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FY 2005-2006 Citizens' Budget
1 - , ov , 2005.2006 Approved Citizens, Budget 0 e . i i. r : - . ......, .,.,,,,j, .1 Itt I . t el*. / /, \ . AI, 4,•.- "v:, ;#: . ....tio• At rA,' , . I It ',0 :' 11 12 1 • 1', A, ) ,,,,_! --,, N ,-• 10 ) . , - i " i, 0 •_C-' .41 i . V- 9,xs, ..., --••,. ,,_ 4„, ..h .. i, . , ' ‘. '--Zr4 rl• r iiii...,..IRti CITY OF COLLEGE STATION HEART OF THE RESEARCH VALLEY • 1• 1 • 7 7 7 1, 1 1. • • • 1 k . . , City of College Station, Texas Approved Citizens' Budget for Fiscal Year 2006 October 1, 2005 to September 30, 2006 Principal City Officials, October 2005 Elected Officials Mayor Ron Silvia Council Members John Happ, Mayor Pro-Tem Ben White, Place 1 Ron Gay, Place 2 Susan Lancaster,Place 4 Chris Scotti, Place 5 Nancy Berry, Place 6 City Administration Interim City Manager Glenn Brown Director of Finance and Strategic Planning Jeff Kersten Director of Public Utilities John C. Woody Chief of Police Michael Clancey Chief of Fire Robert B. Alley Director of Public Works Mark Smith Director of Parks and Recreation Stephen C. Beachy Director of Planning and Development Services Joey Dunn Director of the Office of Technology and Information Services Olivia Burnside Director of Public Communications and Marketing Rebecca Nugent Director of Human Resources Julie O'Connell Director of Economic Development Kim Foutz City Attorney Harvey Cargill, Jr. City Secretary Connie L. Hooks 1 • CITY OF COLLEGE STATION October 1,2005 • Honorable Mayor and City Council: • In accordance with the City Charter, I am pleased to present the City of College Station Approved Fiscal . Year(FY)2005-2006 Annual Budget totaling$189,129,144 for all funds. Of this amount,$138,654,579 is , approved for the operations and maintenance budget, and $50,474,565 is approved for capital projects.The capital projects appropriations are for the many infrastructure projects either underway or planned to be • underway in 2005-2006. Key Decision Points The approved budget has a number of key decisions the City Council considered as the budget was reviewed. • { ► Property Tax Rate:The overall property(ad valorem)tax rate approved is 43.94 cents per$100 • i assessed valuation. The tax rate was reduced from 46.40 cents per$100 valuation. The approved tax • rate provides the resources needed to fund the FY06 approved budget. • • ► Utility Rates and User Fees:The approved budget includes a water rate increase of 4%.Also included is an 8% rate increase in the Electric Fund. These rate increases are needed to meet the operating, • capital and debt service coverage requirements in the Funds, and also to ensure continued high quality • service is provided as the community continues to grow.There is not a wastewater rate increase in • FY06.A residential sanitation rate increase of 8%and a commercial sanitation rate increase of 7%is also included. These increases are necessary to maintain residential and commercial sanitation • services of a growing community. ,.1 i Outside Agencies: During the Budget process, Council approved a new Comprehensive Outside • Agency Policy that governs the funding process for agencies other than those eligible for Community • Development Block Grants.The scope of this policy is to ensure that all agencies have a standardized process for application, review, monitoring, and reporting. Budget Goal i The key goal in the preparation of the FY 2005-2006 budget is to provide excellence in service delivery at a reasonable cost. Below, some of the key items from the FY 2005-2006 budget are outlined.They are broken into the categories of Core Services, Neighborhoods, Collaboration, Growth Management, and Economic Development.A more detailed explanation of resources allocated can be found in the Executive and Departmental Summaries of the budget document. Core Services • Core services includes police,fire, and emergency management services; streets,traffic and drainage services;and public utilities, including electric,water,wastewater and sanitation services. It also includes the capital projects for each of these areas. The FY06 budget includes additional resources for public safety, including funds for nine new police officers and five full-time Firefighter/Paramedics. $1.2 million in additional resources is available in the General Fund Public Works budget, allowing Public Works to continue the •. overlay of recently annexed streets and maintain existing infrastructure.Additional resources in the Parks and Recreation Department will provide funds for repairs and enhancements to existing park facilities, as well as new facilities that will come online in FY06. Neighborhoods • A number of resources are available in the FY06 budget that will directly benefit College Station • neighborhoods. $3.5 million is available in the Community Development fund to make improvements to low 2 I • • i to moderate-income areas and provide funds for public agencies that offer programs that benefit low to moderate-income residents.The Emergency Management division has funds to purchase NOAA weather radios for distribution to citizens. Included in the Planning and Development Services budget are funds for a Mosquito Abatement grant program, a Neighborhood Gateway Grant program, and funds for bicycle education and awareness materials. Collaboration The City of College Station continues to cooperate with other governmental entities. There are funds budgeted in the BVSWMA budget for the Brazos Valley Council of Government's regional park project in Grimes County.An internship program in the City Manger's office is offered to a Texas A&M University student. Resources for the Larry J. Ringer Library,a joint operation with the City of Bryan, are included in the FY06 budget. Growth Management The Planning and Development Services department has additional resources budgeted to help manage growth the City of College Station has experienced over the last several years. These resources include funds to review the Comprehensive Plan and purchase software to streamline and help manage the building permit process, Economic Development To encourage further economic development in the City, resources for Economic Development initiatives are included in the budget. This includes the capital resources necessary to build a second business park, continue exploring Hotel/Conference Center possibilities, and for additional projects in the Wolf Pen Creek TIF that will encourage further development in the district. Contusion ► Developing the budget is a team effort that requires the participation of citizens, City Council, and City staff. The budget was reviewed with Council by fund over a series of budget workshops held in August and September. Staff worked with Council to review the budget and incorporate changes that meet the strategic priorities outlined by Council. Changes Council made to the proposed budget have been incorporated in the approved budget document. In closing, I would like to thank Jeff Kersten, Irene Jett, Bryan Guinn, Courtney Kennedy, Susan Manna,and Nikki Williams in the Finance Department and the Office of Budget and Strategic Planning for the hard work and long hours they have put into this process. I would also like to thank the Management Team and other City employees that worked on the budget.Thanks also to the City Council for providing the leadership and direction to make the decisions that will move College Station forward in the next year and in the years to come. Sincerely, Glenn Brown Interim City Manager 3 City • of College Station, Texas . Summary of Revenues and Expenditures Total Revenues: $147,659,221 REVENUES: Return on $ 16,786,259 inesrmont , Ad Valorem Tax 16,410,000 5. % Sales Tax 2,164,000 Hotel Motel Tax 1.63% Franchise Fees 1,026,100 Other Ad Valorem Tax 1.63%� 11.37% .. Licenses&Permits 3,684,251 r Investment Intergovernmental gg 375,440 Earnings Charges for Services 1so% 3,905,300 4Yi +� • Fines,Forfeits&Penalties Fines,Forfeits& 2,809,271 Penalties Sales Tax Investment Earnings 2.64% ,>:.r ales % 2,399,600 ' Other 2 406,000 .. u :! m11 Hotel Motel Tax : . 0.69%Return on Investment 147,659,221 •� _ .,, , Intergovernmental Total Revenues �• _ 2.50 EXPENDITURES: $ 4,118,040 General Government 3118, 0 Fiscal Services 11,369,971 Polce 8,647,411 Fire 2,214,867 charges for / &Development Services Services J • Planning 8,084,920 59.85% Public Works 7,446,091 Parks&Recreation 7 446,0 1 Office of Technology&Information2 825906,125 Library 47,331,046 Utilities• 4,650,009 Total Expenditures: $189,129,144 Sanitation 467,061 Parking Enterprise 3,221,967 General Government, , 2.18% BVSWMA 2,324,934 Fiscal Services, Community Development ,324(948, 3k ""% Admin Transfers police,s.o, General& 2,243,226 F,,, FundingPro ^'57 Outside Agency 913,137 Expenditures, Projects f Fire, Expenditures, /< :-_ planning Development Debt Service Capital Planning &Development 20,165,102 Public Works,4.27% Returnet onniIn 7,693,000 X Parks&Recreation, Investment 738,133 Transfers to GIP Funds, 3.94% 1.09% ..----- Office of Technology& Other Contingency - - mferofTeeh,.4s% • Internal Services 958 768 library,T S , CIP General&Admin Other Transfers 2v% -- -%A $ 138,654,579 Gfbar,227% Subtotal of O&M Expenditures 4,290,000 Contingency,03volR% Transfers to• CIP Funds q07% Total O&M Expenditures&Xfers to CIP $ 142,944,579 • , / . Utilities,25.03% CIP General&Admin Transfers 2,065,648 Debt Service,10.6fi% / • • Transfers to CIP Funds 44,118,917 ProleclslDvecl Capital' Sanitation,2.4fi% - ' 0.48% Capital Projects Expenditures gvsw MA, • 46,184,565 Outside Agency Fendm9, 1.70% Total Capital Expenditures Generals cemmunny Admin Xfers- Development, parking Enterprise,0.25% $ 189,129,144 0.50% 1.23% TOTAL EXPENDITURES • 4 Budget Overview The text below focuses on the various City departments and functions provided by each department. Changes are discussed and basic functions of City departments are identified. Governmental Funds Fire Department $8,647,411 Police Department $11,369,971 The Fire Department provides services to College Station,City of Bryan—through an automatic aid The Police Department provides a number of services program—and to rural areas around College Station that help to keep the community safe.Among the through mutual aid agreements.The Fire Department services provided are 1)police patrol with certified operates out of four stations located throughout the police officers who are assigned to specific areas of City.Another fire station is under construction and is the city and who are equipped with police vehicles scheduled to open in the near future. and all necessary equipment;2)criminal investigation for the investigation of reported crimes; The basic services of the Fire Department are 1)fire 3)animal control;4)communications support for response;2)emergency medical response;3)fire officers on the street and short term jail/detention prevention services,including commercial fire safety facilities that reduce the processing time of arrests; inspections and fire prevention training at local and 5)a professional standards division that serves a schools and various functions;4)code enforcement support and training function for the Department. activities performed by the community enhancement Calls for Service action center;and 5)hazardous material response. 61,000 Incidents Dispatched 4,000 60,600 3.500 60,600 - 'Ii 3000 60,400 z,500 3160,200 I 21,000 1,500 60,000 I I l000 59,800500 59,600 — 0 2003 2004 2005 2006 Est. 2003 2004 2005 2005 Esl. II EMS 14 FIRE The above graph illustrates an increase in calls for service.A "Call for Service"is defined as any event The above graph illustrates incidents responded to or situation, reported by a citizen that requires a by the Fire Department over the last three years. response from the Police Department. There are four service level adjustments totaling Four service level adjustments(SLAs)totaling $479,355 that are approved for FY06.In FY05,a 100 $479,930 have been included in the FY06 CSPD foot elevated ladder truck was purchased to be operating budget.An additional nine certified police delivered in early 2006.The Fire Department is officers are included in the Police Department's proposing to add 15 firefighter/paramedics over the budget for FY06.These positions will be phased-in next three fiscal years.The staffing changes would over the course of the fiscal year in order to reduce allow a dedicated ladder company to be reinstated in the initial financial impact of the request.The total of FY08.$150,480 for five firefighter/paramedics is this SLA for FY06 is$347,035.The budget also approved in the FY06 to begin the staffing process. includes$50,000 to fund an increase to the The second SLA totals$155,500 and will be used to department's overtime budget. The third SLA, purchase equipment for the ladder truck.A third SLA totaling$60,000,provides funds for the department totals$167,900 and will allow the department to to outsource the document imaging of reports meet criteria set forth in the health and wellness generated prior to the implementation of the program approved by City Council in FY05.A document imaging program in 2002.The final SLA FEMA grant would provide the majority of funds is for the purchase and installation of an evidence needed for this SLA.If the FEMA grant is not bar-coding system.This SLA totals$22,895 and received,funds from this SLA will not be expended. provides for the electronic processing of evidence. Finally,an SLA for$5,475 in on-call pay is for the • fire prevention division. 5 I Public Works $8,084,920 capacity of the system adequate in College Station. The Public Works Department maintains streets, Right of way mowing and creek cleaning are the drainage and greenways,and the City's traffic primary ways this service is provided. control system. It is also responsible for refuse collection,capital project engineering and There are three SLAs in the Drainage Division of construction,as well as fleet and facilities Public Works. The first service level adjustment is maintenance.Also included is the budget for the for$89,550 to add drainage infrastructure to the GIS Brazos Valley Solid Waste Management Agency. database system. This SLA includes funds for a full :. time employee and vehicle. The second SLA is for The Facilities Maintenance Division provides $19,500 for a 4x4 utility vehicle for greenway • support services to City departments through the maintenance and surveying. Finally,the third SLA is maintenance of City facilities.This entails all City for$35,000 to upgrade the boom mower that is buildings including heating,ventilation and cooling scheduled for replacement in FY06. systems.Additionally,Facilities Maintenance The traffic signal and sign system in College • performs some minor building construction and remodeling activities. The Division also oversees the Station serves as an integral traffic flow control use of facility repair funds to ensure that facilities mechanism throughout the City. The system is and equipment are repaired and replaced in a timely critical during peak traffic times,such as during manner. Texas A&M football season. The Traffic Signal Division is responsible for maintaining and repairing The Street Division of the Public Works Department traffic signals and school warning devices in order to • strives to ensure that the street system within the City provide safe and efficient movement of vehicles and of College Station is properly maintained.This is pedestrians. done through a number of programs, including a Two service level adjustments totaling$58,475 are street rehabilitation program that addresses street included in the budget for Traffic Signs,Markings repair before more expensive reconstruction measures are needed. The Streets Division also and Signals.Funds in the amount of$13,475 are coordinates with the Engineering Division to plan approved for a pavement striping machine and trailer • and develop major street capital projects that involve and$45,000 is approved for traffic system upgrades. rebuilding roadways that need upgrades. The Department of Public Works Engineering • The Street Division provides routine pothole Division is responsible for the administration of the • City's capital improvement plan. This includes the patching and other maintenance services.The effectiveness of this service is measured by building of projects approved as part of bond elections such as streets,fire stations,libraries,and determining whether 95%of the streets in the City have a grade of"C"or better,using the Pavement others. Capital projects for the public utilities,such Management System. as electric,water,wastewater,and drainage projects are also included. Engineering has one SLA for • The Streets FY06 Budget includes four service level $11,400 to be used for the purchase of traffic analysis adjustment totaling$992,950. $624,000 is to fund software. overlays and rehabilitations for the following streets: The Public Works Fleet Services Division manages Rock Prairie from Greens Prairie to the East City limit,Meadowland from Hensel to University, the vehicle and equipment fleet,and also performs • Brentwood from Texas Avenue to Anderson,and preventive maintenance and vehicle repair.The City Holleman from Winding to Wellborn. The other of College Station maintains a fleet of vehicles and SLAs are$75,000 for an increase in the cost of lmot• heavy equipment to provide services to the citizens mix asphalt;$93,950 is for the purchase of a medium of College Station;nearly every City department sized asphalt paver;and$200,000 to overlay annexed depends on having a reliable fleet to provide service. streets. Some of these services include Police and Fire response,Solid Waste Collection,Public Utilities, Drainage issues have been critical in the last several Building Inspection,and Parks. years in College Station.Drainage issues impact health and public safety,as well as transportation and Parks & Recreation $7,446,091 • mobility. Drainage service levels provide a drainage The Parks and Recreation Department is responsible maintenance program that keeps the storm carrying for College Station park facilities and recreation 6 programs.Among the services provided are athletics, account in order to support an increased Aquatics recreation and instruction programs for youth and service demand. adults.Also provided are programs and special events at the Wolf Pen Creek Amphitheater and other The Parks Operations Division maintains park park locations throughout the City.The Parks facilities through regular mowing and maintenance Department operates a number of special facilities projects.Two SLAs have been approved for the including three City-owned swimming pools and the Parks Operations Division.The first SLA is a request CSISD for$57,498 to cover increased operational and natatorium. maintenance costs.This SLA includes funding for an Pool Attendance vs.Revenue additional full time employee as well as a vehicle. The second request is an SLA in the amount of $300,000------ - --150,000 $2e0,000 148,000 $78,000 for the replacement of the lights at Lemontree Park softball field. $280,000 - 146,000 $240,000 — -- 144,000 The Forestry Division,through horticultural and $220,000 142,000 landscaping efforts,ensures that City property is $200,000 -- ----- — 140,000 maintained in an aesthetically pleasing manner.The 2003 2004 loosest. loosest. City Cemetery is included in the property maintained Revenue-1--Attendance by the Forestry Division. The above graph illustrates the revenue generated by the pools and the leveling off of attendance due to Finally,$30,600 is to fund furniture and equipment facility capacity limitations. in the newly constructed office/dressing room at the Wolf Pen Creek Amphitheater.Hotel/Motel funds The Conference Center is operated to provide will be used to fund this SLA.Also,$50,000 is meeting space for various groups and organizations. approved to fund various repairs as submitted by the The Lincoln Center is a community center that Parks department. provides positive programming and serves as a satellite center for social services. The Xtra Larry J. Ringer Library $906,124 Education program provides citizens of all ages the The Library is overseen by OTIS.The City of Bryan opportunity to enhance their quality of life through provides staffing and the City of College Station various continuing education programs. provides operational funding. $906,124 is budgeted Conference Center Attendance in FY06 for library operations. There are two SLAs 84,000 totaling$125,994.One is for$82,524 to pay for 63,000 professional services remitted to the City of Bryan to • 42,000 — — operate the Library.The other is$43,470 to pay for II an additional Youth Services Librarian. 21,000 o 1 Planning and 2003 2004 200e 2006 Est. Development Services $2,214,867 The preceding graph illustrates the number of The Planning and Development Services Department Conference Center customers from 2003 to 2006. provides oversight for new development in the City. Planning and Development Services works to There are six service level adjustments(SLAs)in the reinforce compliance with zoning,subdivision, Parks and Recreation FY06 budget.The total amount drainage and other ordinances.This ensures of SLAs is$239,098. development in a manner consistent with policies established by City Council.This process includes In the Parks Special Facilities Division,one service planning and construction functions as well as level adjustment totals$3,000 for mandatory Red development coordination activities.The Fire Cross membership fees has been approved.These Department and Public Utilities Department are also fees are required in order for the American Red Cross involved in the planning and development process.In • to underwrite and certify the youth Learn to Swim FY05,all of the City's engineering services were program. The fees will be recouped via participant consolidated into a single division in the Public fees.Another SLA in the amount of$20,000 has Works department. , been approved to fund increases in the temp/seasonal 7 . Planning and Development Services has five service computer room fire extinguishing systems(one is level adjustments(SLAs)for FY06 in the amount of water and the other is Halon)with a computer- $116,080. The first SLA provides$75,000 for a friendly fire extinguishing system.An SLA totaling consultant to review the Comprehensive Plan.The $29,780 has also been approved for an E- second SLA for$7,200 establishes a Mosquito Government Technician. This position is to be Abatement Program Grant and is funded from the funded starting April 1,2006. Lastly,$5,475 is . Drainage Fund. The third SLA for$12,880 funds the approved for network analyst on-call pay. purchase of the Building Permit Module for the Click 2 Gov software. The fourth SLA for$6,000 funds the Fiscal Services $3,283,555 purchase and dissemination of bicycle awareness and The Fiscal Services Department provides fiscal educational material.Finally,the last SLA for administration,accounting,purchasing,budgeting, $15,000 is for a Neighborhood Gateway Grant and risk management services to the City. It also program. oversees the operations of Municipal Court. Office of Technology& Fiscal Services Administration handles cash and Information Services $2,825,925 debt issues for the City while ensuring all funds are • The Office of Technology and Information Services invested prudently.The Accounting and Purchasing (OTIS)implements and maintains the technology and Divisions work closely together to ensure that computer based information systems used by all City purchases are made and recorded according to • Departments.It is also responsible for franchising, established guidelines.The Risk Management • the City's print shop,the City mail system,and function seeks to ensure that the City's exposure to Utility Customer Service. physical and financial losses is minimized through programs addressing worker safety. Municipal OTIS Administration oversees the other areas of the Court collects fines and fees for the City. The Office Department as well as manages the franchise of Budget and Strategic Planning prepares, agreements that the City has with telecommunication, monitors, and reviews the annual budget.The cable,electric,water,and natural gas providers in the division coordinates the City's strategic planning City. The Larry J.Ringer Library is also the process,which is closely tied to the City's budget. responsibility of this area.The City of Bryan operates The division also provides management and the Library under an interlocal agreement with all organization review services to City departments. operational funding provided by the City of College • Station. The Fiscal Services Department has one SLA totaling , $51,037 for staff to operate metal detectors at the • The Information Technology division includes Municipal Court building. The funds will be • Management Information Services(MIS), provided from the Court Security Fee Fund. Geographic Information Services(GIS),E • - Government,and Communications Services. With General Government $4,118,040 the exception of Communications Services,these The General Government Department includes many services are provided from General Fund revenues. of the administrative functions of the City. The MIS division implements and supports computing platforms and applications for all City The City Secretary Division is responsible for • Departments,including Computer Aided Dispatch elections,records management,City Council support (911)for Public Safety and connectivity to the and other activities.The approved budget is Internet. The GIS division is responsible for the $378,831,and includes an SLA totaling$31,648 for coordination of all geographic data and its an additional fulltime secretary. presentation to the public.The E-Government division is responsible for the City's website, The City Manager Division is responsible for the interactive processes with citizens and the Intranet. day to day operations of the City,making recommendations on current and future issues to the • The OTIS General Fund divisions have eleven SLAs City Council,and providing short and long-term totaling$116,377. Eight of the SLAs,totaling direction to the organization. The budget is$783,509. $63,222,are for maintenance agreements for There are two approved SLAs in the amount of software that is utilized by a variety of departments $93,303.The first SLA for$83,181 provides funds throughout the City.An SLA in the amount of for an Internal Auditor that was recommended by $17,900 is to fund the replacement of two of the City Council's enactment of the Stewardship 8 Enhancement Plan in FY05. The second SLA totals the other provides specialized training for public $10,122 and will fund an internship in the City safety personnel($7,000). $5,000 is approved to Manager's Office for a TAMU political science purchase 160 NOAA weather radios for distribution student. to the community. Community Programs is an activity center in the The Human Resources Division assists in City Manager's Office that is responsible for recruiting,hiring, and retaining qualified candidates administering a number of programs including Teen for City positions.The division provides employee Court and Citizens University. The Community training and administers the compensation and Programs budget totals$137,157. There are two benefits program.The approved budget for FY06 is approved SLAs in the amount of$15,841. The first, $582,229.This amount includes$27,014 for two for$9,991,increases the Community Programs SLAs.The first SLA for$20,000 provides funding to Assistant position from 1/2 time to'/a time.The second conduct a comprehensive review of the City's current SLA provides$5,850 for the Decision Making for pay plan.The pay plan was implemented in 2000, First Time Offenders grant. and pay plan reviews are typically conducted every five years. The second SLA is for employee access The Legal Division provides legal services and control name badges and totals$7,014. support to City Council and City staff.Among the services provided by this office are legal advice, Other General Fund Expenditures $775,726 contract writing,and litigation.The Legal Office There are a number of expenditures budgeted in the budget is$759,934. There are two approved SLAs governmental funds that do not fall under the totaling$13,704.The first SLA totals$7,604 and purview of any one department.The following is a upgrades the current 3/a time legal clerk to a full-time list of miscellaneous expenditures within the legal secretary.An additional$6,100 is approved and governmental funds: $457,093 for outside agency increases funds for the WestLaw subscription service funding and$318,633 for contingency and other and adds funds to the Legal training account. charges. The Economic Development Division is responsible Debt Service Fund $11,381,338 for coordinating economic development activities in The Debt Service Fund is used to account for ad College Station.The Economic Development FY06 operating budget is$307,969. valorem taxes collected to pay for authorized general government debt. The debt service portion of the ad The Community Development Division helps valorem tax was approved at 24.98 cents per$100 provide low cost housing and other public assistance valuation.Based on the current forecast of the Debt through Community Development Block Grant funds Service Fund,it is anticipated that there is capacity from the federal government.These funds are used to for additional debt service beyond that which has assist low to moderate-income residents of College been authorized. Station. Assistance is provided through housing Parks Xtra Education Fund $99,105 services,public agency funding,public facility improvements,and economic development activities. The Parks Xtra Education Fund was established in The total Community Development FY06 budget is FY96 and is a joint effort between the City of $588,155. College Station and the College Station Independent School District to provide community based The Public Communications&Marketing education programs.The FY06 Parks Xtra Education Division provides timely and factual information budget is$99,105. through the media and directly to citizens.The total FY06 budget is$467,385. Economic Development Fund $525,000 The City created an Economic Development Fund to The Emergency Management Division is account for resources and expenditures directed at responsible for coordinating emergency and disaster providing incentives for businesses and industries training,mitigation,preparedness,planning,response that are planning to locate in College Station.This is and recovery for the City. The FY06 budget is different from the funding provided to the Economic $112,871.There are three approved SLAs for the Development Corporation,which is included in the division totaling$13,950.Two of the SLAs will Electric Fund Budget.Resources set aside for enhance training offered by the division by providing economic development purposes will be transferred funds for an annual training luncheon($1,950),and 9 into this fund and remain in the fund until expended. recovered by charging customers for consumption on The City has a number of potential and real prospects a per unit basis. indicating a desire to locate in College Station. Resources in this fund will allow the City to meet There are eight SLAs totaling$244,530 in the Water these and future prospects.In FY06,$525,000 will Division budget. The first SLA is to provide funding be available in this fund for economic development for security system upgrades at the Utility Service incentives and related expenditures. Center. The cost of these upgrades will be split between the Water,Wastewater and Electric Utilities. Court Security& The Water portion of the funding totals$30,370.The Court Technology Funds $188,028 second SLA is for$36,000 and will provide funds for , In 1999 the City adopted two new Municipal Court the costs associated with the addition of new wells. fees as authorized by the State Legislature. The Court The third SLA,totaling$71,974,is for the addition Security Fee is designed to pay for security related of a Line Locator position and service vehicle. The projects,and the Court Technology Fee is designed addition of this position will allow the Division to to pay for technology related projects at the meet the growing demands resulting from increased Municipal Court building. construction.An additional$51,561 is for the purchase of a trackhoe excavator to assist the It is anticipated that the Court Security Fee will Division in meeting workload demands. $45,000 is to generate$98,100 in revenues in FY06 and that the provide funds to apply waterproof coating to the Court Technology Fee will generate$121,400. These interior of two cooling towers. The sixth SLA, • funds,along with existing fund balance from prior totaling$4,000,will provide additional funds for the years,are to be appropriated for security and City's water resource education program.The final technology projects at the Municipal Court.This two SLAs totaling$3,375 and$2,250,respectively, includes funding the bailiff position at the Court,and will allow for the upgrading of vehicles currently in the maintenance agreements for court related the Division's fleet. computer technology.An SLA totaling$51,037 is approved out of the Court Security fund to provide Wastewater $11,594,333 funds for staffing metal detectors that will be Effective sanitary sewer collection and treatment is installed at the Municipal Court building in FY06. essential to public health in an urban environment. Over the last several decades,the standards have Police Seizure Fund $10,000 increased for this infrastructure.Past upgrades to the • The Police Seizure fund accounts for revenues and Carters Creek Wastewater Treatment Plant were expenditures related to property seized by College directly related to changing standards.As the system Station Police Department.Revenues are estimated to continues to grow,additional capital is needed for • be$3,700 and expenditures$10,000. line extensions. The existing system will have to be maintained with line replacements and plant Enterprise Funds enhancements and expansions. Wastewater services are provided as an enterprise function with service Electric Division $51,369,909 related fees paying for the cost of service. The Electric Division is responsible for providing cost efficient and reliable electric service to the The FY06 Budget includes$185,922 for four SLAs citizens,businesses and institutions in College in the Wastewater Division.The first SLA will Station.Reliable electric service is necessary to provide funding for security system upgrades at the ensure continued prosperity of the City. Utility Service Center. The cost of these upgrades will be split between the Water,Wastewater and Water Division $9,688,013 Electric Utilities.The Wastewater portion of the The City of College Station has the capacity to funding totals$30,370.A second SLA for$41,923 produce approximately 22 million gallons per day of will fund one treatment plant operator position.This potable water.The Water Division has developed position will help the Division meet growing high standards of reliability that assures customers' demands at the Treatment Plant. An additional • needs are met with a water supply that meets or $70,000 is to provide funds related to the increased exceeds all federal and state mandated standards. As cost for the purchase of polymer—a critical a City enterprise,the full cost of service for water component of sludge processing. Costs of the production,transmission and distribution is polymer have increased considerably in conjunction with the rise of oil prices. The final SLA,totaling 10 $48,500,is for the purchase of an off-pavement alternative disposal programs for waste that cannot forklift. The forklift will replace a tractor in the be placed into the current landfill site,and providing Division's current fleet.In addition,a savings of for long-term disposal for the two cities and other $4,871 in rental fees will be realized with the customers of the agency. purchase of an excavator in the Water Division. The expenditures include three service level Sanitation Division $5,670,558 adjustments in the amount of$83,370. The approved The Sanitation Division of Public Works provides SLAs are$51,000 for a wireless camera surveillance services that meet the City's solid waste collection system;$15,900 for a diesel engine heavy-duty needs.These include providing residential containers, utility vehicle;and$16,470 to upgrade a gas vehicle curbside recycling,brush and grass clipping to a diesel SUV.Also included is$1,720,546 for collection,street sweeping and the removal of waste capital related expenses. that can be disposed of in the landfill or through composting.Commercial services are also provided Special Revenue Funds to local businesses. Commercial service offers The City uses a number of other funds to account for collection in small and large receptacles,and is various types of activities and programs that do not loaded with side mounted automated collection strictly fall under one of the operating departments. equipment. Customers with greater volumes have the option of using roll-off containers that are serviced Hotel/Motel Tax Fund $2,926,976 by front load collection equipment. The City receives a tax of 7%on room rental rates Refuse Collected from persons staying in hotels or motels within the 40,000 City.The City's use of taxes received from this 35,000 I w 30,000 source is li stateof statutes to supportallowableuses of ILS 25,000 tourism andim a ted numbbyer S. 20,000 specified in the law. 15,000 10,000 er- 5,000 -- Total anticipated revenues in the fund are$2.47 2003 2004 2005 est. 2006 est. million;approved expenditures total$2.93 million. 1 Residential ■Commercial The FY06 budget includes approximately$1.63 The above graph illustrates volumes, in tons, of million for City Operations,including Wolf Pen refuse collected and disposed of by the Sanitation Creek Operations and other Parks programs and Division, since FY03. events that are eligible for Hotel/Motel Funds. $1.2 million is also included for costs associated with the Two service level adjustments are included in the Hotel Conference Center.Outside agency funding Sanitation budget for FY06. $9,940 is to provide and contingency items total approximately$1.3 funding for a roll-off trash compactor for the million. Northgate area. $70,000 is requested to cover the increased cost of the contract with Texas Commercial Community Development Fund $3,541,060 Waste for the City's curbside recycling program. The Community Development division administers 1 grant funds received from the federal government. Parking Enterprise Fund $539,170 Total expenditures in FY06 total$3,541,060. The Parking Enterprise Fund accounts for parking operations in the City.This includes the parking lot, Wolf Pen Creek TIF $3,208,452 parking garage,and on-street parking.The budget for This district generates revenues that must be utilized I FY06 is$539,170 and includes an SLA in the within the Wolf Pen Creek District.The budget 1 amount of$47,000 for a neon parking sign to be funding is targeted for future Wolf Pen Creek ' installed on the Parking Garage. projects. Of the total budgeted amount, $2,100,000 is earmarked for capital improvements.A significant Brazos Valley Solid Waste Management project budgeted in FY06 is the WPC Amphitheater ' Agency(BVSWMA) $5,685,662 additions.$900,000 is budgeted for the addition of an BVSWMA is a cooperative arrangement between the office,performer dressing rooms,storage,ticket Cities of College Station and Bryan to provide solid window and concession area for the amphitheater. waste disposal service.BVSWMA is responsible for Funds are also included for water feature projects running the landfill,developing and implementing designed to help increase development in the district. 11 Ir Cemetery Perpetual Care Fund Unemployment Fund $30,000 This fund accounts for the sale of cemetery lots and Revenues in the unemployment fund are estimated to I.: other revenues that are collected through the College be$32,641.Expenditures in this fund are expected to • Station cemetery.The fund also accounts for be$30,000, expenditures on projects that take place in the - :". cemetery.There are no expenditures anticipated in Equipment Replacement Fund $2,823,191 this fund in FY06. The City has a fund that serves to accumulate : , resources for the replacement of vehicles and large Internal Service Funds motorized equipment,the telephone and radio • The City has established several internal services systems,to provide replacement assets for the existing funds for areas where goods and services are major technological infrastructure,and the provided to City departments on a cost- replacement of cop • iers. ,• reimbursement basis.The Internal Service Funds Base budget revenues for the fund reflect the above include Insurance Funds,the Equipment policies.The revenues are transferred from Replacement Fund,Utility Customer Service Fund, departmental budgets on a monthly basis to ensure Fleet Maintenance Fund,Print/Mail Fund and that sufficient funds will be available to fund Communications Fund.Each of these funds receives expenses related to the specific functions.The revenues from City departments to which services are approved FY06 total revenues are$3,396,568;the provided.Base budget revenues for the funds reflect total expenditures are$2,823,191. I • the above policies.In the Print/Mail Fund,revenues , are transferred as the division completes jobs and Utility Customer Service Fund $2,418,261 1. bills the expenses back to the division to which The Utility Customer Service Division is the primary services were provided.All other Internal Service funds have revenues transferred from departmental contact with the City s utility customers. Responsibilities include setting up customer budgets on a monthly basis to ensure that funds are accounts,connecting and disconnecting utility available to fund related expenses, services,reading meters,billing and collecting utility Insurance Funds customer accounts and addressing customer concerns.The division has three SLAs totaling The Cityof College Station g has four funds for $37,024.The first SLA has a savings of$35,702 and insurance purposes.Of the four funds,the property will result in a reorganization of the Key Accounts •: casualty and employee benefits funds are self-funded. position.Key Accounts duties will be distributed within the department and some of the funding will • Property Casualty Fund $758,202 be used for materials needed for key accounts The property casualty fund ensures that the City can coordination. The second SLA is for$38,726 to fund adequately cover potential property and liability an additional half-time Meter Services Field ' losses. The FY06 revenues for the Property Casualty Representative. This SLA includes funding for the fund are estimated at$775,100 and expenditures are salary and benefits,as well as the vehicle needed to estimated at$758,202. • perform meter services duties.The third SLA is for Employee Benefits Fund $34,000 to cover the cost of accepting credit card $4,527,194 payments from customers. The employee benefits fund is self-funded and provides medical coverage to covered City Utility Bills Mailed employees.Estimated revenues for the employee 420 , 400 4 benefits fund total$5,393,067 for FY06,and C 380 I estimated expenditures total$4,527,194. ; 360 .2 340 Workers Compensation Fund $694,536 ~ 320 31 • 300 The workers compensation fund provides coverage 2003 2004 2005 2006 Est. against losses sustained through on the job injuries to • employees.The FY06 estimated revenues for the The above chart demonstrates the steady growth in Workers Compensation fund are$771,977; the number of utility bills mailed annually by Utility expenditures are estimated at$694,536.There is one Customer Service. approved SLA for prescription safety glasses totaling $12,500 to be paid from this fund. 12 Fleet Maintenance Fund $1,537,326 Wastewater Funds will be used to fund$3,000,000 in In FY06,revenues in the Fleet Fund are projected to capital projects. increase by 2.34%.This increase is from the transfers from the various operating departments for services Other resources to fund capital projects include the provided by fleet. The FY06 approved expenditures Wolf Pen Creek Tax Increment Financing District, are$1,537,326,a decrease of 4.53%from the prior the Drainage Utility and Parkland Dedication Funds. fiscal year. There are three SLAs totaling$22,200. Each provides resources that will be used to complete First,$5,000 is approved for training vehicle a number of projects over the next five years. technicians.Training is needed to maintain technical Community Development funds will also be used to expertise necessary to work on modern equipment. fund certain street projects in eligible areas and park Second,$5,200 is approved for computer software projects in the Tarrow Park and Lincoln Center area. used in the diagnosis of vehicles. Lastly,$12,000 is General Capital Projects approved to upgrade the heavy equipment and truck wash. This wash is used every day to maintain the The following is a brief summary of some of the key cleanliness and extend the life of the fleet. general government projects scheduled for FY06. Print/Mail Fund $453,216 Streets Capital Projects $4,982,802 The Print/Mail Division is responsible for providing Street Rehabilitation Projects printing, copying,banner and sign making,vehicle In FY06,$2,166,120 is approved for rehabilitation to decal creation and placement and mail services to streets in the Southside area.This is a multi-year City Departments. The total budgeted revenues for effort to rehabilitate the infrastructure in older parts FY06 are$428,556,a decrease of 4.11%over the of College Station.Additionally, in the Northgate FY05 budget.The approved FY06 budget for the area,funds will be used for phase II of the Church division is$453,216.This includes two SLAs in the Street rehabilitation project and for rehabilitation amount of$36,938. The first SLA is for$16,938 to efforts on Tauber and Stasney. fund an additional part-time Mail Clerk;the second, for$20,000,will increase the supplies budget. Street Extension Projects $2,040,000 is budgeted in FY06 for various street Communications Fund $720,634 extensions and widening projects. This includes The Communications Division is responsible for the $1,000,000 for improvements to Barron Road.An implementation and maintenance of the network additional$540,000 is budgeted for oversize infrastructure,telephone,voice radio,data radio participation efforts throughout the City as (mobile data)and paging systems and any other authorized in the 2003 bond election. $3,463,237 is system requiring connectivity for communications. projected in FY06 for phase II of the extension of Revenues in this fund are projected to increase Dartmouth Drive and$500,000 is projected for the 5.11%from the revised budget of FY05.Revenues Rock Prairie Road Widening project. are expected to be$746,640 in FY06.The approved FY06 budget for the Communications Division is These street projects will help to address traffic $720,634. issues that have been highlighted in the citizen survey and other feedback received from College Capital Projects Funds Station citizens. The City has a number of capital project funds. Street TxDOT Projects General obligation bonds form the basic resource for Working in cooperation with the Texas Department general government projects such as streets,parks, of Transportation,in FY06,the City expects to traffic,public facilities and other such needs, complete the medians on George Bush Drive. However,the City has several other resources that may be used to supplement those resources and help TxDOT timing on projects will determine when these to hold down the ad valorem taxes necessary to pay expenditures will be made. The City pays ten percent for general obligation bonds. of right-of-way costs,and also pays for any In addition to the general government projects,the enhancements,such as the application of any City has bond funds for each of the utilities operated streetscaping desired in the project. by the City.Operating funds from both the Water and 13 Traffic Projects It is estimated that$874,612 will be spent on ' In FY06,funds have been approved for traffic signal technology projects in FY06. These include$160,000 enhancements including new traffic signal projects. for automated citations,$453,172 for ATM network New signals are being constructed at the intersections replacement and$40,000 for a kiosk that citizens can of Rock Prairie Road and Rio Grande and at Welsh use to pay utility bills and fines.Also budgeted is and Holleman.Funds for safety improvements to the $100,000 for the replacement of the City's radios. It traffic system are also approved for FY06. is estimated that the total of this project will be $4,900,000. The initial$100,000 will be used to Sidewalks and Trails Projects study system needs. ' The City of College Station has worked over the Convention Center $1,035,000 years to ensure adequate transportation infrastructure for pedestrians and bicyclists. The City has an Funds have been appropriated in FY06 for the adopted sidewalk and bike loop plan. In FY06, Convention Center.Funds not expended in FY06 will $100,000 is approved for new sidewalk projects roll over and be available for future uses. throughout the City. In addition,$200,000 is Business Park Projects $1,363,945 budgeted for hike and bike trails. In FY06 it is estimated that$1,214,400 will be spent Parks Capital Projects $7,141,873 on a technology-based business incubator.In In FY06 the second phase of Veterans Park will collaboration with the Bryan Business Council and begin. $6,235,000 is estimated to be spent over the the Research Valley Partnership,this project will next two fiscal years for this project. Other parks help to support and generate the start up of new • projects for which funds have been approved in companies in the community. Funds are also FY06 include the development of University Park projected for the continuation of the development of and the construction of a new forestry shop. It has the Spring Creek Corporate Campus. $1,309,000 has been projected that funds will also be used for been budgeted in FY06 for this effort. Steeplechase Park and for the Lincoln Center's Splash Park. Utility Capital Projects • The following is a brief summary of some of the Parkland Dedication Capital Projects $692,722 utility capital projects scheduled for FY06. These Parkland dedication funds can be used for projects in capital projects are funded either through existing neighborhood parks within the various park zones. revenues from these funds or through the issuance of These funds come from a dedication required as new utility revenue bonds. development occurs in College Station.In FY06, $692,722 has been budgeted for projects that are Electric Capital Projects $14,227,272 anticipated will be completed in the various park $14,227,272 is the approved expenditure amount for zones. electric capital projects in FY06. As the electric • capital projects are considered a competitive matter, General Government&Capital Equipment Capital details of these projects cannot be outlined in this Projects $3,390,199 summary,but were provided to City Council. General government and capital equipment projects are planned assets that have value to more than one Water Capital Projects $8,653,368 specific area of City operations.The two main In FY06,$13,515,161 is the projected expenditure divisions within this category are public facilities and for water capital projects. Included is$1,900,000 for ' technology projects. the construction of three shallow wells that will allow water production to meet projected peak demand In FY06,it is projected that$7,624,401 will be spent capacity.Funds have been projected for the three on public facilities. Included in this amount is additional shallow wells to be constructed over the $3,325,000 for the addition to the police station; next two fiscal years.The shallow wells will sustain $1,489,401 for the relocation of Fire Station#3;and production levels until a deep well can be $2,170,000 for a new City cemetery. In addition, constructed. Other significant production projects $625,000 is projected for projects are planned in the include the replacement of the chlorine disinfection Northgate area. These include entry features,a water system at the Dowling Road Pump Station. It is feature and public restrooms. estimated that$2,452,000 will be spent over the next • two fiscal years for this project. In addition,it is 14 estimated that$1,211,000 will be spent on water sludge processing improvements and an additional plant security upgrades in FY06 and FY07. $50,000 is budgeted in FY06 for sludge facility improvements. Other approved improvements Significant distribution projects include$540,000 include the replacement of the SCADA system and projected for FY06 for the Wellborn Road Widening the construction of a dedicated maintenance building. project. The total cost of this project is anticipated to be$2,740,000,but it is expected that the City will be A total of$2,000,000 in current revenues from partially reimbursed by TxDOT for the cost of this operations is approved to be used to fund wastewater project upon completion. $2,302,000 is projected to capital projects.Additionally,a debt issue of be spent in FY06 for the extension of water service $3,000,000 is projected for issuance in FY06 for into areas annexed in recent years. These extensions wastewater capital projects. include Rock Prairie/Bird Pond,Arrington Road, Barron Road and Lick Creek/Rock Prairie. Drainage Capital Projects $1,814,732 The Approved FY06 drainage capital projects budget Rehabilitation projects projected for FY06 include includes a projected$4,600,613 for improvements to $100,000 for the replacement of the Barron Road the City's drainage system. Significant projects water line and meters in conjunction with the include a projected$1,959,898 for improvements to upgrade of Barron Road to a minor arterial. $267,554 the Bee Creek main channel.Consistent with the is budgeted for FY06 for the relocation of water lines other capital funds,$945,000 is approved to be spent along Texas Avenue as a result of the TxDOT in FY06 and in FY07 for Southside drainage widening project.Additionally,$3,119,095 is improvements. Funds are also approved for drainage projected in FY06 and FY07 for Southside improvements on Wolf Pen Creek.Additionally, rehabilitation projects. $210,000 is approved for a drainage detention project on University Drive. The Approved FY06 Budget includes$1,000,000 in current revenues that will be transferred from Additional O&M Costs operations to fund water capital projects. With the addition of new facilities and infrastructure, Additionally,a debt issue of$6,000,000 is projected additional operations and maintenance costs may be for issuance in FY06 for water capital projects. incurred.In the case of infrastructure rehabilitation,it Wastewater Capital Projects $3,652,106 is expected that O&M cost will decrease for those areas the project targeted.However,it is difficult to The FY06 Approved Budget includes$7,454,628 in quantify the cost savings of rehabilitation since projected expenditures for numerous wastewater resources are used elsewhere and not removed from capital projects.Collection projects include$468,000 departmental budgets. for phase I of the Northeast Trunk Expansion.This project will replace the sewer line at Highway 6 near Conclusion the FM 60 interchange and will have a total cost of $715,500.Funds are also projected in FY06 for the The previous discussion provided an overview of the Lick Creek Parallel Trunk Line. $250,000 is approved FY06 budget and key changes from the projected to be spent in FY06 for this project.An FY05 budget.A full version of the Approved Annual additional$1,000,000 is projected for FY07 and Budget is available for download at $1,750,000 for FY08. $566,000 is approved in FY06 http://www.cstx.gov,at the Larry J.Ringer Library for recently annexed areas. (1818 Harvey Mitchell Pkwy)or in the City Secretary's Office. $500,000 is projected in FY06 for the completion of the replacement of the Carters Creek Screw Lift System.Consistent with the Water capital projects, significant funds are projected for Southside sewer upgrades in FY06 and in future years. Treatment and disposal projects include an approved $550,000 in FY06 and FY07 for odor control improvements at the Carters Creek Treatment Plant. $550,000 is also projected over the next two fiscal years for UV treatment improvements at the plant. It is estimated that$652,000 will be spent in FY06 for 15 City of College Station Office of Budget and Strategic Planning 1101 Texas Avenue College Station, Texas 77842 www.cstx.gov litse Co 51./x4/44 COLLEGE STATION 11 0 E 40I I ,i4 , A 0 1997-1998 ANNUAL BUDGET Approved by the • College Station City Council September 13, 1997 • t --_,.......„„. ...„„„ ...„,.....,,,,,i :::1 -.]1! 1 ,,,,...,,-, ,..,..,, .,.......„:„.......,.......„............„...........„. On behalf of the citizens of College Station, the • City Council will promote the safety, health; and general well-being of our community within the • bounds of fiscal responsibility while preserving • and advancing the quality of life for its citizens. • recycles paper CITY OF COLLEGE STATION APPROVED BUDGET FOR FISCAL YEAR OCTOBER 1, 1997 TO SEPTEMBER 30, 1998 MAYOR LYNN MCILHANEY HUBBARD KENNADY, MAYOR PRO-TEM SWIKI ANDERSON, COUNCILMAN DICK BIRDWELL, COUNCILMAN STEVE ESMOND, COUNCILMAN DAVID HICKSON, COUNCILMAN LARRY MARIOTT, COUNCILMAN GEORGE K. NOE, CITY MANAGER CHARLES CRYAN, DIRECTOR OF MANAGEMENT AND BUDGET The Government Finance Officers Association of the United States and Canada (GFOA) presented an award for Distinguished Budget Presentation to the City of College Station for its annual budget for the fiscal year beginning October 1, 1996. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. • .a GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of College Station, Texas For the Fiscal Year Beginning October 1, 1996 President Executive Director v • CITY OF COLLEGE STATION, _TEXAS PRINCIPAL CITY OFFICIALS October 1997 ELECTED OFFICIALS: MAYOR LYNN R. MCILHANEY COUNCIL MEMBERS HUBBARD KENNADY, MAYOR PRO-TEM SWIKI ANDERSON DICK BIRDWELL STEVE ESMOND DAVID HICKSON LARRY MARIOTT CITY ADMINISTRATION: CITY MANAGER GEORGE K. NOE ASSISTANT CITY MANAGER THOMAS E. BRYMER DIRECTOR OF PUBLIC UTILITIES JOHN C. WOODY POLICE CHIEF EDGAR R. FELDMAN FIRE CHIEF DAVID GIORDANO INTERIM DIRECTOR OF FINANCAL SERVICES CHARLES CRYAN DIRECTOR OF PUBLIC WORKS MARK SMITH DIRECTOR OF PARKS AND RECREATION STEPHEN C. BEACHY DIRECTOR OF DEVELOPMENT SERVICES JIM CALLAWAY DIRECTOR OF ECONOMIC AND COMMUNITY DEVELOPMENT ELREY B. ASH DIRECTOR OF THE OFFICE OF TECHNOLOGY AND INFORMATION SERVICES LINDA S. PIWONKA DIRECTOR OF HUMAN RESOURCES KAREN N. PAVLINSKI CITY ATTORNEY HARVEY CARGILL CITY SECRETARY CONNIE L. HOOKS We're Committed Avirh To Excellence TABLE OF CONTENTS Page Transmittal Letter Executive Summary Executive Summary 1 City Organization Chart 17 Fiscal Year Comparison Summary 18 Graph of Net Operating Budget 19 Combined Fund Summary 20 Analysis of Tax Rate. 21 Analysis of Property Evaluations 22 Strategic Issues 23 Council Vision Statements 1. Transportation/Mobility 27 Service Levels and Performance Measures 29 2. Parks and Recreation Summary 33 Service Levels and Performance Measures 36 3. Health and Public Safety Summary 49 Service Levels and Performance Measures 54 4. Education/Information 87 Service Levels and Performance Measures 89 5. Quality Service Summary 93 Service Levels and Performance Measures 97 6. Cultural Arts Summary 127 Service Levels and Performance Measures 128 7. Employment and Prosperity 133 Service Levels and Performance Measures 136 8. Civic Pride Summary "`149 Service Levels and Performance Measures 151 TABLE OF CONTENTS Page Financial Summaries General Fund 159 Police Department 165 Fire Department 167 Public Works 169 Parks and Recreation 171 Library 173 Development Services 175 Economic and Community Development 177 • Office of Technology and Information Services 179 Financial Services 181 General Government 183 Public Utilities Department 185 • Electric 189 Water 192 Wastewater 196 Other Funds 203 • Utility Billing 203 Sanitation 207 Hotel/Motel Fund 215 Community Development Fund 219 Wolf Pen Creek TIF 223 Self Insurance Funds 225 Internal Services Funds 229 Debt Service Fund 237 Parking Enterprise Fund 245 Economic Development Fund 249 Brazos Valley Solid Waste Management Agency 253 TABLE OF CONTENTS Page Capital Improvement Projects 257 General Government Projects 260 Electric Projects 266 Water Projects 268 Wastewater Projects 270 Drainage Utility Projects 272 Appendices Budget Ordinances A-1 Service Level Adjustments List B_1 Personnel List C-1 • Historical Revenue Report D_1 Budget Provision Stated in Charter E-1 Fiscal and Budgetary Policy Statements F-1 Outside Agency Funding G-1 Miscellaneous Statistical Data H-1 1997-98 Budget Process I-1 Debt Service Schedules J-1 Glossary K-1 • w �eCo�itted 411/10A 41111k* �a�cellen�e presenting only a traditional fund accounting budget format. The budget also continues to provide service level and performance measure information, directing attention to performance and meeting citizen expectations. Staff is continuing to refine the measures in order to better reflect City Council priorities and meet the information needs of Council and citizens. The total FY 98 operating budget of approximately $89 million is an increase of approximately 5% over the FY 97 operating budget. The capital budget is approximately $25.4 million for FY 98. The capital budget is 12% higher than FY97 primarily due to the addition of the Northgate Parking Garage project, acceleration of the community athletic park land acquisition, and acceleration of the George Bush East (formerly Kyle) Street widening project. Any debt issued during FY 98 will be used to fund projects approved by Council in the capital budget. I took great pride in presenting the Council with a budget that allowed for a decrease in the ad valorem tax rate from the last year's rate of $0.4427 to the effective rate of $0.4318, a reduction of 2.46%. The City Council further reduced the tax rate by 1/4 cent to a rate of $0.4293 and at the same time added one additional police officer. The Council's changes were accomplished by a 1% reduction in all non-personnel expenditures in the General Fund. There are no other general fee or rate increases anticipated during the FY 97 budget process. The projected wastewater rate increase was avoided again for at least one year. All of the operating funds of the city meet or exceed the City Council's financial policies for fund balance or working capital. With the continued strong financial position of the Utility Funds, there may be an opportunity to consider a second rate reduction for electric customers as legal issues related to power transmission are resolved. As the Council saw in the Five Year Financial Forecast in June, the City's financial position is solid for the next several years. All funds are projected to meet the Council's policies even with increased costs resulting from state and federal mandates, local policy requirements and with completion of capital projects and new facilities being added to serve our citizens. However, the forecast does not suggest that significant additional resources will be available for expansion of existing programs or the addition of new programs. The FY 98 approved budget includes a number of new positions and programs that are consistent with Council priorities. They include the addition of 3 new police officers and a public safety officer in the Police Department, a coordinator for a new Teen Court, one additional full time employee in the Parks and Recreation Department to begin staffing for maintenance of the new athletic park to be completed during FY98, an additional driver in Sanitation, and three full time equivalents to be added to operate the Patricia Street parking lot in Northgate. Two positions have been upgraded from part-time or temporary to full time with benefits, the parking attendant in the code enforcement section of Fire and the Assistant Instruction Supervisor in Parks. Two additional full time positions were added during the FY 97 budget year, the municipal court judge and a police officer assigned to the Narcotics Taskforce is paid for through the Taskforce. The budget also called for the elimination of three vacant positions -- one in Development Services and one in the Office of Technology and Information Services and one in Wastewater. The FY 98 budget includes the cost of operating the new College Station Branch library which will open in the Spring of 1998. The additional cost includes additional personnel, books and operating costs for a partial year. Most of these costs are included in the library operating agreement between College Station and Bryan. The approved budget for FY 98 continues a policy of prudent, conservative financial management which meets the City's adopted financial policies. During deliberations on the budget, Council made decisions with regard to $2.3 million surplus available in the General Fund balance. The direction of the Council was to appropriate $300,000 for a Teen Center and the other $2 million is set aside for debt avoidance. The surplus was generated by $1.3 million from the GTE franchise settlement received at the end of FY96, and approximately $1 million from general fund savings and other increased revenues in FY97. Council also directed staff to appropriate $30,000 in the General Fund for drainage maintenance materials by eliminating or reducing other recommended service level adjustments rather than using Drainage Utility Funds for that purpose. SLA's eliminated or reduced in order to fund the drainage materials in the General Fund included: elimination of a package to provide bar coding of signs, $3,500; elimination of a package to provide for additional programming for the transportation planning model, $15,000; and reduction in the appropriation for a retail market strategy consultant, $11,500. The budget preparation process is an organization-wide effort involving many hours and many individuals. I appreciate the time and effort Council dedicated to providing direction to staff in the preparation of the Proposed Budget as well as the additional time and attention given to review and adoption of the budget. I would also like to express my appreciation to the department directors and all the staff members who participated in the preparation and review of the FY 98 Budget. Finally, I would like to express particular gratitude the staff of the Office of Management and Budget for their tireless and dedicated effort in putting together this plan for the coming year. Respe fully submitted, eo K.Noe City anager b � r CITY OF COLLEGE STATION 1997-98 BUDGET EXECUTIVE SUMMARY The City of College Station 1997-98 fiscal year (FY approved by the City Council. In order to more fully 98)budget document continues a focus that explain the effects of various decisions made by the represents the "visions" that the City Council has set City Council, a financial forecast is presented to the out to achieve. In order to reinforce this objective, City Council prior to the development of the next this budget document is presented by function or fiscal year budget. program as it serves one of the eight Visions The City organization is composed of various Statements for the Twenty-first Century established departments or general services. Several by the City Council rather than using a traditional departments are represented within more than one fund accounting structure. The organization allows fund, i.e., the Utilities Department encompasses the the reader to review changes in programs as they Electric, Water, and Wastewater Funds. Each relate to goals the City Council has set for the City. department consists of one or more divisions and The City Council also annually updates a set of each division may have one or more activity(cost) shorter term goals that are designated as Strategic centers. Routine budget controls are exercised within Issues. The Strategic Issues define specific goals of activity centers at the category level (groupings of two general types. First, those projects that may be accounting objects into items such as personnel, completed in one to three years. The other general supplies, maintenance, services, and capital). On an type provides for new on-going programs that may annual basis, the control is at the Department level in become a part of the city's business and included in the General Fund and the fund level for other funds. its annual budget. The third major section of the budget is the Budget Format Appendices which contains supplemental and The Vision Statement section of the budget is statistical information to meet specific charter prepared to give the reader a view of the various requirements and to help the reader better services provided by the City, indicators of understand the community. The Appendices include performance, and the City Council Vision Statement a detail of salaries and positions, the Financial and each service meets. Staff has made progress in Budget Policies and other schedules necessary for a developing and revising the performance comprehensive budget document. A shortened measurement information in order to make it more version of the budget called the Citizen's Budget is useful to the City Council and Citizens. prepared, excluding much of the Appendices and Following the Vision Statements is The Financial detailed financial summaries in order to make the Section. It provides a more traditional "fund document less bulky and more user friendly. accounting" view of the City's budget. It provides The budget is submitted to the City of College Station readers with fund summaries and department City Council about 45 days prior to the end of the summaries with prior year actuals, revised budget, fiscal year and copies are placed with the City year end estimate, base departmental requests, and Secretary and in the College Station branch Library total approved budget. The departmental summaries for citizen review. show views of costs by division and by category. The Budget Reductions/Cost Savings basis used for the fund summaries is modified accrual with a focus on effect on unobligated fund balance for As part of the continuing effort to reduce costs, each governmental fund types and effect on working year staff identifies additional reductions that are capital for enterprise fund types. The intent of the included in the approved FY 98 budget. Among the budget document is to provide decision makers a savings that have been achieved are 1) reductions view of the resources of the city and how each from the annual building maintenance appropriation, resource is utilized to accomplish the desires of the and 2) reductions of one position in Development Council, to demonstrate the city's near term Services providing total savings of approximately commitments and to meet the financial policies $26,300 annually. In addition, the city is saving approximately$58,400 annually by providing The survey focused on perceived service delivery by employees with the opportunity to "flex" (pre tax various areas of the city. The persons responding to income)for medical costs, medical insurance, and the survey overwhelmingly held a favorable view of child care. Employees save even more since the city services. A remarkable 92%of respondents said savings for the City is totally based on social security that overall they are either satisfied or very satisfied . and Medicare taxes. As has been a part of the with services provided by the City. One of the more budget process in the past, staff also removed remarkable results in the survey was how safe our approximately$1.9 million of one time expenditures citizens feel. On all but one of the questions asked • (expenditures for capital, special studies and other on this topic respondents felt either safe or very safe like items)included in the FY 97 budget before by more than 90%with several questions receiving preparing targets for the FY 98 budget. Given the almost 100%. As a comparison, in a recent Texas excellent financial condition of the City, Council statewide poll the results indicate that fewer than half approved a measure to reduce the proposed tax rate of respondents felt safe or very safe. of $0.4318 an addtional 0.25%. This resulted in an The questions on this survey were different from the approved tax rate of$0.4293. This was achieved by last two citywide surveys conducted by the city. The reducing all categories except salaries and benfits in focus was on satisfaction with existing services rather the General Fund by 1%. Approximately$90,000 than on whether there is a desire for additional resulted from this reduction. Exactly $45,000 was services. A number of key issues and the percentage • used to fund one Police Officer in the Uniform Patrol of responses by satisfied and dissatisfied follows. It . Division and the remainder was applied to the 0.25% should be noted that it is important to look at both reduction in the ad valorem tax rate. percentages. It may not be a problem if there is a The approved budget includes an ad valorem tax rate relatively low percentage of satisfied responses so • • below the effective tax rate of approximately long as the percentage of dissatisfied responses is $0.4293 per$100 valuation (down $0.0134 or also low. 3.1%down from the current tax rate of $0.4427) % % and anticipates continued implementation of the Wolf Item Satisfied Dissatisfied Pen Creek Tax Increment Financing district approved Condition of Streets 58.3 38.6 in 1988. During the 1995 bond election, the city Drainage Maintenance 68.6 19.9 informed the citizens that with the addition of the Residential Sanitation Svc 85.0 8.9 new library and the new parks, that operations and Electric Services 85.5 9.2 maintenance costs could increase tax rates by up to Zoning&;Planning Guides 50.1 15.4 $0.035 per $100 value, the city is absorbing those Youth Leisure Services 62.8 4.2 increases without that tax increase. There are no Adult Leisure Services 58.1 6.1 planned general increases in fees or charges in the Bicycle Lanes 56.7 24.2 budget. The City will postpone a projected increase Sidewalks 69.8 21.6 in wastewater rates for at least one year. Overall Perceptions 92.3 3.6 The policy adopted by the City Council earlier in Another area of the survey which shows very 1996 would have allowed the City Manager to propose a budget with a tax rate of 1.03 times the favorable results for the city is the section dealing effective rate or a maximum rate of $0.4447. This with how safe our citizens feel. As stated earlier, a higher rate would produce approximately $214,000 somewhat similar poll conducted across the State of more in General Fund.Revenues. Retaining the rate Texas found that only about one-half of all Texans of$0.4427 would have provided approximately feel safe. In college station, the vast majority of $196,000 more in General Fund Revenues. The residents feel safe, with the lowest response rate budget includes the additional operating and being 80%feeling safe at night walking in their maintenance costs associated with new facilities neighborhood. Those results are particularly without a tax increase. important in light of the statewide survey. One really bright Citizen Services Survey The city employed the Public Policy Research Institute to perform the annual citizen survey in 1997. The survey was conducted as a random sample telephone survey contacting 573 citizens. 2 % What's happening in College Station Now? Item Safe Unsafe College Station continues to grow. The pace of new Residence daytime 99.3 0.5 development increased in 1996 over 1995. New Residence night 97.0 2.7 construction permits is a key indicator of the health Neighborhood daytime 99.0 0.5 of an economy since construction tends to be one of Neighborhood night 80.8 16.6 the first indicators in an economic downturn. It also Car daytime 99.7 0.0 relates closely to increased property values for ad Shopping, etc. daytime 99.7 0.3 valorem tax purposes. New construction tends to Shopping, etc. night 93.4 5.5 provide a basis for increased value for existing construction. An area of concern raised in the survey is how well A number of other economic indicators continue to informed our citizens feel about issues coming before demonstrate a strong local economy. The local the City Council, and in general about the process of population continues to increase with the current governing. The survey suggests that the most estimated population of 60,840 and is estimated to effective tool we have is the use of the utility bill grow by approximately 1.1%annually. This occurs stuffers. Informing the public is often one of the despite the cap on enrollment at Texas A&M more difficult tasks facing the City. At council University, our largest local employer. For several direction, staff has changed some of the public years during the early 1990s, growth was due information procedures to attempt to improve this primarily to retail development. This occurred perception. In order to provide more information, making College Station a regional shopping center. staff has put the council agendas on the Internet site The last three years(94-96)development activity has and the City's public access channel. After each primarily been residential. council meeting, notes describing the actions taken at the council meeting are also published at each 1. Building Permits an Deve opment--Commercial location. Another approved change in the budget for construction is providing the most growth next year is to publish the council's agenda in the through the first six month of FY 97, in contrast newspaper before the council meeting. to recent years where residential construction provided the basis for local growth. New The survey included a number of questions regarding residential is well below the last two years at the recycling. This was done to improve our same time with 179 single family and 26 duplex understanding of the desires of our citizens for this and multifamily residential units permitted service. The table below indicates most of the through June, 1997, with estimated value of findings. Apparently a majority of our citizens approximately $19.7 million. During 1996, the • support the recycling program and three-fourths want City permitted construction with estimated value to increase the number of items to be recycled. One of approximately $79.4 million. The new of the service level adjustments included in the property value added to the ad valorem tax value approved budget will add the recycling of plastics to is approximately $81 million. Through June, the items that are recycled. A remarkably small 1997 the City has permitted approximately percentage of respondents(12.9%)are willing to $58.3 million of estimated new property. The eliminate recycling in order to reduce solid waste chart below collection and disposal costs. CITY OF COLLEGE STATION Item Yes No BUILDING PERMITS Use drop offs rather than oo _ : µ -s^ curbside to reduce cost 33.2 58.3 g eo , a:=;� x liw:^:Ir^f%^ ' , Reduce collection s ` - zs, so 1 frequency to reduce cost 43.3 46.4 x T ' ,` eI R E s Eliminate recycling to 0 till .VI I reduce cost 12.9 82.7 13 § i § Increase the number of materials to recycle 77.0 18.5 shows the dramatic year to year changes that have occurred in permitted construction value. Though the year to year changes are dramatic, even in the relatively down economic years of the 3 • mid 1980s there was some development activity levels achieved earlier in the 1990s. Sales tax in College Station. The permitted value for revenues are estimated to grow approximately 1997 is only through June and should produce 3.2%in FY 98 over the FY 97 year end • between $70 and $80 million in new property estimate. The estimate reflects real growth of values for the current year. just slightly more that the annual Consumer Price At the current time it appears that residential Index which is one indicator of inflation. Sales construction will be well below the levels of the taxes are the largest single revenue source for the . • last two years. Although total permitted City's General Fund, accounting for construction should be close to the level for 1995 approximately 42.8% and 1996, there is a moderating in growth. The CITY OF COLLEGE STATION level of construction is still well ahead of ANNUAL SALES TAX REVENUES projections and it is likely that residential ;" • r , o t„� - .e �: construction will likely be in the range of$30 to a- . .1, $40 million for the year. 15 oa `� ' 2. Unemployment Rate--Brazos County has a°= flEoao tlp maintained an unemployment rate of less than g $ s� 1 I 4%since 1990 and dipped below 3.0%for 1996 - S t v RI i I : , I I and remains there in 1997. The local economy " ` • 9 '•19 3 y 9' a% ,988 t390.�392 994> 99,96 i 998 tw, t /„ , . has among the lowest unemployment rates in the 5u,=p: ,i, .„c 41 u t, m. . ', state and the nation. The local economy also continues to add new jobs at a rate that helps to of total General Fund Revenues. The chart keep the unemployment rate low. above demonstrates the continuing rise in sales tax revenues experienced by the City of College • • 3. A-d_Valorem_Valuations--As may be seen in the Station and the anticipation that the trend will chart below, taxable ad valorem property values continue. in College Station stabilized in 1988 from decreases in the mid 1980's. Ad valorem tax 5• TQtaLutility revenues Utility revenues continue to values remained relatively level from the mid increase year to year despite a reduction in 1980's until 1991. Beginning with 1991 total electric rates resulting from the City's current • taxable assessment has risen from approximately purchase power contract. The city has $1.10 billion to approximately $1.82 billion. experienced fairly consistent customer growth The City has experienced a 65.5%increase in which has helped to keep sales growing year to • six years and 6.9% increase in the last year. The year. As the chart below indicates, the number • increase in ad valorem value is directly related to of customers has risen fairly steadily over the past new construction in the city. The trend of ten years while year to year changes in revenues increased values reflects an overall strong have been economic position locally. As taxable ad valorem CITY OF COLLEGE STATION value increases, particularly through growth, it UTILITY REVENUES &CUSTOMERS ' provides additional funding for both the General Fund and General Debt Service Fund of the City. CITY OF COLLEGE STATION 50 0.0 , ,•' F . 25.000 50.0.- �` "'"sr�Ycda�'�,','�'' � � .�< U37'OMERS ;ksv, � AD VALOREM TAX VALUATIONS i5� 1= 4 zz 20.000 40.0 _• EV • 10.0 :_. . s ``,,5, 0 --5.000 2.00 ..,._,,, .. A, 0.0 . se, _. 0 1.50^ , ix. t� i rn rn rn rn _ _ rn rn m �'s rn $ F Y BILLION' J •1 14 I ,1 i_ affected by purchased power costs, rate changes o.00 and weather conditions. The growth in customers 1988 1990 1992 1994 1996 1998 and sales contributes to the City's ability to • maintain stable rates and to provide needed 4. Sales T Revenues—The annual growth in resources for the City's General Fund. College Station's portion of sales taxes has Economic and fiscal indicators continue to slowed in the last two years. We are still demonstrate that the local economy has shown a experiencing some annual growth but not to the 4 moderate and sustainable growth rate rather than an created significant increases in costs. In recent economic boom that is likely to end in an economic years the Carter Creek Wastewater Treatment crash. Revenue growth, for the City, appears equal Plant underwent significant capital reconstruction to the costs of maintaining current service levels for to meet increasingly stringent regulations for the City. Staff continues to monitor various plant effluent and sludge. Other mandates that indicators of economic and fiscal health of the affect the cost of doing business relate to community. Monitoring is also done in order to additional access to City facilities for people with better respond to economic conditions that indicate a disabilities. Those regulations increase the cost weakness in the local economy. Any such weakness of all new construction and have caused the City could affect the fiscal health of the City. to retrofit to meet access requirements at certain facilities. Policies Affecting All Funds In addition to state and federal regulations, the A number of decisions that are included in this budget City of College Station has developed its own have a general effect on departmental costs in the energy and water conservation programs, and various funds. The following result from past Council solid waste recovery and recycling programs. decisions: The City has attempted to focus its conservation 1. Performance payplan--The City Council programs on increasing efficiencies so that reviewed and approved a modified pay for customers benefit from the results as the performance plan for FY 97. The FY 98 participants in the community owned utility approved budget includes a 3.0% increase for all systems. employees effective January 1, 1998. An The regulations on wastewater treatment and additional 0.5%is approved for merit increases solid waste disposal have tended to increase costs that will be available for high performers. The for those activities primarily due to increased total estimated amount available for increases in capital requirements. Included in the approved FY 98 is $601,096 to cover all salary and benefit capital and operating budgets are items to meet costs associated with any increases. current mandated requirements for Wastewater 2. InterfundEquity--During FY 93 the City Council treatment. Staff reviews operational changes adopted a policy designed to attain inter-fund and capital requirements of mandates. Where equity for services provided across fund lines and feasible, the City attempts to increase efficiencies where direct charges do not occur. This is an in order to reduce long term costs of mandated extension of the City Council's "cost of service" changes. policy. A part of this process is to have each 4. PrintLMail ansLCommunicationsInterral fund pay for the cost of services provided to that Services--The City has identified these two fund by people and resources in other funds. services as charges to user departments. The The general and administrative costs of the printing function of the City will be performed General Fund are now consistent with that much as it is in the private sector with user policy. The reorganization that occurred in FY depar tments charged fees for the full cost of 96 allowed the General Fund to absorb some of printing services. Communications will be the services formerly provided by the Electric charged to departments based on numbers of Fund and those costs are now allocated telephones, lines, radios and other support appropriately to all funds with the General Fund necessary to operate and maintain our more than taking on the bulk of the cost. The city is $3.1 million investment in communications continuing to identify services that may be systems. This change will decrease general and provided as internal service funds and a part of administrative costs (indirect costs) at the same the change in the approved budget is to time directly charging user departments. There is recognize additional costs for maintaining the some increase primarily resulting from the fact recently installed $2.5 million radio system and that the radio system was installed at the end of the $600,000 telephone system. FY 96 and early FY 97 and maintenance costs 3. Mandates--The City also operates under are just beginning to become the responsibility of mandates from both federal and state the City. It is anticipated that over time the governments. Among those which have had a departments should identify the most cost direct effect on College Station are regulations effective and efficient strategies for acquiring regarding solid waste disposal and wastewater these services. treatment. Both types of regulations have 5 Budgetary Management and Planning down from the current rate of $0.4427 per $100 In College Station valuation to the effective tax rate of $0.4293. All of the operating funds of the City are sound and except Next year's approved budget continues the strategy for unforeseeable conditions, there are no plans or • of not appropriating funds for anticipated vacancies. need for significant increases in fees, service charges This policy seemed to track actual conditions well in or taxes in the near future. FY 96 and appears to be the same in FY 97. Only • the Fire Department seems to have a problem The forecast also indicated that the long term outlook • meeting the anticipated target due to very low for the General Fund will not require tax rate or other turnover in the department. Staff has addressed the general fee increases in the next few years within the tendency to have lower turnover in the Fire limitations of the forecast. The General Fund will be department for FY 98. able to absorb approximately $350,000 in ongoing operating and maintenance costs as a result of capital The Budget staff evaluated current budgets prior to projects such as the new library, and parks and the developing targets for FY 98. A part of the analysis Business Center. The additional costs were indicated was to identify and reduce budget targets for all"one- to the citizens as potential increases to the ad time"types of expenditures included in current valorem tax rate of approximately 3.5 cents in 1995. budgets. This analysis provided reductions totaling approximately $1.9 million from departmental Positions in the Approved FY 98 Budget targets. As a service organization, personnel salaries and A detailed review of departmental submissions was benefits are the largest category of expense for a city. conducted to insure that requests were both complete College Station is similar to other cities in that and within the guidelines of the City Council and the respect. Personnel are also one of the primary City Manager. Items that were deemed to be in resources of the City of College Station. When the excess of the target budget were required to be cost of purchased power is excluded, personnel • submitted and reviewed as Service Level Adjustments expenditures account for approximately 58.6%of (SLA's). The SLA's were ranked by the City total city operating and maintenance expenditures. • Manager, Assistant City Manager, and the Budget As the chart below shows, the number of city Director. The City Manager reviewed the SLA list employees remained relatively constant from FY 89 with affected department directors and finalized the through FY 92 as a result of an economic slowdown list proposed to the City Council. SLA's were added in the mid-1980's. Staff increases beginning in FY to the budget based on four basic criteria: a) 93 resulted primarily from increased economic mandates due to federal or state statutes or activity and resulting increasing needs for services by regulations, contractual agreements, local policies, a population that increased by an estimated 14.6% and capital projects;b) items directly addressing one from 52,456 to 60,800 since 1990. There is a net or more of the City Council's Strategic Issues, c) increase of seven full time positions in the City. items needed to continue or enhance the ability of There are four(4)new positions in the Police the City to fulfill one or more of the City Council's Department, three patrol officers and a public safety, • Vision Statements, and d)other items of general officer, one new position in Parks and Recreation for • value to the city either as replacements or added a groundsworker due to the completion of the efficiencies or improved services. Wayne Smith Park Complex and the addition of other facilities through capital projects, a Teen Court t ' Financial Forecast .Coordinator in Finance, an additional commercial • Staff presented a budget forecast to the City Council sanitation driver due to growth in the number of j. t in June, 1997. The forecast provided an economic foundation for the budget and is a planning tool for • • • both staff and Council. The forecast is used to • indicate the results of decisions made by the City Council over a number of years. This year's forecast continued to show the results of decisions to add facilities through capital projects approved by voters and maintaining current services. The forecast indicated that a planned Wastewater rate increase may be postponed for at least one year. The forecast • indicated that the effective ad valorem tax rate could be used to fund anticipated changes in costs for FY 98. As has been discussed earlier, the tax rate will go 6 CITY OF COLLEGE STATION Net Operating Budget Change POSITIONS IN BUDGET The previous table indicates that the City's approved 8001,. net operating and maintenance expenditures for FY ;, 98 are anticipated to be $89,292,113 which is an soo., o ;� - y,= k increase of 5.1%over FY 97. The Capital Budget is 400_' i. 1 t • - !yj $25,497,302 which is 12.0%over the current i_ f _ capital budget. The total budget increases to $114.7 1 x 3 i 6.5% 200„ A � _ ��. million is above the current years budget. The o 3 r:_= _ i A - % overall increase is primarily due to increases in capital 89 90 91 92 93 94 95 96 97 98 spending which tends to have significant year to year changes. Some capital projects included in the FY t i 98 budget are continued from FY 97. Each fund will businesses in the city, and one full time employee and be discussed in detail in the Financial section of this two full time equivalents to operate the parking lot .I.2--budget. under construction in Northgate and to be funded Capital Improvement Projects from parking revenues. There is also a reduction of _,. g one position in Development services as a result of In March 1995, the citizens approved a $22.5 -reorganization. The Engineering Division of the million capital improvement program for general Development Services Department has re-organized government. The information provided the citizens in an effort to provide services more effectively. Nine suggested that the City would issue the debt so as to poistions have moved from Development Services to retain the existing debt service tax rate or its effective Public Works. These positions will be located in the equivalent. The current plan is to issue the voter Engineering/Capital Projects Division in the Public approved debt over five years in order to construct all Works Department. The two remaing engineering of the projects included in the bond authorization and positions in Development Services will be in located to meet the goal of maintaining the debt service ad in the Engineering/Development Division in the valorem tax at $0.2825/$100 valuation. For FY 98 Development Services Department: During FY 97 3/ the ad valorem rate has been reduced to $0.2777 the City Council approved moving the Municipal ;;> based on the debt requirement and the increase in Court judge to full-time status and the addition of a taxable property values in the City of College Station. police officer for the narcotics taskforce. The city has issued $10.0 million of the bonds City of College Station authorized in 1995. It is anticipated that we will Net Budget Expenditure Comparison issue an additional $6.2 million during FY 98. FY 97 FY 98 Percent Among the projects scheduled to begin in FY 98 are Eun�d IFY 97 Iisrs]get PerceChannt the Anderson Street Rehabilitation, Graham Road General $22,548,443 $24,088,853 6.8% Upgrade, purchase of the Kyle Street right of way Combined and beginning of design, and the purchase of land for Utilities 49,577,473 51,611,298 4.1% an additional community park. Sanitation 3,369,856 3,761,728 11.6% Projects that should complete during FY 98 are the General reconstruction of Southwest Parkway, the College Debt Srvc. 4,926,034 5,124,376 4.0% g Hotel/Motel 1,517,534 1,531,118 0.9% Station Library, the Wayne Smith community park, Parking Fund 0 65,047 N/A and drainage enhancements in the Bee Creek Comm. Dev. 3,051,297 3,109,693 11.9% drainage basin. The College Station library, Wayne • Subtotal O&M Smith Park and other parks projects, and the Expenditures $ 84,990,637 $ 89,292,113 5.1% business park have direct operating and maintenance Wolf Pen TIF $ 138,500 $ 158,000 14.1% (O&M) costs that will impact the City's O&M budget Cap. Imp. Proj. in FY 98. It is anticipated that the drainage projects Gen. Govt. 14,625,000 10,539,300 -27.9% and street reconstruction projects will actually reduce Convention Center 0 2,000,000 N/A annual O&M costs as the projects are completed. College Main Prkg 0 3,000,000 N/A Utilities 8,009,360 9,800,002 22.5% Existing City Council policies allow the City to ' Subtotal Cap. continue to utilize other types of debt instruments for Expenditures $ 22,765,860 $ 25,497,309 12.0% items such as computers and the College Station .. Total $107.756,497 $114.789,415 6.5% Business Park. Alternative debt instruments are planned for authorized uses and the debt service for those issues is included in the analysis of the 7 appropriate debt service funds. The City has the capacity to continue to issue all authorized general obligation debt without increasing the ad valorem tax rate. Anticipated major technology projects include the purchase and installation of a mobile data system for the Police and Fire Departments, estimated to cost approximately$720,000. Utility projects planned for the next year include continued underground conversion of electric service along major thoroughfares and construction of a Customer Services Center. In FY 96 the Electric Utility began a practice of using revenues and current unobligated resources to pay for certain capital projects. This practice will help to reduce future debt requirements and to provide a more stable basis for future rate payers. The anticipated Customer Services Center will increase annual operating and maintenance costs to the City for the additional space and will impact the General Fund indirectly as general government services take over space occupied currently by Utility Customer Services. City Council Strategic Issues • • The City Council takes time each year to identify ` . issues that are important to each council member. The practice is then to prioritize those issues based on ranking by each of the council members to provide a set of "Strategic Issues" for staff to address during the upcoming budget year. The Strategic Issues are an integral part of the budget process. This year the council delayed the process until after • new council members were elected in order to provide an opportunity for new council members to have greater input into the budget process. A review of the approved budget indicates that there is approximately $17.5 million in resources directly • related to fulfilling one or more of the Council's top 20 Strategic Issues for FY 98. A more detailed review of the Council's Strategic Issues is included behind the Strategic Issues tab in this budget. • • Budget Overview The discussion below focuses on the various city departments and functions provided by each department. It is intended to discuss the changes that are proposed and to identify the basic functions of the various city departments. A number of departments have functions that cross both the Visions Statements and among the various funds of the city. The overlaps between departments, funds and Vision Statements will be noted for the reader. The Departmental totals represent the operating portion of the budget. Police Department $6,320,628 ladder/quint truck with at least 3 trained firefighters The Police department provides a number of services per vehicle; 2) emergency medical response with two that help make the community safe. Among the front line ambulances staffed with two Emergency services provided are 1) police patrol with certified Medical Technicians; 3) fire prevention services are police officers who are equipped with police vehicles provided by both the firefighters and a fire prevention and all necessary equipment, and assigned to specific specialist who inspects commercial buildings for fire areas of the city; 2) criminal investigation which safety and provides fire prevention training at local investigates reported crimes, 3) school resource schools and other functions; 4) hazardous materials officers and other specialized community and response using volunteers within the department and enforcement activities; 4)animal control; 5) jail and a trailer that will be outfitted with specialized communications providing support for officers on the equipment to respond to possible hazardous material street and short term detention facilities which incidents; 5)the addition of Code Enforcement reduces the processing time of arrests. The Police Action Center to provide a coordinated and active Department approved budget of $6,320,628 program; and 6)the additional responsibility of includes service level adjustments totaling $316,694 monitoring and managing the Patricia Street Parking and will provide 3 additional police officers and lot, a function that falls under the Parking Revenue equipment, $165,051; and one public safety officer Fund and is an SLA for FY 98, $63,047 over the and equipment, $61,424. The additional personnel departments General Fund Budget. will allow the department to increase the patrol availability of the police officers and reduce the The Fire Department's budget request primarily percentage of time officers are actually responding to maintains the current service level. The additions are calls. The Department anticipates installing mobile an expansion of parking enforcement to a full time personal computers during FY 98 to enhance patrol position in the Code Enforcement Area, $6,090. and traffic control functions providing better and Also included as service level adjustments are quicker access to criminal activity information and replacement EMS equipment, $13,340; hydraulic may get a major portion of the equipment and rescue equipment, $19,998; increased clothing installation from a federal grant. replacement costs as a result of upgraded national standards, $4,950; increased cost of continuing to Other additions to the Police Department budget are provide vaccination and titer testing, $1,980; and 3 equipment to assist in public safety and criminal new masks and airpacks, $4,816. investigation, $37,477 primarily through a grant; additional audio video equipment for patrol vehicles, $21,285; a battery analyzer, $2,475; an awning for Public Works $7,920,868 the evidence impound area, $14,652; and additional The Department of Public Works includes the equipment and furnishings for the records room, divisions of Streets Maintenance, Drainage $6,276. Maintenance, Sanitation, Heet Services, Traffic Control, and Engineering. Street and Traffic Control are all in the General Fund and are included in the Fire Department $4,384,519 Vision Statement on Transportation Mobility. The Fire Department provides services that are Sanitation Services are provided as an enterprise important to the community and with an automatic fund and along with Drainage Maintenance (General aid agreement to our neighbors in Bryan and rural Fund)are included under the Vision Statement 3, Health and Public Safety. Fleet Services is included areas around College Station. The basic services of the Fire Department are 1)fire response with three as an internal service fund with charges to all of the front line pumper trucks and one front line operations of the City for their services and is included under Vision Statement 5, Quality Service. 9 • The Public Works Department has approximately is a community center that provides positive drug free $466,000 in approved SLAs for FY 98. The bulk of programming, and also serves as a satellite center for • the new request is in Sanitation Collection: an social services. Parks Operations are provided as well additional Front Load vehicle and driver for the to maintain the park facilities through regular Commercial Collections, $254,864; expansion of mowing, ballfield maintenance and support for other the materials to be recycled by adding plastics, park activities. $19,080; and purchase of additional roll-off containers, $15,000. The General Fund portion of PARD operates and maintains the city cemetery. the Public Works budget includes additions of new Horticulture and landscaping services are also mowing equipment that will increase productivity in provided to the park facilities and to other city the Drainage Division, $73,045; a drainage system facilities to ensure they are not only properly inventory, $5,000; in the Traffic and Traffic Signals maintained but are aesthetically pleasing. . divisions include increased operations costs for traffic signals, $2,970; a vehicle upgrade for a more In FY 98 the Parks and Recreation Department will adequate vehicle for the job, $10,013; a post driver continue these activities, as well as increase athletic for installing traffic signs, $2,475; additional funding and recreation activities and to privatize its for annual maintenance on pavement markings, concessions activities. Privatization of concessions is $9,900; The purchase of 3 laptop field computers, anticipated to save almost$56,000 in FY98 while $3,861; and funding for traffic calming devices, continuing to provide concession services. Other $19,800. The other addition is in Facilities Service Level Adjustments netting at $124,560 have Maintenance for increased janitorial service costs, been included to meet increasing demands for service $4,253. The approved budget includes $29,700 in and to meet increased operations and maintenance the Drainage Division that will be used for materials expenses related to facilities added through ' . for drainage maintenance. The Engineering/Capital completing capital projects. The recommended SLAs • Projects Division has moved into Public Works include the following: O&M at the completed Wayne through re-organization. This division was located in Smith Athletic complex, $66,427 including the the Development Services Department until they re- addition of 1 FTE , materials, utilities and equipment organized for FY 98. This division is also responsible to support the facility; the Library facility will require for the administration of the City's capital additional utility, material and contractual services for improvement plan. This includes the building of grounds maintenance, $13,068; addition of two out projects approved as part of bond elections such as front mowers to increase efficiency, $20,592; streets, fire stations, libraries, and others; as well as printing costs of an oral history book, reimbursed capital projects for the public utilities such as electric, from hotel/motel funds, $14,850; engineering and water, and wastewater projects. An SLA for$3,861 design for repairs to the Adamson Lagoon, $39,600; will fund mobile computers for field work by the operating and replacement for the additional van engineering staff. approved for Lincoln Center through CDBG, $5,040; upgrade of an existing van at Lincoln Center Parks and Recreation to a 15 passenger, $6,713; replacement of a Department $4,306,346 portable stage that is used throughout the city for The Parks and Recreation Department(PARD)is special events, $7,969. included under Vision Statement 2, Parks and Recreation. The department is responsible for the Development Services $1,417,093 park facilities and recreational programs in College Development services is included with the Civic Pride • Station. A number of the programs of the Vision Statement. The Development Services department are funded from the Hotel/Motel Fund Department administers all new development and through transfers to cover the cost of appropriate redevelopment within the City. The Development activities. Among the services provided are athletic, process includes the engineering, planning and recreation, and instruction programs for youth and building inspection and permitting functions as well as adults in activities including softball, swimming, and the development coordination activity. Also included tennis. Also provided are programs and special in the development process are other areas including • events at the Wolf Pen Creek Amphitheater and the Fire Department and Public Utilities. Included in other park locations throughout the City. PARD the MIS budget request is $59,000 for development operates a number of special facilities including 3 city process management software, carried forward from owned swimming pools and the CSISD Natatorium. FY 97. This software will improve the way • The Conference Center is operated to provide development projects are processed and tracked meeting space for organizations. The Lincoln Center 10 resulting in better service to developers and others Office of Technology and involved in the process. Information Services $4,141,243 This department has a number of parts that cross a Development Services works to ensure that the number of funds and Council Vision Statements. zoning, subdivision, drainage and other ordinances Included under the umbrella of this department are are complied with. This ensures the community Management and Geographic Information activities, develops in a manner consistent with the policies Print/Mail(which is included next year as an internal established by the City Council. A service level service fund), Communications Services (also included • adjustment of $13,860 is included for the third year in an internal service fund and is responsible for funding continuing the entryway banner project. The maintenance and operations of radios and related Development Services Department has re- equipment as well as land communication links), organized for FY 98. In an effort to provide services Utility Billing(a separate internal service fund), and more effectively, nine positions have moved to the Library Services(which is a contract operation with Public Works Department. They will be located in the City of Bryan). All of the OTIS functions are the Engineering/Captial Projects Division. The two included in the Quality Service Vision Statement with remaining positions will be located in the the exception of Library with is included under Development Services Department under the Education/Information. Engineering/Development Department. The Engineering Division in Public Works will focus on Approved additions for FY 98 total $639,831. A captiatal projects and the Development Services large portion of the increase is due to the O&M costs Division will focus on plan review and construction related to operating the new and expanded library inspection. that is approximately three times the size of the current facility, $197,289; another large portion of Development services has reduced its staff by one increase relates to the preparing existing hardware position saving approximately $25,000 as a result of and software for deficiencies with capability to deal a reorganization of responsibilities within the office. with the year 2000, a major design flaw in virtually all existing technology; $91,100; upgrading of Economic and Community network hardware and software to handle ever Development Department $619,030 increasing demands and improved system reliability, The Economic and Community Development $113,178; purchase of high resolution satellite Department(ECD) is included under the photographs to update GIS data, $5,445; an Employment/Prosperity Vision Statement. The upgrade to a replacement pick up to an extended Department has two main activities: 1)to coordinate cab, $1,600; a maintenance agreement on the efforts to promote new commercial and industrial Automated Voice Response System, $10,000; economic development and to assist in retaining additional connectivity to make it easier for citizens to businesses currently located in College Station, and 2) do business with the city over the internet, $90,250; to coordinate the Community Development Block additional funding for replacement parts for the 800 Grant program of the city along with associated MHz radio system and the telephone system, grants and housing projects. With the completion of $41,960; and removal of the old radio tower, the Business Center during FY 97, interest in College $30,000. Station has increased. A substantial portion of the Business Center is committed to firms wishing to Fiscal Services Department $1,588,966 locate in our community. The Finance Department provides Accounting, The department has $68,263 in SLAs approved for Purchasing, and Risk Management, Investments and FY98. They primarily relate to projects than Financial Planning services for the rest of the City. It completed in FY 97 or will completekin FY 98, also oversees the operations of the Municipal Court. Business Center grounds and facility maintenance, $36,531; Patricia Street improvements, $12,953; The Accounting and Purchasing activities work and funding to develop a retail marketing strategy. closely together to ensure that purchases are made The community development activity oversees a and recorded properly following standard policies and grant funded budget of approximately $3 million. procedures to safeguard the city's financial well being. The Risk Management function seeks to ensure that the City's exposure to physical and financial losses are minimized. This is done through a number of programs that address worker safety and reduce employee or city accidents. The Municipal 11 Court collects the fines and fees assessed by the Public Utilities Department $29,394,734 Municipal Court Judge. The Financial Services Public Utilities is the largest department in the City Department has only one SLA for FY98, a teen both in personnel employed and total O&M court administrator to establish and operate a teen expenditures. It is comprised of three services: court in addition to the normal municipal court Electric, Water, and Waste Water. Each is in a activities, $48,737. separate fund and each is operated as an enterprise with service fees covering the cost of providing General Government $1,757,761 services. Each service has its own unique Several administrative activities are included in the characteristics and challenges. General Government Department and are described below. Most of the activities of General Government The Electric Department is responsible for providing are categorized under Vision Statement 5, Quality reliable electric service to the citizens, businesses, and • Service. institutions in College Station at a reasonable cost. Reliable low cost electric service is critical to the The Mayor/Council activity is accounted for in this ability of the City to attract new industry and department. The City Secretary's Office is employment. responsible for elections, records management, City The approved Electric O&M budget includes SLAs Council support and other activities. The City totaling $125,363. The approved SLAs are for Manager's Office is responsible for the day to day testing and safety related equipment, $8,000; a operations of the City, and for providing replacement portable model for training of school • • recommendations on current and future issues to the children on electrical safety, $10,000; contact • City Council. Another key support area for the resistance tester for use at substations, $3,800; service providers in the organization is the Legal replacement of meter testing equipment to improve Office. The Legal Office provides legal services and efficiency, $70,000; replacement of three recording support to the City Council and the City staff. meters that are used in analyzing and solving customer complaints, $15,000; and replacement of a • The Human Resources area is responsible for helping ten year old uninterruptable power supply unit, • hire and retain the most suitable candidates for jobs. $14,300. • Human Resources provides training activities, and administers the compensation and benefits program in the City. The Office of Management and Budget Water operations and maintenance is included with prepares, monitors and reviews the annual budget. Vision Statement 3, Health and Public Safety. This The office is also responsible for providing service is intended to provide a reliable supply of management and organization review services to the potable water, meeting all applicable state and federal organization. standards. A safe water supply is a necessity in a community of any size. The Water service budget The Public Relations and Marketing division is includes $322,685 in approved SLAs. There are a included under Vision Statement 4, number of recommended SLAs: replacement motor • Education/Information. another part of the provision bearings on the #2 service pump, $9,000; of information services in College Station. The replacement of cooling tower fins, $20,000; services provided are timely, factual, and purchase of GPS receiver for locating lines, understandable information to College Station manholes, and other physical portions of the system citizens and to the news media. Press releases and for more accurate mapping and future identification, news are examples of ways information about the $12,834; upgrade of 1/2 ton pick up to 1 ton utility • City are provided to the community. The division truck with crane, this will reduce the need to hire also coordinated the City's "Home Page" on the outside equipment to do much of the maintenance on internet. Allowing people to get information about high capacity motors and other heavy equipment, and to communicate with the City. The FY 98 $19,240; funding for maintenance around water budget includes two SLAs: a) additional funding to facilities formerly performed by water operators, staff advertise the City Council agenda in the local reductions have reduced the time available for newspaper, $3,069; and b)an appropriation, performing these tasks, $15,000; and maintenance $11,880, to allow for the video taping and and painting on Texas Avenue Water Tower, • broadcasting of City Council meetings. $115,000. In addition, $130,000 has been approved to fund a joint water study with the City of Bryan 12 Since just before the beginning of the 20th century, General Debt Service Fund the need for effective sanitary sewer collection and treatment has been recognized as a means of The General Debt Service Fund is used to account for controlling certain diseases for people in urban ad valorem taxes collected to pay for authorized settings. Over the last several decades the standards general government debt. The debt service portion have continued to increase for this vital health related of the ad valorem tax rate will decrease from the function. The recently completed upgrades to the current rate of $0.2825 cents per$100 valuation to Carter Creek Wastewater Treatment Plant were $0.2777. That rate will produce approximately directly related to those changing standards and $5,043,000. That amount is sufficient to cover the • growth. debt service requirement for FY 98. The current tax rate is projected to be sufficient to allow the City to The Waste Water O&M budget includes SLAs issue the 1995 authorization of $22.5 million in totaling $90,877 for FY 98. The approved SLAs general obligation bonds over a five year period. will replace the remaining six sets of control panels for blowers at the Carter Creek Waste Water Projected revenues for the fund are $5,297,514 and Treatment Plant to provide better information for projected expenditures are $5,124,376. The ending SCADA and reduce equipment failures, $54,000; fund balance is projected to be sufficient to meet grounds maintenance at treatment plant due to council policies. staffing reductions and completion of Construction at the Carter Creek WWTP, $17,000; and replacement Economic Development Fund of omni-eye camera used for doing remote inspections in Waste Water lines, $17,500. The City created an Economic Development Fund to account for resources and expenditures directed at Brazos Valley Solid Waste providing incentives for businesses and industries to Management Agency $1,927,484 locate in the College Station/Bryan area. All The Brazos Valley Solid Waste Management Agency resources set aside for these purposes will be (BVSWMA) is a cooperative arrangement between transferred into this fund and will remain in the fund the City's of College Station and Bryan to provide until expended for the intended purpose. The City solid waste disposal service. The agency is has a number of potential and real prospects responsible for managing the landfill, developing and indicating a desire to locate in the Business Center. implementing alternative disposal programs for waste Resources in this fund will allow the City to meet its that cannot be placed into the current landfill site, obligations to those and future prospects within the and providing for the long-term disposal needs of the limits of the funds available. The City has one two cities and other customers of the agency. The prospect, UCS, that is in the process of finalizing an BVSWMA is not included in the overall City budget agreement for land at the Business Center. summary. SLAs included in the approved budget total $488,258 and will provide for equipment and Hotel/Motel Tax Fund tool replacement, a backhoe, a seeder/blower, beginning of final cover for certain sections of the The City receives a tax of 7%of room rental fees landfill, a perimeter road, household hazardous waste from persons staying in one of the hotels or motels collection events, littler education, and master within the City. The City's use of the taxes received composter training. is limited by state statutes to support of tourism and has a number of allowable uses specified in the law. Other Funds and Capital The tax is used by the City to support the Convention and Visitors Bureau, to pay for The City uses a number of other funds to account for operations of the City's conference center, support various types of activities and programs that do not activities in the Wolf Pen Creek Amphitheater, the strictly fall under one of the operating departments. Arts Council of Brazos Valley, support of certain These funds and the capital project budgets as parks activities, and advertising for the George Bush approved for FY 98 are described below. Presidential Library. The total anticipated revenues are $1.7 million and anticipated expenditures are $1.5 million. 13 Community Development Fund primary health care, worker's compensation, unemployment, and property casualty needs. The The Community Development Fund is used to City carries only stop loss and catastrophic loss account for the grants received by the city such as the insurance as a hedge against potential major losses. Community Development Block Grant, HOME and The City establishes charges that are levied to each of HOPE grants and other grants related to providing the operating departments to pay for program assistance to low and moderate income persons and administration and to cover the stop loss and • families. The estimated revenues for FY 98 are $3.1 reinsurance policies. The charges are computed million and expenditures are planned for housing annually to assure that charges are in line with assistance, rental rehabilitation, homebuyers current costs and that each functioning unit is assistance, affordable housing and the like. charged appropriately. Revenues of the Self Insurance Fund come from charges to the various Fleet Replacement/Internal Services Fund operating departments for employee health The City has a fund that serves to accumulate insurance, currently charged at$200 per month per resources for the replacement of vehicles and large full time employee. An additional $200 per month is motorized equipment, the telephone and radio paid by the employee for full spouse and child systems, and is now used to provide replacement dependent coverage or prior employee who is assets for the existing major technological covered by COBRA, a federally mandated insurance infrastructure. Major expenditures other than those program. A reduced fee is applied for spouse only or for Fleet Services, Communications and Print/Mail child only coverage. services are for equipment replacement and total $1.15 million and for the Police Department mobile Property casualty charges to departments are based data system, $300,000. on a number of factors including number and types of equipment used by the department, space occupied Thoroughfare Rehabilitation Fund in a city facility, number of employees, budget, and other relevant criteria. Workers' compensation is This fund was established to account for major based upon a standard set of workers compensation • thoroughfare projects. In 1996, the City Council rates provided by our plan administrator and adjusted approved the use of this fund and established by an experience modifier. Unemployment • funding. The revenues in this fund are provided by insurance rates are based on standard rates charged • an annual transfer of$200,000 from the General departments against salary paid and modified to meet Fund. Interest from investments also accounts for a the needs of the program on an annual basis. small portion of total revenues. Approximately • $600,000 has been transferred since the funds' The revenues of the fund are estimated to be inception in 1996. Currently, two projects have been $2,976,859 for FY 98 which is approximately the designated as major thoroughfare projects: George same as the FY 97 year end estimate. Expenditures Bush East and Welsh Street. Approximately are estimated to be $2,978,040 which is $600,000 has been approved for the George Bush approximately $41,000 more than the FY 97 year East widening project scheduled to begin in the year end estimate. The estimated fund balance is 2000. $55,000 has been approved for construction on Welsh Street. $1,282,185 should be sufficient to protect the city against potential losses up to the loss limits in its Self Insurance Fund various stop loss and catastrophic loss policies. Like the Equipment Replacement/Fleet Maintenance Fund, this fund has been a success for the City of The City combines four separate types of insurance College Station over the past several years. Good into one fund. This combination allows the City to safety programs and a healthy workforce have cross utilize resources to better manage costs and to allowed the City to stabilize its costs and to effectively • reduce the opportunity for major swings in rates for self insure against catastrophic losses. one type of insurance in order to meet potential liability problems. Capital Projects Funds The benefit received is that the combined funds The city has a number of capital projects types of provide a working capital balance that is sufficient to funds. General obligation bonds form the basic meet most potential liabilities without large annual resource for general government projects such as impacts on premiums charged to the various streets, parks, traffic, public facilities, drainage and departments. The City is self insured for all of its • 14 other such needs. However, the city has several other resources that may be used to supplement Three drainage projects scheduled for FY 98 are all those resources, and help to hold down the ad culvert and channel improvements on various areas valorem tax necessary to pay for general obligation of Bee Creek. Budgets for the projects total $1.3 bonds. In addition to the general government million and will be funded primarily by Drainage projects the city has bond funds for each of the Utility revenue. Additional funding will be available utilities operated by the city. Among the additional from GO bond sales in the amount of $462,000. resources are the Wolf Pen Creek Tax Increment Financing District, the Drainage Utility, and Parkland General Capital Project Summary • Dedication Funds. Each will provide resources that Streets Projects $2,936,954 will be used to complete a number of projects over Traffic Projects 380,000 the next 5 years. In addition to the current funding Sidewalks, Trails and Northgate 350,000 sources, the parking garage is planned as an Library 963,277 enterprise funded activity and the Convention Center Parks Capital Projects 1,700,000 will require an additional TIF and use of Hotel/Motel Wolf Pen Creek TIF District 156,500 funds to cover the debt service. Drainage Utility&GO 2,367,000 Convention Center 5,990,000 General Capital Projects Teen Center Development 300,000 The following is a brief summary of some of the key Streets Projects 2,000,000 general government projects scheduled for FY 98. College__Main_P_arkingGarage 6.8111,900 The new library is currently under construction and Total $23,953,731 will be completed in early 1998. The plan for the library is to expand services as well as to expand the Utility Capital Projects collection of books available for library patrons. The following is a brief summary of some of the utility capital projects scheduled for FY 98. Major Southwest Parkway and Anderson are scheduled for utility capital projects planned in FY98 include the thoroughfare reconstruction. Construction should continuation of conversion from overhead to begin on Southwest Parkway in early FY98 and will underground distribution along major thoroughfares, last most of the year. Design of the Anderson $3.9 million. New services and system extensions project will also begin early FY98. The City will are anticipated to cost $1.03 million as new begin purchasing land and designing the Kyle St. customers are added. The City is planning to widening and realignment in FY98. construct a new Customer Services Center, $2.3 million. Phase 2 of the Business Park will provide entry into the new section and will be completed in FY98. Water capital projects scheduled for FY98 include • $570,000 for distribution system additions and Construction of the Lincoln/Wayne Smith Little rehabilitation, and $1 million for expansion of service League Complex is scheduled to begin in the late to newly annexed areas on the west side of College . FY 97 and should be complete by Spring of 1998. Station along FM 2818 that are not currently The complex has a budget of $1.4 million and will serviced. include 3 little league fields, concession stands and parking lots. The Parks department will also begin Line extensions and rehabilitation projects totaling land acquisition of approximately 150 acres for a $915,000 are planned for the FY 98 wastewater regional athletic facility. Another project will make CIP budget. $500,000 is budgeted to provide improvements to fences, bleachers and other service to the west side area. Three new impact fee structures at Bee Creek and Central Parks. collection lines totaling $1.1 million are also scheduled for FY98. The wastewater CIP budget At the end of FY 97, the City had approximately also provides $450,000 to address odor control at $2.3 million in excess of the Council fund policy. the Carter Creek Treatment Plant. This was the result of a favorable opinion in the GTE • case along with higher than expected revenues and Utility Capital Project Summary lower than expected expenditures. The Council has Electric Projects $7,990,058 approved that $300,000 of this balance be Water Projects $1,995,000 programmed for a new a Teen Center with the Wastewater_Projects. 2S 000 remaining $2,000,000 programmed for debt Total $14,266,058 avoidance. 15 • We're Committed 14, To Excellence 16 CITY OF COLLEGE STATION CITIZENS OF COLLEGE STATION IMAYOR AND COUNCIL AT1%RNEY H SEA TARP I "- Al CITY MANAGER I ASSISTANT CTfY MnNAGFR 4 PUBLIC RELATIONSS AND MNC�fiN6 FIRE POLICE I I GFACIT I DEVFIOPF£Plf I SERVESAL I PARS. �RF TON SEDEVELOPMENT s I PUBLIC WORM PURIM UTILITIES I OFFICE CR S AND I ( RF_HUMAN S OPFIRASTDKS J ADMM`IfAStON I OR6AN4ATOCL Hl1 ECOMONIC I 1 ACCOUNTING RECREATION I ELECTRIC IMANAGEMENTTON INPORRA MANASERVICESNT H UNIFORMPATROL. CEVF2OPFEM PURCHASING PARITIES PLANNING t DRAINAGE I WATWATERI r GEOGRAPHIC H NTORMATION AND MAP aIMKV.TONS HS WASLEWAT R REM PARRS ENGIEERING yfl FEET COMON ON CRININI OEVEI.OPFEM ATSERVICES B 5 I II AL I FORESTRY ENERGAY IPRINT/MAILTRAFFIC I PRINT/MAQUARTERMASTER I COMFNDDN 1 _ICOLLECTION90LOWA E UTILITYIILILY AND AUTILITY 4S BUTCREAUU • SE IVVICE GOFMNNICATCNS/ ARTS COUNCL, I QJOINEIItIIRG I LIBRARY JNL 1 CAWITAL PROTECTS PREVFNDONI FACISIES SERVKF> I MAINTENANCE FPG0ATON I AND • SIIMCFS • • CITY OF COLLEGE STATION � n_ , FISCAL YEAR COMPARISON SUMMARY /V(• -/ NET OPERATING %CHANGE iY TOTAL SOURCES TOTAL USES TRANSFERS' &CAPITAL FROM PRIOR �/ FISCAL YEAR 1997-98 OF FUNDS OF FUNDS IN (0(:7) BUDGET FISCAL YEAR GENERAL FUND $ 29,993,649 $ 27,769,933 $ (3,681,080) $ 24,088,853 6.8% UTILITY FUNDS 50,825,712 51,611,298 0 51,611,298 4.1% SANITATION COLLECTION 5,795,348 3,761,728 0 3,761,728 11.6% • UTRIIY BILLING FUND 1,982,791 1,952,803 (1,952,803) 0 N/A ECONOMIC DEVELOPMENT 588,750 588,750 (588,750) 0 N/A INSURANCE FUND 4,260,225 2,978,040 (2,978,040) 0 N/A • DEBT SERVICE FUND 7,010,358 5,124,376 0 5,124,376 4.0% HOTEL/MOTEL TAX FUND 2,709,662 1,531,118 0 1,531,118 0.9% • • PARKING ENTERPRISE FUND 140,000 65,047 0 65,047 NA THOROUGHFARE REHAB 622,976 200,000 (200,000) 0 NA INTERNAL SERVICES 5,169,888 3,603,382 (3,603,382) 0 NA COMMUNITY DEVELOPMENT 3,109,693 3,109,693 0 3,109,693 1.9% SUB TOTAL OF O&M $ 112,209,052 $ 102,296,168 $(13,004,055) $ 89,292,113 5.1% UTR-CAP IMPROV PROJECTS $ 19,169,837 $ 17,177,060 $ (7,377,058) 9,800,002 22.5% GEN GOVT CAP IMPROV PROJ 14,956,765 10,864,300 (325,000) 10,539,300 -27.9% CONVENTION CENTER CIP 2,000,000 2,000,000 0 2,000,000 N/A COLLEGE MAIN PARKING CIP 3,000,000 3,000,000 0 3,000,000 N/A • WOLF PEN CREEK TIF 170,685 158,000 0 158,000 14.1% • SUB TOTAL OF CAPITAL $ 39,297,287 $ 33,199,360 $ (7,702,058) $ 25,497,302 12.0% • TOTALS $ 151,506,339 $ 135,495,528 $(20,706,113) $ 114,789,415 6.5% • NET OPERATING %CHANGE TOTAL SOURCES TOTAL USES TRANSFERS &CAPITAL FROM PRIOR FISCAL YEAR 1996-97 OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR GENERAL FUND $ 25,991,720 $ 26,355,717 $ (3,807,274) $ 22,548,443 5.2% UTILITY FUNDS 65,715,661 49,577,473 0 49,577,473 0.6% SOLID WASTE COLLECTION 4,847,463 3,369,856 0 3,369,856 -4.3% UTILITY BILLING FUND 2,002,955 1,974,557 (1,974,557) 0 NA • INSURANCE FUND 4,331,448 2,925,408 (2,925,408) 0 NA DEBT SERVICE FUND 6,202,470 5,076,034 (150,000) 4,926,034 -12.8% HOTEL/MOTEL TAX FUND 1,810,094 1,517,534 0 1,517,534 11.1% . • EQUIPMENT REPLACEMENT 3,708,807 1,867,284 (1,867,284) 0 NA • COMMUNITY DEVELOPMENT 3,092,000 3,051,297 0 3,051,297 11.8% SUB TOTAL OF O&M $ 117,702,618 $ 95,715,160 $(10,724,523) $ 84,990,637 1.2% UTR,CAP IMPROV PROJECTS $ 14,961,499 $ 13,618,940 $ (5,669,580) $ 8,002,360 -10.7% GEN GOVT CAP IMPROV PROD 15,706,409 14,775,000 (150,000) 14,625,000 39.7% WOLF PEN CREEK TIF 138,500 138,500 0 138,500 NA SUB TOTAL OF CAPITAL $ 30,806,408 $ 28,532,440 $ (5,819,580) $ 22,765,860 TOTALS $ 148,509,026 $ 124,247,600 $(16,544,103) $ 107,756,497 4.1% . NET OPERATING %CHANGE TOTAL SOURCES TOTAL USES TRANSFERS &CAPITAL FROM PRIOR FISCAL YEAR 1995-96 OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR GENERAL FUND $ 25,084,193 $ 24,312,694 $ (2,883,820) $ 21,428,874 4.8% UTILITY FUNDS 49,159,242 49,294,101 0 49,294,101 3.6% SOLI)WASTE COLLECTION 3,573,809 3,522,461 0 3,522,461 -1.5% UTRIIY BILLING FUND 1,596,700 1,817,448 (1,817,448) 0 NA INSURANCE FUND 3,857,853 2,836,680 (2,836,680) 0 NA DEBT SERVICE FUND 6,733,611 5,651,757 0 5,651,757 45.8% HOTEL/MOTEL TAX FUND 1,850,912 1,365,492 0 1,365,492 0.1% EQUIPMENT REPLACEMENT 4,276,330 3,602,752 (3,602,752) 0 NA COMMUNITY DEVELOPMENT 2,822,984 2,728,643 0 2,728,643 -22.5% SUB TOTAL OF O&M $ 98,955,634 $ 95,132,028 $(11,140,700) $ 83,991,328 4.5% • _ UTIL CAP IMPROV PROJECTS $ 17,499,601 $ 10,537,100 $ (1,580,000) $ 8,957,100 -48.896 GEN GOVT CAP IMPROV PROJ 18,586,029 10,669,000 (95,000) 10,574,000 42.5% SUB TOTAL OF CAPITAL $ 36,085,630 $ 21,206,100 $ (1,675,000) $ 19,531,100 TOTALS $ 135,041,264 $ 116,338,128 $(12,815,700) $ 103,522,428 -1.7% 18 • ;j CITY OF COLLEGE STATION NET OPERATING BUDGET GEN.GOV. CAPITAL $114,789,415 WOLF PEN CREEK TIE PROJ. 0% SANITATION 9% GENERAL FUND FUND COMM.DEVELOP.FUND 3% 3% 21% UTIL.CAPITAL DEBT SERVICE FUND PROJECTS 4% 9% CONVENTION C7'R.CIP u i bt 2% CAppx. • COLLEGE MAIN PARKING CIP :larwNi''q.f F1"fe73€+�s Mp i•,�,;. i; .... ; 3% r ' L PARKING FUND 0% I IOTEI.MOTEL,FUND 1% UTILITY FUNDS 45% 19 • CITY OF COLLEGE STATION ALL FUNDS SUMMARY • EXPENDITURE BY FUND REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM FUND FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • GENERAL FUND $ 24,348,846 $ 25,351,811 $ 25,214,976 $ 25,585,133 $ 26,865,172 5.97% PARKING ENTERPRISE FUND 0 0 0 0 63,047 N/A FI FCTRIC FUND 4,124,201 4,376,956 4,379,956 4,042,477 4,167,840 -4.78% WATER FUND 2,058,223 2,608,138 2,743,689 2,345,890 2,668,575 2.32% WASTEWATER FUND 2,378,075 2,548,112 2,618,236 2,454,890 2,545,767 -0.09% PURCHASED POWER 18,331,322 19,124,906 20,200,000 20,012,392 20,012,392 4.64% SANITATION FUND 2,462,625 2,623,789 2,623,789 2,636,509 2,926,634 11.54% UTILITY BILLING FUND 1,105,312 1,096,133 1,096,133 1,143,960 1,146,952 4.64% FLEET FUND 0 858,258 959,180 919,784 932,185 8.61% PRINT/MAIL FUND 0 0 0 155,544 155,700 N/A COMMUNICATIONS FUND 0 0 0 299,561 429,811 N/A COMBINED FUND TOTAL $ 54,808,604 $ 58,588,103 $ 59,835,959 $ 59,596,140 $ 61,914,075 5.68% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 22,600,950 $ 23,766,779 $ 24,018,994 $ 24,582,964 $ 24,837,285 4.50% SUPPLIES 1,430,563 1,901,200 2,050,118 2,150,990 2,257,994 18.77% MAINTENANCE 2,868,393 4,187,945 4,015,911 4,229,398 4,615,278 10.20% PROFESSIONAL SERVICES • 2,597,777 2,633,874 2,648,041 2,311,305 2,856,795 8.46% PURCHASED PROP.SERV. 2,657,540 2,688,347 2,693,501 2,731,154 2,852,641 6.11% OTHER PURCHASED SERV. 3,524,832 3,395,427 3,411,304 3,350,756 3,443,153 1.41% CAPITAL OUTLAY 797,227 889,625 798,090 227,181 1,038,537 16.74% ' PURCHASED POWER 18,331,322 19,124,906 20,200,000 20,012,392 20,012,392 4.64% COMBINED FUND TOTAL $ 54,808,604 $ 58,588,103 $ 59,835,959 $ 59,596,140 $ 61,914,075 5.68% • PERSONNEL SUMMARY BY FUND • REVISED BASE APPROVED %CHANGE IN • ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM . FUND FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 GENERAL FUND 475.5 491.0 488.5 476.5 483.5 -1.02% PARKING ENTERPRISE FUND 0.0 0.0 0.0 0.0 3.0 N/A FI FCTRIC FUND 64.5 54.5 53.5 53.5 107.0 100.00% WATER FUND 35.5 31.5 29.5 30.5 61.0 106.78% WASTEWATER FUND 41.0 41.0 38.0 36.0 72.0 89.47% SANITATION FUND 32.0 29.5 28.5 27.5 56.0 96.49% UTILITY BILLING FUND 31.0 30.5 29.5 29.5 59.0 N/A FLEET FUND 0.0 0.0 15.0 15.0 30.0 N/A PRINT/MAIL FUND 0.0 0.0 0.0 5.0 10.0 N/A • COMMUNICATIONS FUND 0.0 0.0 0.0 5.0 10.0 N/A • COMBINED FUND TOTAL 679.5 678.0 682.5 678.5 891.5 30.62% . • . 20 ANALYSIS OF TAX RATE FY97-98 FY97 FY98 Assessed Valuation of Real and Exempt Property $1,935,322,710 $2,065,133,267 (Based on 100%of Market Value) Less: Exempt Property $176,524,641 $183,981,642 Less: Agricultural Loss $27,582,620 $28,615,950 Less: Over 65 and Veterans Exemptions $29,012,741 $31,307,750 Less: House Bill 366 $80,602 $88,237 Less: Abatements $920,630 $1,091,630 Taxable Assessed Value $1,701,201,476 $1,820,048,058 Less TIF Captured Value $5,526,343 $12,889,738 O&M and Debt Service Portion $1,695,675,133 $1,807,158,320 Apply Tax Rate of.4293/$100 Valuation .4427/$100 .4293/$100 Total Tax Levy $7,506,754 $7,758,131 Estimate 99%Collection $7,394,153 $7,680,549 Tax Rate Per Percent Estimated $100 Valuation Of Levy Collections Debt Service 0.2777 64.7% $4,968,294 General Fund 0.1516 35.3% $2,712,255 21 • • • ANALYSIS OF PROPERTY VALUATIONS • TOTAL TOTAL • APPRAISAL MARKET EXEMPT TAXABLE YEAR VALUATION VALUE VALUE * 1988 1,160,147,843 38,535,922 1,121,611,921 1989 1,157,030,039 38,794,667 1,118,235,372 1990 1,244,411,436 142,931,914 ** 1,101,479,522 1991 1,282,692,121 156,080,118 1,126,612,003 1992 1,353,127,372 164,570,381 1,188,556,991 • 1993 1,446,692,180 177,229,893 1,269,462,287 • 1994 1,648,484,066 194,215,922 1,454,268,144 1995 1,814,639,141 203,017,772 1,611,621,369 • 1996 1,935,322,710 234,121,234 1,701,201,476 1997 2,065,133,267 245,085,209 1,820,048,058 * Assessed value is 100% of the estimated value. **The increase in the exempt value is due to an effort by the appraisal district to include • government entity property in the total market valuation. • • • COLLEGE STATION NET TAXABLE VALUE • • 2000- Viz•+,, .a;�v; .. .: L..:..:r1-"�'"i�.,,..,...;=^az;:�Y;.a::, b.G::�i,_.,:�,.. r-,y..:it � ...3;z„f. S'R,�,•'�.F.��"�:'k,'+•'u^�xx:Yr z;-: z,,�..; ..,� . ',.,; .+:<,,r.r-a..=..-::- ..:�Ftri.:��r•;.��-,.'?.'r`x�p?r»,::,;.;.,.::i,s:. ::Ze" ,'<:;'&,L:afi - t:fi`' ___ 1,800 - 3•t q ��, s .� �,�r;„�'Ct-�; rr.�._ ;i{>� �;f"�'ri'' ;L...�,�.,,- p.::�,..<:..:>'+; sj -t`y?. ,ss•�tY e:7T-a-.t'P.£°,�w,`_•C ':E.i sR,. 7Pr + '7�` 's,,.�.:: "'.S.sF":...r: r S a�'° " =�€',1t'�'.�8-'�.`� 4�'fvt;<:': u9;�'`.!�' i#.�,. ; 'Ya`'+1�*'..^= �-"",�s4•;iu.�::_.>�j `� ��' ':� y'`'` -=cz`.`iL'" 'tf::,fs':<``t=;''� i i_ R ;_ C 5[.�'i• ,: .'aPl;i_�`,jam;'., ass,_°�:- .v+, S.. 1,600-.'�i�:, �'ie"s'?;-�+�;�':,,.:H �r;'i,r;.�w.�� �tt �,, fi;�-:§+"xf==;r:�'-x;r�' `°'�=:�.�y'.<�:�„�'q,,.''_s. �s' 'x�r€v ' 'sS,f. - .:a'' 4:r4a �S°*g.:• ,,r 1 .r m 3" •. _.. 1,400- .,gh' X $:!I E�?,` ' 3-1 l 2 '` V ,',.a `V r r L.3-- : a Ua 3 "C,7y "#rr � .� 2 1,000 s 800 a3 r ass • 400 sa �,z fit' �, . �, ,£ a ' �. • 0 �• �. �,ACE. • • 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 • • 22 1997-1998 STRATEGIC ISSUES In June of 1997 the City Council While not every one of the top 20 compiled a list of strategic issues for strategic issues identifies a specific 1997-1998. These issues were expenditure, they are all being identified as priorities for the City addressed through policy formulation Council. A total of 38 issues were and other means. originally ranked by the City Council. Action plans were then created for This section of the budget lists the the top 20 strategic issues. The City issues and identifies the funds that are Council directed the staff to address approved to address them. A total of these top 20 issues. $17,571,236 has been included in the approved budget to directly Many of these issues have specific address the top 20 strategic issues. funds included in the approved budget that are intended to go toward implementing the action plan. As the approved budget was developed, these strategic issues played an important role in determining what funding recommendations were made. 23 • Approved Budget For 1997-1998 Strategic Issues FY 98 Approved Budget Explanation Strategic Issue Budget 1. Drainage Plan Implementation $2,342,000 • Drainage Utility Capital Projects. 2. Streamline Development Process $59,000 • Development Review Software. • 3. Total Quality Management- To Be Determined • Cost will depend on what type Accountability of TQM training is implemented. 4. Business Center Recruitment $1,500,000 • Capital budget for phase II of • Business Center. 5. Accessibility in/out of B-CS/Airport No costs identified • Staff time will be spent on this • Study issue. 6. CIP No costs budgeted • Staff time will be spent on this for FY 98 issue. 7. Drainage Maintenance $78,783 • $5,000 of funds to create a drainage facility database. • $73,783 for additional drainage maintenance equipment. 8. Wolf Pen Creek Drainage $156,500 • Silt study results will provide possible projects. • Hotel/Conference Center Project Approved for WPC (see issue#18) 9. Northgate Revitalization and $7,282,639 • $6.8 million for College Main Development Parking Garage • $475,000 for Patricia Street Promenade Project. 10. Street Maintenance No costs budgeted • Staff time will be spent on this for FY 98 issue. 24 Strategic Issue FY 98 Approved Budget Explanation Budget 11. Youth Center Services $122,624 • Approved new recreation youth activity budget. 12. Regional Water/Wastewater To Be Determined • Staff time will be spent on this Authority project, and costs will be identified. 13. Code Enforcement $6,090 • Funds for additional code enforcement are included in the approved budget. 14. Accessibility of City Services -West To Be Determined • Costs for this issue will be Side Water and Sewer determined as the best course of action to provide services is determined 15. Traffic Management Issues No identified costs • Staff time will be spent on this N/S Routes issue. 16. Communication With Citizens $15,100 • Funds included for Including Youth broadcasting City Council • meetings, and placing ads in the newspaper. 17. Professional Services Purchasing No Identified Costs • Staff time will be spent on this issue. 18. Strategy for Conference/Hotel $5,990,000 • Funds for a conference center Development have been included in this approved budget. 19. Joint Coordination Council -TAMU No Direct Costs • Staff time will be spent on this Identified project. 20. Marketing Strategy to Recruit and $18,500 • Funds for a retail marketing Develop Business-Retail -CS study are included in the Development Foundation approved budget. Total $17,571,236 25 • we�e�,otr►m�tted leo4414 11111 ��ellence ,co 26 1. TRANSPORTATION/MOBILITY $6,056,175 Citizens benefit from the ability to move into, out of, and within College Station in a safe and efficient manner. Transportation and Mobility are provided in College Station in a wide variety of ways. Many of these are provided by the City directly, while others are provided by agencies such as the Texas Department of Transportation. The City of College Station maintains all non-state roadways within the City. This includes maintenance of city streets to ensure they move traffic in a safe and efficient manner. Major street projects are funded through capital improvement projects. Transportation and mobility are also provided through the coordination and maintenance of the traffic signal system in the City. College Station also has a sidewalk and bike loop system. $6,056,175 has been approved in the FY 98 budget to address the Transportation/Mobility Vision Statement. Although not included in this Vision Statement, the City's Development Services department provides for transportation planning and engineering support for design and construction of transportation related projects. The Police Department plays an important role in transportation through traffic regulation enforcement and monitoring sites of frequently occurring accidents. APPROPRIATIONS - TRANSPORTATION/MOBILITY Sidewalk/Bike Streets CIP Division 8% 28% _, Traffic 4 9% Streets CIP Traffic 48% Signal CIP 7% Streets Division $1,739,719 determined using the Pavement Management The Street Division is in the Department of Public System. Works and strives to ensure the street system within the City of College Station is properly maintained. This is done through a number of Streets Maintenance Budget vs. programs including a street rehabilitation program Lane Miles Maintained to address the needs of streets before more expensive measures are needed. Streets coordinates with the Engineering Division in the 2,000,000:,y . ,; ._,. { 800 planning and development of major street capital 1,500,000 i 1,000,000 400 projects that involve rebuilding roadways that need 500,000 ' -- 200 upgrades. The recently completed citizen survey 0 i.. _ i ..,... 0 indicated that many citizens had concerns about 95 96 97 98 street issues in College Station. The City will be looking for ways to address these concerns. Budget stanaL n.Miles.. The Street Division also provides routine pothole patching, street sweeping, and other services. The The graph above illustrates growth in the number Street Division's approved budget for FY 98 is used of lane miles within the City and the street to continue to provide maintenance and care of maintenance expenditures. As is evident, city streets. The effectiveness of this service will be spending on street maintenance is relatively flat measured by determining whether 95%of the over the period covered by the chart as the number streets in the City have a grade of "C" or better, as of lane miles of streets has steadily increased. The 27 • up and down swings are due to projects anticipated Road. Also included in the budget is increased in FY 95 that actually were completed in FY 96. funds for pavement markings, $9,900, and $19,800 for traffic calming measures for FY 98. Traffic Signal CIP $380,000 Street Capital Projects $2,936,954 In FY 98, the addition of 3 traffic signals has been In FY 98 there are several significant street capital approved. The location of these signals will be projects that will be undertaken. These include the determined based on traffic studies during the year. • • completion of the South West Parkway Also included is $10,000 for school warning reconstruction from Texas Avenue to the Highway devices, $25,000 for miscellaneous projects that 6 Bypass. The Patricia Street project is scheduled may arise during the year, and $30,000 to begin • to be completed in FY 98 and has a FY 98 budget the funding of an emergency pre-emption system of $475,000. The Anderson Street rehabilitation for the traffic signal system. ° project is scheduled to begin construction in FY 98. This project has a FY 98 budget of $550,000. The Graham Road upgrade is scheduled to begin Sidewalks/Bike Loop CIP $486,159 with design and engineering activities budgeted for The City of College Station has worked over the FY 98 in the amount of $250,000. Oversize street years to ensure adequate transportation • participation is budgeted at $145,000 which is opportunities for pedestrians and bicyclists exist. used when the City requires the construction of a The City has an adopted sidewalk plan and bike street larger than needed to serve the area a loop plan. As new development occurs sidewalks developer plans to develop. The developer pays are an important aspect that must be considered. • for the cost of the streets used to serve the In FY 98 $150,000 has been approved in capital . subdivision while the City pays the additional cost projects for sidewalk construction. $180,000 has of the street used by a larger area or the City as a been approved for miscellaneous bike trails in the whole. $600,000 is also budgeted for the Kyle City. There is $136,159 in funding for the bike Street right of way acquisition project. loop in FY 98. In FY 96 the City Council approved the funding of Strategic Issues $200,000 a year for a street rehabilitation Three of the top 20 1997 Strategic Issues directly program designed to use current revenues to fund address the Transpiration/Mobility Vision major street rehabilitation projects as opposed to Statement. The first is issue #5, Accessibility issuing long term debt to fund these projects. This in/out of Bryan- College Station/Airport is the third year $200,000 will be budgeted in this Study. Efforts will be made to improve access to • fund. $60,000 from this fund is budgeted for a the area through any means available. Issue #10 rehabilitation of a section of Welsh Street from FM is Street Maintenance. The current street 2818 to Deacon. maintenance activities will be reviewed to Traffic/Traffic Signals $513,343 determine what changes can be made to improve The traffic signal system in College Station is one this service. Issue #15 is Traffic Management of the key mechanisms in the control of the flow of - North/South routes. Steps will be taken to traffic through the City. This 46 signal system is identify north/south traffic issues and address critical during peak traffic times such as the fall them. during football season. The Traffic Signal Division is responsible for maintaining and repairing traffic • signals and school warning devices in order to The following pages of this section detail the provide safe and efficient movement of vehicles service levels and performance measures for and pedestrians. There is a total of $45,158 in the operating divisions in the service level adjustments in the Traffic/Traffic Transportation/Mobility Vision Statement. Signals divisions. The Traffic Signal approved Also included are the budget and position operating budget includes a service level adjustment summaries for each of the divisions. of$2,970 to cover increased operations and maintenance associated with the installation of 2 new signals in FY 97 and FY 98. These are the signals at the Lone Star Shopping Center on Texas Avenue, and the signal at Post Oak Mall on Harvey 28 PUBLIC WORKS STREETS:MAINTENANCE Description:&Budget Explanation '. This:division:is'res �orsiilefor the,repair::and maintenance::of;city';streets:;arid;the annual:residential:; street rehabilitationprogram The street maintenance division also.provides barricadesfor special events such:as':bonfire,::football.games, parades:etc;and emergencies such<as:;floodir g,;fires;ice _ storms and hazardous.material spills.`The approved budget is 4 80%higher than the FY 97 revise . budget:This is primarily due to increases in fleet maintenance`charges, fleet replacement charges, and streets maintenance materials; >;: Apnr= Actual' :. to gate.' :IPUdget 546.;'.` `1`659,831.: ::; "$'.1 739 719 Budget Summary. $1:;647,5. .,. $.:.,. .<'::.�::: Position;Summary.:,.... :.." :: ... : :.. 0.... :::::20::_': : . 20 :. Program Name: Streets Maintenance Service Level: Provide regular maintenance and care of city streets. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness - Percent of pavement greater than or equal to level "C". (random sample of pavement inventory) 95% 97% 95% -Percent of citizens satisfied with street condition N/A 58.3% 85% Efficiency -Cost per capita. $27.24 $27.34 $28.33 -Cost per lane mile of sealcoat. $7,040 $7,100 N/A* -Cost per lane mile of overlay. $25,696 $25,696 $25,695 Output -No. of street repair work orders. 280 330 380 - No. of lane miles of street sealcoated. 21.3 21 0 -No. of lane miles of street overlay. 15 15 21 Input -No. of lane miles of street in the City of College Station. 686.41 686.41 698 *1Yote The street maintenance division proposes to move all sealcoat resources to street overlays in FY `98. „„ Ji 29 PUBLIC WORKS < : TRAFFIC SIGNS:;>AND >MARKINGS Descri ti on:&:'Burl a t Ex Ia:. .t'... .. ... .R . .::...: g ::: . :p::.na.ion:;:: ;' `:::` :::: ::..`. : .,.:` ::';: :. :::; ,::::: . :: ::;: This division is:.responsible,for the installation:and maintenance of traffic signs and pavement markings:The:'approved:budget is 1$ 94%0 higher than the FY'`97 revised budget due to $31,175 in service.:level:adjustments;>There are>:theree;:servicekvel adjustments, 1-:a:si rr ost`driver`> ($2, 75);2).supplies for pavement'markings{$9900), 3}inafenals for traffic;calming measures FY ;:.:> ; . -;: FI',_9:7.;` ;' FY::98 Agpr:,`' : Actual Estu ate : Bstdgex Bud` et Summa P. g : 'y:.>:: .:« : : : : I2 ;057:;':: $146352 ;$176;240 2. Program Name: Traffic Signs and Markings Service Level: Maintain, repair, and install street signs and pavement markings to provide safe and efficient movement of motorists, bicyclist, and pedestrians. • Performance Measures: • FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness -Missing stop sign replacement time. 4hrs or less 2 hrs 4 hrs • -Replacement time for all other regulatory • signs. 24 hrs 24 hrs 24 hrs • • . Effei_ericy -Cost per work order. $341 $160 $150 • -No. of work orders per employee. 400 462 475 _O_utput • -No. of work orders per year. 800 924 950 • ' -No. of stop signs replaced. 120 196 200 Input • . -No. of persons assigned for maintenance and repair. 2 2 2 30 PUBLIC WORKS` TRAFFIC SIGNALS Description&Budget:Explanations : This division:isresponsible fo p.r the re air:and maintenanceof traffic.;signals:;The approved<.budget<is o i��her than the:FY 9.7 revised budget.due:to.seivice:level adjustments oof $10;013::for:the 10.61/o h g upgrade of the traffic.signals:repair vehicle and $2970 for:increased costs associated with two new traffic signals. ::::: : . .FY 96<; <`":: EY:97 :; :...:.>FX 98<Appr: .:... ,;;;Amu a . < : :Bud et Summer . ::: : ,:$273,195:.;` :::>:>$3Q.4175.: _':.::.$337, J.0.3:::::::: s , Position.:Summer 4. ,.4 4 ,...: Program Name: Traffic Signals Service Level: Maintain and repair traffic signals and school warning devices to provide safe and efficient movement of vehicles and pedestrians. ,. Performance Measures: FY96 FY97 FY98Appr. Actual Estimate Budget Effectiveu_e_ss Percentage of system available. 99.7% 99% 99% Efficiency Cost per work order. $75.00 $66.00 $89.00 Cost per intersection. $400.00 $396.00 $469.00 Total system downtime per year. 8 hrs. 10 hrs. 10 hrs Response time to after-hours calls. 2 hrs. 2 hrs. Less than 2hrs Output No. of maintenance and repair work orders. 1,300 1,273 1,300 No. of signal bulbs replaced. 1,200 1,325 1,300 No. of signal heads replaced. 17 18 18 No. of operation hours per year. 359,160 385,440 402,960 Input No. of FTE's assigned equipment maintenance and repairs. 2.7 2.7 2.7 No. of FTE's assigned to overhead maintenance and repairs. 1.3 1.3 1.3 No. of signals in system. 41 44 46 31 We're Committed Ivo To Excellence 32 2. PARKS AND RECREATION $6,490,746 Citizens benefit from parks and recreational activities that are geographically and demographically accessible and serve a diversity of interests. College Station has had a long and proud history of supporting parks and recreational activities for it's residents. $6,190,746 has been approved in the FY 98 budget to address the Parks and Recreation Vision Statement. The City has over 900 acres of park land and has strong recreational youth and adult sport activities such as softball. Neighborhood parks are also numerous throughout the City, with opportunities for most residents to live within walking distance of one of the many park facilities. The City Council, Parks and Recreation Board, and Parks and Recreation Department work hard to provide the best park and recreation facilities and programs possible. APPROPRIATIONS - PARKS AND RECREATION WPC TIF Other 4% 0% Parks CIP 30% • k` Parks Dept. 66% Parks and Recreation Department $4,306,346 The preceding graph illustrates the increasing The Parks and Recreation Department is revenue generated by the pools and the increase of responsible for the park facilities and recreation attendance. programs in College Station. Among the services provided are athletic, recreation, and instruction The Conference Center is operated to provide programs for youth and adults in activities including meeting space for organizations. The Lincoln softball, swimming, and tennis. Also provided are Center is a community center that provides positive programs and special events at the Wolf Pen Creek drug free programming, and also serves as a Amphitheater and other park locations throughout satellite center for social services. Parks the City. The Parks Department operates a Operations are provided as well to maintain the number of special facilities including 3 city owned park facilities through regular mowing, ballfield swimming pools and the CSISD Natatorium. maintenance and support for other park activities. Pool Attendence vs.Revenue 1997 Operational Improvements Due to the growth in the number of programs 100,000 $200 000 offered, and the number of customers served, 80 000 ,` ' the Parks and Recreation Department $15000o consolidated customer service activities into one - $100,000 area. The new centralized point of customer 40,000 service has improved customer service by 20,000 0 3 $0 providing a "one stop shop"for Parks and 94 95 96 97 98 Recreation activities. (est.) (proj.) Attendence Revenue 33 Other service level adjustments for Parks and Customers at the Conference Center Recreation include: the purchase of a 4 x 8 stage • for $7,969, the purchase of 2 out front mowers for • 100000 Parks Operations for $20,592, $14,850 for 80000 i preparing the oral history book, $39,600 for an 60000 �; 4 z,— engineering study of Adamson Lagoon to 40000 • x L4 determine what repairs are needed on the facility, t N and $11,753 is budgeted for vehicle.related 20000 ?. s;, t , upgrades for the Lincoln Center. 93 94 95 96 Parks Capital Projects $2,000,000 In FY 97, the continuation of the Lincoln The above graph shows,the number of customers Center/Wayne Smith Park Corridor project was who used the Conference Center in fiscal years 93 budgeted for-$1;160,000: This project will through 96.There is a drop in customers in FY 95 provide additional recreation and athletic facilities • due to the use of the facility by CSISD due to the to the area around the Lincoln Center and Wayne . delayed opening of the Willow Branch school. Smith Park. This project is anticipated to be completed in FY 98. Capital projects approved • The Parks and Recreation Department operates for FY 98 include $200,000 of improvement and upgrades at Bee Creek Park and Central Park. and maintains the City cemetery. Horticulture and landscaping services are provided to the park $1,500,000 is also approved for the purchase of facilities and other city facilities to ensure they are parkland for a major athletic park facility. Council not only properly maintained but are aesthetically also approved$300,000 for the developement of a new Teen Center. All of these projects were pleasing. identified in the 1995 bond election. Once these In FY 98 the Parks and Recreation Department projects are complete no other General Obligation approved the continuation of these activities. funds will be available for Park capital projects. Changes in,the way concession services are • provided and an increased focus on youth,services Wolf Pen Creek TIF District $156,500 and programs was also approved. Service level The Wolf Pen Creek Tax Increment Finance adjustments totaling $124,560 were approved to District generates revenues that can be utilized in meet increased operations and maintenance the Wolf Pen,Creek District. The FY 98 approved expenses related to recent capital projects, and to budget.includes $156,500 for future Wolf Pen provide other services, Creek projects. As the silt study being conducted in FY 97 is completed,projects will be identified for Capital project related service level increases improvements to the Wolf Pen Creek Corridor. include the following. The Wayne Smith Park development requires $66,427 in additional Other Parks Related Expenditures $27,900 operations and maintenance for the facility, which The Bryan College Station Athletic Federation includes funding for an additional crew. This receives funding from the City of College Station to service level adjustment was approved to be funded support various athletic activities in the community. for 4 months in FY 98, and it will be fully funded in The approved budget for FY 98 is $7,900. There FY 99. $13,068 is for landscape maintenance for is also $20,000 budgeted for the support of various the new library during the last 6 months of FY 98. athletic tournaments sponsored by groups such as This will be funded for a full year in FY 99. the Aggie Swim Club. • The Parks and Recreation Department has been Strategic Issues given approval to privatize the concession services One of the top 20 1997 strategic issues identified which result in contracting the service outside. The by the City Council is directly related to the Parks net reduction in costs as a result of this is $55,112. and Recreation Vision Statement. Issue # 11 Some of the funds from the concession activity Youth Center Services is to address the issues of have been reallocated to fund the youth services youth in College Station. The goal is to provide a activity'. This program is looking at options for a well-rounded selection of activities, opportunities, possible new Teen Center for youth in College and services for College Station youth in a safe, Station. non-threatening environment. ." . 34 �_ — —_— _..—_ The following pages of this section detail the service levels and performance measures for the operating divisions in the Parks and Recreation Vision Statement. Also included are the budget and position summaries for each of the operating divisions. 35 • PARKS AND'RECREATION ADMINISTRATION • Description&::Bud et`Explanation: This:divi ion serves as:a.;primary;customer contact point, provides`administrative support Parks.and Recreation divisions, and coordinates the'.City's Emergency`Managerrrent:program.• approved:Parks Administration approved:budget is 6.02%above the FY 97 revised'budget >The pnrriary)reason:for;t is.increase;is:the transfer:of a:secretary position from the;Recreation DivisioIn_ to Parks Adn irnrstration Thrs waspart of a reorganrzaton of the support services rri.the Parks lenient.:.:.:.:: • 6. • A044 - Budget Summary38559 $42082.9:.: ' $442445 Position Summary 6.5 8 0 8.0 Program Name: Administration • Service Level: Provide departmental administration, customer service, pavilion rentals, program support, and design and administration for all approved capital projects, and graphics support. Performance Measures: FY96 FY97 FY98Appr. Qetual Estimate Budget Effectiveness -Percentage of CIP projects completed within budget, specifications, and schedule. 90% 95% 90% - Percentage of all drafting and graphics assistance requests completed satisfactorily •• and within requested timeframe. 95% 95% 95% -Percentage satisfied on pavilion rental customer surveys returned. 100% 100% 100% • Efficiency. - No. of work orders per person. (Planning) 160 120 125 autpsit -No. of work orders for assistance completed. 400 380 375 • -No. of CIP projects completed. 10 8 6 -No. of CIP assistance projects(landscape design) N/A 3 3 -No. of brochures/fliers produced annually. 80 70 75 -No. of pavilion rentals. 370 375 400 - No. of Parks Advisory Board Meetings held. 12 12 12 - No. of cost centers monitored. 19 22 22 - Dollar amount administered in rental, user, $350,334 $331,930 $335,000 • and deposit fees. 36 Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Input , - No. of employees. 6.5 8.0 8.0 -Total Administration budget/expend. $329,271 $411,505 $426,900 - No. of CIP projects. 11 8 6 -Total cost of CIP projects. $644,000 $736,540 $2,514,000 Program Name: Emergency Management Service Level: Coordinate disaster, training, planning, response and recovery for the city. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate B�siget Effectiveness -Compliance with State and Federal requirements for emergency ' management. 100% 100% 100% Efficiency - Cost per employee trained in Emergency N/A $30 $30 Management Academy. Output -No. of emergencies responded to. 2 2 0 -City participation in annual emergency exercise. 1 2 1 - Update of emergency plans annually. 100% 100% 100% - Conduct Emergency Management Academy. 1 1 1 -Coordinate individual Division of Emergency Management training courses for city personnel. 10 3 2 - No. of personnel participating in training. 40 30 25 Input • -Total Emergency Management budget/expenditure $10,531 $9,324 $15,245 ,.. ...,,,, 37 PARKS AND RECREATION AECREATI escri t'ion& Bud et Ex lan P... `;..::.. .. g a ron::.. ::is: ivision :as several programs.::which.are:::all directs 'related;to providiri recreat�'. 1 ro Y .. p .,;:. � ona .p o�rams•: . _ and opportunities The FY 98 approved budget is2.14%above'the revised F.Y 97budget: ' - oved service level a ustmthit inc ude one ao:"rxvatize th concession:a-tivi : . ........: ... .. Pp .:;:.: ;:...:.:_:.:.:.;:<::::;:..: :::J .;:.;<..;:.: :.:::. :.:.: ..::>.:.:::;:.:p:::. .,... .::;.;; :::.. ;.;:.;:.:.: . .::.:::: . . .:.ty:whrch;results>an:a: •... re uction:of::ex endi t resof.. .55"112•>A,sewn :: , :: ,..:.e,o x,,:.,, ::::>:::.:>:: - p $ is far the purchase o-,-a.- x$..stage{$7,969)for -events.aroun .:the:ci ...,The.changing of a•temporary seasonal position to a full.f itne.Athletics ... .. Assistant posiiiori has'also:resulted.in an increase in the approved budget from :FY 97 to FY;98 The<new;;Recreation Youth.:C6. 'i enterhas been_, lac: ed<in this divisici >::: :: .:: - e . Budget.:Summa:. ;; ' $:1`,Q48:07:9 >:>` :$X'Q6Q08;:::. ;:$ 26761 :_' evenue- _ummaxy<;:::::: : :::..:::;::, . : 469;96.4 ';> ; `$452,625 '`:::: : $336,000'' _: Position;Sumiriarr. 20:5 23 23 5, • ., .. Program Name: Athletics Service Level: Provide athletic programs to meet the needs and desires of citizens and host high quality athletic events that will attract out-of-town visitors to our community. • • Performance Measures: FY96 FY97 FY98Appr. Actual Estini&te Budget Effectike_ne_ss • • -Percent satisfied on customer survey. 87% 90% 91% Efficiency -Percentage of expenditures covered by revenue 65% 56% 52% -Estimated cost per participant $18 $20 $21 output _ -Total revenue. $201,757 $192,925 $196,400 -Total number of participants. 17,038 17,804 18,204 -No. of regional, state, and national tournaments. 12 11 12 Input -No. of permanent, full-time staff. 2 2 2 -No. of full-time equivalents. 4.5 6 7 -Athletic general fund budget/expend. $268,727 $274,201 $308,622 -Athletic hotel/motel budget/expend. $41,126 $73,336 $70,111 38 Program Name: Concessions Service Level: Meet the needs and desires of our customers and enhance our athletic and special events through the provision of concessions in a cost-effective manner while meeting all pertinent health regulations. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate B_uciget Effecti_ ness -Score on Texas Dept. of Health Food Service 100 95 95 Establishment Inspection Rpt. -Percentage satisfied on customer survey. 88% 93% 85% Efficiency -Percentage of expenditures covered by revenue 91% 81% 156% _o_utps.tt -Total Concession revenue $130,994 $109,900 $24,000 Input -No. of permanent concession facilities. 5 5 5 -Full-time equivalents. 4 4 1 -Permanent full-time staff 1 1 0 -Total Concession budget/expend. $144,224 $135,198 $15,395 Program Name: Instruction Service Level: Provide instructional programs for youth and adults. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness -Percentage of satisfied customer on survey. N/A 92% 95% Efficiency -Cost per participant(excl. Xtra Ed) $34 $41 $42 -Percentage of expenditures covered by revenues(excl. Xtra Ed) 57% 55% 53% Output -Revenues from Instructional activities. (excl. Xtra Ed) $78,439 $90,300 $91,600 -Total number of instructional participants 3,989 4,057 4,100 -Total number of Xtra Ed participants N/A 1,707 2,000 Input -No. of full-time instructional staff 1 1 2 -Total general fund budget/expend. $137,470 $163,747 $172,696 -No. of full-time equivalents. 6.5 7 6.5 39 Program Name: Programs And Special Events Service Level: Provide a variety of special events for local citizens and attract visitors to the community. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness -Percentage satisfied on customer survey. N/A 90% 90% Effids ncy -Percentage of expenditures covered by revenues 16% 18% 24% -Cost per participant $2.36 $1.76 $1.25 autp_ut -Total programs and special events revenue. $46,058 $47,000 $47,900 • -No. of events at WPC amphitheater. 28 12 20 -Minimum number served by WPC annually 38,869 16,000 25,000 -No. of CSISD students served by Kids Klub. 438 449 N/A* -Total number of participants. 125,500 144,675 157,675 ` Input -Number of full-time, special event staff. 2 2 1 -Total General fund budget/expend. $118,322 $125,774 $81,0841 -Total Hotel/motel budget/expend. $177,432 $128,620 $115,557 -Number of full-time equivalents. 3.5 3.5 2.5 • This program moved to Recreation Youth activity for FY 98.• • • 1 Asst. Supv. salary, supply, and travel funds moved to Recreation Youth activity center. 40 Program Name: Recreation Youth Service Level: To provide College Station's youth population with recreational and leisure activities that will create positive mental, physical and social youth development. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budges Effectiveness -Percent satisfied on customer survey for Kids Klub. N/A N/A 90% - Percent satisfied on customer survey for teen activities. N/A N/A 90% Efficiency - Percent of athletic league activities cost covered by revenue. N/A N/A 60% -Percent of leisure/rec. activities cost covered by revenue N/A N/A 60% - Percent of educational activities cost covered by revenue. N/A N/A 60% _O_utput -No. of leisure/rec. activities provided N/A N/A 24 -No. of athletic/league activities provided N/A N/A 8 - No. of educational programs provided N/A N/A 8 - No. of youths served through leisure/rec. activities. N/A N/A 2,000 -No. of youths served through athletic/league activities. N/A N/A 1,000 -No. of youths served through educational activities. N/A N/A 2,500 -No. of CSISD students served by Kids Klub. N/A* N/A* 450 - Revenue generated through sponsorships/grants , fund raisers N/A N/A $2,000 - Revenue generated through fees to participants N/A N/A TBD** Input -Number of full time staff. N/A N/A 2 -Total General N/A $124,136 The Recreation Youth program is a'new program for FY 98. It was created by reallocating personnel from other areas of Parks and Recreation. This activity will work with the Teen Advisory Board to develop programs and activities for teens in College Station. *This activity was in Programs and Special Events prior to FY 98. **(To be determined) It will not be known until the program gets under way what the revenues will be. 41 PARKS AND RECREATION SPECIAL:FACILITIES , Description&BudgefExplanatiori ;. < • -". " ::':. •.: • This.,division operates>the,pools, the.:Conference Center.;,the Lrrncglr :>Center>ad'.#he:Teer;Center..:: The approved F'Y 98:budget is'6.24%o below'the FY:97.revised..budget.:: Service level`adjustments'in 39,600;0O0,:new Lincoln Center vaq;expenses, $S;O O;and the;upgrade>of a replacement Lincoln Center;Van,,:$6,713. . FY 96_ : . :. 1FY 9 .FY.98 Appr, : `::: : Actual - Fst�t�aat_e,. . :Budgef � $1,178,063 ' Bud et'Summa � 9970.75.' :> "$1029,036 -• < '•.< Revenueo Summary: $254,499 •$242,330.. . : ::$20'1 300 ;Positin Summary' : 36 37:5 34 Program Name: Aquatics • Service Level: Provide public operation of three city-owned pools and one school-owned pool that are clean, safe, and attractive. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness . - Percentage of Ellis&Associates audits passed 100% 100% 100% -Percent satisfied on customer survey N/A 80% 85% Efficiency • -Percentage of expenditures covered by 29% 41% 38% revenues. -Cost per day of operation $1,997 $1,465 $1,585 -Cost per participant $8.11 $5.57 $5.42 . 9sitput -Total annual Aquatic revenue. $189,404 $193,000 $196,600 • -Total number of customers annually. 80,000 85,550 95,100 -Total days all pools are open 325 325 325 Input -Total Aquatics budget/expend. $649,078 $476,107 $514,997 -No. of outdoor seasonal pools. 3 3 3 -No. of indoor year-round pools. 1* 1 1 -No. of full-time staff. 1 1 2 -No. of full-time equivalents. 20 21.5 20 Began operation of Natatorium 42 Program Name: Conference Center Service Level:Provide satisfactory meeting accommodations for local citizens and out-of-town clients Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate_ Budget Effectivenes_s Percentage satisfied on customer survey. 90% 91% 93% Efficiency . Percentage of expenditures covered by revenues 33% 34% 32% No. of customers per day of operation 183 203 204 _O_utput Total annual revenue $74,802 $73,900 $75,200 Total number of customers 65,717 72,900 73,250 Input Total Conf. Center budget/expend. $225,898 $220,495 $234,765 Total number of annual business days* 360 360 360 No. Of full-time staff 3 3 3 No. of full-time equivalents 6.5 6.5 6.5 Closed 5 business days per year for holidays Program Name: Shenanigan's Teen Center Service Level:Provide an afternoon and Saturday night recreational center during the school term that offers positive, drug-free programming. Provide clean, safe, attractive facilities for outside agencies to use as satellite service centers for social services. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effe-ctive_ness Percentage satisfied on customer survey. 90% 90% N/A Efficiency Cost per participant. $3.60 $7.08 N/A Ratio of participants (daily)to staff 15:1 15:1 N/A Qutput Number of business days 204 204 N/A Annual revenue $544 $700 N/A Total no. of annual participants 5,220 4,575 N/A Input Total Teen Center budget/expend. $18,790 $32,400 $1,232 No. of full-time equivalents. 2 2 0 Note These performance measures reflect the anticipated closure of the Teen Center. 43 Program Name: Lincoln Center Service Level: Provide positive, drug-free programming at recreation centers. Provide clean, safe, attractive facilities for outside agencies to use as satellite service centers for social • services. Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Estimate Budget Effectiveness Percentage satisfied on customer survey. 90% 90% 95% Efficiency Cost per participant. $7.32 $6.26 $6.33 Ratio of participants (daily)to staff 8:1 8:1 8:1 Output Total number of annual Lincoln Center Participants. 29,925 30,000 30,150 Lincoln Center annual revenue. $4,025 $4,240 $4,200 • Total number of annual business days. 358 358 358 - Input Total Lincoln Center budget expend. $219,140 $187,777 $190,984 No. of full-time staff 3.5 3.5 3.5 No. of full-time equivalents 6.5 6.5 6.5 44 : PARKS AND RECREATION `::OPERATIONS Description Si-Budget Explanation: This division:is responsible for:grounds maintenance::andupkeep'::of Parks::andRecreation facilities.. The F?98 approved budget is $1,213,402. This is 5.22%above the revised:FY.97 budget: The' approved:budget incl.ides;`2,service:Level adjustments`:for:the followings increased:mainteriance:_for: the Wayne Smith Complex,$66,427; and$20;592 for 2:out front mowers . FY:96 FY`97 r > '.98:App Actual_:,``.; Esfrmn_ate . '$_ : eI . Budget:Summa �: $1;p09- : :.' $:1;1.Q: :O:3.7::< .: $1 213.4: 'Positions:Summary 2$. :29 30 : Program Name: Parks Operations Service Level: Provide clean, safe and well-maintained leisure facilities and provide support for recreation programs and special events. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Rudget Effe_etiven-ess -Percentage satisfied on customer survey. N/A 94% 95% Efficiency - No. of regularly maintained acres per full-time employee. 16.40 14.90 14.85 -Cost per regularly maintained acre. $2,462 $2,553 $2,723 Output - No. of acres regularly maintained. 410 432 445.5 -No. of pavilions regularly maintained. 5 5 5 • - No. of play courts regularly maintained. 31 32 32 -No. of athletic fields regularly maintained. 38 38 41 -No. of park lights regularly maintained. 604 610 685 -No. of parks mowed and trimmed. 28 30 30 - No. play units inspected and maintained. 33 35 35 Input -Total Parks Operations budget/expend. $1,009,783 $1,103,037 $1,213,402 -Total number of full-time employees. 25 29 30 -Total number of developed parks. 28 30 31 -Total acres of land. 885 907 920.5 - No. of park maintenance facilities. 3 3 3 . - No. of vehicles. 10 10 11 • - No. of tractors. 8 8 8 - No. full-time equivalents. 29 30 30 45 • PARKS AND RECREATION FORESTRY _. • Description::&>Budget Explanation: This division is_::responsible f..or the::maintenance of:the.:Wolf:Pen Creek;Amphitheater, the College. ;; Station Cemetery,.and the:maintenance of municipal trees and landscaped:areas 'The approved':. Forestry::budget;for:tY:>98,Is'$59.4,9.9.7. This is::6.86%above::the:revised budget,>for;.FY:97. :The ;::- • • approved budget includes a:servicelevel.adjustment for landscaping maintenance at the new library . for$13068.. 'FY96: ; .;FY;97 FY.98A,„:r• . :.:;::: Actual: Fs>F><tiriate ; Budget:Su011114 $495:032:.:; :: ` ;;542,$8b .:>`:: $:594997 Position 12: ; • Program Name: Wolf Pen Creek Service Level: Provide safe, well maintained special-use facility. • Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Estimate Budge Effectiveness -Percentage satisfied on customer survey. N/A 94% 95% • Efficiency -Cost per acre(annually) $3,460 $4,247' $4,6852 Qutput -No. of sq.ft. of turf area maintained. 430,781 487,781 487,781 . • -No. of sq. ft. of landscaped bed areas maintained. 26,000 38,000 38,000 -No. of acres on special-use facility park. 19.47 19.47 19.47 Input -Total Wolf Pen Creek budget/expend. $67,368 $82,704 $91,219 -No. of full-time equivalents. 1 0.5 0.5 1 $82,704/19.47 acres=$4,247 Y$92,096/19.47 acres=$4,730 • 46 Program Name: Cemetery Service Level: Provide grounds maintenance and customer service for municipal cemetery. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiven_e__s -Percent satisfied on customer survey. N/A 44%3 50% Efficiency -Dollar cost per acre(annually). $5,859 $5,858 $6,396 Output -Avg. number of spaces sold annually. 231 228 230 -Revenue generated from sold spaces. $67,8004 $91,200 $92,000 -Avg. number of burials per year. 81 90 95 -Acres of cemetery care 18.5 18.5 18.5 Input -Total Cemetery budget/expend. $108,389 $108,372 $118,317 -No. of employees. 3 3 3 -No. of shops. 1 1 1 -No. of vehicles. 1 1 1 3 Survey results indicated 4 4%satisfied,0.3%dissatisfied,and the remainder were neither satisfied or dissatisfied or did not know. 4 All revenue goes to endowment fund 47 Program Name: Forestry Service Level: Provide landscape and grounds maintenance operations, and provide support for special events, programs, and activities. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate 16udgei Effectiveness -Percent satisfied on customer survey. N/A 93%5 95% -No. of checks per year on irrigation systems. (Percentage checked annually) 400 out of 744 400 out of 768 400 out of 768 (54%) (52%) (52%) Efficiency -No. of sq. ft. of beds maintained per man-hour. N/A 50.46 50.4 -No. of worker-hours per irrigation system. N/A 257 25 Output • -No. of worker-hours on municipal tree care. 2,166 2,100 2,100 • -No. of worker-hours on horticultural maintenance. 2,327 2,300 2,300 -No. of worker-hours on irrigation system checks, repairs, and improvements. 1,613 1,600 1,600 -No. of worker-hours on special events. 5,539 5,500 5,500 Input -Total Forestry budget/expend. $319,275 $351,810 $383,324 • -No. of employees. 9 9 9 -No. of vehicles. 4 4 4 • -No. of shops. 1 1 1 -No. sq. ft. beds 116,000 116,000 116,000 -No. of irrigation systems 62 64 64 • • 5 Calculated using a weighted average of 2 Parks survey questions. 84%satisfied with landscaping around municipal buildings weighted at 10%. 94%satisfied with maintenance and cleanliness of parks weighted at 90%. 6 116,000 sq. Ft. Bed in inventory/2,300 hours on hort=50.4 sq ft per manhour 1,613 manhours on irrigation systems/64 systems=25 manhours per system 48 3. HEALTH AND PUBLIC SAFETY $27,578,214 Citizens Benefit from available health and human services and a reasonably safe and secure environment. Health and Public Safety are provided within the City of College Station through a number of municipal functions. Among those functions that directly effect health and public safety are Police, Fire and Emergency Medical Services, Water Production and Distribution, Waste Water Collection and Treatment, Sanitation and Emergency Preparedness Planning services. Each service is designed and provided in a manner to effectively and efficiently provide a secure environment within the City of College Station for its citizens and visitors. In order to provide these services effectively the city has continued to plan for and implement various capital projects such as an additional water well, treatment plant renovations and expansions, distribution and collection line replacements, and improved communications for public safety employees. Almost $27.6 million has been included in the approved FY 98 budget to address the Health and Public Safety Vision Statement. APPROPRIATIONS - HEALTH AND PUBLIC SAFETY Drainage Util. Drainage Ops. CIP Other 1% 5/0 0% Police Dept. Sanitation 23% 10% ;h�`xF�.m `• 3:' "it.,F, Police CIP Waste Water CIP . 2% 16% err Waste Water Fire Dept. 9% Water CIP Water Div. 16% 8% 10% Police Department $6,320,628 The Police department provides a number of Other approved increases include $37,477 for a services that help make the community safe. law enforcement block grant, the purchase of an Among the services provided are 1) police patrol awning for the evidence impound area for with certified police officers who are equipped with $14,652, and the purchase of other equipment police vehicles and all necessary equipment, and and furniture totaling $8,751. assigned to specific areas of the city; 2) criminal investigation which investigates reported crimes, 3) Operational Improvements school resource officers and other specialized To continue providing the citizens with cost community and enforcement activities; 4)animal effective police protection the Police Department control; 5) jail and communications providing will use Public Safety Officers, trained civilians, support for officers on the street and short term in those instances where a sworn officer is not detention facilities which reduces the processing necessary. Examples of situations where PSO's time of arrests. The Police Departments' approved can be used are; taking reports at minor traffic budget of $6,320,628 includes service level accidents and fingerprinting of crime scenes. The adjustments totaling $316,694. Included are funds PSO program will keep a sworn officer on patrol for three additional patrol officers and their while necessary reports are being recorded. It is associated supplies and equipment totaling estimated this program will save about $10,000 $165,051. Also approved is the addition of one when compared to the expense of hiring a sworn public safety officer and the supplies and officer and will have the effect of adding patrol equipment related to the position. $21,285 is time to a shift. budgeted for audio and video equipment for 6 patrol cars. This is the second year this equipment will be placed in patrol cars. 49 trained firefighters per vehicle; 2) emergency Police - CIP $513,000 medical response with two front line ambulances The police department anticipates installing mobile staffed with two Emergency Medical Technicians; personal computers during FY 98 to enhance 3) fire prevention services are provided by both the patrol and traffic control functions, providing better firefighters and a fire prevention specialist who and quicker access to information. This project inspect commercial buildings for fire safety and was originally budgeted in FY 97 and has a total provide fire prevention training at local schools and project budget of $743,000. The $200,000 is the other functions; 4) code enforcement activities FY 98 portion of the budget for this project. throughout the city were consolidated in the neighborhood enhancement action center and 5) hazardous materials response using volunteers 3,000 within the department and a vehicle outfitted with 2,500 — 2,000 , specialized equipment to respond to possible :- hazardous material incidents. 1,500-- ' _ = 1,000 1997 Operational Improvements ` The neighborhood enhancement action center 500 a was created to combine the various code 0 1 I I 1 enforcement activities of the City into a single • 91 92 93 94 95 unified activity. Personnel were moved from El Major Offenses Development Services, Sanitation, Police and Fire to this activity. This has resulted in a more comprehensive code enforcement effort. The above graph illustrates an increase in the The approved fire department budget is number of reported major offenses. Major offenses are those criminal incidents categorized as "Part I $4,384,519. The approved budget includes Crimes" or "Index Crimes" by the FBI's Uniform service level increases in several areas. $19,998 Crime Reporting system. for rescue equipment for the ladder truck. $13,340 was approved to be used for new and Calls for Service vs. Response upgraded paramedic equipment. $4,816 is • 20,000 Time (min.) 20 budgeted for 3 new masks and airpacks so that backup equipment can be available. Other service 15,000_ ~--- _. 15 level adjustments totaling $6,930 are for increased ..' 10,000 _ � '� T - 10 clothing costs as well as maintaining the current 5,000 _. x,: . _- 5 vaccination and titer testing program for the Fire 0 — 0 Department personnel. $6,090 was approved as • 92 93 94 95 an increase in funds for parking enforcement saga Calls for Service----Response Time efforts. Incidents Dispatched The above graph illustrates the increasing calls for service received by the police department and the 2,000- -1 a Medical generally decreasing time required to respond to a . call. A "Call for Service" is defined as any event or 1,000-- • ®Fire situation, reported by a citizen, which requires of pTAMU response from the Police Department. 0 i 93 94 95 Fire Department $4,384,519 The Fire Department provides services that are The above graph illustrates the increasing number important to the community and to our neighbors of responses by the Fire Department over the last in Bryan and rural areas around College Station. three years. The basic services of the Fire Department are 1) fire response with three front line pumper trucks and one front line ladder truck with at least 3 50 Water Division - Operations $2,668,575 rehabilitation of the lines in the Eastgate and A reliable and safe supply of potable water is Northgate area. Funds for west side water service necessary for any community. The City of College projects are included as well. Funds are also Station has the capacity to produce approximately budgeted for improvements to the cooling towers 20 million gallons per day of potable water. The in the production system. department has developed high standards of reliability assuring customers that their needs will be Waste Water- Operations. $2,545,767 met with supplies that meet or exceed all federal Since just before the beginning of the 20th century and state mandated standards. Water service is the need for effective sanitary sewer collection and d • provided as an enterprise where customers are treatment has been recognized as a means of V charged on a unit basis for their consumption and controlling certain diseases for people in urban recovering the full cost of service for water - settings. Over the last several decades the production,transmission, and distribution. standards have continued to increase for this vital health related function. The recently completed The approved FY 98 budget includes service level upgrades to the Carter Creek Wastewater adjustments totaling $322,685. Funds are included Treatment PIant were directly related to those for several maintenance items including replacing changing standards. As the system continues to motor bearings of the#2 service pump, and grow, additional capital is needed'for line replacing cooling tower wood. Also included is extensions. The existing system will have to be $115,000 to hydroblast, weld, repair and paint the maintained with line replacements and plant Texas Avenue elevated storage tank and $130,000 enhancements and expansions. for a joint water study. Annual Daily Water Demand Annual Daily Wastewater Flow . 10 _ 6 b 2 c 4 - y4 to Lf4 . ,-. :[6 2 xis '. ' 2 94 95 96 97 (est.) 87 89 91 93 95 97 (est.) The above chart shows the daily annual wastewater flow in millions of gallons. The graph above illustrates the daily demand for Waste Water services are provided as an enterprise V water. function with service related fees paying for the cost of service. Included in the FY 98 approved 1997 Operational Improvements budget are service level adjustments totaling In order to reduce paperwork and duplication of $90,877. These funds are for improvements to effort a computerized workorder system was the blowers, the replacement of the camera used to instituted. The new system provides an effective view the inside of the waste water lines, and funds means of tracking work requests and when the for ground maintenance of the" wastewater work is performed. The system allows for direct treatment facilities. entry of a service request when it is received in Utility Dispatch. This new system has improved Waste Water- CIP $4,358,239 customer service. The waste water CIP approved budget for FY 98 includes funds for line extensions and line rehabilitations. The rehabilitations budgeted for FY Water- CIP $2,069,882 98 include projects in the Eastgate area, an the In order to provide the water services described, Northgate area. $500,000 is also budgeted in FY ' bonds are needed to fund capital projects. In the 98 for west side sewer service. $450,000 is also FY 98 approved budget there is $2,069;882, budgeted for an odor control project in FY 98. V • budgeted for water capital projects. These,projects include distribution line rehabilitations, and the 51. Sanitation $2,926,634 $254,864. The commercial routes are expected to Solid Waste Collection is provided as an enterprise reach their capacity in FY 98 making the addition service with service fees that are intended to cover of this additional route necessary. There will not the cost of service. The Sanitation Division in be a rate increase as a result of this addition. College Station provides a number of services to Other service level adjustments include the meet local needs and desires in providing collection purchase of additional roll off containers, and an of municipal solid waste. These include providing expansion of the recycling program to include residential containers, curbside recycling, brush and plastics. grass clipping collection, and the removal of virtually any waste that may be disposed of in the local landfill or through composting. Commercial Drainage - Operations $301,468 service is also a self supporting service provided to Drainage issues have been critical in the last several local businesses. The Commercial service provides years in College Station. Drainage issues can collection in small and large plastic containers impact both health and public safety, as well as serviced with side load automated collection Transportation and Mobility issues. The drainage equipment. Customers with greater volumes can service level provides a drainage maintenance use the front load collection equipment and program that keeps the storm carrying capacity of containers or roll off containers. the system adequate in College Station. Mowing of rights of way and creek cleaning are the primary • ways this service level is provided. Refuse Collected 30,000 .. , .. r x,r s;:f L. fx ; : , c3 The approved FY98 budget r... � "=�n:�°� pp includes s 20,000 service level • Tt" �, �N ,� increases for increased right of way mowing for 10,000 .-'" $73,045. This will allow for the purchase of 0 r additional mowing equipment to improve the 92 93 94 95 96 effectiveness of creek and right of way mowing programs. The approved budget also includes an Residential ®Commercial { additional $29,700 that will be used for additional drainage maintenance. The above graph illustrates the increasing volumes, Drainage Utility- CIE' 1,376,500 • • in tons, of refuse collected, and disposed of, by the The drainage utility was approved by the City Sanitation Division. Council in 1996. In FY 98 there are several Bee Creek related capital projects scheduled. Also included in the drainage utility is $30,000 for 2000 materials for various drainage projects throughout +tk =`M _ M'1 the City. This will allow problem areas to be • 1000 00d � �' 'a- addressed to a greater degree than has been • � s t3 • previously possible. It is anticipated the drainage 5003 , utility will address the need for resources to do significant drainage capital improvements. 93 94 95 96 Other Health&Public Safety $113,002 ®Recycling Expenditures The Health Department provides health services to • the citizens of Brazos County. These services This graph illustrates the tons of residential refuse include restaurant inspection, and health services diverted from the landfill and recycled. The large for lower income residents. The approved FY 98 increase in FY95 is due to the implementation of Health Departments budget is $83,002. • the "Clean Green" program which diverts yard waste to a composting facility. The Brazos Valley Council on Alcohol and Substance Abuse(BVCASA) has been granted The FY 98 approved budget includes service level $25,000 from College Station in FY 98. These adjustments for an additional truck and driver for funds are used to operate a Straight Talk Hotline to the commercial front end load operation for provide 24 hour routine information and referral to 52 community resources for individuals with alcohol and substance abuse problems. The following pages of this section detail the service levels and performance measures for The Retired and Senior Volunteer Program works the operating divisions in the Health and as a clearinghouse for volunteer services for non- Public Safety Vision Statement. Also profit agencies in the Brazos Valley including health included are the budget and position care organizations. $5,000 has been included in summaries for each of the divisions. the FY 98 budget for this organization. Brazos Valley Solid Waste Management Agency $3,168,258 The Brazos Valley Solid Waste Management Agency(BVSWMA) is a cooperative arrangement between the City's of College Station and Bryan to provide solid waste disposal service. The agency is responsible for running the landfill, developing and implementing alternative disposal programs for waste that cannot be placed into the current landfill site, and providing for long-term disposal for the two cities and other customers of the agency. The BVSWMA is not included in the overall city budget summary. Strategic Issues Five of the top 20 1997 Strategic Issues address the Health and Public Safety Vision Statement. The first 3 of these issues are directly related to drainage concerns. The first is issue #1 Drainage Plan Implementation. The goal of this issue is to complete and implement a drainage masterplan and the drainage utility through design and construction of budgeted drainage projects. The second strategic issue under this vision statement is issue #7 Drainage Maintenance. The goal of this issue is to improve the condition of drainage facilities in the City. The drainage system in College Station will be inventoried and evaluated to determine it's overall condition. Issue #8 is Wolf Pen Creek Drainage and is designed to specifically develop a plan for the maintenance and operation of the drainage system within the Wolf Pen Creek Corridor. The final two strategic issues related to this vision statement are #12 the Regional Water/Wastewater Authority and #14 Accessibility of city services -West side water and sewer. The goal of issue #12 is to work towards developing a regional authority for water and wastewater service provision for Brazos County. The goal of issue #14 is working to develop a plan to provide water and wastewater to the areas in the west part of College Station. Efforts will be made to work with TAMU on this project in order to have maximum efficiency in this effort. 53 POLICE DEPARTMENT °`..ADMINISTRATION Description 8i:Budget.Explanation :; This" • Th s division is_res onsible fort odmn'P..:.;. he.administrative%suppart'ofal(;dvisonsin the Police Department. .. There is a 0.18%.decrease:in the approved FY 1998 budget, over the:FY>19.97 revised'budget, even though extra communications maintenance.costs are included..`'>:;;; >-:. • FY96 Budget Summary 2.05: `:`:':; ;.::.;. ,... ..: ',.$!155a $435:; _7;2� $425569 Position Summary : 8 7.. .. Program Name: Administration Service Level: To ensure that departmental programs and activities are in line with the department mission statement, are accomplished within budgetary limitations, and seek to attain outlined goals and objectives set by the department. Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Esti t t_e B_udg_e_t Effectiveness • ' -Percentage of external complaints addressed to the complainants satisfaction. N/A 57% 60% Efficiency -Percentage of complaints processed within 30 days. 85% 67% 70% Qutput • -Avg. number of annual external complaints* 27 67 70 Input -Prorated program cost $13,410 $13,820 $14,100 *This measure now counts all contacts. In the past contacts categorized as "No further action required" were not counted. • 54 • POLICE DEPARTMENT '"` UNIFORM PATROL Description&z Budget Explanations. This division is:responsible for.:providingpolice patrol and"traffic eriforcement duties. This divisions .. approved budget is 28 66%higher than the:FY.97:.revisedbudget due to service level-adjustments . of;$205,322.,These:adjusttrients<are: 1)three additional.:police:officers,:one vehicle and supplies ($:16505,1), 2)patrol audio/video esquipmer t($21 285),3)a Law Enforcement Block"grant ($45 697),and`,4)extra communication maintenance ($3,289) ;" FY ,:. ;-_.. ..:: ".. . : .:::: .. .96 .: ":_. -.."F1'97. ` FY'98 Appr. tu�aaf.�" ;�� et" 1�tua1 . > . s . Budget Summary-: $2,5b9 049" $2 170 587: "" $2 763, 78 Position Summary"; ; 51�5.: :54 Program Name: Uniform Patrol Service Level: Provide timely initial police services on a 24 hour basis. Performance Measures: . FY96 FY97 FY98Appr. Actual Estimate Budget Effectiveness -Average response time on high priority calls. 5 min. 6 min. 6 min. -Average response time on low priority calls. 12 min. 15 min. 15 min. - Percent of time Patrol Officers time that is : Proactive * 42% 42% 48% Reactive ** 58% 58% 52% Efficiency -Avg. cost per call for service. $52 $48 $60 -Percentage of total accidents that are alcohol related. 1.89% 1.95% 1.90% Oj tpsttt -No. of high priority calls handled. 7,064 7,387 7,612 -No. of low priority calls handled. 30,632 31,493 32,452 -Total number of calls handled. 37,696 38,880 40,064 -Number of alcohol related traffic accidents 23 43 40 -Number of DWI arrests 204 210 215 Input -No. of personnel.*** 43 43 46 -Total costs for services provided. $1,943,181 $1,855,229 $2,639,374 * An officers time spent doing administrative work, court time, etc., and actively patrolling. **An officers time spent answering calls for service. *** Based on 39 Patrol Officers and 6 Supervisors. 55 • Program Name: Special Enforcement Section • Service Level: Provide traffic safety services. Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Estimate i udget Effectiveness -No. of injuries at high accident locations. 204 237 210 -No. of accidents at school crossing locations. 0 0 0 -Enforcement index score at high accident locations. * 46 35 38 Efficiency -Annual cost per location for school crossing guards. $2,955 $2,398 $2,560 • -Cost per traffic enforcement at high accident locations. $640 $412 $154 Output -No. of enforcement actions for high accident locations. 975 765 810 -No. of directed traffic patrols performed. 120 334 310 -No. of school crossing locations*. 10 10 10 Input -Total number of personnel.** 5 (10) 5 (10) 5(10) -Total cost for services provided. $623,664 $315,358 $124,404 *The "Enforcement Index" is an indicator of successful prosecutions of accidents where citations were issued. ** Based on 4 officers, 1 supervisor, and(10 temporary workers.) • • 56 :POLICE DEPARTMENT: CRIMINAL:INVESTIGATION Description&Budget Explanation:... This division:is:responsible for.::ir vestigation:of serious.erirninal:offenses,::provide victim, witness,:and :suspect:interviews, monitor criminal gang:activity and provide.narcotic substance investigations The approved budget.is 15.67%t igtier than.the FY 97;revised:budget This is priiiiarily due to increased: error nel'costs;:from'.:`.the addition of`a:Narcotics Officer last year and reallocation of`:::»:_. manpoweruithin;;the department'There;is:also ircreasedd::communications.'maintenancecharges..:_ There is one service level adjustment..for a`I aw Enforcement Block G."rant($.12,870).: FY .._ ;;;.>_ .: ..96 ` ,<`:.;. >=Y97...: BudgetSummary;: $578,11..7 > $638,307 $722,611 Position;;Summa 1 Program Name: Criminal Investigations Service Level: To provide efficient assignment and investigation of serious criminal offenses within a reasonable amount of time. Ensure that victims of assigned criminal offenses be contacted within 10 days of assignment. To provide effective investigations to clear the maximum number of offenses with the resources available. Performance Measures: FY96 FY97 FY98Appr. Actual Estimate Budge Ef eckiveaes_s -Percent satisfied on customer survey. N/A 87.1% 80% -Percent cleared on follow-up cases. 67% 56% 60% -Percent cleared by arrest. 37% 30% 32% Effici-e_n_cy -Cost per investigation cleared (excluding arrest). $334 $342 $330 -Cost per investigation cleared by arrest. $605 $638 $618 0utpsit -No. of assigned cases. 2,148 2,489 2,400 -No. of cases cleared. 1,443 1,403 1,450 -No. of cases cleared by arrest. 796 751 775 Input -No. of personnel assigned to CID. 10 10 10 * Costs of officers assigned to Brazos Valley Narcotics Task Force were subtracted from budgeted amount. In FY 96 this was $94,016 and in FY 98 $120,660. 57 POLICE'DEPA T !J[E'NT PERSONNEL; SERVI,CES'> Description&'Budget Explanation This".division recruits selects arid:trains sworn:and`civilian em .la ees '`rovides continuin trainin • to.employees,and,provides animal control services`:'The approved budg t:is;7$5%higher'than:the::- • FY 97:revised:;bt d et,due:to an>Increase:in Brazos.Animal'.Shelter:`seivice:'costs and additional communications maintenance charges A, tuai Budget:Summa., ::: .. 578,635; Position Summary 1:1 5 5'. Program Name: Recruiting & Training • Service Level: To provide continuing education and training for the enhancement of the professional skills of current employees. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate J3udget Effectiveness . • , -Percentage of sworn employees that receive an average of 80 hours of in-service training each. 100% 90% 98.1% Efficiency -Cost per training hour. $10.00 $7.73 $10.35 Output • -No. of in-house training hours. 6,450 7,200 4,130 -No. of outside training hours. 6,200 9,300 2,024 lnp_ut -Training Budget $126,500 $127,500 $63,750 58 Program Name: Animal Control Service Level: To provide adequate and professional animal control services to the citizens and visitors to the City of College Station. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Effectiv_exness • -Percent of on-duty, animal calls responded to within 15 minutes. 83% 80% 77% • -Percentage of citizens satisfied with service N/A 90% 90% Efficiency -Cost per call for service. $33.70 $32.77 $35.08 -Cost per animal handled. $70.54 $73.77 $74.86 Qutp_ut -Calls for service per year. 2,300 2,400 2,100 -No. of animals handled per year. 1,400 1,500 1,500 Input -Animal Control Budget $98,763 $110,650 $55,325 59 POLICE DEPARTMENT :QUARTERMASTER Description Budget Explanation: This division is;.responsible for':equiipment, supplies; and maintenance purchased for the;police • department This includes the ordering'and dispersal of supply and equipment items.for use by all. department employ ees, and.coordinating:repairs for all::of.:the'departrr ent's.::facility and fleet needs: The approved budget is 57,'JA%lower than the FY`97 revised budget due to;reallocation of fleet replacemer t:expenses;to`the appropriate division.:The;a roved::bud et'includesa s: ,:: pp g ..:::.:. ..;;. . ervice>level a justment to<:purchase a,battery.analyzer::($2;475); < >: FI' dual :`< > ;:<Fs�iici�i�te':. :<. : iluidgek Budget:Summer, : .: • 6... � ;$378587<> .: : $755835 ,:`':'>$326;347 • Position'Summary; :g 1_ : 1 . Program Name: Quartermaster • Service Level: Provide equipment, supplies, and maintenance for the department. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Effectiye-ness • -Percent satisfied on employee survey. N/A 90% 85% Efficiency -Avg. cost per mile for departmental units. $0.22 $0.23 $0.25 Output -Avg. number of monthly fleet repair requests. 150 45 50 -No. of supply requests submitted and fulfilled per month. 40 70 75 -Avg. number of miles per unit patrol per month. 2,200 1,455 1,500 Input No. of personnel 8 1 1 60 POLICE DEPARTMENT: : COMMUNICATIONS / .JAIIL - Description & Budget-Explanation:. . ` :<. . This division is responsible for.police communications and dispatch, provides safe and secure detention operations :and::provides report taking capabilities:for low prioritized calls:Tl e:approved. budget is,15 58%o higher than'the FY;`97. revised budget due to a service:level adjustment which adds;one:Public Safety.Officer;:a:vehicle, and equipment:($6:1424);'The rest of the increase;is;;due . to:reallocation of maintenance costs from Quartermaster:division . . :. . :. 96 :FY 97 FY 98 Appr. Act . _ uai.;;.:. >":F..staitnate_ , �uslget Bud et Summa $798;500 :$786;679 $959.,106 : , . :.. . Position Summ ::: : 25. ary ::; ::: . : ; > :. .:;::.: : :. ... .. ... 25. 26 Program Name: Public Safety Comm./Jail Service Level: Processing of Police, Fire, and EMS calls for service. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Effectiveness -Percent satisfied on Citizen Survey. 75% 75% 75% Efficiency -Percent of priority 1 police calls dispatched within 3 minutes. 95% 96% 96% -Percent of priority 1 fire calls dispatched within -1 minute. 95% 96% 96% Qutput -No. of phone calls processed monthly. 17,000 18,000 19,000 -Phone calls processed monthly(8a-5p) N/A N/A 10,000* -911 phone calls monthly 800 850 900 -Total police incidents monthly. 6,900 7,000 7,000 -Total fire incidents monthly. 320 340 350 Input -No. of Communication Operators. 18 18 18 -No. of PSOs. 6 6 7 -No. of Communication Managers. 1 1 1 * New measure in FY 98. • 61 Program Name: Public Safety Comm./Jail Service Level: Processing of prisoners allowing patrol officers to reduce transport and processing time of prisoners; keeping an officer in service by taking low priority calls for service over the phone or in person. Performance Measures: FY96 FY97 FY98Appr. Actual Estimate _Budget • • _ '. Effectiveness -Length of time to process arrestees(minutes). 35 30 30 Efficiency -Percentage of priority 4 calls handled by PSO's. 7% 8% 8% Output • -No. of reports taken by PSO's monthly. 115 140 180 -No. of prisoners processed monthly. 170 182 190 = • Input • -No. of Communication Operators. 18 18 18 -No. of PSOs. 6 6 7 -No. of Communication Managers. 1 1 1 • • • 62 POLICE-DEPARTMENT PREVENTION SERVICES Description&Budget Explanation: This divisionis responsible for a number of programs that involve the.community, and the public school.system,:in crime:prevention education for our children. There is a:8:00%increase,.FY"98 approved over the`FY '97 revised.budget;:primarily due to a reallocation of:supplies:and maintenance costs from the.Quartermaster division.. FY`96 FY 97 ` FY.98 Appr.. Actual . . . Estimate.. :: :budget:: ,` Budget Summary .. N/A $201,091 :I. $215,021 Position Summary . NSA: 4 a Program Name: Crime Prevention and Community Relations Service Level: To provide informative, preventive programs to reduce crime through increased awareness and education and to provide information regarding home, business, and personal safety. 6 Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness -Percentage of annual survey respondents rating the CSPD as average, above average, or clearly outstanding. 90.6% 89.7% 90% Efficiency -Cost per crime prevention activity N/A $207.17 $210 Output -No. of home security surveys conducted 53 130 130 -No. of business security surveys conducted 3 3 3 -No. of police department building tours conducted 10 20 20 -No. of public appearances and presentations made. 62 85 85 -No. of neighborhood watch groups formed 3 3 3 -No. of neighborhood meetings attended 4 10 10 Input / No. of personnel.., , N A 4 .. 4 63 Service Level: To provide a quality D.A.R.E. program to students in selected grades in the • C.S.I.S.D. system, for the purpose of educating students of the consequences of substance use and abuse. Performance Measures: FY 96 FY 97 FY 98 Appr.. Actual Estimate_ _Budget • • Effes-tiveness -Percentage of students in D.A.R.E. program that scored 70%or higher on written exam. 85% 85% 85% '' • -Percentage of teachers and administrators that . • are satisfied with the quality and success of D.A.R.E. program. 98% 95% 95% Efficiency -Cost per student. N/A $17.60 $17.60 • Output • • -No. of students taught in the Kindergarten • curriculum 466 500 450 -No. of students taught in the 1st Grade curriculum 488 500 580 • -No of students taught in the 3rd Grade .. . curriculum. 517 500 570 -No of students taught in the 5th Grade curriculum. 533 500 540 -No. of students taught in the 7th Grade curriculum. 490 500 560 Input • No. of personnel N/A 2 2 • 64 'POLICE DEPARTMENT COMMUNITY AND EDUCATION SERVICES Description:&:Budget Explanation: Thi ::division;is':res onsible:forscoordination:of the Tech-Prep Crier it al justice Program at A&M is p...:.;;.. Consolidated:High::School:andforproviding assistance and:educational:::services.tocitizens inthe.:: COPP area The FY 498 approved budget its 0 39%lower than the FY `97 revised budget due to one time;;expenditures,for supplies;in:the FY `97:.budget. There is a Law:Enforcement Block Grant ($8,910j included in this years:budget: FY 96. FY97 :.._ :FY 9.8 Appr: Actual EstifiatQ. ;:;)3�dset : : Budget:Summary - N/A , $33..9,716, :. $3:46 020 .. Position Summary.;: :.:.: N/A 7 7 Program Name: Education Services Service Level: Coordinate the Tech-Prep Criminal Justice Program at A&M Consolidated High School while establishing positive relationships with students, faculty, staff, and interviewing with At-Risk Students. Performance Measures: FY96 FY97 FY98Appr. Actual Estimate Buddget Ef£ectiv_eness -Annual faculty and staff survey approval rating. 95% 98.5% 90% Effitcien_cy -Avg. cost per student. $364.48 $320 $325 9istizu_t -No. of students in Tech - Prep Criminal Justice Courses. 115 167 150 -No. of students involved in Criminal Justice Vocational Industrial Clubs of America in the Fall of 1996. N/A 20 20 -No. of at-risk students helped with mentoring sessions. 80 250 275 -No. of Tech-Prep Criminal Justice classes taught. 720 720 720 Input -No. of Personnel 2 2 2 65 • Program Name: Community Policing Service Level: Provide assistance and Educational Service to members of the COPP area. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Buclgei Efffe.diLe ems -Annual survey of COPP residences indicating satisfaction. N/A 90% 90% Efficiency -Cost per contact based on contacts made in FY 96-97 $12.25 $5.00 $7.00 • -Cost of officer for COPP Cub Scout Troop based on officers time spent on this project during FY 96-97 N/A $1,500 $1,500 .• Output -No. of citizens making contact at COPP substation 3,000 1,500 2,000 -No. Of citizens providing information on unsolved crimes N/A 15 15 -No. of request by citizens for referrals to outside agencies 8 30 30 -No. of referrals made to outside agencies, other divisions, and other departments 8 30 30 -No. of contacts made by COPP officer at citizens residence 100 200 200 -No. of hours COPP officer spends on Cub Scout Troop 50 100 150 Input -No. of personnel 4 4 4 • • • • 66 POLICE DEPARTMENT INFORMATION SERVICES ' L Dscription:&. Budget Explanation: This"division is responsible for processing and"maintaining police;records and evidence.The approved budget is 7.79%higher than the'FY `97.revised":budget:There are two service level adjustments included in the::budget, 1)aluminum:awning for the evidence impound area.:( 14,652), and 2)"furniture items for the evidence and records room($6;276):`: FY 96:: : '<: FY"97 FY.98 Appr. Actual Estimmate. . : Budge Budgef Summary N/A `$215,508 • $237,642 Position:Summary: NfA:.:' :: ;:" .".'..7 7... Program Name: Information Services Service Level: Process and maintain accurate police records and evidence and provide for the effective and efficient retrieval, distribution, and storage of departmental records and evidence so that information requested by other divisions of the department, prosecutors, and the citizens is readily available. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness -Percentage satisfied on annual customer survey. N/A 95% 95% -Percentage of time that all incoming records/evidence are processed correctly. N/A 99% 99% Efficiency -Percentage of time reports and supplements received by 9 a.m. are processed by 12 noon. 95% 93% 95% -Percentage of time all citations are processed by 3 p.m. the day following the citation. 95% 94% 95% -Number of evidence/property items disposed during measured month N/A N/A 325 Output -No. of reports processed annually. 12,012 12,205 12,205 -No. of Record Technicians used to process • reports. 4 4 4 -No. of citations processed annually. 30,316 30,541 30,541 -No. of record technicians used to process citations. 1 1 1 -No. of evidence/property items processed annually 3,468 3,500 3,500 -No. of evidence/property items disposed annually N/A N/A 3,900 67 • Performance Measures: FY96 FY9 FY98Appr. Actual Estfniate _Budget Input -No. of Record Technicians used to process reports. 3.5 4 4 -No. of Record Technicians used to process citations. 1 1 1 -No. of Evidence Technicians used to process • evidence. 1 1 1 • • • 68 FIRE-DEPARTMENT ADMINISTRATION Description & Budget Explanation:: This is the administrative,and training function;of..the:Fire Department: ;:General administrative support is provided to the department..:Requests for service:by citizens and Fire Department employees:are:also;l andled in:th s area'::'EMS reports are also er tered:by:staff::iri::tl�is area: The.., training:function is responsible for ensuring:that all Fire Department personnel receive required training,: This function:keeps the training departrmenupto date::"The approvedFY 98 budget is 14.66%0 lelow.the FY.97 revised budget: The primary reason for this decrease as the_ moving:of a position;to the Fire Operations Division:: The approved budget includes a`service:level adjustment for_increased communicat ons maintenance, FY 96 FY.9.7: FY:98 Appr Actual Estin ate edge# Budget:Summary ;: :$366 1.53 $456;029::•.. >$377 974::.:: Position:Summary* 5 :5:::' : ``: q*`:: *Operations Chief position moved to Fire Operations. Program Name: Management Services Support Service Level: Provide support services to fire department and other city departments. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Efedti tress -Percent approval on satisfaction survey. 95% 95% 95% -Percent of time pre-established deadlines for completing reports are met. 97% 95% 95% Efficiency. -Cost per entry of EMS report N/A $0.23 $0.23 -Staff time cost per monthly report N/A $26.00 $26.00 -No. of employee requests per person N/A 100 150 -No. of citizen requests per person N/A 250* 500* Output -No. of EMS reports entered 1,550 1,700 1,800 -No. of monthly reports produced 12 12 12 -No. of employee requests N/A 200 300 -No. of citizen request N/A 500* 1,000" Input -No. of administrative support office staff 2 2 2 *Increase due to Com�����munity 1 1111 Enhancement participation. 69 Program Name: Fire Department Training Service Level: Fulfill basic certification requirements as per job requirements for Community Enhancement and Suppression personnel. Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Estimate Budget Effectiveness Percent of effected employees achieving necessary certifications N/A N/A 100% Efficiency Cost per certification N/A N/A $430.25 Cost per employee N/A N/A $625.82 Output No. of required certifications N/A N/A 16 Input Training Personnel N/A N/A 2 `Thirteen Personnel ; Sixteen different Certifications 70 Service Level: Comply with required continuing education for Fire Department personnel and provide cooperative training programs with mutual and automatic aid. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effec iveness -Percent of department achieving minimum score of 70%of all written tests for all minimum conti- nuing education hours mandated. 100% 100% 100% Efficiency -Cost per continuing education hour $12.04 $12.941 $12.603 -Average training cost per employee $1,575 $1,3472 $1,3604 Qutpu_t -No. of mandated training hours 4,082 4,142 4,504 -No. of interagency training hours 379 360 396 -Other Training 5,739 6,498 5,600 -Total no. of training hours 10,200 11,0005 10,5006 Input -Training personnel 2 2 2 -1 Original cost per hour estimate was based on mandated hours(4142). Revised cost/hour based on estimated actual hours delivered(first nine months of FY 97 = 8,230.3 CE hours; estimate for FY 97 = 11,000). -2 Revised to reflect other adjusted figures for reporting period. -3 Reduction due to addition of Community Enhancement personnel. Figure based on estimated total hours to be delivered. -4 Increase due to absence of SLA from FY 97 for Inspector training. -5 Revised estimate based on actual hours delivered(first nine months of FY 97 = 8,203.3 CE hours; estimate for FY 97 = 11,000) .6 Decrease due to completion of Inspector training. NOTE: Cost per CE Hour is calculated from Training Budgets (Divisions 50, 51, &52)divided by total hours delivered. Cost per employee is calculated from Training Budgets(Divisions 50, 51, &52)divided by number ' of personnel who receive training. 71 Service Level: Coordinate the Tech Prep Fire Science Program at A&M Consolidated High School while establishing positive relationships with students, faculty, and staff. Performance Measures: FY 96 FY 97 FY 98 Appro Actual Estimate Budget .• Effectiveness -Annual faculty and staff survey approval rating N/A N/A 95% Efficiency • autput - No. of Students in Tech Prep Fire Science Courses N/A N/A 67 -No. of Students achieving passing grades in all courses N/A N/A 80% -No. of Tech-Prep Fire Science • • classes taught N/A N/A 374 Input - No. of Personnel N/A N/A 1 • 72 FIRE DEPARTMENT OPERATIONS Description::&'Budget Explanations: The fire department operations:function:provides emergency response::to fire,EMS;and hazardous materials;incidents This service is provided::through 3 fire stations equipped with 7 first line response units:incl iding.2 ambulances Safety surveys of structures in the community:are also - performed by:this function to help ensure that fire:.protection systems Will workproperly during an • emergency.: Automatic:and mutual:aid:agreements'with neighboring:entities:allows'more.integrated fire,emergency.medical and hazardous::materials:response_to the community. The approved budget for.FY:-98. s approximately 0.93%less than the.revised:FY 97 budget;,. approved budset includes service level adjustments for the following new life pak and upgrades to life Pak IOc status, $13,340,hydraulic'rescue equipment and tools for the ladder truck, $1:9,998; an increase:for clothing:'maintenance costs;;>$4;:950;'maiintenance of the,current vaccination::and titer testing program, $1,980;'and the addition of;3 new:masks and airpacks to'serve:as backup, $4;816.. FY 96 FY::97 FY 9.8 Appr. Actual Estimate >:. udget Budget Summary $3,525,811 $3,560;868 $3600266: Position Summary 7.3 73 ;:69* `Prevention Division Personnel moved to separate area. Program Name: Fire Department Operations Service Level: Provide prompt effective fire, rescue, EMS, and hazardous materials response. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Effectiveness -Percent time 4 1/2 minute emergency drive time within College Station with first arriving unit is met 92% 90% 90% -Percent time Paramedic and advanced life N/A 95% 95% support services provided with the first unit. • -Percent of survey respondents rating fire service good or very good. N/A 92% 95% Efficiency -Cost per Incident $827 $853 $900 -Cost per Unit Response $477 $506 $533 Output -No. of incidents responded to 3,958 4,056 4,056 -No. of unit responses 6,904 6,842 6,842 Input -No. of on duty personnel per shift 22 22 22 -No. of off duty personnel available for call back 44 44 44 -Operations Budget/expenditures for cost per incident and unit calculations $3,293,326 $3,458,963 $3,648,761 73 *The 98 projections do not include any capital funds. *The 96 and 97 amounts do include capital. *Figures above represent entire operations budget, less prevention salaries and benefits, and a portion on of facilities costs from Fire Administration. 6 ' • • • 74 FIRE`DEPARTMENT • FIRE PREVENTION. COMMUNITY ENI-IANCEMENT - :Description&::Budget Explanations The Fire Prevention%Community Enhancement function:does a numberof things related to *Safety:, to.:prevent fires as well as investigative services to determine the cause and origin.:of fires. Also included:in.this:function..is the'maintenance and_enforcement of city ordinances`'relating tozoning, sanitation drainage; nuisance'abatement, and:parking'related;.violations, Fire Prevention is - invoived in the developriient process through`the inspectiari::of new.:buildings to ensure`compliance with the::f re code Public.safety and education programs areprovided to>the citizens of College Station:.The:Fire•;Prevention/Community Enhancement budget<is.1; 724%higher than:the FY 97 a pp �proved:b id`et, .The primary reason for;this'ncrease':is;thee::transfer of-.4.:positions from the Fire Suppression Division;;as well as the transfer:of positions in for the code enforcementfunctioris: It: also:includes a service'level ad ustment increasin :tfie';` arkiri 'enforcement position to a`40'hour per week position; $6;090 FY 96::. ;;:: >FZ'::97 FY:98:Appr 8ctuia 'E tiumat_e_ Budget. • Budget•Surriniary" $22955 `. :: :$20;10:J.. $406;279 • Position Summary" 0:::::' 0 9 * FY 96&FY 97 Personnel are budgeted in the fire operations budget. * FY 98 shows consolidation of Code Enforcement function. Program Name: Fire Prevention Service Level: Provide prompt community development support; and conduct building safety inspections to ensure code compliance. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectivene_s -Percent of surveyed customers rating the fire new inspection service good or very good 95% 95% 95% -Percent of time acceptance tests are conducted within one working day 100% 95% 95% -Percent of time new business final inspections are held within one working day 100% 95% 95% • -Keep fire losses in commercial businesses to less than an average of $200,000 per year $275,000 $200,000 $200,000 -Maintain ISO rating of 3 as related to building inspections N/A 3 3 Efficiency -Time per inspection 1 hour 1 hour 1 hour • -No. of inspections per month per officer 20 20 20 -Staff time cost per inspection $19.00 $19.00 $19.00 75 • FY 96 FY 97 FY 98 Appr. Actual Estimate Budget _Output -No.of visits to construction/renovation sites • in the city(minimum) 2 per week 2 per week 2 per week -No of visits to major TAMU projects 1 per week 1 per week 1 per week - -Avg. no. of site visits per week 30 36 36 -No. of systems tests conducted per year 60 60 60 -No. of fire safety inspections of businesses 800 1,000 1,000 • • -No. of Safety Survey Inspections conducted by Shift Personnel 500 500 500 -Major violation follow-up time 1 1 day 1 day -Minor violation follow-up time ' 5 5 days 5 days Input -No. of fire prevention personnel available 4 4 4 . . -No. of certified fire inspectors 4 16 16 -No. of shift personnel who assist with inspections 66 66 66 Service Level: Determine fire cause and origin of all fires responded to by College Station. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Bu_dge_t . Effectiveness • -Percent of time fire cause and origin are determined. 95% 95% 95% Efficiency -Average time spent on fire investigations. 1.5 hr. 5 hr. 5 hr. -Average no. of investigations per officer 9 per year 7 per year 7 per year Output -No. of fire origin and determination calls per year 180 175-200 175-200 -Percent of investigations on all major fire hazmat, and code compliance cases within 24 hr. 100% 100% 100% , Input -No. of personnel certified in fire origin and cause determination 8 8 10 -No. of certified arson investigators 6 6 6 -No. of suppression lieutenants trained in basic cause and origin determination. 12 12 12 , 76 Service Level: Provide public safety education programs. Performance Measures: FY96 FY97 FY98Appr. Actual Estimate Budget Effectiveness -Percent of class participants satisfied or very satisfied with public safety education programs. N/A 98% 98% -Maintain or reduce fire death average per year based on ten year average 0 0.2 0.2 Efficiency - -Time per class 1 hr 1 hr 1 hr -Average Cost per student for fire safety training. $1.20 $1.20 $1.20 Output -No. of participants in fire safety classes 6,400 8,500 8,500 -No. of fire safety/code compliance classes 170 200 200 Input -No. of prevention personnel directly assigned 1 1 1 -No. of additional prevention personnel available 2 2 2 A Program Name: Community Enhancement/Code Enforcement Service Level: Ensure a healthy and safe community through the timely, proactive, and reactive enforcement of property standards, codes, and ordinances. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness - Percentage of staff time spent on proactive code enforcement. 25% 25% 27% - Percent of calls investigated within 48 hours of call. 90% 90% 95% -Percent of cases resolved within 90 days. 85% 85% 85% -Percent of cases resolved by voluntary compliance N/A 97% 97% - Percent of cases requiring administrative action N/A 3% 3% Efficiency - No. of cases resolved per code employee 4,000 4,000 4,080 - Ratio of fire lane contact to citation issuance 4 to 1 4 to 1 4 to 1 -Cost per fire lane contact $2.34 $2.50 $2.34 -Cost per enforcement of parking violations $3.41 $2.50 $2.34 77 FY 96 FY 97 FY 98 Appr. Actual Estimate Budget _Output -Total number of cases. 8,000 8,050 8,210 -No. of cases resolved. 7,600 8,000 8,160 • -No. of proactive cases. N/A 2,012 2,200 - No. of cases taking 90 days or more. 85 1,207 1,230 - No. of cases resolved by voluntary compliance N/A 7,760 7,920 -No. of cases requiring administrative action N/A 240 244 -No. of Weeds&Grass cases N/A 1,960 2,000 • - No. of Sanitation related cases N/A 2,890 2,940 -No. of Junk/abandoned vehicle cases N/A 240 250 -No. of Zoning cases(signs, landscape, land use) N/A 2,040 2,075 -No. of PITY(parking in the yard)cases N/A 800 820 - No. of Misc. Code enforcement cases N/A 120 125 • -No. of public education contacts N/A 1,000 2,415 - Patrol fire lanes(days per week) 5 6 6 • - Percent of fire lanes marked to ordinance 98% 100% 100% - Number of parking citations other than handicap • and fire lane. 2,993 4,323 4,410 • -No. of Fire lane contacts(per year) 7,800 7,800 7,950 Input -Code Enforcement Officers 2 2 2 -Staff Support .5 .5 .5 -No of FTE's assigned to parking enforcement 1.75 1.75 2 • • • FY 98 shows consolidation of Code Enforcement function. Cost per fire lane contact calculated by dividing salaries, benefits, and supplies used for parking enforcement by the number of fire lane contacts. • • 78 WATER FUND - WATER : OPERATIONS - Description&:Budget'Explanation: This divisio p�n.is`res��onsible for:the supply'and delivery:of:water: The approved budget:is:2;32:% higher tharithe F?`97:revised:;budget.:'1'here are seven service level adjustments:for the Water ra area• 1 4:6:for::addihonal.corriOi ii ati.00:0161 0:10.0 e,:2).$9 000 ao.: : Production.prog m ) $.9 replace;:motor bearings,on the,#2 service pump,:2)::$20,000 for cooling tower wood rep acerrien., : 3)..$12,834 to urchase GPS;:receiver, 4) $19,240 for a.vehicle upgrade, :5)$15,000 for . rounds:;mainteri�nce;and6).;$130;0 Th 00: e'l�Jater T� tr sib uti ro progr m,a ;has two;service: eve g .; adtustmerits; 1)$665 for additional communications;:maintenance,and 2) $115,000 to hydroblast, weld, repair,:and paint>the Texas Av..e._:elevated tank.. m FY96 :: .` ;, ;.'FY:97 >..::':;FY;.gg<Aupx ` .. Actual.. innate:: ud et Eft Budget Summary $2 058,22 :' $2 743;6$9.:: $2 668 575 : Revenue Summary : $7 237 749 $7;050,206 ... :$7;18.6,600 Position:Summary .' 31:5: `..< : : i 291,4.:. : :.30 5: Program Name: Water Distribution Service Level: Provide a superior water system reliability through a program of distribution accountability that will ensure unaccounted water will be 10%or less annually as recommended by the American Water Works Association. • Performance Measures: FY96 FY97 FY98Appr. i Actual Estimate Judge_t Effectiven_e_ss -Percentage of unaccounted water. 10% 10% <10% (Industry avg. of unaccounted water 10.1%) Efficiency -Cost per meter repair. $35.00 $69.00 $69.00 -Cost per meter replacement. $79.00 $78.00 $70.00 -Cost per water main leak repair. $435 $405 $405.00 Output -No. of meter repairs. 285 282 300 -No. of meter replacements. 750 500 600 -No. of water main repairs. 135 84 100 Input -Budget allocation for repairs, • replacement, and testing. $79,615.00 $112,400.00 $112,400.00 -Budget allocation for water main and service line repair. $76,857.00 $126,774.00 $126,774.00 79 Program Name: Water Production Service Level: Provide an economical water supply in adequate quantities to meet or exceed demand. • Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Estimate "Budget Effectiveness -Maintain average costs (within +/- 10%of .50/1000ga1.) $0.41 $0.63 $0.43 Efficiency -Operations&Maintenance Cost/1000 gal $0.23 $0.40 $0.20 0_tput -Maximum production capacity(MGD) 17 17 17 -Daily average demand(MGD) 7.12 7.30 7.5 • -Maximum peak demand(MGD) 14.60 15.20 15.20 -Annual system demand(billions) 2.6 2.3 2.5 Input -Electrical Costs $586,008 $548,500 $576,800 -Operations& Maintenance Cost $491,038 $917,526 $490,548 (total budget less electrical and capital cost) 80 WASTEWATER :Ptitiii....'.•: . - '. -::::::-';-WASTEWATER. OPERATIONS : -.: • . . : • .. .. . . -• ..::: . : .. . . .••• " .. : . . „ „„ .. „. . . .. • : . . „ ...„.. .. . .. .: „.:. . . . .... . . . . Description& Budget.Ekplanation:-:.. :. :::.:-.. . ,• - ',E :::::. ,:.::::]:::. ..: •.: --::,-i-- - .. : . . - : . This division responsible:for the:collection atiOteattherit::d.'wast-eter In the.:eity..ThiS dkrision:.....: . ... . . .: .... .:....... ..,... ,.. .:.... .,.:... ... , . shows a..iecluattervih-petsorihelwhiehls.:.the'reltibf,,i,e6.116e4tioh,..6f.:,fe0Ores*Ith::::the:,Water Diyiaoh.:::717...he'000t...0e.cUbuclget..t , ..%lower thanthe.FY -97 revised budget.:which:-.includes:lfive -.•:. .01-1/iCo',16-kiaa.djutti-.writ- k:1-,..*W04pw40....17rp*rt:i0.4-tFiyOgrthiTar6 ;1-i4sthte.e:-:9::the:service-level.i..:.. -":adjustments,''. $1-' 001 .:" :.:.:.:•:' .: .". :--- '' ' i :::Z$54000' 1.- '"6":::1).:- , ..- : or::additionalcommunications.: :rnain maintenance, ..: . .; . .:t.o.-rep ace,: .::::::.........:/::: . „ . e06061::.,134ilel ::4K-1.J164i.et-s;..,..444,: yi 1. . ',) .....- preghtraet grounds: .rhainterpnce:;-:The.:Wastwt?r QiAlectOtyofo,j04f6•11-gtwo:$0.9.- level.:adjustments;-:-,...$1;177.-fori:ad 1 ional:.,.:::::::.:- P6ihr.I.-044itiotili4inte.tiii60;,;00d.:-.?).'.$17:; o0;.to.:I'Oi*de::ti:13...571TO.,i-firii, yeonc.y0 .;:-,:,.,.' .:.,i:::::•:.-;!.:..:'ii:; :,::: . : . . .:Z.::'-:-;:.-1..:.ii;:.:::'11:•:- ;:':":. ' .:::::'"'.:1::E::::':!:::- -I!!:..:i !l';1:::.:;ii'!!'. ......-.'!:::::..:.i- .::.-.: '-- .:.::':..:.:::..---'',!'''...:::!::::- :0--::-...:::;',:;!.: :':: : : -:::..,Y....,:•:::-.:- ! a FY96 ---::::-•• .:-,:,.,...:,:FY:97-i:-::••••:'::::::::FY 98•APPf*:-":":-H•1 .. . . .. . .... .. . . . .. .. ... . .. . . . . .. . . ..... . . .. . . ..... . . ...... .. , .::...-..,:::' :::!:!:-'-:-'i:- . '•.:' : .-:Ii':::E:-'.. •..'''.:.:..:::; i:::::'.. ...:.'•.::''..::::.-..,,,.:..: -...40401-:1.....::;;•:::•:--:::'VOrt014.-0.'iE::.''1::.'.-::':-Ati-40:t BUdget:SuitiMniv.-.:. ..:.• - •' •::::: . :.i.: :-:•. .;-:-. : :$ --,:3785:075::':: :--:.$?'•,6i8;26 --::'•..:$2.-i. ..4.8-167- Revenue Summary , ff.'::::::: .-'::.•- .....:..$6c:ti9;663'i ---;$.6 $864$0...'.::::::'],$0;6.0;150 Position Summary . - , - :: ..• : •-• •..- --:--:::-:::-,41 . ::::: .:'•.' - ,i,:':-.:'88 --,:::.',..':.: :---: ---..- 36-:---:-- :-:-: . . . ...„,...„.. ::, . . .:.,... ...: _. ,..,..: • . , f.: • . ..... .. •:.:•:•••::-. . ....: ..:: . , . Program Name: Wastewater Treatment . . . . Service Level: Provide a cost effective method of processing wastewater to insure a healthy and safe environment. - , Performance Measures: ! . FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiv_ene_ss -Maintain average costs (within +/- 10%of 0.70/1000ga1.) $0.69 $0.68 $0.66 Effi_cie_n_cli. -Operations and Maintenance Costs/ 1000 gal. $0.55 $0.54 $0.54 Outwit -Maximum treatment capacity(MGD) 10 10 10 -Daily average flow(MGD) 5.14 5.64 6.0 -Maximum peak flow(MGD) 7.9 10.5 11.0 • -Annual system flow(billions) 2.2 2.4 2.5 Inp_ut-Electrical Costs $301,182 $337,900 $314,600 . • -Operations and Maintenance Costs $1.221 M $1.294 M $1.340 M . . 81 . . . . • Program Name: Wastewater Collection Service Level: Provide a safe and cost effective method of collecting and transporting wastewater to insure a healthy and safe environment. • 6 Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Estimate Budget Effectivenes -Maintain average costs (within +/- 10%of 0.40/1000ga1.) $0.3313 $0.3655 $0.3655 Efficiency -Cost per collection line repair $793.55 $668.82 $668.82 -Cost per collection line TV inspection $106.75 $104.81 $104.81 -Cost per collection line HV cleaning $178.74 $203.73 $203.73 -Cost per service line repair $545.28 $488.75 $488.75 -Cost per man hole repair $164.64 $108.43 $108.43 -Cost per collection line Tap $191.71 $409.65 $409.65 Output • -Number of collection line repairs 61 42 42 -Number of collection line TV inspections 381 326 326 • • -Number of collection line HV cleanings 597 274 274 -Number of service line repairs 33 56 56 -Number of man hole repairs 28 90 90 -Number of collection line Taps 448 218 218 • Input -Operations and Maintenance Costs $828,509.00 $926,697.00 $808,069.00 • 82 PUBLIC WORKS ::: SANITATION < Description;;&:Budget Explanation; This division:is responsible.for the collection of;all municipal refuse, recycling, and cornrtiercial ;;- refuse The approved budget is 11 54%higher than the FY `97,revised'budget due to $290,125 in : - service.:level adjustments::All programs aave:additional communications maintenance:expenses >: totaling$1,181,The Residential Recycling program has one service level adjustments:fora plastics . recycliri9:program($19,080) :The Commercial Collection;program.has:two service level adjustments, one for tie addition of:a Front'End Load collection:vehicle and driver($254;864)and purchasef`fve'roll`off containers{ 15„00Q.). :. FY:96 FY 97::: ;FY98 A .pr :*,:': :Actual::: . ::: ,Estimate `:. B_.aget':;: '::: 2 2 4 625`: ' d`et>Su: :: a 6 2 623 78 .;. 2: .. Budget g .:.,.. ..:.mm ry '. ;:.;.. : `:. ...:. :::>:<; ': :. $ ,... $. :�::... ..,.. 9. $ ..,926�53:4 ;; Revenue Summary. :: $3.,748,139; $3;798;083 $3,874,247 Position:.,ixznma Program Name: Residential Collection Service Level: Provide residential solid waste collection to College Station citizens. Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Estimate Rudget Effectiveness -Percentage of missed collection reports per week. 1% 1% 1% Efficiency . -No. of man hours per ton of household garbage. 0.63 0.62 0.61 -No. of man hours per ton of bulky waste. 5.75 5.20 3.39 -No. of man hours per ton of Clean Green 4.56 5.20 5.09 -Cost per ton of household garbage. $85.33 $84.50 $67.46 -Cost per ton of bulky waste. $206.14 $186.30 $162.55 -Cost per ton of Clean Green $302.71 $302.71 $297.81 -Residential monthly rate. $11.20 $11.20 $11.20 autput -No. of household tons collected. 7,923 8,000 8,160 -No. of bulky waste tons collected. 2,169 2,400 2,450 -No of Clean Green tons collected 1,200 1,200 1,225 Input -No. of FTE's assigned to household garbage collection. 2.4 2.4 2.4 -No. of FTE's assigned to bulky waste collection. 6 6 4 -No. of FTE's assigned to Clean Green 3 3 3 -No. of customers. 10,142 10,500 10,700 83 • Program Name: Residential Recycling Service Level: Provide residential recycling collection to College Station citizens. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate BudgetEffectiveness -Percentage of Residential Municipal Solid Waste (MSW)diverted annually. 17% 20.5% 21% -Participation rate 60% 64% 67% Efficiency -Cost per ton, Recycling. $217 $198 $208 -Revenue per ton, Recycling. $33 $29 $33 -Net cost per ton, Recycling. $198 $179 $189 (cost-revenues-avoided disposal costs) • Output -No. of tons collected- Recycling 1,000 1,035 1,060 -Avoided landfill costs. $19,000 $19,665 $20,140 Input -Cost of annual contractor collection. $216,994 $204,955 $220,500 -Annual recyclable sales revenue. $33,317 $30,000 $35,000 -Landfill disposal fee per ton. $19.00 $19.00 $19.00 -No. of customers 10,142 10,500 10,700 Program Name: Commercial Collection Service Level: Provide sanitation service to College Station businesses and apartments. Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Estiat_e Budget • • Effectiveness -Percentage of missed collection reports. 1% 1% 1% -Percentage of customers satisfied with service N/A 95% 95% Efficiency -Man-hours per ton. N/A .53 .52 • -Cost per ton. N/A $54.57 $54.51 . Osi-tput -No. of tons collected. 21,733 21,888 22,325 Input -No. of FTE's assigned to commercial solid waste collection. N/A 3.6 3.6 -No. of FTE's assigned to roll-off solid • waste collection. N/A 2 2 -FY budget allocation. $1,063,175 $1,194,452 $1,475,898 -No. of commercial customers. 651 651 665 -No. of apartment customers. 10,600 10,600 10,800 KK >> DRAINAGE:MAINTENANCE . PUBLICWO; .. : escri tion&::Bud -et Ex lanations' .:; ::.:'::, > ::.:::;: :'::'> ::' :.. This division:is resp:ons ble'for fl e;care acid•maintenance:of the'dra rage:wayst rougliout the City he:Tapprov d budgeet is`49 6%„higher than the FY`97 reviisedbudget Tots is due to increases:in fleet maintenance charges,fleet replacement charges,and three service level:adjustments;one`for Draing a e S. sterriinventory temporary:employees($5;000),, :ne f it Right'of Way;mowing: ; uipm Y eqent($73,0:45) and. ine for Drainage Maintenance'materials( 29 700 .; ... • >:»;;' »: a .> .'9.6 .:: ;:,-:.:0<:>:FY::9:T.,: ::: <FY.98:A r:::.::'`;': 4 BudgetSurti1naxy.;:.... :: : :' >::;< ; $:�63763. $ '.:.: :::... ..:.:$.. ._. '....: :::iai ... .:::........ : . :4 5...: ..: T'os�tion<Summa . . <:.:: >::< :<:::> »; :.:>;> >:::::;:;:;:.:.. :: 4: : ';: ., ... . .:......:..... Program Name: Drainage Maintenance . Service Level: Provide a drainage maintenance program that keeps the storm carrying capacity of the system adequate in College Station. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Ef£e_ctiv_e_ness - Cost per capita per year for flood damage to structures. (target not to exceed $2.00) N/A 154 15� • Efficiency -Cost per mile of right of way mowing. $107 $107.79 $107 -Cost per mile of herbicide. $0.46 $0.46 $0.46 • -Cost per mile of creek cleaning. $72.58 $72.58 $79.80 Output -No. of miles_of right of way mowing. 383 347 449 -No. of miles of herbicide. 421 421 425 - No. of miles of creek cleaned. 4.1 17.42 18 Input ' -Right of way mowing cost. $40,940 $37,404 $48,014 • -No. of personnel. 2.3 2.3 2.3 -No. of FTE's for herbicide. 0.5 0.5 0.5 - No. of FTE's for creek cleaning. 1.2 1.2 1.2 85 We're Committed IPA To Excellence 86 4. EDUCATION/INFORMATION $1,763,537 Citizens benefit from access to broad-based information and knowledge Providing education and information services is vital in ensuring that citizens in College Station receive the information they need. It is also important to provide facilities such as a library to allow citizens to find information they need on a variety of subjects and to provide opportunities to have a better informed and well educated community. Education and Information services are provided in several ways by the City of College Station. These include the provision of library services as well as through the Public Relations and Marketing activity. Individual departments also play a major role in providing information to the citizens of College Station. APPROPRIATIONS - EDUCATION/INFORMATION • P/R 8% Bush Library a r 3% Library 88% Library- Operations $604,049 Library services are provided in College Station through an agreement with the City of Bryan Library Library- Capital Projects $963,277 system where a branch of that library operates in The new College Station Library facility is scheduled College Station. Currently the College Station for completion in the Spring of 1998. This is the branch library is in lease space that is no longer last expenditure required for the completion of the adequate. The library approved budget includes library facility. service level adjustments of$181,927 and $15,176 to fund contracted management functions and utility Public Relations and Marketing $146,211 costs for the new Library scheduled to come on-line The Public Relations and Marketing division is in the Spring of 1998. another part of the provision of information services in College Station. This service provides timely, factual, and understandable information to College Circulation Station households and to the news media. Press 200,000 releases and news are examples of ways information about the City are provided to the community. One 150,000 ! 'i A{7 of the newest means of providing information has y been through the establishment of a "Home Page" 100,000 - r on the intemet. This allows people with computer 50,000 > , internet access to get information about the City. The FY 98 approved budget includes service level adjustments enabling the Public Relations and 92 93 94 95 96 Marketing division to improve these services. These include a service level adjustment of $3,069 to advertise the City Council agendas in the Eagle The above graph illustrates the circulation of volumes newspaper. There is another service level at the branch library. adjustment for $11,880 to begin videotaping and broadcasting the City Council meetings. With enhanced capabilities through the local cable service, 87 this will allow the City to provide greater access to information than has been previously been possible. • Other Education/Information $50,000 Expenditures $50,000 has been included in the budget for the George Bush Presidential Library in FY 98. The City • of College Station has contributed $150,000 over the past three years for the completion of this library. The Library is expected to draw a large number of people to College Station, and will provide significant new educational opportunities for those visitors and to members of the community. Strategic Issues One of the top 20 1997 Strategic Issues address the Education/Information Vision Statement. Issue #16 Communication with Citizens Including Youth. The goal of this issue is to prepare a communications plan that will include all College Station audiences, including the youth of the community. The following pages in this section detail the service levels and performance measures for the operating divisions in the Education/Information Vision Statement. Also included are the budget and position summaries for each of the divisions. • i 88 OFFICE:OF•TECH. AND - LIBRARY SERVICES . INFORMATION SERVICES; )Fig• planation::.:;:: ;: :;. This:;ditnsion is:res onsible;:for librarysennces;for Brazos County.The.-rio,.;,,:.,ollege Station Libi. ry' _ wiil:be open during FY`98 and many of the increased expenditures below area direct:result o . operating the facility The approved budget;is 48 S2%o: igher:tl an the'FY '97 revised budget • • primanly due to $197;289.,in.service:level:adjustments There are three service level adjustments, 1) 186:for:additional;core rziunications;i ii intenance;2): 181 g. for';new facility.:operations;an for:.utilities.costs._:::; :; ::: ::•: >;::::::. • :>::: >a: ;=::' :: :'.., ;;,:i:>::;::: ;: :: :;,.: :>.>:; .. : :• -; >:.>:..; :. >:::>.;:.FY 97 FY::>9. r.;::.:: ... .., Bud ef`...•. .i•••" .`.: ` :,_:.>::: . . $:36.,889 . 745',: : `$Ei04 Q9•9 s: i .. ................ ......................... .0: ...................... ........': :; 0 .:: :: : `;;<;.:0 _ Position.. ummary : :::: ... <......::.:..: Service Level: Provide a helpful, friendly, customer oriented library service to Brazos County residents. Performance Measures: FY 96 . FY 97 FY 98 Appr. Actual Estimate Budget E££ectivene�s -Percent satisfaction of library services on annual customer survey N/A 69% 85% - Percent of users who rate library collection as satisfactory or very satisfactory N/A N/A 85% -Collection Turnover Rate 4.8 3.7 3.2 Efficiency -Collection per staff 3,765 4,470 3,214 - Library cost per capita $5.77 $6.39 $9.51 -Circulation per capita 2.42 2.22 2.28 • Output -Circulation 153,880 141,000 145,000 -Collection size 32,000 38,000 45,000 - Reference Transactions 9,870 10,000 12,000 - Number of Library Visitors 95,821 95,900 96,000 Input . - Staff 8.5 8.5 14 -Library Budget $366,889 $405,901 $604,049 -College Station est. population 63,542 63,542 63,542 89 • • GENERAL<;.:;;: . .>. ;. . RELATIONS: MARKET NG. • cri tion:::& B`"d`e,• ., a n : >::; ::'.;; Des .:.P.:.. .::.:. : u:..3r Exjtan. t.. :The Public:Relations=:and Marketin :Division is res porisil le^for prt vidirng info riatiori:::to'tl':ie.-. ublic:<;;:.: .:7----:e,.a:>:in a'':timel�:;a ' acc rate wa, and;fo>providiZ, assis nce>:to de rtmentszin::::: and;;;khe;�n.di.::.:«.::::.::::.::.:.:. y;:.�.;a::>�..:.::.:..:.y.:: .:::::..:x:.p.:.:. :::.�:.::...::::::.::::.: -: .lk?::.. .:..:::::::.....:::::.. developing marketin :,strafe ies:.:and::cam ar n Additionally, his divis on is res onsible`>fon::<:<: `; su ortin ::and:assxshri :::with::cQzrmuni >relaions',events>and:activxties<The:a :roved:lied etas=>>:: 16:12%ht her,than>the:::PY:`9. :re ised iud et u :to 7 4:,9.49<in.:se ce,:level:ad ustmenfs:These'>:` • eve d 'st e ts:.are_:o<"` ertise>the':Ci :::Council a ends:in:The: ale: 3,0 9'arid_to seruige 1..:.;:.: )u:.z .:: ; :.::.:;.:;f.:::<ad ..: : .....:.:; tY;:.:_;:::.: g.. :.:. : .;. :_:.::{..:::7.:..:: :a o :. t . i.;.: it me tin s' ;11:,8 (?.< <> .>::'.;> <<::>«< >: '. :: :.>:` ;` «: ; >;:; cndeota e`arid.:br_.adcas.:.:C Counc.;::..::::?,;;.: ::..::.;::. �.;:8.;:.}..:: ;:;: :::.;;:.;:;:.>:. 9 FY A r. ... • .: ;;li:.:: ::>:;;><>::: ::<.;; :.;...;: >:>::::.>:.. mate........... et :t> Su .::> >:.rty5.t.; 105`556:': <`:::;$ 1225 ::.:0:9' : ;:':;' 1'46,2<1.1``:; 13uda :Sm a ::.::..:....;::;.::.;:::::::..:..:. Position.Summary =>:::::>:: :<:»':::<:::::>>:>:::_<>:: >:.;::>:>_>:>:> >::<:>::>: 2:<»'>:> >' :`>:>» >:2'`::'` ><:`»:;''>:>...... Program Name: Public Information )Function Service Level: Provide factual, timely, and understandable information to College Station households and the local news media. Performance Measures: )FY 96 FY 97 FY 98 Appr. Actual Estimate �udgef Effectiveness -Percent• satisfied on household survey. 88% 80% 80% -Percent of media satisfied on survey. 100% 90% 90% F.ffici_ency -Avg. cost of providing public information per m• essage. $.0067 $.0196 $.015 9utput Total number of messages sent 5,332,800 3,200,000 4,000,000 Input No. of personnel. 2 2 2 Total budget for this function $58,387 $62,955 $73,105 • 90 Program Name: Marketing/Advertising/Special Events function Service Level: Provide marketing, advertising, and special event support to all departments as requested . Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Effectiveness -Percent satisfied on departmental 100% 85.53% 85% support survey Effie eacy **-Average distribution #of marketing/ N/A N/A 12,500 advertising projects **-Average #of persons attending N/A N/A 40 special events Output -No. of marketing/advertising projects 8 8 8 annually **-No of marketing contacts annually 8,675,300 800,000 1,000,000 -No of special events annually 12 12 12 **-No of persons attending annually N/A N/A 500 Input -No. of personnel. 2 2 2 -Total budget for this function $58,386 $62,955 $73,105 **Indicates revised methods for measuring for 1998 budget year, thus no history for 1996 and 1997. 91 We're Committed mr# 0011 To Excellence 5. QUALITY SERVICE $10,711,693 Citizens benefit from value and quality of service delivered at a reasonable tax rate. Quality Service is provided by the City of College Station in many ways. Providing quality at a reasonable cost is one of the ways the City can be good stewards of it's revenues. Within the College Station City organization there are many areas that provide support to those departments that provide key services to the citizens. These internal services include General Government, Finance, Technology and Information Services, and Fleet Services. Ensuring that these areas provide quality service helps ensure that the front line service providers can provide the best possible service at the lowest possible cost. APPROPRIATIONS - QUALITY SERVICE Debt Avoid. Finance 19% 15% Gen. Gov. 5% -,611fts► OTIS Public Works l , ; }::-., . ' 22% 20 ac. Maint. Fleet Util. Billing 7% 9% 11% Finance Department $1,588,966 1997 Operational Improvements The Finance Department provides Finance Accounting and Municipal Court worked together Administration, Accounting, Purchasing, and Risk to improve the procedures used to account for Management services to the rest of the City court bonds. Improvements were also made in organization. It also oversees the operations of the other accounting processes that reduced Municipal Court. Finance Administration oversees redundant data entry. These improvements have the other areas of the departtutent and handles cash resulted in estimated savings of$1,853. and debt issues for the city. The Finance • Department ensures all funds are invested prudently. The Accounting and Purchasing activities work Average Number of Cases Filed Monthly closely together to ensure that purchases are made and recorded properly following all rules and guidelines. The Risk Management function seeks to 2,000 ®Traffic ensure that the City's exposure to physical and 1,500- _ _ ■Parking financial losses are minimized. This is done through 1,000 ❑State Law a number of programs that address worker safety. 500= :: City Ordinance Municipal Court collects the fines and fees for the 0 City. In FY 97 the City Council approved making 93 94 95 96 the Municipal Court Judge a full time position. This has allowed more cases to be heard by the Court, This chart shows the average,monthly,number of cases filed in and allows for a quicker disposition of cases the Municipal Court requiring a judge. The Municipal Court includes a service level increase in the FY 98 budget for a Teen Court. This is an item that has been identified as a way to address youths who must appear in Municipal Court. 93 College Station. The FY 98 budget includes funds to cover anticipated additional maintenance to the communications system, $41,960. A service level Average Number of Cases Set for increase for$90,250 was approved for a Court(Monthly) community connectivity and internet project to provide more opportunities for citizens to interact 1000 £c. ;. �„ 'F, : g with local government. Also included is $30,000 to 500 ,'"' • .Aim remove the old communications tower by the 0 electrical substation on the east by-pass. 93 94 95 96 Personal Computers This chart shows the increasing case load for Municipal Court. 500 Office of Technology and 2 390 242400 a °`1 ' 300 r ` 41 §"a �r Information Services -'� 8A The Office of Technology and Information Services -s{i F. r �E M l provides a number of internal services to the City 1 o 0 _. ,„. ,, x , organization. Among the services provided are: 1) 0 �t " '` i `� Radio and telephone communications; 2)Integrated 95 96 97 98 Data Services including computer technology at the micro computer to mid range computer level and geographic information services; 3)Printing and Growing number of personal computers in the city. • • mail services; 4) Utility customer service through the metering, billing and collection of utility revenues. Utility Billing $1,146,952 Utility Billing is responsible for the metering and The department manages the franchise agreements billing, and collection of electric, water, waste the City of College Station has with water, sanitation, and the drainage utility fees. The • telecommunication, cable and natural gas providers Utility Billing approved budget includes a service in the community. level adjustment of$1,600 to upgrade the replacement of a pick up for meter services to an As technology has grown in recent years so has the extended cab vehicle. use of technology by the City. As a result, the need to have high quality service in the computer and 1997 Operational Improvements communication areas has grown. A change in the way Utility Billing sends out the • monthly bills has resulted in savings in the cost The approved budget for FY 98 includes a number of this service. The use of bar coding on the of service level increases. Included are $5,445 in utility bills has resulted in an estimated savings funds for Geographic Information Services to obtain of approximately$13,000 for the mailing of high resolution photographs to update building utility bills. footprint data. The MIS activity has service level increases of $91,100 for testing computer upgrades as part of the Year 2000 project; $113,178 for the Utility Bills Mailed upgrade of network hardware and software; and $58,410 for software to automate the development review process. 300,000 In FY 98 two activities are approved to become 200,000 A O internal service funds. These are the Print/Mail and 100,000 -.-t �, - • Communications functions. Print/Mail is � 'E t V responsible for providing various printing and mail 0 ; services to departments in the City. The 92 93 94 95 96 Communications activity is responsible for the • maintenance of the telephone, radio, and other Steady growth in the number of annual utility bills mailed. communications systems used by the City of 94 Fleet Services $932,185 Public Works Administration $249,941 The City of College Station has a fleet of over 400 This is the administrative division of the Public vehicles and heavy equipment used to provide Works Department which includes Streets, better services to the citizens of College Station. Drainage, Fleet, Traffic, and Solid Waste Collection. Nearly every service provider in the City depends Because the other activities of this department have on having a reliable fleet of vehicles to provide been split among a number of vision statements, services. These include Police and Fire services, Quality Service was the most appropriate place to Solid Waste Collection, Public Utilities, and many put this activity. Public Works Administration is the others. The Fleet Services division manages the primary customer contact point for these activities. fleet and performs preventive maintenance and vehicle repair activities. The FY 98 budget includes General Government $1,611,550 a service level adjustment of $12,000 for a hoist for Several administrative activities are included in the the vehicle shop at the Public Utility Services General Government Department which are Center. described below. This discussion does not include Public Relations/Marketing which is included in 1997 Operational Improvements Vision Statement#4 Education/Information. The fleet operations opened a shop at this location in order to provide better services to the The Mayor/Council activity is accounted for in this Public Utilities Department. This change has department. The City Secretary's Office is simplified the preventative maintenance of responsible for elections, records management, City equipment assigned to public utilities and has Council support and other activities. resulted in less down time for this equipment. 1997 Operational Improvements The way citizen complaints are resolved has been Facilities Maintenance $791,857 improved in 1997. Improvements included The Facilities Maintenance function provides compiling lists of recurring questions and support services to the front line departments concerns and identifying who can best answer the through the upkeep and maintenance of City questions. Training of front line employees was facilities. This includes all city buildings, and conducted and improvements to how the citizen equipment such as air conditioning units. Facilities calls are handled should be reflected in future maintenance performs some minor building customer service surveys. construction and remodeling activities. The Facilities Maintenance activity manages facility The City Manager's Office is responsible for the day repair funds that have been included in the budget to day operations of the City, and for providing in recent years to ensure facilities and equipment recommendations on current and future issues to are repaired and replaced in a timely manner to the City Council. Another key support area for the avoid higher repair costs that would otherwise service providers in the organization is the Legal occur. Office. The Legal Office provides legal services and support to the City Council and the City staff. The FY 98 budget includes a $4,253 service level adjustment for an increase in the cost of the 1997 Operational Improvements janitorial service contracted by the City. The process departments use for getting items on the City Council agenda was improved. 2,100 n � 5 ,000 270,000 25 2,000 0 Improvements came by using orthe computer � " �� 2so,000 network to get this information properly 1,900 1,800 qt- 210,000 reviewed by the appropriate parties. It has 1,700 , s 190,000 resulted in more consistent and complete 1,600 .. r 170,000 information provided to the City Council. 500 • 150,000 94 95 96 The Human Resources area is responsible for helping hire and retain the most suitable candidates mar o rk o rd e rs ..E c i i i ty (s q.ft.) I for jobs. Human Resources provides training Work orders grow In relation to the space to be maintained. activities, and administers the compensation and benefits program in the City. The Office of Management and Budget prepares, monitors and 95 reviews the annual budget. The office is also Purchasing. The goal of this issue is to review the responsible for providing management and policies and procedures used for professional organization review services to City departments. services to ensure that procedures are appropriate, Several organization reviews were conducted in FY consistent, fair, and that all appropriate factors are 97 that have resulted in improved work processes considered in evaluating both qualifications and and service provision. Efforts will continue in this proposed scopes of services. area to ensure all work processes are continually reviewed and where possible improved. Issue #19 is a Joint coordination Council- TAMU. The goal of the issue is to improve Debt Avoidance $2100,000 relations between TAMU and the City through a The City of College Station was,aGvarded coordination council which will meet and discuss approximately $2.3 millionyi-a settlement with common issues, and find ways to work toward • GTE. $300,000 has beer(programmed for common solutions to joint problems, and avoid new development of a new-Teen Center(see End problems. Statement#2). The remaining$2,000,000 has been set aside/f6r future debt avoidance. • 1997 Operational Improvements The following pages in this section detail the • Human Resources improved a number of work service levels and performance measures for processes in 1997. These include using existing the operating divisions in the Quality Service computer technology to generate letters to Vision Statement. Also included are the • inform job applicants when positions were filled budget and position summaries for each of • rather than handwriting all of the information on the divisions. postcards. Technology was also used to reduce the amount of time needed to do drivers license checks. Standard human resources forms have also been automated which has sped up the process of getting information processed. Strategic Issues Four of the top 20 1997 City Council strategic issues are under the Quality Service Vision Statement. The first is issue #2 Streamline Development Process. This issue is being addressed through a team examining ways to improve the quality of development service provide to the City's customers. Work processes are being examined along with processes designed to facilitate development in College Station to determine if there are areas where improvements can be made. Funds for the purchase of development tracking computer software have been included again in the FY 98 MIS budget. Such software will help in the streamlining and improvement of the development process. • Issue #3 is Total Quality Management- • Accountability. The goal of this issue is to implement a citywide total quality management program to improve productivity, and encourage continuous improvement in the provision of services by the City. • The third strategic issue that falls under this vision statement is #17 Professional Services 96 ADMINISTRATION FINANCE Descripti ".'&'.gd4a:tko14iati.3ii' :1-:,' - '•":' :i i.:... ,:-.-':' ::H,ii::,::,:::H:',',:::, :.:,:::::::::.::::::.,: ::::: :,:: : :: .::: . Fi§..di.64iiiiiii.ia-i.,,41. n 4gi4.4,'4dii.*.tif.001in 4Wdii.49'..OPi:i00-- #..*§0.6hi:00.00.-.:f#066,1. f.0i.i . i..'ti-iii''Iti.6-1:1 '.46&:.;-*i'..6:4i th4:.-lf-01.0101ff0116141i1640040,-{0Cc, Oti00,;:-:#4 administration:1 a(OLI.iii-i '4'..:W...6.6iii.i'64:11i?f,i0i*A0i..i&fi.4t**:).4:5000i..**#0,0.40.4 o.00qi,..1040,6 ,' Cash and 8a*:triA* 4i.i.i6iifi ,461i...i.f .;:aaN.',',0...0f40 ;.4.,•..406.toO .ylipg•liq-005 :j,:, :).p. .40?i, This ! is it 6*:,..i.bbaiiie PY,i,07,;ie:ii -.60.1.Aa40t.,::1,ifi4:..:0-1.:*1-9ii-046f).•,i0-.10:0.40.0*4kj*..•0iric,1:60§6,:iri budgeted salary. 1-fid'lieriefits:.: . ,, ,„i:. . , ,i, . , .;• -.. ,-..-.::::: ils:::::::::,i,,,,,,-:::„,: .. i: ::: ;,i:::,,,, , - , i.... . Actual:H '.,','EOfti4-t:0::: ........... ,:::01..A.400::: Budget Summary :X:;": ::1:: ;::i ''',,: 1,::ii;'''' ' ':''; $,.I8 ;32: ... .'e '$142404::'.''''1:':,'''':::: 1:5 ; 2 -..,: V.0.0.1004iSOPIOV.:A :,:.,:;:::':::: :..- :'..::: ii:':;i':: 11,::::, : ,,:,...:1,„:1:',2: ::::i Program Name: Fiscal Services - Information Service Level: Provide accurate and timely information to the council and staff for use in planning, setting goals, and monitoring programs. . . Performance Measures: . FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Effecti_v_eness -Annual internal/external survey of satisfaction rate. N/A 67% 80% EfficiencY -Percentage of all contracts reviewed within 98% • 2 working days of receipt. 92% 96% -Percentage of reports completed within 20 . working days of the end of the period. 50% 80% 80% .... Outwit -No. of contracts reviewed annually. 240 250 260 -No. of quarterly reports. 2 4 4 Input -No. of full-time employees. 2 2 2 . , 97 • ) Program Name: Fiscal Services - Operations Service Level: Administer cash and debt operations of City through management of cash flows, investments, and payments. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estim*te Judgett Effectiveness -Portfolio rate of return as a percentage of similarly weighted average maturity treasury notes.* 100.1% 100.1% 100.1% Efficiency -Percentage of available cash invested. 97.5% 92% 92% ° Output -Annual dollar amount of interest earned. $3,075,000 $3,000,000 $2,900,000 -Provide monthly market-to-market report. 6 12 12 Input -No. of full time employees. 2 2 2 -Average portfolio value. $46.2 million $50 million $45 million 98 I�escri e::: otential:::claims::to<the:Ci . >:These ,ra ram..,:;.,:c.ude::sa.e < asses:>: • • F. .:.... :.:...:. . . 2;:$7Alv::above:the FY ins .ections�:;.;The>a : 1-o�!ed1=X::;�B:<bud �k:xs:::$.X116 :..;.: ~� ..;;:;>>': :: :;' I*'Y >9 >><< FY:<97 '' >:::FY 98:A`.: r '.I: I • 06% 55 )laud �t:S.um�nnaxy..>;::;_:::::::::::::.:::.::;::;:>::»::;:<::::::: ;:.;:>:>;>:::..:. :�:�,�::.:>;:;:.;: .::.;:;::.;.:. : • • • Program Name: Risk Management Service Level: Resolve claims filed against the City in a consistent and expedient manner. Performance Measures: • FY 96 FY 97 FY 98 Appr. • Actual Estimate Budget Effectiveness • -Percentage of satisfied survey claimants. N/A 85% 85% -Percentage of claims filed against the City resolved without litigation. 96% 95% 95% Efficiency -Cost per claim filed. $172 $167 $177 -Number of claims reviewed. 390 400 450 Output -Total number of claims filed. 475 500 550 • Input -Number of full-time employees. 2 2 2 99 Service Level: Reduce total number and dollar amount of claims filed through monitoring and mitigation programs. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Bu•get Effectiveness . -Percentage of third party losses that are • subrogated. 100% 100% 100% -Percentage of funds that are recovered. 99% 85% 85% • Efficiency -Cost per property casualty claim review N/A $105 $125 -Cost per workers comp claim review N/A $158 $198 Output -Total dollars recovered. $16,000 $16,000 $20,000 -Total compensation dollars saved. $19,200 $20,000 $15,000 • Input -Number of full-time employees. 1 1 1 • • • 100 'FINANCE : H: •• ACCOUNTING Description:&'Bud et:Ex lanation .;" g , p The Accounting"Division is'.responsible'for::processing,recording, an. .:reporting: 1 financial transactions of"the City. The approved FY;"9$budget is This is 0 65%.higher tBart the FY:97::revised::bud et<'.: :<::FY:9:7: >::::::: Program Name: Accounting Service Level: Provide accurate, useful and timely information to external and internal customers. Performance Measures: FY96 FY97 FY98Appr. Actual Estimate _Budget Effectiveness -Receive the Certificate of Achievement for Excellence in Financial Reporting from GFOA for the Comprehensive Annual Financial Report. Yes Yes Yes -Satisfaction rate on internal customer survey. 93% 85% 85% Efficiency -Percentage of month-end transactions recorded by the 10th business day of each month. 85% 85% . 85% -Submit CAFR to GFOA for grading by March 31. Yes Yes Yes Output -No. of month-end transactions recorded by the 10th business day of each month. N.A. 255 255 Input -Total number of month-end transactions N.A. 300 300 • 101 • Service Level: Process and record all financial transactions for the City in an accurate. efficient, and timely manner. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Effectiveness -Percentage of vendor invoices paid on 79% 85% 85% 30 days of invoice date. -Receive an unqualified audit opinion from external auditors. Yes Yes Yes ° -Satisfaction rate on annual customer survey. 93% 90% 90% -Percentage of completed general ledger reconciliations and updates completed within 30 days of the period close date. 80% 90% 90% -Ratio of correcting journal entry transactions to total journal entry transactions. N.A. 0.7% <1% Efficiency • -No. of A/P transactions per person. 23,740 23,962 24,441 -No. of journal entry transactions per person. 99,442 109,950 110,500 • -Admin. cost per Accounts Payable transaction. $2.80 $2.90 $2.90 • -Admin. cost per Accounts Payable check. $6.00 $5.05 $4.98 -Admin. cost per vendor invoice. $4.21 $4.28 $4.28 -No. of payroll checks per person/cost per check. 10,385/$3.59 10,761/$3.63 11,000/$3.91 -No. of billing transactions per person/cost per transaction. 12,893/$1.16 13,713/$1.14 14,500/$1.10 -No. of cash receipts per person/ • cost per transaction. 24,268/$3.32 32,577/$2.59 34,000/$2.53 -No. of reconciliations per person. 252 270 270 • Outputs -No. of A/P transactions. 47,480 47,923 48,881 • -No. of journal entry transactions.* 198,883 219,900 221,000 • -No. of correcting journal entry transactions. N.A. 1,637 2,210 -No. of A/P checks. 22,150 27,576 28,500 -No. of vendor invoices paid. 31,595 32,507 33,157 -No. of payroll checks. 20,769 21,522 22,000 -No. of billing transactions. 12,893 13,713 14,500 • -No. of cash receipt transactions. 24,268, 32,577 34,000 • _ -No. of general ledger reconciliations and updates.* 504 540 540 *Includes system generated journal entries which must be reviewed before updating to the general ledger. Inputs -No. of employees performing G/L updates and reconciliations. 2 2 2 -No. of A/P employees 2 2 2 • -Cost for A/P. $132,940 $139,198 $141,982 -No. of payroll employees. 2 2 2 102 -Cost for payroll $74,501 $78,050 $79,611 -No. of billing clerk employees. 1 1 1 -Cost for billing $14,912 $15,601 $15,913 -No. of cash receipt clerks 1 1 1 -Cost for cash receipts. $80,546 $84,376 $86,064 103 FINANCE ;` PURCHASING PURCHASING Desenption'&:Budget,Explanations:. ::.. The Purc acing Division assists• City departmentsin:ac::uirin ''uali roducts'and services;in.an: :..�! g Q tY P efficient manner and at.favorable:prices:: Purchasing also:maintains open communication;with.City departments:and vendors <The Purchasing approved:bt d-et::for::FY:98 is: 208• 404:::T is`is 3,57.to higher than;the FY 97..revased.budget...:..;.>:..;::' ;::...::.;: : actual : .:; ;.; e:: tub ::....:.... ��tatlget Budget umm' ...:s:..:.;>. .. .;.:ary ... ,::'':<:. : . .:::• Position Summary Program Name: Purchasing Service Level: Acquire quality goods and services in a timely and efficient manner within legal parameters for continued City operations. • Performance Measures: FY96 FY97 FY98Appr. Actual Estimate _Budget Effectiveness -Satisfaction percentage on annual survey of departments. 85% 91% 90% • -Satisfaction percentage on annual vendor survey. 85% 85% 85% -Percentage of purchase orders < $15,000 • • processed within 3 days of requisition receipt. 83% 95% 95% -Percentage of blanket order purchases. 30% 34% 36% • -Percentage of incorrect bids submitted to vendor. 2.5% 3% 3% -Percentage of all bids that are protested. 2.5% 3% 3% • -Percentage of new vendors trained each year. 20% 23% 23% -Percentage of Purchasing/Inventory users N/A 90% 30% trained each year Efficiency • • -Average cost per purchase order. $82 $106 $108 Output -No. of purchase orders < $15,000 processed within 3 days of requisition receipt. 1,900 1,900 1,900 -Dollar amount processed on blanket orders. $4,850,000 $6,100,000 $6,500,000 -No. of employees trained during year. 30 81 27 -No. of vendors trained during the year. 50 60 60 -No. of Bids Protested 3 3 3 -No. of Incorrect Bids 3 3 3 • 104 Input -No. of non purchasing employees procuring goods. 90 90 90 -Purchasing Division Budget/Expend $188,425 $202,764 $208,404 Service Level: Effectively and efficiently manage and dispose of surplus assets to obtain the greatest value for the City. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Effectiveness -Percentage of all surplus disposed within 6 months of being identified as surplus. 75%est. 75%est. 75%est. Efficiency -Recovery percentage on surplus property. 20%est. 20%est. 20%est. -Percentage of original value of heavy equipment and vehicles recovered through disposal methods. N/A 17% 20% Output -Net amount received after expenses of disposition. N/A $102,600 $85,000 Input -Original value of equipment sold. (Excluding small, misc. items). N/A $603,529 $425,000 Service Level: Manage warehouse inventory acquisition effectively and efficiently at favorable prices for continued City operations. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness -Average number of annual turnover levels of inventory items. 1.8 est. 1.8 est. 1.8 est. Efficiency -Percentage value of blanket orders for inventory items. 12% 37% 40% Output -Dollar amount of blanket orders placed against inventory items. $192,000 $450,000 $480,000 Input -Dollar amount of total inventory. $1,344,000 $1,230,000 $1,200,000 105 • • • FINANCE • : :MUNICIPAL: COURT Description&:Burl et:Explanation.; • Municipal;Court:provides a competent.court system;with quality service through,tfie.utilization of:::: effective and efficient,operating procedures.The approved budget is' 3 37%higher than the FY `97 revised budget;This is due to one.service level adjustment for$48,737 to fund:. Teeri Court,. :. The rest of:the<increase>isthe';result::of>tf e Of:1011yots Actul< >::::. Eslima • Revenue Summary 1,3 2,865 . $1:46 300 . $1,5' 0; 90 Position Summ :. .................................. • Program Name: Case Maintenance • • • Service Level: Provide quality service while providing the City with administration for cases filed for enforcement of Class C misdemeanors. • Performance Measures: • • FY 96 FY 97 FY 98 Appr. Actual Estimate _Rusiget Rf ecstiven_e_ss -Percentage of non-parking citations entered within 24 hours of being filed in the court. 95% 100% 98% -Percentage of parking citations entered within 24 hours of being filed in the court. 95% 100% 98% • Efficiency -Number of non parking citations entered per worker hour . 26 25 25 -Number of parking citations entered • per worker hour. 32 30 42 Output -Number of non parking citations filed monthly 1,941 1,600 1,750 • -Number of parking citations filed monthly 508 450 500 • [nput -Number of hours required to enter non parking • citations per month. 75 hours 64 hours 70 hours -Number of hours required to enter parking • citations per month. 16 hours 15 hours 12 hours • 106 Program Name: Case Information/Processing Service Level: Provide public with accurate information regarding their dealings with the court. Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Estimate 1iudget Effectiveness -Percentage of payments processed within 24 hours received through the mail. 90% 97% 100% -Percentage of cash bonds received from the jail processed by noon of the same day. 95% 99% 100% Efficiency -Number of payments processed by mail per worker hour. 10 10 10 -Number of cash bonds, received from the jail processed per worker hour. 2 1.50 1.50 Output -No. of cash bonds received from jail on a monthly basis. 88 70 80 -No. of pieces of mail received on a monthly basis. 968 880 1,100 Input -Number of hours required to process mail per month. 97 88 110 -Number of hours required to post bonds from jail per month. 62 49 56 107 Program Name: Hearing Process Service Level: Maintain effective and efficient court procedures in order to earn a high level of public confidence. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Effectiveness -Percentage of contested hearings set for trial within 60 days of request. 70% 80% 85% -Percentage of case paperwork prepared with notification to all parties ready at least 3 weeks prior to trial. 85% 80% 90% • Efficiency -Number of contested cases set for hearing : . per worker hour. 2 2.50 2 Output -Number of contested cases set per month. 200 190 200 -Number of summons issued per month. 284 280 290 • -Number of subpoenas issued per month. 350 350 360 Input -Number of hours required to set contested cases for trial per month. 84 80 84 • • 108 L T' : :>. ::: :ADMINISTRATION' OFFrCE::OF::TJECH ;AND> :>: ::: ,;>., ::;: : :::::::; ::::: SERVICES' '. INFORMATION ;; :: Dessccnpstion&`Budget .Ex l anatiori ::;:. : y ; ;cic '` s<a:::`: :: ...: . ;. ' > ;:: Thi dvisonis.respanible for'adminisrative;supporto :t e:;Offepf Tech.nologyn. in orma ion Sevie .;Thedvisnaso sevsa theprirrmar pointof ontt for the MIS divion ttroug 'the _ Action Center 'The approvedbudget is 3.14'%higher than the FY.`9:7 revised budget due to b.. la increases.:>: ::..::.::;:`:';: :..;<:::::: :. ' '` '::: <::::. udgeted sa, ry.:' ..: ...:.:.' ,..:.::'. . ..:...::: :. .::< :< .. ::: ... ::: „F ;: FY:97':::::;< :FY:''98. Appr ``:; :.: >: ': ::.. ...;'EQ:dual.':`s< `<; £�kiiaaa�e' :`::;:':.'Budget :: >: :.: ., 259 86706;>::>.': . ,.;719:. Bud et;:Summa 432: :;. _ ;:;>':�.:. ..:: . .... . Program Name: Office of Tech. and Info. Services Action Center Service Level: Coordinate Administration, MIS/GIS, Communication service request and provide administrative support to OTIS. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Eslilate Budget Effecti_v_eness --Percent satisfied on customer service survey. NA 86.02% 85% Efficiency -No. of Communication requests per staff member. (3) NA 38 40 -No. of MIS/GIS requests per staff member. (3) NA 905.4 900 -No. of Field Purchase Orders(FPO) per staff member. (3) NA 635.4 700 9_tput -No. of Communication requests processed. NA 114 120 -No. of MIS/GIS requests processed. NA 2,716 2,700 -No. of Field Purchase Orders(FPO)processed. NA 1,906 2,100 Input 3 -No. of personnel. 3 3 109 . • OFFICE`OF TECH. ANij: INFO SEI3VdCES , 1�►'I"EI) ;. : : D ATA SERV C •E Des .: cnptron&;:Bud et>Ex llanations • e : .s: .:: d..ThisdivisidWis responsible onsiblfor#he:...aintenanceofthecitsmi cs..r ocml p>:ut e>:sras mtid range cro .;: :t. 'an newoor s:;This.dvisiois:also::responsbl :for'::the`deuelop entanmamtenan .o : e.:.: :.:.>.;- ;:::: • ;;Geogratihicinomation:$ tem.:GIS :.Tla.p;proed dge : 181l :hgher han the p ' 97 .;.. revised budget Tiits i 'due:to:6srvce:leveladjustments:totaling:::$2.74t0.29,:..n..th MSa • urea ther are four senrice:leve'adjustments 1) $1813 for adit ovacommunications, mantenance2 $ 1 1OQ:for tetis : f;up.grods as p8at6 the Yar 2000 po3ect, 3j $113;178for.the,uprade of hadwareand otwre, nd 4j $540 oroftweti_ utomate:Deveopmenevce proceseTheGISprogram ara>hastwoetve lveadjusment 1)$5,445.forhigh. :: . - resolution photographs, and::2)$83.for additional;.communications:i zaintenance FY::.96>::'`:::;.- :'::::::;::.. :8>:• Ac .........al Estimate udget '.. Budget Summary $1•,052,421 $1,16 ,.217 $1,50:9,012ti:; Position.:S.umi<aa_. :: ::::::;: : Program Name: Management Information Systems - MIS • - Service Leven: Provide professional and helpful customer service to city computer end users. • Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness -Percent satisfied on annual customer survey. 84.38% 79.15% 80% • -Problem resolution/repair of computer systems %Within one business day * * * * 80% %Greater than one business day * * * * 20% # Service/repair calls * * * * 5,000 %Service calls for priority one applications Closed within 4 hours * * * * 99% E# ciency • -Public Safety Dispatch System up-time 7days/week, 24 hrs./day. 99.9% 99.98% 99.9% • -Midrange systems and wide area networks Up time, 5 days/week, 9 hrs./day. 98% 99.85% 98% -Cost per hour of midrange up-time. $34.51 $39.03 $43.98 • -Cost per hour of Wide Area Network up-time. $12.10 $10.93 $10.92 -Cost per work order hour for midrange * * $41.49 $52.71 -Cost per work order hour for WAN * * $29.30 $29.23 Output -No. of hrs. of up time for midrange systems. 18,147 16,635 17,472 -No. of hrs. of up-time for WAN Servers 25,322 31,652 28,665 -Total hrs. spent on midrange work orders. * * 8,640 8,750 -Total hrs. spent on Wide Area work orders. * * 7,200 9,625 Input •• -Total budget for midrange support. $626,239 $649,312 $768,402 • -Total budget for Wide Area Network support. $306,421 $346,171 $313,120 -Budget for MIS midrange work orders. $375,318 $358,470 $461,235 110 Bud.. get for MIS WANwork orders. $169,913 $210,942 281 3 11 * * New performance measure, not yet documented * * * New more important performance measure selected Program Name: Geographical Information Service - GIS Service Level: Develop and maintain up-to-date, geographically accurate and complete coverage's with associated attribute information for all City departments. Collect and integrate City infrastructure data into projects to support individual requirements. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate J3ii iget Effectiveness -Percent satisfied on customer survey. N/A 92.86% 80% Efficiency -Cost per mapping element added. N/A 1,512.0 1,482.9 Output -No. of maps produced. N/A 1,400 1,700 Input -No. of mapping element added. N/A 70 41 Definition of Mapping Elements: Any time or object that can be independently included or excluded with all of its parts as a specific map is generated. Every map produced is made up of one or more mapping elements. Examples of mapping elements are streets/roads, voting districts, police patrol beats, electrical lines above ground, electrical lines below ground, gas lines belonging to a specific company, and bodies of water. Note: FY97 began with very few mapping elements in the GIS system, therefore maintaining the existing mapping elements required a small percentage of staff time. This allowed the staff to enter many new mapping elements. In FY98 the maintenance of existing mapping elements is estimated at 60%of staff time which will lower the number of new elements they are able to enter. lIl TECH. AND > PRINT INFORMATION SERVICES . /:MAIL Descron.&,Bud:et :.• l .:Explanatian.,,.: : . T : . his;d��ns�on ::,: : ;: ;.:. ._;.';:: "; ;:: : ; : :: •. res onsible for ;the;delivei ::of:inter ice :>: : .::. .: ..:.. . .:....:..:::..<.:....::...::::..::.,.:..::.::.;;;:�;:_::;.;: ::gffice.and_external;iiari::re ;: ;:. ceived at City:Hall:and._ t.,e.1:3 offsite locations::They'are`:res��onsible 'i n- , i i i p:>::::::.;::.;;..for�n.house::pnntm need itcnsion'unll;becoie an:,::.;;:..::....; :.:.: ..... :::_.:::. . ..... .:;:.;:.;:.;.... :::;: _;:::.: rnmg:.:1"his ternal..:5ercnce,;unth;its own.:fu < . © nd,m fi1'.,98..;`The of edl><;:.:`` >:_:. .03./o above the l Y 97.rev>sedbudgei; pp budget is Actual:> Budget.Summa.ryet; :>' $140,598 Position Summary : 151,68 1 .:155;70.0 5: 5. : ,. 5 Program Name: Print / Mail Division Service Level: Provide professional and helpful customer service to City staff requiring printing and designing needs, mail guidance and microfilming to comply with the State Records Retention Act. Performance Measures: FY 96 FY97 FY 98 A PPr- Act_ual Estimate Budget Effectiveness -Percent satisfied on customer survey. N/A 95.84% 95/0 o Bfficiecy -Percent of incoming mail delivered within 24 hrs. 99% 100% o -Percent of microfilming requests completed 99/o within 2 weeks. 90% 95% o -Percent of print work orders completed 90/o within 5 days. 95% 95% o 710 715 -No. of annual print work orders per staff. 770 90 . Output -No. of printing services work orders. 2,310 2,130 -No. of pieces of outgoing mail(w/o utility bills).174,000 172,406 4,000 174,000 • Input -No. of print/mail staff. 3.5 3.5 3.5 • • 112 1UTILITY':"BILLING:• OFFICE OF TECH.(AND - INFORMATION':SERVICES D escri tion.&Budget:,Explanatiori:. >: ,. . 'This:division:is responsible for connecting and:disconn .w ectingater and electric.m;:eters.,reading; those meters and provide billingand.collection services:for the,city:.to all customers of electric, , :. i ; n::.. :; raina e:>services.;;The;approved budget is'4..64%0,higher t„ari t_e. ,. :.: WateC;:.SeweY;SanitatlOYr:aY'id d.:....,.,g i . ::rev►sed loud et;due,to:;ngra],cost;iricreases T11er�are two service level ad1ustixi ents, � 1,3. for:additionalcommunications Yraintenance,:and 2y $;1;60Q.for a service track upgrade. .: 96 FY 97 FY 98 Appr. :. B m udget Summary ::' >`. : ;; _ ;. .:.:.:... ..::..;:.:.:::......:. >-:::; :: 29:5: ;::;29 5:: : :.> :::;:;.29 5 :: Position`._ummary.;: :: <:.<:::.::::<;.:-.:.::.: Program Name: Utility Customer Service . Service Level: Provide exceptional customer service to support the delivery of electric, water, sewer, sanitation and drainage services to the citizens of College Station. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effe tiveness 80% 80% 80% -Percent satisfied on customer survey. Efficiency 45 -No. of customers per day per counter employee. 45 47 -Annual number of processed bills per employee. 12,9555 14,7505 58 15,000400 -Cost per bill. 3 45 .48 .50 -Percent of bad debt expense annually. Output 62,000 67,000 67,000 -No. of incoming calls. -No. of bills annually. 287,086 295,000 300,000 -No. of payments. 274,200 280,000 285,000 -No. of counter customers. 37,000 39,000 39,500 -No. of service orders. 43,000 45,000 46,000 Input 3 3 3 -No. of counter employees. 2 2 2 -No. of drive-through employees. 10 10 10 -No. of employees answering phones. 6 6 6 -No. of employees processing utility bills. -No. of employees processing mail and 8 8 8 night deposit payments. 113 Program Name: Meter Service Service Level: Provide timely connection and disconnection of electric and water services. Maintain service installations to ensure accurate recording of utility consumption. Obtain accurate and timely readings for all electric and water meters. Performance Measures: FY96 FY97 FY98Appr. Actual Estimate Budget Effectiveness -Same day service percentage *. 99.9% 99.9% 99.9% • -No. of electric meters checked and resealed annually. 15% 5% 5% -Read accuracy percentage. 99.97% 99.96% 99.97% Efficiency -No. of completed service orders per person. 9,558 10,500 10,700 -No. of completed routine checks of electric meters per person annually. 562 580 600 • • • -No. of meters read daily, per person. 352 425 435 -Cost per meter read. $0.27 $0.25 $0.27 • • Output -No. of service orders completed. 21,506 26,700 28,000 • -No. of meters/readings checked out. 1,251 1,450 1,470 -No. of theft/tampering incidents discovered. 10 10 10 -No. of utility payments taken in field. 380 450 500 -No. of meters readings. 408,997 423,700 434,300 Input -No. of full-time technicians. 2 2 2 -No. of full-time meter readers. 4 4 4 -No. of commercial meter readers. 1 1 1 • `Service request completed tha t same day. 114 :..N. TECH:: AND;: : ' " ,•,: :COM : -: : : OFFICE OF• ..><SERVCES INFORMATION SERVICES: ; ': , Description 8t$udget Explanation: This'dvision is resporsialale'for:maintaining'th ea s..telecommunications infrastructure,-T}is;:. . :.:_ includes the telephone and radio::systems ofthe City:Thessystems are crucial toareasincluding . - - :" lie::.:tilities .,: ha:Public:Works:This:_;division::wiii:became::ar►itOr7,0:service,:;with : Public Safety, Pub. i , its own:.furid, in:l:Y `98,The:approved;budget is 78 73%above the FY`9;7 revised budget This is:: • dueto normal'adjiisstments:for:inereasing:eosts;arid.;three service level,adjustments The;service We. adjustments.are.; 1),$10000 for a:software maintenance agreement on the new;AVR system, 2) :: $90,250a Communi :connectivity.:and;Irternet;project,::and 3);.$30,000::f.or the:removalo the ty 800 MHz tower. : ::: .9 FY:97 _`.'> F.Y:€';9$:Appr :`" , Budget Summary: $2 ' 59 054 $429,811 33,61 Position::. ummary Program Name: Communications • Service Level: Provide professional and helpful customer service to City staff requiring phone, radio, and cable needs. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Ef£e_ctivenress -Percent of emergency work orders responded to within 2 hours. 98% 99% 98% -Percent of routine work orders responded to within one business day. 93% 96% 90% -Percent satisfied on survey. N/A 91.73% 90% Efficiency • -No. of work orders per staff annually. 250 215 220 Output Total number of communications' work orders. 1,250 1,078 1,100 Input 5 -No. of Communication Staff. 5 5 115 Pusrrc wo INKS A • • • • • ISTr�,A,TiON . Descriptiion,8r:Bud et:Explana.... . ..5...:.... P..,.::.:ton. .:.:: _ :.:::.;_::;::;:: .: » :>:: . :.:;::::; division:serves°as::the'przmary:custamercontactpoint,;and provides ;.;p administrative support; e::nine;divisions o f;the:Public;Works:de'artment>.There:.: o :::_:;:, :> approved budget>over the FY. 97<revised budget: There is a service level adjustment for:r,cieased communications maintenar ce::costs.. • Bud e• t umma • .,. -.;:.<;.:: .;,:>:=;:>:.:. ;::.., >::.. _.:;:..> .:: . 22b;9. . .: ::>'$24 ;535:: >:: > ; osition Summer ....... ... • • Program Name: Administration • • Service Level: Provide prompt and reliable service to our customers both internal and external. . ' Performance Measures: FY96 FY97 FY98Appr. Actual Eslinaat_e Budget E te_ctiveness • - Percent of internal customers satisfied on customer survey. N/A 99% 95% E€ ciency.. -• No. of output items per support staff. 4,167 3,427 3,426 O_utput • -No. of purchase requests submitted annually. 2,490 1,700 1,700 -No. of work orders assigned annually. 14,166 12,000 12,000 -No. of monthly reports annually. 12 8* 4 • • Input -No. of support staff. 4 4 4 *Moved to quarterly reporting in FY 1997. • • • 116 PUBLIC WORKS FACILITIES MAINTENANCE Description:&:;Budget Explanations.. This division,is:.responsible for..the maintenance of the;City's_office spaces acid building g::The FY; `98 approved budget is 458%higher thth an e F 97 Y` revised:budget The budget is higher because. of:increased'facilities maintenance;costs :which'sincludes, a;.service level ad'ustmen� o`frsa an` � . t increase in the._janitorial services contract:($4,,2a3). >9 . .: .. Ac.'ltu : :.:: ;.: :::. :.::;; :.: :.:::: . , :: :.:.. :.>::.::.:; .:;. . .. : . : .-_ ;:. ,.. ;dud l�a#.� get....:. .::. Budget Summary; .: ::' ::::;;: : :':`;; ;' ;:.;.: 688:9<15:..::. 750:168;.. :_,;... , : .> ,. ositin::. .umttta . >;:::: :,:_;:. .::. , :;;., : : : ii:,:::i. :>::.> ... ::.... Program Name: Facilities Maintenance Service Level: Maintain clean, safe, and comfortable working environment for City employees, customers, and citizens. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness • - Percent satisfied on customer survey. N/A 84.93% 90% Efficiency -Average response time to emergency repairs. 1 Day 1 Day 1 Day - Ratio of emergency repair hours to total of all maintenance hours. N/A N/A 15% -Work orders per employee. 344 380 350 -Total direct$/sf of all maintained facilities $2.52 $2.73 $3.18 -Custodial cost per sf. $1.87 $1.87 $1.89 _O_utput -#work orders annually. 2,064 2,100 2,100 -Total#man hours to work orders. N/A 6,002 6,100 -#man hours to preventative maintenance. N/A 610 700 -#man hours to maintenance projects. N/A 3,395 3,400 -#man hours to emergency repairs. N/A N/A 650 Witt -Sq. ft. of conditioned space maintained. 161,201 161,201 164,101 - Sq. ft. of unconditioned space maintained. 112,600 112,600 112,600 -Sq. ft maintained by janitorial service. 111,500 111,500 114,400 - No. of FTE's. 6 5.5 6 • 117 PUBLIC WORKS F .EE SERVICES Description:&:Budget:Explanation: This:diivision i8 res``ori ible for the:.care:and::maintenance:of:all vehicles aril equ pment in the:City: fleet:The..approved:budget is 7.93%:higher than the FY `97:revised:budget primarily due an increase iri the parts supplies budget acid two service:level adjustments..There is one service level.. • adjustment fora light truck hoist($12,000)for use at the PUD:shop and additional communications_- • iriaintenance:> FY 96 • 9 : . 932:185 .. $udget:;.Summay:";: :' :'; ; ;: ': :`;.> , ;:::>:<: :;...$ �. ..:....:... :. �...:. ;... :., . .:.... � t...>::... . . . Posrt�on..summary.. ...::_:><:::::.; � Program Name : Fleet Services • Service Level: Provide prompt, reliable maintenance service at cost effective rates. Performance Measures: FY96 FY97 FY98Appr. Actual Estimate Budget Effectiveness • -Vehicle downtime. 5% 6% 5% - Percent satisfied on customer service survey. N/A 90.43% 90% Efficiency -Cost per preventative maintenance(cars) N/A $25 $25 -%repairs requiring rework N/A 1% 1% - Mechanic efficiency percentage. N/A 71% 70% 6Jtitpttt -No. of vehicles per mechanic. 47.2 47 47 -No. of hours logged to work orders. 13,000 13,200 13,000 • -Shop rate per hour. N/A $43 $40 Input -No. of vehicles in the fleet. 425 423 423 - No. of mechanics in fleet services. 9 9 9 • • 118 GENERAL GOVERNMENT CITY SECRETARY Description&:Budget Explanation: ': :Office'is responsible"for:elections;:::records:mariagernerit;:permanent:records:;!:_..; The City Secretary s.. P ... mai$$6/o ntenance,City::Council support,.citizeri:committees, and vital statistics.:The approved budget is ... o. higherth i he;F'Y:`:97_revised:budget dueto an;increase n;:personnel costs:and internal. , ant p rinting .cost ..' ;.: -...::.: ::.." :::.. .".::::- "... ;::: :::'.FY:96" ::: :, ;: :"``>FY:.97,' '"_: FY 98 Appr-,.-:.- »> " _ Budget Summary 54,434 � $144,51 8 3,. Position:Su rimaty«::':::: 3,5 3.5 3..5. Program Name: Council Support Service Level: Provide coordination and timely administrative support to the Council and Mayor. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budgel Effectiveness -Percent of Council satisfied on coordination N/A 90% 90% and administrative functions. Efficiency 26 22 25 -No. of staff hours per packet. Output 7 65 -No. of Council meeting agendas prepared. 625 52 7 25 -No. of Council packets prepared Input -No. of hours preparing agendas and 572 588 630 Council packets. 119 • Program Name: Public Records and Information Service Level: To maintain and provide public information in an efficient manner. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness -Percent of customers satisfied on annual customer survey. N/A 97.73% 98% Efficiency • -No. of records processed per staff member. 1,950 1,371 1,723 -Time per birth record request processed 10 minutes 10 minutes 10 minutes -Time per general record request processed 30 minutes 30 minutes 30 minutes Output -No. of birth certificates from hospitals 1,300 600 800 -No. Birth certificate requests processed 650 550 650 -No. of requests for ordinances and general information processed. 120 175 225 -No. of sets of Council Meeting minutes processed. 48 46 48 Input -No. of staff to perform tasks. 3 3 3 • 120 GENERAL:GOVERNMENT ``CITY:MANAGER'S OFFICE Description;&;Budget Excplanatiin:;: The:City:; at age s Offices responsibile':for;::the day.to.day` min istratiorr:'of:the City"an f r " rovidin p,, ., gthe;C2#y Coune�l tuith"recoiirarrierzdationson;current:and`future"ssues.;Tlais;is ackiieved� .:, Y _ providing timely, complete.;and accurate information to the City Council It also involves'providing tI'1e>overallmanagement philo:so.phy"and:direction to.the'::or anization <The: "ro osed`'bud et i'' ` :'3 32%above the FY `97 revised.budget:due to budgeted.salary increases Program Name: Administration Service Level: Facilitate communication between the Council, citizens, and staff on City related matters. Performance Measures: The City Council and the City Manager will be discussing the appropriate measures for this department. GENERAL GOVERNMENT :> LEGAL, The:> egal,<Department is responsible:for::providing;:legal:services":io::the_Ci Council'and to the ci staff.:;;I egal advice as to fihe best position for the City,contract writing, and litigation are"some of the::activities:: ,erformed:b :ztlle>le al'staff The`Ci ,."'."":.,:`:: .`:; as: greeted; y<the Ci. Council,acquires;.re°%ogher al"`estate:.for:easements and handles real estate: transactions The proposed budget is 3.82 hi than the:FY `97 revised budget due.to budgeted. 96 Appr. . 458"880 Position S,umrr►a.. >:< 8. g ;.:.. :; 8 Program Name: Legal Department • Service Level: Provide legal services to the City Council and staff to maintain cost efficiencies in protecting the City from threatened or actual litigation and effective preventative legal services. • Performance Measures: The City Council and the City Attorney are discussing the appropriate measures for this department. 121 GENERAL GOVERNMENT H . U1AN KSOURCE . • • Description&Budget Explanatiod ::'.. The Human Resources:_Deparfinentis.:responsible for:`h el `ping hire and retain the most suitable candidate, within available'resources,foreach position;:providing°•the City: th.a.highl ,:mo ivated well:trained and efficient.staff.:.The areas::of selection annd i.00,1trnent ernploymeht,benef ts, - • compensation, training;and:develo meet>.and m .. i:ii. R....:_ - p1.oyee elations:are all:adrf:; ;.t0',,..,.; - �nistered by Huzr�an . . Resources..:The.approved:budget is`;6 21%higher than;t4e FY`97 revised:budget. This;•rs d ze:to = increased`personnel.costs' nd internal printirig:costs. 96.:. FY 97 P198 Appr_ Budget;Surt mart'': ;:'.::: ;;;<;<:<..:>::<< ::>$: ;�6:. 263 .8.9 . . Position 040-.iary:. . 46�958... .. '.'$304778': . • • Program Name: Training / Development • • • Service Level: Provide training and communication to city staff to develop quality service delivery. . Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate aLe Budget • Effectiveness • -Satisfaction rate from training participants. 95% 98% 95% -Satisfaction rate from managers of 90% 0 training participants. 98/0 95% • Efficiency -Total cost of HR initiated in-house training • per employee. $24.86 $20.00 -Cost per employees participating. $20.00 -No. of development hours per program. $22.02 $25.00 $25.00 8 8 4.sitput -Total contact training hours. 5,199 3,800 4,000 -No. of employees participating in training. 692 700 700 -Total training programs completed. 19 20 20 . Input -Total cost for in-house training. $15,240 $13,000 Hours spent developing training programs '141 $15,000• 110 110 • • 122 Program Name: Compensation and Benefits Service Level: Provide a competitive, quality benefit and compensation plan. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate __Budget Effe_ctive_nes -(Benefits) Percentage within standard dollar amount for costs per employee. 5% - 3% +/-5% -Percentage of employees satisfied with claims handling 69% 83% 80% -Percentage of Health providers satisfied with claims processing 87% 90% 90% Efficiency -Insurance claims cost per employee on self-insured plan. 240.26 260.00 250.00 -Administration costs per claim(based on number of claims filed for self-insured plan.) $20.00 $20.00 $20.00 -Insurance claims cost per employee on optional health plan. N/A $18.00 $22.00 Output -No. of insurance claims processed. 5,000 7,300 6,500 Input -No. of personnel hrs. spent on benefits. 1,680 1,550 1600 a • 123 Program Name: Recruitment and Selection Service Level: Provide an adequate number of applicants for a department filling an open • position in a timely manner. • FY96 FY97 FY98Appr. Actual Estimate _Budget • Effectiveness -Percent of open positions re-posted. (due to inadequate pool) N/A 13% 10% -Percent turnover for tested positions(during probationary period). 5% 3% 3% -Annual Turnover Rate non-tested positions(during N/A 4% 5% probationary period). -Percentage of open jobs requested posted within 24 hrs. N/A 99% 99% -Percentage of time completed applications are available on the closing day of the posted job. 95% 95% 98% -Percent of customers satisfied with assistance in recruiting&selection N/A 90% 90% Efficiency -Percentage of posted jobs that were tested. 7% 8% 10% -Percentage of promotional jobs that were tested compared to all internal promotions. 23% 15% 20% • -No. of applications received per posted position. 17 20 20 Output -No. of applications processed. 4,617 2,900 3,000 -No. of posted jobs that were tested. 19 20 25 -No. of promotional jobs that were tested. 14 12 15 ' Input -No. of full-time positions posted. 126 90 90 -No. of seasonal positions posted. 43 45 45 -Total no. of positions posted. 169 135 135 -No. of full-time, regular employees hired. 101 85 80 -No. of seasonal employees hired. 137 100 100 -No. of special event employees hired. 54 90 90 -No. of employees receiving promotions. 61 50 60 • 124 • GENERAL'GOVERNMENT ;>: OIFFICE OlF AGEME • AND'BUDGET: GET The'Office?of M •agementan and Budget is:responsible'for the.preparation, it onitoring and review of the annual budget The:budget activity involves working fio ensure the overall policy goals of the ci. are;,reflecfed;:in the way_funds;are.allo.,cated.and:spent. :It.;also involves review o expenditures to tY determine whether the iverall.policy f oals were met The office is responsible for ongoing or anizational'review: The:>on oing organizat onal::revie:iu::involves::the development and monitoring of service levels and performance measures It also involves the ongoing review and improvement. f<ci >:'rae ses::throu htlie:r�ertgrieering`_prpgram:__The'FY<�gapprovedbiidget is,,274;29:0.'..:; Th s is. 4°10.above the FY 97.revised budget .... . ................... .. ::::::. : • Actual::>:::' : ::.:<Fs�tinnatQd :. )Biid3t 2..0 2 4 9 7 : :.:. '>:: :::.�247., .; . :: :.:. .. .::.... �.:..::..: Program Name: Budget Preparation, Monitoring and Review Service Level: Prepare, monitor and review all aspects of the annual budget. • Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Effe_ctiveness. • -Percent of annual actual expenditures of 99% 99% 99% budget. -Percent of respondents satisfied or very satisfied with services provided by Budget N/A 68% 90% Office. Efficiency -Cost per budget adjustment -Time per budget adjustment 7 days 3 days 3 days -Time per budget analysis project 2 days 2 days 2 days Output -No. of budget and contingency transfers processed 65 50 50 - No. of budget amendments processed 2 1 1 - No. of budget analysis reviews completed 23 40 45 Input • -No. of Budget analysts 2 2 2 Budget review view budget allocation $133,345 $142,598 148,11 7 125 • • Program Name: Organization Review and Improvement • Service Level: Conduct organizational review functions to improve the performance of the organization. • • Performance Measures: FY 96 FY 97 FY 98 Appr. • Actual Estimate _udget Effe_ctivenes�s - Percent of departments surveyed satisfied NA 80% 90% or very satisfied with organizational review. -Percent of organizational reviews conducted resulting in marked improvement in process. NA 90% 90% Efficiency -Cost per review conducted N/A $9,406 $6,160 -Percent of review cost covered by cost savings or new revenues. N/A 41% 75% Output -No. of organization reviews conducted. 1 3 5 -No. of process improvement teams 0 10 15 -No. of people trained in organization review and improvements methods 150 0 100 -Dollar amount of actual savings generated through organization reviews and process • improvement teams. 0 $50,000 $94,600 • Input -No. of Management Analysts 2 2 2 • • -Management review budget allocation $113,924 $122,280 $126,173 • • 126 6. CULTURAL ARTS $184,000 Citizens benefit from availability and development of visual and performing arts. Cultural Arts are provided in a number ways in College Station. Cultural Arts are important in a community and provide some of the amenities that can make it a special place. Many of these are not provided by the City, instead organizations such as Texas A&M University provide many of these services and programs. The City does, however, provide funding for the cultural arts through the Brazos Valley Arts Council. This organization serves as a clearinghouse for other arts related organizations. APPROPRIATIONS - CULTURAL ARTS Arts Council of BV 100% The Arts Council of Brazos Valley $184,000 The City of College Station provides funding to the Arts Council of Brazos Valley each year through proceeds from the Hotel/Motel Occupancy Tax Fund. The Arts Council uses these funds to offer the following programs and activities: 1) Local Color Art Gallery and Store; 2)Art Classes at Art Space; 3)an Annual Grant Program to provide local non-profit organizations with financial support for arts-related projects; 4)Scholarships; 5)Arts Education; 6) FestiFall; and 7)ArtiFacts publication. The City of College Station works with the Arts Council through the Parks and Recreation Director who serves as the liaison to the organization. Cultural arts are also provided by the City through some of the programming at the Wolf Pen Creek Amphitheater and various other Parks and Recreation sponsored programs. The budget increase of $ 14,000 will fund the First Annual Outdoor Sculpture Project. This is a public art program that will place outdoor sculpture at three sites in College Station over a nine month period. The following pages in this section detail the service levels and performance measures for the Arts Council. Also included are the budget and position summaries for the Arts Council. 127 • • CULTURAL ARTS A►RTS COUNCIL OF BREIZS• . VALLEY>' . . De ,..1..?scription Budget Explanation The'Arts Council:of.,;B.razos.Valle ::conducts::a cor tiriui ro. ra J <:..:: .5i ..,.... p:.,,g m gf deyel9pment iritraduetion .:; ;,:._::_ presentation encouragement, and.,promotion of:the'arts in:College'Station g by:increasir.i the `- availability, performance, execution, and exhibition of all:.major art forms The FY 98 approved request is $184,000 which„i 8 24%above the FY 97;request,The increase.is the result of.a:, . requested Outdoor:Sculpture Project which will place outdoor sculpture;,at three sites'in College Station.> 9r'ariine manth<::eraod :: :::;'::: : ::::>;;:':`: : ::; _ ;;> .: ... :; . . >" >:>::';.: :;::: ;..:;:: : .::. :.:.... . . . .: ;:. :emu :.:::..;:: . APPx• .......... »::;:" ..;:<.;: :: .:.:g i:>:.;>>lst&mated.-i-:. :<. :::: . .. ..... .. .. :o lege:Statid B:tad et:=Sunmma ;: ::»:.< : 1:55,,0.Q.0 ::::: 17 ,0 • ::4itincil P.asityon.:�umma .:::_ :':'.: ::.: :: 3.:.: .»:: >"; , . ,._ ;::>.:::_. .. Program Name: Annual Grant, Mini Grant and Scholarship Program Service Level: To provide funding for arts related activities to non-profit organizations and • individuals. • Performance Measures: , FY 96 FY 97 FY 98 Appr. - Actual Estimated _Budget .. • Effeaiveaess • • -No. of organizations completing Grant evaluations. 28 27 25 -No. of people served by Arts Council of Brazos Valley. 62,500 78,500 110,000 • -Increase in the number of scholarship • • requests. 28% 8% 100% - Percentage increase in funding. N/A 14% 8.24% -Increase in C. Monroe scholarship $1,000 $500 $500 . . : -College Fine Arts scholarships N/A $1,000 $2,500 -Percentage of requests funded by Annual Grant Program. 90% 90% 90% -Amount of funds provided by Mini Grant Program. $3,486 $3,500 $3,000 . -Amount of funds in Mini Grant remaining. $14 $0 $0 -Percentage of requests funded by College Fine Arts Scholarship. * 39% 37% 35%• . . Output - No. of Carolyn Munroe Scholarships. 1 1 1 - No. of College Fine Arts Scholarships. 18 2 5 -No. of organizations receiving Annual Grants. 18 13 20 -Amount in Annual Grants. $58,000 $69,500 $71,000 • - No. of Mini Grants approved. 10 5 7 128 *The Summer Study scholarships were reorganized in FY 97 and are now the College Fine Arts scholarships. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimated budget Input -No. of full-time staff. 3 3 3 - No. of organizations requesting funds from the Annual Grant Program. 20 20 20 -No. of Mini Grant requests. 13 10 7 -No. of community volunteers serving on the GRP. 12 12 12 - No. of Arts Council Board Members. 21 20 20 -Amount available for scholarship requests. $1,700 $3,000 $3,000 -No. of scholarship requests. 48 8 20 -Amount available for the Annual Grant Program. $58,000* $67,500 $68,000 -Amount available for Mini Grants. $3,486 $3,500 $3,100 *Does not include COLOR COLLEGE STATION banner project costs. Program Name: Programs (FestiFall, Local Color Gallery, Art classes) Service Level: To provide educational, entertainment and exhibition programs and services in the visual and performing arts to the community. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimated _Budget Effectiveness -Annual percentage increase in visitors. 25% 41% 15% -No. of areas of service, procedures and quality rated HIGH. 100% 100% 100% -Percentage of artists, performers, and vendors rating FestiFall HIGH. 90% 90% 93% - FestiFall sponsor retention rate 81% 85% 87% • Efficiency -Avg. sales per artist. $600 $640 $475 -No. of visitors per day. 19 20 20 Output -Estimated FestiFall attendance. 32,000 30,000 + 35,000 + -No. of FestiFall sponsors 38 55 75 -No. of Gallery visitors 4,572 5,000 6,000 -Amount in Local Color sales. $45,185 $45,000 $48,000 129 • • Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimated Budget Input -No. of full-time staff. 3 3 3 -No. of part-time staff. 2 2 2 -No. of volunteers. 100 115 100 - No. of artists participating in Local Color. 83 75 80 -Amount in sponsorships for FestiFall. $35,000 $33,000 $41,000 - No. of artists participating in FestiFall '95. 75 75 80 -No. of performing groups participating. 60 60 80 - No. of volunteers at FestiFall. 550 600 600 -No. of hours of volunteer support for FestiFall. 4,000 4,000 4,000 *The Art Attack program was discontinued in FY 97. Program Name: Administrative and Information Services Service Level: To provide information, administrative support, coordination and assistance to groups, organizations and individuals. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimu-ated _3udget E-ffectivexiess • • -Annual percentage increase of information requests. 50% 20% 20% - Monthly circulation of artiFACTS. 20,000 20,000 20,000 Efficiency -No. of phone daily phone calls requesting information about programs and services. 43.5 38.3 55 -No. of artiFACTS newsletters. 240,000 240,000 240,000 -Cost per newsletter. $0.04 $0.05 $0.04 -Amount of staff time needed to complete calendar. - 4 hrs/wk 5 hrs/wk 5 hrs/wk -No. of activities on monthly calendar. 30 35 35 - No. of local and area media carriers receiving calendars. 55 57 59 -No. of Art Spots aired daily on KAMU-FM. 3 3 3 • reaching approximately 25,000 per airing 130 Performance Measures: FY96 FY97 FY98Appr. Actual Estimatcd _Budget Output - No. of telephone requests for information. 10,440 9,200 12,500 -No. of newsletters. 12 12 12 - No. of newsletters in circulation. 20,000 20,000 20,000 - No. of artFAX sent to hotel and motels. 48 50 50 - No. of hotel and motels. 17 20 21 - No. of calendars 12 12 12 - No. of activities promoted on calendars. 250 350 420 - No. of Art Spots recorded. 164 210 240 - No. of group promotional spots. 22 22 22 - No. of tickets sold (March -June) 1,574 1,550 1,500 -No. of organizations represented. 4 5 8 Input - No. of full-time staff. 3 3 3 - No. of part-time staff. 2 2 2 -No. of volunteers. 28 36 35 -No. of hours of volunteer support. 568 756 1,000 . -Cost of producing and distributing artiFACTS. $12,600 $12,600 $11,646 • 131 • We're Committed PA rio To Excellence 132 7. EMPLOYMENT/PROSPERITY $42,994,691 Citizens benefit from an environment that is conducive to providing diverse employment opportunities. . The encouragement of employment and prosperity is one of the key goals of the City policy makers. This is achieved in a variety of ways including economic development efforts to recruit and retain businesses in and to College Station. Redevelopment efforts in areas such as Northgate are designed in part to encourage an increase in prosperity. Business Park development is also critical to the City's efforts to . provide diverse employment opportunities. The Electric Utility encourages employment and prosperity by providing some of the key resources businesses need. Employment and prosperity is also promoted through the activities of the Convention and Visitors Bureau. APPROPRIATIONS - EMPLOYMENT/PROSPERITY CVB E&CD 1% EDC 1% CDBG 0% Electric CIP 7% 19% ,, i ED Activities iii�� ., a� _ 7% Northgate 9% Elec. Div 56% Economic and Community $619,030 Development Economic Development $160,000 The Economic and Community Development Corporation Department responsible for coordinating the efforts The Economic Development Corporation is a joint to promote economic development activities in agency funded by the Cities of Bryan, College College Station. These efforts include marketing Station, and Brazos County. The EDC promotes . the Business Center in College Station as well as the Brazos County region for economic the rest of the City for new business activity. The development prospects. In FY 98 the EDC has department director serves as the staff liaison to the been approved $3,000 over their budget allocation Economic Development Corporation. Service level for FY 97. adjustmentsapproved in FY 98 include $36,531 for maintenance activities associated with the business Economic Development $2,588,750 center, and $12,953 in maintenance costs related Activities to the Northgate Patricia Street Promenade A number of Economic Development activities are project. The budget also includes $18,315 to fund approved in the FY 98 budget. These include a retail market strategy. $2,000,000 in FY 98 to fund a conference center Community Development $3,109,693 in conjunction with a hotel development. $3,990,000 will be spent in future years for this Block Grant project. $588,750 has also been budgeted for The Community Development division helps economic development incentives for FY 98. provide low cost housing and other public $3,538,047 assistance through community development block Northgate grant funds from the federal government. These Northgate is the oldest commercial district in funds are used to assist low to moderate income College Station. It has a number of churches and a residents of College Station. Assistance is provided residential area as well. The revitalization of the in areas including housing, public agency funding, Northgate area has been a top priority in recent public facility improvements, and economic years. It is hoped these efforts in Northgate will development. have a positive effect on the businesses in the area 133 and will encourage additional redevelopment in the area over time. In FY 98, $3,000,000 is budgeted Electric - CIP parking $8,166,439 for the construction of a p g garage in While many Electric capital projects are funded Northgate. The remaining $3,807,639 will be from current revenues, others require the use of spent in future years. $475,000 is included in FY electric revenue bonds. Over $8 million is 98 for the completion of the Patricia Street budgeted for electric capital projects from both Promenade capital project. $63,047 is also current revenues and electric revenue bonds. Of budgeted to account for expenditures in the this amount only$1 million is coming from new Parking Enterprise fund. electric revenue bonds. The electric capital projects Electric Department $24,180,232 include routine service and system extensions due The Electric Department is responsible for to new development in the community and providing cost efficient and reliable electric service residential and thoroughfare street lighting. Funds to the citizens, businesses, and institutions in are budgeted for electric service extension to the ` College Station. Electric service is critical to the Business Center. Funds are budgeted for underground electric conversion in the Northgate ability to encourage new employment and prosperity in the City. area, as well as along Southwest Parkway in The approved FY 98 Electric Department budget conjunction with the street rehabilitation project p g currently under contract. $1.975 million is includes service level adjustments totaling included in the FY 98 proposed budget for the $125,363. Included is $18,000 for safety construction of a new customer information equipment and a safety model. Other service level services building for customers to pay their utility increases include $70,000 for an electric meter bills. gang tester and $15,000 to replace three voltage • recording analyzers. Convention and Visitors Bureau $632,500 The Bryan-College Station Convention and Visitor Bureau is an important component in the Comparison of Purchased Power(cents/kWlf) encouragement of employment and prosperity opportunities. The Convention and Visitor Bureau 6 works to encourage tourism into the Bryan and 4 College Station area. The approved budget for FY 98 includes service level adjustment requests • 2 totaling $30,050. The request is to increase funds 0 1 " 1 i ,,, for sales and advertising efforts, and for salary increases for CVB personnel. 94 95 96 97 98 Strategic Issues CS --0—APPAL Four of the top twenty City Council Strategic Issues for 1997 are in the Employment/Prosperity Vision Statement. The graph above compares the American Public Issue #4 Business Center Recruitment is Power Association's average power cost with the addressing the need to recruit new businesses to average price paid by the City. In FY 98 it is locate in the Business Center at College Station. expected the City will purchase power at less than Several location announcements have been made the APPA average cost. and efforts will continue to attract and locate new 1997 Operational Improvements businesses to College Station. The infrastructure of phase 1 of the business park is in place and efforts In a cross departmental effort to improve are now focusing on the recruitment of acceptable customer service the Electric Metering Division businesses to the facility which will result in an and Utility Billing revised a process which utilized four sheet forms PLUS sheets of increase in employment to the City. computer printout to keep track of new utility The first is issue #9 Northgate Revitalization • customers. A new process which relies on Development Implementation. The electronic transfer of information is in use now revitalization of the Northgate area in College • has resulted in improved response time and cost Station has been one of the top priorities of the savings. City for several years. The purpose of this effort is to improve existing conditions in the area and also 134 provide a catalyst for new investment and development to occur. Issue #18 Strategy for Conference/Hotel Development is also being actively pursued. Efforts are being made to encourage the recruitment of a hotel facility. This project continues to move forward. The FY 98 budget includes $6 million for the potential construction of a convention center. The fourth strategic issue in this Vision Statement is#20 Marketing Strategy to Develop & Recruit Business to Improve Retail Development - CS Development Foundation. The purpose of this is to continue to encourage and attract additional retail development in College Station. The following pages in this section detail the service levels and performance measures for the operating divisions in the Employment/Prosperity Vision Statement. Also included are the budget and position summaries for each of the divisions. 135 • ;CON:; &:,COMMUNITY ,':: ;; <ECONOMIC: DEVELOPMENT ' DEVELOPMENT - • Description 84 Budget:Expllanation z:: :::: :i:,:::- ::. • The:Economic Development.;D vision's::res:onsible:£or coordiriati °' ii. : .; :;,:ri i:r. p le ,: ..0 ng fhe,ef£arts ao,prompte:: • economic>.develo:rnent:activitiesin'C lle..... p : o , ge.Sfiation.Economic development has been:one of ahe:; lcey:City Council issues in recerif_years Among th :economic;develo :ment:anr o. ncement p u..: ......:s.in FY`97 Were the location of UCS and Beech Tool;&Mold into the:City. The approved'budget is,:: . 0 26%Q>higber>:than:alte)'Y>`:97.:revised>bud et:`:::> '::.,..:. ::::.;: ,e >._.::_ ::.: ;;..: .,. . 7.14. primarily,due;to.five ser�le0:4 vel;adjustments . totaling$.68,263:These:;:service level;adjustments:are, 1); 464:>for::addition} $.; . a1 communications. -:, . maintenance, 2)$34;;631 for landscape maintenance at the Business Center;:: . 3 1.$ 35.. r::: : i...e:.. • .o aretai:MarketSti`ategy;consultaut ;arYd�k);$`J.2953;for.L?Iorth ati✓_irriainten :>::::::. is :: Bu .:... - get Summa . :__ :;:;; .; :: .: $1.4:7585 :::<>::.>;:$214918:::: :" ;$21`5;49'. Position Summary: 2 . .. 2 • • Program Name: Economic Development - Retention, Attraction, and Redevelopment Service Level: Provide for economic development efforts to retain and attract businesses in and to College Station. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget . Effectiveness -Net increase in the number of 15 100 250 jobs created. -Net Increase in property valuation • • (from new development only-) 0 01 $36,000,0002 Efficiency - Return on investment(3 yr. avg.) • ($ increase in valuation/$ spent on activity) N/A N/A $10,597,4573 Output - No. of Economic Development agreements executed. 2 3 3 • Input -No. of personnel. 2 2 2 'Agreements executed in FY 98 will not be on the tax rolls until FY 98-99. 2 Net increase assumes additional appraised value of approximately$36 million from capital investment where City was the economic developer(i.e. Beach and VCS). 3 Return on investment takes 3 yr.avg. for increased value($12,000,000) minus 3 yr.avg. for capital investment($993,074), cash incentives($241,666),and DECD"s operating budget ($167,803). 136 Service Level: Provide for economic revitalization and redevelopment in targeted areas within College Station. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Rudge_t Ef ediveness -Percent increase in property valuation N/A 10% 10% (from revitalization efforts) Efficiency -Return on investment(3 yr. avg.) ($ increase in valuation/$ spent on activity) N/A N/A 5% Output - Number of economic development 3 5 6 /redevelopment related activities in City. Input -Capital Budget allocation $912,500 $1,600,000 $7,100,000 - No. of personnel assigned to program 2 2 2 -Facade Improvement program budget $110,000 $110,000 $100,000 Service Level: Manage and coordinate development/recruitment within the Business Center. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Ef£es-tiv uess - Percentage of Phase I at the Business 0% 4% 50% Center occupied. Efficiency -Phase II Development Cost/Acre N/A N/A * 9_utput - No. of businesses located 0 4 2 - No. of new Business Park Jobs. 0 600 100 Input -Development Cost of Business Center Phase II N/A N/A development cost estimates for Phase II of Business Center are currently in progress. This information should be available before next FY. 137 • U Ni-1-Y .; coMMuNl :13EwELOPmENrr DEVELOPMENT Descriptiion&Bud ... .. . .... . . _.:.g et Explanatior►r::<>>;.:...;.<`.,:;;: -.,.:.::.. >,:::. .:;:::;::::>.:.:::: :. Community Development is responsible for.providing a variety of.activities:to assist"low-moderate income citizens and:eliminate.slucim:and:bli4htiiig;conditions thr u:: ` ;Development Block`.Gra nt..HQME`an .>' Sh.the:iise.Of Coriimulty.:` d HOME III funds from the":federal; ov : ..,emrrient:Pro rams.' include:housing assistance:.demolition;_: ublic faciliti ~ :, .. p.. : es amprovemenfi:#o::bh hfied area um } anservices;funding, and'gereral ver s han ti`arid_ o. si ht The a g pproved budgetis:3s19!o hi..n:.:. > 7`revisedbudget;;::: g erahanthe:I Y:.; 1FY: 6 ua Bud : < ;> ::Ftuaad B get Summa uclggt • , . 342�87 :. $389 .1.2;1: 4.03. • Posxtion Summaty.:`':•. `:;:.~ ,.:.: < .: ::.; ::. ..: ;:::. :: :;; ._.. ::.:...: ;551 Program Name: Revitalization of Blighted Areas Service Level: Provide various technical and financial assistance to promote the revitalization of blighted areas throughout the City. Performance Measures: FY 96 FY 97 FY 98 Appr. Ef£e_cti_veness Actual Estimated _Budget -Percent of participating project properties tax valuation maintained or increased. 100% 100% Effcien_csy 1UO% • Cost per facade improvement project. $16,000 $16,000 $16,000 Output • - No. of specific projects identified and funded for parks, streets, water, sewage, and 2 infrastructure needs. 1 2 -No. of commercial facade renovations completed. 2 5 5 Input -Fiscal year CDBG/HOME allocation $1,356,688 $2,557,451 -No. of Community Development staff 7 $532,254 7 7 • -No. of CD Staff Positions 8 8.5 8 • 138 Program Name: Public Services Service Level: Provide a variety of health and public services to low income residents through the funding and contract monitoring of non-profit organizations, in addition to a review of funding policies and procedures. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimated Budget Effectiveness -Percent of public agencies funded that deliver 100% 100% 100% public services within the terms and conditions of each agency's contract with the City. Efficiency -No. of agencies/contracts monitored per staff 6 7 7 - No. of on-site monitoring visits 12 14 14 - No. of reimbursement requests reviewed 24 28 28 Output - No. of agencies/contracts completed in 6 7 7 compliance with policies Input -15%of 1998 CDBG fund $239,203 $190,500 $182,250 - No. of staff assigned to oversee funding process, contracts, and monitoring. 1 .5 ■ 139 Program Name: Housing Assistance Programs Service Level: Assist low and moderate income residents with the purchase, rehabilitation , or construction of their residential property and to improve and increase the existing housing inventory within the city. Performance Measures: FY96 FY97 FY98Appr. Actual Estimated � cdget • • Effectiveness -Percentage of dilapidated dwellings(45) to be eliminated or replaced within the city. N/A 23% 23% - Percentage of existing "deteriorated" • dwellings(1,938)to be rehabilitated into compliance with City Code. N/A 1% 2% - Percentage of eligible families(95)given Homebuyers assistance. N/A 19% 20% -Percentage of eligible families(95) receiving • homebuyer counseling services or reference • consumer assistance. N/A 50% 50% Efficiency -Rehab program, cost per unit. $18,500 $20,500 $22,000 • ORP Program, cost per unit. $35,000 $45,000 $45,000 -Demolition Program, cost per unit. $2,500 $3,000 $3,000 -Rental Rehab, cost per unit. $7,500 $4,667 $7,500 -Downpayment Assistance Program, cost per unit. $4,000 $4,694 $5,000 -HOPE 3 Program, cost per unit. $25,000 $25,000 $25,000 Output -No. of Units Rehabilitated. 8 10 20 -No. of Units Replaced. 10 9 10 -No. of Dilapidated structures demolished. 10 10 12 -No. of Rental units rehabilitated. 30 15 15 Input -No. of personnel assigned to housing assistance projects. 2.5 2.5 2.5 - Budget for Housing Ast. $256,500 $205,000 $361,756 -Budget for ORP. $553,250 $405,000 $459.559 -Budget for DEMO. $42,500 $30,000 $40,000 -Budget for Rental Rehab. $65,000 $70,000 $120,000 -Budget for CHDO funding. $58,650 $71,700 $170,550 - No. of personnel assigned to coordinate and implement home buyer program. 0.5 0.5 .5 - Budget for Downpayment Ast. $40,000 $85,500 $126,289 -Budget for HOPE 3. $267,378 $100,000 $331,231 • 140 , COMMUNITY ` ` ECONOMIC --.;.DEVELOPMENT .DEVELOPMENT.:.:::], CORPORATION Descri tion`&Budget'Explanation;-::.: :..: » '.:..»::::::";:; :Develo ment Co. "or..ation:is:an organ izatioc ea,ed to::promote economic .The lconomic. p rp.. :development in Bryan, College Station,'arid Brazos County The_corporation_prove es mare ing, - .promotion and_,;deveioprnent services to prospective new,business and.industry(excluding retail). . T he corporation also::markets'land and b:iildings:in area:business.:parks The corporation tries>to expand the property and sales tax bases through successful industry.:attraction, as well as:enhanced The:.a r:0 -afundin from;:t*oty o gollege Stafion;1. 1Ei( 9Q9:a slight job opportunities.. pp, g: :increase:of;1.91%0 over;tl e FY 97,f unding;level:: ... r::: . :.: :: >: 8.A » .ud tation Bud et Summa. <' lle e..S rY : ::;;":;;>;::$140.�000.'>'`: '3:5770;0:0' `:;: `; : : _::: ;:: Co g g EDC`Position Summary 5 ; 5 5 5:. Program Name: Bryan/College Station Economic Development Corporation Service Level: Promotion and facilitation of activities that enhance the economic base of Brazos County through attraction, creation, expansion and retention of business and industry. 1 Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budge Effectiveness -Successful locations to prospect/inquiry 5 to 100 8 to 100 5 to 100 ratio -Serious prospect to total inquiry ratio 5 to 100 7 to 100 5 to 100 Effiicie - Cost per active prospect/inquiry $1,973 $1,789 $2,000 -Cost per successful project $63,467 $30,692 $50,000 Output -New jobs created 45 1,179 500 -Annual wages created $950,000 $28,110,000 $10,000,000 -Capital Investment $1,540,000 $38,730,000 $30,000,000 Input -Budget allocation-Recruiting $380,800 $399,000 $413,000 - Budget allocation-Chamber of Commerce $54,000 $54,000 $54,000 - Budget allocation-Small Business Dev. $82,000 $82,90_0. $82,094 Program -Total budget allocation $516,800 $535,000 $549,000 - Development Fund/Redevelopment $139,401 $74,900 $75,000 Loan Fund 141 ' ELECTRICFUN6-' . ERATIO : ..::. . . .. . .:.:.:..: . .. . D.escri tion&;Bud.. . .. • ;;` ` `•, . .•. p.:...:...:..:::: .. . ,get Explanation•: This':diviision is res onsible:for;the warehousi ..„... ng of`supplies:used:i 1...ci : a,.erations: ; ,:. .: ::>:.;:>.:;<.::: .:: . .:�'::;>:::.:;::;;;,... ;.. . tY,.: p. �.and;the >. >`:.:_`.: urc ase an istnbution of elects :power.::fo:::tlie>customers:of.'tle ee ., .:...: .. o .....:.:., ,,: : ;, :,< : :: °:: _:_»;<:,:. .:::;:; c#r e`approved::>:°: ..`_ rc.ut ity. Th budget is up slightly,•2;89/0;:compared to the.FY; 97:;r..evised budget This increase:is largely due to an.:increase::in the:'urchase:>power:bud e .:.:..:::..:.::.: .p: . t eze;areseveraleryice<leef;adustmen :: l #s.for this division, 1j' 4,263 for:addit lop al coinmunications:maintenance in:allpra ramareas,`2j$8,000 for:': electrical safet .:iii went in<the..techr i .::.;;;;;::<::;.;: :: q_ l?,,_.:..: .--''- calservices: .ro.. .. ..; . . g .. rn 3 10 OOO for. i.;:. ;;. ; ..;..:. :;:..:;:....;::.:P., > : :'.; .;.: n:::eleeealaafe` :> : ::: od in he tech. services pxagrarrx,4) :3 $00<#ar::a:Coriacf:;resistar,ce.aester>>n: h <;;: • e substations program area;.:5)$70;000 for an electrical meter gan #ester in the mi teririg prograrri. g area 6.. 15 000`to re_lac. :. :.....::.: : ;.4A1.7:: ;:.:.:: ;:.:::.(9„,:. .;;:;p: ::; ;;three.voltage>reeordm :;anal zers:>in#he> g..::.... ?.. metering:program:area and::7 : :. :11:4:>300 tore lace'the. :.:. .:<;; >;;. .,. .., ..:::; • .:::..':::::::>:;.;-;:;:<;::>:;>� > :::: :e�ohce Depar#ment UPS.;:: :>:: ;.. .:.:.::.:< ; ..:::.:;:.. :.:: • .. � FY.98 Appr.. :::. .:; Budget>Summa.. .<::>: <:.: : :: .... :$22_.-55 523' • $24 57.9:>956_ . ,: ' ;:' . >;>':;>` ; ,..:::.::, 24>.1.80,232, evenue>Summary 33 460,319.' : $35:g. 4 585. �: . .::.�:..:. 36,953962:; ; • Program Name: Warehouse Service Level: Provide an efficient warehousing operation for the City of College Station, crew support for utility operations, and maintains the Utility Service Center grounds and building. • Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget . : Ef£ecti�veiie s Satisfaction percentage on annual• No Survey No Survey 90% survey of departments Conducted Conducted Provide immediate delivery of all water, wastewater, &electrical material 100% 100% 100% Provide daily delivery of small office supply orders to all departments 100% 100% 100% • -Provide weekly delivery of large orders, (i.e. cases of paper) same day delivery upon • request. 100% 100% 100% Complete crew requests within 48 hours 100% 100% 100% Efficiency -Value of inventory $1 228 040 $1,196,715 1,220,000 -Annual inventory count: • value over $35,177 $29,917 $26,840 value short $47,769 $41,885 $39,040 • -Annual inventory count: • %over 2.86% 2.50% 2.20% %short 3.89% 3.50% 3.20%ber of inventory items 1,726 1,728 1,730„ 142 Performance Measures: FY96 FY97 FY98Appr. Actual Estimate Budget Output -Dollar value of material received $1,664,783 $1,323,798 $1,500,000 - Dollar value of material issued $1,661,307 $1,593,830 $1,700 000 - Number of customers per day 25-35 25-35 25-35 - Number of purchases per customer 2-4 2-4 2-4 Input -Total number of full-time personnel 3 3 3 -Total number of part-time/seasonal 2 2 2 -Warehouse budget/expenditure $166,513 $109,490 $141,199 Program Name: Electrical Division • Service Level: Provide reliable electric service to the citizens of College Station. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Eff_ectiveneess -Average customer outage duration in minutes for the previous 12 months(SAIDI). 30 min. 34 min. 30 min. -Average number of outages per customer per year(SAIFI). 1.1 outages 0.9 outages 0.85 outages Efficiency -System Losses 4.8% 5% 5% Output -Total outage minutes in a 12 month period. 650,000 850,000 800,000 (This is a rolling 12 month average) minutes minutes minutes Input -Electric division budget/expend. $2,894,319 $3,474,189 $3,463,867 143 • Service Level: To provide reasonably priced electric power to the citizens of College Station. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate BLudg_et E£fe,_cti vemess • -Percent of purchase power price at or below the American Public Power Assn. SW/W 100% 90% 90% • average (Latest available data $.04) Efficiency -Monthly retail power billing avg. $2,758,406 $2,897,892 $2,940,000 Output -Average monthly amount of power 42,615,684 kwh44,758,750 kwh46,645,000 kwh purchased input -Average monthly expenditure for $1,704,627 $1,594,000 $1,668,000 wholesale power purchased • • 144 . y ' , 'COU;�IVTION;AND • EMPLOYMENT / PROSPERIT • VISITORS BUREAU: Description:&Budget::_Explanation: The Bryan College Station Convention and Visitor Bureau:offers informational services; tour coordination,:;and'4ssistance Leith:transportation and meeting planning to'visitors and convention attendees. The Convention and Visitor Buue�ch is 4 99%}itgher.:han�the FY 971revised budget.- a provedbudget;for Y:�$.15::. 532 ,,.:::.:; . . :; :...::. ;: _.:...::.. .pis e t,. .:..:. ,.. n ed increase::;4n;aduertisi�g;:($��050)and:per$onr}el costs($l$,000,. : This zs due to.a ::: n ..... T . :.. . :; F.96::s FY:97 FY 98 AppY. ;:..;:.: . ; > .. ..:-...:::;:. : .....: . .. _ :... .:: _ : :;.::.:_:: .:. >A.ctpal::;:' ' :,:;.::,)r�fi�,�.te:;:: :_ e�:; - _-::.: 5Q2 950- ::.... t;Summary:;;: ::: 45Q;0;.,:::::` :,:".:..: ::_ >:: : , ::::.:....;.:.;. :. : >: 3lB;�oile e..Station.Budge.. : .;:.. .......: ..:::... ...:.::: ;<:; 9.9;50.0><:::: :; . Smarts Everi#��o9xdana�o�n _ $45Q;0©0 $602,450 .`$632:;500. . Program Name: Convention and Visitors Bureau Service Level: Provide an on-going tourism, marketing, sales and service effort to attract a maximum number of conventions, conferences and meetings that will use hotel rooms in our community; and e pals i fder qnualitybusiness.services for conventions to generate repeat business and good L Performance Measures: Appr. 96 FY 97 FY 98 Actual Estimate Budget Eff_e_diveness -Amount of hotel occupancy tax collections. $1,221,579 $1,450,000 $1,600,000 -Amount of direct expenditures from convention N/A $4,500,000 $5,000,000 delegates. Efficiency $47.47 $50.10 $52.00 -Avg. daily hotel room rates. 59.23% 64% 66% -Avg. hotel occupancy rate. Output -No. of bureau initiated convention room nights N/A 45,000 50,000 booked for the future. N/A 30,000 33,000 -No. of delegates-conventions hosted. 9,000 33,000 -No. of sales appointments by bureau staff. N/A10 150 -No. of site inspections conducted by staff. N/A 1 150 -No. of groups services provided for N/A 12048,000 52,000 -No. of room nights stayed by above groups N/A ,000 2,000 -No. of delegates Input 1,785 1,785 1,785 -No. of city wide hotel rooms. -Amount in CVB budget to convention sales $45,000 $73,000 $75,000 and marketing effort. 1 3 3 -CVB sales/marketing staff. $10,000 $15,000 $17,500 -CVB servicing budget. 1 1.5 1.5 , -CVB service staff. 145 Service Level: Provide an on-going tourism, marketing, sales, and service program to bring the maximum number of overnight visitors to our community. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate _Budget Ef£e_cti�eness • -Amount of hotel occupancy tax collections. $1,221,579 $1,450,000 $1,600,000 -Amount of direct tour and travel expenditures. N/A $65,000 $90,000 - Monetary value of articles published. N/A $80,000 $120,000 Efficiency -Avg.daily hotel room rates. $47.47 $50.10 $52.00 -Avg. hotel occupancy rate. 59.23% 64% 66% Output -No. of bureau initiated room nights N/A 1,000 3,000 booked for the future. -No. of group tours hosted. N/A 27 40 • -No. of tour and travel group room nights. N/A 250 400 • - No. of articles published from hosted media. N/A 3 6 -No. of familiarization tours hosted. N/A 4 8 Input - No. of hotel rooms available for group tour N/A 275 300 business. -CVB budget for tourism sales, advertising, $27,000 $47,000 $49,000 and service. CVB tourism staff. 2 2 2 146 Service Level: Provide an on-going sports marketing program to bring the maximum number of overnight visitors to our community through promotion of sporting events. • Performance Measures: FY 96 FY 97 FY 98 Appr. Actual EsJ.imate _Budget Effectiveness -Amount of hotel occupancy tax collections. $1,221,579 $1,450,000 $1,600,000 -Total expenditures of participants in • sport events booked by sports marketing staff. N/A $390,563 $500,000 E.fficieiicy -Avg. daily hotel room rates. $47.47 $50.10 $52.00 -Avg. hotel occupancy rate. 59.23% 64% 66% Output - No. of sporting events booked for future N/A 5 7 -Anticipated room nights from sporting events N/A 8,210 10,000 -Number of sport events hosted/serviced N/A 18 24 - Number of participants at hosted/serviced events N/A 6,250 8,500 - Number of room nights generated N/A 10,230 13,000 - Community education seminars held N/A 1 3 Input -No. of hotel rooms available for sport events N/A 750 750 -CVB sports marketing budget N/A $99,500 $99,500 -CVB tourism staff. N/A 1.5 1.5 147 • Were Committed gro /0 To Excellence 148 8. CIVIC PRIDE $1,915,989 Citizens benefit from well-planned, attractive residential and commercial areas, and from preserving historic areas. Civic Pride is a critical part of what makes a community a good place to live. The City Council has identified this as one of the key policy areas for the City. Planning and development policies are critical because these have the greatest long term impact on what the community is going to look like, and how citizens are going to feel about the community. . APPROPRIATIONS - CIVIC PRIDE Engineer 24% A Dev. ` Sery ,�. l Other 74% � : "��,<. 2% Development Services $1,417,093 fire stations, libraries, and others; as well as capital The Development Services Department administers projects for the public utilities such as electric, new development in the City. The Development water, and waste water projects. There is a service process includes the planning and building level adjustment included in the budget for $3,861 functions as well as the development coordination to purchas 3 laptop computers. activity. Also included in the development process are other areas including the Fire Department and Building Permits Issued Public Utilities. Included in the MIS approved 800 budget is $58,410 for development process 6003 management software. This software will improve 4200 ij ; the way development projects are processed and 0 x: tracked resulting in better service to developers and 91 92 93 94 95 others involved in the process. There is a service I ®Residential ■Commercial 1 level adjustments in the Development Services area for the phase 3 of the banner project, $13,860. Illustrates the continued increase in residential construction,and the variability in commercial construction,permits issued. Development Services works to ensure that the zoning, subdivision, drainage and other ordinances are complied with. This ensures the community $33,175 develops in a manner consistent with the policies Other Civic Pride Activities established by the City Council. Several outside organizations provide services that impact civic pride. The first is Brazos Beautiful. Engineering Division $465,721 This organization focuses on a number of The Engineering division has been moved out of community enhancement areas including Development Services and transferred to Public beautification and litter reduction, waste Works to more efficiently manage this activity. The minimization and recycling, and public relations Engineering division is responsible for the and education in these areas. The Brazos Beautiful administration of the City's capital improvement approved budget for FY 98 is $17,000. The Noon plan. This includes the building of projects Lion's Club has again requested funds to purchase approved as part of bond elections such as streets, 149 fireworks for the annual 4th of July fireworks display in 1998. The approved budget is $7,175. The Sister Cities Association has been approved $9,000 in FY 98. This organization establishes • ties with other cities in the world and corresponds and has visitor exchanges. Groups from the sister • cities make trips here and delegations from this area visit the foreign cities. Strategic Issues One strategic issue is under the Civic Pride Vision Statement, Issue #13 Code Enforcement. The goal of this issue is continued high emphasis and high priority on maintaining and improving existing neighborhoods. • Finally issue # 9 Northgate Revitalization also is related to this vision statement. It is accounted for in the Employment/Prosperity vision statement. The following pages in this section detail the service levels and performance measures for the operating divisions in the Civic Pride Vision Statement. Also included are the budget and position summaries for each of • the divisions. • • • 150 DEVELOPMENT SERVICES: ADMINISTRATION Description & Budget Explanation: The Development Services.Administration function is responsible for providing administrative support to the planning,.engineering,building,code enforcement, development coordination, and energy management areas Also, many..of the Council strategic issues are.managed:by Development Services. The:approved budget is 27 82% higher than the FY`97 revised budget due to the reassignment of personnel within the department. : FY.96 FY 97 FY 98 Appr. Aetna':` Midget Midget Budget Summary $147,769 $221,067 $239,647. Position Summary 4 4 5 Program Name: Administration Service Level: Project development/implementation/management associated with the Council strategic issues; and management of department functions. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimate Budget Effectiveness - Percentage of City Council Strategic Issue 80% 90% 90% objectives and milestones met within action plan timeframes. - Percentage of Council, Boards& Commission 98% 95% 98% agenda items are completed within specified deadlines. Efficiency -Cost per Council, Board, Commission case. $2,000 $2,000 $2,000 autput - No. of strategic issues addressed. 3 5 3 -No. Council, Board& Commission items 290 280 280 Input Percent of budget allotment for: -Department Director Time 3/4 3/4 3/4 -City Planner Time 1/2 1/2 1/2 -City Engineer Time 1/2 1/2 1/2 - Building Official Time 1/4 1/4 1/4 -No. of support staff 4 4 5 151 DEVELOPMENT SERVICES ENERGY CONSERVATION Description&Budget Explanation: The Energy Conservation Division is responsible for encouraging and helping customers to use energy.wisely. First, the division is"responsible for distributing utility and energy-conservation" materials and information to"the:;publicto:increase energy awareness. .Second, the division" conducts energy audits for homes and businesses in order to analyze,opportunities ifor customers to reduce energy costs. Third,:;the:division'administers the Energy Back II residential high- fficiency A/C rebate:program and the. Cents new home construction energy conservation.program: The approved budget is,1'4.1%lower than the.FY:`:97 revised budget due:.to shifting of personnel from this division to the Administration Division. FY 96 : FY 97 ' Fv48. Actual Estimate Approved Budget Summary ,.:;: 1 .4 0$ 7 , 78 $250,882 $215,486 Position`Summary 2 1 1 Program Name: Energy Conservation Service Level: Provide professional and helpful customer service to utility customers; implement and administer cost effective demand side management programs that will reduce the City's wholesale electrical costs. Performance Measures: FY96 FY97 FY98 • Actual Es#imated Appxoved Effectiveness -Percent satisfied on customer survey. 94% 96% 95% -Percentage of homes certified as Good Cents. 32% 28% 25% -Amount of City energy demand reduced by high efficiency program. 150 KW 230 KW 200 KW Efficiency • -%of permitted homes Good Cents entries N/A 49% 50% -%of permitted A/C's Energy Back II entries N/A 23% 25% Output - No. of energy audits. 150 80 80 - No. of homes entering Good Cents Program. 150 120 120 - No of Energy Back II rebates. 250 125 125 Input -No. of Energy Auditors. 2 1 1 152 PUBLIC WORKS ENGINEERING Description &Budget Explanation: Engineering is responsible for managing the capital improvement program. This includes.projects such as street:rehabilitation; drainage projects, public facilities, parks and others.This.;division was moved the:Development:S.ervices Works beginning this fiscal y:ear.. There is::one service level;adjustment_for the purchase of three:-laptop computers($3,861) 98:l-1ppr: . Est Budget;Summa . N/A Position,Sun-Unary.:"" N/A . ':' N%A 9: Program Name: Engineering Service Level: Provide for effective and efficient use of Capital Improvement Funds. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimated Budget Effectiveness -Percent of identified projects controlled by Engineering under contract. 85% 85% 85% - Percent of CIP budget controlled by Engineering under contract. 95% 95% 95% Efficiency -Administrative cost per project N/A $5,000 $14,750 Output -No. of CIP projects planned. 36 28 20 [nput - Budget for planned CIP. $14,876,000 $13,000,000 $9,300,000 -No. of staff engineers 3 3 3 -No. of engineer inspectors 3 3 3 -Administrative budget for CIP $150,000 $150,000 $295,000 153 DEVELOPMENT SERVICES ENGINEERING DEVELOPMENT Description& Budget Explanation: • Engineering development is responsible for the development review..process:which:'ensures that development meets the required engineering standards. A reorganization within the department • resulted in the transfer:of:;9 positions:;to:,'Publ c'>Works<:The:approved'budget is riow 80 23%lower: than the_FY `97 revised budget due to a this transfer, :FY.96 FY97 FY 98Appr. Actu al :: Estimated Widget.. Budget Summary :;>$617:021 $574,540. $116,406 12 Position Summary 2 ; ;; •X2. .. ,< Program Name: Engineering Service Level: Provide thorough and efficient plan review and construction inspection for • development projects. Performance Measures: • FY 96 FY 97 FY 98 Appr. Actual Estimated _Budget Effectiveness -Percent of plans and reports reviewed in 5 days or less. 85% 85% 85% Efficiency -Administrative cost per review 2000 2,000 1,300 Output -No. of plans or reports reviewed annually. 325 300 225 Input -No. of engineering plans review staff 5 6 2.5 - Budget for engineering plans review $240,000 $280,000 $116,406 154 DEVELOPMENTSERVICES BUILDING INSPECTION Description & Budget Explanation: The Building:Inspection function is responsible for the building review and:permitting process. Building:permits are issued and buildings are inspected as construction occurs to ensure buildings are constructed to city code: In FY:`9T:the code enforcement activity,.and:One..person, was transferred to.a new code enforcement center within-the•Fire Departiiwent The approved budget is 12.33%lower than the FY `97 revised;budget:due:to the transfer:of code'enforcement::personnel to, the Fire Department:. F1' `etual Budget Sutnma Estiir�a ''> ;...._.: . $3.46;6.93`:. $414;755 ' : s$0 92X:a: .. Position Summary . . 9 9 8 Program Name: Building Division Service Level: Perform thorough and efficient building plan review, inspection services and permit administration. Performance Measures: FY96 FY97 FY98 Actual Estimate Approved Effectivenes_s - Percent of plans reviewed within 5 days. 95% 100% 98% - Percent of building inspections in 24 hours 95% 95% 99% of request. - Percent satisfied on customer survey. N/A 90% 98% - Percent of single family permits within 1 80% 80% *98% hour of application. Efficiency -Percent of single family permits issued within 100% 100% 100% 5 days. - Percent of single family permits issued within 95% 95% 95% 24 hours. - No. of building inspections per inspector 33 N/A 1800 Output - Number of multi-family and commercial plans. 93 88 60 - No. of annual inspections. 5,041 4,335 7200 - No. of inspections per day per inspector. 30 33 7.5 Input - No. of building inspectors. 3 3 4 the When applicant waits for t . * h review. • 155 DEVELOPMENT*SERVICES PLANNING Description& Budget Explanations• . . The Planning activity is responsible for providing development services to those wishing to develop - in College Station. This includes monitoring.zoning, platting, and other development issues to ensure that development occurs in accordance with the existing policies and ordinances.. Planning also assists the development community through this process and through:any variances:that May be requested. The planning function.is also responsible for maintaining, monitoring:and:. implementing the City's comprehensive;plan.The approved budget is.3.71% higher than the FY `97 revisedbudget. This is due to a service level adjustment for Phase 3 of the street banner project ($14,000) FY..96 FY 97 FY 98 Appr: R u.. l. .. tiraaaxed aitddet. Budget Summa ry $489,338 ` :'. :.;$468,024 $4$4;633 Position Summaty 8:5 8.5 . 8.5.. Program Name: Planning Administration Service Level: Provide thorough and efficient review of zoning, development proposals, and project review. Performance Measures: FY 96 FY 97 FY 98 Appr. Actual Estimated Budget Effectiveness: -Percent satisfied on customer survey. 90% 90% 90% -Percent of development plans reviewed within 5 working days. 85% 85% 85% ..' - Percent of planning cases entered into data base within 30 days 90% 100% 100% Efficiency -Cost per set of plans. 2,900 $2,857 $2,857 -Cost per case (P&Z, ZBA). 2,000 $2,000 $2,000 Output - No. of development plans reviewed. 60 35 35 -No. of Project Review Committee cases. 40 50 50 Input -No. of Professional Planner positions. 2 2 2.5 -No. of Development Coordinators. 1 1 2 156 Program Name: Comprehensive Plan Service Level: Maintain, monitor, and implement the City's Comprehensive Plan Program. Performance Measures: FY96 FY97 FY98Appr. Actual Estimated Budget Effectiveness • -Percent of zoning and platting in compliance with Comprehensive Plan. 80% 80% 80% Efficiency -Cost per case. $2,600 $2,564 $2,564 Output -No. zoning cases 1 1 1 -Ordinance amendments to implement plan 65 70 22 : Input -No. of Professional Planners. 1 1 1.5 - Mapping Specialist position. .5 .5 .5 - No. of support staff. 1 1 1 157 We're Committed livo To Excellence 158 GENERAL FUND The General Fund is used to account for all Activity Center, formerly known as the Teen activities typically considered governmental Center has moved out of the Special Facilities functions of the city. These include Public Division and into the Recreation Division. The Safety, Public Works, Parks and Recreation, Recreation Youth Activity Center is a new Economic and Development Services, the program for FY 98. It was created by support functions for these areas, and the reallocating existing personnel from other areas • administrative functions for the city. of the Parks and Recreation Department. This Activity will work with the Teen Advisory Board to develop programs and activities for teens in The General Fund for the 1997-98 fiscal year (FY 98) is influenced by current policies and any College Station. In an effort to increase the approved policy changes. The policies include efficiency of their operations, the Parks inter-fund equity; maintaining a balance between Department has contracted out Concessions revenues and expenditures; and maintaining the operations to a private firm in order to serve the level of service currently provided as the city Citizens more effectively. experiences residential and commercial growth. The Office of Technology and Information The City is committed to look for ways to Services has reorganized for FY 98. The improve service delivery and improve the Print/Mail and Communications Cost Centers efficiency of its' operations. The reorganization have become Internal Service funds. These cost of FY 96 was a result of this commitment. In FY centers will generate revenues from the services 98, there are four reorganizations involving they provide and in the process, become self- • different departments in the General Fund. Code sufficient. Enforcement, a function of the Development General Fund revenues are anticipated to Services Department, has moved into the Fire increase by approximately $741,000 or 3.06% Department. The mission of the Code Enforcement Division is to ensure a healthy and in FY 98 over the FY 97 year-end estimate. The safe community through the timely, proactive, increase is from normal growth and inflationary and reactive enforcement of property standards, factors and is distributed among almost all of the codes, and ordinances. The reorganization of major revenue categories. the Code Enforcement Division will increase the effectiveness and efficiency of Code Enforcement Revenue projections are conservative estimates activities. This reorganization resulted in a Code based on historical trends and estimates of economic variables that affect the City's revenue Enforcement Coordinator position moving from stream. A table in appendix D provides historical Development Services, one Parking Attendant position moving from the Police Department, trend data on major revenue categories. Major and one Sanitation Inspector position moving revenue estimates and assumptions are explained from the Sanitation Fund and a code below. enforcement clerk. These positions are now located in the Fire Prevention Division of the Fire 1. Ad Valorem Taxes are projected to be up Department. about $94,000 over the FY 97 year end estimate. This is due to an increase in • The Development Services Department has re- assessed valuation from $1.70 billion to organized for FY 98. In an effort to provide $1.82 billion. About$81 million of the services more effectively and efficiently, nine increased valuation is due to new positions have moved from the Engineering development. Division in Development Services to a new Division in Public Works called The operation and maintenance portion of Engineering/Capital Projects. Their focus will the ad valorem tax rate will be reduced to the continue to be Capital Improvement Projects. Two positions will remain in the Engineering effective tax rate of 15.16 cents per $100 of Division of Development Services. This division valuation from 16.02 cents per $100. The will be called Engineering/Development. Their effective tax rate is the rate that produces the focus will continue to be plan review and same amount of revenue as the previous year construction inspection for development projects. on the same property. Given the excellent financial condition of the City, the Council The Parks and Recreation Department has approved a 1%decrease in all categories reorganized in an effort to increase the quality of except salaries and benefits in the General their service delivery. The Recreation Youth t59 Fund. Approximately $90,000 resulted from this reduction. Exactly $45,000 was used to fund one Police Officer in the Uniform Patrol 8. Municipal_Cc uriFines are projected to Division and the balance was applied to the increase by 4.8%, or about $70,000 in FY .25%reduction in the proposed tax rate. The 98. This is a conservative estimate based on result is an ad valorem tax rate of .4293. the strong growth in this revenue over the past several years. Approximately $21,000 of property tax that • would ordinarily have gone into the General 9. Return on_Inve_strnent(ROI)transfers from the Fund will go to the Wolf Pen Creek Tax enterprise funds are scheduled to be • Increment Financing (TIF) Fund. $5,330,500. This is $66,600 or 1.3% more than the FY 97 transfers. 2. Sales Tax is projected to be up 3.2%over the FY 97 year end estimate. The FY 98 Electric operating revenues are projected to estimate of$10,040,000 is based on a be slightly lower than those used to calculate regression analysis using historical revenues the FY 96 transfer due to the rate decrease and future estimates of personal income, retail that occurred in FY 96. ROI transfers from • sales and retail employment. the Water, Wastewater and Sanitation funds are scheduled to increase by 4.5%based on 3. OfherT�xes are projected to increase 22.5% increasing operating revenues in each of those or approximately $284,000. The increase is funds. The assumptions underlying revenue because the City will receive a full 4 quarters increases in those funds are discussed in the of the telephone and natural gas franchise utility section of the budget. fees at the new rates. 10. Investment earnings are expected to decrease by about $40,000. The decrease in the 4. Perxnit_Revenue for FY 98 is projected to estimate is due to a downward trend in • increase just slightly from the FY97 year end interest rates and an intentional reduction of estimate. The assumptions underlying the the surplus fund balance. permit estimates are that building activity will remain at the current level. City staff continued to look for ways to reduce expenditures in the FY 98 budget process. The 5. Government grants are estimated to increase Budget Office identified approximately $697,600 by $64,070 in FY98. The increase is in onetime expenditures that could be removed expected to come from two new Federal from the FY 98 budget. grants to the Police Department. Net Expenditures for FY 98 are expected to be approximately $24 million, about 6% higher than 6. Parks and Recreation revenues will decrease the FY 97 year-end estimate. The increase is by approximately 14%due to an SLA to due to the inclusion of funding for approved privatize concessions operations. The loss in service level adjustments that allows the City to revenue would be offset by reduced address the various "Strategic Issues" and "Vision expenditures in the concessions cost center. Statements" outlined by the City Council. The Other parks revenues are projected to service level adjustments are discussed in detail in increase by 1.8%. the executive summary and in the departmental summaries. 7. The revenue category called Other Service The General fund has experienced changes in the number of budgeted positions. During FY Charges includes charges and fees from • various departments. Police Department 97, a Narcotics Officer position was approved in • charges are projected to increase by 3.2%to the Criminal Investigations Division of the Police $258,000, and Fire Department charges are Department. A total of 6 new budgeted • expected to increase 2.6% to $201,000. positions have been approved for FY 98. These Overall this revenue category should increase include: 1)three police officers in the Uniform • by 2.8%due to the City's growth. Patrol division, 2) one Public Safety Officer in the 160 • • Communications/Jail Division, 3) one part-time Economic Development issues have become a Data Entry Clerk in the Drainage Division of the top priority in recent years in an effort to expand Public Works Department, 4)and one Teen employment opportunities. The General fund Court administrator in the Municipal Court budget reflects this philosophy, $183,800 is Division, 5)the Fire Prevention Division received budgeted to address these issues. That amount • an SI.A of $6,090 to increase the parking is composed of $133,800 for economic attendant position to full time status. A Sanitation developments incentives, the other$50,000 is Inspector position was transferred into the planned for the last installment for the economic General Fund from the Sanitation Fund, The incentives agreed on for Sanderson Farms. temporary/seasonal Code Enforcement Clerk position was upgraded to full-time without There is $276,784 budgeted for special projects. benefits. $200,000 is budgeted to continue the Thoroughfare Street Reconstruction Fund that In FY 98, ten positions in the Print/Mail and was established in FY 96. This plan is to build a Communications Divisions of the Technology fund that will provide resources for thoroughfare and Information Department will move out of the and collector street rehabilitation in lieu of debt General Fund into the two new Internal Service issuance. An additional $76,784 will be used as funds. An Engineering Assistant position in the a loan repayment to the Electric fund for a Development Service department was eliminated portion of the Northgate Revitalization project. as well as a Systems Analyst position in the Management Information Service division. Another 0.5 full-time equivalent position was eliminated in the Parks Department due to the privatization of Concessions. There is a net reduction of 4 positions in the General fund as compared to the revised budget for FY 97. The Outside Agency Funding in the General fund budget is equal to $139,177. The Noon Lions Club and SCA Student Ambassador program have been moved into the General fund from the Hotel/Motel fund to more appropriately account for these expenditures. All of the funds expensed for Brazos Beautiful are now in the Sanitation fund. The agencies that have maintained current levels of funding are the Brazos Valley Council on Alcohol and Substance Abuse, $25,000; Retired and Senior Volunteer Program, $5,000; and the SCA Student Ambassador program, $9,000. The Noon Lions Club will also receive their request of $7,175. The Brazos County Health District has also received an increase in funding of $1,360 for a total of $83,002. The Brazos County Senior Citizens Association will receive $10,000. These have been included in the FY 98 budget. There is $427,060 budgeted for pay and benefit adjustments in the General Fund. Now approved, it will provide a 3.0%pay increase across the board for all employees on January 1, 1998 and a 0.5%merit for high performing employees. 161 • CITY OF COLLEGE STATION GENERAL FUND FUND SUMMARY • FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN • FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM ACTUAL BUDGET ESTIMATE REQUEST BUDGET FY 97 TO FY 98 • BEGINNING BALANCE $ 4,191,337 $ 6,570,332 $ 6,570,332 $ 6,560,339 $ 6,560,339 REVENUES PROPERTY TAXES $ 2,632,408 $ 2,702,000 $ 2,702,000 $ 2,752,000 $ 2,752,000 1.859'o SALES TAX 9,468,207 9,733,500 9,733,500 10,040,000 10,040,000 3.15% • OTHER TAXES 2,013,573 708,650 1,256,600 1,541,400 1,541,400 117.51% '. PERMITS 513,624 388,018 416,675 418,150 418,150 7.77% INTERGOVERNMENTAL 28,212 9,000 100,000 130,000 164,070 PARKS AND RECREATION 603,291 623,239 614,465 625,200 537,300 -13.79% OTHER SERVICE CHARGES 633,291 656,029 582,300 598,700 598,700 -8.74% FINES AND FORFEITURES 1,342,865 1,167,600 1,464,300 1,534,200 1,540,290 31.9246 INVESTMENT EARNINGS 390,789 437,177 362,896 322,400 322,400 -26.25% MISCELLANEOUS 571,288 173,221 239,632 188,500 188,500 8.82% RETURN ON INVESTMENT 5,136,750 5,263,900 5,263,900 5,330,500 5,330,500 1.2796 • TOTAL REVENUES $ 23,334,298 $ 21,862,334 $ 22,736,268 $ 23,481,050 $ 23,433,310 7.19% • . TOTAL FUNDS AVAILABLE $ 27,525,635 $ 28,432,666 $ 29,306,600 $ 30,041,389 $ 29,993,649 5.49% EXPENDITURES AND TRANSFERS POLICE $ 5,358,093 $ 5,857,695 $ 5,857,695 $ 6,003,934 $ 6,320,628 7.90% FIRE 3,914,919 4,032,376 4,036,998 4,326,566 4,384,519 8.73% PUBLIC WORKS 3,624,194 3,266,159 3,253,659 3,898,920 4,062,049 24.37% PARKS AND RECREATION 4,069,516 4,229,845 4,123,845 4,181,786 4,306,346 1.81% ' LIBRARY 366,889 405,901 407,405 406,760 604,049 48.82% DEVELOPMENT SERVICES 1,774,769 1,903,729 1,929,268 1,401,563 1,417,093 -25.56% ECONOMIC AND COMM DEV, 490,461 604,039 604,039 550,767 619,030 2.48% OFFICE OF TECH.&INFO.SVS. 1,686,063 1,915,658 1,865,658 1,534,555 1,804,731 -5.79% FINANCE 1,427,886 1,463,929 1,463,929 1,538,956 1,588,966 8.54% GENERAL GOVERNMENT 1,636,054 1,672,480 1,672,480 1,741,326 1,757,761 5.10% • PUBLIC AGENCY FUNDING 113,860 128,449 128,449 117,467 139,177 8.35% CONTINGENCY 0 308,227 308,227 315,000 305,000 -1.05% ECONOMIC DEVELOPMENT 89,483 483,800 483,800 183,800 183,800 -62.01% SPECIAL PROJECTS 0 280,500 280,500 276,784 276,784 -1.32% GEN RAL/ADMLN-TRANSFER (3,596,884) (3,807,274) (3,669,691) (3,768,246) (3,681,080) -3.31% • NET EXPENDITURES $ 20,955,303 $ 22,745,513 $ 22,746,261 $ 22,709,938 $ 24,088,853 5.91% INCREASE(DECREASE)IN FUND BALANCE $ 2,378,995 $ (883,179) $ (9,993) $ 771,112 $ (655,543)>> ENDING FUND BALANCE $ 6,570,332 $ 5,687,153 $ 6,560,339 $ 7,331,451 $(- 5,964,72y • • . o • 162 _II . . 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' '!..:31,,,,-,-,.'s-"...rz,44,..,..-..-vr‘r-,-.74-14.-nt.'n.,N.., • -',... :' .:::: ,•. ,,,,::,...,;•;,‘.4;.;,:•;;•,• ,1,'1`.,..44,41„. i,•,:: , ,"4'11'4 1-'471.0010,41,1V,t41,17:44 , .•• ' 1‘;`•'' ,'••••:::,::„.C.,„, ,.,,,..,,,,:,,,,„.,.M.C.,:.,;\••1,SS.,,,,,x,,vi;,,,%,:•...,,1,,,,,,,.1 ,,,•$•,":4•1‘14,•.',,\k,\••••,, I . : '4.41:-;triltiat.i3: •••,. ••;t•-;\;;ii‘•,..,i:'''.4-,..4**$,S.:.,..',.'Ss.•113! , -..,,,,--.1,...::.::-...-- . ...-,4,n,.....• ",—,w,v,:.:\;,:4. wk,,,,,, \$ ,,,,.\\,.." -.--: ,,,,,:,.. 4:1•,;,"3,;:t,,t,,„..••••, :, ,,,,„„,, ,,,,,& „ ,,,,,,,,,,,, • .' ••• : ••• ; 2•••••'", ,r:•••',t,", ' •...••''•1:X1' ' 17 =;;„., ROI Ik- r• .•.•'..•. '-:.,. ..•.. ,,, ,\,,N \* ''• \< S4AMP'\•,•,‘,‘N‘,•‘\•‘,\V,W;4 ; 2 2% .‘: 1 '.:.. . ••• ••• : . .• \ .•.'•NS •\SSS,,,:,,..,•,,,,,, ,,,, sys,+05'. I ' ',''''''';",.s".,.,‘"",‘•‘•' ''''*=Isr= '•MM''MM,M:\,.V'''''''. SALES TAX 1 . - ""'...' '0''''':*.:'''':<.,,'A',',';$$.'.,a,,,•.:‘;‘,..,•:•.••z\',:,•... -' i i •••• ,•••••• ",••••••"'''` •.""• ' ' 42% 1 . 1 OTHER TAXES 1 1 7% I • . 1 ; . I I 1 . , I 1 . , • I 1 . 1 .., • - -41 1 i • 1 GENERAL FUND - USES OF FUNDS I , 1 ! I . LIBRARY OTHER GEN.GOVT. 1 . . FINANCE 2% 3% 6% PARKS 6% OTIS 16% ':',WP,miii0.,:iii:."::?:;p ,.-_— '111111 f*:::,:ftm,::::iik*O,, - ...„„.,. 6% ECON./COMM.DEV. / / --'4•*.i:A:..' -'1Z.:::'--,-,.,, . I.:. ././ '--:,""--i..4:7-•=tgai:i:i:i:i:izi:K:i*i:i.:i:i*:::::::::i.:::K:K:K:K:K:K:K:i::,§:1•*i*::::::::::::::::: .-•-•:':'..:.•••'. -•,•-:•:!.----•' .•::i:- -•-;--•--. • ::::mmemk::::::::::::•:::::::::............s;:.:.=.:,... ' ' ;--' •• . .:'.- ' •' • . : ',":,',',',',1''.‘.\•' .,'1*,:tliiiiii:.:PX„:1:i:K:K:Kiiiiiii:i*:§:•KMISKOK;i8k:ii:iiiiiii . ;-:- ' ',•':',' : .. .: ' ,--r's, N,U$,'N,, ..r," s,7*.`":";.:Xiii:K:§iiiiiiii:i:KiiiiiSiiiiiiiiiiiiiiiiilii:MEZif.iii:giigliKiliiiii : ''' , ._,-. .. ,,,,,,,',,,,',,,,`",'',',•,,,`,",:',','',',',',",'•,••,,,,,,'.'.,4liiliiiiiiiiiiiiiiii:,§§§:A:ii:iggiiiiiiiiiiiiiiiiiiiiiiiiiiiiii*iiii ' ' .''' ••,':.„: '.• ''., ,„ ' , .. I:-• ,,,,,,,•..,‘,..::••'::::"`:‘",'•::'',4 ‘,,:',,, 7 iiiiK§MK*§: --• . '' , . .1-:.,:.,-:.,•`,,,,,,,,t,„;,,, • ...:,•••••••,`::.,• ". ,k.:......t.,`,".',...t‘,',',',•`..0.\\ M ' . ..". .. : -•'''''',"s„.%;'',.„:„-•,:.,,,,,,,•,,%,..,•,,,, .\•,,' ' ,• . k„...:::.4:::::::::::::::::::::::::::::::::::::::::::::::::::::::*:::::: • - -' „-• , •. • ''""",:•`1" `"'\''",.,e•••‘,,,,‘", ,,\\\SS•‘\‘‘\V$:::::::::::::::',%k%:$:::::::::*$*:::::::::::::'::::::f :- .• . .' • • : V "•''''',V ,`.',`‘;'V:::',`,,...: ,,,,k,k,,,•,,•:,,•,:,.,;‘,&:‘,„\<,,kk,,Ak,,kk.34:::::::::::::::::::*:::.;:::::::::$: -• " .' .'., ' ' ''''''''''''''''"'"‘"S."" ,,,,, '',-‘,' :.:, :,.,: ," ,. . . ',... •' " ' ''''''''''''''''',''""'''''‘"'''''''''"''''''"''r''•''' ..§:Eiiiiiiiiiiiiiiiiiiiiiiii:§§M.:$,:" POLICE PUB.WORKS ' •' . . ; ' ..i.....k.............„,„,'''''„,;„.„,„„''''''•,,,,.,,,,''' •,.,,,,,,,,,,;•:•;,,,,e,li:i:if::K:i:i:i:i::,:i:ili:i::::!:,,* ' ' '':.;;;;;;:. '''-.•, ..,--,,,•,,,,,,„,„.,,,,•,„''‘ ..,:•:',. ,..w.'"' 23% 15% DEV.SERV. 5% FIRE . 16% i 1 • 1 i I 1 I 1 1 1 163 CITY OF COLLEGE STATION GENERAL FUND DEPARTMENT . SUMMARY . EXPENDITURE BY DEPARTMENT REVISED ESTIMATED BASE APPROVED %CHANGE IN . ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM DEPARTMENT FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • POLICE DEPARTMENT $ 5,358,093 $ 5,857,695 $ 5,857,695 $ 6,003,934 $ 6,320,628 7.90% ' FIRE DEPARTMENT 3,914,919 4,032,376 4,036,998 4,326,566 4,384,519 8.73% . - PUBLIC WORKS 3,624,194 3,266,159 3,253,659 3,898,920 4,062,049 24.37% PARKS AND RECREATION 4,069,516 4,229,845 4,123,845 4,181,786 4,306,346 1.819'o LIBRARY 366,889 405,901 407,405 406,760 604,049 48.82% • DEVELOPMENT SERVICES 1,774,771 1,903,729 1,929,268 1,401,563 1,417,093 -25.56% ECONOMIC/COMMUNITY DEV. 490,461 604,039 -604,039 550,767 619,030 2.48% OFFICE OF TECH&INFO SERVICES 1,686,063 1,915,658 1,865,658 1,534,555 1,804,731 -5.799'o • FINANCE 1,427,886 1,463,929 1,463,929 1,538,956 1,588,966 8.54% e' GENERAL GOVERNMENT 1,636,054 1,672,480 1,672,480 1,741,326 1,757,761 5.10% GENERALFUNDTOTAL $ 24,348,846 $ 25,351,811 $ 25,214,976 $ 25,585,133 $ 26,865,172 5.97% EXPENDITURE BY CLASSIFICATION . ' REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM ' CATEGORY FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 16,997,107 $ 17,413,403 $ 17,546,227 $ 17,802,772 $ 17,970,432 3.20% SUPPLIES 882,037 1,046,092 1,051,154 1,056,674 1,089,528 4.15% MAINTENANCE 1,797,034 2,338,799 2,135,642 2,623,469 2,750,968 17.62% PROFESSIONAL SERVICES 1,306,096 1,245,400 1,260,046 1,168,616 1,496,026 20.12% PURCHASED PROP.SERV. 772,215 784,752 796,874 800,060 901,317 14.85% • OTHER PURCHASED SERV. 2,108,744 2,140,296 2,123,296 2,090,961 2,151,198 0.51% • CAPITAL OUTLAY 485,613 383,069 301,737 42,581 505,703 32.01% . GENERAL FUND TOTAL $ 24,348,846 $ 25,351,811 $ 25,214,976 $ 25,585,133 $ 26,865,172 5.97% PERSONNEL SUMMARY BY DEPARTMENT REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM • DEPARTMENT FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 POLICE DEPARTMENT 117.0 117.0 120.5 121.0 125.0 6.84% FIRE DEPARTMENT 78.0 78.0 78.0 81.5 82.0 5.13% PUBUC WORKS 48.5 56.5 41.5 50.5 51.0 -9.73% PARKS AND RECREATION 98.0 104.0 109.5 107.0 108.0 3.85% • UBRARY 0.0 0.0 0.0 0.0 0.0 N/A DEVELOPMENT SERVICES 48.0 35.5 36.0 24.5 24.5 -30.99% ECONOMIC/COMMUNITY SERVICES 0.0 10.5 10.5 10.5 10.5 N/A OFFICE OF TECH&INFO SERVICES 28.0 30.5 32.5 21.5 21.5 -29.51% FINANCE 37.0 30.0 31.0 31.0 32.0 6.67% GENERAL GOVERNMENT 21.0 29.0 29.0 29.0 29.0 0.00% GENERAL FUND TOTAL 475.5 491.0 488.5 476.5 • 483.5 -1.53% 164 POLICE DEPARTMENT Iam'MANAGER I I a-EF cI= PaKE I LJNIF RM QRIMINAL CCU INFcRMATICNAI._ PATRa_ INVES'IIG�Iia�IS SIRVICFS . .. IPIRSONNF IDLJGAIIavAt QNWIUN1OV IONS PR NIIav VI SERVICES 11 1,III, ,1 1,„1111,1,1,,,1„,,,,HH,1,,I,1111„,,..1,1,—,111 / JAIL aRVKFS ADMINIS I KAZIVE SPF�IAI_ I SERVICES H1,.,„,..1,1„,„.„.11, .lilli i1,1,111i . PRQJECIS 165 CITY OF COLLEGE STATION • POLICE DEPARTMENT SUMMARY EXPENDITURE BY DEPARTMENT REVISED ESTIMATED BASE APPROVED %CHANGE IN ' ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • • DMSION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 POLICE ADMINISTRATION $ 455,205 $ 426,426 $ 435,227 $ 424,504 $ 425,669 -0.18% UNIFORM PATROL 2,569,049 2,148,204 2,170,587 2,558,497 2,763,778 28.66% CRIMINAL INVESTIGATION 578,117 624,701 638,307 709,017 722,611 15.67% PERSONNEL SERVICES 578,635 300,818 304,745 323,468 324,434 7.85% QUARTERMASTER DMSION 378,587 760,769 765,835 323,501 326,347 -57.10% COMMUNICATION/JAIL 798,500 829,851 786,679 896,925 959,106 15.58% PREVENTION SERVICES 0 199,093 201,091 214,720 215,021 8.00% EDUCATION SERVICES 0 347,366 339,716 336,809 346,020 -0.39% INFORMATION SERVICES 0 220,467 215,508 216,493 237,642 7.79% DEPARTMENT TOTAL $ 5,358,093 $ 5,857,695 $ 5,857,695 $6,003,934 $6,320,628 7.90% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED 9'o CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • SALARIES&BENEFITS $ 4,462,800 $ 4,697,231 $ 4,726,822 $ 4,882,151 $5,006,306 6.58% . SUPPLIES 166,270 194,347 198,733 192,525 201,268 3.56% MAINTENANCE 85,367 159,700 142,852 285,102 304,806 90.86% PROFESSIONAL SERVICES 88,582 114,554 115,213 115,074 115,074 0.45% PURCHASED PROP.SERV. 64,649 74,444 67,131 66,874 67,072 -9.90% OTHER PURCHASED SERV. 486,915 566,289 555,814 462,208 485,829 -14.21% CAPITAL OUTLAY 3,510 51,130 51,130 0 140,273 174.35% DEPARTMENT TOTAL $ 5,358,093 $ 5,857,695 $ 5,857,695 $ 6,003,934 $ 6,320,628 7.90% PERSONNEL SUMMARY BY DIVISION REVISED BASE APPROVED %CHANGE IN • ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DMSION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 Pt'97 TO FY 98 POLICE ADMINISTRATION 8.0 8.0 7.0 7.0 7.0 0.00% ." UNIFORM PATROL 53.0 53.0 51.5 51.0 54.0 4.85% • CRIMINAL INVESTIGATION 12.0 12.0 13.0 14.0 14.0 7.6996 • PERSONNEL SERVICES 11.0 11.0 5.0 5.0 5.0 0.00% QUARTERMASTER DMSION 8.0 8.0 1.0 1.0 1.0 0.00% COMMUNICATION/JAIL 25.0 25.0 25.0 25.0 26.0 4.00% PREVENTION SERVICES 0.0 0.0 4.0 4.0 4.0 0.00% • EDUCATION SERVICES 0.0 0.0 7.0 7.0 7.0 0.0096 INFORMATION SERVICES 0.0 0.0 7.0 7.0 7.0 0.0096 DEPARTMENT TOTAL 117.0 117.0 120.5 121.0 125.0 3.73% SERVICE LEVEL ADJUSTMENTS ." ALL DIVISIONS Additional Communications Maintenance $ 8,054 -"" UNIFORM PATROL Three police officers,one vehicle and supplie 165,051 ' ' . Patrol audio/video equipment 21.285 . Law Enforcement Block Grant 15.697 • CRIMINAL INVESTIGATIONS Law Enforcement Block Grant 12,870 QUARTERMASTER Purchase battery analyzer 2,475 COMMUNICATIONS/JAIL One PSO,one vehicle and supplies 61,424 ' EDUCATION SERVICES Law Enforcement Block Grant 8.910 INFORMATION SERVICES Aluminum awning for evidence impound are 14,652 • Furniture items for evidence and records roo 6,276 • $ 316,694 166 FIRE DEPARTMENT • CITY MANAGER FIRE CI-IIEF OPERATIONS MANAGEMENT &PLANNING SERVICES A SHIFT TRAINING SERVICES "B" SHIFT, „ ON • • CODE ENFORCEMENT • "C' SHIFT • 11'tlull!YIJ6hlili,1161YuIYYJIpIuilJLlhlldlJSJILJuilhdillJY,fGYIIIIiJYIIJYIIIi,IJlBi 167 • CITY OF COLLEGE STATION • FIRE DEPARTMENT SUMMARY • EXPENDITURE BY DIVISION REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 FIRE ADMINISTRATION $ 366,153 $ 442,921 $ 456,029 $ 375,584 $ 377,974 -14.66% FIRE SUPPRESSION 3,525,811 3,567,181 3,560,868 3,550,793 3,600,266 0.93% FIRE PREVENTION 22,955 22,274 20,101 400,189 406,279 . 1724.01% DEPARTMENT TOTAL $ 3,914,919 $ 4,032,376 $ 4,036,998 $ 4,326,566 $ 4,384,519 8.73% DEPARTMENT SUMMARY BY CLASSIFICATION • REVISED ESTIMATED BASE APPROVED %CHANGE IN . ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • • SALARIES&BENEFITS $ 3,297,716 $ 3,416,522 $ 3,408,522 $ 3,666,437 $ 3,672,527 7.49% SUPPLIES 103,597 148,873 140,405 163,066 173,724 16.69% • MAINTENANCE 44,937 93,655 96,291 145,847 154,397 64.86% ` PROFESSIONAL SERVICES 7,303 13,939 43,409 23,662 25,642 83.96% . PURCHASED PROP.SERV. 50,959 69,524 66,417 68,409 68,409 -1.60% OTHER PURCHASED SERV. 383,084 262,863 267,363 259,145 259,145 -1.41% • CAPITAL OUTLAY 27,323 27,000 14,591 0 30,675 13.61% DEPARTMENT TOTAL $ 3,914,919 $ 4,032,376 $ 4,036,998 $ 4,326,566 $ 4,384,519 8.73% PERSONNEL SUMMARY BY DIVISION • REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM • DIVISION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • FIRE ADMINISTRATION 5.0 5.0 5.0 4.0 4.0 -20.00% • FIRE SUPPRESSION 73.0 73.0 73.0 69.0 69.0 -5.48% FIRE PREVENTION 0.0 0.0 0.0 8.5 9.0 N/A DEPARTMENT TOTAL 78.0 78.0 78.0 81.5 82.0 5.13% SERVICE LEVEL ADJUSTMENTS • ALL DIVISIONS Additional Communications Maintenance $ 6,779 • SUPPRESSION New Life Pak 10c,and 2 Upgrades to Life Pak 10c Status 13,340 Hydraulic Rescue Equipment and Tools for Ladder Truck 19,998 Increased Clothing Maintenance Costs 4,950 • Maintenance of Current Vaccination and Titer Testing Prog 1,980 Addition of 3 New Masks and Airpacks to Serve as Backup 4,816 PREVENTION Increase parking enforcement position to 40 hrs. 6,090 • $ 57,953 168 PUBLIC WORKS CITY MANAGER M fDIRECTOR I I ASSISTANT DIRECTOR MAINTENANCE STREETS SYSTEMS I I I I SERVICES ENGINEERING SANITATION I IADMINI STRATION,� CAPITAL PROJECTS 169 • CITY OF COLLEGE STATION PUBLIC WORKS DEPARTMENT SUMMARY EXPENDITURE BY DIVISION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM DMSION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 PUBLIC WORKS ADMINISTRATION $ 226,999 $ 246,165 $ 243,535 $ 249,512 $ 249,941 1.53% • FACILITIES MAINTENANCE 688,915 757,206 750,168 787,118 791,857 4.58% STREETS MAINTENANCE 1,647,546 1,660,073 1,659,831 1,739,061 1,739,719 4.80% DRAINAGE MAINTENANCE 163,763 152,636 149,616 193,723 301,468 97.51% FLEET SERVICES 499,719 -2,863 -19 0 0 0.00% TRAFFIC 124,057 148,177 146,352 143,525 176,240 18.94% ENGINEERING 0 0 0 461,861 465,721 N/A • TRAFFIC SIGNALS 273,195 304,765 304,176 324,120 337,103 10.61% '. DEPARTMENT TOTAL $ 3,624,194 $ 3,266,159 $ 3,253,659 $ 3,898,920 $ 4,062,049 24.37% EXPENDITURE BY CLASSIFfCATIOI- REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • SALARIES&BENEFITS $ 1,682,325 $ 1,307,537 $ 1,313,240 $ 1,714,606 $ 1,719,606 31.51% SUPPLIES 93,631 89,831 102,326 127,589 158,279 76.20% • • MAINTENANCE 1,168,085 1,353,793 1,338,906 1,391,178 1,426,891 5.4096 . PROFESSIONAL SERVICES 117,479 136,460 124,467 160,876 165,129 21.01% PURCHASED PROP.SERV. 171,217 148,435 153,801 203,205 204,749 37.94% '. OTHER PURCHASED SERV. 285,277 215,383 206,199 300.465 309,284 43.60% CAPITAL OUTLAY 106,180 14,720 14,720 1,001 78,111 430.65% DEPARTMENT TOTAL $ 3,624,194 $ 3,266,159 $ 3,253,659 $ 3,898,920 $ 4,062,049 24.37% PERSONNEL SUMMARY BY DIVISION REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DMSION FY 94-95 FY 95-96 FY 96-97 FY 97-98 IN 97-98 FY 97 TO FY 98 PUBUC WORKS ADMINISTRATION 7.0 5.0 5.0 5.0 5.0 0.00% FACILITIES MAINTENANCE 0.0 6.0 6.0 6.0 6.0 0.00% • STREETS MAINTENANCE 20.0 20.0 20.0 20.0 20.0 0.00% • DRAINAGE MAINTENANCE 4.0 4.0 4.0 4.0 4.5 12.50% FLEET SERVICES 14.0 15.0 0.0 0.0 0.0 N/A • • TRAFFIC 3.5 2.5 2.5 2.5 2.5 0.00% ENGINEERING 0.0 0.0 0.0 9.0 9.0 N/A • TRAFFIC SIGNALS 0.0 4.0 4.0 4.0 4.0 0.00% DEPARTMENT TOTAL 48.5 56.5 41.5 50.5 51.0 22.89% SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 2,112 ' FACILITIES MAINTENANCE Increased janitorial service 4,253 • DRAINAGE MAINTENANCE Drainage System Inventory 5,000 Drainage Maint.Materials 29,700 Right of Way mowing equipment _ 73,045 ' TRAFFIC SIGNS Post driver 2,475 Pavement markings 9,900 Traffic calming measures 19,800 ENGINEERING Purchase 3 laptop field computers 3,861 TRAFFIC SIGNALS Increased costs due to 2 new signals 2,970 • Vehicle upgrade _ 10,013 163,129 • 170 PARKS AND RECREATION CITY MANAGER ■ I ■1 DIRECTOR ASSISTANT I DIRECTOR IADMINISTRATION I I FORESTRY I IHORTICULTURE r■ I CEMETERY I i I RECREATION SPEF UITIESPA OPERATIONS PROGRAMS CONFERENCE WEST �NRE DISTRICT i i IEAST DISTRICT ATHLETICS POOLS STCf CONCESSIONS UNOJIN C�^7 SOUTH CENTER DISTRICT dINSTRUCTIONu 111I YOUTFI RECREATION 171 • CITY OF COLLEGE STATION PARKS & RECREATION DEPARTMENT SUMMARY EXPENDITURE BY DIVISION • REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • ADMINISTRATION $ 338,559 $ 417,029 $ 420,829 $ 440,735 $ 442,145 6.02% RECREATION 1,048,079 1,005,268 1.060,018 1,073,281 1,026,766 2.14% SPECIAL FACILITIES 1,178,063 1,097,496 997,075 961,941 1,029,036 -6.24% ' PARKS OPERATIONS 1,009,783 1,153,235 1,103,037 1,126,544 1,213,402 5.22% FORESTRY 495,032 556,817 542,886 579,285 594,997 6.86% DEPARTMENT TOTAL $ 4,069,516 $ 4,229,845 $ 4,123,845 $ 4,181,786 $4,306,346 1.81% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 2,490,610 $ 2,592,117 $ 2,631,267 $ 2,681,798 2,683,438 3.52% SUPPLIES 302,355 358,874 363,664 352,279 318,173 -11.34% MAINTENANCE 204,398 226,000 227,026 263,578 274,409 21.42% PROFESSIONAL SERVICES 309,135 173,475 169,790 178,111 238,328 37.38% PURCHASED PROP,SERV. 338,493 344,450 344,155 339,770 347,752 0.96% OTHER PURCHASED SERV. 299,215 371,190 364,545 366,250 385,360 3.82% CAPITAL OUTLAY 125,310 163,739 23,398 0 58,886 -64.04% DEPARTMENT TOTAL $ 4,069,516 $ 4,229,845 $ 4,123,845 $ 4,181,786 $4,306,346 1.81% . PERSONNEL SUMMARY BY DIVISION REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DIVISION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • ADMINISTRATION 7.0 6.5 7.0 8.0 8.0 14.29% RECREATION 8.5 20.5 23.5 23.5 23.5 0.00% SPECIAL FACILITIES 19.5 36.0 37.5 34.0 34.0 -9.33% • , PARKS OPERATIONS 47.0 28.0 29.0 29.0 30.0 3.45% • FORESTRY 16.0 13.0 12.5 12.5 12.5 0.00% • DEPARTMENT TOTAL 98.0 104.0 109.5 107.0 108.0 -1.37% SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 5,413 RECREATION Privatization of Concessions (55,112) Purchase of 4x8 stage 7,969 SPECIAL FACILITIES Oral History Book 14,850 Adamson Lagoon repair 39,600 Van for Lincoln Ctr.activities 5,040 cle upgrade , 13 PARKS OPERATIONS Maintenance for Wayne Smith Complex 66,427 Two out-front mowers 20,592 FORESTRY Landscape maintenance on new Library 13,068 • • $ 124,560 , ' 172 COLLEGE STATION LIBRARY CITY MANAGER 1 OTIS DIRECTOR COMMUNICATIONS & INFO. SERVICES MANAGER LIBRARY STAFF 173 • CITY OF COLLEGE STATION LIBRARY DIVISION SUMMARY EXPENDITURE BY ACTIVITY REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 i, LIBRARY $ 366,889 $405,901 $ 407,405 $ 406,760 $ 604,049 48.82% I DIVISION TOTAL $ 366,889 $405,901 $ 407,405 $ 406,760 $ 604,049 48.82% ; EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 0 $ 0 $ 0 $ 0 $ 0 N/A SUPPLIES 580 300 398 297 297 -1.00% MAINTENANCE 666 1,850 2,104 2,733 2,919 57.78% PROFESSIONAL SERVICES 256,996 294,170 294,170 318,130 500,057 69.99% PURCHASED PROP.SERV. 62,002 64,111 63,822 42,040 57,216 -10.75% • OTHER PURCHASED SERV. 6,065 5,470 6,911 3,960 3,960 -27.61% • CAPITAL OUTLAY 40,580 40,000 40,000 39,600 39,600 -1.00% DIVISION TOTAL $ 366,889 $405,901 $ 407,405 $ 406,760 $ 604,049 48.82% • PERSONNEL SUMMARY BY ACTIVITY REVISED BASE APPROVED 96 CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM • DIVISION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 LIBRARY 0.0 0.0 0.0 0.0 0.0 N/A DIVISION TOTAL 0.0 0.0 0.0 0.0 0.0 N/A . SERVICE LEVEL ADJUSTMENTS • Additional Communications Maintenance $ 186 Extra Funds to Operate New Library 181,927 Utilties on New Library Facility 15,176 $197,289 174 DEVELOPMENT SERVICES ICITY MANAGER I DIRECTOR I ADMINISTRATION ENGINEERING PLANNING BUILDING DEVELOPMENT INSPECTION COORDINATION Ilia II IiIIII IIII Ii6111!Oillillllll 111 Il Bill III!II!II III I ills II III I u I II I iI IIIIII I I III! IIIIIIII I II I II!I JII • DEVELOPMENT INSPECTION LL.uJ6ldLwhYnll Ji Ydullui llludllltlYYVuAIh IIYdl li hei�ul Ili IIIIIIiI!I,4I01 IIW!IIIII!I IiIltlleu IIIIII ENERGY CONSERVATION • II �I, IIIuIwlm Ii 175 • CITY OF COLLEGE STATION DEVELOPMENT SERVICES DEPARTMENT SUMMARY EXPENDITURE BY DMSION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • DMSION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • ENERGY MANAGEMENT SERVICES $ 174,078 $ 248,508 $ 250,882 $ 215,455 $ 215,486 -13.29% DEVELOPMENT SERVICES ADMIN. 147,769 187,491 221,067 239,523 239,647 27.82% ENGINEERING 617,021 588,721 574,540 116,128 116,406 -80.23% • PLANNING 489,338 467,308 468,024 470,464 484,633 3.71% • BUILDING 346,563 411,701 414,755 359,993 360,921 -12.33% DEPARTMENT TOTAL $ 1,774,769 $1,903,729 $1,929,268 $1,401,563 $ 1,417,093 -25.56% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 1.399,561 $1,456,847 $1,467,286 $1,042,892 $ 1,042,892 -28.41% • SUPPLIES 52,326 72,274 75,468 47,956 61,816 -14.47% • MAINTENANCE 7,809 25,909 28,511 24,281 25,951 0.16% PROFESSIONAL SERVICES 101,023 82,745 97,117 51,463 51,463 -37.81% • • PURCHASED PROP.SERV. 17,842 13,843 15,135 8,201 8,201 -40.76% OTHER PURCHASED SERV. 190,880 245,611 245,153 226,770 226,770 -7.67% CAPITAL OUTLAY 5,328 6,500 598 0 0 -100.00% DEPARTMENT TOTAL $ 1,774,769 $1,903,729 $1,929,268 $1,401,563 $1,417,093 -25.56% • • PERSONNEL SUMMARY BY DMSION • REVISED BASE APPROVED %CHANGE IN • ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DMSION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • ENERGY MANAGEMENT SERVICES 0.0 2.0 2.0 1.0 1.0 -50.00% DEVELOPMENT SERVICES ADMIN. 4.0 4.0 4.0 5.0 5.0 25.00% ENGINEERING 14.0 12.0 12.0 2.0 2.0 -83.33% PLANNING 11.5 8.5 9.0 8.5 8.5 -5.56% BUILDING 10.0 9.0 9.0 8.0 8.0 -11.11% COMMUNITY DEVELOPMENT 8.5 0.0 0.0 0.0 0.0 N/A • DEPARTMENT TOTAL 48.0 35.5 36.0 24.5 24.5 -31.94% • SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 1,670 • PLANNING Phase 3 of Banner Project 13,860 • $ 15,530 • • • • 176 OpM��� o�oMlc & �,c c313k�c CITY OF COLLEGE STATION • ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT SUMMARY EXPENDITURE BY DIVISION REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM. DMSION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 ECONOMIC DEVELOPMENT $ 147,586 $ 214,918 $ 214,918 $ 147,618 $ 215,479 0.26% • COMMUNITY DEVELOPMENT 342,875 389,121 389,121 403,149 403,551 3.71% DEPARTMENT TOTAL $ 490,461 $ 604,039 $ 604,039 $ 550,767 $ 619,030 2.489'o EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 383,557 $ 421,938 $ 420,793 $ 427,701 $ 427,701 1.37% SUPPLIES 14,554 14,471 14,625 26,096 26,096 80.33% MAINTENANCE 5,221 3,640 4,000 8,028 13,593 273.43% • PROFESSIONAL SERVICES 13,181 90,730 88,135 18,663 80,372 -11.42% • PURCHASED PROP.SERV. 33,175 31,765 32,637 35,472 36,461 14.78% OTHER PURCHASED SERV. 36,177 39,460 41,814 32,827 32,827 -16.81% - CAPITAL OUTLAY 4,596 2,035 2,035 1,980 1,980 -2.70% DEPARTMENT TOTAL $ 490,461 $ 604,039 $ 604,039 $ 550,767 $ 619,030 2.48% PERSONNEL SUMMARY BY DIVISION REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DMSION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • ECONOMIC DEVELOPMENT 0.0 2.0 2.0 2.0 2.0 0.0096 COMMUNITY DEVELOPMENT 0.0 8.5 8.5 8.5 8.5 0.00% DEPARTMENT TOTAL 0.0 10.5 10.5 10.5 10.5 0.00% SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 464 ECONOMIC DEVELOPMENT Landscape and building maintenance on Business Center 36,531 Retail Market Strategy Consultant 18,315 • • Northgate maintenance costs 12,953 $ 68,263 178 OFFICE OF TECHNOLOGY AND INFORMATION SERVICES ICITY MANAGERI EXRECIRR ACIICN CENTER IZr-Q7Atry CCM1v1WCATICNs& UIIU]Y EFTA IrF A"IICN QSTL��� SEI3VICF5 SERVICF S[RVICES MANAGEMENT CCMMUNCA"IICX\S CLb'I Z - INFCRMA"IICN _ S:RVICE aRlACES IIJlo�ln nil lrvbllroi li ulol1ImJ In 1 Ill111,II,III!lleIIlll IIIItluo W1111111 111111I1lu111.111ll1,11k,I11I1I 111,1111,111,111,11 C3 fJQZAk'HC I PRINT/ METER - IN-GRMAIICN MAIL — SERVICE VICE SERVICES lildblih4 li didlll liltlhhlB l�h li�lml hl Ju dll luliul Il llllliiII hII Itl IIIu III 1 - ILl 1,IIll JII6111plelll lu IIi WIilIJI4liehlilJi.I1 FRANQ-ISNG ,,eiltlJ11J61lluJil11ldJ1111111I1IIp111111d1l11Y,Ii11i,1 I0 I!1,1 I_ EIE3RARY • lwai�a!uloeInk lI!lio Wil,Y W1lHJILIWIIYLIIJ11dJlI, 179 CITY OF COLLEGE STATION OFFICE OF TECHNOLOGY AND INFORMATION SERVICES DEPARTMENT SUMMARY EXPENDITURE BY DMSION REVISED , ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • - . DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • OTIS ADMINISTRATION $ 259,432 $ 286,727 $ 288,706 $ 295,533 $ 295,719 3.14% GEOGRAPHIC INFO SERVICES 130,275 151,978 160,483 155,222 160,729 5.76% PRINT/MAIL 140,598 149,667 151,681 0 0 -100.00% MANAGEMENT INFORMATION SERVICE 922,146 1,086,809 1,005,734 1,083,800 1,348,283 24.06% COMMUNICATION SERVICES 233,612 240,477 259,054 0 0 -100.00% DEPARTMENT TOTAL $ 1,686,063 $ 1,915,658 $ 1,865,658 $ 1,534,555 $ 1,804,731 -5.79% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN . ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 1,096,571 $ 1,228,931 $ 1,256,563 $ 947,756 $ 949,856 -22.71% SUPPLIES 31,326 33,530 36,126 19,108 19,108 -43.01% MAINTENANCE 272,267 468,781 290,854 481,466 523,575 11.69% PROFESSIONAL SERVICES 34,865 12,742 12,285 4,950 10,395 -18.42% PURCHASED PROP.SERV. 12,985 17,911 33,875 16,080 86,122 380.83% OTHER PURCHASED SERV. 77,512 87,818 96,116 65,195 65,195 -25.76% CAPITAL OUTLAY 160,537 65,945 139,839 0 150,480 128.19% DEPARTMENT TOTAL $ 1,686,063 $ 1,915,658 $ 1,865,658 $ 1,534,555 $ 1,804,731 -5.79% PERSONNEL SUMMARY BY DMSION REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM • DIVISION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 OTIS ADMINISTRATION 1.0 4.0 6.0 6.0 6.0 0.009'o • GEOGRAPHIC INFO SERVICES 0.0 3.5 3.5 3.5 3.5 0.00% PUBLIC RELATIONS/MARKETING 2.0 0.0 0.0 0,0 0.0 N/A PRINT/MAIL 3.5 5.0 5.0 0.0 0.0 -100.00% ENERGY MANAGEMENT SERVICES 2.0 0.0 0.0 0.0 0.0 N/A • FACILITIES MAINTENANCE 6.0 0.0 0.0 0.0 0.0 N/A MANAGEMENT INFORMATION SERVICE 13.5 13.0 13.0 12.0 12.0 -7.69% COMMUNICATION SERVICES 0.0 5.0 5.0 0.0 0.0 -100.00% DEPARTMENT TOTAL 28.0 30.5 32.5 21,5 21.5 -33.85% SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 2,043 • . GEOGRAPHIC INFORMATION SERVICES High Resolution Photographs Used to Update Building Footprint 5,445 MANAGEMENT INFORMATION SERVICES Testing of Upgrades,Part of Year 2000 Project 91,100 Upgrade of Network Hardware and Software 113,178 Software to Automate the Development Services Process 58,410 $ 270,176 r 180 FINANCIAL SERVICES 8 CITY MANAGER I IDIRECTOR I ADMINISTRATION • ACCOUNTING I PURCHASING RISK MUNICIPAL MANAGEMENT COURT 181 • CITY OF COLLEGE STATION ' FINANCIAL DEPARTMENT SUMMARY • , EXPENDITURE BY DIVISION . • REVISED ESTIMATED BASE APPROVED %CHANGE IN • • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • • DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 FISCAL ADMINISTRATION $ 183,335 $ 142,404 $ 142,404 $ 158,768 $ 158,892 11.58% RISK MANAGEMENT 99,141 103,887 107,384 106,763 106,865 2.87% ACCOUNTING 571,659 612,421 610,396 615,976 616,378 0.65% • • PURCHASING 188,425 201,222 202,764 208,187 208,404 3.57% MUNICIPAL COURT 385,326 403,995 400,981 449,262 498,427 23.37% .6' DEPARTMENT TOTAL $ 1,427,886 $ 1,463,929 $ 1,463,929 $ 1,538,956 $ 1,588,966 8.54% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED 96 CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 [Y 97-98 FY 97 TO FY 98 SALARIES&BENEFIT $ 918,936 $ 989,298 $ 1,008,040 $ 1,082,572 $ 1,111,247 12.33% • ' SUPPLIES 32,369 37,759 35,046 35,959 38.969 3.2096 MAINTENANCE 3,765 2,958 2,313 10,107 11,791 298.6196 PROFESSIONAL SERVICES 334,067 289,712 280,285 257,437 257,437 -11.14% PURCHASED PROP.SERV. 9,750 7,730 7,972 8,252 13,578 75.65% OTHER PURCHASED SERV. 128,999 134,972 127,673 144,629 150,247 11.32% CAPITAL OUTLAY 0 1,500 2,600 0 5,697 279.80% DEPARTMENT TOTAL $ 1,427,886 $ 1,463,929 $ 1,463,929 $ 1,538,956 $ 1,588,966 8.54% • PERSONNEL SUMMARY BY DIVISION REVISED BASE APPROVED %CHANGE IN • ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DIVISION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • FISCAL ADMINISTRATION 3.0 3.0 3.0 3.0 3.0 0.00% • HUMAN RESOURCES 6.0 0.0 0.0 0.0 0.0 NM RISK MANAGEMENT 2.5 2.0 2.0 2.0 2.0 0.00% ACCOUNTING 11.0 11,0 11.0 11.0 11.0 0.00% PURCHASING 4.5 4.5 4.5 4.5 4.5 0.00% MUNICIPAL COURT 10.0 9.5 10.5 10.5 11.5 9.52% DEPARTMENT TOTAL 37.0 30.0 31.0 31.0 32.0 3.23% • SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 1,273 MUNICIPAL COURT Teen Court 48,737 $ 50,010 • 182 ITT���� L GQ��R -c-/CO-SaL COYt? -%- 0.0-10pC.Or ca� . ,$3 CITY OF COLLEGE STATION GENERAL GOVERNMENT DEPARTMENT SUMMARY EXPENDITURE BY DIVISION • REVISED ESTIMATED BASE APPROVED %CHANGE IN .. ACTUAL BUDGET YEAREND BUDGET BUDGET BUDGET FROM .. DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 MAYOR AND COUNCIL $ 63,732 $ 69,316 $ 68,121 $ 67,944 $ 67,944 -1.98% • CITY SECRETARY 154,430 140,906 144,518 153,178 153,395 8.86% • CITY MANAGER 335,078 340,946 341,560 351,985 352,263 3.32% ' LEGAL 466,300 441,999 440,536 458,509 458,880 3.82% PUBLIC RELATIONS/MARKETING 105,556 125,910 125,909 131,169 146,211 16.12% . HUMAN RESOURCES 263,689 286,958 286,958 304,437 304,778 6.21% OFFICE OF MGMT&BUDGET 247,269 266,445 264,878 274,104 274,290 2.94% • DEPARTMENT TOTAL $ 1,636,054 $ 1,672,480 $ 1,672,480 $ 1,741,326 $1,757,761 5.10% • EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 1,265,012 $ 1,302,982 $ 1,313,694 $ 1,356,859 $ 1,356,859 4.13% SUPPLIES 85,029 95,833 84,363 91,799 91,799 -4.21% MAINTENANCE 4,538 2,513 2,785 11,149 12,635 402.79% PROFESSIONAL SERVICES 43,463 36,873 35,175 40,250 52,130 41.38% • PURCHASED PROP.SERV. 11,143 12,539 11,929 11,757 11,757 -6.24% OTHER PURCHASED SERV. 214,620 211,240 211,708 229,512 232,581 10.10% CAPITAL OUTLAY 12,249 10,500 12,826 0 0 -100.009'o ' DEPARTMENT TOTAL $ 1,636,054 $ 1,672,480 $ 1,672,480 $ 1,741,326 $1,757,761 5.109'o • PERSONNEL SUMMARY BY DIVISION REVISED BASE APPROVED %CHANGE IN • ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DIVISION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 MAYOR AND COUNCIL 0.0 0.0 0.0 0.0 0.0 N/A CITY SECRETARY 3.5 3.5 3.5 3.5 3.5 0.00% • •. CITY MANAGER 4.5 4.0 4.0 4.0 4.0 0.00% • • LEGAL 7.5 8.0 8.0 8.0 8.0 0.00% • PUBLIC RELATIONS 0.0 2.0 2.0 2.0 2.0 0.00% • HUMAN RESOURCES 0.0 6.0 6.0 6.0 6.0 0.00% OFFICE OF MGMT&BUDGET 3.5 5.5 5.5 5.5 5.5 0.00% COMMUNITY SERVICES ADMIN 2.0 0.0 0.0 0.0 0.0 N/A DEPARTMENT TOTAL 21.0 29.0 29.0 29.0 29.0 0.00% SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 1,486 PUBLIC RELATIONS/MARKETING Advertise City Council agenda in the Eagle 3.069 Videotape and broadcast City Council meetings 11,880 ' $ 16,435 • 184 COMBINED UTILITY FUNDS The combined utility funds account for revenues year end estimate. This decrease was primarily and expenditures in all of the utility related funds the result of the elimination of one-time in the City. These include Electric, Water, and expenditures in FY 97 totaling $333,500 without Wastewater activities. changing current service levels. ElectricaLFund revenue is budgeted to be The reorganization within the department caused $36,953,962 in FY 98. This is an increase of a shuffling of funds at the division level. This 3.0%over the FY 97 year end estimate. resulted in the transfer of one position into the Residential and commercial electricity sales are Water fund from the Wastewater Fund. expected to increase 3.5%based on the 10 year Approved SLA's totaling $322,685 are included historical load and customer growth trend and in the Water Fund operating budget. the current purchased power contract with Texas Utilities. Electric rates will not increase in FY 98. The FY 98 nonoperating budget increased by In fact, resolution of electric transmission issues 25.4% over the FY 97 year-end estimate. This is could allow the City to reduce rates sometime in due to the inclusion of $1 million for capital FY 98 or FY 99. projects funding. In FY 98 the Water Fund will begin partially funding Water projects to lower FY 98 Base Budget Operating expenditures for future debt service costs. the Electric Fund are anticipated to be $25.5 million, a decrease of approximately 2.1%over Wastewater Fund_revenue is projected to be the FY 97 year end estimate. This is primarily a approximately $6.69 million, an increase of result of the elimination of one-time expenditures 1.5%over the FY 97 year-end estimate. totaling $709,060. These reductions occurred Residential and commercial usage is projected to without affecting current service levels. There is increase by about 1.5%per year based on also $155,353 included in the operating budget historical trends overall economic indicators. for Service Level Adjustments (SLA's). Wastewater Fund operating expenditures are The FY 98 Nonoperating base budget projected to be $2,545,767, or a decrease of expenditures increased 16.0%to a new total of 10%over the FY 97 year end estimate. This $12.47 million. This increase is a result of decrease was the result of a combination of many capital expenditures that are anticipated in factors. Two positions were removed from the FY 98. These include: $360 thousand for fund; one was transferred to the Water Fund and street lighting, $3.64 million for underground the other was eliminated altogether. One-time power line conversion, $1.98 million for a new expenditures totaling $125,500 were removed Utility Billing facility, and $400 thousand for from the operating budget without a change in continuation of the fiber loop. the level of service. These reductions were partially offset by the increase in general and W_ater_Eundrevenue for FY 98 is estimated to be administrative transfers to maintain interfund $7,186,600. This is an increase of 1.9%over equity. There was also $90,877 in Service Level the FY 97 year end estimate. Customer growth Adjustments included in the budget. is projected to be about 1.5%based on historical trends and overall economic indicators. FY 98 Wastewater Fund nonoperating expenditures increased 4.4%from the FY 97 There is no proposed rate change in FY 98. The year-end estimate to a new total of $4,172,347. City is currently in the initial stages of developing This was primarily due to the increase in the • a joint alliance with the city of Bryan. The amount transferred to debt service. alliance will allow shared use of well field and transmission infrastructure. This will enable the Co.mbined_Utility_?evenue_Bonds are issued to Cityy to have a more secure water supply in the provide for capital expansion and replacements future. In addition, shared capital expenditures will mitigate future rate pressures and possibly for the various utility services. An estimated $6 allow for rate reduction. An SLA totalling million of bonds will be issued in FY 98 to fund 130,000 has been approved to achieve this goal. Electric and Wastewater capital projects planned for FY 98 and FY 99. Water capital projects will FY 98 Base Budget expenditures in the Water be funded entirely by operating revenue during Fund are projected to be approximately $3.2 those years. million or a decrease of 9.7%over the FY 97 185 • PUBLIC UTILITIES DEPARTMENT • IMY MANAGER DIRECTOR I ADMINISTRATION � f FI FCIRIC WATER AND MANAGER WASIEVVATER MANAGER I TECHNICAL I I FCIRI�_ I WAREHOUSE I— FI a�f WATER I WASTEWATER METERING — I • WATER S 3SIATIONS — PRCDLICIICN MAINTENANCE WASTEWATER DISPATCH TREAZMQVI' • 186 f CITY OF COLLEGE STATION COMBINED UTILTIES FUND FUND SUMMARY ) FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM ACTUAL BUDGET ESTIMATE REQUEST BUDGET FY 97 TO FY 98 REVENUES ELECTRIC $ 32,282,091 $ 33,666,000 $ 34,719,345 $ 35,925,700 $ 35,925,700 6.71% WATER 7,137,643 6,634,700 6,942,000 7,079,000 7,079,000 6.70% WASTEWATER 6,013,057 6,495,600 6,503,800 6,607,500 6,607,500 1.72% INVESTMENT EARNINGS 1,175,244 840,000 1,075,240 1,007,762 1,007,762 19.97% OTHER NONOPERATING 209,696 217,900 270,850 205,750 205,750 -5.58% TOTAL REVENUES $ 46,817,731 $47,854,200 $ 49,511,235 $ 50,825,712 $ 50,825,712 6.21% EXPENDITURES AND TRANSFERS ELECTRIC OPERATIONS $ 4,124,200 $ 4,376,956 $ 4,379,956 $ 4,042,477 $ 4,167,840 -4.78% ELECTRIC PURCHASED POWER 18,331,322 19,124,906 20,200,000 20,012,392 20,012,392 4.64% WATER OPERATIONS 2,058,223 2,608,138 2,743,689 2,345,890 2,668,575 2.32% WASTEWATER OPERATIONS 2,378,075 2,548,112 2,618,236 2,454,890 2,545,767 -0.09% NET GENERAL/ADMIN.TRANSFERS 2,602,417 2,395,075 2,395,075 2,513,710 2,543,710 6.21% CONTINGENCY 0 281,936 281,936 280,000 280,000 -0.69% TOTAL OPERATING EXPEND.AND TRANSFERS $ 29,494,237 $ 31,335,123 $ 32,618,892 $ 31,649,359 $ 32,218,284 2.82% ' NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT $ 10,909 $ 58,000 $ 58,000 $ 58,000 $ 58,000 0.00% OUTSIDE AGENCY FUNDING 160,754 176,000 176,000 176,000 176,000 0.00% DEBT SERVICE TRANSFER 6,353,867 7,023,844 7,023,844 6,679,136 6,679,296 -4.91% OTHER 160,754 54,000 54,000 0 0 -100.0096 CAPITAL PROJECTS FUNDING 1,313,219 6,166,580 4,611,580 7,377,058 7,377,058 19.63% RETURN ON INVESTMENT 4,982,250 5,080,900 5,080,900 5,102,500 5,102,500 0.43% TOTAL NONOPERATING EXPEND. $ 12,981,753 $ 18,559,324 $ 17,004,324 $ 19,392,694 $ 19,392,854 4.49% TOTAL EXPENDITURES/TRANSFERS $ 42,475,990 $ 49,894,447 $ 49,623,216 $ 51,042,053 $ 51,611,138 3.44% INCREASE(DECREASE)IN WORKING CAPITAL $ 4,341,741 $ (2,040,247) $ (111,981) $ (216,341) $ (785,266) BEGINNING WORKING CAPITAL $ 12,203,919 $ 16,545,660 $ 16,545,660 $ 16,433,679 $ 16,433,679 ENDING WORKING CAPITAL $ 16,545,660 $ 14,505,413 $ 16,433,679 $ 16,217,338 $ 15,648,413 187 CITY OF COLLEGE STATION COMBINED UTILITIES SUMMARY • • EXPENDITURE BY FUND • . REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • FUND FY 94-95 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 ELECTRIC $ 4,124,201 $ 4,376,956 $ 4,379,956 $ 4,042,477 $ 4,167,840 -4.78% • • WATER 2,058,223 2,608,138 2,743,689 2,345,890 2,668,575 2.32% • WASTEWATER 2,378,075 2,548,112 2,618,236 2,454,890 2,545,767 -0.09% • PURCHASED POWER 18,331,322 19,124,906 20,200,000 20,012,392 20,012,392 4.64% '. COMBINED UTILITIES FUND TOTAL $ 26,891,821 $28,658,112 $ 29,941,881 $ 28,855,649 $29,394,574 2.57% EXPENDITURE BY CLASSIFICATION • REVISED ESTIMATED BASE APPROVED a/o CHANGE IN . . • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 94-95 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 3,936,127 $ 4,205,307 $ 4,322,555 $ 4,300,338 $ 4,300,338 2.26% • SUPPLIES 430,029 361,461 412,292 475,303 475,303 31.49% MAINTENANCE 886,509 1,535,188 1,566,594 1,197,770 1,389,021 -9.52% PROFESSIONAL SERVICES 1,072,554 1,149,464 1,148,044 902,090 1,079,090 -6.12% PURCHASED PROP.SERV. 1,070,094 1,083,280 1,077,169 1,091,854 1,091,854 0.79% OTHER PURCHASED SERV. 855,480 713,950 740,874 691,302 693,442 -2.87% CAPITAL OUTLAY 309,706 484,556 474,353 184,600 353,134 -27.12% PURCHASED POWER 18,331,322 19,124,906 20,200,000 20,012,392 20,012,392 4.64% COMBINED UTILITIES FUND TOTAL $ 26,891,821 $28,658,112 $ 29,941,881 $ 28,855,649 $29,394,574 2.57% PERSONNEL SUMMARY BY FUND • REVISED BASE APPROVED %CHANGE IN • ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM • FUND FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 ELECTRIC 64.5 54.5 53.5 53.5 53.5 -1.83% • WATER 35.5 31.5 29.5 30.5 30.5 -3.17% WASTEWATER 41.0 41.0 38.0 36.0 36.0 -12.20% ' COMBINED UTILITIES FUND TOTAL 141.0 127.0 121.0 120.0 120.0 -5.51% • • • 188 CITY OF COLLEGE STATION ELECTRIC FUND FUND SUMMARY FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM ACTUAL BUDGET ESTIMATE REQUEST BUDGET FY97 TO FY98 REVENUES RESIDENTIAL $ 17,485,890 $ 17,207,000 $ 19,200,000 $ 19,718,000 $ 19,718,000 14.59% COMMERCIAL/INDUSTRIAL 14,089,339 15,883,000 14,803,000 15,498,000 15,498,000 -2.42% OTHER SALES 73,350 73,000 75,000 76,700 76,700 5.07% OTHER OPERATING 633,512 503,000 641,345 633,000 633,000 25.84% . INVESTMENT EARNINGS 1,006,057 700,000 905,240 837,762 837,762 19.68% OTHER NONOPERATING 172,171 200,000 250,000 190,500 190,500 -4.75% TOTAL REVENUES $ 33,460,319 $ 34,566,000 $ 35,874,585 $ 36,953,962 $ 36,953,962 6.91% EXPENDITURES AND TRANSFERS ADMINISTRATION $ 1,229,881 $ 753,258 $ 753,258 $ 703,410 $ 703,973 -6.54% • TRANS/DISTRIBUTION 2,894,319 3,623,698 3,626,698 3,339,067 3,463,867 -4.41% . PURCHASED POWER 18,331,322 19,124,906 20,200,000 20,012,392 20,012,392 4.64% . NET GEN./ADMIN.TRANSFERS 1,330,762 1,193,634 1,193,634 1,176,617 1,206,617 1.09% CONTINGENCY 0 161,936 161,936 160,000 160,000 -1.20% TOTAL OPERATING EXPEND.AND TRANSFERS $ 23,786,284 $ 24,857,432 $ 25,935,526 $ 25,391,486 $ 25,546,849 2.77% ' NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT $ 10,544 $ 31,000 $ 31,000 $ 31,000 $ 31,000 0.00% OUTSIDE AGENCY FUNDING 160,754 176,000 176,000 176,000 176,000 0.009f, . DEBT SERVICE TRANSFER 1,772,765 2,109,180 2,109,180 2,156,642 2,156,642 2.25% OTHER 160,754 54,000 54,000 0 0 -100.00% CAPITAL PROJECTS FUNDING 1,313,219 6,166,580 4,611,580 6,377,058 6,377,058 3.41% RETURN ON INVESTMENT 3,773,500 3,773,500 3,773,500 3,733,500 3,733,500 -1.06% TOTAL NONOPERATING EXPEND. $ 7,191,536 $ 12,310,260 $ 10,755,260 $ 12,474,200 $ 12,474,200 1.33% TOTAL EXPENDITURES/TRANSFERS $ 30,977,820 $ 37,167,692 $ 36,690,786 $ 37,865,686 $ 38,021,049 2.30% INCREASE(DECREASE)IN • WORKING CAPITAL $ 2,482,499 $ (2,601,692) $ (816,201) $ (911,724) $ (1,067,087) BEGINNING WORKING CAPITAL $ 10,268,154 $ 12,750,653 $ 12,750,653 $ 11,934,452 $ 11,934,452 ENDING WORKING CAPITAL $ 12,750,653 $ 10,148,961 $ 11,934,452 $ 11,022,728 $ 10,867,365 • 189 . . . . .. . . . . . . . - - ...-. .. ...-... ..-...- .,,,. . . . '"' ....... . .. . - - ELECTRIC FUND - SOURCES OF FUNDS . . . . . .. . . . .. . . . . . .. . . . . " 1 . . . . . . . , .. . . . • . • . 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'• DEBT SERVICE PURCH.POWER . . .• 6% 52% • . . , . . , . . . . . . . . . . . . . . .. . .. . . . .. . .. .• ..___ •• , . ., . , 190 . . CITY OF COLLEGE STATION ELECTRIC O&M SUMMARY EXPENDITURE BY DIVISION . REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 . WAREHOUSE $ 111,272 $ 166,513 $ 109,490 $ 141,105 $ 141,199 15.2090 . OPERATIONS ADMINISTRATION 1,118,610 586,745 643,768 562,305 562,774 -4.0996 TECHNICAL SERVICES 1,835,956 2,626,894 2,745,641 2,429,288 2,450,231 -6.73% SUBSTATIONS'' 560,368 238,091 211,521 246,772 250,786 5.33% METERING 0 339,822 258,438 272,780 372,271 9.55% UTILITY DISPATCH 306,857 327,686 325,520 314,070 314,391 -4.0696 TECHNICAL ADMINISTRATION 191,138 91,205 85,578 76,157 76,188 -16.47% PURCHASED POWER 18,331,322 19,124,906 20,200,000 20,012,392 20,012,392 4.64% EIFCTRICFUNDTOTAL $ 22,455,523 $ 23,501,862 $ 24,579,956 $ 24,054,869 $ 24,180,232 2.89% . EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN ' ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • CLASSIFICATION FY 95-96 FY 96-97 FY 96797 FY 97-98 FY 97-98 FY 97 TO FY 98 . SALARIES&BENEFITS $ 1,921,755 $ 2,021,357 $ 2,008,900 $ 2,050,671 $ 2,050,671 1.45% SUPPLIES 131,574 127,753 133,647 138,358 138,358 8.30% MAINTENANCE 476,232 571,239 578,849 588,081 592,344 3.69% PROFESSIONAL SERVICES 969,376 963,714 963,714 760,575 760,575 -21.08% 1. PURCHASED PROP.SERV. 83,075 78,400 78,400 81,194 81,194 3.56% ' OTHER PURCHASED SERV. 358,662 331,372 333,325 311,998 311,998 -5.85% CAPITAL OUTLAY 183,527 283,121 283,121 111,600 232,700 -17.81% PURCHASED POWER 18,331,322 19,124,906 20,200,000 20,012,392 20,012,392 4.64% Ft FCTRIC FUND TOTAL $ 22,455,523 $ 23,501,862 $ 24,579,956 $ 24,054,869 $ 24,180,232 2.89% r PERSONNEL SUMMARY BY DIVISION REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DIVISION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 WAREHOUSE 3.0 4.0 4.0 4.0 4.0 0.0096 OPERATIONS ADMINISTRATION 8.5 8.5 7.5 7.5 7.5 0.00% TECHNICAL SERVICES 27.0 26.0 26.0 26.0 26.0 0.00% SUBSTATIONS 8.0 8.0 4.0 4.0 4.0 0.00% METERING 0.0 0.0 4.0 4.0 4.0 0.00% UTILITY DISPATCH 7.0 7.0 7.0 7.0 7.0 0.0096 TECHNICAL ADMINISTRATION 2.0 1.0 1.0 1.0 1.0 0.00% TRAFFIC SIGNALS 4.0 0.0 0.0 0.0 0.0 N/A TFI FCOMMUNICATIONS 5.0 0.0 0.0 0.0 0.0 N/A FI Ful RIC FUND TOTAL 64.5 54.5 53.5 53.5 53.5 0.0096 SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 4,263 TECHNICAL SERVICES Electrical Safety Equipment 8,000 Electrical Safety Training Model 10,000 SUBSTATIONS Contact Resistance Tester 3,800 METERING Electrical Meter Gang Tester 70,000 Replace 3 Voltage Recording Analyzers 15,000 Replace Police Department UPS 14,300 • $ 125,363 191 • • CITY OF COLLEGE STATION • WATER FUND • FUND SUMMARY • FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN • FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM ACTUAL BUDGET ESTIMATE REQUEST BUDGET FY 97 TO FY 9 REVENUES • RESIDENTIAL $ 3,562,521 $ 3,327,000 $ 3,350,000 $ 3,484,000 $ 3,484,000 4.72% COMMERCIAL/INDUSTRIAL 3,215,266 3,050,000 3,250,000 3,325,000 3,325,000 9.02% OTHER OPERATING 359,856 257,700 342,000 270,000 270,000 4.77% INVESTMENT EARNINGS 85,631 40,000 100,000 100,000 100,000 150.00% OTHER NONOPERATING 14,475 11,900 8,200 7,600 7,600 -36.13% TOTAL REVENUES $ 7,237,749 $ 6,686,600 $ 7,050,200 $ 7,186,600 $ 7,186,600 7.48% EXPENDITURES AND TRANSFERS PRODUCTION $ 1,087,878 $ 1,524,384 $ 1,525,533 $ 1,026,446 $ 1,220,632 -19.93% DISTRIBUTION 894,564 987,395 1,016,420 931,672 1,047,337 6.07% ENGINEERING/SUPPORT 75,781 96,359 201,736 387,772 400,606 315.74% NET GEN./ADMIN.TRANSFERS 822,575 754,142 754,142 785,705 785,705 4,19% • CONTINGENCY 0 60,000 60,000 60,000 60,000 0.00% • TOTAL OPERATING • EXPEND.AND TRANSFERS $ 2,880,798 $ 3,422,280 $ 3,557,831 $ 3,191,595 $ 3,514,280 2.69% NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT $ 0 $ 12,400 $ 12,400 $ 12,400 $ 12,400 0.00% DEBT SERVICE TRANSFER 2,261,712 2,088,273 2,088,273 1,637,135 1,637,135 -21.60% CAPITAL PROJECTS FUNDING 0 0 0 1,000,000 1,000,000 N/A RETURN ON INVESTMENT 622,800 661,500 661,500 708,000 708,000 7.03% TOTAL NONOPERATING EXPEND. $ 2,884,512 $ 2,762,173 $ 2,762,173 $ 3,357,535 $ 3,357,535 21.55% TOTAL EXPENDITURES/TRANSFERS $ 5,765,310 $ 6,184,453 $ 6,320,004 $ 6,549,130 $ 6,871,815 11.11% INCREASE(DECREASE)IN • WORKING CAPITAL $ 1,472,439 $ 502,147 $ 730,196 $ 637,470 $ 314,785 BEGINNING WORKING CAPITAL $ 848,756 $ 2,321,195 $ 2,321,195 $ 3,051,391 $ 3,051,391 ENDING WORKING CAPITAL $ 2,321,195 $ 2,823,342 $ 3,051,391 $ 3,688,861 $ 3,366,176 • 192 . . _ . WATER FUND - SOURCES OF FUNDS • OTHER 4% i /V.,-- -/f/A -,t• ,;••'.';'_'- , .'- - ' -,..,•`•,;. -"•,. ") / nz , , 4'.',..,: ,. .,,•'•-,,-,s.,. ,,.,' ,, •-,',. ', , . 49%•-"'"%"% -.//'; 7, /7,• r.2-'.,',...,- ,•---, •.1",. ",:-• •,-.•. i,!,•••-,• ,,,,,.', , ;,-, , % /////Z7//fr/'i'/ r'-,' /1/4' ,e,"'''',' ',..':',,-='''',‘>„' t•':: .'•,/',,',!,-.',?›.;"7', ''''.,','',':,/'',W,, ',,,, ,1^,„;* ,'..I:,',.1 •,`,.'"'n'i'Iis' I I r , O• .' in `4.47'n n E/-- ,'%- ', '7 , J, 4.,,///f 4-?,`' Inn'nn'' ?A,'1'n f;;IV'''1,,j'i'fP,,,' ii,..Y:4„ijI,n,.,,)'•;'n,n,,n, ;, ' COMMERCIAL t4 v ,,,,,,,,,,- ..,,,p,,,, , , ,,/ ,4 .t,.?,;,,,,,,',,,,,, ir,,,--,• : ••;,..-......nn,,,n,f,',I„" nn'In.In - TK 7",13. -4,C$,,i 4,,,,,,,,,,,,,,,,,,,/, "- C'rPnt'.fe4,34,-:. -- "4//r ,,!,.`•;'''..•4'."7.IA,',.'•I';--,; 1 -';'2,?-';',-,.: ' ' -1 / '',1. ''''''''''' ',.;,-1,,,:`,'‘-,•=,.•,,-• ./,,,,//4/,,,,,,,,,,, ,,,,,,', •; ,, ,:. 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DISTRIBUTION - a-',;,•'zI,--'',;•:4-,'-',,,::-.1•1;,,,--ri,,,,,..,„,,,,,,,,,•-------''''.2 '• ' ' '.,1, 15% -----,,,••,s'.1:*,..,,,t•ss.,....?:',u4v-"-.4?--:3-.1.:Ig'4,-,i•-`:-.-.el, ' A ir:::::•:i•::::,:iv:ili• V.`..i.'<it,lir:ci,r,i4Pg ...,4'ei,,i,:l41,, .',iL--`*ti•'-,1111-'4'4.: . '% A.:$.44. c., 0---'-Z=1%.`",-;:‘,;;',Y1Th.,•!1-6,.......a.,7Zsi.,%,',,W-1!,,` . • '' ENG/SUPPORT DEBT SERVICE 24% NET TRANSFERS 6% ° 11% I 4 193 • • • CITY OF COLLEGE STATION WATER O&M • SUMMARY EXPENDITURE BY ACTIVITY CENTER ' '. REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM ACTIVITY CENTER FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • WATER PRODUCTION $ 1,087,878 $ 1,524,384 $ 1,525,533 $ 1,026,446 $1,220,632 -19.93% • WATER DISTRIBUTION 894,564 987,395 1,016,420 931,672 1,047,337 6.07% ENGINEERING/SUPPORT 75,781 96,359 201,736 387,772 400,606 315.74% WATER FUND TOTAL $2,058,223 $2,608,138 $2,743,689 $2,345,890 $2,668,575 2.32% • EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY.98 SALARIES&BENEFITS $ 825,623 $ 946,368 $ 1,057,616 $ 1,072,026 $ 1,072,026 13.28% SUPPLIES 77,684 82,808 84,249 93,778 93,778 13.25% MAINTENANCE 216,214 596,929 608,023 304,839 435,450 -27.05% PROFESSIONAL SERVICES 17,567 86,625 86,662 42,103 202,103 133.31% PURCHASED PROP.SERV. 609,144 593,700 593,700 604,897 604,897 1.89% . OTHER PURCHASED SERV. 207,424 159,850 181,784 155,247 157,387 -1.54% .. • CAPITAL OUTLAY 104,567 141,858 131,655 73,000 102,934 -27.44% • WATER FUND TOTAL $2,058,223 $2,608,138 $2,743,689 $2,345,890 $2,668,575 2.32% • • PERSONNEL SUMMARY BY ACTIVITY CENTER • REVISED BASE APPROVED %CHANGE IN • ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM ACTIVITY CENTER FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 WATER PRODUCTION 11.5 10.5 9.5 6.0 6.0 -36.84% WATER DISTRIBUTION 18.0 18.0 17.0 15.0 15.0 -11.76% . ENGINEERING/SUPPORT 6.0 3.0 3.0 9.5 9.5 216.67% ' ' WATER FUND TOTAL 35.5 31.5 29.5 30.5 30.5 3.39% • SERVICE LEVEL ADJUSTMENTS ALL DMSIONS Additional Communications Maintenance $ 1,611 WATER PRODUCTION Replace motor bearings on#2 service pump 9,000 Cooling tower wood replacement 20,000 . Purchase GPS receiver 12,834 Upgrade 1/2 ton truck with crane 19,240 Grounds maintenance 15,000 Joint Water Study 130,000 WATER DISTRIBUTION Hydroblast,weld,repair and paint Texas Ave.elev.ta 115,000 322,685 • • • 194 met eCorftraitted �r� 'Co 'f;i(ce1lence k95 CITY OF COLLEGE STATION WASTEWATER FUND FUND SUMMARY FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM ACTUAL BUDGET ESTIMATE REQUEST BUDGET FY 97 TO FY 9 :. REVENUES RESIDENTIAL $ 4,920,438 $ 5,386,700 $ 5,386,700 $ 5,494,000 $ 5,494,000 1.99% COMMERCIAL/INDUSTRIAL 866,877 941,600 941,600 960,000 960,000 1.95% OTHER OPERATING 225,742 167,300 175,500 153,500 153,500 -8.25% • INVESTMENT EARNINGS 83,556 100,000 70,000 70,000 70,000 -30.00% OTHER NONOPERATING 23,050 6,000 12,650 7,650 7,650 27.5o% TOTAL REVENUES $ 6,119,663 $ 6,601,600 $ 6,586,450 $ 6,685,150 $ 6,685,150 1.27% EXPENDITURES AND TRANSFERS SEWER TREATMENT $ 1,549,567 $ 1,621,415 $ 1,685,259 $ 1,635,952 $ 1,708,152 5.35% SEWER COLLECTION 828,508 926,697 932,977 818,938 837,615 -9.61% • NET GEN./ADMIN.TRANSFERS 449,080 447,299 447,299 551,388 551,388 23.27% • CONTINGENCY 0 60,000 60,000 60,000 60,000 0.00% TOTAL OPERATING EXPEND.AND TRANSFERS $ 2,827,155 $ 3,055,411 $ 3,125,535 $ 3,066,278 $ 3,157,155 3.33% NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT $ 365 $ 14,600 $ 14,600 $ 14,600 $ 14,600 0.00% DEBT SERVICE TRANSFER 2,319,390 2,826,391 2,826,391 2,885,359 2,885,359 2.09% RETURN ON INVESTMENT 585,950 645,900 645,900 661,000 661,000 2.34% TOTAL NONOPERATING EXPEND. $ 2,905,705 $ 3,486,891 $ 3,486,891 $ 3,560,959 $ 3,560,959 2.12% TOTAL EXPENDITURES/TRANSFERS $ 5,732,860 $ 6,542,302 $ 6,612,426 $ 6,627,237 $ 6,718,114 2.69% • INCREASE(DECREASE)IN WORKING CAPITAL $ 386,803 $ 59,298 $ (25,976) $ 57,913 $ (32,964) BEGINNING WORKING CAPITAL $ 1,087,009 $ 1,473,812 $ 1,473,812 $ 1,447,836 $ 1,447,836 • ENDING WORKDING CAPITAL $ 1,473,812 $ 1,533,110 $ 1,447,836 $ 1,505,749 $ 1,414,872 • • • 196 . . . _. . . .. . .. ....111 WASTEWATER FUND- SOURCES OF FUNDS , . 1 . • OMmERCIAL OTHER 2% 14% INTEREST 1% C , . r . _ •. . i „, . ", „ -0-- , / RESIDENTIAL 83% . . 1 . . I : WASTEWATER FUND - USES OF FUNDS ROI OTHER 10% 1% TREATMENT 25% .... - ••.'--,. -:-.-•,.--:,-•:, -:- ....-4••:(.. .;....,.,...''.v•;,•,.,c,..r. .,,‘,.'., ,...knrnm.;r..,nn•::,. ,•.,:,z.,.:•::,..m.;,z,.k.,,,,,,,.:,,„';''''..,''''.'.-'. .. .-'''''....'''' :-'-'''— ' '""" \r.**. ';',1 .: 'r.'.': :,,,,•''''''L',.;,'..,'\‘" '' ... . . . .,,,,,,,,,,4,4A\NV.. ‘, ,z .,.':',‘t .\\**.\\\‘,N, „ , „, ,„.,.,.,:::::..'''‘'..‘:.....,.... ‘s"'‘."''''''4'''''" ..S, ..,, ,‘,:'•::•':'‘;''.';',':';',';',';',‘.4'=`` .,.'0.;.';'4',e,iM,‘'%'‘‘.•;'..::%Y,'.'. ';'..-- - . ''i•..• ..,,,‘'.'.. i i i' .'..,''' , ,': :•:.:,Y,:5., 'DEBT SERVICE --4,. COLLECTION.:‘.m`,,,,•,,,..4.,,,,,,,,,,, ,•i,.,.,,,,,;,,,\\`,,,v,‘„S.S48..,••,••.:.,,... ,,„..„,..,.... _ - 44°/. _ 12%,,,,,,,,,...--..-- ADMIN.TRANFERS • 8% • L 197 • • CITY OF COLLEGE STATION WASTEWATER O&M • SUMMARY • EXPENDITURE BY ACTIVITY CENTER REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • • ACTIVITY FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • • . WASTEWATER TREATMENT $ 1,549,567 $ 1,621,415 $ 1,685,259 $1,635,952 $ 1,708,152 5.35% WASTEWATER COLLECTION 828,508 926,697 932,977 818,938 837,615 -9.61% • WASTEWATER FUND TOTAL $2,378,075 $2,548,112 $2,618,236 $2,454,890 $ 2,545,767 -0.09% I • EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 1,188,749 $ 1,237,582 $ 1,256,039 $ 1,177,641 $ 1,177,641 -4.84% SUPPLIES 220,771 150,900 194,396 243,167 243,167 61.14% MAINTENANCE 194,063 367,020 379,722 304,850 361,227 -1.58% • PROFESSIONAL SERVICES 85,611 99,125 97,668 99,412 116,412 17.44% PURCHASED PROP.SERV. 377,875 411,180 405,069 405,763 405,763 -1.32% • OTHER PURCHASED SERV. 289,394 222,728 225,765 224,057 224,057 0.60% CAPITAL OUTLAY 21,612 59,577 59,577 0 17,500 -70.63% WASTEWATER FUND TOTAL $2,378,075 $2,548,112 $2,618,236 $2,454,890 $ 2,545,767 -0.099'o PERSONNEL SUMMARY BY ACTIVITY CENTER REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM ACTIVITY FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 WASTEWATER TREATMENT 20.0 20.0 19.0 20.0 20.0 5.26% WASTEWATER COLLECTION 21.0 21.0 19.0 16.0 16.0 -15.79% WASTEWATER FUND TOTAL 41.0 41.0 38.0 36.0 36.0 -5.26% • • SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 2,377 • WASTEWATER TREATMENT Replace 6 control panel on blowers 54,000 Contract grounds maintenance 17,000 WASTEWATER COLLECTION Replace RST Omni-Eye camera 17,500 $ 90,877 • • • 1.98 • DEBT SERVICE REQUIREMENTS ELECTRIC FUND ALL SERIES PRINCIPAL ANNUAL ANNUAL FISCAL YEAR OUTSTANDING FISCAL YEAR PRINCIPAL INTEREST PAYMENT OCT.1 FY98 1,331,550 905,498 2,237,048 * 17,447,350 FY99 1,198,650 892,952 2,091,602 16,115,800 FY00 1,173,250 819,727 1,992,977 14,917,150 FY01 1,105,650 752,922 1,858,572 13,743,900 FY02 931,500 694,034 1,625,534 12,638,250 FY03 933,750 642,591 1,576,341 11,706,750 i O4 938,250 592,051 1,530,301 10,773,000 FY05 985,500 539,409 1,524,909 9,834,750 FY06 987,750 485,509 1,473,259 8,849,250 FY07 776,250 436,872 1,213,122 7,861,500 FY08 785,250 392,694 1,177,944 7,085,250 FY09 792,000 347,616 1,139,616 6,300,000 FY10 803,250 301,508 1,104,758 5,508,000 FY11 812,250 254,422 1,066,672 4,704,750 FY12 823,500 206,416 1,029,916 3,892,500 FY13 834,750 157,729 992,479 3,069,000 FY14 793,500 110,167 903,667 2,234,250 FY15 483,000 73,211 556,211 1,440,750 FY16 496,500 45,102 541,602 957,750 FY17 362,250 20,241 382,491 461,250 FY18 99,000 6,435 105,435 99,000 •The actual debt service transfer from the electric fund will be$80,406 less due to a surplus in the bond reserve fund. 2.500.000 ac%,; 2 000 000 si c- } cif^- ',;,����#),, �fi, \�b'?. i t` � • 1 t -'.. „" ®PRINCIPAL 1 000 000 { 3•`'`' soo,000- 4 CO '' O O O i 1::..- 1-::-• ' ,::: .,.. f 4.:,,-..;.:,1::)'...:1-,,, ...'1.',,,...,&,-‘. : ,:14.1-0--,..., O O N (O a0 LL LL LL LL LL LL LL LL LL 199 DEBT SERVICE REQUIREMENTS • WATER FUND ALL SERIES PRINCIPAL • ANNUAL ANNUAL FISCAL YEAR . OUTSTANDING FISCAL YEAR PRINICIPAL INTEREST PAYMENT OCT. 1 • FY98 1,472,912 477,598 1,950,510 9,476,436 FY99 1,255,834 400,738 1,656,572 8,003,524 FY00 896,566 333,568 1,230,134 6,747,690 FY01 841,524 280,109 1,121,633 5,851,124 . • • FY02 368,450 246,822 615,272 5,009,600 FY03 370,300 228,398 598,698 4,641,150 FY04 374,000 209,552 583,552 4,270,850 FY05 412,850 189,398 602,248 3,896,850 FY06 414,700 168,401 583,101 3,484,000 FY07 240,800 151,784 392,584 3,069,300 FY08 248,200 139,067 387,267 2,828,500 FY09 253,750 125,851 379,601 2,580,300 FY10 263,000 112,068 375,068 2,326,550 • FY11 270,400 97,689 368,089 2,063,550 FY12 279,650 82,695 362,345 1,793,150 FY13 288,900 67,076 355,976 1,513,500 FY14 273,150 51,607 324,757 1,224,600 • FY15 282,400 36,281 318,681 951,450 • FY16 293,500 20,294 313,794 669,050 FY17 216,450 6,061 222,511 375,550 FY18 159,100 10,342 169,442 159,100 The actual debt service transfer from the water fund will be $313,375 less due to a surplus in the reserve fund. • • 20 000 zi:>M:::<::::::. .....ai:Mi:>:>z < : ».:.:M g:.: : :::::.: : %: ,'•:::>i: 80 1 0 000 1 600 000 • 1 400 000 _ - 'p 5 5- # R- 3 '<?>ir :▪ : :::i>i2>'i::::N:':::::' ::i''i's :::::: ?` >'>i i i • ::::: : 1,000,000- -:t3.E<'? . # s 3> >?s>s> >: ><€s:: :`>=s:> <r<< >< %s ;> : ; s< :: `.:::M ®INTEREST PR{NIC{PAL 4 .. 600,000� 3 tiff . .............................▪....:.,•.:•:. _ vi .. • iii•• i Rii::i; i•iii::-::ii:i:::::::......::J. }y: ....;: • 400 000--: {'r.: 200 -000 stitil.: :��':;i': :i �':A '.ti4 •tea .. tfi ,fi M1rr%�r:;�B :$�•EC 0_iri.< :.ii .,rt .d n. ''.aE ''+.0 •`R F,. fist:';1 0 CO O N V (D CO O N V• CO CO • m O O O O O LL LL LL LL LL LL LL LL LL LL LL • • 200 DEBT SERVICE REQUIREMENTS WASTEWATER FUND ALL SERIES PRINCIPAL ANNUAL ANNUAL FISCAL YEAR OUTSTANDING FISCAL YEAR PRINICIPAL INTEREST PAYMENT OCT. 1 FY98 1,613,185 1,070,877 2,684,062 21,048,035 • FT99 1,664,000 1,102,801 2,766,801 19,434,850 FY00 1,965,050 994,094 2,959,144 17,770,850 FY01 1,319,550 898,240 2,217,790 15,805,800 . FY02 1,060,050 826,268 1,886,318 14,486,250 FY03 1,060,950 765,678 1,826,628 13,426,200 FY04 1,062,750 706,907 1,769,657 12,365,250 FY05 1,081,650 646,545 1,728,195 11,302,500 FY06 1,082,550 584,984 1,667,534 10,220,850 FY07 997,950 525,133 1,523,083 9,138,300 FY08 1,001,550 466,709 1,468,259 8,140,350 FY09 1,004,250 407,569 1,411,819 7,138,800 FY10 1,008,750 347,641 1,356,391 6,134,550 . FY11 1,012,350 286,967 1,299,317 5,125,800 FY12 1,016,850 225,661 1,242,511 4,113,450 FY13 1,021,350 164,176 1,185,526 3,096,600 FY14 853,350 107,758 961,108 2,075,250 FY15 354,600 71,248 425,848 1,221,900 • FY16 360,000 49,514 409,514 867,300 • FY17 306,300 29,078 335,378 507,300 FY18 201,000 13,065 214,065 201,000 The 1990 and 1993 bond covenants require that an additional$201,297 be transferred to the bond reserve fund from the wastewater fund. 2 00 5 000• 2,000,000 1 00 5 000 z IN TEREST ':`:sifi ii''i i it.f# i i<`; i? ' : ; ;is S ;;3 -`;',�i.o?;:`:>'`E: ?:5iii� E�E%`•'siii%�i2�i. :;::: i :; :; ::$;i:2 'C� i � %r ?', `r:iEiiiiiiiii`i•.'••.` £ 0 PRINICIPAL 1,000,000- > : 500, 000 CO S EN n- CO COO_ yN_.. V (D ccoo 201 Were CO�it�ed *rip , ��ellenCe to 202 UTILITY BILLING FUND The Utility Billing Fund is used to account for offset the expenses associated with the new billing expenditures associated with meter services, system. billing, and collection for the City's Electric, Water, Wastewater, Sanitation, and Drainage Projected expenditures are $1,952,803, an utilities. increase of 21.3%. This is primarily due to a $300,000 capital outlay for the new Customer Revenues in the Utility Billing Fund are received as Information Software used to streamline the billing service charges from the various enterprise funds. system. The $2,992 in Service Level Adjustments Revenues are projected to be $1,626,444, an is budgeted to fund additional communications increase of 20.3%over the FY 97 year-end maintenance and the upgrade of a Meter Services estimate. Service charges increased in an effort to P/U to an extended cab. • 203 CITY OF COLLEGE STATION UTILITY BILLING FUND FUND SUMMARY FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 95-96 REVISED YEAR-END BASE APPROVED ACTUAL BUDGET ESTIMATE BUDGET BUDGET BEGINNING BALANCE $ 593,057 $ 614,125 $ 614,125 $ 356,347 $ 356,347 REVENUES AND SERVICE CHARGES SERVICE CHARGES $ 1,596,700 $ 1,321,800 $1,321,800 $1,591,444 $ 1,591,444 • INVESTMENT INCOME 35,602 40,000 30,000 35,000 35,000 TOTAL REVENUES AND SERVICE CHARGES $1,632,302 $1,361,800 $1,351,800 $ 1,626,444 $ 1,626,444 EXPENDITURES COLLECTIONS $ 834,853 $ 809,706 $ 799,902 $ 849,605 $ 850,230 METER SERVICES 270,457 286,427 286,252 294,355 296,722 GENERAL AND ADMIN.TRANSFERS 474,800 418,424 418,424 475,851 475,851 CONTINGENCY 0 30,000 30,000 30,000 30,000 CAPITAL OUTLAY 31,124 430,000 75,000 300,000 300,000 TOTAL EXPENDITURES $ 1,611,234 $ 1,974,557 $ 1,609,578 $ 1,949,811 $ 1,952,803 INCREASE(DECREASE) IN FUND BALANCE $ 21,068 $ (612,757) $ (257,778) $ (323,367) $ (326,359) ENDING FUND BALANCE $ 614,125 $ 1,368 $ 356,347 $ 32,980 $ 29,988 204 . , . . . ...._____.______ __ __ _ _____________ . , UTILITY BILLING FUND - SOURCES OF FUNDS 1 1 . . . . . INVESTMENT I,N.:02:E. , ,,,,,,,.,,,,,,.... ,.. •2% :e"'..,:`‘``= ;'"`., i ' . ,W,• • , ,„. ,, , ••:•:.‘“,. ..„-1,::,,,!,%:si;,,..,,,,: ,Ni:7 .7.,.,, , .4,,•,r,,,,,,O,,, ,...;q,.y,',.,',',';',` `.`,`,`,`,`,'..s.:`,`,`,`,";`,`r"' :,,,,i, ,,,,,,,,,, i ,..,..',,,,,,,,,•.;v;;.,,,',,,,,;.,'..',',N. r'''', N.*,'''.'tr's `"'`SSS•• • .,,,,.\::,,,,r.;,,,,,,,,,'',.'.;',..',.',.4, „ \\,`,„,',„, . ,, ,,,,,,;.,.,,,‘ •,,.:y,,.;,„:,,,;'.;`, m.:.:K..;i5i,..t,,,-" \, \\,',(\sk.4,, ,,,:, „'.;„N.', ...,,,,, ''' ._\.',,q,4 ''"' - ,‘,`N:,Z,,,,,,,''',''$`'.$,,,,•:. ‹\4...‘,.. 4,.:',:s.:,;,;;<",•':: '."::‘.,,'kS\" ‘' `\` VS''' `k.` q''k ‘\VV\...\W""r''''''':n " •.,,, ,•"\ ,,,,„,,„„„.,,,,,,„„,„,.„, .‘„,,.,,,\,,,,,,,,k,,,,,,,,,:s:,,.•, ,,.,,,,.,:,,,,,:.:.,,,,,,,,,(\,,,,,,,,,..4.N.,,,,nm.,,, ,,,,,,,,,.w$$$4:,,;„;;,,,,.,,,,,,,,,, , , ,,,, `,",,,,,,,,,,,,,,,,,,,,;,,,,,,',0.',,,,,.\''',\,':,,,,,*,,,,,.•,:\,.,,,•&',' ,,a,'., ''... .',' .4.'4,,,,,,,,‘..':‘,‘,.,,',,....' . ..\\,.\\\\\;\W.,\N\W.•,,,,,,‘,",,,0.,w„,,,,\\,\\,,,,,,,,,,,,,,,, ,,,,,,,,,,,,,,,,,,'44,,,,4,\,‘$.,,‘,,,,,,,.,,,,..<..,,,,,„„„,,,,,,,:.>' '. 'N' ' \"ftN ,\ '' \'''''''''''*<" .'' ' S• 'N '...'<•**:\.**'''' . ''''''''\"‘",,,,,,,',,,,,,,"'"4'''''''''‘''''''''''''''' ''''''''''•‘‘,',.i,•.•,,,•••••'.\6, ' 1 ..4...• SERVICE CHARGES 98%., 1 , -.. .-. -- ... ... ... ... . .1 UTILITY BILLING FUND - USES OF FUNDS , . OTHER 1 . • ... 17% COLLECTIONS ::::!i,:'1,i.,i„;:ii!..:-i!!!.:.:ii;'...,:ir .. .. ...,........ ... .. ......... ..... . . .. .. . . . . . . ... ............. . .......:.. .. .. .. .. ..........:.. ..... . . .... ..... :::. ::::-,,......„, ....:.....,,....,.„....,..,, ,..„,.... .,. .... 44% . .'- ,..•I:1:-....4-..--,',:•.-,::,:..,e."-:.-..-,,.-,-.-;.',-,.'.'.,:!,..,-,:,,,,,..;,=:1:.;',4,-,'ilil-4,' '',;: ,',..-::ili1:--.i :-,.i:.i!!!::'-':.i.:' ;:'..' ':..' ::,. A.`,y,"..-?:,..,-,-;,:.i...-4,:•!,,a-k-,,,,,i„-xx.,<.:,*;..1...,,c,;: 1,... .-;-..•--.71.-, ' `..i-,'.v.',.•.;''''''.•-c'i.'".',,,.!::..':';'!-C,.-:,':-.'fi.-''. '// / ...,..::. -.-,,-..:: . --:.-,:::.. - .,., ...., .. . . .. . .... ,.„ .. ... , ..,..,','.':::''':;.,.1-.'",,n-.A=',: -, ,..,,„ J2,.•,wz,,,,e7 ,,., ,.. . ,,..,....„. . ,, 7, /;,, ' '' '7 „''', ,,,.1 GEN./ADMIN.TRANS. 4.E..;.7,,,'...,,,i.'41.-‘,.'1 / .4 /i /e ...... . .. . . . ... . . .. ... ... . . . ..... . ..... . . .. 24% -........,...1..1-A ,.//4,, /,',/4, ... .... .. ... • --- .•-• - : . METER SERVICES 15% , . 205 CITY OF COLLEGE STATION UTILITY BILLING FUND . SUMMARY EXPENDITURE BY DIVISION • REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 BIWNG COLLECTIONS $ 834,853 $ 809,706 $ 809,706 $ 849,605 $ 850,230 5.00% METER SERVICES 270,459 286,427 286,427 294,355 296,722 3.59% UTILITY BILLING FUND TOTAL $1,105,312 $1,096,133 $1,096,133 $1,143,960 $1,146,952 4.64% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 895,606 $ 875,033 $ 871,956 $ 897,811 $ 897,811 2.60% SUPPLIES 44,075 44,650 49,726 54,320 54,320 21.66% MAINTENANCE 12,082 12,535 12,232 26,949 28,341 126.09% • PROFESSIONAL SERVICES 264 80 100 620 620 675.00% PURCHASED PROP.SERV. 17,715 18,920 18,021 17,570 17,570 -7.14% OTHER PURCHASED SERV. 135,570 142,915 142,098 146,690 146,690 2.64% CAPITAL OUTLAY 0 2,000 2,000 0 1,600 -20.00% UTILITY BIWNG FUND TOTAL $1,105,312 $1,096,133 $1,096,133 $1,143,960 $1,146,952 4.64% PERSONNEL SUMMARY BY DIVISION REVISED BASE APPROVED %CHANGE IN • ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DIVISION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 BILLING COLLECTIONS 23.0 22.5 21.5 21.5 21.5 0.00% METER SERVICES 8.0 8.0 8.0 8.0 8.0 0.00% UTILITY BIWNG FUND TOTAL 31.0 30.5 29.5 29.5 29.5 0.00% • • SERVICE LEVEL ADJUSTMENTS • METER SERVICES Additional Communications Maintenance $ 1,392 • Upgrade Meter Services P/U to an extended cab 1,600 $ 2,992 206 PUBLIC WORKS CITY MANAGER I DIRECTOR ASSISTANT DIRECTOR IFACILITIES STREETS TRAFFIC MAINTENANCE 1 I I I SYSTEMS I I 111 I I ENGINEERING I SANITATION I ADMINISTRATION I I SERVICES CAPITAL PROJECTS 207 • SANITATION FUND • The Sanitation Fund is an enterprise to increase 10%from FY97. This is fund that accounts for the activities of primarily due to the approval of an FEL collecting and disposing of residential (front-end loading)truck for use in • and commercial refuse in the City. This Commercial Collection and a driver. area is also responsible for a recycling program, and clean green activities to Nonoperating expenditures in the help reduce the amount of solid waste Sanitation Fund are expected to deposited into the landfill. increase by 3.12%over the FY 97 Revenues for the Sanitation Fund are year-end estimate. Included in this expected to be $3,874,247 in FY 98. increase is $8,200 budgeted for This is an increase of approximately economic development incentives and a 2%over the FY 97 year end estimate. $5,000 increase in the amount The residential and commercial transferred to the General fund as part customer bases are expected to grow by of the "Return on Investment." • 2%based on analysis of building The Approved Service Level permits and population growth. There is no rate increase scheduled for FY 98. Adjustments for FY 98 total $290,125. There is a Service Level Adjustment of Included in this amount is: a $15,000 • $9,000 that is anticipated to be expenditure to purchase new roll-off • collected from extra revenue generated containers, $19,080 for curbside • by the new roll off containers. recycling of plastics, and $254,864 for a new route manager position and a Operating expenditures for the commercial collection vehicle. Sanitation Fund in FY 98 are expected • 208 We're Committed OLI I I P°‘ To Excellence 209 CITY OF COLLEGE STATION SANITATION FUND • FUND SUMMARY • FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM ACTUAL BUDGET ESTIMATE REQUEST BUDGET FY 97 TO FY 98 REVENUES RESIDENTIAL $ 2,127,148 $ 2,184,800 $ 2,230,000 $ 2,275,000 $ 2,275,000 4% COMMERCIAL/INDUSTRIAL 1,367,346 1,371,500 1,371,500 1,399,000 1,399,000 2% OTHER OPERATING 79,087 95,900 75,900 78,300 87,300 -9% INVESTMENT EARNINGS 106,038 63,417 104,583 96,847 96,847 53% TRANSFER&OTHER 68,519 61,583 16,100 16,100 16,100 -74% TOTAL REVENUES $ 3,748,138 $ 3,777,200 $ 3,798,083 $ 3,865,247 $ 3,874,247 3% EXPENDITURES AND TRANSFERS RESIDENTIAL $ 1,409,878 $ 1,416,069 $ 1,397,250 $ 1,412,825 $ 1,432,511 1% • COMMERCIAL 1,052,747 1,207,720 1,181,138 1,223,684 1,494,123 24% GENERAL&ADMIN.TRANSFERS 505,500 380,408 380,408 331,866 331,866 -13% OUTSIDE AGENCY FUNDING 6,375 17,000 17,000 17,000 17,000 0% OTHER OPERATING 28,220 0 0 0 0 N/A CONTINGENCY 0 42,185 42,185 50,000 50,000 19% TOTAL OPERATING EXPEND.AND TRANSFERS $ 3,002,720 $ 3,063,382 $ 3,017,981 $ 3,035,375 $ 3,325,500 9% • NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT $ 0 $ 8,200 $ 0 $ 8,200 $ 8,200 0% OTHER NON OPERATING 233 $ 8,500 0 0 0 -100% . • DEBT SERVICE TRANSFER 240,028 240,028 240,028 240,028 240,028 0% RETURN ON INVESTMENT 154,500 183,000 183,000 188,000 188,000 3% TOTAL NONOPERATING EXPENDITURES $ 394,761 $ 439,728 $ 423,028 $ 436,228 $ 436,228 -1% TOTAL OPERATING AND NONOPERATING EXP&TRANSFERS $ 3,397,481 $ 3,503,110 $ 3,469,462 $ 3,471,603 $ 3,761,728 7% INCREASE(DECREASE)IN WORKING CAPITAL $ 350,657 $ 274,090 $ 328,621 $ 393,644 $ 112,519 BEGINNING WORKING CAPITAL $ 829,310 $ 1,179,967 $ 11179,967 $ 1,508,588 $ 1,621,107 ENDING WORKING CAPITAL $ 1,179,967 $ 1,454,057 $ 1,508,588 $ 1,902,232 $ 1,733,626 210 � . . ====, ===-`===-_ SANITATION FUND - SOURCES OF FUNDS ovzsosSr wroamopcm 2% "'==° em —' commeocuu »vw B � RESIDENTLAL 60% � ------' --` -- - ------ --- -- FUND - USES OF FUNDS � wzoca DEBT SERVICE zm em — ADMIN.TRANS.- RESIDENTIAL. *m ~~ ' uom - COMMERCIAL «om � � 211 � ` • CITY OF COLLEGE STATION SANITATION • SUMMARY EXPENDITURE BY ACTIVITY REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM ACTIVITY FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 RESIDENTIAL COLLECTION $ 1,409,878 $ 1,416,069 $ 1,416,069 $ 1,412,825 $ 1,432,511 1.16% • COMMERCIAL COLLECTION 1,052,747 1,207,720 1,207,720 1,223,684 1,494,123 23.71% .d DIVISION TOTAL $ 2,462,625 $ 2,623,789 $ 2,623,789 $ 2,636,509 $ 2,926,634 11.54% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM •• CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • SALARIES&BENEFITS $ 772,110 $ 816,497 $ 816,497 $ 787,723 $ 817,037 0.07% SUPPLIES 74,422 110,010 102,602 112,570 120,470 9.51% MAINTENANCE 172,768 286,473 286,473 337,940 360,121 25.71% • PROFESSIONAL SERVICES 218,863 237,530 238,467 236,946 256,026 7.79% • PURCHASED PROP.SERV. 797,516 784,550 784,550 800,360 820,590 4.59% OTHER PURCHASED SERV. 425,038 368,729 375,200 361,470 390,790 5.98% CAPITAL OUTLAY 1,908 20,000 20,000 0 161,600 708.00% • DIVISION TOTAL $ 2,462,625 $ 2,623,789 $ 2,623,789 $ 2,636,509 $ 2,926,634 11.54% • • PERSONNEL SUMMARY BY ACTIVITY • REVISED BASE APPROVED %CHANGE IN • ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM ACTIVITY FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • RESIDENTIAL COI I FCTION 23.0 21.5 20.5 19.5 19.5 -4.88% • COMMERCIAL COI I FCTION 9.0 8.0 8.0 8.0 9.0 12.50% • • DIVISION TOTAL 32.0 29.5 28.5 27.5 28.5 0.00% • SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 1,181 RESIDENTIAL COLLECTION Plastics recycling 19,080 COMMERCIAL COI I FCTION Additional FEL&driver 254,864 • Purchase roll-off containers 15,000 • $ 290,125 • • 212 DEBT SERVICE SCHEDULE OF REQUIREMENTS Garbage Trucks and Containers September 30, 1992 -- $1,321,672 TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH OUTSTANDING DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OCT.1 3-30-98 108,556 6.75 7,638 116,194 240,028 336,733 9-30-98 112,376 6.75 11,458 123,834 240,028 228,177 3-30-99 115,801 6.75 3,940 119,741 119,741 115,801 * 7 year interfund loan from the electric fund to the solid waste collection fund. 213 We're Committed To Excellence 214 • HOTEL/MOTEL FUND The primary funding source for the Hotel/Motel Expenditures in the Hotel/Motel Fund are Fund is the Hotel/Motel Tax, a consumption type projected to be $1,531,118 or an increase of tax authorized under state statute. This tax allows 21%from the FY 97 year end estimate. This is the city to collect up to its current tax rate of 7% primarily due to the increase of outside agency on rental income of hotels and motels within the funding. city limits. The uses of the funds derived from the tax are limited to 1) promotion of tourism, 2) The Outside Agency funding in the Hotel/Motel promotion and support of the arts, and 3)directly attributable administrative costs. fund budget is equal to $894,400. The Bush Library Committee has maintained its' current Hotel/Motel tax revenue is projected to increase level of funding. The Noon Lions Club and SCA 5%in FY 98. This estimate is based on the Student Ambassador program have moved to the historical trend and expectations of slightly higher General Fund to more appropriately account for occupancy rates due to the opening of the George future expenditures. Bush Presidential Library. The Convention& Visitors Bureau has requested Conference Center rentals are another source of an increase in funding of $30,050 to fund merit revenue for the Hotel/Motel Fund. For FY 98 adjustments and expand its' advertising activities, this revenue is projected to increase by 2%. for a total of$632,500. The Arts Council has requested an increase in funding of $14,000 to Some other major sources of revenue are Wolf pay for the outdoor sculpture project, for a total of Pen Creek concessions and ticket sales and $184,000. The Bryan/College Station Athletic Northgate building rentals. Wolf Pen Creek Federation has maintained its' FY 97 request of revenues are expected to remain fairly constant at $7,900. An additional $20,000 has been about $61,200 for FY 98. approved for tournament support. There is $58,615 budgeted to repay an interfund loan During 1996, a Tourism Ad hoc Committee was which was started in FY 96. formed. The Committee is composed of members who have an interest in how Hotel/Motel funds are expended and in developing programs to enhance tourism in the future. 215 • CITY OF COLLEGE STATION HOTEL/MOTEL FUND FUND SUMMARY FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM ACTUAL BUDGET ESTIMATED REQUEST BUDGET FY 97 FY 98 BEGINNING FUND BALANCE $ 630,347 $ 642,986 $ 642,986 $ 1,011,062 $ 1,011,062 REVENUES TAXES $ 1,385,693 $ 1,326,100 $ 1,440,100 $ 1,512,100 $ 1,512,100 14.03% TICKETS&CONCESSIONS 58,775 51,000 60,000 61,200 61,200 20.00% RENTALS 101,901 126,000 79,100 75,200 75,200 -40.32% INVESTMENT EARNINGS 38,219 36,000 40,000 40,800 40,800 0.00% OTHER 6,626 4,800 9,300 9,300 9,300 93.75% TOTAL REVENUES $ 1,591,214 $ 1,543,900 $ 1,628,500 $ 1,698,600 $ 1,698,600 10.02% EXPENDITURES AND TRANSFERS CITY OPERATIONS CONFERENCE CENTER $ 225,892 $ 215,217 $ 189,612 $ 232,455 $ 232,455 8.01% ' CONFR.CENTER DEBT SVC 15,043 0 0 0 0 N/A ' PARKS PROGRAMS&EVENTS 161,176 236,378 123,208 213,695 213,695 -9.60% ' WOLF PEN CREEK OPERATIONS 70,381 98,089 48,178 91,953 91,953 -6.26% OTHER PROJECTS 157 0 0 0 0 0.00910 • NORTHGATE REVITALIZATION 317,411 0 0 0 0 0.00% •... NORTHGATE DEBT SERVICE 58,615 107,500 39,076 58,615 58,615 -45.47% TOTAL CITY OPERATIONS $ 848,675 $ 657,184 $ 400,074 $ 596,718 $ 596,718 -9.20% • ORGANIZATIONS CONVENTION&VISITORS BUREAU $ 450,000 $ 602,450 $ 602,450 $ 602,450 $ 632,500 4.99% • ARTS COUNCIL 155,000 170,000 170,000 170,000 184,000 8.24% B-CS ATHLETIC FEDERATION 14,000 7,900 7,900 7,900 7,900 0.00% JULY 4TH FIREWORKS 6,500 0 0 0 0 0.00% • SISTER CITY STUDENT AMB. 9,000 0 0 0 0 0.00% BUSH LIBRARY COMMITTEE 50,000 50,000 50,000 50,000 50,000 0.00% • TOURNAMENT SUPPORT 15,400 0 0 0 20,000 N/A TOTAL ORGANIZATIONS $ 699,900 $ 830,350 $ 830,350 $ 830,350 $ 894,400 7.71% CONTINGENCY $ 30,000 $ 30,000 $ 30,000 $ 40,000 $ 40,000 33.33% • TOTAL OPERATING EXPENSES AND TRANSFERS $ 1,578,575 $ 1,517,534 $ 1,260,424 $ 1,467,068 $ 1,531,118 0.90% • • INCREASE(DECREASE) IN FUND BALANCE $ 12,639 $ 26,366 $ 368,076 $ 231,532 $ 167,482 ENDING FUND BALANCE $ 642,986 $ 669,352 $ 1,011,062 $ 1,242,594 $ 1,178,544 216 HOTEL FUND - SOURCES OF FUNDS RENTALS 4% TICKETS/CONCESS. 4% OTHER INVEST.EARNINGS 1% • 2% r• • • • • TAXES 89% • HOTEL FUND - USES OF FUNDS ARTS COUNCIL OTHER CONE CENTER CONTINGENCY 12% 1% 15% 3% mIHI I I I II NOR GA DEBTP NORTH GATE I ARKS I I I I I I (�I I 4% PROGRMS S .::t?it!:``vi:iY.:ii:t'f•;:}ii:::ii::::i�.:•.ir:•:•:::•::;•ii::•Y;•::•::::•..•'^'{;•:i:4:•:::/�%// j/j-/-/-/ BUSH LIBRARY :.. •.::;tt;;•r.:•:•�:;:;�•>:•::•::.:;:•;::•:.>:////////// i� // 3% r/ WOLF E FEN CREEK 6% • FED. ATHLETIC CONY./VISITORS BUR.:...:.. . ................................,.........:... 1% 41% 1 - - --- 217 ittea WeteC�� ,�O�Ce1len�e 2,$ COMMUNITY DEVELOPMENT FUND The Community Development Fund is used to For FY 98, the city has approximately $3.1 account for grants received by the city for use in million in authorization from the federal revitalizing low-income areas and addressing the government. This number is comprised of new needs of its low and moderate income citizens. authorization and remaining authorization from This fund pays for the direct operating costs prior fiscal years. For FY 98, there is (minus approximately $40,000 of unreimbursable approximately $1.7 million of new authorization expenses that the General Fund pays for) of the as follows: Community Development activity center which is part of Economic and Development Services • Department. Housing Assistance $51,756 Rehabilitation 100,000 There are two grants for FY 98. The Community Optional Relocation Program 306,955 Development Block Grant(CDBG) is a federal Home Buyers Assistance 29,800 entitlement program that provides the basic Demolition/Clearance 20,000 funding for the general programs and Acquisitions 100,000 administration. It allows administrators flexibility in Commercial Rehab. 96,489 the use of funds for a wide variety of eligible Interim assistance 5,000 activities. The HOME grant is a yearly entitlement Public Facilities/Streets 364,750 grant that can only be used for housing programs Public Services 182,250 that assist LMI citizens. We currently use this Administration 319,800 grant for Owner occupied Rehabilitation CHODO (set-aside) 70,200 assistance, Downpayment assistance, and the Program Income 50,000 Optional Relocation Program. Both the CDBG I and HOME allocations are based on a formula There is approximately $1.4 million in remaining that included criteria such as the age and condition authorization as follows: of a community's housing stock, incidents of • overcrowding, and the demographic Housing Assistance $310,000 characteristics of its citizens. Optional Relocation Prgm. 152,604 Demolition/Clearance 20,000 The Community Development Fund is anticipated Acquisition 150,000 to receive $350,000 from proceeds of the sale Interim Assistance 2,504 and operation of the Cedar Creek Apartments. Homeowners Assistance 96,489 These funds will be used to provide innovative Commercial Rehab. 53,511 , housing programs in the community. Economic Development 100,000 Rental Rehabilitation 20,000 Affordable Housing 350,000 Administration 4,396 Social Services 42,839 Public Facilities 10,000 CHODO 100,350 219 CITY OF COLLEGE STATION COMMUNITY DEVELOPMENT FUND FUND SUMMARY FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN • FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM • ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 97 TO FY 98 REVENUES GRANTS $ 1,515,413 $ 2,557,000 $ 2,079,000 $ 2,695,693 $ 2,695,693 5.42% LOAN REPAYMENTS 10,605 20,000 19,992 0 0 -100.00% INTEREST ON LOANS 4,909 10,000 9,996 24,000 24,000 140.00% • CEDAR CREEK PROCEEDS 0 0 0 350,000 350,000 N/A OTHER 84,770 155,000 154,992 40,000 40,000 -74.19% • • TOTAL REVENUES $ 1,615,697 $ 2,742,000 $ 2,263,980 $ 3,109,693 $ 3,109,693 13.41% EXPENDITURES AND TRANSFERS RENTAL REHABILITATION $ 0 $ 70,000 $ 50,000 $ 120,000 $ 120,000 71.43% • HOUSING ASSISTANCE 297,978 501,756 191,756 361,756 361,756 -27.90% • OPTIONAL RELOCATION PROG. 429,223 725,909 573,305 459,559 459,559 -36.69% PROGRAM DELIVERY 50,000 50,000 50,000 50,000 50,000 0.00% REIMURSED ADMINISTRATIVE 257,396 312,400 308,004 324,196 324,196 3.78% PUBUC AGENCY FUNDING 208,094 244,610 201,771 225,089 225,089 -7.98% ACQUISITIONS 51,974 228,787 78,787 250,000 250,000 9.27% . INTERIM ASSISTANCE 5,367 6,000 3,496 7,504 7,504 25.07% ` PUBUC FACILITIES/STREETS 37,153 153,140 143,140 374,750 374,750 144.71% CLEARANCE/DEMOLITION 42,023 65,496 45,496 40,000 40,000 -38.93% HOMEBUYER'S ASSISTANCE 6,055 207,120 110,631 126,289 126,289 -39.03% AFFORDABLE HOUSING PROGRAM 0 350,000 0 350,000 350,000 0.00% • COMMERCIAL REHAB 96,465 180,157 126,646 150,000 150,000 -16.74% ECONOMIC DEVELOPMENT 0 100,000 0 100,000 100,000 0.00% TRAINING/OTHER 640 0 0 0 0 N/A CHDO(SET ASIDE) 0 130,350 30,000 170,550 170,550 30.84% ' TOTAL OPERATING EXPENSES AND TRANSFERS $ 1,482,368 $ 3,325,725 $ 1,913,032 $ 3,109,693 $ 3,109,693 -6.50% EXPENDITURES UNDER (OVER)REVENUES $ 133,329 $ (583,725) $ 350,948 $ 0 $ 0 BEGINNING FUND BALANCE $ (342,065) $ 350,000 $ (208,736) $ 142,212 $ 142,212 ENDING FUND BALANCE $ (208,736) $ (233,725) $ 142,212 $ 142,212 $ 142,212 • • 220 ' COMMUNITY DEVELOPMENT FUND - SOURCES OF FUNDS INTEREST ON LOANS ' CEDAR CREEK 1% OTHER PROCEEDS 1% 11% . GRANTS 87% ' COMMUNITY DEVELOPMENT FUND - USES OF FUNDS COMMERCIAL REHAB OTHER 8% REHAB%REHABILITATION HOUSING ASSISTANCE PUB. • FACILITIES/STREETS 5% 12% '12% l m. alit il ihil!11111111 + ihIIIu •\ a , � OPTIONAL RELOCATION /, i 15%..ti / Yk'yvin'Nr 54 �7:i•• ?i G:iiLi'v�:•." ' !'�//', g) :N•;,: j�f// �I: PROGRAM DELIVERY AFFORDABLE HOUSING ;//%%%%:/ CHODO(SET ASIDE) ei'iiiiniiiiIiinilliiiiii v `)` REIMB. 5% CLEARNCE/DEMO. AQUISITIONS PUBLIC AGENCIESADMINISTRATIVE 1% 8% 7% 10% • 1 221 . � rarait,ted re C410 o�tlerioe 222 WOLF PEN CREEK TAX INCREMENT FINANCING (TIF) FUND The Wolf Pen Creek TIF Fund accounts for ad These revenues will be used to fund capital valorem tax and other revenues that are accrued projects as needed in the district. The City is to the WPC district. The fund will also account currently studying ways to improve drainage and for expenditures on projects that take place in the reduce silt inflow at the park. district. Funds remaining at the end of the year will be The TIF receives ad valorem taxes from the City, retained in the fund and programmed as specific School District and County on the incremental projects are identified. increase in assessed valuation (captured value) over the base year(1989). The ad valorem revenue estimate of $157,000 is based on a captured value of about $12.9 million. 223 CITY OF COLLEGE STATION WOLF PEN CREEK TIF • FUND SUMMARY FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 95-96 REVISED YEAR-END BASE APPROVED ACTUAL BUDGET ESTIMATE REQUEST BUDGET BEGINNING BALANCE $ 0 $ 0 $ 0 $ 31,185 $ 31,185 6 . REVENUES AD VALOREM TAXES COCS $ 0 $ 25,000 $ 25,349 $ 57,000 $ 57,000 AD VALOREM TAXES CSISD 0 90,000 0 47,000 47,000 AD VALOREM TAXES BRAZOS CO 0 22,000 23,336 53,000 53,000 INVESTMENT EARNINGS 0 1,500 500 1,000 1,000 OTHER 0 0 0 0 0 TRANSFERS 0 0 0 0 0 • . PROCEEDS FROM LONG TERM DEBT 0 0 0 0 0 TOTAL REVENUES $ 0 $ 138,500 $ 49,185 $ 158,000 $ 158,000 TOTAL FUNDS AVAILABLE $ 0 $ 138,500 $ 49,185 $ 189,185 $ 189,185 EXPENDITURES AND TRANSFERS • CAPITAL PROJECTS $ 0 $ 102,000 $ 0 $ 156,500 $ 156,500 ENGINEERING 0 35,000 18,000 0 0 . CONTINGENCY 0 1,500 0 1,500 1,500 TOTAL OPERATING EXPENSES AND TRANSFERS $ 0 $ 138,500 $ 18,000 $ 158,000 $ 158,000 INCREASE(DECREASE) IN FUND BALANCE $ 0 $ 0 $ 31,185 $ 0 $ 0 ENDING FUND BALANCE $ 0 $ 0 $ 31,185 $ 31,185 $ 31,185 • 224 SELF INSURANCE FUNDS The City of College Station is partially self-insured for FY 98 Revenues are based on the actual amounts employee health, accident, disability and life insurance, assigned to the various operating activity centers. property casualty and general liability, worker's There is a 4.03%increase in FY 98 revenues over FY compensation, and unemployment compensation. 97 year-end estimates due to changes in rates, number Actuarially based charges are made to each of the of employees, covered equipment, buildings, and other operating funds using relevant bases (i.e., health factors. insurance is charged monthly per full-time participating employee, while unemployment and worker's FY 98 Expenditures are based on estimates of future compensation are charged as a percentage of gross claims, premiums, and other miscellaneous costs. An salary). This method of funding allows the city to more increase of 1.39%in expenditures is primarily due to accurately reflect the costs of claims against the various the addition of$50,000 for any unanticipated funds and to minimize potential risks. expenses. 225 • • • CITY OF COLLEGE STATION • SELF INSURANCE FUND FUND SUMMARY • FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM • ACTUAL BUDGET ESTIMATE REQUEST BUDGET FY 97 TO FY 98 • BEGINNING BALANCE $ 1,685,590 $ 1,359,155 $ 1,359,155 $ 1,283,366 $ 1,283,366 • • REVENUES CITY CONTRIBUTIONS $ 2,345,651 $ 2,337,645 $ 2,221,680 $ 2,331,859 $ 2,331,859 -0.25% EMPLOYEE CONTRIB 521,297 515,000 500,000 525,000 525,000 1.94% • • COBRA 37,453 37,000 37,000 37,000 37,000 0.00% • INVESTMENT EARNINGS 98,086 97,800 97,800 78,000 78,000 -20.25% OTHER 6,246 5,000 5,000 5,000 5,000 0.00% TOTAL REVENUES $ 3,008,733 $ 2,992,445 $ 2,861,480 $ 2,976,859 $ 2,976,859 -0.52% • TOTAL FUNDS AVAILABLE $ 4,694,323 $ 4,351,600 $ 4,220,635 $ 4,260,225 $ 4,260,225 -2.10% • EXPENDITURES AND TRANSFERS CLAIMS $ 1,829,880 $ 2,075,785 $ 2,075,785 $ 2,070,000 $ 2,070,000 -0,28% ADMINISTRATION FEE 124,451 134,253 134,300 134,300 134,300 0.04% PREMIUMS 599,515 574,800 574,800 574,800 574,800 0.00% GENERAL&ADMINISTRA 98,330 103,008 107,384 104,440 104,440 1.39% OTHER OPERATING 3,183 15,000 15,000 15,000 15,000 0.00% • OTHER NON-OPERATING 26,939 30,000 30,000 29,500 29,500 -1.67% CONTINGENCY 0 0 0 50,000 50,000 TOTAL OPERATING EXPENSES AND TRANSFERS $ 2,682,298 $ 2,932,846 $ 2,937,269 $ 2,978,040 $ 2,978,040 1.54% • INCREASE(DECREASE)IN FUND BALANCE $ 326,435 $ 59,599 $ (75,789) $ (1,181) $ (1,181) • ENDING FUND BALANCE $ 1,359,155 $ 1,418,754 $ 1,283,366 $ 1,282,185 $ 1,282,185 • • • • • • • • • 226 ' • ' . • ' . . , . . . . r ---- ------------ ------"-------- ----------------- _ _____________ SELF INSURANCE FUND - SOURCES OF FUNDS 1 , . .. 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'qnnaggggggOgMggggMggggWWMMggggggggggggg%ggggMMK*MMMW CITY CONTRIBUTIONS ."WWW0ggnMAMMOMMKOggg=gggOgggggffignffiggggaggW" . . 4.:5MV***WWW=MMW.MaX,POMMWWWWWM*MVW.:,...... 78% . . • . . . . . • : , . • . . , SELF INSURANCE FUND - USES OF FUNDS . . . . , . .. . GEN.&ADMIN. OTHER • . 4% 3% PREMIUMS — ommvx.tt:...1---- •-• . . 19% ...„,:0:0§§:iiiiiiiii§iiiiiiiiiiiii0K§:::::.%.$--= o iiiiiiiiiii s' - ----''- llllll s llllll MIIP .. smossimmammoMeANXIITUMMEraii:x , x.:',1",:. '..--. • • x :kIUIWIflhII mimiedgigaii.i4M.WMP.M..12W.Mirm mtrirgani. .r,....E - nansimaina • ausonzalftmawaxmiwN4iimisidlaMPW: ... q lititaittlirdt" •••••••••• •......a . a . . m"46111eitai.. Aufnaa mi"""""Ig anammaaomaamatimawanna :zo,!".41crinffiati - anantamilamammon::: N 11truNIMINIMMINiZumliMellt Ajawm"me IIJfl rAlM"I*11", ADMI .FEES ai;i:". : • MINIUMNVAIIP ' 5% 'Ilirt„"annen#F9N'N=MIONCIIINNOWSININIIIMINIMMirrwriummiensittennittaiwnitutuL sposamatimairmim i 1501.1111.1f0WAll • ...araartairigiMMIPP":„marra"1111;-41X11111. ANNISININUU!""". MIN : Ilausimm , .904WAIIMONINISNII smatutssuilumw .- CLANS 5111111111 lllll 11$11:8:$144:. - . . _ llllllll 69% '. . . • . . . L _ • • • -- - -• - • , . • - - • ' • • . , . 227 ,We to Co[�i�.ted 41111111 -Co zz8 INTERNAL SERVICE FUND The Internal Service Fund is a combination of the anticipated replacement cost of each vehicle internal services of printing and mail, communications assigned to that department. A team made up maintenance, fleet maintenance, and equipment of representatives from user departments and replacement within the City of College Station. In an financial services will review fleet replacement , effort to better control costs, the fund receives lists to ensure that the guidelines are being met revenues based on the expected costs associated with and that funds are available to replace needed the aforementioned services and uses them to pay for equipment. those specific services. This is the first year in which • the Print/Mail and Communications Divisions were 6. Each department that has been assigned separated from the General Fund. It is anticipated this vehicles will be charged an annual maintenance arrangement will result in lower expenditures and an fee to cover inspections and other maintenance increase in the overall quality of these services. problems. Estimates for annual funding levels have been 7. Each department will be charged for the phone developed using a number of techniques which system based on the number of phones forecast printing and mail costs, communications assigned to it Charges for the 800 Mhz radio maintenance costs, fleet maintenance costs, vehicle system will be prorated the in the same manner. and equipment replacement needs, and anticipated These charges will continue after the interfund replacement costs. The policies which were approved loan has been recovered in order to replace the to set up the funds are as follows: phone andradio systems in the future. 1. Specific charges will be assigned to each The Base Budget revenues for the fund reflect the printing job based on number of pages, binding, above policies. The revenues are automatically stapling, folding, etc. This revenue will be used transferred from departmental budgets on a monthly to pay for all labor, materials, and overhead basis in order to make sure that sufficient funds will costs associated with internal printing. always be available to fund all expenses related to the specific functions. The total revenues for FY 98 are 2. Each department will be charged an annual mail 19.06%higher than FY 97 due to the transfer of the handling fee based on the costs associated with Print/Mail and Communications divisions into the the collection,distribution,and processing of newly consolidated fund. This increase might seem mail within the City. low considering the consolidation of divisions. This is primarily a result of the decrease in fleet replacement 3. Annual communications maintenance charges charges due to the removal of vehicles from the fleet will be prorated based on the number of phones list. This increase in revenue also includes Service and radios in each department. All other Level Adjustments(SLA's)totaling$172,210 that is miscellaneous maintenance charges are composed of transfers from other funds to maintain forecasted based on the number of work orders interfund equity. in the previous year. These charges will be used to pay for all expenses related to each The Base Budget expenditures for the fund reflect the specific function in the Communications above policies. The total expenditures for FY 98 are Division. 23%higher than FY 97. This increase also includes SLA's totaling approximately$185,207. $12,000 is 4. All authorized existing fleet equipment will be budgeted to pay for a drive on hoist for light cars and replaced through the equipment replacement trucks in Fleet Services. Communications has fund. Unauthorized equipment will be replaced budgeted $130,250 in SLA's; $10,000 for a software • by other used equipment or through the budget maintenance agreement on the AVR system, $90,250 process. for the community connectivity and internet project, and$30,000 for the removal of a radio tower. There 5. Each department will be charged an annual is also$42,400 of SLA's budgeted for fleet upgrades. replacement fee based on the useful life and 229 CITY OF COLLEGE STATION • • INTERNAL SERVICES COMBINED FUND SUMMARY FY 96.97 FY 96-97 FY 97-98 FY 97.98 %CHANGE IN • • FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM • ACTUAL BUDGET ESTIMATE REQUEST BUDGET FY 97 TO FY 98 . BEGINNING WORKING CAPITAL $ 2,711,643 $ 1,956,093 $ 1,956,093 $ 1,602,749 $ 1,602,749 REVENUES FLEET REVENUES $ 1,591,280 $ 1,253,200 $ 1,253,200 $ 1,172,925 $ 1,404,635 12.08% FLEET MAINTENANCE CHARGES 0 958,000 958,000 1,032,060 1,032,060 7.73% • PHONE SYSTEM CHARGES 90,085 87,040 87,040 87,160 87,160 0.14% • 800 MHZ CHARGES 186,000 186,000 186,000 205,920 205,920 10.71% • PRINT/MAIL CHARGES 0 0 0 191,349 191,349 N/A COMMUNICATIONS CHARGES 0 0 0 351,860 393,820 N/A INVESTMENT&OTHER 185,051 102,500 102,500 102,500 232,750 127.07% TOTAL REVENUES $ 2,052,416 $ 2,586,740 $ 2,586,740 $ 3,143,774 $ 3,547,694 37.15% EXPENDITURES FLEET MAINTENANCE $ 0 $ 858,258 $ 959,180 $ 919,784 $ 932,185 8.61% PRINT/MAIL 0 0 0 155,544 155,700 N/A COMMUNICATIONS 0 0 0 299,561 429,811 N/A FLEET REPLACEMENT 815,590 936,009 973,041 1,099,534 1,331,244 42.23% PHONE SYSTEM PURCHASE 115 60,000 60,000 5,000 5,000 -91.67% • 800 MHZ SYSTEM PURCHASE 1,962,658 828,015 828,015 20,000 20,000 -97.58% • MOBILE DATA SYSTEM 0 743,000 30,000 513,000 513,000 -30.96% • • - GENERAL&ADMIN.TRANSFERS 0 89,848 89,848 172,154 172,154 91.61% • OTHER EXPENSES 29,603 0 0 0 0 N/A • • CONTINGENCY 0 15,000 0 44,288 44,288 195.25% TOTAL EXPENDITURES $ 2,807,966 $ 3,530,130 $ 2,940,084 $ 3,228,865 $ 3,603,382 2.08% INCREASE(DECREASE) IN WORKING CAPITAL $ (755,550) $ (943,390) $ (353,344) $ (85,091) $ (55,688) ENDING WORKING CAPITAL $ 1,956,093 $ 1,012,703 $ 1,602,749 $ 1,517,658 $ 1,547,061 • • • • 230 INTERNAL SERVICES FUND - SOURCES OF FUNDS . I COMMUNICATIONS INVESTMENT/OTHER 11% 7% PRINT/MAIL ,% j im:Inh FLEET REVENUES 5% i/ / ff 40% •fia %Tyra. ?`,0i:., tvit--i•°eo-t,v->:.,-, ,•y 4V...',.. ' , ,: . 800 MGHTZ CHARGES c �^,:, .::a„<< ;. It .-a�` �r • r a, t. '''' P . y ' s<: 4 , ' t-,; PHONE SYSTEM Y: 5 STw a' ';: :: CHARGES 2% FLEET MAINT. i I 29% j • INTERNAL.SERVICES FUND - USES OF FUNDS G&A TRANS. OTHER MOBILE DATA SYSTEM 5% 1% 14% FLEET MAINT. 26% 'HONE SYSTEM PURCH.0% %;/ g'•.II 1III1I'I'III II'IIIIIIIIIII IIIwIIIxIIxII./.III (III(IIIIIIII III(III III(III11iIII 1 800 MZPURCH. : 1% / s� - � ?W i4/////.j j,1 ,„.. ,i%///// '/ , r PRINT/MAIL /44� i. ,, /ri/i '`" COMMUNICATIONS FLEET REPLACEMENT 12% 37% 231 • • CITY OF COLLEGE STATION FLEET SERVICES DEPARTMENT SUMMARY • EXPENDITURE BY DIVISION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 FLEET SERVICES/PARTS $ 0 $ 55,985 $ 60,388 $ 58,205 $ 58,205 3.81% • FLEET SERVICES/ADMINISTRATION 0 802,273 898,792 861,579 873,980 8.20% DEPARTMENT TOTAL $ 0 $ 858,258 $ 959,180 $ 919,784 $ 932,185 7.93% DEPARTMENT SUMMARY BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • SALARIES&BENEFITS $ 0 $ 456,539 $ 461,759 $ 458,860 $ 458,860 0.51% SUPPLIES 0 338,987 434,344 394,212 394,212 14.01% MAINTENANCE 0 14,950 14,970 22,660 23,061 35.17% PROFESSIONAL SERVICES 0 1,400 1,384 2,233 2,233 37.30% PURCHASED PROP.SERV. 0 16,845 16,887 15,910 15,910 -5.88% OTHER PURCHASED SERV. 0 29,537 29,836 25,909 25,909 -14.00% CAPITAL OUTLAY 0 0 0 0 12,000 100.00% • • DEPARTMENT TOTAL $ 0 $ 858,258 $ 959,180 $ 919,784 $ 932,185 7.93% • PERSONNEL SUMMARY BY DIVISION REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DIVISION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • FLEET SERVICES/PARTS 0.0 0.0 2.0 2.0 2.0 100.00% FLEET SERVICES/ADMINISTRATION 0.0 0.0 13.0 13.0 13.0 100.00% • I DEPARTMENT TOTAL 0.0 0.0 15.0 15.0 15.0 100.00% • SERVICE LEVEL ADJUSTMENTS ALL DIVISIONS Additional Communications Maintenance $ 401 FLEET SERVICES ADMIN. Hoist for PUD shop. 12,000 $ 12,401 • • 232 CITY OF COLLEGE STATION PRINT/MAIL DIVISION SUMMARY EXPENDITURE BY ACTIVITY REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 PRINT/MAIL $ 0 $ 0 $ 0 $ 155,544 $ 155,700 N/A DIVISION TOTAL $ 0 $ 0 $ 0 $ 155,544 $ 155,700 N/A EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 SALARIES&BENEFITS $ 0 $ 0 $ 0 $ 130,088 $ 130,088 N/A SUPPLIES 0 0 0 3,090 3,090 N/A MAINTENANCE 0 0 0 12,710 12,866 N/A PROFESSIONAL SERVICES 0 0 0 0 0 N/A PURCHASED PROP.SERV. 0 0 0 1,300 1,300 N/A • OTHER PURCHASED SERV. 0 0 0 8,356 8,356 N/A CAPITAL OUTLAY 0 0 0 0 0 N/A DIVISION TOTAL $ 0 $ 0 $ 0 $ 155,544 $ 155,700 N/A PERSONNEL SUMMARY BY ACTIVITY • REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DMSION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 LIBRARY 0.0 0.0 0.0 5.0 5.0 N/A I DMSION TOTAL 0.0 0.0 0.0 5.0 5.0 N/A I • SERVICE LEVEL ADJUSTMENTS Additional Communications Maintenance $ 156 $ 156 • 233 CITY OF COI.IFGE STATION COMMUNICATIONS DIVISION SUMMARY • EXPENDITURE BY ACTIVITY REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM • DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 COMMUNICATIONS $ 0 $ 0 $ 0 $ 299,561 $ 429,811 N/A • I DIVISION TOTAL $ 0 $ 0 $ 0 $ 299,561 $ 429,811 N/A EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE APPROVED %CHANGE IN • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • • SALARIES&BENEFITS $ 0 $ 0 $ 0 $ 205,372 205,372 N/A • SUPPLIES 0 0 0 54,821 117,071 N/A • MAINTENANCE 0 0 0 8,400 49,900 N/A PROFESSIONAL SERVICES 0 0 0 800 22,800 N/A PURCHASED PROP.SERV. 0 0 0 4,100 4,100 N/A OTHER PURCHASED SERV. 0 0 0 26,068 26,068 N/A . • CAPITAL OUTLAY 0 0 0 0 4,500 N/A DIVISION TOTAL $ - $ - $ - $ 299,561 $ 429,811 N/A • •- PERSONNEL SUMMARY BY ACTIVITY REVISED BASE APPROVED %CHANGE IN ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DIVISION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 • COMMUNICATIONS 0.0 0.0 0.0 5.0 5.0 N/A DIVISION TOTAL 0.0 0.0 0.0 5.0 5.0 N/A I SERVICE LEVEL ADJUSTMENTS Software Maintenance Agreement on New AVR Sys $ 10,000 Community Connectivity and Internet Project 90,250 Removal of 800 MHz Tower 30,000 $ 130,250 234 FY 98 Approved Vehicle and Equipment Purchase List DESCRIPTION Replacement Price Utility Billing 2703 GMC C1500 TRUCK $ 19,400 Public Works 3104 FORD TYMCO 600 SWEEPER $ 99,600 3202 INT'L.TRACK DOZER 60,000 9102 GMC SAFARI MINI-VAN 29,525 NEW DRAINAGE MOWING EQUIP. 66,000 Police Department 4006 FORD TAURUS $ 16,300 4007 FORD TAURUS 16,300 4115 CHEV CAPRICE 23,950 4124 CHEV CAPRICE 23,950 4125 CHEV CAPRICE 23,950 4126 CHEV CAPRICE 23,950 4127 CHEV CAPRICE 23,950 4128 CHEV CAPRICE 23,950 4146 KAWASAKI MOTORCYCLE 11,000 4151 KAWASAKI MOTORCYCLE 11,000 4152 KAWASAKI MOTORCYCLE 11,000 4153 KAWASAKI MOTORCYCLE 11,000 4154 KAWASAKI MOTORCYCLE 11,000 NEW POLICE PATROL CRUISER 23,950 NEW PSO VAN 17,200 Public Works-Solid Waste 7127 VOLVO REFUSE TRUCK $ 95,000 7211 CRANE ROLLOFF TRUCK 98,000 7218 VOLVO REFUSE TRUCK 95,000 7219 VOLVO REFUSE TRUCK 95,000 NEW FEL TRUCK 98,000 Parks&Recreation 8202 DODGE VAN $ 24,780 8309 UTILITY TRAILER 2,200 8311 J DEERE TRACTOR 9,500 8317 UTILITY TRAILER 2,200 8324 UTILITY TRAILER 2,200 8405 GOOSENECK TRAILER W/WA 5,500 8416 KAWASAKI MULE, 4-WHEFI F 7,500 8418 INT'L CUB CADET MOWER 7,200 New CDBG VAN 17,200 NEW 2 out front mowers 20,800 PUD-Electric 9145 FORD TAURUS $ 16,770 9244 CHEV TRUCK 17,400 9246 CHEV UTILITY TRUCK 27,500 9256 TRENCHER 60,000 PUD-Water 9414 AIR COMPRESSOR $ 12,500 9460 CHEV TRUCK 34,500 PUD-Wastewater 9525 GRASSHOPPER RIDING MOW $ 7,200 9556 FORD TRUCK 27,500 9561 RODDING MACHINE 5,000 9572 J DEERE BACKHOE/LOADER 48,500 $ 1,383,925 235 We're Committed 4. To Excellence 236 DEBT SERVICE FUND The City's basic debt management policies are reflecting the increased taxable base in College explained in the Financial Policy Statements, Station. The ad valorem debt service tax rate included in the appendix to this document. The will be reduced to 27.77 cents/$100 valuation City is continuing to review its debt for FY98. management policies and to address the particular concerns and needs of the citizens. It is anticipated that the city will issue $6.2 Basically, the city issues debt only to meet capital needs. million of GOBs, $6 million in URBs and $12.8 million in COs in FY 97. The GOB issue will be State law in Texas sets the maximum ad to continue capital projects authorized by the valorem tax rate for a home rule city, such as 1995 bond election. Utility revenue bonds will College Station, at $2.50 per $100 dollars be issued to partially fund electric and valuation including all obligations of the city. wastewater projects in FY98 and FY99 CIP. The College Station's current ad valorem tax The potential COs would fund the construction rate is $0.4293 which would allow the city to of a conference center($6 million) and a multi- legally increase its rate by more than five times level parking facility in the Northgate area. the current rate. If all of that capacity were used for debt service, the city could legally increase its This section contains a schedule of requirements annual debt service requirement by more than and a summary of requirements for all General seven(7)times the current budget amount. Obligation bonds and Contract Obligation Current policy is to maintain at least 15%of bonds. The detail information for each annual appropriated expenditures for debt individual General Obligation bond and Contract service and any associated fees as the Debt Obligation bond is found in Appendix J. In Service Fund balance at fiscal year end. The addition, the schedule of requirements and the fund is in compliance with that policy. individual detail information for all Utility Revenue bonds are also found in Appendix J. The most recent debt issues of the City of College Station have earned ratings from Moody's and Standard& Poor's: Standard & BondLType Poor's Moody's General Obligation A+ A-1 Utility Revenue A+ A-1` The Utility Revenue Bonds Series.1996 were insured subsequent to being independently rated and currently have ratings of AAA and Aaa, respectively. Revenues in the Debt Service Fund are anticipated to increase in FY 98 by 5.7%, 237 • CITY OF COLLEGE STATION DEBT SERVICE FUND • FUND SUMMARY FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 97 TO FY 98 • • BEGINNING BALANCE $ 1,867,140 $ 1,122,470 $ 1,191,368 $ 1,712,844 $ 1,712,844 REVENUES ADVALOREM TAXES,ETC. $ 4,583,665 $ 4,770,000 $ 4,770,000 $ 5,043,000 $ 5,043,000 5.72% INVESTMENT EARNINGS 147,353 160,000 210,000 164,771 164,771 2,98% OTHER 79,735 0 80,000 89,743 89,743 0.00% TRANSFERS 115,043 80,000 0 0 0 -100.00% PROCEEDS FROM LONG TERM DEBT 0 6,925,358 6,925,358 0 0 -100.00% TOTAL REVENUES $ 4,925,796 $ 11,935,358 $ 11,985,358 $ 5,297,514 $ 5,297,514 -55.61% • TOTAL FUNDS AVAILABLE $ 6,792,936 • $ 13,057,828 $ 13,176,726 $ 7,010,358 $ 7,010,358 -46.31% EXPENDITURES AND TRANSFERS ' .. GENERAL OBLIGATION BONDS $ 5,012,573 $ 3,893,429 $ 3,893,429 $ 4,326,061 $ 4,326,061 11.11% CERTIFICATES OF OBLIGATION 577,422 1,122,555 562,555 748,315 748,315 -33.34% AGENTS FFFS,OTHER COSTS 11,573 7,060,358 7,007,898 50,000 50,000 -99.29% TOTAL OPERATING EXPENSES • AND TRANSFERS $ 5,601,568 $ 12,076,342 $ 11,463,882 $ 5,124,376 $ 5,124,376 -57.57% INCREASE(DECREASE) FUND BALANCE $ (675,772) $ (140,984) $ 521,476 $ 173,138 $ 173,138 ENDING FUND BALANCE $ 1,191,368 $ 981,486 $ 1,712,844 $ 1,885,982 $ 1,885,982 • • • • 238 . . DEBT SERVICE FUND - SOURCES OF FUNDS . . . . OTHER 2%• INVEST.EARNINGS . .• 3% . .';':,/, ' ";./-/ ':" '' • * ',1 7 I/41:/#7, : „i:- ///// ;.•.4 ;-' % -,-,- ., = - . y""" '. PROP.TAX • 95% II : ,,-,-......-r .......-..., r DEBT SERVICE FUND - USES OF FUNDS . . FEES CERTIF.OF OBLIGATION 1% ., 15% %•.%.::: :tif „ % ? % % •F /4-'.1. 4 4. ., 4.4%- :',.-../ . , -/ ,. ,,A„ ,„,„/„„,,,,,,,,,,,, ,../ ,,..„, ,-., •;./..,,,,,...1 i„-_,/ I -•‘;',.,;„;,a,„„,,, :///%4„, /. , - , ,,,,, i/ ,.. ...•.- , l'E . , G.O.BONDS 84% . _ 239 DEBT SERVICE SUMMARY OF REQUIREMENTS GENERAL OBLIGATION BONDS 1997-1998 • GENERAL UTILITY FUND FUND ISSUE ASSOCIATED ASSOCIATED TOTAL • 1978-I G.O. BONDS PRINCIPAL 36,000 164,000 200,000 1978-II G.O. BONDS PRINCIPAL 150,000 150,000 1987 G.O. REFUNDING BONDS PRINCIPAL 987,915 17,085 1,005,000 1989 G.O. BONDS PRINCIPAL 225,000 225,000 1991 G.O. BONDS PRINCIPAL 225,000 225,000 1994 G.O. BONDS PRINCIPAL 400,000 400,000 1995 G.O. BONDS PRINCIPAL 100,000 100,000 • 1996 G.O. BONDS PRINCIPAL 505,000 505,000 • 1998 G.O. BONDS PRINCIPAL 0 0 TOTAL BONDS PRINCIPAL $2,628,915 $181,085 $2,810,000 1978-I G.O. BONDS INTEREST 900 4,100 5,000 1978-II G.O. BONDS INTEREST 14,135 14,135 1987 G.O. REFUNDING BONDS INTEREST 35,072 606 35,678 1989 G.O. BONDS INTEREST ?29 ��- 109,687 1991 G.O. BONDS INTEREST 119,787 119,787 • 1994 G.O. BONDS INTEREST 302,150 302,150 1995 G.O. BONDS INTEREST 263,425 263,425 1996 G.O. BONDS INTEREST 665,990 665,990 1998 G.O. BONDS INTEREST 186,000 186,000 TOTAL BONDS INTEREST $1,697,146 $4,706 $1,701,852 TOTAL BONDS $4,326,061 $185,791 $4,511,852 • • • • 240 DEBT SERVICE SCHEDULE OF REQUIREMENTS GENERAL OBLIGATION BONDS ALL SERIES �1 1°1 2 aA g� V\ TOTAL DUE PRINCIPAL EACH OUTSTANDI) ()CAL YEAR PRINCIPAL INTEREST ' FISCAL YEAR AS OF OCT. 1 FY 98 2,810,000 0,77Ol$52—i 4,511,852 31,770,000 FY 99 2,700,000 1",692,108 4,392,108 28,960,000 FY 00 2,405,000 1,436,902 3,841,902 26,260,000 FY 01 1,910,000 1,302,902 3,212,902 23,855,000 FY 02 2,010,000 1,174,490 3,184,490 21,945,000 FY 03 2,015,000 1,045,877 3,060,877 19,935,000 FY 04 2,010,000 929,127 2,939,127 17,920,000 FY 05 1,525,000 836,854 2,361,854 15,910,000 FY 06 1,305,000 761,955 2,066,955 14,385,000 FY 07 1,335,000 690,827 2,025,827 13,080,000 FY 08 1,395,000 618,376 2,013,376 11,745,000 FY 09 1,400,000 541,999 1,941,999 10,350,000 FY 10 1,455,000 465,338 1,920,338 8,950,000 FY 11 1,470,000 384,152 1,854,152 7,495,000 FY 12 1,485,000 302,504 1,787,504 6,025,000 FY 13 1,250,000 226,690 1,476,690 4,540,000 FY 14 920,000 165,902 1,085,902 3,290,000 FY 15 665,000 120,676 785,676 2,370,000 FY 16 685,000 81,163 766,163 1,705,000 FY 17 710,000 39,700 749,700 1,020,000 FY 18 310,000 9,300 319,300 310,000 5,000 000 ! .,a z f 4^`,. 0 M V 4,500,000 i,i- di F - F ., t sir F 4,000,000- ti 3,500,000 1 ' € 1 , 1 1 3,000,000- y�' 1 2,500,000- ; .: 2 - ,, 1 III INTEREST 0 2,000,000- W � ®PRINCIPAL a s 1 1,500 000 , l 1,000 000 s li , oiM 500,000 1 : < : Y 1 .' :,I;7,11' 0 FY FY FY FY FY FY FY FY FY FY FY 98 00 02 04 06 08 10 12 14 16 18 241 DEBT SERVICE SUMMARY OF REQUIREMENTS CERTIFICATES OF OBLIGATION 1997-1998 GENERAL UTILITY WPC FUND FUND TIF ISSUE ASSOCIATED ASSOCIATED ASSOCIATED TOTAL • CERTIFICATE OF OBLIGATION#8 26,200 26,200 CERTIFICATE OF OBLIGATION#11 80,000 80,000 CERTIFICATE OF OBLIGATION 1995 405,000 405,000 C.O. 1998 PARKING GARAGE 0 • C.O. 1998 CONFERENCE CENTER 0 TOTAL PRINCIPAL $485,000 $26,200 $0 $511,200 CERTIFICATE OF OBLIGATION#8 6,288 6,288 CERTIFICATE OF OBLIGATION#11 2,520 2,520 CERTIFICATE OF OBLIGATION 1995 56,795 56,795 C.O. 1998 PARKING GARAGE 204,000 (24,000) C.O. 1998 CONFERENCE CENTER 180000 180,000 TOTAL INTEREST $263,315 $6,288 $180,000 ($44._9_,_6_9_3) TOTAL $748,315 $32,488 $180,000 $960,803 • • • 242 DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation ALL SERIES TOTAL DUE PRINCIPAL EACH OUTSTANDING ISCAL YEAR PRINCIPAL INT FISCAL YEAR AS OF OCT. 1 FY 98 511,200 756,803 7,347,400 FY 99 731,200 389,660 1,120,860 6,836,200 FY 00 705,000 343,918 1,048,918 6,105,000 FY 01 300,000 315,000 615,000 5,400,000 FY 02 300,000 297,000 597,000 5,100,000 FY 03 300,000 279,000 579,000 4,800,000 FY 04 300,000 261,000 561,000 4,500,000 FY 05 300,000 243,000 543,000 4,200,000 FY 06 300,000 225,000 525,000 3,900,000 FY 07 300,000 207,000 507,000 3,600,000 FY 08 300,000 189,000 489,000 3,300,000 FY 09 300,000 171,000 471,000 3,000,000 FY 10 300,000 153,000 453,000 2,700,000 FY 11 300,000 135,000 435,000 2,400,000 FY 12 300,000 117,000 417,000 2,100,000 FY 13 300,000 99,000 399,000 1,800,000 FY 14 300,000 81,000 381,000 1,500,000 FY 15 300,000 63,000 363,000 1,200,000 FY 16 300,000 45,000 345,000 900,000 FY 17 300,000 27,000 327,000 600,000 FY 18 300,000 9,000 309,000 300,000 • ` ih < Am l- r i 1,200,000 c 4 1,000,000. , 0 'x' 1z g 49, ��,� -,eiR `K kti Es, m sc ' 4 � _ �� 10 o f i .,k t`5 5 r, £Fs5 ,t� v �e h' ix � rc t �" _�d'4 i a`-''� 1 '� 4 t. R . r t 6 T£`i fi t s 3 1. 2f ,+;a0s` ae « 0� � gs�s 600,000- ,,,,A ,,e,' % {tr "'INTEREST O a' K ®PRINCIPAL 400,000� U i S i y . - ).. a - € F e� 3 <3 i E FY FY FY FY FY FY I U FY FY FY FY FY 98 00 02 04 06 08 10 12 14 16 18 243 We're Committed To Excellence PARKING ENTERPRISE FUND The Parking Enterprise Fund was created to Expenditures are forecasted to be $65,047. This account for revenues and expenditures resulting estimate is based on the costs associated with from operation of the City's parking facilities. In maintaining and monitoring the Patricia St. FY 98 these revenues will come from the Patricia parking. lot. Included in this amount is the St. parking lot. This fund will also account for expenses, benefits, and supplies for a Parking Lot capital expenditures associated with a new Coodinator position and two full-time equivalent parking garage in the Northgate area. The funds Parking Attendant positions. for capital expenditures will be paid for out of the capital projects budget. Revenues from the Patricia St. parking lot are projected to be $140,000. This estimate results from hourly charges per parking space. 245 CITY OF COLLEGE STATION PARKING ENTERPRISE FUND FUND SUMMARY FY 96-97 FY 96-97 FY 97-98 FY 97-98 %CHANGE IN • FY 95-96 REVISED YEAR-END BASE APPROVED BUDGET FROM • ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 97 TO FY 98 BEGINNING BALANCE $ 0 $ 0 $ 0 $ 0 $ 0 • • • REVENUES PARKING REVENUES $ 0 $ 0 $ 0 $ 0 $ 140,000 N/A 4ar*sj D1a4CAiiD3 TOTAL REVENUES $ 0 $ 0 $ 0 $ 0 $ 140,000 N/A EXPENDITURES PARKING LOT $ 0 $ 0 $ 0 $ 0 $ 63,047 N/A CONTINGENCY 0 0 0 0 2,000 N/A Des $$$evice TOTAL EXPENDITURES $ 0 $ 0 $ 0 $ 0 $ 65,047 N/A INCREASE(DECREASE) IN FUND BALANCE $ 0 $ 0 $ 0 $ 0 $ 74,953 ENDING FUND BALANCE $ 0 $ 0 $ 0 $ 0 $ 76,613 • • • • • 246 PARKING ENTERPRISE FUND - SOURCES OF FUNDS ....................................................................................................... •-••••••-•-••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••---...........••••••••••••••••••••••••••••••••. ....................................... ......................,... ••••••••••••••••••••••••••.••••• ••••••••••••••••••••••••••••••••••• ------•............----------------------.......••••••••..•••.•••••••••••••••••••••-•••••••••••-••.••••••. Parking Revenues 100% --------- --------- PARKING ENTERPRISE FUND - USES OF FUNDS Contingency 6% ............................. ............................... ______„___________„ „.... " ""---- •• Parking Lot 94% 247 CITY OF COLLEGE STATION BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY • FUND SUMMARY EXPENDITURE BY DMSION REVISED ESTIMATED BASE APPROVED %CHANGE IN N iM • ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM• DIVISION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 98 • LANDFILL OPERATIONS $ 1,754,212 $ 3,170,549 $ 2,148,894 $ 1,095,151 $ 1,449,169 -54.29% /A BVSWMA ADMINISTRATION 603,661 962,666 562,506 325,735 478,315 50.31%, /A BVSWMA FUND TOTAL $ 2,357,873 $ 4,133,215 $ 2,711,400 $ 1,420,886 $ 1,927,484 -53.37% -- EXPENDITURE BY CLASSIFICATION N REVISED ESTIMATED BASE APPROVED %CHANGE IN M ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM a8 CLASSIFICATION FY 95-96 FY 96-97 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 /A ' SALARIES&BENEFITS $ 713,395 $ 785,368 $ 742,876 $ 758,884 $ 789,224 0.49% /A SUPPLIES 274,457 201,059 192,759 165,090 250,669 24.67% /A MAINTENANCE 214,844 144,940 134,457 131,950 130,236 -10.14% /A /A PROFESSIONAL SERVICES 760,862 2,476,388 1,135,858 146,525 327,710 -86.77% /A PURCHASED PROP.SERV. 141,885 109,554 97,052 112,996 148,396 35.45% /A OTHER PURCHASED SERV. 57,328 126,666 104,808 105,441 121,849 -3.80% CAPITAL OUTLAY 195,102 289,240 303,590 0 159,400 -44.89% /A BVSWMA FUND TOTAL $ 2,357,873 $ 4,133,215 $ 2,711,400 $ 1,420,886 $ 1,927,484 -53.37% PERSONNEL SUMMARY BY DIVISION REVISED BASE APPROVED %CHANGE IN d ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM DMSION FY 94-95 FY 95-96 FY 96-97 FY 97-98 FY 97-98 FY 97 TO FY 98 LANDFILL OPERATIONS 21.0 20.5 20.5 20.5 20.5 0.00% /A BVSWMA ADMINISTRATION 4.0 3.0 3.0 3.0 3.0 0.00% -fA BVSWMA FUND TOTAL 25.0 23.5 23.5 23.5 23.5 0.00% SERVICE LEVEL ADJUSTMENTS • ALL DIVISIONS Additional Communications Maintenance $ 786 LANDFILL OPERATIONS Equipment Acquisition:Pumps 32,500 Pre-Subtitle D Final Cover 136,200 Equipment Replacement: Pickups 41,500 Facility Improvements:Slab&Roof 8,700 , Minor Tool Replacement 4,665 Facility Improvements:Entrance Paving 5,400 Facility Improvements:Wash Pad 40,000 Equipment Acquisition:Used Backhoe 15,000 Equipment Acquisition:Seeder/Blower 15,200 Equipment Acquisition:Lift&Filter Crusher 5,500 Perimeter Road 33,900 BVSWMA ADMINISTRATION Household Hazardous Waste Collection 113,740 Litter Education Campaign 25,210 Master Composter Training 9,957 $ 488,258 256 • CAPITAL PROJECTS BUDGET The City of College Station develops and adopts a five financing. Any debt issued for parking facilities will be year Capital Improvements Project List, The list is repaid entirely with charges for parking. updated annually and is presented for City Council review as a part of the annual budget process. The list The other type of debt that the City will generally use consolidates all anticipated capital needs for which is revenue bonds. Revenue bonds will be issued any funding authorization exists. The list is divided into time that there is a need for financing of capital several sections depending on the services provided construction or acquisition and where the asset will and the funding source. The City operates under the reside in one or more of the City's enterprise funds: laws of the State of Texas and the City of College the enterprise funds of the City currently include Station's Home Rule Charter. Electric, Water, Wastewater, Solid Waste Collection and Drainage Utility Funds. Generally, revenue bonds The City has legal authority to issue general obligation do not require voter approval. debt only after a positive vote of the citizens. General Obligation(GO)debt is debt that obligates the City to The city anticipates issuing an estimated $6 million in repay the issue with ad valorem tax revenues. The revenue bonds in FY98. City uses GO debt for the acquisition and development of parks and recreation facilities, rights-of-way and Capital projects often result in assets that require construction of arterial streets, reconstruction of major continuing maintenance and repair. Some also reduce arterial streets, and for public buildings such as city existing maintenance and repair costs. Among the offices, libraries, swimming pools, and other general decisions and proposals that accompany capital use facilities, project recommendations is an analysis of potential ongoing costs. The City has the authority to issue $22,500,000 from an election held in March of 1995. The city has issued The 1995 bond election provided funding two bond series from that authorization totaling$10 authorization for a range of capital projects including million. It is anticipated that$6.2 million will be issued street extensions and reconstruction;parks in FY98 to continue funding capital projects. development and park land acquisition;sidewalk, bike path, and beautification projects; and a new library The City has authority, and City Council policies allow facility. The City will continue those authorized for the use of non-voter authorized debt issuance such projects in accordance with a five year CIP plan. as certificates of obligation,contract obligations, and other instruments(generally referred to as CO's). The With the bond election, citizens were told that the policy authorized by the City Council allows the City to capital projects could be accomplished without use such instruments for capital items such as the increasing the ad valorem tax rate for debt service. following: However, it was anticipated that the ad valorem tax rate could be increased to pay for expanded operations • The purchase and replacement of major in newly developed parks and the new library. It was computer systems and other technology based estimated that the effect on General Fund operations items that have useful lives of not more than 10 could require an increase in the ad valorem tax rate of years. approximately 3.5 cents per$100 valuation or more than $500,000 annually. • The purchase and replacement of major equipment items such as fire fighting equipment. Fortunately strong revenue growth and controlled • The City has developed policies and procedures expenditure growth have enabled the City to meet to provide almost all of this equipment without these increased operating expenditures in FY98 issuing debt, without raising taxes. In FY98 O&M costs from new capital projects total $332,232. These additional • The purchase of land and development of land O&M costs may be broken down as follows: for economic development uses. Library-$210,171 It is anticipated that the City will issue approximately Business Center- $36,531 $12.8 million in FY 98. Of this, $6 million will be New traffic Signals- $2,970 used to fund the construction of a convention center Wayne Smith Park- $66,427 pending voter approval.The remainder will be used to Northgate(Patricia Street Promenade)-$12,953 fund the construction of a multi-level parking garage in the Northgate area. Debt issued for the convention There are several major general government projects center will be paid from hotel taxes and tax increment planned for FY98. 257 • The new library is currently under construction and will Major utility capital projects planned in FY98 be completed in early 1998. The plan for the library include the continuation of conversion from overhead is to expand services as well as to expand the to underground distribution along major thoroughfares, collection of books available for library patrons. $3.9 million. New services and system extensions are anticipated to cost$1.03 million as new customers are Southwest Parkway and Anderson are scheduled for added. The City is planning to construct a new thoroughfare reconstruction. Construction should Customer Services Center, $2.3 million. The new • begin on Southwest Parkway in early FY98 and will facility will increase overall space, and therefore the last most of the year. Design of the Anderson total operating cost to the City. It will also free some project will also begin early FY98. The City will begin space in the existing City Hall to allow other purchasing land and designing the Kyle St. widening departments to utilize that space. and realignment in FY98. Water capital projects scheduled for FY98 include Phase 2 of the Business Park will provide entry into $570,000 for distribution system additions and the new section and will be completed in FY98. rehabilitation, and$1 million for expansion of service • to newly annexed areas on the west side of College Construction of the Lincoln/Wayne Smith Little Station along F.M. 2818 that are not currently League Complex is scheduled to begin in the late FY serviced. 97 and should be complete by Spring of 1998. The complex has a budget of$1.4 million and will include Line extensions and rehabilitation projects totaling 3 little league fields,concessions stand and parking $915,000 are planned for the FY 98 wastewater CIP lots. budget. $500,000 is budgeted to provide service to • the west side area.. Three new impact fee collection The Parks department will also begin land acquisition lines totaling $1.1 million are also scheduled for of approximately 150 acres for a regional athletic FY98. The wastewater CIP budget also provides facility. Another project will make improvements to $450,000 to address odor control at the Carter Creek • fences, bleachers and other structures at Bee Creek Treatment Plant . and Central Parks. Three drainage projects scheduled for FY 98 are all culvert and channel improvements on various areas of Bee Creek. Budgets for the projects total$1.3 • million and will be funded primarily by Drainage Utility revenue. Additional funding will be available from GO bond sales in the amount of$462,000. An additional $30,000 has been approved for drainage maintenance materials in the Drainage Utility Fund. 258 VJeteCorolated 4,40, Ito xe1�ence �o� 259 GENERAL GOVERNMENT . CAPITAL IMPROVEMENT PROJECTS • FISCAL 1997-98 THROUGH FISCAL 2001-02 • PROJECT PROJECT BUDGET ACTUAL BUDGET • NUMBER AMOUNT FY95-96 FY 96-97 BEGINNING FUND BALANCE: $ 10,436,695 $ 2,325,409 ADDITIONAL RESOURCES: GENERAL OBLIGATION BONDS 0 5,300,000 • CONTRACTUAL OBLIGATIONS 0 7,731,000 • INTERGOVERNMENTAL 0 0 • INTRAGOVERNMENTAL 0 150,000 CONTRIBUTIONS 1,012,128 0 INVESTMENT EARNINGS 450,858 200,000 OTHER 162,090 0 SUBTOTAL ADDITIONAL RESOURCES $ 1,625,076 $ 13,381,000 TOTAL RESOURCES AVAILABLE $ 12,061,771 $ 15,706,409 G.O.B. 1995 AUTH. STREET PROJECTS ANDERSON ST REHAB ST9701 1,148,000 0 130,000 GRAHAM RD UPGRADE ST9515 2,400,000 0 0 ' NORTH/SOUTH CORRIDOR TBD 1,253,000 0 0 1 GEORGE BUSH EAST ST9804 1,490,000 0 0 N.FOREST PKWY TBD 500,000 0 0 PATRICIA STREET ST9604 905,000 0 475,000 '. TARROW ST.SOUTH TBD 309,000 0 0 OVERSIZED STREETS ST9801 599,000 0 150,000 MAJOR THOR.REHAB. ST9507 512,000 312,000 200,000 SW PARKWAY REHAB ST9508 1,122,000 5,046 900,000 ROCK PRAIRIE WEST ST1021 65,000 0 65,000 UNIVERSITY OAKS REHAB ST9509 736,000 697,292 0 SUBTOTAL $ 11,039,000 $ 1,014,338 $ 1,920,000 TRAFFIC PROJECTS TRAFFIC SIGNAL ENHAN. ST9511 1,211,229 0 0 FM2818/WELLBORN SIGNAL ST9407 168,009 168,009 0 BRENTWOOD/TEXAS SIGNAL ST9501 96,151 96,151 0 HOLLEMAN/ANDERSON SIG. ST9502 88,556 88,556 0 UNIV.R.E.FIBER OPTIC ST9503 49,404 49,404 0 TEXAS AVE.FIBER OPTIC ST9505 25,000 25,000 0 PEBBLE CREEK FLASHERS ST9603 3,651 0 3,651 TIMBER FLASHERS ST9702 6,000 0 6,000 HARVEY/MALL SIGNAL ST9703 100,000 0 100,000 • • LONE STAR PAVILION SIG. ST9704 100,000 0 111,229 . 2818 SCHOOL FLASHERS ST9705 20,000 0 20,000 HARVEY/G.B.EAST SIGNAL ST9706 20,000 0 20,000 • • STREETSCAPE SIGNALS ST9707 12,000 0 12,000 $ 1,900,000 $ 427,120 $ 272,880 260 APPROVED ESTIMATED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED FY 96-97 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 $ 6,275,754 $ 5,675,265 $ 11,923,465 $ 3,392,465 $ 2,221,465 $ 2,251,465 ' 5,300,000 6,200,000 .1,,,,,, 'O 9 400,000 0 . 0 0 12,800,000 0 0 0 0 25,000 0 340,000 0 0 0 300,000 2,625,000 325,000 600,000 300,000 200,000 200,000 0 0 0 0 0 325,000 300,000 200,000 200,000 50,000 50,000 137,000 156,500 0 0 0 0 $ 6,287,000 $ 22,081,500 $ 4,765,000 $ 3,200,000 $ 350,000 $ 250,000 $ 12,562,754 $ 27,756,765 $ 16,688,465 $ 6,592,465 $ 2,571,465 $ 2,501,465 0 550,000 598,000 0 0 0 O 250,000 2,150,000 0 0 0 O 0 125,000 1,128,000 0 0 O 600,000 100,000 790,000 0 0 O 0 0 500,000 0 0 430,000 475,000 0 0 0 0 O 0 0 309,000 0 0 150,000 145,000 155,000 149,000 0 0 200,000 0 0 0 0 0 200,000 916,954 0 0 0 0 65,000 0 0 0 0 0 31,034 0 0 0 0 0 $ 1,076,034 $ 2,936,954 $ 3,128,000 $ 2,876,000 $ 0 $ 0 O 380,000 440,000 380,000 O 0 0 0 0 0 O 0 0 0 0 0 O 0 0 0 0 0 O 0 0 0 0 0 O 0 0 0 0 0 3,651 0 0 0 0 0 6,000 0 0 0 0 0 100,000 0 0 0 0 0 111,229 0 0 0 0 0 20,000 0 0 0 0 0 20,000 0 0 0 0 0 12,000 0 0 0 0 0 $ 272,880 $ 380,000 $ 440,000 $ 380,000 $ 0 $ 0 . L2 ° 261 GENERAL GOVERNMENT CAPITAL IMPROVEMENT PROJECTS FISCAL 1997-98 THROUGH FISCAL 2001-02 PROJECT ' PROJECT BUDGET ACTUAL BUDGET ' . NUMBER AMOUNT FY95-96 FY 96-97 , SIDEWALKS,TRAILS&N.GATE • MISC SIDEWALKS&TRAILS ST9510 830,000 0 170,000 BRANDON HEIGHTS GATEWAY ST9708 5,200 0 5,200 95/96 ANNUAL SIDEWALKS ST9709 180,000 0 180,000 NEIGHBORHOOD/STREEETSCAPE ST9802 54,800 0 14,800 MISC.BIKE TRAILS ST9803 180,000 0 0 $ 1,250,000 $ 0 $ 370,000 DRAINAGE PROJECTS MISC.DRAINAGE SD9505 1,070,000 1,491 30,000 • •• ANDERSON/PINERIDGE DRNG. SD9601 231,500 22,941 208,559 • • BEE CREEK DRNG.PH.II SD9702 503,500 0 503,500 $ 1,805,000 $ 24,432 $ 742,059 PUBLIC FACILITIES • NEW LIBRARY GG9502 2,635,000 541,723 1,300,000 RELOC.STATION#1 GG9504 935,000 1,376 935,000 PUBLIC LAND PURCHASE GG9503 324,000 319,439 0 • FACILITIES MAINT.BLDG. GG9302 106,000 0 106,000 $ 4,000,000 $ 862,538 $ 2,341,000 PARK PROJECTS • PEBBLE CREEK PARK DEV. PK9504 200,000 175,934 0 BEE CREEK/CENTRAL UPGRADE PK9801 200,000 0 0 ' LINCOLN/WAYNE SMITH IMP. PK9505 1,230,000 25,558 1,160,000 ATHLETIC PARK ACQUISITION PK9802 1,500,000 0 0 • $ 3,130,000 $ 201,492 $ 1,160,000 TOTAL 1995 G.O.B.AUTH. $ 23,124,000 $ 2,529,920 $ 6,805,939 • PRIOR G.O.B./C.O.AUTHORIZATIONS ' * ROCK PRAIRIE W. ST1021 377,279 0 87,136 G.BUSH WIDENING ST9512 78,000 40,000 38,000 ARNOLD RD. ST9601 296,415 143,615 152,800 TEXAS AVE WIDENING ST9408 771,209 751,409 38,800 BIKE LOOP ST9409 269,600 3,241 130,000 LEMONTREE RESTROOMS PK9314 30,477 5,156 0 EASTGATE PARK IMPR. PK9308 60,000 2,610 0 AS400 ENHANCEMENT TBD 100,000 0 0 . CONVENTION CENTER GG9701 6,000,000 3,000 5,997,000 $ 7,982,980 $ 949,031 $ 6,443,736 NORTHGATE REVITILIZATION FUND • NORTHGATE LAND PURCH. GG9506 800,000 542,000 0 • • NORTHGATE PARKING LOT GG9702 150,000 0 150,000 $ 950,000 $ 542,000 $ 150,000 262 APPROVED ESTIMATED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED FY 96-97 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 170,000 150,000 220,000 290,000 0. 0 5,200 0 0 0 0 0 180,000 0 0 0 0 0 14,800 20,000 20,000 0 0 0 O 180,000 0 0 0 0 $ 370,000 $ 350,000 $ 240,000 $ 290,000 $ 0 $ 0 28,509 462,000 733,000 725,000 0 0 208,559 0 0 0 0 0 O 503,500 0 0 0 0 $ 237,068 $ 965,500 $ 733,000 $ 725,000 $ 0 $ 0 1,130,000 963,277 0 0 0 0 1,032,000 0 0 0 0 0 • O 0 0 0 0 0 106,000 106,000 0 0 0 0 $ 2,268,000 $ 1,069,277 $ 0 $ 0 $ 0 $ 0 23,501 0 0 0 0 0 O 200,000 0 0 0 0 1,204,442 0 0 0 0 0 O 1,500,000 0 0 0 0 $ 1,227,943 $ 1,700,000 $ 0 $ 0 $ 0 $ 0 $ 5,451,925 $ 7,401,731 $ 4,541,000 $ 4,271,000 $ 0 $ 0 87,136 0 0 0 0 0 38,000 0 0 0 0 0 152,000 0 0 0 0 0 19,000 0 0 0 0 0 130,000 136,159 0 0 0 0 O 25,321 0 0 0 0 O 0 60,000 0 0 0 O 100,000 0 0 0 0 7,000 2,000,000 3,993,000 0 0 0 $ 433,136 $ 2,261,480 $ 4,053,000 $ 0 $ 0 $ 0 258,000 0 0 0 0 0 150,000 0 0 0 0 0 $ 408,000 $ 0 $ 0 $ 0 $ 0 $ 0 263 • GENERAL GOVERNMENT CAPITAL IMPROVEMENT PROJECTS FISCAL 1997-98 THROUGH FISCAL 2001-02 PROJECT PROJECT BUDGET ACTUAL BUDGET • NUMBER AMOUNT FY95-96 FY 96-97 WOLF PEN CREEK T.I.F. FUND WPC SILT STUDY GG9704 35,000 0 35,000 FUTURE WPC PROJECTS TBD 102,000 0 102,000 • $ 137,000 $ 0 $ 137,000 PARKLAND DEDICATION FUND EDELWEISS PARK LANDSCAPING PK9707 25,000 0 0 WOODWAY PARK PK9803 310,000 0 0 • EDELWEISS PARK PK9804 55,000 0 0 ' RICHARD CARTER AREA LIGHTS PK9805 9,000 0 0 ZONE 10 PARK PK9806 34,000 0 0 • $ 433,000 $ 0 $ 0 ' BUSINESS PARK FUND BUSINESS PARK PH.I GG9306 �.^_1,518,542 674,036 0 BUSINESS PARK LANDSCAPE GG9507 927,750 757,142 0 NATURAL GAS SYSTEM GG9501 83,888 83,888 0 BUSINESS PARK PHASE II GG9705 ,-1,500;0Q0 0 0 $; 4,030,180 ' $ 1,515,066 $ 0 GENERAL OR REPLACEMENT FUND TEEN CENTER PK9807 300,000 0 0 PUB.SAFETY SOFTWARE TBD 500,000 0 0 AS 400 ENHANCEMENT 2000 TBD 25,000 0 0 PUBLIC SAFETY MDT C09604 743,000 0 300,000 ' 2 CUST.INFO SYS.II UB9701 700,000 0 0 $ 1,968,000 $ 0 $ 300,000 FUTURE C.O.s 3 COLL.MAIN PARKING GARAGE TBD $ 6,810,000 $ 0 $ 0 GENERAL&ADMIN.CHARGES $ 250,000 $ 160,000 TOTAL EXPENDITURES $ 5,786,017 $ 13,996,675 ENDING FUND BALANCE: $ 6,275,754 $ 1,709,734 Note 1-George Bush East includes$340,000 grant,$600,000 thoroughfare funds and$550,000 GOB. Note 2-Customer Info.System II currently has funding of$425,000. The remaining$275,000 is unfunded. Note 3-certificates of obligation with debt service paid from parking revenues. , • 264 APPROVED ESTIMATED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED FY 96-97 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 18,000 0 0 0 0 0 O 156,500 0 0 0. 0 $ 18,000 $ 156,500 $ 0 $ 0 $ 0 $ 0 25,000 0 0 0 0 0 O 83,000 227,000 0 0 0 O 55,000 0 0 0 0 0 9,000 0 0 0 0 O 34,000 0 0 0 0 $ 25,000 $0 $ 181,000 $ 227,000 $ 0 $0 $ 0 $ 0 60,000 0 0 0 0 0 170,428 0 0 0 0 0 O 0 0 0 0 0 56,000 1,444,000 0 0 0 0 $ 286,428 $ 1,444,000 $ 0 $ 0 $ 0 $ 0 O 300,000 0 0 0 0 O 0 0 0 300,000 200,000 O 25,000 0 0 0 0 30,000 513,000 200,000 0 0 0 75,000 300,000 325,000 0 0 0 $ 105,000 $ 838,000 $ 525,000 $ 0 $ 300,000 $ 200,000 i $ 0 $ 3,000,000 $ 3,810,000 $ 0 $ 0 $ 0 $ 160,000 $ 281,589 $ 140,000 $ 100,000 $ 20,000 $ 15,000 $ 6,887,489 $ 15,564,300 $ 13,296,000 $ 4,371,000 $ 320,000 $ 215,000 $ 5,675,265 $ 12,192,465 $ 3,661,465 $ 2,490,465 $ 2,520,465 $ 2,555,465 265 • ELECTRIC SERVICE . CAPITAL IMPROVEMENT PROJECTS FISCAL 1997-98 THROUGH FISCAL 2001-02 PROJECT • • PROJECT BUDGET ACTUAL BUDGET ESTIMATED NUMBER AMOUNT FY95-96 FY 96-97 FY 96-97 BEGINNING FUND BALANCE: $ 3,450,206 $ -438,982 $ 683,114 • ADDITIONAL RESOURCES: UTILITY REVENUE BONDS $ 0 $ 3,700,000 $ 3,500,000 • INTEREST ON INVESTMENTS 57,211 150,000 150,000 EXPENDITURES FROM OPERATIONS 1,313,219 5,645,000 1,663,000 SUBTOTAL ADDITIONAL RESOURCES $ 1,370,430 $ 9,495,000 $ 5,313,000 TOTAL RESOURCES AVAILABLE $ 4,820,636 $ 9,056,018 $ 5,996,114 CAPITAL PROJECTS: NEW SERVICES&SYSTEM EXT. ED0980 $ ANNUAL $ 899,834 1,244,000 1,244,000 RES.STREET LIGHTING • ED0981 ANNUAL 53,864 140,000 140,000 THOR.STREET LIGHTING * ED0982 ANNUAL 263,350 260,000 260,000 UNDERGROUND CAPACITY IMP. • ED0985 ANNUAL 0 0 0 • SYSTEM IMPROVEMENTS ED0984 ANNUAL 0 0 0 COMMUNITY ENHANCEMENT ' ED0983 ANNUAL 0 0 0 USC IMPROVEMENTS EP0980 ANNUAL 0 0 0 SCADA EP9801 ANNUAL 6,108 25,000 0 SUBSTATION ADDITIONS ET9800 ANNUAL 19,886 285,000 50,000 CIS BUILDING • ME9601 2,325,000 9,942 1,445,000 340,000 • FIBER OPTIC LOOP** • ME9701 1,600,000 0 500,000 50,000 WORK ORDER SYSTEM TBD 145,000 0 0 0 BUSINESS PARK ELEC.SERVICE ED1003 1,360,000 0 400,000 183,000 NORTHGATE URD CONVERSION • EU9701 300,000 0 500,000 165,000 ' NORTHGATE SUBSTATION TBD 1,800,000 0 0 0 THIRD TRANSMISSION LINE TBD 4,000,000 0 0 0 SCHED.THOR.URD ' ED0973 ANNUAL 0 410,000 200,000 WELSH SOUTH URD • EU9702 710,000 0 710,000 50,000 TEXAS AVE LIGHTING • EL9701 58,000 0 58,000 58,000 TEXAS AVE URD • EL9408 500,000 8,003 500,000 100,000 SW PKWY URD • EU9604 1,100,000 0 1,100,000 300,000 CLOSED PROJECTS 2,751,535 0 0 GENERAL AND ADMINISTRATIVE 125,000 154,400 154,400 • TOTAL EXPENSES $ 11,530,000 $ 4,137,522 $ 7,731,400 $ 3,294,400 ENDING FUND BALANCE: $ 683,114 $ 1,324,618 $ 2,701,714 Note: "The Fiber Optic Loop will receive$600,000 from other future source. Note:"'"Projects are funded by operating revenues versus bonds. • 266 APPROVED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 $ 2,701,714 $ 2,042,333 $ 611,333 $ 243,333 $ 722,333 $ 1,000,000 $ 1,000,000 $ 3,000,000 $ 4,000,000 $ 3,300,000 130,000 100,000 100,000 100,000 100,000 6,377,058 2,620,000 2,035,000 1,900,000 1,860,000 $ 7,507,058 $ 3,720,000 $ 5,135,000 $ 6,000,000 $ 5,260,000 $ 10,208,772 $ 5,762,333 $ 5,746,333 $ 6,243,333 $ 5,982,333 775,000 825,000 875,000 925,000 1,063,000 75,000 80,000 85,000 90,000 100,000 285,000 295,000 300,000 310,000 260,000 616,000 510,000 500,000 500,000 500,000 252,000 471,000 473,000 486,000 500,000 1,086,000 1,335,000 1,000,000 1,000,000 1,000,000 25,000 25,000 25,000 25,000 25,000 94,000 0 25,000 25,000 25,000 75,000 75,000 75,000 75,000 75,000 1,975,058 0 0 0 0 400,000 400,000 150,000 0 0 O 0 0 50,000 95,000 372,000 805,000 0 0 0 80,000 55,000 0 0 0 O 50,000 1,750,000 0 0 20,000 50,000 70,000 1,860,000 2,000,000 O 0 0 0 0 660,000 0 0 0 0 0 0 0 0 0 400,000 0 0 0 0 800,000 0 0 0 0 O 0 0 0 0 176,381 175,000 175,000 175,000 175,000 $ 8,166,439 $ 5,151,000 $ 5,503,000 $ 5,521,000 $ 5,818,000 $ 2,042,333 $ 611,333 $ 243,333 $ 722,333 $ 164,333 267 • WATER SERVICE CAPITAL IMPROVEMENTS PROJECTS • FISCAL 1997-98 THROUGH FISCAL 2001-02 PROJECT • PROJECT BUDGET ACTUAL BUDGET NUMBER AMOUNT FY 95-96 FY 96-97 BEGINNING FUND BALANCE: $ 2,059,867 $ 164,673 ADDITIONAL RESOURCES: UTILITY REVENUE BONDS $ 0 $ 3,200,000 • INTEREST ON INVESTMENTS 83,949 75,000 TRANSFERS FROM OPERATIONS 0 0 SUBTOTAL ADDITIONAL RESOURCES $ 83,949 $ 3,275,000 TOTAL RESOURCES AVAILABLE $ 2,143,816 $ 3,439,673 OVERSIZED LINES WT9800 $ ANNUAL $ 0 $ 42,125 , LACOUR OVERSIZE WATERLINE WT9704 7,875 0 7,875 SEBESTA RD,W FRONTAGE LINE WT1001 450,000 1,381 0 DISTRIBUTION SYSTEM REHAB. WT9801 ANNUAL 10,158 1,090,000 WELL#5 AND LINE WT1017 1,800,000 1,473,146 0 MUNSON/HOLT REHAB. WT9702 337,500 0 337,500 • EASTGATE WATER REHAB WT9802 120,000 0 0 SCADA WT1016 ANNUAL 10,158 25,000 • ' TEXAS AVE.WATER VALVE WT9701 55,000 0 55,000 #1 HIGH SERVICE PUMP WT1018 500,000 0 500,000 WESTSIDE WATER SERVICES WT9703 1,000,000 0 1,000,000 TEXAS AVE.RELOCATION SOUTH WT9804 950,000 0 0 • . NORTHGATE REHAB.PHASE I WT9805 500,000 0 0 COOLING TOWERS WT9806 1,850,000 0 0 SOUTHGATE WATER REHAB. TBD 200,000 0 0 NEW WATER TRANSMISSION TBD 2,000,000 0 0 PATRICIA WATER REHAB TBD 43,000 0 0 SANDY POINT PUMP#3 WT9501 185,000 0 152,500 CLOSED PROJECTS 11,089 0 GENERAL AND ADMINISTRATIVE 23,900 42,200 TOTAL EXPENDITURES $ 9,998,375 $ 1,529,832 $ 3,252,200 • ENDING FUND BALANCE: $ 613,984 $ 187,473 • 268 APPROVED ESTIMATED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED FY 96-97 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 $ 613,984 $ 1,967,928 $ 988,046 $ 3,046 $ 208,046 $ 158,046 $ 3,200,000 $ 0 $ 0 $ 0 $ 0 $ 1,200,000 90,000 90,000 85,000 50,000 50,000 70,000 O 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 $ 3,290,000 $ 1,090,000 $ 1,085,000 $ 1,050,000 $ 1,050,000 $ 2,270,000 $ 3,903,984 $ 3,057,928 $ 2,073,046 $ 1,053,046 $ 1,258,046 $ 2,428,046 $ 42,125 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 7,875 0 0 0 0 0 O 0 0 0 0 0 500,000 250,000 250,000 250,000 250,000 250,000 230,856 0 0 0 0 0 337,500 0 0 0 0 0 O 120,000 0 0 0 0 25,000 25,000 0 0 0 0 55,000 0 0 0 0 0 500,000 0 0 0 0 0 0 1,000,000 0 0 0 0 O 200,000 0 500,000 250,000 0 O 200,000 0 0 300,000 0 O 150,000 1,700,000 0 0 0 O 0 0 0 200,000 0 O 0 0 0 0 2,000,000 43,000 0 0 0 0 0 152,500 0 0 0 0 0 O 0 0 0 0 0 42,200 74,882 70,000 45,000 50,000 75,000 $ 1,936,056 $ 2,069,882 $ 2,070,000 $ 845,000 $ 1,100,000 $ 2,375,000 $ 1,967,928 $ 988,046 $ 3,046 $ 208,046 $ 158,046 $ 53,046 269 WASTEWATER SERVICE . CAPITAL IMPROVEMENTS PROJECTS FISCAL 1997-98 THROUGH FISCAL 2001-02 • PROJECT PROJECT BUDGET ACTUAL BUDGET •, NUMBER AMOUNT FY95-96 FY 96-97 BEGINNING FUND BALANCE: $ 6,847,151 1,909,228 ADDITIONAL RESOURCES: UTILITY REVENUE BONDS $ 0 500,000 INTEREST ON INVESTMENTS 122,971 200,000 TRANSFERS FROM OPERATIONS 0 0 SUBTOTAL ADDITIONAL RESOURCES $ 122,971 $ 700,000 TOTAL RESOURCES AVAILABLE $ 6,970,122 $ 2,609,228 COI I FCTION SYSTEM REHAB. SS9800 ANNUAL 0 114,000 OVERSIZE PARTICIPATION SS9801 ANNUAL 3,584 50,000 BEE CREEK PHASE II SS9705 646,000 0 646,000 • EASTGATE COI I FC.REHAB.II SS9602 535,000 0 535,000 SCADA SS1011 ANNUAL 32,387 50,000 GRAHAM RD.EXT.PHASE I SS1014 300,000 301,857 25,000 . GRAHAM RD.EXT.PHASE II SS9802 138,000 0 0 GRAHAM RD.EXT.PHASE III TBD 152,000 0 0 • CHRISTINE LANE UPGRADE 1 SS9701 500,000 0 50,000 • EASTGATE RES.REHAB.PH.III SS9704 545,000 0 5,000 . HENSEL LIFT STATION REHAB. TBD 400,000 0 0 • SLUDGE HANDLING SS9803 275,000 0 0 • NORTHGATE REHAB PH.I SS9804 1,700,000 0 0 ' TX.AVE.S.WIDENING SEWER TBD 1,500,000 0 0 WESTSIDE SEWER SERVICE SS9702 550,000 0 50,000 NORTHEAST TRUNK EXPAN. SS9805 25,000 0 0 LICK CREEK TRUNK SS9806 900,000 0 0 PATRICIA ST REHAB 2 ST9604 75,100 0 0 LICK CREEK PLANTEXPAN. SS9806 6,000,000 0 0 SOUTHGATE REHAB.PH.I TBD 150,000 0 0 • FOXFIRE SEWER SS9807 400,000 0 0 NANTUCKET SEWER LINE 3 SS9808 396,000 0 396,000 CREAGER/PEBBLE MIL I S SL 3 SS9809 720,000 0 0 ODOR CONTROL SS9810 450,000 0 0 CLOSED PROJECTS 4,235,849 0 GENERAL AND ADMINISTRATIVE 23,900 66,840 $ 16,357,100 $ 4,597,577 $ 1,987,840 ENDING FUND BALANCE: $ 2,372,545 $ 621,388 Notes: • 1) Line capacity will be insufficient with potential multi-family developments. • 2) Patricia Street funding is from the FY97 Collection Rehab.funds. . 3) These projects will be reimbursed by impact fees. 270 APPROVED ESTIMATED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED FY 96-97 FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02 $ 4,597,577 $ 4,736,637 $ 39,398 $ 127,398 $ 266,398 $ 355,398 $ 500,000 $ 700,000 $ 3,300,000 3,800,000 2,600,000 2,500,000 100,000 142,000 90,000 90,000 90,000 90,000 O 0 0 0 0 0 $ 600,000 $ 842,000 $ 3,390,000 $ 3,890,000 $ 2,690,000 $ 2,590,000 $ 5,197,577 $ 5,578,637 $ 3,429,398 $ 4,017,398 $ 2,956,398 $ 2,945,398 114,000 250,000 250,000 250,000 250,000 250,000 50,000 50,000 50,000 50,000 50,000 50,000 O 646,000 0 0 0 0 • O 535,000 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 0 • 0 25,000 113,000 0 0 0 0 0 25,000 127,000 0 0 50,000 450,000 0 0 0 0 5,000 540,000 0 0 0 0 O 0 150,000 250,000 0 0 • 0 275,000 0 0 0 0 O 100,000 150,000 0 450,000 1,000,000 O 0 200,000 0 300,000 1,000,000 50,000 500,000 0 0 0 0 O 25,000 0 0 0 0 0 100,000 800,000 0 0 0 75,100 0 0 0 0 0 O 0 1,500,000 3,000,000 1,500,000 0 O 0 0 0 0 150,000 O 400,000 0 0 0 0 • O 396,000 0 0 0 0 O 720,000 0 0 0 0 O 450,000 0 0 0 0 O 0 0 0 0 0 66,840 77,239 64,000 74,000 51,000 50,000 $ 460,940 $ 5,539,239 $ 3,302,000 $ 3,751,000 $ 2,601,000 $ 2,500,000 $ 4,736,637 $ 39,398 $ 127,398 $ 266,398 $ 355,398 $ 445,398 • 271 • DRAINAGE UTILITY CAPITAL IMPROVEMENTS PROJECTS FISCAL 1997-98 THROUGH FISCAL 2001-02 PROJECT PROJECT BUDGET BUDGET ESTIMATED BUDGET NUMBER AMOUNT FY 96-97 FY 96-97 FY 97-98 BEGINNING FUND BALANCE: $ 0 $ 0 $ 186,500 ADDITIONAL RESOURCES: UTILITY REVENUES $ 750,000 $ 835,000 $ 852,000 INTEREST ON INVESTMENTS 20,000 10,000 40,000 BOND PROCEEDS 0 0 462,000 SUBTOTAL ADDITIONAL RESOURCES $ 770,000 $ 845,000 $ 1,354,000 TOTAL RESOURCES AVAILABLE $ 770,000 $ 845,000 $ 1,540,500 CAPITAL PROJECTS: BEECREEK DRAINAGE 96 SD9701 633,500 633,500 633,500 0 BEECREEK PH II(SEE GOB 136 ALSO) SD9702 96,500 96,500 0 96,500 BEE CREEK-CH IMP TX TO SW PKWY SD9802 1,000,000 70,000 0 1,000,000 BEE CREEK B-BEE CREEK TO SOUTHWOOD SD9803 250,000 0 0 250,000 BEE CREEK A-CH IMP TX TO HGWY 6 NEW 700,000 0 0 0 BEE CREEK B-SOUTHWOOD BRIDGE NEW 50,000 0 0 0 BEE CREEK B-SOUTHWOOD TO 2818 NEW 700,000 0 0 WPC-CH IMP TX TO TRIB B NEW 400,000 0 0 0 WPC-CH IMP TRIB A TO TRIB B NEW 800,000 0 0 0 BEE CREEK A TX TO LONGMIRE NEW 300,000 0 0 0 DRAINAGE MAINTENANCE MATERIALS 0 0 30,000 GENERAL&ADMIN. 25,000 25,000 25,000 CONTINGENCY 25,000 0 0 $4,930,000 $850,000 $658,500 $1,401,500 ENDING FUND BALANCE: $ (80,000) $ 186,500 $ 139,000 • 272 • PROJECTED PROJECTED PROJECTED PROJECTED • FY 98-99 FY 99-00 FY 00-01 FY 01-02 $ 139,000 $ 891,000 $ 1,192,000 $ 1,399,000 $ 869,000 $ 886,000 $ 904,000 $ 922,000 30,000 60,000 78,000 120,000 733,000 725,000 0 0 $ 1,632,000 $ 1,671,000 $ 982,000 $ 1,042,000 $ 1,771,000 $ 2,562,000 $ 2,174,000 $ 2,441,000 O 0 0 0 O 0 0 0 O 0 0 0 0 0 0 0 105,000 595,000 0 0 50,000 0 0 0 700,000 0 0 0 0 400,000 0 0 O 350,000 450,000 0 O 0 300,000 0 O 0 0 0 25,000 25,000 25,000 0 O 0 0 0 $880,000 $1,370,000 $775,000 $0 $ 891,000 $ 1,192,000 $ 1,399,000 $ 2,441,000 273 We're Committed ‘ r To Excellence 274 ORDINANCE NO. _2266 AN ORDINANCE ADOPTING A BUDGET FOR THE 1997-98 FISCAL YEAR AND AUTHORIZING EXPENDITURES AS THEREIN PROVIDED. WHEREAS, a proposed budget for the fiscal year October 1, 1997 to September 30, 1998, was prepared and presented to the City Council and a public hearing held thereon as proscribed by law and the Charter of The City of College Station, Texas, notice of said hearing having first been duly given; WHEREAS, the City Council has reviewed and amended the proposed budget and changes as approved by the City Council have been identified and their effect included in the budget; NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION, TEXAS: PART 1: That the aforesaid proposed budget as amended by the City Council of the City of College, which is made a part hereof to the same extent as if set forth at length herein, is hereby adopted, and a copy of which is on file in the Office of the City Secretary in College Station, Texas; and PART 2: That authorization is hereby granted for the expenditure of the same under the respective items contained in said budget with the approved fiscal procedures of the City. PART 3: That the City Manager and his authorized and designated employees, at his discretion, be, and are hereby, authorized to sign or release easements, permits, • licenses, and change orders; to sign documents authorizing the payment of funds, and to expend public for expenditures that are exempt from the Purchasing and Contracting Authority of Municipalities, Chapter 252 of the Texas Local Government Code unless • otherwise authorized by the City Council; to settle paving assessment, weed moving, demolition, and other disputes based on legal questions of whether the assessments are enforceable or other extenuating circumstances. The intend of this section is to provide the ability to conduct daily affairs of the City which involves numerous decisions of a routine nature. PART 4: That the City Council hereby approves grants and contracts that are set out by this budget and authorizes the City Manager and his authorized and designated employees, at his discretion, to sign said federal, state, and other such grant and contract documents on behalf of the City. The funds for said contracts, agreements, and purchases are hereby approved and appropriated. The intent of this section is to approved and simplify the grant process and approve expenditures that are exempt from the Purchasing and Contracting Authority of Municipalities, Chapter 252 of the Local Government Code. A-1 PART 5: That the City Manager and his authorized and designated employees, at his discretion, be, and are hereby, authorized to provide for transfers of any unexpended or unencumbered appropriation balance within each of the various departments in the ' General Fund and within any other fund of the City in accordance with Section 60.4 of the Charter of the City of College Station and to authorize transfers of Contingent Appropriations within a fund up to an amount equal to expenditures that are exempt from the Purchasing and Contracting Authority of Municipalities, Chapter 252 of the Texas Local Government Code unless otherwise authorized by the City Council. The intend of this section is to provide the ability to conduct daily affairs of the City which involves numerous decisions of a routine nature. PASSED AND APPROVED THIS 11th DAY OF SEPTEMBER, 1C97. APPROVED: • Lynrglaney, Mayor d' ATTEST: aznit.t:e 14_6.px_ Connie Hooks, City Secretary A-2 ORDINANCE NO. 2267 AN ORDINANCE LEVYING THE AD VALOREM TAXES FOR THE USE AND SUPPORT OF THE MUNICIPAL GOVERNMENT OF THE CITY OF COLLEGE STATION, TEXAS, AND PROVIDING FOR THE GENERAL DEBT SERVICE FUND FOR THE YEAR 1997- 98 AND APPORTIONING EACH LEVY FOR THE SPECIFIC PURPOSES. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION, TEXAS: SECTION 1. That there is hereby levied and there shall be collected for the use and support of the municipal government of the City of College station, Texas, and to provide General Debt Service Fund for the 1997-98 fiscal year upon all property, real, personal and mixed within the corporate limits of said city subject to taxation, a tax of forty-two and ninety-three hundredths cents ($0.4293)on each one hundred dollar($100.00)valuation of property, and said tax being so levied and apportioned to the specific purpose herein set forth: 1. For the maintenance and support of the general government (General Fund), fifteen and sixteen-one hundredths cents ($0.1516)on each one hundred dollar($100.00)valuation of property; and 2. For the General Debt Service Fund, twenty seven and seventy- seven one hundredths cents($0.2777)on each one hundred dollars($100.00)valuation of property to be used for principal and interest payments on bonds and other obligations of the fund. SECTION II. All moneys collected under this ordinance for the specific items therein named, shall be and the same are hereby appropriated and set apart for the specific purpose indicated in each item and the Assessor and Collector of Taxes and the Executive Director of Finance shall keep these accounts so as to readily and distinctly show the amount collected, the amounts expended and the amount on hand at any time, belonging to such funds. It is hereby made the duty of the Tax Assessor and Collector to deliver at the time of depositing any money, a statement should be made showing from what source received. SECTION III. That this ordinance shall take effect and be in force from and after its passage. PASSED AND APPROVED THIS 11th DAY OF SEPTEMBER, 1997. APPROVED: 1.Viu c., Lynn cllhaney, Mayor T: (IIES Connie Hooks, City Secretary A-3 weteCotart'itted • 444% 41111/01„,r 'Tof,Ittce1\ence SERVICE LEVEL ADJUSTMENTS -APPROVED FUND DEPARTMENT DESCRIPTION AMOUNT GENERAL FUND Category 1-Mandated Cost Increases Mandated cost Economic Development Landscape and Building maint.on Business Center t 36,531 Mandated cost Public Works 0&M costs for new traffic signals 2,970 Mandated cost Fire Increased Fire clothing maintenance costs 4,950 Mandated cost Parks&Recreation Landscape maintenance on Library 2 13,068 Mandated cost Library Building maintenance on New Library 2 15,176 • Mandated cost Parks&Recreation Increased maintenance at Wayne Smith Complex 66,427 Mandated cost Library Extra funds to operate new library facility 181,927 Mandated cost Police 1-T Battery analyzer to increase life of MTS-2000 batt. 2,475 Vision Statement#3 Public Works Increased janitorial service contract price 4,253 Mandated cost Office of Tech.&Info.Svs. 1-T Testing of upgrades,part of Year 2000 project 91,100 418,877 Total(all funds)Maintenance on Business Center is$36,531 2 Total O&M on Library is$210,171 Category 11 Strategic Issue Related SLAB Issue#2 Office of Tech.&Info.Svs. 1-T Software to automate the Dev.Svs.process 58,410 Issue#2 Public Works 1-T 3 lap top computer for engineering inspection staff 3,861 Issue#7 Public Works 1-T Drainage System Inventory-Database entry 5,000 Issue#11 Parks&Recreation 1-T Replace existing 4x8 stage for use around city 7,969 Issue#22 Parks&Recreation Bid out Concessions operations (55,112) Issue#16 Public Relations Advertise City Council Agenda in the Eagle 3,069 Issue#1 Public Works 1-T Creek&R.O.W.mowing equipment tF 73,045 Issue#16 Public Relations Videotape and broadcast City Council Meetings 11,880 Issue#20 Economic/Community Dev. 1-T Retail Market Strategy Consultant 18,315 Issue#34 Development Services 1-T Phase 3 of Banner project 13,860 140,297 Category III Vision Statement Related SLAs Vision Statement#1 Public Works 1-T Traffic signal maintenance vehicle upgrade V 10,013 Vision Statement#3 Public Works 1-T Drainage Maintenance materials 29,700 Vision Statement#1 Public Works 1-T Sign post driver replacement 2,475 Vision Statement#2 Office of Tech.&Info.Svs. 1-T Upgrade of network hardware and software(fault tolerant 113,178 Vision Statement#3 Parks&Recreation 1-T, Two out-front mowers 20,592 Vision Statement#3 Fire 1-T Life pak 10c,upgrade of 2 lOs's,upgrade of AED's 13,340 • Vision Statement#3 Fire 1-T Hydraulic rescue equipment and tools 19,998 Vision Statement#3 Fire Maint.of vaccination and titer testing program 1,980 Vision Statement#2 Fire Increase parking enforcement position to 40 hrs 6,090 Vision Statement#1 Fire 1-T 3 new masks and airpacks to serve as backup 4,816 Vision Statement#2 Public Works I-T Traffic Calming projects 19,800 Vision Statement#3 Parks&Recreation Replacement cost and maintenance for CDBG van✓ 5,040 Vision Statement#3 Police Patrol audio/video equipment 21,285 Vision Statement#3 Police 1-T Net Amt spent for Law Enforcement Block Grant 3,748 Vision Statement#1 Municipal Court Teen Court Program 48,737 Vision Statement#2 Public Works 1-T Pavement markings 9,900 Vision Statement#2 Parks&Recreation 1-T Engineering fee for Adamson Lagoon repair 39,600 Vision Statement#3 Parks&Recreation 1-T Upgrade for Lincoln Ctr.replacement vehicle✓ 6,713 Vision Statement#3 Police 3 police officers for use in Patrol Division 165,051 Vision Statement#3 Police Public Safety Officer expansion 61,424 Vision Statement#3 Police 1-T Construct aluminum awning for evidence area 14,652 Vision Statement#3 Police 1-T Addition of furniture items for evidence and records 6,276 • Vision Statement#5 Office of Tech.&Info.Svs. 1-T High resolution photographs of City 5,445 $629,853 . Category IV Other SLAs Vision Statement#5 All Departments in the General Fund Additional Communications Maintenance 29,480 General Fund Total $1,218,507 1-T=one time cost B-1 SERVICE LEVEL ADJUSTMENTS -APPROVED FUND DEPARTMENT DESCRIPTION AMOUNT ELECTRIC FUND • Category III Vision Statement Related SLAs Vision Statement#3 Technical services 1-T Electrical safety equipment 8,000 • • Vision Statement#3 Technical Services 1-T Electrical safety training model 10,000 Vision Statement#5 Meter Services 1-T Electrical meter gang tester 70,000 Vision Statement#5 Substation 1-T Contact resistance tester 3,800 Vision Statement#7 Metering FT Replace 3 voltage recording analyzers 15,000 • Vision Statement#5 Metering 1-T Replace Police department UPS 14,300 121,100 Category IV Other SLA's Vision Statement#5 All Departments in the Electric Fund Additional Communications Maintenance 4,263 Electric Fund Total $125,363 • • WATER FUND Category III Vision Statement Related SLAs Vision Statement#5 Water Distribution 1-T Hydroblast,weld,repair and paint Texas Ave.elev.tank 115,000 Vision Statement#5 Water Production 1-T Replace motor bearings on#2 high service pump 9,000 Vision Statement#5 Water Production 1-T Cooling tower wood replacement 20,000 Vision Statement#8 Water Production 1-T Purchase GPS receiver 12,834 Vision Statement#8 Water Production Upgrade 1/2 ton truck to 1 ton with craned 19,240 Vision Statement#5 Water Production Grounds maintenance 15,000 Vision Statement#8 Water Production 1-T Joint Water Study 130,000 321,074 • Category IV Other SLA's Vision Statement#5 All Departments in the Water Fund Additional Communications Maintenance 1,611 Water Fund Total $322,685 • WASTEWATER FUND ' Category III Vision Statement Related SLAs Vision Statement#5 Wastewater Treatment Replace 6 control panels on blowers 54,000 Vision Statement#8 Wastewater Collection Replace RST Omni-eye camera 17,500 • Vision Statement#5 Wastewater Treatment Contract grounds maintenance 17,000 88,500 Category IV Other SLA's Vision Statement#5 All Departments in the WW Fund Additional Communications Maintenance 2,377 • Wastewater Fund Total $90,877 COMBINED UTILITY FUNDS TOTAL $538,925 DRAINAGE UTILITY FUND Issue#7 Public Works Drainage maintenance materials 30,000 • Drainage Utility Fund $30,000 • PARKING ENTERPRISE FUND • Mandated cost Fire 3 FTE positions fro Patricia St.parking lot enforcement 63,047 Parking Enterprise Fund $63,047 HOTEL/MOTEL FUND Mandated cost Parks&Recreation 1-T Writing and printing of College Station History Book 14,850 Vision Statement#2 Economic Development Northgate maintenance costs 12,953 Hotel/Motel Fund Total $27,803 SOLID WASTE FUND • Category III Vision Statement Related SLAs Vision Statement#5 Public Works 1-T Addition of a commercial collection vehicle&driverd 254,864 Vision Statement#5 Public Works Curbside recycling of plastics 19,080 Vision Statement#5 Public Works FT Purchase roll-off containers 15,000 288,944 1-T=one time cost B-2 SERVICE LEVEL ADJUSTMENTS -APPROVED FUND DEPARTMENT DESCRIPTION AMOUNT Category IV Other SLA's Vision Statement#5 All Departments in the Sanitation Fund Additional Communications Maintenance 1,181 Solid Waste Fund Total $290,125 UTILITY BILLING FUND Category III Vision Statement Related SLAs Vision Statement#5 Office of Tech.&Info.Svs. 1-T Upgrade Meter Svs.P/U to an extended cab`./ 1,600 Category IV Other SLA's Vision Statement#5 All Departments in the Util.Billing Fund Additional Communications Maintenance 1,392 Utility Billing Fund Total $2,992 FLEET FUND Category III Vision Statement Related SLAs Vision Statement#5 Public Works 1-T Drive on hoist for light cars and trucks 12,000 Category IV Other SLA's Vision Statement#5 All Departments in the Fleet Fund Additional Communications Maintenance 401 Fleet Fund Total $12,401 PRINT/MAIL FUND Category IV Other SLA's Vision Statement#5 All Departments in the Fleet Fund Extra Communications costs 156 Print Mail Fund Total $156 COMMUNICATIONS FUND Category►I Strategic Issue Related SLAB Issue#2 Office of Tech&Info.Svs. Software maintenance agreement on AVR System 10,000 Issue#2 Office of Tech.&Info.Svs. 1-T Community connectivity and Internet project 90,250 100,250 Category III Vision Statement Related SLAs Vision Statement#5 Office of Tech.&Info.Svs. Maintenance for 800 MHz and telephones 3 0 Vision Statement#5 Office of Tech.&Info.Svs. 1-T Removal of old radio tower 30,000 30,000 3 Net effect on this fund is 0,transfers from other deptartments funded this SLA Communications Fund Total $130,250 TOTAL ALL FUNDS $2,314,206 1-T=one time cost 8-3 • PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 General Fund • Police Department Administration Division: Police Chief 1.0 1.0 $ 65,526 $ 70,081 Major 2.0 2.0 103,655 111,746 Sergeant 1.0 1.0 39,255 40,737 Staff Assistant 1.0 1.0 28,790 29,377 Senior Secretary 2.0 2.0 41,162 39,907 Other Salaries 37,409 10,522 Total Salaries $ 315,797 $ 302,370 Total Benefits 82,466 78,729 Total Salaries&Benefits 7.0 7.0 $ 398,263 $ 381,100 Uniform Patrol Division: • Lieutenant 1.0 1.0 $ 44,672 $ 46,125 Sergeant 7.0 7.0 244,914 258,316 Master Officer 4.0 15.0 129,370 505,847 Senior Officer 15.0 11.0 416,730 303,445 Police Officer 22.0 18.0 599,908 490,998 Part-time Parking Attendant 0.5 0.0 7,982 0 • School Crossing Guard 2.0 2.0 29,554 28,746 • Other Salaries 130,264 146,599 • Total Salaries $ 1,603,394 $ 1,780,078 Total Benefits 402,168 461,359 Total Salaries&Benefits 51.5 54.0 $ 2,005,562 $ 2,241,436 Criminal Investigation Division: Lieutenant 1.0 1.0 $ 43,009 $ 44,482 Sergeant 2.0 2.0 71,429 69,502 • Crime Scene Technician 1.0 1.0 33,878 35,037 Master Officer/Detective 5.0 4.0 163,209 130,887 • Senior Officer/Detective 3.0 6.0 90,395 174,641 Police Officer 1.0 0.0 24,470 0 Other Salaries 34,202 33,899 • Total Salaries $ 460,592 $ 488,448 Total Benefits 118,926 125,107 Total Salaries&Benefits 13.0 14.0 $ 579,518 $ 613,555 • • Personnel Services Division Lieutenant 1.0 1.0 $ 35,893 $ 37,117 Sergeant 1.0 1.0 37,752 40,286 • Training Specialist 1.0 1.0 32,606 33,851 • Humane Officer 2.0 2.0 42,026 44,337 • Other Salaries 13,648 14,742 Total Salaries $ 161,926 $ 170,333 Total Benefits 43,810 41,637 Total Salaries&Benefits 5.0 5.0 $ 205,736 $ 211,970 Quartermaster Division Lieutenant 1.0 1.0 $ 43,870 $ 45,169 Other Salaries 2,254 2,299 Total Salaries $ 46,124 $ 47,468 Total Benefits 11,210 11,590 • Total Salaries&Benefits 1.0 1.0 $ 57,334 $ 59,059 Communication/Jail Division: • Communication Manager 1.0 1.0 $ 39,008 $ 40,509 Communication Shift Supervisor 3.0 3.0 85,527 88,701 • Communication Operator I1 6.0 12.0 139,155 278,243 Communication Operator I 9.0 3.0 198,318 63,541 Public Safety Officer 6.0 7.0 119,631 138,467 • Other Salaries 14,012 14,346 Total Salaries $ 595,651 $ 623,806 Total Benefits 168,800 180,431 Total Salaries&Benefits 25.0 26.0 $ 764,451 $ 804,238 Denotes a Temporary/Seasonal position C-1 PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Prevention Services Division Lieutenant 1.0 1.0 $ 40,916 $ 42,214 Master Officer 2.0 2.0 66,390 64,247 Senior Officer 1.0 1.0 29,075 32,747 Other Salaries 10,191 11,638 Total Salaries $ 146,571 $ 150,846 Total Benefits 36,319 38,619 Total Salaries&Benefits 4.0 4.0 $ 182,890 $ 189,466 Education Services Division Lieutenant 1.0 1.0 $ 44,672 $ 45,938 Police Training Specialist 2.0 2.0 64,492 67,013 Master Officer 1.0 1.0 30,975 32,019 Senior Officer 0.0 1.0 0 25,278 Police Officer 3.0 2.0 73,608 50,557 Other Salaries 17,237 19,650 Total Salaries $ 230,984 $ 240,455 Total Benefits 58,396 62,559 Total Salaries&Benefits 7.0 7.0 $ 289,380 $ 303,014 Information Services Division Lieutenant 1.0 1.0 $ 39,197 $ 40,529 Records Supervisor 1.0 1.0 28,297 29,255 Prop/Evid.Technician 1.0 1.0 18,409 19,036 Records Technician 4.0 4.0 79,899 66,596 Other Salaries 2,284 2,361 . Total Salaries $ 168,085 $ 157,778 Total Benefits 46,012 44,553 Total Salaries&Benefits 7.0 7.0 $ 214,097 $ 202,331 Police Department Totals 120.5 125.0 $ 4,697,231 $ 5,006,169 . General Fund Fire Department Fire Administration Division: . Fire Chief 1,0 1.0 $ 62,414 $ 71,986 Asst.Fire Chief 2,0 1.0 96,904 53,510 Staff Assistant 1.0 1.0 27,312 28,004 Senior Secretary 1.0 1.0 20,637 21,326 Other Salaries 26,311 4,068 Total Salaries $ 233,578 $ 178,894 Total Benefits 59,955 46,984 Total Salaries&Benefits 5.0 4.0 $ 293,533 $ 225,878 Fire Suppression Division: Asst.Fire Chief 0.0 1.0 $ 0 $ 49,017 Battalion Chief 5.0 4.0 200,618 169,614 Lieutenant 12.0 12.0 429,278 453,945 Fire Prevention Lieutenant 3.0 0.0 101,766 0 Apparatus Operator 12.0 12.0 363,025 389,727 Training Assistant 1.0 1.0 24,310 30,448 • FLAME Officer 1.0 0.0 15,934 0 Firefighter 1 35.0 34.0 973,642 1,005,721 Firefighter II 4.0 3.0 89,564 79,784 Firefighter ill 0.0 2.0 0 47,249 Other Salaries 317,644 257,581 Total Salaries $ 2,515,781 $ 2,483,087 Total Benefits 607,208 623,857 Total Salaries&Benefits 73.0 69.0 $ 3,122,989 $ 3,106,944 Denotes a Temporary/Seasonal position C-2 ' PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Fire Prevention Division(transferred from other fire divisions,police,building,and sanitation): Battalion Chief 0.0 1.0 $ 0 $ 41,840 Fire Prevention Lieutenant 0.0 2.0 0 69,017 Lieutenant 0.0 1.0 0 36,327 Code Enforcement Coordinator 0.0 1.0 0 34,994 FLAME Officer 0.0 1.0 0 16,624 • • • Sanitation Inspector 0.0 1.0 0 24,258 Parking Attendant 0.0 1.0 0 17,070 • * Code Enforcement Clerk 0.0 1.0 0 10,494 ' Other Salaries 0 23,642 Total Salaries $ 0 $ 274,267 Total Benefits 0 65,339 Total Salaries&Benefits 0.0 9.0 $ 0 $ 339,605 Fire Department Totals 78.0 82.0 $ 3,416,522 $ 3,672,428 • General Fund • Public Works Department Public Works Admin. Division: • Public Works Director 1.0 1.0 $ 64,842 $ 66,993 Staff Assistant 1.0 1.0 21,563 22,533 Asst.Public Works Director 1.0 1.0 38,506 39,801 • Sr.Secretary 1.0 1.0 16,504 17,913 Receptionist 1.0 1.0 14,663 15,396 Other Salaries 8,402 191 • Total Salaries $ 164,480 $ 162,827 Total Benefits 46,150 50,029 Total Salaries&Benefits 5.0 5.0 $ 210,630 $ 21,2,856 Facilities Maintenance Division: Facility Maint.Supervisor 1.0 1.0 $ 31,935 $ 32,997 Facility Maint.Technician 5.0 5.0 111,880 114,471 Other Salaries 2,859 2,780 Total Salaries $ 146,674 $ 150,248 Total Benefits 42,431 43,498 • Total Salaries&Benefits 6.0 6.0 $ 189,105 $ 193,746 • Streets Maintenance Division: Street Superintendent 1.0 1.0 $ 38,177 $ 39,551 • Sr.Foreman 2.0 2.0 55,202 64,956 Heavy Equipment Operator 1.0 2.0 24,213 46,230 Equipment Operator II 8.0 7.0 149,118 127,973 . Sr.Public Service Worker 1.0 1.0 16,820 17,372 • Truck Driver I 3.0 3.0 46,823 52,159 • Truck Driver Il 1.0 1.0 19,592 15,950 Public Service Worker I 3.0 3.0 43,804 46,583 • _ Other Salaries 10,301 12,710 Total Salaries $ 404,050 $ 423,485 Total Benefits 140,261 138,329 Total Salaries&Benefits 20.0 20.0 $ 544,311 $ 561,814 Drainage Division: Heavy Equip.Operator III 1.0 1.0 $ 24,070 $ 25,028 • Equip.Operator II 3.0 3.0 56,886 52,323 . ' Data Entry Clerk 0.0 0.5 0 4,645 Other Salaries 1,950 1,950 • Total Salaries $ 82,906 $ 83,947 ° Total Benefits 28,673 26,693 Total Salaries&Benefits 4.0 4.5 $ 111,579 $ 110,640 Denotes a Temporary/Seasonal position C-3 . PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Traffic Division: Signs Supervisor 1.0 1.0 $ 27,786 $ 29,585 Signs Worker 1.0 1.0 17,949 18,350 • Part-time Signs Worker 0.5 0.5 4,878 4,744 Other Salaries 19,978 3,321 Total Salaries $ 70,591 $ 56,000 Total Benefits 16,514 15,520 Total Salaries&Benefits 2.5 2.5 $ 87,105 $ 71,521 Public Works Engineering Activity Center(transferred from Development Services): City Engineer 0.0 1.0 $ 0 $ 58,026 Assistant City Engineer 0.0 0.0 0 0 Asst.to the City Engineer 0.0 2.0 0 87,529 Graduate Civil Engineer 0.0 1.0 0 40,674 Engineer Technician 0.0 3.0 0 89,359 Utilities Inspector 0.0 0.0 0 0 Engineering Assistant 0.0 0.0 0 0 • Transportation Planning Intern 0.0 0.5 0 3,667 • Engineering Aide 0.0 1.0 0 21,243 , • Field Data Technician 0.0 0.5 0 9,745 Other Salaries 0 3,796 Total Salaries $ 0 $ 314,039 Total Benefits 0 77,785 Total Salaries&Benefits 0.0 9.0 $ 0 $ 391,824 Traffic Signal Systems Activity Center Traffic Systems Supervisor 1.0 1.0 $ 38,629 $ 40,051 Senior Technician 1.0 1.0 28,506 29,461 Technician I 2.0 2.0 49,144 60,128 Other Salaries 16,238 10,094 Total Salaries $ 132,517 $ 139,733 Total Benefits 34,157 37,427 Total Salaries&Benefits 4.0 4.0 $ 166,674 $ 177,160 Public Works Department Totals 41.5 51.0 $ 1,309,404 $ 1,719,561 General Fund Parks&Recreation Department Parks&Recreation Administration Division: Director of Parks&Rec. 1.0 1.0 $ 62,410 $ 64,181 Asst.Director of Parks&Rec. 1.0 1.0 50,278 51,992 Sr. Parks Planner 0.0 1.0 0 36,847 Parks Planner 2.0 1.0 67,946 34,412 Staff Assistant 1.0 1.0 22,885 23,863 Sr.Secretary 1.0 2.0 18,851 44,045 Part Time Draftsperson 0.5 0.5 7,534 7,466 * Receptionist 0.0 0.5 0 2,565 Other Salaries 12,374 3,654 Total Salaries $ 242,278 $ 269,025 Total Benefits 63,285 74,534 Total Salaries&Benefits 6.5 8.0 $ 305,563 $ 343,559 * Denotes a Temporary/Seasonal position C-4 PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Recreation Division Hotel/Motel Programs Activity Center • ' Special Events Workers 0.0 0.5 $ 0 $ 3,380 Other Salaries 0 850 Total Salaries $ 0 $ 4,230 Total Benefits 0 1,011 . Total Salaries&Benefits 0.0 0.5 $ 0 $ 5,241 • Recreation Administration Activity Center Recreation Superintendent 1.0 1.0 $ 39,077 $ 42,235 • Sr.Secretary 1.0 0.0 23,743 0 • Other Temp./Seasonal Salaries 1,610 0 Other Salaries 2,684 0 Total Salaries $ 67,114 $ 42,235 Total Benefits 16,522 10,560 Total Salaries&Benefits 2.0 1.0 $ 83,636 $ 52,795 Recreation Athletics Activity Center Athletic Supervisor 1.0 1.0 $ 32,600 $ 35,390 • Asst.Athletic Supervisor 0.0 1.0 0 28,025 . Youth Activities Coordinator 1.0 0.0 26,867 0 . . ' Special Events Worker 3.0 3.0 41,242 41,552 ` Athletic Assistant 1.0 2.0 10,311 20,876 . Other Salaries 5,427 4,426 Total Salaries $ 116,447 $ 130,269 Total Benefits 20,209 30,308 Total Salaries&Benefits 6.0 7.0 $ 136,656 $ 160,578 Concessions Activity Center Concessions Supervisor 1.0 0.0 $ 26,703 $ 0 ` Concession Workers 3.0 1.0 37,272 6,413 Other Salaries 2,300 0 • Total Salaries $ 66,275 $ 6,413 • Total Benefits 10,889 715 Total Salaries&Benefits 4.0 1.0 $ 77,164 $ 7,128 Recreation Instruction Activity Center Instruction Supervisor 1.0 1.0 $ 24,446 $ 33,705 ' . Asst.Instruction Supervisor 0.0 1.0 0 27,861 • Asst Programs Coordinator 1.0 0.0 27,854 0 • Tennis Workers 0.5 0.5 8,973 8,728 • Water Safety Aides 2.0 2.0 27,667 26,911 • Swim Coach 2.0 2.0 22,994 21,361 Other Temporary/Seasonal 0.5 0.0 5,982 0 • Other Salaries 2,556 9,308 Total Salaries $ 120,472 $ 127,873 . Total Benefits 12,795 18,663 • Total Salaries&Benefits 7.0 6.5 $ 133,267 $ 146,537 ' Special Events Activity Center • Program Supervisor 1.0 1.0 $ 30,788 $ 31,958 Assistant Program Supervisor 1.0 0.0 22,271 0 • Recreation Assistant/Special Events 1.5 1.5 19,578 9,555 • Other Salaries 8,156 2,722 • Total Salaries $ 80,793 $ 44,235 Total Benefits 17,693 11,495 Total Salaries&Benefits 3.5 2.5 $ 98,486 $ 55,730 ' • . * Denotes a Temporary/Seasonal position C-5 PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Hotel/Motel Programs Activity Center • Special Events Workers 0.0 1.0 $ 0 $ 9,436 Other Salaries 0 5,189 Total Salaries $ 0 $ 14,625 Total Benefits 0 1,193 Total Salaries&Benefits 0.0 1.0 $ 0 $ 15,818 Recreation Youth Activity Center(transferred from other Parks activity centers) School Age Care Specialist 0.0 1.0 $ 0 $ 23,302 Youth Services Coordinator 0.0 1.0 0 28,253 • Teen Center Staff Attendant 0.0 2.0 0 29,290 Other Salaries 0 10,549 Total Salaries $ 0 $ 91,394 Total Benefits 0 13,845 Total Salaries&Benefits 0.0 . 4.0 $ 0 $ 105,239 Recreation Division Totals 22.5 23.5 $ 529,209 $ 549,065 Special Facilities Division: Special Facilities Administration Activity Center Spec.Facilities Sup. 1.0 1.0 $ 38,218 $ 39.822 Other Salaries 0 0 . Total Salaries $ 38,218 $ 39,822 Total Benefits 9,274 10,091 Total Salaries&Benefits 1.0 1.0 $ 47,492 $ 49,912 Special Facilities Aquatic Activity Center Pools Supervisor 1.0 1.0 $ 31,076 $ 32,415 ' Pool Manager/Asst.Manager 6.5 6.5 93,301 101,520 • Lifeguards 12.0 10.5 139,748 122,020 ` Other Pool Seasonal Employees 2.0 2.0 24,743 21,604 Other Salaries 4,389 4,269 Total Salaries $ 293,257 $ 281,828 Total Benefits 16,302 40,937 Total Salaries&Benefits 21.5 20.0 $ 309,559 $ 322,765 Special Facilities Conference Center Activity Center Conference/Teen Center Sup. 1.0 1.0 $ 32,599 $ 35,390 Asst.Conf/feen Center Sup. 1.0 1.0 24,159 24,987 Sr.Secretary 1.0 1.0 21,818 22,574 • Part-time Receptionist 1.0 1.0 9,509 9,601 • Building Attendant 2.5 2.5 28,529 28,549 Other Salaries 4,049 4,034 Total Salaries $ 120,663 $ 125,135 Total Benefits 24,564 25,612 Total Salaries&Benefits 6.5 6.5 $ 145,227 $ 150,747 Special Facilities Lincoln Center Activity Center Lincoln Center Supervisor 1.0 1.0 $ 25,431 $ 26,278 Building Attendant 1.0 1.0 14,799 15,312 Part Time Recreation Asst. 0.5 0.5 6,199 6,741 Secretary 1.0 1.0 18,288 16,249 • Recreation Assistant 3.0 3.0 34,475 34,380 Other Salaries • 978 950 Total Salaries $ 100,170 $ 99,911 Total Benefits 24,893 25,131 Total Salaries&Benefits 6.5 6.5 $ 125,063 $ 125,041 Denotes a Temporary/Seasonal position C-6 PERSONNEL TIT • Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Special Facilities Teen Center Activity Center • Teen Center Staff Attendant 2.0 0.0 $ 23,043 $ 0 Other Salaries 196 0 Total Salaries $ 23,239 $ 0 Total Benefits 1,905 0 Total Salaries&Benefits 2.0 0.0 $ 25,144 $ 0 • Special Facilities Division Totals 37.5 34.0 $ 652,485 $ 648,466 Parks Operations Division: Operations Administration Activity Center Parks Superintendent 1.0 1.0 $ 37,418 $ 39,031 Other Salaries 0 0 Total Salaries $ 37,418 $ 39,031 Total Benefits 9,077 9,942 Total Salaries&Benefits 1.0 1.0 $ 46,495 $ 48,973 • East District Operations Activity Center Parks Operations Supervisor 1.0 1.0 $ 30,603 $ 31,812 Crew Leader 2.0 2.0 43,636 45,482 Light Equipment Operator 2.0 2.0 34,830 33,205 Grounds Worker 3.0 3.0 43,452 44,953 , * Part-time Groundsworker 1.0 1.0 14,620 14,220 Other Salaries 8,989 8,774 Total Salaries $ 176,130 $ 178,446 Total Benefits 49,876 51,670 • Total Salaries&Benefits 9.0 9.0 $ 226,006 $ 230,116 South District Operations Activity Center • Parks Operations Supervisor 1.0 1.0 $ 31,301 $ 32,499 • Crew Leader 2.0 2.0 47,700 43,275 Light Equipment Operator 2.0 2.0 34,728 35,411 Grounds Worker 4.0 4.0 60,255 58,005 * Part-time Groundsworker 1.0 1.0 14,620 14,220 • Other Salaries 8,988 8,774 Total Salaries $ 197,592 $ 192,184 Total Benefits 56,684 56,676 Total Salaries&Benefits 10.0 10.0 $ 254,276 $ 248,859 • West District Parks Operations Activity Center ' Parks Operations Supervisor 1.0 1.0 $ 30,274 $ 31,333 Crew Leader 2.0 2.0 43,473 44,960 Light Equipment Operator 2.0 2.0 33,722 32,456 Grounds Worker 3.0 3.0 42,732 44,191 • ' * Part-time Groundsworker 1.0 2.0 14,620 24,562 • Other Salaries 8,989 10,174 Total Salaries $ 173,810 $ 187,677 , Total Benefits 50,465 54,658 Total Salaries&Benefits 9.0 10.0 $ 224,275 $ 242,334 Parks Operations Division Totals 29.0 30.0 $ 751,052 $ 770,282 * Denotes a Temporary/Seasonal position • C-7 PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Forestry Division: Wolf Pen Creek Activity Center Maintenance Worker 0.5 0.5 $ 3,987 $ 3,878 Other Salaries 0 0 . Total Salaries $ 3,987 $ 3,878 Total Benefits 817 393 Total Salaries&Benefits 0.5 0.5 $ 4,804 $ 4,271 Cemetery Activity Center Cemetery Sexton 1.0 1.0 $ 35,631 $ 36,847 Groundsworker 2.0 2.0 32,122 35,619 , Other Salaries 0 0 Total Salaries $ 67,753 $ 72,465 Total Benefits 21,065 22,165 Total Salaries&Benefits 3.0 3,0 $ 88,818 $ 94,630 Forestry Activity Center , • Forestry Superintendent 1.0 1.0 $ 35,570 $ 36,992 ' Forestry Supervisor 1.0 1.0 32,573 33,768 Crew Leader 2.0 2.0 43,020 44,856 Forestry/Horticulture Worker 4.0 4.0 65,906 70,530 irrigation Specialist 1.0 1.0 22,925 23,759 • Other Salaries 1,563 1,810 Total Salaries $ 201,557 $ 211,715 Total Benefits 58,628 61,873 I Total Salaries&Benefits 9.0 9.0 $ 260,185 $ 273,588 Forestry Division Totals 12.5 12.5 $ 353,807 $ 372,489 Parks&Recreation Department Totals 108.0 108.0 $ 2,592,116 $ 2,683,862 General Fund Development Services Department • Energy Management Division Energy Auditor 2.0 1.0 $ 50,270 $ 28,210 Other Salaries 976 1,425 Total Salaries $ 51,246 $ 29,635 Total Benefits 14,432 7,573 Total Salaries&Benefits 2.0 1.0 $ 65,678 $ 37,208 Development Services Administration Division Acting Dir.of Development Services 1.0 1.0 $ 57,846 $ 69,705 Staff Planner 0.0 1.0 0 30,056 Staff Assistant 1.0 1.0 26,326 27,130 Sr.Secretary 1.0 1.0 21,277 21,992 Receptionist 1.0 1.0 14,631 15,125 Other Salaries 8,636 8,400 . Total Salaries $ 128,716 $ 172,409 Total Benefits 34,862 44,866 Total Salaries&Benefits 4.0 5.0 $ 163,578 $ 217,274 Denotes a Temporary/Seasonal position C-8 , PERSONNEL LIST • Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Development Services Engineering Activity Center(transferred to Public Works) City Engineer 1.0 0.0 $ 56,155 $ 0 • Assistant City Engineer 1.0 1.0 50,196 51,868 • Asst.to the City Engineer 1.0 0.0 46,244 0 . Graduate Civil Engineer 3.0 1.0 104,672 32,219 • . Engineer Technician 2.0 0.0 59,222 0 • Utilities Inspector 1.0 0.0 25,811 0 • Engineering Assistant 1.0 0.0 31,277 0 • ' Transportation Planning Intern 0.5 0.0 3,770 0 . ' Engineering Aide 1.0 0.0 21,840 0 ' Field Data Technician 0.5 0.0 10,019 0 Other Salaries 3,923 0 Total Salaries $ 413,129 $ 84,087 Total Benefits 101,442 21,319 • • Total Salaries&Benefits 12.0 2.0 $ 514,571 $ 105,406 Planning Administration Activity Center City Planner 1.0 1.0 $ 53,267 $ 55,072 Sr.Planner 1.0 1.0 35,553 36,743 • Staff Planner 1.0 1.0 28,625 31,100 Planning Technician 1.0 1.0 24,168 26,132 Transportation Planner 1.0 1.0 44,438 45,522 Transportation Technician 1.0 1.0 23,943 24,737 " Development Coordinator 1.0 1.0 42,938 44,170 • Mapping Specialist 1.0 1.0 41,175 40,903 Graphics Technician 0.5 0.5 12,147 11,815 Code Enforcement Clerk 0.5 0.0 8,360 0 Other Salaries 0 0 • Total Salaries $ 314,614 $ 316,194 Total Benefits 67,506 79,697 Total Salaries&Benefits 9.0 8.5 $ 382,120 $ 395,891 • . • Building Inspection Activity Center • Building Official 1.0 1.0 $ 42,775 $ 40,820 Code Enforcement Coordinator 1.0 0.0 34,150 0 Plans Examiner 1.0 1.0 29,857 30,563 . , Combination Building Inspector 0.0 4.0 0 119,173 Senior Electrical Inspector 1.0 0.0 23,472 0 Building Inspector 2.0 0.0 61,419 0 Chief Plumbing Inspector 1.0 0.0 31,069 0 Building Technician 1.0 1.0 17,213 17,789 Sr.Secretary 1.0 1.0 15,712 17,789 Other Salaries 0 0 Total Salaries $ 255,667 $ 226,133 Total Benefits 75,233 60,950 Total Salaries&Benefits 9.0 8.0 $ 330,900 $ 287,083 Development Services Department Totals 36.0 24.5 $ 1,456,847 $ 1,042,863 General Fund . Economic and Community Development Department Economic Development Division • Director of Economic/Community Dev. 1.0 1.0 $ 65,226 $ 64,505 " Economic Development Analyst 1.0 1.0 28,609 28,920 , • Other Salaries 2,489 0 Total Salaries $ 96,324 $ 93,424 Total Benefits 27,063 26,906 Total Salaries&Benefits 2.0 2.0 $ 123,387 $ 120,330 * Denotes a Temporary/Seasonal position C9 PERSONNEL LIST . Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Community Development Activity Center Comm.Dev.Administrator 1.0 1.0 $ 40,219 $ 41,507 Housing Program Coordinator 1.0 1.0 35,522 37,076 Comm.Dev.Program Tech. 1.0 1.0 18,528 19,391 Grants Coordinator 1.0 1.0 31,443 30,604 Grant Analyst 1.0 1.0 25,353 24,488 CD Project Specialist 3.0 3.0 83,597 88,228 * Part-time Receptionist 0.5 0.5 4,878 4,744 Other Salaries 481 473 Total Salaries $ 240,021 $ 246,511 ' Total Benefits 58,530 60,848 Total Salaries&Benefits 8.5 8.5 $ 298,551 $ 307,359 Economic and Community Development Department Totals 10.5 10.5 $ 421,938 $ 427,688 General Fund Office of Technology and Information Services OTIS Administration Division Director of OTIS 1.0 1.0 $ 73,784 $ 72,967 Communications/Information Mgr. 1.0 1.0 48,080 51,992 Staff Assistant 2.0 0.0 49,615 0 Action Center Coordinator 0.0 1.0 0 26,486 , Action Center Representative 0.0 3.0 0 63,560 Secretary 1.0 0.0 16,390 0 Receptionist 1.0 0.0 22,010 0 Other Salaries 7,300 0 Total Salaries $ 217,179 $ 215,005 Total Benefits 47,578 54,460 Total Salaries&Benefits 6.0 6.0 $ 264,757 $ 269,465 Geographic Information Services GIS Coordinator 1.0 1.0 $ 35,676 $ 42,331 GIS Technician 2.0 2.0 56,753 58,878 ' Part-time GIS Technician 0.5 0.5 11,347 11,037 Other Salaries 4,877 4,743 Total Salaries $ 108,653 $ 116,989 Total Benefits 24,099 26,140 Total Salaries&Benefits 3.5 3.5 $ 132,752 $ 143,129 Print Mail Activity Center(all positions were transferred to the Print/Mail fund) Printing Coordinator 1.0 0.0 $ 29,045 $ 0 Printing Assistant 1.0 0.0 28,183 0 Micrographic/Mail Specialist 1.0 0.0 20,922 0 Part-time Mail Clerk 0.5 0.0 8,113 0 ` Print/Mail Aide 1.5 0.0 12,494 0 Other Salaries 2,538 0 Total Salaries $ 101,295 $ 0 Total Benefits 25,085 0 Total Salaries&Benefits 5.0 0.0 $ 126,380 $ 0 * Denotes a Temporary/Seasonal position C-10 PERSONNEL LIST • Approved Approved ' • Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 • Management Information Systems Division: • MIS Director 1.0 1.0 $ 55,690 $ 57,542 Sr.Systems Analyst 1.0 1.0 33,691 40,030 Systems Analyst 6.0 5.0 174,507 173,318 System Operator 1.0 1.0 20,533 25,945 PCIWAN Coordinator 1.0 1.0 36,060 42,173 Micro Specialist 3.0 3.0 73,887 79,205 • Other Salaries 10,325 12,133 Total Salaries $ 404,693 $ 430,347 Total Benefits 101,912 106,886 Total Salaries&Benefits 13.0 12.0 $ 506,605 $ 537,234 Communication Services Division(all positions were transferred to the Communications fund) - Comm.Supervisor 1.0 0.0 $ 31,220 $ 0 Sr.Technician 1.0 0.0 26,850 0 Technician I 3.0 0.0 90,416 0 Other Salaries 7,710 0 Total Salaries $ 156,196 $ 0 Total Benefits 42,241 0 • Total Salaries&Benefits 5.0 0.0 $ 198,437 $ 0 • • • Office of Technology and Information Systems Department Totals 32.5 21.5 $ 1,228,931 $ 949,828 General Fund Finance Department Fiscal Administration Division: Finance Director 1.0 1.0 $ 64,788 $ 74,043 Staff Assistant 1.0 1.0 19,612 19,841 Secretary 1.0 1.0 14,096 16,228 Other Temp./Seasonal 0.0 0.0 0 206 ' . Other Salaries 5,517 194 Total Salaries $ 104,013 $ 110,511 Total Benefits 24,561 31,380 • Total Salaries&Benefits 3.0 3.0 $ 128,574 $ 141,891 • Risk Management Division: • _ , Risk Manager 1.0 1.0 $ 44,691 $ 48,081 • Risk Analyst 1.0 1.0 25,418 26,464 ' Other Salaries 488 486 • Total Salaries $ 70,597 $ 75,032 Total Benefits 16,673 17,643 Total Salaries&Benefits 2.0 2.0 $ 87,270 $ 92,675 . Accounting Division: Accounting Manager 1.0 1.0 $ 45,256 $ 47,103 Acct.Customer Service Supervisor 1.0 1.0 32,598 34,142 • • Staff Accountant 2.0 2.0 55,302 56,590 ' Payroll Supervisor 1.0 1.0 30,464 32,935 • ' . Senior Accounting Clerk 5.0 5.0 93,890 88,735 Accounting Assistant 1.0 1.0 23,900 19,495 Other Salaries 1,676 1,945 • • Total Salaries $ 283,086 $ 280,945 Total Benefits 72,937 74,245 . Total Salaries&Benefits 11.0 11.0 $ 356,023 $ 355,190 • Denotes a Temporary/Seasonal position C-11 PERSONNEL LIST • Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Purchasing Division: Purchasing Service Manager 1.0 1.0 $ 43,768 $ 47,353 Sr. Buyer 1.0 1.0 36,192 39,343 Buyer 1.0 1.0 25,849 26,736 Purchasing Assistant 1.0 1.0 20,038 20,722 * Purchasing Intern 0.5 0.5 7,275 7,280 Other Salaries 7,521 0 Total Salaries $ 140,643 $ 141,434 Total Benefits 31,889 33,401 Total Salaries&Benefits 4.5 4.5 $ 172,532 $ 174,835 Municipal Court Division: Municipal Court Administrator 1.0 1.0 $ 33,768 $ 43,192 Teen Court Administrator 1.0 0 23,006 Court Coordinator 1.0 1.0 23,776 24,904 Court Customer Service Reps. 5.0 5.0 72,738 82,848 Sr Court Customer Service Reps. 2.0 2.0 36,145 37,637 Bailiff 0.5 0.5 8,100 7,878 Other Salaries 4,892 4,862 Total Salaries $ 179,419 $ 224,326 Total Benefits 50,980 61,298 Total Salaries&Benefits 9.5 10.5 $ 230,399 $ 285,624 Municipal Court Judges Division: Municipal Court Judge 0.0 1.0 $ 0 $ 50,013 Other Salaries 0 0 Total Salaries $ 0 $ 50,013 Total Benefits 0 10,987 Total Salaries&Benefits 0.0 1.0 $ 0 $ 60,999 Finance Department Totals 30.0 32.0 $ 974,798 $ 1,111,215 General Fund General Government City Secretary Division: City Secretary 1.0 1.0 $ 33,868 $ 37,610 Assistant to the City Secretary 1.0 1.0 26,138 26,714 Sr.Secretary 1.0 1.0 15,708 17,789 . ` Records Clerk 0.5 0.5 5,523 5,373 Other Salaries 1,624 1,138 Total Salaries $ 82,861 $ 88,623 Total Benefits 22,729 24,182 Total Salaries&Benefits 3.5 3.5 $ 105,590 $ 112,806 City Manager Division: City Manager 1.0 1.0 $ 98,728 $ 101,526 Assistant City Manager 1.0 1.0 84,446 86,846 Executive Assistant 1.0 1.0 27,309 27,962 Secretary 1.0 1.0 17,663 18,246 • Other Salaries 591 2,500 . Total Salaries $ 228,737 $ 237,080 Total Benefits 58,623 68,098 Total Salaries&Benefits 4.0 4.0 $ 287,360 $ 305,178 * Denotes a Temporary/Seasonal position C-12 PERSONNEL LIST • Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Legal Division: .• City Attorney 1.0 1.0 $ 68,787 $ 73,817 Senior Asst.City Attorney 1.0 1.0 54,926 63,016 Asst.City Attorney 3.0 3.0 105,917 109,603 Legal Asst.Il/Office Manger 1.0 1.0 34,825 35,515 Legal Assistant I 1.0 1.0 20,390 19,495 ` Legal Clerk 1.0 1.0 11,900 11,574 Other Salaries 6,755 0 Total Salaries $ 303,500 $ 313,020 • Total Benefits 72,569 76,246 ' Total Salaries&Benefits 8.0 8.0 $ 376,069 $ 389,267 .d Public Relations Division: Public Relations/Mktg.Mgr. 1.0 1.0 $ 42,749 $ 43,968 Public Relations Asst. 1.0 1.0 24,095 26,527 Other Salaries 309 0 Total Salaries $ 67,153 $ 70,495 • Total Benefits 19,307 19,957 Total Salaries&Benefits 2.0 2.0 $ 86,460 $ 90,451 Human Resources Division: Human Resources Director 1.0 1.0 $ 55,981 $ 57,573 Asst.Human Resources Dir. 1.0 1.0 37,256 38,511 • Human Resources Analyst 1.0 1.0 28,051 30,440 •. Benefits Coordinator 1.0 1.0 24,948 28,495 Sr.Secretary 1.0 1.0 15,720 17,790 ` Receptionist 1.0 1.0 8,779 8,539 Other Salaries 979 0 Total Salaries $ 171,714 $ 181,348 Total Benefits 40,126 45,977 Total Salaries&Benefits 6.0 6.0 $ 211,840 $ 227,326 Budget&Research Division: • Director of Budget and Research 1.0 1.0 $ 57,743 $ 54,651 • Sr.Management Analyst 1.0 1.0 31,824 33,850 Management Analyst 1.0 1.0 30,492 32,332 • • Sr.Budget Analyst 1.0 1.0 28,976 30,126 • Budget Analyst 1.0 1.0 28,569 27,047 * Part Time-Intern 0.5 0.5 7,002 7,000 • Other Salaries 1,058 0 • Total Salaries $ 185,664 $ 185,006 Total Benefits 41,698 46,788 Total Salaries&Benefits 5.5 5.5 $ 227,362 $ 231,794 General Government • Department Totals 29.0 29.0 $ 1,294,681 $ 1,356,821 General Fund Full-time Position Totals 427.0 426.0 • • GENERAL FUND TOTALS 486.0 483.5 $ 17,392,468 $ 17,970,434 • • • Denotes a Temporary/Seasonal position C-13 PERSONNEL, LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Parking Enterprise Fund Fire Department Parking Lot Activity Center . Parking Lot Coordinator 0.0 1.0 $ 0 $ 17,196 Parking Attendants 0.0 2.0 0 31,616 Other Salaries 0 0 Total Salaries $ 0 $ 48,812 Total Benefits 0 8,535 Parking Fund Full-time Position Totals 0.0 1.0 PARKING ENTERPRISE FUND TOTALS 0.0 3.0 $ 0 $ 57,347 Electric Fund Public Utilities Department Operations Administration Division Warehouse Operations Activity Center Warehouse Supervisor 1.0 1.0 $ 28,014 $ 28,904 Warehouse Assistant 2.0 2.0 40,301 41,586 Warehouse Clerk 0.5 0.5 7,847 7,632 Facility Attendant 0.5 0.5 5,356 5,210 Other Salaries 13,984 13,602 Total Salaries $ 95,502 $ 96,933 Total Benefits 24,223 22,511 Total Salaries&Benefits 4.0 4.0 $ 119,725 $ 119,444 Administration Activity Center Director of Public Utilities 1.0 1.0 $ 94,400 $ 93,433 Utility Analyst 1.0 1.0 28,693 31,008 Receptionist 1.0 1.0 14,141 14,596 Sr.Account Clerk 1.0 1.0 17,289 16,255 Senior Secretary 2.0 2.0 46,402 44,313 Staff Assistant 1.0 1.0 25,050 21,464 • GIS Intern 0.5 0.0 7,072 0 • * PUD Intern 0.0 0.5 0 6,879 Other Salaries 11,935 1,232 Total Salaries $ 244,982 $ 229,180 Total Benefits 66,558 59,645 Total Salaries&Benefits 7.5 7.5 $ 311,540 $ 288,826 Operations Admin.Division Totals 11.5 11.5 $ 431,265 $ 408,270 Electrical Transmission&Distribution Division: Division Manager 1.0 1.0 $ 59,309 $ 60,994 Electrical Superintendent 1.0 1.0 51,384 54,705 Elec Trans/Dist Supervisor 2.0 2.0 78,798 80,673 Elec Trans/Dist Foreman 2.0 2.0 65,408 67,658 Line Technician 17.0 17.0 377,871 389,850 Line Designer 1.0 1.0 25,670 26,780 Operations Coordinator 1.0 1.0 49,513 50,727 • Part-time Utility Technician 1.0 1.0 11,673 8,323 Other Salaries 67,628 66,031 Total Salaries $ 787,254 $ 805,741 Total Benefits 196,280 202,067 Total Salaries&Benefits 26.0 26.0 $ 983,534 $ 1,007,808 Denotes a Temporary/Seasonal position C-14 PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Substations Division • Substation Supervisor 1.0 1.0 $ 31,708 $ 29,066 Sr.Technician 1.0 1.0 23,945 27,233 Technician I 2.0 2.0 42,627 46,605 Other Salaries 2,678 2,603 Total Salaries $ 100,958 $ 105,507 • Total Benefits 29,499 30,164 . Total Salaries&Benefits 4.0 4.0 $ 130,457 $ 135,671 Metering Division Metering Supervisor 1.0 1.0 $ 34,008 $ 35,172 • • ' Sr.Technician 1.0 1.0 28,442 29,425 Technician I 2.0 2.0 41,606 46,605 Other Salaries 2,677 2,603 Total Salaries $ 106,733 $ 113,804 • Total Benefits 30,683 32,621 Total Salaries&Benefits 4.0 4.0 $ 137,416 $ 146,425 Utility Dispatch Activity Center • Utility Operations Supervisor 1.0 1.0 $ 37,335 $ 38,608 • Sr.Utility Dispatcher 2.0 2.0 62,924 65,263 ' Public Utility Dispatcher 4.0 4.0 108,226 112,679 Other Salaries 14,633 14,230 Total Salaries $ 223,118 $ 230,780 Total Benefits 53,298 56,233 Total Salaries&Benefits 7.0 7.0 $ 276,416 $ 287,013 • Technical Svcs Administration Activity Center Technical Superintendent 1.0 1.0 $ 51,343 $ 53,831 Other Salaries 0 0 • • Total Salaries $ 51,343 $ 53,831 • • Total Benefits 10,926 11,652 Total Salaries&Benefits 1.0 1.0 $ 62,269 $ 65,483 • Electrical Trans/Dist.Division Totals 42.0 42.0 $ 1,590,092 $ 1,642,399 • Electric Fund Full-time Totals 51.0 51.0 ELECTRIC FUND TOTALS 53.5 53.5 $ 2,021,357 $ 2,050,669 Water Fund Public Utilities Department Water Division: Water Production Activity Center • Division Manager-Water/WW 1.0 0.0 $ 48,148 $ 0 Chief Water Production Operator 1.0 1.0 25,553 29,070 Electrical Technician I 1.0 1.0 20,562 30,490 Pump Station Operator 5.0 4.0 94,855 93,678 Water Production Supervisor 1.0 0.0 34,345 0 Work Order Clerk 0.5 0.0 9,314 0 Other Salaries 17,318 10,602 • Total Salaries $ 250,095 $ 163,840 Total Benefits 68,426 45,021 Total Benefits&Salaries 9.5 6.0 $ 318,521 $ 208,861 • * Denotes a Temporary/Seasonal position C-15 PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Water Distribution Activity Center Water Superintendent 1.0 1.0 $ 38,720 $ 42,445 • Crew Leader 5.0 5.0 132,652 138,658 Maint. Foreman 2.0 2.0 64,416 66,062 . W/WW Operator I 5.0 4.0 92,542 75,288 W/WW Operator II 4.0 3.0 60,047 47,359 Other Salaries 37,528 36,673 Total Salaries $ 425,905 $ 406,486 Total Benefits 115,586 111,705 Total Salaries&Benefits 17.0 15.0 $ 541,491 $ 518,191 Environmental Services Activity Center Division Manager-Water/WW 0.0 1.0 $ 0 $ 51,796 Environmental Services Superintendent 0.0 1.0 0 40,070 Draftsperson 1.0 0.0 18,898 0 GIS Technician 1.0 2.0 23,662 51,628 Environmental Technician 0.0 2.0 0 53,868 Crew Leader 0.0 1.0 0 25,633 W/WW Operator I 0.0 2.0 0 38,300 Operations Assistant 1.0 0.0 22,553 0 Work Order Clerk 0.0 0.5 0 4,059 Other Salaries 2,927 5,000 Total Salaries $ 68,040 $ 270,356 Total Benefits 18,316 74,621 Total Salaries&Benefits 3.0 9.5 $ 86,356 $ 344,976 Water Fund Full-time Position Totals 29.0 30.0 WATER FUND TOTALS 29.5 30.5 $ 946,368 $ 1,072,028 Wastewater Fund Public Utilities Department Wastewater Division: Wastewater Treatment Activity Center Plant Supervisor 1.0 1.0 $ 41,880 $ 43,303 Wastewater Superintendent 1.0 0.0 41,120 0 Plant Operations Superintendent 0.0 1.0 0 42,538 Chief WWTP Operator 1.0 1.0 33,726 35,037 SCADA Technician 1.0 1.0 37,464 38,744 Operator(All Operators) 11.0 12.0 250,685 279,159 Elec.Technician 1.0 1.0 26,804 28,564 Elec.Technician I 1.0 1.0 23,025 21,256 Sr.Lab Technician 1.0 1.0 25,716 26,961 Lab Technician 1.0 1.0 23,723 24,566 Other Salaries 26,302 17,890 • Total Salaries $ 530,445 $ 558,017 Total Benefits 138,678 147,514 Total Salaries&Benefits 19.0 20.0 $ 669,123 $ 705,531 " Denotes a Temporary/Seasonal position C-16 PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Wastewater Collection Activity Center • WW Collection Supervisor 1.0 0.0 $ 28,262 $ 0 • Industrial Waste Inspector 1.0 0.0 26,085 0 Maintenance Foreman 1.0 1.0 33,459 34,601 ' Utilities Crew Leader 5.0 5.0 123,462 128,181 Operators 11.0 10.0 188,293 164,266 Other Salaries 43,798 40,672 Total Salaries $ 443,359 $ 367,721 Total Benefits 125,100 104,389 Total'Salaries&Benefits 19.0 16.0 $ 568,459 $ 472,110 • Wastewater Fund Full-time Position Totals 38.0 36.0 • WASTEWATER FUND TOTALS 38.0 36.0 $ 1,237,582 $ 1,177,641 Public Utilities Full-time Position Totals 118.0 117.0 PUBLIC UTILITIES DEPTARTMENT TOTALS 121.0 120.0 $ 4,205,307 $ 4,300,338 Sanitation Fund Public Services Department Solid Waste Collection Division: Residential Collection Activity Center Sanitation Superintendent 1.0 1.0 $ 44,895 $ 48,107 Sanitation Foreman 1.0 1.0 22,006 22,773 Sr.Route Manager 4.0 4.0 83,750 84,819 Route Manager 9.0 9.0 145,723 146,536 Recycling Coordinator 1.0 1.0 32,827 33,981 Sanitation Inspector 1.0 0.0 25,289 0 . Customer Service Clerk 1.0 1.0 16,024 16,584 • ` Part-time Graduate Intern 1.0 1.0 14,206 14,200 Part-time Route Manager 1.5 1.5 20,000 19,453 Other Salaries 38,023 31,822 Total Salaries $ 442,743 $ 418,276 . • • Total Benefits 121,582 115,114 ' Total Salaries&Benefits 20.5 19.5 $ 564,325 $ 533,389 Commercial Collection Activity Center Container Coordinator 1.0 1.0 $ 21,204 $ 18,731 Sanitation Foreman 1.0 1.0 27,382 28,564 Route Manager 3.0 4.0 52,591 75,315 Sr.Route Manager 3.0 3.0 66,795 69,318 Other Salaries 25,284 28,229 • Total Salaries $ 193,256 $ 220,157 Total Benefits 58,916 63,491 Total Salaries&Benefits 8.0 9.0 $ 252,172 $ 283,648 Sanitation Fund Full-time Position Totals 26.0 26.0 • SANITATION FUND TOTALS 28.5 28.5 $ 816,497 $ 817,037 • * Denotes a Temporary/Seasonal position C-17 PERSONNEL LIST • Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Utility Billing Fund Office of Technology and Information Services Utility Billing Activity Center Utilities Office Manager 1.0 1.0 $ 48,226 $ 50,236 Customer Service Supervisor 1.0 1.0 32,867 34,302 Staff Assistant 1.0 1.0 28,415 29,642 Senior Customer Serv. Rep. 3.0 3.0 68,977 72,803 Customer Service Rep. 13.0 13.0 274,109 275,750 Part-time Cust.Serv.Rep. 1.0 1.0 19,383 20,753 Temp.Customer Service Rep. 1.5 1.5 21,917 21,259 Other Salaries 10,856 4,744 Total Salaries $ 504,750 $ 509,489 Total Benefits 132,051 146,097 Total Salaries&Benefits 21.5 21.5 $ 636,801 $ 655,587 Meter Services Activity Center Meter Service Supervisor 1.0 1.0 $ 32,527 $ 33,945 Meter Services Technician 2.0 2.0 47,241 49,522 Meter Reading Coordinator 1.0 1.0 27,027 28,194 Sr. Meter Reader 1.0 1.0 23,374 18,868 Meter Reader 3.0 3.0 48,491 50,950 Other Salaries 8,321 8,091 . Total Salaries $ 186,981 $ 189,571 Total Benefits 51,251 52,655 Total Salaries&Benefits 8.0 8.0 $ 238,232 $ 242,226 Utility Billing Full-time Position Totals 28.0 28.0 UTILITY BILLING FUND TOTALS 29.5 29.5 $ 875,033 $ 897,813 Fleet Maintenance Fund Public Services Department Fleet Services Administration Activity Center Assistant Buyer 1.0 1.0 $ 27,752 $ 29,002 Assistant Parts Room Storekeeper 1.0 1.0 14,150 14,486 Other Salaries 0 200 Total Salaries $ 41,902 $ 43,688 Total Benefits 12,216 14,517 Total Salaries&Benefits 2.0 2.0 $ 54,118 $ 58,205 Fleet Services Activity Center Fleet Services Superintendent 1.0 1.0 $ 35,032 $ 36,836 Customer Service Clerk 1.0 1.0 15,979 14,723 Shop Foreman 1.0 1.0 35,607 37,198 Mechanic's Helper 3.0 3.0 48,693 44,926 Mechanic II 3.0 3.0 80,852 85,882 Mechanic I 3.0 3.0 54,169 54,944 Welder/Mechanic 1.0 1.0 24,078 25,142 Other Salaries 16,591 13,158 Total Salaries $ 311,001 $ 312,810 Total Benefits 89,553 87,846 • Total Salaries&Benefits 13.0 13.0 $ 400,554 $ 400,656 Fleet Fund Full-time Position Totals 15.0 15.0 FLEET MAINTENANCE FUND TOTALS 15.0 15.0 $ 454,672 $ 458,861 * Denotes a Temporary/Seasonal position C-18 PERSONNEL LIST Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Print Mail Fund • Office of Technology and Information Services Print Mail Activity Center(transferred from the General Fund) Printing Coordinator 0.0 1.0 $ 0 $ 30,244 • Printing Assistant 0.0 1.0 0 29,201 • Micrographic/Mail Specialist 0.0 1.0 0 21,677 Part-time Mail Clerk 0.0 0.5 0 10,419 • ° Print/Mail Aide 0.0 1.5 0 12,151 Other Salaries 0 522 • Total Salaries $ 0 $ 104,215 • Total Benefits. 0 25,874 Print Mail Fund Full-time Position Totals 0.0 3.5 • PRINT MAIL FUND TOTALS 0.0 5.0 $ 0 $ 130,089 Communications Fund Office of Technology and Information Services • Communication Services Division(transferred from the General Fund) Comm.Supervisor 0.0 1.0 $ 0 $ 32,484 Sr.Technician 0.0 1.0 0 27,798 Technician I 0.0 3.0 0 94,118 ' Other Salaries 0 6,479 • Total Salaries $ 0 $ 160,879 Total Benefits 0 44,493 Communications Full-time Position Totals 0.0 5.0 • • COMMUNICATIONS FUND TOTALS 0.0 5.0 $ 0 $ 205,372 All Fund Full-time Position Totals 614.0 621.5 . ALL FUND TOTALS 680.0 689.5 $ 23,743,977 $ 24,779,944 • * Denotes a Temporary/Seasonal position C-19 PERSONNEL LIST • Approved Approved Budget Budget Budget Budget FY 96-97 FY 97-98 FY 96-97 FY 97-98 Brazos Valley Solid Waste Management Agency Fund Operations Activity Center Sanitary Landfill Manager 1.0 1.0 $ 30,761 $ 40,901 Landfill Operations Supervisor 1.0 1.0 25,405 26,809 Crew Leader 2.0 2.0 46,249 46,740 .. Heavy Equipment Operator III 7.0 7.0 145,718 144,531 Heavy Equipment Operator 11 1.0 1.0 16,746 16,824 Heavy Equipment Operator I 1.0 1.0 14,459 14,530 Environmental Compliance Officer 1.0 1.0 26,718 28,122 Spotter 1.0 1.0 16,746 16,885 Secretary/Scale Operator 2.0 2.0 39,769 40,567 Mechanic I 0.0 1.0 0 17,845 Mechanic II 2.0 1.0 45,771 28,122 ` Landfill Groundskeeper 0.5 0.0 6,240 0 ' Part-time Equip.Operator III 1.0 0.0 17,168 0 • Field Service Person 0.0 1.5 0 22,767 Other Salaries 68,533 61,732 Total Salaries $ 500,283 $ 506,376 Total Benefits 141,220 140,691 Total Salaries&Benefits 20.5 20.5 $ 641,503 $ 647,067 Administration Activity Center Executive Director BVSWMA 1.0 1.0 $ 65,808 $ 67,086 Staff Assistant 1.0 1.0 21,742 21,973 Secretary-Part-time 0.5 0.5 8,216 8,500 ` BVSWMA Intern 0.5 0.5 14,474 14,532 Other Salaries 5,222 1,041 Total Salaries $ 115,462 $ 113,132 Total Benefits 28,703 29,026 Total Salaries&Benefits 3.0 3.0 $ 144,165 $ 142,158 BVSWMA Fund Full-time Position Totals 21.5 21.5 BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY FUND TOTALS 23.5 23.5 $ 785,668 $ 789,225 * Denotes a Temporary/Seasonal position C-20 • • .. . • . . 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' FY FY FY FY F96Y FY97 F9,Y 89 90 91 92 93 94 95 C-21 REVENUE HISTORY AND FY 98 BUDGET ESTIMATES • • REVENUE HISTORY AND FY 98 BUDGET ESTIMATES • DESCRIPTION FY93 FY94 FY95 FY96 FY97 FY98 GENERAL FUND CURRENT TAXES 1,575,855 2,043,955 2,337,559 2,587,464 2,698,000 2,756,0( DELINQ.TAX 34,246 25,931 16,583 26,104 25,000 25,0( • PENALTY&INT. 17,128 16,388 11,598 18,840 15,000 15,0C GENERAL PROP.TAX 1,627,229 2,086,274 2,365,740 2,632,408 2,738,000 2,796,00 • - .. ..PNF . . . :.....:.:.:;.:.TXE9..:::::.....__._.... , 00, 0 W::'�:'�:':>.J:i::v::L?'{�:J:i+: : {;�::�:��';yj?:��:':{}�.�:�:`jj:$:;`.i;':�f:r>f•:{{}{W:'::i`s.;.;i5;?j;'j:.{�:.;: ;`t:�.�,�v::`::i:::::'�ii$$:k• ..f:. xSx, rrr 2 500 000 .>.::....:::....:.: ..z J. :s4: : Y ,.Y•'C'n{ a '•}\4 vva}i}X,iILJE v.+....::::..:�.:..,.;..�.3.• S. .. ........ :.Wf f.............,..}4 vivf. i. • w S.• ......: ..::. 4 + ;:.:.:.........�.:.. • ..........,, y .4{ 500 . :c:• , ••Y: .f•. ............ ::r::. • :a",.•>. 4:$ }'�.'?v4Wb•{I%,} .... }M1:W. .y r}: :7•i,.r;, •:.$$$:•{'.tC\`..`�t,.`,`.i :'•}i,{ \ IOW :x..h�'' W.;``{•f �,•.+,'t�r ti:i0 ... .»mi.::.,: ti a:»,,v:r• .:3x: ar ii£`et z, ww.»,�c:: z^c W.:±-::z;,zz .,::i �z::**zz.: ,$ 4{v.>:: :h;n •: '{: :,»},}„} } ..4 4:: .:•,�,,.r...,.:,.., :'a\tz��,hl.. :>r yt4? :a3,.t,t,:h:.,'2�}^r f r r •tr},.•:{rs}S FY93 FY94 FY95 FY96 FY97 FY98 LOCAL SALES TAX 7,901,994 8,671,072 8,887,016 9,468,207 9,630,000 10,040,00( • • . SALES TAX /'���s'sC�'{:?:�:':i::::•?}::�::::+;:;i:i:?+ +v':;;:}:":"?i<::C'::?:?j:::::i`i:;ii::::!{:::Lv::::�$:::} :;:i; ::':::?:}i::�.}.�+•??:...:.:.:•............:`:.�i_�::iii::::::'::<:F•'.:::%:::•:: .a:}?zv;:J$Yti$v:::::�:•::':::i:: 10 000 000,:;. t$?f s,..,;{:}:s:»>;:::: ;: } .f$:. :.}::::,:._: : :.:::::.ii} ::{:.:i'.:::%}}:£},y, ;:;.:i}••i'4;:: ::vh :xa+. \£f 4: •'}:$ti Y -'ti•ff ti:•'•44`ir$ 0 �:}::ry}i:�}'�)ii:• • {,:rfin v}: .})iii}y;4i:::. • ;:.t 000 } hr :? a vC, ::::OMB.4 nS } h•{tn.n r :•..•..•.....: : .4,. � S'%4} ,.r}.v A?x} %' h • : } h\ • •}h . i�4'4 .$.v . ..�{h .2•00Q,OnW":v;:::v r v\r.r r: :r4:\ \$ • . a}\ v}Z 4 y:{.:�:vrhh :A.ii . .: 0a i4 0' FY93 FY94 FY95 FY96 FY97 FY98 • MIXED DRINK TAX 93,883 105,021 118,322 137,001 155,000 170,500 BANK FRANCHISE 0 217 0 0 0 0 ' NAT.GAS FRANCHISE 71,697 81,858 78,690 80,342 100,000 120,000 CABLE FRANCHISE 55,900 109,158 223,662 235,281 240,000 244,800 PHONE FRANCHISE 182,352 156,095 173,047 1,547,615 622,500 890,000 OIL/GAS FRANCHISE 95,613 2,867 3,169 8,559 293,000 115,000 1RRIG.FRANCHISE 570 50 0 100 100 100 USE OF STREETS 1,035 8,146 6,801 4,676 1,000 1,000 OTHER TAXES 501,050 463,412 603,691 2,013,574 1,411,600 1,541,400 OTHER TAXES • 50 2 •000,:;:::s:<:::::':::::;,::;:;:;::.:;:;>:;:•x.:;:.};:;:;:;;}>}:.:{::::::;;;:::::::::•}:::zz:::i::::;?:z:::;:::::;:;::::i:::$:i:::::;::::;::::::::::z::;:;::::}:::$:::;:;:i::;{•:;:;;:;:;:;;;:;;x.:.}:;:;}:}:>:•}:-}}};}:-;::;-;::;;;:}:-;:%:;:::{::;:};;;:t;<:;:s:::: 000 2 000. t(• � v is }rv:�, ......................... ......................... • .: :.:m.i%iii::.. vi'.:::.:%::v.}i:.:'::.. m.:: .::::wv::.:v;;:.:::::::::+•: i'.::: :... • • 1A vi}i%ii::-%%i:{�%}:-i}}:- :ii:?:4%}i::}::-:{i:}:^::i}:::^%:-::-%i}::•::: {•iii::::.::i::::}i:}:4}::::-i:- ::::::.•:: :h,-,v:. Ol1f�l!11M/ .s r4 /W vW'.:.:�':�::�::ii:::::-:{{.};-ii:�:-:.:.}:}}:::.:::�.:.}:.ii}:�:}}::{{4};}1i}::!!.::::i::i:Ci}:%:?.:i}Yi:4}}%:.:v:!�:{:::::4i}}:� :::;v:$I i;+$?$:;: A\: ............. ............... ............... ............... Jn3,hS r} 500 000" �. ..:4 :i}'is;.. ..::..: ..::.�::. }; t •.:$ ............ •?r:i•y:C•. .::Stir\`:{:: \y:v,.. 4'\: !e4 "}.,; {: 'tee{ ...`.t ..a{, e,••::}... n`:'G..r .a �.ry. ii:'�•ticF.: ' �{ c ::i,'''''.; Y ..�;�v�, : ` `,..:�: vv:?.Yi ,��i�`���ii���i: .r h.;,.:.:$ ♦ v�v,��� :-}4}.:• ,»�t ti'4 v hZn','�6:�rSh`::: »„�,,,,��� {5 .,. L{{tia': .,f,. :a;; z'�z}�,.: ..>.., a�:»„a»:»:,,..\ z;z��tz�;z:zz�.c4c.,{.,r-{`�z~zz zzzz4�`;, � ,eth,:t, ,,,,zz`* •. •.rzr<:�:.•:?� FY93 FY94 FY95 FY96 FY97 FY98 D1 REVENUE HISTORY AND FY 98 BUDGET ESTIMATES DESCRIPTION FY93 FY94 FY95 FY96 FY97 FY98 • MIX DRINK LICENSE 13,187 13,967 14,536 10,441 12,000 12,200 GAME MACHINES 1,431 3,615 2,769 3,368 3,400 3,400 BLDG.CONTRACTORS 12,710 11,611 8,047 11,137 12,000 12,000 ELEC.LICENSE 4,271 3,028 2,594 1,497 1,800 1,800 ' TAXI 159 25 75 125 250 275 ITIN.VENDOR 6,101 1,362 2,098 558 700 750 LAWN SPINKLER 337 648 3,109 3,283 3,200 3,200 . MECHANICAL 2,720 3,402 19,226 22,988 17,000 17,000 PLUMBING 3,036 4,980 16,101 864 800 800 GRAVE CLOSERS 50 0 0 0 0 0 AMBULANCE 0 0 0 0 0 0 WRECKER 2,250 2,005 2,685 2,875 2,875 2,875 ' MINERAL DRILLING 58,893 22,234 18,366 7,564 12,000 12,000 ANIMAL LICENSES 60 30 115 30 50 50 BUILDERS PERMITS 255,929 337,195 314,476 314,007 230,000 230,000 ELECTRICAL PERMITS 27,385 38,720 31,824 33,358 29,000 29,000 PLUMBING PERMITS 43,994 72,808 30,742 40,315 30,000 30,000 , STREET CUT PERMITS 1,735 2,088 1,375 1,500 1,500 1,500 MINERAL PIPELINES 11,320 0 0 0 0 0 . CHILD SAFETY PROGRAMS 0 39,705 55,534 59,176 60,000 61,200 . ' BICYCLE PERMITS 18 18 4 0 0 0 PARADE PERMITS 0 0 50 540 100 100 PERMITS 445,586 557,441 523,726 513,626 416,675 418,150 LICENSES AND PERMITS 600000 ::: ;iiii::isi::i:giiiii;:::i:::::;::;:::}i:;:5::iii.`; x. ,iiiiiiiiiiiii:titiii ii:;:;ii:i{::iivi:riii}+'+v. viri i�+�:::':i:iiii: iiiii�i}S}i}:Y ... ....................................... ::::::::::::::: .. :.. ................... :h,+{y{:.v:.;.:�:::::.:::::::n�:.:�:::::::.:::}::�i:i{Gi}iiiii}}:::i:ry:.:•i:h'•*3ii:ti•iv: 500000 .............................:.::::..:�:, .tr}. . .,+}: ..............tr „ ................ :§ 1,:,,..}:{...:i .:::::::.::::.::::.:::.... ............:::i:: ..:::::M::.: .... \ v:tr�v•{::•iii:ii:L:iii tiiti:::ii.;: iiii}!{:i:• ............:�.r.•. v, ::•i:!•i iii}i:{'vx.}(,�� • '+�Yati • }i�'tr"•}" :.:rj :;:Yf:i:{6:{•::{{•i}:i::v':iY:i:ii:i::'f:iiiiiiiiiii}:%>{:::•:::• .• .:Y;ry , ,iiii::;;:.' .'.'.' .':.:. „f.} ,-,-. :.{.......:x:: .... tr I is .... ....... :: .::n;;.iii:n.,.. :ii::iii::::iiiiiiiiii ':}}:4}iii};•i:4i}:v: 4 000 . a+00 \{ . r•\::: i::i}' ;.}}}i}}}'?•:v.:.v+:?nib• .:, .:�:•:::..:::::: 4�• r▪ } :a.. :r �r r . ................. w> x J.7o �y ::-.�..•r............... x+ iK .vrY.. w},{▪ .rio»:{.}:•iiii>i: �:.:�:::.�:::: .................:::::.v:::::: :.._:•::::. ::' .:•}}i:tr}»Y}>:v}iiii:: •r v:.•i .f ::;pi'<x..{:)h:ii::iiii:;i i}is . {.: :i{:":`viii:::Ji is iiii: ..........-- .:..... .. \•. .:::.:::: :::... :•i:{{•}::-i::i:::; n}\+. \• t•.{�:i::i:::: i:::< :�:is::}:•:`t•\'k.... ':.:.....`'::'::`:'::%.�• 200 000 :...:.: u .a ............. ',�?,a�r• ........... .i••:x:;�`,f•::::;::::{:::.}:.}::{�}}..w�}ryry...:::::i}i:•}:;•i:o}>:;•:•:••::::::f..,•}....:.....:::::::.•i:•�.{,•i. >at i:;:i:':}•:;:i::i.: tir{••{{.♦ .\{i, .•{$K \, :'•:'trr:. .v:.,-:hv. 'f,'ri:i:::iiii:,-;„r�•r. �'" ,•{.,:::iiii}iii:::i:iiii::::';• h, • 4 ?:a x........ }$lQ .�.?.v .vi.'�litr::•iii:i}}}::}iit is�?.... •� :( , ,\•.:: .:::�.�:....... '{{. :. . .....::.. •}:•:•::•:::•.:::.:':� :: v;; :•}}}iii?i?:•:iii:,,, ............... •: ............ r.;c? .rf + , ..,{� y' .av.•i}}:•}:::>.4: is='v n•cc� •}:is?Y}•::;.}':;}-. - :++: is..... �''t• :.�::.: .v ...........:::• :.vL.:r•r : ::::-:::::::•::::.,:•., r•+vr,.•..w:::::::::::- S�. fir. � } x..+^v.'h is '.iiii':<'iiii;; .•\C+rv...:::i ifiii:ii i}... , 7�{:'i i:::i}:::'?:}i::iii is o?r ra-.:: •:: ;;;;•i}..i.: ;<•. }:i::i;:{<•}}?iiii:•: ..:..........�.:. }\ av1kk �{��:{.fir_ {.. \{t 4::.}:iiii:4:$iii: h�{..,vie'' 'f,''$:ii:?:;:F iy ii:�. + }.,v :.Yi.{;:; �j•:'•„ v,kv,�i�v+\ '+,,:++ +v„+ :a.?\v{. ��ij,,,4Z,,,vv�t "•:Ji FY93 FY94 FY95 FY96 FY97 FY98 ADAMSON CONCES. 22,937 24,432 26,433 27,743 3,000 3,000 BEE CREEK CONCES. 6,924 4,867 6,586 7,115 7,200 1,400 • CENTRAL CONCES. 30,810 32,121 32,978 51,572 52,000 10,200 LINCOLN CONCES. 0 0 0 191 700 100 SW LITTLE LEAGUE 23,632 32,679 36,641 27,468 30,000 5,900 SW SR LITTLE LEAGUE 8,393 9,866 13,032 13,817 14,000 2,800 SW POOL CONCES. 0 0 0 0 0 0 THOMAS POOL CONC. 0 0 0 0 0 0 WPC CONCESSIONS 0 0 0 0 0 0 MISC CONCESSIONS 22,949 3,068 5,000 3,088 3,000 600 ADAMSON POOL 83,969 90,971 105,479 122,090 124,500 127,000 NATATORIUM 0 0 0 22,638 23,000 23,500 SW POOL 52,799 47,642 47,751 29,459 30,000 30,600 THOMAS POOL 11,004 13.893 11,152 15,217 15,500 15,500 REVENUE HISTORY AND FY 98 BUDGET ESTIMATES DESCRIPTION FY93 FY94 FY95 FY96 FY97 FY98 AEROFIT SWIM 1 FSSON 0 0 0 0 0 ADAMSON SWIM LESSON 0 0 32 0 0 SPORTS INST.:SWIM 49,933 50,501 47,595 58,433 64,300 65,61 SPORTS INST:SWIM TM 7,893 7,436 5,167 5,427 10,000 10,OC THOMAS SWIM I FSSON 32 0 0 0 0 TENNIS PROGRAM 11,145 10,066 10,933 14,579 15,000 15,OC MISC SPORTS INST. 1,641 3,928 2,934 0 1,000 1,01 ADULT BASKETBALL 2,930 2,750 3,750 1,530 1,785 1,8C ADULT FLAG FOOTBALL 2,790 4,062 2,440 4,770 5,000 5,1C s ADULT SOCCER 630 168 1,695 497 500 5C ADULT SOFTBALL 119,950 121,902 125,706 128,390 131,000 133,60 ADULT VOI i FYBALL 2,750 3,894 3,614 2,413 2,500 2,60 FITNESS RUN 4,268 4,255 4,560 4,132 4,000 4,00 TOURNAMENT 5,734 850 3,133 20,772 3,000 3,00 YOUTH BASKETBALL 11,020 15,286 16,055 16,028 21,740 22,20 • YOUTH FLAG FOOTBALL 9,315 8,690 8,955 11,020 11,200 11,40 YOUTH GIRLS SOFTBALL 2,305 12,716 11,085 12,205 12,200 12,20 FOLKFEST 7,359 0 700 0 0 • JAZZ FEST 0 0 0 0 0 WOLF PEN CREEK 16,340 6,266 0 0 0 MISC SPECIAL EVENTS 5,578 5,304 455 0 0 TEEN CENTER 2,697 1,787 2,897 409 700 70 TEEN CEM ER MEMBERS 150 145 67 15 0 COURT LIGHT FEES 32 0 0 0 0 LINCOLN CENTER PASSES 360 0 157 103 240 20 HISTORICAL PROJECTS 0 18 200 0 0 MISC PARKS 132 3,377 8,153 2,168 2,000 2,00 BALLFIELD RENTALS 757 480 1,845 2,445 2,400 2,40 LINCOLN RENTALS 2,065 2,016 4,140 3,922 4,000 4,00 POOL RENTALS 50 0 0 0 0 PARK PAVILION RENTALS 17,128 16,990 17,700 18,635 19,000 19,40 TEEN CENTER RENTALS 44 334 0 120 0 PARKS AND RECREATION 548,445 542,760 569,020 628,411 614,465 537,30� PARKS RECREATION /•> : 2: ?::::=:: AND .„E,,. ::;:: :::::::;::i' &i:iiii::i :1,i si si i ii,.....:::::640 -000 620,000 �\�1��'A '::::<:}':<::::!? ::::}}f}::•:v::::i::::::::a;};y:}:•:ff}?}}f:•::!±4:•ii:::::;i?;:;};i;i :i if:;ii:;ii(::i::::}) };ff.; 'n ' h 4 . t%; ;:i i:::::}:ifi:Ykh::::::rr.Yfii::;isi;:;:::;:i:;i::'::;:`; `::"--:' ::::i::::ii::i`:: : 600000' ::..}:� :;:::� .::;:-::::::.;:.}:;;:;:}:;;:;>;:•};;:.}::::.}::;:•}:< ::::::::._: ::::::::::::. vat✓.::... :::::iiiJf::J:J; .{{;:i}<:}}i};;.;y:}:}:in_;;}};.i:i:i!ii•}:•i:i:•i}}i::vvv: �. _580 000 :- ..c. . \•:v.OY.. : h . {w� h.. .h v{j. 500 000 :;c::::::: ti. ; :: ..... :..:::fix{�: il �:: 540 000 : v h.. {.zr{ .n :th :iffff: ..:; tit :h,titiu.. W Y.Q .� Jf FY93 FY94 FY95 FY96 FY97 FY98 HAZARD MATERIALS RESP. 527 1,298 140 0 0 HOUSING OF PRISONERS 0 0 0 0 0 • FINGERPRINTING 1,470 1,030 730 0 5,200 5,20 POLICE REPORTS 6,367 5,919 7,051 10,453 20,000 20,00 RECORDS CHECKS 388 516 744 723 1,200 1,20 ` ARREST FEES 4,644 76,828 79,338 74,487 72,000 74,40 WARRANT SERVICE FEES 4,077 14,770 30,760 60,462 70,000 73,5C ESCORT SERVICES 750 2,518 4,311 12,610 12,000 12,0C D3 REVENUE HISTORY AND FY 98 BUDGET ESTIMATES DESCRIPTION FY93 FY94 FY95 FY96 FY97 FY98 FALSE ALARMS 14,450 25,900 24,650 19,300 18,000 20,000 RESTITUTION 360 159 35 0 100 100 OTHER 0 0 36,954 50,164 52,000 52,000 POLICE DEPARTMENT 33,033 128,938 184,713 228,199 250,500 258,400 EMS TRANSPORT 242,018 260,442 282,637 241,206 180,000 185,000 EMS BASIC TREATMENT 0 0 0 7,065 8,000 8,200 EMS ATHLETIC STANDBY 0 0 0 168 100 100 OTHER STANDBYS 0 0 0 0 0 0 EMS REPORTS 70 98 120 67 100 100 HAZARD MATERIALS RESP. 3,416 4,547 8,407 5,139 • 4,000 4,000 AUTO HOOD TEST 240 630 270 450 500 500 AUTO FIRE ALARM 0 450 635 570 600 600 DAY CARE CENTERS 704 456 480 360 400 400 FOSTER HOMES 60 65 30 90 60 60 HEALTH CARE,FACILITIES 50 145 100 150 150 150 NURSING HOMES 50 0 50 100 100 100 SPRINKLER/STANDPIPE 1,235 4,485 2,950 1,850 1,850 1,850 NATURAL GAS SYSTEM 0 0 0 0 0 0 FUEL LINE LEAK 60 0 30 90 200 100 FUEL TANK LEAK 37 0 30 90 90 90 RESTITUTION 0 0 0 77 100 100 FIRE REPORTS 0 0 83 225 250 250 SITE ASSESSMENT FEES 0 0 0 25 0 0 OTHER 0 0 0 196 0 0 FIRE DEPARTMENT 247,940 271,318 295,822 257,918 196,500 201,600 NON-ROUTINE ST.SWEEPS 0 0 0 0 0 0 STREET CUT REPAIRS 5,325 7,300 5,300 6,000 6,000 6,000 MISCELLANEOUS 50 0 1,140 0 0 0 PUBLIC SERVICES 5,375 7,300 6,440 6,000 6,000 6,000 ACCIDENT FEES 0 0 0 230 0 0 GENERAL ADMIN.FEES 440 34,924 53,466 57,641 47,000 48,400 COURT DISMISSAL FEES 30,953 32,600 29,170 19,540 16,000 16,500 MUNICIPAL COURT 31,393 67,524 82,636 77,411 63,000 64,900 LOT MOWING 2,945 1,405 3,120 3,205 3,200 3,200 GENERAL ADMIN.FEES 4,760 2,400 4,150 5,160 5,000 5,000 MAPS/PLANS/ORDINANCE 0 793 448 419 600 600 XEROX/REPRO CHARGES 0 283 341 110 100 100 MISC.CHARGES 0 500 50 11 1,100 100 FILING FEES 10,692 10,400 14,190 22,298 23,000 23,000 M1SC PLANNIG CHARGES 0 16,285 11,778 1,812 500 3,000 O&G PIPELINE ADMIN.FEES 21,761 0 0 0 0 0 MAPS/PLANS/ORDINANCES 0 1,732 2,821 2,464 2,500 2,500 XEROX/REPRO/CHARGES 0 2,378 2,123 5 0 0 MISC ENGINEERING 0 16,811 13,745 14,028 15,000 15,000 DEVELOPMENT SERVICES 40,158 52,987 52,766 49,512 51,000 52,500 • CERTIFICATE SEARCHES 11,346 13,603 15,817 14,970 15,000 15,000 FILING FEES 54 343 136 0 0 0 XEROX/REPRO CHARGES 0 84 604 344 300 300 GENERAL GOVT. 11,400 14,030 16,557 15,314 15,300 15,300 ARREST FEES 0 0 0 0 0 0 AMBULANCE 0 0 0 0 0 0 FALSE ALARM FEE 0 0 0 0 0 0 FILING FEES 2,372 0 0 0 0 0 D4 REVENUE HISTORY AND FY 98 BUDGET ESTIMATES DESCRIPTION FY93 FY94 FY95 FY96 FY97 FY98 MAPS/PLANS/ORDINANCES 3,308 1,220 0 0 0 XEROX/REPRO CHARGES 626 9 0 0 0 • OTHER MISC CHARGES 0 2 0 74 0 FRANCHISE APP. FEES 0 0 0 0 0 OTHER SERVICE CHARGES 375,605 543,328 638,934 634,428 582,300 598,7 OTHER SERVICE CHARGES .. ,. o .00 .:::::::::::::::::::.:.i::{.:t.:;t.:;.::i:: >::::<:>::::•}},.. so :.:;.}:.i:.:.i::i:i::;i::> . :»:::i:::i:.::.::r}:« .::;:<.:.:;...... ..fi} ...........:.:. ............:.. :.:}.:,::::::: t:.: :::::..::::::.:,. o 0 00 /' %:::{«i!i::iiii:':ii iiii:: i}•}:..,.. : 4 :. }?..: :.;':::. ...:::{::; yr ::.:f:•^r:}• .• . v,xnj-tn1 :,.: S p nnnnnn• :..::.::.:::• .i:i;•9r;::v}r:. .t :....:....-; .. .v::• }Y}}};i.}i:tii} v fi$ 00 :. •;ifii., ••xi; :.;:z:;<:;%::>::iii: •, • :,:y� ` ,hv 4. {? *%:*.;,.iiiiI.i::I:I.:IIIIM.:MS 4,...k..!-.Ifii •.�:. t�:}::i:.;':;J}yr:}}}.. :::a. i,• 4. w:'c:ii i:• ii:;%:ii;:•:: :}v:t::>::�}:i}: ;::?:.}... ,,.�+`xh1 is 300,000 �':;::•x ,,� : fit . • .}'�''.•.!:k v 'xh :v xt, C:{.;.i is• •:r 200 000 . �t, • ' T .;'diiiiiii i:ci: 1:' •:Y -.v::::::; .:.........::.: .}:v iii}::i $: .}.'�' ECG'}:•i>'::::::}:?:•::. :t.•� t ::............. %:i:iii 8, ^Zvv s. 't 1\ \. tL 100 nnn •'�, • ::s, •x, ::�•:n •. tit:::::•:: • :: :. . }i : }Y..,:' FY93 FY94 FY95 FY96 FY97 FY98 t CHILD SAFETY 4,991 6,490 7,910 11,350 10,000 10,30 CITY PARKING FINES 67,904 108,216 111,557 115,213 124,000 133,79( CITY PEDESTRIAN FINES 8,755 2,582 2,577 8,559 0 I TRAFFIC FINES 35,949 39,114 35,162 32,102 29,000 29,90( OTHER MUN.COURT FINES 771,050 753,118 844,941 1,174,616 1,300,000 1,365,00( MISC.FINES AND PENALTIES 5,000 996 1,000 1,325 1,200 1,20( FORFEITED DEPOSITS 0 100 400 -300 100 10C PERF.GURANTEE 0 4,510 0 0 0 C MISC.FORFEITS 0 0 0 0 0 c F1NES/FOR£EITS 893,649 915,126 1,003,547 1,342,865 1,464,300 1,540,290 FINES AND FORFEITS 14 00 000" fi 1. .................... \'t`Yx:::ii:��:i i?iii:4i::. `::':'';;:;ii>:}i;:�:h:;;i;�iii;?;i�;;::iti ?::?:tij'�`'::.;:;ii:�:% iiis':::ii:i:�:::jj:::(i:j':i ��:'i:!!:i:}•. :.1v , ..::::::.: �2 ••••• >�t ::h+ t r..n'4. .7,.v .......::..::.: :.:v.v.:::v:•}'::::::�.:�.{!4.:�:v}i::: : JJ:L:::iiiiiii`%ii:)Z. ;..:.............:....................:.............:................. . :xv:n:1?i:: :v:4X{.}}1}, . ..... }`.::i::i}};}ii 1,000.000 :i;::t Jv v 1 ?thy'. • •:.1::.'.::::::a,:i: - : n .; :,•f..••:•.... ..........:::::n•:r:h.,::::.:�:::....;"his`•ti::;Y?'f,•:'..:;:::::::::::: : •:::-} ...........:•.-�+}�i}y::.;�:::::::.::. ._:::: :4:,t. .:i4 .,\,::::..�:::'::::::. : .`, :; -,�a,:•::oy.'-:;:'....::.:..,. ti <{?iiiiii::: -. 4.. {{Lv?4�;x': :%Xn�.`:':t •.:{4'`:.v}:.}}•::.:;•::::•:::• r }}:;;ti.Y.:-.;:j•:. ,4 ::\ v:??•.;:iii}}ii::::i::;: :'.tins : S, 3{:}f: ,•3.t.S•: :.t. \'\ .:t+c}:;:.;:.::::..: � 4: �... ', tic.:iy:•;:i:;:;.}:�;%t-i: �J h.. 00 000. :fi\r"�`�}:fit" .:hr'' .t :- i.`:h ,E: t. .'�,8a?:a;;is:iii:::;:aC`:. : i iiiii:iii: ??. .ti,. \. to:.::::::: ??• S >:iii`.fin`,\ {.``�; ':::.:::::::.. 200.000-.;i::i.;;. .., :>. o ••::-::.}:oi:: : .:y} u.:•:.}•;;?:.i:;::. . :•''xh�:::%: ••";••:I?x} ;;r::r.t•.�•,Y: ••. :t, :r,.:w:.}.}•}:} . ::.:.:. :.:'':_'t} ::;s::.:t;:•};:::: :'axf2:,,}a}y,••n,:;n,: ::• ;,,,,•„:i ;•\`i•:ix>��x`xx"@x`x"\:•x?..'::i?t•.,:};. :: Y \xxaC\,•t:.4.:,'?x;:.r;. •tiff xx.x22>?fi'. t,:'a•r? 0 • :? .. .... �i ♦ ::••:r}•...:- ir:::.. ,, }sit,, za\\ \ zx x x?:\rax:: � ....w •:.•....., }wi} FY93 FY94 • FY95 FY96 FY97 FY98 BANK ACCOUNT INTEREST 10,695 17,916 21,843 18,182 21,000 21,400 INTEREST ON INVESTMENTS 295,330 287,236 226,029 276,510 340,000 300,000 CEMETARY 0 0 0 0 0 0, BVSWMA/ROI I FR 4,890 0 18,777 2,015 896 0 • 0 0 0 0 0 0 OTHER 23,291 3,167 32,902 20,520 1,000 1,000 OTHER INTEREST REVENUE 0 0 0 0 0 0' TOTAL INTEREST 334,206 308,319 299,551 317,227 362,896 322,400 • D5 • REVENUE HISTORY AND FY 98 BUDGET ESTIMATES DESCRIPTION FY93 FY94 FY95 FY96 FY97 FY98 INNEREST EARNINGS 00 /'i ? ii:>'is:a::i Si:f:iiii f ?is ;i33i:UM:::-i':::i s z.::.isiM•:.: : is;:i:isis is: is is i.::;:;:;::: ::5>t :i::..„;„:>:; f:2::::;...i,„ :::::. :.%.:ii:(^: :i:'?:i:ii:;:ii::<::4::4: :::4:1::v:::p::i:riri4iC:.: :v:.:�:}:::. :::'...:...:..... �� .;:.;+{1r.•':.!/.,r::%i}:r:t.':t i}}::i:::i:::::ii:.:h:tt^::::::}}:: is �................. .:?::•: .d#► :•::n..:.�-y.;:->x::}i.:..,}}r'i,3`:f•,%% ;'•:: Y:iui}�S<iii;:.�: lrii=: •Y: fYtr}:1 r:f� 300,000 " •:r}xt,k•.•• .�: ........... .x',:t ::::i::�::i: .,?J:;r. y}•}+�"., :{•:2%.a`t+r{•t•. . 250,000.;:<'..}::tt+,v... . ... ::::::,i•.i:t::. . .:«.}:::;}lt•:..,{* .;.}; : ..............•�:�4 n.,.. ::::}::�::th+�n J.#,Y,.i•}:•i}}::::::::::L•:''i.`..7? •:::�. ;..::.{.:::::.::�::..{$:Y.v,{�:t• {..ti-,IP:i iti.-::............;V::EE:' : ......:":::••.' „:;.,•:Y !.td.•rz. •; .{ � r 4 t•: ............. ....::: :+:..r..,:,•• v:,;:.::.;;.•..v... v ,. : ::::•::::: ::;C•k�'�: ..: .::::•:::•::•: �}.:•iii:�. ::-:}::•:}i ::+r:•{•• 200 000 .t.Jr:..{.: ::Y.} . ..Fk;.. ::, ,;s3{> { '4 nn}+} ;}• ,F •{x . ...::: ±�w .. ,. •}:ii}:�::iii:tt+:is^:• =L.x.i Li':;:i::::i:;:j;:i:x :. v. .•,•¢?}}:.}»}::;:.: .:: zi=. J :y 100,000'i:<,;::::..}..,. :::..�.....::. , •}:.:..:.::.v.::• .\ r.. ;,..... v:: .Y'.. h. .....:. n .X Ftiti ':k.• +yr \•.-• • ,}.. �''{'•"' $g�•:� .{: ,.... ...........wi ... ... -... ....... ..%t .. ..:::: ..- .. .h} .. .......-..... }\ t, i:::.•}:i:i:iiig.it'tir:+ . 444 :;:{.:;{k:�}:::.{v:•:.:: ::..::....:.. .. .... ... ... .. -:.�.,,Y.,C.:::...... v,:.t..��vC•. :nJY#�.'v }r.•:fJ"'}' ? :n/ v,-s•:•::.. ..•.,:>l•.h: :n. .:.r.{ ........:.:... .. ..... +vY•;J:ii:Gii::i:::i{... FY93 FY94 FY95 FY96 FY97 FY98 POLICE GRANTS 0 9,892 22,807 17,179 100,000 164,070 GRANT/91-04-02-81-AN 0 0 0 0 0 0 GRANT/92-04-02-B1-AK 39,720 11,831 0 0 0 0 GRANT/94-04-02-B1-BG 0 0 0 0 0 0 TRASER GRANT/B1CY 0 0 0 0 0 0 FED GRANT:PLANNING 0 18,000 16,257 9,000 0 0 URB TRANS STDY 0 0 0 0 0 0 • STATE GRANT:PARKS 0 0 0 2,034 8 8 INTER.GOV'T.REVENUE' 39,720 39,723 39,064 28,213 100,000 164,070' GRANT REVENUE ::n.i: i..a}tii':ig...ir} :}:ii:«U:::ivi:::'i;:+{::'::iiti^::?:iii i:::v i::::i:?: :�::;:;i:::'v:j::::iYi'::?isi:::'v:i:i%i::::>G}iii:�ii:4'vti::ii�}ii:i:j::::t;::ii:LL:ky:::::::i`F.:`i'riiiiii::ii?::i iiiii:::::i::v : iX ::t::::::::,'.2Y:�::'.::%::::::ti:�:::::isisi::::•i:::ii:':"!:: i}:i:i{}Y::4:J:v}i}}}i}:i}:4::<i::v::::i::G:v};v:i4'-ii"?:i`i}:•}i iil tu• 140,000'::`-; s�::i;:;:•::: -:}::}}:: :;-:t.:::r:-::::;.:::t.}:.ii;:}:i::i,•'i>:i:;:;::;;:::t«•:Y:•}r}r::;;<•::;;:;ttt•r:::-::�}:�}:istt!• :;;:-i: ::;-}: •:::r}:::�:}:.}}:•;}:<.::t:}:}:�....., . :.;::ttt•:<t{L::;:ot:;•}:-::: {:':;-:;: ::a:; •:::::<.:;:-:::tt•0:;::•::n:• }:•}:•}}::.::+:;:;•::RMaii:;ti::::}i.::::}:.:}::::-::.:::}:.::.:::iL::•}iM:::;';:}:. 120,000 ,...%: ...:: z,,iii:::,,,-..:::..,::•:•}::}:-:.:.:,-..--...-}::-::a:i... ii:i.};:•:r:}i100,000' m.i::.}:..a:ii;;::::::•::::•::: ::::g,:.. :: :: .. R::..:..... :�::�:-::;;::;;t:::::{tt:%;}}::;}::::::{::::::::;:::s{;ii:::�iY•:::::::i.::tt!•r::�::�::-::ti•r:.:::•}}}:•}:•ir:::}iii:�r:r;•r :�:;r=:%S:%}::}•:i:%:;:i-r}:i:.!i:;;:;;:,•• `; ::i:'<:;i,.` i:2i yi'.%:;:Y'::%}::iC..:;.'<::: iii:i::ii::::�ii:;:: :.g.i::?( :i::i:i ;i : ii::i:.::i<;iai.: :i :i i..:iiii ::: ;.:.: }:'iLi: wx $ .... ::::::::: :: VV VVV^i}i:Jr:::�}}':'-:-:;.;.::-:i{++;:!:•:^::iii::<.:-}::;�:�-:�:;v:>}>::.::!.: :o>?i:;ii•:t:ri•:4;y}::t},P}Y:tJi: ;:J::J::J:i}}: }:JY;C::ii::}}}}ii. .::•: :-i:::iii ::i :Ci� :,vvv::Si i ii:: >::::::}::i%Y!::L;'r:%:<�%i:::i:::;{%::::%i�?>i li }:•U iiiiii .....•..... 40 ;ei`'xi%000 •:3zzzz -':•} .':.:..':`.. :4:•}.: • ,... •tY Z v i a •J .. . .... {a;r}: n • : : r, ,t: . . q•v: ........... \,,t.:•:: .. z:{•,\}'rit•}: �•� .. ',:. : ': ♦��,� ,�A:E4: �•tixt„{{,w,`,,ti{:.:.::: ..:Y% l x`# `#zzi�i.: .;{k: ,� z,zz,3 z:.:;%i4\,'::t.:{# ,3a�\x3�,.t\ :r<. � :: aa%�`zn$>:L.ii}`:�,z,, _:t .. �.:,},333z .... . J :}�,,,,� �, .. z ,n: x . } :. ,„ '...L : i `FY93 FY94 FY95 FY96 FY97 FY98 CAPTIL IMPRV,ASSESMENT' 58,358 4,779 59,141 17,216 10,000 10,000 • MINERAL LEASES 2,227 0 0 0 0 0 MINERAL ROYALTY INTERESTS 0 54,586 13,395 7,081 5,000 4,000 MISC.RENTS AND ROYALTIES 28,648 29,647 26,651 27,648 29,650 29,650 • ROI I FR(PRINCIPAL) 10,837 15,728 8,671 13,712 14,832 0 CRIME PREVENTION 10,794 5,210 400 680 500 500 CO-SPONSORED EVENTS 0 0 0 10,000 0 0 OTHER 0 1,300 0 0 0 0 MISC.DONATIONS 1,275 1,786 100,639 50 250 250 DAMAGE REIMBURSEMENT 0 4,431 170 5,921 6,000 6,000 FUEL TAX REIM. 0 0 0 0 0 0 OTHER REIMBURSED EXP. 4,488 6,066 0 112,000 5,000 5,000 CASH OVER/SHORT 622 549 884 173 0 0 COI I FCTION SERVICE FEES 26,096 41,840 45,736 55,976 50,000 51,000 D6 REVENUE HISTORY AND FY 98 BUDGET ESTIMATES • DESCRIPTION FY93 FY94 FY95 FY96 FY97 FY98 CRIMINAL INVEST.REVENUES 12,794 0 0 543 100 SALE OF ABANDONED PROP. 2,125 2,875 1,670 2,264 1,000 1,• SALE OF CEMTARY LOTS 17,010 29,938 28,926 32,280 300 • GENERAL FUND REVENUE 0 0 0 0 0 CEMETARY FUND REVENUE 0 0 0 0 0 ' SALE OF SCRAP 681 78 12,725 1,848 1,000 1,i OTHER RECYCLING 0 0 0 0 0 . OTHER 14,814 20,032 7,592 29,530 20,000 20,( OTHER MISC REV NT 0 0 0 428 0 SALE OF FIXED ASSETS 68,213 40,470 77,913 199,300 60,000 60,( MISCELLANEOUS 258,982 259,315 384,513 516,222 203,632 188,8 MISCELANEOUS REVENUE soo 000 . soo _000 � a:•;{F;;a'+:i iii i:`+iiiii::.x•,�• , �ii:i:<:•is�}i:;i•iiiii:�i}::i::::»ii::•i:ti•i}?:•:ii:�.<}:>i::}::i:ny:}ii:::i•`}i: .' f. /ii::iiiii ?�;(;: ii:ti:>i;;% :ii.'{T;;:;;±{i:i:�i:;:i iiii;+:;i::i:;:�Y:'v::::•:rr••:•::::::: :... 400 000 n,�: { .-.:�y:::::.'.`.;3:i :':3 .y :::::ii:::iii giii i;::ii:::::ii::ii:' ii:;i::? .::...:+•:.:J:^ ii iif:!::';;:`':'v::. i:::`i`jiiij:::}`S'•'S�'y•}:{ }:::.:::}:: .. ........:...... :.;.:;v.{•::lia: : ' nv �$•:•::}.::�:.i:�}:�i:�:�}:?' {•. ......:........:::.:...::::::::.:: ..i..:::.i'.:::::: nn0n : .;;•}.•}vv.::::;:.{Siii:;::..:}...;..:•.'. �. :.},. .�• . w.�v-..w.{:: •.. � / L. 1 y :j:ii ::: ���£. .•., �n�tiU: ::iii Y:i;: { t2, {.r. {.,>;:y}}:;};:;; / fi n .:}}:;.} }i... i%`nd ' :fi:`.y 't3 :'�l1m"- �Y``` •:> >Y :}}a„,i'%;"t} \:} tic :!3a: ..\w: • . .. FY93 FY94 FY95 FY96 FY97 FY98 - ROI:Ft FCTRIC 2,871,704 3,116,079 3,600,000 3,773,500 3,773,500 3,773,5 ROI:WATER 690,600 600,000 615,000 622,800 661,500 708,0 ROI:SEWER 566,200 550,000 550,000 585,950 645,900 661,0 ROI:SOLID WST 138,000 141,450 150,000 154,500 183,000 188,0 RETURN ON INVESTMENT 4,266,504 4,407,529 4,915,000 5,136,750 5,263,900 5,330,5( RETURN ON INVESTMENT FROM UTILITIES • soo 00 ::0 0 .. ....:::::.�::....n:::::ii:}•:i': /':iii''i:4i::: ::::::v:+it:i is i?isi.`":;::;'.::;v'+.';`i:'+,t:;:i;•`t+'(;!:i:vv�.:;if:;li',if:; {:•,ee,:;::f;:i:j:::;::j'titi:•,'{::,• 5.000000 :.. ::::::: :•�::::::.;:.: ::;: : ;•:�:�;: :::. :.::.:::::: : 1:: ...n�•a:, ........ •::..�. .,}; ::.:•::::::: ............. :...:}Y'>::i::i::ii::i iii ^^^ iii1 ,{,,:• •'.fi:+.+2:. ,.,ir: i`1„{„tYx`.,,`,� •. .. a, .:�`ti'-0: i,v ,,, 15. • - FY93 FY94 FY95 FY96 FY97 FY98 TOTAL GENERAL FUND $16,644,525 $18,251,539 $19,660,782 $22,603,520 $22,173,303 $23,477,61 • HOTEL/MOTEL TAX FUND • • HOTEL/MOTEL TAX REV. 1,100,774 1,185,567 1,221,485 1,384,913 1,440,000 1,512,0( PENALTY AND INTEREST 41 81 94 780 100 1( • • WPC CONCESSION 0 20,570 6,901 12,716 13,000 13,3( WPC REVENUE 0 17,226 44,264 46,058 47,000 47,9( FINES AND FORFEITS 827 1,157 240 0 1,000 1,0( INTEREST 40,789 37,480 24,744 38,219 40,000 40,8( CONFERENCE CENTER 85,352 93,309 62,381 64,670 65,000 66,3C BUILDINGS 0 0 0 26,990 5,200 • RENTS AND ROYALTIES NT 0 0 0 3,929 2,700 2,7( ' RENTS AND ROYALTIES TX 0 0 0 6,203 6,200 6,2( • OTHER RENTALS 0 0 0 109 0 • CONTRIBUTIONS/DONATIONS 3,800 0 0 0 0 CASH OVER/SHORT 1 581 68 17 0 HIST PRES PROD. 166 106 3,658 373 1,100 1,1C OTHER 9,652 D1,841 7,842 4,981 7,000 7,01• REVENUE HISTORY AND FY 98 BUDGET ESTIMATES DESCRIPTION FY93 FY94 FY95 FY96 FY97 FY98 SALE OF GEN FIXED ASSETS 0 0 0 1,850 200 200 TOTAL HOTEL MOTEL FUND $1,241,402 51,357,918 $1,371,677 $1,591,808 $1,628,800 $1,698,600 HOTEL MOTEL FUND REVENUE $2,000,000 I :v.4ti •. $1,500, f.:............................................................................................... 0 :?::3'•.................... . ..f o}Y>+:3;:}:Y•}::�>:t3ii>::�:ci't:. 3 ........... �> '•iii:: •:.•f}:+::.+i'•::........ .:.•..:..r: ..i• x:•}:ttf.:. : ti kkk?'`•' • • • f vrti tt• 3Y+ � -.: •:is:iii:kviiii.i:4:.:�}:3:•., �i kJj• {• t3: i4 i : .. .:.....:.. • •:;.{3f, -> ;•;'}s 500 000 ;<::;:;:::.}.'•:•:•`t:.:•`::; i::k::;;:;:.'::';:.:•v., :::.v.•::::ii::i<::%�:::::t<;:,,}y I::: ::`; :t•::>t:•:.,•:.vr::::• ::.::::•.. .3..::::.:.{;•::._ •. ....S...tV .. .. ;S.:F}:,} t-': .i::i�:}:%�:�:x•:. •.: :.:: :::::::.:.f •.::::�::::a::...:. ,:.•.:; • : :`•;ii,•.::: ,$ ? ,,, ......vv{.y•: �,x.,,,v�a2o5tir `.�"�H\`x„ •xh.a;3%i., �x,k:\'�,,�s`:..:• .2:±:2�`,s`,s:``a:'`,iYY v . ,. v ': 'a`,`.�2Y?'.'2.: ..r.r..::t,`�,:.4.'taV FY93 FY94 FY95 FY96 FY97 FY98 .DEBT SERVICE FUND CURRENT TAXES 3,240,552 3,547,085 4,065,691 4,499,526 4,758,000 ' 4,968,000 • DELINQUENT TAXES 73,161 56,716 36,172 48,878 40,000 40,000 PENALTY AND INTEREST 37,656 30,552 22,373 35,261 35,000 35,000 • INTEREST ON INVESTMENTS 98,937 102,773 137,602 127,575 115,000 115,000 INTEREST ON BONDS 0 54,248 17,785 0 83,713 40,000 BVSWMA/EQUIPMENT 32,737 0 123,869 19,778 14,922 9,771 LOAN/NOTE PAYMENTS 66,777 99,514 46,488 79,735 84,592 89,743 PROCEEDS-GO BONDS 0 0 0 0 6,545,000 0 PREMIUM ON BONDS 0 0 0 0 310,358 0 • TOTAL DEBT SERVICE FUND $3,549,823 $3,890,888 $4,449,984 $4,810,753 $11,676,227 $5,297,514 . I DEBT SERVICE FUND REVENUE i::•• : :::: •i .. �-ii•ii: :i:.ii: :: :•>•:::•:.. iii•• ::•k: •: :: : •:•:• i X:i iii:iiii:-i:i:.;:.i::: :i::}::ii'$12 000 00o :{i .:. i-:..:.}i ;:{;::.;.i<.:is; -::.:: .:. > .;:.:.:.: : Iis::i::.;i:.:: .:is•:i:;. :.i}::. .]:.i •i:.;:: :.; .i:.:.;..,::.•}:f.. ::::.:. ;:;:::i;:: ;i .::: i-•' ""i" "• i i:ii i :i • i :;k :::.i` i i :i `>:'i:-} iiiG % i ; 2fi; iiik :i;ii2iiri ii : ti �t : ^ i : ^.:..i i i:% .. •.•.. : •..::. :.•...::.:: n. •: ::•.•..:•.: .: :•.•.•. ::: •: •.•: :.::•.:.•:.::. w : :: :::.:: ::: �.:: : :: ::: : :::: ::::: ::: :.:::::. :: ::: : S:: : ik3 i' ::; :: is}'::::.$QO OOO 00OO viS:.:E: 3i %{ :+i�:i:i•i: J ::.: {3 `g-i::::::;'::.ii. < ,?i::i .:::! iti^i nv { :.: ::• .! : j :: : • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ii id .:.wa:,f:.�` : :': : >:: > : G;�:::-:::��::i: :::��:�3s : i:: ?:i:'i"; S� >.: : : .:;•.:� :`: :i: .is. •:x•"f.,v;:.,,..o-5::a•}ii2•>iF{r:. ::3;:3}>:•Y. Y:ii:i: .....;,;.::•}}c-.tv..}}.>}"•:':-:-: ::{•}::::i.;:•: } . ..-:}.... .lvrk.:r,s:r .x:.:, ...'.-.:.-.:....-.......•trv.1.. •3,•;::}..:3}>;.::::}:.::::::}.:.::.:::::...:s. : :xk: . ...:} : . , v...............3 :. r . '.•.._:.': :.....,4. ....... ..�}:�g ::i::}:i}:3 i'.}:v:i{.iil,:;::i �yt t{: +••:- :•:.:.:•.:• 000 000 i M ....• :::. . . ... igiii} i : <:>::: ..:iw .:.•. 3:, yy��3}i▪ 'r::. iAs34: xa3:tt\:?' :}?:, kt` si,\`i: \, :?'f2sk...:.• `; r:.: ,,.. }}txxxxxx„ ,��. ,�,�`: a;....xxkzxm:} cs',�: FY93 FY94 FY95 FY96 FY97 FY98 - ELECTRIC FUND RESIDENTIAL SALES 15,474,942 17,548,614 18,085,015 17,485,890 19,200,000 19,718,000 COMMERCIAL/INDUSTRIAL 12,859,260 15,037,631 15,597,808 14,089,339 14,803,000 15,498,000 SECURITY LIGHTS 41,045 47,095 53,362 56,429 58,000 59,700 • ' INTERDEPARTMENTAL SAI FS 0 0 0 0 0 0 • OTHER Fl FCTRIC SALES 17,595 25,447 13,723 16,921 17,000 17,000 ' ' ELECTRIC PROPERTY RENTAL 20,229 20,298 20,304 50,888 51,345 52,000 FORE DISCOUNTS/PENALTIES 298,483 309,923 339,935 361,996 390,000 406,000 • INTERDEPARTMENTAL RENTS 0 0 0 0 0 0 ' CONNECT FEES 264,507 242,246 201,386 220,560 200,000 175,000 MISC OPERATING REVENUES 0 0 0 69 0 0 INTEREST ON INVESTMENTS 589,449 621,059 533,584 889,969 850,000 800,000 RSVD INT:REV BOND l&S 0 0 0 0 0 0 RSVD INT:ENERGY 0 0 0 0 0 0 GARAGE TRUCKS/CONTAINERS 86,635 76,106 64,854 52,842 39,983 26,252 NORTHGATE REVITAL. 0 0 0 14,890 15,257 11,510 • CEDAR CREEK 0 0 0 48,356 0 0 UNDERGROUND CONSTRUCTION 57,744 119,174 55,586 760 50,000 50,000 ' OVERHEAD CONSTRUCTION 2,596 0 1,464 0 0 0 STREET LIGHTING 2,038 783 10,700 600 1,000 1,000 D8 • REVENUE HISTORY AND FY 98 BUDGET ESTIMATES DESCRIPTION FY93 FY94 FY95 FY96 FY97 FY98 DAMAGE REIMBURSEMENT 14,242 14,343 12,730 13,847 14,000 14,( CASH OVER/SHORT -416 -110 -72 100 0 • • COLLECTION SERVICE FEES 5,692 6,676 3,505 6,118 25,000 25,E • • MINERAL ROYALTY INTERESTS 0 11,287 1,438 990 1,000 l,C ' LAND RENTALS/LEASES 3,993 0 0 0 0 SALE OF SCRAP 7,689 9,111 14,341 30,260 18,000 18,0 . .' SALE OF SURPLUS PROP 7,655 19,276 6,950 220 1,000 1,0 MISC NONOPERATING REVENUE 47,396 91,355 43,473 103,531 120,000 60,0 TOTAL ELECTRIC FUND $30,319,045 $34,200,314 $35,060,086 $33,444,575 $35,854,585 $36,933,94 ELECTRIC FUND REVENUE • 4 0 0 0 00 {:j.�.:is ............. : .::.::::'}i�':../.. ............. .�.}•:.}....}x:4:::i?i:i::}iii. � -.:. ^ :n .n :::::' ':'':}v}r ......:-x+ x: h�{{}ii /:::•i}:^:h}i i:'$ ....:::.:....::.::• .;+....... ......:...:..:Y,: .>i.;�:?:: :::::.::::..: .: •:Cv...�^:y:>r::::tii:i:iiiii t}:,t} �},... .::.....::::::::.>v , ,.v•.:•:i'?;Rii?::i<i% +^\+++}:•'.-.:}:•.;?:ii�'; ;,fit.! k Xv .:;}v{.:x:,i;:... :•4A J.;}:}:h:•:::::::::::::..}r:,•/ , r){. .i:. }y:^v:?.i }ix:Sih .v�,v: \ \: :.h.;tt bi �..Oh: .. .::•'•i•.it<iii:x} {\.. }. 1•:+•+.::::�::::::::::::•..4.r :<:iii::::i:}.;:i:i;:• ...�+{�.x•.lrvr:..::• ::::�i:4ii ii:v:+ \v..„y v,nr:•:::..:: :{\ •{:iii:::{:%v::::«.i { ::+}4.nv::{:.>:.:.:::.::: .. .•' {j•}Y\k'•.{4:::iiii::::{::i:::4 :'vie ii iiii iiiiii i: t :........:..... ............ 4 . .... t,yl::.v:.}:•i:vii.v>:iLi:t{.:t,tl:..:,•:y}}•:. .:•.;��:is}v\'t:.... :: {;,�\\\ +�!•.::',;}:i:::•>::�:•>iii+A p:�{v;vii::{:::;i:�;:{;>:y }Y, ::i:�/' _�, • i;'{:,.!4i ram,'h,�i:iL:i:..:.�::.::::•: ;pP?n}r :-:lY}}.:. \. . C�\•}%r:. �i:•::}}}�>:�>:::^:?:•:.•tit vthn io 000 000 :::: ...{s,}r��.::#?:::<:::> »><. ,.�;::: : :.>::i:.;;i::i.. n � ................... ,.{:� :; .is}::.;;:;>:.>:-::•:•. � •��.. r4•:•+r{:}. ,,�:t„ ?:k rat.;} ##{\##\: c.{,t;<>::%'t.,.,.,xtxx•:•;:,;}^{,ki is t '';; }+<:`•:: :'{k;r`+• . $ ' h\, :; r. �z€4}z }}...>;K ,•:. c^},t >},x„}• :.,,.s.•x;{}.• C\{,:.;,;; ;;:•..l ;t. : • FY93 FY94 FY95 FY96 FY97 FY98 • WATER FUND RESIDENTIAL 4,488,216 3,097,667 3,167,929 3,562,521 3,350,000 3,484,00 • COMMERCIAL 1,070,612 2,745,384 2,939,903 3,215,266 3,250,000 3,325,00 ' OUTSIDE CITY LIMITS 151,751 0 0 0 0 ' FORE DISCOUNTS/PENALTIES 55,495 54,739 61,477 77,472 80,000 83,00 CONNECT FEES 0 39,228 32,243 36,053 36,000 36,00 WATER TAPS 96,550 250,100 309,150 246,330 225,000 150,00 MISC OPERATING REVENUES 0 15,406 300 0 1,000 1,004 • INTEREST ON INVESTMENTS -42,183 32,956 7,840 85,631 100,000 100,00 • INTEREST ON NOTES/LOANS 0 27 0 0 0 i ' DAMAGE REIMB. 16,781 2,070 1,485 10,081 1,000 1,00( ' OTHER REIMB. 114 146 4 732 200 10( LAND RENTALS/LEASES 0 300 0 1,500 500 ( SALE OF SCRAP 2,065 0 1,348 415 500 50 SALE OF SURPLUS PROPERTY 1,090 2,425 11,183 30 5,000 5,00( MISC NONOPERATING REVENUE 0 1,680 536 1,716 1,000 1,00( TOTAL WATER FUND $5,940,721 $6,242,128 $6,533,399 $7,237,747 $7,050,200 $7,186,60( WATER FUND REVENUE $8,000,000• 1. : i ::<>: :•'•:a: :: : ::i:::]:: : ::;><: ':':.:iNiii: ,.::.>:.>:::; :< k,.,: ; :.::<:::>»:» >:.:', : ii : : o0 .: 00 00 On K{ {;�'i ::L::vi'i..� :.::: :-:i. :::v.�: ....:w.vvv^: .} ::::ii.......+...{.Yn,• lii v. y. $6,000,000 ::::{. ....... !;:::<i:iii>:-:.:'t::•}':x?x+• :::::Aux^{}'F': : w::::.:. ...........:.....:.v.C:}:..:::.:::v::.:.,. .. .r .:: ..:{,?:•}:•h�.::: r.• xv:. ............,.:..\•n,{vt J:i:ri:i.'•i::4:. {v yr -_ :::`t•.,n. . :,.: \ fix., ::. ::ig > •a \.. :: ......... $4 000 000 . r};:• 'vim ,,: t,\ti:x• , .\y�,. >•{t`�%o. :..\ 'i�::~:# than.....:. -. {r,:r.�":. :• .::L?J ............ .:-i::'.:::9}..i\v{,;.:..{: :iiii:iii}i: vv 4v •i}:}:�r:i}:-?>i:..\ h\:tr•: :K•: .. ...:.. : �':t+•i.: ::t S'ea{}':{::`:#:i'::'ii.. ..h•:. y'^T'+f{: �i>:::. ••ii:t ::::..::::. . ' - .::::::::. ,v r,:}}t •.::: .:::: .'.•.::::;!-iii?:v:i ;.; :.:. ..... .., nt,v:\{: :�...t..n •:. :{•��Lt\ ::;;i i:is�:v:ii:'::}' x+{:;}' ::Y:'{�##4':.�: # X:;<{:.Y.,• >+ `,,,{•.,. "',t;'i: ::� kK��\',.4,�ti-x i''`•2`F,'c':,{L";##,: `sG;;i; •: '�\•{aa. FY93 FY94 FY95 FY96 FY97 FY98 WASTEWATER FUND RESIDENTIAL 3,900,426 4,211,384 4,750,043 4,920,438 5,386,700 5,494,00( COMMERCIAL 689,543 816,382 828,270 866,877 941,600 960,00( ' OUTSIDE CITY LIMITS -1,198 0 0 0 0 FORE DISCOUNTS/PENALTIES 47,533 46,795 57,059 66,250 75,000 78,00( SEWER TAPS 67,625 141,526 111,350 157,650 100,000 75,00( MISC OPERATING REVENUES 0 p-318 189 1,843 500 50( REVENUE HISTORY AND FY 98 BUDGET ESTIMATES DESCRIPTION FY93 FY94 FY95 FY96 FY97 FY98 INTEREST ON INVESTMENTS 114,221 176,770 57,925 83,556 70,000 70,000 RESRVD INT:REV BOND I&S 0 0 32,157 0 0 0 REIMBURSED EXPENSES 0 15,000 2,448 986 1,500 1,500 MINERAL ROYALTY INTERESTS 5,522 0 0 0 0 0 SALE OF SCRAP 10 402 0 92 150 150 SALE OF SURPLUS PROPERTY 6,840 12,525 15,328 17,685 10,000 5,000 MISC.NONOPERATING REVENUE 90 12,600 378 4,287 1,000 1,000 TOTAL WASTEWATER FUND $4,830,612 $5,434,439 $5,855,147 $6,119,664 $6,586,450 56,685.150 • WASTE WATER FUND REVENUE $s,000,000 ............... .................:: ) .Mg ....... :... :.:.. ....... iiiiiii ':i•' J'{' f}'r• M1•{>�'.ii:�'rvi::ii::t.. fv4•x.. ....,nr nv.::.::::::::::.i.• vxv•: .:;}}r:i::L; i M:` ::?}:::{: :::v :f :v i:iiii.�??i{::•;t .• {{n :, ....::.. vF$:sit ::: ..4t}int,•v•}i}-:;:�::{:6ii:t-} F {h;.;:..%•i:i}:iLi::';}:;•• !':iv `l..h. :: sk,.::f: :•.r n•\.]F'•} {i{t"•)L,Ci "{{{i{t{{{{h•:•?:y'�`s ii :::,+vn ' '. :,�.n. .f ,�{ ,�a.}•{�,w.:, „�� z�} :}•}:{;;i:�fFt„t z;;tt:}..:vr�L:•ow`M„ • y:•�n :•�-sF:;',z�€,r�;#•,}:• „%z>'' h FY93 FY94 FY95 FY96 FY97 FY98 SANITATION FUND • RESIDENTIAL 1,646,729 1,906,986 1,994,575 2,127,148 2,230,000 2,275,000 COMMERCIAL 814,794 1,063,428 1,295,921 1,361,664 1,371,500 1,408,000 COMMERCIALJNONTAXABLE 105,443 30,569 1,316 5,682 5,000 5,000 INFECTIOUS WASTE 0 325 0 0 0 0 STATE SURCHARGE 0 0 0 1,462 0 0 DEAD ANIMAL PICKUP 113 612 250 811 600 600 MISC.FEES 0 125 150 3,643 200 200 FORE DISCOUNTS/PENALTIES 27,398 27,515 33,050 39,146 48,000 50,400 OTHER OPRTNG:RECYCLING 19,890 21,119 62,211 33,317 22,000 22,000 MISC OPERATING REVENUES 0 102 0 708 100 100 ' INTEREST ON INVESTMENTS 34,675 26,798 39,291 61,380 68,000 69,000 BVSWMA/ASSET TRANSFER 62,852 59,029 52,126 44,658 36,583 27,847 SPEC ASSESMENT 0 0 0 0 0 0 REIMBURSED EXPENSES 193 1,249 0 0 0 0 CONTRIBUTIONS/DONATIONS 0 5,000 10,000 12,000 5,000 5,000 , EARNINGS IN JOINT VENTURE 0 779,075 0 0 0 0 SALE OF SCRAP 833 0 0 241 100 100 SALE OF SURPLUS PROPERTY 6,300 0 41,850 47,500 10,000 10,000 MISC.NONOPERATING REVENUE -2,279 23,615 1,380 8,754 1,000 1,000 TOTAL SANITATION FUND $2,716,942 $3,943,702 $3,532,193 $3,748,138 $3,798,083 $3,874,247 SANITATION FUND REVENUE {:::;{ .z ..}::•:-:::.!{h:•}}i:{%:o}i:•}>i::�ii}:•?::6i?:<`:}i>i<>{:i :::::{ L`•' :::%::`::::`':+::-:Y•S ..:.....: :...::....::.....:............. .v '{:'•S?;::� 'v:v:i;v:;'::•:3:{{vf::{{f:::y:,:::iiii::i'>ry}:••:�}•{.;,:..................}+ti':•yvv••:. .:::.......... .+,:.w1y ii}i}::�:: ,: ,,,.., ,.v ';::'ii?i:i::%::i%:��:n4:. �..v,•.:::i::S:i:R:::::: ."W.} .{4'.:v".::i:aS::::::::?.•vv,'fi.•Y.h•. 1 .:.•{i" v}.).. {v4 i.4., �v:."}:�}••}}:::::::�:ii?:::i:}:},✓-.9r ik ti"}{.•.:+.�i_u... iviti :'•M:'fv v 9{. 1 500 000 »:::: }r•:,•.•::::•:.:. . :. •. # ::{•s�.• n:,�:'�:. 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FY93 FY94 FY95 FY96 FY97 FY98 • D10 We're Committed ,441100 • To Excellence FISCAL AND BUDGETARY POLICY STATEMENTS ARTICLE V THE BUDGET • (8) A schedule of requirements for the principal Fiscal Year; and interest on each issue of bonds and other Section 45. The fiscal year of the City of College obligations of the city. Station shall be determined by ordinance of the Council. Such fiscal year shall also constitute the (9) A special funds section. • budget and accounting year. (10) The appropriation ordinance. • Preparation and Submission of Budget; Section 46. The City Manager, between thirty (11) The tax levying ordinance. (30) and ninety (90) days prior to the beginning of . each fiscal year, shall submit to the City Council a Anticipated Revenues Compared With Other proposed budget which shall provide a complete Years in Budget; financial plan for the fiscal year, and shall contain the Section 47. In preparing the budget the City following: Manager shall, in the form which he presents to the City Council, place in parallel columns opposite the (1) A budget message, explanatory of the several items of revenue the actual amount of each • budget, which shall contain an outline of the item for the last completed fiscal year, the estimated proposed financial policies of the city for the amount for the current fiscal year, and the proposed fiscal year, shall set forth the reasons for amount for the ensuing fiscal year. salient changes from the previous fiscal year in expenditure and revenue items and shall Proposed Expenditures Compared With Other explain any major changes in financial policy. Years; Section 48. The City Manager shall, in the (2) A consolidated statement of receipts and preparation of the budget, place in parallel columns expenditures for all funds. opposite the various items of expenditures the actual amount of such items of expenditures for the last • (3) An analysis of property valuations and the tax completed fiscal year, the estimated for the current rate,which may be based on an estimated tax fiscal year, and the proposed amount for the ensuing roll prepared by the Central Appraisal fiscal year. District, if the final roll has not been certified. Budget a Public Record; • (4) All operating funds and resources in detail. Section 49. The budget and all supporting schedules shall be filed with the City Secretary when . (5) Detailed estimates of expenditures shown submitted to the City Council and shall be a public separately for each activity. Such estimates of record for inspection by anyone. The City Manager expenditures are to include an itemization of shall cause copies to be made for distribution to all position showing the number of persons interested persons. having each title and the total regular pay for each position. Notice of Public Hearing on Budget; Section 50. At the meeting at which the budget (6) A revenue and expense statement for all is submitted, the city council shall fix the time and types of bonds and other obligations of the place of a public hearing on the budget and shall city. cause to be published a notice of the hearing setting forth the time and place thereof at least five (5) days • ' (7) A description of all outstanding bonds and before the date of the hearing. other obligations of the city, showing as to each issue, the rate or rates of interest, the Public Hearing on Budget; date of the issue, the maturity date or dates, Section 51. At the time and place set for a public the amount authorized, the amount issued, hearing on the budget, or at any time and place to and the amount outstanding. which such public hearing shall from time to time be adjourned, the City Council shall hold a public hearing • • on the budget submitted, and all interested persons shall be given an opportunity to be heard for or E-1 against any item or the amount of any item therein appropriated to the several objects and purposes contained. therein named. Proceedings on Budget After Public Hearing Budget Establishes Amount to be Raised by Amending Or Supplementing Budget; Property Tax; Section 52. After the conclusion of such public Section 58. From the effective date of the hearing, the City Council may insert new items or budget, the amount stated therein as the amount to may increase or decrease the items of the budget, be raised by property tax shall constitute a except items in proposed expenditures fixed by law. determination of the amount of the levy for the Before inserting any additional item or increasing any purposes of the city in the corresponding tax year. item of appropriation which will increase the total budget by ten percent or more, it must cause to be Contingent Appropriation; published a notice setting forth the nature of the Section 59. Provision shall be made in the proposed increases and fixing a place and time, not annual budget and in the appropriation ordinance for less than five (5) days after publication, at which the a contingent appropriation in an amount not more city council will hold a public hearing thereon. than three (3) percent of the total budget expenditure, to be used in case of unforeseen items of Proceedings on Adoption of Budget; expenditures. Such contingent appropriation shall be Section 53. After such further hearing, the City under the control of the City Manager and distributed Council may insert the additional item or items, and by him, after approval by the City Council. make the increase or increases, to the amount in Expenditures from this appropriation shall be made each case indicated by the published notice, or to a only in case of established emergencies and a detailed lesser amount; but where it shall increase the total account of such expenditures shall be recorded and proposed expenditures, it shall also provide for an reported. The proceeds of the contingent increase in the total anticipated revenue to at least appropriation shall be disbursed only by transfer to equal such total proposed expenditures. other departmental appropriation, the spending of which shall be charged to the departments or Vote Required for Adoption; activities for which the appropriations are made. Section 54. The budget shall be adopted by the favorable vote of a majority of the members of the Estimated Expenditures Shall Not Exceed entire city council. Estimated Resources; Section 60. The total estimated expenditures of Date of Final Adoption; Failure to Adopt; the general fund and debt fund shall not exceed the Section 55. The budget shall be finally adopted total estimated resources of each fund. The not later than the twenty-seventh day of the last classification of revenue and expenditure accounts month of the fiscal year. Should the City Council take shall conform as nearly as local conditions will permit no final action on or prior to such day, the budget as to the uniform classification as promulgated by the submitted by the City Manager shall be deemed to Governmental Accounting Standards Board, or some have been finally adopted. other nationally accepted classification. Effective Date of Budget; Certification; Copies 1. If during the fiscal year the City Manager • Made Available; certifies that there are available for Section 56. Upon final adoption, the budget appropriation revenues in excess of those shall be in effect for the fiscal year. A copy of the estimated in the budget, the City Council, by budget, as finally adopted, shall be filed with the City ordinance, may make supplemental Secretary, the County Clerk of Brazos County and appropriations for the year up to the amount the State Comptroller of Public Accounts at Austin. of such excess. Before approval, the council The final budget shall be printed, mimeographed or shall fix the time and place of a public otherwise reproduced, and a reasonable number of hearing on the supplemental appropriation copies shall be made available for the use of all and shall cause to be published a notice in the officers, departments and agencies, and for the use of official newspaper of the City of College interested persons and civic organizations. Station of the hearing setting the time and place at least five (5) working days before the Budget Establishes Appropriations; date of the hearing. Section 57. From the effective date of the budget, the several amounts stated therein as 2. To meet a public emergency affecting life, proposed expenditures shall be and become health and property of the public peace, the E-2 • city council may make emergency appropriations. Such appropriations may be • made by emergency ordinance. To the extent that there are no available unappropriated revenues or a sufficient fund balance to meet such appropriations, the council may by such emergency ordinance authorize the issuance of emergency notes, which may be renewed from time to time, but the emergency notes and renewals of any such notes made during a fiscal year shall be paid not later than the last day of the fiscal year next succeeding that in which the emergency appropriation was made. 3. If at any time during the fiscal year it appears probable to the City Manager that the revenues or fund balances available will be insufficient to meet the amounts appropriated, he shall report to the city council without delay, indicating the estimated amount of the deficit, any remedial action taken by him and his • recommendations as to any other steps to be taken. The council shall then take such further action as it deems necessary to prevent or reduce any deficit and for that purpose it may by ordinance reduce one or more appropriations. 4. The City Manager may at any time transfer any unencumbered appropriation balance or portion thereof between general classifications of expenditures within an office, department or agency. At the request • of the City Manager, the City Council may by resolution transfer any unencumbered appropriation balance or portion thereof from one office, department or agency to • another. 5. No appropriation for debt service may be reduced or transferred, and no appropriation may be reduced below any amount required by law to be appropriated or by more than • the amount of the unencumbered balance thereof. The supplemental and emergency appropriations and reduction of transfer of appropriations authorized by this section may be made effective immediately upon adoption. Emergency Appropriations; Section 61. All appropriations shall lapse at the end of the fiscal year to the extent that they shall not have been expended or lawfully encumbered. E-3 FISCAL AND BUDGETARY POLICY STATEMENTS cash basis with the cooperation of all City I. STATEMENT OF PURPOSE Departments, and is submitted to the City Manager who makes any necessary changes and transmits The larger intent of the following Fiscal and the document to the City Council. The budget Budgetary Policy Statements is to enable the City to should be presented to the City Council no later achieve a long-term stable and positive financial than six weeks prior to fiscal year end, and should condition. The watchwords of the City's financial be enacted by the City Council on or before the management include integrity, prudent stewardship, twenty-seventh day of the last month of the • planning, accountability, and full disclosure. preceding fiscal year. The more specific purpose is to provide guidelines to 1. Proposed Budget. A proposed budget shall be the Executive Director of Fiscal Services in planning prepared by the Manager with the participation and directing the City's day-to-day financial affairs of all of the City's Department Directors within and in developing recommendations to the City the provisions of the City Charter. Manager and City Council. a. The budget shall include four basic segments The scope of these policies generally spans, among for review and evaluation. These segments other issues, accounting, auditing, financial reporting, are: (1) personnel costs, (2) base budget for internal controls, operating and capital budgeting, operations and maintenance costs, 3) service . revenue management, cash and investment level adjustments for increases or decreases management, expenditure control, asset to_existing service levels, and (4)revenues. management, debt management, and planning concepts, in order to: b. The budget review process shall include Council participation in°the development of 1.) present fairly and with full disclosure the each of the four segments of the proposed financial position and results of the financial budget and a Public Hearing to allow for operations of the City in conformity to citizen participation in the budget generally accepted accounting principles preparation. (GAAP), and c. The budget process shall span sufficient time 2.)determine and demonstrate compliance with to address policy and fiscal issues by the finance related legal and contractual issues in Council. accordance with provisions of the Texas Local Government Code and other pertinent d. A copy of the proposed budget shall be filed legal documents and mandates. with the City Secretary when it is submitted to the City Council in accordance with the The City Council will annually review and approve provisions of the City Charter. the Fiscal and Budgetary Policy Statements as part of the budget process. 2. Adoption.. Upon the presentation of a proposed budget document to the Council, the Council II. OPERATING BUDGET shall call and publicize a public hearing. The Council will subsequently adopt by Ordinance A. Preparation. Budgeting is an essential such budget as it may have been amended as element of the financial planning, control, and the City's Annual Budget, effective for the fiscal evaluation process of municipal government. The year beginning October 1. "operating budget" is the City's annual financial operating plan. The budget includes all of the 3. The operating budget will be submitted to the operating departments of the city, the debt service Government Finance Officers Association fund, all capital projects funds, and the internal (GFOA) annually for evaluation and service funds of the city. The budget is prepared in consideration for the Award for Distinguished the Office of Management and Budget on a Budget Presentation. B. BALANCED BUDGET. The operating budget will be balanced with current revenues, exclusive of F-1 beginning resources, greater than or equal to 3. Why the transfer cannot be made within the current expenditures/expenses. Excess balances division or department? shall be used as capital funds or other non-recurring expenditures. III. REVENUE MANAGEMENT. C. PLANNING. The budget process will be A. OPTIMUM CHARACTERISTICS. The City coordinated so as to identify major policy issues for will strive for the following optimum characteristics City Council consideration several months prior to in its revenue system: the budget approval date so that proper decision • .. analysis can be made. Additionally, long range 1. SIMPLICITY. The City, where possible and . planning will be performed such that revenues for without sacrificing accuracy, will strive to keep the the next three years will be projected and updated revenue system simple in order to reduce annually, examining their diversity and stability, in compliance costs for the taxpayer or service conjunction with other guidelines and using an recipient. A corresponding decrease in the City's objective analytical projection process. cost of collection and a reduction in avoidance to pay will thus result. The City will avoid nuisance D. REPORTING. Periodic financial reports will be taxes or charges as revenue sources. prepared to enable the Department Managers to manage their budgets and to enable the Office of 2. CERTAINTY. A knowledge and understanding Management and Budget to monitor and control of revenue sources increases the reliability of the the budget as authorized by the City Manager. revenue system. The City will understand its • Summary financial reports will be presented to the revenue sources and enact consistent collection City Council monthly within fifteen working days policies to provide assurances that the revenue after the end of each reporting period. Such reports base will materialize according to budgets and • will be in a format appropriate to enable the City plans. • Council to understand the big picture budget status. 3. EQUITY. The City shall make every effort to E. CONTROL. Operating Expenditure Control is maintain equity in its revenue system structure; addressed in Section IV.C. of these Policies. i.e., the City shall seek to minimize or eliminate all forms of subsidization between entities, funds, F. CONTINGENT APPROPRIATION. Pursuant to services, utilities, and customers classes. Section 59 of the Charter of the City of College • Station, the City will establish an adequate 4. REVENUE ADEQUACY. The City shall contingent appropriation in each of the operating require that there be a balance in the revenue • funds. The expenditure for this appropriation shall system; i.e., the revenue base will have the • be made only in cases of emergency, and a detailed characteristic of fairness and neutrality as it account shall be recorded and reported. The applies to cost of service, willingness to pay, and • proceeds shall be disbursed only by transfer to ability to pay. • departmental appropriation. The transfer of this budget appropriation shall be under the control of 5. ADMINISTRATION. The benefits of a revenue the City Manager and may be distributed by him in source will exceed the cost of levying and amounts not exceeding $15,000 or such amount as collecting that revenue. The cost of collection will shall be provided by Article 2368a V.T.C.S. as be reviewed annually for cost effectiveness as a ' . amended from time to time. Any transfer involving part of the indirect cost and cost of services more than such amounts must be expressly analysis. Where appropriate, the City will use the approved in advance by the City Council. administrative processes of State or Federal collection agencies in order to reduce All transfers from the contingent appropriation will administrative costs. be evaluated using the following criteria: 6. DIVERSIFICATION AND STABILITY. A 1. Is the request of such an emergency nature that diversified revenue system with a stable source of it must be made immediately? income shall be maintained. This will help avoid instabilities in two particular revenue sources due 2. Why was the item not budgeted in the normal to factors such as fluctuations in the economy and budget process? variations in the weather. This stability is also F-2 achieved by a balance between elastic and inelastic revenue sources. 4. INTEREST INCOME. Interest earned from investment of available monies, whether pooled or B. OTHER CONSIDERATIONS. The following. not, will be distributed to the funds in accordance considerations and issues will guide the City in its with the equity balance of the fund from which revenue policies concerning specific sources of monies were provided to be invested. funds: 5. USER-BASED FEES AND SERVICE 1. COST/BENEFIT OF ABATEMENT. The City CHARGES. For services associated with a user fee will use due caution in the analysis of any tax or or charge, the direct and indirect costs of that fee incentives that are used to encourage service will be offset by a fee where possible. There development. Ideally, a cost/benefit (fiscal will be an annual review of fees and charges to impact) analysis will be performed as part of such ensure that fees provide adequate coverage of costs caution. of services. User charges may be classified as "Full Cost Recovery," Partial Cost Recovery," and 2. NON-RECURRING REVENUES. One-time or "Minimal Cost Recovery," based upon City Council non-recurring revenues will not be used to policy. finance current ongoing operations. Non- recurring revenues should be used only for one- Full fee support (80-100%) will be obtained time expenditures such as long-lived capital from enterprise utilities, sanitation service, and needs. They will not be used for budget balancing licenses and permits for their associated costs. purposes. Partial fee support (40-70%) will be generated by charges for ambulance service, 3. PROPERTY TAX REVENUES. All real and miscellaneous licenses and fines, and all adults business personal property located within the sports programs. Minimum fee support (0-30%) City shall be valued at 100% of the fair market will be obtained from other parks, recreational, value for any given year based on the current cultural activities, and youth programs. appraisal supplied to the City by the Brazos County Appraisal District. Reappraisal and 6. ENTERPRISE FUND RATES. The City will reassessment shall be done at a minimum of review and adopt utility rates annually that will every three years. generate revenues required to fully cover operating expenditures, meet the legal restrictions of all A ninety-six and one half percent (96.5%) applicable bond covenants, and provide for an collection rate shall serve each year as a goal for adequate level of working capital. tax collections. All delinquent taxes shall be aggressively pursued each year by the Tax Additionally, enterprise activity rates will include Assessor/Collector. Tax accounts delinquent transfers to and receive credits from other funds as greater than 90 days shall be submitted for follows: collection each year to an attorney selected by the Brazos County Commissions Court. A penalty a. General and Administrative Charges. shall be assessed on all property taxes delinquent Administrative costs will be charged to all funds for which shall include all court costs, as well as an services of general overhead, such as amount for compensation of the attorney as administration, finance, customer billing, permitted by State law and in accordance with the personnel, data processing, engineering, and legal attorney's contract with the County. Annual counsel, and other costs as appropriate. The performance criteria will be developed for the charges will be determined through an indirect cost attorney and reported to the City Council. The allocation following accepted practices and City Manager may, for budget and forecasting procedures. purposes, use the effective tax rate including new property values and up to an amount equal to 3% b. Payment for Return on Investment. This over the effective tax rate. This policy will allow transfer will be made in accordance with the the City Manager to justify a tax rate larger than following two methods, not to exceed 10% of 3% over the effective tax rate based on City the total estimated operating revenues for the Council directions, needs arising from voter Water and Waste Water funds, 10.5% for the authorized bonds, or other extraordinary Electric fund, and 5.0% for the Solid Waste • conditions as may arise. Collection_Funds. F-3 by City Council consent with formal briefing (1) In-Lieu-of-franchise-fee. In-lieu-of- agenda approvals. franchise fee will included as a part of the rate computation at 4% of gross sales consistent with the franchise rates charged D. PURCHASING. All City purchases and contracts • to investor owned utilities franchised to shall conform to a competitive bidding process as operate within the City. set forth in Chapter 252 as amended of the 1988 Local Government Code of Texas. • (2) Return on Investment. The Return on Recommendations on purchases and contracts Investment will be calculated at 8%of total over $15,000 shall be submitted to the Council Fund Equity less contributed capital. by the City Manager for Council approval. Upon Council approval, the City shall confirm the bid 7. INTERGOVERNMENTAL REVENUES. The award to the successful bidder by means of a reliance placed on intergovernmental revenues will written City purchase order. The purchase of • be eliminated. Any potential grants will be examined goods or services by the City totaling $1,000.00 for matching requirements. These revenue sources to $15,000 shall be awarded to the successful should be used only for capital improvements that bidder by the informal bidding process or through are consistent with the Capital Improvement Plan the acquisition of at least three (3) telephone whose operating and maintenance costs have been quotes and thereafter an issuance of a purchase included in the operating budget. order through the city's purchase order systems 8. REVENUE MONITORING. Revenues actually 1. Any payment for the purchase of goods or received will be regularly compared to budgeted services by the City at a total cost of less than revenues and variances will be investigated. This $1,000 may be made with a Receiving Report, process will be summarized in the appropriate signed and submitted by the applicable budget report. Department Director to the City's Finance Department. IV. EXPENDITURE CONTROL E. PROMPT PAYMENT. All invoices approved for A. APPROPRIATIONS. The point of budgetary payment by the proper City authorities shall be paid control is at the department level budget in the by the Fiscal and Human Resources Department General Fund, and at the fund level in all other within thirty (30) calendar days of receipt in funds. When budget adjustments among accordance with the provisions of Article 601f, Departments and/or funds are necessary, they Section 2 of the State of Texas Civil Statutes. must be approved by the City Council, and must meet other requirements as outlined in the City The Executive Director of Fiscal Services shall Charter. Budget appropriation amendments at establish and maintain proper procedures which will lower levels of control shall be made in accordance enable the City to take advantage of all purchase with the applicable administrative procedures . discounts, when possible, except in the instance • where payments can be reasonably and legally B. AMENDMENTS TO THE BUDGET. In delayed in order to maximize the City's investable accordance with the City Charter, the budget may cash. be amended after the following conditions are met: a) The City Manager certifies that there are F. RISK MANAGEMENT. The City will aggressively available revenues in excess of those estimated in pursue every opportunity to provide for the the Budget. b) The City Council ,holds a public Public's and City employees' safety and to manage hearing on the supplemental appropriation. c)The its risks. The goal shall be to minimize the risk of City Council approves the supplemental loss of resources through liability claims with an • appropriation. emphasis on safety programs. All reasonable options will be investigated to finance risks. Such C. CENTRAL CONTROL. Modifications within options may include risk transfer, insurance, and the operating categories (salaries, supplies, risk retention. Where risk is retained, reserves will maintenance, professional services, capital etc.), be established based upon actuarial determinations can be made with approval of the City Manager. and not be used for purposes other than for • Modifications to reserve categories and financing losses. interdepartmental budget totals will be done only • F-4 G. REPORTING. Monthly reports will be prepared buildings is to be approximately $250,000 showing actual expenditures compared to the annually. Major maintenance and replacement of original budget. city owned parking lot facilities will be funded at approximately $145,000 annually. Annually V. CAPITAL BUDGET AND PROGRAM $400,000 will be designated for reconstruction • and/or maintenance of_residential streets. A A. PREPARATION. The City's capital budget will street capital replacement fund will be established include all capital projects funds and all capital to fund the rehabilitation of thoroughfare within resources. The budget will be prepared annually the city. Annual funding will be approximately on a project basis. $200,000. These funds will be used to fund a list of items developed and reviewed during the budget The capital budget will be prepared by the Budget process. Office with the involvement of responsible departments. Replacement schedules should be developed in order to anticipate this inevitable ongoing and B. CONTROL. All capital project expenditures must obsolescence of infrastructure. be appropriated in the capital budget. The Finance Department must certify the availability of As a part of the on going infrastructure resources before any capital project contract is maintenance, the City has established the Fleet presented to the City Council for approval. Replacement Fund. This fund will receive contributions from each of the operating funds in C. PROGRAM PLANNING. The capital budget will relation to the estimated replacement cost and be taken from capital improvements project plan estimated life of each piece of covered for future years. The planning time frame for the equipment. Additionally annual contributions capital improvements project plan should normally from each of the operating funds will be be five years, but a minimum of at least three designated for future replacement of significant years. The replacement and maintenance for infrastructure systems such as radios and capital items should also be projected for the next telecommunication systems. 5 years. Future maintenance and operational costs will be considered so that these costs can be F. REPORTING. Periodic financial reports will be included in the operating budget. prepared to enable the Department Managers to manage their capital budgets and to enable the D. FINANCING PROGRAMS. Where applicable, Office of Management and Budget to monitor and assessments, impact fees, pro-rata charges, or control the capital budget as authorized by the City • other fees should be used to fund capital projects Manager. Summary capital project status reports which have a primary benefit to specific, will be presented to the City Council monthly. identifiable property owners. VI. ACCOUNTING, AUDITING, AND Recognizing that long-term debt is usually a FINANCIAL REPORTING more expensive financing method, alternative financing sources will be explored before debt is A. ACCOUNTING. The City is solely responsible for issued. When debt is issued, it will be used to the reporting of its financial affairs, both internally acquire major assets with expected lives which and externally. The Executive Director of Fiscal equal or exceed the average life of the debt Services is the City's Chief Fiscal Officer and is issue. responsible for establishing the Chart of Accounts and for properly recording financial transactions. E. INFRASTRUCTURE MAINTENANCE. The City recognizes that deferred maintenance increases B. AUDITING. future capital costs. Therefore, a portion of the General Fund budget will be set aside each year to 1. Qualifications of the Auditor.. In conformance with • maintain the quality of the City's infrastructure. the City's Charter and according to the provisions The funding level for replacement and of Texas Local Government Code, Title 4, enhancement of the City's AS/400 and Public Chapter 103, the City will be audited annually by Safety computer systems will be approximately outside independent accountants ("auditor"). The $90,000 annually Funding for major maintenance auditor must be a CPA firm of regional reputation and capital replacements associated with the City's and must demonstrate that it has the breadth and F-5 • depth of staff to conduct the City's audit in for Excellence in Financial Reporting. If City accordance with generally accepted auditing staffing limitations preclude such timely reporting, standards (GAAP) and contractual requirements. the Executive Director of Fiscal Servics will The auditor must be registered as a partnership or inform the City Council of the delay and the corporation of certified public accountants, holding reasons therefor. a license under Article 41 a-1, Section 9, of the Civil Statutes of Texas, capable of demonstrating 2. Internal Reporting. The Finance Department will that it has sufficient staff which will enable it to prepare internal financial reports, sufficient to conduct the City's audit in accordance with plan, monitor, and control the City's financial generally accepted auditing standards as required affairs. Internal financial reporting objectives are by the City Charter and applicable state and addressed throughout these policies. federal laws. The auditor's report on the City's financial statements will be completed within 120 VII. ASSET MANAGEMENT days of the City's fiscal year end, and the auditor will jointly review the management letter with the A. INVESTMENTS. The Executive Director of Fiscal City Council within 30 days of its receipt by the Services shall promptly invest all City funds with the staff. Bank Depository in accordance with the provisions of the current Bank Depository Agreement or in In conjunction with their review, the Executive any negotiable instrument that the Council has Director of Fiscal Services shall respond in writing authorized under the provisions of the Public Funds to the City Manager and City Council regarding Investment Act of 1987 as amended, and in the auditor's Management Letter, addressing the accordance with the City Council approved issues contained therein. The Council shall Investment Policies. schedule its formal acceptance of the auditor's • report upon the resolution of any issues resulting At the end of each fiscal year a report on investment • from the joint review. performance will be provided to the City Council. In conjunction with the monthly financial report, the 2. Responsibility of Auditor. to City Council. The Executive Director of Fiscal and Human Resources auditor is retained by and is accountable directly to shall prepare and provide a written recapitulation of the City Council and will have access to direct the City's investment portfolio to the Council, • communication with the City Council if the City detailing each City investment instrument with its Staff is unresponsive to auditor recommendations rate of return and maturity date. or if the auditor considers such communication necessary to fulfill its legal and professional B. CASH MANAGEMENT. The City's cash flow will • responsibilities. be managed to maximize the cash available to • invest. Such cash management will entail the 3. Rotation of Auditor. The City will not require an centralization of cash collections, where feasible, auditor rotation, but will circulate requests for including property tax payments, utility bills, proposal for audit services at least every three to building and related permits and licenses, and other five years. Year to year authorization to continue collection offices as appropriate. shall be done by May 31 of each year. The Finance Department shall use the facsimile C. FINANCIAL REPORTING. check signing machine, bearing the signatures of the City Manager and Executive Director of Fiscal . 1. External Reporting. Upon the completion and and Human Resources. • acceptance of the annual audit by the City's auditors, the City shall prepare a written The Executive Director of Fiscal Services may Comprehensive Annual Financial Report (CAFR) transfer funds, via electronic transfer, through which shall be presented to the Council within verbal instructions to the City's Depository only for 180 calendar days of the City's fiscal year end. payment of any obligation of the City under the Accuracy and timeliness of the CAFR are the conditions applicable to the use of the facsimile responsibility of City staff. The CAFR shall be machine. Payment authorization shall be in prepared in accordance with GAAP and shall be accordance with the pay authorization criteria as presented annually to the Government Finance defined in the current Bank Depository Agreement, • Officer's Association (GFOA) for evaluation and approved by Council, stipulating the conditions and consideration for the Certificate of Achievement control procedures on such activity. F-6 C. FIXED ASSETS AND INVENTORY. These The City will adhere to the investments authorized assets will be reasonably safeguarded and properly through the Public Funds Investment Act of 1987 accounted for, and prudently insured, and any amendments to such act and will additionally establish a comprehensive Investment A fixed asset of the City shall be defined as a Policies and Guidelines. Such policies will clarify purchased or otherwise acquired piece of acceptable investment securities, brokers, terms, and equipment, vehicle, furniture, fixture, capital other pertinent investment information. improvement, addition to existing capital investments, land, buildings or accessioned Library IX. DEBT MANAGEMENT materials. Recording of fixed assets will be based on: 1) Office equipment: an original cost or value A. DEBT ISSUANCE. The City will issue debt only of at least $500 and an anticipated useful life of at for the purpose of acquiring or constructing capital least three years. 2) All other equipment or assets for the general benefit of its Citizens and to property with a value of at least $1,000 and a allow it to fulfill its various missions as a city. Debt useful life of at least three years. 3) All books and may be issued for the purposes of purchasing land library materials purchased for the public library or or rights-of-way and/or improvements to land, for books and supplements for the City's legal library. construction projects to provide for the general good, or for capital equipment. The City will strive The City's fixed assets shall be reasonably to issue no more than $5 million in total debt safeguarded and properly accounted for and annually in order to retain its small issuer status in sufficiently insured. Responsibility for the regard to Federal Arbitrage laws. safeguarding of the City's fixed assets lies with the Department Director in whose department the 1. GENERAL OBLIGATION BONDS (GO's). fixed asset is assigned. The Finance Department General obligation bonds will be used only to shall supervise the marking of fixed assets with fund capital assets of the general government, City numbered property tags and shall maintain are not to be used to fund operating needs of the permanent records of the City's fixed assets the City and are backed by the full faith and including description, cost, department of credit of the City as well as the ad valorem tax responsibility, date of acquisition, depreciation and authority of the City. The term of a bond issue expected useful life. The Finance Department shall will not exceed the useful life of the asset(s) also perform an annual inventory of assets using funded by the bond issue and will generally be random sampling at the department level. Such limited to no more than twenty (20) years. inventory shall be performed by the Executive General obligation bonds must be authorized by Director of Fiscal Services or his or her designated a vote of the citizens of the City of College agent in the presence of a designated department Station. personnel from the department of responsibility. 2. REVENUE BONDS (RB's). Revenue bonds will D. COMPUTER SYSTEM/DATA SECURITY. be issued to provide for the capital needs of any The City shall provide security of its computer activities where the capital requirements are system and data files through physical security. necessary for continuation or expansion of a The computer system (CPU) shall be in a location service which produces a revenue and for inaccessible to unauthorized personnel. which the asset may reasonably be expected to provide for a revenue stream to fund the debt VIII. TREASURY service requirements. The term of the obligation may not exceed the useful life of the A. CASH MANAGEMENT. Periodic review of cash asset(s) to be funded by the bond issue and will flow position will be performed to determine generally be limited to no more than twenty performance of cash management and investment (20)years. policies. A detailed policy structure will be followed with respect to Cash/Treasury Management. The 3. CERTIFICATES OF OBLIGATION, Contract underlying theme will be that idle cash will be Obligations, etc. (CO's). Certificates of invested with the intent to 1 ) safeguard assets, 2) obligation or Contract obligations will be used in maintain liquidity, and 3) maximize return. Where order to fund capital requirements which are not legally permitted, pooling of investments will be otherwise covered under either Revenue Bonds or done. General Obligation Bonds. Debt service for CO's F-7 • may be either from general revenues or backed by • a specific revenue stream or streams or by a E. FEDERAL REQUIREMENTS. The City will • combination of both. Generally CO's will be used maintain procedures to comply with arbitrage to fund capital assets where full bond issues are rebate and other Federal requirements. not warranted as a result of the cost of the asset(s) to be funded through the instrument. The term of F. DEBT STRUCTURING. The City will issue the obligation may not exceed the useful life of the bonds with an average life of 20 years or less, ,. asset(s) to be funded by the proceeds of the debt not to exceed the life of the asset acquired. • • issue and will generally be limited to no more than ten(10)years. The structure should approximate level debt . service unless operational matters dictate 4. METHOD OF SALE. The City will use a otherwise or if market conditions indicate a competitive bidding process in the sale of bonds potential savings could result from modifying • unless the nature of the issue warrants a the level payment stream. negotiated bid. In situations where a competitive bidding process is not elected, the City will publicly Consideration of market factors, such as the present the reasons why, and the City will tax-exempt qualification, minimum tax participate with the financial advisor in the alternative, and so forth will be given during the selection of the underwriter or direct purchaser. structuring of long-term debt instruments. • 5. BIDDING PARAMETERS. The notice of sale X. FINANCIAL CONDITIONS, RESERVES, AND will be carefully constructed so as to ensure the STABILITY RATIOS best possible bid for the City, in light of the existing market conditions and other prevailing A. OPERATIONAL COVERAGE. (NO factors. Parameters to be examined include: OPERATING DEFICITS). The City will .. . maintain an operational coverage of 1.00, such Limits between lowest and highest coupons that current operating revenues will at least `Coupon requirements relative to the yield equal or exceed current operating expenditures. curve `Method of underwriter compensation, Deferrals, short-term loans, or one-time sources discount or premium coupons will be avoided as budget balancing techniques. Use of TIC VS. NIC Reserves will be used only for emergencies or Use of bond insurance non-recurring expenditures, except when • * Deep discount bonds balances can be reduced because their levels • Variable rate bonds exceed guideline minimums as stated in Call provisions Paragraph B, following. C. ANALYSIS OF FINANCING B. OPERATING RESERVES/FUND BALANCES • ALTERNATIVES. Staff will explore alternatives to the issuance of debt for capital 1 . The General Fund fund balance should be at acquisitions and construction projects. These least 15% of the General Fund annual alternatives will include, but not be limited to, 1) expenditures. This percentage is the equivalent grants in aid, 2) use of reserves, 3) use of of 55 days expenditures. An additional amount current revenues, 4) contributions from of 2.5% should be maintained for extraordinary developers and others, 5) leases, and 6) impact items or contingencies. Cash and Investments fees. alone should be equivalent to 30 days of . operating expenditures. D. DISCLOSURE. Full disclosure of operations will be made to the bond rating agencies and 2. The Enterprise Fund working capital should be other users of financial information. The City maintained at the 15% of total operating staff, with the assistance of financial advisors expenditures or the equivalent of 55 days. Cash • and bond counsel, will prepare the necessary and Investments alone should be equivalent to materials for presentation to the rating 30 days of operations. agencies, will aid in the production of Offering • Statements, and will take responsibility for the 3. The Hotel/Motel Fund fund balance should be at ° accuracy of all financial information released. least 15% of the annual budgeted expenditures. F-8 Adequate reserves are essential due to the maintained by the Executive Director of Fiscal nature of this revenue source and the reliance Services for all functions involving cash handling organizations have on this revenue source to and/or accounting throughout the City. These maintain ongoing operations. procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement. 4. The Fleet Replacement Fund will retain all contributed and earned cash and investments B.DEPT. MANAGERS RESPONSIBILITIES. Each and no contributing fund will be allowed to Department Manager is responsible to ensure that expend more than its total net contributions in good internal controls are followed throughout his any fiscal year. or her Department, that all Finance Department directives or internal controls are implemented, and C. LIABILITIES AND RECEIVABLES. Procedures that all independent auditor internal control followed to maximize discounts and reduce recommendations are addressed. penalties offered by creditors. Current liabilities will be paid within 30 days of receiving the invoice. XII. STAFFING AND TRAINING Accounts Receivable procedures will target collection for a maximum of 30 days from service, A. ADEQUATE STAFFING. Staffing levels will be with any receivables aging past 120 days to go to adequate for the fiscal functions of the City to a collection agency. The Executive Director of operate effectively. Overtime shall be used only to Fiscal Services is authorized to write-off address temporary or seasonal demands that uncollectible accounts that are delinquent for more require excessive hours. Workload shedding than 270 days, if the proper delinquency alternatives will be explored before adding staff. procedures have been followed. B. TRAINING. The City will support the D. CAPITAL AND DEBT SERVICE FUNDS. continuing education efforts of all financial staff including the investment in time and 1. Monies in the Capital Projects Funds will be materials for maintaining a current used within 36 months of receipt. Balances will perspective concerning financial issues. Staff be used to generate interest income to offset will be held accountable for communicating, construction costs. teaching, and sharing with other staff members all information and training Revenues in the Debt Service Fund are stable, materials acquired from seminars, based exclusively on property tax revenues and conferences, and related education efforts. transfers from other funds. Reserves in the Debt Service Fund are designed to provide C. AWARDS, CREDENTIALS, RECOGNITION. funding between the date of issuance of new The City will support efforts and involvements debt and the time that property tax levies are which result in meeting standards and receiving adjusted to reflect the additional debt. The fund exemplary recitations on behalf of any of the City's balance should not fall below 15% of budgeted fiscal policies, practices, processes, products, or expenditures. personnel. Staff certifications may include Certified Public Accountant, Management Accountant, 2. Revenue Obligations will maintain Debt Certified Internal Auditor, and Certified Cash Coverage Ratios as specified by the bond Manager. Further, the Executive Director of Fiscal covenants. Services will try to obtain and maintain the designation of Certified Government Finance E. INSURANCE RESERVES. Where risk is Officer as awarded by the GFOA of Texas. retained by the City in a self-insurance mode, a reserve will be established based upon actuarial The City will strive to maintain a high level of determination. Such reserve will be used for no excellence in its accounting policies and practices as • other purposes than for financing losses under the it prepares its CAFR. The CAFR will be presented insurance program. to the Governmental Finance Officers Association for review of qualifications necessary to obtain the Xl. INTERNAL CONTROLS Certificate of Achievement for Excellence in Financial Reporting. Additionally, the City will A. WRITTEN PROCEDURES. Wherever possible, submit its annual budget to GFOA for consideration written procedures will be established and for Distinguished Budget Award. F-9 Wet e Cotn�`itted Inof-ar'cellence OUTSIDE AGENCY FUNDING FY98 OUTSIDE AGENCY FUNDING • The City funds a number of outside agencies and These requests are compiled and reviewed by staff organizations each fiscal year. The amount of and presented to the City Council during budget • funding provided depends on the funds available. meetings. The City Council makes a final decision The organizations receive money from the most about which organizations will be funded and at • appropriate fund. This year organizations and what level. agencies are receiving funds from the General Fund, Hotel/Motel Fund, Electric Fund, and the After authorizing appropriations, the City Council Solid Waste Collection Fund. approves a contract with each agency that is to • receive funding for the fiscal year. As part of the Organizations submit requests for funding to the contract agreement, each agency agrees to submit City during the budget process in June. They are quarterly financial and program reports. Each asked to submit financial information including a agency also agrees to submit an annual report • budget showing revenues and expenses, goals and showing total receipts, expenditures, and fund objectives of the organization, and the projected balances. This report should summarize program uses of the funds being requested. accomplishments as well as financial data. • • • G-I CITY OF COLLEGE STATION OUTSIDE AGENCY FUNDING REQUESTS APPROVED • FY 96-97 FY 97-98 FY 97-98 FY 95-96 FY 96-97 YEAR-END BASE TOTAL GENERAL FUND ACTUAL BUDGET ESTIMATE REQUEST REQUEST RSVP $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 BVCASA 25,000 25,000 25,000 25,000 25,000 BRAZOS CO.HEALTH DISTRICT 77,485 81,624 81,624 81,642 83,002 . . BRAZOS BEAUTIFUL(1/2 in SW FUND) 6,375 0 0 0 0 BRAZOS COUNTY SENIOR CII1ZENS ASSOCIATION 0 0 0 0 10,000 EDC INCENTIVE FUNDING(MATCHING) 0 50,000 50,000 0 0 . SCA STUDENT AMBASSADOR PORGRAM 0 9,000 9,000 9,000 - 9,000 NOON LIONS CLUB-41H OF JULY 0 6,825 6,825 6,825 7,175 $ 113,860 $ 177,449 $ 177,449 $ 127,467 $ 139,177 HOTEL/MOTEL FUND ARTS COUNCIL $ 155,000 $ 170.000 $ 170,000 $ 170,000 $ 184,000 ATHLETIC FEDERATION 14,000 7,900 7,900 7,900 7,900 CONVENTION AND VISITORS BUREAU 450,000 502,950 502,950 502,950 533,000 CUR ATHLETIC EVENTS COORDINATOR 0 99,500 99,500 99,500 99,500 ' NOON LIONS CLUB-4TH OF JULY 6,500 0 0 0 0 SCA STUDENT AMBASSADOR PROGRAM 9,000 0 0 0 0 BUSH LIBRARY COMMITTEE 50,000 50,000 50,000 50,000 50,000 SWIM CLUB 15,400 0 0 0 0 TOURNAMENT SUPPORT 0 0 0 0 20,000 HOLIDAY ON THE BRAZOS 6,644 0 0 0 0 , $ 699,900 $ 830,350 $ 830,350 $ 830,350 $894,400 ELECTRIC FUND . ECONOMIC DEVELOPMENT CORPORATION $ 157,000 $ 157,000 $ 157,000 $ 157,000 $ 160,000 BVDC REVOLVING LOAN 0 0 0 0 0 BUSINESS INCUBATOR 0 0 0 0 0 $ 157,000 $ 157,000 $ 157,000 $ 157,000 $ 160,000 ' SOLID WASTE COLLECTION FUND BRAZOS BEAUTIFUL(1/2 IN GENERAL FUND) $ 6,375 $ 17,000 $ 17,000 $ 17,000 $ 17,000 $ 6,375 $ 17,000 $ 17,000 $ 17,000 $ 17,000 TOTAL AGENCY FUNDING AND REQUEST $ 977,135 $ 1,181,799 $ 1,181,799 $ 1,131,817 $ 1,210,577 G-2 wet�Co�ittea ,�o��el�en�e MISCELLANEOUS STATISTICAL DATA CITY OF COLLEGE STATION, TEXAS CONSTRUCTION PERMITS LAST TEN CALENDAR YEARS Residential Commercial Construction Construction Total Number Number Number Year of Permits Value of Permits Value of Permits Value 1987 250 12,655,651 225 15,590,672 475 28,246,323 1988 243 20,279,472 172 3,468,622 415 23,748,094 1989 229 15,528,105 203 22,085,987 432 37,614,092 1990 213 12,539,486 56 3,870,491 269 16,409,977 1991 370 18,933,748 164 17,319,566 534 36,253,314 1992 475 31,503,185 153 11,648,580 628 43,151,765 1993 598 44,396,336 316 35,378,164 914 79,774,500 1994 614 74,312,947 346 21,336,839 960 95,649,786 • 1995 634 58,192,760 102 22,577,442 736 80,770,202 • • 1996 656 58,501,690 131 20,856,558 787 79,358,248 1997 * 287 19,837,260 102 38,468,986 389 58,306,246 * NOTE: 1997 data are for Jan. - Jun. 1997 Source: City of College Station Building Department H-1 CITY OF COLLEGE STATION, TEXAS PRINCIPAL TAXPAYERS SEPTEMBER 30, 1997 Percent of 1996 Total Assessed Taxpayer Type of Business Assessed Valuation Valuation C.B.L. Management Retail Mall $48,259,180 2.65% GTE Southwest Utility 31,909,390 1.75% Alkosser- Weinberg Etal Housing 23,643,200 1.30% Walmart/Sam's Properties Retail 21,292,205 1.17% Scott &White Hospital Medical 19,487,340 1.07% Jefferson Enclave J.P. Housing 15,000,000 0.82% WHG Treenhouse L.P. Housing 13,000,000 0.71% Lane College Station Ltd. Hotel 11,300,000 0.62% Southwest Pointe LMT Housing 11,273,000 0.62% University Commons Housing 10,938,990 0.60% Total $206,103,305 11.32% Source: Brazos County Appraisal District H-2 CITY OF COLLEGE STATION, TEXAS PRINCIPAL UTILITY CUSTOMERS SEPTEMBER 30, 1997 Total FY 1995 Percent of KWH Utility Customer Type of Business KWH Consumption Consumed • - CBL&Associates Retail Mall 14,832,400 2.81 City of College Station Municipality 13,372,644 2.53 CSISD Schools 12,902,460 2.44 Northrop Gruman Manufacturing 7,598,800 1.44 Wal-Mart Stores Inc. Retail 7,568,480 1.43 Alberstons Retail Grocery 5,707,680 1.08 State Headquarters/TAMU University 5,581,440 1.06 Columbia Medical Center Hospital 5,505,600 1.04 Lane C/S Ltd PSP Hotel 5,358,000 1.01 US Dept. of Agriculture Government 5,272,800 1.00 TOTAL 68,867,904 15.84 Source: City of College Station Utility Billing Department • H-3 CITY OF COLLEGE STATION, TEXAS MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA SEPTEMBER 30, 1997 Date incorporated October, 1938 Date first charter adopted October 1938 i YPE 6v029‘14 f-10 M NLE Date present charter adopted August, 1983 Form of government Council-Manager Area in square miles Year Square Miles 1938 1.50 1948 4.20 1958 7.30 1968 17.3 1978 22.6 1988 27.7 1989 27.7 1990 27.7 1992 28.1 1994 30.0 1995 38.2 1996 38.2 1997 40.8 Miles of stree Paved 214 Miles Unpaved 2 Miles Miles of sidewalks 30 Miles Miles of sanitary sewer 223 Miles Fire Protection: Number of stations 3 Number of full-time employees 82 Police Protection: Number of employees 125 Number of patrol units 20 One jail facility with a capacity of 20 H-4 CITY OF COLLEGE STATION, TEXAS MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA • September 30, 1997 Recreation: Number of playgrounds 28 • Number of basketball courts 20 Number of swimming pools 3 Number of soccer fields 20 • Number of softball/baseball fields 14 Number of tennis courts 12 Number of picnic shelters 12 Number of gyms 2 Number of volleyball courts 6 Number of fitness courts 5 Number of nature trails 11 Number of open play areas 25 Number of Picnic Pavilions 7 • Number of Jogging/Walking Trails 19 Parks: Facility Acres Facility Acres • Anderson Park 8.94 Luther Jones 1.80 Arboretum 17.00 Lion's Park 1.50 Bee Creek Park 26.50 Longmire Park 4.16 Brison Park 9.20 Merry Oaks 4.60 Brother's Pond 16.12 Oaks Park 7.50 College Station Parkway 1.90 Central Park 47.22 Pebble Creek 10.20 Conference Center 2.30 Raintree 12.98 Cy Miller Park 2.50 Richard Carter Park 7.14 Eastgate 1.80 Sandstone 15.21 Edelweiss 12.30 Southwest Park Site 4.78 • Emerald Forest Park 4.59 Southwood Complex 44.70 Gabbard Park 10.67 Thomas Park 16.10 • Georgia K. Fitch 11.30 Park Site 10.20 Hensel Park-TAMU 29.70 Wayne Smith Park 2.46 Jack and Dorothy Miller P 10.00 Windwood 1.37 Lemon Tree Park 15.43 Wolfpen Creek Park 19.49 Lick Creek Park 515.00 Woodcreek Park 6.60 Lincoln Center 8.00 Woodway Park Site 4.20 University Park Site 10.00 • • TOTAL ACREAGE 935.5 H-5 CITY OF COLLEGE STATION, TEXAS MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA SEPTEMBER 30, 1997 (Continued) Utility Fund: Electric Users (Units Served) 24,182 Water Users (Units Served) 18,674 Average Electrical Consumption: 44,006,338 Kwh/mo. Average Water Consumption: 209,991 MGW/Mo. Number of Employees: Electric 53.5 Water 30.5 Sewer 36 Water Capacity: Number of Wells 5 Combined Capacity of Wells 19,500,000 GAL/day Number of Ground Storage Tanks,Botal capacity 10,000,000 GALS Number of Elevated Storage Tanks, Zotal capacity 3,000,000 GALS Miles of Water Lines 230 Miles Electric Capacity: Maximum Capacity 170 megawatts Number of Switching Stations 1 Number of Substations 3 Miles of Distribution Lines 280 Solid Waste Collection Fund: Number of users (units served) 22,199 Landfill size 119 acres Methodology Curbside pickup using automated containers. Source: City of College Station • H-6 CITY OF COLLEGE STATION, TEXAS MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA • SEPTEMBER 30, 1997 (Continued) Education: • Attendance centers 10 Number of classrooms 434 Number of teachers 522 Number of students 7,153 • Elections: Number of registered voters: 1-11171 1 Last general election(B/CS) °' /- rl 70,209 Last municipal election tei= 30,990 Number of votes cast in: cn P Last general election 39,422 Last municipal election 1,772 Percentage of registered voters voting in: Last general election 56.15% Last municipal election 5.72% Population: Estimate 1997 61,525 Census Count 1990 52,456 l 1980 37,296 1970 17,676 1960 11,396 1950 7,925 SOURCE: City of College Station College Station Independent School District • • CITY OF COLLEGE STATION, TEXAS MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA SEPTEMBER 30,1997 (Continued) UNIVERSITY YEAR PROJECTIONS 1988 39,163 (Actual) 1989 40,492 (Actual) 1990 41,131 (Actual) 1991 40,997 (Actual) 1992 41,092 (Actual) 1993 42,524 (Actual) 1994 42,018 (Actual) 1995 41,790 (Actual) 1996 41,892 (Actual) 1997 41,461 2000 42,000 PRIMARY LABOR FORCE FOR COLLEGE STATION 1990 - 1997 TOTAL NUMBER NUMBER PERCENT YEAR LABOR FORCE EMPLOYED UNEMPLOYE UNEMPLOYED 1990 24,567 23,190 1,377 5.6 1991 24,824 23,944 880 3.5 1992 25,561 24,777 784 3.1 1993 26,490 25,745 745 2.8 1994 27,312 26,546 766 2.8 1995 27,430 26,561 869 3.2 1996 27,691 26,952 719 2.6 1997 28,453 27,862 591 2.1 "*NOTF y9 7 respresents the average employment of January through September. SOURCE: Texas Employment Commission H-8 Committed „41,11,e co rellece 4111Pll To� • THE 1997-98 BUDGET PROCESS CITY OF COLLEGE zi STATION BUDGET PROCESS City Council Staff March 96 Develop FY 97 Budget Materials City Council May 97I Election __._ i Develo p- Develop Financial Planning Retreat June 97 1998-2002 CI Forecast 1998-2002 t Review Forecast - Develop 97 SIs E evelop '97 * July 97 SIyAction Plans Review CIP Update Approve '97 SIs .- r Action Plans • • Prepare FY 97 • 1 Budget Proposal ii \ 1 Receive FY 98 Aug9st 97 Budget Proposal 111 �� z/ } Respond to City Council Review FY 98 / ' Questions Budget Proposal W A I I • Adopt FY 98 Budget September 97 & Tax Rate October 97 Implement FY 98 1 Approved Budget -1 SCHEDULE OF REQUIREMENTS FOR: GENERAL OBLIGATION BONDS, CERTIFICATES OF OBLIGATION, AND UTILITY REVENUE BONDS DEBT SERVICE SCHEDULE OF REQUIREMENTS • , General Obligation Bond,Series 1978 February 1.1978-$3,525,000 $110,000-Street Improvements;$325,000-Central Fire Station and Substation;$200,000-Park Improvements; $75,000-Oversided Water Lines;City's Share;$90,000-Oversized Sewer Lines,City's Share; -.. $2,725,000-Electrical System Improvements TOTAL DUE PRINCIPAL 1 PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING 1 3,525,000.00 90,137.50 90,137.50 2/1/79 175,000.00 6.00% 90,137.50 265,137.50 3,350,000.00 8/1/79 84,887.50 84,887.50 2/1/80 175,000.00 6.00% 84,887.50 259,887.50 3,175,000.00 8/1/80 79,637.50 79,637.50 2/1/81 175,000.00 6.00% 79,637.50 254,637.50 3,000,000.00 8/1/81 74,387.50 74,387.50 2/1/82 175,000.00 6.00% 74,387.50 249,387.50 2,825,000.00 8/1/82 69,137.50 69,137.50 2/1/83 175,000.00 5.80% 69,137.50 244,137.50 2,650,000.00 • 8/1/83 64,062.50 64,062.50 2/1/84 175,000.00 4.70% 64,062.50 239,062.50 2,475,000.00 8/1/84 59,950.00 59,950.00 2/1/85 175,000.00 4.70% 59,950.00 234,950.00 2,300,000.00 8/1/85 55,837.50 55,837.50 2/1/86 175,000.00 4.70% 55,837.50 230,837.50 2,125,000.00 8/1/86 51,725.00 51,725.00 2/1/87 175,000.00 4.70% 51,725.00 226,725.00 1,950,000.00 8/1/87 47,612.50 47,612.50 2/1/88 175,000.00 4.70% 47,612.50 222,612.50 1,775,000.00 • 8/1/88 43,500.00 43,500.00 2/1/89 175,000.00 4.70% 43,500.00 218,500.00 1,600,000.00 8/1/89 39,387.50 39,387.50 257,887.50 2/1/90 175,000.00 4.70% 39,387.50 214,387.50 1,425,000.00 • 8/1/90 35,275.00 35,275.00 249,662.50 2/1/91 175,000.00 4.80% 35,275.00 210,275.00 8/1/91 31,075.00 31,075.00 241,350.00 1,250,000.00 2/1/92 175,000.00 4.80% 31,075.00 206,075.00 8/1/92 26,875.00 26,875.00 232,950.00 1,075,000.00 2/1/93 175,000.00 5.00% 26,875.00 201,875.00 8/1/93 22,500.00 22,500.00 224,375.00 900,000.00 2/1/94 175,000.00 5.00% 22,500.00 197,500.00 8/1/94 /- — 18,125.00 18,125.00 215,625.00 725,000.00 2/1/95 1 $�175,000.00 5.00% (, i 8,125.00 ( 3,125.00 8/1/95 13,750.00 13,750.00 ( $j 06,875.00 ` $.50,000.00 2/1/96 175,000.00 5.00% 13,750.00 188,750.00 8/1/96 9,375.00 9,375.00 198,125.00 375,000.00 2/1/97 175,000.00 5.00% 9,375.00 184,375.00 B/179 --Y\ 5,000.00 5,000.00 189,375.00 200,000.00 1 ;I. 2/1/98: 200 000.00 5.00% 5,000.00 205,000.00 205,000.00 0.00 `net Interest Cost($1 8762,500) Moody's Rating: A-1 Paying Agent:University National Bank S.&P.'s Rating: A • 'a'N, vvv, " Underwriter:Rotan,Mosle Inc.&Assoc. '.I J-1 DEBT SERVICE SCHEDULE OF REQUIREMENTS • General Obligation Bond,Series II 1978 May 15, 1978 - $3,020,000 $530,000-Street Improvements;- $1,810,000 Park System; $680,000-Police Station,Fire Station and Warehouse Maintenance Building TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATEISCAL YEAIUUTSTANDI 121,612 121,612 3,020,000 81,073 81,073 2/15/80 150,000 5.63 81,074 231,074 2,870,000 8/15/80 76,855 76,855 2/15/81 150,000 5.63 76,855 226,855 2,720,000 8/15/81 72,636 72,636 2/15/82 150,000 5.63 72,636 222,636 2,570,000 8/15/82 68,418 68,418 2/15/83 150,000 5.150 68,418 218,418 2,420,000 8/15/83 64,555 64,555 2/15/84 150,000 5.150 64,555 214,555 2,270,000 8/15/84 60,693 60,693 2/15/85 150,000 5.150 60,693 210,693 2,120,000 8/15/85 56,830 56,830 2/15/86 150,000 5.150 56,830 206,830 1,970,000 8/15/86 52,968 52,968 2/15/87 150,000 5.150 52,968 202,968 1,820,000 8/15/87 49,105 49,105 2/15/88 150,000 5.150 49,105 199,105 1,670,000 8/15/88 45,243 45,243 2/15/89 150,000 5.15 45,243 195,243 1,520,000 8/15/89 41,380 41,380 236,623 2/15/90 150,000 5.15 41,380 191,380 1,370,000 8/15/90 37,518 37,518 228,898 2/15/91 150,000 5.15 37,518 187,518 8/15/91 33,655 33,655 221,173 1,220,000 2/15/92 150,000 5.30 33,655 183,655 8/15/92 29,680 29,680 213,335 1,070,000 2/15/93 150,000 5.30 29,680 179,680 8/15/93 25,705 25,705 205,385 920,000 2/15/94 150,000 5.30 25,705 175,705 8/15/94 21,730 21,730 197,435 770,000 2/15/95 150,000 5.50 21,730 171,730 8/15/95 17,605 17,605 189,335 620,000 2/15/96 150,000 5.50 17,605 167,605 8-15-96 13,480 13,480 181,085 470,000 2-15-97 150,000 5.70 13,480 163,480 8-15-97 9,205 9,205 172,685 320,000 2-15-98 150,000 5.70 9,205 159,205 8-15-98 4,930 4,930 164,135 170,000 2-15-99 17 5.80 4,930 174,930 174,930 0 Net Interest Cost: $1,879,080 A-1 J-2 : DEBT SERVICE SCHEDULE OF REQUIREMENTS General Obligation Refunding Bond, Series 1987 July 30, 1987 - $10,445,000 TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING • 10,445,000 2/15/88 65,000 4.50 411,071 476,071 10,380,000 8/15/88 350,884 350,884 2/15/89 585,000 5.00 350,884 935,884 9,795,000 8/15/89 336,259 336,259 1,272,143 2/15/90 565,000 5.50 336,259 901,259 9,230,000 8/15/90 320,721 320,721 1,221,980 • 2/15/91 545,000 5.75 320,721 865,721 8/15/91 305,053 305,053 1,170,774 8,685,000 2/15/92 455,000 6.00 305,053 760,053 8/15/92 291,403 291,403 1,051,455 8,230,000 2/15/93 135,000 6.20 291,403 426,403 8/15/93 287,218 287,218 713,620 8,095,000 2/15/94 615,000 6.40 287,218 902,218 8/15/94 267,538 267,538 1,169,755 7,480,000 2/15/95 610,000 6.60 267,538 877,538 8/15/95 247,408 247,408 1,124,945 6,870,000 2/15/96 1,045,000 6.80 247,408 1,292,408 8/15/96 211,878 211,878 1,504,285 5,825,000 2/15/97 1,025,000 7.00 71,553 1,096,553 8/15/97 35,678 35,678 1,132,230 4,800,000 2/15/98 1,005,000 7.10 35,678 1,040,678 8/15/98 0 0 1,040,678 3,795,000 Note:The 1999 through 2004 series were defeased by t j�2 6 GO and refunding series. • ` , Net Interest Cost: $6,810,361 A� (INSURED) ----) Paying Agent: First City National Bank of Hous n A (INSURED) • Underwriter:Rauscher Pierce Refsnes, Inc. J-3 DEBT SERVICE SCHEDULE OF REQUIREMENTS General Obligation Bond, Series 1989 November 11, 1989 - $3,225,000 TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDIN 3,225,000 . 12/1/90 135,552 135,552 135,552 12/1/90 200,000 8.50 116,188 316,188 6/1/91 107,688 107,688 423,875 3,025,000 12/1/91 200,000 8.50 107,688 307,688 6/1/92 99,188 99,188 406,875 2,825,000 12/1/92 200,000 8.50 99,188 299,188 6/1/93 90,688 90,688 389,875 2,625,000 12/1/93 200,000 8.50 90,688 290,688 6/1/94 82,188 82,188 372,875 2,425,000 12/1/94 200,000 8.50 82,188 282,188 6/1/95 73,688 73,688 355,875 2,225,000 12/1/95 200,000 7.88 73,688 273,688 6/1/96 65,813 65,813 339,500 2,025,000 12/1/96 225,000 6.50 65,813 290,813 6/1/97 58,500 58,500 349,313 1,800,000 12/1/97 225,000 6.50 14,625 239,625 6/1/98 7,313 7,313 246,938 1,575,000 12/1/98 225,000 6.50 7.313 232,313 6/1/99 0 0 232,313 1,350,000 Note: The 1999 through 2004 series of these bonds were defeased by the 1996 GO and refunding bon Effective interest rate: 6.793% Net Interest Cost: $1,816,739.5 PAaa Paying Agent: First City,Texas,Houston N.A. ( AAA ) . Underwriter: Painweber Inc. • J-4 DEBT SERVICE SCHEDULE OF REQUIREMENTS General Obligation And Refunding Bond Series 1991 December 23,1991 - $4,625,000 0,000 Street Construction and Improvement; $750,000 Parks Construction and Improve $1,125,000 Refund 1991 Series Public Property Finance Contractual Obligations PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL EACH DUE AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING Z/15/98 225,000 8% 64,112 289,112 • 8/15/98 55,675 55,675 344,787 3,300,000 2/15/99 225,000, 8% 55,675 280,675 8/15/99 47,237 47,237 327,912 3,075,000 2/15/00 225,000 6% 47,237 272,237 8/15/00 40,937 40,937 313,174 2,850,000 2/15/01 225,000 6% 40,937 265,937 8/15/01 34,525 34,525 300,462 2,625,000 2/15/02 225,000 6% 34,525 259,525 • 8/15/02 28,000 28,000 287,524 2,400,000 • 2/15/03 225,000 6% 28,000 253,000 8/15/03 21,250 21,250 274,249 2,175,000 2/15/04 21,250 21,250 8/15/04 21,250 21,250 42,500 2,175,000 2/15/05 21,250 21,250 8/15/05 21,250 21,250 42,500 2,175,000 2/15/06 21,250 21,250 8/15/06 21,250 21,250 42,500 2,175,000 2/15/07 21,250 21,250 8/15/07 21,250 21,250 42,500 2,175,000 2/15/08 21,250 21,250 8/15/08 21,250 21,250 42,500 2,175,000 2/15/09 21,250 21,250 8/15/09 21,250 21,250 42,500 2,175,000 2/15/10 250,000 6% 21,250 271,250 8/15/10 13,750 13,750 285,000 1,925,000 2/15/11 250,000 6% 13,750 263,750 8/15/11 6,875 6,875 270,625 1,675,000 2/15/12 250,000 6% 6,875 256,875 8/15/12 0 0 256,875 1,425,000 Note:Bonds maturing 2004-2009 were defeased by the 1996 GO and refunding series. Net Interest Cost: $3,157,062.50 A (INSURED) Paying Agent:First City National Bank of Houston - A (INSURED) Underwriter: Prudential-Securities Incorporated • J-5 DEBT SERVICE SCHEDULE OF REQUIREMENTS General Obligation And Refunding Bond Series 1994 August 15, 1994 -- $6,250,000 $3,400,00 Refunding and$2,850,000 Original Issue $1,750,000 Street Construction,$250,00 Parks (1990 Authorization), $500,000 Oversize Bridge(1984 Authorization), $350,000 Drainage Improvements TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING 6,250,000 2/15/95 400,000 6.25% 199,475 599,475 8/15/95 188,475 188,475 787,950 5,850,000 2/15/96 400,000 5.50% 188,475 588,475 8/15/96 173,575 173,575 762,050 5,450,000 2/15/97 400,000 7.45% 173,575 573,575 8/15/97 158,575 158,575 732,150 5,050,000 2/15/98 400,000 7.50% 158,575 558,575 8/15/98 143,575 143,575 702,150 4,650,000 2/15/99 400,000 7.50% 143,575 543,575 8/15/99 128,575 128,575 672,150 4,250,000 2/15/00 300,000 7.50% 128,575 428,575 8/15/00 117,325 117,325 545,900 3,950,000 2/15/01 300,000 7.50% 117,325 417,325 8/15/01 106,075 106,075 523,400 3,650,000 2/15/02 300,000 7.50% 106,075 406,075 8/15/02 94,825 94,825 500,900 3,350,000 2/15/03 300,000 7.30% 94,825 394,825 8/15/03 83,875 83,875 478,700 3,050,000 2/15/04 300,000 5.50% 83,875 383,875 8/15/04 75,625 75,625 459,500 2,750,000 2/15/05 275,000 5.50% 75,625 350,625 8/15/05 68,063 68,063 418,688 2,475,000 2/15/06 275,000 5.50% 68,062 343,062 8/16/06 60,500 60,500 403,562 2,200,000 2/15/07 275,000 5.50% 60,500 335,500 8/15/07 52,938 52,938 388,438 1,925,000 2/15/08 275,000 5.50% 52,937 327,937 8/15/08 45,375 45,375 373,312 1,650,000 • 2/15/09 275,000 5.50% 45,375 320,375 8/15/09 37,813 37,813 358,188 1,375,000 2/15/10 275,000 5.50% 37,813 312,813 8/15/10 30,250 30,250 343,063 1,100,000 2/15/11 275,000 5.50% 30,250 305,250 8/15/11 22,688 22,688 327,938 825,000 2/15/12 275,000 5.50% 22,688 297,688 8/15/12 15,125 15,125 312,813 550,000 2/15/13 275,000 5.50% 15,125 290,125 8/15/13 7,563 7,563 297,688 275,000 2/15/14 275,000 5.50% 7,563 282,563 8/15/14 0 0 282,563 0 Effective Interest Rate: 5.949635%`- Net Interest Cost: $3,421,100 Paying Agent: Texas Commerce Bank,N.A. Moody's Rating: A-1 Underwriting Group: Stephens, Inc. S&P Rating: A+ First Southwest Company Nations Bank Eugene C.Palma FSW Co. J-6 DEBT SERVICE • SCHEDULE OF REQUIREMENTS G.O.B 1995 SERIES August 1, 1995 -- $4,700,000 -- S reet projects, $400,000 -- Northgate, $420,000 -- Traffic signals, $395,000 i • L' rary, $935,000 -- Fire station relocation, $280,000 -- Park development and im • $430,000 -- Land purchase. TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING 4,700,000 2/15/96 0 7.00% 136,963 136,963 8/15/96 0 136,963 136,963 273,925 4,700,000 2/15/97 100,000 7.00% 136,963 236,963 8/15/97 133,464 133,464 370,426 4,600,000 2/15/98 100,000 7.00% 133,464 233,464 8/15/98 129,963 129,963 363,426 4,500,000 2/15/99 250 00Q. 7.00% 129,963 379,963 8/15/99 121,213 121,213 501,175 4,250,000 2/15/00 250,000 7.00% 121,213 371,213 8/15/00 112,463 112,463 483,675 4,000,000 2/15/01 250,000 7.00% 112,463 362,463 • 8/15/01 103,713 103,713 466,175 3,750,000 2/15/02 250,000 7.00% 103,713 353,713 8/15/02 94,963 94,963 448,675 3,500,000 • • 2/15/03 250,000 7.00% 94,963 344,963 8/15/03 86,213 86,213 431,175 3,250,000 2/15/04 300,000 6.00% 86,213 386,213 • 8/15/04 77,213 77,213 463,425 2,950,000 2/15/05 300,000 5.10% 77,213 377,213 8/15/05 69,563 69,563 446,775 2,650,000 2/15/06 300,000 5.25% 69,563 369,563 8/16/06 61,688 61,688 431,250 2,350,000 2/15/07 300,000 5.25% 61,688 361,688 8/15/07 53,813 53,813 415,500 2,050,000 2/15/08 300,000 5.25% 53,813 353,813 8/15/08 45,938 45,938 399,750 1,750,000 2/15/09 350,000 5.25% 45,938 395,938 8/15/09 36,750 36,750 432,688 1,400,000 • 2/15/10 350,000 5.25% 36,750 386,750 8/15/10 27,563 27,563 414,313 1,050,000 2/15/11 350,000 5.25% 27,563 377,563 8/15/11 18,375 18,375 395,938 700,000 2/15/12 350,000 5.25% 18,375 368,375 8/15/12 9,188 9,188 377,563 350,000 2/15/13 350,000 5.25% 9,188 359,188 8/15/13 0 0 359,188 0 Effective Interest Rate: 5.5334% Net Interest Cost: $2,795,038 • Paying Agent:Texas Commerce Bank National Association Underwriting Group: Merrill Lynch,Pierce,Ferris&Smith,Inc. Robert W.Baird&Co.,Inc. Raymond James&Associates, Inc. DLS Securities Service Asset Management J-7 DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B and Refunding 1996 Series Dec. 12, 1996 Principal -- $11,845,000 New issue--$5,300,000 Refunding-$6,545,000 TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING 11,845,000 8/15/97 483,254 483,254 483,254 11,340,000 2/15/98 505,000 7.50% 342,464 847,464 8/15/98 323,526 323,526 1,170,990 10,170,000 2/15/99 1,170,000 7.50% 323,526 1,493,526 8/16/99 279,651 279,651 1,773,177 8,800,000 2/16/00 1,370,000 5.00% 279,651 1,649,651 8/15/00 245,401 245,401 1,895,052 7,925,000 2/15/01 875,000 6.50% 245,401 1,120,401 8/15/01 216,964 216,964 1,337,365 7,050,000 2/15/02 875,000 6.50% 216,964 1,091,964 8/15/02 188,526 188,526 1,280,490 6,170,000 2/15/03 880,000 6.50% 188,526 1,068,526 8/16/03 159,926 159,926 1,228,452 5,070,000 2/16/04 1,100,000 4.70% 159,926 1,259,926 8/15/04 134,076 134,076 1,394,002 4,430,000 2/15/05 640,000 4.80% 134,076 774,076 8/15/05 118,716 118,716 892,792 4,010,000 2/15/06 420,000 4.90% 118,716 538,716 8/15/06 108,426 108,426 647,142 3,560,000 2/15/07 450,000 5.05% 108,426 558,426 8/15/07 97,064 97,064 655,490 3,100,000 2/15/08 460,000 5.05% 97,064 557,064 8/15/08 85,449 85,449 642,513 2,635,000 2/15/09 465,000 5.15% 85,449 550,449 8/15/09 73,475 73,475 623,924 2,365,000 2/15/10 270,000 5.25% 73,475 343,475 8/15/10 66,388 66,388 409,863 2,080,000 2/15/11 285,000 5.35% 66,388 351,388 8/15/11 58,764 58,764 410,152 1,780,000 2/15/12 300,000 5.45% 58,764 358,764 . 8/15/12 50,589 50,589 409,353 1,465,000 2/15/13 315,000 5.50% 50,589 365,589 8/15/13 41,926 41,926 407,515 1,130,000 2/15/14 335,000 5.50% 41,926 376,926 8/15/14 32,714 32,714 409,640 775,000 2/15/15 355,000 5.50% 32,714 387,714 8/15/15 22,863 22,863 410,577 400,000 2/15/16 375,000 5.90% 22,863 397,863 8/15/16 11,800 11,800 409,663 0 2/15/17 400,000 5.90% 11,800 411,800 .�'" _ -) . J-8 ESTIMATED DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B 1998 SERIES PRINCIPAL- $6,200,000 INTEREST RATE-6% TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDIN 6,200,000 • 8/15/98 186,000 186,000 186,000 6,200,000 2/15/99 310,000 6.00% 186,000 496,000 8/15/99 176,700 176,700 672,700 5,890,000 2/15/00 310,000 6.00% 176,700 486,700 8/15/00 167,400 167,400 654,100 • 5,580,000 2/15/01 310,000 6.00% 167,400 477,400 8/15/01 158,100 158,100 635,500 5,270,000 2/15/02 310,000 6.00% 158,100 468,100 8/15/02 148,800 148,800 616,900 4,960,000 2/15/03 310,000 6.00% 148,800 458,800 8/15/03 139,500 139,500 598,300 4,650,000 2/15/04 310,000 6.00% 139,500 449,500 8/15/04 130,200 130,200 579,700 4,340,000 2/15/05 310,000 6.00% 130,200 440,200 8/15/05 120,900 120,900 561,100 4,030,000 ' 2/15/06 310,000 6.00% 120,900 430,900 8/15/06 111,600 111,600 542,500 3,720,000 2/15/07 310,000 6.00% 111,600 421,600 8/15/07 102,300 102,300 523,900 3,410,000 2/15/08 310,000 6.00% 102,300 412,300 8/15/08 93,000 93,000 505,300 3,100,000 2/15/09 310,000 6.00% 93,000 403,000 8/15/09 83,700 83,700 486,700 2,790,000 2/15/10 310,000 6.00% 83,700 393,700 8/15/10 74,400 74,400 468,100 2,480,000 2/15/11 310,000 6.00% 74,400 384,400 ' 8/15/11 65,100 65,100 449,500 2,170,000 2/15/12 310,000 6.00% 65,100 375,100 8/15/12 55,800 55,800 430,900 1,860,000 2/15/13 310,000 6.00% 55,800 365,800 8/15/13 46,500 46,500 412,300 1,550,000 2/15/14 310,000 6.00% 46,500 356,500 8/15/14 37,200 37,200 393,700 1,240,000 2/15/15 310,000 6.00% 37,200 347,200 8/15/15 27,900 27,900 375,100 930,000 ' 2/15/16 310,000 6.00% 27,900 337,900 8/15/16 18,600 18,600 356,500 620,000 2/15/17 310,000 6.00% 18,600 328,600 8/15/17 9,300 9,300 337,900 310,000 2/15/18 310,000 6.00%, 9,300 319,300 319,300 0 J-9 DEBT SERVICE SCHEDULE OF REQUIREMENTS CERTIFICATE OF OBLIGATION#8 UTILITY SERVICE CENTER LAND Principal-$393,000- 15 years at 12% PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE OUTSTANDING 288,200 6-15-89 26,200 12.00% 34,584 60,784 262,000 6-15-90 26,200 12.00% 31,440 57,640 235,800 6-15-91 26,200 12.00% 28,296 54,496 209,600 6-15-92 26,200 12.00% 25,152 51,352 183,400 6-15-93 26,200 12.00% 22,008 48,208 157,200 6-15-94 26,200 12.00% 18,864 45,064 131,000 6-15-95 26,200 12.00% 15,720 41,920 104,800 6-15-96 26,200 12.00% 12,576 38,776 78,600 6-15-97 26,200 12.00% 9,432 35,632 52,400 i I 6-15-98 26,200 12.00% 6,288 32,488 26,200 6-15-99 26,200 12.00% 3,144 29,344 0 J-10 DEBT SERVICE SCHEDULE OF REQUIREMENTS • Certificates of Obligation-- # 11 ISSUED FY93 Principal - 400,000 Interest - 70% of prime rate TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING $320,000.00 3/1/95 80,000 6.300% 9,800 89,800 9/1/95 7,350 7,350 $97,150.00 240,000.00 • • 3/1/96 80,000 6.125% 7,350 87,350 240,000.00 9/1/96 4,900 4,900 92,250.00 160,000.00 3/1/97 80,000 6.125% 4,900 84,900 9/1/97 2,450 2,450 87,350.00 80,000.00 3/1/98 80,000 6.125% 2,450 82,450 9/1/98 0 0 82,450.00 0.00 • • J-11 DEBT SERVICE SCHEDULE OF REQUIREMENTS PRINCIPAL 42,015,000 CERTIFICATES OF OBLIGATION SERIES 1995, TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT ' DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDING 2,015,000 8/15/95 0 5.30% 53,398 53,398 53,398 2,015,000 2/15/96 400,000 5.30% 53,398 453,398 8/17/96 42,798 42,798 496,195 1,615,000 2/15/97 400,000 5.30% 42,798 442,798 8/18/97 32,198 32,198 474,995 1,215,000 2/15/98 405,000 5.30% 32,198 437,198 8/18/98 21,598 21,598 458,795 815,000 2/15/99 405,000 5.30% 21,598 426,598 8/18/99 10,86 10,865 437,463 410,000 2/15/00 405,000 5.30% 10,865 415,865 0 • J-12 ' ESTIMATED DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation Series 1998 Principal - $6,800,000 Interest rate-6% $6,800,000 Nothgate parking Garage STIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED TOT L DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON CH AMOUNT • DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTANDIN 6,800,000 8/15/98 204,000 204,000 204,000 2/15/99 340,000 6.00% 204,000 544,000 6,460,000 8/15/99 193,800 193,80 737,800 2/15/00 340,000 6.00% 193,800 533,§§00 6,120,000 8/15/00 183,600 1834G00 717,400 2/15/01 340,000 6.00% 183,600 52 ,600 5,780,000 8/15/01 173,400 3,400 697,000 2/15/02 340,000 6.00% 173,400 513,400 5,440,000 8/15/02 163,200 163,200 676,600 2/15/03 340,000 6.00% 163,200 503,200 5,100,000 8/15/03 153,000 153,000 656,200 • • 2/15/04 340,000 6.00% 153,000 493,000 4,760,000 8/15/04 142,800 142,800 635,800 2/15/05 340,000 6.00% 142,80 482,800 4,420,000 8/15/05 132,6 0 132,600 615,400 2/15/06 340,000 6.00% 132,600 472,600 4,080,000 8/15/06 12 ,400 122,400 595,000 2/15/07 340,000 6.00% 1 2,400 462,400 3,740,000 8/15/07 12,200 112,200 574,600 2/15/08 340,000 6.00% 112,200 452,200 3,400,000 8/15/08 102,000 102,000 554,200 2/15/09 340,000 6.00% 102,000 442,000 3,060,000 8/15/09 91,800 91,800 533,800 2/15/10 340,000 6.00% 91,800 431,800 2,720,000 8/15/10 81,600 81,600 513,400 • 2/15/11 340,000 6.0 % 81,600 421,600 2,380,000 8/15/11 71,400 71,400 493,000 2/15/12 340,000 6.00% 71,400 411,400 2,040,000 • 8/15/12 61,200 61,200 472,600 2/15/13 340,000 6.00% 61,200 401,200 1,700,000 8/15/13 51,000 51,000 452,200 2/15/14 340,0 0 6.00% 51,000 391,000 1,360,000 , 8/15/14 40,800 40,800 431,800 2/15/15 34 ,000 6.00% 40,800 380,800 1,020,000 .8/15/15 30,600 30,600 411,400 2/15/16 340,000 6.00% 30,600 370,600 680,000 8/15/16 20,400 20,400 391,000 2/15/17 340,000 6.00% 20,400 360,400 340,000 8/15/17 10,200 10,200 370,600 2/15/1 340,000 6.00% 10,200 350,200 0 . /\67:Rif 1 1 VP \ 5-13 DEBT SERVICE SCHEDULE OF REQUIREMENTS Utility Revenue Bonds ALL SERIES THROUGH 1998 TOTAL DUE PRINCIPAL EACH OUTSTANDING -• FISCAL YEAR PRINCIPAL INTEREST FISCAL YEAR OCT. 1 FY98 3,745,000 3,138,941 6,883,941 35,755,000 FY99 3,545,000 2,831,767 6,376,767 32,010,000 FY00 3,465,000 2,241,642 5,706,642 28,465,000 FY01 2,455,000 2,173,502 4,628,502 25,000,000 FY02 1,615,000 1,643,012 3,258,012 22,545,000 FY03 1,615,000 1,549,587 3,164,587 20,930,000 FY04 1,615,000 1,461,349 3,076,349 19,315,000 FY05 1,615,000 1,406,712 3,021,712 17,700,000 FY06 1,615,000 1,315,169 2,930,169 16,085,000 FY07 1,615,000 1,048,494 2,663,494 14,470,000 FY08 1,615,000 962,150 2,577,150 12,855,000 FY09 1,615,000 872,912 2,487,912 11,240,000 FY10 1,615,000 786,399 2,401,399 9,625,000 FY11 1,615,000 697,294 2,312,294 8,010,000 FY12 1,615,000 609,501 2,224,501 6,395,000 FY13 1,615,000 521,912 ' 2,136,912 4,780,000 FY14 1,365,000 417,150 1,782,150 3,165,000 FY15 540,000 369,550 909,550 1,800,000 FY16 540,000 348,550 888,550 1,260,000 FY17 240,000 247,650 487,650 720,000 FY18 240,000 15600 255,600 480,000 FY19 240,000 0 240,000 240,000 Scheduled Debt Service on all URBs 7,000,000- ' - e' l'-T:;' 00 000 - - 4,000,000 4 n F. � r „t e ; ®INTEREST 3,000,000 x t. -•F' DPRINCIPAL 2,000,000 ' a ; i tz 1,000,000 4 pp ' �% -4 - r }4 y i, a0 O i N 8- (D 00 O_ N_ 'Cr (O o0 LL lL Li- i'L. lL U.. lL LL. LL. lL LL J-14 DEBT SERVICE SCHEDULE OF REQUIREMENTS Utility System Revenue Bonds, Series 1990 • November 1, 1990 -$4,800,000 TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR OUTSTAN [N9 • 2-1-98 300,000 8.50 39,500 339,500 8-1-98 26,750 26,750 366,250 3,400,000 2-1-99 400,000 6.88 26,750 426,750 8-1-99 13,000 13,000 439,750. 3,000,000 2-1-00 400,000 6.50 13,000 413,000 8-1-00 0 0 413,000 2,600,000 Note:The 2001 series through the 2006 series of these bonds were defeased by 1996 URB and refunding bonds. Net Interest Co 2,215,875 Moody's Rating Aaa Paying Agent:First City National Bank of Hou S.&P:s Rating AAA Underwriter:Prudential-Bache Securities,Mgr. • J-15 DEBT SERVICE SCHEDULE OF REQUIREMENTS UTILITY REVENUE BOND 1993 SERIES ELECTRIC PROJECTS Principal - $1,000,000 SEWER PROJECTS Principal - $3,700,000 - 20 years . REFUNDING PRINCIPAL- $1,150,000 TOTAL = $5,850,000 TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING 2-1-98 295,000 4.05% 122,786 417,785 8-1-98 116,813 116,813 534,599 4,660,000 2-1-99 270,000 4.20% 116,813 386,813 8-1-99 l 111,143 111,143 497,955 4,390,000 2-1-00 , - 1,140,000 / 4.40% 111,143 1,251,143 8-1-00 86,063 86,063 1,337,205 3,250,000 2-1-01 250,000 4.60% 86,063 336,063 8-1-01 80,313 80,313 416,375 3,000,000 2-1-02 250,000 4.80% 80,313 330,313 8-1-02 74,313 74,313 404,625 2,750,000 2-1-03 250,000 5.00% 74,313 324,313 8-1-03 68,063 68,063 392,375 2,500,000 2-1-04 250,000 5.10% 68,063 318,063 8-1-04 61,688 61,688 379.750 2,250,000 2-1-05 250,000 5.25% 61,688 311,688 8-1-05 55,125 55,125 366,813 2,000,000 2-1-06 250,000 5.40% 55,125 305,125 8-1-06 48,375 48,375 353,500 1,750,000 2-1-07 250,000 5.40% 48,375 298,375 8-1-07 41,625 41,625 340,000 1,500,000 2-1-08 250,000 5.50% 41,625 291,625 8-1-08 34,750 34,750 326,375 1,250,000 2-1-09 250,000 5.50% 34,750 284,750 8-1-09 27,875 27,875 312,625 1,000,000 2-1-10 250,000 5.50% 27,875 277,875 8-1-10 21,000 21,000 298,875 750,000 2-1-11 250,000 5.60% 21,000 271,000 8-1-11 14,000 14,000 285,000 500,000 2-1-12 250,000 5.60% 14,000 264,000 8-1-12 7,000 7,000 271,000 250,000 2-1-13 250,000 5.60% 7,000 257,000 257,000 0 J-16 DEBT SERVICE SCHEDULE OF REQUIREMENTS UTILITY REVENUE BONDS SERIES 1994 October 1, 1994 - PRINCIPAL $16,500,000 Electric Projects $6,500,000; Wastewater Project $10,000,000 • PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING • 2-1-98 825,000 6.40% 423,431 1,248,431 1,645;463 13,200,000 8-1-98 397,031 397,031 2-1-99 825,000 6.40% 397,031 1,222,031 1,592,663 12,375,000 8-1-99 370,631 370,631 2-1-00 825,000 6.40% 370,631 1,195,631 1,539,863 11,550,000 8-1-00 344,231 344,231 2-1-01 825,000 6.40% 344,231 1,169,231 1,487,063 10,725,000 8-1-01 317,831 317,831 2-1-02 825,000 6.40% 317,831 1,142,831 1,434,263 9,900,000 8-1-02 291,431 291,431 2-1-03 825,000 5.40% 291,431 1,116,431 1,385,588 9,075,000 8-1-03 269,156 269,156 2-1-04 825,000 5.50% 269,156 1,094,156 1,340,625 8,250,000 • 8-1-04 246,469 246,469 2-1-05 825,000 5.70% 246,469 1,071,469 1,294,425 7,425,000 8-1-05 222,956 222,956 2-1-06 825,000 5.75% 222,956 1,047,956 1,247,194 6,600,000 8-1-06 199,238 199,238 • • 2-1-07 825,000 5.85% 199,238 1,024,238 1,199,344 5,775,000 8-1-07 175,106 175,106 2-1-08 825,000 5.90% 175,106 1,000,106 1,150,875 4,950,000 8-1-08 150,769 150,769 2-1-09 825,000. 6.00% 150,769 975,769 1,101,788 4,125,000 8-1-09 126,019 126,019 2-1-10 825,000 6.10% 126,019 951,019 1,051,875 3,300,000 8-1-10 100,856 100,856 2-1-11 825,000 6.15% 100,856 925,856 1,001,344 2,475,000 8-1-11 75,488 75,488 2-1-12 825,000 6.20% 75,488 900,488 950,400 1,650,000 8-1-12 49,913 49,913 2-1-13 825,000 6.10% 49,913 874,913 899,663 825,000 8-1-14 24,750 24,750 2-1-14 825,000 6.00% 24,750 849,750 849,750 0 Effective Interest Rate: 6.0140% • Net Interest Cost: $9,757,825 Paying Agent: Texas Commerce Bank,N.A. Underwriting Group: Prudential Securities,Inc. J-17 DEBT SERVICE . SCHEDULE OF REQUIREMENTS UTILITY REVENUE BONDS SERIES 1995 • AUGUST 1, 1995 - $6,000,000 ELECTRIC PROJECTS -- $3,000,000, WATER PROJECTS -- $1,800,000 WASTEWATER PROJECTS -- $1,200,000 PRINCIPAL . PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING 2-1-98 300,000 6.25% 164,925 464,925 620,475 5,400,000 8-1-98 155,550 155,550 2-1-99 300,000 6.25% 155,550 455,550 601,725 5,100,000 8-1-99 146,175 146,175 2-1-00 300,000 6.25% 146,175 446,175 582,975 4,800,000 8-1-00 136,800 136,800 2-1-01 300,000 6.25% 136,800 436,800 564,225 4,500,000 8-1-01 127,425 127,425 2-1-02 300,000 6.25% 127,425 427,425 545,475 4,200,000 8-1-02 118,050 118,050 2-1-03 300,000 6.25% 118,050 418,050 526,725 3,900,000 8-1-03 108,675 108,675 2-1-04 300,000 6.25% 108,675 408,675 507,975 3,600,000 8-1-04 99,300 99,300 2-1-05 300,000 6.25% 99,300 399,300 489,225 3,300,000 8-1-05 89,925 89,925 2-1-06 300,000 5.25% 89,925 389,925 471,975 3,000,000 8-1-06 82,050 82,050 2-1-07 300,000 5.30% 82,050 382,050 456,150 2,700,000 8-1-07 74,100 74,100 2-1-08 300,000 5.40% 74,100 374,100 440,100 2,400,000 8-1-08 66,000 66,000 2-1-09 300,000 5.50% 66,000 366,000 423,750 2,100,000 8-1-09 57,750 57,750 2-1-10 300,000 5.50% 57,750 357,750 407,250 1,800,000 8-1-10 49,500 49,500 2-1-11 300,000 5.50% 49,500 349,500 390,750 1,500,000 8-1-11 41,250 41,250 2-1-12 300,000 5.50% 41,250 341,250 374,250 1,200,000 , 8-1-12 33,000 33,000 2-1-13 300,000 5.50% 33,000 333,000 357,750 900,000 8-1-13 24,750 24,750 2-1-14 300,000 5.50% 24,750 324,750 341,250 600,000 8-1-14 16,500 16,500 2-1-15 300,000 5.50% 16,500 316,500 324,750 300,000 8-1-15 8,250 8,250 2-1-16 300,000 5.50% 8,250 308,250 308,250 0 Effective Interest Rate: 5.64% Net Interest Cost: $3,722,850 Paying Agent&Registrar: Texas Commerce National Bank National Association Underwriting Group: Merrill Lynch,Pierce,Ferris&Smith,Inc. Robert W.Baird&Co.,Inc. Raymond james&Associates,Inc. DLS Securities Service Asset Management J-18 DEBT SERVICE SCHEDULE OF REQUIREMENTS UTILITY SYSTEM REVENUE REFUNDING BONDS TAXABLE SERIES 1995 THIS SERIES ISSUED TO REFUND $7,085,000 OF 1985 SERIES July 1, 1995 - $7,125,000 • • PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON FISCAL YEAR AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE TOTAL DUE OUTSTANDIN 2-1-98 2,025,000 1.00% 174,740 2,199,740 2,303,605 2,910,000 8-1-98 103,865 103,865 2-1-99 1,510,000 7.10% 103,865 1,613,865 1,664,125 1,400,000 8-1-99 50,260 50,260 2-1-00 560,000 7.15% 50,260 610,260 640,500 840,000 8-1-00 30,240 30,240 2-1-01 840,000 7.20% 30,240 870,240 870,240 0 8-1-01 0 Effective Interest Rate: Net Interest Cost: $1,461,048 Paying Agent: First Interstate Bank of Texas,N.A. • ' Underwriting Group: First Interstate bank of Texas,N.A. First American Bank • J-19 DEBT SERVICE SCHEDULE OF REQUIREMENTS UTILITY REVENUE BONDS SERIES 1996 PRINCIPAL$10,110,000 AT 5.3%INTEREST $3,700,000-Electric Projects, $3,200,000-Water Project0-500,000 $500,000-Wastewater Projects, $2,710,000 Refunding- PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING 10,110,000 1-Aug-97 336,080 336,080 336,080 1-Feb-98 250,000 4.05% 252,060 502,060 9,860,000 1-Aug-98 246,998 246,998 749,058 1-Feb-99 260,000 4.15% 246,998 506,998 9,600,000 1-Aug-99 241,603 241,603 748,601 1-Feb-00 270,000 4.30% 241,603 511,603 9,330,000 1-Aug-00 235,798 235,798 747,401 1-Feb-01 680,000 4.40% 235,798 915,798 8,650,000 1-Aug-01 220,838 220,838 1,136,636 1-Feb-02 685,000 4.50% 220,838 905,838 7,965,000 1-Aug-02 205,425 205,425 1,111,263 1-Feb-03 690,000 4.60% 205,425 895,425 7,275,000 1-Aug-03 189,555 189,555 1,084,980 1-Feb-04 700,000 4.70% 189,555 889,555 6,575,000 1-Aug-04 173,105 173,105 1,062,660 1-Feb-05 805,000 4.80% 173,105 978,105 5,770,000 1-Aug-05 153,785 153,785 1,131,890 1-Feb-06 810,000 4.90% 153,785 963,785 4,960,000 1-Aug-06 133,940 133,940 1,097,725 1-Feb-07 340,000 5.05% 133,940 473,940 4,620,000 1-Aug-07 125,355 125,355 599,295 1-Feb-08 360,000 5.05% 125,355 485,355 4,260,000 1-Aug-08 116,265 116,265 601,620 1-Feb-09 375,000 5.15% 116,265 491,265 3,885,000 1-Aug-09 106,609 106,609 597,874 1-Feb-10 400,000 5.25% 106,609 506,609 3,485,000 1-Aug-10 96,109 96,109 602,718 1-Feb-11 420,000 5.35% 96,109 516,109 3,065,000 1 Aug-11 84,874 84,874 600,983 1-Feb-12 445,000 5.45% 84,874 529,874 2,620,000 1-Aug-12 72,748 72,748 602,622 1-Feb-13 470,000 5.50% 72,748 542,748 2,150,000 1 1-Aug-13 59,823 59,823 602,571 1-Feb-14 495,000 5.50% 59,823 554,823 1,655,000 1-Aug-14 46,210 46,210 601,033 1-Feb-15 520,000 5.55% 46,210 566,210 1,135,000 ° 1-Aug-15 31,780 31,780 597,990 1-Feb-16 550,000 5.60% 31,780 581,780 585,000 1-Aug-16 16,380 16,380 598,160 1-Feb-17 585,000 5.60% 16,380 601,380 617,760 0 J-20 • DEBT SERVICE SCHEDULE OF REQUIREMENTS UTILITY REVENUE BONDS SERIES 1998 PRINCIPAL$6,000,000 AT 6.5%INTEREST ESTIMATED ESTIMATED ESTIMATED ESTIMATED PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL D E AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING /9'5,000 6,000,000 8-15-98 195,000 195,000 2-15-99 300,000 6.50% 195,000 495,000 80,250 5,700,000 8-15-99 185,250 185,250 / 2-15-00 300,000 6.50% 185,250 485,250/ 660,750 5,400,000 8-15-00 175,500 175,50 2-15-01 300,000 6.50% 175,500 475, 00 641,250 5,100,000 8-15-01 165,750 16 ,750 2-15-02 300,000 6.50% 165,750 5,750 621,750 4,800,000 8-15-02 156,000 156,000 2-15-03 300,000 6.50% 156,000 456,000 602,250 4,500,000 8-15-03 146,250 146,250 2-15-04 300,000 6.50% 146,250 446,250 582,750 4,200,000 8-15-04 136 136,500 2-15-05 300,000 6.50% 136, 00 436,500 563,250 3,900,000 • 8-15-05 12 ,750 126,750 • 2-15-06 300,000 6.50% 6,750 426,750 543,750 3,600,000 8-15-06 117,000 117,000 •• 2-15-07 300,000 6.50% 117,000 417,000 524,250 3,300,000 8-15-07 107,250 107,250 2-15-08 300,000 6.509j 107,250 407,250 504,750 3,000,000 8-15-08 97,500 97,500 2-15-09 300,000 6 0% 97,500 397,500 485,250 2,700,000 8-15-09 87,750 87,750 2-15-10 300,000 6.50% 87,750 387,750 465,750 2,400,000 8-15-10 78,000 78,000 2-15-11 300,00 6.50% 78,000 378,000 446,250 2,100,000 8-15-11 68,250 68,250 2-15-12 30 ,000 6.50% 68,250 368,250 426,750 1,800,000 8-15-12 58,500 58,500 • • 2-15-13 00,000 6.50% 58,500 358,500 407,250 1,500,000 8-15-13 48,750 48,750 2-15-14 300,000 6.50% 48,750 348,750 387,750 1,200,000 8-15-14 39,000 39,000 2-15-15 300,000 6.50% 39,000 339,000 368,250 900,000 • 8-15-15 29,250 29,250 2-15-16 300,000 6.50% 29,250 329,250 348,750 600,000 8-15- . 19,500 19,500 2-15- 7 300,000 6.50% 19,500 319,500 329,250 300,000 • j 8-1 -17 9,750 9,750 2- 5-18 300,000 6.50% 9,750 309,750 309,750 0 • yrirejAAP • J-21 GLOSSARY • Ad Valorem Tax: A tax based on the value of Competitive_�idding._process: The process property. following State law requiring that for purchases of $15,000 or more, a city must advertise, solicit, Appropriation: A legal authorization granted by and publicly open sealed bids for prospective the Council to make or incur vendors. After a review period, the Council then expenditures/expenses for specific purposes. awards the bid to the successful bidder. Bank__Depository _Agreement: A contract Contract_Obligation Bonds: Long-term debt between a municipality and a depository, which places the assets purchased or constructed negotiated and entered into in accordance with as a part of the security for the issue. the specification of Local Government code, Title 4, Chapter 105, Subchapter B, which sets forth Current Expense: An obligation of a City as a the agreements between the parties regarding result of an incurred expenditure/expense that is banking services. due for payment within a twelve (12) month period. Budget: A plan, approved by the Council, of financial operation embodying an estimate of Current_Revenue: The revenues or resources of a proposed expenditures/expenses for the fiscal City convertible to cash within a twelve (12) year and the proposed means of funding these month period. expenditure estimates. Debt_Service:_ The annual amount of money BVS_W__MA: Brazos Valley Solid Waste necessary to pay the interest and principal (or Management Agency. BVSWMA was formed sinking fund contribution)on outstanding debt. under a joint solid waste management agreement between the cities of College Station and Bryan Effectiveness Measures; Measures that to cooperatively operate a joint landfill facility for demonstrate whether the program is the proper disposal of solid waste for the two accomplishing its intended results. These should cities and outside customers. show the impact of the program. Capital/r bjor_Project._Expenditure/Expense: An Efficiency_Measur'es:_ These are ratios of inputs expenditure/expense which results in the to outputs. For example: cost per inspection, acquisition or addition of a fixed asset or the calls for service per officer. improvement to an existing fixed asset. Emergency: An unexpected occurrence, i.e., Cash_B_asis: Method of accounting and budgeting damaging weather conditions, that require the which recognizes revenues when received and unplanned use of City funds. expenditures when paid. Encumbrance: Obligation to expend Certificate oLOb igation C Q.): Long-term debt appropriated monies as a result of a processed which is authorized by the City Council and does purchase order or a contract for purchases legally not require prior voter approval. entered on behalf of the City. Chart_er__f Accounts: A chart detailing the Equity: See Fund Balance. system of general ledger accounts. Expenditure/Expense: Decreases in net financial City Council: The current elected official of the resources for the purpose of acquiring goods or City as set forth in the City's Charter. services. The General Fund recognizes expenditures and the Proprietary Funds recognize City_Manager: The individual appointed by the expenses. City Council who is responsible for the administration of City affairs. K-1 Facsimile_ Signature_Ma_chine: A mechanical Gene al Ledger: The collection of accounts device used to imprint signatures upon City reflecting the financial position and results_ of vouchers rendering them negotiable instruments. operations for the City. Eield_Purchase_Order_(FPOJ: Order to a vendor Generally A _cepted Accounting Principles from a department that is less than $1,000. (GAAP): Uniform minimum standards of and Orders, that are less than $1000 may be guidelines to financial accounting and reporting purchased directly from a vendor via the as set forth by the :Governmental Accounting Accounting Department. Standards Board(GASB). Finance Director: The person appointed by the General Obligation Bonds: Bonds for whose City Manager who is responsible for recording payment the full faith and credit of the City has j • • and reporting the financial activities of the City been pledged. • and for making recommendations regarding fiscal policies. GEM: Government Finance Officers Association of the United States and Canada. FiscaLyear: 12 month budget period, generally extending from October 1st through the following ov ,rnmental Accounting ndards Board: The :.. September 30th. authoritative accounting and financial reporting :.1 Fixed Assets:. Asset of a long-term nature which standard-setting body of government agencies. • are intended to continue to be held or used, such • ' as land, building, improvements other than Input Measures: This is the count or quantity of buildings,machinery,and equipment. resources used in the program, U..Ez Full Time Equivalent. A position that is Investments: Securities held for the production of equivalent to a full-time 40 hour work week. This revenues in the form of interest. is the method by which temporary/seasonal and part-time workers are accounted for. Line Item Bu.get: The presentation of the City's adopted budget in •a format presenting each Fund: An independent fiscal and accounting Department's approved expenditure/expense by entity with .a self-balancing set of accounts specific account. recording'cash and/or other resources together ff with all related liabilities, obligations, reserves, and equities which are segregated for the purpose Long-Term Debt: Obligation of the City with a • of carrying on specific activities or attaining remaining maturity term of more that one (1), • certain objectives. year. Fund Balance (Equity): The excess of fund assets Management Letter: A written report from the over liabilities. Accumulated balances are the independent auditors to the Council reflecting result of continual excess of revenues over observations and suggestions as a result of the expenditures/expenses. A negative fund balance audit process. is a deficit balance. /►'IOO Z f 4 ap./lL- Net Working.Sapital: Current Assets less Current GAAP: See Generally Accepted Accounting Liabilities. Principles. Non-Recurring Revenues: Resources recognized General and Administrative Costs: Costs by the City that are unique and occur only one • associated with the administration of City time or without pattern. services. OdficiaLBudget: The budget as adopted by the General Fund: The City fund used to account for Council. all financial resource and expenditures of the City except those required to be accounted for in One-Time Revenues: See Non-Recurring another fund. Revenues. • K-2 Qperating_Budget: A plan, approved by the Servic_e_ Level__Adjustment__(SLA): Request for Council, of financial operations embodying an additional resources requiring a decision by estimate of proposed expenditures/expenses for management and council and justified on the the fiscal year and the proposed means of basis of adding to or reducing services and/or financing them. performance improvements. Output_Measures, This is the quantity of work Sinking_Eund A fund which is accumulated produced or generated. through periodic contributions which must be placed in the sinking fund so that the total Performance_Measure: Tools to determine what contributions plus their compounded earnings will levels of service are being provided by the be sufficient to redeem the sinking fund bonds organization. when they mature. Proprietary_Eun_ds: See Utility Funds. StrategicissuesL The means by which the City Council directs the staff to address its priorities Rurchase_Qrder_System: A City's system of using for City issues. documents authorizing the delivery of specified merchandise or services and making a charge for Tax Levy: The total amount of taxes imposed by them. the City on taxable property, as determined by the Brazos County Appraisal District, within the Reserves: An account used to designate a City's corporate limits. portion of the fund balance (equity) as legally segregated for a specific future use. t Iser_Based FeeiCharge: A monetary fee or charge placed upon the user of services of the Retained_Earnings: The equity account reflecting City. the accumulated earnings of the Utility Funds. Utility Eunds: The funds used to account for the Revenues.(Res_our_ces): An increase in assets due operations of the City's electric, water, sanitary to the performance of a service or the sale of sewer, and solid waste disposal activities. goods. in the General Fund, revenues are recognized when earned, measurable, and Lndesignated-Eund_Balance: That portion of the reasonably assured to be received within 60 days. fund balance that is unencumbered from any obligation of the City. Risk: The liability, either realized or potential, related to the City's daily operations. Utility_Revenue B nd: Debt issue by the City and Service Level; The current outcomes and services approved by the Council by which payment is provided to citizens and customers by the City as secured by pledged utility revenue. approved in the annual budget. \Iision_Statements: The set of values by which the Council directs the staff about the intended impact the organization should have on the City as a whole. K-3 wer�itted v teCo ,�of---1(ceUence • t