 1.3 mils to 1.03
mils. Washington County Quorum Court has the discretion to reset the road millage at the pre -
settlement millage rate. The Washington County Quorum court set the millage levy at 1.16 mils at
their last meeting in November.
After the preliminary engineering reports for the WWTP expansion project are completed and
presented to City Council, City Council can choose to submit the project for voter approval at a
special election. If voter approval of the project is obtained, staff will submit a budget adjustment
to City Council that will provide funding for the project in 2001.
The City continues to search for means of keeping Drake Field viable and active. The marketing
focus will continue on increasing corporate and general aviation activity.
During 1999, the City began planning for the upgrade of our citywide radio system. The current
radio system is approximately 14 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.
The City's consultant recommended an upgrade to the current system to be the most cost efficient
and is reviewing Motorola's response to the Request for Proposal. The initial analysis indicates
additional funding for this project will be needed in 2001 and 2002. This budget contains an
additional $907,000 in funding for the radio replacement project.
The Solid Waste Division began a residential volume -based collection system in January. During
the year, City Council amended the system for 2001 to reduce the number of bags from 104 to 90
for each household and increased the thickness and volume capacity of the bags. If residents need
additional bags, they may be purchased from the Solid Waste Division for a nominal fee.
During 2000 and 2001 the City's operating budgets have been and will be impacted by rising fuel
and utility expenses. Fuel cost for the City's fleet has risen from $253,000 in 1999 to a projected
$430,000 in 2001. In 2000, the City overlaid approximately 20% less street surface than in prior
years due to higher oil costs. Arkansas Western Gas and SWEPCO notified customers of impending
fuel increases which raises General Fund utility expenses by approximately $80,000.
Other court action that has impact on the City involves challenges filed in Washington County
concerning the roll back of property taxes (Hicks vs. City of Fayetteville, et. al.). The City receives
property tax revenue for the Fire and Police pension funds. The lawsuits were successful and the
County is in the process of refunding the over collections. The City will have to refund some
property tax collections for the years beginning in 1996. The maximum financial impact of these
lawsuits is approximately $213,000. Both the Fire Pension Board and the Police Pension Board are
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aware of the financial exposure to each of the pension funds. As part of the Hicks case, the City has
been notified by Washington County that the County will seek to recover a portion of the property
taxes paid to the City's Street Fund. The maximum estimated financial exposure to the City is
approximately $214,000. Any recovery paid back to the County is anticipated to be paid from Street
Fund reserves and approved by City Council prior to payment.
A settlement offer in the Serafini, et. al. vs. City of Fayetteville, et. al. lawsuit was presented to City
Council on December 19. City Council rejected the settlement proposed. The settlement, in part,
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called for the City to establish a Conservation Fund to preserve wooded spaces within the City of
Fayetteville. The Conservation Fund was to be funded for two years at $275,000 each year. A new
' settlement proposal is expected to be presented to the Mayor and City Council in January 2001.
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 driverslicense holders, licensing requirements for solid waste
transfer station workers, and licensing requirements in the water and wastewater areas.
The United States Environmental Protection Agency posted regulations governing storm water
management requirements for smaller cities in November 1999. 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.
' During 2000, City staff began 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
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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
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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, implementation of the new pronouncement will be required for
the fiscal years beginning after June 15, 2002 (i.e. Fiscal Year 2003).
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VII
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 Boys & Girls Club 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 the Parks
& Recreation Division and provides the opportunity for families to enjoy a variety of music
in our parks. During 2000, there were eight performances with approximately 22,000
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.
This budget will provide funding to assist in the construction of new facilities for senior citizens
(Walker Park Senior Complex), provide funding to assist in the construction of the new Fayetteville
Boys & Girls Club, and provide funding to purchase land for a new library.
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; and City participation in funding for Razorback Transit, Central Emergency Medical
Services, and Ozark Regional Transit.
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IDowntown/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 2001 Budget contains funding for 15.50 new full-time equivalent (FTE) positions. The new
' positions have been added in an effort to maintain our quality of service delivery. The positions are
added for a variety of reasons including maintaining public safety for our citizens, 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, during 2000
City Council increased the Police Department by five police officers and one position each was
added in the Building Maintenance and the Parks & Recreation divisions.
' The City began.a systematic program to increase staffing for the Police and Fire departments
beginning with the 1992 Budget. From 1991 through the end of 2000, the City has added 40 police
officers, 31 firefighters, six civilian jailers, seven dispatchers, and ten and a half other non -civil
service employees to our public safety work force. As the City continues to grow, additional police
and fire personnel will be needed.
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This budget contains funding for five Police positions which include: three Police Officers, a
Computer System Analyst and a Crime Scene Technician; three Firefighters for the Fire Department;
a Traffic Signal Technician for the Traffic Division; an Economic Development Analyst for the
Economic Development Division; and a 0.50 FTE Clerk Typist for the Inspections Division. These
positions are funded in General Fund.
Additionally, this budget contains a Development Coordinator position for the Sidewalk & Trail
Maintenance Division, a Public
Works Crew Leader position and
two Recycling Truck Driver 2001 Personnel Summary
positions for the Solid Waste 633.78 Total Employees (Full Time Equivalent Basis)
Division, a 0.50 FTE Warehouse
Attendant for the Fleet Division,
and a 0.50 FTE Activities Assistant Admin. Services
for the Community Development Police 125.55
Division. These positions are 150.63
funded in the Street Fund, the Solid General Govt.
Waste Fund, the Shop Fund, and the 35.50
Community Development Fund.
Fire
' To offset these additions, the 89.00
following positions have been
eliminated for 2001: a 0.50 FTE
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Airport Manager in the Airport Division and 1.65 FTE Concession Workers in the Parks &
Recreation Division.
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 veterinarian
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.
The City continues to improve solid waste collection and divert material from the landfill.
Residential curbside and apartment complex recycling and commercial cardboard programs have all
been expanded this year. During 2001, the City will continue to refine the recycling and solid waste
collection programs. Also in 2001, the City will continue the residential volume based bag program.
Each household in the city will receive 90 trash bags for use during the year. Citizens can purchase
additional bags from the Solid Waste Division during the year as needed. In 2000, the City
conducted a pilot program for utilizing a residential cart collection system for a six week time period
to approximately 250 homes. To better evaluate the efficiency of this program, a three month pilot
program will be offered to approximately 1,100 homes in 2001.
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 $17.7 million in capital improvements for 2001. The capital
projects contained in the 2001 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 on
November 3, 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 exceptions that are noted in the Capital and Debt
section of this document.
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 2001 include the following:
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• Funding for the City's In -House Street Improvement Program and In -House Sidewalk
Improvement Program has increased over 2000 funding levels. The 2001 budget for the In-
' House Street Improvement project is $947,000 and the 2001 budget for the In -House
Sidewalk Improvement project is $315,000. Both of these projects are funded from the 1%
City Sales and Use Tax.
' • Major street improvement projects, in addition to the in-house program, included in the 2001
budget are: Old Missouri Road - Mud Creek to Stubblefield - $1,500,000; Kings Drive
' Reconstruction - $562,000; and Cleveland Street Improvements - Leverett to Hall -
$798,000.
' • The 2001 Adopted Budget contains $2,194,000 in park improvements funded by the voter
approved 1% HMR Tax dedicated to parks, a portion of the City Sales and Use Tax, and a
property tax millage. The major park improvements planned for 2001 include: Walker Park
Senior Center Construction (millage) - $1,000,000; Lake Fayetteville Softball Complex -
$250,000; Park Trail Development - $180,000; Fayetteville Boys & Girls Club - $395,000;
' and Lewis/Asbell Athletic Complex Development - $314,000.
• Major water and sewer projects included in the 2001 budget are: continuation of the City's
sewer system rehabilitation project - $1,369,000; Water & Sewer Operations Center -
$663,000; Highway 62 West Waterline Replacement - $825,000; Mount Sequoyah
Water/Sewer System Upgrade - $405,000; Fayetteville Boys & Girls Club Water/Sewer
' Lines - $124,000; SCADA System Upgrade - $150,000; 36" Water Line Replacement and
Protection - $550,000; and water meter and backflow prevention assemblies - $268,000.
' • Other significant projects planned for 2001 include replacement of an aerial ladder fire
apparatus - $562,000; continuation of the City -Wide Radio Replacement Project -$907,000;
Miscellaneous Drainage Improvements - $250,000; and the Drainage Study and Phase II
Storm Water Management - $150,000.
'Operations Cost Impact of Capital Projects
The majority of projects planned in the CIP will have a minor impact on operational budgets. Most
' of the projects planned for next year replace high maintenance equipment, waterlines, sewer lines
or street segments. Replacing the high maintenance cost equipment, water lines, sewer lines, and
reconstructing 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 2001 will reduce annual maintenance expenses. The savings in maintenance expenses
will be offset by increased parts cost on the remaining fleet.
• 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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2001 FINANCIAL ACTIVITY SUMMARY
The 2001 Annual Budget and Work Program includes approximately $85.9 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 2000
Adopted 2001
% Change
Personnel
$23,876,481
$25,596,687
7.20%
Materials & Supplies
2,746,029
2,962,699
7.89%
Services & Charges
9,787,830
9,940,124
1.56%
Maintenance
989,202
1;093,543
10.55%
Internal Charges
3,600,000
3,650,000
1.39%
Debt Service
1,389,610
1,849,173
33.07%
Purchased Water
4,928,000
4,928,000
0.00%
WWTP Operations
4,001,700
4,208,065
5.16%
Total Before
Transfers/Capital/Depreciation
51,318,852
54,228,291
5.67%
Transfers
4,518,205
5,764,439
27.58%
Capital
17,584,082
17,748,625
0.94%
Depreciation
8,076,817
8,136,124
0.73%
Total
$81,497,956
$85,877,479
5.37%
Fund Balance
$0
$6,394,416
Total with Fund Balance
$81,497,956
$92,271,895
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 - $8.6 million; a portion of the City's
sales and use tax - $3.0 million; franchise fees - $2.9 million; charges for services - $1.1 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.
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The property tax millage collected for General Fund operations was previously rescinded by the City
Council. This revenue loss is being replaced by a portion of the City Sales and Use Tax in the
' amount of $3 million. During the past year, the City's portion of the County sales tax revenue has
grown approximately 8.4% and is projected to grow approximately 4% in 2001 over estimated 2000
revenues. General Fund expenditures for 2001 include the addition of 5.00 FTE's for the Police
Department; 3.00 FTE's for the Fire Department; a 0.50 FTE for the Inspection Division; 1.00 FTE
for the Traffic Division; and 1.00 FTE for the Economic Development Division.
' The 2001 Budget was submitted to City Council for their review and input with a planned use of
fund balance of $646,769. During City Council review of the Proposed 2001 Annual Budget, City
' Council amended the proposed budget to add funding to the following organizations for 2001:
Community Access Television (CAT) - an additional $6,000; Razorback Transit - an additional
$10,000; Downtown Dickson Enhancement, an additional $10,000; and Arkansas Air Museum -
$7,000. The use of fund balance is attributed to the overall reduction in growth of the City General
Fund revenues. City divisions funded in General Fund also requested an additional $1 million that
is not included in this budget. A summarized listing of the requests follows this transmittal letter
on pages XVII and XVIII.
The table below provides revenue and expenditure trends for General Fund from 1995 through 2000
' and projects those trends forward to 2003. If the current trends continue, City Council is faced with
reallocating existing funding to more basic city services or increasing revenue options. The chart
below compares actual revenues and expenditures from 1995 through 1999, estimated revenues and
' expenditures for 2000, budgeted revenues and expenditures for 2001, and projected revenues and
expenditures for 2002 and 2003.
General Fund
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23,500,000
21,000,000
18,500,000
16,000,000
13,500,000
11,000,000
1995 1996 1997 1998 1999 2000 2001 2002 2003
Revenues 0 Expenditures
XIII
The Street Fund is primarily financed byturnback 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, rights -of -way, drainage, and City owned sidewalks and trails.
Currently, the Street Fund has a minor surplus for 2001. The turnback from the State of Arkansas
is apportioned on a per capita basis. The projection for 2001 is that cities throughout Arkansas will
receive $46.00 per person. The Street Fund budget for County Road Millage Tax is based on a 1.03
mil levy with a maximum 3.0 mil levy for property located within the City limits. Subsequent to
developing the Street Fund budget, the Washington County Quorum Court approved a road millage
levy of 1.16 mils.
New expenditures for 2001 can be attributed to adding a Development Coordinator in Sidewalks &
Trails Division.
The chart below tracks Street Fund revenue and expenditures from 1995 and projects both revenue
and expenditures through 2003. The chart projects revenue and expenditures through 2003 based
on trends established from 1995 through 2000. Beginning in 2001, Street Fund operational.
expenditures are projected to be in excess of revenues. Revenues for Street Fund are primarily motor
fuel taxes collected by the State (state turnback) and returned to the City on a per capita basis. The
long term trend for state turnback is relatively flat. The per capita rate for Street Fund in 1995 was
$41.00 and in 2001 will be $46.00 or an increase of 12.2% over seven years. As the City continues
to grow, additional revenue sources will need to be identified to fund Street Fund activities.
Street Fund
4,000,000
3,580,000
3,160,000
2,740,000
2,320,000
1,900,000
1995 1996 1997 1998 1999 2000 2001 2002 2003
Revenues Expenditures
The Advertising & Promotion Fund accounts for the revenue sources and uses of the Advertising
& Promotion Hotel, Motel, & Restaurant (HMR) tax. The funds are under the total control of the
Advertising & Promotion Commission (A&P). The major activity of the A&P for 2001 involves
completion and operation of the Town Center and related parking facilities. The bonds financing
the construction cost of the Town Center are supported by the A&P HMR tax.
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The Parks Development Fund accounts for the revenue and expenditures of the Parks HMR tax
approved by the voters in 1995. The $1.4 million planned expenditures for 2001 include
approximately $670,000 in capital improvements. The fund is budgeted to utilize approximately
$43,000 of the fund balance for 2001.
The Sales Tax Capital Improvements Fund accounts for the revenue and expenditures of the City
Sales and Use 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 $3,068,000 transfer to General Fund in 2001. The 2001 planned
expenditures include $10,855,000 in capital improvements. The fund has a surplus of $14,300 for
2001.
' 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 and backflow operations.
' For 2001, the Water & Sewer Fund is projected to have a surplus of revenues over expenses prior
to depreciation expense. The last rate increase was approved by City Council in October 1997. The
water purchases budgeted for 2001 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 $4.2 million, which represents approximately 26% of the
total operating expenses.
The Solid Waste Fund is responsible for the operation of the City's solid waste collection and
disposal, recycling program, and composting program. Revenues for the fund are obtained from fees
levied for trash collection, recycling revenue, and container sales or leases.
A solid waste rate study is in the process of being completed and is anticipated to be presented to
City Council in the first quarter 2001. This Budget reflects the previously approved residential rate
increase that began January 1, 1999. The 2001 Budget incorporates operational cost increases
attributed to changes in the residential trash collection and residential curbside recycling program.
' The Airport Fund provides for the operation and maintenance of the City's municipal airport. The
Airport Fund's revenue is generated from airline fees, parking fees, rents, and leases. For 2001, the
' fund has a deficit of revenue over expenses prior to depreciation expense of $208,000.
The 2001 Budget reflects a continuation of the planned cost reductions implemented in 2000 as the
Airport repositions itself from a passenger airline airport to a general aviation airport. Airport staff
has been reduced by a 0.50 FTE in 2001.
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The Shop Fund is an internal service fund that provides for 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 2001 operational costs can be attributed to additional parts and supply purchases, fuel
expense, and contract services for repairs that cannot be performed by staff. These operational
increases are a result of fleet expansions and increased equipment usage.
CLOSING
This budget is the financial and operational plan for the City of Fayetteville for 2001. 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.
Respectfully submitted,
Fred B. Hanna
Mayor
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I GENERAL FUND REQUESTS - NOT FUNDED
' Below is a summarized listing, by department, of the funding requests for General Fund that were
not included in this budget submission. These funding requests are not in any order.
Amount
Requesting Department/Agency Not Funded
General Government and Outside Agencies
' First Night $ 3,000
Adult Center 4,000
Fayetteville Boys & Girls Club Transfer 6,745
Fayetteville Public Library - Additional Staff and Utilities 76,190
City Prosecutor - Software and Overtime 6,064
Economic Development - Professional Services and Office Supplies 3,500
' Total General Government and Outside Agencies 99,499
IAdministrative Services
Animal Control - Temp Employment Services and Staff Training 6,000
Building Maintenance - Supplies, Minor Equipment and
Maintenance of Equipment 4,900
Personnel - Professional Services 12,780
' Personnel - Workers Compensation Premium 210,667
Municipal Court - Additional Clerk, Overtime and Staff Training 27,316
Parking Enforcement - Parking Enforcement Officer and Small
Equipment Maintenance 34,000
Total Administrative Services 295,663
Fire Department
' Training Officer, Travel & Training and Minor Equipment 64,893
Total Fire Department 64,893
' XVII
Amount
Requesting Department/Agency Not Funded
Police Department
Central Dispatch - Early Dispatcher Replacement 27,261
Central Dispatch - Staff Training 8,900
Officer Overtime (Football Games and Firearms Training) 75,840
Early Officer Replacement 35,700
Officer - Motorcycle (2) 100,904
Non -civil New Personnel (3) (Crime Analyst, Secretary, Jailer -
Matron) 93,415
Travel & Training 44,135
Minor Equipment and Uniforms and Personal Equipment 39,546
Total Police Department 425,701
Public Works
Engineering - Staff Training and Computer 5,500
Inspections - Property & Sign Inspector 36,383
Parks & Recreation - Equipment, Software and Building Materials 36,750
Parks & Recreation - Contract Services 14,500
Parks & Recreation - Additional Labor Cost 8,040
Public Lands Maintenance - Square Gardens Plant Material .12,000
Total Public Works 113,173
All Departments Total $ 998,929
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I RESOLUTION NO. 169-00
A RESOLUTION ADOPTING THE 2001 CITY OF
FAYETTEVILLE ANNUAL BUDGET AND WORK PROGRAM
1 AND APPROVING AMENDMENT NO. 1, PUBLIC CABLE
ACCESS CONTRACT TRANSFER IN THE AMOUNT OF $6,000;
AMENDMENT NO. 2, UNIVERSITY OF ARKANSAS
1 RAZORBACK TRANSIT TRANSFER IN THE AMOUNT OF
$10,000; AMENDMENT NO. 3, ARKANSAS AIR MUSEUM
TRANSFER IN THE AMOUNT OF $7,000; AMENDMENT NO.4,
1 DOWNTOWN DICKSON STREET IMPROVEMENT DISTRICT
IN THE AMOUNT OF $10,000.
' BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE,
ARKANSAS:
Section 1. That the City Council hereby adopts the 2001 City of Fayetteville Annual
Budget and Work Program and approves Amendment No .1, Public Cable Access contract transfer
1 in the amount of $6,000; Amendment No. 2, University of Arkansas razorback transit transfer in the
amount of $10,000; Amendment No. 3, Arkansas Air Museum transfer in the amount of $7,000;
Amendment No. 4, Downtown Dickson Street Improvement District in the amount of $10,000. A
1 copy of the budget/work program with amendments is attached hereto marked Exhibit "A" and made
a part hereof.
1 PASSED AND APPROVED this 19th day of December , 2000.
1 APPROV :
1 y
Fred Hanna, Mayor
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ATTE fG�"",. �//,��f
By:
Heather 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 2001
Budget and Work Program are described below:
Budget Preparation Package, July 2000
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 2001
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 2001 budget
submission.
2. Capital Requests and New Personnel Requests Forms, July/August 2000
Updates to the 2000-2004 Five-year Capital Improvements Program (CIP) 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 CIP.
3. Budget Work Papers Submitted by Division Heads, August 2000
The Department Directors returned budget submissions requesting 2001 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 2000
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 2001 Proposed
Budget and Work Program was the result of this process.
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 2000-2004 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 2001-2004 CIP at various public
hearings as well as the Council agenda setting sessions on October 12, 1999 and October 26,
1999 and the City Council meetings on October 19, 1999 and November 2, 1999. The CIP
projects listed for 2001 are incorporated in the 2001 Budget and Work Program.
Consideration and Approval of the Budget, November/December 2000
The proposed budget was presented to the Mayor in November. The Mayor presented the
Proposed 2001 Budget and Work Program to the City Council on November 28. •Public
hearings on the budget were conducted on December 5, 12, and 19. The 2001 Budget and
Work Program was adopted by City Council on December 19.
8. Implementing the 2001 Budget, December 2000/January 2001
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
2001.
Adjusting the 2001 Budget, Throughout 2001
The budget may be adjusted throughout 2001. 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 2001
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 Cable Access Television channel. As always, the public is invited to attend all meetings,
retreats, and hearings regarding consideration of the Budget.
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2001 Annual Budget
Flow Chart
Division Heads
Make Revisions
Revisions Made By
Appropriate Personnel
Revisions Made By City
Staff As Requested
July2000
Distributed Budget
Preparation Manual
July 2000
Budget Training
August 2000
Division Heads
Submit Budgets to
Department
Directors
Approve
Division
Department Directors
Submit Budgets to
Budget Staff for Review
2001 Projects from
Budget Staff Reviews
Submitted Budgets
Budget Staff Presents
Budget Requests to
Does Mayor
Want Any
Budget
Revisions?
November 2000
Mayor Presents Budget
to City Council
City Council
Holds Retreats/
Public Hearings
City
Council
Want Any
Budget
December 2000
City Council Approves
2001 Budget
2001 Budget is
Implemented and Will Be
Adjusted as Needed.
3
CITY OF FAYETTEVILLE, ARKANSAS
FINANCIAL POLICIES
The purpose of this section is to present the policies that the City follows in managing its financial and
budgetary affairs. These are general statements of policies which represent long-standing principles,
traditions, and practices that have guided the City in maintaining financial stability.
REVENUE POLICY
• The City will strive to maintain a broad and
diversified revenue base that will equitably
distribute the burden of supporting City
services and will protect the City from short-
term fluctuations in any one revenue source.
• The City will actively support economic and
industrial development recruitment and
retention efforts to provide for a solid revenue
base.
• The City will maintain timely collection
systems and implement necessary enforcement
strategies to collect revenues from available
sources.
• The City will establish user fees and charges
for services, when feasible, at levels related to
the cost of providing the services. The City
will review the fees and charges on a periodic
basis to determine modifications needed to
keep pace with the cost of providing the
services.
• The City will establish, when feasible, self-
supporting enterprise funds and internal
service funds in which a relationship between
revenues and expenditures clearly exists.
• The City will limit the designation of General
Fund revenues for specified purposes to
maximize flexibility in budgeting and revenue
utilization.
• The City will review annually and revise,
where necessary, its cost allocation formula.
EXPENDITURE POLICY
• Basic and essential services provided by the
City will receive first priority for funding.
• The City will establish performance
measurements for all program areas, when
feasible. These measures will reflect the
demand, workload capability, and projected
outcomes for the program to accomplish its
objectives.
• The City will adopt a balanced budget, by
fund, for all funds maintained by the City, in
which total anticipated revenues must equal or
exceed the budgeted expenditures for each
fund. However, if this cannot be attained, the
City will utilize unallocated fund reserves,
which have been carried forward from prior
years.
• The City will maintain a budgetary control
• The City will 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
system and will prepare reports which
compare actual revenues to budgeted amounts.
• The City will refrain from budgeting non-
recurring or one-time revenue for ongoing
expenses.
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• The City will provide access to medical,
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.
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• The City will use special assessment revenue
or other self-supporting bonds instead of
general obligation bonds, when feasible.
• The City will seek refinancing of outstanding
debt if it is determined that the City will
benefit by reduced interest expense over the
remaining life of the bonds.
• The City will require that total annual
payments for debt service not exceed 25% of
total operating revenues.
RESERVE POLICY
• The City will maintain a minimum reserve, in
Undesignated Fund Balance, of at least 10% of
current year operating expenditures for the
General Fund and the Street Fund. If existing
reserves exceed the required level, such funds
may be used to provide for non -recurring
expenditures. The City will use monies in the
10% reserve only in times of emergency or
fiscal and economic hardship.
• The City will attempt to maintain a cash and
investments balance of not less than 10% of
current year operating expenditures for all
Enterprise Funds.
• The City will maintain a Shop Fund reserve
necessary to fund the replacement and
expansion of the City's vehicles and
equipment.
INVESTMENT AND CASH MANAGEMENT
POLICY
• The City will deposit all receipts on a timely
basis.
• The City will strive to maximize the return on
its investment portfolio without jeopardizing
principal amounts.
• The City will limit its investments to the types
of securities provided for by Arkansas statutes.
• The City will diversify its investments by
maturity date to protect against market
fluctuations.
• The City will purchase securities from
qualified institutions based on competitive
bids in an effort to obtain the highest available
rates.
5
CAPITAL IMPROVEMENT POLICY
• The City will prepare and update as needed a
five-year Capital Improvements Program (CIP)
which will provide for the orderly
maintenance, replacement, and expansion of
capital assets.
FINANCIAL REPORTING POLICY
• The City's accounting system will maintain
records in accordance with accounting
standards and principles outlined by the
Governmental Accounting Standards Board
(GASB), Financial Accounting Standards
Board (FASB), and the State of Arkansas.
• The 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 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 input from the public by • The City will seek annual renewal of the
holding public hearings in relation to the Government Finance Officers Association's
establishmentofprojectsandprojectpriorities. (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
The procedures outlined in this section define, standardize, and set forth responsibilities for budget
adjustments.
DEFINITION AND EXPLANATION:
A budget adjustment is a change in the authorized budget, either revenue or expense. A budget
adjustment increases one expenditure item or capital project by a specific dollar amount and
decreases the budget for one expenditure item or capital project. An expenditure item or capital
project can also be offset by a revenue increase or use of fund balance. Since a budget adjustment
is a change in allocated funds, great care must be taken and only changes for good reason will be
accepted.
All Department Directors and Division Heads are mandated to stay within each operational program
budget as adopted and to stay within the total budget for each capital project. Neither the
Accounting or Purchasing Offices will process payments or purchase orders, which will cause
a program or capital project to be over the annual budget amount.
Each operational division is grouped into programs (i.e. Engineering - Administration, Engineering -
Plans & Specifications, Engineering - Right -of -Way, 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.
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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
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.
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CITY OF FAYETTEVILLE, ARKANSAS
BUDGET ORGANIZATIONAL STRUCTURE
FUND In governmental accounting, a fund is a fiscal and accounting entity
with a self -balancing set of accounts, created and maintained for a
particular purpose and having transactions subject to legal or
' administrative restrictions. A separate budget is provided for each
fund.
DEPARTMENT Departments are the major organizational sub -divisions. They have a
broad overall purpose. The City of Fayetteville is organized into five
departments: General Government, Administrative Services, Police,
Fire, and Public Works. Each Department, except General
Government, has a director who reports to the Mayor.
' DIVISION Divisions are the major operational areas of the City. Each Division
has been assigned to one of the Departments listed above according to
the type of activity it performs. For example, the Solid Waste Division
is part of the Public Works Department.
PROGRAM Programs are the operating units within the Division. Each program
represents a specific type of activity within its Division aimed at
providing a service for which the City is responsible. For example, the
Solid Waste Division contains the following programs: Administration,
' Commercial Collection, Residential Collection, Recycling, and
Composting. Each Division Head has developed a list of objectives
and program performance measures for each program which are
utilized by management in evaluating the overall effectiveness of
individual programs.
' CATEGORY Within each program, each expenditure item is grouped into a category
' of related expenditures. The budget for each program is listed by
categorical total. Examples of a category include: Personnel Services,
Materials 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
Special Revenue Funds
Advertising & Promotion
itreet Parking
munity Development
s Development
Law Enforcement
Debt Service Funds
Center Bond
Capital Projects Funds
Construction
Tax Capital Improvements
As noted by the chart above, the City utilizes all four (4) major Governmental fund types:
' General, Special Revenue, Debt Service, and Capital Projects.
General Fund - General fund is the general operating fund of the City. it is used to
' account for all financial resources except those accounted for in other funds.
Special Revenue Funds - Special Revenue funds are used to account for the proceeds of
specific revenue sources which are designated or required to finance particular functions or
activities of the City.
Debt Service Funds - Debt service funds are used to account for the accumulation of
resources for, and the payment of, general long-term debt principal, interest and related
costs, other than debt service payments made by enterprise funds.
capital Funds - Capital projects funds are used to account for financial
t 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, 2001
Special
Debt
Capital
General
Revenue
Service
Projects
Total
Revenues:
Sales Taxes
$ 8,947,000 $
$
S 24,544,000 $
33,491,000
PropertyTaxes
1,000,000
1,000,000
Hotel, Motel, Restaurant Taxes
2,552,000
2,552,000
Franchise Taxes
2,865,000
2,865,000
Licenses and Permits
799,000
799,000
Intergovernmental
1,582,500
4,129,060
270,000
5,981,560
Charges for Services
1,084,000
273,970
1,000
1,358,970
Fines and Forfeitures
1,186,000
1,186,000
Investment Earnings
586,000
270,600
23,700
1,027,000
1,907,300
Other
74,000
140,000
8,000
222,000
Total Revenues
18,123,500
7,365,630
23,700
25,850,000
51,362,830
Expenditures
General Government
2,535,669
2,535,669
Cost Reimbursements
(2,420,448)
-
(2,420,448)
Administrative Services
4,332,479
929,587
5,262,066
Police
6,761,263
375,973
7,137,236
Fire
4,499,075
4,499,075
Public Works
4,849,442
4,898,582
9,748,024
City Advertising & Promotion
840,582
840,582
Capital Outlay
11,131,200
11,131,200
Debt Service
408,735
408,735
Total Expenditures
20,557,480
7,044,724
408,735
11,131,200
39,142,139
Excess of revenues
over (under) expenditures
(2,433,980)
320,906
(385,035)
14,718,800
12,220,691
Other financing sources (uses):
Operating transfers in
3,102,000
483,629
367,160
1,000,000
4,952,789
Operating transfers out
(1,347,789)
(930,650)
(3,068,000)
(5,346,439)
Net Other Financing
1,754,211
(447,021)
367,160
(2,068,000)
(393,650)
Excess of revenues over (under) expenditures
and other financing sources (uses)
(679,769)
(126,115)
(17,875)
12,650,800
11,827,041
Estimated Fund Balance - Beginning of Year
8,820,140
2,628,786
241,768
4,458,542
16,149,236
Fund Balance - End of Year
$ 8,140,371
$2,502.671
$ 223,893
$ 17 109 342
$ 27,976,277
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City of Fayetteville, Arkansas
' Chart of Proprietary and Fiduciary Fund Types
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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.
' Ejg�prise Funds - Enterprise funds are used to account for operations (A) that are financed
and operated in a manner similar to private business enterprise, where the intent of the
governing body is that the costs of providing goods or services to the general public on a
' continuing basis be financed or recovered primarily through user charges; or (B) where the
governing body has decided that periodic determination of revenues earned, expenses incurred
and/or net income is appropriate for capital maintenance, public policy, management control,
accountability or other purposes.
Internal Service Funds - Internal service funds are used to account for the financing of goods
'or services provided by one division of the City to other divisions of the City, on a cost
reimbursement basis.
Trust Funds and Agency Funds - Trust funds and agency funds are used to account for assets
held by the City in a trustee capacity or as an agent for individuals, private organizations, other
' governments and/or other funds. Trust funds are accounted for in essentially the same manner
as proprietary funds since capital maintenance is critical. Agency funds are custodial in nature
and do not involve measurement of results of operation.
In reference to the following combined statements, the revenues are listed by major source and
the expenses are listed by major department or service. Also shown are depreciation,
' nonoperating revenue and (expenses), transfers in and (out), and net income.
' 13
City of Fayetteville, Arkansas
Combined Statement of Budgeted Revenues, Expenses and Changes in Fund Equity
All Proprietary Fund Types and Similar Trust Funds
For the Year Ended December 31, 2001
Fiduciary
Proprietary
Funds
Funds
Internal
Enterprise
Service
Total
Operating Revenues:
Airport Revenues
$ 296,000 $
S
$
296,000
Rent and Leases
122,000
122,000
Solid Waste Fees
4,757,000
4,757,000
Water Sales
10,809,000
10,809,000
Sewer Service Charges
8,560,000
8,560,000
Shop Charges
3,650,000
3,650,000
Contributions
215,400
215,400
Property Taxes
470,000
470,000
State Insurance Refund
295,000
295,000
Court Fines and Fees
142,560
142,560
Investment Earnings
767,230
767,230
Other
250,000
2,796
252,796
Total Operating Revenues
24,794 000
3,650,000
1,892,986
30,336,986
Operating Expenses:
Water & Sewer
Administrative Services
1,612,525
1,612,525
Public Works
14,240,225
14,240,225
Solid Waste
4,750,156
4,750,156
Airport
658,687
-
658,687
Continuing Education Center
46,687
46,687
Town Center and Parking Facility
18,152
18,152
Police Pension
942,676
942,676
Fire Pension
864,000
864,000
Municipal Judge Retirement
700
700
Shop
2,481,574
2,481,574
Total Operating Expenses
21,326,432
2,481,574
1,807,376
25,615,382
Operating Income Before Depreciation
3,467,568
1,168,426
85,610
4,721,604
Depreciation Expense
5,695,516
2,440,608
8.136,124
Operating Income (Loss)
(2,227,948)
(1,272,182)
85,610
(3,414,520)
Nonoperating Income (Expenses)
State Convention Center Tumback
180,000
180,000
Interest Income
1,588,740
250,000
1,838,740
Interest Expense & Fees
(1,440,438)
(1,440,438)
Intergovernmental
Other
189,000
189,000
517,302
250,000
767,302
Other Financing Sources (Uses)
Operating Transfers In
811,650
811,650
Operating Transfers Out
(418,000)
(418,000)
393,650
393,650
Net Income (Loss)
(1,316,996)
(1,022,182)
85,610
(2,253,568)
Depreciation on Capital Contributions
3,385,062
30,772
3,415,834
Retained Earnings - Beginning of Year
72,981,427
8,437,358
25,128,834
106,547,619
Retained Earnings - End of Year
75,049,493
7,445,948
25,214,444
107,709,885
Contributions - Beginning of Year
60,822,881
153,858
60,976,739
Capital Contributions
2,599,900
2,599,900
Depreciation on Capital Contributions
(3,385,062)
(30,772)
(3,415,834)
Contributions - End of Year
60,037,719
123,086
60,160,805
Total Fund Equity - End of Year
$ 135.087,212
$ 7.569,034 $
25.214,444
$ 167.870 690
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City of Fayetteville; Arkansas
Sources of Funds for 2001
(39.1%) Sales Tax $ 36,043;000•
(31%) Fmnchiss Tax $ 2,865
(11.7%) Water Sales $ 10,809,000
(9.3%) Sewer Sales $ 8,560,C
(5.2%) Solid Waste
pFmeeae Ni,i�nc,,uuuu
fo$470,0
$6,225,970
$92,271,895
(2.8%) Capital Contributions $ 2,599.900
(2.4%) Miscellaneous $ 2,207,756
?%) Transfers $ 5.764,439
..._.e_vemmentat $ 6,455,360
(4.9%) Investments $ 4,514,470
Uses of Funds for 2001
(3.2%) Materials & Supplies $ 2,982,699
(10.8%) Services & Charges $ 9,940,124 �p
(1.2%) Maintenance $ 1,093,543
(4.0%) Internal Charges $ 3,650,000
(4.6%) W WTP Operations $ 4,208,065
(5.3%) Water Purchased $ 4,928,000
(27.7%) Personnel $ 25,596,687
(6.9%) Fund Balance $6,394,416
11ui1
(2.0%) Debt Service $ 1,849,173
(13.0%) Governmental Capital $ 11,969,868 - ='- (6.2%) Transfers $ 5,764,439
(6.3%) Proprietary Capital $ 5,778,957 (8,8%) Depreciation $ 8,136,124
$92,271,895
Note: The Sources ofFunds chart includes revenues from all City funds. The Uses ofFunds chart includes expenditures from a0 funds
including $5,778,957 of capital expenditures in the Proprietary turd types. In compliance with GAAP, Proprietary fimd
balances do not reflect capital expenditures.
15
General
Street
Advertising & Promotion
Off Street Parking
Community Development
Parks Development
Drug Law Enforcement
ArSCentei Bond
City of Fayetteville, Arkansas
1 Multi -Year Comparison 1
fr7 fll' ''Adopted Budget Expenditures- 1 } s
1997 1998 1999 2000
1
2001
$ 15,35I2,000 $ 16,629,047 S 17,884,022 $ 20,440,745 $ 21,905,269
(U 1tLS1 '
2,532,092 2,697,000 2,913,950 3,221,207 3,235,670
1,095,057 1,465, 896 1,591,332 1,589,350 1,737,232
206,040,.- v :'205,046 " • -w245,350 269,550 280,995
857,216 999;423 1,115,422" . 869,304 929,587
R - 'Gf4 x`_
cwt .. Yi{ ytr' ..
976,873^ 1,077,246;; -Fa` 1,237,987 F 1,389,008 1,415,917
' 278,665 w2665i3 - _,.337;304 , 1. 346,782 375,973
361,112 Y� 407,203 r 410,168 407,205 408,735
Library Construction
0
0.
." a' 0
0
275,000
Replacement
850
.850 .
- :' 800
800
500
Sales Tax Capital Improvements
10,182,510
11,364,800'
15,088,350
11,792,600
13,923,700
Water & Sewer
24,391,652
25,537,890
.27,884,445
- 23,923,580
24,254,047
Solid Waste
4,218,533
4,484,027
4,492,328
4,768,805
4,950,812
Airport
4,198,000
3,703,319
2,640,453
3,514,395
2,755,095
Town Center Construction
0
7,612,200
294,000
317,305
520,515
Continuing Education Center
698,4/31
659,631
652,705
629,936
609,374
Police Pension
I(U
544,800 `
I{,; .n. 11
599,800
4J ? •/
599,800
896,000
942,676
Fire Pension
530,500
719,500
759,500
. 785,500
864,000
Municipal Judge Retirement.
7
:.75'i`
" -t •• 100
100
700
Shop
5,302,393
6,366,294
6,322,050
6,335,784
6,491,682
$ 7i-,7&72
$, 84,795,754
S 84,470,066
$481,497,956 S
85,877,479
y . iJe'
This comparison of adopted budgets is included to show;the scope and growth of City operations in a multi -year format.
This presentation is traditional but continues to include interfund transfers. Rather than restating all of the budgets, it is
recommended that _emphasis be placed on .the significant entries which are the individual funds. A more detailed
discussion of each individual fund is included in"the specific section devoted to that fund.
* The stated $85,877,479 total for 2001 is less that the $92,271,895 uses of funds amount stated in the pie chart on page
15. The $6,394,416 reduction is for additional revenue received that what was expensed and was being allocated back
to fund balance. This is due to the creation of the Library Construction Fund which projects an additional
$12,407,000 in revenue over what is budgeted to be expensed in 2001.'
4
16
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
Library Construction
Replacement
Sales Tax Capital Improvements
17
General Fund
Sources of Funds for 2001
(54.9%) Sales Tax $12,015,000
(4.6%) Property Tax $ 1,000,01
(3.0%) Investment Earn & Misc $ 6
(13.1%) Franchise Fees $ 2,865.000
(27.8%) Police $ 6,761.2
(18.5%) Fnc .v •,Yao.v,
(3.1%) Fund Balance $ 679,769
(3.6%) Licenses & Permits $ 799,000
0.2%) Transfers $ 34,000
Intergovernmental $ 1,582,500
(4.9%) Charges for Services $1,084,000
(5.4%) Fines & Forfeitures $ 1,186,000
$21,905,269
Uses of Funds for 2001
$21,905,269
(17.8%) Administrative Services $ 4,332,479
Cost Reimbursements $ (2,420,448)
(10.4%) General Government $ 2,535,669
(5.6%) Transfers $ 1,347,789
l i .flo) runic Works $ 4,849.442
I
City of Fayetteville, Arkansas
General Fund
' Fund - 1010
Actual Budgeted Estimated Budgeted
' 1999 2000 2000 2001
Beginning Fund Balance $ 9,091,043 $ 9,823,405 $ 9,823,405 $ 8,820,140
Resources
' Revenues
Property Tax 286 0 0 1,000,000
Sales Tax - County 7,933,134 8,270,000 8,591,000 8,947,000
' Franchise Fees 2,758,108 2,910,000 2,832,000 2,865,000
Licenses & Permits 800,499 738,000 772,000 799,000
Intergovernmental 3,145,594 1,920,240 1,837,448 1,582,500
' Charges for Services 1,007,798 1,201,064 1,068,000 1,084,000
Fines & Forfeitures 1,303,281 1,432,000 1,186,000 1,186,000
Investment Earnings 486,662 582,000 583,000 586,000
' Other 183,074 296,267 308,000 74,000
Total Revenue 17,618,436 17,349,571 17,177,448 18,123,500
' Operating Transfers In
Off Street Parking 27,209 30,000 30,000 34,000
Sales Tax - City 2,693,250 2,856,000 2,856,000 3,068,000
' Total Transfers In 2,720,459 2,886,000 2,886,000 3,102,000
Total Resources 20,338,895 20,235,571 20,063,448 21,225,500
Uses
' Expenditures
General Government 3,507,097 3,576,476 3,557,665 2,535,669
Cost Reimbursements (2,259,548) (2,201,112) (2,201,112) (2,420,448)
t Administrative Services 3,560,249 3,913,550 3,831,965 4,332,479
Police 5,874,377 6,589,178 6,471,945 6,761,263
Fire 3,929,746 4,325,691 4,310,012 4,499,075
' Public Works 4,582,277 4,909,122 4,773,533 4,849,442
Total Expenditures 19,194,198 21,112,905 20,744,008 20,557,480
Operating Transfers Out
Arts Center Bond Fund 290,257 280,705 280,705 282,160
Community Development Fund 0 0 0 16,370
Drug Law Enforcement Fund 45,578 63,338 42,000 49,259
I
Replacement Fund 76,500 0 0 0
Sales Tax Capital Improvements Fund 0 0 0 1,000,000
Total Operating Transfers Out 412,335 344,043 322,705 1,347,789
Total Uses 19,606,533 21,456,948 21,066,713 21,905,269
Net Resources (Uses) 732,362 (1,221,377) (1,003,265) (679,769)
Ending Fund Balance $ 9,823,405 $ 8,602,028 $ 8,820,140 $ 8,140,371
Reserved for Loans to Other Funds $ 60,000 $ 60,000 $ 60,000 $ 60,000
' Ending Undesignated Fund Balance 9,763,405 8,542,028 8,760,140 8,080,371
Ending Fund Balance $ 9,823,405 $ 8,602,028 $ 8,820,140 S 8,140,371
I
19
City of Fayetteville, Arkansas
General Fund Expenditures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
General Government Department
Office of the Mayor $
275,075 $
287,322 $
287,322
$ 286,837
City Council
82,960
80,793
80,793
82,743
CityAttomey
218,313
253,513
246,164
233,500
City Prosecutor
226,940
273,736
267,963
288,688
Hot Check
133,127
144,637
144,137
.141,114
Municipal Judge
79,909
87,647
85,964
90,468
Economic Development
0
154,723
153,618
195,615
Cable Administration
210,171
223,785
223,785
235,811
City Clerk / Treasurer
147,294
231,204
231,204
206,300
Miscellaneous
Salary Contingency
0
332,225
332,225
388,100
Insurance
728
2,500
2,500
2,500
Professional Services
82,094
197,274
197,274
0
Settlements
2,556
207,500
207,500
0
Chamber - Economic Development Services
99,624
0
0
0
C.E.M.S. Service
143,545
143,545
143,545
145,237
Contract Services
26,067
87,437
90,853
80,000
Building Cost
27,988
25,921
25,921
0
Land Acquisition
25,441
26,513
26,513
26,513
Street Improvements
0
516,346
516,346
0
Ozark Regional Transit
19,468
39,468
39,468
49,743
Arkansas Athletes Outreach
15,000
10,000
10,000
10,000
Razorback Transit
0
20,000
20,000
30,000
Yvonne Richardson Community Center
5,136
15,935
5,131
0
NWAATC
1,630,000
170,000
170,000
0
First Night Fayetteville
12,000
15,000
15,000
12,000
Washington County
25,000
0
0
0
Arkansas Air Museum
0
0
0
7,000
Downtown Dickson Enhancement Project
0
0
0
10,000
Maintenance
6,105
8,660
6,259
10,000
Other
12,556
20,792
28,180
3,500
Total General Government Department
3,507,097
3,576,476
3,557,665
2,535,669
Administrative Services Department
Administrative Services Director
156,684
105,604
104,514
100,665
Personnel Administration
511,224
538,194
527,232
566,438
Accounting & Audit
440,801
420,014
415,314
431,128
Budget and Research
167,809
179,390
179,390
175,427
Billing & Collections
266,081
234,014
228,613
492,700
Internal Auditing
59,911
61,500
50,102
64,800
Utility Management
0
216,300
216,050
330,100
General Building Maintenance
348,773
399,222
399,222
318,815
Janitorial
164,819
131,112
104,160
144,499
Procurement
106,688
134,813
129,349
132,700
Information Technology
460,557
511,020
511,020
597,300
Criminal Cases
156,639
175,054
174,261
175,748
Probation & Fine Collection
38,284
43,779
43,304
39,822
Small Claims & Civil Cases
114,746
121,204
121,047
123,688
Animal Patrol/Emergency Response
145,642
160,902
150,794
148,191
Animal Shelter
363,127
408,877
405,042
315,679
Veterinarian/Clinic Program
0
0
0
93,407
Parking Management
58,464
72,551
72,551
81,372
Total Administrative Services Department
3,560,249
3,913,550
3,831,965
4,332,479
20
City of Fayetteville, Arkansas
General Fund Expenditures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Police Department
Support Services 1,386,448 1,319,896 1,305,155 1,386,577
Patrol/Warrant 3,858,875 4,547,915 4,449,336 4,642,518
Central Dispatch 629,054 721,367 717,454 732,168
'Total Police Department 5,874,377 6,589,178 6,471,945 6,761,263
Fire Department
' Prevention 178,224 220,463 212,013 221,443
Operations 3,662,454 3,999,177 3,998,140 4,171,621
Training & Education 89,068 106,051 99,859 106,011
Total Fire Department 3,929,746 4,325,691 4,310,012 4,499,075
Public Works Department
' Public Works Director
Public Works Director 210,893 220,791 218,962 214,977
Public Lands Maintenance 257,083 264,405 264,405 281,307
' Engineering
Operations & Administration 540,138 668,103 628,821 560,391
Right of Way Acquisition 91,561 93,961 93,461 71,094
Public Construction 220,052 194,261 194,261 199,736
' Planning 447,568 431,588 426,090 390,260
Inspections 458,694 552,491 548,111 567,040
Parks
Parks Administration 178,829 97,619 97,409 83,517
' Swimming Pool 144,492 129,423 127,899 146,242
Athletics & Recreational Transfers 512,656 508,249 481,124 529,638
Library 561,891 617,800 617,800 642,800
' Lake Recreation 59,551 61,460 61,460 61,220
Park Maintenance 535,958 686,262 633,163 688,266
Traffic
Engineering/Planning 90,662 101,250 100,625 100,507
'Control & Parking 272,249 281,459 279,942 312,447
Total Public Works Department 4,582,277 4,909,122 4,773,533 4,849,442
Cost Reimbursement (2,259,548) (2,201,112) (2,201,112) (2,420,448)
Total General Fund Expenditures $ 19,194,198 $ 21,112,905 $ 20,744,008 $ 20.557.480
I
[1
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H
' 21
Street Fund
Sources of Funds for 2001
(75.3%) State Tumback $ 2
(2.9%) Fund Balance $ 92,670
(4.3%) Contract Services (Reimb) $140,000
)%) Interest $ 93,000
(14.6%) County Road Tumback $ 473,000
$3,235,670
Uses of Funds for 2001
(10.2%) Sidewalk & Trail Maint $ 329,367
Operations & Administration $ 910,000
(12.7%) Drainage Maintenance $4
(41.1%) Street Maintenance $ 1,330,281
$3,235,670
(7.9%) Right of Way Maintenance $ 254.847
22
City of Fayetteville, Arkansas
Street Fund
Fund 2100
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Beginning Fund Balance S 1,328,793 $ 1,517,406 $ 1,517,406 $ 1,345,956
Revenues
Intergovernmental
Interest
Other
Total Revenues
Expenditures
Operations & Administration
Right -of -Way Maintenance
Street Maintenance
Drainage Maintenance
Sidewalk & Trail Maintenance
Total Expenditures
Revenues Over (Under) Expenditures
Ending Fund Balance
2,920,818
3,080,000
2,830,000
2,910,000
65,050
77,000
93,000
93,000
125,635
65,000
143,000
140,000
3,111,503
3,222,000
3,066,0 00
3,143,000
759,287
893,503
893,503
910,000
206,528
259,599
259,599
254,847
1,347,401
1,376,719
1,367,423
1,330,281
367,601
414,179
414,179
411,175
242,073
315,107
302,746
329,367
2,922,890
3,259,107
3,237,450
3,235,670
188,613
(37,107)
(171,450)
(92,670)
$ 1,517,406
$ 1,480,299
$ 1,345,956
$ 1.253,286
23
City of Fayetteville, Arkansas
City Advertising & Promotion Fund
Fund - 2120
Beginning Fund Balance
Revenues
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 Operations
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
Actual Budgeted Estimated
1999 2000 2000
$ 1,406,845 $ 1,339,381 $ 1,339,381
1,170,115
65,492
(2,998)
1,232,609
212,410
150
212,384
9,328
0
20,105
23,402
3,743
83,672
3,469
10,000
32,000
21,094
99,366
724
731,847
1,174,000
66,000
0
1,240,000
250,779
150
126,399
5,000
0
15,000
25,000
7,357
127,331
63,531
10,000
25,000
0
157,040
1,230,000
65,400
0
1,295,400
250,779
150
126,399
5,000
0
15,000
25,000
7,357
127,331
63,531
10,000
25,000
0
157,040
Budgeted
2001
$ 1,099,638
1,276,000
65,400
0
I,J41,4uu
225,000
150
0
50,000
220,500
0
26,000
5,000
41,432
42,500
10,000
20,000
0
100,000
200,000 200,000 100,000
1,012,587 1,012,587 840,582
Other Financing Sources (Uses):
Transfer from Town Center Fund
23,889
31,174
31,174
23,000
Transfer from CEC Bond Fund
382,679
400,000
351,770
395,000
Transfer to Arts Center Bond Fund
(101,540)
(105,000)
(105,000)
(85,000)
Transfer to Town Center Fund
(448,592)
(375,000)
(375,000)
(386,150)
Transfer to CEC Bond Fund
(424,662)
(425,500)
(425,500)
(425,500)
Total Other Financing Sources (Uses):
(568,226)
(474,326)
(522,556)
(478,650)
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses)
Ending Fund Balance
(67,464) (246,913) (239,743) 22,168
$ 1,339,381 $ 1,092,468 $ 1,099,638 $ 1,121,806
24
City of Fayetteville, Arkansas
Off Street Parking Fund
Fund - 2130
' Beginning Fund Balance
I
IT
I
I
I
I
I
I
I
I
H
I
I
I
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
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
$ 605,254
$ 247,735
$ 247,735
$ 24,939
191,209
192,556
226,895
273,970
28,389
26,000
16,600
15,200
(634)
0
0
0
218,964
218,556
243,495
289,170
2,605
2,534
2,534
4,600
73,219
144,766
144,766
77,395
27,740
150,482
150,482
38,000
59,110
69,509
69,509
70,000
0
69,000
69,000
57,000
162,674
436,291
436,291
246,995
(27,209)
(30,000)
(30,000)
(34,000)
(386,600)
0
0
0
(413,809)
(30,000)
(30,000)
(34,000)
(357,519)
(247,735)
(222,796)
8,175
$ 247.735
$ 0
$ 24,939 $
33,114
25
City of Fayetteville, Arkansas
Community Development Block Grant Fund
Fund - 2180
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Revenue
CD Grant Funding
$ 391,898 $
1,402,191 $
1,402,191 $
725,127
Home Grant Funding
111,531
104,566
104,566
120,500
AAA of NWA
4,000
4,000
4,000
4,000
CDBG Program Income
55,158
37,590
37,590
37,590
Rehab Expense
0
(10,000)
(10,000)
0
Home Program Income
73,492
26,000
26,000
26,000
Total Revenues
636,079
1,564,347
1,564,347
913,217
Expenditures
Administration & Planning Program
68,837
88,215
88,215
119,162
Housing Services Program
154,887
133,332
133,332
246,489
Home Grant Program
185,023
130,566
130,566
146,500
Yvonne Richardson Community Center Program
58,472
70,463
70,463
107,436
Public Services Program
24,300
66,700
66,700
35,000
Public Facilities & Improvements
144,560
1,075,071
1,075,071
275,000
Total Expenditures
636,079
1,564,347
1,564,347
929,587
Other Financing Sources (Uses):
Transfer from General Fund
0
0
0
16,370
Total Other Financing Sources (Uses):
0
0
0
16,370
Revenues Over (Under) Expenditures
and Other Financing Sources (Uses): $ 0 $ 0 $ 0 $ 0
26
City of Fayetteville, Arkansas
Parks Development Fund
Fund - 2250
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Beginning Fund Balance $ 1,539,953 $ 1,193,027 $ 1,193,027 $ 112,917
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
1,170,115
1,174,000
1,230,000
1,276,000
30,000
0
0
0
75,164
83,000
86,500
97,000
(1,550)
0
0
0
1,273,729
1,257,000
1,316,500
1,373,000
459,038
627,752
602,426
745,917
1,161,617
1,794,184
1,794,184
670,000
1,620,655
2,421,936
2,396,610
1,415,917
(346,926)
(1,164,936)
(1,080,110)
(42,917)
$ 1,193,027
$ 28,091
$ 112,917
$ 70,000
* 2001 Park Improvement Capital Projects: Fayetteville Boys & Girls Club Expansion $ 395,000
Davis Park Improvements 20,000
Lake Fayetteville Softball Complex Improvements 250,000
Bundrick Park Development 5,000
$ 670,000
27
City of Fayetteville, Arkansas
Drug Law Enforcement Fund
Fund - 2930
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Beginning Fund Balance
$ 52,920
$ 62,013
$ 62,013
$ 45,336
Revenues
Drug Enforcement Grant
240,514
257,087
257,087
257,087
DEA Reimbursement
0
0
1,557
8,600
Grant - Springdale
11,406
15,291
15,291
15,291
Grant - Washington County
1,483
1,617
1,617
1,437
Grant - University of Arkansas
11,324
10,732
10,732
10,732
Grant - Prairie Grove
1,483
1,617
1,617
1,437
Grant - Lincoln
1,483
1,617
1,617
1,437
Grant - Greenland
1,483
1,617
1,617
1,437
Grant - West Fork
1,483
1,617
1,617
1,437
Grant -Johnson
1,483
1,617
1,617
1,437
Grant - Farmington
1,483
1,617
1,617
1,437
Grant - Elm Springs
1,483
1,617
1,617
1,437
Grant - Elkins
0
0
766
1,437
Forfeitures - DTF
7,660
0
5,129
0
Interest
1,433
1,200
1,945
1,200
Total Revenues
284,201
297,246
305,443
305,843
Expenditures
Drug Enforcement Program
320,686
364,120
364,120
375,973
Total Expenditures
320,686
364,120
364,120
375,973
Revenues Over (Under) Expenditures
Before Other Financing Sources (Uses) (36,485) (66,874) (58,677) (70,130)
Other Financing Sources (Uses)
Transfer from General Fund 45,578 63,338 42,000 49,259
Total Other Financing Sources (Uses) 45,578 63,338 42,000 49,259
Revenues Over (Under) Expenditures
and Other Financing Sources (Uses)
Ending Fund Balance
9,093 (3,536) (16,677)
$ 62,013 $ 58,477 $ 45,336
(20,871)
$ 24,465
28
City of Fayetteville, Arkansas
Arts Center Bond Fund
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Beginning Fund Balance $ 240,849
$ 240,668
$ 240,668
$ 241,768
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
18,265
21,500
22,600
23,700
18,265
21,500
22,600
23,700
305,000
315,000
315,000
330,000
103,668
90,705
90,705
77,160
1,575
1,500
1,500
1,575
410,243
407,205
407,205
408,735
(391,978)
(385,705)
(384,605)
(385,035)
290,257
280,705
280,705
282,160
101,540
105,000
105,000
85,000
391,797
385,705
385,705
367,160
(181)
0
1,100
(17,875)
$ 240,668 $
240,668 $
241,768
$ 223,893
City of Fayetteville, Arkansas
Library Construction Fund
Fund - 4150
Beginning Fund Balance
Revenue
Sales Tax Revenue
Interest
Total Revenue
Expenditures
Architectural Services
Land Acquisition
Total Expenditures
Revenues Over (Under) Expenditures
Ending Fund Balance
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
$ 0 $ 0 S 0 $ 325,000
0
1,545,000
1,870,000
12,272,000
0
0
0
410,000
0
1,545,000
1,870,000
12,682,000
0
1,545,000
1,545,000
0
0
0
0
275,000
0
1,545,000
1,545,000
275,000
0
0
325,000
12,407,000
$ 0 $
0 $
325,000
$ 12,732,000
30
City of Fayetteville, Arkansas
Replacement Fund
Fund -4270
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Beginning Fund Balance
$ 3,457,292
$ 3,705,849
$ 3,705,849
$ 3,922,609
Revenue
Interest
180,103
185,000
217,260
230,000
Other
(7,546)
0
0
0
Total Revenue
172,557
185,000
217,260
230,000
Expenditures
Audit Expense
500
500
500
500
T -Bill Handling Fees
0
300
0
0
Total Expenditures
500
800
500
500
Revenues Over (Under) Expenditures
172,057
184,200
216,760
229,500
Other Financing Sources (Uses)
Transfer From General Fund
76,500
0
0
0
Total Other Financing Sources (Uses)
76,500
0
0
0
Revenues & Financing Sources
Over (Under) Expenditures
248,557
184,200
216,760
229,500
Ending Fund Balance
$ 3,705,849
$ 3,890,049
$ 3,922,609
$ 4,152,109
31
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Fund 4470
Beginning Fund Balance
Revenue
Sales Tax Revenue
Intergovernmental
Charges For Services
Interest
Other
Total Revenue
Expenditures
Audit Expense
Capital Improvements Projects:
Bridge and Drainage Improvements
Fire Safety Improvements
In -House Street & Sidewalk Improvements
Library Materials Purchases & Improvements
Other Capital Improvements
Parks and Recreation Improvements
Police Safety Improvements
Solid Waste Improvements
Street Improvements
Transportation Improvements
Water & Sewer Improvements
Total Expenditures
Revenues Over (Under) Expenditures
Actual
1999
$ 14,167,623
10,985,041
59,194
191,504
651,483
878
11,888,100
2,600
780,179
1,308,845
853,879
268,075
1,184,195
547,242
168,714
14,514
3,056,233
44,952
2,043,235
Budgeted
Estimated
Budgeted
2000
2000
2001
$ 13,089,810
$ 13,089,810
$ 210,933
11,422,000
11,587,000
12,272,000
1,410,002
1,408,377
270,000
301,226
302,613
1,000
675,355
675,355
387,000
39,000
6,909
8,000
13,847,583
13,980,254
12,938,000
2,600
1,758,969
566,980
1,439,476
281,396
3,537,737
855,543
1,287,501
112,487
10,303,213
215,408
3,191,574
2,600
1,758,969
566,980
1,439,476
281,396
3,537,737
855,543
1,287,501
112,487
10,303,213
215,408
3.191.574
II)L/L,OOJ LJ,JJL,OO't U,JJL,OO4
5,000
575,000
602,000
1,262,000
170,000
1,529,700
1,524,000
169,000
0
3,010,000
128,000
1,881,000
10,855,700
1,615,437 (9,705,301) (9,572,630) 2,082,300
Other Financing Sources (Uses)
Transfer from General Fund
0
0
0
1,000,000
Transfer to General Fund
(2,693,250)
(2,856,000)
(2,856,000)
(3,068,000)
Transfer to Town Center Fund
0
(450,247)
(450,247)
0
Total Other Financing Sources (Uses)
(2,693,250)
(3,306,247)
(3,306,247)
(2,068,000)
Revenues & Other Financing Sources
Over (Under) Expenditures & Uses
(1,077,813)
(13,011,548)
(12,878,877)
14,300
Ending Fund Balance
$ 13,089,810
$ 78,262
$ 210,933
$ 225,233
WA
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I
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Capital Budget
Project Category Project Title 2001 Budget
Bridge and Drainage Improvements Drainage Study and Phase II Stormwater Management $ 150,000
Miscellaneous Drainage Improvements 250,000
Stone Bridge Road - Street & Drainage Improvements 175,000
575,000
Fire Safety Improvements Aerial Ladder Fire Apparatus - Replacement 562,000
Facility Maintenance 20,000
Fire Station - #7 Escrow Funds 20,000
602,000
In -House Street & Sidewalk Improvements Pavement Improvements 947,000
Sidewalk Improvements 315,000
1,262,000
Library Materials Purchases & Improvements Library HVAC Replacement & Improvement 10,000
Library Materials Purchases 160,000
170,000
Other Capital Improvements Animal Shelter Roof Replacement 20,000
Automated Inspection Request System 40,000
Botanical Gardens Study 58,700
Building Improvements 165,000
Forestry Program 63,000
Geographic Information System 120,000
Kennel Cage Doors - Woven Wire Replacement 12,000
Microcomputer Replacements 35,000
Printer Replacements 30,000
P.E.G. Television Center - Equipment 49,000
Radio System Replacement 907,000
Work Order System 30,000
1,529,700
Parks and Recreation Improvements Concession/Restroom Improvements 5,000
Lewis/Asbell Athletic Complex Development 314,000
Other Park Improvements 25,000
Park Trail Development 180,000
Walker Park Senior Complex 1,000,000
1,524,000
I
33
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Capital Budget
Project Category Project Title
Police Safety Improvements City Jail & Police Building Improvements
Mobile Data System
PC/Terminal - Upgrade/Replacements
Police Computer System and Network Upgrade
Specialized Police Equipment
Street Improvements Cleveland Street Improvements - Leverett to Hall
Kings Drive Reconstruction
Old Missouri Road - Mud Creek to Stubblefield
Street ROW/Intersection/Cost Sharing Improvements
Transportation Improvements
Water and Sewer Improvements
Miscellaneous Fund Expenses
M.U.T.C.D. Sign Material
Traffic Signal Improvements
Sanitary Sewer Rehabilitation
Fayetteville Boys & Girls Club Exp. W/S Improvements
Water and Sewer Operations/Services Center
Audit Expense
2001 Budget
70,000
10,000
15,000
64,000
, n Ann
• 798,000
562,000
1,500,000
150,000
3,010,000
30,000
98,000
128,000
1,094,000
124,000
663,000
1,881,000
5,000
5,000
P IV,u JJ, IVV
r]
Proprietary and Fiduciary Funds
Enterprise Funds
Water and Sewer
Solid Waste
Airport
Town Center & Parking Facility
Continuing Education Center & Parking Facility
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Trust Funds
Police Pension
Fire Pension
Municipal Judge Retirement
Internal Service Fund
Shop
I
35
Water & Sewer Fund
Sources of Funds for 2001
(44.6%) Water Sales $ 10,809,000
(35.3%) Sewer Service Charges $ E
(0.7%) Others 189,000
(6.4%) Retained Earnings $ 1,555,047
Capital Contributions $ 1,881.000
(5.2%) Interest Income $ 1,260,000
$24,254,047
Uses of Funds for 2001
(10.8%) Operations & Administration $ 2,625.211
(17.4%) Waste Water Treatment $ 4.208,065
(4.9%) Sewer Main Maint. $ 1,192.638
(5.3%) Water Transmission and Dist. $ 1,286,311
(20.3%) Water Purchased $ 4,928,000
(13.9%) Capital $ 3,360.457
(6.6%) Meter Operations $ 1,612,525
(4.4%) Interest Expense $ 1,060,200
(16.4%) Depreciation $ 3,980,640
$24,254,047
City of Fayetteville, Arkansas
Water and Sewer Fund
' Fund - 5400
Actual Budgeted Estimated Budgeted
' 1999 2000 2000 2001
Beginning Retained Earnings $ 52,714,552 $ 57,721,928 $ 57,721,928 $ 60,502,721
' Operating Revenues
Water Sales 10,717,253 10,675,000 10,709,000 10,809,000
Sewer Service Charges 8,639,486 8,910,000 8,401,000 8,560,000
' Total Operating Revenues 19,356,739 19,585,000 19,110,000 19,369,000
Operating Expenses
Operations & Administration 2,430,483 2,752,178 2,645,326 2,625,21!
'
Water Purchased 3,528,175 4,928,000 4,928,000 4,928,000
Water Transmission and Distribution 1,180,593 1,274,870 1,231,412 1,286,311
Sewer Main Maintenance 1,131,662 1,240,070 1,222,024 1,192,638
' Waste Water Treatment Plant 3,970,703 4,037,209 4,028,457 4,208,065
Meter Operations 1,513,294 1,890,443 1,755,190 1,612,525
Total Operating Expenses Before Depreciation 13,754,910 16,122,770 15,810,409 15,852,750
' Operating Income (Loss) Before Depreciation 5,601,829 3,462,230 3,299,591 3,516,250
Depreciation Expense 3,432,070 4,181,524 4,181,524 3,980,640
Operating Income (Loss) 2,169,759 (719,294) (881,933) (464,390)
Nonoperating Income (Expense)
Interest Expense (670,521) (584,200) (584,200) (1,060,200)
Interest Income 729,392 738,000 797,000 1,260,000
Intergovernmental 550,000 850,000 850,000 0
Other (69,956) 95,000 185,421 189,000
' Total Nonoperating Income 538,915 1.098,800 1,248,221 388,800
Net Income (Loss) 2,708,674 379,506 366,288 (75,590)
' Add Back Depreciation On Assets Acquired
With Contributed Capital 2,298,702 2,414,505 2,414,505 2,520,891
' Net Change to Retained Earnings 5,007,376 2,794,011 2,780,793 2,445,301
Ending Retained Earnings 57,721,928 60,515,939 60,502,721 62,948,022
Beginning Contributions 45,180,987 46,356,387 46,356,387 47,133,456
Capital Contributions 3,474,102 3,191,574 3,191,574 1,881,000
Depreciation on Capital Contributions (2,298,702) (2,414,505) (2,414,505) (2,520,891)
'Ending Contributions 46,356,387 47,133,456 47,133,456 46,493,565
Total Fund Equity, End of Year $ 104,078,315 $ 107.649.395 S 107.636,177 $ 109,441.587
Capital Expenditures $ 8,230,930 S10,782,018 $ 10,779.039 S 3 360 457
I
37
Solid Waste Fund
Sources of Funds for 2001
(92.9%) Solid Waste Pees $ 4,757,000
$5,118,000
Uses of Funds for 2001
(26.5%) Commercial Pickup $ 1.357,632
(24.1%) Residential Pickup $ 1,233.50
(5.0%) Composting $ 256,520
$5,118,000
(L1%) Recycling & Other $ 361,000
3%) Operations and Admin. $ 934,998
(3.4%) Depreciation $ 175,656
(3.3%) Retained Earrings $ 167.188
1.5%) Capital $ 25,000
(18.9%) Recycling $ 967,498
W
City of Fayetteville, Arkansas
Solid Waste Fund
Fund 5500
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
'Beginning Retained Earnings $ 2,272,358 $ 2,840,754 $ 2,840,754 $ 3,569,158
Operating Revenues
' Solid Waste Fees 4,402,413 4,628,000 4,647,000 4,757,000
Recycling Revenue 168,328 113,000 334,000 188,000
Composting Revenue 6,187 9,000 13,000 7,000
Container Sales/Leases 89,134 25,000 77,000 52,000
'Total Operating Revenues 4,666,062 4,775,000 5,071,000 5,004,000
Operating Expenses
' Operations and Administration 616,044 922,174 809,838 934,998
Commercial Pickup 1,293,966 1,351,455 1,286,822 1,357,632
Residential Pickup 1,201,033 1,375,955 1,223,011 1,233,508
Recycling 636,478 778,225 769,497 967,498
Composting 254,151 240,022 236,559 256,520
Total Operating Expenses 4,001,672 4,667,831 4,325,727 4,750,156
' Operating Income (Loss) Before Depreciation 664,390 107,169 745,273 253,844
Depreciation Expense 115,863 222,637 217,519 175,656
' Operating Income (Loss) 548,527 (115,468) 527,754 78,188
Nonoperating Income (Expense):
' Interest 77,044 84,000 110,400 114,000
Intergovernmental 5,607 0 0 0
Other (187,230) 0 0 0
' Total Nonoperating Revenue (Expense) (104,579) 84,000 110,400 114,000
Net Income (Loss) 443,948 (31,468) 638,154 192,188
' Add Back Depreciation On Assets Acquired
With Contributed Capital 124,448 90,250 90,250 94,000
Net Change to Retained Earnings 568,396 58,782 728,404 286,188
Ending Retained Earnings $ 2,840,754 $ 2,899,536 $ 3,569,158 $ 3,855,346
• Contributions Beginning of Year 1,762,655 1,638,207 1,638,207 1,660,444
Capital Contributions 0 112,487 112,487 0
Depreciation on Contributed Capital (124,448) (90,250) (90,250) (94,000)
' Ending Contributions 1,638,207 1,660,444 1,660,444 1,566,444
Total Fund Equity $ 4,478,961 $ 4,559,980 $ 5,229,602 $ 5,421,790
Capital Expenditures $ 30,536 $ 332,069 $ 331,100 $ 25,000
El
39
Airport Fund
Sources of Funds for 2001
(26.1%) Captial Contributions $ 718,900
(5.2%) Interest & Nonoperating Inc. $ 142,000
(0.6%) Aviation Fuel $16,000
(0.1%) Other $ 3,000
(10.0%) Rents and Leases $ 276,000
(0.1%) Aidine Fees $ 4,000
(57.9%) Retained Earnings $ 1.595,195
$2,755,095
(29.9%) Capital $ 8
Uses of Funds for 2001
(4.8%) Airside Operations $ 131,910
I%) Landside Operations $ 526,777
(46.2%) Depreciation $ 1,272,408
$2,755,095
40
City of Fayetteville, Arkansas
Airport Fund
Fund - 5550
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Beginning Retained Earnings $ 6,522,204
$ 5,559,939
$ 5,559,939
$ 4,880,246
Operating Revenues:
Airline Fees
Parking Fees
Rents and Leases
Aviation Fuel
Other
Total Operating Revenues
48,774
39,682
329,035
29,627
18,977
466,095
0
0
239,780
17,520
1,000
258,300
4,000
0
266,000
16,000
0
286,000
4,000
0
276,000
16,000
3,000
299,000
Operating Expenses:
Landside Operations
461,463
789,091
648,725
526,777
Airside Operations
262,466
160,704
136,774
131,910
Total Operating Expenses Before Depreciation
723,929
949,795
785,499
658,687
Operating Income (Loss) Before Depreciation
(257,834)
(691,495)
(499,499)
(359,687)
Depreciation Expense
861,889
1,167,344
1,167,344
1,272,408
Operating Income (Loss)
(1,119,723)
(1,858,839)
(1,666,843)
(1,632,095)
Nonoperatine Income (Expense
Interest Income
Sales Tax
Other
Total Nonoperating Income
Net Income (Loss)
Add Back Depreciation On Assets Acquired
With Contributed Capital
Net Change to Retained Earnings
Ending Retained Earnings
Beginning Contributions
Contributions
Depreciation on Contribution
Ending Contributions
Total Fund Equity
Capital Expenditures
157,518
97,000
209,000
142,000
4,023
2,000
0
0
(745,474)
0
0
0
(583,933)
99,000
209,000
142,000
(1,703,656)
(1,759,839)
(1,457,843)
(1,490,095)
741,391
778,150
778,150
752,212
(962,265)
(981,689)
(679,693)
(737,883)
5,559,939
4,578,250
4,880,246
4,142,363
10,091,679
10,453,057
10,45 3,05 7
11,085,337
1,102,769
1,408,586
1,410,430
718,900
(741,391)
(778,150)
(778,150)
(752,212)
10,453,057
11,083,493
11,085,337
11,052,025
$ 16,012,996
$ 15,661,743
$ 15.965,583
$ 15,194,388
$ 1,506,178 $ 2.252,975 $ 2,065,978 $ 824,000
41
City of Fayetteville, Arkansas
Town Center and Parking Facility Fund
Fund - 5600
Beginning Retained Earnings
Operating Revenues:
Rents & Leases
total Operating Revenues
Operating Expenses:
Public Notification
Audit Expense
Rent
Insurance
Professional Services
Total Operating Expenses
Operating Income (Loss) Before Depreciation
Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expense)
Interest Income
Interest Expense and Fees
Other
Total Nonoperating Revenue
Income (Loss) Before Operating Transfers
Other Financing Sources (Uses)
Transfer from Advertising & Promotion Fund
Transfer from Off Street Parking Fund
Transfer from ST Capital Improvements 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
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
$ 1,019,928
$ 1,838,450
$ 1,838,450
$ 2,617,311
0
0
272
0
2,667
0
0
2,939
(2,939)
(2,939)
376,648
(366,271)
(219)
10,158
7,219
0 0 0
127
0
20,649
0
2,500
23,276
(23,276)
0
(23,276)
101,404
(309,305)
n
127
0
20,649
0
2,500
23.276
(23,276)
(23,276)
310,290
(309,305)
n
0
1,000
4,002
10,650
2,500
18,152
(18,152)
172,000
(190,152)
43,440
(307,363)
n
(207,901) 985 (263,923)
(231,177) (22,291) _ (454,075)
448,592
375,000
375,000
386,150
386,600
0
0
0
0
450,247
450,247
0
(23,889)
(31,174)
(31,174)
(23,000)
811,303
794,073
794,073
363,150
818,522
562,896
771,782
(90,925)
0
7,079
7,079
17,959
818,522
569,975
778,861
(72,966)
1,838,450
2,408,425
2,617,311
2,544,345
411,940
624,324
624,324
943,644
212,384
326,399
326,399
0
0
(7,079)
(7,079)
(17,959)
624,324
943,644
943,644
925,685
$ 2,462,774
$ 3,352,069
$ 3,560,955
$ 3,470,030
$ 1,337,219
$ 7,218,339
$ 7,218,339
$ 0
42
City of Fayetteville, Arkansas
Continuing Education Center and Parking Facility Fund
Fund - 5690
Beginning Retained Earnings
Operating Revenues
Property Lease
Total Operating Revenues
Operating Expenses
Audit Expense
Insurance - Building
Special Assessments
Total Operating Expenses
Operating Income (Loss) Before Depreciation
Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expenses)
State Tourism Tumback
Interest Income
Interest Expense and Fees
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
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
$ 1,090,070
$ 1,236,322
$ 1,236,322
$ 1,411,991
122,000
122,000
122,000
122,000
122,000
122,000
122,000
122,000
1,500
1,500
1,500
1,500
4,632
4,691
4,691
4,882
40,305
40,305
40,305
40,305
46,437
46,496
46,496
46,687
75,563
75,504
75,504
75,313
94,807
94,807
94,807
94,812
(19,244)
(19,303)
(19,303)
(19,499)
199,328
197,700
175,000
180,000
25,920
29,300
34,000
29,300
(101,735)
(88,633)
(87,758)
(72,875)
123,513
138,367
121,242
136,425
104,269
119,064
101,939
116,926
424,662
425,500
425,500
425,500
(382,679)
(400,000)
(351,770)
(395,000)
41,983
25,500
73,730
30,500
146,252
144,564
175,669
147,426
S 1,236,322
$ 1,380,886
$ 1411991
$ 1,559.417
43
City of Fayetteville, Arkansas
Police Pension Fund
Fund 6800
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Beginning Fund Balance
$ 11,373,719
$ 11,665,109
$ 11,665,109
$ 11,756,691
Revenue
Property Taxes
264,086
263,000
290,000
235,000
State Insurance Tumback
170,357
160,000
166,238
150,000
Court Fines and Fees
122,206
122,300
124,400
124,400
Investment Earnings
298,692
314,400
425,680
345,680
Officer Contributions
29,569
30,955
28,500
28,500
General Fund Contributions
59,139
61,910
56,300
56,300
Donations/Suspension
671
450
450
516
Other
2,266
1,000
2,280
2,280
Total Revenue
946,986
954,015
1,093,848
942,676
Office Supplies & Printing
0
600
0
0
Audit Expense
3,000
3,000
3,000
3,000
Settlement Expense
0
106,735
106,735
0
Professional Services
1,825
1,200
0
0
Pension Withdrawal
0
15,000
0
0
Benefit Payments
650,771
876,200
892,531
939,676
Total Expenses
655,596
1,002,735
1,002,266
942,676
Net Income (Loss)
291,390
(48,720)
91,582
0
Ending Fund Balance
$ 11,665,109
$ 11,616,389 $
11,756,691 $
11,756,691
City of Fayetteville, Arkansas
Fire Pension Fund
Fund 6810
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Beginning Fund Balance $ 11,854,130 $ 12,343,587 $ 12,343,587 $ 12,761,443
Revenue
Property Taxes
264,086
263,000
290,000
235,000
State Insurance Turnback
158,596
160,000
144,281
145,000
Investment Earnings
676,427
470,550
744,850
388,550
Donations
600
0
0
0
Officer Contributions
45,668
49,150
43,200
43,500
General Fund Contributions
91,336
98,300
87,055
87,100
Other
1,193
0
705
0
Total Revenue
1,237,906
1,041,000
1,310,091
899,150
Expenses
Audit Expense
3,000
3,000
3,000
3,000
Settlement Expense
0
106,735
106,735
0
Professional Services
0
1,500
1,500
0
Pension Withdrawal
0
15,000
15,000
0
Benefit Payments
745,449
766,000
766,000
861,000
Total Expenses
748,449
892,235
892,235
864,000
Net Income (Loss)
489,457
148,765
417,856
35,150
Ending Fund Balance
$ 12,343,587
$ 12,492,352
$ 12.761.443
$ 12.796,593
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Municipal Judge Retirement Fund
Fund 6820
Actual Budgeted Estimated Budgeted
1998 1999 1999 2000
Beginning Fund Balance $ 517,159 $ 560,240 $ 560,240 S 610,700
Revenue
Court Fines and Fees
Investment Earnings
Other
Total Revenue
Expenses
Audit Expense
Professional Services
Total Expenses
Net Income (Loss)
Ending Fund Balance
17,916
18,000
18,160
18,160
26,701
28,000
33,000
33,000
(1,136)
0
0
0
43,481
46,000
51,160
51,160
100
100
100
100
300
600
600
600
400
700
700
700
43,081
45,300
50,460
50,460
$ 560,240 $
605,540 $
610,700 $
661,160
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City of Fayetteville, Arkansas
Shop Fund
Fund 9700
Beginning Retained Earnings
Operating Revenue
Shop Charges
Total Operating Revenue
Operating Expenses
Vehicle Maintenance Program
Total Operating Expenses
Operating Income (Loss) Before Depreciation
Depreciation Expense
Operating Income (Loss)
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
Depreciation on Contributed Capital
Ending Contributions
Total Fund Equity
Capital Expenditures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
$ 8,641,936
$ 9,116,780
$ 9,116,780
$ 8,437,358
3,988,612
3,600,000
3,719,000
3,650,000
3,988,612
3,600,000
3,719,000
3,650,000
1,999,797
2,352,231
2,338,606
2,481,574
1,999,797
2,352,231
2,338,606
2,481,574
1,988,815
1,247,769
1,380,394
1,168,426
1,740,523
2,410,505
2,410,505
2,440,608
248,292
(1,162,736)
(1,030,111)
(1,272,182)
84,306
100,000
114,348
100,000
124,695
150,000
197,800
150,000
3,906
0
77
0
212,907
250,000
312,225
250,000
461,199
(912,736)
(717,886)
(1,022,182)
13,645
38,464
38,464
30,772
474,844
(874,272)
(679,422)
(991,410)
9,116,780
8,242,508
8,437,358
7,445,948
205,967
192,322
192,322
153,858
(13,645)
(38,464)
(38,464)
(30,772)
192,322
153,858
153,858
123,086
$ 9,309,102
$ 8,396,366
$ 8,591,216
$ 7,569,034
$ 1,597,847 $ 3,698,935 $ 3,698,935 $ 1,569,500
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
9.6% 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 2001
represents approximately a
5.9% growth in revenue
using estimated 2000 as the
base. The 2001 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
8.2% annually from 1990 to
2000. Budgeted 2001
county sales tax revenue is
projected to grow at 4.3%
over estimated 2000
revenue. The 2001
projection is based on past
trends and the increase of
new businesses in the
neighboring counties.
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
Est. 2000
Proj. 2001
Dollars
4 6
8
10
12
14
3.5
1990
1991
1992
1993
1994
1995
d
> 1996
1997
1998
1999
Est. 2000
Proj. 2001
5,052,187
5,426.350
= 5,961,732
5,059,148
7,561,906
8,468,654
9,082,505
9,601,424
10,445,093
10,985,041
11,587,000
Dollars
5.5 7.5
3,783,344
0 4,161,112
4,628,369
5,248,450
5,706,171
6,170,653
6,632,324
6,812,747
7,287,661
7,678,186
12,272,000
9.5
8,320,000
E 6,678,000
Major Revenue Sources, Continued
'Hotel -Motel -Restaurant (HMR) Tax:
The City collects a 1% Dollars
Hotel -Motel -Restaurant 400 600 800 1000
' (HMR) tax for use by the
City's Advertising and 1990
Promotion Commission.
On November 14, 1995, 1991
' voters approved an 1992
additional 1% HMR tax to 1993
be used for parks and
• recreational needs. HMR 1994
tax revenue has grown at 1995
an average rate of 8.4%
' per year since 1990 and > 1996
the projected revenue for 1997
2001 is expected to increase
marginally over the 2000 1998
' estimated revenue. This 1999
flatting of revenue is due to
Est. 2000
the uncertainty of the effect
that the Northwest Regional Proj. 2001
Airport will have on the
restaurant and lodging
industry in Fayetteville.
ISolid Waste Fees:
Growth in Solid Waste Fee Dollars
' revenue has averaged 1 2 3 4 5 6
approximately 9.9%
annually from 1990 to 2000. 1990 1,842,738
A majority of the increase 1991 2,174,481
' was due to a Solid Waste
rate increase which went 1992 2,202,346
into effect on January 1, 1993 2,848,773
1997. The new rate
1994 3,068,504
Increased residential ,
customers fees by 9.7% and 1995 3,210.462
commercial customer fees y 1996 3,400,794
by 20%. This was the first
solid waste rate increase 1997 3,989,960
since 1993. The 2001 1996 4,183,689
revenues are calculated
' 4,402,413
from a projected customer 1999
base increase of 2.4% over Est. 2000 4.647,000
estimated 2000. Proj. 2001 4,757,000
555,694
1578,348
659,193
736,097
866,253
� 932,916
992.939
992.839
1200 1400
1,094,521
1,096,015
1,170,115
I 1,170,115
1,230,000
1,230,000
1,276,000
1,276,000
• City Advertising & Promotion 0 Parks & Recreation
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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 2001
includes an increase in
revenue of 0.9% over
projected 2000 revenue.
This increase is due to a
projected increase in
customers. The flat trend
from actual 1999 to
estimated 2000 was due to a
hot and dry summer in 1999.
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 2001 includes
an increase in projected
revenue of 1.9% over
estimated 2000.
Dollars
3 5 7 9 11 13
1990
1991
1992
1993
1994
1995
m
1996
1997
1998
1999
Est. 2000
Proj. 2001
1990
1991
1992
1993
1994
1995
m
1996
1997
1998
1999
Est. 2000
Proj. 2001
I
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
10,717,253
10,709,000
10,809,000
Dollars
6 8 10 12
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
8,639,486
8,401,000
8,560,000
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' Mission Statement
To have a forward thinking, credible and responsible government.
To provide for our citizens a safe, healthy, attractive, stimulating
community in which to live and work by delivering the highest
quality municipal services while seeking maximum value for
dollars expended. To have organized and sound deliberations, to
develop reasoned policies with ample opportunity for public
awareness and involvement.
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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 2001 include: exercising oversight and management of the day
to day operations of the City, ensuring the City's compliance with the Americans with Disabilities Act,
continued work on the Town Center project, and commercial and industrial development and recruitment.
Estimated 2000 expenditures are projected to be approximately $370,000 below budgeted 2000. This
difference is principally attributable to reduced utility and maintenance cost and postponing construction of
an individual hanger at the Airport. The Adopted 2001 expenditures are decreased by approximately S 1.5
million when compared to the 2000 estimated amounts. The reductions are primarily due to a reduction in
planned capital spending in the Research & Technology Park and at the Airport. The increase in Personnel
Services for the 2001 Budget is primarily due to the addition of the Economic Development Department,
budgeting salary contingency for all General fund employees in the Miscellaneous Program, and the routine
salary adjustments granted employees during 2000.
Staffing in the General Government area has increased by a 0.50 FTE to add an Economic Development
Analyst to the Economic Development Division. This addition is offset by the reduction of 0.50 FTE of the
Airport Manager in the Airport Division.
Category Totals
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Depreciation
Transfers
Cost Reimbursements
Capital and Other
S 1,327,201 $
57,257
2,675,613
70,168
4,130,239
1,606,965
861,889
366,757
(2,259,548)
576,063
1,836,993
67,749
1,840,682
187,607
3,933,031
2,846,215
1,167,344
280,705
(2,201,112)
2,093,152
S 1,826,510 $
61,540
1,713,054
151,932
3,753,036
2,656,106
1,167,344
280,705
(2,201,112)
1,957,033
56,670
1,052,455
90,019
3,156,177
862,179
1,272,408
1,298,530
(2,420,448)
1,903,043 1,012,669
Total Department $ 4,706,302 $ 6,026,183 S 5,656,079 $ 4,168,846
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General Government Department
2001 Goals
1. To implement organizational restructuring to improve service delivery efficiencies.
2. To provide oversight for completion of sidewalk improvements around all schools.
3. To participate in the implementation of a regional public transit plan.
4. To develop a research and technology park in a well thought-out, cost effective manner.
5. To provide oversight to implement programs/equipment for odor free sewer plants.
6. To negotiate a cable franchise and develop a cable and telecommunications ordinance.
7. To represent the City in the Town Center Project lawsuit appeal.
8. To have in place a victim advocate for domestic violence cases, in conjunction with the City of
Springdale's Prosecutor's Office.
9. To continue providing legal training for the Fayetteville and University of Arkansas police
departments.
10. To introduce at least 50 new merchants to the Hot Check program by suppling the merchants
with preventive information, statistics, and merchant references about the Hot Check Program.
11. To prepare marketing materials to be used to promote the Fayetteville Municipal Airport and the
Fayetteville Industrial Park South.
12. Assist clients interested in expanding or relocating their businesses to Fayetteville by performing
data research, providing site information such as flood plain locations, and assisting them
through the development process.
13. To produce 210 City informational programs and televise 200 government meetings on the
Fayetteville Government Channel 3 during 2001.
14. To purchase and install an imaging system in conjunction with the Information Technology
Division for record retention and archive information.
15. To reduce the retrieval time of archived records by detailing the City Clerk's index.
16. To operate and maintain the airfield portion of the airport in compliance with all FAR Part 139
Federal Regulations while maintaining a "O" deficiency rating on all airfield safety inspections.
17. To develop the airport with the limited resources available to meet industrial, corporate, and
general aviation demands in the most efficient means to position the airport to be as self-
sustaining as possible.
53
General Government Department
2000 Goals & Results
Goals
1. To continue oversight of the Town Center Project.
2. To coordinate the City Census 2000 effort.
3. 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.
4. To represent the City in Williams and Cox v. City,
E99-1319-4, court action that involves the
construction of the town center.
5. To continue providing additional legal training for
the Fayetteville and University Police Departments.
6. To continue coordinating with the domestic violence
victim advocate in tracking victims.
7. To continue to create and disseminate bilingual
crime prevention and other related materials.
8. 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.
Results
1. The project is under construction and is expected to
be opened in 2001.
2. The Census 2000 effort is complete and the City is
awaiting population count numbers.
3. Stipulation of Settlement, filed September, 2000.
The judge approved the stipulation of settlement and
applications for refunds were conducted for 30 days
at the Washington County Courthouse with payment
to be made one half in July of 2001 and one half in
July of 2002.
4. The final order was dated May 5 and filed July 24.
The City's motion for summary judgement was
granted. The plaintiffs filed intent to appeal in
August.
5. Because the trial docket has increased, this goal was
not accomplished.
6. The Victim Advocate continued to assist in domestic
cases which improved staffs ability to provide
rapid, responsive, and informed contact with the
victims of domestic violence. Pending final
paperwork, a grant is anticipated to continue this
service.
7. This goal was not accomplished.
8. Pamphlets are provided, both in English and
Spanish, to all new City of Fayetteville utility
customers. Staff continues to make presentations to
various groups about hot check prevention.
9. New software was installed that enabled one letter to
be sent for numerous checks. This drastically
reduced the cost of paper and supplies, as well as
saved staff time and reduced computer maintenance.
10. Marketing material and maps were brought up to
date for the Fayetteville Industrial Park South and
the Arkansas Research and Technology Park and a
marketing committee was established for the
Fayetteville Municipal Airport.
11. 214 informational programs were produced and 242
government meetings were televised.
54
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General Government Department
2000 Goals & Results (continued)
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.
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Results
12. One video was produced and entered by the
deadline. The judging has been concluded and
Fayetteville did not receive an award.
13. The Information Technology Division was unable to
select an imaging system for purchase. Project
completion is now estimated to be in the fall of
2001.
14. A draft has been received of the new code book and
revisions are in progress. The new code book, in
paper and digital format for intemet use, is estimated
to be completed in the second quarter of 2001.
15. Staff has contacted aviation -related businesses in
Arkansas and neighboring states and distributed
information about the facilities and opportunities
available at the Fayetteville Municipal Airport. A
lease was negotiated for a maintenance shop and a
new T -Hangar unit was completed with two
additional units projected to be finished in early
2001.
' 55
General Government
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
0150 Mayors Administration
Personnel Services
S 182,112 $
172,542 $
172,542 S
175,630
Materials and Supplies
6,577
7,750
7,750
7,750
Services and Charges
79,916
104,230
104,230
100,657
Maintenance
450
750
750
750
Capital
6,020
2,050
2,050
2,050
275,075
287,322
287,322
286,837
0160 City Council
Personnel Services
67,200
72,340
72,340
72,340
Materials and Supplies
13,287
1,700
1,700
700
Services and Charges
2,473
6,503
6,503
9,703
Capital
0
250
250
0
82960
80,793
80,793
82,743
0210 City Attorney
Personnel Services
183,968
191,297
187,664
198,207
Materials and Supplies
2,082
3,800
3,800
3,250
Services and Charges
21,520
48,516
45,000
23,293
Maintenance
3,966
6,500
6,300
7,500
Capital
6,777
3,400
3,400
1,250
218,313
253,513
246,164
233,500
0310 City Prosecutor
Personnel Services
210,080
248,447
248,447
271,738
Materials and Supplies
7,593
7,686
6,680
6,850
Services and Charges
7,025
12,861
8,150
10,100
Maintenance
0
50
50
0
Capital
2,242
4,692
4,636
0
226,940
273,736
267,963
288,688
0350 Hot Check
Personnel Services
120,065
129,196
129,196
125,979
Materials and Supplies
3,272
4,350
4,350
4,350
Services and Charges
9,167
10,291
9,791
9,985
Maintenance
623
800
800
800
133,127
144,637
144,137
141,114
0400 Municipal Judge
Personnel Services
74,667
79,743
78,235
79,814
Materials and Supplies
672
772
747
722
Services and Charges
4,570
6,332
6,182
9,432
Capital
0
800
800
500
79,909
87,647
85,964
90,468
0500 Economic Development
Personnel Services
0
121,952
121,952
154,747
Materials and Supplies
0
4,450
3,345
2,950
Services and Charges
0
26,123
26,123
35,762
Maintenance
0
240
240
240
Capital
0
1,958
1,958
1,916
0
154,723
153,618
195,615
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Personnel Services
121,092
135,324
135,324
141,768
Materials and Supplies
4,938
4,937
4,937
5,498
Services and Charges
74,249
75,764
75,764
81,465
Maintenance
6,876
7,080
7,080
7,080
Capital
3,016
680
680
0
210,171
223,785
223,785
235,811
0600 Cable Administration
General Government
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
1510 City ClerkITreasurer
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
6600 Miscellaneous
Personnel Services 0 332,225 332,225 388,100
Materials and Supplies 0 5,474 5,474 0
Services and Charges 2,069,277 918,934 918,934 349,980
' Maintenance 6,105 8,660 6,259 10,000
Capital 57,926 573,823 573,823 26,513
Transfers 366,757 280,705 280,705 1,298,530
Cost Reimbursement (2,259,548) (2,201,112) (2,201,112) (2,420,448)
' 240,517 (81,291) (83,692) (347,325)
Total General Fund 1,614,306 1,656,069 1,637,258 1,413,751
3940 Airport Landside Operations
' Personnel Services 184,913 155,949 150,607 154,647
Materials and Supplies 4,131 7,415 3,842 5,200
Services and Charges 207,690 294,490 250,138 260,130
Maintenance 16,112 47,400 36,700 31,850
Capital 9,917 2,000 0 3,950
Depreciation 861,889 1,167,344 1,167,344 1272,408
1,284,652 1,674,598 1,608,631 1,728,185
3950 Airport Airside Operations
Personnel Services 73,033 80,417 80,417 63,156
Materials and Supplies 3,302 5,000 4,500 2,000
1 Services and Charges 169,992 37,093 37,093 38,955
Maintenance 16,139 36,194 13,820 26,799
Capital 0 2,000 944 1,000
' 262,466 160,704 136,774 131,910
3960 Airport Capital Expenditures
Services and Charges 11,264 210,757 136,358 71,000
' Maintenance 15,519 71,080 71,080 0
Capital 1,518,095 2,252,975 2,065,978 824,000
1,544,878 2,534,812 2,273,416 895,000
' Total Airport Fund 3,091,996 4,370,114 4,018,821 2,755,095
Total General Government $ 4,706,302 $ 6,026,183 S 5,656,079 $ 4,168,846
57
General Government Department
Personnel Summary
1998
1999
2000
2001
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
0.00
0.00
0.00
3.50
3.00
3.00
3.00
City Attorney Division
CityAttorney
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
1.00
1.00
Senior Legal Assistant
2.00
2.00
2.00
2.00
Legal Assistant
1.00
1.00
1.00
1.00
Senior Secretary
1.00
1.00
1.00
1.00
Law Clerk (Part-time)
0.50
0.50
0.50
0.50
Hot Check Administrator
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
0.50
0.50
0.50
0.50
9.00
9.00
10.00
10.00
_
Municipal Judge Division
Municipal Judge
1.00
1.00
1.00
1.00
nn
, nA
Inn
I nn
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
1.00
1.00
Production Assistants (Part-time)
1.25
1.25
1.25
1.25
5.00
5.00
5.25
5.25
Economic Development Division
Economic Development Director
0.00
0.00
1.00
1.00
Economic Development Analyst
0.00
0.00
0.00
1.00
Secretary
0.00
0.00
1.00
1.00
0.00
0.00
2.00
3.00
City Clerk Division
City Clerk
1.00
1.00
1.00
1.00
Microfiche Operator
2.00
2.00
2.00
2.00
Senior Clerk Typist
0.55
1.00
1.00
1.00
3.55
4.00
4.00
4.00
58
General Government Department
Personnel Summary
1998
1999
2000
2001
Division/Title
Employees
Employees
Employees
Employees
Airport Division
Airport Manager
1.00
1.00
1.00
0.50
Financial Coordinator
1.00
1.00
1.00
1.00
Marketing/Development Coordinator
1.00
1.00
0.00
0.00
Airport Operations Supervisor
1.00
1.00
0.00
0.00
Airport Maintenance Worker 11
0.50
0.00
0.00
0.00
Airport Maintenance Worker 111
1.00
1.00
2.00
2.00
Airport Maintenance Worker IV
2.00
2.00
0.00
0.00
Senior Secretary
1.00
1.00
1.00
1.00
Secretary
1.00
1.00
0.00
0.00
Custodian
3.00
2.00
1.00
1.00
12.50
11.00
6.00
5.50
Total General Government Personnel
38.30
36.75
35.00
35.50
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General Government Department
Office of the Mayor Division
Mayor's Administration Program
Fund 1010 -General
Program 0150
Program Description Objectives, and Analysis:
The Mayor is the elected Chief Executive Officer for the City of Fayetteville and is the presiding officer for the
City Council. As Chief Executive Officer of the City, the Mayor has a statutory duty to oversee the enforcement
of City policies, ordinances, administrative rules, and State laws, as well as direct City offices and employees to
discharge their duties. The 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.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted Estimated
1999 2000 2000
3.00 3.00 3.00
182,112 $ 172,542 $ 172,542 $
6,577 7,750 7,750
79,916 104,230 104,230
450 750 750
6,020 2,050 2,050
Budgeted
2001
3.00
175,630
7,750
100,657
750
2,050
$ 275,075 $ 287,322 $ 287,322 S 286,837
1. Continued coordination with other local governments through the Washington County Intergovernmental
Council, the Four County Solid Waste Board, and the Regional Transit Study Committee.
2. Continued oversight of the Town Center Project.
3. Providing coordination between the City and the Downtown/Dickson Enhancement Project.
4. Continued administration of the City's Americans with Disabilities Act (ADA) efforts to ensure compliance
with ADA regulations.
5. To implement organizational restructuring to improve service delivery efficiencies.
6. To develop a research and technology park in a well thought-out, cost effective manner.
7. To provide oversight for completion of sidewalk improvements around all schools.
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Personnel Services S 67,200 S 72,340 $ 72,340 $ 72,340
' Materials and Supplies 13,287 1,700 1,700 700
Services and Charges 2,473 6,503 6,503 9,703
Capital 0 250 250 0
S 82,960 $ 80,793 $ 80,793 $ 82,743
General Government Department
Legislative Division
City Council Program
Fund 1010 -General
Program 0160
Program Description, Objectives, and Analysis:
The City Council has responsibility for establishing City Policy. Aldermen represent the citizens of Fayetteville
by determining policies, programs, services, and legislation that addresses 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
and business donations. The $4,500 in City funds for Juvenile Concerns is primarily for space rent and printing
costs for special events sponsored by the committee.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
0.00 0.00 0.00 0.00
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Performance Measures
Demand/Workload
1. Planned Agenda Sessions 24 24 24 24
2. Planned City Council Meetings 24 24 24 24
3. Special City Council Meetings 5 0 5 0
' 61
General Government Department
City Attorney Division
City Attorney Program
Fund 1010- General
Program 0210
Program Description, 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.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Full -Time Equivalent Positions
3.75
3.75
3.75
3.75
Program Expenditures
Personnel Services
$ 183,968 $
191,297 $
187,664 $
198,207
Materials and Supplies
2,082
3,800
3,800
3,250
Services and Charges
21,520
48,516
45,000
23,293
Maintenance
3,966
6,500
6,300
7,500
Capital
6,777
3,400
3,400
1,250
$ 218,313 S
253,513 $
246,164 $
233,500
Performance Measures
Demand/Workload
1. Annual Attorney Hours Available
3,792
3,792
3,792
3,792
2. Cost of Service per Attorney Hour
$57.57
$66.85
$64.92
$61.58
General Legal Services - Includes research
and rendering
legal opinions, contract review and
drafting,
ordinance drafting, etc., which deals with routine or daily
operation issues.
Further included,
upon request,
is attendance at various department, committee,
and commission meetings,
as well as attendance at regular
and special council meetings.
Litigation - The City Attorney's office represents the City in civil cases in local, state, and federal courts.
Litigation is handled in-house, with the exception of litigation covered under policies of insurance.
Special Services - Includes research and rendering of legal opinions on issues which go beyond routine
or daily issues. Further included are services involving representation of the City with regard to special
interest functions and also representation involving community disputes.
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General Government Department
City Attorney Division
City Prosecutor Program
Fund 1010 -General
Program 0310
PrograDescription. Objectives, and Analysis:
This program 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 courts.
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
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 5.50 6.50 6.50 6.50
Program Expenditures
' Personnel Services $ 210,080 $ 248,447 $ 248,447 $ 271,738
Materials and Supplies 7,593 7,686 6,680 6,850
Services and Charges 7,025 12,861 8,150 10,100
Maintenance 0 50 50 0
'
Capital 2,242 4,692 4,636 0
$ 226.940 $ 273,736 $ 267,963 $ 288,688
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Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
I. Complaints 843 775 725 750
2. Circuit Court Cases 43 45 45 40
3. Nonwarrant Criminal Charges 7,682 7,500 6,800 7,000
' 4. # ofDWI's 1,313 1,300 1,250 1,250
5. # of Warrant Charges 262 250 350 300
6. # of Carrying Prohib. Weapons 58 50 50 50
7. #of Batteries 359 340 350 345
8. #of Trials 57 65 55 55
' Results
I. Complaint Disposition
A. Inactive/Mediated/Letter 440 400 400 400
' B. Prosecutor Subpoena 117 110 200 225
C. Warrant Issued 202 225 225 225
D. Motions to Revoke Filed 280 275 265 270
' 2. % of Convictions
A. DWI's 98 97 97 97
B. Warrant Charges / Nonwarrant 88 / 92 81 / 95 81 / 95 85 / 95
C. Carrying Weapons Prohibited 70 90 80 80
D. Batteries 83 90 85 85
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General Government Department
City Attorney Division
Hot Check Program
Fund 1010- General
Program 0350
Program Description. Objectives, and Analysis•
This program assists Fayetteville merchants and citizens in regaining lost revenue due to receiving checks
returned by financial institutions for insufficient balance or account closed status (hot checks). This program also
gives the hot check writer a chance to make good on his or her checks without being prosecuted and prosecutes
the hot check writers who do not take care of their debts. The Hot Check Program keeps abreast of current and
new laws concerning checks and theft and helps educate the public on the growing problem of bad checks. This
program has been acknowledged by many of the merchants as "working for their company." Many merchants are
recovering 100% of written -off bad checks. Additionally, this program serves as a clearing house to merchants for
fictitious accounts, stop payments, accounts not found, felonies, irregular signatures, and forgeries.
Actual Budgeted
Estimated
Budgeted
1999 2000
2000
2001
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
Proaram Expenditures
Personnel Services
$ 120,065 S
129,196 $
129,196 $
125,979
Materials and Supplies
3,272
4,350
4,350
4,350
Services and Charges
9,167
10,291
9,791
9,985
Maintenance
623
800
800
800
$ 133,127 S
144,637 $
144.137 $
141,114
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
# of Checks Brought In
9,593
10,500
10,538
10,500
2.
# of Warrants/Commitments Issued
5,064
5,100
5,804
5,100
3.
# of Checks Paid Off/Cleared
9,884
9,500
9,964
9,500
4.
# of Cases Prepared for Trial
3,727
4,000
3,606
3,700
5.
Checks Submitted for Collection
$302,692
$275,000
$275,000
$275,000
Results
1.
% of Checks Processed
100
100
100
100
2.
% of Hot Checks Collected
100
90
90
90
3.
% of Cases Settled
100
100
100
100
4.
Received for Court Cost, Fines,
and Warrant Fees
$161,077
$180,000
$102,879
$105,000
5.
Received for Prosecuting Fees
$92,967
$95,000
$87,452
$95,000
6.
Received for Chks & Service Chgs
$466,243
$460,000
$487,632
$485,000
General Government Department
Municipal Court Division
Municipal Judge Program
Fund 1010- General Program 0400
Program Description. Objectives and Analysis:
The Municipal Judge is an elected position responsible for the adjudication of all criminal and civil cases. This
program provides a forum for the prompt resolution of cases filed. The court plans to continue improving its
collections on fines and costs assessed and to set cases for trial within 60 days after the arraignment date.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services
$ 74,667 $
79,743 $
78,235 $
79,814
Materials and Supplies
672
772
747
722
Services and Charges
4,570
6,332
6,182
9,432
Capital
0
800
800
500
$ 79,909 $
87,647 $
85,964 $
90,468
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
#
of Criminal Cases Filed
23,982
26,700
21,750
22,000
2.
#
of Civil Cases Filed
4,127
3,400
3,610
3,700
3.
#
of Criminal Trial Settings
5,760
8,580
5,800
5,700
4.
#
of Civil Trial Settings
2,100
2,080
2,125
2,200
Results
1. Criminal Cases Adjudicated
2. Fines and Costs Assessed
3. Fines and Costs Collected
18,500
$2,710,486
$2,249,949
20,200
$2,919,000
$2,500,200
17,000
$2,433,900
$2,100,000
17,500
$2,500,000
$2,200,000
65
General Government Department
Economic Development Division
Economic Development Program
Fund 1010 -General
Program 0500
Program Description.Objectives. andAnalysis:
This 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 Exnenditures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
0.00 2.00 2.00 3.00
Personnel Services
$ 0 $
121,952 $
121,952 $
154,747
Materials and Supplies
0
4,450
3,345
2,950
Services and Charges
0
26,123
26,123
35,762
Maintenance
0
240
240
240
Capital
0
1,958
1,958
1,916
$ 0 $
154,723 $
153,618 $
195,615
Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
1. Advertisements Developed 3 4 4 4
2. Client Consultations 97 104 120 105
3. Information Requests 105 156 175 175
Results
1. Advertisements Placed 3 4 4 4
2. Businesses Expanded or Located 0 2 3 3
3. Information Disseminated 105 156 175 175
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General Government Department
Cable Administration Division
Cable Administration Program
Fund 1010 -General
Program 0600
Program Description Objectives, and Analysis:
This division oversees the operations of the Public, Educational, and Government Access Television Center. The
division operates the City's Government Access Channel 3, monitors and enforces the City's franchise agreement
with Cox Communications, works with the Telecommunications Board and the 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 the government channel to
keep citizens informed on local government issues and services; 3) assist City staff with production of audio/video
presentations; and 4) study cable rate and franchise regulation issues and make recommendations to the
Telecommunications Board, Mayor, and City Council.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 5.00 5.25 5.25 5.25
Program Expenditures
Personnel Services $ 121,092 $ 135,324 $ 135,324 $ 141,768
Materials and Supplies 4,938 4,937 4,937 5,498
Services and Charges 74,249 75,764 75,764 81,465
Maintenance 6,876 7,080 7,080 7,080
Capital 3,016 680 680 0
$ 210,171 $ 223,785 $ 223,785 S 235,811
Performance Measures
'
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
1. Hours Video Equipment Used by 11,960 18,000 12,828 15,000
Public & Staff
' 2. CAT Video Workshops 135 150 250 250
3. City Video Tapes Duplicated 271 320 320 350
4. CAT Channel Total Cablecast Mrs. 5,200 5,200 6,448 6,500
5. Gov't Channel Total Cablecast Hrs. 2,444 2,288 2,288 2,392
Results
It. Administer PEG Center Hrs./Month 75 75 75 75
2. Gov't Channel Meetings Taped 185 200 210 200
3. Gov't Channel Info Videos Produced 212 210 215 210
' 4. CAT Workshop Participants 122 175 90 200
5. CAT First Time Producers N/A N/A N/A 24
6. CAT New Program Hrs. - Local N/A N/A N/A 404
7. Gov't New Program Hrs. - Meetings N/A N/A N/A 280
8. Gov't New Program Hrs. - Info 102 105 107 105
9. Gov't Bulletin Board Messages 710 750 706 750
10. CAT Bulletin Board Messages N/A N/A N/A 420
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General Government Department
City Clerk/Treasurer Division
City Clerk/Treasurer Program
Fund 1010- General
Program 1510
Program Description, Objectives, and Analysis:
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.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
4.00 4.00 4.00. 4.00
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 S
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
Results
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
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General Government Department
Miscellaneous Division
Miscellaneous Program
' Fund 1010 - General Program 6600
Program Description Objectives. and Analysis:
This program captures the cost of salary adjustment funds for General Fund employees and City support for
community services such as Central Emergency Medical Services, Ozark Regional Transit, and Razorback
Transit.
The fluctuation in expenditures for this program between Budgeted 2000 and Budgeted 2001 is primarily due to
recording the millage to be transferred to the Council on Aging for the new senior center. The Capital
expenditure change between Estimated 2000 and Budgeted 2001 reflects the street portion of the Arkansas
Research & Technology Park Project in 2000. The transfer budgeted for 2001 is to the Arts Center Bond Fund
($282,160), to the Community Development Fund ($16,370) for the Yvonne Richardson Community Center, and to
the Sales Tax Capital Improvement Fund for the Walker Park Senior Center Construction Project ($1,000,000).
1
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Personnel Services $ 0 $ 332,225 $ 332,225 $ 388,100
Materials & Supplies 0 5,474 5,474 0
Services and Charges 2,069,277 918,934 918,934 349,980
Maintenance 6,105 8,660 6,259 10,000
Capital 57,926 573,823 573,823 26,513
Transfers 366,757 280,705 280,705 1,298,530
Cost Reimbursements (2,259,548) (2,201,112) (2,201,112) (2,420,448)
$ 240,517 $ (81,291) $ (83,692) $ (347,325)
Major expenditures planned for 2001 are a continuation of community services described above and transfers to
the Arts Center Bond Fund, Community Development Fund, and the Sales Tax Capital Improvement Fund.
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General Government Department
Airport Division
Landside Operations Program
Fund 5550 - Airport
Program 3940
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
1999 2000 2000 2001
Staff
Full -Time Equivalent Positions
8.46 3.96 3.96 3.58
Program Expenditures
Personnel Services
$ 184,913
$ 155,949
$ 150,607 $
154,647
Materials and Supplies
4,131
7,415
3,842
5,200
Services and Charges
207,690
294,490
250,138
260,130
Maintenance
16,112
47,400
36,700
31,850
Capital
9,917
2,000
0
3,950
Depreciation
861,889
1,167,344
1,167,344
1,272,408
$ 1,284,652
S 1,674,598
S 1,608,631 $
1,728,185
Performance
Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Scheduled Hours of Operation
3,675
2,067
2,067
1,984
2. # of CIP Projects Managed
5
7
7
3
3. # of Leases
95
68
68
77
4. Square Feet of Terminal Space
27,328
27,328
27,328
27,328
Results
1.
Daily Hours of Operation
9
10
10
8
2.
# of CIP Projects Managed
5
7
7
3
3.
# of Active Federal Grant Projects
3
5
5
3
4.
# of Leases
63
68
77
77
5.
Sq. Feet of Terminal Space Leased
300
300
900
900
70
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The airport consists of 650 acres, with 275 acres managed through this program. 125 acres are mowed by staff to
' assure proper visual access for pilots and animal control and the remaining 150 acres are leased for hay
production. The program includes all paved movement areas, lighting systems, fencing, snow removal, 80 hangar
units, and a pilot's briefing room with restrooms.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Program Staff
Full -Time Equivalent Positions 2.54 2.04 2.04 1.92
Program Expenditures
' Personnel Services $ 73,033 $ 80,417 $ 80,417 $ 63,156
Materials and Supplies 3,302 5,000 4,500 2,000
Services and Charges 169,992 37,093 37,093 38,955
Maintenance 16,139 36,194 13,820 26,799
Capital 0 2,000 944 1,000
S 262,466 $ 160,704 $ 136,774 $ 131,910
Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
1. Operate One Airport to FAR
Part 139 Specifications Standards 1 1 1 1
' Results
I1. # of Inspections Performed 735 365 365 260
2. # of Lights/Signs Maintained 467 467 467 467
3. Miles of Fence Maintained 4.5 4.5 4.5 4.5
' 4. Airside Acreage Mowed 275 225 125 125
5. # of Airfield Deficiencies 0 0 0 0
General Government Department
Airport Division
Airside Operations Program
Fund 5550 - Airport
Program 3950
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 (more than 30 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 inspections.
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General Government Department
Airport Division
Capital Expenditures Program•
Fund 5550 - Airport Program 3960
Program Description, Objectives, and Analysis:
This program captures the cost associated with capital improvements to the Airport infrastructure, buildings, and
fixed assets.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
1000 17nnn
Estimated Budgeted
2000 2001
0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges
$ .11,264 $
210,757 $
136,358 $
71,000
Maintenance
15,519.
71,080
71,080
0
Capital
1,518,095
2,252,975
2,065,978
824,000
$ 1,544,878 $
2,534,812 $
2,273,416 $
895 000
Federal Grant & Local Matches $ 367,000
Pavement Maintenance & Rehabilitation 315,000
Professional Services 70,000
Individual Hangar 142,000
Public Notification 1,000
$ 895,000
72
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I Administrative Services Department
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Mission Statement
' We strive for excellence and are dedicated to providing professional and
' responsive support services to the citizens of Fayetteville, municipal
operations, the City Council, and other organizations. Our goal is to assist in
providing a safe, healthy and attractive environment for our community by
maintaining efficient, effective internal controls and responsible fiscal
' management.
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1 73
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 2000 expenditures are projected to be approximately $230,000 less than the 2000 budgeted
amounts. The cost savings occurred primarily from a reduction in personnel cost due to turnover.
Budgeted 2001 expenditures are approximately $2.5 million less than the 2000 budgeted amounts. The
decrease is primarily attributed to a decrease in planned capital acquisitions in the Shop Fund.
Major initiatives planned by the department for 2001 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, 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 1.00 positions from 2000 to 2001. The new
positions include 0.50 FTE Activities Assistant in the Community Development Division and a 0.50 FTE
Fleet Warehouse Attendant in the Fleet Operations Division.
Category Totals
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Depreciation
Capital and Other
Actual
1999
S 4,395,314 $
1,034,633
1,937,191
162,828
7,529,966
2,009,317
1,791,889
3,801,206
Budgeted
2000
4,703,964 S
1,328,559
3,313,919
224,622
9,571,064
Estimated
. 2000
4,563,593 $
1,303,142
3,266,105
210,970
9,343,810
Budgeted
2001
4,968,852
1,429,886
2,658,929
209,042
9,266,709
4,106,067 4,102,858 1,926,956
2,491,385 2,491,385 2,513,472
6,597,452 6,594,243 4,440,428
Total Department $ 11,331,172 $ 16,168,516 S 15,938,053 S 13,707,137
74
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' Administrative Services Department
2001 Goals
1. To continue oversight of the Wastewater Treatment Plant Expansion Project financing.
2. To continue training sessions in 2001. Subject matter will target specific needs and develop
essential competencies necessary to provide support and performance improvements.
3. Salary surveys will be conducted and a pay plan update recommendation will be made to City
Council with an effective date of January 1, 2002.
I
4. To evaluate the Section 125 Cafeteria Plan utilization and examine the need to raise the un-
reimbursed medical limit. Review new optional insurance products made available by Blue
Cross/Blue Shield in the near future for possible inclusion in the City's benefits package.
5. To prepare the 2000 CAFR to GFOA award specifications by June 30.
6. To begin assembling data to be able to report infrastructure as required by GASB.
7. Assist the Mayor and City Council in developing long range financial policies for the City.
8. To prepare and submit a 2002 Annual Budget for City Council review and approval by
November 30, 2001.
9. The Utilities Management Division will perform a complete audit of every utility service account
(electric, gas, telecommunications, and water) within a 2 -year period.
10. The Utilities Management Division will continue to review all utility and telecommunications
contracts and research methods of reducing rates and controlling operating costs.
' 11. To provide maintenance and repairs to all city structures.
' 12. To construct a communications building on Mount Sequoyah.
13. To establish standards and costing for maintenance repairs and janitorial services.
14. To process all requisitions into purchase orders in three days or less.
' 15. To insure assets with a value of at least $5,000 are insured for at least 99% of value of asset.
16. To finalize the implementation of the court software system upgrade.
17. To develop maps to assist City Council with redistricting City Wards based on the 2000 Census
' results.
18. To develop a first class web site for the City.
1
' 75
Administrative Services Department
2001 Goals (continued)
19. To continue to set criminal cases within 60 days, civil cases within120 days and small claims
within 45 days.
20. To complete the Municipal Court software upgrade.
21. To insure that 1,225 animals are either returned to their homes or are adopted into new homes.
22. To conduct 110 human/animal safety programs.
23. To perform sterilization on animals for low income individuals with the Humane Society of the
Ozark's SNAP program.
24. To continue regularly issuing parking ticket overdue notices and summonses to habitual
offenders.
25. To implement a lead based paint program for the testing and removal for Community
Development Projects per HUD requirement.
26. To implement non-profit service delivery coordination through quarterly meetings.
27. To prepare the preliminary planning of the expansion of the Yvonne Richardson Community
Center.
28. To implement the HUD Continuum of Care program.
29. To apply penalties in accordance with City ordinances and generate the past-due/cut-off
notifications according to the scheduled calendar.
30. To continue to set sewer averages for qualified accounts based on winter consumption.
31. 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.
32. To maintain City owned vehicles and equipment as required by keeping road failures to under
5% of total repairs.
33. To initiate a new repair order/inventory system.
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Administrative Services Department
2000 Goals & Results
Goals Results
1. Oversight of the Wastewater Treatment Plant 1. Provided management oversight of a S10 million
' Expansion Project financing, bond issue to reimburse the Water & Sewer Fund for
project expenses and obtained a commitment from
ADEQ for a loan up to $80 million for 20 years at
' 3.75 % interest.
2. To continue training sessions in 2000. Subject 2. Ten training sessions were held monthly on a variety
' matter will target specific needs and develop of topics.
essential competencies necessary to provide support
and performance improvements.
' 3. To evaluate a new test for entry level police 3. Goal achieved. Entry level police tests were
applicants. The purpose is to identify a test that can reviewed, technical reports were evaluated, and the
be scored in-house in order to significantly reduce new proposed test, along with the current test, were
' applicant processing time and expedite job offers. given to current police officers to evaluate the
overall performance of each test. The tests scores
were compared to the officers last evaluation score
to determine test effectiveness. The new test
selected is graded on site at the testing location.
This has reduced the applicant processing time from
' the date of the written test to the date of the list of
certified applicants from an average of 30 days to
three days.
4. To complete conversion and planning for reporting 4. Goal accomplished.
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 5. The 2001 Annual Budget was prepared and
City Council prior to December 1, 2000. submitted to City Council on November 28.
6. To assist in coordinating the City's participation in 6. The goal set for the City of Fayetteville by the
Census 2000. Census Bureau was 64% and the City attained a 63%
initial response rate.
7. To renovate the TCA building and re -roof the 7. Phase I on the TCA building and the re -roofing of
Parks/Traffic Division's building. the Parks & Recreation/Traffic division's building
' was completed. Phase I1 of the TCA building will
be completed in 2001, after the present tenants
vacate the premises.
' 8. To coordinate and execute the Lights of the Ozarks 8. Goal accomplished.
Program.
9. To process all requisitions into purchase orders in 9. Processed 95% of requisitions into purchase orders
two days or less and turnaround time for bids will be in two days or less and 99% of turnaround time for
' 45 days from receipt of bid or less. bids was 18 days.
10. To process all accident claims within one day of 10. Goal achieved
receipt of the accident report.
' 77
Administrative Services Department
2000 Goals & Results (continued)
Goals
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.
Results
11. Installed court software and began configuration and
training of the base court system. Final testing and
migration to the new software was postponed to the
first quarter of 2001 due to hardware constraints on
the Public Safety AS/400 and interface compatibility
issues with current versions of the Court and Public
Safety software. New releases of the software are to
be installed January 2001.
12. A work order system selection committee was
formed, final system specifications were written, an
RFP was issued, and responses were evaluated.
Vendor demonstrations were conducted and onsite
visits have begun. Final selection and
implementation to begin in the first quarter of 2001.
13. Tested and implemented a wireless system to
support a portion of the City's WAN. Installed
routers and dial -up connections to other remote sites.
Installed fiber and necessary hardware components
for connections between the Parks & Recreation and
Shop buildings and the City Administration and
Police/Municipal Court/Prosecutor's Office and
Engineering buildings.
14. These goals were pursued early this year, but with a
new data model being released by ESRI, Inc.
(ArcParcel, ArcSurvey), this project is being
postponed until after the release of these products.
15. Throughout the year, other projects became higher
priority. As a result the geometry of 218 out of
approximately 520 subdivisions or42%are available
in the LIS.
16. Criminal cases are currently set just under 60 days
and small claim cases are set at 45 days. Civil cases
are on the rise and are being set at 160 days.
17. To continue to improve collections on fines and
17. Collections
on
fines
and
costs assessed were
costs assessed.
maintained
at the
1999
rate
of 80%.
18. To develop a program for underage alcohol
offenders.
18. The court requires a court appearance for all
underage alcohol offenders. All underage pleas,
whether "pro se" (self representation) or with an
attorney, have to be presented before the judge in
open court.
78
Administrative Services Department
' 2000 Goals & Results (continued)
Goals
1
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
Ito 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 facilitate engineering and plans for street and
' drainage rehabilitation in the southeast Fayetteville
Target Area.
Results
19. Goal accomplished with 106 programs conducted.
20. 90% of animals adopted have been sterilized and the
other 10% have appointments in 2001. These
animals were not mature enough at the time of
adoption to undergo the procedure.
21. 1,075 animals have been either adopted or
reclaimed.
22. The City is now responsible for the municipal
parking deck and staff met with merchants from
Dickson Street on options to improve street parking.
23. After the beginning of the year, the Administrative
Services Department choose to discontinue the
newsletter.
24. The information is downloaded and sent to Little
Rock to obtain ownership data to issue the notices
and summonses. Due to delays in shipping the tape
to Little Rock, the issuing was not as it should have
been.
25. Ten rehabilitation projects and 43 emergency repairs
were completed.
26. Funds were not available for this project.
27. To begin construction of on -site improvements to 27. The last four lots around the YRCC were acquired.
the Yvonne Richardson Community Center (YRCC). Two playgrounds were constructed on the west side
of the building for kindergarten through 5 years of
' age and 5 through 12 years of age. A walkway was
built connecting the playgrounds and steps were
added on the westside of the building to the
playground and a fence was added around the
'
playgrounds.
28. To provide efficient technical services for water 28. Provided efficient technical services in regard to
' meter reading and customer services. meter reading and customer services to all internal
and external customers that requested information or
assistance.
' 79
Administrative Services Department
2000 Goals & Results (continued)
Goals
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.
Results
29. Replaced approximately 2,000 water meters of
various sizes with manual or radio -read meters. The
majority of these meters had been in service 15 years
or longer or had malfunctioned.
30. Surveyed approximately 650 commercial and
industrial water accounts to ensure that the City's
water system has adequate protection against
contamination. Notified the customers of the results
of the survey and what type of backflow prevention
was needed for proper backflow protection based on
the degree of hazard.
31. Maintained accurate maintenance and test records on
all the known backflow prevention devices installed
in the water system.
32. Goal achieved with road failures limited to 240.
33. Goal was not achieved as completed repair requests
were 5,183.
t
Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
1100 Administrative Services Director
Personnel Services $ 143,265 $ 92,009 $ 91,169 $ 92,001
Materials and Supplies 591 1,900 1,650 1,650
Services and Charges 11,049 11,495 11,495 6,814
' Maintenance 139 200 200 200
Capital 1,640 0 0 0
156,684 105,604 104,514 100,665
' 1210 Personnel Administration
Personnel Services 380,923 396,829 386,103 441,251
Materials and Supplies 6,859 7,015 6,915 7,246
' Services and Charges 123,208 133,700 133,700 117,291
Maintenance 0 100 0 100
Capital 234 550 514 550
511,224 538,194 527,232 566,438
1310 Accounting & Audit
Personnel Services 419,010 392,579 392,579 402,893
Materials and Supplies 7,862 9,785 9,785 9,785
Services and Charges 9,633 15,450 10,750 16,250
Maintenance 67 200 200 200
Capital 4,229 2,000 2,000 2,000
440,801 420,014 415,314 431,128
1330 Budget & Research
' Personnel Services 153,741 164,417 164,417 164,827
Materials and Supplies 8,383 8,650 8,650 6,150
Services and Charges 3,898 5,550 5,550 3,700
Capital 1,787 773 773 750
167,809 179,390 179,390 175,427
1350 Billing & Collections
' Personnel Services 199,751 203,358 200,113 444.189
Materials and Supplies 5,093 8,000 7,900 26,860
Services and Charges 59,979 19,156 17,100 17,701
Maintenance 68 500 500 150
• Capital 1,190 3,000 3,000 3,800
266,081 234,014 228,613 492,700
1360 Internal Audit
' Personnel Services 55,299 55,232 44,868 58,058
Materials and Supplies 782 968 750 1,042
Services and Charges 3,830 4,800 4,484 5,000
' Capital 0 500 0 700
59,911 61,500 50,102 64,800
1380 Utility Management
' Personnel Services 0 82,450 82,450 107,981
Materials and Supplies 0 1,850 1,600 1,900
Services and Charges 0 124,400 124,400 212,719
Capital 0 7,600 7,600 7,500
0 216,300 216,050 330,100
' 81
Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
1410 General Maintenance
Personnel Services
240,155
265,755
265,755
243,175
Materials and Supplies
921
1,150
1,150
1,150
Services and Charges
66,888
86,255
86,255
35,535
Maintenance
33,843
40,453
40,453
33,455
Capital
6,966
5,609
5,609
5,500
348,773
399,222
399,222
318,815
1420 Janitorial
Personnel Services
96,250
107,100
80,986
120,849
Materials and Supplies
10,975
12,400
12,400
13,150
Services and Charges
57,107
7,495
7,413
8,200
Maintenance
0
500
500
500
Capital
487
3,617
2,861
1,800
164,819
131,112
104,160
144,499
1610 Procurement & Risk Management
Personnel Services
84,160
89,840
89,840
92,366
Materials and Supplies
3,812
18,123
17,500
19,100
Services and Charges
17,969
22,650
19,800
20,830
Maintenance
439
800
300
404
Capital
308
3,400
1,909
0
106,688
134,813
129,349
132,700
1710 Information Technology
Personnel Services
343,578
363,020
363,020
454,809
Materials and Supplies
24,571
27,000
27,000
24,500
Services and Charges
11,096
17,225
17,225
12,991
Maintenance
76,754
97,000
97,000
100,000
Capital
4,558
6,775
6,775
5,000
460,557
511,020
511,020
597,300
2010 Criminal Cases
Personnel Services
150,547
160,928
160,928
165,117
Materials and Supplies
3,624
8,600
8,300
8,506
Services and Charges
1,358
1,943
1,875
1,125
Maintenance
0
400
400
500
Capital
1,110
3,183
2,758
500
156,639
175,054
174,261
175,748
2020 Probation & Fine Collection
Personnel Services
35,788
41,179
41,179
38,172
Materials and Supplies
536
975
700
775
Services and Charges
1,150
1,625
1,425
875
Capital
810
0
0
0
38,284
43,779
43,304
39,822
2030 Small Claims & Civil Cases
Personnel Services
109,957
116,479
116,348
119,663
Materials and Supplies
3,290
2,980
2,980
2,900
• Services and Charges
1,499
913
913
125
Maintenance
0
200
175
400
Capital
0
632
631
600
114,746
121,204
121,047
123,688
EN
Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
2710 Animal Patrol/Emergency Response
Personnel Services
116,046
130,018
124,374
124,209
Materials and Supplies
117
0
0
0
Services and Charges
24,727
25,299
21,182
18,640
Maintenance
3,892
4,985
4,638
4,987
Capital
860
600
600
355
145,642
160,902
150,794
148,191
2720 Animal Shelter
' Personnel Services 256,721 328,735 328,735 261,951
Materials and Supplies 36,542 39,768 36,727 15,000
Services and Charges 50,361 32,397 32,397 35,133
Maintenance 3,395 3,790 2,996 3,150
f Capital 16,108 4,187 4,187 445
363,127 408,877 405,042 315,679
' 2730 Veterinarian/Clinic
Personnel Services 0 0 0 71,523
Materials and Supplies 0 0 0 21,006
Services and Charges 0 0 0 878
' 0 0 0 93,407
5300 Parking Management
Personnel Services 53,153 62,631 62,631 69,379
Materials and Supplies 2,000 4,850 4,850 4,100
Services and Charges 2,417 3,270 3,270 4,345
Maintenance 822 900 900 3,548
' Capital 72 900 900 0
58,464 72,551 72,551 81,372
Total General Fund 3,560,249 3,913,550 3,831,965 4,332,479
' Community Develonment Blk Grant Fund
4930 Administration & Planning
Personnel Services 40,182 46,996 46,996 78,577
Materials and Supplies 929 8,267 8,267 1,365
Services and Charges 27,726 31,452 31,452 37,720
Capital 0 1,500 1,500 1,500
68,837 88,215 88,215 119,162
' 4940 Housing Services
Personnel Services 59,395 66,192 66,192 33,096
Materials and Supplies 444 1,325 1,325 1,525
' Services and Charges 50,667 63,595 63,595 211,168
Maintenance 292 400 400 300
Capital 44,089 1,820 1,820 400
154,887 133,332 133.332 246,489
4950 Home Grant
Personnel Services
Services and Charges
Capital
11,105
10,769
10,769
10,000
140,481
119,797
119,797
136,500
33,437
0
0
0
185,023
130,566
130,566
146,500
I
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Administrative Services
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
4960 Yvonne Richardson Community Center
Personnel Services
53,361
59,663
59,663
89,699
Materials and Supplies
101
300
300
500
• Services and Charges
4,996
10,346
10,346
16,737
Capital
14
154
154
500
58,472
70,463
70,463
107,436
4970
Public Services
Services and Charges
24,300
66,700
66,700
35,000
24,300
66,700
66,700
35,000
4990
Public Facilities & Improvements
Services and Charges
144,560
1,075,071
1,075,071
275,000
144,560
1,075,071
1,075,071
275,000
Total Community
Development Blk Grant Fund
636,079
1,564,347
1,564,347
929,587
Water &
Sewer Fund
1820
Meter Operations
Personnel Services
658,561
674,268
606,253
463;808
Materials and Supplies
18,194
26,000
23,490
2,800
Services and Charges
528,176
733,824
713,299
742,902
Maintenance
21,093
36,372
30,474
31,907
Capital
238,274
246,748
246,748
258,700
Depreciation
51,366
80,880
80,880
72,864
1,515,664
1,798,092
1,701,144
1,572,981
1830 Meter Maintenance & Backflow Prevention
Personnel Services
193,582
216,781
215,114
223,363
Materials and Supplies
44,446
73,010
55,260
56,160
Services and Charges
39,971
65,842
52,942
63,935
Maintenance
1,682
8,038
2,050
7,950
Capital
1,332
67,185
67,185
29,000
281,013
430,856
392,551
380,408
Total Water & Sewer Fund
1,796,677
2,228,948
2,093,695
1,953,389
Shop Fund
1910 Vehicle Maintenance
Personnel Services
540,784
576,736
563,111
597,896
Materials and Supplies
854,561
1,065,643
1,065,643
1,202,716
Services and Charges
529,906
612,169
612,169
621,815
Maintenance
20,342
29,784
29,784
21,291
Capital
33,049
53,199
53,199
45,356
Depreciation
1,740,523
2,410,505
2,410,505
2,440,608
3,719,165
4,748,036
4,734,411
4,929,682
1920 Fleet Operations Capital
Services and Charges
Capital
Total Shop Fund
239
1,618,763
1,619,002
5,338,167
21,500 21,500 0
3,692,135 3,692,135 1,562,000
3,713,635 3,713,635 1,562,000
8,461,671 8,448,046 6,491,682
Total Administrative Services
$ 11,331,172 $ 16,168,516 S 15,938,053 $ 13,707,137
Administrative Services Department
Personnel Summary
' 1998 1999 2000 2001
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 0.00 0.00
2.00 2.00 1.00 1.00
Personnel Division
' Personnel Director 1.00 1.00 1.00 1.00
Personnel Services Administrator 1.00 1.00 1.00 1.00
Health & Benefits Administrator 1.00 1.00 1.00 1.00
Clerk Typist 0.00 0.00 0.50 0.50
' 3.00 3.00 3.50 3.50
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 5.00 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 10.50 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 1.00 1.00
Communications Coordinator 0.00 0.00 1.00 1.00
0.00 0.00 2.00 2.00
Parking Management Program
Parking Management Coordinator 1.00 1.00 1.00 1.00
' Parking Enforcement Officers (Part-time) 1.00 1.00 1.20 1.20
Parking Deck Custodian 0.00 0.00 0.25 0.25
2.00 2.00 2.45 2.45
' Building Maintenance Division
Facilities Superintendent 1.00 1.00 1.00 1.00
Lead Custodian 0.00 0.00 1.00 1.00
' Custodian 4.00 5.00 4.00 4.00
Carpenter 1 1.00 1.00 1.00 1.00
Building Maintenance Worker 111 2.00 2.00 1.00 1.00
Building Maintenance Worker V 0.00 0.00 2.00 2.00
Master Plumber 0.00 1.00 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
' Senior Secretary 0.00 0.50 1.00 1.00
10.00 12.50 14.00 14.00
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Administrative Services Department
Personnel Summary
1998
1999
2000
2001
Division/Title
Employees
Employees
Employees
Employees
Water & Sewer Services Division
W&S Services Superintendent
1.00
1.00
0.00
0.00
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
1.00
1.00
1.00
1.00
Senior Customer Service Representative
1.00
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
8.50
8.50
9.50
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
3.00
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
0.00
0.00
33.00
33.00
32.50
32.50
Internal Audit Division
Internal Auditor/Grants Accountant
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
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
Network Engineer
0.00
0.00
1.00
1.00
Programmer/Analyst
3.00
3.00
3.00
3.00
System Operator
1.00
1.00
1.00
1.00
GIS Coordinator
1.00
1.00
1.00
1.00
GIS Technician
0.00
1.00
2.00
2.00
6.00
7.00
9.00
9.00
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
6.00
6.00
6.00
6.00
900
9.00
900
9.00
Animal Services Division
Animal Services Superintendent
1.00
1.00
1.00
1.00
Animal Services Operations Assistant
0.00
0.00
0.30
0.30
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)
6.30
6.30
6.50
6.50
Veterinarian
0.00
0.00
1.00
1.00
Veterinary Assistant
0.00
1.00
1.00
1.00
Clerk Typist
0.00
0.50
0.00
0.00
12.30
13.80
14.80
14.80
Administrative Services Department
Personnel Summary
1998 1999 2000 2001
Division Title Employees Employees Employees Employees
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 0.50 0.80 1.30
4.00 4.50 4.80 5.30
Fleet Operations Division
' Fleet Operations Superintendent 1.00 1.00 1.00 1.00
Fleet Maintenance Supervisor 0.00 0.00 1.00 1.00
Fleet Maintenance Clerk 1.00 1.00 1.00 1.00
Fleet Shop Warehouse Attendant 1.00 1.00 1.00 1.50
' Fleet Service Advisor 1.00 1.00 0.00 0.00
Equipment Maintenance Worker 3.00 3.00 4.00 4.00
Equipment Mechanic 1 2.00 2.00 2.00 2.00
' Equipment Mechanic 11 2.00 2.00 3.00 3.00
Equipment Mechanic 111 2.00 2.00 2.00 2.00
13.00 13.00 15.00 15.50
Total Administrative Services Personnel 109.80 116.30 124.55 125.55
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' 87
Administrative Services Department
Administrative Services Director Division
Administrative Services Director Program
Fund 1010 -General
Program 1100
Program Description, Objectives. and Analysis:
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 2000, the program provided necessary guidance on the development of the 1999 Comprehensive Annual
Financial Report (CAFR) and the 2001 Annual Budget & Work Program; assisted in the finance of the WWTP
Project; worked with downtown merchants and the City Council to develop improved strategies for alleviating and
parking enforcement problems in the downtown area; and worked with other cities to begin developing a strategy
for a publicly owned regional transit system.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Full -Time Equivalent Positions
2.00
1.00
1.00
1.00
Program Expenditures
Personnel Services
$ 143,265
92,009
91,169 $
92,001
Materials and Supplies
591
1,900
1,650
1,650
Services and Charges
11,049
11,495
11,495
6,814
Maintenance
139
200
200
200
Capital
1,640
0
0
0
$ 156,684
$ 105,604
$ 104,514 $
100,665
1. To continue coordination of the financial planning for the WWTP expansion.
2. To monitor the implementation of the Capital Improvements Program and 2001 Budget.
3. To oversee completion of the 2000 CAFR, 2002 Budget, and update the 2002-2006 CIP.
4. To coordinate a water and sewer rate study, if needed.
5. To continue the revision of the City's policy and procedure manual that involves updating and
condensing the manual.
6. To continue participation with other cities to develop a publicly owned public transit system.
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Administrative Services Department
Personnel Division
Personnel Program
Fund 1010 -General
Program 1210
Program Description. Objectives andAnalysis;
The principal goal of this 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 the 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 Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 3.00 3.50 3.50 3.50
Program Expenditures
' Personnel Services $ 380,923 $ 396,829 $ 386,103 $ 441,251
Materials and Supplies 6,859 7,015 6,915 7,246
Services and Charges 123,208 133,700 133,700 117,291
Maintenance 0 100 0 100
Capital 234 550 514 550
$ 511,224 S 538.194 $ 527,232 $ 566,438
Performance Measures
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Demand/Workload
1. New Hires 259 280 250 260
' 2. Terminations 230 200 160 160
3. Full -Time Employees 543 585 576 585
4. Part-Time/Temperary Employees 47 150 100 110
5. Vacancies Recruited For 262 275 250 260
6. Civil Service Examinations 5 10 8 10
7. Management/Skills Training Sessions 3 5 3 3
8. Performance Appraisals Due 568 625 610 635
' Results
1. % of VoluntaryTurnover 25.2% 17.0% 16.0% 16.0%
'
2. Active Personnel Records 590 700 676 695
3. Employee Requisitions Processed 234 275 250 260
4. Civil Service Applications Processed 375 375 360 375
' 5. Employees Attending Training 422 250 90 75
6. Performance Appraisals Processed 453 590 580 600
' 89
Administrative Services Department
Accounting & Audit Division
Accounting & Audit Program
Fund 1010- General
Program 1310
Program Description Objectives, ives and Ana1ysis•
The 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 division provides a system for processing payments for City
obligations and payroll and pension checks in an accurate, efficient, and timely manner. Objectives include
providing accurate monthly financial statements and operating reports, preparing a Comprehensive Annual
Financial Report (CAFR) which meets requirements for the GFOA Certificate of Excellence in Financial
Reporting, paying City obligations to maintain a good credit rating, maintaining cash availability, maximizing
earnings on investments in compliance with applicable State laws and City ordinances and resolutions, processing
payroll and pension checks, maintaining accurate records for wages and withholdings, and reporting payroll
information to other governments.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 10.50 10.50 10.50 10.50
Program Expenditures
Personnel Services
$ 419,010 $
392,579 $
392,579 $
402,893
Materials and Supplies
7,862
9,785
9,785
9,785
Services and Charges
9,633
15,450
10,750
16,250
Maintenance
67
200
200
200
Capital
4,229
2,000
2,000
2,000
$ 440,801 $
420,014 $
415,314 $
431,128
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
External Audit and CAFR
1
1
1
1
2.
Funds/Account Groups Maintained
25
25
25
25
3.
Financial Statements and Ledgers
30
30
30
30
4.
Bond Issues Outstanding
5
5
5
6
5.
Payrolls Prepared
32
31
31
31
6.
Pension Distributions Processed
24
24
24
24
1.
% Audits Completed on Time
100
100
100
100
2.
% Mo/Qtly Fin Statmnts Dist on Time
100
100
100
100
3.
% P/R & Pension Cks Proc on Time
100
100
100
100
4.
% Forms W-2 & 1099 Dist on Time
100
100
100
100
5.
% Gov. Reports Filed on Time
100
100
100
100
6.
CAFR Awards Received
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90
Administrative Services Department
Budget & Research Division
Budget & Research Program
Fund 1010 -General Program 1330
Program Description Objectives and Analysis:
This 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 City Council. Additionally, the division performs special duties and conducts special studies as
requested by the Administrative Services Director, the Mayor, and the City Council. Finally, the division reviews
performance measures and quarterly reports submitted by other City divisions to ensure accuracy of the listed
performance measures.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 3.00 3.00 3.00 3.00
' Program Expenditures
Personnel Services $ 153,741 $ 164,417 $ 164,417 $ 164,827
Materials and Supplies 8,383 8,650 8,650 6,150
' Services and Charges 3,898 5,550 5,550 3,700
Capital 1,787 773 773 750
167,809 179,390 179,390 175,427
' Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
1. Budget Submissions Reviewed 87 86 87 87
2. CIP Projects Reviewed 148 137 139 140
3. Programs Reviewed:
' Budget to Actual - Monthly 93 94 95 96
4. Special Projects/Studies 18 20 27 20
5. Budget Amendments Requested 205 175 179 180
' 6. Capital Projects Monitored 206 200 195 200
7. Funds Reviewed 22 22 23 23
' Results
1. Annual Budget Completed 1 1 1 1
2. CIP Annual Update Completed 1 1 0 1
' 3. % Time for Special Projects 30 30 30 30
4. % Time for Capital Projects 30 30 30 30
5. GFOA Dist. Budget Awards I 1 1 1
' 6. % of Actual Revenue Received
over Adopted Budget (Operations) -1.41% 0.00% -2.43% 0.00%
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Administrative Services Department
Water & Sewer Services Division
Billing & Collections Program
Fund 1010 -General
Program 1350
Program Description.Objectives and Analysis:
This program provides accurate and timely billings to utility customers on a monthly basis. The 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 29,000 utility accounts are maintained by staff with monthly billings 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. The
increase in positions for 2001 is due to the transfer of personnel from the Meter Operations Program.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
II
7.00 7.00 7.00 14.50
Program Expenditures
Personnel Services
$ 199,751 $
203,358 $
200,113 $
444,189
Materials and Supplies
5,093
8,000
7,900
26,860
Services and Charges
59,979
19,156
17,100
17,701
Maintenance
68
500
500
150
Capital
1,190
3,000
3,000
3,800
$ 266,081 $
234,014, $
228,613 $
492,700
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Total Accounts
29,294
29,600
29,800
30,100
2.
Total Accounts - Active
27,035
27,050
27,700
28,000
3.
# of Service Orders Requested
29,933
31,000
31,100
31,900
4.
# of Receipts Requested
N/A
393,700
306,000
307,000
Results
1.
# of UtilityBills Processed
311,428
318,000
322,000
326,000
2.
# of On/Off Orders Processed
27,671
28,000
30,300
30,500
3.
# of New Accounts Added
899
600
650
675
4.
# of Utility Payments Processed
327,840
332,000
313,000
315,000
5.
# of Utility Deposits Processed
7,980
7,700
8,000
8,200
6.
# of Cash Receipts Processed
N/A
54,000
94,000
96,000
7.
% Final Bills Dropped/Bad Debt
16.25%
14.00%
15.00%
16.00%
8.
% Utility Rev. Dropped/Bad Debt
0.56%
0.60%
0.60%
0.70%
9.
% Bad Debt Recovery
30.70%
27.00%
27.00%
26.00%
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Administrative Services Department
Accounting & Audit Division
Internal Audit Program
Fund 1010 - General Program 1360
Program Description. ion Objectives and Analysis:
This 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. This program reviews all contracts and monitors all grants received by the City.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Program Staff
Full -Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services $ 55,299 $ 55,232 $ 44,868 $ 58,058
' Materials and Supplies 782 968 750 1,042
Services and Charges 3,830 4,800 4,484 5,000
Capital 0 500 0 700
$ 59,911 $ 61,500 $ 50,102 $ 64,800
Performance Measures
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
1. Review of CityAreas 7 6 6 6
2. Special Projects 20 20 20 20
3. Review Contracts/Leases/Grants 380 390 390 350
4. Contract Payments to Review 600 600 600 600
5. Maintain Document Files 300 300 300 300
' Results
1. Number of Areas Reviewed 6 6 6 6
2. Special Projects Completed 20 20 20 20
' 3. Contracts/Leases/Grants Reviewed 380 390 390 350
4. Review of Contract Payments 600 600 600 600
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' 93
Administrative Services Department
Utilities Management Division
Utilities Management Program
Fund 1010- General
Program 1380
Program Description. Objectives and Ana1ysis
This program manages and coordinates 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), and is 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.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 0.00 2.00 2.00 2.00
Program Expenditures
Personnel Services
$ 0 $
82,450 $
82,450 $
107,981
Materials and Supplies
0
1,850
1,600
1,900
Services and Charges
0
124,400
124,400
212,719
Capital
0
7,600
7,600
7,500
$ 0 $
216,300 $
216,050 $
330,100
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Franchise Agreements Monitored
N/A
6
0
6
2.
Utility Contracts Bid/Negotiated
N/A
5
5
5
3.
# of Telephone Extensions/Lines
N/A
475/40
450 / 40
500 / 30
4.
# of Water Meters
N/A
77
75
80
5.
# of Gas Meters
N/A
39
42
48
6.
# of Elec. Meters-SWEPCO/Ozarks
N/A
180 / 65
184 / 61
200 / 70
Results
1.
Telephone Service Requests:
Received/Processed
N/A
200 / 200
600 / 600
500 / 500
2.
Avg. Long Distance Cost per Minute:
Direct Dial and Codes/Cards
N/A
0.100 / 0.150
0.105 / 0.210
0.100 / 0.200
3.
Cellular Minutes Used
N/A
286,800
162,728
286,800
4.
Avg. Cost per Minute -Cellular
N/A
0.125
0.115
0.115
5.
Avg. Cost per CCF- Natural Gas
N/A
0.490
0.461
0.600
6.
Avg. Cost per KWH-Electric
N/A
0.069
0.069
0.080
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Administrative Services Department
Building Maintenance Division
General Maintenance Program
Fund 1010 -General
Program 1410
Program Description. Objectives. and Analysis:
The purpose of this program is to maintain City -owned buildings or structures in good repair. Some City -owned
facilities are leased to outside agencies who maintain the facilities as part of the lease agreement. Specific activities
performed by this program include facility maintenance for buildings, electrical, heating, and air-conditioning
systems, and performance of selected renovation projects. Additionally, the Facilities Superintendent is certified to
perform asbestos inspections and develop corrective plans for the removal of asbestos from City facilities.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 7.50 9.00 9.00 9.00
Program Expenditures
Personnel Services $ 240,155 $ 265,755 $ 265,755 $ 243,175
Materials and Supplies 921 1,150 1,150 1,150
Services and Charges 66,888 86,255 86,255 35,535
Maintenance 33,843 40,453 40,453 33,455
Capital 6,966 5,609 5,609 5,500
$ 348,773 $ 399,222 $ 399.222 $ 318,815
Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Demand/Workload
I. # of City -Owned Buildings 60 61 61 61
2. Renovations > or = $2,000 6 4 5 4
' 3. Asbestos Inspections 8 12 9 10
4. Service Requests 1,968 1,870 2,009 1,870
5. Contracts Managed 26 28 28 30
' 6. # of Preventive Maint. Inspections N/A N/A N/A 96
Results
II. # of City Buildings Maintained 10 10 24 24
2. Service Requests - General Maint 1,645 1,600 1,613 1,600
3. Service Requests - Heat/AC 95 120 135 120
4. Service Requests - Plumbing/Elect 228 150 261 150
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Administrative Services Department
Building Maintenance Division
Janitorial Program
Fund 1010- General
Program 1420
Program DescriptionObjectives andAnalysis:
This program is responsible for performing janitorial services for the City Administration, the Interim City Hall, the
Police/Municipal Court, the City Prosecutor's, the PEG Center, and the Engineering buildings. Duties performed
by this program include maintaining cleanliness inside each building, maintaining the exterior grounds in a neat,
presentable fashion, and maintaining safe ingress and egress to each building. Additionally, the program is
responsible for locking and unlocking the building and setting up and tearing down for meetings.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
4.00 5.00 5.00 5.00
Program Expenditures
Personnel Services
$ 96,250 $
107,100 $
80,986 $
120,849
Materials and Supplies
10,975
12,400
12,400
13,150
Services and Charges
57,107
7,495
7,413
8,200
Maintenance
0
500
500
500
Capital
487
3,617
2,861
1,800
$ 164,819 $
104,160 $
144,499
131,112 $
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand! Workload
1. City Buildings Maintained
7
7
8
8
2. Square Footage Maintained
84,150
84,150
92,556
92,556
3. Restrooms Maintained
25
25
31
33
4. Strip/Seal/Wax Floors
4
4
3
3
Results
1. Janitorial Cost per Square Foot
(Not Including Utility Costs)
$1.33
$1.56
$1.13
$1.56
2. Complaints on Janitorial Service
3
2
3
3
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Administrative Services Department
Purchasing Division
Purchasing Program
Fund 1010 -General
Program 1610
Program Description. Objectives, and Analysis -
This 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.
This 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 35 days or less for bids
and three days for purchase orders.
This 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 Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 2.00 2.00 2.00 2.00
' Program Expenditures
Personnel Services $ 84,160 $ 89,840 $ 89,840 $ 92,366
Materials and Supplies 3,812 18,123 17,500 19,100
Services and Charges 17,969 22,650 19,800 20,830
Maintenance 439 800 300 404
Capital 308 3,400 1,909 0
$ 106,688 $ 134,813 $ 129,349 $ 132,700
Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
Ii. Formal Bids/RFP's Requested 100 110 110 110
2. Purchase Orders Issued 4,412 5,000 5,000 5,000
3. Insurance Claims Processed 149 125 150 150
4. Value of Assets Insured 114,000,000 115,000,000 116,000,000 116,000,000
Results
II. Formal Bids/RFP's Awarded 94 110 110 110
2. Value of Assets Lost to Accidents 7,417 10,000 5,000 5,000
3. Turnaround from Bid Request
Ito Bid Opening in # of Days 20 35 35 35
4. Turnaround from Purchase Req.
to Purchase Order in # of Days 3 2 3 3
' 97
Administrative Services Department
Information Technology Division
Information Technology Program
Fund 1010- General Program 1710
Program Description. Objectives, and Analysis:
This division provides computing services and Geographic Information Systems (GIS) support for all City
divisions. This includes hardware and software support for all PC's as well as all devices connected to the AS/400,
Novadyne, and the Novell network. Currently, there are approximately 215 PC's and 275 peripheral devices
attached to PC's and/or the three network systems. Supported equipment includes PC's, terminals, printers,
servers, scanners, 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 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. The time required to handle requests depends on the complexity of the project.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Full -Time Equivalent Positions
7.00
9.00
9.00
9.00
Program Expenditures
Personnel Services $
343,578 S
363,020 $
363,020 $
454,809
Materials and Supplies
24,571
27,000
27,000
24,500
Services and Charges
11,096
17,225
17,225
12,991
Maintenance
76,754
97,000
97,000
100,000
Capital
4,558
6,775
6,775
5,000
$
460,557 $
511,020 $
511,020 $
597,300
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Project Requests - Minicomputers
414
375
350
350
2. Project Requests - PC Support
256
375
350
375
3. Project Requests - Network
91
175
175
175
4. Training Sessions
4
15
10
20
5. System/Application Backups
835
1,000
980
1,000
Results
1. Hours Used Completing Requests:
A. Minicomputers
N/A
1,275
1,150
1,275
B. PC Support
N/A
475
500
500
C. Network
N/A
480
525
400
2. Routine Systems Support Hours
N/A
N/A
6,700
7,000
3. GIS Support Hours
N/A
N/A
5,450
5,500
4. Training Sessions Attendance
N/A
75
50
200
Administrative Services Department
• Municipal Court Division
• Criminal Cases Program
' Fund 1010 -General Program 2010
Program Description, Objectives,andAnalysis:
This program provides 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.
1
1
Actual Budgeted Estimated Budgeted
' 1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 4.50 4.50 4.50 4.50
Program Expenditures
' Personnel Services $ 150,547 $ 160,928 $ 160,928 $ 165,117
Materials and Supplies 3,624 8,600 8,300 8,506
Services and Charges 1,358 1,943 1,875 1,125
Maintenance 0 400 400 500
Capital 1,110 3,183 2,758 500
$ 156,639 $ 175,054 $ 174,261 $ 175,748
1
Performance Measures
Actual Budgeted Estimated Budgeted
' 1999 2000 2000 2001
Demand/Workload
1. Cases Filed 23,982 26,700 21,750 22,000
2. Cases Disposed of 18,500 20,200 17,000 17,500
3. Fines/Costs Assessed $2,710,486 $2,919,000 $2,433,900 $2,500,000
Results
' 1. Fines/Costs Collected $2,249,949 $2,500,200 $2,100,000 $2,200,000
2. % of Assessments Collected 83% 86% 86% 88%
3. Warrant Backlog (# Affidavits) 0 0 0 0
4. Trial Docket Backlog
(Outside 90 Days) 0 0 0 0
5. General Fund Revenues/ $1,366,002 $1,500,120 $1,314,524 $1,250,000
Cost of Program $156,639 $175,054 $174,261 $175,748
' 99
Administrative Services Department
Municipal Court Division
Probation & Fine Collection Program
Fund 1010- General Program 2020
rrogram uescnTon, Oolecuves ana nnaiysis:
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 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. A
Saturday public service program is also offered for those who cannot do public service during the week.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services
$ 35,788 $
41,179 $
41,179 $
38,172
Materials and Supplies
536
975
700
775
Services and Charges
1,150
1,625
1,425
875
Capital
810
0
0
0
$ 38,284 $
43,779 $
43,304 $
39,822
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
# Divisions Requesting PS
12
12
12
12
2.
# Interviews Conducted
708
700
710
725
3.
# Divisions Assigned PS
7
12
7
8
4.
# Assigned to PS
399
750
498
500
5.
# Hours PS Assigned
17,951
17,500
15,873
16,000
6.
Fines/Costs Assessed
$2,710,486
$2,919,000
$2,433,900
$2,500,000
Results
1.
# Hours PS Completed
20,704
17,000
23,230
24,000
2.
Fines/Costs Collected
$2,249,949
$2,500,200
$2,100,000
$2,200,000
3.
Amount of Fines/Costs Worked
Off by Public Service Workers
$155,287
$127,500
$174,232
$175,000
100
Administrative Services Department
Municipal Court Division
Small Claims & Civil Cases Program
Fund 1010 - General Program 2030
'
Program Description, Objectives, ives and Analysis:
This program provides a forum for citizens to file lawsuits to recover money or property valued at $5,000 or less.
' The 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.
1
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Program Staff
Full -Time Equivalent Positions 3.50 3.50 3.50 3.50
Program Expenditures
Personnel Services $ 109,957 $ 116,479 $ 116,348 $ 119,663
Materials and Supplies 3,290 2,980 2,980 2,900
Services and Charges 1,499 913 913 125
Maintenance 0 200 175 400
Capital 0 632 631 600
$ 114,746 S 121,204 $ 121,047 $ 123,688
1
Performance Measures
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
1. Cases Filed 2,911 3,400 3,200 3,400
2. Court Session/Week (Hours) 7 8 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/ $132,155 $152,000 $154,714 $155,000
Cost of Program $114,746 $121,204 $121,047 $123,688
I
101
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 8,500 animal concern investigations to be conducted during 2001, which should
result in the impounding of 1,650 stray domestic animals. The officers will respond to calls involving approximately
200 livestock and 350 wildlife reports. Staff anticipates 90 bite investigations to be conducted and 1,900 City
licenses to be purchased in 2001.
Actual Budgeted
1999 2000
Estimated Budgeted
2000 2001
Program Staff
Full -Time Equivalent Positions 3.50 3.50 3.50 3.50
Program Expenditures
Personnel Services
$ 116,046 $
130,018 $
124,374 $
124,209
Materials and Supplies
117
0
0
0
Services and Charges
24,727
25,299
21,182
18,640
Maintenance
3,892
4,985
4,638
4,987
Capital
860
600
600
355
$ 145,642 $
150,794 $
160.902 $
148,191
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Citizen Calls Received
8,065
8,500
8,500
8,500
2.
Square Miles to Patrol
44
45
45
45
3.
Human/Animal Safety Programs
92
100
100
110
4.
City Licenses Sold
1,570
1,800
1,800
1,900
Results
1.
Reclaimed by Owner
573
625
600
600
2.
Dead Animals Disposed Of
1,742
1,350
1,400
1,400
3.
Stray Animals Picked Up
A. Domestic
1,785
1,800
1,600
1,650
B. Wildlife
321
200
300
350
C. Livestock
273
250
200
200
4.
Animal Bite Investigations
65
75
90
90
102
Administrative Services Department
Animal Services Division
'
Animal Shelter Program
' Fund 1010- General Program 2720
Program Description. Objectives and Analysis:
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.
Funds provided by the City are supplemented by contracts for service with Washington County, surrounding
municipalities, the Humane Society of the Ozarks, and by public donations.
I
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 10.30 11.30 11.30 9.30
Program Expenditures
Personnel Services $ 256,721 $ 328,735 $ 328,735 $ 261,951
Materials and Supplies 36,542 39,768 36,727 15,000
Services and Charges 50,361 32,397 32,397 35,133
Maintenance 3,395 3,790 2,996 3,150
• Capital 16,108 4,187 4,187 445
• $ 363,127 $ 408,877 $ 405,042 $ 315,679
' Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
' 1. Fayetteville Strays Sheltered 1,839 1,800 1,600 1,600
2. Fayetteville Surrenders Sheltered 425 600 625 625
' 3. Non -Fay Animals Sheltered 1,512 1,550 1,200 1,500
Results
I1. Adopted/Reclaimed Animals 1,132 1,200 1,200 1,225
2. Euthanized Animals 2,481 2,400 2,500 2,500
3. Cost per Animal/5 Days Shelter $58 $60 $60 $60
' 103
Administrative Services Department
Animal Services Division
Veterinarian/Clinic Program
Fund 1010 -General
Program 2730
This program provides a means to curb the overpopulation of unwanted animals by providing the only low cost
spay/neuter program available to low income individuals. Animals adopted from the Fayetteville Animal Shelter
are spayed or neutered at the clinic, thus enforcing State law that all adopted shelter animals must be sterilized.
This program also provides for the medical needs of sheltered animals and the prompt treatment of injured or ill
animals rescued after hours since the veterinarian is on call 24 -hours a day. Prevention of infectious diseases is of
the utmost importance in a shelter and this program establishes procedures for this contingency. The program also
assists the prosecutor's office in prosecuting animal abuse cases by writing official reports.
The primary objectives of this program are to decrease the number of unwanted litters, enforce State laws
requiring sterilization of adopted shelter animals, and to provide medical care to sheltered animals and relieve
their suffering. Funds provided by the City are supplemented by grants from the Humane Society of the Ozarks'
Spay/Neuter Assistance Program (SNAP).
Actual Budgeted
1999 2000
Estimated Budgeted
2000 2001
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 2.00
Program Expenditures
Personnel Services $ 0 S 0 $ 0 $ 71,523
Materials and Supplies 0 0 0 21,006
Services and Charges 0 0 0 878
$ 0$ 0$ 0$ 93,407
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Adopted Animals Sterilized
N/A
N/A
500
550
2. HSO Animal Sterilized (SNAP)
N/A
N/A
536
590
3. Infectious Disease Inspections
N/A
N/A
230
250
Results
1. # of After Hour Responses
N/A
N/A
20
30
2. # of Animals Quarantined
N/A
N/A
30
40
104
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Administrative Services Department
Utilities Management Division
Parking Management Program
Fund 1010 -General
Program 5300
Program Description. Objectives, ives andAnalysis:
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 Town Center & Parking Garage project will be completed early 2001. Other projects in
the Dickson Street area and around the downtown square posed ongoing problems necessitated by downtown
redevelopment. The Municipal Deck has been converted to an automated gated facility with two levels accessible
for the general public. The hang tag program continues to be successful. An additional parking garage in the
downtown is being considered. It is expected that the project will be addressed more fully in the Capital
Improvements Program over the next few years. Plans for 2001 include initiation of an overlay program for the
public parking lots.
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 2.00 2.45 2.45 2.45
Program Expenditures
' Personnel Services $ 53,153 $ 62,631 $ 62,631 $ 69,379
Materials and Supplies 2,000 4,850 4,850 4,100
Services and Charges 2,417 3,270 3,270 4,345
' Maintenance 822 900 900 3,548
Capital 72 900 900 0
$ 58,464 $ 72,551 $ 72,551 $ 81,372
Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
' 1. On -Street Metered Spaces 280 280 268 187
2. Off -Street Metered Spaces 236 236 237 183
3. On -Street Timed Parking Spaces N/A N/A 50 123
' 4. Off -Street Timed Parking Spaces N/A N/A 201 119
5. Gated Parking Spaces 779 779 479 479
6. Un-Metered (Free) Spaces 263 263 444 444
7. Parking Tickets Issued 19,942 20,000 18,080 18,000
'8. Parking Meters 675 575 598 370
Results
1. Parking Tickets Voided 1,385 1,400 711 800
2. Parking Ticket Revenue $38,436 $38,000 $31,919 $25,000
3. Meter Revenue (General Fund) $48,230 $46,000 $66,534 $30,720
' 4. Parking Revenue (Off -Street Fund) $191,209 $171,000 $226,895 $273,970
I
105
Administrative Services Department
Community Development Division
Administration & Planning Program
Fund 2180 - Community Development Program 4930
This 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.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
1999 71)01)
Estimated
701)0
Budgeted
7001
1.00 1.00 1.00 1.30
Program Expenditures
Personnel Services
$ 40,182 $
46,996 $
46,996 S
78,577
Materials and Supplies
929
8,267
8,267
1,365
Services and Charges
27,726
31,452
31,452
37,720
Capital
0
1,500
1,500
1,500
$ 68,837 $
88,215 $
88,215 $
119,162
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Public Hearings
4
4
4
4
2.
CDBG & HOME Applications
2
4
2
3
3.
Fair Housing Activities
1
6
2
2
4.
Federal Labor Standards
1
4
0
3
5.
Sub -Recipient Monitoring
5
5
5
7
6.
Audit/Monitoring Resolution
0
2
0
2
7.
Related Statutory Compliance
10
10
10
15
Results
1.
Public hearings
4
4
4
4
2.
Application Preparation
2
4
4
4
& Associated Activities
3.
Contract Administration
5
20
5
7
4.
Labor Standards Compliance
1
7
0
3
5.
Sub -Recipient Monitoring
50
5
5
7
6.
% Activities Completed by Deadline
100
100
100
100
106
Administrative Services Department
' Community Development Division
Housing Services Program
' Fund 2180 - Community Development Program 4940
Program Description Objectives. and Analysis•
This program is responsible for the rehabilitation of privately owned residential property for low and moderate
' 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 program also assists other City divisions with oversite of City owned buildings which house non-profit
agencies providing CDBG eligible public services.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 2.00 2.00 2.00 1.20
Program Expenditures
Personnel Services $ 59,395 $ 66,192 $ 66,192 $ 33,096
' Materials and Supplies 444 1,325 1,325 1,525
Services and Charges 50,667 63,595 63,595 211,168
Maintenance 292 400 400 300
' Capital 44,089 1,820 1,820 400
$ 154,887 $ 133,332 S 133,332 $ 246,489
Performance Measures
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
1. # of Applications Requested 84 125 75 90
2. Eligibility Verification 36 30 32 35
3. # of Project Inspection Visits 2,000 1,820 2,340 2,600
4. Project Specifications/Bids 45 35 50 56
5. Construction Management 45 35 45 45
6. Leased Property Inspections N/A N/A 8 96
Results
Ii. # of Eligibility Verifications 36 30 32 35
2. % Rehab Projects Completed 100 100 100 100
3. % Emergency Repairs Completed 100 100 100 100
' 4. City Projects Completed N/A N/A 8 8
5. % of Leased Property Maintained
at an Operational Level N/A N/A 75 95
6. # of Clients Served N/A N/A 75 95
7. Decrease in the # of Substandard
Housing Units N/A N/A 10 12
1 107
Administrative Services Department
Community Development Division
Home Grant Program
Fund 2180 -Community Development Program 4950
This 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.
In 2001, the City's allocation of HOME funding will be used for housing rehabilitation for owner -occupied units.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Full -Time Equivalent Positions
0.00
0.00
0.00
0.00
Program Expenditures
Personnel Services
$ 11,105 $
10,769 $
10,769 $
10,000
Services and Charges
140,481
119,797
119,797
136,500
Capital
33,437
0
0
0
$ 185,023 $
130,566 $
130,566 $
146,500
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Number of Homeowner Rehabilitation
Projects 8 8 11 11
2. Number of HOME assisted
Acqusition/Rehab Projects 1 1 1 I
108
Administrative Services Department
Community Development Division
Yvonne Richardson Community Center Program
Fund 2180 - Community Development Program 4960
PrV m Description. Objectives. and Analysis:
This program contains funding to provide for the position of the Yvonne Richardson Community Center (YRCC)
Director, four part-time positions, and associated supplies. The center has been open since 1996.
Actual
1999
Program Staff
Full -Time Equivalent Positions 1.50
Budgeted
2001
2.80
Program Expenditures
Personnel Services
$ 53,361 S
59,663 $
59,663 $
89,699
Materials and Supplies
101
300
300
500
Services and Charges
4,996
10,346
10,346
16,737
Capital
14
154
154
500
$ 58,472 $
70,463 $
70,463 $
107,436
Demand/Workload
1. rvumai pouts m vpciauou
Results
1. YRCC
Special/Neighborhood
Events
- Number
2. YRCC
Special/Neighborhood
Events
- Participants
3. YRCC
-Avg. Daily Utilization
Performance Measures
Actual Budgeted
1999 2000
N/A N
Budgeted
2001
2,808
Administrative Services Department
Community Development Division
Public Services Program
Fund 2180 - Community Development Program 4970
Program Description Objectives. and Analysis:
This program contains funding for the Elderly Taxi Assistance program and trolley services.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Full -Time Equivalent Positions
0.00
0.00
0.00
0.00
Program Expenditures
Services and Charges
$ 24,300 $
66,700 $
66,700 $
35,000
$ 24,300 $
66,700 $
66,700 $
35,000
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Number of Taxi Coupons Issued
15,810
15,000
15,367
15,500
2. Requests for Applications
42
35
35
35
Results
1. Number of Taxi Coupons Used
13,587
12,000
10,174
12,000
2. Number of Applications Processed
45
40
34
35
110
Administrative Services Department
Community Development Division
Public Facilities & Improvements Program
' Fund 2180 - Community Development Program 4990
Program Description.Objectives and Analysis:
This 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.
I
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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 2001, the primary activities include completing the construction of the Project for Family
Violence facility, Children's House, Sage House, and the Traumatic Brain Injury (TBI) Retraining facility.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated
1999 2000 2000
0.00 0.00 0.00
Budgeted
2001
0.00
Program Expenditures
Services and Charges $ 144,560 $ 1,075,071 $ 1,075,071 $ 275,000
$ 144,560 S 1,075,071 S 1,075,071 $ 275,000
Significant projects in progress or completed since 1999 include:
' Project for Family Violence - Expansion $ 4,075
Sang Avenue Senior Center 6,205
Southeast Community Center - Improvements 40,399
' Southeast Community Center - Playground 31,470
Street Improvements 22,411
Walker Park Pavilion 40,000
S 144,560
Significant projects in the process of implementation during 2000 include:
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Abilities Unlimited - Land Acquisition $ 95,000
Project for Family Violence - Expansion 436,529
Sage House 75,000
Sang Avenue Senior Center 6,000
Southeast Community Center - Expansion 117,920
Walker Park Senior Complex 344,622
$ 1,075,071
Significant projects planned during 2001 include:
Project for Family Violence - Expansion $ 87,500
Sage House 87,500
TBI Retraining Facility 100,000
$ 275,000
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Administrative Services Department
Water & Sewer Services Division
Meter Operations Program
Fund 5400 - Water & Sewer
Program 1820
Program Description, Objectives, and Analysis:
This program provides accurate and timely meter readings on a monthly basis. These readings are updated to the
utility billing software programs in the Billing & Collection Program. The program also responds to all types of
customer service requests, meter checks, etc. Delinquent accounts are 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 City water utility
customers. The decrease in positions for 2001 is due to the transfer of personnel to the Billing & Collections
Program.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Full -Time Equivalent Positions
20.00
19.50
19.50
12.00
Program Expenditures
Personnel Services
$ 658,561
$ 674,268 $
606,253 $
463,808
Materials and Supplies
18,194
26,000
23,490
2,800
Services and Charges
528,176
733,824
713,299
742,902
Maintenance
21,093
36,372
30,474
31,907
Capital
238,274
246,748
246,748
258,700
Depreciation
51,366
80,880
80,880
72,864
$ 1,515,664
$ 1,798,092 $
1,701,144 $
1,572,981
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Total Accounts
27,294
29,600
29,800
30,100
2.
Total Accounts - Active
27,035
27,050
27,700
28,000
3.
Meters in System
27,400
27,500
27,900
28,500
4.
# of Service Orders Requested
29,933
31,000
31,100
31,900
5.
# of Delinquent Accounts
24,300
24,900
25,350
25,600
Results
1.
# of Meters Read
336,635
330,000
347,536
357,000
2.
# of Meters Re -read
23,564
21,000
24,325
24,950
3.
# of Meters Changed Out
2,091
2,000
2,000
2,200
4.
# of Ons/Offs Processed
27,671
28,000
30,300
30,500
5.
# of Misc. Orders Processed
3,150
3,250
3,200
3,250
6.
# of Delinq. Accts. Worked
13,843
15,000
14,200
15,000
7.
% of Meters Re -read
6.90%
6.36%
6.99%
6.98%
8.
% of Meters Changed Out
7.63%
7.27%
7.16%
7.71%
9.
% of Delinquent Accounts Worked
56.90%
60.00%
56.00%
58.60%
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' Administrative Services Department
Water & Sewer Services Division
'
Meter Maintenance & Backflow Prevention Program
Fund 5400 - Water & Sewer Program 1830
'
Program Description Objectives, �c�and Analytic:
This 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 also 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 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 the 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.
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 6.00 6.00 6.00 6.00
Program Expenditures
' Personnel Services $ 193,582 $ 216,781 $ 215,114 $ 223,363
Materials and Supplies 44,446 73,010 55,260 56,160
Services and Charges 39,971 65,842 52,942 63,935
' Maintenance 1,682 8,038 2,050 7,950
Capital 1,332 67,185 67,185 29,000
$ 281,013 $ 430,856 $ 392,551 $ 380,408
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Performance Measures
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
1. Total Accounts 29,294 29,600 29,800 30,100
2. Total Accounts - Active 27,035 27,050 27,700 28,000
3. Meters in System 27,400 27,500 27,900 28,500
'
4. Commercial Customers 3,150 3,300 3,250 3,300
5. Residential Customers 25,454 26,300 26,522 26,800
6. Backflow Devices Recorded 234 15 158 180
' Results
1. Meters Tested 2,584 3,000 2,400 2,600
2. Meters Repaired 2,571 2,500 2,200 2,500
3. Commercial Accounts Surveyed 562 500 650 650
4. Backflow Devices Tested 210 300 136 200
5. Hazardous Exposure Potential:
IA. High 254 N/A 264 264
B. Low 304 N/A 888 888
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Administrative Services Department
Fleet Operations Division
Vehicle Maintenance Program
Fund 9700 - Shop Program 1910
This program is responsible for the maintenance, replacement, reconditioning or recycling of vehicles and
equipment in a timely and efficient manner to assure the fleet is safe and will perform efficiently during operation.
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 482 vehicles consists of 76 emergency response vehicles,
45 administrative support vehicles, 46 solid waste/recycle units, 129 off road units, 171 lightlmedium/heavy duty
utility vehicles, and 15 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 as well as an increase in
depreciation expense.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Full -Time Equivalent Positions
13.00
15.00
15.00
15.50
Program Expenditures
Personnel Services
$ 540,784 $
576,736
$ 563,111
$ 597,896
Materials and Supplies
854,561
1,065,643
1,065,643
1,202,716
Services and Charges
529,906
612,169
612,169
621,815
Maintenance
20,342
29,784
29,784
21,291
Capital
33,049
53,199
53,199
45,356
Depreciation
1,740,523
2,410,505
2,410,505
2,440,608
$ 3,719,165 $
4,748,036
$ 4,734,411
$ 4,929,682
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Repair Requests
5,786
5,750
5,282
5,750
2.
Vehicle/Equipment Repair Hours
18,189
16,675
16,684
16,750
3.
PM Service & Inspections
1,141
1,350
1,215
1,350
4.
PM Generated Repairs
958
1,080
1,069
1,080
5.
Road Failures
249
290
240
250
Results
1.
% of Technician Productivity
92.0
92.0
61.0
85.0
2.
% of Technician Efficiency
95.0
95.0
84.5
85.0
3.
% of Repairs Completed
95.0
95.0
95.0
95.0
4.
% of Road Failures to Total Repairs
5.0
5.5
4.5
4.3
114
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Administrative Services Department
Fleet Operations Division
Capital Expenditures Program
Fund 9700 - Shop
Program 1920
Program Description.Objectives and Analysis:
This 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 divisions are purchased out of this
program.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
' Services and Charges $ 239 $ 21,500 $ 21,500 $ 0
Capital 1,618,763 3,692,135 3,692,135 1,562.000
$ 1,619,002 $ 3,713,635 S 3,713,635 $ 1,562,000
Capital eipeaditures planned for 2001 include;
' Police/Passenger Vehicles - Repl/Exp $ 322,000
Fire Vehicles/Equipment - Replacement 30,000
Sanitation Vehicles/Equipment - Repl/Exp 120,000
'
Light/Medium Utility Vehicles - Repl/Exp 187,000
Medium/Heavy Utility Vehicles - Repl/Exp 101,000
Back Hoe/Loaders - Repl/Exp 114,000
Tractor/Mower - Repl/Exp 196,000
Construction Equipment - Repl/Exp 184,000
Other Vehicles/Equipment - Repl/Exp 248,000
' Fleet Operations Maintenance System 60,000
$ 1,562,000
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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.
117
POLICE DEPARTMENT
OVERVIEW
The Police Department includes Central Dispatch, Police Support Services, Police Patrol, and Drug
Enforcement programs.
Estimated 2000 expenditures are projected to be approximately $138,000 below the 2000 budgeted amounts.
This difference is principally attributable to personnel vacancies during the year.
In 2001, expenditures of $7,186,495 are approximately $170,000 above the budgeted 2000 amount. The
increased funding is primarily due to expenses generated by the addition of ten new positions in the Police
Department. The five School Resource Officers were added by City Council in 2000 and are mostly funded
by a three year grant. The additional positions included in this adopted budget include three Police Officers,
one System Operator, and one Crime Scene Technician.
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
Actual Budgeted
1999 2000
$ 4,992,259
129,447
859,771
161,425
6,142,902
52,161
45,578
97,739
$ 5,647,333
146,116
939,042
178,687
6,911,178
42,120
63,338
105,458
Estimated
2000
$ 5,534,259
145,870
939,042
174,774
6,793,945
42,120
42,000
84,120
Budgeted
2001
$ 5,978,031
157,358
794,946
185,451
7,115,786
21,450
49,259
70,709
$ 6,240,641 S 7,016,636 $ 6,878,065 S 7,186,495
118
Police Department
2001 Goals
1. To attempt to answer all 9-1-1 calls within 6 seconds and all business lines by the third ring.
2. To update existing tests and exercises for dispatchers.
3. To develop Powerpoint software presentations for training and organize training materials.
4. To provide citizens with various types of information dealing with ways to prevent crime.
5. To continue to supply information on starting Neighborhood Watch Programs and supporting
the current programs.
6. To continue to provide financial institutions with quarterly security presentations.
7. To utilize McGruff, the Crime Dog, at special events to teach children about "Stranger Danger"
and other topics.
119
Police Department
2000 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 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 I is to evaluate the system
and conduct a needs assessment and Phase II is to
have the specifications written and to go out for bid.
Results
1. Even with a 20% increase in the amount of 9-1-1
calls, the average time to answer a 9-1-1 call is five
seconds.
2. With the addition of the Dispatch Trainer positions
in 1999, staff has been successful in updating 95%
of the dispatch manual. The trainers continue to
work hard on updating the tests and improving the
training program.
3. Police and Fire activity continues to be directly
entered into the Computer Aided Dispatch System
and safety checks are performed by the Dispatchers.
A code is entered into the computer when a safety
check is made.
4. Four officers have been certified in
methamphetamine lab disposal. Of the four officers,
two have completed a course to train officers and re-
certify current trained officers as needed.
5. Goal 62% achieved. Due to vacancies, the
department held a special test in February with 53
applicants and the regular tests in April and October
had 38 and 34 applicants respectively. The training
division had included the following in an effort to
achieve this goal: Paid television advertising on
Cablevision; application procedures on the City
Government Channel; news feature at a local station;
and distribution of recruitment posters.
6. 26,378 crime prevention contacts were made during
the year. The increase is due to grants received and
additional emphasis on community policing which
allows more than one officer to provide information
to citizens and businesses on preventing crime.
7. This goal was not achieved due to funding
constraints.
8. This project is on schedule. The City Council
received a report on the finding of Phase Ion August
29. The recommendation was to upgrade the current
Motorola radio system. During Phase II, a "Request
For Proposals" was prepared, distributed, and
contract negotiations are underway with Motorola.
120
Police Department
Program Expenditure Summary
Actual
Budgetdd
Estimated
Budgeted
1999
2000
2000
2001
2600 Central Dispatch
Personnel Services
$ 558,178 $
626,421 $
626,421 $
649,219
Materials and Supplies
3,885
4,900
4,900
4,900
Services and Charges
31,657
53,486
53,486
50,317
Maintenance
32,118
32,560
28,647
23,732
Capital
3,216
4,000
4,000
4,000
629,054
721,367
717,454
732,168
2900 Support Services
Personnel Services
1,079,548
1,029,408
1,014,667
1,077,793
Materials and Supplies
110,001
108,331
108,331
112,728
Services and Charges
138,935
124,530
124,530
140,854
Maintenance
43,894
49,943
49,943
51,037
Capital
14,070
7,684
7,684
4,165
Transfers
45,578
63,338
42,000
49,259
1,432,026
1,383,234
1,347,155
1,435,836
2940 Patrol
Personnel Services
3,227,609
3,845,773
3,747,440
4,098,682
Materials and Supplies
15,561
32,885
32,639
39,730
Services and Charges
495,417
542,637
542,637
380,139
Maintenance
85,413
96,184
96,184
110,682
Capital
34,875
30,436
30,436
13,285
3,858,875
4,547,915
4,449,336
4,642,518
Total General Fund
5,919,955
6,652,516
6,513,945
6,810,522
fir' _ •I1j i,Lk
. 2960 Drug Enforcement
Personnel Services 126,924 145,731 145,731 152,337
Services and Charges 193,762 218,389 218,389 223,636
320,686 364,120 364,120 375,973
Total Drug Law Enforcement Fund 320,686 364,120 364,120 375,973
Total Police Department $ 6,240,641 S 7,016,636 $ 6,878,065 $ 7,186,495
121
Police Department
Personnel Summary
1998
1999
2000
2001
Division/Title
Employees
Employees
Employees
Employees
Police Division
Chief of Police
1.00
1.00
1.00
'
1.00
Assistant Chief of Police
2.00
2.00
2.00
2.00
Financial Analyst
1.00
1.00
1.00
1.00
Lieutenants
7.00
7.00
7.00
7.00
Sergeants
10.00
11.00
11.00
11.00
Police Officer
64.00
70.00
76.00
79.00
Property/Evidence Manager
1.00
1.00
1.00
1.00
Crime Scene Technician
0.00
0.00
0.00
1.00
Police Administration Coordinator
1.00
1.00
1.00
1.00
Lead Records Section Clerk
1.00
1.00
1.00
1.00
Senior Secretary
1.00
2.00
2.00
2.00
Secretary
1.00
1.00
1.00
1.00
Civilian ReportTaker
1.00
1.00
1.00
1.00
Police Clerk
6.00
7.00
7.00
7.00
Civilian Jailer
9.00
9.00
9.00
9.00
Systems Analyst
1.00
1.00
1.00
1.00
Systems Operator
0.00
0.00
0.00
1.00
Transcriptionist (Full/Part-time)
1.50
1.50
1.50
150
Park Patrol (Part-time)
2.13
2.13
2.13
2.13
110.63
119.63
125.63
130.63
Central Dispatch Division
Dispatch Manager
1.00
1.00
1.00
1.00
Lead Dispatcher
3.00
3.00
3.00
3.00
Dispatch Trainer
0.00
3.00
3.00
3.00
Dispatcher
12.00
13.00
13.00
13.00
16.00
20.00
20.00
20.00
Total Police Department Personnel
126.63
139.63
145.63
150.63
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Police Department
Central Dispatch Division
Central Dispatch Program
Fund 1010 -General
Program 2600
Program Description Objectives, ives, andAnalysis:
This division 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. Other duties include
monitoring a second police channel for all information requests and monitoring alarms. The program strives to
handle all calls in a professional, accurate, and timely manner and to continue to improve the training program for
dispatch employees.
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 20.00 20.00 20.00 20.00
' Program Expenditures
Personnel Services $ 558,178 $ 626,421 $ 626,421 $ 649,219
Materials and Supplies 3,885 4,900 4,900 4,900
' Services and Charges 31,657 53,486 53,486 50,317
Maintenance 32,118 32,560 28,647 23,732
Capital 3,216 4,000 4,000 4,000
S 629,054 $ 721,367 $ 717,454 $ 732,168
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Demand/Workload
I. Total Calls for Service
A. Police
B. Fire
C. Citywide
2. Telephone (Minus 9-1-1)
3. 9-1-1 Calls
4. ACIC/NCIC Reports
Results
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
43,208
43,572
43,824
44,592
37,926
38,992
38,850
38,992
2,685
2,328
3,536
3,700
2,113
2,252
1,810
1,900
142,113
146,000
156,566
160,000
18,709
25,185
22,800
23,000
864,905
500,000
377,744
390,000
I1. Citizen Complaints 2 3 2 3
2. Overtime/Comp Time per Year (Hrs) 3,129 2,500 1,535 2,000
3. 9-1-1 Salary Reimbursement (S) 137,504 144,490 150,197 162,305
4. Avg. Time Police on a Call (Minutes) 22 22 23 23
IS. Avg. Time Fire on a Call (Minutes) 30 33 30 30
6. Avg. 9-1-1 Calls per Day 52 69 62 64
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Police Department
Police Division
Support Services Program
Fund 1010- General
Program 2900
Program Description, Objectives, andAnalysis:
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. The program provides clerical support for data entry of all tickets,
accidents, and incidents as well as collecting the bonds and fines assessed through the Fayetteville Municipal
Court. The daily operation of all computers and software, including the mobile data system, is handled through the
Systems Analyst. The program is also responsible for intake, preparation for crime lab analysis, the storage and
destruction of all evidence, and lost and found property as well as the return of recovered property to victims.
The operation of the jail is included in this program with book -ins of approximately 9,100 persons per year. The
investigation of citizen complaints against officers is coordinated through the Support Services Administrative
Lieutenant.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Non - Uniform FTE Positions 20.20
23.20
23.20
24.20
Uniformed FTE Positions 8.00
5.00
5.00
5.00
28.20
28.20
28.20
29.20
Program Expenditures
Personnel Services
$ 1,079,548 $
1,029,408 $
1,014,667 S
1,077,793
Materials and Supplies
110,001
108,331
108,331
112,728
Services and Charges
138,935
124,530
124,530
140,854
Maintenance
43,894
49,943
49,943
51,037
Capital
14,070
7,684
7,684
4,165
Transfers
45,578
63,338
42,000
49,259
$ 1,432,026 $
1,383,234 $
1,347,155 $
1,435,836
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Number of Prisoners Housed
5,789
5,800
5,571
5,600
2. Prisoners Booked into Jail
9,106
9,500
9,000
9,500
3. Citizen Complaints Investigated
22
24
28
30
Results
1. Citizen Complaints Sustained
2
2
2
5
2. Policies Reviewed/Updated/Added
100%
10%
5%
10%
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Police Department
Police Division
Patrol Program
Fund 1010 -General
Program 2940
Program Description. Objectives.and-nalysis,
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. The Drug Abuse Resistance Education (DARE) program is provided
to all 5th graders in the Fayetteville Public School system. Each DARE student is contacted 17 times during the
course of the semester. The Crime Prevention Officer is projected to make approximately 19,000 contacts during
the upcoming year. A Resource Officer will be placed in each middle, junior, and high school. This will be an
increase from four to eight Resource Officers. These officers will interact with students, school administrators, and
faculty with the goal of providing a safer environment.
' Program Staff
Non -Uniform FTE Positions
Uniformed FTE Positions
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Program Exuenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Demand/Workload
1. Population Served
2. Calls for Service
3. Traffic Accidents
4. Tickets Issued
5. Arrests Made
6. DWI Arrests
7. Crime Prevention Contacts
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
7.13
4.13
4.13
5.13
81.00
90.00
90.00
93.00
88.13
94.13
94.13
98.13
$ 3,227,609 $
3,845,773 $
3,747,440 $
4,098,682
15,561
32,885
32,639
39,730
495,417
542,637
542,637
380,139
85,413
96,184
96,184
110,682
34,875
30,436
30,436
13,285
$ 3,858,875 S
4,547,915 $
4,449,336 $
4,642,518
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
55,523
56,600
56,600
58,000
43,208
38,922
38,850
38,992
3,714
3,500
3,700
3,700
17,657
18,500
15,950
18,500
9,106
9,600
9,600
9,700
834
980
748
980
18,216
18,500
26,378
25,000
Results
1. Emergency Response Time (min.) 5.00 5.10 5.00 5.00
2. Traffic Accidents Involving
Fatalities/Injuries 3 / 495 5 / 550 6 / 536 5 / 550
3. Annual Crime Rate per 1,000 (Local) 5.4 5.5 5.0 6.0
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Police Department
Police Division
Drug Enforcement Program
Fund 2930 - Drug Law Enforcement Program 2960
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 the Fayetteville,
Springdale, University of Arkansas, Prairie Grove, West Fork, Johnson, Lincoln, Greenland, Farmington, Elm
Springs, and Elkins police departments and the Washington County Sheriffs Department. The primary duties are
to investigate 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.
Program Staff
Non -Uniform FTE Positions
Uniform FTE Positions
Actual
1999
1.30
2.00
3.30
Budgeted
2000
1.30
2.00
3.30
Estimated
200n
1.30
2.00
3.30
Budgeted
2001
1.30
2.00
3.30
Program Expenditures
Personnel Services $ 126,924 $ 145,731 $ 145,731 $ 152,337
Services and Charges 193,762 218,389 218,389 223,636
$ 320.686 $ 364,120 $ 364,120 $ 375,973
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Drug Cases
381
400
432
435
2. Intelligence reports
295
200
250
250
Results
I. Arrests made
364
375
430
430
2. Case Clearance Rate
95%
85%
94%
94%
3. Drugs Seized
A. Cocaine
120.17 ozs.
20.00 ozs.
10.00 ozs.
20.00 ozs.
B. Marijuana
60.03 lbs.
70.00 lbs.
70.00 lbs.
70.00 lbs.
C. Methamphetamine
23.67 lbs.
30.00 lbs.
20.00 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
1 posing a threat to their lives or physical welfare.
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FIRE DEPARTMENT
OVERVIEW
The Fire Department includes the Fire Prevention Program, the Fire Operations Program, and the Training
& Continuing Education Program.
Estimated 2000 expenditures are projected to be approximately S15,000 less than the amount budgeted for
2000. This difference is in various expenditure accounts in all the Fire Department programs. Budgeted
2001 expenditures are $4,499,075, which is an increase of approximately $173,000 above the 2000 budgeted
amount. The increased funding is primarily due to expenses generated by the addition of three new fire
fighter positions and step increases. The new positions are to being added for the planned Fire Station Seven
scheduled for construction in 2003/2004.
Participation in the Regional Hazardous Materials Emergency Response Team will continue in 2001 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.
Category Totals
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Capital
Total Department
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
$ 3,483,773 S
3,850,087 S .
.3,850,087 $
4,058,744
32,263
55,515
53,658
45,511
281,872
301,887
290,752
276,708
86,731
92,102
91,515
88,148
3,884,639
4,299,591
4,286,012
4,469,111
45,107 26,100
45,107 26,100
24,000 29,964
24,000 29,964
$ 3,929,746 $ 4,325,691 S 4,310,012 $ 4,499,075
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Fire Department
2001 Goals
1. To issue summons or file charges for at least 20 found fire code violations.
2. To run at least 2,500 children through the children's fire safety house.
3.
To
maintain an emergency response time average of four minutes or less throughout the year.
4.
To
stop seventy-five percent of all structure fires at less than a total
loss.
5.
To
maintain an average structural fire control time of 30 minutes or
less on all structural fires.
6.
To
have
65 employees
certified at
the EMT -BLS level.
7.
To
total
at least 14,000
man-hours
of training activities department wide.
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Fire Department
2000 Goals & Results
Goals
1. To achieve zero fire life loss in residential
occupancy fires in the City.
2. To achieve zero fire life loss and not more than
twelve civilian injuries in all fire incidents in the
City.
3. To conduct at least 1,000 fire code inspections,
inspection follow-ups, and spot check inspections
during the year.
4. To answer complaints from citizens regarding fire
code violations or city ordinances and issue
summons and/or file charges.
5. To have at least 4,000 children participate in the
children's fire safety house.
6. To maintain a trained, efficient emergency response
force of not less than twenty-three on duty 24 hours
a day.
7. To maintain an emergency response time average of
four minutes or less on a month -by -month basis
throughout the year.
8. To stop 75% percent of all structure fires at less than
a total loss.
9. To maintain an average structural fire control time
of 30 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.
Results
1. Goal achieved.
2. There were zero deaths and four civilian injuries in
fires.
3. 1,291 fire code, follow-up, and spot check
inspections were performed.
4. Responded to 30 citizen complaints and 38 summons
were issued or charges were filed.
5. 2,905 children have been through the fire safety
house.
6. Minimum staffing was reduced to twenty-one when
the airport station was closed. Minimum staffing of
twenty-one has been maintained throughout the year.
7. Goal achieved with response time averaging 3.88
minutes.
8. Goal achieved at 92% for the year.
9. Goal achieved with an average for the year of 13.96
minutes.
10. Goal achieved with property value at S.08 cents per
dollar.
11. Goal achieved. Assisted CEMS on 1,743 medical
incidents.
12. Goal not achieved. Training man hours for the year
were 11,821.
13. Goal achieved with 66 employees certified.
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Fire Department
Program Expenditure Summary
3010 Prevention
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
3020 Operations
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
3030 Training & Continuing Education
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Total General Fund
Total Fire Department
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
S 144,310 $
163,663 $
163,663 $
168,944
8,192
17,265
16,000
17,611
22,898
32,535
26,350
28,074
1,610
4,000
4,000
4,300
1,214
3,000
2,000
2,514
178,224
220,463
212,013
221,443
3,285,862
3,622,973
3,622,973
3,826,750
23,571
36,050
35,750
25,300
231,041
231,567
231,417
211,571
84,783
87,487
87,000
83,000
37,197
21,100
21,000
25,000
3,662,454
3,999,177
3,998,140
4,171,621
53,601
63,451
63,451
63,050
500
2,200
1,908
2,600
27,933
37,785
32,985
37,063
338
615
515
848
6,696
2,000
1,000
2,450
89,068
106,051
99,859
106,011
3,929,746
4,325,691
4,310,012
4,499,075
$ 3,929,746 $ 4,325,691 $ 4,310,012 $ 4,499,075
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Fire Department
Personnel Summary
1998
1999
2000
2001
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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)
2.00
2.00
2.00
2.00
Fire Captain
24.00
24.00
24.00
24.00
Firefighter
51.00
51.00
51.00
54.00
Programmer/Analyst
0.00
0.00
1.00
1.00
Senior Secretary
1.00
1.00
1.00
1.00
,
Total Fire Department Personnel
85.00
85.00
86.00
89.00
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Fire Department
Fire Division
Fire Prevention Program
Fund 1010- General
Program 3010
Program Description. Objectives. and Analysis:
This program is primarily responsible for the prevention of large loss fires in Fayetteville and for the prevention
of loss of life and personal injury due to fire through three priority objectives: 1) the prevention of the starting of
unfriendly fires; 2) the provision of devices, systems, facilities, and knowledge designed to keep small unfriendly
fires that do start from becoming large fires; and 3) the provision of devices, systems, facilities, and knowledge
aimed at enabling persons to safely escape unfriendly fire situations. These objectives are pursued through code
enforcement during development planning, code enforcement in existing structures, securing reasonable "life
safety with fire" requirements in occupancies, public educational activities with emphasis on fire prevention
education for the young, and investigation of suspicious fires.
Actual Budgeted Estimated Budgeted
' 1999 2000 2000 2001
Program Staff
Uniformed FTE Positions 3.00 3.00 3.00 3.00
Program Expenditures
Personnel Services $ 144,310 S 163,663 $ 163,663 $ 168,944
Materials and Supplies 8,192 17,265 16,000 17,611
Services and Charges 22,898 32,535 26,350 28,074
' Maintenance 1,610 4,000 4,000 4,300
Capital 1,214 3,000 2,000 2,514
$ 178,224 $ 220 463 $ 212,013 $ 221,443
Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Demand/Workload
I. Population of City 55,523 56,600 56,600 58,000
2. Residential Units 22,396 23,330 23,330 23,584
' 3. Total Inspections/Follow-Ups 1,367 1,000 1,300 900
4. Educational Contacts 8,158 7,000 5,800 6,000
5. Total Investigations 100 75 75 80
' 6. Fires of Suspicious Origin 25 20 15 25
Results
II. Man -Hours All Inspections 1,188 1,000 1,400 1,200
2. Man -Hours Investigations 1,132 700 1,000 800
3. Loss of Life/Injury-Residential 0/ 1 0/ 5 0/ 5 0/ 5
' 4. Loss of Life/Injury-Occupancies 0/0 0/5 0/ 5 0/5
5. Summonses/Charges Filed 36 30 30 25
6. Children's Fire Safety House 3,097 4,000 1,500 2,500
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Fire Department
Fire Division
Operations Program
Fund 1010 -General
Program 3020
Program Description Objectives andAnalysis:
This program responds to citizens' emergencies resulting from unfriendly fires, situations of entrapment, sudden
injury or illness, and hazardous materials releases. The program assists citizens with fire protection/prevention
problems and pre -fire plans which target occupancies for personnel familiarization and emergency response
effectiveness. 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.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Non -Uniform FTE Positions
1.00
2.00
2.00
2.00
Uniformed FTE Positions
80.00
80.00
80.00
83.00
81.00
82.00
82.00
85.00
Program Expenditures
Personnel Services
S 3,285,862
$ 3,622,973
$ 3,622,973
$ 3,826,750
Materials and Supplies
23,571
36,050
35,750
25,300
Services and Charges
231,041
231,567
231,417
211,571
Maintenance
84,783
87,487
87,000
83,000
Capital
37,197
21,100
21,000
25,000
$ 3,662,454
$ 3,999,177
$ 3.998,140
$ 4,171,621
Performance
Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Fire Responses
1,025
1,000
1,200
1,200
2. Rescue/EMS Responses
1,118
800
1,800
1,800
3. Other Non -Fire Responses
108
70
100
100
4. Non -City Responses
210
170
300
300
5. Non -Emergency Service Calls
397
350
400
350
6. Pre -Fire Surveys Completed
129
150
100
125
7. False Alarms
343
400
450
450
Results
1. Property Exposed to Fire
$42,606,686
$20,000,000
$20,000,000
$20,000,000
2. Property Value Destroyed
$1,159,560
$4,000,000
$2,000,000
$4,000,000
3. Avg. Emergency Response Time
3.84 min.
3.90 min.
3.90 min.
3.99 min.
4. Avg. Structure Fire Control Time
30 min.
30 min.
20 min.
30 min.
5. % of Fires Short of Total Loss
75%
75%
75%
75%
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Fire Department
Fire Division
Training & Continuing Education Program
' Fund 1010- General Program 3030
Program Description. Objectives, and Analysis:
This 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 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
'
1999 2000 2000 2001
Program Staff
Uniformed FTE Positions 1.00 1.00 1.00 1.00
Program Expenditures
' Personnel Services $ 53,601 $ 63,451 $ 63,451 S 63,050
Materials and Supplies 500 2,200 1,908 2,600
Services and Charges 27,933 37,785 32,985 37,063
' Maintenance 338 615 515 848
Capital 6,696 2,000 1,000 2,450
$ 89.068 $ 106,051 $ 99,859 $ 106,011
Performance Measures
Actual Budgeted Estimated Budgeted
' 1999 2000 2000 2001
Demand/Workload
1. Fire Department Personnel 84 84 83 84
' 2. Certified AirportFirefighters 12 0 11 12
3. SafetyClasses 11 12 12 12
4. Tactical Drills 27 24 24 24
I5. Personnel Certified in CPR 83 84 83 84
6. Certified EMT's 62 65 62 65
Results
1. Man -Hours, All Training 13,724 16,000 12,350 14,000
2. Line -of -Duty Injuries 7 12 12 12
' 3. Certified Firefighters 1111 84 84 84 84
4. Certified Driver/Operators 18 30 20 24
5. Certified Officers I 58 70 68 68
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Public Works Department
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Public Works Director
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IEngineering Street Solid Waste Parks & Recreation Inspections
Water & Sewer Tmf}ie Public lands Wastewater Treatment Planning
Maintenance Mainirnarrce Plant
Mission Statement
1
'The mission of the Public Works Department is to make the City of
Fayetteville a safer and more attractive place to live and work, protect
' the City's natural environment, provide the highest quality of service,
continue to improve our efficiency and effectiveness, and be the best
Public Works department in the State of Arkansas.
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PUBLIC WORKS DEPARTMENT
OVERVIEW
The Public Works Department consists of 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 2001 Budget of $36,752,499 is approximately $8.5 million less than the budgeted 2000. The difference
is attributed to the completion of planned projects in 2000. The additional personnel for the department is
funded in the Solid Waste Fund, Street Fund and General Fund.
The personnel in the Public Works Department have increased by 5.50 positions. The personnel changes
include: the addition of a 0.50 FTE Clerk Typist in the Inspections Division, a Development Coordinator in
the Sidewalk & Trail Maintenance Division, a Public Works Crew Leader and two Recycling Truck Drivers
in the Solid Waste Division and a Traffic Signal Technician in the Traffic Division. The increases are offset
partially by the reduction of 1.65 FTE's for Concession Workers in Parks & Recreation Division. The Parks
& Recreation Division began contracting concession services in 2000.
Some of the major projects planned for the Public Works Department in 2001 are: street improvements to
Old Missouri Road - Mud Creek to Stubblefield, Kings Drive Reconstruction, and Cleveland Street
Improvements - Leverett to Hall; the Walker Park Senior Center; the Fayetteville Boys & Girls Club; Park
Trail Development; the Water & Sewer Operations Center; Highway 62 West Waterline Replacement;
Mount Sequoyah Water/Sewer Line Replacement; 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 & Trail Maintenance Program,
installation of new traffic signals, and upgrading existing traffic signal systems are planned for 2001.
Category Totals
Personnel Services
Materials & Supplies
Services & Charges
Maintenance
Operations
Capital
Depreciation
Capital and Other
Total Department
Actual Budgeted Estimated
1999 2000 2000
$ 7,172,940 $ 8,247,172 $ 7,906,445
988,479
16,457,920
440,779
1,334,816 1,244,688
21,004,886 20,786,650
Budgeted
2001
$ 8,750,094
1,167,118
18,434,097
474,778 424,707 487,983
25,060,118 31,061,652
30,362,490 28,839,292
9,008,962
9,869,333
9,862,763
3,829,775
3,496,567
4,323,281
4,318,163
4,083,432
12,505,529
14,192,614
14,180,926
7,913,207
S 37,565,647 S 45,254,266 $ 44,543,416 $ 36,752,499
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Public Works Department
2001 Goals
Ii. To continue oversight of the Wastewater Treatment Plant Expansion Project and the
Downtown/Dickson Enhancement Project.
2. To provide oversight on the selection and implementation of the Public Works work order
software system, the architectural contract for the New Central Library, and the construction
contract for the Walker Park Senior Center and the new parking deck.
3. To review all Public Works' Divisions for program efficiency.
I4. To provide "in-house" engineering for approximately 18 projects.
5. To provide technical review of an approximate 84 proposed new developments for compliance
with standards relating to water, sanitary sewer, grading, drainage and street construction.
6. To provide observation, inspections, supplemental inspections, testing, final reviews and
recommendations for acceptance into the City's infrastructure of new water, sanitary sewer,
grading, drainage and street construction.
7. To remove conflicting provisions in the Unified Development Ordinance.
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8. To provide better communication and coordination for other divisions in the planning process.
9. To revise the Occupancy Policy and develop a plan for better enforcement.
10. To provide assistance and guidance and develop agreements with associations operating
programs in park facilities to ensure quality programs are being offered.
11. To continue implementing a five year program of revitalizing the trees, drainage, and turf at
Wilson Park.
12. To purchase and install an imaging system in conjunction with the Information Technology
Division for record retention and archive information.
13. To seek grants for assistance in funding park facilities and improvements.
14. To increase circulation by 10% through continued improvements to the collection and library
visits by 5%.
15. To build the new library facility including refining and completing the design with the public,
staff, City staff, Planning Commission and City Council.
16. To build the new library facility including refining and completing the design with the public,
staff, City staff, Planning Commission and City Council.
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Public Works Department
2001 Goals (continued)
17. To build the new. library. facility including refining and completing the design with the public,
staff, City staff, Planning Commission and City Council.
18. To develop traffic signal coordination plans for major arterials in the City.
19. To produce and periodically update traffic count data for a GIS overlay and traffic count map.
20. Install two new traffic signals at Gregg (Highway 180) and Futrall/Shiloh (Highway 71 Bypass)
and at Gregg (Highway 180) and Sunbridge after approval from AHTD.
21. To complete a city wide street tree inventory and continue implementing a maintenance program
for street trees.
22. To continue the enforcement of the tree preservation ordinance in a consist manner.
23. To monitor landscape installation in accordance with City ordinances and approved development
plans.
24. To increase the number of trees planted along City streets and in various public spaces.
25. To design and landscape the Town Center Plaza.
26. To overlay 150,000 square yards of City streets.
27. To resolve 2,500 requests for service from the citizens of Fayetteville and Central Dispatch.
28. To add access ramps to sidewalks as required or needed, including access ramps required by the
Street Overlay Program.
29. To complete construction of sidewalks within two blocks of all schools.
30. 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.
31. To reduce sewer overflows to fewer than 75 and water leaks to fewer than 365.
32. To comply with the NPDES permit limitations for plant discharge 99% of the time and to
experience no enforcement actions from regulatory agencies.
33. To increase apartment recycling participation by 20%.
34. To reduce the number of personnel and vehicle accidents in the Solid Waste Division by 50%.
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Goals
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1. Oversight of the Wastewater Plant Expansion
Project.
2. Oversight of the Downtown/Dickson Enhancement
1 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.
Public Works Department
2000 Goals & Results
4. To acquire right-of-way and easements necessary to
facilitate or construct an estimated 20 CIP 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.
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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.
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11. To focus on a turf management program in City
parks including athletic fields and park turf.
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Results
1. Preliminary engineering is almost complete and
consultants are completing the cost estimates.
2. Project is
currently
under review
by AHTD and is
scheduled
for bid in
2001.
3. Goal exceeded with 12 contracts managed.
4. Easements and/or rights -of -way were acquired for
40 projects of varying size.
5. 14 projects were designed or under design by year
end.
6. There were 65 private development projects for the
year.
7. Updated the General Plan 2020.
8. Ordinance #4226 dated February 15 amended the
City Sign Ordinance and the re -roofing ordinance
has been postponed pending a study of permitting
and inspecting and the requirements of providing a
surety bond by the applicants.
9. Goal accomplished.
10. Initiated a mapping system for Walker Park
facilities. Walker Park has acted as a pilot program.
A mapping program was begun on the trail at Lake
Fayetteville. The trail mapping will give staff the
ability to superimpose the trail over park maps.
11. The turf management program has been applied to
all existing athletic fields and all of Walker Park.
Due to program implementation, Walker Park turf
has experienced a more uniformed lawn and
improved aesthetics. The turf management program
has decreased mowing time.
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Public Works Department
2000 Goals & Results (continued)
Goals
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.
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.
Results
12. Provided field maintenance for the Fayetteville
Youth Baseball, White River Baseball and all soccer
leagues. Staff continued research and developed
facility agreement drafts for all associations.
13. To provide more preventive maintenance the
maintenance programs for building, ballfield, and
mowing were expanded.
14. With the addition of this new ballpark, Parks and
Recreation was able to offer fastpitch youth softball.
This program had 31 teams registered for the
summer and fall seasons.
15. Lose & Associates Inc. was awarded the contract for
the Parks and Recreation Master Plan. The firm has
conducted the steering commission meeting and ten
public meetings, interviewed City staff and
community leaders, and developed and mailed 6,000
surveys to citizens. Completion of the master plan
is estimated mid -year 2001.
16. The Arkansas Game and Fish Commission has re-
stocked both Lake Fayetteville and Lake Sequoyah
to maintain both as prosperous fishing lakes.
17. Circulation increased from 337,600 in 1999 to a
projected 410,000 in 2000, an estimated 18%
increase.
18. Created a Young Adult Advisory Board consisting
of about 20 students from grades seven through
twelve. This board was involved in 16 programs,
projects, and events for the year.
19. Completed a pre -funding design with final design
underway, a temporary sales tax was passed in
August to finance the new building, and a S12
million capital and endowment campaign was
launched in the fall.
20. Plans have been submitted to AHTD for traffic
signal installations at the intersections of Sunbridge
and Gregg and Highway 180 and Hollywood. The
City is on hold until approval is received.
21. The data base is in process with estimated
completion to be mid -year 2001.
142
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Public Works Department
2000 Goals & Results (continued)
Goals
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.
Results
22. Goal accomplished.
23. Goal accomplished.
24. To receive the Tree City Growth Award, a total of
10 points is needed. The application has been
submitted and the City will receive six points for the
assessment report by Natural Path Forestry, Inc. and
seven points for the City's Landscape Manual
completed this year. Notification of the award will
be received in March 2001.
25. To continue development of the City Landscape 25. The manual was completed and is under review by
Manual. City staff with publication expected to begin the first
part of 2001.
26. To overlay 150,000 square yards of asphalt on City
streets.
26. 111,958 square yards of asphalt was overlaid on City
streets. Goal was not attained due to the wet spring
and an increase in asphalt cost. Work for other
divisions was substituted for the paving work
planned.
' 27. To remove and replace broken and unsafe sidewalks. 27. 1,799 linear feet of broken and unsafe and new
In-house amount of 4,000 linear feet and contracted sidewalk was performed in-house. Due to work for
amount of 30,000 linear feet. other divisions, the goal was not achieved. 21,356
linear feet of new contracted sidewalk was installed.
A state highway contract project was delayed that
included 27,196 linear feet.
28. To provide inspections for all sidewalks, driveway 28. 531 sidewalk, driveway approach or access ramp
approaches, and access ramps in the City's rights -of- inspections were completed.
' way.
29. To add access ramps to sidewalks as required or 29. 35 access ramps were either added or removed and
needed, including the ramps required by the Street replaced.
1 Overlay Program.
30. To submit plans and specifications by October, 2000 30. Plans and specifications were submitted in October.
Ito the AHTD for five trails, totaling 12,000 linear The project is expected to be let for bid in early
feet and to begin construction in early 2001. 2001 with construction to begin mid -year.
31. To construct at least 8,000 feet of new or 31. Constructed approximately 7,692 feet of water main
replacement water main and at least 4,000 feet of and 2,780 feet of sewer main. The division also
new or replacement sewer main, contracted out approximately 5,800 feet in sewer
main lining which circumvents the replacement
process.
I
143
Public Works Department
2000 Goals & Results (continued)
Goals
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%.
Results
32. Sewer overflows were 122 and water leaks were
630. Both of these numbers were higher than
projected due to the heavy rains in June and then the
drought conditions through the remaining summer
months.
33. There were no violations for the year.
34. Volume based sanitation rates were successfully
implemented for residential waste collections in
January.
35. Increased the residential landfill diversion rate to
34% and the city wide landfill diversion rate to 13%.
36. Turnover was reduced to 60%.
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
General Fund
' 6200 Public Works Director
Personnel Services $ 202,857 S 211,500 $ 211,149 S 202,349
Materials and Supplies 2,198 1,800 1,700 2,150
Services and Charges 5,334 7,092 5,714 8,228
' Maintenance 55 250 250 250
Capital 449 149 149 2,000
210,893 220,791 218,962 214,977
6220 Engineering Operations & Administration
Personnel Services 484,906 584,444 561,341 508,521
Materials and Supplies 10,621 16,200 10,930 14,100
' Services and Charges 34,447 41,609 31,500 33,170
Maintenance 1,084 2,900 2,100 3,100
Capital 9,080 22,950 22,950 1,500
540,138 668,103 628,821 560,391
6230 Right of Way Acquisition
Personnel Services 87,859 89,661 89,661 67,594
Materials and Supplies 1,344 1,900 1,400 1,900
Services and Charges 1,756 2,248 2,248 1,100
Maintenance 0 152 152 500
Capital 602 0 0 0
91,561 93,961 93,461 71,094
6240 Public Construction
Personnel Services 192,327 166,194 166,194 169,951
Materials and Supplies 63 300 300 300
Services and Charges 22,813 21,767 21,767 20,685
Maintenance 4,638 5,500 5,500 8,300
' Capital 211 500 500 500
220,052 194,261 194,261 199,736
6300 Planning
Personnel Services 330,340 282,628 278,380 302,295
Materials and Supplies 17,209 19,650 19,650 19,650
Services and Charges 75,274 71,845 70,595 62,115
' Maintenance 437 800 800 800
Capital 24,308 56,665 56,665 5,400
447,568 431,588 426,090 390,260
6400 Inspections
Personnel Services 393,696 448,246 448,246 481,175
Materials and Supplies 5,866 6,267 6,250 6,460
' Services and Charges 53,199 65,793 62,200 63,767
Maintenance 2,395 6,401 5,889 9,923
Capital 3,538 25,784 25,526 5,715
458,694 552,491 548,111 567,040
rl
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145
Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
5200 Parks Administration
Personnel Services
154,143
49,396
49,396
51,715
Materials and Supplies
4,029
6,800
6,800
8,000
Services and Charges
17,263
39,473
39,473
22,352
Maintenance
894
1,250
1,050
1,150
Capital
2,500
700
690
300
178,829
97,619
97,409
83,517
5210 Swimming Pool
Personnel Services
82,750
73,234
73,234
81,991
Materials and Supplies
17,350
13,850
13,850
13,850
Services and Charges
35,599
35,439
33,915
44,351
Maintenance
5,112
4,200
4,200
4,200
Capital
3,681
2,700
2,700
1,850
144,492
129,423
127,899
146,242
5220 Athletics & Recreational Transfers
Personnel Services
181,326
231,024
203,899
214,718
Materials and Supplies
43,391
28,263
28,263
30,590
Services and Charges
287,589
241,792
241,792
281,970
Capital
350
7,170
7,170
2,360
512,656
508,249
481,124
529,638
5240 Library
Services and Charges
561,891
617,800
617,800
642,800
561,891
617,800
617,800
642,800
5250 Lake Maintenance
Materials and Supplies
499
1,150
1,150
900
Services and Charges
57,907
57,810
57,810
58,270
Maintenance
549
1,750
1,750
1,850
Capital
596
750
750
200
59,551
61,460
61,460
61,220
5260 Park Maintenance
Personnel Services
304,171
372,175
372,175
382,450
Materials and Supplies
9,691
30,241
30,241
30,791
Services and Charges
167,237
192,513
139,414
170,378
Maintenance
46,376
77,933
77,933
86,047
Capital
8,483
13,400
13,400
18,600
535,958
686,262
633,163
688,266
5310 Traffic Engineering & Planning
Personnel Services
82,034
89,941
89,941
93,087
Materials and Supplies
524
685
410
410
Services and Charges
7,462
9,989
9,989
6,610
Maintenance
453
485
285
400
Capital
189
150
0
0
90,662
101,250
100,625
100,507
I
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
5320 Traffic Control & Parking Meter
Personnel Services 154,026 160,362 160,362 199,681
Materials and Supplies 2,546 4,525 4,525 4,545
Services and Charges 98,105 97,037 95,520 93,636
Maintenance 17,370 17,035 17,035 14,085
Capital 202 2,500 2,500 500
'' 272,249 281,459 279,942 312,447
5450 Public Lands Maintenance
Personnel Services 214,430 210,033 210,033 223,132
Materials and Supplies 1,470 12,000 12,000 12,700
Services and Charges 35,804 34,935 34,935 39,225
Maintenance 3,441 4,562 4,562 4,250
'• Capital 1,938 2,875 2,875 2,000
257,083 264,405 264,405 281,307
Total General Fund 4,582,277 4,909,122 4,773,533 4,849,442
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Personnel Services
108,392
160,610
160,610
165,941
Materials and Supplies
6,265
1,500
1,500
1,500
Services and Charges
85,826
87,239
87,239
76,406
Maintenance
2,837
5,250
5,250
6,000
Capital
3,208
5,000
5,000
5,000
206,528
259,599
259,599
254,847
4100 Operations & Administration
Personnel Services
231,567
271,928
271,928
286,187
Materials and Supplies
8,825
12,350
12,350
12,350
Services and Charges
501,639
592,425
592,425
596,002
Maintenance
9,329
11,800
11,800
10,461
Capital
7,927
5,000
5,000
5,000
759,287
893,503
893,503
910,000
4110 Right of Way Maintenance
4120 Street Maintenance
' Personnel Services 481,025
Materials and Supplies 173,733
Services and Charges 662,686
Maintenance 27,458
Capital 2,499
1,347,401
' 4130 Drainage Maintenance
Personnel Services 160,422
Materials and Supplies 25,714
Services and Charges 175,326
Maintenance 3,759
Capital 2,380
367,601
I
446,497 446,497 484,718
164,631 164,631 183,500
726,591 726,591 629,063
36,000 26,704 30,000
3,000 3,000 3,000
376,719 1,367,423 1,330,28!
192,820 192,820 198,712
53,463 53,463 50,000
159,896 159,896 153,463
4,000 4,000 5,000
4,000 4,000 4,000
414,179 414,179 411,175
' 147
Public Works Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
IQQQ ?non Mon 7001
5530 Sidewalk & Trail Maintenance
Personnel Services
142,705
210,132
198,238
241,685
Materials and Supplies
807
2,200
1,733
400
Services and Charges
94,658
92,135
92,135
81,933
Maintenance
2,303
3,749
3,749
4,149
Capital
1,600
6,891
6,891
1,200
242,073
315,107
302,746
329,367
Total Street Fund
2,922,890
3,259,107
3,237,450
3,235,670
Parks Development Fund
9250 Parks Development & Maintenance
Personnel Services
255,477
392,707
375,670
466,136
Materials and Supplies
20,902
19,709
15,325
12,182
Services and Charges
105,843
179,217
179,217
231,067
Maintenance
51,153
34,119
30,214
36,532
Capital
1,187,280
1,796,184
1,796,184
670,000
1,620,655
2,421,936
2,396,610
1,415,917
Total Parks Development Fund
1,620,655
2,421,936
2,396,610
1,415,917
hWqw iii it.]
3800 Water Purchased
Services and Charges
3,528,175
4,928,000
4,928,000
4,928,000
3,528,175
4,928,000
4,928,000
4,928,000
4000 Operations & Administration
Personnel Services
481,505
700,647
604,010
637,790
Materials and Supplies
17,311
41,873
40,100
31,100
Services and Charges
1,877,061
1,910,558
1,902,216
1,853,921
Maintenance
26,790
50,000
50,000
62,400
Capital
27,816
49,100
49,000
40,000
Depreciation
1,359
7,414
7,414
2,004
2,431,842
2,759,592
2,652,740
2,627,215
4310 Water Distribution
Personnel Services
456,531
487,932
487,016
545,991
Materials and Supplies
275,317
309,000
295,000
290,000
Services and Charges
296,754
305,833
299,888
281,614
Maintenance
12,190
20,000
11,635
18,000
Depreciation
1,105,027
1,325,969
1,325,969
1,418,304
2,145,819
2,448,734
2,419,508
2,553,909
4330 Water Storage and Pump Maintenance
Personnel Services
91,703
97,217
97,217
108,162
Materials and Supplies
3,244
12,500
7,000
12,000
Services and Charges
23,091
40,888
32,156
28,744
Maintenance
1,006
1,500
1,500
1,800
Depreciation
18,748
20,135
20,135
20,004
137,792
172,240
158,008
170,710
148
Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
4410 Sewer Main Maintenance
Personnel Services
532,720
604,914
586,868
601,266
Materials and Supplies
88,433
137,000
137,000
116,140
Services and Charges
500,584
485,456
485,456
460,232
Maintenance
9,925
12,700
12,700
15,000
Depreciation
849,756
1,021,794
1,021,794
1,016,040
1,981,418
2,261,864
2,243,818
2,208,678
5100 Waste Water Treatment Plant
Materials and Supplies
2,252
3,004
3,004
0
Services and Charges
3,794,859
3,938,254
3,929,502
4,027,114
Maintenance
130,758
38,426
38,426
1,951
Capital
0
1,500
1,500
0
Depreciation
1,405,814
1,725,332
1,725,332
1,451,424
5,333,683
5,706,516
5,697,764
5,480,489
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5600 Capital Water Mains
Materials and Supplies
Services and Charges
Capital
68 0 0 0
961 193,792 193,792 0
3,280,466 5,775,319 5,775,319 2,410,000
3,281,495 5,969,111 5,969,111 2,410,000
5610 Water & Sewer Capital
Capital 20,757 11,725 11,725 0
20,757 11,725 11,725 0
5620 Water & Sewer Connections
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
5700 Sewer Main Construction
Services and Charges
Capital
104,064
106,227
103,887
116,067
41,410
53,211
53,211
68,000
58,305
58,627
57,988
71,290
1,420
2,383
2,383
2,100
205,199
220,448
217,469
257,457
211,582
2,724,440
2,724,440
0
12,620
1,400,585
1,400,585
425,000
224,202
4,125,025
4,125,025
425,000
' 5800 Waste Water Treatment Plant Capital
Services and Charges 468 27 27 0
Maintenance 0 9,215 9,215 50,000
Capital 4,330,383 244,867 244,867 129,000
4,330,851 254,109 254,109 179,000
6800 Debt Service
Services and Charges 670,521 584,200 584,200 1,060,200
670,521 584,200 584,200 1,060,200
Total Water & Sewer Fund 24,291,754 29,441,564 29,261,477 22,300,658
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Public Works Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
Solid Waste Fund
1999
2000
2000
2001
5000 Operations & Administration
Personnel Services
167,517
360,545
298,180
432,434
Materials and Supplies
9,319
9,100
8,822
11,550
Services and Charges
426,417
532,029
489,164
479,214
Maintenance
7,643
8,600
6,565
10,650
Capital
5,148
11,900
7,107
1,150
Depreciation
10,422
15,540
10,422
15,000
626,466
937,714
820,260
949,998
5010 Commercial Collections
Personnel Services
286,772
305,987
305,987
338,734
Materials and Supplies
1,407
5,000
4,201
4,250
Services and Charges
946,531
943,668
889,186
957,098
Maintenance
21,879
34,250
24,898
25,000
Capital
37,377
75,409
74,440
32,550
Depreciation
0
66,072
66,072
14,568
1,293,966
1,430,386
1,364, 784
1,372,200
5020 Residential Collections
Personnel Services
380,602
456,826
380,161
467,247
Materials and Supplies
182,822
315,894
259,129
167,000
Services and Charges
610,254
565,383
561,400
568,392
Maintenance
26,993
33,702
18,341
26,719
Capital
362
4,150
3,980
4,150
Depreciation
0
2,100
2,100
0
1,201,033
1,378,055
1,225,111
1,233,508
5060 Recycling
Personnel Services
307,901
365,681
365,681
534,604
Materials and Supplies
13,262
47,700
47,700
57,550
Services and Charges
297,678
308,694
299,966
304,144
Maintenance
15,358
39,050
39,050
39,500
Capital
32,815
336,310
336,310
56,700
Depreciation
105,441
138,775
138,775
140,592
772,455
1,236,210
1,227,482
1,133,090
5070 Composting
Personnel Services
119,172
117,664
117,664
145,761
Materials and Supplies
587
3,050
3,050
3,250
Services and Charges
127,021
110,392
107,094
97,543
Maintenance
7,174
6,816
6,771
7,866
Capital
197
2,100
1,980
2,100
Depreciation
0
150
150
5,496
254,151
240,172
236,709
262,016
Total Solid Waste Fund
4,148,071
5,222,537
4,874,346
4,950,812
Total Public Works Department
$ 37,565,647
$ 45.254,266
$ 44,543,416
$ 36,752,499
150
' Public Works Department
Personnel Summary
1998 1999 2000 2001
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 4.00 5.00 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 2.00 2.00
Land Agent 3.00 3.00 2.75 2.75
Senior Secretary 1.00 1.00 1.00 1.00
Engineering Design Technician 0.00 0.00 1.00 1.00
Surveying Assistant 1.00 0.50 1.00 1.00
Clerk / Typist 0.00 0.50 0.50 0.50
18.00 19.00 20.25 20.25
Planning Division
'
CityPlanner 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 0.00 0.00
9.50 9.50 8.50 8.50
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 2.50 2.50
Commercial / Residential Inspector 2.00 2.00 2.00 2.00
1 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
' Clerk Typist 0.00 0.00 0.00 0.50
10.50 10.50 11.50 12.00
Parks & Recreation Division
'
Parks & Recreation Superintendent 1.00 1.00 1.00 1.00
Parks Development Coordinator 1.00 1.00 1.00 1.00
Operations Coordinator 1.00 1.00 1.00 1.00
Operations Assistant 1.00 1.00 1.00 1.00
Secretary 0.50 1.00 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
' 151
Public Works Department
Personnel Summary
1998
1999
2000
2001
Division/Title
Employees
Employees
Employees
Employees
Athletic Program Specialists
0.50
0.50
1.00
1.00
Maintenance Worker 11/Ill / IV
6.50
8.00
9.00
10.00
Parks Facility Maintenance Worker V
2.00
2.00
2.00
2.00
Park Horticulturist
1.00
1.00
1.00
1.00
Landscape Maintenance Worker
0.00
0.00
1.00
1.00
Lake Maintenance Worker
0.00
0.75
0.75
0.00
Public Works Crew Leader
1.00
0.00
0.00
0.00
Groundskeepers / Custodians (Part-time)
8.26
8.30
8.30
9.08
Concession Manager (Part-time)
0.50
0.51
0.75
0.00
Concession Workers / Cashiers (Part-time)
0.90
1.40
2.65
0.67
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
3.15
3.15
3.15
Site Supervisors (Part-time)
1.50
1.45
1.45
1.42
Soccer & Events Specialist
0.00
0.00
1.00
1.00
Tennis Instructor (Part-time)
0.00
0.00
0.00
0.08
Youth Center Positions:
Fayetteville Youth Center Director
1.00
1.00
0.00
0.00
Senior Program Coordinator
1.00
1.00
0.00
0.00
Program Instructors (Part-time)
1.00
0.00
0.00
0.00
37.26
39.01
42.00
40.35
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
2.00
Traffic Technician
2.00
2.00
2.00
2.00
PW Operations Clerk
1.00
1.00
1.00
1.00
6.00
6.00
6.00
7.00
Public Lands Maintenance Division
Landscape Administrator/Horticulturist
1.00
1.00
1.00
1.00
Maintenance Worker II
2.00
2.00
2.00
2.00
Senior Clerk Typist
0.50
1.00
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
6.50
7.00
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 III
10.00
10.00
11.00
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
2.00
2.00
2.00
2.00
Temporary Maintenance Worker II
5.00
5.00
5.00
5.00
32.00
32.00
33.00
33.00
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Public Works Department
Personnel Summary
1998 1999 2000 2001
Division/Title Employees Employees Employees Employees
Sidewalk & Trail Maintenance Division
Trailways/Sidewalks Coordinator 1.00 1.00 1.00 1.00
' Development Coordinator 0.00 0.00 0.00 1.00
Construction Crew Leader 0.00 0.00 1.00 1.00
Public Works Crew Leader 1.00 1.00 1.00 1.00
Maintenance Worker IV 2.00 2.00 1.00 1.00
I. Maintenance Worker 111 2.00 2.00 2.00 2.00
6.00 6.00 6.00 7.00
Water & Sewer Maintenance Division
Water/Sewer System Maintenance Supt. 1.00 1.00 1.00 1.00
WWTP TP Expansion Project Manager 0.00 0.00 1.00 1.00
Lead Warehouse Attendant 1.00 1.00 1.00 1.00
Crew Leader 12.00 12.00 12.00 12.00
Crew Leader - Tank / Pump 1.00 1.00 1.00 1.00
Field Service Representative 3.00 3.00 3.00 3.00
' Maintenance Worker III 10.00 11.00 11.00 11.00
Maintenance Worker IV 10.00 11.00 11.00 11.00
Sewer Maintenance Tech 11 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
' 44.00 46.00 47.00 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 Assistant 2.00 2.00 2.00 2.00
Solid Waste Representative 0.00 0.00 1.00 1.00
Operations Supervisor 1.00 1.00 1,00 1.00
' Public Works Crew Leader 3.00 3.00 3.00 4.00
Lead Worker 7.00 7.00 0.00 0.00
Sanitation Truck Driver 11.00 11.00 19.00 21.00
• Sanitation Route Worker 0.00 0.00 11.00 11.00
Tender Truck Driver 7.00 7.00 0.00 0.00
Maintenance Worker III 1.00 1.00 2.00 2.00
Maintenance Worker IV 9.00 9.00 4.00 4.00
43.00 43.00 45.00 48.00
Total Public Works Personnel 215.76 221.01 229.25 233.10
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Public Works Department
Public Works Director Division
Public Works Director Program
Fund 1010 - General
Program 6200
Program Description, Objectives, and Analysis:
This program 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
1999 7000
Estimated Budgeted
2000 2001
3.00 3.00 3.00 3.00
Program Expenditures
Personnel Services
$ 202,857 $
211,500 $
211,149 $
202,349
Materials and Supplies
2,198
1,800
1,700
2,150
Services and Charges
5,334
7,092
5,714
8,228
Maintenance
55
250
250
250
Capital
449
149
149
2,000
$ 210,893 $
220,791 $
214,977
218,962 $
1. Oversee completion of the 2001 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 2001.
3. Award engineering contracts for the Detail Plans and Specifications for the Wastewater Improvements Project.
4. Coordinate the development of the wastewater improvements plans with various regional, state, and federal
agencies.
5. Oversee the planning of Public Works projects to be included in the 2002-2006 Five -Year Capital
Improvements Project.
6. Secure Wastewater Discharge Permits for the West Side Plant and the Noland Wastewater Treatment Plant.
7. To assist in securing funding for the wastewater project.
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Public Works Department
City Engineering Division
Operations & Administration Program
Fund 1010 -General
Program 6220
Program Description. Objectives, and Analysis:
This program provides for the in-house surveying and engineering and management of contract engineering
services in connection with the Capital Improvements Program (CIP); provides oversight of construction services
in connection with water lines, sanitary sewer, streets and drainage; responds to other departmental requests for
engineering services; assists citizens; provides water and sanitary sewer tap orders; and provides administration of
the other programs of the City Engineering Division. This program also assists with the maintenance of records of
subdivisions, land use, water lines, sewer lines, and other City -related maps; Planning Commission meetings and
and reports; and technical review of all subdivisions, lot splits, smaller and large-scale developments for
compliance with the City's criteria including water, sanitary sewer, grading, streets, and drainage.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 11.50 13.50 13.50 13.50
' Program Expenditures
Personnel Services $ 484,906 S 584,444 $ 561,341 $ 508,521
Materials and Supplies 10,621 16,200 10,930 14,100
' Services and Charges 34,447 41,609 31,500 33,170
Maintenance 1,084 2,900 2,100 3,100
Capital 9,080 22,950 22,950 1,500
$ 540,138 $ 668,103 $ 628,821 S 560,391
Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
1 Demand/Workload
1. CIP Projects Assigned to Division 43 28 28 28
2. Value of CIP Projects Assigned $18,500,000 $14,100,000 $16,000,000 $15,000,000
' 3. In -House Engineered Projects 22 18 16 16
4. Management of Contracted Projects 16 10 12 12
5. In -House Studies and Reports 2 2 4 4
' Results
' I. CIP Projects to Manage 43 35 32 30
2. CIP Projects - Completed 15 18 11 18
3. CIP Projects -In Progress 28 10 22 12
4. Amount of CIP Projects Completed/
Expensed $5,600,000 $11,300,000 $9,400,000 $9,000,000
5. Amt. of CIP Projects - Obligated $11,900,000 $2,850,000 $3,000,000 $6,000,000
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Public Works Department
City Engineering Division
Right of Way Acquisition Program
Fund 1010 -General
Program 6230
Program Description, Objectives, and Analysis:
The purpose of this program is to acquire rights -of -way and easements necessary to facilitate various capital
improvements; to maintain the City's records of easements, rights -of -way, and other properties; to provide
supervision for the sale or purchase of property; and to respond to inquiries and requests from other City
divisions and the general public.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
1999 7nnn
Estimated Budgeted
2000 2001
3.00 2.75 2.75 2.75
Program Expenditures
Personnel Services
$ 87,859 $
89,661 $
89,661 $
67,594
Materials and Supplies
1,344
1,900
1,400
1,900
Services and Charges
1,756
2,248
2,248
1,100
Maintenance
0
152
152
500
Capital
602
0
0
0
$ 91,561 $
93,961 $
93,461 S
71,094
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Projects Requiring Acquisition of
Easements and Rights -of -Way 22 20 35 20
2. Management of Appraisal Service
Contracts 3 8 5 5
3. Acquisition and Disposal of
Properties 2 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 numbers, are
more accurate reflections of the work load.
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Public Works Department
City Engineering Division
Public Construction Program
Fund 1010 -General
Program 6240
Program Description, Objectives, 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 lines, 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 Budgeted
1999 2000
Estimated Budgeted
2000 2001
4.50 4.00 4.00 4.00
$ 192,327 $
166,194 $
166,194 $
169,951
63
300
300
300
22,813
21,767
21,767
20,685
4,638
5,500
5,500
8,300
211
500
500
500
$ 220,052 $
194,261 $
194,261 S
199,736
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
CityConstruction Projects
9
12
12
12
2.
Private Development -Smaller Projects
40
30
28
32
3.
Private Development Projects
30
30
25
28
4.
Residential Developments
8
6
12
12
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.
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Public Works Department
Planning Division
Planning Program
Fund 1010 - General
Program 6300
Program Description Objectives and nalysis•
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; processes all
property activity and complaints; performs field analysis; makes recommendations; and issues 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
1999
Program Staff
Full -Time Equivalent Positions 9.50
Budgeted Estimated Budgeted
2000 2000 2001
8.50 8.50 8.50
Program Expenditures
Personnel Services
$ 330,340 $
282,628 $
278,380 $
302,295
Materials and Supplies
17,209
19,650
19,650
19,650
Services and Charges
75,274
71,845
70,595
62,115
Maintenance
437
. 800
800
800
Capital
24,308
56,665
56,665
5,400
$ 447,568 $
431,588 $
426,090 $
390,260
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Public Meetings
99
100
100
100
2.
Agendas Assembled
99
50
90
90
3.
Committee Meetings
145
150
150
150
4.
Developer Consultation Meetings
85
100
90
90
5.
Public Inquiries
12,634
13,000
13,000
13,000
6.
Ordinances Revised/Updated
2
1
5
4
7.
Special Reports/Research Projects
3
5
5
5
8.
Public Outreach Programs
5
8
10
10
9.
Planning Reports/Recommendations
222
250
270
.250
Results
1.
Staff Hours per Public Hearing
70
70
70
70
2.
Staff Hours per Agenda Item
12
12
12
12
3.
Staff Hours per Committee Meeting
15
20
15
15
4.
Staff Hours per Special Report
75
80
75
75
5.
Staff Hours per Outreach Program
65
70
70
70
6.
Staff Minutes per Public Inquiry
15
15
15
15
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Public Works Department
Inspections Division
Inspections Program
Fund 1010 -General
Program Description, Objectives 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.
Actual
1999
Program Staff
Full -Time Equivalent Positions
Estimated
2000
Program Expenditures
Personnel Services
$ 393,696 $
448,246 $
448,246 $
481,175
Materials and Supplies
5,866
6,267
6,250
6,460
Services and Charges
53,199
65,793
62,200
63,767
Maintenance
2,395
6,401
5,889
9,923
Capital
3,538
25,784
25,526
5,715
$ 458,694 $
552,491 $
548,111 $
567,040
Performance Measures
Budgeted
2000
Demand/Workload
1. Building Plans Submitted
2. MEP Permits & C of O Appl.
3. Requests for Inspections
4. Building Permits Issued
5. Code Enforcement Requests
Results
1. Building Plans Reviewed
2. MEP Permits & C of O's Issued
3. Inspections Made
4. Code Enforcement Inspections
Public Works Department
Parks & Recreation Division
Administration Program
Fund 10W -General
Program 5200
Program Description, Objectives, and Analysis:
This program is responsible for planning, scheduling, monitoring, and evaluating the six Parks & Recreation
Division programs including Swimming Pool, Athletic/Recreation Transfers, Administration, Lake Maintenance,
Park Development, and Parks Maintenance in the most efficient and cost-effective manner 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; 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
1999 2.000
Estimated Budgeted
2000 2001
Program Staff
Full -Time Equivalent Positions 4.00 1.30 1.30 1.30
Program Expenditures
Personnel Services
$ 154,143 $
49,396 S
49,396 $
51,715
Materials and Supplies
4,029
6,800
6,800
8,000
Services and Charges
17,263
39,473
39,473
22,352
Maintenance
894
1,250
1,050
1,150
Capital
2,500
700
690
300
$ 178,829 $
97,619 $
97,409 S
83,517
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Programs Supervised
6
6
6
6
2. Total Budget Managed
$3,052,141
$3,904,949
$3,797,665
$2,924,800
3. Safe, Clean Parks
53
54
54
54
4. PRAB Meetings
24
22
24
24
5. Park Reservations
262
275
275
300
6. Capital Projects Scheduled
12
16
11
10
Results
1. Capital Projects Completed
14
14
13
9
2. Groups Adopting Parks
24
24
24
24
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Public Works Department
Parks & Recreation Division
Swimming Pool Program
Fund 1010 -General
Program 5210
Program Description. Objectives. and Analysis:
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 recreation 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.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
5.10 5.10 5.10 4.77
' Program Expenditures
Personnel Services $ 82,750 $ 73,234 $ 73,234 S 81,991
Materials and Supplies 17,350 13,850 13,850 13,850
' Services and Charges 35,599 35,439 33,915 44,351
Maintenance 5,112 4,200 4,200 4,200
Capital 3,681 2,700 2,700 1,850
$ 144,492 $ 129,423 $ 127,899 $ 146,242
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Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Days of Swimming
97
100
100
100
2.
Hours Open to Public
843
840
800
800
3.
Staff Hours to Operate Pool
11,027
9,800
11,000
11,050
4.
Swimming Lessons Enrollment
520
500
500
500
5.
Highest Daily Attendance
663
600
600
600
6.
Total Attendance
26,220
29,000
23,500
24,000
7.
Average Daily Attendance
270
275
260
260
Results
1.
Cost/HourofOperation
$171.40
$154.07
£159.87
£182.80
2.
Cost/Participant
£5.51
$4.46
$5.44
$6.09
3.
Revenues Produced
$55,159
$55,000
$39,501
£37,000
4.
Cost/Participant After Revenues
$3.41
$2.57
$3.76
£4.55
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Public Works Department
Parks & Recreation Division
Athletic/Recreation Transfers Program
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Program 5220
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 Fayetteville Boys & Girls Club 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. This
program offers girls competitive slowpitch and fastpitch leagues, adult slowpitch for men, women, and co-rec
during the spring and fall; hosts and/or rents for tournaments; adult flag football; youth and adult soccer leagues;
tennis lessons; and in conjunction with the Fayetteville Boys & Girls Club (FBGC) offers the girls slowpitch
recreation program. A new recreational soccer program was started in the fall of 2000, adding one full time
position to staff.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
1999 2000
5.85 6.65
Estimated Budgeted
2000 2001
6.65 .3.90
Program Expenditures
Personnel Services
$ 181,326 $
231,024 $
203,899 $
214,718
Materials and Supplies
43,391
28,263
28,263
30,590
Services and Charges
287,589
241,792
241,792
281,970
Capital
350
7,170
7,170
2,360
$ 512,656 $
508,249 $
481,124 $
529,638
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Teams/Participants Soccer
0
0
55 / 700
65 / 800
2.
Teams/Participants Adult Softball
230/3,910
230/4,600
220 / 4,400
230 / 4,600
3.
Teams/Participants Girls Softball
34 / 450
60/840
59 / 767
70 / 910
4.
FBGC Youth Memberships
2,583
3,500
3,200
2,800
5.
FBGC Adult/Family Memberships
733
500
700
800
6.
FBGC Attendance
275,000
300,000
300,000
315,000
7.
Adult Ctr Memberships/Attendance
331 /45,000
500 / 47,000
500 / 50,000
800 / 53,000
8.
Elderly Nutrition Sites
10
10
10
10
9.
# of Concession Stands Operated
4
4
4
4
Results
I.
FBGC Cost per Visit
$0.75
$0.61
$0.62
$0.59
2.
Adult Center Cost per Visit
$0.69
$0.75
$0.62
$0.58
3.
Elderly Meals Served
156,000
219,450
156,000
156,000
4.
Concession Revenues
$45,651
$80,000
$14,000
$14,000
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Public Works Department
Parks & Recreation Division
Library Program
Fund 1010 -General
Program 5240
Program Description. Objectives, ands
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 ($642,800) 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 (1) matching the library's services and programs with the basic expectations of
Fayetteville citizens for public library services and (2) continuing to refine work processes and infrastructure
support. Key elements needed to deliver cost effective, responsive information services include one-half of a
network systems administrator to make one full-time staff position and an internet connection.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 26.60 32.00 27.50 30.50
Program Expenditures
Services and Charges S 561,891 $ 617,800 $ 617,800 $ 642,800
$ 561,891 $ 617,800 $ 617,800 $ 642,800
Performance Measures
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
1. Population (Fayetteville only) 55,523 56,600 56,600 58,000
2. Annual Patron Visitations 366,000 377,000 400,000 420,000
3. Annual Program Attendance 19,000 21,000 28,000 28,000
4. Annual Circulation 338,000 350,000 400,000 440,000
5. Annual Reference Transactions 50,000 50,000 59,000 60,000
6. Collection Size - without periodicals 110,000 109,000 126,000 140,000
7. Annual Materials Added 15,000 13,000 16,000 18,000
' Results
1. Holdings per Capita (Fay only) 1.98 1.93 2.23 2.41
'
2. FTE Service Staff 26.60 32.00 27.50 30.50
3. Daily Circulation 958 992 1,133 1,246
4. Annual Volunteer Hours 9,500 9,600 9,700 9,800
5. Annual Library Cards Issued 6,170 7,700 6,100 6,100
6. Collection Turnover 3.07 3.40 3.17 3.14
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Public Works Department
Parks & Recreation Division
Lake Maintenance Program
Fund 1010 -General
Program 5250
Program Description. 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/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.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
1999 2000
Estimated
2001)
Budgeted
2001
0.75 0.75 0.75 0.00
Program Expenditures
Materials and Supplies
499
1,150
1,150
900
Services and Charges
57,907
57,810
57,810
58,270
Maintenance
549
1,750
1,750
1,850
Capital
596
750
750
200
$ 59,551 $
61,460 $
61,460 $
61,220
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Daily Fishing Permits Lake Fay
4,935
5,600
4,900
5,000
2.
Daily Fishing Permits Lake Seq
4,252
6,100
4,200
4,400
3.
Season Fishing Permits Lake Fay
297
400
300
300
4.
Season Fishing Permits Lake Seq
274
400
275
300
5.
Boat Stalls Rented Lake Fay
44
58
45
45
6.
Boat Stalls Rented Lake Seq
74
65
70
70
Results
1.
Lake Fayetteville Income
$28,897
$37,000
$29,000
$30,350
2.
Lake Sequoyah Income
$22,549
$26,500
$22,500
$25,000
3.
Lake Fayetteville Total Permits
5,232
6,000
5,200
5,300
4.
Lake Sequoyah Total Permits .
4,526
6,500
4,475
4,700
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Public Works Department
Parks & Recreation Division
Parks Maintenance Program
Fund 1010 -General
Program 5260
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, facility construction,
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, Fayetteville Youth Baseball Association, White River Baseball, American Legion,
Fayetteville Soccer Association, park volunteer program, public service program, Youth Bridge, JTPA, service
and civic clubs, Boy/Girl Scouts, BMX, Ultimate Frisbee, Northwest Arkansas Horseshoe Pitching Club, Ozark
Flyers - Model Airplane Club, and Sororities/Fratemities.
The program maintains, repairs, and renovates all athletic fields within the City to ensure safe and high quality
facilities that meets 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. In the fall of 2000, Parks began administering
the recreational soccer program.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Actual Budgeted
1999 2000
11.21 17.85
Estimated
2000
17.85
$ 304,171 $ 372,175 $ 372,175
9,691 30,241 30,241
167,237 192,513 139,414
46,376 77,933 77,933
8,483 13,400 13,400
$ 535,958 $ 686,262 $ 633,163 $
Budgeted
2001
382,450
30,791
170,378
86,047
18,600
' Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Demand/Workload
I. Park Sites/Acreage Maintained 53 / 3,280 54 / 3,254 54 / 3,285 54 / 3,293
2. Restrooms Maintained 12 14 12 12
3. Tennis Courts/Soccer Fields 8 / 25 8 / 11 8 / 24 8/24
4. Softball/Bambino Baseball Fields 6 / 8 10 / 8 10 / 8 10/8
5. Babe Ruth/American Legion 2/1 2/1 2/1 2/1
Results
1. Acres Mowed per Year 3,286 3,500 4,000 4,000
2. Litter & Restroom Hours per Year 3,806 4,200 3,800 4,000
3. Playground & Gen. Maint. Hrs./Year 12,784 10,500 12,500 13,000
4. Ballfield Maintenance Hours per Year 4,869 7,500 4,800 5,000
' 165
Public Works Department
Traffic Division
Engineering & Planning Program
Fund 1010- General
Program 5310
Program Description Objectives,andAnalysis:
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 division in a manner consistent with the stated goals
of the Mayor and the Public Works Director. The duties of this program include supervising six employees,
managing two programs, and administering operations and capital projects to ensure traffic management systems
are maintained and upgraded. The 2001 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 2001, staff will coordinate 60 traffic signals with the traffic signal system and collect traffic count data to produce
traffic count map.
Actual Budgeted
1999 2000
Estimated Budgeted
2000 2001
Program Staff
Full -Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures
Personnel Services
$ 82,034 $
89,941 $
89,941 $
93,087
Materials and Supplies
524
685
410
410
Services and Charges
7,462
9,989
9,989
6,610
Maintenance
453
485
285
400
Capital
189
150
0
0
$ 90,662 $
101,250 $
100,625 S
100,507
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Employees Supervised
5
5
5
5
2. Programs Managed
2
2
2
2
3. Citizen Requests Received
1,070
900
1,200
1,200
4. Traffic Studies
45
50
50
50
Results
1.
Training Sessions
4
4
4
4
2.
Citizen Requests Answered
1,007 .
850
1,200
1,200
3.
Traffic Studies Completed
45
50
50
50
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Public Works Department
Traffic Division
Traffic Control & Maintenance Program
Fund 1010 -Genera!
Program 5320
Program Description. Objectives, 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.
The 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 programming and maintenance of
the 60 -Intersection Closed -Loop Signal System.
Actual Budgeted
1999 2000
Estimated Budgeted
2000 2001
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Program Staff
Full -Time Equivalent Positions 4.00 4.00 4.00 5.00
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Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Demand/Workload
1. Signs 6,000 6,300 6,300 6,500
2. Traffic Signals 62 64 66 68
' 3. Contracted Miles of Striping 30 25 25 25
4. Street Markers to Upgrade 200 100 100 100
Results
'
1. Sign Repairs 2,409 3,000 3,000 3,100
2. Signal Repairs 164 200 230 250
' 3. Striping Contracted (Miles) 30 25 20 20
4. Work Orders Issued 1,190 1,500 1,300 1,500
5. Street Markers Upgraded 390 100 120 100
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
$ 154,026 $
160,362 $
160,362 $
199,681
2,546
4,525
4,525
4,545
98,105
97,037
95,520
93,636
17,370
17,035
17,035
14,085
202
2,500
2,500
500
$ 272,249 $
281,459 $
279,942 $
312,447
' 167
Public Works Department
Public Lands Maintenance Division
Forestry & Square Garden Program
Fund 1010 -General
Program 5450
Program Description Objectives, andAnalysis:
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, tree lined street rights -of -way, and parking lots. Maintenance and
landscaping of the City Square and Mt. Sequoyah gardens and greenhouse are 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.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 7.00 7.00 7.00 7.00
Program Expenditures
Personnel Services
$ 214,430 $
210,033 $
210,033 S
223,132
Materials and Supplies
1,470
12,000
12,000
12,700
Services and Charges
35,804
34,935
34,935
39,225
Maintenance
3,441
4,562
4,562
4,250
Capital
1,938
2,875
2,875
2,000
$ 257,083 $
264,405 $
264,405 $
281,307
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Landscape Areas to Maintain
21
24
25
27
2. Parking Lots to Clean
13
13
13
13
3. Urban Forestry Grants Awarded
2
3
2
4
4. Capital Improvement Projects
4
4
4
4
5. Ordinance Administration (% Time)
80%
60%
80%
80%
6. Street Trees Planted
122
250
150
250
Results
1. Landscape Areas Maintained
21
24
25
27
2. Parking Lots Cleaned
13
13
13
13
3. Grants Maintained
2
3
3
4
4. Capital Projects Completed
4
4
4
4
168
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Public Works Department
Street Division
Operations & Administration Program
Fund 2100 - Street
Program 4100
Program Description, Objectives. and Analysis:
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 tax revenue.
The Street Division also receives, inspects, schedules, and completes approximately 2,500 requests for service
from citizens and Central Dispatch annually.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 4.00 4.00 4.00 4.00
Program Expenditures
' Personnel Services $ 231,567 $ 271,928 $ 271,928 S 286,187
Materials and Supplies 8,825 12,350 12,350 12,350
Services and Charges 501,639 592,425 592,425 596,002
' Maintenance 9,329 11,800 11,800 10,461
Capital 7,927 5,000 5,000 5,000
$ 759,287 S 893,503 $ 893,503 $ 910,000
Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Demand/Workload
1. CIP Projects to Manage 1 1 1 1
2. Programs to Manage 4 4 4 4
3. Service Requests Received 2,500 2,500 2,500 2,500
(Includes Emergency Calls)
' Results
1. Value of CIP Projects to Manage $865,623 $893,000 $893,000 $947,000
2. Programs Managed 4 4 4 4
3. Service Requests Resolved 2,234 2,500 2,500 2,500
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Public Works Department
Street Division
Rights -of -Way Maintenance Program
Fund 2100- Street
Program 4110
Program Description, Objectives 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 clean-up 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, citizens of Fayetteville need to assist in maintaining street rights -of -way adjoining their property
as required by ordinance.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
5.00 6.00 6.00 6.00
Program Expenditures
Personnel Services S
108,392
$ 160,610 $
160,610 $
165,941
Materials and Supplies
6,265
1,500
1,500
1,500
Services and Charges
85,826
87,239
87,239
76,406
Maintenance
2,837
5,250
5,250
6,000
Capital
3,208
5,000
5,000
5,000
$
206,528
$ 259,599 $
259,599 $
254,847
Performance
Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Lane Miles of Rights -of -Way
1,960
1,960
1,960
1,960
(425 Miles Total)
2. Hand Trimming (Hours)
2,500
2,500
2,500
2,500
3. R.O.W. Cleaning (Hours)
1,000
1,000
1,000
1,000
4. Tree/Limb Removal (Hours)
1,500
1,500
1,500
1,500
Results
1. Lane Miles Mowed
1,126
1,960
1,960
1,960
2. Labor Hours Trimming
2,153
2,500
2,500
2,500
3. Labor Hours Cleaning
785
1,000
1,000
1,000
4. Labor Hours Tree/Limb Removal
1,982
1,500
1,500
1,500
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Public Works Department
Street Division
Street Maintenance Program
Fund 2100- Street
Program 4120
Program Description Objectives, ives and Analysis:
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.
The program provides manpower and equipment to maintain all concrete, asphalt, chip seal, and gravel 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
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 18.00 17.00 17.00 17.00
Program Expenditures
' Personnel Services $ 481,025 $ 446,497 $ 446,497 $ 484,718
Materials and Supplies 173,733 164,631 164,631 183,500
Services and Charges 662,686 726,591 726,591 629,063
' Maintenance 27,458 36,000 26,704 30,000
Capital 2,499 3,000 3,000 3,000
$ 1.347,401 $ 1,376,719 $ 1,367,423 $ 1,330,281
Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Demand/Workload
1. Asphalt in Pot Holes (Tons) 300 300 300 300
2. Streets to Overlay (Square Yards) 150,000 150,000 150,000 150,000
3. Street Section Evaluations 2,700 2,700 2,700 25
4. Street Sweeping (Lane Miles) 2,904 2,904 2,904 2,904
5. Work for Other Depts. (Hours) 4,000 4,000 4,000 4,000
' Results
Ii. Asphalt in Pot Holes (Tons) 313 300 300 300
2. Streets Overlaid (Square Yards) 133,404 150,000 150,000 150,000
3. Street Sections Evaluated 0 2,700 2,700 25
4. Streets Swept (Lane Miles) 1,692 2,904 2,904 2,904
5. Worked for Other Depts. (Hours) 4,718 4,000 4,750 4,000
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Public Works Department
Street Division
Drainage Maintenance Program
Fund 2100- Street
Program 4130
Program Description, 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.
The 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 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
Proeram Expenditures
Personnel Services
$ 160,422 S
192,820 $
192,820 $
198,712
Materials and Supplies
25,714
53,463
53,463
50,000
Services and Charges
175,326
159,896
159,896
153,463
Maintenance
3,759
4,000
4,000
5,000
Capital
2,380
4,000
4,000
4,000
$ 367.601 $
414,179 $
414.179 $
411,175
Actual Budgeted Estimated Budgeted
1.999 2000 2000 2001
5.00 6.00 6.00 6.00
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Drain Cleaning (Each)
1,000
1,000
1,000
1,000
2.
Wash Drain Tiles (Feet)
3,000
3,000
3,000
3,000
3.
Ditch Cleaning (Feet)
50,000
50,000
50,000
50,000
4.
Install French Drain (Feet)
2,000
2,000
2,000
2,000
5.
Install Drain Tile (Feet)
1,000
1,000
1,000
1,000
6.
Bridge Cleaning/Maint. (Each)
109
109
109
109
Results
1.
Drains Cleaned
707
1,000
1,000
. 1,000
2.
Drain Tiles Washed (Feet)
1,676
3,000
3,000
3,000
3.
Ditches Cleaned (Feet)
44,432
50,000
55,000
50,000
4.
French Drain Installed (Feet)
7,990
2,000
2,000
2,000
5.
Drain Tile Installed (Feet)
871
1,000
1,000
1,000
6.
Bridges Cleaned/Maintained
28
109
109
109
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Actual Budgeted Estimated Budgeted
' 1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 6.00 6.00 6.00 7.00
Program Expenditures
' Personnel Services $ 142,705 $ 210,132 $ 198,238 $ 241,685
Materials and Supplies 807 2,200 1,733 400
Services and Charges 94,658 92,135 92,135 81,933
' Maintenance 2,303 3,749 3,749 4,149
Capital 1,600 6,891 6,891 1,200
$ 242,073 S 315,107 $ 302,746 $ 329.367
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Performance Measures
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
' Demand/Workload
1. Sidewalk Replaced/Repaired/
Constructed (Linear Feet) 2,500 2,500 2,500 2,500
' 2. Labor Hours Available 8,640 9,800 9,800 9,800
3. Repairs for ADA Compliance 45 50 50 50
4. Inspections in CityROW 486 350 350 531
Results
1. Sidewalk Repaired/Replaced (LF) 3,788 2,000 961 2,000
' 2. New Sidewalk Constructed (LF) 230 500 838 500
3. Access Ramps Repaired/Replaced 4 5 5 5
4. Access Ramps Constructed 27 25 35 25
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Public Works Department
Public Lands Maintenance Division
Sidewalk & Trail Maintenance Program
Fund 2100- Street
Program 5530
Program Description Objectives,andAnalysis:
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 inspections of new sidewalk construction,
removal and replacement of damaged or deteriorated sidewalk and trail sections, sidewalk installation, 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 the Sales Tax Capital Improvement Fund.
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Public Works Department
Parks & Recreation Division
Parks Development & Maintenance Program
Fund 2250 - Parks Development Program 9250
Program Description Objectives,and Analysis:
This program plans, schedules, budgets, and executes the expenditure of a 1% Hotel, Motel, & Restaurant (HMR)
tax. The 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 summer concert series.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Full -Time Equivalent Positions
12.10
10.35
10.35
12.30
Program Expenditures
Personnel Services
$ 255,477 $
392,707 $
375,670 $
466,136
Materials and Supplies
20,902
19,709
15,325
12,182
Services and Charges
105,843
179,217
179,217
231,067
Maintenance
51,153
34,119
30,214
36,532
Capital
1,187,280
1,796,184
1,796,184
670,000
$ 1,620,655 $
2,421,936 $
2,396,610 $
1,415,917
Performance
Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1.
Park Sites/Acreage
53 / 3,280
54/3,254
54 / 3,285
54/3,293
2.
Restrooms Maintained
12
14
12
12
3.
Tennis Courts/Soccer Fields
8 / 25
8 / 11
8/24
8 / 24
4.
Softball/Bambino Baseball Fields
6 / 8
10 / 8
10 / 8
10 / 8
5.
Babe Ruth/American Legion
2/1
2/1
2/1
2/ 1
6.
Summer Concerts/Attendance
8 / 19,040
8 / 21,000
8 / 22,000
8/25,000
7.
Park Land Ord. Planning Meetings
70
70
70
73
Results
1.
Acres Mowed/Year
3,286
3,500
4,000
4,000
2.
Litter & Restroom His/Year
3,806
4,200
3,800
4,000
3.
Playground & Gen Maint Hrs/Year
12,784
10,500
12,500
13,000
4.
Ballfield Maintenance Hrs/Year
4,869
7,500
4,800
5,000
5.
Park Land Ordinance Revenues
$213,780
$100,000
$80,000
$100,000
6.
Park Land Ord. Acreage Deeded
2.25
5.00
5.00
5.00
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Public Works Department
Water & Sewer Maintenance Division
Water Purchased Program
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Fund 5400 - Water & Sewer
Program 3800
Program Description. Objectives,andAnalysis:
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
Program Expenditures
Services and Charges
Demand/Workload
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
0.00 0.00 0.00 0.00
$
3,528,175
$
4,928,000
S
4,928,000
$
4,928,000
$
3,528,175
$
4,928,000
$
4,928,000
$
4,928,000
Performance Measures
1.
Water Purchased (million gallons)
4,695.00
2.
Avg Daily Consumption (million gals)
12.86
3.
Daily Pumping Capacity (million gals)
25.00
30
20
10
61
5,119.00
4,772.00
5,119.00
14.02
13.07
14.02
25.00
25.00
25.00
Daily Pumping Cap/Avg Daily Consumption
(Million Gallons)
Actual 1999 Budoeted 2000 Estimated 2000 Budgeted 2001
- Daily Pumping Capacity C Avg Daily Consumption
175
Public Works Department
Water & Sewer Maintenance Division
Operations & Administration Program
Fund 5400 - Water & Sewer
Program 4000
Program Description Objectives. and Analysis:
This program manages the operations, maintenance, safety, and training of the Water & 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 480 miles of water mains, 1,880 fire hydrants, 4,500 valves, 14 storage tanks, three lake
dams, and eight pump stations with 19 pumps, providing water to over 70,000 persons with over 30,000 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 440 miles of sewer mains and 7,500 manholes and serves over 64,000 persons
with over 25,700 connections.
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Program Staff
Full -Time Equivalent Positions
10.00
11.00
11.00
11.00
Program Expenditures
Personnel Services
$ 481,505 $
700,647 $
604,010 $
637,790
Materials and Supplies
17,311
41,873
40,100
31,100
Services and Charges
1,877,061
1,910,558
1,902,216
1,853,921
Maintenance
26,790
50,000
50,000
62,400
Capital
27,816
49,100
49,000
40,000
Depreciation
1,359
7,414
7,414
2,004
S 2,431,842 $
2,759,592 $
2,652,740 $
2,627,215
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Number of Employees
46
46
46
46
2. Number of Equipment Units
56
56
56
56
Results
1. Admin. Cost per Customer *
$45.33
$50.51
$46.50
$43.42
2. Water O&M Cost per Customer *
$39.75
$43.21
$41.01
$42.37
3. Sewer O&M Cost per Customer *
$46.25
$49.40
$46.57
$47.60
* Excluding Capital and Depreciation
176
' Public Works Department
Water & Sewer Maintenance Division
Water Distribution Maintenance Program
Fund 5400 - Water & Sewer Program 4310
Program Description, Objectives, and Analysis:
This program maintains the water distribution system to supply potable water (which is safe and desirable to drink)
to over 70,000 users through over 30,000 accounts, with minimum interruptions and maintains the dams at lakes
Fayetteville, Sequoyah, and Wilson.
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.
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The water distribution system is made up of 480 miles of water main, 1,880 fire hydrants, 4,500 water valves, and 26
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 and provides wholesale service to the cities of Elkins
and West Fork, the Mount Olive Rural Water System, and the Washington Water Authority.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Depreciation
Demand/Workload
1. Miles of Water Mains
2. Number of Valves
3. Number of Fire Hydrants
4. Number of Service Accounts
Results
1. Water Leaks Repaired
2. Water Line Constructed (Feet)
3. Fire Hydrants Repaired/Installed
Actual Budgeted
1999 2000
Estimated Budgeted
2000 2001
13.35 13.35 13.35 13.35
$ 456,531 $
487,932 $
487,016 $
545,991
275,317
309,000
295,000
290,000
296,754
305,833
299,888
281,614
12,190
20,000
11,635
18,000
1,105,027
1,325,969
1,325,969
1,418,304
$ 2,145,819 $
2,448,734 $
2,419,508 S
2,553,909
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
475
480
480
485
4,500
4,500
4,500
4,550
1,840
1,880
1,880
1,900
29,294
29,386
30,278
31,380
645
400
600
400
7,222
8,000
8,500
8,000
164
80
115
100
1 177
Public Works Department
Water & Sewer Maintenance Division
Water Storage & Pump Maintenance Program
Fund 5400 - Water & Sewer
Program Description, Objectives andAnalysis:
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. Pumps are required to fill tanks
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.
Program 4330
Program Staff
Full -Time Equivalent Positions
Proaram Expenditures
Personnel Services
$ 91,703 $
97,217 $
97,217 $
108,162
Materials and Supplies
3,244
12,500
7,000
12,000
Services and Charges
23,091
40,888
32,156
28,744
Maintenance
1,006
1,500
1,500
1,800
Depreciation
18,748
20,135
20,135
20,004
$ 137,792 $
172,240 S
158,008 $
170,710
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
2.00 2.00 2.00 2.00
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Number of Water Tanks
14
14
14
14
2. Number of Pump Stations/Wells
10
8
8
8
3. Number of Water Pumps
21
19
19
19
4. Number of Lake Dams
3
3
3
3
5. Total Storage (Million Gallons)
29
29
29
29
Results
1. Water Tanks (Maintenance Hrs)
326
200
250
250
2. Water -Pump Station Repairs
65
50
50
50
3. Water Pumped (Average MGD)
12.9
13.0
13.0
13.0
4. Water Samples Taken
1,005
1,000
900
1,000
178
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Public Works Department
Water & Sewer Maintenance Division
Sewer Main Maintenance Program
Fund 5400 - Water & Sewer
Program 4410
Program Description, Objectives, ives andAnalysis:
This program maintains and rehabilitates 440 miles of sewer main and 7,500 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, and a portion
of the growth area and provides wholesale service to the City of Elkins with service to over 64,000 persons
through 25,700 connections.
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 17.35 17.35 17.35 17.35
' Program Expenditures
Personnel Services $ 532,720 $ 604,914 $ 586,868 $ 601,266
Materials and Supplies 88,433 137,000 137,000 116,140
' Services and Charges 500,584 485,456 485,456 460,232
Maintenance 9,925 12,700 12,700 15,000
Depreciation 849,756 1,021,794 1,021,794 1,016,040
$ 1.981,418 $ 2,261,864 $ 2,243,818 $ 2,208,678
Performance Measures
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
Ii. Miles of Sewer Main 435 440 440 450
2. Number of Manholes 7,450 7,500 7,500 7,600
3. Number of Service Accounts 24,466 25,104 25,762 27,058
' Results
I. Sewer Line TV Inspected (Feet) 49,596 48,000 35,000 48,000
' 2. Sewer Lines Cleaned (Feet) 762,648 825,000 850,000 850,000
3. Sewer Line RepllSliplined (Feet) 2,525 4,000 4,000 4,000
4. Sewer Line Point Repairs 139 90 140 90
5. Manholes Repaired/Constructed 170 100 120 100
6. Sewer Overflows 138 75 145 75
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Public Works Department
Wastewater Treatment Division
Pollution Control Plant Program
Fund 5400 - Water & Sewer Program 5100
Program 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.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
1999 2000
Estimated
'nnn
Budgeted
2001
0.00 0.00 0.00 0.00
Program Expenditures
Materials & Supplies
$ 2,252 $
3,004 $
3,004 $
0
Services and Charges
3,794,859
3,938,254
3,929,502
4,027,114
Maintenance
130,758
38,426
38,426
1,951
Capital
0
1,500
1,500
0
Depreciation
1,405,814
1,725,332
1,725,332
1,451,424
$ 5,333,683 S5,706.516
$
5,697,764 $
5,480,489
14
12
10
8
6
4
2
0
Average Daily Influent
(Million Gallons)
1995 1996 1997 1998 - 1999 2000 2001
1 = Average Daily Influent
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Public Works Department
Water & Sewer Maintenance Division
Capital Water Mains Program
Fund 5400 - Water & Sewer
Program 5600
Program Description, Objectives, andAnalysis:
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
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and
were moved
forward into 2000. Water system
improvements for 2001 are listed below.
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1999
Program Staff
Full -Time Equivalent Positions 0.00
Budgeted Estimated
2000 2000
Budgeted
9nnl
0.00 0.00 0.00
Program Expenditures
' Materials and Supplies $ 68 $ 0 $ 0 $ 0
Services and Charges 961 193,792 193,792 0
Capital 3,280,466 5,775,319 5,775,319 2,410,000
$ 3,281,495 $ 5,969,111 $ 5,969,111 $ 2,410,000
' 2001 Capital Improvements Program Projects
Highway 62 West - Water Line Replacements $ 825,000
36" Water Line Replacement and Protection 550,000
East Ridgeway - Water Line Extension 300,000
Hinkle Mobile Home Park - Water Line Replacement 180,000
Mount Sequoyah Water/Sewer System Upgrade 405,000
Water & Sewer Cost Sharing 150,000
$ 2,410,000
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Public Works Department
Water & Sewer Maintenance Division.
Capital Expenditures Program
Fund 5400 - Water & Sewer
Program Description Objectives, ives 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.
Program 5610
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Capital $ 20,757 $ 11,725 $ 11,725 $ 0
$ 20,757 $ 11,725 $ 11,725 $ 0
182
Public Works Department
Water & Sewer Maintenance Division
Water & Sewer Connections Program
Fund 5400 - Water & Sewer Program 5620
Program Description. 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.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 3.30 3.30 3.30 3.30
Program Expenditures
Personnel Services
$ 104,064 $
106,227 $
103,887 $
116,067
Materials and Supplies
41,410
53,211
53,211
68,000
Services and Charges
58,305
58,627
57,988
71,290
Maintenance
1,420
2,383
2,383
2,100
$ 205,199 $
220,448 $
217,469 S
257,457
Results
1. New Water Connections Made
2. New Sewer Connections Made
Performance Measures
Actual Budgeted Estimated
1999 2000 2000
175 180 190
120 140 138
Budgeted
2001
180
140
183
Public Works Department
Water & Sewer Maintenance Division
Sewer Mains Construction Program
Fund 5400 - Water & Sewer
Program 5700
Program Description Objectives andAnalysis:
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 2001 are funded from the Water & Sewer Fund in the amount of $275,000 and from the Sales Tax Capital
Improvement Fund in the amount of $1,094,000.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 211,582 $ 2,724,440 S 2,724,440 $ 0
Capital 12,620 1,400,585 1,400,585 425,000
$ 224,202 $ 4,125,025 $ 4,125,025 $ 425,000
Sanitary Sewer Rehabilitation $ 275,000
S.C.A.D.A. System Upgrade 150,000
$ 425,000
Public Works Department
Wastewater Treatment Division
Wastewater Treatment Plant Capital Program
Fund 5400 - Water & Sewer Program 5800
Program Descritp ion, Objectives and Anal
This program captures the costs associated with upgrading fixed assets for the Wastewater Treatment Plant.
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Program Staff
Full -Time Equivalent Positions
Program Expenditures
Services and Charges
Maintenance
Capital
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Actual Budgeted
1999 2000
Estimated Budgeted
2000 2001
0.00 0.00 0.00 0.00
$ 468 $
27 S
27 S
0
0
9,215
9,215
50,000
4,330,383
244,867
244,867
129,000
$ 4330.851 $
254,109 $
254,109 $
179,000
Plant Pumps and Equipment $ 101,000
Safety Equipment Improvements 6,000
Testing Equipment 9,000
Computer System Upgrade/Maintenance 8,000
Upgrade/Replace Lift Stations 50,000
S.M.S. Access Road Improvements 5,000
$ 179,000
' 185
Public Works Department
Water & Sewer Maintenance Division
Debt Service Program
Fund 5400 - Water & Sewer Program 6800
Program Descriptions Objectives, ivesandAnalysis: I:
This program captures the costs associated with outstanding Water & Sewer Fund debt issues. The costs do not
address principal payments owed. The increase in debt service cost for 2001 is attributed to the $10 million
variable rate demand bond revenue bond issue approved in 2000.
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Debt Service $ 670,521 $ 584,200 $ 584,200 $ 1,060,200
$ 670,521 $ 584,200 $ 584,200 $ 1,060,200
Results
1. Principal Debt Outstanding at
Year End $ 12,200,000 $ 11,400,000 $ 21,400,000 $ 20,565,000
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Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Program Staff
Full -Time Equivalent Positions 5.00 6.00 6.00 6.00
1
Program Expenditures
' Personnel Services $ 167,517 $ 360,545 $ 298,180 $ 432,434
Materials and Supplies 9,319 9,100 8,822 11,550
Services and Charges 426,417 532,029 489,164 479,214
' Maintenance 7,643 8,600 6,565 10,650
Capital 5,148 11,900 7,107 1,150
Depreciation 10,422 15,540 10,422 15,000
$ .626,466 $ 937,714 $ 820,260 $ 949,998
Performance Measures
' Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
Demand/Workload
1. Programs Administered 5 5 5 5
2. Employees Supervised 43 43 45 45
3. Investigate/Resolve Citizen
Complaints and/or Requests 623 650 640 650
Results
1. % Complaints/Requests Resolved 100 100 100 100
2. % Program Objectives Met 97 95 95 95
3. New Programs Instituted 1 1 1 0
Public Works Department
Solid Waste Division
Operations & Administration Program
Fund 5500 - Solid Waste
Program 5000
Program Description. Objectives and Analysis;
This program is responsible for the management of the Solid Waste Division. The division includes 48 employees
and a fleet of 36 units. The Environmental Affairs Administrator's responsibilities include 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, answering telephones, assisting customers, and assisting the Environmental Affairs Administrator,
Operations Supervisor, and Waste Reduction Coordinator.
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Public Works Department
Solid Waste Division
Commercial Collections Program
Fund 5500 - Solid Waste
Program 5010
Program Description Objectives andAnalysis:
This program provides collection services to approximately 2,250 commercial accounts each year. The
commercial sector produces approximately 23,350 tons of waste each year which accounts for 68% of the City's
total waste stream. The program provides collection of both commercial cart and solid waste container accounts
and also provides additional collections 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.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
$ 286,772 $
305,987 $
305,987 $
338,734
Materials and Supplies
1,407
5,000
4,201
4,250
Services and Charges
946,531
943,668
889,186
957,098
Maintenance
21,879
34,250
24,898
25,000
Capital
37,377
75,409
74,440
32,550
Depreciation
0
66,072
66,072
14,568
$ 1,293,966 $
1,430,386 $
1,364,784 $
1,372,200
Actual Budgeted Estimated Budgeted
1999 2000 2000 2001
9.00 9.00 9.00 9.00
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Commercial Accounts
2,183
2,250
2,225
2,250
2. Commercial Routes
5
5
5
5
3. Tons of Commercial Waste
21,614
23,550
22,880
23,350
4. Scheduled Collections/Year
173,416
180,000
178,500
181,000
5. Requests for Addtnl Pickups/Year
837
900
850
850
Results
1. Containers Sold
26
20
18
25
2. Containers Leased
72
75
68
75
3. Transfer Station Cost per Ton
$28.20
$28.20
$28.20
$29.20
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Public Works Department
Solid Waste Division
Residential Collections Program
Fund 5500 - Solid Waste
Program 5020
Program Description, Objectives, and Analysis:
This program provides efficient and safe collection of solid waste from each residence in the City. The program
provides waste collection to 16,914 residences each year. The residential sector produces approximately 11,000
tons of waste per year, which accounts for 32% 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. The program also services our bulk pickup program. Bulk collection
includes items such as furniture, piles of brush, appliances, etc.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
Actual Budgeted Estimated
1999 2000 2000
15.00 14.00 14.00
Budgeted
2001
14.00
$ 380,602 $
456,826 $
380,161 $
467,247
182,822
315,894
259,129
167,000
610,254
565,383
561,400
568,392
26,993
33,702
18,341
26,719
362
4,150
3,980
4,150
0
2,100
2,100
0
$ 1,201,033 $
1,378,055 S
1,225,111 $
1,233,508
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
I. Households Collected
16,123
16,847
16,536
16,914
2. Residential Routes
5
5
5
5
3. Tons of Waste Collected/Year
11,628
12,402
10,798
11,015
4. Number of Households/Route
806
842
827
846
5. Households Served/Day
4,031
4,212
4,134
4,229
6. Exemptions/Back-Door Service
198
95
268
270
Results
1. Transfer Station Cost per Ton
$28.20
$28.20
$28.20
$29.20
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Public Works Department
Solid Waste Division
Recycling Program
Fund 5500 - Solid Waste
Program Description Objectives, and Analysis:
The purpose of this program is to divert the maximum amount of material from the landfill and 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.
Program 5060
Actual Budgeted
1999 2000
Estimated Budgeted
2000 2001
Program Staff
Full -Time Equivalent Positions 10.00 12.00 12.00 15.00
Program Expenditures
Personnel Services
$ 307,901 $
365,681 $
365,681 $
534,604
Materials and Supplies
13,262
47,700
47,700
57,550
Services and Charges
297,678
308,694
299,966
304,144
Maintenance
15,358
39,050
39,050
39,500
Capital
32,815
336,310
336,310
56,700
Depreciation
105,441
138,775
138,775
140,592
$ 772,455 $
1,236,210 $
1,227,482 $
1,133,090
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Newspaper Recycled (Tons)
1,318
1,500
1,610
1,700
2. Glass Recycled (Tons)
456
450
775
800
3. Aluminum Recycled (Tons)
33
50
88
90
4. White Ledger Paper (Tons)
59
70
34
50
5. Mixed Paper Recycled (Tons)
168
200
271
275
6. Plastic Recycled (Tons)
90
125
257
275
7. Steel Cans (Tons)
88
90
133
150
8. Cardboard (Tons)
851
1,050
1,143
1,200
Results
1.
Diverted from
Landfill (Tons)
3,064
3,445
4,312
4,540
2.
Landfill Costs
Avoided
$86,394
$97,149
$121,596
$132,568
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Public Works Department
Solid Waste Division
Composting Program
Fund 5500 - Solid Waste
Program 5070
Program Description, Objectives and Analysis:
The purpose of this program is to divert 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 also
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
1999 2000
Estimated Budgeted
2000 2001
' Program Staff
Full -Time Equivalent Positions 4.00 4.00 4.00 4.00
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Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
$ 119,172 $
117,664 $
117,664 S
145,761
587
3,050
3,050
3,250
127,021
110,392
107,094
97,543
7,174
6,816
6,771
7,866
197
2,100
1,980
2,100
0
150
150
5,496
$ 254,151 $
240,172 $
236,709 $
262,016
Performance Measures
Actual
Budgeted
Estimated
Budgeted
1999
2000
2000
2001
Demand/Workload
1. Brush Received (Tons) 479
2. Grass Received (Tons) 36
3. Leaves Received (Tons) 152
575
572
575
55
66
70
80
62
65
Results
1. Landfill Costs Avoided $18,809 $20,000 $19,740 $20,732
2. Diverted from Landfill (Tons) 667 710 700 710
' 3. Total Revenue $66,187 $64,000 $73,710 $78,750
4. Compost Sold (Cubic Yards) 1,173 1,250 1,141 1,200
5. Mulch Distributed (Cubic Yards) 2,807 3,000 2,963 3,100
1 191
��CITY OF FAYETTEVILLE, ARKANSAS
CAPITAL IMPROVEMENTS PROGRAM
Since 1988, the City of Fayetteville has produced, 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 biennially 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 two years
into the next two budget processes. For example, the 2001 projects in the 2000-2004 CIP are
included in the 2001 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
2001. The 2001 projects are in accord with the 2000-2004 Capital Improvements Program document
with the following exceptions:
' 2001 2001
Original Revised
Project Description Budget Budget
Sales Tax Capital Improvements Fund: $ $
' City Jail Improvements 114,000
City Jail and Police Building Improvements 50,000
' Police Computer System and Network Upgrade 64,000
Lake Fayetteville/Sequoyah Improvements 75,000
' Gulley Park Pavilion and Parking Lot 314,000
Concession/Restroom Improvements 40,000 5,000
' Lewis/Asbell Athletic Complex Development 314,000
Park Trail Development 180,000
' Gregg Avenue - Highway 71 to Mud Creek Bridge 380,000
Gregg Water/Sewer Relocations - 71 to Mud Creek 663,000
I
Water & Sewer Operations Center 663,000
Fay. Boys & Girls Club Exp. W/S Improvements 124,000
' Radio System Improvements 907,000
Botanical Gardens Study 58,700
Walker Park Senior Center 1,000,000
' 193
2001 2001
Original Revised
Project Description Budget Budget
Water & Sewer Fund:
North College Water Line - Township to Sycamore
Highway 62 West Water Line Replacements
Bond Fund:
Wastewater Treatment Plant Expansion
Sludge Dewatering / Drying System
Parks Development Fund:
Park Land Acquisition
Park Trail Development
Bundrick Park Development
Davis Park Improvements
Fayetteville Boys & Girls Club Expansion
Community Development Block Grant Fund:
Southeast Community Center - Addition
Sage House
Walker Park Senior Complex
Project for Family Violence - Expansion
TBI Retraining Facility
949,000
825,000
3,200,000
12,500,000
II
55,000
380,000
55,000 5,000
20,000
395,000
148,000
50,000 87,500
351,000
87,500
100,000
Airport Fund:
Federal Grants and Local Matches 32,000 367,000
Shop Fund:
Fleet Operations Maintenance System
60,000
$ 19,306,000 $ 5,312,700
Further information regarding the capital improvements project process and supporting details for
the specific projects is contained in the CIP document.
194
I
CITY OF FAYETTEVILLE, ARKANSAS
CAPITAL IMPROVEMENTS PROGRAM DIRECTIONAL INFORMATION
I
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
I biennial 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
I 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.
I
' 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:
U. 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,
I. expenses for City vehicles and equipment, and
• renovating or expanding City facilities, grounds, or equipment.
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Project Cost Determination
All projects are 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 area 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 2001 will reduce annual maintenance expenses. The savings in maintenance expenses
will be offset by increased parts cost on the remaining fleet.
• The In -House Pavement Improvements Project will reduce maintenance costs for each street
that is overlaid. In addition, this project is projected to save the City more than $100,000
annually over contract pricing for the same work.
I
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
significantly more project requests than resources available. This has resulted in an
I 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
1 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:
I
1 197
• 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
to match projects and improvements with available funding sources. Future operating costs
associated with a project or an improvement will also be given consideration in the
establishment of priorities.
• The City will seek Federal, State and other funding to assist in financing capital projects and
capital improvements.
• The City will incorporate the reasonable findings and recommendations of the City's Boards,
Commissions, Committees, and Citizen task forces as they relate to capital projects and
improvements.
• The City will seek input on the establishment of projects and priorities from the public by
public hearings.
I
CITY OF FAYETTEVILLE, ARKANSAS
CIP PROJECT COST TABLE
2000-2004
IAll 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.
H
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Year-
' __
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.
WIM
City of Fayetteville, Arkansas
2000 - 2004 Capital Improvements Program
Summary of Project Requests & Project Resources
By Fund - All Sources
Project Requests
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
Unfunded Projects
72,197,000
$_21.124.000
$_31,674000
$_58.133.000
$
39.894.000 $_41349,000
$_264371.000
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
116000
756,000
$
21.124,000 $_31,674.000
$
58.133.000 $
39,894.000 $_41,349,000
$
192.174.000
200
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Capital Improvement Projects
By Project Area - All Sources
2000 - 2004
' (10.5%) Street
(1.0%) Community Development Block Grant (4.5%) Shop
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rt
iblic Safety
%) Bridge, Drainage, & Transportation
(2.9%) Other
(3.6%) Parks & Recreation
(na.ni°) water ac sewer
City of Fayetteville, Arkansas
2000-2004 Capital Improvements Program
By Project Area - All Sources
Five Year Summary
Area 2000 2001 2002 2003 2004 Total
Airport $ 1,714,000 $ 559,000 $ 479,000 $ 541,000 $ 193,000 $ 3,486,000
Bridge, Drainage, & Transportation 646,000 775,000 3,473,000 632,000 4,730,000 10,256,000
'Community Development Block Grant 434,000 549,000 432,000 300,000 300,000 2,015,000
Parks & Recreation 1,112,000 1,194,000 1,089,000 2,360,000 1,095,000 6,850,000
Public Safety 803,000 771,000 514,000 652,000 776,000 3,516,000
Shop 1,667,000 1,502,000 1,534,000 1,737,000 2,250,000 8,690,000
Street 4,134,000 4,652,000 3,038,000 4,036,000 4,230,000 20,090,000
IWater & Sewer 8,898,000 20,863,000 46,672,000 28,713,000 26,776,000 131,922,000
Other 1,716,000 809,000 902,000 923,000 999,000 5,349,000
$ 21,124,000 $_31.674.000 $ 58 133.000 $_39.894.000 $ 41,349,000 $_192,174.000
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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 Improvements
(14]%) In -House Street Improvements
(4.6%) Fire SafetyImprovements
(6.7%) Bridge and Drainage
I(1.9%) Library Improvements
(24.4%) Water & 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
1,244,000
564,000
641,000
603,000
689,000
3741 000
$ 8.934.000 $
9.071,000 $
8.712.000 $
10.718 000 $
8.323.000 $
45.758.000
202
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Source/Division Project
Airport Fund
pdrnort Imorovernet
Airport Ernest Lancaster Drive Extension
Federal Grant & Local Matches
Professional Services
High Intensity Runway Lights
Pavement Maintenance & Rehabilitation
T -Hangar Unit Expansion
Individual Hangar
Pavement Maintenance
Airfield Marking
Total Airport Fund Projects
City of Fayetteville, Arkansas
2000- 2004 Capital Improvements Program
Comprehensive Detail
2000 2001 2002 2003
$ 487,000 $
110.000
90,000
50,000
562,000
300,000
115,000
$ $
32.000 28.000
70,000 30.000
315,000 276,000
142,000 145,000
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 479000 541.000 193.000 3.486.000
Parks Development Fund
Parks & Recreation Imorovem n c
Parks & Rec. Tennis/Basketball Surface Renovation 260,000 260,000
Wilson Park Improvements 244,000 60,000 304,000
• Red Oak Park Development 45.000 45.000
Skate Park 75,000 75,000
Park Land Acquisition 53,000 55,000 94,000 50,000 95,000 347,000
Gary Hampton Softball Complex 95,000 95,000
Lake Fay Softball Complex Improvements 250,000 250,000
Bundrick Park Development 55,000 55.000
Park Trail Development 380,OO0 40,000 100,000 175,000 695,000
Lewis/Asbell Athletic Complex Development 241,000 241,OO0
Davis Park Improvements 120,000 120.000
Family Water Park 395,000 395,000
Bayard Park Development 50.000 50.000
Wildwood Park Development 50,000 50,000
Gordon Long Park Bridges 100,000 100,000
Crossover Park Development 345,000 345,000
Friendship Park Development 30,000 30,000
Total Parks Development Fund Projects 772.000 740.000 555.000 645.000 745.000 3,457.000
Sales Tax Canital Improvements Fund
Fire
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 Safety Improvement=_
Police Radio System Replacement
Mobile Data System
Dictaphone Upgrade/Replacement
Radar Equipment Replacement
PC/Terminal - 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
Ubnr ry Mate' -1 Purchases & Improvements
Library Library Materials Purchases
Library HVAC Replacement & Improvement
PDd(e8_RP • at lmnrnvpmpnts
Parks & Rec. Park Master Plan - City Wide
Babe Ruth Ballpark Improvements
Other Park Improvements
Lake Fayetteville/Sequoyah Improvements
212,000
212,000
127,000
127,000
20,000
20,000
20,000
20,000
20,000
1OO.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
75,000 75,000
107,000 107,000
33,000 25,000 25,000 25,000 25.000 133,000
75,000 75,000 100,000 75,000 200,000 525,000
1 203
City of Fayetteville. Arkansas
2000- 2004 Capital Improvements Program
Comprehensive Detail
Source/Division
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
Bridoe'and Drainage Improvements
340,000
454,000
534,000
1,715,000
350,000
3,393,000
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
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 Improvements
Engineering
Street ROW/Intersection/Cost Sharing Improvements
150.000
150,000
150.000
150,000
150,000
750,000
& Street
Hollywood Street - 6th & Sang Avenue Intersection
418.000
418,000
Sixth Street Improvements
1,300,000
1,300,000
Maple Street / Arkansas Avenue Intersection
75,000
75,000
Steele Property - Street Improvements
300,000
-
300,000
Old Missouri Road - Mud Creek to Stubblefield
1,500.000
1,500,000
Kings Drive Reconstruction
562.000
562.000
Gregg Avenue - Highway 71 to Mud Creek Bridge
380,000
380.000
Cleveland Street Improvements - Leverett to Hall
798,000
798,000
Joyce - East of Highway 265 to City Limits
500,000
500,000
West View Drive Reconstruction
195,000
195.000
Hyland Park Partial Reconstruction
328,000
328,000
Old Missouri Road - Stubblefield to Rolling Hills
526.000
526,000
Old Missouri Road - Rolling Hills to Old Wire
513,000
513,000
Old Wire Road -Township to Highway 45
1,385,000
1,385,000
Gregg Avenue Extension - Dickson to North
569.000
931,000
1,500,000
Shiloh Drive Extension
827,000
827,000
Old Missouri Road - Joyce to Mud Creek
817,000
817,000
2,243,000
3,390,000
1,699,000
2,617,000
2,725,000
12,674,000
Transportation Improvements
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
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
Other Improvements
Animal Serv.
Animal Shelter Roof Replacement
20,000
20,000
Kennel Cage Doors - Woven Wire Replacement
12,000
13,000
25,000
Bud. & Research
Impact Fee Study - City Wide
40,000
40.000
Building Maint.
TCA Cable Building Renovation
275,000
275,000
Building Improvements
165,000
185,000
205,000
225,000
780,000
Cable Admin.
P.E.G. Television Center- Equipment
49,000
49,000
46,000
51,000
61,000
256,000
City Wide
Radio System Replacement
370,000
370,000
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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 8.712 000 10.718.000 8.323.000 45.758 000
Shon Fund
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 I Exp 553,000 120,000 125.000 695,000 797,000 2,290,000
Ught/Medium Utility Vehicles - Repl / Exp 189,000 187,000 415,000 304,000 188,000 1.283,000
MediurrgHeavy Utility Vehicles - Repl / Exp 168.000 101,000 142,000 172,000 583,000
Back Hoe/Loaders - Repl I Exp 171,000 114,000 159,000 95,000 384,000 923,000
Tractor/Mower-Repl/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 8690000
Water A Sewer Fund
Wastewater Treatment Improvements
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 & Sewer Improvements
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
SanitarySewer 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 Une - Crossover to Van Hoose 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 & Sewer Services Improvements
' W/S Services Water Meters 215.000 253,000 285,000 302,000 261,000 1,316,000
Backflow 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
I248,000 268,000 301,000 445,000 279,000 1,541,000
Total Water & Sewer Fund Projects
I
3,184,000 3.406.000 2,837 000 2.769.000 2,276 000 14.472.000
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205
City of Fayetteville. Arkansas
2000 - 2004 Capital Improvements Program
Comprehensive Detail
Source/Division
2000 2001 2002 2003 2004 Total Request
Bond Fund
Water & Sewer Imnrnvements
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 ReplacemenbLining
3,016.000
3,016,000
960,000
15th Street Sewer Transmission Line Replacement
960,000
W.W.T.P. Sludge Dewatering/ Drying System
12,500,000
12,500,000
Total Bond Fund Projects
Development Block Grant Fund
3.300 000
15 700.000
41.276.000
23.000.000 23 000,000
106,276.000
Community
Community nity Development Improvements
C.D. Project for FamilyViolence-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
434000
549,000
432.000
300,000 300.000
2 015 000
General Fund
Street Improvements
Engineering Ark. Research & Technology Park - Streets
Total General Fund Projects
700,000 700,000
700.000 700,000
Off -Street Parking Fund
Oft -Street Parkin Improvements
Parking End. 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
Waste Fund
89.000
72.000
2,208,000
49.000
_ 4 146,000
6564.000
Solid
Solid Waste Improvement
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
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 $
39,894,000 $
41,349,000$
192,174 000
206
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City of Fayetteville, Arkansas
2001 Capital Budget
Fund / Program / Category Project Title 2001 Budget
9130 Off -Street Parking Expense Gated Parking Conversion
Parking Deck Rehabilitation
Parking Lot Overlays
4990 Community Development Capital Project for Family Violence - Expansion
Sage House
TB! Retraining Facility
9250 Parks Development Capital
KnitsIrTFnhiiii.intu'i ,. 'rill]]
Fire Safety Improvements
Police Safety Improvements
Library Material Purchases & Improvements
Parks and Recreation Improvements
Bridge and Drainage Improvements
In -House Street & Sidewalk Improvements
Bundrick Park Development
Davis Park Improvements
Fayetteville Boys & Girls Club Expansion
Lake Fay Softball Complex Improvements
Aerial Ladder Fire Apparatus - Replacement
Facility Maintenance
Fire Station - #7 Escrow Funds
City Jail & Police Building Improvements
Mobile Data System
PC/Terminal - Upgrade/Replacements
Police Computer System and Network Upgrade
Specialized Police Equipment
Library HVAC Replacement & Improvement
Library Materials Purchases
Concession/Restroom Improvements
Lewis/Asbell Athletic Complex Development
Other Park Improvements
Park Trail Development
Walker Park Senior Complex
Drainage Study and Phase II Stormwater Management
Miscellaneous Drainage Improvements
Stone Bridge Road - Street & Drainage Improvements
Pavement Improvements
Sidewalk Improvements
$ 15,000
25,000
32,000
72,000
87,500
87,500
100,000
275,000
5,000
20,000
395,000
250,000
670,000
562,000
20,000
20,000
602,000
70,000
10,000
15,000
64,000
10,000
169,000
10,000
160,000
170,000
5,000
314,000
25,000
180,000
1,000,000
1,524,000
150,000
250,000
175,000
575,000
947,000
315,000
1,262,000
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207
City of Fayetteville, Arkansas
2001 Capital Budget
Fund / Program / Category
Title
Street Improvements Cleveland Street Improvements - Leverett to Hall
Kings Drive Reconstruction
Old Missouri Road - Mud Creek to Stubblefield
Street ROW/Intersection/Cost Sharing Improvements
Transportation Improvements
Water and Sewer Improvements
Other Capital Improvements
1820 Meter Operations
1830 Meter Maint. & Backflow Prevention
M.U.T.C.D. Sign Material
Traffic Signal Improvements
Sanitary Sewer Rehabilitation
Water and Sewer Operations/Services Center
Fayetteville Boys & Girls Club Exp. W/S Improvements
Animal Shelter Roof Replacement
Automated Inspection Request System
Botanical Gardens Study
Building Improvements
Forestry Program
Geographic Information System
Kennel Cage Doors - Woven Wire Replacement
Microcomputer Replacements
Printer Replacements
P.E.G. Television Center - Equipment
Radio System Replacement
Work Order System
Water Meters
Backflow Prevention Assemblies
5600 Capital Water Mains 36" Water Line Replacement and Protection
East Ridgeway - Water Line Extension
Highway 62 West - Water Line Replacements
Hinkle Mobile Home Park - Water Line Replacement
Mount Sequoyah Water/Sewer System Upgrade
Water and Sewer Cost Sharing
5700 Sewer Mains Construction
5800 WWTP Capital
Sanitary Sewer Rehabilitation
S.C.A.D.A. System Upgrade
Computer System Upgrade/Maintenance
Plant Pumps and Equipment
Safety Equipment Improvements
S.M.S. Access Road Improvements
Testing Equipment
Upgrade/Replace Lift Stations
2001 Budget
798,000
562,000
1,500,000
150,000
3,010,000
30,000
98,000
128,000
1,094,000
663,000
124,000
1,881,000
20,000
40,000
• 58,700
• 165,000
63,000
120,000
12,000
35,000
30,000
49,000
907,000
30,000
1,529,700
253,000
253,000
15,000
15,000
550,000
300,000
825,000
180,000
405,000
150,000
2,410,000
275,000
150,000
425,000
8,000
101,000
6,000
5,000
9,000
50,000
179,000
208
City of Fayetteville, Arkansas
200) Capital Budget
Fund / Program / Category
Solid Waste Fund (5500)
5010 Commercial Collections
5060 Recycling
Airport Fund (55501
3960 Airport Capital
Shop Fund (9700)
1920 Fleet Operations Capital
Dumpster Lease Program
Collection Bins - Curbside
Curbside Recycling Improvements
Roll -Off Containers
Federal Grant & Local Matches
Individual Hangar
Pavement Maintenance & Rehabilitation
Professional Services
Back Hoe/Loaders - Repl / Exp
Construction Equipment - Exp
Fire Vehicles/Equipment - Replacement
Fleet Operations Maintenance System
Light/Medium Utility Vehicles - Repi / Exp
Medium/Heavy Utility Vehicles - Repl / Exp
Other Vehicles/Equipment - Repi / Exp
Police/Passenger Vehicles - Repl / Exp
Sanitation Vehicles/Equipment - Repl / Exp
Tractor/Mower - Repl / Exp
2001 Budget
30,000
30,000
10,000
25,000
10,000
45,000
367,000
142,000
315,000
70,000
894,000
114,000
184,000
30,000
60,000
187,000
101,000
248,000
322,000
120,000
196,000
1,562,000
Total Capital Improvements Program - 2001 Projects S 1 /,62SU. /UU
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.
210
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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 -l" by Moody's and "A" by Standard and Poor's. The original issue amount was $8,365,000.
' 211
Water & Sewer System Subordinate, Series 2000: 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 acquire and construct additions and improvements to the system. A portion of the proceeds will
be used to reimburse the City for costs associated with engineering studies, land and equipment
purchases, preliminary engineering contracts for developing a second wastewater treatment plant on the
west side of the City, modifications to the sewer collection system and improvements to the existing
wastewater treatment plant. The bonds are rated "A-" by Standard and Poor's. The original issue
amount was $10,000,000.
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City of Fayetteville, Arkansas
Bonds Outstanding
December 31, 2000
I. Outstanding
Bond Due Interest
' Description Issue Dates Rates Amount
General Obligation Bonds
' Sales Tax Capital Improvements - WAC 1997 1998-2005 4.15-4.65% S 1,700,000
Revenue Bonds
' Water & Sewer System 1994 1997-2008 4.90-6.00% 3,585,000
Hotel & Restaurant Gross Receipts
Tax Refunding 1995 1996-2004 4.75-5.25% 1,335,000
Hotel & Restaurant Gross Receipts 1998 1999-2015 3.50-4.80% 6,765,000
Water & Sewer System Refunding 1999 1999-2012 3.60-4.45% 7,815,000
' Water & Sewer System Subordinate 2000 2001-2006 5.00-6.00% 10,000,000
29,500,000
$ 31,200,000
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2001 Debt Service Payment Schedule
Bond
Description Issue Principal Interest Total
General Obligation Bonds
Sales Tax Capital Improvements - WAC 1997 $ 330,000 $ 77,160 S 407,160
Revenue Bonds
Water & Sewer System
Hotel & Restaurant Gross Receipts
Tax Refunding
Hotel & Restaurant Gross Receipts
Water & Sewer System Refunding
Water & Sewer System Subordinate
Total Debt Service Payments
1994 370,000 205,600 575,600
1995
310,000
65,175
375,175
1998
70,000
299,058
369,058
1999
465,000
320,683
785,683
2000
0
500,000
500,000
1,215,000
1,390,516
2,605,516
$
1,545,000 $
1,467,676 $
3,012,676
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City of Fayetteville, Arkansas
Computation of Legal Debt Margin
December 31, 2000
General Obligation Debt
Debt margin is a calculation based on the assessed value of property located within the City limits. The
debt limit is established by state statute and is limited to 20% of assessed value.
1999 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
140
120
100
CO 00
0
60
40
20
0
$ 1,700,000
240,668
$ 603,817,328 *
120,763,466
1,459,332
$ 119,304,134
Debt Applicable to Debt Limit 1987-2000
1987 1988 1989 1990 1991 1992 1993 1994 1995 ]996 1997 1998 1999 2000
® Net Bonded Debt J Debt Limit
Enterprise Fund Debt (Revenue 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.
214
City of Fayetteville, Arkansas
Debt to Maturity Schedule
December 31.2000
Maturity
Beginning
Annual Debt
Remaining
Year
Balance
Principal
Interest
Requirement
Balance
2000
$ 32,680,000 $
1,480,000 $
1,033,050
$ 2,513,050 $
31,200,000
2001
31,200,000
1,545,000
1,467,676
3,012,676
29,655,000
2002
29,655,000
1,620,000
1,398,091
3,018,091
28,035,000
2003
28,035,000
1,690,000
1,324,175
3,014,175
26,345,000
2004
26,345,000
1,775,000
1,250,360
3,025,360
24,570,000
2005
24,570,000
1,765,000
1,166,555
2,931,555
22,805,000
2006
22,805,000
11,535,000
1,085,480
12,620,480
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
$ 32,680,000 $ 10,997,459 S43,677459
215
City of Fayetteville
' Organizational Chart
I
Citizens
of
Fayetteville
1
City Attorney City Clerk /Treasurer Mayor City Council Municipal Judge —
(-Prosecutor Airport
Cable Administration
Economic Development
I
Police Fire Public Works Administrative Services
-Central Dispatch -Prevention Engineering -Accounting & Audit
-Support Services -Operations Inspections -Animal Services
-Patrol -Training & Education -Parks & Recreation -Budget & Research
-Drug Enforcement -Planning -Building Maintenance
'-Public lands Maintenance -Community Development
-Solid Waste -Fleet Operations
-Street -Information Technology
-Traffic -Municipal Court — -
-Wastewater Treatment -Parking Management Program
-Water &Sewer -Personnel
-Purchasing
-Utility Management
-Water & Sewer Services
1
' 217
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 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
Department Directors
Mickey Jackson Fire Chief
Nancy Hendricks Assistant to the Mayor
Alett Little Economic Development Director
John Maguire Administrative Services Director
Charles Venable Public Works Director
Richard Watson Police Chief
Mana¢ement Staff
Accounting Manager
Marilyn Cramer
Fleet Operations Superintendent
William Oestreich
Airport Manager
Alett Little
Inspections Director
Bert Rakes
Animal Services Director
Rick Evans
Internal Auditor/Grant Accountant
Nancy Smith
Asst. Public Works Director
Don Bunn
Landscape Administrator
Kim Hesse
Budget Manager
Stephen Davis
Municipal Court Head Clerk
Dena Stockalper
Cable Administrator
Marvin Hilton
Parks & Rec. Superintendent
Connie Edmonston
City Engineer
Jim Beavers
Personnel Director
Don Bailey
City Planner
Tim Conklin
Purchasing Officer
Peggy Vice
City Prosecutor
Casey Jones
Sidewalk & Trails Coordinator
Chuck Rutherford
Community Dev. Director
Yolanda Fields
Square Gardens Manager
Susan Ferrali
Dispatch Manager
Kathy Stocker
Street Superintendent
Randy Allen
Information Tech. Manager
Scott Huddleston
Traffic Superintendent
Perry Franklin
Environmental Affairs Admin.
Cheryl Zotti
Utilities Manager
Sharon Crosson
Facilities Superintendent
Harold Dahlinger
Water & Sewer Maint. Supt.
David Jurgens
218
City of Fayetteville, Arkansas
Personnel Summary
Full Time Equivalent Basis
1998
1999
2000
2001
Department
Employees
Employees
Employees
Employees
General Government
38.30
36.75
35.00
35.50
Administrative Services
109.80
116.30
124.55
125.55
Police
126.63
139.63
145.63
150.63
Fire
85.00
85.00
86.00
89.00
Public Works
215.76
221.01
229.25
233.10
Total
575.49
598.69
620.43
633.78
"NOTE: City Council position approvals during 2000: June 6, 2000 - five School Resource Officer positions, July 18,
2000 - one Building Maintenance Janitor position, and May 2, 2000 one Soccer & Events Specialist position.
Personnel Summary
by Year
r�r
600
N
m
m
E1400
400
E
w
200
0
1998 1999 2000 2001
Year
- Total Employees
Total Employees by Department
Full Time Equivalent Basis
200
N
150
O
�O
w too
Iii
0 _ _ _ I _ _ _
General Government Police
Administrative Services Fire
0 1998 •1999 C2000 0 2001
Public Works
219
CITY OF FAYETTEVILLE
PERSONNEL VARIATION SUMMARY
Division
Additions
Deletions
Airport
0.50 Airport Manager'
Community Development
0.50
YRCC Activities Assistant Z
Economic Development
1.00
Economic Development
Analyst'
Fleet Operations
0.50
€
Fleet Warehouse Attendant'
Fire Department
3.00
Fire Fighters
Inspections
0.50
Clerk Typist 6
Parks & Recreation
1.65 Concession Workers
Police
3.00
Police Officer'
1.00
Systems Operator
1.00
Crime Scene Technician'
Sidewalk & Trail Maint. 1.00
Solid Waste . 1.00
2.00
Traffic 1.00
15.50
13.35
Development Coordinator'
Public Works Crew Leader 10
Recycling Truck Driver 10
Traffic Signal Technician"
Total Additions (2.15) Total Deletions
Net Additions
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INOTES TO THE PERSONNEL VARIATION SUMMARY
1. The Airport Manager position is reduced to half time in this budget. The Airport
Management responsibilities have been assigned to the Economic Development Director.
' 2. An Activities Assistant is added in this budget to provide additional participant oversight
during peak usage at the Yvonne Richardson Community Center. This position is funded in
' the Community Development Fund.
3. An Economic Development Analyst has been added to this budget. This position will assist
'the Economic Development Director. This position is funded in General Fund.
4. A half time Fleet Warehouse Attendant has been added to this budget. The position will
provide additional clerical support for Fleet staff. This position is funded in Shop Fund.
5. Three Firefighter positions are added in this budget. These additional positions will enable
the Fire Department to reduce overtime and maintain minimum staffing of 21 per shift.
Additionally, these positions are the first of 12 new positions that will be needed for Fire
Station Number Seven. These positions are funded in General Fund.
6. A half time Clerk Typist is added to the Inspections Division in this budget. This position
is funded in General Fund.
7. Parks & Recreation contracted out concessions at City parks during 2000 reducing the need
' for Concession Workers.
8. Three Police Officers, a Crime Scene Technician and a System Operator are added in this
budget in the Police Department. These positions are funded in General Fund.
9. A Development Coordinator is added in this budget to the Sidewalk & Trails Maintenance
'Division. This position is funded in Street Fund.
10. A Public Works Crew leader and two Recycling Truck Drivers are added in this budget to
'
Solid Waste Division. These positions are funded in the Solid Waste Fund.
' 11. A Traffic Signal Technician is added in this budget. This position was added to provide
additional traffic signal maintenance. This position is funded in General Fund.
Li
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Fayetteville Community Overview
HISTORY
The early settlers of Fayetteville would be
amazed at the vast development that has
evolved from the humble origin of the commu-
nity. The earliest recorded history of the City
came from Frank Pierce in about 1819. A
hunter and trapper, Pierce is believed to be the
first American of European descent to visit the
area, coming within 2 miles of the City's cur-
rent location. By 1828, several families began
to locate near Fayetteville. The City grew
rapidly, and in 1829, a courthouse and post
office were built. Fayetteville achieved town
status in 1835, was sur-
veyed into lots sold at
public auctions over the
next two years, and by • Fayette
1841, had a population of
425. Although it played
host to both the Confeder-
ate and Union Troops dur-
ing the Civil War (1861-
65), Fayetteville survived
the war to become one of
the most important centers
for commerce and learning
in Arkansas. By 1870, Fay-
etteville became an incorpo-
rated city. Recovery from the devastating
effects of the Civil War was slow; however, a
very positive event occurred when the City was
chosen as the site for the Arkansas Industrial
University. This school opened in January
1872 and became the University of Arkansas in
1899.
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 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
222
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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 1-540 highway on
January 8, 1999 and the completion ofthe 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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223
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
Development Department instituted an
International 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
Fayetteville 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 illuminate the
winter nights with over 350 miles of
lights.
• According to the Quarterly Cost of Living
Index, Fayetteville has consistently
registered 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
Southwestern 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
collective 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 unimagined 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.
224
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' 2001 MISCELLANEOUS STATISTICAL DATA
Date of Incorporation - August 23, 1870
'
Form of Government - Mayor/Council
Area (Sq. Miles) - 45.113
' Fire Protection Sewer
Stations 6 Miles of Sanitary Sewers 440
' Uniformed Employees 87 Average Daily Treatment
(Gallons) 11,700,000
Police Protection
Stations I Public Educational System
Uniformed Employees 100 Elementary 10
Middle 2
Parks & Recreation Junior High 2
Number of parks 55 High School 2
Number of playgrounds 25 Full -Time Equivalent Teachers 620
' Number of tennis courts: Registered Students 7,947
Lighted 4
Unlighted 4 Building Permits
' Number of basketball goals 89 Year Number Value
Number of softball/baseball fields 20 2000 388 121,887,263
Number of community centers 4 1999 510 100,854,816
Number of swimming pools 2
Number of soccer fields 11 1998 345 58,548,911
Number of volleyball courts 10 1997 365 59,288,194
' Number of recreational complexes 2 1996 595 64,057,664
Acres: 1995 670 90,946,650
Developed Land 2,435 1994 709 97,389,564
' Undeveloped Land 119
Water 739 1993 651 87,005,237
1992 473 56,279,064
1 Streets
Street Miles: Unemployment Rate (%)
- Graded and Surface Treatment 10.72 Year Rate
- Paved (Concrete and Asphalt) 309.28
2000 1.6
Water 1999 2.1
Water Meters 27,671 1998 2.8
Beaver Water District Pumping 1997 2.5
Capacity (Gallons) 80,000,000
Pumping Capacity to Fayetteville 1996 2.5
(Gallons) 29,000,000 1995 2.4
' Average Daily Consumption 13,160,000 1994 2.7
Miles of Water Mains 480 1993 3.0
Fire Hydrants 1,880 1992 3.7
1 225
LISTING OF ACRONYMS
A&P....................................................
Advertising & Promotion
ACIC ...........................................Arkansas
Crime Information Center
ADA..............................................
American's with Disabilities Act
ADEQ................................
Arkansas Department of Environmental Quality
ADPC&E .........................
Arkansas Department 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.......................................
CommunityDevelopment Block Grant
CIP................................................
Capital Improvements Program
C of O ....................................................
Certificate of Occupancy
CPR ........................................
Cardiovascular Pulmonary Resuscitation
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 • • • • • ..........
o .. • .............................. Federal Aviation Regulation
FASB.........................................
Financial Accounting Standards Board
FBGC...............................................
Fayetteville Boys & Girls Club
FEMA..:...................................
Federal Emergency Management Agency
FETN..........................................
Fire Emergency Television Network
FHWA............................................
Federal Highway Administration
l: lid .....................................................
Fayetteville Public Library
FTE........................................................
Full -Time Equivalent
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)
' HMR................................................. Hotel/Motel Restaurant Tax
HOME .................................................... HOME Grant Program
HSO................................................ Humane Society of the Ozarks
HVAC........................................ HeatingNentilation/Air Conditioning
' JTPA................................................ Job Training Partnership Act
LAN ........................................................ Local Area Network
LF................................................................. Linear Feet
LIS ..................... ............................... Land Information System
LUCA...................................... Local Update of Census Addresses
MEP ...................................... . . . . . . .. Mechanical/Electrical/Plumbing
MGD....................................................I\1 GD ill all per ay
'
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
NWARPC ......................... Northwest Arkansas Regional Planning Commission
O & M .................................................. Operation
O & Maintenance
MI .......................................... Operations Management International
' PC ........................................................... Personal Computer
PEG ................................................ Public/Education/Govemment
PFC.................................................... Passenger Facility Charge
PM ..................................................... Preventative Maintenance
PRAB........................................... Parks & Recreation AdvisoryBoard
PS............................................................... Public Service
RFP....................................................... Request for Proposals
1 ROW............................................................ Right -of -Way
SCADA..................................... SupervisoryControl & Data Acquisition
SMS.................................................... Sludge Management Site
SNAP ............................................. Spay/Neuter Assistance Program
TBI... ' .....................................................Traumatic Brain Injury
WAN . Wide Area Network
' WWTP................................ Wastewater Treatment Plant
YRCC ................................... . .... Yvonne Richardson Community Center
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227
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.
fry0
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IGLOSSARY, (continued)
CAPITAL IMPROVEMENT FUND. A fund created to accumulate revenues from current taxes levied
for major repairs and maintenance to fixed assets of a nature not specified at the time the revenues are levied.
CAPITAL IMPROVEMENT PROGRAM. An approach or technique for identifying and forecasting
' capital outlay decisions that a government expects to make over a five year period.
CAPITAL OUTLAY. Expenditures that result in the acquisition of or addition to fixed assets.
CAPITAL PROJECTS FUND. A fund created to account for all resources to be used for the acquisition
or construction of designated fixed assets.
' CONSTRUCTION WORK IN PROGRESS. The cost of construction work that has been started but not
yet completed.
' CONTINGENCY FUND. Funds set aside for unforeseen expenses of uncertain amounts or funds set aside
for known expenses, such as salary increases, but uncertain amounts.
CONTRACTUAL SERVICE. An agreement to perform a service or task by external organizational units.
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
Ito 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.
' 229
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). A part-time position converted to the decimal equivalent
of a full-time position based on 2,080 hours per year. For example, a summer lifeguard working for four
months, or 690 hours, would be equivalent to .33 of a full-time position.
FUND. A fiscal and accounting entity with a self -balancing set of accounts recording cash and other
financial resources, together with all related liabilities and residual equities, or balances, and changes therein,
which are segregated for the purpose of carrying on specific activities or attaining certain objectives in
accordance with special regulations, restrictions, or limitations.
FUND BALANCE. Fund equity available for appropriation.
FUND EQUITY. The excess of assets over liabilities. A portion of the equity may be reserved or
designated; the remainder is Fund Balance.
GENERAL FIXED ASSETS ACCOUNT GROUP. A self -balancing group of accounts set up to account
for the general fixed assets of a governmental unit.
230
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GLOSSARY, (continued)
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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GLOSSARY, (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. „
232
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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
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.
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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.
' 233
City of Fayetteville, Arkansas
Index
2001 Capital Budget.............................................................207-209
Accounting& Audit.................................................................
90
Acronyms.....................................................................226-227
Administrative Procedures to Adjust the Approved Budget..................................7-8
Administrative Services:
Organizational Structure.........................................................
73
Overview.....................................................................
74
Department Goals - 2001 ........................................................75-76
Goals & Results-2000.........................................................77-80
Program Expenditure Summary..................................................81-84
Personnel Summary............................................................85-87
Administrative Services Director.......................................................
88
Airport - Airside Operations..........................................................
71
Airport- Capital Expenditures........................................................
72
Airport Fund - Revenue & Expenditure Summary .........................................
41
AirportFund- Sources & Uses of Funds .................................................
40
Airport - Landside Operations.........................................................
70
Animal Services - Animal Shelter .....................................................
103
Animal Services - Patrol/Emergency Response ...........................................
102
Animal Services - Veterinarian/Clinic..................................................
104
Arts Center Bond Fund - Revenue & Expenditure Summary .................................
29
Billing and Collections..............................................................
92
Budget & Research.................................................................
91
BudgetFlowchart...................................................................
3
Budget Organizational Structure.......................................................
9
Budget Process....................................................................1-2
Budget Resolution.................................................................
XIX
Building Maintenance - General Maintenance ............................................
95
Building Maintenance-Janitorial.....................................................
96
C.E.C. and Parking Facility Fund - Revenue & Expenditure Summary ..........................
43
Cable Administration................................................................
67
Capital Improvement Policy...........................................................
6
Capital Improvement Program Directional Information .................................195-199
Capital Improvement Projects by Project Area - All Sources ...............................
201
Capital Improvements Program Comprehensive Detail.................................203-206
Capital Improvements Program Introduction.........................................193-194
Central Dispatch..................................................................
123
Chart of Fund Types- Governmental...................................................
11
Chart of Fund Types -Proprietary & Fiduciary ............................................
13
City Advertising & Promotion Fund - Revenue & Expenditure Summary ...................
. ... 24
CityAttorney ......................................................................
62
City Clerk/Treasurer................................................................
68
CityCouncil......................................................................
61
City Engineering - Operations & Administration .........................................
155
City Engineering - Public Construction.................................................
157
City Engineering - Right of Way Acquisition............................................156
City of Fayetteville Organizational Chart ...............................................217
City Prosecutor....................................................................
63
234
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 .................................... 106
Community Development Block Grant Fund - Revenue & Expenditure Summary ................ 26
Community Development - Home Grant ................................................ 108
Community Development - Housing Services ............................................ 107
Community Development - Public Facilities & Improvements ..............................ill
Community Development - Public Services ............................................. 110
Community Development - Yvonne Richardson Community Center .......................... 109
Community Overview...........................................................222-224
Consolidated Fund - Department = Program Summary ...................................... 10
DebtPolicy ........................................................................ 5
' Debt Position ............................................... 210
Debt to Maturity Schedule........................................................... 215
Description of Outstanding Bonds..................................................211-212
' Drug Law Enforcement Fund - Revenue & Expenditure Summary ............................ 28
Economic Development.............................................................. 66
Expenditure Policy.................................................................4-5
' Financial Reporting Policy............................................................6
Fire Department:
Organizational Structure........................................................12?
' Overview.................................................................... 128
Department Goals -2001...........................4..44.4....................... 129
Goals & Results - 2000 ..........................................................130
Program Expenditure Summary ...................................................131
PersonnelSumary............................................................. 132
Fim
re -Fire Prevention . ................................4..4.............4..4......... 133
Fire - Operations.........................................4......4................. 134
Fire Pension Fund - Revenue & Expenditure Summary .....................................45
Fire- Training & Continuing Education................................................135
Fleet Operations- Capital Expenditures................................................115
'
Fleet Operations - Vehicle Maintenance .................4.44...............4........... 114
General Fund - Comparative Budget Summary ................................. 4 .......... 19
General Fund - Expenditure Summary ................................................20-21
' General Fund Requests - Not Funded ....................4..4.4...4.............. XVII-XVIII
General Fund -Sources and Uses of Funds.............444.........4................ . 18
General Government:
Organizational Structure.........................................................51
Overview..........................................4.4....4.............4..... 52
Department Goals-2001..........................................................53
' Goals & Results-2000.........................................................54-55
Program Expenditure Summary ..................................................56-57
Personnel ............................................................58 -59
' Glossary........................................................................63
Hot Check . 64
Index...........................4...4......4.4...............................234-237
' Information Technology.............................................................98
Inspections.......6....4.........4........44.........4............6...4.......0... 159
I
235
City of Fayetteville, Arkansas
Index (continued)
InternalAudit......................................................................
93
Investment and Cash Management Policy................................................5
Legal Debt Margin Calculation.......................................................214
LibraryConstruction Fund - Revenue & Expenditure Summary ...............................
30
List of Elected Officials, Administrative Officials, & Management Staff ......................
218
Major Revenue Sources............................................................
48-50
Mayor's Administration.............................................................
60
Meter Maintenance & Backflow Prevention.............................................113
Meter Operations..................................................................
112
Miscellaneous.....................................................................
69
Miscellaneous Statistical Data........................................................225
Multi -Year Comparison - Adopted Budget Expenditures....................................16
Municipal Court - Criminal Cases ......................................................
99
Municipal Court - Probation & Fine Collection..........................................100
Municipal Court - Small Claims & Civil Cases...........................................101
MunicipalJudge....................................................................
65
Municipal Judge Retirement Fund - Revenue & Expenditure Summary ........................
46
Off Street Parking Fund - Revenue & Expenditure Summary .................................25
Parking Management Program........................................................
105
Parks - Administration..............................................................
160
Parks- Athletic/Recreation Transfers..................................................162
Parks Development Fund - Revenue & Expenditure Summary ................................27
Parks - Lake Maintenance...........................................................
164
Parks- Library....................................................................
163
Parks -Parks Development & Maintenance .............................................
174
Parks - Parks Maintenance...........................................................
165
Parks - Swimming Pool.............................................................
161
Personnel.....................................................................:...
89
Personnel Summary................................................................
219
Personnel Variation Summary ....................................................220-221
Planning........................................................................
158
Police Department:
Organizational Structure........................................................
117
Overview....................................................................
118
Department Goals-2001.........................................................119
Goals & Results - 2000 ..........................................................120
Program Expenditure Summary ...................................................
121
Personnel Summary.............................................................
122
Police - Drug Enforcement..........................................................126
Police - Patrol .....................................................................
125
Police Pension Fund - Revenue & Expenditure Summary ...................................44
Police - Support Services............................................................
124
Public Lands Maintenance - Forestry & Square Garden....................................168
Public Lands Maintenance - Sidewalk & Trail Maintenance................................173
Public Works:
Organizational Structure........................................................
137
Overview....................................................................
138
Department Goals -2001 ......................................................:139-140
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City of Fayetteville, Arkansas
Index (continued)
' Goals & Results-2000.......................................................141-144
Program Expenditure Summary ................................................145-150
PersonnelSummary .......................................................... 151-153
'Public Works Director.............................................................. 154
Purchasing........................................................................ 97
Replacement Fund - Revenue & Expenditure Summary ..................................... 31
'
Reserve Policy..................................................................... 5
RevenuePolicy..................................................................... 4
Sales Tax Capital Improvements Fund - Capital Project Detail .............................33-34
Sales Tax Capital Improvements Fund - Revenue & Expenditure Summary ..................... 32
Sales Tax Capital Improvements Funding - By Project Category ............................. 202
Schedule of Bonds Outstanding....................................................... 213
Shop Fund- Revenue & Expenditure Summary ........................................... 47
Solid Waste - Commercial Collections ................................................. 188
Solid Waste- Composting........................................................... 191
Solid Waste Fund - Revenue & Expenditure Summary ..................................... 39
Solid Waste Fund - Sources & Uses of Funds ............................................. 38
Solid Waste - Operations & Administration ............................................. 187
' Solid Waste - Recycling............................................................. 190
Solid Waste - Residential Collections .................................................. 189
Sources and Uses of Funds.......................................................... 15
' Street - Drainage Maintenance....................................................... 172
Street Fund - Revenue & Expenditure Summary ........................................... 23
StreetFund-Sources & Uses of Funds .................................................. 22
' Street - Operations & Administration ...................................... ... . . 169
Street - Rights -of -Way Maintenance .................................. . . . . . . . . 170
Street - Street Maintenance.......................................................... 171
Summary of Project Requests & Project Resources ....................................... 200
Town Center and Parking Facility Fund - Revenue & Expenditure Summary .................... 42
Traffic -Engineering & Planning ..................................................... 166
Traffic - Traffic Control & Maintenance ................................................ 167
'
Transmittal Memo from the Mayor to Council ........................................ I-XVI
Utilities Management................................................................ 94
Wastewater Treatment Plant......................................................... 180
' Wastewater Treatment Plant - Capital ................................................. 185
Water & Sewer Fund - Revenue & Expenditure Summary ................................... 37
Water & Sewer Fund - Sources & Uses of Funds .......................................... 36
' Water & Sewer Maintenance -Capital Water Mains . . .. .. .......... ..... . . .... . 181
Water & Sewer Maintenance - Capital Expenditures . .. . . . . . . . . 182
Water & Sewer Maintenance - Connections ............................................. 183
Water & Sewer Maintenance - Debt Service ............................................ 186
Water & Sewer Maintenance - Operations & Administration ................................ 176
Water & Sewer Maintenance - Sewer Main Maintenance .................................. 179
' Water & Sewer Maintenance - Sewer Mains Construction .................................. 184
Water & Sewer Maintenance - Water Storage & Pump Maintenance ......................... 178
Water & Sewer Maintenance - Water Distribution Maintenance ............................. 177
' Water Purchased.................................................................. 175
237
FAYETTEWLLE •
THE CITY OF FAYETTEVILLE, ARKANSAS
DEPARTMENTAL CORRESPONDENCE
TO: Fayetteville City Council
THRU: Fred a, Mayo, 1" _
FROM: Jon g ire, inistrative Services Director
DATE: November 21, 2000
SUBJECT: 2001 Proposed Annual Budget - Presentation
The 2001 Proposed Annual Budget & Work Program will be submitted to City Council at a budget
retreat on November 28, 2000 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 2001 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, November 29.
• STAFF REVIEW FORM 0
X AGENDA REQUEST
CONTRACT REVIEW
GRANT REVIEW
For the Fayetteville City Council meeting of December 5, 2000
FROM:
Steve Davis Budget & Research Administrative Services
Name Division Department
ACTION REQUIRED:
Approve a resolution adopting the 2001 City of Fayetteville Annual Budget & Work
Program.
COST TO CITY:
Cost of this Request
Account Number
Category/Project Budget
Funds Used To Date
Category/Project Name
Program Name
Project Number
Remaining Balance
Fund
UD T
Budgeted Item
Budget
Adjustment Attached
Budget'Manager Administrative Services Director
CONTRACT/GRANT/LEASE REVIEW: GRANTING AGENCY:
Accounting Manager Date Internal
Date
City Attorney Date ADA Coordinator Date
Purchasing Officer Date
STAFF RECOMMENDATION: Approval of the 2001 Proposed Annual Budget & Work Program.
Division
Cross Reference
New Item: Yes No
Prev Ord/Res #:
Orig Contract Date:
FAYETTEV?LLE �
THE CITY OF FAYETTEVILLE, ARKANSAS
DEPARTMENTAL CORRESPONDENCE
To: Steve Davis, Budget and Research
From: Heather Woodruff, City Clerk
Date: January 2, 2001
Attached is a copy of the resolution adopting the 2001 Budget. The original will be microfilmed
and filed with the City Clerk.
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RESOLUTION NO. 169-00
A RESOLUTION ADOPTING THE 2001 CITY OF
FAYETTEVILLE ANNUAL BUDGET AND WORK PROGRAM
AND APPROVING AMENDMENT NO. 1, PUBLIC CABLE
ACCESS CONTRACT TRANSFER IN THE AMOUNT OF $6,000;
AMENDMENT NO. 2, UNIVERSITY OF ARKANSAS
RAZORBACK TRANSIT TRANSFER IN THE AMOUNT OF
$10,000; AMENDMENT NO. 3, ARKANSAS AIR MUSEUM
TRANSFER IN THE AMOUNT OF $7,000; AMENDMENT NO.4,
DOWNTOWN DICKSON STREET IMPROVEMENT DISTRICT
IN THE AMOUNT OF $10,000.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE,
ARKANSAS:
Section 1. That the City Council hereby adopts the 2001 City of Fayetteville Annual
Budget and Work Program and approves Amendment No. 1, Public Cable Access contract transfer
in the amount of $6,000; Amendment No. 2, University of Arkansas Razorback Transit transfer in
the amount of $10,000; Amendment No. 3, Arkansas Air Museum transfer in the amount of $7,000;
Amendment No. 4, Downtown Dickson Street Improvement District in the amount of $10,000. A
copy ofthe budget/work program with amendments is attached hereto marked Exhibit "A" and made
a part hereof.
PASSED AND APPROVED this 19'" day of December , 2000.
APPROVED;)
By:7�
Fred Hanna, Mayor
ATTEST:
By:
Ieather Woodruff, City dt&k