Annual Budget Book 2021

ENTERGY PARK

101

GENERAL FUND

City of Hot Springs, Arkansas

102

ELECTED OFFICIALS

Board of Directors

Mayor Pat McCabe

District 1 District 2 District 3
Erin Holliday Elaine Jones Marcia Dobbs-Smith

District 4 District 5 District 6
Carroll Weatherford Karen Garcia Steve Trusty

As the executive policy-making body under the city manager form of government, the Board of Directors adopts
ordinances and resolutions, approves the budget and sets policies. They appoint a city manager who oversees the
City’s day to day operations. For a board district map, visit http://maps.cityhs.net/javascript/COHSCityMap.html .

103

Board of Directors

COMMUNITY VISION

Works with its agency partners; works with and for its residents
Protects and values its natural resources, including its waterways, landscapes and thermal springs

Promotes active vital neighborhoods – including downtown
Maintains existing transportation options while diversifying and expanding new ones

Helps build prosperity, maintaining strategic, responsible growth
Provides affordable, high-quality services and secure, safe environments

Works to attract visitors, promoting and enhancing local amenities
Promotes community leadership; involves residents in building a better future

MISSION STATEMENT

The mission of the Board of Directors is to: Make policy decisions on city projects and levels of city services, and direct
the city manager to implement these policies in an efficient manner; Develop long-range plans and policies for city
growth, beautification and prosperity; Maintain the high quality of life, while improving the character and quality of all
neighborhoods; Serve as role models for integrity in government; Value and nurture diversity of people and viewpoints;
and Cooperate with county, state and national governments.

OBJECTIVES FOR FY2021

 Majestic Property Redevelopment
 Water Supply Project
 Street Paving and Roadway Improvements
 Malvern Avenue Project Continuation
 Homeless Services

Appendix F shows these goals in a SMART format.

While these are the major objectives for 2021, there are still objectives from 2020 that are ongoing.

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 700 $ 1,400 $ 1,336 $ 750
Personnel 914 $ 52,300
Services 27,244 49,100 42,500
Supplies 4,284 20,000
Reserves 24,650 42,500 -
Capital - -
Total Expenditures - 20,000 115,550
6,534
--

$ 52,594 $ 113,000 $

104

City Manager

MISSION STATEMENT

The City Manager’s office is responsible for providing overall management of the City’s
departments to insure that high-quality services are delivered to both citizens and
visitors. This office also provides information and advice to the seven-member Board of
Directors and insures that their policy decisions are fully implemented.

ACCOMPLISHMENTS FOR FY2020

There are two reports in the Appendix section that provide the City Manager’s 2020
accomplishment. Appendix G contains the report called “City Manager Accomplishments of Board Goals for 2020 and
this addresses the status of the 2020 Board goals. Appendix H contains a report called “Additional City Manager
Projects and Accomplishments of 2020” and this report is a very comprehensive listing of all accomplishments for
2020 .

OBJECTIVES FOR FY2021

The City Manager is charged with meeting the goals of the Board of Directors as listed in Appendix F.

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 345,659 $ 483,299 $ 483,299 $ 440,622
Personnel
Services 22,763 30,100 13,882 38,300
Supplies
Reserves 5,387 11,350 12,243 8,650
Total Expenditures
- 10,000 - 10,000

$ 373,809 $ 534,749 $ 509,424 $ 497,572

105

City Attorney

DEPARTMENT MISSION

The City Attorney is one of two City employees hired directly by the Board of Directors. The primary responsibility of
the City Attorney is to advise the governing body in all legal matters. The City Attorney provides oral and written legal
opinions to the City Manager and the department heads. He attends Board of Directors’ meetings and provides legal
management. The City Attorney draws, writes, and reviews contracts and legal agreements; prepares ordinances;
provides legal review and approval; and represents the City in legal actions. The Office of the City Attorney is also
responsible for prosecuting approximately 25,000 cases on behalf of the City in District Court on an annual basis.

ACCOMPLISHMENTS OF FY2020

 Successfully defended various legal actions filed against the City, its officers, employees, and/or agents
 Continued utilization of the Nuisance Abatement Program as civil remedy to combat drug offenses

OBJECTIVES FOR FY2021

 Provide City departments and the Board of Directors with competent legal counsel
 Defend the City on various claims and litigation in State and Federal Court
 Represent the City’s interest in state legislature
 Provide legal expertise and guidance for water treatment and distribution projects, as well as the

redevelopment of the former Majestic Hotel site

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 391,076 $ 422,244 $ 422,243 $ 392,057
Personnel
Services 33,757 25,507 25,757 25,585
Supplies
Total Expenditures 25,897 22,728 25,014 18,035

$ 450,730 $ 470,479 $ 473,014 $ 435,677

106

Human Resources

DEPARTMENT MISSION

Our mission is to provide the City of Hot Springs with effective human resources and services which anticipate, respond
and focus on our customer’s needs through recruitment of diverse, qualified individuals. We focus on retaining
valuable employees; providing a safe and healthful working environment; inspiring and encouraging a high level of
employee morale through recognition, effective communication and delivering constant feedback; and providing
resources for administering benefits, policies and procedures.

ACCOMPLISHMENTS OF FY2020

 With the introduction of the COVID-19 Pandemic in February of 2020, the City of Hot Springs was greatly
impacted. Processes, policies and procedures had to be implemented in response to this pandemic.
Mandatory federal guidelines dictated the creation of a new normal as our method of operation. Business
as usual came to a complete halt.

 Social distancing forced us to reconfigure our work areas;

 Wearing of masks at all times was mandatory in order to limit exposure of the COVID-19;

 Developed policies and procedures for providing safe work environments for employees as well as our
customers;

 All in-person meetings, most employee training and travel was placed on hold; and

 We managed to keep our office open.

OBJECTIVES FOR FY2021

 Complete the process of developing the new Employee Handbook for 2021. This will establish policies and
procedures for an effective workforce to meet the needs of our employees and allow them to benefit from
the services they provide for the community they work in.

 Complete updating employee job descriptions for all employees in 2021 and align with our Board of
Director’s priorities in regards to improvement of our infrastructure and future growth of this community.

 New employee, customer service and supervisory training will begin in the fall of 2021 giving our
employees opportunities for professional development and growth that will enhance the benefits of being
a part of the City of Hot Springs TEAM making a difference in the community in which we work.

 Our focus for 2021 will continue to have better alignment of our objectives with the Board of Director’s
goals for the City of Hot Springs. We will be the thread through the fabric of the projects and priorities by
providing improved and enhanced customer service.

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 301,881 $ 331,355 $ 325,540 $ 340,267
Personnel
Services 48,841 46,588 29,745 53,051
Supplies
Total Expenditures 10,992 30,415 10,510 29,915

$ 361,714 $ 408,358 $ 365,795 $ 423,233

107

Finance

DEPARTMENT MISSION

Our mission is to optimally manage the City of Hot Springs’ resources through its budgeting, procurement, financial
analysis and reporting, and employee services. This encompasses treasury and investment management, accounts
payable and receivable, risk management, grant management, capital asset accounting, payroll, debt financing, and
strategic sourcing. The Finance Department also develops the Comprehensive Annual Financial Report and the Annual
Budget.

ACCOMPLISHMENTS OF FY2020

 Received the Certificate of Achievement for Excellence in Financial Reporting from the Government
Finance Officers Association of the United States and Canada (GFOA) for the 26th consecutive year

 Received the Distinguished Budget Presentation Award from the Government Finance Officers Association
of the United States and Canada (GFOA) for the 3rd time

 Completed the implementation of Tyler/New World Systems for Business Licensing
 Served as the Finance representative for a major water and wastewater bond issue
 Moved Finance offices to 324 Malvern Avenue with a smooth transition for employees and citizens

OBJECTIVES FOR FY2021

 Submit the 2021 Budget Book to GFOA for the Distinguished Budget Award and the 2020 Annual Report for
the Excellence in Financial Reporting Award

 Complete the LaserFiche document management system
 Update the purchasing process and procedures
 Automation of debt accounting and compliance monitoring
 Reorganization and realignment of the finance team
 Support Short Term Rental program

Performance Measure 2016 2017 2018 2019 2020

Earned the GFOA Certificate

for Excellence in Financial

Reporting √√√√√

Earned the GFOA

Distinguished Budget

Presentation Award √√√

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 885,773 $ 933,800 $ 930,873 $ 960,837
Personnel 215,481 219,092 215,657 148,325
Services 18,469 53,696 44,071 23,200
Supplies -
Capital $ 1,119,723 $ 1,206,588 $ 1,190,601
Total Expenditures $ 1,132,362

108

City Clerk

DEPARTMENT MISSION

Our mission is to manage and preserve the official records of the City of Hot Springs; to assist the public in accessing
public documents and information; to administer all elections held in the City; and to provide these services in a
manner that is efficient, fair, courteous and of the highest quality.

ACCOMPLISHMENTS OF FY2020

 Filled 95% of openings on City Advisory Boards and Committees.
 Coordinated the 2020 election as the City’s election official.
 Represented the City of Hot Springs on Hot Springs/Garland County Complete Counts Committee,

advocating for increased community participation in the 2020 Census, especially traditionally
undercounted populations.
 Responded to over 110 FOIA Requests.
 Prepared and presented 190 Resolutions and 56 Ordinances to the Board of Directors.
 Published 50 Public Notices in the newspaper.
 Held 21 Board of Directors Meetings and 3 Special Board of Directors Meetings.
 Prepared and posted 21 Board of Directors’ Packets to the internet.
 Prepared and presented one Annexation to the Board of Directors.
 Prepared three Street Vacations for consideration by the Board of Directors.
 Codified recently passed Ordinances.
 Facilitated citywide records management plan for the annual inventory and purging of records pursuant to
State and local laws .

OBJECTIVES FOR FY2021

 Promote citywide utilization of iCompass Agenda Management platform in order to increase efficiency and
transparency.

 Support the integration of Laserfiche electronic document management software to ensure City records
are secure, accessible, and preserved.

 Increase public access to searchable Resolutions and Ordinances via the City’s Website.
 Facilitate regular citywide inventory, storage and destruction of records pursuant to State and local record

retention laws.
 Align department objectives with the Board of Director’s goals for the City of Hot Springs.

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 156,489 $ 169,944 $ 169,944 $ 170,882
Personnel
Services 45,282 55,896 39,604 55,896
Supplies
Total Expenditures 1,771 5,187 1,724 5,387

$ 203,542 $ 231,027 $ 211,272 $ 232,165

109

Public Information

DEPARTMENT MISSION

Our mission is to inform and engage the public through the news media and multimedia communications technology
about City programs, services and events by implementing responsive, efficient and effective government
communications. This includes issuing media releases; fostering media relations; responding to public requests and
concerns; meeting City departments’ internal and external communications needs; managing the City’s website, social
media sites and government access cable TV channel; creating City publications; providing photography, videography,
graphic design and event planning services; and lending staff support for the Hot Springs Sister City Program.

ACCOMPLISHMENTS OF FY2020

 Developed a COVID-19 information webpage (www.cityhs.net/COVID-19) at the onset of the pandemic and
began posting daily updates, as well as sharing them on the City’s Facebook and with the Sentinel-Record

 Provided public relations support for the Hot Springs/Garland County COVID-19 Task Force, including the
drafting, approval and distribution of weekly reports from the task force meetings

 Planned, produced and executed public relations campaigns for the following initiatives:

 2020 Census  H2O Program
 2020 Wyland National Mayor’s Challenge  HR Recruitment
 City Hall Selfie Day  HSPD Sentiment Survey
 Forward Hot Springs Comprehensive Plan  Tank of the Year Contest

 Produced the following new and/or revamped webpages: Board of Directors Election (City Clerk); Cross-
Connection Control Program Survey Questionnaire (Utilities); Fire Hydrant Flow Test (HSFD); Flood
Protection Information (Public Works); Flushable and Non-Flushable Items (Wastewater); Health and Safety
(HR); How to Report Street Concerns (Street); Illegal Dumping (Solid Waste); Jug Fountains (Parks & Trails);
Natural Disaster Resources; Online Master Street Name List (Public Works); Online Registration Forms
(Sports Recreation); Trees in the Urban Landscape (Urban Forestry); Animal Disposal, Keeping Your Pets
Safe, Reclaiming Animals and Rescue Group (Animal Services)

 Drafted and distributed approximately 474 press releases from Jan. 1, 2020 through Oct. 20, 2020 to the
media distribution email list, the City employee email list, the City’s social media outlets and more than 700
subscribers to Notify Me on the cityhs.net website

 Drafted and distributed more than 200 street and lane closure press releases using the new GIS Road
Closures map feature to provide a custom map image and link to the online map with all current closures

 Published Social Media Guidelines and expanded social media usage and reach (see chart) through
utilization of Hootsuite’s social media platform, scheduled and engaging posts, etc.

2020 Social Media Growth

Nov. 6, 2019 Facebook Twitter Instagram
Oct. 21, 2020
15,539 Likes 1,700 Followers 954 Followers
% Change 17,176 Likes 1,962 Followers 2,104 Followers
11% increase 8.6% increase 20.5% increase

110

Public Information

OBJECTIVES FOR FY2021

 Continue to communicate COVID-19 updates from the Hot Springs/Garland County COVID-19 Task Force,
as well as City and State news/updates related to the pandemic

 Produce a 2021 City Services Guide
 Continue update of Board Chambers A/V equipment (multi-year project)

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 159,675 $ 158,855 $ 158,855 $ 159,540
Personnel
Services 19,050 27,647 20,360 27,730
Supplies
Total Expenditures 5,253 11,250 4,474 9,837

$ 183,978 $ 197,752 $ 183,689 $ 197,107

111

Information Systems

DEPARTMENT MISSION

Our mission is to utilize the latest technologies to provide efficient IT services to all City/County departments in a
timely and cost effective manner.

ACCOMPLISHMENTS OF FY2020

 Deployment of new faster Internet services
 Completed conversions of Utility Billing, Business Licensing, and Code Enforcement applications to New

World .net applications
 Added new switch infrastructure and began internally segmenting our networks
 Deployed AppDefense security software to all virtual servers
 Implemented new asset management and software deployment applications
 Obtained service to help monitor our Cb Defense application professionally
 Deployed new IP/ID device to enhance security scanning of our network
 Started moving IOT devices off production networks onto DMZs
 Moved Finance and our Finance data center to new locations
 Work on converting fiber locations based on new Ritter franchise agreement
 Deployed new remote technologies for access and meetings to accommodate COVID-19 demands

OBJECTIVES FOR FY2021

 Move email and phone systems from on premise to the cloud to provide greater disaster recovery/
business continuity for core communications systems

 Upgrade WIFI networks with use of new Internet connections and switches
 Evaluate and potentially upgrade our backup systems to newer more secure possibly cloud based options
 Continue upgrading our switch infrastructure and firewalls to allow segmentation of key infrastructure and

networks
 Consolidate file servers into one upgraded system and explore SharePoint as an alternative

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 582,924 $ 613,293 $ 608,781 $ 624,828
Personnel
Services 118,256 154,707 146,271 153,107
Supplies
Capital 28,759 36,984 33,713 32,050
Total Expenditures
13,103 22,000 18,309 -

$ 743,042 $ 826,984 $ 807,074 $ 809,985

112

Planning & Development

DEPARTMENT MISSION

Our mission is to guide and manage the physical growth of the city and areas within one mile of it according to adopted
Plans and Hot Springs Code. Hot Springs 2040 Comprehensive Plan Forward Hot Springs Update defines the
community’s vision for future growth and economic development. The Department protects the health, safety and
welfare of Hot Springs’ citizens, businesses and visitors through construction, development and property maintenance
standards. Community Development Block Grant (CDBG) activities promote decent housing, a suitable living
environment and economic activity for people with low-to-moderate incomes.

ACCOMPLISHMENTS OF FY2020

 Implementation of the Analysis of Impediments to Fair Housing Choice Study recommendations and
activities to further short- and long-term goals: 250 Public service announcements on Fair Housing; 3
homebuyer classes; 9 neighborhood revitalization projects, assisted with two Habitat for Humanity houses.

 Completed 17 CDBG-funded projects to promote decent housing and create suitable living environments
for people with low- to moderate-incomes.

 Board of Directors adopted new comprehensive plan: Forward Hot Springs.
 Twelve public nuisance structures demolished by the City and property-owners.
 $164,724,681 (plus November and December #) new valuation per permits issued.
 Maintained neighborhood and department standards during the COVID-19 pandemic. While some City

services were limited, we responded to complaints, performed surveys and worked toward compliance.
 Launched 4C (Community Call, Care and Compliance) lawn care service for low-to-moderate income elderly

and disabled residents.
 Upheld prior year momentum of permits and inspections during the pandemic
 Collected $20,862 for weed and vacant structure abatement liens. (30% of 2020 abatement costs)
 Incorporation of $572,399 in additional CARES Act (CV) CDBG funding into the Consolidated and Annual

Action Plans to address the urgent needs of households experiencing COVID-19 related financial and
medical hardships.
 Acquisition of a shower trailer for homeless residents and coordination with local non-profit organizations
to operate and supply shower items.

OBJECTIVES FOR FY2021

 Adopt 5G regulations.
 Complete HUD remote monitoring review of CDBG program and financial records.
 Support Short Term Rental program.
 Support homelessness initiatives.
 Support County-City water policy implementation.
 Vacant structure focus – inspect, create and maintain owner contact database and assess alternative

approaches.
 Launch CDBG CV emergency rent, utility and food assistance programs through sub-recipient and partner

agencies.

113

Planning & Development

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 1,217,569 $ 1,251,767 $ 1,241,241 $ 1,263,562
Personnel 347,579 306,312 146,734 227,270
Services 32,296 40,900 26,117 26,650
Supplies 65,197 18,050 18,047 21,000
Capital
Total Expenditures $ 1,662,641 $ 1,617,029 $ 1,432,139 $ 1,538,482

114

115

116

Parks & Trails

DEPARTMENT MISSION

Our mission is to actively encourage, provide, promote, and protect quality leisure, recreational and cultural
opportunities, facilities, and environments that are essential for the health and enhancement of the lives of our
residents and visitors.

ACCOMPLISHMENTS OF FY2020

 Continued construction of the Hot Springs Creek Greenway Trail (HSCGT)
 Applied for a TAP Grant to complete the Jean Wallace Wetlands Trailhead portion of the HSCGT
 Installed of new restroom at Linden Park
 Continued to support Friends of the Parks on future land acquisition and trail development
 Continued to replace wooden mulch safety base material with shredded rubber mulch in all parks
 Continued to support Arts Advisory Committee on sculpture maintenance and acquisitions and fundraising

opportunities
 Assisted and supported Visit Hot Springs with development and construction of Northwoods Trails and

connections
 Received Facility of the Year Award on Reverend James Donald Rice Park from the Arkansas Recreation &

Parks Association
 Entergy Park received Sentinel Record Reader’s Choice Award- 1st Place Best Park
 Parks Director Anthony Whittington received two awards; Young Professional of the Year Award from the

Arkansas Recreation & Parks Association, and Citizen of the Year Award from the Hot Springs Civitan Club
 Purchased four pieces of art (one through donated funds) for public display
 Partnered with the Arkansas Career Development Center to refurbish the Crooked House sculpture which

was reinstalled at its original location at the Sculpture Garden

OBJECTIVES FOR FY2021

 Continue construction of the HSCGT
 Hosting the 2021 Arkansas Recreation & Parks Association Conference
 Apply for Community Development Block Grant Funds for a new 5-12-year-old playground at Linden Park
 Complete construction and dedicate David F. Watkins Memorial Park
 Continue to support Friends of the Parks on future land acquisition and trail development
 Continue to replace wooden mulch safety base material with shredded rubber mulch in all parks
 Continue to support Arts Advisory Committee on sculpture maintenance and acquisitions and fundraising

opportunities
 Assist and support Visit Hot Springs with development and construction of Northwoods Trails and

connections
 Apply for an Outdoor Recreation Grant for the future Pump Track and Skills Park along Valley Street in

District Two

117

Parks & Trails ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021
EXPENDITURES
Personnel $ 927,208 $ 991,123 $ 927,909 $ 986,619
Services 309,016 358,929 316,981 339,995
Supplies 226,568 249,862 249,861 228,056
Transfers Out - 340,664 18,778 -
Capital 113,896 122,262 51,107 95,450
Total Expenditures
$ 1,576,688 $ 2,062,840 $ 1,564,636 $ 1,650,120

118

Sport Recreation

DEPARTMENT MISSION

Our mission is to offer a wide variety of sport recreation services and programs. These programs occur throughout the
year and are offered to reach the recreation needs of our citizens and visitors of all demographics. We strive to offer
progressive and traditional programs that are managed at a high level of professionalism and quality. Sport Recreation
administers programs and events in-house as well as collaborates with other recreation entities and associations to
produce events for the public.

ACCOMPLISHMENTS OF FY2020

 Over 350 youth recreational participants
 Over 650 adult recreational participants
 Added USTA Tennis League to recreational activities catalog
 Youth and adult participation numbers affected by COVID-19 (No spring leagues)

OBJECTIVES FOR FY2021

 Resurface Kimery Park Soccer fields
 Over 1000 youth participants
 Over 1000 adult participants

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 111,393 $ 129,936 $ 129,935 $ 137,866
Personnel
Services 112,186 118,766 90,914 127,266
Supplies
Capital 35,857 42,953 21,529 50,885
Total Expenditures
- 131,642 27,392 45,000

$ 259,436 $ 423,297 $ 269,770 $ 361,017

119

Public Works

DEPARTMENT MISSION

Our mission is to improve the quality of life in the community by providing services to maintain and expand
infrastructures and public assets while emphasizing health and safety for citizens by:

 Providing supervision in the development of Public Works projects
 Providing engineering assistance and management supervision to the community with mapping, public

property management, stormwater drainage system management and floodplain management
 Maintaining and upgrading public streets and right of way
 Maintaining and upgrading traffic signals, street signs and pavement markings
 Managing and maintaining public parking lots and metered parking
 Inspecting and maintaining public buildings
 Providing 24/7 services during inclement weather to ensure safe passage of citizens on the City’s Streets

and State’s highways

ACCOMPLISHMENTS OF FY2020

 Supervised and installed new traffic signal at the intersection of Malvern Avenue and Lakeside Road within
budget

 Completed all 2020 PW budgets within budget constraints
 Supervised construction of David Watkins Park
 Supervised construction of remodel of the newly purchased building at 324 Malvern Avenue
 Contributed input and supervised installation of new HVAC system for 324 Malvern Avenue
 Supervised construction of new pneumatic bill paying delivery system 324 Malvern Avenue
 Completed 2020 paving program on time and under budget

OBJECTIVES FOR FY2021

 Supervise construction and completion of a remodel of four restrooms on two floors at 324 Malvern
Avenue within budget

 Bid and supervise installation of a new backup generator at 324 Malvern Avenue within budget
 Supervise installation of new epoxy flooring system in lobby of 324 Malvern Avenue and complete within

budget
 Complete 2021 paving program on time and under budget (approx. $1.5mm)
 Supervise construction of a new Traffic department office/operations facility within budget (highly

dependent on airport funding)
 Supervise and obtain construction drawings and Architectural services for new Stormwater department

office/operations facility
 Supervise construction of new cooling tower system for ASMSA within budget
 Provide engineering and supervise construction for a new parking lot located at 349 Malvern within

budget
 Provide engineering and supervise construction for a new parking lot located at 348 Malvern within

budget

120

Public Works

Administration ACTUAL AMENDED ESTIMATED BUDGET
2019 2021
EXPENDITURES 2020 2020
Personnel
Services $ 455,769 $ 502,426 $ 494,786 $ 512,355
Supplies
Transfers out 286,271 519,704 413,024 464,450
Capital
Debt Service 79,976 101,364 93,486 99,530
Total Expenditures
- 9,325 9,324 -

55,957 1,099,670 1,091,713 181,000

- 319,625 318,534 -

$ 877,973 $ 2,552,114 $ 2,420,867 $ 1,257,335

121

Public Works

(Sub Departments)

Traffic Department

DEPARTMENT MISSION

Our mission is to maintain all traffic signals, street pavement markings and street signage throughout the City and to
maintain City owned street lights for travel safety and citizen protection.

ACCOMPLISHMENTS OF FY2020

 Purchased and installed two new LED RFB pedestrian signs
 Installed 200,000 l/f of street pavement stripping
 Rigged out new bucket truck and put it into service
 Purchased and installed 1 downtown luminaire and 3 new banner poles
 Reviewed all city parking lots and restriped as needed.

OBJECTIVES FOR FY2020

 Purchase and install two new LED RFB pedestrian signs.
 Install 200,000 l/f of street pavement stripping.
 Purchase and install 1 downtown luminaire and 3 new banner poles.
 Review all city parking lots and restripe as needed

ACTUAL AMENDED ESTIMATED BUDGET
2019 2021
2020 2020

EXPENDITURES $ 419,078 $ 436,733 $ 424,024 $ 448,216
Personnel
Services 138,664 150,035 136,370 170,035
Supplies
Capital 117,292 122,730 76,574 106,100
Total Expenditures
- 109,411 89,353 20,000

$ 675,034 $ 818,909 $ 726,321 $ 744,351

Urban Forestry

DEPARTMENT MISSION

Our mission is to keep all City right-of-ways mowed, to trim trees for easy and safe passage of our citizens, to maintain
and prune all downtown City owned trees, provide as needed tree care for other City departments and to help the
general public with regards to trees.

ACCOMPLISHMENTS OF FY2020

 Completed 2020 within budget
 Bush hogged all maintenance zones at least 3 times
 Planted 10 new trees

122

Public Works

(Sub Departments)

OBJECTIVES FOR FY2021

 Complete 2021 within budget
 Bush hog all maintenance zones at least 3 times
 Plant 15 new trees

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES* $ 193,204 $ 207,847 $ 203,156 $ 213,123
Personnel
Services 45,061 102,228 53,601 87,250
Supplies
Transfers Out 60,476 72,600 47,872 62,600
Capital
Total Expenditures - 9,325 9,324 -

19,865 31,000 25,644 21,000

$ 318,606 $ 423,000 $ 339,596 $ 383,973

*These numbers are also included in the Public Works budget.

Property Maintenance

DEPARTMENT MISSION

Our mission is to provide project supervision for various contracted services, to provide general maintenance for City
facilities, and to provide small construction remodeling and repairs for City facilities.

ACCOMPLISHMENTS OF FY2020

 Completed 2020 within budget
 Installed two new bus shelters
 Supervised a new HVAC installation project at the transportation depot
 Hired and trained a new employee
 Developed a building maintenance plan for 324 Malvern Avenue

OBJECTIVES FOR FY2021

 Complete 2021 within budget
 Install two new bus shelters
 Supervise a new cooling tower installation project at ASMSA

ACTUAL AMENDED ESTIMATED BUDGET
2020 2021
2019 2020
$ 102,888 $ 106,679
EXPENDITURES* 10,429 14,265
7,476 9,625
Personnel $ 92,809 $ 103,140 - -

Services 10,835 14,265 $ 120,793 $ 130,569

Supplies 7,032 9,625

Capital 979 -

Total Expenditures $ 111,655 $ 127,030

*These numbers are also included in the Public Works budget.

123

Engineering

DEPARTMENT MISSION

Our mission is to support city departments and our community by leading a culture of excellence in customer service,
master planning, and quality construction.

ACCOMPLISHMENTS OF FY2020

 Coordinated and supervised construction contracts for 3 million gallon water storage tank and connecting
infrastructure installation ($5.3 million)

 Coordinated and supervised construction contracts for Utility relocation for Highway 7 North
 Coordinated and supervised construction contracts for installation of New Switchgear at Water Treatment

Plant

OBJECTIVES FOR FY2021

 Assist Parks and Trails Department in coordinating and supervising construction contracts for Greenway
Trail extension to TV Hill Road

 Coordinate the design of the Wastewater Treatment Plant and Collection System Improvements for 2020
Wastewater Bond Funds

 Coordinate and supervise construction contracts for Utilities relocation for Hwy 270 W
 Coordinate and supervise the first contracts for the raw water main to the New Water Treatment Plant
 Coordinate and supervise the CDBG and FTA grant improvements on Malvern Avenue

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $ 170,322 $ 180,817 $ 172,555 $ 212,945
Personnel
Services 14,503 36,202 16,124 28,250
Supplies
Capital 5,550 11,950 7,570 11,650
Total Expenditures
- - - 35,000

$ 190,375 $ 228,969 $ 196,249 $ 287,845

124

Special Appropriations

MISSION

Special Appropriations represents a department in General Fund budget where expense items are placed that are not
directly related to a specific department. It is a cost center. These include intergovernmental expense, debt service,
transfers to other funds, and various contractual services.

The main expense shown in special appropriations is transfers to other funds. The General Fund provides funding to
the Police Fund, Fire Fund, Street Fund, District Court Fund, Intracity Transit Fund, and the Parking Fund.

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

EXPENDITURES $- $ (50,000) $ - $ (50,000)
Personnel services 172,523 227,300
Services 73,618 227,250 150,076 78,878
Intergovernmental - 160,750
Reserves 77,606 74,223
Transfers Out 14,299,861 18,328,022
Capital Assets 789,488 135,750 - -
Debt Services 334,600
Total Expenditures 16,689,773 12,983,222 588,818
$ 15,670,090 $ 19,333,768
--

300,492 300,488

$ 17,380,871 $ 13,508,009

The negative amount in personnel services reflects savings that the City anticipates in governmental funds due to va-
cancies. Detailed information on debt services is included beginning on page 165 of the budget book.

125

Oaklawn Reserve Fund

GENERAL INFORMATION

The Oaklawn Reserve Fund is used to account for a reserve that is being built with a portion of revenues from Oaklawn.
More information on this reserve fund can be found on page 49. There is no expectation that any of the funds will be
spent in 2021, so it is budgeted as a reserve.

For GAAP reporting purposes, this fund is combined with General Fund.

Beginning Fund Balance ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

$- $- $- $ 16,311

REVENUES - 1,528,000 --
Other - 1,528,000 --
Total revenues - 1,528,000 - 16,311
Total resources available

EXPENDITURES --
Services --
Capital
Total expenditures ----

OTHER FINANCING SOURCES (USES) - 16,311 1,680,800
Transfers in - - 16,311 1,680,800
Total other financing sources (uses)

Ending Fund Balance $ - $ 1,528,000 $ 16,311 $ 1,697,111

126

Major Capital Projects Fund

GENERAL INFORMATION

The Major Capital Projects Fund is used to account for capital projects that may be one-time, but need to be
segregated from regular general fund projects. For financial presentation purposes, they are combined with the
general fund, but they are segregated for budgeting purposes.

One of the Board’s major goals is the redevelopment of the site of the old Majestic Hotel. For 2021, budgeted funds
will be used to pay property taxes and property maintenance expenses.

More information on this project can be obtained in Appendix G on page 194.

For GAAP reporting purposes, this fund is combined with General Fund.

ACTUAL AMENDED ESTIMATED BUDGET
2019 2021
2020 2020

Beginning Fund Balance $ (2,251,009) $ (2,250,467) $ (2,250,467) $ (2,250,467)

REVENUES - - - -
Other - - - -
Total revenues (2,251,009) (2,250,467) (2,250,467) (2,250,467)
Total resources available

EXPENDITURES 64,458 23,454 17,588 20,000
Services - - - -
Capital
Total expenditures 64,458 58,454 17,588 20,000

OTHER FINANCING SOURCES (USES) 65,000 15,000 17,588 20,000
Transfers in 65,000 15,000 17,588 20,000
Total other financing sources (uses)

Ending Fund Balance $ (2,250,467) $ (2,293,921) $ (2,250,467) $ (2,250,467)

127

ARKANVAS MURAL UNVEILING

Northwoods Waterworks Trailhead

128

SPECIAL REVENUE

City of Hot Springs, Arkansas

129

District Court

DEPARTMENT MISSION

Our mission is to provide a prompt, courteous, accessible atmosphere dedicated to ensuring equal justice while
promoting confidence within the judicial branch. This philosophy is shared and demonstrated within the criminal,
traffic, civil, and small claims sections of this agency, as well as other services the court provides within the court’s
jurisdiction. The court seeks to provide the highest quality of competence and customer service in all levels of our
agency.

ACCOMPLISHMENTS OF FY2020

 Started daily fifteen minute morning training sessions proving successful in reducing errors, improving
efficiency, and building staff confidence.

 Improvements in probation monitoring allowing for quicker recognition and rewarding for compliance,
and faster corrective action for those in noncompliance.

 Random Drug Testing for all District Court Employees.
 COVID-19 procedures developed in compliance with Arkansas Department of Health (ADH) and

Administrative Office of the Courts (AOC) guidelines.
 Redefining all staff in Clerk I and II positions, allowing for each to be crossed trained to perform all tasks

within the office from Small Claims, Civil, to inmates which provides for continuity of service due to an
illness, retirement, or termination.

OBJECTIVES FOR FY2021

 Continue daily fifteen minute morning sessions to include Smart Board interactive training with the
continued goal of reinforcing policy and procedures, reducing errors, improving efficiency, and staff
confidence.

 Improve employee retention and work performance by implementing salary recognition for members
meeting or exceeding state/nationally certification standards, with salary incentives for each phase of
completion. (A three and six year process).

 Train two additional Court Staff to support demand of two fulltime Judges.
 Improve networking and standardization of treatment providers.
 Increase the number of qualified treatment providers (both faith & evidence based instruction), expanding

the opportunity for eligible defendants to maintain employment and contribute to the community.
 Identify local evidence based inpatient treatment programs for those in need of drug and/or mental health

treatment, reducing travel time, improving travel expenses, while monitoring for compliance.
 Provide a smooth transition from two part-time Judges to two fulltime Judges and the associated

adjustments.

130

District Court

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

Beginning Fund Balance $ 17,949 $ 17,949 $ 17,949 $ 17,948

REVENUES 458,388 494,577 494,565 362,943
Intergovernmental revenues 11,774 11,800 11,774 11,800
Fines 15,231 15,000 9,238 8,500
Other 485,393 521,377 515,577 383,243
Total revenues 503,342 539,326 533,526 401,191
Total resources available

EXPENDITURES 883,362 947,227 947,227 683,286
Personnel services 153,505 154,700 156,387 171,623
Services 12,801 16,140 15,030 16,500
Supplies 58,650
Intergovernmental - - - 930,059
Total expenditures 1,049,668 1,118,067 1,118,644

OTHER FINANCING SOURCES (USES) 564,275 596,690 603,066 546,816
Transfers in 564,275 596,690 603,066 546,816
Total other financing sources (uses)

Ending Fund Balance $ 17,949 $ 17,949 $ 17,948 $ 17,948

131

Police

DEPARTMENT MISSION

Our mission is to enhance the quality of life in our community by ensuring the safety and wellness of all citizens,
visitors, and employees. We will conduct ourselves with honesty, integrity, and fairness while holding our staff to the
highest professional standards within the law enforcement community.

COMMITMENT STATEMENT

As members of the Hot Springs Police Department, we are committed to: A. Protecting the constitutional rights of all
people B. Providing professional service to all citizens and visitors C. Using current technology, modern tactics, and law
enforcement best-practices to determine our operational methodology D. Transparency and accountability to all.

CORE VALUES

Courage
Honor
Integrity
Professionalism
Excellence
Respect

STRATEGIC GOALS FOR 2021

1. Building Trust and Legitimacy within the Community and the Department
2. Policy and Oversight
3. Technology and Social Media
4. Community Policing, Crime, and Crash Reduction
5. Officer Training and Education
6. Officer Safety and Wellness

ACCOMPLISHMENTS OF FY2020

 The Police Department ensured that all critical policies were up to date and held to the professions best
practices.

 Every employee received training in “Biased Based Policing and Procedural Justice.”
 Engaged in countless community events, including a drive thru “Boo with a Badge” in which approximately

3,000 individuals attended.
 Participated in the Unity Coalition of Garland County as a strategic partner.
 Participated in the Stop the Violence Coalition.
 Hosted a several Community District wide meetings to discuss national and local topics.
 Purchased and trained a new K-9 that is trained in bomb detection.
 Outlined and implemented a Violent Crime Reduction Strategy.
 Created a Violent Crime Task Force focused on proactive policing strategies by partnering with other local,

state, and federal law enforcement agencies to address the growing violent crime in Hot Springs.
 Department personnel participated in a Federal and State warrant round up focused on firearm offenses.
 Created the first department wide five-year strategic plan, involving all employees and the community.
 Created a new comprehensive annual report.

132

Police

 Introduced CompStat Dash Board to assist in Intelligent Based Policing techniques
 Hired a criminal intelligence specialist
 Implemented new technology to include; new body cameras, automatic license plate readers and acoustic

shot detection system.
 Create committees in reference to policy and oversight, physical fitness, officer wellness, and evaluation/

promotion
 Complete reorganization of the department structure .
 Initiated and publicized a community resource directory to assist citizens with various needs (i.e. mental

health, shelters, abuse).

OBJECTIVES FOR FY2021

 Complete the new radio system build-out.
 Complete enhancements/upgrades to the existing communications center.
 Continue crime reduction strategies with a specific focus on gun and drug interdiction operations.
 Add additional police officers to provide protection and service to keep up with the city’s growth.
 Provide increased Police presence in the downtown/Greenway corridor.
 Continue educational efforts in schools to inform students of anger management and de-escalation

techniques.
 Provide mandatory training to all employees in reference to mental/physical well-being.
 Initiate “Project Safe Neighborhood” initiatives through educational and enforcement strategies.
 Continue community outreach programs such as Citizen and Teen Police Academies.
 Increase technology based policing platforms.
 Finish the Gulpha Gorge Training Facility.
 Recertification in the accreditation program.
 Create a robust mental and physical wellness program for all employees.
 Create a fugitive apprehension team.
 Staff the housing authority with full time officers.

133

Police

UNIFORMED POLICE

ACTUAL AMENDED ESTIMATED BUDGET
2020 2021
2019 2020

EXPENDITURES $ 9,319,485 $ 9,793,020 $ 8,088,773 $ 10,064,596
Personnel
Services 696,862 724,378 564,031 840,164
Supplies
Intergovernmental 594,368 775,687 589,854 769,863
Reserves
Transfers Out 30,000 30,000 30,000 30,000
Cappital Assets
Debt Service ----
Total Expenditures
5,374 309,200 309,181 32,000
EXPENDITURES
Personnel 263,789 541,576 557,310 370,500
Services
Supplies 533,463 516,939 516,402 470,047
Total Expenditures
$ 11,443,341 $ 12,690,800 $ 10,655,551 $ 12,577,170
EXPENDITURES
Personnel CLERICAL AMENDED ESTIMATED BUDGET
Services ACTUAL 2020 2020 2021
Total Expenditures
2019

$ 732,439 $ 785,025 $ 764,228 $ 811,200

2,313 2,350 2,353 2,350

----

$ 734,752 $ 787,375 $ 766,581 $ 813,550

COMMUNICATIONS

ACTUAL AMENDED ESTIMATED BUDGET
2020 2021
2019 2020

$ 726,981 $ 743,207 $ 773,762 $ 777,970

2,045 2,100 2,353 2,100

$ 729,026 $ 745,307 $ 776,115 $ 780,070

134

Police

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

Beginning Fund Balance $ 672,848 $ 1,022,133 $ 1,022,133 $ 496,988

REVENUES 4,277,966 4,082,033 4,488,192 4,521,462
General sales and use taxes 786,238 - - -
Oaklawn racing and gaming 133,912
Fees and permits 117,000 139,088 117,000
Intergovernmental revenues 1,038,770 1,083,724 1,484,293 1,533,128
Fines 57,136
Other 56,233 60,000 57,222 60,000
Total revenues 36,100 37,826 36,100
Total resources available 6,350,255 5,378,857 6,206,621 6,267,690
7,023,103 6,400,990 7,228,754 6,764,678

EXPENDITURES 11,272,058 11,849,484 10,144,094 12,194,913
Personnel services 781,520 827,928 654,080 957,714
Services 651,297 852,737 638,563 847,213
Supplies 30,000 30,000 30,000 30,000
Intergovernmental - - - -
Reserves 263,789 572,576 582,320 380,500
Capital 533,464 516,939 516,402 470,047
Debt service
Total expenditures 13,532,128 14,649,664 12,565,459 14,880,387

OTHER FINANCING SOURCES (USES) 7,069,532 8,522,023 5,572,874 8,264,197
Transfers in (5,374) (309,200) (309,181) (32,000)
Transfers out 570,000 570,000 380,500
Issuance of debt 467,000 8,782,823 5,833,693
Total other financing sources (uses) 7,531,158 8,612,697

Ending Fund Balance $ 1,022,133 $ 534,149 $ 496,988 $ 496,988

135

Animal Services

DEPARTMENT MISSION (A Division of Police)

Our mission is to provide response to animal complaints within the City of Hot Springs, and provide response to
unincorporated Garland County, covering a geographical area of 733 square miles. The department is involved in
enforcement of State Statutes and local ordinances. Provides Public Safety and Public Health application is its primary
duties. Operates a shelter facility that houses stray, homeless or fractious animals. Provides animals for adoption,
reclaim by owners and ensures all pets placed through adoption are spayed/neutered as required under State Statute.

ACCOMPLISHMENTS OF FY2020

 Provided improved outcomes for animals by reducing euthanasia by 38% based on space availability by
finding suitable partners to help provide placement of un-adopted pets.

 Implemented new shelter management software that streamlines Animal Services reporting, adoptions
and reclaims of animals in the shelter.

 Implement a higher level of employee training within Animal Services through report writing classes, Taser
training and Animal Control training.

OBJECTIVES FOR FY2021

 Work at providing improved outcomes for animals by reducing euthanasia based on space availability by
finding suitable partners to help provide placement of un-adopted pets.

 Implement a higher level of employee training within Animal Services.

ANIMAL SERVICES

ACTUAL AMENDED ESTIMATED BUDGET
2021
2019 2020 2020
$ 541,147
EXPENDITURES* 113,100
77,350
Personnel $ 493,152 $ 528,232 $ 517,331 10,000

Services 80,297 99,100 85,342 $ 741,597

Supplies 56,929 77,050 48,708

Capital Assets - 31,000 25,010

Total Expenditures $ 630,378 $ 735,382 $ 676,391

*The numbers above are also included in the Police Fund numbers on page 135.

136

Fire

DEPARTMENT MISSION

Our mission is to protect the lives and property of citizens of Hot Springs from the effects of fires, emergencies and
dangerous conditions.

ACCOMPLISHMENTS OF FY2020

 Replaced dryvit on Central Station & Station 6
 Shellac & Painted engine bay at Station 4
 Renovated kitchen at Station 6
 Upgraded Central Station training room audio visuals
 Purchased 20 new sets of turnouts along with 77 pair of structural firefighting boots & 77 helmet lights
 Purchased 77 new Scott Facemasks & adapters
 Continued our upgrades at the Training Grounds by adding 2 more conex boxes for training & storage
 Purchased new Incident Command Vehicle
 Purchased 4,000 feet of new fire hose
 Purchased large stock of COVID-19 supplies
 Installed new HVAC unit at Central Station to accommodate EOC & offices
 Purchased 8 Hydrant Gate Valves
 7 Nozzles- starting our nozzle replacement program

OBJECTIVES FOR FY2021

 Purchase Aerial Truck & Equipment
 Complete Central Station repairs: Painting 1st floor living quarters, remodel dispatch office, and finish

window replacement project
 Paint exterior of Central Fire Station and Lakeshore Fire Station
 Overhaul all fire station overhead doors—13 doors in total
 Replace Station 4’s floors & install lockers
 Purchase zero turn mower for the Training Ground
 Purchase 9 SCBA’s & 7 extra bottles
 Purchase 12 Level A Haz-Mat Suits
 Purchase 2 TIC Camera’s
 Purchase various non-capital pieces of equipment: hose testing pump, misters, radio harnesses, elevator

keys, surface pro, computers, recliners, special operations equipment, chairs for Training Room, Central
Station and Lakeshore Station, and nozzles
 Replacing/updating 7 high-rise packs
 Hand out all portable/mobile/base station radios and started using new radio frequency
 Completed overhaul of Rehab Trailer for cooling/warming firefighters on the firegrounds
 Purchase Assistant Fire Marshal vehicle

137

Fire

UNIFORMED FIRE ESTIMATED BUDGET
ACTUAL AMENDED 2020 2021
2019 2020

EXPENDITURES $ 8,086,891 $ 8,641,884 $ 8,618,139 $ 8,424,571
Personnel 509,612 741,112 512,613 737,562
Services 413,212 531,301 385,828 464,655
Supplies - 235,000 235,000 -
Transfers Out 201,669 42,954 35,215
Capital Assets 206,357 121,409 121,405 2,248,000
Debt Service 503,315
Total Expenditures $ 9,417,741 $ 10,313,660 $ 9,908,200
$ 12,378,103
EXPENDITURES
Personnel CLERICAL AMENDED ESTIMATED BUDGET
Services ACTUAL 2020 2020 2021
Total Expenditures 2019

EXPENDITURES $ 62,845 $ 65,823 $ 65,772 $ 65,884
Personnel 157 175 157 175
Services
Total Expenditures $ 63,002 $ 65,998 $ 65,929 $ 66,059

COMMUNICATIONS ESTIMATED BUDGET
ACTUAL AMENDED 2020 2021
2019 2020

$ 127,124 $ 134,054 $ 134,037 $ 130,915
315 350 314 350

$ 127,439 $ 134,404 $ 134,351 $ 131,265

138

Fire ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021
Beginning Fund Balance
$ 165,134 $ 423,520 $ 423,520 $ 330,754

REVENUES 2,851,978 2,814,072 2,992,128 3,014,308
General sales and use taxes 786,238 - - -
Oaklawn racing and gaming 35,788
Fees and permits 722,065 23,400 22,162 20,400
Intergovernmental revenues 35,987 725,000 873,122 760,000
Other 33,800 30,122 27,800
Total revenues 4,432,056 3,596,272 3,917,534 3,822,508
Total resources available 4,597,190 4,019,792 4,341,054 4,153,262

EXPENDITURES 8,276,859 8,841,761 8,817,948 8,621,370
Personnel services 510,085 741,637 519,284 738,087
Services 413,210 531,301 385,828 464,655
Supplies 201,669 42,954 35,215
Capital 206,357 121,409 121,405 2,248,000
Debt service 503,315
Total expenditures 9,608,180 10,279,062 9,879,680
12,575,427

OTHER FINANCING SOURCES (USES) 5,394,510 6,385,258 6,056,380 6,504,919
Transfers in - (235,000) (235,000) -
Transfers out
Issuance of debt 40,000 48,000 48,000 2,248,000
Total other financing sources (uses) 5,434,510 6,198,258 5,869,380 8,752,919

Ending Fund Balance $ 423,520 $ (61,012) $ 330,754 $ 330,754

139

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140

Street

DEPARTMENT MISSION

Our mission is to perform tasks requested by citizens and the City Directors which are timely approved by the Public
Works Director and Engineering Department, to assist other city departments in equipment and transportation needs
and to respond to any emergency within the City.

ACCOMPLISHMENTS OF FY2020

 Completed the 2020 paving program within budget and on schedule
 Completed the 2020 within budget
 Rigged out new street sweeper and put it into service
 Purchased new mini-excavator and trained employees on its operation

OBJECTIVES FOR FY2021

 Complete the 2021 paving program within budget and on schedule
 Complete the 2021 within budget
 Rig out new sand bagger machine, train employees and put it into service
 Complete 10% more street sweeping miles

141

Street

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

Beginning Fund Balance $ 1,467,172 $ 1,659,481 $ 1,659,481 $ 2,078,639

REVENUES 83,779 50,000 64,586 50,000
Fees and permits 2,755,326 2,875,000 3,472,845 4,611,000
Intergovernmental revenues
Other 33,204 2,500 23,942 2,500
Total revenues 2,872,309 2,927,500 3,561,373 4,663,500
Total resources available 4,339,481 4,586,981 5,220,854 6,742,139

EXPENDITURES 1,180,739 1,222,743 1,173,351 1,252,661
Personnel services 1,927,246 2,386,508 1,892,871 2,811,950
Services
Supplies 336,984 310,756 272,589 335,750
Intergovernmental 40,000 - - -
Reserves -
Capital - 400,000 823,000
Debt service 52,943 492,495 401,965 286,000
Total expenditures 156,298 157,047 156,950 126,460
3,694,210 4,969,549 3,897,726 5,635,821

OTHER FINANCING SOURCES (USES) 740,710 771,690 664,100 793,321
Transfers in - (368,452) (22,789) -
Transfers out 114,200 114,200
Issuance of debt 273,500 517,438 755,511 57,000
Total other financing sources (uses) 1,014,210 850,321

Ending Fund Balance $ 1,659,481 $ 134,870 $ 2,078,639 $ 1,956,639

142

Intracity Transit

DEPARTMENT MISSION

Our mission is to serve the City of Hot Springs with safe, reliable, and fixed route service along with on-demand
paratransit service for persons with disabilities. We provide rides to about 200,000 passengers per year but due to
COVID-19 the number was reduced in 2020. Our paratransit provides rides critical to seniors, those with disabilities
and dialysis patients daily .

ACCOMPLISHMENTS OF FY2020

 Maintained normal service levels throughout the pandemic period. Masks were mandated for passengers
and drivers in March. Buses were disinfected several times a day while in service. No-contact
temperature checks were made periodically for passengers and at the beginning of service for drivers.
Other protocols were developed and enforced, including social distancing guidelines and signage.

 Obtained $2.1 million in special 100% Federal CARES Act funding for IT operations and capital projects.
 Intracity Transit, with the assistance of ArDOT, developed its first Public Transportation Agency Safety Plan

(PTASP). This meets a new Federal requirement and provides a comprehensive approach to operational
safety, accident prevention and analysis.
 Staff from IT and other City Departments (Finance, Fleet Services, Human Resources and Deputy City
Manager) provided a full range of reports, data and policies to the Federal Transit Administration for its
Triennial Review, a comprehensive look at how the City manages the federal resources and meets all
federal requirements.
 IT participated in the upgrade of the City’s P-25 complaint radio system. All vehicles have a two-way
mobile radio on board.
 IT participated in the successful bidding and award of the construction contract for the Malvern Avenue
Streetscape Project, funded in part by the Federal Transit Administration.
 Ordered 2 low floor cutaway vans for use in fixed route service.
 Installed 2 bus shelters, funded in part by CDBG.

OBJECTIVES FOR FY2021

 Continue to adapt to the changing COVID-19 protocols, including local enforcement of the Jan 20, 2021
Executive Order mandating face mask coverings on all public transit vehicles and facilities

 Work to restore ridership to pre-pandemic levels by the end of 2021
 Place 3-5 additional bus shelters in strategic locations
 Procure and order a replacement heavy duty 30’ coach for fixed route
 Update the Transit Asset Management Plan (TAMP)
 Continue implementation and update of the Public Transportation Agency Safety Plan (PTASP)
 Upgrade of video surveillance system at the Transportation Depot

143

Intracity Transit

Beginning Fund Balance ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

$- $- $- $ 67,185

REVENUES 127,750 127,000 93,592 112,000
Charges for services 1,008,633 1,345,411 1,551,718 1,462,128
Intergovernmental revenues
Other 9,659 9,700 15,389 9,700
Total revenues 1,146,042 1,482,111 1,660,699 1,583,828
Total resources available 1,146,042 1,482,111 1,660,699 1,651,013

EXPENDITURES 783,157 818,807 818,806 849,991
Personnel services 480,769 536,102 533,749 503,758
Services 287,951 260,348 240,959 294,848
Supplies 384,704 408,000
Capital - 1,999,961 - 2,056,597
Total expenditures 1,551,877 1,593,514

OTHER FINANCING SOURCES (USES) 405,835 485,225 - 472,769
Transfers in 405,835 485,225 - 472,769
Total other financing sources (uses)

Ending Fund Balance $ - $ (32,625) $ 67,185 $ 67,185

144

SCENIC HILL SOLAR POWER

Ground Breaking

145

ENTERPRISE FUNDS

City of Hot Springs, Arkansas

146

Parking

DEPARTMENT MISSION

Our mission is tmaintaining the City’s parking facilities, maintaining the City’s parking meters, and collecting revenues
from the parking meters. The Parking Fund and its functions are managed by the Traffic Division.

ACCOMPLISHMENTS OF FY2020

 Completed 2020 within budget

OBJECTIVES FOR FY2021

 Complete 2021 within budget
 Hire and train new employee to service parking meters

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

OPERATING REVENUES $ 94,686 $ 90,500 $ 70,846 $ 90,500
Charges for services
Other 4,314 - 1,243 -
Total revenues
99,000 90,500 72,089 90,500
OPERATING EXPENSES
Personnel services 17,441 17,802 17,802 17,572
Services 92,747 107,195 91,213 107,665
Supplies 8,975 10,900 10,048 10,900
Depreciation 144,801 160,000 144,801 144,809
Total expense 263,964 295,897 263,864 280,946

NONOPERATING REVENUES (EXPENSES) 60,000 45,000 45,000 45,200
Transfers in 1,825 200 374 200
Investment earnings
Total nonoperating revenues 61,825 45,200 45,374 45,400
(expenses)
(103,139) (160,197) (146,401) (145,046)
Income before transfers
Change in net position (103,139) (160,197) (146,401) (145,046)
Total net position, beginning of year
Total net position, end of year 4,173,229 4,070,090 4,070,090 3,923,689

$ 4,070,090 $ 3,909,893 $ 3,923,689 $ 3,778,643

147

Stormwater

DEPARTMENT MISSION

Our mission is to protect and restore local creeks, reduce flood damage through capital improvements, safeguard our
lakes and educate citizens about water quality, flood damage and creek and lake projection.

ACCOMPLISHMENTS OF FY2020

 Completed 2020 within budget
 Obtained locations and supervised installation of two additional emergency warning sirens
 Supervised construction of $150,000 in new drainage improvement projects
 Supervised construction of $10,000 in new rain gardens
 Increased site inspections by 10%

OBJECTIVES FOR FY2021

 Complete 2020 stormwater account within budget
 Purchase and install upgrade to the Weather Warning system for the emergency siren system
 Supervise construction and complete a drainage improvement project on Walnut Street
 Supervise construction and contribute input to new construction drawings and plans for a new stormwater

department office/operations building
 Supervise construction and complete a new drainage project on Laser Street
 Supervise construction and complete a new drainage project on Yorkshire Street

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Stormwater

ACTUAL AMENDED ESTIMATED BUDGET
2019 2020 2020 2021

OPERATING REVENUES $ 1,486,378 $ 1,595,000 $ 1,608,250 $ 1,595,000
Charges for services
Other operating income 35,703 32,000 31,667 32,000
Other
Total revenues 4,089 - 2,912 -

OPERATING EXPENSES 1,526,170 1,627,000 1,642,829 1,627,000
Personnel services
Services 293,453 254,684 241,842 256,541
Supplies 331,534 499,778 371,061 456,859
Reserves 21,106 56,217 26,466 53,250
Capital 100,000 100,000
Depreciation - -
Total expense - - - -
204,287 260,000 225,801 233,200
NONOPERATING REVENUES (EXPENSES) 850,380 1,170,679 865,170 1,099,850
Investment earnings
Total nonoperating revenues 44,906 6,000 24,231 6,000
(expenses)
44,906 6,000 24,231 6,000
Income before transfers
Transfers out 720,696 462,321 801,890 533,150

Change in net position (27,290) (250,087) (40,482) (50,000)
Total net position, beginning of year
Total net position, end of year 693,406 212,234 761,408 483,150

3,399,530 4,092,936 4,092,936 4,854,344

$ 4,092,936 $ 4,305,170 $ 4,854,344 $ 5,337,494

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Airport

DEPARTMENT MISSION

Our mission is to maintain the airport as an attractive, safe and serviceable place for the use of air travelers while
keeping the highest standards both in safety and training of employees; oversee the safe, day-to-day operation and
maintenance of the airport; assure compliance with all Federal (FAA), State and local regulations regarding Airport
Operations. The Airport provides an infrastructure that services the needs of the current and future growth of aviation
in a safe and efficient manner by providing the necessary airport facilities and services.

ACCOMPLISHMENTS OF FY2020

 Secured a Federal Aviation Administration Airport Improvement Program grant to improve runway safety
area for the departure of runway 23. ($2,055,000)

 Completed a Federal Aviation Administration (FAA) grant project for the rehabilitation of taxiway A, B, C;
repairing cracks, seal coating and remarking the taxiways. Providing longer usefulness of these paved
areas. ($219,136)

 Secured a Federal Aviation Administration Cares Grant ($2,945,915)
 Purchased Aircraft Tug capable of moving up to 75,000 pound aircraft ($72,569)

OBJECTIVES FOR FY2021

 Repair and upgrade fire suppression systems in hangar A14 (36,000 sf) and hangar A3 (20,000 sq.ft.)
($150,000)

 Construct 60’x60’ hangar to relocate current tenant ($350,000)
 Terminal renovation ($600,000)
 New Traffic Complex ($500,000)
 Secure a Federal Aviation Administration Airport Improvement Program grant to rehabilitate runway 13-

31, providing longer usefulness of the paved area

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