2013 City & Capital Budget[PDF] - City of Fairbanks

2013 

ANNUAL BUDGET 

1903-2013

ANNUAL BUDGET 

CITY OF FAIRBANKS 

FOR THE YEAR 


SUBMITTED BY 

Jerry Cleworth 

CITY MAYOR 

PREPARED BY 

James Soileau, CPA, CHIEF FINANCIAL OFFICER 

Carmen Randle, CPA, CONTROLLER


2013 ANNUAL GENERAL AND CAPITAL FUNDS BUDGET 

TABLE OF CONTENTS 

Mayor’s Transmittal Letter to Council 7 

General and Capital Fund Budget Ordinance 9 

City of Fairbanks Organization Chart 14 

Mayor, Council, Officials, and Staff 15 

INTRODUCTION 16 

Certificate of Achievement for Excellence in Financial Reporting 23 

Budget Timeline 24 

Budget Timeline, Preparation, Adoption, and Enactment 25 

Debt 28 

Consolidated Funds List 30 

Funds 

General Fund 30 

Capital Fund 35 

Permanent Fund 36 

Special Revenue Grants and Contracts Fund 38 

Grants and Contracts Worksheet 39 

FINANCIAL SUMMARY 

Consolidated General and Capital Funds Budgets 40 

Five Year Consolidated General Fund Financial Schedule; Major-Fund 41 

Five Year Consolidated Capital Fund Financial Schedule; Non-Major-Fund 42 

GENERAL FUND 

Revenue Charts 43 

General Fund Revenues Narrative 45 

General Fund Revenue Summary 51 

General Fund Budget vs. Actual Expenditures Chart 54 

General Fund Expenditure Summary 55 

Personnel Summary 56 

MAYOR AND COUNCIL 

Organization Chart 57 

Department Budget vs. Actual Expenditures Chart 58 

General Fund Appropriation 59 

Schedule of Personnel Requirements 60 

Personnel Hourly Wages and Benefits 61 

Budget Narrative 62 

3

CITY ATTORNEY 







CITY CLERK 







FINANCE 







INFORMATION TECHNOLOGY 







GENERAL 




RISK MANAGEMENT 




POLICE 




4




DISPATCH 







FIRE 







PUBLIC WORKS 







ENGINEERING 







BUILDING 







5

FMATS 


Personnel Budget 196 



CAPITAL FUND 

Capital Fund Narrative 201 

2013 Capital Appropriations Fund Summary Page 208 

Permanent Fund Capital 209 

General Fund Capital 210 

Property Replacement 211 

Garbage Equipment Replacement 212 

Public Works 213 

Information Technology 214 

Fire Department 215 

Police Department 216 

Dispatch 217 

Engineering 218 

Building 219 

Road Maintenance 220 

HISTORICAL DOCUMENTS 221 

GLOSSARY 228 

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City of Fairbanks 2013 

Fairbanks Citizens 

City Council 

City Mayor 

Boards & 

Commissions 

Chief of Staff 

HR/Purchasing 

Manager 

City Clerk 

City Attorney 

Fire Chief 

Chief Financial 

Officer 

Public Works 

Director 

City Engineer 

Chief of Police 

Dispatch 

Manager 

IT Director 

Building Official 

14

MAYOR 

JERRY CLEWORTH 

CITY COUNCIL MEMBERS 

RENEE STALEY 

PERRY WALLEY 

BERNARD GATEWOOD 

JOHN EBERHART 

LLOYD HILLING 

JIM MATHERLY 

APPOINTED OFFICIALS 

PAUL J. EWERS City Attorney 

JANEY HOVENDEN City Clerk 

STAFF 

CHIEF OF STAFF 

Patrick Cole 

HR MGR/PURCHASING/RISK MGR 

Antonio Shumate 

POLICE CHIEF 

Laren Zager 

FIRE CHIEF 

Warren Cummings 

CHIEF FINANCIAL OFFICER 

James Soileau 

CITY ENGINEER 

Michael Schmetzer 

DIRECTOR OF PUBLIC WORKS 

Michael Schmetzer 

BUILDING OFFICIAL 

Clem Clooten 

INFORMATION TECH DIRECTOR 

Ryan Rickels 

DISPATCH MANAGER 

Stephanie Johnson 

15

INTRODUCTION 

PROFILE OF THE CITY OF FAIRBANKS 

The City of Fairbanks (City) was incorporated in 1903 and is located in Alaska’s interior. 

It is located some 360 road miles north of Anchorage and 120 miles south of the Arctic 

Circle. The City has a land area of 33.8 square miles and a population of approximately 

31,535. It is located within the bounds of the Fairbanks North Star Borough (FNSB); a 

unit of government analogous to a county with a land area of 7,361 square miles and a 

population of approximately 97,581, which includes City residents. There are two major 

military bases in the area. Fort Wainwright is an Army base and is located within City 

limits. Eielson Air Force base is located 23 miles south east of the City. The City levies 

a property tax on real property located within its boundaries. 

The City’s website www.fairbanksalaska.us is a valuable tool to use when discovering 

Fairbanks. Not only can you find links to the City’s financial and budget information but 

citizens can pay their garbage bills online and find contact information for all City 

Departments. Constituents can view fee schedules, information about street and snow 

maintenance, the Code of Ordinances, and the weather. At the top of the homepage is 

information about the government, public safety, residents, businesses, visitors, and the 

Fairbanks Metropolitan Transportation System can be found. 

Documents that are worth visiting are viewed by clicking on the Residents link at the 

top of the homepage or by pasting www.fairbanksalaska.us/about-fairbanks/ into your 

browser. The Moving to Fairbanks link will take you to “The Greater Fairbanks and 

North Pole Area Alaska Relocation Guide”. In this document you will find information on 

the history of the City, employment and economy, a map of Fairbanks, housing and real 

estate, education, health care, and community and recreation. Information is also given 

about the area surrounding the City of Fairbanks. 

The Economic Development link will redirect viewers to the Fairbanks Economic 

Development Corporation (FEDC) home page. Here, viewers will learn about important 

economic issues affecting our City and enjoy the scenic photos that change when 

clicking on the subject links at the top of the page (Home, About, Investors, 

Community…). 

The Community Research Quarterly link redirects viewers to the FNSB Community 

Research Center (CRC) website. The information gathered, resources and services 

maintained, and information disseminated by CRC is valuable. The Community 

Research Quarterly publication presents data on social and economic trends in the 

borough with five broad areas of interest: Economic Indicators, Employment, Housing, 

Cost of Living, and Population and Social Conditions. Much of the information reported 

in the Local Economy section below was compiled from this quarterly publication. 

To find out what is happening, click on the This Month in Fairbanks link. An Events 

Calendar will come up with current community activities. The Weather Information link 

shows general information about Fairbanks weather as well as providing direct links to 

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other weather sources. The Local History link tells the gold rush origin of the City of 

Fairbanks and the characters involved. Also presented is the history of the current City 

Hall known as “the Spirit of Old Main, A History of the Main School (1932-1995)” by 

Chris Allan. The entire report may be downloaded to a pdf document by clicking on the 

link towards the bottom of the page. 

The Tourism link gives you the opportunity to learn more about Fairbanks from the 

Fairbanks Convention and Visitors Bureau and the Greater Fairbanks Chamber of 

Commerce. The last link FAQ will display frequently asked questions and answers. 

Some of the questions and answers are quite entertaining. 

Form of Government 

The City is a home rule City under the laws of the State of Alaska. Home rule 

municipalities in Alaska have a broad range of local autonomy as defined by the City 

Charter. Since 1995, Fairbanks is a “Council-Mayor” form of government. Policymaking 

and legislative authority are vested in the seven-member City Council, of which the 

Mayor is a member. The Council is authorized to adopt ordinances, the budget, and 

selecting the City Attorney and City Clerk. The Mayor is responsible for carrying out the 

policies and ordinances of the Council, overseeing the day-to-day operations, and 

supervising department heads. The Council is elected at large on a non-partisan basis. 

Council members and the Mayor are elected to three-year terms and cannot serve more 

than two consecutive terms. 

General Government Functions 

The City provides a variety of local government services, including public safety (police, 

fire suppression and prevention, emergency dispatch and emergency medical services), 

street construction and maintenance, refuse collection, funding of economic development, 

public improvements, building and fire code enforcement, storm drain management, and 

general administrative services. 

Budgetary Control 

The annual budget is the foundation for the City’s financial planning and control. 

Budgets for the General and Capital Funds are adopted on an annual basis and are 

consistent with GAAP except that encumbrances are treated as budgeted expenditures in 

the year of incurrence of the commitment to purchase. The City uses modified accrual 

accounting for both budget and financial reporting. Budgetary comparisons presented in 

this report are on this budgetary basis. All annual appropriations lapse at year-end to the 

extent that they have not been expended or encumbered. 

The budget is prepared by Department Heads and their staff with the assistance of the 

Chief Financial Officer and the Controller. The Mayor and Finance Committee review 

the budget, recommend changes, and submit it to the City Council for adoption. The 

Council is required to adopt a balanced budget for the general fund no later than 

December 15 th of the fiscal year. 

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Section 2-651 of the City Code defines a balanced budget as one where current 

expenditures are covered by current revenues. Current revenues are further defined to 

include General Fund balance accumulated in prior years subject to the fund balance 

limitations described in the Long Term Financial Planning section on the next page. 

After adoption, the Mayor may approve intradepartmental transfers of appropriated funds, 

except for transfers from non-wage accounts to accounts used for wages and benefits, 

overtime, and capital funds which require Council approval. All interdepartmental 

transfers of appropriated funds require Council approval. 

A more in-depth view of the budget timeline, preparation, adoption and enactment is 

found on pages 24 through 27. 

FACTORS AFFECTING BUDGET DEVELOPMENT 

The information presented in the annual budget is perhaps best understood when it is 

considered from the broader perspective of the specific environment within which the 

City operates. 

Local Economy 

The City experienced some growth in 2012. As of September 30, 2012, the Building 

Department issued 864 construction permits with a construction value of approximately 

$78.0 million. While this is more than the calendar year 2000 amount of $35.1 million, it 

is still far below 2004 and 2005 when construction topped $140.0 million and $111.7 

million, respectively. The total (estimated) net taxable value of commercial and 

residential property decreased in 2011 to $2,412,601,885 from $2,420,240,995 in 2010. 

This slight decrease (0.32%) is the net effect of a number of developments, including 

the removal of North Haven, LLC., military housing from the property assessment 

valuations 1 , the increase from the 2009 annexation of Fred Meyer and a few other small 

lots, and the increase from new construction. 

According to the Fairbanks North Star Borough’s Community Research Quarterly, 

Summer 2012 Edition, tourism revenue from hotel-motel receipts increased in the first, 

second, and third quarters of 2012 by 3.9 percent, 4.7 percent, and 1.8 percent, 

respectively. Foreclosures increased 13 percent during the first nine months of 2012 

from the same time period in 2011. The average annual unemployment rate for the first 

three quarters of 2012 fell to 6.56 percent from 6.8 percent of the same timeframe in 

2011. In 2012 mining and logging reported the largest increase in employment (25 

percent) over 2011 followed by a four percent increase in educational and health 

services. Government employment decreased in 2012 from 2011 by 2.5 percent and 

leisure and hospitality employment decreased by 2.3 percent. Total nonfarm 

employment increased by an average of 200 people for the first three quarters in 2012 

over the same time period in 2011. 

1 The North Haven property became non-taxable under Alaska law. A payment in lieu of taxes agreement 

has been executed with the City under which the City will receive payments based upon project revenue. 

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The City is the major transportation hub for the interior of the State. It is the northern 

terminus for the Alaska Railroad that extends southward through Anchorage to the icefree 

port of Seward. Of the four major highways in the State, three pass through 

Fairbanks, connecting it to south and central Alaska by paved, all-weather roads. The 

Dalton Highway, which extends north to Prudhoe Bay, parallel to the oil pipeline, 

furthers Fairbanks’ role as a transportation center. The area supports the oil and 

defense industries through services, distribution and transportation services. Fort 

Wainwright, a U.S. Army installation, is situated within City limits. Eielson Air Force 

Base is approximately 21 miles southeast of the City. 

The University of Alaska Fairbanks campus is located to the west of the City’s 

boundaries. Enrollment at the University exceeds 5,000 students. The University 

employs over 3,000 people. The Fort Knox Gold Mine, located about 20 miles 

northeast of the City, is one of the world’s largest open pit mines. The mine produces 

about 400,000 ounces of gold annually. In 2012, International Tower Hill planned to 

conduct a prefeasibility study of a gold mine at Livengood, about 70 miles from 

Fairbanks. 

Fairbanks serves as a major center for petroleum-related activity. Alyeska Pipeline 

Service Company, operator of the Trans-Alaska pipeline system, has a significant 

presence in the City. Flint Hills, Inc. and Petro Star Inc. operate refineries nearby. 

One of the biggest concerns for the future of Fairbanks is the cost of fuel. Most buildings 

are heated with fuel. There are several different proposed projects involving different 

routes for the construction of a natural gas pipeline to develop and market natural gas 

resources from Alaska’s North Slope. None of these appear imminent. Fairbanks 

would benefit from any of these projects. A short-term proposed solution is the 

construction of a LNG plant on the North Slope from which gas would be trucked to 

Fairbanks. A utility has been formed to help expedite the process of getting the lowest 

cost energy solution that delivers gas to the most people in the shortest time. 

Long Term Financial Planning 

Fund balance is the assets of a fund less the liabilities of the fund. Commitments of fund 

balance are deducted from total fund balance to result in the unassigned fund balance. 

City ordinances require the general fund unassigned fund balance to be the greater of 20 

percent of budgeted operational expenditures or $4,000,000. The December 31, 2012 

projected unassigned General Fund balance is $10,014,382 (unaudited) as displayed in 

attached budget Ordinance. 

During the annual budget process, departments are encouraged to forecast future capital 

needs. Annually each department transfers an estimated amount to the capital fund to 

help pay for future capital needs. Funds transferred to the capital fund are accumulated 

and budgeted annually as capital needs become due. By Charter, funds may not be 

transferred out of the capital fund to pay for general fund operating expenditures. The 

December 31, 2012 projected unassigned Capital Fund balance is $4,295,848 

(unaudited) as displayed in the attached budget Ordinance. 

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The City maintains a Permanent Fund comprised of receipts associated with the sale of 

assets. The fund was originally established by the 1997 sale of the City-owned Municipal 

Utility System. The purpose of the Permanent Fund is to maximize income for capital 

and operating expenses of the City and preserve in trust assets of the City for present 

and future generations of City residents. The principal goal shall be to preserve principal 

and maintain purchasing power. The asset allocation of the fund is 55 percent fixed 

income and 45 percent equities. 

The Permanent Fund is managed by the head of the City Finance Department under 

the oversight of a five (5) person review board, including one member of the City 

Council, appointed by the Mayor and confirmed by the Council. This committee reviews 

the performance of the investment fund and makes recommendations for changes to the 

City Council. The City Council adopts investment fund policy by ordinance. 

At September 30, 2012 the total Permanent Fund balance was $106,276,956 (unaudited). 

City code allows not more than four percent of the five-year average market value to be 

transferred to the general fund to support City operations. An additional one half of one 

percent of the five year average may be used for capital needs. In 2012, $3,922,848 was 

transferred from the permanent fund to the general fund and $490,356 was transferred 

from the permanent fund to the capital fund. In 2013, it is estimated that $3,857,166 and 

$482,146 will be transferred to the general fund and capital fund, respectively. 

Relevant Financial Policies 

Audit requirement: City Charter requires an independent audit to be completed 

annually and presented to the City Council within one hundred and eighty days 

after the end of the fiscal year. 

Investment policies: The City’s investment policy for all funds is to apply the 

prudent-person (investor) rule: The City Council, Permanent Fund Review Board, 

City staff, investment managers and bank custodians shall exercise the judgment 

and care under the circumstances then prevailing which an investor of ordinary 

prudence, discretion and intelligence exercises in the management of large 

investments entrusted to it, not in regard to speculation, but in regard to the longterm 

investment of funds considering the probable safety of capital as well as 

probable income. 

Limitation on bonded indebtedness: As codified, the total amount of General 

Obligation Bonds issued and outstanding at any one time shall not exceed 15 

percent of the average assessed value of the property subject to taxation by the 

City as of the first day of January. In any one year, such average assessed value 

shall be determined by adding the assessed valuations for the last three preceding 

years and dividing by three. Bonds in excess of said limit may be issued if 65 

percent of the qualified voters at the referendum thereon vote in favor of said 

issue. 

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Authority to issue bonds: General obligation and revenue bonds must be approved 

by a vote of the citizens prior to issuance. By Council ordinance, refunding bonds 

may be issued in a greater principal amount than the outstanding bonds to be 

refunded in order to effect a saving by the City in the total principal and interest to 

be paid on the debt to be refunded. Industrial bonds may be issued provided that 

the borrowing is not repayable from taxes levied upon taxable real and personal 

property and approved by Council ordinance. 

Revenue Policies: The amount of tax that can be levied shall not exceed the total 

amount approved by the City Council for the preceding year by more than the 

Anchorage CPI from the preceding year, with limited adjustments. Of the total 

amount of taxes that can be collected, property taxes are limited by a maximum 

mill levy of 4.9 mills. Any new or additional sales tax levied, other than hotel/motel, 

alcohol, and tobacco, must be approved by the voters in a general election. 

Section 6.5(A) of the Fairbanks Code of Ordinance regulates the revenue 

generation of these taxes by stating “Except as provided in this section, the total 

amount of municipal tax that can be levied during a fiscal year shall not exceed 

the total amount approved by the City council for the preceding year by more 

than a percentage determined by adding the percentage increase in the Federal 

Consumer Price Index for Anchorage from the preceding fiscal year. Of the total 

amount of taxes that can be collected, property taxes area limited by a maximum 

mill levy of 4.9 mills subject to Charter Section 6.5(B). Any new or additional 

sales tax levied, other than hotel/motel, alcohol, and tobacco, must be approved 

by the voters in a general election.“ Section 6.5(B) lists exemptions from 6.5(A) 

including new construction, payment to secure bonds, taxes to fund additional 

services as approved by voters, funding of judgments, and special appropriations 

necessary on an emergency basis to fund unavoidable expenses insuring the 

public peace, health, or safety. Section 6.5(C) states “Increases in the 

hotel/motel tax levied by the City above the 1999 level shall be exempt from the 

application of Section 6.5.” The revenue budget narrative begins on page 45. 

The Council establishes fees for services, licenses and permits, fines forfeitures 

and penalties, rents and other revenues. All revenue sources are closely 

monitored by Finance and the Administration. Trends and unexpected variances 

are presented to the Finance Committee for review. Recommended changes are 

forwarded to the Council for modification. 

Expenditure Policies: Centralized purchasing is provided under the direction of the 

purchasing agent. After a competitive sealed bid process, the purchasing agent 

may award contracts with identifiable appropriations for amounts $50,000 or less. 

The Mayor awards contracts with identified appropriations for amounts up to 

$250,000. The City Council awards all contracts over $250,000 using identified 

appropriations. The City Council awards all contracts when competitive bidding is 

not deemed possible. 

All contracts exceeding $10,000 shall be memorialized in a formal, written contract. 

Resources costing between $1,000 and $10,000 must receive formal approval 

21

from the Department Head, Finance Director, and Mayor before purchase. 

Resources costing less than $1,000 may be purchased using a “good-faith” effort 

to ensure the most reasonable price after approval from the Department Head. 

No office or department shall expend or contract to expend any money or incur 

any liability for any purpose in excess of the amounts appropriated. 

Section 8.9 of the City Code requires that all funds appropriated to the Capital 

Fund remain in the Capital Fund only to be expended on capital projects as 

approved by the City Council. 

Major Initiatives 

Starting in 2012 and continuing in 2013, the City: 

• Continued a multi-year program for reconstruction of a number of City streets, 

funded by both grant and local revenues. 2013 will see the construction of 

new access for the North Bentley area. 

• Continued formal planning for a “continuity of operations plan” for City 

governmental functions in the event of any natural disaster or breakdown in 

utility services. Included in this project is 2013 construction of a Public Works 

addition that will double as an alternate back-up government operations 

center. 

• Continued renovation of City Hall to restore the facility to its historic floor plan; 

much work was completed in 2012. 

• Create a plan for records retention and storage. 

AWARDS AND ACKNOWLEDGEMENTS 

The Government Finance Officers Association of the United States and Canada 

(GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to 

the City of Fairbanks for its comprehensive annual financial report (CAFR) for the fiscal 

year ended December 31, 2011. The City received this prestigious award for the past 

ten consecutive years (2002 - 2011). In order to be awarded a Certificate of 

Achievement, a government must publish an easily readable and efficiently organized 

CAFR. This report must satisfy both GAAP and applicable legal requirements. 

A Certificate of Achievement is valid for a period of one year only. We believe that our 

current CAFR continues to meet the Certificate of Achievement Program’s requirements 

and we are submitting it to the GFOA to determine its eligibility for another certificate. 

The City will apply to the GFOA for consideration in the Distinguished Budget 

Presentation Award Program for this 2013 budget document. 

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2013 BUDGET TIMELINE 

09/07/2012 

Budget 

templates sent 

to Department 

Heads 

09/27/2012 

Departments’ 

budget 

requests due 

to Finance 

11/01/2012 

Mayor’s budget 

advertised & 

submitted 

to Council 

11/19/2012 

First public 

reading & 

comment on 

budget ordinance 

12/10/2012 

Council passes 

budget ordinance 

after final public 

comments 

01/01/2013 

2013 Approved 

calendar year 

budget 

implemented 

10/01/2012 11/01/2012 12/01/2012 

09/01/2012 01/01/2013 

10/01/2012 - 10/26/2012 

Mayor reviews 

Departments’ budget 

with input from 

Finance & the requesting 

Departments & 

makes changes 

11/01/2012 - 12/04/2012 

Council reviews Mayor’s 

budget with input 

from Mayor, 

Department Heads, 

& public 

24

Budget Timeline, Preparation, Adoption, and Enactment 

The City of Fairbanks (City) operates on a calendar year fiscal cycle. There are three distinct 

phases to the adoption of annual budget estimate. In the first phase, City departments submit 

their expenditure requests to the Mayor. In the second phase, the Mayor submits 

recommended budgets for revenue and expenditures to the Council; the City Charter requires 

the Mayor transmit the budget estimate to the Council by November 1 st. In the final phase the 

City Council formally adopts an ordinance approving the budget estimate; if an ordinance is not 

passed by December 15 th the Mayor’s proposed budget goes into effect; the City Council may 

elect to subsequently amend the budget. 

General Fund expenditures are budgeted at the department level. There are five distinct 

expenditure classifications: personnel services, training, office/operating supplies, dues and 

publications, and other outside contracts. In addition, there are expenditure classifications for 

repair, maintenance or other specially classified expenditures based upon the character of 

individual City Department functions. General Fund budget narratives are submitted by 

Department Heads and are not changed when the Mayor recommends and Council approves 

different levels of funding. The changes occurring between the different phases of the budget 

process can easily be identified under the column total headings “REQUESTS, 

RECOMMENDS, APPROVED” in the budget narratives and financial worksheet preceding the 

departments’ narratives. 

Capital Fund expenditures are also budgeted at the department level but have unique objects 

based on the nature of the capital project (equipment, road maintenance, property 

replacement). 

Every September, the Finance Department sends a budget template to each Department 

Head. The Department Heads have the discretion to propose changes for the following year. 

The Finance Department determines the impact of a request on personnel services accounts 

based on the relevant collective bargaining agreements. 

During the first three weeks of October, the Mayor meets with each Department Head to 

review the requested budget. After each meeting, the Mayor prepares a recommended budget 

which reflects any changes the Mayor proposes. 

The Mayor’s recommended General Fund revenue budget is determined at the line item level. 

Factors affecting changes to the revenue budget include judgments regarding changes in the 

Anchorage Consumer Price Index, changes in fees and historical revenue trends. Amounts in 

the Other Financing Sources (Uses) section of the General Fund revenue budget are 

discussed below. Pages 45 through 50 include an in-depth narrative of General Fund 

revenues. 

Capital Fund revenue is determined by appropriations from the General and Permanent 

Funds. General Fund appropriations to the Capital Fund are as follows: 

25


City of Fairbanks Code of Ordinances (Code) 

Garbage Equipment Replacement Section 64-42(b) requires 12 percent of garbage 

collection revenue to replace City equipment. 

Ambulance Mileage Revenue Section 26-11 of code states the amount of revenue 

collected for mileage to be placed in the Capital Fund. 

Transfer from General Fund 

Other Financing Sources (Uses) section of the revenue budget object line 7604 

TRANSFER to CAP FUND (see pages 49 and 53). 

Expenditure object 7501 EQUIP REPLACEMENT amounts transferred to the Capital 

Fund from each department to fund operational capital needs. 

Permanent Fund appropriations to the general and Capital Funds are limited by the City’s 

code. Section 2-260(j) provides that the City Council may only appropriate from the Permanent 

Fund as follows: In any fiscal year, an amount not to exceed four percent of the five-year 

average fund market value, to be computed using the five prior years' year end audited market 

value, for the City operations (General Fund), and an additional 0.5 percent solely for capital 

needs. Permanent Fund transfers are included in the Other Financing Sources (Uses) section 

of the General Fund revenue budget and in the Permanent Fund Capital Appropriations line 

item of the Capital Fund budget (pages 208 and 209). 

Once the Mayor’s recommended budget has been determined and compiled by Finance, the 

budget document is published on the City’s website at www.fairbanksalaska.us and submitted 

in writing to the City Council. 

Throughout November, the City Council holds public meetings to discuss the budget. 

Department Heads are free to present their budget requests. The budget ordinance is drafted 

and presented for first reading at a general Council Meeting, normally the last meeting in 

November. 

The Council’s consideration of the budget ordinance is open to public comment. At the 

beginning of every Council meeting, individuals from the public are afforded five minutes to 

make comments on anything they desire except issues scheduled for public hearing later at 

the same meeting. 

Budgetary Control 

Once the budget is approved, the CFO and Controller enter the amounts into the municipal 

software program. The program has controls and safeguards that prevent overspending at the 

object account level. All expenditures anticipated must go through the purchases requisitions 

and approval process. Purchase requisitions can only be made for amounts that do not exceed 

the available budget. 

Departments may request transfers of object account budgets, which are not personnel 

related, to other object accounts within their department. The requested intra-budget transfers 

26


are documented on a spreadsheet and must be signed for approval by the Department Head, 

CFO, and Mayor. Once approvals are done, either the CFO or Controller makes the budget 

transfer. 

All changes to personnel object account budgets, revenue budgets, and net increases to the 

overall department budgets may only be made after the City Council adopts an ordinance 

amending the budget. 

The revenue budget is constantly monitored by Finance and the Mayor. If expected receipts 

yield significantly different results, the change is included in an ordinance amending the 

budget. Property and sales tax revenues are adjusted to match receipts. Fee changes 

approved by the Council are included, and new intergovernmental revenues are added. There 

are generally three or four budget amendment ordinances each year. By the end of the budget 

year there should not be any significant differences between the revenue and expenditure 

budgets and the actual results achieved. 

27


Debt 

The City of Fairbanks is virtually debt free. In October of 2011 voters approved a ballot 

initiative to pay off a 2005 general obligation bond and in November of 2011 an ordinance was 

passed by the Council to prepay a long-term capital lease. The City’s remaining long-term debt 

is reimbursed by other entities. There are no plans to incur debt for capital improvements, or 

otherwise, unless a third-party reimbursement agreement is obtained. 

Bonds 

Limitation on bonded indebtedness 

According to Section 7.3 of the City Code of Ordinances “the total amount of general obligation 

bonds issued and outstanding at any one time shall not exceed fifteen per centum (15%) of the 

average assessed value of the property subject to taxation by the City as of the first day of 

January. In any one (1) year such average assessed value shall be determined by adding the 

assessed valuations for the last three (3) preceding fiscal years and dividing by three (3). 

Bonds in excess of said limit may be issued if sixty-five (65%) of the qualified voters voting at 

the referendum thereon vote in favor of said issue.” For the three years ending 2012 the 

calculation is as follows: 

2010 Assessment $2,420,240,995 

2011 Assessment 2,413,004,325 

2012 Assessment 2,452,798,320 

Total $7,286,043,640 

Divide by three 3 

Average Assessed value $2,428,681,213 

Times 15% 15% 

Debt limit $ 364,302,182 

General Obligation Bonds principal outstanding 855,000 

Legal Debt Margin $ 363,447,182 

The only general obligation bond outstanding is for the construction of a Fire Station, as 

reported in the General Fund budget on page 106. The annual payments for both the principal 

and interest are fully reimbursed to the City by the State of Alaska the year after the payment 

is made. The final principal and interest payment of $883,215 is due on December 1, 2013. 

On March 18, 2009 Standard and Poor’s Rating Services raised the rating on the City’s 

general obligation debt from “A-” to “A.” The rating was upgraded following a review of credit 

strength. The City has not issued any debt since the upgrade was published. 

28


Other Long-Term Debt 

In 1997, the City sold its utility system to a consortium of buyers in exchange for $87.5 million 

in cash, payoff of $47.6 million in utility debt and other considerations; of the total proceeds, 

the City received $2.0 million from the water/wastewater purchasers. As part of the overall 

utility sale, the Peger Road wastewater treatment plant has been operated by Golden Heart 

Utilities (GHU) subject to a lease-purchase agreement paying $33,075 per month to the City’s 

Permanent Fund. GHU has not exercised its option to purchase the treatment plant, opting to 

continue leasing the facility from the City. Over $5.6 million has been received in lease 

payments to date. 

In October 2012 voters approved a ballot initiative that allows the City to borrow funds from the 

Alaska Clean Water Fund (ACWF) at 1.5 percent interest and pass them on to GHU. In return, 

GHU will repay all principal, interest, and loan origination fees back to the City over the life of 

the loan. The initiative also ratified a previous loan from ACWF that originated in 2009 and 

2010. The details of the ACWF loans are described below. 

In 2010 and 2009, the City of Fairbanks received an ACWF loan in the amount of $130,827 

and $577,873, respectively, for a sodium hypo-chloride system at the wastewater treatment 

plant on behalf of GHU. For the 20 year life of the loan GHU will repay all principal, interest, 

and loan origination fees to the City. On December 31, 2012 the receivable balance remaining 

is $602,395. The loan is collateralized by rental income recorded in the MUS Enterprise Fund. 

In 2013 the City is scheduled to borrow another $4,625,600 from ACWF at 1.5 percent interest 

for the sludge dewatering system replacement project. GHU has agreed to repay this loan and 

interest in full, plus pay the City a 0.5 percent loan origination fee and other costs. If 

successful in obtaining grants to offset the loan amount, GHU estimates that ratepayers will 

see an increase of approximately 0.57 percent to pay for this project. Using conventional 

financing sources, the increase would be approximately 2.89 percent. 

In addition to the sludge dewatering project, an ACWF loan of up to $650,623 at 1.5 percent 

interest for a plant clarifier is available to complete the project. GHU has agreed to repay this 

loan and interest in full, plus pay the City a 0.5 percent loan origination fee and other costs. 

29


Consolidated Fund List 

General Fund* 

Capital Fund* 

Permanent Fund 

Special Revenue Grants and Contract Fund 

Funds marked with an asterisk* are included in this budget. While the activities of the other 

funds are not included, the Permanent Fund transfer to the General Fund is shown in Other 

Financing Sources (Uses) section of the revenue budget (page 53). The Permanent Fund 

transfer to the capital budget is shown as an addition in the Capital Fund’s Permanent Fund 

line item budget (see pages 208 and 209). General Fund administrative and labor expenditure 

recoveries from the grants and contracts fund are budgeted in objects 3180 and 3183 in the 

Charges for Services revenue budget (page 51). 

General Fund 

Description 

The General Fund is the City’s primary operating fund and is used to account for resources 

traditionally associated with government which are not required legally or by sound financial 

management to be accounted for in another fund. 

Major Fund 

By definition, the General Fund is always reported as a major fund. 

Revenues 

Revenues are derived principally from taxation. Proceeds from property tax and sales tax 

account for 58 percent of General Fund revenue. Revenue derived from charges for services 

include garbage collection fees, ambulance fees, traffic tickets, administrative grant recoveries, 

and other fees. In total, these proceeds account for less than 15 percent of General Fund 

revenues. Intergovernmental revenues from the State of Alaska account for 10 percent of 

General Fund revenues. These state appropriations include revenue sharing, PERS on-behalf 

payments, and Fire Station bond reimbursement payments. License and permits, fines and 

forfeitures, interest, rental and lease income, other revenues and other financing sources and 

uses account for the remaining 15 percent of General Fund revenues. Of those categories, 

business license receipts and transfers from the Permanent Fund and to the Capital Fund are 

the most significant. The revenue section of the General Fund budget begins on page 43. 

Personnel Budgets 

Approximately 65 percent of the General Fund budget is for personnel costs. City personnel 

are tracked in the General Fund budget section. The Personnel Summary on page 56 shows 

30


the total number of approved positions for the years 2011, 2012, and 2013. Each department’s 

Schedule of Personnel Requirements is located after the financial worksheet showing the 

department budget. Not only does this information show the yearly personnel cost paid by the 

General Fund and Grants Fund, it shows the number of authorized personnel employed in 

each department. All City employees are included on the personnel schedule and the total 

from each department is carried forward to the Personnel Summary. 

Following the personnel schedule is the Personnel Hourly Wages and Benefits worksheet. 

Wage and benefit information is presented in an hourly format to arrive at the hourly package 

rate. Note, wage rates and benefits may be rounded to four places to accurately reflect 

calculations performed by the municipal software system. Below is a summary of the benefits 

paid by the City by department and union: 

Non-Union 

Seven City positions are not represented by a labor union. Four of the positions are in 

the Mayor’s Department, two are in the Office of the City Attorney, and one is in the 

Office of the City Clerk. All of these positions participate in the health care and pension 

program offered by the International Brotherhood of Electrical Workers (IBEW) through 

a special agreement between the City and the union trust. Below are the benefits 

related to this group: 

IBEW 

IBEW Pension for all positions except the Executive Coordinator/PIO is $6.00 per 

hour. The Executive Coordinator/PIO’s hourly pension is $5.50 

The monthly health premium is $1,454 of which the City pays $1,067.66 (except 

for the Mayor’s coverage) and the employee pays $386.34. The hourly cost to 

the City for this coverage is calculated as follows: $1,067.66 X 12 months divided 

by 2,080 hours equals $6.16 per hour. The City pays $932 of the Mayor’s 

premium. The hourly cost is $932 X 12 months divided by 2,080 hours equals 

$5.38 per hour. Other hourly benefits include 1.45 percent for Medicare and 

$.0433 (cents) for life insurance. 

Every City department with personnel has employees that belong to the IBEW. Wages 

and benefits are formally negotiated every three years with one-year option to 

renegotiate wages based on the change in the Municipality of Anchorage Consumer 

Price Index (CPI). On February 1, 2013 IBEW employees will receive a 2.5 percent 

(CPI) increase to their hourly package rate (base wage + hourly pension + hourly health 

= hourly package rate). Medicare and life insurance are not included in the CPI 

calculation. The union has the option to allocate the raise. They can put the entire 

amount to wages, to pension, to health, or split it among the base wage and different 

benefits proportionately. Historically, IBEW employees put 100 percent to wages. 

Below is a breakdown of the benefits associated with IBEW union member positions: 

The monthly health premium is $1,454 of which the City pays $850 and the 

31


employee pays $604. The hourly cost to the City for this coverage is calculated 

as follows: $850 X 12 months divided by 2,080 hours equals $4.90 per hour. In 

2013 it is estimated that the health premium will increase 7 percent. 

There are two different hourly pension rates: $6.59 per hour for positions earning 

more than $50,000 per year and $5.59 per hour for positions earning less than 

$50,000 per year. 

Other benefits include Medicare at 1.45 percent X base rate (assumes no 

deductions) and life insurance at $.0433 (cents) per hour. 

Public Safety 

In May of 2012 the Fire Fighters Union negotiated a 4.75 percent increase to base 

wages with no further increase through December 31, 2014. Firefighters with special 

certifications receive increases to their base wages. These “pro-pay” certification 

amounts are listed on the Fire Department’s Personnel Hourly Wages and Benefits 

worksheet on page 138. 

Police and Dispatch employees represented by the Public Safety Employees 

Association (PSEA), participate in a seven-year step base wage schedule. In August of 

2012, as part of a one-year wage reopener, PSEA negotiated a four percent increase to 

base wages steps through December 21, 2013. Five and ten percent differentials are 

added to an employee’s base wage in the following circumstances: 

Five Percent differentials: 

Sergeant working as a Shift Commander 

Field Training Officers performing department-sanctioned on-the-job 

training. 

Lieutenants and Sergeants assigned to the Investigations/Special 

Operations Bureau 

K-9 Officers 

Swing shifts beginning between 1200 hours and 1859 hours 

Ten Percent differentials: 

The Deputy Police Chief is paid a ten percent differential above the 

highest Lieutenant step (step 7). 

Midnight shifts beginning between 1900 hours and 0459 hours 

The Personnel Hourly Wages and Benefits worksheets for the Police, Dispatch, and 

Fire Departments are located on pages 117, 128, and 138, respectively. Below is a 

summary of the benefits paid by the City. 

32


There are two different health care plans offered by PSEA: 

The Heritage plan monthly premium is $1,582, of which the City pays 

$1,040 and the employee pays $542. The hourly cost to the City for this 

coverage is calculated as follows: $1,040 X 12 months divided by 2,080 

hours equals $6.00 per hour. Forty-three Police employees, thirteen 

Dispatch employees and thirty six Fire employees participate in the 

Heritage Plan. 

The Catastrophic plan monthly premium is $1,051, of which the City pays 

$1,040 and the employees pay $11.00. The hourly cost to the City for this 

coverage is the same as the Heritage plan. Only five Police employees, 

three Dispatch employees and five Fire employees participate in this plan. 

Beginning January 1, 2013 the Fire Department will no longer 

participate in PSEA health insurance plans. Instead, they will 

participate in the Northwest Fire Fighters Benefits Trust (NWFFT) 

health plan. The cost to the City will remain the same. 

The Police Chief, Fire Chief, Assistant Fire Chief and Dispatch manager 

participate in the IBEW health plan mentioned in the IBEW section above. 

Public Safety employees participate in the State of Alaska Public Employees’ 

Retirement System (PERS). Effective July 1, 2007 the Alaska legislature set the 

effective employer rate at 22 percent of the base rate paid. 

The Fire Chief, Assistant Fire Chief and Dispatch manger participate in the IBEW 

pension plan; allocating $6.59 per hour of their package rate. 

Other benefits paid include Medicare, PSEA IRS section 125 health plans, life 

insurance, and a $3,000 education pay for Lieutenants and the Deputy Chief. 

Fire employees also participate in a health savings account (HSA) with the 

Washington State Council of Fire Fighters (MERP Plan). Part-time employees 

who are not covered under health or pension plans are subject to FICA. The 

hourly rate for these deductions is calculated as follows: 

Medicare is 1.45 percent X base rate (assume no deductions from base 

rate). 

Social Security is (part-time employees only) 6.2 percent X base rate 

(assumes no deductions from base rate). 

PSEA section 125 health costs the City $1,200 per year divided by 2,080 

hours equals $.5769 (cents) per hour. 

Life insurance costs the City $90 per year divided by 2080 hours equals 

$.0433 (cents) per hour. 

For the Lieutenants and Deputy Chief only, educational pay costs $3,000 

33


AFL-CIO Joint Crafts 

per year divided by 2080 hours equals $1.4423 per hour. 

The City pays $100 each month for the Fire HSA MERP Plan. The hourly 

rate associated for this benefit follows: $100 X 12 months divided by 2,080 

hours equals $.5769 (cents) per hour. 

A variety of different unions collectively bargain for employee wages at Public Works 

under a Joint Crafts collective bargaining agreement (“CBA”). Each union maintains its 

own benefits. Contracts are formally negotiated every three years with one-year option 

to renegotiate wages. Effective February 1, 2013 Public Works employees will receive a 

2.5 percent (CPI) increase to their hourly package rate. Historically, employees have 

allocated increases across wages and benefits. A description of the current allocations 

is shown below. 

Laborers Union: 

The hourly health premium is $1,020.04/month X 12 months divided by 

2,080 hours equals $5.8846 per hour. 

Laborers’ pension is $9.85 per hour. 

Two laborers in the Engineering Department have a specially 

agreed upon hourly pension of $11.8900 per hour (The Survey 

Party Chief and Engineer Tech). 

Other hourly benefits include Medicare, life insurance at $.0433 (cents per 

hour) and Laborers legal of $.15 (cents) per hour. 

Operators Union: 

The hourly health premium is $1,144/month X 12 months divided by 2,080 

hours equals $6.60 per hour. 

Operator’s pension is $7.00 per hour. 

Other hourly benefits include Medicare and $.0433 (cents) for life 

insurance. 

Teamsters Union: 

The hourly calculation is $1,083.34/month X 12 months divided by 2,080 


Teamster’s pension costs $7.76 per hour. 

Other hourly benefits include Medicare and $.0433 (cents) for life 

insurance. 

34


Other Expenditures 

Carpenters Union: 

The hourly calculation is $1,371.08/month X 12 months divided by 2,080 


Carpenters pension is $6.85 per hour. 

Other hourly benefits include Medicare, $.15 (cents) for the Carpenters 

Advancement fund, and $.0433 (cents) for life insurance. 

Plumbers and Pipefitters Union (plumbers): 

The hourly calculation is $923.87/month X 12 months divided by 2,080 


Plumbers’ pension is $7.75 per hour. 

Other hourly benefits include Medicare, $.0433 (cents) for life insurance, 

and $.10 (cents) for plumbers political contributions. 

Executive and legal services are accounted for in the General Fund because they provide 

supervision to all activities conducted by the City. These services include financial 

administration, human resources, and information technology. Specific public services 

accounted for in the General Fund include public safety (police, fire, and dispatch), public 

works (garbage collection, street maintenance, engineering, and facilities management), and 

building code enforcement. All General Fund expenditures are budgeted at the department 

level. Each department’s annual budget is presented in the General Fund section of the 

budget. 

Capital Fund 

Description 

In October of 2006, City voters approved amendment of the City Charter to establish a Capital 

Fund to designate funds for capital use. All funds appropriated to the Capital Fund shall remain 

in the fund until expended on capital projects as approved by the City Council. There is no 

requirement to capitalize all items included in the Capital Fund budget. Budget items may 

include amounts needed to maintain or replace current assets. 

Capitalization Policy 

The City reports capital assets, including, property, plant, equipment, and infrastructure (e.g., 

roads, sidewalks, and similar items), in the applicable governmental or business-type activities 

columns in the government-wide financial statements. The City defines capital assets as 

assets with an initial, individual cost of more than $5,000 for machinery and equipment, 

$1,000,000 for buildings and infrastructure, and an estimated useful life of greater than one 

year. 

35


Initially the City recorded its infrastructure at estimated cost. As the City constructs or acquires 

additional capital assets, including infrastructure, they are capitalized and reported at historical 

cost. The costs of normal maintenance and repairs that do not add to the value of the asset or 

materially extend asset lives are not capitalized. Donated capital assets are recorded at 

estimated fair market value at the date of acquisition. 

Infrastructure is depreciated using the straight-line method over the useful lives of the assets 

with a full year of depreciation in the year of acquisition and disposal. Other capital assets are 

depreciated using the straight-line method over the useful lives of the assets. Below is a table 

of useful life (in years) for the different classes of assets: 

Asset Class 

Life in years 

Buildings 50 

Furniture and Equipment 5-20 

Software 3 

Infrastructure 30 

Non-Major Fund 

The Capital Fund is not a major fund. The total assets, liabilities, revenues or expenditures are 

3.5 percent of the corresponding total for all governmental funds, far below the ten percent 

threshold. Also, the Capital Fund’s assets, liabilities, revenues or expenditures are 3.2 percent 

of the corresponding total for all governmental and enterprise funds combined, which is well 

below the five percent threshold for determining major funds. 

Debt 

There are no plans to incur debt to purchase, construct or maintain capital assets in the Capital 

Fund. 

Revenues and Expenditures 

There are 13 distinct categories included in the Capital Fund budget as displayed on the 

Summary Page (page 208). A summary of the budgeted revenues and expenditures in the 

categories can be found in the Capital Fund budget narrative beginning on page 201. 

Permanent Fund Description 

While the Permanent Fund is not subject to appropriation, the City is authorized by the City 

Charter to annually appropriate no more than 4.5 percent of the five year average market 

value; with 4 percent to the General Fund and 0.5 percent to the Capital Fund. 

The fund was established by a vote of duly qualified voters of Fairbanks who adopted and 

ratified Proposition F2 which established Charter section 8.8 on October 8, 1996. The vote for 

the establishment of the fund was: “Yes” votes were 4,763, “No” votes were 1,318 and blank 

36


ballots were 1,281. 

The election also approved Proposition F1 - Sale of the Fairbanks Municipal Utility System to 

GVEA, Fairbanks Water and Sewer, Inc.; PTI Communications of Alaska, Inc., and Usibelli 

Coal Mine, Inc. for the sum of $160,300,000. This sale provided a sum of money to begin the 

fund. This proposition passed with the following votes: “Yes” votes were 3,949, “No” votes 

were 3,278 and blank ballots were 133. 

In addition to the Charter Amendment that governs the activities of the fund, Ordinance 5801 

codified in Section 2.260 and 2.261 in the Fairbanks General Code (FGC), establishes the 

investment policy, procedures, and governance of the Fund. The FGC can be obtained on the 

City’s web site at www.ci.fairbanks.ak.us. Locate the link for City Ordinances click and it will 

direct you to the City of Fairbanks Council Ordinances page and then locate the link titled 

“Municode”. 

The fund is overseen by a Permanent Fund Review Board that consists of five members 

appointed by the Mayor and confirmed by the Council (FGC 2.414). Terms of members shall 

be staggered and the terms of the first members shall be for terms of one year, two years and 

three years. 

The Board is directed by the ordinance to hold open quarterly meetings, keep and file minutes 

with the City clerk and oversee the finance director in the handling of the fund. Other duties of 

the Board are to: oversee and review investment policies annually; prepare quarterly 

performance reviews of the fund; compare earnings against benchmarks; review performance 

of the money manager and trustee annually; and make recommendations for selection of 

money manager. 

Current members and their terms are as follows: 

Member Appointed Serving Through 

Ron Woolf 

Kara Moore 

December, 2011 

May, 2012 



Tom Freeman January, 2002 December, 2013 

Patty Mongold November, 2009 December, 2015 

Council Member 

Bernard Gatewood November, 2009 October, 2013 

37


Special Revenue Grants and Contracts Fund (Grants Fund) 

Description 

This fund accounts for the receipt and expenditures of grants and contracts which provide 

resources for operations, equipment, and capital activities. The Fairbanks City Council 

approves the budget for each individual project when it grants authority to the Mayor to apply 

for and accept the project via a resolution. 

All grant and contract activities are dictated by the projects purpose, regulations, and budget. 

Each project’s budget life cycle is unique. Some budgets cover a weekend, some cover a 

quarter, some cover a year, and others cover multiple years. Because of this variability, the 

revenue and expenditures are not included in the City’s annual budget process. As a rule, 

revenues match expenditures in the Grants Fund and there is no fund balance. 

A listing of current grants and contracts is on the next page. Refer to this list while reading the 

Engineering Department’s budget narrative and while viewing activity budgeted in the Capital 

Fund. 

38

GRANTS AND CONTRACTS 

AS OF DECEMBER 31, 2012 

Project Type Effective Dates 

Primary 

Purpose Award 

Expenditures 

through 

12/31/12 

Remaining 


Police Department 

AHSO High Visibility DUI Enforcement Fed 10/1/12 - 9/30/13 Personnel $ 49,600 $ (6,461) $ 43,139 

AHSO High Visibility CIOT Enforcement Fed 10/1/12 - 9/30/13 Personnel 4,800 - 4,800 

AHSO Law Enforcement Liaison Fed 10/1/12 - 9/30/13 Personnel 12,900 - 12,900 

AHSO Traffic Unit DUI Enforcement Fed 10/1/12 - 9/30/13 Personnel 255,788 (28,104) 227,684 

DOJ 2007 COPS Technology Grant Fed 7/11/07 - 8/29/13 Equipment 2,937,000 (1,642,566) 1,294,434 

DOJ Bulletproof Vest Program Fed 10/1/03 - 8/31/14 Equipment 55,722 (51,167) 4,555 

DOJ Federal 2012 JAG Award Fed 7/15/12 - 9/30/15 Personnel 45,080 (25,152) 19,928 

DOJ Recovery Act COPS Hiring Recovery Program Fed 3/15/12 - 3/31/14 Personnel 529,698 (467,826) 61,872 

DPS Federal 2012 JAG Award Fed 7/1/12 - 6/30/13 Personnel 40,800 (20,400) 20,400 

DPS Internet Crimes Against Children Fed 7/1/12 - 6/30/13 Personnel 5,000 - 5,000 

Fire Department 

DCCED Ambulance State 7/1/13 - 6/30/17 Equipment 230,000 - 230,000 

FEMA Safer Grant Fed 5/1/09 - 4/30/13 Personnel 325,140 (315,375) 9,765 

HLSP 2010 SHSP Grant Fed 10/31/12 - 3/31/13 Equipment 25,191 (3,375) 21,816 

HLSP 2011 SHSP Grant Fed 12/1/11 - 4/15/14 Equipment 767,022 (554,485) 212,537 

HLSP 2012 SHSP Grant Fed 10/1/12 - 3/31/14 Equipment 414,049 - 414,049 

HLSP 2013 LEPC Grant State 7/1/12 - 6/30/13 Personnel 23,693 (3,873) 19,820 

Public Works Department 

DOT CMAQ Articulated Tractor Fed 8/10/12 - 10/31/15 Equipment 245,150 (115,189) 129,961 

Engineering Department 

DCCED Arctic Park & Council Subdivision Streets State 7/1/13 - 6/30/17 Roads 1,100,000 (8,977) 1,091,023 

DCCED Lemeta Subdivision Streets State 7/1/13 - 6/30/17 Roads 2,000,000 (73,277) 1,926,723 

DCCED Road Improvements State 7/1/13 - 6/30/17 Roads 5,000,000 (451,814) 4,548,186 

DCCED Road Matching Funds State 7/1/07 - 6/30/14 Match Funds 1,112,000 (796,721) 315,279 

DCCED Slaterville Subdivision Streets State 7/1/13 - 6/30/17 Roads 1,950,000 (16,836) 1,933,164 

DCCED Surrounding Illinois Street State 7/1/09 - 6/30/14 Roads 155,000 (32,742) 122,258 

DOT Barnette Upgrade State 6/3/11 - 9/30/13 Roads 1,592,000 (121,940) 1,470,060 

DOT Curb Project Fed 12/1/09 - 6/30/14 Roads 204,998 (180,133) 24,865 

DOT Cushman/Gaffney Upgrade State 5/2/11 - 9/30/13 Roads 4,840,065 (196,440) 4,643,625 

DOT Downtown Wayfinding Project State 7/27/12 - 9/30/13 Roads 57,126 (2,924) 54,202 

DOT Gillam Way Upgrade Fed 3/4/11 - 12/31/13 Roads 150,000 (29,355) 120,645 

DOT Helmericks Avenue Extension State 4/20/10 - 12/31/13 Roads 9,104,330 (1,410,506) 7,693,824 

DOT Illinois Street Reconstruction Project Fed 10/21/08 - 12/31/14 Roads 940,317 (907,707) 32,610 

DOT Lacey & Noble Street Project Fed 4/5/05 - 12/31/15 Roads 84,315 (57,106) 27,209 

DOT LED Lights Phase II Fed 8/19/10 - 12/31/13 Roads 321,441 (255,722) 65,719 

DOT Pedestrian Improvement II State 1/25/12 - 9/30/13 Roads 1,357,723 (57,454) 1,300,269 

DOT South Cushman Project Fed 11/29/10 - 12/31/13 Roads 250,000 (65,083) 184,917 

DOT Wickersham Project State 10/20/05 - 9/30/15 Roads 5,130,000 (249,198) 4,880,802 

EPA Wickersham Sewer Upgrade Fed 7/1/05 - 12/31/13 Roads 746,000 (10,029) 735,971 

SRTS Nordale Sidewalk Project Fed 2/24/12 - 1/31/14 Roads 65,000 - 65,000 

DCCED City Hall Window Upgrade State 7/1/13 - 6/30/17 Building 475,000 (37) 474,963 

DCCED Police Station Addition State 7/1/13 - 6/30/17 Building 432,950 - 432,950 

DCCED Warm Storage Additions State 7/1/13 - 6/30/17 Building 2,000,000 (1,505) 1,998,495 

DNR Historic Preservation Classrooms Fed 6/18/12 - 9/30/13 Building 16,000 - 16,000 

DCCED CDBG Homeless Shelter Fed 7/9/12 - 9/30/13 Clearwater 720,000 - 720,000 

FMATS Department 

FMATS 12/13 Program Fed 10/1/12 - 9/30/13 Program 327,600 (52,924) 274,676 

FMATS Illinois Gateway Project Fed 1/27/12 - 12/31/13 Art Work 325,000 (19,483) 305,517 

Finance Department 

DEC Clarifier Municipal Grant Fed 9/20/11 - 9/30/15 GHU 975,935 - 975,935 

Total $ 47,399,433 $ (8,231,886) $ 39,167,547 

39

CITY OF FAIRBANKS, ALASKA 

Consolidated General and Capital Fund Budget 

January 1, 2013 through December 31, 2013 

General Fund Capital Fund 

Total 2013 

Approved 


Revenue 

Taxes $ 19,495,990 - $ 19,495,990 

Charges for services 4,319,431 - 4,319,431 

Intergovernmental 3,180,122 - 3,180,122 

Licenses and permits 1,678,239 - 1,678,239 

Fines and forfeitures 987,075 - 987,075 

Interest and penalties 142,500 - 142,500 

Other revenues 370,419 - 370,419 

Asset replacement and repair - 1,015,000 1,015,000 

Total revenues 30,173,776 1,015,000 31,188,776 

Expenditures 

General Government* 9,844,013 165,000 10,009,013 

Public Safety 15,192,527 843,000 16,035,527 

Public Works 7,665,576 1,537,800 9,203,376 

Buildings 656,136 - 656,136 

Total expenditures 33,358,252 2,545,800 35,904,052 

Other financing sources (uses) 

Transfers in 3,857,166 922,720 4,779,886 

Transfers out (440,574) (440,574) 

Total other financing sources (uses) 

3,416,592 922,720 4,339,312 

Net change in fund balances 232,116 (608,080) (375,964) 

Fund balance-beginning 10,562,266 4,903,928 15,466,194 

Fund Balance $ 10,794,382 $ 4,295,848 $ 15,090,230 

*Includes debt service costs. 

The general and capital funds are the only governmental funds subject to legal 

appropriation during the annual budget process. 

40


Five Year Consolidated General Fund Financial Schedule; Major Fund 

2009 Audited 

Actuals 

2010 Audited 

Actuals 

2011 Audited 

Actuals 

2012 Adjusted 


2013 Approved 


Revenue 

Taxes $ 17,502,079 $ 19,463,078 $ 19,578,233 $ 19,425,990 $ 19,495,990 

Charges for services 5,783,500 3,968,793 4,135,457 4,557,259 4,319,431 

Intergovernmental 3,486,597 3,355,231 4,788,687 3,805,284 3,180,122 

Licenses and permits 1,767,207 1,469,761 1,835,062 1,946,370 1,678,239 

Fines and forfeitures 854,260 895,650 1,076,167 1,031,533 987,075 

Interest and penalties 223,240 181,612 147,689 140,893 142,500 

Other revenues 592,970 517,594 426,532 676,642 370,419 

Total revenues 30,209,853 29,851,719 31,987,827 31,583,971 30,173,776 

Expenditures 

General Government 

Mayor 651,748 461,460 475,551 483,403 495,271 

City Attorney 176,217 162,737 159,033 166,857 172,281 

City Clerk 280,281 270,368 283,086 300,758 347,537 

Finance 824,776 810,352 861,196 882,600 902,267 

Information Technology 1,023,437 1,180,243 1,292,757 1,447,837 1,431,938 

Risk 1,577,470 1,642,500 1,398,814 1,410,927 1,406,448 

General Government 4,277,482 4,398,297 4,899,778 4,115,034 4,205,056 

Public Safety 

Police 6,232,046 5,714,775 6,070,172 6,770,347 6,838,678 

Dispatch 1,698,808 1,705,906 1,861,555 1,971,025 1,983,336 

Fire 5,569,979 5,685,045 5,818,689 6,361,380 6,370,513 

Public Works 

Public Works 6,290,318 5,918,756 6,504,517 6,990,009 7,199,801 

Engineering 1,092,974 598,544 605,511 611,316 465,775 

Buildings 

Building Department 580,013 618,059 637,456 640,741 656,136 

Debt Service 

Principal 1,280,000 1,325,000 1,380,000 830,000 855,000 

Interest 297,620 246,320 195,570 55,190 28,215 

Legal defeasance - - 2,083,137 - - 

Total expenditures 31,853,169 30,738,362 34,526,822 33,037,424 33,358,252 

Other financing sources 

Transfers in 4,374,686 4,310,789 3,982,286 4,131,986 3,857,166 

Transfers out (849,651) (3,530,062) (3,709,874) (3,109,186) (440,574) 

Sale of capital assets 18,259 1,641,977 474,339 - - 

Total other financing 

sources (uses) 

3,543,294 2,422,704 746,751 1,022,800 3,416,592 

Net change in fund balances 1,899,978 1,536,061 (1,792,244) (430,653) 232,116 

Fund balance-beginning 9,349,124 11,249,102 12,785,163 10,992,919 10,562,266 

Total Fund Balance $ 11,249,102 $ 12,785,163 $ 10,992,919 $ 10,562,266 $ 10,794,382 

Debt Service expenditures are classified as General Government in the budget process but are segregated above 

for informational purposes only. The general fund is the only major governmental fund subject to legal 

appropriation during the annual budget process. 

41


Five Year Consolidated Capital Fund Financial Schedule; Non-major Fund 

2009 Audited 

Actuals 

2010 Audited 

Actuals 

2011 Audited 

Actuals 

2012 Adjusted 



Approved 


Revenue 

Asset replacement and repair $ 903,500 $ 1,001,798 $ 986,698 $ 995,000 $ 1,015,000 

Total revenues 903,500 1,001,798 986,698 995,000 1,015,000 

Expenditures 

General Government 711,856 670,399 1,164,189 394,838 165,000 

Public Safety 293,950 858,292 167,027 479,876 843,000 

Public Works 609,938 882,848 926,624 2,379,603 1,537,800 

Buildings - - 8,348 - - 

Total expenditures 1,615,744 2,411,539 2,266,188 3,254,317 2,545,800 

Other financing sources (uses) 

Transfers in 1,156,440 2,226,004 1,535,829 2,728,168 922,720 

Transfers out (300,000) - - - - 

Total other financing sources 

(uses) 

856,440 2,226,004 1,535,829 2,728,168 922,720 

Net change in fund balances 144,196 816,263 256,339 468,851 (608,080) 

Fund balance-beginning 3,218,279 3,362,475 4,178,738 4,435,077 4,903,928 

Fund Balance $ 3,362,475 $ 4,178,738 $ 4,435,077 $ 4,903,928 $ 4,295,848 

The capital fund is the only non-major governmental fund subject to legal appropriation during the annual budget 

process. 

42

Revenue Budget vs Actual 

180% 

170% 

160% 

150% 

140% 

130% 

120% 

110% 

100% 

90% 

80% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 

The 2003 base year budget was $19,962,940 and actual revenues were $19,962,940. The 2012 

actuals are unaudited and 2013 actuals are not available. 

Beginning in 2007 the City began receiving PERS relief payments from the State of Alaska. 

43

GENERAL FUND REVENUE 

RENTAL & LEASE 

INCOME .47% 

OTHER 

REVENUES .63% 

OTHER 

FINANCING 

SOURCES/USES 

10.17% 

INTEREST .42% 

FINES & 

FORFEITURES 

2.94% 

LICENSES & 

PERMITS 5% 

INTERGOVERN- 

MENTAL 

REVENUE 9% 

TAXES 58.04% 

CHARGES FOR 

SERVICES 12.94% 

44

General Fund Revenues 

Taxes 

The City collects property taxes and three sales taxes: Hotel/Motel, Alcohol, and Tobacco. As shown 

on the General Fund Revenue chart taxes make up 58% of general fund revenue. 

Property tax assessments are limited to 4.9 mills of the property valuation after the application of the 

tax cap constraints and calculation documented in the Revenue Policies section of this document (page 

21). The Fairbanks North Star Borough (FNSB) collects all property taxes for the City. The CFO 

coordinates with the FNSB assessor to determine property valuations and uses the amount to calculate 

the property tax revenue estimate for the new budget year. This method is somewhat hampered by 

timing differences between FNSB and the City. The City’s budget is approved in December while the 

property valuations for the budget year are not certified until the following June. Actual differences are 

included in an amended budget ordinance. 

A two percent Hotel/Motel sales tax was adopted by Ordinance 3793 in August 1979. The rate was 

increased to eight percent by Ordinance 4438 in June 1985. City code defines Hotel/Motel to mean any 

building, trailer or other facility in which the public may, for consideration obtain lodging, dwelling, or 

sleeping accommodations. The tax is on the daily rental of Hotel/Motel rooms and is primarily used for 

funding services for the promotion of the tourist industry and other economic development. 

While the total Hotel/Motel collection of revenue is included in the general fund budget, only 22.5 

percent is retained by the City. Another $400,000 is distributed to multiple agencies. The Fairbanks 

Economic Development Corporation (FEDC) receives $100,000, Golden Heart Plaza and Barnette 

Landing Maintenance receive $30,000 and $270,000 is given out as discretionary grants by the 

Fairbanks City Council. The remaining funds are distributed to the Fairbanks Convention and Visitors 

Bureau for promotion of tourism and economic development. Account object 7201 on page 101 shows 

the actual distribution of $1,972,059 in 2011 and the approved distribution in 2012 was $1,908,050. 

The revenue budget was held flat in 2013 because an increase in tourism activity is not expected. 

Currently there are 28 active Hotel/Motel sales tax accounts operating within the City of Fairbanks. 

A five percent Alcohol sales tax is levied on the sales price of all retail sales of alcoholic beverages 

within City limits. The tax was enacted by Ordinance 4470 effective September 28, 1985. Alcoholic 

beverage includes, but is not limited to, whisky, brandy, rum, gin, wine, ale, porter, beer, and all 

spirituous, vinous, malt and other fermented or distilled liquors intended for human consumption. 

Currently there are 75 active Alcohol sales tax accounts operating within the City of Fairbanks. The 

2013 budget is estimated based on the 2011 and 2012 revenue. 

An eight percent Tobacco sales tax, levied against the wholesale price of tobacco products, was 

enacted by Ordinance 5074 with an effective date of February 1, 1993. The tax is levied against the 

(wholesale) distributors, or persons who ship or transport tobacco products to a retailer in the City for 

sale (or re-sale). Currently there are 7 active Tobacco sales tax accounts operating within the City of 

Fairbanks. The 2013 budget is estimated based on the 2011 and 2012 revenue. 

Charges for Services 

The primary revenue budgeted under Charges for Services includes amounts for public safety and 

public works services. Each year there are multiple emergency calls handled by the Fairbanks Fire 

Department. A large portion of those calls relate to people who do not live in the City or pay City 

45

property taxes. To spread the cost of responding to emergency services from property owners to those 

who receive the service, the City Council enacted fees to be collected from individuals involved. The 

largest recovery relates to amounts billed for ambulance services. Over the last three years the fee 

revenue has been between $1,177,000 and $1,210,000. The 2013 estimate is based on the prior years’ 

amounts. 

Other public safety charges include those contracted for dispatch services. The Dispatch department 

dispatches police and fire calls for the Fairbanks North Star Borough (FNSB), including the City of 

North Pole. A multi-year dispatch contract is signed with the FNSB, the multiple fire departments within 

the FNSB, and the City of North Pole police and fire. The amount budgeted in this line item is 

determined by the conditions outlined in the contracts with the agencies served. 

The Public Works department is responsible for garbage pickup within the City of Fairbanks. All single 

family homes, duplexes, and tri-plex units are required to pay for garbage service. Four-plex units can 

opt out after showing proof of pickup by a commercial contractor. Each April the rate charged for 

garbage collection is changed based on the estimated Anchorage Consumer Price Index and possible 

increases charged by the FNSB for “tipping fees” at the local dump. The City Council must approve 

these changes prior to enactment. 

Other public works related charges are those for engineering services. The State of Alaska Department 

of Transportation (ADOT) issues an indirect recovery rate after auditing the Engineering Department. 

Amounts budgeted in account object 3183 reflect the estimated overhead recovery we expect from 

ADOT projects in the coming year. 

Intergovernmental Revenues 

The City receives payments from the State of Alaska (State) in the form of Revenue Sharing. Amounts 

received for municipal assistance are determined during the State Legislative process that occurs after 

the adoption of the City’s budget. Distributions from the State for Electric/Phone COOP shares and 

liquor license fees are calculated at the State and sent directly to the City. Prior year collections from 

the State of Alaska are used to determine the amounts budgeted in account objects 3301, 3302, and 

3303. 

The City of Fairbanks has a 2004 general obligation bond that was used for the construction of a Fire 

Station. Each year, the State of Alaska reimburses the City for prior year’s principal and interest 

payments. In 2013 the payment from the state will be for $885,190 ($830,000 principal and $55,190 

interest). The bond matures in 2013 and the final payment of $883,215 (principal and interest) will be 

reimbursed by the state in 2014. Pages 101 and 105 contain the bond’s expenditure budget. 

The City of Fairbanks entered into a Payment in Lieu of Taxes (PILT) agreement with North Haven 

Communities (NHC) on December 18, 2010. This privately owned community is located on Fort 

Wainwright Army Base which is located within City limits. Under the terms of this agreement NHC will 

pay the City $475,000 each year. This amount will be adjusted every five years, beginning July 15, 

2015, for the percentage change, if any, in the Basic Allowance for Housing occurring the previous fiveyear 

period. 

License and Permits 

Beginning January 1, 2008, businesses in the City of Fairbanks are required to obtain a City business 

license. The City Council sets the fees based on the annual revenue generated by each business each 

year. The fees were increased effective January of 2011. Below is a chart showing the number of 

46

license and revenue generated in the years 2010, 2011, and 2012 (estimated). The 2013 budget is 

estimated from the 2011 and 2012 revenue levels and associated licenses. 

C ity o f F airbanks 

B usiness License 

2010 A ctual T hro ugh 2013 B udget 

2012 A ctual 

2010 A ctual 2011 A ctual* (unaudited) 

2013 P ro jected 

Entity's 

Revenue 

Range 

License 

Issued 

Revenue 

License 

Issued 

Revenue 

License 

Issued 

Revenue 

License 

Issued 

Revenue 

0 - 49,999 

1,634 $ 40,850 1,677 $ 41,925 1739 $ 43,475 1739 $ 43,475 

50,000 

249,999 841 84,100 843 91,044 858 92,664 858 92,664 

250,000 

999,999 467 140,100 472 152,928 482 156,168 482 156,168 

1,000,000 

2,999,999 241 120,500 249 134,460 258 139,320 258 139,320 

3,000,000 

9,999,999 142 142,000 150 162,000 146 157,680 146 157,680 

10,000,000 

19,999,999 31 62,000 36 77,760 34 73,440 34 73,440 

20,000,000 

39,999,999 11 33,000 13 42,120 19 61,560 19 61,560 

40,000,000 

59,999,999 6 24,000 5 21,600 5 21,600 5 21,600 

60,000,000 

79,999,999 0 - 1 5,400 1 5,400 1 5,400 

80,000,000 

99,999,999 6 60,000 5 54,000 1 10,800 1 10,800 

*100,000,000 

119,999,999 - - 1 15,000 1 15,000 

*120,000,000 

and above - - 3 60,000 3 60,000 

Adjust to 

Actual 1,600 (24,159) - - 

Totals 3,379 $ 708,150 3,451 $ 759,078 3,547 $ 837,107 3,547 $ 837,107 

* Effective January 1, 2011, two new Entity Revenue Ranges were added and fees were increased for every 

category at or above the $50,000 Entity Revenue Range 

Adjust to Actual includes revenue from NSFs fees and revenue reversed for businesses no longer in operation. 

47

2008 Business License: Number of Licenses & Revenue by Receipt Level 

Revenues 

$160,000 

$140,000 

$120,000 

$100,000 

$80,000 

$60,000 

$40,000 

$20,000 

1,824 

905 

490 

217 

99 

33 13 2 1 5 

1,850 

1,650 

1,450 

1,250 

1,050 

850 

650 

450 

250 

50 

$- 

-150 

Entity Revenue Range 

$180,000 

$160,000 

2012 Business License: Number of Licenses & Revenue by Receipt Level 

1739 

1850 

1650 

$140,000 

1450 

Revenues 

$120,000 

$100,000 

$80,000 

$60,000 

858 

482 

1250 

1050 

850 

650 

450 

$40,000 

$20,000 

258 

146 

34 19 5 1 1 1 3 

250 

50 

$- 

-150 

Entity Revenue Range 

48

The charts above show the Number of Licenses and Revenue by Receipt Level for the years 2008 and 

2012. Notice that the number of licenses issued based on the entities’ revenue range has declined for 

the first three levels of receipts (>$50K, $50-250K, and $250K-1M). This shows that the number of 

small businesses in our town declined during the recession years after 2008. However, if you look at 

the chart of actual results for 2010, 2011, and 2012, the number of licenses in these categories began 

increasing again. Hopefully, this recovery will extend into 2013 and beyond. 

The City’s Building Department issues building permits for all commercial and residential building 

construction and improvements within the City limits (account objects 3408, 3415-3424). As part of 

their function, the City Building Inspectors assure that all structures comply with the 2012 International 

Building Codes adopted by City Council. Page 193 of their department narrative shows the revenue 

they generate is in excess of their annual expenditure budget. The 2013 budget was decided based on 

data provided from the Building Department concerning the construction planned for the upcoming 

year. According to their projections, construction in the City of Fairbanks will decline from $78,000,000 

in 2102 to $56,000,000 in 2013 resulting in a substantial decrease of $215,869 in permit revenue. 

Fines and Forfeitures 

The City of Fairbanks Police Department (FPD) conducts activities that generate revenue. Fines 

related to moving violations and other tickets are collected. Vehicles and other property seized from 

individuals driving while impaired results in the collection of impound fees, storage fees, administrative 

processing fees, and related fines. Individuals who have judgments issued against them may have their 

Permanent Fund Dividend (PFD) checks seized for non-payment of fines. These PFD seizures account 

for more than 50 percent of the revenue included in object account 3603. 

FPD participates in a state-wide drug enforcement unit and property is seized by federal officers. Upon 

completion of the federal case the drug asset forfeitures are sold and the proceeds divided among the 

agencies participating in the case. Revenue for this activity is budgeted based on historical results and 

known future actions that could affect the amounts collected (i.e. the addition or reduction in traffic 

enforcement staffing). 

Other Revenue 

Other revenue includes amounts expected to be received from interest, rentals and leases, and other 

miscellaneous transactions. Most of the interest revenue is generated from delinquent taxes and 

garbage fees. The delinquent balances are reviewed to determine if the budget should be changed 

from the prior year. 

Rental and lease revenue is derived from nine different contracts, three of which are for space located 

within City Hall. The 2013 revenue budgeted derived from contractual specifications. 

Other revenues include immaterial transactions coded to miscellaneous revenues and final principal 

amounts due for old assessments. Also included is a $200,000 payment from the 2003 Techite 

Settlement. These payments will be received annually through 2031. 

Other Financing (Sources) Uses 

Other Financing (Sources) Uses includes amounts transferred (to) and from other funds. The 

$3,857,166 budgeted under object account 4928 (Transfer from Perm Fund) is four percent of the fiveyear 

average market value of the permanent fund investment account. The $150,000 budgeted under 

object account 7604 (Transfer to Cap Fund) is the amount Council feels they can afford to transfer from 

the general fund to support the capital fund. The $225,574 in object account 7610 (Transfer to Cap 

49

Fund-Garbage Reserve) budget is derived from City code section 64-42(b) which requires 12 percent 

of garbage collection revenue to be used to replace City equipment. The $65,000 in object account 

7614 (Transfer to Cap Fund-Ambulance Mileage) budget is also derived from City code. Section 26-11 

documents the amount of revenue collected for mileage shall be placed in the capital appropriations 

fund. 

50

GENERAL FUND REVENUE SUMMARY 

GENERAL FUND 

2011 ACTUAL 

2012 REVISED 

BUDGET 2013 MAYOR 2013 COUNCIL 

TAXES 

3001 REAL PROPERTY TAXES $ 14,047,318 $ 14,043,990 $ 14,043,990 $ 14,043,990 

3002 HOTEL MOTEL TAXES 2,476,320 2,462,000 2,462,000 2,462,000 

3003 ALCOHOL BEVERAGES TAXES 2,117,465 2,000,000 2,050,000 2,050,000 

3004 TOBACCO DISTRIBUTION TAXES 937,130 920,000 940,000 940,000 

SUBTOTAL 19,578,233 19,425,990 19,495,990 19,495,990 

CHARGES FOR SERVICES 

3101 RESERVE FOR LOSSES 76,103 (50,000) (50,000) (50,000) 

3102 AMBULANCES 1,067,232 1,170,000 1,100,000 1,100,000 

3103 FIRE BUREAU - FIRE PROTECTION SERVICES 6,398 15,260 11,000 11,000 

3104 MOTOR VEHICLE ACCIDENT REVENUE 17,304 15,515 17,000 17,000 

3108 ALARM SYSTEM BILLINGS 150,000 110,625 110,000 110,000 

3110 FAIRBANKS POLICE DISPATCH SERVICES 522,001 557,800 572,569 572,569 

3112 GARBAGE COLLECTION 1,399,894 1,492,399 1,654,213 1,654,213 

3113 GARBAGE EQUIP REPLACEMENT RESERVE 190,895 204,387 225,574 225,574 

3115 PW WARRANTY REIMBURSEMENT (56,003) 130 - - 

3124 ENGINEERING MISCELLANEOUS CHARGES 2,150 4,049 3,000 3,000 

3125 ATTORNEY FEES/COURT COSTS 6,240 7,000 7,000 7,000 

3126 ELECTION PROCEEDS 125 175 125 125 

3140 COPY CHARGES 28,303 20,150 19,500 19,500 

3180 ADMIN RECOVERY FROM GRANTS 14,839 30,000 20,000 20,000 

3183 ENG LABOR RECOVERY FROM GRANTS 703,653 950,000 600,000 600,000 

3185 PW RECOVERY GRANTS 1,498 25,061 25,000 25,000 

3460 STORMWATER PPP PLAN REVIEW 1,410 1,200 1,200 1,200 

3461 STORMWATER SITE REVIEW 1-5 ACRES 240 250 250 250 

3130 BUILDING DEPARTMENT MISC. SERVICES 3,175 3,258 3,000 3,000 

SUBTOTAL 4,135,457 4,557,259 4,319,431 4,319,431 

INTERGOVERNMENTAL REVENUES 

3301 SOA MUNICPAL ASSISTANCE 2,218,347 2,247,507 1,574,937 1,574,937 

3302 SOA - ELECTRIC / PHONE COOP SHARE 122,192 121,852 122,000 122,000 

3303 LIQUOR LICENSE FEES 84,100 81,950 82,000 82,000 

3304 PAYMENT IN LIEU OF TAXES - OTHER 8,786 9,485 9,500 9,500 

3305 SOA-FIRE STATION BOND REIMBURSEMENT 866,815 867,690 885,190 885,190 

3306 PERS - ON BEHALF PAYMENT 983,847 - - - 

3314 SART EXAM REIMBURSEMENTS 29,600 1,800 1,800 1,800 

3315 FT WW NORTH HAVEN PILT 475,000 475,000 475,000 475,000 

N/A REST EASY PILT - - 29,695 29,695 

SUBTOTAL 4,788,687 3,805,284 3,180,122 3,180,122 

LICENSES AND PERMITS 

3105 FIRE CODE INSPECTIONS 96,450 89,772 80,000 80,000 

3117/3118 ENG-PLAT SVS- REPLAT 4 OR LESS 450 400 400 400 

3119 ENG-PLAT SVS-QUICK PLATS 600 300 300 300 

3401 BUSINESS LICENSES 759,042 846,020 820,000 820,000 

3402 SECURITY GUARD LICENSE 400 - 400 400 

3403 TRANSIENT VENDOR LICENSE 3,000 3,900 3,000 3,000 

3404 SPECIAL EVENTS FEES 13,053 20,850 15,000 15,000 

3405 PRIVATE DETECTIVE LICENSE 5,300 2,000 4,000 4,000 

3406 PAWN BROKER LICENSE - - - - 

3407 MASSAGE PRACTITIONER LICENSE 5,700 5,250 5,000 5,000 

3408 MASTER PLUMBER EXAM FEES 4,200 4,000 4,000 4,000 

51


GENERAL FUND 

2011 ACTUAL 

2012 REVISED 


3410 TOWING VEHICLE LICENSE 500 1,000 500 500 

3411 CHAUFFEUR LICENSES AND FEES 24,340 32,930 35,000 35,000 

3413 COMMERCIAL VEH FOR HIRE PERMITS 22,300 21,500 20,000 20,000 

3414 BICYCLE LICENSE 13 20 - - 

3415 COMMERCIAL BUILDING PERMITS 533,747 649,558 426,123 426,123 

3418 RESIDENTIAL BUILDING PERMITS 74,790 50,957 81,166 81,166 

3420 MECHANICAL BUILDING PERMITS 71,756 50,911 37,500 37,500 

3421 PLUMBING BUILDING PERMITS 50,886 31,963 37,500 37,500 

3422 SIGN PERMITS 6,406 7,876 4,000 4,000 

3423 ALARM PERMITS 980 1,000 - - 

3424 ELECTRICAL BUILDING PERMITS 126,684 95,755 75,000 75,000 

3425 ENG-DRIVEWAY CONST PERMIT 1,750 1,500 1,250 1,250 

3426 ENG-SIDEWALK/ST OBSTRUCTION 1,500 1,950 1,500 1,500 

3428 RIGHT OF WAY PERMITS 22,115 19,658 20,000 20,000 

3431 ENG ST EXCAVATION PERMITS 6,300 4,500 4,000 4,000 

3432 TEMPORARY CATERERS APPLICATION 2,100 2,100 2,000 2,000 

3440 MISC PERMITS AND LICENSES 700 700 600 600 

SUBTOTAL 1,835,062 1,946,370 1,678,239 1,678,239 

FINES, FORFEITURES AND PENALTIES 

3109 TRAFFIC TICKET COLLECTION FEE 40,960 37,598 37,000 37,000 

3602 PARKING VIOLATIONS 2,140 360 - - 

3603 MOVING TRAFFIC VIOLATIONS 458,368 395,467 400,000 400,000 

3604 OTHER VIOLATIONS 75 - - - 

3605 VEHICLE FORFEITURES 523,755 475,000 500,000 500,000 

3606 VEH FORF-TOWING STORAGE AND ACCESS 28,110 32,537 35,000 35,000 

3608 CITY FORFEITURES 22,669 90,466 15,000 15,000 

3609 EMS SEATBELT OPTION 90 105 75 75 

SUBTOTAL 1,076,167 1,031,533 987,075 987,075 

INTEREST AND PENALTIES 

4001 INVESTMENTS 4,289 2,500 2,500 2,500 

4002 HOTEL MOTEL 2,939 10,000 3,000 3,000 

4003 ALCOHOL 13,779 13,393 16,000 16,000 

4004 TOBACCO - 500 - - 

4005 PROPERTY TAX INTEREST AND PENALTIES 82,092 91,000 80,000 80,000 

4007 GARBAGE COLLECTION 42,258 22,000 40,000 40,000 

4008 SPECIAL ASSESSMENTS - REVENUE 2,332 1,500 1,000 1,000 

SUBTOTAL 147,689 140,893 142,500 142,500 

RENTAL AND LEASE INCOME 

4201 UTILIDOR LEASES 80,000 80,000 80,000 80,000 

4202 RENT - FIRE TRAINING CENTER 38,609 38,500 38,500 38,500 

4203 RENT - OLD CITY HALL (410 CUSHMAN) 1 1 1 1 

4204 RENT - CHENA BLDG - UAF 54,159 - - - 

4207 RENT - YOUTH COURT 3,108 3,308 3,108 3,108 

4208 RENT - BOYS AND GIRLS CLUB 16,260 16,260 16,260 16,260 

4209 RENT - FAIRBANKS BOXING CLUB 840 840 840 840 

4212 RENT - GOLDEN HEART PLAZA 21 - - - 

4214 RENT - FCVB - 10 10 10 

4216 LEASE - CELL TOWER 19,200 19,200 19,200 19,200 

SUBTOTAL 212,198 158,119 157,919 157,919 

52


GENERAL FUND 

2011 ACTUAL 

2012 REVISED 


OTHER REVENUES 

3801 SPECIAL ASSESSMENTS - PRINCIPAL 6,975 5,000 5,000 5,000 

4701 BOA/TECHITE SETTLEMENT 200,000 200,000 200,000 200,000 

4702 DONATIONS/CONTRIBUTION 15 325 - - 

4703 CASH OVER AND SHORT (691) - - - 

4704 MISCELLANEOUS REVENUES 8,035 313,198 7,500 7,500 

SUBTOTAL 214,334 518,523 212,500 212,500 

OTHER FINANCING SOURCES (USES) 

4900 SALE OF ASSETS - DUE TO PERMANENT FUND 453,400 - - - 

4901 PROCEEDS FROM SALE OF ASSETS 20,939 209,138 - - 

4928 TRANSFER FROM PERM FUND 3,982,286 3,922,848 3,857,166 3,857,166 

7602 TRANSFER TO PERMANENT FUND (100,000) (856,374) 

7604 TRANSFER TO CAP FUND (782,000) (1,985,012) (150,000) (150,000) 

7608 TRANSFER TO TRANS CENTER (2,118,431) - - - 

7609 TRANSFER SALE PROCEEDS TO PERM FUND (453,400) - - - 

7610 TRANSFER TO CAP FUND-GARBAGE RESERVE (188,543) (202,800) (225,574) (225,574) 

7614 TRANSFER TO CAP FUND-AMBULANCE MILEAGE (67,500) (65,000) (65,000) (65,000) 

SUBTOTAL 746,751 1,022,800 3,416,592 3,416,592 

TOTAL $ 32,734,578 $ 32,606,771 $ 33,590,368 $ 33,590,368 

53

General Fund Budget vs. Actual Expenditures 

180% 

170% 

160% 

150% 

140% 

130% 

120% 

110% 

100% 

90% 

80% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 

The 2003 base year budget was $20,558,912 and expenditures were $21,222,878. 

The 2012 actuals are unaudited and 2013 actuals are not avaialable. 

54


General Fund Appropriation 

GENERAL FUND EXPENDITURE SUMMARY 

DEPT 

# DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 

2013 DEPT 

REQUEST 

2013 MAYOR 


APPROVED 

10 MAYOR AND COUNCIL $ 475,551 $ 483,403 $ 495,271 $ 495,271 $ 495,271 

11 OFFICE OF THE CITY ATTORNEY 159,033 166,857 172,281 172,281 172,281 

12 OFFICE OF THE CITY CLERK 283,086 300,758 352,550 344,767 347,537 

13 FINANCE DEPARTMENT 861,196 882,600 902,267 902,267 902,267 

14 INFORMATION TECHNOLOGY 1,292,757 1,447,837 1,567,515 1,431,938 1,431,938 

15 GENERAL ACCOUNT 8,558,485 5,000,224 5,138,271 5,088,271 5,088,271 

16 RISK MANAGEMENT 1,398,814 1,410,927 1,407,448 1,406,448 1,406,448 

20 POLICE DEPARTMENT 6,070,172 6,770,347 6,932,080 6,838,678 6,838,678 

21 DISPATCH CENTER 1,861,555 1,971,025 2,107,918 1,983,336 1,983,336 

30 FIRE DEPARTMENT 5,818,689 6,361,380 6,965,068 6,370,513 6,370,513 

50 PUBLIC WORKS DEPARTMENT 6,504,517 6,990,009 7,760,943 7,199,801 7,199,801 

51 ENGINEERING DEPARTMENT 605,511 611,316 502,170 465,775 465,775 

60 BUILDING DEPARTMENT 637,456 640,741 657,636 656,136 656,136 

TOTALS $ 34,526,822 $ 33,037,424 $ 34,961,418 $ 33,355,482 $ 33,358,252 

55


PERSONNEL SUMMARY 

DEPT # 

DESCRIPTION 

2011 

APPROVED 

POSITIONS 

2012 

APPROVED 

POSITIONS 


APPROVED 

POSITIONS 


INCREASE 

(DECREASE) 

PERSONNEL 

10 MAYOR AND COUNCIL 5.00 5.0 5.0 - 

11 OFFICE OF THE CITY ATTORNEY 2.50 2.5 2.5 - 

12 OFFICE OF THE CITY CLERK 3.00 3.0 3.0 - 

13 FINANCE DEPARTMENT 8.00 8.0 8.0 - 

14 INFORMATION TECHNOLOGY 7.00 6.0 6.0 - 

20 POLICE DEPARTMENT 53.00 52.0 * 52.0 - 

21 DISPATCH 18.00 18.0 18.0 - 

30 FIRE DEPARTMENT 44.00 44.0 44.0 - 

50 PUBLIC WORKS DEPARTMENT 33.70 35.5 36.0 0.5 

51 ENGINEERING DEPARTMENT 11.05 13.5 13.5 - 

52 FMATS 2.00 2.0 2.5 0.5 

60 BUILDING DEPARTMENT 6.00 6.0 6.0 - 

TOTAL PERSONNEL 193.25 195.5 196.5 1.0 

Grant Funded 

10 MAYOR AND COUNCIL - - - - 

11 OFFICE OF THE CITY ATTORNEY - - - - 

12 OFFICE OF THE CITY CLERK - - - - 

13 FINANCE DEPARTMENT - - - - 

14 INFORMATION TECHNOLOGY - - - - 

20 POLICE DEPARTMENT (7.00) (5.0) (5.0) - 

21 DISPATCH - - - - 

30 FIRE DEPARTMENT (3.00) (3.0) (3.0) - 

50 PUBLIC WORKS DEPARTMENT - - - - 

51 ENGINEERING DEPARTMENT (7.75) (10.0) (10.5) (0.5) 

60 BUILDING DEPARTMENT - - - - 

52 FMATS (2.00) (2.0) (2.5) (0.5) 

TOTAL GRANT FUNDS (19.75) (20.0) (21.0) (1.0) 

TOTAL 173.50 175.5 175.5 - 

*During 2012 the City Council approved the addition of one full-time Commercial Enforcement Officer. 

For 2013 A full-time Engineering Postion was split with Public Works (1/2 year in Engineering and 1/2 year in 

Public Works). FMATS was authorized to hire a part-time administrative position that is wholly grant funded. 

56

Mayor (1) 

Executive 

Coordinator/PIO (1) 

Chief of Staff (1) 

Human Resources/ 

Purchasing Manager 

(1) 

Risk/HR 

Administrative 

Assistant (1) 

57

Mayor's Department Budget vs. Actual Expenditures 

120% 

110% 

100% 

90% 

80% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 

The 2003 base year budget was $461,496 and expenditures were $482,130. The 2012 

actuals are unaudited and 2013 actuals are not available. In 2009 the budget and actual 

expenditures were reduced for FMATS costs 100% reimbursed by a grant. 

58


General Fund Appropriation MAYOR AND COUNCIL NO. 10 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 

5001 SALARIES AND WAGES $ 360,826 $ 367,251 $ 375,448 $ 375,448 $ 375,448 

5002 OVERTIME 467 1,000 1,000 1,000 1,000 

5004 COUNCIL 36,000 36,000 36,000 36,000 36,000 

5101 PERSONAL LEAVE 24,554 18,822 22,000 22,000 22,000 

5200 EMPLOYEE BENEFITS 122,781 127,781 131,296 131,296 131,296 

5301 TRAVEL AND TRAINING 1,687 6,440 5,000 5,000 5,000 

5401 OFFICE SUPPLIES 6,121 4,719 5,000 5,000 5,000 

5407 DUES AND PUBLICATIONS 1,245 1,310 1,500 1,500 1,500 

7203 COMMUNITY PROMOTIONS 1,719 1,531 3,000 3,000 3,000 

7510 INTER-DEPT RISK SERVICES (79,849) (81,451) (84,973) (84,973) (84,973) 

GROSS DEPARTMENTAL OUTLAY 555,400 564,854 580,244 580,244 580,244 

RECOVERY OF EXPENDITURES (79,849) (81,451) (84,973) (84,973) (84,973) 

TOTALS $ 475,551 $ 483,403 $ 495,271 $ 495,271 $ 495,271 

59

CITY OF FAIRBANKS, ALASKA MAYOR AND COUNCIL NO. 10 

SCHEDULE OF PERSONNEL REQUIREMENTS 

General Fund 

2011 

2012 

2013 DEPT 2013 


Appropriation 

APPROVED APPROVED REQUEST MAYOR APPROVED 

POSITION # SALARY # SALARY # SALARY # SALARY # SALARY 

PERSONNEL 

MAYOR 1.0 $ 78,000 1.0 $ 78,000 1.0 $ 78,000 1.0 $ 78,000 1.0 $ 78,000 

CHIEF OF STAFF 1.0 99,236 1.0 103,485 1.0 103,672 1.0 103,672 1.0 103,672 

HR/PURCHASING MGR 1.0 76,807 1.0 82,703 1.0 83,938 1.0 83,938 1.0 83,938 

ADMN ASSISTANT/RISK 1.0 48,110 1.0 51,665 1.0 55,334 1.0 55,334 1.0 55,334 

EXECUTIVE 

COORDINATOR 1.0 50,980 1.0 54,367 1.0 54,504 1.0 54,504 1.0 54,504 

COUNCIL PERSONS (6) 36,000 36,000 36,000 36,000 36,000 

OVERTIME - 1,000 1,000 1,000 1,000 

BENEFITS 128,008 122,400 131,296 131,296 131,296 

LEAVE ACCRUAL 17,000 18,750 22,000 22,000 22,000 

TOTAL GENERAL FUND 5.0 $ 534,141 5.0 $ 548,370 5.0 $ 565,744 5.0 $ 565,744 5.0 $ 565,744 

Approved Personnel budgets do not reflect interim budget amendments. 

60

CITY OF FAIRBANKS, ALASKA MAYOR'S DEPARTMENT NO. 10 

PERSONNEL HOURLY WAGES AND BENEFITS 

POSITION 

BASE WAGE 

HOURLY 

PENSION 

HOURLY 

HEALTH 

OTHER 

HOURLY 

BENEFITS 

HOURLY 

PACKAGE 

RATE 

NON-UNION 

MAYOR $ 37.4986 $ 6.0000 $ 5.3769 $ 0.5870 $ 50.4625 

CHIEF OF STAFF 48.4539 6.0000 6.1596 0.7459 62.3594 

HR/PURCHASING MGR 39.1785 6.0000 6.1596 0.6114 52.9495 

EXECUTIVE 

COORDINATOR/PIO 25.2575 5.5000 6.1596 0.4095 37.3266 

IBEW 

ADMN ASSISTANT/RISK $ 25.6496 $ 6.5900 $ 4.9000 $ 0.4152 $ 37.5548 

EMPLOYEES WILL RECEIVE A 2.5% CPI INCREASE TO THEIR HOURLY PACKAGE RATE ON 2/1/2013. 

61

DEPARTMENT 10 - MAYOR AND COUNCIL, BUDGET NARRATIVE - CITY OF FAIRBANKS 

MISSION STATEMENT 

The mission of the Mayor’s Office is prudent management of all City operations to provide essential 

governmental services that increase the desirability of the City as a place to live, work, 

visit, build, and invest. 

LONG-TERM GOALS 

Work with the City Council to: 

1. Continue our emphasis on infrastructure build-out, including City-wide street repairs 

and building maintenance and restoration. 

2. Keep our capital projects on-time and under budget. 

3. Not grow City government at a rate higher than the population base we serve. 

4. Keep spending within budget and remain a debt-free City. 

2013 GOALS 

1. Oversee projects that are due for construction: Cushman Complete Street, North 

Bentley, Public Works Addition, Main School Renovation, etc. 

2. Negotiate labor contracts. 

3. Eliminate garbage fees and consolidate in the base mill rate. 

4. Facilitate short-term energy solutions via LNG trucking. 

5. Fully examine the Public Safety Officer concept. 

PERFORMANCE MEASURES 

1. Input from the public at City Council meetings. 

2. Comprehensive Annual Financial Report Management Letter. 

3. Meet deadlines for construction projects. 

OPERATING ACCOUNTS 

Account No. 5001: SALARIES AND WAGES – includes the Mayor, Chief of Staff, Human Resource/Purchasing 

Manager, Risk Administrative Assistant, and Executive Secretary. All employees 

are enrolled in a fixed cost health care program and a defined contribution pension 

plan. 

The Chief of Staff is responsible for the day-to-day operations of the City, coordination between 

Departments and other governments, employee disciplinary matters, labor relations, 

contract negotiations, and assistance to the Mayor and Departments in policy development, 

ordinance drafting, and long term planning. 

62


The Human Resource/Purchasing Manager, supported by an Administrative Assistant, is responsible 

for recruiting and interviewing applicants to fill vacancies. The position serves as a 

resource person for labor relations and contract negotiations, compliance with all EEOC laws 

and the Americans with Disabilities Act (“ADA”) and all purchasing functions, including compliance 

with City procurement ordinances and regulations. 

REQUESTS RECOMMENDS APPROVED 

$ 375,448 $ 375,448 $ 375,448 

Account No. 5002: OVERTIME - There is normally limited overtime in this Department. 


$ 1,000 $ 1,000 $ 1,000 

Account No. 5004: COUNCIL - A $500.00 monthly stipend for council members. 


$ 36,000 $ 36,000 $ 36,000 

Account No. 5101: PERSONAL LEAVE ACCRUAL - As estimated by Finance using an average 

of prior year’s leave usage. 


$ 22,000 $ 22,000 $ 22,000 

Account No. 5200: EMPLOYEE BENEFITS - include retirement contributions, health care 

coverage, and employer’s share of life insurance, Medicare, and Social Security tax. This account 

also includes payroll benefits paid for Council Members. Neither the City Council Members 

nor department employees are in the PERS system. 


$ 131,296 $ 131,296 $ 131,296 

63


Account No. 5301: TRAVEL & TRAINING - Participation in Alaska Municipal League meetings 

has been effective in the adoption of an equitable statewide resolution of the PERS pension 

crisis and restoration of revenue sharing. Travel to the AML “Newly Elected Officials” 

training. 


$ 5,000 $ 5,000 $ 5,000 

Account No. 5401: OFFICE SUPPLIES - includes the purchase of routine supplies, stationery, 

and forms. 


$ 5,000 $ 5,000 $ 5,000 

Account No. 5407: DUES AND PUBLICATIONS - includes dues for the Alaska Conference 

of Mayors and other materials. 

5000 REQUESTS RECOMMENDS APPROVED 

$ 1,500 $ 1,500 $ 1,500 

Account No. 7203: COMMUNITY PROMOTIONS - funds the costs of City presence and participation 

at public events. In the past used in connection with Alaska Federation of Natives 

convention, visits from sister cities, etc. 


$ 3,000 $ 3,000 $ 3,000 

Account No. 7510: INTER-DEPARTMENTAL CHARGES - Personnel costs recovered from 

Risk Management. 


($ 84,973) ($ 84,973) ($ 84,973) 

Total Department REQUESTS RECOMMENDS APPROVED 

$ 495,271 $ 495,271 $ 495,271 

64


City Attorney (1) 

Legal Secretary (1) Attorney (.5) 

65

City Attorney Budget vs. Actual Expenditures 

110% 

100% 

90% 

80% 

70% 

60% 

50% 

40% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 



66


General Fund Appropriation OFFICE OF THE CITY ATTORNEY NO. 11 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 




5302 TRAINING - - - - - 

5401 OFFICE SUPPLIES 884 2,500 2,500 2,500 2,500 


5599 OTHER OUTSIDE CONTRACTS 3,467 5,400 5,400 5,400 5,400 

7003 COURT COSTS 14,998 22,000 20,000 20,000 20,000 

7510 INTER-DEPT RISK SERVICES (151,818) (153,158) (158,200) (158,200) (158,200) 

GROSS DEPARTMENTAL OUTLAY 310,851 320,015 330,481 330,481 330,481 

RECOVERY OF EXPENDITURES (151,818) (153,158) (158,200) (158,200) (158,200) 

TOTALS $ 159,033 $ 166,857 $ 172,281 $ 172,281 $ 172,281 

67

CITY OF FAIRBANKS, ALASKA OFFICE OF THE CITY ATTORNEY NO. 11 


General Fund 

2011 

2012 



Appropriation 



PERSONNEL 

CITY ATTORNEY 1.0 $ 94,204 1.0 $ 98,346 1.0 $ 98,528 1.0 $ 98,528 1.0 $ 98,528 

DEPUTY CITY ATTORNEY 0.5 46,800 0.5 47,698 0.5 47,796 0.5 47,796 0.5 47,796 

LEGAL SECRETARY 1.0 55,765 1.0 59,541 1.0 63,591 1.0 63,591 1.0 63,591 

BENEFITS 70,043 66,379 71,666 71,666 71,666 

LEAVE ACCRUAL 11,000 11,565 16,000 16,000 16,000 



68

CITY OF FAIRBANKS, ALASKA OFFICE OF THE CITY ATTORNEY NO. 11 


POSITION 

BASE WAGE 

HOURLY 

PENSION 

HOURLY 

HEALTH 

OTHER 

HOURLY 

BENEFITS 

HOURLY 

PACKAGE 

RATE 

NON-UNION 

CITY ATTORNEY $ 46.0362 $ 6.0000 $ 6.1596 $ 0.7108 $ 59.9066 

DEPUTY CITY ATTORNEY 44.6562 6.0000 6.1596 0.6908 58.5066 

IBEW 

LEGAL SECRETARY $ 29.5159 $ 6.5900 $ 4.9000 $ 0.4713 $ 41.4772 


69

DEPARTMENT 11 - CITY ATTORNEY, BUDGET NARRATIVE - CITY OF FAIRBANKS 


The City Attorney is charged with the performance of all legal services of the City and is the 

legal advisor to the City Council and to all City departments and City offices. The Legal 

Department’s mission is to provide effective, efficient legal service to all of its clients. 


1. Develop contract drafting and review procedures with various departments. 

2. Work with the administration on revising contract language for clarity and 

consistency for all collective bargaining agreements. 

3. Continue proactive approach to claims prevention and resolution. 


1. Work with Deferred Compensation Committee to review and revise as needed 

policies, plans, and procedures. 

2. Work with Local Improvement District Advisory Committee on creation of 

Downtown LID. 

3. Continue efficient operation of vehicle impound/forfeiture program. 


1. Successful outcomes in court proceedings (criminal and traffic prosecutions, civil 

actions, etc.). 

2. Successful resolution of claims. 

3. Low number of legal entanglements. 


Account No. 5001: SALARIES AND WAGES – Staffing for 2012 is unchanged from the past 

several years – the City Attorney, a half-time Deputy City Attorney, and a full-time Legal 

Secretary. 


$ 209,915 $ 209,915 $ 209,915 

70


Account No. 5101: PERSONAL LEAVE ACCRUAL – reflects the cost of new leave earned. 

These figures are estimated using an average of prior year’s leave usage and leave cashed 

out. 


$ 16,000 $ 16,000 $ 16,000 

Account No. 5200: EMPLOYEE BENEFITS- include retirement contributions, health care 

coverage, and employer’s share of life insurance, Medicare, and Social Security tax. 


$ 71,666 $ 71,666 $ 71,666 

Account No. 5401: OFFICE SUPPLIES – provides funding for routine office supplies. This 

request is up $500 from last year and is based upon 2012 expenditures. 


$ 2,500 $ 2,500 $ 2,500 

Account No. 5407: DUES AND PUBLICATIONS – This account reflects all the legal dues and 

the costs of legal publications. The office continues to use less costly computer research 

services resulting in significant savings to the City. 


$ 5,000 $ 5,000 $ 5,000 

Account No. 5599: OTHER OUTSIDE CONTRACTS – This account provides for support and 

maintenance of the copier in our office as well as the Court Courier Services contract. Some 

savings occurred because we did not have a summer intern this year. Those funds were used 

to pay for outside legal review of the City’s deferred compensation plan and advice to the 

deferred compensation committee. This request is the same as in 2012. 


$ 5,400 $ 5,400 $ 5,400 

71


Account No. 7003: COURT COSTS – This account pays the filing fees for all cases filed on 

behalf of the City, including drug asset forfeitures and the DUI impoundment/forfeiture cases. 

This account also pays copying costs, transcriptions, subpoena services, etc., associated with 

City litigation. Court costs vary depending on the number of cases filed. This year’s request is 

a $2,000 decrease over 2012. This reduction is based upon a downward trend in the number 

of DUI impound cases over the past two years. 


$ 20,000 $ 20,000 $ 20,000 

RISK MANAGEMENT PORTION 

Account No. 7510: INTER-DEPARTMENTAL RISK SERVICES – reflects the allocation of 

personnel wages and benefits associated with the in-house management of claims adjustment 

costs. 


City Attorney $125,387 x 2/3 ($ 83,591) ($ 83,591) ($ 83,591) 

Deputy Attorney $ 67,631 x 2/3 ($ 45,088) ($ 45,088) ($ 45,088) 

Clerical Support $ 88,563 x 1/3 ($ 29,521) ($ 29,521) ($ 29,521) 

Total Risk Management ($ 158,200) ($ 158,200) ($ 158,200) 


Total Department $ 172,281 $ 172,281 $ 172,281 

72

Office of the City Clerk 2013 


City Clerk (1) 

Deputy City 

Clerk (1) 

Deputy City 

Clerk I (1) 

73

City Clerk's Budget vs. Actual Expenditures 

170% 

160% 

150% 

140% 

130% 

120% 

110% 

100% 

90% 

80% 

70% 

60% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 



The 2007 spike in expense is due to a run-off election. 

74


General Fund Appropriation OFFICE OF THE CITY CLERK NO. 12 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 


5002 OVERTIME 888 1,000 1,000 1,000 1,000 



5302 TRAINING 3,637 6,300 6,350 6,350 6,350 


5407 DUES AND PUBLICATIONS 538 880 920 920 920 


5701 REPAIRS AND MAINTENANCE - 500 500 500 500 

7004 ELECTION EXPENSES 16,132 15,000 46,500 45,500 45,500 

7501 EQUIP REPLACEMENT - - - - - 

TOTALS $ 283,086 $ 300,758 $ 352,550 $ 344,767 $ 347,537 

75

CITY OF FAIRBANKS, ALASKA OFFICE OF THE CITY CLERK NO. 12 


General Fund 

Appropriation 

2011 

APPROVED 

2012 

APPROVED 


REQUEST 


MAYOR 


APPROVED 


PERSONNEL 

CITY CLERK 1.0 $ 69,111 1.0 $ 72,710 1.0 $ 72,866 1.0 $ 72,866 1.0 $ 72,866 

DEPUTY CITY CLERK 1.0 51,418 1.0 55,068 1.0 1.0 58,901 1.0 58,901 

DEPUTY CITY CLERK I 1.0 42,057 1.0 45,211 1.0 55,334 1.0 48,648 1.0 51,378 

OVERTIME 1,000 1,000 1,000 1,000 1,000 

BENEFITS 74,951 73,638 76,429 76,332 76,372 

LEAVE ACCRUAL 7,500 8,036 13,500 13,500 13,500 


Department request a $3.10 per hour increase for the clerk. 


76

CITY OF FAIRBANKS, ALASKA OFFICE OF THE CITY CLERK NO. 12 


POSITION 

BASE WAGE 

HOURLY 

PENSION 

HOURLY 

HEALTH 

OTHER 

HOURLY 

BENEFITS 

HOURLY 

PACKAGE 

RATE 

NON-UNION 

CITY CLERK $ 33.9750 $ 6.0000 $ 6.1596 $ 0.5359 $ 47.6705 

IBEW 

DEPUTY CITY CLERK $ 27.3201 $ 6.5900 $ 4.9000 $ 0.4394 $ 39.2495 

CLERK 22.5417 5.5900 4.9000 0.3702 33.4019 


THE CLERK POSITION WILL BE UPGRADED TO A DEPUTY CITY CLERK I POSITION AND PAID 

A HIGHER RATE OF $24.7940 BEGINNING 2/1/2013. NO ADDITIONAL CPI WILL BE APPLIED. 

77

DEPARTMENT 12 - OFFICE OF THE CITY CLERK, BUDGET NARRATIVE - CITY OF FAIRBANKS 


The mission of the City Clerk’s Office is to be a vital part of local government and to be 

committed to serving as the link between residents, local governing bodies, and agencies of 

government at all levels. The Office pledges to be ever mindful of its neutrality and impartiality 

with respect to local government matters and to place service to the public as its first priority. 

The Office is dedicated to innovative processes and continued preservation of the City’s 

history. 


1. Implement electronic records program to maintain official City government documents in 

a manner that promotes security and ease of retrieval. Identify essential records to be 

prioritized in the implementation of the new records management program, eliminating 

the need to retain and store hard copies of non-essential records. 

2. Clerk and Deputy Clerk to attain Master Municipal Clerk (MMC) and Certified Municipal 

Clerk (CMC) designations, respectively. Both are close to the necessary requirements 

however, further education, training, and professional accomplishments must still be 

obtained. 

3. Refocus more time and effort to the core role and responsibilities of a municipal clerk. 

4. Preserve the City’s past to enhance the present and enrich the future history of 

Fairbanks by housing, preserving, and making available to the public the rich collection 

of our founding documents. 


1. Take measures to reduce staff turnover by advocating for equivalent compensation for 

positions with comparable duties and responsibilities. 

2. As the custodian of all City records, create a plan to locate all records currently in 

storage. Identify the records’ origination, work with the appropriate department to 

establish sorting criteria (essential or non-essential) and determine the proper final 

disposition in accordance with the City’s Records Retention Schedule. 

3. Establish an orientation program in order to introduce newly elected officials, new 

employees, and board and committee members to the processes and procedures that 

drive City government. 

4. Create a new simplified City-wide telephone option menu to help citizens navigate to the 

appropriate department or agency. 

5. Implement renewal and reminder notices for all occupational licensing as was 

established for the business licenses in 2012. 

6. Present quarterly written reports to the City Council outlining current office activities, 

status of projects and goals, as well as year-to-date revenue statistics for licensing and 

citations. 

7. Update the election compilation results for the years 2006 – 2012. 

78



1. Feedback from the public, internal departments, council members, and other 

governmental agencies. 

2. Ability to retrieve, review, and reproduce essential records with efficiency and ease. 

3. Better service to the public, other departments, Mayor and City Council due to the 

efficiencies permitted by successful accomplishment of goals. 

4. Elimination of the hire – train – lose cycle that the Clerk’s Office has experienced 

repeatedly in the past. 


Account No. 5001: SALARIES AND WAGES - provides for: one (1) full-time City Clerk, one 

(1) full time Deputy City Clerk II and one (1) full-time Administrative Assistant. The Clerk/- 

Cashier is a critical position, not only for this Department, but for the smooth operation of City 

Hall. I am again requesting that this position be reclassified as an Administrative Assistant 

because the duties and responsibilities of the position are similar, and may even exceed those 

of administrative assistants in other departments. 

Account No. 5002: OVERTIME 


$ 187,101 $ 180,415 $ 183,145 


$ 1,000 $ 1,000 $ 1,000 

Account No. 5101: PERSONAL LEAVE ACCRUAL - reflects the cost of new leave earned. 


out. 


$ 13,500 $ 13,500 $ 13,500 

Account No. 5200: EMPLOYEE BENEFITS - includes retirement contributions, health care 



$ 76,429 $ 76,332 $ 76,372 

79


Account No. 5302: TRAINING - provides for the continued and required attendance at the 

NW Clerks Institute in Tacoma Washington for the Deputy City Clerk in pursuit of CMC 

designation; the registration costs for the City Clerk and Deputy City Clerk to attend the 2013 

AAMC Annual Conference (in Fairbanks or Anchorage). Also, this account provides funding 

for the City Clerk to attend the 2013 IIMC Conference in Atlantic City, to further her educational 

requirements in obtaining her Master Municipal Clerk designation. Last year the Clerk 

requested and was successful in obtaining a grant ($1,832) from the Alaska Association of 

Municipal Clerks (AAMC) to attend Professional Development (PD) I at the NW Clerk’s 

Institute. She has requested to attend PD II for the coming year. I support this request 

because the training received is invaluable to the goals and objectives of this Department and 

benefits the City. The Clerk hopes to once again attend the IIMC Study Abroad Program, this 

time to Scotland, in the late fall. She only requests permission to go at her own expense. 


Northwest Clerk’s Institute (PD II) $ 1,200 $ 1,200 $ 1,200 

Northwest Clerk’s Institute (PD III) 1,200 1,200 1,200 

Northwest Clerk’s Institute (PD IV) 900 900 900 

AAMC Conference – Fairbanks (2) 950 950 950 

IIMC Conference – Atlantic City NJ 2,100 2,100 2,100 

$ 6,350 $ 6,350 $ 6,350 

Account No. 5401: OFFICE SUPPLIES - provides funding for routine office supplies, in 

addition to audio SD cards, black and color print cartridges, specialty paper, copy paper, 

receipt paper, and general operating supplies. 


$ 3,500 $ 3,500 $ 3,500 

Account No. 5407: DUES AND PUBLICATIONS - provides funding for: 


Alaska Association of Clerks $ 300 $ 300 $ 300 

International Clerks Association 250 250 250 

Books and Publications 150 150 150 

Daily News Miner Subscription 220 220 220 

Total $ 920 $ 920 $ 920 

Account No. 5599: OTHER OUTSIDE CONTRACTS - provides for payment of codification of 

all approved City of Fairbanks ordinances, supplements for the Fairbanks General Code of 

Ordinances, maintenance of the City Clerk’s office copier, as well as live radio broadcasts of 

regular City Council meetings in addition to other unforeseen costs which may be incurred. 

Cost of codification has been increased due to general cleanup of several sections of the code. 

80


In 2012, we began conducting our own criminal history background checks for all chauffeur 

applicants. We have also increased the application fee to offset the cost. 


Code of Ordinance Supplements $ 4,500 $ 4,500 $ 4,500 

Online Municipal Code Fee 550 550 550 

Copier Maintenance Agreement 700 700 700 

Clear Channel Radio Contract 4,800 4,800 4,800 

Criminal Background Check 5,700 5,700 5,700 

Miscellaneous costs 500 500 500 

Total $ 16,750 $ 16,750 $ 16,750 

Account No. 5701: REPAIRS AND MAINTENANCE - provides funding for repairs for office 

equipment such as printers and audio equipment. 


$ 500 $ 500 $ 500 

Account No. 7004: ELECTION EXPENSES - provides funding for the regular election to be 

held in October of each year. All regular elections are conducted by the City Clerk in 

conjunction with the Fairbanks North Star Borough. If the Clerk’s Office is directed to conduct 

a special election for any reason, it is responsible for conducting that election independently. 

The expenses of a special election cost more than a regular election because regular election 

expenses are shared with the Fairbanks North Star Borough. With the information currently 

available, it is highly likely that a mayoral runoff election will be required in 2013. The last 

runoff in 2007 cost the City $29,500.00. 


Regular election $ 17,000 $ 17,000 $ 17,000 

Run-off election 29,500 28,500 28,500 

$ 46,500 $ 45,500 $ 45,500 


Total Department $ 352,550 $ 344,767 $ 347,537 

81

Chief Financial Officer (1) 

Controller (1) 

Grants Administration 

Manager (1) 

Accounting Specialist (5) 

82

190% 

Finance Budget vs. Actual Expenditures 

180% 

170% 

160% 

150% 

140% 

130% 

120% 

110% 

100% 

90% 

80% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 

The 2003 base year budget was $501,434 and expenditures were $505,340. The 2012 actuals 

are unaudited and 2013 actuals are not available. 

In 2008 an additonal personnel position was budgeted. Department not fully staffed until 

2009. 

83


General Fund Appropriation FINANCE DEPARTMENT NO. 13 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 


5002 OVERTIME 1,072 3,000 2,500 2,500 2,500 



5302 TRAINING 11,350 13,500 10,000 10,000 10,000 




TOTALS $ 861,196 $ 882,600 $ 902,267 $ 902,267 $ 902,267 

84

CITY OF FAIRBANKS, ALASKA FINANCE DEPARTMENT NO. 13 


General Fund Appropriation 

2011 

AMENDED 

2012 

APPROVED 


REQUEST 


MAYOR 


APPROVED 


PERSONNEL 

CHIEF FINANCIAL OFFICER 1.0 $ 93,347 1.0 $ 97,834 1.0 $ 103,736 1.0 $ 103,736 1.0 $ 103,736 

CONTROLLER 1.0 81,221 1.0 85,734 1.0 90,705 1.0 90,705 1.0 90,705 

ACTING PAY 933 956 1,004 1,004 

GRANTS ADMIN MANAGER 1.0 76,146 1.0 80,203 1.0 85,250 1.0 85,250 1.0 85,250 

SENIOR ACCOUNTANT 1.0 55,016 - - - - - - - - 

ACCOUNTING SPECIALIST 4.0 197,225 5.0 263,547 5.0 282,143 5.0 282,143 5.0 282,143 

OVERTIME 10,000 3,000 2,500 2,500 2,500 

BENEFITS 210,023 201,843 201,179 201,179 201,179 

LEAVE ACCRUAL 25,000 25,000 30,000 30,000 30,000 



85

CITY OF FAIRBANKS, ALASKA FINANCE DEPARTMENT NO. 13 


POSITION 

BASE WAGE 

HOURLY 

PENSION 

HOURLY 

HEALTH 

OTHER 

HOURLY 

BENEFITS 

HOURLY 

PACKAGE 

RATE 

IBEW 

CHIEF FINANCIAL OFFICER $ 48.4988 $ 6.5900 $ 4.9000 $ 0.7465 $ 60.7353 

CONTROLLER 42.3741 6.5900 4.9000 0.6577 54.5218 

GRANTS ADMIN MANAGER 39.8105 6.5900 4.9000 0.6206 51.9211 

ACCOUNTING SPECIALIST 27.6248 6.5900 4.9000 0.4439 39.5587 

ACCOUNTING SPECIALIST 25.7967 6.5900 4.9000 0.4174 37.7041 


86

DEPARTMENT 13 FINANCE, BUDGET NARRATIVE - CITY OF FAIRBANKS 


The Finance Department provides fiscally responsible guidance over all financial matters of 

the City, including maintenance and reporting on the budget, the current financial position, 

and the internal controls that preserve the financial integrity of the City. 

GOALS 

1. Complete annual audit within first 180 days of the year. 

2. Receive the Certificate of Achievement for Excellence in Financial Reporting 

issued by GFOA. 

3. Receive the Distinguished Budget Presentation Award issued by GFOA. 

4. Keep Mayor, Council, and Department Heads informed as to budget status, 

balance sheet position, cash flow, reporting, and portfolio position. 

5. Monitor the Permanent Fund and money manager as guided by the Permanent 

Fund Review Board. 

6. Continue training and job cross training to ensure efficient and timely operation 

of the Finance function at all times. 

7. Continue to implement new financial software. 


1. The date on the Independent Auditor’s Report. 

2. Unqualified opinion on the CAFR without a Management Letter being issued. 

3. Zero Single Audit findings. 

4. Receipt of the GFOA awards. 

5. Earning of Continuing Professional Education credits. 

6. Accounts payable and payroll checks issued timely without late fees or fines 

being generated. 

7. Quarterly reports of performance and compliance of the permanent fund issued 

by the investment managers. 


Account No. 5001: SALARIES AND WAGES - provides for salaries and wages for all 

employees within the Department. 


$ 562,838 $ 562,838 $ 562,838 

87


Account No. 5002: OVERTIME - provides for payment of work performed to meet critical 

deadlines during the year. 


$ 2,500 $ 2,500 $ 2,500 

Account No. 5101: PERSONAL LEAVE ACCRUAL - reflects the cost of new leave earned. 


out. 


$ 30,000 $ 30,000 $ 30,000 




$ 201,179 $ 201,179 $ 201,179 

Account No. 5302: TRAINING - provides for two employees to participate in the spring and 

fall Alaska Government Finance Officers’ Association Conferences and to provide required 

training for three staff to maintain their CPA licenses. Funds are also budgeted for 

professional training required to keep the City’s Finance Department in compliance with 

Generally Accepted Accounting Principles. 

AGFOA Conference Two conferences for two 

people (includes CPE). $ 4,660 

GFOA National Conference Two people 3,070 

CPE for 3 CPAs Primarily Grants Admin Mgr. 1,000 

Other Staff Training 1,270 

Total $10,000 


$ 10,000 $ 10,000 $ 10,000 

88


Account No. 5401: OFFICE SUPPLIES - provides for the regular recurring purchase of 

supplies needed for daily operations. 


$ 5,500 $ 5,500 $ 5,500 

Account No. 5407: DUES AND PUBLICATIONS - provides funding for GFOA (national) and 

AGFOA (state) dues along with subscriptions and reference periodicals pertaining to 

governmental accounting, grant programs, investments, and payroll. 


$ 3,250 $ 3,250 $ 3,250 

Account No. 5599: OTHER OUTSIDE CONTRACTS- provides funding needed to 

administer and audit Alcohol, Bed, and Tobacco Taxes and City Business License holders. 


$ 87,000 $ 87,000 $ 87,000 


TOTAL DEPARTMENT $ 902,267 $ 902,267 $ 902,267 

89

IT Director (1) 

Applications 

Manger (1) 

Financial 

Systems (1) 

Database 

Admin (1) 

Network 

Engineer (1) 

Desktop 

Specialist (1) 

90

Information Technology Budget vs Actual Expenditures 

310% 

300% 

290% 

280% 

270% 

260% 

250% 

240% 

230% 

220% 

210% 

200% 

190% 

180% 

170% 

160% 

150% 

140% 

130% 

120% 

110% 

100% 

90% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 



91


General Fund Appropriation INFORMATION TECHNOLOGY NO. 14 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 


5002 OVERTIME 1,411 10,000 10,000 10,000 10,000 

5101 PERSONAL/ANNUAL LEAVE 40,329 26,020 26,800 26,800 26,800 


5302 TRAINING 13,557 30,000 20,000 15,000 15,000 

5401 OFFICE SUPPLIES 547 1,000 1,000 1,000 1,000 

5402 OPERATING SUPPLIES 46,179 42,759 40,000 35,000 35,000 

5407 DUES AND PUBLICATIONS 900 1,500 1,500 1,500 1,500 

5501 PROFESSIONAL SERVICES 827 6,000 - - - 


5701 REPAIRS AND MAINTENANCE - 3,950 - - - 

5901 PHONE-MOBILE DATA & VOICE 49,397 77,000 90,000 67,000 67,000 

5903 COMPUTER SERVICE-FIBER 63,774 80,000 75,000 72,000 72,000 

7501 EQUIP REPLACEMENT 140,000 105,000 110,000 105,000 105,000 

9001 EQUIPMENT 34,819 110,000 172,000 105,000 105,000 

TOTALS $ 1,292,757 $ 1,447,837 $ 1,567,515 $ 1,431,938 $ 1,431,938 

92

CITY OF FAIRBANKS, ALASKA INFORMATION TECHNOLOGY NO. 14 


General Fund 

2011 

2012 



Appropriation 



PERSONNEL 

IT DIRECTOR 1.0 $ 83,616 1.0 $ 87,860 1.0 $ 93,279 1.0 $ 93,279 1.0 $ 93,279 

APPLICATIONS 

MANAGER 1.0 75,106 1.0 79,442 1.0 84,133 1.0 84,133 1.0 84,133 

FINANCIAL SYSTEMS 1.0 70,741 1.0 74,950 1.0 79,748 1.0 79,748 1.0 79,748 

1.0 - - - 1.0 69,241 1.0 66,700 1.0 66,700 

DATABASE ADMIN 2.0 111,405 2.0 118,953 1.0 63,524 1.0 63,524 1.0 63,524 

DESKTOP SPECIALIST 1.0 47,720 1.0 49,131 1.0 54,009 1.0 54,009 1.0 54,009 

OVERTIME 10,000 10,000 10,000 10,000 10,000 

BENEFITS 149,726 151,964 152,281 152,245 152,245 

LEAVE ACCRUAL 25,000 25,000 26,800 26,800 26,800 


A Network Engineer position was added by the Department at a 9% pay increase. 


93

CITY OF FAIRBANKS, ALASKA INFORMATION TECHNOLOGY NO. 14 


POSITION 

BASE WAGE 

HOURLY 

PENSION 

HOURLY 

HEALTH 

OTHER 

HOURLY 

BENEFITS 

HOURLY 

PACKAGE 

RATE 

IBEW 

IT DIRECTOR $ 43.5839 $ 6.5900 $ 4.9000 $ 0.6753 $ 56.7492 

APPLICATIONS MANAGER 39.2853 6.5900 4.9000 0.6129 52.3882 

FINANCIAL SYSTEMS 37.0804 6.5900 4.9000 0.5810 50.1514 

NETWORK ENGINEER 30.9586 6.5900 4.9000 0.4922 42.9408 

DATABASE ADMIN 29.4844 6.5900 4.9000 0.4708 46.4452 

DESKTOP SPECIALIST 24.4020 6.5900 4.9000 0.3971 41.2891 


94

DEPARTMENT 14 - INFORMATION TECHNOLOGY, BUDGET NARRATIVE - CITY OF FAIRBANKS 


The Information Technology Department’s mission is to provide reliable, cost-effective technologybased 

solutions to the City of Fairbanks. Specifically, maintaining network systems, telephone and 

wireless systems, core and ancillary applications and financial systems. Additional responsibilities 

include researching, developing, implementing, and maintaining information technology based 

strategies, solutions, policies, and procedures in support of City goals and objects. The 

Department also facilitates the exchange of information between City employees and citizens by 

maintaining the City’s official website. 


1. Leverage virtualization and SAN technologies to place critical resources next to the user to 

help mitigate loss of service due to network and system failure. 

2. Continue working on migrating to our new domain structure to eliminate legacy systems, 

reduce complexity and promote workgroup interoperability. 

3. Provide technology refreshes and rollouts to Public Works and Fire Departments to help 

standardize our network assets and allow deployment of group policy on new infrastructure 

for improving security while enhancing the user experience and service delivery at the 

desktop. 


The Information Technology Department is in the process of implementing systems to tract the 

following performance measures: 

1. Input from City employees. 

2. Complete projects in a timely manner. 

3. Compliance with all software licensing agreements. 

4. System confidentiality, integrity, and availability. 

2013 REORGANIZATION 

The Information Technology Department has realigned its staff position descriptions and work 

duties to better meet the current and future technology needs of the City. 

2013 CAPITAL PROJECTS 

1. Fire Department Server Stack: install a server rack including domain controllers, virtual 

machine cluster, and SAN storage $298,000. 

2. Radio Data Network (Grant Match): install radio network capable of providing wireless data 

services independent of existing cellular networks $125,000. 

3. Fire Department Upgrade (Grant Match): replace existing desktop units at Fire Station 1 

and Aurora Fire Station, install mobile CAD terminals in all fire vehicles, and install 

Paramedics tablet computers in all ambulances $100,000. 

95


4. Building Inspection Software: update existing software to improve inspector and planning 

workflows as well as inspection retention and processing $140,000. 

5. Wi-Fi Infrastructure – modernize and expand wireless network infrastructure for all City 

facilities $80,000. 

2013 NON-CAPITAL PROJECTS 

1. Microsoft SQL Licensing: database licensing for servers: $60,000. 

2. Software Conversion (Grant Match): migrate critical Fairbanks Fire Department data off the 

IBM AS400: $50,000. 

3. Backup Media: upgrade antiquated tape backup library to disk-based backup library: 

$40,000. 

4. Building Department Document Imaging: design and implement processes to digitize, 

organize, publish, and backup the Building Department’s physical documents: $12,000. 

5. Performance Measure Work Study: ongoing project to analyze the allocation of the 

Information Technology Department to establish performance baselines for IT resources in 

support of City objectives: $5,000. 

6. Website Update: funds to give the City’s current website a “facelift:” $5,000. 

2013 PUBLIC WORKS CAPITAL PROJECTS 

Information Technology projects funded and completed by the Public Works Department. 

1. FPD Server Room Air Conditioning: upgrade air handling system in Police server room to 

support an increase in equipment $160,000 

2. Fiber Optic Data Connection: install fiber optic cabling between City Hall, Fire Station 

One, and Fairbanks Police Department $100,000 

3. CAT6 Public Works: modernize existing network cabling in the Public Works facility to 

CAT-6 $80,000 

VOICE OVER INTERNET PROTOCOL TELEPHONE SYSTEM 

VOIP telephone systems offer a substantial improvement of voice communications infrastructure 

and reliability and greatly increased feature set allowing for improved connectivity, mobility, and 

productivity. Funding for this project was requested from the State of Alaska. 


Account No. 5001: SALARIES AND WAGES - provides for the salaries and wages for all 

employees within the department. 


$ 443,934 $ 441,393 $ 441,393 

96


Account No. 5002: OVERTIME - provides for the payment of work performed to meet critical 

deadlines throughout the year. 


$ 10,000 $ 10,000 $ 10,000 

Account No. 5101: PERSONAL/ANNUAL LEAVE ACCRUAL - reflects the costs of new leave 

earned. These figures are estimated using an average of the prior year's leave usage and leave 

cashed out. 


$ 26,800 $ 26,800 $ 26,800 

Account No. 5200: EMPLOYEE BENEFITS - includes retirement contributions, healthcare 

coverage, and employer's share of life insurance, Medicare, and Social Security Tax. 


$ 152,281 $ 152,245 $ 152,245 

Account No. 5302: TRAINING - provides funds necessary to keep staff skills current with new 

and existing technologies adopted by the City. 


$ 20,000 $ 15,000 $ 15,000 

Account No. 5401: OFFICE SUPPLIES - provides for the regular recurring purchase of office 

supplies needed for daily operations. 


$ 1,000 $ 1,000 $ 1,000 

Account No. 5402: OPERATING SUPPLIES - provides for the regular recurring purchase of 

information technology supplies needed to maintain and replace the diverse range of technologybased 

equipment. 


$ 40,000 $ 35,000 $ 35,000 

Account No. 5407: DUES AND PUBLICATIONS - provides for subscription costs for publications 

pertaining to information technology. 


$ 1,500 $ 1,500 $ 1,500 

97


Account No. 5501: PROFESSIONAL SERVICES - provides funds for consulting services 

necessary to maintain and operate specialized equipment and services outside existing service 

and support contracts. 


$ - $ - $ - 

Account No. 5599: OTHER OUTSIDE CONTRACTS - provides funds required to maintain 

ongoing licensing and support contracts for deployed software and hardware solutions. 


$ 425,000 $ 400,000 $ 400,000 

Vendor Project Annual Cost 

Sungard Public Sector OSSI/CAD/RMS $ 170,910 

Tyler Technologies Munis/Incode 70,000 

Priority Dispatch Pro Q/A 26,000 

DLT Solutions AutoCAD 25,000 

ACS Government Systems Firehouse 20,000 

Education Mgmt Assoc AS/400 20,000 

Energov Solutions Energov 12,000 

Backup Exec Dell 12,000 

Government Computer Sales VMWare Licensing 12,000 

Kronos Incorporated Telestaff 6,000 

Sub Total $ 373,910 

Remaining 23 Annual Maintenance Contracts 26,090 

Total $ 400,000 

Account No. 5701: REPAIRS AND MAINTENANCE - funds the repair of software and hardware 

outside the scope of the Information Technology Department’s current skill-set. 


$ - $ - $ - 

Account No. 5901: TELCO – MOBILE VOICE/DATA - funds cellular phones and mobile data 

aircards. 


$ 90,000 $ 67,000 $ 67,000 

Account No. 5903: TELCO – HARDLINE DATA - funds wire-line data connections between City 

facilities. 


$ 75,000 $ 72,000 $ 72,000 

98


Account No. 7501: EQUIPMENT CAPITAL EXPENDITURE - This expense is to pay for the cost 

of replacing capital equipment in the IT Department. This does not cover the total cost necessary 

to replace equipment on a regular schedule. 


$ 110,000 $ 105,000 $ 105,000 

Account No. 9001: EQUIPMENT NON-CAPITAL EXPENDITURE - These projects do not 

constitute themselves as capital projects as they have no depreciable components or do not 

exceed certain dollar amounts and are comprised mainly of conversions, maintenance, licensing, 

support or repair items. 


$ 172,000 $ 105,000 $ 105,000 


TOTAL DEPARTMENT $ 1,567,515 $ 1,431,938 $ 1,431,938 

99

General Account Budget vs. Actual Expenditures 

310% 

300% 

290% 

280% 

270% 

260% 

250% 

240% 

230% 

220% 

210% 

200% 

190% 

180% 

170% 

160% 

150% 

140% 

130% 

120% 

110% 

100% 

90% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 

The 2003 base year budget was $3,099,284 and expenditures were $3,488,015. The 2012 

actuals are unaudited and 2013 actuals are not available. Beginning in 2007 the City began 

recognizing PERS relief payments and matching expenditures from the State of Al 

100


General Fund Appropriation GENERAL ACCOUNT NO. 15 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 

5352 NEW EMPLOYEE TRAINING $ - $ 10,000 $ 10,000 $ 10,000 $ 10,000 


5501 PROFESSIONAL SERVICES 121,599 105,000 116,900 116,900 116,900 

5510 BANK CHARGES 836 1,000 1,000 1,000 1,000 

5511 CREDIT CARD FEES - 30,000 32,500 32,500 32,500 


5602 ELECTRIC 463,151 450,000 472,500 472,500 472,500 

5603 WATER & SEWER 37,087 60,000 63,000 63,000 63,000 

5604 STREET LIGHTING 490,455 510,000 510,000 510,000 510,000 

5605 TRAFFIC SIGNALS 22,698 35,200 36,960 36,960 36,960 

5606 STEAM 194,354 195,000 204,750 204,750 204,750 

5607 HEATING FUEL 174,771 180,000 236,696 236,696 236,696 

5901 TELEPHONE 188,738 200,000 200,000 200,000 200,000 

7001 ADVERTISING 22,962 28,000 28,000 28,000 28,000 

7002 CONTINGENCY 6,110 28,511 18,000 18,000 18,000 

7008 POSTAGE 11,187 17,000 17,000 17,000 17,000 

7201 CONTRIBUTIONS TO AGENCIES 1,972,059 1,908,050 1,958,050 1,908,050 1,908,050 

7202 COMMUNITY SERVICE PATROL - 50,000 50,000 50,000 50,000 

7204 DOWNTOWN CLEAN TEAM - 50,000 - - - 

7213 ABATEMENTS 21,833 57,573 100,000 100,000 100,000 

7214 PERS EMPLOYER RELIEF 983,847 - - - - 

7306 FIRE TRAINING CENTER 26,620 25,200 25,200 25,200 25,200 

7502 PROPERTY REPAIR 143,298 145,000 145,000 145,000 145,000 

8002 BOND DEBT PRINCIPAL 1,380,000 830,000 855,000 855,000 855,000 

8003 BOND DEBT INTEREST 195,570 55,190 28,215 28,215 28,215 

8004 BOND DEFEASANCE 2,083,137 - - - - 

TOTALS $ 8,558,485 $ 5,000,224 $ 5,138,271 $ 5,088,271 $ 5,088,271 

101

DEPARTMENT 15 - GENERAL ACCOUNT, BUDGET NARRATIVE - CITY OF FAIRBANKS 

OPERATING ACCOUNT 

This department is a cost center for expenditures that are not directly associated with a single 

department of the City. 

Account No. 5352: NEW EMPLOYEE TRAINING - provides for unplanned training costs due 

to employee turnover and for overlap of incoming and outgoing employees. 


$ 10,000 $ 10,000 $ 10,000 

Account No. 5401: OFFICE SUPPLIES - provides for machine repair, paper, and supplies for 

two (2) Xerox Copiers and one (1) IBM Laser printer located at City Hall managed by Public 

Works. 


$ 10,000 $ 10,000 $ 10,000 

Account No. 5501: PROFESSIONAL SERVICES - provides funding for: 


Annual audit and reports $ 59,300 $ 59,300 $ 59,300 

Lobbyist 40,000 40,000 40,000 

Ambulance Audit 2,600 2,600 2,600 

Other professional services 15,000 15,000 15,000 

Subtotal $ 116,900 $ 116,900 $ 116,900 

Account No. 5510: BANK CHARGES - banking service fees (reclassified). 


$ 1,000 $ 1,000 $ 1,000 

Account No. 5511: CREDIT CARD FEES - Fees incurred for the collection of City revenues. 


$ 32,500 $ 32,500 $ 32,500 

102


Account No. 5599: OTHER OUTSIDE CONTRACTS – Indigent criminal defense. 


$ 19,500 $ 19,500 $ 19,500 

Account No. 5602: ELECTRIC - provides funds for electric utility charges. 


$ 472,500 $ 472,500 $ 472,500 

Account No. 5603: WATER & SEWER - provides funds for sewer and water utility charges. 


$ 63,000 $ 63,000 $ 63,000 

Account No. 5604: STREET LIGHTING - provides funds for electric charges and 

maintenance costs for City street lights. 


$ 510,000 $ 510,000 $ 510,000 

Account No. 5605: TRAFFIC SIGNALS - provides funds for traffic signal maintenance and 

related costs that are billed to the City by the State of Alaska. 


$ 36,960 $ 36,960 $ 36,960 

Account No. 5606: 

charges. 

STEAM - provides funds for steam costs and hot water heat utility 


$ 204,750 $ 204,750 $ 204,750 

Account No. 5607: HEATING FUEL - provides funds for the heating fuel for City buildings. 


Diesel Heating Fuel $ 213,796 $ 213,796 $ 213,796 

Natural Gas 22,900 22,900 22,900 

Subtotal $ 236,696 $ 236,696 $ 236,696 

103


Account No. 5901: TELEPHONE - provides funds to pay monthly telephone, long distance, 

cellular, and FAX lines for all City departments. 


$ 200,000 $ 200,000 $ 200,000 

Account No. 7001: ADVERTISING – legal and display. Advising the public of the activities in 

City government, whether a meeting, a change in code, upcoming ordinances and resolutions 

and disposition of same, increases in fees, position vacancies, and other events are the legal 

responsibility of the City. 


$ 28,000 $ 28,000 $ 28,000 

Account No. 7002: CONTINGENCY - provides a small amount of funding for unforeseen 

costs that may occur during the year deemed necessary at the Mayor's discretion. 


$ 18,000 $ 18,000 $ 18,000 

Account No. 7008: POSTAGE - used by all departments for City mailings managed by IT 

Department. 


$ 17,000 $ 17,000 $ 17,000 

Account No. 7201: CONTRIBUTIONS TO OTHER AGENCIES 


Fairbanks Convention & Visitors Bureau $ 1,558,050 $ 1,508,050 $ 1,508,050 

Fairbanks Economic Dev Company 100,000 100,000 100,000 

Discretionary Grants for Nonprofits 270,000 270,000 270,000 

Festival Fairbanks Golden Heart 30,000 30,000 30,000 

Plaza & Barnette Landing Maint 

Total for appropriation $ 1,958,050 $ 1,908,050 $ 1,908,050 

Account No. 7202: COMMUNITY SERVICE PATROL 


$ 50,000 $ 50,000 $ 50,000 

104


Account No. 7204: DOWNTOWN CLEAN TEAM 


$ - $ - $ - 

Account No. 7213: ABATEMENTS – An expense used to clean up properties that are 

deemed to be unsafe and/or a nuisance to the community. 


$ 100,000 $ 100,000 $ 100,000 

Account No. 7306: FIRE TRAINING CENTER – provides funding for utilities, maintenance, 

snow removal, and miscellaneous costs associated with the Fire Training Center building. It 

was directed during 1999 by the Council that this property be pursued as a self-sufficient 

center and be utilized more fully through more rentals. A revenue line has been established to 

account for rental revenue. 


$ 25,200 $ 25,200 $ 25,200 

Account No. 7502: PROPERTY REPAIR AND REPLACEMENT – This expense is to pay the 

cost of maintaining City buildings and property. Funds are being accrued in the Capital 

Appropriations fund to pay for major repairs. 


$ 145,000 $ 145,000 $ 145,000 

Account No. 8002: BOND DEBT PRINCIPAL- Fire Station Bond principal payments. 


$ 855,000 $ 855,000 $ 855,000 

Account No. 8003: BOND DEBT INTEREST - Fire Station Bond interest payments. 


$ 28,215 $ 28,215 $ 28,215 



105


GENERAL OBLIGATION BONDS OUTSTANDING 

DATE 

OF 

ISSUE 

DESCRIPTION 

ORDINANCE 

AUTHORIZING 

ISSUE 

AVERAGE 

INTEREST 

RATE 

MATURITY 

TOTAL 

BONDS 

ISSUED 

12-31-12 

BALANCE 

2004 

FIRE 

STATION* 5542 3.07 2013 $7,470,000 $ 855,000 

Interest on General Obligation Bonds Payable in 2013 $ 28,215 

Principal on General Obligation Bonds Payable in 2013 855,000 

Debt Service for 2013 $ 883,215 

*THE PRINCIPAL AND INTEREST PAYMENTS FOR THE FIRE STATION BONDS ARE 

100% REIMBURSED BY STATE OF ALASKA IN THE FOLLOWING YEAR. 

GENERAL BONDED DEBT 

STATEMENT OF FUTURE DEBT SERVICE REQUIREMENTS 

DECEMBER 31, 2012 

YEAR TO BE 

PROVIDED 

BOND PRINCIPAL 

PAYABLE IN 

FUTURE YEARS 

INTEREST 

PAYABLE IN 

FUTURE YEARS 

TOTAL BONDS 

AND 

INTEREST 

PAYABLE 

IN FUTURE YEARS 

2012 $ 855,000 $ 28,215 $ 883,215 

106

Risk Management Budget vs. Actual Expenditures 

230% 

220% 

210% 

200% 

190% 

180% 

170% 

160% 

150% 

140% 

130% 

120% 

110% 

100% 

90% 

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 

The 2004 base year budget was $777,275 and expenditures were $813,953. 

The 2012 actuals are unaudited and 2013 actuals are not available. The 2003 

budget and actuals are not comparable with s 

107


General Fund Appropriation RISK MANAGEMENT NO. 16 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 

5351 MEDICAL AND TRAINING $ 13,461 $ 22,500 $ 23,000 $ 22,500 $ 22,500 

5402 OPERATING SUPPLIES 531 750 700 700 700 

5407 DUES AND PUBLICATIONS - 700 700 700 700 


6001 GENERAL INSURANCE 32,205 33,428 30,000 30,000 30,000 

6002 WORKERS' COMPENSATION 508,325 508,325 508,325 508,325 508,325 

6003 POLICE PROFESSIONAL INS 189,670 189,670 189,670 189,670 189,670 

6004/ GENERAL & AUTOMOBILE 

6005 LIABILITY INS 92,130 92,130 92,130 92,130 92,130 

7401/ 

7404 WORKERS' COMP CLAIMS 143,294 143,295 143,294 143,294 143,294 

7402 GENL LIABILITY CLAIMS 143,742 143,742 143,742 143,742 143,742 

7403 AUTOMOBILE LIABILITY 40,720 40,720 40,720 40,720 40,720 

7510 INTER-DEPT RISK SERVICES 231,667 231,667 231,667 231,667 231,667 

TOTALS $ 1,398,814 $ 1,410,927 $ 1,407,448 $ 1,406,448 $ 1,406,448 

108

DEPARTMENT 16 - RISK MANAGEMENT, BUDGET NARRATIVE - CITY OF FAIRBANKS 


Our mission is to protect City of Fairbanks employees, citizens and tax dollars from the 

effects of unpredictable casualty losses on the personnel, physical and financial assets 

of the City. The Risk Management Section in coordination with AML/JIA manages the City’s 

property, general and automobile liability and workers’ compensation; obtains insurance 

coverage for professional liability, accident coverage and commercial property for the cty; 

maintains databases for claims, injuries, facility incidents and for contractor insurance 

certificates; provides occupational health and safety services to City employees, drug testing 

monitoring and employment-related medical exams. 


Insurance prices have been stable for the last two years in our insurance pool as a result of 

unprecedented economic circumstances. There is concern that due a to veteran work force a 

spike in injuries cost could escalate. The propriety claim system is maintained by a local sole 

proprietor. Need to integrate new software in tracking claims and purchase expanded risk 

program to track liability claims. 


1. In coordination with departments and AML/JIA continue to identify, evaluate and control 

loss exposures and risk factors faced by the City. 

2. Provide staff support to assist departments in conducting safety training and working to 

promote the AML/JIA online training program and monthly safety classes. 

3. Minimize the adverse effects of unpredictable events by working with AML/JIA, our 

insurance pool, to develop programs for loss prevention based on available loss data 

and coordinating loss control activities, in cooperation with all departments. 

4. Implement MUNIS accident and injuries module to replace current program. 

5. Identify medical purchasing programs to reduce costs for employee wellness programs. 

6. Continue to work with departments and AML/JIA in the improvement of Return to Work 

programs. 

7. Work with MUNIS in expanding Risk Management module to track liability claims. 


Account No. 5351: MEDICAL AND TRAINING - represents funding for City safety and 

regulatory training and equipment. The City of Fairbanks has lost ground on gaining full safety 

and regulatory training compliance due to reduced funding in recent years as identified in our 

OSHA consultation inspection. In the meantime, additional training requirements are being 

placed on employers such as first aid, defibrillation and numerous other requirements. 

Appropriate safety training has a direct effect in the reduction of severity and frequency of work 

related employee injuries and illnesses. Safety training pays for itself by reducing the 

109


occurrence and severity of workers’ compensation claims. Departments receive direct savings 

through reduced medical costs, time loss, replacement and overtime. The majority of the 

training amounts will be managed in individual department accounts and facilitated through 

Risk Management with additional duties reassigned to Human Resources and the Risk 

Administrative Assistant position. 


$ 23,000 $ 22,500 $ 22,500 

Account No. 5402: OPERATING SUPPLIES - provides funding for non-expendable items 

such as computer accessories, software, small office equipment, office furniture and 

accessories, and printer supplies. 


$ 700 $ 700 $ 700 

Account No. 5407: DUES AND PUBLICATIONS - provides funding for manuals, subscriptions 

and periodicals. These resources are necessary to remain up to date with safety, 

environmental, workers’ compensation and other risk management issues. 


$ 700 $ 700 $ 700 

Account No. 5599: OTHER OUTSIDE CONTRACTS - provides funding for travel, maintaining 

and upgrading risk management computer programs to maintain compliance with regulatory 

reporting procedures. 


$ 3,500 $ 3,000 $ 3,000 

Account No.6001: GENERAL INSURANCE - provides funding for the following: 


Treasurer’s Bond $ 800 $ 800 $ 800 

Fire and Property Insurance 26,200 26,200 26,200 

Blanket Public Employee Bond 1,500 1,500 1,500 

Notary Bonding 1,500 1,500 1,500 

Subtotal $ 30,000 $ 30,000 $ 30,000 

110


Account No. 6002: WORKERS’ COMPENSATION INSURANCE - Workers’ Compensation 

insurance currently provided by Alaska Municipal League Joint Insurance Association. 


$ 508,325 $ 508,325 $ 508,325 

Account No. 6003: POLICE PROFESSIONAL INSURANCE - covers potential liability 

situations. 


$ 189,670 $ 189,670 $ 189,670 

Account No. 6004 and 6005: GENERAL LIABILITY - covers auto liability and general liability 

under the City’s self-insured program. 


$ 92,130 $ 92,130 $ 92,130 

Account No. 7401 and 7404: WORKERS’ COMP CLAIMS - provides risk management and 

claims administrative services, settlement and adjustment expenses for claims of workers’ 

compensation, and legacy claims incurred while the City was self-insured. 


$ 143,294 $ 143,294 $ 143,294 

Account No. 7402: GENERAL LIABILITY CLAIMS - pays claims below the City’s liability 

insurance deductible. 


$ 143,742 $ 143,742 $ 143,742 

Account No. 7403: AUTOMOBILE LIABILITY - pays claims below the City’s automobile 

liability insurance deductible. 


$ 40,720 $ 40,720 $ 40,720 

111


Account No. 7510:INTER-DEPARTMENT RISK SERVICES - includes City personnel costs 

appropriated to self-insurance. 


$ 231,667 $ 231,667 $ 231,667 



112

Fairbanks Police Department 2013 


Assistant (1) 

Police Chief (1) 

Clerk (.5) 

Deputy Chief 

(1) 


Lieutenant (1) 

Evidence 

Custodian (2) 

Patrol Division 

Investigations 

Division 

Day Shift 


SRO (2) 

Mid Shift 



Sergeant (3) 

Traffic Unit 

Sergeant (3) 

Property 

Crimes 

ABADE Drug 

Investigator (1) 

Crimes Against 

Persons 

Officer (12) Sergeant (1) 

Officer (11.5) 

Detective (1) 

Detective (3) 

Officer (4) 

Investigator 

(1) 

113

Police Budget vs. Actual Expenditures 

130% 

120% 

110% 

100% 

90% 

2003 2004 2005(1) 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 



(1) Dispatch Department separated from the Police Department in 2005. 

114


General Fund Appropriation POLICE DEPARTMENT NO. 20 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 

5001 SALARIES AND WAGES $ 3,431,380 $ 3,821,542 $ 3,949,406 $ 3,927,517 $ 3,927,517 

5002 OVERTIME 434,673 366,467 360,000 360,000 360,000 

5020 HOLIDAY OT STAFFING 60,897 71,100 100,000 100,000 100,000 


5200 EMPLOYEE BENEFITS 1,452,671 1,594,896 1,660,924 1,632,111 1,632,111 

5302 TRAINING 20,902 36,200 36,200 30,000 30,000 

5321 UNIFORMS & EQUIPMENT 20,328 50,268 38,000 38,000 38,000 


5406 FUEL, OIL AND GREASE 150,237 186,000 186,000 186,000 186,000 

5407 DUES AND PUBLICATIONS 613 2,000 2,000 1,000 1,000 


5601 UTILITIES - APSIN 4,468 5,000 5,000 4,000 4,000 

7001 ADVERTISING 1,723 7,800 7,500 6,000 6,000 

7008 POSTAGE AND FREIGHT 2,745 6,500 6,500 3,500 3,500 

7009 STORAGE AND TOWING - 2,500 2,500 - - 

7205 COMMUNITY POLICING - 7,200 8,500 7,500 7,500 

7206 K-9 UNIT 2,900 12,578 9,500 8,000 8,000 

7208 INVESTIGATIVE EXPENSES 9,732 5,500 5,500 5,500 5,500 

7209 MEDICAL AND EVIDENCE 50,726 115,000 115,000 90,000 90,000 


9001 EQUIPMENT - CAPITAL OUTLAY 16,136 - - - - 

TOTALS $ 6,070,172 $ 6,770,347 $ 6,932,080 $ 6,838,678 $ 6,838,678 

115

CITY OF FAIRBANKS, ALASKA POLICE DEPARTMENT NO. 20 


General Fund 

2011 

2012 




Appropriation 

APPROVED APPROVED REQUEST 

MAYOR 

APPROVED 


PERSONNEL 

POLICE CHIEF 1.0 $ 102,082 1.0 $ 106,445 1.0 $ 112,100 1.0 $ 112,100 1.0 $ 112,100 

DEPUTY POLICE CHIEF 1.0 92,997 1.0 100,635 1.0 104,541 1.0 104,541 1.0 104,541 

ADMINISTRATIVE 

ASSISTANT 1.0 50,960 1.0 54,270 1.0 56,441 1.0 56,441 1.0 56,441 

LIEUTENANT 4.0 360,038 4.0 382,569 4.0 403,085 4.0 403,085 4.0 403,085 

SERGEANT 6.0 490,392 6.0 519,551 7.0 630,611 7.0 630,611 7.0 630,611 

DETECTIVE 4.0 307,140 4.0 326,531 4.0 335,350 4.0 335,350 4.0 335,350 

POLICE OFFICER 33.5 2,468,406 31.5 2,486,065 32.0 2,515,935 31.5 2,494,046 31.5 2,494,046 

EVIDENCE CUSTODIAN 2.0 102,417 2.0 110,450 2.0 115,692 2.0 115,692 2.0 115,692 

CLERK 0.5 19,016 0.5 20,785 0.5 23,612 0.5 23,612 0.5 23,612 

CLEANING/FOOTWARE/ 

EQUIP ALLOW 63,530 63,530 59,915 59,915 59,915 

HOLIDAY OT STAFFING 71,100 71,100 100,000 100,000 100,000 

OVERTIME 320,000 360,000 360,000 360,000 360,000 

BENEFITS 1,333,322 1,555,869 1,837,092 1,808,279 1,808,279 

LEAVE ACCRUAL 80,000 80,000 80,000 80,000 80,000 

TOTAL PERSONNEL 53.0 5,861,400 51.0 6,237,800 52.5 6,734,374 52.0 6,683,672 52.0 6,683,672 

LESS: GRANT FUNDED* 

DV INVESTIGATOR (1.0) (28,144) - - - - - - - - 

AHSO-OFFICER WAGES (2.0) (117,856) (2.0) (107,565) - - - - - - 

AHSO-DUI 

ENFORCEMENT (2.0) (178,574) (2.0) (178,574) (2.0) (178,574) 

POLICE OFFICER (JAG) (1.0) (71,749) (1.0) (75,756) (1.0) (83,580) (1.0) (83,580) (1.0) (83,580) 

(WEED & SEED) - - - - - - - - - - 

(BHP) (1.0) (80,567) - - - - - - - - 

CHRP OFFICER 

SCHOOL WAGES (2.0) (111,832) (2.0) (118,480) (2.0) (145,722) (2.0) (145,722) (2.0) (145,722) 

BENEFITS (190,730) (144,115) (176,168) (176,168) (176,168) 

TOTAL GRANT FUNDS (7.0) (600,878) (5.0) (445,916) (5.0) (584,044) (5.0) (584,044) (5.0) (584,044) 

TOTAL GENERAL FUND 46.0 5,260,522 46.0 5,791,884 47.5 6,150,330 47.0 6,099,628 47.0 6,099,628 

The department's request adds a sergeant position, reduces one officer position, and changes a part-time officer to full-time. 

* Grant funds do not always cover the total cost of the labor. The general fund pays the difference. 


116

CITY OF FAIRBANKS, ALASKA POLICE DEPARTMENT NO. 20 


SEVEN YEAR STEP INCREASES 

PSEA Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 

SERGEANT $ 34.2026 $ 35.8687 $ 37.6780 $ 38.6049 $ 39.5316 $ 39.9068 $ 40.2708 

HOURLY PSEA HEALTH 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 

HOURLY PENSION 7.5246 7.8911 8.2892 8.4931 8.6970 8.7795 8.8596 

OTHER 1.1162 1.1403 1.1666 1.1800 1.1934 1.1989 1.2041 

HOURLY PACKAGE RATE $ 48.8433 $ 50.9001 $ 53.1338 $ 54.2780 $ 55.4220 $ 55.8852 $ 56.3345 

DETECTIVE $ 33.5296 $ 34.5336 $ 36.2106 $ 37.1374 $ 38.0091 $ 38.3622 $ 38.7262 

HOURLY HEALTH 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 


OTHER 1.1064 1.1210 1.1453 1.1587 1.1714 1.1765 1.1818 


POLICE OFFICER $ 29.2377 $ 30.7162 $ 32.2387 $ 34.5115 $ 35.8576 $ 36.1886 $ 36.5306 

HOURLY HEALTH 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 


OTHER 1.0442 1.0656 1.0877 1.1206 1.1402 1.1450 1.1499 


ADMIN ASSISTANT $ 21.6469 $ 22.7282 $ 23.8536 $ 25.5306 $ 26.5347 $ 26.7774 $ 27.0311 

HOURLY HEALTH 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 


OTHER 0.9341 0.9498 0.9661 0.9904 1.0050 1.0085 1.0122 


EVIDENCE CUSTODIAN $ 22.7393 $ 23.8536 $ 25.0672 $ 26.8104 $ 27.8696 $ 28.1123 $ 28.3771 

HOURLY HEALTH 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 


OTHER 0.9499 0.9661 0.9837 1.0090 1.0243 1.0279 1.0317 


EVIDENCE CUSTODIAN II $ 21.6469 $ 22.7282 $ 23.8536 $ 25.5306 $ 26.5347 $ 26.7774 $ 27.0311 

HOURLY HEALTH 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 


OTHER 0.9341 0.9498 0.9661 0.9904 1.0050 1.0085 1.0122 


CLERK PART TIME $ 20.1685 $ 21.2410 $ 22.2934 $ 23.3938 $ 24.3266 $ 24.5658 $ 24.7931 

SOCIAL SECURITY 1.2504 1.3169 1.3822 1.4504 1.5083 1.5231 1.5372 

MEDICARE 0.2924 0.3080 0.3233 0.3392 0.3527 0.3562 0.3595 


LIEUTENANT $ 39.0351 $ 40.1054 $ 41.1866 $ 42.2788 $ 43.4042 $ 43.8125 $ 44.2096 

HOURLY HEALTH 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 


OTHER 2.6285 2.6441 2.6597 2.6756 2.6919 2.6978 2.7036 


IBEW 

PSEA 

NON-STEP POSITIONS POLICE CHIEF DEPUTY CHIEF P.O RECRUIT I PO RECRUIT II PO RECRUIT III 

BASE RATE $ 52.5776 $ 48.6306 $ 24.8577 $ 26.3250 $ 27.7813 

HOURLY HEALTH 4.90 6.0000 6.0000 6.0000 6.0000 

HOURLY PENSION 11.5671 10.6987 5.4687 5.7915 6.1119 

OTHER 0.5669 2.5255 0.8144 0.8310 0.8474 

HOURLY PACKAGE RATE $ 69.6116 $ 67.8548 $ 37.1408 $ 38.9475 $ 40.7406 

IBEW EMPLOYEES WILL RECEIVE A 2.5% CPI INCREASE TO THEIR HOURLY PACKAGE RATE ON 2/1/2013. 

117

DEPARTMENT 20 – POLICE, BUDGET NARRATIVE - CITY OF FAIRBANKS 


To serve the public with integrity, wisdom, courage, and compassion while working in 

partnership with the community to make Fairbanks a better place to live, work, and visit. 


1. To resolve staffing deficiencies using a new approach: instead of reducing police services 

or seeking additional staffing to meet work demands, reduce work demands to meet existing 

staffing levels through more effective crime prevention and traffic calming measures. 

2. To improve diversity in staffing at the Fairbanks Police Department. 

3. To become more environmentally sensitive in our operations. 

4. To continue to embrace prudent, balanced use of technology. 

5. To optimize our use of outside money (grants, asset forfeiture, fund-raisers), while 

simultaneously reducing our reliance on those sources. 


1. To develop and implement the “Data-Driven Approaches to Crime and Traffic Safety” 

(DDACTS) crime analysis software and methodology into our operations within the year. 

(Supports Long-Term Goal #1). 

2. To conclude certification of our enhanced Traffic Unit in Commercial Vehicle Enforcement 

by March, 2013. (Supports Long-Term Goal #1). 

3. To upgrade one Officer position to Sergeant and restore a vacant half-time position to fulltime 

through the 2013 budget process to more properly administer Long-Term Goal #1. 

4. To work closely with Rosa Melendez, Regional Director of the US Department of Justice, 

Community Relations Service, Doyon Limited Regional Native corporation, NAACP, and 

other minority advocacy groups to recruit viable minority candidates for police officer 

positions. (Supports Long-Term Goal #2) 

5. To continue migrating our police vehicle fleet from conventional vehicles (eight-cylinder, twowheel 

drive) to more efficient, cleaner, and practical vehicles (four- and six-cylinder, allwheel 

drive, eco-rated vehicles that can also support the Public Safety Officer concept, if 

adopted). (Supports Long-Term Goals #3 and #6). 

6. To accommodate the loss of various current and future grants in the least disruptive fashion 

possible (attrition, gradual reorganization), and to structure future grants in a less obligatory 

manner. (Supports Long-Term Goal #5). 

7. To provide full support of the City’s initiative to investigate the consolidation of Police and 

Fire into the “Public Safety Officer” concept. (Supports Long-Term Goal #6). 


1. DDACTS fully operational, providing crime and traffic “hot spot” analysis to guide both the 

Traffic Unit and Patrol in their deployments and focus. 

2. The Traffic Unit to be properly staffed and trained to goal objectives. 

118


3. Have a comprehensive minority candidate recruitment strategy developed and implemented 

by the end of 2013. 

4. Purchase and upfit only Subaru Legacy vehicles (for support staff and Investigations) and 

Ford SUV police package vehicles (using six-cylinder engines—for Patrol) in 2013. 

5. Respond to all possible losses of grant funding with individualized contingency plans, and to 

enact procedures to ensure future grants comport with best business practices. This 

includes grant positions specifically recruited as full-time, temporary positions. 

6. Provide all support necessary in the investigation of migrating the City to some form of a 

Public Safety Officer system. 

Account No. 5001: SALARIES AND WAGES 

Civilian Staffing 


Civilian (non-sworn) staffing numbers at FPD-three and a half positions to support nearly 50 

officers, with no dedicated Records department-remains virtually the worst in the State, and 

nearly unheard of nationally. Despite this deficiency, only status quo is sought in 2013. 

Sworn Staffing 

Our new operating structure requires two relatively minor adjustments: First, the vacant parttime 

officer position should be restored to its original full-time status. Second, one officer 

position needs to be upgraded to the rank of sergeant. 


$ 3,949,406 $ 3,927,517 $ 3,927,517 

Account No. 5002: OVERTIME - Since our minimal staffing cannot absorb routine losses well, 

we rely heavily on overtime to compensate for shortages. This requested amount is equivalent 

to last year’s overtime expenditures. 


$ 360,000 $ 360,000 $ 360,000 

Account No. 5020: HOLIDAY OT STAFFING - This is the only category of overtime not found 

specifically in the line item 5002, “Overtime.” 


$ 100,000 $ 100,000 $ 100,000 

119


Account No. 5101: PERSONAL/ANNUAL LEAVE ACCRUAL - This category reflects the cost 

of new leave earned. 


$ 80,000 $ 80,000 $ 80,000 


coverage, and employer’s share of life insurance, Medicare and Social Security tax. 


$ 1,660,924 $ 1,632,111 $ 1,632,111 

Account No.5302: TRAINING - The Alaska Police Standards Council (APSC) has a rich 

history of funding a significant portion of our training, but they will not do it all. This budget 

proposal covers the funding shortfall from APSC for on-going, legally mandated and 

functionally essential training-at no change from last year. 


$ 36,200 $ 30,000 $ 30,000 

Account No. 5321: UNIFORMS AND EQUIPMENT - no change from last year. 


$ 38,000 $ 38,000 $ 38,000 

Account No. 5402: OPERATING SUPPLIES - This highly varied account pays for a wide 

range of expendable supplies. Many items are obvious: latex gloves, lights, batteries, road 

flares, and such. Others are neither obvious nor predictable: Taser and firearm repair and 

replacement, Unitrol fuses, and flash-bang diversion devices. Perhaps the single biggest 

consumer of this line item is ammunition, which typically runs in excess of $40,000 per year. 

This year’s request is no change from last year’s amount. 


$ 99,000 $ 99,000 $ 99,000 

Account No. 5406: FUEL, OIL, AND GREASE - The cost of petroleum products is never 

predictable, but our requested amount will start at the same level as last year. 


$ 186,000 $ 186,000 $ 186,000 

120


Account No. 5407: DUES AND PUBLICATIONS - There are no known changes in this year’s 

anticipated costs. 


$ 2,000 $ 1,000 $ 1,000 

Account No. 5599: OTHER OUTSIDE CONTRACTS - This account provides funding for 

various (unpredictable) contractual agreements. The following list is a sample of the types of 

contracts FPD typically engages in: 

Department of Corrections Prisoner Housing—Ranges $27,000 to $80,000 

Vehicle Upfitting (formerly Tom Ferri)-estimate $14,000 

ProComm Alaska-$4,000 

Shredway-about $2,500 

Psychological Examinations-ranges $1,600 to $5,100 

Copier Maintenance-Typically $4,000 

Promantek-about $1,200 

IACPNet-fixed at $1,900 

Satellite Telephone Air Time-about $800 

GCI-about $1,400 

Power DMS-$1,300 allowance 

ALEISS-contract year of $1,850 

Ad Hoc-incidental events throughout the year requiring contracts: Varies. 

Subtotal costs of sample expenses, using mid-range values: $61,000, plus ad hoc events. 

Last year, the approved amount of $80,550 proved sufficient, so is requested again this year. 


$ 80,550 $ 80,550 $ 80,550 

Account No. 5601: APSIN - terminal charges for access to the State Information Network and 

the annual fee for NCIC interface to the national database. No change is anticipated in this fee 

during 2013. 


$ 5,000 $ 4,000 $ 4,000 

121


Account No. 7001: ADVERTISING - This year we are requesting that $4,000 of previously 

granted funds in this account be moved into Account No. 7205: Community Based Policing. 

See that line item below for details. 


$ 7,500 $ 6,000 $ 6,000 

Account No. 7008: POSTAGE AND FREIGHT - no postage changes in 2013. 


$ 6,500 $ 3,500 $ 3,500 

Account No. 7009: STORAGE AND TOWING - This account funds towing and storage 

charges for police investigations. (i.e. vehicles impounded pursuant to search warrants, 

vehicles held for mechanical inspection following fatality accidents, etc.) No significant 

changes are anticipated this year, allowing a continuation of the 2012 budget amount. If, 

however, Public Works assumes the budgeting of this activity, this line item could be removed. 


$ 2,500 $ - $ - 

Account No. 7205: COMMUNITY POLICING - Grant funding for our traditional communitybased 

policing activities and events has been eroding. Weed & Seed has concluded, funding 

for the VIP program has been tenuous at best, and our key event, Operation Glow, lost all 

funding in 2012. These programs have become so popular and essential that FPD is working 

hard to continue their benefits. To facilitate that, we request that $4,000 of Account No. 7001: 

Advertising, be moved into this budget, along with a $1,000 boost. 


$ 8,500 $ 7,500 $ 7,500 

Account No. 7206: K-9 UNIT - The Fairbanks Police Department has a well-established, 

modern canine unit that continues to satisfy its intended mission. To ensure all essential costs 

are met to maintain this unit, the same amount as funded last year is requested. 


$ 9,500 $ 8,000 $ 8,000 

122


Account No. 7208: INVESTIGATIVE EXPENSES - This account supports investigative 

expenses such as street drug purchases and informant expenses. All such expenditures are 

pre-approved at the Deputy Chief level, and accounted for in a special ledger for audit. We 

request no change from last year. 


$ 5,500 $ 5,500 $ 5,500 

Account No. 7209: MEDICAL AND EVIDENCE - This pays for prisoner-related medical costs, 

and for the medical examinations for investigations, most notably DUI blood-draws and Sexual 

Assault (SART) Examinations-a cost ascribed to the City by State law, and disallowed by 

insurance carriers as being forensic, not treatment. 

Costs in this category rise relentlessly, with a high risk of losing State funding. We request the 

same amount as last year, subject to change. 


$ 115,000 $ 90,000 $ 90,000 

Account No. 7501: EQUIPMENT REPLACEMENT - This expense is transferred to the Capital 

Appropriation Fund to pay for the cost of replacing capital equipment in Police Department. This 

account is used to allocate funds for the replacement of police fleet vehicles. We are requesting 

the standard replacement of four (4) police vehicles; we are requesting the same amount this 

year as approved in 2012. 


$ 180,000 $ 180,000 $ 180,000 



123

Dispatch Center 

Manager (1) 

Call Taker/Admin 

Support (1) 

DAY SHIFT A 

MID SHIFT B 

DAY SHIFT C 

MID SHIFT D 

Lead Dispatcher (1) 

Lead Dispatcher (1) 

Lead Dispatcher (1) Lead Dispatcher (1) 

Dispatcher (3) 

Dispatcher (3) Dispatcher (3) 


124

Dispatch Budget vs. Actual Expenditures 

200% 

190% 

180% 

170% 

160% 

150% 

140% 

130% 

120% 

110% 

100% 

90% 

2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 



The Dispatch Department was seperated from the Police Department in 2005. 

125


General Fund Appropriation DISPATCH CENTER NO. 21 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 

5001 SALARIES AND WAGES $ 966,633 $ 1,030,994 $ 1,102,665 $ 1,050,523 $ 1,050,523 

5002 OVERTIME 172,639 178,090 182,000 170,000 170,000 

5020 HOLIDAY OT STAFFING 28,979 31,000 32,000 32,000 32,000 



5302 TRAINING 11,779 25,980 30,000 25,000 25,000 

5321 UNIFORMS & EQUIPMENT - - 7,500 - - 


5407 DUES AND PUBLICATIONS 500 500 500 500 500 


5601 UTILITIES - APSIN 2,811 3,350 3,350 3,350 3,350 

7008 POSTAGE AND FREIGHT 39 500 500 500 500 


TOTALS $ 1,861,555 $ 1,971,025 $ 2,107,918 $ 1,983,336 $ 1,983,336 

126

CITY OF FAIRBANKS, ALASKA DISPATCH CENTER NO. 21 


General Fund 

2011 

2012 




Appropriation 



PERSONNEL 

DISPATCH MANAGER 1.0 $ 78,371 1.0 $ 82,485 1.0 87,643 1.0 87,643 1.0 87,643 

LEAD DISPATCHER 4.0 224,690 4.0 239,228 4.0 247,383 4.0 247,383 4.0 247,383 

RADIO DISPATCHER 12.0 586,418 12.0 643,632 12.0 672,011 12.0 672,011 12.0 672,011 

CALL TAKER/ADMIN 

SUPPORT 1.0 48,179 1.0 51,298 2.0 95,628 1.0 43,486 1.0 43,486 

HOLIDAY OT STAFFING 31,000 31,000 32,000 32,000 32,000 

OVERTIME 200,000 175,000 182,000 170,000 170,000 

BENEFITS 477,336 519,743 539,378 535,388 535,388 

LEAVE ACCRUAL 20,000 22,000 26,000 26,000 26,000 

TOTAL GENERAL FUND 18.0 $ 1,665,994 18.0 $ 1,764,386 19.0 $ 1,882,043 18.0 $ 1,813,911 18.0 $ 1,813,911 

Department request for 2 part-time call taker positions (equates to 1 full-time). 


127

CITY OF FAIRBANKS, ALASKA DISPATCH CENTER NO. 21 


SEVEN YEAR STEP INCREASES 

PSEA Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 

LEAD DISPATCHER $ 22.7393 $ 23.8536 $ 25.0672 $ 26.8104 $ 27.8696 $ 28.1123 $ 28.3771 

HOURLY PSEA HEALTH 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 

HOURLY PENSION 5.0027 5.2478 5.5148 5.8983 6.1313 6.2430 

OTHER 0.9499 0.9661 0.9837 1.0090 1.0243 1.0279 1.0317 


DISPATCHER $ 21.6469 $ 22.7282 $ 23.8536 $ 25.5306 $ 26.5347 $ 26.7774 $ 27.0311 

HOURLY HEALTH 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 


OTHER 0.9341 0.9498 0.9661 0.9904 1.0050 1.0085 1.0122 


FRONT DESK CLERK $ 19.4735 $ 20.4554 $ 21.4704 $ 22.9821 $ 23.8977 $ 24.0963 $ 24.3390 

HOURLY HEALTH 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 6.0000 


OTHER 0.9026 0.9168 0.9315 0.9535 0.9667 0.9696 0.9731 


IBEW 

Dispatch 

NON-STEP POSITIONS 

Manager 

BASE RATE $ 40.9349 

HOURLY HEALTH 4.9000 

HOURLY PENSION 6.5900 

OTHER 0.4703 

HOURLY PACKAGE RATE $ 52.8952 


128

DEPARTMENT 21 - EMERGENCY DISPATCH, BUDGET NARRATIVE - CITY OF FAIRBANKS 


It is the mission of the Fairbanks Emergency Communications Center to provide professional 

9-1-1 services to the Interior of Alaska. This mission is accomplished by a well trained staff of 

Dispatchers who are dedicated to the achievement of excellence through their motivation to 

continuously improve through training, feedback, and team work. 

GOALS FOR 2013 

1. Complete dispatch training of trainee(s) to achieve full staffing. 

2. Implement two permanent, part-time Call Takers into the Dispatch Operation to 

telephone workload during predictable peak call times. 

3. Continue to reduce overtime caused by minimum staffing shortages through maintaining 

a fully staffed center. 

4. Continue to develop a recruitment program for dispatch applicants. 

5. Maintain the Continuing Dispatch Education (CDE) program for purposes of maintaining 

certifications for existing dispatch staff members. 

2012 BUDGET YEAR HIGHLIGHTS 

In FY 2012 the Communications Center accomplished the following tasks: 

1. Completed negotiations and entered into a five year contract with the Fairbanks North 

Star Borough to provide 9-1-1 Call Taking services. 

2. Completed negotiations and entered into three year contracts with the following 

organizations for Dispatching Services: 

a. City of North Pole, Fire, EMS and Police 

b. Chena Goldstream Fire and Rescue 

c. Ester Volunteer Fire Department 

d. Fairbanks North Star Borough – Emergency Operations 

e. North Star Volunteer Fire Department 

f. Salcha Fire and Rescue 

g. Steese Area Volunteer Fire Department 

3. Continued to meet our ongoing Continuing Dispatch Education (CDE) training 

requirements. 

4. Completed a Pilot Program implementing part-time, non-permanent Call Takers into the 

Dispatch operation. This was done in an effort to shift some of the Call Taking 

responsibilities from employees required to do both the Call Taking and Radio 

Dispatching functions during peak time periods. 

5. Hired two new dispatch employees. 

129


2012 BUDGET YEAR AREAS FOR CONCERN 

In FY 2012 the areas for concern affecting the Dispatch Department budget are as follows: 

1. Full staffing remains difficult to achieve due to personnel movements, although as of the 

FY2013 budget writing, the Department remains on target to stay within the FY2012 

Overtime budget. The Association of Public Safety Communications Officials (APCO), 

a leading organization covering all aspects of public safety communications, estimates 

that 97 percent of telecommunicators currently employed will not retire from that 

profession. This statistic again highlights that we are trending in the norms when it 

comes to employee retention and recruitment. 

2. The Department will employ a new schedule beginning January 1, 2013 that is 

comprised of a four day work week consisting of an 8 hour shift, two 12 hour shifts, 

followed by another 8 hour shift. This schedule is designed to provide staff at known 

peak call times. The staffing status will need to be continuously monitored to ensure that 

this schedule is optimal for service delivery. 


Account No. 5001: SALARIES AND WAGES - The 2013 Dispatch budget requests one 

Department Head, four Lead Dispatcher positions, twelve Dispatcher positions, one Front 

Desk/Call Taker position and two part-time Call Taker positions for a total of nineteen Dispatch 

employee positions. 


$ 1,102,665 $ 1,050,523 $ 1,050,523 

Account No. 5002: OVERTIME - The Communications Center is a twenty-four hour operation 

with minimum staffing requirements. This account pays for overtime needed to maintain 

minimum staffing on a daily basis or the addition of staff during extreme emergencies 

(emergency call backs). 


$ 182,000 $ 170,000 $ 170,000 

Account No. 5020: HOLIDAY OT STAFFING - The amount cited provides for eight City 

holidays where we are required to have a minimum amount of Dispatch personnel working onduty. 


$ 32,000 $ 32,000 $ 32,000 

130


Account No. 5101: PERSONAL/ANNUAL LEAVE ACCRUAL - reflects the cost of new leave 

earned. These figures are estimated using an average of prior year’s leave usage and leave 

cashed out. 


$ 26,000 $ 26,000 $ 26,000 




$ 539,378 $ 535,388 $ 535,388 

Account No. 5302: TRAINING - The training budget provides for the initial training of new 

Dispatch employees in EMS, Fire and Police protocols. This budget also pays for Continuing 

Dispatch Education (CDE) and recertification of department member in order to maintain their 

existing certifications. 


$ 30,000 $ 25,000 $ 25,000 

Account No. 5321: UNIFORMS - This account provides for uniform allowance by the contract 

negotiated amount of $500 per civilian employee. The department desires the ability to 

purchase uniforms for staff members to provide a more professional organizational 

appearance. 


$ 7,500 $ - $ - 

Account No. 5402: OPERATING SUPPLIES - This account provides for all expendable 

supplies used in Communications Center operations. These include computer paper and 

printer toner cartridges, replacement parts for computerized workstations such as computer 

keyboards and KVM switches. Also covered are radio accessories used by dispatchers such 

as, but not limited to: external microphones and foot-switches, phone-jack replacement, radio / 

telephone headsets and standard office supplies. This account also covers the cost of testing 

dispatch applicants and any applicable background check fees. 


$ 14,500 $ 14,500 $ 14,500 

131


Account No. 5407: DUES AND PUBLICATIONS - This account provides for the professional 

literature/journals utilized by Dispatchers and Supervisors. The addition to this account 

reflects the need to acquire additional trade journals for maintaining Dispatcher certifications 

through Continuing Dispatch Education (CDE). 


$ 500 $ 500 $ 500 

Account No. 5599: OTHER OUTSIDE CONTRACTS - This category includes the cost of 

service agreements and annual maintenance costs for Dispatch equipment. 


‣ Motorola radio system maint $ 32,950 33,775 33,775 

‣ Motorola–Annual Maintenance 1,775 1,820 1,820 

Fireground Accountability System 

‣ Motorola–Annual Maintenance on 7,200 7,380 7,380 

Fire Station Alerting (MOSCAD) 

‣ Copier Annual Maintenance 1,200 1,200 1,200 

‣ Dispatch Share–Power DMS 1,400 1,400 1,400 

‣ Miscellaneous – Radio Maint. 5,000 5,000 5,000 

$ 49,525 $ 50,575 $ 50,575 

Account No. 5601: UTILITIES APSIN - These funds pay the maintenance and service fees 

for the law enforcement information terminals in the Dispatch Center to access the Alaska 

Public Safety Information Network (APSIN), which also provides access to the National Crime 

Information Center (NCIC) and the National Law Enforcement Telecommunication System 

(NLETS). 


$ 3,350 $ 3,350 $ 3,350 

Account No. 7008: POSTAGE AND FREIGHT - This account is used to pay for shipping of 

items from the Dispatch Department. 


$ 500 $ 500 $ 500 

132


Account No. 7501: EQUIPMENT REPLACEMENT – This funds the replacement capital 

equipment in the Dispatch Center. 

During FY 2007, we learned that Motorola has stopped producing the Centracom Gold Elite radio 

system that is in use in the Communications Center. Motorola currently intends to support this 

platform for eleven (11) years. The amount reflected should combine with future years to 

accomplish full radio system replacement prior to the support suspension of the Centracom Gold 

Elite platform. 

For FY 2013, the Dispatch center additionally has identified the need to expand the third floor 

mezzanine in the Police Station which currently houses two radio control equipment racks. The 

extension should be approximately ten feet over the existing stairwell and these costs are to 

cover metal fabrication, electrical work, the addition of lighting and miscellaneous equipment 

needed for rack installation. The amount of the request is based upon the estimates of the City 

Development Manager and his exposure to similar projects 


Radio Console Equip Replacement $ 75,000 $ 75,000 $ 75,000 

Third Floor Mezzanine Expansion 45,000 - - 

$ 120,000 $ 75,000 $ 75,000 



133

Fire Department 2013 

Fire Chief/Emergency 

Manager (1) 

Assistant Chief (1) 


Assistant (1) 

FEPC Clerk (1) 

Operations 

Fire Prevention 

A SHIFT 

B SHIFT 

C SHIFT 

EXPANDED VIEW 

Deputy Fire 

Marshal (1) 

Battalion Chief (1) 

Battalion Chief (1) Battalion Chief (1) 

Captain (3) 

Captain (3) 

Captain (1) 

Captain (1) 

Captain (1) 

Driver (4) 

Driver (4) 

Driver (1) 

Driver (1) 

Driver (1) 

Fire Fighter (5) 



Fire Fighter(1) 

Driver(1) 

Fire Fighter (1) Fire Fighter(1) Fire Fighter(1) 

134

Fire Department Budget vs. Actual Expenditures 

160% 

150% 

140% 

130% 

120% 

110% 

100% 

90% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 



135


General Fund Appropriation FIRE DEPARTMENT NO. 30 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 

5001 SALARIES AND WAGES $ 3,293,583 $ 3,500,388 $ 3,803,529 $ 3,547,976 $ 3,547,976 

5002 OVERTIME 401,262 157,735 161,417 160,158 160,158 

5002a FLSA - 254,926 258,125 256,865 256,865 

5101 PERSONAL/LEAVE ACCRUAL (9,909) 85,770 75,000 65,000 65,000 


5302 TRAINING 129,979 157,997 191,000 145,000 145,000 

5320 FOOD, CLOTHING AND MEDICAL 1,062 1,500 2,000 1,500 1,500 

5321 UNIFORMS AND EQUIPMENT 20,133 30,000 44,500 26,500 26,500 

5322 REIMBURSABLE CLOTHING 15,095 21,095 - - - 



5406 FUEL, OIL AND GREASE 18,158 27,100 28,290 31,370 31,370 


5501 PROFESSIONAL SERVICES 131,445 155,000 147,000 147,000 147,000 


5701 PURCHASED R&M 21,796 20,000 23,000 21,000 21,000 

7008 POSTAGE AND FREIGHT 890 2,500 2,750 2,000 2,000 


TOTALS $ 5,818,689 $ 6,361,380 $ 6,965,068 $ 6,370,513 $ 6,370,513 

136

CITY OF FAIRBANKS, ALASKA FIRE DEPARTMENT NO. 30 


General Fund 

2011 

2012 




Appropriation 


MAYOR APPROVED 

POSITION # SALARY # SALARY SALARY SALARY # SALARY 

PERSONNEL 

FIRE CHIEF / 

EMERGENCY MGR 1.0 $ 100,709 1.0 $ 105,381 1.0 $ 111,649 1.0 $ 111,649 1.0 $ 111,649 

ASSISTANT FIRE CHIEF 1.0 82,386 1.0 86,599 1.0 91,956 1.0 91,956 1.0 91,956 

ACTING PAY 4,405 - 1,518 1,518 1,518 


ASSISTANT(FEPC) 1.0 52,447 1.0 52,649 1.0 55,150 1.0 55,150 1.0 55,150 

CLERK TYPIST 1.0 47,311 1.0 47,494 1.0 49,750 1.0 49,750 1.0 49,750 

ACTING PAY 1,481 2,926 1,552 1,552 1,552 

DEPUTY FIRE 

MARSHAL 1.0 73,469 1.0 73,752 1.0 77,856 1.0 77,856 1.0 77,856 

TRAINING OFFICER - - 0.0 - 1.0 84,874 - - - - 

BATTALION CHIEF 4.0 364,463 4.0 365,516 3.0 298,782 3.0 298,782 3.0 298,782 

CAPTAIN 838,404 10.0 840,828 9.0 805,248 9.0 805,248 9.0 805,248 

DRIVER 12.0 922,088 12.0 929,634 12.0 996,386 12.0 996,386 12.0 996,386 

FIREFIGHTER 10.0 694,632 10.0 699,414 12.0 895,317 12.0 895,317 12.0 895,317 

FIREFIGHTER - (SAFER 

INCLUDING MATCH) 3.0 188,206 3.0 185,539 3.0 180,282 3.0 180,282 3.0 180,282 

RECRUIT FIREFIGHTER - - 3.0 170,679 - - - - 

OVERTIME 359,160 400,000 418,283 417,023 417,023 

BENEFITS 1,404,550 1,525,946 1,705,740 1,591,727 1,591,727 

LEAVE ACCRUAL 75,000 60,000 75,000 65,000 65,000 

TOTAL PERSONNEL 44.0 5,208,711 44.0 5,375,678 48.0 6,020,022 44.0 5,639,196 44.0 5,639,196 

LESS: GRANT FUNDED* 


ASSISTANT (FEPC) - (10,760) - (7,700) - (11,545) - (11,545) - (11,545) 

FIREFIGHTER-(SAFER) (3.0) (52,339) (3.0) (31,884) (3.0) (5,925) (3.0) (5,925) (3.0) (5,925) 

BENEFITS (26,725) (19,965) (9,273) (9,273) (9,273) 

TOTAL GRANT FUND (3.0) (89,824) (3.0) (59,549) (3.0) (26,743) (3.0) (26,743) (3.0) (26,743) 

TOTAL GENERAL FUND 41.0 $ 5,118,887 41.0 $ 5,316,129 45.0 $ 5,993,279 41.0 5,612,453 41.0 5,612,453 

* Grant funds do not always cover the total cost of the labor. The general fund pays the difference. 


137

CITY OF FAIRBANKS, ALASKA FIRE DEPARTMENT NO. 30 


POSITION 

BASE WAGE 

HOURLY 

PENSION 

HOURLY 

HEALTH 

OTHER 

HOURLY 

BENEFITS 

HOURLY 

PACKAGE 

RATE 

IBEW 

FIRE CHIEF $ 52.2180 $ 6.5900 $ 4.9000 $ 0.8005 $ 64.5085 

ASSISTANT FIRE CHIEF 42.9623 6.5900 4.9000 0.6663 55.1186 

PSEA 

FIRE SUPPRESSION* 

RECRUIT FIREFIGHTER $ 17.0693 $ 3.7552 $ 4.2740 $ 0.8677 $ 25.9662 

18.7750 4.1305 4.2740 0.8925 28.0719 

FIREFIGHTER II 22.1427 4.8714 4.2740 0.9413 32.2294 

FIREFIGHTER III 26.3137 5.7890 4.2740 1.0018 37.3785 

DRIVER/ENGINEER 27.8765 6.1328 4.2740 1.0244 39.3077 

CAPTAIN 30.2316 6.6510 4.2740 1.0586 42.2151 

BATALLION CHIEF 32.9058 7.2393 4.2740 1.0974 45.5164 

ADMINISTRATION* 

DEPTUTY FIRE MARSHAL II $ 36.9998 $ 8.1400 $ 6.0000 $ 1.1567 $ 52.2965 

ADMIN ASSISTANT 26.4127 5.8108 6.0000 1.0032 39.2267 

CLERK 23.8265 5.2418 6.0000 0.9657 36.0340 

PRO-PAY** 

PARAMEDIC $ 1.8420 

EMT III, FIREFIGHTER 0.7894 

EMT III, DRIVER & CAPTAIN 0.5263 

SCBA 0.7894 

DATA PROCESSING 0.7894 

*FIRE SUPPRESION EMPLOYEES WORK 56 HOURS A WEEK/2920 HOURS A YEAR; ADMINSTRATION EMPLOYEES 

WORK 40 HOURS A WEEK/2080 HOURS A YEAR 

**ADDITIONAL PAY ADDED TO THE BASE RATE AFTER CERTIFICATION IS OBTAINED 


138

DEPARTMENT 30 – FIRE, BUDGET NARRATIVE - CITY OF FAIRBANKS 


The City of Fairbanks Fire Department’s mission is to protect life and property from fire and 

other emergencies. 

This mission is accomplished through public education, fire code management, fire 

suppression, paramedic level pre-hospital emergency medical care with transport, hazardous 

condition mitigation, and rescue services. 


1. Reduce fire problems through continued public fire and life safety education in schools, 

businesses, and civic groups. 

2. Increased initial and reoccurring proficiency training of our personnel. 

3. Continue support of the “Risk Watch” children safety education program in the elementary 

schools, and “Remembering When” for our senior population. 

4. Secure funding for a Heavy Rescue Vehicle to replace our Medium Rescue, and order for 

a 2014 delivery. 

5. Continue updating Fire Station #3 with emphasis on apparatus room floor and driveway. 

6. Continuous reduction in overtime – by increasing shifts staffing. 

7. Continue to update our Standard Operating Procedures. 

8. Continued upgrades of our department equipment. 

9. Establish Fire Corps (volunteer support staff) to augment our fire and life safety education 

program. 

10. Construction of the expanded parking lot for Fire Department employees as well as 

available overflow from City Hall. 

HIGHLIGHTS OF 2012 BUDGET YEAR 

1. In 2011 we responded to building fires with a total building value of $87,699,951 at risk, 

and saved 97.63% of that value. 

2. The Department finished 2011 with a fire loss amount of $2,077,675. This total was 153 

% over our ten-year fire loss average of $1,355,855. This was an increase of $725,899 

from our 2010 fire loss. 

3. Landscaping, parking and drainage improvements were completed at the Fire Training 

Center. 

4. Upgrade of the Aurora Fire Station #3 living/dorm area. Complete the replacement of an 

emergency generator in Station #3, under the 2010 AFG Grant program. 

5. Acquired land from Hospital Foundation to expand our employee parking lot. 

6. Replacement of all our self-contained breathing apparatus under a 2011 Alaska State 

139


Legislative grant for $300,000. 

7. Replacement of our fire fighting personal protective equipment under a 2011 Fire Act 

Grant of $145,728. 

8. Delivery of the DHS & EM funded Water Purification unit valued at $291,574. 

9. Purchase of a medium duty ambulance under a 2012 Alaska State Legislative grant for 

$230,000. 

10. ISO reevaluation was applied for with rating results to be announced in late 2012. 

11. Purchase new trench rescue trailer to upgrade our trench rescue capabilities with 

Homeland Security Grant funds. Also purchased for Public Works a rollback trailer for 

transportation of broken fire apparatus and other large equipment, and a forklift to be used 

for emergency supplies distribution (POD). These grant acquired pieces of equipment had 

a total cost of $303,485. 

12. Acquired funding to bring all City radio equipment into compliance with FCC narrow 

banding requirements for communications. 

13. Expanded “Remembering When” Senior Fire & Fall Prevention program through North 

Star Council on Aging, partnering with North Pole Fire and Santa’s Seniors. 

PROBLEM AREAS FOR 2012 

1. A continuing increase in multiple simultaneous emergency calls. 

2. Increased demand and mandated requirements for Fire and EMS training. 

3. Continued need for increased public fire safety education. 

4. Opposition by some businesses to pay for routine fire inspections. 

5. Changes in air quality regulations have just about eliminated the possibility of any live fire 

training in acquired structures (controlled burns). 

FIRE DEPARTMENT 5-YEAR PLAN 

1. Complete renovation of Fire Station No. 3. 

2. Maintain up-to-date support equipment to include hose, breathing apparatus, medical 

equipment, safety equipment, rescue equipment, radios and fire equipment. 

3. Maintain up-to-date vehicles on a 10, 20 and 30-year replacement cycle as appropriate. 

4. Develop our Insurance Service Office Fire Protection Rating goals to obtain the insurance 

rating of class one (1) in 2016 from our current class three (3) rating. 

5. Reduction of code problems in facilities by increasing Fire Prevention staff by two (2) to 

augment the inspection program. 

6. Increase on-duty Fire Suppression staff. 

7. To have a residential sprinkler program put in place to encourage builders and 

homeowners to install residential sprinkler systems. Sprinklers in residences could have 

saved all nine of the fire fatalities during the last ten years, and significantly reduced the 

140


dollar loss caused by fires. 

8. Upgrade the Regional Fire Training Center to include repairs to the training tower, as well 

as the addition of propane burn props. Expand existing grounds to include an LPG live fire 

training area and a driving course. 


The 2013 Mayor and Approved budget displayed in the financial pages is compiled into 

the General Division only. Classifications by General, Ambulance, and Fire in the narrative 

section is for informational purposes only. 

Account No. 5001: SALARIES AND WAGES - The 2013 Fire Department staffing request is at 

a level that will continue to provide protection and service to the citizens of this community. It 

provides for forty-eight (48) full-time Fire Department employees. Personnel assignments place 

six (6) in the Administration Staff Unit, and forty-two (42) in the Operational Unit. The 

administrative position is also the coordinator for the Fairbanks area LEPC, and therefore is 22% 

funded by an agreement with the Fairbanks Emergency Planning Committee from funds provided 

by the State of Alaska, DMVA, Homeland Security and Emergency Management Section. 

The new Training Officer position will not be filled unless the City of Fairbanks is able to secure 

50% funding from the State of Alaska under the Emergency Management Grant program to cover 

half of the Fire Chief Salary as the City of Fairbanks Emergency Manager. 

5 YEAR PLAN – PERSONNEL ADDITIONS 


$ 3,803,529 $ 3,547,976 $ 3,547,976 

YEAR POSITION JUSTIFICATION 

2013 3 – Fire Fighters Three person crew on Engine Three. 

1 –Training Officer Will oversee shift operations and 

training. 

2014 3 – Fire Fighters Two person crew on platform at 

Station One. 

1 – Recruit Deputy Fire Marshall To perform inspections and public 

education. 

2015 3 – Fire Fighters Relief personnel 

1 – Division Chief-EMS/Safety To assist with overall operations of 

the Fire Department. 

2016 3 – Fire Fighters Four person crew on Engine One. 

1 – Division Chief-Fire/Safety To assist with overall operations of 

the Fire Department. 

2017 3 – Fire Fighters Four person crew on Engine Three. 

141


Account No. 5002: OVERTIME - The Fire Department, due to its mandated duties and the 

character of those duties, cannot function without overtime. It is management's responsibility and 

duty to reduce that level to its lowest possible number. The request considers minimum staffing, 

injuries, sicknesses, serious fires, labor contract provisions and circumstances that warrant 

callback of human resources. These staffing related overtime hours are generally beyond the 

control of the Department, which can only administer towards containment. Additional overtime 

hours are federally mandated FLSA and the hours shift personnel work on the nine actual City 

holidays. 


Staffing Overtime $ 161,417 $ 160,158 $ 160,158 


FLSA Overtime (42%) $ 108,412 $ 107,883 $ 107,883 

Holiday Overtime (58%) 149,713 148,982 148,982 

Total FLSA OT category $ 258,125 $ 256,865 $ 256,865 

Total Overtime $ 419,542 $ 417,023 $ 417,023 


earned. These figures are estimated using an average of prior year’s leave usage. 


$ 75,000 $ 65,000 $ 65,000 




$ 1,696,467 $ 1,582,454 $ 1,582,454 

Account No. 5302: TRAINING 


General: 

Admin Train Allowance (2@ $500 each) $ 1,000 $ 1,000 $ 1,000 

State Conferences (Winter & Fall) 5,000 3,000 3,000 

National Conferences (3) 9,000 3,000 3,000 

Code Training 9,000 3,000 3,000 

Firehouse 3,000 - - 

Telestaff/Munis 6,000 - - 

Ambulance: 

Paramedic Train Allowance (25 @ $500 each) 12,500 12,000 12,000 

142


Medical Certification Fees 1,000 1,000 1,000 

Medical Director 84,000 84,000 84,000 

Mechanic Training Ambulance 3,000 - - 

Phase 1 Paramedic Training UAF 7,000 - - 

Phase 2 Paramedic Training UAF 14,000 14,000 14,000 

Fire: 

Firefighter Train Allowance (43 @ $500 each) 21,500 20,000 20,000 

2012 State Fire Conference 9,000 - - 

Drivers Training Fire 3,000 3,000 3,000 

Mechanic Training Fire 3,000 1,000 1,000 

Total: $ 191,000 $ 145,000 $ 145,000 

Account No. 5320: FOOD, CLOTHING AND MEDICAL - provides for the possible medical 

quarantine of ambulance and/or firefighting crews and provides medical expenses for possible 

client incurred injuries. This account provides for food at emergency scenes and prolonged 

emergency medical and fire operations. 


General $ - $ - $ - 

Ambulance 500 500 500 

Fire 1500 1,000 1,000 

Total: $ 2,000 $ 1,500 $ 1,500 

Account No. 5321: UNIFORMS AND EQUIPMENT 


Ambulance: 

Replacement of duty damaged or $ 1,000 $ 1,000 $ 1,000 

destroyed clothing 

Fire: 

Replace duty damaged clothing 3,000 3,000 3,000 

Replace old gear (3 @ $3,000) 9,000 9,000 9,000 

Replacement Hire uniforms (3 @ $1,500) 4,500 4,500 4,500 

Replacement Hire turnouts (3 @ $3,000) 9,000 9,000 9,000 

New Hires uniforms (4 @ $1,500) 6,000 - - 

New Hires turnouts (4 @ $3,000) 12,000 - - 

Total: $ 44,500 $ 26,500 $ 26,500 

Account No. 5322: REIMBURSABLE CLOTHING - $50/month per employee for (43) 

employees, is now included in the Salaries and Wages line item. 

143


Account No. 5401: OFFICE SUPPLIES - Purchase of office supplies, forms, and pamphlets 

needed to implement the day to day compliance with state and federal regulations regarding 

HIPAA, Fire, Life & Safety requirements. This includes about $1,500 for required forms and 

envelopes to meet federal regulations. 


General Supplies $ 5,000 $ 4,000 $ 4,000 

Ambulance Supplies 2,000 2,000 2,000 

Fire Supplies - - - 

Total: $ 7,000 $ 6,000 $ 6,000 

Account No. 5402: OPERATING SUPPLIES - provides for the purchase of operating supplies 

such as: 

1. Medical supplies - used to supply our ambulances. This accounts for the largest 

amount of expenditures in our operating supplies account. 

2. Janitorial supplies. 

3. Incidental replacement of firefighting/rescue equipment, protective clothing (helmets, 

gloves, etc.), uniform badges and patches, forms, etc. 

4. Firefighting foam and other chemical firefighting agents required for fighting flammable 

liquid fires. 

5. Station furnishings and supplies; i.e. kitchen equipment and miscellaneous supplies. 

6. Fire investigation and inspection supplies. 


General Supplies $ 30,000 $ 25,000 $ 25,000 

Ambulance Supplies 65,000 65,000 65,000 

Fire Supplies 15,000 10,000 10,000 

Total: $ 110,000 $ 100,000 $ 100,000 

Account No. 5406: FUEL, OIL AND GREASE - provides for fuel for Fire Department vehicles 

purchased from Fleet One at night, weekends, and holidays. The Fire Department expects to 

purchase 7000 gallons from Fleet One at $4.08 per gallon for diesel and $3.81 per gallon for 

unleaded. Prices are based on average prices in August 2012. This line item may be reduced 

once Public Works new card system is installed. Fleet One will still need to be maintained for 

emergency use if the PW fuel pumps are out of service. 


General Fuel 1000 gal $ 3,810 $ 4,250 $ 4,250 

Ambulance Fuel 4000 gal 16,320 18,080 18,080 

Fire Fuel 2000 gal 8,160 9,040 9,040 

Total: $ 28,290 $ 31,370 $ 31,370 

144


Account No. 5407: DUES AND PUBLICATIONS - provides for maintaining association with 

several fire code related organizations needed to obtain model code interpretations and input for 

codes the City uses. This account provides for the purchase of subscriptions and fire service 

publications, fire codebooks, pamphlets, and other published materials used for training and to 

help maintain fire fighter/EMS/hazardous material skills of employees. The Fire Department has 

also increased its participation in such public fire education programs as “Change Your Clock- 

Change Your Battery” and “Risk Watch.” Purchasing support education regarding the new 

Federal HIPAA guidelines have been very costly as well. 


General $ 2,000 $ 2,000 $ 2,000 

Ambulance 1,000 1,000 1,000 

Fire 1,000 1,000 1,000 

Total: $ 4,000 $ 4,000 $ 4,000 

Account No. 5501: PROFESSONAL SERVICES - provides for those professional services, 

which may be required throughout the year. 


Billing (appx 12% of $1,250,000) $ 144,000 $ 144,000 $ 144,000 

New hire testing for new hire list 3,000 3,000 3,000 

Total: $ 147,000 $ 147,000 $ 147,000 

Account No. 5599: OTHER OUTSIDE CONTRACTS - provides for special services as follows: 


General 

Laundry services $ 3,000 $ 3,000 $ 3,000 

Copier maintenance 1,440 1,440 1,440 

Radio repair/install 3,000 3,000 3,000 

Medical 

Medical oxygen/gases 6,000 6,000 6,000 

Zoll defibrillator (3) maintenance 2,000 2,000 2,000 


Fire 

Air bottle testing/fire extinguishers 1,000 1,000 1,000 

SCBA yearly calibration fit test equip 1,250 1,250 1,250 


Total: $ 23,690 $ 23,690 $ 23,690 

145


Account No. 5701: PURCHASED REPAIRS AND MAINTENANCE - This account funds repair 

of Fire Department equipment not handled by Public Works. It covers repair of air conditioning 

equipment, office equipment, self-contained breathing apparatus, firefighting equipment, medical 

equipment, small appliances, motors, turnouts and inexpensive repairs to the buildings. 


General $ 3,000 $ 3,000 $ 3,000 

Ambulance 5,000 5,000 5,000 

Fire 15,000 13,000 13,000 

Total: $ 23,000 $ 21,000 $ 21,000 

Account No. 7008: POSTAGE AND FREIGHT - mailing of equipment returned to manufacturers 

for repair, (i.e., life packs, nozzles, radios and test equipment) and other mailings. 


General $ 500 $ 250 $ 250 

Ambulance 750 750 750 

Fire 1,500 1,000 1,000 

Total: $ 2,750 $ 2,000 $ 2,000 

Account No. 7501: EQUIPMENT REPLACEMENT EXPENDITURE - This expense is 

transferred to the Capital Appropriation Fund to replace capital equipment in the Fire Department. 

This does not cover the total cost necessary to replace fire equipment on a regular schedule. 

Below is a scheduled replacement plan for major apparatus. 

We recommend that we purchase a new ambulance every two (2) years and maintain a total of 

four (4) ambulances with two (2) years front line service and six (6) years reserve service. If the 

medium duty ambulance works out, we should be able to rotate our ambulances on a 3 or 4 

year cycle instead of a 2 year cycle. 

We expect to maintain our first line Engine/Pumpers for ten (10) years, with replacement 

scheduled at that time. 

Engine/Tenders should be on a twenty (20) year replacement cycle. 

We have extended the replacement cycle of our aerial devices by ten (10) years (up from 20 to 

30 years) with a fifteen (15) year first line service life and fifteen (15) years in reserve. We are 

able to do this due to the fine work being done by Public Works to maintain them, and the 

annual testing program done by Underwriters Laboratory. 

Funding is needed to replace and upgrade hand equipment such as fire hose, radios, life packs, 

stretchers and firefighting appliances on a regular schedule. The budget request is based on 

average need over the next twenty years (20). 

146


MAJOR EQUIPMENT REPLACEMENT PLAN 

YEAR VEHICLE TYPE TYPE 2012 ESTIMATED COST 

2013 Ambulance Medium Duty $ 250,000 

2014 Rescue Vehicle Upgrade 600,000 

2015 Ambulance Regular 164,000 

2015 Command/Investigations Medium Duty 250,000 



2020 Engine Pumper 600,000 




2024 Engine Tender 600,000 

2025 Engine Tender 600,000 



2027 Aerial Device Platform 1,000,000 





Total $7,176,000 

147


SMALL VEHICLE REPLACEMENT PLAN 

YEAR TYPE REPLACES 2012 ESTIMATED COST 


2016 

2020 

2020 

2021 

2022 

2023 

2025 

2026 

2028 

2031 

Chief Vehicle (every 15 yrs) 

BC Vehicle (every 5 yrs) 

Pick up (every 20 yrs) 

Pick up (every 20 yrs) 


Deputy Fire Marshal Vehicle (every 15 yrs) 

Assistant Chief Vehicle (every 15 yrs) 

Brush (every 20 yrs) 


Chief Vehicle (every 15 yrs) 

BC Vehicle (every 5 years) 

1997 Vehicle 

2011 Vehicle 

2000 Vehicle 

2000 Vehicle 

2016 Vehicle 

2007 Vehicle 

2008 Vehicle 

2005 Vehicle 

2021 Vehicle 

2012 Vehicle 

2026 Vehicle 

$ 55,000 

55,000 

40,000 

40,000 

55,000 

55,000 

55,000 

55,000 

55,000 

55,000 

55,000 

Total $ 575,000 


Major Equipment Replacement $ 358,800 $ not assigned $ not assigned 

Small Vehicle Replacement 28,500 not assigned not assigned 

Total of Capital Requests $ 387,300 $ 250,000 $ 250,000 

(Total replacement plan divided by 20 years) 



148

Public Works 

Director (.5) 

General Foreman 

(1) 

Facilities Supervisor 

(1) 

Warehouse 

Records 

Coordinator (1) 


Trades Specialists 

(2) 

Custodian (1) 

Labor 

Operations 

Vehicle 

Maintenance 

Labor Supervisor 

(1) 

Equipment 

Operator 

Supervisor (1) 

Vehicle 

Maintenance 

Supervisor (1) 

Packer Driver/ 

Laborer (10) 

Equipment 

Operator (8) 

Parts Person/ 

Expeditor (1) 

Mechanic (6) 

149

Public Works Budget vs. Actual Expenditures 

180% 

170% 

160% 

150% 

140% 

130% 

120% 

110% 

100% 

90% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 



150


General Fund Appropriation PUBLIC WORKS DEPARTMENT NO. 50 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 

5001 SALARIES & WAGES $ 1,993,918 $ 2,102,858 $ 2,248,949 $ 2,152,554 $ 2,152,554 

5002 OVERTIME 55,096 51,094 51,250 51,250 51,250 

5005 TEMP WAGES & BENEFITS 931,690 791,953 950,000 792,000 792,000 



5302 TRAINING 15,306 16,000 16,000 16,000 16,000 



5403 VEHICLE & EQUIPMENT PARTS 403,166 483,059 465,000 450,000 450,000 

5405 REPAIR & CONST MATERIAL 313,242 501,175 541,800 520,000 520,000 

5406 FUEL, OIL & GREASE 401,741 446,598 510,100 500,000 500,000 

5407 DUES & PUBLICATIONS 2,415 1,000 1,000 1,000 1,000 

5501 PROFESSIONAL SERVICES - 30,000 - - - 


5609 GARBAGE COLLECTION SVCS 476,546 511,448 544,985 544,985 544,985 

5701 REPAIRS & MAINTENANCE 36,058 42,500 58,100 42,500 42,500 

5703 BUILDINGS & GROUNDS 111,123 103,805 126,750 95,000 95,000 

5804 OTHER RENTALS 56,789 50,000 128,250 70,000 70,000 


9001 VEHICLE & EQUIPMENT 4,525 102,301 - - - 

TOTALS $ 6,504,517 $ 6,990,009 $ 7,760,943 $ 7,199,801 $ 7,199,801 

151

CITY OF FAIRBANKS, ALASKA PUBLIC WORKS DEPARTMENT NO. 50 


General Fund 

2011 

2012 




Appropriation 


MAYOR 

APPROVED 


PERSONNEL 

DIRECTOR OF PUBLIC 

WORKS 0.7 $ 64,324 0.5 $ 48,171 0.5 $ 51,008 0.5 $ 51,008 0.5 $ 51,008 

ADMIN ASST SUPPORT 0.0 - 0.0 - 1.0 48,146 0.0 - 0.0 - 

FOREMAN / 

SUPERVISOR 5.0 319,761 5.0 350,102 5.0 360,446 5.0 360,446 5.0 360,446 

EQUIPMENT 

MECHANIC/OPERATOR 14.0 745,722 14.0 820,227 14.0 840,841 14.0 840,841 14.0 840,841 

TRADES SPECIALIST 2.0 117,312 2.0 126,997 2.0 128,365 2.0 128,365 2.0 128,365 

LABORER 8.0 381,567 10.0 511,271 11.5 582,681 10.5 534,432 10.5 534,432 

CUSTODIAN 1.0 44,928 1.0 49,923 1.0 48,035 1.0 48,035 1.0 48,035 

DISPATCHER 1.0 44,408 1.0 49,075 1.0 50,428 1.0 50,428 1.0 50,428 

PARTS PERSON / 

EXPEDITOR 1.0 53,373 1.0 59,785 1.0 58,095 1.0 58,095 1.0 58,095 

WAREHOUSE/RECORD 

CONT 1.0 59,030 1.0 65,739 1.0 64,054 1.0 64,054 1.0 64,054 

TEMP WAGES AND 

BENEFITS 525,733 791,953 950,000 792,000 792,000 

10,000 10,219 10,250 10,250 10,250 

CLOTHING ALLOWANCE 6,200 6,600 6,600 6,600 6,600 

OVERTIME 50,000 51,094 51,250 51,250 51,250 

BENEFITS 1,271,950 1,080,122 1,211,706 1,145,612 1,145,612 

LEAVE ACCRUAL 20,000 24,153 24,153 32,000 32,000 

TOTAL GENERAL FUND 33.7 $ 3,714,308 35.5 $ 4,045,431 38.0 $ 4,486,058 36.0 $ 4,173,416 36.0 $ 4,173,416 


152

CITY OF FAIRBANKS, ALASKA PUBLIC WORKS DEPARTMENT NO. 50 


POSITION 

BASE WAGE 

HOURLY 

PENSION 

HOURLY 

HEALTH 

OTHER 

HOURLY 

BENEFITS 

HOURLY 

PACKAGE 

RATE 

IBEW 

PUBLIC WORKS DIRECTOR $ 47.7635 $ 6.5900 $ 4.9000 $ 0.7359 $ 59.9894 

FACILITIES MANAGER 35.8302 6.5900 4.9000 0.5628 47.8830 

LABORERS 

FOREMAN (GRANDFATHERED) $ 30.4600 $ 9.8500 $ 5.8846 

0.6350 $ 46.8296 

FOREMAN, NEW 25.0300 9.8500 5.8846 0.5562 41.3209 

LEAD (GRANDFATHERED) 27.6100 9.8500 5.8846 0.5936 43.9383 

PACKER DRIVER PRE-2010 25.6000 9.8500 5.8846 0.5645 41.8991 

LEAD/PACKER DRIVER, NEW 23.8100 9.8500 5.8846 0.5385 40.0832 

LABORER 22.5900 9.8500 5.8846 0.5209 38.8455 

OPERATORS 

GENERAL FOREMAN $ 36.9700 $ 7.0000 $ 6.6000 

0.5794 $ 51.1494 

FOREMAN 32.7500 7.0000 6.6000 0.5182 46.8682 

LEAD EQUIP MECH/OPERATOR 

(PRE-2010 HIRE) 29.8900 7.0000 6.6000 0.4767 43.9667 

LEAD EQUIP MECH/OPERATOR 

(POST 2010 HIRE) 29.1100 7.0000 6.6000 0.4654 43.1754 

EQUIP MECHANIC/OPERATOR 27.8900 7.0000 6.6000 0.4477 41.9377 

DISPATCHER 23.6100 7.0000 6.6000 0.3856 37.5956 

TEAMSTERS 

WAREHOUSE RECORDS $ 29.9900 $ 7.7600 $ 6.2500 

0.4782 $ 44.4782 

PARTS PERSON/EXPEDITOR 27.2000 7.7600 6.2500 0.4377 41.6477 

CUSTODIAN 22.4900 7.7600 6.2500 0.3694 36.8694 

CARPENTERS 

TRADE SPECIALIST $ 26.4300 $ 6.8500 $ 7.9101 

0.5765 $ 41.7666 

PLUMBERS AND PIPEFITTERS 

TRADE SPECIALIST $ 33.6700 $ 7.7500 $ 5.3298 

0.6315 $ 47.3813 


153

DEPARTMENT 50 - PUBLIC WORKS, BUDGET NARRATIVE - CITY OF FAIRBANKS 


The mission of the Public Works Department is to provide City residents with cost-effective and 

responsive customer service in maintaining the right-of-way infrastructure; collecting and 

disposing of residential solid waste; maintaining City-owned facilities, equipment, vehicles, and 

bulk fuel storage and distribution systems; and managing the collection, storage, and resale of 

impounded vehicles. 

SUMMARY OF RESPONSIBILITIES 

PUBLIC RIGHT-OF-WAY MAINTENANCE 

In 2013 the Public Works Department will maintain a total of 350 lane miles of roadway, 2,803 

streetlights, over 5,000 traffic signs, 97 miles of storm drain piping, 2,565 catch basins, 486 

manholes, 7 storm water treatment units and 93 outfalls to the Chena River and Noyes Slough. 

Winter Maintenance – Public Works crews perform winter maintenance activities such as snow 

removal and street sanding from mid-October through late-March. During a winter snowfall 

event our maintenance priority is to open all arterials and collectors within 72 hours, then 

progress to clearing residential neighborhoods. Public Works also removes snow from 

pedestrian facilities including sidewalks, crosswalks, and curb ramps along collector streets. 

Spring Maintenance – Spring snowmelt, occurring from late-March through mid-April, is a 

critical period for Public Works. During this time Public Works maintains two crews on 24- 

hour/ 7-day per week status, fully dedicated to thawing storm drain piping, opening surface 

drainages, and pumping water to ensure the right-of-way remains operational and to minimize 

flooding impacts to residential homes, businesses, and public facilities. 

Summer Maintenance & Construction – Public Works transitions to summer maintenance 

activities from May through September. Major tasks include street sweeping; road 

reconstruction including re-grading, re-profiling, drainage improvements, and new asphalt 

concrete pavement; pothole patching; cleaning and repairing the storm drainage system; 

removing brush from the edge of right-of-way; maintaining landscaping; and miscellaneous 

repairs to sidewalks, streetlights, traffic signs, lane and crosswalk striping. 

2011-2012 Accomplishments: Public Works maintains a two-year plan for 

construction in the right-of-way, and priorities often change based on the extremity of 

winter season, spring breakup, community needs and funding via legislative grants 

which are not confirmed until July, the mid-point of the City’s fiscal year. 

During the 2011-2012 construction seasons Public Works completed the following 

projects: 

1. Blueberry Street, Mary Ann Street, 20th Avenue, & Turner Street Reconstruction: 

Project consisted of complete road reconstruction with drainage improvements. 

154


2. Gillam Way Drainage Improvements: Provided drainage improvements at the 

Brice Center, Far North Christian School, and Hospice of the Tanana Valley from 

17 th to 20 th Avenues, which previously had no drainage. Project included the 

installation of over 600 linear feet of storm drain piping and three catch basins. 

3. Kellum Street: Project consisted of a pavement overlay and drainage 

improvements. 

4. Leasure Street Extension & 32 nd Avenue: Project consisted of drainage 

improvements and reconstructing the gravel roads with D-1 surfaces. 

5. Iditarod Street & F Street (from Iditarod to Juneau Streets): Project consisted of 

complete road reconstruction with drainage improvements. 

6. J.P. Jones Community Center North Parking Lot: Project consisted of complete 

re-design, re-grading, and paving of the north parking lot to improve drainage 

and access meeting Americans with Disabilities Act (ADA) requirements. The 

building was transferred to non-profit ownership in 2012. 

7. Stephanie & Bidwell Streets: Project consisted of drainage improvements and 

resurfacing gravel streets with asphalt concrete pavement. 

8. Residential Neighborhood Drainage Improvements: In preparation for upcoming 

road construction projects funded by State and Federal Grants, Public Works 

completed drainage improvement upgrades in Taku Subdivision (reconstructed in 

2012) and Executive Park Subdivision (scheduled for reconstruction in 2013) via 

construction contracts administered through the Alaska Department of 

Transportation & Public Facilities (ADOT&PF). 

9. City and State of Alaska Duct Bank Project: Constructed a new communication 

duct bank consisting of 344 linear feet of two parallel 4-inch conduits and 3 utility 

access vaults connecting City Hall and Police Department headquarters with the 

State of Alaska’s Fairbanks Regional Office Building (FROB) in the 8 th Avenue 

right-of-way. This project is significant because it provides the State and the City 

with connectivity between the facilities and the Birch Hill Microwave 

communication system, which City Hall and the Police Department can utilize as 

an alternate communication route if our primary route is unusable. In addition, 

the Police Department is provided with a more affordable and reliable connection 

to the Alaska Public Safety Information Network router on the State network. 

This project also established the groundwork for a larger City and State 

combined network duct bank project planned to link City Hall, Fairbanks Police 

and Fire Departments, and FROB with City and state facilities on Peger Road 

including the ADOT&PF facilities, City Public Works Department, and Alaska 

State Troopers. 

10. Lemeta Subdivision Drainage Improvements: Constructed a new storm drain 

system with 265 linear feet of storm drain piping, new catch basins, and a new 

outfall to Noyes Slough at Antoinette Street and O’Connor Road, an area 

formerly prone to flooding during spring break-up. 

11. 4 th Avenue Drainage Improvements: Constructed storm drainage system 

extension along north side of 4 th Avenue between Badger and Lincoln Streets, 

where drainage did not previously exist and ponding was impacting residences. 

12. Snow Removal: Hauled 12,702 truckloads (222,285 cubic yards) of snow from 

downtown and residential areas to snow storage sites. 

155


13. Winter Sanding: Placed approximately 4,452 tons of gravel on driving surfaces 

during winter months. The City does not place gravel on pedestrian facilities, but 

vehicle movements often spread the gravel to sidewalks, which are broomed in 

the early summer months. From post break-up through August, sweepers 

collected 797 cubic yards of gravel from driving surfaces and pedestrian facilities. 

14. Street Sign Repair: Public Works performs maintenance of street signs 

damaged through accidents or vandalism, as needed. 

15. Pot Hole Patching: Patched 1,859 pot holes with hot mix and repaired seven 

driveways between May and September. In addition, Public Works temporarily 

patched numerous potholes with cold mix in March and April and late fall (i.e. 

before and after asphalt plants are open for production). 

16. Fabricated 40 storm drain cans for Public Works internal projects and the 

Engineering Department managing contractors constructing improvements in 

Aurora, Johnston, Graehl, Lemeta, Hilton Park, Weeks Field, Taku, and 

Executive Park Subdivisions. 

2013-2014 Project Goals: Public Works has scheduled the following projects to be 

completed over the 2013 and 2014 construction seasons: 

1. 32 nd Avenue and Leasure Street Extension: Surface with asphalt concrete 

pavement. 

2. City Hall North Parking Lot: Regrade and surface with asphalt concrete 

pavement. 

3. Burgess Avenue & Marika Street: Grind, grade, and repave with extensive 

drainage improvements. 

4. 19 th Avenue in Executive Park Subdivision: Grind, grade, and repave with minor 

drainage improvements. 

5. 18 th Avenue & Bjerremark Street Dead Ends in Bjerremark Subdivision: Grind, 

grade, and repave with minor drainage improvements. 

6. West Barnette Street in Fairbanks Townsite Subdivsion: Grind, grade, and 

repave with minor drainage improvements. 

7. Front Street (east of Steese Highway), Rampart Avenue, Pratt Avenue: Grind, 

grade, and repave with minor drainage improvements. 

8. Shannon Park & Hamilton Acres Subdivisions: Extensive drainage 

improvements, cleaning of existing culverts and catch basins, and re-grading 

ditches along Shannon Drive, Baranof Street, Iditarod Street, and others based 

on field determination. Grinding and repaving of Juneau Street, southern portion 

of E and F Streets as time and funding allow. 

9. Continued comprehensive seasonal maintenance of the public right-of-way as 

required including striping, signage, pothole repair, sanding, sweeping, and storm 

drain system maintenance. 

RESIDENTIAL SOLID WASTE COLLECTION 

Public Works collects and disposes of residential solid waste from approximately 6,300 

residential customers on a weekly basis. Starting in 2008 Public Works has implemented 

156


numerous cost saving measures that will continue to be utilized throughout the current budget 

cycle. Through these efficiencies Public Works has reduced the solid waste collection effort 

from 5 days per week/8 hours per day to 3 days per week/10 hours per day. This 10 hour per 

week reduction by 7 employees results in a savings of 70 man hours per week that are now 

being directed to other priority areas such as right-of-way and facility maintenance and special 

projects that arise. Additional cost saving efforts included: 

1. Standardized routes for each neighborhood that all packer drivers must adhere to 

during waste collection. These standardized routes minimize the number of miles 

travelled by our equipment and provide fuel savings. 

2. Implemented a new policy that all residential solid waste must be placed curbside by 

7:00 AM on the day of pickup. In prior years we made multiple passes through 

neighborhoods to accommodate residents that did not get their trash out on time and 

called for a late pick. By making one pass through each neighborhood we significantly 

reduce our fuel consumption rate. 

3. Utilized Global Positioning System (GPS) Units on our solid waste packer trucks to 

provide real-time data on truck locations, routes travelled, average speeds, etc., to 

assist with developing efficiency measures. 

STORM WATER MANAGEMENT 

See Department 51 budget narrative for a detailed description of the City’s Municipal Storm 

Water Permit and requirements for ensuring compliance. 

STREET LIGHTING 

In 2013 the City will maintain 2,803 streetlights. Of these lights, 1,048 are High Pressure 

Sodium (HPS) and 1,755 are Light Emitting Diode (LED) technology. System repairs and lamp 

replacement is performed for the City by an electrical contractor on term contract. The LED 

lights are a cost-effective replacement of our existing HPS fixtures, providing energy savings. 

The LED lights also virtually eliminate HPS lamp maintenance costs since their operation life is 

expected to be 25+ years based on an estimated 100,000+ hour life of the LED (vs. HPS lamp 

operation life expected to be 5 years based on an estimated 20,000 hour life). Also during 

2013, an additional 674 HPS street lights will be converted to LED with anticipated energy 

savings. 

FLEET MANAGEMENT 

Public Works maintains the City equipment fleet supporting the Police and Fire Departments, 

Volunteers in Policing, Public Works, Building Department, City Attorney’s Office, Mayor’s 

Office, Information Technology Department, Risk Management, Engineering Division, and 

Fairbanks Metropolitan Area Transportation System Office. The City fleet currently comprises 

approximately 240 pieces of rolling stock including public safety vehicles such as ambulances, 

fire trucks, police vehicles, SWAT van, emergency response water purification trailer, mobile 

command posts, auxiliary lighting units, mobile heating units, emergency river rescue boat, 

rescue trailer, command water tanker and barricade trailer; Public Works vehicles such as 

157


plows, street sweepers (brooms), packers for refuse collection, loaders, backhoes, jet truck, 

boiler trucks for thawing storm drain piping, water tankers, forklifts, flat beds, pavement reclaimer, 

asphalt paver, and numerous pieces of miscellaneous equipment including lawn 

mowers, water pumps, hoses, generators, trailers, chain saws, welders, etc.; and personnel 

vehicles including sport utility vehicles, sedans, and pickup trucks supporting the various City 

departments. 

2012 Accomplishments: 

1. Police Department Trouble Log: Set up a communication trouble log between 

Police and Public Works mechanics so all communications are now through one 

system. This system has proven effective and working to the satisfaction of both 

parties, eliminating excessive emails/faxes, easier tracking of repetitive issues, 

and officers can check status and location of vehicles. We have also set up an 

in-service/out-of-service drop-off/pick-up location which is saving shuttle time. 

The flow of communication has improved remarkably. 

2. Fire Department Trouble Log: Improved communication between Fire and Public 

Works for fire equipment repairs. We are looking to set up same system as we 

have with Police. 

3. Parts Room Reorganization: The parts room was completely redesigned for 

maximum efficiency and improved inventory control. Limited space remains a 

problem and Public Works is requesting capital funding for a mezzanine to more 

than double the storage space for parts. 

4. Tool Management Program: Developed a system for all City-owned “specialty” 

tools to be stored in a designated locked area. Mechanics must sign in/out all 

specialty tools that are used. These “specialty” tools are typically very expensive 

and often not used frequently, but when needed there is no substitution. This 

new system provides an accurate tracking and accountability method. 

5. Training: Mechanics have received extensive training this year including: fire 

apparatus aerial, electrical and emergency lighting, diagnostics for light and 

heavy duty equipment, ABS, brakes, new emissions, emergency wiring and 

lighting, wheels and tires – mounting and balancing new aluminum magnetic 

wheel weights, rigging, forklift certification and computer classes for Excel and 

Outlook. 

6. Replaced transmissions in three Police vehicles. 

7. Replaced transmission and steering gear box in a dump truck. 

8. Fabricated new tailgates for three dump trucks. 

9. Repaired grader, including replacing articulating cylinder and circle draw bar and 

fabrication of new gate. 

10. Repaired grader, including replacing tilt cylinder. 

11. Repaired jet truck, including replacing bearings, clutch, and auxiliary motor drive. 

12. Fire Department platform truck maintenance including proofload test (required 

every 6 years). 

13. Comprehensive UL testing for Fire Department equipment, platform trucks and 

ladders. 

158


14. Repaired fire engine by installing auto-chain actuator, modifications to hose bed, 

replacement of windshield, and repair of interior floor and seat. 

15. Repaired garbage packer, including replacement of rear wheel bearings and 

turbo, repair of passenger door, and installation of new tires. 

16. Repaired snow loader, including annual service, replacement of wheel, fuel 

impellers and pump, bearings, chute alignment switch, and chute liner bolts. 

17. Repaired street sweeper (broom), including installation of rear control electrical 

panel. 

18. Modified and tested a new Police Subaru vehicle to assist in evaluating if the 

vehicle would be cost effective as a patrol car. Modifications included installing a 

cage, full custom electronics, vinyl floor, and aftermarket seat. 

19. Shift Communication Program: Implemented a new winter equipment 

maintenance program, which allowed for some overlap between personnel on 

the day and night shifts for transfer of information and communication between 

crews and mechanics. Previously there were several hours of downtime 

between the two shifts and critical information was not getting transferred. 

VEHICLE IMPOUNDS 

In conjunction with the City Attorney’s Office, Public Works manages vehicles impounded by 

the City Police Department. Below is the impound auction summary for the last six years: 

Year 

# of 

Auctions 

# of Vehicles 

Sold/Disposed 

Revenue 

*2012 4 350 $ 203,694 

2011 4 406 240,532 

2010 3 283 152,941 

2009 3 286 157,562 

2008 4 648 253,535 

2007 3 302 150,970 

21 2275 $1,159,234 

*A fifth auction of Police Department evidence, including firearms, was conducted in June and 

that auction netted an additional $47,942. 

FACILITY MANAGEMENT 

Public Works maintains or assists with maintenance of twelve separate City-owned facilities 

comprising approximately 256,000 square feet of space in addition to Golden Heart Plaza, 

Clay Street Cemetery, and the downtown utilidor system. Public Works also supports other 

City departments with preparation of grant and capital requests, construction cost estimates, 

preparing bid documents, reviewing and scoring proposals and managing construction 

contracts. 

159


2011-2012 Accomplishments: In 2011 and 2012 the Public Works completed, or is in 

progress of completing, the following projects: 

1. Public Works Facility Roof Replacement: Project comprised complete reconstruction of 

the roof (approximately 36,819 square feet). Cost: $337,200 capital funds, $52,000 

general funds. 

2. Fire Station No. 3 & Fire Training Center Roof Replacement: Project comprised 

complete reconstruction of the roof (approximately 14,160 square feet). Cost: $158,833. 

3. City Hall Historic Bleacher Preservation: Project consisted of complete restoration of 

the historic bleachers in the City Hall gymnasium. Over the prior decades the bleachers 

were turned into a storage area, covered with several coats of paint, and some of the 

cascading bleachers converted to level floor. The project completely restored the 

bleachers to their original historic look. Cost: $89,397. 

4. Public Works Exhaust/Ventilation: Project consisted of removing the old ventilation 

system in the mechanics shop and replacing with eight new individual automatic units in 

the welding bay, light duty bay and main shop bays. Cost: $194,085. 

5. City Hall IT Server Room Air Conditioning: Project consisted of installing two (2) 5-ton 

(60,000 BTU) specialty cooling units for temperature and humidity control. Cost: 

$125,550 capital funds, $21,508 general funds. 

6. City Hall IT Server Room Fire Suppression: The City designed and built a “clean agent” 

dry fire suppression system and emergency ventilation system for the City’s main data 

server room. Cost: $89,376. 

7. Fire Station No. 3 Replace Siding & Windows: Project consisted of replacing the 

existing exterior siding and five windows. Cost: $66,248. 

8. Public Works Cold Storage Building: Project consisted of constructing a small cold 

storage building for tire storage. Cost: $45,900. 

9. Fire Training Center Boiler Replacement & Facility Upgrades: Replaced the center’s 

boiler heating unit and installed new exterior door and window shutters on the center’s 

training tower. 

10. Fire Station No. 2 Boiler Replacement & Storage Upgrade: Replaced the boiler heating 

unit and installed stairs to the station’s storage unit. 

11. Fairbanks Parking Garage Office Remodel: Remodeled and expanded the office space, 

installed expanded heating units, and constructed a new server room with upgraded 

cooling unit. Cost: $47,407. 

12. HR/Risk Management Office Remodel: Remodeled an existing room to now serve as 

an additional office space. 

13. IT Server Room Remodel: Installed new ceiling and 3 new walls, repaired floor with 

industrial epoxy surface, installed electrical upgrades and new air conditioning/cooling 

unit. Cost: $152,656 

14. Madison Avenue Landscaping: Landscaped 6,000 square feet of residential lawn and 

installed 200 linear feet of new chain link fencing with gates in support of drainage 

improvement projects in Executive Park Subdivision. Cost:$5,317 

15. Clay Street Cemetery Maintenance: General maintenance of the 4-acre cemetery, 

which commences in May of each year and extends through September, comprises 

debris removal, trimming of shrubs and vegetation, lawn maintenance, collection of 

fallen leaves in autumn, fence repairs, litter collection and inspection and maintenance 

160


of equipment used at the cemetery. 

16. City Recycling Program: Operation of a recycling program on a weekly basis within all 

City departments. All recyclables are delivered to the Fairbanks Rescue Mission. 

17. Annual State Inspections: Coordinate all State-required annual inspections of City 

facilities including crane inspections in Public Works maintenance bays, pressure vessel 

inspections of boiler trucks used for thawing the storm drainage system, and inspections 

of all elevators in City facilities. 

18. City Hall Computer Technology Wiring: Removed obsolete wiring and updated the 

entire building to current “CAT-6” computer cabling standards. Cost: $122,274 

19. Fire Station No. 3 Oil/Water Separator: This project will retrofit automated oil/water 

separating equipment in the Apparatus Bay to prevent vehicle fluids from entering the 

sanitary sewer system, a mandatory upgrade. Cost: $35,000 

2013 Project Goals: In 2013 Public Works plans to complete the following projects: 

1. Public Works Warm Storage Additions: 

In July of 2012 the City received a $2M grant from the State of Alaska for two additions 

to our Public Works Facility Operations Center to help resolve our lack of warm storage 

space. The project, which is scheduled to be substantially completed by November 

2013, comprises two separate 4,800 square foot additions to the main facility, one 

located on the north end and one on the south. The North Building Addition provides 

ground level warm storage bays with second story administrative office space for City 

government continuity of operations should emergencies arise and City Hall became 

unavailable (freeze-up, flood, fire, major earthquake, etc). The South Building Addition 

will consist of a mechanical upgrade to the existing vehicle/equipment wash bay plus a 

new warm storage/mechanic bay with a ceiling height of 35 feet to allow for indoor 

inspection and maintenance of the interior region’s largest public safety platform ladder 

trucks during winter months. Cost: $2,000,000. 

2. City Hall Code Upgrades: This project will attempt to modify passive air handling duct 

bank and piping in basement hallways to provide more headspace and clearance for 

occupants. 

161



Account No. 5001: SALARIES AND WAGES - This account requests funding for 39.5 

permanent full-time positions, an increase of two positions (one (1) laborer, one (1) 

administrative support staff. 


$ 2,248,949 $ 2,152,554 $ 2,152,554 

Account No. 5002: OVERTIME - For emergency situations primarily during snow removal 

and breakup for pumping water to deter flooding and property damage; emergency call outs; 

increased emergency assistance for Police and Fire in response to fires and automobile 

accidents; and the impound and City property auctions. 


$ 51,250 $ 51,250 $ 51,250 

Account No. 5005: TEMP EMPLOYEE WAGES AND BENEFITS - provides for seasonal 

temporary positions to support services to the residents of Fairbanks and to address 

emergencies as they occur. This request includes an additional $25,321 from CMAQ for 

pedestrian/bicycle sidewalk maintenance. 


$ 950,000 $ 792,000 $ 792,000 



cashed out. 


$ 24,153 $ 32,000 $ 32,000 




$ 1,211,706 $ 1,145,612 $ 1,145,612 

162


Account No. 5302: TRAINING - provides for mandatory training and minimum certifications 

required for all crafts. 


Employee Training/Certification $ 4,000 4,000 $ 4,000 

Natural Gas Boilers 1,000 1,000 1,000 

APWA Conferences 8,000 8,000 8,000 

Computer 1,500 1,500 1,500 

Other Misc 1,500 1,500 1,500 

Total: $ 16,000 $ 16,000 $ 16,000 

Account No. 5401: OFFICE SUPPLIES - provides for paper, forms, letterhead, toner 

cartridges and general office supplies. 


$ 6,900 $ 6,900 $ 6,900 

Account No. 5402: OPERATING SUPPLIES - provides for expendable items used by all 

Public Works crews. 


Hose/fittings for trucks, water pumps $ 6,500 $ 6,500 $ 6,500 

Gloves 5,000 5,000 5,000 

Custodial supplies 4,200 4,200 4,200 

Toilet tissue, towels, and can liners 14,000 14,000 14,000 

Rags 4,800 4,800 4,800 

Garbage truck maintainer 4,200 4,200 4,200 

Tools and tool replacement/upgrade 16,000 16,000 16,000 

Bin stock – nuts, bolts, nails, fittings 18,000 18,000 18,000 

Mechanic shop supplies 25,000 25,000 25,000 

Freight charges 13,000 13,000 13,000 

Personal protection safety gear 8,000 8,000 8,000 

Haz mat supplies 9,800 9,800 9,800 

Sideboards lumber for snow removal 2,000 2,000 2,000 

Equipment permits (oversize/width) 1,800 1,800 1,800 

Vehicle registration renewals 3,500 3,500 3,500 

Teflon Sheets(for snow blower chutes) 4,800 4,800 4,800 

Boiler Treatment (Equipment) 4,000 4,000 4,000 

Hose fabrications 4,000 4,000 4,000 

Batteries 1,200 1,200 1,200 

Paint, Aerosol (shop) 2,000 2,000 2,000 

Saw blades 2,000 2,000 2,000 

Chemicals 5,000 5,000 5,000 

Miscellaneous daily expenses 16,200 11,200 11,200 

Total: $ 175,000 $ 170,000 $ 170,000 

163


Account No. 5403: PARTS AND SUPPLIES - provides for expenditures for all vehicle and 

equipment parts and supplies. 


Parts $ 360,000 $ 360,000 $ 360,000 

Grader blades 30,000 30,000 30,000 

Street sweeper brooms 10,000 10,000 10,000 

Tires, City fleet 40,000 40,000 40,000 

*Tires for FPD Vehicles 25,000 10,000 10,000 

Total: $ 465,000 $ 450,000 $ 450,000 

*This annual line item is for a complete winter/summer tire change out for approximately 15 

FPD units, resulting in each unit having a complete tire change out approximately every three 

to four (3-4) years (average tire life for FPD vehicles). 

Account No. 5405: REPAIR AND CONSTRUCTION MATERIAL – provides for materials for 

maintenance and repair projects. 


Sign material and maintenance $ 20,000 $ 20,000 $ 20,000 

Sanding material, 3000 cy @ $25 75,000 75,000 75,000 

Hot mix asphalt 150,000 150,000 150,000 

Road Oil 2,000 2,000 2,000 

Cold mix asphalt, 75 tons 40,000 40,000 40,000 

Propane (Infrared Patching machine) 12,000 12,000 12,000 

Storm drain/drainage pipe and plate steel 18,000 18,000 18,000 

Manhole risers/rings, guards, markers 12,000 12,000 12,000 

Catch Basins, Lids & Rings 30,000 30,000 30,000 

Survey supplies 7,500 7,500 7,500 

Paint purchase for ADOT** 68,500 68,500 68,500 

Snow removal repairs 3,800 3,000 3,000 

Top Soil 8,000 3,000 3,000 

Traffic Cones (300) 5,000 5,000 5,000 

Miscellaneous expenses 90,000 74,000 74,000 

Total: $ 541,800 $ 520,000 $ 520,000 

2012 Hot Asphalt Usage (tons) 

As of 9/26/12 

Road Upgrade Projects 1120.12 

Pothole Patching 228.52 

**Per agreement with State DOT for street striping City streets. 

164


Account No. 5406: FUEL, OIL AND GREASE -provides for vehicle fuel and lube products for 

City fleet. 


Unleaded gas $ 76,500 $ 76,500 $ 76,500 

Diesel fuel for equipment 361,600 361,600 361,600 

Lube products 18,000 7,900 7,900 

Synthetic motor oils 40,000 40,000 40,000 

Antifreeze 8,500 8,500 8,500 

Miscellaneous/specialized products 5,500 5,500 5,500 

Total: $ 510,100 $ 500,000 $ 500,000 

$5.00 

$4.50 

UNIT COSTS OF FUEL 

$4.00 

$3.50 

$3.00 

$2.50 

$2.00 

$1.50 

$1.00 

$0.50 

Diesel 

Cost per 

gallon 

Unleaded 

Cost per 

gallon 

Heating 

Fuel Cost 

per 

gallon 

Natural 

Gas 

$- 

2000 

2001 

2002 

2003 

2004 

2005 

2006 

2007 

2008 

2009 

2010 

2011 

2012 

NATURL GAS CONSUMPTION BEGAN IN 2008; HEATING FUEL TRACKED SEPERATELY FROM DIESEL BEGINNING IN 2004 

165


Account No. 5407: DUES AND PUBLICATIONS – provides for parts manual updates, 

equipment diagnostic software updates, road and equipment publications, Polk directory, and 

membership dues to Public Works related organizations. 


$ 1,000 $ 1,000 $ 1,000 

Account No. 5599: OTHER OUTSIDE CONTRACTS – provides for various contractual 

agreements including maintenance for equipment, facilities (elevators) and specialized 

services. 


Gases – oxygen, acetylene, argon $ 3,000 $ 3,000 $ 3,000 

Elevator maint PW, FFD, FPD, City Hall 19,140 19,140 19,140 

Radio installations/repairs 4,000 4,000 4,000 

Crane inspections at PW 3,000 3,000 3,000 

Office equipment maintenance 1,400 1,400 1,400 

Coverall/floor mat rental/cleaning 11,500 11,500 11,500 

Fire extinguisher inspections 3,000 3,000 3,000 

Sprinkler system inspections 5,800 5,800 5,800 

Fire alarm inspections 12,000 12,000 12,000 

State fuel tank registrations 1,200 1,200 1,200 

Street striping 95,860 94,860 94,860 

Towing service – impound 72,500 72,500 72,500 

Electrical services 22,000 22,000 22,000 

Liebert equipment/UPS maintenance 9,600 9,600 9,600 

Tree cutting/removal services 30,000 20,000 20,000 

Tech support and maintenance 6,500 6,500 6,500 

Overhead door repairs 4,000 4,000 4,000 

UL lab certification (fire equipment) 9,000 9,000 9,000 

Clay Street Cemetery 4,000 4,000 4,000 

Underground storage tank inspections 3,500 3,500 3,500 

Radar speed signs (residential areas) 30,000 30,000 30,000 

Window washing 25,000 - - 

Clay St Cemetery irrigation system 25,000 - - 

Bentley snow storage site fencing* 30,000 - - 

Miscellaneous contracts 20,000 20,000 20,000 

Total: $ 451,000 $ 360,000 $ 360,000 

*Must be funded by either capital or GF, not securing the lot will allow others, including 

contractors, to use the lot. 

166


Account No. 5609: GARBAGE COLLECTION - provides for FNSB landfill “tipping” fees. 

Note: July 1 of each year the FNSB increases the tipping fee (see rate history below), 

current rate is $85/ton. Requested amount includes an anticipated $7/ton increase 

effective 7/1/13. This account also includes funding for garbage billing supplies (envelopes, 

billing paper) and costs associated with billing and collections services. 

TIPPING FEE RATE HISTORY 

Begin End Rate Increase 

7/1/12 6/30/13 85.00 7.00 

7/1/11 6/30/12 78.00 7.00 

7/1/10 6/30/11 71.00 7.00 

7/1/09 6/30/10 64.00 3.00 

7/1/08 6/30/09 61.00 2.00 

7/1/07 6/30/08 59.00 2.00 

7/1/06 6/30/07 57.00 2.00 

7/5/05 6/30/06 55.00 2.00 

7/1/04 7/1/05 53.00 3.00 

7/1/97 6/30/04 50.00 3.00 

7/1/96 6/30/97 47.00 7.00 

7/1/92 6/30/96 40.00 10.00 

7/1/90 6/30/92 30.00 9.00 

1/1/80 6/30/90 21.00 


Tipping Fees (FNSB) (5900 tons)* $ 513,200 $ 513,200 $ 513,200 

Billing Supplies 8,000 8,000 8,000 

Postage 13,000 13,000 13,000 

Lockbox Services 3,600 3,600 3,600 

Loomis Security Service 1,985 1,985 1,985 

Bank Fees 1,000 1,000 1,000 

Mailings 200 200 200 

Folding/Env Stuffing Services 3,500 3,500 3,500 

Post Office Box Rental 500 500 500 

Total: $ 544,985 $ 544,985 $ 544,985 

*Tonnage has decreased over the past several years, from a high of 6100 tons to what we 

expect to be around 5900 tons for 2012. We believe in part this is attributed to residents 

recycling efforts and City department’s paper recycling. While the tonnage has decreased, 

167


tipping fee costs have increased; therefore, the tipping fee line item is increased in this budget 

request as shown below. 

Tonnage Period Rate *Tipping Fee 

2,800.00 Jan 1 - June 30 $85 $ 238,000 

3,100.00 July 1 - Dec 30 $92 285,200 

5,900.00 $ 523,200 

Account No. 5701: PURCHASED REPAIRS AND MAINTENANCE– provides for repairs to 

equipment and tools including, upholstery, windshield, electrical rebuilds, hydraulics and 

special calibrations. 


Accident repairs/body damage $ 15,000 $ 15,000 $ 15,000 

Windshield repair/replacement 7,500 7,500 7,500 

Upholstery repairs 2,000 2,000 2,000 

R&R’s Electrical, Hydraulics 10,000 10,000 10,000 

Alignments 3,000 3,000 3,000 

Sandblast dump boxes (4) 12,800 - - 

Paint dump trucks tailgates (4) 2,800 - - 

Miscellaneous other repairs 5,000 5,000 5,000 

Total: $ 58,100 $ 42,500 $ 42,500 

Account No 5703: BUILDINGS AND GROUNDS MAINTENANCE - provides for repair and 

maintenance of City owned and leased buildings: City Hall, Old City Hall (Historic Museum), 

Police Station, downtown Fire Station, Fire Station #3-Aurora, Fire Training Center, Fire 

Station #2, Public Works Facility, Warm Storage Facility, and the Downtown Parking Garage. 

Grounds maintained include Golden Heart Plaza, Clay Street Cemetery, and the impound lot. 

Daily maintenance of these buildings and grounds include furnace, plumbing, electrical, and 

wiring repairs, carpentry, changing furnace filters, demobilization of the fountain at Golden 

Heart Plaza and vandalism repairs. 


General Maintenance $ 100,000 $ 93,250 $ 93,250 

IT: Furniture 25,000 - - 

FS 1: Stripe paint parking lot 1,750 1,750 1,750 

Total: $ 126,750 $ 95,000 $ 95,000 

168


Account No. 5804: OTHER RENTALS –provides for rental of specialized tools and 

equipment; and portable toilet rental for community volunteer projects. 


Roller (4 months) $ 29,000 $ 29,000 $ 29,000 

Excavator (breakup and ditch work) 7,500 7,500 7,500 

Dozer, small (road maintenance) 5,500 5,500 5,500 

*Dump trucks (snow removal, 4 months) 60,000 - - 

Screener (1 month) 15,000 15,000 15,000 

Portable toilet rental 1,250 1,250 1,250 

Specialized/Other equipment/tools 10,000 11,750 11,750 

Total: $ 128,250 $ 70,000 $ 70,000 

*New line item - Rental dump trucks for use with the new high performance snow blower. 

Account No. 7501: EQUIPMENT REPLACEMENT– This expense is transferred to the Capital 

Appropriation Fund to pay for the cost of replacing capital equipment in the Public Works 

Department. This does not cover the total cost necessary to replace public works equipment on a 

regular schedule. 


$ 250,000 $ 250,000 $ 250,000 

Account No. 9001: VEHICLE &EQUIPMENT– This expense covers the small miscellaneous 

equipment purchases that occur throughout the year. 


$ - $ - $ - 



169

Public Works 

Director/City Engineer (.5) 

Quality Control 

Officer (1) 

Property Manager 

(1) 

Lead Engineer (1) 

Environmental 

Manager (1) 

Traffic Engineer (1) 

Engineer (4.5) 

Surveyor / Engineer 

Tech Supervisor (1) 

Intern (1.5) 

Survey Party Chief 

(1) 

Engineer Technician 

(1) 

170

Engineering Budget vs. Actual Expenditures 

120% 

100% 

80% 

60% 

40% 

20% 

0% 

2003 2004 2005 2006 2007 2008 2009(1) 2010 2011 2012 2013 


Actual 

The 2003 base year budget was $545,119 and expenditures were $581,761. The 2012 actuals 

are unaudited and 2013 actuals are not available. 

(1) In 2009 Engineering expenditures were paid by State and Federal projects, not included in 

the general fund. 

171


General Fund Appropriation ENGINEERING DEPARTMENT NO. 51 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 


5002 OVERTIME 5,833 10,000 10,000 7,000 7,000 



5302 TRAINING 3,674 7,450 10,000 4,000 4,000 





7005 ENVIRONMENTAL COMPLIANCE 17,153 30,000 40,000 22,500 22,500 

7501 EQUIP REPLACEMENT - 35,000 - - - 

9001 VEHICLE & EQUIPMENT - - - - - 

TOTALS $ 605,511 $ 611,316 $ 502,170 $ 465,775 $ 465,775 

172

CITY OF FAIRBANKS, ALASKA ENGINEERING DEPARTMENT NO. 51 


General Fund 

Appropriation 

2011 

APPROVED 

2012 

APPROVED 


REQUEST 


MAYOR 


APPROVED 


PERSONNEL 

CITY ENGINEER 0.30 $ 27,461 0.5 $ 48,171 0.5 $ 51,283 0.5 $ 51,283 0.5 $ 51,283 

ENVIRONMENTAL 

MANAGER 1.00 64,957 1.0 69,001 1.0 73,510 1.0 73,510 1.0 73,510 

ENGINEER I 1.00 56,324 1.5 89,718 2.0 132,748 2.0 132,748 2.0 132,748 

ENGINEER II 2.00 123,572 2.0 130,820 3.0 217,433 3.0 217,433 3.0 217,433 

ENGINEER III 1.00 77,991 1.0 82,020 1.0 90,586 1.0 90,586 1.0 90,586 

ENGINEER IV 1.00 78,432 1.0 82,473 1.0 91,080 1.0 91,080 1.0 91,080 

ENG TECHNICIAN 

SUPERVISOR 1.00 65,903 1.0 69,629 1.0 77,078 1.0 77,078 1.0 77,078 

ENG TECHNICIAN 1.0 41,349 0.5 21,935 0.5 21,935 0.5 21,935 

SURVEY PARTY CHIEF 1.00 44,196 1.0 47,400 1.0 50,299 1.0 50,299 1.0 50,299 

PART TIME INTERN 0.75 31,061 1.5 60,240 0.5 22,423 0.5 22,423 0.5 22,423 

QUALITY CONTROL 

OFFICER 1.00 56,098 1.0 59,883 1.0 63,950 1.0 63,950 1.0 63,950 

PROPERTY MANAGER 1.00 73,112 1.0 77,390 1.0 82,306 1.0 82,306 1.0 82,306 

OVERTIME 75,000 75,000 75,000 72,000 72,000 

BENEFITS 350,944 422,824 374,978 374,978 374,978 

LEAVE ACCRUAL 22,000 22,000 22,000 22,000 22,000 

TOTAL GENERAL FUND 11.05 1,147,051 13.5 1,377,918 13.5 1,446,609 13.5 1,443,609 13.5 1,443,609 

GRANT/PROJECT PERSONNEL 

ENGINEER IV (1.00) (78,432) (1.0) (82,473) (1.0) (91,080) (1.0) (91,080) (1.0) (91,080) 

ENGINEER III (1.00) (77,991) (1.0) (82,020) (1.0) (90,586) (1.0) (90,586) (1.0) (90,586) 

ENGINEER II (2.00) (123,572) (2.0) (130,820) (3.0) (217,433) (3.0) (217,433) (3.0) (217,433) 

ENGINEER I (1.00) (56,324) (1.5) (89,718) (2.0) (132,748) (2.0) (132,748) (2.0) (132,748) 

ENG TECHNICIAN 

SUPERVISOR (1.00) (65,903) (1.0) (69,629) (1.0) (77,078) (1.0) (77,078) (1.0) (77,078) 

SURVEY PARTY CHIEF (1.00) (44,196) (1.0) (47,400) (1.0) (50,299) (1.0) (50,299) (1.0) (50,299) 

ENG TECHNICIAN - (1.0) (41,349) (1.0) (21,935) (1.0) (21,935) (1.0) (21,935) 

PART TIME INTERN (0.75) (31,061) (1.5) (60,240) (0.5) (22,423) (0.5) (22,423) (0.5) (22,423) 

REMOVE HOLIDAY PAY - - 27,008 27,008 27,008 

OVERTIME (65,000) (65,000) (65,000) (65,000) (65,000) 

BENEFITS (217,317) (280,894) (274,110) (274,110) (274,110) 

TOTAL GRANT FUNDS (7.75) (759,796) (10.0) (949,543) (10.5) (1,015,684) (10.5) (1,015,684) (10.5) (1,015,684) 

TOTAL GENERAL 3.30 $ 387,255 3.5 $ 428,375 3.0 $ 430,925 3.0 $ 427,925 3.0 $ 427,925 


173

CITY OF FAIRBANKS, ALASKA ENGINEERING DEPARTMENT NO. 51 


POSITION 

BASE WAGE 

HOURLY 

PENSION 

HOURLY 

HEALTH 

OTHER 

HOURLY 

BENEFITS 

HOURLY 

PACKAGE 

RATE 

CITY ENGINEER $ 47.7635 

6.5900 4.9000 0.7326 59.9861 

ENVIRONMENTAL MANAGER 34.1597 6.5900 4.9000 0.5353 46.1850 

ENGINEER I 30.8187 6.5900 4.9000 0.4869 42.7956 

ENGINEER II 33.6764 6.5900 4.9000 0.5283 45.6947 

ENGINEER III 42.1549 6.5900 4.9000 0.6512 54.2961 

ENGINEER IV 42.3861 6.5900 4.9000 0.6546 54.5307 

ENG TECHN SUPERVISOR 35.8302 6.5900 4.9000 0.5595 47.8797 

INTERN 20.7620 6.5900 4.9000 0.3410 32.5930 

QUALITY CONTROL OFFICER 29.6840 6.5900 4.9000 0.4704 41.6444 

PROPERTY MANAGER 38.2782 6.5900 4.9000 0.5950 50.3632 

LABORER 

SURVEY PARTY CHIEF 23.5500 11.8900 5.8846 0.5348 41.8594 

SEASONAL ENG TECH 20.5400 11.8900 5.8846 0.4911 38.8057 


174

DEPARTMENT 51 – ENGINEERING, BUDGET NARRATIVE - CITY OF FAIRBANKS 


The mission of the Engineering Department is to work closely with the Mayor and City Council 

to plan, design and administer the construction of capital improvement projects to improve and 

maintain City streets, utilities, and associated infrastructure for the benefit of the public. 

INTRODUCTION 

Each year the Engineering Department designs, bids, and constructs projects that are very 

important to this community as they provide improvements and facilities critical to the growth 

and development of the community and the continued lifestyle that truly makes Fairbanks the 

Golden Heart of Alaska. These projects are funded from a variety of sources including grants 

and bonds from the state and federal government, as well as the City’s matching capital fund. 

Many of these projects are the result of a cooperative relationship and funding support from 

the Alaska Department of Transportation & Public Facilities (ADOT&PF), Fairbanks 

Metropolitan Area Transportation System (FMATS), U.S. Environmental Protection Agency 

(EPA), U.S. Department of Housing & Urban Development (HUD), the State of Alaska 

Department of Environmental Conservation (ADEC), and Alaska Department of Commerce, 

Community, & Economic Development (DCCED). The scope, direction, and quality of the 

projects are substantially influenced by this Department’s planning, design, and construction 

support role. In addition, the Engineering Department provides important administrative 

support and services necessary for the efficient operation of local government. These services 

come in the form of developer support and coordination, traffic safety services, public 

information, utility information, and right-of-way management. 

In 2013, most of the Department’s personnel resources will be dedicated to projects and 

services that are fully reimbursable for direct and indirect costs associated with performing this 

work. In 2010, 2011, and 2012 the Department covered all expenses through grant recovery. 

As a result of these additional revenues, the effective cost to the City for this Department is 

less than the General Fund Appropriation affords us to fill several positions that work on tasks 

that do not consistently generate revenue, such as traffic engineering, storm water compliance, 

and quality control inspection. 

2011 & 2012 ACCOMPLISHMENTS: The Engineering Department designed and constructed 

the following projects during the 2011 and 2012 summer construction seasons: 

1. Illinois Street Reconstruction: The Engineering Department, under agreement with the 

ADOT&PF, designed the utilities for this project including water, duct bank, and storm 

drain system, as well as provided the field engineering during construction. The 

approximately $25 million project commenced in 2012 and was fully completed and 

opened with the exception of the Noyes Slough Bridge, which will be replaced later 

this year. 

2. Aurora Subdivision: This project comprised a complete reconstruction of the 

175


residential streets in the Aurora Subdivision, with new drainage system. State funds 

for this project total $3,500,000. Some of the streets included in this project are 

detailed below: 

a. Johnston Subdivision: This project comprised a complete reconstruction of the 

residential streets in the Johnston Subdivision, with new storm drain system. 

b. Taku and South Westgate Street Reconstruction: This project was constructed in 

two phases. The first phase was designed and constructed by the Engineering 

Department and comprised a complete reconstruction of Tok and Talkeetna 

Streets with new storm drain system. Cost of Phase I: $137,000. The second 

phase of this project was sponsored by the City through FMATS and designed and 

constructed by ADOT&PF using FMATS Preventive Maintenance Funding. The 

second phase comprised removal of existing asphalt concrete and chip and seal 

pavements and constructing a new asphalt concrete pavement driving surface 

throughout the subdivision. Cost of Phase II: $500,000. Project completed in 

2012. 

c. Geraghty and Jefferson Street Reconstruction: Complete reconstruction with 

drainage upgrades, from University Avenue to Washington Drive. $454,368 in 

DCCED Road Improvement funds also helped fund this project. Project completed 

in 2012. 

3. Executive Park Drainage Improvements: The first phase of this project installed new 

drainage systems on Madison and Jefferson Streets in preparation for complete 

repaving of the subdivision planned for 2013. Cost of Phase I: $183,000. Project 

completed in 2012. 

4. Riverside Drive, Tok Street and Talkeetna Street Reconstruction: This project 

comprised a complete reconstruction with new storm drain system. Capital funds of 

$280,000 were used for this project. 

5. North Side Boulevard Development: Under a Developers Agreement the Engineering 

Department is overseeing the design and construction of North Side Boulevard (1,280 

linear feet) and the east extension of Harold Bentley Avenue (3,600 linear feet) on the 

north side of the Johansen Expressway and Old Steese Highway intersection. The 

roadway infrastructure supporting this developing retail area was completed and 

ownership transferred to the City in 2012 at no cost. 

6. Barnette School Zone Flashing Signal Upgrade: Project comprised installing a 

flashing signal for the Barnette Magnet School crossing at Barnette St. and 10 th 

Avenue. A curve in the Barnette Street alignment starting at 8 th Avenue minimizes 

sight distance for drivers approaching the school zone and drivers typically maintain 

excessive speed in this area. The signal was designed and installed using $40,000 

from Safe Routes to School (SRTS) grant, $27,266 from DCCED Road improvements 

grant and $28,635 DCCED Traffic Calming grant. Total costs were $95,901: Project 


7. Graehl Subdivision (East) Reconstruction: Project comprised a complete 

reconstruction of the subdivision with new drainage system and replacement of traffic 

calming measures and surface upgrades to the Fairbanks North Star Borough boat 

launch and parking apron at Graehl Park. Cost of Project: $570,880. Project 

176



8. The Engineering Department received $211,940 to make traffic sign upgrades. 

This project replaced approximately 3,000 regulatory traffic signs within the 

City. 

9. City Hall Security Upgrade: Project comprised installation of perimeter door security, 

electronic access control, indoor/outdoor high definition cameras, long-term 

surveillance data storage and conversion of keyed entryways in sensitive areas of City 

Hall to key card entry. Cost: $162,593. Project completed in 2012. 

10. Utilidor Alarm Upgrade: Project included replacement of fire alarm panel and 

monitoring devices over a half mile of underground utilidor system in downtown. Cost: 

$132,128. 

11. City Hall Backup Power Generator: Project comprised installing a new 150 kilowatt 

emergency power generator with uninterrupted power supply (battery system) to fully 

support City Hall functions in the event of major power outage or other emergency. 

Cost: $382,362 ($275,000 funded by Homeland Security). 

12. Public Works Refueling System Upgrades: Project consisted of modifying the fueling 

system for automated key card operation and data system to record specifics of all 

fueling operations. Previously City vehicles could only be fueled from 7:00 AM to 5:30 

PM Monday through Friday during Public Works normal operating hours. The 

upgrade allows any City vehicle to refuel 24 hours per day / 7 days per week, which is 

a significant benefit for public safety vehicles operating at night and on weekends. 

Cost: $145,900. 

2013 & 2014 GOALS: The Engineering Department is striving to achieve the following goals 

this year: 

1. FMATS Phase II LED Street Light Conversion: This project will convert approximately 

657 high pressure sodium street lights (550 in the City of Fairbanks and 107 in the 

City of North Pole) to Light Emitting Diode (LED) technology. The LED lights are a 

cost-effective replacement of our existing HPS fixtures. The LED lights also virtually 

eliminate HPS lamp maintenance costs since their operation life is expected to be 25+ 

years based on an estimated 100,000+ hour life of the LED (vs. HPS lamp operation 

life expected to be 5 years based on an estimated 20,000 hour life). Also during 2013, 

an additional 674 HPS street lights will be converted to LED with anticipated additional 

energy savings. Cost: $321,401. 

2. Illinois Street Reconstruction (Completion): The Noyes Slough Bridge will be 

reconstructed later this year, resulting in a complete reconstruction of the Illinois Street 

corridor from the Chena River to College Road. The Engineering Department will 

address utility crossings on the bridge. Cost: $940,317 (included within the overall 

$25 million project cost). 

3. Helmericks Avenue Extension & Bentley Trust Road Improvements: This project will 

reconstruct the existing Bentley Trust Road connecting College Road and the Old 

Steese Highway and extend Helmericks Avenue south over the Alaska Railroad rightof-way 

with an at-grade signalized crossing, connecting Helmericks Avenue to Bentley 

177


Trust Road. Roundabouts will be constructed at the intersections of Helmericks 

Avenue with Bentley Trust Road and Herb Miller Boulevard with Bentley Trust Road. 

Cost of Project: $9,104,330. 

4. Cushman & Barnette Complete Streets: This project will reconstruct Cushman Street 

from Gaffney to 1 st Avenue, converting the existing 3-lane section to 2-lanes with 

widened sidewalks and significantly improved pedestrian facilities and many features 

exclusive to the downtown central business district such as landscaping, street 

furniture, signal and lighting pole with mast arm style, crosswalk and pedestrian ramp 

styles and colors. Barnette Street is included in the design effort and overall project 

but will be constructed in 2014 or 2015 to minimize impacts on local businesses. Cost: 

$4,840,065 and $1,592,000 for Cushman and Barnette, respectively. 

5. Slaterville Subdivision Reconstruction: This project is being designed and constructed 

by the City and comprises a complete reconstruction of Slaterville Subdivision streets 

with new storm drain system. Project limits include all streets north of Minnie Street, 

plus the east portions of Slater Street, Well Street, and Betty Street south of Minnie 

Street. Cost: $1,950,000. 

6. Lemeta Subdivision Reconstruction: This project is being designed by a consultant. 

The project will comprise a complete reconstruction of the Lemeta Subdivision streets 

with new storm drain system. Cost: $2,000,000. 

7. Arctic Park and Council Subdivision Reconstruction: This project is being designed by 

a consultant to the City. The project will comprise a complete reconstruction of the 

streets and sidewalks with new storm drain system. Cost: $1,100,000. 

8. Public Works Facility Building Additions: The Engineering Department is involved in 

the procurement and construction management of this project, which comprises two 

separate 4,800 square foot additions to the main facility, one located on the north end 

and one on the south. The North Building Addition provides ground level warm 

storage bays with second story administrative office space for City Government 

Continuity of Operations should emergencies arise and City Hall became unavailable 

(freeze-up, flood, fire, major earthquake, etc). The South Building Addition will consist 

of a mechanical upgrade to the existing vehicle/equipment wash bay plus a new warm 

storage/mechanic bay with a ceiling height of 35 feet to allow for indoor inspection and 

maintenance of the interior region’s largest public safety platform ladder trucks during 

winter months. Cost: $2,000,000. 

9. City Hall Historic Preservation of Classrooms: This project will restore two classrooms 

in the northwest tower to period status through a State of Alaska Historic Preservation 

Grant. Cost: $16,000. 

10. City Hall Window Upgrade: This project will replace 56 single-pane windows remaining 

at City Hall with double-pane windows that meet specified energy standards while 

maintaining period style for the historic structure. Cost: $475,000. 

11. Police Station Addition: This project will convert a 1,000 square foot open air second 

story patio (originally designed for future expansion of the facility) to administrative 

office space. Cost: $432,950 

12. Fairbanks Emergency Youth Shelter: This project will construct a new facility on 

behalf of the Fairbanks Youth Advocates, to be located at 138 Tenth Avenue. 

178


Estimated cost: $720,000 (funded by Community Development Block Grant, no City 

match required) 

13. City Facilities Seismic Analysis: This project will provide complete seismic 

vulnerability analysis for the Public Works facility, Fire Station No. 3 and City Hall. 

Funded by Homeland Security. Cost: $50,000 

MUNICIPAL STORM WATER PERMIT COMPLIANCE 

On June 1, 2005, the U.S. EPA mandated that the City of Fairbanks [and our co-permittees: 

the City of North Pole, University of Alaska Fairbanks, and ADOT&PF] comply with the 

conditions and requirements of National Pollutant Discharge Elimination System Permit No. 

AKS-53406 for storm water discharges from the municipal separate storm sewer system 

(MS4). On October 31, 2009, the ADEC assumed authority over this Permit. Compliance with 

this Permit is required for the City to remain authorized to discharge storm water from the 

City’s MS4 to the Chena River, Noyes Slough, and other associated waters of the U.S. 

Permit conditions and requirements include, but are not limited to, implementing programs for 

the following control measures: 

1. Public Education & Outreach 

2. Public Involvement 

3. Illicit Discharge Detection & Elimination 

4. Construction Site Storm Water Runoff Control 

5. Post-construction Storm Water Management 

6. Pollution Prevention & Good Housekeeping for Municipal Operations 

The City is currently in the eighth year of development, implementation, and enforcement of 

the local storm water program. Through the seventh reporting year the City was in full 

compliance with the Permit conditions and requirements in accordance with the timelines set 

within the Permit. Some of the accomplishments of the program during 2012 included the 

following: 

 

 

 

 

 

 

 

 

Maintaining an informative storm water management program webpage 

Providing storm water educational presentations to local schools and interest groups 

Distributing education materials at local events and by mail to local businesses and 

residents 

Hosting the Eighth Annual Stream Cleanup Day event in Fairbanks along Noyes Slough 

and the downtown section of the Chena River 

Funding the Tanana Valley Watershed Association’s “Adopt-A-Stream” and “Volunteer 

Water Quality Monitoring” Programs 

Stenciling storm drain inlets to create public awareness that the inlets empty into Noyes 

Slough and the Chena River without treatment 

Regularly convening Storm Water Advisory Committee meetings each month 

Sampling storm drain system outfalls to test water quality 

179


 

 

 

 

Enforcing the City’s “Illicit Discharge” Ordinance 

Performing employee trainings on storm water compliance 

Conducting plan reviews and site inspections per the City’s “Construction Site Storm 

Water Runoff Control” and “Post-construction Storm Water Management” Ordinances 

Performing and documenting pollution prevention and good housekeeping for both 

winter and summer Public Works maintenance activities 

Within the next few months a new Permit is expected to be issued by the ADEC with additional 

conditions and requirements to meet over the next five years. Though the conditions and 

requirements of the new Permit that will be imposed on the City are not known at this time, the 

City will at a minimum be required to continue implementing and expand all existing programs 

under the current Permit. 

USER FEE AND UNFUNDED WORK TASKS 

The Engineering Department has in the past performed substantial work that is under-charged 

or done for free. Many such tasks were funded through the General Fund. User Fees are 

expected to fund some of this work, such as review and approval of Planning & Zoning 

Regulation; house numbering, plat revisions, storm water connection plan review, site drainage 

and grading plan review, ROW excavation permits, road and sidewalk closures, and traffic 

control plan review. Current fee structures do not generally cover the effort expended by the 

engineering department to complete many of these tasks. 

Unfunded tasks include: 

 

 

 

 

Resolution of Traffic Issues and Complaints with Neighborhood Groups: As the 

population density in the City increases and more roads are developed, the engineering 

department is more frequently responding to traffic-related safety issues. 

Fuel Storage Tank Compliance: The City maintains six fuel storage tanks in compliance 

with ADEC regulations, which include a thorough monthly testing and inspection of all 

tank systems, and ensuring systems are modified as regulations are revised. 

Design and Construction Standards: The engineering department is operating with 

outdated design and construction standards dated to 1986. When time allows, the 

department is continually revising critical portions of the standards for posting on the 

City website. Ongoing improvements include developing revised written guidance for 

developers, revised street design guidelines, hydrologic design requirements, and 

revised street light standards. 

Utility ROW Permitting: The City’s permitting of utilities in the right-of-wayis extremely 

outdated and needs revision as this City is not capturing an important revenue source. 

The engineering department in conjunction with the Mayor’s Office needs to develop a 

policy resolution and obtain agreements with the numerous utilities that are currently 

utilizing City right-of-way within duct banks or aerial locations. 

180


MANDATED ENGINEERING SERVICES 

Each year, the Engineering Department is directed to pursue a wide variety of projects and 

functions essential to public safety, effective management of the City’s resources and liabilities 

and issues mandated by local, state, and federal regulations. Functions include right-of-way 

permitting and management, traffic revision review, plan review for ADOT&PF projects within 

the City limits, etc. 

OTHER ENGINEERING GENERAL SERVICES 

The Department is responsible for providing a wide range of additional services and functions 

that are not only essential to the efficient operation of the City, but are important contributing 

factors to the economic growth and development of the community. While some of these 

services are a natural consequence of the Engineering Department’s function, many others 

originate with the City Council, are assigned by the Mayor, or are prompted by public request 

and others that cannot reasonably be denied. Following is a list of some of the functions 

provided each year: 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Engineering administration 

Departmental assistance 

Review and analysis of Departmental activities to ensure budget compliance 

General funding source analysis 

Annexation support and review actions 

Preparation of maps and legal descriptions 

Attendance and participation at neighborhood meetings 

Financial analysis 

Support for claims investigations 

Traffic accident and criminal graphic displays 

Special projects implementation 

Dealing with sensitive public issues 

Property use, resolution of management and development issues 

Support Public Works in effective maintenance of public streets 

General public safety 

Compliance with state and federal regulations 

Securing and managing adequate snow dumping sites 

Secure Corps of Engineers wetlands permits 

City records/survey control/index updates 

Staff training 

Grant writing and capital project development 

Public/agency support 

Motor vehicle accident assessment 

Traffic signal and street striping 

Approval and review of Planning & Zoning Regulation in the City 

181


 

Provide information to contractors, realtors, surveyors, and citizens 


The following is a description of the engineering operating accounts. These accounts are 

necessary to fund the day to day operation of the Engineering Department. Only 

administrative accounts not directly associated with direct grant/contract expenditures 

are included in the general fund budget request. Below is a brief description of each 

administrative account and the associated budget requests. 

Account No. 5001: SALARIES AND WAGES - provides for salaries and wages for all 

employees within the Department. It is recommended that requested staffing levels be 

provided as indicated by this document. 


$ 298,057 $ 298,057 $ 298,057 

Account No. 5002: OVERTIME - provides for anticipated overtime that may occur in the 

accomplishment of the non-identified projects during the year. 


$ 10,000 $ 7,000 $ 7,000 



cashed out. 


$ 22,000 $ 22,000 $ 22,000 




$ 100,868 $ 100,868 $ 100,868 

Account No. 5302: TRAINING - Technical expertise is integral to Departmental efficiency, 

remaining in compliance with regulations, and remaining cost competitive. This account 

provides technical training opportunities and seminars. Trainings include Certified Erosion and 

Sediment Control Lead, Traffic Safety Control, AutoCAD and Civil Design Software, Roadway 

Design, Hazmat Management and Disposal Certification, Hazardous Waste Operator Training, 

etc. 


$ 10,000 $ 4,000 $ 4,000 

182


Account No. 5401: OFFICE SUPPLIES - This account allows for the purchase of standard 

office supplies for the Engineering Department. 


$ 4,350 $ 4,350 $ 4,350 

Account No. 5402: OPERATING SUPPLIES - provides for operating supplies such as 

calculators, survey equipment, software, etc. 


$ 5,500 $ 3,500 $ 3,500 

Account No. 5407: DUES AND PUBLICATIONS - This account is used for subscriptions to 

technical and professional periodicals, allowing the Department to keep abreast of changes 

occurring in the engineering field, computer technology, construction technology and project 

management. These publications are used directly and indirectly in conjunction with the 

planned capital projects. 


$ 1,500 $ 1,500 $ 1,500 

Account No. 5599: OTHER OUTSIDE CONTRACTS - Implementation of planned capital 

projects will require services and support from outside agencies, firms and information services 

that cannot otherwise be efficiently secured. This may be storm water support. 


Traffic Engineering Services $ 8,000 $ 105 $ 105 

Copier Maintenance 1,895 1,895 1,895 

Total: $ 9,895 $ 2,000 $ 2,000 

Account No. 7005: ENVIRONMENTAL COMPLIANCE - the projects proposed for this 

category include: 


ADEC Storm Water Compliance $ 20,000 $ 15,000 $ 15,000 

ADEC Public Works Fuel System 5,000 2,500 2,500 

ADEC monitoring FNSB landfill 5,000 - - 

EPA Hazardous Materials Disposal 10,000 5,000 5,000 

Total: $ 40,000 $ 22,500 $ 22,500 

183


Account No. 7501: EQUIPMENT REPLACEMENT - This expense is transferred to the Capital 

Appropriation Fund to pay for the cost of replacing capital equipment in the Engineering Division. 

The Engineering Department does not require the use of significant capital items. 


$ - $ - $ - 


TOTAL DEPARTMENT $ 502,170 $ 465,775 $ 465,775 

184

Building Department 2013 

Building Official (1) 

Plans Examiner (1) 


Assistant (1) 

Building Inspector/ 

Structural Engineer (1) 

Building Inspector (1) 

Plumbing/Mechanical 

Inspector (1) 

185

Building Budget vs. Actual Expenditures 

140% 

130% 

120% 

110% 

100% 

90% 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 


Actual 

The 2003 base year budget was $506,096 and expenditures were $565,741. The 2012 actuals are 

unaudited and 2013 actuals are not available. 

186


General Fund Appropriation BUILDING DEPARTMENT NO. 60 

CODE 

DESCRIPTION 

2011 

ACTUAL 

2012 

REVISED 


REQUEST 


MAYOR 


APPROVED 


5002 OVERTIME 5,056 5,000 5,000 5,000 5,000 



5302 TRAINING 6,142 5,000 6,000 6,000 6,000 



5501 PROFESSIONAL SERVICES - 2,000 2,000 2,000 2,000 

5599 OTHER OUTSIDE CONTRACTS 588 2,000 2,000 2,000 2,000 

7007 MEETING COSTS 1,344 1,500 1,500 1,500 1,500 

7501 EQUIP REPLACEMENT EXPENDIT 18,400 10,000 10,000 10,000 10,000 

TOTALS $ 637,456 $ 640,741 $ 657,636 $ 656,136 $ 656,136 

187

CITY OF FAIRBANKS, ALASKA BUILDING DEPARTMENT NO. 60 


General Fund 

2011 

2012 




Appropriation 



PERSONNEL 

BUILDING OFFICIAL 1.0 $ 84,926 1.0 $ 89,203 1.0 94,686 1.0 94,686 1.0 94,686 

ASST BUILDING OFFICIAL 0.5 40,296 - - - - - - - - 

PLANS EXAMINER 0.5 40,817 1.0 70,261 1.0 74,378 1.0 74,378 1.0 74,378 

1.0 48,110 1.0 51,665 1.0 55,334 1.0 55,334 1.0 55,334 

INSPECTOR 3.0 198,787 3.0 214,448 3.0 230,355 3.0 230,355 3.0 230,355 

OVERTIME 5,000 5,000 5,000 5,000 5,000 

BENEFITS 164,124 151,960 152,383 152,383 152,383 

LEAVE ACCRUAL 16,000 16,000 16,000 16,000 16,000 

TOTALS 6.0 $ 598,060 6.0 $ 598,537 6.0 $ 628,136 6.0 $ 628,136 6.0 $ 628,136 

A raise is included for an inspector who is now certified in multiple disciplines. 


188

CITY OF FAIRBANKS, ALASKA BUILDING DEPARTMENT NO. 60 


POSITION 

BASE WAGE 

HOURLY 

PENSION 

HOURLY 

HEALTH 

OTHER 

HOURLY 

BENEFITS 

HOURLY 

PACKAGE 

RATE 

IBEW 

BUILDING OFFICIAL $ 44.2455 $ 6.5900 $ 4.9000 $ 0.6849 $ 56.4204 

STRUCTRUAL INSPECTOR 37.9840 6.5900 4.9000 0.5941 50.0681 

CODE COMPLIANCE INSPECTOR 33.6028 6.5900 4.9000 0.5305 45.6233 

COMBO BUILDING INSPECTOR 34.5476 6.5900 4.9000 0.5442 46.5818 

PLANS EXAMINER 34.7785 6.5900 4.9000 0.5476 46.8161 

ADMIN ASSISTANT 25.6496 6.5900 4.9000 0.4152 37.5548 


189

DEPARTMENT 60 – BUILDING, BUDGET NARRATIVE - CITY OF FAIRBANKS 

MISSION 

The Fairbanks Building Department’s mission is to provide safe, accessible, code compliant 

buildings for the community within the City of Fairbanks. 


The mission is accomplished through public education, customer assistance, and enforcement 

of building codes from the permit application to final inspection approval. 


Account No. 5001: SALARIES AND WAGES – covers the costs of wages for the department. 

The 2012 request includes an annual raise for the Plans Examiner and Mechanical Inspector. 


$ 454,753 $ 454,753 $ 454,753 

Account No. 5002: OVERTIME – In 2013 We are requesting the same budget for overtime 

that was approved in 2012. 


$ 5,000 $ 5,000 $ 5,000 

Account No. 5101: PERSONAL/ANNUAL LEAVE ACCRUAL – reflects the cost of new leave 


cashed out. 


$ 16,000 $ 16,000 $ 16,000 




$ 152,383 $ 152,383 $ 152,383 

190


Account No. 5302: TRAINING – Cross training must be prioritized as a result of personnel 

changes within the department; therefore, we are requesting $6,000. Training funding was cut 

in the last budget – this year sufficient funding will be even more critical. 


$ 6,000 $ 6,000 $ 6,000 

Account No. 5401: OFFICE SUPPLIES –Historical data indicates a static demand for such 

supplies; $5,000 is sufficient for department operations. 


$ 5,000 $ 5,000 $ 5,000 

Account No. 5407: DUES AND PUBLICATIONS – This account will be used to purchase the 

2012 International Building Code books and start the adoption process. 


$ 3,000 $ 1,500 $ 1,500 

Account No. 5501: PROFESSIONAL SERVICES –This account is used for independent 

structural consulting for evaluation of the unusual building construction the same level of 

funding is requested. 


$ 2,000 $ 2,000 $ 2,000 

Account No. 5599: 

maintenance. 

OTHER OUTSIDE CONTRACTS – This account is used for copier 


$ 2,000 $ 2,000 $ 2,000 

Account No. 7007: MEETING COSTS – The Building Department has three oversight 

commissions and boards that meet on a regular basis. This account includes the costs for 

lunches and meeting materials. 


$ 1,500 $ 1,500 $ 1,500 

191


Account No. 7501: EQUIPMENT REPLACEMENT EXPENDITURE – The Building Department 

is requesting $10,000 to be transferred to the capital fund for the future purchase of a new truck. 


$ 10,000 $ 10,000 $ 10,000 

TOTAL DEPARTMENT REQUESTS RECOMMENDS APPROVED 

$ 657,636 $ 656,136 $ 656,136 

$1,400,000 

Building Department Sustainability 

$1,200,000 

$1,000,000 

$800,000 

PERMIT 

REVENUE 

$600,000 

DEPARTMENT 

EXPENDITURES 

$400,000 

$200,000 

$- 

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 

Years 2002 through 2011 are based on audited amounts. Years 2012 and 2013 are estimated amounts. 

Permit revenue is a product of the economy and construction activity in the City of Fairbanks. 

The level can fluctuate widely from year to year. While it is not a goal for the department to 

generate more revenue than it costs to operate, the chart above shows the value the Building 

Department adds to the City. Only once in the time period 2002-2012 have expenditures 

exceeded revenues. Note how slowly the department’s costs have risen. This increase is due 

to CBA raises in employee wages and benefits. 

192


ESTIMATED 2013 CONSTRUCTION VALUATION = $56 MILLION 

ESTIMATED REVENUES: 

Building permit and plan check fees $ 507,289 

Plumbing, mechanical, and electrical permit fees 150,000 

Plumber’s licenses and testing fees 4,000 

Sign Permits 4,000 

TOTAL $ 665,289 

RECOMMENDED EXPENDITURES: 

2013 Budget Total $ 657,636 

ESTIMATE: ANNUAL REVENUE IN EXCESS OF EXPENDITURES $ 7,653 

TOTAL PERMIT VALUATION 

YEAR DOLLARS IN 

MILLIONS 


MILLIONS 


MILLIONS 

1978 20.7 1991 24.5 2003 71.7 

1979 20.7 1992 36.8 2004 

1980 13.1 1993 28.2 2005 111.7 

1981 32.0 1994 29.7 2006 85.5 

1982 30.2 1995 27.3 2007 72.0 

1983 64.7 1996 48.4 2008 77.5 

1984 77.7 1997 39.7 2009 79.3 

1985 80.5 1998 57.4 2010 48.3 

1986 47.4 1999 79.3 2011 64.1 

1988 

1989 

1990 

30.6 

30.3 

32.1 

2000 

2001 

2002 

35.1 

50.0 

47.6 

2012 


78.0 

56 estimate 

Permit revenue is calculated using the assessed value of construction. The table above and 

chart below document that construction can vary widely from year to year. The linear trend line 

does show the increasing valuations over the 35 years reported. 

193


TOTAL PERMIT VALUATION 

$160,000,000 

$140,000,000 

$120,000,000 

$100,000,000 

$80,000,000 

$60,000,000 

$40,000,000 

$20,000,000 

$- 

1979 

1981 

1983 

1985 

1987 

1989 

1991 

1995 

1997 

1999 

2001 

2003 

2005 

2007 

2009 

2011 


Dollars 

194

FMATS Coordinator (1) 

FMATS Planner (1) 

Part-time Admin (.5) 

195

CITY OF FAIRBANKS, ALASKA FMATS NO. 52 


General Fund 

2011 

2012 




Appropriation 


MAYOR 

APPROVED 


PERSONNEL 

FMATS COORDINATOR 1.0 81,991 1.0 89,641 1.0 95,068 1.0 95,068 1.0 95,068 

FMATS PLANNER 1.0 1.0 55,967 1.0 59,359 1.0 59,359 1.0 59,359 

PART TIME ADMIN 0.5 25,035 0.5 25,035 0.5 25,035 

OVERTIME - - - - - 

BENEFITS 52,341 52,611 71,640 71,640 71,640 

LEAVE ACCRUAL 5,000 5,000 5,000 5,000 5,000 

2.0 191,623 2.0 203,219 2.5 256,102 2.5 256,102 2.5 256,102 

GRANT/PROJECT PERSONNEL 

FMATS COORDINATOR (1.0) (81,991) (1.0) (89,641) (1.0) (95,068) (1.0) (95,068) (1.0) (95,068) 

FMATS PLANNER (1.0) (52,291) (1.0) (55,967) (1.0) (59,359) (1.0) (59,359) (1.0) (59,359) 

PART TIME ADMIN (0.5) (25,035) (0.5) (25,035) (0.5) (25,035) 

OVERTIME - - - - - 

BENEFITS (52,341) (52,611) (71,640) (71,640) (71,640) 

LEAVE ACCRUAL (5,000) (5,000) (5,000) (5,000) (5,000) 

(2.0) (191,623) (2.0) (203,219) (2.5) (256,102) (2.5) (256,102) (2.5) (256,102) 

FUND 0.0 $ - 0.0 $ - 0.0 $ - 0.0 $ - 0.0 $ - 

196

CITY OF FAIRBANKS, ALASKA FMATS NO. 52 


POSITION 

BASE WAGE 

HOURLY 

PENSION 

HOURLY 

HEALTH 

OTHER 

HOURLY 

BENEFITS 

HOURLY 

PACKAGE 

RATE 

IBEW 

FMATS COORDINATOR $ 44.4613 $ 6.5900 $ 4.9000 $ 0.6880 $ 56.6393 

FMATS PLANNER 27.7614 6.5900 4.9000 0.4458 39.6972 

PART-TIME ADMIN 23.9800 5.5900 4.9000 0.3910 34.8610 


197

Introduction 

FAIRBANKS METROPOLITAN AREA TRANSPORTATION SYSTEM, BUDGET NARRATIVE 

The Fairbanks Metropolitan Area Transportation System (FMATS) became a City department 

in 2008. FMATS is funded with State and Federal funds and in-kind contributions from the City 

of Fairbanks and cash contributions from the City of North Pole. 

Currently there are two employees working in FMATS, the FMATS Coordinator and the 

FMATS Transportation Planner/Assistant. The FMATS Coordinator reports directly to the 

Policy Committee of FMATS made up of the three local Mayors, the Northern Region Director 

of DOT & PF, the Director of Air Quality of the DEC, a City Council Representative and a 

FNSB Assembly Representative. In October 2012, FMATS plans to hire a half-time 

administrative assistant as approved by the Policy Committee on August 15, 2012. 

In order to continue to receive federal transportation funding, the Fairbanks Urban area, as 

designated by the Census, was required to form a Metropolitan Planning Organization (MPO). 

FMATS is the Metropolitan Planning Organization formed with the approval of the Governor in 

2003. FMATS is required to produce several work products to be in compliance with federal 

regulations: a Metropolitan Transportation Plan, a four-year Transportation Improvement 

Program, a Public Participation Plan, Air Quality Conformity Determination (as required), and a 

Unified Planning Work Program. As a result of the 2010 Census, FMATS must amend its 

boundaries to include those areas that are now urbanized that were not considered urban in 

the 2000 census. 

A full copy of the Fairbanks Metropolitan Area Transportation System (FMATS) Unified 

Planning Work Program (UPWP) PL-1260(6) Federal Fiscal Years 2013/2014 is available 

online at the FMATS website: www.fmats.alaska.gov. The UPWP documents the products 

and milestones of the MPO for the two-year planning period. 

FMATS History 

Although it was not formally recognized as an urbanized area until 2000, FMATS originated in 

1969 in recognition of the multi-jurisdictional responsibilities relating to transportation issues. 

FMATS has provided an important mechanism to identify transportation issues and problems 

common to the local and State governments in the Fairbanks area and to suggest solutions. 

The U.S. Census determined that an area including the City of Fairbanks, City of North Pole 

and a part of the Fairbanks North Star Borough had more than 50,000 in population in close 

proximity and therefore qualified as an “urban area”. Federal regulations state that areas with 

a population over 50,000 (urban area) must develop an MPO to perform all regional 

transportation planning. The Policy Committee is the decision-making body of the MPO. The 

FMATS Technical Committee makes recommendations to the Policy Committee. It includes 

representation from FNSB Transit, FNSB Planning Commission, FNSB Community Planning, 

Alaska Railroad Corporation, Department of Transportation and Public Facilities, Department 

of Environmental Conservation, City of Fairbanks, City of North Pole, Fort Wainwright, 

University of Alaska Fairbanks, Tanana Chiefs Conference and freight carriers. The following 

illustrates efforts to date that have addressed transportation planning within the MPO: 

198


1971 – Original FMATS Plan 

1983 – Richardson Highway Corridor Study 

1984 – FNSB Comprehensive Plan (Last Updated 2005) 

1985 – FNSB Comprehensive Recreational Trail Plan (Last Updated 2006) 

1985 – The FMATS Update Report re-evaluated area forecasts through the year 2005 and 

developed a list of project recommendations to be implemented over the next 20 

years. 

1986 – Southwest Neighborhood Transportation Study 

1989 – FNSB Bike Plan 

1991 – Fairbanks North Star Borough Comprehensive Road Plan 

1994 – North Pole Area Supplement to the FNSB Bike Plan 

2001 – Downtown Transportation Study for the City of Fairbanks 

2005 – FMATS Long Range Transportation Plan 

2006 – FNSB/City of Fairbanks – The Historic Preservation Plan 

2007 – Airport Way Improvements Reconnaissance Study 

2008 – Vision Fairbanks Downtown Plan 

2009 – North Pole Land Use Plan 

2009 – 2010 – 2013 Transportation Improvement Program 

2010 – Steese Highway/Johansen Expressway Area Traffic Improvements 

2010 – Seasonal Mobility Task Force Recommendations Report 

2010 – Metropolitan Area Transportation Plan 2010 – 2035, including a Freight Plan Element 

2010 – Transportation Conformity Determination for Air Quality (Carbon Monoxide and PM 2.5 ) 

for the MTP and TIP 

2010 – 2011/2012 Unified Planning Work Program 

2010 – 2010 – 2013 Transportation Improvement Program Amendments 1 and 2 

2011 – 2010 – 2013 Transportation Improvement Program Administrative Modification 3 and 4 

and Amendment 5 

2011 – 2012 – 2015 Transportation Improvement Program and Air Quality Conformity 

Determination 

199


2012 – Safe Routes to School Plan 

2012 – Non-Motorized Transportation Plan 

2012 – 2012 – 2015 TIP Amendment 1, Administrative Modification 2, and Amendment 3 

2012 – 2013/2014 Unified Planning Work Program 

200

Description 

CAPITAL FUND, BUDGET NARRATIVE – CITY OF FAIRBANKS 

In October of 2006, City voters approved amendment of the City Charter to establish a 

capital fund to designate funds for capital use. All funds appropriated to the capital fund 

shall remain in the fund until expended on capital projects as approved by the City 

Council. There is no requirement to capitalize all items included in the capital fund 

budget. Budget items may include amounts needed to maintain or replace current 

assets. 

Budgeted Additions (Revenues) 

Transfers 

Transfers from the general fund are reflected in the Other Financing (Sources) Uses 

additions column on page 53 in the general fund budget and page 208 in the capital 

fund budget. Also see the General Fund Capital worksheet on page 210. The amount of 

the transfer is determined by the Mayor and Council after looking at the annual general 

fund budgeted revenues and expenditures and determining how much the general fund 

can feasibly transfer to the capital fund without eroding general fund balance. The 

amount fluctuated from $1,475,000 in 2010 and $500,000 in 2011 to $1,985,012 in 

2012. City code prohibits the transfer of resources from the capital fund to other funds. 

Reflected in the 2013 capital budget is an internal transfer of $150,000 from the General 

Fund. 

City code section 64-42(b) requires 12 percent of general fund garbage collection 

revenue to be used to replace City equipment. The 2013 budget addition amount is 

$225,574 as shown on the Garbage Equipment Replacement Reserve worksheet 

(page 212). 

The City charges for emergency medical services provided to the public. Section 26-111 

of the City code documents the amount of general fund revenue collected for mileage 

shall be placed in the capital appropriations fund. In 2013 $65,000 has been budgeted 

in the Fire Department Capital Budget for 2012 Ambulance Mileage Revenue (page 

215) collected. 

The City maintains a Permanent Fund comprised of receipts associated with the sale of 

assets. The fund was originally established by the 1997 sale of the City-owned Municipal 

Utility System. City code allows not more than one half of one percent of the five year 

average Permanent Fund value to be used for capital needs. In 2013, it is estimated 

that the Permanent Fund Appropriation Transfer into the Capital Fund will be $482,146 

as reflected on the Permanent Fund worksheet in the capital budget (page 209). 

Transfers to the capital fund from the general and permanent funds total $922,720 as 

reflected on the Five Year Consolidated Capital Fund Financial Schedule; Nonmajor 

Fund statement on page 42 and on the Consolidated General and Capital 

Fund Budgets on page 40. 

201

Internal Transfer Eliminations 

General Fund and Permanent Fund capital appropriations that are transferred to other 

categories in the Capital Fund budget are reflected as Internal Transfer Out on the 

General Fund Capital and Permanent Fund worksheets and as Internal Transfer In on 

the affected category worksheets. These transfers are shown as Internal Transfer 

Eliminations at the bottom of the Summary Page (page 208) The total internal 

transfers net to zero and have not fund balance effect. 

Asset Repair and Replacement Revenue 

City departments are encouraged to plan ahead for capital additions and replacements 

pertinent to the services they provide. Each year as part of the department General 

Fund budget, departments may request an amount to be transferred from their 

department budget to the Capital Fund. This amount is an expenditure under account 

codes 7501- Equipment Replacement and 7502 Property Repair and Replacement 

in the General Fund department budget appropriations and narratives, and is reflected 

as a General Fund capital replacement appropriation revenue in the departments’ 

capital budget worksheet. In total the general fund departments are being charged 

$1,015,000. This amount is shown as “Asset repair and replacement” revenue on the 

Five Year Consolidated Capital Fund Financial Schedule; Non-major Fund 

statement on page 42 and on the Consolidated General and Capital Fund Budgets 

on page 40. 

Budgeted Expenditures 

Internal transfers out are reported in the expenditure column and are transferred to 

other categories in the capital budget. These amounts are eliminated on the Summary 

page as an internal transfer. 

Capital fund expenditures greatly assist the normal operating function of each 

department. Below are descriptions of the 2013 approved budgeted expenditures and 

explanations of their need. 

Property Replacement 

The first budgeted expenditures are shown on the Property Replacement worksheet 

(page 211). Below is a narrative of each project ordered by facility or building. 

Facility Upgrades include projects associated with land improvements and infrastructure 

(roads, sidewalks, street lights, etc.). Here is a listing of facility upgrades budgeted for 

2013. 

The snow dump fencing, costing $30,000, will provide security for the newly 

acquired snow dump site in the Bentley Trust Area. 

The sidewalk replacement project reconstructs sidewalk that was removed to 

accommodate a new communication duct bank connecting City Hall and the 

202

City Hall: 

Fairbanks Regional Office Building with the Fairbanks Police Department and 

Dispatch. This project is projected to cost $10,500. 

The City Hall carpeting is old, worn, and unsightly in high-pedestrian traffic areas. 

Replacement of carpeting in those areas is necessary for the safety of visitors 

and employees and has a projected cost of $20,000. 

The Mayor’s contingency of $100,000 is used for unseen projects that may come 

up during the year. 

Police Station: 

Police Station projects include $15,000 for upgrades to an aging keypad security 

system and server room air conditioning upgrades of $160,000 will provide 

additional cooling needed to protect the expanded computer server equipment. 

The $100,000 Fiber optic project will provide connection between City Hall, 

Police Department and Fire Station No. 1 and expands the duct bank constructed 

in 2012 between City Hall and the Fairbanks Regional Office Building. The Duct 

bank extending down Cushman Street to Fire Station No. 1 will connect the City’s 

three main downtown facilities; City Hall, Police Station and Fire Station. Future 

phases of the project will extend the duct bank to the City’s Public Works Facility 

on Peger Road. 

Fire Station 1: 

The parking lot at Fire Station 1 will be expanded for parking on the east side of 

the station by approximately 60 by 120 feet and will include electrical head-bolt 

heater outlets, striping, and lighting. The current parking at the station does not 

have adequate parking spaces when training or events occur at the station. This 

parking area will provide overflow parking for the trainings and events happening 

at City Hall. Total cost anticipated is $28,800. 

New cord reels and air hoses are scheduled to be installed at a total of $16,000. 

Fire Training Center: 

All existing light fixtures will be converted to LED technology at the Fire Training 

Center. This project cost is $35,000 and will result in approximately a 50 percent 

reduction in electricity consumed, as observed in other City facilities that have 

been converted. 

Upgrades costing $30,000 will be made in the Fire Training tower to convert the 

electrical to meet the National Electrical Code standards. 

203

Public Works: 

Replace aging transformers inside various shop areas will cost about $45,000. 

The $80,000 CAT6 cabling project will modernize existing communication/data 

cabling which is antiquated and significantly reducing speed of fata transmission 

and limiting expansion of the system. 

Duct cleaning throughout the Public Works facility is expected to cost around 

$75,000 and will improve system efficiency and operation resulting in energy 

savings. 

Motion sensors costing $12,000 will replace night lighting that currently operates 

24 hours a day seven days a week. The LED lights controlled by the motion 

sensors will offer significant energy savings. 

New LED exit signs will be installed at a cost of $18,000. 

The Q-dot is an industrial heat recovery ventilation system (HRV) was installed in 

1978. We have had our Q-dot inspected and a rebuild would insure maximum 

energy performance for the future. The Q-dot company is still in business today 

and parts and service are available. The estimated cost for this maintenance is 

$15,000. 

The furnace in the Mechanics shop is original 1978 equipment. A new natural 

gas or fuel oil furnace will reduce fuel usage by 15-20 percent, increase reliability 

and repair parts would be available. This project is estimated to cost $30,000. 

The fuel oil day tank is a tank and pump system that distributes pressurized fuel 

oil to the four heating units at PWD. The current day tank is a 1978 model which 

does not have environmental containment or safety features that are required on 

current day tank systems. Replacement of this tank will cost $7,500. 

Public Works shop and warehouse have outdated and no longer available T-12 

lighting. We have converted over 3,000 T-12 lamps at the City. The measured 

energy savings on these lamps is more than 70 percent. GVEA has a program 

that grants the City a 30% rebate for the replacement of these T-12 lamps. L.E.D. 

lighting technology is expanding rapidly and new products are constantly being 

offered to the City. We are currently researching which products are suitable for 

our shop and warehouse. This project is estimated to cost $75,000 

Projects not included on the Property Replacement worksheet are also included in the 

2013 capital budget. The following sections show these additional items. 

204

Public Works 

Motor Grader, 160M: $295,000 to purchase new grader to replace a 30 year old grader 

that will be put into emergency backup status. 

Bobcat skid steer: $80,000 for purchasing skid steer to replace a 20 year old model, to 

support summer season construction and winter sidewalk and parking lot maintenance. 

2 Dump Trucks, 10 yards: $260,000 for purchase two new 10 yard end dumps to 

support the winter snow removal operations and new snow blower operational speed, 

eliminate need to rent additional trucks during winter season. Now that Public Works is 

double-shifting (day and night shift) these two additional trucks allow some redundancy 

in the hauling fleet and allow proper maintenance schedules to be maintained without 

impacting efficiency of operations. 

Expenditures for Public Work equipment are shown on (page 213). 

Information Technology 

The $105,000 is for the on-going equipment replacement of desktops, laptops, printers 

and other items that are required to keep the City’s information system operable. An 

additional $40,000 has been budgeted to specifically replace the Fairbanks Fire 

Department’s (FFD) equipment. The software used by the Building Department for 

inspections is old and becoming obsolete; $20,000 is budgeted for replacement. 

Expenditures for Information Technology are shown on page 214. 

Fire Department 

The first five items are for anticipated match requirements related to grants that the City 

Council authorized. Combined these match budgets total $270,000 and are used to 

purchase essential fire equipment used in carrying out the purpose of the grant. 

Also included in the Fire Department’s capital budget is $175,000 to replace an 

ambulance, $55,000 to replace the Fire Chief’s vehicle, $26,000 to assist in potential 

projects, and $30,000 to replace furniture at the fire station. To assist in emergency 

services rendered on the Chena River, $15,000 has been budgeted for a raft. It was 

also determined that a gurney needed to be replaced at a cost of $7,000. 

For routine maintenance at the Fairbanks Regional Fire Training Center there has been 

$20,000 budgeted for the tower and $20,000 for the classroom. The tower is used for 

live-fire training of area fire fighters where the classroom is used for fire educational 

training. 

Expenditures for the Fire Department are shown on page 215. 

205

Police Department 

Every year $180,000 is budgeted for the replacement of vehicles at the Police 

Department. This helps rotate the replacement of all officer vehicles on a five year 

cycle. 

Expenditures for the Police Department are shown on page 216. 

Dispatch Department 

The Dispatch capital budget includes $45,000 to expand the mezzanine housing two 

radio control equipment racks. Additional equipment and racks will be installed in the 

expanded area to assist Dispatch in their critical communications between callers and 

responders. 

Expenditures for the Dispatch Department are shown on page 217. 

Fund Balance 

The Capital Fund balance amounts are reflected in the budget ordinance as well as on 

the 2013 Capital Appropriations Fund Summary (page 208), the Five Year 

Consolidated Capital Fund Financial Schedule; Non-major Fund (page 42) and the 

Consolidated General and Capital Fund Budget statement on page 40. 

Nonspendable 

The capital fund budget does not include items that are classified as “nonspendable” 

fund balance. 

Restricted 

The capital fund budget does not include items with external or legal restrictions of fund 

balance. 

Commitments 

Replacing fire engines is very costly. In the Fire Department capital budget there is 

$250,000 committed for the future purchase of a fire engine. 

Each year the Dispatch Department general fund budget transfers $75,000 to the 

Dispatch capital budget for the future replacement of their Centracom Gold Elite radio 

system that Motorola will discontinue supporting in 2018. At 12/31/12, $295,452 was 

committed for this console replacement. The 2013 transfer from the general fund will 

raise this commitment to $325,452. 

The Building Department has four different vehicles that inspectors use. Each year the 

Building Department general fund budget transfers $10,000 to the Building Department 

capital budget for the future replacement of their vehicles. At 12/31/13, $30,052 will be 

committed for this purpose. 

206

The most costly City projects are for road maintenance and construction. Fortunately, 

federal, state, and local sources share in this burden. Included in the Road Maintenance 

capital budget is a commitment of $475,000 in matching funds that will be required by 

state and federal grants in future years. 

The total committed fund balance at 12/31/2013 is $1,080,504. 

Assignments 

The capital fund budget does not include items that are classified as assignments of 

capital fund balance. 

Unassigned 

The capital budget is an annual budget. Budgets that are neither spent nor committed 

during the year are included in the unassigned fund balance of the subsequent year’s 

budget. These amounts are available to be budgeted as expenditures in subsequent 

years. At 12/31/2013 the expected unassigned fund balance is $3,215,344. 

Total capital fund balance expected at 12/31/2013 is as follows: 

Committed fund balance $1,080,504 

Unassigned fund balance 3,215,344 

Total 2013 fund balance $4,295,848 

207


2013 CAPITAL APPROPRIATIONS FUND 

Summary Page 

Capital Appropriation 

12/31/12 Fund 

Balance Additions Expenditures 

12/31/13 Fund 

Balance 

Permanent Fund Capital Appropriations $ 230,941 $ 482,146 $ - $ 713,087 

General Fund Transfer to Capital Fund 1,520,280 150,000 (281,987) 1,388,293 

Property Replacement Fund 1,077,249 145,000 (1,152,800) 69,449 

Garbage Equipment Replacement 358,286 225,574 - 583,860 

Public Works 1,654 633,346 (635,000) - 

Information Technology Department 11,359 253,641 (165,000) 100,000 

Fire Department 878,712 315,000 (618,000) 575,712 

Police Department 30,000 180,000 (180,000) 30,000 

Dispatch 295,452 75,000 (45,000) 325,452 

Engineering Department 4,943 - - 4,943 

Building Department 20,052 10,000 - 30,052 

Road Maintenance 475,000 - - 475,000 

Internal Transfer Eliminations - (531,987) 531,987 - 

Capital Fund Balance $ 4,903,928 $ 1,937,720 $ (2,545,800) $ 4,295,848 

208

PERMANENT FUND 

2013 CAPITAL BUDGET 

Capital Appropriations 

2012 Ending 


2013 Ending 

Balance 

Unassigned Balance 12/31/12 $ 230,941 $ - $ - $ 230,941 

Transfer In/Funding Source 

Permanent Fund Appropriation Transfer - 482,146 - 482,146 

Transfer Out/Budgeted Expenditures 

Internal Transfer to Public Works - - - - 

Internal Transfer to Property Replacement - - - - 

Internal Transfer to Road Maintenance - - - - 

Balance 12/31/12 $ 230,941 $ 482,146 $ - $ 713,087 

209

GENERAL FUND 


Capital Appropriations 

2012 Ending 



Balance 

Unassigned Balance 12/31/12 $ 1,520,280 $ - $ - $ 1,520,280 


Transfer from General Fund - 150,000 - 150,000 


Internal Transfer to Public Works - - (133,346) (133,346) 

Internal Transfer to Information Technology - - (148,641) (148,641) 

Internal Transfer to Property Replacement - - - - 

Balance 12/31/12 $ 1,520,280 $ 150,000 $ (281,987) $ 1,388,293 

210

PROPERTY REPLACEMENT 



2012 Ending 



Balance 

Unassigned Balance 12/31/12 $ 1,077,249 $ - $ - $ 1,077,249 

2012 encumbrances - - 


Internal transfer from Permanent Fund - - - - 

Internal transfer from General Fund - - - - 

General Fund capital replacement - 145,000 - 145,000 

Internal transfer to PW equipment - - (250,000) (250,000) 

Transfer Out/Budgeted Expenditures - 

Facility upgrades 

Snow dump fencing - - (30,000) (30,000) 

Sidewalk replacement - - (10,500) (10,500) 

City Hall 

Replace carpet stairs and heavy traffic areas - - (20,000) (20,000) 

Mayor's Contingency - - (100,000) (100,000) 

Police Station 

Security keypad upgrade - - (15,000) (15,000) 

Fiber optic connection between City Hall, FS1 

& FPD - - (100,000) (100,000) 

Server room air conditioning and air handling 

systems upgrades to handle increase demand 

from equipment - - (160,000) (160,000) 

Fire Station 1 

Expand parking lot on east side 60X120 - - (28,800) (28,800) 

Install new cord reels and air hoses - - (16,000) (16,000) 

Fire Training Center 

Upgrade lighting to LED at all buildings - - (35,000) (35,000) 

Electrical upgrades - - (30,000) (30,000) 

- - 

Public Works 

Energy improvements - - (45,000) (45,000) 

CAT6: Modernize existing cabling - - (80,000) (80,000) 

Duct Cleaning - - (75,000) (75,000) 

Motion sensors - - (12,000) (12,000) 

LED Exit signs - - (18,000) (18,000) 

QDOT upgrade - Energy saving device - - (15,000) (15,000) 

Replace furnace - - (30,000) (30,000) 

Oil day tank - - (7,500) (7,500) 

lighting upgrade-design/build - - (75,000) (75,000) 

Balance 12/31/13 $ 1,077,249 $ 145,000 $ (1,152,800) $ 69,449 

211

GARBAGE EQUIPMENT REPLACEMENT RESERVE 



2012 Ending 



Balance 



Garbage Equipment replacement reserve - 225,574 - 225,574 


Balance 12/31/12 $ 358,286 $ 225,574 $ - $ 583,860 

212

PUBLIC WORKS 



2012 Ending 



Balance 



Internal transfer from Permanent Fund - 133,346 - 133,346 

Internal transfer from General Fund - - - - 

Internal transfer from Property Replacement - 250,000 - 250,000 

General Fund capital replacement 250,000 250,000 


Motor Grader, 160M - - (295,000) (295,000) 

Bobcat skid steer - - (80,000) (80,000) 

2 Dump truck, 10 yard - - (260,000) (260,000) 

Balance 12/31/13 $ 1,654 $ 633,346 $ (635,000) $ 

- 

213

INFORMATION TECHNOLOGY 



2012 Ending 



Balance 


2012 Encumbrances - - - - 


Internal transfer from General Fund - 148,641 - 148,641 


($100,000 committed for SANS) 


On going equipment replacement - - (105,000) (105,000) 

FFD Upgrade desktops, CAD terminals, & tablets - - (40,000) (40,000) 

Building Department Inspection Software - - (20,000) (20,000) 

Balance 12/31/12 $ 11,359 $ 253,641 $ (165,000) $ 100,000 

214

FIRE DEPARTMENT 



2012 Ending 



Balance 


Committed for Fire Engines 250,000 - - 250,000 

2012 Encumbrances 



2012 Ambulance Mileage Revenue - 65,000 - 65,000 


Rescue Vehicle Match - - (150,000) (150,000) 

Fire Prevention Grant Match - - (10,000) (10,000) 

Fed Equip Grant Match - - (40,000) (40,000) 

Fed Regional Grant Match - - (40,000) (40,000) 

COPS Grant Match - - (30,000) (30,000) 

Ambulance - - (175,000) (175,000) 

Chief Vehicle - - (55,000) (55,000) 

Potential Stimulus Projects - - (26,000) (26,000) 

Station Furniture - - (30,000) (30,000) 

Raft - - (15,000) (15,000) 

Gurney - - (7,000) (7,000) 

Fairbanks Regional Fire Traning Center 

Tower Maintenance - - (20,000) (20,000) 

Classroom Maintenance - - (20,000) (20,000) 

Balance 12/31/12 $ 878,712 $ 315,000 $ (618,000) $ 575,712 

215

POLICE DEPARTMENT 



2012 Ending 



Balance 


2012 Encumbrances - - - - 




Vehicles and Equipment - - (180,000) (180,000) 

Balance 12/31/12 $ 30,000 $ 180,000 $ (180,000) $ 30,000 

216

DISPATCH 



2012 Ending 



Balance 

Unassigned Balance 12/31/12 $ - $ - $ - $ 

- 

Commited for console replacement 295,452 295,452 




Mezzanine Expansion - - (45,000) (45,000) 

Balance 12/31/13 committed for console $ 295,452 $ 75,000 $ (45,000) $ 325,452 

replacement 

217

ENGINEERING DEPARTMENT 



2012 Ending 



Balance 



Transfer to road maintenance - - - - 

General Fund capital replacement - - - - 


Balance 12/31/12 $ 4,943 $ - $ - $ 4,943 

218

BUILDING DEPARTMENT 



2012 Ending 



Balance 


- 

Commited for vehicle replacement 20,052 - - 20,052 




Balance 12/31/13 commited for vehicle $ 20,052 $ 10,000 $ - $ 30,052 

replacement 

219

ROAD MAINTENANCE 



2012 Ending 



Balance 


- 

Commited for grant match 475,000 - - 475,000 


Internal transfer from Engineering - - - - 

Internal transfer from Permanent Fund - - - - 


Balance committed for grant match $ 475,000 $ - $ - $ 475,000 

220

M A Y O R S 

MAYOR-COUNCIL FORM OF GOVERNMENT WAS RATIFIED BY THE VOTERS ON 

OCTOBER 4, 1995, REPLACING COUNCIL-MANAGER SYSTEM. 

E.T BARNETTE 1903-1906 RAY KOHLER 1948-1949 

B. D. MILLS 1906-1907 MAURICE JOHNSON 1949-1950 

J. BARRACK 1907-1908 ROBERT HOOPES 1950-1952 

FRED CARTER 1908-1909 RALPH J. RIVERS 1952-1954 

JOESPH SMITH 1909 DOUGLAS PRESTON 1954-1957 

MEL SABIN 1909-1910 PAUL B. HAGGLAND 1957-1960 

A. J. NORDALE 1910-1911 JOESPH M. RIBAR 1960-1962 

F. S. GORDON 1911-1912 DARRELL BREWINGTON 1962-1965 

DAN DRISCOLL 1912-1913 SYLVIA RINGSTAD 1965-1966 

E. C. HEACOCK 1913 HENRY BOUCHER 1966-1970 

MURRAY C. SMITH 1913-1915 JULIAN C. RICE 1970-1972 

ANDREW NERLAND 1915-1916 HAROLD GILLAM 1972-1978 

R. R. MEYERS 1916-1917 WILLIAM WOOD 1978-1980 

G. M. SMITH 1917 RUTH E. BURNETT 1980-1982 

HENRY T. RAY 1917-1918 BILL WALLEY 1982-1988 

E. E. SUTER 1918-1919 JAMES D. NORDALE 1988-1990 

A. L. WILBER 1919-1921 WAYNE S. NELSON 1990-1992 

C. H. WOODWARD 1921-1922 JAMES C. HAYES 1992-2001 

R. W. FERGUSON 1922-1923 STEVE M. THOMPSON 2001-2007 

T. A. MARQUAM 1923-1925 TERRY STRLE 2007-2010 

F. DELA VERGNE 1925-1931 JERRY CLEWORTH 2010-PRESENT 

JESSIE F. BRYANT 1931-1933 

ARNOLD NORDALE 1933-1934 

E. B. COLLINS 1934-1938 

LESLIE NERLAND 1938-1940 

WILLIAM GROWDEN 1940-1943 

G. HUGHES 1943-1945 

A. H. NORDALE 1945-1948 

221

COUNCIL MEMBERS 

Rappolt 1910-1911 Thomas B. Wright 1924-1926 Ray Kohler 1946-1948 

F. S. Gordon 1910-1912 Thomas B. Wright 1927-1929 Kenneth D. Bell 1946-1948 

F. S. Gordon 1914-1915 Forbes Baker 1925-1927 Kenneth D. Bell 1950-1950 

Sabin 1910-1911 R. T. Kubon 1925-1929 William McRoberts 1946-1946 

Dan Driscoll 1910-1913 Charles F. Petersen 1925-1933 E. C. Hodge 1946-1947 

Dan Callahan 1910-1912 W. H. Gilcher 1925-1930 Ruel M. Griffin 1947-1949 

Dan Callahan 1913-1916 W. H. Gilcher 1931-1933 George Nehrbas 1947-1949 

Gardner 1910-1911 B. S. Kennedy 1926-1929 Francis Holstrom 1947-1949 

A.J. Nordale 1911-1913 J. G. Rivers 1926-1927 J. P. Doogan 1947-1950 

Oscar H. Frey 1911-1912 G. B. Bushman 1927-1928 J. P. Doogan 1956-1959 

Edgar Peoples 1911-1913 J. E. Barrack 1928-1932 R. M. Fenton 1948-1950 

E. C. Heacock 1911-1913 Jessie Bryant 1929-1931 George Rayburn 1948-1950 

F. B. Parker 1912-1913 E. H. Stoecker 1929-1931 Harry Champlin 1949-1949 

George Smith 1912-1917 Vance R. McDonald 1929-1931 Robert Hoopes 1949-1950 

R. S. McDonald 1912-1914 Charles Schiek 1930-1932 C. H. Van Scoy 1949-1950 

Murry C. Smith 1913-1915 Arnold Nordale 1931-1933 Phillip Anderson 1949-1950 

Frank Ahlburg 1913-1913 Irving Reed 1931-1932 Geo. Gilbertson 1950-1951 

Luther C. Hess 1913-1914 Irving Reed 1933-1938 C.L. Lindberg 1950-1951 

William Baltuff 1913-1914 E. L. Shermer 1932-1938 Gene Immel 1950-1951 

Ben Sherman 1913-1914 Virgil Bail 1932-1934 Myra Rank 1950-1955 

Ben Sherman 1918-1919 Fred Lewis 1932-1936 Thomas K. Downes 1950-1953 

Pete Lorentzen 1914-1916 Andrew Anderson 1933-1936 Thomas K. Downes 1956-1956 

R. R. Myers 1914-1917 P. J. McDonald 1933-1940 Earl Hausman 1950-1953 

Andrew Nerland 1914-1916 P. J. McDonald 1941-1942 Don S. Gordon 1951-1952 

S. R. Bredlie 1915-1916 Leslie A. Nerland 1934-1938 Robert I. Sachs 1951-1952 

E. H. Mack 1915-1918 William N.Growden 1935-1940 Richard J. Greuel 1951-1957 

August Burglin 1916-1918 Paul G. Greimann 1935-1941 Sylvia Ringstad 1952-1955 

Robert J. Geis 1916-1916 Paul G. Greimann 1944-1944 Ted Mainella 1953-1956 

John McIntosh 1916-1920 Hjalmar Nordale 1938-1940 Ben F. Potter 1954-1957 

Henry T. Ray 1916-1917 Frank Pollack 1938-1940 Paul B. Haggland 1955-1957 

H.C. Kelley 1916-1917 Howard G. Hughes 1938-1942 Byron A. Gillam 1955-1956 

A. L. Wilbur 1917-1919 Larry Rogge 1940-1942 James P. Whaley 1956-1956 

Louis Golden 1917-1919 Ike Thompson 1940-1941 George Sullivan 1956-1959 

C. W. Woodward 1917-1921 Earl Hausmann 1940-1942 Harvey Anderson 1956-1957 

George Johnson 1918-1919 John Butrovich Jr 1941-1943 Jack B. Wilbur 1956-1961 

H. H. Ross 1919-1923 Alden Wilbur Jr 1941-1942 Robert W. Johnson 1957-1959 

Joseph H. Smith 1919-1920 Larry Meath 1941-1941 Edmund Orbeck 1957-1959 

Robert Lavery 1919-1921 E. F. Wann 1942-1944 Edward M. Cox 1959-1963 

J. R. Rowler 1919-1922 Charles Main 1942-1944 Joseph M. Ribar 1959-1960 

R. W. Ferguson 1920-1922 Percy Hubbard 1942-1944 Charles J. Clasby 1959-1960 

R. W. Ferguson 1928-1929 Alden Wilbur Sr 1942-1943 Thomas M. Roberts 1959-1962 

Alfred M. Ohlsen 1920-1922 John Clark 1943-1945 Sylvia Ringstad 1960-1965 

Frank R. Clark 1921-1923 Kennath A. Murray 1944-1946 Wilbur Walker 1960-1962 

W. T. Pinkerton 1921-1923 Bud Foster 1944-1944 Henry A. Boucher 1961-1964 

S. L. Magnusses 1922-1925 Sylvia Ringstad 1944-1946 Darrell Brewington 1961-1962 

C. Harry Woodward 1922-1925 T. S. Batchelder 1944-1944 Arthur H. Sexauer 1962-1964 

Martin A. Pinska 1923-1923 C. N. Petersen 1944-1946 Howard Alexander 1962-1965 

August W. Conradt 1923-1925 P. J. McDonald 1944-1945 Walter F. Lefevre 1962-1963 

Frank P. Wood 1923-1925 A. F. Cole 1945-1947 Harold Gillam 1963-1966 

T. C. Voule 1923-1925 J. C. Phillips 1945-1946 Stanley Sailors 1963-1966 

Charles Thompson 1924-1926 S. N. Bredlie 1945-1947 Jack Markstrom 1965-1966 

222


COUNCIL MEMBERS (CONTINUED) 

Jack H. Richardson 1965-1965 Charlie Rex 1998-2001 

Kenneth C Haycraft 1966-1967 Bob Boko 1997-2003 

Harry J. Porter 1964-1970 Howard Thies 1998-2006 

John H. Huber 1965-1971 Gene Redden 1999-2001 

G. A. Seeliger 1965-1969 Scott Kawasaki 1999-2005 

William W. Walley 1966-1968 Jerry Cleworth 2001-2007 

Thomas Miklautsch 1966-1974 Donna Gilbert 2001-2004 

Brian H. Cleworth 1967-1970 Jeff Johnson 2002-2005 

Wallace F. Burnett 1968-1972 John Eberhart 2003-2006 

Earnest G. Carter 1969-1978 Don Seeliger 2004-2007 

Joseph Jackovich 1970-1973 Lloyd Hilling 2005-2008 

Robert G. Parsons 1970-1979 Tonya Brown 2005-2008 

Joseph D. Marshall 1971-1982 Steve Thompson 2007-2008 

Ken W. Carson 1972-1975 John Eberhart 2007-2010 

James W. Rolle 1973-1977 Emily Bratcher 2008-2011 

Richard Greuel 1974-1977 Jerry Cleworth 2008-2010 

Ralph W. Migliaccio 1975-1977 Chad Roberts 2006-2012 

Ted Manville 1977-1977 Vivian Stiver 2006-2012 

Frank Gold 1977-1977 Bernard Gatewood 2008-Present 

H. Ted Lehne 1977-1986 John Eberhart 2010-Present 

Charles Rees 1977-1979 Jim Matherly 2010-Present 

Wallis C. Droz 1977-1979 Lloyd Hilling 2011-Present 

Robert J. Sundberg 1978-1982 Renee Staley 2012-Present 

Ray Kohler 1979-1979 Perry Walley 2012-Present 

Ruth E. Burnett 1979-1980 

Mike L. Mikell 1979-1982 

Ron Punton 1979-1980 

Richard E. Cole 1980-1981 

Chris Anderson 1980-1985 

William W. Walley 1981-1982 

Mark S. Hewitt 1982-1983 

Valerie Therrien 1982-1983 

Sherill L. Long 1982-1983 

Paul J. Whitney 1983-1987 

John P. Immel 1983-1987 

Mary Hajdukovich 1986-1989 

Lowell Purcell 1983-1983 

Lowell Purcell 1983-1994 

Jerry Norum 1985-1991 

James C. Hayes 1987-1992 

Jerry Cleworth 1987-1999 

Robert Sundberg 1989-1992 

Bill Walley 1989-1991 

Bob Eley 1991-1995 

Mike Andrews 1991-1992 

Randall Wallace 1992-1995 

Donna G. Lewis 1992-1993 

Romar Swarner 1993-1998 

John P. Immel 1993-1999 

Robert Wolting 1994-1997 

Jim Whitaker 1995-1998 

Billie Ray Allen 1995-2001 

223


CITY MANAGERS 

Louis D. Keise January 1947 - April 1948 

James R. Wilcox April 1948 - August 1948 

Irving H. Call August 1948 - August 1951 

Robert Hoopes August 1951 - November 1951 

Evan L. Peterson November 1951 - August 1952 

Donald H. Eyinck (Acting) August 1952 - December 1952 

Donald H. Eyinck January 1953 - March 1955 

Donald MacDonald III March 1955 - August 1955 

Matt W. Slankard August 1955 - July 1958 

Edward A. Merdes (Acting) July 1958 - August 1958 

Clifford A. Nordby August 1958 - May 1962 

Robert L. Crow (Acting) June 1962 - December 1962 

Gerald F. McMahon January 1963 - January 1965 

Wallis C. Droz (Acting) January 1965 - May 1965 

Wallis C. Droz June 1965 - December 1975 

Edward L. Martin January 1975 - January 1977 

Robert R. Wolting February 1977 - May 1979 

Wallis C. Droz June 1979 - June 1986 

John C. Phillips July 1986 - September 1986 

Brian C. Phillips September 1986 - April 1990 

Robert R. Wolting (Acting) May 1990 - June 1990 

Robert R. Wolting July 1990 - September 1993 

Mark E. Boyer October 1993 - October 1994 

Partrick B. Cole November 1994 - October 1995 

City Manager form of government was ratified by the voters on April 2, 1946 

Mayor-Council form of government was ratified by the voters on October 4, 1995 

224

C I T Y C L E R K S 

Whitney W. Clark 1910 ─ 1912 

A. J. Pauli 1912 ─ 1915 

John C. Buckley 1915 ─ 1918 

F. C. Wiseman 1918 ─ 1919 

E. L. Sanderlin 1919 ─ 1923 

E. O. Johnson 1923 ─ 1923 

J. G. Rivers 1923 ─ 1924 

J. E. Ruder 1924 ─ 1927 

C. W. Joynt 1927 ─ 1934 

Grace Fisher 1934 ─ 1947 

Einar A. Tonseth 1947 ─ 1961 

Wallis C. Droz 1961 ─ 1970 

Evelyn M. Rusnell 1970 ─ 1973 

Kathleen I. Day 1973 ─ 1980 

Carma B. Roberson 1980 ─ 1990 

Toni W. Connor 1991 ─ 1996 

Nancy L. DeLeon 1996 ─ 2001 

Carol L. Colp 2001 ─ 2006 

Janey L. Hovenden 2006 ─ Present 

225


ANNEXATIONS 

City of Fairbanks Incorporated 11/10/1903 

North Addition (Garden Island) 09/29/1921 

Day Homestead 02/21/1950 

Brandt Subdivision 08/15/1952 Uttilities Ord. #719 

Mooreland Acres 12/15/1952 

South Fairbanks 08/24/1954 Utilities Ord. #716 

Slaterville 01/01/1959 Ord. #949 

Section 16 (School Section) 03/15/1962 

Industrial Air Products & Smith Property (lower 2nd Avenue) 12/01/1962 Ord #1211 

Certain Parcels South of 23rd Avenue 12/15/1962 

Rabbit Island and Rest of Properties South of 23rd Avenue 03/17/1963 

Island Homes and Industrial Portion of Graehl 03/21/1963 

City Refuse Site 03/21/1963 

Birch Hill Cemetery 03/22/1963 

Block M and N, Island Homes 07/12/1965 Ord. #1334 

Hamilton Acres and Timberland Subdivision 10/01/1965 Ord. #1365/1346 

Block 3, Graehl 11/27/1965 Ord. #1383 


North Addition Fairwest Tax Lot 827, 832 Blk 5 Riverside Park 10/10/1969 Ord. #1902 

Lot 14 of Derby Tract 11/14/1959 Ord. #1897 

Lots 3,4, and 5, Block 1, Riverside Park 11/14/1969 Ord. #1890 

Portion of U.S. Survey 3148 and Portion of Bjerremark 08/01-1969 Ord. #1903 


Lots 9, 10, 11, and 12, Block 6, Graehl 10/10/1969 

Lemeta, Aurora, Johnston, Graehl, Fairwest and the area 03/09/1970 

between South Cushman and Peger Road South to 

Van Horn Road 

40 Acres North East of Lemeta – Sec 3 T1S, R1W, F.M. 06/12/1970 Ord. #2004 

Lots 4 and 5, Block 2, Riverside Park 05/29/1970 Ord. #1995 

Block R, Slater Subdivision 09/28/1970 Ord. #1997 

Lots 1 and 2, Block 6, Riverside 08/28/1970 Ord. #2020 

Block 3, Highland Park 10/22/1971 Ord. #3006 

Portion of Fbks Management Area, Section 3, T1S, R1W 06/01/1972 Ord. #3066 

Portion of Island Homes 04/08/1973 

Fort Wainwright 04/08/1973 

Birch Hill Recreation Area, Section 35, T1N, R1W 04/08/1973 

Lots 1 and 2, Block 1, West Addition to Fairwest 03/29/1974 Ord. #3246 

Blocks 12 and 13, South Addition to Westgate 08/09/1974 

Executive Park 11/29/1974 Ord. #3349 

E 1/4 of the NW 1/4 of Section 17, T1S, R1W, FM 

Block H, Slater Subdivision (Island Homes) 06/13/1975 Ord. #3394 

Lot 13, Derby Tract 06/27/1975 Ord. #3401 

Bentley Family Trust 02/17/1976 Ord. #3435 

226

ANNEXATIONS (Continued) 

Derby Tract 05/14/1976 Ord. #3487 

West Park II 06/12/1978 Ord. #3703 

Sunset Subdivision, Second Addition 09/15/1978 Ord. #3720 

Government Lot 14, Section 8, T1S, R1W, F.B. & M. 07/30/1983 Ord. #4241 

(Chena River State Recreation Site) 

The NW 1/4 of the NW 1/4 of Section 17, T1S, R1W, 07/30/1983 Ord. #4242 

F.B. & M (Sophie Plaza) 

Lot 3, Block 6, Riverside Park Subdivision 07/30/1983 Ord. #4244 

Royal Court Village 09/17/1983 Ord. #4265 

E. M. Jones Homestead Subdivision (77 acres) 09/16/1985 

SW 1/4 of NE 1/4 of Sect 17, T1S, R1W, F.B. & M. (40 acres) 09/16/1985 Ord. #4395 

Portions of the NW 1/4 of the SW 1/4 of Section 22, 09/16/1985 Ord. #4405 

T1S F.B.& M., and King Industrial Park (9 acres) 

Approximately 164 acres of property located along both sides 01/01/1986 Ord. #4500 

of the Old Richardson Highway 

Approximately 20 acres of the Eastern portion of the 01/27/1986 Ord. #4505 

Fairbanks Industrial Park 

Alaska Gold Property owned by Dennis Wise (140 acres) 01/01/1987 Ord. #4520 

(Local Boundary Commission action August 2, 1986) 

Riverside Park Subdivision 01/01/1987 Ord. #4523 

Lot 6, Block 2, Riverside Park Subdivision 02/13/1990 Ord. #4878 

Lots 4-8, Block 4, Riverside Park Subdivision 04/14/1990 Ord. #4922 

W 1/2 S23, SE 1/4 S22, T1S, R1W, FM (380 acres) 01/27/1992 Ord. #5034 

Lots 1-3, Block 2, Riverside Park Subdivision 06/21/1993 Ord. #5113 

Lots 8-10 Block 1, Riverside Park Subdivision 07/25/1994 Ord. #5189 

Government Lot 10, Section 8, T1S, R1W, FM 07/25/1994 Ord. #5190 

Tax Lots 2155 & 2101 within Section 21, T1S, R1W, FM 10/14/1995 Ord. #5252 

and Lot 1A, Block 7, Metro Industrial Airpark Subdivision 

Lots 1-7, Block 1, Riverside Park Subdivision 08/25/2008 Res. # 4335 

and Lots 7-19, Block 2, Riverside Park Subdivision 

and Lots 1A-2A, Block 3, Plat of Riverside Subdivision 



and Lots 1-3, Nance Subdivision 

and Tract A-Tract C, Fred Meyer Subdivision 

and attendant roads within the areas above 

(Local Boundary Commission action 12/02/2009) 

227

GLOSSARY 

AAMC – Alaska Association of Municipal Clerks 

ACWF – Alaska Clean Water Fund 

ADA – Americans with Disabilities Act 

ADEC – Alaska Department of Environmental Conservation 

ADOT– State of Alaska Department of Transportation and Public Facilities (ADOT&PF, 

DOT) 

AFG – Assistance to Firefighters Grant 

AFL-CIO Joint Crafts – Group of unions collectively bargaining for their members. 

AGFOA – Alaska Government Finance Officers Association 

AML – Alaska Municipal League 

AML/JIA – Alaska Municipal League/Joint Insurance Association 

APSC – Alaska Police Standards Council 

Appropriation – Authorization by the City Council to make expenditures. 

Appropriations not spent or encumbered at year-end lapse. 

Assigned – Fund balance that has constraint based on the city’s intent to be used for a 

specific purpose, but are neither restricted not committed. The City Council has the 

authority to assign amounts to be used for a specific purpose. The City Council may 

delegate the authority to assign amount to another City body (Finance Committee, City 

Mayor, or Chief Financial Officer, for example). Assigned fund balances include all 

remaining amounts (except negative balances) that are reported in governmental funds, 

other than the general fund, that are not classified as nonspendable and are neither 

restricted nor committed. 

Balance Budget – A budget in which sufficient revenues will be available to fund 

anticipated expenditures. 

CAD – Computer Aided Dispatch 

CAFR – Comprehensive Annual Financial Report 

CAP – Capital Fund 

CDE – Continuing Dispatch Education 

CFO – Chief Financial Officer 

CPE – Continuing Professional Education 

228

CPI – Consumer Price Index calculated for the Municipality of Anchorage 

Charge for Services – The charges for goods or services provided by the City 

individuals and other private entities. 

Committed – Fund balances are reported as committed when the resources can only 

be used for specific purposes imposed by formal action of the City Council – the 

government’s highest level of decision making authority. The City Council may remove 

or modify the commitment by taking the same formal action that imposed the constraint 

originally. This can occur as part of the annual budget appropriation, budget 

amendments, ordinances or resolutions. Prior year encumbrances are included in 

committed fund balance. 

DCCED –Alaska Department of Commerce, Community and Economic Development 

DHS & EM – Department of Homeland Security and Emergency Management 

DMVA – State of Alaska Department of Military and Veterans Affairs 

DUI – Driving Under the Influence of Drugs or Alcohol 

Debt Service – Payment of interest and principal related to long-term debt. 

Depreciation – Expense allowance made for wear and tear on an asset over its 

estimated useful life. 

EEOC – Equal Employment Opportunity Commission 

Encumbrances – Commitments related to unperformed contracts for goods or 

services. 

FCC – Federal Communications Commission 

FCVB – Fairbanks Convention and Visitors Bureau 

FEDC – Fairbanks Economic Development Corporation 

FFA – Fairbanks Firefighters Association 

FFD – Fairbanks Fire Department 

FGC – Fairbanks General Code 

FMATS – Fairbanks Metropolitan Area Transportation Study 

FNSB – Fairbanks North Star Borough 

FPD – Fairbanks Police Department 

Fines and Forfeitures – revenue received from moving violations and other tickets, as 

well as forfeitures related to property seized by the state-wide drug enforcement unit. 

229

Fund Balance – The difference between assets and liabilities reported in a 

governmental fund. 

GAAP – Generally Accepted Accounting Principles 

GF – General Fund 

GFOA – Government Finance Officers Association (of the United States and Canada) 

GHU – Golden Heart Utilities 

GPS – Global Positioning System 

GVEA – Golden Valley Electric Association 

HIPAA - Health Insurance Portability and Accountability Act 

HR – Human Resources 

IBEW – International Brotherhood of Electrical Workers 

ISO – Insurance Services Offices 

IT – Information Technology 

Inter-Departmental Charges – Personnel costs recovered from Risk Management. 

Intergovernmental Revenues – General fund receipts from other governmental units 

(local, state, and federal). 

LED – Light Emitting Diode 

LEPC – Local Emergency Planning Committee 

LID – Local Improvement District 

LPG – Liquefied Petroleum Gas 

License and Permits – Revenue received through the issuance of licenses and 

permits. 

Modified Accrual – Revenues recognized when they are measurable and available 

and expenditures are recognized when incurred. 

MUS – Municipal Utilities System 

NW –North West 

Nonspendable – Fund balance classification of amounts that cannot be spent because 

they are either (a) not in spendable form, long-term amounts of loans and notes 

receivable, property held for resale or (b) legally or contractually required to be 

maintained intact. Nonspendable items include items not expected to be converted to 

cash, for example prepaid amounts and inventories. 

230

Other Financing Sources (Uses) – Amounts transferred (to) and from other funds. 

PD – Professional Development 

PERS – Alaska Public Employees’ Retirement System 

PFD – Permanent Fund Dividend PSEA – Public Safety Employees Association 

PILT – Payment in Lieu of Taxes 

PIO – Public Information Officer 

POD - Point of Distribution 

PW – Public Works 

Pro Pay – Remuneration added to base wage upon obtaining certification. 

Property Tax – Total amount of revenue to be raised by levying taxes on real property. 

Public Safety - Police, Dispatch and Fire suppression and EMT (emergency medical 

treatment) services. 

ROW – Right of Way 

Restricted – Fund balances are reported as restricted when constraints imposed on 

their use through either (a) externally by creditors, grantors, contributors, or laws or 

regulations of other governments; or (b) imposed by law through constitutional 

provisions or enabling legislation. 

SRO – School Resource Officer 

Sales Tax – Legal tax assessed by the City on Hotel/Motel bed rental, retail sales of 

alcohol, and the wholesale sales of tobacco. 

Special Assessment – Balance levied against real property for improvements made. 

Unassigned – Residual classification of fund balance in the general fund. The general 

fund always reports positive unassigned fund balance but it may be necessary to report 

negative unassigned fund balance in other governmental funds. 

VIP – Volunteers in Policing 

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2013 City & Capital Budget[PDF] - City of Fairbanks

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