Rogers, Arkansas
State of the City
January 26, 2016
First, let me welcome you to the Rogers City Council Chambers for the 2016 State of the City Address. I want to thank each of you for being here tonight. All of us here would like to extend a special thank you to Chamber CEO Raymond Burns, his staff, and the Chamber Board of Directors for coordinating with the sponsors of the reception this evening. I would also like to take a moment to welcome my wife Lisa and our daughters, Emily and Haley, as well as several other members of my family here tonight.
Members of the Rogers City Council, Honorable City Attorney Jim Clark, Honorable City Clerk Peggy David, Honorable Judge Paul Bridges, city directors, city employees, and my fellow citizens, it is my honor and privilege to present to you the State of the City.
This is my sixth State of the City Address and the last of my first term as your mayor. As each year passes, I become more excited about our direction and the possibilities on the horizon. In the last five years we have accomplished so much in Rogers, both publicly and privately. Private capital investment last year is estimated at $50 million dollars, unemployment dropped from 5.4% to 3.2% in 2015, and over 1,450 jobs were created in 2015. Our 1 cent sales tax has increased 25% over the past five years after having several years of flat or negative growth. The growth in 2015 represented an 8% increase over 2014. We broke the $16 million dollar mark for our 1-penny sales tax. We had additional growth in our property tax, business licenses, and franchise fees, which are good signs of a growing economy and population.
Since taking office in 2011, we have grown the reserves by 40% while cash-flowing the purchase of over a million dollars of future park land, the Newspaper building, the construction of a new fire station, the Cherry Street building which will become the new farmers market very soon, and many other projects not included in the 2011 bond funding. During the process of issuing the 2015 series bonds, the city received an AA Stable rating from Standard & Poors, which is an excellent rating for municipal governments. With a strong rating and the increase in growth, it took less than three hours for investors to purchase all of the bonds.
Our relationship with the Rogers-Lowell Area Chamber of Commerce is key to our continued success on many fronts. The annual contracts we have with the chamber are vital; the services provided are essential, so essential that we have expanded our contract for economic development to include a new position. This position will be the torchbearer for the downtown masterplan, as well as, recruitment and development for future business and residential growth in Downtown Rogers.
After years of listening to the voices of many in the community and taking the time to patiently observe for myself, it became apparent to me last year that if the city was going to partner with or be associated with a farmers market, something had to change. It just so happened that a longstanding organization with which the city has a deep history with was going through some mission changes to strengthen its relevance to the community.
Main Street Rogers and its board stepped up to the challenge and agreed to modify our annual contract to include running a farmers market. I couldn’t be more pleased with the board taking my challenge. I have full faith and trust in their leadership and ability to fulfill the vision. In a few short months, the market will open on newly acquired city owned property. As we grow closer to the completion of Lake Atalanta, the opening of the Farmers Market, and the completion of road projects leading into the downtown, her future has never been brighter.
I would like to spend a few minutes highlighting some of our department’s accomplishments of 2015.
As with any growing community, the Planning and Transportation Departments were very busy in 2015. With nearly double the number of large scale development plans and new subdivisions in 2015 over 2014, the departments had to work smarter and turn to additional technology. Last year, the department upgraded the GIS system, adopted the Compete Streets Policy, adopted the Downtown Master Plan, and started implementing the CityView program. In 2016 while keeping up with the continued growth, Planning will update the Comprehensive Growth Plan and research Form Based Zoning and how it might be practical in parts of Rogers.
Bond projects continue to be the driving force in the Transportation Department. With many projects completed last year many more will open this year. There are too many completed and ongoing projects to mention, I would encourage those interested to check our website next week which will include a bullet point list of projects and their status. The Street Department never ceases to amaze, while completing overlays and intersection improvements, they completed the earthwork, drainage, and construction of the soccer fields and parking lots at Veterans Park, saving the city enough to complete the original plan.
Additionally, a salt dome was constructed at the Street Department and is ready for inclement weather. We continue to maximize the funds available through CDBG by funding ongoing sidewalk construction, housing rehabilitation, nonprofit assistance, and the transportation assistance program.
The Rogers Airport, through branding strategy, has a new name, “Rogers Executive Airport.” The new name and logo better reflect the higher level of facilities, services, and amenities the airport offers. With continued growth, there are many ongoing federal, state, and locally funded construction improvements. Fuel deliveries, a key measure of activity, increased approximately 5% for the second year in a row. A public/private partnership with Walmart allowed for the replacement of an aging and unreliable Aircraft Rescue and Fire Fighting truck. This critical highly specialized ARFF truck housed at the Station #3 is an essential asset to the fleet.
Last year was another exciting year for the Parks Department, with the much-anticipated completion of the Veterans Park Memorial, four soccer fields, and one artificial turf field; the promise to the community was fulfilled. Last fall, The Railyard was dedicated and opened and is arguably one of the most impressive bike parks in the nation. The Railyard, along with the amazing work still underway on the Lake Atalanta project, is another example of the very intentional commitment to quality of life in Rogers, as we continue to partner with the Walton Family Foundation.
The Rogers Aquatics Center received a Presidential Citation award while welcoming over 86,000 visitors in 2015. Trails, both hard and soft surface, continue to see record use with nearly 274,000 visits counted throughout the trail system in 2015. The Adopt-A-Trail program continues to grow and the implementation of an interactive trail system guide is a goal for this year. The Parks Department continued to keep up with the growing demands having prepped fields for a total of 4,020 games in 2015.
Our Recreation team operates in partnership with the Rogers School Recreation Association and the Rogers Activity Center Board, one of the state’s largest and most diverse sports programs. With the addition of Lacrosse and girls softball, the team continues to keep up with the growing demands, with additional park space and a growing number of participants in league sports.
With a daily average of 900-1400 users and over 240,000 visits annually, the Adult Wellness Center continues to be one of the most widely used public facilities in the area. Since taking office, one of our top priorities has been to maintain a high standard for the building, grounds, and equipment while continuing to expand programing. Implementing a regular schedule for repairs and replacement along with facility upkeep will protect our investment and insure our ability to continue the awesome work Leslie, her team of associates, and volunteers provide to the members.
This is a very exciting time for the Rogers Historical Museum. With the change in direction for the expansion of the museum, the community has come alive with overwhelming support and anticipation for the future. With the acquisition of The Morning News, or more historically known as the Newt Hailey Ford building, this expansion project is centered on restoring an iconic existing building as opposed to new brick and mortar.
The capital campaign is going strong and the recent announcement of two Walton Family Foundation grants, one being a $956,000 matching grant for construction and renovation, as well as, one of three pilot projects for the Northwest Arkansas Design Excellence program in the amount of $408,000, put the campaign on a strong footing. The design architects have been selected; and their work will start in the coming months. The public phase of the capital campaign will launch this year and we anticipate many exciting announcements in 2016.
The Rogers Public Library continues to be one of the most used public libraries in the state. With over 214,000 visits, over 440,000 checked items, over 30,000 registered users, and 46,000 youth attending over 700 programs, our library is enhancing the lives of many in Rogers and the surrounding area. With help of the Friends of the Library and the Library Foundation, many additional technology based online resources are available. The Geek and Create-It events offer for all ages exposure to 3-D printing, live music appreciation, the Amazeum, Cosplay, and the opportunity to meet and greet local and national authors.
Last year started as a very challenging year for RPD with the loss of Chief James Allen. Chief Allen came to the department in 2011, after a 22-year career as the Chief of Police in Bentonville. James was a mentor to me and many others. The lessons he taught us and the legacy he left us will live on. He influenced and changed the Rogers Police Department forever. Because of his vision and leadership, his replacement Hayes Minor was prepared to carry on and continue the vision and mission.
The department cleared nearly 92% of all reported crimes against persons in 2015, which is nearly double the national average of 47.2%. 37.5% of all reported crimes against property were cleared, more than double the national average. Our Drug Unit, took nearly 20 pounds of methamphetamine and over 70 pounds of marijuana off the streets of Rogers. They also seized an airplane from a major drug trafficker. Of the 11,482 traffic stops in 2015, nearly 60% of drivers stopped for violations received warnings, a statistic that represents the goal of encouraging modified behavior in cases that do not always warrant a citation.
In light of the national discussion on police use of force, I think it is important to point out the reality of policing in your community. In 2015, RPD made 6,040 arrests. Of those arrests, use of force was deployed 20 times (excluding 5 while containing and detaining suicidal subjects) all 25 use of force cases were thoroughly reviewed by command and found to be within the standard operating guidelines established through our national accreditation standards. Those numbers I just shared represent a one in 300 chance of our officers having to resort to use of force. I think this is an amazing statistic and points to the professionalism, commitment to de-escalate situations, and our focus to always use the least amount of force necessary when making arrests.
Through directed enforcement and consistent monitoring, RPD was able to reduce the number of accidents at our top 10 reported accident intersections by 33%. With an increase in warrants served by 10%, the department remains committed to reducing warrant backlog. 2016 will usher in 12 hour shifts for the uniform patrol division, a move that was overwhelmingly supported by the officers and will prove to further minimize overtime.
The Rogers Fire Department focused on safety and response deployment in 2015. The most significant of these accomplishments was the construction and relocation of Station #2. Station #2, the busiest in the city, is now of sufficient size and configuration to improve response and resource deployment. Thanks to the new phone app “PulsePoint”, Rogers began engaging CPR-trained citizens to help intervene when a nearby citizen is having a heart attack. With over 1,600 subscribers to this free app, last year thirteen times citizens were notified and more than half the time, chose to intervene and help before the arrival of paramedics.
With over 75% of the fire department calls being time-sensitive medical emergencies, it is important to point out, RFD is the only accredited fire-based ambulance service in the entire state. The number of emergency incidents increased by 4% over the previous year, to more than 7,000 emergency calls. That increase is directly related to the many new residents and thousands of visitors we see at our dining, entertainment, and retail destinations.
Last year also saw a significant effort to consolidate the building inspection and fire marshal’s office into a single organizational unit. This merger and management consolidation has allowed for improved internal coordination and better customer service for our developers and residents.
The Rogers Recycle Center diverted more than 1,600 tons of material from the landfill last year. Additionally, RRC recycled 7,400 lbs. of household hazardous waste. In 2016, RRC plans to partner with Benton County to offer additional services to residents including; bulky waste, tire recycling on a weekly basis, and convenient household hazardous waste drop off.
Code Enforcement issued over 2,500 notices of code violations in 2015. While they removed over 600 illegally placed signs around the city, reported graffiti was down again last year. A new procedure was developed to deal with tall grass reports. After proper notice has been given, we now have contractors mow the property and place a lien on it. This has greatly increased the responsiveness by owners to take care of their property. In addition, the department prepared some 44 reports on dilapidated structures paving the way for legal action if the properties are not brought into conformance with city code.
In Animal Services, though intakes were slightly up, the team reduced the euthanasia rate to 1.3%, or you could say we saved 98.7% of the animals. In 2016, the department has plans for shelter upgrades and will continue to focus on increasing their already high rate of live release.
The IT department assisted in the implementation of the new community development system, CityView, which links the Planning, Risk Reduction, and Code Enforcement departments. CityView will provide workflow automation between the departments, provide web-based services to citizens and contractors, and allow staff to work through mobile devices in the field. The department established a second data center at the police department, which will allow replication and disaster recovery for city servers and applications. Last year, the department began integration of the Water Department on the city network. By having RWU on our network, it will be able to share city resources such as: phone, Internet, GIS, and CityView. This will make the business process and communication more efficient and cost effective.
With fewer staff members, the Legal Department was able to increase efficiency and productivity, while reducing the department’s expenditures. The Legal Department created two distinct divisions, Civil and Criminal, to more thoroughly provide specialized services to the citizens and the City as a whole. The Civil Division worked diligently to implement the many recent changes from the 2015 Legislative Session. In addition, the Division facilitated economically sound property acquisitions and real estate transactions; all while minimizing risks and ensuring compliance and the use of sound real estate principals. The Criminal Division prosecuted more than 3,500 cases. Working with law enforcement and victims, the criminal division remains very focused and determined to reduce domestic violence in our community.
In 2015, the Human Resource Department performed an organization wide compensation study, re-writing every job description in the city to ensure that our pay system maintains internal equity and is competitive with the external market. The first year of self-insurance for our medical plan turned back a savings of $450,000.00. During open enrollment, employees experienced stable medical premiums and decreases in other core supplemental benefits. This year, using job duties developed within the compensation study, we will develop a job evaluation process that can give us the basis for a merit-based pay system. Additionally, we will begin utilizing personality and behavior assessments to identify those applicants most likely to succeed for certain hires, and develop leadership competencies in supervisory positions.
As you can see there is a lot happening in Rogers and many reasons for all of us to be proud to call Rogers home. It is my distinct pleasure to serve as your mayor and I look forward to the years ahead. On behalf of the city staff, elected officials, members of the various boards and commissions, and my office, we look forward to continuing to provide unparalleled service to the people of Rogers, the “City Where Possible Lives.”
God bless the United States of America, the State of Arkansas, and the City of Rogers.
Respectfully Submitted,
Greg Hines, Mayor
