City of Fayetteville, Arkansas
2006 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 Bobby Ferrell, 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, District Judge
Submitted by
Dan Coody, Mayor Ray Boudreaux, Aviation & Economic Development Director Louise Schaper, Library Director Gary Dumas, Operations Director Stephen Davis, Finance & Internal Services Director Frank Johnson, Police Chief Tony Johnson, Fire Chief
Prepared by
Kevin Springer, Budget Manager Barbara Fell, Senior Research Analyst Glynis Nelson, Financial Analyst Stacey Kirk, Budget Analyst
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, 2005.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.
The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements and we are submitting it to GFOA to determine its eligibility for another award.
MISSION STATEMENT
The City of Fayetteville’s mission statement is a direct result of a volunteer team of employees charged with creating a mission statement that expressed the service core of City operations, reflected our beliefs concerning City services, and was easy to remember. All City employees were given an opportunity to provide input for the mission statement. The mission statement was then adopted by the City Council and is as follows:
To protect and improve our quality of life by listening to and serving the people with pride and fairness. City of Fayetteville, Arkansas Organizational Chart
Citizens of Fayetteville
City AttorneyCity Clerk/Treasurer Mayor City Council District Judge
City Prosecutor Internal Audit District Court Public Information Cable Administration
Aviation & Economic Finance & Internal Library Police Fire Operations Development Services
Animal Services Prevention Building Safety Planning & Accounting & Audit Development Water & Wastewater Community Central Dispatch Operations Management Billing & Collections Resources & Code Compliance Support Services Training Budget & Research Wastewater Current Planning Long Range Planning Treatment Plant Patrol Building Services Engineering Meter Operations Drug Enforcement Human Resources Water & Sewer Fleet Operations Maintenance Information Parking & Technology Telecommunications Purchasing Parks & Recreation
Solid Waste & Recycling
Transportation City of Fayetteville, Arkansas Table of Contents
Budget Message:
Transmittal Memo from the Mayor to Council ...... I-XI 2006 Adopted Budget Executive Summary ...... XII-XIX Budget Resolution ...... XX Community Overview ...... XXI-XXIII Miscellaneous Statistical Data...... XXIV-XXV
Management Agenda:
Management Agenda Introduction...... 1 2006 Management Agenda - Summary...... 2-3 2006 Management Agenda - Detail...... 4-11 Progress Update – 2005 Management Agenda...... 12-20
Budget Process and Policies:
Budget Process ...... 21-22 Budget Flowchart ...... 23 Financial Policies: Revenue Policy...... 24 Expenditure Policy...... 24-25 Debt Policy...... 25 Reserve Policy...... 25 Investment and Cash Management Policy...... 25-26 Capital Improvement Policy...... 26 Financial Reporting Policy ...... 26 Administrative Procedures to Adjust the Approved Budget ...... 27-29 Budget Organizational Structure ...... 30 Consolidated Fund - Department - Program Structure...... 31
Fund Summaries:
Chart of Fund Types - Governmental...... 33 Combined Statement of Fund Position - Governmental (Shown by Department) ...... 34 Chart of Fund Types - Proprietary & Fiduciary ...... 35 Combined Statement of Fund Position - Proprietary & Fiduciary (Shown by Department)...... 36-37 Sources and Uses of Funds...... 38 Multi-Year Comparison - Adopted Budget Expenditures...... 39 Governmental Funds General Fund: Fund Description...... 41-46 Revenue & Expenditure Summary...... 47 Expenditure Detail...... 48-49 Special Revenue Funds Street Fund: Fund Description...... 50-51 Revenue & Expenditure Summary...... 52 City of Fayetteville, Arkansas Table of Contents (continued)
City Advertising & Promotion Fund: Fund Description...... 54 Revenue & Expenditure Summary...... 55 Off Street Parking Fund: Fund Description...... 56 Revenue & Expenditure Summary...... 57 Community Development Block Grant Fund: Fund Description...... 58 Revenue & Expenditure Summary...... 59 Parks Development Fund: Fund Description...... 60 Revenue & Expenditure Summary...... 61 Impact Fee Fund: Fund Description...... 62 Revenue & Expenditure Summary...... 63 Drug Law Enforcement Fund: Fund Description...... 64 Revenue & Expenditure Summary...... 65 Debt Service Funds Arts Center Bond Fund: Fund Description...... 66 Revenue & Expenditure Summary...... 67 Wastewater Improvements Sales Tax Bond Fund: Fund Description...... 68 Revenue & Expenditure Summary...... 69 Capital Projects Funds Library Construction Fund: Fund Description...... 70 Revenue & Expenditure Summary...... 71 Replacement & Disaster Recovery Fund: Fund Description...... 72 Revenue & Expenditure Summary...... 73 Sales Tax Capital Improvements Fund: Fund Description...... 74 Revenue & Expenditure Summary...... 75 Capital Project Detail ...... 76-77 Wastewater System Improvements Project Fund: Fund Description...... 78 Revenue & Expenditure Summary...... 79 TIF Capital Improvements Fund: Fund Description...... 80 Revenue & Expenditure Summary…………………………………………………………...81 Enterprise Funds Water & Sewer Fund: Fund Description...... 83-85 Working Capital...... 86 Revenue & Expenditure Summary...... 87
City of Fayetteville, Arkansas Table of Contents (continued)
Solid Waste Fund: Fund Description...... 88-89 Working Capital...... 90 Revenue & Expenditure Summary...... 91 Airport Fund: Fund Description...... 92-93 Working Capital...... 93 Revenue & Expenditure Summary...... 94 Town Center and Parking Facility Fund: Fund Description...... 96 Revenue & Expenditure Summary...... 97 Continuing Education Center and Parking Facility Fund: Fund Description...... 98 Revenue & Expenditure Summary...... 99 Trust Funds Police Pension Fund: Fund Description...... 100 Revenue & Expenditure Summary...... 101 Fire Pension Fund: Fund Description...... 102 Revenue & Expenditure Summary...... 103 Municipal Judge Retirement Fund: Fund Description...... 104 Revenue & Expenditure Summary...... 105 Internal Service Funds Shop Fund: Fund Description...... 106 Working Capital...... 107 Revenue & Expenditure Summary...... 108
Budget by Activity:
All Activities ...... 109 Airport Activity ...... 110 Development & Engineering Services Activity ...... 111 Internal Services Activity...... 112 Fire Activity ...... 113 General Government Activity ...... 114 Library Activity...... 115 Parks & Recreation Activity...... 116 Police, Courts, & Prosecutor Activity ...... 117 Solid Waste Activity ...... 118 Transportation & Parking Activity...... 119 Water & Wastewater Activity ...... 120 Unallocated Activity...... 121
City of Fayetteville, Arkansas Table of Contents (continued)
General Government:
Organizational Structure...... 123 Overview ...... 124 Program Expenditure Summary ...... 125-127 Personnel Summary...... 128-129 Mayor’s Administration ...... 130 City Council ...... 131 City Attorney...... 132 City Prosecutor...... 133 Hot Check...... 134 District Court - District Judge ...... 135 Aviation & Economic Development - Economic Development ...... 136 Public Information...... 137 Cable Administration ...... 138 Internal Audit ...... 139 City Clerk/Treasurer...... 140 District Court - Criminal Cases ...... 141 District Court - Probation & Fine Collection ...... 142 District Court - Small Claims & Civil Cases...... 143 Library...... 144 Miscellaneous...... 145 Aviation & Economic Development - Airport Administration ...... 146 Aviation & Economic Development - Airport Maintenance...... 147 Aviation & Economic Development - Airport Operations...... 148 Aviation & Economic Development - Airport Capital Expenditures...... 149
Operations:
Organizational Structure...... 151 Overview ...... 152 Program Expenditure Summary ...... 153-161 Personnel Summary...... 162-166 Operations Director ...... 167 Parking & Telecommunications - Utilities Management...... 168 Parks & Recreation - Swimming Pool...... 169 Parks & Recreation - Administration/Recreation Programs...... 170 Parks & Recreation - Lake Maintenance...... 171 Parks & Recreation - Parks Maintenance...... 172 Parks & Recreation - Yvonne Richardson Community Center...... 173 Parking & Telecommunications - Parking Management ...... 174 Planning & Development Management ...... 175 Engineering Design Services...... 176 Engineering - Operations & Administration ...... 177 Engineering - Right-of-Way Acquisition ...... 178 Engineering - Public Construction ...... 179 Current Planning...... 180 Long Range Planning ...... 181 City of Fayetteville, Arkansas Table of Contents (continued)
Building Safety...... 182 Community Resources & Code Enforcement - Community Code Enforcement ...... 183 Transportation - Operations & Administration ...... 184 Transportation - Right-of-Way Maintenance ...... 185 Transportation - Street Maintenance ...... 186 Transportation - Drainage Maintenance...... 187 Transportation - Traffic Control & Maintenance ...... 188 Transportation – Street & Trail Construction...... 189 Transportation - Sidewalks...... 190 Parking & Telecommunications - Off-Street Parking ...... 191 Community Resources & Code Enforcement - Administration & Planning...... 192 Community Resources & Code Enforcement - Housing Services ...... 193 Community Resources & Code Enforcement - Redevelopment ...... 194 Community Resources & Code Enforcement - Public Services ...... 195 Community Resources & Code Enforcement - Public Facilities & Improvements ...... 196 Parks & Recreation - Parks Development ...... 197 Parks & Recreation - Parks Development Capital...... 198 Water & Wastewater Director...... 199 Meter Operations - Meter Reading...... 200 Meter Operations - Meter Maintenance & Backflow Prevention...... 201 Meter Operations - Meter Operations Capital ...... 202 Water & Sewer Maintenance - Water Purchased ...... 203 Water & Sewer Maintenance - Operations & Administration...... 204 Water & Sewer Maintenance - Water Distribution Maintenance...... 205 Water & Sewer Maintenance - Water Storage & Pump Maintenance ...... 206 Water & Sewer Maintenance - Sewer Mains Maintenance...... 207 Wastewater Treatment Plant - Operations...... 208 Water & Sewer Maintenance - Capital Water Mains...... 209 Water & Sewer Maintenance - Capital Expenditures...... 210 Water & Sewer Maintenance - Water & Sewer Connections...... 211 Water & Sewer Maintenance - Sewer Mains Construction...... 212 Wastewater Treatment Plant - Capital...... 213 Water & Sewer Maintenance - Debt Service...... 214 Solid Waste & Recycling - Operations & Administration ...... 215 Solid Waste & Recycling - Commercial Collections ...... 216 Solid Waste & Recycling - Residential Collections...... 217 Solid Waste & Recycling - Commercial Drop Box Collections ...... 218 Solid Waste & Recycling - Recycling...... 219 Solid Waste & Recycling - Composting ...... 220 Fleet Operations - Vehicle Maintenance ...... 221 Fleet Operations - Capital Expenditures...... 222
Finance & Internal Services:
Organizational Structure...... 223 Overview ...... 224 Program Expenditure Summary ...... 225-226 Personnel Summary...... 227-228 City of Fayetteville, Arkansas Table of Contents (continued)
Finance & Internal Services Director ...... 229 Human Resources...... 230 Accounting & Audit ...... 231 Budget & Research...... 232 Building Services - General Maintenance...... 233 Building Services - Janitorial ...... 234 Purchasing ...... 235 Information Technology...... 236 Billing & Collections...... 237
Police Department:
Organizational Structure...... 239 Overview ...... 240 Program Expenditure Summary ...... 241-242 Personnel Summary...... 243 Central Dispatch...... 244 Animal Services - Patrol/Emergency Response ...... 245 Animal Services - Animal Shelter...... 246 Animal Services - Veterinarian/Clinic ...... 247 Police - Support Services ...... 248 Police - Patrol ...... 249 Police - Drug Enforcement...... 250
Fire Department:
Organizational Structure...... 251 Overview ...... 252 Program Expenditure Summary ...... 253 Personnel Summary...... 254 Fire - Prevention...... 255 Fire - Operations...... 256 Fire - Training ...... 257
Capital and Debt:
Capital Improvements Program Introduction...... 259 Capital Improvement Program Directional Information ...... 260-270 Summary of Project Requests & Project Resources...... 271 Capital Improvement Projects by Project Area - All Sources ...... 272 Sales Tax Capital Improvements Funding - By Project Category...... 273 Capital Improvements Program Comprehensive Detail...... 274-277 2006 Capital Budget...... 278-288 Debt Position ...... 289 Description of Outstanding Bonds ...... 290 Schedule of Bonds Outstanding ...... 291 Debt Service Payment Schedule...... 292 Legal Debt Margin Computation...... 293 City of Fayetteville, Arkansas Table of Contents (continued)
Debt to Maturity Schedule...... 294
Appendix:
City of Fayetteville Organizational Chart ...... 295 List of Elected Officials, Administrative Officials, & Management Staff ...... 296 Personnel Summary...... 297 Personnel Variation Summary...... 298-300 Acronyms ...... 301-302 Glossary...... 303-308 Index...... 309-313 CITY OF FAYETTEVILLE, ARKANSAS THE BUDGET DOCUMENT
The City of Fayetteville's budget document is an eight-part presentation consisting of the following sections: Budget Message Management Agenda Budget Process and Policies Fund Summaries Budget by Activity Department Summaries 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 2006. 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.
Management Agenda
This section begins with a brief introduction on the City of Fayetteville’s guiding principles and goals. The management agenda section provides the readers with where the City is going and how the City will obtain those goals. Also included are the results of the prior year’s goals.
Budget Process and Policies
The budget process and policies section gives the reader the procedural insight into the preparation of the Proposed 2006 Budget and Work Program and financial policies for the City. These policies include: Budget Adjustment Policy, Revenue Policy, Expenditure Policy, Debt Policy, Reserve Policy, Investment and Cash Management Policy, Capital Improvement Policy, and Financial Reporting Policy.
Budget by Activity
This section provides the reader with a budget format by activity instead of by division.
Fund Summaries
The Fund Summaries section contains information concerning fund types and fund position that depicts the financial activity projected for the City during the coming year for each fund.
Department Summaries
This section consists of the five major departments: General Government, Operations, Finance & Internal Services, Police, and Fire. 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) Division Expenditure Summaries - This section reflects expenditures by program in a Department for Actual 2004, Budgeted 2005, Estimated 2005, and Budgeted 2006.
(3) Division Summaries - This section provides a comparison of program expenditures and staffing levels during the past four years for each division.
Capital and Debt
This section contains: a synopsis of the 2006-2010 Capital Improvements Program and planned capital expenditures for 2006.
Appendix
The Appendix contains a City organization chart, a list of elected City officials, City management staff, a personnel variation summary for all City departments, a 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. 3DJH/HIW%ODQN,QWHQWLRQDOO\
THE CITY OF FAYETTEVILLE, ARKANSAS
December 6, 2005
Members of City Council and Citizens of Fayetteville
I am pleased to submit my Adopted Budget for 2006 for the City of Fayetteville. This budget has been prepared in accordance with the Arkansas Statutes and City Ordinances that require the Mayor, under the aldermanic form of government, to submit to the City Council the annual budget for approval. This budget allocates necessary funding for all municipal operations for 2006 including the 2006 capital projects set forth in the 2006-2010 Capital Improvements Program.
Much work remains to be done. In 2006, this Administration will continue to address the priorities that have been identified by the Strategic Goal setting process as well as by the results of the 2005 Citizens’ Survey. Each Department will be focusing upon key action item(s) to facilitate attaining these goals while continuing to produce high quality municipal services in a cost efficient and cost effective manner.
This 2006 Budget Message is divided into two parts. The first section contains a discussion of issues and challenges that this City must be responsive to and for which solutions must be developed to ensure that our quality of life is sustained. The second section, the financial section prepared by the Finance & Internal Services Staff, contains a discussion of the financial condition of the City and a description of how the 2006 Budget is structured to address the goals we, as policymakers, have agreed upon.
Staff has developed the accompanying adopted budget and work program to address these policy statements as well as keeping with the overall direction provided in the budget preparation memo. I am incorporating a portion of the management goals provided to Staff for this years’ submission.
2006 Budgetary Goals
Some of my budgetary goals for 2006 are:
! To minimize the use of reserves to fund ongoing operations for General Fund, Street Fund, and Parks Development Fund and to have Water & Sewer Fund, Solid Waste Fund, and Airport Fund operate within the revenue they generate
! To continue implementing capital improvements as funding is available
! To provide community services which are responsive to the needs of the citizens
! To obtain increased public support of City activities
! To provide quality municipal government at the most practical cost
! To produce a simple and easy-to-understand budget document
! In keeping with these budgetary goals, each program or service delivery area must be carefully analyzed to ensure the service is still needed and is being performed in the most cost effective and efficient manner possible. Each division head and department director was requested to review his/her operations and prepare a 2006 budget submission with these goals in mind. As each budget was prepared, the goals and objectives included in the Adopted 2005 Annual Budget as well as the Guiding Principles and Goals developed by the policy makers were referenced.
There are numerous policy determinations that City Council must make over the coming year that will determine, in part, how our City will fare over the next ten to twenty years and longer.
The focus of the City of Fayetteville’s 2006 Budget is directed toward continued implementation of the Goals 2008 statement developed from the Strategic Plan and the 2004 Strategic Retreat. In addition to focusing the 2006 Annual Budget & Work Program toward implementation of these Goals, this budget was developed to build on philosophies of enhanced customer relations, cost- effective public service, and responsive forward-thinking 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. We must face the challenges to be met in 2006 together.
All of our budget discussions need to occur in the context of our revenue stream. Fayetteville, during 2005, made progress in stabilizing our revenue stream.
• During 2005, City Council approved a cost of services policy that provides guidance to Staff for the adjustment of user fees. City Council implemented police and fire impact fees for facilities and equipment, authorized a contract to update our impact fees for water and wastewater, and is considering implementation of impact fees for street improvements. • City Council approved a consulting contract that has proved effective in Fayetteville’s ability to garner federal earmarks for critical infrastructure needs. This program resulted in significant federal funds for transportation improvements and sewer collection system rehabilitation. This budget contains funding to continue this effort. • City Council also approved funding from reserves for a special census. The results of the special census are expected early in the fourth quarter of 2006 and will provide significant additional operational revenue in the form of state-turnback. These measures, taken together, help offset the need for more a broad-based tax and utility rate adjustments to fund critical municipal services. • Our General Fund and Capital Improvements Program relies on sales and use taxes. A diversification of revenue for General Fund is essential to assure citizens minimal service disruptions as the regional economy expands and contracts. To place Fayetteville tax rates in perspective, sixty-five (65) cities in Arkansas collect a higher sales tax than Fayetteville.
II • With a 1.3 millage for 2006, we are also, by far, the lowest property taxing entity in Northwest Arkansas and one of the lowest in the State. Our existing revenue streams have served us well. It is to the credit of our Staff that Fayetteville provides such high quality services while operating on such a tight revenue stream.
Guiding Principles, Issues and Challenges
In order to further improve the quality of life in Fayetteville, the following is a discussion of some of the issues, challenges, and goals incorporated into the 2006 Budget.
1. Principle: Maintain Reputation as a “Safe Community”
Issue: Identified need to locate fire stations in East Fayetteville to reduce response times primarily for the South, Southeast, North, and Northeast portions of Fayetteville
Fire Station #3 is proposed to be constructed on property owned by the City at 1851 East Huntsville Road. This station will serve South and Southeast Fayetteville. Fire Station #5 is proposed to be relocated to Old Missouri Road at Highway 265 (Routh Park). Use of this location for a fire station has been ratified by the Parks and Recreation Advisory Board and planning for this facility is underway.
The 2005 budget contained funding to construct both fire stations and fund an apparatus for Fire Station #3. An architectural services contract for Fire Station #3 is expected to be submitted for City Council approval late in the first quarter of 2006. The 2006 Adopted Budget contains funding for four (4) new fire fighters who are scheduled as the second phase hires for Fire Station #3. An additional five (5) fire fighter positions will be needed in early 2007 to complete staffing needs. No additional staffing will be needed due to relocating Fire Station #5.
The Sales Tax Capital Improvements Fund contains funds from a bond issue to pay for these fire stations and for equipping Fire Station #3.
Issue: Identified need to add patrol officers in order to meet calls-for-service as well as an identified need for an enhanced communications system during emergencies
This budget contains funding for four patrol officers, a dispatcher, a support specialist and a 0.50 FTE evidence technician. A priority for federal grants during 2006 is to obtain funds for a multi- jurisdictional fiber optic line to address the need for improved communications during emergencies.
2. Principle: Strong Partnership with the University of Arkansas
Challenge: Continuing Education Center
The City entered into a lease agreement with the University of Arkansas in 1979 that committed the City and the University to a formula that established the real estate transfer price for the
III Continuing Education Center. The transfer price was to be effective when the bonds issued for construction were paid in full. During the next few months, the City and the University will need to finalize the transfer price as a wide disparity exists at this time.
3. Principle: Well-maintained City Infrastructure and Facilities
Issue: Street Infrastructure Enhancements
The Fayetteville Street Committee initiated planning for a Transportation Improvement Bond Program during 2005. This effort was tabled until additional issues related to the Wastewater System Improvements Project are resolved. The total program was approximately $143 million when it was tabled. Subsequent to the program being tabled, significant increases in cement, asphalt, and diesel have occurred so Staff will need to revalue projects to reflect current material pricing prior to the City Council submitting the bond issue for voter approval.
The Street Committee is scheduled to discuss the Transportation Bond Issue during the first quarter of 2006.
Challenge: Implementation of the Wastewater System Improvements Project (WSIP)
The WSIP is a project currently valued at approximately $175 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. Construction contracts have been awarded for renovations to the Paul Noland Treatment Plant and the new West Treatment Plant located on Broyles Road. Substantial completion of the West Treatment Plant is scheduled for May 2008.
The Wastewater System Improvements Project is the single largest infrastructure project undertaken by the City. Virtually every phase of this project will be in construction by the end of 2006.
4. Principle: Housing Choices for All Income Levels
Issue: The City does not have a sustainable attainable housing program. During 2006, this Administration is committed to the development of a sustainable housing program and anticipates presenting viable options for City Council consideration and approval before mid- year.
5. Principle: A Financially Sustainable City Government Providing Top-quality, Responsive Services
Issue: Preservation of Police Services initially funded by Federal grants
Fayetteville has received numerous federal grants to expand police services over the past several years. The federal funding has essentially ended for these programs and the City has retained the officers hired through these grants. This budget continues the services initially funded with
IV federal grant funds. As these programs mature and federal funding is not available to continue the services, the City needs to determine, as policy, if the services initiated through these grants should be continued.
Issue: Additional operating expense funds are needed for the Fayetteville Public Library
The Fayetteville Public Library requested additional funding for the expansion of hours and services. This budget does not recommend funding this request. The Fayetteville Public Library Board of Trustees, with the support of City Council, has undertaken a strategic planning process to identify community service needs and expectations. The process is expected to identify long- term funding options.
The 2006 Budget contains approximately $1.5 million for operations and maintenance funding for the Library in General Fund and an additional $298,000 for library materials funding in the Sales Tax Capital Improvement Fund.
Issue: Additional resources are needed to address long-term land use planning and infrastructure utilization
During 2006, Staff will be presenting for City Council approval adjustments to building permit fees and planning and development fees. Staff is also developing recommendations to provide additional revenue to fund supplemental planning and engineering positions dedicated for land- use and infrastructure planning.
A critical element in this process is for the City to adopt a long-term annexation policy. During 2005, Staff presented an annexation strategy for City Council consideration. The goal is for this annexation policy decision to be made and a policy adopted during 2006.
Issue: Public Safety Cost – Special Events
The City has long enjoyed numerous benefits of hosting special events from festivals to University of Arkansas’ events. Staff is completing a comprehensive report that examines Fayetteville’s cost for these services. The report also examines how similar communities fund the services needed. This report is expected during the second quarter of 2006 and can serve as a basis for a policy discussion to determine how the City should support and enhance local businesses and fund the public safety expenses that special events require.
Issue: 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, 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.
V Early in 2004, the City committed over $186,000 to comply with the initial phases of the Phase II Storm Water Management Regulations. The on-going cost of compliance with these regulations will require the City to redirect existing funds used for current municipal services or develop a new dedicated revenue stream to fund the cost of compliance. Larger municipalities have established stormwater utilities to provide for the on-going operations and capital cost associated with compliance with the Clean Water Act(s).
6. Principle: A Diverse, Growing Local Economy
Issue: Continuation of Downtown/Dickson Economic Development Initiatives
During the past three years, the Dickson Street streetscape improvements, a Downtown Master Plan, and the City’s first tax increment financing (T.I.F.) district have been completed. These efforts have reenergized the community and focused more attention on maintaining vibrancy in our City center. This budget contains funding to support this revitalization by funding the Square Gardens and the Lights of the Ozarks. Funding for the Fayetteville Downtown Partners is in the second year of a three year commitment. In 2008, Fayetteville Downtown Partners is to be self funded.
A detailed listing of the goals contained in the 2006 Adopted Budget is contained in the Management Agenda section of this document.
2005 Achievements
Federal Funding – Earmarks Thanks to our Washington D.C. delegation and the assistance of our consultant, Fayetteville received award notification of several federal earmarks that will assist the City in addressing critical infrastructure needs for transportation and wastewater. The City expects to continue to seek federal earmarks during 2006 to garner as much federal assistance as possible in addressing our needs. The result of this new initiative has proven effective as evidenced by the value of the federal earmarks totaling $12.2 million for 2005.
Tyson Complex The City completed the purchase of the Tyson Complex in early 2005. This property was purchased to provide needed space for the Police Department and Fire Administration, Training, and Fire Marshals bureaus. Renovating this facility or using the land for a public safety complex, will provide the City the opportunity to provide more appropriate space for District Court and the City Prosecutor as well as provide the opportunity to consolidate all building and development services in one location to improve customer service. The City engaged an architectural firm to conduct a space needs assessment for the public safety departments. While the report addressed space needs for Police, Fire, District Court, and the City Prosecutor, it did not address all issues. The City will require additional analysis before reaching a decision. While the architect was working on the space needs report, the City was able to use this facility to assist in responding to the after-effects of Hurricane Katrina.
VI Fire Stations The 2005 Budget contained funding for construction of Fire Station #3, relocating Fire Station #5, and purchasing the fire apparatus for Fire Station #3. The 2005 Budget authorized three fire fighters for Fire Station #3 and the Adopted 2006 Budget contains funding for an additional four fire fighters. The City will need to authorize an additional five fire fighters in 2007 to complete the staffing for this station. The construction of Fire Station #3 and relocation of Fire Station #5 will address the more lengthy response times for the east, south, and southeast portions of Fayetteville.
Economic Development 2005 has been a good year for economic development. Earlier this year, Sam’s Club announced that it would be constructing a new facility at the Wilson Springs Business Park (Springwoods). This addition to our City will provide convenience to our Citizens for shopping as well as additional City sales tax collections for use by City Council in addressing operational and capital needs. Malco Theaters has announced they will be constructing a new stadium seating theater in the CMN Business Park. Additionally, the City enhanced the continued development of high paying, technology based jobs. FEDC focused on attracting these high quality jobs to our City. The initial efforts for FEDC have resulted in BioBased Companies choosing to locate in Fayetteville near the Arkansas Research Tech Park. BioBased has committed to purchase City-owned land on Cato Springs Road for their facilities.
Emergency Ambulance Study The City, Washington County, and CEMS completed and issued a final report on the comprehensive study of the business structure for emergency ambulance services. The proposed model emergency ambulance service delivery is the “public utility model.” The public utility model for providing emergency ambulance services enables local communities the ability to fund these essential public safety services by serving as the clearinghouse for all emergency and non-emergency medical transport. Fayetteville and Springdale will need to enact enabling ordinances creating a sole source territory for these services. Washington County is in the process of developing an inter-local agreement to implement the public utility ambulance service.
Using a public utility model establishes a governing board appointed by the participating governments (Washington County, City of Fayetteville, City of Springdale, etc.). The governing board can contract for services from any provider or perform the services. It is anticipated that CEMS would cease to exist as a not-for-profit entity and their existing assets would transfer to the pubic utility.
Utilizing this type of organization, it is expected that the Citizens of Fayetteville will receive enhanced emergency ambulance services and contain cost to the maximum extent possible.
Public Safety Impact Fees City Council approved impact fees that will supplement existing funding to enable the City to address capital needs for the Fire and Police Departments more quickly. These fees are expected to become effective by mid-December of 2005.
VII Sewer Contract Negotiations with Farmington, Greenland, and Elkins Fayetteville has historically provided wastewater treatment services to Farmington, Elkins, and Greenland. Fayetteville and Elkins have concluded sewer service contract negotiations that clarify and strengthen the original 1981 contract. The contract is before the Elkins City Council awaiting approval and has been ratified by the Fayetteville Sewer Committee. This contract will be submitted to the Fayetteville City Council for approval prior to the end of 2005.
Contract negotiations with Farmington are proceeding. A proposed contract will be completed and submitted to the Fayetteville and Farmington City Councils prior to the end of 2005. Contract negotiations with Greenland are scheduled to start at the conclusion of contract discussions with Farmington.
Citizen Survey
The City entered into an agreement with the University of Arkansas to conduct a Citizens’ survey. This survey builds on the 2001 and 2003 surveys and provides City Council and Staff with additional information concerning City services. Shown below are some of the results of the 2005 Survey.
Citizen’s Survey Results With which of the following city services are you most satisfied?
Group One Services Group Two Services
Surface and Information Housing Transportation College Avenue Growth and Ground Water Streets Programs 4% Improvement Development 2% 6% 5% 4% Other Public Safety 5% 4% 1% Services A Clean and Other 17% Green City 2% 15%
Parks & Utilities Development of Recreation Fayetteville 19% Downtown Services Public Library Fayetteville 48% 53% 15%
VIII
Citizen’s Survey Results City Services Needing the Most Improvement
Group One Services Group Two Services
Public Safety Parks & Development of A Clean and Services Information Recreation Other Downtown Green City 4% Programs Services 5% Fayetteville 4% Fayetteville 6% Utilities 2% Public Library 8% 12% Other 1% 1% Surface and Ground Water 15%
College Avenue Streets Improvement Transportation 48% Housing Growth and 27% 29% 17% Development 21%
City Services Assessment
In a continuing effort to assess the level of priorities of the City Council, a City Services Assessment was conducted in August 2005. The assessment compared 31 direct services against each other, for a total amount of 465 questions. The Mayor and Aldermen completed the survey.
The most clearly aimed benefit of the City Services Assessment was to use the results as an informational tool in determining overall priorities. Additional benefits include providing data and goals for budget development. Staff used this information in determining the allocation of additional funding for New Personnel and other requests for the 2006 Budget. This assessment can serve as a tool to assist in determining funding authorizations.
Involving the City Council in the priority-setting process is an important means of building a broad consensus on necessary resource allocation decisions. More specifically, it can help make the staff aware of City Council priorities and our need to develop work programs to address City Council priorities. This is particularly significant in difficult financial times when budget reallocations and other gap-closing actions must be taken. In these circumstances, getting feedback from key stakeholders is critical to the ultimate success of the budget balancing efforts that address City Council priorities.
The 31 direct services comprising the assessment are shown on the following page. The “Ranking Results” shows the percentage that each particular service area scored compared to each of the competing services. For example, the Police Patrol service area was chosen as a higher priority 94% of the time compared to the other services. The services highlighted in yellow represent areas that received additional new personnel in the 2006 Budget.
IX City Services Assessment - Ranking Results 0% 20% 40% 60% 80% 100%
Police – Patrol Central Dispatch Fire – Operations/Training Engineering Fire – Prevention Long Range Planning Community Code Enforcement Building Safety Current Planning Council on Aging Razorback Transit Library Economic Development Police – School Support Park Maintenance Donald W.Reynolds Boys & Girls Club Park Administration/Recreation Programs Animal Services – Patrol/Shelter Parking Management Square Gardens Animal Services – Veterinarian/Clinic Yvonne Richardson Community Center (YRCC) Ozark Regional Transit Public Information Cable Administration Fayetteville Downtown Partners Community Access Television (CAT) Swimming Pool Lake Recreation Arkansas Air Museum/Ozark Military Museum First Night Fayetteville
X Conclusion
We will continue implementing improvements to provide superior municipal services for our Citizens. This would not be possible without our excellent Staff and the involvement of each member of the City Council. The year 2005 has been an excellent year yet for getting a lot of work done on behalf of our Citizens. 2006 looks even better.
The City’s accomplishments and our future plans require that this City Council and Administration prudently allocate our resources to deliver the services our Citizens deserve, need, and want. The primary purpose the City collects taxes, fees, and other revenue is to provide these services. The City’s annual budget is the authorization to fund operations and capital improvements. In contrast, budgets in private industry are used as a measure to gauge performance of management. A financial overview discussion of the City’s General Fund is included in the financial section that follows.
The more thoughtful we are in our dialogue, the more balance we use in our approach, the more creatively we address our challenges, the better the City we will build. I look forward with enthusiasm to the year at hand and working with everyone to continue to make Fayetteville the best City it can be.
Dan Coody, Mayor
XI
THE CITY OF FAYETTEVILLE, ARKANSAS
December 6, 2005
Mayor Dan Coody, Members of the City Council and Citizens of Fayetteville:
This section of the 2006 Adopted Budget provides a discussion of the total spending planned for 2006, a listing of the capital projects and debt issues planned for 2006, and a discussion of the new positions added in this budget.
2006 ADOPTED BUDGET EXECUTIVE SUMMARY
The 2006 Adopted Budget includes approximately $118 million in expenditures. All City funds are budgeted to comply with the City’s policy of maintaining a minimum of 10% of budgeted operating expenditures in unrestricted fund balance or cash and investments with the exception of General Fund, which must maintain a minimum reserve of $3.435 million or sixty (60) days of annual regular general fund operating expenditures.
Summary of Fund Expenditures
Category Adopted 2005 Adopted 2006 % Change
Personnel$ 36,413,693 $ 38,413,063 5.49% Materials & Supplies 5,136,201 4,793,892 -6.66% Services & Charges 16,100,487 17,760,699 10.31% Maintenance 2,278,458 3,967,561 74.13% Internal Charges 3,804,344 4,138,848 8.79% Debt Service 15,823,021 10,607,006 -32.96% Purchased Water 5,629,700 6,300,000 11.91% W.W.T.P. Operations 4,874,718 5,045,214 3.50% Total Before Transfers/Capital/Depreciation 90,060,622 91,026,283 1.07%
Transfers 1,703,577 1,711,383 0.46% Capital 16,393,054 15,136,320 -7.67% Depreciation 9,972,194 10,325,518 3.54%
$ 118,129,447 $ 118,199,504 0.06%
XII The City’s 2006 Adopted Budget increased approximately $70,000 when compared to the Adopted 2005 Annual Budget & Work Program. The majority of the increase in expenditures is primarily attributed to a re-classification of In-House Street Overlay from Capital to Maintenance, increased cost for routine salary increases and retirement cost increases for Police and Fire with LOPFI along with increases in fuel and utilities. Other changes are as follows: Personnel increased by approximately $511,000 due to the addition of 14.50 Full Time Equivalent Positions (FTE’s), Debt Service decreased approximately $5.2 million; Services & Charges increased approximately $1.7 million primarily due to increased funding: initial architectural fees for the Public Safety Complex - $400,000; and the Washington County Jail contract - $320,000.
Changes to the 2006 Proposed Annual Budget & Work Program:
During City Council review of the 2006 Proposed Budget, the following changes to the City’s General Fund were made:
• $400,000 was reduced from the Salary Contingency account to fund on-going merit/step plan raises. A change in the Budget Adjustment policy was made so that turnover savings could be moved between programs to fund pay plan raises. • $223,609 was reduced from phasing in all new position requests. As part of the new phasing in, Firefighters will start on October 1, 2006 and all other positions will start on April 1, 2006. • $17,500 was reduced from the budget for outside agencies. Originally an amount of $30,000 was budgeted as a contingency for fuel expenses and only $12,500 was needed to supplement the request for the Council on Aging program. • $15,000 was reduced from Other Contract Services. • $10,000 was eliminated for the annual Strategic Plan update. • $3,000 was eliminated for the performance audit updates related to the Cox Cable franchise. • $12,000 was reduced from Promotional Materials in Economic Development. • $14,997 was reduced by eliminating a Parks Maintenance Worker IV position and replacing it with a Code Compliance Officer position. • $76,000 in cost reductions will be made by charging out cost reimbursements to the Parks Development Fund. • $5,000 was eliminated for Rentals for renting out the Fayetteville Town Center for various meetings. • $7,000 was reduced from Worker’s Compensation premiums.
The proposed Budget for General Fund contained a Use of Fund Balance of $663,768. The total amount of reductions was $784,106 for an adopted General Fund surplus of $120,338.
XIII During City Council review of the 2006 Proposed Budget, the following changes to the City’s Airport Fund were made:
• $1,500,000 in grant revenue was eliminated for all Airport capital projects. • $1,780,000 in capital expense was eliminated for all Airport capital projects.
The proposed Budget for the Airport Fund contained a Use of Working Capital of $360,696. The total amount of reductions was $280,000 for an adopted Airport Fund Use of Working Capital of $80,696.
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 - $11.8 million; a portion of the City’s sales and use tax - $8.1 million; franchise fees - $4.1 million; charges for services - $1.3 million; intergovernmental - $2.0 million; and property tax millage - $1.2 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, engineering, planning, and building safety. The Net Resources (Uses) of General Fund for 2006 is budgeted at $120,338.
The significant increases in General Fund for 2006 include:
• Funding increase for the Fire Department of $281,000 - primarily for mandatory overtime, LOPFI pension cost increases mostly attributed to Legislative changes during the 2005 Arkansas General Assembly, and the addition of five new fire personnel.
• Increased funding for the Police Department of $348,000 – the addition of four Patrol Officers, one Dispatcher, one Animal Services Officer, one Support Specialist and a half time Evidence Technician and for LOPFI pension cost increases primarily attributed to Legislative changes during the 2005 Arkansas General Assembly.
• Increased funding for Operations of $241,000 - primarily as a result of routine salary adjustments, increased utility expenses, and increased fuel cost.
• Increased funding in Finance & Internal Services of $107,000 - primarily due to routine salary adjustments, increased software maintenance, and the full year of an in-year addition of a database administrator during 2005.
The City, Washington County, and CEMS completed and issued a final report on the comprehensive study of the business structure for emergency ambulance services. The proposed model emergency ambulance service delivery is the “public utility model.” The public utility model for providing emergency ambulance services enables local communities the ability to fund these essential public safety services by serving as the clearinghouse for all emergency and non-emergency medical transport. Fayetteville and Springdale will need to enact enabling ordinances creating a multi-
XIV jurisdictional emergency ambulance franchise for these services. Washington County is in the process of developing an inter-local agreement to implement the public utility ambulance service.
Using a public utility model establishes a governing board appointed by the participating governments (Washington County, Fayetteville, Springdale, etc.). The governing board can contract for services from any provider or perform the services. It is anticipated that CEMS would cease to exist as a not-for-profit entity and their existing assets would transfer to the pubic utility. Utilizing this type of organization, it is expected that the Citizens of Fayetteville will receive enhanced emergency ambulance services and contain cost to the maximum extent possible.
The $90,000 contained in this proposal is the second year of a three year funding agreement with Fayetteville Downtown Partners and is to be paid from the economic development portion of the Wilson Springs proceeds.
General Fund is the City’s main operating fund and as such will continue to face increased funding constraints. This budget addresses the most critical services identified through the City Council and Mayor’s survey. There are numerous unmet needs for 2006 that could not be addressed at this time.
The major policy issues for General Fund for 2006 include:
• Implementation of identified strategies to address the long-term funding needs for public safety services (Fire, Police, 911, Emergency Ambulance).
• Implementation of the Fayetteville Public Library’s Strategic Plan including the funding recommendations.
• Implementation of a plan to address the identified space needs for the Police Department; Fayetteville District Court; City Prosecutor; Development Services (Planning, Engineering, Building Safety, and Code Enforcement); and Parks & Recreation.
• Continued implementation of the User Fee/Cost Reimbursement Policy.
• Continued development of revenue diversification for on-going operations.
• Operational needs for new or remodeled facilities for the District Court/City Prosecutor and Police Department and increased emphasis on long-term planning for all City services and disciplines.
The City closed our jail in July 2005 when Washington County began housing our prisoners based on an inter-local agreement that became effective April 1, 2004. This adopted budget converts the remaining jail positions into patrol positions to address the need for additional resources to respond to calls for service.
XV Additional policy discussions include:
• Sharing the cost of School Resource Officers with the Fayetteville School District: The City and the Fayetteville School District (School District) have a long history of sharing costs for parks co-located on school property. If the City and School District develop a similar shared cost agreement for school resource officers, then the City would have the resources for additional uniform officers. City Staff and School District Staff met numerous times during 2005 to further define the services needed and funding parameters. It is expected that these meetings will continue as both the City and the School District need to make fundamental policy decisions regarding these services.
• Sharing the cost of dedicated traffic overtime for University of Arkansas events: The City incurs significant overtime cost providing traffic control to some University of Arkansas functions. Numerous jurisdictions provide uniform officers to assist with traffic control for athletic events. The University of Arkansas pays for uniform officers from the other jurisdictions. Staff originally anticipated entering into contract negotiations with the University of Arkansas mid-year 2005; however, this schedule has been revised to occur during the first quarter of 2006.
• Dedicated Library Millage: City Council has approved a resolution supporting the Fayetteville Library Board in the Library’s Strategic Planning process. An expected result of this strategic planning process is to identify the long-term service delivery needs and proposed funding methods to meet those identified service needs.
General Fund Reserves General Fund reserves are comprised of two distinct parts: Undesignated Reserves and Designated Reserves. The City Council adopted a minimum reserve policy prior to the sale of Wilson Springs. Based on estimated 2005 activity, General Fund’s minimum undesignated reserve is $4,763,000; excluding the Wilson Springs unexpended proceeds. It is expected that the City will have $9,246,379 in undesignated reserves at the end of 2006.
Use of the Wilson Springs proceeds has been and continues to be a policy discussion. Based on these policy discussions, City Council approved Resolution #185-04 on November 16, 2004 that transferred $4,387,115 to General Fund Designated Reserves. The balance of the Wilson Springs Designated Reserves at December 31, 2006 is $2,614,327.
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, traffic control and maintenance, and City owned sidewalks.
Revenues for Street Fund are primarily motor fuel taxes collected by the State (state turnback) and returned to the City on a per capita basis. The long term trend for state turnback is relatively flat. The per capita rate for Street Fund in 1995 was $41.00 and in 2006 is $46.60 or an increase of 13.6% over twelve years. As the City continues to grow, additional revenue sources will need to be
XVI identified to fund Street Fund activities. The City receives 80% of the road millage levied by the Quorum Court on real and personal property located within the City. The current 2005 levy is 1.11 mil, with a maximum 3.0 mil. This budget proposes to use approximately ($651,000) in reserves in 2006.
During 2005, the City was tasked to perform additional functions mandated by the Phase II Stormwater regulations. The City will need to consider a new funding mechanism for these mandated stormwater and drainage maintenance activities. The scope of work involved in compliance with the Phase II regulations include but are not limited to maintenance of drainage systems and structures and street sweeping and street washing. These functions are currently paid for in Street Fund. If the City adopts a new revenue source for the stormwater and street sweeping activities, the funding currently programmed in Street Fund could be reallocated to more street/sidewalk maintenance activities.
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 $2.8 million in planned expenditures for 2006 includes approximately $1,370,000 in capital improvements. The fund is budgeted to use reserves of approximately ($220,000) for 2006.
The Impact Fee Fund accounts for the revenues and expenditures related to the collection of the water and wastewater impact fees. During 2006, Staff anticipates proposing wastewater impact fees collected to fund portions of the Wastewater Systems Improvement Project.
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 2006 planned expenditures include $10,765,000 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, meter and backflow operations, and billing and collections.
For 2006, the Water & Sewer Fund is projected to have operating income of $5,091,150 before depreciation expense. City Council approved a water rate increase in December 2003 and a multi- year wastewater increase in January 2004. The revenue projections reflect increased customer growth as well as the phased rate adjustments. The water purchases budgeted for 2006 represent the largest expenditure for operations in the fund at $6.3 million. This represents approximately 30% of total operating expenditures. The wastewater treatment plant operations are budgeted at $5.3 million, which represents approximately 25% of the total operating expenses.
XVII 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. For 2006, the Solid Waste Fund is projected to have an operating loss of ($70,596) before depreciation expense. Net Loss for the fund is predicted to be ($616,370). The majority of this loss is attributed to an operational transfer to Shop Fund to purchase two new Solid Waste vehicles.
A review of commercial Solid Waste services and charges will be necessary in 2006.
The 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 2006, the Airport Fund is projected to have an operating loss of ($123,286) before depreciation expense. The 2006 budget reflects the decreased cost of running the FBO program at Drake Field.
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 2006 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.
Capital Improvements - 2006
This budget contains $20,516,000 for capital projects in 2006. This budget includes the projects for 2006 that are included in the 2006-2010 Adopted Capital Improvements Program. A detail listing of all of the projects planned for 2006 is included under the tab titled Capital and Debt.
Debt Issues – 2006
This budget does not anticipate issuing any new debt for 2006. It is likely that the City will issue approximately $3.1 million in amendment 78 Bonds to fund the construction and equipping of Fire Station #3 and relocating Fire Station #5. The bond issue was planned for 2005 but will be completed in 2006. The capital budget and associated debt are incorporated in the 2005 estimated amounts in the Sales Tax Capital Improvements Fund. This debt issue is predicted to have an annual debt service cost of approximately $850,000.
Staff expects to submit, for City Council approval, a financing plan that will provide the funds necessary to complete the WSIP. The financing plan is expected to be finalized by mid-year. It is possible that additional bond issues may be proposed for this project during 2006.
XVIII Personnel Changes
The 2006 Budget proposes to add 14.50 positions and delete 2006 Personnel Summary 6.50 positions for a net citywide 736.03 Total Employees (Full Time Equivalent Basis) addition of 8.00 positions. This budget adds a net of ten (10.0) Operations positions in General Fund – an General 325.10 Animal Services Officer, a Government Dispatcher, a Support Specialist, 46.75 a half time Evidence Technician, four Police Patrol positions, a Fire Investigator, four Fire 109.00 Firefighters, and one Code Finance & Compliance Officer. General Internal Fund deleted positions include Serv ices Police 69.75 three and a half Civilian Jailers 185.43 from the Police Department. This budget adds one position in Solid Waste Fund – a Truck Driver for the Residential Collections Program. This budget deletes three positions in Airport Fund due to the FBO Program being privatized.
CLOSING
The funding proposals contained in this budget are the result of a collaborative effort among all City Division Heads, Department Directors, and City Financial Staff members. It is built on the policies, goals, and objectives stated by the Mayor and City Council. It represents the financial and operational plan for the City of Fayetteville for 2006. The appropriations contained in this budget will provide for quality municipal services that meet the needs of the Citizens of Fayetteville.
Respectfully submitted, Respectfully submitted,
Stephen Davis Kevin Springer Finance & Internal Services Director Budget Manager
XIX
RESOLUTION NO. 233-05
A RESOLUTION ADOPTING THE 2006 ANNUAL BUDGET AND WORK PROGRAM AS APPROVED AND AMENDED.
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 adopts the 2006 Annual Budget and Work Program as approved and amended. A copy of the Amended Budget, marked Exhibit “A” is attached hereto and made a part hereof.
PASSED and APPROVED this 6th day of December, 2005.
APPROVED:
By: ______DAN COODY, Mayor ATTEST:
By: ______SONDRA SMITH, City Clerk
XX Fayetteville Community Overview
HISTORY work, and raise their families. The early settlers of Fayetteville would be amazed at the vast development that has evolved POPULATION / SIZE from the humble origin of the community. The From 1960 to 2000, Fayetteville has almost earliest recorded history of the City came from tripled in size growing from a population of Frank Pierce in about 1819. A hunter and 20,274 to 58,047. Based on the latest Census trapper, Pierce is believed to be the first estimate of 65,827 (July 2003), Fayetteville is the American of European descent to visit the area, third largest city in Arkansas. For an idea of Fay- coming within two miles of the City’s current etteville’s growth in size alone, the City currently location. By 1828, several families began to encompasses 49.14 square miles or 30,950 acres; locate near Fayetteville. The City grew rapidly, in 1870, the original town encompassed only and in 1829, a courthouse and post office were 1,116 acres. built. Fayetteville achieved town status in 1835, was surveyed into lots sold at public auctions ECONOMIC CONDITIONS over the next two years, and by 1841, had a Fayetteville’s unemployment rate has historically population of 425. Although it played host to been low and has remained below 3% since both the Confederate and Union Troops during 1994. The per capita income has grown an the Civil War (1861-65), impressive 67% since Fayetteville survived the 1990. The significant war to become one of the economic growth has been most important centers for fueled by the phenomenal commerce and learning in growth of Wal-Mart, Arkansas. By 1870, Fay- Tyson Foods, J.B. Hunt etteville became an Transport, and other incorporated city. locally-based companies. Recovery from the Fayetteville is known as devastating effects of the the business center for Civil War was slow; Northwest Arkansas. however, a very positive Aggressive in dealing with event occurred when the its growth, the City has City was chosen as the site anticipated future growth. for the Arkansas Industrial A goal of the economic University. This school development philosophy is opened in January 1872 and became the to not only encourage and support new business, University of Arkansas in 1899. but to direct the growth into areas compatible with existing industry and the economic base. In LOCATION addition, initiatives such as the update of the The City of Fayetteville, also the County Seat of City's General Plan 2025 and the Capital Washington County, is located in the northwest Improvements Program, a five-year plan updated corner of Arkansas. It is approximately 30 miles and revised as needed as a planning tool for east of the Oklahoma border and 50 miles south infrastructure and other capital improvements, of Missouri. Sitting near the tallest of the allow for enhanced capability to meet the ever- mountains in the Ozark Mountain Range, the increasing needs of Fayetteville citizens. The City enjoys four distinct and beautiful seasons in City commissioned a Downtown Master Study a climate that for decades has drawn a variety of and through the charrette process, the individuals seeking a special environment to live, community and design team arrived at a series of basic urban design and policy principles to
XXI guide future development of the downtown further augment campus diversity and integrity. area. The six key principles summarize the In addition to the University, the Fayetteville results of the citizen process and promote Public School system offers an excellent responsible growth, planning, and educational environment and includes nine development. The principles are as follows: 1) elementary schools, two middle schools, two a superbly walkable environment; 2) junior high schools, and two high schools. There downtown living; 3) smart parking; 4) smart are also private and parochial schools and rules; 5) special places; and 6) an experience facilities for developmentally-disabled children in the City. economy. The Fayetteville Economic
Development Council, a not-for-profit TRANSPORTATION organization, was formed through a partnership The opening of the new Interstate 540 highway between the City of Fayetteville, the University on January 8, 1999 and the completion of the of Arkansas, and the Fayetteville Chamber of four-lane upgrade of Highway 412 from Inter- Commerce, to lead economic development state 44 in Tulsa, place the City in the fast lane activity for the entire City. The City continued for continued growth in the 21st Century. Other to build on this effort in 2005 by approving a TIF available ground transportation in the area District to remove a downtown blight. includes rail-freight service through the Arkansas
& Missouri Railroad, daily bus service through EDUCATION Jefferson Bus Lines, and a number of excellent Fayetteville is home to the principal campus of motor-freight carriers. In addition to ground the University of Arkansas system, which has transportation, the region offers excellent air- contributed to higher education in the area for passenger service at the new Regional Airport, 133 years. The University contributes a dual role which opened in November 1999. to the economic well-being of the community by drawing new industry to the area by its research MEDICAL FACILITIES resources and by serving as a labor pool with a Two major hospitals in Fayetteville, the Wash- wealth of highly-educated people. Its programs ington Regional Medical Center and the Veterans in teaching, research, and public service are Administration Hospital, serve as outstanding constant stimulants to educational and cultural medical facilities for the region. The community advancement of the region. The University is also home to the North Hills Medical Park, a forms one of the strongest supports of the local complex providing extensive state-of-the-art economy; besides economic input generated medical, dental, and surgical needs; the from the University payroll, students (enrollment Northwest Arkansas Rehabilitation Hospital for is currently 17,821) spend millions per year with postoperative and corrective rehabilitation needs; local businesses. The University has also the Charter Vista Hospital providing treatment of developed the Genesis Program to advise, mental disorders and chemical dependencies; and incubate, and develop new products and busi- Community Bio-Resources, Inc., a blood plasma nesses, principally in highly-technical disci- center entering Fayetteville into the realm of plines. Many of these new businesses remain in high-technology biomedical research. Fayetteville following initial development. The
University’s entry into the Southeastern ENVIRONMENT/RECREATION Conference continues to expand its exposure and Realizing that the area's natural beauty is an to further stimulate a steadily thriving asset, which encourages both growth and tour- visitor/tourism phenomenon in Fayetteville. The ism, the City takes a proactive approach in recently completed Donald Reynolds preservation of a clean environment. The Parks (Razorback) Stadium, the completion of an & Recreation Division tends not only to indoor track facility, the completion of the new numerous parks and ball fields, but has in its care Northwest Quadrant Residence Hall, and the many large recreational areas and three lakes for completion of the University of Arkansas sports and recreational enthusiasts of all kinds Innovation Center, along with other construction and ages. On November 6, 2001, Fayetteville valued at more than $201 million, will serve to citizens overwhelmingly approved a dedicated XXII 3/4% sales and use tax to fund the debt service of Fayetteville comes to life as merchants and a low interest loan from the Arkansas Soil & residents City-wide illuminate the winter Water Conservation Commission for the nights with over 350 miles of lights. Wastewater System Improvements Project (WSIP). The 3/4% sales and use tax commenced • According to the Quarterly Cost of Living on April 1, 2002. The WSIP is a project valued Index, Fayetteville has consistently at approximately $175 million that will provide registered about 8% below the national the City with a second wastewater treatment cost of living. plant, improvements to the existing wastewater treatment plant, improvements to the sewer • A recent broad expansion of the Northwest collection system, and the elimination of several Arkansas Mall has given the region lift stations. The initial construction phases excellent shopping, making it competitive began in early 2005 with the final construction with the larger city malls. Also, phases scheduled for substantial completion in construction of the CMN Business Park, late May of 2008. In 1996, a Solid Waste Trans- located in the same area as the mall, has fer Station and Recycling Facility went into begun with several new retailers and operation that was designed to meet solid waste restaurants opening in 2004 and 2005. needs well into the future. The City already had one of the most effective recycling programs in • The new 88,000 square foot Library and the State and this facility allows for an even more parking garage which opened on October effective recycling management program. 9, 2004. The new facility has a collection of 300,000 items, over 100 public OTHER EVENTS AFFECTING THE computers, a 12,000 square foot children’s FUTURE library, a meeting room for 200 and one for 25, a story room for 60 children, one • Expansion of public transit services by large and eight small quiet study rooms, a providing increased service delivery young adult area, a computer lab and an coordination between the City, the area for local and regional government University of Arkansas – Razorback documents and genealogy. Transit, and Ozark Regional Transit (ORT). The City, ORT, and the Regional Transit Authority continue to explore CONCLUSION methods to provide increasing levels of The City of Fayetteville, Arkansas, is a collective public transit services to our community. association of more than 65,000 people in a The transit system is funded primarily region with a population base of more than from three sources: fares charged to riders, 455,000. The City has progressed through many local city and county contributions and stages of development. It is a vibrant community federal transit grants funds. with transportation and industrial expansion not imagined in earlier times. • The “Lights of the Ozarks Festival” has enjoyed twelve successful years and continues to get bigger and better each year. During the holiday season,
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 settler’s lives in Fayetteville.
XXIII 2005 MISCELLANEOUS STATISTICAL DATA
Date of Incorporation - August 23, 1870 Form of Government - Mayor/Council Area (Sq. Miles) - 49.14
Fire Protection Sewer Stations 7 Miles of Sanitary Sewers 500 Uniformed Employees 101 Average Daily Treatment (Gallons) 11,663,000 Police Protection Stations 1 Public Educational System Uniformed Employees 114 Elementary 9 Middle 2 Parks & Recreation Junior High 2 Number of parks 59 High School 2 Number of playgrounds 35 Full-Time Equivalent Teachers 580 Number of tennis courts: Registered Students 8,353 Lighted 4 Unlighted 4 Building Permits
Number of basketball goals 91 Year Number Value Number of softball/baseball fields 20 2005 (est.) 787 233,566,900 Number of community centers 4 Number of swimming pools 2 2004 786 165,101,359 Number of soccer fields 10 2003 766 179,007,988 Number of volleyball courts 10 2002 368 119,155,520 Number of recreational complexes 2 Acres: 2001 377 85,262,302 Park Land 2,435 2000 388 121,887,263 School Park Land 14 1999 510 100,854,816 Natural Areas 168 Trail Corridors 105 1998 345 58,548,911 Entryways and Street Medians 15 1997 365 59,288,194 Plazas/Public Lands 6 / 2
Water 739 Unemployment Rate (%)
Streets Year Rate Street Miles: - Graded and Surface Treatment 6.99 2005 2.6 - Paved (Concrete and Asphalt) 329.37 2004 2.5
Water 2003 2.5 Water Meters 35,600 2002 2.0 Beaver Water District Pumping Capacity (Gallons) 80,000,000 2001 1.7 Pumping Capacity to Fayetteville 2000 1.6 (Gallons) 29,000,000 Average Daily Consumption 12,800,000 1999 2.1 Miles of Water Mains 605 1998 2.8 Fire Hydrants 2,400 1997 2.5
XXIV 2000 Census - General Demographic Characteristics
XXV
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XXVI Management Agenda
The City of Fayetteville took part with a facilitator to conduct a leadership and strategic goal setting exercise as part of a retreat. 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 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 priorities as well as long-term 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 and Goals for 2008 are listed below.
Guiding Principles:
1. A Naturally Beautiful City - Our Mountains and Hills, Our Creeks, Our Open Greenspaces 2. Well-maintained City Infrastructure and Facilities 3. A Diverse, Growing Local Economy 4. A Financially Sustainable City Government Providing Top-quality, Responsive Services 5. A Revitalized South Fayetteville 6. Greater Ease of Mobility through an Effective Transportation System 7. Home of a Nationally Recognized University with 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 in which to Live
Goals for 2008:
• A Strong, Diverse Local Economy • Planned and Managed Growth • Development of Our Crown Jewels: The Square – Dickson Street – University • Improved Mobility and Street Quality • Strong Partnership with the University of Arkansas • A Beautiful City – Clean and Green
1 2006 Management Agenda - Summary
Strategic Plan Goals
2006 Management Agenda Strong, Diverse Local Economy Planned & Managed Growth Development of Crown Jewels Improved Mobility Strong Partnership with UA A Beautiful City Service Improvements 1. City-Wide Telecommuncations and Technology Infrastructure ■ 2. Development Codes and Processes Evaulation and Streamlining Actions ■● 3. City Events, Festival: Coordinated Program Mechanism ■ ● 4. Economic Development Strategy, Benchmark Measures, Annual Action Plan - ■● Fayetteville Economic Development Council (FEDC): 5. City Incentives for Businesses - Policy and Actions ■ 6. College Avenue Redevelopment ■●● 7. Airport 20 Year Master Plan Update ■ 8. Attainable Housing Policy and Strategy ■ 9. Annexation Policy ■ 10. Infill Development Policy ■ 11. Rental Registration and Inspection Policy ■ 12. Street Access Management Policy ■● 13. Update Water/Sewer Impact Fee Calculation ■ 14. South Fayetteville Revitalization ■ 15. Multi-Family Design Standards ■ 16. Sewer Negotiations Farmington and Greenland ■ 17. Engineering Specifications – Development and Funding ■ 18. In-House Water & Sewer Capacity Modeling – Develop and Maintain ■ 19. Water Master Plan ■ 20. Impact Fees for Roads ■ 21. Citywide Master Plan 2025 – Update ■ 22. New Parking Deck in Dickson Street Area ■ 23. Entertainment/Cultural District ■● 24. Zoning District Code ■ 25. Business Improvement District: Development and Funding (Downtown ■ Management District) 26. Downtown Square Rehabilitation and Enhancement ■● 27. Persimmon Street Direction and Actions ■ 28. Fayetteville Expressway Economic Development Corridor (College Avenue, ●■ CMN, Mall Access) – Project Implementation and Additional Funding 29. Sidewalks for Elementary School Areas ■ 30. Neighborhood Traffic Calming ■ 31. Huntsville / 15th / Happy Hollow Intersection Improvement ■ 32. Transportation Improvement Plan and Funding ■ 33. Trail System Development ■● 34. Township Widening ■ 35. Kings Drive Improvements ■ 36. Directed Traffic Enforcement ■ 37. Coordinated Plan for Federal Highway Funding Requests ■ 38. Institutional Drive Conversion Policy ■ 39. Reimbursement for City Services ■● 40. Residential Parking Program ■
■ Primary Goal ● Secondary Goal
2 2006 Management Agenda - Summary
Strategic Plan Goals
2006 Management Agenda Strong, Diverse Local Economy Planned & Managed Growth Development of Crown Jewels Improved Mobility Strong Partnership with UA A Beautiful City Service Improvements 41. Technology Corridor Enhancement Project (Cato Springs and Razorback ●■ Road) 42. Water Distribution System and Backflow Prevention System Upgrades ■ 43. Stormwater Utility Policy ■ 44. Green Building Policy ■ 45. Code Enforcement, Prosecution, and Adjudication Process Evaluation and ■ Recommendations 46. Public Education on Stormwater Management ■ 47. Community Park – Implementation and Additional Funding ■ 48. Sanitary Sewer Rehabilitation Project ■ 49. Botanical Garden - City Participation Plan ■ 50. Skull Creek Remediation – Funding ■ 51. Litter Prevention and Enforcement Program ■ 52. Cost of Service Study ■ 53. Cable Television Franchise Agreement ■ 54. Justice Center and Public Safety Complex Direction, One year Actions ■ 55. Fire Stations #3 and #5 ■ 56. PEG Strategic Planning Process Including Upgrade of Cablecasting System ■ 57. Library Strategic Plan ■ 58. Document Imaging and Paperless Agenda ■ 59. Budget Process and Planning Policy ■ 60. Compensation and Classification Study ■ 61. District Court Software Upgrade ■ 62. 2006 Special Census ■ 63. Closed Pension Plan – Review Possible Administrator Options ■ 64. 20 Year Master Plan for City Services Space Needs ■ 65. Police Call Management Policy ■ 66. Cost of Police Service Analysis ■ 67. Police Manpower Allocation Plan ■ 68. Police Performance Based Evaluation Plan ■ 69. Attain Accreditation for Police Department from Commission on Accreditation ■ for Law Enforcement Agencies, Inc. 70. Wastewater System Improvement Project ■ 71. 36” Water Transmission Line ■
■ Primary Goal ● Secondary Goal
3 2006 Management Agenda - Detail
Goal 1: A Strong, Diverse Local Economy:
1. City-Wide Telecommunications and Technology Infrastructure: Staff will develop a task list and make a recommendation to the Telecommunications Board for additional action and analysis.
2. Development Codes and Processes Evaluation and Streamlining Actions: The City will hold developer workshops and provide a mechanism for developer feedback in the development review process. Staff will evaluate adding personnel to develop an “expedited fast track” permitting process that would be funded through higher development review fees. Building Safety will implement a One-Stop Permitting process for single family home permitting. The Downtown Zoning Code will provide an administrative review process for projects that meet the new code. Staff will evaluate the review process to eliminate unnecessary meetings for the applicant. The City will implement a Hillside Overlay District to meet the goals of the Mayor and the City Council’s Strategic Plan.
3. City Events, Festival: Coordinated Program – Mechanism: (a) Prepare and submit an ordinance establishing the fee schedule for use of public parking and/or street right-of- way for festivals or events with attendance of 20,000 or more. (b) Fayetteville Downtown Partners will continue to provide assistance with festivals and events in downtown Fayetteville and in the Entertainment/Cultural District. The City will continue to provide the application and permitting process to event producers seeking additional City resources required for festivals and special events.
4. Economic Development Strategy, Benchmark Measures, Annual Action Plan - Fayetteville Economic Development Council (FEDC): FEDC is scheduled to conduct a retreat in the first quarter of 2006 to set priorities and an action plan for 2006. One product of the retreat will be a list of the top five economic development priorities for the City.
5. City Incentives for Businesses - Policy and Actions: Staff will develop a general policy statement regarding the City’s approach to businesses based economic development incentive packages.
6. College Avenue Redevelopment: (a) Mayor and Staff will continue developing plans for the redevelopment of College Avenue, including funding alternatives. (b) A Master Street Plan right-of-way amendment will be forwarded to reflect the recommendations adopted in the Downtown Master Plan which includes wide sidewalks, a street tree planting program, and associated pedestrian enhancements. The City Council Street Committee will be presented conceptual street cross sections to improve the vehicle and pedestrian safety and beautify College Avenue.
4 7. Airport 20 Year Master Plan Update: Barnard Dunkelberg and Company Airport Consultants, along with airport staff, will complete the FAA funded study and master plan in the second quarter of 2006. The plan will be sent to FAA for acceptance and will be presented to the City Council following the FAA’s signoff.
Goal 2: Planned and Managed Growth
8. Attainable Housing Policy and Strategy: Staff will coordinate with the City Plan 2025 efforts to review and revise the attainable housing element for the City’s strategic plan. Staff will outline a Workforce/Attainable Housing Policy that will define target markets for City participation, identify mechanisms for that participation, and present the policy plan to City Council.
9. Annexation Policy: Staff will update the current annexation policy in coordination with the City Plan 2025 public participation process. Staff will also make a recommendation to the City Council concerning a comprehensive annexation election.
10. Infill Development Policy: Staff will continue to evaluate and recommend higher density projects within appropriate areas of the City where infrastructure can support the proposals.
11. Rental Registration and Inspection Policy: The City will evaluate the implementation and associated staffing and budgetary needs to create a rental registration and inspection program.
12. Street Access Management Policy: Staff will bring forward an access management ordinance to amend the Unified Development Code based on the BWR Traffic Study recommendations. Staff will continue to implement the policies in place to reserve right- of-way corridors and limit access to arterials where appropriate.
13. Update Water/Sewer Impact Fee Calculation: The update to the study will be brought forward for adoption and ordinance amendments will be recommended to update and adopt new impact fees.
14. South Fayetteville Revitalization: CDBG program will continue to provide funding for improvement projects and assist in the continued revitalization of South Fayetteville. Planning Staff will continue to encourage redevelopment projects in South Fayetteville that provide a mixture of housing and job types.
15. Multi-Family Design Standards: Staff will begin to research architectural design standards for multi-family housing in all areas of the City in an effort to provide a higher quality of community development while creating an attainable housing supply.
5 16. Sewer Negotiations Farmington and Greenland: Finance & Internal Services Department participates as part of the City’s negotiating team, develops supporting data for the negotiation process, and assembles the final agreement for approval by the Fayetteville Sewer Committee and Fayetteville City Council.
17. Engineering Specifications – Development and Funding: Organize and combine Water, Sewer, Street, and Drainage specifications including detailed drawings to be used for City projects and private projects installing public infrastructure.
18. In-House Water & Sewer Capacity Modeling – Develop and Maintain: Develop computer models to have the capability to perform an instantaneous capacity analysis to determine impacts from private developments on infrastructure.
19. Water Master Plan: Finalize and accept the final plan from McGoodwin, Williams & Yates for the recommended future improvements to the City water system.
20. Impact Fees for Roads: A study has been completed and will be discussed in conjunction with the transportation bond program.
21. Citywide Master Plan 2025 – Update: A public participation process will identify the vision for Fayetteville in transportation, housing, and annexation policies among other issues identified in this process. A city-wide evaluation will be conducted with consultants Dover Kohl & Partners and Staff to ascertain the objectives of the citizens for the City’s future; a draft City Plan 2025 document will be reviewed and adopted by the City Council.
Goal 3: Development of Our Crown Jewels: The Square – Dickson Street – University
22. New Parking Deck in Dickson Street Area: Begin negotiations with University Baptist Church for the City of Fayetteville to purchase a portion of the UBC property in which to build an 800 plus space parking deck.
23. Entertainment/Cultural District: The Downtown Zoning Code will identify a boundary for the entertainment district, establishing guidelines to promote and encourage uses within the district.
24. Zoning District Code: The Downtown Zoning Code is being drafted and will be brought forward for adoption by the City Council.
25. Business Improvement District: Development and Funding (Downtown Management District): Downtown Partners will bring forward a proposed Downtown Improvement District.
6 26. Downtown Square Rehabilitation and Enhancement: Develop a strategy with the Parks & Recreation, the Engineering, and the Transportation divisions to rehabilitate the square gardens and sidewalks.
Goal 4: Improved Mobility and Street Quality
27. Persimmon Street Direction and Actions: Finalize the sale of 34 acres from the Westside Wastewater Plant property to allow for private developers to improve Persimmon Street and also to coordinate with adjacent developments for cost share opportunities.
28. Fayetteville Expressway Economic Development Corridor (College Avenue, CMN, Mall Access) – Project Implementation and Additional Funding: (a) Mayor and Staff will continue to pursue federal and state highway funding for these projects. (b) Staff will perform a traffic study of the corridor, identify and prioritize transportation improvements necessary to improve the access to this vital area, and coordinate with State and Federal agencies to utilize existing federal funds.
29. Sidewalks for Elementary School Areas: Continue to develop sidewalk linkages to and around elementary schools.
30. Neighborhood Traffic Calming: Continue to implement the new Traffic Calming policy by becoming more proactive by working with various neighborhoods.
31. Huntsville / 15th / Happy Hollow Intersection Improvement: Complete construction to realign the intersection and install traffic signalization.
32. Transportation Improvement Plan and Funding: Finalize a plan of critical mobility improvements necessary for the City with the City Council Street Committee and with City Council approval. Staff will determine a feasible and acceptable funding source.
33. Trail System Development: Identify and secure high priority trail corridors and construct five (5) miles of new trails by in-house crews.
34. Township Widening: Complete construction plans and documents, bid, and begin construction to widen Township to three lanes complete with curb and gutter, sidewalks, and underground drainage.
35. Kings Drive Improvements: Complete a study of options, prepare construction plans and documents, bid, and begin construction to remedy hillside and street failures.
36. Directed Traffic Enforcement: Staff will develop operating policies and procedures to improve the public and official perception of the advantages of police traffic services in crime control and collision and injury management through public outreach, proactive traffic law enforcement, traffic related performance measures for officers, business and residential partnerships, and better use of state accident data.
7 Goal 5: Strong Partnership with the University of Arkansas
37. Coordinated Plan for Federal Highway Funding Requests: Mayor and Staff will work with University of Arkansas representatives to develop a coordinated funding request package for the federal delegation, which will include a comprehensive plan for major highway projects in the City.
38. Institutional Drive Conversion Policy: The City will continue to work with the University regarding their desire to transfer some City streets in and around the campus to institutional drives to be maintained by the State.
39. Reimbursement for City Services: Finance & Internal Services Department anticipates initiating negotiations with the University of Arkansas for reimbursement of dedicated services provided by The Fayetteville Police and Fire departments during athletic and special events conducted on University property.
40. Residential Parking Program: Initiate a residential parking study that outlines the needs and services within downtown Fayetteville and the Entertainment/Cultural District.
41. Technology Corridor Enhancement Project (Cato Springs and Razorback Road): (a) The Mayor and Staff will continue to partner with the University of Arkansas in an effort to seek additional federal funding to complete this project. (b) The City will partner with the University to improve access and remove existing constraints to continue development of the Technology Corridor.
42. Water Distribution System and Backflow Prevention System Upgrades: A University of Arkansas funded upgrade to their water system and dedication of that system to the City of Fayetteville, improving the quality of service to both the City and the University. Installation and upgrade of the University's backflow prevention program to bring it in compliance with City and State regulations and to protect public health and safety. Work on this will total almost $2 million between 2005 and 2006.
Goal 6: A Beautiful City – Clean and Green
43. Stormwater Utility Policy: Study potential mechanisms to collect funds to effectively implement a stormwater system maintenance and improvement program.
44. Green Building Policy: (a) Develop and obtain City Council ratification of a policy to minimize the environmental impact for all existing City-owned buildings and develop environmental standards for all future City buildings. (b) Building Safety Division will develop a list of possible options utilizing national building codes to serve as the basis of a Green Building Policy.
8 45. Code Enforcement, Prosecution, and Adjudication Process Evaluation and Recommendations: The Administration, working with the City Prosecutor, will continue to define the processes necessary for successful prosecution of these code compliance and zoning issues.
46. Public Education on Stormwater Management: Continue the partnership with Washington County Cooperative Service to perform necessary education programs to remain in compliance with the State Stormwater Discharge permit.
47. Community Park – Implementation and Additional Funding: (a) Management of any debt funding that may be necessary for implementation. (b) Several public forums will be held to involve citizens in the design of the Community Park. A Steering Committee will be formed consisting of past and present Parks and Recreation Advisory Board members, as well as citizens, to create a plan to obtain donations in order to facilitate the development of the Community Park.
48. Sanitary Sewer Rehabilitation Project: Rehabilitation of the City's existing sanitary sewer system to reduce the volume of ground and rain water entering the system. Over $3 million of construction, half funded by federal grant funds, will be completed in 2006.
49. Botanical Garden - City Participation Plan: The City Council will continue to support the establishment of a viable Botanical Garden at Lake Fayetteville.
50. Skull Creek Remediation – Funding: (a) Mayor and Staff will continue to pursue federal and state funding for the remediation of Skull Creek. (b) Utilize current dedicated funding for the Scull Creek trail to begin development and construction of this trail corridor.
51. Litter Prevention and Enforcement Program: Staff will develop operating policies and procedures to integrate shift and division litter enforcement efforts through directed patrol assignments and source investigations. This integrated approach includes training on applicable ordinances and statutes, identifying specific littering and waste problems, and other environmental crimes.
Service Improvements
52. Cost of Service Study: Submit for City Council approval water and sewer tap fees, development review fees, and adjustments to building permit fees.
53. Cable Television Franchise Agreement: Staff will continue dialogue with Cox Communications and the Telecommunications Board in an effort to reach a franchise agreement.
54. Justice Center and Public Safety Complex Direction, One year Actions: Develop a policy statement for City Council approval.
9 55. Fire Stations #3 and #5: (a) Finance & Internal Services Department Staff will manage the architectural selection process for Fire Stations #3 and #5; manage the planned debt issue that will fund the construction of the fire stations; and manage the construction contracts. (b) Construct and furnish Station #5 at Crossover and Old Wire Roads, replacing the current Station #5 facility located at 833 North Crossover Road. The replacement station will enhance response times to the northeast quadrant of the City. (c) Construct, furnish, and staff a new fire station at the old Tyson facility on Huntsville Road. Station #3 constitutes expanded fire and emergency service for the southeast quadrant of the City.
56. PEG Strategic Planning Process Including Upgrade of Cablecasting System: Staff will work with the Telecommunications Board and the PEG Equipment Committee to initiate the RFP process for a cable casting system that will incorporate additional equipment and operations based strategic planning elements.
57. Library Strategic Plan: As requested, the Library will seek independent funding subject to approval of the voters. Additionally, the Library will continue to work toward meeting community needs for increased hours and resources through process improvements, technology deployment, and productivity gains.
58. Document Imaging and Paperless Agenda: Finance & Internal Services Department Staff will coordinate with the City Clerk’s Office the roll-out of document imaging for both internal use and public access to City documents through the City’s website. Staff will manage the electrical and data cabling upgrades in the City Council Chambers and Room 326.
59. Budget Process and Planning Policy: Develop a budget planning process that enables City Council to review the upcoming budget at least three weeks before the annual millage levy must occur.
60. Compensation and Classification Study: Award a contract for a compensation and classification system and target the final consultant report by October 1, 2006. Full implementation of the compensation and classification system is targeted for 2007.
61. District Court Software Upgrade: Award a contract for the software upgrade by the end of the first quarter of 2006.
62. 2006 Special Census: Management of the 2006 Special Census to include recruitment, providing facilities and equipment, and promotion of the special census. Target date for the census to begin is March 28, 2006 with results expected in July.
63. Closed Pension Plan – Review Possible Administrator Options: Prepare an analysis for each of the closed pension plans (Fire and Police) for action by the respective Boards of Trustees and City Council.
10 64. 20 Year Master Plan for City Services Space Needs: Prepare a master plan that addresses space needs required to continue providing citizen services in the Downtown area.
65. Police Call Management Policy: Staff will develop a call management policy which diverts calls to less expensive responses that directly or indirectly increase the availability of resources.
66. Cost of Police Service Analysis: Staff will determine the cost of police services and improve planning, budgeting, controlling, and evaluating police department expenditures and resources.
67. Police Manpower Allocation Plan: Staff will develop a plan for efficient and effective deployment of available personnel to meet the growing demand for police services.
68. Police Performance Based Evaluation Plan: Staff will formulate a new pay plan system that is founded on performance and proficiency.
69. Attain Accreditation for Police Department from Commission on Accreditation for Law Enforcement Agencies, Inc.: Police Department will obtain accreditation status over a period of 18 to 24 months.
70. Wastewater System Improvement Project: Construction of the new Westside Wastewater Treatment Plant (WWTP), upgrade of the existing Noland WWTP, and construction of 30 miles of large diameter interceptor pipelines to transport flows to the plants. This project will eliminate over 50 sewer overflows system wide on an average year.
71. 36” Water Transmission Line: Rehabilitation and flow control on the 36" water transmission main from the Beaver Water District to Fayetteville to meet regulatory requirements, extend the life of the pipeline, and reduce the potential for large water main breaks that impact system wide pressure.
11 Progress Update on the 2005 Management Agenda
A Strong, Diverse Local Economy
• Telecommunication and Technology Recommendation and Actions The Telecommunications Task Force is anticipating developing a report for distribution by the end of the third quarter of 2005. The Telecommunications and Technology Taskforce worked to develop a needs assessment which was published by Beta Rubicon and is posted on the City’s website. The Taskforce is no longer an active group. Staff has recommended that the Telecommunications Board engage in strategic planning for city-wide telecommunications and technology improvements/enhancements.
• Economic Development Strategy, Benchmark Measures, Annual Action Plan (from FEDC) The FEDC is scheduled to conduct a strategic retreat during the first quarter of 2005 to formalize the benchmark measures and develop the 2005 Action Plan. FEDC conducted a survey of their Board of Directors in January 2005. From the survey an action plan was developed and included items such as improving Fayetteville’s reputation as a business friendly community, recruiting Wal-Mart vendors, and recruiting knowledge-based companies. Some tangible results for 2005 include recruiting Sam’s Club and Bio-Based systems. The City’s reputation as a business friendly community continues to flourish. FEDC also held a retreat in July 2005 that provided update reports from the City of Fayetteville, the University of Arkansas, and the Chamber of Commerce. FEDC plans to conduct a second Board Retreat in February 2006 for its new members. The objective of the retreat will be to set the “Top Five Economic Development Priorities” for the City of Fayetteville.
• Development Codes and Processes Evaluation and Streamlining Actions Staff will evaluate existing processes and ordinances and recommend necessary changes to achieve the community’s development objectives. Current Planning worked in tandem with Long Range Planning to evaluate and revise several zoning district ordinances, including a revamping of the Planned Zoning District Ordinance, which has become increasingly utilized as a tool for simultaneous zoning and development approval or Master Plan approval for large projects. Adoption by the City Council of a reclassification of several Use Units in the Unified Development Code has also enabled staff to better help citizens when registering their business in the City of Fayetteville. Current Planning has continued to meet with citizens and the development community to modify the development review process as needed so that it is mutually beneficial for all those involved. Predictability in scheduling has been achieved and more current development information has been posted to the City’s website and through email lists than ever before.
• City Events, Festivals - Coordinated Program – Mechanism Staff will continue to work with programming organizations to facilitate their events and will monitor the contract with Fayetteville Downtown Partners to enhance the festival experience in Fayetteville. Staff worked to establish and maintain an effective communication line between the City and Fayetteville Downtown Partners (FDP). The City worked closely with FDP to help expand and enhance the Fayetteville Arts Festival. Staff
12 has monitored the contract with FDP and receives regular updates and reports from FDP to ensure contract compliance.
Planned and Managed Growth
• Attainable Housing Policy and Strategy Outside resources will be utilized to uncover any current barriers to attainable housing and to facilitate a strategy leading to public/private partnerships to create attainable housing. Staff has had numerous discussions with private parties interested in developing an attainable housing program. Staff is currently developing an action strategy for 2006.
• South Fayetteville Revitalization Strategy and One Year Actions The Comprehensive Planning process will facilitate a dialogue in creating a strategy of reinvestment and revitalization of South Fayetteville. This dialogue will begin with the City Plan 2025 public participation process in 2006.
• Citywide Master Plan 2025 – Update Utilizing outside resources, the Comprehensive Plan process will facilitate debate and strategies for many of the growth related issues facing the community today. The City Plan 2025 will serve as a significant update of the General Plan 2020. A selection committee comprised of a representative from the City Council, Planning Commission, University of Arkansas, multiple departments and City administration selected Dover, Kohl and Partners to facilitate a city-wide public participation process in February 2006. To begin identifying critical issues to be addressed in the plan, six focus groups were held in October 2005. A World Town Planning Day project with Ramay and Woodland Junior High Schools added youth input into the City Plan 2025.
• Annexation Policy Review and Specific Annexations, including Financial and Service Impact Analysis Model The Comprehensive Planning process will facilitate a dialogue in creating a strategy to address the conflicting perspectives regarding annexation and its environmental and financial issues. Staff completed and presented a fiscal impact analysis of the 2003 and 2004 annexations to City Council in June. Staff presented a strategic annexation recommendation in November and plans to continue the discussion during the City Plan 2025 process.
• Annexation Policy Review and Specific Annexations, including Financial and Service Impact Analysis Model City Council to approve a policy that defines cost impact calculations for annexation decisions. An initial analysis and report was developed by the Planning & Development Management Division. The policy discussion will continue during 2006.
• Hillside Downzoning Ordinance Outside resources will facilitate the discussion, evaluate existing development requirements, and lead the process of defining existing problem areas and acceptable solutions to accomplish the community objective. The Planning Commission recommended to City
13 Council on December 12, 2005 a Hillside Preservation Ordinance for City Council action in 2006.
• Impact Fees: Roads, Fire, Police Operations: Outside resources and the City’s Legal Division will propose and evaluate possible scenarios of these impact fees and recommend an appropriate ordinance. The City Council adopted Fire and Police impact fees on November 1, 2005. Collection of the impact fees began on December 2, 2005. The update to the road impact fee study was completed and is ready for adoption when the street bond program goes forward.
Finance & Internal Services: City Council to approve an ordinance implementing impact fees for roads, fire, and police. The Finance & Internal Services Department will develop the reporting and tracking mechanisms required to properly use these funds. City Council approved fire and police impact fees during the fourth quarter 2005 and the Finance & Internal Services staff ensure these funds are properly accounted for by developing a comprehensive reporting and tracking system.
Police: Participate with the Planning & Development Division, the Finance & Internal Services Department, and the City Attorney to develop an improvement program to utilize the impact fee. The police department participated in several meetings conducted by the Planning & Development Management Division. Staff contributions to this process involved providing data on anticipated cost of services on annexations to the City’s growth area and examining how an annexation will impact the number and nature of the services that the police department is expected to provide.
Citizens in these newly annexed areas expect the police to make complete investigations of every criminal incident reported or discovered in their neighborhood and respond to all non- criminal crises, as well as devoting a considerable amount of time to preventative patrol and handle a variety of non-police tasks.
A model was constructed to examine police records to determine the historical geographic distribution of police incidents (criminal and non-criminal), the distribution of police incidents over time (including priority level and response times), and the total work load per officer in various residential and commercial zonings. The theoretical basis for this model was to project police calls for services based on the number of households, annual average calls for service in similar areas, and annual average calls for service in commercial developments. Information from this model was used in the development of the current impact fee structure.
Fire: Participate with the Planning & Development Division, the Finance & Internal Services Department, and the City Attorney to develop an improvement program to utilize the impact fees. The fire department assisted the Planning & Development Management Division, the Finance & Internal Service Department, and the City Attorney Division regarding the Impact Fees ordinance for Roads, Fire, and Police service.
14 • T.I.F. for South School Avenue to Cato Springs Road T.I.F. Districts are on-hold pending Arkansas legislative action. No work progressed on this tax increment financing (T.I.F.) district during 2005.
Development of Our Crown Jewels: The Square - Dickson Street – University
• Entertainment/Cultural District: Creation City Staff will present “form-based” guidelines for development review within this district. Staff has developed “form-based” guidelines and presented the guidelines to the community. The guidelines are currently under review by property owners and design professionals in the entertainment/cultural district.
• New Parking Deck in Dickson Street Area Direction Staff will pursue Federal Transit Park and Ride/Multi-Mode Transportation funding, parking revenue enhancements in the Dickson Street activity area, and a partnership with the University of Arkansas. Staff has entered into discussions with the University Baptist Church concerning property they currently own adjacent to Watson Street for a possible parking structure to serve the growing entertainment district. The parking structure would also serve for student parking and other parking needs. These discussions will continue into 2006 with hopeful resolution by spring 2006. Staff will continue to pursue Federal Transit Park and Ride/Multi-Mode funding and parking revenue enhancements in the Dickson Street activity area.
• One Way Street Conversion Evaluation and Direction Proposed conversions will be evaluated by the Engineering and the Solid Waste & Recycling divisions and the Fire Department for recommendations to the City Council Street Committee. Phase one of the one-way street conversions has been completed for Church Avenue, Charles Avenue, and Spring Street. Additional on-street parking has been added where appropriate.
• Zoning District Code: Decision Any proposed changes will be evaluated through a public process involving professional designers, property owners, and the Planning Commission prior to City Council actions. The Downtown Code is currently in process for public review and adoption. Planning staff continues to meet with various development representatives and Dickson Street area citizens to ensure the numerous development proposals in the area are in keeping with the City’s goals. Several multi-use, multi-story structures have been favorably reviewed through the development review process, some of which are under construction, both on Dickson Street (Legacy Building, Lofts at Underwood Plaza, Meadow Place Condominiums) and off of the Square (Mountain Inn Redevelopment project).
• Mountain Inn Project Plan (Highway 71 East, Square Redevelopment District I - T.I.F.) and Demolition City Staff, the Mountain Inn project developers, and City consultants will develop and present for City Council approval a project plan including financing details to implement this project. On March 15, the City Council passed an ordinance creating Highway 71 East
15 Square Redevelopment District I - T.I.F. Contracts to purchase the Mountain Inn and surrounding buildings were signed in April and demolition commenced in May. The cleared land was sold to developers in August and according to the developers, the estimated project completion date is September 2007.
• Police Substation on Dickson Street Develop a comprehensive master plan to provide these services and submit for consideration by the Mayor and City Council. Currently there is no funding available for building or fully staffing a police substation on Dickson Street. The police department researched the possibility of converting rental property on Dickson Street for use by officers on a part-time basis as a practical alternative to building a new facility with full-time staffing. No buildings or office space on Dickson Street could be located to adequately meet the short-term operational needs for a police sub-station. The City Attorney has considered an offer to accept office space for a sub-station by a commercial developer currently building a mix-use building on Dickson Street. The police department has not been part of this discussion but recommended the proposal include consideration of space for the general public to enter to interact with police personnel (obtaining records, being interviewed, filing complaints, etc.), room to conduct community policing and crime prevention programs, and limited operational use and workspace for functions such as communications, officer briefings, and records and documents storage space. No technical and prisoner custody space would be necessary for this space.
Improved Mobility and Street Quality
• Master Transportation and Traffic Plan Adoption and Project Implementation A Street Bond Program is tentatively scheduled for voter approval in the second quarter of 2005 for major capacity and safety improvements. The Street Bond Program is now tentatively scheduled for the second quarter of 2006.
• Highway 265 – Funding The Mayor, City Council, and City Staff are actively involved in developing a Street Program for voter approval during 2005. The City and the Arkansas Highway Transportation Department have agreed to a cost-share for the improvements to Highway 265. Funds have been allocated for the project in the City’s five-year Capital Improvements Program.
• Traffic Calming for Neighborhoods - Priority and Funding Staff will work through the Council of Neighborhoods and individual neighborhood groups to address each unique traffic problem. In 2005, eight neighborhoods had traffic calming studies performed in which five qualified to have traffic calming devices installed. Two of these devices were installed and the remaining devices are planned for the first quarter of 2006. Staff presented the City Council Street Committee with recommended revisions to the policy which were approved in order for the requests to become more customer oriented.
16 • Rupple Road (North) - Funding, Cost Sharing Design Street Bond Program funding as well as utilization of outside resources to develop an equitable cost-sharing system for affected properties. The City Council Street Committee has approved three cost share agreements with private developers to construct 3,220 feet of Rupple Road as a principal arterial including a bridge over Clabber Creek and the Persimmon Street intersection. These cost shares will cover the full cost of construction.
• Steele Boulevard, Northhills Boulevard, and Fulbright Expressway - Evaluation for Connectivity and Access to Mall The Mayor, City Council, and City Staff are working with the federal delegation for specific highway funding for these improvements. The City received $9 million in the Federal Transportation Reauthorization Bill process for the Fayetteville Expressway Economic Development Corridor. These funds will be used to address mobility and street quality issues in this area.
• Trail System Development - One Year Projects and Priorities The focus will be on Scull Creek for acquisition and funding for construction. In order to become more efficient and provide more trails, an in-house trail construction crew was developed in the Transportation Division and the Engineering Division became the lead division in the design and procurement of the Trail Program. After the start up of the new program, 1.20 miles of trail were completed in the last two and half months of 2005.
• Sidewalk Policies for Elementary School Areas and Specific Project Priority and Funding This will be developed through the annual sidewalk program as adopted by the Sidewalk and Trails Task Force and the City Council Street Committee. Sidewalk construction continues in neighborhoods around elementary schools by the Transportation Division Sidewalk Construction Program. A sidewalk plan for the year is developed by staff and is approved by the Sidewalk and Trails Task Force and the City Council Street Committee. During the year, 20,000 plus feet of sidewalk construction has been completed. The immediate goal is to provide safe walking for school children in school neighborhoods using connectivity to existing sidewalks.
• Huntsville Road/Fifteenth Street/Happy Hollow Road - Project Direction, Funding The Huntsville Road/Fifteenth Street/Happy Hollow Road Improvements are being reviewed by the Fayetteville City Council Street Committee for inclusion in the planned Street Bond Program that is tentatively scheduled for voter approval in the second quarter of 2005. The Huntsville/Happy Hollow intersection realignment project was designed and the construction contract was approved by the City Council on November 1, 2005 as part of the Capital Improvements Program.
• Mount Comfort Road Improvement Project The Mount Comfort Road Improvement is being reviewed by the Fayetteville City Council Street Committee for inclusion in the planned Street Bond Program that is tentatively scheduled for voter approval in the second quarter of 2005. The Street Committee has reviewed the project for inclusion in the planned Street Bond Program. The bond program is tentatively scheduled for the second quarter of 2006.
17 Strong Partnership with the University of Arkansas
• Master Transportation Study - Coordinated with the University of Arkansas The City will participate with the University of Arkansas on their campus transportation planning and will invite the University to participate in the development of the City’s Comprehensive Plan as it relates to attainable housing, transportation, neighborhood/campus interface, etc. A joint University of Arkansas and City parking deck feasibility study was completed in 2005. The University incorporated the City into the development of a Campus Transportation Master Plan and the University is participating in the City Plan 2025.
• Reimbursement for City Services City Staff will develop a contract for services with the University of Arkansas for services provided that are not part of an enterprise activity. This remains a goal for the City even though there was not any progress made during 2005.
• Funding for Dickson Parking Structure (partnership with City) Staff will pursue Federal Transit Park and Ride/Multi-Mode Transportation funding, parking revenue enhancements in the Dickson Street activity area, and a partnership with the University of Arkansas. Staff has entered into discussions with the University Baptist Church concerning property adjacent to Watson Street for a possible parking structure to serve the growing entertainment district. The parking structure would also serve for student parking and other parking needs. These discussions will continue into 2006 with hopeful resolution by the spring of 2006. Staff will continue to pursue Federal Transit Park and Ride/Multi-Mode funding and parking revenue enhancements in the Dickson Street activity area.
• Land Acquisition Strategy and Plan Analysis and City Action Strategy will be developed through the Comprehensive Planning process involving the University of Arkansas and the surrounding neighborhoods. This strategy will be incorporated into the City Plan 2025.
A Beautiful City - Clean and Green
• Community Park – Decision Land ownership transaction to be consummated between the landowner and the developer. Staff is working with the developer to bring forward the annexation of this area.
• Code Enforcement, Prosecution and Adjudication Process Evaluation and Recommendation Staff will review internal processes within all responsible divisions and remove barriers to effective enforcement. Code changes may be necessary as well as City Council action. Staff has started and will continue to review these processes in 2006.
• Drainage Maintenance Crew Staffing Personnel will be hired and trained. Current personnel have continued to expand the drainage maintenance program in 2005. This crew greatly enhances ditch cleaning and
18 drainage pipe maintenance productivity. The Transportation Division has developed a daily schedule of ditch cleaning and a drainage pipe maintenance plan that encompasses the entire City. Increased drainage maintenance will greatly improve the infrastructure’s ability to carry storm water run-off in the City.
• Funding for Litter Prevention Program including Trash Cans Coordination between the Police Department and the Community Resources & Code Compliance, the Transportation, and the Solid Waste & Recycling divisions will continue. Neighborhood groups will be encouraged to become involved. Coordination efforts between various City departments and neighborhood groups continued throughout the year. Awareness programs such as the STOPS program at Woodland Junior High School, an anti- litter campaign organized by the student council and resource officer, and the Community Roundtable discussion held at the Government Channel studio occurred throughout the year.
Service Improvements 2004-2005
• Cost of Service Study City Council to accept cost of services study. The cost of services study was completed in early 2005 and served as a reference tool for City Council in approving a User Fee Cost Recovery Policy.
• Rates/Fees Study and Policy Direction Obtain City Council approval on a comprehensive cost recovery policy and submit the ordinance revisions to implement the new fees. City Council approved a User Fee Cost Recovery Policy for City Services on June 21, 2005. This policy was based on the cost of services study conducted during 2004/2005. The adopted policy provides guidance on the timing of user fee ordinance revisions. City Council approved revisions to lake fees during 2005 and the policy calls for a review of all Parks & Recreation fees in 2006. Staff expects to bring adjustments forward for development fees and water and sewer connection fees in 2006.
• Justice Center and Public Safety Complex Direction, One Year Actions Finance & Internal Services: City Staff will 1) assemble a selection committee for an architect; 2) develop a bond program to provide the initial financing for the project; and 3) develop a comprehensive plan for the remainder of the facility. A selection committee was formed and an architect selected. The space needs assessment phase of work was completed and a final report issued on December 15, 2005. The next phase will be to incorporate the findings of the space needs assessment with the City Council’s and the Mayor’s desire to retain most city services downtown. This policy statement by City Council and the Mayor will likely lead to the development of a Justice Center Complex utilizing existing city property downtown.
Police: Participation in the development of the master plan for the Justice Center and Public Safety Complex and identification of critical services to utilize these new facilities. Deputy Chief of Police Greg Tabor was assigned to the Architect Selection Committee that developed the RFP to study space needs and utilization of the Tyson-Mexican Original
19 property. Wilson Estes Police Architects was awarded the contract and initiated the project by touring the existing facilities and conducting “information-gathering meetings” with police department personnel. Some of the findings included insufficient office space, public access, storage areas, and equipment lockers. This information was already known by police personnel and documented in the space needs study completed by the Building Services Director & Project Manager Coy Hurd “for the purpose of researching the present and near future needs for operating space for Public Safety Divisions of City Government.” This study provided the following information on current, recommended, and future space needs for the police, city prosecutor, and district court.
Square Footage Needed by Department/Division Department/Division Current Recommended Future (2025) Police Department 22,229 47,867 62,634 City Prosecutor 1,965 2,615 3,105 District Court 2,848 6,135 6,910
Fire: Participation in the development of the master plan for the Justice Center and Public Safety Complex and identification of critical services to utilize these new facilities. Purchase property, select an architect, and begin construction of Fire Station #5, relocating to North Crossover Road. The space needs assessment segment for the fire department on the proposed Justice Center and Public Safety Complex has been completed. The work is on- going with regard to the placement of the fire station and possible ancillary buildings and/or the area needed for the department’s training and public education programs. The architectural design and building construction is tentatively projected for the third or fourth quarter of 2006.
Work has progressed on the relocation of fire station #5 to Crossover and Old Wire Roads. Staff received the surveyor’s analysis and report on the property and is currently moving to the design/architect approval phase of the project. At the earliest, construction could start during the second quarter of 2006.
• Service Plan for Growth Areas Plan development through Comprehensive Plan Update. The City Plan 2025 will serve as a significant update of the General Plan 2020. A selection committee comprised of a representative from the City Council, Planning Commission, University of Arkansas, multiple departments and City administration selected Dover, Kohl and Partners to facilitate a city-wide public participation process in February 2006. To begin identifying critical issues to be addressed in the plan, six focus groups were held in October 2005. A World Town Planning Day project with Ramay and Woodland Junior High Schools added youth input into the City Plan 2025.
20 CITY OF FAYETTEVILLE, ARKANSAS THE BUDGET PROCESS
The budgets of governmental funds (for example General Fund, Street Fund, and Parks Development Fund) are prepared on the modified accrual basis for revenues and expenditures. Under the modified accrual basis of accounting, revenues are recognized when they become both measurable and available. Expenditures are recorded when the related fund liability is incurred. The proprietary and trust fund types (Water & Sewer Fund, Solid Waste Fund, and Airport Fund) are budgeted on a full accrual basis. Not only are expenditures recognized when a commitment is made (i.e., through a purchase order) but revenues are also recognized when they are obligated to the City (for example, water user fees are recognized as revenue when bills are produced). Agency funds are not budgeted since they are custodial in nature and do not involve measurement of results of operations.
The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the basis of “Generally Accepted Accounting Principles” (GAAP). This conforms to the way the City prepares its budget. Formal budgets exist for all funds and fund types, except agency funds and account groups, but the budget-to-actual comparison reports are prepared only for the governmental fund types (General, Special Revenue, and Capital Projects).
The Annual Budget and Work Program is a fiscal plan which presents the services which will be provided to the community and the funds needed to perform these services. The type of service and the level of service is defined by the use of program objectives, which are further defined by performance measures. The Mayor is responsible for formulating the fiscal plan and presenting it to the City Council for approval and adoption. The key steps and dates in this process for the 2006 Budget and Work Program are described below:
1. Budget Preparation Package, July 2005 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 2006 budget request. In addition, target budgets were set for each fund and/or program. The target budget excluded service expansion requests and new personnel requests. These items are considered separately. Five training sessions were conducted by the Budget staff in July to review the budget calendar and to cover instructions for the proper completion of the 2006 budget submission.
2. Capital Requests and New Personnel Requests Forms, August 2005 Five Year Capital Improvements requests and New Personnel Requests were submitted for review and prioritization. Approval of the requests were based on a review of prioritized lists by Department Directors and Budget staff to see if original cost and continuing cost were within the available funding range. All capital items with a cost that exceeds $10,000 appear in the Five Year Capital Improvements Programs.
3. Budget Work Papers Submitted by Division Heads, August 2005 The Division Heads returned budget submissions requesting 2006 funding to the budget office. The budget office then verified that budget submissions were correct and within specified targets.
21 4. Analysis of Each Proposed Program Budget, September/October 2005 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 2006 Proposed Budget and Work Program was the result of this process.
5. Public Hearings, September-October 2005 The Street Committee, the Sewer Committee, the Parks & Recreation Advisory Board, the Airport Board, and Community Development conducted public hearings to obtain input from citizens on the 2006-2010 capital improvements program.
6. Capital Improvements Program Consideration by City Council-November 2005 The proposed 2006-2010 Capital Improvements Program (CIP) was presented to the City Council on November 8, 2005. City Council first considered the 2006-2010 CIP at the November 15, 2005 City Council meeting. The public was invited to attend and comment on the projects incorporated in the 2006-2010 CIP at various public hearings as well as the Council agenda setting sessions on November 22 and December 13 and prior to the City Council meeting on November 15 and December 6, 2005. The CIP projects listed for 2006 are incorporated in the 2006 Annual Budget and Work Program. The 2006-2010 Capital Improvements Program was adopted by City Council on December 6, 2006.
7. Consideration and Approval of the Budget, November/December 2005 The proposed budget was presented to the Mayor in November. The Mayor presented the Proposed 2006 Budget and Work Program to the City Council on November 15. Public hearings on the budget were conducted during November and December. The 2006 Budget and Work Program was adopted by City Council on December 6, 2005.
8. Implementing the 2006 Budget, January 2006 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 2006.
9. Adjusting the 2006 Budget, Throughout 2006 The budget may be adjusted throughout 2006. 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 Proposed 2006 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.
22 CITY OF FAYETTEVILLE, ARKANSAS THE 2006 BUDGET PROCESS
June July August September October November December January
Budget & Research develops revenue Budget & Research revises revenue projections projections
Budget & Research develops Budget Preparation Package
Divisions develop Capital Project Requests
Divisions develop Annual Budget Requests 23
Divisions submit Capital Project Requests to Budget & Research Division
Analysis of Capital Project requests by Budget & Research Division
Divisions submit Budget Requests to Budget & Research Division
Analysis of Budget Requests by Budget & Research Division
Public Hearings Consideration and Approval of the Budget and Capital Improvements Program (CIP) by City Council
Implement the 2006 Budget CITY OF FAYETTEVILLE, ARKANSAS FINANCIAL POLICIES
The purpose of this section is to present the policies that the City follows in managing its financial and budgetary affairs. These are general statements of policies, which represent long-standing principles, traditions, and practices that have guided the City in maintaining financial stability.
REVENUE POLICY
• The City will strive to maintain a broad and • The City will limit the designation of diversified revenue base that will equitably General Fund revenues for specified distribute the burden of supporting City purposes to maximize flexibility in services and will protect the City from budgeting and revenue utilization. short-term fluctuations in any one revenue source. • The City will review annually and revise, where necessary, its cost allocation • The City will actively support economic formula. and industrial development recruitment and retention efforts to provide for a solid revenue base. EXPENDITURE POLICY
• The City will maintain timely collection • Basic and essential services provided by the systems and implement necessary City will receive first priority for funding. enforcement strategies to collect revenues from available sources. • The City will establish performance measurements for all program areas, when • The City will establish user fees and feasible. These measures will reflect the charges for services, when feasible, at demand, workload capability, and projected levels related to the cost of providing the outcomes for the program to accomplish its services. The City will review the fees and objectives. charges on a periodic basis to determine modifications needed to keep pace with the • The City will adopt a balanced budget, by cost of providing the services. fund, for all funds maintained by the City, in which total anticipated revenues must • The City will establish, when feasible, self- equal or exceed the budgeted expenditures supporting enterprise funds and internal for each fund. However, if this cannot be service funds in which a relationship attained, the City will utilize unallocated between revenues and expenditures clearly fund reserves, which have been carried exists. forward from prior years.
• The City will project revenues on a • The City will maintain a budgetary control conservative basis so that actual revenues system to ensure adherence to the adopted will consistently meet or exceed budgeted budget and will prepare reports that revenues. compare actual expenditures to budgeted amounts. • The City will maintain a budgetary control system and will prepare reports that • The City will refrain from budgeting non- compare actual revenues to budgeted recurring or one-time revenue for ongoing amounts. expenses.
24 • The City will provide access to medical, revenues and the principle amount of dental, life, and long-term disability General and Street Fund debt shall not insurance for its employees. The cost for exceed 5% of assessed taxable property. these benefits will be a shared responsibility between the City and its • Outstanding short-term debt and employees. Amendment 78 debt obligations combined shall not exceed 5% of the City’s taxable • The City will provide access to appropriate real property. retirement plans for its employees. The City will make contributions for eligible employees at the percentage defined for RESERVE POLICY each of the respective retirement plans. • The City will maintain a minimum reserve, in Undesignated Fund Balance for General DEBT POLICY Fund of $3,435,000 or sixty (60) days of annual regular general fund operating • The City will maintain a policy of full expenditures, whichever is greater. The disclosure on financial reports and bond minimum unreserved General Fund prospectus. Balance cannot be reduced without specific City Council Resolution. • The City will maintain communications with bond rating agencies and continue to • The City will maintain a minimum reserve strive for improvements in the City's bond of at least 10% of current year operating rating. expenditures for the Street Fund in Undesignated Fund Balance. If existing • The City will pay for all capital projects reserves exceed the required level, such and capital improvements on a pay-as-you- funds may be used to provide for non- go basis using current revenues whenever recurring expenditures. The City will use possible. If a project or improvement monies in the 10% reserve only in times of cannot be financed with current revenues, emergency or fiscal and economic hardship. long-term or short-term debt or capital leases will be recommended. • The City will attempt to maintain a cash and investments balance of not less than • The City will refrain from issuing long- 10% of current year operating expenditures term debt for a period in excess of the for all Enterprise Funds. expected useful life of the capital project. • The City will maintain a Shop Fund reserve • The City will use special assessment necessary to fund the replacement and revenue or other self-supporting bonds expansion of the City's vehicles and instead of general obligation bonds, when equipment. feasible.
• The City will seek refinancing of INVESTMENT AND CASH MANAGEMENT outstanding debt if it is determined that the POLICY City will benefit by reduced interest expense over the remaining life of the • The City will deposit all receipts on a bonds of at least 3% of the principal being timely basis. refunded. • The City will strive to maximize the return • The City will require that General Fund and on its investment portfolio without Street Fund debt service shall not exceed jeopardizing principal amounts. 10% of annual general and road tax
25 • The City will limit its investments to the • The City will seek input from the public by types of securities provided for by Arkansas holding public hearings in relation to the statutes. establishment of projects and project priorities. • The City will diversify its investments by maturity date to protect against market FINANCIAL REPORTING POLICY fluctuations. • The City's accounting system will maintain • The City will purchase securities from records in accordance with accounting qualified institutions based on competitive standards and principles outlined by the bids in an effort to obtain the highest Governmental Accounting Standards Board available rates. (GASB), Financial Accounting Standards Board (FASB), and the State of Arkansas.
CAPITAL IMPROVEMENT POLICY • The City will employ an independent accounting firm to perform an annual audit • The City will prepare and update, as of the City's finances and make the annual needed, a five-year Capital Improvements audit available to all required and interested Program (CIP), which will provide for the parties. The audit shall be completed and orderly maintenance, replacement, and submitted to the State of Arkansas within expansion of capital assets. 210 days of the close of the fiscal year.
• The CIP will identify long-range capital • The City will produce monthly and projects and capital improvements of all quarterly financial statements reporting the types, which will be coordinated with the current periods’ activity for all funds annual operating budget to maintain full maintained by the City. utilization of available revenue sources. • The City will maintain an internal audit • When preparing the CIP, the City will seek function, which will be charged with to identify all viable capital projects and adopting and routinely monitoring internal capital improvements required during the controls of the City. subsequent five-year period. These projects and improvements will be prioritized by • The City will prepare an annual budget year and by funding source. Every attempt document that provides a basic will be made to match projects and understanding of the City's planned improvements with available funding financial operations for the coming fiscal sources. Future operating costs associated year. Copies of the proposed and final with a project or an improvement will also budget will be made available to all be given consideration in the establishment interested parties and opportunities will be of priorities. provided for citizen input prior to final decisions on the budget. • The City will seek Federal, State, and other funding to assist in financing capital • The City will seek annual renewal of the projects and capital improvements. Government Finance Officers Association's (GFOA) Certificate of Achievement for • The City will incorporate the reasonable Excellence in Financial Reporting and the findings and recommendations of the other Distinguished Budget Presentation Award. City Boards, Commissions, Committees, and Citizen task forces, as they relate to capital projects and improvements.
26 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.
27 TYPES OF BUDGET ADJUSTMENTS
There are five (5) types of budget adjustments. These are:
A. Adjustments to an operational program, to a capital project, or between capital projects, that require the use of fund balance, up to $2,500, may be approved by the responsible Department Director and the Budget Manager.
B. Adjustments to an operational program, to a capital project, or between capital projects, that require the use of fund balance, for $2,501 to $15,000, may be approved by the Finance & Internal Services Director.
C. Adjustments to an operational program, to a capital project, or between capital projects, that require the use of fund balance, 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 Policemen's Pension and Relief Fund Board of Trustees approves all expenditure activity within the Police Pension Fund.
E. Administrative budget adjustments will be approved by the Budget Manager. Administrative budget adjustments do not have any impact on fund balance.
Examples of administrative budget adjustments include: • Transfers of budget between programs within the same accounting fund. • 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). • Additional revenue received in one fund causing an increase in expense in another. 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.
28 BUDGET AMENDMENT REPORTING
As a matter of practice, staff will include any amendments made with the quarterly financial information provided to the City Council.
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.
29 CITY OF FAYETTEVILLE, ARKANSAS BUDGET ORGANIZATIONAL STRUCTURE
FUND In governmental accounting, a fund is a fiscal and accounting entity with a self-balancing set of accounts, created and maintained for a particular purpose and having transactions subject to legal or administrative restrictions. A separate budget is provided for each fund.
DEPARTMENT Departments are the major organizational sub-divisions. They have a broad overall purpose. The City of Fayetteville is organized into five departments: General Government, Operations, Finance & Internal Services, Police, and Fire. 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.
30 Consolidated Fund-Department-Program Structure
Appropriations
Wastewater Wastewater System City Advertising & Replacement & Disaster Sales Tax Capital Municipal Judge Improvements Sales Library Construction Arts Center Bond Police Pension Fund Fire Pension Fund CEC & Parking Fund Improvement Project Promotion Recovery Improvements Retirement Tax Bond
Street Fund CDBG Fund Parks Development Airport Drug Enforcement General Fund Off Street Parking Town Center Fund Water & Sewer Fund Shop Fund Solid Waste Fund
Impact Fee
Operations Operations Police Operations Operations
Operations & Admin. Parks Development Drug Enforcement Off Street Parking Vehicle Maintenance Right-of-Way Maint. Parks Dev. Capital Capital Expenditures Street Maintenance Drainage Maintenance Traffic Control & Maint. Sidewalks
Finance & Internal Operations General Government Police Fire Operations Operations Services
Admin. & Planning Administration Central Dispatch Prevention Water & Wastewater Dir. Billing & Collections Operations & Admin. Housing Services Maintenance Support Services Operations Meter Operations Commercial Collections Redevelopment Operations Patrol Training Water Purchased Residential Collections 31 Public Services Capital Expenditures Animal Patrol W&S Oper. & Admin. Commercial Drop Box Public Facilities & Imp. Animal Shelter Distribution Maint. Recycling Veterinarian/Clinic Storage & Pump Maint. Composting Sewer Mains Maint. WWTP Capital Water Mains Capital Expenditures W&S Connections Sewer Mains Constr. WWTP Capital Debt Service
Finance & Internal General Government Operations Services
Mayor's Admin. Operations Director Fin. & Internal Svrs. Dir. Public Information Comm. Code Enforce. Human Resources City Council Utilities Management Accounting & Audit City Attorney Parking Management Budget & Research City Prosecutor Swimming Pool General Maintenance Hot Check Parks Adm./Rec. Prog. Janitorial District Judge Lake Maintenance Purchasing Criminal Cases Parks Maintenance Information Technology Probation & Fines Yvonne Richardson Ctr. Small Claims/Civil Cases Traffic Control & Maint. Economic Dev. Plan. & Dev. Mgmt. Cable Administration Eng. Design Services City Clerk Eng. Oper. & Admin. Internal Audit ROW Acquisition Library Public Construction Miscellaneous Current Planning Long Range Planning Building Safety Planning & Dev. Mgmt. 3DJH/HIW%ODQN,QWHQWLRQDOO\
32 City of Fayetteville, Arkansas Chart of Governmental Fund Types
City Fund Structure
Governmental
General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds
GeneralStreet Arts Center Bond Library Construction City Advertising & Promotion Wastewater Improvements Replacement & Disaster Recovery Off Street Parking Sales Tax Bond Sales Tax Capital Improvements Community Development TIF Capital Improvements Parks Development Wastewater System Improvements Impact Fee Drug Law Enforcement
As noted by the chart above, the City utilizes all four (4) major Governmental fund types: General, Special Revenue, Debt Service, and Capital Projects.
General Fund - General fund is the general operating fund of the City. It is used to account for all financial resources except those accounted for in other funds.
Special Revenue Funds - Special Revenue funds are used to account for the proceeds of specific revenue sources, which are designated or required to finance particular functions or activities of the City.
Debt Service Funds - Debt service funds are used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs other than debt service payments made by enterprise funds.
Capital 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).
33 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, 2006
Special Debt Capital General Revenue Service Projects Total
Revenues: Sales Taxes $ 20,340,000 $ 0 $ 12,205,500 $ 8,137,000 $ 40,682,500 Hotel, Motel, Restaurant Taxes 0 4,185,800 0 0 4,185,800 Franchise Fees 4,063,9000004,063,900 Licenses and Permits 1,357,4700001,357,470 Intergovernmental 1,954,900 4,725,394 0 0 6,680,294 Charges for Services 1,336,750 973,793 0 69,300 2,379,843 Impact Fee 0 937,500 0 0 937,500 Fines and Forfeitures 1,492,1000001,492,100 Investment Earnings 503,700 417,605 89,600 1,693,100 2,704,005 Other 103,010 16,300 0 0 119,310
Total Revenue 32,310,130 11,256,392 12,295,100 9,899,400 65,761,022
Expenditures: General Government 5,735,0630005,735,063 Cost Reimbursements (1,995,016) 0 0 0 (1,995,016) Operations 5,524,775 7,093,544 0 0 12,618,319 Finance & Internal Services 4,048,6190004,048,619 Police 11,673,976 473,681 0 0 12,147,657 Fire 7,047,3750007,047,375 City Advertising & Promotion 0 1,568,717 0 0 1,568,717 Capital Outlay 0 1,370,000 0 10,906,270 12,276,270 Debt Service 0 0 9,340,005 0 9,340,005 Total Expenditures 32,034,792 10,505,942 9,340,005 10,906,270 62,787,009
Revenues Over (Under) Expenditures 275,338 750,450 2,955,095 (1,006,870) 2,974,013
Other Financing Sources (Uses): Operating Transfers In 50,000 150,000 0 200,000 400,000 Operating Transfers Out (205,000) (721,383) 0 (200,000) (1,126,383)
Total Other Financing Sources (Uses) (155,000) (571,383) 0 0 (726,383)
Revenues & Financing Sources Over (Under) Expenditures 120,338 179,067 2,955,095 (1,006,870) 2,247,630
Beginning Fund Balance - Estimated 12,377,241 8,405,918 5,335,564 6,905,432 33,024,155
Ending Fund Balance $ 12,497,579 $ 8,584,985 $ 8,290,659 $ 5,898,562 $ 35,271,785
34 City of Fayetteville, Arkansas Chart of Proprietary and Fiduciary Fund Types
City Fund Structure
Proprietary Funds Fiduciary Funds
Enterprise Funds Internal Service Funds Trust Funds Agency Funds
Water & Sewer Shop Police Pension Returned Check Solid Waste Fire Pension Payroll Airport Mun. Judge Retirement Municipal Court Town Center Continuing Ed. Center
As noted by the chart above, the City utilizes the Enterprise and Internal Service funds in the Proprietary fund type and the Trust and Agency funds in the Fiduciary fund type.
Enterprise Funds - Enterprise funds are used to account for operations (A) that are financed and operated in a manner similar to private business enterprise, where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (B) where the governing body has decided that periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes.
Internal Service Funds - Internal service funds are used to account for the financing of goods or services provided by one division of the City to other divisions of the City, on a cost reimbursement basis.
Trust Funds and Agency Funds - Trust funds and agency funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments and/or other funds. Trust funds are accounted for in essentially the same manner as proprietary funds since capital maintenance is critical. Agency funds are custodial in nature and do not involve measurement of results of operation.
In reference to the following combined statements, the revenues are listed by major source and the expenses are listed by major department or service. Also shown are depreciation, non-operating revenue and (expenses), transfers in and (out), and net income.
35 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, 2006
Proprietary Funds Internal Fiduciary Enterprise Service Funds Total
Operating Revenues: Airport Revenues $ 713,348 $ 0 $ 0 $ 713,348 Rents and Leases 122,000 0 0 122,000 Solid Waste Fees 7,821,000 0 0 7,821,000 Water Sales 12,731,892 0 0 12,731,892 Sewer Service Charges 12,786,700 0 0 12,786,700 Shop Charges 0 5,045,900 0 5,045,900 Contributions 0 0 72,740 72,740 Property Taxes 0 0 712,800 712,800 State Insurance Refund 0 0 608,000 608,000 Court Fines and Fees 0 0 127,200 127,200
Total Operating Revenue 34,174,940 5,045,900 1,520,740 40,741,580
Operating Expenses: Airport Operations 836,634 0 0 836,634 Water & Wastewater Director 177,413 0 0 177,413 Water & Sewer Maintenance 6,860,339 0 0 6,860,339 Water Supply 6,300,000 0 0 6,300,000 Wastewater Treatment 5,288,344 0 0 5,288,344 Customer Service & Meter 2,526,346 0 0 2,526,346 Solid Waste & Recycling 7,891,596 0 0 7,891,596 Continuing Education Center 68,050 0 0 68,050 Town Center and Parking Facility 5,500 0 0 5,500 Police Pension 0 0 1,476,814 1,476,814 Fire Pension 0 0 1,487,825 1,487,825 Fleet Operations 0 3,355,913 0 3,355,913 Total Operating Expenses 29,954,222 3,355,913 2,964,639 36,274,774
Operating Income Before Depreciation 4,220,718 1,689,987 (1,443,899) 4,466,806
Depreciation Expense 6,978,033 3,432,985 0 10,411,018
Operating Income (Loss) (2,757,315) (1,742,998) (1,443,899) (5,944,212)
Nonoperating Income (Expense) Interest Income 1,035,182 201,400 403,913 1,640,495 Interest Expense and Fees (759,497) 0 0 (759,497) Intergovernmental 0000 Other 919,500 0 1,500 921,000 1,195,185 201,400 405,413 1,801,998
Other Financing Sources (Uses): Operating Transfers In 671,383 656,000 0 1,327,383 Operating Transfers Out (585,000) 0 0 (585,000)
Total Other Financing Sources (Uses) 86,383 656,000 0 742,383
Net Income (Loss) (1,475,747) (885,598) (1,038,486) (3,399,831)
36 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, 2006
Proprietary Funds Internal Fiduciary Enterprise Service Funds Total
Net Assets - Beginning of Year 165,017,161 11,578,230 19,977,977 196,573,368
Net Assets - End of Year $ 163,541,414 $ 10,692,632 $ 18,939,491 $ 193,173,537
Capital Expenditures $ 3,136,323 $ 3,205,000 $ 0 $ 6,341,323
37 City of Fayetteville, Arkansas
Sources of Funds for 2006 1.6% 1.4% Property Tax 38.0% Fines & Forfeitures $1,871,100 Sales Tax $1,621,300 $44,868,300 6.3% Fund Balance $7,407,924 1.4% Other $1,681,620 3.5% 6.2% Franchise Tax Intergovernmental $4,189,400 $7,313,094 1.4% Transfers In 11.4% $1,727,383 Water Sales 3.7% 6.5% 10.8% $13,456,892 Investments 7.8% Solid Waste Sewer Service $4,344,500 Charges For Services $7,695,500 $12,786,700 $9,235,791
$118,199,504
Uses of Funds for 2006
5.1% 8.7% 7.7% Proprietary Capital Depreciation Governmental Capital $6,029,500 $10,325,518 $9,106,820 1.4% Transfers Out 32.5% $1,711,383 Personnel 4.3% $38,413,063 WWTP Operations $5,045,214
5.3% Purchased Water $6,300,000 4.1% Materials & Supplies 9.0% $4,793,892 Debt Service $10,607,006 15.0% 3.5% 3.4% Services & Charges Internal Charges Maintenance $17,760,699 $4,138,848 $3,967,561
$118,199,504
Note: The Sources of Funds chart includes revenues from all City funds. The Uses of Funds chart includes expenditures from all funds including $6,029,500 of capital expenditures in the Proprietary fund types. In compliance with GAAP, Proprietary fund balances do not reflect capital expenditures.
38 City of Fayetteville, Arkansas Multi-Year Comparison Adopted Budget Expenditures
Adopted Adopted Adopted Adopted Adopted 2002 2003 2004 2005 2006
Major Funding Sources:
General $ 22,027,849 $ 24,412,229 $ 25,878,763 $ 30,490,962 $ 32,239,792 Street 3,647,117 3,783,336 3,556,361 4,020,737 4,579,303 Off Street Parking 201,950 288,810 325,490 318,939 374,809 Community Development 647,000 774,564 645,070 774,813 716,351 Parks Development 1,507,860 1,662,855 1,610,989 1,876,528 2,843,081 Drug Law Enforcement 398,396 425,718 419,391 440,765 473,681 Water & Sewer 24,093,417 27,091,182 27,634,587 29,066,408 29,634,078 Solid Waste 6,954,673 6,445,367 7,148,155 7,617,894 8,577,580 Airport 5,465,010 5,605,073 5,442,814 3,911,703 2,484,783 Shop 6,673,301 5,705,905 6,860,672 7,710,276 9,993,898
$ 71,616,573 $ 76,195,039 $ 79,522,292 $ 86,229,025 $ 91,917,356
Capital Projects and Other Funding Sources:
Advertising & Promotion 1,816,265 2,020,000 2,129,200 1,974,425 2,240,100 Impact Fee 0 0 0 850,000 0 Arts Center Bond 409,215 408,690 407,310 305,060 0 Wastewater Imp. Sales Tax Bond 0 9,642,750 8,508,150 13,879,374 9,340,005 Library Construction 20,417,000 3,485,628 0 0 0 Replacement & Disaster Recovery 229,177 217,282 475,799 200,900 200,000 Sales Tax Capital Improvements 13,334,000 12,929,500 13,603,000 11,141,748 10,769,700 Wastewater System Improvements 25,000,000 35,000,000 76,502,600 2,100 2,500 TIF Capital Improvements 0000134,070 Town Center Construction 667,950 639,506 559,211 566,351 553,584 Continuing Education Center 609,032 615,565 594,855 157,467 77,550 Police Pension 1,095,620 1,096,130 1,191,179 1,326,950 1,476,814 Fire Pension 1,208,700 1,310,644 1,324,874 1,496,047 1,487,825 Municipal Judge Retirement 100 110 200 0 0
$ 64,787,059 $ 67,365,805 $ 105,296,378 $ 31,900,422 $ 26,282,148
Total - All Funding Sources $ 136,403,632 $ 143,560,844 $ 184,818,670 $ 118,129,447 $ 118,199,504
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.
39 Governmental Funds
General Fund
Special Revenue Funds Street City Advertising and Promotion Off Street Parking Community Development Block Grant Parks Development Impact Fee 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 TIF Capital Improvements Wastewater System Improvements Project
40 General Fund
General Fund Revenues Total sources of funds available in 2006 to support General Fund services include the estimated beginning fund balance of $9.0 million and revenues of $32.4 million. The City’s overall General Fund Revenue projections are based on historic trend data, expected population increases, projected inflation, performance of the national, state, and local economies and statistical information. Sources of Funds for 2006 $32,360,130 $21,498,300 $1,357,470 Sales Tax Licenses & Permits 66.4% 4.2% $50,000 Transfers 0.2%
$1,954,900 Intergovernmental 6.0%
$1,492,100 Fines & Forfeitures 4.6% $606,710 Investment Earn. & $1,336,750 $4,063,900 Misc. Charges for Services Franchise Fees 1.9% 4.1% 12.6%
County Sales Tax County Sales Tax: The largest source of General Fund revenue $14.00 (36.4%) is the County Sales Tax. Millions $11.79 $12.00 The City receives a prorated $11.12 share (36.8%) of the 1% County $10.04 $10.00 Sales Tax based on population as $9.12 $8.62 $8.19 $8.35 of the most recent federal census. $8.00 $7.68 $7.29 Growth in sales tax revenue has $6.63 $6.81 $6.17 averaged approximately 6.0% $6.00 annually from 1995 to 2006. Budgeted 2006 County Sales Tax $4.00 revenue is projected to grow at 6.0% over estimated 2005 $2.00 revenue. The 2006 projection is
$- based on past trends and the 95 96 97 98 99 00 01 02 03 04 Est. Proj. increase of new businesses in the 05 06 Year neighboring counties.
41 City Sales Tax: The second largest source of General Fund revenue is 1% City Sales Tax the City Sales Tax at 25% of total $18.00 Millions revenue. The 1% City sales tax $16.00 Sales Tax Capital Improvements Fund revenue has grown on average 6.1% General Fund annually since 1995. 2005 revenue $14.00 is estimated at 8.2% over 2004. $8.14 $12.00 2006 revenue is projected at 6.0% $7.68 growth over estimated 2005. One of $7.09 the reasons for the increased 2005 $10.00 collections is the State of Arkansas $8.33 $8.00 $9.49 added several new services to be $8.72 $8.95 $8.29 $7.98 taxed effective July 1, 2004. The $6.00 $7.78 $7.49 1% City Sales Tax revenue is $7.14
$4.00 $8.14 divided between General Fund $7.09 $7.68 operations and capital. The current $4.64 $2.00 $2.96 split is equal and was established in $2.86 $2.98 $2.47 $2.69 $1.82 2003. Prior to June 2003, the $1.32 $1.59 $- revenue was divided 75% for Sales 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06
Tax Capital Improvements Fund and Year 25% for General Fund.
Other Revenues: Other Revenues (Licenses & Permits, Intergovernmental, Charges for Services, and Fines & Forfeitures) as a whole make up 19% of total General Fund revenue. Licenses & Permits mainly consist of Building Permits and are expected to increase 1.6% in 2006 over estimated 2005 revenue due to building activity. Intergovernmental revenues consists of State Turnback, General Fund - Other Revenue $7.00 Insurance Turnback, and Fines & Forfeitures $6.41 State/Federal grants and are Charges for Services $6.26
Millions $6.14 Intergovernmental expected to decrease 14.4% $6.00 Licenses & Permits $5.59 $5.60 in 2006 over estimated 2005 revenue due to $5.06 $5.00 $4.70 $4.64 $305,000 in one time grants budgeted in 2005. Charges $4.18 for Services consist of Park $4.00 $3.84 $3.67 fees, 911 salary $3.23 reimbursement, and $3.00 Planning fees and are expected to increase 1.3%
$2.00 over estimated 2005. Fines & Forfeiture revenues consist of court fines and $1.00 are expected to increase 1.5% over estimated 2005
$0.00 revenue. 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
42 Franchise Fees: Franchise fees as a category make up 12.6% of total General Fund revenue. The City collects franchise fees from all utility companies in Fayetteville for the use of City Rights-of-Way. All of the franchise fee agreements reflect a percentage of gross utility revenue generated. Although franchise fees are a direct cost of the utilities business, all utilities except SWEPCO and the City of Fayetteville’s Solid Waste and Water & Sewer Divisions show the fee as an additional item on the consumer’s invoice.
Currently, Arkansas Western Gas pays 3% of annual sales before taxes on residential and commercial customers and 1% on industrial customers. Southwestern Bell Telephone pays 4% of all access line billing. Cox Communications pays 5% of annual gross sales on everything except internet access revenue The Water & Sewer utility pays 4.25% and the Solid Waste utility pays 3% on annual gross sales. SWEPCO Electric and Ozarks Electric Co-op pay 3% of gross revenues on domestic customers and 1% on industrial consumers. The 2006 projections are based on routine annual customer increases. In 2003, the franchise fee rates for "In-Lieu- Water/Sewer" shows a larger increase due to the Water & Sewer utility being raised to 4.25% from 3% in 2002.
$4.500 Franchise Fees $4.02 Millions $4.000 $3.88 $3.73 $3.52 $3.500 $3.34
$3.06 $3.000 $2.89 $2.74 $2.76 $2.59 $2.46 $2.500 $2.30
$2.000
$1.500
$1.000
$0.500
$0.000 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Ark Western Gas Southwestern Bell Cox Communications In Lieu - Water/Sewer In Lieu - Solid Waste SWEPCO Electric Ozarks Electric Co-op
Property Taxes: Property Tax revenue makes up 3.5% of total General Fund Revenue and the tax rate is currently approved at 1.3 mils. 2006 marks the first year that Property Taxes have been collected for General Fund operations since 1993 in which the tax rate was approved at 3.8 mils. The City of Fayetteville has a discreationary limit of 5.0 mils which has to be reapproved by October of each year by the City Council.
43 General Fund Expenses Total uses of funds in 2006 for the City’s General Fund totals $32,360,130. The charts below show the total General Fund budget by operating department and expense category.
Uses of Funds for 2006 by Department $32,360,130
$7,047,375 $205,000 $1,535,970 Fire Transfers Fayetteville Public 21.8% 0.6% Library 4.7% $11,673,976 Police $875,292 36.1% Not-For-Profit Agencies 2.7% ($1,995,016) Cost Reimbursement 0.0% $4,048,619 $3,323,801 Finance & Internal $5,524,775 $120,338 General Government Services Operations Fund Balance 4.1% 12.5% 17.1% 0.4%
2006 Uses of Funds by Category $32,360,130 $875,292 $1,716,018 $1,128,751 Outside Agencies $782,624 $1,535,970 Services & Charges Maintenance 3.5% 2.7% Fayetteville Public Materials & Supplies 5.3% 2.4% Library 4.7% $40,750 Capital 0.2% $205,000 Operating Transfers Out 0.6%
$120,338 $25,955,387 Fund Balance 0.4% Personnel Services 80.2%
44 Personnel Services: Personnel Services represent the largest source (80.2%) of expense for the City’s General Fund. Personnel Services include Salaries & Wages, Overtime, Insurance, Pension, and Worker’s Compensation expenses. Since Personnel Services $30 1995, the Personnel Services category has grown 8.7% Millions $26.0 annually. This is due in part to $25 $23.5 payplan adjustments and new $21.8 personnel additions. New $19.9 personnel budgeted in General $20 $19.4 $17.6 Fund for 2006 include 13.5 $16.4 $15.1 positions and will have an $15 $13.6 annual cost of $750,000. $12.6 $11.7 $10.3 Other Expenses: Other $10 expenses represent 11.2% of the General Fund uses of funds for 2006. Other expenses $5 represent the Maintenance,
Services & Charges, and $0 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Materials & Supplies Year categories. The Maintenance Category includes vehicle fuel and maintenance expense and is 3.5% of the total General Fund budget. Maintenance has increased 8.9% annually and the increase is due in part to increasing fuel costs. The Services & Charges Category includes fleet charges, contract services, etc. and represents 5.4% of the total General Fund budget. Services & Charges has increased 15.2% annually. The increase in Other Expenses estimated 2005 for Services $5,000 $4,756 & Charges is due to the
$4,500 Maintenance $960,000 budgeted for the Thousands Services/Charges completion of a Special $4,000 Materials/Supplies Census. The Materials & $3,655 Supplies Category includes $3,500 copier/printing charges, minor equipment, office $3,000 $2,668 supplies, and represents
$2,500 2.4% of the total General $2,150 Fund budget. Materials & $2,000 Supplies has increased 8.9% annually which is $1,432 $1,406 $1,500 $1,374 partially due to equipment $1,058 $993 $936 $985 $1,000 purchases by the Police and $771 Fire Departments. $500
$0 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
45 General Fund Balance The 2006 Adopted Budget for General Fund has a net source of funds of $120,338 with an ending undesignated fund balance of $9,246,379.
General Fund balance has been growing at a steady rate except from 2000 to 2002 where the undesignated fund balance had a planned reduction of $1.5 million. Projections made for General Fund in as early as 1998 indicated that reserves would be needed to fund ongoing operations beginning with the 2001 Budget. A solution to provide additional revenue for ongoing operations and to preserve the reserve balance in General Fund was to reallocate the distribution of City sales tax which was approved by the voters and started on June 30, 2003.
The amount of minimum reserves to be maintained in undesignated fund balance for General Fund is the greater amount of $3,435,000 or sixty (60) days (or 16.4%) of annual regular general fund operating expenditures. The General Fund designation requirement was approved by the Fayetteville City Council on November 5, 2002 with Resolution 174-2002.
General Fund Ending Undesignated Fund Balance & % of Expense $12.00 100.0%
Millions 90.0% $10.21 $10.00 $9.76 $9.64 $9.25 80.0% $9.03 $8.90 $9.04 $8.63 $8.76 70.0% $8.00 $6.95 63.2% 63.5% 60.0%
$6.00 $5.59 54.0% 50.0% $5.24 50.7% 50.9%
44.9% 42.8% 40.0% 41.0% $4.00 38.0% 38.5% % of Operating Expenses % of Operating 32.4% 30.0% 30.6%
20.0% $2.00
10.0%
$- 0.0% 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
46 City of Fayetteville, Arkansas General Fund
Fund - 1010
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 14,002,619 $ 14,750,714 $ 14,750,714 $ 12,377,241
Operating Revenues: Property Tax 0 0 0 1,158,300 Sales Tax - County 10,043,591 10,569,100 11,120,700 11,788,300 Sales Tax - City 7,092,187 7,517,500 7,676,400 8,137,000 Alcoholic Beverage Taxes 345,428 341,400 398,900 414,700 Franchise Fees 3,726,037 3,816,600 3,909,400 4,063,900 Licenses & Permits 1,224,125 1,193,310 1,336,100 1,357,470 Intergovernmental 1,768,549 1,952,944 2,282,130 1,954,900 Charges for Services 1,234,909 1,240,351 1,319,251 1,336,750 Fines & Forfeitures 1,373,130 1,415,200 1,470,508 1,492,100 Investment Earnings 449,540 442,700 516,300 503,700 Other 205,495 165,879 155,650 103,010 Total Revenues 27,462,991 28,654,984 30,185,339 32,310,130
Operating Expenditures: General Government 2,804,659 4,540,289 4,407,921 3,323,801 Cost Reimbursements (1,856,520) (1,827,648) (1,827,648) (1,995,016) Operations 4,561,250 5,284,209 4,936,576 5,524,775 Finance & Internal Services 3,309,356 3,941,138 3,773,150 4,048,619 Police 9,812,483 11,334,247 11,070,059 11,673,976 Fire 6,006,308 6,766,230 6,618,059 7,047,375 Total Expenditures 24,637,536 30,038,465 28,978,117 29,623,530
Total Operating Sources/(Uses) 2,825,455 (1,383,481) 1,207,222 2,686,600
Nonoperating Sources/(Uses): Gain/Loss Sale of Fixed Assets 1,788,745 0 11,249 0 Fayetteville Public Library (875,848) (1,462,398) (1,462,398) (1,535,970) Outside Agencies (2,484,448) (919,550) (919,550) (875,292) Transfer In - Municipal Judge 462,918000 Transfer In - Off Street Parking 49,543 46,000 46,000 50,000 Transfer Out - Arts Center Bond (391,825) (303,485) (66,499) 0 Transfer Out - Capital Improvements (550,875) (1,032,788) (1,032,788) 0 Transfer Out - Drug Law Enforcement (75,570) (141,709) (141,709) (150,000) Transfer Out - Shop 0 (15,000) (15,000) (55,000) Total Nonoperating Sources/(Uses) (2,077,360) (3,828,930) (3,580,695) (2,566,262)
Net Sources/(Uses) 748,095 (5,212,411) (2,373,473) 120,338 Ending Fund Balance $ 14,750,714 $ 9,538,303 $ 12,377,241 $ 12,497,579
Reserved for Loans to Other Funds $ 110,000 $ 110,000 $ 110,000 $ 110,000 Reserved Fund Balance 549,847 526,873 526,873 526,873 Wilson Springs Portion of Fund Balance 5,187,115 2,704,327 2,704,327 2,614,327 Ending Undesignated Fund Balance 8,903,752 6,197,103 9,036,041 9,246,379 Ending Fund Balance $ 14,750,714 $ 9,538,303 $ 12,377,241 $ 12,497,579
47 City of Fayetteville, Arkansas General Fund Expenditures
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 General Government Department Mayor's Administration $ 285,560 $ 272,297 $ 265,456 $ 259,737 City Council 73,498 90,684 74,984 79,684 City Attorney 226,847 249,656 248,001 253,220 City Prosecutor 310,621 535,524 518,951 532,322 Hot Check 173,357 0 0 0 Economic Development 68,972 82,852 69,649 65,062 Public Information 143,595 142,690 111,957 128,540 Cable Administration 194,668 210,412 208,931 207,549 Internal Audit 88,912 86,280 61,450 73,708 City Clerk/Treasurer 305,367 313,595 304,912 339,269 District Court: District Judge 109,095 134,717 134,440 129,363 Criminal Cases 220,735 255,498 252,469 271,702 Probation & Fine Collection 40,410 42,296 42,132 44,332 Small Claims & Civil Cases 132,646 149,558 144,042 176,462 Library 875,848 1,462,398 1,462,398 1,535,970 Miscellaneous: Salary & Health Insurance Contingency 0 97,733 97,733 575,500 Insurance 9,879 12,590 12,590 13,450 Settlements 41,140 70,000 70,000 20,000 Professional Services 248,767 155,994 164,401 85,000 Contract Services 18,660 991,770 991,770 0 Central Emergency Medical Service 156,000 300,000 300,000 300,000 Community Access Television (CAT) 69,000 93,000 93,000 93,000 Boys & Girls Club 62,500 62,500 62,500 62,500 Council on Aging 58,225 12,500 12,500 25,000 Fayetteville Public Library 1,150,725 0 0 0 Ozark Regional Transit 176,000 185,666 185,666 185,666 Razorback Transit 25,000 50,000 50,000 50,000 First Night Fayetteville 0 10,000 10,000 10,000 Arkansas Air Museum 0 17,200 17,200 27,200 Fayetteville Downtown Partners 0 150,000 150,000 90,000 Downtown Dickson Enhancement Project 4,197 0 0 0 N.W.A. Regional Planning 32,801 38,684 38,684 31,926 Botanical Garden Society of the Ozarks 750,000 0 0 0 City of Springdale 0 26,175 26,175 0 Washington County Sheriff 0 16,887 16,887 0 Maintenance 1,358 9,000 8,574 9,000 Land Acquisition 71,651 25,750 25,750 25,750 Trails 0 500,000 500,000 0 Sewer Improvements 0 29,880 29,880 0 Other 38,921 38,451 26,787 34,151 Total General Government Department 6,164,955 6,922,237 6,789,869 5,735,063
Operations Department Operations Director 48,221 70,579 67,353 70,190 Parking & Telecommunications: Utilities Management 338,488 324,113 299,032 379,473 Parking Management 141,187 186,009 181,371 183,836
48 City of Fayetteville, Arkansas General Fund Expenditures
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Parks & Recreation: Swimming Pool 157,545 155,869 139,555 128,759 Administration/Recreation Programs 435,380 488,146 484,419 519,487 Lake Recreation 72,150 84,738 83,238 78,702 Park Maintenance 988,025 1,101,224 1,050,942 1,146,090 Yvonne Richardson Community Center 94,762 114,765 101,723 95,331 Planning & Development Management: Planning & Development Management Director 105,087 111,865 111,184 121,372 Long Range Planning 99,309 181,865 150,257 203,421 Engineering: Engineering Design Services 330,554 344,052 340,958 409,403 Operations & Administration 234,954 374,666 344,094 378,609 Right-of-Way Acquisition 118,177 130,024 127,331 149,754 Public Construction 234,392 260,891 255,846 327,665 Current Planning 393,005 432,386 352,233 441,173 Building Safety 544,162 651,139 590,479 607,487 Community Code Enforcement 225,852 271,878 256,561 284,023 Total Operations Department 4,561,250 5,284,209 4,936,576 5,524,775
Finance & Internal Services Department Finance & Internal Services Director 114,944 138,302 137,569 136,403 Human Resources 757,939 1,046,375 947,687 977,900 Accounting & Audit 548,002 584,826 555,355 615,508 Budget & Research 220,871 284,378 278,724 282,187 Building Services: General Maintenance 414,067 425,736 425,736 472,044 Janitorial 186,366 200,144 199,931 202,323 Purchasing 153,551 200,440 173,909 194,965 Information Technology 913,616 1,060,937 1,054,239 1,167,289 Total Finance & Internal Services Department 3,309,356 3,941,138 3,773,150 4,048,619
Police Department Central Dispatch 988,602 1,053,002 1,046,363 1,138,535 Support Services 1,865,393 1,972,408 1,953,423 2,739,366 Patrol/Warrant 6,146,646 7,444,170 7,235,725 6,956,619 Animal Services: Animal Patrol/Emergency Response 258,519 271,787 269,404 316,189 Animal Shelter 380,101 387,076 377,417 370,793 Veterinarian/Clinic Program 173,222 205,804 187,727 152,474 Total Police Department 9,812,483 11,334,247 11,070,059 11,673,976
Fire Department Prevention 298,470 272,989 259,685 332,949 Operations 5,497,997 6,295,655 6,160,857 6,497,329 Training 209,841 197,586 197,517 217,097 Total Fire Department 6,006,308 6,766,230 6,618,059 7,047,375
Cost Reimbursement (1,856,520) (1,827,648) (1,827,648) (1,995,016)
Total General Fund Expenditures $ 27,997,832 $ 32,420,413 $ 31,360,065 $ 32,034,792 49 Street Fund
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, traffic control and maintenance, and City owned sidewalks.
Street Fund Revenues Revenues for Street Fund are primarily motor fuel taxes collected by the State (state turnback) and returned to the City on a per capita basis. The long term trend for state turnback is relatively flat. The per capita rate for Street Fund in 1995 was $41.00 and in 2006 is $46.60 or an increase of 13.6% over twelve years. As the City continues to grow, additional revenue sources will need to be identified to fund Street Fund activities. The City receives 80% of the road millage levied by the Quorum Court on real and personal property located within the City. The current 2005 levy is 1.11 mil, with a maximum of 3.0 mil. This budget proposes to use $651,203 in reserves in 2006.
Sources of Funds for 2006 $4,579,303 $651,203 Fund Balance $2,963,400 14.2% State Turnback $16,300 64.7% Miscellaneous Revenue 0.4%
$729,800 County Road Turnback 15.9% $103,600 $115,000 Interest Contract Services 2.3% (Reimb) 2.5%
50 Street Fund $4,000
$3,500 County Road Turnback Thousands State Turnback $730 $685 $736 $639 $3,000 $624 $567 $494 $546 $2,500 $510 $483 $446 $2,000 $344
$2,963 $1,500 $2,823 $2,735 $2,760 $2,800 $2,532 $2,619 $2,375 $2,242 $1,000 $2,015 $1,774 $1,794
$500
$- 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
Street Fund Expenses During 2005, the City was tasked to perform additional functions mandated by the Phase II Stormwater regulations. The City will need to consider a new funding mechanism for these mandated stormwater and drainage maintenance activities. The scope of work involved in compliance with the Phase II regulations include but are not limited to maintenance of drainage systems and structures and street sweeping and street washing. These functions are currently paid for in Street Fund. If the City adopts a new revenue source for the stormwater and street sweeping activities, the funding currently programmed in Street Fund could be reallocated to more street/sidewalk maintenance activities.
Uses of Funds for 2006 $4,579,303 $334,811 $1,103,141 Right-of-Way Operations & Maintenance Administration 7.3% 24.1%
$443,201 Traffic Control & Maintenance 9.7% $1,340,374 Street Maintenance $398,759 29.3% Sidewalks 8.7% $400,000 $559,017 Street & Trail Drainage Construction Maintenance 8.7% 12.2%
51 City of Fayetteville, Arkansas Street Fund
Fund - 2100
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 2,692,477 $ 2,716,248 $ 2,716,248 $ 2,539,800
Revenues: Intergovernmental 3,519,470 3,420,000 3,522,900 3,693,200 Charges for Services 30,545 30,900 147,900 115,000 Investment Earnings 116,619 107,400 112,000 103,600 Other 34,143 0 23,880 16,300 Total Revenue 3,700,777 3,558,300 3,806,680 3,928,100
Expenditures: Operations & Administration 856,234 954,726 928,902 1,103,141 Right-of-Way Maintenance 429,334 370,575 361,816 334,811 Street Maintenance 1,103,673 1,267,022 1,235,233 1,340,374 Drainage Maintenance 479,886 628,101 628,101 559,017 Traffic Control & Maintenance 377,942 435,964 433,682 443,201 Street & Trail Construction 0 0 0 400,000 Sidewalk Maintenance 356,513 360,394 360,394 398,759 Total Expenditures 3,603,582 4,016,782 3,948,128 4,579,303
Revenues Over (Under) Expenditures 97,195 (458,482) (141,448) (651,203)
Other Financing Sources (Uses): Transfer to Shop (73,424) (35,000) (35,000) 0 Total Other Financing Sources (73,424) (35,000) (35,000) 0
Revenues Over (Under) Expenditures and Other Financing Sources (Uses) 23,771 (493,482) (176,448) (651,203)
Ending Fund Balance $ 2,716,248 $ 2,222,766 $ 2,539,800 $ 1,888,597
52 3DJH/HIW%ODQN,QWHQWLRQDOO\
53 City Advertising and Promotion Fund
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 1% HMR tax revenue has grown on average 7.6% annually since 1995. 2005 revenue is estimated at 10.6% over 2004. 2006 revenue is projected at 7.8% growth over estimated 2005. One of the reasons for the increase in 2005 collections is because of growth in new restaurants in Fayetteville.
City Advertising & Promotion Fund Hotel-Motel-Restaurant (HMR) Tax $2.50 Millions $2.09
$2.00 $1.94
$1.76
$1.56 $1.49 $1.50 $1.32 $1.25 $1.17 $1.09 $0.99 $0.96 $1.00 $0.93
$0.50
$- 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
54 City of Fayetteville, Arkansas City Advertising & Promotion Fund
Fund - 2120
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 2,347,192 $ 2,981,831 $ 2,981,831 $ 2,985,809
Revenues: Hotel, Motel, and Restaurant Taxes 1,756,319 1,917,518 1,941,677 2,092,000 Rent 33,000 33,000 33,000 33,000 Investment Earnings 109,910 96,625 135,143 115,100 Contributions from A&P 600,000 0 0 0 Other 4 0 0 0 Total Revenue 2,499,233 2,047,143 2,109,820 2,240,100
Expenditures: Contract Services 33,000 33,000 33,000 33,000 Collection Expense 40,132 36,776 38,589 41,840 Transfer to Advertising & Promotion Commission 1,624,876 1,455,286 1,455,286 1,493,877 Total Expenditures 1,698,008 1,525,062 1,526,875 1,568,717
Revenues Over (Under) Expenditures 801,225 522,081 582,945 671,383
Other Financing Sources (Uses): Transfer From Town Center Fund 0 6,000 6,000 0 Transfer From Continuing Education Center Fund 580,951 145,119 145,119 0 Transfer To Arts Center Bond Fund (3,991) 0 0 0 Transfer To Town Center Fund (398,360) (673,200) (673,200) (671,383) Transfer To Continuing Education Center Fund (345,186) 0 (56,886) 0 Total Other Financing Sources (Uses) (166,586) (522,081) (578,967) (671,383)
Revenues & Financing Sources Over (Under) Expenditures 634,639 0 3,978 0
Ending Fund Balance $ 2,981,831 $ 2,981,831 $ 2,985,809 $ 2,985,809
55 Off Street Parking Fund
The Off Street Parking Fund accounts for funds received from meter revenues and parking lot rentals. These monies are expended for maintenance of parking lots.
56 City of Fayetteville, Arkansas Off Street Parking Fund
Fund - 2130
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 560,312 $ 561,677 $ 561,677 $ 61,683
Revenues: Parking Lot Revenue 303,295 295,080 296,598 345,793 Investment Earnings 26,112 24,675 27,539 23,239 Total Revenue 329,407 319,755 324,137 369,032
Expenditures: Off-Street Parking 251,791 809,111 778,131 324,809 Total Expenditures 251,791 809,111 778,131 324,809
Revenues Over (Under) Expenditures 77,616 (489,356) (453,994) 44,223
Other Financing Sources (Uses): Transfer To General Fund (49,543) (46,000) (46,000) (50,000) Transfer To Shop Fund (26,708) 0 0 0 Total Other Financing Sources (Uses) (76,251) (46,000) (46,000) (50,000)
Revenues & Financing Sources Over (Under) Expenditures 1,365 (535,356) (499,994) (5,777)
Ending Fund Balance $ 561,677 $ 26,321 $ 61,683 $ 55,906
57 Community Development Block Grant Fund
The Community Development Block Grant Fund accounts for the community development grant funds received from the Federal Department of Housing and Urban Development.
58 City of Fayetteville, Arkansas Community Development Block Grant Fund
Fund - 2180
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 0 $ 0 $ 0 $ 0
Revenues: Community Development Grant Funding 588,969 1,551,374 1,551,374 716,351 CDBG Program Income 44,990 32,778 32,778 0 Total Revenue 633,959 1,584,152 1,584,152 716,351
Expenditures: Administration & Planning 92,688 188,832 188,832 109,670 Housing Services 329,489 656,341 656,341 112,657 Redevelopment 70,045 435,444 435,444 39,024 Public Services 72,384 148,535 148,535 80,000 Public Facilities & Improvements 69,353 155,000 155,000 375,000 Total Expenditures 633,959 1,584,152 1,584,152 716,351
Revenues Over (Under) Expenditures 0 0 0 0
Ending Fund Balance $ 0 $ 0 $ 0 $ 0
59 Parks Development Fund
The Parks Development Fund accounts for the revenue and expenditures of the Parks HMR tax approved by the voters in 1995. The $2.8 million in planned expenditures for 2006 includes approximately $1,370,000 in capital improvements. The fund is budgeted to use reserves of approximately ($220,000) for 2006.
The 1% HMR tax revenue has grown on average 9.4% annually since 1996. 2005 revenue is estimated at 10.6% over 2004. 2006 revenue is projected at 7.8% growth over estimated 2005. One of the reasons for the increase in 2005 collections is because of growth in new restaurants in Fayetteville.
Parks Development Fund Hotel-Motel-Restaurant (HMR) Tax Revenue $2.50 Millions $2.09
$2.00 $1.94
$1.76
$1.56 $1.49 $1.50 $1.32 $1.25 $1.17 $1.10 $0.99 $1.00 $0.87
$0.50
$- 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
60 City of Fayetteville, Arkansas Parks Development Fund
Fund - 2250
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 887,139 $ 1,061,590 $ 1,061,590 $ 556,793
Revenues: Hotel, Motel, and Restaurant Taxes 1,756,319 1,838,800 1,941,677 2,093,800 Intergovernmental 42,800 601,565 601,565 0 Greenspace Fees Contribution 344,499 57,038 57,038 480,000 Investment Earnings 47,153 46,000 51,000 49,700 Other 904 1,600 1,600 0 Total Revenue 2,191,675 2,545,003 2,652,880 2,623,500
Expenditures: Parks Development Program 1,141,919 1,365,085 1,364,342 1,473,081 Parks Development Capital 875,305 1,775,548 1,774,335 1,370,000 Total Expenditures 2,017,224 3,140,633 3,138,677 2,843,081
Revenues Over (Under) Expenditures 174,451 (595,630) (485,797) (219,581)
Other Financing Sources (Uses) Transfer to Shop Fund 0 (19,000) (19,000) 0 0 (19,000) (19,000) 0
Revenues Over (Under) Expenditures and Other Financing Sources (Uses) 174,451 (614,630) (504,797) (219,581)
Ending Fund Balance $ 1,061,590 $ 446,960 $ 556,793 $ 337,212
61 Impact Fee Fund
The Impact Fee Fund accounts for the revenues and expenditures related to the collection of the water and wastewater impact fees. During 2006, Staff anticipates proposing wastewater impact fees collected to fund portions of the Wastewater Systems Improvement Project.
Water & Wastewater Impact Fees
$2,000
$1,800 $1,600 Wastewater Impact Fees Thousands Water Impact Fees $1,400 $1,200 $1,240
$1,000 $800 $683 $600 $614
$400 $616 $200 $359 $323 $91 $- $53 03 04 Est. 05 Proj. 06 Year
62 City of Fayetteville, Arkansas Impact Fee Fund
Fund - 2300
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 144,473 $ 2,051,815 $ 2,051,815 $ 2,137,365
Revenues: Water Impact Fee 616,440 432,700 359,000 323,100 Wastewater Impact Fee 1,239,783 871,600 682,697 614,400 Investment Earnings 51,119 52,700 108,900 125,300 Total Revenue 1,907,342 1,357,000 1,150,597 1,062,800
Expenditures Water line improvements 0 1,065,047 1,065,047 0 Total Expenditures 0 1,065,047 1,065,047 0
Revenues Over (Under) Expenditures 1,907,342 291,953 85,550 1,062,800
Ending Fund Balance $ 2,051,815 $ 2,343,768 $ 2,137,365 $ 3,200,165
63 Drug Law Enforcement Fund
The Drug Law Enforcement Fund accounts for drug law enforcement grant funds received from the U.S. Department of Justice, passed through the State of Arkansas, in association with Washington County; the University of Arkansas; the Cities of Springdale, Prairie Grove, Lincoln, Elm Springs, Farmington, Greenland, Johnson, Elkins, and West Fork; and the Fourth Judicial Prosecuting Attorney.
Drug Law Enforcement Fund Revenue Sources $600
Transfers from General Fund
Thousands $500 Grants & Other Revenue
$49 $142 $150 $400 $71 $76 $44 $35 $362 $300 $44 $46 $45 $412 $45 $358 $317 $316 $336 $311 $42 $284 $200 $277 $247
$269
$193 $100
$- 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
64 City of Fayetteville, Arkansas Drug Law Enforcement Fund
Fund - 2930
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 82,418 $ 50,667 $ 50,667 $ 124,468
Revenues: Drug Enforcement Grant 292,432 305,095 311,889 237,962 Grant - Springdale 16,221 15,860 15,310 32,043 Grant - Washington County 13,735 15,764 16,308 28,038 Grant - Prairie Grove 1,353 1,559 1,546 1,600 Grant - Lincoln 1,353 1,559 1,546 1,600 Grant - Greenland 1,353 1,559 1,546 1,600 Grant - West Fork 1,353 1,559 1,546 1,600 Grant - Johnson 1,353 1,559 1,546 1,600 Grant - Farmington 1,353 1,559 1,546 1,600 Grant - Elm Springs 1,353 1,559 1,546 1,600 Grant - Elkins 1,353 1,559 1,546 1,600 Grant - Rural Washington County 1,353 1,559 970 3,000 Forfeitures - DTF 0 3,000 4,168 2,000 Investment Earnings 925 845 758 666 Miscellaneous Revenue 500 0 0 0 Total Revenue 335,990 354,595 361,771 316,509
Expenditures: Drug Enforcement Program 443,311 440,765 429,679 473,681 Total Expenditures 443,311 440,765 429,679 473,681
Revenues Over (Under) Expenditures (107,321) (86,170) (67,908) (157,172)
Other Financing Sources (Uses): Transfer From General Fund 75,570 141,709 141,709 150,000 Total Other Financing Sources (Uses) 75,570 141,709 141,709 150,000
Revenues & Financing Sources Over (Under) Expenditures (31,751) 55,539 73,801 (7,172)
Ending Fund Balance $ 50,667 $ 106,206 $ 124,468 $ 117,296
65 Arts Center Bond Fund
The Arts Center Bond Fund accounts for the accumulation of resources for and the payment of bond debt for the Walton Arts Center.
66 City of Fayetteville, Arkansas Arts Center Bond Fund
Fund - 3170
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 238,508 $ 230,348 $ 230,348 $ 0
Revenues: Investment Earnings 3,413 1,575 8,213 0 Total Revenue 3,413 1,575 8,213 0
Expenditures: Principal Payment 375,000 290,000 290,000 0 Interest Expense 30,735 13,485 13,485 0 Paying Agent Fees 1,654 1,575 1,575 0 Total Expenditures 407,389 305,060 305,060 0
Revenues Over (Under) Expenditures (403,976) (303,485) (296,847) 0
Other Financing Sources (Uses): Transfer From General Fund 391,825 303,485 66,499 0 Transfer From Advertising & Promotion Fund 3,991 0 0 0 Total Other Financing Sources (Uses) 395,816 303,485 66,499 0
Revenues Over (Under) Expenditures and Other Financing Sources (Uses) (8,160) 0 (230,348) 0
Ending Fund Balance $ 230,348 $ 230,348 $ 0 $ 0
67 Wastewater Improvements Sales Tax Bond Fund
The Wastewater Improvements Sales Tax Bond Fund accounts for the accumulation of resources and the payment of bond debt for the city’s wastewater treatment plants.
Wastewater Improvements Sales Tax Bond (0.75%) Sales Tax Revenue $14.00
Millions $12.21 $12.00 $11.51 $10.64
$10.00 $9.72
$8.00
$6.19 $6.00
$4.00
$2.00
$- 02 03 04 Est. 05 Proj. 06 Year
68 City of Fayetteville, Arkansas Wastewater Improvements Sales Tax Bond Fund
Fund - 3440
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 6,561,921 $ 7,499,851 $ 7,499,851 $ 5,335,564
Revenues: Sales Tax 10,637,825 11,276,100 11,514,600 12,205,500 Investment Earnings 48,635 31,800 200,487 89,600 Total Revenue 10,686,460 11,307,900 11,715,087 12,295,100
Expenditures: Principal Payment 11,065,000 12,230,000 12,230,000 6,390,000 Interest Expense 430,780 1,646,624 1,646,624 2,947,255 Paying Agent Fees 2,750 2,750 2,750 2,750 Total Expenditures 11,498,530 13,879,374 13,879,374 9,340,005
Revenues Over (Under) Expenditures (812,070) (2,571,474) (2,164,287) 2,955,095
Other Financing Sources (Uses): Transfer From Wastewater System Project Fund 1,750,000 0 0 0 Total Other Financing Sources (Uses) 1,750,000 0 0 0
Revenues & Financing Sources Over (Under) Expenditures 937,930 (2,571,474) (2,164,287) 2,955,095
Ending Fund Balance $ 7,499,851 $ 4,928,377 $ 5,335,564 $ 8,290,659
69 Library Construction Fund
The Library Construction Fund accounts for a temporary sales and use tax used to construct and equip a new City library.
70 City of Fayetteville, Arkansas Library Construction Fund
Fund - 4150
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 5,989,704 $ 0 $ 0 $ 0
Revenues: Investment Earnings 139,376 0 27 0 Donations 836,263 1,492,559 275,200 0 Total Revenue 975,639 1,492,559 275,227 0
Expenditures: Software 16,835 0 0 0 Minor Equipment 241,640 0 0 0 Architectural Services 0 79,537 79,537 0 Contract Services 31,650 0 0 0 Transfer to Library Board 712,240 0 0 0 Building Costs 5,962,978 1,413,022 195,690 0 Total Expenditures 6,965,343 1,492,559 275,227 0
Revenues Over (Under) Expenditures (5,989,704) 0 0 0
Ending Fund Balance $ 0 $ 0 $ 0 $ 0
71 Replacement & Disaster Recovery Fund
The Replacement & Disaster Recovery Fund accounts for general government monies accumulated and used for the purchase of vehicles and equipment. The fund maintains a reserve of three million dollars for disaster recovery.
Replacement & Disaster Recovery Fund
Ending Fund Balance
$5.00
$4.39 $4.40 Millions $4.50 $4.18 $4.17 $4.19 $4.25 $3.96 $4.00 $3.71 $3.46 $3.50 $3.20 $2.95 $3.00 $2.72
$2.50
$2.00
$1.50
$1.00
$0.50
$0.00 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
72 City of Fayetteville, Arkansas Replacement & Disaster Recovery Fund
Fund - 4270
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 4,395,771 $ 4,172,487 $ 4,172,487 $ 4,188,892
Revenues: Intergovernmental 0 100,000 100,000 0 Charges for services 64,968 87,526 160,526 69,300 Investment Earnings 194,918 209,000 187,000 191,800 Total Revenue 259,886 396,526 447,526 261,100
Expenditures: Materials & Supplies 0 3,070 3,070 0 Services & Charges 8,371 139,625 139,625 0 Replacement Charges 274,799 0 0 0 Maintenance 0 900 900 0 Capital 0 87,526 87,526 0 Total Expenditures 283,170 231,121 231,121 0
Revenues Over (Under) Expenditures (23,284) 165,405 216,405 261,100
Other Financing Sources (Uses): Transfer To Sales Tax Capital Impvs Fund (200,000) (200,000) (200,000) (200,000) Total Other Financing Sources (Uses) (200,000) (200,000) (200,000) (200,000)
Revenues & Financing Sources Over (Under) Expenditures (223,284) (34,595) 16,405 61,100
Ending Fund Balance $ 4,172,487 $ 4,137,892 $ 4,188,892 $ 4,249,992
73 Sales Tax Capital Improvements Fund
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 2006 planned expenditures include $10,765,000 in capital improvements.
1% City Sales Tax $18.00 Millions $16.00 Sales Tax Capital Improvements Fund
General Fund $14.00
$12.00 $8.14 $7.68 $7.09 $10.00
$8.33 $8.00 $9.49 $8.95 $8.72 $8.29 $7.98 $6.00 $7.78 $7.49 $7.14
$4.00 $8.14 $7.09 $7.68
$4.64 $2.00 $2.98 $2.96 $2.47 $2.69 $2.86 $1.82 $1.32 $1.59 $- 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
74 City of Fayetteville, Arkansas Sales Tax Capital Improvements Fund
Fund - 4470
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 17,508,779 $ 14,448,543 $ 14,448,543 $ 2,518,819
Revenues: Sales Tax 7,092,187 7,517,500 7,676,395 8,137,000 Property Tax 23,355 0 2,031 0 Intergovernmental 450,685 295,332 295,332 0 Charges for Services 193,693 126,612 141,292 0 Investment Earnings 679,735 305,700 568,044 511,000 Other 354,187 55,070 139,721 0 Total Revenue 8,793,842 8,300,214 8,822,815 8,648,000
Expenditures: Audit Expense 5,000 4,700 4,700 4,700 Capital Improvements Projects: Fire Safety Improvements 3,735,564 4,282,907 4,282,907 495,000 Police Safety Improvements 160,805 1,487,613 1,487,613 113,000 Library Materials Purchases & Improvements 747,593 325,907 325,907 298,000 Parks and Recreation Improvements 1,008,725 2,830,269 2,830,269 183,000 Bridge and Drainage Improvements 1,028,695 1,807,801 1,807,801 400,000 Street Improvements 2,336,307 8,407,544 8,407,544 4,818,000 Transportation Improvements 2,226,405 3,039,539 3,039,539 3,313,000 Water & Sewer Improvements 419,149 154,718 154,718 0 Other Capital Improvements 1,082,363 1,604,333 1,604,333 707,000 Information Technology Improvements 201,993 658,394 658,394 438,000 Project Expenses Transferred to Other Funds (892,935) 0 0 0 Total Expenditures 12,059,664 24,603,725 24,603,725 10,769,700
Revenues Over (Under) Expenditures (3,265,822) (16,303,511) (15,780,910) (2,121,700)
Other Financing Sources (Uses): Transfer To Water & Sewer Fund (53,668) 0 0 0 Transfer To Airport Fund (534,600) 0 0 0 Transfer To Shop Fund (304,667) (468,602) (468,602) 0 Transfer From General Fund 550,875 1,032,788 1,032,788 0 Transfer From Replacement Fund 200,000 200,000 200,000 200,000 Capital Lease Proceeds 347,646 3,087,000 3,087,000 0 Total Other Financing Sources (Uses) 205,586 3,851,186 3,851,186 200,000
Revenues & Financing Sources Over (Under) Expenditures (3,060,236) (12,452,325) (11,929,724) (1,921,700)
Ending Fund Balance $ 14,448,543 $ 1,996,218 $ 2,518,819 $ 597,119
75 City of Fayetteville, Arkansas Sales Tax Capital Improvements Fund Capital Budget Budgeted Project Category Project Title 2006
Fire Safety Improvements Fire Apparatus Purchase Program $ 495,000 495,000
Police Safety Improvements Police Technology Improvements 54,000 Police Expansion Vehicles 13,000 Police Building Improvements 26,000 Specialized Police Equipment 20,000 113,000
Library Material Purchases & Improvements Library Material Purchases 298,000 298,000
Parks & Recreation Improvements Mount Sequoyah Land Purchase 153,000 Forestry, Safety & ADA Compliance 30,000 Lights of the Ozarks 36,000 219,000
Bridge and Drainage Improvements Drainage Study/Phase II Stormwater Management 200,000 Other Drainage Improvements 200,000 400,000
Street Improvements Kings Drive - Lakeside to Columbus 500,000 Township Widening - Gregg to North College 1,050,000 Van Ashe - Gregg to Garland 320,000 Rupple Road - Wedington to Mt. Comfort 500,000 Street ROW/Intersection/Cost Shares 2,000,000 Duncan/California/Harmon Intersections 80,000 Garland - I-540 to Howard Nickell 168,000 Huntsville - Happy Hollow to Stonebridge 200,000
4,818,000
Information Technology Improvements Document Management 50,000 Geographic Information System (GIS) 90,000 Local Area Network (LAN) Upgrade 100,000 Printer Replacements 13,000 AS/400 Minicomputer System Upgrade 125,000 Microcomputer Replacements 40,000 AccessFayetteville Technical Improvements 20,000 438,000
76 City of Fayetteville, Arkansas Sales Tax Capital Improvements Fund Capital Budget Budgeted Project Category Project Title 2006
Other Capital Improvements Joint Public Safety Command Center 400,000 Building Improvements 244,000 Telecommunication Systems Upgrades 27,000 671,000
Transportation Improvements In-House Pavement Improvements 1,050,000 Sidewalk Improvements 660,000 Trails Construction 1,264,000 Traffic Signal Improvements 144,000 Trimmer/Slipform Paver & Curb Machine 195,000 3,313,000
Audit Expense Audit Expense 4,700 4,700
$ 10,769,700
77 Wastewater System Improvements Project Fund
The Wastewater System Improvements Project Fund accounts for the bond proceeds to construct and equip a new wastewater treatment plant.
78 City of Fayetteville, Arkansas Wastewater System Improvements Project Fund
Fund - 4480
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 20,935,082 $ 46,387,763 $ 46,387,763 $ 63,651
Revenues: Investment Earnings 224,066 383,014 1,238,000 990,300 Total Revenue 224,066 383,014 1,238,000 990,300
Expenditures: Audit Expense 2,600 2,100 2,250 2,500 Wastewater System Improvements Project 8,525,477 112,996,403 112,996,403 0 Bond Issuance Cost 311,588 0 0 0 Total Expenditures 8,839,665 112,998,503 112,998,653 2,500
Revenues Over (Under) Expenditures (8,615,599) (112,615,489) (111,760,653) 987,800
Other Financing Sources (Uses): Bond Proceeds 35,818,280 66,436,541 65,436,541 0 Transfer To Wastewater Sales Tax Bond Fund (1,750,000) 0 0 0 Total Other Financing Sources (Uses) 34,068,280 66,436,541 65,436,541 0
Revenues & Financing Sources Over (Under) Expenditures 25,452,681 (46,178,948) (46,324,112) 987,800
Ending Fund Balance $ 46,387,763 $ 208,815 $ 63,651 $ 1,051,451
79 TIF Capital Improvements Fund
The Tax Increment Financing (TIF) Capital Improvements Fund accounts for the bond proceeds to demolish the Mountain Inn Structure located on College Avenue.
80 City of Fayetteville, Arkansas TIF Capital Improvements Fund
Fund - 4490
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Fund Balance $ 0 $ 0 $ 0 $ 134,070
Revenues: Investment Earnings 0 0 11,000 0 Total Revenue 0 0 11,000 0
Expenditures: TIF Capital Improvements Project 0 3,680,000 3,680,000 134,070 Bond Issuance Cost 0 0 210,500 0 Total Expenditures 0 3,680,000 3,890,500 134,070
Revenues Over (Under) Expenditures 0 (3,680,000) (3,879,500) (134,070)
Other Financing Sources (Uses): Bond Proceeds 0 3,680,000 3,725,000 0 Gain/Loss Sale of Fixed Assets 0 0 288,070 0 Other 0 0 500 0 Total Other Financing Sources (Uses) 0 3,680,000 4,013,570 0
Revenues & Financing Sources Over (Under) Expenditures 0 0 134,070 (134,070)
Ending Fund Balance $ 0 $ 0 $ 134,070 $ 0
81 Proprietary and Fiduciary Funds
Enterprise Funds Water and Sewer Solid Waste Airport Town Center and Parking Facility Continuing Education Center and Parking Facility
Trust Funds Police Pension Fire Pension Municipal Judge Retirement
Internal Service Fund Shop
82 Water and Sewer Fund
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, meter and backflow operations, and billing and collections.
Water & Sewer Fund Revenues For 2006, the Water & Sewer Fund is projected to have operating income of $5,091,150 before depreciation expense. City Council approved a water rate increase in December 2003 and a multi-year wastewater increase in January 2004. The revenue projections reflect increased customer growth as well as the phased rate adjustments.
Sources of Funds for 2006 $29,634,078 $12,731,892 $12,786,700 Water Sales Sewer Service 43.0% Charges 43.1%
$913,400 Other 3.1% $847,730 $2,354,356 Interest Income Fund Balance 2.9% 7.9%
Water Sales: Water sales revenue is based on metered customer usage of water and is one of the primary sources of revenue for the Water & Sewer Fund. The increase from actual 1997 to actual 1998 was due to a hot and dry summer in 1998. The budgeted revenue for 2006 includes an increase in revenue of 2.6% over estimated 2005 revenue. While the dry summer of 2003 created record high water demands, the wet summer of 2004 did not reflect the 10% increase in rates implemented in 2004 based on the Black & Veatch Rate Study.
83 Water Sales
$14.00 $12.73 $12.41 Millions $12.00 $11.48 $10.70 $10.61 $10.41 $10.23 $10.32 $10.16 $10.00 $9.45 $9.09 $9.06
$8.00
$6.00
$4.00
$2.00
$- 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
Sewer Charges: Sewer service charge revenue is based on metered customer usage of water and is one of the primary sources of revenue for the Water & Sewer Fund. The budgeted revenue for 2006 includes an increase in projected revenue of 9.0% over estimated 2005. This increase is attributed to the implementation of environmentally responsible sludge disposal practices with greater operating costs. This change is also part of a phased in 29.5% rate increase associated with the improvement project approved in November of 2001. Similar increases will be realized in 2007 to match revenues to predicted expenses of the improved infrastructure.
Sewer Service
$14.00 $12.79 Millions $11.75 $12.00 $10.44 $10.00 $8.93 $9.05 $8.64 $8.59 $8.64 $8.32 $7.84 $8.00 $7.72 $7.59
$6.00
$4.00
$2.00
$- 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
84 Water & Sewer Fund Expenses The water purchases budgeted for 2006 represent the largest expenditure for operations in the fund at $6.3 million. This represents approximately 30% of total operating expenditures. The wastewater treatment plant operations are budgeted at $5.3 million, which represents approximately 25% of the total operating expenses.
Uses of Funds for 2006 $29,634,078 $4,648,048 $3,136,323 $135,000 $562,265 Depreciation Transfers Capital Interest Expense 15.7% 0.5% $177,413 10.6% 1.9% Water & Wastewater $1,469,840 Director Meter Operations 0.6% 5.0% $1,056,506 $3,507,999 Billing & Collections Operations & 3.6% Administration 11.8% $5,288,344 Wastewater Treatment 17.8% $6,300,000 Water Purchased $1,613,334 $1,739,006 21.2% Sewer Main Water Transmission Maintenance and Distribution 5.4% 5.9%
Water Purchases $7.00 10.00 $6.30 9.00 Millions Cost $5.93 $6.00 $5.49 Gallons 8.00
$5.00 $4.62 7.00 $4.32 6.00 $4.00 $3.76 $3.72 $3.74 $3.75 $3.82 $3.63 $3.53 5.00 5.18 5.17 5.01 4.89 $3.00 4.85 4.69 4.77 4.77 4.77 4.54 4.58 4.50 4.00
3.00 $2.00
2.00 Water Purchased (Million Gallons) $1.00 1.00 $- 0.00 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
85 Water & Sewer Fund Working Capital Below is a summarized working capital statement for the Water & Sewer Fund. Working capital is defined as Current Assets less Current Liabilities. Working capital statements give a better method of showing the available cash and investments available to meet current operating needs. At the beginning of 2005, the Water & Sewer Fund had $21.9 million available in working capital to fund 2005 obligations. Estimated 2005 shows a use of working capital of $12.8 million and this is mostly due to the $11.3 million in prior year capital budgets rebudgeted into 2005. Budgeted 2006 shows a surplus of $2.3 million in working capital and is budgeted to end the year with $11.4 million in available working capital.
City of Fayetteville, Arkansas Water & Sewer Fund - Working Capital Balance
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Working Capital - Beginning Balance $ 21,536,782 $ 21,892,555 $ 21,892,555 $ 9,107,377
Sources of Working Capital: Operating Revenue 22,617,927 23,771,740 24,876,052 26,243,592 Non-Operating Income 1,431,863 5,330,600 5,411,611 1,036,130 24,049,790 29,102,340 30,287,663 27,279,722
Uses of Working Capital: Operating Expenses 18,748,333 20,976,667 20,407,325 21,152,442 Non-Operating Expenses 371,917 669,830 669,830 697,265 Capital Expenditures 4,573,767 22,001,048 21,995,686 3,136,323 23,694,017 43,647,545 43,072,841 24,986,030
Changes to Working Capital 355,773 (14,545,205) (12,785,178) 2,293,692
Working Capital - Ending Balance $ 21,892,555 $ 7,347,350 $ 9,107,377 $ 11,401,069
86 City of Fayetteville, Arkansas Water & Sewer Fund
Fund - 5400
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Net Assets $ 128,612,719 $ 132,557,692 $ 132,557,692 $ 137,353,737
Operating Revenues: Water Sales 11,482,077 11,996,740 12,413,802 12,731,892 Sewer Service Charges 10,440,014 11,099,000 11,746,250 12,786,700 Other 695,836 676,000 716,000 725,000 Total Operating Revenues 22,617,927 23,771,740 24,876,052 26,243,592
Operating Expenses: Water & Wastewater Director 142,379 178,349 160,526 177,413 Operations & Administration 2,981,961 3,216,765 3,137,447 3,507,999 Water Purchased 5,492,344 5,925,840 5,925,840 6,300,000 Water Transmission and Distribution 1,460,932 1,703,364 1,474,749 1,739,006 Sewer Main Maintenance 1,448,831 1,531,895 1,488,327 1,613,334 Wastewater Treatment 5,053,422 5,488,120 5,327,104 5,288,344 Billing & Collections 793,776 977,952 974,791 1,056,506 Meter Operations 1,374,688 1,954,382 1,918,541 1,469,840 Total Operating Expenses Before Depreciation 18,748,333 20,976,667 20,407,325 21,152,442
Operating Income (Loss) Before Depreciation 3,869,594 2,795,073 4,468,727 5,091,150
Depreciation Expense 3,938,162 4,426,243 4,414,463 4,648,048
Operating Income (Loss) (68,568) (1,631,170) 54,264 443,102
Nonoperating Income (Expense): Intergovernmental 21,779 4,166,000 4,166,000 0 Interest Expense (371,917) (649,938) (649,938) (562,265) Interest Income 959,104 978,900 908,361 847,730 Gain/Loss on the Sale of Assets 9,530 0 5,000 0 Other 387,782 185,700 332,250 188,400 Transfer from Capital Improvements Fund 53,668 0 0 0 Transfer to Shop Fund 0 (19,892) (19,892) (135,000) Total Nonoperating Income (Expense): 1,059,946 4,660,770 4,741,781 338,865
Capital Contributions 2,953,595 0 0 0
Net Income (Loss) 3,944,973 3,029,600 4,796,045 781,967
Total Net Assets $ 132,557,692 $ 135,587,292 $ 137,353,737 $ 138,135,704
Capital Expenditures $ 4,573,767 $ 22,001,048 $ 21,995,686 $ 3,136,323
87 Solid Waste Fund
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. For 2006, the Solid Waste Fund is projected to have an operating loss of ($70,596) before depreciation expense. Net Loss for the fund is predicted to be ($616,370). The majority of this loss is attributed to an operational transfer to Shop Fund to purchase two new Solid Waste vehicles.
A review of commercial Solid Waste services and charges will be necessary in 2006.
Solid Waste Fund Revenues For 2006, the Solid Waste Fund sources of funds is budgeted at $8,577,580. Solid Waste fees make up the largest source of revenue (79.3%). Sources of Funds for 2006
$8,577,580 $464,800 Recycling & Other $412,000 5.4% Commercial Drop Box 4.8%
$16,500 Container Sales/Leases 0.2%
$6,807,100 $135,310 Solid Waste Fees Interest 79.3% 1.6%
$616,370 $125,500 Fund Balance Franchise Fees 7.2% 1.5%
Solid Waste Fees: Solid Waste Fee revenue has averaged approximately 9.8% annually from 1995 to 2006. The 2006 revenues are calculated from a projected customer base increase and a rate adjustment due to the residential program changing from a bag program to a cart program to more efficiently align a pay-as-you-throw program. In addition, the residential rates will increase by 3% on January 1, 2006 as part of an annual CPI increase.
88 Solid Waste Fees
$8.00
Millions $7.00 $6.81 $6.54
$5.91 $6.00 $5.39
$4.84 $5.00 $4.64 $4.73 $4.40 $4.18 $3.99 $4.00 $3.40 $3.21 $3.00
$2.00
$1.00
$- 95 96 97 98 99 00 01 02 03 04 Est. Proj. 05 06 Year
Solid Waste Fund Expenses Expenses for the Solid Waste Fund are budgeted at $8,577,580 for 2006. Commercial collections and related activity make up the largest segment of the budget.
Uses of Funds for 2006
$16,908 $450,000 $8,577,580 $1,572,069 Interest Expense Transfers Operations & 0.2% 5.2% Administration $219,076 18.3% Depreciation 2.6% $565,236 Composting $2,231,122 6.6% Commercial Collections 26.1%
$1,385,208 Recycling 16.1% $501,557 Commercial Drop Box $1,636,404 Collections Res idential Collections 5.8% 19.1%
89 Solid Waste Fund Working Capital Below is a summarized working capital statement for the Solid Waste Fund. Working capital is defined as Current Assets less Current Liabilities. Working capital statements give a better method of showing the available cash and investments to meet current operating needs. At the beginning of 2005, the Solid Waste Fund had $3.8 million available in working capital to fund 2005 obligations. Estimated 2005 shows a surplus of working capital of $405,526 and this is due to the higher than expected increase in Solid Waste Fees revenue. Budgeted 2006 shows a use of $397,294 in working capital and is budgeted to end the year with $3.8 million in available working capital.
City of Fayetteville, Arkansas Solid Waste Fund - Working Capital Balance
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Working Capital - Beginning Balance $ 3,253,555 $ 3,802,781 $ 3,802,781 $ 4,208,307
Sources of Working Capital: Operating Revenue 6,958,498 6,756,368 7,598,709 7,821,000 Non-Operating Income 137,234 246,580 292,702 140,210 7,095,732 7,002,948 7,891,411 7,961,210
Uses of Working Capital: Operating Expenses 6,479,705 7,425,985 6,879,888 7,891,596 Non-Operating Expenses 65,112 196,369 195,091 466,908 Capital Expenditures 1,689 410,906 410,906 0 6,546,506 8,033,260 7,485,885 8,358,504
Changes to Working Capital 549,226 (1,030,312) 405,526 (397,294)
Working Capital - Ending Balance $ 3,802,781 $ 2,772,469 $ 4,208,307 $ 3,811,013
90 City of Fayetteville, Arkansas Solid Waste Fund
Fund - 5500
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Net Assets $ 4,707,582 $ 5,107,795 $ 5,107,795 $ 5,716,632
Operating Revenues: Franchise Fees 50,874 89,268 130,061 125,500 Solid Waste Fees 5,911,413 5,987,000 6,540,572 6,807,100 Recycling Revenue 441,640 396,300 456,631 459,900 Commercial Drop Box 360,884 247,800 421,335 412,000 Container Sales/Leases 193,687 36,000 50,110 16,500 Total Operating Revenues 6,958,498 6,756,368 7,598,709 7,821,000
Operating Expenses: Operations & Administration 1,203,006 1,473,914 1,376,595 1,572,069 Commercial Collections 1,947,885 1,997,863 1,975,588 2,231,122 Residential Collections 1,364,638 1,502,853 1,379,947 1,636,404 Commercial Drop Box Collections 301,261 366,598 335,630 501,557 Recycling 1,215,002 1,405,196 1,207,636 1,385,208 Composting 447,913 679,561 604,492 565,236 Total Operating Expenses Before Depreciation 6,479,705 7,425,985 6,879,888 7,891,596
Operating Income (Loss) Before Depreciation 478,793 (669,617) 718,821 (70,596)
Depreciation Expense 150,702 208,046 207,595 219,076
Operating Income (Loss) 328,091 (877,663) 511,226 (289,672)
Nonoperating Income (Expense): Intergovernmental 16,609 136,290 136,290 0 Interest Expense (21,896) (16,908) (15,630) (16,908) Interest Income 114,443 110,290 146,361 135,310 Other 6,182 0 10,051 4,900 Transfer to Shop Fund (43,216) (179,461) (179,461) (450,000) Total Nonoperating Income (Expense): 72,122 50,211 97,611 (326,698)
Net Income (Loss) 400,213 (827,452) 608,837 (616,370)
Total Net Assets $ 5,107,795 $ 4,280,343 $ 5,716,632 $ 5,100,262
Capital Expenditures $ 1,689 $ 410,906 $ 410,906 $ 0
91 Airport Fund
The Airport Fund provides for the operation and maintenance of the City's municipal airport, Drake Field. The Airport Fund's revenue is generated from rents and leases. For 2006, the Airport Fund is projected to have an operating loss of ($123,286) before depreciation expense. The 2006 budget reflects the decreased cost of running the FBO program at Drake Field.
Airport Fund Revenues For 2006, the Airport Fund sources of funds is budgeted at $2,484,783. Rents and Leases make up the largest source of revenue (17.8%). Sources of Funds for 2006 $2,100 $2,484,783 Airline Fees 0.1% $1,728,845 Fund Balance $442,468 47.0% Rents and Leases 17.8%
$245,700 Aviation Fuel 9.9%
$41,390 Interest Income & $24,280 Other Other 1.7% 1.0%
The chart on the following page shows all of the Airport Fund’s operating revenues by type. From 1998 and in prior years, Airline Fees and Parking Fees made up the majority of Airport Fund revenue. Once the Northwest Arkansas Regional airport opened on November 1, 1998, commercial air service was discontinued at Drake Field and revenues were comprised of Rents and Leases. During the fourth quarter of 2001, the City took over the Fixed Based Operator (FBO) functions and sold aviation fuel as it became a General Aviation airport. The selling of fuel contined until the last part of 2005 when the City contracted the operation of the FBO to an external company. Currently the Airport Fund’s major source of revenue is through the rental of corporate and private T-Hangars, and rental of the airport terminal building to the U.S. Post Office, a restaurant, and a hair salon.
92 Airport Fund Total Operating Revenues $2,000 $1,896
$1,800 $1,759 $1,639 $1,600 $1,525
$1,400 $1,211 $1,250 $1,200 $1,061
$1,000
Thousands $810 $800 $713
$600 $466 $431 $400 $275
$200
$- 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year Rents & Leases Aviation Fuel Other Airline/Parking Fees
Airport Fund Working Capital Below is a summarized working capital statement for the Airport Fund. Working capital is defined as Current Assets less Current Liabilities. Working capital statements give a better method of showing the available cash and investments available to meet current operating needs. At the beginning of 2005, the Airport Fund had $1.3 million available in working capital to fund 2005 obligations. Estimated 2005 shows a use of working capital of $821,237 and this is due to capital improvements being budgeted. Budgeted 2006 shows a use of $80,696 in working capital and is budgeted to end the year with $415,941 million in available working capital.
City of Fayetteville, Arkansas Airport Fund - Working Capital Balance
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Working Capital - Beginning Balance $ 1,193,314 $ 1,317,874 $ 1,317,874 $ 496,637
Sources of Working Capital: Operating Revenue 1,210,752 1,308,968 1,250,187 713,348 Non-Operating Income 2,820,957 2,311,181 2,326,906 42,590 4,031,709 3,620,149 3,577,093 755,938
Uses of Working Capital: Operating Expenses 1,528,353 1,765,231 1,667,536 836,634 Capital Expenditures 2,378,796 2,730,794 2,730,794 0 3,907,149 4,496,025 4,398,330 836,634
Changes to Working Capital 124,560 (875,876) (821,237) (80,696)
Working Capital - Ending Balance $ 1,317,874 $ 441,998 $ 496,637 $ 415,941
93 City of Fayetteville, Arkansas Airport Fund
Fund - 5550
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Net Assets $ 16,029,759 $ 17,220,386 $ 17,220,386 $ 17,696,592
Operating Revenues: Airline Fees 2,154 1,100 1,990 2,100 Rents and Leases 361,932 435,568 441,501 442,468 Aviation Fuel 808,797 839,700 784,010 245,700 Other 37,869 32,600 22,686 23,080 Total Operating Revenues 1,210,752 1,308,968 1,250,187 713,348
Operating Expenses: Airport Administration 470,658 525,810 510,158 587,643 Airport Maintenance 245,071 248,185 228,655 248,991 Airport Operations 759,759 807,710 745,197 0 Airport Capital Expenditures 52,865 183,526 183,526 0 Total Operating Expenses Before Depreciation 1,528,353 1,765,231 1,667,536 836,634
Operating Income (Loss) Before Depreciation (317,601) (456,263) (417,349) (123,286)
Depreciation Expense 1,312,729 2,021,498 1,433,351 1,648,149
Operating Income (Loss) (1,630,330) (2,477,761) (1,850,700) (1,771,435)
Nonoperating Income (Expense): Intergovernmental 2,221,911 2,075,799 2,098,950 0 Interest Income 60,317 62,370 46,000 41,390 Other 4,129 173,012 181,956 1,200 Transfer from Capital Improvements Fund 534,600 0 0 0 Total Nonoperating Income (Expense): 2,820,957 2,311,181 2,326,906 42,590
Net Income (Loss) 1,190,627 (166,580) 476,206 (1,728,845)
Total Net Assets $ 17,220,386 $ 17,053,806 $ 17,696,592 $ 15,967,747
Capital Expenditures $ 2,378,796 $ 2,730,794 $ 2,730,794 $ 0
94 3DJH/HIW%ODQN,QWHQWLRQDOO\
95 Town Center and Parking Facility Fund
The Town Center and Parking Facility Fund accounts for the Town Center Building and the associated special obligation debt.
96 City of Fayetteville, Arkansas Town Center and Parking Facility Fund
Fund - 5600
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Net Assets $ 2,399,406 $ 2,226,610 $ 2,226,610 $ 2,344,891
Operating Expenses: Audit Expense 2,100 1,700 1,820 1,800 Rent 4,449 1,525 1,618 1,620 Professional Services 2,080 2,225 2,080 2,080 Total Operating Expenses 8,629 5,450 5,518 5,500
Operating Income (Loss) Before Depreciation (8,629) (5,450) (5,518) (5,500)
Depreciation Expense 367,760 367,760 367,760 367,760
Operating Income (Loss) (376,389) (373,210) (373,278) (373,260)
Nonoperating Income (Expense): Interest Income 1,311 1,415 11,500 10,752 Interest Expense and Fees (196,078) (187,141) (187,141) (180,324) Transfer From Advertising & Promotion Fund 398,360 673,200 673,200 671,383 Transfer To Advertising & Promotion Fund 0 (6,000) (6,000) 0 Total Nonoperating Income (Expense): 203,593 481,474 491,559 501,811
Net Income (Loss) (172,796) 108,264 118,281 128,551
Total Net Assets $ 2,226,610 $ 2,334,874 $ 2,344,891 $ 2,473,442
97 Continuing Education Center and Parking Facility Fund
The Continuing Education Center and Parking Facility Fund accounts for the revenues and special obligations debt associated with the Continuing Education Center, which is leased by the University of Arkansas.
98 City of Fayetteville, Arkansas Continuing Education Center and Parking Facility Fund
Fund - 5690
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Net Assets $ 1,886,312 $ 1,887,083 $ 1,887,083 $ 1,905,309
Operating Revenues: Rents and Leases 121,997 122,000 122,000 122,000 Total Operating Revenues 121,997 122,000 122,000 122,000
Operating Expenses: Audit Expense 600 535 535 500 Insurance 9,143 8,967 8,967 7,550 Special Assessments 52,314 53,000 56,351 60,000 Total Operating Expenses 62,057 62,502 65,853 68,050
Operating Income (Loss) Before Depreciation 59,940 59,498 56,147 53,950
Depreciation Expense 94,807 95,000 94,807 9,500
Operating Income (Loss) (34,867) (35,502) (38,660) 44,450
Nonoperating Income (Expense): State Tourism Turnback 287,572 145,119 145,119 0 Interest Income 3,682 3,900 0 0 Interest Expense and Fees (19,851) 0 0 0 Transfer From Advertising & Promotion Fund 345,186 0 56,886 0 Transfer To Advertising & Promotion Fund (580,951) (145,119) (145,119) 0 Total Nonoperating Income (Expense): 35,638 3,900 56,886 0
Net Income (Loss) 771 (31,602) 18,226 44,450
Total Net Assets $ 1,887,083 $ 1,855,481 $ 1,905,309 $ 1,949,759
99 Police Pension Fund
The Police Pension Fund accounts for the accumulation of resources for the pension benefit payments to qualified police personnel.
100 City of Fayetteville, Arkansas Police Pension Fund
Fund - 6800
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Net Assets $ 10,937,721 $ 10,956,940 $ 10,956,940 $ 10,936,889
Additions: Property Tax 295,410 318,100 326,800 356,400 State Insurance Turnback 295,747 322,700 451,099 394,100 Court Fines and Fees 126,833 127,200 126,900 127,200 Investment Earnings 557,988 232,530 500,983 190,760 Officer Contributions 11,829 13,500 5,200 5,232 General Fund Contributions 23,658 28,200 10,800 10,464 Other 1,696 1,700 3,700 1,500 Total Additions 1,313,161 1,043,930 1,425,482 1,085,656
Deductions: Audit Expense 3,700 3,000 3,210 3,300 Professional Services 220 2,210 2,210 210 Benefit Payments 1,290,022 1,434,541 1,440,113 1,473,304 Total Deductions 1,293,942 1,439,751 1,445,533 1,476,814
Increase (decrease) In Net Assets 19,219 (395,821) (20,051) (391,158)
Ending Net Assets $ 10,956,940 $ 10,561,119 $ 10,936,889 $ 10,545,731
101 Fire Pension Fund
The Fire Pension Fund accounts for the accumulation of resources for the pension benefit payments to qualified fire personnel.
102 City of Fayetteville, Arkansas Fire Pension Fund
Fund - 6810
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Net Assets $ 9,621,781 $ 9,369,239 $ 9,369,239 $ 9,041,088
Additions: Property Tax 295,409 318,100 326,800 356,400 State Insurance Turnback 202,106 202,100 249,972 213,900 Investment Earnings 627,948 224,900 552,205 213,153 Officer Contributions 25,393 24,900 22,800 19,015 General Fund Contributions 53,730 44,100 47,882 38,029 Other 121 0 176 0 Total Additions 1,204,707 814,100 1,199,835 840,497
Deductions: Publications and Dues 100 0 0 0 Audit Expense 3,700 3,000 3,210 3,300 Professional Services 129 80 185 185 Benefit Payments 1,453,320 1,544,307 1,524,591 1,484,340 Total Deductions 1,457,249 1,547,387 1,527,986 1,487,825
Increase (decrease) In Net Assets (252,542) (733,287) (328,151) (647,328)
Ending Net Assets $ 9,369,239 $ 8,635,952 $ 9,041,088 $ 8,393,760
103 Municipal Judge Retirement Fund
The Municipal Judge Retirement Fund accounts for the accumulation of resources for the pension benefit payments to qualified municipal judges.
104 City of Fayetteville, Arkansas Municipal Judge Retirement Fund
Fund - 6820
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Net Assets $ 764,059 $ 0 $ 0 $ 0
Additions: Court Fines and Fees 18,506 0 0 0 Investment Earnings 34,876 0 0 0 Total Additions 53,382 0 0 0
Deductions: Audit Expense 200 0 0 0 Professional Services 700 0 0 0 Pension Expense 353,624 0 0 0 Residual Equity Transferred to General Fund 462,917 0 0 0 Total Deductions 817,441 0 0 0
Increase (decrease) In Net Assets (764,059) 0 0 0
Ending Net Assets $ 0 $ 0 $ 0 $ 0
105 Shop Fund
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 2006 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.
Shop Fund Revenues Shop Charges (Replacement Charges, Motorpool Charges, Shop Overhead Charges, Maintenance Charges, and Fuel Charges) as a whole make up 85% of total Shop Fund revenue and is budgeted in 2006 at $5,045,900. Replacement Charges ($2,629,200) is the amount Fleet Operations collects to purchase replacement vehicles and equipment. Motorpool Charges ($1,161,600) and Shop Overhead Charges ($271,200) are the monthly fees user divisions pay to the Shop Fund for the on-going maintenance that is provided for the life of the vehicles and equipment. Fuel Charges ($886,800) is the revenue received from charging out the cost of gasoline to the user divisions.
The Shop Charges category has increased annually 5.3% since 1995. Before 1999, Shop fund was accumulating more Replacement Charges than expensing. Revenues were reduced from 2000-2002 to reduce Replacement Charges.
Shop Charges
$6.00
Millions $5.05 $5.00 $4.81 $4.69
$4.29
$3.99 $3.90 $4.00 $3.78 $3.58 $3.64 $3.57 $3.40
$3.00 $2.86
$2.00
$1.00
$- 95 96 97 98 99 00 01 02 03 04 Est. 05 Proj. 06 Year
106 Shop Fund Working Capital Below is a summarized working capital statement for the Shop Fund. Working capital is defined as Current Assets less Current Liabilities. Working capital statements give a better method of showing the available cash and investments available to meet current operating needs. At the beginning of 2005, the Shop Fund had $5.7 million available in working capital to fund 2005 obligations. Estimated 2005 shows a use of working capital of $1.2 million and this is due to the $2.3 million in prior year capital budgets rebudgeted into 2005. Budgeted 2006 shows a use of $657,613 in working capital and is budgeted to end the year with $3.8 million in available working capital.
The $3,205,000 in capital expenditures represent the purchases of replacement and expansion vehicles. Funds of $656,000 have been transferred in from other operating funds to cover the expansion vehicles and the remaining $2,549,000 will be paid from replacement charges.
City of Fayetteville, Arkansas Shop Fund - Working Capital Balance
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Working Capital - Beginning Balance $ 4,351,400 $ 5,702,825 $ 5,702,825 $ 4,438,556
Sources of Working Capital: Operating Revenue 4,693,906 4,607,100 4,811,281 5,045,900 Non-Operating Income 972,766 934,055 1,004,416 857,400 5,666,672 5,541,155 5,815,697 5,903,300
Uses of Working Capital: Operating Expenses 2,659,614 3,239,469 3,197,001 3,355,913 Capital Expenditures 1,655,633 3,882,965 3,882,965 3,205,000 4,315,247 7,122,434 7,079,966 6,560,913
Changes to Working Capital 1,351,425 (1,581,279) (1,264,269) (657,613)
Working Capital - Ending Balance $ 5,702,825 $ 4,121,546 $ 4,438,556 $ 3,780,943
107 City of Fayetteville, Arkansas Shop Fund
Fund - 9700
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Beginning Net Assets $ 10,458,150 $ 11,813,181 $ 11,813,181 $ 11,578,230
Operating Revenues: Shop Charges 4,693,906 4,607,100 4,811,281 5,045,900 Total Operating Revenues 4,693,906 4,607,100 4,811,281 5,045,900
Operating Expenses: Vehicle Maintenance Program 2,659,614 3,239,469 3,197,001 3,355,913 Total Operating Expenses 2,659,614 3,239,469 3,197,001 3,355,913
Operating Income (Loss) Before Depreciation 2,034,292 1,367,631 1,614,280 1,689,987
Depreciation Expense 1,652,027 2,853,647 2,853,647 3,432,985
Operating Income (Loss) 382,265 (1,486,016) (1,239,367) (1,742,998)
Nonoperating Income (Expense): Interest Income 253,929 197,100 251,569 201,400 Gain (Loss) on Sale of Fixed Assets 268,484 0 6,141 0 Other 2,338 0 9,751 0 Total Nonoperating Income (Expense): 524,751 197,100 267,461 201,400
Income (Loss) Before Operating Transfers 907,016 (1,288,916) (971,906) (1,541,598)
Other Financing Sources (Uses): Transfer from General 0 15,000 15,000 71,000 Transfer from Street 73,424 35,000 35,000 0 Transfer from Off-Street Parking 26,708 0 0 0 Transfer from Parks Development 0 19,000 19,000 0 Transfer from Water & Sewer 0 19,892 19,892 135,000 Transfer from Capital Improvements 304,667 468,602 468,602 0 Transfer from Solid Waste 43,216 179,461 179,461 450,000 Total Other Financing Sources (Uses): 448,015 736,955 736,955 656,000
Net Income (Loss) 1,355,031 (551,961) (234,951) (885,598)
Total Net Assets $ 11,813,181 $ 11,261,220 $ 11,578,230 $ 10,692,632
Capital Expenditures $ 1,655,633 $ 3,882,965 $ 3,882,965 $ 3,205,000
108 City of Fayetteville, Arkansas 2006 Budget by Activity All Activities
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
Revenues: Airport $ 4,031,709 $ 3,620,149 $ 3,577,093 $ 755,938 Development & Engineering Services 1,894,013 2,812,888 3,057,591 2,195,841 Internal Services 5,778,507 5,656,412 5,925,124 6,018,400 Fire 722,599 3,403,212 3,595,389 479,500 General Government 3,077 3,200 3,300 3,300 Library 975,639 1,492,559 275,227 0 Parks & Recreation 2,534,223 2,872,666 3,008,943 2,977,190 Police, Courts, & Prosecutor 2,707,046 2,898,385 3,043,823 3,017,869 Solid Waste 7,095,732 7,002,948 7,891,411 7,961,210 Transportation & Parking 4,137,655 3,986,955 4,257,242 4,426,432 Water & Wastewater 27,003,385 29,102,340 30,287,663 27,279,722 Unallocated 74,989,604 218,940,185 212,638,087 63,084,102 Total Revenues $ 131,873,189 $ 281,791,899 $ 277,560,893 $ 118,199,504
Expenses: Airport $ 5,754,477 $ 6,545,287 $ 5,859,445 $ 2,484,783 Development & Engineering Services 6,338,337 14,601,283 14,371,460 8,857,258 Internal Services 10,193,247 15,341,728 15,106,191 15,530,990 Fire 9,741,872 11,049,137 10,900,966 7,542,375 General Government 3,459,499 4,848,677 4,501,656 1,175,086 Library 8,588,784 3,280,864 2,063,532 1,833,970 Parks & Recreation 4,824,385 7,989,714 7,902,893 5,030,450 Police, Courts, & Prosecutor 11,479,033 14,942,177 14,641,344 13,564,838 Solid Waste 6,697,208 8,241,306 7,693,480 8,577,580 Transportation & Parking 6,416,955 8,305,043 8,200,771 8,450,948 Water & Wastewater 28,051,328 48,228,506 47,642,022 29,634,078 Unallocated 30,328,064 138,418,177 138,677,133 15,517,148 Total Expenses $ 131,873,189 $ 281,791,899 $ 277,560,893 $ 118,199,504
Personnel Staff: Airport 8.50 8.50 8.50 5.50 Development & Engineering Services 50.00 55.00 55.00 55.00 Internal Services 66.50 72.25 72.25 72.25 Fire 101.00 104.00 104.00 109.00 General Government 21.65 20.40 20.40 20.40 Parks & Recreation 49.85 51.85 51.85 52.85 Police, Courts, & Prosecutor 192.93 202.93 202.93 206.93 Solid Waste 49.60 50.60 50.60 51.60 Transportation & Parking 60.00 72.00 72.00 72.00 Water & Wastewater 87.00 90.50 90.50 90.50 687.03 728.03 728.03 736.03
109 City of Fayetteville, Arkansas 2006 Budget by Activity Airport Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: Airport Fund: Intergovernmental 94 $ 2,221,911 $ 2,075,799 $ 2,098,950 $ 0 Fixed Base Operations 94 831,830 858,200 802,510 264,600 Rent 94 367,402 416,368 427,722 409,348 Transfers 94 534,600 0 0 0 Investments 94 60,317 62,370 46,000 41,390 Other Revenues 94 14,494 182,312 183,280 2,500 Services and Charges 94 1,155 25,100 18,631 38,100 Total Revenues $ 4,031,709 $ 3,620,149 $ 3,577,093 $ 755,938
Expenses: Airport Fund: Airport Administration 146 $ 470,657 $ 525,810 $ 510,158 $ 587,643 Airport Maintenance 147 245,071 248,185 228,655 248,991 Airport Operations 148 759,759 807,710 745,197 0 Airport Capital Expenditures 149 2,431,661 2,914,320 2,914,320 0 Depreciation 146 1,312,729 2,021,498 1,433,351 1,648,149 Sales Tax Capital Improvements Fund: Other Capital Improvements 75 534,600 27,764 27,764 0 Total Expenses $ 5,754,477 $ 6,545,287 $ 5,859,445 $ 2,484,783
Personnel Staff: Airport Fund: Airport Administration 146 2.50 2.50 2.50 2.50 Airport Maintenance 147 3.00 3.00 3.00 3.00 Airport Operations 148 3.00 3.00 3.00 0.00 8.50 8.50 8.50 5.50
110 City of Fayetteville, Arkansas 2006 Budget by Activity Development & Engineering Services Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: General Fund: Other Revenues 47 $ 1,087,100 $ 1,051,210 $ 1,202,900 $ 1,221,070 Services and Charges 47 172,954 177,526 270,539 258,420 Community Development Block Grant Fund: Intergovernmental 59 588,969 1,551,374 1,551,374 716,351 Other Revenues 59 44,990 32,778 32,778 0 Total Revenues $ 1,894,013 $ 2,812,888 $ 3,057,591 $ 2,195,841
Expenses: General Fund: Planning & Development Management 175 $ 105,087 $ 111,865 $ 111,184 $ 121,372 Engineering Design Services 176 330,554 344,052 340,958 409,403 Engineering Operations & Administration 177 234,954 374,666 344,094 378,609 Right-of-Way Acquisition 178 118,177 130,024 127,331 149,754 Public Construction 179 234,392 260,891 255,846 327,665 Current Planning 180 393,005 432,386 352,233 441,173 Long Range Planning 181 99,309 181,865 150,257 203,421 Building Safety 182 544,162 651,139 590,479 607,487 Community Code Enforcement 183 225,852 271,878 256,561 284,023 Community Development Block Grant Fund: Administration & Planning 192 92,688 188,832 188,832 109,670 Housing Services 193 329,489 656,341 656,341 112,657 Redevelopment 194 70,045 435,444 435,444 39,024 Public Services 195 72,384 148,535 148,535 80,000 Public Facilities & Improvements 196 69,353 155,000 155,000 375,000 Sales Tax Capital Improvements Fund: Street Improvements 75 2,336,307 8,407,544 8,407,544 4,818,000 Bridge & Drainage Improvements 75 1,028,695 1,807,801 1,807,801 400,000 Other Capital Improvements 75 53,884 43,020 43,020 0 Total Expenses $ 6,338,337 $ 14,601,283 $ 14,371,460 $ 8,857,258
Personnel Staff: General Fund: Planning & Development Management 175 1.00 1.00 1.00 1.00 Engineering Design Services 176 7.50 7.00 7.00 7.00 Engineering Operations & Administration 177 5.20 6.50 6.50 6.50 Right-of-Way Acquisition 178 2.80 3.00 3.00 3.00 Public Construction 179 5.00 5.00 5.00 5.00 Current Planning 180 8.00 8.00 8.00 8.00 Long Range Planning 181 2.00 4.00 4.00 4.00 Building Safety 182 10.00 11.00 11.00 11.00 Community Code Enforcement 183 4.55 4.75 4.75 4.75 Community Development Block Grant Fund: Administration & Planning 192 1.55 2.05 2.05 1.85 Housing Services 193 1.40 1.70 1.70 1.90 Redevelopment 194 1.00 1.00 1.00 1.00 50.00 55.00 55.00 55.00
111 City of Fayetteville, Arkansas 2006 Budget by Activity Internal Services Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: General Fund: Services and Charges 47 $ 111,743 $ 115,257 $ 109,393 $ 115,100 Other Revenues 47 92 0 34 0 Shop Fund: Services and Charges 108 4,693,906 4,607,100 4,811,281 5,045,900 Transfers In 108 448,015 736,955 736,955 656,000 Investments 108 253,929 197,100 251,569 201,400 Other Revenues 108 270,822 0 15,892 0 Total Revenues $ 5,778,507 $ 5,656,412 $ 5,925,124 $ 6,018,400
Expenses: General Fund: Finance & Internal Services Director 229 $ 114,944 $ 138,302 $ 137,569 $ 136,403 Human Resources 230 757,939 1,046,375 947,687 977,900 Accounting & Audit 231 548,002 584,826 555,355 615,508 Budget & Research 232 220,871 284,378 278,724 282,187 Utilities Management 168 338,488 324,113 299,032 379,473 General Maintenance 233 414,067 425,736 425,736 472,044 Janitorial 234 186,366 200,144 199,931 202,323 Purchasing 235 153,551 200,440 173,909 194,965 Information Technology 236 913,616 1,060,937 1,054,239 1,167,289 Shop Fund: Vehicle Maintenance 221 4,311,121 6,076,119 6,033,651 6,788,898 Capital Expenditures 222 1,656,153 3,899,962 3,899,962 3,205,000 Sales Tax Capital Improvements Fund: Other Capital Improvements 75 578,129 1,100,396 1,100,396 1,109,000 Total Expenses $ 10,193,247 $ 15,341,728 $ 15,106,191 $ 15,530,990
Personnel Staff: General Fund: Finance & Internal Services Director 229 1.00 1.25 1.25 1.25 Human Resources 230 5.00 5.00 5.00 5.00 Accounting & Audit 231 10.50 11.50 11.50 11.50 Budget & Research 232 3.00 4.00 4.00 4.00 Utilities Management 168 2.00 2.00 2.00 2.00 General Maintenance 233 8.00 8.00 8.00 8.00 Janitorial 234 6.50 6.50 6.50 6.50 Purchasing 235 2.50 3.50 3.50 3.50 Information Technology 236 11.00 13.00 13.00 13.00 Shop Fund: Vehicle Maintenance 221 17.00 17.50 17.50 17.50 66.50 72.25 72.25 72.25
112 City of Fayetteville, Arkansas 2006 Budget by Activity Fire Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: General Fund: Intergovernmental 47 $ 359,044 $ 296,209 $ 487,944 $ 466,500 Services and Charges 47 14,681 12,600 11,500 11,800 Other Revenues 47 1,228 7,403 8,945 1,200 Sales Tax Capital Improvements Fund: Bond Proceeds 75 347,646 3,087,000 3,087,000 0 Total Revenues $ 722,599 $ 3,403,212 $ 3,595,389 $ 479,500
Expenses: General Fund: Prevention 255 $ 298,470 $ 272,989 $ 259,685 $ 332,949 Operations 256 5,497,997 6,295,655 6,160,857 6,497,329 Training 257 209,841 197,586 197,517 217,097 Sales Tax Capital Improvements Fund: Fire Improvements 75 3,735,564 4,282,907 4,282,907 495,000 Total Expenses $ 9,741,872 $ 11,049,137 $ 10,900,966 $ 7,542,375
Personnel Staff: General Fund: Prevention 255 3.50 3.00 3.00 4.00 Operations 256 95.00 99.00 99.00 103.00 Training 257 2.50 2.00 2.00 2.00 101.00 104.00 104.00 109.00
113 City of Fayetteville, Arkansas 2006 Budget by Activity General Government Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: General Fund: Services and Charges 47 $ 3,077 $ 3,200 $ 3,300 $ 3,300 Total Revenues $ 3,077 $ 3,200 $ 3,300 $ 3,300
Expenses: General Fund: Mayor's Administration 130 $ 285,560 $ 272,297 $ 265,456 $ 259,737 City Council 131 73,498 90,684 74,984 79,684 City Attorney 132 226,847 249,656 248,001 253,220 Economic Development 136 68,972 82,852 69,649 65,062 Public Information 137 143,595 142,690 111,957 128,540 Cable Administration 138 194,668 210,412 208,931 207,549 Operations Director 167 48,221 70,579 67,353 70,190 Internal Audit 139 88,912 86,280 61,450 73,708 City Clerk/Treasurer 140 305,367 313,595 304,912 339,269 Miscellaneous 145 2,001,004 2,417,405 2,176,736 (301,873) Sales Tax Capital Improvements Fund: Other Capital Improvements 75 22,855 912,227 912,227 0 Total Expenses $ 3,459,499 $ 4,848,677 $ 4,501,656 $ 1,175,086
Personnel Staff: General Fund: Mayor's Administration 130 4.50 2.00 2.00 2.00 City Attorney 132 3.50 3.50 3.50 3.50 Economic Development 136 0.50 0.50 0.50 0.50 Public Information 137 1.50 2.00 2.00 2.00 Cable Administration 138 5.25 5.25 5.25 5.25 Operations Director 167 0.40 0.65 0.65 0.65 Internal Audit 139 1.00 1.00 1.00 1.00 City Clerk/Treasurer 140 5.00 5.50 5.50 5.50 21.65 20.40 20.40 20.40
114 City of Fayetteville, Arkansas 2006 Budget by Activity Library Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: Library Construction Fund: Other Revenues 71 $ 836,263 $ 1,492,559 $ 275,200 $ 0 Investments 71 139,376 0 27 0 Total Revenues $ 975,639 $ 1,492,559 $ 275,227 $ 0
Expenses: General Fund: Library 144 $ 875,848 $ 1,462,398 $ 1,462,398 $ 1,535,970 Library Construction Fund: Library Construction 71 6,965,343 1,492,559 275,227 0 Sales Tax Capital Improvements Fund: Library Improvements 75 747,593 325,907 325,907 298,000 Total Expenses $ 8,588,784 $ 3,280,864 $ 2,063,532 $ 1,833,970
115 City of Fayetteville, Arkansas 2006 Budget by Activity Parks & Recreation Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: General Fund: Services and Charges 47 $ 321,842 $ 321,310 $ 350,213 $ 352,240 Other Revenues 47 20,706 6,353 5,850 1,450 Parks Development Fund: Hotel/Motel/Restaurant Taxes 61 1,756,319 1,838,800 1,941,677 2,093,800 Intergovernmental 61 42,800 601,565 601,565 0 Greenspace Fees Contribution 61 344,499 57,038 57,038 480,000 Other Revenues 61 48,057 47,600 52,600 49,700 Total Revenues $ 2,534,223 $ 2,872,666 $ 3,008,943 $ 2,977,190
Expenses: General Fund: Parks Administration/Recreation Programs 170 $ 435,380 $ 488,146 $ 484,419 $ 519,487 Swimming Pool 169 157,545 155,869 139,555 128,759 Lake Maintenance 171 72,150 84,738 83,238 78,702 Parks Maintenance 172 988,025 1,101,224 1,050,942 1,146,090 Yvonne Richardson Community Center 173 94,762 114,765 101,723 95,331 Parks Development Fund: Parks Development Program 197 1,141,919 1,384,085 1,383,342 1,473,081 Parks Development Capital 198 875,305 1,775,548 1,774,335 1,370,000 Sales Tax Capital Improvements Fund: Park Improvements 75 959,922 2,753,074 2,753,074 183,000 Other Capital Improvements 75 99,377 132,265 132,265 36,000 Total Expenses $ 4,824,385 $ 7,989,714 $ 7,902,893 $ 5,030,450
Personnel Staff: General Fund: Parks Administration/Recreation Programs 170 5.30 5.30 5.30 6.11 Swimming Pool 169 5.07 5.07 5.07 4.26 Lake Maintenance 171 0.10 0.10 0.10 0.10 Parks Maintenance 172 19.33 20.33 20.33 21.33 Yvonne Richardson Community Center 173 2.00 2.00 2.00 2.00 Parks Development Fund: Parks Development Program 197 18.05 19.05 19.05 19.05 49.85 51.85 51.85 52.85
116 City of Fayetteville, Arkansas 2006 Budget by Activity Police, Courts, & Prosecutor Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: General Fund: Fines & Forfeitures 47 $ 1,299,737 $ 1,368,200 $ 1,390,000 $ 1,421,400 Services and Charges 47 571,520 572,158 598,597 620,500 Other Revenues 47 109,291 103,523 113,405 73,060 Intergovernmental 47 312,431 356,900 431,641 431,600 Investments 47 2,507 1,300 6,700 4,800 Drug Law Enforcement Fund: Intergovernmental 65 334,565 350,750 356,845 313,843 Transfers 65 75,570 141,709 141,709 150,000 Fines & Forfeitures 65 0 3,000 4,168 2,000 Other Revenues 65 500000 Investments 65 925 845 758 666 Total Revenues $ 2,707,046 $ 2,898,385 $ 3,043,823 $ 3,017,869
Expenses: General Fund: City Prosecutor 133 $ 310,621 $ 535,524 $ 518,951 $ 532,322 Hot Check 134 173,357 0 0 0 District Judge 135 109,095 134,717 134,440 129,363 Criminal Cases 141 220,735 255,498 252,469 271,702 Probation & Fine Collection 142 40,410 42,296 42,132 44,332 Small Claims & Civil Cases 143 132,646 149,558 144,042 176,462 Central Dispatch 244 988,602 1,053,002 1,046,363 1,138,535 Patrol/Emergency Response 245 258,519 271,787 269,404 316,189 Animal Shelter 246 380,101 387,076 377,417 370,793 Veterinarian/Clinic 247 173,222 205,804 187,727 152,474 Support Services 248 1,940,963 2,114,117 2,095,132 2,889,366 Patrol 249 6,146,646 7,444,170 7,235,725 6,956,619 Drug Law Enforcement Fund: Drug Enforcement 250 443,311 440,765 429,679 473,681 Sales Tax Capital Improvements Fund: Police Improvements 75 160,805 1,487,613 1,487,613 113,000 Other Capital Improvements 75 0 420,250 420,250 0 Total Expenses $ 11,479,033 $ 14,942,177 $ 14,641,344 $ 13,564,838
Personnel Staff: General Fund: City Prosecutor 133 6.50 10.00 10.00 10.00 Hot Check 134 3.50 0.00 0.00 0.00 District Judge 135 1.00 1.00 1.00 1.00 Criminal Cases 141 4.50 5.50 5.50 5.50 Probation & Fine Collection 142 1.00 1.00 1.00 1.00 Small Claims & Civil Cases 143 4.00 4.00 4.00 4.00 Central Dispatch 244 22.00 22.00 22.00 23.00 Patrol/Emergency Response 245 4.50 4.50 4.50 5.50 Animal Shelter 246 8.30 8.30 8.30 8.30 Veterinarian/Clinic 247 2.00 2.00 2.00 2.00 Support Services 248 29.50 29.50 29.50 36.00 Patrol 249 102.13 111.13 111.13 106.63 Drug Law Enforcement Fund: Drug Enforcement 250 4.00 4.00 4.00 4.00 192.93 202.93 202.93 206.93
117 City of Fayetteville, Arkansas 2006 Budget by Activity Solid Waste Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: Solid Waste Fund: Solid Waste Fees 91 $ 6,907,624 $ 6,667,100 $ 7,468,648 $ 7,695,500 Investments 91 114,443 110,290 146,361 135,310 Franchise Fees 91 50,874 89,268 130,061 125,500 Intergovernmental 91 16,609 136,290 136,290 0 Other Revenues 91 6,182 0 10,051 4,900 Total Revenues $ 7,095,732 $ 7,002,948 $ 7,891,411 $ 7,961,210
Expenses: Solid Waste Fund: Operations & Administration 215 $ 1,214,972 $ 1,485,914 $ 1,388,595 $ 1,584,069 Commercial Collections 216 1,958,768 2,178,538 2,156,146 2,243,122 Residential Collections 217 1,388,200 1,531,761 1,407,243 2,105,312 Commercial Drop Box Collections 218 301,697 528,398 497,430 501,557 Recycling 219 1,356,888 1,632,477 1,434,917 1,561,367 Composting 220 476,683 884,218 809,149 582,153 Total Expenses $ 6,697,208 $ 8,241,306 $ 7,693,480 $ 8,577,580
Personnel Staff: Solid Waste Fund: Operations & Administration 215 7.85 6.10 6.10 6.10 Commercial Collections 216 8.20 10.60 10.60 10.60 Residential Collections 217 9.70 8.80 8.80 9.80 Commercial Drop Box Collections 218 2.20 2.20 2.20 2.20 Recycling 219 16.45 16.30 16.30 16.30 Composting 220 5.20 6.60 6.60 6.60 49.60 50.60 50.60 51.60
118 City of Fayetteville, Arkansas 2006 Budget by Activity Transportation & Parking Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: General Fund: Services and Charges 47 $ 61,818 $ 61,900 $ 57,400 $ 58,500 Fines & Forfeitures 47 45,653 47,000 69,000 70,700 Street Fund: Intergovernmental 52 3,519,470 3,420,000 3,522,900 3,693,200 Services and Charges 52 30,545 30,900 147,900 115,000 Investments 52 116,619 107,400 112,000 103,600 Other Revenues 52 34,143 0 23,880 16,300 Off-Street Parking Fund: Services and Charges 57 303,295 295,080 296,598 345,793 Investments 57 26,112 24,675 27,539 23,239 Other Revenues 57 0 0 25 100 Total Revenues $ 4,137,655 $ 3,986,955 $ 4,257,242 $ 4,426,432
Expenses: General Fund: Parking Management 174 $ 141,187 $ 186,009 $ 181,371 $ 183,836 Street Fund: Operations & Administration 184 856,234 954,726 928,902 1,103,141 Right-of-Way Maintenance 185 429,334 370,575 361,816 334,811 Street Maintenance 186 1,177,097 1,302,022 1,270,233 1,340,374 Drainage Maintenance 187 479,886 628,101 628,101 559,017 Traffic Control & Maintenance 188 377,942 435,964 433,682 443,201 Street & Trail Construction 189 0 0 0 400,000 Sidewalks 190 356,513 360,394 360,394 398,759 Off-Street Parking Fund: Off-Street Parking 191 328,042 855,111 824,131 374,809 Sales Tax Capital Improvements Fund: Transportation Improvements 75 2,226,405 3,039,539 3,039,539 3,313,000 Other Improvements 75 44,315 172,602 172,602 0 Total Expenses $ 6,416,955 $ 8,305,043 $ 8,200,771 $ 8,450,948
Personnel Staff: General Fund: Parking Management 174 3.50 3.50 3.50 3.50 Street Fund: Operations & Administration 184 6.00 6.00 6.00 6.00 Right-of-Way Maintenance 185 8.00 6.00 6.00 6.00 Street Maintenance 186 21.50 23.50 23.50 23.50 Drainage Maintenance 187 7.00 9.00 9.00 7.00 Traffic Control & Maintenance 188 5.00 6.00 6.00 6.00 Street & Trail Construction 189 0.00 9.00 9.00 9.00 Sidewalks 190 9.00 9.00 9.00 11.00 60.00 72.00 72.00 72.00
119 City of Fayetteville, Arkansas 2006 Budget by Activity Water & Wastewater Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: Water & Sewer Fund: Water Sales 87 $ 12,177,913 $ 12,672,740 $ 13,129,802 $ 13,456,892 Sewer Service Charges 87 10,440,014 11,099,000 11,746,250 12,786,700 Other Revenues 87 3,250,013 86,700 204,650 104,200 Transfers 87 53,668 0 0 0 Investments 87 959,104 978,900 908,361 847,730 Services & Charges 87 100,894 99,000 132,600 84,200 Intergovernmental 87 21,779 4,166,000 4,166,000 0 Total Revenues $ 27,003,385 $ 29,102,340 $ 30,287,663 $ 27,279,722
Expenses: Water & Sewer Fund: Water & Wastewater Director 199 142,379 178,349 160,526 177,413 Billing & Collections 237 793,776 977,952 974,791 1,056,506 Meter Reading 200 1,008,176 1,183,088 1,160,100 1,044,964 Meter Maintenance & Backflow Prevention 201 426,356 437,956 425,103 448,328 Meter Operations Capital 202 302,151 869,375 869,375 354,000 Water Purchased 203 5,492,344 5,925,840 5,925,840 6,300,000 Operations & Administration 204 2,982,942 3,244,265 3,164,947 3,509,999 Water Distribution Maintenance 205 2,754,613 3,258,503 3,039,728 3,309,089 Water Storage & Pump Maintenance 206 186,008 235,678 225,838 229,021 Sewer Mains Maintenance 207 2,513,096 2,742,326 2,698,758 2,971,574 Wastewater Treatment Plant 208 6,097,473 6,394,776 6,221,980 6,578,596 Capital Water Mains 209 3,512,810 11,710,830 11,710,830 939,000 Capital Expenditures 210 49,270 44,300 44,300 161,500 Water & Sewer Connections 211 258,719 290,056 284,694 311,823 Sewer Mains Construction 212 459,055 8,562,994 8,562,994 1,500,000 Wastewater Treatment Plant Capital 213 281,094 1,367,562 1,367,562 180,000 Debt Service 214 371,917 649,938 649,938 562,265 Sales Tax Capital Improvements Fund: Water & Sewer Improvements 75 419,149 154,718 154,718 0 Total Expenses $ 28,051,328 $ 48,228,506 $ 47,642,022 $ 29,634,078
Personnel Staff: Water & Sewer Fund: Water & Wastewater Director 199 2.00 1.50 1.50 1.50 Billing & Collections 237 15.00 17.00 17.00 17.00 Meter Reading 200 14.00 15.00 15.00 15.00 Meter Maintenance & Backflow Prevention 201 6.00 6.00 6.00 6.00 Operations & Administration 204 10.00 11.00 11.00 11.00 Water Distribution Maintenance 205 14.35 14.35 14.35 14.35 Water Storage & Pump Maintenance 206 2.00 2.00 2.00 2.00 Sewer Mains Maintenance 207 20.35 20.35 20.35 20.35 Water & Sewer Connections 211 3.30 3.30 3.30 3.30 87.00 90.50 90.50 90.50
120 City of Fayetteville, Arkansas 2006 Budget by Activity Unallocated Activity
Budget Document Actual Budgeted Estimated Budgeted Pg Num 2004 2005 2005 2006
Revenues: General Fund: Property Tax 47 $ 0 $ 0 $ 0 $ 1,158,300 Sales Tax 47 17,481,206 18,428,000 19,196,000 20,340,000 Other Revenues 47 2,000,040 190,700 171,899 163,700 Franchise Fees 47 3,726,037 3,816,600 3,909,400 4,063,900 Intergovernmental 47 1,061,893 1,263,335 1,267,635 961,600 Investments 47 447,033 441,400 509,600 498,900 Transfers 47 512,461 46,000 46,000 50,000 Fines & Forfeitures 47 27,740 0 11,508 0 Services & Charges 47 12,363 12,900 13,185 12,090 Fund Balance 47 (748,095) 5,212,411 2,373,473 (120,338) Street Fund Balance 52 (23,771) 493,482 176,448 651,203 City Advertising & Promotion Fund 55 2,445,545 2,198,262 2,256,961 2,240,100 Off Street Parking Fund 57 (1,365) 535,356 499,969 5,677 Parks Development Fund Balance 61 (174,451) 614,630 504,797 219,581 Impact Fee Fund 63 0 1,065,047 1,065,047 0 Drug Law Enforcement Fund Balance 65 31,751 (55,539) (73,801) 7,172 Arts Center Bond Fund 67 407,389 305,060 305,060 0 Wastewater Improvements Sales Tax Bond Fund 69 11,498,530 13,879,374 13,879,374 9,340,005 Library Construction Fund Balance 71 5,989,704 0 0 0 Replacement & Disaster Recovery Fund 72 483,170 431,121 431,121 200,000 Sales Tax Capital Improvements Fund 75 12,604,953 21,985,327 21,985,327 10,769,700 Wastewater System Improvements Project Fund 79 10,589,665 112,998,503 112,998,653 2,500 TIF Capital Improvements 81 0 3,680,000 3,890,500 134,070 Water & Sewer Fund Balance 87 628,794 18,971,448 17,199,641 2,354,356 Solid Waste Fund Balance 91 (398,524) 1,238,358 (197,931) 616,370 Airport Fund Balance 94 1,188,169 2,897,374 2,254,588 1,728,845 Town Center & Parking Facility Fund 97 572,467 566,351 566,419 553,584 Continuing Education Center & Parking Facility Fund 99 757,666 302,621 305,779 77,550 Police Pension Fund 101 1,293,942 1,439,751 1,445,533 1,476,814 Fire Pension Fund 103 1,457,249 1,547,387 1,527,986 1,487,825 Municipal Judge Retirement Fund 105 817,441 0 0 0 Shop Fund Balance 108 300,602 4,434,926 4,117,916 4,090,598 Total Revenues $ 74,989,604 $ 218,940,185 $ 212,638,087 $ 63,084,102
Expenses: City Advertising & Promotion Fund 55 $ 2,445,545 $ 2,198,262 $ 2,256,961 $ 2,240,100 Impact Fee Fund 63 0 1,065,047 1,065,047 0 Arts Center Bond Fund 67 407,389 305,060 305,060 0 Wastewater Improvements Sales Tax Bond Fund 69 11,498,530 13,879,374 13,879,374 9,340,005 Replacement & Disaster Recovery Fund 72 483,170 431,121 431,121 200,000 Sales Tax Capital Improvements Fund 75 5,000 4,700 4,700 4,700 Wastewater System Improvements Project Fund 79 10,589,665 112,998,503 112,998,653 2,500 TIF Capital Improvements Fund 81 0 3,680,000 3,890,500 134,070 Town Center & Parking Facility Fund 97 572,467 566,351 566,419 553,584 Continuing Education Center & Parking Facility Fund 99 757,666 302,621 305,779 77,550 Police Pension Fund 101 1,293,942 1,439,751 1,445,533 1,476,814 Fire Pension Fund 103 1,457,249 1,547,387 1,527,986 1,487,825 Municipal Judge Retirement Fund 105 817,441 0 0 0 Total Expenses $ 30,328,064 $ 138,418,177 $ 138,677,133 $ 15,517,148
121 3DJH/HIW%ODQN,QWHQWLRQDOO\
122 General Government Department
Citizens of Fayetteville
City Clerk / City Attorney Mayor City Council District Judge Treasurer
Internal Audit Library District Court City Prosecutor Aviation & Economic Public Development Information
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.
123 GENERAL GOVERNMENT DEPARTMENT OVERVIEW
The General Government Department contains twelve divisions: Mayor’s Administration, City Council, City Attorney, City Prosecutor, Fayetteville District Court, Aviation & Economic Development, Public Information, Cable Administration, Internal Auditor, City Clerk/Treasurer, Library, and Miscellaneous.
Budgeted 2006 expenditures have decreased for a number of reasons. First, the FBO was privatized at the Airport and City Council made a policy decision to fund Airport Capital expenditures one a one-by-one basis, which substantially reduced budgeted capital expenditures. The second reason for the dramatic decrease is that there were a number of one-time items included in the 2005 budget that are not part of the 2006 budget. These items include the Van Asche cost share (Transfers) and the special census (Services and Charges). The increase in personnel is due primarily to the inclusion of approximately $575,000 in salary contingency for regular annual raises for City employees and for the pay plan adjustment.
The General Government Department has decreased by 3.00 FTEs due to the FBO Program in Aviation & Economic Development Division being privatized.
Category Totals
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
Personnel Services $ 2,425,073 $ 2,633,912 $ 2,533,346 $ 3,074,424 Materials and Supplies 694,398 756,682 729,588 221,740 Services and Charges 4,390,444 4,569,715 4,482,959 3,159,519 Maintenance 111,742 171,529 155,882 90,264 Operations 7,621,657 8,131,838 7,901,775 6,545,947
Capital 2,450,447 3,286,424 3,286,424 25,750 Depreciation 1,312,729 2,021,498 1,433,351 1,648,149 Cost Reimbursements (1,856,520) (1,827,648) (1,827,648) (1,995,016) Transfers 942,700 1,351,273 1,114,287 55,000 Capital and Other 2,849,356 4,831,547 4,006,414 (266,117)
Total Department $ 10,471,013 $ 12,963,385 $ 11,908,189 $ 6,279,830
124 General Government Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
General Fund 0150 Mayor's Administration Personnel Services $ 197,029 $ 162,974 $ 160,808 $ 162,042 Materials and Supplies 7,387 12,750 8,175 9,250 Services and Charges 81,144 96,473 96,473 88,345 Maintenance 0 100 0 100 285,560 272,297 265,456 259,737
0160 City Council Personnel Services 72,227 72,984 72,984 72,984 Materials and Supplies 139 1,500 1,000 1,500 Services and Charges 1,132 16,200 1,000 5,200 73,498 90,684 74,984 79,684
0210 City Attorney Personnel Services 205,127 217,936 217,859 223,600 Materials and Supplies 3,248 4,500 4,368 4,300 Services and Charges 18,472 27,120 25,774 25,320 Maintenance 0 100 0 0 226,847 249,656 248,001 253,220
0310 City Prosecutor Personnel Services 298,025 503,176 486,701 494,069 Materials and Supplies 7,681 15,706 15,613 14,892 Services and Charges 4,815 14,728 14,728 21,147 Maintenance 100 1,914 1,909 2,214 310,621 535,524 518,951 532,322
0350 Hot Check Personnel Services 157,697 0 0 0 Materials and Supplies 2,927 0 0 0 Services and Charges 10,701 0 0 0 Maintenance 2,032 0 0 0 173,357 0 0 0
0400 District Judge Personnel Services 99,760 122,710 122,710 117,856 Materials and Supplies 1,131 1,750 1,475 1,600 Services and Charges 4,770 6,257 6,255 5,907 Maintenance 3,434 4,000 4,000 4,000 109,095 134,717 134,440 129,363
0500 Economic Development Personnel Services 45,214 44,673 44,673 44,707 Materials and Supplies 29 3,500 2,573 1,450 Services and Charges 23,407 34,379 22,103 18,405 Maintenance 322 300 300 500 68,972 82,852 69,649 65,062
125 General Government Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
0550 Public Information Personnel Services 122,954 108,274 89,280 111,990 Materials and Supplies 927 9,366 4,911 6,500 Services and Charges 19,714 25,050 17,766 10,050 143,595 142,690 111,957 128,540
0600 Cable Administration Personnel Services 168,696 177,833 177,765 177,950 Materials and Supplies 6,422 6,594 6,566 6,140 Services and Charges 13,357 18,550 17,924 16,024 Maintenance 6,193 7,435 6,676 7,435 194,668 210,412 208,931 207,549
1360 Internal Audit Personnel Services 84,474 76,734 55,166 68,932 Materials and Supplies 451 5,450 2,200 600 Services and Charges 3,987 4,096 4,084 4,176 88,912 86,280 61,450 73,708
1510 City Clerk/Treasurer Personnel Services 207,962 232,731 230,212 246,984 Materials and Supplies 24,800 20,189 19,800 22,020 Services and Charges 68,842 55,675 50,300 65,540 Maintenance 3,763 5,000 4,600 4,725 305,367 313,595 304,912 339,269
2010 Criminal Cases Personnel Services 213,322 243,355 243,355 264,614 Materials and Supplies 6,613 9,718 7,017 4,883 Services and Charges 800 1,925 1,697 1,705 Maintenance 0 500 400 500 220,735 255,498 252,469 271,702
2020 Probation & Fine Collection Personnel Services 38,812 40,085 40,085 42,714 Materials and Supplies 528 795 792 425 Services and Charges 1,070 1,416 1,255 1,193 40,410 42,296 42,132 44,332
2030 Small Claims & Civil Cases Personnel Services 127,934 142,583 139,117 172,337 Materials and Supplies 4,002 4,850 3,600 2,000 Services and Charges 242 1,625 875 1,625 Maintenance 468 500 450 500 132,646 149,558 144,042 176,462
5240 Library Services and Charges 875,848 1,462,398 1,462,398 1,535,970 875,848 1,462,398 1,462,398 1,535,970
126 General Government Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
6600 Miscellaneous Personnel Services 0 97,733 97,733 575,500 Materials and Supplies 14,709 2,500 2,224 2,500 Services and Charges 2,827,106 2,228,917 2,225,936 1,025,393 Maintenance 1,358 9,000 8,574 9,000 Capital 71,651 555,630 555,630 25,750 Cost Reimbursements (1,856,520) (1,827,648) (1,827,648) (1,995,016) Transfers 942,700 1,351,273 1,114,287 55,000 2,001,004 2,417,405 2,176,736 (301,873)
Total General Fund 5,251,135 6,445,862 6,076,508 3,795,047
Airport Fund 3940 Airport Administration Personnel Services 156,895 157,195 155,778 167,036 Materials and Supplies 2,401 4,300 4,225 136,250 Services and Charges 309,608 361,715 349,225 283,557 Maintenance 1,754 2,600 930 800 Depreciation 1,312,729 2,021,498 1,433,351 1,648,149 1,783,387 2,547,308 1,943,509 2,235,792
3950 Airport Maintenance Personnel Services 132,448 132,302 127,789 131,109 Materials and Supplies 2,308 7,630 5,367 7,430 Services and Charges 41,317 49,310 46,552 49,962 Maintenance 68,998 58,943 48,947 60,490 245,071 248,185 228,655 248,991
3955 Airport Operations Personnel Services 96,497 100,634 71,331 0 Materials and Supplies 608,695 645,584 639,682 0 Services and Charges 47,148 53,592 28,325 0 Maintenance 7,419 7,900 5,859 0 759,759 807,710 745,197 0
3960 Airport Capital Expenditures Services and Charges 36,964 110,289 110,289 0 Maintenance 15,901 73,237 73,237 0 Capital 2,378,796 2,730,794 2,730,794 0 2,431,661 2,914,320 2,914,320 0
Total Airport Fund 5,219,878 6,517,523 5,831,681 2,484,783
Total General Government Department $ 10,471,013 $ 12,963,385 $ 11,908,189 $ 6,279,830
127 General Government Department Personnel Summary
2003 2004 2005 2006 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 Administrative Intern 0.00 0.50 0.00 0.00 Public Information Coordinator 1.00 1.00 0.00 0.00 Public Information Representative 1.00 1.00 0.00 0.00 4.00 4.50 2.00 2.00
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) 0.50 0.50 0.50 0.50 3.50 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 Corporal 1.00 1.00 1.00 1.00 Hot Check Program Clerk 1.00 1.00 1.00 1.00 Work Study/Clerk 0.50 0.50 0.50 0.50 10.00 10.00 10.00 10.00
District Court Division: District Judge 1.00 1.00 1.00 1.00 Head Court Clerk 1.00 1.00 1.00 1.00 Courts Services Officer 1.00 1.00 1.00 1.00 Lead Court Clerk 1.00 1.00 1.00 1.00 Deputy Court Clerk 6.50 5.50 7.50 7.50 Senior Clerk Typist 0.00 1.00 0.00 0.00 10.50 10.50 11.50 11.50
Economic Development Division: Aviation & Economic Development Director 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50
Public Information Public Information & Policy Advisor 0.00 0.00 1.00 1.00 Public Information Representative 0.00 0.00 1.00 0.00 Chief Administrative Officer 1.00 1.00 0.00 0.00 Administrative Senior Secretary 1.00 0.50 0.00 1.00 2.00 1.50 2.00 2.00
128 General Government Department Personnel Summary
2003 2004 2005 2006 Division / Title Employees Employees Employees Employees
Cable Administration Division: Cable Administrator 1.00 1.00 1.00 1.00 Office Coordinator 1.00 1.00 1.00 1.00 Lead Production Technician 1.00 0.00 0.00 0.00 Associate Producer 1.00 2.00 1.10 1.10 Production Tech 0.00 0.00 1.00 1.00 Production Specialists (Part-time) 1.25 1.25 1.15 1.15 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 2.00 2.00 2.00 2.00 Office Records Assistant 1.00 1.00 1.00 1.00 Document Imaging Intern 0.00 0.00 0.50 0.50 5.00 5.00 5.50 5.50
Airport Division: Aviation & Economic Development Director 0.50 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 1.00 1.00 1.00 1.00 FBO Line Supervisor 1.00 1.00 1.00 0.00 Airport Maintenance Worker III 2.00 2.00 2.00 2.00 FBO Line Technician 2.00 2.00 2.00 0.00 8.50 8.50 8.50 5.50
Total General Government Personnel 50.25 50.25 49.75 46.75
129 General Government Department Mayor's Administration Division Mayor's Administration Program Fund 1010 - General Program 0150 Program Description, Goals, and Objectives: The Mayor is the elected Chief Executive Officer for the City of Fayetteville and is the presiding officer for the City Council. As Chief Executive Officer of the City, the Mayor has a statutory duty to oversee the enforcement of City policies, ordinances, administrative rules, and State laws, as well as direct City offices and employees to discharge their duties. The Mayor accomplishes this task by providing and maintaining an open door policy for residents, business interests, and other interested parties to discuss City policies, concerns, and requests.
The Mayor is responsible for submitting an annual budget to City Council appropriating funds for government operations. The Mayor administers the annual work program approved by City Council through six departments: General Government, 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.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 4.50 2.00 2.00 2.00
Program Expenditures Personnel Services $ 197,029 $ 162,974 $ 160,808 $ 162,042 Materials and Supplies 7,387 12,750 8,175 9,250 Services and Charges 81,144 96,473 96,473 88,345 Maintenance 0 100 0 100 $ 285,560 $ 272,297 $ 265,456 $ 259,737
2006 Activities and Objectives 1. Establish, as a clear priority for the City, the development of a focused economic development plan incorporating and identifying the clear strengths of the City. 2. Work with other mayors to ensure that the region continues to work with the State of Oklahoma in solving the pollution problem. 3. Facilitate the implementation of the downtown master plan and see that the establishment of an appropriate improvement district occurs. 4. Continue to work with the City Council and others on updating and implementing the City's strategic plan. 5. Work with the City Council in updating the City's strategic plan through a series of workshops and public forums. 6. Ensure that all parties develop a coordinated comprehensive economic development plan so the growth experienced in the City and region continues.
130 General Government Department City Council Division City Council Program Fund 1010 - General Program 0160 Program Description, Goals, and Objectives: 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 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Personnel Services $ 72,227 $ 72,984 $ 72,984 $ 72,984 Materials and Supplies 139 1,500 1,000 1,500 Services and Charges 1,132 16,200 1,000 5,200 $ 73,498 $ 90,684 $ 74,984 $ 79,684
Performance Measures Demand/Workload 1. Planned Agenda Sessions 24 24 24 24 2. Planned City Council Meetings 24 24 24 24 3. Special City Council Meetings 4040
131 General Government Department City Attorney Division City Attorney Program Fund 1010 - General Program 0210 Program Description, Goals, and Objectives: This division 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 Adjustments, 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.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 3.50 3.50 3.50 3.50
Program Expenditures Personnel Services $ 205,127 $ 217,936 $ 217,859 $ 223,600 Materials and Supplies 3,248 4,500 4,368 4,300 Services and Charges 18,472 27,120 25,774 25,320 Maintenance 010000 $ 226,847 $ 249,656 $ 248,001 $ 253,220
Performance Measures Demand/Workload 1. Annual Atty Hrs. Available 3,792 3,908 3,908 3,908 2. Cost of Service per Attorney Hour $ 59.82 $ 63.88 $ 63.46 $ 64.80
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 Adjustments, 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 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.
132 General Government Department City Prosecutor Division City Prosecutor Program Fund 1010 - General Program 0310 Program Description, Goals, and Objectives: This office investigates, prepares, and prosecutes cases set for trial in District and Circuit courts and 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 deals with all crimes of misdemeanor status which occur within the Fayetteville city limits. The hot check program assists Fayetteville merchants and citizens in regaining lost revenue due to receiving checks returned by financial institutions for insufficient balance or account closed status (hot checks). This program also gives the hot check writer a chance to make good on his or her checks without being prosecuted and prosecutes the hot check writers who do not take care of their debts.
In 2005, the Hot Check Program (1010.0350) was combined with the City Prosecutor's Program.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 6.50 9.00 9.00 9.00 Full-Time Equivalent Positions - Uniformed 0.00 1.00 1.00 1.00 6.50 10.00 10.00 10.00
Program Expenditures Personnel Services $ 298,025 $ 503,176 $ 486,701 $ 494,069 Materials and Supplies 7,681 15,706 15,613 14,892 Services and Charges 4,815 14,728 14,728 21,147 Maintenance 100 1,914 1,909 2,214 $ 310,621 $ 535,524 $ 518,951 $ 532,322
Performance Measures Demand/Workload 1. Complaints/Circuit Court Cases 693 / 17 700 / 25 775 / 20 700 / 20 2. Warrant/Nonwarrant Charges 376 / 8,626 325 / 9,500 400 / 8,000 400 / 9,000 3. DWI's/Carry Prohibited Weapons 1,422 / 24 1,200 / 45 1,500 / 15 1,600 / 18 4. Batteries - Domestic/Other 253 / 55 250 / 60 250 / 45 265 / 55 5. Trials 14 25 25 25 6. Checks Brought In 6,493 6,400 6,000 5,000 7. Hot Check Cases Prepared for Trial 2,226 2,400 2,500 2,500
Results 1. % of Convictions A. DWI's/Carry Weapons Prohibited 97 / 100 98 / 100 97 / 100 97 / 100 B. Warrant Charges/Nonwarrant 88 / 85 90 / 97 85 / 96 88 / 90 C. Batteries - Domestic/Other 90 / 100 90 / 90 85 / 100 90 / 95 2. Checks Paid Off/Cleared 5,528 6,000 5,500 4,600 3. Checks Submitted for Collection$ 213,876 $ 200,000 $ 327,400 $ 300,000 4. % of Hot Check Cases Settled 70 85 70 80
133 General Government Department City Prosecutor Division Hot Check Program Fund 1010 - General Program 0350 Program Description, Goals, and Objectives: 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.
This program was combined with the City Prosecutor's Program (1010.0310) for 2005.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.50 0.00 0.00 0.00 Full-Time Equivalent Positions - Uniformed 1.00 0.00 0.00 0.00 3.50 0.00 0.00 0.00
Program Expenditures Personnel Services $ 157,697 $ 0 $ 0 $ 0 Materials and Supplies 2,927 0 0 0 Services and Charges 10,701 0 0 0 Maintenance 2,032 0 0 0 $ 173,357 $ 0 $ 0 $ 0
Performance Measures Demand/Workload 1. Checks Brought In 0 0 0 0 2. Warrants/Commitments Issued 0 0 0 0 3. Checks Paid Off/Cleared 0 0 0 0 4. Cases Prepared for Trial 0 0 0 0 5. Checks Submitted for Collection 0 0 0 0
Results 1. % of Checks Processed 0 0 0 0 2. % of Hot Checks Collected 0 0 0 0 3. % of Cases Settled 0 0 0 0 4. Received for Prosecuting Fees 0 0 0 0 5. Received for Checks & Service Chgs. 0000
134 General Government Department Fayetteville District Court Division District Judge Program Fund 1010 - General Program 0400 Program Description, Goals, and Objectives: 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 fines and costs assessed and to set cases for trial within 90 days after the arraignment date.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures Personnel Services $ 99,760 $ 122,710 $ 122,710 $ 117,856 Materials and Supplies 1,131 1,750 1,475 1,600 Services and Charges 4,770 6,257 6,255 5,907 Maintenance 3,434 4,000 4,000 4,000 $ 109,095 $ 134,717 $ 134,440 $ 129,363
Performance Measures Demand/Workload 1. Criminal Cases Filed 24,347 27,500 25,926 26,500 2. Civil Cases Filed 3,283 3,850 1,974 2,024 3. Criminal Trial Settings 8,125 9,600 13,256 10,200 4. Civil Trial Settings 1,800 1,950 1,750 1,500
Results 1. Criminal Cases Adjudicated 16,654 20,000 16,228 16,700 2. Fines and Costs Assessed $ 2,903,291 $ 2,950,500 $ 2,907,100 $ 2,920,100 3. Fines and Costs Collected $ 2,174,983 $ 2,400,400 $ 2,341,752 $ 2,450,000
135 General Government Department Aviation & Economic Development Division Economic Development Program Fund 1010 - General Program 0500 Program Description, Goals, and Objectives: This program is responsible for coordination with the Fayetteville Economic Development Council (FEDC), a partnership of the Fayetteville Chamber of Commerce, the University of Arkansas, and the City, and for the administration of commercial and industrial development and retention programs on behalf of the City.
The director is responsible to represent the Mayor's administration policies to the FEDC partnership as well as being responsible for sales and infrastructure in the Industrial Park South and the Fayetteville Municipal Airport economic development projects. The program actively assists businesses with expansion in existing locations and new businesses locating in Fayetteville through public incentive programs developed in cooperation with the FEDC on a client by client basis and approved by the Fayetteville City Council.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.50 0.50 0.50 0.50
Program Expenditures Personnel Services $ 45,214 $ 44,673 $ 44,673 $ 44,707 Materials and Supplies 29 3,500 2,573 1,450 Services and Charges 23,407 34,379 22,103 18,405 Maintenance 322 300 300 500 $ 68,972 $ 82,852 $ 69,649 $ 65,062
Performance Measures Demand/Workload 1. Client Consultations 21 12 16 16 2. Community Coordinations 60 120 142 140 3. South Industrial Park Showings 9 6 8 2
Results 1. Jobs Created through the FEDC Partnership 375 500 478 500
136 General Government Department Public Information Division Public Information Program Fund 1010 - General Program 0550 Program Description, Goals, and Objectives: This division reports directly to the Mayor and is the primary point-of-contact for dissemination of public information concerning City activities, programs, and special events and serves as the overall clearinghouse for public information to be provided to the City Council, press, and public. This division serves as public policy advisor to the Mayor and Department Heads; represents the City on regional boards that address vital community issues such as transit, emergency services, water quality, and planning; develops working relationships that facilitate and promote the City's legislative agenda; and oversees the operations of the Cable Administration Division.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.50 2.00 2.00 2.00
Program Expenditures Personnel Services $ 122,954 $ 108,274 $ 89,280 $ 111,990 Materials and Supplies 927 9,366 4,911 6,500 Services and Charges 19,714 25,050 17,766 10,050 $ 143,595 $ 142,690 $ 111,957 $ 128,540
Performance Measures Demand/Workload 1. Develop a reporting system to City Council on the action targets identified in the strategic plan update. 2. Work with existing organizations committed to downtown improvements. 3. Establish and maintain effective relationships with both the State and Federal legislative delegations. 4. Coordinate the review of and updating of content on the City's website.
137 General Government Department Cable Administration Division Cable Administration Program Fund 1010 - General Program 0600 Program Description, Goals, and Objectives: This division operates the Government Access Channel, supports the Telecommunications Board and the City Council on enforcing the City's franchise with Cox Communications, and sees that the public and educational access provider contracts are fulfilled. The P.E.G. television center is equipped, maintained, and configured with electronics suited for government and public access television. The government channel keeps citizens informed on local government issues and services and helps create an open and participatory government. The public access channel provides citizens a way to effectively exercise their first amendment rights.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 5.25 5.25 5.25 5.25
Program Expenditures Personnel Services $ 168,696 $ 177,833 $ 177,765 $ 177,950 Materials and Supplies 6,422 6,594 6,566 6,140 Services and Charges 13,357 18,550 17,924 16,024 Maintenance 6,193 7,435 6,676 7,435 $ 194,668 $ 210,412 $ 208,931 $ 207,549
Performance Measures Demand/Workload 1. Hours Video Equipment Used 28,000 28,000 28,000 30,000 2. CAT Video Workshops 108 90 75 90 3. City Videos Duplicated 475 450 780 700 4. CAT Cablecast Hours 7,262 6,000 6,000 6,000 5. Gov't Cablecast Hours 2,535 2,500 2,400 2,500
Results 1. Administration of P.E.G. Center - Hours per Month 100 100 150 150 2. New Gov't Meetings Taped/Hours 310 / N/A 320 / 480 346 / 590 325 / 500 3. New Gov't Info Videos Produced/Hrs. 266 / 145 220 / 120 236 / 145 215 / 140 4. CAT Workshop Participants 340 300 205 200 5. CAT First Time Producers 20 20 16 40 6. CAT New Local Programs/Hours 514 / 290 500 / 350 430 / 365 500 / 350 7. Gov't/CAT Bulletin Board Messages 787 / 431 800 / 600 1,160 / 312 1,000 / 400
138 General Government Department Internal Audit Division Internal Audit Program Fund 1010 - General Program 1360 Program Description, Goals, and Objectives: The objective of the program is to assist the Mayor, City Council, division heads, department directors and staff in realizing a satisfactory operation to safeguard the resources and assets of the City. This division critically reviews and appraises accounting and operating records and systems and controls throughout the City then reports exceptions noted, making practical and economic recommendations for corrective action to be taken. This program provides an independent evaluation of City activities in order to promote economy, effectiveness, and efficiency in the City by using sound management principles and by maintaining a high level of public trust and confidence in the City's staff and public officials to deliver desired and needed services.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures Personnel Services $ 84,474 $ 76,734 $ 55,166 $ 68,932 Materials and Supplies 451 5,450 2,200 600 Services and Charges 3,987 4,096 4,084 4,176 $ 88,912 $ 86,280 $ 61,450 $ 73,708
Performance Measures Demand/Workload 1. Annual Audit Plan N/A N/A 1 1 2. Performance Audits 2 4 1 3 3. Review of City Areas 4 8 8 2 4. Special Projects 6 10 8 8 5. Audit Committee Mtgs. Facilitated N/A N/A 3 4
Results 1. Mgmt. Control Deficiencies Identified N/A N/A 22 20 2. % of Completed Audit Reports Resulting in Recommendations for Improved Productivity, Cost Savings or Increased Internal Control 100% 75% 100% 100% 3. % of Requests for Assistance in Developing/Enhancing System Controls and Procedures which are Responded to and for which a Work Plan is Developed N/A 100% 100% 100% 4. % of Annual Audit Plan Completed N/A N/A 60% 75%
139 General Government Department City Clerk/Treasurer Division City Clerk/Treasurer Program Fund 1010 - General Program 1510 Program Description, Goals, and Objectives: This division maintains the official records and public documents of the City and provides support for the City Council by preparing agendas and recording and transcribing the proceedings of the meetings. Staff maintains the City's Code of Ordinances, works in cooperation with the Washington County Election Commission in planning elections, and maintains the Policies and Procedures Manual for the City. This program maintains the City's Boards and Committees, schedules meetings for City rooms, and maintains a calendar of those meetings. The City Clerk also serves on the Fire and Police Pension Boards, attends the meetings, prepares the agendas and correspondence, and records and transcribes the proceedings of the meetings. The services provided to the community are maintaining the City's records, responding to FOIA requests, and requests for information regarding the City Code. Staff maintains the division's web site ensuring agendas, City Council minutes, meetings, and other information is available to the public.
Changes for 2005: Installation of a document imaging system. The Policies and Procedures have been updated and are available on the Citynet for viewing by employees. Goals for 2006: Implementation of a Document Management Plan and revise the Record Retention Schedule. Clean-up and re-organize the vault to allow for storage of permanent records.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 5.00 5.50 5.50 5.50
Program Expenditures Personnel Services $ 207,962 $ 232,731 $ 230,212 $ 246,984 Materials and Supplies 24,800 20,189 19,800 22,020 Services and Charges 68,842 55,675 50,300 65,540 Maintenance 3,763 5,000 4,600 4,725 $ 305,367 $ 313,595 $ 304,912 $ 339,269
Performance Measures Demand/Workload 1. Meeting Attended / Agenda Prepared 237 / 70 208 / 70 220 / 74 230 / 70 2. Minutes - Council & Boards 45 43 47 43 3. Ordinances & Resolutions Passed 344 280 405 360 4. Committee Vacancies/Applicants 72 / 97 72 / 85 93 / 77 75 / 85 5. Meeting Rooms Scheduled 1,042 1,020 1,335 1,250 6. Coordinate Elections 2 1 - 2 7. Permanent Record Retention 442,470 500,000 138,200 500,000 8. Policy & Procedure Changes N/A N/A 7 10
Results 1. Sets of Minutes with Errors of Fact 0 1 - 1 2. Code of Ordinances Updated 17 20 34 21 3. Average Direct Labor Cost of Record Retention$ 0.11 $ 0.10 N/A N/A
140 General Government Department Fayetteville District Court Division Criminal Cases Program Fund 1010 - General Program 2010 Program Description, Goals, and Objectives: This program provides a forum for the fair and prompt resolution of all criminal cases filed with the Court. The criminal program is responsible for processing all criminal, traffic, and parking violations filed by area law enforcement agencies. Staff will continue to set cases for trial within 90 days, resulting in a quicker adjudication, and maintain a high collection rate on fines and fees assessed.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 4.50 5.50 5.50 5.50
Program Expenditures Personnel Services $ 213,322 $ 243,355 $ 243,355 $ 264,614 Materials and Supplies 6,613 9,718 7,017 4,883 Services and Charges 800 1,925 1,697 1,705 Maintenance 0 500 400 500 $ 220,735 $ 255,498 $ 252,469 $ 271,702
Performance Measures Demand/Workload 1. Cases Filed 24,347 27,500 25,926 26,500 2. Cases Adjudicated 16,654 20,000 19,740 16,700 3. Fines/Costs Assessed$ 2,903,291 $ 2,950,500 $ 2,907,100 $ 2,950,100
Results 1. Fines/Costs Collected$ 2,174,983 $ 2,400,400 $ 2,341,752 $ 2,450,000 2. % of Assessments Collected 74 81 80 83 3. Warrant Backlog/# Affidavits 0000 4. Trial Docket Backlog (Outside 90 Days) 0 150 0 0 5. General Fund Revenue$ 1,388,467 $ 1,850,000 $ 1,476,000 $ 1,750,000
141 General Government Department Fayetteville District Court Division Probation & Fine Collection Program Fund 1010 - General Program 2020 Program Description, Goals, and Objectives: 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 by allowing defendants to work off, at the rate of $7.50 per hour, fines and costs that might otherwise remain uncollectible.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures Personnel Services $ 38,812 $ 40,085 $ 40,085 $ 42,714 Materials and Supplies 528 795 792 425 Services and Charges 1,070 1,416 1,255 1,193 $ 40,410 $ 42,296 $ 42,132 $ 44,332
Performance Measures Demand/Workload 1. Divisions Requesting Public Service 6 6 6 6 2. Interviews Conducted 640 650 606 600 3. Divisions Assigned Public Service 6 6 6 6 4. Persons Assigned to Public Service 454 540 486 550 5. Hours Public Service Assigned 21,876 27,200 25,236 25,000 6. Fines/Costs Assessed$ 2,903,291 $ 2,950,500 $ 2,907,100 $ 2,950,100
Results 1. Hours of Public Service Complete 20,813 20,100 26,406 26,000 2. Fines/Costs Collected$ 2,174,983 $ 2,400,400 $ 2,341,752 $ 2,450,000 3. Amount of Fines/Costs Worked Off by Public Service Workers $ 156,298 $ 150,750 $ 190,576 $ 175,000
142 General Government Department Fayetteville District Court Division Small Claims & Civil Cases Program Fund 1010 - General Program 2030 Program Description, Goals, and Objectives: 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 the citizens of Washington County and by citizens outside this county and state who wish to file against defendants who live in Washington County. Staff will continue to process 100% of cases filed within two working days and set small claims cases within 45 days and civil cases within 120 days. This will allow for a timely and efficient small claims/civil operation.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 4.00 4.00 4.00 4.00
Program Expenditures Personnel Services $ 127,934 $ 142,583 $ 139,117 $ 172,337 Materials and Supplies 4,002 4,850 3,600 2,000 Services and Charges 242 1,625 875 1,625 Maintenance 468 500 450 500 $ 132,646 $ 149,558 $ 144,042 $ 176,462
Performance Measures Demand/Workload 1. Cases Filed 3,283 3,850 2,000 2,050 2. Court Session/Week (Hours) 10 12 10 10 3. Cases Set for Hearing/Week 40 45 40 40
Results 1. % Cases Processed Within Two Days 100 100 100 100 2. General Fund Revenue$ 105,772 $ 142,770 $ 100,400 $ 81,750
143 General Government Department Library Division Library Program Fund 1010 - General Program 5240 Program Description, Goals, and Objectives: The Fayetteville Public Library (FPL) provides citizens with free access to information resources for lifelong learning and achievement and programs and services promoting literacy, reading, and literary arts. This enables all citizens, regardless of income level, access to information and knowledge, and the opportunity for self improvement, workplace advancement, enjoyment, and education. FPL functions under an independent board appointed by City Council. Funding is primarily from the City's General Fund and the City library millage.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 32.45 35.45 35.45 35.45
Program Expenditures Services and Charges $ 875,848 $ 1,462,398 $ 1,462,398 $ 1,535,970 $ 875,848 $ 1,462,398 $ 1,462,398 $ 1,535,970
Performance Measures Demand/Workload 1. Population (Fayetteville only) 66,197 68,089 68,089 70,351 2. Annual Patron Visitations 576,773 609,000 550,000 570,000 3. Annual Program Attendance 41,658 35,000 41,000 52,000 4. Annual Circulation 718,159 776,000 838,000 950,000 5. Annual Reference Transactions 69,472 59,700 95,000 95,500 6. Collection Size without Periodicals 186,124 200,000 198,000 214,000 7. Annual Materials Added 19,235 12,000 13,000 14,000
Results 1. Holdings Per Capita (Fayetteville only) 2.81 2.94 2.91 3.04 2. Daily Circulation 2,023 2,186 2,361 2,676 3. Annual Volunteer Hours 14,697 11,000 13,400 12,500 4. Annual Library Cards Issued 11,021 5,500 13,000 8,000 5. Library Card Holders 48,419 48,000 61,000 65,000 6. Collection Turnover 3.86 3.88 4.23 4.44
144 General Government Department Miscellaneous Division Miscellaneous Program Fund 1010 - General Program 6600 Program Description, Goals, and Objectives: 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, Ozark Regional Transit, Fayetteville Boys & Girls Club, Council on Aging, Community Access Television, and the Fayetteville Downtown Partners.
The fluctuation in expenditures for this program between Budgeted 2005 and Budgeted 2006 is due to commissioning the special census in 2005 as well as a reduction in transfers to the Arts Center Bond Fund and to the Sales Tax Capital Improvement Fund for the Van Asche Boulevard Cost Share which is from designated fund balance from the sale of Wilson Springs. Raises for all General Fund employees, including Police and Fire, are budgeted in Salary Contingency. The budget for the Fayetteville Boys & Girls Club represents 25% and the budget for Council on Aging represents 40% of their total funding. The remaining amount is budgeted in the Parks Development Fund.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Personnel Services $ 0 $ 97,733 $ 97,733 $ 575,500 Materials and Supplies 14,709 2,500 2,224 2,500 Services and Charges 2,827,106 2,228,917 2,225,936 1,025,393 Maintenance 1,358 9,000 8,574 9,000 Capital 71,651 555,630 555,630 25,750 Cost Reimbursements (1,856,520) (1,827,648) (1,827,648) (1,995,016) Transfers 942,700 1,351,273 1,114,287 55,000 $ 2,001,004 $ 2,417,405 $ 2,176,736 $ (301,873)
Outside Agency's Funding:
Central Emergency Medical Service $ 156,000 $ 300,000 $ 300,000 $ 300,000 Community Access Television 69,000 93,000 93,000 93,000 Boys & Girls Club 62,500 62,500 62,500 62,500 Council on Aging 58,225 12,500 12,500 25,000 Ozark Regional Transit 176,000 185,666 185,666 185,666 Razorback Transit 25,000 50,000 50,000 50,000 First Night Fayetteville 0 10,000 10,000 10,000 Downtown Dickson Enhancement 4,197 0 0 0 Fayetteville Downtown Partners 0 150,000 150,000 90,000 Botanical Gardens 750,000 0 0 0 Arkansas Air/Ozark Military Museums 0 17,200 17,200 27,200 Outside Agencies Contingency 0 0 0 30,000 $ 1,300,922 $ 880,866 $ 880,866 $ 873,366
145 General Government Department Aviation & Economic Development Division Airport Administration Program Fund 5550 - Airport Program 3940 Program Description, Goals, and Objectives: This program manages the Fayetteville Municipal Airport (Drake Field) to FAR 139 Specifications; administers Federal and State Aviation Grant funding programs; oversees capital development projects, self-serve fuel facility, tenant leases, budget and accounting, and personnel; and develops plans and programs for the development of the airport to serve the citizens of Fayetteville and the many corporate visitors entering the City by way of Drake Field.
Staff will continue to take appropriate steps to increase operating revenues and revenue streams; ensure compliance with FAA regulations through effective maintenance programs and a well trained operations staff, resulting in zero airfield deficiencies; select capital improvement projects for revenue growth and cash flow; and develop marketing programs to increase operations and activity. The decrease in percent of growth in airport revenue is due to contracting out the fuel sales operation (FBO).
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.50 2.50 2.50 2.50
Program Expenditures Personnel Services $ 156,895 $ 157,195 $ 155,778 $ 167,036 Materials and Supplies 2,401 4,300 4,225 136,250 Services and Charges 309,608 361,715 349,225 283,557 Maintenance 1,754 2,600 930 800 Depreciation 1,312,729 2,021,498 1,433,351 1,648,149 $ 1,783,387 $ 2,547,308 $ 1,943,509 $ 2,235,792
Performance Measures Demand/Workload 1. CIP Projects 8 4 8 4 2. Leases Managed 97 105 115 115 3. Meetings Conducted/Attended 264 225 150 150 4. Board Meetings Conducted 21 20 14 20
Results 1. % Growth in Airport Revenue 8 10 8 (53)
146 General Government Department Aviation & Economic Development Division Airport Maintenance Program Fund 5550 - Airport Program 3950 Program Description, Goals, and Objectives: This program maintains the airport buildings and grounds to FAR Part 139 standards. Also included in this program are preventative maintenance programs, daily inspections and record keeping, airfield mowing and snow removal, operation and maintenance of airfield lighting and sign systems, and pavement marking and maintenance all while maintaining a "zero" deficiency rating on all airfield inspections.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 3.00 3.00 3.00 3.00
Program Expenditures Personnel Services $ 132,448 $ 132,302 $ 127,789 $ 131,109 Materials and Supplies 2,308 7,630 5,367 7,430 Services and Charges 41,317 49,310 46,552 49,962 Maintenance 68,998 58,943 48,947 60,490 $ 245,071 $ 248,185 $ 228,655 $ 248,991
Performance Measures Demand/Workload 1. Operate One Airport to FAR Part 139 Specification Standards 1 1 1 1
Results 1. Inspections Performed 365 365 365 365 2. Lights/Signs Maintained 467 467 509 509 3. Miles of Fence Maintained 4.50 4.50 4.50 4.50 4. Airfield Acreage Mowed 185 185 185 185 5. Airfield Deficiencies 0010
147 General Government Department Aviation & Economic Development Division Airport Operations Program Fund 5550 - Airport Program 3955 Program Description, Goals, and Objectives: Airport Operations manages the Fayetteville Municipal Airport's fuel and line service Fixed Base Operation (FBO). Line Service Technicians manage the aircraft parking ramp and provide fueling services. Staff also provides aircraft towing and hangaring, a pilot crew car, reservations for rental cars and lodging, flight catering, aircraft cleaning, freight loading, ground power cart, and lavatory service on request. Staff responds to after-hours service calls on a 24 hour basis. Duties include working the customer service desk, selling pilot supplies, and directing pilots and visitors to other businesses on field.
This program was privatized in October of 2005.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 3.00 3.00 3.00 0.00
Program Expenditures Personnel Services $ 96,497 $ 100,634 $ 71,331 $ 0 Materials and Supplies 608,695 645,584 639,682 0 Services and Charges 47,148 53,592 28,325 0 Maintenance 7,419 7,900 5,859 0 $ 759,759 $ 807,710 $ 745,197 $ 0
Performance Measures Demand/Workload 1. Scheduled Hours of Operation 5,368 5,408 N/A N/A 2. Aircraft Service Requests 10,555 12,000 N/A N/A 3. Line Service Employee Training Sessions 2 6 N/A N/A
Results 1. Weekly Hours of Operation 104 104 N/A N/A 2. Gallons of Fuel Sold 371,361 409,675 N/A N/A 3. Safety Related Incidents 0 0 N/A N/A
148 General Government Department Aviation & Economic Development Division Airport Capital Expenditures Program Fund 5550 - Airport Program 3960 Program Description, Goals, and Objectives: This program captures the cost associated with capital improvements to the Airport's infrastructure, buildings, and fixed assets.
There are no capital projects budgeted for in 2006.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Services and Charges $ 36,964 $ 110,289 $ 110,289 $ 0 Maintenance 15,901 73,237 73,237 0 Capital 2,378,796 2,730,794 2,730,794 0 $ 2,431,661 $ 2,914,320 $ 2,914,320 $ 0
149 3DJH/HIW%ODQN,QWHQWLRQDOO\
150 Planning & Water & Operations Wastewater Development Director Management
Meter Water & Sewer Wastewater Long-Range Operations Maintenance Treatment Planning
Community Solid Waste & Transportation Resources & Code Fleet Operations Parks & Recreation Recycling Compliance
Parking & Current Engineering Building Safety Telecommunications Planning
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.
151 OPERATIONS DEPARTMENT OVERVIEW
The Operations Department contains fifteen divisions: Operations Director, Parking & Telecommunications, Parks & Recreation, Planning & Development Management, Engineering, Current Planning, Building Safety, Transportation, Community Resources & Code Compliance, Water & Wastewater Director, Meter Operations, Water & Sewer Maintenance, Wastewater Treatment, Solid Waste & Recycling, and Fleet Operations. All water and wastewater activities came under the director of operations during 2005
During 2005, a full time driver was added in Solid Waste & Recycling. The Solid Waste & Recycling Division, with the additional driver, continued to expand its commercial drop box program in an effort to reduce overhead costs to the residential trash and recycling program. The Transportation Division implemented a new in-house trail construction program focusing attention on this important community amenity. This program added nine positions. Additionally the Transportation Division met and exceeded all 2005 sidewalk and overlay goals.
Budgeted 2006 expenditures are approximately $17,296,000 under estimated 2005 expenditures. This is mainly due to lower capital expenditures.
In 2006, a full time truck driver was added in Solid Waste & Recycling for growth in the residential collections and a full time code enforcement officer was added in Community Resources & Code Compliance due to the increase in service requests.
Category Totals
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
Personnel Services $ 12,592,696 $ 14,540,672 $ 13,874,612 $ 15,380,526 Materials and Supplies 3,062,741 4,024,605 3,598,083 3,552,597 Services and Charges 21,275,556 25,193,518 24,799,663 24,430,810 Maintenance 1,051,834 1,853,566 1,737,480 1,647,827 Operations 37,982,827 45,612,361 44,009,838 45,011,760
Capital 6,522,018 26,435,201 26,427,115 6,973,500 Depreciation 6,022,630 7,901,195 7,888,964 8,567,109 Transfers 192,891 299,353 299,353 635,000 Capital and Other 12,737,539 34,635,749 34,615,432 16,175,609
Total Department $ 50,720,366 $ 80,248,110 $ 78,625,270 $ 61,187,369
152 Operations Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
General Fund 0700 Operations Director Personnel Services $ 42,610 $ 56,929 $ 56,785 $ 62,240 Materials and Supplies 1,472 5,450 2,868 4,300 Services and Charges 4,139 7,700 7,700 3,400 Maintenance 0 500 0 250 48,221 70,579 67,353 70,190
1380 Utilities Management Personnel Services 150,813 127,578 103,297 113,142 Materials and Supplies 7,982 9,000 8,500 9,000 Services and Charges 179,383 186,735 186,735 256,531 Maintenance 310 800 500 800 338,488 324,113 299,032 379,473
5210 Swimming Pool Personnel Services 85,317 91,403 76,100 79,423 Materials and Supplies 12,060 18,185 18,125 13,307 Services and Charges 30,489 35,095 34,430 33,572 Maintenance 29,679 11,186 10,900 2,457 157,545 155,869 139,555 128,759
5220 Parks Administration/Recreation Programs Personnel Services 255,597 295,343 291,824 336,220 Materials and Supplies 67,693 75,772 75,716 66,261 Services and Charges 111,401 115,831 115,679 115,206 Maintenance 689 1,200 1,200 1,800 435,380 488,146 484,419 519,487
5250 Lake Maintenance Personnel Services 4,223 4,480 4,479 4,630 Materials and Supplies 1,337 3,981 3,094 1,400 Services and Charges 65,852 67,579 66,967 69,249 Maintenance 738 8,698 8,698 3,423 72,150 84,738 83,238 78,702
5260 Parks Maintenance Personnel Services 576,107 645,373 609,577 673,195 Materials and Supplies 55,502 63,943 60,330 48,955 Services and Charges 236,773 235,900 235,879 274,984 Maintenance 119,643 148,873 138,021 148,956 Capital 0 7,135 7,135 0 988,025 1,101,224 1,050,942 1,146,090
5280 Yvonne Richardson Community Center Personnel Services 65,863 76,376 74,911 68,523 Materials and Supplies 11,319 7,782 5,384 3,290 Services and Charges 16,615 18,216 17,428 20,518 Maintenance 965 12,391 4,000 3,000 94,762 114,765 101,723 95,331
153 Operations Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
5300 Parking Management Personnel Services 116,712 156,915 156,915 159,302 Materials and Supplies 5,479 8,103 7,500 8,103 Services and Charges 16,071 14,991 11,856 9,731 Maintenance 2,925 6,000 5,100 6,700 141,187 186,009 181,371 183,836
6200 Planning & Development Management Director Personnel Services 100,057 108,165 107,964 117,622 Materials and Supplies 2,179 1,500 1,020 1,500 Services and Charges 2,851 2,200 2,200 2,250 105,087 111,865 111,184 121,372
6210 Engineering Design Services Personnel Services 327,795 309,024 309,024 390,631 Materials and Supplies 0 6,820 6,820 8,320 Services and Charges 2,759 26,828 23,814 9,072 Maintenance 0 1,380 1,300 1,380 330,554 344,052 340,958 409,403
6220 Engineering Operations & Administration Personnel Services 190,921 340,186 311,250 342,139 Materials and Supplies 19,767 12,468 12,468 5,670 Services and Charges 22,313 20,862 19,676 29,150 Maintenance 1,953 1,150 700 1,650 234,954 374,666 344,094 378,609
6230 Right-of-Way Acquisition Personnel Services 114,927 125,624 124,332 145,354 Materials and Supplies 1,062 1,600 1,320 1,600 Services and Charges 2,188 2,241 1,120 2,300 Maintenance 0 559 559 500 118,177 130,024 127,331 149,754
6240 Public Construction Personnel Services 209,233 237,483 233,175 294,893 Materials and Supplies 3,848 1,200 1,200 700 Services and Charges 14,219 14,108 13,441 24,262 Maintenance 7,092 8,100 8,030 7,810 234,392 260,891 255,846 327,665
6300 Current Planning Personnel Services 331,257 355,654 290,274 381,124 Materials and Supplies 27,544 29,117 17,800 17,250 Services and Charges 33,361 46,215 42,759 41,399 Maintenance 843 1,400 1,400 1,400 393,005 432,386 352,233 441,173
6310 Long Range Planning Personnel Services 84,510 153,186 121,578 190,404 Materials and Supplies 3,860 8,530 8,530 6,100 Services and Charges 10,939 9,067 9,067 6,917 Capital 0 11,082 11,082 0 99,309 181,865 150,257 203,421
154 Operations Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
6400 Building Safety Personnel Services 476,346 549,908 497,065 530,297 Materials and Supplies 12,967 15,827 13,827 13,853 Services and Charges 48,424 59,304 53,487 49,937 Maintenance 6,425 6,400 6,400 13,400 Capital 0 19,700 19,700 0 544,162 651,139 590,479 607,487
6420 Community Code Enforcement Personnel Services 184,568 215,040 210,699 250,800 Materials and Supplies 4,836 5,000 5,000 7,900 Services and Charges 34,228 47,937 38,961 21,503 Maintenance 2,220 3,901 1,901 3,820 225,852 271,878 256,561 284,023
Total General Fund 4,561,250 5,284,209 4,936,576 5,524,775
Street Fund 4100 Operations & Administration Personnel Services 306,857 352,981 352,875 434,975 Materials and Supplies 29,331 38,384 38,365 37,860 Services and Charges 504,138 546,265 520,566 604,190 Maintenance 15,908 17,096 17,096 26,116 856,234 954,726 928,902 1,103,141
4110 Right-of-Way Maintenance Personnel Services 295,103 251,990 243,231 219,680 Materials and Supplies 3,775 5,668 5,668 8,900 Services and Charges 102,576 87,412 87,412 83,213 Maintenance 11,606 16,700 16,700 23,018 Capital 16,274 8,805 8,805 0 429,334 370,575 361,816 334,811
4120 Street Maintenance Personnel Services 523,279 719,346 687,557 770,527 Materials and Supplies 126,876 97,542 97,542 93,246 Services and Charges 355,899 388,806 388,806 384,742 Maintenance 45,207 61,328 61,328 91,859 Capital 52,412000 Transfers 73,424 35,000 35,000 0 1,177,097 1,302,022 1,270,233 1,340,374
4130 Drainage Maintenance Personnel Services 283,490 378,026 378,026 302,179 Materials and Supplies 64,849 71,200 71,200 74,000 Services and Charges 114,924 143,981 143,981 147,340 Maintenance 16,623 34,894 34,894 35,498 479,886 628,101 628,101 559,017
155 Operations Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
5315 Traffic Control & Maintenance Personnel Services 256,060 320,350 318,089 311,971 Materials and Supplies 13,007 8,600 8,600 42,600 Services and Charges 75,618 46,778 46,778 39,153 Maintenance 33,257 45,454 45,454 49,477 Capital 0 14,782 14,761 0 377,942 435,964 433,682 443,201
5520 Street & Trail Construction Maintenance 0 0 0 400,000 0 0 0 400,000
5530 Sidewalks Personnel Services 176,860 250,933 250,933 284,073 Materials and Supplies 20,977 15,985 15,985 10,750 Services and Charges 137,871 72,996 72,996 74,926 Maintenance 20,805 20,480 20,480 29,010 356,513 360,394 360,394 398,759
Total Street Fund 3,677,006 4,051,782 3,983,128 4,579,303
Off Street Parking Fund 9130 Off-Street Parking Materials and Supplies 7,311 36,700 23,500 35,668 Services and Charges 121,315 205,439 200,439 231,141 Maintenance 43,766 378,907 374,192 29,000 Capital 79,399 188,065 180,000 29,000 Transfers 76,251 46,000 46,000 50,000 328,042 855,111 824,131 374,809
Total Off Street Parking Fund 328,042 855,111 824,131 374,809
Community Development Block Grant Fund 4930 Administration & Planning Personnel Services 79,310 115,914 115,914 98,270 Materials and Supplies 6,888 9,313 9,313 6,500 Services and Charges 6,490 63,605 63,605 4,900 92,688 188,832 188,832 109,670
4940 Housing Services Personnel Services 71,231 74,597 74,597 81,455 Materials and Supplies 5,365 9,572 9,572 7,000 Services and Charges 252,801 571,965 571,965 22,702 Maintenance 92 207 207 1,500 329,489 656,341 656,341 112,657
4945 Redevelopment Personnel Services 27,948 46,869 46,869 33,588 Materials and Supplies 6,505 7,830 7,830 3,336 Services and Charges 35,551 380,287 380,287 2,100 Maintenance 41 458 458 0 70,045 435,444 435,444 39,024
156 Operations Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
4970 Public Services Services and Charges 72,384 148,535 148,535 80,000 72,384 148,535 148,535 80,000
4990 Public Facilities & Improvements Services and Charges 69,353 155,000 155,000 375,000 69,353 155,000 155,000 375,000 Total Community Development Block Grant Fund 633,959 1,584,152 1,584,152 716,351
Parks Development Fund 9250 Parks Development Personnel Services 778,853 932,390 932,390 955,884 Materials and Supplies 32,837 47,950 47,950 45,313 Services and Charges 299,248 351,597 351,154 443,673 Maintenance 30,981 25,336 25,036 28,211 Capital 0 7,812 7,812 0 Transfers 0 19,000 19,000 0 1,141,919 1,384,085 1,383,342 1,473,081
9255 Parks Development Capital Materials and Supplies 7,118 2,619 1,406 0 Services and Charges 73,788 19,782 19,782 188,000 Maintenance 0 29,000 29,000 0 Capital 794,399 1,724,147 1,724,147 1,182,000 875,305 1,775,548 1,774,335 1,370,000
Total Parks Development Fund 2,017,224 3,159,633 3,157,677 2,843,081
Water & Sewer Fund 1800 Water & Wastewater Director Personnel Services 131,773 144,931 128,492 143,585 Materials and Supplies 1,438 4,400 4,200 4,500 Services and Charges 9,168 29,018 27,834 29,328 142,379 178,349 160,526 177,413
1820 Meter Reading Personnel Services 552,551 676,068 669,875 710,535 Materials and Supplies 6,526 9,200 6,900 5,700 Services and Charges 334,160 330,076 319,427 166,937 Maintenance 34,683 44,966 41,120 51,340 Capital 0 5,500 5,500 0 Depreciation 80,256 97,386 97,386 110,452 Transfers 0 19,892 19,892 0 1,008,176 1,183,088 1,160,100 1,044,964
157 Operations Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
1830 Meter Maintenance & Backflow Prevention Personnel Services 275,638 314,527 312,552 330,899 Materials and Supplies 91,116 43,045 43,045 51,100 Services and Charges 53,902 58,029 50,851 54,357 Maintenance 5,700 12,300 8,600 11,972 Depreciation 0 10,055 10,055 0 426,356 437,956 425,103 448,328
1840 Meter Operations Capital Materials and Supplies 16,909 429,922 429,922 12,000 Services and Charges 3,503 24,032 24,032 75,000 Maintenance 0 12,217 12,217 0 Depreciation 281,739 403,204 403,204 267,000 302,151 869,375 869,375 354,000
3800 Water Purchased Services and Charges 5,492,344 5,925,840 5,925,840 6,300,000 5,492,344 5,925,840 5,925,840 6,300,000
4000 Operations & Administration Personnel Services 593,028 740,136 691,734 860,135 Materials and Supplies 128,352 168,200 160,700 140,681 Services and Charges 2,190,023 2,206,429 2,184,688 2,414,406 Maintenance 70,558 102,000 100,325 92,777 Capital 0 25,500 25,500 0 Depreciation 981 2,000 2,000 2,000 2,982,942 3,244,265 3,164,947 3,509,999
4310 Water Distribution Maintenance Personnel Services 578,610 637,457 575,151 661,851 Materials and Supplies 449,126 493,000 340,000 469,000 Services and Charges 228,447 316,529 313,060 345,009 Maintenance 34,717 36,700 36,700 50,125 Capital 0 0 0 1,000 Depreciation 1,463,713 1,774,817 1,774,817 1,782,104 2,754,613 3,258,503 3,039,728 3,309,089
4330 Water Storage & Pump Maintenance Personnel Services 126,457 136,942 133,102 139,840 Materials and Supplies 10,030 35,000 33,000 29,800 Services and Charges 31,325 44,536 40,536 38,981 Maintenance 2,220 3,200 3,200 4,400 Depreciation 15,976 16,000 16,000 16,000 186,008 235,678 225,838 229,021
158 Operations Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
4410 Sewer Mains Maintenance Personnel Services 840,726 882,810 868,102 961,776 Materials and Supplies 177,668 166,000 166,000 165,000 Services and Charges 401,381 455,085 426,225 453,433 Maintenance 29,056 28,000 28,000 33,125 Capital 0 0 0 1,000 Depreciation 1,064,265 1,210,431 1,210,431 1,357,240 2,513,096 2,742,326 2,698,758 2,971,574
5100 Wastewater Treatment Plant Services and Charges 4,782,896 5,067,459 4,906,443 5,196,723 Maintenance 1,606 1,708 1,708 1,621 Depreciation 1,312,971 1,325,609 1,313,829 1,380,252 6,097,473 6,394,776 6,221,980 6,578,596
5600 Capital Water Mains Services and Charges 71,025 52,628 52,628 0 Capital 3,441,785 11,658,202 11,658,202 939,000 3,512,810 11,710,830 11,710,830 939,000
5610 Capital Expenditures Materials and Supplies 0 5,602 5,602 0 Capital 49,270 38,698 38,698 26,500 Transfers 0 0 0 135,000 49,270 44,300 44,300 161,500
5620 Water & Sewer Connections Personnel Services 140,117 152,022 146,660 161,841 Materials and Supplies 59,699 63,000 63,000 75,000 Services and Charges 55,757 71,634 71,634 70,982 Maintenance 3,146 3,400 3,400 4,000 258,719 290,056 284,694 311,823
5700 Sewer Mains Construction Materials and Supplies 0 9,000 9,000 0 Services and Charges 40,072 1,070,701 1,070,701 0 Capital 418,983 7,483,293 7,483,293 1,500,000 459,055 8,562,994 8,562,994 1,500,000
5800 Wastewater Treatment Plant Capital Materials and Supplies 20,827 24,340 24,340 11,000 Services and Charges 350 40 40 0 Maintenance 247,743 394,573 394,573 79,000 Capital 12,174 948,609 948,609 90,000 281,094 1,367,562 1,367,562 180,000
6800 Debt Service Services and Charges 371,917 649,938 649,938 562,265 371,917 649,938 649,938 562,265
Total Water & Sewer Fund 26,838,403 47,095,836 46,512,513 28,577,572
159 Operations Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
Solid Waste Fund 5000 Operations & Administration Personnel Services 557,467 534,236 528,147 668,035 Materials and Supplies 38,079 73,300 48,900 49,650 Services and Charges 594,425 822,858 756,448 812,365 Maintenance 13,035 43,520 43,100 42,019 Depreciation 11,966 12,000 12,000 12,000 1,214,972 1,485,914 1,388,595 1,584,069
5010 Commercial Collections Personnel Services 433,760 536,550 526,598 535,654 Materials and Supplies 180,665 9,573 7,250 168,000 Services and Charges 1,276,029 1,386,740 1,386,740 1,437,468 Maintenance 57,431 65,000 55,000 90,000 Capital 0 169,675 169,675 0 Depreciation 10,883 11,000 10,883 12,000 1,958,768 2,178,538 2,156,146 2,243,122
5020 Residential Collections Personnel Services 432,282 422,280 394,671 462,356 Materials and Supplies 47,743 167,760 71,185 76,800 Services and Charges 835,810 861,253 861,253 1,001,189 Maintenance 70,699 68,468 68,468 112,967 Capital 0 10,000 10,000 0 Depreciation 1,666 2,000 1,666 2,000 Transfers 0 0 0 450,000 1,388,200 1,531,761 1,407,243 2,105,312
5030 Commercial Drop Box Collections Personnel Services 76,950 95,052 78,590 102,492 Materials and Supplies 2,247 19,725 6,355 38,255 Services and Charges 215,037 239,181 239,181 339,910 Maintenance 7,027 12,640 11,504 20,900 Capital 436 20,000 20,000 0 Transfers 0 141,800 141,800 0 301,697 528,398 497,430 501,557
5060 Recycling Personnel Services 687,515 723,800 601,381 723,096 Materials and Supplies 35,159 105,637 52,026 71,100 Services and Charges 446,467 504,806 490,776 505,634 Maintenance 45,861 70,953 63,453 85,378 Capital 0 56,802 56,802 0 Depreciation 124,748 170,479 170,479 176,159 Transfers 17,138000 1,356,888 1,632,477 1,434,917 1,561,367
160 Operations Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
5070 Composting Personnel Services 239,383 357,586 348,226 331,244 Materials and Supplies 1,254 39,032 35,087 15,429 Services and Charges 197,349 207,731 193,165 202,795 Maintenance 9,927 75,212 28,014 15,768 Capital 1,253 154,429 154,429 0 Depreciation 1,439 12,567 12,567 16,917 Transfers 26,078 37,661 37,661 0 476,683 884,218 809,149 582,153
Total Solid Waste Fund 6,697,208 8,241,306 7,693,480 8,577,580
Shop Fund 1910 Vehicle Maintenance Personnel Services 810,592 894,212 891,601 954,646 Materials and Supplies 1,232,157 1,516,315 1,488,225 1,586,900 Services and Charges 589,688 775,634 775,634 772,967 Maintenance 26,657 36,311 24,544 41,400 Depreciation 1,652,027 2,853,647 2,853,647 3,432,985 4,311,121 6,076,119 6,033,651 6,788,898
1920 Capital Expenditures Materials and Supplies 0 16,913 16,913 0 Services and Charges 520 84 84 0 Capital 1,655,633 3,882,965 3,882,965 3,205,000 1,656,153 3,899,962 3,899,962 3,205,000
Total Shop Fund 5,967,274 9,976,081 9,933,613 9,993,898
Total Operations Department $ 50,720,366 $ 80,248,110 $ 78,625,270 $ 61,187,369
161 Operations Department Personnel Summary
2003 2004 2005 2006 Division / Title Employees Employees Employees Employees
Operations Director Division: Operations Director 0.40 0.40 0.40 0.40 Senior Secretary 0.00 0.00 0.25 0.25 0.40 0.40 0.65 0.65
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) 1.50 1.50 1.50 1.50 Maintenance Worker III 1.00 1.00 1.00 1.00 5.50 5.50 5.50 5.50
Parks & Recreation Division: Parks & Recreation Director 1.00 1.00 1.00 1.00 Park Planner 2.00 2.00 2.00 2.00 Urban Forester 0.00 0.00 1.00 1.00 Operations Assistant 1.00 1.00 1.00 1.00 Senior Secretary 0.00 0.00 1.00 1.00 Secretary 1.00 1.00 1.00 1.00 Parks Maintenance Superintendent 1.00 1.00 1.00 1.00 Parks Landscape Architect 1.00 1.00 0.00 0.00 Parks Maintenance Supervisor 1.00 1.00 1.00 1.00 Athletic Fields Crew Leader 1.00 0.00 0.00 0.00 Grounds Maintenance Crew Leader 1.00 0.00 0.00 0.00 Program Coordinator 1.00 1.00 1.00 1.00 Athletic Program Specialist 1.00 1.00 1.00 1.00 Maintenance Worker II/III/IV 15.00 16.00 17.00 17.00 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 1.00 1.00 1.00 1.00 Lead Gardener 1.00 1.00 1.00 1.00 Gardener 1.00 1.00 0.00 0.00 Public Works Crew Leader 1.00 3.00 3.00 3.00 Horticulture Assistant 0.00 1.00 2.00 2.00 Landscape Maintenance Worker 1.00 0.00 0.00 0.00 Groundskeepers/Custodians (Part-time) 5.08 4.53 4.53 4.53 Concession Workers/Cashiers (Part-time) 0.67 0.67 0.51 0.51 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 3.31 3.31 Site Supervisors (Part-time) 0.92 1.55 0.55 0.55 Event Specialist 1.00 1.00 1.00 1.00 Program Specialist 0.00 0.00 1.00 1.00 Tennis Instructor (Part-time) 0.08 0.00 0.00 0.00 Yvonne Richardson Community Center Dir. 1.00 1.00 1.00 1.00 YRCC Activities Assistant (Part-time) 1.00 1.00 1.00 1.00 48.85 49.85 51.85 51.85
162 Operations Department Personnel Summary
2003 2004 2005 2006 Division / Title Employees Employees Employees Employees
Planning & Development Management Division: Planning & Development Mgmt. Director 1.00 1.00 1.00 1.00 Neighborhood Coordinator 0.00 1.00 1.00 1.00 Associate Planner 0.00 1.00 1.00 1.00 Planning Technician 0.00 0.00 1.00 1.00 Senior Planner 0.00 0.00 1.00 1.00 1.00 3.00 5.00 5.00
Engineering Division: City Engineer 1.00 1.00 1.00 1.00 Engineering Design Manager 0.00 1.00 0.00 0.00 Assistant City Engineer 0.00 0.00 1.00 1.00 Staff Engineer 5.00 4.00 4.00 4.00 Stormwater Engineer 1.00 1.00 1.00 1.00 Parks Landscape Architect 0.00 0.00 1.00 1.00 Projects Inspector 6.00 5.00 4.00 4.00 Sidewalk - ADA Administrator 0.00 0.00 1.00 1.00 Land Agent II 0.80 0.80 1.00 1.00 Land Agent I 2.00 2.00 2.00 2.00 Surveyor 1.00 1.00 1.00 1.00 Engineering Design Technician 1.00 1.00 0.00 0.00 CAD Drafter 1.00 1.00 2.00 2.00 Engineering Services Coordinator 1.00 1.00 1.00 1.00 Engineering Assistant 1.00 0.00 0.00 0.00 Surveying Assistant 0.50 1.50 1.50 1.50 Senior Clerk Typist 0.45 0.20 0.00 0.00 21.75 20.50 21.50 21.50
Current Planning Division: Current Planning Director 1.00 1.00 1.00 1.00 Development Coordinator 1.00 0.00 0.00 0.00 Landscape Administrator 1.00 0.00 0.00 0.00 Program Coordinator 1.00 0.00 0.00 0.00 Neighborhood Coordinator 1.00 0.00 0.00 0.00 Associate Planner 1.00 2.00 2.00 2.00 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 0.00 0.00 0.00 Permit Clerk 1.00 1.00 1.00 1.00 Planning Technician 0.00 1.00 1.00 1.00 Planning Intern 0.50 0.00 0.00 0.00 Senior Planner 0.00 1.00 1.00 1.00 10.50 8.00 8.00 8.00
163 Operations Department Personnel Summary
2003 2004 2005 2006 Division / Title Employees Employees Employees Employees
Building Safety Division: Building Safety Director 1.00 1.00 1.00 1.00 Construction Project Manager 1.00 1.00 0.00 0.00 Plans Examiner 1.00 0.00 1.00 1.00 Inspector - Commercial/Residential 1.00 1.00 3.00 3.00 Inspector - Residential 2.00 3.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 Permit Clerk 1.00 1.00 1.00 1.00 Inspections Clerk 1.00 1.00 1.00 1.00 Senior Clerk Typist 0.50 1.00 1.00 1.00 9.50 10.00 11.00 11.00
Transportation Division: Transportation Manager 1.00 1.00 1.00 1.00 Transportation Superintendent 1.00 1.00 1.00 1.00 Management Accounting Coordinator 1.00 1.00 1.00 1.00 Financial Coordinator 1.00 1.00 1.00 1.00 Operations Assistant 1.00 1.00 2.00 2.00 Field Operations Supervisor 0.00 5.00 6.00 6.00 Traffic Control Supervisor 1.00 1.00 1.00 1.00 Traffic Signal Technician 2.00 4.00 4.00 4.00 Traffic Technician 2.00 0.00 0.00 0.00 Public Works Operations Clerk 1.00 1.00 0.00 0.00 Development Coordinator 1.00 0.00 0.00 0.00 Construction Crew Leader 1.00 0.00 0.00 0.00 Field Service Representative 2.00 0.00 0.00 0.00 Crew Leader 5.00 0.00 2.00 2.00 Lead Worker 0.00 4.00 5.00 5.00 Maintenance Worker IV 10.00 15.00 19.00 19.00 Maintenance Worker III 10.00 10.00 20.00 20.00 Maintenance Worker II 5.00 6.00 0.00 0.00 Maintenance Worker I (Temporary) 5.50 5.50 5.50 5.50 50.50 56.50 68.50 68.50
Community Resources & Code Compliance Division: Community Resources & Code Compliance Director 1.00 1.00 1.00 1.00 Project Coordinator 1.00 0.00 1.00 1.00 Community Development Assistant 1.00 1.00 1.00 1.00 Code Compliance Administrator 1.00 1.00 1.00 1.00 Code Compliance Officer 3.00 4.00 4.00 5.00 Intern 0.50 0.50 0.50 0.50 Project Administrator 0.00 1.00 1.00 1.00 7.50 8.50 9.50 10.50
Water & Wastewater Director Division: Water & Wastewater Director 1.00 1.00 1.00 1.00 Senior Secretary 1.00 0.50 0.50 0.50 Administrative Intern 0.00 0.50 0.00 0.00 2.00 2.00 1.50 1.50
164 Operations Department Personnel Summary
2003 2004 2005 2006 Division / Title Employees Employees Employees Employees
Meter Operations Division: Water Services Supervisor 1.00 1.00 1.00 1.00 Meter Reader 7.00 9.00 10.00 10.00 Meter Operations Assistant 1.00 1.00 1.00 1.00 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 20.00 21.00 21.00
Water & Sewer Maintenance Division: W&S Maintenance Superintendent 1.00 1.00 1.00 1.00 W&S Assistant Superintendent 0.00 1.00 1.00 1.00 Water & Sewer Staff Engineer 0.00 0.00 1.00 1.00 Water Field Operations Superintendent 0.00 1.00 2.00 2.00 Operations Coordinator 1.00 0.00 0.00 0.00 Lead Warehouse Attendant 1.00 1.00 1.00 1.00 Crew Leader - Tank/Pump 2.00 2.00 2.00 2.00 Crew Leader 13.00 12.00 13.00 13.00 Field Service Representative 3.00 3.00 4.00 4.00 Sewer System Maintenance Tech II 1.00 1.00 1.00 1.00 Maintenance Worker IV 11.00 12.00 9.00 9.00 Maintenance Worker III 11.00 12.00 12.00 12.00 Maintenance Worker II 1.00 0.00 0.00 0.00 W&S Operations Clerk 2.00 2.00 2.00 2.00 Warehouse Attendant 2.00 2.00 2.00 2.00 49.00 50.00 51.00 51.00
Solid Waste & Recycling Division: Operations Director 0.60 0.60 0.60 0.60 Environmental Affairs Administrator 1.00 1.00 1.00 1.00 Waste Reduction Coordinator 1.00 1.00 1.00 1.00 Office Manager 1.00 1.00 1.00 1.00 Commercial Representative 1.00 1.00 1.00 1.00 Secretary 1.00 2.00 2.00 2.00 Operations Supervisor 1.00 1.00 1.00 1.00 Public Works Crew Leader 5.00 5.00 5.00 5.00 Solid Waste Truck Driver 22.00 36.00 37.00 38.00 Sanitation Route Worker 14.00 0.00 0.00 0.00 Recycling Maintenance Worker III 1.00 0.00 0.00 0.00 Custodian 1.00 1.00 1.00 1.00 49.60 49.60 50.60 51.60
165 Operations Department Personnel Summary
2003 2004 2005 2006 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 & Training Manager 1.00 0.00 0.00 0.00 Lead Equipment Mechanic 1.00 2.00 2.00 2.00 Equipment Mechanic III 1.00 3.00 2.00 2.00 Equipment Mechanic II 3.00 3.00 3.00 3.00 Equipment Mechanic I 2.00 3.00 4.00 4.00 Equipment Maintenance Worker 4.00 1.00 1.50 1.50 Office Manager 1.00 1.00 1.00 1.00 Lead Fleet Warehouse Attendant 0.50 0.50 0.50 0.50 Fleet Operations Clerk 1.00 1.00 1.00 1.00 Parts Expeditor 0.50 0.50 0.50 0.50 17.00 17.00 17.50 17.50
Total Operations Personnel 291.10 300.85 323.10 325.10
166 Operations Department Operations Director Division Operations Director Program Fund 1010 - General Program 0700 Program Description, Goals, and Objectives: This program is responsible for the management of the fourteen divisions that comprise the Operations Department. This program directs and manages these divisions in a manner that will minimize operational costs and provide excellent service to the customers of the department which includes the citizens of the community and 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 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.40 0.65 0.65 0.65
Program Expenditures Personnel Services $ 42,610 $ 56,929 $ 56,785 $ 62,240 Materials and Supplies 1,472 5,450 2,868 4,300 Services and Charges 4,139 7,700 7,700 3,400 Maintenance 0 500 0 250 $ 48,221 $ 70,579 $ 67,353 $ 70,190
Performance Measures Demand/Workload 1. Provide management direction for the policy implementation on the transportation bond program. Provide oversight for the enhanced trail construction and continue the efficiency overview of the in-house overlay and sidewalk improvements. 2. Provide management oversight for the 2025 plan. 3. Provide management oversight for the development of the community park. 4. Provide technical support for the City's State and Federal legislative agenda.
167 Operations Department Parking & Telecommunications Division Utilities Management Program Fund 1010 - General Program 1380 Program Description, Goals, and Objectives: This program manages and coordinates all utility accounts for City facilities and operations including natural gas, electric, water, sewer, solid waste, and 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 all City divisions and all new utility services at City facilities, energy and billing audits, billing consolidations, efficiency studies, and contract negotiations. This program ensures the accuracy of all billings and assesses and evaluates all utility accounts to obtain the best rates for the City.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures Personnel Services $ 150,813 $ 127,578 $ 103,297 $ 113,142 Materials and Supplies 7,982 9,000 8,500 9,000 Services and Charges 179,383 186,735 186,735 256,531 Maintenance 310 800 500 800 $ 338,488 $ 324,113 $ 299,032 $ 379,473
Performance Measures Demand/Workload 1. Utility Contracts Bid/Negotiated 4 5 5 5 2. Telephone Extensions/Lines 446 / 75 450 / 75 475 / 75 465 / 100 3. Water Meters 105 105 100 108 4. Gas Meters 42 45 47 50 5. Electric Meters - AEP/Ozarks 203 / 70 210 / 70 201 / 81 210 / 85
Results 1. Telephone Service Requests Processed 511 600 650 725 2. Avg. Long Distance Cost per Minute Direct Dial/Calling Cards 0.056 / 0.049 0.054 / 0.042 0.055 / 0.041 0.055 / 0.055 3. Cellular Minutes Used 381,584 336,000 400,000 400,000 4. Avg. Cost per Minute - Cellular$ 0.070 $ 0.115 $ 0.077 $ 0.115
168 Operations Department Parks & Recreation Division Swimming Pool Program Fund 1010 - General Program 5210 Program Description, Goals, and Objectives: This program provides recreational and instructional swimming opportunities for citizens of all ages at Wilson Park City Pool during the summer season. The pool is open from Memorial Day weekend until the weekend before school begins. Wilson Pool provides diversified swimming programs that include recreational and lap swim time, morning and afternoon swimming instruction for participants of all skill levels, water aerobics, and party rentals. This program works in conjunction with the American Red Cross and Washington County Health Department to train and supervise staff in order to operate the pool in a safe and sanitary method.
In 2006, 0.81 FTEs were moved to Program 5220 for Camp Counselors for the Summer Camp programs.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 5.07 5.07 5.07 4.26
Program Expenditures Personnel Services $ 85,317 $ 91,403 $ 76,100 $ 79,423 Materials and Supplies 12,060 18,185 18,125 13,307 Services and Charges 30,489 35,095 34,430 33,572 Maintenance 29,679 11,186 10,900 2,457 $ 157,545 $ 155,869 $ 139,555 $ 128,759
Performance Measures Demand/Workload 1. Days of Swimming 85 86 86 86 2. Hours Open to Public 769 750 784 750 3. Staff Hours to Operate Pool 9,000 9,000 7,663 8,300 4. Swimming Lesson Enrollment 370 370 385 390 5. Building & Grounds Maint. Hours 700 600 289 624 6. Highest Daily Attendance 387 400 517 450 7. Total Attendance 15,286 17,500 20,337 20,200 8. Average Daily Attendance 180 203 221 235
Results 1. Cost per Hour of Operation$ 167.44 $ 171.68 $ 178.00 $ 171.68 2. Cost per Participant$ 8.42 $ 7.36 $ 6.86 $ 6.37 3. Revenues Produced$ 33,192 $ 40,000 $ 43,793 $ 38,000 4. Cost per Participant After Revenues $ 6.25 $ 5.07 $ 4.71 $ 4.49
169 Operations Department Parks & Recreation Division Parks Administration/Recreation Programs Program Fund 1010 - General Program 5220 Program Description, Goals, and Objectives: This program makes provisions for the planning, scheduling, monitoring, and evaluation of the six Parks & Recreation Programs to meet public needs for leisure services, facilities, and programs. This program provides organized recreational opportunities through sport leagues, camps, and athletic field scheduling. City operated programs include youth softball and soccer (spring and fall), adult softball (spring, summer, and fall), adult flag football (fall), Champs League, Summer Camps, and special events. Fayetteville continues to have the largest soccer and softball programs in Arkansas. Assistance is given to sport associations, such as baseball organizations, to provide youth sport programming. Staff provides support to the Parks and Recreation Advisory Board.
In 2005, the Champs League, a recreation program for children with special needs, expanded from a weekly softball and baseball program to a comprehensive program including soccer and kickball. Summer Camps were also started to encourage physical fitness in Fayetteville's youth.
In 2006, 0.81 FTEs were moved from Program 5210 for Camp Counselors for the Summer Camp programs.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 5.30 5.30 5.30 6.11
Program Expenditures Personnel Services $ 255,597 $ 295,343 $ 291,824 $ 336,220 Materials and Supplies 67,693 75,772 75,716 66,261 Services and Charges 111,401 115,831 115,679 115,206 Maintenance 689 1,200 1,200 1,800 $ 435,380 $ 488,146 $ 484,419 $ 519,487
Performance Measures Demand/Workload 1. PRAB Meetings 20 24 15 25 2. Soccer Teams/Participants 272 / 2,983 250 / 3,500 276 / 2,939 280 / 3,500 3. Adult Softball Teams/Participants 228 / 3,420 216 / 3,240 238 / 3,570 230 / 3,500 4. Girls Softball Teams/Participants 49 / 701 66 / 833 41 / 635 52 / 750 5. Concession Stands Contracted 5 5 5 5
Results 1. Program Income$ 265,634 $ 261,595 $ 293,644 $ 278,305 2. Concession Revenues$ 5,730 $ 7,800 $ 3,453 $ 7,500 3. Park Reservations 549 750 518 750
170 Operations Department Parks & Recreation Division Lake Maintenance Program Fund 1010 - General Program 5250 Program Description, Goals, and Objectives: This program is responsible for operating, managing, and maintaining Lake Fayetteville, Lake Sequoyah, and Lake Wilson. Annual contracts are awarded to boat dock operators at Lake Fayetteville and Lake Sequoyah for management of the lakes according to City Ordinances. This contract includes monitoring and collecting fees for stall rentals and fishing/boating permits. Staff provides maintenance to the facilities in order to improve safety and enhance services for the public. The Arkansas Game and Fish Commission enforces State regulations and annually stocks the lakes. City Council approved a change in the Lake Recreation fees as follows: Daily bank/dock fishing $3 (Sr. Citizens $2); Daily boating/fishing $6 (Sr. Citizens $5); Season bank/dock fishing $30 (Sr. Citizens $20); Season boating/fishing $50 (Sr. Citizens $40); Lake Fayetteville stall rental $300 (Sr. Citizens $290); Lake Fayetteville non- resident stall rental $375 (Sr. Citizens $365); and Lake Sequoyah stall rental $150 (Sr. Citizen $140).
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.10 0.10 0.10 0.10
Program Expenditures Personnel Services $ 4,223 $ 4,480 $ 4,479 $ 4,630 Materials and Supplies 1,337 3,981 3,094 1,400 Services and Charges 65,852 67,579 66,967 69,249 Maintenance 738 8,698 8,698 3,423 $ 72,150 $ 84,738 $ 83,238 $ 78,702
Performance Measures Demand/Workload 1. Daily/Season Fishing & Boating Permits Lake Fayetteville 5,777 3,700 4,811 878 2. Daily/Season Fishing & Boating Permits Lake Sequoyah 4,407 4,400 4,513 1,100 3. Boat Stalls Rented Lake Fayetteville 44 53 46 43 4. Boat Stalls Rented Lake Sequoyah 69 70 73 45 5. Lake Maintenance Hours 903 400 462 600
Results 1. Lake Fayetteville Income$ 27,771 $ 30,000 $ 27,627 $ 39,000 2. Lake Sequoyah Income$ 20,160 $ 22,000 $ 23,932 $ 28,000 3. Cost of Lake Operations$ 24,218 $ 32,738 $ 31,679 $ 11,702
171 Operations Department Parks & Recreation Division Parks Maintenance Program Fund 1010 - General Program 5260 Program Description, Goals, and Objectives: This program makes provision for the maintenance of all parks and public lands and the amenities to ensure safe, clean recreational opportunities for the public. Maintenance includes mowing, trimming, litter control, irrigation, horticultural enhancement, facility maintenance and construction, and special projects. 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 maintenance and field preparation for 20 softball/baseball fields and 32 soccer fields. The maintenance of all City trails and the administration of the Urban Forestry Program is also provided by this staff. This program coordinates and supervises special events/projects with volunteer and special interest groups.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 19.33 20.33 20.33 20.33
Program Expenditures Personnel Services $ 576,107 $ 645,373 $ 609,577 $ 673,195 Materials and Supplies 55,502 63,943 60,330 48,955 Services and Charges 236,773 235,900 235,879 274,984 Maintenance 119,643 148,873 138,021 148,956 Capital 0 7,135 7,135 0 $ 988,025 $ 1,101,224 $ 1,050,942 $ 1,146,090
Performance Measures Demand/Workload 1. Park Sites/Acreage 62 / 3,124 75 / 3,166 59 / 3,447 76 / 3,554 2. Restrooms Maintained 12 12 12 12 3. Tennis Courts/Athletic Fields 8 / 32 8 / 32 8 / 32 8 / 32 4. Playgrounds/Skate Park/BMX 33 / 1 / 1 33 / 1 / 1 35 / 1 / 1 33 / 1 / 1 5. Parks Adopted/# of Groups 11 / 24 14 / 26 7 / 29 18 / 30 6. Trail Miles Maintained 15.4 N/A 17.0 21.0
Results 1. Mowing/Trimming Hours 7,404 9,000 7,276 8,000 2. Litter/Restroom Hours 3,728 3,900 3,739 3,900 3. Athletic Field Maintenance Hours 8,837 10,000 7,096 9,500 4. Playground Inspections/Repair Hours 234 300 51 250 5. Volunteer Hours 1,200 400 1,075 1,500 6. Urban Forestry Hours 4,564 6,000 6,153 6,000 7. Trees Planted 181 250 35 200 8. Trail Maintenance Hours 214 N/A 383 500
172 Operations Department Parks & Recreation Division Yvonne Richardson Community Center Program Fund 1010 - General Program 5280 Program Description, Goals, and Objectives: The Yvonne Richardson Community Center provides a safe, positive, and productive environment for learning educational and social skills. The center hosts all ages and ethnic backgrounds in structured and unstructured events. Activities include basketball practices, computer classes, and Judo classes. The center also serves as a site for food basket distributions, birthday parties, business meetings, church events, community services, and holiday dinners.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures Personnel Services $ 65,863 $ 76,376 $ 74,911 $ 68,523 Materials and Supplies 11,319 7,782 5,384 3,290 Services and Charges 16,615 18,216 17,428 20,518 Maintenance 965 12,391 4,000 3,000 $ 94,762 $ 114,765 $ 101,723 $ 95,331
Performance Measures Demand/Workload 1. Work with City officials and the advisory board to develop a strategic plan for the center. 2. Investigate the use of membership cards in order to monitor use of the center.
173 Operations Department Parking & Telecommunications Division Parking Management Program Fund 1010 - General Program 5300 Program Description, Goals, and Objectives: This program manages and coordinates all downtown parking issues including implementing parking rules and regulations; increasing public awareness of the ordinances that regulate parking; leasing off-street spaces; enforcing parking ordinances; issuing citations for violation of parking ordinances; issuing notices and summons for overdue parking citations; and responding to the needs of citizens regarding inquiries and complaints concerning parking matters.
In 2006, this program will continue to update and replace signage in the downtown and Dickson Street areas. The new signage will assist motorists in locating public parking and provide greater ease of mobility throughout the Cultural Entertainment District. Also in 2006, Parking Management will continue a detailed cleaning and litter control program for the downtown and Dickson Street areas.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 3.50 3.50 3.50 3.50
Program Expenditures Personnel Services $ 116,712 $ 156,915 $ 156,915 $ 159,302 Materials and Supplies 5,479 8,103 7,500 8,103 Services and Charges 16,071 14,991 11,856 9,731 Maintenance 2,925 6,000 5,100 6,700 $ 141,187 $ 186,009 $ 181,371 $ 183,836
Performance Measures Demand/Workload 1. On/Off-Street Metered Spaces 220 / 285 220 / 286 220 / 285 220 / 285 2. On/Off-Street Timed Spaces 159 / 120 159 / 120 159 / 120 159 / 120 3. Gated Parking Spaces 731 730 731 731 4. Un-Metered (Free) Spaces 560 560 559 559 5. Parking Tickets Issued 10,503 12,000 12,000 12,000 6. Parking Meters 506 506 451 451 7. Planned Lot Cleanings 183 200 350 300
Results 1. Parking Tickets Voided 539 550 700 600 2. Cost of Parking Tickets Voided$ 3,080 $ 2,750 $ 4,000 $ 3,420 3. Parking Ticket Revenue$ 45,778 $ 55,000 $ 70,000 $ 60,000 4. Parking Revenue (General Fund)$ 61,818 $ 62,000 $ 58,000 $ 60,000 5. Parking Revenue (Off-Street Fund)$ 260,513 $ 300,000 $ 295,000 $ 300,000
174 Operations Department Planning & Development Management Division Planning & Development Management Director Program Fund 1010 - General Program 6200 Program Description, Goals, and Objectives: The purpose of this program is to make certain that as the community continues its rapid expansion in both its regulatory framework and its vision for the future, that the developers, builders, and business entrepreneurs investing and building in the community are treated fairly, with consistency, and with predictability through the community’s development review and approval process. The role of this program is to cross divisional and departmental lines of authority when issues conflict and to create a more seamless regulatory framework. This division also manages the long range planning program of the City and serves as the Development Ombudsman and as the Assistant Director of Operations.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures Personnel Services $ 100,057 $ 108,165 $ 107,964 $ 117,622 Materials and Supplies 2,179 1,500 1,020 1,500 Services and Charges 2,851 2,200 2,200 2,250 $ 105,087 $ 111,865 $ 111,184 $ 121,372
Performance Measures Demand/Workload 1. Implement and begin the process to update the Comprehensive Plan 2025. 2. Implement capital improvements as identified in the 2006-2010 Capital Improvements Program. 3. Continue implementation of the Downtown Master Plan recommendations. 4. Continue to implement the Master Transportation Plan recommendations. 5. Continue to implement the Mayor and City Council Strategic Plan recommendations. 6. Streamline the development review process.
175 Operations Department Engineering Design Services Division Engineering Design Services Program Fund 1010 - General Program 6210 Program Description, Goals, and Objectives: This division is responsible for all in-house professional engineering design services. Services provided consist of surveying, drafting, preliminary engineering design, final design, and bidding for capital improvement projects. Capital projects include the design and construction of streets, sanitary sewers, water systems, and other public works projects for the City that have been identified through the capital improvements program or by the administration.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 7.50 7.00 7.00 7.00
Program Expenditures Personnel Services $ 327,795 $ 309,024 $ 309,024 $ 390,631 Materials and Supplies 0 6,820 6,820 8,320 Services and Charges 2,759 26,828 23,814 9,072 Maintenance 0 1,380 1,300 1,380 $ 330,554 $ 344,052 $ 340,958 $ 409,403
Performance Measures Demand/Workload 1. Projects Assigned 18 18 6 7 2. Value of Projects Assigned$ 11,151,029 $ 7,000,000 $ 3,800,000 $ 3,500,000 3. Surveying Projects Assigned 17 18 7 15
Results 1. Projects w/Final Design 12 14 4 3 2. Value of Projects w/Final Design$ 2,685,000 $ 3,500,000 $ 4,200,000 $ 1,850,000
176 Operations Department Engineering Division Engineering Operations & Administration Program Fund 1010 - General Program 6220 Program Description, Goals, and Objectives: This program provides contract management of outside engineering and construction services; design review and oversight of waterline, sanitary sewer, storm sewer, drainage, sidewalk and street projects; and engineering design criteria and specifications for all infrastructure work within the City. This program also offers technical assistance in response to citizen requests and water and sanitary sewer tap orders. Additionally, Engineering Operations & Administration provides technical review of all subdivisions, lot splits, and small and large scale developments for compliance with the City's design criteria. As a participant in the National Flood Insurance Program, this program provides flood hazard program administration and plan review, as well as EPA Phase II NPDES stormwater and erosion control program development and permit compliance. This program also maintains records for subdivisions, utilities, and other City-related maps; and provides administration of the Right-of-Way Acquisition and Public Construction programs.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 5.20 6.50 6.50 6.50
Program Expenditures Personnel Services $ 190,921 $ 340,186 $ 311,250 $ 342,139 Materials and Supplies 19,767 12,468 12,468 5,670 Services and Charges 22,313 20,862 19,676 29,150 Maintenance 1,953 1,150 700 1,650 $ 234,954 $ 374,666 $ 344,094 $ 378,609
Performance Measures Demand/Workload 1. CIP Projects Assigned 24 12 16 10 2. Value of CIP Projects Assigned$ 11,883,670 $ 3,259,000 $ 12,424,838 $ 6,500,000 3. Plats Reviewed N/A 175 75 90 4. Construction Plans Reviewed N/A 180 350 330 5. Grading Permits Issued N/A 60 90 105 6. Floodplain Development Permits Issued N/A 15 20 40
Results 1. CIP Projects Completed 5 10 4 5 2. Value of CIP Projects Completed$ 1,199,158 $ 2,700,000 $ 1,937,506 $ 4,900,000 3. Percent of CIP Projects Completed within Budget N/A 100 100 100 4. Average Review Time for Construction Plans - Weeks N/A 4.0 2.5 3.0
177 Operations Department Engineering Division Right-of-Way Acquisition Program Fund 1010 - General Program 6230 Program Description, Goals, and Objectives: This program provides land agent services to acquire property, easements, and rights-of-way as required by various capital improvements and other City departments; maintains records of City properties, easements and rights-of-way; provides services for the sale or purchase of property; and responds to inquiries and requests from other City divisions and the general public.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.80 3.00 3.00 3.00
Program Expenditures Personnel Services $ 114,927 $ 125,624 $ 124,332 $ 145,354 Materials and Supplies 1,062 1,600 1,320 1,600 Services and Charges 2,188 2,241 1,120 2,300 Maintenance 0 559 559 500 $ 118,177 $ 130,024 $ 127,331 $ 149,754
Performance Measures Demand/Workload 1. Projects Requiring Acquisition of Easements and ROW 14 30 12 15 2. Management of Appraisal Service Contracts 10 15 11 13 3. Acquisition/Disposal of Property 010 5 3 4. Acquisition of Easements/ROW 19 80 185 85
Results 1. Average Response Time for Information Requests - Days N/A 2 3 2 2. Average Time for Easement Acquisition - Months N/A 3 3 3 3. Easements Requiring Condemnation N/A 0 0 0
178 Operations Department Engineering Division Public Construction Program Fund 1010 - General Program 6240 Program Description, Goals, and Objectives: This program provides inspection and construction management services for projects designed and/or constructed by City staff; supplemental inspections for projects designed by private engineering firms and constructed by private developers; oversight of construction site erosion prevention; recommendations for acceptance of water lines, sanitary sewer lines, storm drainage, streets, driveways and sidewalks for City ownership and subsequent maintenance; and ADA review for compliance for pedestrian safety on sidewalks and driveways.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 5.00 5.00 5.00 5.00
Program Expenditures Personnel Services $ 209,233 $ 237,483 $ 233,175 $ 294,893 Materials and Supplies 3,848 1,200 1,200 700 Services and Charges 14,219 14,108 13,441 24,262 Maintenance 7,092 8,100 8,030 7,810 $ 234,392 $ 260,891 $ 255,846 $ 327,665
Performance Measures Demand/Workload 1. CIP Projects 9 10 4 8 2. Small Developments (< 1 acre) 58 40 100 100 3. Large Developments (> 1 acre) 49 30 80 90 4. Residential Subdivisions 58 25 70 50 5. Sidewalk Inspections 1,364 700 1,400 1,500
Results 1. Percent All Inspections Performed within 48 Hours N/A 100 100 100
179 Operations Department Current Planning Division Current Planning Program Fund 1010 - General Program 6300 Program Description, Goals, and Objectives: This program manages the administration and enforcement of zoning and development regulations for 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; processes all land use activity and complaints; performs field analysis; makes recommendations; and issues violation notices when necessary. As growth continues at record rates, funds are organized to support the essential office functions necessary to comply with notification requirements, public hearings, research, and reporting activities. Increased efficiency, productivity and consistency are priorities to this program.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 8.00 8.00 8.00 8.00
Program Expenditures Personnel Services $ 331,257 $ 355,654 $ 290,274 $ 381,124 Materials and Supplies 27,544 29,117 17,800 17,250 Services and Charges 33,361 46,215 42,759 41,399 Maintenance 843 1,400 1,400 1,400 $ 393,005 $ 432,386 $ 352,233 $ 441,173
Performance Measures Demand/Workload 1. Public Meetings & Agendas Sessions 105 120 93 120 2. Development Consultant Meetings/Staff Hours 235 / 525 175 / 350 700 / 500 650 / 450 3. Planning Reports 643 600 750 650 4. Violations Reported 731 450 1,385 1,500 5. Building Permits Reviewed/Staff Hours 1,420 / 706 1,000 / 500 1,300 / 650 1,200 / 600
Results 1. Sets of Minutes/Agendas Assembled 83 / 94 90 / 100 90 / 105 95 / 105 2. Zoning Items/Staff Hours 102 / 798 120 / 960 100 / 780 120 / 960 3. Board of Adjustment and Sign Appeals/Staff Hours 51 / 149 40 / 80 54 / 108 35 / 70 4. Development Items/Staff Hours 292 / 2,912 245 / 2,450 225 / 2,250 250 / 2,500 5. Administrative Items/Staff Hours 52 / 101 45 / 90 35 / 75 45 / 90 6. Percent of Violation Response ≤ 15 Days 98 100 100 100
180 Operations Department Planning & Development Management Division Long Range Planning Program Fund 1010 - General Program 6310 Program Description, Goals, and Objectives: The program is responsible for the coordination, administration, and implementation of the Comprehensive Plan 2025, Master Street Plan, specific area plans, neighborhood zoning studies, and specialized ordinance development and research. Staff provides support and research services to other divisions, the Planning Commission, and City Council. This program will be responsible for developing tools for the implementation of the City's Downtown Master Plan.
In 2006, there is a scheduled update of the City’s Comprehensive Plan 2020 to Comprehensive Plan 2025, which is required to be conducted every five years.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.00 4.00 4.00 4.00
Program Expenditures Personnel Services $ 84,510 $ 153,186 $ 121,578 $ 190,404 Materials and Supplies 3,860 8,530 8,530 6,100 Services and Charges 10,939 9,067 9,067 6,917 Capital 0 11,082 11,082 0 $ 99,309 $ 181,865 $ 150,257 $ 203,421
Performance Measures Demand/Workload 1. Committee & Task Force Meetings 125 125 30 125 2. Community Outreach Programs 12 25 6 6 3. City Council 2003-2008 Strategic Plan Actions 6 10 9 10 4. Planning Commission Work Program 6 12 N/A N/A
Results 1. Ordinances Developed & Amended 6 8 6 6 2. General Plan Amendments & Updates 6 6 3 3 3. Studies & Policies Adopted 6 6 3 3
181 Operations Department Building Safety Division Building Safety Program Fund 1010 - General Program 6400 Program Description, Goals, and Objectives: This program protects the public's safety, health, and welfare in the building environment. Staff uses technology, customer education, and training to increase productivity and to provide prompt review and inspection services to customers. Record growth continues and the numbers indicate that although staff expects to issue a slightly lower number of permits for 2005, the permits are for larger and more expensive buildings. This is particularly true of Single Family permits.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 10.00 11.00 11.00 11.00
Program Expenditures Personnel Services $ 476,346 $ 549,908 $ 497,065 $ 530,297 Materials and Supplies 12,967 15,827 13,827 13,853 Services and Charges 48,424 59,304 53,487 49,937 Maintenance 6,425 6,400 6,400 13,400 Capital 0 19,700 19,700 0 $ 544,162 $ 651,139 $ 590,479 $ 607,487
Performance Measures Demand/Workload 1. Building Plans Submitted 1,268 1,400 1,312 1,400 2. Building Permits Submitted 1,264 1,400 1,310 1,400 3. Other Permits & Applications Applied for 5,016 5,500 5,092 5,500 4. Request for Inspections 34,024 29,500 26,588 29,500
Results 1. Average Number of Days for First Review of Building Plans N/A 3 3 3 2. Average Number of Inspections Per Day Per Inspector N/A 20 19 20 3. Percent of Inspections Where Violations are Found N/A 10 17 10 4. Valuation of Work Permitted $ 203,124,128 $ 185,000,000 $ 322,046,860 $ 325,000,000 5. Permit Fees Collected $ 1,133,218 $ 1,200,000 $ 1,462,706 $ 1,500,000
182 Operations Department Community Resources & Code Compliance Division Community Code Enforcement Program Fund 1010 - General Program 6420 Program Description, Goals, and Objectives: This program seeks to enhance the health, safety, and general welfare of neighborhoods and citizens through efficient and effective City code enforcement. All actions are conducted in a responsive and fair manner focusing on customer service and public awareness, while respecting the property rights of citizens. This is 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 are implemented to correct the violation.
In 2006, a 1.00 FTE for a Code Compliance Officer was added to respond promptly to service requests, which continue to increase.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 4.55 4.75 4.75 5.75
Program Expenditures Personnel Services $ 184,568 $ 215,040 $ 210,699 $ 250,800 Materials and Supplies 4,836 5,000 5,000 7,900 Services and Charges 34,228 47,937 38,961 21,503 Maintenance 2,220 3,901 1,901 3,820 $ 225,852 $ 271,878 $ 256,561 $ 284,023
Performance Measures Demand/Workload 1. Service Requests 2,470 2,000 2,800 2,500 A. Service Requests w/Cases Attached 1,046 1,000 1,200 1,200
Results 1. % of Cases Resolved 95 98 95 98 2. Cases Issued Citations 1 3 1 5 3. Average Code Inspections per Day per Inspector 5 6 6 6
183 Operations Department Transportation Division Operations & Administration Program Fund 2100 - Street Program 4100 Program Description, Goals, and Objectives: This program manages and coordinates construction and maintenance of rights-of-way, streets, sidewalks, drainage, and traffic control within the City. Also managed by this program are the In-House Paving Improvement Project, the Sidewalk Improvement Project, and beginning in 2005, New Trail Construction, which are funded in the City's Sales Tax Capital Fund.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 6.00 6.00 6.00 6.00
Program Expenditures Personnel Services $ 306,857 $ 352,981 $ 352,875 $ 434,975 Materials and Supplies 29,331 38,384 38,365 37,860 Services and Charges 504,138 546,265 520,566 604,190 Maintenance 15,908 17,096 17,096 26,116 $ 856,234 $ 954,726 $ 928,902 $ 1,103,141
Performance Measures Demand/Workload 1. Service Requests Received (Includes Emergency Calls) 1,879 2,000 1,874 2,000 2. Value of CIP Programs Managed$ 3,253,796 $ 1,533,000 $ 3,037,679 $ 3,313,000
Results 1. % of Service Requests with Initial Contact within 48 Hours 100 100 100 100
184 Operations Department Transportation Division Right-of-Way Maintenance Program Fund 2100 - Street Program 4110 Program Description, Goals, and Objectives: This program is responsible for the emergency clean-up of street rights-of-way in response to storms or other extreme situations, litter control, the mowing of required rights-of-way eight times per year, trimming around traffic islands and City maintained rights-of-way, and any other areas not required to be maintained by property owners.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 8.00 6.00 6.00 6.00
Program Expenditures Personnel Services $ 295,103 $ 251,990 $ 243,231 $ 219,680 Materials and Supplies 3,775 5,668 5,668 8,900 Services and Charges 102,576 87,412 87,412 83,213 Maintenance 11,606 16,700 16,700 23,018 Capital 16,274 8,805 8,805 0 $ 429,334 $ 370,575 $ 361,816 $ 334,811
Performance Measures Demand/Workload 1. Trustee Hours Available for Litter Removal 1,632 1,664 1,536 1,500 2. Scheduled Hours of ROW Brush and Tree Trimming 3,069 3,600 4,034 4,000 3. Lane Miles Maintained by Sweeper 2,750 2,750 2,750 2,750
Results 1. Pounds of Litter Removed 120,252 102,000 166,960 150,000 2. Pounds of Brush and Tree Limbs Removed 166,560 120,000 64,440 100,000 3. % of Lane Miles Swept 100 100 100 100
185 Operations Department Transportation Division Street Maintenance Program Fund 2100 - Street Program 4120 Program Description, Goals, and Objectives: This program maintains the streets in the best possible condition, free from defects and safety hazards, while providing the most cost-effective maintenance techniques. 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. Approximately 50 miles of pavement marking will be applied during the year. Snow and ice removal as well as 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. This program responds to emergency calls as situations merit.
In 2005 implementation of the patch crew resulted in approximately 35,000 square feet of street cut repairs.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 21.50 23.50 23.50 23.50
Program Expenditures Personnel Services $ 523,279 $ 719,346 $ 687,557 $ 770,527 Materials and Supplies 126,876 97,542 97,542 93,246 Services and Charges 355,899 388,806 388,806 384,742 Maintenance 45,207 61,328 61,328 91,859 Capital 52,412 0 0 0 Transfers 73,424 35,000 35,000 0 $ 1,177,097 $ 1,302,022 $ 1,270,233 $ 1,340,374
Performance Measures Demand/Workload 1. Asphalt Overlay (Miles) 12.42 17.50 18.61 18.50 2. Pot Hole Repair Requests Received or Planned 200 300 100 100 3. Contracted Miles of Street Striping Scheduled 38 44 53 50
Results 1. % of Asphalt Overlay Completed 71 100 100 100 2. % Pot Hole Service Requests Completed in 48 Hours 100 100 100 100 3. % of Miles Contracted for Striping Completed 100 100 120 100
186 Operations Department Transportation Division Drainage Maintenance Program Fund 2100 - Street Program 4130 Program Description, Goals, and Objectives: 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. 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 other drainage related repairs. The maintenance listed 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.
In 2006, 2.00 FTEs were transferred from this program to the Sidewalk program (2100.5530). This change was done to increase sidewalk production by moving the concrete drainage box construction crew to the program where most concrete construction occurs.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 7.00 9.00 9.00 7.00
Program Expenditures Personnel Services $ 283,490 $ 378,026 $ 378,026 $ 302,179 Materials and Supplies 64,849 71,200 71,200 74,000 Services and Charges 114,924 143,981 143,981 147,340 Maintenance 16,623 34,894 34,894 35,498 $ 479,886 $ 628,101 $ 628,101 $ 559,017
Performance Measures Demand/Workload 1. Scheduled Drain Cleaning (Feet) 50,520 50,000 71,654 50,000 2. Scheduled Drain Tile Installation (Feet) 6,942 3,500 3,492 3,500 3. Stormwater Drop Inlets Maintained N/A 3,559 3,621 3,683
Results 1. % Ditch Cleaning Plan Completed 101 100 143 100 2. % of Drain Tile Installation Completed 198 100 99 100 3. % of Stormwater Drop Inlets Serviced N/A 100 100 100
187 Operations Department Transportation Division Traffic Control & Maintenance Program Fund 2100 - Street Program 5315 Program Description, Goals, and Objectives: This program provides for the installation and maintenance of traffic signals, traffic signs, street markers, and signs for other divisions as warranted by the Federal Highway Administration Manual on Uniform Traffic Control Devices (M.U.T.C.D.). This program also performs traffic studies and traffic counts as needed.
In 2005, a new traffic signal was installed at Van Asche and Mall Lane, several traffic signals were upgraded to overhead video detection, and 10 emergency power supplies were installed at critical intersections.
Projects that began in 2005 and will continue into 2006 include replacement of several old traffic painted signal poles with new galvanized poles and installation of count-down pedestrian timers at traffic signals. During 2006, two traffic signals are scheduled to be installed as M.U.T.C.D. warrants are met and 10 emergency power supplies for traffic signals will be installed.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 5.00 6.00 6.00 6.00
Program Expenditures Personnel Services $ 256,060 $ 320,350 $ 318,089 $ 311,971 Materials and Supplies 13,007 8,600 8,600 42,600 Services and Charges 75,618 46,778 46,778 39,153 Maintenance 33,257 45,454 45,454 49,477 Capital 0 14,782 14,761 0 $ 377,942 $ 435,964 $ 433,682 $ 443,201
Performance Measures Demand/Workload 1. Traffic Signals Maintained 74 76 76 78 2. Traffic Signal Conflict Monitors to Certify 74 76 76 78 3. Traffic Service Requests Received 492 600 300 600
Results 1. % of Traffic Cabinets Preventive Maintenance Complete 100 100 100 100 2. % of Traffic Signal Conflict Monitors Tested/Certified 100 100 100 100 3. % of Service Requests Completed within 30 Days 100 100 100 100
188 Operations Department Transportation Division Street & Trail Construction Program Fund 2100 - Street Program 5520 Program Description, Goals, and Objectives: Initiated in 2005, this new program provides the manpower and equipment needed to construct new trails designated in the Trail Master Plan. Goals of this program include constructing five miles of new trail each year and continuing to maintain existing trails within the City. By providing connectivity to existing trails and developing a new citywide trail system for walkers, joggers, and bicycles, this program provides alternative transportation opportunities for citizens and promotes citizen health and safety. Expenditures from this program are charged to the in-house trail construction project in the Sales Tax Capital Improvement Funds. Materials of $400,000 were added to this program to increase the funding for the in-house payment project primarily funded in Sales Tax Capital Improvements Fund.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 9.00 9.00 9.00
Program Expenditures Maintenance $ 0 $ 0 $ 0 $ 400,000 $ 0 $ 0 $ 0 $ 400,000
Performance Measures Demand/Workload 1. Personnel Services for Trail Construction N/A N/A$ 108,795 $ 295,186 2. Trail to Construct (Miles) N/A N/A 1.25 5.00 3.Trail to Renovate (Miles) N/A N/A 0 1.00 4. Bridges to Construct N/A N/A 0 3
Results 1.% Trail Construction Completed N/A N/A 100 100 2. % Trail Renovation Completed N/A N/A 0 100 3.% Bridges Construction Completed N/A N/A 0 100
189 Operations Department Transportation Division Sidewalks Program Fund 2100 - Street Program 5530 Program Description, Goals, and Objectives: This program provides for the installation of new sidewalk; the removal and replacement of damaged or deteriorated sidewalk; and ADA access ramp installation or repairs. Increased emphasis was placed on sidewalk repairs in 2005 to allow for improved access throughout the existing sidewalk system. In 2006, this program will focus on the continued efforts to provide sidewalk connectivity throughout the City while concentrating around school areas.
In 2006, 2.00 FTEs were moved from the Drainage Maintenance Program (2100.4130) to the Sidewalk Program.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 9.00 9.00 9.00 11.00
Program Expenditures Personnel Services $ 176,860 $ 250,933 $ 250,933 $ 284,073 Materials and Supplies 20,977 15,985 15,985 10,750 Services and Charges 137,871 72,996 72,996 74,926 Maintenance 20,805 20,480 20,480 29,010 $ 356,513 $ 360,394 $ 360,394 $ 398,759
Performance Measures Demand/Workload 1. Scheduled Construction of New Sidewalk (Feet) 13,229 25,000 16,103 17,200 2. Scheduled Sidewalk Repairs (Feet) 4,230 5,000 6,097 5,000 3. ADA Access Ramps to Install 55 30 94 90
Results 1. % of New Sidewalk Construction Completed 53 100 64 100 2. % of Sidewalk Repairs Completed 85 100 122 100 3. % of Ramps Installed 183 100 313 100
190 Operations Department Parking & Telecommunications Division Off-Street Parking Program Fund 2130 - Off-Street Parking Program 9130 Program Description, Goals, and Objectives: This program manages and coordinates all downtown parking issues including implementing parking rules and regulations; increasing public awareness of the ordinances that regulate parking; leasing off-street spaces; enforcing parking ordinances; issuing citations for violation of parking ordinances; issuing notices and summons for overdue parking citations; and responding to the needs of citizens regarding inquiries and complaints concerning parking matters.
In 2005, parking gate equipment was upgraded to provide more efficient and reliable access control into gated parking areas. Implementation of revenue control equipment also began in various parking lots in order to increase parking revenues and to develop and implement a downtown residential parking program. These processes will continue into 2006.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Materials and Supplies $ 7,311 $ 36,700 $ 23,500 $ 35,668 Services and Charges 121,315 205,439 200,439 231,141 Maintenance 43,766 378,907 374,192 29,000 Capital 79,399 188,065 180,000 29,000 Transfers 76,251 46,000 46,000 50,000 $ 328,042 $ 855,111 $ 824,131 $ 374,809
Performance Measures Demand/Workload 1. Off-Street Metered Spaces 285 286 285 285 2. Off-Street Timed Spaces 120 120 120 120
Results 1. Off-Street Parking Revenue$ 260,513 $ 300,000 $ 295,000 $ 300,000
191 Operations Department Community Resources & Code Compliance Division Administration & Planning Program Fund 2180 - Community Development Block Grant Program 4930 Program Description, Goals, and Objectives: 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.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.55 2.05 2.05 1.85
Program Expenditures Personnel Services $ 79,310 $ 115,914 $ 115,914 $ 98,270 Materials and Supplies 6,888 9,313 9,313 6,500 Services and Charges 6,490 63,605 63,605 4,900 $ 92,688 $ 188,832 $ 188,832 $ 109,670
Performance Measures Demand/Workload 1. Public Hearings 6 4 5 4 2. CDBG & HOME Applications 1 2 1 1 3. Sub-Recipient Monitoring 9 4 4 6 4. Audit/Monitoring Resolution 1 1 1 1 5. Related Statutory Compliance 10 5 5 5
Results 1. Application Preparation & Associated Activities 6 2 2 3 2. Contract Administration 3 5 4 4 3. % Activities Completed by Deadline 100 100 100 100
192 Operations Department Community Resources & Code Compliance Division Housing Services Program Fund 2180 - Community Development Block Grant Program 4940 Program Description, Goals, and Objectives: This program provides assistance for low and moderate income homeowners through moderate rehabilitation activity. The program also addresses conditions that threaten the immediate health or safety of the occupants; administers the homeowner component of the Redevelopment Program; and provides assistance for homeowners in meeting the requirements of City codes in the target area. This program also assists in the establishment of the attainable housing program.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.40 1.70 1.70 1.90
Program Expenditures Personnel Services $ 71,231 $ 74,597 $ 74,597 $ 81,455 Materials and Supplies 5,365 9,572 9,572 7,000 Services and Charges 252,801 571,965 571,965 22,702 Maintenance 92 207 207 1,500 $ 329,489 $ 656,341 $ 656,341 $ 112,657
Performance Measures Demand/Workload 1. Applications Requested 30 25 40 25 2. Project Inspection Visits 1,000 1,500 1,500 1,500 3. Project Specifications/Bids 50 25 40 25
Results 1. Eligibility Verifications 30 25 40 25 2. % Rehab Projects Completed 100 100 100 100 3. % Emergency Repairs Completed 100 100 100 100 4. Clients Served 40 25 40 50 5. Decrease in the Number of Substandard Housing Units 8102525
193 Operations Department Community Resources & Code Compliance Division Redevelopment Program Fund 2180 - Community Development Block Grant Program 4945 Program Description, Goals, and Objectives: This program provides for land acquisition, targeted code compliance, and raze and removal projects. The program may allow private, not-for-profit organizations or other public agencies to use the acquired real property to meet one of HUD’s national objectives. Beautification of the City through the enforcement of municipal ordinances 95.01, 164.14, and 173.08 will be enforced within the target area via an officer of the program. The program will also be able to fund raze and removal projects for deteriorating buildings.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.00 1.00 1.00 1.00
Program Expenditures Personnel Services $ 27,948 $ 46,869 $ 46,869 $ 33,588 Materials and Supplies 6,505 7,830 7,830 3,336 Services and Charges 35,551 380,287 380,287 2,100 Maintenance 41 458 458 0 $ 70,045 $ 435,444 $ 435,444 $ 39,024
Performance Measures Demand/Workload 1. Service Requests 618 2,000 750 625 A. Service Requests w/Cases Attached 262 700 430 350 2. Applications for Federal Assistance for Violations Received 10 60 60 50
Results 1. % of Cases Resolved 95 100 95 98 2. Cases Issued Citations 1 0 2 1 3. Average Code Inspections Per Day Per Inspector 5 6 6 6 4. % of Applications Approved 80 80 80 80
194 Operations Department Community Resources & Code Compliance Division Public Services Program Fund 2180 - Community Development Block Grant Program 4970 Program Description, Goals, and Objectives: This program provides funding for taxi coupons for the elderly, as well as transportation assistance for low to moderate income citizens of the community. In addition, the program funds other community services for low to moderate income individuals.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Services and Charges $ 72,384 $ 148,535 $ 148,535 $ 80,000 $ 72,384 $ 148,535 $ 148,535 $ 80,000
Performance Measures Demand/Workload 1. Taxi Coupons Issued 14,775 17,000 14,760 27,600 2. Requests for Applications 23 50 85 35
Results 1. Taxi Coupons Used 12,588 17,000 7,778 19,400 2. Applications Approved 18 50 83 35
195 Operations Department Community Resources & Code Compliance Division Public Facilities & Improvements Program Fund 2180 - Community Development Block Grant Program 4990 Program Description, Goals, and Objectives: This program carries 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 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Services and Charges $ 69,353 $ 155,000 $ 155,000 $ 375,000 $ 69,353 $ 155,000 $ 155,000 $ 375,000
196 Operations Department Parks & Recreation Division Parks Development Program Fund 2250 - Parks Development Program 9250 Program Description, Goals, and Objectives: This program plans, schedules, and executes the expenditure of a 1% Hotel, Motel, & Restaurant (HMR) tax for acquisition, promotion, and development of parks. This includes establishing horticultural elements in City parks, square gardens, and public lands; the promotion of the Gulley Park Summer concert series, Movies in the Park, 4th of July fireworks display, softball and soccer tournaments; and administration of the Park Land Dedication Ordinance and capital projects. Funds allocated to the Fayetteville Boys & Girls Club and Council on Aging are included to provide recreational services as outlined in the working agreements. The City Urban Forester's position is funded in this program to help establish and sustain a comprehensive tree preservation and planting program, as well as to administer the Tree Preservation Ordinance. Two new recreational programs began in 2005 that will continue in 2006. Movies in the Park was held at Walker Park. It offered six free movies on a 15' x 20' foot big screen. Staff also organized the 4th of July Fireworks Celebration held at Baum Stadium.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 18.05 19.05 19.05 19.05
Program Expenditures Personnel Services $ 778,853 $ 932,390 $ 932,390 $ 955,884 Materials and Supplies 32,837 47,950 47,950 45,313 Services and Charges 299,248 351,597 351,154 443,673 Maintenance 30,981 25,336 25,036 28,211 Capital 0 7,812 7,812 0 Transfers 0 19,000 19,000 0 $ 1,141,919 $ 1,384,085 $ 1,383,342 $ 1,473,081
Performance Measures Demand/Workload 1. Ordinance Plats Reviewed 223 70 374 375 2. Summer Concerts 6 7 7 7 3. Tournaments Hosted 15 15 10 15 4. Horticulture Square Footage 132,680 250,000 250,000 250,000
Results 1. Ordinance Revenues$ 204,979 $ 300,000 $ 429,831 $ 596,070 2. Ordinance Acreage Deeded 2.17 29 16 79 3. Summer Concert Attendance 18,000 25,000 12,100 25,000 4. Tournament Economic Impact $ 1,962,600 $ 1,000,000 $ 2,572,672 $ 2,000,000 5. Horticulture Beautification Hours 12,810 12,000 9,300 16,000
197 Operations Department Parks & Recreation Division Parks Development Capital Program Fund 2250 - Parks Development Program 9255 Program Description, Goals, and Objectives: Parks Development Funds are collected through the 1% Hotel, Motel, Restaurant (HMR) Tax for acquisition, promotion, and development of parks. This program budgets capital projects funded in the Parks Development Fund. The operational costs are reflected in program 2250.9250. Some of the listed capital projects also receive funding from the Sales Tax Capital Fund and the Park Land Dedication Fund.
In 2006, all projects are funded with HMR funds.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Materials and Supplies $ 7,118 $ 2,619 $ 1,406 $ 0 Services and Charges 73,788 19,782 19,782 188,000 Maintenance 0 29,000 29,000 0 Capital 794,399 1,724,147 1,724,147 1,182,000 $ 875,305 $ 1,775,548 $ 1,774,335 $ 1,370,000
Capital expenditures planned for in this program include: Community Park Development $ 51,613 $ 1,006,337 $ 1,006,337 $ 700,000 Trail Development 2,650 0 0 0 Gary Hampton Softball Complex 4,874 2,579 1,366 0 Lake Fayetteville Trails 528 100,718 100,718 0 Lake Fay./Seq. Improvements 355,987 149,813 149,813 12,000 Lights of the Ozarks 9,517 0 0 0 Park Beautifications 3,482 98,489 98,489 0 Skate Park 0 23,831 23,831 0 Tennis/Basketball Surface 34,255 0 0 0 Trail/Park Land Acquisition/Dev. 0 36,350 36,350 0 West Mud Creek Trail Expansion 357,911 264,014 264,014 0 White River Baseball Complex Improvements 54,488 37,441 37,441 0 Gulley Park Parking Lot Improvements 0 29,000 29,000 0 Gordon Long/Red Oak Improvements 0 10,476 10,476 0 Walker Park Portable Movie Theatre 0 16,500 16,500 0 Neighborhood Park Development 0 0 0 400,000 Playground & Picnic Improvements 0 0 0 188,000 Other Park & Safety Improvements 0 0 0 70,000 $ 875,305 $ 1,775,548 $ 1,774,335 $ 1,370,000
198 Operations Department Water & Wastewater Director Division Water & Wastewater Director Program Fund 5400 - Water & Sewer Program 1800 Program Description, Goals, and Objectives: This program is responsible for the management of three divisions: Water & Sewer Maintenance, Wastewater Treatment Plant, and Meter Operations and coordinates various capital improvement projects. Program outcomes relate to drinking water quality, environmental protection, customer services, and adequate infrastructure. Departmental performance includes intangible and tangible measures with key indicators coming from customer surveys, quarterly accomplishments, project advances, and issue resolutions.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.00 1.50 1.50 1.50
Program Expenditures Personnel Services $ 131,773 $ 144,931 $ 128,492 $ 143,585 Materials and Supplies 1,438 4,400 4,200 4,500 Services and Charges 9,168 29,018 27,834 29,328 $ 142,379 $ 178,349 $ 160,526 $ 177,413
Performance Measures Demand/Workload 1. Manage the asset conditions and capacity for public infrastructure systems. 2. Evaluate rates and financial needs of the water and wastewater systems. 3. Incorporate the master water study findings into a capital program. 4. Coordinate and manage all aspects of the Wastewater System Improvements Project. 5. Implement expanded sanitary sewer rehabilitation work using the EPA grant to leverage the local funds. 6. Assess impacts of growth and expansion upon infrastructure and maintain an adequate reserve capacity. 7. Evaluate the need for a dedicated small water main replacement program to eliminate undersized/deteriorated piping.
199 Operations Department Meter Operations Division Meter Reading Program Fund 5400 - Water & Sewer Program 1820 Program Description, Goals, and Objectives: This program provides meter readings on a monthly basis. These readings are updated to the utility billing software programs in the Billing & Collections Division. The program also responds to all types of customer service requests, meter checks, etc. Delinquent accounts are collected or disconnected by Water Service 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. This program provides technical services for water meter reading and customer service and collects meter data for billing purposes for all City water utility customers.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 14.00 15.00 15.00 15.00
Program Expenditures Personnel Services $ 552,551 $ 676,068 $ 669,875 $ 710,535 Materials and Supplies 6,526 9,200 6,900 5,700 Services and Charges 334,160 330,076 319,427 166,937 Maintenance 34,683 44,966 41,120 51,340 Capital 0 5,500 5,500 0 Depreciation 80,256 97,386 97,386 110,452 Transfers 0 19,892 19,892 0 $ 1,008,176 $ 1,183,088 $ 1,160,100 $ 1,044,964
Performance Measures Demand/Workload 1. Meters Read 404,382 427,200 418,500 427,000 2. Meters in System 34,261 36,400 35,600 36,800 3. Service Orders Requested 28,653 29,000 29,500 31,000 4. Delinquent Accounts/Shut Offs 6,877 7,000 6,900 7,100 5. Delinquent Accounts/Reconnects 5,497 5,500 5,600 5,700
Results 1. % of Meters Re-Read 6.44 6.70 6.70 6.70 2. % of Meters Changed Out 5.50 8.00 3.50 8.00 3. % of Delinquent Accounts Shut Off 19.07 22.00 23.00 23.50
200 Operations Department Meter Operations Division Meter Maintenance & Backflow Prevention Program Fund 5400 - Water & Sewer Program 1830 Program Description, Goals, and Objectives: 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. 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. Staff surveys the entire service area to ensure the water system has adequate protection against contamination as well as installing the proper prevention devices and provides a routine meter maintenance schedule to ensure accuracy of all water meters in the system.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 6.00 6.00 6.00 6.00
Program Expenditures Personnel Services $ 275,638 $ 314,527 $ 312,552 $ 330,899 Materials and Supplies 91,116 43,045 43,045 51,100 Services and Charges 53,902 58,029 50,851 54,357 Maintenance 5,700 12,300 8,600 11,972 Capital 0 10,055 10,055 0 $ 426,356 $ 437,956 $ 425,103 $ 448,328
Performance Measures Demand/Workload 1.Meters in System 34,261 36,400 35,600 36,800 2.Meters Tested 3,770 3,500 2,100 3,800 3.Meters Repaired 2,213 2,600 1,300 3,000 4. Water Accounts Surveyed/Backflow Devices Recorded 339 / 216 500 / 200 650 / 400 600 / 350 5.Backflow Devices Tested 48 70 20 80
Results 1.% of Meters Tested 10.86 9.50 5.10 10.00 2.% of Meters Repaired 6.54 7.15 4.00 8.00 3. % of Water Accounts Notified to Install Required Backflow Devices 25.10 25.00 25.00 25.00
201 Operations Department Meter Operations Division Meter Operations Capital Program Fund 5400 - Water & Sewer Program 1840 Program Description, Goals, and Objectives: This program includes the capital projects for the Meter Operations Division.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Materials and Supplies $ 16,909 $ 429,922 $ 429,922 $ 12,000 Services and Charges 3,503 24,032 24,032 75,000 Maintenance 0 12,217 12,217 0 Capital 281,739 403,204 403,204 267,000 $ 302,151 $ 869,375 $ 869,375 $ 354,000
Performance Measures Capital expenditures planned for 2006 in this program include: Water Meters $ 282,691 $ 376,629 $ 376,629 $ 243,000 Backflow Prevention Assemblies 9,641 22,035 22,035 12,000 Water & Sewer Rate/Operation Study 3,503 24,032 24,032 0 Meter Operations Center Furnishings 6,316 370,843 370,843 0 Business Office Improvements 0 49,261 49,261 0 Utility Rate & Fin. Planner Software 0 26,575 26,575 0 Utility Rate Review & Analysis 0 0 0 75,000 Meter & Equip. Parts Cleaning Mach. 0 0 0 24,000 $ 302,151 $ 869,375 $ 869,375 $ 354,000
202 Operations Department Water & Sewer Maintenance Division Water Purchased Program Fund 5400 - Water & Sewer Program 3800 Program Description, Goals, and Objectives: 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 lines is based on meeting the City's treated water needs through 2014.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Services and Charges $ 5,492,344 $ 5,925,840 $ 5,925,840 $ 6,300,000 $ 5,492,344 $ 5,925,840 $ 5,925,840 $ 6,300,000
Performance Measures Demand/Workload 1. Water Purchased (million gals) 4,774 4,853 5,182 5,172 2. Avg. Daily Consumption (million gals) 13.08 13.30 14.20 14.17 3. Daily Pumping Capacity (million gals) 29.00 29.00 29.00 29.00
Daily Pumping Capacity/Average Daily Consumption (Million Gallons)
35 30 25 20 15 10 5 0 Actual 2004 Budgeted 2005 Estimated 2005 Budgeted 2006
Daily Pumping Capacity Average Daily Consumption
203 Operations Department Water & Sewer Maintenance Division Operations & Administration Program Fund 5400 - Water & Sewer Program 4000 Program Description, Goals, and Objectives: This program manages the operations, maintenance, safety, and training of the Water & Sewer Maintenance Division. The program captures the costs for administrative, training, line locating, safety, uniforms, utilities, engineering, and all other costs that are not tied directly to the construction efforts of the other programs within the division. This program also contains the project management costs for the sewer rehabilitation program, as well as costs for routine water and wastewater related interactions with the Arkansas Department of Health, the Arkansas Department of Environmental Quality, the United States Environmental Protection Agency, and the Arkansas Natural Resources Commission.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 10.00 11.00 11.00 11.00
Program Expenditures Personnel Services $ 593,028 $ 740,136 $ 691,734 $ 860,135 Materials and Supplies 128,352 168,200 160,700 140,681 Services and Charges 2,190,023 2,206,429 2,184,688 2,414,406 Maintenance 70,558 102,000 100,325 92,777 Capital 0 25,500 25,500 0 Depreciation 981 2,000 2,000 2,000 $ 2,982,942 $ 3,244,265 $ 3,164,947 $ 3,509,999
Performance Measures Demand/Workload 1. Employees 50 50 51 51 2. Equipment Units 60 60 60 60
Results 1. Admin. Cost per Customer *$ 49.93 $ 49.33 $ 47.26 $ 48.44 2. Water O&M Cost per Customer *$ 90.63 $ 97.34 $ 96.70 $ 93.75 3. Sewer O&M Cost per Customer *$ 92.08 $ 90.88 $ 91.05 $ 91.88 * Excluding Capital
204 Operations Department Water & Sewer Maintenance Division Water Distribution Maintenance Program Fund 5400 - Water & Sewer Program 4310 Program Description, Goals, and Objectives: This program maintains the water distribution system to supply safe water to over 85,000 customers through over 36,000 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 meters. Maintenance also involves constructing new and replacement lines as appropriate. The water distribution system provides water service to residents of Fayetteville, Farmington, Goshen, Greenland, Wheeler, parts of Johnson, and the growth area and provides wholesale service to Elkins, West Fork, the Mount Olive Rural Water System, and the Washington Water Authority.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 14.35 14.35 14.35 14.35
Program Expenditures Personnel Services $ 578,610 $ 637,457 $ 575,151 $ 661,851 Materials and Supplies 449,126 493,000 340,000 469,000 Services and Charges 228,447 316,529 313,060 345,009 Maintenance 34,717 36,700 36,700 50,125 Capital 0 0 0 1,000 Depreciation 1,463,713 1,774,817 1,774,817 1,782,104 $ 2,754,613 $ 3,258,503 $ 3,039,728 $ 3,309,089
Performance Measures Demand/Workload 1. Water Mains (Miles) 595 605 605 620 2. Valves 7,500 7,700 7,700 7,900 3. Fire Hydrants 2,350 2,400 2,400 2,500 4. Service Accounts 34,973 35,659 36,151 37,329
Results 1. Water Leaks Repaired 763 560 650 560 2. Water Line Constructed (Feet) 8,498 8,000 7,500 8,000 3. Fire Hydrants Repaired/Installed 132 100 84 100
205 Operations Department Water & Sewer Maintenance Division Water Storage & Pump Maintenance Program Fund 5400 - Water & Sewer Program 4330 Program Description, Goals, and Objectives: 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, for emergency sampling in response to boil orders which occur as a result of leaks and/or required maintenance, and for sampling as a result of citizen requests.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures Personnel Services $ 126,457 $ 136,942 $ 133,102 $ 139,840 Materials and Supplies 10,030 35,000 33,000 29,800 Services and Charges 31,325 44,536 40,536 38,981 Maintenance 2,220 3,200 3,200 4,400 Depreciation 15,976 16,000 16,000 16,000 $ 186,008 $ 235,678 $ 225,838 $ 229,021
Performance Measures Demand/Workload 1. Water Tanks 14 14 14 14 2. Pump Stations/Wells 10 10 10 10 3. Water Pumps 21 21 21 21 4. Lake Dams 3 3 3 3 5. Total Storage (Million Gallons) 29 29 29 29
Results 1. Water Tanks (Maintenance Hrs.) 671 720 750 780 2. Water Pump Station Repairs 253 360 85 300 3. Water Pumped (Average MGD) 13.04 13.40 14.50 13.60 4. Water Samples Taken 1,066 1,000 1,040 1,000
206 Operations Department Water & Sewer Maintenance Division Sewer Mains Maintenance Program Fund 5400 - Water & Sewer Program 4410 Program Description, Goals, and Objectives: This program maintains and rehabilitates 500 miles of sewer main and 11,500 manholes. Sewer maintenance consists of cleaning sewer lines while in service with jet wash, hand rodding equipment, and bucket machines. Routine cleaning is performed to eliminate partial blockages in order to prevent overflows and backups. Emergency response service is provided 24 hours a day, 365 days a year. Sewer rehabilitation includes various activities such as flow monitoring, sewer line television inspections, line repairs and replacements, grouting, manhole repairs and replacements, and sliplining. Good sewer maintenance and rehabilitation prevents many problems before occurrence and prolongs the life of existing sewer lines. Lines are replaced if they are too small or cannot be rehabilitated. The sewer system provides service to over 70,000 persons located within 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. It ties to over 30,000 connections.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 20.35 20.35 20.35 20.35
Program Expenditures Personnel Services $ 840,726 $ 882,810 $ 868,102 $ 961,776 Materials and Supplies 177,668 166,000 166,000 165,000 Services and Charges 401,381 455,085 426,225 453,433 Maintenance 29,056 28,000 28,000 33,125 Capital 0 0 0 1,000 Depreciation 1,064,265 1,210,431 1,210,431 1,357,240 $ 2,513,096 $ 2,742,326 $ 2,698,758 $ 2,971,574
Performance Measures Demand/Workload 1. Miles of Sewer Main 480 500 500 520 2. Number of Manholes 11,300 11,500 11,500 11,900 3. Number of Service Accounts 29,429 30,076 30,555 31,681
Results 1. Sewer Line TV Inspected (Feet) 77,362 72,000 92,500 100,000 2. Sewer Lines Cleaned (Feet) 969,752 1,200,000 850,000 1,200,000 3. Sewer Line Replaced/Sliplined (Feet) 5,658 8,000 6,900 8,000 4. Sewer Line Point Repairs 178 120 130 120 5. Manholes Repaired/Constructed 337 320 325 320 6. Sewer Overflows 141 100 105 100
207 Operations Department Wastewater Treatment Division Wastewater Treatment Plant Program Fund 5400 - Water & Sewer Program 5100 Program Description, Goals, and Objectives: 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. OMI is responsible for odor control mitigation measures and expanded maintenance on all of the City's lift stations.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Services and Charges $ 4,782,896 $ 5,067,459 $ 4,906,443 $ 5,196,723 Maintenance 1,606 1,708 1,708 1,621 Depreciation 1,312,971 1,325,609 1,313,829 1,380,252 $ 6,097,473 $ 6,394,776 $ 6,221,980 $ 6,578,596
Average Daily Influent (Million Gallons)
13.5 13 12.5 12 11.5 11 10.5 10 2001 2002 2003 2004 2005 2006
Average Daily Influent
208 Operations Department Water & Sewer Maintenance Division Capital Water Mains Program Fund 5400 - Water & Sewer Program 5600 Program Description, Goals, and Objectives: 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 2005. Water system improvements for 2006 are listed below.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Services and Charges $ 71,025 $ 52,628 $ 52,628 $ 0 Capital 3,441,785 11,658,202 11,658,202 939,000 $ 3,512,810 $ 11,710,830 $ 11,710,830 $ 939,000
Capital expenditures planned for in this program include:
36" Waterline Replacement & Protection $ 36,335 $ 988,489 $ 988,489 $ 0 24" Waterline Replacement 0 0 0 789,000 Hwy 62 Waterline Relocation Farmington 40,384 1,698,201 1,698,201 0 Garland Avenue - Water/Sewer Relocations 7,701 0 0 0 Gregg Avenue - Waterline Relocation 134,863 1,393,737 1,393,737 0 Mt. Sequoyah Water/Sewer System Upgrade 58,902 1,935,836 1,935,836 0 North College Waterline - Maple to North 136,552 1,147,902 1,147,902 0 Rodgers Drive Water Tank (7,100) 0 0 0 Water & Sewer Cost Sharing 67,357 274,740 274,740 150,000 Water & Sewer Operations Center Building 2,106,844 1,520,832 1,520,832 0 Waterline Replacement - Accelerated 924,147 233,415 233,415 0 Waterline Projects - as needed 500 285,500 285,500 0 Wedington Utility W/S Relocations 0 1,465,126 1,465,126 0 Razorback Road Utility W/S Relocations 0 767,052 767,052 0 WWTP Land Sale 35 Acres 6,325 0 0 0 $ 3,512,810 $ 11,710,830 $ 11,710,830 $ 939,000
209 Operations Department Water & Sewer Maintenance Division Capital Expenditures Program Fund 5400 - Water & Sewer Program 5610 Program Description, Goals, and Objectives: This program captures the cost associated with purchasing and/or upgrading fixed assets for the Water & Sewer Maintenance Division. Fixed assets are defined as any item which costs over $5,000. Items included in this program cost between $5,000 and $10,000.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Materials & Supplies $ 0 $ 5,602 $ 5,602 $ 0 Capital 49,270 38,698 38,698 26,500 Transfers 0 0 0 135,000 $ 49,270 $ 44,300 $ 44,300 $ 161,500
210 Operations Department Water & Sewer Maintenance Division Water & Sewer Connections Program Fund 5400 - Water & Sewer Program 5620 Program Description, Goals, and Objectives: This program captures the costs associated with making new service connections to the City's water distribution and sewer collection systems. The cost only includes service taps made on existing water and sewer mains for new structures and installed by City crews. It does not reflect taps made with new and/or replacement water or sewer main construction, either by contractors, developers, or City crews.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 3.30 3.30 3.30 3.30
Program Expenditures Personnel Services $ 140,117 $ 152,022 $ 146,660 $ 161,841 Materials and Supplies 59,699 63,000 63,000 75,000 Services and Charges 55,757 71,634 71,634 70,982 Maintenance 3,146 3,400 3,400 4,000 $ 258,719 $ 290,056 $ 284,694 $ 311,823
Performance Measures Results 1. New Water Connections Made 196 220 180 220 2. New Sewer Connections Made 121 160 175 180
211 Operations Department Water & Sewer Maintenance Division Sewer Mains Construction Program Fund 5400 - Water & Sewer Program 5700 Program Description, Goals, and Objectives: This program captures the costs associated with upgrading the City's sewer main collection system within the City limits. The City has established an on going program to upgrade the sewer collection system. Funding for the effort has been from the Water & Sewer Fund and the Sales Tax Capital Improvements Fund. The system improvements for 2006 are funded from the Water & Sewer Fund.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Materials and Supplies $ 0 $ 9,000 $ 9,000 $ 0 Services and Charges 40,072 1,070,701 1,070,701 0 Capital 418,983 7,483,293 7,483,293 1,500,000 $ 459,055 $ 8,562,994 $ 8,562,994 $ 1,500,000
Capital expenditures planned for in this program include: Broyles Road Extension Improvements $ 11,133 $ 18,829 $ 18,829 $ 0 S.C.A.D.A. System Upgrade 0 13,925 13,925 0 Sanitary Sewer Rehabilitation 399,066 5,874,524 5,874,524 1,500,000 Collection System Capacity Management 23,023 24,384 24,384 0 Mt. Sequoyah Pressure Plane Improvements 10,133 261,294 261,294 0 Wastewater System Improvements Project 6,916 2,084 2,084 0 Farmington Sewer Rehabilitation 8,784 791,217 791,217 0 WWTP Land Sale 35 Acres 0 3,450 3,450 0 Razorback Road Utility W/S Relocation 0 960,219 960,219 0 Wedington Utility W/S Relocation 0 268,168 268,168 0 Gregg Street Lift Station Remediation 0 325,000 325,000 0 Westside Wastewater Improvement Analysis 0 19,900 19,900 0 $ 459,055 $ 8,562,994 $ 8,562,994 $ 1,500,000
212 Operations Department Wastewater Treatment Division Wastewater Treatment Plant Capital Program Fund 5400 - Water & Sewer Program 5800 Program Description, Goals, and Objectives: This program captures the costs associated with upgrading fixed assets for the Wastewater Treatment Plant.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Materials and Supplies $ 20,827 $ 24,340 $ 24,340 $ 11,000 Services and Charges 350 40 40 0 Maintenance 247,743 394,573 394,573 79,000 Capital 12,174 948,609 948,609 90,000 $ 281,094 $ 1,367,562 $ 1,367,562 $ 180,000
Capital expenditures planned for in this program include: Computer System Upgrades $ 13,749 $ 6,000 $ 6,000 $ 6,000 Plant Pumps and Equipment 80,730 254,607 254,607 90,000 Testing Equipment 7,078 14,000 14,000 5,000 Upgrade/Replace Lift Stations 136,012 185,955 185,955 58,000 W.W.T.P. Building Improvements 43,525 20,000 20,000 21,000 W.W.T.P. Generator 0 887,000 887,000 0 $ 281,094 $ 1,367,562 $ 1,367,562 $ 180,000
213 Operations Department Water & Sewer Maintenance Division Debt Service Program Fund 5400 - Water & Sewer Program 6800 Program Description, Goals, and Objectives: This program captures the costs associated with outstanding Water & Sewer Fund debt issues. The costs do not address principal payments owed.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Services and Charges $ 371,917 $ 649,938 $ 649,938 $ 562,265 $ 371,917 $ 649,938 $ 649,938 $ 562,265
Performance Measures Results 1. Principal Debt Outstanding at Year End $ 13,660,000 $ 12,615,000 $ 12,615,000 $ 11,545,000
214 Operations Department Solid Waste & Recycling Division Operations & Administration Program Fund 5500 - Solid Waste Program 5000 Program Description, Goals, and Objectives: This program provides administrative guidance and supervisory oversight for the collection, transportation, disposal, processing, and marketing of solid waste and recyclables generated within the City. In addition to the commercial and residential collections of trash, recyclables, and yard waste, this program also administers other services including bulky waste curbside collection, an annual bulky waste round up, Ward/Neighborhood clean ups, a Curb the Clutter litter program, and special event trash and recycling services. Educational programs are provided and include presentations, brochures, and media impressions through television and newspaper advertisements and articles.
In the first half of 2005, the compost bag service was successfully implemented. In 2006, division goals include operation of the City's transfer station. The current contract will expire in August of 2006. The City intends to issue an RFP in April at which time, staff will submit a proposal.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 7.85 6.10 6.10 6.10
Program Expenditures Personnel Services $ 557,467 $ 534,236 $ 528,147 $ 668,035 Materials and Supplies 38,079 73,300 48,900 49,650 Services and Charges 594,425 822,858 756,448 812,365 Maintenance 13,035 43,520 43,100 42,019 Depreciation 11,966 12,000 12,000 12,000 $ 1,214,972 $ 1,485,914 $ 1,388,595 $ 1,584,069
Performance Measures Demand/Workload 1. Programs Administered 5 5 5 5 2. Employees Supervised 49 49 49 50 3. # of Complaints Received and Services Requested 992 1,200 4,528 4,550 4. Phone Calls Received 26,040 27,000 22,900 25,000
Results 1. New Services Instituted 1 2 1 1
215 Operations Department Solid Waste & Recycling Division Commercial Collections Program Fund 5500 - Solid Waste Program 5010 Program Description, Goals, and Objectives: This program provides collection services to approximately 2,000 commercial accounts. The commercial sector produces approximately 32,000 tons of waste annually, which accounts for roughly 47% of the waste stream collected. This program provides service of carts, dumpsters, cardboard collections, and container sales and leasing.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 8.20 10.60 10.60 10.60
Program Expenditures Personnel Services $ 433,760 $ 536,550 $ 526,598 $ 535,654 Materials and Supplies 180,665 9,573 7,250 168,000 Services and Charges 1,276,029 1,386,740 1,386,740 1,437,468 Maintenance 57,431 65,000 55,000 90,000 Capital 0 169,675 169,675 0 Depreciation 10,883 11,000 10,883 12,000 $ 1,958,768 $ 2,178,538 $ 2,156,146 $ 2,243,122
Performance Measures Demand/Workload 1. Residential Accounts - Lodal 6,672 6,800 3,825 6,800 2. Commercial Accounts - Lodal 1,291 1,200 1,114 1,200 3. Commercial Accounts - Carts 741 900 732 900 4. Commercial Accounts - Cardboard 86 90 91 90 5. Average Commercial Routes per Day 6 7 7 7 6. Tons of Commercial Waste 28,915 30,000 29,435 32,000 7. Additional Pickups per Year 1,608 2,000 2,033 2,000
Results 1. Containers Sold 73 50 34 50 2. Containers Leased 127 100 202 200 3. Collection Cost per Ton*$ 67.37 $ 72.25 $ 72.88 $ 69.72 *Excluding Depreciation
216 Operations Department Solid Waste & Recycling Division Residential Collections Program Fund 5500 - Solid Waste Program 5020 Program Description, Goals, and Objectives: This program services approximately 18,000 residential carts and collects roughly 15,000 tons of solid waste, accounting for about 20% of the waste stream collected. Households are collected by operating a cart based Pay-As- You-Throw automated trash program. Different sized carts are designed to encourage waste reduction habits by placing a financial incentive to recycle more and waste less. Program brochures, web site information, customer service feedback, non-collection tags, newspaper advertisements and articles, warning letters to violators, and staff presentations help educate the public more about this program.
In 2006, a 1.00 FTE for a Truck Driver and an automated truck were added to cover the current and expected growth.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 9.70 8.80 8.80 9.80
Program Expenditures Personnel Services $ 432,282 $ 422,280 $ 394,671 $ 462,356 Materials and Supplies 47,743 167,760 71,185 76,800 Services and Charges 835,810 861,253 861,253 1,001,189 Maintenance 70,699 68,468 68,468 112,967 Capital 0 10,000 10,000 0 Depreciation 1,666 2,000 1,666 2,000 Transfers 0 0 0 450,000 $ 1,388,200 $ 1,531,761 $ 1,407,243 $ 2,105,312
Performance Measures Demand/Workload 1. Carts Collected 17,127 17,100 17,724 18,000 2. Exemptions/Back-Door Service 217 220 175 170 3. Residential Routes per Day 6 6 6 7 4. Tons of Waste Collected 12,373 15,000 12,600 15,000 5. Average Carts Collected per Route 2,828 3,086 2,898 2,571
Results 1. Collection Cost per Ton*$ 112.06 $ 140.22 $ 111.55 $ 110.22 *Excluding Depreciation & Transfers
217 Operations Department Solid Waste & Recycling Division Commercial Drop Box Collections Program Fund 5500 - Solid Waste Program 5030 Program Description, Goals, and Objectives: This program services customers requiring collection and disposal from construction and demolition and other large projects and incorporates the use of 20, 30, and 40 cubic yard boxes. The waste collected through this program accounts for 12% of the waste collected through the City's programs. Currently there are 51 permanent drop box and compactor accounts and numerous temporaries in service.
In 2005, one new drop box vehicle and a 0.50 FTE for a Truck Driver were approved to expand this program and the Solid Waste Commercial Representative was reduced from a .075 FTE to a 0.25 FTE. Staff will continue advertising in the telephone book, on the web site, advertising on containers, personal contacts and follow up of construction permits to help gain market share.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.20 2.20 2.20 2.20
Program Expenditures Personnel Services $ 76,950 $ 95,052 $ 78,590 $ 102,492 Materials and Supplies 2,247 19,725 6,355 38,255 Services and Charges 215,037 239,181 239,181 339,910 Maintenance 7,027 12,640 11,504 20,900 Capital 436 20,000 20,000 0 Transfers 0 141,800 141,800 0 $ 301,697 $ 528,398 $ 497,430 $ 501,557
Performance Measures Demand/Workload 1. Total Loads Pulled 1,540 1,554 1,420 2,016 2. Tons of Collected Waste 6,324 6,745 8,400 8,750
Results 1. Collection Cost per Ton$ 47.71 $ 57.32 $ 42.34 $ 57.32 2. Average Hours Per Load 0.72 1.30 0.73 0.73 *Excluding Transfers
218 Operations Department Solid Waste & Recycling Division Recycling Program Fund 5500 - Solid Waste Program 5060 Program Description, Goals, and Objectives: This program provides collection, processing, and marketing of recyclable materials through residential curbside collections; a 24-hour community recycling collection site; and commercial businesses, schools, and government office collections. Each year, approximately 10% of the residential and commercial waste stream is diverted to recycling markets.
In 2005, a 0.50 FTE for a Truck Driver was approved to expand this program. During 2005, recycling tonnage has not increased as predicted, however, the City recorded the highest tonnages of recyclables sold at the end of 2004.
In 2006, staff will focus on the creation of a residential e-waste recycling program. Recycling education will also continue through presentations to schools, civic groups, and other interested groups along with updated brochures and newspaper advertisements and articles.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 16.45 16.30 16.30 16.30
Program Expenditures Personnel Services $ 687,515 $ 723,800 $ 601,381 $ 723,096 Materials and Supplies 35,159 105,637 52,026 71,100 Services and Charges 446,467 504,806 490,776 505,634 Maintenance 45,861 70,953 63,453 85,378 Capital 0 56,802 56,802 0 Depreciation 124,748 170,479 170,479 176,159 Transfers 17,138 0 0 0 $ 1,356,888 $ 1,632,477 $ 1,434,917 $ 1,561,367
Performance Measures Demand/Workload 1. Newspaper Recycled/Tons 1,672 1,950 1,575 1,950 2. Glass Recycled/Tons 832 840 825 850 3. Aluminum Recycled/Tons 96 80 56 80 4. White Ledger/Mixed Paper/Tons 0 / 628 10 / 590 0 / 687 0 / 750 5. Cardboard/Chipboard/Tons 745 / 900 730 / 810 746 / 862 800 / 750 6. Plastic Recycled/Tons 187 215 225 220 7. Steel Cans/Tons 130 175 124 175 8. Scrap Metal/Tons 117 300 160 300
Results 1. Diverted from Landfill/Tons 5,307 5,700 5,260 5,875 2. Landfill Costs Avoided$ 154,964 $ 166,440 $ 155,406 $ 179,658
219 Operations Department Solid Waste & Recycling Division Composting Program Fund 5500 - Solid Waste Program 5070 Program Description, Goals, and Objectives: This program provides for the management of all yard waste materials which are banned from disposal in landfills in Arkansas. Approximately 11% of the waste stream is diverted into mulch and compost.
In 2005, the City began offering compost in bags in addition to the normal bulk sales. Sales of the bags exceeded expectations and have proven to provide a good service to the customers buying compost. In addition, the new equipment upgrades consisting of a new row turner and horizontal grinder have proven to speed up the processing time for compost allowing for three sales in 2005.
In 2006, staff intends to maintain garden compost certification and add improvements including water for the windrows to allow faster composting. Funds from the 2002 Composting Site Improvements Project will be used to construct the addition of a water line. Also, the Boston Mountain Solid Waste District has approved grant funds to be used to build a shed to store equipment and finished product.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 5.20 6.60 6.60 6.60
Program Expenditures Personnel Services $ 239,383 $ 357,586 $ 348,226 $ 331,244 Materials and Supplies 1,254 39,032 35,087 15,429 Services and Charges 197,349 207,731 193,165 202,795 Maintenance 9,927 75,212 28,014 15,768 Capital 1,253 154,429 154,429 0 Depreciation 1,439 12,567 12,567 16,917 Transfers 26,078 37,661 37,661 0 $ 476,683 $ 884,218 $ 809,149 $ 582,153
Performance Measures Demand/Workload 1. Drop-Off Brush Received/Tons 3,417 3,800 4,475 3,800 2. Drop-Off Grass Received/Tons 430 500 553 500 3. Drop-Off Leaves Received/Tons 493 525 480 525 4. Curbside Yard Waste Collected/Tons 1,585 1,550 1,451 1,550
Results 1. Disposal Costs Avoided$ 173,010 $ 186,150 $ 205,604 $ 186,150 2. Diverted from Landfill/Tons 5,925 6,375 6,959 6,375 3. Compost/Mulch Revenue $ 15,972 $ 16,000 $ 22,246 $ 20,000 4. Compost Sold/Cubic Yards 898 750 776 1,200 5. Mulch Sold/Cubic Yards 1,287 3,500 1,988 2,600
220 Operations Department Fleet Operations Division Vehicle Maintenance Program Fund 9700 - Shop Program 1910 Program Description, Goals, and Objectives: This program is responsible for the maintenance and replacement of vehicles and equipment to ensure the fleet is safe and will perform properly during operation. The total fleet size of 543 vehicles consists of 69 emergency response, 58 administrative support, 41 solid waste/recycling, 56 off-road, 164 light/medium/heavy duty, 60 miscellaneous equipment, and 95 non-motor pool 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.
In the fall of 2005, a Fleet Management Information System was implemented. Training on the new system is on going. The new system will result in better record keeping abilities, which will improve fleet management.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 17.00 17.50 17.50 17.50
Program Expenditures Personnel Services $ 810,592 $ 894,212 $ 891,601 $ 954,646 Materials and Supplies 1,232,157 1,516,315 1,488,225 1,586,900 Services and Charges 589,688 775,634 775,634 772,967 Maintenance 26,657 36,311 24,544 41,400 Depreciation 1,652,027 2,853,647 2,853,647 3,432,985 $ 4,311,121 $ 6,076,119 $ 6,033,651 $ 6,788,898
Performance Measures Demand/Workload 1. Repair Requests 6,368 6,600 6,456 6,700 2. Vehicle/Equipment Repair Hours 23,138 19,632 17,100 18,400 3. Preventive Maint. Service & Inspections 915 1,200 860 1,000 4. Preventive Maint. Generated Repairs 860 950 636 900 5. Road Failures 284 330 348 335
Results 1. % of Hrs Worked Charged to Vehicles 94.0 85.0 92.0 90.0 2. % of Backlog on Repairs 2.0 2.0 2.0 2.0 3. % of Repairs Completed 98.0 98.0 98.0 98.0 4. % Road Failures/Total Repair 3.5 5.0 5.5 5.0
221 Operations Department Fleet Operations Division Capital Expenditures Program Fund 9700 - Shop Program 1920 Program Description, Goals, and Objectives: This program captures the cost associated with upgrading and replacing fixed assets. Replacement vehicles and equipment for other departments are purchased out of this program. In 2004 and 2005, user divisions purchased expansion units which were added to the fleet.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 0.00 0.00 0.00 0.00
Program Expenditures Materials and Supplies $ 0 $ 16,913 $ 16,913 $ 0 Services and Charges 520 84 84 0 Capital 1,655,633 3,882,965 3,882,965 3,205,000 $ 1,656,153 $ 3,899,962 $ 3,899,962 $ 3,205,000
Capital expenditures planned for in this program include: Back Hoe/Loaders - Repl/Exp $ 159,524 $ 441,494 $ 441,494 $ 299,000 Construction Equipment - Repl/Exp 0 128,800 128,800 15,000 Fire Vehicles/Equipment - Repl/Exp 41,988 18,136 18,136 25,000 Fleet Operations Maintenance System 0 96,174 96,174 0 Fuel Storage Improvements - Repl 0 16,913 16,913 0 Light/Medium Utility Veh - Repl/Exp 375,773 531,258 531,258 572,000 Medium/Heavy Utility Vehicles 126 191,708 191,708 205,000 Other Vehicles/Equipment - Repl/Exp 579,212 304,038 304,038 101,000 Police/Passenger Vehicles - Repl/Exp 110,363 483,900 483,900 385,000 Sanitation Vehicles/Equip - Repl/Exp (30) 1,315,002 1,315,002 1,245,000 Tractor/Mower - Repl/Exp 235,550 38,192 38,192 188,000 Wash Bay & Covered Storage Impvs. 69 38,347 38,347 0 Compost Row Turner 153,578 0 0 0 Police Expansion Vehicles 0 108,000 108,000 0 Emergency Response Team Vehicle 0 188,000 188,000 0 Automatic Vehicle Wash System 0 0 0 170,000 $ 1,656,153 $ 3,899,962 $ 3,899,962 $ 3,205,000
222 Finance & Internal Services Department
Finance & Internal Services Director
Accounting & Billing & Information Purchasing Audit Collections Technology
Budget & Human Building Services Research Resources
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.
223 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.
Major initiatives planned by the department for 2006 include: 1) Completion of the financing plan for WSIP; 2) Implementation of a master facilities plan for City services downtown; 3) Enhancement of the multi-year financial forecast; and 4) Completion of sewer service agreements with surrounding cities.
Budgeted 2006 expenditures are approximately $186,000 more than the Budgeted 2005. The increase in cost is primarily attributed to routine increases in personnel cost and maintenance expenses partially offset by the completion of the 2005 Water & Sewer Operations/Rate Study.
Category Totals
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
Personnel Services $ 3,295,213 $ 3,739,241 $ 3,619,342 $ 3,995,904 Materials and Supplies 123,692 173,751 166,424 140,781 Services and Charges 473,295 774,975 731,742 671,649 Maintenance 210,932 225,106 224,416 296,791 Operations 4,103,132 4,913,073 4,741,924 5,105,125
Capital 0 6,017 6,017 0 Capital and Other 0 6,017 6,017 0
Total Department $ 4,103,132 $ 4,919,090 $ 4,747,941 $ 5,105,125
224 Finance & Internal Services Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
General Fund 1100 Finance & Internal Services Director Personnel Services $ 106,683 $ 125,283 $ 125,236 $ 129,934 Materials and Supplies 3,016 2,150 1,709 2,150 Services and Charges 5,245 10,869 10,624 4,319 114,944 138,302 137,569 136,403
1210 Human Resources Personnel Services 638,944 681,583 624,870 739,127 Materials and Supplies 7,598 11,282 11,282 10,145 Services and Charges 111,397 347,349 305,374 228,478 Maintenance 0 144 144 150 Capital 0 6,017 6,017 0 757,939 1,046,375 947,687 977,900
1310 Accounting & Audit Personnel Services 519,247 553,916 524,630 584,148 Materials and Supplies 13,405 14,200 14,200 12,700 Services and Charges 15,170 16,510 16,325 18,460 Maintenance 180 200 200 200 548,002 584,826 555,355 615,508
1330 Budget & Research Personnel Services 188,913 230,504 230,208 265,440 Materials and Supplies 9,445 18,103 13,105 9,430 Services and Charges 22,113 35,271 35,271 6,817 Maintenance 400 500 140 500 220,871 284,378 278,724 282,187
1410 General Maintenance Personnel Services 341,275 357,827 357,827 403,674 Materials and Supplies 5,655 4,805 4,805 4,605 Services and Charges 31,140 32,922 32,922 33,264 Maintenance 35,997 30,182 30,182 30,501 414,067 425,736 425,736 472,044
1420 Janitorial Personnel Services 163,305 172,237 172,237 175,818 Materials and Supplies 9,709 15,136 15,073 12,676 Services and Charges 13,163 12,371 12,371 13,429 Maintenance 189 400 250 400 186,366 200,144 199,931 202,323
1610 Purchasing Personnel Services 119,930 169,948 144,570 169,398 Materials and Supplies 7,655 7,625 7,600 3,575 Services and Charges 25,966 22,667 21,639 21,892 Maintenance 0 200 100 100 153,551 200,440 173,909 194,965
225 Finance & Internal Services Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
1710 Information Technology Personnel Services 692,058 790,967 784,349 831,539 Materials and Supplies 24,295 41,850 41,850 28,000 Services and Charges 23,616 43,140 43,140 51,310 Maintenance 173,647 184,980 184,900 256,440 913,616 1,060,937 1,054,239 1,167,289
Total General Fund 3,309,356 3,941,138 3,773,150 4,048,619
Water & Sewer Fund 1810 Billing & Collections Personnel Services 524,858 656,976 655,415 696,826 Materials and Supplies 42,914 58,600 56,800 57,500 Services and Charges 225,485 253,876 254,076 293,680 Maintenance 519 8,500 8,500 8,500 793,776 977,952 974,791 1,056,506
Total Water & Sewer Fund 793,776 977,952 974,791 1,056,506
Total Finance & Internal Services Department $ 4,103,132 $ 4,919,090 $ 4,747,941 $ 5,105,125
226 Finance & Internal Services Department Personnel Summary
2003 2004 2005 2006 Division / Title Employees Employees Employees Employees
Finance & Internal Services Director Division: Finance & Internal Services Director 1.00 1.00 1.00 1.00 Senior Secretary 0.00 0.00 0.25 0.25 1.00 1.00 1.25 1.25
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 Safety & Training Manager 0.00 1.00 1.00 1.00 Senior Secretary 1.00 1.00 1.00 1.00 4.00 5.00 5.00 5.00
Accounting & Audit Division: Accounting Manager 1.00 1.00 1.00 1.00 Accounting Coordinator 2.00 2.00 2.00 2.00 Contract/Grant Financial Accountant 0.00 0.00 1.00 1.00 Fixed Assets/Investment Coordinator 1.00 1.00 1.00 1.00 Accounting Clerk 5.00 6.00 6.00 6.00 Senior Secretary 1.00 0.00 0.00 0.00 Intern 0.50 0.50 0.50 0.50 10.50 10.50 11.50 11.50
Budget & Research Division: Budget Manager 1.00 1.00 1.00 1.00 Senior Research Analyst 1.00 1.00 1.00 1.00 Financial Analyst 0.00 0.00 1.00 1.00 Budget Analyst 1.00 1.00 1.00 1.00 Administrative Intern 0.25 0.00 0.00 0.00 3.25 3.00 4.00 4.00
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 4.50 5.50 4.50 4.50 Carpenter I 1.00 1.00 1.00 1.00 Building Maintenance Worker V 2.00 2.00 1.00 1.00 Master Plumber 1.00 1.00 0.00 0.00 Building Maintenance Crew Leader 1.00 1.00 1.00 1.00 Construction Crew Leader 0.00 0.00 1.00 1.00 Building Maintenance Worker III 0.00 0.00 1.00 1.00 Senior Secretary 1.00 1.00 2.00 2.00 13.50 14.50 14.50 14.50
227 Finance & Internal Services Department Personnel Summary
2003 2004 2005 2006 Division / Title Employees Employees Employees Employees
Purchasing Division: Purchasing Manager 1.00 1.00 1.00 1.00 Purchasing Clerk 1.00 1.00 1.00 1.00 Intern 0.00 0.50 0.50 0.50 Buyer 0.00 0.00 1.00 1.00 2.00 2.50 3.50 3.50
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 1.00 1.00 1.00 1.00 Business Systems Analyst 1.00 1.00 1.00 1.00 System Operator 1.00 0.00 0.00 0.00 GIS Coordinator 1.00 1.00 1.00 1.00 GIS Technician 3.00 2.00 4.00 4.00 GIS Analyst 0.00 1.00 0.00 0.00 Property Location Analyst 1.00 1.00 1.00 1.00 IT Support Technician 0.00 1.00 1.00 1.00 Database Administrator 0.00 0.00 1.00 1.00 11.00 11.00 13.00 13.00
Billing & Collections Division: Billing & Collections Manager 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 9.00 10.00 10.00 Financial Analyst 0.00 0.00 1.00 1.00 14.50 15.00 17.00 17.00
Total Finance & Internal Services Personnel 59.75 62.50 69.75 69.75
228 Finance & Internal Services Department Finance & Internal Services Director Division Finance & Internal Services Director Program Fund 1010 - General Program 1100 Program Description, Goals, and Objectives: 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 citywide concern. The program utilizes department staff to conduct special studies and research projects that provide information that is essential to making decisions regarding the application of technology, cost saving measures, and other efficiency options.
In 2005, the program provided guidance on the development of the 2004 Comprehensive Annual Financial Report (CAFR), the 2006 Annual Budget and Work Program, and the 2006-2010 Capital Improvement Program; provided guidance and management oversight in development of the 2005 Highway 71 East Square Redevelopment District Bonds; refunded the 2004 Sales & Use Tax bonds; continued implementation of a five-year lease program; provided oversight for the acquisition of facilities and professional services to address justice and public safety space needs for the next twenty years; initiated a water and sewer operations study; provided management oversight to further implement GASB 34 requirements for the financial reporting requirements, the City's municipal management system, the City's web site, and the City's interactive voice response system; and oversaw the development of multi-year projections incorporating historical and projected revenue and expenditure trends for General Fund, Street Fund, Water & Sewer Fund, Solid Waste Fund, and Airport Fund.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.00 1.25 1.25 1.25
Program Expenditures Personnel Services $ 106,683 $ 125,283 $ 125,236 $ 129,934 Materials and Supplies 3,016 2,150 1,709 2,150 Services and Charges 5,245 10,869 10,624 4,319 $ 114,944 $ 138,302 $ 137,569 $ 136,403
Performance Measures Demand/Workload 1. To continue oversight of the Wastewater System Improvements Project financing. 2. To continue management oversight of the implementation of the Municipal Management System (MMS) and assist other departments in developing management reports relying on the data captured in the MMS. 3. To oversee the implementation of the 2006 Budget, provide management oversight for the continuation of performance audit reviews, and development of the 2006-2010 Capital Improvements Program. 5. To oversee the completion of the 2005 CAFR and the 2007 Annual Budget and Work Program. 6. To continue development of an internal training activity that will target specific needs and develop necessary competencies to provide support and performance improvements using technology when applicable. 7. Develop recommendations for sustainable infrastructure systems based upon consensus service standards. 8. Implement, in conjunction with the Director of Operations, cost reconciliation formats that link financial activity to costs captured in the municipal management system.
229 Finance & Internal Services Department Human Resources Division Human Resources Program Fund 1010 - General Program 1210 Program Description, Goals, and Objectives: This division ensures compliance with legal/regulatory requirements pertaining to personnel issues. This division supports the missions of the operational divisions by providing classification, pay, and evaluation systems, as well as offering specialized and safety training. Competitive benefit programs contribute to recruiting and retention efforts. Policy and procedure development provides guidelines and enforcement tools to assist in the leadership of the City’s workforce. Through these types of programs, the division strives to attract, develop, and retain a competent, well trained, motivated work force that is able to respond to citizen needs.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 5.00 5.00 5.00 5.00
Program Expenditures Personnel Services $ 638,944 $ 681,583 $ 624,870 $ 739,127 Materials and Supplies 7,598 11,282 11,282 10,145 Services and Charges 111,397 347,349 305,374 228,478 Maintenance 0 144 144 150 Capital 0 6,017 6,017 0 $ 757,939 $ 1,046,375 $ 947,687 $ 977,900
Performance Measures Demand/Workload 1. New Hires 166 170 170 180 2. Employees Newly Eligible for 401 & 457 Plans 75 80 70 80 3. Insurance Products Offered 10 10 10 10 4. Civil Service Applications Processed 286 250 240 250 5. Supervisory, Safety & Educational Training Opportunities 21 25 29 30 6. Worker's Comp Incidents/Injuries Receiving Medical Treatment 94 95 90 95
Results 1. % of Voluntary Turnover 9 8 10 10 2. % of Eligible Employees Participating in 401 & 457 Plans 88 90 85 90 3. % of Ins Bills Pd w/in 30 Days 100 100 100 100 4. Civil Service Appl Certified for Hire 76 125 165 170 5. % of Employees Rating Training as Meeting Their Needs 94 90 87 90 6. % of Worker's Comp Incidents/ Injuries that are Medical Only 84 80 83 82
230 Finance & Internal Services Department Accounting & Audit Division Accounting & Audit Program Fund 1010 - General Program 1310 Program Description, Goals, and Objectives: This division provides 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; provides monthly financial statements and operating reports; prepares a Comprehensive Annual Financial Report (CAFR) that meets requirements for the GFOA Certificate of Excellence in Financial Reporting; pays City obligations to maintain a good credit rating and cash availability; maximizes earnings on investments in compliance with applicable State laws and City ordinances and resolutions; processes payroll and pension checks; maintains records for wages and withholdings; reports payroll information to other governments; and oversees the annual audit.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 10.50 11.50 11.50 11.50
Program Expenditures Personnel Services $ 519,247 $ 553,916 $ 524,630 $ 584,148 Materials and Supplies 13,405 14,200 14,200 12,700 Services and Charges 15,170 16,510 16,325 18,460 Maintenance 180 200 200 200 $ 548,002 $ 584,826 $ 555,355 $ 615,508
Performance Measures Demand/Workload 1. External Audit and CAFR 1 1 1 1 2. Funds/Account Groups Maintained 26 28 27 27 3. Financial Statements/Ledgers 26 30 26 26 4. Bond Issues Outstanding 8 9 9 9 5. Payrolls Prepared 49 41 45 50 6. Pension Distributions Processed 12 12 14 12
Results 1. % Audits Completed on Time 100 100 100 100 2. % Monthly/Quarterly Financial Statements Distributed on Time 100 100 100 100 3. % Payroll & Pension Checks Processed on Time 100 100 100 100 4. % Forms W-2 & 1099 Distributed on Time 100 100 100 100 5. % Government Reports Filed on Time 100 100 100 100 6. CAFR Awards Received 1 1 1 1
231 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 and 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 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 3.00 4.00 4.00 4.00
Program Expenditures Personnel Services $ 188,913 $ 230,504 $ 230,208 $ 265,440 Materials and Supplies 9,445 18,103 13,105 9,430 Services and Charges 22,113 35,271 35,271 6,817 Maintenance 400 500 140 500 $ 220,871 $ 284,378 $ 278,724 $ 282,187
Performance Measures Demand/Workload 1. Budget Submissions Reviewed 96 94 95 95 2. CIP Projects Reviewed 86 220 197 81 3. Programs Reviewed: Budget to Actual - Monthly 110 109 109 109 4. Special Projects/Studies 7 10 5 7 5. Budget Amendments Requested: Adjustments/Lineitems Processed 370 / 3,242 250 / 2,000 350 / 3,100 360 / 3,200 6. Capital Projects Monitored 171 175 196 180 7. Funds Reviewed 25 23 25 25
Results 1. Annual Budget Completed 1 1 1 1 2. CIP Annual Update Completed 1 1 1 1 3. % Time for Special Projects 25 30 25 20 4. % Time for Capital Projects 20 20 25 25 5. GFOA Dist. Budget Awards 1 1 1 1 6. % of Actual Revenue Received over Adopted Budget/Operations 5.79 0.00 3.49 0.00
232 Finance & Internal Services Department Building Services Division General Maintenance Program Fund 1010 - General Program 1410 Program Description, Goals, and Objectives: This program maintains City owned buildings effectively and efficiently. The buildings are maintained to provide safe and sound environments, electrical systems, heating and air conditioning systems, and plumbing systems. The oversight of contracted services is also included in this program to ensure the projects are on time, within budget, and meet industry quality tolerances.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 8.00 8.00 8.00 8.00
Program Expenditures Personnel Services $ 341,275 $ 357,827 $ 357,827 $ 403,674 Materials and Supplies 5,655 4,805 4,805 4,605 Services and Charges 31,140 32,922 32,922 33,264 Maintenance 35,997 30,182 30,182 30,501 $ 414,067 $ 425,736 $ 425,736 $ 472,044
Performance Measures Demand/Workload 1. City Owned Buildings 58 59 60 62 2. Renovations > or = $2,000 10 8 17 15 3. Asbestos Inspections 8 4 5 4 4. Service Requests 2,227 2,125 2,264 2,305 5. Contracts Managed 23 25 32 32 6. Preventive Maintenance Inspections 11 16 17 16
Results 1. City Buildings Maintained 25 26 27 27 2. Service Requests - General Maint 1,540 1,600 1,625 1,650 3. Service Requests - Heating & Air 377 250 354 375 4. Service Requests - Plumbing & Electrical 310 275 285 280
233 Finance & Internal Services Department Building Services Division Janitorial Program Fund 1010 - General Program 1420 Program Description, Goals and Objectives: This program is responsible for performing janitorial and other services in sixteen City owned facilities. Duties performed include: maintaining cleanliness inside each building, maintaining the exterior and grounds in presentable fashion, maintaining safe entrance and egress to each building, securing the facilities, and setting up for various functions.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 6.50 6.50 6.50 6.50
Program Expenditures Personnel Services $ 163,305 $ 172,237 $ 172,237 $ 175,818 Materials and Supplies 9,709 15,136 15,073 12,676 Services and Charges 13,163 12,371 12,371 13,429 Maintenance 189 400 250 400 $ 186,366 $ 200,144 $ 199,931 $ 202,323
Performance Measures Demand/Workload 1. City Buildings Maintained 10 11 15 15 2. Square Footage Maintained 90,069 98,289 129,794 129,794 3. Restrooms Maintained 34 37 42 47 4. Strip/Seal/Wax Floors 7 6 8 8
Results 1. Janitorial Cost per Square Foot$ 2.07 $ 2.04 $ 1.54 $ 1.56 2. Complaints on Janitorial Service 5 3 2 3
234 Finance & Internal Services Department Purchasing Division Purchasing Program Fund 1010 - General Program 1610 Program Description, Goals, and Objectives: This division is responsible for assisting in the purchase of all supplies and acquiring construction and miscellaneous services for all City departments in accordance with State and Federal statutes, City ordinances, and proper purchasing procedures, as well as disposing of surplus City property. This division also manages the City's insured and self- insured programs. Management of the insured program includes the evaluation of insurance needs, the 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.
The use of procurement cards was implemented on a small scale in 2004. This service was fully implemented in 2005 and has greatly decreased procurement time, paperwork, and the number of purchase orders required. 2005 will be the first year of a percentage rebated back to the City based on accumulated spent on procurement cards throughout the year.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.50 3.50 3.50 3.50
Program Expenditures Personnel Services $ 119,930 $ 169,948 $ 144,570 $ 169,398 Materials and Supplies 7,655 7,625 7,600 3,575 Services and Charges 25,966 22,667 21,639 21,892 Maintenance 0 200 100 100 $ 153,551 $ 200,440 $ 173,909 $ 194,965
Performance Measures Demand/Workload 1. Formal Bids/RFP's Requested 114 100 103 130 2. Purchase Orders Issued 3,842 3,000 2,318 2,000 3. Purchase Orders Issued Amount N/A $ 35,000,000 $ 125,000,000 $ 20,000,000 4. Insurance Claims Processed 96 100 96 100 5. Value of Assets Insured $ 160,119,826 $ 165,000,000 $ 165,000,000 $ 165,000,000 6. Purchasing Card Transactions 1,303 4,000 5,754 10,000 7. Purchasing Card Charges $ 334,080 $ 1,000,000 $ 1,370,186 $ 2,000,000
Results 1. Formal Bids/RFP's Awarded 101 100 111 125 2. Value of Assets Lost to Accidents $ 18,885 $ 5,000 $ 10,000 $ 10,000 3. Bid Request to Bid Opening - Days 27 20 24 20 4. Purchase Request to PO - Days 3 4 7 4 5. Dollar Differential between Average Bid Received and Award $ 1,529,138 $ 1,250,000 $ 3,187,607 $ 3,000,000 6. Average Number of Bidders per Bid 2.68 3.00 3.60 3.00
235 Finance & Internal Services Department Information Technology Division Information Technology Program Fund 1010 - General Program 1710 Program Description, Goals, and Objectives: This division provides computing services and Geographic Information Systems (GIS) support for all City divisions across 20 locations. Currently, the division supports approximately 600 user accounts, 290 personal computers, 90 network infrastructure devices, and 260 printers and/or miscellaneous peripheral devices attached to personal computers or network systems. Software support consists of installation, testing, training, and programming. Training is an on going process provided on a request basis and through scheduled training classes. GIS support includes the development and coordination of the GIS system, including maintaining the software, hardware, and GIS data; creating GIS applications and databases per 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 project requests through the help desk for items such as training, programming changes, new equipment installation, etc. The time required to handle requests depends on the complexity of the project.
In 2005, a 1.00 FTE for a GIS Technician position was added to address the increased requests for maps and GIS services.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 11.00 13.00 13.00 13.00
Program Expenditures Personnel Services $ 692,058 $ 790,967 $ 784,349 $ 831,539 Materials and Supplies 24,295 41,850 41,850 28,000 Services and Charges 23,616 43,140 43,140 51,310 Maintenance 173,647 184,980 184,900 256,440 $ 913,616 $ 1,060,937 $ 1,054,239 $ 1,167,289
Performance Measures Demand/Workload 1. Project Requests - Minicomputers 532 550 535 550 2. Project Requests - PC Support 931 1,200 1,100 1,200 3. Project Requests - Network 577 650 700 700 4. Training Sessions 41 40 45 40
Results 1. Hours Used Completing Requests: A. Minicomputers 3,338 3,500 3,240 3,500 B. PC Support 2,792 2,900 2,915 2,900 C. Network 3,213 2,850 3,700 3,500 2. Routine Systems Support Hours 3,202 3,250 2,000 3,100 3. GIS Support Hours 9,013 8,300 9,800 10,000 4. Training Performed by Staff - Hours 144 150 200 175
236 Finance & Internal Services Department Billing & Collections Division Billing & Collections Program Fund 5400 - Water & Sewer Program 1810 Program Description, Goals, and Objectives: This division provides billings to utility customers on a monthly basis. The billings include charges for water, sewer, fire protection, solid waste, and related service charges. Over 34,000 utility accounts are maintained with monthly billings and utility payments being collected and recorded. This program is responsible for collecting other City revenues including impact fees, court fines, animal licenses, building permits, and parking tickets.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 15.00 17.00 17.00 17.00
Program Expenditures Personnel Services $ 524,858 $ 656,976 $ 655,415 $ 696,826 Materials and Supplies 42,914 58,600 56,800 57,500 Services and Charges 225,485 253,876 254,076 293,680 Maintenance 519 8,500 8,500 8,500 $ 793,776 $ 977,952 $ 974,791 $ 1,056,506
Performance Measures Demand/Workload 1. Total Accounts 35,197 35,000 36,260 36,618 2. Total Accounts - Active 32,075 32,500 33,376 33,660 3. Total Service Orders Processed 39,951 37,500 40,228 41,100 4. Total Cash Receipts Processed 427,554 431,000 444,121 447,500
Results 1. Utility Bills Processed 396,367 380,000 409,132 413,000 2. On/Off Orders Processed 36,792 37,000 39,052 39,900 3. New Accounts Added 1,464 1,500 1,176 1,200 4. Utility Payments Processed 359,904 362,000 372,205 375,000 5. Utility Deposits Processed 8,660 7,000 8,500 9,000 6. Cash Receipts Processed 51,479 62,000 63,000 63,500
237 3DJH/HIW%ODQN,QWHQWLRQDOO\
238 Police Department
Police Chief
Deputy Police Chief
Animal Central Support Drug Patrol Services Dispatch 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.
239 POLICE DEPARTMENT OVERVIEW
The Police Department includes Central Dispatch, Police Support Services, Police Patrol, and Drug Enforcement programs and the Animal Services Division.
Organizational objectives for the department include the following: 1) Preventing and controlling conduct widely recognized as threatening to life and property; 2) Aiding individuals who are in danger of physical harm; 3) Protecting constitutional guarantees, such as the right of free speech and assembly; 4) Facilitating the movement of people and vehicles; 5) Assisting those who cannot care for themselves: the intoxicated, the addicted, the mentally ill, the physically disabled, and the young; 6) Resolving conflicts, between individuals, groups of individuals, or individuals and their government; 7) Identifying problems that have the potential for becoming more serious problems for the individual citizens, for the police, or for government; and 8) Creating and maintaining a feeling of security in the community.
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. Participating agencies include the City of Springdale, Washington County, and eight rural communities in Washington County.
Budgeted 2006 operational expenditures are projected to be 10 percent more than Budgeted 2005. The increase is primarily due to a full year jail contract with Washington County, an increase in LOPFI benefits mandated by the State, salary increases on anniversary dates throughout the year, and an increase in fuel charges. Other increases can be attributed to maintenance and utility costs.
Category Totals
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
Personnel Services $ 8,583,109 $ 9,342,234 $ 9,143,099 $ 9,757,817 Materials and Supplies 343,322 477,496 432,892 258,089 Services and Charges 929,069 1,458,711 1,427,535 1,702,075 Maintenance 334,762 381,208 380,849 414,676 Operations 10,190,262 11,659,649 11,384,375 12,132,657
Capital 65,532 115,363 115,363 15,000 Transfers 75,570 141,709 141,709 150,000 Transfers 141,102 257,072 257,072 165,000
Total Department $ 10,331,364 $ 11,916,721 $ 11,641,447 $ 12,297,657
240 Police Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
General Fund 2600 Central Dispatch Personnel Services $ 863,043 $ 928,556 $ 927,206 $ 1,011,631 Materials and Supplies 12,649 12,958 12,949 13,448 Services and Charges 48,991 57,791 52,651 56,760 Maintenance 54,210 53,697 53,557 56,696 Capital 9,709 0 0 0 988,602 1,053,002 1,046,363 1,138,535
2710 Patrol/Emergency Response Personnel Services 228,534 223,350 221,310 262,493 Materials and Supplies 2,635 4,800 4,800 7,300 Services and Charges 19,821 35,222 34,879 38,389 Maintenance 7,529 8,415 8,415 8,007 258,519 271,787 269,404 316,189
2720 Animal Shelter Personnel Services 267,348 272,028 263,092 278,828 Materials and Supplies 37,336 29,839 29,116 21,500 Services and Charges 48,527 58,546 58,546 58,365 Maintenance 19,517 26,663 26,663 12,100 Capital 7,373 0 0 0 380,101 387,076 377,417 370,793
2730 Veterinarian/Clinic Personnel Services 122,392 127,057 127,056 130,836 Materials and Supplies 48,857 74,847 56,850 17,738 Services and Charges 2,664 3,400 3,321 3,400 Maintenance (691) 500 500 500 173,222 205,804 187,727 152,474
2900 Support Services Personnel Services 1,380,970 1,326,115 1,317,715 1,998,565 Materials and Supplies 161,013 146,659 136,293 102,034 Services and Charges 176,439 363,857 363,857 519,358 Maintenance 98,521 100,914 100,695 119,409 Transfers 75,570 141,709 141,709 150,000 Capital 48,450 34,863 34,863 0 1,940,963 2,114,117 2,095,132 2,889,366
2940 Patrol Personnel Services 5,486,242 6,246,211 6,078,889 5,853,346 Materials and Supplies 80,832 208,393 192,884 96,069 Services and Charges 423,896 718,047 692,433 774,240 Maintenance 155,676 191,019 191,019 217,964 Capital 0 80,500 80,500 15,000 6,146,646 7,444,170 7,235,725 6,956,619
Total General Fund 9,888,053 11,475,956 11,211,768 11,823,976
241 Police Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
Drug Law Enforcement Fund 2960 Drug Enforcement Personnel Services 234,580 218,917 207,831 222,118 Services and Charges 208,731 221,848 221,848 251,563 443,311 440,765 429,679 473,681
Total Drug Law Enforcement Fund 443,311 440,765 429,679 473,681
Total Police Department $ 10,331,364 $ 11,916,721 $ 11,641,447 $ 12,297,657
242 Police Department Personnel Summary
2003 2004 2005 2006 Division / Title Employees Employees Employees Employees
Police Division: Police Chief 1.00 1.00 1.00 1.00 Deputy Police Chief 2.00 1.00 1.00 2.00 Support Services Manager 1.00 1.00 1.00 1.00 Financial Coordinator 0.00 1.00 1.00 1.00 Captains 2.00 3.00 3.00 2.00 Lieutenants 5.00 5.00 5.00 5.00 Sergeants 13.00 13.00 13.00 13.00 Police Corporal 19.00 28.00 27.00 31.00 Police Officer 62.00 54.00 66.00 66.00 Property/Evidence Manager 1.00 1.00 1.00 1.00 Crime Scene Technician 1.00 1.00 1.00 1.00 Evidence Technician 0.00 0.00 0.00 0.50 Police Administration Coordinator 1.00 0.00 0.00 0.00 Lead Records Section Clerk 1.00 1.00 1.00 1.00 Senior Secretary 2.00 4.00 5.00 5.00 Senior Police Support Specialist 1.00 1.00 2.00 2.00 Police Support Specialist 1.00 4.00 6.00 6.00 Police Clerk 7.00 3.00 2.50 3.50 Civilian Jailer 9.00 9.00 3.50 0.00 Systems Analyst 1.00 1.00 1.00 1.00 Business Systems Operator 1.00 1.00 1.00 1.00 Transcriptionist (Full/Part-Time) 1.50 1.50 1.50 1.50 Park Patrol (Part-Time) 2.13 1.13 1.13 1.13 134.63 135.63 144.63 146.63
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 2.00 2.00 Dispatcher 13.00 15.00 16.00 17.00 20.00 22.00 22.00 23.00
Animal Services Division: Animal Services Superintendent 1.00 1.00 1.00 1.00 Animal Services Officer 4.00 4.00 4.00 5.00 Animal Services Coordinator 1.00 1.00 1.00 1.00 Animal Caretaker 6.00 6.00 6.00 6.00 Animal Caretaker (Part-Time) 0.80 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 15.80
Total Police Personnel 169.43 172.43 181.43 185.43
243 Police Department Central Dispatch Division Central Dispatch Program Fund 1010 - General Program 2600 Program Description, Goals, and Objectives: This program 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.
In 2006, a Dispatcher was added due to an increase in calls. This position will relieve some of the workload from the Police B dispatcher and act as a second fire dispatcher.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 22.00 22.00 22.00 23.00
Program Expenditures Personnel Services $ 863,043 $ 928,556 $ 927,206 $ 1,011,631 Materials and Supplies 12,649 12,958 12,949 13,448 Services and Charges 48,991 57,791 52,651 56,760 Maintenance 54,210 53,697 53,557 56,696 Capital 9,709 0 0 0 $ 988,602 $ 1,053,002 $ 1,046,363 $ 1,138,535
Performance Measures Demand/Workload 1. Total Calls for Service 54,378 55,820 50,550 50,800 A. Police 46,138 47,120 41,821 42,000 B. Fire 5,837 6,000 6,301 6,200 C. Citywide 2,403 2,700 2,428 2,600 2. Police Self-Initiated Calls 81,628 88,000 80,101 84,000 3. Telephone (Minus 9-1-1) 188,343 200,000 148,624 150,000 4. 9-1-1 Calls 28,361 28,000 32,196 32,000
Results 1. Citizen Complaints 0 1 1 1 2. Overtime/Comp Time (Hours) 1,262 1,200 1,212 1,250 3. 9-1-1 Salary Reimbursement $ 213,481 $ 253,592 $ 225,000 $ 245,428 4. Average Minutes Police on a Call 18 18 20 20 5. Average Minutes Fire on a Call 16 18 15 16 6. Average 9-1-1 Calls per Day 78 77 83 85
244 Police Department Animal Services Division Patrol/Emergency Response Program Fund 1010 - General Program 2710 Program Description, Goals, and Objectives: This program provides 24-hour emergency and rescue services and enforces the Arkansas Rabies Control Act and City Ordinances. Duties include licensing animals and providing safety and education programs. 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.
In 2006, a 1.00 FTE for an Animal Services Officer was added to address the increase in calls which can result in cruelty investigations that require additional citations and report writing.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 4.50 4.50 4.50 5.50
Program Expenditures Personnel Services $ 228,534 $ 223,350 $ 221,310 $ 262,493 Materials and Supplies 2,635 4,800 4,800 7,300 Services and Charges 19,821 35,222 34,879 38,389 Maintenance 7,529 8,415 8,415 8,007 $ 258,519 $ 271,787 $ 269,404 $ 316,189
Performance Measures Demand/Workload 1. Citizen Calls 8,226 8,000 8,100 8,250 2. Square Miles to Patrol 45 48 48 48 3. Human/Animal Safety Program 415 400 420 400 4. City Licenses Sold 2,284 3,000 3,000 3,000
Results 1. Reclaimed by Owner 785 680 750 750 2. Dead Animals Disposed Of 998 900 1,000 1,000 3. Stray Animals Picked Up A. Domestic 1,345 1,500 1,500 1,500 B. Wildlife 359 500 300 300 C. Livestock 47 75 30 50 4. Animal Bite Investigations 80 75 80 75
245 Police Department Animal Services Division Animal Shelter Program Fund 1010 - General Program 2720 Program Description, Goals, and Objectives: This program provides a 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. The $60 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 sheltering with Washington County, surrounding municipalities, and by public donations.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 8.30 8.30 8.30 8.30
Program Expenditures Personnel Services $ 267,348 $ 272,028 $ 263,092 $ 278,828 Materials and Supplies 37,336 29,839 29,116 21,500 Services and Charges 48,527 58,546 58,546 58,365 Maintenance 19,517 26,663 26,663 12,100 Capital 7,373 0 0 0 $ 380,101 $ 387,076 $ 377,417 $ 370,793
Performance Measures Demand/Workload 1. Fayetteville Strays Sheltered 2,945 2,750 3,000 2,750 2. Fayetteville Surrenders Sheltered 632 550 700 700 3. Non-Fayetteville Animals Sheltered 1,514 1,450 1,000 1,250
Results 1. Adopted/Reclaimed Animals 2,402 2,200 2,300 2,500 2. Euthanized Animals 2,311 2,250 1,800 1,800 3. Cost per Animal/Five Days Shelter$ 61.00 $ 75.00 $ 75.00 $ 75.00
246 Police Department Animal Services Division Veterinarian/Clinic Program Fund 1010 - General Program 2730 Program Description, Goals, and Objectives: Animals adopted from the shelter are spayed or neutered at the clinic, thus complying with State law that all adopted shelter animals are sterilized. This program also provides for the medical needs of sheltered animals and the prompt treatment of injured or ill animals rescued after hours as 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 purpose of this program is to decrease the number of unwanted litters; enforce State laws requiring sterilization of adopted shelter animals; provide medical care to sheltered animals; encourage the sterilization of impounded animals; and relieve the animal's suffering. The Low Cost Spay/Neuter program continues to operate at a fee of $10 which enables persons of lower income to afford the cost of sterilization.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.00 2.00 2.00 2.00
Program Expenditures Personnel Services $ 122,392 $ 127,057 $ 127,056 $ 130,836 Materials and Supplies 48,857 74,847 56,850 17,738 Services and Charges 2,664 3,400 3,321 3,400 $ 173,222 $ 205,804 $ 187,727 $ 152,474
Performance Measures Demand/Workload 1. Adopted Animals Sterilized 1,449 1,250 1,250 1,400 2. Low Cost Spay/Neuters 1,445 1,750 1,250 1,500 3. Treated for Injury/Illness 2,800 1,300 2,500 2,500
Results 1. After Hour Responses 31 25 30 35 2. Low Cost Spay/Neuter Program Revenue$ 26,170 $ 25,648 $ 28,766 $ 6,400
247 Police Department Police Division Support Services Program Fund 1010 - General Program 2900 Program Description, Goals, and Objectives: This program provides for administrative control, logistical support, policy setting, and decision making relative to all aspects of the department's operations. The program provides clerical support for data entry of all cases, tickets, accidents, and arrest narratives as well as collecting the bonds and fines assessed through the Fayetteville District Court. The maintenance and troubleshooting of all computers and software, including the mobile data system, is handled through the information technology section. The investigation of complaints against police personnel is coordinated through the administration. The School Resource Officer program works with students and faculty. The Community Oriented Policing division acts as a resource for the patrol shifts to supplement the officer's problem solving efforts.
In 2006, a 0.50 FTE Evidence Technician and a 1.00 FTE Support Specialist were added to this program. When the City jail closed in 2005, another 3.50 FTEs for Jailers were removed. Also, ten uniformed positions were moved from the Patrol Program (1010.2940) to align these services under the organizational chart of the department.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 24.50 24.50 24.50 21.00 Full-Time Equivalent Positions - Uniformed 5.00 5.00 5.00 15.00 29.50 29.50 29.50 36.00
Program Expenditures Personnel Services $ 1,380,970 $ 1,326,115 $ 1,317,715 $ 1,998,565 Materials and Supplies 161,013 146,659 136,293 102,034 Services and Charges 176,439 363,857 363,857 519,358 Maintenance 98,521 100,914 100,695 119,409 Capital 48,450 34,863 34,863 0 Transfers 75,570 141,709 141,709 150,000 $ 1,940,963 $ 2,114,117 $ 2,095,132 $ 2,889,366
Performance Measures Demand/Workload 1. Records Received 56,900 N/A 85,000 123,000 2. Funds Collected on Bonds and Fines$ 2,257,188 $ 2,600,000 $ 2,421,100 $ 2,750,000 3. Grants Managed/Amount Awarded 9 / $557,400 7 / $388,500 6 / $237,974 6 / $510,000 4. Property & Evidence Items Collected 10,120 N/A 9,600 10,500 5. Complaints Investigated Against Staff 30 25 18 20 6. Community Oriented Policing Contacts 30,996 31,500 6,363 3,000
Results 1. Sustained Complaints Against Staff 7 6 6 5 2. Property & Evidence Items Disposed 1,739 N/A 4,000 4,200 3. % of Records Processed 100% N/A 94% 100%
248 Police Department Police Division Patrol Program Fund 1010 - General Program 2940 Program Description, Goals, and Objectives: This program provides 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 on high priority calls. A selective traffic enforcement plan will be implemented to reduce the number of accidents by 10% by targeting the most common contributing factors. In 2006, the Criminal Investigations Division will focus more attention towards Internet Crimes Against Children (ICAC) and other forensic computer investigations. In-house training will be used to maintain compliance with state and federal law enforcement standards with an emphasis on officer safety awareness.
In 2005, City Council approved acceptance of a grant, which added a 1.00 FTE for a Police Officer. In 2006, 4.00 FTEs for Police Officers were added and ten uniformed officers were moved to the Support Program (1010.2900).
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 5.13 5.13 5.13 4.63 Full-Time Equivalent Positions - Uniformed 97.00 106.00 106.00 102.00 102.13 111.13 111.13 106.63
Program Expenditures Personnel Services $ 5,486,242 $ 6,246,211 $ 6,078,889 $ 5,853,346 Materials and Supplies 80,832 208,393 192,884 96,069 Services and Charges 423,896 718,047 692,433 774,240 Maintenance 155,676 191,019 191,019 217,964 Capital 0 80,500 80,500 15,000 $ 6,146,646 $ 7,444,170 $ 7,235,725 $ 6,956,619
Performance Measures Demand/Workload 1. Population Served 66,197 68,089 68,089 70,351 2. Calls for Service 46,138 47,120 41,821 42,000 3. Traffic Accidents 4,310 4,200 3,247 3,150 4. Tickets/Warnings Issued 17,823 / 11,527 21,500 / 17,000 19,000 / 14,690 25,000 / 20,000 5. Arrests Made/DWI Arrests 10,307 / 949 11,750 / 1,200 6,200 / 610 6,950 / 684 6. Patrol Drug Arrests 661 N/A 596 820 7. Investigative Cases Assigned 880 N/A 1,000 2,285 8. Warrants Issued 7,851 N/A 9,700 10,200
Results 1. Emergency Response - Minutes 4:36 5:00 4:55 4:45 2. Traffic Accidents Fatal/Injury 11 / 916 8 / 900 5 / 844 7 / 860 3. Annual Crime Rate per 1,000 (Local) 4.6 5.3 5.5 6.0 4. Investigative Cases Cleared 764 N/A 850 1,531 5. Warrants Served 6,595 N/A 9,634 17,250 249 Police Department Police Division Drug Enforcement Program Fund 2930 - Drug Law Enforcement Program 2960 Program Description, Goals, and Objectives: 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, Goshen, Greenland, Farmington, Elm Springs, and Elkins police departments and Washington and Madison County Sheriff's 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 950 drug investigations and make an arrest on each completed case.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.00 1.00 1.00 1.00 Full-Time Equivalent Positions - Uniformed 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00
Program Expenditures Personnel Services $ 234,580 $ 218,917 $ 207,831 $ 222,118 Services and Charges 208,731 221,848 221,848 251,563 $ 443,311 $ 440,765 $ 429,679 $ 473,681
Performance Measures Demand/Workload 1. Drug Cases 736 610 869 950 2. Intelligence reports 280 270 520 500
Results 1. Arrests made 739 560 902 950 2. Case Clearance Rate 90 90 94 97 3. Drugs Seized A. Cocaine 29.06 ozs. 10.00 ozs. 80.38 ozs. 60.00 ozs. B. Marijuana 63.87 lbs. 50.00 lbs. 93.56 lbs. 100.00 lbs. C. Methamphetamine 7.05 lbs. 10.00 lbs. 20.70 lbs. 25.00 lbs.
250 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.
251 FIRE DEPARTMENT OVERVIEW
The Fire Department consists of three programs: Fire Prevention, Fire Operations, and Fire Training and Community Education.
The Fire Operations Program addresses those aspects of the department that respond to emergencies such as fire, EMS, and rescue calls for service. The Fire Training and Community Education Program serve both the department and the community by providing on going training and professional development for firefighters and fire safety education for community members. The Fire Prevention Program serves as the proactive arm of the department by administering a comprehensive building inspection program, conducting building plan reviews for new construction projects, and conducting cause and origin investigations at fire incident scenes. Each of these programs play a vital role in maintaining the comprehensive blanket of fire, EMS, and rescue safety that citizens and business owners have come to expect.
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 serve the City, as well as the entire Northwest Arkansas Region.
Annual expenditures for 2006 are projected to be approximately $470,000 more than Estimated 2005. This difference is due primarily to the change in the way that overtime is being paid as well as additional personnel that will be hired in the last quarter of 2006. The remaining variances include a bunker gear replacement program and increased fuel costs.
Category Totals
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
Personnel Services $ 5,370,984 $ 5,900,674 $ 5,814,359 $ 6,204,392 Materials and Supplies 156,311 167,380 141,247 145,685 Services and Charges 341,914 479,293 459,908 497,674 Maintenance 137,099 165,426 161,700 199,624 Operations 6,006,308 6,712,773 6,577,214 7,047,375
Capital 0 53,457 40,845 0 Capital and Other 0 53,457 40,845 0
Total Department $ 6,006,308 $ 6,766,230 $ 6,618,059 $ 7,047,375
252 Fire Department Program Expenditure Summary
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006
General Fund 3010 Prevention Personnel Services $ 245,702 $ 181,119 $ 181,117 $ 246,243 Materials and Supplies 23,822 42,500 42,500 44,500 Services and Charges 22,966 42,470 29,168 33,082 Maintenance 5,980 6,900 6,900 9,124 298,470 272,989 259,685 332,949
3020 Operations Personnel Services 4,948,826 5,579,859 5,493,546 5,810,540 Materials and Supplies 132,043 116,380 90,247 92,185 Services and Charges 288,331 390,433 384,419 407,104 Maintenance 128,797 155,526 151,800 187,500 Capital 0 53,457 40,845 0 5,497,997 6,295,655 6,160,857 6,497,329
3030 Training Personnel Services 176,456 139,696 139,696 147,609 Materials and Supplies 446 8,500 8,500 9,000 Services and Charges 30,617 46,390 46,321 57,488 Maintenance 2,322 3,000 3,000 3,000 209,841 197,586 197,517 217,097
Total General Fund 6,006,308 6,766,230 6,618,059 7,047,375
Total Fire Department $ 6,006,308 $ 6,766,230 $ 6,618,059 $ 7,047,375
253 Fire Department Personnel Summary
2003 2004 2005 2006 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 5.00 3.50 3.50 3.50 Fire Marshall (Battalion Chief) 1.00 1.00 1.00 1.00 Training Officer (Battalion Chief) 1.00 0.50 0.50 0.50 Assistant Fire Marshall (Fire Captain) 2.00 1.00 1.00 1.00 Training Officers (Fire Captain) 2.00 2.00 2.00 2.00 Fire Captain 25.00 28.00 28.00 28.00 Firefighter 49.00 60.00 63.00 67.00 Evidence Technician 0.00 1.00 1.00 1.00 Fire Investigator 0.00 0.00 0.00 1.00 Financial Coordinator 1.00 1.00 1.00 1.00 Senior Secretary 1.00 1.00 1.00 1.00 89.00 101.00 104.00 109.00
Total Fire Personnel 89.00 101.00 104.00 109.00
254 Fire Department Fire Division Prevention Program Fund 1010 - General Program 3010 Program Description, Goals, and Objectives: This program is primarily responsible for the prevention of fires and for the prevention of loss of life, property, and personal injuries in the City which may result from fires. Prevention efforts will be focused on the following areas: 1) A strong effort in educating the public on fire safety; 2) To take a more aggressive stance on the review of new construction and alterations to ensure compliance with Federal and State fire safety codes; 3) To increase early detection of fire setting behavior in juveniles and provide proper intervention; and 4) To develop a more comprehensive fire origin/cause investigation program. These areas will be 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.
In 2006, a 1.00 FTE for a Fire Investigator was added to aid in providing fire safety inspections, fire safety complaints, code enforcement, juvenile fire setters, origin/cause investigations, and special operations. This position will allow the division to become proactive instead of reactive. It should also work to reduce the number and severity of fire incidents. Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 1.00 1.00 1.00 2.00 Full-Time Equivalent Positions - Uniformed 2.50 2.00 2.00 2.00 3.50 3.00 3.00 4.00
Program Expenditures Personnel Services $ 245,702 $ 181,119 $ 181,117 $ 246,243 Materials and Supplies 23,822 42,500 42,500 44,500 Services and Charges 22,966 42,470 29,168 33,082 Maintenance 5,980 6,900 6,900 9,124 $ 298,470 $ 272,989 $ 259,685 $ 332,949
Performance Measures Demand/Workload 1. Population of City 66,197 68,089 68,089 70,351 2. Residential Units 26,487 30,000 30,865 32,000 3. Total Inspections/Violations Found 1,299 / N/A 900 / 750 750 / 3,000 750 / 3,000 4. Educational Contacts 10,058 8,500 10,000 10,000 5. Total Investigations 95 80 62 90
Results 1. All Inspections - Hours 1,349 1,000 630 700 2. Investigations - Hours 1,228 1,000 1,772 1,650 3. Loss of Life/Injury - Civilians 1 / 8 1 / 5 0 / 5 2 / 10 4. Fire Code Compliance Rate N/A 17 10 10 5. Summonses/Charges Filed 8 25 5 8 6. Fires of Suspicious Origin/Court Cases 32 / N/A 25 / 20 14 / 25 40 / 40
255 Fire Department Fire Division Operations Program Fund 1010 - General Program 3020 Program Description, Goals, and Objectives: 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. 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's objectives include arriving at the scene of an emergency within six minutes 90% of the time and assembling an effective response force at the scene within ten minutes 90% of the time.
In 2006, 4.00 FTEs for firefighters were added for the new Fire Station #3. These positions will be hired in October since the station is not expected to be completed until 2007.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions 2.00 2.00 2.00 2.00 Full-Time Equivalent Positions - Uniformed 93.00 97.00 97.00 101.00 95.00 99.00 99.00 103.00
Program Expenditures Personnel Services $ 4,948,826 $ 5,579,859 $ 5,493,546 $ 5,810,540 Materials and Supplies 132,043 116,380 90,247 92,185 Services and Charges 288,331 390,433 384,419 407,104 Maintenance 128,797 155,526 151,800 187,500 Capital 0 53,457 40,845 0 $ 5,497,997 $ 6,295,655 $ 6,160,857 $ 6,497,329
Performance Measures Demand/Workload 1. Total Calls for Service 5,833 5,842 6,558 7,667 A. Fire Responses 457 409 561 681 B. EMS Responses 3,582 3,565 3,993 4,622 C. Rescue Responses 568 559 644 746 D. All Other Responses 1,226 1,309 1,360 1,491 2. Pre-Fire Plan Inspections 684 250 900 750 3. Hydrant Maintenance Inspections 626 750 0 750
Results 1. % of Total Calls for Service Response Time ≤ 6 Minutes N/A 72 72 75 2. % of Structural Fires Controlled Prior to Flash Over N/A 75 90 90
256 Fire Department Fire Division Training Program Fund 1010 - General Program 3030 Program Description, Goals, and Objectives: This program is responsible for the introductory and on going 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. This program is responsible for the safety program, classroom and drill training, certification coordination and documentation, and career development preparation.
Actual Budgeted Estimated Budgeted 2004 2005 2005 2006 Program Staff Full-Time Equivalent Positions - Uniformed 2.50 2.00 2.00 2.00 2.50 2.00 2.00 2.00
Program Expenditures Personnel Services $ 176,456 $ 139,696 $ 139,696 $ 147,609 Materials and Supplies 446 8,500 8,500 9,000 Services and Charges 30,617 46,390 46,321 57,488 Maintenance 2,322 3,000 3,000 3,000 $ 209,841 $ 197,586 $ 197,517 $ 217,097
Performance Measures Demand/Workload 1. Fire Department Personnel - Uniformed 99 98 101 105 2. Safety Classes 13 16 16 16 3. Tactical Drills 24 24 24 24 4. Personnel Certified in CPR 99 98 99 105 5. Certified EMTs 84 80 90 90
Results 1. Total Training Hours 37,899 18,000 50,000 50,000 2. Line-of-Duty Injuries - Firefighters 19 12 30 32 3. Certified Firefighters I/II 84 90 99 105 4. Certified Driver/Operators 44 22 27 27 5. Certified Officers I 64 64 64 64 6. Certified HAZ-MAT Technicians N/A 6 6 6 7. Average Hours of Training at Company Level/per Firefighter N/A 20 240 240
257 3DJH/HIW%ODQN,QWHQWLRQDOO\
258 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 2006 projects in the 2006-2010 CIP were included in the 2006 Budget and the 2007 projects will be incorporated in the 2007 Budget.
The subsequent pages provide a summary of the 2006-2010 Capital Improvements Program listed by fund and by project area, followed by a listing of the capital projects which the City plans for 2006. The 2006 projects are in accord with the 2006-2010 Capital Improvements Program document that was adopted by City Council on December 6, 2005 with the following exceptions.
2006 2006 Original Revised Project Description Budget Budget Airport Fund: Airfield Marking $ 120,000 $ Runway 34 - PAPI 50,000 Roof Maintenance Program 60,000 Hangar Rehabilitation (AMP and AATC) 300,000 Runway Overrun - South End 1,050,000 Terminal Building Rehabilitation Project Phase II 200,000
$ 1,780,000 $ 0
Further information regarding the capital improvements project process and supporting details for the specific projects is contained in the CIP document.
259 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.
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.
• 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 public by holding hearings.
260 What Projects Are in the CIP
Projects and their cumulative component areas totaling $10,000 or more should be included in the CIP. Projects costing less than $5,000 are not considered capital and are funded through program operating budgets. Projects that cost between $5,000-10,000 are handled through the budget process. Attempts will be made to fund these capital items through operating funds.
Projects in the CIP can include:
• obligations for labor and materials and contractors involved in completing a project, • acquisition of land or structures, • engineering or architectural services, professional studies, or other administrative costs, • expenses for City vehicles and equipment, and • renovating or expanding City facilities, grounds, or equipment.
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. The funding for capital projects in 2006 will be at 50% of the sales tax revenues collected. 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.
Project Cost Determination
All projects are first costed in current or 2005 dollars. Then a determination of the year the project is expected to start is made. Finally, a determination of the projected cost of the improvement is made by referring to the "Project Cost Table" that provides the inflation multiplier to be used for the project in the anticipated year.
Priority Selection of Projects
The adopted CIP will rely on priorities defined by the Mayor, City Council, community, and City staff. As always, criteria such as government imposed mandates, usefulness to the community, and impact on operational expenses will be reviewed in establishing priorities. A priority
261 ranking is assigned to each project by year and by funding source. Projects for which no funding is anticipated to be available will be placed on an "Unfunded Projects List," which will identify the cost of the project. 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.
Each of the CIP projects submitted are also evaluated against an eighteen element project criteria ranking. Capital project evaluation criteria support the policy goals adopted by the City Council but provide a means to measure the relative value of each proposed project. Following is a “Capital Project Rating Criteria and Scoring” worksheet.
262 Capital Project Rating Criteria and Scoring Worksheet
This form utilizes 18 criteria to aid in the prioritization of capital projects. Please rate how well your project meets each criteria by placing a rating (0-3) in the column labeled "R". Only one capital project may be assessed per form; please use a separate form for each individual capital project. Scores will automatically calculate by multiplying the rating (R) by the multiplier (M). The multiplier is a weighted average representing the significance of each criteria. The total score for the project will calculate at the end of this form.
Department: M=multiplier; R=rating; Project Title: Score=rating * multiplier
Prioritization 3210M R Score 1) Public health and Project needed to alleviate Project needed to alleviate Project would promote or No health or safety impact safety existing health or safety potential health or safety maintain health/safety. associated with project. 3 0 hazard. hazard. 2) External Project is required by law, Project is required by Project to be conducted in Project is city only and not requirements regulation, or mandate. agreement with other conjunction with other externally required. 3 0 jurisdictions. jurisdictions. 3) Protection of Project will save structural Project will repair systems Project will improve facility No existing facility involved. capital facilities integrity of existing facility or important to facility operation. appearance or deter future
263 repair significant structural expenditure. 3 0 deterioration.
4) Operating budget Project will result in decreased Project will have minimal or no Project will have some Project will require major operating costs. operating and maintenance additional operating costs additions in personnel or other 3 0 costs. and/or personnel additions. operating costs. 5) Public support Public expresses a strong City staff reports that the Public has not expressed a desire for City to undertake the project is desired by the specific preference for this project by way of surveys, N/A community or neighborhood to project. 3 0 petitions, etc. be served.
6) Environmental Project will improve Project may improve Project will have no effect on quality environmental quality of the environmental quality of the N/A the environmental quality of 3 0 city and its neighbors. city. the city. 7) Life expectancy Meets needs of the community Meets needs of the community Meets needs of the community Meets needs of the community of project for the next 20 years or more. for the next 15 to 19 years. for the next 10 to 14 years. for less than 10 years. 2 0
8) Relation to Project is included in a formal Project is included in written Project is included in written Project is not included in any adopted plans plan which had mayor/council plans adopted by a city plans of city staff. written plans. 2 0 approval. board/commission. 9) Availability of Project revenues will support Non-city revenues have been Potential for non-city revenue No financing arrangements financing project expenses. identified and applied for. exists. currently exist. 2 0 Department: - M=multiplier; R=rating; Project Title: - Score=rating * multiplier
Prioritization 3210MRScore 10) Benefit-to-cost Return on investment for the Return on investment cannot Return on investment is ratio project can be computed and N/A be readily computed. negative. 2 0 is positive. 11) Economic Project will encourage capital Project Does not encourage development investment, increase tax base, Economic Development. improve job opportunities, attract customers, or produce N/A N/A 2 0 public/private revenues.
12) Timeliness/ Project will allow the city to External influences do not External take advantage of favorable affect the timeliness of this current situation, such as the project. purchase of land or materials N/A N/A 2 0 at favorable prices.
264 13) Prerequisite Project requires completion Project should be completed Project has no prerequisites. before implementation of a N/A before implementation of a 2 0 related project. related project. 14) Departmental Project fulfills all of the Project fulfills some of the Project fulfills at least one of Project does not fulfill the Significance department's objectives and is department's objectives and is the department's objectives department's objectives. ranked highly by the ranked mid-range by the and is ranked low by the 20 requesting division. requesting division. requesting division. 15) Project Project can be fully Project can be phased in and Project cannot be implemented Feasibility implemented during requested partially implemented during during the requested time time frame. the requested time frame. N/A frame. 20
16) % of population 50% or more served. 25% to 49% served. 10% to 24% served. Less than 10% served. served 1 0 17) Special need Project will serve a special This project does not meet need of a segment of the city's particular needs of a special population (low income, aged, N/A N/A population. 1 0 or minorities).
18) Energy/Water Project will reduce the amount Project will require no increase Project will require minimal Project will require substantial consumption of energy/water consumed. in energy/water consumption. increase in energy/water increases. 1 0 consumption.
Total 0 0 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 2006 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. User divisions will reimburse the Shop Fund more than $1.4 million over the five year period for the replacement, maintenance, and overhead expenses for each unit.
• In-House Pavement Improvements: This project will reduce maintenance costs for each street that is overlaid. In addition, this project is projected to save the City more than $250,000 annually over contract pricing for the same work.
• Fire Station #3 and Apparatus: This project adds a new station for the City which will be housed in the Joint Public Safety Command Center. In 2007, operational expenses will increase with the addition of 12 new firefighters as well as the utilities and maintenance of the new building and apparatus by approximately $683,000.
• Neighborhood Park Development: Development of new neighborhood parks will require one Maintenance Worker III to be added in 2007. Initial year cost is $42,141, which includes personnel services, uniforms, safety devices and minor equipment.
• Community Park: This project will significantly impact the annual operating budget. Once developed, an additional three full time staff members, a vehicle, and utility expenses will be required. These expenses are estimated at over $135,000 for the first year of operation. This project will also increase revenue approximately $59,500 from registration fees and $20,000 from HMR Tax due to hosting new tournaments.
Following is a schedule illustrating the operating impacts and effects for the projects presented in the 2006-2010 Capital Improvements Program.
265 City of Fayetteville, Arkansas 2006 - 2010 Capital Improvements Program Operating Impacts
Source/Division Project 2006 2007 2008 2009 2010 Total
Airport Fund Airport Improvements Aviation & Economic Development Runway 34 - PAPI $ 100 $ 100 $ 100 $ 100 $ 100 $ 500 Construction Equipment - Replacement 2,001 2,001 4,002 Tractors/Mowers - Replacement 5,016 5,016 10,032 Runway Overrun - South End (Revenue) (5,033) (5,084) (5,135) (5,187) (20,439) Terminal Building Rehabilitation Project Phase II (Revenue) (44,000) (44,000) (44,000) (44,000) (176,000) Runway Overrun - North End (Revenue) (5,084) (5,135) (5,187) (15,406) High Intensity Runway Lighting (HIRL) 100 100 100 100 400 Taxiway "G" Development Phase III 1,000 1,000 1,000 1,000 4,000 GA Sunscreens - East Side (Revenue) (14,400) (15,120) (15,120) (44,640) GA Sunscreens - East Side 100 100 1,600 1,800 Airport Property Purchase - Southwest Side 1,000 1,000 East Side Corporate Apron (Revenue) (30,000) (30,000) (60,000) 100 (47,833) (67,268) (91,073) (88,677) (294,751)
Total Airport Fund Impacts 100 (47,833) (67,268) (91,073) (88,677) (294,751)
Community Development Block Grant Fund Other Capital Improvements Community Resources & Code Compliance Light/Medium Trucks - Replacement 3,576 3,576 3,576 3,576 3,576 17,880 3,576 3,576 3,576 3,576 3,576 17,880
Total Community Development Block Grant Fund Projects 3,576 3,576 3,576 3,576 3,576 17,880
General Fund Fire Safety Improvements Fire Fire Apparatus Purchase Program 5,000 5,000 5,000 5,000 5,000 25,000 Fire Department Vehicles - Replacement 372 1,224 1,224 2,820 Police/Passenger Vehicles - Expansion 3,714 3,714 3,714 3,714 3,714 18,570 Fire Facility Maintenance - Cost Savings (2,500) (2,500) (2,500) (2,500) (2,500) (12,500) Joint Public Safety Command Center (Fire Station #3) 683,000 723,980 767,419 813,464 2,987,863 6,214 689,214 730,566 774,857 820,902 3,021,753 Parks & Recreation Improvements Parks & Recreation Police/Passenger Vehicles - Replacement 2,448 2,448 2,448 7,344 Tractors/Mowers - Replacement 4,068 8,868 8,868 8,868 8,868 39,540 Light/Medium Trucks - Replacement 2,448 3,888 7,440 7,440 7,092 28,308 Other Vehicles/Equipment - Replacement 252 252 6,516 12,756 18,756 18,756 18,660 75,444 Other Capital Improvements Building Safety Light/Medium Trucks - Replacement 144 2,052 2,052 2,052 6,300 Building Services Joint Public Safety Command Center 12,000 15,000 84,622 89,678 93,992 295,292 Police/Passenger Vehicles - Replacement 2,448 2,448 2,448 7,344 Light/Medium Trucks - Replacement 3,060 3,060 6,972 6,972 6,972 27,036 Community Resources & Code Compliance Light/Medium Trucks - Replacement 3,576 7,152 7,152 7,152 7,152 32,184 Current Planning Light/Medium Trucks - Replacement 1,392 1,392 1,392 1,392 1,392 6,960 Engineering Light/Medium Trucks - Replacement 12,924 12,924 13,284 13,284 13,284 65,700 Parking & Telecommunications Light/Medium Trucks - Replacement 4,308 4,308 4,308 4,308 4,308 21,540 37,260 43,980 122,230 127,286 131,600 462,356 Police Safety Improvements Police Police Unmarked Vehicles 5,436 22,695 35,536 37,128 38,815 139,610 Command Post Vehicle 28,440 28,440 Police Handgun Replacement (Revenue) (22,500) (22,500) Police Handgun Replacement 2,000 2,000 Replacement of Mobile Video Recorders (MVR) 5,000 5,000 10,000 Police/Passenger Vehicles - Replacement 9,684 14,376 23,556 28,632 36,756 113,004 Light/Medium Trucks - Replacement 2,616 2,616 5,232 Police/Passenger Vehicles - Expansion 10,878 10,878 10,878 10,878 10,878 54,390 Animal Services Incinerator Upgrade 3,000 3,000 25,998 47,949 49,470 84,254 125,505 333,176
Total General Fund Impacts 75,988 793,899 921,022 1,005,153 1,096,667 3,892,729 266 City of Fayetteville, Arkansas 2006 - 2010 Capital Improvements Program Operating Impacts
Source/Division Project 2006 2007 2008 2009 2010 Total
Off-Street Parking Fund Off-Street Parking Improvements Parking & Telecommunications Other Vehicles/Equipment - Replacement 1,020 1,020 0 0 0 0 1,020 1,020
Total Off-Street Parking Fund Projects 0 0 0 0 1,020 1,020
Parks Development Fund Parks & Recreation Improvements Parks & Recreation Community Park (Revenue) (79,500) (79,500) (79,500) (238,500) Community Park 135,126 139,957 149,829 424,912 Neighborhood Park Development 42,141 44,652 47,314 50,163 184,270 Wilson Park Improvements 9,000 16,158 18,464 43,622 0 42,141 109,278 123,929 138,956 414,304
Total Parks Development Fund Impacts 0 42,141 109,278 123,929 138,956 414,304
Sales Tax Capital Improvements Fund Transportation Improvements Transportation Other Vehicles/Equipment - Replacement 7,020 9,132 16,152 0 0 0 7,020 9,132 16,152
Total Sales Tax Capital Improvements Fund Projects 0 0 0 7,020 9,132 16,152
Shop Fund Vehicles & Equipment Fleet Operations Fire Department Vehicles - Replacement (Revenue) (372) (1,224) (1,224) (2,820) Police/Passenger Vehicles - Replacement (Revenue) (15,252) (19,944) (34,020) (37,584) (45,708) (152,508) Solid Waste Equipment - Replacement (Revenue) (29,895) (36,386) (51,994) (51,994) (51,994) (222,263) Construction Equipment - Replacement (Revenue) (1,817) (1,817) (1,817) (3,818) (3,818) (13,087) Backhoe/Loader - Replacement (Revenue) (720) 840 (780) (2,628) (3,288) Medium/Heavy Duty Trucks - Replacement (Revenue) (2,772) (10,776) (10,776) (10,776) (35,100) Tractors/Mowers - Replacement (Revenue) (4,068) (13,332) (13,332) (16,548) (16,548) (63,828) Light/Medium Trucks - Replacement (Revenue) (45,336) (57,528) (64,920) (68,376) (74,700) (310,860) Light/Medium Trucks - Replacement 624 624 624 624 624 3,120 Other Vehicles/Equipment - Replacement (Revenue) (11,880) (23,340) (35,220) Automatic Vehicle Wash System (Revenue) (33,240) (83,100) (88,086) (93,371) (98,973) (396,770) Automatic Vehicle Wash System (Cost Savings) (16,170) (32,340) (32,340) (32,340) (32,340) (145,530) Sanitation Equipment - Expansion (Revenue) (96,888) (96,888) (96,888) (96,888) (96,888) (484,440) Backhoe/Loader - Expansion (Revenue) (6,268) (6,268) (6,268) (6,268) (6,268) (31,340) Police/Passenger Vehicles - Expansion (Revenue) (14,592) (14,592) (14,592) (14,592) (14,592) (72,960) (262,902) (365,063) (413,941) (445,815) (479,173) (1,966,894)
Total Shop Fund Impacts (262,902) (365,063) (413,941) (445,815) (479,173) (1,966,894)
Solid Waste Fund Solid Waste Improvements Solid Waste & Recycling Materials Recovery Facility Improvements 570 581 593 605 2,349 Solid Waste Equipment - Replacement 29,895 36,386 51,994 51,994 51,994 222,263 Light/Medium Trucks - Replacement (324) (324) Other Vehicles/Equipment - Replacement 828 828 Sanitation Equipment - Expansion 96,888 96,888 96,888 96,888 96,888 484,440 126,783 133,844 149,463 149,475 149,991 709,556
Total Solid Waste Fund Projects 126,783 133,844 149,463 149,475 149,991 709,556
Street Fund Transportation Improvements Transportation In-House Pavement Improvements (Cost Savings) (250,000) (265,000) (281,000) (297,000) (315,000) (1,408,000) Backhoe/Loader - Replacement (1,560) (1,560) (1,560) (4,680) Light/Medium Trucks - Replacement 2,004 1,440 2,580 2,580 4,800 13,404 Other Vehicles/Equipment - Replacement 3,660 9,252 12,912 (247,996) (263,560) (279,980) (292,320) (302,508) (1,386,364)
Total Street Fund Projects (247,996) (263,560) (279,980) (292,320) (302,508) (1,386,364)
267 City of Fayetteville, Arkansas 2006 - 2010 Capital Improvements Program Operating Impacts
Source/Division Project 2006 2007 2008 2009 2010 Total
Water & Sewer Fund Water & Sewer Improvements Water & Sewer Maintenance Police/Passenger Vehicles - Replacement 5,568 5,568 5,568 4,056 4,056 24,816 Construction Equipment - Replacement 1,817 1,817 1,817 1,817 1,817 9,085 Backhoe/Loader - Replacement 720 720 2,340 2,340 6,120 Medium/Heavy Duty Trucks - Replacement 2,772 10,776 10,776 10,776 35,100 Tractors/Mowers - Replacement 4,464 4,464 2,664 2,664 14,256 Light/Medium Trucks - Replacement 2,112 5,952 2,112 2,952 7,728 20,856 Other Vehicles/Equipment - Replacement 1,200 2,856 4,056 Backhoe/Loader - Expansion 6,268 6,268 6,268 6,268 6,268 31,340 15,765 27,561 31,725 32,073 38,505 145,629 Water & Sewer Services Improvements Meter Operations Light/Medium Trucks - Replacement 9,312 13,068 13,428 13,428 13,428 62,664 Meter and Equipment Parts Cleaning Machine 1,000 1,000 1,000 1,000 1,000 5,000 10,312 14,068 14,428 14,428 14,428 67,664
Total Water & Sewer Fund Projects 26,077 41,629 46,153 46,501 52,933 213,293
Projects By Fund - All Sources
Airport Fund 100 (47,833) (67,268) (91,073) (88,677) (294,751) Community Development Block Grant Fund 3,576 3,576 3,576 3,576 3,576 17,880 General Fund 75,988 793,899 921,022 1,005,153 1,096,667 3,892,729 Off-Street Parking Fund - - - - 1,020 1,020 Parks Development Fund - 42,141 109,278 123,929 138,956 414,304 Sales Tax Capital Improvements Fund 0 0 0 7,020 9,132 16,152 Shop Fund (262,902) (365,063) (413,941) (445,815) (479,173) (1,966,894) Solid Waste Fund 126,783 133,844 149,463 149,475 149,991 709,556 Street Fund (247,996) (263,560) (279,980) (292,320) (302,508) (1,386,364) Water & Sewer Fund 26,077 41,629 46,153 46,501 52,933 213,293
$ (278,374) $ 338,633 $ 468,303 $ 506,446 $ 581,917 $ 1,616,925
268 Organization of the Capital Improvements Program Document
The document is organized into four (4) primary sections as follows:
I. Introduction
This section contains the transmittal letter from the Mayor, a CIP overview, and a current status of the 2005 capital projects.
II. Comprehensive detail
This section contains 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.
III. 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 a 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.
IV. Unfunded Projects
This section of the document contains all of the projects that are outside of the available funding. 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 approximately $171.9 million. All projects on this list are considered viable projects for which no current funding exists.
269 CITY OF FAYETTEVILLE, ARKANSAS CIP PROJECT COST TABLE 2006-2010
All capital project requests are first costed in 2005 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.
Year 6% Factor
2006 1.060 2007 1.124 2008 1.191 2009 1.262 2010 1.338
Example: A street project that costs $1,000,000 in 2005 dollars, which is expected to be done in 2008, would use the inflation factor of 1.191. To get the expected cost of the project in 2008 dollars, multiply $1,000,000 by 1.191, which equals $1,191,000.
270 City of Fayetteville, Arkansas 2006 - 2010 Capital Improvements Program Summary of Project Requests & Project Resources By Fund - All Sources
Project Requests 2006 2007 2008 2009 2010 Total
Airport Fund $ 1,780,000 $ 2,423,000 $ 1,300,000 $ 3,105,000 $ 3,210,000 $ 11,818,000 Parks Development Fund 1,370,000 835,000 890,000 1,106,000 1,191,000 5,392,000 Sales Tax Capital Improvements Fund 10,765,000 8,173,000 8,370,000 8,642,000 9,047,000 44,997,000 Shop Fund 3,205,000 1,167,000 1,228,000 1,289,000 1,353,000 8,242,000 Water & Sewer Fund 2,973,000 2,264,000 2,402,000 2,391,000 2,510,000 12,540,000 Off-Street Parking Fund 23,000 24,000 25,000 26,000 27,000 125,000 Solid Waste Fund 0 19,000 13,000 14,000 15,000 61,000 Street Fund 400,0000000400,000 Public Safety Expansion Bond Fund 0 12,000,00000012,000,000 Unfunded Projects 21,711,000 38,299,000 40,855,000 13,924,000 57,160,000 171,949,000
$ 42,227,000 $ 65,204,000 $ 55,083,000 $ 30,497,000 $ 74,513,000 $ 267,524,000
Resources Available 2006 2007 2008 2009 2010 Total
Airport Fund $ 1,780,000 $ 2,423,000 $ 1,300,000 $ 3,105,000 $ 3,210,000 $ 11,818,000 Parks Development Fund 1,370,000 835,000 890,000 1,106,000 1,191,000 5,392,000 Sales Tax Capital Improvements Fund 10,765,000 8,173,000 8,370,000 8,642,000 9,047,000 44,997,000 Shop Fund 3,205,000 1,167,000 1,228,000 1,289,000 1,353,000 8,242,000 Water & Sewer Fund 2,973,000 2,264,000 2,402,000 2,391,000 2,510,000 12,540,000 Off-Street Parking Fund 23,000 24,000 25,000 26,000 27,000 125,000 Solid Waste Fund 0 19,000 13,000 14,000 15,000 61,000 Street Fund 400,0000000400,000 Public Safety Expansion Bond Fund 0 12,000,00000012,000,000
$ 20,516,000 $ 26,905,000 $ 14,228,000 $ 16,573,000 $ 17,353,000 $ 95,575,000
271 Capital Improvement Projects By Project Area - All Sources 2006 - 2010
Other 3.7%
Airport 12.4%
Water & Sewer 13.1%
Bridge, Drainage, & Transportation 22.2%
Street 14.8%
Library Improvements 1.7% Shop 8.6% Parks & Recreation 6.4%
Public Safety 17.1%
City of Fayetteville, Arkansas 2006 - 2010 Capital Improvements Program By Project Area - All Sources Five Year Summary
Project Area 2006 2007 2008 2009 2010 Total
Airport $ 1,780,000 $ 2,423,000 $ 1,300,000 $ 3,105,000 $ 3,210,000 $ 11,818,000 Bridge, Drainage, & Transportation 4,113,000 3,951,000 4,137,000 4,372,000 4,607,000 21,180,000 Library Improvements 298,000 318,000 325,000 341,000 358,000 1,640,000 Parks & Recreation 1,589,000 1,069,000 1,096,000 1,164,000 1,236,000 6,154,000 Public Safety 608,000 12,907,000 913,000 958,000 978,000 16,364,000 Shop 3,205,000 1,167,000 1,228,000 1,289,000 1,353,000 8,242,000 Street 4,818,000 2,207,000 2,261,000 2,374,000 2,493,000 14,153,000 Water & Sewer 2,973,000 2,264,000 2,402,000 2,391,000 2,510,000 12,540,000 Other 1,132,000 599,000 566,000 579,000 608,000 3,484,000 $ 20,516,000 $ 26,905,000 $ 14,228,000 $ 16,573,000 $ 17,353,000 $ 95,575,000
272 Capital Improvement Projects Sales Tax Capital Improvements Funding 2006 - 2010
Fire Safety Improvements Other Capital Improvements 6.1% 3.6% Police Safety Improvements 3.7% Information Technology Improvements Library Improvements 3.7% 3.6%
Parks & Recreation Improvements 1.7%
Bridge & Drainage Improvements 7.4%
Transportation Improvements 38.7%
Street Improvements 31.5%
City of Fayetteville, Arkansas 2006 - 2010 Capital Improvements Program Sales Tax Capital Improvement Funding By Project Category
Project Category 2006 2007 2008 2009 2010 Total
Fire Safety Improvements $ 495,000 $ 540,000 $ 541,000 $ 567,000 $ 567,000 $ 2,710,000 Police Safety Improvements 113,000 367,000 372,000 391,000 411,000 1,654,000 Library Improvements 298,000 318,000 325,000 341,000 358,000 1,640,000 Parks & Recreation Improvements 219,000 234,000 206,000 58,000 45,000 762,000 Bridge & Drainage Improvements 400,000 696,000 713,000 749,000 786,000 3,344,000 Street Improvements 4,818,000 2,207,000 2,261,000 2,374,000 2,493,000 14,153,000 Transportation Improvements 3,313,000 3,255,000 3,424,000 3,623,000 3,821,000 17,436,000 Information Technology Improvements 438,000 323,000 293,000 308,000 323,000 1,685,000 Other Capital Improvements 671,000 233,000 235,000 231,000 243,000 1,613,000 $ 10,765,000 $ 8,173,000 $ 8,370,000 $ 8,642,000 $ 9,047,000 $ 44,997,000
273 City Of Fayetteville, Arkansas 2006 - 2010 Capital Improvements Program Comprehensive Detail
Source/Division Project 2006 2007 2008 2009 2010 Total Request
Airport Fund Airport Improvements Aviation & Economic Development Airfield Marking $ 120,000 $$$$$120,000 Runway 34 - PAPI 50,000 50,000 Roof Maintenance Program 60,000 60,000 60,000 60,000 60,000 300,000 Hangar Rehabilitation (AMP and AATC) 300,000 300,000 Runway Overrun - South End 1,050,000 1,050,000 Terminal Building Rehabilitation Project Phase II 200,000 200,000 Runway Overrun - North End 1,050,000 1,050,000 High Intensity Runway Lighting (HIRL) 53,000 53,000 Taxiway "G" Development Phase III 1,260,000 1,260,000 Aircraft Parking Ramp Rehabilitation 330,000 330,000 Tie-down Apron - East Side 630,000 630,000 GA Sunscreens - East Side 280,000 280,000 Airport Property Purchase - Southwest Side 420,000 420,000 East Side Corporate Apron 2,625,000 2,625,000 Airport Property Purchase - East Side 3,150,000 3,150,000 1,780,000 2,423,000 1,300,000 3,105,000 3,210,000 11,818,000
Total Airport Fund Projects 1,780,000 2,423,000 1,300,000 3,105,000 3,210,000 11,818,000
Parks Development Fund Parks & Recreation Improvements Parks & Recreation Community Park 700,000 675,000 713,000 731,000 858,000 3,677,000 Neighborhood Park Development 400,000 108,000 200,000 258,000 966,000 Playground & Picnic Improvements 188,000 28,000 216,000 Lake Improvements 12,000 12,000 Other Park and Safety Improvements 70,000 24,000 94,000 Wilson Park Improvements 177,000 75,000 252,000 Gulley Park Improvements 100,000 75,000 175,000 1,370,000 835,000 890,000 1,106,000 1,191,000 5,392,000
Total Parks Development Fund Projects 1,370,000 835,000 890,000 1,106,000 1,191,000 5,392,000
Sales Tax Capital Improvements Fund Bridge & Drainage Improvements Engineering Drainage Study/Phase II Stormwater Management 200,000 200,000 200,000 200,000 200,000 1,000,000 Other Drainage Improvements 200,000 200,000 400,000 200,000 200,000 1,200,000 State Bridge Cost Sharing Program 296,000 113,000 349,000 386,000 1,144,000 400,000 696,000 713,000 749,000 786,000 3,344,000 Fire Safety Improvements Fire Fire Apparatus Purchase Program 495,000 495,000 541,000 392,000 400,000 2,323,000 Fire Facility Maintenance 45,000 45,000 Fire Station #2 Relocation 175,000 167,000 342,000 495,000 540,000 541,000 567,000 567,000 2,710,000 Information Technology Improvements Information Technology Document Management 50,000 35,000 85,000 Geographic Information System (GIS) 90,000 80,000 100,000 120,000 120,000 510,000 Local Area Network (LAN) Upgrade 100,000 80,000 75,000 100,000 100,000 455,000 Printer Replacements 13,000 13,000 18,000 18,000 20,000 82,000 AS/400 Minicomputer System Upgrade 125,000 15,000 140,000 Microcomputer Replacements 40,000 45,000 45,000 45,000 45,000 220,000 AccessFayetteville Technical Improvements 20,000 20,000 20,000 25,000 25,000 110,000 Software Upgrades - City Wide 50,000 13,000 63,000 Data Center Upgrade 20,000 20,000 438,000 323,000 293,000 308,000 323,000 1,685,000 Library Material Purchases & Improvements Library Library Materials Purchases 298,000 295,000 302,000 318,000 335,000 1,548,000 Library Computer Replacements 23,000 23,000 23,000 23,000 92,000 298,000 318,000 325,000 341,000 358,000 1,640,000
274 City Of Fayetteville, Arkansas 2006 - 2010 Capital Improvements Program Comprehensive Detail
Source/Division Project 2006 2007 2008 2009 2010 Total Request
Other Capital Improvements Building Services Joint Public Safety Command Center 400,000 400,000 Building Improvements 244,000 165,000 165,000 173,000 182,000 929,000 Cable Administration P.E.G. Television Center - Equipment 40,000 40,000 42,000 44,000 166,000 Parking & Telecommunications Telecommunications Systems Upgrades 27,000 28,000 30,000 16,000 17,000 118,000 671,000 233,000 235,000 231,000 243,000 1,613,000 Parks & Recreation Improvements Parks & Recreation Mount Sequoyah Land Purchase 153,000 148,000 144,000 445,000 Forestry, Safety & ADA Compliance 30,000 52,000 33,000 32,000 22,000 169,000 Lights of the Ozarks 36,000 34,000 29,000 26,000 23,000 148,000 219,000 234,000 206,000 58,000 45,000 762,000 Police Safety Improvements Police Police Technology Improvements 54,000 285,000 50,000 50,000 111,000 550,000 Police Vehicles 13,000 57,000 30,000 100,000 Police Building Improvements 26,000 15,000 12,000 20,000 50,000 123,000 Specialized Police Equipment 20,000 10,000 10,000 30,000 50,000 120,000 Command Post Vehicle 50,000 106,000 100,000 256,000 Police Handgun Replacement 70,000 70,000 Replacement of Mobile Video Recorders (MVR) 150,000 150,000 Mobile Data System Upgrade 135,000 135,000 Communications Recorder Upgrade 50,000 50,000 Animal Services Incinerator Upgrade 50,000 25,000 75,000 Animal Shelter Building Improvements 25,000 25,000 113,000 367,000 372,000 391,000 411,000 1,654,000 Street Improvements Engineering Kings Drive - Lakeside to Columbus 500,000 500,000 Township Widening - Gregg to North College 1,050,000 1,050,000 Van Asche - Gregg to Garland 320,000 320,000 Rupple Road - Wedington to Mt. Comfort 500,000 500,000 Street ROW/Intersection/Cost Shares 2,000,000 37,000 91,000 214,000 1,500,000 3,842,000 Duncan/California/Harmon Intersections 80,000 80,000 Garland - I-540 to Howard Nickell 168,000 168,000 Huntsville - Happy Hollow to Stonebridge 200,000 200,000 Crossover - Mission to City Limits 2,170,000 2,170,000 2,160,000 6,500,000 Highway 62/I-540 Interchange 293,000 293,000 Deane Soloman - Mt. Comfort to Howard Nickell 700,000 700,000 4,818,000 2,207,000 2,261,000 2,374,000 2,493,000 14,153,000 Transportation Improvements Transportation In-House Pavement Improvements 1,050,000 1,062,000 1,100,000 1,159,000 1,211,000 5,582,000 Sidewalk Improvements 660,000 700,000 742,000 787,000 833,000 3,722,000 Trails Construction 1,264,000 1,340,000 1,420,000 1,505,000 1,595,000 7,124,000 Traffic Signal Improvements 144,000 153,000 162,000 172,000 182,000 813,000 Trimmer/Slipform Paver & Curb Machine 195,000 195,000 3,313,000 3,255,000 3,424,000 3,623,000 3,821,000 17,436,000
Total Sales Tax Capital Improvements Fund Projects 10,765,000 8,173,000 8,370,000 8,642,000 9,047,000 44,997,000
275 City Of Fayetteville, Arkansas 2006 - 2010 Capital Improvements Program Comprehensive Detail
Source/Division Project 2006 2007 2008 2009 2010 Total Request
Shop Fund Vehicles & Equipment Fleet Operations Fire Department Vehicles - Replacement 25,000 28,000 57,000 110,000 Police/Passenger Vehicles - Replacement 330,000 254,000 286,000 294,000 427,000 1,591,000 Solid Waste Equipment - Replacement 795,000 319,000 491,000 1,605,000 Construction Equipment - Replacement 15,000 38,000 53,000 Backhoe/Loader - Replacement 164,000 60,000 60,000 66,000 142,000 492,000 Medium/Heavy Duty Trucks - Replacement 205,000 228,000 90,000 523,000 Tractors/Mowers - Replacement 188,000 70,000 185,000 443,000 Light/Medium Trucks - Replacement 556,000 236,000 273,000 98,000 463,000 1,626,000 Other Vehicles/Equipment - Replacement 101,000 608,000 264,000 973,000 Automatic Vehicle Wash System 170,000 170,000 Sanitation Equipment - Expansion 450,000 450,000 Backhoe/Loader - Expansion 135,000 135,000 Light/Medium Trucks - Expansion 16,000 16,000 Police/Passenger Vehicles - Expansion 55,000 55,000 3,205,000 1,167,000 1,228,000 1,289,000 1,353,000 8,242,000
Total Shop Fund Projects 3,205,000 1,167,000 1,228,000 1,289,000 1,353,000 8,242,000
Water & Sewer Fund Wastewater Treatment Improvements Wastewater Treatment Plant Upgrade/Replace Lift Stations - W.W.T.P. 58,000 61,000 62,000 50,000 50,000 281,000 Plant Pumps and Equipment - W.W.T.P. 90,000 90,000 94,000 117,000 82,000 473,000 Testing Equipment - W.W.T.P. 5,000 6,000 6,000 6,000 54,000 77,000 W.W.T.P. Building Improvements 21,000 21,000 21,000 21,000 16,000 100,000 Computer System Upgrades - W.W.T.P. 6,000 7,000 7,000 6,000 8,000 34,000 180,000 185,000 190,000 200,000 210,000 965,000 Water & Sewer Improvements Water & Sewer Maintenance Sanitary Sewer Rehabilitation 1,500,000 1,500,000 1,500,000 1,590,000 1,650,000 7,740,000 Water and Sewer Cost Sharing 150,000 150,000 150,000 150,000 150,000 750,000 24 Inch Water Line Replacement 789,000 789,000 Water Line Projects as Needed 143,000 143,000 143,000 143,000 572,000 Water Replace - College, Rolling Hills-Township 34,000 34,000 2,439,000 1,793,000 1,793,000 1,883,000 1,977,000 9,885,000 Water & Sewer Services Improvements Billing & Collections Utility Rate Review and Analysis 75,000 75,000 Water and Sewer Operations Study 126,000 126,000 Meter Operations Backflow Prevention Assemblies 12,000 12,000 12,000 12,000 12,000 60,000 Water Meters 243,000 274,000 281,000 296,000 311,000 1,405,000 Meter and Equipment Parts Cleaning Machine 24,000 24,000 354,000 286,000 419,000 308,000 323,000 1,690,000
Total Water & Sewer Fund Projects 2,973,000 2,264,000 2,402,000 2,391,000 2,510,000 12,540,000
Off-Street Parking Fund Off-Street Parking Improvements Parking & Telecommunications Parking Lot Improvements and Overlays 23,000 24,000 25,000 26,000 27,000 125,000 23,000 24,000 25,000 26,000 27,000 125,000
Total Off-Street Parking Fund Projects 23,000 24,000 25,000 26,000 27,000 125,000
Public Safety Expansion Bond Fund Other Capital Improvements Building Services Joint Public Safety Command Center 12,000,000 12,000,000 0 12,000,00000012,000,000
Total Public Safety Expansion Bond Fund Projects 0 12,000,00000012,000,000
276 City Of Fayetteville, Arkansas 2006 - 2010 Capital Improvements Program Comprehensive Detail
Source/Division Project 2006 2007 2008 2009 2010 Total Request
Solid Waste Fund Solid Waste Improvements Solid Waste & Recycling Materials Recovery Facility Improvements 19,000 13,000 14,000 15,000 61,000 0 19,000 13,000 14,000 15,000 61,000
Total Solid Waste Fund Projects 0 19,000 13,000 14,000 15,000 61,000
Street Fund Transportation Improvements Transportation In-House Pavement Improvements 400,000 400,000 400,0000000400,000
Total Street Fund Projects 400,0000000400,000
Projects By Fund - All Sources
Airport Fund 1,780,000 2,423,000 1,300,000 3,105,000 3,210,000 11,818,000 Parks Development Fund 1,370,000 835,000 890,000 1,106,000 1,191,000 5,392,000 Sales Tax Capital Improvements Fund 10,765,000 8,173,000 8,370,000 8,642,000 9,047,000 44,997,000 Shop Fund 3,205,000 1,167,000 1,228,000 1,289,000 1,353,000 8,242,000 Water & Sewer Fund 2,973,000 2,264,000 2,402,000 2,391,000 2,510,000 12,540,000 Off-Street Parking Fund 23,000 24,000 25,000 26,000 27,000 125,000 Public Safety Expansion Bond Fund 0 12,000,00000012,000,000 Solid Waste Fund 0 19,000 13,000 14,000 15,000 61,000 Street Fund 400,0000000400,000
$ 20,516,000 $ 26,905,000 $ 14,228,000 $ 16,573,000 $ 17,353,000 $ 95,575,000
277 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Parks Development Fund (2250) Parks Development Capital (9255) Community Park The Parks and Recreation Master Plan recommends the 700,000 development of a Community Park based upon data from public meetings, citizen survey results, the steering committee one-day meeting, and interviews with public officials, staff, and community leaders. Possible facilities include baseball, soccer, and softball complexes, as well as trails, tennis courts, sand volleyball courts, pavilions, picnic tables/grills/benches, disc golf, and multi-purpose fields.
Neighborhood Park Development This project consists of the development/upgrade of the City's 400,000 neighborhood parks. Included in this project is the development of seven acres of park land in the neighborhoods of Lafayette Lofts, Salem Meadows, and Copper Creek. Approximately 40 acres along Clabber Creek were donated to the City in 1997. This trail is a vital connection, linking neighborhoods to schools as well as to Gary Hampton Softball Complex. The basketball and tennis areas at Walker Park are heavily used. Adding lighting to these facilities will extend the hours of usage. The addition of a pavilion at Asbell Elementary has been requested and is needed to provide sheltered gathering space for park users. Dale Clark Park is in need of an entry sign. Mount Sequoyah Gardens would benefit park users by providing overlook areas, picnic tables, and repairing the settling water tanks.
Other Park and Safety Improvements In 1998, Parks & Recreation moved into its current facilities at the 70,000 City Shop compound. Since that time, Parks & Recreation has acquired new staff members in an office facility that does not provide the necessary space. Office renovation is slated for 2006.
Playground & Picnic Improvements Park playgrounds are periodically inspected for safety in 188,000 accordance with the guidelines set by the Consumer Product Safety Commission (CPSC) and American Society for Testing & Materials (ASTM). These standards are not federally mandated, but are recommended by the National Recreation & Park Association(NRPA). New playground/picnic improvements will meet CPSC, ASTM and ADA standards. Accessible sidewalks to all playgrounds will be installed. Finger Park playground was a wood structure that was installed in 1984 and removed in 2003 because it did not meet standards. Finger Park is the only park in that area of our city and has been without a playground for the past two years. The playground will have an accessible sidewalk. Sweetbriar Park merry-go-round and climbing apparatus have been removed for safety reasons. The playground needs to be updated to meet standards. Gulley Park playground surfacing needs to be replaced to meet CPSC standards.
Lake Improvements The shade structure for the backstop bleachers on field three at 12,000 the Lake Fayetteville softball complex is in disrepair and in need of replacement. This capital improvement will provide a new shade structure with a design in character with other existing structures at the lake. 1,370,000
278 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Sales Tax Capital Improvements Fund (4470.9470) Bridge & Drainage Improvements Drainage Study/Phase II Stormwater This project consists of conducting an inventory of existing 200,000 Management drainage structures and developing a master drainage plan, as well as an ordinance to be the basis for future planning, development, and regulation in the City as required by the EPA National Pollutant Discharge Elimination System (NPDES) Phase II Stormwater Permit Regulations. The study phase of this project will also assist the United States Army Corps of Engineers (USACE) in providing updated floodplain studies and mapping.
Other Drainage Improvements This project will allow for the construction of other drainage 200,000 improvements where needed. 400,000 Fire Safety Improvements Fire Apparatus Purchase Program This project is for the replacement of apparatus that are past their 495,000 useful life and to acquire apparatus for expansion stations. The replacement of Engine #3 is scheduled for 2006. The replacement of Engine #5 is also scheduled for 2006. The funds for this replacement have been included in the project for the relocation of Fire Station #5. Given the number of apparatus in the current fleet, an annual replacement program will be necessary to avoid having to purchase multiple apparatus in one fiscal year.
495,000 Information Technology Improvements Document Management This project is to add a large-format scanner ($26,000) and a 50,000 desktop scanner with license ($8,000) for the Planning and Engineering Divisions and a scanner ($3,000), license ($4,000), and monitor ($1,000) for the City Clerk's Office to utilize the Electronic Document Management System (EDMS). Also in 2006, a new reader/printer ($8,000) to read the old microfilm files is needed.
Geographic Information System (GIS) Geographic Information Systems (GIS) are organized collections 90,000 of computer hardware, software, geographic data, and personnel designed to efficiently capture, store, update, manipulate, analyze, and display all forms of geographically referenced information. This system provides necessary information for planning, engineering, Hansen, and public utility projects. Additionally, GIS provides applications to assist many other City divisions including Police, Fire, Transportation, and Parks & Recreation. This project is to upgrade and expand the City's base GIS computer hardware, software, and data collection systems to accommodate growth in the system's applications and user base.
Local Area Network (LAN) Upgrade This project is to upgrade and expand the City's LAN/Network 100,000 infrastructure. Initially the LAN was primarily used for the Geographic Information System (GIS) and engineering applications. However, the LAN is now used by every division in the City across twenty locations. Increases in the system's user base and advances in technology have created a need for hardware and operating system upgrades. Future upgrades will include server redundancy and enhanced backup systems.
279 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Printer Replacements This project is for the replacement of AS/400 system printers and 13,000 computer workstation printers. The workload and print requirements have steadily increased for many of the existing printers. Many of these printers need to be replaced with printers that are faster and that allow advanced printing such as bar codes and compressed print. Additionally, maintenance cost for many of the older printers is beginning to increase.
AS/400 Minicomputer System Upgrade This project is for AS/400 i-series hardware and operating system 125,000 upgrades. These upgrades are necessary to enhance performance, maintain system reliability, and provide adequate storage for expanding applications and data. New versions of software, coupled with an expanding user base, require increasing amounts of resources from the operating system and hardware. Periodic updates to the system allows utilization of technology advances and increases productivity of existing investments.
Microcomputer Replacements This project is for the replacement of failing and outdated personal 40,000 computers (PC's). In order to make use of increased functionality of new PC software, PC hardware must be continuously evaluated and updated. Many of the existing PC's are not adequate to run new versions of software that the City is currently using, and need to be replaced to allow all of the City's PC's to be running at a comparable level.
AccessFayetteville Technical This project provides funding for technical improvements, 20,000 Improvements enhancements, and maintenance of the AccessFayetteville website. AccessFayetteville utilizes a Content Management System (CMS) that was developed by a local vendor. The City does not own rights to the CMS code, so all updates, maintenance, and improvements are currently contracted through the vendor. The CMS allows end users to add, edit, and approve the content that is displayed on the website. 438,000 Library Material Purchases & Improvements Library Materials Purchases This project provides library materials including fiction and non- 298,000 fiction books, reference materials, audio visual items, digital formats, and parenting resources. Fayetteville Public Library (FPL) has sought to provide a collection of library materials at a level commensurate with our benchmark cities, e.g. Lawrence, Ames, Champaign, as well as the national average for cities with a population of 50,000 to 99,000. 298,000
280 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Other Capital Improvements Joint Public Safety Command Center The purchase of 1851 East Huntsville Road from Tyson Company 400,000 was approved in 2004. The facility is approximately 126,000 square feet on approximately 11.5 acres. Renovations of this facility, for use by the Police and Fire Departments, are expected to occur over the next four years. The initial project for this site is the renovation of approximately 8,000 square feet of space for Fire Station #3. The $400,000 of funding in 2006 will be used for architectural services.
Building Improvements This project consists of the repair and replacement of damaged 244,000 and worn roofs, HVAC systems, and provides for other improvements (such as remodels) to City-owned buildings. This effort consists of preventive maintenance efforts to address the day-to-day facility operations of City facilities. During the upcoming year, Building Services plans to continue to work in- house and through contractors.
Telecommunications Systems Upgrades The City currently has 14 telecommunications systems located 27,000 throughout various facilities. These systems are integrated to provide voice communications and voice mail services for all city employees at all city facility locations. Upgrades to these systems are essential to ensure no "down time" due to failing software and/or hardware, and to ensure that all software versions are kept current to provide the most up-to-date technology.
671,000 Parks & Recreation Improvements Mount Sequoyah Land Purchase The City of Fayetteville purchased 68 acres on Mount Sequoyah in 153,000 2003 for a principal amount of $700,000 with an interest rate of three percent annually on the unpaid balance. This park has become known as Mount Sequoyah Woods and is located on 100 North Summit Avenue.
Forestry, Safety & ADA Compliance The forestry project consists of tree care, tree/landscape 30,000 installation, tree inventory, tree farm, community and school education, maintenance, and removal of hazardous trees in parks and public lands. National Arbor Day and neighborhood tree give- a-ways are included as the public relation components of this program. Lights of the Ozarks The Lights of the Ozarks display was initiated in 1993 by the 36,000 Chamber of Commerce. The Advertising and Promotion Commission (A&P) gave $40,000 the first year to help establish the event. Over 400,000 lights are displayed from Thanksgiving until New Years Eve. In 2005, A&P contributed $5,000 for the event. Last year, the event required 2,409 hours to install the lights and 188 hours to remove the lights for a total of 2,597 hours. A&P estimates over 200,000 people come to view the display. It is one of the most popular Fayetteville festivals.
219,000
281 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Police Safety Improvements Police Technology Improvements This project provides for the upgrade and replacement of 54,000 computer and networking equipment which is obsolete and malfunctioning or additional computers and software to support on- going Police Department needs. By providing updated equipment, officers will be kept informed of pertinent records.
Police Vehicles The Police Department utilizes unmarked vehicles for a variety of 13,000 tasks, such as gathering intelligence. Other tasks include the following: Conducting pre-raid intelligence for ERT deployment Conducting narcotics operations Patrolling for vandals Patrolling for burglars and thieves Conducting alcohol enforcement patrols Conducting surveillance for all the above activities Any activity that must be kept covert
Police Building Improvements This project is to repair/replace aging items such as flooring, 26,000 cabinets, and small HVAC units in the current police department building.
Specialized Police Equipment This project is to purchase equipment used during investigations, 20,000 such as night vision items and covert equipment. Equipment items such as tasers, digital cameras, handheld metal detectors, and gas masks are needed for patrol to perform duties.
113,000 Street Improvements Kings Drive - Lakeside to Columbus This project is for the reconstruction of Kings Drive from Lakeside 500,000 Drive to Columbus Boulevard as a two lane local street. The current street is deteriorated due to slope failures. Township Widening - Gregg to North This project will expand Township Street from two lanes to three 1,050,000 College lanes for approximately 2,400 feet between Gregg Avenue and North College Avenue and includes anticipated right-of-way acquisition and the expansion/replacement of the crossing over Sublett Creek. Van Asche - Gregg to Garland This project is the extension of Van Asche Drive as a four lane 320,000 boulevard from Gregg Avenue to Garland Avenue.
Rupple Road - Wedington to Mt. This project is for the widening of Rupple Road to a four lane 500,000 Comfort boulevard section from Wedington Drive to Mount Comfort Road. This includes the realignment at Mount Comfort Road to line up with Rupple Road north of Mount Comfort Road.
Street ROW/Intersection/Cost Shares This project is to provide funding for the acquisition of 2,000,000 miscellaneous street right-of-way, construction of miscellaneous street projects, cost sharing for developer projects, and contingency funds for other street projects as needed.
Duncan/California/Harmon Intersections This project is for the addition of turn lanes for the intersections of 80,000 Duncan Avenue and Center Street and Harmon Street and California Boulevard.
282 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Garland - I-540 to Howard Nickell This project is for the widening of State Highway 112 (Garland 168,000 Avenue) from the interchange at Interstate 540 north to the intersection with Howard Nickell Road. Huntsville - Happy Hollow to This project is the widening of sections of State Highway 16 200,000 Stonebridge (Huntsville Road) from the intersection of Happy Hollow Road east to Stonebridge Road. 4,818,000 Transportation Improvements In-House Pavement Improvements This program provides for the systematic overlay of approximately 1,050,000 6.7% of existing asphalt streets within the City limits on an annual basis and includes curb cuts, curb and guttering, pavement striping, and preparation costs for the overlays. The goal of this project is to overlay a minimum of 150,000 square yards of asphalt each year. A street evaluation program determines overlay schedules based on existing conditions of streets prior to each year’s program being initiated.
Sidewalk Improvements The goal of this project is to continue to improve the connectivity of 660,000 the sidewalk system by constructing new sidewalk in selected areas and replacing or repairing sidewalks throughout the City. The City maintains existing sidewalks and has a large inventory of locations where sidewalks are needed. Developers are responsible for construction of sidewalks in new subdivisions, large scale developments, and new residences. This project also includes funding for ADA accessible ramps required for the In- House Pavement Improvements.
Trails Construction The goal of this project is to provide funding to increase production 1,264,000 of the trails program throughout Fayetteville. This will be accomplished through the use of personnel within the Transportation Division as approved by the City Council. This funding will allow production to proceed at a reduced cost, thereby providing for five miles of trail construction each year. Cost per linear foot will be reduced by this program from an average of $100.92 to $57.56 by the end of the eighth year of construction.
Traffic Signal Improvements This project involves the installation of new traffic signals, 144,000 upgrading existing traffic signals, and other improvements which enhance the safety and movement of pedestrians and vehicles. The location of traffic signal projects will be determined as warrants are met as specified in the FHWA Manual On Uniform Traffic Control Devices and when related street projects are completed. The purpose of a traffic signal installation is to assign vehicle right-of-way and improve the safety of vehicles and pedestrians in the City. Upgrades to existing signals include outfitting the lights with battery back-ups and replacing wooden poles with aluminum. All new installations will include overhead video detection, LED signal heads, and be on the signal system network.
283 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Trimmer/Slipform Paver & Curb Machine This project will purchase a trimmer/slipform machine which 195,000 installs curb and gutter along streets or sidewalk sections. This equipment will increase productivity and efficiency of the Transportation Division's overlay and sidewalk programs by reducing the reliance on outside contractors that assist in the installation sidewalk and curbing projects. Control over timing of installation of curb will allow for shortening the overall length of projects, resulting in less disruption to public transportation. 3,313,000
Shop Fund (9700) Fleet Operations Capital (1920) Fire Department Vehicles - Replacement The purpose of this project is to replace obsolete or high 25,000 maintenance vehicles which are no longer suited for regular service. The Fire Department requires the use of units with enough room to haul all the necessary equipment and still have room for passengers. Scheduled replacements include a sports utility vehicle in 2006.
Police/Passenger Vehicles - The purpose of this project is to replace obsolete or high 330,000 Replacement maintenance vehicles which are no longer suited for service. There will be one Crown Interceptor for Hot Check, one sports utility vehicle for Airport, one mid-size sedan for Fleet, one sports utility vehicle for Water & Sewer, and five Crown Interceptors, four mid-size sedans, and one K-9 unit for Police replaced in 2006.
Solid Waste Equipment - Replacement The purpose of this project is to replace obsolete or high 795,000 maintenance sanitation vehicles which are no longer suited for trash collection or recycling. Scheduled replacements for Solid Waste Division include two front load refuse trucks and three recycle trucks in 2006.
Construction Equipment - Replacement The purpose of this project is to replace obsolete or high 15,000 maintenance vehicles which are no longer suited for regular line service. Scheduled replacements include a forklift for the Water and Sewer Division in 2006.
Backhoe/Loader - Replacement The purpose of this project is to replace obsolete or high 164,000 maintenance vehicles which are no longer suited for regular line service. Scheduled replacements include one front end loader for Transportation and one backhoe for Parks in 2006. Medium/Heavy Duty Trucks - The purpose of this project is to replace obsolete or high 205,000 Replacement maintenance vehicles which are no longer suited for regular line service. Scheduled replacements include one dump truck for each Water & Sewer and Transportation in 2006.
Tractors/Mowers - Replacement The purpose of this project is to replace obsolete or high 188,000 maintenance vehicles which are no longer suited for regular service. Scheduled replacements include one tractor and four mowers for Parks, one tractor and one hay baler for the Wastewater Treatment Plant, and one tractor for the Airport in 2006.
284 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Light/Medium Trucks - Replacement The purpose of this project is to replace obsolete or high 556,000 maintenance vehicles which are no longer suited for regular service. Scheduled replacements include 17 pickups (Ranger or 1/2 tons) for various divisions, one panel van and a flatbed truck for Water & Sewer, and two dump trucks and a service truck for Transportation in 2006.
Other Vehicles/Equipment - The purpose of this project is to replace obsolete or high 101,000 Replacement maintenance vehicles which are no longer suited for regular line service. Scheduled replacements include one concrete saw for Transportation and one trailer mounted water pump for the Wastewater Treatment plant in 2006.
Automatic Vehicle Wash System Purchase and install an effective automatic wash system for large 170,000 City vehicles. This system will replace a system that has been in place for seven years that is provided at no charge under an exclusive chemical purchase contract. The contract has expired. The proposed system will provide a superior quality of wash at a lower overall cost of ownership and operation than the existing system. The wash system will be installed in an existing bay on the Fleet Maintenance building that houses the current system.
Sanitation Equipment - Expansion The purpose of this project is to purchase approved expansion 450,000 sanitation vehicles and equipment. The Solid Waste Division will receive two side arm refuse trucks in 2006. Backhoe/Loader - Expansion The purpose of this project is to purchase approved expansion 135,000 backhoes and loaders. The Water & Sewer Maintenance Division will be receiving one front end loader in 2006. Light/Medium Trucks - Expansion The purpose of this project is to purchase approved expansion 16,000 light and medium trucks. In 2006, the Parks & Recreation Division will receive a 1/2 ton 4x4 pickup.
Police/Passenger Vehicles - Expansion The purpose of this project is to provide approved expansion 55,000 police and passenger vehicles. In 2006, the Fire Department will receive one mid-size sedan and the Police Department will receive one Harley-Davidson motorcycle and one mid-size sedan.
3,205,000
Water & Sewer Fund (5400) Meter Operations Capital (1840) Utility Rate Review and Analysis This project consists of issuing an outside contract for a 75,000 professional consultant to review existing rates and issue findings and analysis. This study will determine appropriate rates to be charged to the various classes of customers of the system that will provide adequate revenue to meet the financial needs of the system.
Backflow Prevention Assemblies This project is for installation or replacement of backflow 12,000 prevention assemblies on City facilities to meet backflow prevention mandate orders by the Arkansas Department of Health (ADH).
285 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Water Meters This project is for the replacement of old water meters damaged 243,000 beyond repair and expansion meters for new water service. Additional radio-read units will be installed on water meters that are located in difficult areas such as fenced back yards, alleys, inside buildings, and other time consuming locations.
Meter and Equipment Parts Cleaning The purpose of this project is to purchase a meter and equipment 24,000 Machine parts cleaning machine used to clean water meters prior to maintenance and testing. Meter maintenance personnel currently clean 1,800 to 2,000 meters per year, and will increase to approximately 3,000 in the near future. At present, water meters and parts are cleaned manually; this machine will allow these items to be cleaned automatically and more efficiently. The machine will also be used for cleaning other equipment and tools used in the Meter Operations and Water and Sewer Maintenance divisions. 354,000 Capital Water Mains (5600) Water and Sewer Cost Sharing The purpose of this project is to provide funding for projects that 150,000 will be cost-shared by the City and developers or individuals. Each project will be approved on a case by case basis. These projects maximize return on each dollar spent by the City because they combine work needed with work being funded by a developer or other entity. Examples include looping water lines, up-sizing water and sewer mains above the minimums required for a developer to install, and extensions beyond the area and needs of a development. 24 Inch Water Line Replacement This project will replace 2,500' of existing 24" water main on West 789,000 Custer Lane south of 18th Street and 2,500' of existing 24" water main parallel to and running west from Morningside Drive near 15th Street. The existing line has experienced a number of major leaks due to external corrosion and averages six leaks per year. The line runs in backyards, within 20 feet and uphill from some homes. If not replaced, the line presents a risk of flooding these homes. The cost estimate is based on the September 2005 report from McGoodwin, Williams, and Yates.
939,000
286 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Sewer Mains Construction (5700) Sanitary Sewer Rehabilitation The project will reduce storm and ground water flows into the 1,500,000 system which cause sewer overflows and is required to meet state and federal laws. Negotiations with the ADEQ produced the agreement that as long as the City continues to pursue rehabilitation, no enforcement action will be initiated. Rehabilitation is required in areas with wet weather overflows to allow continued development. This project includes replacing and lining existing sewer mains and manholes, upgrading lift stations, and building relief lines. Design flows for the new west side WWTP design are based on continued rehabilitation. The following basins/minisystems have not had the first round of rehabilitation but are underway: basins 1-5, 15, 18, and 19, minisystem 27, and Farmington. Minisystems 2, 5, 6, 9, 9x, 14A, 14B, 20 and Greenland require all work-field study, analysis, design, construction. 1,500,000 W.W.T.P. Capital (5800) Upgrade/Replace Lift Stations - The lift stations provide vital function in the overall treatment of 58,000 W.W.T.P. wastewater. The stations are exposed to extreme wear conditions and must be upgraded routinely. Additionally, new developments within the City increase the flow to various stations requiring additional or higher capacity equipment. Plant Pumps and Equipment - W.W.T.P. Many pieces of the WWTP equipment are essential to the 90,000 wastewater treatment process. The equipment may suffer catastrophic failure and become unusable with little advance warning. The plant cannot operate and continue to produce permit complying effluent without adequate equipment. The project allows WWTP personnel to adapt to the needs of each season and year and still maintain compliance.
Testing Equipment - W.W.T.P. This project provides routine replacement of existing laboratory 5,000 equipment that is at or near its life expectancy. Functional and proper equipment is necessary to comply with monitoring requirements in the NPDES permit for the plant. W.W.T.P. Building Improvements Structural maintenance, repair, and replacement of the existing 21,000 buildings or parts of the buildings at the Wastewater Treatment Plant. Computer System Upgrades - W.W.T.P. This project provides for routine replacements of old and well-used 6,000 computer equipment. Cost-effective operations and maintenance of the Wastewater Treatment Plant (WWTP) requires vast amounts of data and information to be tracked and monitored in a timely manner. As the amount of data increases and as the number of processes controlled by computers increases, the computer system and components must be upgraded.
180,000
287 City of Fayetteville, Arkansas 2006 Capital Budget
2006 Project Project Description Budget
Off-Street Parking Fund (2130) Off-Street Parking Expense (9130) Parking Lot Improvements and Overlays The City currently has 12 public parking lots that are in the 23,000 Downtown Square and Dickson Street areas. These are all asphalt surface lots that periodically require general maintenance such as crack seal, seal coat, re-striping, pot hole patching, and bumper block replacement. These lots also require a complete asphalt overlay on a less frequent basis. This parking lot maintenance schedule will provide an overlay of one parking lot annually and general maintenance of the other lots as needed.
23,000
Street Fund (2100) Street & Trail Construction (5520) In-House Pavement Improvements This program provides for the systematic overlay of approximately 400,000 6.7% of existing asphalt streets within the City limits on an annual basis and includes curb cuts, curb and guttering, pavement striping, and preparation costs for the overlays. The goal of this project is to overlay a minimum of 150,000 square yards of asphalt each year. A street evaluation program determines overlay schedules based on existing conditions of streets prior to each year’s program being initiated.
400,000
Total Capital Improvements Program - 2006 Projects $ 18,736,000
288 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 Description
Moody 's Standard & Poor's
Aaa AAA Best quality, extremely strong capacity to pay principal and interest.
Aa AA High quality, very strong capacity to pay principal and interest.
A-1 A Upper medium quality, and strong capacity A to pay principal and interest.
Baa-1 BBB Medium grade quality, adequate capacity & Baa to pay principal and interest.
Ba and BB and Speculative quality, low capacity lower lower to pay principal and interest. 289 Description of Outstanding Bonds
Special Obligation Bonds
Hotel & Restaurant Gross Receipts Tax Refunding, Series 2003: These bonds are special obligations of the City and were issued for the purpose of refinancing the Hotel & Restaurant Gross Receipts Tax Refunding bonds, Series 1998. The bonds are payable solely from amounts received by the City from a 1% Hotel & Restaurant Gross Receipts tax. As a result of the refunding, the City has a projected net present value savings of approximately $334,000 over the remaining life of the bonds. The bonds are rated "AAA" by Standard and Poor's. The original issue amount was $6,335,000.
Sales & Use Tax Refunding and Capital Improvement Bonds, Series 2005A: The bonds are special obligations of the City payable from receipts from a three-quarters of one percent citywide 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 bonds are rated "AAA" by Standard and Poor's. The original issue amount was $27,000,000.
Sales & Use Tax Refunding and Capital Improvement Bonds, Series 2005B: The bonds are special obligations of the City payable from receipts from a three-quarters of one percent citywide 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 bonds are rated "AAA" by Standard and Poor's. The original issue amount was $45,000,000.
Revenue Bonds
Water & Sewer System Refunding, Series 2002A: 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 2000 bond issue. The original issue amount was $2,730,000.
Water & Sewer System Refunding, Series 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 2000 bond issue. The original issue amount was $6,540,000.
Water & Sewer System Refunding, Series 2004: 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 1999 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 1999 bond issue. The original issue amount was $6,090,000.
290 City of Fayetteville, Arkansas Bonds Outstanding December 31, 2005
Outstanding Bond Due Interest Description Issue Dates Rates Amount Special Obligation Bonds Hotel & Restaurant Gross Receipts Tax Refunding 2003 2004-2015 1.00-3.55% 5,710,000 Sales and Use Tax Capital Refunding & Capital Improvement Bonds, Series 2005A 2005 2006-2009 3.15-4.00% 27,000,000 Sales and Use Tax Capital Refunding & Capital Improvement Bonds, Series 2005B 2005 2009-2015 3.65-4.00% 45,000,000 77,710,000
Revenue Bonds Water & Sewer System Refunding, Series 2002A 2002 2004-2008 2.35-4.05% 1,385,000 Water & Sewer System Refunding, Series 2002B 2002 2004-2017 2.35-4.95% 5,855,000 Water & Sewer System Refunding, Series 2004 2004 2004-2012 1.00-4.00% 5,375,000 12,615,000 $ 90,325,000
291 City of Fayetteville, Arkansas 2006 Debt Service Payment Schedule
Bond Description Issue Principal Interest Total Special Obligation Bonds Hotel & Restaurant Gross Receipts Tax Refunding 2003 510,000 161,383 671,383 Sales and Use Tax Capital Refunding & Capital Improvement Bonds, Series 2005A 2005 6,390,000 1,071,587 7,461,587 Sales and Use Tax Capital Refunding & Capital Improvement Bonds, Series 2005B 2005 0 1,875,668 1,875,668
6,900,000 3,108,638 10,008,638
Revenue Bonds Water & Sewer System Refunding, Series 2002A 2002 445,000 53,400 498,400 Water & Sewer System Refunding, Series 2002B 2002 30,000 271,245 301,245 Water & Sewer System Refunding, Series 2004 2004 595,000 174,520 769,520
1,070,000 499,165 1,569,165 Total Debt Service Payments $ 7,970,000 $ 3,607,803 $ 11,577,803
292 City of Fayetteville, Arkansas Computation of Legal Debt Margin December 31, 2005
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.
2005 Assessed Value $ 941,485,386 * Debt Limit - 20% of Assessed Value 188,297,077 General Obligation Bonds Payable $ 0 Less: Debt Service Fund 0 Total Debt Applicable to Debt Limit 0 Legal Debt Margin $ 188,297,077
Debt Applicable to Debt Limit 1992-2005
200,000,000
160,000,000
120,000,000
80,000,000
40,000,000
0 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2004
Net Bonded Debt 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 conducted to determine the revenues required to support a bond issue.
* Note: The assessed value does not include City utilities.
293 City of Fayetteville, Arkansas Debt to Maturity Schedule December 31, 2005
Maturity Beginning Annual Debt Remaining Year Balance Principal Interest Requirement Balance
2005 $ 91,875,000 $ 1,550,000 $ 697,400 $ 2,247,400 $ 90,325,000
2006 90,325,000 7,970,000 3,607,803 11,577,803 82,355,000
2007 82,355,000 8,370,000 3,225,770 11,595,770 73,985,000
2008 73,985,000 8,695,000 2,914,016 11,609,016 65,290,000
2009 65,290,000 9,020,000 2,587,252 11,607,252 56,270,000
2010 56,270,000 9,360,000 2,244,641 11,604,641 46,910,000
2011 46,910,000 9,730,000 1,884,560 11,614,560 37,180,000
2012 37,180,000 10,910,000 1,503,952 12,413,952 26,270,000
2013 26,270,000 9,775,000 1,068,946 10,843,946 16,495,000
2014 16,495,000 10,155,000 678,087 10,833,087 6,340,000
2015 6,340,000 4,850,000 270,375 5,120,375 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
$ 91,875,000 $ 20,794,063 $ 112,669,063
294 City of Fayetteville, Arkansas Organizational Chart
Citizens of Fayetteville
City AttorneyCity Clerk/Treasurer Mayor City Council District Judge
City Prosecutor Internal Audit District Court Public Information Cable Administration 295
Aviation & Economic Finance & Internal Library Police Fire Operations Development Services
Animal Services Prevention Building Safety Planning & Accounting & Audit Development Water & Wastewater Community Central Dispatch Operations Management Billing & Collections Resources & Code Compliance Support Services Training Budget & Research Wastewater Current Planning Long Range Planning Treatment Plant Patrol Building Services Engineering Meter Operations Drug Enforcement Human Resources Water & Sewer Fleet Operations Maintenance Information Parking & Technology Telecommunications Purchasing Parks & Recreation
Solid Waste & Recycling
Transportation Officials of the City of Fayetteville, Arkansas
Elected Officials Mayor Dan Coody 479.575.8330 [email protected] Ward 1, Position 1 Robert Reynolds 479.442.3799 Ward 1, Position 2 Brenda Thiel 479.442.3095 [email protected] Ward 2, Position 1 Kyle Cook 479.521.7632 [email protected] Ward 2, Position 2 Don Marr 479.444.7671 [email protected] Ward 3, Position 1 Robert Rhoads 479.973.5202 [email protected] Ward 3, Position 2 Bobby Ferrell 479.442.3535 [email protected] Ward 4, Position 1 Shirley Lucas 479.442.4612 [email protected] Ward 4, Position 2 Lioneld Jordan 479.442.5415 [email protected] City Attorney Kit Williams 479.575.8313 [email protected] City Clerk/Treasurer Sondra Smith 479.575.8323 [email protected] District Judge Rudy Moore, Jr. 479.587.3590 [email protected]
Management Staff General Government Department Aviation & Economic Development Director Ray Boudreaux 479.718.7642 [email protected] Cable Administrator Marvin Hilton 479.444.3436 [email protected] City Prosecutor Casey Jones 479.575.8377 [email protected] District Court Clerk Dena Stockalper 479.587.3591 [email protected] Internal Auditor Vicki Deaton 479.575.8261 [email protected] Library Director Louise Schaper 479.571.2222 [email protected] Public Information & Policy Advisor Susan Thomas 479.575.8330 [email protected]
Operations Department Operations Director Gary Dumas 479.575.8330 [email protected] Building Safety Director Steve Catteneo 479.575.8233 [email protected] City Engineer Ron Petrie 479.575.8206 [email protected] Community Resources & Code Compliance Dir. Yolanda Fields 479.575.8260 [email protected] Current Planning Director Jeremy Pate 479.575.8267 [email protected] Environmental Affairs Administrator Carrol Hill 479.575.8398 [email protected] Fleet Operations. Superintendent David Bragg 479.444.3495 [email protected] Parks & Recreation Director Connie Edmonston 479.444.3471 [email protected] Planning & Development Management Director Tim Conklin 479.575.8267 [email protected] Telecommunications Manager Sharon Jenkins 479.575.8280 [email protected] Transportation Manager Terry Gulley 479.575.8228 [email protected] W&S Maintenance Superintendent Vacant 479.575.8386 [email protected] W&S Services Supervisor Don Osburn 479.575.8384 meter [email protected] Water & Wastewater Director David Jurgens 479.575.8330 [email protected]
Finance & Internal Services Department Finance & Internal Services Director Stephen Davis 479.575.8330 [email protected] Accounting Manager Marsha Farthing 479.575.8281 [email protected] Billing & Collection Manager Rainy Laycox 479.521.1258 [email protected] Building Services Director & Project Manager Coy Hurd 479.575.8363 [email protected] Budget Manager Kevin Springer 479.575.8226 [email protected] Human Resources Director Michele Bechhold 479.575.8278 [email protected] Information Tech. Manager Scott Huddleston 479.575.8320 [email protected] Purchasing Manager Peggy Vice 479.575.8256 [email protected]
Police Department Police Chief Frank Johnson 479.587.3565 [email protected] Animal Services Superintendent Jill Hatfield 479.444.3456 [email protected] Dispatch Manager Kathy Stocker 479.587.3555 [email protected]
Fire Department Fire Chief Tony Johnson 479.575.8365 [email protected]
296 City of Fayetteville, Arkansas Personnel Summary Full Time Equivalent Basis
Actual Actual Budgeted Budgeted Department 2003 2004 2005 2006 General Government 50.25 50.25 49.75 46.75 Operations 291.10 300.85 323.10 325.10 Finance & Internal Services 59.75 62.50 69.75 69.75 Police 169.43 172.43 181.43 185.43 Fire 89.00 101.00 104.00 109.00 Total 659.53 687.03 728.03 736.03
* NOTE: City Council position approvals during 2005: January 4, 2005 - one full time Police Officer. March 15, 2005 - one full time Database Administrator. July 19, 2005 - one full time Driver - Solid Waste. August 2, 2005 - one full time Field Operations Supervisor, two full time Lead Workers, three full time Maintenance Worker IVs and three full time Maintenance Worker IIIs.
Personnel Summary by Year
800
600
400
200
0 Actual 2004 Budgeted 2005 Budgeted 2006
Total Employees
Total Employees by Department
350.00
300.00
250.00
200.00
150.00
100.00
50.00
0.00 General Government Operations Finance & Internal Police Fire Services
Actual 2004 Budgeted 2005 Budgeted 2006
297 CITY OF FAYETTEVILLE PERSONNEL VARIATION SUMMARY
Fund / Division Additions Deletions
General Fund
Animal Services 1.00 Animal Services Officer 1
Central Dispatch 1.00 Dispatcher 2
Police 0.50 Evidence Technician 3
1.00 Support Specialist 4
4.00 Police Officers-Patrol 5 3.50 Civilian Jailers 5
Fire 1.00 Fire Investigator 6
4.00 Firefighters 7 Community Resources & Code Compliance 1.00 Code Compliance Officer 8
Solid Waste Fund
Solid Waste & Recycling 1.00 Truck Driver 9
Airport Fund
Aviation & Economic Development 1.00 Flight Line Operations Supervisor 10
2.00 FBO Line Service Technician 10
14.50 Total Additions 6.50 Total Deletions 8.00 Net Additions
298 NOTES TO THE PERSONNEL VARIATION SUMMARY
1. An Animal Services Officer is being added to the Animal Services Division to address the increase in workload. Over 8,000 calls for services are expected in 2005. Many of these calls result in cruelty investigations that require additional citations and report writing. The officer often coordinates with the police department and prosecutor's office while handling these cases. The additional officer would allow the division to work later shifts, eliminating a major portion of overtime costs. This position is funded in General Fund.
2. A Dispatcher is being added in the Central Dispatch Safety Division due to an increase in calls. The Police B dispatcher handles the information channel for the Police Department. This channel also handles the traffic from Police A when the net is directed for emergency situations. The net will be directed an estimated 900 times in 2005. As this channel gets busier, this dispatcher has less time to focus on other areas such as 9-1-1 and telephone calls. The additional dispatcher will take some of the workload from the Police B dispatcher and also act as a second fire dispatcher. This position is funded in General Fund.
3. A .50 FTE for a Evidence Technician is being added in the Police Department to aid in processing 13,000 pieces of property expected each year while maintaining an average of 14,000 items at any point in time . This position is funded in General Fund.
4. A Support Specialist is being added to the Police Department. This position will cover the front window during lobby hours in the absence of other reception personnel. The support specialists are expected to enter approximately 60,000 reports in 2006. This position is funded in General Fund.
5. Four Police Officers are being added to the Police Department - Traffic Control (Motorcycle); Computer Crimes Investigator; Detective-Sex Offender/Probation & Parole Liaison; and Drug Task Force. Three and one half Civilian Jailer positions were reduced due to the closing of the Fayetteville City Jail in 2005. These positions are funded in General Fund.
6. A Fire Investigator is being added to the Fire Department to aid in providing fire safety inspections, fire safety complaints, code enforcement, juvenile fire setters, origin/cause investigations, and special operations. This position will allow the division to become proactive instead of reactive. It should also work to reduce the number and severity of fire incidents. This position is funded in General Fund.
7. Four firefighters are being added to the Fire Department for Fire Station #3. These positions will be hired in October since the station is not expected to be completed until 2007. These positions are funded in General Fund.
299 NOTES TO THE PERSONNEL VARIATION SUMMARY
8. A Code Compliance Officer is being added to the Community Resources & Code Compliance Division to respond promptly to service requests, which have increased. This position is funded in General Fund.
9. A Truck Driver Position is being added to the Solid Waste & Recycling Division for residential trash routes to cover current growth and expected growth in Fayetteville. These positions are funded in Solid Waste Fund.
10. A Flight Line Operations Supervisor and two FBO Service Line Technicians were removed and the FBO program ended. This service was bid out to Million Air in 2005.
300 LISTING OF ACRONYMS
AATC...... Arkansas Aviation Technology Center A&P ...... Advertising & Promotion ADA...... American’s with Disabilities Act AEP...... Arkansas Electric Power AMP...... Aircraft Maintenance Professionals BMX ...... Bicycle Motocross CAD ...... Computer Aided Design CAFR ...... Comprehensive Annual Financial Report CAT...... Community Access Television CDBG ...... Community Development Block Grant CEC...... Continuing Education Center CEMS...... Central Emergency Medical Services CIP ...... Capital Improvements Program CPI ...... Consumer Price Index CPR...... Cardiovascular Pulmonary Resuscitation DTF...... Drug Task Force DWI...... Driving While Intoxicated EMS ...... Emergency Medical Service EMT ...... Emergency Medical Technician EPA...... Environmental Protection Agency FAA...... Federal Aviation Administration FAR...... Federal Aviation Regulation FASB...... Financial Accounting Standards Board FBO...... Field Based Operator FDP ...... Fayetteville Downtown Partners FEDC ...... Fayetteville Economic Development Council FPL...... Fayetteville Public Library FOIA ...... Freedom of Information Act FTE ...... Full-Time Equivalent GA...... General Aviation GAAP...... Generally Accepted Accounting Principles GASB...... Governmental Accounting Standards Board GFOA...... Government Finance Officers Association GIS ...... Geographic Information System HIRL ...... High Intensity Runway Lights HMR ...... Hotel/Motel Restaurant Tax HOME...... HOME Grant Program HUD...... Housing & Urban Development LAN ...... Local Area Network LOPFI ...... Local Police and Fire Retirement MGD ...... Million Gallons per Day MMS ...... Municipal Management System M.U.T.C.D...... Manual on Uniform Traffic Control Devices
301 LISTING OF ACRONYMS, (continued)
MVR ...... Mobile Video Recorder NPDES...... National Pollutant Discharge Elimination System NWA...... Northwest Arkansas O & M...... Operation & Maintenance OMI...... Operations Management International ORT...... Ozark Regional Transit PAPI...... Precision Approach Path Indicator PC...... Personal Computer P.E.G...... Public/Education/Government PO ...... Purchase Order PRAB...... Parks & Recreation Advisory Board RFP ...... Request for Proposals ROW ...... Right-of-Way SCADA...... Supervisory Control & Data Acquisition TIF...... Tax Increment Financing W&S, W/S ...... Water & Sewer WISP...... Wastewater System Improvements Project WWTP ...... Wastewater Treatment Plant YRCC...... Yvonne Richardson Community Center
302 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.
ACCRUAL. Revenue and expenses are recorded when they are incurred.
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.
BALANCED BUDGET. A budget balanced by fund, for all funds maintained by the City, in which total anticipated revenues must equal or exceed the budgeted expenditures for each fun
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.
303 GLOSSARY, (continued)
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 thousand dollars, and estimated life or usefulness of one or more years, including land, interest therein and including constructions, enlargements, and renovations.
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.
CASH. Legal tender or coins that can be used in exchange for goods, debt, or services. This includes the value of assets that can be converted into cash immediately
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 six Departments: General Government, 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.
304 GLOSSARY, (continued)
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.
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.
305 GLOSSARY, (continued)
GENERAL FIXED ASSETS ACCOUNT GROUP. A self-balancing group of accounts set up to account for the general fixed assets of a governmental unit.
GENERAL FUND. A fund used to account for all transactions of a governmental unit that are not accounted for in another fund, such as police and fire services.
GENERAL LONG-TERM DEBT ACCOUNT GROUP. A self-balancing group of accounts set up to account for long-term debt which is legally payable from general revenues.
GOAL. A goal is a statement of desired conditions to be maintained or achieved through the efforts of an organization. Actual total achievement may be impossible, but the goal is a standard against which to measure progress toward ideal conditions. A goal is a definition of results toward which the work of the organization is directed.
GOVERNMENTAL FUND. A generic classification adopted by the National Council on Governmental Accounting to refer to all funds other than proprietary and fiduciary funds. General fund, special revenue funds, capital projects funds, debt service funds, and special assessment funds are all examples of governmental fund types.
GRANT. A contribution by one governmental unit to another unit. The contribution is usually made to aid in the support of a specified function or for the acquisition or construction of fixed assets.
INCOME. A term used to represent the excess of revenues earned over the expenses incurred in carrying on an 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.
306 GLOSSARY, (continued)
NONOPERATING EXPENSE. Proprietary fund expenses incurred in performance of activities not directly related to supplying the basic service by a governmental enterprise.
NONOPERATING INCOME. Proprietary fund income that is not derived from the basic operations of such enterprises.
OBJECT CODE. Expenditure classification according to the types of items purchased or services obtained; for example, personnel services, materials and supplies, contractual service, and capital.
OBJECTIVE. An objective is a decision about the amount of progress to be made within a specified period of time. It states in measurable and quantitative terms the results to be achieved within a specified time and plans the incremental steps to achieve the goal.
OPERATING TRANSFER. Legally authorized interfund transfers from a fund receiving revenue to the fund that makes expenditures.
ORDINANCE. A formal legislative enactment by the governing board of a municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies.
PERFORMANCE BUDGET. A budget which relates appropriations to work loads. By featuring unit measures, performance budgets are believed to express official and citizen interest in the managerial value of efficiency.
PERFORMANCE MEASURES. Performance measures provide a means of identifying the level of service provided. Performance measures include a measurement of Demand, Workload, Productivity, and Effectiveness.
PROGRAM. Operating units within a Division. Each program represents a specific type of activity within its Division aimed at providing a service for which the City is responsible.
PROGRAM BUDGET. A budget which relates appropriations to goals. Budget makers practicing this approach strive to appropriate sums to non-organization, goal-oriented cost centers. Program budgeting is believed to express official and citizen interest in planning and in the effective use of resources.
PROGRAM OBJECTIVES. A program objective is a decision about the amount of progress to be made within a specified period of time in reducing the gap between real conditions and the ideal conditions described in the Program Description. It states in measurable quantitative terms the results to be achieved within a specified time and plans the incremental steps to achieve them.
PRODUCTIVITY. Unit cost (productivity data) enables decision-makers to measure efficiency, as opposed to total expenditures. Productivity unit costs can also be used to quickly estimate the cost of adding more service or savings realized from reductions in service.
PROPRIETARY FUND. Sometimes referred to as "income-determination" or "commercial-type" funds. Examples are enterprise and internal service funds.
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.
307 GLOSSARY, (continued)
RESIDUAL EQUITY TRANSFERS. Additions to or deductions from the beginning fund balance of governmental funds.
RETAINED EARNINGS. The accumulated earnings of an enterprise or internal service fund that have been retained in the fund and that are not reserved for any specific purpose.
REVENUE. Additions to fund financial resources other than from interfund transfers and debt issue proceeds.
SPECIAL REVENUE FUND. A fund established to account for revenues from specific taxes or other earmarked revenue sources that by law are designated to finance particular functions or activities of government.
TAX. A compulsory charge levied by a governmental unit for the purpose of raising revenue. These revenues are used to pay for services or improvements provided for the general public benefit.
UNRESERVED FUND BALANCE. The amount remaining in a fund that is not reserved for some future use and which is available for further appropriation or expenditure.
USER CHARGE. A charged levied against users of a service or purchasers of a product of an enterprise or internal service funds.
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.
308 City of Fayetteville, Arkansas Index
2006 Adopted Budget Executive Summary ...... XII-XIX 2006 Capital Budget...... 278-288 2006 Management Agenda - Detail...... 4-11 2006 Management Agenda - Summary...... 2-3 Accounting & Audit ...... 231 Acronyms ...... 301-302 Administrative Procedures to Adjust the Approved Budget ...... 27-29 Airport Activity ...... 110 Airport Fund Description...... 92-93 Airport Revenue & Expenditure Summary ...... 94 Airport Working Capital ...... 93 All Activities ...... 109 Animal Services - Animal Shelter...... 246 Animal Services - Patrol/Emergency Response ...... 245 Animal Services - Veterinarian/Clinic ...... 247 Arts Center Bond Fund Description...... 66 Arts Center Bond Revenue & Expenditure Summary...... 67 Aviation & Economic Development - Airport Administration ...... 146 Aviation & Economic Development - Airport Capital Expenditures...... 149 Aviation & Economic Development - Airport Maintenance...... 147 Aviation & Economic Development - Airport Operations...... 148 Aviation & Economic Development - Economic Development ...... 136 Billing & Collections...... 237 Budget & Research...... 232 Budget Flowchart ...... 23 Budget Organizational Structure ...... 30 Budget Process ...... 21-22 Budget Resolution ...... XX Building Safety...... 182 Building Services - General Maintenance...... 233 Building Services - Janitorial ...... 234 Cable Administration ...... 138 Capital Improvement Policy...... 26 Capital Improvement Program Directional Information ...... 260-270 Capital Improvement Projects by Project Area - All Sources ...... 272 Capital Improvements Program Comprehensive Detail...... 274-277 Capital Improvements Program Introduction...... 259 Central Dispatch...... 244 Chart of Fund Types - Governmental...... 33 Chart of Fund Types - Proprietary & Fiduciary ...... 35 City Advertising & Promotion Fund Description...... 54 City Advertising & Promotion Revenue & Expenditure Summary ...... 55 City Attorney...... 132 City Clerk/Treasurer...... 140 City Council ...... 131 City of Fayetteville Organizational Chart ...... 295 City Prosecutor...... 133
309 City of Fayetteville, Arkansas Index (continued)
Combined Statement of Fund Position - Governmental (Shown by Department) ...... 34 Combined Statement of Fund Position - Proprietary & Fiduciary (Shown by Department)...... 36-37 Community Development Block Grant Fund Description...... 58 Community Development Block Grant Revenue & Expenditure Summary...... 59 Community Overview ...... XXI-XXIII Community Resources & Code Enforcement - Administration & Planning...... 192 Community Resources & Code Enforcement - Community Code Enforcement ...... 183 Community Resources & Code Enforcement - Housing Services ...... 193 Community Resources & Code Enforcement - Public Facilities & Improvements ...... 196 Community Resources & Code Enforcement - Public Services ...... 195 Community Resources & Code Enforcement - Redevelopment ...... 194 Consolidated Fund - Department - Program Structure...... 31 Continuing Education Center and Parking Facility Fund Description ...... 98 Continuing Education Center and Parking Facility Revenue & Expenditure Summary...... 99 Current Planning...... 180 Debt Policy...... 25 Debt Position ...... 289 Debt Service Payment Schedule...... 292 Debt to Maturity Schedule...... 294 Description of Outstanding Bonds ...... 290 Development & Engineering Services Activity ...... 111 District Court - Criminal Cases ...... 141 District Court - District Judge ...... 135 District Court - Probation & Fine Collection ...... 142 District Court - Small Claims & Civil Cases...... 143 Drug Law Enforcement Fund Description ...... 64 Drug Law Enforcement Revenue & Expenditure Summary ...... 65 Engineering - Operations & Administration ...... 177 Engineering - Public Construction ...... 179 Engineering - Right-of-Way Acquisition ...... 178 Engineering Design Services...... 176 Expenditure Policy...... 24-25 Finance & Internal Services Director ...... 229 Finance & Internal Services Organizational Structure...... 223 Finance & Internal Services Overview...... 224 Finance & Internal Services Personnel Summary ...... 227-228 Finance & Internal Services Program Expenditure Summary...... 225-226 Financial Reporting Policy...... 26 Fire - Operations...... 256 Fire - Prevention...... 255 Fire - Training ...... 257 Fire Activity ...... 113 Fire Organizational Structure ...... 251 Fire Overview...... 252 Fire Pension Fund Description ...... 102 Fire Pension Revenue & Expenditure Summary...... 103 Fire Personnel Summary ...... 254 Fire Program Expenditure Summary...... 253
310 City of Fayetteville, Arkansas Index (continued)
Fleet Operations - Capital Expenditures...... 222 Fleet Operations - Vehicle Maintenance ...... 221 General Expenditure Detail ...... 48-49 General Fund Description...... 41-46 General Government Activity ...... 114 General Government Organizational Structure ...... 123 General Government Overview...... 124 General Government Personnel Summary ...... 128-129 General Government Program Expenditure Summary...... 125-127 General Revenue & Expenditure Summary ...... 47 Glossary...... 303-308 Hot Check...... 134 Human Resources...... 230 Impact Fee Fund Description ...... 62 Impact Fee Revenue & Expenditure Summary ...... 63 Index...... 309-313 Information Technology...... 236 Internal Audit ...... 139 Internal Services Activity...... 112 Investment and Cash Management Policy ...... 25-26 Legal Debt Margin Computation...... 293 Library Activity...... 115 Library Construction Fund Description...... 70 Library Construction Revenue & Expenditure Summary ...... 71 Library...... 144 List of Elected Officials, Administrative Officials, & Management Staff ...... 296 Long Range Planning ...... 181 Management Agenda Introduction...... 1 Mayor’s Administration ...... 130 Meter Operations - Meter Maintenance & Backflow Prevention...... 201 Meter Operations - Meter Operations Capital ...... 202 Meter Operations - Meter Reading...... 200 Miscellaneous Statistical Data...... XXIV-XXV Miscellaneous...... 145 Multi-Year Comparison - Adopted Budget Expenditures...... 39 Municipal Judge Retirement Fund Description...... 104 Municipal Judge Retirement Revenue & Expenditure Summary...... 105 Off Street Parking Fund Description...... 56 Off Street Parking Revenue & Expenditure Summary...... 57 Operations Director ...... 167 Operations Organizational Structure ...... 151 Operations Overview...... 152 Operations Personnel Summary ...... 162-166 Operations Program Expenditure Summary...... 153-161 Parking & Telecommunications - Off-Street Parking ...... 191 Parking & Telecommunications - Parking Management ...... 174 Parking & Telecommunications - Utilities Management...... 168 Parks & Recreation - Administration/Recreation Programs...... 170
311 City of Fayetteville, Arkansas Index (continued)
Parks & Recreation - Lake Maintenance...... 171 Parks & Recreation - Parks Development Capital...... 198 Parks & Recreation - Parks Development ...... 197 Parks & Recreation - Parks Maintenance...... 172 Parks & Recreation - Swimming Pool...... 169 Parks & Recreation - Yvonne Richardson Community Center...... 173 Parks & Recreation Activity...... 116 Parks Development Fund Description...... 60 Parks Development Revenue & Expenditure Summary...... 61 Personnel Summary...... 297 Personnel Variation Summary...... 298-300 Planning & Development Management ...... 175 Police - Drug Enforcement...... 250 Police - Patrol ...... 249 Police - Support Services ...... 248 Police Organizational Structure...... 239 Police Overview ...... 240 Police Pension Fund Description...... 100 Police Pension Revenue & Expenditure Summary ...... 101 Police Personnel Summary...... 243 Police Program Expenditure Summary ...... 241-242 Police, Courts, & Prosecutor Activity ...... 117 Progress Update – 2005 Management Agenda...... 12-20 Public Information...... 137 Purchasing ...... 235 Replacement & Disaster Recovery Fund Description...... 72 Replacement & Disaster Recovery Revenue & Expenditure Summary...... 73 Reserve Policy...... 25 Revenue Policy...... 24 Sales Tax Capital Improvements Capital Project Detail ...... 76-77 Sales Tax Capital Improvements Fund Description...... 74 Sales Tax Capital Improvements Funding - By Project Category...... 273 Sales Tax Capital Improvements Revenue & Expenditure Summary...... 75 Schedule of Bonds Outstanding ...... 291 Shop Fund Description...... 106 Shop Revenue & Expenditure Summary...... 108 Shop Working Capital ...... 107 Solid Waste & Recycling - Commercial Collections ...... 216 Solid Waste & Recycling - Commercial Drop Box Collections ...... 218 Solid Waste & Recycling - Composting ...... 220 Solid Waste & Recycling - Operations & Administration ...... 215 Solid Waste & Recycling - Recycling...... 219 Solid Waste & Recycling - Residential Collections...... 217 Solid Waste Activity ...... 118 Solid Waste Fund Description...... 88-89 Solid Waste Revenue & Expenditure Summary...... 91 Solid Waste Working Capital...... 90 Sources and Uses of Funds...... 38
312 City of Fayetteville, Arkansas Index (continued)
Street Fund Description...... 50-51 Street Revenue & Expenditure Summary...... 52 Summary of Project Requests & Project Resources...... 271 TIF Capital Improvements Fund Description...... 80 TIF Capital Improvements Revenue & Expenditure Summary ...... 81 Town Center and Parking Facility Fund Description...... 96 Town Center and Parking Facility Revenue & Expenditure Summary...... 97 Transmittal Memo from the Mayor to Council ...... I-XI Transportation - Drainage Maintenance...... 187 Transportation - Operations & Administration ...... 184 Transportation - Right-of-Way Maintenance ...... 185 Transportation - Sidewalks...... 190 Transportation – Street & Trail Construction...... 189 Transportation - Street Maintenance ...... 186 Transportation - Traffic Control & Maintenance ...... 188 Transportation & Parking Activity...... 119 Unallocated Activity...... 121 Wastewater Improvements Sales Tax Bond Fund Description ...... 68 Wastewater Improvements Sales Tax Bond Revenue & Expenditure Summary...... 69 Wastewater System Improvements Project Fund Description ...... 78 Wastewater System Improvements Project Revenue & Expenditure Summary ...... 79 Wastewater Treatment Plant - Capital...... 213 Wastewater Treatment Plant - Operations...... 208 Water & Sewer Fund Description ...... 83-85 Water & Sewer Maintenance - Capital Expenditures...... 210 Water & Sewer Maintenance - Capital Water Mains...... 209 Water & Sewer Maintenance - Debt Service...... 214 Water & Sewer Maintenance - Operations & Administration...... 204 Water & Sewer Maintenance - Sewer Mains Construction...... 212 Water & Sewer Maintenance - Sewer Mains Maintenance...... 207 Water & Sewer Maintenance - Water & Sewer Connections...... 211 Water & Sewer Maintenance - Water Distribution Maintenance...... 205 Water & Sewer Maintenance - Water Purchased ...... 203 Water & Sewer Maintenance - Water Storage & Pump Maintenance ...... 206 Water & Sewer Revenue & Expenditure Summary ...... 87 Water & Sewer Working Capital ...... 86 Water & Wastewater Activity ...... 120 Water & Wastewater Director...... 199
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314