HomeMy WebLinkAbout199-02 RESOLUTIONRESOLUTION NO. 199-02
A RESOLUTION TO APPROVE AND ADOPT THE 2003 CITY OF
FAYETTEVILLE ANNUAL BUDGET AND WORK PROGRAM AS
AMENDED AND ACCEPTING 2002 HAY PAY PLAN
RECOMMENDATION FOR POLICE AND FIRE PAY RANGES
WHEREAS, the City Council of the City of Fayetteville, Arkansas, after
careful study of the City's financial condition and needs, has determined that the
2003 City of Fayetteville Annual Budget and Work Program as amended
(attached) is the best possible budget during this period of financial uncertainty.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF FAYETTEVILLE, ARKANSAS:
Section 1. That the City Council of the City of Fayetteville, Arkansas
hereby approves and adopts the 2003 City of Fayetteville Annual Budget and
Work Program as amended which is attached hereto marked Exhibit "A" and
made a part hereof.
Section 2. That the City Council of the City of Fayetteville, Arkansas
hereby accepts the 2002 Hay Pay Plan recommendations for Police and Fire pay
ranges and make the pay changes effective with the beginning of the first pay
period in 2003 or January 6, 2003
PASSED and APPROVED this the 17th day of December, 2002.
,t .FAYErr�
eather Woodruff, City Ce
By: _/ ...
APPROVED:
By:
NAME OF FILE:
CROSS REFERENCE:
Item #
Date
Resolution No.199-02
Document
•
1
12/17/02
Resolution # 199-02
2
12/26/02
Memo from Heather Woodruff, City Clerk to Michelle
Bechhold, human Resources
NOTES:
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FAYETTEVILII.E
THE CITY OF FAYETTEVILLE, ARKANSAS
DEPARTMENTAL CORRESPONDENCE
•
To:
From:
Date:
Michele Bechhold
Human Resources
Heather Woodruff, City Clerk
December 27, 2002
Attached is a copy of Resolution 199-02 approving and adopting the 2003 City of
Fayetteville's annual budget and work program as amended and accepting the 2002 Hay
Pay Plan recommendation for police and fire pay ranges.
The original resolution will be microfilmed and filed with the City Clerk.
cc: Nancy Smith, Internal Auditor
Kevin Springer, Budget
Rick Hoyt, Police Chief
Chris Bosch, Fire Chief
i
AGENDA REQUEST
CONTRACT REVIEW
GRANT REVIEW
• STAFF REVIEW FORM • /9911
91-1
For the Fayetteville City Council Meeting of: December3,2002
FROM:
Stephen Davis
Name
Budget & Research Administrative Services
Division Department
ACTION REQUIRED:
Approve a resolution adopting the Proposed 2003 Annual Budget & Work Program.
COST TO CITY:
Cost of this request
Account Number
Project Number
Category/Project Budget Program Category / Project Name
Funds Used to Date Program / Project Category Name
Remaining Balance Fund Name
BUDGET REVIEW: X Budgeted Item Budget Adjustment Attached
Budget a er
Date
Administrative Services Director Date
CONTRACT/GRANT/LEASE REVIEW: GRANTING AGENCY:
4//t/i02--
Date
//t/OZDate
Date
Internal Auditor
ADA Coordinator
Date
Date
Purchasing Manager Date Grant Coordinator Date
STAFF RECOMMENDATION: Staff recommends approval of the Proposed 2003 Annual Budget & Work
Program.
Division Head
Department Director
Date
Date
Cross Reference
New Item:
Yes No
Previous Ord/Res#:
-/ 9-02 Orig. Contract Date
Date
Orig. Contract Number
ay: . Date
•
Staff Review Form - Page 2
Description 2003 Annual Budget & Work Program
•
Meeting Date December3,2002
Comments: Reference Comments:
Budget Manager
Accounting Manager
City Attorney
Purchasing Manager
ADA Coordinator
Internal Auditor
Grants Coordinator
RESOLUTION NO.
A RESOLUTION TO APPROVE AND ADOPT THE
2003 CITY OF FAYETTEVILLE ANNUAL BUDGET
AND WORK PROGRAM AS AMENDED
WHEREAS, the City Council of the City of Fayetteville, Arkansas, after
careful study of the City's financial condition and needs, has determined that the
2003 City of Fayetteville Annual Budget and Work Program as amended
(attached) is the best possible budget during this period of financial uncertainty.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF FAYETTEVILLE, ARKANSAS:
Section 1. That the City Council of the City of Fayetteville, Arkansas
hereby approves and adopts the 2003 City of Fayetteville Annual Budget and
Work Program as amended which is attached hereto marked Exhibit "A" and
made a part hereof.
PASSED and APPROVED this the 3rd day of December, 2002.
ATTEST:
By:
Heather Woodruff, City Clerk
APPROVED:
DRAFT
By:
DAN COODY, Mayor
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City of Fayetteville, Arkansas
1 Annual Budget
1 and
1 Work Program
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MICR
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2003
MICROFILM$ly
City of Fayetteville, Arkansas
2003 Annual Budget
and
Work Program
City Council and Other Elected Officials
Robert Reynolds, Ward 1 - Position 1
Brenda Thiel, Ward 1 - Position 2
Kyle Cook, Ward 2 - Position 1
Don Marr, Ward 2 - Position 2
Robert Rhoads, Ward 3 - Position 1
Bob Davis, Ward 3 - Position 2
Shirley Lucas, Ward 4 - Position 1
Lioneld Jordan, Ward 4 - Position 2
Kit Williams, City Attorney
Sondra Smith, City Clerk/Treasurer
Rudy Moore, Distnct Judge
Submitted by
Dan Coody, Mayor
Hugh Earnest, Urban Development Director
Ray Boudreaux, Aviation & Economic Development Director
Tim Conklin, Community Planning & Engineering Services Director
Gary Dumas, Operations Director
Stephen Davis, Finance & Internal Services Director
Rick Hoyt, Police Chief
Chris Bosch, Fire Chief
Greg Boettcher, Water & Wastewater Director
Prepared by
Stephen Davis, Finance & Internal Services Director
Kevin Springer, Budget Manager
Barbara Fell, Senior Research Analyst
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Fayetteville
Arkansas
For the Fiscal Year Beginning
January 1, 2002
'a iehtadt. /iia -a
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, 2002.
In order to receive this award, a governmental unit must publish a budget
document that meets program cnteria as a policy document, as an operations
guide, as a financial plan, and as a communications device.
The award is valid for a period of one year only We believe our current budget
continues to conform to program requirements and we are submitting it to GFOA
to determine its eligibility for another award.
MISSION STATEMENT
The City of Fayetteville's mission statement is a direct result of a
volunteer team of employees charged with creating a mission statement
that expressed the service core of City operations, reflected our beliefs
concerning City services, and was easy to remember. All City
employees were given an opportunity to provide input for the mission
statement. The mission statement was then adopted by the City Council
and is as follows:
To protect and improve our quality of life by listening to
and serving the people with pride and fairness.
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—Billing & Collections
—Budget & Research
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City of Fayetteville, Arkansas
Table of Contents
Budget Message
Transmittal Memo from the Mayor to Council
Fayetteville Vision 2020: Guiding Principles
Budget Resolution
I -XI
X -XX
XXI
Community Overview
Miscellaneous Statistical Data
Budget Process and Policies
XXII-XXIV
XXV-XXVI
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 5-6
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 Structure 10
Fund Summaries
Chart of Fund Types - Govemmental 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) 14-15
Sources and Uses of Funds 16
Multi -Year Comparison - Adopted Budget Expenditures 17
Governmental Funds
General Fund:
Sources and Uses of Funds 20
Revenue & Expenditure Summary 21
Expenditure Detail 22-23
Special Revenue Funds
Street Fund:
Sources & Uses of Funds 24
Revenue & Expenditure Summary 25
City Advertising & Promotion Fund:
Revenue & Expenditure Summary 26
Off Street Parking Fund:
Revenue & Expenditure Summary 27
City of Fayetteville, Arkansas
Table of Contents (continued)
Community Development Block Grant Fund:
Revenue & Expenditure Summary 28
Parks Development Fund:
Revenue & Expenditure Summary 29
Drug Law Enforcement Fund:
Revenue & Expenditure Summary 30
Debt Service Funds
Arts Center Bond Fund:
Revenue & Expenditure Summary 31
Wastewater Improvements Sales Tax Bond Fund:
Revenue & Expenditure Summary 32
Capital Projects Funds
Library Construction Fund:
Revenue & Expenditure Summary 33
Replacement & Disaster Recovery Fund:
Revenue & Expenditure Summary 34
Sales Tax Capital Improvements Fund:
Revenue & Expenditure Summary 35
Capital Project Detail 36-37
Wastewater System Improvements Project Fund:
Revenue & Expenditure Summary 38
Enterprise Funds
Water & Sewer Fund:
Sources & Uses of Funds 40
Revenue & Expenditure Summary 41
Solid Waste Fund:
Sources & Uses of Funds 42
Revenue & Expenditure Summary 43
Airport Fund:
Sources & Uses of Funds 44
Revenue & Expenditure Summary 45
Town Center and Parking Facility Fund:
Revenue & Expenditure Summary 46
Continuing Education Center and Parking Facility Fund:
Revenue & Expenditure Summary 47
Trust Funds
Police Pension Fund:
Revenue & Expenditure Summary 48
Fire Pension Fund:
Revenue & Expenditure Summary 49
Municipal Judge Retirement Fund:
Revenue & Expenditure Summary 50
Internal Service Funds
Shop Fund:
Revenue & Expenditure Summary 51
Major Revenue Sources 52-55
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City of Fayetteville, Arkansas
Table of Contents (continued)
General Government:
Organizational Structure 57
Overview 58
Program Expenditure Summary 59-62
Personnel Summary 63-64
Mayor's Administration 65
City Council 66
City Attorney 67
City Prosecutor 68
Hot Check 69
District Court - District Judge 70
Economic Development 71
Chief Administrative Officer 72
Cable Administration 73
Internal Audit 74
City Clerk/Treasurer 75
District Court - Criminal Cases 76
District Court - Probation & Fine Collection 77
District Court - Small Claims & Civil Cases 78
Library 79
Yvonne Richardson Community Center 80
Miscellaneous 81
Airport - Administration 82
Airport - Maintenance 83
Airport - Operations 84
Airport - Capital Expenditures 85
Community Planning & Engineering Services:
Organizational Structure
Overview
Program Expenditure Summary
Personnel Summary
Public Lands Maintenance
Engineering - Operations & Administration
Engineering - Right -of -Way Acquisition
Engineering - Public Construction
Planning
Building Safety
Community Resources & Code Compliance
Community Resources & Code Compliance
Community Resources & Code Compliance
Community Resources & Code Compliance
Community Resources & Code Compliance
87
88
89-90
91-92
93
94
95
96
97
98
- Community Code Enforcement 99
- Administration & Planning 100
- Housing Services 101
- Public Services 102
- Public Facilities & Improvements 103
City of Fayetteville, Arkansas
Table of Contents (continued)
Operations:
Organizational Structure 105
Overview 106
Program Expenditure Summary 107-111
Personnel Summary 112-114
Operations Director 115
Parking & Telecommunications - Utilities Management 116
Parks & Recreation - Administration 117
Parks & Recreation - Swimming Pool 118
Parks & Recreation - Administration/Recreation Programs 119
Parks & Recreation - Lake Maintenance 120
Parks & Recreation - Parks Maintenance 121
Parking & Telecommunications - Parking Management Program 122
Transportation - Traffic Engineering & Planning (General Fund) 123
Transportation - Traffic Control & Maintenance 124
Transportation - Operations & Administration 125
Transportation - Rights -of -Way Maintenance 126
Transportation - Street Maintenance 127
Transportation - Drainage Maintenance 128
Transportation - Engineering & Planning (Street Fund) 129
Transportation — Sidewalks 130
Parks & Recreation - Parks Development 131
Parks & Recreation - Parks Development Capital 132
Solid Waste & Recycling - Operations & Administration 133
Solid Waste & Recycling - Commercial Collections 134
Solid Waste & Recycling - Residential Collections 135
Solid Waste & Recycling - Commercial Drop Box Collections 136
Solid Waste & Recycling - Recycling 137
Solid Waste & Recycling - Composting 138
Fleet Operations - Vehicle Maintenance 139
Fleet Operations - Capital Expenditures 140
Finance & Internal Services:
Organizational Structure 141
Overview 142
Program Expenditure Summary 143-144
Personnel Summary 145-146
Finance & Internal Services Director 147
Human Resources 148
Accounting & Audit 149
Budget & Research 150
Billing and Collections (General Fund) 151
Building Services - General Maintenance 152
Building Services - Janitorial 153
Purchasing 154
City of Fayetteville, Arkansas
Table of Contents (continued)
Information Technology 155
Billing and Collections (Water & Sewer Fund) 156
Police Department:
Organizational Structure 157
Overview 158
Program Expenditure Summary 159-160
Personnel Summary 161
Central Dispatch 162
Animal Services - Patrol/Emergency Response 163
Animal Services - Animal Shelter 164
Animal Services - Veterinarian/Clinic 165
Police - Support Services 166
Police - Patrol 167
Police - Drug Enforcement 168
Fire Department:
Organizational Structure 169
Overview 170
Program Expenditure Summary 171
Personnel Summary 172
Fire - Prevention. 173
Fire - Operations 174
Fire - Training 175
Water & Wastewater
Organizational Structure 177
Overview 178
Program Expenditure Summary 179-181
Personnel Summary 182
Water & Wastewater Director 183
Meter Operations - Meter Reading 184
Meter Operations - Meter Maintenance & Backflow Prevention 185
Water & Sewer Maintenance - Water Purchased 186
Water & Sewer Maintenance - Operations & Administration 187
Water & Sewer Maintenance - Water Distribution Maintenance 188
Water & Sewer Maintenance - Water Storage & Pump Maintenance 189
Water & Sewer Maintenance - Sewer Main Maintenance 190
Wastewater Treatment Plant 191
Water & Sewer Maintenance - Capital Water Mains 192
Water & Sewer Maintenance - Capital Expenditures 193
Water & Sewer Maintenance - Water & Sewer Connections 194
Water & Sewer Maintenance - Sewer Mains Construction 195
City of Fayetteville, Arkansas
Table of Contents (continued)
Wastewater Treatment Plant - Capital 196
Water & Sewer Maintenance - Debt Service 197
Capital and Debt
Capital Improvements Program Introduction 199-200
Capital Improvement Program Directional Information 201-205
Summary of Project Requests & Project Resources 206
Capital Improvement Projects by Project Area - All Sources 207
Sales Tax Capital Improvements Funding - By Project Category 208
Capital Improvements Program Comprehensive Detail 209-212
2003 Capital Budget 213-215
Debt Position 216
Description of Outstanding Bonds 217-218
Schedule of Bonds Outstanding 219
Debt Service Payment Schedule 220
Legal Debt Margin Calculation 221
Debt to Maturity Schedule 222
Appendix
City of Fayetteville Organizational Chart 223
List of Elected Officials, Administrative Officials, and Management Staff 224
Personnel Summary 225
Personnel Variation Summary 226-227
Acronyms 228-229
Glossary 230-235
Index 236-239
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
- Community Planning and Engineering
- Operations
- Finance & Internal 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 2003. 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 2003 Budget and Work Program and financial policies for the City.
These policies include: Budget Adjustrtient 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 seven major departments: General Government, Community
Planning and Engineering, Operations, Finance & Internal Services, Police, Fire, and Public
Works. The Department Summaries section contains the following:
(1) Department Overview - This section provides a brief summary of total expenditures and
significant changes for each department.
(2) Goals and Objectives - This section provides a listing of upcoming goals and objectives
for the next budget year. In addition, a results section is provided on the goals developed
for the previous year.
(3) Program Expenditure Summaries - This section reflects expenditures by category for
each program in a Department for Actual 2001, Budgeted 2002, Estimated 2002, and
Budgeted 2003.
(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 2002-2006 Capital Improvements Program and planned
capital expenditures for 2003; a synopsis of the City's projected debt position as of December 31,
2002; 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 postcosumer content.
1 FAYETTEVILLE
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THE CITY OF FAYETTEVILLE, ARKANSAS
March 31, 2003
Members of the City Council and
Citizens of Fayetteville:
I hereby submit the 2003 Adopted Budget for the City of Fayetteville, Arkansas that was approved,
by City Council, on December 17, 2002. It has been prepared and submitted in accordance with
Arkansas Statutes and City Ordinances, which require that the Mayor, under the aldermanic form of
government, submit to the City Council the annual budget for approval. This budget allocates
necessary funding for all municipal operations including the 2003 capital projects set forth in the
Adopted 2002-2006 Capital Improvements Program, as amended. This adopted budget reflects the
discussion and amendments made by City Council during their review of the 2003 Proposed Budget.
This budget also lists the Fayetteville Vision 2020 Guiding Principles as well as the City of
Fayetteville Goals for 2008. A discussion of some of the goals and actions for 2003 are discussed in
this letter. The Guiding Principles and Goals were developed as a result of the Strategic Plan 2003-
2008. The Strategic Plan development consisted of a Citizen's Summit conducted in January and
culminated in a City Council and Mayor retreat in March. The Fayetteville Vision 2020 Guiding
Principles and the staff developed goals for 2003 are listed immediately following the conclusion of
this letter.
2002 - A REVIEW
During this past year, the City has undertaken several significant projects that can generate long-term
benefits for the Community. A partial listing of these projects includes: an impact fee study (City
Council has approved an ordinance to establish impact fees); obtained re -authorization of the City
sales tax; initiated an interactive voice response system, enhanced the City's web -site, and rolled out
a municipal management system project; secured approval of a residential trash cart collection
program; secured approval of a sales tax bond issue for the Wastewater System Improvements
Project; significant segments of the City's trail system were constructed during the year; the new
Library began construction and is on schedule; commenced the construction of Dickson Street
Enhancement Project; and continued progress on the Walker Park Senior Center.
City operations were improved during the year. The more significant changes were: City Council
authorized a 2002 pay -plan and benefit plan review and received the reports and recommendations;
the Fire Department rearranged staffing to address findings contained in the NIOSH report. The
staffing changes resulted in transferring six firefighters to address administrative and safety duties;
the Police Department added two Police Captain positions and reduced two Lieutenants positions;
and moved Code Enforcement from the Building Safety Division to place more emphasis on code
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enforcement activities. Also during 2002, City Council authorized enhanced retirement benefits for
the uniform Fire and Police department employees.
Economics continues to play a significant role in the City's ability to provide services for Citizens.
Several financial briefings were developed and presented to City Council on sales tax funding for
capital investment and General Fund operations during this past year; an economic development
strategy plan was developed and distributed; a position paper on the need for a viable and active
central business district was developed and distributed; the economic development plan for
Fayetteville Municipal Airport is underway and showing positive results; Wilson Springs Business
Park has been provided guiding principles for development by City Council; and a renewed spirit of
cooperation between the City, the University of Arkansas, the Fayetteville School District and the
Fayetteville Chamber of Commerce has been solidified over the past twelve months.
2003 - THE YEAR AHEAD
The focus of the 2003 Adopted Budget for the City of Fayetteville is directed toward implementation
of the Goals 2008 statement developed from the Strategic Plan. In addition to focusing the 2003
Annual Budget & Work Program toward implementation of the Goals 2008, this budget was
developed to build on philosophies of enhanced customer relations and cost-effective public service,
and responsive government. With the continued focus of the City Council, the Citizens of
Fayetteville and Staff, a number of projects, programs, and initiatives will be accomplished.
Together, we must face the challenges to be met in 2003 and beyond to improve the quality of life in
Fayetteville. The following is a discussion of some of the issues, challenges, and goals incorporated
into in the 2003 Adopted Budget.
Principle:
Issue:
Guiding Principles, Issues and Challenges
Financially sustainable City Government Providing Top Quality, Responsive
Services
Use of Reserves to Fund Ongoing Operations for General Fund
During the budget briefing conducted for City Council November 12, Staff identified
the projected use of approximately $2.3 million of reserves to fund on-going
operations, disregarding funding the pay range adjustments identified by Hay
Management Consultants for the City. After City Council review and Staff spending
adjustments, the adopted budget for General Fund has a use of reserves for 2003 that
is expected to be approximately $1.9 million.
Projections made, beginning in 1999 for General Fund, anticipated the use of
reserves to fund on-going operations. The General Fund projections developed in
May 2002 anticipated using reserves in 2004 and 2005 to fund on-going operations
To offset the use of reserves for on-going operations, Staff adopted shifting expenses
from General Fund to Street Fund and the Parks Development Fund. These cost
shifts are included in this budget and reduce the use of reserves in General Fund by
approximately $250,000. Additionally, City Council approved a reallocation of the
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Principle(s):
Issue:
Principle:
Issue:
City's 1% sales and use tax to provide increased operations funding. This
reallocation of the sales and use tax will provide the opportunity to balance future
budgets.
Also, Cox Communications provided to the City an estimate of cable franchise fees
for 2003 that is approximately $91,000 more revenue than has previously been
estimated. Court fines and fee revenues have been increased approximately $100,000
based on collections through October.
Finally, in the Proposed Budget submitted to City Council, Staff recommended that
revenue enhancements be enacted to stabilize the fiscal picture for General Fund.
Staff determined that the most viable revenue enhancement is to increase all utility
franchise fees to 4.25% unless the current utility franchise fee already exceeded
4.25%. During City Council budget deliberations and discussions, the utility
franchise fee was increased for the Water & Sewer utility only. This fee increase will
generate an additional $180,900 in new revenue for General Fund in 2003. Staff, in
compliance with City Council instructions, identified $428,633 in budget reductions
and presented the listing of proposed budget reductions prior to City Council
approving the franchise fee increase. The budget reductions and franchise fee
increase are in General Fund.
Reputation as a "Safe Community" and Financially Sustainable City
Government Providing Top Quality, Responsive Services
Funding Options for Pay Range Adjustments and Pay Compression Adjustments
Prior to the November 12 budget briefing, Hay Group had identified Police and Fire
pay range adjustments that, if enacted, would cost approximately $987,000 to fully
fund in 2003. Subsequent to the November 12 meeting, Hay also identified an
additional $600,000 to $800,000 in pay compression issues for all non-uniform
employees. The General Fund portion of the pay compression issue is between
$355,000 and $472,000. This budget includes sufficient funding to fully fund the pay
range adjustment for Police and Fire uniform employees and the non-uniform pay
compression issues. Approximately one third of funding for these issues is from a
group benefit cost savings that is discussed later in this letter.
The City will perform a salary survey in 2003 that will require funding in 2004. City
Council will be presented options of where the funding could come from to fully
fund the 2002 pay range adjustment, salary compression and the 2003 pay range
adjustments, if any.
Financially Sustainable City Government Providing Top Quality, Responsive
Services
Evaluate Group Benefits Costs
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Issue:
Principle:
Issue:
The City contracted with Ramsey, Krug, Farrell & Lensing to market the City's group
benefit plan to obtain better pricing and more options. The consultants reported that
they have negotiated two proposals that can reduce the City's cost of group benefits
between $77,000 and $280,000. Staff recommended that the City accept the larger
savings and use the money to fully fund the remaining cost of the 2002 pay range
adjustment and pay compression issues identified by Hay Group. City Council
accepted Staff's proposal and applied the savings to provide the funds needed to fully
address the uniformed Police and Fire employees pay range adjustment and to
provide funding to fully address non-uniform pay compression issues.
Diverse, Growing Local Economy
Economic Development
During the past year the City has issued two economic development reports that
identify the City's commitment to continued economic growth of the
Downtown/Dickson Street area and identify the City's commitment to establishing a
community -wide economic development strategy. The economic development
efforts included in this budget are continued emphasis on sustaining the Fayetteville
Municipal Airport, continued efforts to more fully utilize the South Industrial Park,
and to market Wilson Springs Business Park.
Once the Dickson Street Enhancement Project is completed, the City will be
incurring additional maintenance costs for landscape maintenance, litter control,
parking enforcement and public safety. This budget contains increased funding for
Parking Management that will partially address the increased City cost in the Dickson
Street corridor. This budget contains funding for a six-month contract with the
Downtown -Dickson Enhancement Project, Inc (DDEP). During the third quarter of
2003, City Council is scheduled to review the contract performance through the first
six months and determine the City's future funding for DDEP.
Financially Sustainable City Government Providing Top Quality, Responsive
Services
Unfunded mandates
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, conduct a water supply
vulnerability assessment and the Americans with Disabilities Act (ADA), the City
must allocate funds to comply with the regulations for commercial driver license
holders, licensing requirements for solid waste transfer station workers, and licensing
requirements in the water and wastewater areas.
The United States Environmental Protection Agency posted regulations governing
storm water management requirements for smaller cities in November 1999. Based
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Principle:
Challenge:
Principle(s):
Challenge:
on population, the City has to comply with the regulations. These regulations are
commonly referred to as the Phase II Storm Water Management regulations. Early in
2003 the City will secure a permit with a 5 -year compliance implementation
requirement.
During 2003, City staff will be converting all of the City's financial reporting, in
order to comply with the Governmental Accounting Standards Board (GASB)
Statement No. 34. For more than a decade and a half, GASB has been working on a
project designed to change the framework of financial reporting for state and local
governments. In June 1999, the GASB marked the completion of this project with
the issuance of GASB Statement No. 34, Basic Financial Statements -and
Management's Discussion and Analysis -for State and Local Governments. Without a
doubt, GASB Statement No. 34 represents the most important single change in the
history of accounting and financial reporting for state and local governments. The
Statement was developed to make annual reports easier to understand and more
useful to the people who use governmental financial information to make decisions
(or who may do so in the future): legislators, their staff, and members of oversight
bodies; investors, creditors, and others who provide resources to governments; and
citizen groups and the public in general. Since the City of Fayetteville is a
government with total revenues of $10 million or more but less than $100 million,
implementation of the new pronouncement will be required for the fiscal years
beginning after June 15, 2002 (i.e. Fiscal Year 2003).
Well Maintained City Infrastructure and Facilities
Implementation of the Wastewater System Improvements Project (WSIP)
The WSIP is a project valued at $120 million that will provide the City with a second
wastewater treatment plant, improvements to the existing wastewater treatment plant,
improvements to the sewer collection system, and the elimination of several lift
stations. Additional engineering contracts will have to be approved by City Council
before the consulting engineers can proceed with design development. These
contracts are expected to be submitted for City Council review and approval in the
first quarter of 2003. Additionally, the financing documents must be approved by
City Council and are expected to be ready in the first quarter of 2003. The project is
anticipated to be ready for construction by mid -year 2004.
Financially Sustainable City Government Providing Top Quality, Responsive
Services and Well Maintained City Infrastructure and Facilities
Continued Waste Stream Diversion, Revenue Enhancements and Cost Savings in
Solid Waste
The Solid Waste Division is implementing a cart based collection system for
residential customers beginning in January 2003. The Solid Waste Division will be
developing comprehensive plans to implement a commercial recycling program, a
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Principle:
Opportunity:
Principle(s):
Opportunity:
food recycling program, a glass recycling program, and developing the business plans
that will need to be authorized before these services can be offered to businesses and
citizens. Each of these new program offerings require additional equipment and staff
as well as a revenue stream that will support the service. The Solid Waste Division
will also be proposing options concerning either implementing an exclusive franchise
on commercial waste on September 1, 2003 in compliance with City Council
authorization granted in 2002 or developing franchising agreements for commercial
waste haulers.
Financially Sustainable City Government Providing Top Quality, Responsive
Services
Leadership Retreat and Fayetteville Focus
During the first quarter of 2003, a leadership retreat has been scheduled that will
enable City Council to establish immediate (2 year) priorities as well as long-term
(up to 8 year) priorities. These priorities will Lead to specific projects with
implementation beginning within the next 12 to 36 months. The City contracted with
a strategic leadership facilitator in 2002 to conduct the leadership retreat during the
first quarter of 2003.
Financially Sustainable City Government Providing Top Quality, Responsive
Services, Well Maintained City Infrastructure and Facilities
Improved Resource Utilization
During 2002, the City invested approximately $750,000 in several systems that will
result in improvements in citizen and customer service delivery. Additionally,
significant Staff time has also been invested in these projects. With this investment
and continued maintenance of these new tools, citizens and customers will be able to
access City services as never before possible. These systems were authorized by City
Council in early 2002 and all of them were operational in early December. During
2003, Staff will be focused on developing the reporting and data validation
procedures that will enable full utilization of these new resources.
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Personnel Changes
The 2003 Budget adds a Meter Reader
for Meter Operations, . a Sewer
Maintenance Crew Leader and two
Sewer Maintenance Workers for Water
& Sewer Maintenance. These positions
are funded in Water & Sewer Fund. A
Parking Maintenance Worker is added 169.43
to provide additional maintenance of
parking facilities for the Downtown
and Dickson Street areas. This position
is needed due to the improvements
along Dickson Street coupled with
changing parking along Dickson Street
from a metered parking arrangement to
a timed parking arrangement and will
be partially funded by Off Street Parking Fund. This budget also adds a Police Officer that is
primarily funded by the Drug Enforcement Grant and a half time District Court Clerk. The District
Court Clerk is funded in General Fund and will be assigned collection duties.
2003 Personnel Summary
653.03 Total Employees (Full Time Equivalent Basis)
Police
Finance &
Internal
Services
59.75
Fire
89.00
Water &
Wastewater
69.00
Operations
165.85
General
Government
53.75
Community
Planning &
Engineering
Services
46.25
As decisions are made by City Council during 2003 concerning the Solid Waste Division's service
changes, additional staff positions funded in Solid Waste Fund may be requested.
Capital Improvements
This budget contains funding for the 2003 projects included in the 2002-2006 Adopted Capital
Improvements Program with the following exceptions: funding of $1,995,000 was added for the
Mount Sequoyah Water & Sewer Replacement Project funded in Water & Sewer Fund; $59,450 was
added for a replacement vehicle in the Parking & Telecommunications Division, for an expansion
pickup truck for the Transportation Division, and for an Expansion Backhoe for the Water & Sewer
Maintenance Division funded in Shop Fund; ($33,000) was reduced in the Bulk Containers and
Commercial Cart Program funded in Solid Waste Fund; $1,559,500 increase in capital overall by
eliminating the Ernest Lancaster Drive -Phase II, the Hanger Rehabilitation, and the Runway
Sealcoating projects, increasing Professional Services, and adding three East Corporate hangers, the
Taxiway A Extension - Phase I, and the East Side Fuel Station projects funded in Airport Fund;
$568,000 of funding was added for the Fire Computer System Improvements, the Emergency Gas
Generator, the Exhaust Removal System, the Building Improvements, the Microcomputer
Replacements, the Municipal Management System - Conversion/Training, and the Local Area
Networking projects funded in Sales Tax Capital Improvements Fund; and a ($51,000) reduction in
the Lights of the Ozarks Project funded in Parks Development Fund.
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2003 FINANCIAL ACTIVITY SUMMARY
The 2003 Annual Budget and Work Program includes approximately $143.6 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
Personnel
Materials & Supplies
Services & Charges
Maintenance
Internal Charges
Debt Service
Purchased Water
W.W.T.P. Operations
Total Before
Transfers/Capital/Depreciation
Transfers
Capital
Depreciation
Adopted 2002
$ 28,040,955
4,540,630
11,128,895
1,205,241
3,469,000
1,828,200
4,928,000
4,374,152
59,515,073
4,914,403
64,156,438
7,817,718
Adopted 2003
$ 31,142,490
4,725,136
14,357,575
1,774,881
3,222,829
11,101,000
4,928,000
4,044,794
75,296,705
6,322,681
53,400,402
8,541,056
% Change
11.06%
4.06%
29.01%
47.26%
-7.10%
507.21%
0.00%
-7.53%
26.52%
28.66%
-16.77%
9.25%
$ 136,403,632 $ 143,560,844 5.25%
The City's adopted budget increased approximately $7.2 million when compared to the Adopted
2002 Annual Budget. The majority of the increase in expenditures is in Debt Service with
$8,874,140 in the Wastewater System Improvements Sales Tax Bond Fund is newly budgeted for
2003. Services & Charges increased by $3,228,680 due to the following: cost reimbursements
decreased by $305,682 in General Fund due to the Billing & Collections Division moving to the
Water & Sewer Fund; the transfer to the Advertising & Promotion Commission account increased by
$211,101 because of projected Hotel, Motel, & Restaurant Tax revenue; reclassified $822,500 to the
Services & Charges category in the Sales Tax Capital Improvements Fund that was previously shown
in the Capital Category; the Water & Sewer In Lieu of Taxes account increased by $236,100 in 2003
over 2002 due to General Fund increasing the level of Franchise Fees charged and normal growth;
and $279,000 in the Airport Fund was reclassiflied to Services & Charges that were previously
shown in the capital category. Personnel costs increased by $3,101,535 mostly due to normal merit
and step range increases that occur throughout the year. $987,000 of the increase was attributed to a
Police and Fire pay range adjustment identified by the Hay Group in 2002. Transfers increased by
$1,408,278 in the Sales Tax Capital Improvements Fund due to the sales tax revenue reallocation
from 25% to 50%. Depreciation increased by $723,338 partly attributed to fleet purchases in 2002.
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Maintenance increased by $569,640 partially due to Software Maintenance of $49,140 in General
Fund with the Municipal Management System (Hansen) being activated in late 2002 and $332,000 in
the Sales Tax Capital Improvements Fund being reclassiflied to Maintenance from previously
charged in the capital category. Capital decreased $10,756,036 due to the Library Construction
project being budgeted in 2002 for $20,417,000 and only $3,485,628 in 2003. This one-time project
represents a $16,931,372 decrease in capital.
Overview of City's Major Funds:
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 - $8.8 million; a portion of the City's
sales and use tax - $4.5 million; franchise fees - $3.6 million; charges for services - $1.1 million; and
intergovernmental - $1.4 million. The functions financed by the General Fund include general
government, finance and internal services, animal services, parking and telecommunications
services, fire and police, parks and recreation, cable, library, traffic, engineering, planning, and
building safety.
The chart below compares actual revenues and expenditures from 2000 through 2001, estimated
revenues and expenditures for 2002, budgeted revenues and expenditures for 2003, and projected
revenues and expenditures through 2006. The City's sales and use tax projections are compiled with
the 50/50 split between capital and General Fund that begins July 1, 2003.
General Fund
28,500,000
26,000,000
23,500,000 /
21,000.000
18.500,000
16,000,000
13,500,000 /
11,000.000 /
2000 2001 2002
2003
2004 2005 2006
• Revenues • Expenses
The Street Fund is primarily financed by turnback revenues received from the State of Arkansas and
turnback monies received from the County Road Millage Tax. These monies are utilized to maintain
and repair City streets, rights-of-way, drainage, and City owned sidewalks.
Currently, the Street Fund has use of reserves in 2003. The turnback from the State of Arkansas is
apportioned on a per capita basis. The projection for 2003 is that cities throughout Arkansas will
receive $46.00 per person. The Street Fund budget for County Road Millage Tax is based on a 1.16
mil levy with a maximum 3.0 mil levy for property located within the city limits.
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The chart below tracks actual Street Fund revenue and expenditures from 2000 through 2001,
estimated revenues and expenditures for 2002, budgeted revenues and expenditures for 2003, and
projected revenues and expenditures through 2006. Revenues for Street Fund are primarily motor
fuel taxes collected by the State (state turnback) and returned to the City on a per capita basis. The
long term trend for state tumback is relatively flat. The per capita rate for Street Fund in 1995 was
$41.00 and in 2003 will be $46.00 or an increase of 12.2% over nine years. As the City continues to
grow, additional revenue sources will need to be identified to fund Street Fund activities.
Street Fund
---- 4v 2005 2006
® Revenues ■ Expenses
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 Parks Development Fund accounts for the revenue and expenditures of the Parks HMR tax
approved by the voters in 1995. The $1.7 million in planned expenditures for 2003 includes
approximately $493,000 in capital improvements. The fund is budgeted to utilize approximately
$91,000 of fund balance for 2003.
The Sales Tax Capital Improvements Fund accounts for the revenue and expenditures of the
City's 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 $4,557,000 transfer to General Fund in 2003. The 2003 planned
expenditures include $8,372,500 in capital improvements
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 2003, 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
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water purchases budgeted for 2003 represent the largest expenditure for operations in the fund at
$4.9 million. This represents approximately 28% of total operating expenditures. The wastewater
treatment plant operations are budgeted at $4.6 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.
' The 2003 budget incorporates operational cost increases attributed to changes in the residential trash
collection and residential curbside recycling program.
iThe Airport Fund provides for the operation and maintenance of the City's municipal airport. The
Airport Fund's revenue is generated from rents and leases. For 2003, the fund has a deficit of
revenue over expenses prior to depreciation expense of $504,466.
The 2003 budget reflects the increased cost to operate the FBO and the City's cost of maintaining the
tower at Drake Field. The increased cost for the FBO is offset by fuel sales. The City's increased
cost for the tower is $192,500.
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 2003 operational costs can be attributed to additional parts and supply purchases, fuel
expense, insurance, 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 2003. The
appropriations contained in this budget will provide for quality municipal services that meet the
I. 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.
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Respectfully
AQdcztm
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Dan Coody
Mayor
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Fayetteville Vision 2020: Guiding Principles I
In late 2002, the City entered into an agreement with a facilitator to conduct a leadership and
strategic goal setting exercise as part of a retreat to be held in the first quarter 2003. The specific
desired outcomes of the leadership and goal setting retreat are: establish goals and direction for the
City; establish a framework for Mayor and City Council leadership and governance; and establish '
actions to enhance effectiveness and teamwork between the City Council, Mayor, and City Staff.
The leadership and goal setting workshop was conducted during the first quarter of 2003 and
included: individual interviews with the Mayor and each City Council member; interviews with key
staff; and a leadership retreat for the Mayor and City Council. The result of this leadership and
strategic goal setting exercise was to establish immediate (2 year) priorities as well as long-term (up
to 8 year) priorities. These priorities will lead to specific projects with implementation beginning
within the next 12 to 36 months. In order to provide the overall framework for the identified
priorities, City Council and the Mayor developed the Fayetteville Vision 2020 Guiding Principles.
The Guiding Principles are listed below.
1. Naturally Beautiful City: Our Mountains and Hills, Our Creeks, Our Open
Greenspaces
2. Well Maintained City Infrastructure and Facilities
3. Diverse, Growing Local Economy '
4. Financially Sustainable City Government Providing Top Quality,
Responsive Services
5. Revitalized South Fayetteville I
6. Greater Ease of Mobility through an Effective Transportation System
7. Home of Nationally Recognized University — Educational and Research
Excellence
8. Dickson -Downtown Developed as a "Cultural and Entertainment" District
9. Housing Choices for All Income Levels
10. Reputation as a "Safe Community"
11. Quality Public School System
12. A Fun City to Live
Below is a partial listing of the specific goals used by City Staff to develop the 2003 Annual budget
& Work Program. This listing links the goal and its related guiding principle and the department the
activity will occur in.
1. Naturally Beautiful City: Our Mountains and Hills, Our Creeks, Our Open Greenspaces
General Government Department
• To develop a program to control trash and litter in Fayetteville.
• To assist in large area rezoning and ordinance modifications to safeguard 1
neighborhoods and prevent overly dense development on hillsides.
Community Planning & Engineering Services Department
• To continue formulation and implementation of the "Phase II" program for storm
water quality as mandated by the EPA and the NPDES program.
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I. To provide observation, inspection, supplemental inspections, testing, final reviews,
and recommendations for acceptance into the City's infrastructure of new water,
sanitary sewer, grading, drainage, and street construction.
• To begin a cyclic tree pruning and hazardous tree removal program with the
information obtained in the citywide street tree inventory. A three-man crew may
prune some of the lower branches and young tree pruning needs while the CIP
Forestry Project will fund contracts with local tree pruning companies to do the
largest share of work.
I. Incorporate a more consistent inspections program for the Tree Preservation and
Protection Ordinance as well as landscape installations per the landscape ordinances.
• Develop a one hour workshop on implementing the Tree Preservation and Protection
Ordinance for area engineers, architects, and developers.
• To provide increased code education hours for employees and expand training to
include interested tradespersons. Train personnel to utilize the new Hansen Based
tracking system to streamline response and track progress of applications,
inspections, and occupancy permits.
• To open discussions with the Northwest Arkansas Regional Planning Commission on
regional solutions to common problems.
Operations Department
• To continue to incorporate the Parks and Recreation Master Plan recommendations
into the parks system.
• To complete the Trails and Greenway Master Plan, which will include a project
prioritization matrix.
• Partner with area agencies, businesses, neighborhood associations to promote parks,
trails and greenways and how they increase the quality of life benefits in the City of
Fayetteville.
• Expand new beautification projects throughout the parks system and supply irrigation
upgrades to existing horticultural areas.
' • To have the pay -as -you -throw program rolled out smoothly and educational literature
designed.
• Implement the pilot glass recycling program, analyze the data, set rates, and expand
to all glass generators. Develop markets for glass aggregate.
• Implement an apartment -recycling program and convert the in-house recycling routes
to carts.
2. Well Maintained City Infrastructure and Facilities
General Government Department
• Modify certain sections of the Fayetteville Code to provide more uniform, predictable
and fair results when refunds are required for unbuilt capital improvements.
' • Fine tune the drafting of impact fee ordinances for water and sewer and defend these
ordinances, if challenged, in court.
• To aggressively seek federal and state funding needed to address the issues of urban
in -fill, redevelopment of the downtown area, and alternative modes of transportation.
• Televise 325 government meetings on the Fayetteville Government Channel during
2003.
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• To continue converting the production system to digital formats as worn equipment is
replaced. As video is stored on disk, cable casting will be directly from digital
storage.
• To complete furnishings package, signage and graphic identity plan, network layout, ,
equipment and technology plan, and security system plan for the new library.
• To continue developing services and programs to promote use of the library by low-
income and Hispanic residents.
Community Planning & Engineering Services Department
• To provide project management of approximately 10 projects with contracted
engineering services.
• Complete the Master Traffic Study with its comprehensive improvement needs
listings. Validate the priorities and allocate funds for selected activities.
• To continue formulation and implementation of the "Phase II" program for storm
water quality as mandated by the EPA and the NPDES program.
• To provide observation, inspection, supplemental inspections, testing, final reviews,
and recommendations for acceptance into the City's infrastructure of new water,
sanitary sewer, grading, drainage, and street construction.
Operations Department
• Aggressively seek alternative funding opportunities to develop the community park,
trails, and greenways, improve existing parks, and enhance recreational programs.
• To establish an ongoing backup and maintenance plan for all telecommunications
systems for all City facilities.
• To overlay 150,000 square yards of City streets.
• Prepare specifications and bid documents for a traffic signal pole maintenance and
certification project.
• Test and certify all conflict monitors in traffic signal cabinets. (A conflict monitor
monitors all voltages in the cabinet to prevent conflicting dangerous indications at the
intersection.)
• Utilize the Hansen work order system to set up a program of regularly scheduled
preventive maintenance for all traffic signals.
• To complete 6,500 vehicle/equipment repair requests and perform 1,000 preventive
maintenance service inspections.
Finance & Internal Services Department
• To oversee the development of activity reporting from the Municipal Management
System (MMS), to monitor and propose enhancements to the City's web site and
monitor and add enhancements to the City's IVR system.
• To review water and sewer service agreements with other governments and
wholesale utilities and propose contract modifications, if needed.
• Implement an Amendment 78 Short Term Financing Program that can be a short-
term (five years or less) bond issue and/or short term capital lease (up to five years).
• Institute a preventive maintenance plan for each City -owned facility.
• Renovate selected areas of City buildings, as funding permits.
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Water & Wastewater Department
• Sustain progress on the wastewater system improvements project by initiating design
of the various elements, prioritizing critical activities for early design, and
construction in accordance with the program schedule.
• Complete the Water Distribution Master Study defining water line, pumping station,
and storage deficiencies. Develop a comprehensive capital improvement program to
' fund and complete the critical system needs.
• Accelerate the street overlay program to reduce the backlog of targeted projects and
to fully utilize funding.
• To continue to provide accurate and efficient technical information and services
pertaining to water meter reading, customer service, meter maintenance, backflow
prevention, and utility service to internal and external customers to ensure good
customer relations and cooperation.
• To continue to provide routine maintenance to meters and meter installations to
ensure accuracy of all the water meters in the system, to minimize time delays and
mistakes made in meter reading or customer service work assignments, and to
minimize safety hazards to customers, City personnel, etc.
I. To develop meter maintenance reports by meter size, in account number order, to
establish a testing and maintenance schedule for all sizes of meters in order to ensure
meter accuracy.
• To construct at least 8,000 feet of new or replacement water main and reduce water
leaks to fewer than 600.
3. Diverse, Growing Local Economy
General Government Department
• To continue to develop the I-540 business and technology park in a cost effective
manner.
• To develop a sports complex for youth programs, competitions, etc.
' • To aggressively seek federal and state funding needed to address the issues of urban
in -fill, redevelopment of the downtown area, and alternative modes of transportation.
• Assist local companies obtain state grants that will provide funds to aide in the
expansion of the job base for the City.
• To work towards making Fayetteville Municipal Airport the premiere general
aviation airport in Northwest Arkansas.
• To complete construction of the new corporate ramp and the new FBO hangar.
Community Planning & Engineering Services Department
I. To open discussions with the Northwest Arkansas Regional Planning Commission on
regional solutions to common problems.
Operations Department
• To assist in providing appropriate and necessary information to the City Council
concerning the ultimate utilization of the land currently known as the Wilson Springs
Business Park.
• To implement a program for cleaning all parking decks, parking lots, and streets in
the downtown and Dickson Street areas on a full-time basis.
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4. Financially Sustainable City Government Providing Top Quality, Responsive Services
General Government Department
• Modify certain sections of the Fayetteville Code to provide more uniform, predictable
and fair results when refunds are required for unbuilt capital improvements.
• Fine tune the drafting of impact fee ordinances for water and sewer and defend these
ordinances if challenged in court.
• Attempt to reduce the City's exposure to litigation by proactive research of the law
and advising the City Council, Planning Commission, and Board of Adjustment of
such.
• Televise 325 government meetings on the Fayetteville Government Channel during
2003.
• Prepare up-to-date informational documents about pertinent cable and
telecommunications issues including minutes of the previous meeting and an agenda
and deliver them digitally to the Telecommunications Board Members in advance of
each monthly meeting.
• The Internal Auditor Division will work on special projects as assigned by the Audit
Committee and the Chief Administrator Officer.
• Issue the REP for services to provide the Risk Assessment Analysis, present the
proposals to the Audit Committee, and provide a contract for the firm selected by the
Audit Committee. '
• Review the component units of the City of Fayetteville that includes the Fayetteville
Public Library and the Town Center (Advertising & Promotion).
• To purchase and install an imaging system, in conjunction with the Information
Technology Division, for record retention and archive information that also allows all
City departments' desktop access.
Community Planning & Engineering Services Department
• To provide observation, inspection, supplemental inspections, testing, final reviews,
and recommendations for acceptance into the City's infrastructure of new water,
sanitary sewer, grading, drainage, and street construction.
• Complete the Master Traffic Study with its comprehensive improvement needs
listings. Validate the priorities and allocate funds for selected activities.
Operations Department
• To continually evaluate for improvement options in organizational and operational
efficiencies within the Operations Department and strive to improve customer
service. I
• Aggressively seek alternative funding opportunities to develop the community park,
trails, and greenways, improve existing parks, and enhance recreational programs.
• Utilize the Hansen work order system to set up a program of regularly scheduled
preventive maintenance for all traffic signals.
• To develop proposals for the Commercial Drop Box Collections Program that will
enable City Council to choose if the City should become the exclusive service
provider or if a commercial drop box collection licensing program should be
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Finance & Internal Services Department
• To oversee the development of activity reporting from the Municipal Management
System (MMS), to monitor and propose enhancements to the City's web site, and
monitor and add enhancements to the City's IVR system.
• To complete the revision of the City's policy and procedure manual, which involves
updating and condensing the manual and recording the entire manual into electronic
format for ease of access on the City's Intranet.
• To develop an internal training activity that will target specific needs and develop
necessary competencies to provide support and performance improvements using
technology when applicable.
• Implement an Amendment 78 Short Term Financing Program that can be a short-
term (five years or less) bond issue and/or short term capital lease (up to five years).
• To continue efforts to implement policy and/or practice recommendations that
resulted from the Oversight Committee's work with the Hay Group.
• To develop a Business License Program and conduct a user fee study.
• To coordinate with the Budget & Research and the Accounting & Audit divisions to
implement the New World Position Control Module.
• Identify and load data into our training software program to allow tracking of
employees' professional certificates and licenses.
• Create and maintain individual employee benefit files to centralize these records and
assist Human Resources in complying with audit requirements.
• To implement GASB 34 standards for the year 2003.
• Work with the Information Technology Division to resolve approval process
mapping problems associated with direct entry of purchase requisitions and train all
divisions in direct purchase requisition entry into the New World System.
• Utilize commodity codes in New World to compile ordering history to obtain volume
discount pricing and increase the number of vendors bidding.
• Streamline the water turn -on process for customers.
• Upgrade to a new version of NWS Utility Billing Software.
Police Department
• To reintroduce a low cost spay/neuter program to the public and increase spay/neuter
education to decrease the number of unwanted litters.
Water & Wastewater Department
• Complete the Water Distribution Master Study defining water line, pumping station,
and storage deficiencies. Develop a comprehensive capital improvement program to
fund and complete the critical system needs.
• Evaluate consolidations and combinations of resources to improve the overall
efficiency of the Water & Wastewater Department, both in terms of management,
personnel, and resources.
• To continue to provide accurate and efficient technical information and services
pertaining to water meter reading, customer service, meter maintenance, backflow
prevention, and utility service to internal and external customers to ensure good
customer relations and cooperation.
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• To obtain approval from City Council to design and construct a new Water & Sewer
Operations Center that will address the needs for Water & Sewer Maintenance and
Meter Operations for the next twenty years.
5. Revitalized South Fayetteville
General Government Department
• To develop a system to use in monitoring and evaluating the "Contract for Services"
that the City has with a number of non-profit organizations.
Community Planning & Engineering Service Department
• To implement a comprehensive plan for the use of Community Development Block
Grant funds in the assigned target area.
6. Greater Ease of Mobility through an Effective Transportation System II
General Government Department
• To aggressively seek federal and state funding needed to address the issues of urban
in -fill, redevelopment of the downtown area, and alternative modes of transportation.
• To continue to expand the implementation of Fayetteville's public transit plan.
Community Planning & Engineering Services Department
• To open discussions with the Northwest Arkansas Regional Planning Commission on
regional solutions to common problems.
• To provide inspections for all sidewalks, driveway approaches, and access ramps
constructed in the City right-of-way.
Operations Department
• To improve connectivity of the sidewalk system by constructing new sidewalks in
selected areas.
7. Home of Nationally Recognized University — Educational and Research Excellence '
General Government Department
• Assist local companies obtain state grants that will provide funds to aide in the
expansion of the job base for the City.
8. Dickson -Downtown Developed as a "Cultural and Entertainment" District
General Government Department
• To develop a cultural tourism program in Fayetteville focusing on music, film, art,
historic tours, etc. complete with a physical, central headquarters.
• To aggressively seek federal and state funding needed to address the issues of urban
in -fill, redevelopment of the downtown area, and alternative modes of transportation.
Operations Department '
• To implement a program for cleaning all parking decks, parking lots, and streets in
the downtown and Dickson Street areas on a full-time basis.
9. Housing Choices for All Income Levels
Community Planning & Engineering Services Department
• To implement a comprehensive plan for the use of Community Development Block
Grant funds in the assigned target area.
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I. To open discussions with the Northwest Arkansas Regional Planning Commission on
regional solutions to common problems.
10. Reputation as a "Safe Community"
General Government Department
• To assist in large area rezoning and ordinance modifications to safeguard
' neighborhoods and prevent overly dense development on hillsides.
• To continue providing further legal training for the Fayetteville and University Police
Departments.
• To reach 25 new merchants and introduce them to the Hot Check Program.
Community Planning & Engineering Services Department
I • To provide a minimum of two public outreach programs focusing on planning related
issues of interest within the community.
• Raise the ISO rating of the Building Safety Division by continuing existing programs,
' adding another Residential/Commercial Inspector, and implementing a public
education program.
• To provide increased code education hours for employees and expand training to
include interested tradespersons. Train personnel to utilize the new Hansen Based
tracking system to streamline response and track progress of application, inspections,
and occupancy permits.
' • To train field inspectors to utilize new hand-held recording devises and associated
software so results can be posted and available to the customer in a timely manner.
This will decease field inspection response times, provide greater flexibility in
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scheduling, allow inspectors to receive inspection requests, report inspection results,
and respond to calls by utilizing new equipment more efficiently.
' Police Department
• To provide a professional, courteous, and efficient response to all customers by
attempting to answer all 9-1-1 calls within six seconds, to answer all business lines
' by the third ring, and to continue to promote and work towards moving the
switchboard function out of dispatch to allow more time for emergency calls.
• To provide police officers and firefighters with a timely response to requests for
' service, to keep track of police officer/firefighter activity and safety by entering
information into Computer Aided Dispatch Computer, and to respond to all requests
in a timely manner.
• To address underage drinking by increasing education and awareness of DUI and the
seriousness and dangers of drinking and driving.
• To provide a comprehensive drug prevention and education curriculum (D.A.R.E.
' program) instructed by law enforcement officers to elementary and middle school
students.
' • To provide comprehensive community policing and crime prevention programs to the
citizens by forming partnerships with business owners, neighborhood associations,
community groups, and civic organizations.
I. To reintroduce a low cost spay/neuter program to the public and increase spay/neuter
education to decrease the number of unwanted litters.
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Fire Department
• To provide at least one night drill per company in accordance with the Insurance
Service Office training requirements.
• To provide 900 fire safety occupancy inspections.
• To provide an average emergency response time of five minutes or less to ninety (90)
percent of the City. '
• To conduct 250 pre -incident surveys.
• To conduct hydrant maintenance on one-third of the City's fire hydrants.
Water & Wastewater Department
• To continue to update addresses, meter locations, and routing codes to minimize time
delays and mistakes made in meter reading, customer service, meter maintenance, or
backflow prevention work assignments.
11. Quality Public School System
Community Planning & Engineering Services Department
• To work with the Fayetteville School District for school site locations to maximize
infrastructure usage and minimize school district construction and operating costs
while guiding growth.
Police Department
• To provide a comprehensive drug prevention and education curriculum (D.A.R.E.
program) instructed by law enforcement officers to elementary and middle school
students.
12. A Fun City to Live
General Government
• To develop a cultural tourism program in Fayetteville focusing on music, film, art,
historic tours, etc. complete with a physical, central headquarters.
• To develop a sports complex for youth programs, competitions, etc.
• To aggressively seek federal and state funding needed to address the issues of urban
in -fill, redevelopment of the downtown area, and alternative modes of transportation.
• To increase the library's circulation by 10-20% through continued improvements to
the collection and meet mid -point benchmarks for other university towns.
Community Planning & Engineering Services Department
• To open discussions with the Northwest Arkansas Regional Planning Commission on
regional solutions to common problems.
Operations Department
• To continue to incorporate the Parks and Recreation Master Plan recommendations
into the parks system.
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RESOLUTION NO. 199-02
IA RESOLUTION TO APPROVE AND ADOPT THE 2003 CITY OF
FAYETTEVILLE ANNUAL BUDGET AND WORK PROGRAM AS
AMENDED AND ACCEPTING 2002 HAY PAY PLAN
RECOMMENDATION FOR POLICE AND FIRE PAY RANGES.
WHEREAS, the City Council of the City of Fayetteville, Arkansas, after
careful study of the City's financial condition and needs, has determined that the
2003 City of Fayetteville Annual Budget and Work Program as amended
(attached) is the best possible budget during this period of financial uncertainty.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL
' OF THE CITY OF FAYETTEVILLE, ARKANSAS:
Section 1. That the City Council of the City of Fayetteville, Arkansas
hereby approves and adopts the 2003 City of Fayetteville Annual Budget and
Work Program as amended which is attached hereto marked Exhibit "A" and
made a part hereof.
Section 2. That the City Council of the City of Fayetteville, Arkansas
hereby accepts the 2002 Hay Pay Plan recommendations for Police and Fire pay
ranges and make the pay changes effective with the beginning of the first pay
period in 2003 or January 6, 2003.
' PASSED and APPROVED this the 171' day of December, 2002.
APPROVED:
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By.
Heather Woodruff, City Clerk
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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 community. 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 two miles of the City's current
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 surveyed into lots sold at public auctions
over the next two years, and by 1841, had a
population of 425. Although it played host to
both the Confederate and
Union Troops during 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
incorporated 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 northwest
corner 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 environment to live,
work, and raise their families.
POPULATION / SIZE
From 1960 to 2000, Fayetteville has almost
tripled in size growing from a population of
20,274 to 58,047. Based on the 2000 Census,
Fayetteville is the fourth largest city in Arkansas.
For an idea of Fayetteville's growth in size alone,
the City currently encompasses 45.30 square
miles or 28,992 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 67% since
1990. 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 five-year plan updated 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.
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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 community 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 -graduated students. The
University forms one of the strongest supports of
the local economy; besides economic input
generated from the University payroll, students
(enrollment is currently 16,035) spend millions
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 disci-
plines. Many of these new businesses remain in
Fayetteville following initial development. The
University's entry into the Southeastern
Conference continues to expand its exposure and
to further stimulate a steadily thriving
visitor/tourism phenomenon in Fayetteville. The
recently completed Don Reynolds (Razorback)
Stadium, the completion of an indoor track
facility, and the completion of Phase Two of
Daniel E. Ferritor Hall along with other
construction valued at more than $103 million,
will serve to further augment campus diversity
and integrity. In addition to the University, the
Fayetteville Public School system offers an
excellent educational environment and includes
nine elementary 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 Interstate 540 highway
on January 8, 1999 and the completion of the
four -lane upgrade of Highway 412 from Inter-
state 44 in Tulsa, place the City in the fast lane
for continued growth in the 2151 Century. Other
available ground transportation in the area
includes rail -freight service through the Arkansas
& 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 excellent 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 Veterans
Administration Hospital, serve as outstanding
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 tourism, the
City takes a proactive approach in preservation of
a clean environment. The Parks & Recreation
Division tends not only to numerous parks and
ball fields, but has in its care many large
recreational areas and three lakes for sports and
recreational enthusiasts of all kinds and ages. On
November 6, 2001, Fayetteville citizens
overwhelmingly approved a dedicated 3/4 % sales
and use tax to fund the debt service of a low
interest loan from the Arkansas Soil & Water
Conservation Commission for the Wastewater
System Improvements Project (WSIP). The 3/4%
sales and use tax commenced on April 1, 2002.
The WSIP is a project valued at $120 million that
will provide the City with a second wastewater
treatment plant, improvements to the existing
wastewater treatment plant, improvements to the
sewer collection system, and the elimination of
several lift stations. The project is anticipated to
be ready for construction by mid -year 2004. In
1996, a Solid Waste Transfer Station and
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Recycling Facility went into operation and was • A recent broad expansion of the Northwest
designed to meet solid waste needs well into the Arkansas Mall has given the region
future. The City already had one of the most excellent shopping, making it competitive
effective recycling programs in the State, and this with the larger city malls. Also
facility allows for an even more effective construction of the CMN Business park
recycling management program. located in the same area as the mall, has
begun with several new retailers opening in
OTHER EVENTS AFFECTING THE 2002 and construction underway on stores
FUTURE to open in 2003.
• In 2002, public transit issues for the four- • Construction began on the new 88,000
county region (Benton, Carroll, Madison square foot Library and parking garage in
and Washington) continued to be a focus of 2002 with completion expected in mid
city and county governments. In late 2001, 2004. The new facility will support a
the city and county governments in the collection of 300,000 items, over 100
four -county region formed a transit public computers, a 12,000 square foot
authority to provide public transit services children's library, a meeting room for 200
for the region. The new organization, and one for 25, a story room for 60
Ozark Regional Transit, Inc. began children, eight small study rooms and one
operations October 1, 2001. The transit large quiet study room, a young adult area, 1
system is funded primarily from three a computer lab and an area for local and
sources: fares charged to riders, local city regional government documents and
and county contributions and federal transit genealogy.
grants funds. The transit system began the
process of establishing fixed route, • On December 17, 2002, the City passed an
scheduled service between Fayetteville and ordinance for Water and Wastewater
Springdale. Expansions of the fixed route Impact Fees. The fees apply to all of the
scheduled service are planned in the near territory within the City's water and
future. wastewater service areas, including areas
outside the corporate city limits and within
• The "Lights of the Ozarks Festival" has service areas located within Washington
enjoyed nine successful years continually County and other incorporated cities. The
getting bigger and better each year. During ordinance becomes effective mid year
the holiday season, Fayetteville comes to 2003.
life as merchants and residents City-wide
illuminate the winter nights with over 350 CONCLUSION
miles of lights. The City of Fayetteville, Arkansas, is a collective
association of more than 60,000 people in a
• According to the Quarterly Cost of Living region with a population base of more than
Index, Fayetteville has consistently 310,000. The City has progressed through many
registered about 8% below the national cost stages of development. It is a vibrant community
of living, with transportation and industrial expansion not
imagined in earlier times.
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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.
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2003 MISCELLANEOUS STATISTICAL DATA
Date of Incorporation - August 23, 1870
Form of Government - Mayor/Council
Area (Sq. Miles) - 45.30
Fire Protection
Stations
Uniformed Employees
Police Protection
Stations
Uniformed Employees
Parks & Recreation
Number of parks
Number of playgrounds
Number of tennis courts:
Lighted
Unlighted
Number of basketball goals
Number of softball/baseball fields
Number of community centers
Number of swimming pools
Number of soccer fields
Number of volleyball courts
Number of recreational complexes
Acres:
Developed Land
Undeveloped Land
Water
Streets
Street Miles:
- Graded and Surface Treatment
- Paved (Concrete and Asphalt)
Water
Water Meters
Beaver Water District Pumping
Capacity (Gallons)
Pumping Capacity to Fayetteville
(Gallons)
Average Daily Consumption
Miles of Water Mains
Fire Hydrants
Sewer
Miles of Sanitary Sewers
Average Daily Treatment
6
(Gallons)
87
Public
Educational System
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104
Junior High
High School
Full -Time Equivalent Teachers
Registered Students
59
28
Building Permits
4
Year Number
4
2002 368
89
20
2001 377
4
2000 388
2
1999 510
12
10
1998 345
2
1997 365
1996 595
2,440
125
1995 670
739
1994 709
Unemployment Rate (%)
10.72
Year
309.28
2002
2001
31,100
2000
80,000,000
1999
29,000,000
1998
13,726,000
1997
575
2,225
1996
1995
470
1994
11,945,000
9
2
2
2
612
8,129
Value
119,155,520
85,262,302
121,887,263
100,854,816
58,548,911
59,288,194
64,057,664
90,946,650
97,389,564
Rate
2.0
1.7
1.6
2.1
2.8
2.5
2.5
2.4
2.7
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2000 Census - General Demographic Characteristics
Subject
Number
Percent
Subject
Number
Percent
Total population ..........................
58,047
100.0
HISPANIC OR LATINO AND RACE
Total population ..........................
58,047
100.0
SEX AND AGE
Hispanic or Latino (of any race) ................
2,821
4.9
Male ........................................
29,458
50.7
Mexican...................................
2,012
3.5
Female ......................................
28,589
49.3
Puerto Rican ...............................
64
0.1
Under 5 years ..............
3 792
6.5
Cuban ....................................
36
0.1
5 to 9 years ........... .. ........ ............
3,076
5.3
Other Hispanic or Latino ....................
709
1.2
10 to fl 14 years ...............................
2,881
5.0
Not Hispanic or Latino ........................
55,226
95.1
15 to 19 years ...............................
5,844
10.1
White alone................................
48,769
84.0
20 to 24 years ...............................
10,912
18.8
RELATIONSHIP
25 to 34 years ...............................
10,049
17.3
Total population ..........................
58,047
100.0
35 to 44 years ...............................
7,305
12.6
In households................................
52,697
90.8
45 to 54 years ...............................
6,066
10.5
Householder ...............................
23,798
41.0
55 to 59 years ...............................
1,791
3.1
Spouse ...................................
8,971
15.5
60 to 64 years ...............................
1,293
2.2
Child......................................
12,411
21.4
65 to 74 years ...............................
2,356
4.1
Own child under 18 years................
10,596
18.3
75 to 84 years ...............................
1,842
3.2
Other relatives .............................
1,739
3.0
85 yearsand over ............................
840
1.4
Under 18 years .........................
529
0.9
Median age (years) ...........................
26.9
(X)
Nonrelatives ...............................
5,778
10.0
Unmarried partner .......................
1,387
2.4
18 yearsand over ............................
46,468
80.1
In group quarters .............................
5,350
9.2
Male ......................................
23,450
40.4
Institutionalized population...................
1,420
2.4
Female ....................................
23,018
39.7
Noninstitutionalized population...............
3,930
6.8
21 years and over ............................
39,804
68.6
62 years and over ............................
5,770
9.9
HOUSEHOLD BY TYPE
65 yearsand over ............................
5,038
8.7
Total households.........................
23,798
100.0
Male ......................................
1,932
3.3
Family households (families)...................
12,126
51.0
Female ....................................
3,106
5.4
With own children under 18 years..........
6,069
25.5
Married -couple family .......................
8,971
37.7
RACE
With own children under 18 years..........
4,121
17.3
One race ....................................
56,643
97.6
Female householder, no husband present.....
2,278
9.6
White .....................................
50,212
86.5
With own children under 18 years..........
1,535
6.5
Black or African American ...................
2,969
5.1
Nonfamily households ........................
11,672
49.0
American Indian and Alaska Native...........
730
1.3
Householder living alone ....................
8,081
34.0
Asian .....................................
1,484
2.6
Householder 65 years and over............
1,354
5.7
Asian Indian ................ .............
219
0.4
Chinese .................................
509
0.9
Households with individuals under 18 years .....
6,481
27.2
Filipino ..................................
70
0.1
Households with individuals 65 years and over ..
3,073
12.9
Japanese ................................
Korean ..................................
70
130
0.1
0.2
Average household size.......................
2.21
(X)
Vietnamese ..............................
153
0.3
Average family size...........................
2.91
(X)
Other Asian 1 ............................
333
0.6
HOUSING OCCUPANCY
Native Hawaiian and Other Pacific Islander....
90
0.2
Total housing units .......................
25,467
100.0
Native Hawaiian ..........................
5
-
Occupied housing units .......................
23,798
93.4
Guamanian or Chamorro ..................
6
Vacant housing units..........................
1,669
6.6
Samoan ............. .... .... ............
Other Pacific Islander z ...................
5
74
0.1
For seasonal, recreational, or
Some other race ...........................
1,158
2.0
occasional use............................
119
0.5
Two or more races ...........................
1,404
2.4
Homeowner vacancy rate (percent).............
2.7
(X)
Race alone or in combination with one
Rental vacancy rate (percent) ..................
6.1
(X)
or more other races: '
HOUSING TENURE
White.........
51,429
88.6
Occupied housing units ..................
23,798
100.0
Black or African American
American ...............
3,338
5.8
Owner -occupied housing units .................
10,047
42.2
a Native
American Indian and Alaska Native .............
1,317
2.3
Renter -occupied housing units
13,751
57.8
Asian .......................................
1,784
3.1
.................
Native Hawaiian and Other Pacific Islander......
215
0.4
Average household size of owner -occupied units.
2.45
(X)
Some other race .............................
1,470
2.5
Average household size of renter -occupied units.
2.04
(X)
- Represents zero or rounds to zero. (X) Not applicable.
Other Asian alone, or two or more Asian categories.
2 Other Pacific Islander alone, or two or more Native Hawaiian and Other Pacific Islander categories.
3 In combination with one or more of the other races listed. The six numbers may add to more than the total population and the six percentages
may add to more than 100 percent because individuals may report more than one race.
Source: U.S. Census Bureau, Census 2000.
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I 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 that presents the services, which will be
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provided to the community and the funds needed to perform these services. The type of service
and the level of service are 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 2003 Budget and Work Program are described below:
' 1. Budget Preparation Package, August 2002
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
2003 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. Seven training sessions were conducted by the Budget staff in
August to review the budget calendar and to cover instructions for the proper completion
of the 2003 budget submission.
2. Capital Requests and New Personnel Requests Forms, August/September 2002
Updates to the 2002-2006 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, September 2002
The Department Directors returned budget submissions requesting 2003 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, October/November 2002
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 2003
Proposed Budget and Work Program was the result of this process.
5. Public Hearings, September -November 2001
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 2002-2006 capital improvements program. ,
6. CIP Consideration by City Council, October/November 2001
City Council considered the 2002-2006 CIP on October 23, 2001. The public was invited
to attend and comment on the projects incorporated in the 2002-2006 CIP at various
public hearings as well as prior to the City Council meeting on November 6, 2001 and the
Council agenda setting session on November 27, 2001. The CIP projects listed for 2003
are incorporated in the 2003 Budget and Work Program.
7. Consideration and Approval of the Budget, November/December 2002 ,
The proposed budget was presented to the Mayor in November. The Mayor presented
the Proposed 2003 Budget and Work Program to the City Council on November 26.
Public hearings were conducted on December 2, 3, 10, 11, and 17. The 2003 Budget and
Work Program was adopted by City Council on December 17.
8. Implementing the 2003 Budget, January 2003
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 2003.
9. Adjusting the 2003 Budget, Throughout 2003 ,
The budget may be adjusted throughout 2003. Depending on the amount of the
adjustment, approval may come from the Budget Manager, Finance & Internal 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
2003 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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2003 Annual Budget
Flow Chart
August 2002
Budget Preparation Training
September 2002
Division Heads Submit Budgets to
Department Directors
Division Heads No Do Department Directors
Make Revisions Approve Division
Budgets?
Vas
Department Directors Submit
Budgets to Budget Staff for Review
Sept. - Nov. 2002
Public Hearings of Various
Committees & Boards
Budget Staff Reviews Submitted
Budgets
November 2002
Budget Staff Presents Budget
Requests to Mayor
Revisions Made By Yes Does Mayor Want Any
Appropriate Personnel Budget Revisions?
No
November 2002 Mayor Presents
Budget to City Council
City Council
Holds Public Meetings / Retreats
Revisions Made By City Staff Yes Does City Council Want
As Requested Any Budget Revisions?
No
December 2002
City Council Approves
2003 Budget
2003 Budget is Implemented and
Will Be Adjusted as Needed.
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CITY OF FAYETTEVILLE, ARKANSAS
FINANCIAL POLICIES
The purpose of this section is to present the policies that the City follows in managing its financial and
budgetary affairs. These are general statements of policies, which represent long-standing principles,
traditions, and practices that have guided the City in maintaining financial stability.
REVENUE POLICY '
• The City will limit the designation of
• The City will strive to maintain a broad and General Fund revenues for specified
diversified revenue base that will equitably purposes to maximize flexibility in
distribute the burden of supporting City budgeting and revenue utilization.
services and will protect the City from
short-term fluctuations in any one revenue • The City will review annually and revise,
source. where necessary, its cost allocation
formula.
• The City will actively support economic
and industrial development recruitment and
retention efforts to provide for a solid EXPENDITURE POLICY
revenue base.
• Basic and essential services provided by the
• The City will maintain timely collection City will receive first priority for funding.
systems and implement necessary
enforcement strategies to collect revenues • The City will establish performance
from available sources. measurements for all program areas, when
feasible. These measures will reflect the
• The City will establish user fees and demand, workload capability, and projected
charges for services, when feasible, at outcomes for the program to accomplish its
levels related to the cost of providing the objectives.
services. The City will review the fees and
charges on a periodic basis to determine • The City will adopt a balanced budget, by
modifications needed to keep pace with the fund, for all funds maintained by the City,
cost of providing the services, in which total anticipated revenues must
equal or exceed the budgeted expenditures
• The City will establish, when feasible, self- for each fund. However, if this cannot be
supporting enterprise funds and internal attained, the City will utilize unallocated
service funds in which a relationship fund reserves, which have been carried
between revenues and expenditures clearly forward from prior years.
exists.
• The City will maintain a budgetary control
• The City will project revenues on a system to ensure adherence to the adopted
conservative basis so that actual revenues budget and will prepare reports that
will consistently meet or exceed budgeted compare actual expenditures to budgeted
revenues. amounts.
• The City will maintain a budgetary control • The City will refrain from budgeting non -
system
and will prepare reports that recurring or one-time revenue for ongoing
compare actual revenues to budgeted expenses.
amounts.
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DEBT POLICY
I. The City will maintain a minimum reserve,
• The City will maintain a policy of full in Undesignated Fund Balance, of at least
disclosure on financial reports and bond 10% of current year operating expenditures
prospectus. for the General Fund and the Street Fund.
If existing reserves exceed the required
• The City will maintain communications level, such funds may be used to provide
' with bond rating agencies and continue to for non -recurring expenditures. The City
strive for improvements in the City's bond will use monies in the 10% reserve only in
rating. times of emergency or fiscal and economic
' hardship.
• The City will pay for all capital projects
and capital improvements on a pay -as -you- • The City will attempt to maintain a cash
' go basis using current revenues whenever and investments balance of not less than
possible. If a project or improvement 10% of current year operating expenditures
cannot be financed with current revenues, for all Enterprise Funds.
long-term or short-term debt or capital
' leases will be recommended. • The City will maintain a Shop Fund reserve
necessary to fund the replacement and
• The City will refrain from issuing long- expansion of the City's vehicles and
term debt for a period in excess of the equipment.
expected useful life of the capital project.
I. The City will use special assessment INVESTMENT AND CASH MANAGEMENT
revenue or other self-supporting bonds POLICY
instead of general obligation bonds, when
feasible. • The City will deposit all receipts on a
timely basis.
• The City will seek refinancing of
' outstanding debt if it is determined that the • The City will strive to maximize the return
City will benefit by reduced interest on its investment portfolio without
expense over the remaining life of the jeopardizing principal amounts.
bonds of at least 3% of the principal being
'refunded.
• 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 require that General Fund and
Street Fund debt service shall not exceed
10% of annual general and road tax
revenues and the principle amount of
General and Street Fund debt shall not
exceed 5% of assessed taxable property.
• The City will provide access to appropriate • Outstanding short-term debt and
retirement plans for its employees. The Amendment 78 debt obligations combined
City will make contributions for eligible shall not exceed 5% of the City's taxable
employees at the percentage defined for real property.
each of the respective retirement plans.
RESERVE POLICY
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• 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.
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.
• The City will seek input from the public by
holding public hearings in relation to the
establishment of projects and project
priorities.
FINANCIAL REPORTING POLICY
• The City's accounting system will maintain
records in accordance with accounting
standards and principles outlined by the
Governmental Accounting Standards Board
(GASB), Financial Accounting Standards
Board (FASB), and the State of Arkansas.
• The City will employ an independent
accounting firm to perform an annual audit
of the City's finances and make the annual
audit available to all required and interested
parties. The audit shall be completed and
submitted to the State of Arkansas within
210 days of the close of the fiscal year.
• The CIP will identify long-range capital
projects and capital improvements of all • The City will produce monthly and
types, which will be coordinated with the quarterly financial statements reporting the
annual operating budget to maintain full current periods' activity for all funds
utilization of available revenue sources. maintained by the City.
• 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 maintain an internal audit
function, which will be charged with
adopting and routinely monitoring internal
controls of the City.
• The City will prepare an annual budget
document that provides a basic
understanding of the City's planned
financial operations for the coming fiscal
year. Copies of the proposed and final
budget will be made available to all
interested parties and opportunities will be
provided for citizen input prior to final
decisions on the budget.
• The City will seek annual renewal of the
Government Finance Officers Association's
(GFOA) Certificate of Achievement for
Excellence in Financial Reporting and the
Distinguished Budget Presentation Award.
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' CITY OF FAYETTEVILLE, ARKANSAS
ADMINISTRATIVE PROCEDURES
TO ADJUST THE APPROVED BUDGET
PURPOSE:
The procedures outlined in this section define, standardize, and set forth responsibilities for
budget adjustments.
DEFINITION AND EXPLANATION:
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 Divisions 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.
ITYPES 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.
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B. Adjustments between operational programs, between capital projects, or to an operational
program, for $2,501 to $15,000, may be approved by the Finance & Internal Services '
Director.
C. Adjustments between operational programs, between 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. The Budget Office is authorized to process budget adjustments that reallocate
existing funding within a federal grant program where the additional or changed
appropriation is necessary to either comply with a change in use of the funding or in
response to an unforeseen event. All related federal grant program requirements must be
met (As amended by Resolution Number 133-02). Example: HMR taxes received by the
Advertising & Promotion (A&P) Fund are required, by debt instrument, to be transferred
to the Continuing Education Center (CEC) Fund. HMR tax revenue in excess of budget
will create an over budget for the transfer category in the A&P Fund.
Adjustments to a capital project or operational program are considered to be cumulative on an
annual basis. Therefore, a single adjustment may meet the criteria for one type of adjustment,
but fall into another type due to prior adjustments to the same operational program or capital
project. The Budget 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 Division 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
seven departments: General Government, Community Planning &
Engineering Services, Operations, Finance & Internal Services,
Police, Fire, and Water & Wastewater. 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 &
Recycling Division is part of the Operations 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 & Recycling Division contains the following
programs: Administration, Commercial Collections, Residential
Collections, Commercial Drop Box Collections, 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 Fond Structure
Govemnental
General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds
General Street Arts Center Bond Library Construction
City Advertising & Promotion Wastewater Impmvements Replacenent & Disaster Recovery
Off Street Parking Sales Tax Bond Sales Tax Capital Improvements
Community Development Wastewater System Improvements
Parks Development
Doug Law Enforcenent
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.
ICapital Projects Funds - Capital projects funds are used to account for financial resources
to be used for the acquisition and construction of assets of a relatively permanent nature
' other than those financed by proprietary funds.
As a note of explanation for the following combined statements, the revenues are listed by
major source and the expenditures are listed by major department or service. The
operating transfers are listed both in and (out).
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1 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, 2003
Special Debt Capital
General Revenue Service Projects Total
Revenues:
Property Taxes $ 0 $ 0 $ 0 $ 0 $ 0
Sales Taxes 9,147,000 0 9,642,750 12,857,000 31,646,750
Hotel, Motel, Restaurant Taxes 0 3,024,000 0 0 3,024,000
Franchise Fees 3,619,900 0 0 0 3,619,900
Licenses and Permits 969,000 0 0 0 969,000
Intergovernmental 1,386,000 4,443,221 0 285,000 6,114,221
Charges for Services 1,095,700 434,740 0 0 1,530,440
Fines and Forfeitures 1,405,000 0 0 0 1,405,000
Investment Earnings 214,000 201,050 97,300 600,000 1,112,350
Donations 0 0 0 3,141,222 3,141,222
Other 118,000 0 0 0 118,000
Total Revenue 17,954,600 8,103,011 9,740,050 16,883,222 52,680,883
Expenditures:
General Government 5,219,263 0 0 0 5,219,263
Cost Reimbursements (2,235,786) 0 0 0 (2,235,786)
Community Planning & Engineering 2,162,266 774,564 0 0 2,936,830
Operations 2,512,300 5,174,001 0 0 7,686,301
Finance & Internal Services 2,904,717 0 0 0 2,904,717
Police 8,244,551 425,718 0 0 8,670,269
Fire 4,977,285 0 0 0 4,977,285
Water & Wastewater 150,632 0 0 0 150,632
City Advertising & Promotion 0 1,199,320 0 0 1,199,320
Capital Outlay 0 518,000 0 47,075,410 47,593,410
Debt Service 0 0 10,051,440 0 10,051,440
Total Expenditures 23,935,228 8,091,603 10,051,440 47,075,410 89,153,681
Revenues Over (Under) Expenditures (5,980,628) 11,408 (311,390) (30,192,188) (36,472,798) '
Other Financing Sources (Uses):
Operating Transfers In 4,600,000 494,886 477,115 0 5,572,001
Operating Transfers Out (477,001) (863,680) 0 (4,557,000) (5,897,681)
Bond Proceeds 0 0 0 35,000,000 35,000,000
Total Other Financing Sources (Uses) 4,122,999 (368,794) 477,115 30,443,000 34,674,320
Revenues & Financing Sources
Over (Under) Expenditures (1,857,629) (357,386) 165,725 250,812 (1,798,478)
Beginning Fund Balance - Estimated 7,347,304 3,817,257 258,599 5,984,663 17,407,823
Ending Fund Balance $ 5,489,675 $ 3,459,871 $ 424,324 $ 6,235,475 $ 15,609,345 ,
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' City of Fayetteville, Arkansas
Chart of Proprietary and Fiduciary Fund Types
CityFwd Sauctme
I
Repietmy Fads
I
Fiducimy Fords
IFslaptise Fords Imemal Service Fords Tnst Fords Agercy Fords
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Water & Sewer
Solid Waste
AinPat
Town Carver
Caidnming ES Ce,d
Shop �Pbrice Pension F —Retuned Ueck
Fire Pension— Payroll
Mn Judge Retinarem Ntntiripal Cant
' As noted by the chart above, the City utilizes the Enterprise and Internal Service funds
in the Proprietary fund type and the Trust and Agency funds in the Fiduciary fund type.
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Enterprise Funds - Enterprise funds are used to account for operations (A) that are
financed and operated in a manner similar to private business enterprise, where the
intent of the governing body is that the costs of providing goods or services to the
general public on a continuing basis be financed or recovered primarily through user
charges; or (B) where the governing body has decided that periodic determination of
revenues earned, expenses incurred and/or net income is appropriate for capital
maintenance, public policy, management control, accountability or other purposes.
Internal Service Funds - Internal service funds are used to account for the financing of
goods or services provided by one 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
I source and the expenses are listed by major department or service. Also shown are
depreciation, non -operating 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, 2003
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Proprietary Funds
Internal Fiduciary
Enterprise Service Funds Total
Operating Revenues:
Airport Revenues $ 1,471,350 $ 0 $ 0 $ 1,471,350
Rents and Leases 122,000 0 0 122,000
Solid Waste Fees 5,847,000 0 0 5,847,000
Water Sales 10,798,000 0 0 10,798,000
Sewer Service Charges 8,807,000 0 0 8,807,000
Shop Charges 0 3,644,000 0 3,644,000
Contributions 0 0 166,485 166,485
Property Taxes 0 0 635,820 635,820
State Insurance Refund 0 0 230,000 230,000
Court Fines and Fees 0 0 146,506 146,506
Total Operating Revenue 27,045,350 3,644,000 1,178,811 31,868,161 1
Operatine Expenses
Airport Operations
Water & Sewer Maintenance
Water Supply
Wastewater Treatment
Customer Service & Meter
Solid Waste & Recycling
Continuing Education Center
Town Center and Parking Facility
Police Pension
Fire Pension
Municipal Judge Retirement
Fleet Operations
Total Operating Expenses
Operating Income Before Depreciation
Depreciation Expense
Operating Income (Loss)
Nonoperating Income (Expense)
State Convention Center Tumback
Interest Income
Interest Expense and Fees
Intergovernmental
Other
Other Financing Sources (Uses):
Operating Transfers In
Operating Transfers Out
Total Other Financing Sources (Uses)
Net Income (Loss)
1,975,816 0 0
5,670,331 0 0
4,928,000 0 0
4,569,525 0 0
2,244,494 0 0
6,031,787 0 0
61,280 0 0
1,101 0 0
0 0 1,096,130
0 0 1,310,644
0 0 110
0 2,657,536 0
25,482,334 2,657,536 2,406,884
1,563,016 986,464 (1,228,073)
6,186,637 2,354,419 0
(4,623,621) (1,367,955) (1,228,073)
180,000 0 0
607,180 47,000 545,595
(1,049,960) 0 0
1,358,500 0 0
170,000 25,000 2,100
1,265,720 72,000 547,695
1,975,816
5,670,331
4,928,000
4,569,525
2,244,494
6,031,787
61,280
1,101
1,096,130
1,310,644
110 1 2,657,536
30,546,754
1,321,407
8,541,056
(7,219,649)
180,000
1,199,775
(1,049,960)
1,358,500
197,100
1,885,415
750,680 0 0 750,680
(425,000) 0 0 (425,000)
325,680 0 0 325,680 '
(3,032,221) (1,295,955) (680,378) (5,008,554)
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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, 2003
Proprietary Funds
Internal Fiduciary
Enterprise Service Funds Total
Add Back Depreciation on Assets Acquired
With Contributed Capital 3,371,423 11,667 0 3,383,090
Increase (Decrease) in Retained Earnings 339,202 (1,284,288) (680,378) (1;625,464)
Retained Earnings - Beginning of Year 89,418,318 9,174,029 21,025,214 119,617,561
Retained Earnings - End of Year $ 89,757,520 $ 7,889,741 $ 20,344,836 S 117,992,097
Beginning Contributions 57,381,153 168,991 0 57,550,144
Capital Contributions 0 0 0 0
Depreciation on Capital Contributions (3,371,423) (11,667) 0 (3,383,090)
Ending Contributions 54,009,730 157,325 0 54,167,055
Total Fund Equity - End of Year $ 143,767,250 $ 8,047,065 $ 20,344,836 S 172,159,151
Capital Expenditures $ 7,252,762 $ 693,950 $ 0 $ 7,946,712
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City of Fayetteville, Arkansas
Sources of Funds for 2003
$1,558,506 $14,753,744
Fines & Forfeitures Fund Balance
$35,000,000 1.1% r 10.2%
Bond Proceeds-\
24.4%
$4,561,807
Other
3.2%
$6,322,681
Transfers
4.4%
$7,986,721 2,125
rgovemmental
5.6% Investment,
1.6%
$7,068,690
Charges For Services
4.9%
$51,613,902
Governmental Capital
36.0%
$635,820 $8,807,000
Sewer Service
Property Tax 6.1%
0.4% $5,847,000
Solid Waste
4.1%
$143,560,844
$34,670,750
Sales Tax
24.2%
$3,619,900
Franchise Tax
$10,416,100 2.5%
Water Sales
7.3%
Uses of Funds for 2003
$6,322,681
$8,541,056 Transfers Out $11,101,000
Depreciation 4.4% Debt Service
6.0% 7.7%
$1,786,500 I
Proprietary Capital— _
1.2%
$31,142,490
Personnel
21.8%
$4,725,136
Materials & Supplies
3.3%
$1intenanc $14,357,575
Maintenance \ 74,881
Services & Charges
1.2% $4,928,00010.0%
$4,044,794 $3,222,829
Purchased Water WWTP Operations Internal Charges
3.4% 2.8% 2.2%
$143,560,844
Note: The Sources of Funds chart includes revenues from all City funds. The Uses of Funds chart includes expenditures from all
funds including $1,786,500 of capital expenditures in the Proprietary fund types. In compliance with GAAP, Proprietary
fund balances do not reflect capital expenditures.
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City of Fayetteville, Arkansas
Multi -Year Comparison
Adopted Budget Expenditures
' 1999 2000 2001 2002 2003
General $ 17,884,022 $ 20,440,745 $ 21,905,269 $ 22,027,849 $ 24,412,229
Street 2,913,950 3,221,207 3,235,670 3,647,117 3,783,336
Advertising & Promotion 1,591,332 1,589,350 1,737,232 1,816,265 2,020,000
Off Street Parking 245,350 269,550 280,995 201,950 288,810
' Community Development 1,115,422 869,304 929,587 647,000 774,564
Parks Development 1,237,987 1,389,008 1,415,917 1,507,860 1,662,855
Drug Law Enforcement 337,304 346,782 375,973 398,396 425,718
Arts Center Bond 410,168 407,205 408,735 409,215 408,690
Wastewater Imp. Sales Tax Bond 0 0 0 0 9,642,750
Library Construction 0 0 275,000 20,417,000 3,485,628
Replacement & Disaster Recovery 800 800 500 229,177 217,282
Sales Tax Capital Improvements 15,088,350 11,792,600 13,923,700 13,334,000 12,929,500
Wastewater System Improvements 0 0 0 25,000,000 35,000,000
Water & Sewer 27,884,445 23,923,580 24,254,047 24,093,417 27,091,182
Solid Waste 4,492,328 4,768,805 4,950,812 6,954,673 6,445,367
'Airport 2,640,453 3,514,395 2,755,095 5,465,010 5,605,073
Town Center Construction 294,000 317,305 520,515 667,950 639,506
' Continuing Education Center 652,705 629,936 609,374 609,032 615,565
Police Pension 599,800 896,000 942,676 1,095,620 1,096,130
Fire Pension 759,500 785,500 864,000 1,208,700 1,310,644
Municipal Judge Retirement 100 100 700 100 110
Shop 6,322,050 6,335,784 6,491,682 6,673,301 5,705,905
$ 84,470,066 $ 81,497,956 $ 85,877,479 $ 136,403,632 $ 143,560,844
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.
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1 17
Governmental Funds
General Fund
Special Revenue Funds
Street
City Advertising & Promotion
Off Street Parking
Community Development Block Grant
Parks Development
Drug Law Enforcement
Debt Service Funds
Arts Center Bond
Wastewater Improvements Sales Tax Bond
Capital Project Funds
Library Construction
Replacement & Disaster Recovery
Sales Tax Capital Improvements
Wastewater System Improvements Project
19
City of Fayetteville, Arkansas
General Fund
Fund - 1010
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Fund Balance $ 10,274,934 $ 9,697,723 $ 9,697,723 $ 7,347,304
Resources
Revenues:
Property Tax 19 0 0 0
Sales Tax - County 8,353,312 8,325,000 8,641,000 8,857,000
Alcoholic Beverage Taxes 289,521 290,000 289,900 290,000
Franchise Fees 3,335,148 3,228,500 3,323,200 3,619,900
Licenses & Permits 755,604 821,000 940,400 969,000
Intergovernmental 1,558,970 1,698,717 1,528,000 1,386,000
' Charges for Services 1,080,418 1,197,500 1,205,500 1,095,700
Fines & Forfeitures 1,247,063 1,171,000 1,303,000 1,405,000
Investment Earnings 504,808 422,000 283,000 214,000
Other 141,246 765,693 774,500 118,000
Total Revenue 17,266,109 17,919,410 18,288,500 17,954,600
Operating Transfers In:
Off Street Parking 39,105 34,000 34,000 43,000
• Community Development Block Grant 28,194 23,540 23,540 0
Sales Tax - City 2,983,968 2,841,000 2,841,000 4,557,000
Total Transfers In 3,051,267 2,898,540 2,898,540 4,600,000
Total Resources 20,317,376 20,817,950 21,187,040 22,554,600
Uses
Expenditures:
General Government 3,729,990 4,607,841 4,538,767 5,219,263
• Cost Reimbursements (2,420,448) (2,541,468) (2,541,468) (2,235,786)
Community Planning & Engineering Services 2,063,196 2,321,760 2,304,006 2,162,266
Operations 2,311,013 2,463,328 2,380,584 2,512,300
Finance & Internal Services 2,840,195 3,382,193 3,305,789 2,904,717
Police 7,395,163 8,210,354 8,158,419 8,244,551
Fire 4,480,675 4,923,956 4,903,365 4,977,285
Water & Wastewater 140,800 146,030 135,557 150,632
Total Expenditures 20,540,584 23,513,994 23,185,019 23,935,228
Operating Transfers Out:
Arts Center Bond Fund 319,200 282,640 282,640 407,115
Drug Law Enforcement Fund 34,803 53,000 53,000 69,886
Replacement & Disaster Recovery Fund 0 16,800 16,800 0
Total Operating Transfers Out 354,003 352,440 352,440 477,001
Total Uses 20,894,587 23,866,434 23,537,459 24,412,229
Net Resources (Uses) (577,211) (3,048,484) (2,350,419) (1,857,629)
Ending Fund Balance $ 9,697,723 $ 6,649,239 $ 7,347,304 $ 5,489,675
Reserved for Loans to Other Funds $ 60,000 $ 60,000 $ 60,000 $ 60,000
Ending Undesignated Fund Balance 9,637,723 6,589,239 7,287,304 5,429,675
Ending Fund Balance $ 9,697,723 $ 6,649,239 $ 7,347,304 $ 5,489,675
21
City of Fayetteville, Arkansas
General Fund Expenditures
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
General Government Department
Mayor's Administration $ 265,745 $ 319,729 $ 301,719 $ 343,617
City Council 78,823 82,544 81,446 84,826
CityAttomey 210,431 215,875 203,291 216,226
City Prosecutor 292,482 310,610 307,392 322,646
Hot Check 149,040 155,479 154,567 155,164
Economic Development 134,918 94,632 93,538 64,882
Chief Administrative Officer 71,040 143,785 139,858 141,997
Cable Administration 239,436 258,947 255,126 258,181
Internal Audit 62,647 88,365 88,314 70,680
City Clerk/Treasurer 230,367 281,856 279,377 264,881
District Court:
District Judge 84,851 96,350 95,121 102,077
Criminal Cases 170,392 186,142 183,609 189,813
Probation & Fine Collection 38,490 40,626 35,325 39,443
Small Claims & Civil Cases 129,261 137,763 133,877 146,185
Yvonne Richardson Community Center 92,935 102,719 93,788 101,349
Library 644,188 713,720 713,720 758,000
Miscellaneous:
Salary Contingency 0 453,701 453,701 1,705,912
Insurance 5,804 1,796 1,796 1,500
Settlements 157,847 0 0 0
Professional Services 7,790 152,970 152,970 0
Legal Services 0 5,000 5,000 0
Contract Services 15,364 37,967 37,967 22,808
Trolley Services 113,519 0 0 0
C.E.M.S. Service 145,237 145,237 145,237 150,000
Economic Development Grant 0 100,000 100,000 0
Ozark Regional Transit 59,219 0 0 0
Arkansas Athletes Outreach 10,000 0 0 0
Razorback Transit 30,000 0 0 0
First Night Fayetteville 27,000 0 0 0
Arkansas Air Museum 7,000 0 0 0
Downtown Dickson Enhancement Project 35,000 32,500 32,500 20,000
Maintenance 7,918 10,000 10,000 9,260
Land Acquisition 159,860 386,513 386,513 30,000
Street Improvements 39,381 0 0 0
Other 14,005 53,015 53,015 19,816
Total General Government Department 3,729,990 4,607,841 4,538,767 5,219,263
Community Planning & Engineering Services Department
Engineering:
Operations & Administration 539,276 631,031 629,626 643,673
Right -of -Way Acquisition 75,018 92,495 87,151 119,010
Public Construction 194,692 164,466 163,966 173,789
Public Lands Maintenance 314,701 344,925 337,250 0
Planning 370,253 447,632 447,062 531,643
Building Safety 569,256 510,712 509,384 519,306
Community Code Enforcement 0 130,499 129,567 174,845
Total Community Planning & Engineering Services
Department 2,063,196 2,321,760 2,304,006 2,162,266
22 I
City of Fayetteville, Arkansas
General Fund Expenditures
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
' Operations Department
Operations Director 43,252 64,145 62,257 53,474
Parking & Telecommunications:
Utilities Management 270,586 363,051 320,802 321,691
Parking Management 86,093 98,145 96,009 151,030
Parks & Recreation:
Parks Administration 88,852 91,447 91,010 0
Swimming Pool 135,016 137,187 134,645 140,289
Administration/Recreation Programs 494,033 418,158 386,625 477,929
Lake Recreation 63,272 64,189 64,189 64,978
Park Maintenance 686,753 759,271 759,271 943,275
Transportation:
Traffic Engineering/Planning 106,018 117,087 115,186 0
' Traffic Control & Maintenance 337,138 350,648 350,590 359,634
Total Operations Department 2,311,013 2,463,328 2,380,584 2,512,300
Finance & Internal Services Department
Finance & Internal Services Director 101,650 110,825 88,311 100,319
Human Resources 539,741 686,710 686,710 654,467
Accounting & Audit 446,994 469,438 458,023 490,712
Budget & Research 192,851 212,640 210,825 219,865
Billing & Collections 439,962 585,412 553,488 0
Building Services:
General Maintenance 329,989 372,347 370,292 359,234
Janitorial 127,139 155,312 150,211 159,580
Purchasing 122,067 132,761 132,210 137,072
Information Technology 539,802 656,748 655,719 783,468
Total Finance & Internal Services Department 2,840,195 3,382,193 3,305,789 2,904,717
Police Department
Central Dispatch 703,507 806,377 806,377 840,127
Support Services 1,362,273 1,632,043 1,626,999 1,572,102
Patrol/Warrant 4,839,622 5,124,524 5,117,861 5,169,250
• Animal Services:
Animal Patrol/Emergency Response 157,686 211,603 208,150 215,040
Animal Shelter 305,728 321,561 312,129 323,342
Veterinarian/Clinic Program 26,347 114,246 86,903 124,690
Total Police Department 7,395,163 8,210,354 8,158,419 8,244,551
Fire Department
' Prevention 230,867 227,185 225,732 242,588
Operations 4,141,340 4,604,084 4,585,061 4,556,717
Training 108,468 92,687 92,572 177,980
Total Fire Department 4,480,675 4,923,956 4,903,365 4,977,285
Water & Wastewater Department
Water & Wastewater Director 140,800 146,030 135,557 150,632
Total Water & Wastewater Department 140,800 146,030 135,557 150,632
Cost Reimbursement (2,420,448) (2,541,468) (2,541,468) (2,235,786)
Total General Fund Expenditures $ 20,540,584 $ 23,513,994 $ 23,185,019 $ 23,935,228
23
$632,0
County Road
16.79
Street Fund
Sources of Funds for 2003
1.9% Contract Services (Reimb)
2.6%
$3,783,336
$2,670,000
°''e Tumback
70.6%
336
dance
To
Sources of Funds for 2003
$237,481
Right -of -Way Maintenance
$1,229,183 6.3%
Operations & Administrations
32.5%
$413,277
Sidewalk£
10.9%
$1,328,277
et Maintenance
35.1%
$120,227
Traffic Engineering &
Planning $454,891
3.2% Drainage Maintenance
12.0%
$3,783,336
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Fund - 2100
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City of Fayetteville, Arkansas
Street Fund
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Fund Balance $ 1,976,646 $ 2,416,484 $ 2,416,484 $ 2,029,224
Revenues:
Intergovernmental 3,207,921 3,238,000 3,272,000 3,302,000
Charges for Services 205,119 80,000 93,000 100,000
Investment Earnings 110,389 92,000 84,600 70,000
Other 200 0 0 0
Total Revenue 3,523,629 3,410,000 3,449,600 3,472,000
Expenditures:
Operations & Administration 906,615 1,363,326 1,357,433 1,229,183
Right -of -Way Maintenance 237,357 284,629 259,092 237,481
Street Maintenance 1,215,297 1,375,542 1,375,542 1,328,277
Drainage Maintenance 382,226 463,807 463,307 454,891
Traffic Engineering & Planning 0 0 0 120,227
Sidewalks 342,296 383,532 381,486 413,277
Total Expenditures 3,083,791 3,870,836 3,836,860 3,783,336
Revenues Over (Under) Expenditures 439,838 (460,836) (387,260) (311,336)
Ending Fund Balance $ 2,416,484 $ 1,955,648 $ 2,029,224 $ 1,717,888
25
City of Fayetteville, Arkansas
City Advertising & Promotion Fund
Fund -2120 1
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Fund Balance $ 1,507,003 $ 1,397,211 $ 1,397,211 $ 1,397,211
Revenues:
Hotel, Motel, and Restaurant Taxes 1,316,096 1,320,000 1,478,000 1,512,000
Rent 9,014 33,000 33,000 33,000
Investment Earnings 79,334 68,265 51,500 50,000
Total Revenue 1,404,444 1,421,265 1,562,500 . 1,595,000
Expenditures: I
Advertising & Promotion Expense 1,040,378 0 0 0
Contract Services 13,258 33,000 33,000 33,000
Collection Expense 26,322 26,000 28,580 30,240
Transfer to Advertising & Promotion Commission 0 924,979 1,046,712 1,136,080
Total Expenditures 1,079,958 983,979 1,108,292 1,199,320
Revenues Over (Under) Expenditures 324,486 437,286 454,208 395,680 1
Other Financing Sources (Uses):
Transfer From Town Center Fund 28,709 23,000 8,192 10,000
Transfer From Continuing Education Center Fund 406,716 405,000 411,070 415,000
Transfer To Arts Center Bond Fund (73,027) (75,000) (75,000) (70,000)
Transfer To Town Center Fund (369,651) (364,786) (372,970) (374,100)
Transfer To Continuing Education Center Fund (427,025) (425,500) (425,500) (376,580)
Total Other Financing Sources (Uses) (434,278) (437,286) (454,208) (395,680)
Revenues & Financing Sources
Over (Under) Expenditures (109,792) 0 0 0
Ending Fund Balance $ 1,397,211 $ 1,397,211 $ 1,397,211 $ 1,397,211 1
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City of Fayetteville, Arkansas
Off Street Parking Fund
Fund - 2130
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Fund Balance $ 288,612 $ 409,848 $ 409,848 $ 173,832
Revenues:
Parking Lot Revenue 279,797 320,035 300,615 301,740
Investment Earnings 21,182 16,250 21,134 20,250
Total Revenue 300,979 336,285 321,749 321,990
' Expenditures:
Materials & Supplies 13,515 58,147 56,857 38,000
Services & Charges 57,732 162,722 140,454 84,810
Maintenance 5,861 186,773 182,454 28,000
Transfer to Downtown Parking District 63,530 70,000 63,000 70,000
Capital 0 81,000 81,000 25,000
Total Expenditures 140,638 558,642 523,765 245,810
Revenues Over (Under) Expenditures 160,341 (222,357) (202,016) 76,180
Other Financing Sources (Uses):
Transfer To General Fund (39,105) (34,000) (34,000) (43,000)
Total Other Financing Sources (Uses) (39,105) (34,000) (34,000) (43,000)
I Revenues & Financing Sources
Over (Under) Expenditures 121,236 (256,357) (236,016) 33,180
Ending Fund Balance $ 409,848 $ 153,491 $ 173,832 $ 207,012
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City of Fayetteville, Arkansas
Community Development Block Grant Fund
Fund - 2180
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Beginning Fund Balance
$ 0 $
0 $
0 $
0
Revenues:
Community Development Grant Funding
920,797
1,464,845
1,464,845
774,564
CDBG Program Income
6,364
854
854
0
Total Revenue
927,161
1,465,699
1,465,699
774,564
Expenditures:
Administration & Planning
115,836
127,817
127,817
119,100
Housing Services
262,212
696,183
696,183
476,764
Public Services
40,189
73,000
73,000
104,600
Public Facilities & Improvements
480,730
545,159
545,159
74,100
Total Expenditures
898,967
1,442,159
1,442,159
774,564
Revenues Over (Under) Expenditures
28,194
23,540
23,540
0
Other Financing Sources (Uses):
Transfer To General Fund
(28,194)
(23,540)
(23,540)
0
Total Other Financing Sources (Uses)
(28,194)
(23,540)
(23,540)
0
Revenues & Financing Sources
Over (Under) Expenditures
0
0
0
0
Ending Fund Balance
$ 0 $
0 $
0 $
0
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Parks Development Fund
IFund - 2250
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Fund Balance $ 1,655,900 $ 1,505,534 $ 1,505,534 $ 159,596
Revenues:
Hotel, Motel, and Restaurant Taxes 1,316,096 1,320,000 1,478,000 1,512,000
Intergovernmental 0 105,000 105,000 0
Investment Earnings 89,529 97,000 60,000 60,000
Other 0 260 0 0
Total Revenue 1,405,625 1,522,260 1,643,000 1,572,000
Expenditures:
Parks Development Program 786,121 961,241 959,726 1,169,855
Parks Development Capital 769,870 2,029,212 2,029,212 493,000
Total Expenditures 1,555,991 2,990,453 2,988,938 1,662,855
Revenues Over (Under) Expenditures (150,366) (1,468,193) (1,345,938) (90,855)
Ending Fund Balance $ 1,505,534 $ 37,341 $ 159,596 $ 68,741
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City of Fayetteville, Arkansas
Drug Law Enforcement Fund
Fund -2930 I
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Fund Balance $ 63,382 $ 40,090 $ 40,090 $ 57,394
Revenues: 1
Drug Enforcement Grant 242,077 271,104 301,414 315,818
DEA Reimbursement 8,014 9,460 2,035 0
Grant - Springdale 17,058 15,500 13,540 14,921
Grant- Washington County 9,802 12,070 12,788 14,671
Grant - University of Arkansas 10,759 10,566 11,816 0
Grant - Prairie Grove 1,527 1,417 1,484 1,583
Grant - Lincoln 1,527 1,417 1,484 1,583
Grant - Greenland 1,527 1,417 1,484 1,583
Grant - West Fork 1,527 1,417 1,484 1,583
Grant -Johnson 1,527 1,417 1,484 1,583
Grant - Farmington 1,527 1,417 1,484 1,583
Grant - Elm Springs 1,527 1,417 1,484 1,583
Grant - Elkins 1,527 1,417 1,484 1,583
Grant - Rural Washington County 992 1,417 1,484 1,583
Forfeitures - DTF 7,479 7,000 7,000 7,000
Investment Earnings 2,172 1,200 751 800
Total Revenue 310,569 339,653 362,700 367,457
Expenditures: I
Drug Enforcement Program 368,664 398,396 398,396 425,718
Total Expenditures 368,664 398,396 398,396 425,718
Revenues Over (Under) Expenditures (58,095) (58,743) (35,696) (58,261)
Other Financing Sources (Uses):
Transfer From General Fund 34,803 53,000 53,000 69,886
Total Other Financing Sources (Uses) 34,803 53,000 53,000 69,886
Revenues & Financing Sources
Over (Under) Expenditures (23,292) (5,743) 17,304 11,625
Ending Fund Balance $ 40,090 $ 34,347 $ 57,394 $ 69,019 ,
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City of Fayetteville, Arkansas
Arts Center Bond Fund
Fund - 3170
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Beginning Fund Balance
$ 241,420 $
239,417 $
239,417 $
193,929
Revenues:
Investment Earnings
14,505
19,000
6,087
5,300
Total Revenue
14,505
19,000
6,087
5,300
Expenditures:
Principal Payment
330,000
345,000
345,000
360,000
Interest Expense
77,160
62,640
62,640
47,115
Paying Agent Fees
1,575
1,575
1,575
1,575
Total Expenditures
408,735
409,215
409,215
408,690
Revenues Over (Under) Expenditures
(394,230)
(390,215)
(403,128)
(403,390)
Other Financing Sources (Uses):
Transfer From General Fund
319,200
282,640
282,640
407,115
Transfer From Advertising & Promotion Fund
73,027
75,000
75,000
70,000
Total Other Financing Sources (Uses)
392,227
357,640
357,640
477,115
Revenues Over (Under) Expenditures and
Other Financing Sources (Uses)
(2,003)
(32,575)
(45,488)
73,725
Ending Fund Balance $
239,417 $
206,842 $
193,929 $
267,654
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City of Fayetteville, Arkansas
Wastewater Improvements Sales Tax Bond Fund
Fund - 3440
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Fund Balance $ 0 $ 0 $ 0 $ 64,670
Revenues:
Sales Tax 0 6,270,000 6,270,000 9,642,750
Investment Earnings 0 25,000 25,000 92,000
Total Revenue 0 6,295,000 6,295,000 9,734,750
Expenditures:
Principal Payment 0 7,055,000 7,055,000 8,874,140
Interest Expense 0 407,830 407,830 751,110
Paying Agent Fees 0 17,500 17,500 17,500
Total Expenditures 0 7,480,330 7,480,330 9,642,750
Revenues Over (Under) Expenditures 0 (1,185,330) (1,185,330) 92,000
Other Financing Sources (Uses):
Transfer From Wastewater System Project Fund 0 1,250,000 1,250,000 0
Total Other Financing Sources (Uses) 0 1,250,000 1,250,000 0
Revenues & Financing Sources
Over (Under) Expenditures 0 64,670 64,670 92,000
Ending Fund Balance $ 0 $ 64,670 $ 64,670 $ 156,670
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City of Fayetteville, Arkansas
Library Construction Fund
Fund - 4150
Beginning Fund Balance
Revenues:
Sales Tax
Investment Earnings
Donations
Total Revenue
Expenditures:
Professional Services
Architectural Services
Building Costs
Land Acquisition
Total Expenditures
Revenues Over (Under) Expenditures
Ending Fund Balance
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
$ 1,755,702 $
13,007,612 $
13,007,612 $
244,406
11,935,870
3,049,000
4,203,495
0
345,730
411,750
563,435
100,000
0
5,124,853
1,539,225
3,141,222
12,281,600
8,585,603
6,306,155
3,241,222
9,564
7,250
7,250
0
1,020,126
680,809
680,789
0
0
20,385,750
18,113,427
3,485,628
0
275,000
267,895
0
1,029,690
21,348,809
19,069,361
3,485,628
11,251,910
(12,763,206)
(12,763,206)
(244,406)
$ 13,007,612 $
244,406 $
244,406 $
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City of Fayetteville, Arkansas
Replacement & Disaster Recovery Fund
Fund - 4270 I
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Fund Balance $ 3,958,245 $ 4,181,665 $ 4,181,665 $ 4,130,288
Revenues: I
Investment Earnings 223,920 180,000 161,000 150,000
Total Revenue 223,920 180,000 161,000 150,000
Expenditures:
Audit Expense 500 500 500 550
Vehicles and Equipment (Public Safety) 0 228,677 228,677 216,732
Total Expenditures 500 229,177 229,177 217,282
Revenues Over (Under) Expenditures 223,420 (49,177) (68,177) (67,282) j
Other Financing Sources (Uses):
Transfer From General Fund 0 16,800 16,800 0
Total Other Financing Sources (Uses) 0 16,800 16,800 0
Revenues & Financing Sources
Over (Under) Expenditures 223,420 (32,377) (51,377) (67,282)
Ending Fund Balance $ 4,181,665 $ 4,149,288 $ 4,130,288 $ 4,063,006
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Fund - 4470
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Beginning Fund Balance
Revenues:
Sales Tax
Property Tax
Intergovernmental
Charges for Services
Investment Earnings
Other
Total Revenue
City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
$ 12,450,843 $
15,449,598 $
15,449,598 $
1,510,969
11,935,870
1,061,151
682,221
237,432
684,758
138
14,601,570
12,045,000
54,100
1,940,000
300,000
407,000
43,000
14,789,100 15,717,138 13,242,000
12,543,600
88,617
1,940,000
497,685
612,100
35,136
12,857,000
0
285,000
0
100,000
0
Expenditures:
Audit Expense 5,000 5,000 5,000 5,500
Settlements 225,000 225,000 225,000 0
Capital Improvements Projects:
Bridge and Drainage Improvements 641,007 2,206,057 2,206,057 646,000
Fire Safety Improvements 275,274 957,095 957,095 905,000
In -House Street & Sidewalk Improvements 969,710 1,724,390 1,724,390 1,350,000
Library Materials Purchases & Improvements 172,905 444,113 444,113 742,000
Other Capital Improvements 430,540 4,806,365 4,806,365 706,000
Parks and Recreation Improvements 369,439 2,703,993 2,703,993 651,000
Police Safety Improvements 2,116,009 954,248 954,248 309,000
Street Improvements 1,451,708 8,472,065 8,472,065 2,930,000
Transportation Improvements 65,937 1,968,845 1,968,845 128,000
Water & Sewer Improvements 1,896,318 2,347,596 2,347,596 0
Total Expenditures 8,618,847 26,814,767 26,814,767 8,372,500
Revenues Over (Under) Expenditures 5,982,723 (12,025,667) (11,097,629) 4,869,500
Other Financing Sources (Uses):
Transfer To General Fund (2,983,968) (2,841,000) (2,841,000) (4,557,000)
Total Other Financing Sources (Uses) (2,983,968) (2,841,000) (2,841,000) (4,557,000)
Revenues & Financing Sources
Over (Under) Expenditures 2,998,755 (14,866,667) (13,938,629) 312,500
Ending Fund Balance $ 15,449,598 $ 582,931 $ 1,510,969 $ 1,823,469
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City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
Capital Budget
Project Category Project Title
L
Budgeted 1
2003
Fire Safety Improvements
Fire Station #7 - Escrow Funds $
555,000
Facility Maintenance
32,000
Fire Computer System Improvements
13,000
Emergency Gas Generators
192,000
Exhaust Removal Systems
113,000
905,000
Police Safety Improvements
Public Safety Computer System Replacement
309,000
309,000
Library Material Purchases & Improvements
Library Materials Purchases
165,000
Library HVAC Replacement & Improvement
5,000
New Central Library - Site Improvements
572,000
742,000
Parks & Recreation Improvements
Trail/Greenway/Park Land Acquisition & Development
300,000
Other Park & Safety Improvements
57,000
Playground & Picnic Improvements
20,000
Neighborhood Park Development
10,000
White River Baseball Complex Improvements
100,000
Community Park Development
130,000
Park Beautifications
34,000
651,000
Bridge and Drainage Improvements
Betty Jo Drive Drainage Improvements
68,000
Drainage Study and Phase II Stormwater Management
200,000
AHTD Bridge Cost Sharing Program
378,000
646,000
In -House Street & Sidewalk Improvements Sidewalk Improvements 300,000
Pavement Improvements 1,050,000
1,350,000
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City of Fayetteville, Arkansas
Sales Tax Capital Improvements Fund
I. Capital Budget
Budgeted
Project Category Project Title 2003
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Street Improvements Gregg Avenue - Highway 71 to Mud Creek Bridge 1,250,000
Street ROW/Intersection/Cost Sharing Improvements 350,000
Old Missouri Road - Rolling Hills to Old Wire Road 513,000
Old Missouri Road - Joyce Blvd. to Mud Creek Bridge 817,000
2,930,000
I. Transportation Improvements Traffic Signal Improvements 100,000
M.U.T.C.D. Sign Material 28,000
128,000
Other Capital Improvements Building Improvements 300,000
P.E.G. Television Center - Equipment 46,000
Microcomputer Replacements 60,000
Municipal Management System - Conversion/Praining 25,000
Local Area Network (LAN) Upgrades 50,000
Geographic Information System 60,000
Printer Replacements 30,000
Economic Development Matches 75,000
Forestry Program 60,000
706,000
Miscellaneous Fund Expenses Audit Expense 5,500
' 5,500
$ 8,372,500
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City of Fayetteville, Arkansas
Wastewater System Improvements Project Fund
Fund - 4480
Beginning Fund Balance
Revenues:
Investment Earnings
Total Revenue
Expenditures:
Wastewater System Improvements Project
Bond Issuance Cost
Total Expenditures
Revenues Over (Under) Expenditures
Other Financing Sources (Uses):
Bond Proceeds
Transfer To Wastewater Sales Tax Bond Fund
Total Other Financing Sources (Uses)
Revenues & Financing Sources
Over (Under) Expenditures
Ending Fund Balance
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
$ 0 $ 0 $ 0 $ 99,000
0 160,029 160,029 250,000
0 160,029 160,029 250,000
0
23,954,188
23,954,188
35,000,000
0
244,947
244,947
0
0
24,199,135
24,199,135
35,000,000
0
(24,039,106)
(24,039,106)
(34,750,000)
0
25,388,106
25,388,106
35,000,000
0
(1,250,000)
(1,250,000)
0
0
24,138,106
24,138,106
35,000,000
0
99,000
99,000
250,000
$ 0 $
99,000 $
99,000 $
349,000
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Proprietary and Fiduciary Funds
Enterprise Funds
IWater and Sewer
Solid Waste
Airport
Town Center and Parking Facility
Continuing Education Center and Parking Facility
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Trust Funds
Police Pension
Fire Pension
Municipal Judge Retirement
Internal Service Fund
Shop
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$8,807,O
Sewer Service
32.5%
$43 -
Interest
1.(, .V
$701,870
Interest Expe
2.6%
$4,882,762
Capital
18.0%
$1,656,152
;ter Operatic
6.1%
Water & Sewer Fund
Sources of Funds for 2003
$6,879,182
Retained Earnings
25.4%
$27,091,182
Sources of Funds for 2003
$4,094,200
Depreciation /
15.1%
$10,798,000
Water Sales
39.9%
),000
.,.her
0.6%
$3,153,624
us & Administration
11.6%
$4,928,000
iter Purchased
18.2%
$1,255,072
Water Transmission and
Distribution
4.6%
$588,342 $4,569,525 L I $1,261,635
Billing & Collections Wastewater Treatment Sewer Main Maintenance
2.2% 16.9% 4.7%
$27,091,182
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City of Fayetteville, Arkansas
Water & Sewer Fund
Fund - 5400
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Retained Earnings $ 63,772,038 $ 71,616,569 $ 71,616,569 $ 72,984,067
Operating Revenues:
Water Sales 10,755,892 11,490,000 10,495,000 10,798,000
• Sewer Service Charges 8,641,780 9,557,000 8,708,000 8,807,000
Total Operating Revenues 19,397,672 21,047,000 19,203,000 19,605,000
Operating Expenses:
Operations & Administration 2,544,236 2,760,006 2,738,003 3,153,624
Water Purchased 3,816,720 4,928,000 4,316,000 4,928,000
Water Transmission and Distribution 1,037,574 1,284,979 1,267,135 1,255,072
Sewer Main Maintenance 1,042,260 1,216,453 1,186,846 1,261,635
Wastewater Treatment 4,138,194 4,651,506 4,651,506 4,569,525
Billing & Collections 0 0 0 588,342
�, Meter Operations 1,552,456 2,090,543 1,997,327 1,656,152
Total Operating Expenses Before Depreciation 14,131,440 16,931,487 16,156,817 17,412,350
Operating Income (Loss) Before Depreciation 5,266,232 4,115,513 3,046,183 2,192,650
Depreciation Expense 3,798,815 4,123,498 4,123,498 4,094,200
Operating Income (Loss) 1,467,417 (7,985) (1,077,315) (1,901,550)
Nonoperating Income (Expense):
Intergovernmental 239,112 0 0 0
Interest Expense (900,628) (1,058,802) (830,262) (701,870)
Interest Income 1,099,216 933,500 711,000 437,000
• Other 216,377 208,000 233,000 170,000
Total Nonoperating Income (Expense): 654,077 82,698 113,738 (94,870)
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Capital Contributions
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
3,455,445 0 0 0
5,576,939 74,713 (963,577) (1,996,420)
2,267,592
2,331,075
2,331,075
2,408,460
7,844,531
2,405,788
1,367,498
412,040
$ 71,616,569 $
74,022,357 $
72,984,067 $
73,396,107
47,294,676
46,931,575
46,931,575
46,922,034
1,904,491
2,321,534
2,321,534
0
(2,267,592)
(2,331,075)
(2,331,075)
(2,408,460)
46,931,575
46,922,034
46,922,034
44,513,574
$ 118,548,144 $ 120,944,391 $ 119,906,101 $ 117,909,681
$ 2,641,730 $ 11,608,647 $ 11,598,612 $ 4,882,762
41
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Solid Waste Fund I
Sources of Funds for 2003 i
$5,165,000
Solid Waste Fees I
80.1%
$83,000
Interest v,I " I
1.3%
$515,367 Ear
Retained Earnings
8.0%
$368,000
$314,000 Recycling & Other
Commercial Drop Box 5,7%
4.9%
$6,445,367 I
Uses of Funds for 2003
$120,000
Capital $1,230,193
$293,580 19% �Opem[ions & Administration
Depreciation 19.1%
$1,620,929
Commercial Collections
Coomposmpos tinng 25.1%
6.9% 1
$1,120,137
Recycling '
17.4%
$281 I
Commercial ,49r Drop Box \
Collections $1,334,119
4.4% Residential Collections
20.7%
$6,445,367
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City of Fayetteville, Arkansas
Solid Waste Fund
Fund - 5500
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Retained Earnings $ 3,749,178 $ 4,391,084 $ 4,391,084 $ 3,591,861
Operating Revenues:
Solid Waste Fees 4,730,619 5,038,132 4,795,000 5,165,000
Recycling Revenue 235,046 202,000 199,000 199,000
Commercial Drop Box 2,480 79,124 122,506 314,000
Container Sales/Leases 135,231 125,000 144,000 169,000
Total Operating Revenues 5,103,376 5,444,256 5,260,506 5,847,000
Operating Expenses:
Operations & Administration 862,532 1,132,034 1,110,158 1,230,193
' Commercial Collections 1,413,480 1,776,538 1,769,356 1,620,929
Residential Collections 1,223,348 1,948,024 1,948,024 1,334,119
Commercial Drop Box Collections 0 0 0 281,490
Recycling 861,457 995,582 989,350 1,120,137
• Composting 231,523 397,980 392,518 444,919
Total Operating Expenses Before Depreciation 4,592,340 6,250,158 6,209,406 6,031,787
Operating Income (Loss) Before Depreciation 511,036 (805,902) (948,900) (184,787)
Depreciation Expense 130,926 173,553 173,553 293,580
Operating Income (Loss) 380,110 (979,455) (1,122,453) (478,367)
Nonoperating Income (Expense):
Intergovernmental 9,286 0 0 0
Interest Income 159,952 121,000 128,000 83,000
• Other 2,309 104,671 104,671 0
Total Nonoperating Income (Expense): 171,547 225,671 232,671 83,000
Net Income (Loss) 551,657 (753,784) (889,782) (395,367)
Add Back Depreciation On Assets Acquired
With Contributed Capital 90,249 90,559 90,559 90,559
Net Change to Retained Earnings 641,906 (663,225) (799,223) (304,808)
' Ending Retained Earnings $ 4,391,084 $ 3,727,859 $ 3,591,861 $ 3,287,052
Beginning Contributions 1,547,958 1,457,857 1,457,857 1,367,298
,, Contributions 148 0 0 0
Depreciation on Contribution (90,249) (90,559) (90,559) (90,559)
Ending Contributions 1,457,857 1,367,298 1,367,298 1,276,740
' Total Fund Equity $ 5,848,941 $ 5,095,157 $ 4,959,159 $ 4,563,792
Capital Expenditures $ 0 $ 1,114,009 $ 1,114,009 $ 120,000
43
$2,706,223
Retained Farni.
48.3%
$2,000
Airline Fe
0.0%
$334,350
Rents and Le:
6.0%
$2,530,500
Capital
45.1%
Airport Fund
Sources of Funds for 2003
$35,000
Other
0.6%
$1,358,500
rgovernmet
24.3%
$1,100,000 $69,000
Aviation Fuel Interest Income & Other
19.6% 1.2%
$5,605,073
Uses of Funds for 2003
13.9% )Lt4,4Yo
Maintenance
3.8%
$5,605,073
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City of Fayetteville, Arkansas
Airport Fund
Fund - 5550
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Retained Earnings $ 6,002,285 $ 5,707,069 $ 5,707,069 $ 7,251,142
' Operating Revenues:
Airline Fees 2,568 2,000 2,004 2,000
Rents and Leases 257,504 288,160 305,109 334,350
Aviation Fuel 167,511 481,000 481,880 1,100,000
Other 3,519 3,000 14,223 35,000
Total Operating Revenues 431,102 774,160 803,216 1,471,350
Operating Expenses:
Airport Administration 464,434 457,760 442,966 702,611
Airport Maintenance 130,718 130,476 129,415 214,496
Airport Operations 166,007 502,480 499,595 778,209
Airport Capital Expenditures (8,335) 754,760 754,760 280,500
Total Operating Expenses Before Depreciation 752,824 1,845,476 1,826,736 1,975,816
Operating Income (Loss) Before Depreciation (321,722) (1,071,316) (1,023,520) (504,466)
Depreciation Expense 1,075,406 1,236,122 1,236,122 1,379,257
Operating Income (Loss) (1,397,128) (2,307,438) (2,259,642) (1,883,723)
Nonoperating Income (Expense):
Intergovernmental 152,449 2,937,217 2,937,217 1,358,500
Interest Income 177,323 153,000 92,000 69,000
Other 2,724 0 0 0
Total Nonoperating Income (Expense): 332,496 3,090,217 3,029,217 1,427,500
Net Income (Loss) (1,064,632) 782,779 769,575 (456,223)
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With Contributed Capital
769,416 774,498 774,498 872,405
Net Change to Retained Earnings (295,216) 1,557,277 1,544,073 416,182
Ending Retained Earnings $ 5,707,069 $ 7,264,346 $ 7,251,142 $ 7,667,324
Beginning Contributions 9,928,074 9,158,658 9,158,658 8,384,160
Contributions
Depreciation on Contribution (769,416) (774,498) (774,498) (872,405)
Ending Contributions 9,158,658 8,384,160 8,384,160 7,511,756
Total Fund Equity $ 14,865,727 $ 15,648,506 $ 15,635,302 $ 15,179,079
Capital Expenditures $ 979,434 $ 3,722,163 $ 3,722,163 $ 2,250,000
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City of Fayetteville, Arkansas
Town Center and Parking Facility Fund
Fund - 5600
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Beginning Retained Earnings $ 2,618,141 $
3,356,952 $
3,356,952 $
3,764,277
Oncratine Expenses:
Audit Expense 1,000 1,000 1,000 1,100
Rent 12,540 0 1 1 �.
Insurance 0 9,360 0 0
Professional Services 1,050 2,500 0 0
Legal Services 9,018 4,140 4,140 0
Total Operating Expenses 23,608 17,000 5,141 1,101
Operating Income (Loss) Before Depreciation (23,608) (17,000) (5,141) (1,101)
Depreciation Expense 183,880 367,760 367,760 324,600
Operating Income (Loss) (207,488) (384,760) (372,901) (325,701)
Nonoperating Income (Expense):
Interest Income 112,050 0 14,053 9,680
Interest Expense and Fees (214,353) (303,350) (306,265) (303,805)
Total Nonoperating Income (Expense): (102,303) (303,350) (292,212) (294,125)
Income (Loss) Before Operating Transfers (309,791) (688,110) (665,113) (619,826) 1
Other Financing Sources (Uses):
Transfer From Advertising & Promotion Fund 369,651 364,786 372,970 374,100
Transfer To Advertising & Promotion Fund (28,709) (23,000) (8,192) (10,000)
Total Other Financing Sources (Uses): 340,942 341,786 364,778 364,100
Net Income (Loss) 31,151 (346,324) (300,335) (255,726)
Add Back Depreciation On Assets Acquired
With Contributed Capital 0 0 0 0
Increase (Decrease) in Retained Earnings 31,151 (346,324) (300,335) (255,726)
Ending Retained Earnings $ 2,649,292 $ 3,010,628 $ 3,056,617 $ 3,508,551
Beginning Contributions 707,660 707,660 707,660 707,660
Contributions 0 0 0 0
Depreciation on Contribution 0 0 0 0
Ending Contributions 707,660 707,660 707,660 707,660
Total Fund Equity $ 3,356,952 $ 3,718,288 $ 3,764,277 $ 4,216,211
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City of Fayetteville, Arkansas
Continuing Education Center and Parking Facility Fund
IFund - 5690
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Retained Earnings $ 1,423,333 $ 1,644,354 $ 1,644,354 $ 1,826,972
Operating Revenues:
Rents and Leases 122,000 122,000 122,000 122,000
Total Operating Revenues 122,000 122,000 122,000 122,000
Operating Expenses:
Audit Expense 1,500 1,500 1,500 1,660
Insurance 4,964 7,582 9,322 10,720
Special Assessments 41,247 43,310 44,906 48,900
Total Operating Expenses 47,711 52,392 55,728 61,280
Operating Income (Loss) Before Depreciation 74,289 69,608 66,272 60,720
Depreciation Expense 94,807 94,807 94,807 95,000
Operating Income (Loss) (20,518) (25,199) (28,535) (34,280)
Nonoperating Income (Expense):
State Tourism Turnback 269,407 180,000 234,217 180,000
Interest Income 24,566 29,300 19,207 8,500
Interest Expense and Fees (72,743) (56,833) (56,701) (44,285)
Total Nonoperating Income (Expense): 221,230 152,467 196,723 144,215
Income (Loss) Before Operating Transfers 200,712 127,268 168,188 109,935
Other Financing Sources (Uses):
Transfer From Advertising & Promotion Fund 427,025 425,500 425,500 376,580
Transfer To Advertising & Promotion Fund (406,716) (405,000) (411,070) (415,000)
Total Other Financing Sources (Uses): 20,309 20,500 14,430 (38,420)
Net Income (Loss) 221,021 147,768 182,618 71,515
' Add Back Depreciation On Assets Acquired
With Contributed Capital 0 0 0 0
Increase (Decrease) in Retained Earnings 221,021 147,768 182,618 71,515
Ending Retained Earnings $ 1,644,354 $ 1,792,122 $ 1,826,972 $ 1,898,487
I, Beginning Contributions 0 0 0 0
Contributions 0 0 0 0
Depreciation on Contribution 0 0 0 0
Ending Contributions 0 0 0 0
Total Fund Equity $ 1,644,354 $ 1,792,122 $ 1,826,972 $ 1,898,487
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City of Fayetteville, Arkansas
Police Pension Fund
Fund -6800 P
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Net Assets $ 11,412,145 $ 10,780,521 $ 10,780,521 $ 10,403,525
Additions: '
Property Tax 227,374 248,910 257,994 317,910
State Insurance Tumback 171,781 180,000 191,757 165,000
Court Fines and Fees 126,833 126,000 127,156 128,000
Investment Earnings (218,822) 357,270 37,060 299,720
Officer Contributions 24,363 21,233 21,869 21,500
General Fund Contributions 47,055 42,466 43,740 43,000
Other 5,171 2,100 5,822 2,100
Total Additions 383,755 977,979 685,398 977,230
Deductions: I
Audit Expense 3,000 3,500 3,500 3,860
Settlement Expense 46,811 18,718 18,718 0
Professional Services 32 0 150 150
Benefit Payments 965,536 1,092,120 1,040,026 1,092,120
Total Deductions 1,015,379 1,114,338 1,062,394 1,096,130
Increase (decrease) In Net Assets (631,624) (136,359) (376,996) (118,900)
Ending Net Assets $ 10,780,521 $ 10,644,162 $ 10,403,525 $ 10,284,625
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Fire Pension Fund
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Beginning Net Assets $ 12,078,251 $
10,603,293 $
10,603,293 $
9,905,977
Additions:
Property Tax
State Insurance Tumback
Investment Earnings
Officer Contributions
General Fund Contributions
Other
Total Additions
227,373
248,910
257,994
317,910
93,475
93,475
87,878
65,000
(661,710)
357,875
159,093
220,875
40,179
41,882
33,995
33,995
80,359
83,764
67,990
67,990
479
0
0
0
(219,845)
825,906
606,950
705,770
Deductions:
Audit Expense 3,000 3,500 3,500 3,860
Settlement Expense 46,811 18,718 18,718 0
Professional Services 1,975 0 50 50
Benefit Payments 1,203,327 1,282,857 1,281,998 1,306,734
Total Deductions 1,255,113 1,305,075 1,304,266 1,310,644
Increase (decrease) In Net Assets (1,474,958) (479,169) (697,316) (604,874)
Ending Net Assets $ 10,603,293 $ 10,124,124 $ 9,905,977 $ 9,301,103
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Fund - 6820
Beginning Net Assets
Additions:
Court Fines and Fees
Investment Earnings
Total Additions
Deductions:
Audit Expense
100
100
100
110
Professional Services
600
600
600
0
Total Deductions
700
700
700
110
Increase (decrease) In Net Assets
53,130
46,246
45,525
43,396
Ending Net Assets
$ 670,187 $
716,433 $
715,712 $
759,108
City of Fayetteville, Arkansas
Municipal Judge Retirement Fund
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
$ 617,057 $
670,187 $
670,187 $
715,712
18,506
18,506
18,506
18,506
35,324
28,440
27,719
25,000
53,830
46,946
46,225
43,506
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City of Fayetteville, Arkansas
' Shop Fund
Fund - 9700
' Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Beginning Retained Earnings $ 9,276,596 $ 9,715,834 $ 9,715,834 $ 9,174,029
1 Operating Revenues:
Shop Charges 3,900,148 3,469,000 3,581,203 3,644,000
Total Operating Revenues 3,900,148 3,469,000 3,581,203 3,644,000
Operating Expenses:
' Vehicle Maintenance Program 2,415,756 2,621,127 2,620,103 2,657,536
Total Operating Expenses 2,415,756 2,621,127 2,620,103 2,657,536
Operating Income (Loss) Before Depreciation 1,484,392 847,873 961,100 986,464
Depreciation Expense 1,552,426 1,865,138 1,865,138 2,354,419
Operating Income (Loss) (68,034) (1,017,265) (904,038) (1,367,955)
Nonoperating Income (Expense):
' Interest Income 232,592 181,000 172,375 47,000
Gain (Loss) on Sale of Fixed Assets 78,259 100,000 9,200 25,000
Other 4,213 0 0 0
' Total Nonoperating Income (Expense): 315,064 281,000 181,575 72,000
Net Income (Loss) 247,030 (736,265) (722,463) (1,295,955)
Add Back Depreciation On Assets Acquired
With Contributed Capital 11,550 11,667 11,667 11,667
' Increase (Decrease) in Retained Earnings 258,580 (724,598) (710,796) (1,284,288)
Ending Retained Earnings $ 9,535,176 $ 8,991,236 $ 9,005,038 $ 7,889,741
Beginning Contributions 188,708 180,658 180,658 168,991
Contributions 3,500 0 0 0
Depreciation on Contribution (11,550) (11,667) (11,667) (11,667)
Ending Contributions 180,658 168,991 168,991 157,325
Total Fund Equity $ 9,715,834 $ 9,160,227 $ 9,174,029 $ 8,047,065
Capital Expenditures $ 861,985 $ 5,044,170 $ 5,044,170 $ 693,950
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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:
The 1% City sales tax revenue
has grown at an average rate of
8.7% annually since 1991
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 2003
represents approximately a
2.5% growth in revenue using
estimated 2002 as the base.
The 2002 projection is based
on the downturn of the
economy. The City sales tax
revenue is divided between
capital projects (75%, Sales
Tax Capital Improvements
Fund) and discretionary
purposes (25%, General Fund)
through June 30. Beginning
July 1, the revenue will be
divided 50% to each fund.
County Sales Tax:
The City receives a prorated
share of the 1% 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 7.2% annually
from 1991 to 2002. Budgeted
2003 county sales tax revenue
is projected to grow at 2.5%
over estimated 2002 revenue.
The 2003 projection is based
on past trends and the increase
of new businesses in the
neighboring counties.
Dollars
4,500,000 6,500,000 8,500,000 10,500,000 12,500,000 14,500,000
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
Est.
2002
Proj.
2003
■ 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
11,580,858
11,935,870
12,543,600
12,857,000
Dollars
2,000,000 4,000,000 6,000,000 8,000,000 10,000,000
1991
1992
1993
1994
1995
1996
ta
>^
1997
1998
1999
2000
2001
Est.
2002
Proj.
2003
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5,248,450
5,706,171
6,170,653
6,632,324
6,812,747
186
8,193,089
18,353,312
8,641,000
_ 8,857,000
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Major Revenue Sources, Continued
Hotel -Motel -Restaurant (HMR) Tax:
The City collects a 1% Hotel -
Motel -Restaurant (HMR) tax Dollars
for use by the City's 500,000 700,000 900,000 1,100,000 1,300,000 1,500,000 1,700,000
Ad rt & P
ve lsmg romodull
1991
Commission. On November
14, 1995, voters approved an
1992
additional 1% HMR tax to be
1993
used for parks and recreational
1994
needs. HMR tax revenue has
grown at an average rate of
1995
8.6% per year since 1991 and
1996
the projected revenue for 2003
1997
is expected to increase
1998
marginally over the 2002
1999
estimated revenue. This
flattening of revenue is due to
2000
the uncertainty of the effect
2001
that the Springdale and Rogers
Est. 2002
area will have on the restaurant
Proj 2003
and lodging industry in
Fayetteville.
Solid Waste Fees:
Growth in Solid Waste Fee
revenue has averaged
approximately 8.6% annually
from 1991 to 2002. A majority
of the increase was due to a
solid waste rate increase which
went into effect on January 1,
1997. The new rate increased
residential customers fees by
9.7% and commercial customer
fees by 20%. This was the first
solid waste rate increase since
1993. The 2003 revenues are
calculated from a projected
customer base increase and the
residential program changing
from a bag program to a cart
program to more efficiently
align a pay as you throw
program.
659,193
� 736,097
866,253
� 932,916
1,094,521
1,096,015
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1,254,310
1,254,312
■City Advertising & Promotion O Parks Development
Dollars
1,000,000 2,000,000 3,000,000 4,000,000 5,000,000
1991
2,174,481
1992
2,202,346
1993
2,848,773
1994
3,068,504
1995
3,210,462
1996
3,400,794
1997
3,989,960
1998
4,183,689
1999
4,402,413
2000
4,642,801
2001
4,730,619
Est.
2002
4,795,000
Proj.
2003
5,165,000
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Major Revenue Sources, Continued
Water Sales: Dollars
Water sales revenue is based 3,000,000 5,000,000 7,000,000 9,000,000
d f
on metere customer usage o
1991
water and is one of the primary
sources of revenue for the
1992
Water & Sewer Fund. The
1993
budgeted revenue for 2003
1994
includes an increase in revenue
1995
of 3.0% over projected 2002
1996
revenue. This increase is due to
1997
a projected increase in
1998
customers. The increase from
1999
actual 1997 to actual 1998 was
2000
due to a hot and dry summer in
2001
1998.
Est.
2002
Proj.
2003
Sewer Charges:
Sewer service charge revenue 4,000,000
is based on metered customer
1991
usage of water and is one of the
1992
primary sources of revenue for
1993
the Water & Sewer Fund. The
1994
budgeted revenue for 2003
1995
includes an increase in
1996
projected revenue of 1.1% over
1997
estimated 2002.
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1998
1999
2000
2001
Est.
2002
Proj.
2003
11,000,000 13,000,000
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
10,874,563
10,755,892
10,495,000
10,798,000
6,000,000
Dollars
8,000,000 10,000,000
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
8,587,859
8,641,780
8,708,000
8,807,000
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1 Major Revenue Sources, Continued
Franchise Fees:
The City collects franchise fees o
' from all utility companies in
Fayetteville for the use of City
Rights -of -Way. All of the 1993
franchise fee agreements reflect
a percentage of utility revenue
generated. Currently, Arkansas
1994
Western Gas pays 3% of
' annual sales before taxes on
residential and commercial
customers and 1% on industrial 1995
' customers. Southwestern Bell
Telephone pays 4% of all
access line billing. Cox
Communications (formally 1996
TCA Cable) pays 5% of annual
gross sales. The "In -Lieu -
t Franchise" represents the
franchise fees paid from the 1997
Water & Sewer and Solid
' Waste utilities, which are
owned by the City of
Fayetteville. The Water & y°', 99s
Sewer utility pays 4.25% and
the Solid Waste utility pays 3%
on annual gross sales. 1999
SWEPCO Electric and Ozarks
' Electric Co-op pay 3% of gross
revenues on domestic
customers and 1% on industrial 2000
' consumers.
The 2003 projections are based
Ion routine annual customer 2001
increases with the following
exception. The franchise fee
rates for "In -Lieu - Franchise"
shows a larger increase due to Eu2002
the Water & Sewer utility
having a prior rate of 3% in
' 2002.
e ni. 2003
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Dollars
200.000
400,000
600.000
800.000
1.000.000
1.200.000
®Ark Western Gas
D In Lieu - Franchise
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616.387
692,237
758,315
925.397
1,012,700
• Southwestern Bell O Cox Communications
• SWEPCO Electric ■ Ozarks Electric Co-op
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General Government Department
Citizens of
Fayetteville
' City Attorney City Clerk! Mayor City Council District Judge
Treasurer
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Library
City Prosecutor District Court
Chief Aviation & Economic
Administrative Development
Officer
Internal Audit
Cable Administration
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 eleven divisions: Office of the Mayor, City Council, City
Attorney, District Court, Aviation & Economic Development, Chief Administrative Officer, Cable
Administration, Internal Auditor, City Clerk/Treasurer, Library, and Miscellaneous.
Some major projects for this department in 2003 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; providing
oversight to implement programs/equipment for enhancements/improvements to the wastewater system
improvements; opening of the long awaited Senior Citizen Center; work to develop improvement districts
covering certain segments of the City; assist in the development of an interdepartmental team to improve our
ability to secure federal, state, local and foundation grants; and commercial and industrial development and
recruitment.
Estimated 2002 expenditures are projected to be approximately $87,800 below budgeted 2002. This difference
is principally attributable to Airport projects in progress and operational savings in various divisions during the
year. Proposed 2003 expenditures have decreased by approximately $86,000 when compared to the 2002
estimated amounts. The reductions are primarily due to a reduction in planned capital spending in the Wilson
Springs Business Park and Airport projects. The increase in Personnel Services for the 2003 Budget is mainly
due to budgeting salary contingency for all General Fund employees to provide funds for routine pay raises and
provide funds for the phase -in of the pay range adjustment for Fire and Police uniform staff and phase -in
funding needed to address non -uniform pay compression issues identified by the City's compensation
consultant. The funding for the pay adjustments is in the Miscellaneous Program.
A part-time (0.50 FTE) District Court clerk has been included in this budget for 2003.
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Operations
Capital
Depreciation
Cost Reimbursements
Transfers
Capital and Other
Total Department
Category Totals
Actual Budgeted Estimated
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2003
$ 2,143,286 $ 2,741,127 $ 2,696,700 $ 4,091,922
207,422 440,730 432,472 772,944
1,841,750 2,493,535 2,478,902 2,217,468
90,615 391,412 370,916 82,745 '
4,283,073 6,066,804 5,978,990 7,165,079
1,179,175
1,075,406
(2,420,448)
319,200
153,333
$ 4,436,406 $
4,108,676
1,236,122
(2,541,468)
299,440
3,102,770
4,108,676
1,236,122
(2,541,468)
299,440
3,102,770
2,280,000
1,379,257
(2,235,786)
407,115
1,830,586
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General Government Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
General Fund
0150 Mayor's Administration
Personnel Services $ 179,062 $ 192,474 $ 184,572 $ 228,396
Materials and Supplies 16,585 9,531 8,983 13,750
Services and Charges 69,672 116,874 107,814 101,071
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Maintenance 426 850 350 400
265,745 319,729 301,719 343,617
' 0160 City Council
Personnel Services 72,341 72,341 72,341 72,376
Materials and Supplies 505 1,000 1,000 1,000
' Services and Charges 5,977 9,203 8,105 11,450
78,823 82,544 81,446 84,826
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Personnel Services
Materials and Supplies
Services and Charges
Maintenance
0310 City Prosecutor
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
179,192
171,634
169,318
184,606
2,803
4,799
4,799
5,750
26,561
28,674
28,674
25,370
1,875
10,768
500
500
210,431
215,875
203,291
216,226
278,135
290,857
287,639
306,265
8,461
7,899
7,899
8,527
5,886
11,854
11,854
7,754
0
0
0
100
292,482
310,610
307,392
322,646
0350 Hot Check
Personnel Services 134,541 143,564 142,652 139,093
Materials and Supplies 4,889 4,241 4,241 3,750
Services and Charges 8,627 6,874 6,874 11,521
Maintenance 983 800 800 800
149,040 155,479 154,567 155,164
' 0400 District Judge
Personnel Services 80,411 85,403 85,393 90,995
Materials and Supplies 1,177 1,550 1,100 2,050
Services and Charges 3,263 9,397 8,628 9,032
84,851 96,350 95,121 102,077
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0500 Economic Development
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
120,293
85,288
85,288
42,065
379
2,500
1,600
6,450
14,246
6,844
6,650
16,117
0
0
0
250
134,918
94,632
93,538
64,882
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General Government Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
0550 Chief Administrative Officer
Personnel Services 63,756 119,333 115,632 125,269
Materials and Supplies 1,149 5,600 5,374 1,800
Services and Charges 6,101 18,714 18,714 14,778
Maintenance 34 138 138 150
71,040 143,785 139,858 141,997
0600 Cable Administration
Personnel Services 145,333 156,369 152,548 158,411
Materials and Supplies 5,956 5,498 5,498 7,200
Services and Charges 80,618 88,965 88,965 84,455
Maintenance 7,529 8,115 8,115 8,115
239,436 258,947 255,126 258,181 ,
1360 Internal Audit
Personnel Services 58,931 67,553 67,502 67,094
Materials and Supplies 491 2,587 2,587 750
Services and Charges 3,225 18,225 18,225 2,836
62,647 88,365 88,314 70,680
1510 City Clerk/Treasurer
Personnel Services 157,412 176,109 173,630 195,293
Materials and Supplies 23,282 26,034 26,034 24,867
Services and Charges 45,757 74,630 74,630 39,661
Maintenance 3,916 5,083 5,083 5,060
230,367 281,856 279,377 264,881
2010 Criminal Cases
Personnel Services 163,221 175,822 174,934 176,738
Materials and Supplies 6,165 8,695 7,633 10,400
Services and Charges 1,006 875 842 2,425
Maintenance 0 750 200 250
170,392 186,142 183,609 189,813
2020 Probation & Fine Collection
Personnel Services 36,694 38,266 33,015 35,888 '
Materials and Supplies 79 400 350 510
Services and Charges 1,717 1,960 1,960 3,045
38,490 40,626 35,325 39,443 '
2030 Small Claims & Civil Cases
Personnel Services 125,760 133,088 129,202 139,260
Materials and Supplies 3,065 4,450 4,450 5,050 '
Services and Charges 436 125 125 1,625
Maintenance 0 100 100 250
129,261 137,763 133,877 146,185 ,
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General Government Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
' 2001 2002 2002 2003
5240 Library
Services and Charges 644,188 713,720 713,720 758,000
644,188 713,720 713,720 758,000
5280 Yvonne Richardson Community Center
Personnel Services 71,735 73,097 65,578 62,649
Materials and Supplies 743 1,850 1,850 3,000
Services and Charges 19,708 26,622 25,268 33,700
Maintenance 749 1,150 1,092 2,000
92,935 102,719 93,788 101,349
6600 Miscellaneous
Personnel Services 0 453,701 453,701 1,705,912
Materials and Supplies 1,215 2,215 2,215 3,500
Services and Charges 626,070 526,270 526,270 210,624
' Maintenance 7,918 10,000 10,000 9,260
Capital 199,741 386,513 386,513 30,000
Cost Reimbursements (2,420,448) (2,541,468) (2,541,468) (2,235,786)
Transfers 319,200 299,440 299,440 407,115
(1,266,304) (863,329) (863,329) 130,625
Total General Fund 1,628,742 2,365,813 2,296,739 3,390,592
Airport Fund
' 3940 Airport Administration
Personnel Services 189,114 131,296 128,823 154,766
Materials and Supplies 5,630 9,905 6,498 7,850
' Services and Charges 246,498 282,268 281,452 535,995
Maintenance 23,192 34,291 26,193 4,000
Depreciation 1,075,406 1,236,122 1,236,122 1,379,257
1,539,840 1,693,882 1,679,088 2,081,868
3950 Airport Maintenance
Personnel Services 69,949 67,642 67,642 111,733
Materials and Supplies 438 5,226 4,920 14,600
Services and Charges 35,379 39,874 39,874 39,003
Maintenance 24,952 17,734 16,979 49,160
130,718 130,476 129,415 214,496
3955 Airport Operations
Personnel Services 17,406 107,290 107,290 95,113
Materials and Supplies 124,410 336,750 335,441 652,140
Services and Charges 22,935 55,590 54,281 28,506
Maintenance 1,256 2,850 2,583 2,450
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Capital 0 10,700 10,700 0
166,007 513,180 510,295 778,209
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General Government Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
3960 Airport Capital Expenditures
Services and Charges
(26,120)
455,977
455,977
280,500
Maintenance
17,785
298,783
298,783
0
Capital
979,434
3,711,463
3,711,463
2,250,000
971,099
4,466,223
4,466,223
2,530,500
Total Airport Fund
2,807,664
6,803,761
6,785,021
5,605,073
Total General Government Department
$ 4,436,406 $
9,169,574 $
9,081,760 $
8,995,665
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General Government Department
Personnel Summary
2000
2001
2002
2003
Division / Title
Employees
Employees
Employees
Employees
Mayor's Administration Division:
Mayor
1.00
1.00
1.00
1.00
Executive Secretary
1.00
1.00
1.00
1.00
Community Affairs Officer
0.00
2.00
2.00
2.00
Public Information Representative
0.00
1.00
1.00
1.00
Assistant to the Mayor
1.00
0.00
0.00
0.00
3.00
5.00
5.00
5.00
City Attorney Division
City Attorney
1.00
1.00
1.00
1.00
Assistant City Attorney
1.00
1.00
1.00
1.00
Senior Secretary
1.00
1.00
1.00
1.00
Law Clerk (Part-time)
0.75
0.50
0.50
0.50
3.75
3.50
3.50
3.50
City Prosecutor Division:
Prosecuting Attorney
1.00
1.00
1.00
1.00
Deputy Prosecuting Attorney
1.00
1.00
1.00
1.00
Senior Legal Assistant
2.00
2.00
2.00
2.00
Senior Secretary
1.00
1.00
1.00
1.00
Secretary
1.00
1.00
1.00
1.00
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
Hot Check Program Clerk
1.00
1.00
1.00
1.00
Work Study
0.50
0.50
0.50
0.50
District Court Division
District Judge
1.00
1.00
1.00
1.00
Head CourtClerk
1.00
1.00
1.00
1.00
Courts Services Officer
1.00
1.00
1.00
1.00
Lead Court Clerk
1.00
1.00
1.00
1.00
Deputy Court Clerk
6.00
6.00
6.00
6.50
10.00
10.00
10.00
10.50
Economic Development Division:
Economic Development Director
1.00
1.00
0.00
0.00
Special Projects Director
0.00
0.00
0.50
0.50
Aviation & Economic Development Director
0.00
0.00
0.50
0.50
Secretary
1.00
0.00
0.00
0.00
2.00
1.00
1.00
1.00
Chief Administrative Officer Division:
Chief Administrative Officer
0.00
1.00
1.00
1.00
Senior Secretary
0.00
1.00
1.00
1.00
0.00
2.00
2.00
2.00
63
Division / Title
Cable Administration Division:
Cable Administrator
Office Coordinator
Lead Production Technician
Associate Producer
Production Assistants (Part-time)
General Government Department
Personnel Summary
2000 2001 2002 2003
Employees Employees Employees Employees
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.25
1.25
1.25
1.25
5.25
5.25
5.25
5.25
Internal Auditor Division:
Internal Auditor
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
City Clerk Division:
City Clerk
1.00
1.00
1.00
1.00
Deputy City Clerk
1.00
1.00
1.00
1.00
Senior Secretary
1.00
2.00
2.00
2.00
Senior Clerk Typist
1.00
1.00
1.00
1.00
4.00
5.00
5.00
5.00
Yvonne Richardson Community Center Program:
Community Center Director
1.00
1.00
1.00
1.00
Activities Assistant (Part-time)
0.80
1.00
1.00
1.00
1.80
2.00
2.00
2.00
Airport Division:
Aviation & Economic Development Director
1.00
0.50
0.50
0.50
Financial Coordinator
1.00
1.00
1.00
1.00
Senior Secretary
1.00
1.00
1.00
1.00
Crew Leader
0.00
1.00
1.00
1.00
FBO Line Supervisor
0.00
0.00
1.00
1.00
Airport Maintenance Worker III
3.00
2.00
2.00
2.00
FBO Line Technician
0.00
2.00
2.00
2.00
6.00
7.50
8.50
8.50
Total General Government Personnel
52.25
53.75
46.80
53.25
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General Government Department
Mayor's Administration Division
Mayor's Administration Program
Fund 1010- General
Program Description, Objectives, and Analysis:
Program 0150
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 seven departments:
General Government, Community Planning & Engineering Services, Operations, Finance & Internal Services, Police,
Fire, and Water & Wastewater.
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
Actual Budgeted Estimated
2001 2002 2002
5.00 5.00 5.00
179,062 $
192,474 $
184,572
16,585
9,531
8,983
69,672
116,874
107,814
426
850
350
$ 265,745 $ 319,729 $ 301,719
Budgeted
2001
5.00
$ 228,396
13,750
101,071
400
$ 343,617
2003 Activities and Objectives
1. To continue to develop the I-540 business and technology park in a cost effective manner.
2. To continue to expand the implementation of Fayetteville's public transit plan.
3. To work with American Electric Power (SWEPCO) and Ozarks Electric for a solution to tree trimming and utility
placement in the City of Fayetteville.
4. To develop a program to control trash and litter in Fayetteville.
5. To develop a cultural tourism program in Fayetteville focusing on music, film, art, historic tours, etc. complete
with a physical, central headquarter.
6. To develop a sports complex for youth programs, competitions, etc. in Fayetteville.
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General Government Department
City Council 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.
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Personnel Services
$ 72,341 $
72,341 $
72,341 $
72,376
Materials and Supplies
505
1,000
1,000
1,000
Services and Charges
5,977
9,203
8,105
11,450
$ 78,823 $
82,544 $
81,446 $
84,826
Performance Measures
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Demand/Workload
1. Planned Agenda Sessions 24 24 24 24
2. Planned City Council Meetings 24 24 24 24
3. Special City Council Meetings 2 0 6 0
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General Government Department
• City Attorney Division
City Attorney Program
' Fund 1010 -General Program 0210
Program Description, Objectives, and Analysis:
The City Attorney's office provides general legal advice, drafting of ordinances and resolutions, and special services to
' the City Council, the Mayor, the Planning Commission, and the Board of Adjustment as well as City departments and
staff. This office also represents the City in land condemnation and other civil cases in state and federal courts and in
appeals to state and federal appellate courts.
1
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 3.50 3.50 3.50 3.50
Program Expenditures
Personnel Services $ 179,192 $ 171,634 $ 169,318 $ 184,606
Materials and Supplies 2,803 4,799 4,799 5,750
Services and Charges 26,561 28,674 28,674 25,370
' Maintenance 1,875 10,768 500 500
$ 210,431 $ 215,875 $ 203,291 $ 216,226
' Performance Measures
Demand/Workload
' 1. Annual Attorney Hours Available 3,792 3,792 3,792 3,792
2. Cost of Service per Attorney Hour $ 55.49 $ 56.93 $ 53.61 $ 57.02
General Legal Services: These services include legal research and rendering legal opinions, reviewing and drafting
contracts, drafting ordinances and resolutions, and counseling City staff on legal issues involving the City. The City
Attorney or Assistant City Attorney attend all City Council, Planning Commission, Board of Adjustment, and Fire and
Police Pension Board meetings as well as other committee meetings upon request.
Litigation: The City Attorney's office represents the City in State Circuit Courts and Federal District Courts and state
I and federal appellate courts when necessary. Litigation is handled in-house unless there is a conflict of interest or the
litigation is covered by the City's liability insurance.
Special Services: These services include research and rendering of legal opinions on issues which go beyond routine
or daily issues, representation of the City with regard to special interest functions, and representation involving
community disputes.
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General Government Department
City Attorney Division
City Prosecutor Program
Fund 1010 - General Program 0310
Program Description, 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 District 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
2001 2002 2002 2003 '
Program Staff
Full -Time Equivalent Positions 6.50 6.50 6.50 6.50
Program Expenditures
Personnel Services $ 278,135 $ 290,857 $ 287,639 $ 306,265
Materials and Supplies 8,461 7,899 7,899 8,527
Services and Charges 5,886 11,854 11,854 7,754
Maintenance 0 0 0 100
$ 292,482 $ 310,610 $ 307,392 $ 322,646 '
Performance Measures
Demand/Workload '
I. Complaints 686 650 600 600
2. Circuit Court Cases 18 25 15 15
3. Nonwarrant Criminal Charges 6,742 6,500 8,900 8,900
4. DWI's 1,064 1,050 1,350 1,400
5. Warrant Charges 472 300 475 475
6. Carrying Prohibited Weapons 45 50 40 45
7. Batteries 308 340 450 450
8. Trials 29 35 35 35
Results
1. Complaint Disposition '
A. Inactive/Mediated/Letter 413 400 260 300
B. Prosecutor Subpoena 271 230 270 275
C. Warrant Issued 224 225 225 225
D. Motions to Revoke Filed 240 230 275 250
2. % of Convictions
A. DWI's 98 98 98 98
B. Warrant Charges/Nonwarrant 88 90 90 90
C. Carrying Weapons Prohibited 100 95 98 98
D. Batteries 90 88 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.
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Program Staff
Full -Time Equivalent Positions
Full -Time Equivalent Positions - Uniformed
Actual Budgeted
2001 2002
2.50 2.50
1.00 1.00
3.50 3.50
Estimated
2002
2.50
1.00
Budgeted
2003
2.50
1.00
3.50 3.50
Program Expenditures
Personnel Services $ 134,541 $ 143,564 $ 142,652 $ 139,093
Materials and Supplies 4,889 4,241 4,241 3,750
Services and Charges 8,627 6,874 6,874 11,521
Maintenance 983 800 800 800
$ 149,040 $ 155,479 $ 154,567 $ 155,164
Performance Measures
Demand/Workload
1. Checks Brought In 12,390 10,500 9,300 9,300
2. Warrants/Commitments Issued 4,483 5,100 4,100 4,400
3. Checks Paid Off/Cleared 10,101 9,500 9,000 9,200
4. Cases Prepared for Trial 3,259 3,700 4,600 4,500
5. Checks Submitted for Collection $ 224,939 $ 275,000 $ 271,712 $ 271,000
Results
I. %a of Checks Processed 100 100 100 100
' 2. % of Hot Checks Collected 82 90 90 90
3. % of Cases Settled 100 100 100 100
4. Received for Prosecuting Fees $ 93,887 $ 95,000 $ 90,000 $ 90,000
5. Received for Chks & Service Chgs $ 498,668 $ 500,000 $ 465,000 $ 465,000
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General Government Department
Fayetteville District Court Division
District Judge Program
Fund 1010 - General Program 0400
Program Description, Objectives, and Analysis:
The District 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 I
fines and costs assessed and to set cases for trial within 60 days after the arraignment date.
In 2001, Amendment 3 was passed by Arkansas voters. This Constitutional Amendment has effected the court. The '
first change was that all Municipal Courts become District Courts. This name change became effective on July 1,
2001. Other changes will depend on the outcome of the 2003 Legislative Session.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services $ 80,411 $ 85,403 $ 85,393 $ 90,995
Materials and Supplies 1,177 1,550 1,100 2,050
Services and Charges 3,263 9,397 8,628 9,032
$ 84,851 $ 96,350 $ 95,121 $ 102,077 '
Performance Measures
Demand/Workload I
1. Criminal Cases Filed 22,729 25,700 21,872 23,500
2. Civil Cases Filed 3,039 3,800 3,900 4,000
3. Criminal Trial Settings 6,200 6,300 6,290 6,300
4. Civil Trial Settings 2,000 2,000 2,000 2,000
Results
1. Criminal Cases Adjudicated 15,263 14,900 14,990 15,200
2. Fines and Costs Assessed $ 2,215,333 $ 2,350,000 $ 2,374,972 $ 2,500,000
3. Fines and Costs Collected $ 1,910,298 $ 2,100,000 $ 2,071,220 $ 2,200,000
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General Government Department
Aviation & Economic Development Division
Economic Development Program
Fund 1010- General Program 0500
Program Description. Objectives, and Analysis:
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, the Arkansas Research and Technology Park at Genesis, and the Business
and Technology Park (Wilson Springs) at Interstate 540. Economic Development actively assists businesses with
expansion in existing locations and new businesses locating in Fayetteville.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
2001 2002
Estimated
2002
Budgeted
2003
1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services
$ 120,293 $
85,288 $
85,288 $
42,065
Materials and Supplies
379
2,500
1,600
6,450
Services and Charges
14,246
6,844
6,650
16,117
Maintenance
0
0
0
250
$ 134,918 $
94,632 $
93,538 $
64,882
Performance Measures
Demand/Workload
1. Clients Consultations
N/A
25
25
25
2. Community Coordinations
N/A
N/A
24
48
3. Information Requests
N/A
100
50
100
4. Wilson Springs Showings
N/A
N/A
10
24
5. South Industrial Park Showings
N/A
N/A
20
24
Results
1. Jobs Created
N/A
N/A
374
500
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General Government Department
Chief Administrative Officer Division
Chief Administrative Officer Program
Fund 1010 - General Program 0550
Program Description, Objectives, and Analysis:
The Chief Administrative Officer Division is responsible for insuring that the policy directives from the mayor and
City Council are implemented; providing executive oversight, on behalf of the Mayor, for the principal departments of
the City of Fayetteville; acting as the principal conduit to the line departments relative to executive direction and
requests from the Mayor; recommending to the Mayor personnel actions as may be appropriate for all executive
positions in the City; ensuring that the Mayor, as presiding officer of the City Council, is knowledgeable of all actions '
before the council and following up on issues arising from City Council and Mayoral concerns; and serving as the
coordinator, at the direction of the Mayor, for all outreach activities and actions of the City in areas such as tourism,
legislation, grant writing, seminars and support of other public or semi-public agencies and groups. '
Actual Budgeted Estimated Budgeted ,
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures
Personnel Services $ 63,756 $ 119,333 $ 115,632 $ 125,269
Materials and Supplies 1,149 5,600 5,374 1,800
Services and Charges 6,101 18,714 18,714 14,778
Maintenance 34 138 138 150
$ 71,040 $ 143,785 $ 139,858 $ 141,997
Performance Measures
Demand/Workload
1. Develop a system to use in monitoring and evaluating the "Contract for Services" that the City has with a number '
of non-profit organizations.
2. Aggressively seek federal and state funding needed to address the issues of urban in -fill and redevelopment of the
downtown area and alternative modes of transportation.
3. Provide coordination between the City and the Downtown/Dickson Enhancement Project.
4. Investigate possible sources of funding for needed public infrastructure improvements and pursue prospective
funding mechanisms through applications, methods, and systems.
5. Develop an improved methodology for communication with all citizens and local, state or national special interest
groups.
6. Develop an approach to addressing such regional issues as water quality, wastewater and transportation.
7. Work with Department Directors and Division Heads in evaluating the current budget process.
8. Develop, for discussion, a multi -purpose bond program targeted at public facilities such as parks, streets, and a
new police/fire headquarters.
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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; 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) ensure that the P.E.G. television center is equipped, maintained, 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 the 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
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 5.25 5.25 5.25 5.25
' Program Expenditures
Personnel Services $ 145,333 $ 156,369 $ 152,548 $ 158,411
' Materials and Supplies 5,956 5,498 5,498 7,200
Services and Charges 80,618 88,965 88,965 84,455
Maintenance 7,529 8,115 8,115 8,115
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$ 239,436 $ 258,947 $ 255,126 $ 258,181
Performance Measures
Demand/Workload
1.
Hours Video Equipment Used by
Public & Staff
13,722
16,000
16,000
16,000
2.
CAT Video Workshops
299
180
180
180
3.
City Video Tapes Duplicated
297
330
330
340
4.
CAT Channel Total Cablecast Hrs.
6,007
6,500
6,000
6,000
5.
Gov't Channel Total Cablecast Hrs.
2,408
2,500
2,500
2,500
Results
I.
Admin. P.E.G. Center Hrs./Month
75
75
75
75
2.
Gov't Channel Meetings Taped
324
300
325
325
3.
Gov't Channel Info Videos Produced
221
215
215
215
4.
CAT Workshop Participants
868
500
500
500
5.
CAT First Time Producers
17
50
20
20
6.
CAT New Local Programs/Hours
431 / 310
N/A / 350
418/300
425 / 300
7.
Gov't New Prog. Hrs.- Meetings/Info
479/ 124
428/ 112
428/112
428/112
8.
Gov't/CAT Bulletin Board Messages
838 / 685
750 / 850
750 / 850
750 / 850
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General Government Department
Internal Audit Division '
Internal Audit Program
Fund 1010- General Program 1360 ,
Program Description. 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
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures
Personnel Services $ 58,931 $ 67,553 $ 67,502 $ 67,094
Materials and Supplies 491 2,587 2,587 750
Services and Charges 3,225 18,225 18,225 2,836
$ 62,647 $ 88,365 $ 88,314 $ 70,680
Performance Measures
Demand/Workload t
1. Review of City Areas 6 10 10 15
2. Special Projects 20 15 15 10
3. Review Contracts/Leases/Grants 350 375 375 400
4. Contract Payments to Review 600 600 600 600
5. Maintain Document Files 300 325 325 325
Results
1. Number of Areas Reviewed 5 10 7 15
2. Special Projects Completed 12 15 10 10
3. Contracts/Leases/Grants Reviewed 270 375 275 400
4. Review of Contract Payments 525 600 600 600
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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; certifies and files financial statements, financial interest disclosures, code of ethics
disclosures, pension board affidavits, and insurance certification; and coordinates the appointment procedures for the
City's citizen boards, commissions, and committees.
The primary duties of the City Clerk/Treasurer are to coordinate and supervise the maintenance and custody of the
City's official records; to prepare agendas and minutes for City Council meetings; to keep the City Code of
Ordinances updated; to work in cooperation with the Washington County Election Commission in planning elections;
to coordinate the scheduling of meetings and media notification including vacancies on citizen committees; and to
serve as a member of the Fire and Police Pension Boards and provide clerical support for both.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
' Program Staff
Full -Time Equivalent Positions 5.00 5.00 5.00 5.00
Program Expenditures
Personnel Services $ 157,412 $ 176,109 $ 173,630 $ 195,293
' Materials and Supplies 23,282 26,034 26,034 24,867
Services and Charges 45,757 74,630 74,630 39,661
Maintenance 3,916 5,083 5,083 5,060
$ 230,367 $ 281,856 $ 279,377 $ 264,881
Performance Measures
Demand/Workload
I. Staff, Council, Fire/Police Pension
1 Meetings Attended 162 167 170 167
2. Agendas Prepared 71 75 94 75
3. Minutes - Council & Boards 59 45 44 45
4. Ordinances & Res. passed 232 230 292 240
5. Committee Vacancies/Applicants 57 /102 70 / 80 70 / 80 70 / 80
6. Meeting Rooms Request/Schedule 1,023 1,000 1,064 1,010
7. Coordinate Elections 1 2 4 1
8. Permanent Record Retention 278,390 270,000 219,000 250,000
Results
1. Sets of Minutes with Errors of Fact 0 2 2 2
2. Code of Ordinances Updated 0 4 1 4
' 3. Average Direct Labor Cost of
Record Retention $ 0.15 $ 0.18 $ 0.18 $ 0.18
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General Government Department
Fayetteville District Court Division
Criminal Cases Program
Fund 1010 -General Program 2010
Program Description, Objectives, and Analysis:
This program provides a forum for the fair and prompt resolution of all criminal cases filed with the Court. The
criminal program of Fayetteville District Court is responsible for processing all criminal, traffic, and parking
violations filed by area law enforcement agencies.
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Program Staff
Full -Time Equivalent Positions
4.50
4.50
4.50
4.50
Program Expenditures
Personnel Services
$ 163,221 $
175,822 $
174,934 $
176,738
Materials and Supplies
6,165
8,695
7,633
10,400
Services and Charges
1,006
875
842
2,425
Maintenance
0
750
200
250
$ 170,392 $
183,609 $
186,142 $
189,813
Performance Measures
Demand/Workload
1. Cases Filed 22,729 25,700 21,872 23,500
2. Cases Disposed of 15,263 14,900 13,900 14,000
3. Fines/Costs Assessed $ 2,215,333 $ 2,350,000 $ 2,374,972 $ 2,500,000
Results
1. Fines/Costs Collected
2. % of Assessments Collected
3. Warrant Backlog (# Affidavits)
4. Trial Docket Backlog
(Outside 90 Days)
5. General Fund Revenue
$ 1,910,298
86
0
0
$ 1,242,367
$ 2,100,000
89
0
0
$ 1,295,000
$ 2,071,220
87
0
0
$ 1,250,984
$ 2,200,000
88
0
0
$ 1,258,000
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General Government Department
Fayetteville District Court Division
Probation & Fine Collection Program
Fund 1010- General Program 2020
Program Description, Objectives, and Analysis:
This program staffs a certified court services officer who is responsible for court security and monitoring all court
orders which involve probation, money owed, and jail time. The program provides effective probation and fine
collection services for the Fayetteville District 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.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
nnni nnn,
Estimated
nn"'
Budgeted
nn",
1.00 1.00 1.00 1.00
' Program Expenditures
Personnel Services $ 36,694 $ 38,266 $ 33,015 $ 35,888
Materials and Supplies 79 400 350 510
Services and Charges 1,717 1,960 1,960 3,045
$ 38,490 $ 40,626 $ 35,325 $ 39,443
Performance Measures
Demand/Workload
1. Divisions Requesting Public Service 6 7 6 6
2. Interviews Conducted 727 850 574 750
3. Divisions Assigned Public Service 6 7 6 6
4. Persons Assigned to Public Service 503 550 446 500
5. Hours Public Service Assigned 20,542 27,500 20,974 22,500
6. Fines/Costs Assessed $ 2,215,333 $ 2,350,000 $ 2,374,972 $ 2,500,000
Results
1. Hours of Public Service Completed 18,273 22,500 20,536 21,500
2. Fines/Costs Collected $ 1,910,298 $ 2,100,000 $ 2,071,220 $ 2,200,000
3. Amount of Fines/Costs Worked Off
by Public Service Workers $ 166,714 $ 168,750 $ 154,020 $ 161,250
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General Government Department
Fayetteville District Court Division
Small Claims & Civil Cases Program
Fund 1010 - General Program 2030
Program Description. Objectives, 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.
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003 I
Program Staff
Full -Time Equivalent Positions 3.50 3.50 3.50 4.00
Program Expenditures
Personnel Services $ 125,760 $ 133,088 $ 129,202 $ 139,260
Materials and Supplies 3,065 4,450 4,450 5,050
Services and Charges 436 125 125 1,625
Maintenance 0 100 100 250
$ 129,261 $ 137,763 $ 133,877 $ 146,185
Performance Measures I
Demand/Workload
1. Cases Filed 3,039 3,800 3,900 4,000
2. Court Session/Week (Hours) 8 8 8 8
3. Cases Set for Hearing/Week 35 40 35 38
Results ,
1. % Cases Processed
Within 2 Days 100 100 100 100
2. General Fund Revenue $ 101,813 $ 132,300 $ 126,207 $ 126,500
3. Cost of Program $ 129,261 $ 129,620 $ 133,877 $ 146,185
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General Government Department
' Library Division
Library Program
' Fund 1010- General Program 5240
Program Description Objectives and Analysis:
The Fayetteville Public Library (FPL) is a public service providing the citizens with access to needed information,
kindling a love of reading in both children and adults, and encouraging lifelong learning and achievement for all. Like
all public libraries, FPL provides free access to knowledge so that all citizens, regardless of income level, may have
the opportunity to use information resources for their self improvement, enjoyment, and education.
The library is funded from two primary sources: a transfer from the City of Fayetteville ($735,400) and the City
Library milage collected by Washington County and remitted to the Library. The library 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 requirements of citizens for public
' library services; 2) continuing process improvement to maximize value to citizens; and 3) developing, testing, and
implementing processes needed to operate the new library facility.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 30.50 30.50 30.50 30.50
Program Expenditures
Services and Charges $ 644,188 $ 713,720 $ 713,720 $ 758,000
' $ 644,188 $ 713,720 $ 713,720 $ 758,000
Performance Measures
Demand/Workload
1. Population (Fayetteville only) 59,400 60,900 60,471 61,350
2. Annual Patron Visitations 461,879 508,000 550,000 605,000
3. Annual Program Attendance 25,036 28,000 30,000 33,000
4. Annual Circulation 484,172 520,000 560,000 632,000
5. Annual Reference Transactions 41,955 44,000 50,000 52,000
6. Collection Size - Without Periodicals 141,377 159,000 159,000 175,000
7. Annual Materials Added 22,224 17,000 17,000 16,000
Results
1. Holdings Per Capita (Fay only) 2.34 2.61 2.63 2.89
2. FTE Service Staff 30.50 30.50 30.50 30.50
3. Daily Circulation 1,364 1,465 1,577 1,780
4. Annual Volunteer Hours 9,989 10,000 10,900 10,900
5. Annual Library Cards Issued 4,575 4,400 5,000 5,000
6. Library card holders 29,729 31,000 31,400 34,000
7. Collection Turnover 3.42 3.27 3.52 3.61
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General Government Department
Chief Administrative Officer Division
Yvonne Richardson Community Center Program
Fund 1010- General Program 5280
Program Description, Objectives, and Analysis:
This program contains funding to provide for the position of the Yvonne Richardson Community Center (YRCC)
Director, two part-time positions, and associated supplies. The center has been open since 1996. Until 2001, the I
YRCC was reported in Community Development (2180-4960).
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff '
Full -Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures I.
Personnel Services $ 71,735 $ 73,097 $ 65,578 $ 62,649
Materials and Supplies 743 1,850 1,850 3,000
Services and Charges 19,708 26,622 25,268 33,700
Maintenance 749 1,150 1,092 2,000
$ 92,935 $ 102,719 $ 93,788 $ 101,349 '
Performance Measures
Demand/Workload
1. Annual Hours of Operation 2,906 2,808 3,000 3,500
Results I
1. # of Special/Neighborhood Events 62 60 65 70
2. # of Special/Neighborhood Participants 3,825 3,500 4,000 4,500 1
3. Average Daily Utilization of Patrons 170 200 200 200
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General Government Department
' Miscellaneous Division
Miscellaneous Program
Fund 1010- General Program 6600ra 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 Service and the Downtown/Dickson Enhancement Project,
Inc.
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The fluctuation in expenditures for this program between Budgeted 2002 and Budgeted 2003 is primarily due to
expenditures related to completion of the preliminary studies of the Wilson Springs Business Park and the purchase of
land on South School Street. The transfer budgeted for 2003 is to the Arts Center Bond Fund.
The change
in the
Services and Charges Category from prior years
includes completion of the first phase of
engineering
services
for Wilson Springs Business Park.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
' Personnel Services $ 0 $ 453,701 $ 453,701 $ 1,705,912
Materials and Supplies 1,215 2,215 2,215 3,500
' Services and Charges 626,070 526,270 526,270 210,624
Maintenance 7,918 10,000 10,000 9,260
Capital 199,741 386,513 386,513 30,000
Cost Reimbursements (2,420,448) (2,541,468) (2,541,468) (2,235,786)
Transfers 319,200 299,440 299,440 407,115
$ (1,266,304) $ (863,329) $ (863,329) $ 130,625
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The major expenditure planned for 2003 is the transfer to the Arts Center Bond Fund.
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General Government Department
Aviation & Economic Development Division '
Airport Administration Program
Fund 5550 - Airport Program 3940
Program Description, Objectives, and Analysis:
This program is to operate and maintain the airport under a Limited 139 Specification certificate and to administer
Federal and State Grant funds, tenant leases, budget expenditures, revenues, and maintain landside buildings and
related grounds. Objectives include administering airport resources, completion of FAA mandated programs,
negotiation of leases, as well as provide airport marketing and development, oversight of the Passenger Facility
Charge (PFC) program, support functions to FBO operations, and maintain FBO terminal facilities. ,
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 3.58 2.70 2.70 2.50 1
Program Expenditures
Personnel Services $ 189,114 $ 131,296 $ 128,823 $ 154,766
Materials and Supplies 5,630 9,905 6,498 7,850
Services and Charges 246,498 282,268 281,452 535,995
Maintenance 23,192 34,291 26,193 4,000
Depreciation 1,075,406 1,236,122 1,236,122 1,379,257
$ 1,539,840 $ 1,693,882 $ 1,679,088 $ 2,081,868
Performance Measures
Demand/Workload I
1. # of Employees Supervised 7 7 7 8
2. CIP Projects 6 8 8 5
3. Leases Managed 88 83 85 90
4. Meetings Conducted/Attended N/A N/A 104 52
5. Board Meetings Conducted N/A N/A 18 12
Results
1. % Growth in Airport Revenue N/A N/A N/A 25 1
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General Government Department
Aviation & Economic Development Division
Airport Maintenance Program
Fund 5550 - Airport Program 3950
Program Description, Objectives, and Analysis:
This program maintains the airport buildings and grounds to part 139 standards. Objectives include preventative
maintenance programs, daily inspections and record keeping, airfield mowing and snow removal, operation and
maintenance of airfield lighting and sign systems, pavement marking and maintenance all while maintaining a "0"
deficiency rating on all airfield inspections.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated
2001 2002 2002
Budgeted
2003
1.92 1.70 1.70 3.00
Program Expenditures
Personnel Services
$ 69,949 $
67,642 $
67,642 $
111,733
Materials and Supplies
438
5,226
4,920
14,600
Services and Charges
35,379
39,874
39,874
39,003
Maintenance
24,952
17,734
16,979
49,160
$ 130,718 $
130,476 $
129,415 $
214,496
Demand/Workload
1. Operate One Airport to FAR
Part 139 Specifications Standards
Results
1. Inspections Performed
2. Lights/Signs Maintained
3. Miles of Fence Maintained
4. Airfield Acreage Mowed
5. Airfield Deficiencies
Performance Measures
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365
365
365
365
467
467
467
467
4.50
4.50
4.50
4.50
65
65
185
185
0
0
1
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General Government Department
Aviation & Economic Development Division
Airport Operations Program
Fund 5550 - Airport
Program 3955
Program Description, Objectives, and Analysis:
This program funds the line service operation of the airport. Personnel provide fueling, passenger, crew, catering, and
rental car services to the customers. At the request of aircraft pilots and crews, they also provide parking, towing,
hangar, and tiedown service. The objectives include providing the best customer service in the region to pilots and
crews as well as to passengers and visitors. Personnel assigned manage the sale of aircraft products including fuel and
oil and fees for parking, hangar usage, and other aircraft and passenger services. This program is also responsible for
the fuel storage farm and the fueling equipment including the service trucks and associated equipment.
Actual Budgeted
')nm onm
Program Staff
Full -Time Equivalent Positions 2.00 4.10
Estimated
2002
4.10
Budgeted
2003
3.00
Program Expenditures
Personnel Services
$ 17,406 $
107,290 $
107,290 $
95,113
Materials and Supplies
124,410
336,750
335,441
652,140
Services and Charges
22,935
55,590
54,281
28,506
Maintenance
1,256
2,850
2,583
2,450
Capital
0
10,700
10,700
0
$ 166,007 $
513,180 $
510,295 $
778,209
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Performance Measures
Demand/Workload 1
1. Scheduled Hours of Operation N/A 5,148 5,148 5,148
2. Aircraft Service Requests N/A 1,825 3,763 4,000
3. Line Service Emp. Training Sessions N/A N/A 3 9
Results
1. Weekly Hours of Operation N/A 99 99 99
2. Gallons of Fuel Sold N/A 220,000 283,776 478,000
3. Safety Related Incidents N/A N/A 1 0 1
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General Government Department
Aviation & Economic Development Division
Airport 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's infrastructure, buildings, and
fixed assets.
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Program Staff
Full -Time Equivalent Positions
0.00
0.00
0.00
0.00
Program Expenditures
Services and Charges
$ (26,120) $
455,977
$ 455,977 $
280,500
Maintenance
17,785
298,783
298,783
0
Capital
979,434
3,711,463
3,711,463
2,250,000
$ 971,099 $
4,466,223
$ 4,466,223 $
2,530,500
Capital project expenditures for 2003 include
Professional Services
East Corporate Hangars 60x60' (Quantity 3)
Taxiway A Extension Phase I
10 Bay T -Hangar
East Side Fuel Station
$ 280,500
450,000
1,430,000
350,000
nn nnn
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Community Planning & Engineering
Services Department
Community Planning &
Engineering Services
Director
Community
Building Safety Resources & Engineering Planning
Code Compliance
Mission Statement
The mission of the Community Planning & Engineering Services
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, and to
continue to improve our efficiency and effectiveness.
I
COMMUNITY PLANNING & ENGINEERING SERVICES DEPARTMENT
OVERVIEW
The Community Planning & Engineering Services Department contains four divisions: Engineering, Planning,
Building Safety, and Community Resources and Code Compliance.
Some of the major projects for the department in 2003 include: continuation of efforts to provide home
ownership opportunities to low and moderate income families; completing the analysis of hillside development
regulations; oversee the master planning and the implementation of the stormwater Phase II program, oversee
the master planning of the traffic study and the water distribution system; implement a comprehensive plan for
use of Community Development Block Grant funds in the assigned target area; promote and implement the
2020 General Plan as a tool for guiding and managing growth and development in the City; implementation,
administration, and collections of impact fees; and oversight of contracted street, drainage, and sidewalk
improvements.
Estimated 2002 expenditures are projected to be approximately $17,700 below budgeted 2002. This difference
is principally attributable to salary savings from vacant positions during the year. Budgeted 2003 expenditures
are decreased by approximately $833,000 when compared to the 2002 estimated amounts. The reductions are
primarily due to the Community Development Block Grant.
Category Totals
Actual Budgeted
2001 2002
Estimated
2002
Budgeted
2003
Personnel Services
$ 1,870,967 $
2,065,608 $
2,054,134 $
2,015,080
Materials and Supplies
80,253
129,059
126,686
68,198
Services and Charges
991,073
1,535,426
1,532,201
834,958
Maintenance
19,870
26,386
25,704
18,594
Operations
2,962,163
3,756,479
3,738,725
2,936,830
Capital
0
7,440
7,440
0
Transfers
28,194
23,540
23,540
0
Capital and Other
28,194
30,980
30,980
0
Total Department
$ 2,990,357 $ 3,787,459 $ 3,769,705 $ 2,936,830
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Community Planning & Engineering Services Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
General Fund
5450 Public Lands Maintenance
Personnel Services $
245,765 $
277,387 $
270,167 $
0
Materials and Supplies
19,300
20,896
20,653
0
Services and Charges
42,740
43,892
43,892
0
Maintenance
6,896
2,750
2,538
0
314,701
344,925
337,250
0
6220 Engineering Operations & Administration
Personnel Services
492,242
555,563
555,563
593,814
Materials and Supplies
21,836
30,963
29,883
19,600
Services and Charges
24,412
38,285
38,160
27,759
Maintenance
786
2,500
2,300
2,500
Capital
0
3,720
3,720
0
539,276
631,031
629,626
643,673
6230 Right -of -Way Acquisition
Personnel Services
72,799
82,595
80,601
108,910
Materials and Supplies
923
1,500
1,200
1,500
Services and Charges
1,255
8,300
5,300
8,500
Maintenance
41
100
50
100
75,018
92,495
87,151
119,010
6240 Public Construction
Personnel Services 169,299 130,705 130,705 149,059
'
Materials and Supplies 112 800 400 800
Services and Charges 19,810 23,461 23,361 14,930
Maintenance 5,471 9,500 9,500 9,000
194,692 164,466 163,966 173,789
6300 Planning
' Personnel Services 274,544 320,697 320,697 450,479
Materials and Supplies 20,003 49,058 48,708 21,300
Services and Charges 75,242 73,237 73,237 59,214
Maintenance 464 920 700 650
' Capital 0 3,720 3,720 0
370,253 447,632 447,062 531,643
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6400 Building Safety
Personnel Services
494,900
437,110
435,782
450,051
Materials and Supplies
10,456
9,997
9,997
11,498
Services and Charges
57,950
54,707
54,707
53,563
Maintenance
5,950
8,898
8,898
4,194
569,256
510,712
509,384
519,306
' 89
Community Planning & Engineering Services Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
6420 Community Code Enforcement
Personnel Services 0 109,077 108,145 149,853
Materials and Supplies 0 4,664 4,664 3,500
Services and Charges 0 15,425 15,425 19,592
Maintenance 0 1,333 1,333 1,900
0 130,499 129,567 174,845
Total General Fund 2,063,196 2,321,760 2,304,006 2,162,266
Community Development Block Grant Fund
4930 Administration & Planning
Personnel Services 77,820 89,869 89,869 74,552
Materials and Supplies 2,167 1,325 1,325 6,000
Services and Charges 35,849 36,623 36,623 38,548
115,836 127,817 127,817 119,100
4940 Housing Services
Personnel Services 43,598 62,605 62,605 38,362
Materials and Supplies 5,456 9,856 9,856 4,000
Services and Charges 212,896 623,337 623,337 434,152
Maintenance 262 385 385 250
262,212 696,183 696,183 476,764
4970 Public Services
Services and Charges 40,189 73,000 73,000 104,600
Transfers 28,194 23,540 23,540 0
68,383 96,540 96,540 104,600
4990 Public Facilities & Improvements I
Services and Charges 480,730 545,159 545,159 74,100
480,730 545,159 545,159 74,100
Total Community Development Block
Grant Fund 927,161 1,465,699 1,465,699 774,564
Total Community Planning & Engineering
Services Department $ 2,990,357 $ 3,787,459 $ 3,769,705 $ 2,936,830
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Community Planning & Engineering Services Department
Personnel Summary
2000 2001 2002 2003
Division / Title Employees Employees Employees Employees
Public Lands Maintenance Division:
' Landscape Administrator/Horticulturist 1.00 1.00 1.00 0.00
Maintenance Worker!! 2.00 2.00 2.00 0.00
Program Coordinator 1.00 1.00 1.00 0.00
'Public Works Crew Leader 1.00 1.00 1.00 0.00
• Square Gardens Manager 1.00 1.00 1.00 0.00
Lead Gardener 0.50 0.50 1.00 0.00
Gardener (Part-time) 0.50 0.50 0.50 0.00
7.00 7.00 7.50 0.00
Planning Division:
• Community Planning & Engineering
Services Director 0.00 0.00 0.00 0.50
Planning Administrator 0.00 0.00 0.00 1.00
Long -Range Planning Administrator 0.00 0.00 0.00 1.00
City Planner 1.00 1.00 . 1.00 0.00
' Senior Planner 1.00 1.00 1.00 0.00
Development Coordinator 1.00 1.00 1.00 1.00
Landscape Administrator/Horticulturist 0.00 0.00 0.00 1.00
Program Coordinator 0.00 0.00 0.00 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
8.50 8.50 8.50 11.00
Community Resources & Code Compliance Division:
Community Development Manager 1.00 1.00 1.00 1.00
Housing Specialist 1.00 1.00 1.00 1.00
Accounting Clerk 1.00 1.00 1.00 1.00
Inspector - Property and Sign 0.00 0.00 3.00 3.00
3.00 3.00 6.00 6.00
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Community Planning & Engineering Services Department
Personnel Summary
Division / Title
Engineering Division:
Community Planning & Engineering
Services Director
City Engineer
Staff Engineer
Stormwater Engineer
Projects Inspector
Surveyor
Engineering Design Technician
CAD Drafter
Land Agent II
Land Agent I
Senior Secretary
Engineering Assistant
Surveying Assistant
Senior Clerk Typist
Building Safety Division:
Building Safety Director
Construction Project Manager
Inspector - Plans Examiner
Inspector - Commercial/Residential
Inspector - Residential
Inspector - Property and Sign
Administrative Assistant
Permit Clerk
Inspections Clerk
Senior Clerk Typist (Part-time)
Total Community Planning & Engineering
Services Personnel
2000 2001 2002 2003
Employees Employees Employees Employees
0.00 0.00 0.00 0.50
1.00 1.00 1.00 1.00
4.00 5.00 5.00 4.00
1.00 1.00 1.00 1.00
4.00 5.00 5.00 5.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
2.00 2.00 2.00 1.00
1.00 0.75 0.75 0.80
1.75 2.00 2.00 2.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 0.50 0.50
0.50 0.50 0.50 0.45
20.25 22.25 21.75 20.25
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
2.00 2.00 2.00 2.00
2.50 3.00 0.00 0.00'
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
0.00 0.50 0.50 0.50
11.50 12.50 9.50 9.50
50.25 53.25 53.25 46.75 1
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Community Planning & Engineering Services Department
' Public Lands Maintenance Division
Public Lands Maintenance Program
Fund 1010- General Program 5450
Program Description, Objectives, and Analysis:
This program provides for the forestry program and the gardens on the Square and Mount Sequoyah. The Public
Lands Maintenance Program administers the tree ordinance, maintains a comprehensive tree inventory, and provides
maintenance of the Square and Town Center gardens, publicly -owned trees, City -owned entryways, and parking lots.
Planned services include continued public education/coordination and interfacing with several City committees and
neighborhood groups. The program provides ongoing and cost effective rehabilitation, implementation, coordination,
and maintenance of the City's landscaped areas as well as the establishment of a cyclic tree maintenance program for
publicly owned trees. The department also maintains coordination with the Planning, Engineering, and Building
Safety divisions for review of tree preservation and landscape ordinances. In 2003, this program was divided between
the Planning Division (1010.6300), Parks & Recreation - Park Maintenance (1010.5260) and Parks Development
(2250.9250) programs.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 7.00 7.50 7.50 0.00
Program Expenditures
Personnel Services $ 245,765 $ 277,387 $ 270,167 $ 0
Materials and Supplies 19,300 20,896 20,653 0
Services and Charges 42,740 43,892 43,892 0
Maintenance 6,896 2,750 2,538 0
$ 314,701 $ 344,925 $ 337,250 $ 0
' Performance Measures
Demand/Workload
I. Landscape Areas to Maintain 20 29 23
'2. Parking Lots to Clean 13 13 13
3. Urban Forestry Grants Awarded 3 4 4
4. Capital Improvement Projects 4 3 5
'5. Ordinance Administration (% Time) 85 80 80
6. Street Trees Planted 155 400 316
IResults
1. Landscape Areas Maintained
20
27
23
2. Parking Lots Cleaned
13
13
13
3. Grants Maintained
3
3
4
4. Capital Projects Completed
4
3
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Community Planning & Engineering Services Department
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 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 reports; and technical review of all
subdivisions, lot splits, and smaller and large-scale developments for compliance with the City's criteria including
water, sanitary sewer, grading, streets, and drainage.
This division contains 0.50 FEE for the Community Planning & Engineering Services Director. The remaining 0.50
FEE is contained in the Planning Program (1010-6300).
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 14.50 13.95 13.95 12.45
Program Expenditures
Personnel Services $ 492,242 $ 555,563 $ 555,563 $ 593,814
Materials and Supplies 21,836 30,963 29,883 19,600 '
Services and Charges 24,412 38,285 38,160 27,759
Maintenance 786 2,500 2,300 2,500
Capital 0 3,720 3,720 0 '
$ 539,276 $ 631,031 $ 629,626 $ 643,673
Performance Measures
Demand/Workload
1. CIP Projects Assigned to Division 28 25 30 20
2. Value of CIP Projects Assigned $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 16,000,000
3. In -House Engineered Projects 18 15 13 10
4. Management of Contracted Projects 10 10 17 10
5. In -House Studies and Reports 2 4 1 2
Results
1. CIP Projects with Final Completion 21 17 16 10
2. Value of CIP Projects Completed $ 8,900,000 $ 11,000,000 $ 6,500,000 $ 9,000,000
3. CIP Projects in Progress 7 8 14 10
4. Value of CIP Projects in Progress $ 11,100,000 $ 9,000,000 $ 14,000,000 $ 7,000,000
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Demand/Workload
I1. Projects Requiring Acquisition of
Easements and Rights -of -Way 35 30 35 30
2. Management of Appraisal Service
Contracts 10 8 20 10
3. Acquisition and Disposal of Properties 10 8 12 10
4. Acquisition of Easements/ROW 80 80 80 80
Results
' The anticipated results from this program are the timely acquisition of easements and rights -of -way connected to
public 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.
Community Planning & Engineering Services Department
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.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 2.75 2.80 2.80 2.80
Program Expenditures
Personnel Services
$ 72,799 $
82,595 $
80,601 $
108,910
Materials and Supplies
923
1,500
1,200
1,500
Services and Charges
1,255
8,300
5,300
8,500
Maintenance
41
100
50
100
$ 75,018 $ 92,495 $ 87,151 $ 119,010
Performance Measures
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Community Planning & Engineering Services Department
Engineering Division
Public Construction Program
Fund 1010 - General
Program Description, Objectives, and Analysis:
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Program 6240 '
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.
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 5.00 5.00 5.00 5.00
Program Expenditures
Personnel Services $ 169,299 $ 130,705 $ 130,705 $ 149,059
Materials and Supplies 112 800 400 800
Services and Charges 19,810 23,461 23,361 14,930
Maintenance 5,471 9,500 9,500 9,000
$ 194,692 $ 164,466 $ 163,966 $ 173,789
Performance Measures
Demand/Workload
1. City Construction Projects 10 15 10 10
2. Private Development -Smaller Projects 30 30 40 30
3. Private Development Projects 39 30 40 30
4. Residential Developments 10 10 12 10
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. Ensure that public improvements are constructed and tested in accordance with the approved plans and
specifications, City Ordinances, and State Health Department requirements.
3. Ensure that all material performance tests are successfully administered.
4. Completion of final inspections for all projects.
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Community Planning & Engineering Services Department
'• Planning Division
Planning Program
' Fund 1010 - General Program 6300
Program Description. Objectives, and Analysis:
This division manages City land -use ordinances, policies, and procedures governing all development within 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 ensure compliance of Federal and State laws as well as local ordinances; processes all property activity
and complaints; performs field analyses; 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.
In 2003, part of the Public Lands Maintenance program was merged into this division. This resulted in the addition of
two employees and $91,881 of budget. This division contains 0.50 FTE for the Community Planning & Engineering
Services Director. The remaining 0.50 FTE is contained in the Engineering Operations & Administration Program
' (1010-6220).
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
' Program Staff
Full -Time Equivalent Positions 8.50 8.50 8.50 11.00
Program Expenditures
Personnel Services $ 274,544 $ 320,697 $ 320,697 $ 450,479
' Materials and Supplies 20,003 49,058 48,708 21,300
Services and Charges 75,242 73,237 73,237 59,214
Maintenance 464 920 700 650
Capital 0 3,720 3,720 0
$ 370,253 $ 447,632 $ 447,062 $ 531,643
Performance Measures
Demand/Workload
Ii. Public Meetings/Agendas Assembled 82/76 100 / 90 135 / 90 135/90
2. Committee/Dev. Consultation Meetings 175 / 150 175 / 150 175 / 150 175 / 150
3. Public Inquiries 12,750 13,000 13,000 13,000
4. Ordinances Revised/Updated 8 10 6 6
5. Special Reports/Research Projects 8 15 15 15
6. Public Outreach Programs 10 10 10 10
' 7. Planning Reports/Recommendations 457 400 450 450
Results
1. Staff Hours per Public Hearing 75 75 75 75
2. Staff Hours per Agenda Item 15 15 15 15
3. Staff Hours per Committee Meeting 15 15 15 15
' 4. Staff Hours per Special Report 75 75 75 75
5. Staff Hours per Outreach Program 80 80 80 80
6. Staff Minutes per Public Inquiry 15 15 15 15
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Community Planning & Engineering Services Department
Building Safety Division
Building Safety Program
Fund 1010- General Program 6400
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; provides inspections for life safety, building and health codes
compliance; and issues Certificates of Occupancy or Completion. This division receives applications, drawings and
specifications that are submitted for review then distributes these items to other divisions; collects final approvals
from other divisions; and archives all related plans and materials for future reference. The division actively distributes
information to builders, developers, design professionals and the public on issues that affect the built environment by
providing an educated, professional staff that stands ready to serve their needs.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff '
Full -Time Equivalent Positions 12.50 9.50 9.50 9.50
Program Expenditures
Personnel Services $ 494,900 $ 437,110 $ 435,782 $ 450,051
Materials and Supplies 10,456 9,997 9,997 11,498
Services and Charges 57,950 54,707 54,707 53,563
Maintenance 5,950 8,898 8,898 4,194
$ 569,256 $ 510,712 $ 509,384 $ 519,306
Performance Measures
Demand/Workload
1. Building Plans Submitted 908 900 922 944
2. Building Permits Issued 857 850 852 854
3. All Other Permits/Appl. Applied for 4,377 6,450 4,600 4,800
4. Request for Inspections 28,845 25,650 27,368 29,000
Results '
1. Building Plans Reviewed 908 875 922 960
2. All Other Permits/Appl. Permitted 4,377 6,400 4,510 5,000
3. Inspections Made 27,691 25,600 27,000 29,000
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Community Planning & Engineering Services Department
' Community Resources & Code Compliance Division
Community Code Enforcement Program
' Fund 1010- General Program 6420
Program Description, Objectives, and Analysis:
This program seeks to enhance neighborhoods and citizens' health, safety and general welfare through efficient and
effective City code enforcement. All actions shall be conducted in a responsive and fair manner focusing on customer
service and public awareness while respecting the property rights of citizens. This will be accomplished by certified
Code Compliance Officers patrolling designated areas of the City on a rotating basis as well as responding to
'complaints filed by citizens in reference to possible code violations. If violations are found through the inspection
process, established program procedures will be implemented to correct the violation.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
'
Full -Time Equivalent Positions 3.00 3.00 3.00 3.85
' Program Expenditures
Personnel Services $ 0 $ 109,077 $ 108,145 $ 149,853
Materials and Supplies 0 4,664 4,664 3,500
' Services and Charges 0 15,425 15,425 19,592
Maintenance 0 1,333 1,333 1,900
$ 0 $ 130,499 $ 129,567 $ 174,845
Performance Measures
Demand/Workload
1. Code Enforcement Requests 1,791 6,300 900 2,100
' Results
1. Code Enforcement Inspections 5,434 5,400 900 2,100
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Community Planning & Engineering Services Department
Community Resources & Code Compliance Division
Administration & Planning Program
Fund 2180 - Community Development Block Grant Program 4930
Program Description, Objectives, and Analysis:
This program is responsible for administering the costs and charges related to the planning and implementation of
community development projects funded in whole or in part by the Community Development Block Grant (CDBG).
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 ensuring regulatory compliance regarding Federal Labor
Standards and Environmental Review as well as other statutory requirements.
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003 '
Program Staff
Full -Time Equivalent Positions 1.55 1.55 1.55 1.20
Program Expenditures '
Personnel Services $ 77,820 $ 89,869 $ 89,869 $ 74,552
Materials and Supplies 2,167 1,325 1,325 6,000
Services and Charges 35,849 36,623 36,623 38,548
Demand/Workload
1. Public Hearings
2. CDBG & HOME Applications
3. Fair Housing Activities
4. Federal Labor Standards
5. Sub -Recipient Monitoring
6. Audit/Monitoring Resolution
7. Related Statutory Compliance
Results
1. Public Hearings
2. Application Preparation &
Associated Activities
3. Contract Administration
4. Labor Standards Compliance
5. Sub -Recipient Monitoring
6. % Activities Completed by Deadline
$ 115,836 $ 127,817 $ 127,817 $ 119,100
Performance Measures
I
3 3 3 4 I
1 1 1 1
1 2 2 3 '
0 0 0 0
7 8 8 5
0 0 0 0 '
20 12 17 10
3 2 3 4
13 12 17 10
0 0 0 0
7 8 8 5
100 100 100 100
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Community Planning & Engineering Services Department
Community Resources & Code Compliance Division
Housing Services Program
Fund 2180 - Community Development Block Grant Program 4940
Program Description, Objectives, and Analysis:
This program is responsible for the rehabilitation of privately owned residential property for low and moderate income
families. Eligible rehabilitation activities include repairs to correct actual or incipient deficiencies and bringing
dwellings into compliance with adopted building, health, and safety codes. Emphasis is placed on improvements that
defer maintenance and increase energy efficiency. The Emergency Repair Program, also for low and moderate income
home owners, addresses conditions which threaten the immediate health or safety of the occupants. The program also
assists other City divisions with oversight of City owned buildings which house non-profit agencies providing CDBG
eligible public services.
Actual Budgeted
2001 2002
Program Staff
Full -Time Equivalent Positions 1.45 1.45
Program Expenditures
Personnel Services $ 43,598 $ 62,605
Materials and Supplies 5,456 9,856
Services and Charges 212,896 623,337
Maintenance 262 385
$ 262,212 $ 696,183
Estimated
2002
1.45
$ 62,605
9,856
623,337
385
$ 696,183
Budgeted
2003
0.95
$ 38,362
4,000
434,152
250
$ 476,764
Performance Measures
Demand/Workload
II. Applications Requested 46 60 15 20
2. Eligibility Verification 40 45 12 20
3. Project Inspection Visits 2,472 3,000 2,100 3,000
' 4. Project Specifications/Bids 63 65 48 70
5. Construction Management 27 45 18 50
6. Leased Property Inspections 31 80 19 10
' Results
1. Eligibility Verifications 40 40 12 20
2. % Rehab Projects Completed 100 100 100 100
3. % Emergency Repairs Completed 100 100 100 100
4. City Projects Completed 6 2 2 0
5. % of Leased Property Maintained at
an Operational Level 100 100 100 100
6. Clients Served 82 60 72 60
7. Decrease in the # of Substandard
Housing Units 9 15 15 18
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Community Planning & Engineering Services Department
Community Resources & Code Compliance Division
Public Services Program
Fund 2180 - Community Development Block Grant Program 4970
Program Description, Objectives, and Analysis:
This program contains funding for the elderly taxi coupons and other community public service programs.
Actual Budgeted
2001 2002
Estimated Budgeted
2002 2003
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 40,189 $ 73,000 $ 73,000 $ 104,600
Transfers 28,194 23,540 23,540 0
$ 68,383 $ 96,540 $ 96,540 $ 104,600
Performance Measures
Demand/Workload
1. Taxi Coupons Issued
13,005
15,600
14,000
16,000
2. Requests for Applications
22
25
25
30
Results
1. Taxi Coupons Used
10,517
12,500
14,000
16,000
2. Applications Processed
21
27
25
30
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Community Planning & Engineering Services Department
Community Resources & Code Compliance Division
Public Facilities & Improvements Program
Fund 2180- Community Development Block Grant 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.
Eligible activities include acquisition, construction and reconstruction, or installation of public facilities such as
streets, sidewalks, storm drainage, parks and recreation improvements, and community service facilities.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
'Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 480,730 $ 545,159 $ 545,159 $ 74,100
$ 480,730 $ 545,159 $ 545,159 $ 74,100
Significant projects in progress include:
' Southeast Community Center $ 58,224
Sage House 100,769
Project for Victims of Family Violence 195,488
Walker Park Playground Equipment 23,599
'
$ 378,080
Significant projects planned during 2003 include:
Walker Park Playground Equipment $ 60,000
Head Start Playground Equipment 14,100
' $ 74,100
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Operations Department
Operations
Director
Transportation I I I Fleet Operations
Parking &
Telecommunications
Solid Waste & I I I Parks &
Recycling Recreation
Safety/Equipment
Training & Evaluation
Mission Statement
The mission of the Operations 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, and to continue to improve our efficiency and
effectiveness.
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OPERATIONS DEPARTMENT
OVERVIEW
The Operations Department contains six divisions: Operations Director, Parking & Telecommunications, Parks
& Recreation, Transportation, Solid Waste & Recycling, and Fleet Operations.
Some major projects for the department in 2003 include: implementation of the cart -based residential trash
collection program and the expansion of commercial services to be the sole service provider within the
community for commercial trash and recycling services in Solid Waste and Recycling; continued
improvements in downtown and Dickson Street parking management in Parking & Telecommunications;
continuation of efforts to complete phase one improvements and sale of land for the Wilson Springs Business
Park; acquisition of a site for the new community park in accordance with the Parks Master Plan; implementing
an effective and efficient street overlay program and sidewalk construction and repair program; developing a
proactive program for enhancing safety within the department as well as improvement in job training and
equipment use; improving customer service within the Fleet Operations Division.
Estimated 2002 expenditures are projected to be approximately $160,000 below budgeted 2002. This
difference is principally attributable to salary savings from vacant positions during the year and utilities being
lower than budgeted. Proposed 2003 expenditures have decreased by approximately $6,100,000 when
compared to the 2002 estimated amounts. The decreased cost is primarily due to lower capital expenditures.
The Operations Department has increased by a 0.75 FTE in the Off Street Parking Fund for 2003.
Category Totals
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Personnel Services
$ 5,324,085 $
6,267,485 $
6,185,703 $
6,937,982
Materials and Supplies
1,695,228
2,954,728
2,951,483
1,950,939
Services and Charges
5,829,544
6,638,929
6,565,676
6,804,619
Maintenance
404,673
402,880
401,149
472,682
Operations
13,253,530
16,264,022
16,104,011
16,166,222
Capital
1,567,346
8,090,059
8,090,059
1,295,542
Depreciation
1,683,352
2,038,691
2,038,691
2,647,999
Capital and Other
3,250,698
10,128,750
10,128,750
3,943,541
Total Department
$ 16,504,228 $
26,392,772 $
26,232,761 $
20,109,763
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Operations Department
Program Expenditure Summary
1
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
General Fund
0700 Operations Director
Personnel Services $ 32,954 $ 54,820 $ 52,936 $ 38,311
Materials and Supplies 1,251 961 961 4,650
Services and Charges 9,012 8,114 8,110 10,263
Maintenance 35 250 250 250
43,252 64,145 62,257 53,474
1380 Utilities Management
Personnel Services 110,965 126,930 125,990 130,687
Materials and Supplies 3,244 17,000 16,778 9,700
' Services and Charges 156,116 218,421 177,404 180,504
Maintenance 261 700 630 800
270,586 363,051 320,802 321,691
5200 Parks Administration
Personnel Services 54,315 56,139 56,139 0
Materials and Supplies 9,407 9,850 9,800 0
Services and Charges 24,734 24,508 24,308 0
Maintenance 396 950 763 0
88,852 91,447 91,010 0
5210 Swimming Pool
Personnel Services 76,004 72,491 70,159 79,378
' Materials and Supplies 17,275 14,300 14,300 14,800
Services and Charges 38,024 46,121 46,121 42,111
Maintenance 3,713 4,275 4,065 4,000
135,016 137,187 134,645 140,289
' 5220 Parks Administration/Recreation Programs
Personnel Services 181,380 224,379 205,914 251,431
' Materials and Supplies 40,392 50,610 49,600 64,964
Services and Charges 272,261 143,149 131,091 160,834
Maintenance 0 20 20 700
494,033 418,158 386,625 477,929
5250 Lake Maintenance
Materials and Supplies 597 1,200 1,200 1,100
Services and Charges 59,611 60,789 60,789 61,778
Maintenance 3,064 2,200 2,200 2,100
63,272 64,189 64,189 64,978
' 5260 Parks Maintenance
Personnel Services 355,898 416,379 416,379 558,939
' Materials and Supplies 41,673 32,117 32,117 62,668
Services and Charges 193,790 197,275 197,275 204,291
Maintenance 95,392 100,127 100,127 117,377
Capital 0 13,373 13,373 0
686,753 759,271 759,271 943,275
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5300 Parking Management
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
5310 Engineering & Planning
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
5320 Traffic Control & Maintenance
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Total General Fund
Street Fund
4100 Operations & Administration
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
4110 Right -of -Way Maintenance
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
4120 Street Maintenance
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Operations Department
Program Expenditure Summary
I
I
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
77,991 86,439 84,381 115,212
4,058 4,678 4,600 4,900
2,354 3,678 3,678 22,918
1,690 3,350 3,350 8,000
86,093 98,145 96,009 151,030
95,913 105,817 104,657 0
465 822 480 0
9,218 9,948 9,789 0
422 500 260 0
106,018 117,087 115,186 0
211,211 223,601 223,601 234,787
2,886 7,613 7,555 8,300
107,588 96,142 96,142 88,463
15,453 23,292 23,292 28,084
337,138 350,648 350,590 359,634
2,311,013 2,463,328 2,380,584 2,512,300
I
225,147 328,293 322,400 382,560
13,745 19,600 19,600 22,100
658,920 1,001,789 1,001,789 794,173
8,803 13,644 13,644 30,350
906,615 1,363,326 1,357,433 1,229,183
154,791 173,460 149,408 160,585
3,505 6,485 5,000 5,000
76,391 95,684 95,684 62,896
2,670 9,000 9,000 9,000
237,357 284,629 259,092 237,481
448,195 565,147 565,147 543,708
101,847 200,156 200,156 212,785
622,735 570,239 570,239 516,784
42,520 40,000 40,000 55,000
1,215,297 1,375,542 1,375,542 1,328,277
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4130 Drainage Maintenance
' Personnel Services
Materials and Supplies
Services and Charges
Maintenance
5315 Traffic Engineering & Planning
Personnel Services
Materials and Supplies
Services and Charges
' Maintenance
5530 Sidewalks
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Total Street Fund
Parks Development Fund
' 9250 Parks Development
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
9255 Parks Development Capital
Materials and Supplies
'
Services and Charges
Maintenance
Capital
1
Total Parks Development Fund
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Operations Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
206,996
221,996
221,996
234,449
18,164
67,000
67,000
72,500
152,445
169,811
169,311
142,192
4,621
5,000
5,000
5,750
382,226
463,807
463,307
454,891
0
0
0
108,088
0
0
0
900
0
0
0
10,739
0
0
0
500
0
0
0
120,227
251,386
289,678
287,737
302,696
1,896
6,170
6,170
6,400
85,288
82,328
82,223
99,531
3,726
5,356
5,356
4,650
342,296
383,532
381,486
413,277
3,083,791
3,870,836
3,836,860
3,783,336
508,487
595,969
594,454
790,977
13,779
23,525
23,525
33,018
233,064
315,901
315,901
310,822
30,791
25,846
25,846
24,446
0
0
0
10,592
786,121
961,241
959,726
1,169,855
1,953
8,581
8,581
0
38,648
86,444
86,444
22,000
23,908
15,680
15,680
0
705,361
1,918,507
1,918,507
471,000
769,870
2,029,212
2,029,212
493,000
1,555,991
2,990,453
2,988,938
1,662,855
1 109
Operations Department
Program Expenditure Summary
Solid Waste Fund
5000 Operations & Administration
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Depreciation
5010 Commercial Collections
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
5020 Residential Collections
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
5030 Commercial Drop Box Collections
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
5060 Recycling
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
Actual Budgeted
2001 2002
I
Estimated Budgeted
2002 2003
350,472 527,127 521,754 650,702 '
12,655 16,250 16,250 25,450
470,871 577,657 561,154 541,241
28,534 11,000 11,000 12,800
9,012 15,000 15,000 15,000
871,544 1,147,034 1,125,158 1,245,193
1
317,109 386,577 379,395 358,426
57,984 157,169 157,169 55,650
1,011,792 1,205,289 1,205,289 1,178,353
26,595 27,503 27,503 28,500
0 53,357 53,357 0
0 10,172 10,172 24,200
1,413,480 1,840,067 1,832,885 1,645,129
460,553 472,685 472,685 383,497
163,750 894,500 894,500 18,860
571,215 554,056 554,056 902,979
27,830 26,783 26,783 28,783
0 209,874 209,874 0
0 0 0 20,000
1,223,348 2,157,898 2,157,898 1,354,119
0 0 0 88,273
0 0 0 5,900
0 0 0 184,677
0 0 0 2,640
0 0 0 281,490
482,924
52,329
285,275
40,929
0
121,914
983,371
498,074
109,544
346,964
41,000
564,926
142,881
1,703,389
493,382
109,544
345,424
41,000
564,926
142,881
1,697,157
557,277
91,994
416,666
54,200
70,000
205,780
1,395,917
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Operations Department
Program Expenditure Summary
I
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
5070 Composting
' Personnel Services 121,161 212,424 208,129 228,810
Materials and Supplies 3,694 6,500 6,500 37,800
Services and Charges 95,637 164,938 163,771 159,543
Maintenance 11,031 14,118 14,118 18,766
Capital 0 285,852 285,852 50,000
Depreciation 0 5,500 5,500 28,600
231,523 689,332 683,870 523,519
Total Solid Waste Fund 4,723,266 7,537,720 7,496,968 6,445,367
Shop Fund
1910 Vehicle Maintenance
Personnel Services 600,233 629,060 629,060 739,189
Materials and Supplies 1,113,835 1,279,467 1,279,467 1,191,500
Services and Charges 648,735 658,734 658,734 690,861
Maintenance 32,289 32,286 31,262 35,986
Capital 0 7,500 7,500 7,500
Depreciation 1,552,426 1,865,138 1,865,138 2,354,419
• 3,947,518 4,472,185 4,471,161 5,019,455
1920 Capital Expenditures
Materials and Supplies 14,844 20,630 20,630 0
Services and Charges 5,820 950 950 0
Capital 861,985 5,036,670 5,036,670 686,450
'
882,649 5,058,250 5,058,250 686,450
Total Shop Fund 4,830,167 9,530,435 9,529,411 5,705,905
Total Operations Department $ 16,504,228 $ 26,392,772 $ 26,232,761 $ 20,109,763
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Division / Title
Operations Department
Personnel Summary
2000 2001 2002
Employees Employees Employees
I
2003
Employees
Operations Director Division:
Operations Director 0.00 0.60 0.60 0.40
0.00 0.60 0.60 0.40
Parking & Telecommunications Division
Telecommunications Manager
1.00
1.00
1.00
1.00
Communications Coordinator
1.00
1.00
1.00
1.00
Parking Coordinator
1.00
1.00
1.00
1.00
Parking Enforcement Officers (Part -Time)
1.20
1.50
1.50
1.50
Parking Deck Custodian
0.25
0.25
0.25
1.00
4.45
4.75
4.75
5.50
Parks & Recreation Division:
Parks & Recreation Superintendent
1.00
1.00
1.00
1.00
Parks Development Coordinator
1.00
1.00
1.00
1.00
Operations Coordinator
1.00
1.00
1.00
1.00
Operations Assistant
1.00
1.00
1.00
1.00
Secretary
1.00
1.00
1.00
1.00
Turf & Facility Coordinator
1.00
1.00
1.00
1.00
Parks Landscape Architect
0.00
1.00
1.00
1.00
Parks Maintenance Supervisor
1.00
1.00
1.00
1.00
Athletic Fields Crew Leader
1.00
1.00
1.00
1.00
Grounds Maintenance Crew Leader
0.00
1.00
1.00
1.00
Program Coordinator
1.00
1.00
1.00
1.00
Athletic Program Specialist
1.00
1.00
1.00
1.00
Maintenance Worker II/1I11W
9.00
12.00
13.00
13.00
Maintenance Worker II
0.00
0.00
0.00
2.00
Parks Facility Maintenance Worker V
2.00
2.00
2.00
2.00
Park Horticulturist
1.00
1.00
1.00
1.00
Square Gardens Manager
0.00
0.00
0.00
1.00
Lead Gardener
0.00
0.00
0.00
1.00
Gardener
0.00
0.00
0.00
1.00
Public Works Crew Leader
0.00
0.00
0.00
1.00
Landscape Maintenance Worker
1.00
1.00
1.00
1.00
Groundskeepers/Custodians (Part-time)
8.30
6.08
5.58
5.08
Concession Workers/Cashiers (Part-time)
2.65
0.67
0.67
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)
3.15
3.15
3.15
3.15
Site Supervisors (Part-time)
1.45
1.42
1.42
1.42
Soccer & Events Specialist
1.00
1.00
1.00
1.00
Tennis Instructor (Part-time)
0.00
0.08
0.08
0.08
Lake Maintenance Worker
0.75
0.00
0.00
0.00
Concession Manager (Part-time)
0.75
0.00
0.00
0.00
42.00
41.35
41.85
47.35
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' Division / Title
Operations Department
Personnel Summary
2000
2001
2002
2003
Employees
Employees
Employees
Employees
Transportation Division:
Transportation Manager 0.00 0.00 0.00 1.00
Transportation Superintendent 0.00 0.00 0.00 1.00
Street Program:
' Street Maintenance Superintendent 1.00 1.00 1.00 0.00
Operations Coordinator 0.00 1.00 1.00 1.00
Operations Assistant 1.00 1.00 1.00 1.00
Field Service Representative 2.00 1.00 1.00 1.00
Crew Leader 4.00 4.00 4.00 4.00
Maintenance Worker IV 7.00 8.00 8.00 8.00
Maintenance Worker III 11.00 10.00 10.00 10.00
Maintenance Worker II 2.00 5.00 5.00 5.00
Maintenance Worker II (Temporary) 5.00 2.00 2.00 1.00
' Traffic Program:
Traffic Superintendent 1.00 1.00 1.00 0.00
Traffic Control Supervisor 1.00 1.00 1.00 1.00
1 Traffic Signal Technician 1.00 2.00 2.00 2.00
Traffic Technician 2.00 2.00 2.00 2.00
Public Works Operations Clerk 1.00 1.00 1.00 1.00
Sidewalks Program:
Sidewalks Coordinator 1.00 1.00 1.00 1.00
Development Coordinator 0.00 1.00 1.00 1.00
Construction Crew Leader 1.00 1.00 1.00 1.00
Field Service Representative 0.00 1.00 1.00 1.00
Public Works Crew Leader 1.00 1.00 1.00 1.00
Maintenance Worker IV 1.00 2.00 2.00 2.00
Maintenance Worker III 2.00 0.00 0.00 0.00
45.00 47.00 47.00 46.00
Solid Waste & Recycling Division:
General Services Director 0.00 0.40 0.40 0.60
Environmental Affairs Administrator 1.00 1.00 1.00 1.00
' Sustainable Environment Educator 1.00 1.00 1.00 1.00
Office Manager 1.00 1.00 1.00 1.00
Commercial Representative 0.00 0.00 1.00 1.00
Secretary 0.00 0.00 1.00 1.00
Operations Assistant 2.00 2.00 0.00 0.00
Operations Supervisor 1.00 1.00 1.00 1.00
' Public Works Crew Leader 3.00 5.00 5.00 5.00
Sanitation Truck Driver 19.00 21.00 22.00 22.00
Sanitation Route Worker 11.00 14.00 14.00 14.00
Recycling Maintenance Worker III 2.00 1.00 1.00 1.00
Custodian 0.00 1.00 1.00 1.00
Maintenance Worker IV 4.00 0.00 0.00 0.00
45.00 48.40 49.40 49.60
113
Operations Department
Personnel Summary
2000
2001
2002
2003
Division / Title
Employees
Employees
Employees
Employees
Fleet Operations Division:
Fleet Operations Superintendent
1.00
1.00
1.00
1.00
Fleet Operations Supervisor
1.00
1.00
1.00
1.00
Safety & Equipment Evaluation &
Training Officer
0.00
0.00
0.00
1.00
Lead Equipment Mechanic
1.00
1.00
1.00
1.00
Equipment Mechanic III
1.00
1.00
1.00
1.00
Equipment Mechanic II
3.00
3.00
3.00
3.00
Equipment Mechanic I
2.00
2.00
2.00
2.00
Equipment Maintenance Worker
4.00
4.00
4.00
4.00
Office Manager
0.00
1.00 s
1.00
1.00
Lead Fleet Warehouse Attendant
1.00
0.50
0.50
0.50
Fleet Operations Clerk
1.00
1.00
1.00
1.00
Parts Expeditor
0.00
0.00
0.50
0.50
15.00
15.50
16.00
17.00
Total Operations Personnel
151.45
159.60
157.60
165.85
114
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Operations Department
• Operations Director Division
Operations Director Program
' Fund 1010- General Program 0700
Program Description Objectives, and Analysis:
This program is responsible for the management of six divisions within the City: Parking & Telecommunications,
Solid Waste & Recycling, Fleet Operations, Parks & Recreation, Transportation, and Safety/Equipment Training &
Evaluation.
' The goal of this program is to direct and manage these divisions in a manner that will minimize operational costs and
provide excellent service to the customers of the department. Those customers are primarily the citizens of the
community with the exception of Fleet Operations and Safety/Equipment Training & Evaluation which provide
services to internal City departments/divisions.
The expense in this budget contains 40% of the cost of the Operations Director. The remaining 60% is contained in
the Solid Waste & Recycling Operations (5500-5000) budget.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 0.60 0.60 0.60 0.40
Program Expenditures
Personnel Services $ 32,954 $ 54,820 $ 52,936 $ 38,311
Materials and Supplies 1,251 961 961 4,650
Services and Charges 9,012 8,114 8,110 10,263
Maintenance 35 250 250 250
$ 43,252 $ 64,145 $ 62,257 $ 53,474
Performance Measures
Demand/Workload
1. Define and promote the operational changes with the Solid Waste & Recycling Division to expand services and
decrease operational costs.
2. Direct and promote the Downtown/Dickson Street Parking Program and continually evaluate the program for
effectiveness.
3. Direct and oversee the project review and implementation of the Wilson Springs Business Park and
environmental preservation of the sensitive wetland habitat of this approximate 300 acre area along I-540.
4. Fully implement all in-house construction and capital improvement projects for fiscal year 2003 in the
Transportation (Street, Traffic, and Sidewalk) Division.
5. Replace all identified fleet equipment early in the calendar year to minimize operation expenses and improve
overall reliability of City functions.
6. Accelerate the street overlay program to reduce project backlogs and fully utilize the funding.
7. Complete a sidewalk inventory and assessment to guide activities and set priorities, maintaining a focus upon the
needs in the public school areas.
8. Expand and enhance traffic control systems to safely accommodate growing volumes of vehicles.
9. Develop a strategy to implement the Parks Master Plan in concert with the Parks and Recreation Advisory Board,
the Planning Commission, and the City Council.
115
Operations Department
Parking & Telecommunications Division
Utilities Management Program
Fund 1010- General Program 1380
Program Description, Objectives, and Analysis: '
This program manages and coordinates all utility accounts for City facilities and operations including natural gas,
electric, water, sewer, solid waste, cable services, and specializes in all telecommunications services (telephone,
network, pagers, cellular, voice mail, and long distance). This program is responsible for the coordination of
telecommunications/utility service requests from City employees and all new utility services at City facilities, energy
and billing audits, billing consolidations, and efficiency studies. I
The objectives for this program are to provide the most efficient telecommunications and utility services possible at
the lowest possible rates; to ensure billings for these services are accurate; and to centralize all services in order to
provide the most efficient method of administering all utility service requests and billings.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003 '
Program Staff
Full -Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures
Personnel Services $ 110,965 $ 126,930 $ 125,990 $ 130,687
Materials and Supplies 3,244 17,000 16,778 9,700
Services and Charges 156,116 218,421 177,404 180,504
Maintenance 261 700 630 800
$ 270,586 $ 363,051 $ 320,802 $ 321,691
Performance Measures ,
Demand/Workload
1. Utility Contracts Bid/Negotiated 5 5 6 5
2. Telephone Extensions/Lines 481 / 84 490 / 60 481 / 78 490 / 75
3. Water Meters 79 95 95 100
4. Gas Meters 40 45 40 45
5. Electric Meters-SWEPCO/Ozarks 186 / 62 200 / 70 195 / 65 200 / 70
Results
1. Telephone Service Requests:
Processed 905 750 750 800
2. Avg. Long Distance Cost per Minute:
Direct Dial and Codes/Cards 0.070 / 0.200 0.085 / 0.200 0.070 / 0.200 0.070 / 0.200
3. Cellular Minutes Used 246,715 286,800 272,221 286,800
4. Avg. Cost per Minute -Cellular $ 0.090 $ 0.115 $ 0.085 $ 0.115 ,
5. Avg. Cost per CCF- Natural Gas $ 0.761 $ 0.300 $ 0.508 $ 0.650
6. Avg. Cost per KWH-Electric $ 0.040 $ 0.053 $ 0.047 $ 0.055
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116 1
Operations Department
Parks & Recreation Division
Parks Administration Program
Fund 1010- General Program 5200
Program Description. Objectives, and Analysis:
This program has been combined with Athletic/Recreational Transfers (1010.5220) and will be renamed
Administration/Recreational Programs.
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Program Staff
Full -Time Equivalent Positions
1.30
1.30
1.30
0.00
Program Expenditures
Personnel Services
$ 54,315 $
56,139
$ 56,139 $
0
Materials and Supplies
9,407
9,850
9,800
0
Services and Charges
24,734
24,508
24,308
0
Maintenance
396
950
763
0
$ 88,852 $
91,447
$ 91,010 $
0
Performance Measures
Demand/Workload
1. Total Budget Managed
2. Safe, Clean Parks
3. PRAB Meetings
4. Capital Projects Scheduled
Results
1. Capital Projects Completed
2. Groups Adopting Parks
3. Park Reservations
$ 2,425,919 $ 3,443,514 $ 3,443,514
55 58 58
19 18 18
15 15 15
16 15 15
16 20 20
484 375 375
117
Operations 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 pool is opened from Memorial Day
weekend until the weekend before school starts.
Wilson Pool provides diversified swimming programs that include recreational and lap swims, morning and afternoon
swimming instruction for participants of all skill levels, water aerobics, and party rentals. This program also trains
and supervises staff that operate the pool in a safe and sanitary method.
I
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 4.77 4.77 4.77 4.77 '
Program Expenditures
Personnel Services $ 76,004 $ 72,491 $ 70,159 $ 79,378
Materials and Supplies 17,275 14,300 14,300 14,800
Services and Charges 38,024 46,121 46,121 42,111
Maintenance 3,713 4,275 4,065 4,000
$ 135,016 $ 137,187 $ 134,645 $ 140,289
Performance Measures
Demand/Workload
1. Days of Swimming
101
101
85
85
2. Hours Open to Public
842
810
796
810
3. Staff Hours to Operate Pool
10,685
11,161
8,700
9,000
4. Swimming Lessons Enrollment
367
520
371
375
5. Highest Daily Attendance
518
600
477
500
6. Total Attendance
24,451
25,000
23,271
23,500
7. Average Daily Attendance
242
248
265
265
Results
1. Cost/Hour of Operation
$
160.35
$
166.69
$
169.62
$
166.69
2. Cost/Participant
$
5.52
$
5.40
$
5.80
$
5.75
3. Revenues Produced
$
38,915
$
40,000
$
38,178
$
38,500
1
4. Cost/Participant After Revenues
$
3.93
$
3.80
$
4.16
$
4.11
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Operations Department
Parks & Recreation Division
Administration/Recreation Programs Program
Fund 1010- General
Program 5220
Program Description, Objectives, and Analysis:
This program is responsible for planning, scheduling, monitoring, and evaluating the five Parks and Recreation
programs in the most efficient and cost effective manner to meet public needs for leisure services, facilities, and
programs. This program also provides organized recreational opportunities through sport leagues, clinics, and athletic
field scheduling. In addition, this program provides support to the Parks and Recreation Advisory Board (PRAB).
The Administration/Recreation Program is responsible for youth programs such as softball and soccer in both the
spring and fall. This program also assists the Sport Associations such as Fayetteville Youth Baseball to provide youth
sport programming. Adult programs include spring and fall softball and flag football. Fayetteville currently offers the
largest soccer and softball programs in Arkansas. In 2003, the Administration Program (1010-5200) was combined
with the Athletic/Recreation Transfers Program (1010-5220) to form the Administration/Recreation Programs
Program (1010-5220).
Twenty-five percent of the yearly transfer to the Fayetteville Boys and Girls Club and the Council on Aging is
included in this program and the remaining seventy-five percent is included in the Parks Development Program.
' Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 3.90 3.90 3.90 5.20
Program Expenditures
Personnel Services $ 181,380 $ 224,379 $ 205,914 $ 251,431
Materials and Supplies 40,392 50,610 49,600 64,964
Services and Charges 272,261 143,149 131,091 160,834
Maintenance 0 20 20 700
$ 494,033 $ 418,158 $ 386,625 $ 477,929
Performance Measures
Demand/Workload
1. PRAB Meetings 19 24 18 18
2. Soccer Teams/Participants 193 / 2,241 210 / 2,800 213 / 2,615 210 / 2,600
3. Adult Softball Teams/Participants 221 /3,600 245/4,900 194/2,910 210/2,700
4. Girls Softball Teams/Participants 56 / 818 93 / 1,209 49 / 709 56 / 767
5. Concession Stands Contracted 5 5 5 5
' Results
1. Program Income $ 177,871 $ 217,000 $ 217,000 $ 248,000
2. Concession Revenues $ 12,077 $ 16,000 $ 10,000 $ 10,000
3. Park Reservations 352 300 360 375
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Operations 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 of the lakes according to City Ordinances. Managing boat dock operations
consists of monitoring stall rentals, boat storage, and fishing/boating permits.
In addition, this
program
assists with maintenance to provide safe facilities and to enhance services to the
public. The
Arkansas Game
and Fish
Commission annually stocks the lakes and reinforces their regulations.
Actual Budgeted
')nnl ')nm
Program Staff
Full -Time Equivalent Positions 0.00 0.00
Estimated
2002
Budgeted
2003
0.00
Program Expenditures
Materials and Supplies
$ 597 $
1,200 $
1,200 $
1,100
Services and Charges
59,611
60,789
60,789
61,778
Maintenance
3,064
2,200
2,200
2,100
$ 63,272 $
64,189 $
64,189 $
64,978
Performance Measures
Demand/Workload
1.
Daily Fishing Permits Lake Fay
4,423
4,800
4,500
4,500
2.
Daily Fishing Permits Lake Seq
3,732
4,250
4,000
4,000
3.
Season Fishing Permits Lake Fay
276
300
400
400
4.
Season Fishing Permits Lake Seq
243
300
440
440
5.
Boat Stalls Rented Lake Fay
52
53
53
53
6.
Boat Stalls Rented Lake Seq
68
70
70
70
Results
1.
Lake Fayetteville Income
$ 28,499
$ 31,000
$ 30,000
$ 30,000
2.
Lake Sequoyah Income
$ 20,152
$ 24,500
$ 22,000
$ 22,000
3.
Lake Fayetteville Total Permits
3,505
5,100
4,000
4,900
4.
Lake Sequoyah Total Permits
4,083
4,550
4,200
4,440
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120
Operations Department
Parks & Recreation Division
Parks Maintenance Program
Fund 1010- General Program 5260
Program Description, Objectives, and Analysis:
This program provides maintenance for all park acreage and facilities to ensure safe, clean parks for public use.
Maintenance includes mowing, trimming, litter control, irrigation, facility maintenance and construction, horticultural,
and special projects. 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, Park Volunteer Program, Public Service Program, service and civic clubs, Boy/Girl Scouts, BMX, Ultimate
Frisbee, Fayetteville Disc Golf Club, Arkansas Comets, NWA Horseshoe Pitching Club, and the Ozark Flyers.
The program maintains, repairs, and renovates all athletic fields within the City to ensure safe and high quality
facilities that meet the needs of the softball, baseball, and soccer leagues. Staff provides daily maintenance and field
preparation for 20 softball/baseball fields and 32 soccer fields. The maintenance of all City trails and greenways is
included in this program.
In 2003, part of the Public Lands Maintenance program was merged into this program. This resulted in the addition of
three employees and $135,615 of budget.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 18.08 17.03 17.03 19.53
Program Expenditures
Personnel Services $ 355,898 $ 416,379 $ 416,379 $ 558,939
Materials and Supplies 41,673 32,117 32,117 62,668
Services and Charges 193,790 197,275 197,275 204,291
Maintenance 95,392 100,127 100,127 117,377
Capital 0 13,373 13,373 0
$ 686,753 $ 759,271 $ 759,271 $ 943,275
Performance Measures
Demand/Workload
1. Park Sites/Acreage 55/3,299 58/3,317 58/3,317 64 / 3,345
2. Restrooms Maintained 9 12 12 12
3. Tennis Courts/Soccer Fields 5 / 11 8 / 26 8 / 26 8 / 32
4. Softball/Walker Baseball Fields 20 / 8 10 / 8 10 / 8 10 / 8
5. White River/American Legion 2/1 2/I 2/I 2/1
6. Playgrounds Maintained 27 N/A 20 21
7. Parks Adopted/# Groups 11 / 16 11 / 16 12/16 13/16
Results
1. Mowing & Trimming Hours per Year 42,744 52,000 52,000 52,000
2. Litter & Restroom Hours per Year 4,309 4,700 4,700 4,700
3. Ballfield Maintenance Hours per Year 8,835 9,000 9,000 9,000
4. Playground Inspections/Repair Hours 501 N/A 440 560
5. Volunteer Hours 136 250 300 325
121
Operations Department
Parking & Telecommunications Division
Parking Management Program
Fund 1010- General Program 5300
Program Description, Objectives, and Analysis:
This program manages and coordinates all downtown parking issues including implementing parking rules and
regulations, increasing public awareness of the ordinances which regulate parking, leasing of off-street spaces, I
enforcement of parking ordinances, issuance of citations for violation of parking ordinances, issuance of notices and
summons for overdue parking citations, and responding to the needs of citizens regarding inquiries and complaints
concerning parking matters. '
In 2003, further studies are anticipated for the construction of a new parking garage on one of the City's off-street
parking lots located near Dickson Street. There are plans to activate the "cash key" feature on parking meter '
mechanisms that are already in service throughout the City. Patrons may use these cash keys to activate time on
parking meters after they have acquired the key and paid for specified amounts of time programmed into the keys
through the Parking Enforcement Office. Promotion of other City parking programs to employees of downtown I
Fayetteville will be actively pursued, thus alleviating some problems with timed parking areas. Additional signage
and maps displaying locations and rules regarding metered and timed parking areas are slated for 2003.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff '
Full -Time Equivalent Positions 2.75 2.75 2.75 3.50
Program Expenditures
Personnel Services $ 77,991 $ 86,439 $ 84,381 $ 115,212
Materials and Supplies 4,058 4,678 4,600 4,900
Services and Charges 2,354 3,678 3,678 22,918
Maintenance 1,690 3,350 3,350 8,000
$ 86,093 $ 98,145 $ 96,009 $ 151,030 ,
Performance Measures
Demand/Workload
1. On -Street Metered Spaces 272 315 236 240
2. Off -Street Metered Spaces 266 275 230 230
3. On -Street Timed Parking Spaces 80 84 80 130
4. Off -Street Timed Parking Spaces 121 500 121 121
5. Gated Parking Spaces 600 379 600 600
6. Un-Metered (Free) Spaces 600 607 636 636
7. Parking Tickets Issued 20,148 24,000 15,772 15,100
8. Parking Meters 538 590 466 470 '
Results
1. Parking Tickets Voided 795 750 582 600 I
2. Parking Ticket Revenue $ 57,760 $ 60,000 $ 50,000 $ 60,000
3. Meter Revenue (General Fund) $ 73,495 $ 50,000 $ 67,932 $ 65,000
4. Parking Revenue (Off -Street Fund) $ 270,933 $ 325,000 $ 282,570 $ 300,000
122 1
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Operations Department
Transportation Division
Engineering & Planning Program
Fund 1010 -General
Program 5310
Program Description, Objectives, and Analysis:
This program manages the activities relating to traffic 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 consistent with the stated goals of the Mayor
and Operations Director. Program duties include administering operations and construction of Capital Improvement
Projects to ensure traffic management systems are maintained and upgraded. The budget provides funding to upgrade
street markers for increased visibility and upgrading traffic signals to expand the City's traffic signal system. In 2003,
staff will plan the installation of two new signals, coordinate 68 traffic signals, collect traffic count data using the
traffic signal system and monitor electrical usage and collect data to verify the 85% power savings from the LED
traffic signal change out completed last fall. In 2003, this program was moved to Street Fund (2100-5315).
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 2.00 2.00 2.00 0.00
Program Expenditures
Personnel Services $ 95,913 $ 105,817 $ 104,657 $ 0
Materials and Supplies 465 822 480 0
Services and Charges 9,218 9,948 9,789 0
'
Maintenance 422 500 260 0
$ 106,018 $ 117,087 $ 115,186 $ 0
Performance Measures
Demand/Workload
1. Employees Supervised 6 6 6
2. Programs Managed 2 2 2
3. Citizen Requests Received 1,028 1,200 550
4. Traffic Studies 50 50 50
Results
1. Training Sessions 4 4 4
2. Citizen Requests Answered 1,039 1,200 600
3. Traffic Studies Completed 52 50 55
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Operations Department
Transportation Division
Traffic Control & Maintenance Program
Fund 1010- General 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 (M.U.T.C.D.) to improve the safety of citizens traveling I
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
68 -Intersection Closed -Loop Signal System.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 5.00 5.00 5.00 5.00
Program Expenditures '
Personnel Services $ 211,211 $ 223,601 $ 223,601 $ 234,787
Materials and Supplies 2,886 7,613 7,555 8,300
Services and Charges 107,588 96,142 96,142 88,463
Maintenance 15,453 23,292 23,292 28,084
$ 337,138 $ 350,648 $ 350,590 $ 359,634 ,
Performance Measures
Demand/Workload
1. Traffic Signals Maintained 66 68 70 72
2. Conflict Monitors to Certify 66 68 70 72 1
3. Contracted Miles of Striping 25 25 25 25
4. New/Replacement Street Markers 100 100 100 100
Results ,
1. % of Traffic Signal Conflict
Monitors Tested and Certified N/A N/A N/A 100
2. % of Traffic Signal Cabinets
Preventive Maintenance Completed N/A N/A N/A 100
3. % of Miles Contracted for Striping
Programmed for Striping Completed N/A N/A N/A 100
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Operations Department
Transportation Division
Operations & Administration Program
Fund 2100- Street
Program 4100
Program Description, Objectives, and Analysis:
This program administers, manages, and supervises all Transportation 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 45 full-time employees to provide service in seven program areas: Operations and
Administration, Rights -of -Way Maintenance, Street Maintenance, Drainage Maintenance, Sidewalks, Traffic Control
& Maintenance, and Engineering & Planning. This program also manages the City's In -House Pavement Improvement
Project funded by City sales tax revenue.
The division also receives, inspects, schedules, and completes approximately 2,500 requests for service from citizens
and Central Dispatch annually.
This program now contains the funding for public transportation in the amount of $58,319 (Ozark Regional - $38,319;
and Razorback Transit -$20,000).
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
4.00 4.00 4.00 4.00
Personnel Services $ 225,147 $ 328,293 $ 322,400 $ 382,560
Materials and Supplies 13,745 19,600 19,600 22,100
Services and Charges 658,920 1,001,789 1,001,789 794,173
Maintenance 8,803 13,644 13,644 30,350
$ 906,615 $ 1,363,326 $ 1,357,433 $ 1,229,183
Demand/Workload
Performance Measures
1. CIP Projects to Manage 1 1 1 1
2. Programs to Manage 4 5 5 8
3. Service Requests Received
(Includes Emergency Calls) 2,500 2,500 2,500 2,500
Results
1. Value of CIP Projects to Manage $ 1,101,086 $ 1,004,000 $ 1,004,000 $ 850,000
2. Programs Managed 4 5 5 8
3. Service Requests Resolved 7,538 2,500 2,500 2,500
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Operations Department
Transportation Division
Right -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 I
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.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff ,
Full -Time Equivalent Positions 6.00 6.00 6.00 6.00
Program Expenditures
Personnel Services $ 154,791 $ 173,460 $ 149,408 $ 160,585
Materials and Supplies 3,505 6,485 5,000 5,000
Services and Charges 76,391 95,684 95,684 62,896
Maintenance 2,670 9,000 9,000 9,000
$ 237,357 $ 284,629 $ 259,092 $ 237,481 I
Performance Measures
Demand/Workload
1. Lane Miles of Rights -of -Way
(425 Miles Total) 1,960 1,960 1,960 1,960
2. Hand Trimming (Hours) 2,500 2,500 2,500 2,500
3. ROW Cleaning (Hours) 1,000 1,000 1,000 1,000
4. Tree/Limb Removal (Hours) 2,500 2,500 2,500 2,500 1
Results
1. Lane Miles Mowed 1,551 1,960 1,500 1,960 ,
2. Labor Hours Hand Trimming 3,443 2,500 2,500 2,500
3. Labor Hours Cleaning 656 1,000 1,000 1,000
4. Labor Hours Tree/Limb Removal 9,247 2,500 1,700 1,500 J
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Operations Department
• Transportation Division
Street Maintenance Program
Fund 2100 - Street Program 4120
Program Description, Objectives, 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
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 17.00 17.00 17.00 17.00
Program Expenditures
Personnel Services $ 448,195 $ 565,147 $ 565,147 $ 543,708
Materials and Supplies 101,847 200,156 200,156 212,785
Services and Charges 622,735 570,239 570,239 516,784
Maintenance 42,520 40,000 40,000 55,000
$ 1,215,297 $ 1,375,542 $ 1,375,542 $ 1,328,277
Performance Measures
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 2,750 2,750 2,750 2,750
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
IResults
1. Asphalt in Pot Holes (Tons) 339 300 300 300
'
2. Streets Overlaid (Square Yards) 131,350 150,000 150,000 150,000
3. Street Sections Evaluated 0 2,750 0 2,750
4. Streets Swept (Lane Miles) 2,532 2,904 1,700 2,904
5. Worked for Other Depts. (Hours) 3,425 4,000 3,000 4,000
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Operations Department
Transportation 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. I
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Demand/Workload
I. Drain Cleaning (Each)
2. Wash Drain Tiles (Feet)
3. Ditch Cleaning (Feet)
4. Install French Drain (Feet)
5. Install Drain Tile (Feet)
6. Bridge Cleaning/Maint. (Each)
Results
I. Drains Cleaned
2. Drain Tiles Washed (Feet)
3. Ditches Cleaned (Feet)
4. French Drain Installed (Feet)
5. Drain Tile Installed (Feet)
6. Bridges Cleaned/Maintained
Actual
2001
6.00
$ 206,996
18,164
152,445
4,621
$ 382,226
Budgeted Estimated Budgeted
2002 2002 2003
r 71
,. Al
$ 221,996
67,000
169,811
5,000
$ 463,807
Performance Measures
6.00 6.00
$ 221,996 $ 234,449
67,000 72,500
169,311 142,192
5,000 5,750
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$ 463,307 $ 454,891
I
1,000 1,000 1,000 1,000
3,000
3,000
3,000
3,000
50,000
50,000
50,000
50,000
2,000
2,000
2,000
2,000
1,000
1,000
1,000
1,000
109
109
109
109 N
916 1,000 1,000 1,000
2,315 3,000 2,000 3,000
47,885 50,000 100,000 50,000
3,432 2,000 2,000 2,000 I
1,058 1,000 4,000 1,000
21 109 50 109
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Operations Department
Transportation Division
Engineering & Planning Program
Fund 2100- Street
Program 5315
Program Description, Objectives, and Analysis:
This program manages the activities relating to traffic 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 consistent with the stated goals of the Mayor
and Operations Director. Program duties include administering operations and construction of Capital Improvement
Projects to ensure traffic management systems are maintained and upgraded. The budget provides funding to upgrade
street markers for increased visibility and upgrading traffic signals to expand the City's traffic signal system. In 2003,
staff will plan the installation of two new signals, coordinate 68 traffic signals, collect traffic count data using the
traffic signal system, and monitor electrical usage and collect data to verify the 85% power savings from the LED
traffic signal change out completed last fall. Until 2003, this program was reported in General Fund (1010-5310).
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 1.00
Program Expenditures
Personnel Services $ 0 $ 0 $ 0 $ 108,088
Materials and Supplies 0 0 0 900
Services and Charges 0 0 0 10,739
Maintenance 0 0 0 500
$ 0 $ 0 $ 0 $ 120,227
Performance Measures
Demand/Workload
1. Employees Supervised 6
2. Programs Managed 2
I. 3. Citizen Requests Received 1,000
4. Traffic Studies Completed 50
Results
1. % of System Traffic Counts
Downloaded for Database Update 100
' 2. % of Service Requests Completed
within 30 Days 100
3. % of Traffic Signal Trouble Calls
'
Resolved within 3 Hours 100
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Operations Department
Transportation Division
Sidewalks Program
Fund 2100 - Street
Program 5530
Program Description, Objectives, and Analysis:
This program provides the manpower and equipment needed for the maintenance or reconstruction of City owned
sidewalks (Parks & Recreation Division maintains sidewalks within recreation areas). Included among activities
performed are inspections of new sidewalk construction; removal and replacement of damaged or deteriorated
sidewalk; sidewalk installation; access ramp installation; sidewalk repairs; and removal of soil and vegetation from
City owned sidewalks.
The activities listed above are restricted to City owned sidewalks. Materials for this program are funded in the Sales
Tax Capital Improvement Fund.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Actual Budgeted
2001 2002
7.00 7.00
Estimated
2002
1,1
Budgeted
onnz
7.00
Personnel Services
$ 251,386 $
289,678 $
287,737 $
302,696
Materials and Supplies
1,896
6,170
6,170
6,400
Services and Charges
85,288
82,328
82,223
99,531
Maintenance
3,726
5,356
5,356
4,650
$ 342,296 $
383,532 $
381,486 $
413,277
Performance Measures
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Demand/Workload I.
1. Sidewalk Replaced, Repaired, and
Constructed (Linear Feet) 2,237 2,500 3,225 3,500
2. Labor Hours Available 10,920 9,800 9,480 9,480
3. Repairs for ADA Compliance 18 50 16 50
4. Inspections in City ROW 463 500 648 650
Results I
1. Sidewalk Repaired/Replaced (LF) 1,018 1,000 1,325 1,500
2. New Sidewalk Constructed (LF) 1,219 1,500 1,900 2,000 '
3. Access Ramps Repaired/Replaced 4 25 4 25
4. Access Ramps Constructed 14 25 10 25
5. Inspections in City ROW 463 500 648 650
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Operations Department
Parks & Recreation Division
Parks Development 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, and development of City parks and recreation areas. The HMR Tax
of 2003 will fund new facilities and programs such as the development of the park adjacent to the new Fayetteville
Boys and Girls Club, the summer concert series, and America in Bloom. Seventy-five percent of the funds allocated
to the Fayetteville Boys & Girls Club and Council on Aging are included in this program to provide recreational
services to the public as outlined in the working agreements. Expanded focus of this program includes development
of trails/greenways and park beautification projects.
1
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 13.30 14.85 14.85 17.85
Program Expenditures
Personnel Services $ 508,487 $ 595,969 $ 594,454 $ 790,977
Materials and Supplies 13,779 23,525 23,525 33,018
Services and Charges 233,064 315,901 315,901 310,822
Maintenance 30,791 25,846 25,846 24,446
Capital 0 0 0 10,592
$ 786,121 $ 961,241 $ 959,726 $ 1,169,855
Performance Measures
Demand/Workload
1. Park Land Ordinance Planning Meetings 69 69 69 70
2. Summer Concerts 8 7 7 7
3. Capital Projects Scheduled 15 15 29 14
4. Tournaments Hosted 22 16 18 16
5. Horticulture Areas/Square Feet 5 / 160,000 N/A 5 / 201,318 6 / 245,678
6. Lights of the Ozarks Display Days 40 N/A 40 40
7. Developed Trails (Linear Feet) 63,214 N/A 71,514 78,042
Results
1. Park Land Ordinance Revenues $ 201,000 $ 150,000 $ 275,000 $ 170,000
2. Park Land Ordinance Acreage Deeded 6 5 5 5
3. Summer Concert Attendance 17,350 22,000 22,000 22,500
4. Capital Projects Completed 12 15 23 14
5. Projected Tournament Economic Impact $ 1,547,000 $ 800,000 $ 1,200,000 $ 800,000
6. Horticulture Beautification Hours 3,056 N/A 3,500 3,800
7. Lights of the Ozarks Installation Hours 377 N/A 2,400 2,400
8. New Developed Trails (Linear Feet) 0 N/A 9,522 7,500
131
Operations Department
Parks & Recreation Division
Parks Development Capital Program
Fund 2250 - Parks Development
Program 9255
Program Description Objectives, and Analysis:
This program budgets the cost of all park capital projects that are funded in the Parks Development Fund. The
operational costs reflected in this fund are budgeted in program 2250.9250.
Actual
2001
Program Staff
Full -Time Equivalent Positions 0.00
Program Expenditures
Materials and Supplies $ 1,953
Services and Charges 38,648
Maintenance 23,908
Capital 705,361
$ 769,870
Budgeted
2002
0.00
$ 8,581
86,444
15,680
1,918,507
$ 2,029,212
Estimated
2002
[1 1111]
Budgeted
2003
0.00
$ 8,581 $ 0
86,444 22,000
15,680 0
1,918,507 471,000
$ 2,029,212 $ 493,000
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Capital expenditures planned for in this program include:
Bundrick Park Development $ 0 $ 5,000 $ 5,000 $ 0
Community Park Development 0 79,073 79,073 0
Fayetteville Boys & Girls Club Expansion 0 395,000 395,000 430,000
Gary Hampton Softball Complex 136,587 134,390 134,390 0
Lake Fay Softball Complex Improvements 49,830 200,170 200,170 0
Lake Fayetteville Trails 3,000 73,146 73,146 0
Lake Fayetteville/Sequoyah Improvements 0 286,000 286,000 0
Lights of the Ozarks 0 73,000 73,000 22,000
Park Beautifications 0 75,000 75,000 0
Playground & Picnic Improvements 0 3,941 3,941 0
Red Oak Park Development 19,440 7,642 7,642 0
Skate Park 6,000 182,329 182,329 0
Tennis/Basketball Surface Renovation 132,466 127,533 127,533 0
Trail/Park Land Acquisition/Development 1,272 40,000 40,000 0
Walker Park Senior Complex 153,844 321,051 321,051 0
White River Baseball Complex Imp. 0 25,000 25,000 41,000
Wilson Park Improvements 267,431 937 937 0
$ 769,870 $ 2,029,212 $ 2,029,212 $ 493,000
132 1
Operations Department
Solid Waste & Recycling 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 & Recycling Division. The division includes 49
' employees and a fleet of 49 vehicles. The Environmental Affairs Administrator's responsibilities include the
management of all employees and fleet; all recycling programs; the waste disposal contract; the City's transfer station
and recycling facility; and all customer service programs which includes bulk pickup, commercial collections,
residential waste collections, the new roll off line, and administering new programs for glass and apartment recycling.
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 6.40 7.40 7.40 6.85
Program Expenditures
Personnel Services $ 350,472 $ 527,127 $ 521,754 $ 650,702
Materials and Supplies 12,655 16,250 16,250 25,450
Services and Charges 470,871 577,657 561,154 541,241
' Maintenance 28,534 11,000 11,000 12,800
Depreciation 9,012 15,000 15,000 15,000
$ 871,544 $ 1,147,034 $ 1,125,158 $ 1,245,193
1 Performance Measures
Demand/Workload
1. Programs Administered 5 5 5 5
2. Employees Supervised 45 45 50 63
3. Investigate/Resolve Citizen
Complaints and/or Requests 1,200 1,500 1,500 1,500
4. Phone Calls 10,800 10,800 13,000 15,000
I. Results
1. % Complaints/Requests Resolved 100 100 100 100
1 2. % Program Objectives Met 100 100 100 100
3. New Programs Instituted 4 3 10 3
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Operations Department
Solid Waste & Recycling Division
Commercial Collections Program
Fund 5500 - Solid Waste Program 5010
Program Description, Objectives, and Analysis:
This program provides collection services to approximately 2,286 commercial accounts each year. The commercial
sector produces approximately 25,800 tons of waste annually, which accounts for 73% of the City's total waste stream.
The program provides service of commercial carts, commercial bin accounts, and container sales and leasing. With the
approval of City Resolution #131-02, the entire waste stream (recycling and trash) will be collected by City routes by
September of 2003. With the City becoming the exclusive hauler, it is expected that commercial collections will '
increase by eight percent.
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Actual Budgeted Estimated Budgeted ,
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 9.00 10.00 10.00 9.00
Program Expenditures
Personnel Services $ 317,109 $ 386,577 $ 379,395 $ 358,426
Materials and Supplies 57,984 157,169 157,169 55,650
Services and Charges 1,011,792 1,205,289 1,205,289 1,178,353
Maintenance 26,595 27,503 27,503 28,500
Capital 0 53,357 53,357 0
Depreciation 0 10,172 10,172 24,200
$ 1,413,480 $ 1,840,067 $ 1,832,885 $ 1,645,129 1
Performance Measures
Demand/Workload I
1. Commercial Accounts 2,200 2,300 2,286 2,500
2. Commercial Routes 5 5 5 6
3. Tons of Commercial Waste 21,050 23,900 23,912 25,825
4. Scheduled Collections/Year 179,750 183,000 181,874 198,900
5. Requests for Additional Pickups/Year 1,150 1,230 1,728 2,000 1
Results
1. Containers Sold 25 40 250 250 ,
2. Containers Leased 72 100 180 100
3. Transfer Station Cost per Ton $ 28.75 $ 28.75 $ 29.20 $ 29.20
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Operations Department
Solid Waste & Recycling 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
provided waste collection to 18,580 residences in 2002. The residential sector produces approximately 15,000 tons of
waste annually, which accounts for 27% of the City's total waste stream. Once collected, the waste is disposed of at
the City's transfer station. During 2003, the program will change the collection methods of household waste. With the
elimination of the trash bag program and initiation of the cart collection program and by changing to automated trucks,
an increase in productivity is expected as well as a reduction in accidents and injuries. Additional services include
participation in one of the eight ward clean-ups and allowing bulk waste to be dropped off at the compost facility twice
a year without charge.
Program Staff
Full -Time Equivalent Positions
Actual
2001
14.00
Budgeted
2002
14.00
Estimated
2002
14.00
Budgeted
2003
11.00
Program Expenditures
' Personnel Services $ 460,553 $ 472,685 $ 472,685 $ 383,497
Materials and Supplies 163,750 894,500 894,500 18,860
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Services and Charges 571,215 554,056 554,056 902,979
Maintenance 27,830 26,783 26,783 28,783
Capital 0 209,874 209,874 0
Depreciation 0 0 0 20,000
'
$ 1,223,348 $ 2,157,898 $ 2,157,898 $ 1,354,119
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Performance Measures
Demand/Workload
1. Households Collected
17,344
17,550
18,580
19,650
2. Residential Routes
5
7
5
6
3. Tons of Waste Collected/Year
10,906
11,015
12,010
15,000
4. Households/Route
867
527
929
983
5. Households Served/Day
4,336
4,386
3,716
5,800
6. Exemptions/Back-Door Service
283
290
227
200
Results
I. Transfer Station Cost per Ton
$ 28.75
$ 28.75
$ 29.20
$ 29.20
II135
Operations Department
Solid Waste & Recycling Division
Commercial Drop Box Collections Program
Fund 5500 - Solid Waste
Program 5030
Program Description, Objectives, and Analysis:
This program began in 2002 and provides efficient and safe collection of solid waste from construction and demolition
with the use of large drop boxes. The program provides waste collection of drop boxes, compactors, and compactor
receiver boxes for commercial businesses and residential remodeling, cleanup, etc. The City currently has 39 drop
boxes available for lease. During 2002, four compactors were installed. Once the City becomes the exclusive hauler
due to Resolution #131-02, the division is anticipating an expansion of five new routes.
Program Staff
Full -Time Equivalent Positions
Proeram Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Demand/Workload
1. Total Loads Pulled
2. Tons of Collected Waste
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
0.00 0.00 0.00 2.00
$ 0 $ 0 $ 0 $ 88,273
0 0 0 5,900
0 0 0 184,677
0 0 0 2,640
$ 0 $ 0 $ 0 $ 281,490
Performance Measures 1
1,300
5,200
Results
1. Transfer Station Cost per Ton $ 29.20
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136 1
Operations Department
• Solid Waste & Recycling Division
• Recycling Program
Fund 5500 - Solid Waste Program 5060
Program Description, Objectives, and Analysis:
The purpose of this program is to divert the maximum amount of material from the landfill and to promote reuse. In
addition to recycling, 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. The commercial sectors are offered drop-off stations, a blue bag
program, white ledger recycling, and commercial cardboard recycling.
In 2003, an Apartment Recycling program will be initiated for approximately 350 multi -units. At 100% participation,
this will divert 13 pounds per month per person of recyclables from the waste stream. Pursuant to Resolution #131-
02, which enables the City to be the exclusive hauler, an additional cardboard route and the addition of a glass route
and a glass pulverizer will be needed to service bars and restaurants. The glass additions may reduce the waste stream
' by approximately 220 tons (calculation based on waste audit numbers from liquor and beer distributors). Furthermore,
transporting glass out of state will be discontinued which will reduce operating costs. In order for the Materials
Recovery Facility (MRF) to handle the increased volume, a magnet will be added to the belt. This will allow
commingling of aluminum and steel collections thus reducing the time to source separate.
Actual Budgeted Estimated Budgeted
' 2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 15.00 12.00 12.00 14.75
Program Expenditures
' Personnel Services $ 482,924 $ 498,074 $ 493,382 $ 557,277
Materials and Supplies 52,329 109,544 109,544 91,994
Services and Charges 285,275 346,964 345,424 416,666
• Maintenance 40,929 41,000 41,000 54,200
• Capital 0 564,926 564,926 70,000
Depreciation 121,914 142,881 142,881 205,780
$ 983,371 $ 1,703,389 $ 1,697,157 $ 1,395,917
Performance Measures
Demand/Workload
1. Newspaper Recycled (Tons) 1,540 2,400 2,500 2,750
2. Glass Recycled (Tons) 798 1,600 822 922
3. Aluminum Recycled (Tons) 58 180 96 106
4. White Ledger Paper (Tons) 52 150 42 46
5. Mixed Paper Recycled (Tons) 371 450 1,419 1,561
6. Plastic Recycled (Tons) 174 450 278 306
7. Steel Cans (Tons) 170 300 186 205
8. Cardboard (Tons) 1,155 2,400 583 700
Results
1. Diverted from Landfill (Tons) 4,265 7,930 5,926 6,660
2. Landfill Costs Avoided $ 120,273 $ 223,626 $ 173,336 $ 194,472
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Operations Department
Solid Waste & Recycling Division
Composting Program
Fund 5500 - Solid Waste
Program Description, Objectives, and Analysis:
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Program 5070 1
This program provides yard waste pickup for residences and drop off of brush, leaves, and grass for commercial
customers at the City's facility. The brush is ground for mulch and made available to City residents and commercial
businesses. The leaves and grass are composted and screened before being made available twice a year to residents on
a first come, first served basis. At the end of 2001, the yard waste program changed from a fee based to a free service
for City residents. This change increased participation and initiated the use of biodegradable paper yard waste bags.
All plastic bags have been removed from the existing compost, producing a much finer product.
This program also provides the services for bulk pickup of furniture, piles of brush, appliances, etc. There are
approximately 3,640 requests per year for bulk waste removal. In addition to the curbside pickups, the compost site
has been made available to all residents to drop off large bulky items.
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 4.00 6.00 6.00 6.00
Program Expenditures '
Personnel Services $ 121,161 $ 212,424 $ 208,129 $ 228,810
Materials and Supplies 3,694 6,500 6,500 37,800
Services and Charges 95,637 164,938 163,771 159,543
Maintenance 11,031 14,118 14,118 18,766
Capital 0 285,852 285,852 50,000 '
Depreciation 0 5,500 5,500 28,600
$ 231,523 $ 689,332 $ 683,870 $ 523,519
Performance Measures
Demand/Workload
1. Brush Received (Tons) 4,602 2,650 3,419 3,624 1
2. Grass Received (Tons) 56 1,590 1,860 1,972
3. Leaves Received (Tons) 161 1,060 1,049 1,112
Results
1. Landfill Costs Avoided $ 32,204 $ 149,460 $ 185,094 $ 195,874
2. Diverted from Landfill (Tons) 1,142 5,300 6,328 6,708
3. Total Revenue $ 95,717 $ 87,000 $ 10,138 $ 12,000
4. Compost Sold (Cubic Yards) 1,295 1,300 268 568
5. Mulch Distributed (Cubic Yards) 2,532 4,000 6,601 6,997
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Operations Department
Fleet Operations Division
Vehicle Maintenance Program
' Fund 9700 -Shop Program 1910
Program Description, Objectives. and Analysis:
This program is responsible for the maintenance, replacement, reconditioning or recycling of vehicles and equipment
in a timely and efficient manner to ensure 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 light/medium/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 work time charged to vehicles. Operational cost increases are attributed to the increase in fleet size as
well as an increase in depreciation expense.
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 15.50 16.00 16.00 17.00
Program Expenditures
Personnel Services $ 600,233 $ 629,060 $ 629,060 $ 739,189
Materials and Supplies 1,113,835 1,279,467 1,279,467 1,191,500
Services and Charges 648,735 658,734 658,734 690,861
Maintenance 32,289 32,286 31,262 35,986
Capital 0 7,500 7,500 7,500
• Depreciation 1,552,426 1,865,138 1,865,138 2,354,419
• $ 3,947,518 $ 4,472,185 $ 4,471,161 $ 5,019,455
Performance Measures
Demand/Workload
1. Repair Requests 5,822 6,875 6,597 6,600
2. Vehicle/Equipment Repair Hours 17,768 20,250 18,000 20,000
3. PM Service & Inspections 868 1,000 1,132 1,100
4. PM Generated Repairs 800 840 950 924
5. Road Failures 340 270 354 330
Results
1. % of Hours Worked Charged to
Vehicles 88 85 86 85
' 2. % of Backlog on Repairs 94 6 5 5
3. % of Repairs Completed 95 95 95 95
4. % of Road Failures to Total Repairs 6 4 5 5
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Operations Department
Fleet Operations Division
Capital Expenditures Program
Fund 9700 - Shop
Program Description, Objectives, and Analysis:
Program 1920
The Capital Expenditures program captures the cost associated with upgrading and expanding fixed assets for the
Fleet Operations Division. In addition, vehicles and equipment placed into service for other departments and divisions
are purchased out of this program. Changes for vehicle/equipment purchases in 2003 include: replacing the Ford
Festiva in Parking Enforcement ($20,000), replacing a Ford Ranger in Traffic with a new 1/2 ton Ford Extended Cab
4x4 ($20,500), and an expansion backhoe for Water & Sewer Maintenance ($18,950).
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Materials and Supplies $ 14,844 $ 20,630 $ 20,630 $ 0
Services and Charges 5,820 950 950 0
Capital 861,985 5,036,670 5,036,670 686,450
$ 882,649 $ 5,058,250 $ 5,058,250 $ 686,450
Capital expenditures planned for in this program include:
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Back Hoe/Loaders - Repl/Exp $ 86,449 $ 138,605 $ 138,605 $ 18,950
Construction Equipment - Repl/Exp 0 187,225 187,225 20,000
Fire Vehicles/Equipment - Repl/Exp 0 91,299 91,299 0
Fleet Operations Fleet Study 4,770 0 0 0
Fleet Operations Maintenance System 0 70,659 70,659 0
Fuel Storage Improvements - Rep! 239 20,630 20,630 0
Light/Medium Utility Veh - Repl/Exp 180,274 833,926 833,926 270,500
Medium/Heavy Utility Vehicles 79,700 624,461 624,461 0
Other Vehicles/Equipment - Repl/Exp 83,036 389,237 389,237 0
Police/Passenger Vehicles - Repl/Exp 349,681 550,875 550,875 319,000
Sanitation Vehicles/Equip - Repl/Exp 85,500 1,817,711 1,817,711 0
Tractor/Mower - Repl/Exp 13,000 293,532 293,532 58,000
Wash Bay & Covered Storage Impvs. 0 40,090 40,090 0
$ 882,649 $ 5,058,250 $ 5,058,250 $ 686,450
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I Finance & Internal Services Department
F
Finance & Internal
'
Services Director
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Accounting & Purchasing Billing & Information
Audit Collections Technology
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Budget & Human Building Services
Research Resources
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I 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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FINANCE & INTERNAL SERVICES DEPARTMENT
OVERVIEW
The Finance & Internal Services Department contains eight divisions: Finance & Internal Services Director,
Human Resources, Accounting & Audit, Budget & Research, Building Services, Purchasing, Information
Technology, and Billing & Collections.
Estimated 2002 operational expenditures are projected to be approximately $76,000 less than the 2002
budgeted amounts. The cost savings occurred primarily from a reduction in personnel cost due to turnover.
Budgeted 2003 expenditures are approximately $187,000 more than the 2002 estimated amounts. The increase
is primarily attributed to the addition of two (2) employees moved from other divisions to Information
Technology for GIS activities.
Major initiatives planned by the department for 2003 include: full implementation of GASB 34;
implementation of a short-term financing program utilizing Amendment 78; development of reports and data
validation procedures for the City-wide municipal management system, the interactive voice response system,
and the City's web site; management of the biennial pay range study; development of a City-wide building
space utilization plan to encompass planned improvements/additions/alterations to all City -owned and
occupied facilities; and revisions to the safety program and non -uniform employee performance appraisal
system.
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Operations
Category Totals
Actual
2001
$ 2,331,773 $
105,978
284,668
117,776
Budgeted
2002
2,604,530 $
193,319
430,864
153,480
Estimated
2002
2,559,528 $
179,465
414,896
151,900
Budgeted
2003
2,833,085
145,690
325,531
188,753
2,840,195 3,382,193 3,305,789 3,493,059
Total Department $ 2,840,195 $ 3,382,193 $ 3,305,789 $ 3,493,059
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C1
Finance & Internal Services Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
' 2001 2002 2002 2003
General Fund
I1100 Finance & Internal Services Director
Personnel Services $ 92,663 $ 95,391 $ 73,081 $ 87,841
Materials and Supplies 1,457 3,650 3,587 3,150
' Services and Charges 7,144 11,584 11,443 8,928
Maintenance 386 200 200 400
101,650 110,825 88,311 100,319
' 1210 Human Resources
Personnel Services 367,560 437,510 437,510 485,497
Materials and Supplies 5,706 19,100 19,100 6,990
Services and Charges 166,475 230,000 230,000 161,830
Maintenance 0 100 100 I50
539,741 686,710 686,710 654,467
1310 Accounting & Audit
Personnel Services 424,204 433,723 431,847 464,112
Materials and Supplies 10,659 15,000 12,796 11,200
' Services and Charges 12,062 20,385 13,180 15,200
Maintenance 69 330 200 200
446,994 469,438 458,023 490,712
1330 Budget & Research
Personnel Services 175,483 188,520 186,705 199,910
Materials and Supplies 10,174 15,305 15,305 12,855
Services and Charges 7,085 8,815 8,815 6,600
Maintenance 109 0 0 500
192,851 212,640 210,825 219,865
1350 Billing & Collections
Personnel Services 402,498 462,935 449,640 0
Materials and Supplies 23,425 64,863 53,500 0
Services and Charges 13,970 53,414 47,348 0
Maintenance 69 4,200 3,000 0
' 439,962 585,412 553,488 0
1410 General Maintenance
Personnel Services 261,671 286,160 286,160 276,008
Materials and Supplies 6,011 8,850 8,850 7,050
Services and Charges 29,657 43,087 41,032 41,926
Maintenance 32,650 34,250 34,250 34,250
329,989 372,347 370,292 359,234
1420 Janitorial
' Personnel Services 109,977 120,937 116,086 132,280
Materials and Supplies 10,116 22,300 22,300 16,900
Services and Charges 7,011 11,475 11,475 10,000
Maintenance 35 600 350 400
127,139 155,312 150,211 159.580
143
Finance & Internal Services Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
1610 Purchasing
Personnel Services
90,841
97,696
97,696
105,214
Materials and Supplies
13,474
14,400
14,350
12,908
Services and Charges
17,606
20,365
19,864
18,650
Maintenance
146
300
300
300
122,067
132,761
132,210
137,072
1710 Information Technology
Personnel Services
406,876
481,658
480,803
593,153
Materials and Supplies
24,956
29,851
29,677
27,615
Services and Charges
23,658
31,739
31,739
13,147
Maintenance
84,312
113,500
113,500
149,553
539,802
656,748
655,719
783,468
Total General Fund
2,840,195
3,382,193
3,305,789
2,904,717
Water & Sewer Fund
1810 Billing & Collections
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Total Water & Sewer Fund
Total Finance & Internal Services
Department
0
0
0
489,070
0
0
0
47,022
0
0
0
49,250
0
0
0
3,000
0
0
0
588,342
0
0
0
588,342
$ 2,840,195 $ 3,382,193 $ 3,305,789 $ 3,493,059
144
Finance & Internal Services Department
Personnel Summary
2000
2001
2002
2003
Division / Title Employees
Employees
Employees
Employees
Finance & Internal Services Director Division:
Finance & Internal Services Director 1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Human Resources Division
Human Resources Director
1.00
1.00
1.00
1.00
Human Resources Administrator
1.00
1.00
1.00
1.00
Health & Benefits Coordinator
1.00
1.00
1.00
1.00
Senior Clerk Typist
0.50
0.50
1.00
1.00
3.50
3.50
4.00
4.00
Accounting & Audit Division
Accounting Manager
1.00
1.00
1.00
1.00
Accounting Coordinator
2.00
2.00
2.00
2.00
Fixed Assets/Investment Coordinator
1.00
1.00
1.00
1.00
Accounting Clerk
5.00
5.00
5.00
5.00
Senior Secretary
1.00
1.00
1.00
1.00
Work Study (Part -Time)
0.50
0.50
0.50
0.50
10.50
10.50
10.50
10.50
Budget & Research Division
Budget Manager
1.00
1.00
1.00
1.00
Senior Research Analyst
1.00
1.00
1.00
1.00
Budget Analyst
1.00
1.00
1.00
1.00
Administrative Intern
0.00
0.25
0.25
0.25
3.00
3.25
3.25
3.25
Building Services Division
Building Services Director & Project Mgr.
1.00
1.00
1.00
1.00
Building Services Supervisor
1.00
1.00
1.00
1.00
Lead Custodian
1.00
1.00
1.00
1.00
Custodian
4.00
4.00
4.00
4.00
Carpenter I
1.00
1.00
1.00
1.00
Building Maintenance Worker III
1.00
1.00
0.00
0.00
Building Maintenance Worker V
2.00
2.00
2.00
2.00
Master Plumber
1.00
1.00
1.00
1.00
Building Maintenance Crew Leader
1.00
1.00
1.00
1.00
Senior Secretary
1.00
1.00
1.00
1.00
14.00
14.00
13.00
13.00
Purchasing Division:
Purchasing Manager
1.00
1.00
1.00
1.00
Purchasing Clerk
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
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Finance & Internal Services Department
Personnel Summary
2000 2001 2002 2003 '
Division / Title Employees Employees Employees Employees
Information Technology Division: ,
Information Technology Manager 1.00 1.00 1.00 1.00
Network Engineer 1.00 1.00 1.00 1.00
Senior Programmer/Analyst 1.00 1.00 1.00 1.00
Systems Analyst 2.00 1.00 1.00 1.00
Business Systems Analyst 0.00 1.00 1.00 1.00
System Operator 1.00 1.00 1.00 1.00
GIS Coordinator 1.00 1.00 1.00 1.00
GIS Technician 2.00 2.00 2.00 2.00
CAD Drafter 0.00 0.00 0.00 1.00
Property Location Analyst 0.00 0.00 0.00 1.00
9.00 9.00 9.00 11.00
Billing & Collections Division:
Business Office Supervisor 1.00 1.00 1.00 1.00
Account Clerk/Business Office 1.00 1.00 1.00 1.00
Senior Customer Service Representative 1.00 1.00 1.00 1.00
Utility Billing Clerk 2.00 2.00 2.00 2.00
Senior Cashier 1.00 1.00 1.00 1.00
Customer Service Representative 8.50 8.50 8.50 8.50
14.50 14.50 14.50 14.50
Total Finance & Internal Services Personnel 57.50 57.75 57.25 59.25
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146 1
Finance & Internal Services Department
•' Finance & Internal Services Director Division
Finance & Internal 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 Finance & Internal Services
' Department and to assist the Mayor and the 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 regarding the application of technology, cost saving measures, and other efficiency options.
' In 2002, the program provided guidance on the development of the 2001 Comprehensive Annual Financial Report
(CAFR) and the 2003 Annual Budget and Work Program; assisted in the development of the financing options for the
Wastewater System Improvement Project (WSIP); provided overall guidance during the implementation of the City's
municipal management system, the City's web site, and installation of the City's interactive voice response system; and
oversaw the development of historical and projected uses of the City's 1% sales and use tax used for pay-as-you-go
capital financing and General Fund operations.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures
' Personnel Services $ 92,663 $ 95,391 $ 73,081 $ 87,841
Materials and Supplies 1,457 3,650 3,587 3,150
Services and Charges 7,144 11,584 11,443 8,928
' Maintenance 386 200 200 400
$ 101,650 $ 110,825 $ 88,311 $ 100,319
' Performance Measures
Demand/Workload
I. To oversee the development of activity reporting from the Municipal Management System (MMS), to monitor
and propose enhancements to the City's web site and monitor and add enhancements to the City's IVR system.
2. To oversee the development of the 2004 - 2008 Capital Improvements Program (CIP) and the 2004 Annual
' Budget and Work Program.
3. To oversee the completion of the 2002 CAFR, the 2003 Annual Budget and Work Program, and produce periodic
management information on the status of planned capital improvements funded in 2003.
4. To review water and sewer service agreements with other governments and wholesale utilities and propose
contract modifications, if needed.
5. To complete the revision of the City's policy and procedure manual that involves updating and condensing the
' manual and recording the entire manual into electronic format for ease of access on the City's Intranet.
6. To develop an internal training activity that will target specific needs and develop necessary competencies to
provide support and performance improvements using technology when applicable.
'7. To implement an Amendment 78 Short Term Financing Program that can be a short term (five years or less) bond
issue and/or short term capital lease (up to five years).
8. To oversee the development of a City-wide building space utilization plan in conjunction with the Building
Services Division. The plan is to encompass planned improvements/additions/alterations to all City -owned and
occupied facilities.
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Finance & Internal Services Department
Human Resources Division
Human Resources Program
Fund 1010- General
Program 1210
Program Description, Objectives, and Analysis:
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
2001
2002
2002
2003
Program Staff
Full -Time Equivalent Positions 3.50 4.00 4.00 4.00
Program Expenditures
Personnel Services
$ 367,560 $
437,510 $
437,510 $
485,497
Materials and Supplies
5,706
19,100
19,100
6,990
Services and Charges
166,475
230,000
230,000
161,830
Maintenance
0
100
100
150
$ 539,741 $
686,710 $
686,710 $
654,467
Demand/Workload
1. New Hires
2. Employees Newly Eligible for 401 &
457 Plans
3. Insurance Products Offered
4. Civil Service Applications Processed
5. Supervisory, Safety & Educational
Training Opportunities
6. Worker's Comp Injuries
Results
1. % of Voluntary Turnover
2. % of Eligible Employees
Participating in 401 & 457 Plans
3. % of Ins. Billings Paid within 30 Days
4. Civil Service Appl. Cert. for Hire
5. % of Employees Rating Training as
Meeting Their Needs
6. % of Worker's Comp Injuries that are
Medical Only
Performance Measures
241 235 184 174
33
N/A
71
69
8
N/A
8
10
140
375
218
222
5
3
4
12
103
N/A
107
100
20
58
N/A
64
N/A
89
148
19
N/A
N/A
N/A
N/A
N/A
11
61
N/A
136
N/A
90
11
62
100
140
85
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Finance & Internal Services Department
Accounting & Audit Division
Accounting & Audit Program
Fund 1010 -General
Program Description Objectives, and Analysis:
The division provides accurate and timely financial reports and analysis to City Management, City Council, City
Departments, 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,
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 and 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; reporting payroll information to other governments; and overseeing the annual audit.
Program 1310
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 10.50 10.50 10.50 10.50
Program Expenditures
Personnel Services $ 424,204 $ 433,723 $ 431,847 $ 464,112
' Materials and Supplies 10,659 15,000 12,796 11,200
Services and Charges 12,062 20,385 13,180 15,200
Maintenance 69 330 200 200
$ 446,994 $ 469,438 $ 458,023 $ 490,712
Performance Measures
Demand/Workload
1. External Audit and CAFR 1 1 1 1
' 2. Funds/Account Groups Maintained 28 26 28 28
3. Financial Statements and Ledgers 30 30 30 30
4. Bond Issues Outstanding 6 6 6 6
' 5. Payrolls Prepared 37 30 36 36
6. Pension Distributions Processed 25 26 26 26
Results
' I.% 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 1 1 1 1
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149
Finance & Internal 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 Improvements Program and ensuring the funds are expended/expensed as
appropriated by City Council. Additionally, the division performs special duties and conducts special studies as
requested by the Finance & Internal Services Director, the Mayor, and the City Council. Finally, the division reviews
performance measures and quarterly reports submitted by other City divisions to ensure the accuracy of the listed
statistics relating to the budgeted performance measures.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff '
Full -Time Equivalent Positions 3.25 3.25 3.25 3.25
Program Expenditures '
Personnel Services $ 175,483 $ 188,520 $ 186,705 $ 199,910
Materials and Supplies 10,174 15,305 15,305 12,855
Services and Charges 7,085 8,815 8,815 6,600
Maintenance 109 0 0 500
$ 192,851 $ 212,640 $ 210,825 $ 219,865 ,
Performance Measures
Demand/Workload ,
1. Budget Submissions Reviewed 90 89 93 91
2. CIP Projects Reviewed 93 70 64 80
3. Programs Reviewed: Budget to
Actual - Monthly 98 98 102 102
4. Special Projects/Studies 15 20 18 15
5. Budget Amendments Requested:
Adjustments/Lineitems Processed 164 / 1,708 180 / 1,800 170 / 2,000 175 / 2,000
6. Capital Projects Monitored 202 210 197 200 ,
7. Funds Reviewed 23 26 22 22
Results
I. Annual Budget Completed 1 1 1 1
2. CIP Annual Update Completed 1 1 1 1
3. % Time for Special Projects 25 35 38 35
4. % Time for Capital Projects 35 30 30 30
5. GFOA Dist. Budget Awards 1 1 1 j
6. % of Actual Revenue Received over
Adopted Budget (Operations) (6.46) 0.00 0.90 0.00
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Finance & Internal Services Department
Billing & Collections 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 31,000
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. In 2003, this program was moved to
Water & Sewer Fund (5400.1810).
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 14.50 14.50 14.50 0.00
' Program Expenditures
Personnel Services $ 402,498 $ 462,935 $ 449,640 $ 0
' Materials and Supplies 23,425 64,863 53,500 0
Services and Charges 13,970 53,414 47,348 0
Maintenance 69 4,200 3,000 0
$ 439,962 $ 585,412 $ 553,488 $ 0
Performance Measures
' Demand/Workload
1. Total Accounts 31,212 31,300 32,400
2. Total Accounts - Active 28,171 28,684 28,760
3. Total Service Orders Processed 33,915 33,236 33,983
4. Total Cash Receipts Processed 320,467 430,079 443,630
Results
1. Utility Bills Processed 338,205 338,000 345,884
2. On/Off Orders Processed 31,552 32,406 34,722
3. New Accounts Added 906 830 1,050
4. Utility Payments Processed 282,917 326,618 335,790
' 5. Utility Deposits Processed 8,146 8,000 8,781
6. Cash Receipts Processed 29,404 95,461 99,059
7. % Final Bills Dropped/Bad Debt 18.00 18.00 18.00
8. % Utility Rev. Dropped/Bad Debt 0.69 0.90 0.89
9. % Bad Debt Recovery 21.75 26.00 29.00
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Finance & Internal Services Department
Building Services 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 and oversight of
contracted services. City -owned facilities that are leased to outside agencies 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, performance of selected renovation projects, and oversight of contracted
services for capital projects to ensure the projects are on time and within budget and quality tolerance.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 9.00 8.00 8.00 8.00
Program Expenditures
Personnel Services $ 261,671 $ 286,160 $ 286,160 $ 276,008
Materials and Supplies 6,011 8,850 8,850 7,050
Services and Charges 29,657 43,087 41,032 41,926
Maintenance 32,650 34,250 34,250 34,250
$ 329,989 $ 372,347 $ 370,292 $ 359,234
Performance Measures
Demand/Workload
1. City -Owned Buildings 58 61 58 58
2. Renovations > or = $2,000 10 6 6 2
3. Asbestos Inspections 8 8 8 10
4. Service Requests 1,445 1,870 1,895 2,010
5. Contracts Managed 30 30 30 35
6. Preventive Maint. Inspections 24 24 24 24
Result's
1. City Buildings Maintained 24 24 24 25
2. Service Requests - General Maint 1,075 1,600 1,624 1,730
3. Service Requests - Heat/AC 140 120 124 125
4. Service Requests - Plumbing/Elect 230 150 147 155 ,
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Finance & Internal Services Department
Building Services Division
Janitorial Program
Fund 1010 - General Program 1420
Program Description, Objectives, and Analysis:
This program is responsible for performing janitorial services for the City Administration, the Interim City Hall, the
Police/District Court, the City Prosecutor, the P.E.G. Center, and the Engineering/Planning 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.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
' Full -Time Equivalent Positions 5.00 5.00 5.00 5.00
Program Expenditures
Personnel Services $ 109,977 $ 120,937 $ 116,086 $ 132,280
Materials and Supplies 10,116 22,300 22,300 16,900
' Services and Charges 7,011 11,475 11,475 10,000
Maintenance 35 600 350 400
$ 127,139 $ 155,312 $ 150,211 $ 159,580
' Performance Measures
' Demand/Workload
1. City Buildings Maintained 8 8 8 9
2. Square Footage Maintained 92,556 94,752 94,752 96,452
' 3. Restrooms Maintained 33 34 34 34
4. Strip/Seal/Wax Floors 3 3 3 4
Results
1. Janitorial Cost per Square Foot $ 1.37 $ 1.34 $ 1.34 $ 1.32
2. Complaints on Janitorial Service 3 4 4 3
153
Finance & Internal 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 I
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 departments through ,
requests for proposals, bids, quotes, and centralized purchasing. Turnaround time will be 30 days or less for bids and
four 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
2001 2002 2002 2003
Program Staff '
Full -Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures
Personnel Services $ 90,841 $ 97,696 $ 97,696 $ 105,214
Materials and Supplies 13,474 14,400 14,350 12,908
Services and Charges 17,606 20,365 19,864 18,650
Maintenance 146 300 300 300
$ 122,067 $ 132,761 $ 132,210 $ 137,072 '
Performance Measures
Demand/Workload
1. Formal Bids/RFP's Requested 74 110 80 80
2. Purchase Orders Issued 4,099 5,000 4,500 4,500
3. Insurance Claims Processed 98 150 100 100
4. Value of Assets Insured $117,163,970 $130,000,000 $130,000,000 $150,000,000
Results ,
1. Formal Bids/RFP's Awarded 66 110 80 80 ,
2. Value of Assets Lost to Accidents $ 5,000 $ 5,000 $ 5,000 $ 5,000
3. Turnaround from Bid Request
to Bid Opening in # of Days 20 25 30 30
4. Turnaround from Purchase Req. ,
to Purchase Order in # of Days 3 3 4 4
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Finance & Internal 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
' across 18 locations. 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, the division supports approximately 450 user accounts, 265
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, network equipment, etc. Software support consists of installation, testing,
training, and programming. Training is an ongoing process and is typically provided on a 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
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 9.00 9.00 9.00 11.00
' Program Expenditures
' Personnel Services $ 406,876 $ 481,658 $ 480,803 $ 593,153
Materials and Supplies 24,956 29,851 29,677 27,615
Services and Charges 23,658 31,739 31,739 13,147
' Maintenance 84,312 113,500 113,500 149,553
$ 539,802 $ 656,748 $ 655,719 $ 783,468
IPerformance Measures
Demand/Workload
1.
Project Requests - Minicomputers
229
400
350
400
2.
Project Requests - PC Support
313
400
375
400
3.
Project Requests - Network
190
200
320
300
• 4.
Training Sessions
15
30
65
25
5.
System/Application Backups
1,010
1,275
1,250
1,275
' Results
I. Hours Used Completing Requests:
A. Minicomputers 2,015 2,000 2,490 2,000
• B. PC Support
560
700
1,500
1,750
' C. Network
455
500
2,300
2,000
2. Routine Systems Support Hours
5,375
8,000
4,900
6,730
' 3. GIS Support Hours
6,450
5,500
8,000
8,300
4. Training Performed by Staff - Hours
N/A
N/A
N/A
100
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Finance & Internal Services Department
Billing & Collections Division
Billing & Collections Program
Fund 5400 - Water & Sewer Program 1810
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 31,000
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. Until 2003, this program was
reported in General Fund (1010.1350).
Actual Budgeted Estimated Budgeted '
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 14.50
Program Expenditures
Personnel Services $ 0 $ 0 $ 0 $ 489,070
Materials and Supplies 0 0 0 47,022
Services and Charges 0 0 0 49,250
Maintenance 0 0 0 3,000
$ 0 $ 0 $ 0 $ 588,342
Performance Measures
Demand/Workload
1. Total Accounts 33,372
2. Total Accounts - Active 29,623 ,
3. Total Service Orders Processed 34,663
4. Total Cash Receipts Processed 430,039
Results ,
1. Utility Bills Processed 354,532
2. On/Off Orders Processed 35,590
3. New Accounts Added 1,082
4. Utility Payments Processed 336,882
5. Utility Deposits Processed 8,957
6. Cash Receipts Processed 84,200
7. % Final Bills Dropped/Bad Debt 20.00
8. % Utility Rev. Dropped/Bad Debt 1.00
9. % Bad Debt Recovery 25.00
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Police Department
Police Chief
Deputy Police
Chiefs
Animal Central Support Patrol Drug
Services Dispatch j Services Enforcement
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.
157
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POLICE DEPARTMENT
OVERVIEW
The Police Department includes Central Dispatch, Police Support Services, Police Patrol, Drug Enforcement
programs and the Animal Services Division.
Estimated 2002 operational expenditures are projected to be approximately $52,000 below the 2002 budgeted
amounts.
In 2003, expenditures of $8,740,155 are approximately $130,000 above the estimated 2002 amount. The
increased funding is primarily due to expenses generated by the addition of shop overhead charges totaling
$40,000 and $125,000 for LOPFI lI netted with the elimination of all minor equipment. To balance the 2003
budget, $143,000 in vehicle replacement charges were assigned to the Replacement & Disaster Recovery Fund.
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 the City's budget. Contributing agencies include the
City of Springdale, Washington County, and rural communities in Washington County.
The 2003 budget reflects the Mayor's reorganization placing the Animal Services Division within the Police
Department. With this change, the working relationship between the Police Department and the Animal
Services Division will improve and the citizens will continue to receive excellent response for their animal
needs.
Category Totals
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Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
,
Personnel Services
$ 6,413,016 $
7,198,899 $
7,165,400 $
7,421,466
Materials and Supplies
242,879
356,994
349,152
216,870
Services and Charges
900,600
799,943
792,307
798,476
Maintenance
207,332
252,914
249,956
233,457
Operations
7,763,827
8,608,750
8,556,815
8,670,269
Transfers
34,803
53,000
53,000
69,886
Transfers
34,803
53,000
53,000
69,886
Total Department
$ 7,798,630 $ 8,661,750 $ 8,609,815 $ 8,740,155
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
General Fund
' 2600 Central Dispatch
Personnel Services $ 635,507 $ 707,404 $ 707,404 $ 760,913
Materials and Supplies 8,399 9,200 9,200 9,200
' Services and Charges 37,720 59,877 59,877 43,618
Maintenance 21,881 29,896 29,896 26,396
703,507 806,377 806,377 840,127
4
Police Department
Program Expenditure Summary
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2710 Patrol/Emergency Response
Personnel Services
131,348
190,699
188,405
194,486
Materials and Supplies
1,898
2,587
2,563
1,450
Services and Charges
18,606
12,817
11,893
13,604
Maintenance
5,834
5,500
5,289
5,500
157,686
211,603
208,150
215,040
2720 Animal Shelter
Personnel Services
245,964
235,976
233,595
260,201
Materials and Supplies
13,006
23,352
22,492
17,950
Services and Charges
42,088
57,133
51,492
43,091
Maintenance
4,670
5,100
4,550
2,100
305,728
321,561
312,129
323,342
2730 Veterinarian/Clinic
Personnel Services
13,068
50,136
27,975
101,347
Materials and Supplies
10,765
56,210
51,178
19,293
Services and Charges
2,514
7,400
7,250
3,550
Maintenance
0
500
500
500
26,347
114,246
86,903
124,690
2900 Support Services
Personnel Services 1,040,643 1,255,175 1,255,175 1,239,649
Materials and Supplies 119,503 134,409 132,483 116,810
Services and Charges 143,184 150,245 149,324 140,240
Maintenance 58,943 92,214 90,017 75,403
Transfers 34,803 53,000 53,000 69,886
1,397,076 1,685,043 1,679,999 1,641,988
2940 Patrol
• Personnel Services 4,216,540 4,604,227 4,597,564 4,657,257
Materials and Supplies 89,308 131,236 131,236 52,167
Services and Charges 417,770 269,357 269,357 336,268
Maintenance 116,004 119,704 119,704 123,558
4,839,622 5,124,524 5,117,861 5,169,250
Total General Fund 7,429,966 8,263,354 8,211,419 8,314,437
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Police Department
Program Expenditure Summary
Actual Budgeted
2001 2002
Estimated Budgeted
2002 2003
Drug Law Enforcement Fund
2960 Drug Enforcement
Personnel Services
129,946
155,282
155,282
207,613
Services and Charges
238,718
243,114
243,114
218,105
368,664
398,396
398,396
425,718
Total Drug Law Enforcement Fund
368,664
398,396
398,396
425,718
Total Police Department
$ 7,798,630 $
8,661,750 $
8,609,815 $
8,740,155
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' Police Department
Personnel Summary
2000 2001 2002 2003
Division / Title Employees Employees Employees Employees
Police Division:
Police Chief 1.00 1.00 1.00 1.00
Deputy Police Chief 2.00 2.00 2.00 2.00
Financial Analyst 1.00 1.00 1.00 1.00
Captains 0.00 0.00 0.00 2.00
Lieutenants 7.00 7.00 7.00 5.00
Sergeants 11.00 13.00 13.00 13.00
' Police Corporal 19.00 19.00 19.00 19.00
Police Officer 57.00 61.00 61.00 62.00
Property/Evidence Manager 1.00 1.00 1.00 1.00
Crime Scene Technician 0.00 1.00 1.00 1.00
Police Administration Coordinator 1.00 1.00 1.00 1.00
Lead Records Section Clerk 1.00 1.00 1.00 1.00
Senior Secretary 2.00 2.00 2.00 2.00
Secretary 1.00 1.00 1.00 1.00
Civilian Report Taker 1.00 1.00 1.00 1.00
' Police Clerk 7.00 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 1.00 1.00 1.00
Transcriptionist (Full/Part-Time) 1.50 1.50 1.50 1.50
Park Patrol (Part -Time) 2.13 2.13 2.13 2.13
125.63 133.63 133.63 134.63
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 3.00 3.00 3.00 3.00
Dispatcher 13.00 13.00 13.00 13.00
20.00 20.00 20.00 20.00
' Animal Services Division:
Animal Services Superintendent 1.00 0.00 1.00 1.00
Animal Services Operations Supervisor 1.00 1.00 0.00 0.00
Animal Services Officer 3.00 4.00 4.00 4.00
Lead Animal Care Technician 1.00 1.00 1.00 1.00
Animal Caretaker 0.00 6.00 6.00 6.00
Animal Caretaker (Part -Time) 6.80 0.80 0.80 0.80
Veterinarian 1.00 1.00 1.00 1.00
Veterinary Assistant 1.00 1.00 1.00 1.00
14.80 14.80 14.80 14.80
Total Police Personnel 160.43 168.43 168.43 169.43
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Police Department
Central Dispatch Division
Central Dispatch Program
Fund 1010- General Program 2600
Program Description, Objectives, and Analysis:
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. 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. I
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003 I
Program Staff
Full -Time Equivalent Positions 20.00 20.00 20.00 20.00
Program Expenditures
Personnel Services $ 635,507 $ 707,404 $ 707,404 $ 760,913
Materials and Supplies 8,399 9,200 9,200 9,200
Services and Charges 37,720 59,877 59,877 43,618
Maintenance 21,881 29,896 29,896 26,396
$ 703,507 $ 806,377 $ 806,377 $ 840,127
Performance Measures '
Demand/Workload
1. Total Calls for Service 50,467 50,554 52,056 53,600
A. Police 44,202 44,268 44,400 45,000
B. Fire 4,067 4,187 5,088 6,000
C. Citywide 2,198 2,099 2,568 2,600
2. Telephone (Minus 9-1-1) 147,324 155,000 139,092 150,000
3. 9-1-1 Calls 27,387 27,411 27,588 30,000
Results
1. Citizen Complaints 0 1 1 1
2. Overtime/Comp Time per Year (Hrs) 1,430 2,000 1,400 3,000 1
3. 9-1-1 Salary Reimbursement $ 158,836 $ 168,034 $ 168,034 $ 208,375
4. Avg. Time Police on a Call (Minutes) 23 24 21 21
5. Avg. Time Fire on a Call (Minutes) 32 36 23 23 '
6. Avg. 9-1-1 Calls per Day 75 75 76 76
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Police Department
Animal Services Division
Patrol/Emergency Response Program
Fund 1010 - General
Program Description, Objectives, and Analysis:
Program 2710
The purpose of this program is to provide essential animal services to the City through enforcement of 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 and stray animals without license identification are impounded.
Animal Control Officers issue warnings and citations to the offenders.
The City expects approximately 8,000 animal concern investigations to be conducted during 2003, which should result
in the impounding of 2,000 stray domestic animals. The officers will respond to calls involving approximately 100
livestock and 450 wildlife reports. Staff anticipates 125 bite investigations to be conducted and 2,000 City licenses to
be purchased in 2003.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 3.50 4.75 4.75 4.50
Program Expenditures
' Personnel Services $ 131,348 $ 190,699 $ 188,405 $ 194,486
Materials and Supplies 1,898 2,587 2,563 1,450
Services and Charges 18,606 12,817 11,893 13,604
Maintenance 5,834 5,500 5,289 5,500
• $ 157,686 $ 211,603 $ 208,150 $ 215,040
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Performance Measures
1. Officer Response to Citizen Calls 5,853 7,300 7,350 8,000
2. Square Miles to Patrol 45 45 45 45
3. Human/Animal Safety Programs 159 160 210 220
' 4. City Licenses Sold 1,496 1,900 1,975 2,000
Results
1. Reclaimed by Owner 520 600 525 550
2. Dead Animals Disposed Of 1,632 1,550 950 1,000
3. Stray Animals Picked Up
A. Domestic 2,522 1,750 1,700 2,000
B. Wildlife 282 450 400 450
C. Livestock 51 150 80 100
4. Animal Bite Investigations 93 100 140 125
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Police 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, and by
public donations.
Actual Budgeted
2001 2002
Program Staff
Full -Time Equivalent Positions 9.30 8.55
Estimated
2002
8.55
Budgeted
2003
8.30
Program Expenditures
Personnel Services
$ 245,964 $
235,976 $
233,595 $
260,201
Materials and Supplies
13,006
23,352
22,492
17,950
Services and Charges
42,088
57,133
51,492
43,091
Maintenance
4,670
5,100
4,550
2,100
$ 305,728 $
321,561 $
312,129 $
323,342
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Performance Measures '
Demand/Workload
1. Fayetteville Strays Sheltered 2,164 1,750 2,500 2,500
2. Fayetteville Surrenders Sheltered 782 700 650 700
3. Non -Fay Animals Sheltered 794 800 900 800
Results
1. Adopted/Reclaimed Animals 1,126 1,200 1,100 1,200
2. Euthanized Animals 2,379 2,000 2,100 2,000
3. Cost per Animal/Five Days Shelter $ 60.00 $ 60.00 $ 61.00 $ 61.00
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Police Department
' Animal Services Division
Veterinarian/Clinic Program
' Fund 1010 - General Program 2730
Program Description, Objectives, and Analysis:
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.
I
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 2.00 1.50 1.50 2.00
' Program Expenditures
Personnel Services $ 13,068 $ 50,136 $ 27,975 $ 101,347
Materials and Supplies 10,765 56,210 51,178 19,293
' Services and Charges 2,514 7,400 7,250 3,550
Maintenance 0 500 500 500
$ 26,347 $ 114,246 $ 86,903 $ 124,690
Performance Measures
Demand/Workload
1. Adopted Animals Sterilized 357 500 400 650
2. Low Cost Spay/Neuter Program 53 500 50 1,600
3. Animals Treated for Injury/Illness N/A N/A N/A 300
Results
1. After Hour Responses N/A 30 25 50
2. Low Cost S/N Program Revenue N/A N/A N/A $ 52,000
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Police Department
Police Division
Support Services Program
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Fund 1010- General Program 2900
Program Description, Objectives, and Analysis:
This program provides for administrative control, logistical support, policy setting, and decision making relative to all
aspects of the 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 District Court. The daily
operation of all computers and software, including the mobile data system, is handled through the Systems Analyst.
The jail currently provides a Jail Work Program. This program allows inmates to work for City departments in return
for credit against their time served in jail. This program greatly benefits departments when needing manual labor to
hang Christmas lights, mow or pick up trash in rights -of -way, etc. The operation of the jail is included in this program '
with book -ins of approximately 10,200 persons per year. The investigation of citizen complaints against officers is
coordinated through the Support Services Administration.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff '
Full -Time Equivalent Positions 24.20 25.20 25.20 24.20
Full -Time Equivalent Positions - Uniformed 5.00 5.00 5.00 5.00
29.20 30.20 30.20 29.20
Program Expenditures
Personnel Services $ 1,040,643 $ 1,255,175 $ 1,255,175 $ 1,239,649
Materials and Supplies 119,503 134,409 132,483 116,810
Services and Charges 143,184 150,245 149,324 140,240
Maintenance 58,943 92,214 90,017 75,403
Transfers 34,803 53,000 53,000 69,886
$ 1,397,076 $ 1,685,043 $ 1,679,999 $ 1,641,988 1
Performance Measures
Demand/Workload
1. Number of Prisoners Housed 5,843 5,800 5,884 6,000
2. Prisoners Booked into Jail 10,044 9,500 9,650 10,200
3. Citizen Complaints Investigated 22 20 22 20
Results I
1. Citizen Complaints Sustained 5 4 4 4
2. Policies Reviewed/Updated/Added 10% 30% 25% 30%
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Police Department
Police Division
Patrol Program
Fund 1010 -General
Program 2940
Program Description. Objectives, and Analysis:
This program provides a full range of patrol and investigative services including detection and suppression of criminal
activity, traffic enforcement, and accident investigation. The objectives are maintaining an emergency response time
of five minutes or less and reducing the number of traffic accidents. 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 (D.A.R.E.) program is provided to all 5th graders and again to all 7th graders in the Fayetteville
Public School system. Each D.A.R.E. student is contacted 12 times during the course of the semester. The Crime
Prevention Program is projected to make approximately 39,000 contacts during the upcoming year. School Resource
Officers will continue to be assigned to all high schools, junior high schools, and middle schools. These officers will
interact with students, school administrators, and faculty with the goal of providing a safer environment.
' Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 5.13 4.13 4.13 5.13
Full -Time Equivalent Positions - Uniformed 96.00 96.00 96.00 96.00
101.13 100.13 100.13 101.13
Program Expenditures
' Personnel Services $ 4,216,540 $ 4,604,227 $ 4,597,564 $ 4,657,257
Materials and Supplies 89,308 131,236 131,236 52,167
Services and Charges 417,770 269,357 269,357 336,268
Maintenance 116,004 119,704 119,704 123,558
$ 4,839,622 $ 5,124,524 $ 5,117,861 $ 5,169,250
IPerformance Measures
Demand/Workload
1. Population Served 59,400 60,900 60,471 61,350
2. Calls for Service 44,202 43,000 44,400 45,000
3. Traffic Accidents 3,792 3,600 4,114 3,800
4. Tickets/Warnings Issued 16,239/N/A 18,500/N/A 14,686/N/A 15,500/21,500
5. Arrests Made 10,053 10,000 9,654 11,000
6. DWI Arrests 665 800 564 800
7. Crime Prevention Contacts 26,306 32,000 38,092 39,000
Results
1. Emergency Response Time (min.) 4:50 5:00 4:57 5:00
2. Traffic Accidents Fatalities/Injuries 3 / 567 5 / 550 4 / 674 4 / 675
3. Annual Crime Rate per 1,000 (Local) 6 6 6 6
167
Police Department
Police Division
Drug Enforcement Program
Fund 2930 - Drug Law Enforcement Program 2960
Program Description. Objectives, and Analysis:
This program provides initial and follow-up investigations concerning drug related crime/intelligence reports from the
Patrol Program, other law enforcement agencies, and the general public. The following information reflects the efforts
of the Fourth Judicial District Drug Task Force. This task force is made up of the Fayetteville, Springdale, 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 570 drug investigations and make an arrest on each completed case.
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Program Staff
Full -Time Equivalent Positions
1.30
1.30
1.30
1.30
Full -Time Equivalent Positions - Uniformed
2.00
2.00
2.00
3.00
3.30
3.30
3.30
4.30
Program Expenditures
Personnel Services $ 129,946 $ 155,282 $ 155,282 $ 207,613
Services and Charges 238,718 243,114 243,114 218,105
$ 368,664 $ 398,396 $ 398,396 $ 425,718
Performance Measures
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Demand/Workload
1. Drug Cases 544 450 542 570
2. Intelligence reports 347 300 214 250
Results I
1. Arrests made 512 430 544 530
2. Case Clearance Rate 1 1 1 1
3. Drugs Seized
A. Cocaine 16.69 ozs. 20.00 ozs. 18.06 ozs. 32.00 ozs.
B. Marijuana 122.96 lbs. 70.00 lbs. 50.00 lbs. 60.00 lbs.
C. Methamphetamine 8.20 lbs. 9.00 lbs. 15.00 lbs. 18.00 lbs.
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Fire Department
Fire Chief
Assistant Fire
Chief
Prevention Operations Training
Mission Statement
To provide the citizens of Fayetteville and their properties
protection from destruction and/or damage by fire through
effective fire prevention, public education, fire suppression
programs, and rescue services to these citizens from situations
posing a threat to their lives or physical welfare.
169
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FIRE DEPARTMENT
OVERVIEW
The Fire Department consists of three programs: Fire Prevention, Fire Operations, and Fire Training &
Continuing Education.
The Fire Operations Program is charged with responding to emergencies such as Fire, Emergency Medical and
Rescue calls for service. The Fire Training & Continuing Education Program serves both the department and
the Community by providing ongoing training and professional development of the firefighters as well as fire
safety educational programs to the community at large. The Fire Prevention Program serves as the proactive
arm of the department by administering a comprehensive fire building inspection program, issuing bum
permits to the community, conducting building plans review for new construction projects and conducting
cause and origin investigations at the scene of fires. Each of these programs plays a vital role in maintaining
the blanket of fire safety and security currently enjoyed by the citizens and businesses of the City.
Annual expenditures for 2003 are projected to be approximately $74,000 more than the estimated amount for
2002. This difference is due mainly from the department changing to LOPFI II.
Participation in various regional initiatives such as the Northwest Arkansas Regional Hazardous Materials
Response Team and the Washington County Emergency Preparedness Initiative will continue throughout the
upcoming year. These initiatives will require participation from all levels of the organization and will assist the
Fire Department in its efforts to effectively serve the City as well as the entire Northwest Arkansas Region.
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Operations
Total Department
Category Totals
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Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
$ 4,020,987 $
72,988
294,801
91,899
4,480,675
4,410,476 $ 4,392,515 $
99,987
99,987
312,693
310,178
100,800
100,685
4,923,956
4,903,365
4,456,727
97,300
301,758
121,500
4,977,285
$ 4,480,675 $ 4,923,956 $ 4,903,365 $ 4,977,285
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Fire Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
General Fund
3010 Prevention
Personnel Services
$ 185,085 $
173,155 $
171,702 $
198,993
Materials and Supplies
16,976
22,961
22,961
25,000
Services and Charges
25,661
27,119
27,119
15,595
Maintenance
3,145
3,950
3,950
3,000
230,867
227,185
225,732
242,588
3020 Operations
Personnel Services
3,768,867
4,175,209
4,158,701
4,105,747
Materials and Supplies
51,778
69,526
69,526
72,300
Services and Charges
232,519
263,099
260,584
262,495
Maintenance
88,176
96,250
96,250
116,175
4,141,340
4,604,084
4,585,061
4,556,717
3030 Training
Personnel Services
67,035
62,112
62,112
151,987
Materials and Supplies
4,234
7,500
7,500
0
Services and Charges
36,621
22,475
22,475
23,668
Maintenance
578
600
485
2,325
108,468
92,687
92,572
177,980
Total General Fund
4,480,675
4,923,956
4,903,365
4,977,285
Total Fire Department
$ 4,480,675 $
4,923,956 $
4,903,365 $
4,977,285
171
Fire Department
Personnel Summary
2000
2001
2002
2003
Division / Title
Employees
Employees
Employees
Employees
Fire Division:
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
5.00
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
Training Officers (Fire Captain)
0.00
0.00
0.00
2.00
Fire Captain
24.00
24.00
24.00
25.00
Firefighter
51.00
54.00
54.00
49.00
Programmer/Analyst
1.00
1.00
1.00
0.00
Financial Coordinator
0.00
0.00
0.00
1.00
Senior Secretary
1.00
1.00
1.00
1.00
86.00
89.00
89.00
89.00
Total Fire Personnel
86.00 89.00 89.00 89.00
172
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1
1
1
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Fire Department
Fire Division
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 the City of Fayetteville and for the
prevention of loss of life, property, and personal injuries which may result from fires. These goals are accomplished
through four primary objectives: I) The prevention of all types of fires; 2) The provision of devices, systems,
facilities, and knowledge designed to prevent fire from starting; 3) The practice of educating the public on methods
and practices of safely escaping during fire situations; and 4) A comprehensive fire cause and origin investigation
program. These objectives are pursued through fire and life safety code enforcement, plan reviews in existing and
proposed structures, and an aggressive approach to public education activities with an emphasis placed on fire
prevention education for children.
I. Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
' Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Full -Time Equivalent Positions - Uniformed 3.00 3.00 3.00 3.50
' 3.00 3.00 3.00 3.50
Program Expenditures
Personnel Services $ 185,085 $ 173,155 $ 171,702 $ 198,993
Materials and Supplies 16,976 22,961 22,961 25,000
Services and Charges 25,661 27,119 27,119 15,595
Maintenance 3,145 3,950 3,950 3,000
$ 230,867 $ 227,185 $ 225,732 $ 242,588
Performance Measures
Demand/Workload
1. Population of City 59,400 60,900 60,471 61,350
2. Residential Units 24,000 24,000 24,000 24,000
3. Total Inspections/Follow-Ups 1,089 900 1,200 900
4. Educational Contacts 5,681 6,000 8,500 8,500
5. Total Investigations 78 80 75 80
6. Fires of Suspicious Origin 25 25 35 25
Results
I. Man -Hours All Inspections 1,113 1,000 1,200 1,000
2. Man -Hours Investigations 1,263 1,000 1,000 1,000
3. Loss of Life/Injury-Residential 0/0 0/5 0/ l 0/5
4. Loss of Life/Injury-Occupancies 0/1 0/5 0/0 0/5
5. Summonses/Charges Filed 32 25 25 25
6. Children's Fire Safety House 2,492 2,500 3,000 2,500
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Fire Department
Fire Division '
Operations Program
Fund 1010- General Program 3020
Program Description. Objectives, and Analysis: '
This program responds to citizen emergencies resulting from all types of fires, situations of entrapment, emergency
medical calls for service, and hazardous materials incidents. This program assists citizens by providing information
and assistance regarding various fire protection/prevention problems and performs pre -fire planning reviews which
target occupancies and businesses. These pre -fire plans provide familiarization and emergency response efficiency and
effectiveness for emergency response units. This program is also responsible for the routine maintenance and repairs
of fire apparatus, vehicles and equipment as well as performing annual flow and pressure tests on fire hydrants
throughout the community. The program objectives include maintaining a maximum response time of no greater than
five -minutes to ninety percent of the occupancies in the City as well as conducting no less than two -hundred and fifty
(250) pre -fire planning inspections.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 2.00 2.00 2.00 2.00
Full -Time Equivalent Positions - Uniformed 83.00 83.00 83.00 81.00
85.00 85.00 85.00 83.00
Program Expenditures
Personnel Services $ 3,768,867 $ 4,175,209 $ 4,158,701 $ 4,105,747
Materials and Supplies 51,778 69,526 69,526 72,300
Services and Charges 232,519 263,099 260,584 262,495
Maintenance 88,176 96,250 96,250 116,175
$ 4,141,340 $ 4,604,084 $ 4,585,061 $ 4,556,717 '
Performance Measures
Demand/Workload
I. All Responses N/A 4,450 7,654 8,250
2. First Alarm Assignments N/A N/A 209 225
3. Second Alarm Assignments N/A N/A 0 5
4. EMS/Rescue Responses N/A N/A 3,552 3,850
5. Pre -Fire Plan Inspections N/A N/A 500 250
6. Hydrant Maintenance Inspections N/A N/A 600 750
Results
1. % of Response Time 5 5 Min. - All N/A N/A N/A 45
2. % of Response Time? 8 Min. - All N/A N/A 7 10
3. % of Response Time 5 5 Min. - First N/A N/A 23 25
4. % of Response Time? 8 Min. - First N/A N/A 18 10
5. % of Response Time S5 Min. - EMS N/A N/A 57 55
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Fire Department
Fire Division
Training 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
2001 2002 2002 2003
Program Staff
' Full -Time Equivalent Positions - Uniformed 1.00 1.00 1.00 2.50
1.00 1.00 1.00 2.50
Program Expenditures
Personnel Services $ 67,035 $ 62,112 $ 62,112 $ 151,987
Materials and Supplies 4,234 7,500 7,500 0
Services and Charges 36,621 22,475 22,475 23,668
Maintenance 578 600 485 2,325
' $ 108,468 $ 92,687 $ 92,572 $ 177,980
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Performance Measures
Demand/Workload
I. Fire Department Personnel
87
87
87
87
2. Certified Airport Firefighters
13
13
0
0
3. Safety Classes
14
12
16
16
4. Tactical Drills
20
24
27
24
5. Personnel Certified in CPR
85
87
87
87
6. Certified EMT's
65
67
68
71
Results
1. Man -Hours, All Training
14,577
16,000
22,000
16,000
2. Line -of -Duty Injuries
11
12
15
12
3. Certified Firefighters 1/11
84
84
84
84
4. Certified Driver/Operators
24
24
21
21
5. Certified Officers I
68
64
64
64
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175
Water & Wastewater Department
Water &
Wastewater
Director
Water & Sewer I I Wastewater I I Meter Operations
Maintenance Treatment Plant
Mission Statement
The mission of the Water & Wastewater 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.
177
WATER & WASTEWATER DEPARTMENT
OVERVIEW
The Water & Wastewater Department consists of four divisions: Water & Wastewater Director, Meter
Operations, Water & Sewer Maintenance, and Wastewater Treatment Plant.
The 2003 budget of $26,653,472 is approximately $6,200,000 less than the estimated 2002. The reduction in
budget is due to lessened capital improvements spending for 2003.
Goals and projects planned for the Water & Wastewater Divisions in 2003 include: commence phased
construction of the $120 million Wastewater System Improvements Project; sustain sanitary sewer collection
system rehabilitation to reduce inflow and exfiltration; replacement of deteriorated and inadequate water and
sewer mains; finalization of the Water Distribution Network Analysis Study; continuation of infrastructure
improvement programs for water and wastewater; relocate utilities along Gregg Avenue for AHTD
improvement project; repaint water storage tanks; and evaluate municipal activities for enhancements,
efficiencies and effectiveness.
The 2003 Budget reflects 4.00 new FI'E's to enable creation of an additional Sewer Maintenance Program
three (3) man crew in the Water & Sewer Division and to add one (1) meter reader in the Meter Operations
Division.
Category Totals
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Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Personnel Services $ 2,489,628 $ 2,953,063 $
Materials and Supplies 475,984 978,327
Services and Charges 13,334,564 14,955,566
Maintenance 231,173 319,158
Operations 16,531,349 19,206,114
Capital 1,283,249 10,538,852
Depreciation 3,798,815 4,123,498
Capital and Other 5,082,064 14,662,350
Total Department $ 21,613,413 $ 33,868,464 $
2,843,067 $
966,220
14,076,114
297,595
18,182,996
10,538,252
4,123,498
14,661,750
3,386,228
696,695
13,561,199
297,150
17,941,272
4,618,000
4,094,200
8,712,200
32,844,746 $ 26,653,472
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Water & Wastewater Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
General Fund
' 6200 Water & Wastewater Director
Personnel Services $ 125,678 $ 135,217 $ 124,744 $ 137,654
Materials and Supplies 3,818 2,300 2,300 2,300
' Services and Charges 11,258 8,263 8,263 10,428
Maintenance 46 250 250 250
140,800 146,030 135,557 150,632
' Total General Fund 140,800 146,030 135,557 150,632
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Personnel Services 605,164 641,130 641,130 826,546
' Materials and Supplies 68,962 108,100 105,700 110,435
Services and Charges 1,828,340 1,950,576 1,930,973 2,119,566
Maintenance 41,770 60,200 60,200 97,077
Capital 0 40,000 40,000 10,000
Depreciation 1,360 2,000 2,000 2,000
2,545,596 2,802,006 2,780,003 3,165,624
Water &
Sewer Fund
1820
Meter Reading
Personnel Services
433,985
540,224
510,813
571,649
Materials and Supplies
7,112
59,597
58,547
10,600
Services and Charges
812,368
1,006,497
1,005,800
666,706
Maintenance
28,062
33,714
23,961
28,010
Capital
92,941
468,194
468,194
314,000
Depreciation
64,952
86,620
86,620
89,420
1,439,420
2,194,846
2,153,935
1,680,385
1830
Meter Maintenance & Backflow Prevention
Personnel Services
191,994
233,484
194,872
256,976
Materials and Supplies
24,143
141,072
139,580
56,360
Services and Charges
53,554
67,895
61,354
58,022
Maintenance
1,238
8,060
2,400
7,829
270,929
450,511
398,206
379,187
3800
Water Purchased
Services and Charges
3,816,720
4,928,000
4,316,000
4,928,000
3,816,720
4,928,000
4,316,000
4,928,000
4000 Operations & Administration
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179
Water & Wastewater Department
Program Expenditure Summary
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
4310 Water Distribution Maintenance
Personnel Services 393,704 527,909 510,380 541,829
Materials and Supplies 211,884 307,529 307,364 300,000
Services and Charges 263,592 272,307 272,307 221,220
Maintenance 16,313 22,000 22,000 23,000
Capital 0 5,000 5,000 10,000
Depreciation 1,321,115 1,509,516 1,509,516 1,531,540
2,206,608 2,644,261 2,626,567 2,627,589
4330 Water Storage & Pump Maintenance '
Personnel Services 99,842 110,321 110,321 116,166
Materials and Supplies 15,620 13,500 13,500 16,000
Services and Charges 34,963 29,663 29,663 35,157
Maintenance 1,656 1,750 1,600 1,700
Depreciation 15,976 25,000 25,000 15,000
168,057 180,234 180,084 184,023
4410 Sewer Mains Maintenance
Personnel Services 528,704 645,109 631,138 799,638
Materials and Supplies 66,445 118,800 118,800 107,000
Services and Charges 434,572 434,544 423,908 339,997
Maintenance 12,539 18,000 13,000 15,000
Capital 0 1,000 400 10,000
Depreciation 1,020,042 1,087,462 1,087,462 1,043,340
2,062,302 2,304,915 2,274,708 2,314,975
5100 Wastewater Treatment Plant
Materials and Supplies 571 0 0 0
Services and Charges 3,994,063 4,332,018 4,332,018 4,427,541
Maintenance 11,199 1,984 1,984 1,984
Depreciation 1,375,370 1,412,900 1,412,900 1,412,900
5,381,203 5,746,902 5,746,902 5,842,425
5600 Capital Water Mains
Services and Charges 0 84,199 84,199 0
Capital 803,916 7,787,342 7,787,342 2,890,000
803,916 7,871,541 7,871,541 2,890,000
5610 Capital Expenditures
Capital 6,175 13,000 13,000 46,000
6,175 13,000 13,000 46,000
5620 Water & Sewer Connections
Personnel Services 110,557 119,669 119,669 135,770
Materials and Supplies 60,568 80,000 73,000 74,000
Services and Charges 69,949 65,587 64,152 52,692
Maintenance 2,850 3,200 2,200 2,300
243,924 268,456 259,021 264,762
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Water & Wastewater Department
Program Expenditure Summary
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
5700 Sewer Mains Construction
Services and Charges
1,114,557
717,140
717,140
0
Capital
354,472
2,170,132
2,170,132
1,248,000
1,469,029
2,887,272
2,887,272
1,248,000
5800 Wastewater Treatment Plant Capital
Materials and Supplies
16,861
147,429
147,429
20,000
Services and Charges
0
75
75
0
Maintenance
115,500
170,000
170,000
120,000
Capital
25,745
54,184
54,184
90,000
158,106
371,688
371,688
230,000
6800 Debt Service
Services and Charges
900,628
1,058,802
830,262
701,870
900,628
1,058,802
830,262
701,870
Total Water & Sewer Fund
21,472,613
33,722,434
32,709,189
26,502,840
Total Water & Wastewater Department $
21,613,413 $
33,868,464 $
32,844,746 $
26,653,472
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Water & Wastewater Department
Personnel Summary
I
2000 2001 2002 2003
Division / Title Employees Employees Employees Employees
Water & Wastewater Director Division:
Water & Wastewater Director 1.00 1.00 1.00 1.00 '
Assistant Public Works Director 1.00 1.00 0.00 0.00
Senior Secretary 1.00 1.00 1.00 1.00
3.00 3.00 2.00 2.00 ,
Meter Operations Division:
Water Services Supervisor 1.00 1.00 1.00 1.00
Meter Reader 6.00 6.00 6.00 7.00
Meter Operations Assistant 1.00 1.00 1.00 1.00
Property Location Analyst 1.00 1.00 1.00 0.00 '
Water Service Representative 3.00 3.00 3.00 3.00
W&S Services Technical Supervisor 1.00 1.00 1.00 1.00
Meter Maintenance Worker 3.00 3.00 3.00 3.00
Backflow Prevention Operations Assist. 1.00 1.00 1.00 1.00
Backflow Prevention Technician 1.00 1.00 1.00 1.00
18.00 18.00 18.00 18.00
Water & Sewer Maintenance Division
W&S Maintenance Superintendent 1.00 1.00 1.00 1.00
Operations Coordinator 1.00 1.00 1.00 1.00
Lead Warehouse Attendant 1.00 1.00 1.00 1.00
Crew Leader - Tank/Pump 1.00 2.00 2.00 2.00
Crew Leader 12.00 12.00 12.00 13.00
Field Service Representative 3.00 3.00 3.00 3.00
Sewer System Maintenance Tech II 1.00 1.00 1.00 1.00
Maintenance Worker IV 11.00 10.00 10.00 11.00
Maintenance Worker III 11.00 10.00 10.00 11.00
Maintenance Worker II 0.00 1.00 1.00 1.00
W&S Operations Clerk 1.00 2.00 2.00 2.00
Warehouse Attendant 2.00 2.00 2.00 2.00
Public Works Data Clerk 1.00 0.00 0.00 0.00
W.W.T.P. Expansion Project Manager 1.00 1.00 0.00 0.00
47.00 47.00 46.00 49.00
Total Water & Wastewater Personnel 68.00 68.00 66.00 69.00
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Program Expenditures
' Personnel Services $ 125,678 $ 135,217 $ 124,744 $ 137,654
Materials and Supplies 3,818 2,300 2,300 2,300
Services and Charges 11,258 8,263 8,263 10,428
Maintenance 46 250 250 250
$ 140,800 $ 146,030 $ 135,557 $ 150,632
Water & Wastewater Department
Water & Wastewater Director Division
Water & Wastewater Director Program
Fund 1010 -General
Program Description, Objectives, and Analysis:
This program is responsible for the management of three divisions within the City: Water & Sewer Maintenance,
Wastewater Treatment Plant, and Meter Operations. The goals of these divisions are to provide essential public
services with a maximum effectiveness, efficiency, and responsiveness. Performance of the Water & Wastewater
Department shall be measured by tangible factors, including specific accomplishments, key performance indicators,
and ongoing program oversight/evaluations/innovations.
Program 6200
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated
2001 2002 2002
3.00 2.00 2.00
Budgeted
2003
2.00
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Performance Measures
Demand/Workload
I. Fully implement all in-house construction and capital improvement projects for fiscal year 2003.
2. Oversee implementation of the Wastewater System Improvements Project including coordinating the design
activities; monitoring completion schedules; commencing easement acquisition; negotiating service contracts;
finalizing the financing plan; securing regulatory approvals; and proceeding with the first priority activities.
3. Refine and improve the five-year capital improvements plan for all divisions by addressing carryover projects,
defining current projects, anticipating future projects, and setting relative priorities for all projects.
4. Continue efforts to reduce water main failure rates and minimize unaccounted for water volumes in the water
distribution system. Sustain sewer system rehabilitation efforts to reduce excess flows, reduce overflows and
reduce line failures.
5.
Continue
the
meter upgrade and change out program.
6.
Continue
the
backflow prevention program.
1 183
Water & Wastewater Department
Meter Operations Division
Meter Reading Program
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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 Division. 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 the ,
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. '
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff ,
Full -Time Equivalent Positions 12.00 12.00 12.00 12.00
Program Expenditures
Personnel Services $ 433,985 $ 540,224 $ 510,813 $ 571,649
Materials and Supplies 7,112 59,597 58,547 10,600
Services and Charges 812,368 1,006,497 1,005,800 666,706
Maintenance 28,062 33,714 23,961 28,010
Capital 92,941 468,194 468,194 314,000
Depreciation 64,952 86,620 86,620 89,420
$ 1,439,420 $ 2,194,846 $ 2,153,935 $ 1,680,385
Performance Measures
Demand/Workload
1. Meters Read 360,305 360,000 370,500 381,000
2. Meters in System 29,300 29,400 30,200 31,100
3. Service Orders Requested 31,552 33,236 34,722 35,590
4. Delinquent Accounts/Shut Offs 6,275 N/A 6,500 6,800
5. Delinquent Accounts/Reconnects 5,068 N/A 5,300 5,600
Results
1. % of Meters Re -Read 7.26 7.08 6.82 6.83
2. % of Meters Changed Out 3.78 7.48 3.31 8.03
3. % of Delinquent Accounts Shut Off 59.89 N/A 59.09 59.64
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Water & Wastewater Department
Meter Operations Division
Meter Maintenance & Backflow Prevention Program
Fund 5400 - Water & Sewer Program 1830
Program Description, Objectives, and Analysis:
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; conduct maintenance and repairs as needed; and maintain accurate records
on all backflow devices and water meters in the system including all test and repair data on each.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services $
Materials and Supplies
Services and Charges
Maintenance
Actual Budgeted Estimated
2001 2002 2002
Budgeted
2003
6.00 6.00 6.00 6.00
191,994 $
233,484 $
194,872
24,143
141,072
139,580
53,554
67,895
61,354
1,238
8,060
2,400
$ 270,929 $ 450,511 $ 398,206
$ 256,976
56,360
58,022
7,829
$ 379,187
Performance Measures
Demand/Workload
• 1. Meters in System 29,300 29,400 30,200 31,100
• 2. Meters Tested 2,190 2,500 1,800 3,000
3. Meters Repaired 919 2,300 1,000 2,400
' 4. Water Accounts Surveyed/Backflow
Devices Recorded 320 / 179 675 / 180 300 / 100 400 / 300
5. Backflow Devices Tested 236 220 35 40
Results
' I.% of Meters Tested 7.4 8.5 6.0 9.6
2. % of Meters Repaired 3.1 7.8 3.3 7.7
3. % of Water Accounts Notified to
Install Required Backflow Devices N/A N/A 15.0 20.0
185
Water & Wastewater Department
Water & Sewer Maintenance Division
Water Purchased Program
Fund 5400 - Water & Sewer
Program 3800
Program Description, Objectives, and Analysis:
This program captures the cost to the City for water purchases made from 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.
Actual Budgeted
2001 2002
Program Staff
Full -Time Equivalent Positions 0.00 0.00
Estimated
2002
0.00
Budgeted
2003
0.00
Program Expenditures
Services and Charges $ 3,816,720 $ 4,928,000 $ 4,316,000 $ 4,928,000
$ 3,816,720 $ 4,928,000 $ 4,316,000 $ 4,928,000
Performance Measures
Demand/Workload
1.
Water Purchased (million gallons)
4,769
5,120
5,076
5,120
2.
Avg. Daily Consumption (million gals)
13.06
14.03
13.90
14.03
3.
Daily Pumping Capacity (million gals)
29.00
29.00
29.00
29.00
35
30
25
20
15
10
5
0
Daily Pumping Capacity/Average Daily Consumption
(Million Gallons)
Actual 2001 Budgeted 2002 Estimated 2002
O Daily Pumping Capacity ■ Average Daily Consumption
Budgeted 2003 ,
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186 ,
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Water & Wastewater 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 area. This program works with other divisions,
consulting engineers, manufacturers, and contractors on all aspects of the water system. The water distribution system
consists of roughly 575 miles of water mains, 2,225 fire hydrants, 7,500 valves, 275 miles of service line, 14 storage
tanks, three lake dams, and eight major pump stations with 19 pumps providing water to over 75,000 persons with
over 32,000 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 470 miles of sewer mains and 11,200 manholes and serves over 66,000 persons through over 27,500
connections.
Program Staff
Full -Time Equivalent Positions
Program Expenditures
Personnel Services
Materials and Supplies
Services and Charges
Maintenance
Capital
Depreciation
Actual
2001
11.00
$ 605,164
68,962
1,828,340
41,770
0
1,360
$ 2,545,596
Budgeted
2002
10.00
$ 641,130
108,100
1,950,576
60,200
40,000
2,000
$ 2,802,006
Performance Measures
Estimated
2002
10.00
$ 641,130
105,700
1,930,973
60,200
40,000
2,000
$ 2,780,003
Budgeted
2003
10.00
$ 826,546
110,435
2,119,566
97,077
10,000
2,000
$ 3,165,624
Demand/Workload
1. Employees
46
46
46
46
2. Equipment Units
56
56
56
56
Results
1. Admin. Cost per Customer*
$
43.48
$
45.04
$
47.52
$
48.83
2. Water O&M Cost per Customer *
$
74.44
$
38.62
$
85.40
$
82.06
3. Sewer O&M Cost per Customer *
$
78.35
$
43.43
$
86.14
$
80.13
* Excluding Capital and Depreciation
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187
Water & Wastewater 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 75,000 customers through over 32,000 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.
The water distribution system is made up of 575 miles of water main, 2,225 fire hydrants, 7,350 water valves, and 275
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.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003 '
Program Staff
Full -Time Equivalent Positions 13.35 13.35 13.35 13.35
Program Expenditures '
Personnel Services $ 393,704 $ 527,909 $ 510,380 $ 541,829
Materials and Supplies 211,884 307,529 307,364 300,000
Services and Charges 263,592 272,307 272,307 221,220
Maintenance 16,313 22,000 22,000 23,000
Capital 0 5,000 5,000 10,000
Depreciation 1,321,115 1,509,516 1,509,516 1,531,540
$ 2,206,608 $ 2,644,261 $ 2,626,567 $ 2,627,589
Performance Measures
Demand/Workload
1. Water Mains (Miles) 525 530 530 575
2. Valves 7,300 7,350 7,350 7,350
3. Fire Hydrants 2,100 2,150 2,150 2,225
4. Service Accounts 31,065 32,265 32,725 34,385
Results ,
1. Water Leaks Repaired 628 600 610 580
2. Water Line Constructed (Feet) 4,972 8,000 9,500 8,000
3. Fire Hydrants Repaired/Installed 92 100 92 100
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Water & Wastewater Department
Water & Sewer Maintenance Division
Water Storage & Pump Maintenance Program
Fund 5400 - Water & Sewer
Program 4330
Program Description. Objectives, and Analysis:
Water storage is an essential part of any water system 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 major pump stations with 19 pumps, two minor pump stations,
and three lake dams. The program is also responsible for routine water sampling for regulatory compliance for
bacteriological, lead, and copper content, emergency sampling in response to emergency boil orders, which occur as a
result of leaks and/or required maintenance, and sampling as a result of citizen requests.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures
' Personnel Services $ 99,842 $ 110,321 $ 110,321 $ 116,166
Materials and Supplies 15,620 13,500 13,500 16,000
Services and Charges 34,963 29,663 29,663 35,157
' Maintenance 1,656 1,750 1,600 1,700
Depreciation 15,976 25,000 25,000 15,000
$ 168,057 $ 180,234 $ 180,084 $ 184,023
Performance Measures
Demand/Workload
1. Water Tanks 14 14 14 14
2. Pump Stations/Wells 8 8 8 8
3. Water Pumps 21 19 21 21
4. Lake Dams 3 3 3 3
5. Total Storage (Million Gallons) 29 29 29 29
Results
1. Water Tanks (Maintenance Hrs) 600 700 800 800
2. Water -Pump Station Repairs 98 125 100 100
3. Water Pumped (Average MGD) 13.04 13.20 13.20 13.40
4. Water Samples Taken 961 1,000 1,000 1,000
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189
Water & Wastewater Department
Water & Sewer Maintenance Division
Sewer Mains Maintenance Program
Fund 5400 - Water & Sewer Program 4410
Program Description, Objectives, and Analysis:
This program maintains and rehabilitates 470 miles of sewer main and 11,200 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 are replaced if they are too small or cannot be rehabilitated.
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 66,000 persons through over '
27,500 connections.
Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 17.35 17.35 17.35 20.35
Program Expenditures
Personnel Services $ 528,704 $ 645,109 $ 631,138 $ 799,638
Materials and Supplies 66,445 118,800 118,800 107,000
Services and Charges 434,572 434,544 423,908 339,997
Maintenance 12,539 18,000 13,000 15,000
Capital 0 1,000 400 10,000
Depreciation 1,020,042 1,087,462 1,087,462 1,043,340 I
$ 2,062,302 $ 2,304,915 $ 2,274,708 $ 2,314,975
Performance Measures
Demand/Workload
1. Miles of Sewer Main 465 470 470 470
2. Number of Manholes 11,000 11,100 11,100 11,200
3. Number of Service Accounts 26,321 27,266 26,941 27,561
Results
1. Sewer Line TV Inspected (Feet) 37,037 48,000 50,000 52,000
2. Sewer Lines Cleaned (Feet) 663,533 850,000 910,000 900,000
3. Sewer Line Repl/Sliplined (Feet) 1,837 4,000 4,200 4,000
4. Sewer Line Point Repairs 93 100 80 100
5. Manholes Repaired/Constructed 230 100 400 400
6. Sewer Overflows 136 75 150 100
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190 1
Water & Wastewater Department
Wastewater Treatment Division
Wastewater Treatment 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.
Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Program Staff
Full -Time Equivalent Positions
0.00
0.00
0.00
0.00
Program Expenditures
Materials and Supplies
$ 571 $
0
$ 0 $
0
Services and Charges
3,994,063
4,332,018
4,332,018
4,427,541
Maintenance
11,199
1,984
1,984
1,984
Depreciation
1,375,370
1,412,900
1,412,900
1,412,900
$ 5,381,203 $
5,746,902
$ 5,746,902 $
5,842,425
Average Daily Influent
(Million Gallons)
13
12.5
12
11.5
11
10.5 ,
1997 1998 1999 2000 2001 2002 2003
■Average Daily Influent
191
Water & Wastewater Department
Water & Sewer Maintenance Division
Capital Water Mains Program
Fund 5400 - Water & Sewer
Program 5600
Program Description, Objectives, and Analysis:
This program captures the costs of construction improvements to the water transmission and distribution system. The
system includes water lines, storage tanks, interconnecting piping systems, pumping stations, and support facilities.
The expenditure fluctuations between
budget
years are attributed to
prior year projects that were started earlier and
were moved forward into 2002. Water
system
improvements for 2003
are listed below.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted Estimated
2001 2002 2002
0.00 0.00 0.00
Budgeted
Innz
Program Expenditures
Services and Charges $ 0 $ 84,199 $ 84,199 $ 0
Capital 803,916 7,787,342 7,787,342 2,890,000
$ 803,916 $ 7,871,541 $ 7,871,541 $ 2,890,000
2003 Capital Improvements Program Projects:
Gregg Water/Sewer Relocations - 71 to Mud Creek
Mount Sequoyah Water/Sewer System Upgrade
Water & Sewer Cost Sharing
$ 745,000
1,995,000
150,000
$ 2,890,000
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Water & Wastewater Department
Water & Sewer Maintenance Division
Capital Expenditures Program
Fund 5400 - Water & Sewer Program 5610
Program Description. Objectives, and Analysis:
This program captures the cost associated with purchasing and/or upgrading fixed assets for the Water & Sewer
Maintenance Division. Fixed assets are defined as any item which costs over $5,000. Items included in this program
cost between $5,000 and $10,000.
Program Staff
Full -Time Equivalent Positions
Actual Budgeted
2001 2002
Estimated
Budgeted
2003
0.00 0.00 0.00 0.00
Program Expenditures
Capital $ 6,175 $ 13,000 $ 13,000 $ 46,000
$ 6,175 $ 13,000 $ 13,000 $ 46,000
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Water & Wastewater 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
sewer 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
Program Staff
Full -Time Equivalent Positions 3.30 3.30 3.30 3.30
Program Expenditures
Personnel Services
$ 110,557 $
119,669 $
119,669 $
135,770
Materials and Supplies
60,568
80,000
73,000
74,000
Services and Charges
69,949
65,587
64,152
52,692
Maintenance
2,850
3,200
2,200
2,300
$ 243,924 $
268,456 $
259,021 $
264,762
Performance Measures
Results
1.
New
Water Connections
Made
150
140
230
220
2.
New
Sewer Connections
Made
123
180
160
160
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Water & Wastewater Department
Water & Sewer Maintenance Division
Sewer Mains Construction Program
Fund 5400 - Water & Sewer Program 5700
Program Description, Objectives, and Analysis:
This program captures the costs associated with upgrading the City's sewer main collection system within the City
limits. The City has established an ongoing program to upgrade the sewer collection system. Funding for the effort is
from the Water & Sewer Fund and the Sales Tax Capital Improvements Fund. The system improvements for 2003 are
funded from the Water & Sewer Fund.
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' Actual Budgeted Estimated Budgeted
2001 2002 2002 2003
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Services and Charges $ 1,114,557 $ 717,140 $ 717,140 $ 0
Capital 354,472 2,170,132 2,170,132 1,248,000
' $ 1,469,029 $ 2,887,272 $ 2,887,272 $ 1,248,000
' 2003 Capital Improvements Program Projects:
Sanitary Sewer Rehabilitation
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$ 1,248,000
$ 1,248,000
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Water & Wastewater Department
Wastewater Treatment Division
Wastewater Treatment Plant Capital Program
Fund 5400 - Water & Sewer Program 5800
Program Description, Objectives, and Analysis:
This program captures the costs associated with upgrading fixed assets for the Wastewater Treatment Plant.
Actual
2001
Budgeted Estimated Budgeted
2002 2002 2003
Program Staff
Full -Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures
Materials and Supplies
$ 16,861 $
147,429 $
147,429 $
20,000
Services and Charges
0
75
75
0
Maintenance
115,500
170,000
170,000
120,000
Capital
25,745
54,184
54,184
90,000
$ 158,106 $
371,688 $
371,688 $
230,000
2003 Capital Improvements Projects:
W.W.T.P. Building Improvements $ 90,000
Plant Pumps and Equipment 70,000
Testing Equipment 14,000
Computer System Upgrade/Maintenance 6,000
Upgrade/Replace Lift Stations 50,000
$ 230,000
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Water & Wastewater Department
Water & Sewer Maintenance Division
Debt Service Program
Fund 5400 - Water & Sewer Program 6800
Program Description, Objectives, and Analysis:
This program captures the costs associated with outstanding Water & Sewer Fund debt issues. The costs do not
address principal payments owed. During 2002, the City refunded two of the three existing bond issues to take
advantage of the low interest rates available during the year.
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Actual
Budgeted
Estimated
Budgeted
2001
2002
2002
2003
Program Staff
Full -Time Equivalent Positions
0.00
0.00
0.00
0.00
Program Expenditures
Services and Charges
$ 900,628 $
1,058,802
$ 830,262 $
701,870
$ 900,628 $
1,058,802
$ 830,262 $
701,870_
Performance Measures
Results
1. Principal Debt Outstanding at Year
End $20,565,000
$19,690,000 $15,445,000 $14,510,000
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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 2002 projects in the 2002-2006 CIP were
included in the 2002 Budget and the 2003 projects will be incorporated in the 2003 Budget.
The subsequent pages provide a summary of the 2002-2006 Capital Improvements Program listed by
' fund and by project area, followed by a listing of the capital projects which the City plans for 2003.
The 2003 projects are in accord with the 2002-2006 Capital Improvements Program document that
was approved on December 4, 2001 with the following exceptions.
2003 2003
' Original Revised
Project Description Budget Budget
Parks Development Fund:
Lights of the Ozarks $ 73,000 $ 22,000
Sales Tax Capital Improvements Fund:
Fire Computer System Improvements 13,000
Emergency Gas Generators 192,000
Exhaust Removal Systems 113,000
Building Improvements 150,000 300,000
Microcomputer Replacements 35,000 60,000
iMunicipal Management System - Conversion/Training 25,000
Local Area Network (LAN) Upgrades 50,000
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Water & Sewer Fund:
Backflow Prevention Assemblies 5,000 2,000
Mount Sequoyah Water/Sewer System Upgrade 1,995,000
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2003 2003
Original Revised
Project Description Budget Budget
Solid Waste Fund:
Composting Site Improvements
Bulk Containers
Recycling Improvements
Dumpster Lease Program
Airport Fund:
Professional Services
East Corporate Hangars 60'x60' (Quantity 3)
Taxiway A Extension Phase I
10 Bay T -Hangar
East Side Fuel Station
Ernest Lancaster Drive Extension -Phase II
Hangar Rehabilitation
Runway Seal Coat
Shop Fund:
Back Hoe/Loaders - Rep / Exp
Light/Medium Utility Veh - Repl / Exp
Police/Passenger Vehicles - Repl / Exp
30,000
27,500
35,000
128,000
270,000
11,000
562,000
250,000
299,000
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50,000 '
40,000
30,000
280,500
450,000
1,430,000
350,000
20,000
18,950
270,500
319,000
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$ 937,750 $ 3,015,475
Further information regarding the capital improvements project process and supporting details for
the specific projects is contained in the CEP document.
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CITY OF FAYETTEVILLE, ARKANSAS
CAPITAL IMPROVEMENTS PROGRAM DIRECTIONAL INFORMATION
Introduction
The Capital Improvements Program (CIP) for the City of Fayetteville examines the infrastructure
and capital needs of the City for the next five years. The CIP may be reviewed and updated on
an annual basis to reflect the changing needs of the community and changes in available monies
for financing capital projects. The City's philosophy concerning the use of the CIP is that it
should be considered as a financial planning tool that lists the City's capital improvement
projects, places the projects in a priority order, and schedules the projects for funding and
implementation. The CIP should be further considered as a major policy tool for the Mayor and
City Council.
Financing
The City finances capital improvements on essentially a pay-as-you-go basis utilizing revenue
from the 1% City sales tax originally 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 2002, the 1% City sales tax was reauthorized for ten years (July 1,
2003 - June 30, 2013). Based on a resolution approved by the City Council, prior to the passage
of the sales tax, a minimum of 50% of the sales tax revenues will be used to assist in funding
capital projects beginning with collections for the month of July 2003. In addition, long-term
debt is considered and utilized only when the City faces a project that is of such importance and
sufficient financial magnitude as to warrant a bond issue.
The CIP is not a financing document in and of itself. Rather, the CIP is utilized as a planning
document that places projects in the annual budget whereby funds are appropriated for them by
the City Council. Prior to actual initiation of project work, required contracts are presented to
the Mayor or City Council, as appropriate, for final approval of expending funds.
What Projects Are in the CIP
Projects and their cumulative component areas totaling $10,000 or more should be included in
the CIP. Projects costing less than $5,000 are not considered capital and are funded through
program operating budgets. Projects that cost between $5,000-10,000 are handled through the
budget process. Attempts will be made to fund these capital items through operating funds.
Projects in the CIP can include:
• obligations for labor and materials and contractors involved in completing a project,
I. acquisition of land or structures,
• engineering or architectural services, professional studies, or other administrative costs,
• expenses for City vehicles and equipment, and
' • renovating or expanding City facilities, grounds, or equipment.
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Project Cost Determination
All projects are first costed in current or 2001 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 I
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 2001 dollars. This list identifies the project as being viable, but
one for which no funding is presently available. Unfunded projects may be funded if actual
revenue is above projected revenue, if costs on funded projects are below budget, or if another
funding source is identified.
The Parks and Recreation Advisory Board, Airport Board, City Council Street Committee, City
Council Water & Sewer Committee, and City Council Equipment Committee meetings have
been held to obtain committee and public input and guidance regarding parks, streets, bridge and
drainage improvements, water and sewer improvements, and equipment purchases planned for
the next five years.
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Impact on Operations Cost
The majority of the projects planned in the CIP will have a minor impact on operational budgets.
Most of the projects planned over the next five years replace high maintenance water lines, sewer
lines, and street segments. Performing reconstruction of these items will free up maintenance
budgets to address areas that currently have a lesser priority. There are a few projects that will
have a significant impact on operational budgets. The most significant of these projects are
listed below:
• Vehicles & Equipment: The vehicles and equipment planned for 2003 in the Shop Fund 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.
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Organization of the Capital Improvements Program Document
' The document is organized into three (3) primary sections as follows:
I. Introduction/Summary
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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.
Iin. Unfunded Projects
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This section of the document contains all of the projects that 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 continues to be significantly more
project requests than resources available. This has resulted in an extensive Unfunded
Projects List totaling almost $106.1 million. All projects on this list are considered
viable projects for which no current funding exists.
Capital Improvement Policy
The CIP is approached as a valuable tool to be used in the development of responsible and
progressive financial planning. The program is developed in accordance with 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 Improvements Policy is as follows:
• The City will prepare a biennial update of a five year CIP, which will provide for the orderly
maintenance, replacement, and expansion of capital assets.
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• 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 Citizens' task forces as they relate to capital projects and
improvements.
• The City will seek input on the establishment of projects and project priorities from the I
public by holding hearings.
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CITY OF FAYETTEVILLE, ARKANSAS
CIP PROJECT COST TABLE
2002-2006
All capital project requests are first costed in 2001 dollars. Then, a determination is made as to
• the year in which the project should be initiated. Once this information is decided, the
information in the table below is used to obtain the future year cost of the project.
Inflation Recommendations
' 6% factor - This factor should be used in calculating all project categories.
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Year
,; 6%
Factor?
2002
1.060
2003
1.124
2004
1.191
2005
1.262
2006
1.338
Example: A street project that costs $1,000,000 in 2001 dollars, which is expected to be
done in 2004, would use the inflation factor of 1.191. To get the expected cost of
the project in 2004 dollars, multiply $1,000,000 by 1.191, which equals
$1,191,000.
1 205
City of Fayetteville, Arkansas
2002 - 2006 Capital Improvements Program
Summary of Project Requests & Project Resources
By Fund - All Sources
Project Requests 2002 2003 2004 2005 2006 Total
Airport Fund $ 3,030,000 $ 971,000 $ 205,000 $ 511,000 $ 292,000 $ 5,009,000 1
Parks Development Fund 549,000 544,000 539,000 546,000 530,000 2,708,000
Sales Tax Capital Improvements Fund 10,108,000 7,780,000 6,318,000 6,762,000 7,527,000 38,495,000
Shop Fund 2,452,000 627,000 1,846,000 1,532,000 1,112,000 7,569,000
Water & Sewer Fund 2,926,000 2,692,000 2,275,000 2,401,000 2,275,000 12,569,000
W.W.T.P. Bond Fund 25,000,000 35,000,000 30,000,000 30,000,000 120,000,000 1
Library Construction Fund 20,417,000 20,417,000
Off -Street Parking Fund 38,000 35,000 23,000 18,000 23,000 137,000
Parking Deck Bond Fund 2,500,000 4,115,000 6,615,000
Solid Waste Fund 1,940,000 135,000 116,000 150,000 150,000 2,491,000
Unfunded Projects 106,068 000 '
$ 68960,000 $_47,784,000 $ 45.437,000 $_41,920,000 $ 11,909,000 $ 322,078,000
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Resources Available 2002 2003 2004 2005 2006 Total
Airport Fund $ 3,030,000 $ 971,000 $ 205,000 $ 511,000 $ 292,000 $ 5,009,000
Parks Development Fund 549,000 544,000 539,000 546,000- 530,000 2,708,000
Sales Tax Capital Improvements Fund 10,108,000 7,780,000 6,318,000 6,762,000 7,527,000 38,495,000
Shop Fund 2,452,000 627,000 1,846,000 1,532,000 1,112,000 7,569,000
Water & Sewer Fund 2,926,000 2,692,000 2,275,000 2,401,000 2,275,000 12,569,000 ,
W.W.T.P. Bond Fund 25,000,000 35,000,000 30,000,000 30,000,000 120,000,000
Library Construction Fund 20,417,000 20,417,000 1
Off -Street Parking Fund 38,000 35,000 23,000 18,000 23,000 137,000
Parking Deck Bond Fund 2,500,000 4,115,000 6,615,000
Solid Waste Fund 1,940 000 135,000 116,000 150,000 150,000 2,491,000
$ 68,960 000 $_47784,000 $_45,43L000 000 $ 41 920 0, 00 $_•11909,000 $_216,010,000
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Capital Improvement Projects
By Project Area - All Sources
2002 - 2006
Project Area
Airport
Bridge, Drainage, & Transportation
Library Improvements
Parks & Recreation
Public Safety
Shop
Street
Water & Sewer
Other
(8.8%) Street (2.3%) Bridge, Drainage, & Transportation
(10.2%) Library Improvements
(62.5%) Water & Sewer
City of Fayetteville, Arkansas
2002-2006 Capital Improvements Program
By Project Area - All Sources
Five Year Summary
2002 2003 2004 2005
Other
;2.3%) Airport
(3.0%) Parks & Recreation
(1.6%) Public Safety
2006 Total
$ 3,030,000 $
971,000 $
205,000 $
511,000 $
292,000 $
5,009,000
1,467,000
809,000
685,000
886,000
1,036,000
4,883,000
20,583,000
742,000
161,000
257,000
275,000
22,018,000
1,583,000
1,188,000
1,033,000
1,380,000
1,329,000
6,513,000
808,000
884,000
693,000
612,000
464,000
3,461,000
2,452,000
627,000
1,846,000
1,532,000
1,112,000
7,569,000
2,903,000
4,280,000
3,852,000
3,631,000
4,249,000
18,915,000
30,485,000
37,692,000
32,275,000
32,401,000
2,275,000
135,128,000
5.649.000
591,000
4,687,000
710,000
877,000
12,514000
$_68.960000 $_47,784,000 $_45.437.000 $_41.920,000 $_11,909000 $ 216,010,000
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Capital Improvement Projects
Sales Tax Capital Improvements Funding
By Project Category
2002 - 2006
(9.9%) Parks & Recreation Impn
(31.4%) Street Improvemi
(17.7%) In -House Street & Sidewalk Improvements
re Safety Improvements
(9.9%) Bridge and Drainage
(4.2%) Library Improvements
.6%) Water & Sewer Improvements
slice Safety Improvements
(8.9%) Other Capital Improvements
(2.4%) Transportation Improvements
City of Fayetteville, Arkansas
2002 - 2006 Capital Improvements Program
Sales Tax Capital Improvements Funding
By Project Category
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Project Category 2002 2003 2004 2005 2006 Total
Fire Safety Improvements $ 337,000 $ 575,000 $ 443,000 $ 425,000 $ 350,000 $ 2,130,000
Police Safety Improvements 471,000 309,000 250,000 187,000 114,000 1,331,000
Library Improvements 166,000 742,000 161,000 257,000 275,000 1,601,000
Parks & Recreation Improvements 1,034,000 644,000 494,000 834,000 799,000 3,805,000
Bridge and Drainage Improvements 1,132,000 646,000 500,000 700,000 835,000 3,813,000
In -House Street & Sidewalk Improvements 1,254,000 1,350,000 1,400,000 1,365,000 1,449,000 6,818,000
Street Improvements 1,649,000 2,930,000 2,452,000 2,266,000 2,800,000 12,097,000
Transportation Improvements 297,000 128,000 162,000 168,000 178,000 933,000
Water & Sewer Improvements 2,559,000 2,559,000
Other Capital Improvements 1,209,000 456,000 456,000 560000 727,000 3,408,000
$ 10108a000 1 0810 00 $ 7,780,000 $ 8,318,000 $_6,762,Q00 $ 7.527 000 $_38495000
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City of Fayetteville, Arkansas
2002 - 2006 Capital Improvements Program
Comprehensive Detail
Source/Division Project
Page
2002
2003
2004
2005
2006
Total Request
Aimed Fund
Airport Improvements
Airport Professional Services
9
$ 473,000$
128,000$
193,000$
54,000$
171,000$
1,019,000
Ernest Lancaster Drive Extension - Phase II
10
60,000
270,000
330,000
East Taxiway and Hangar Apron Extensions
11
2,457,000
2,457.000
Hangar Rehabilitation
12
40,000
11,000
12,000
13,000
13,000
89,000
Runway Seal Coat
13
562,000
562,000
Perimeter Fencing Improvements
14
444,000
444,000
Airfield Marking
15
108,000
108,000
Total Airport Fund Projects
Parks Development Fund
3.030000
971,000
205.000
511.000
292000
5,009,000
Parks & Recreation Improvements
Parks & Rec. Community Park Development
17
90,000
466,000
473,000
457,000
1,488,000
Lake Fayetteville/Sequoyah Improvements
18
286,000
286,000
White River Baseball Complex Improvements
19
25,000
41,000
66,000
Park Beautifications
20
75,000
75,000
Lights of the Ozarks
21
73,000
73,000
73,000
73,000
73,000
365,000
Fayetteville Boys & Girls Club Expansion
22
430,000
430,000
Total Parks Development Fund Projects
549.000
544.000
539.000
546.000
530,000
2,708,000
Sales Tax Capital Improvements Fund
Eire Safetyimprovements
Fire Fire Apparatus - Ladder Truck
25
150,000
150,000
Fire Station #7 - Escrow Funds
26
167,000
555,000
722,000
Facility Maintenance
27
20,000
20,000
20.000
25,000
25,000
110,000
Fire Apparatus - Expansion Pumper
28
275,000
275,000
Fire Training Center
29
148,000
400,000
548,000
Fire Apparatus - Replacement Pumper
30
325,000
325,000
337,000
575,000
443,000
425,000
350,000
2,130,000
PoliotSatetyJmprovements
Police Radio System Replacement
32
294,000
294,000
Mobile Data System
33
10,000
30,000
40,000
40,000
120,000
PC/Terminal - Upgrade/Replacements
34
11,000
10,000
10,000
10,000
41,000
Police Building Improvements
35
55,000
10,000
10,000
9,000
84,000
Specialized Police Equipment
36
47.000
40,000
20,000
20,000
127,000
Evidence Storage Improvements
37
54,000
54,000
Public Safety Computer System Replacement
38
309,000
15,000
15,000
339,000
Dash Mounted Police Car Video Systems
39
60,000
60,000
Police Department Expansion
40
100,000
92,000
20,000
212,000
471,000
309,000
250,000
187,000
114,000
1,331,000
Library-MatedalPurchases.&Jmprovements
Library LibraryMaterials Purchases
42
161,000
165,000
161,000
257,000
275,000
1,019,000
Ubrary HVAC Replacement & Improvement
43
5,000
5,000
10,000
New Central Ubrary- Site Improvements
44
572,000
572,000
166,000
742,000
161,000
257,000
275,000
1,601,000
eaiks.&Becreatton. mpmvements
Parks & Rec. Fayetteville Boys & Girls Club Expansion
46
250,000
250,000
Trail/Greenway/Park Land Acquisition & Development
47
500,000
300,000
250,000
350,000
310,000
1,710,000
Trail & Drainage Improvements
48
155,000
155,000
Other Park & Safety Improvements
49
54,000
50,000
104,000
Playground & Picnic Improvements
50
25,000
20,000
20,000
25,000
25,000
115,000
Neighborhood Park Development
51
50,000
10,000
40,000
75,000
80,000
255,000
White River Baseball Complex Improvements
52
100,000
100,000
Community Park Development
53
130,000
200,000
275,000
605,000
Park Beautifications
54
34,000
34,000
34,000
34,000
136,000
Wilson Park Improvements
55
150,000
150,000
Lake Fayetteville - North Shore Park Improvements
56
150,000
150,000
Gulley Park Improvements
57
75,000
75,000
034,000
644,000
494,000
834,000
799,000
3,805.000
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:r.. ;Li r.1G IM! ['linI.. :u -r-.
City of Fayetteville, Arkansas
2002 - 2006 Capital Improvements Program
Comprehensive Detail
Page 2002 2003 2004
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Engineering Betty Jo Drive Drainage Improvements
59
282,000
68,000
350,000
Holly Street and Vista Drive Drainage Improvements
60
600,000
600,000
Shenandoah Drainage Improvements
61
250,000
250,000
Drainage Study and Phase II Stormwater Management
62
200,000 200,000
200,000
600,000
Dead Horse Mountain Road - Bridge Cost Sharing
63
378,000
378,000
Miscellaneous Drainage Improvements
64
300,000
500,000
500,000
1,300,000
Lake Sequoyah Bridge Improvements
65
335,000
335,000
1,132,000
646,000 500,000
700,000
835,000
3,813,000
In -House Street & Sidewalk Improvements
Sidewalk Sidewalk Improvements
Street Pavement Improvements
67 250,000 300,000 350,000 315,000 335,000 1,550,000
68 1,004,000 1,050,000 1,050,000 1,050,000 1,114,000 5,268,000
1,254,000 1,350,000 1,400,000 1,365,000 1,449,000 6,818,000
StreetImprovements
Engineering Rupple Road Extension - South of Highway 16 West 70 750,000 750,000
& Street Old Missouri Road - Stubblefield Road to Rolling Hills 71 570,000 570,000
Shiloh & Futrell - Intersection & Signalization 72 200,000 200,000
Gregg Avenue & Appleby Road Intersection 73 129,000 129,000
Gregg Avenue - Highway 71 to Mud Creek Bridge 74 1,250,000 1,250,000
Street ROW/Intersection/Cost Sharing Improvements 75 350,000 500,000 150,000 150,000 1,150,000
Old Missouri Road - Rolling Hills to Old Wire Road 76 513,000 513,000
Old Missouri Road - Joyce Blvd. to Mud Creek Bridge 77 817,000 817,000
Gregg Avenue - Township to Highway 71 78 500,000 728,000 1,228,000
Shiloh Drive Extension 79 1,452,000 1,452,000
Mission Boulevard (Highway 45 East) - ROW 80 1,388,000 1,388,000
Huntsville Road (Highway 16 East) - ROW 81 600,000 600,000
Old Wire Road - Mission Boulevard to Township Street 82 1,100,000 1,100,000
Van Asche Boulevard Cost Share 83 950,000 950,000
1,649,000 2,930,000 2,452,000 2,266,000 2,800,000 12,097,000
Transportaton Improvements
Traffic Gregg Avenue & Appleby Road Traffic Signal
L.E.D. Traffic Signal Lens Replacement
Traffic Signal Improvements
M.U.T.C.D. Sign Material
Water &.Sawa!-Impravvments
Water/Sewer & Sanitary Sewer Rehabilitation
Engineering Mount Sequoyah Water/Sewer System Upgrade
OtherCapital.
Accounting Infrastructure Appraisal Services 96 20,000 20,000
Animal Services Shelter Quarantine Upgrade 102 31,000 31,000
Kennel Upgrade 108 22,000 22,000
Budget Budgeting & Planning Software System 107 150,000 150,000
Building Maint. Building Improvements 100 150,000 150,000 150,000 150,000 150,000 750,000
Cable Admin. P.E.G. Television Center - Equipment 106 46,000 46,000 46,000 72,000 64,000 274,000
City Wide Municipal Management System 94 263,000 263,000
Information Tech. Microcomputer Replacements 95 35,000 35,000 38,000 38,000 38,000 184,000
Local Access Network (LAN) Upgrades 97 60,000 75,000 135,000
Geographic Information System 104 83,000 60,000 52,000 140,000 140,000 475,000
Printer Replacements 105 30,000 30,000 35,000 35,000 35,000 165,000
AS/400 Minicomputer System Upgrades 110 100,000 100,000
Inspections Automated Field Inspection System 101 77,000 77,000
Mayors Admin. Economic Development Matches 109 75,000 75,000 75,000 75,000 75,000 375,000
Public Lands Forestry Program 103 60,000 60,000 60,000 50,000 50,000 280,000
Street City Shop/Public Works Facility Security 99 75,000 75,000
Utilities Mgt. Automated Citizen Information System 98 32,000 32,000
1,209,000 456,000 456,000 560,000 727,000 3,408,000
85 40,000 40,000
86 164,000 164,000
87 65,000 100,000 133,000 126,000 134,000 558,000
88 28,000 28,000 29,000 42,000 44,000 171,000
297,000 128,000 162,000 168,000 178,000 933,000
90 564,000 564,000
91 1,995,000 1,995,000
2,559,000 2,559,000 1
Total Sales Tax Capital Improvements Fund Projects 10.108 000 7,78_O000 6,3iep00 6j,000 7 5,L000 38,495,000 ,
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City of Fayetteville, Arkansas
2002 - 2006 Capital Improvements Program
Comprehensive Detail
Source/Division Project Page 2002 2003 2004 2005 2006 Total Request
Shop Fund
' Vehicles & Equipment
Fleet Operations Police/Passenger Vehicles - Repl / Exp 113 330,000 299,000 329,000 381,000 336,000 1,675,000
Sanitation Vehicles/Equipment- Repl / Exp 114 1,120,000 820,000 366,000 685,000 2,991,000
Light/Medium Utility Vehicles - Repl/ Exp 115 438,000 250,000 210,000 376,000 1,274,000
MediumMeavy Utility Vehicles - Repl / Exp 116 86,000 86,000
Back Hoe/Loaders - Repl / Exp 117 109,000 384,000 128,000 621,000
Tractor/Mower- Repl / Exp 118 96,000 58,000 217.000 91,000 462,000
Other Vehicles/Equipment - Repl / Exp 119 188,000 188,000
Construction Equipment- Repl/Exp 120 85,000 20,000 103,000 64,000 272,000
Total Shop Fund Projects 2.452000 627,000 1.846000 15`32O00 1."000 7,569,000
' Water & Sewer Fund
Wastewater Treatment Improvements
W.W.T.P. W.W.T.P. Building Improvements 123 70,000 70,000 20,000 20,000 20,000 200,000
Plant Pumps and Equipment 124 90,000 90,000 90,000 90,000 90,000 450,000
' Testing Equipment 125 14,000 14,000 14,000 14,000 14,000 70,000
Computer System Upgrade/Maintenance 126 6,000 6,000 6,000 6,000 6,000 30,000
Upgrade/Replace Lift Stations 127 50,000 50,000 50,000 50,000 50,000 250,000
230,000 230,000 180,000 180,000 180,000 1,000,000
' Water & Sewer Improvements
Water/Sewer & SanitarySewer Rehabilitation 129 1,086,000 1,248,000 1,062,000 1,666,000 1,439,000 6,501,000
Engineering Water and Sewer Cost Sharing 130 111.000 150,000 150,000 150,000 150,000 711,000
Rodgers Drive Water Tank 131 280,000 280,000
North College Avenue Water Line - Maple to North 132 878,000 878,000
Gregg Water/Sewer Relocations - 71 to Mud Creek 133 745,000 745,000
Jackson, Lakeside, and Kings Drive Water Lines 134 604,000 604,000
South School Water Line Replacement 135 227,000 227,000
' 2,355,000 2,143,000 1,816,000 1,816,000 1,816,000 9,946,000
Water 8 Sewer Services Jmprpvements
W/S Services Water Meters 137 296,000 314,000 274,000 274,000 274,000 1,432,000
Backfow Prevention Assemblies 138 5,000 5,000 5,000 5,000 5,000 25,000
Water & Sewer Rate/Operations Study 139 40,000 126,000 166,000
341,000 319,000 279,000 405,000 279,000 1,623,000
' Total Water & Sewer Fund Projects 2.926.000 2,692,000 2,275,000 2.401.000 2,275.000 12 569.000
W.W.T.P. Bond Fund
' Water & Sewer Improvements
Water/Sewer & Wastewater System Improvement Project 141 11,800,000 35,000,000 30,000,000 30,000,000 106,800,000
Engineering Lift Station 21 - Force Main Replacement/Lining 142 9,200,000 9,200,000
15th Street Sewer Transmission Line Replacement 143 4,000,000 4,000,000
Total Bond Fund Projects 25.000.000 35,000,000 30.000 000 30,000,000 120.000.000
Library Construction Fund
' Library Material Purchases & Improvements
Library New Central Library -Building 145 20,417,000 20,417,000
Total Library Construction Fund Projects 20,417000 20.417 000
Off -Street Parking Fund
Sim eLPa0tingimpmvements
Parking Mgt. Parking Lot Overlays 147 28,000 25,000 13,000 8,000 13,000 87,000
Parking Deck Rehabilitation 148 10,000 10,000 10,000 10,000 10,000 50,000
Total Off -Street Fund Projects 38.000 35.000 23.000 18,000 23.000 137,000
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City of Fayetteville, Arkansas
2002 - 2006 Capital Improvements Program
Comprehensive Detail
Source/Division Project Page 2002 2003 2004 2005 2006 Total Request
Parking Deck Bond Fund
Off -Street Parkin Improvements
Parking Mgt. Parking Garage(s) 150 2,500,000 4,115,000 6,615,000
Total Off -Street Fund Projects 2500000 4.115000 6615000
Solid Waste Fund
Solid_Wasto-improvements
Solid Waste Residential Carts - Volume Based Program 152 880,000 880,000
Composting Pad Replacement 153 200,000 200,000
Recycling Trucks - Reconfiguration 154 200,000 200,000
Solid Waste Expansion Vehicles 155 560,000 560,000
Collection Bins - Curbside Recycling 156 35,000 30,000 30,000 30,000 30,000 155,000
Bulk Containers 157 35,000 27,500 25,000 20,000 20,000 127,500
Composting Site Improvements 158 30,000 30,000 25,000 5,000 90,000
Dumpster Lease Program 159 35,000 50,000 85,000
Commercial Cart Program 160 12,500 20,000 20,000 52,500
Curbside Recycling Improvements 161 41,000 25,000 40,000 106,000
Solid Waste Rate Study 162 35,000 35,000
Total Solid Waste Fund Projects 1940000 135.000 116.000 150,000 150.000 2491 000
PP1gyects By Fund - All Sources
Airport Fund 3,030,000 971,000 205,000 511,000 292,000 5,009,000
Parks Development Fund 549,000 544,000 539,000 546,000 530,000 2,708,000
Sales Tax Capital Improvements Fund 10,108,000 7,780,000 6,318,000 6,762,000 7,527,000 38,495,000
Shop Fund 2,452,000 627,000 1,846,000 1,532,000 1,112,000 7,569,000
Water & Sewer Fund 2,926,000 2,692,000 2,275,000 2,401,000 2,275,000 12,569,000
W.W.T.P. Bond Fund 25,000,000 35,000,000 30,000,000 30,000,000 120,000,000
Library Construction Fund 20,417,000 20,417,000
Off -Street Parking Fund 38,000 35,000 23,000 18,000 23,000 137,000
Parking Deck Bond Fund 2,500,000 4,115,000 6,615,000
Solid Waste Fund 1,940,000 135,000 116,000 150,000 150,000 2,491,000
$_68.960,000 $ 47784,000 $ 45,437,000$ 41,920,000$ 11,909,000$ 216.010000
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City of Fayetteville, Arkansas
2003 Capital Budget
' Fund / Program / Category Project Title 2003 Budget
' Off -Street Parking Fund (2130)
9130 Off -Street Parking Expense Parking Lot Overlays $ 25,000
Parking Deck Rehabilitation 10,000
35,000
Parks Development Fund (2250)
9255 Parks Development Capital Fayetteville Boys & Girls Club Expansion 430,000
Lights of the Ozarks 22,000
White River Baseball Complex Improvement 41,000
493,000
Library Construction Fund (4150)
9150 Library Construction Expense New Central Library Building 3,485,628
3,485,628
Sales Tax Capital Improvements Fund (4470)
Fire Safety Improvements Fire Station #7 - Escrow Funds 555,000
Facility Maintenance 32,000
Fire Computer System Improvements 13,000
Emergency Gas Generators 192,000
Exhaust Removal Systems 113,000
905,000
' Police Safety Improvements Public Safety Computer System Replacement 309,000
309,000
Library Material Purchases & Improvements Library Materials Purchases 165,000
Library HVAC Replacement & Improvement 5,000
New Central Library - Site Improvements 572,000
' 742,000
Parks & Recreation Improvements Trail/Greenway/Park Land Acquisition & Development 300,000
Other Park & Safety Improvements 57,000
Playground & Picnic Improvements 20,000
Neighborhood Park Development 10,000
White River Baseball Complex Improvements 100,000
' Community Park Development 130,000
Park Beautifications 34,000
651,000
Bridge and Drainage Improvements Betty Jo Drive Drainage Improvements 68,000
Drainage Study and Phase II Stormwater Management 200,000
AHTD Bridge Cost Sharing Program 378,000
' 646,000
In -House Street & Sidewalk Improvements Sidewalk Improvements 300,000
' Pavement Improvements 1,050,000
1,350,000
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City of Fayetteville, Arkansas
2003 Capital Budget
Fund / Program / Category Project Title 2003 Budget
Street Improvements Gregg Avenue - Highway 71 to Mud Creek Bridge
Street ROW/Intersection/Cost Sharing Improvements
Old Missouri Road - Rolling Hills to Old Wire Road
Old Missouri Road - Joyce Blvd. to Mud Creek Bridge
Transportation Improvements
Other Capital Improvements
Traffic Signal Improvements
M.U.T.C.D. Sign Material
Building Improvements
P.E.G. Television Center - Equipment
Microcomputer Replacements
Municipal Management System - Conversion/Training
Local Area Network (LAN) Upgrades
Geographic Information System
Printer Replacements
Economic Development Matches
Forestry Program
Wastewater System Improvements Project Fund (4480)
4480 WSIP Bond Issue Wastewater System Improvement Project
Water & Sewer Fund (5400)
1820 Meter Operations
5600 Capital Water Mains
5700 Sewer Mains Construction
5800 W.W.T.P. Capital
Water Meters
Gregg Water/Sewer Relocations - 71 to Mud Creek
Mount Sequoyah Water/Sewer System Upgrade
Water & Sewer Cost Sharing
Sanitary Sewer Rehabilitation
W.W.T.P. Building Improvements
Plant Pumps and Equipment
Testing Equipment
Computer System Upgrade/Maintenance
Upgrade/Replace Lift Stations
1,250,000
350,000
513,000
817,000
2,930,000
100,000
28,000
128,000
300,000
46,000
60,000
25,000
50,000
60,000
30,000
75,000
60,000
706,000
35,000,000
35,000,000
314,000
314,000
745,000
1,995,000
150,000
2,890,000
1,248,000
1,248,000
90,000
70,000
14,000
6,000
50,000
230,000
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City of Fayetteville, Arkansas
2003 Capital Budget
Fund / Program / Category Project Title
Solid Waste Fund (5500)
5010 Commercial Collections
5060 Recycling
5070 Composting
Airport Fund (5550)
3960 Airport Capital
Shoo Fund (9700)
1920 Fleet Operations Capital
Dumpster Lease Program
Commercial Cart Program
Collection Bins - Curbside Recycling
Recycling Improvements
Composting Site Improvements
Professional Services
East Corporate Hangars 60'x60' (Quantity 3)
Taxiway A Extension Phase I
10 Bay T -Hangar
East Side Fuel Station
Back Hoe/Loaders - Repl / Exp
Construction Equipment - Repl / Exp
Light/Medium Utility Veh - Repl / Exp
Police/Passenger Vehicles - Repl / Exp
Tractor/Mower - Repl / Exp
Total Capital Improvements Program - 2003 Projects
2003 Budget
30,000
12,500
42,500
30,000
40,000
70,000
50,000
50,000
279,000
450,000
1,430,000
350,000
20,000
2,529,000
18,950
20,000
270,500
319,000
58,000
686,450
JJ,wru,J io
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City of Fayetteville's Debt Position
The City of Fayetteville has established a practice and policy of paying for all capital projects and
capital improvements on a pay-as-you-go basis using current revenues, whenever possible. If a
project or improvement is of sufficient size and need that it cannot be financed with current revenues,
long-term debt will be recommended. The basis for this policy is that the City has maintained a
commitment to infrastructure improvement and maintenance. The City also considers the cost versus
the benefits of debt financing. A recommendation is made only when the benefits outweigh the
costs. The City's debt policy also states that the City will attempt to refinance outstanding debt if a
determination is made that the City will benefit by reduced interest expense over the remaining life
of the bonds.
Like most municipalities, the City of Fayetteville borrows funds through tax exempt municipal
bonds. If the improvements serve the entire area (not just Fayetteville residents), the City may issue
bonds supported by various sales tax revenues. This allows the cost to be spread to everyone,
including tourists and visitors. The City carefully analyzes each proposed bond issue to determine
the need for the improvement, its useful life, and current and future revenues available to provide
debt service. Existing debt service requires resources from both general governmental resources and
enterprise fund resources.
Bond Ratings
The City's debt policy says that the communications will be maintained with the bond rating agencies
and that the City will continue to strive for improvements in the City's bond rating. Such
communications are vitally important due to the fact that, generally speaking, the higher rating a city
has the lower the interest rate that must be paid. As such, the City will periodically confer with the
rating agencies to update them on the financial status of the City.
The two major investment services for bond ratings are Standard & Poor's Corporation and Moody's
Investor Service. The following schedule briefly describes the ratings provided by the respective
agencies for municipal bonds.
Moody's and Standard & Poor's Credit Ratings for Municipal Bonds
Ratings
Moody's Standard & Poor's
Aaa AAA
Aa AA
A-1 A
A
Baa-I BBB
& Baa
Ba and BB and
lower lower
Description
Best quality, extremely strong capacity to pay
principal and interest.
High quality, very strong capacity to pay
principal and interest.
Upper medium quality, and strong capacity
to pay principal and interest.
Medium grade quality, adequate capacity
to pay principal and interest.
Speculative quality, low capacity
to pay principal and interest.
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Description of Outstanding Bonds
General Obligation Bonds
Sales Tax Capital Improvements Refunding, Series 1997: The bonds are payable 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 the 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.
Special Obligation Bonds
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.
Sales & Use Tax Capital Improvement Bonds, Series 2002: The bonds are special obligations of
the City payable from receipts from a three-quarters of one percent city-wide sales and use tax. The
proceeds of the bonds are for the purpose of financing a portion of the costs of certain improvements
to the City's wastewater treatment plants and sewerage and related facilities. The original issue
amount was $25,000,000.
Revenue Bonds
Water & Sewer System Refunding, Series 1999: The bonds are payable solely from the net
revenues derived from the operation of Fayetteville's water and sewer system. The proceeds of the
bonds were used to refund Series 1992 water and sewer system bonds. The refunding is projected to
save the City approximately $600,000 in interest expense over the remaining life of the bonds. The
bonds are rated "A-1" by Moody's and "A" by Standard and Poor's. The original issue amount was
$8,365,000.
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Water & Sewer System Refunding, Series 2000A and 2002B: 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 1994 and Series 2000 water and sewer system bonds. The
refundings were issued to take advantage of lower interest rates, to restructure existing bond
covenants, and to mitigate any interest risk on the variable interest rate of the Series 2002 bond issue.
The original issue amount was $9,270,000.
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City of Fayetteville, Arkansas
Bonds Outstanding
December 31, 2002
Outstanding
Bond Due Interest
Description Issue Dates Rates Amount
General Obligation Bonds
Sales Tax Capital Improvements - WAC 1997 2003-2005 4.55-4.65% $ 1,025,000
Special Obligation Bonds
Hotel & Restaurant Gross Receipts
Tax Refunding
Hotel & Restaurant Gross Receipts
Sales & Use Tax Capital Improvement
Bonds, Series 2002
Revenue Bonds
Water & Sewer System Refunding
Water & Sewer System Refunding,
Series 2002A
Water & Sewer System Refunding,
Series 2002B
1995 2003-2004
1998 2003-2015
5.20-5.25% 700,000
3.85-4.80% 6,620,000
2002 2003-2007 2.00-4.00% 24,400,000
31,720,000
1999 2003-2012 3.75-4.45%
2002 2003-2008 2.35-4.05%
2002 2003-2017
6,865,000
2,645,000
2.35-4.95% 5,935,000
15,445,000
$ 48,190,000
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City of Fayetteville, Arkansas
2003 Debt Service Payment Schedule
Bond
Description Issue Principal Interest Total
General Obligation Bonds
Sales Tax Capital Improvements - WAC 1997 $ 360,000 $ 47,115 $ 407,115
Special Obligation Bonds
Hotel & Restaurant Gross Receipts
Tax Refunding
Hotel & Restaurant Gross Receipts
Sales and Use Tax Capital Improvement
Bonds, Series 2002
1995 340,000
1998 80,000
32,160 372,160
293,582 373,582
2002 5,855,000 751,110 6,606,110
6,275,000 1,076,852 7,351,852
Revenue Bonds
Water & Sewer System Refunding
1999 500,000
286,008
786,008
Water & Sewer System Refunding,
Series 2002A
2002 410,000
90,040
500,040
Water & Sewer System Refunding,
Series 2002B
2002 25,000
273,588
298,588
935,000
649,636
1,584,636
Total Debt Service Payments
$ 7,570,000 $
1,773,603 $
9,343,603
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City of Fayetteville, Arkansas
Computation of Legal Debt Margin
December 31, 2002
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.
2002 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
160,000,000
120,000,000
80,000,000
40,000,00(
$ 1,025,000
238,813
$ 715,513,490
143,102,698
786,187
$ 142,316,511
Debt Applicable to Debt Limit 1989-2002
1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
■ Net Bonded Debt O Legal 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
* Note: The assessed value does not include City utilities.
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City of Fayetteville, Arkansas
Debt to Maturity Schedule
December 31, 2002
Maturity Beginning Annual Debt Remaining ,
Year Balance Principal Interest Requirement Balance
2002 $ 63,925,000 $ 15,735,000 $ 1,914,955 $ 17,649,955 $ 48,190,000
2003 48,190,000 7,570,000 1,773,603 9,343,603 40,620,000
2004 40,620,000 8,155,000 1,520,060 9,675,060 32,465,000 '
2005 32,465,000 7,045,000 1,213,970 8,258,970 25,420,000
2006 25,420,000 5,735,000 972,005 6,707,005 19,685,000
2007 19,685,000 4,295,000 802,225 5,097,225 15,390,000
2008 15,390,000 1,665,000 694,660 2,359,660 13,725,000
2009 13,725,000 1,730,000 625,810 2,355,810 11,995,000
2010 11,995,000 1,800,000 552,863 2,352,863 10,195,000
2011 10,195,000 1,880,000 475,215 2,355,215 8,315,000 ,
2012 8,315,000 2,760,000 391,948 3,151,948 5,555,000
2013 5,555,000 1,295,000 267,578 1,562,578 4,260,000 '
2014 4,260,000 1,350,000 206,370 1,556,370 2,910,000
2015 2,910,000 1,420,000 141,900 1,561,900 1,490,000
2016 1,490,000 725,000 73,393 798,393 765,000 '
2017 765,000 765,000 37,868 802,868 0
$ 63,925,000 $ 11,664,420 $ 75,589,420 '
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223
Officials of the City of Fayetteville, Arkansas i
Elected Officials
Dan Coody Mayor
Robert Reynolds Ward 1, Position 1
Brenda Thiel Ward 1, Position 2
Kyle Cook Ward 2, Position 1 I
Don Marr Ward 2, Position 2
Robert Rhoads Ward 3, Position 1
Bob Davis Ward 3, Position 2
Shirley Lucas Ward 4, Position 1
Lioneld Jordan Ward 4, Position 2
Kit Williams City Attorney I
Sondra Smith City Clerk/I'reasurer
Rudy Moore District Judge
Department Directors
Hugh Earnest Chief Administrative Officer
Ray Boudreaux Aviation & Economic Dev. Director
Tim Conklin Community Planning & Engineering
Services Director
Stephen Davis Finance & Internal Services Director
Chris Bosch Fire Chief
Gary Dumas Operations Director
Rick Hoyt Police Chief
Greg Boettcher Water & Wastewater Director
Management Staff '
Accounting Manager Marsha Farthing Environ. Affairs Admin. Carrol Hill '
Animal Svcs. Superintendent Jill Hatfield Fleet Ops. Superintendent — Int. Jesse Beeks
Business Office Supervisor Rainy Laycox Human Resources Director Michele Bechhold '
Building Safety Director Steve Catteneo Information Tech. Manager Scott Huddleston
Building Services Dir. Coy Hurd Internal Auditor/Grant Acct. Nancy Smith ,
Budget Manager Kevin Springer W&S Services Supervisor Don Osburn
Cable Administrator Marvin Hilton Parks & Recreation Director Connie Edmonston
City Engineer Vacant Purchasing Manager Peggy Vice
City Prosecutor Casey Jones Safety Equip. & Train. Eval. Off. William Oestreich '
Community Affairs Officer Maureen Hoover Telecommunications Manager Sharon Crosson
Community Resources Dir. Yolanda Fields Transportation Manager Terry Gulley
Dispatch Manager Kathy Stocker W&S Maint. Superintendent David Jurgens
District Court Clerk Dena Stockalper
224 1
City of Fayetteville, Arkansas
Personnel Summary
Full Time Equivalent Basis
2000
2001
2002
2003
Department
Employees
Employees
Employees
Employees
General Government
46.80
52.25
53.25
53.75
Community Planning & Engineering Services
50.25
53.25
53.25
46.75
Operations
151.45
157.60
159.60
165.85
Finance & Internal Services
57.50
57.75
57.25
59.25
Police
160.43
168.43
168.43
169.43
Fire
86.00
89.00
89.00
89.00
Water & Wastewater
68.00
68.00
66.00
69.00
Total
620.43
646.28
646.78
653.03
* NOTE: City Council position approvals during 2002: January 15, 2002 - one half-time Parts Expeditor. August
6, 2002 - one Sanitation Truck Driver. August 20, 2002 - one Flight Line Operations Supervisor.
Personnel Summary
by Year
:11
400
200
2000
2001
2002
2003
®Total Employees
Total Employees by Department
200.00
150.00
100.00
50.00
0.00
General Community Operations Finance & Police Fire Water &
Government Planning & Internal Services Wastewater
Engineering
Services
®2000 O2001 ■2002 O2003
225
Division
District Court
Engineering
Information Technology
Meter Operations
Police
Utilities Management
Water & Sewer Maintenance
CITY OF FAYETTEVILLE
PERSONNEL VARIATION SUMMARY
0.50 District Court Clerk'
1.00
CAD Drafter 2
1.00
Property Location Analyst 2
1.00
Meter Reader 3
1.00
Officer 4
0.75
Parking Deck Custodian 5
1.00
PW Crew Leader 6
1.00
Maintenance Worker 1V6
1.00
Maintenance Worker I116
8.25 Total Additions
6.25 Net Additions (Deletions)
RM
1.00 CAD Drafter 2
1.00 Property Location Analyst2
2.00 Total Deletions
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' NOTES TO THE PERSONNEL VARIATION SUMMARY
' 1. A half time District Court Clerk is being added and will be assigned collection duties for the
purpose of increasing Court Fines and Fees revenue.
' 2. A CAD Drafter is being transferred from Engineering and the Property Location Analyst is
being transferred from Meter Operations to the Information Technology Division. Both of
these positions are more closely related to GIS duties than to their previous divisions.
3. A Meter Reader is being added in the Meter Operations Division to handle the increase in
work load. This position is funded in the Water & Sewer Fund.
4. A Police Officer is being added that is primarily funded by the Drug Enforcement Grant.
5. A Parking Deck Custodian is being added to provide additional maintenance of parking
facilities for the Downtown and Dickson Street areas. This position is needed due to the
improvements along Dickson Street coupled with changing parking along Dickson Street
from a metered parking arrangement to a timed parking arrangement and will be partially
funded by Off Street Parking Fund.
6. A Sewer Maintenance Crew Leader and two Sewer Maintenance Workers are being added in
the Water & Sewer Maintenance Division for this budget. These positions are funded in the
'
Water & Sewer Fund.
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LISTING OF ACRONYMS i
A&P.......................................................................................................... Advertising & Promotion
ADA............................................................................................. American's with Disabilities Act
AHTD................................................................. Arkansas Highway & Transportation Department
BMX.................................................................................................................... Bicycle Motocross '
CAD........................................................................................................ Computer Aided Drawing
CAFR...............................................................................Comprehensive Annual Financial Report
CAT..................................................................................................Community Access Television '
CCF........................................................................................................... One Hundred Cubic Feet
CDBG.................................................................................. Community Development Block Grant
CEC.................................................................................................... Continuing Education Center '
C.E.M.S................................................................................... Central Emergency Medical Service
CIP................................................................................................... Capital Improvements Program
CPR.................................................................................. Cardiovascular Pulmonary Resuscitation ,
D.A.R.E...................................................................................... Drug Abuse Resistance Education
DTF........................................................................................................................ Drug Task Force
DWI.........................................................................................................Driving While Intoxicated
EMS...................................................................................................... Emergency Medical Service
EMT............................................................................................... Emergency Medical Technician
FAA............................................................................................... Federal Aviation Administration '
FAR......................................................................................................Federal Aviation Regulation
FASB................................................................................... Financial Accounting Standards Board
FBO..................................................................................... ...........Field Based Operator
FPL......................................................................................................... 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
HMR..................................................................................................... Hotel/Motel Restaurant Tax
HOME..........................................................................................................HOME Grant Program ,
HVAC....................................................................................HeatingNentilation/Air Conditioning
IVR........................................................................................................ Interactive Voice Response
KWH.................................................................................................................... Kilowatt per Hour
LAN.................................................................................................................. Local Area Network
L.E.D...............................................................................................................Light Emitting Diode
LF.................................................................................................................................... Linear Feet ,
LOPFI.............................................................................. Local Police and Fire Retirement m ent System
MGD........................................................................................................... Million Gallons per Day
MMS............................................................................................... Municipal Management System I
MRF.....................................................................................................Materials Recovery Facility
M.U.T.C.D................................................................. Manual on Uniform Traffic Control Devices
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LISTING OF ACRONYMS, (continued)
NIOSH..........................................................National Institute for Occupational Safety and Health
NWA.................................................................................................................Northwest Arkansas
O & M.................................................................................................... Operation & Maintenance
OMI...................................................................................... Operations Management International
PC....................................................................................................................... Personal Computer
P.E.G.................................................................................................Public/Education/Government
PFC.......................................................................................................... Passenger Facility Charge
PM............................................................................................................Preventative Maintenance
' PRAB...................................................................................... Parks & Recreation Advisory Board
RIP ................................................................................................................. Request for Proposals
ROW............................................................................................................................ Right -of -Way
SWEPCO................................................................................. Southwest Electric Power Company
U of A........................................................................................................... University of Arkansas
WSIP... ....... ........... ........................... .......... .................. Wastewaster System Improvements Project
' WWTP..................................................................................................Wastewater Treatment Plant
YRCC.................................................................................Yvonne Richardson Community Center
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GLOSSARY
ACCOUNT GROUP. A self -balancing set of accounts which are not a fund or a fiscal entity. General
Fixed Assets Account Group and General Long -Term Debt Account Group are such examples.
ACCOUNTING SYSTEM. Records and procedures that discover, record, classify, and report
information on the financial position and operations of a governmental unit or any of its funds.
AD VALOREM. A basis for levy of taxes upon property based on value.
AGENCY FUND. A fund consisting of resources received and held by the governmental unit as an agent
for others.
APPROPRIATION. An authorization granted by the board to incur liabilities for specific purposes.
ASSETS. Probable future economic benefits obtained or controlled by a particular entity as a result of
past transactions or events.
BOND. A written promise to pay a specified sum of money, called the face value or principal amount, at
a specified date or dates in the future, called the maturity date(s), together with periodic interest at a
specified rate.
BOND DISCOUNT. The excess of the face value of a bond over the price for which it is acquired or
sold.
BOND PREMIUM. The excess of the price at which a bond is acquired or sold over its face value.
BONDED DEBT. The portion of indebtedness represented by outstanding bonds.
BUDGET. A financial operating plan consisting of estimates of proposed expenditures for a given
period and the proposed means of financing them.
BUDGET CONTROL. The control or management of the approved Budget for the purpose of keeping
expenditures within the limitations of available appropriations and available revenues.
BUDGET DOCUMENT. The instrument used by the budget -making authority to present a
comprehensive financial program to the appropriating body.
BUDGET MESSAGE. A general discussion of the proposed budget as presented in writing by the
Mayor to the City Council. The message contains an explanation of the principal budget items and
recommendations regarding the financial policy for the coming year.
CAPITAL BUDGET. This budget deals with large expenditures for capital items normally financed by
borrowing. Usually capital items have long-range returns, useful life spans, are relatively expensive, and
have physical presence such as buildings, roads, sewage systems, etc.
CAPITAL IMPROVEMENT. Any property, asset, or improvement with an estimated value greater
than five hundred dollars, and estimated life or usefulness of one or more years, including land, interest
therein and including constructions, enlargements, and renovations.
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GLOSSARY, (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
factor that demonstrates
the "need"
for a program. Demand data
'
enables decision -makers
to adjust services and costs to respond
to changes
in direction for the service.
DEPARTMENT. Departments are the major organizational subdivisions. They have a broad overall
purpose. The City of Fayetteville has been reorganized into seven Departments: General Government,
Community Planning & Engineering Services, Operations, Finance & Internal Services, Police, Fire, and
' Water & Wastewater. Each Department has a Director who reports to the Mayor (who is also the
Director of General Government).
DEPRECIATION. Expiration in the service life of fixed assets, attributable to wear and tear,
deterioration, action of the physical elements, inadequacy, and obsolescence.
DESIGNATED FUND. Funds created to account for assets set aside for a specific purpose.
DIVISION. Divisions are the major functional sub -divisions and correspond roughly to the departmental
hierarchy formerly used by the City. Each Division has been assigned to one of the Departments
according to the type of activity it performs. For example, the Transportation Division is part of the
Operations Department. In addition, each Division has developed a statement of Goals and Objectives
and strategies for obtaining them.
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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.
GENERAL FUND. A fund used to account for all transactions of a governmental unit that are not
accounted for in another fund, such as police and fire services.
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GLOSSARY, (continued)
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.
IGOAL. A goal is a statement of desired conditions to be maintained or achieved through the efforts of an
organization. Actual total achievement may be impossible, but the goal is a standard against which to
measure progress toward ideal conditions. A goal is a definition of results toward which the work of the
organization is directed.
GOVERNMENTAL FUND. A generic classification adopted by the National Council on Governmental
' Accounting to refer to all funds other than proprietary and fiduciary funds. General fund, special revenue
funds, capital projects funds, debt service funds, and special assessment funds are all examples of
governmental fund types.
GRANT. A contribution by one governmental unit to another unit. The contribution is usually made to
aid in the support of a specified function or for the acquisition or construction of fixed assets.
INCOME. A term used to represent the excess of revenues earned over the expenses incurred in carrying
on a enterprise operation.
' INTERGOVERNMENTAL REVENUE. Revenue from other governments. Grants, entitlements, and
shared revenues are types of intergovernmental revenue.
' INTERNAL SERVICE FUND. A fund established to finance and account for services and commodities
furnished by a designated department to other departments. Amounts expended by the fund are
reestablished from either operating earnings or by transfers from other funds.
INVESTMENT. Securities held for the production of income in the form of interest and dividends.
' LIABILITY. Probable future sacrifices of economic benefits arising from present obligations of a
particular entity to transfer assets or provide services to other entities in the future as a result of past
transactions or events.
LINE -ITEM. A detailed classification of an expense or expenditure classified by object within each
Division.
' LONG-TERM DEBT. Debt with a maturity of more than one year after the date of issuance.
MODIFIED ACCRUAL BASIS. Governmental funds use the modified accrual basis of accounting.
'
Revenues are recognized in the period in which they become both available and measurable.
Expenditures are recognized at the time a liability is incurred.
NET INCOME. A term used in governmental enterprise to designate the excess of total revenues over
total expenses.
' NONOPERATING EXPENSE. Proprietary fund expenses incurred in performance of activities not
directly related to supplying the basic service by a governmental enterprise.
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GLOSSARY, (continued)
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.
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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.
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PROGRAM BUDGET. A budget which relates appropriations to goals. Budget makers practicing this
approach strive to appropriate sums to non -organization, goal -oriented cost centers. Program budgeting is
believed to express official and citizen interest in planning and in the effective use of resources.
PROGRAM OBJECTIVES. A program objective is a decision about the amount of progress to be
made within a specified period of time in reducing the gap between real conditions and the ideal
conditions described in the Program Description. It states in measurable quantitative terms the results to
be achieved within a specified time and plans the incremental steps to achieve them.
PRODUCTIVITY. Unit cost (productivity data) enables decision -makers to measure efficiency, as
opposed to total expenditures. Productivity unit costs can also be used to quickly estimate the cost of
adding more service or savings realized from reductions in service.
PROPRIETARY FUND. Sometimes referred to as "income -determination" or "commercial -type"
funds. Examples are enterprise and internal service funds.
RESERVE. An account that records a portion of the fund equity that must be segregated for some future
use and which is not available for further appropriation or expenditure.
RESIDUAL EQUITY TRANSFERS. Additions to or deductions from the beginning fund balance of
governmental funds.
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GLOSSARY, (continued)
RETAINED EARNINGS. The accumulated earnings of an enterprise or internal service fund that have
been retained in the fund and that are not reserved for any specific purpose.
REVENUE. Additions to fund financial resources other than from interfund transfers and debt issue
proceeds.
SPECIAL REVENUE FUND. A fund established to account for revenues from specific taxes or other
earmarked revenue sources that by law are designated to finance particular functions or activities of
government.
TAX. A compulsory charge levied by a governmental unit for the purpose of raising revenue. These
revenues are used to pay for services or improvements provided for the general public benefit.
UNRESERVED FUND BALANCE. The amount remaining in a fund that is not reserved for some
future use and which is available for further appropriation or expenditure.
USER CHARGE. A charged levied against users of a service or purchasers of a product of an enterprise
or internal service funds.
WORKLOAD. Workload data answers the question about how much service is being provided, as well
as how output is meeting service demand. Workload data is also the basis, along with total expenditures,
for unit cost or productivity indicators.
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City of Fayetteville, Arkansas '
Index
2003 Capital Budget.......................................................................................................................... 213-215
Accounting& Audit..................................................................................................................................149 ,
Acronyms.......................................................................................................................................... 228-229
Administrative Procedures to Adjust the Approved Budget..................................................................... 7-8
Airport Fund - Revenue & Expenditure Summary......................................................................................45
Airport Fund - Sources & Uses of Funds....................................................................................................44
Airport- Administration..............................................................................................................................82
Airport- Capital Expenditures....................................................................................................................85
Airport- Maintenance.................................................................................................................................83
Airport- Operations....................................................................................................................................84
Animal Services - Animal Shelter............:................................................................................................164
Animal Services - Patrol/Emergency Response........................................................................................163 '
Animal Services - Veterinarian/Clinic......................................................................................................165
Arts Center Bond Fund - Revenue & Expenditure Summary .....................................................................31
Billing and Collections (General Fund)....................................................................................................151
Billing and Collections (Water Sc Sewer Fund)........................................................................................156
Budget& Research....................................................................................................................................150
BudgetFlowchart..........................................................................................................................................3
Budget Organizational Structure...................................................................................................................9
BudgetProcess.......................................................................................................................................... 1-2
BudgetResolution....................................................................................................................................XXI
Building Services - General Maintenance.................................................................................................152
Building Services - Janitorial....................................................................................................................153
BuildingSafety............................................................................................................................................98
CableAdministration..................................................................................................................................73 ,
CapitalImprovement Policy..........................................................................................................................6
Capital Improvement Program Directional Information................................................................... 201-205
Capital Improvement Projects by Project Area - All Sources...................................................................207
Capital Improvements Program Comprehensive Detail.................................................................... 209-212
Capital Improvements Program Introduction.................................................................................... 199-200
CentralDispatch........................................................................................................................................162
Chart of Fund Types - Governmental..........................................................................................................1 l
Chart of Fund Types - Proprietary & Fiduciary..........................................................................................13
Chief Administrative Officer.......................................................................................................................72
City Advertising & Promotion Fund - Revenue & Expenditure Summary .................................................26
CityAttorney...............................................................................................................................................67
CityClerk/I'reasurer...................................................................................................................................75 '
CityCouncil...............................................................................................................................................66
City of Fayetteville Organizational Chart.................................................................................................223
CityProsecutor...........................................................................................................................................68
Combined Statement of Fund Equity - Proprietary & Fiduciary (Shown by Department) ................... 14-15 I
Combined Statement of Fund Position - Governmental (Shown by Department)......................................12
Community Development Block Grant Fund - Revenue & Expenditure Summary ...................................28
CommunityOverview.................................................................................................................XXII-XXiV
Community Planning & Engineering Services:
Organizational Structure......................................................................................................................87
Overview.............................................................................................................................................. 88
Program Expenditure Summary...................................................................................................... 89-90
PersonnelSummary........................................................................................................................ 91-92
Community Resources & Code Compliance - Administration & Planning..............................................100 ,
Community Resources & Code Compliance - Community Code Enforcement.........................................99
236 '
City of Fayetteville, Arkansas
Index, (continued)
Community Resources & Code Compliance - Housing Services.............................................................101
' Community Resources & Code Compliance - Public Facilities & Improvements ...................................103
CoIT! munit,Resources & Code Compliance - Public Services.................................................................102
Consolidated Fund - Department - Program Structure................................................................................10
Continuing Education Center and Parking Facility Fund - Revenue & Expenditure Summary .................47
DebtPolicy....................................................................................................................................................5
DebtPosition.............................................................................................................................................216
Debt Service Funds
Debt Service Payment Schedule................................................................................................................220
Debtto Maturity Schedule........................................................................................................................222
Description of Outstanding Bonds.................................................................................................... 217-218
' District Court - Criminal Cases...................................................................................................................76
District Court - District Judge.....................................................................................................................70
District Court - Probation & Fine Collection..............................................................................................77
I. District Court - Small Claims & Civil Cases...............................................................................................78
Drug Law Enforcement Fund - Revenue & Expenditure Summary............................................................30
EconomicDevelopment..............................................................................................................................71
Engineering - Operations & Administration...............................................................................................94
Engineering - Public Construction..............................................................................................................96
Engineering - Right -of -Way Acquisition....................................................................................................95
ExpenditurePolicy.....................................................................................................466........6................... 4-5
Fayetteville Vision 2020: Guiding Principles......................................................................................X-XX
Finance & Internal Services:
Organizational Structure.....................................................................................................................141
Overview.............................................................................................................................................142
Program Expenditure Summary.................................................................................................. 143-144
PersonnelSummary.................................................................................................................... 145-146
Finance & Internal Services Director........................................................................................................147
FinancialReporting Policy............................................................................................................................6
Fire Department:
OrganizationalStructure.....................................................................................................................169
Overview...................................................................................44.......4.....4..........................................170
Program Expenditure Summary......................................................44.....44...........................................171
PersonnelSummary............................................................................................................................172
Fire- Prevention........................................................................................................................................173
Fire- Operations........................................................................................................................................174
Fire -Training & Continuing Education...............................................................0......0.............................175
Fire Pension Fund - Revenue & Expenditure Summary.............................................................................49
Fleet Operations - Capital Expenditures............................................4..4...4......4.........................................140
Fleet Operations - Vehicle Maintenance...................................................................................................139
General Fund - Expenditure Detail..........................................................................4....................4.4..4... 22-23
General Fund - Revenue & Expenditure Summary.....................................................................................21
General Fund - Sources and Uses of Funds.................................................................................................20
General Government:
General Government - Organizational Structure.................................................................................57
General Government - Overview.........................................................................................................58
General Government - Program Expenditure Summary..................................4......4...4..4................ 59-62
General Government - Personnel Summary.........................................................................4.4.....44 63-64
Glossary............................................................................................................................................. 230-235
HotCheck....................................................................................................................................................69
HumanResources............................................44..........0......0............................646.6.....................................148
' 237
City of Fayetteville, Arkansas 1
Index, (continued)
Index.................................................................................................................................................. 236-239
InformationTechnology............................................................................................................................155
Internal Audit ................................ 4..............74
...............................................I
......................................
Investment and Cash Man. ement Polic
Legal Debt Margin Calculation................................................................................................................. 221 '
Library Construction Fund - Revenue & Expenditure Summary ................................................................33
Library......................................................................................................................................................... 79
List of Elected Officials, Administrative Officials, and Management Staff .............................................224 '
MajorRevenue Sources..............................................................................................................6.......... 52-55
Mayor's Administration..............................................................................................................................65
Meter Operations - Meter Maintenance & Backflow Prevention................66.6.......6..................................185
Meter Operations - Meter Reading............................................................................................................184 '
Miscellaneous.............................................................................................................................................81
Miscellaneous Statistical Data.....................................................................................................XXV-XXVI
Multi -Year Comparison - Adopted Budget Expenditures...........................................................................17
Municipal Judge Retirement Fund - Revenue & Expenditure Summary ....................................................50
Off Street Parking Fund - Revenue & Expenditure Summary ....................................................................27
Operations:
OrganizationalStructure.....................................................................................................................105
Overview..................................................................................6...............6..6.6.....................................106
ProgramExpenditure Summary.........................................................................6.66.6................... 107-111 '
PersonnelSummary.............................................................................................0...................466 112-114
OperationsDirector...................................................................................................................................115
Parking Sc Telecommunications - Parking Management Program..............6...6.6......6................................122
Parking Sc Telecommunications - Utilities Management..........................................................................116
Parks Sc Recreation - Administration........................................................................................................117
Parks & Recreation - Administration/Recreation Programs......................................................................119
Parks Sc Recreation - Lake Maintenance...................................................................................................120
Parks & Recreation - Parks Development Capital ............................6..................666..................................132
Parks Sc Recreation - Parks Development...................................................6..6..6.6.....................................131
Parks & Recreation - Parks Maintenance...................................................6..66..6.......................................121
Parks & Recreation - Swimming Pool.......................................................................................................118
Parks Development Fund - Revenue & Expenditure Summary..................................................................29
PersonnelSummary...................................................................................................................................225
Personnel Variation Summary........................................................................................6....6.6..6........ 226-227
Planning..........................................................................................................................6..66.............6.......... 97
Police Department:
Organizational Structure.....................................................................................................................157
Overview..................................................................0......0.....0...................6..4..6 4..................................158
ProgramExpenditure Summary...................................................................666.............6.............. 159-160
PersonnelSummary............................................................................................................................161 1
Police- Drug Enforcement........................................................................................................................168
Police- Patrol.....................................................................................6......................66.6............................167
Police- Support Services...............................................................6...6....66................................................166 '
Police Pension Fund - Revenue & Expenditure Summary..........................................................................48
PublicLands Maintenance..........................................................................................................................93
Purchasing.................................................................................................................................................154
Replacement & Disaster Recovery Fund - Revenue & Expenditure Summary ..........................................34
ReservePolicy...............................................................................................................................................5
RevenuePolicy..............................................................................................................................................4
Sales Tax Capital Improvements Fund - Capital Project Detail............................................................ 36-37
238 ,
' City of Fayetteville, Arkansas
Index, (continued)
Sales Tax Capital Improvements Fund - Revenue & Expenditure Summary .......................
Sales Tax Capital Improvements Funding - By Project Category .........................................
Schedule of Bonds Outstanding............................................................................................
Shop Fund - Revenue Sc Expenditure Summary...................................................................
Solid Waste & Recycling - Commercial Collections............................................................
Solid Waste & Recycling - Commercial Drop Box Collections ...........................................
Solid Waste Sc Recycling - Composting...............................................................................
Solid Waste & Recycling - Operations & Administration....................................................
Solid Waste & Recycling - Recycling...................................................................................
Solid Waste & Recycling - Residential Collections..............................................................
Solid Waste Fund - Revenue Sc Expenditure Summary........................................................
• Solid Waste Fund - Sources & Uses of Funds......................................................................
Sources and Uses of Funds....................................................................................................
Street Fund - Revenue & Expenditure Summary..................................................................
' Street Fund - Sources Sc Uses of Funds.................................................................................
Summary of Project Requests Sc Project Resources..............................................................
Town Center and Parking Facility Fund - Revenue & Expenditure Summary .....................
Transmittal Memo from the Mayor to Council....................................................................
Transportation - Drainage Maintenance................................................................................
Transportation - Engineering & Planning (Street Fund) .......................................................
Transportation - Operations Sc Administration.....................................................................
Transportation - Rights -of -Way Maintenance.......................................................................
Transportation - Sidewalks....................................................................................................
Transportation Man - StreetMaintenance .....................................................................................
'
Transportation - Traffic Control & Maintenance..................................................................
Transportation - Traffic Engineering & Planning (General Fund) ........................................
Wastewater Improvements Sales Tax Bond Fund - Revenue & Expenditure Summary ......
Wastewater System Improvements Project Fund - Revenue & Expenditure Summary........
Wastewater Treatment Plant - Capital...................................................................................
Wastewater Treatment Plant..................................................................................................
Water & Sewer Fund - Revenue Sc Expenditure Summary ...................................................
Water Sc Sewer Fund - Sources Sc Uses of Funds.................................................................
Water & Sewer Maintenance - Capital Expenditures............................................................
Water & Sewer Maintenance - Capital Water Mains............................................................
Water & Sewer Maintenance - Debt Service........................................................................
Water & Sewer Maintenance - Operations & Administration ..............................................
Water & Sewer Maintenance - Sewer Main Maintenance....................................................
Water & Sewer Maintenance - Sewer Mains Construction...................................................
Water & Sewer Maintenance - Water & Sewer Connections ...............................................
Water Sc Sewer Maintenance - Water Distribution Maintenance..........................................
Water & Sewer Maintenance
Water & Sewer Maintenance
Water & Wastewater:
Water Purchased .......................................
Water Storage & Pump Maintenance .......
Organizational Structure ...........................................
Overview...................................................................
Personnel Summary ..................................................
Program Expenditure Summary ................................
Water & Wastewater Director .........................................
Yvonne Richardson Community Center .........................
I
..............35
............208
............219
..............51
......134
......136
............138
............133
............137
............135
..............43
..............42
..............16
..............25
..............24
............206
...........46
........I -XI
.........128
............129
.........125
............126
............130
............127
............124
............123
..............32
3 .........., 3tS
1 239