CHAPTER 6

HUMAN RESOURCES

This chapter addresses a variety of issues relating to local opportunities for human advancement and enrichment as well as the general need for a collective sense of well-being and security. Topics include educational and cultural facilities and opportunities, social services, the maintenance of personal safety and security, and citizen participation in municipal and community affairs.

EDUCATIONAL AND CULTURAL FACILITIES AND OPPORTUNITIES

Excellence of education and breadth of cultural offerings are critical components of a city's quality of life. There is one school in the City of Barling, and it is an elementary school (K-6). Even though it is in Barling, it is part of the Fort Smith School District. After the sixth grade, Barling students attend one of the schools in Fort Smith.

Fort Smith School District

The Fort Smith School District currently operates 21 elementary schools (K-6), 4 junior high schools (7-9), and 2 senior high schools (10-12). Even though Barling does not have its own school system, students do not have to travel far to attend school. The bus system of the junior and senior high schools travel to Barling to pick up and drop off Barling students.

Westark College

Westark College was established in 1928. The campus has 100 acres off Grand Avenue. Westark's growth has been steady over the years from 33 students in 1928 to over 5,000 today. Westark offers the associate of arts degree which provides the student the opportunity to obtain the first two years of college credits towards meeting most of the requirements for a four-year or baccalaureate degree. The college has developed guaranteed transfer plans in more than 350 majors to 72 colleges and universities throughout Arkansas, Oklahoma, Missouri, Texas, and other surrounding states. Students can also complete a bachelor's or master's degree on the Westark campus through the University Center at Westark. Students take their freshman and sophomore courses through Westark and the upper-level course through one of the participating universities. All classes are held on the Westark campus.

The Arkansas General Assembly's Act 971 of 1997 established Westark as a "unique community college" authorized to offer selected baccalaureate degrees. The act specifically authorizes a program in Manufacturing Technology, and allows the college to offer up to eight more baccalaureate degrees designed to meet demonstrated demand of the area and industries served by the college and designed for completion in less than four years. Westark offers residents a great opportunity to start or finish their education.

 

John Brown University

John Brown University was established in 1919 in Siloam Springs, Arkansas. The University grew from 70 students in 1919 to over 1100 today. In 1993, the University established the Advance degree completion program in 1993 and offices were opened in Fort Smith in 1995 and Little Rock in 1996. The University's Advance Program is designed for motivated adults who started college, went to work, and never finished college. Students who have two years of transferable college credit are able to complete a bachelor's degree in organizational management in as little as 18 months. Classes meet one night per week.

Webster University

Webster University was founded in St. Louis, Missouri in 1915. Webster has provided graduate education to the military since 1974. From its home campus in St. Louis, the university reaches out to encompass a network of more than 70 campuses throughout the United States, Europe, Bermuda and China. Fort Chaffee became part of the Webster University tradition in 1989. The program is open to civilians and military. At Chaffee, the University offers the Master of Business Administration (M.B.A.) and Master of Arts (M.A.).

Cultural Offerings

The image of a city is heavily influenced by the cultural institutions and events within the city. The economic vitality of cities has become more influenced by offerings of entertainment, art, culture and learning opportunities. Firms and families often seek to locate in cities which display a certain level of culture; cultural facilities enter into estimations of the city's quality of life. While Barling has a limited level of cultural offerings, this issue to important to city leaders. It is further addressed in the policies and strategies section of this chapter.

SOCIAL SERVICE NEEDS

Currently Barling has limited services within its city limits. Most social service needs are currently addressed through its Barling Senior Center and Parks and Recreation Program. Both of which receive partial funding from the City. Residents must go to Fort Smith in order to receive other types of services. However, it is the policy of the City of Barling to establish social services within its city limits to help its residents. The city recognizes the importance of having these services and also recognizes that there are residents that need help from social services.

LAW ENFORCEMENT

The maintenance of a sense of personal safety and security is an important goal of the Barling Police Department. Its responsibilities are to maintain law and order, protect life and property, engage in crime prevention programs with community involvement, enforce laws and ordinances, detect and apprehend criminals, as well as to prevent traffic accidents. Fear of crime or perception of criminal activity is as critical to the sense of security as actual measurements of response times or crime statistics.

The Patrol Division is the firstline unit in the prevention and investigation of crime and provides immediate response in all emergency situations. The Sebastian County Sheriff's Department serves the unincorporated areas of the city. There are mutual aid agreements between jurisdictions.

MEDICAL FACILITIES

Fort Smith has 2 major hospitals with 24-hour emergency service: St. Edward Mercy Medical Center and Sparks Regional Medical Center. St. Edward is within a few minutes of Barling.

CITIZEN PARTICIPATION

Citizen involvement in community affairs serves several important purposes including identifying community values, informing the public, providing the opportunity for public evaluation, and creating an atmosphere in which conflicting demands for limited resources can be resolved. The City often makes special efforts to obtain citizen involvement in evaluation matters which arise from time to time. In developing approaches and techniques for citizen participation, consideration must be given to the particular needs involved and the purpose to be served. Wider participation in city government informs and improves public policy development and lends strength and legitimacy to city goals.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

POLICIES AND STRATEGIES

Policy: Educational and cultural opportunities will be promoted.

Strategies:

1) Coordinate a central information center for civic and cultural events.

2) Develop funding for public art, cultural facilities and events from sources

such as hotel/motel and restaurant tax revenues.

3) Consider retaining the old City Hall.

4) Support new cultural organizations and facilities that broaden the range of

cultural offerings such as theater and music.

5) Work with Westark and local media to increase opportunities for the community to enjoy and support college cultural and sports offerings as appropriate.

6) Support library services.

7) Support programs that stimulate excellence in education.

8) Seek to coordinate educational offerings to meet the needs of Barling residents and employers, acknowledging the role of private vocational schools.

9) Give recognition to residents who attain citizenship and promote English learning opportunities.

 

 

 

 

 

 

 

 

 

 

 

Policy: An equitable, efficient delivery of social services will be sought.

Strategies:

1) Define the city's future role in the delivery of social services (e.g. clearinghouse for information and referrals, coordinator of social services providers, supplier of "last resort," and evaluator of social service needs).

2) Develop system for identifying social service needs and determining priority of need for funding (e.g. through Social Policy or Social Element of the General Plan).

3) Consider use of multi-year funding cycles to enable long-term contracting of social services agencies.

4) Consider leveraging funds (e.g. matching funds) from private foundations in order to provide more support for social services.

 

Policy: The City will promote a positive social environment.

Strategies:

1) Promote programs which create a positive social environment for the younger population such as substance abuse prevention programs, organized recreational activities and social programs.

2) Reduce the fear of crime through continued law enforcement efforts and crime prevention programs such as Neighborhood Alert Programs, Block Parent Programs, and drug enforcement programs.

3) Continue to consider police and fire department response times and safety features when evaluating development proposals.

 

 

 

Policy: Opportunities for effective citizen participation will be expanded.

Strategies:

1) Conduct surveys to solicit public opinion (e.g. opinion polls, telephone surveys, direct mass mailings with response coupons, mailings with local water bills, advisory referenda).

2) Establish ad hoc committees or advisory groups, consistent with the spirit of affirmative action policies, to review or advise on particular matters (e.g. city wide policies task forces and advisory committees, technical review committees, neighborhood planning councils, area project review boards).

3) Hold community meetings on a periodic basis and/or as necessary as a particular need arises (e.g. public hearings, townhall forums, neighborhood meetings, presentations to community groups and organizations, panel discussions, seminars and workshops).

4) Disseminate information to the public through various media (e.g. press releases, electronic media, city newsletters, public notices, newspaper articles and supplements, television documentaries and interviews, public service announcements, telephone device for the deaf, topical displays in public buildings and major activity center) and through mailing lists of organizations as well as seek a city access channel.

5) Provide a public information function within the city to serve as a clearinghouse for information and referrals and to coordinate public outreach activities.