HomeMy WebLinkAboutFY 1998-1999 -- Approved Annual BudgetOn 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.
WWW.CI.COLLEGE-STATION.TX.US
CITY OF
COLLEGE STATION
APPROVED BUDGET
FOR FISCAL YEAR
OCTOBER l, 1998 TO SEPTEMBER 30, 1999
MAYOR
LYNN MCILHANEY
STEVE ESMOND, COUNCILMAN
RON SILVIA,COUNCILMAN
SWIKI ANDERSON, COUNCILMAN
LARRY MARIOTT, COUNCILMAN
DAVID HICKSON, MAYOR PRO-TEM
ANNE HAZEN, COUNCILMAN
GEORGE K. NOE, CITY MANAGER
CHARLES CRYAN, DIRECTOR OF FISCAL SERVICES
JEFF KERSTEN, ACTING DIRECTOR OF MANAGEMENT
AND BUDGET
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award of Distinguished Presentation to City of College Station, Texas for the
fiscal year beginning October 1, 1997. 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.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award .
PRESENTED TO
City of College Station,
Texas
"An Outstanding Policy Document"
For the Fiscal Year Beginning
October 1 , 1997
f#;i/.�
Executive Director
Clil'. OF COJJ.W_kSIAIIO..N, TEXAS
ELECTED OFFICIALS:
PRINCIPAL CITY OFFICIALS
October 1998
MAYOR ••..•................•..•.....•.....•...••..•...........•.•.......•..•.•.•....•••.•.•••• LYNN R. MCILHANEY
COUNCIL MEMBERS ....................•...•.............•.............•••.••.......•.....••.... STEVE ESMOND
........•.........•.......................•........•...........••.........•.••...•......•.•.......•••......••...... RON SIL VIA
••.•••.••••.••••....•.•...................•.................••••••....•..........•••..•.•..•.•••.••...••• SWIKI ANDERSON
•.••••••.•.•••.•••..••.•....•..•••..•.........•....•.....•.........••........•....•••••••••••.••••.••.•.••. l.ARRY MARIO TT
•••...•......•.•.......•..•..........•..................•.•.••.•.....•...•.••• DAVID HICKSON, MAYOR PRO-TEM
••••••••.••••••.•........•....................................•.•..........•.................•.••..•••••....••••• ANNE HAZEN
CITY ADMINISTRATION:
CITY MANAGER ...................................•............................•................... GEORGE K. NOE
ASSIST ANT CITY MANAGER .......•..•.........•......•..........•....•.•.••••.•••.. THOMAS E. BRYMER
DIRECTOR OF PUBLIC UTILITIES •..................•..............•.....•......•.....•.. JOHN C. WOODY
POLICE CHIEF ................................•..•...••.................••....•.....•.•...... EDGAR R. FELDMAN
FIRE CHIEF ..•.................................•.................................•..•...•.••....•. DAVID GIORDANO
DIRECTOR OF FISCAL SERVICES ...•............•...................•.•.•....•......•.. CHARLES CRYAN
ACTING BUDGET DIRECTOR ..............•................•.... ·······�··········· .......... JEFF KERSTEN
DIRECTOR OF PUBLIC WORKS ................................................••......•....... MARK SMITH
DIRECTOR OF PARKS AND
RECREATION ............................................................................... STEPHEN C. BEACHY
DIRECTOR OF DEVELOPMENT
SERVICES ••..............•...................................••.............•..•....................... JIM CALLAWAY
DIRECTOR OF THE OFFICE OF TECHNOLOGY
AND INFORMATION SERVICES .............................•....•.....•............... LINDA S. PIWONKA
DIRECTOR OF HUMAN RESOURCES .........................•...........••••••.. KAREN N. PAVUNSKI
CITY ATTORNEY •............................................................•.••.....•.. HARVEY CARGILL, Jr.
CITY SECRET ARY ........................................................................•..•. CONNIE L. HOOKS
We're Committed
To Excellence
TABLE OF CONTENTS
Page
Transmittal Letter ................................................................................................... i
Executive Summary
Executive Summary ......................................................................................... 1
City Organization Chart ................................................................................. 19
Fiscal Year Comparison Summary .................................................................. 20
Graph of Net Operating Budget ...................................................................... 21
All Funds Summary ...................................................................................... 22
Analysis of Tax Rate ...................................................................................... 23
Analysis of Property Evaluations ..................................................................... 24
Strategic Issues .................................................................................................... 25
Council Vision Statements
Transportation/Mobility ................................................................................. 31
Service Levels and Performance Measures .................................................. 34
Parks and Recreation ..................................................................................... 37
Service Levels and Performance Measures .................................................. 40
Health and Public Safety ................................................................................ 51
Service Levels and Performance Measures .................................................. 56
Education/Information ................................................................................... 81
Service Levels and Performance Measures .................................................. 83
Quality Service .............................................................................................. 87
Service Levels and Performance Measures .................................................. 91
Cultural Arts ............................................................................................... 121
Service Levels and Performance Measures ................................................ 122
Employment and Prosperity ......................................................................... 125
Service Levels and Performance Measures ................................................ 128
Civic Pride .................................................................................................. 139
Service Levels and Performance Measures ................................................ 141
TABLE OF CONTENTS
Page
Financial Summaries
General Government Funds
General Fund ......................................................................................... 149
Police Department .......................................................................... 155
Fire Department ............................................................................. 15 7
Public Works ......................................................................... '. ........ 159
Parks and Recreation ...................................................................... 161
Library ........................................................................................... 163
Development Services ..................................................................... 165
Economic and Community Development .......................................... 16 7
Office of Technology and Information Services .................................. 169
Fiscal Services ................................................................................ 1 71
General Government ....................................................................... 173
Debt Service Fund .................................................................................. 175
Parks Xtra Education Fund ...................................................................... 182
Economic Development Fund .................................................................. 185
Thoroughfare Rehabilitation Fund ............................................................ 187
General Government Capital Improvement Projects .................................. 189
Enterprise Funds
Public Utilities Department ...................................................................... 203
Electric .................................. ." ........................................................ 207
Water ............................................................................................ 211
Wastewater .................................................................................... 215
Sanitation .............................................................................................. 219
Parking Enterprise Fund .......................................................................... 224
Brazos Valley Solid Waste Management Agency ........................................ 228
Utility Capital Improvement Projects ........................................................ 233
TABLE OF CONTENTS
Page
Special Revenue Funds
Hotel/Motel Fund ................................................................................... 243
Community Development Fund .............................................................. 246
Wolf Pen Creek TIF ............................................................................... 249
Internal Service Funds
Internal Services Fund ............................................................................. 251
Utility Billing .......................................................................................... 258
Self Insurance Funds ............................................................................... 262
Appendices
Budget Ordinances ...................................................................................... A-1
Service Level Adjustments List ...................................................................... B-1
Personnel List ............................................................................................. C-1
Historical Revenue Report ............................................................................ D-1
Budg�t 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
General and Administrative Transfers ........................................................... K-1
1998 Citizen Survey Results .......................................................................... L-1
Glossary .................... ......................................................................................... M-1
We're Committed
To Excellence
1. Transportation/Mobility
Citizens benefit from the ability to move into, out of, and within
College Station in a safe and efficient manner.
2. Parks and Recreation
Citizens benefit from parks and recreational activities that are
geographically and demographically accessible and serve a
diversity of interests.
3. Health and Public Safety
Citizens benefit from available health and human services and a
reasonably safe and secure environment.
4. Education/Information
Citizens benefit from access to broad-based information and knowledge.
5. Quality Service
Citizens benefit from value and quality of service delivered at a
reasonable tax rate.
6. Cultural Arts
Citizens benefit from availability and development of visual and
performing arts.
7. Employment/Prosperity
Citizens benefit from an environment that is conducive to providing
diverse employment opportunities.
8. Civic Pride
Citizens benefit from well-planned, attractive residential and commercial
areas, and from preserving historic areas.
-!
COLLEGE STATION
P. 0. Box 9960
October 1, 1998
1101 Texas Avenue
Tel: 409 764 3500
Honorable Mayor and members of the City Council,
College Station, TX 77842
I am pleased to submit to you the City of College Station 1998-99 Annual Budget,
approved by the City Council on September 10, 1998. The budget represents a blueprint
of the programs and services to be provided by the City for the coming year. It is also an
opportunity to ensure that we direct energies and resources to the programs, policies and
issues that are important to the City Council and to our citizens.
The budget document for 1998-99 continues to focus on the City Council's Vision
Statements. As a result, the document provides a means for the Council and the citizens
to see the service levels that will be provided, and the resources needed to meet these
levels of service. It also shows changes in priorities and levels of service and the fiscal
impact these changes have on staffing and resource allocations of the City. This is
different from the typical approach of providing only a traditional fund accounting budget
format, that does not focus as much on the policy choices. The budget also continues to
provide service level and performance measure information. The measures continue to be
refined in order to better reflect City Council priorities.
A key component of our service level and performance measurement program continues
to be an effort to tie our performance to the views and opinions of our citizens/ customers
using survey information. For the second year, the City contracted with the Public Policy
Research Institute (PPRI) to conduct a citizen survey on the level of satisfaction with city
services. As was the case in 1997, the citizen survey results show a very high level of
overall satisfaction with city services. Over 93% of those surveyed in June, 1998 said
they were either very satisfied or somewhat satisfied with city services. This compares
with a satisfaction rate of 92% of respondents in 1997. This is a remarkable approval
rating and an accomplishment in which we can all take pride. As an organization, it is
critical that we use this opportunity not only to celebrate that success but also to
rededicate ourselves to keeping that satisfaction level high. To accomplish that, it is
important that we work to anticipate the changing needs of our population and be
prepared to adapt to meet those new needs.
1997 and 1998 have been exciting times in College Station with the opening of the
George Bush Presidential Library, the completion of the College Station Library, the
construction of businesses in the Business Center, the continued progress on the Hotel
and Conference Center in Wolf Pen Creek, the completion of the Patricia Street
Promenade Project in Northgate, and the many other signs of dynamic economic activity
in our community. The City of College Station continues to grow, and this growth
presents us with new oppo�tunities and challenges to support the infrastructure and
service delivery needs of the community.
i
Home of Texas A&M University
The total approved FY 99 budget is $119.7 million. This compares to a total budget of
$118.6 million in FY 98. This represents a year to year increase of 0.9%. The FY 99
operating budget is $93. l million. This is 1.5% more than the FY 98 operating budget of
$91.7 million. The approved capital budget for FY 99 is $26.57 million. This is 1.2%
less than the FY 98 capital budget of $26. 9 million. This reduction in the capital budget
is due primarily to the completion of a number of capital projects budgeted in FY 98
including the new Library, the Wayne Smith Park Improvements, and Southwest Parkway
reconstruction. Funds are included in the approved capital budget for the Convention
Center and the Northgate Parking Garage projects in FY 99.
Per Council action on September 24, the FY 98 tax rate of $0.4293 per $100 valuation
will be used in the budget for FY 99. This rate will produce approximately $193,000 of
additional revenue which will be used for capital projects and debt avoidance.
Overall, the operating and utility funds of the City continue to meet or exceed the City
Council's financial policies for fund balance or working capital. I am pleased that we have
been able to reduce Sanitation rates. A rate decrease of $1. 00 per month for residential
service, $0.50 per month for apartment service, and a 5% decrease for commercial
service was approved. This reduction is possible due to effective planning and
management of the system resulting in adequate reserves in the Sanitation Fund for now
and for at least the next five years. As Council will recall, earlier this year electric rates
were decreased by $2 million. This is the second time electric rates have been reduced in
the last two years. The full annual effect of that reduction is included in the approved
budget with the expected solid financial performance of the fund. Electric revenues and
expenditures will continue to be monitored to determine if any additional rate changes can
be recommended. Once again, an anticipated increase in wastewater rates has been
avoided. It is not anticipated that an increase will be needed until the Lick Creek
Treatment Plant project expense takes place. Earlier this year the City Council approved
fee increases in the Parks and Recreation Department and for Emergency Medical
Services and other Fire Prevention Services. These fee increases are included in the
approved budget and will be used to offset a portion of the cost of providing these
services.
The services and program of expenditures included in the Approved FY 99 Budget
continue to focus on priorities established by the City Council through the governance
process as well as the issues and needs expressed by the citizens through our annual
survey and other communication methods. The budget directly addresses the 1998
Strategic Issues identified and ranked by the City Council. Nearly $14.5 million in
resources are identified to go toward achieving the 1998 Strategic Issues. These include
programs and projects which address the Wolf Pen Creek Drainage issue (Strategic Issue
#l); development of phases 2 and 3 of the Business Center (Strategic Issue #2); and
continuation of Northgate projects (Strategic Issue #4). Also included in the approved
budget is a project to begin proactive neighborhood planning (Strategic Issue #l l).
Street and traffic issues continue to be a high priority to the citizens and the City Council.
Projects in the budget that address transportation issues include the George Bush Drive
East Extension project (Strategic Issue #5); an additional $250,000 for major
thoroughfare rehabilitation projects; and over $1 million for City participation in the right
of way acquisition and streetscape improvements for Texas Department of Transportation
II
projects along Texas Avenue and University Drive. Capital project funds are also included
to address the Traffic Management North/South Routes (Strategic Issue #8).
Finally, public safety is a basic municipal responsibility and one which must be given a
level of priority. The growth and development of our community makes it necessary to
consider the public. safety resources necessary to meet the increasing demands for service.
The FY 99 Budget includes funds to support the expansion of the Community Oriented
Policing Program throughout the City; the first phase of adding a 3rd ambulance to the
City to meet increasing demands for emergency medical services; and funding for a full
year's operation of the fourth fire station at Easterwood Airport.
The budget preparation process is an organization wide effort involving many hours and
many people. I would like to express my appreciation to all of those who participated in
the development of the budget. I would like to particularly thank the members of the
Management Council and the staff of the Office of Management and Budget for their
dedicated effort to put together this budget plan for the coming year. Finally, I would like
to thank the City Council for its leadership and dedication to quality, effective services
during the budget process and throughout the year.
111
CITY OF COLLEGE STATION
1998-99 BUDGET
EXECUTIVE SUMMARY
The following is a summary of the key elements
included in the Fiscal Year 1998-1999 Budget for
the City of College Station as approved by the City
Council. The budget provides the framework for
the activities to be conducted in the 1999 fiscal
year that begins October 1, 1998 and ends on
September 30, 1999.
The City of College Station 1998-99 Fiscal Year
(FY 99) budget document continues a focus that
represents the "Visions" the City Council has set
out to achieve. This budget document is presented
by function or program as it serves one of the eight
Vision Statements for the Twenty-first Century
established by the City Council rather than using a
traditional fund accounting structure. The
organization of the document allows the reader to
review changes in programs as they relate to goals
the City Council has set for the City.
Below are the Council Vision Statements:
• Transportation/Mobility
• Parks and Recreation
• Health and Public Safety
• Educatio.n/lnformation
• Quality Service
• Cultural Arts
• Employment/Prosperity
• Civic Pride
The City Council annually updates a set of shorter
term goals called Strategic Issues. The Strategic
Issues define specific goals of two general types.
First, those projects that may be completed in one
to three years. The other general type provides for
new on-going programs that may become a part of
the City's business and included in its annual
budget.
The 1998 Strategic Issues are listed later in this
executive summary. A more detailed description of
the 1998 Strategic Issues can be found under the
Strategic Issues tab on page 27.
1
The intent of this budget document is to provide
decision makers a view of the resources of the City
and how each resource is utilized to accomplish the
policy direction of the City Council, to demonstrate
the City's near term commitments, and to meet the
financial policies approved by the City Council.
The document is also designed to show citizens the
services that are being provided and what those
services cost to provide.
Budget Format
Budget Summary Section
The approved budget is broken into four main
sections. The first is the Budget Summary. It
includes the Executive Summary, Overall Funds
Summary, and Strategic Issues. This section
provides the reader a general overview of the
approved budget and identifies the key changes.
Vision Statement Section
The Vision Statement section of the budget
provides the reader a view of the various services
provided by the City organized around the eight
Council Vision Statements.
In the last several years the City has moved to
presenting performance results in the form of
service levels and performance measures for each
key activity. This information is included in the
budget document organized by the eight Council
Vision Statements. The service levels show what
services the different functions and programs in the
organization are providing. The performance
measures illustrate whether or not those levels of
service are being met. This occurs through the
creation of specific measures designed to show
what levels of service are being achieved.
Progress continues to be made in revising the
performance measurement information to make it
more useful to the City Council, citizens, and City
staff for policy making, informational purposes, and
administrative decision making. Also included in
this section is a budget summary organized by the
various service levels. The budget summary
provides a brief description of any service level
adjustments (SL.A) included in the approved budget.
SLAs are additional resources based on mandates,
expansion of services to respond to council strategic
issues, to address current service levels due to
population growth or other reasons.
Financial Section
Following the Vision Statements is the Financial
Section of the budget. It provides a more
traditional "fund accounting" view of the City's
budget. It provides readers with fund summaries
and department summaries. These summaries
include prior year actual revenues and expenditures,
revised FY 98 budget revenues and expenditures,
FY 98 year end estimates, FY 99 base
departmental requests, and the total FY 99
approved budget.
The financial section of the document is broken
into four fund types. These are General
Government Funds, Enterprise Funds, Special
Revenue Funds, and Internal Service Funds. The
department summaries illustrate costs by division
and by category. The basis used for the fund
summaries is "modified accrual" with an emphasis
on unobligated fund balances for governmental fund
types and the effect on working capital for
enterprise fund types.
The City organization is composed of various
departments or general service areas. Several
departments are represented within more than one
fund, i.e., the Utilities Department encompasses the
Electric, Water, and Wastewater Funds. Each
department consists of one or more divisions and
each division may have one or more activity (cost)
centers. Routine budget controls are exercised
within activity centers at the category level
(groupings of accounting objects into the items
personnel, supplies, maintenance, services, and
capital). On an annual basis, fiscal control is at the
Department level in the General Fund and at the
fund level for other funds.
Also included in the Financial Section of the Budget
is a summary of the Capital Improvement Projects
Budget for FY 99. This includes the General
Government Capital Projects and the Utility Capital
Projects. A summary of the operational impact the
capital projects will have on the operations budget
is provided.
Appendices
The fourth major section of the budget is the
Appendices which contains supplemental and
statistical information to meet specific charter
requirements and to help the reader better
understand the community. The Appendices
2
include a detail of salaries and positions approved in
the budget, the Financial and Budget Policies and
other schedules necessary for a comprehensive
budget document.
A shortened version of the budget called the
Citizen's Budget is prepared, excluding much of the
Appendices and detailed financial summaries, to
make the document less bulky and more user
friendly ..
The budget is submitted to the City of College
Station City Council approximately 45 days prior to
the end of the fiscal year and copies are placed with
the City Secretary and in the College Station
branch library for citizen review.
Tax and Rate Reductions
The ad valorem (property) tax rate was approved at
$0.4293 per $100 valuation. This rate is above
the effective tax rate of $0.4203 per $100
valuation and anticipates continued implementation
of the Wolf Pen Creek Tax Increment Financing
district enacted in 1988. The approved FY 99 tax
rate is equal to the FY 98 tax rate of $0.4293.
The City Council elected to keep the current rate
and place the extra projected revenue of $193,000
towards debt avoidance. During the 1995 bond
election, the City informed the citizens that with the
addition of the new library and the new parks, that
operations and maintenance costs could increase
tax rates by up to $0.035 per $100 value, the city
is absorbing those increases in operational
expenditures without that tax rate increase.
There are no planned general increases in utility
rates in the budget. In fact, a sanitation rate
decrease was approved by the City Council. The
residential rate was reduced from $11. 20 per
month to $10.20 per month. The commercial rate
was reduced by 5%, and the sanitation rate
charged to apartments was reduced by $0.50 per
month. The City will postpone for a second year a
projected increase in wastewater rates.
1998 Citizen Survey Results
The Public Policy Research Institute (PPR!) was
hired to perform the annual citizen survey in 1998.
This is the second year this survey has been
conducted by PPR!. The survey was conducted as a
random sample telephone survey contacting 536
citizens. The survey focused on satisfaction with
service delivery by different departments of the
City, rather than on whether there is a desire for
additional services.
Respondents overwhelmingly held a favorable view
of City services. 93% of respondents said that
overall they are either satisfied or very satisfied with
services provided by the City.
The survey results indicate that citizens are satisfied
with City services. It is interesting to note that
satisfaction with the overall condition of City streets
jumped almost 13% from the 1997 survey to the
1998 survey. This may be partly due to the
conclusion of some major road construction
projects in College Station, including the state
highway department projects such as the Texas
Avenue widening and completion of the South
West Parkway Rehabilitation, a City project.
Another area of the survey that demonstrates very
favorable results for the City is the section
addressing how safe our citizens feel. The public
safety section of the survey indicates the vast
majority of residents feel safe.
Another interesting survey resuJt was the level of
satisfaction with the recycling program in College
Station. Of the respondents who participate in
curbside recycling 92.2% were satisfied or very
satisfied with the program. In 1997 the same
question had only 66.8% of respondents satisfied or
very satisfied. In FY 98 the recycling program was
expanded to include the recycling of plastics. The
FY 99 approved budget includes a service level
adjustment to expand recycling to four-plexes in
College Station.
A more detailed review of the survey results may be
found in Appendix L.
Economic Trends in College Station Today
College Station continues to grow. This has an
impact on the resources available to provide
services to the growing community. Indicators of
growth include building activity, the unemployment
rate, ad valorem tax revenues, and sales tax
revenues.
The pace of new development has continued to
increase over the last 2 years. Through the first 6
months of 1998 development also been ahead of
the same period in 1997. New construction
permits are a key indicator of the health of an
3
economy since construction tends to be one of the
first indicators in an economic downturn. It also
relates closely to increased property values for ad
valorem tax purposes.
For several years during the early 1990s, growth
was due primarily to retail development making
College Station a regional shopping center. From
1994-1996 development activity has primarily been
residential. However, commercial activity has
increased again in 1997 and into 1998.
Other economic indicators continue to demonstrate
a strong local economy. The local population
continues to increase with the current estimated
population of 62, 966 and is estimated to grow by
approximately 1 % annually. This occurs despite
the cap on enrollment at Texas A & M University,
the largest local employer in College Station.
1. BJJildiog..&rmits...an�Qprrumt_--The new
property value added to the ad valorem tax
base in 1998 was approximately $75.8 million.
The City is on track to meet this level in 1999.
Residential construction permits increased 39%
through the first 6 months of 1998 over the
first 6 months of 1997. In 1998 213
residential permits were issued through that
period; while in 1997 153 residential permits
were issued through that period.
During January through September 1998, the
City permitted approximately $109. 7 million of
estimated new property. The chart below
shows the dramatic year to year changes that
have occurred in permitted construction value
between the late 1980's and early 1990's to
the mid and late 1990's.
120,000,000
100,000.000
00,000,000
60.000.000
40,000.000
CITY OF COLLEGE STATION
VALUE OF BUILDING PERMITS
20.000.000 FflJHjl�Hll 0 ..._,,........,,.._.,,........._.,-'-"'.L9';-'-"';-'-"';-L..l!T..._.,,
1988 1990 1992 1994 1996 1998
2. Unemployment Rate-Brazos County has
maintained an unemployment rate of less than
4% since 1990 and dipped below 3.0% for
1996, remained there in 1997, and is at 2.2%
through June 1998. The local economy has
among the lowest unemployment rates in the
state and the nation. The local economy
continues to add new jobs at a rate that helps
to keep the unemployment rate low. The local
economy has approximately 72,000 jobs and
continues to grow.
3. AcL\La�-Ad valorem tax values
remained relatively level from the mid 1980's
until 1991. Beginning with 1991 total taxable
assessment rose from approximately $1. l 0
billion to approximately $1. 93 billion. The
City has experienced a 75.5% increase since 1991 and 6% increase in the last year. The
increase in ad valorem value is directly related
to new construction in the City. The trend of
increasing values reflects an overall strong local
economy. As taxable ad valorem value
increases, particularly through growth, it
provides additional resources for both the
General Fund and General Debt Service Fund
of the City. This helps provide resources
needed to meet increasing service demand, due
to growth.
CITY OF COLLEGE STATION AD VALOREM
TAX VALUATIONS
2.00
1.50
BILLIONS 1.00
0.50
0.00
-M--)"';;:,. � � -:t .. ,/: ,,-;;; \ � '.' � "'· w /" -� I . " , j 7 ii I -! � -� l ·� 1 -i :!• ·� '.1 il t. 11 ::; �
1989 1991 1993 1995 1997 1999
4. Sal.e.s.Iailimtsmu.e.s-The annual growth in
College Station's portion of sales taxes
continues to grow. For the current year sales
tax revenues are projected to grow 11.5% over
the FY 97 actual sales tax revenues. Sales tax
revenues are estimated to grow approximately
4% in FY 99 over the FY 98 year end
estimate. The continued growth in sales tax
revenues can be attributed to a strong
economy, the addition of several new retail
businesses, and an increase in visitors due to
the November opening of the George Bush
Library. Sales taxes are the largest single
revenue source for the City's General Fund,
accounting for approximately 44.5% of
General Fund revenues. This is one reas�n
why a fiscally conservative approach is taken to
estimating future sales tax revenues.
4
10.000.000
8.000.000 U----___..:.::�...;::,""il-n1...:i
6,000,000
4,000,000 LI-=�..-�
2,000,000
0 1989 1991 1993 1995 1997 1999
The chart above demonstrates the continuing
rise in sales tax revenues experienced by the
City of College Station. It is anticipated that the
trend of moderate, steady increases in sales tax
revenues will continue.
5. Tutal...u.ti.li\lfilll.leS·-Utility revenues continue
to increase year to year despite a reduction in
electric rates resulting from the City's current
purchase power contract and a reduction of $2
million in electric rates during FY 98. The City
has experienced fairly consistent customer
growth which has helped to keep sales growing
year to year. As the chart belOw indicates, the
number of customers has risen fairly steadily
over the past ten years while year to year
changes in revenues have been affected by
purchased power costs, rate changes
CITY OF COLLEGE STATION UTILITY
REVENUE AND CUSTOMERS
60 ...----------------� 25,000
50
40
30
20
20,000
15,000
10.000
5,000 10
O +-'-..L..+-1�-"'-'-_._i.;.-'-+-'-'-�c..µ..=....L...L..j..l..'..L..+-11-J....<,_J......J�o
1989 1990 1991 1992 1993 1994 1995 1996 1997 1996 1999
and weather conditions. The growth in
customers and sales contributes to the City's
ability to maintain stable rates and to provide
needed resources for the City's General Fund.
Economic and fiscal indicators continue to
demonstrate the local economy has shown a
moderate and sustained growth rate. This results in
both revenue growth for the City and an increased
demand for services as well. Revenue growth
appears equal to the costs of maintaining the
current service levels throughout the City. Staff
continues to monitor various indicators of economic
and fiscal health of the community. Monitoring is
also done in order to better respond to economic
conditions that may indicate a weakness in the local
economy. Any such weakness could adversely
affect the fiscal health of the City.
While much growth is occurring, fiscally
conservative estimates are made in anticipating
future revenues. This approach is important to
ensuring any slow down in the growth, or a decline
in economic conditions, does not adversely affect
the financial position of the City.
Policies Affecting All Funds
A number of decisions that are included in this
budget have a general effect on departmental costs
across the various funds. The following are a result
of Council decisions:
1. &_y_Elao_change.s:--Over the past 2 years the
City has been working on revising the system
used to provide compensation to employees.
Earlier this summer the City Council received a
proposal to implement a new pay plan made
up of 3 key components. These components
are 1) an annual market adjustment, 2) skills
based pay and competency based performance
pay, and 3) Gainsharing.
The market adjustment is designed to pay
employees competitively in the market. The
FY 99 approved budget includes a 3.5%
market increase for all employees effective
January 1, 1999. This market increase is
based on the results of the annual market
survey of jobs with other similar communities
and other local employers.
The skills based program is designed to provide
compensation to non-exempt employees based
on the skills employees have earned that add
value to their jobs, and to reward personal
initiative and achievement by employees. It is
also designed to encourage a willingness to
learn and grow with changing times. The
competency based performance program is
designed to reward superior performance by
exemptemployees; and linking evaluation of
those employees to established organizational
goals.
The final component of the compensation
system, a gainsharing program, was
implemented at the end of FY 97. Gainsharing
is designed to encourage City employees to find
ways to save money by providing services more
efficiently and finding innovative ways to
provide services. At the end of the fiscal year
the total savings against the budget is
5
determined. This information is then analyzed
and the amount eligible for gainsharing is
identified.
In FY 97 a total of $884,000 in savings was
identified due to innovations, cost containment
and other means. Of this amount two thirds,
or $590,000, was identified as additional
resources for future programs. The remaining
one third, or $294,000, was distributed equally
to eligible City employees, during December
1997.
This program is designed to encourage savings
and innovations by City employees. The
program will continue at the end of FY 98.
Funds for the gainsharing program are
accounted for in the budget by anticipating
departments will spend most of their existing
budget allocation for FY 98.
The total amount approved for pay plan
increases in FY 99 is $806, 102 for all funds.
2. Mattdate.s-The City operates under mandates
from both the federal and state government.
Among those which have had a direct effect on
College Station are regulations regarding solid
waste disposal and wastewater treatment. Both
types of regulations have created significant
increases in costs. In recent years the Carter
Creek Wastewater Treatment Plant underwent
significant capital reconstruction to meet
increasingly stringent regulations for plant
effluent and sludge. Other mandates that affect
the cost of providing services relate to
additional access to City facilities for people
with disabilities. Such regulations increase the
cost of new construction.
In addition to state and federal regulations, the
City of College Station has developed its own
energy, water conservation, solid waste
recovery, and recycling programs. The City
has attempted to focus its conservation
programs on increasing efficiency so that
customers benefit from the results as the
participants in the community owned utility
systems.
The regulations on wastewater treatment and
solid waste disposal have increased costs for
those activities primarily due to increased
capital requirements. Staff reviews operational
changes and capital requirements of mandates.
Where feasible, the City attempts to increase
efficiencies in order to reduce long term costs
of mandated changes.
Other required costs that the City must assume
are the ongoing operations and maintenance
costs associated with approved capital projects.
Such projects include the new Library, the
Wayne Smith Park Facility, and the new Utility
Customer Service building.
Several of the service level adjustments
approved in this budget are the direct result of
mandates and required operations and
maintenance costs for City capital projects.
3. Fee and Rate Changes -Several changes to
revenue sources were approved in the FY 99
budget. Some of these were �onsidered by the
City Council earlier this year. First, Parks and
Recreation fees were increased in FY 1998 and
some are projected to increase in FY 1999.
Fees increasing include swimming pool
admission charges, swim lesson fees, and fees
for various athietic leagues. The increases
allow the Parks Department to have· additional
resources to provide quality services. It is
anticipated that approximately $73,000 in total
additional revenues will be generated through
the Parks fee increases in 1998 and 1999.
Ambulance fees and other Fire Department
fees will also be increased in FY 1999. These
fees were increased to recover more of the cost
of providing ambulance services and various
Fire Prevention services. It is anticipated the
increased Fire Department fees will generate
$86,000 annually.
A rate reduction was approved for Sanitation in
FY 99. Adequate funds are available for
Sanitation operations to make this rate
decrease possible. Residential rates were
reduced from $11.20 to $10.20 per month.
The rate charged to apartments was decreased
by $0.50 per unit per month. The commercial
rate was also decreased by 5%. The rate
decrease should save customers approximately
$279,000 annually.
The City Council initiated an electric rate
reduction in the spring of 1998 by $2 million.
This rate decrease was possible in part due to
lower power costs, and weather conditions that
have allowed working capital in the Electric
Fund to increase. This situation will give us the
opportunity to consider critical decisions on
6
what policy direction to take regarding the
available reserves in the Electric Fund. There
are many factors that will need to be considered
before a decision is made on this issue.
Budgetary Management and Planning
In College Station
FY 99's approved budget continues the strategy of
not appropriating funds for anticipated vacancies.
Overall this policy tracked actual conditions well in
FY 96 and FY 97 and should again in FY 98.
The Budget staff evaluated current budgets prior to
developing targets for FY 99. A part of the
analysis was to identify and reduce budget targets
for all "one-time" types of expenditures
(expenditures for capital, special studies and other
like items) included in current budgets. This analysis
provided reductions totaling approximately $1. 5
million from departmental targets. In addition, the
City saved $56,844 in 1997 by providing
employees with the opportunity to "flex" (pre tax
income) for medical costs, medical insurance, and
child care. In 1998 this amount is estimated to be
approximately $55,500. Employees save even
more since the savings for the City is based only on
social security and Medicare taxes and the
employees also save on income taxes.
A detailed review of departmental submissions was
conducted to insure that requests were both
complete and within the guidelines of the City
Council and the City Manager. Items that were
deemed to be in excess of the target budget were
required to be submitted and reviewed as Service
Level Adjustments (SLA's). The SLA's were
reviewed by the City Manager, Finance Director,
and Acting Budget Director. The City Manager
reviewed the SLA list with affected department
directors and finalized the list included in this
approved budget. SLA's were added to the budget
based on four basic criteria: a) mandates due to
federal or state statutes or regulations, contractual
agreements, local policies, and capital projects; b)
items directly addressing one or more of the City
Council's Strategic Issues; c) items needed to
continue or enhance the ability of the City to fulfill
one or more of the City Council's Vision
Statements; and d) other items of general value to
the City either as replacements or added efficiencies
or improved services.
Financial Forecast
During the Bond Rating presentation earlier in
1998, staff prepared a Financial Forecast. This
information was provided to the City Council. 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 fore cast 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 continue to be used to fund anticipated
changes in costs for FY 99.
As discussed earlier, the ad valorem tax rate was
approved at $0.4293 per $100 valuation. All of
the operating funds of the City are sound. Except
for unforeseeable conditions, there are no plans or
need for significant increases in fees, service
charges or taxes in the near future, other than the
parks and fire fees already considered by the City
Council. One exception to this is the Wastewater
Fund. In the next several years it is anticipated that
the Lick Creek Treatment Plant will be expanded.
It is likely this expansion, estimated to cost $ 7. 7 5
million, will drive the need for a rate increase to
service the debt on this project and will also
increase operating expenditures. Construction on
the plant may start as soon as FY 2000, and a rate
increase may be necessary at that point. However,
if the project is delayed it is likely that an
anticipated rate increase will also be delayed.
The forecast also indicated that the long term
outlook for the General Fund will not require tax
rate or other general fee increases in the next few
years within the limitations of the forecast. The
General Fund will be able to absorb approximately
$350,000 in ongoing operating and maintenance
costs as a result of capital projects such as the new
Library, Parks, and the Business Center. In 1995
these additional costs were presented to the citizens
as a potential cause for an ad valorem tax rate
increase of approximately 3.5 cents.
The forecast also provides an indication of what
additional resources may be available in future years
for ongoing operations and maintenance costs, and
what resources are projected to be available for one
time expenditures. Ongoing resources include new
revenue streams that are anticipated to remain
constant or grow, while one time resources
including excesses in fund balance and revenues are
7
not anticipated to continue in the future. Several
years ago, for example a one time revenue was
received after the settlement of GTE franchise
issues. This analysis is important to avoid adding
more ongoing expenditures than revenue growth
can support.
Positions in the Approved FY 99 Budget
As a service organization, salaries and benefits are
the largest category of expense for a city. College
Station is similar to other cities in that respect.
Human resources are also one of the primary assets
of the City of College Station. When the cost of
purchased power is excluded, personnel
expenditures account for approximately 58.1 % of
total City operating and maintenance expenditures.
Staff increases beginning in FY 93 resulted
primarily from increased economic activity and
resulting increasing needs for services by a
population that increased by an estimated 21.1 %
from 52,456 to 62,966 since 1990.
A total of 640 full and part-time benefited positions
were approved in the City's FY 99 budget. This is
a net increase of sixteen and one half full time
positions in the City from the base budget proposal.
Thirteen and one half (13.5) of these positions are
budgeted in the General Fund, two (2) in the
Sanitation Fund, and one (1) in the Utility Billing
Fund.
The City of College Station also budgets for
temporary seasonal positions. The Parks
Department makes extensive use of these funds for
many of their seasonal programs. Other
departments also utilize these resources. The City
accounts for temporary/seasonal funds by
calculating the number of hours worked, and
approximately the number of full-time equivalent
(FTE's) positions. This figure is rounded to the
nearest half position. Including Full Time
Equivalents there are a total of 703 FTE's approved
in the FY 99 budget.
There are 26.5 positions in the approved
BVSWMA budget. These positions are not
included in the total position count for the City of
College Station.
The additional positions approved are:
• Six (6) new patrol officer positions in the Police
Department;
• Three (3) new firefighter positions to begin
staffing a 3rd ambulance during peak periods in
FY99;
• Two and one half (2.5) positions in the Parks
and Recreation Department that include an
Assistant Athletic Supervisor (funded from
existing Parks Funds), a Pool Maintenance
Technician (partially funded by existing
resources), and a part time Sr. Citizen's Event
Coordinator;
• One (1) Sr. Planner to help implement
neighborhood planning (strategic issue #l l
Neighborhood Policy);
• One (1) microcomputer specialist to maintain
the mobile data system being implemented in
the Police and Fire Department vehicles.
• Two (2) Route Managers for a new residential
brush crew in Sanitation;
• One (1) additional Meter Reader in Utility
Billing.
CITY OF COLLEGE STATION
POSITIONS IN BUDGET
90 91 92 93 94 95 96 97 98 99
The graph above shows the change in the number
of positions over the last 10 years.
8
City of College Station
Net Budget Expenditure Comparison
FY98 FY99 Percent
.-Euod B_u.dg�t Budge.L_Change
General $26,388, 103 $26, 723,693 1.0%
Combined
Utilities 51,611,298 51,219,351 (0.8%)
Sanitation 3,761,728 3,783,717 0.6%
General
Debt Srvc. 5,124,376 5,018,498 (2.1%)
Hotel/Motel 1,581,118 1,759,820 11.3%
Parking Fund 65,047 104,005 59.9%
Parks Xtra Ed. 65,500 75,000 14.5%
Co.mm Qe� 3,JQ2,623 4.4.3Q,781 42 S�o Subtotal O&M
Expenditures $ 91,706,863 $ 93,114,864 1.5%
Cap. Imp Proj.
Gen. Govt. $10,539,300 $9,099,127 (13.6%)
Utilities 9,800,002 9,292,764 (5.2%)
Drainage 1,401,500 1,525,000 8.8%
Convention
Center 2,000,000 3,195,000 59.8%
College Main
Prkg Garage 3,000,000 3,000,000 0.0%
_wm[_£en TIE 15_8_,.QQO 464,450 194 O.CZ'o
Subtotal Cap.
Expenditures $ 26,898,802 $ 26,576,341 (l.2%)
Total $118,605,665 $119,691,205 0.92%
Net Operating Budget Change
The previous table indicates that the City's
approved net operating and maintenance
expenditures for FY 99 are anticipated to be
$93,114,864 which is an increase of 1.5% from
the FY 98 budget. The Capital Budget is approved
to be $26,576,341 which is 1.2% below the FY 98
capital budget. The total approved budget of
$119.69 million is 0.92% above the current years
budget. The overall increase is lower than may have
been expected primarily due to decreases in
approved capital spending which tends to have
significant year to year changes. This reflects an
attempt to more realistically budget for capital
projects given existing resources to complete them.
Some capital projects included in the FY 99 budget
are continued from FY 98. The overall increase is
below the consumer price index rate of
approximately 2%. Each fund will be discussed in
detail in the Financial section of this budget.
Capital Improvement Projects
In March 1995, the citizens approved a $22.5
million capital improvement program for general
government. The information provided the citizens
suggested that the City would issue the del?t so as to
retain the existing debt service tax rate or its
effective equivalent. The current plan is to issue the
voter approved debt over five years in order to
construct all of the projects included in the bond
authorization and to meet the goal of maintaining
the debt service ad valorem tax rate based on the
debt requirement and the increase in taxable
property values in the City of College Station.
The City has issued $16.2 million of the bonds
authorized in 1995. It is anticipated that we will
issue an additional $3.630 million during FY 99,
and the balance of the 1995 authorization in FY
2000.
In the spring and early summer of 1998, a citizens
committee met, discussed, and ranked capital
project needs for a future bond election. It is
anticipated that a bond election will be held in
November of 1998. If successful, additional bond
authorization will be available for capital projects for
the next five year period.
Existing City Council policies allow the City to
continue to utilize other types of debt instruments
for items such as computers and the College
Station Business Park. Alternative debt instruments
are planned for authorized uses and the debt service
for those issues is included in the analysis of the
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 for debt service.
Utility projects are funded through the issuance of
debt repaid through the rates of the various utilities.
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.
This practice is also being utilized in the Water
Fund.
A more detailed description of the capital projects is
included later in the Budget Overview and in the
Capital Projects section of this document.
City Council Strategic Issues
The City Council takes time each year to identify
issues that are important to the entire City. The
9
issues are then prioritized based on ranking by each
of the council members to provide a set of
"Strategic Issues" to be addressed during the
upcoming budget year. The Strategic Issues are an
integral part of the budget process. A review of
the approved budget shows there is approximately
$14.5 million in resources directly related to
meeting one or more of the Council's top 20
Strategic Issues for FY 99. Much of this is capital
project funding that will begin in FY 99 and
continue into FY 2000 and FY 01.
1998 Council Strategic Issues
1 Wolf Pen Creek Drainage
2 Economic Development/Marketing/Business
Center Recruitment
3 Accessibility in and out of Bryan/College
Station
4 Northgate Revitalization and Development
5 George Bush East Extension to Holleman
6 Power Supply Contract
7 Tour ism Development/Marketing/ Attractions
8 Traffic Management North/South Routes
9 Streamline Development Process
10 Volunteer Program
11 Neighborhood Policy
12 Comprehensive Plan Implementation
13 Drainage Maintenance
14 Centralized Customer Service Function
15 Paperless Council
16 Regionalism
17 City Hall Center
18 Regional Water/Wastewater Authority
19 Communication with Citizens Including Youth
20 CIP /Cemetery
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 were approved 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 Department totals
represent the operating portion of the budget.
Police Department $6,972,934
The Police department provides a number of
services that help make the community safe.
Among the services provided are 1) police patrol
with certified police off ice rs who are equipped with
police vehicles and all necessary equipment, and
assigned to specific areas of the city; 2) criminal
investigation which investigates reported crimes, 3)
animal control; 4) jail and communications
providing support for officers on the street and
short term detention facilities which reduces the
processing time of arrests; and 5) professional
standards provides a support and training function
for the department. The Police Departments'
approved budget of $6,972,934 includes service
level adjustments totaling $385,497. Included are
funds for six additional patrol officers and their
associated supplies and equipment totaling
$334,399. There is a Department of Justice three
year matching grant of $141,622 to help offset the
cost of hiring these new officers. In addition,
$19,070 is budgeted for audio and video
equipment for 6 patrol cars. This is the third year
this additional equipment will be placed in patrol
cars, and the final year of the initially approved
purchases of this equipment to outfit all patrol units.
Other approved increases include upgrading the
building security system for Year 2000 compliance
at $3,000, initiating a replacement program for
ballistic vests, budgeted at $11,000 per year, and
$18,028 for capital equipment.
Fire Department $4,915,466
The Fire Department provides services important to
the community and to our neighbors in Bryan and
rural areas around College Station. 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 three trained
firefighters per vehicle; 2) emergency medical
response with two front line ambulances staffed by
10
two Emergency Medical Technicians and an
approved third ambulance and crew for peak
periods and special events; 3) fire prevention
services, provided by firefighters and a fire
prevention specialist, including commercial fire
safety inspections and fire prevention training at
local schools and other functions; 4) code
enforcement activities performed by the
neighborhood enhancement action center; and
5) hazardous material response by volunteers
among the firefighters using a specially equipped
vehicle.
The approved Fire Department budget of
$4,915,466 includes two service level adjustments.
First, $35,000 was approved for increased
operating expenses of Fire Station #4 at the
Easterwood Airport which is expected to open in
Fall 1998, and $328, 980 was approved to place a
third ambulance and crew into service for peak
periods and special events. A three year
implementation plan will systematically increase
staffing to allow for 24 hour operations. Ongoing
costs of $169,980 will permit three new personnel
to be hired and trained in addition to increased
overtime for existing personnel. One time costs of
$159,000 were approved for the purchase of the
vehicle (ambulance) and associated equipment.
Public Works $8,183,716
The Department of Public Works maintains streets,
drainage ways, and the City's traffic control system.
It is also responsible for refuse collection,
monitoring capital projects engineering and
construction, as well as fleet and facilities
maintenance.
The Public Works Department has approximately
$326,760 in approved SLAs for FY 99. Most of
the approved requests were in the Sanitation Fund:
an additional residential brush/bulky item crew and
equipment, $176,090; expansion of the recycling
program through the addition of fourplex recycling,
$35, 100; the purchase of five new roll-off
containers, $15,000; and a recycling honors
program to honor individuals and groups for
programs that protect the environment and reduce
hazardous waste, $10,000.
The General Fund portion of the Public Works
budget includes additions for the maintenance of a
number of new facilities added in the last 12-18
months. These include Business Center
maintenance $2,400; Fire Station #l maintenance $8,500; Northgate Promenade maintenance
$2,200; Library maintenance $13,600; and Utility
Customer Service building maintenance $18,860.
A service level adjustment is also included to upgrade a 1/2 ton replacement pickup to a 3/4
ton vehicle. This will allow the vehicle to be used to
carry certain needed equipment for Facilities
Maintenance.
Another approved addition is $1,260 for the
maintenance of the new parking lot at the Utility
Customer Service Building. The City has a policy
of appropriating funds to maintain these facilities,
and as new facilities are added additional funds are
appropriated to meet the maintenance needs as
they occur. Service level adjustments also approved
were an additional 3/4 ton pickup for drainage
maintenance costing $25,750; and $10,000 for
additional materials for drainage maintenance
projects.
Parks and Recreation Dept.
and Other Parks Expenditures $4,777 ,299
The Parks and Recreation Department is
responsible for the park facilities and recreation
programs in College Station. Services provided
include athletic, recreation, and instruction
programs for youth and adults. Also provided are programs and special events at the Wolf Pen Creek
Amphitheater and other park locations throughout
the City, the operation of swimming pool facilities,
conference center, and recreation center. Parks
and Recreation is also responsible for maintaining
park facilities, including ballfields, pool sites and the
Municipal Cemetery, through regular mowing and
maintenance. Parks and Recreation also ensures
City property is maintained in an aesthetically
pleasing manner through horticultural and
landscaping efforts.
The approved budget includes 19 service level
adjustments totaling $385,591. New revenue,
11
savings from reorganizations, and other sources
lower the net fiscal impact on the General Fund to
$260,774.
Service level adjustments include: $41,950 for the
purchase of a mobile command unit and to
refurbish chairs in the Emergency Operations
Center, $22,209 for computer
additions/replacements for parks planning, $5,500
for Holiday on the Brazos supplies, $2,568 for
EMT overtime funding at athletic events, $11,791 for Athletic League labor and supply needs,
$66,353 for start-up operational costs associated
with the New Teen Center, $30,382 for a part
time Senior Citizen Event Coordinator, $9,000 for Texas 2000 Games of Texas promotion, $11,506
for an invitational girls fastpitch softball tournament,
and a transfer of currently budgeted temporary
seasonal funding in the Athletics activity of the
Parks Recreation Division for an additional
Assistant Athletic Supervisor position.
Additional service level adjustments include: a
service level adjustment for $65,000 for
engineering work to begin renovations of Adamson
Lagoon was approved, $10,000 for a full-time pool
maintenance technician position (in addition to a
transfer of $12,094 from existing Aquatics
resources), $7,705 for enhanced audio/video
equipment at the Conference Center, $6, 161 for increased lifeguard salaries, $5, 960 for increased
seasonal pay at the Lincoln Center, $3,672 for
additional pool party supplies, $12,834 for
landscape maintenance of the new Utility Customer
Service building and $23,000 for landscape
maintenance of Texas Avenue medians and the Eastgate Park area.
Another SLA was approved for $50,000 to begin a
park infrastructure replacement plan. These funds
will be used to pay for the replacement of various parks infrastructure items not covered by other
replacement policies. The items that will be
included in this replacement plan are area lights,
playground structures, irrigation systems, and
exercise stations in parks.
Development Services $1,507,714
The Development Services Department facilitates
the development process in the City. The
development process includes the planning and
building functions as well as the development
coordination activity. Also involved in the
development process are other areas including the
Fire Department and Public Utilities.
There were three approved service level
adjustments in Development Services. An SLA
was approved for $4 7, 702 to develop a
neighborhood planning program. This SLA includes
funds for a Senior Planner who would develop this
program. This program would address the growing
concerns and needs of existing neighborhoods and
areas. Another SLA for $6,050 was approved to allow building inspectors to perform after hours
inspections for developers who are unable to meet
during regular business hours. This is a customer
service issue and will allow a higher level of service
to be provided. It was approved that fees be charged to recover the cost of this program. A
third SLA was approved for $8, 790 to account for
an increased cost in publishing legal notices for the
planning division.
Economic and Community
Development
$651,375
The Economic and Community Development Department is responsible for coordinating
economic development activities in College Station.
These activities include marketing the Business
Center in College Station as well as the rest of the
City for new business activity. The only service level adjustment approved in FY 99 was an SLA in
the amount of $18,315 to fund a study to develop
a retail market strategy.
Office of Technology and
Information Services (OTIS) $4,464,882
This Department provides most of the technology
services for the City, as well as utility billing and
metering and library services. Included under the umbrella of the department are Management and
Geographic Information activities; Print/Mail (a
separate internal service fund); Communications
Services (a separate internal service fund),
responsible for maintenance and operations of
radios and related equipment as well as land
communication links; Utility Billing (a separate
internal service fund); and Library Services (which
is a contract operation with the City of Bryan).
The approved budget for FY 99 includes the
following service level adjustments: $15,330 for
12
utilities on the new Utility Customer Services
building; $36,361 for computer-hardware/software
to be used for a "paperless" council; and $10,000
for a centralized customer services survey to obtain
citizen's feedback on how they prefer to access
customer service in the various departments.
Other service level adjustments for FY 99 include:
$30,200 for the addition of 6 high speed
computers and related training to increase the
speed and utilization of GIS internally; $25,850 for maintenance on the Customer Information Services
system; $62,000 to upgrade the Microsoft desktop
software to a single user's license; $25,000 for
training on the work order system included in the
new Customer Information Services system;
$36,866 for the addition of 1 Micro Computer
Specialist for the mobile data communications; and
$55,000 to make the network servers fault
tolerant; $21,824 for a new postage machine;
$43,600 for a 24 hour City Hall phone system;
$7,000 to upgrade the telephone Meridian mail
software for year 2000 compliance; $41,000 for
the maintenance of the fiber optic switch
equipment; and $19,970 to replace the five-year
old paging transmitter. Funds for replacing the
postage machine, 24 hour City Hall, and the
paging transmitter are budgeted in the Equipment
Replacement Fund.
A service level adjustment of $34,853 will add a
Meter Reader position, and extra
temporary/seasonal and overtime funds for meter reading was approved. Of this amount $11,600
was approved to be transferred to Meter Reading
from Billing Collections. The following SLA's are
also approved: $1,600 to upgrade a regular cab
pickup to an extended cab; and $54,800 for replacement of the Itron Meter Reading equipment
which will increase the speed and accuracy of
services and make it year 2000 compatible.
Library services are provided in College Station
through an agreement with the City of Bryan
Library system where a branch of that library
operates in College Station. In March 1998, the
College Station library moved into a newly
constructed building funded through the 1995
General Obligation Bond Authorization. This was necessary due to the inadequacy of the lease space
previously occupied by the library. The FY 99
budget includes the following approved SLA's:
$20,000 to open the library for an additional 6
hours per week; and $291,348 to pay for books
and other miscellaneous equipment and furniture
funded entirely through local donations. These
donations have been received and are being
budgeted so the funds can be used in accordance
with the Library.
Fiscal Services $1,893,979
The Fiscal Services department provides Fiscal
Administration, Accounting, Purchasing, Risk
Management, and Budget services to the rest of the
City organization. The department works to ensure
that purchases are made and recorded properly
following all statutory and local requirements; and
to ensure the City's exposure to physical and
financial losses are minimized. It also oversees the
operations of the Municipal Court which collects
the fin es and fees for the City.
For FY 99, there was an approved service level
adjustment for $30,500 to increase overtime for
police officers conducting warrant investigations
and service. This will increase revenues by an
estimated $105,000 a year by increasing fine
collections and warrant services.
General Government $1,635.270
Several administrative activities are included in the
General Government Department. These include
the Mayor/Council activity, the City Secretary's
Office, the City Manager's Office, Legal, Human
Resources, and Public Relations and Marketing.
There was an approved service level adjustment of
$18,000 for the expenses associated with the
anticipated bond election. The FY 99 approved
budget also includes a service level adjustment of
$25,000 for the distribution of information on the
anticipated bond election.
Public Utilities Department $30,521,877
Public Utilities is the largest department in the City
both in personnel employed and total Operations &
Maintenance expenditures. It is comprised of three
services: Electric, Water, and Waste Water. Each is
accounted for in a separate fund and operated as
an enterprise with fees covering the cost of services
provided. Each service has its own unique
characteristics and challenges.
13
Electric Operations & Maintenance (O&M)
The Electric Division is responsible for providing
cost efficient and reliable electric service to the
citizens, businesses, and institutions in College
Station. Electric service is critical to the ability to
encourage new employment and prosperity in the
City.
The approved FY 99 Electric Division budget
includes service level adjustments totaling
$323,000. The largest Service Level Adjustment,
$135,000, is for a strategic plan to allow the
electric utility to meet the competitive market
expected in the near future. Other service level
increases include $113,000 for various equipment
that will better enable the electric division to provide
quality service. Additionally, $7,000 was approved
to fund a state mandated program where local
residents call a statewide number before they begin
digging around electrical lines. The state then
informs the City of the various request so the
locations can be marked. Another $15,000 was
approved for facility improvements to the
warehouse.
Water O&M
Water service is provided as an enterprise where
customers are charged on a unit basis for their
consumption and recovering the full cost of service
for water production, transmission, and distribution.
The approved FY 99 budget includes service level
adjustments totaling $471,000. The largest
service level adjustment is the rehabilitation of the
water tank at Dowling Road which will cost
approximately $365,000. Another SLA for
$20,000 is included to complete a risk
management plan to determine the safest method
of storing the City's supply of chlorine. This is a
federal mandate required by the US Environmental
Protection Agency.
An SLA of $7,000 was approved for a report
mandated by the US Environmental Protection
Agency detailing the City's efforts in providing safe
drinking water. Other approved SLAs include
$32,000 for vibration sensors to be installed on all
water production pumps and motors, $20,000 for
the replacement of dead end water mains with
flushing hydrants to allow for more efficient water
testing and to meet TNRCC regulations, and
$27 ,000 for the demolition of the University Pump
Station Ground Storage Reservoir.
Waste Water O&M
Waste Water services are provided as an enterprise
function with service related fees paying for the cost
of service. Included in the FY 99 approved budget
are service level adjustments totaling $158,200.
An SLA for $75,000 is to repair and paint two of
the clarifiers at the waste water treatment plant, in
order to prolong the useful life of this equipment.
An SLA is also included for the purchase of a
tracked mini-excavator that would reduce damage
to grassy areas. A new "mini-camera" has been
budgeted that will enable the City to find leaks and
determine whose responsibility it is to fix the
problem.
Brazos Valley Solid Waste
Management Agency $3.362,357
The Brazos Valley Solid Waste Management
Agency (BVSWMA) is a cooperative arrangement
between the Cities 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
approved budget includes a service level adjustment
to accept waste from the City of Huntsville. This
plan was approved by both Bryan and College
Station and is included in the BVSWMA budget.
The BVSWMA budget is not included in the overall
City budget summary.
Approved service level adjustments include
$613,146 to enter into a contract to accept waste
from the City of Huntsville. Revenues for this
program are projected to be $635,250. Other
Landfill Operations SLAs include the replacement
of the Baker 50 Ton Scale, $53,000; irrigation and
mowing equipment, $18,000; replacement of a
CAT 973 track loader, $278,000; construction of
pre-subtitle D final cover, $182,500; an additional
field service worker, $22,067; asphalt overlay of
the front entrance road, $44,000; and a wood
chipper/mulcher to handle brush and yard waste,
$32,500. Administration service level adjustments
include the following: a portion of the Huntsville
Waste proposal, $13,450; household hazardous
waste collection and public education, $127,620;
site selection permitting for the new landfill site,
$310,000; a wetland mitigation bank, $40,000; a
landfill compost demonstration site, $8,500; and
the continuation of the Master Composter training
program $9,382.
Other Funds and Capital Projects Funds
The City uses a number of other funds to account
for various types of activities and programs that do
not strictly fall under one of the operating
departments. These funds and the capital project
budgets were approved for FY 99 are described
below.
General Debt Service Fund
The General Debt Service Fund is used to account
for ad valorem taxes collected to pay for authorized
general government debt. The debt service portion
of the ad valorem tax rate was approved to
decrease from the current rate of $0.2777 cents
per $100 valuation to $0.2675. That rate will
produce approximately $5,132,300 in ad valorem
tax revenue. By state law this tax rate is what is
necessary to pay debt service on existing debt
requirements for FY 99. The approved tax rate is
projected to be sufficient to allow the City to issue
all current authorized debt and issue $20-$25
million in general obligation bonds over the next
five years.
Projected revenues for the fund are $5,822,915
and projected expenditures are $5,429,599. The
ending fund balance is projected to be sufficient to
meet Council policies.
Economic Development Fund
The City created an Economic Development Fund
to account for resources and expenditures directed
at providing incentives for businesses and industries
to locate in the College Station/Bryan area. All
resources set aside for these purposes will be
transferred into this fund and will remain in the fund
until expended for the intended purpose. The City
has a number of potential and real prospects
indicating a desire to locate in the Business Center.
Resources in this fund will allow the City to meet its
obligations to those and future prospects within the
limits of the funds available. There is $844,164
approved in this fund. $120,000 is for the
Universal Computer Systems cash assistance.
$50,000 was approved for the Economic
Development Matching Fund, and $674,164 will
14
be available for other economic development
prospects.
Hotel/Motel Tax Fund
The City receives a tax of 7% of room rental rates
from persons staying in hotels or motels within the
City. The City's use of the taxes received is limited
by state statutes to support of tourism and has a
number of allowable uses specified in the law. The
tax is used by the City to support the Convention
and Visitors Bureau, to pay for operations of the
City's conference center, support activities in the
Wolf Pen Creek Amphitheater, support the Arts
Council of Brazos Valley, support of certain parks
activities, and support for the George Bush
Presidential Library. The total anticipated revenues
are $1. 794 million and anticipated expenditures are
$1.757 million.
The approved FY 99 Hotel/Motel Fund budget
includes $50,000 for the continuation of funding to
the George Bush Library. This is the 4th year of a
5 year commitment to provide $250,000 in
support to the Bush Library.
The Arts Council budget request for FY 99 is
$225,000. The amount approved in the budget
was $209,029. This includes $175,029 for
ongoing operations costs, $14,000 to continue the
public art program, and $20,000 to purchase one
of the pieces of public art so it may remain in the
City on a permanent basis.
The Convention & Visitors Bureau has requested
an increase in funding of $99,600 over their
current budget to fund expanded advertising,
tourism promotion, and convention sales activities.
The approved budget includes $88, 260 of this
request for a total approved budget of $621,260.
The Brazos Valley Sports Foundation requested an
increase of $35,500 over the FY 98 budget to
permit year long funding, for a total request of
$135,000. The approved budget implements an
increase of $22,500 of additional funding for a
total budget of $122,000. Included in the
approved budget was a $5,000 request for
marketing a Sports Weekend Package program.
Community Development Fund
The Community Development Fund is used to
account for the grants received by the city such as
the Community Development Block Grant, HOME
and HOPE grants and other grants related to
providing assistance to low and moderate income
persons and families. The approved revenues for
FY 99 are $4.4 million and expenditures are
planned for housing assistance, rental rehabilitation,
homebuyers assistance, affordable housing and
similar uses. Expenditures were approved to be
$4.4 million.
Parks Xtra Education Fund
The Parks Xtra Education Fund was established in
FY 96 and is a joint effort between the City of
College Station and the College Station
Independent School District to provide community
based education programs.
Registration fees provide the primary funding for
the Parks Extra Education Fund. Based on strong
demand for the classes offered in FY 98 revenues
are projected to jump by $25,000.
Over 120 classes were offered in FY 98 to citizens
aged 13 and older throughout the community. The
FY 99 approved f uncling for the program is
$75,000, an increase of 25%. The program is
designed to have revenues to cover the
expenditures.
15
Parking Enterprise Fund
The Parking Enterprise Fund was created to
account for revenues and expenditures resulting
from the operation of the City's parking facilities.
In FY 99 revenues will come from the Patricia
Street parking lot. The fund will also account for
capital expenditures associated with a new parking
garage in Northgate.
Revenues from the Patricia Street parking lot area
are projected to be $159,977. Expenditures were
approved to be $104,005. This includes a service
level adjustment of $40,300 for the purchase of an
automated parking citation management system.
$15,214 in increased collection of citation revenues
is projected. The parking management system will
recover its cost in 2.65 years.
Fleet Replacement/Internal Services Fund
The City has a fund that serves to accumulate
resources for the replacement of vehicles and large
motorized equipment, the telephone and radio
systems, and is now used to provide replacement
assets for the existing major technological
infrastructure: The fund also accounts for the Fleet
Services Fund which maintains all city vehicles, the
Communications Fund, and the Print/Mail Fund. A
total of approximately $4.14 million was approved
to be spent in this fund in FY 99. This includes
$1.6 million for vehicle replacements scheduled for
FY 99. Other equipment approved to be
purchased includes the last phase of the mobile data
terminal project, $200,000; the replacement of a
paging transmitter, $19,970; a 24 hour City Hall
system, $43,600; and $21,824 for a postage
machine for the Print/Mail Fund.
Thoroughfare Rehabilitation Fund
This fund was established to account for major
thoroughfare projects. In 1996, the City Council
approved the use of this fund and established
funding. The revenues in this fund are provided by
an annual transfer of $200,000 from the General
Fund. Interest from investments also accounts for
a small portion of total revenues. Approximately
$600,000 has been transferred since the funds'
inception in 1996. In FY 99 an additional
$250,000 was approved to be used for additional
thoroughfare rehabilitation projects, and $600,000
was approved for the George Bush East Widening
Project. Other major thoroughfare projects
including the rehabilitation of Foster Drive are being
considered for FY 99.
Self Insurance Fund
The CitY combines four separate types of insurance
into one fund. This combination allows the City to
cross utilize resources to better manage costs and to
reduce the opportunity for major swings in rates for
one type of insurance in order to meet potential
liability problems.
The benefit received is that the combined funds
provide a working capital balance that is sufficient
to meet most potential liabilities without large
annual impacts on premiums charged to the various
departments. The City is self insured for all of its
primary health care, worker's compensation,
unemployment, and property casualty needs. The
City carries only stop loss and catastrophic loss
insurance as a hedge against potential major losses.
16
The City establishes charges that are levied to each
of the operating departments to pay for program
administration, cover the stop loss, reinsurance
policies, and pay claims. The charges are
computed annually to assure that charges are in line
with current costs and that each functioning unit is
charged appropriately. Revenues of the Self
Insurance Fund come from charges to the various
operating departments for employee health
insurance, currently charged at $200 per month
per full time employee. Employees who choose to
cover family members pay an additional $200 per
month for full spouse and child dependent
coverage. A reduced fee is applied for spouse only
or child only coverage.
Property casualty charges to departments are based
on a number of factors including number and types
of equipment used by the department, space
occupied in a City facility, number of employees,
budget, and other relevant criteria. Workers'
compensation is based upon a standard set of
workers compensation rates provided by our plan
administrator and adjusted by an experience
modifier. Unemployment insurance rates are based
on standard rates charged departments against
salary paid and modified to meet the needs of the
program on an annual basis.
The revenues of the fund were approved to be
$2,970,095 for FY 99. Expenditures are
estimated to be $3,290, 184 which is
approximately $270,000 more than the FY 98
year end estimate. The estimated fund balance is
$1,075,587 and should be sufficient to protect the
City against potential losses up to the loss limits in
its various stop loss and catastrophic loss policies.
Like the Equipment Replacement/Fleet
Maintenance Fund, this fund has been a success for
the City of College Station over the past several
years. It must be noted however that health
insurance claim costs have increased in FY 98 and
are projected to continue increasing in FY 99.
Steps are being taken to make plan modifications in
order to control growing claim costs in the
Employee Health Insurance program.
Capital Projects Funds
The City has a number of capital project funds.
General obligation bonds form the basic resource
for general government projects such as streets,
parks, traffic, public facilities, drainage and other
such needs. However, the City has several other
resources that may be used to supplement those
resources, and help to hold down the ad valorem
tax necessary to pay for general obligation bonds.
In addition to the general government projects the
City has bond funds for each of the utilities
operated by the City. Among the additional
resources are the Wolf Pen Creek Tax Increment
Financing District, the Drainage Utility, and
Parkland Dedication Funds. Each will provide
resources that will be used to complete a number of
projects over the next 5 years. In addition to the
current funding sources, the parking garage is
planned as an enterprise funded activity with fees
covering debt service and operating costs. The
Convention Center will require an additional TIF
and use of Hotel/Motel funds to cover the debt
service requirement.
General Capital Projects
The following is a brief summary of some of the key
general government projects scheduled for FY 99.
In FY 98 $2,000,000 was set aside for debt
avoidance. These funds were approved to be used
for various projects in FY 99. These projects
include $400,000 for Texas Avenue Phase II Right
of Way Acquisition, and $500,000 was approved
for streetscape features on the Texas Avenue Phase
II project. These Texas Avenue projects are being
done by the Texas Department of Transportation.
The City pays 10% of right of way costs, and also
pays for any streetscape standards desired in the
project. An additional $100, 000 was also
approved to be used for the Teen Center project.
Also, $1,000,000 is available for other capital
projects, but has not been designated to specific
projects.
In addition to these projects there is an additional
$392,500 of General Funds approved for
Streetscape improvements on the University Drive
widening project. This is another project the Texas
Department of Transportation will' complete.
Street rehabilitation projects underway include
Anderson Street. The City will also begin
purchasing land and designing the George Bush
East widening and realignment in FY 99. The
Graham Road upgrade project is scheduled to be
completed in FY 99. as well as the North Forest
Parkway project. The Cherry Street rehabilitation
project was also approved to be completed in FY
99. $836,000 has also been budgeted for the
George Bush East Extension to Hollemen. This is
17
an important project in conjunction with the Wolf
Pen Creek Hotel and Conference Center projects.
Three traffic signal installations are also budgeted
for FY 99. The signals approved for FY 99 include
signals at Holleman and Dartmouth, Holleman and
Southwest Parkway, and George Bush Drive and
Olsen.
Phases 2 and 3 of the Business Center will provide
entry into the new section of the Business Center
and will be constructed in FY 99.
Construction of the Lincoln/ Wayne Smith Little
League Complex is scheduled to be completed in
1998. The Parks and Recreation department will
also acquire approximately 150 acres for a regional
athletic facility. The Madeley Park project was
approved to be constructed in FY 99, $125,000;
as well as Eastgate Park improvements, $60,000.
Parkland dedication funds were approved to be
used to fund the Woodway park project, $270,000.
The Convention Center Project is projected to
begin in FY 99. $2,795,000 was approved in FY
99 for this project. In addition $3,000,000 was
also approved for the Northgate Parking Garage
project in FY 99.
General Capital Project Summary
Streets Projects $7, 116,500
Traffic Projects 440,000
Sidewalks, Trails and Bike Lanes 556,159
Parks Capital Projects 412,000
Wolf Pen Creek TIF District 464,450
Convention Center 2,795,000
Teen Center Development 200,000
Business Center Phases 2 & 3 944,000
Library (Donations) 291,348
Colleg�ge. ___ ___,.,,,00_0_,_QOO
Total $16,219,457
Utility Capital Projects
The following is a brief summary of some of the
utility capital projects scheduled for FY 99. These
capital projects are funded either through existing
revenues from these funds, or through the issuance
of Utility Revenue Bonds. These are bonds that are
pledged to be repaid from future utility revenues.
Electric
Major Electric .utility capital projects planned in FY
99 include the continuation of conversion from
overhead to underground distribution along major
thoroughfares, $2.5 million. New services and
system extensions are anticipated to cost $825,000
as new customers are added. The new Utility
Customer Services Center is under construction and
budgeted at $1,645,000 for FY 99.
Nearly $5 million of operating revenues are being
used to fund electric capital projects in FY 99. This
reduces the amount of bonds that must be sold to
fund capital projects, and keeps the long term debt
cost lower than it would otherwise be.
Water
The largest Water CIP request is $643,000 for
phase II of the Eastgate Rehabilitation Program.
The installation of a high service pump was
approved to be budgeted at $500,000. In addition,
$200,000 is budgeted for the rehabilitation of the
water lines in the Northgate area. Other large
projects approved include $150,000 for Westside
water services and $125,000 for the Sandy Point
Dual Electric Tie.
Water Fund operating revenues of $1 million were
approved to fund water capital projects in FY 99.
This reduces the amount of bonds that must be sold
to fund the capital projects, and keeps the long
term debt cost lower than it would otherwise be.
Wastewater
The Wastewater CIP approved budget for FY 99
includes funds for line extensions and line
rehabilitations. The largest project, Craeger/Pebble
Hills, has a project budget of $1,300,000. There is
an upgrade of Christine Lane estimated to be
$841,000. Additionally, the first phase of the
Northeast trunk expansion will begin in FY 99,
costing $650,000. West side sewer service is also
budgeted in FY 99 for $500,000. The odor
control project was approved to have a $400,000
budget in FY 99. The initial phase of the Lick
Creek Plant expansion is projected to cost
$750,000 in FY 99. Total costs for the plant are
estimated at $7,750,000. This project may drive a
rate increase in the FY 2000 wastewater fund. The
project is important to being able to provide
sanitary sewer treatment services to a growing
18
College Station. The second phase of the Eastgate
Residential Rehabilitation project was approved to
be budgeted at $440, 000.
Utility Capital Project Summary
Electric Projects
Water Projects
Wastewater Projects
Total
$7,081,047
1,975,902
6,149,81.5
$15,206,764
Drainage Utility Projects
The Drainage Utility was approved by the City
Council in 1996. The drainage utility fee is used to
fund drainage capital projects. Drainage continues
to be a high priority in College Station. Two of the
top twenty 1998 Strategic Issues are drainage
related. The first is Strategic Issue #l Wolf Pen
Creek Drainage. The second is issue #13 Drainage
Maintenance.
In FY 99 Wolf Pen Creek channel improvements
capital projects budgeted at $725,000 are
scheduled. This project directly addresses Strategic
Issue #l Wolf Pen Creek Drainage. These projects
are important to improving drainage and the
appearance of the drainage ways in the Wolf Pen
Creek Corridor. The coming development of the
Hotel and Convention Center Project further
necessitates the completion of these projects.
Bee Creek capital improvement projects are
scheduled, and have an approved budget of
$750,000. These projects will continue to address
drainage problems in the Bee Creek drainage basin.
A total of $1,475,000 is budgeted for drainage
capital projects in FY 99. Resources will come
from the Drainage Utility and $958,000 from
anticipated bond proceeds.
Conclusion
The previous discussion was intended to provide the
reader with an overview of the approved FY 99
budget and the key changes from the FY 98
budget. The following sections of the budget
provide a more detailed discussion of the approved
budget both by Council Vision Statement and by
Fund.
\0
, .....
AOMIN&S'TRATlON
"""''"'""''"
fl'lM fl'RIM!Nno:-t/ COMMUNITY KNf\l\NCn£.'T
POUCIO
AOMINl$TRAT!Otol:
uPATRCH..
CRIM.'INl\L INVES'MOATlONS
""""""'""""" STA1'0MC$
Sl'l;QIU. SOMCCS
<:OM'SJ'''"''"""s,, ""'"
""""""""" stlltv>etlS
L''FORM.ATION SER\llCGS
� OllVD..Ol'>ENT
OOMM\.Jr<r!V �
CITY OF
COLLEGE STATION
CITIZENS OF
COL.l..EGESTA110N
MAYOR AND COUNCIL
ASSISTANT arv IMNl\Ol!R
PV8UC �TIONS N-0 MAFU<ln'lNO
RSCN.. saMCE$
"""""""""" I or.ctl£A110t<
� Sl'trCW. ___J MCLm£$
� PJW<$
___J Ol'l!AATia<S
��
-� � � 8URCAU
MTSOOUtcL ClACWttATION -
OUOOl!T
�� = !�: !�= """""""'TION N<OMN S£lMCZ5 :=JslEJe ,,.,... :=J _., 1 ��
=.J � FAO..ITU I �
l!NGIM!flRlNG '°"""'"'-"""""""'
...,....,. ...,..,._
CITY OF COU.EGE STATION
FISCAL YEAR COMPARISON SUMMARY
NET OPERATING %CHANGE
FISCAL YEAR 1998-99 TOTAL SOURCES TOTAL USES TRANSFERS &CAPrfAL FROM PRIOR
APPROVED BUDGET OFRJNDS OFRJNDS IN BUDGET FISCAL YEAR
G£NERAl. RJND $ 30,747,757 $ 30,809,108 $ (4,085,4161 $ 26,723,692 l.27%
UTIUTYRJNDS 52,130,964 51,219,351 0 51,219,351 (0.76961
SANrTATIONCOLI.ECTION 5,570,070 3,783,717 0 3,783,717 0.58%
UTILITY BIWNG FUND 2,190,873 2,248,641 (2,248,6411 0 NA
ECONOMIC DEVELOPMENT 844,164 844,164 (844, 1641 0 NA
INSURANCE FUND 4,366,041 3,290,184 (3,290, 1841 0 NA DEBT SERVICE RJND 7,976,593 5,429,599 (411,101) 5,018,498 (2.07%)
HOTEL/ MOTEL TAX RJND 2,677,622 l,759,820 0 l,759,820 11.30% PARJ<JNG ENTERPRISE RJND 156,727 104,005 0 104,005 59.89%
PAIU<S XTRA EDUCATION 111,702 75,000 0 75,000 14.50%
TltOROUGHFARE REHAB 1,076,032 1,076,032 (l ,076,032) 0 NA
INTERNAL SERVICES 6,300,125 4,135,981 (4,135,9811 0 NA
OOMMUNJTV DEVELOPMENT 4,437,232 4,430,781 0 4,430,781 42.48%
SUB TOTAL OF O&M $ 118,585,902 $ 109,206,383 $ (16,091,5191 $ 93,114,864 l.54%
UTII. CAP IMPROV PROJECTS $ 18,189,428 $ 15.206,764 $ (5,914,0001 9,292.764 (5.18%)
GEN oovr CAP IMPROV PROJ 16,457,159 10,076,627 (977,500) 9,099.127 (13.66%)
DRAINAGE UTIL CAP IMPROV PROJ 2,245,423 1.525,000 0 1,525,000 8.81%
CONVENTION CENTER CIP 5,500,000 3,195,000 0 3,195,000 59.75%
COLI.EGE MAIN PARJ<JNG CIP 6,800,000 3,000,000 0 3,000,000 0.00%
WOU' PEN CREEK TlF 464,450 464,450 0 464,450 193.969&
SUB TOTAL OF CAPrfAL $ 49,656,460 I 33,467,841 $ (6,891,5001 $ 26.576,341 (l.20'!il
TOTALS $ 168.242.362 $ 142,674,224 $ (.22,983,019) $ l 19.691,205 0.92%
NET OPERATING %CHANGE
FISCAL YEAR 1997-98 TOTAL SOURCES TOTl\L USES TRANSFEllS & CAPITAL FROM PRIOR
BUDGET OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR
GENERAL RJND $ 29,993,649 $ 30,069,933 $ (3,681,8301 $ 26,388,103 17.03%
UTIUTYFUNDS 50,825,712 51,611.298 0 51,611,298 4.10'!6
SANrTATIONCOLI.ECTlON 5,795,348 3,761,728 0 3,761,728 11.63%
UTILITY BIWNG FUND 1,982,791 1,952,803 (1.952,8031 0 NIA
ECONOMIC DEVELOPMENT 588,750 588,750 (588,7501 0 NIA
INSURANCE RJND 4,260,225 2,978,040 (2.978,040I 0 NIA
DEBT SERVICE FUND 7,010,358 5,124,376 0 5,124,376 4.03%
HOTEi/ MOTEL TAX RJND 2,709,662 1,581.118 0 1,581,118 4.19% PAil.KiNG ENTERPRISE RJND 140,000 65,047 0 65,047 NA
PARKS XTRA EDUCATION 98,902 65,500 0 65,500 NA
TIIOROUGHFARE REHAB 622,976 200,000 (200,000) 0 NA
INTERNAL SERVICES 5,169,888 3,603,382 (3.603.382) 0 NA
COMMUNJTV DEVELOPMENT 3,109,693 3,109,693 0 3,109.693 1.91%
SUB TOTAL OF O&M $ 112,307,954 $ 104,711,668 $ (13,004,8051 $ 91,706.863 7.90'Xt
UTIL CAP IMPROV PROJECTS $ 19.169.837 $ 17,177,060 $ (7,377,0581 9,800,002 22.46%
GEN oovr CAP IMPROV PH.OJ 14,956.765 10,864,300 (325,0001 10.539.300 (27.94%)
Dll.AINAGE UTIL CAP IMPROV PROJ 1,540,500 1,401,500 0 1,401.500 NIA
CONVEllITION CENTER CIP 2,000,000 2,000,000 0 2.000.000 NIA
COLI.EGE MAIN PARKING CJP 3,000,000 3,000.000 0 3,000,000 NIA
WOU' PEN CREEK TIF 170,685 158,000 0 158,000 14.08%
SUB TOTAL OF CAPrfAL $ 40,837.787 $ 34,600,860 $ (7,702,058) $ 26,898.802 18.15')(,
TOTALS $ 153,145.741 $ 139,312,528 $ (20,706,8631 s 118.605.665 10.0�
NET OPERATING %CHANGE
TOTAL SOURCES TOTAL USES TRANSFERS &CAPITAL FROM PRIOR
FISCAL YJ;AR 1996·97 OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR
GENERAL FUND $ 25.991.720 $ 26,355,717. $ (3.807,274) $ 22,548.443 5.22%
UTILITY FUNDS 65,715,661 49,577,473 0 49,577.473 0.57%
SOLID WASTE COUECTION 4,847,463 3,369.856 0 3,369.856 (4.3� UTllITY BIWNG 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 (150.000I 4,926.034 (12.84%1
I IOTEL/ MOTEL TAX FUND l,810,094 1,517,534 0 1.517,534 11.13%
EQUIPMENT REPLACEMENT 3,708,807 \,867,284 (1,867 .2841 0 NA
COMMUNITY DEVELOl•MENT 3,092.000 3,051,297 0 3.051,297 11.80%
SUD TOTAL OF O&M 117,702.618 95.715,160 $ (10,724.5231 $ 84,990,(,37 1.19%
UTIL CAP IMPROV PllOJECTS 14,961,499 13,618,940 $ (5.669,5801 $ 8,002.360 (10.66%1 GEN covr CAP IMPROV PROJ 15,706.409 14,775,000 (150,0001 14.625,000 39.70%
WOU' PEN CREEK TIF 138.500 138,500 0 138,500 NA
SUD TOTAL OF CAPITAL s 30,806,408 $ 28.532,440 $ (5.819.5801 s 22.765.860
TOTALS $ 148.509.026 $ 124.247,600 $ (16,514.1031 $ 107.756,497 4.09'X.
20
COMM. DEVELOP.
GEN. GOV.
CAPITAL PROJ.
8%
SOLID WAST
FUND
3%
FUND
4%
CITY OF COLLEGE STATION
NET OPERA TING BUDGET
$119,691,205
UTILITY FUNDS
43%
21
OTHER CAPITAL
PROJECTS
6%
DEBT
SERVICE
FUND
4%
UTIL. CAPITAL
PROJECTS
9%
HOTEL MOTEL
FUND
2%
FUND
GENERAL FUND $
PARKING ENTERPRISE FUND
X11lA EDUCATION FUND
ELECTRIC FUND
WATER FUND
WASTEWATER FUND
PURCHASED POWER
SANITATION FUND
UTILITY BIWNG FUND
FLEET FUND
PRINT/MAIL FUND
COMMUNICATIONS FUND
COMBINED FUND TOT AL $
C!.ASSIACATION
SAi.ARiES & BENEFITS $
SUPPLIES
MAINTENANCE PURCHASED SERVICES
CAPITAL OVll.A Y
PURCMASED POWER
COMBINED FUND TOTAL $
FUND
GENERAL FUND
PARKING ENTERPRISE FUND X11lA EDUCATION FUND
ELECTillC FUND
WATER FUND
WASTEWATER FUND
SANITATION FUND
UTILITY BIWNG FUND
FLEET FUND
PRINT/MAIL FUND
COMMUNICATIONS FUND
COMBINED FUND TOTAL
CITY OF COLLEGE STATION
ALL FUNDS
SUMMARY
EXPENDITURE BY FUND
REVISED ESTIMATED BASE
AClUAL BUDGET YEAR END BUDGET
96-97 97-98 97·98 FY98·99
24,851,961 $ 27,311,333 $ 27,256,018 $ 26,829,548
0 63,047 5,250 63,705
31,333 65,500 65,500 75,000
3,657.108 4,239,081 3,955,907 4,119,541
2,191,083 2,906,676 2.843.709 2.475,135
2,262,664 2,576,682 2,437,574 2,442,892
19,069,565 20,314.304 20,314,304 20,412,639
2,606,853 2,938,408 2,903,621 2,782,020
1,081,029 1,162,651 1,162,651 1,140,653 959.431 940,039 946,342 946,702
0 157,839 228,462 236,022
0 432,616 370,335 331,511
56,711,027 $ 63,108.176 $ 62,489.673 $ 61,855,368
EXPENDITURE BY CLASSIACA TION
REVISED ESTIMATED BASE
AClUAL BUDGET YEAR END BUDGET FY 96-97 FY97·98 FY97·98 FY 98-99
23,324,596 $ 25.234,968 $ 24.935.653 $ 24,946,255
1,952,527 2,284,525 2.365,966 2,466,018
3,357,553 4,873,533 4,641,154 4,165,362 8,345,083 9,200,873 9,098,966 9,439,664
661,703 1,199,973 1,133,630 425,430
19,069,565 20,314,304 20,314,304 20,412,639
56,711,027 $ 63,108.176 $ 62,489,673 $ 61,855,368
PERSONNEL SUMMARY BY FUND
REVISED BASE AClUAL ACTUAL BUDGET BUDGET
FY 95·96 FY96-97 FY97·98 FY98·99
491.0 488.5 483.5 483.0 0.0 0.0 3.0 3.0 0.0 0.0 0.0 0.0
54.5 53.5 53.5 53.5
31.5 29.5 30.5 30.5
41.0 38.0 36.0 36.0
32.0 29.5 28.5 29.5 30.5 29.5 29.0 29.0 0.0 15.0 15.0 15.0
0.0 0.0 5.0 5.0
0.0 0.0 5.0 5.0
680.S 683.5 689.0 689.5
22
APPROVED 'lb CHANGE IN BUDGET BUDGETffiOM
FY 98-99 FY98 TOFY99
$ 29,112,524 6.60%
104,005 64.96%
75,000 14.SO'lb
4.498.685 6.12% 2,975,267 2 .. 36'1&
2,635,286 2.27'1&
20,412,639 0.48'1&
3,050,382 3.81%
1,243,359 6.94% 960,282 2.15% 239,385 51.66%
396,702 (8.30%)
$ 65,703,516 4.11%
APPROVED %CHANGE IN
BUDGET BUDGETffiOM
FY 98-99 FY 98 TO FY99
$ 26.317,666 4.2996
2,659,092 16.40%
4,847,597 (0.53%) 10,474,399 13.84%
992,123 (17.32%)
20,412.639 0.48%
$ 65,703.516 4.11%
APPROVED %CMANGEIN
BUDGET BUDGET FROM
FY 98·99 FY98 TO FY99
493.5 2.07%
3.0 o.� 0.0 WA 53.5 0.00%
30.5 0.00%
36.0 0.00%
31.5 10.53% 30.0 3.45%
15.0 0.00%
5.0 0.00%
5.0 0.00%
703 0 2.03%
ANALYSIS OF APPROVED TAX RA TE
FY 98-99
Assessed Valuation of Real and Exempt Property
(Based on 100% of Market Value)
Less: Exempt Property
Less: Agricultural Loss
Less: Over 65 and Veterans Exemptions
Less: House Bill 366
Less: Abatements
Taxable Assessed Value
O&M and Debt Service Portion
TIF Captured Value
Total
Apply Tax Rate per/$100 Valuation
Total Tax Levy
Estimate 99% Collection
Tax Rate Per $100 Valuation
Debt Service 0.2675
General Fund 0.1618
Wolf Pen Creek TIF # 1 0.4293
FY98
$2,065, 133,267
$183,981,642
$28,615,950
$31,307,750
$88,237
$1,091,630
$1,820,048,058
$1,807, 158,320
$12,889,738
$1,820,048,058
0.4293/$100
$7,813,466
$7,735,332
Per1nt
Of Levy
62.3%
37.7%
100%
23
APPROVED
FY99
$2,208,019,033
$215, 130,818
$28,082,830
$33,138,668
$100,893
$0
$1,931,565,824
$1,913,061,371
$18,504,453
$1,931,565,824
0.4293/$100
$8,292,212
$8,209,290
Estimated Collections
$5,066,265
$3,064,380
$78,644
ANALYSIS OF PROPERTY VALUATIONS
TOTAL TOTAL
APPRAISAL MARKET EXEMPT TAXABLE
YEAR VALUATION VALUE VALUE*
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
1998 2,208,019,033 276,453,209 1,931,565,824
• 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
1,400
fl) 1,200 z 0 1,000 :J ...J
:§ 800
600
400
1989 1990 1991 1992 1993 1994 1995 1996 1997 1998
24
1998-1999 STRATEGIC ISSUES
In June of 1998 the City Council
compiled a list of strategic issues for
1998-1999. These issues were
identified as priorities for the City
Council. A total of 33 issues were
originally ranked by the City Council.
Action plans were then created for
the top 20 strategic issues. The City
Council directed the staff to address
these top 20 issues.
Many of these issues have specific
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.
25
While not every one of the top 20
strategic issues identifies a specific
expenditure, they are all being
addressed through policy formulation
and other means.
This section of the budget lists the
issues, the goals of the issues, and
identifies the funds that are approved
to address them. Issues that were
listed in the 1997 list are identified as
well. A total of $14,458,094 has
been identified as being included in
the approved budget to directly
address the top 20 strategic issues.
Some of the capital project items will
be budgeted over several fiscal years.
The total project budget has been
included in the number shown above.
Strategic Issue
1. Wolf Pen Creek
Drainage
(issue #8 in 1997)
2. Economic
Development/
Marketing/Business
Center Recruitment
(issue #4 & # 20 in 1997)
3. Accessibility in and out
of B/CS
(issue #5 in 1997)
4. Northgate
Revitalization and
Development
(issue #9 in 1997)
5. George Bush East
Extension to Holleman
6. Power Supply Contract
7. Tourism
Development/
Marketing/ Attractions
8. Traffic Management
North/South Routes
(issue #15 in 1997)
9. Streamline
Development Process
(issue #2 in 1997)
10. Volunteer Program
Approved Budget For
1998-1999 Strategic Issues
Goal
Develop a plan for the maintenance and operation of the drainage
system within the Wolf Pen Creek Corridor.
To establish a proactive economic development program within the City
of College Station organizational structure to attract new business to
College Station and to facilitate local business expansion in areas outside
the responsibility of the Bryan-College Station EDC; to coordinate and
serve as a liaison with prospects through the EDC; to continue efforts
towards Business Center recruitment; and to establish a program to
retain existing commercial enterprises as well as foster new commercial
development within College Station.
To improve College Station's regional and national transportation access.
To redevelop and revitalize Northgate through a program addressing
existing transportation (pedestrian and vehicular), parking and shopping
obstacles in the area; health and safety related issues; the physical
appearance of the area; preservation; and obsolete infrastructure.
Extend George Bush East from its current terminus at Harvey Road
across Wolf Pen Creek to Holleman Drive.
Obtain a contract for electric power supply from a reliable source at a
competitive price.
Develop a plan to enhance tourism in the community.
Continue to address the lack of adequate north/south traffic routes giving
consideration to neighborhood traffic issues and concerns. Review
specific north/south neighborhood traffic problems and identify
alternative solutions.
To bring closure to this item as a Council Issue through an independent
review of development practices and standards.
Develop a pilot volunteer program that will use community groups,
community service workers, senior citizens, youth, college students, and
interested others to use our resources more effectively and efficiently.
* Full cost of capital projects is shown. Some projects will be budgeted throughout multiple fiscal years.
26
Budget Impact Budget Explanation
$1,733,292 • $406,500 from Wolf Pen Creek TIF
• $1,200,000 from Drainage Utility
• $126,792 from Parkland Dedication
$2,532,479 • $1,500,000 in CIP for Business Center II & III
• $844, 164 from ED Funds for Economic Development
Incentive Funds
• $170,000 from the Electric Fund for the Economic
Development Corporation
• $18,315 in a Service Level Adjustment for a Retail Market
Study
No identifiable Work will be done to continue to influence groups that determine
costs. accessibility issues.
$7,335,000 • $6,810,000 in CIP for the College Main Parking Garage
• $525,000 from CDBG funds for Cherry St. Rehabilitation
$836,000 • $836,000 in CIP for construction of capital projects
To be determined. There will be some future staff, engineering, and legal consulting
costs on this issue.
$621,260 • $621,260 from the Convention and Visitors Bureau Budget
$1,253,000 • $1,253,000 in CIP for Jones Butler
To be determined. Staff time will be spent on the review of development practices
and procedures.
No identifiable Some staff time will be spent organizing the program. A minor
costs. amount of funds will be used for supplies.
27
Strategic Issue
11. Neighborhood Policy
12. Comprehensive Plan
Implementation
Approved Budget For
1998-1999 Strategic Issues (Cont.)
Goal
Enhance the quality of life in neighborhood areas and facilitate
implementation of the comprehensive plan by addressing neighborhood
issues through a small-area planning process that includes resident
established goals and visions.
Implement the various elements (Land Use, Thorough-fares, Water &
Wastewater, Parks and Open Space and Urban Design) of the City of
College Station Comprehensive Plan through specific initiated measures
as well as through the on-going development process.
13. Drainage Maintenance To improve the condition of drainage facilities in the City.
(issue #7 in 1997)
14. Centralized Customer Evaluate and Implement processes, methods and technologies that
Service Function improve citizens' access to customer service.
15. Paperless Council Evaluate and implement methods for more effective, efficient and user
friendly City Council Agenda Packets.
16. Regionalism To facilitate the development of effective plans and service delivery
through the use of regional approaches and regional cooperation.
1 7. City Hall Center Utilizing the City's facilities study, Comprehensive Plan
recommendations, and CIP Committee recommended actions, Council
will oversee the development of a detailed implementation strategy for a
new municipal complex with consolidated facilities.
18. Regional Develop a regional authority for the water and wastewater facilities based
Water /Wastewater on the BVSWMA model.
Authority
(issue #12 in 1997)
19. Communication with Update and further refine the communications plan that includes all
Citizen Including College Station audiences, including the youth of the community.
Youth
(issue #16 in 1997)
20. CIP /Cemetery To develop a process and carry out developing a list of capital projects
(issue #6 in 1997) that will be presented to the City Council and ultimately to the voters for
action as a bond election.
Total
*Full cost of capital projects is shown. Some projects will be budgeted throughout multiple fiscal years.
28
Budget Impact Budget Explanation
$47,702 • $4 7, 702 in a SLA for a Planner position in Development
Services' Neighborhood Planning function
No identifiable costs. Staff time will be spent implementing the plan.
$10,000 • $10,000 for drainage maintenance needs
($282 417 is budqeted in drainaqe maintenance)
$10,000 • $10,000 in a SLA for a citizen survey
$36,361 • $36,361 for hardware and software for Council computers
and etc.
No identifiable costs. Until a decision is made on how to proceed with this project. The
primary costs will be staff time and consulting services.
To be determined. Some staff time will be spent working on this issue.
To be determined. There will be costs associated with Engineering and Legal fees on
this issue.
To be determined. Staff time will continue to be spent on this issue.
$43,000 • $18,000 in a SLA for the Bond Election
• $25,000 in a SLA for Public Information for the Bond
Election
$14,458,094
•• 29
We're Committed
To Excellence
30
1. TRANSPORTATION/MOBILITY $10,395,248
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. Approximately $10.86 million was approved in the FY 99 budget to address this
vision statement. Although not included in this vision statement, the City's Development Services
Department provides support for transportation planning and the Police Department plays an important
role in transportation through traffic regulation enforcement and monitoring sites of frequently occurring
accidents.
APPROPRIATIONS -TRANSPORTATION/MOBILITY
TRAFAC SIGNAL
THOROUGHFARE CIP TRAFAC
REHAB 4% 5%
4%
STREETSCIP 66%
Streets Division $1,718,158
The Street Division is in the Department of Public
Works and strives to ensure that the street system
within the City of College Station is properly
maintained. This is done through a number of
programs including a street rehabilitation program
to address the needs of streets before more
expensive reconstruction measures are needed.
The Streets Division coordinates with the
Engineering Division in the planning and
development of major street capital projects that
involve rebuilding roadways that need upgrades.
The recently completed citizen survey indicated that
the overall level of satisfaction with the streets in
the City had increased dramatically, from 61 %
satisfied or very satisfied in 1997 to 77% satisfied
or very satisfied in 1998. The survey also indicated
that 62.5% of the respondents said the streets in
their neighborhood were in good or excellent
condition.
The Street Division also provides routine pothole
patching and other maintenance services. The
31
STREETS
DIVISION SIDEWALK/BIKE 16% CIP
5%
Street Division's budget for FY 99 is used for
continued maintenance and care of City streets.
The effectiveness of this service will be measured
by determining whether 95% of the streets in the
City have a grade of "C" or better, as determined
by using the Pavement Management System.
The residential rehabilitation area for FY 99
consists of streets located in the Northgate area.
These streets include Church, Inlow, Dogwood,
Cherry, Stasney, Cross, Tauber, Second, Boyett,
Spruce, First, Maple, and Louise Ave.
In FY 99, the Street Division will transfer
responsibility for the City's street sweeping
operations to the Sanitation Division.
Streets Maintenance Budget vs. Lane Miles
Maintained
900 I �-·==::::::;+:-====·...,. 2000000 :L·1 ·.I .·ii W!�
97 98 99
-lane miles maintaine�
--budget
The graph above illustrates growth in the number
of lane miles within the City and the street
maintenance expenditures. As is evident, spending
on street maintenance is relatively flat over the
period covered by the chart as the number of lane
miles of streets has steadily increased.
Street Capital Projects $6,656,500
In FY 99 there are several significant street capital
projects that will be undertaken. These include
major work on Graham Road, with a budget of
$2, 150,000; George Bush East, with a project
budget of $1,490,000 has a FY 99 approved
budget of $100,000; George Bush East extension,
with an approved budget of $836,000; and North
Forrest Parkway, with an approved budget of
$500,000. Funds are appropriated for Phase II
Texas Avenue Streetscape, with a budget of
$500,000; and Phase II Texas Avenue Right of
Way acquisition, with a budget of $300,000. The
City is responsible for 10% of right of way
acquisition costs on state funded projects within the
city limits. Texas Department of Transportation will
receive $392,500 for use in the University Drive
project. These funds will be used to bring the
project up to Streetscape standards. All 3 of the
above projects will be managed by the Texas
Department of Transportation.
The Anderson Street rehabilitation project is being
broken into two phases. The first phase is the
rehabilitation of Anderson from Southwest
Parkway to Park Place. The second phase includes
widening Anderson from Park Place to George
Bush Drive. This phase is being coordinated with a
College Station Independent School District
expansion project. The Anderson Street rehab is
scheduled to be completed in FY 99 and has a FY
99 budget of $598,000. Cherry Street
improvements, project budget of $525,000 with a
FY 99 budget of $460,000, is scheduled to be
completed in FY 99. The Cherry Street budget
amount of $460,000 is accounted for in Vision
Statement #7 under Northgate. Oversize street
participation is budgeted at $155,000 and is used
32
when the City requires the construction of a street
larger than needed to serve the area a developer
plans to develop. The developer pays for the cost
of the streets used to serve the subdivision while
the City pays the additional cost of the street used
by a larger area or the City as a whole.
Design work on Jones Butler Phase I, a
north/south corridor, is scheduled to begin in FY
99 with a budget of $125,000. There is also
$1,000,000 in the budget for undesignated street
projects.
Thoroughfare Rehabilitation $476,032
Two streets have been selected for thoroughfare
rehabilitation. Foster Street and parts of Longmire
will be sealcoated.
Trafficff raffic Signals $548,399
The traffic signal system in College Station is one
of the key mechanisms in the control of the flow of
traffic through the City. This 46 signal system is
critical during peak traffic times such as the fall
during football season. The Traffic Signal Division
is responsible for maintaining and repairing traffic
signals and school warning devices in order to
provide safe and efficient movement of vehicles
and pedestrians.
Traffic Signal CIP $440,000
In FY 99 there is an approved budget of $440,000
for traffic signal enhancements. These include new
signals at the intersections of Dartmouth and
Holleman and Dartmouth and Southwest Parkway.
These signals are being installed due to the future
convention center and hotel which are expected to
significantly increase traffic along Dartmouth.
There is also a signal scheduled for the intersection
at George Bush Drive and Olsen. Additional
projects include a Fire Department preemption
system, school warning flashers, and a Monarch
System, which is a traffic system upgrade to "ITS"
Intelligent Traffic Systems, software and hardware.
Sidewalks/Bike Loop CIP $556,159
The City of College Station has worked over the
years to ensure adequate transportation
opportunities for pedestrians and bicyclists. The
City has an adopted sidewalk plan and bike loop
plan. As new development occurs sidewalks are an
important aspect that must be considered. In FY
99, $220,000 is included in capital projects for
sidewalk & trails construction, while $180,000 has
been approved for miscellaneous bike trails. There
is $136, 159 in approved funding for the bike loop
in FY 99 as well as $20,000 approved for
neighborhood streetscape projects.
Strategic Issues
Three of the top 20 1998 Strategic Issues directly
address the Transpiration/Mobility Vision
Statement. The first is issue #3, Accessibility
in/out of Bryan -College Station. Efforts will
be made to improve access to the area through any
means available. The second is issue #5, George
Bush East Extension to Holleman. Funds for
this project ($836,000) are included in the Streets
CIP for FY 99. Issue #8 Traffic Management -
North/South routes is the third issue and is
included in the FY 99 CIP in the Jones Butler Road
project. This project has a budget of $1,253,000
with $100,000 approved for FY 99.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the
Transportation/Mobility Vision Statement.
Also included are the budget and position
summaries for each of the divisions.
33
PUBLIC WORKS STREETS MAINTENANCE
Description & Budget Explanation:
This Division is responsible for the repair and maintenance of City streets and the annual residential
street rehabilitation program The Street Maintenance Division also provides barricades for special
events such as bonfire, football games, parades and emergencies such as flooding, fires, ice storms
and hazardous materiql spills. This Division's approved budget of $1,718,158 is 1.24% lower than
the FY 98 budget primarily due to the transfer of street sweeping to the Sanitation Division. The
approved budget includes one setvice level adjustment: $1, 260 for six months of parking lot
maintenance at the Utility Customer Service building.
Budget Summary
Position Summary
FY97
Actual
$1,625,885
20
Program Name: Streets Maintenance
FY98
Estim.at.�
$1,752,393
20
Service Level: Provide regular maintenance and care of City streets.
Performance Measures: FY97 FY98
A_�al Eslimat.e
Effe_ctlv_�
-Percent of pavement greater than or equal
to level "C". {random sample of pavement Inventory) 95% 95%
-Percent of citizens satisfied with street condition 58.3% 71.2%
Efficien_cy
-Cost per capita. $27.34 $27.34
-Cost per lane mile of sealcoat. $7, 100 $7,100
-Cost per lane mile of overlay. $25,696 $25,696
Qu�tput
-No. of street repair work orders. 326 500
-No. of lane miles of street overlay. 15 15
34
FY 99 Appr.
Bud�
$1,718,158
19
FY 99 Appr.
llu_dg_e.t
95%
95%
$27.34
$7,100
$25,696
500
15
PUBLIC WORKS TRAFFIC SIGNALS
Description & Budget Explanation:
The Traffic Signals Division is responsible for the repair and maintenance of traffic signals. This
Division's budget of $352,000 is 4.42% higher than FY 98.
Budget Summary
Position Summary
Program Name: Traffic Signals
FY97
Actllal
$298,768
4
FY98
Estimate
$324,738
4
FY 99 Appr.
B.ud�e_t
352,000
4
Service Level: Maintain and repair traffic signals and school warning devices to provide safe and
efficient movement of vehicles and pedestrians.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual E_siim_a_� B!.tdget
Elle_c;tiv_ene.s_s.
-Percentage of system available. 99.7% 99.9% 99.9%
Effici.en.cy
-Cost per work order. $169 $89 $125
-Cost per intersection. $2,905 $469 $1,800
-Total system downtime per year. 8.5 hrs. 10 hrs 6 hrs
-Response time to after-hours calls. 1.5 hrs. 1.5 hrs 1.5 hrs
Q.u_tp_ut
-No. of maintenance and repair work orders. 1,322 1,300 1,200
-No. of signal bulbs replaced. 1,480 1,300 1,500
-No. of signal heads replaced & repaired. 23 18 15
-No. of operation hours per year. 359,160 402,960 423,360
35
PUBLIC WORKS TRAFFIC SIGNS AND MARKINGS
Description & Budget Explanation:
The Traffic Signs and Markings Division is responsible for the installation and maintenance of traffic
signs and pavement markings. This Division's budget of $196,399 is 11.44% higher than the FY
98 adjusted budget.
Budget Summary
Position Summary
FY97
Actual
$142,352
2.5
Program Name: Traffic Signs and Markings
FY98
EstimaLe
$177,362
2
FY99 Appr.
Budgd
$196,399
2
Service Level: Maintain, repair, and install street signs and pavement markings to provide safe
and efficient movement of motorists, bicyclist, and pedestrians.
Performance Measures:
FY97 FY98 FY 99 Appr.
Adu al Es_timate B..udg_et
E_ff.e_ci.iY_e.n_e.s_s
-Missing stop sign replacement time. 2 hrs 4 hrs 4 hrs
-Replacement time for all other regulatory
signs. 24 hrs 48 hrs 48 hrs
Effide..ac.y
-Cost per work order. $147 $150 $175
- No. of work orders per employee. 5315 475 500
0...utp_uJ:
-No. of work orders per year. 819 950 850
-No. of stop signs replaced. 244 200 150
36
2. PARKS AND RECREATION $8,498,749
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 City
residents. $8,498,749 was approved in the FY 99 budget to address the Parks and Recreation Vision
Statement. The City has over 900 acres of park land and strong recreational youth and adult sport activities
such as softball. Neighborhood parks are 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/RECREATION
WPCTIF
6%
38% . '
Pa<k.CIP�
Parks Dept.
55%
Parks and Recreation
Xtra Ed.
1%
Department $4, 777 ,299
The Parks and Recreation Department is
responsible for the park facilities and recreation
programs in College Station. Among the services
provided are athletic, recreation, and instruction
programs for youth and adults in activities including
softball, swimming, and tennis. Also provided are
programs and special events at the Wolf Pen Creek
Amphitheater and other park locations throughout
the City. The Parks Department operates a
number of special facilities including 3 City owned
swimming pools and the CSISD Natatorium.
Pool Attenclence vs. Revenue
:�= l ----,-m �000
8000-0 , �
200000 60000 40000 100000 20000 0 0
FY96 FY97 98 99 EST. PROJ.
L -Ancroa_nce __ '----' -+-f!c\cruc l -----�
The preceding graph illustrates the revenue
generated by the pools and the leveling off of
attendance due to facility capacity limitations
37
The Conference Center is operated to provide
meeting space for organizations. The Lincoln
Center is a community center that provides positive
drug free programming, and also serves as a
satellite center for social services. The Xtra
Education program provides citizens of all ages the
opportunity to enhance their quality of life through
continuing education.
1998 Operational Improvements
Responding to the needs of their younger
customers, programming for the Junior High
and High School aged citizens was increased.
Teen programs (recreational, educational,
cultural, etc.) are delivered at satellite sites
throughout the community (Lincoln Recreation
Center, Yahooz, CS/SD Schools, and off-site
field trips).
Customers at the Conference
Center
FY
94
FY
95
FY
96
FY
97
The preceding graph illustrates the number
Conference Center customers in FY 94 through
97. There is a drop in customers in FY 95 caused
by the use of the facility by CSISD due to the
delayed opening of the Willow Branch school.
Parks Operations maintain park facilities, including
ballfields and pool sites, through regular mowing
and maintenance. Forestry Division, through
horticultural and landscaping efforts, ensure that
City property is maintained in an aesthetically
pleasing manner. The City Cemetery is included in
the property maintained by the Forestry Division.
The approved budget includes 19 service level
adjustments totaling $385,591 as summarized in
the following table. Savings from new revenue,
reorganizations, and other sources lower the net
fiscal impact to $310,774.
Division
Administration
Recreation
Special Facilities
Operations
Eox.estw.
Total
Approved Cost
$ 64,159
137,100
98,498
50,000
_35_,.834
$335,591
Within the Administration Division, the Emergency
Management activity has a service level adjustment
of $41, 950 for the purchase of a mobile command
unit plus refurbishing Emergency Operations
Center chairs. Additionally, a Parks Planning
service level adjustment of $22,209 for computer
additions/replacements was approved ..
Recreation Division service level adjustments
include $5,500 for Holiday on the Brazos supplies,
$2,568 for EMT overtime funding at athletic
events, $11, 791 for Athletic League labor and
supply needs, $66,353 for the New Teen Center
start-up and operation, $30,382 for a part-time
Senior Citizen Event Coordinator, $9,000 for
38
2000 Games of Texas promotion, $11,506 for an
invitational girls fastpitch softball tournament, and a
transfer of currently budgeted temporary seasonal
funding in the Athletics activity of the Parks
Recreation Division for an Assistant Athletic
Supervisor position.
Special Facilities service level adjustments include
$65,000 for engineering work to begin
renovations of Adamson Lagoon, $10,000 for a
full-time pool maintenance technician position (in
addition to a transfer of $12,094 from existing
Aquatics resources), $7,705 for enhanced
audio/video equipment at the Conference Center,
$6,161 for increased lifeguard salaries, $5,960 for
increased seasonal pay at the Lincoln Center, and
$3,672 for additional pool party supplies.
Parks Operations has one service level adjustment
in FY 99. $50,000 is approved to begin funding a
park infrastructure replacement plan. These funds
will be used to pay for the replacement of various
parks infrastructure items not covered by other
replacement policies. Some of the items that
would be included in such a replacement plan are
area lights, playground structures, irrigation
systems, and exercise stations in parks.
Forestry service level adjustments include $12,834
for landscape maintenance of the new Utility
Customer Service building and $23,000 for
landscape maintenance of Texas Avenue medians
and the Eastgate Park area.
Parks Xtra Education $75,000
Established in FY 96, Parks Xtra Education is a
joint effort of the City of College Station and the
College Station Independent School District to
provide community based education programs. In
FY 98 over 120 classes were offered to citizens
aged 13 and older. FY 99 approved funding for
the program is $75,000.
Parks Capital Projects $3,182,000
Three existing capital projects and one new capital
project are budgeted in FY 99. First, $2,795,000
of a $6,000,000 total capital budget is approved
for construction of the Convention Center. When
completed in the year 2000 this facility will contain
45,000 sq. ft. net leasable space, which includes
30,000 sq. ft. exhibit hall and 10,000 sq. ft. grand
ballroom. Second, $60,000 is approved for
Eastgate Park improvements. When completed in
Spring 1999 the appearance of Eastgate Park will
be comparable to the improvements made by
TXDOT to Texas Avenue. Third, $227,000 is
approved for Woodway Park. This project will
result in completion of a neighborhood park by
early Fall 1999. Finally, $200,000, of the
$400,000 budget, is approved for construction of
the New Teen Center. When completed in 1999,
this 4,000 sq. ft. facility will provide recreational
and social activities to the teen population of
College Station.
Wolf Pen Creek TIF District $464,450
The Wolf Pen Creek Tax Increment Finance
District generates revenues that can be utilized in
the Wolf Pen Creek District. The FY 99 approved
budget funding is targeted for future Wolf Pen
Creek projects. According to the approved
masterplan, activities ranging from design planning
to site cleanup will continue throughout Fall 1998
with the first phase of channel improvements
scheduled to begin in Summer 1999.
The following pages in 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 divisions.
39
>.
PARKS AND RECREATION AD·MINISTRATION
Description & Budget Explanation:
This Division serves as a primary customer contact point, provides administrative support to other
Parks and Recreation Divisions, and coordinates the City's Emergency Management program. The
approved Parks Administration budget is 10.09% above the FY 98 revised budget. Approved
service level adjustments include $41,950 for the purchase of a Mobile Command Unit and the
repair of EOC chairs. A $20,000 grant will offset a portion of the purchase of the vehicle. A
second service level adjustment of $22,209 is for computer additions and replacements needed for
Park planning projects. ·
Budget Summary
Position Summary
Program Name: Administration
FY97
Act..ual
$429,656
7.0
FY98
Es.timaLe
$446,352
8.0
FY 99 Appr.
Rudget
$486,776
8.0
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:
FY97 FY98 FY 99 Appr.
Actual Estimat.e B.u.dgej
Effectiveness
-Percentage of CIP projects completed within
budget, specifications, and allotted time. 86.25% 90% 90%
-Percentage of all drafting and graphics
assistance requests completed satisfactorily
and promptly. 96% 95% 95%
-Percentage satisfied on customer survey. 100% 98% 98%
Efficiency
-No. of work orders per person. (Planning) 106 125 125
Output
-No. of work orders for assistance completed. 319 375 375
-No. of CIP projects completed. 7 6 5
-No. of CIP assistance projects (Landscape design) N/A 3 3
-No. of brochures/fliers produced. 78 75 75
-No. of pavilion rentals administered. 383 400 400
-No. of Parks Advisory Board Meetings held. 16 12 12
-No. of cost centers monitored. 22 22 22
-Dollar amount administered in rental, user $51,910 52,000 52,000
and deposit fees.
40
Program Name: Emergency Management
Service Level: Coordinate dfsaster, training, planning, response and recovery for the City.
Performance Measures:
FY97 FY98 FY 99 Appr.
A&Wal Es.timat_e. B.udge.t
Effe_cti'l.e.nes.s
-Compliance with State and
Federal requirements for emergency
management. 100% 100% 100%
Effici.ency. -Cost per employee trained in Emergency $30 $33 $35
Management Academy
O.utrrnt
-No. of emergencies responded to by the City. 2 0 0
-City participation in annual emergency
exercise. 2 1 1
-Update of emergency plans annually. 83% 100% 100%
-Conduct Emergency Management
Academy annually. 1 1 1
-Coordinate individual DEM training courses
for City personnel. 14 2 2
-No. of personnel participating in training. 38 22 20
41
•.
. ..
PARKS AND RECREATION RECREATION
Description & Budget Explanation:
This Division has several programs that are all directly related to providing recreational programs
and opportunities. The FY 99 approved budget is 23.45% above the FY 98 revised budget.
Approved sen/ice level adjustments include $5,500 for Holiday on the Brazos supplies, $2,568 for
EMT overtime funding at athletic events, $11, 791 for Athletic League labor and supply needs,
$66,353 for start-up operational costs associated with the New Teen Center, $30,382 for a part
time Senior Citizen Event Coordinator, $9,000 for 2000 Games of Texas promotion, $11,506 for
an invitational girls fastpitch softball tournament, and an Athletic Supervisor position approved to
be funded from currently budgeted temporary seasonal funding in the Parks Recreation Division.
Budget Summary
Revenue Summary
Position Summary
Program Name: Athletics
FY97
Ac.tu al
$1,072,080
$437,654
20.5
FY98
E.stb:U�t.e
$1,075;388
$387,380
23.5
FY 99 Appr.
8.udgej
$1,267,512
$422,190
23.0
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:
Efle�tiJL��Ji
-Percent satisfied on customer survey.
Efficien_�y
FY97
Ac._tu.al
97%
-Percentage of expenditures covered by revenue. 55%
$15.31
N/A
-Estimated cost per participant City leagues.
-Estimated cost per participant non-City events.
Qutp_ut
-Total revenue.
-No. of youth participants City leagues.
-No. of adult participants City leagues.
-No. of participants non-City events.
-No. of non-City league athletic events
(regional, state, and national tournaments,
track meets, swim meets, road races, etc.).
-No. of assisted non-City league events.
$192,197
N/A
N/A
N/A
15
N/A
-No. of hotel room nights generated from non-City
league athletic events hosted.
-No. of hotel room nights generated from non-City
league athletic events serviced/assisted.
42
N/A
NIA
FY98 FY 99 Appr.
Es.timat.e B.udge_t
98% 98%
65% 65%
$28.19 $27.46
$6.88 $5.47
$201,330 $233,714
1,593 1,775
9,410 9,486
10,500 13,000
15 18
N/A 6
N/A 5,000
N/A 1,000
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:
Effectiveness
FY97
Ac:btal
-Score on Texas Dept. of Health Food Service 100
Establishment Inspection Report.
-Percentage satisfied on customer survey. 91 %
Efficie.nc.y
-Percentage of expenditures covered by revenues. 94%
O_u_tp.u_t
-Total Concession Revenue. $116,404
Program Name: Instruction
FY98
Es_tima_t�
95
90%
81%
$15,000
Service Level: Provide instructional programs for youth and adults.
Performance Measures:
Effecti�Jle.S..S
-Percentage of satisfied customer on survey.
Effic1-e_n_�y
-Cost per participant.
-Cost per participant -Xtra Ed.
-Percentage of expenditures covered
by revenues {excl. Xtra Ed).
Outp_u_t
-Revenues from Instructional activities
{excl. Xtra Ed.).
-Total Number of Instructional participants.
-Total Number of Xtra Ed Participants.
FY97
actual
94%
$39.61
N/A
55%
$83,907
4,057
1,766
43
FY98
Esfuna_t_e
98%
$40.92
N/A
57%
$95,115
4,100
1,800
FY 99 Appr.
lludg_eJ
95
90%
100%
$15,000
FY 99 Appr.
B"udget
98%
$42.13
$37.50
56%
$97, 109
4,100
2.000
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:
FY97 FY98 FY 99 Appr.
Ac.tu.al Es.timaLe 8-udg.e.t
E&ctill..en.e_ss
-Percentage satisfied on customer survey. 90% 99% 95%
�_ocy
-Percentage of expenditures covered
by revenue. 16% 28% 34%
-Cost per participant. $1.81 $1.51 $1.23
0.utR.Ut
-Total programs and special events revenue. $45,146 $65,000 $75,000
-No. of events at WPC amphitheater. 22 21 22
-Minimum number served by WPC annually. 25,068 38,850 39,000
-Total number of participants. 152,700 153,762 154,000
44
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:
FY97 FY98 FY99 Appr.
Act.u.al Es.tima.t.£ B.udg�
Effe_dbl�
-Percent satisfied on customer survey for
Kids Klub. N/A 95% 95%
-Percent satisfied on customer survey for
teen activities. N/A 90% 90%
Efficiency
-No. of Teen Center members. N/A 0 250
-No. of youths served through leisure/rec.
activities. N/A 1,500 2,500
-No. of youths served through athletic/league
activities. N/A 0 500
-No. of youths served through educational
activities. N/A 380 500
-No. of CSISD students served by Kids Klub. N/A 525 540
Oui11U.t
-No. of leisure/rec. activities provided. N/A 88 100
-No. of athletic/league activities provided. N/A 0 5
-No. of educational programs provided. N/A 27 30
-Revenue generated through
sponsorships/grants fund raisers. N/A $2,500 $3,500
-Revenue generated through fees of participants
{excluding Kids Klub). N/A 0 $2,000
-No. of days Teen Center open. N/A 135 260
-No. of fund raising activities conducted
by teens. N/A 3 5
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 works with the Teen Advisory
Board to develop programs and activities for teens in College Station.
45
PARKS AND RECREATION SPECIAL FACILITIES
Description & Budget Explanation:
This Division operates the pools, the Conference Center, the Lincoln Center, and the Teen Center.
The FY 99 approved budget is 7 .30% above the FY 98 revised budget. Approved service level
adjustments include $65,000 for engineering work to begin renovations of Adamson Lagoon,
$10,000 for a full-time pool maintenance technician position (with the balance of $12,094 being
funded from existing temporary seasonal funds), $7,705 for enhanced audio/video equipment at
the Conference Center, $6,161 for increased lifeguard salaries, $5,960 for increased seasonal pay
at the Lincoln Center, and $3,672 for additional pool party supplies.
Budget Summary
Revenue Summary
Position Summary
Program Name: Aquatics
FY97
&tu._al
$1,038,248
$292,908
37.5
FY98
Es.tllrurt_e..
$1,058,074
$299,145
34.0
FY99 Appr.
B.udg�
$1,104,172
$323,542
34.0
Service Level: Provide public operation of three City-owned pools and one school-owned pool
that are clean, safe, and attractive.
Performance Measures:
FY97 FY98 FY 99 Appr.
A.du.al E.s_timate B_u_dge..t
E.flectill.eo�s.5-
-Ellis & Associates pool operations audit. 100% Pass Pass
-Percent satisfied on customer survey. 80% 80% 80%
Efficicmc_y
-Percentage of expenditures covered by 38% 38% 47%
revenues.
-Cost per day of operation. $2,119 $2,062 $1,903
-Cost per participant. $4.54 $4.29 $3.96
Ou.tput
-Total annual Aquatic revenue. $200,625 $193,500 $223,933
-Total number of customers annually. 118,234 120,000 120,000
-Total days all pools are open. 249 250 250
46
Program Name: Conference Center
Service Level: Provide satisfactory meeting accommodations for local citizens and out-of-town
clients.
Performance Measures:
Efle�.dJven�ss
-Percentage satisfied on customer survey.
EJfici..en.cy
-Percentage of expenditures covered
by revenues.
-No. of customers per day of operation.
.0...utrmt
-Total annual revenue.
-Total number of customers.
Program Name: Lincoln Center
FY97
&:tu.al
97.5%
43%
195
$88,926
70,038
FY98
Estim�
93%
39%
195
$91,000
70,000
FY 99 Appr.
lludg�t
95%
40%
195
$94,000
70,000
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:
Effo_cti.Jl..e.oes_s
-Percentage satisfied on customer survey.
EHl�le_n_cy
-Cost per participant.
-Ratio of participants {daily) to staff.
frutp_u_t
-Total number of annual Lincoln Center
-Participants.
-Lincoln Center annual revenue.
-Total number of annual business days.
FY97
Actual
95%
$3.72
26:1
50,690
$2,389
351
47
FY98
E�imctt�
95%
$3.21
49:1
60,000
$8,200
351
FY 99 Appr.
Budg�t
95%
$2.61
61:1
75,000
$9,400
351
PARKS AND RECREATION OPERATIONS
Description & Budget Explanation:
This Division is responsible for grounds maintenance and upkeep of Parks and Recreation facilities.
The FY 99 approved budget is 4. 93% over the FY 98 budget. One service level adjustment of
$50,000 was approved in the FY 99 to begin funding a park infrastructure replacement plan.
These funds will be used to pay for the replacement of various parks infrastructure items not
covered by other replacement policies.
Budget Summary
Position Summary
FY97
A_c;lltal
$1,106,857
29.0
Program Name: Parks Operations
FY98
Estimate
$1,221,173
30.0
FY 99 Appr.
Bu.dgfil
$1,281,369
31.0
Service Level: Provide clean, safe and well-maintained leisure facilities and provide support for
recreation programs and special events.
Performance Measures:
FY97 FY98 FY 99 Appr.
Adu.al EsiimJLt_e B..u_dg�_t
Eft£dbl.eJl_ess
-Percentage satisfied on customer survey. 93.9% 94% 95%
Effideru;.Y.
-No. of acres per full-time employee. 16.6 16.6 16.05
-Cost per regularly maintained acre. $2,560 $2,674 $2,726
Out.put
-No. of acres regularly maintained. 432.4 432.4 449.4
-No. of pavilions regularly maintained. 5 5 5
-No. of play courts regularly maintained. 29.5 30 32
-No. of athletic fields regularly maintained. 28 28 31
-No. of park lights regularly maintained. 612 612 612
-No. of parks mowed and trimmed. 30 31 33
-No. play units inspected and maintained. 35 36 38
48
PARKS AND RECREATION FORESTRY ·
Description & Budget Explanation:
This Division is responsible for the maintenance of the Wolf Pen Creek Amphitheater, the College
Station Cemetery, and the maintenance of municipal trees and landscaped areas. The FY 99
approved budget is 7 .14% above the FY 98 revised budget. Approved service level adjustments
include $12,834 for landscape maintenance of the new OTIS building and $23,000 for landscape
maintenance of Texas Avenue medians and the Eastgate Park area.
Budget Summary
Position Summary
Program Name: Wolf Pen Creek
FY97
A.ctual
$534,767
12.5
FY98
Estimate
$596,450
12.5
Service Level: Provide a safe, well maintained special-use facility.
Performance Measures:
FY97 FY98
Ac.tu.al Estim.aLe
Effe.c.ti\teaeA�
-Percentage satisfied on customer survey. 93.9% 90%
Efficj_en.c;,Y-
-Cost per acre (annually). $3,870 $3,712
0.t.ttP�Qt
-No. of sq.ft. of turf area maintained. 430,781 487,781
-No. of sq. ft. of landscaped bed areas
maintained. 26,000 26,000
-No. of acres on special-use facility park. 19.47 21
49
FY99 Appr.
B.udget
$637,470
12.5
FY 99 Appr.
R.ll.dgeJ
90%
$4,425
487,781
26,000
21
Program Name: Cemetery
Service Level: Provide grounds maintenance and customer service for the College station
Cemetery.
Performance Measures:
Eff.e�c.ii\!.elle.s.s
-Percent satisfied on customer survey.
Efficiency.
-Dollar cost per acre.
Qu_tput
-Avg. number of spaces sold annually.
-Revenue generated from sold spaces.
-Avg. number of burials per year.
-Acres of cemetery care
•All funds go to the Cemetery Endowment Fund.
Program Name: Forestry
FY97
ActWll
44%
$6,063
147
$58,200
74
18.5
FY98 FY 99 Appr.
Es.tim.a.t£ Budg_e.t
45% 50%
$6,589 $6,560
110 150
$44,000 $60,000*
85 80
18.5 18.5
Service Level: Provide landscape and grounds maintenance operations, and provide support for
special events, programs, and activities.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual E!itimate Blldgfil:
Eflectiven.ess
-Percent satisfied on customer survey. 93.9% 94% 90%
-No. of checks per year on irrigation
systems (64 systems) 131/768 150/768 7681768**
Efficien.cy
-No. of sq. ft. of beds maintained per man-hour. 45.0 45.0 51.7
-No. of labor-hours per irrigation system. 22 29 22
Outpu.t
-No. of labor-hours on municipal tree care. 1,815 1,800 2,500
-No. of labor-hours on horticultural maintenance. 2,449 2,500 2,300
-No. of labor-hours on irrigation system checks,
repairs, and improvements. 1,496 2,000 1,600
-No. of labor-hours on special events. 3,751 3,000 3,100
••The Forestry Division goal is to perform system checks monthly on 64 systems. There are nine additional
systems under a landscape maintenance contract that Forestry crews from time to time will have to respond
to needs.
50
3. HEALTH AND PUBLIC SAFETY $30,603,116
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. 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.
Slightly more than $30.6 million has been included in the approved FY 99 budget to address the Health
and Public Safety Vision Statement.
APPROPRIATIONS -HEALTH AND PUBLIC SAFETY
WASTEWATER
CIP 20%
OTHER
0% POLICE 22%
WATERCIP 7%
DRAINAGE CIP 5% ARE 16% SANITATION WASTEWATER WATER 10% 9% DRAINAGE 10%
Police Department $6,972,934
The Police Department provides a number of
services that help make the community safe.
Among the services provided are 1) police patrol
with certified police officers who are equipped with
police vehicles and all necessary equipment, and
assigned to specific areas of the city; 2) criminal
investigation which investigates reported crimes; 3)
animal control; 4) jail and communications
providing support for officers on the street and
short term detention facilities which reduces the
processing time of arrests; and 5) a professional
standards division which serves a support and
training function for the Department. The Police
Departments' approved budget of $6,972,934
includes service level adjustments totaling
$385,497. Included are funds for six additional
patrol officers and their associated supplies and
equipment totaling $334,399. There is a
Department of Justice three year matching grant of
$141,622 to help offset the cost of hiring these
new officers. $19,070 is budgeted for audio and
video equipment for 6 patrol cars. This is the third
year this equipment will be placed in patrol cars,
51
1%
and the final year of the initially approved
purchases of this equipment.
Other approved increases include upgrading the
building security system for Year 2000 compliance
at $3,000, initiating a rolling replacement program
for ballistic vests, budgeted at $11,000 per year,
and $18,028 for capital equipment.
Operational Improvements
To better serve the citizens of College Station
the Police Department has adopted a
Community Oriented Policing philosophy. An
important component of community oriented
policing is to have an officer become familiar
with a problem and using this knowledge identify
underlying issues and focus on a enduring
solution. By finding the root causes to problems
the Police Department expects to provide better
service to every citizen.
Major Crimes
4000 �---------�
3000 2000
1000 0 I--"""""""--+-_,,.,_,.__+--
95 96
locRIMESI
97
The above graph illustrates an increase in the
number of reported major offenses. Major offenses
are those criminal incidents categorized as "Part I
Crimes" or "Index Crimes" by the FBJ's Uniform
Crime Reporting system. This graph shows a slight
increase in major crimes across the time period
between 1995 and 1997.
;:::: t
25000 .
0
CALLS FOR SERVICE
95 96 97
OCALLS FOR
SERVICE
The above graph illustrates the number of calls for
service received by the Police Department. A "Call
for Service" is defined as any event or situation,
reported by a citizen, which requires a response
from the Police Department. The graph shows a
relatively steady level of calls for service, with a
slight peak in 1996.
Fire Department $4,915,466
The Fire Department provides services important
to the community and to our neighbors in Bryan
and rural areas around College Station. 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 three trained
firefighters per vehicle; 2) emergency medical
response with two front line ambulances staffed by
two Emergency Medical Technicians and a third
ambulance and crew for peak periods and special
events; 3) fire prevention services, provided by
firefighters and a fire prevention specialist,
including commercial fire safety inspections and fire
prevention training at local schools and other
functions; 4) code enforcement activities performed
by the neighborhood enhancement action center;
and
52
5) hazardous material response by volunteers
among the firefighters using a specially equipped
vehicle.
Incidents Dispatched
3000 ...-----------� rggH•.•.•I
FY
1995
FY
1996
FY
1997 fOEMsl �
The preceding graph illustrates the increasing trend
in responses by the Fire Department over the last
three years
1998 Operational Improvements
A re-organization within Fire Administration was
completed in April 1998. The re-organization
eliminated one Assistant Chief position, re·
classified the Fire Marshal's position, created a
Planning and Research position, and moued the
Fire Training Coordinator 1 position to Fire
Operations. This re-organization resulted in a
$7,000 cost sauing to the Department.
The approved Fire Department budget of
$4,915,466 includes two service level adjustments
for the Fire Operations Division. $35,000 is
approved for increased operating expenses of Fire
Station 114 at the Easterwood Airport which is
expected to open in Fall 1998. $328,980 is
budgeted to place a third ambulance and crew into
service for peak periods and special events. A
three year implementation plan will systematically
increase staffing to allow for 24 hour operations.
$169,980 of this funding will permit three new
personnel to be hired and training in addition to
increased overtime for existing personnel.
$159,000 is approved for purchase of a third
ambulance and associated equipment.
Water Division -Operations $2,975,267
A reliable and safe supply of potable water is
necessary for any community. The City of College
Station has the capacity to produce approximately
18.29 million gallons per day of potable water.
The Water Division has developed high standards
of reliability assuring customers that their needs will
be met with supplies that meet or exceed all federal
and state mandated standards. Water service is
provided as an enterprise where customers are
charged on a unit basis for their consumption in
order to recover the full cost of service for water
production, transmission, and distribution.
The approved FY 99 budget includes service level
adjustments totaling $471,000. The largest
service level adjustment is the rehabilitation of the
water tank at Dowling Road which will cost
approximately $365,000. Another SLA for
$20,000 is included to complete a mandated risk
management plan to determine the safest method
of storing the City's supply of chlorine.
An SLA of $7,000 is approved for a report
mandated by the US Environmental Protection
Agency detailing the city's efforts in providing safe
drinking water. Other Sl.As include $32,000 for
vibration sensors to be installed on water pumps
and motors and $20,000 for the replacement of
dead end water mains with flushing hydrants to
allow for more efficient water testing and to meet
TNRCC regulations. An SLA for $27 ,000 has
also been f uncled for the demolition of the
University Pump Station Ground Storage
Reservoir.
"' c 0 = ta (!) ... 0 "' c .2 =
:@
Average Daily Water Demand
10.00
8.00
6.00.
4.00
2.00
0.00
...... C\I "' ""' l() \0 r-- C() °' °' °' °' °' °' °' V'
*Estimate
The graph above illustrates the daily demand for
water. 1998 set record highs for temperatures
causing a high demand for water.
Water -CIP $1,975,902
This year's approved CIP budget includes regular
maintenance and replacement of the City's water
distribution system. The largest CIP project is
$643,000 for phase II of the Eastgate
Rehabilitation Program. $500,000 was approved
for the installation of a high service pump. In
addition, $200,000 was approved for the
rehabilitation of the water lines in the Northgate
area. Other large projects approved include
$150,000 for Westside water services and
$125,000 for the Sandy Point Dual Electric Tie.
53
Waste Water -Operations. $2,635,286
Since just before the beginning of the 20th century
the need for effective sanitary sewer collection and
treatment has been recognized as a means of
controlling certain diseases for people in urban
settings. Over the last several decades the
standards have continued to increase for this vital
health related function. The recently completed
upgrades to the Carter Creek Wastewater
Treatment Plant were directly related to those
changing standards. As the system continues to
grow, additional capital is needed for line
extensions. The existing system will have to be
maintained with line replacements and plant
enhancements and expansions.
93 94 95 96 97 •9g
•Estimate
The above chart shows the daily annual wastewater
flow in millions of gallons. The decrease in years
94 through 96 came about as a result of system
improvements that decreased leakage into the
system from rainwater.
Waste Water services are provided as an enterprise
function with service related fees paying for the
cost of service. Included in the FY 99 approved
budget are service level adjustments totaling
$158,200. $75,000 of the requested funds is to
repair and paint two of the clarifiers at the
wastewater treatment plant in order to prolong the
useful life of this equipment. An SLA is also
included for the purchase of a tracked mini
excavator that would reduce damage to grassy
are<;ls. In addition, a new "mini-camera" has been
requested that will enable the City to find leaks and
determine whose responsibility it is to fix the
problem.
Waste Water -CIP $6,149,815
The Waste Water CIP approved budget for FY 99
includes funds for line extensions and line
rehabilitations. The largest project,
Craeger/Pebble Hills, has a project budget of
$1,300,000. There is an upgrade of Christine
Lane costing $841,000. Additionally, the first
phase of the Northeast trunk expansion will begin
in FY 99, costing $650,000. $500,000 is also
budgeted in FY 99 for west side sewer service.
$400,000 is approved for an odor control project.
The initial phase of the Lick Creek Plant expansion
is projected to cost $750,000 in FY 99. Total
costs for the plant are estimated at $7,750,000.
$444,000 is also approved for the second phase of
the Eastgate Residential Rehabilitation project.
Sanitation $3,050,382
Solid Waste Collection is provided as an enterprise
service with service fees that are intended to cover
the cost of service. The Sanitation Division in
College Station provides a number of services to
meet local needs and desires in providing collection
of municipal solid waste. These include providing
residential containers, curbside recycling, brush and
grass clipping collection, and the removal of
virtually any waste that may be disposed of in the
local landfill or through composting. Commercial
service is also a self supporting service provided to
local businesses. The Commercial service provides
collection in small and large plastic containers
serviced with side load automated collection
equipment. Customers with greater volumes can
use the front load collection equipment and
containers or roll off containers.
97
REFUSE COUECTED
98EST. 99
PROP.
The above graph illustrates the increasing volumes,
in tons, of refuse collected and disposed by the
Sanitation Division.
2700 1
1800
900
0 . 97
---------,
Recycling
98
EST.
99
PROP.
�ycling]
This graph illustrates the tons of residential ref use
diverted from the landfill and recycled. Materials
54
which are diverted from the landfill include
aluminum, glass, plastic, newspaper, and yard
waste.
The FY 99 approved budget recommends a rate
reduction for both residential and commercial
customers. A $1.00 per month reduction in single
family residential collection, a $0.50 per month
reduction in apartment collection rates and a 5%
reduction in commercial rates is included in the FY
99 budget. The approved budget also includes
service level adjustments, of $176,000, for an
additional truck and two Route Managers for the
residential rear end load brush/bulky item collection
operation. The residential routes are expected to
reach their capacity in FY 98 making the addition
of this additional route necessary. Other service
level adjustments include $15,000 for the purchase
of additional roll off containers, $35, 100 for an
expansion of the recycling program to include four
plexes, and the creation of a recycling awards
program with an approved budget of $10,000.
These award funds will be used to reward
individuals and groups for programs that protect
the environment and reduce hazardous waste.
Additionally, the Sanitation Division is taking over
responsibility for the City's street sweeping
operations from the Streets Maintenance Division.
The total cost for this operation is $82,459.
Drainage -Operations $286,524
Drainage issues have been critical in the last several
years in College Station. Drainage issues can
impact both health and public safety, as well as
Transportation and Mobility issues. The Drainage
service level provides a drainage maintenance
program that keeps the storm carrying capacity of
the system adequate in College Station. Mowing of
rights of way and creek cleaning are the primary
ways this service level is provided.
Two service level adjustments are included in the
approved Drainage operations budget for FY 99.
One is the purchase of a 3/4 ton pickup truck and
radio for $25,750. This pickup'will enable
drainage crews to respond to calls and minor
problems without having to use a dump truck if it is
not warranted. The other adjustment is the
purchase of additional drainage maintenance
materials for $10,000.
Drainage Utility - CIP $1,525,000
The Drainage Utility was approved by the City
Council in 1996. In FY 99, capital projects of
$750,000 for Wolf Pen Creek channel
improvement are scheduled. There is also
$750,000 in Bee Creek capital improvement
projects scheduled.
Other Health & Public Safety $116,540
Expenditures
The Health Department provides health services to
the citizens of Brazos County. These services
include restaurant inspection, and health services
for lower income residents. The approved FY 99
Health Departments budget is $86,540.
The Brazos Valley Council on Alcohol and
Substance Abuse (BVCASA) has requested
$25,000 from College Station in FY 99. These
funds are used to operate a Straight Talk Hotline to
provide 24 hour routine information and referral to
community resources for individuals with alcohol
and substance abuse problems.
The Retired and Senior Volunteer Program works
as a clearinghouse for volunteer services for non
profit agencies in the Brazos Valley including health
care organizations. $5,000 was included in the FY
99 approved budget for this organization.
Brazos Valley Solid Waste
Management Agency $4,177 ,695
The Brazos Valley Solid Waste Management
Agency (BVSWMA) is a cooperative arrangement
between the Cities 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
Three of the top 20 1998 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 #l 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 second strategic issue
under this vision statement is issue #l 3
Drainage Maintenance. The goal of this issue is
55
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. The third strategic issue is issue
#18 Regional Water/Wastewater Authority.
Staff time will be spent addressing this issue.
The following pages of this section detail the
service levels and perf onnance measures for
the operating divisions in the Health and
Public Safety Vision Statement. Also
included are the budget and position
summaries for each of the divisions.
POLICE DEPARTMENT ADMINISTRATION
Description & Budget Explanation:
This Division is responsible for the administrative .support of all divisions in the Police Department.
The approved budget of $372,806 is 12.42% lower than the FY 98 budget due to the transfer of
personnel to another division.
Budget Summary
Position Summary
Program Name: Administration
FY97
Adual
$437,743
7
FY98
Estimate
$429,595
7
FY 99 Appr.
Bw1gd
$372,806
6
Service Level: To ensure that departmental programs and activities are in line with the
department mission statement, are accomplished within budgetary limitations.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual E.siimate Budm��t
Effuctbren..e_s_s
-Ensure other divisions within the department
meet their performance measures. 90% 100% 100%
Effi.den.c,y
-The department stays within budget overall. 100% 100% 100%
UutRu_t
-Percent of c'"1apters of policy revised annually. 100% 100% 100%
56
POLICE DEPARTMENT UNIFORM PATROL
Description & Budget Explanation:
The Uniform Patrol Division is responsible for providing police patrol and traffic enforcement
duties. The approved budget for the Division of $3,464,338 is 25.35% higher than the FY 98
budget, primarily due to the transfer of the COPP function from Special Services and $382,497 in
service level adjustments. The service level adjustments include: 1) six new patrol officers, two
patrol cars, and related equipment for $334,399 (there is a matching grant of $141,622 which will
offset the personnel costs of the new officers for the next three years}; 2) the final six in-car video
cameras for $19,070; 3) the introduction of a rolling replacement schedule for ballistic vests,
costing $11,000; and 4) $18,028 for equipment (grant funded).
FY97
Actual
Budget Summary $2,317,632
Position Summary 51.5
FY98
Estimatfa
$2,817,125
54
• -The COPP function was moved from Division 48 to this Division.
Program Name: Uniform Patrol
FY 99 Appr.
B..u.dger'.
$3,464,338
63
Service Level: Provide timely initial police services on a 24-hour basis incorporating a community
policy philosophy with an emphasis on problem solving.
Performance Measures:
Efie...ctblen.ess
-Percent of Patrol Officer's time that is
Proactive
Reactive
EfficJe_ncy.
-Average response time on high priority calls.
-Average response time on low priority calls.
-Percentage of total accidents that are alcohol
related.
Qu_tp_u_t
-No. of high priority calls handled.
-No. of low priority calls handled.
-Total number 'of calls handled.
-Number of DWI arrests.
-Number of DUI arrests.
-Number of problems addressed.
-Number of problems resolved.
FY97
Actual
42%
58%
5 min.
14 min.
1.89%
7,064
30,632
37,696
204
N/A
N/A
N/A
57
FY98
Es.iimat_e
40%
60%
6min
15 min
1.95%
7,387
31,493
38,880
210
95
NIA
N/A
FY99 Appr.
Budge_t
48%
52%
5min
14 min
1.90%
7,612
32,452
40,064
215
106
72
54
Program Name: Special Enforcement Section
Service Level: Provide traffic safety services.
Perfonnance Measures:
FY97
Aci.llal
Effecti�erutss
-No. of injuries at high accident locations. 204
_Efficiency
-Annual cost per location for school
crossing guards. $2,955
-Cost per traffic enforcement at high accident $2.75
locations.
O:utl.lllt
-No. of enforcement actions for high accident
locations. 975
-No. of directed traffic patrols performed. 361
.. Based on 4 officers, 1 supervisor, and (9 temporary workers.)
58
FY98 FY 99 Appr.
Es.tima.t� 8.u.dg_Ert
237 210
$2,398 $2,560
$3.14 $3.10
765 810
334 310
POLICE DEPARTMENT CRIMINAL INVESTIGATION �
Description & Budget Explanation:
Th Criminal Investigation Division is responsible for investigation of serious criminal offenses,
provide victim, witness, and suspect interviews, monitor criminal gang activity, and provide narcotic
substance investigations. The Division's approved budget of $959,138 is 32.73% higher than the
FY 98 budget due to personnel transferred into this Division.
Budget Summary
Position Summary
FY97
Actual
$600,269
14
Program Name: Criminal Investigations
FY98
Es.timare
$731,559
14
FY 99 Appr.
Ru_dge_t
$959,138
18
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:
E1le..�tOL.en.e..sJt
- Percent satisfied on customer survey.
-Percent cleared on follow-up cases.
-Percent cleared by arrest.
Effi.cj�_ncy.
-Cost per investigation cleared
(excluding arrest}.
-Cost per investigation cleared by arrest.
Output
-No. of assigned cases.
-No. of cases cleared.
-No. of cases cleared by arrest.
FY97
Adual
59
87.1%
56%
30%
$342
$638
2,489
1,403
751
FY98
Es-1imat__e
92%
60%
32%
$330
$600
2,500
1,650
850
FY 99 Appr.
Budge.t
80%
60%
35%
$330
$600
2,500
1,700
900
POLICE DEPARTMENT
Description & Budget Explanation:
PROFESSIONAL
STANDARDS
The Professional Standards Division recruits, selects and trains sworn and civilian employees;
provides continuing training to employees. It also co!ildUcts internal affairs investigations as assigned
by the Police Chief. The Division's budget of $250,133 is 22.90% lower than the FY 98 budget
due to the transfer of personnel within the Department.
Budget Summary
Position Summary
FY97
Actual
$302,863
5
Program Name: Recruiting & Training
FY98
Estimab�
$329,907
5
FY 99 Appr.
B.udgd
$250,133
3
Service Level: To provide continuing education and training for the enhancement of the
professional skills of current employees.
Performance Measures:
Eflemv�
-Percentage of sworn employees that receive
an average of 80 hours of in-service training
each.
Efflclen_cy
-Cost per training hour.
Q_u_tp_ut
-No. of in-house training hours.
- No. of outside training hours.
FY97
A.c.blal
100%
$14.71
60
5,924
3,295
FY98
Es.ti mat.�
100%
$15.25
5,500
4,200
FY 99 Appr.
B.udg_e_t
100%
$15.16
5,500
4,200
Program Name: Internal Affairs
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:
Effectiv�es_s
- Percentage of external complaints addressed
to the complainants satisfaction.
Effic.ienc_y
-Percentage of complaints processed within
30 days.
o..u.trutt
-Avg. number of annual external complaints.
FY97
A&tu_al
59%
69%
104
61
FY98
Estimat_e
65%
75%
70
FY 99 Appr.
Budget
65%
75%
70
POLICE DEPARTMENT QUARTERMASTER
Description & Budget Explanation:
The Quartermaster Division is responsible for equipment, supplies, and maintenance purchased for
the police department. These duties includes the ordering and dispersal of supply and equipment
items for use by all Department employees and coordinating repairs for Department facilities. The
Division's budget of $320,583 is 2.39% lower than FY 98.
Budget Summary
Position Summary
Program Name: Quartermaster
FY97
A.<a.llaJ
$789,755
8
FY98
...Estima_t_e
$327,158
1
FY99 Appr.
B.u.ds£t
$320,583
0
Service Level: Provide equipment, supplies, and maintenance for the Department.
Performance Measures:
Efie_c:tl\Leiie.s.s
-Percent satisfied on employee survey.
Efficie.n.c_y
-Percent of Supply requests filled within
5 working days.
Q_u_tp�t
- No. of supply requests filled
within 5 working days.
93%
100%
78
62
FY98
...Estima..te
85%
100%
75
FY 99 Appr.
8.wlg�j
90%
100%
75
POLICE DEPARTMENT COMMUNICATIONS I JAIL
Description & Budget Explanation:
The Communications/Jail Division is responsible for police communications and dispatch, provides
safe and secure detention operations, and provides report taking capabilities for low-prioritized calls.
The Division's budget of $933, 177 is 2. 70% lower than the FY 98 budget. The approved budget
includes .one service level adjustment: $3,000 to upgrade the police building's door security system
to Year 2000 compliance.
Budget Summary
Position Summary
FY97
Actual
$805,571
25
FY98
__Estima_re
$974,282
26
Program Name: Public Safety Communications
Service Level: Processing of Police, Fire, and EMS calls for service.
Performance Measures:
FY97 FY98
Ac_tU_al ..E.stimab�
Effectiveness
-Percent satisfied on Citizen Survey. N/A 80%
Effi�ru;.Y.
-Percent of priority 1 police calls dispatched
within 3 minutes. 99% 98%
-Percent of priority 1 fire calls dispatched within
- 1 minute. 97% 97%
0.-.Utn.u.t
-No. of phone calls processed monthly. 19,266 19,550
-Phone calls processed monthly {8a-5p) N/A 9,900
-911 phone calls monthly. 946 940
-Total police incidents monthly. 6,118 6,050
-Total fire incidents monthly. 332 330
63
FY 99 Appr.
B.u.dg£t
$933,177
26
FY 99 Appr.
8-ttdget
80%
96%
96%
20,000
10,000
1,000
6,200
350
Program Name: 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:
FY97 FY98 FY 99 Appr.
A.ctual _.Estimat..e B..udg_e..t
Effectiveo_ess
-Length of time to process arrestees (minutes). 30 30 30
Effici.cmcy.
-Percentage of priority 4 calls handled by PSO's. 8% 9% 9%
OJ.rtp_ut
-No. of reports taken by PSO's monthly. 203 215 225
-No. of prisoners processed monthly. 356 384 390
64
POLICE DEPARTMENT SPECIAL SERVICES
Description & Budget Explanation:
The Special Services Division is responsible for coordination of the Tech-Prep Criminal Justice
Program at A&M Consolidated High School. The Division is responsible for a number of programs
that involve the community, and the public school system, in crir:ne prevention education for our
children and provides animal control services. The Division's approved budget of $441,915 is
24.66% higher than the revised FY 98 budget due to reorganization within the Department.
Budget Summary
Position Summary
FY97
Ac.tual
$260,947
7
• -Divisions 47 & 48 were combined for FY 99.
FY98
Estimate
$354,488
7
Program Name: Tech -Prep Criminal Justice Program
FY 99 Appr.
B.udg� $441,915
8
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:
FY97 FY98 FY 99 Appr.
A.WJ.al EsJjroate B.u.dget
Ellitcti�
-Annual faculty and staff survey approval rating. 98.5% 95.0% 95.0%
EfflcUm.cy
-Avg. cost per student. $231.67 $325.00 $221.00
O_u_tp,.ut
-No. of students in Tech -Prep Criminal Justice
Courses. 158 150 150
-No. of students involved in Criminal Justice
Vocational Industrial Clubs of America. 20 20 20
-No. of at-risk students helped with
mentoring sessions. 350 275 300
-No. of Tech-Prep Criminal Justice classes
taught. 827 720 900
65
Program Name: Drug Abuse Resistance Education (DARE)
Service Level: To provide a quality D.A.R.E. program to students in selected grades in the
C.S.l.S.D. system, for the purpose of educating students of the consequences of
substance use and abuse.
Performance Measures:
FY97 FY98 FY99 Appr.
Actual Estimate B.udge.t
Effectiveness
-Percentage of students in D.A.R.E. program
that scored 70% or higher on written exam. 86% 87% 90%
-Percentage of teachers and administrators that
are satisfied with the quality and success of
D.A.R.E. program. 89% 95% 95%
Efficimcy
-Cost per student. $17.22 $19.36 $27.27
Q.u_tp_ut
-No of students taught in the 5th Grade
curriculum. 533 540 550
-No. of students taught in the 7th Grade
curriculum. 553 560 0
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: FY97 FY98 FY 99 Appr.
&iual Es.timau lludg£.t
Eff ectiY..£D.e..ss
-Percent of on-duty, animal calls responded to
within 15 minutes. 76.1% 75% 70%
-Percentage of citizens satisfied with service. N/A 90% 90%
Efficiency
-Cost per call for service. $17.63 $21.00 $31.46
-Cost per animal handled. $52.81 $50.00 $67.44
Output
-Calls for service per year. 3,260 3,000 3,200
-No. of animals handled per year. 1,720 1,800 1,700
66
POLIGE DEPARTMENT INFORMATION SERVICES
Description & Budget Explanation:
The lnf ormation Services Division is responsible for processing and maintaining police records and
evidence. The Division's approved budget of $230,844 is 2.86% lower than the FY 98 budget.
Budget Summary
Position Summary
FY97
Actu.�1
$206,381
7
Program Name: Information Services
FY98
&iima:t�
$240,447
7
FY99 Appr.
Budget
$230,844
7
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:
FY97 FY98 FY 99 Appr.
A_a_u__al Enimat_� Budgd
Effi?_cti.ven�ss
-Percentage satisfied on annual customer survey. 95.5% 95.5% 95.5%
-Percentage of time that all incoming
records/evidence are processed correctly. 99% 99% 99%
Effi�Le,ru:�
-Percentage of time reports and supplements
received by 9 a.m. are processed by 12 noon. 93% 93% 93%
-Percentage of time all citations are processed
by 3 p.m. the day following the citation. 92% 96.5% 95%
-Number of evidence/property items disposed
during measured month. N/A 193 220
Ou.tp_u__t
-No. of reports processed annually. 13,225 13,228 13,500
-No. of Record Technicians used to process
reports. 4 4 4
-No. of citations processed annually. 21,683 22,894 23,500
-No. of record technicians used to process citations. 1 1 1
-No. of evidence/property items processed
annually. 3,543 3,316 3,500
-No. of evidence/property items disposed
annually. N/A 1,964 2,640
67
FIRE DEPARTMENT ADMINISTRATION
Description & Budget Explanation:
This Division is the administrative a.nd training function of the Fire Department. Duties of the Fire
Department Administration Division include providing general administrative support to the
Department; handling requests for service by citizens and Fire Department employees; and entering
EMS reports into the computer system. The training function is responsible for ensuring that all
Fire Department personnel receive required training. This function keeps the training records of
the department up to date. The approved budget is 24.04% below the FY 98 revised budget. The
reduction is a result of utility expenses being moved to the Divisions that use the respective services.
This break out of costs will permit the Fire Department to more accurately record the cost of
providing specific services. No service level adjustments are included in FY 99 budget.
FY 97 FY 98 FY 99 Appr.
Actual Estimate Rudg_e.t
Budget Summary* $401,147 $381,264 $287,112
Position Summary** 5 4 4
•cost of utilities and related maintenance moved to the Divisions using the respective services .
.. Fire Training Coordinator 1 position moved to Operations.
Program Name: Management Services Support
Service Level: Provide support services to the Fire Department and other City departments.
Performance Measures:
FY97 FY98 FY 99 Appr.
actual Estimab� BJJ.dge_t
EffuJ;ilv_e_o_ess
-Percent approval on satisfaction survey. N/A 91% 95%
-Percent of time pre-established deadlines
for completing reports are met. 98% 98% 98%
Effi_klenc;,y
-Cost per entry of EMS report. $0.24 $0.34 $0.37
-Staff time cost per monthly report. $26 $26.00 $27.00
-No. of employee requests per person. 83 94 100
-No. of citizen requests per person. 187 270 250
Qut(lllt
-No. of EMS reports entered. 1,479 1,113 1,400
-No. of monthly reports produced. 12 12 12
-No. of employee requests. 166 188 200
-No. of citizen request. 344 540 500
68
Program Name: Fire Department Training
Service Level: Fulfill basic certification requirements as per job requirements for Community
Enhancement and Suppression personnel.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual Estianc:tt.-� B.udge.t
Effecti'lenes_s
-Percent of effected employees achieving
necessary certifications. N/A 100% 100%
Effu:.i£n.c_y
-Cost per certification. N/A $430 $650
-Cost per employee. N/A $625 $975
il.u.tP.Qt
-No. of required certifications. N/A 16 12
69
Service Level: Comply with requireq continuing education for Fire Department personnel and
provide cooperative training programs with mutual and automatic aid.
Performance Measures:
Effectiveness
FY97
Actu_al
-Percent of department achieving minimum score
of 70% of all written tests for all minimum conti-
nuing education hours mandated. 100%
Effici_e_n_c�
-Cost per continuing education hour.
-Average training cost per employee.
Outllllt
-No. of mandated training hours.
-No. of interagency training hours.
-Other Training.
-Total no. of training hours.
$2.20
$400.26
4,142
296.5
6,498
13,451.90
FY98
Es.tima.t£
100%
$12.60
$1,360
4,504
396
5,600
10,500
FY 99 Appr.
B.udgfil
100%
$9.71
$1,722
4,446
396
9,350
14,192
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:
Eff.�veQe.ss
-Annual f acuity and staff survey
approval rating.
Elfi.cl.ency
Ou.tllllt
-No. of Students in Tech Prep Fire
Science Courses.
-No. of Students achieving passing
grades in all courses.
-No. of Tech-Prep Fire Science
classes taught.
FY97
Ac.tua.l
70
N/A
N/A
N/A
N/A
N/A
FY98
Es.tim.ate
95%
N/A
67
80%
374
FY 99 Appr.
Budge_t
90%
NIA
100
80%
549
FIRE DEPARTMENT OPERATIONS
Description & Budget Explanation:
The Fire Department Operations Division provides emergency response to fire, EMS, and
hazardous materials incidents. This service will be provided in FY 99 through 4 fire stations
equipped with 7 first line response units including 2 ambulances operating 24 hours a day and 1
ambulance operatir;ig during peak periods and special events. Safety surveys of structures in the
community are also performed by this function to help ensure that fire protection systems will work
properly 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 is 16.39% above the FY 98 revised budget. Part of this increase
is due to the transfer of utility expenses from Fire Administration Division. The other portion of the
increase is a result of two approved service level adjustments for FY 99. $35,000 was proposed
for increased operating expenses of Fire Station #4 at the Easterwood 16.irport which is expected to.
open in Fall 1998. $328,980 was approved to place a third ambulance and crew into service for
peak periods and special events.
FY 97 FY 98 FY 99 Appr.
Actual Estim� Budge.t
Budget Summary $3,517,248 $3,655,092 $4, 190,394
Position Summary* 73 69 72
• Fire Training Coordinator 1 position moved from Administration in FY 98 and 3 personnel for a
third ambulance crew in FY 99.
Program Name: Fire Department Operations
Service Level: Provide prompt effective fire, rescue, EMS, and hazardous materials response
Performance Measures:
FY97 FY98 FY 99 Appr.
A.<;tual EsJima__t_� B.udget
Efle..ctiJLenes�
-Percent time 4 1/2 minute emergency drive time
within College Station with first arriving unit is met 90% 78% 85%
-Percent time Paramedic and advanced life 95% 95% 95%
support services provided with the first unit.
-Percent of survey respondents rating fire
service good or very good. 92% 95% 95%
Efflc_i_e_o_c_y
-Cost per Incident• $853 $887 $948
-Cost per Unit Response* $506 $526 $661
Q.utp_u_t
-No. of incidents responded to 4,056 4,056 3,965
-No. of unit responses 6,842 6,842 5,688
•utility Funds from Administration were calculated into a portion of Operational Costs.
71
FIRE DEPARTMENT FIRE PREVENTION
COMMUNITY ENHANCEMENT
Description & Budget Explanation:
The Rre Prevention/Community Enhancement Division does a number of things related to safety in
preventing fires as w�ll 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 to zoning,
sanitation, drainage, nuisance abatement, and parking related violations. Fire Prevention is
involved in the development process through the inspection of new buildings to ensure compliance
with the fire code. Public safety and education programs are provided to the citizens of College
Station. The approved budget is 7 .80% above the FY 98 revised budget. No service level ' adjustments are included in the FY 99 budget.
Budget Summary
Position Summary .
Program Name: Fire Prevention
FY97
&tu.al
$15,158
0
FY98
Esiimat.e
$409,645
9.0
FY 99 Appr.
Budg_et
$437,960
9.0
Service Level: Provide prompt community development support; and conduct building safety
inspections to ensure code compliance.
Performance Measures:
EffuciliLen.ess
-Percent of surveyed customers rating the
FY97
Actual
fire new inspection service good or very good. 98%
-Percent of time acceptance tests are conducted
within one working day. 98%
-Percent of time new business final inspections are
held within one working day. 100%
-Keep fire losses in commercial businesses to
less than an average of $200,000 per year. $500,000
-Maintain Insurance Services Office rating of 3
as related to building inspections. 3
Efficj_�o_cy
-Time per inspection.
-No. of inspections per month per officer.
-Staff time cost per inspection.
1 hour
30
$13.95
72
FY98 FY 99 Appr.
Estirnat.e Budg�t
98% 98%
98% 98%
100% 100%
$50,000 $200,000
3 3
0.75 hour 1 hour
33 31
$15.00 $19.00
FY97 FY98 FY99 Appr.
Ac_tu_al Es.timat� B_u.dgd
OutP.lli
-No. of visits to construction/renovation sites
in the City (minimum). 2 per week 3 per week 3 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. 40 40 42
-No. of systems tests conducted per year. 77 70 65
-No. of fire safety inspections of businesses. 1,103 800 1,000
-No. of Safety Survey Inspections conducted
by Shift Personnel. 500 90 500
-Major violation follow-up time. 1 day 1 day 1 day
-Minor violation follow-up time. 3 days 3 days 3 days
Service Level: Determine fire cause and origin of all fires responded to by College Station.
Performance Measures:
FY97
&tu_ al
Effectiveness
-Percent of time fire cause and origin are
determined. 98%
Effi.cie.ncy
-Average time spent on fire investigations. 4 hr.
-Average no. of investigations per officer. 9 per year
{lytp_u_t
-No. of fire origin and determination calls
per year. 181
-Percent of investigations on all major fire
hazmat, and code compliance cases within 24 hr. 100%
73
FY98 FY 99 Appr.
Es.tima_t_e lludge_t
99% 99%
2 hr. 4 hr.
2 per year 9 per year
70 150
100% 100%
Service Level: Provide public safety education programs.
Performance Measures:
FY97 FY98 FY99 Appr.
Actual E.stimat.e B.wJgei
Effitdilten.ess
-Percent of class participants satisfied or very
satisfied with public safety education programs. 99% 99% 99%
-Maintain or reduce fire death average per year
based on ten year average. 1 0 0.2
Efficie_n_cy
-Time per class. 1 hr 1 hr 1 hr
-Average Cost per student for fire safety training. $0.52 $1.10 $1.20
U.utlUlt
-No. of participants in fire safety classes. 14,896 9,500 10,000
-No. of fire safety/code compliance classes. 156 130 150
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:
FY97 FY98 FY 99 Appr.
Actu.al E�tima_t_e Budget
Effectiveo.e.s.s
-Percentage of staff time spent on proactive
code enforcement. 25% 25% 27%
-Percent of calls investigated within 48
hours of call. 90% 95% 92%
-Percent of cases resolved within 90 days. 85% 85% 85%
-Percent of cases resolved by voluntary
compliance. 97% 98% 98%
-Percent of cases requiring administrative action. 3% 2% 2%
Efflcie.ncy
-No. of cases resolved per code employee. 4,000 3,000 4,000
-Ratio of fire lane contact to citation issuance. 4 to 1 4 to 1 4 to 1
-Cost per fire lane contact. $2.50 $2.35 $2.40
-Cost per enforcement of parking violations. $2.50 $2.60 $2.45
74
FY97 FY98 FY 99 Appr.
act_ual Es_timam B.wlg�
O.u.t(l.U.t
-Total number of cases. 8,050 •5,500 .. 7,150
-No. of cases resolved. 8,000 5,445 7,078
-No. of proactive cases. 2,012 1,375 1,931
-No. of cases taking 90 days or more. 1,207 110 1,072
-No. of cases resolved by voluntary compliance. 7,760 5,335 6,936
-No. of cases requiring administrative action. 240 110 142
-No. of Weeds & Grass cases. 1,960 1,950 1,900
-No. of Sanitation related cases. 2,890 2,900 2,800
-No. of Junk/abandoned vehicle cases. 240 190 200
-No. of Zoning cases (signs, landscape, land use). 2,040 2,000 1,900
-No. of PITY (parking in the yard) cases. 800 260 200
-No. of Misc. Code enforcement cases. 120 150 150
-No. of public education contacts. 1,000 2,500 3,000
-Patrol fire lanes (days per week). 6 6 6
-Percent of fire lanes marked to ordinance. 100% 100% 100%
-No. of parking citations other than handicap
and fire lane. 4,323 4,970 5,000
-No. of parking lane contacts (per year). 7,800 11,120 11,300
• Number of cases is down in FY 98 due to a code enforcement position being open first six
months of FY 98 due to illness.
•• Number of cases and violations in FY 99 is reduced due to increased public education and
information efforts.
75
WATER FUND WATER OPERATIONS
Description & Budget Explanation:
The Water Division is responsible for the supply and delivery of water. Revenues are expected to be
approximately 4.22% more in FY 99 than FY 98. Approved expenditures are 11.49% higher
than the FY budget. Six different SlAs have been approved for FY 99 for a total cost of
$471,000. The largest of these is the rehabilitation of the water tank at Dowling Road, estimated
to cost $365,000. Two SlAs are reports required by the EPA, a risk management plan costing
$20,000 and a Consumer Confidence Report costing $7,000. One SLA is for the demolition of
the University Pump Station ground storage reservoir. SlAs for equipment include $32,000 for
vibration sensors and $20,000 for flushing hydrants.
Budget Summary
Revenue Summary
Position Summary
FY97
Actual
$2,191,083
$7,357,309
29.5
Program Name: Water Production
fX98
EstimaLe.
$2,843,709
$8,538,511
29.5
FY 99 Appr.
B.udget
$2,975;267
$7,490,200
29.5
Service Level: Provide an economical water supply in adequate quantities to meet or exceed
demand.
Performance Measures:
E{f��tiven.e.s.�
-Maintain Average Costs
(within +/-10% of 0.50/1000 gal.).
Efficien.c.y
-Operations and Maintenance
Cost/1000 gal.
Out(Ult
-Maximum production capacity (MGD).
-Daily avg. demand (MGD).
-Maximum peak demand (MGD).
-Annual system demand (Billion gallons).
FY97
A.d.u.al
$0.38
$0.19
17.0
8.1
16.1
2.966
76
FY98
E.stiro.ale
$0.31
$0.14
17.0
8.8
16.1
3.23
FY 99 Appr.
B_udgej
$0.33
$0.12
17.0
9.2
16.5
3.39
WASTEWATER FUND WASTEWATER OPERATIONS
Description & Budget Explanation:
The Wastewater Division is responsible for the collection and treatment of wastewater in the City.
Revenues for FY 99 are projected to be 0.84% higher than the FY 98 revised budget and
expenditures are approximately 3.56% above the revised FY 98 budget. Four different SLAs have
been approved for FY 99. $75,000 has been proposecl for maintenance on two of the City's
clarifiers. SLAs for equipment include $51,500 for a new tracked excavator, $20,000 for a sewer
line camera system, and $11, 700 for the purchase of three wastewater flow monitors.
FY97 FY98 FY 99 Appr.
Artual E&iimaLe Ru_dget
Budget Summary $2,262,664 $2,437,574 $2,635,286
Revenue Summary $6,429,329 $6,833,648 $6,741,550
Position Summary 38 38 38
Program Name: Wastewater Treatment
Service Level: Provide safe and effective wastewater treatment while maintaining compliance
with all State and Federal regulations regarding wastewater treatment and OSHA
safety requirements.
Performance Measures:
FY97 FY98 FY 99 Appr.
Acbtal Estimate. Bu.dget
E&.ctl�s
-Maintain Average Costs
(within+/-10% of 0.70/1,000gal.). $0.70 $0.73 $0.67
Efficiency.
-Operations and Maintenance $0.55 $0.59 $0.54
Costs/1000 gal.
OJ.ltt>..llt
-Maximum Treatment Capacity (MGD). 10 10 10
-Daily Average Flow (MGD). 6.3 6.1 6.3
-Maximum Peak Flow (MGD). 10.5 10.6 10.6
-Annual System Flow (Billions). 2.30 2.23 2.30
77
PUBLIC WORKS SANITATION
Description & Budget Explanation:
The Sanitation Division is responsible for the collection of all municipal refuse, recycling, and
commercial refuse. The Division's approved budget of $3,050,382 is 4.23% higher than the
adjusted FY 98 budg�t. Included in the FY 99 budget is the transfer of street sweeping duties from
the Streets Maintenance Division and $236, 190 in four service level adjustments: 1) a new rear
end loader cab and crew for residential brush/bulky item collection, $176,090; 2) adding r�cycling
for four-plexes, $35,100; 3) new roll-off containers, $15,000; and 4) a recycling honors program,
$10,000.
Budget Summary
Revenue Summary
Position Summary
FY97
Actual
$2,606,851
$3,818,282
29.5
Program Name: Residential Collection
FY98
Esiim.ate
$2,903,621
$3,775,133
28.5
FY99 Appr.
Budg.e.t
.$3,050,382
$3,670,400
31.5
Service Level: Provide residential solid waste collection to College Station citizens.
Performance Measures:
Efle_cti.\Leness
-Percentage of missed collection reports
per week.
Eificlfro..cy
-No. of man hours per ton of household
garbage.
-No. of man hours per ton of bulky waste.
-No. of man hours per ton of Clean Green.
-Cost per ton of household garbage.
-Cost per ton of bulky waste.
-Cost per ton of Clean Green.
-Residential monthly rate.
Qutp_Qt
-No. of household tons collected.
-No. of bulky waste tons collected.
-No of Clean Green tons collected.
FY97
ActQal
0.27%
0.59
5.22
4.58
$59.86
$161.68
$263.78
$11.20
8,413
2,390
1,361
78
FY98
Estimate
0.30%
0.61
3.46
4.89
$67.96
$165.94
$286.13
$11.20
8,100
2,400
1,275
FY 99 Appr.
llu.dgeJ
1%
0.60
3.23
4.16
$67.69
$161.05
$254.58
$10.20
8,300
2,575
1,500
Program Name: Residential Recycling
Service Level: Provide residential recycling collection to College Station citizens.
Performance Measures:
Efie_m\Len.e.s.s
-Percentage of Residential Municipal Solid
Waste (MSW) diverted annually.
-Participation rate
E.ffickru::.Y.
-Cost per ton, Recycling.
-Revenue per ton, Recycling.
-Net cost per ton, Recycling
(cost-revenues-avoided disposal costs).
Outp_ut
-No. of tons collected -Recycling.
-Avoided landfill costs.
FY97
Actual
19.3%
64.5%
$233.21
$20.30
$178.34
989
$34,193
Program Name: Commercial Collection
FY98
Estimate
22%
67%
$227.91
$25.92
$203.82
1,080
$23,220
FY99 Appr.
lludgej
24%
68%
$226.60
$26.08
$179.01
1,150
$24,725
Service Level: Provide sanitation service to College Station businesses and apartments.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual Estimate B_u.dgeJ
EJlectlv_en.e..s.s
-Percentage of missed collection reports. 0.39% 0.27% 1%
-Percentage of customers satisfied with service. 97% 98% 97%
Effu:i_ency
-Labor-hours per ton. 0.48 0.30 0.29
-Cost per ton. $47.33 $49.49 $49.53
Outp.ut
-No. of tons collected. 23,897 24,720 25,215
79
PUBLIC WORKS DRAINAGE MAINTENANCE
Description & Budget Explanation:
The Drainage Maintenance Division is responsible for the care and maintenance of the drainage
ways throughout the City. The Division's budget of $286,524 is 4.96% lower than the FY 98
budget. The approved budget fo� this Division includes two service level adjustments: 1) a .3/4 ton
pickup, $25,750; and 2).additional drainage maintenance materials, $10,000.
Budget Summary
Position Summary
FY97
Actual
$152,974
4
Program Name: Drainage Maintenance
FY98
Estimate
$317,212
4
FY 99 Appr.
Budget
$286,524
4
Service Level: Provide a drainage maintenance program that keeps the storm carrying capacity of
the system adequate in College Station.
Performance Measures:
Eff.e._cti�.s
-Cost per capita per year for flood damage
to structures (target not to exceed $2.00).
Efficiency
-Cost per mile of right of way mowing.
-Cost per mile of herbicide.
-Cost per mile of creek cleaning.
0...utput
- No. of miles_of right of way mowing.
-No. of miles of herbicide.
-No. of miles of creek cleaned.
FY97
Actu.al
$0.00
$107
$0.46
$72.58
420.3
421
17.88
80
FY98
Ewm�
$0.00
$107
$0.46
$72.58
420.3
421
17.88
FY 99 Appr.
llu..dg_et
$0.00
$107
$0.46
$72.58
420.3
421
17.88
4. EDUCATION/INFORMATION $877,445
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
20%
6% y •
Bu"' Ub<0<y �
Library-Operations $649,391
Library services are provided in College Station
through an agreement with the City of Bryan Library
system where a branch of that library operates in
College Station. ln March 1998, the College Station
library moved into a newly constructed building
funded through the 1995 General Obligation Bond
Authorization. This was necessary due to the
inadequacy of the lease space previously occupied by
the library. The FY 99 budget includes the following
SLA's: $20,000 to open the library for an
additional 6 hours per week; and $291,348 to pay
for books and other miscellaneous equipment and
furniture which has been funded entirely through
local donations.
Orrulation
240,000 .-------------�
180,000 .
120,000
60,000
0 '--'-''-'-..L......L'--L-'-L.-l._._.J-'-t-.......... -'--l
93 94 95 96 97
The above graph illustrates the circulation of volumes
at the branch library.
81
Library
74%
Public Relations and Marketing $178,054
The Public Relations and Marketing division is
another part of the provision of information services
in College Station. This service provides timely,
factual, and understandable information to College
Station households and to the news media. Press
releases and news articles are examples of ways
information about the City is provided to the
community. One of the newest means of providing
information has been through the establishment of a
"Home Page" on the internet. This internet site has
proven to be a valuable resource for the community.
The webpage allows people with computer internet
access to obtain information about the City.
The FY 99 approved budget includes one service
level adjustment enabling the Public Relations and
Marketing division to improve these services.
$25,000 has been approved to allow for the
distribution of bond election public information.
Other Education/Information $50,000
Expenditures
$50,000 has been included in the approved FY 99
budget for the George Bush Presidential Library.
The City of College Station has contributed
$150,000 over the past three years for the
completion and operations of the library. The library
has drawn a large number of tourists to College
Station following its opening in November 1997. It
continues to provide significant educational
opportunities for visitors and members of the
community.
Strategic Issues
One of the top 20 1998 Strategic Issues address the
Education/Information Vision Statement. Issue #19
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.
82
OFFICE OF TECH. AND
INFORMATION SERVICES
Description & Budget Explanation:
LIBRARY SERVICES
This division is responsible for library services for Brazos County. The FY 99 budget is $649,391,
a 7. 51 % increase in expenditures over the FY 98 revised budget. This is primarily due to an SLA
for $20,000 to open the library an additional 6 hours per week.
Budget Summary
Position Summary•
FY97
Actual
$407,545
0.0
FY98
Estimate
$585,992
0.0
FY 99 Appr.
llu.dg_et
$649,391
0.0
• The Library is operated through a contract with the City of Bryan, all Library staff are employed
by the City of Bryan.
Program Name: Library Services
Service Level: Provide a helpful, friendly, customer oriented library service to Brazos County
residents.
Performance Measures:
FY97 FY98 FY99 Appr.
A.ct.u.al E_s.timate Budgej
EflEt.�S
- % satisfaction level of high or very high 69% 83% 80%
on biannual customer survey
-Percent of users who rate library collection as
satisfactory or very satisfactory. N/A N/A 80%
-Collection Turn over Rate 3.7 3.2 3.2
Effi�le_n_�y
-Collection per staff 4,470 3,214 3,928
-Library Cost per Capita $6.39 $9.51 $9.83
-Circulation per Capita 2.6 2.8 3.1
O.utp_u_t
-Circulation 160,000 180,000 200,000
-Collection size 38,000 45,000 55,000
-Reference Transactions 11,000 11,000 12,000
-Number of Library Visitors 95,000 100,000 110,000
83
GENERAL
GOVERNMENT
Description & Budget Explanation:
PUBLIC REIATIONS
&MARKETING
The Public Relations and Marketing Division is responsible for providing information to the public
and the media in a timely and accurate way and for providing assistance to departments in
developing marketing strategies and campaigns. Additionally, this division is responsible for
supporting and assisting with community relations events and activities. FY 99's adopted budget is
19.3% higher than the FY 98 revised budget. This increase is mostly due to a SLA for $25,000
that will pay for the cost of advertising a bond election.
Budget Summary
Position Summary
FY97
A.dual
$125,129
2
Program Name: Public Information Function
FY98
Es.timale
$142,243
1
FY 99 Appr.
�
$178,.054
1
Service Level: Provide factual, timely, and understandable information to College Station
households and the local news media.
Performance Measures:
E_fle_cti'l..eQ�ss
-Percent satisfied on household survey.
-Percent of media satisfied on survey.
Efficienql
-Avg. cost of providing public information
per message.
Q.utpJ.lt
-Total number of messages sent
FY97
Acblal
69%
100%
$.025
3,097,032
84
FY98
Estima�
64%
100%
$.017
4,629,376
FY99 Appr.
B.udgJat
80%
90%
$.022
4,000,000
Program Name: Marketing/ Advertising/Special Events function
Service Level: Provide marketing, advertising, and special event support to all departments as
requested.
Performance Measures:
Efle..c.ti�n.e.sli
-Percent satisfied on departmental
support survey
Effic_ie.ru;_y
-Average # of persons attending
special events
QutpJ.lt
-No. of marketing/advertising projects
annually
-No. of special events annually
-No. of persons attending annually
FY97
Act.llal
91%
40
8
12
500
FY98
�_tima.te
86%
450*
12
10
4,110·
FY99 Appr.
Elttdg_e..t
85%
50
10
12
600
• Includes G. Bush Library opening with estimated attendance of 3000 -not a typical-sized event
for this department.
85
We're Committed
To Excellence
86
5. QUALITY SERVICE $9,268,546
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 is a good steward of the its revenues. Within the College Station City
organization are many areas that provide support to those departments that provide key services to the
citizens. These internal services include General Government, Rscal Services, Technology and Information
Services, and Fleet Services. Quality Service helps ensure that the front line service providers can provide
the best possible service at the lowest possible cost.
APPROPRIATIONS -QUALITY SERVICE
GEN. PUB.
GOVT.
16%
FLEET
SERV.
WORKS 3%
10%
FACIL.
MAINT. VTIL.
9% BILLING 13%
Fiscal Services $1,893,979
The Fiscal Services Department provides Fiscal
Administration, Accounting, Purchasing, Risk
Management, and Budget services to the rest of the
City organization. It also oversees the operations of
the Municipal Court. Fiscal Services Administration
oversees the other areas of the Department and
handles cash and debt issues for the City. Fiscal
Services ensures all funds are invested prudently.
The Accounting and Purchasing activities work
closely together to ensure that purchases are made
and recorded properly following all rules and
guidelines. 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.
1998 Operational Improvements
Accounting and Purchasing haue automated the
following actiuities for more efficient seruices:
Distribution of interest income; Reporting of
employee injuries to the Texas Worker's
Compensation Commission; Forwarding of child
support checks; Reporting of insurance claims;
and Standardization of the bid process.
Municipal Court collects the fines and fees for the
City. In FY 97 the City Council approved making
the Municipal Court Judge a full time position. This
87
ASCAL
SERV.
20%
29%
has allowed more cases to be heard by the Court,
and allows for a quicker disposition of cases
requiring a judge. In FY 99, a service level
adjustment of $30,500 was approved to increase
overtime for police officers conducting warrant
investigation. This will increase revenues by an
estimated $105,000 a year by increasing fine
collections.
The Office of Management and Budget prepares,
monitors and reviews the annual budget. The office
is also responsible for providing management and
organization review services to City departments.
Several organization studies and reviews were
conducted in FY 98 that have resulted in improved
work processes and service provisions. Efforts will
continue in this area to ensure all work processes
are continually reviewed and improved.
Average Number of Cases Filed Monthly
2,000 ::::; L.l
93 94 95
IB Parking 1 OState Law
[Traffic I
' O City Ordinance 96 97
The above chart illustrates the monthly average
number of cases filed in the Municipal Court
Average Number of Cases Set for
Court (Monthly)
1.oool
500
0
1993 1994 1995 1996 1997
The above chart demonstrates the increasing case
load for Municipal Court.
Office of Technology and $2,572,132
Information Services
The Office of Technology and Information Services
provides a number of internal services to the City
organization. Among the services provided are: 1)
Radio and telephone communications; 2) Integrated
Data Services including computer technology at the
micro computer to mid range computer level and
geographic information services; 3) Printing and
mail services; 4) Utility customer service through the
metering, billing and collection of utility revenues.
The Department manages the franchise agreements
the City of College Station has with
telecommunication, cable and natural gas providers
in the community.
As technology has grown in recent years so has the
use of technology by the City. As a result, the need
to have high quality service in the computer and
communication areas has grown.
The adopted budget for FY 99 includes a ·number of
service level increases. In the administrative
function there are funds budgeted to pay for the
following SLA's: $15,330 for utilities on the new
Utility Customer Services building; $36,361 for
computer hardware/software to be used for a
"paperless" council; and $10,000 for a centralized
customer services survey to obtain citizen's feedback
on how they wish to access customer service in the
various departments.
1998 Operational Improvements
The Office of Technology and Information
Services increased the interactive features of the
City's Internet home page. Now citizens are able
to access City Council minutes, send
applications, report crimes, etc.
Integrated Data Services has several service level
adjustments for FY 99. Geographic Information
88
Services (GIS) budgeted $30,200 for the addition of
6 high speed computers and related training to
increase the speed and utilization of GIS internally.
Management Information Services (MIS) had several
SLA's authorized, including: $25,850 for
maintenance on the Customer Information Services
system; $62,000 to upgrade the Microsoft desktop
software to a single user's license; $25,000 for
training on the work order system included in the
new Customer Information Services system;
$36,866 for the addition of 1 Micro Computer
Specialist for the mobile data communications; and
$55,000 to make the network servers fault tolerant.
::: 1
300 -
200
1 00 -•
0
95
Personal Computers
96 97 98
The above chart illustrates the growing number of
personal computers in the city.
In FY 98, the Print/Mail and Communications
functions became internal service funds. Print/Mail
is responsible for providing printing and mail
services to departments in the City. Print/Mail has
an approved SLA of $21,824 for a new postage
machine. The Communications activity is
responsible for the maintenance of the telephone,
radio, and other communications systems used by
the City of College Station. The following SLA's
are in the Communications FY 99 budget:
$43,600 for a 24 hour City Hall phone system;
$ 7, 000 to upgrade the telephone Meridian mail
software for year 2000 compliance; $41,000 for
the maintenance of the fiber optic switch
equipment; and $19, 970 to replace the five-year
old paging transmitter. Most of the funds for the
postage machine, 24 hour City Hall, and the
paging transmitter are budgeted in the Equipment
Replacement Fund.
1998 Operational Improvements
MIS made the following improvements for 1998:
1) Moved the Public Safety system to the GIS
midrange computer in order to reconfigure Public
Safety computers with no downtime.2) Saved
$10,000 upgrading a test UNIX computer to test
for year 2000 compliance instead of leasing
midrange computers.
Utility Billing $1,243,359
Utility Billing is responsible for the metering, billing,
and collection of electric, water, waste water,
sanitation, and the drainage utility fees. Utility
Billing has several service level adjustments in the
Meter Reading activity center. $11,600 was
transferred to Meter Reading from Billing
Collections in combination with new funds of
$23,253 for an approved SLA of $34,853 to add
one Meter Reader position, related.supplies, and
extra temporary/seasonal and overtime funds. The
following SLA's are also included: $1,600 to
upgrade a regular cab pickup truck to an extended
cab and $54,800 for replacement of the Itron
Meter Reading equipment which will increase the
speed and accuracy of services.
Utility Bills Mailed
93 94 95 96 97
The above chart demonstrates the steady growth in
the number of annual utility bills mailed by Utility
Billing.
1998 Operational Improvements
Utility Billing changed the way bank drafts are
sent, resulting in significant cost savings. The
automation and encoding of the drafts saves
Utility Billing approximately $325 per month.
Fleet Services $960,282
The City of College Station has a fleet of over 400
vehicles and heavy equipment used to provide
better services to the citizens of College Station.
Nearly every service provider in the City depends
on having a reliable fleet of vehicles to provide
services. These include Police and Fire services,
Solid Waste Collection, Public Utilities, and many
others. The Fleet Services Division manages the
fleet and performs preventive maintenance and
vehicle repair.
Facilities Maintenance $870,338
The Facilities Maintenance function provides
support services to the front line departments
through the upkeep and maintenance of City
facilities. This includes all City buildings and
equipment such as air conditioning units.
89
Additionally, Facilities Maintenance performs some
minor building construction and remodeling
activities. The Division also manages facility repair
funds that have been included in the budget
in recent years. This ensures that facilities and
equipment are repaired and replaced in a timely
manner to avoid higher repair costs that would
otherwise occur.
The Facilities Maintenance budget includes
maintenance costs for a number of buildings that
will either come on line in the coming year, or
whose warranties will expire during the same time.
These buildings include the new Utility Customer
Service building, which will cost $18,860; the
Business Center, for $2,400; Fire Station #l, for
$8,500; the Patricia Street Promenade, for
$2,200; and the new Library, for $13,600.
Facilities Maintenance is also upgrading a 1/2 ton
pickup in the fleet replacement schedule for next
year to a 3/4 ton in order to safely tow their
scissors lift. The upgrade will cost $8,000.
1111 �f�l��-.��1---,-,--.-t ��:���
97 98 99
EST. PROP.
ll.mml11 OF WORK ORDERS
-+-SQ. FOOTAGE
The above chart illustrates that an emphasis on
preventative maintenance has kept the numbers of
work orders stable while square footage maintained
continues to increase.
Public Works Administration $271,240
This is the administrative division of the Public
Works Department which includes Streets,
Drainage, Fleet, Traffic, and Solid Waste Collection.
Because the other activities of this Department have
been split among a number of vision statements,
Quality Service was the most appropriate place to
put this activity. Public Works Administration is the
primary customer contact point for these activities.
General Government $1,457,216
Several administrative activities are included in the
General Government Department which are
described below. This discussion does not include
Public Relations/Marketing which is included in
Vision Statement 114 Education/Information.
The Mayor /Council activity is accounted for in this
Department. The City Secretary's Office is
responsible for elections, records management, City
Council support and other activities. A service level
adjustment for $18,000 to pay for the expenses
associated with the bond election was approved.
The City Manager's Office is responsible for the day
to day operations of the City, and for providing
recommendations on current and future issues to
the City Council. Another key support area for the
service providers in the organization is the Legal
Office. The Legal Office provides legal services and
support to the City Council and the City staff.
The Human Resources Department is responsible
for helping hire and retain the most suitable
candidates for jobs. Human Resources provides
training activities, and administers the
compensation and benefits program in the City.
1998 Operational Improvements
Human Resources has computerized the tracking
of the following: employees on family medical
leave, employee attendance, and the training
records used to calculate skills based pay. This
change improves the ability to accurately track
information about employees.
Strategic Issues
Seven of the top 20 1998 City Council strategic
issues are under the Quality Service Vision
Statement. The first is #9 -Streamline
Development Process. This issue is being
addressed through a team examining ways to
improve the quality of development services
provided to the City's customers. Work processes,
along with processes designed to facilitate
development, are being examined in College
Station to determine if there are areas where
improvements can be made.
The second issue under this vision statement is #10
-Volunteer Program. The goal of this issue is to
develop a pilot volunteer program that will use
community groups, community service workers,
senior citizens, youth, college students, and
interested others to use City resources more
effectively and efficiently. City staff will be
organizing this program in FY 99.
The third issue is #14 -Centralized Customer
Service Function. The goal of this issue is to
evaluate and implement processes, methods, and
technologies that improve citizens access to
90
customer service. This issue is being addressed
through a Service Level Adjustment for a
centralized customer service survey. This survey
seeks citizen feedback to determine how different
segments of the population wish to access city
services.
The fourth issue is #15 -a "Paperless" Council.
There are several objectives in this issue including
the following: Re-evaluation of the current Council
agenda packet contents to determine level of detail
desired; Reduction of the volume of paper currently
required to assemble the Council agenda packets;
and the implementation of technologies that
enhance access and streamline the delivery of
Council agenda packet information. A service level
adjustment was approved to purchased hardware
and software to address this issue.
The fifth issue under this vision statement is #16 -
Regionalism. The goal of this issue is to facilitate
the development of effective plans and service
delivery through the use of regional approaches and
regional cooperation. The objectives of this issue
include the following: the development of a vehicle
for discussion of planning and service issues on a
regional basis; the increase of staff support devoted
to the effort; and the initiation of action on high
priority regional issues.
The sixth issue is #l 7-the City Hall Center.
This issue's goal is the development of a detailed
implementation strategy for a new municipal
complex with consolidated facilities. This will be
achieved through the utilization of the City's
facilities study, comprehensive plan
recommendations, and ClP committee
recommendations.
The last issue addressed in the Quality Service
vision statement is #20 -CIP /Cemetery. The
goal of this issue is to develop a process and
implement developing a list of capital projects that
will be presented to the City Council and ultimately
to the voters for action as a bond election. The
City will be issuing public information concerning
this issue prior to the bond election.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Quality Service
Vision Statement. Also included are the
budget and position summaries for each of
the divisions.
FISCAL SERVICES ADMINISTRATION
Description & Budget Explanation:
The Fiscal Services Administration Division assists departments in delivering services ,through
effective financial management. This is done through the review of financial aspects of contracts,
and administration of the finance, accounting, purchasing, risk management, office of management
and budget, and municipal court functions. Cash and debt management is also performed by this
office. The Division's approved budget is $261,441, a 63.4% increase in expenditures over the FY
98 revised budget. This is a result of two factors: the costs arising from the appraisal district were
previously budgeted in the accounting activity center; and an increase in salaries due to the filling of
a vacant position.
Budget Summary
Position Summary
FY97
Actual
$136,876
3.0
Program Name: Fiscal Services -Information
FY98
Es.timat.e
$145,015
3.0
FY 99 Appr.
Ru.dgeJ:
$261,441
3.0
Service Level: Provide accurate and timely information to the council and staff for use in
planning, setting goals, and monitoring programs.
Performance Measures:
Efle_ctiJL�
-Annual internal/external survey of
satisfaction rate.
Efficiency
-Percentage of all contracts reviewed within
2 working days of receipt.•
-Percentage of reports completed within 20
working days of the end of the period.
Qu.tp_ut
-No. of contracts reviewed annually.
-No. of quarterly reports.
FY97
A.c_tual
67%
95%
80%
185
2
FY98
E_s_tima..t_e.
75%
85%
80%
245
4
FY 99 Appr.
6udgeJ:
80%
90%
85%
250
4
*The increase in review time is due to a change in the procedure for routing. As they come into
our office if anything is missing from the package the contract is held until the originating
department brings all necessary documents; only then is it allowed to be signed and leaves our
office.
91
Program Name; Fiscal Services -Operations
Service Level: Administer cash and debt operations of City through management of cash flows,
investments, and payments.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual Esiim� Bu.dg._e.t
Eff.e.ctiveness
-Portfolio rate of return as a percentage of
similarly weighted average maturity treasury
notes. 100 % 100% 100%
Effici.ency,
-Percentage of available cash invested. 98% 98% 98%
Q.u_tllllt
-Annual dollar amount of interest earned. $3,537,206 $3,850,000 $4,800,000
-Provide monthly market-to-market report. 6 12 12
92
FISCAL SERVICES ACCOUNTING
Description & Budget Explanation:
The Accounting Division is responsible for processing, recording, and reporting all financial
transactions of the City. The FY 99 approved budget is $544,310, a 12A% decrease over the FY
98 revised budget. This is primarily due to the transfer of the costs arising from the appraisal
district to the Fiscal Services Administration Division. ·
Budget Summary
Position Summary
Program Name: Accounting
FY97
Actt.tal
$590,070
11
FY98
Estimate
$621,427
11
FY 99 Appr.
lludg_e_t
$544,310
11
Service Level: Provide accurate, useful and timely information to external and internal customers.
Performance Measures:
Efkctiv_e.n.ess
-Receive the Certificate of Achievement for
Excellence in Fin. Reporting from GFOA
for the Comprehensive Annual Financial
Report.
-Receive an unqualified audit opinion from
external auditors.
-Satisfaction rate on annual customer survey.
Effic�ACY
-Percentage of month-end transactions
recorded by the 10th business day of each
month.
-Submit CAFR to GFOA by March 31.
Q..utp_u_t
-No. of month-end transactions recorded
by the 10th business day of each month.
FY97
Actual
93
Yes
Yes
89%
75%
Yes
255
FY98
Estimat.e
Yes
Yes
85%
85%
Yes
220
FY 99 Appr.
llttdg�_t
Yes
Yes
85%
85%
Yes
220
Service Level: Process and record all financial transactions for the City in an accurate.
efficient, and timely manner.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual Estimate B.u.dgd
Effe_ctiy_eness
-Percentage of vendor invoices paid within
30 days of invoice date. 88% 85% 85%
-Receive an unqualified audit opinion from
external auditors. Yes Yes Yes
-Satisfaction rate on annual customer survey. 89% 85% 85%
-Percentage of completed general ledger
reconciliations and updates within 30 days
of the period close date. 85% 85% 85%
-Ratio of correcting journal entry transactions
to total journal entry transactions. 0.7% 0.7% <1%
Efficjency
-No. of A/P transactions per person. 23,962 26,238 28,731
-No. of journal entry transactions per person. 109,950 109,000 109,000
-Admin. cost per A/P transaction. $2.90 $2.75 $2.52
-Admin. cost per A/P check. $5.05 $5.72 $5.39
-Admin. cost per vendor invoice. $8.32 $4.19 $4.08
-No. of payroll checks per person/dollar
amount per check. 11,009/$2.53 11,000/$3.68 11,000/$3.69
-Accounts receivable collection rate. 60% 85% 85%
-No. of billing transactions per person/dollar
amount per transaction. 14,386/$1.69 14,530/$1.11 14,675/$1.11
-No. of cash receipts per person/dollar
cost per transaction. 34,646/$0.67 37,222/$2.35 39,991/$2.20
-No. of reconciliations per person. 224 200 200
O.utrtut
-No. of A/P transactions. 47,923 52,476 57,461
-No. of journal entry transactions. 219,900 218,000 218,000
-No. of correcting journal entry transactions. 1,637 1,100 1,000
-No. of A/P checks. 23,711 25,240 26,868
-No. of vendor invoices paid. 33,396 34,424 35,484
-No. of payroll checks. 22,017 22,000 22,000
-Amounts collected. $3, 191,006 $4,180,164 $4,250,000
-No. of billing transactions. 14,386 14,530 14,675
-No. of cash receipt transactions. 34,646 37,222 39,991
-No. of general ledger reconciliations. 447 430 430
94
FISCAL SERVICES PURCHASING
Description & Budget Explanatfon:
The Purchasing Division assists City departments in acquiring .qualfty products and services in an
�fficient manner and at favorable prices. purchasing also maintains open co'inmunication with City
departmei;its and vendors. The i'lpproved FY 99 budget is $211,875, a 0.85% increase as
compafod to the FY 98 revised budget.
Budget Summary
Position Summary
Program Name: Purchasing
FY97
Actual
$198,604
4.5
FY98
Estim,ate
$210,087
4.5
FY 99 Appr.
B.udget
$211,875
4.5
Service Level: Acquire quality goods and services in a timely and efficient manner within legal
parameters for continued City operations.
Performance Measures:
FY97 FY98 FY 99 Appr.
A._c_t_u_al E.s.ilm.aLe B..udg_e..t
Effuctiveness
-Satisfaction percentage on annual survey
of departments. 90% 89.3% 90%
-Satisfaction percentage on annual vendor
survey. 90% 90% 90%
-Percentage of total expenditures done though
cooperative purchasing agreements. 9.3% 10.3% 10%
-Percentage of City's purchase transactions
processed through field purchase orders. 93% 94.1% 93.5%
-Percentage of City's dollars handled through
the purchasing department. 91.4% 92% 91.5%
-Percentage of total dollars utilizing blanket
contracts. 12% 10% 11%
-Percentage of active suppliers accounting for
90% of City expenditures. 15.7% 15.9% 16%
Effu:_Hro_cy
-Average cost per purchase order. $118 $108 $115
95
Performance Measures:
FY97 FY98 FY99 Appr.
Actual Esfuna._� �
Outp.ut
-Total dollar value of all City purchases. $25,310,000 $25,000,000 $25,000,000
-Number of cooperative agreements in
which the City participates. 8 8 10
-Number of FPO's processed by departments. 22,882 23,000 24,000
-Dollar value of P.0.'s processed by
Purchasing staff. $23,137,657 $23,000,000 $23,500,000
-Number of the following purchasing activities:
one-time bids 38 59 60
annual bids 16 22 30
formal contracts/agreements 195 145 175
-Total number of suppliers. 6,585 6,582 6,600
-Total number of active suppliers 1,819 1,615 1,650
Service Level: Effectively and efficiently manage and dispose of surplus assets to obtain the
greatest value for the City.
Performance Measures:
FY97 FY98 FY99 Appr.
A�tua�l Estimare llu..dg_e_t
Effe..c.tiY...e.aes..s
-Percentage of all surplus disposed within 6
months. 80% 75% 100%
Effidency
-Recovery percentage on surplus property. 30% 20% 25%
-Percentage of original value of heavy equipment
and vehicles recovered through disposal methods. 20% 20% 20%
frut1mt
-Net amount received after expenses of disposition. N/A $85,000 $75,000
96
Service Level: Manage warehouse inventory acquisition effectively and efficiently at
favorable prices for continued City operations.
Performance Measures:
FY97
&:tu.al
Efie_m'\Le��
-Average number of turnover levels of inventory
items. 2
Efficl.e.n_cy
-Percentage value of blanket orders for inventory
items.
OJUP.Ui
-Dollar amount of blanket orders placed
against inventory items.
68%
$880,000
97
FY98 FY 99 Appr.
Estimate Eludge.t
1.8 1.9
40% 65%
$480,000 $800,000
FISCAL SERVICES RISK MANAGEMENT
Description & Budget Explanation:
The Risk Management Division is responsible for providing programs that minimize the City's
exposure to physical and financial loss. The Division resolves claims filed against the City and has
programs established to reduce potential claims to the City. These programs include safety classes
and inspections. The FY 99 approved budget is $109, 191, a 1.1 % increase in expenditures over
the FY 98 revised budget.
Budget Summary
Position Summary
FY97
Actual
$107,758
2
Program Name: Risk Management
FY98
Estimate
$107,987
2
FY 99 Appr.
Budget
$109,191
2
Service Level: Resolve claims filed against the City in a consistent and expedient manner.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual EsJ.lmate llu .. dg�t
Efk..�ene_ss
-Percentage of satisfied survey claimants. N/A 85% 85%
-Percentage of claims filed against the City
resolved without litigation. 99% 95% 95%
Effu;_ie�y
-Cost per claim filed. $160 177 158
-Number of claims reviewed. 466 450 485
Qutput
-Total number of claims filed. 466 550 550
98
Service Level: Reduce total number and dollar amount of claims filed through monitoring and
mitigation programs.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual EsiimaL� Bwlg_et
Efle_c;:ti\[£fl._�S.S
-Percentage of third party losses that are
subrogated. 100% 100% 100%
-Percentage of funds that are recovered. 96% 85% 85%
Efficiency.
-Cost per property casualty claim review $74 $125 $95
-Cost per workers comp claim review $244 $198 $227
O.utp_.u.t
-Total dollars recovered. $35,198 $20,000 $20,000
-Total compensation dollars saved. $11,731 $15,000 $15,000
99
FISCAL SERVICES
Description & Budget Explanation:
OFFICE OF MANAGEMENT
AND BUDGET
The Office of Management and Budget is responsible for the preparation, monitoring and review of
the annual budget. The budget works to ensure the overall policy goals of the City are reflected in
the way funds are allocated and spent. The Division also involves review of expenditures to
determine whether the overall policy goals were met. The off ice is responsible for ongoing
organizational review. The ongoing organizational review involves the development and monitoring
of service levels and performance measures. It also involves the ongoing review and improvement
of City processes through the continuous improvement program. In FY 99 the Office of
Management and Budget moved into the Fiscal Services Department to more efficiently and
effectively manage its.operations. The F¥ 99 approved budget is $287,677, a 4% increase over
the FY 98 revised budget.
Budget Summary
Position Summary
FY97
actual
$260,545
5.5
FY98
Es.fun ate
$266,534
5.5
FY 99 Appr.
-8.udget $287,677
5.5
Program Name: Budget Preparation, Monitoring and Review
Service Level: Prepare, monitor and review all aspects of the annual budget.
Performance Measures:
Effe_ctiveness
-Percent of annual actual expenditures of
budget.
-Percent of respondents satisfied or very
satisfied with services provided by Budget
Office.
EffU:ieJlcy
-Cost per budget adjustment.
-Time per budget adjustment.
-Time per budget analysis project.
Output
-No. of budget and contingency transfers
processed.
-No. of budget amendments processed.
-No. of budget analysis reviews completed.
FY97
A ctn al
99%
67%
$54.70
LOO
4 days 2 days
45
2 25
FY98
Estimate
99%
71%
$50.00 4 days 2 days
50
1 30
FY 99 Appr.
_Budg_e.t
99%
80%
$50.00 3 days
2 days
54
1 30
Program Name: Organization Review and Improvement
Service Level: Conduct organizational reviews to improve the performance of the organization.
Performance Measures:
FY97 FY98 FY 99 Appr.
&tu.al Es.timate .JliLdg�..t
Effu.ctiveness
-Percent of departments surveyed satisfied 80% 82% 85%
or very satisfied with organizational review.
-Percent of organizational reviews conducted
resulting in marked improvement in process. 90% 90% °90%
Efficiency
-Cost per review conducted. $7,278 $6,160 $7,000
-Percent of review cost covered by cost savings 40% 75% 75%
or new revenues.
0..utP.U.t
-No. of organization reviews conducted. 2 2 2
-No. of process improvement teams. 10 2 4
-Dollar amount of actual savings generated $50,000 $75,000 $100,000
through organization reviews.
LOI
FISCAL SERVICES MU.NICIPAL COURT
Desctiption & Budget Explanation:
Municipal Court provides a competent court system with quality service tlilrough the utilization of
effective and efficient operating procedures. This year's approvec:I l:>udget is $479,485, an 6.9%
decrease over the FY 98 year�end estimate. The budget includes a .service level adjustment of
$30,500 for an increase in police .ov�_rtime for warrant investigation. The decrease in expenditures
is primarily due to the transfer of th� Teen Court Administrator into the City Manager activity
center. Revenues for the FY 99 approved budget of $1,477,400 repre?ent a decrease of 8.0%
from the FY 98 budget projection. This decrease in c:luk to an overestimati0n of revenues in FY '
98. The FY 99 revenues also include h05,000 generated from an SLA lo ,increase police ;
overtime for warrant investigation.
Budg�t Summary
Revenue Summary
Position Summary
FY97
A.c.tual
$403,307
$1,230,912
10.5
Program Name: Case Maintenance
FY98
Estimate
$509;951
$1,,316,900
11.5
FY99 Appr.
Budget
$479,485
$1,477,400
11.0
Service Level: Provide quality service while providing the City with administration for cases filed
for enforcement of Class C misdemeanors.
Performance Measures:
Effu.cti'l..en.e.s.s
-Percentage of non-parking citations
entered within 24 hours of being filed
in the court.
-Percentage of parking citations entered
within 24 hours of being filed in the court.
Efficl.e.n..c_y
-No. of non parking citations entered
per worker hour.
-No. of parking citations entered
per worker hour.
0..utn.ut
-No. of non parking citations filed monthly.
-No. of parking citations filed monthly.
FY97
A.du.al
102
100%
100%
25
30
1,800
600
FY98
Es.ti.male
100%
100%
25
50
1800
188
FY 99 Appr.
B.udge.t
100%
100%
30
50
2,000
200
Program Name: Case Information/Processing
Service Level: Provide public with accurate information regarding their dealings with the court.
Performance Measures:
FY97 FY98 FY 99 Appr.
actual Esiimat� Budget
E�s�
-Percentage of payments processed within
24 hours received through the mail. 97% 98% 98%
-Percentage of cash bonds received from the
jail processed by noon of the same day. 99% 99% 99%
Efficienc..y
-No. of payments processed by mail
per worker hour. 10 12 12
-No. of cash bonds, received from the jail,
processed per worker hour. 1.5 3 3
Output
-No. of monthly cash bonds received from
jail on a monthly basis. 70 80 80
-No. of pieces of mail received on a monthly basis. 880 800 800
103
Program Name: Hearing Process
Service Level: Maintain effective and efficient court procedures in order to earn a high level of
public confidence.
Performance Measures:
FY97 FY98 FY 99 Appr.
AdJ.tal Es..timat.e B.udge_t
Efiectiye_ness
-Percentage of contested hearings cases set for
hearing within 60 days of request. 85% 90% 95%
-Percentage of case paperwork prepared with
notification to all parties ready at least 3 weeks
prior to trial. 80% 85% 90%
Efficiency
-No. of contested cases set for hearing
per worker hour. 2.5 4 4
Output
-No. of contested cases set per month. 200 200 200
-No. of summons issued per month. 280 80 90
-No. of subpoenas issued per month. 350 30 40
104
OFFICE OF TECH. AND
INFORMATION SERVICES
Description & Budget Explanation:
ADMINISTRATION
This Division is responsible for administrative support of the Office of Technology and Information
Services (OTIS). The OTIS Administration Division also serves as the primary point of contact for
the MIS division through the Action Center. The FY 99 approved budget is $370,364, a 23.8%
increase over the FY 98 revised budget. This is primarily due to the following SLA's: $15,330 for
the utilities on the new Utility Customer Service building; $10,000 for the centralized customer
service SLA; and $35,361 for the hardware and software for a "paperless" Council.
Budget Summary
Position Summary
FY97
Actual
$293,911
6
FY98
Es.timat£
$299,085
6
FY 99 Appr.
llu.dg_e.t
$370,364
6
Program Name: Office of Tech. and Info. Services Action Center
Service Level: Coordinate Administration, MIS/GIS, Communication service request and provide
administrative support to the Office of Technology and Information Systems.
Performance Measures:
FY97 FY98 FY 99 Appr.
A.cb�al E..s_timaLe. Budg�t
Eff.ecliY_en_�
-Percent satisfied on customer service survey. 86.02% 86% 85%
Effl�l�QC.Y
-No. of Communication requests per
staff member (3). N/A 40 70
-No. of MIS/GIS requests per
staff member (3). 905.4 900 900
-No. of Field Purchase Orders ( FPO)
per staff member (3). 635.4 700 700
Qu_tp_u.t
-No. of Communication requests processed. N/A 120 210
-No. of MIS/GIS requests processed. 3,030 2,700 2,700
-No. of Field Purchase Orders (FPO) processed. 2,153 2,100 2,100
105
"''
OFFICE OF TECH. AND
INFO .. SERVICES
Description & Budget Explanation:
INTEGRATED
DATA SERVICES
The Integrated Data Services Division is responsible for the maintenance of the City's
microcomputers, mid range computers, and networks. The Division is also responsible for the
development and maintenance of the Geographic Information System (GIS). The FY 99 approved
budget is $1,429,453, a 4.36% increase over the FY 98 revised budget. The approved budget
includes funds from the transfer of one position from GIS and the following SLA's: $25,850 for
the maintenance of the Customer Information Services(CIS) system; $62,000 to upgrade the
Microsoft desktop software to a single user's license; $25,000 for training on the work order
system included in the CIS system; $36,866 for the addition of 1 Micro Computer Specialist; and
$55,000 to make the network servers fault tolerant. The small decrease in the budget despite the
approved SLA's is due to approximately $170,000 in savings from the purchase and maintenance
of computer hardware/software.
Budget Summary
Position Summary
FY97
Actual
$934,246
13.0
FY98
Estimate
$1,369,725
12.0
Program Name: Management Information Systems -MIS
FY 99 Appr.
�
$1,429,453
14.0
Service Level: Provide professional and helpful customer service to City computer end users.
Performance Measures: FY97 FY98 FY 99 Appr.
Actu_al EsJimate ..B.u_dg_e_t
Efie_c_ti\[.eness
-Percent satisfied on bi-annual customer survey. 80% 82% 80%
-Problem resolution/repair of computer systems:
-percent within one business day N/A 91% 80%
-no. of service/repair calls N/A 4,000 5,000
-percent of service calls for priority one
-applications closed with 4 hours N/A 94% 99%
Efficienc_y
-Public Safety Dispatch System up-time
7days/week, 24 hrs./day. 99.9% 99.8% 99.9%
-Midrange systems and wide area networks
up-time, 5days/week, 9hrs./day. 99.44% 98.43% 98%
-Cost per hour of midrange up-time. $30.84 $43.81 39.29
-Cost per hour of Wide Area Network up-time. $11.25 $11.09 10.68
-Cost per work order hour for midrange. $50.51 $61.76 31.62
-Cost per work order hour for WAN. $27.55 $34.93 28.49
Qutp_ut
-No. of hrs. of up-time for midrange systems. 21,053 17,440 17,796
-No. of hrs. of up-time for WAN Servers 30,783 28,386 44,628
-Total hrs. spent on midrange work orders. 7,093 7,750 9,912
-Total hrs. spent on Wide Area work orders. 7,655 8,625 9,912
106
OFFICE OF :.FECH .. AND
j'
INFO .. SERVICES
GEOGRAPHIC
INFORMATION
SYSTEMS
Description & Budget Explanation:
This Division ·is responsible.for the development and maintenance of the Geographic Information
System (GIS).. The FY 99 approved budget is.$136,228, a 15.5% decrease over th.e FY 98
revised budget. The FY 99 approved budget includes a:s·ervice level adjustment for the addition of
6 high speed computers anid the related training to increase the speed and utiliiation of GIS
internally. The decrease in. expenditures is due to the transfer of one position ihto the Management
Information Services Division.
Budget Summary
Position Summary
. fY,97
_·Actu�I
$152,834
3.5
FY98
E_s�timaLe
$161,290
2.5
Program Name: Geographical Information Service -GIS
FY 99 Appr.
Bu.dg� . $136,228
2.5
Service Level: Design, implement, provide, and maintain up-to-date, geographically accurate and
complete coverage's with associated attribute information for all City departments.
Performance Measures:
FY97 FY98 FY 99 Appr.
A.c.tu.al E_s.i:im.a..t_e. Ilu.dg�
Eff.e._ciw.n.e.s.s
-Percent satisfied on customer survey. 93% 74% 80%
E.ffi�c».
-Percentage of coverage's completed. 33% 30% 35%
Q..u.tru!t
-No. of maps produced. 1,333 1,200 1,500
107
OFFICE OF TECH. AND
INFORMATION SERVICES
Description & Budget Explanation:
PRINT I MAIL
The Print/Mail Division is responsible for the delivery of intewffice and external mail received at
City Hall and the 13 offsite locations. The Division is also responsible for in-house printing/graphics
and sign and banner production. The FY 99 approved budget is $239,385, a 51.6% increase over
the FY 98 revised budget. This primarily is due to the inclusion of funds to pay for the rental of the
copiers in City Hall.
Budget Summary
Position Summary
FY97
AWlal
$149,846
5.0
Program Name: Print/Mail Division
FY98
Es.ti.mate
$228,462
5.0
FY99 Appr.
Budget
$239,385
5.0
Service Level: Provide professional and helpful customer service to City staff requiring printing
and design needs, signs and banners, mail delivery.
Performance Measures:
FY97 FY98 FY 99 Appr.
A.du.al Es.timate Elu.dgd
Effectivene.s.s
-Percent satisfied on bi-annual, customer survey. 96% 96% 90%
Efficien�y
-Percent of incoming mail delivered
within 24 hrs. 100% 99% 99%
-Percent of print work orders completed
within 5 days. 96% 96% 95%
-No. of annual print work orders per staff. 835 900 900
OW11.ut
-No. of printing services work orders. 2,504 2,700 2,700
-No. of pieces of outgoing mail (w/o utility bills). 183,621 175,000 175,000
108
OFFICE OF TECH. AND
INFORMATION SERVICES
Description & Budget Explanation:
COMMUNICATION
SERVICES
The Communications Division is responsible for maintaining the City's telecommunications
infrastructure, including the telephone and radio systems. These systems are crucial to areas
including Public Safety, Public Utilities, and Public Works. The FY 99 approved budget is
$396, 702, a 8.3% decrease as compared to the FY 98 revised budget. This is due to the removal
of one-time expenditures. Included in the approved budget are the following SLA's: $7,600 for
the advertisement and maintenance of the 24 Hour City Hall; $7,000 to upgrade the telephone
Meridian mail software for 2000 compliance; and $41,000 to maintain the fiber optic switch
equipment.
Budget Summary
Position Summary
Program Name: Communications
FY97
Actual
$257,746
5
FY98
Estimate
$370,335
5
FY 99 Appr.
Budget
$396,702
5
Service Level: Provide professional and helpful customer service to City staff requiring phone,
radio, and cable needs.
Performance Measures: FY97 FY98 FY 99 Appr.
A�tllal Es_ ti mate 8.u.dge.t
Efie_ctiY_(ill££5
-Percent of emergency work orders responded
to within 2 hours. 100% 99% 98%
-Percent of routine work orders
responded to within one business day. 97% 97% 90%
-Percent satisfied on survey. 91% 90% 90%
Efflcieru:y
-No. of work orders per staff annually. 285 300 250
Uutp_u_t
-Total number of work orders. 1,426 1,500 1,250
109
OFFICE OF TECH. AND
INFORMATION SERVICES
Description & Budget Explanation:
UTILITY BILLING
The Utility Billing Division is responsible for connecting and disconnecting water and electric meters, reading meters and providing billing and collection services for the City to all customers of electric, water, sewer, sanitation and drainage services. The FY 99 approved budget is
$1,243,359, a 6.9% increase over the FY 98 revised budget. The approved budget includes the
following SlA's: $34,853 for the addition of 1 Meter Reader position, their related supplies, and
extra temporary/ seasonal and overtime funds; $1,600 to upgrade a regular cab pick up to an
extended cab; and $54,800 for replacement of the Itron Meter Reading equipment. $11,600 is approved to be moved from the Billing Collections activity center to partially fund the extra
temporary/seasonal and overtime salaries in the Meter Reading activity center.
Budget Summary
Position Summary
FY97
Actual
$1,081,029
29.5
Program Name: Utility Customer Service
FY98
Es.tima1e
$1,162,651
29.5
FY 99 Appr.
B.u.d��
$1,243,359
30.0
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:
Efle_m\T_e_n_e.s�s
-Percent satisfied on customer survey.
Efficieoc.y
FY97
Actual
80%
-No. of customers per day per walk-up employee. 70
-Annual number of processed bills per employee. 14,910
-Cost per bill. 3.63
-Percent of bad debt expense annually. 0.43%
Outp_u_t
-No. of incoming calls. -No. of bills annually.
-No. of payments. -No. of walk-up customers. -No. of service orders.
66,846
298,207
287,681
52,064
45,203
110
FY98
Esiimate
87%
50
15200
3.69
0.46%
69,000
304,000
292,000
53,000
48,000
FY 99 Appr.
lludge.t
80%
55
15500
3.70
0.46%
71,000
310,000
298,000
54,000
50,000
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:
FY97 FY98 FY99 Appr.
ArtuaJ Estimate �
Eff_�
-Same day service percentage. 99.9% 99.9% 99.9%
-No. of electric meters checked and
resealed annually. 25% 10% 25%
-Read accuracy percentage. 99.98% 99.96% 99.98%
Effi.ci.e�
-No. of completed service orders per person. 13,510 13,900 14,150
-No. of completed routine checks of electric
meters per person annually. 730 740 800
-No. of meters read daily, per person. 379 388 400
-Cost per meter read. $0.24 $0.25 $0.27
Output
-No. of service orders completed. 27,019 27,800 28,600
-No. of meters/readings checked out. 1,459 1480 1500
-No. of theft/tampering incidents discovered. 11 12 12
-No. of utility payments taken in field. 259 350 375
-No. of meters read annually. 425,027 435,000 448,000
l 11
PUBLIC WORKS FLEET SERVICES
Description & Budget Explanation:
The Fleet Maintenance Division is responsible for the care and maintenance of all vehicles and
equipment in the City fleet. The Division's approved budget of $960,282 is 2.1 % higher than the
FY 98 adjusted budget.
Budget Summary
Position Summary
Program Name : Fleet Services
FY97
A_d_ual
$959,430
15
FY98
Estimate
$946,342 15
FY 99 Appr.
Bwlgej $960,282
15
Service level: Provide prompt, reliable maintenance service at cost effective rates.
Performance Measures:
FY97 FY98 FY 99 Appr.
A_<;lital Esiimak B_tidgcl
Eff£.ktiJLene.s..s.
-Vehicle downtime. 2.39% 5% 5%
-Percent satisfied on customer service survey. 90% 85% 90%
Elfkie.nky
-Cost per preventative maintenance (cars) $25 $25 $25
-Percent of repairs requiring rework. 1% 1% 1%
-Mechanic efficiency percentage. 71% 67% 70%
frutJUlt
-No. of vehicles per mechanic. 47 47 47
-No. of hours logged to work orders. 14,377 12,080 13,000
-Shop rate per hour. $38.33 $40 $40
112
' "' PUBLIC WORKS FACILITIES MAINTENANCE
Description & Budget Explanation:
The Facilities Maintenance Div.ision is responsible for the maintenance of the City's office spaces
and buildings. The Division�s approved budget of $870,338 is 6.2% higher thian.the FY '98·budget.
This increase is primarily due tq six service level adjustments: 1) maintenance on the Business
Center, $2,400; 4) mainten�mce on Fire Station #l, $8,500; 3) maintenancEi on Notj:hgate
projects, $2,200; 4) maintenance on the new Libracy, $13,600; 5) maintenance for si� months on
the Utility Customer Service' b�ifdifig, $18,800; and 6) an upgrade of a replcicement l/2 ton
pickup to 3/4 ton in order to safely tow the scissors lift and trailer, $8,000. ' ·'
. . . .
Budg�t Summary· Position Summary
FY97
AciJ.Lal
$686,7.58
; 6
Program Name: Facilities Maintenance
FY98
E.s.timate
$819,554
6
FY99 Appr.
B.udg�.
$870,338
6
Service Level: Maintain clean, safe, and comfortable working environment for City employees,
customers, and citizens.
Performance Measures: FY97 FY98 FY 99 Appr.
A&iu.al EslimaLe B_u_dg_e.t
Effu..ctlv_en.e.ss
-Percent satisfied on customer survey. 92% 87% 90%
EJfici_e��
-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 10% 15%
-Work orders per employee. 380 400 375
-Total direct cost/sq. ft. of all maintained facilities $2.73 $ 3.00 $3.00
-Custodial cost per sq. ft. $1.87 $ 1.25 $1.30
Q..u._tp_ttt
-No. of work orders annually. 2,100 2,200 2,100
-Total no. of labor hours to work orders. 6,002 7,500 7,000
-No. of labor hours to preventative maintenance. 610 400 400
-No. of labor hours to maintenance projects. 3,395 3,200 3,200
-No. of labor hours to emergency repairs. N/A 800 800
"Average response time to emergency repairs" probably averages 2 hours or less but present work
order system only allows time to be entered in days.
The "Custodial cost per square foot" for FY 98 is too high. Actual cost is Janitors contract
($ 119,264), plus chemical and paper good supply cost ($ 24,000) divided by square footage
maintained(114,400) equals $ 1.25 a square foot.
113
PUBLIC WORKS ADMINISTRATION
Description & Budget Explanation:
The Public Works Administration Division serves as the primary customer contact point, and
provides administrative support, for the nine divisions of the Public Works Department. The
Division's approved budget of $271,240 is 7.32% higher than the FY 98 budget.
Budget Summary
Position Summary
Program Name: Administration
FY97
Actual
$250,651
5
FY98
Estimate
$252,746
5
FY99 Appr.
8-udget $271,240
5
Service Level: Provide prompt and reliable service to our customers both internal and external.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual Estimate BmlIDrt
Efi�c:.fuLe_o_e_s_s
-Percent of internal customers satisfied
on customer survey. 99% NIA 95%
Effic.i�y
-No. of output items per support staff. 3,500 2,875 3,500
0Jttn.ut
-No. of purchase requests submitted annually. 1,700 1,500 1,700
-No. of work orders assigned annually. 12,000 11,000 12,000
-No. of quarterly reports annually. 8 4 4
114
GENERAL GOVERNMENT CITY SECRETARY
Description & Budget Explanation:
The qty ,Secretary's Office is responsible for elections, records management, permanent records
maintenance, City Council support, citizen c9mmittees, and vital statistics. The approved budget is
7% higher than the FY 98 revised budget due to an approved SL.A for $18,000. The funds will be
us.ed te pay for the costs associated with a bond election.
Budget Summary
Position Summary
Program Name: Council Support
FY97
Adu.al
$149,084
3.5
FY98
Estimate
$166,027
3.5
FY99 Appr.
Budg.et
$177,658
3.5
Service Level: Provide coordination and timely administrative support to the Council and Mayor.
Performance Measures:
FY97 FY99 FY 99 Appr.
A.ci.ual Es.timat..e B.J.Ldg_et
Effem�-�
-Percent of Council satisfied on coordination
and administrative functions. NIA 90% 90%
Effici�oc.,y
-No. of staff hours per packet. 52 50 50
Outp...ut
-No. of Council meeting agendas prepared. 66 44 62
-No. of Council packets prepared. 52 53 58
115
Program Name: Public Records and Information
Service Level: To maintain and provide public information in an efficient manner.
Performance Measures:
Effu_tiveness
-Percent of customers satisfied on
annual customer survey.
Efficle.ncy
- No. of records processed per staff member.
-Time per birth record request processed.
-Time per general record request processed.
0utRu_t
FY97
Aciual
98%
1,950
10 minutes
30 minutes
-No. of birth certificates from hospitals. 875
-No. Birth certificate requests processed. 650
- No. of requests for ordinances and general
information processed. 537
-No. of sets of Council Meeting minutes processed. 50
116
FY98 FY 99 Appr.
Es.tima.te ...B_u_dg_et
98% 98%
1,723 1,800
10 minutes 10 minutes
30 minutes 30 minutes
800 750
650 675
600 650
62 68
GENERAL GOVERNMENT
Description & Budget Explanation:
CITY MANAGER'S
OFFICE
The City Manager's Of fo::e is re·sponsible for. the day to day administration of the City and for
providing the City Council with recommendations on current and future issues.· This is achieved by
providing timely, complete and accurate information to the City Council. It.also i0v0lves providing
the overall management philosophy and direction t<i> the organization. The approved budget is
22.8% above the FY 98 revised budget due to budgeted salary increases and the addition of the
teen court program.
Budget Summary
Position Summary
'
Program Name: Administration
FY98
J::stimated
$353,385
4
FY 99 Appr.
.lludge.t
$433,840
4
Service Level: Facilitate communication between the Council, citizens, and staff on City related
matters.
GENERAL GOVERNMENT LEGAL
Description & Budget Explanation:
The Legal Division is responsible for providing legal services to the City Council and to the City
staff. Legal advice as to the best position for the City, contract writing, and litigation are some of
the activities performed by the legal staff. The City Attorney's Office actively enforces ordinances
as directed by the City Council, acquires real estate for easements, and handles real estate
transactions. The FY 99 approved budget of $463,984 is approximately 2% less than the FY 98
revised budget.
Budget Summary
Position Summary
FY97
ac.mat
$425,793
8
Program Name: Legal Department
FY98
Es.tJma..te
$473,340
8
FY 99 Appr .
..Rudge.t
$463,984
8
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.
117
GENERAL GOVERNMENT HUMAN RESOURCES
Description & Budget Explanation:
The Human Resources Division is responsible for helping hire and retain the most suitable
candidate, within available resources, for each position, providing the City with a highly motivated,
well trained and efficient staff. The areas of selection and recruitment, employment, benefits,
compensation, training and development, and employee relations are administered by Human
Resources. The Division's approved budget of $311,082 is 1.3% higher than the FY 98 revised
budget.
Budget Summary
Position Summary
FY97
A.au al
$288,617
6
Program Name: Training/ Development
FY98
Es-timat£
$307,022
6
FY 99 Appr�
8.u.dget
$311,082
.6
Service Level: Provide training and communication to City staff to develop quality service delivery.
Performance Measures:
Efie..ciilumes.s
-Satisfaction rate from training participants.
-Satisfaction rate from managers of
training participants.
Efficie�
-Total cost of in-house training per employee.
-Cost per employees participating.
-No. of development hours per program.
Outn.ut
-Total contact training hours.
-No. of employees participating in training.
-Total training programs completed.
FY97
A.c_tual
95%
90%
$26.40
$14.17
4
4,965
1144
31
118
FY98
Es.timate
95%
95%
$14.00
$25.00
7
4,000
700
25
FY 99 Appr.
Ru_dg_e..t
95%
95%
$20.00
$25.00
6
5,000
800
25
Program Name: Compensation and Benefits
Service Level: Provide a competitive, quality benefit and compensation plan.
Performance Measures:
E_ffe_ctll!_e.n..e.ss.
-(Benefits) Percentage within standard dollar
FY97
Actual
amount for claims per employee. -10%
-Percentage of employees satisfied with claims
handling. 83%
-Percentage of Health providers satisfied with
claims processing. 90%
Effici�nc_y
-Insurance claims cost per employee.
(recent data for 1997 shows this number
at $327.00 and not $250.00) $254.88
-Administration costs per claim (based on
number of claims filed.) $11.34
-Insurance claims cost per employee on optional
plan. $8.32
Q.utp_ut
- No. of insurance claims processed. 7,547
119
FY98
&.timaL�
+8%
80%
90%
$356.00
9.50
$25.00
10,478
FY99 Appr.
8..udg_et
+/-5%
85%
90%
$300.0
$15.00
$25.00
9,500
Program Name: Recruitment and Selection
Service Level: Provide an adequate number of applicants for a department filling an open
position in a timely manner.
Performance Measures:
FY97 FY98 FY 99 Appr.
A._ctu_al EsJimate 8.udgcl
Effucilv..e�ss
-Percent of open positions reposted.
(due to inadequate pool) 6% 6% 5%
-Percent turnover for tested positions (during
probationary period). 0.03% .02% 1%
-Annual Turnover Rate non-tested positions
(during probationary period). 0.02% .05% 3%
-Percentage of open jobs requested
posted within 24 hrs. 100% 100% 100%
-Percentage of time completed applications
are available on the closing day of the posted
job. 98% 97% 98%
Efficien.cy
-Percentage of posted jobs that were tested. 23% 25% 25%
-Percentage of promotional jobs that were tested
compared to all internal promotions. 13% 18% 20%
-No. of applications received per posted position. 21 15 20
!lutn.ut
-No. of applications processed. 2,950 2,600 2,400
-No. of posted jobs that were tested. 22 24 20
-No. of promotional jobs that were tested. 9 10 15
120
6. CULTURAL ARTS $209,029
Citizens benefit from availability and development of visual and
performing arts.
Cultural Arts are provided in a number of 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 $209,029
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) ArtiFacts publication; and 7) Arts in
Public Places.
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.
During FY 98, the Arts Council funded the First
Annual Outdoor Sculpture Project. This public art
program placed outdoor sculpture at three sites in
College Station over a nine month period. An
approved increase of $20,000 in the FY 99 budget
will permit the Arts Council to continue with the
program and to purchase a piece of the art for
permanent display.
121
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.
CULTURAL ARTS
Description & Budget Explanation:
ARTS COUNCIL
OF BRAZOS VALLEY
The Arts Council of Brazos· Valley conducts a continuing program of development, introduction,
presentation, encouragement, and promotion of the arts in College Station by increasing the 1
availability, performance, execution, and exhibition of all major·art forms. The FY 99 approved
budget is $209,029 which is 14%-above the approved FY 98 budget. The approved increase will
permit the Arts Council to continue with the public art program begun in FY 98 and enable them to
purchase a piece of the art for permanent display.
College Station Budget Summary
Arts Council Position Summacy
FY97
Actual
$170,000
3
FY98
B.t.tdget
$184,000
3
FY 99 Appr.
...B.wlgd $209,029
3
Program Name: Annual Grant, Mini Grant and Scholarship Program
Service Lev el: To provide funding for arts related activities to non-profit organizations and
individuals.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actu.al E.s..th:nat� ..B.t.tdg�J;
Efle..c..tiv_e_ae..s_s
-No. of organizations completing
Grant evaluations. 27 25 30
-No. of people served by Arts Council
of Brazos Valley. 78,500 110,000 115,000
-Increase in the number of scholarship
requests. 8% 100% 100%
-Percentage increase in funding. 14% 0% 20%
-Increase in C. Monroe scholarship $500 $500 $1,000
-College Fine Arts scholarships $1,000 $2,500 $2,500
Effi.dcm.cy
-Percentage of requests funded by Annual
Grant Program. 90% 90% 100%
-Amount of funds provided by Mini Grant
Program. $3,500 $3,000 $3,000
-Amount of funds in Mini Grant remaining. $0 $0 N/A
-Percentage of requests funded by
College Fine Arts Scholarship. • $1,000 $2,500 $3,000
O.utp..ut
-No. of Carolyn Munroe Scholarships. 1 1 1
-No. of College Fine Arts Scholarships. 2 5 4
-No. of organizations receiving Annual Grants. 18 20 20
-Amount in Annual Grants. $69,500 $71,000 $100,000
-No. of Mini Grants approved. 5 7 10
• The Summer Study scholarships were reorganized in FY 97 and are now the College Fine Arts
scholarships.
122
Program Name: Administrative and Information Services
Service Level: To provide information, administrative support, coordination and assistance to
groups, organizations and individuals.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual Emmate .Budgtj
Efie.cfuLen_e£�
-Annual percentage increase of
information requests. 20% 10% 10%
-Monthly circulation of artiFACTS. 20,000 20,000 22,000
Efficle.ncy
-No. of phone daily phone calls
requesting information about programs
and services. 50 55 75
-No. of artiFACTS newsletters. 300,000 240,000 249,000
-Cost per newsletter. $0.05 $0.04 $0.04
-Amount of staff time needed
to complete calendar. 5 hrs/wk 5 hrs/wk 8 hrs/wk
-No. of activities on monthly calendar. 35 35 40
-No. of local and area media carriers receiving
calendars. 57 59 60
-No. of Art Spots aired daily on KAMU-FM.
reaching approximately 25,000 per airing 3 3 5
fru_tp..ut
-No. of telephone requests for information. 12,528 12,500 20,000
-No. of newsletters. 12 12 12
-No. of newsletters in circulation. 20,000 20,000 20,000
-No. of artFAX sent to hotels and motels. 50 50 50
-No. of hotels and motels. 20 21 21
-No. of calendars. 12 12 12
-No. of activities promoted on calendars. 400 420 420
-No. of Art Spots recorded. 180 240 240
-No. of group promotional spots. 22 22 22
-No. of tickets sold (October -June). 7,500 7,500 7,500
-No. of organizations represented. 6 8 8
123
Program Name: Programs (Local Color Gallery and Art classes)
Service Level: To provide educational, entertainment and exhibition programs and services in the
visual and performing arts to the community.
Performance Measures:
FY97 FY98 FY99Appr.
Adi.ta! Es.timat_e ..B.udge_t
Effru:tiJ.!£0�
-Annual percentage increase in visitors. 41% 15% 20%
-No. of areas of service, procedures and quality
rated HIGH. 100% 100% N/A
Efficiency
-Avg. sales per artist. $640 $475 $500
-No. of visitors per day. 20 20 50
OutllJ..lt
-No. of Gallery visitors. 5,000 6,000 6,000
-Amount in Local Color sales. $40,000 $45,000 $45,000
124
7. EMPLOYMENT /PROSPERITY $43,815,578
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 are also promoted
through the activities of the Convention and Visitors Bureau and the Brazos Valley Sports Foundation.
APPROPRIATIONS -EMPLOYMENT /PROSPERITY
Comm. Dev. ED Activities Northgate
CVB+BVSF Fund 5% 8% E & CD
2% 10% 1%
Economic and Community $651,375
Development
The Economic and Community Development
Department is responsible for coordinating
economic development activities in College Station.
These activities include marketing the Business
Center in College Station as well as the rest of the
City for new business activity. The department
director serves as the staff liaison to the Economic
Development Corporation. The only service level
adjustment approved in FY 99 is an SLA in the
amount of $18,315 to develop a comprehensive
business plan for the City.
Community Development Fund $4,430,781
The Community Development division helps
provide low cost housing and other public
assistance through community development block
grant funds from the federal government. These
funds are used to assist low to moderate income
residents of College Station. Assistance is provided
in areas including housing, public agency funding,
public facility improvements, and economic
development. Community Development grants
for FY99 include $1, 179,000 in CDBG funds,
$498,000 in HOME funds, and $20,000 in
program income. $406,000 has also been
appropriated from the Cedar Creek Project. In
addition to these funds, there is expected to be
125
Electric CIP
16%
EDC
0%
$2,327,781 in unexpended funds from previous
years' grants available for community needs.
Economic Development $170,000
Corporation
The Economic Development Corporation is a joint
agency funded by the Cities of Bryan, College
Station, and Brazos County. The EDC promotes
the Brazos County region for economic
development prospects. In FY 99 the EDC has
received $10,000 over their FY 98 budget for a
total of $170,000.
Economic Development
Activities
$2,367,791
A number of Economic Development activities are
approved in the FY 99 budget. Phases II and Ill of
the College Station Business Center are budgeted
to be built in FY 99. $844,164 has also been
budgeted for economic development incentives for
FY 99.
Northgate $3,460,000
Northgate is the oldest commercial district in
College Station. It has a number of churches and a
residential area as well. The revitalization of the
Northgate area has been a top priority in recent
years. It is hoped these efforts in Northgate will
have a positive effect on the businesses in the area
and will encourage additional redevelopment in the
area over time. In FY 99, $3,000,000 is budgeted
for the construction of a parking garage in
Northgate. The remaining $3,310,000 will be
spent in future years. The Cherry Street Project is
$460,000 of the $525,000 approved in the FY 99
budget.
Electric Department $24,911,324
The Electric Department is responsible for
providing cost efficient and reliable electric service
to the citizens, businesses, and institutions in
College Station. 8ectric service is critical to the
ability to encourage new employment and
prosperity in the City.
The approved FY 99 Electric Department budget
includes service level adjustments totaling
$323,000. The largest Service Level Adjustment,
$135,000, will be spent on a strategic plan to
allow the Electric Utility to meet the competitive
market expected in the near future. This is very
important, considering that a large portion of city
revenues come from electric sales. Other service
level increases include $113,000 for various
equipment that will better enable the electric
division to provide quality service. Additionally,
$7,000 will be· spent to fund a state mandated
program wherein local residents call a statewide
number before they begin digging around electrical
lines. The state then informs the city of the various
request so they may mark the locations. Another
$15,000 will be spent in facility improvements for
the warehouse division.
Comparison of Purchased Power
(cents/kWH)
5 ----------------------------·.
I �--·······················
� L--�=-=":S:: ·= 2 ---·----····---------------.
0 1---t
94 95 96 97 98
1 --cs .---J l
ll---APPA I
-I
The graph above compares the American Public
Power Association's average power cost with the
average price paid by the City. The last two years
show that the City has reduced its cost below the
average APPA cost.
Electric -CIP $7,081,047
While many Electric capital projects are funded
from current revenues, others require the use of
electric revenue bonds. Approximately $7 million
is approved for electric capital projects from both
current revenues and electric revenue bonds. The
approved electric capital projects include routine
service and system extensions due to new
development in the community and residential and
thoroughfare street lighting. $1, 104,000 has been
approved for underground capacity improvement.
Funds in the amount of $515,000 are approved
for electric service extension to the Business
Center. $1,645,000 is included in the FY 99
approved budget for the construction of the new
customer information services building. This facility
is expected to be completed in the spring of 1999.
In addition, $1,390,000 has been approved for
community enhancement and $400,000 approved
to continue the fiber optic loop.
Convention and Visitors Bureau $621,260
The Bryan-College Station Convention and Visitor
Bureau is an important component in the
encouragement of employment and prosperity
opportunities. The Convention and Visitor Bureau
works to encourage tourism into the Bryan and
College Station area. The approved budget for FY
99 is 2% less than the FY 98 adopted budget. This
is due in part to the fact that $99,500 in funding
for the Sports Foundation has been taken out of
the CVB Budget. The budget does include an
increase of $88,260. This increase is for
additional tourism activities and additional
convention sales activities. This approved increase
is below the requested increase of $99,600.
Brazos Valley Sports Foundation $122,000
The Brazos Valley Sports Foundation is an
organization created to develop and promote the
interest, participation and acquisition of sporting
events in Bryan-College Station. The Sports
Foundation requested a total of $135,000. The
approved budget implements an increase of
$22,500 in additional funding for a total approved
budget of $122,000. Included in the total is a
$5,000 request for marketing a Sports Weekend
Package program. A portion of the request by the
Sports Foundation was to create a larger reserve
fund. This portion of the request is not
recommended because the City of College Station
provides the primary support to the Sports
Foundation.
126
Strategic Issues
Four of the top twenty City Council Strategic Issues
for 1998 are in the Employment/Prosperity Vision
Statement.
Issue #2 Economic
Developme�t/Marketing/Business Center
Recruitment is addressing the need to recruit new
businesses to locate in the Business Center at
College Station. Several location announcements
have been made and efforts will continue to attract
and locate new businesses to College Station. The
infrastructure of phase 1 of the business park is in
place and efforts are now focusing on the
recruitment of acceptable businesses to the facility
which will result in an increase in employment to
the City. Phases II and lll are in various stages of
development.
The second is issue #4, Northgate
Revitalization Development Implementation.
The revitalization of the Northgate area in College
Station has been one of the top priorities of the
City for several years. The purpose of this effort is
to improve existing conditions in the area and also
provide a catalyst for new investment and
development to occur.
The third is issue #6, Power Supply Contract.
The goal of this strategic issue is to obtain a
contract for electric power supply from a reliable
source at a competitive price. This will be done
through negotiation with various providers where
the city can buy power at wholesale and provide
residents with reliable and economical electricity.
The fourth is issue #7, Tourism
Development/Marketing/ Attraction. The goal
of this vision statement is to develop a plan to
enhance tourism in the community which in turn
increases sales tax revenue. This will be done
through the formation of a Tourism Advisory
Council and by improving internal marketing efforts
by the City.
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.
127
ECON. & COMMUNITY
DEVELOPMENT
Description & Budget Explanation:
ECONOMIC DEVELOPMENT
The Economic Development Division is responsible for coordinating the efforts to promote
economic development activities in College Station. Economic development has been one of the
key City Council issues in recent years. The FY 99 approved budget is 3.56% higher than the 98
revised budget. One SLA in the amount of $18,135 was approved for Economic Development.
This amount will enable the City to hire a consultant to develop a retail market strategy plan.
Budget Summary
Position Summary
FY97
&.tual
$234,322
2
FY98
Esti�
$198,286
2
FY 99 Appr.
B.udg.e.t
$224,307
2
Program Name: Economic Development -Attraction and Retention
Service Level: Provide for economic development efforts to attract and retain businesses in and to
College Station.
Performance Measures:
�es_s
-Number of jobs created or retained
through City economic development efforts.
-Net Increase in property valuation
(from new ED only )
Efflden.cy
-% of annual Economic Development
Agreements with a pay out of less than 7 yrs.
OlttpJd
-No. of Economic Development
agreements executed.
FY97
Actu.al
850
FY98
Estim.at.�
155
N/A $29,050,0001
N/A N/A
3 3
FY 99 Appr.
B.JJ..dget:
300
$30,000,000
95%
5
1 Net increase assumes additional appraised value of approximately $29 million from capital
investment where City was the economic developer (i.e. UCS, Cabletime, 0.1. Corporation, Coca
Cola Dist., and Prodigene).
128
Service Level: Provide for economic revitalization and redevelopment in older areas of College
Station.
Performance Measures:
FY97 FY98 FY99 Appr.
Actual E_stima.U B_udge_t
Efie..ctbLe_oess
-Percentage of citizens satisfied with N/A N/A 75%
redevelopment efforts in older areas of C.S.
Elfide_n_c�
0.JJ.tP-Ut
-Number of economic development 5 6 6
/redevelopment related activities in City.
Service Level: Manage and coordinate development/recruitment within the Business Center.
Performance Measures:
Eff_e..ctl�ne�s.s
-Percentage of Phase I at the Business
Center occupied.
E.fficieoc.y
-Phase 11 Development Cost/Acre
Qutp_u_t
-No. of businesses located
-No. of new Business Park Jobs.
FY97
Actual
4%
N/A
4 600
FY98
Es.ti mat�
58%
$40,3692
2 100
FY 99 Appr.
B�"-dge_t
75%
$40,3693
3
150
2 FY 97 -98 Budget for Business Center Phase II is $1, 444, 000. Phase II of the Bus::iess Center is
approximately 35.77 acres. Estimated development cost per acre is $40,369.
3 FY 99 proposed is same as FY 98 budget. At present, design of Phase II is completed and the
partial construction of Gateway Blvd. is on line (C.F. Jordan/Prodigene Agreements).
129
ECON. & COMMUNITY
DEVELOPMENT
ECONOMIC DEVELOPMENT
CORPORATION
Description & Budget Explanation:
The Economic Development Corporation is an organization created to promote economic
development in Bryan, College Station, and Brazos County. The corporation provides marketing,
promotion and development services to prospective new business and inaustry (excluding retail).
The corporation also markets land and buildings in area business parks. The corporation attempts to expand the property and sales tax bases through successful industry attraction and enhanced job opportunities.
College Station Budget Summary
EDC Position Summary
FY97
A.e.tual $157,000 5
Program Name: Bryan/College Station E.D.C.
FY98
Es.timat.e $160,000 5
FY 99 Appr.
Bu.dgfil $170,000 5
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.
Performance Measures:
FY97 FY98 FY 99 Appr.
A.ct.u.al Es_timat.e B_Qdget
Effectiy_ene.s_�
- Successful locations to prospect/inquiry 11/120 5/100 5/100
ratio
-Serious prospect to total inquiry ratio 15/120 5/100 5/100
Effiklenc_y
-Cost per active prospect/inquiry $2,410 $2,000 $2,000
-Cost per successful project $35,667 $50,000 $50,000
O..utn.ut
-New jobs created (committed) 890 FT N/A0 500° 480 PT
-Annual wages created (committed) $29,450,000 N/A0 $10,000,000
-Capital Investment (committed) $96,150,000 N/A0 $30,000,000
vTotal full time and part time.
6lnfo1T11ation not provided.
130
ECON. AND COMMUNITY
DEVELOPMENT
COMMUNITY DEVELOPMENT
Description & Budget Explanation:
Community Development is responsible for providing low cost housing and public assistance
through the utilization of community development block grant funds from the federal government.
Programs include housing rehabilitation, improvement to blighted areas, public agency assistance
and general oversight. The FY 99 approved budget is approximately 5.1 % higher than the FY 98
revised budget. The majority of CD operations are funded through the Community Development
Fund, which is not reflected in these amounts.
Budget Summary
Position Summary
FY97
A.d.u.al
$335,138
8.5
*Includes all adm. grant $ (HOPE, HOME, CDBG)
FY98
&tim.ate
*406,355
8.5
Program Name: Revitalization of Blighted Areas
FY 99 Appr.
B.udg_ej
*427,068
8.5
Service Level: Provide various technical and financial assistance to promote the revitalization of
blighted areas throughout the City.
Performance Measures:
Efl�d.llL�
-Percent of participating project properties
FY97
A_ctu_al
tax valuation maintained or increased. 100%
Effic_le.JK!l
-Cost per facade improvement project. $16,000
Ou_tptd
-No. of specific projects identified and funded
for parks, streets, water, sewage, and 2
infrastructure needs.
-No. of commercial facade renovations
completed.* 2
FY98
E_s�timaLe
100%
$41,250
2
1
•Facade - 4 projects underway, to be completed after fiscal year ends.
131
FY 99 Appr.
Budge__t
100%
$41,250
5
8
Program Name: Public Services
Service Level: Provide a variety of health and public services to low income residents through the
funding of non-prof it organizations.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual Est imam Budget
�
-Percent of public agencies funded that deliver 100% 100% 100%
public services within the terms and conditions
of each agency's contract with the City.
Efficiency
-No. of agencies/contracts monitored per staff 7 9 9
-No. of on-site monitoring visits 14 18 18
-No. of reimbursement requests reviewed NIA 48 25
Outp..ut
-No. of agencies/contracts completed in
compliance with policies 7 9 9
132
Program Name: Housing Assistance Programs
Service Level: Assist low and moderate income residents with the purchase, rehabilitation , or
construction of their residential property and to improve and increase the existing
housing inventory within the city.
Performance Measures:
FY97 FY98 FY 99 Appr.
A.Wt al Esiimate lludge.t
Eff.e...ctjy_en_e_s.$
-Percentage of dilapidated dwellings (45)
to be eliminated or replaced within the city. 22% 15% 11%
-Percentage of existing "deteriorated"
dwellings (1, 938) to be rehabilitated into
compliance with City Code. 2% 2% 2%
-Percentage of eligible families (95) given
Homebuyers assistance. 8% 2% 10%
-Percentage of eligible families (95) receiving
homebuyer counseling services or reference
consumer assistance. 52% 46% 52%
Efficien..�y
-Rehab program, cost per unit. $21,747 $13,500 $28,000
-ORP Program, cost per unit. $42,696 $41,813 $43,000
-Demolition Program, cost per unit. $2,519 $2,000 $2,000
-Rental Rehab, cost per unit. $3,304 $3,000 $3,000
-Downpayment Assistance Program,
cost per unit. $3,501 $4,000 $4,000
-HOPE 3 Program, cost per unit. $33,715 $44,000 $40,000
-New Construction (new program} N/A $65,000 $65,000
Qutp_i.1t
-No. of Units Rehabilitated. 5 7 7
-No. of Units Replaced. 8 5 5
-No. of Dilapidated structures demolished. 10 6 8
-No. of Rental units rehabilitated. 28 2 20
-No. of New Construction units N/A 2 6
133
ELECTRIC FUND OPERAllIONS
Description & Budget Explanation:
This division is responsible for the warehousing of supplies used in city operations, and the
purchase and distribution of electric power to the customers of the electric utility. The approved FY
99 expenditures are 1.46% above the FY 98 revised budget. Revenues are projected to be
approximately 2.56% higher for FY 99. 10 different SLAs have been approved for this division.
The largest SLA is the completion of a strategic plan for electricity deregulation, costing $135,000.
One SLA is a program mandated by the state, the One Call Notification Center, expected to cost
the City $5,000. An SLA has been approved for the warehouse division to enclose the vehicle lift
and install motor operated doors at a cost of $15,000. Six other SLAs have been authorized for a
total of $113,000 dealing with the replacement or purchase of equipment. In addition, an SLA for
$55,000 was approved for the maintenance of electric substations.
Budget Summary
Revenue Summary
Position Summary
Program Name: Warehouse
FY97
A.c.t.u_al
$22,726,673
$36,060,055
53.5
FY98
Estimate
$24,270,211
$36,970,612
53.5
FY 99 Appr.
Rudget $24,911,324
$37,899,214
53.5
Service Level: Provide an efficient warehousing operation for the City, crew support for utility
operations, and maintain the Utility Service Center grounds and building.
Performance Measures: FY97 FY98 FY99 Appr.
&.tu.al Esiimat.� B�ttdge_t
Efle_�ti.\lene.ss
-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
-Annual inventory count:
value over $6,277 $32,500 $32,500
value short $10,753 $32,500 $32,500
-Annual inventory count:
%over .47% 2.5% 2.5%
% short .81% 2.5% 2.5%
-Number of inventory items 1,599 1,550 1,550
Output
-Dollar value of material received $1,323,798 $1,400,000 $1,400,000
-Dollar value of material issued $1,593,830 $1,400,000 $1,400,000
-Number of customers per day 25-35 25-35 25-35
-Number of purchases per customer 2-4 2-4 2-4
134
Program Name: Electrical Division
Service Level: Provide reliable electric service to the citizens of College Station.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actu.al E_stim_a_t_e B.udge_t
Efie_c_tiY_e_n_e.s_s
-average customer outage duration
in minutes for the previous 12 months (SAIDI) 19.33 22 23
-Average number of outages
per customer per year (SAIFI) 0.44 0.48 0.48
Effidency
-System Losses 5% 5% 5%
Q.u.t.P .. llt
-Total outage minutes in a 12 month period. 493,904 508,721 550,000
(This is a rolling 12 month average.)
Service Level: To provide reasonably priced electric power to the citizens of College Station.
Performance Measures:
FY97 FY98 FY 99 Appr.
actual Es_tima_t_e Budge_t
Efle_ctiY_e_n�s_s_
-Percent of purchase power price at or below 88% 90% 90%
average (Latest available data $.04)
Efficie..n..cy
-Monthly consumer electric billing avg. $2,873,714 $2,640,000 $2,750,000
O_utp_u_t
-Average monthly amount of power 45,143,917 46,645,000 48,642,000
purchased (in kwh)
135
EMPLOYMENT I PROSPERITY CONVENTION AND
VISITORS BUREAU
Description & Budget Explanation:
The Bryan-College Station Convention and Visitor Bureau offers informational services, tour
coordination, and assistance with transportation and meeting planning to visitors and convention
attendees. The Convention and Visitor Bureau is funded through the Hotel/Motel Fund.
FY 97 FY 98 FY 99 Appr _
A.ctu.al Estimate B.ud!}d
CVB College Station Budget Summary $502,950 $533,000 $621,260
Swu:f;.s Events Coj}Ldina,....ti <Mo,...n.__ _____ ,...$""9..._9..,.,5""'0""'0...._ ____ _,,,_0 _____ -'0...__ __
Total $602,450 $533,000 $621,260
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 provide quality services for conventions to generate
repeat business and good referrals for new business.
Performance Measures: FY97 FY98 FY 99 Appr.
A_ctu.a_l Estimat£ Jiudg�
Eff�dbleness
-Amount of hotel occupancy tax collections. $1,401,121 $1,510,000 $1,610,000
-Amount of direct expenditures from
convention delegates. $4,500,000 $5,000,000 $5,500,000
EfficleQ�!l
-Avg. daily hotel room rates. $50.10 $52.00 $54.00
-Avg. hotel occupancy rate. 64% 66% 68%
Output
-No. of bureau initiated convention room nights
booked for the future. 45,000 50,000 55,000
-No. of delegates-conventions hosted. 30,000 33,000 38,000
-No. of sales appointments by bureau staff. 9,000 10,000 12,000
-No. of site inspections conducted by staff. 10 15 18
-No. of groups services provided for 120 150 165
-No. of room nights stayed by above groups 48,000 52,000 55,000
-No. of delegates 35,000 40,000 42,000
-No. of convention bids NIA 53 70
-No. of conventions booked NIA 120 150
-No. of convention inquiries NIA 1200 1500
-No. of convention articles NIA 8 15
136
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:
FY97 FY98 FY 99 Appr.
A.ctu_al Estima� B.udge.t
Ellefil'L-e�s
-Amount of hotel occupancy tax collections. $1,401,121 $1,510,000 $1,610,000
-Amount of direct tour and travel
expenditures. $65,000 $90,000 $130,000
-Monetary value of articles published. $80,000 $120,000 $150,000
EffkleAcy.
-Avg. daily hotel room rates. $50.10 $52.00 $54.00
-Avg. hotel occupancy rate. 64% 66% 68%
0.l.ltJ)..Ut
-No. of bureau initiated room nights 1,000 3,000 3,150
booked for the future.
-No. of group tours hosted. 27 40 185
-No. of tour and travel group room nights. 250 400 600
-No. of articles published from hosted media. 3 6 6
-No. of familiarization tours hosted. 4 8 9
-No. of tourism inquiries as a result of
trackable advertising N/A 8,000 9,600
-No. of tourism inquiries as a result of
non-trackable advertising N/A 17,000 20,400
137
EMPLOYMENT I PROSPERITY
Description & Budget Explanation:
BRAZOS VALLEY
SPORTS FOUNDATION
The Brazos Valley Sports Foundation exists to develop and promote the interest, participation and
acquisition of sporting events in Bryan-College Station. The Brazos Valley Sports Foundation is
funded through the Hotel/Motel Fund. The approved budget for FY 99 is $122,000.
Sports Events Coordination Budget
FY97
Actual
$99,500
FY98
�
$99,500
Program Name: Sporting Events Coordination
FY 99 Appr.
B.udgfil $122,000
Service Level: Promote the interest, participation and acquisition of sporting events in College
Station/Bryan.
Performance Measures:
Effectiven.�
-Annual percentage increase of sport events
hosted/serviced
-Annual percentage increase in number of
participants
-Annual percentage increase in number of room
nights generated
-Annual percentage increase in memberships
-Annual percentage of return events
Efficiency
-Average number days per sport event
-Number of requests for assistance
-Average number of room nights per event
-Average number of participants per event
Q.u_tp_ttt
-Number of sport events hosted/serviced
-Number of room nights generated from Sport
events hosted/serviced
-Community education workshops/seminars
-Number of events posted to sports calendar I
Community Calendar
-Number of different sports serviced
-Number of memberships
FY97
Actual
N/A
N/A
N/A
N/A
N/A
2.83
25
448.13
459
18
10,230
138
1
2
15
N/A
FY98
Estimate
25%
25%
25%
N/A
15%
2.5
32
450
450
24
13,000
3
50
11
15
FY99 Appr.
Jludg£.t
25%
25%
25%
25%
15%
2.5
32
450
24
13,000
3
50
11
18
8. CIVIC PRIDE $2,040,106
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 community image and how citizens feel about their
neighborhoods.
APPROPRIATIONS -CIVIC PRIDE
Engineer
23%
Other
3%
Development Services $1,507, 714
The Development Services Department administers
new development in the City. The development
process includes the planning and building
functions as well as the development coordination
activity. Also involved in the development process
are other areas including the Fire Department and
Public Utilities.
There are three approved service level adjustments
in Development Services. An SLA was approved
for $47,702 to develop a neighborhood planning
program. This program would address the growing
concerns and needs of existing neighborhoods and
areas. A senior planner would be added to the
staff to run this program. Another SLA for
$6,050 was approved to allow building inspectors
to perform after hours inspections for developers
who are unable to meet during regular business
hours. This is a customer service issue and will
allow a higher level of service to be provided. It
was also approved that fees be charged to recover
the cost of this program. A third SLA was
approved for $8,790 to account for an increased
cost in publishing legal notices for the planning
division.
Development Services works to ensure that the
zoning, subdivision, drainage and other ordinances
are complied with. This ensures the community
develops in a manner consistent with the policies
established by the City Council.
139
Dev.
Serv.
74%
94
Building Permits Issued
95 96 97 "98
0 Commercial
•Residential
"98 Jan -June
The graph above shows that the first six months of
1998 were indicative of strong growth. If the
second six months keeps up with the growth of the
first six months, 1998 will set an all time high for
the number of permits distributed.
Engineering Division (PW) $478,392
The Engineering division is responsible for the
administration of the City's capital improvement
plan. This includes the building of projects
approved as part of bond elections such as streets,
fire stations, libraries, and others; as well as capital
projects for the public utilities such as electric,
water, wastewater, and drainage projects.
Other Civic Pride Activities $54,000
Several outside organizations provide services that
impact civic pride. The first is Brazos Beautiful.
This organization focuses on a number of
community enhancement areas including
beautification and litter reduction, waste
minimization and recycling, and public relations
and education in these areas. The Brazos Beautiful
approved budget for FY 99 is $3 7, 000. $17,000
of that amount is for their base budget. The other
$20,000 is for a beautification grant to enhance
the gateways into the City. $5,000 was funded in
FY 98 for a beautification grant and they desire to
continue the process. The Noon Lion's Club has
again requested and received funds to purchase
fireworks for the annual 4th of July fireworks
display in 1999. The approved budget is $8,000.
The Sister Cities Association has received $9,000
for FY 99. 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
Three strategic issues are under the Civic Pride
Vision Statement.
Issue # 4, Northgate Revitalization, is related
to this vision statement. It is accounted for in the
Employment/Prosperity vision statement.
Issue #l l, Neighborhood Policy, is related to
this vision statement. This statement is meant to
enhance the quality of life in neighborhood areas
and facilitate implementation of the comprehensive
plan. This will be done by addressing
neighborhood issues through a small-area planning
process that includes resident established goals and
visions.
Issue #12, Comprehensive Plan
Implementation, is also related to this vision
statement. Development Services will play an
integral role in the implementation of the
Comprehensive Plan. The goal of the CP is to
implement it's elements (Land Use, Thoroughfares,
Water/Wastewater, Parks and Open Space, and
Urban Design) through specific measures and
timetables.
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.
140
DEVELOPMENT SERVICES ADMINISTRATION
Description & Budget Explanation:
The Development Services Administration functic;m 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 for this division is approximately 3% less than the
revised FY 98 budget.
Budget Summary
Position Summary
Program Name: Administration
FY97
Aw.al
$231,652
4
FY98
Estimate
$241,890
4
FY 99 Appr.
llu_dg.e_t
$234,759
4
Service Level: Project development/implementation/management associated with the Council
strategic issues; and management of department functions.
Performance Measures:
FY97 FY98 FY 99 Appr.
actu_al E_� B __ udg�t
Efie�d�O&S-�
- Percentage of City Council Strategic Issue 90% 95% 90%
objectives and milestones met within action
plan timeframes.
-Percentage of Council, Boards & Commission 95% 98% 95%
agenda items are completed within specified
deadlines.
Efficie.n.cy
-Cost per Council, Board, Commission case. $2,000 $2,000 $2,000
Q.utp_ut
-No. of strategic issues addressed. 5 4 4
-No. Council, Board & Commission items 300 298 300
141
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 public to increase energy awareness. Second, the division
conducts energy audits for homes and businesses in order to analyze opportunities for customers to
reduce energy costs. Third, the division administers the Energy Back II residential high-efficiency
A/C rebate program and the Good Cents new home construction energy conservation program.
The FY 99 adopted budget is approximately 3.5% higher than FY 98.
Budget Summary
Position Summary
FY97
Ad.ual
$139,810
2
Program Name: Energy Conservation
FY98
Es.timat.e
$216,047
1
FY 99Appr.
Budget
$223,499
1
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:
-Percent satisfied on customer survey.
-Percentage of homes certified as Good Cents.
FY97
�tual
100%
29%
-Amount of City energy demand reduced by high
efficiency program. 365 KW
Effi.cien.cy
-% of permitted homes Good Cents entries 49%
-% of permitted A/C's Energy Back II entries 23%
O.utput
-No. of energy audits. 90
-No. of homes entering Good Cents Program. 153
-No of Energy Back II rebates. 128
142
FY98 FY 99 Appr.
Estimate ElQdg_e_t
95% 95%
28.7% 28%
322KW 300KW
59% 50%
28% 25%
72 100
202 180
132 130
DEVELOPMENT SERVICES
Description & Budget Explanation:
ENGINEERING
DEVELOPMENT
Development .Engineering is responsible for the development review process which ensures that
development meets the required engineering standards, floodplain regulations, and subdivision
regulations, as well as other codes and ordinances. Approved expenditures for FY 99 are
approximately 6.46% higher than the revised budget for FY 98.
Budget Summary
Position Summary
Program Name: Engineering
FY97
A.ctu.al
$587,091
12
FY98
Es.timat..e
$117,688
2
FY 99 Appr.
llu.dg_ei
$125,289
2
Service Level: Provide thorough and efficient plan review, floodplain management and efficient
processing of development projects.
Performance Measures:
Efi�<aW_e_n_es.s
-Percent of engineering plans and reports
reviewed in 5 days or less
-Percent of site plan/plats reviewed in 5 days
or less
-Percent of staff reports/coversheets completed
on time
Efficien�y
-Administrative cost per engineering review
-Administrative cost per site plan/plat review
Q.U_t_p_u_t
-No. of engineering plans or reports
review annually
-No. of site plans/plats reviewed annually
-No. of staff reports/coversheets prepared
annually
FY97
A�ual
88%
n/a
n/a
$1,393
n/a
143
201
n/a
n/a
FY98
E.si�
85%
90%
90%
$400
$250
294
160
190
FY 99 Appr.
B..u.dg_ei
85%
90%
90%
$400
$250
315
175
200
DEVELOPMENT SERVICES 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. An SLA has been approved for FY 99 to allow building inspectors to
perform after hours inspections for developers who can't be accommodated during normal business
hours. With the adopted SLA included in the FY 99 budget, expenditures are .85% higher than the
revised FY 98 budget.
Budget Summary
Position Summary
Program Name: Building Division
FY97
A.dual
$397,863
9
FY98
Es1ima�
$369,897
8
FY99 Appr.
Budget $373,040
8
Service Level: Perform thorough and efficient building plan review, inspection services and permit
administration.
Performance Measures:
FY97 FY98 FY 99 Appr.
A.du.al Estimate llu.dg�t
Effectivene_s_s
- Percent of plans reviewed within 5 days. 98% 90% 98%
-Percent of building inspections in 24 hours 98% 99% 98%
of request.
-Percent satisfied on customer survey. 95% 98% 95%
-Percent of single family permits within 1 95% 95% 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 1,469 1,800 1,500
O.u_tp_ut
-Number of multi-family and commercial plans. 42 65 60
-No. of annual inspections. 5,879 8,000 6,000
-No. of inspections per day per inspector. 6 8 6
l44
DEVELOPMENT SERVICES PLANNING
Description & Budget Explanation:
The Planning activity is responsibfe 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 maintatning, monitoring and
implementing the City's comprehensive plan. An SLA has been approved for FY 99 to add
another planner to develop a residential and community planning program. With the approved
SLA, expenditures in this·division would increase by approximately 8.4% over FY 98's revised '·
budget.
Budget Summa..Y
Position Summary
FY97
Actual
$488,149
8.5
Program Name: Planning Administration
FY98
Estimate
$508,341
8.5
FY 99 Appr.
B_udgej
$551,127
9.5
Service Level: Provide thorough and efficient review of zoning, development proposals, and
project review.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actual Es_tim.a�e. lludge.t
Efkc..fuLe.o..e.s.s_�
-Percent satisfied on customer survey. 87% 90% 90%
-Percent of development plans reviewed
within 5 working days. 91% 85% 85%
-Percent of planning cases entered into
data base within 30 days 90% 100% 100%
EJficJ_e_o�y
-Cost per set of plans. $2,857 $2,857 $2,857
-Cost per case (P&Z, ZBA). $2,000 $2,000 $2,000
Qu_tp_u.t
-No. of development plans reviewed. 48 70 50
-No. of Project Review Committee cases. 64 120 100
145
Program Name: Comprehensive Plan
Service Level: Maintain, monitor, and implement the City's Comprehensive Plan Program.
Performance Measures:
FY97 FY98 FY 99 Appr.
Actu.cll EWma.te Budg£..t
Eflectlv...ene_s.s
-Percent of zoning and platting in compliance
with Comprehensive Plan. 80% 90% 80%
Efficiency.
-Cost per case. $2,564 $2,500 $2,500
O_utp_ut
-No. zoning cases 44 50 44
-Ordinance amendments to implement plan 1 8 2
146
PUBLIC WORKS ENGINEERING
Description & Budget Explanation:
Engineering i's responsible for managing the capital improvement program and for inspection of
private development of public infrastructure. This includes projects .such as subdivis'ions, street
rehabilitation, drainage projects, public facilities, parks and others. The division was m0ved into
Public Works in FY 98. This division's budget of $478;392 is 1.86% higher than the adjusted
budget for FY 98.
Budget Summary
Position Summary
Program Name: Engineering
FY97
Ad.u.al
NIA
NIA
FY98
Estimate
$469,648
9
FY.99 Appr.
B.udge_t
$478,392
9
Service Level: Provide the citizens of College Station with quality infrastructure by;
• Implementing budgeted capital projects on schedule and within budget
• Inspecting development initiated and City initiated infrastructure to ensure that
what was designed gets built.
Performance Measures:
-Percent of budgeted capital projects
under contract for design on schedule.
-Percent of budgeted capital projects
under contract for construction on schedule.
-Percent of budgeted capital projects
designed & constructed within budget.
-Administrative cost per project
O..u.tp_ut
-No. of CIP projects planned
or carried over from previous year.
FY97
&:.tual
95%
95%
NIA
NIA
28
147
FY98
Es..tima.t_e.
100%
95%
80%
$2,137
30
FY 99 Appr.
B.u.dge..t
100%
100%
90%
$11,026
40
We're Committed
To Excellence
148
GENERAL FUND
The General Fund is used to account for all activities
typically considered governmental functions of the
city. These include Public Safety, Public Works,
Parks and Recreation, Economic and Development
Services, the support functions for these areas, and
the administrative functions for the city.
The General Fund for the 1998-99 fiscal year (FY
99) is influenced by current policies and any
approved policy changes. The policies include
inter-fund equity; maintaining a balance between
revenues and expenditures; and maintaining the
level of service currently provided as the city
experiences residential and commercial growth.
The City is committed to look for ways to improve
service delivery and the efficiency of its' operations.
In FY 99, there are some minor changes involving
different departments in the General Fund. The
Police department has reorganized itself internally,
reducing the number of divisions to eight. The
street sweeping function of Public Works in the
Streets activity center has been moved to the
Sanitation Fund. The Office of Management and
Budget has moved into the Fiscal Services
department in an effort to more effectively provide
support services to other departments. The Teen
Court program has moved into the City's Manager's
activity center. It has been expanded to include
other community programs that facilitate
communication with the City's citizens.
The approved FY 99 General Fund revenues are
$25,337,501, a 3.7% increase over the FY 98
year-end estimate. The increase is due to normal
growth and inflationary factors and is distributed
among almost all of the major revenue categories.
Also included in the above estimate are approved
service level adjustments for fee increases, grants,
and donations from external sources.
Revenue projections are conservative estimates
based on historical trends and estimates of
economic variables that affect the City's revenue
stream. A table in appendix D provides historical
trend data on major revenue categories. Majm
revenue estimates and assumptions are explained
below.
1. Ptoperty_Tax.es are projected to be up about
$356,400 over the FY 98 year end estimate.
This is due to an increase in assessed valuation
from 1.82 billion to 1.93 billion. About 75.8
million of the increased valuation is due to new
development.
149
The operation and maintenance portion of the
ad valorem tax rate is 16.18 cents per $100 of
valuation.
Approximately $78,600 of property tax that
would ordinarily have gone into the General
Fund will go to the Wolf Pen Creek Tax
Increment Financing (TIF) Fund.
2. SalEts...Iax is projected to be up 4.0% over the
FY 98 year end estimate. The FY 98 estimate
of $11,336,000 is based on a regression
analysis using historical revenues and future
estimates of personal income, retail sales, and
retail employment. Good economic conditions
contributed to higher than normal growth in
sales tax revenue.
3. Mix.ed.J2rink..ncb.ise Taxes are projected
to increase 2.2% or approximately $33,200.
This is due to normal growth and inflationary
factors.
4 . ..£.exm it Revenue for FY 99 is projected to
decrease 10.2% from the FY 98 year-end
estimate. Good economic conditions has caused
a higher than normal growth in building activity
in recent years. The conservative estimate
above reflects a return to normal levels of
growth. A service level adjustment for $6,050 is
included to increase building inspection fees for
after-hour weekend inspections.
5. (i0J1ei:nment Grants are estimated to increase by
$42,252 in FY 99. A federal Community
Oriented Policing Program (COPP) grant is
included in the base budget for $60,672. There
are $179,650 in approved SLAs which includes
an additional COPP grant for $141,622 and a
police equipment grant for $30,028.
6. Parks...and.Re_craati.on_revenu_e_s will increase by
approximately 5.9% in FY 99. This is primarily
due to several approved service level adjustments
totaling $31,624 to increase fees. Included are
the following SLAs: $9,833 generated from a
$.50 increase in pool fees for lifeguard salaries
and pool party supplies; $23,297 in team fees
for the athletic leagues and girls softball
tournament; and $10,000 in participation fees
for senior citizen activities. Some of the new fee
increases were approved in FY 98.
7. Other Set\llc.e..Cbargas include miscellaneous
charges and fees from various departments
within the general fund, primarily Police and
Fire. Police Department charges are projected
to increase by 9.8% to $205,000, and Fire
Department charges are expected to increase
32.8% to $319,330. Overall this revenue
category should increase by 3.5% due to an
approved SLA for $86, 130 to increase
ambulance fees and other fire prevention fees.
8. EineJi, Forfeits, and Penalties are principally
ticket and court fines from the Municipal Court.
They are projected to increase by 12. 7%, or
about $160,800 in FY 99. This is primarily due
to an approved SLA to increase police overtime
for warrant investigation. This is expected to
increase revenue by approximately $105,000 in
additional fine collections. The remaining
$55,800 increase is a conservative estimate
based on strong growth in this revenue over the
past several years.
9. Misce llaneous Revenues include such items as
miscellaneous rents and royalties, miscellaneous
donations, collection service fees, sale of
abandoned property, sale of fixed assets, etc.
The FY 99 total is $152,500 a decrease of
$36,250 over the FY 98 year-end estimate.
The decrease from the current year end estimate
is due to the unknown and unplanned origin of
many of these revenues.
10. ReiuaLonlruLestment (ROI) transfers from the
enterprise funds are scheduled to be
$5,333,975 for FY 99, a 0.07% increase over
the FY 98 year-end estimate. This includes an
approved service level adjustment to decrease
ROI from the Sanitation Fund by $13,925,
resulting from an approved rate decrease in
sanitation services.
11. lo..1Le..stme.0Leamings are expected to decrease by
about $80,000 over the FY 98 year-end
estimate. The decrease in the estimate is due to
a reduction in the General Fund balance.
City staff continued to look for ways to reduce
expenditures in the FY 99 budget process. The
Budget Office identified approximately $228,067 in
onetime expenditures that were removed from the
FY 99 departmental target budgets. $300,000 was
also removed from the budget following the
completion of the Teen Center. $2,000,000 was
budgeted in FY 98 to avoid debt for future capital
projects. Projects have been identified for much of
150
the funding and others will be presented for City
Council approval.
Net Expenditures for FY 99 are expected to be
approximately $26. 7 million, approximately 0.37%
higher than the FY 98 year-end estimate. The
increase is due to the inclusion of funding for
approved service level adjustments that allows the
City to address the various "Strategic Issues" and
"Vision Statements" outlined by the City Council.
The service level adjustments are discussed in detail
in the executive summary and in the departmental
summaries.
The General Fund has experienced changes in the
number of budgeted positions. In the FY 99 base
budget, the following changes have occurred in the
number of full-time equivalent positions: 1) one
Equipment Operator ll position moved from the
Streets activity center in Public Works to the
Sanitation Fund, 2) a part-time Data Entry Clerk
position and a part-time Signs Worker position
were removed from the Drainage and Traffic
activity centers of Public Works resulting in the
reduction of one FTE, 3) two full-time regular
Groundsworker positions were added to Operations
in Parks & Recreation which was partially funded
through the reduction of one temporary/seasonal
Groundsworker, resulting in a net increase of one
FTE, 4) one-half of an FTE was added for part-time
Judges without benefits, and 5) the Teen Court
Administrator position was moved to the City
Manager activity center and renamed the
Community Programs Coordinator.
The following list reflects the changes in the number
of full-time equivalents due to approval of service
level adjustments: 1) addition of 6 Police Officer
positions, 2) addition of three Firefighter Ill
positions, 3) one Assistant Athletic Supervisor
position will be added which was funded through
the reduction of two Athletic Assistant FTE's, 4) a
part-time Sr. Citizen's Event Coordinator will be
added to increase Sr. Citizen activities, 5) a Pool
Maintenance Technician position will be funded
through the use of 1 FTE in the aquatics activity
center, 6) addition of a Sr. Planner for the
neighborhood planning program, and 7) an
additional Microcomputer Specialist position for
mobile data communications.
There is a net increase of 10 positions in the FY 99
approved budget over the FY 98 revised budget.
This figure includes an increase of 14.5 full-time
regular positions, and a reduction of 4.5
temporary/seasonal full-time equivalent positions.
The Outside Agency Funding in the General fund
FY 99 budget is equal to $132,500. 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 requested and received $8,000, an increase of
$825 over the FY 98 revised budget. The Brazos
County Health District also received their requested
increase in funding of $2,498 for a new total of
$85,500.
There is $586,274 budgeted for pay and benefit
adjustments in the General Fund for FY 99. The
approved plan will allow for a 3.5% pay increase
across the board. It will also provide funds for skills
and competency based pay.
Economic Development issues continue to be a top
priority in recent years in an effort to expand
151
employment opportunities. The General fund
budget reflects this philosophy, $183,800 is
budgeted to address these issues. These funds will
be used for economic development incentives to
attract new businesses to the community.
The FY 99 approved budget includes $919,284 for
special projects. $200,000 is budgeted to continue
the Thoroughfare Street Reconstruction Fund that
was established in FY 96. This plan is to build a
fund that will provide resources for thoroughfare
and collector street rehabilitation in lieu of debt
issuance. An additional $76, 784 will be used as a
loan repayment to the Electric fund for a portion of
the Northgate Revitalization project. The following
approved service level adjustments are also
included: 1) $392,500 to be paid to the Texas
Department of Transportation for streetscape
upgrades on University Drive, and 2) an additional
$250,000 to increase the Thoroughfare Street
Rehabilitation Fund.
CITY OF COUEGE STATION
GENERAL FUND
FUND SUMMARY
FY 97-98 FY 97-98 FY 98-99 FY 98-99 %CHANGEIN
FV 96-97 REVISED VEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY98TO FY99
BEGINNING BALANCE $ 6,570,331 $ 7,610,410 $ 7,610,410 $ 5,410,256 $ 5,410,256
REVENUES:
PROPERTY TAX $ 2,733,016 $ 2,752,000 $ 2,745,600 $ 3,102,000 $ 3,102,000 12.72%
SALES TAX 9,775,888 10,040,000 10,900,000 11,336,000 11,336,000 12.91%
MIXED DRINK AND FRANCHISE 1,241,617 1,541,400 1,504,200 1,537,400 1,537,400 (0.26%)
LICENSES AND PERMITS 487,300 418,150 586,275 520,700 526,750 25.97% GRANTS 297,523 164,070 198,070 60,672 240,322 46.48%
PARKS AND RECREATION 562,046 593,000 590,010 593,200 624,824 5.37%
OTiiER CHARGES FOR SERVICES 566,788 598,700 624,240 659,900 646,030 7.91%
FINES, FORFEITS, AND PENALTIES 1.177,057 1,540,290 1,265,900 1,321,700 l,426,700 (7.37%)
INVESTMENT EARNINGS 463,990 322,400 491,000 411,000 411,000 27.48%
MISCEUANEOUS 103,043 188,500 188,750 152,500 152,500 (19.10%) RETURN ON INVESTMENT 5,263,900 5,330,500 5,330,500 5,347,900 5,333,975 0.07%
TOTAL REVENUES $ 22,672,168 $ 23,489,010 $ 24,424,545 $ 24,942,972 $ 25,337,501 7.87%
TOTAL FUNDS AVAILABLE $ 29,242,499 $ 31,099,420 $ 32,034,955 $ 30,353,228 $ 30,747,757 (1.13%)
EXPENDITURES:
POLICE $ 5,885,869 $ 6,420,704 $ 6,420,704 $ 6,393,313 $ 6,972,934 8.60%
ARE 3,933,553 4,446,001 4,446,001 4,442,682 4,915,466 10.56%
PUBLIC WORKS 3,157,404 4,128,262 4,128,262 4,015,926 4,173,051 1.08%
PARKS AND RECREATION 4,181,608 4,397,437 4,397,437 4,337,760 4,777,299 8.64%
LIBRARY 407,545 604,049 604,049 629,391 649,391 7.51%
DEVELOPMENT SERVICES 1,844,564 1,453,863 1,453,863 1,416,944 1,507,714 3.70%
ECONOMIC & COMMUNITY DEVEL. 569,460 622,956 604,641 621,600 651,375 4.56%
OFFICE OF TECH. & INFO_ SYS. 1,788,583 1,830, 100 1,830,100 1,584,409 1,936,045 5.79%
FISCAL SERVICES 1,436,615 1,614,467 1,594,467 1,828,046 1,893,979 17.31%
GENERAL GOVERNMENT 1,646,760 1,793,494 1,776,494 1,559,477 1,635,270 (8.82%)
PUBLIC AGENCEV FUNDING 121,434 139,177 139,177 132,500 132,500 (4.80%)
OTHER 10,366 0 0 0 0 N/A
SPECIAL PROJECTS 276,784 377,034 377,034 276,784 919,284 143.82%
ECONOMIC DEVELOPMENT 483,800 183,800 183,800 183,800 183,800 0.00%
TEEN CENTER 0 300,000 300,000 0 0 (100.00%)
DEBT AVOIDANCE 0 2,000,000 2,000,000 193,000 193,000 (90.35%)
PAV PLAN ADJUSTMENTS 0 0 0 0 0 N/A
GENERAJ.JADMJN_TRANSFER (3,428,990) (3,781,330) (3,781,330) (3,957,044) (4,085,416) 8.04%
CONTINGENCY 0 227,322 150,000 268,000 268,000 17.89%
TOTAL EXPENDITURES $ 22,315.355 $ 26,757,336 $ 26,624,699 $ 23,926,588 $ 26,723,692 (0.13%)
GAAP ADJUSTMENTS $ 683,266
INCREASE (DECREASE) IN
FUND BAIANCE $ 356,813 $ (3,268,326) $ (2,200, 154) $ 1,016,384 $ (1,386, l 91)
ENDING FUND BAIANCE $ 7.610.410 $ 4,342,084 $ 5,410,256 $ 6,426,640 $ 4,024.065
152
ROI
21%
PARKS
15%
PUB. WORKS
13%
LIBRARY
2%
DEV. SERV.
5%
GENERAL FUND-SOURCES
OTHER
6%
GENERAL FUND -USES
OTHER
8%
GEN. GOVT.
5%
FIRE
16%
153
PROP. TAX
12%
ANANCE
6%
ECON./COMM. DEV.
2%
OTIS
6%
POLICE
22%
DEPARTMENT
POLICE DEPARTMENT
ARE DEPARTMENT
PUBLIC WORKS
PARKS AND RECREATION
LIBRARY
DEVELOPMENT SERVICES
ECONOMIC/COMMUNITY DEV.
OFACE OF TECH & INFO SERVICES
ASCAL SERVICES
GENERAL GOVERNMENT
GENERAL FUND TOTAL
CATEGORY
SALARIES & BENEFITS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
GENERAL FUND TOTAL
DEPARTMENT
POLICE DEPARTMENT
ARE DEPARTMENT
PUOUCWORKS
PARKS AND RECREATION LIBRARY
DEVELOPMENT SERVICES
ECONOMIC/COMMUNITY SERVICES
OFACE OF TECH & INFO SERVICES
ASCAL SERVICES
GENERAL GOVERNMENT
GENERAL FUND TOTAL
$
$
CITY OF COLLEGE STATION
GENERAL FUND DEPARTMENT
SUMMARY
EXPENDITURE BY DEPARTMENT
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 96-97 FY 97·98 FY 97-98 FY 98-99
5,885,869 $ 6,420,704 $ 6,420,704 $ 6,393,313
3,933,553 4,446,001 4.446,001 4,442,682
3,157,404 4,128,262 4,128,262 4,015,926 4,181,608 4,397.437 4,397,437 4,337,760 407,545 604,049 604,049 629,391
l,844,564 1.453,863 l,453,863 l,416,944 569,460 622.956 604,641 621,600 l,788,583 l,830,100 1,830,100 l,584,409 1,436,615 1,614,467 1,594,467 1,828,046
1,646,760 l,793.494 1,776.494 1,559.477
24,851,961 $ 27,311,333 $ 27 256 018 $ 26,829,548
EXPENDITURE BY CLASSIACA TION
REVISED ESTIMATED BASE
ACTUAL BUDGET VEAR END BUDGET FY 96-97 FY 97-98 FY97·98 FY98·99
$ 17,415,935 $ 18,276,821 $ 18,244,821 $ 18,179,940 983,614 1,113,762 1,113,762 1,279,923 1,969,217 2,795,514 2,795,514 2,508,477
4,116,354 4,499,280 4,475,965 4,629,070 366,842 625,956 625,956 232,138
$ 24,851,961 $ 27,311,333 $ 27.256,018 $ 26,829 ,548
PERSONNEL SUMMARY BY DEPARTMENT
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET FY95-96 FY96-97 FY 97·98 FY98-99
117.0 120.5 125.0 125.0 78.0 78.0 82.0 82.0 56.5 41.5 51.0 49.0
104.0 109.5 108.0 109.0 0.0 0.0 0.0 0.0 35.5 36.0 24.5 24.5
10.5 10.5 10.5 10.5
30.5 32.5 21.5 21.5 30.0 31.0 32.0 37.0
29.0 29.0 29.0 24.5
491.0 488.5 483.5 483.0
1.54
APPROVED 'lb CHANGE IN BUDGET BUDGET FROM FY98·99 FY98TOFY99
$ 6,972,934 8.60% 4,915,466 10.56% 4,173,051 1.08'16 4,777,299 8.64% 649,391 7.51% 1,507,714 3.70% 651,375 4.56% 1,936,045 5.79% 1,893,979 17.31% 1,635,270 (8.82%)
$ 29 112,524 6.60%
APPROVED 'If> CHANGE IN
BUDGET BUDGET FROM FY 98·99 FY 98 TO FY99
$ 19,278,009 5.48'16 1,444,847 29.73"' 2,595,717 (7 .15'l6) 5,229,045 16.22% 564,906 (9.75%1
$ 29,112,524 6.60%
APPROVED 'lb CHANGE IN
BUDGET BUDGET FROM FY98·99 FY98TOFY99
131.0 4.80% 85.0 3.66% 49.0 (3.92%)
108.5 0.46% 0.0 NIA 25.5 4.08% 10.5 O.OO'll> 22.5 4.65%
37.0 15.63'16
24.5 (15.52%1
493.5 2.07%
POLICE DEPARTMENT
CITY MANAGER ..
CHIEF OF POLICE
I I
SERVICES BUREAU OPERATIONS BUREAU STAFF SERVICES
COMMANDER COMMANDER
-SPECIAL SERVICES -CRIMINAL INVESTIGATIONS -SECRET ARIAL
-COMMUNICATIONS/ JAIL -UNIFORMED DIVISION -PROPERTY /PURCHASING
I
-PROFESSIONAL STANDARDS I I
PATROL TRAFFIC
-INFORMATIONAL SERVICES
155
DMSION
POLICE ADMINISTRATION
UNIFORM PATROL
CRIMINAL INVESTIGATION
PROFESSIONAL STANDARDS
QUARTERMASTER DMSION
COMMUNICATION/JAIL
PREVErmON SERVIC£S
SPECIAL SERVICES
INFORMATION SERVIC£S
DEPARTMENT TOTAL
Cl.ASSIACAllON
SALARJES & BENEFITS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DEPARTMENT TOTAL
DMSION
POLICE ADMINISTRATION
UNIFORM PATROL
CRIMINAL INVESTIGATION
PROFESSIONAL STANDARDS
QUARTERMASTER DIVISION
COMMUNICATION/JAIL
PREVENTION SERVICES
SPECll\L SERVICES
INFORMATION SERVICES
DEPARTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
UNIFORM PATROL
COMMUNICATIONS/JAIL
$
CITY OF COLLEGE STATION
POLICE DEPARTMENT
SUMMARY
EXPENDITURE BY DEPARTMENT
REVISED ES11MATEO BASE
ACTUAL BUDGET YEAR END BUDGET
FY96-97 FY97-98 FY97·98 FY98-99
437,743 $ 429,595 $ 429,595 $ 363,997
2,317,632 2,817,125 2,817,125 2,980,998
600,269 731,559 731,559 931,792
302,863 329,907 329,907 242,128
789,755 327,158 327,158 320,583
805,571 974,282 974,282 907,775
164,707 216,143 216,143 0
260,947 354,488 354,488 425,886
206,381 240,447 240,447 220,154
$ 5,885,869 $ 6 420,704 $ 6 420 704 $ 6,393,313
EXPENDITURE BY CLASSIFICATION
REVISED ES11MATEO BASE
ACTUAL BUDGET YEAR END BUDGET
FY 96-97 FY97-98 FY 97-98 FY98-99
$ 4,755,320 $ 5,095,310 $ 5,095,310 $ 5,123,837
161,788 202,048 202,048 207,481
134,572 304,806 304,806 304,630
803,664 678,267 678,267 757,365
30,526 140,273 140,273 0
$ 5,885,869 $ 6,420,704 $ 6,420,704 $ 6,393,313
PERSONNEL SUMMARY BY DIVISION
ACTUAL
FY 95-96
8.0
53.0
12.0
11.0
8.0
25.0
0.0
0.0
0.0
117.0
REVISED
ACTUAL BUDGET
FY 96-97 FY97·98
7.0 7.0
51.5 54.0
13.0 14.0
5.0 5.0
1.0 1.0
25.0 26.0
4.0 4.0
7.0 7.0
7.0 7.0
120.S 125.0
Six PAtro l Officers, Two vehicles
And supplies
Patrol audio/video equipment
&ll1stic Vest replacement program
Equipment (grant funded)
Building Security upgrade for
Year 2000 Comp liance
156
BASE
BUDGET
FY98-99
6.0
57.0
18.0
3.0
0.0
26.0
0.0
8.0
7.0
125.0
TOTAL COST
334.399
l9,070
11,000
18.028
3,000
$ 385.497
APPROVED 96CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98TO FY99
$ 372,806 (13.22%)
3,464,338 22.9796
959,138 31.11%
250,133 (24.18%)
320,583 (2.0196)
933,177 (4.22%)
0 (100.0096)
441,915 24.6696 230,844 (3.99%)
$ 6 972,934 8.60%
APPROVED 96CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98TO FY99
$ 5,506,790 8.08%
253,383 25.41%
308,730 1.29%
825,551 21.71%
78,480 (44.0596)
$ 6,972,934 8.60%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98 TO FY99
6.0 (14.29%)
63.0 16.6796
18.0 28.5796
3.0 (40.00%)
0.0 (100.00%)
26.0 0.00%
0.0 (100.00%)
8.0 14.29%
7.0 0.00%
131.0 4.80%
FIRE DEPARTMENT
CITY MANAGER
FIRE CHIEF
ADMINISTRATION ....__
ASSIST ANT CHIEF FIRE MARSHALL
FIRE SUPPRESSION FIRE PREVENTION
,_ "A" SHIFf ....__ PREVENTION
-"B" SHIFf ....__ CODE ENFORCEMENT
....__ "C" SHIFf
._ TRAINING
157
DIVIS ION
ARE ADMINISTRATION
F1RE OPERATIONS
FlRE PREVENTION
DEPARTMENT TOTAL
CLASSIFlCA TION
SALARIES & BENEFITS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DEPARTMENT TOTAL
D MS ION
ARE ADMINISTRATION
ARE OPERATIONS
ARE PREVENTION
DEPARTMENT TOTAL
CITY OF COLLEGE STATION
FIRE DEPARTMENT
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE
AC11JAL BUDGET YEAR END BUDGET
FY96-97 FY97-98 FY98-99
$ 401,147 $ 381,264 $ 381,264 $ 281,843
3,517,248 3,655,092 3,655,092 3,732,463
15,158 409,645 409,645 428,376
s 3 933,553 $4 446,001 s 4,446,001 $ 4,442,682
DEPARTMENT SUMMARY BY CLASSIFICATION
REVISED ESTIMATED BASE
AC11JAL BUDGET YEAR END BUDGET
FY 96-97 FY97·98 FY97-98 FY 98-99
$ 3,338,186 $3,730,363 $ 3,730,363 $ 3,678,834
112,065 173,724 173,724 168,315
90,492 154,398 154,398 154,172
357,562 356,841 356,841 441,361
35,248 30,675 30,675 0
$ 3 933,553 $4 446,001 $ 4 446,001 $ 4 442,682
PERSONNEL SUMMARY BY DIVISION
REVISED BASE
AC11JAL AC11JAL BUDGET BUDGET
FY95-96 FY 96-97 FY97·98 FY98-99
5.0 5.0 4.0 4.0
73.0 73.0 69.0 69.0
0.0 0.0 9.0 9.0
78.0 78.0 82.0 82.0
SERVICE LEVEL ADJUSTMENTS TOTA L
OPERATIONS lncreoS<? in Operating Expenses lor Fire Slalion "4
Addilion of 3rd Ambulance
158
$ 35,000
328,980
$ 363,980
APPROVED %CHANGE IN
BUDGET BUDGITFROM
FY98-99 FY98TOFY99
$ 287,112 (24.69961
4,190,394 14.65%
437,960 6.91%
$ 4,915,466 10.56 %
APPROVED 96CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98TOFY99
$ 3,952,218 5.95%
172,315 (0.81%)
189,172 22.52'16
581,761 63.03'16
20,000 (34.80%)
$ 4,915,466 10.56%
APPROVED 96CHANGE IN
BUDGET BUDGET FROM
FY 98-99 FY98TOFY99
4.0 0.00%
72.0 4.35%
9.0 0.00%
85.0 3.66%
PUBLIC WORKS DEPARTMENT
CllY MANAGER
DIRECTOR
ASSISTANT
DIRECTOR
FACILITIES MAINTENANCE ..._._ TRAFAC
SANITATION --ADMINISTRATION
I
FLEET CllY ENGINEER STREETS&
SERVICES DRAINAGE
159
DMSION
PUBLIC WORKS ADMINISTRATION
FACIUTIES MAINTENANCE
STREETS MAINTENANCE
DRAINAGE MAINTENANCE
FLEET SERVICES
TRAFFIC
ENGINE ERING
TRAFFIC SIGNALS
DEPARTMENT TOTAL
CLASSIFlCA TION
SALARIES & BENEF!TS SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DEPARTMEN T TO TAL
DMSION
PUBLIC WORKS ADMINISTRATION
FACIUTIES MAINTENANCE STREETS MAINTENANCE DRAINAGE MAIN TENANCE FLEET SERVICES
T RAFAC
ENGINEERING
TRAFAC SIGNAL S
DEPA RTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
FACILITIES MAINTENANCE
STR EETS MAINTENANCE
DRAINAGE MAIN TENANCE
CITY OF COLLEGE STATION
PUBLIC WORKS
DEPARTMENT SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMAT ED
ACTUAL BUDGET YEAR END
FY9&-97 FY 97-98 FY97-98
$ 250,651 $ 252,746 $ 252,746
686,758 819,554 819,554
1,625,885 1,752,393 1,752,393
152,974 317,212 317,212
17 0 0
142,352 177,362 177,362
0 469,648 469.648
298,768 339,347 339,347
$ 3,157,404 $ 4 128,262 $ 4,128,262
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED
ACTUAL BUDGE T YE AR END
FY9&-97 FY97-98 FY97-98
$ 1,318,941 $ l,745,412 s 1,745,412
117,681 158,279 158,279
1,224,845 1,451,783 1,451,783
481,217 681,177 681,177
14,720 91,611 91,611
$ 3,157,404 $4128262 $ 4,128,262
PERSONNEL SUMMARY BY DIVISION
ACTUAL ACTUAL FY95-96 FY9&-97
5.0 so
6.0 6.0
20.0 20.0
4.0 40
15.0 0.0
2.5 2.5
0.0 0.0
4.0 4.0
56.5 41.S
Business Center maintenance
Fire Station 11} maintenance
Northgate project maintenance
Library maintenance
REVISED
BUDGET
FY97-98
5.0
6.0 20.0
4.5
0.0 2.5
9.0
4,0
51.0
Utility Customer Service building maintenance
Upgrade 1/2 ton replacement picku1> to 3/4 ton
Utility Customer Service parking lot maintenance
3/4 ton pickup lor light work
Drainage maintenance matcnnls
160
BASE
BUDGET
FY98-99
$ 265,039
797,245
1,698,405
246,667
0
192,561
468,815
347,193
$ 4 015 925
BASE
BUDGET
FY98-99
s 1,747,912
172,391
1,447,103
648,519
0
$ 4 015925
BASE
BUDGET
FY98-99
5.0
6.0
19.0
4.0
0.0
2.0
9.0
4.0
49.0
TOTAL COST
2,400
8,500
2,200
13,600
18,860
8.000
1,260
25,750
10.000
90.570
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 98-99 FY98TOFY99
$ 271,240 7.32%
870,338 6.2096
1,718,158 (1.95%)
286,524 (9.67'16) 0 0.0096
196,399 10.73%
478,392 1.86% 352,000 3.73%
$4173051 1.08%
PROPOSED %CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98TO FY99
s 1,814,468 3.96'16
172,391 8.92%
1,491,423 2.73%
694,769 2.00%
0 (100.00%)
$ 4 173,051 1.08%
PROPOS ED %CHANGEIN
BUDGET BUDGET FROM FY 98-99 FY98 TO FY99
5.0 0.0096
6.0 0.00% 19.0 (5.00%)
4.0 (11.11%) 0.0 N/A
2.0 (20.00%)
9.0 N/A
4.0 0.00%
49.0 (3.92%)
PARKS AND RECREATION
ASSISTANT
DIRECTOR
ADMINISTRATION FORESTRY
SUPERINTENDENT
CrIY MANAGER
DIRECTOR
FORESTRY
SUPERVISOR
CEMETERY
RECREATION
PROGRAMS&
SPECIAL EVENTS
ATHLETICS
SCHOOL AGE
CARE
INSfRUCTION
YOUTH SERVICE
SPECIAL
FA Cl LITES
161
CONFERENCE
CENTER
POOLS
LINCOLN
CmrER
PARKS
OPERATIONS
WEST
DISTRICT
EAST DISTRICT
SOUTH DISTRICT
DIVISION
ADMINISTilATION
RECREATION
SPECIAL FACllJ11ES
PARKS OPERATIONS
FORESmY
DEPARTMENT TOTAL
CLASSIACATION
SALARIES & BENEATS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITA L OUTLAY
DEPARTMENT TOTAL
DMSION
ADMINISTilATION
RECREATION
SPECIAL FACIUTIES
PAAKS OPERATIONS
FORESmY
DEPARTMENT TOTA L
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION
RECREATION
SPECIAL FACILlTIES
FORESTRY
OPERATIONS
CITY OF COLLEGE STATION
PARKS & RECREATION DEPARTMENT
SUMMARY
EXPENDITURE BY DIVISION
Rf.VISED ESTIMATED
ACTUA L BUDGET YEAR ENO
FY 96-97 FY97·98 FY97·98
$ 429,656 $ 446,352 $ 446,352
1,072,080 1,075.388 1.075,388
1.038.248 1.058,074 1,058,074
1.106,857 1.221,173 l,221,173
534.767 596.450 596,450
$ 4.181,608 $ 4,397,437 $ 4,397,437
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED
ACTUAL BUDGET YE AR END
FY 96-97 FY97·98 FY97·98
$ 2,625,582 $ 2,758,020 $ 2,758,020
353,323 319,605 319,605
212,969 279,137 279,137
910,032 981,790 981,790
79,702 58.885 58,885
$ 4,181.608 $ 4.397,437 $ 4,397.437
PERSONNEL SUMMARY BY DIVISION
Rf.VISED
ACTUAL ACTUAL BUDGET
FY 95-96 FY96-97 FY97·98
6.5 7.0 8.0
20.5 23.5 23.5
36.0 37.5 34.0
28.0 29.0 30.0
13.0 12.5 12.5
104.0 1 09.5 108.0
Mobile Command Unit/EOC Chair Rcpoir
Parks Planning Computer Additions/Replacement
Holiday on the Brazos Supplies
EMT Overtime for Athletic Events Labor and Supplies for Athletic League
New Teen Center Start Up and Operation
Part·time Senior citizens Event Coordinator w/ Benefits
Promotional Items for 2000 Games of Texas
Invitational Girls Fastpitch Softball T oumamcnt
FulI·time Assistant Athletic Supervisor
(funds taken from existing temp/seasonal funding)
BASE
BUDGET
FY98·99
$ 413.624
1,121,695
998,496
1.211,749
592,196
$ 4,337,760
BASE
BUDGET
FY 98-99
$ 2,714.490
325,795
279,098
l,018,377
0
$ 4.337.760
BASE
BUDGET
FY 98-99
8.0
23.5
34.0
31.0
12.5
109.0
TOTAL
41,950 22.209
5.500
2,568
11,791 66.353
30,382 9,000 11,506
0
Adamson Lagoon Renovation (yr I of multi-yr plan) 65,000
Pool Maintenance Technician 10 ,000
(balance of costs taken from current temp/seasonal funding) Enhanced AudioNideo Equipment
I ncrease in lifeguard Salaries
Seasonal Pay Increase at Lincoln Center
Increase in Pool Party Supplies
Landscape Maintenance of Utility Customer Service Buildi
Landscape Maintenance of Texas Ave Medians und
Eastgate Park
Parks Infrastructure Replacement Pla11
162
7.705 6,161 5,960
3,672
12,834
23,000
50.000
$ 385,591
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY98·99 FY98TOFY99
$ 486,776 9.06%
1,267.512 17.87%
1,104,172 4.36%
1,281,369 4.93% 637,470 6.88%
$ 4.777.299 8.64%
APPROVED %CliANGEIN
BUDGET BUDGET FROM
FY98·99 FY98TOFY99
2,817,786 2.17% 409,967 28.27%
282,648 1.26%
l,211.681 23.42%
55.217 (6.23'16)
$ 4,777.299 8.64%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 98-99 FY98TOFY99
8.0 0.00%
23.0 (2.13%) 34.0 0.00%
31.0 3.33%
12.5 0.00%
108.5 0.46%
COLLEGE STATION
LIBRARY
CITY MANGER
OTIS
DIRECTOR
COMMUNICATIONS &
INFO. SERVICES
MANAGER
LIBRARY
STAFF
163
I AcnJAL
DIVISION FY96-97
LIBRARY $ 407,545
DIVISION TOTAL $ 407,545
AcnJAL
CLASSIF1CA TION FY96-97
SALARIES & BENEFITS $ 0
SUPPLIES 449
MAINTENANCE 1,6n PURCHASED SERVICES 365,419
CAPITAL OUTLAY 40,000
DMSION TOTAL $ 407 545
AcnJAL
DMSION FY95-96
LIBRARY 0.0
DIVISION TOTAL 0.0
SERVICE LEVEL ADJUSTMENTS
CITY Of COLLEGE STATION
LIBRARY
DIVISION SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE
BUDGE!" YEAR END BUDGET
FY97-98 FY 97-98 FY 98-99
$ 604,049 $ 604,049 $ 629,391
$ 604,049 $ 604,049 $ 629,391
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
BUDGET YEAR END BUDGE!"
FY 97-98 FY97·98 FY98·99
$ 0 $ 0 $ 0
297 297 302
2,919 2,919 2,833
561,233 561,233 586,256
39,600 39,600 40,000
$ 604 049 $ 604,049 $ 629,391
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE
ACTUAL BUDGE!" BUDGET
FY 96'97 FY97·98 FY9S.99
0.0 0.0 0.0
0.0 0.0 0.0
Op<?ning ol 1he libriuy loo-on bddilional si� hows per ""'ek 20,000
$ 20.000
164
APPROVED %CHANGEIN
BUDGET BUDGErFROM
FY 98-99 FY98TOFY99
$ 649,391 7.51%
$ 649,391 7.51%
APPROVED %CHANGEIN
BUDGET BUDGErFROM
FY98·99 FY98TOFY99
$ 0 N/A
302 1.68%
2,833 (2.95'lij
606,256 8.02%
40,000 1.01%
$ 649,391 7.51%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY9S.99 FY98TOFY99
0.0 N/A
0.0 N/A
DEVELOPMENT SERVICES
I CITY MANAGER I
I DIRECTOR I
ADMINISTRATION -
I I I I
PLANNING DEVELOPMENT ENGINEERING BUILDING
COORDINATION DEVELOPMENT INSPECTION
INSPECTION -
ENERGY -CONSERVATION
165
DtVISION
ENERGY MANAGEMENT SERVICES
DEVELOPMENT SERVICES l\OMIN.
ENGINEERING
PLANNING
BUILDING
DEPARTMENT TOTAL
ctASSIFlCATION
SA1..ARJES & BENEFTTS
SUPPi.JES MAINTENANCE
PURCHASED SERVICES
CAPITALOVTI.AY
DEPARTMENT TOTAL
DMSlON
ENERGY MANAGEMENT SERVICES
DEVELOPMENT SERVICES ADMIN.
ENGINEERING
PLANNING
BUILDING
DEPARTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
PLANNING
BUILDING INSPECTION
CITY OF COLLEGE STATION
DEVELOPMENT SERVICES
DEPARTMENT SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED
ACfilAL BUDGET YEAR END
FY96-97 FY97·98 FY97-98
$ 139,810 $ 216.047 $ 216,047
231.652 241,890 241,890
587,091 117.688 117,688
488,149 508,341 508,341
397.863 369.897 369,897
$ 1,844,564 $ 1.453,863 $ l,453,863
EXPENDITURE BY CL.ASSIFICA TION
REVISED ESTIMATED
AcnJAL BUDGET VEAR ENO
FY96-97 FY97-98 FY 97·98
$ 1.464.483 $ 1,055.234 $ 1,055,234
47,107 75.204 75,2 04
22.208 25.951 25,951
264.949 198,969 198,969
45,816 98,505 98.505
$ 1,844.564 $ 1,453,863 $ 1,453,863
PERSONNEL SUMMARY BY DMSION
REVISED
ACfilAL AcnJAL BUDGIIT
FY%·96 FY96-97 FY97·98
2.0 2.0 1.0
4.0 4.0 s.o
12.0 12.0 2.0
8.5 9.0 8.5
9.0 9.0 8.0
35.5 36.0 24.5
Development of Neighborhood Planning PrO!ll'••n
lncttase in Legal NoUc:ff
Overtime pay for weekend building Inspections
166
BASE
BUDGET
FY98-99
$ 222,494
229,367
122,349
483,671
359,063
$ 1,416,944
BASE
BUDGET
FY98-99
$ 1,035.460
52,135
29.150
199.724
100.475
$ 1.416.944
BASE
BUDGET
FY98·99
1.0
s.o
2.0
8.5
8.0
24.5
47.702
8.790
6.050
$ 62.542
APPROVED %CHANGEIN
BUDGET BUOCIIT FROM
FY 98-99 FY98TOFY99
$ 223.499 3.4596
234.759 (2.95%1 125,289 6.46'16
551.127 8.4296
373.040 0.8596
$ 1 507,714 3.70%
APPROVED %CHANGEIN
• BUDGET BUDGET FROM
FY98·99 FY98TOFY99
$ 1,111.260 5.3196
52.135 (30.68%) 29.420 13.37%
210.714 5.90%
104.185 5.77%
$ 1 507.714 3.70%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98·99 FY98TOFY99
1.0 0.00%
5.0 0.00%
2.0 0.00%
9.5 11.76%
8.0 0.00%
25.5 4.08%
ECONOMIC & COMMUNITY DEVELOPMENT
DIRECTOR
I I I
COMMUNITY ECONOMIC
DEVELOPMENT DEVELOPMENT
GRANTS
-ADMINISTRATION
HOUSING
-PROJECTS
167
CITY OF COLLEGE STATION
ECONOMIC AND COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
DMSION
ECONOMIC DEVELOPMENT
COMMUNITY OEVaOPMENT
DEPARTMENT TOTAL
CU\SSIACATION
SAl..ARIES & BENEATS
SUPPLIES
MA!i'ITENANCE
PURCHASED SERVICES
CAPITAL OVTI.AY
DEPARTMENT TOTAL
DIVISION
ECONOMIC DEVELOPMENT
COMMUNITY DEVELOPMENT
DEPARTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
ECONOMIC DEVELOPMENT
EXPENDITURE BY DMSION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY96-97 FY97·98 FY9'7-98 FY 98·99
$ 234,322 s 216.601 $ 198,286 s 202.784
335,138 406.355 406,355 418.816
$ 569,460 s 622.956 $ 604.641 $ 621.600
EXPENDITURE BY CLASSIACA TION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY96-97 FY97·98 FY 97-98 FY98·99
$ 380,201 $ 431,628 $ 431.628 $ 420.398
19,710 26.095 26,095 18,091
3,929 13.593 13.593 12.607
165.620 149.660 131.345 167,504
0 1,980 1,980 3.000
$ 569,460 $ 622,956 $ 604.641 $ 621.600
PERSONNEL SUMMARY BY DMSION
REVISED ACTUAL ACTUAL BUDGET
FY 95-96 FY96-97 FY 97·98
2.0 2.0 2.0
8.5 8.5 8.5
10.5 10.5 10.5
Development of Comprehensive ''Buslncss Pl•n"
168
BASE
BUDGET
FY 98·99
2.0
8.5
10.5
18.315
$ 18.315
APPROVED
BUDGET
FY 98-99
s 224,307
427,068
s 651.375
APPROVED
BUDGET
FY98·99
$ 431,858
18,091
12.607
185,819
3.000
$ 651.375
APPROVED
BUDGET
FY98·99
2.0
8.5
10.5
%CHANGEIN
BUDGET FROM
FY98TOFY99
3.56%
5.1<>'16
4.56%
%CHANGE!N
BUDGET FROM
FY98TOFY99
0.05%
(30.67%)
(7.25%) 24.16%
51.52%
4.56%
%CHANGEIN
BUDGET FROM
FY98TOFY99
0.0096
O.OO'l6
0.0096
OFFICE OF TECHNOLOGY
AND INFORMATION SERVICES
CITY MANAGER
DIRECTOR
ACTION
CENTER �
I l
INTEGRATED COMMUNICATIONS& UTILITY
DATA INFORMATION CUSTOMER
SERVICES SERVICES SERVICES
MANAGEMENT COMMUNICATIONS CUSTOMER
>-INFORMATION >-.._ SERVICE
SYSTEMS
GEOGRAPHIC PRINT/ METER
._ INFORMATION ,_ MAIL ._ SERVICE
SYSTEMS
FRANCHISING
._
LIBRARY
._
169
CITY OF COLLEGE STATION
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
DEPARTMENT SUMMARY
EXPENDITURE BY DMSION
REVISED ESTIMATED BASE APPROVED %CHANGEIN ACTUAL BUDGET YEAR END BUDGE T BUDGET BUDGET FROM DIVISION FY96-97 FY97-98 FY97-98 FY98·99 FY98-99 FY98TO FY99
OTIS ADMINISTRATION $ 293,911 $ 299,085 $ 299,085 $ 301,137 $ 370,364 23.83% GEOGRAPHIC INFO SERVICES 152,834 161,290 161,290 103,968 136,228 (15.5496) PRJNT/MAIL 149,846 N/A N/A N/A N/A N/A MGMT INFO . SVS. 934,246 1,369,725 1,369,725 1,179,304 1,429,453 4.36% COMMUNICATION SERVICES 257,746 N/A N/A N/A N/A N/A
DEPARTMENT TOTAL $ 1 788,583 $ 1,830,100 $ 1,830,100 $ 1,584,409 $ 1,936,045 5.7996
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED %CHANGEIN ACTUAL BUDGET YEAR END BUOGE:r BUDGET BUDGET FROM CLASSIFlCATION FY 96-97 FY97-98 FY97-98 FY 98-99 FY98-99 FY98TOFY99
SALARIES & BENEFlTS $ 1,243,757 $ 956,588 $ 956,588 $ 962,424 $ 1,049,819 9.75% SUPPLIES 35,405 19,108 19,108 198,347 229,197 1099.48% MAINTENANCE 273,023 538,501 538,501 252,581 252,581 (53.1096) PURCHASED SERVICES 142,210 16S,423 165,423 82,394 140,424 (15.11%) CAPITAL OUTLAY 94,188 150,480 150,480 88,663 264,024 75.45%
DEPARTMENT TOTAL $ 1,788,583 $ 1,830,100 $ 1,830,100 $ 1,584,409 $ 1,936,045 5.7996
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED %CHANGEIN
AC TUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY9S·96 FY96-97 FY97·98 FY98-99 FY98-99 FY98 TO FY99
OTIS ADMINISTRATION 4.0 6.0 6.0 6.0 6.0 0.0096 GEOGRAPHIC INFO SERVICES 3.5 3.5 3.5 2.5 2.5 (28.57%) PRINT/MAIL 5.0 5.0 0.0 0.0 0.0 N/A MGMT INFO SVS. 13.0 13.0 12.0 13.0 14.0 16.67% COMMUNICATION SERVICES 5.0 5.0 0.0 0.0 0.0 N/A
DEPARTMENT TOTAL 30.5 32 .5 21.5 21.5 22.5 4.65%
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION Utilities for new OTIS building $ 15,330
Computer hardware/software lo create a paperless council 36,361
Centralized customer service survey 10,000
GEOGRAPHIC INFORMATION SERVICES Addition of 6 high speed co�pulers and related training 30,200
MANAGEMENT INFORMATION SERVICE S Maintenance for Customer Information Services system 25,850
Upgrade Microsoft desktop software lo single user license 62,000
Training for work order system included in CIS system 25,000 Addition of l micro computer specialist for mobile data co 36,866
Make networks servers fault tolerant 55,000
$ 296,607
170
FISCAL SERVICES
CITY MANAGER
DIRECTOR
ADMINISTRATION
-
I l l
ACCOUNTING PURCHASING RISK MUNICIPAL OFRCEOF
MANAGEMENT COURT MANAGEMENT
AND BUDGET
171
DIVISION
ASCAL ADMINlSTRATION $
RISK MANAGEMENT
ACCOUNTING
PURCHASING
MUNICIPAL COURT
OFACE OF MGMT & BUDGET' ..
DEPARTMENT TOTAL $
CLASSIACATION
SAlARJES & BENEATS $
SUPPLIES
l>WNTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DEPARTMENT TOTAL $
DIVISION
ASCAL ADMINISTRATION
RISK MANAGEMENT
ACCOUNTING
PURCHASING
MUNICIPAL COURT
OFACE OF MGMT & BUDGET
DEPARTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
CITY OF COLLEGE STATION
FISCAL SERVICES DEPARTMENT
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE
AC!1JAL BUOGET YEAR ENO BUDGET
FY%·97 FY97·98 FY97·98 FY98·99
136.876 $ 160,015 $ 145.015 $ 257.507
107.758 107,987 107,987 106.578
590,070 621.427 621,427 534.294
198,604 210,087 210,087 207.173
403.307 514,951 509,951 441.215
0 0 0 281.279
1,436.615 $ 1 614 467 $ 1 594,467 $ 1,828.046
EXPENDITURE BY CLASSIACA llON
REVISED ESTIMATED BASE
ACTUAL BUDGET VEAR END BUDGET
FY 96--97 FY97·98 FY97-98 FY98-99
1,011,332 $ 1,136,748 $ 1,121,748 $ 1,309,045
37.659 38,968 38,968 40.350
2.265 11.791 11,791 13.100
37 9.597 421,262 416,262 465.551
5,763 5.698 5,698 0
1,436,615 $ 1,614,467 $ 1,594,467 $ 1.828.046
PERSONNEL SUMMARY BY DMSION
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY 95-96 FY 96--97 FY97·98 FY98-99
3.0 3.0 3.0 3.0
2.0 2.0 2.0 2.0
11.0 11.0 11.0 11.0
4.5 4.5 4.5 4.5
9.5 10.5 11.5 11.0
0.0 0.0 0.0 5.5
30.0 31.0 32.0 37.0
MUNICIPAL COURT Ovenime for police officers doing warrant investigation
NOTES
... OMB was lransforrcd from General Govcmmcnl in FY99.
172
APPROVED
BUDGET
FY98-99
s 261.441
109.191
544,310
211,875
479.485
287.677
$ l,893,979
APPROVED
BUDGET
FY98·99
s 1.373.478
40.350
13,100
467.051
0
$ 1,893,979
APPROVED
BUDGET
FY98·99
3.0
2.0
11.0
4.5
11.0
5.5
37.0
$ 30.600
s 30.600
96CHANGEIN
BUDGET FROM
FY98TOFY99
63.3996
1.1196
(12.4196)
0.8596
(6.8996)
N/A
17.3196
96CHANGE IN
BUDGET FROM
FY98TOFY99
20.8396
3.SS%
11.10%
10.8796
(100.0096)
17.3196
%CHANGEIN
BUDGET FROM
FY98TOFY99
0.0096
0.0096
0.0096
0.0096
(4.3596)
N/A
15.6396
GENERAL GOVERNMENT
CITY COUNCIL
LEGAL CITY
SECRETARY
CITY MANAGER
ASSISTANT ,...__ CITY MANAGER
PUBLIC RELATIONS
MARKETING
HUMAN
RESOURCES
173
DMSION
MAYOR AND COUNCIL
CITY SECRETARY
CITY MANAGER
LEGAL
PUBLIC RELATIONS/MARKETING
HUMAN RESOURCES
OFACE OF MGMT & BUDGET ...
DEPARTMENT TOTAL
CLASSIFICATION
SALAIUES & BENEFITS ,
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITALOUTI..AY
DEPARTMENT TOTAL
DIVISION
MAYOR AND COUNCIL
CITY SECRETARY
CITY MANAGER
LEGAL
PUBLIC RELAT IONS
HUMAN RESOURCES
OFACE OF MGMT & BUDGET
DEPARTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
CITY SECRETARY
PUBLIC RELATIONS
NOTES
CITY OF COLLEGE STATION
GENERAL GOVERNMENT
DEPARTMENT SUMMARY
EXPENDITURE BY DMSION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY96-97 FY97-98 FY97-98 FY98-99
$ 63,353 $ 67,943 s 67,943 $ 70,652
149,084 166,027 166,027 156,685
334,237 353,385 353,385 423,746
425,793 473,340 473,340 453,007
125,129 149,243 142,243 150,253
288,617 307,022 307,022 305,134
260,545 276,534 266,534 0
$ 1,646,760 $ 1,793,494 $ 1776494 $ 1559 477
EXPENDITURE BY CU\SSIACATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY96-97 FY97-98 FY97-98 FY98-99
$ 1,278,153 $ 1,367,518 $ 1,350.518 $ 1,187,539
98,431 100,433 100,433 96,716
3,236 12,635 12,635 13,203
246,081 304,659 304,659 262,019
20,860 8,249 8,249 0
$ 1,646,760 $ 1,793,494 $ 1,776,494 $ 1.559,477
PERSONNEL SUMMARY BY DIVISION
REVISED
ACTUAL ACTUAL BUDGET
FY95-96 FY 96-97 FY97-98
0.0 0.0 0.0
3.5 3.5 3.5
4.0 4.0 4.0
8.0 8.0 8.0
2.0 2.0 2.0
6.0 6.0 6.0
5.5 5.5 5.5
29.0 29.0 29.0
Expenses associated with propo«?<I bond election
Bond Election Public Information
TOTAL
BASE
BUDGET
FY 98-99
0.0
3.5
5.0
8.0
2.0
6.0
0.0
24.5
$ 18.000
$ 25,000
$ 43.000
"''OMB w3s 1rnnsfcrrcd to the Fiscal Services Department in FY99.
174
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98TOFY99
$ 70,652 3.99%
177,658 7.01%
433,840 22.77%
463,984 (1.98%)
178,054 19.30%
311,082 1.32%
0 N/A
$ 1,635,270 (8.82%)
APPROVED 'l6CHANGEIN
BUDGET BUDGET FROM
Fi'( 98-99 FY98TOFY99
$ 1,220,332 (10.76%)
96,716 (3.70%)
13,203 4.50%
305,019 0.1296
0 (100.00%)
$ 1,635,270 (8.82'!61
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98TOFY99
0.0 N/A
3.5 0.00%
5.0 25.00%
8.0 0.00%
2.0 0.00%
6.0 0.00%
0.0 (100.00%)
24.5 (15.52'!61
DEBT SERVICE FUND
The City's basic debt management policies are explained in the Financial Policy Statements, included in the appendix to this document. The City is continuing to review its debt management .policies and to address the particular concerns and needs of the citizens. The City strives to issue debt only to meet capital needs.
State law in Texas sets the maximum ad valorem tax rat<:? for a home rule city, such as College Station, at $2.50 per $100 dollars valuation including all obligations of the city. The City of College Station's approved ad valorem tax rate is 42.93 cents/$100 valuation which would allow the city to legally increase its rate by more than five times the current rate. If all of that capacity were used for debt service, the city could legally increase its annual debt service requirement by more than seven (7) times the current budget amount.
Current policy is to maintain at least 15% of annual appropriated expenditures for debt service and any associated fees as the Debt Service Fund balance at fiscal year end. The fund is in compliance with that policy. The most recent debt issues of the City of College Station have earned ratings* from Moody's and Standard & Poor's as follows:
Standard & Bond Tvoe Poor's Moodv's General Obligation A+ Al
... lJ..t!EtY..g�Y�.�.\.!� ............................. A:!: ....................... f\.L ....... Certif. of Obliq. A+ Al
..
Revenues in the Debt Service Fund are anticipated to increase in FY 99 by 9.86% from the FY 98 year-end estimates, reflecting the
increased taxable base in College Station and
transfers to the debt service fund relating to the
Wolf Pen Creek Convention Center. The debt service portion of the ad valorem tax rate was approved at 26.75 cents/$100 valuation for FY99. The FY 98 debt service tax rate was 27.77 cents/$100 valuation.
It is anticipated that the city will issue $3.052 million of GOBs, $6.1 million in URBs and $836,000 in COs in FY 99. The GOB issue will be used for continuing capital projects authorized by the 1995 bond election. It is also anticipated that $400,000 in General Obligation Bonds will be called in FY 99. This will reduce the total amount that otherwise would be owed on these bonds. Each year an analysis is done to determine what refunding and call options are available and in the best interest of the city.
This section contains a schedule of requirements and a summary of requirements for all General Obligation bonds and Contract Obligation bonds. The detail information for each individual General Obligation bond and Contract Obligation bond is found in Appendix J. The schedule of requirements and the individual detail information for all UtilitY Revenue Bonds are also found in Appendix J.
*The ratings are standard ratings of Moody's and S&P. The highest rating available on S&P is AAA and
the lowest "investment grade" debt issue is BBB. In contrast, Moody's highest rating is Aaa and the lowest "investment grading" is Bbb.
175
CITY OF COLLEGE STATION
DEBT SERVICE FUND
FUND SUMMARY
FY 97-98 FY 97-98 FY 98-99 FY98-99 %CHANGElN
FY 96-97 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY98TOFY99
BEGINNING BALANCE $ l,191,368 $ 1,978,813 $ 1,978,813 $ 2,153,678 $ 2,153,678 8.84%
REVENUES
ADVALOREM TAXES, ETC. $ 4,801,894 $ 5,043,000 $ 5,009,800 $ 5.132,300 $ 5.132,300 1.77%
INVESTMENT EARNINGS 304,044 164,771 200,771 184,305 184,305 11.86%
OTHER 64,515 89,743 89,743 95,209 95,209 0.00%
TRANSFERS 0 0 0 411,101 411,101 N/A
REFUNDING 6,805,755 0 0 0 0 N/A
TOTAL REVENUES $ 11,976,208 $ 5,297,514 $ 5,300,314 $ 5,822,915 $ 5,822,915 9.92%
TOTAL FUNDS AVAUABLE $ 13,167,576 $ 7,276,327 $ 7,279,127 $ 7,976,593 $ 7,976.593 9.62%
EXPENDITURES AND TRANSFERS
GENERAL OBLIGATION BONDS $ 3,649,184 $ 4,326,061 $ 4,326,061 $ 4,531,035 $ 4,531,035 4.7'K.
CERTIFICATES OF OBLIGATION 564,235 748,315 748,315 437,463 437,463 (41.5%)
WOLF PEN CREEK CONF. CENTER 0 0 0 411,101 411,101 N/A
AGENTS FEES, OTHER COSTS 10,772 51,073 51.073 50,000 50,000 (2.1%)
BOND ISSUANCE COSTS 133,890 0 0 0 0 N/A
REFUNDING 6,816,732 0 0 0 0 NIA
TOTAL OPERATING EXPENSES
AND TRANSFERS $ 11,174,813 $ 5,125,449 $ 5,125,449 $ 5,429,599 $ 5,429.599 5.93%
INCREASE (DECREASE)
FUND BALANCE $ 801,395 $ 172,065 $ 174,865 $ 393,316 $ 393.316
GAAP ADJUSTMENTS $ (13,950)
ENDING FUND BALANCE $ 1,978,813 $ 2,150,878 $ 2,153,678 $ 2,546,994 $ 2,546.994
176
CERTlF. OF OBLIGATION
8%
DEBT SERVICE FUND -SOURCES OF FUNDS
OTHER
9%
PROP. TAX
88%
DEBT SERVICE FUND -USES OF FUNDS
WPC CONF. CENTER USES
8% 0%
177
YEAR
1978-II
1989
1991
1994
1995
1996
1998
1978-II
1989
1991
1994
1995
1996
1998
DEBT SERVICE
SUMMARY OF REQUIREMENTS
GENERAL OBLIGATION BONDS
1998-1999
ISSUE
G.O. BONDS PRINCIPAL
G.O. BONDS PRINCIPAL
G.O. BONDS PRINCIPAL
G.O. BONDS PRINCIPAL
G.O. BONDS PRINCIPAL
G.O. BONDS PRINCIPAL
G.O. BONDS PRINCIPAL
TOTAL BONDS PRINCIPAL
G.O. BONDS INTEREST
G.O. BONDS INTEREST
G.O. BONDS INTEREST
G.O. BONDS INTEREST
G.O. BONDS INTEREST
G.O. BONDS INTEREST
G.0. BONDS INTEREST
TOTAL BONDS INTEREST
TOTAL BONDS
178
GENERAL FUND
ASSOCIATED
170,000
225,000
225,000
400,000
250,000
1, 170,000
0
$2,440,000
4,930
7,313
102,913
272,150
251,175
603,177
449,377
$1,691,035
$4,131,035
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
GENERAL OBLIGATION BONDS
ALL SERIES
TOTAL DUE PRINCiPAL
EACH OUTSTANDING
FISCAL YEAR PRINCIPAL INTEREST FISCAL YEAR AS OF OCT. 1
FY99 2,440,000 1,691,035 4,131,035 • 32,012,000
FYOO 2,360,000 1,637,108 3,997,108 29,572,000
FYOl 1,985,000 1,448,405 3,433,405 27,212,000
FY02 2,000,000 1,317,405 3,317,405 25,227,000
FY03 2,030,000 1,184,980 3,214,980 23,227,000
FY04 2,090,000 1,063,193 3,153,193 21,197,000
FY05 1,625,000 964,796 2,589,796 19,107,000
FY06 1,425,000 885,470 2,310,470 17,482,000
FY07 1,480,000 811,554 2,291,554 16,057,000
FY08 1,510,000 734,980 2,244,980 14,577,000
FY09 1,590,000 655,133 2,245,133 13,067,000
FY 10 1,675,000 569,457 2,244,457 11,477,000
FY 11 1,715,000 479,618 2,194,618 9,802,000
FY 12 1,755,000 387,579 2,142,579 8,087,000
FY 13 1,550,000 299,666 1,849,666 6,332,000
FY 14 1,255,000 225,104 1,480,104 4,782,000
FY 15 1,030,000 164,198 1,194,198 3,527,000
FY 16 1,090,000 106,889 1,196,889 2,497,000
FY 17 1,150,000 45,604 1,195,604 1,407,000
FY 18 257,000 7,068 264,068 257,000
"This number is 4,531,035 In the Debt Service Fund Summftry representing the fact that the City may c.>11 $400,000 worth of bonds.
PRINCIPLE AND INTEREST
4,500,000 � -------------------
4,000,000
3,500,000 t
3,000,000 -
2,500,000 :..
2,000,000 .
1,500,000
1,000,000 '
500,000 .
0 • I -
(J) (J) >u.
.... 0 >u.
-
-1-1
-
1-
-',_' -I
I I <") 0 >u.
-
-
-
-
l{) 0 >u.
-
-
-
,_
-
-
-
-
,..... 0 >u.
=l=I� 11 -
Lf -I
179
(J) 0 >u.
I
-1-i -I -l-1
-:�·m -
+·-4 .... .... >u.
_1_ -I
>u. >u.
-In
>u.
•INTEREST
OPRINCIPAL
ISSUE
CERTIFICATE OF OBLIGATION #8
CERTIFICATE OF OBLIGATION 1995
C.O. 1998 CONFERENCE CENTER
C.O. 1999 PARKING GARAGE
TOTAL PRINCIPAL
CERTIFICATE OF OBLIGATION #8
CERTIFICATE OF OBLIGATION 1995
C.O. 1998 CONFERENCE CENTER
C.O. 1999 PARKING GARAGE
TOTAL INTEREST
TOTAL
DEBT SERVICE
SUMMARY OF REQUIREMENTS
CERTIFICATES OF OBLIGATION
1998-1999
GENERAL UTILITY
FUND FUND
ASSOCIATED ASSOCIATED
0 26,200
405,000 0
0 0
0 0
$405,000 $26,200
0 3,144
32,463 0
0 0
0 0
$32,463 $3,144
$437,463 $29,344
180
WPC
TIF
ASSOCIATED TOTAL
0 26,200
0 405,000
0 0
0 0
$0 $431,200
0 3,144
0 32,463
411,101 411,101
0 0
$411,101 $446,708
$411,101 $877,908
FISCAL YEAR
FY 99
FYOO
FY 01
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY 10
FY 11
FY 12
FY 13
FY 14
FY 15
FY 16
FY 17
FY 18
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation
ALL SERIES
TOTAL DUE
EACH
PRINCIPAL INTEREST FISCAL YEAR
431,200 446,708 877,908
600,000 366,430 966,430
230,000 323,208 553,208
245,000 306,410 551,410
255,000 288,700 543,700
270,000 270,123 540,123
285,000 253,933 538,933
295,000 240,340 535,340
315,000 225,835 540,835
330,000 210,213 540,213
345,000 193,565 538,565
365,000 175,740 540,740
385,000 156,669 541,669
400,000 136,535 536,535
425,000 115,288 540,288
445,000 92,785 537,785
470,000 69,023 539,023
495,000 43,848 538,848
515,000 17,393 532,393
71,000 1,953 72,953
l Certificates of Obligation I 1.000.000 .----------------
, 900,000 1-
800,000 j
700,000 r
600,000 I 500,000 +
400,000 � -
300,000 i
200,000 .�
I 100,000 .
O·
� -- -- --� - - � � �
,_ --r-t---I -.-" l'-IJ -r--1' I --
-- - f- -I• - ,_
·I I-4-+-+-+ I
- -
I + ...... J_ --l- -t
PRINCIPAL
OUTSTANDING
AS OF OCT. 1
7,172,200
6,741,000
6,141,000
5,911,000
5,666,000
5,411,000
5,141,000
4,856,000
4,561,000
4,246,000
3,916,000
3,571,000
3,206,000
2,821,000
2,421,000
1,996,000
1,551,000
1,081,000
586,000
71,000
I +
� 0 -N M � � � � 00 � 0 -N M � � � � 00 � 0 0 0 0 0 0 0 0 0 0 -- - - - - - - -
� � � � � � � � � � � � � � � � � � � � I •PRINCIPAL -o�i:_��T
181
PARKS XTRA EDUCATION FUND
Established in FY 96, Parks Xtra Education is a
joint effort of the City of College Station and the
College Station Independent School District
(CSISD) to provide community based education
programs.
Registration fees provide the primary funding for
the Parks Xtra Education Fund. Based on strong
demand for the classes offered in FY 98 revenues
are projected to jump by $25,000, a 42%
increase.
'
In FY 98 over 120 classes were offered to
citizens aged 13 and older throughout the
community. The majority of the classes are
offered Monday through Thursday evenings, with
a sampling of classes offered on the weekend and
daytime throughout the workweek.
l82
Although the majority of classes are taught at
CSISD facilities, specialty classes are taught at
businesses throughout Brazos County. An
example of a specialty class offered by Parks
Xtra Education is a wine tasting class taught at
the Messina Hof Winery. In FY 99 computer
training classes are scheduled to be offered at the
newly renovated College Station High School.
Within this class, students will work with CSISD
computer hardware utilizing both College Station
and CSISD owned software.
FY 99 approved funding for the program is
$75,000, an increase of 25%. Of this increase,
$10,500 is for the purchase of supplies and
computer equipment for administrative use. In
addition these funds will be used to acquire
computer software for new classes to be offered
in the Fall.
CITY OF COLLEGE STATION
PARKS XTRA EDUCATION
FUND SUMMARY
FY97-98 FY 97-98 FY98-99 FY 98-99 %CHANGE IN
FY96-97 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY98TO FY99
BEGINNING FUND BALANCE $ 8,428 $ 40,502 $ 40,502 $ 35,102 $ 35,102
REVENUES
XTRA EDUCATION REVENUES $ 61,025 $ 58,400 $ 58,400 $ 75,000 $ 75,000 28.42%
INVESTMEllIT EARNINGS 2,387 0 1,700 1,600 1,600 N/A
TOTAL REVENUES $ 63,412 $ 58,400 $ 60,100 $ 76,600 $ 76,600 31.16%
EXPENDITIJRES
XTRA EDUCATION PROGRAMS $ 31,338 $ 65,500 $ 65,500 $ 75,000 $ 75,000 14.50%
CONTINGENCY 0 0 0 0 0 N/A
TOTAL EXPENDmJRES $ 31,338 $ 65,500 $ 65,500 $ 75,000 $ 75,000 14.50%
INCREASE (DECREASE)
lN FUND BALANCE $ 32,074 $ (7,100) $ (5,400) $ 1,600 $ 1,600
ENDING FUND BALANCE $ 40,502 $ 33,402 $ 35,102 $ 36,702 $ 36,702
183
DMSION
PARKS XTRA EDUCATION $
DMSION TO TAL $
CLAS SIFICATION
SALARlES & BENEATS $
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
OMSION TOTAL $
OMS ION
PARKS XTRA EDUCATION
DMSION TOTAL
CITY OF COLLEGE STATION
PARKS XTRA EDUCATION
DIVISION SUMMARY
EXPENDITURE BY ACTIVITY
RE VISED ESTIMA TED BASE
ACTUAL BUDGET YEAR END BUDGET
FY9&97 FY97·98 FY97·98 FY98-99
31,338 $ 65,500 s 65,500 $ 75,000
31338 $ 65500 $ 65,500 $ 75000
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
·FY9&97 FY97-98 FY97-98 FY98 -99
0 $ 0 $ 0 $ 0
67 0 0 5,500
0 0 0 0
29,763 65,500 65,000 64,500
1,503 0 0 5,000
31,333 $ 65500 $ 65000 $ 75000
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY%-96 FY9&9 7 FY 97·98 FY98-99
0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0
184
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98TOFY99
$ 75,000 14.50%
$ 75000 14.50%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98TOFY99
$ 0 N/A
5,500 NIA
0 NIA
64,500 (l.53'161 5,000 NIA
$ 75,000 14.50%
\
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 98-99 FY98TOFY99
0.0 N/A
0.0 N/A
ECONOMIC DEVELOPMENT FUND
This is the second year to include the Economic
Development Fund in the budget document.
The purpose of this fund is to account for all
funds that are to be used for business attraction
and retention.
Revenues for the Economic Development Fund
will be collected from the General, Electric,
Water, Wastewater, and Sanitation Funds. The
contributions from these funds will total
$250,000. Investment earnings of
approximately $ 20, 000 are also anticipated in
FY 99. The Economic Development Funds'
expenditures are comprised of "Cash
Assistance" payments to various business
prospects. This assistance is aimed at providing
prospective businesses with start-up
opportunities and give existing businesses the
opportunity to expand their operations.
185
The City has $844, 164 available for cash
assistance in FY 99. Cash assistance for FY 99
has been allocated as follows:
Economic Development Cash Assistance
Organization
Universal Computer Systems
Cabletime (380 Grant)
Development Matching Fund
EDC/SCIC Membership
Future Potential
Total
FY98
120,000 7,555 50,000 10,000
0
187,555
FY99
120,000 0
50,000 0
674,164
844,164
As can be seen from the table above, there is
$674, 164 in uncommitted funds that, if
uncommitted at year end, will contribute to the
fund balance to be carried over from year to
year. This flexibility will give the city an
opportunity to work with various new and
current businesses to ensure that College Station
has a diverse and vibrant economy.
BEGINNING BALANCE
REVENUES
OPERA TING TRANSFERS
INVESTMENT EARNINGS
TOTAL REVENUES
TOTAL FUNDS AVAILABLE
EXPENDITURES AND TRANSFERS
CASH ASSISTANCE
OTHER
TOTAL OPERATING EXPENSES
AND TRANSFERS
INCREASE (DECREASE)
FUND BALANCE
ENDING FUND BALANCE
CITY OF COLLEGE STATION
ECONOMIC DEVELOPMENT FUND
FUND SUMMARY
FY 97-98 FY 97-98 FY 98-99
FY 96-97 REVISED YEAR-END BASE
ACTUAL BUDGET ESTIMATE BUDGET
$ 0 $ 318,750 $ 485,181 $ 574,164
$ 604,000 $ 250,000 $ 250,000 $ 250,000
30,597 20,000 29,000 20,000
$ 604,000 $ 270,000 $ 279,000 $ 270,000
$ 604,000 $ 588,750 $ 764,181 $ 844,164
$ 67,100 $ 588,750 $ 187,555 $ 844,164
51,719 0 2,462 0
$ 118,819 $ 588,750 $ 190,017 $ 844,164
$ 485,181 $ (318,750) $ 88,983 $ (574,164)
$ 485,181 $ 0 $ 574,164 $ 0
l86
FY 98-99 %CHANGEIN
APPROVED BUDGET FROM
BUDGET FY98 TO FY99
$ 574,164
$ 250,000 0.00%
20,000 0.00%
$ 270,000 0.00%
$ 844,164 43.38%
$ 844,164 43.38%
0 N/A
$ 844,164 43.38%
$ (574,164)
$ 0
THOROUGHFARE REHABILITATION FUND
The Thoroughfare Rehabilitation fund was
established to account for major
thoroughfare projects. In 1996, the City
Council approved the use of this fund and
established its' funding. The revenues in
this fund are provided by an annual transfer
of $200,000 from the General Fund.
Interest on investments also accounts for a
small portion of total revenues.
In FY 98 approximately $50,000 was
expended on a project on Welsh Street.
Approximately $600,000 has been
tr an sf erred since the funds' inception in
187
1996. The base $200,000 has been
approved to a$ain be transferred in FY 99.
An additional $250, 000 has been
approved to be transferred to this fund
from the General Fund for additional
thoroughfare rehabilitation projects. A
total of $450,000 will be transferred to this
fund for thoroughfare rehabilitation
projects in FY 99.
Currently, one project has been designated
as a major thoroughfare project: George
Bush East widening. Approximately
$600,000 has been approved for this
project from this fund.
BEGINNING BALANCE
REVENUES
TRANSFERS
INTEREST ON INVESTMENTS
TOTAL REVENUES
TOTAL FUNDS AVAIIABLE
EXPENDITURES AND TRANSFERS
STREET PROJECTS
TOTAL OPERATING EXPENSES
AND TRANSFERS
INCREASE (DECREASE)
IN FUND BALANCE
ENDING FUND BALANCE
CITY OF COLLEGE STATION
THOROUGHFARE REHABILITATION FUND
FUND SUMMARY
FY 97-98 FY 97-98 FY 98-99
FY 96-97 REVISED YEAR-END BASE
ACTUAL BUDGET ESTIMATE BUDGET
$ 200,000 $ 416,032 $ 416,032 $ 596,032
200,000 200,000 200,000 200,000
16,032 15,000 30,000 30,000
$ 216,032 $ 215,000 $ 230,000 $ 230,000
$ 416,032 $ 631,032 $ 646,032 $ 826,032
$ 0 $ 600,000 $ 50,000 $ 826,032
$ 0 $ 600,000 $ 50,000 $ 826,032
$ 216,032 $ (385,000) $ 180,000 $ (596,032)
$ 416,032 $ 31,032 $ 596,032 $ 0
$600,000 For George Bush East Project.
$476,032 For Additional Tl1oroughfore Rehabilitation Projects.
188
FY98-99 %CHANGEIN
APPROVED BUDGET FROM
BUDGET FY98TO FY99
$ 596,032
450,000 125.00%
30,000 100.00%
$ 480,000 123.26%
$ 1,076,032 70.52%
$ 1,076,032 79.34%
$ 1,076,032 79.34%
$ (596,032) 54.81%
$ 0 (100.00%)
GENERAL GOVERNMENT
CAPITAL PROJECTS BUDGET
The City of College Station develops and adopts a five
year Capital Improvements Project List. The list is
updated annually and is presented for City Council
review as a part of the annual budget process. The list
consolidates all anticipated capital needs for which
funding authorization exists. The list is divided into
several sections depending on the services provided
and the funding source. The City operates under the
laws of the State of Texas and the City of College
Station's Home Rule Charter.
The City has legal authority to issue general obligation
debt only after a positive vote of the citizens. General
Obligation (GO) debt is debt that obligates the City to
repay the issue with ad valorem tax revenues. The
City uses GO debt for the acquisition and development
of parks and recreation facilities, rights-of-way and
construction of arterial streets, reconstruction of major
arterial streets, and for public buildings such as city
offices, libraries, swimming pools, and other general
·use facilities.
The City has the authority to issue $22,500,000 from
an election held in March of 1995. The city has issued
three bond series from that authorization totaling
$16.2 million. It is anticipated that $3.052 million will
be issued in FY 99 to continue funding capital projects.
The City has authority, and City Council policies allow
for the use of non-voter authorized debt issuance such
as certificates of obligation, contract obligations, and
other instruments (generally referred to as CO's). The
policy authorized by the City Council allows the City to
use such instruments for capital items such as the
following:
• The purchase and replacement of major
computer systems and other technology based
items that have useful lives of not more than 10
years.
• The purchase and replacement of major
equipment items such as fire fighting equipment.
The City has developed policies and procedures
to provide almost all of this equipment without
issuing debt.
• The purchase of land and development of land
for economic development uses.
It is anticipated that the City will issue approximately
$836,000 in FY 99. These funds will be used to
connect George Bush East to Dartmouth.
The other type of debt that the City will generally use
is revenue bonds. Revenue bonds will be issued any
189
time that there is a need for financing of capital
construction or acquisition and where the asset is
expected to generate sufficient income to support its
operations, maintenance, and debt service. Generally,
revenue bonds do not require voter approval.
The city anticipates issuing an estimated $6.8 million
in revenue bonds in FY 99. These bonds will be used
to construct the College Main parking garage.
Capital projects often result in assets that require
continuing maintenance and repair. Some also reduce
existing maintenance and repair costs. Among the
decisions and proposals that accompany capital
project recommendations is an analysis of potential
ongoing costs.
The 1995 bond election provided funding
authorization for a range of capital projects including
street extensions and reconstruction; parks
development and park land acquisition; sidewalk, bike
path, and beautification projects; and a new library
facility. The City will continue those authorized
projects in accordance with a five year CIP plan.
With the bond election, citizens were told that the
capital projects could be accomplished without
increasing the ad valorem tax rate for debt service.
However, it was anticipated that the ad valorem tax
rate could be increased to pay for expanded operations
in newly developed parks and the new library. It was
estimated that the effect on General Fund operations
could require an increase in the ad valorem tax rate of
approximately 3.5 cents per $100 valuation or more
than $500,000 annually.
GENERAL GOVERNMENT CAPITAL PROJECTS
There are several major general government projects
which are scheduled to be completed in FY 99.
The Graham Road project which is scheduled to be
completed in late 1999 has a FY 99 approved budget
of $2, 150,000. Other street projects which should be
completed by September 1999 are; Anderson Street
widening (approved FY 99 $598,000), Cherry Street
improvements (approved FY 99 $460,000) and the
George Bush East extension (approved FY 99
$836,000). This project will connect George Bush
East to Dartmouth and directly addresses Council
Strategic Issue #6 -George Bush East extension.
Other projects include North Forrest Parkway
(approved FY 99 $ 500,000), and $1,000,000 for
undesignated street projects. The Texas Department of
Transportation will receive $800,000 for phase two of
the Texas Avenue widening project.
The Parks Department expects to complete Madeley
Park (approved FY 99 budget $125,000), Woodway
Park improvements {approved FY 99 $227 ,000) and
Eastgate Park improvements {approved FY 99
$60,000) in FY 99.
The Teen Center should also be completed in FY 99
{approved budget $200,000). The construction of the
Convention Center (project budget $6,000,000) will
begin in FY 99 and is scheduled to be completed in FY
2000. Also scheduled to begin construction in FY 99
is the College Main Parking Garage {project budget
$6,810,000). This project should be completed in FY
2000 and addresses Council Strategic Issue #4 -
Northgate Revitalization and Development.
Business Center, phases II and III, development
(project budget $1,500,000) is scheduled to be
completed in FY 99 {approved budget $944,000).This
project directly addresses Council Strategic Issue #2 -
Economic Development/Marketing/Business Center
Recruitment.
DRAINAGE UTILITY CIP
Two drainage projects scheduled for FY 99 are culvert
and channel improvements on various areas of Bee
Creek ($750,000) and Wolf Pen Creek channel
improvements ($750,000). The Wolf Pen Creek
channel improvements directly address Council
Strategic Issue #l -Wolf Pen Creek Drainage.
Budgets for the projects total $1.5 million and will be
funded primarily by Drainage Utility revenue.
Additional funding will be available from GO bond
sales in the amount of $958,000.
ADDITIONAL O&M COSTS
With the addition of new facilities and infrastructure
additional operations and maintenance costs might be
incurred. In the case of infrastructure rehabilitation it is
expected that O&M costs will decrease for those areas
the project targeted. However, it is difficult to quantify
the cost savings of the rehabilitation since resources
are used elsewhere and not removed from
departmental budgets.
Projects completed in FY 98 had additional O&M
costs of $303,099. These additional costs include
$322,702 for new public facilities, $66,427 for new
parks and $2, 970 for new traffic signals.
In the approved FY 99 budget additional O&M costs
of $303,909 are ant icipated due to completed projects
or funds needed to finalize projects completed in FY
98. The additional costs include $193,193 for public
facilities, $87,716 for technology projects, $20,000
for streets projects, and $3,000 for parks projects.
190
In FY 2000 additional O&M costs are expected to
exceed $1,581,400 with the bulk of anticipated
expend itures coming from completed public facilities
projects. An additional $23,000 is anticipated in FY
2000 for streets projects and $5,000 for parks
projects.
A more detailed sheet at the end of this section
indicates the additional operations and maintenance
cost associated with projects completed in FY 98,
approved to be completed in FY 99, and projected to
be completed in FY 2000.
FUTURE CIP
In 1998 the City Council appointed a citizens
committee to recommend future capital improvement
projects. This committee met and discussed the city's
future needs for streets, parks, public facilities, and
drainage projects. A list of potential projects were
identified and submitted to the council for their
consideration. It is anticipated that a bond election will
be held sometime in FY 99. If successful, additional
bond authorization will be available for capital projects
for the ne xt five year period.
We're Committed
To Excellence
19 l
GENERAL GOVERNMENT
CAPITAL IMPROVEMENT PROJECTS
FISCAL 1998-99 THROUGH FISCAL 2001-02
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY96-97 FY 97-98 FY 97-98
BEGINNING FUND BALANCE: 5,737,977 5,675,265 7,770,214
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 5,300,000 6,200,000 5,738,000
REVENUE BONDS 0 0 0
CERTIFICATES OF OBLIGATIONS 0 12,800,000 5,500,000
INTERGOVERNMENTAL 40,348 0 25,000
INTRAGOVERNMENTAL 976,951 2,625,000 2,300,000
CONTRIBUTIONS 176,804 0 0
INVESTMENT EARNINGS 435,606 300,000 325,000
OTHER 52,753 156,500 20,000
SUBTOTAL ADDITIONAL RESOURCES 6,982,462 $ 22,081,500 $ 13,908,000
TOTAL RESOURCES AVAILABLE 12,720,439 $ 27,756,765 $ 21,678,214
STREET PROJECTS
ANDERSON ST WIDENING ST9701 598,000 114 550,000 550,000
ANDERSON ST REHAB ST9817 550,000 0 0 0
GRAHAM RD UPGRADE ST9515 2,400,000 0 250,000 250,000
JONES BUTLER PHASE I ST9911 1,253,000 0 0 0
GEORGE BUSH EAST ST9804 1,490,000 0 600,000 600,000
N. FOREST PKWY ST9912 500,000 0 0 0
PATRICIA STREET ST9604 905,000 348,161 475,000 475,000
TARROW ST. SOUTH TBD 309,000 0 0 0
OVERSIZED STREETS ST9801 599,000 0 145,000 145,000
SW PARKWAY REHAB ST9508 1,122,000 112,834 1,009,166 1,009,166
2 CHERRY STREET IMP ST9913 525,000 0 o· 65,000
TEXAS AVE. R.O.W. PH II ST9914 400,000 0 0 100,000
TX AVE STREETSCAPE PH II ST9915 500,000 0 0 0
GEORGE BUSH EAST EXT. ST9916 836,000 0 0 0
STREETSCAPE FOR UNIV. DR. TBD 392,500 0 0 0
UNDESIGNATED ST9917 1,000,000 0 0 0
STREET SUB:rOTAL $ 13,379,500 $ 461,108 $ 3,029,166 $ 3,194,166
TRAFFIC PROJECTS
TRAFFIC SIGNAL ENHAN ST9511 1,211,229 0 380,000 380,000
CLOSED PROJECTS 272,880 0 0
TRAFFIC SUBTOTAL $ 1,211,229 $ 272,880 $ 380,000 $ 380,000
SIDEWALKS & TRAJLS
MISC SIDEWALKS & TRAILS ST9510 830,000 18,033 150,000 150,000
BRANDON HEIGHTS GATEWAY ST9708 5,200 5,498 0 0
95/96 ANNUAL SIDEWALKS ST9709 180,000 196,683 0 0
NEIGHBORHOOD/STREEETSCAP ST9802 54,800 0 20,000 20,000
BIKE LOOP ST9409 269,600 55,842 136,159 130,000
MISC. BIKE TRAILS ST9803 180,000 0 180,000 0
SIDEWALKS & TRAILS SUBTOTAL $ 1,519,600 $ 276,056 $ 486,159 $ 300,000
192
APPROVED
BUDGET PROJECTED
FY 98-99 FY 99-00
11,300,811 8,034,652
3,052,000 2,670,000
6,800,000 0
836,000 0
925,000 0
1,227,468 600,000
0 0
750,000 250,000
464,450 270,000
$ 14,054,918 $ 3,790,000
$ 25,355,729 $ 11,824,652
598,000 0
0
2,150,000 0
125,000 1,128,000
100,000 790,000
500,000 0
0 0
0 309,000
155,000 149,000
0 0
460,000 0
300,000 0
500,000 0
836,000 0
392,500 0
1,000,000 0
$ 7,116,500 $ 2,376,000
440,000 380,000
0 0
$ 440,000 $ 380,000
220,000 290,000
0 0
0 0
20,000 0
136,159 0
180,000 0
$ 556,159 $ 290,000
PROJECTED
FY 00-01
1,696,652
0
0
0
0
300,000
0
400,000
270,000
$ 970,000
$ 2,666,652
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
$ 0
0
0
$ 0
0
0
0
0
0
0
$ 0
193
PROJECTED
$
$
$
$
$
FY 01-02
1,996,652
0
0
0
0
200,000
0
400,000
270,000
870,000
2,866,652
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
GENERAL GOVERNMENT
CAPITAL IMPROVEMENT PROJECTS
FISCAL 1998-99 THROUGH FISCAL 2001-02
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDG ET ESTIMATED
NUMBER AMOUNT FY96-97 FY 97-98 FY97-98
PUBLIC FACILITIES
NEW LIBRARY GG9502 2,635,000 1,208,774 963,277 963,277
FACILITIES MAINT. BLDG . 009302 205,000 8,950 106,000 250,000
PUBLIC FACILITIES SUBTOTAL $ 2,840,000 $ 1,217,724 $ 1,069,277 $ 1,213,277
PARK PROJECTS
BEE CREEK/CENTRAL UPGRADE PK9801 200,000 11,400 200,000 200,000
LINCOLN WAYZc SMITH IMP PK9505 1,370,787 116,144 69,000 1,254,643
MADELEY PAR (CDBG FUNDS) PK9706 150,000 5,390 0 25,000
LEMONTREE RESTROOMS PK9314 30,477 27,882 25,321 0
EASTG ATE PARK IMPR. PK9308 60,000 0 0 0
ATHLETIC PARK ACQUISITTON PK9802 1,500,000 0 1,500,000 1,500,000
PARK SUBTOTAL $ 3,311,264 $ 160,816 $ 1,794,321 $ 2,979,643
C.O. AUTHORIZATIONS
AS400 ENHANCEMENT C09802 100,000 0 100,000 100,000
CONVENTION CENTER GG9701 6,000,000 5,000 2,000,000 200,000
DEBT SERVICE 0 0 0 0
C.O. SUBTOTAL $ 6,100,000 $ 5,000 $ 2,100,000 $ 300,000
WOLF PEN CREEK T.l.F. FUND
FUTURE WPC PROJECTS WP9901 102,000 0 156,500 20,000
WOLF PEN CREEK SUBTOTAL $ 102,000 $ 0 $ 156,500 $ 20,000
PARKLAND DEDICATION FUND
ZONE 1 PARK PK9901 6,627 $ 0 0 0
RICHARD CARTER AREA LIG HTS PK9805 9,000 0 9,000 9,000
ZONE 3 (WOLF PEN CREEK) PK9902 126,792 0 0 0
ZONE4PARK TBD 0 0 0 0
EDELWEISS PARK LANDSCAPING PK9707 13,382 13,382 0 0
EDELWEISS PARK PK9804 55,000 0 55,000 55,000
ZONE6PARK PK9906 108,537 0 0 0
WOODWAY PARK PK9803 310,000 0 83,000 83,000
ZONE 7 PARK PK9907 21,752 0 0 0
ZONE8 PARK PK9908 358 0 0 0
ZONE9PARK TBD 0 0 0 0
ZONE 10 PARK PK9806 34,000 0 34,000 34,000
ZONE 11 PARK TBD 0 0 0 0
UNDESIGNATED PARK S PK9909 52,553 0 0 0
PARKLAND DEDICATION SUBTOTAL $ 738,002 $ 13,382 $ 181,000 $ 181,000
BUSINESS PARK FUND
BUSINESS PARK PHASE II & Ill GG9705 1.500,000 43,350 1,444,000 500,000
BUSINESS PARK SUBTOTAL $ 1,500,000 $ 43,350 $ 1,444,000 $ 500,000
194
APPROVED
BUDGET PROJECTED PROJECTED PROJECTED
FY 98-99 FY 99-00 FY 00-01 FY 01-02
0 0 0 0
0 0 0 0
$ 0 $ 0 $ 0 $ 0
0 0 0 0
0 0 0 0
125,000 0 0 0
0 0 0 0
60,000 0 0 0
0 0 0 0
$ 185,000 $ 0 $ 0 $ 0
0 0 0 0
2,795,000 3,000,000 0 0
400,000 0 0 0
$ 3,195,000 $ 3,000,000 $ 0 $ 0
464,450 270,000 270,000 270,000
$ 464,450 $ 270,000 $ 270,000 $ 270,000
6,627 0 0 0
0 0 0 0
126,792 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
108,537 0 0 0
227,000 0 0 0
21,752 0 0 0
358 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
52,553 0 0 0
$ 543,620 $ 0 $ 0 $ 0
944,000 0 0 0
$ 944,000 $ 0 $ 0 $ 0
195
GENERAL GOVERNMENT
CAPITAL IMPROVEMENT PROJECTS
FISCAL 1998-99 THROUGH FISCAL 2001-02
PROJECT
NUMBER
GENERAL OR REPIACEMENT FUND
TEEN CENTER PK9807
PUB. SAFETY SOFTWARE TBD
IMAGING TBD
LIBRARY BOOK DONATIONS GG9901
AS 400 ENHANCEMENT 2000 C09802
GEN. OR REPL. FUND SUBTOTAL $
FUTURE REVENUE BONDS
3 COLL. MAIN PARKING GARAGE GG9706 $
GENERAL & ADMIN. CHARGES
TRANSFER OUT
CLOSED PROJECTS
TOTAL EXPENDITURES
ENDING FUND BAIANCE:
PROJECT
BUDGET
AMOUNT
400,000
500,000
276,000
291,348
125,000
1,592,348
6,810,000
REVISED
ACTUAL BUDGET
FY96-97 FY 97-98
0 300,000
0 0
0 0
0 0
0 25,000
$ 0 $ 325,000
$ 13,082 $ 3,000,000
$ 48,989 $ 281,589
0 0
2,553,951
$ 4,950,225 $ 14,247,012
$ 7,770,214 $ 13,509,753
Note 1-George Bush East includes $340,000 grant, $600,000 thoroughfare funds and $550,000 GOB.
Note 2 -Cherry Street project will be funded through CDBG.
Note 3 -Revenue bonds will be used to fund the parking garage project..
196
ESTIMATED
FY 97-98
200,000
0
0
0
19,317
$ 219,317
$ 500,000
$ 250,000
340,000
$ 10,377,403
$ 11,300,811
APPROVED
BUDGET
FY 98-99
200,000
0
0
291,348
0
$ 491,348
$ 3,000,000
$ 385,000
0
$ 17,321,077
$ 8,034,652
PROJECTED
FY 99-00
0
0
152,000
0
0
$ 152,000
$ 3,310,000
$ 350,000
0
$ 10,128,000
$ 1,696,652
PROJECTED
FY 00-01
0
300,000
0
0
0
$ 300,000
$ 0
$ 100,000
0
$ 670,000
$ 1,996,652
197
PROJECTED
FY 01-02
0
200,000
67,000
0
0
$ 267,000
$ 0
$ 20,000
0
$ 557,000
$ 2,309,652
DRAINAGE UTILITY
PROPOSED CAPITAL IMPROVEMENTS PROJECTS
FISCAL 1998-99 THROUGH FISCAL 2001-02
PROJECT
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY 96-97 FY 97-98 FY 97-98
BEGINNING FUND BALANCE: $ 0 $ 942,775 $ 985,881
ADDmONAL RESOURCES:
lITIUTY REVENUES $ 812,725 $ 852,000 $ 846,000
INTEREST ON INVESTMENTS 43,133 40,000 40,836
BOND PROCEEDS 0 462,000 462,000
INTERGOVERNMENTAL 226,071 0 0
TRANSFERS IN 0 0 370,220
OTHER 10,000 0 0
SUBTOTAL ADDITIONAL RESOURCES $ 1,091,929 $ 1,354,000 $ 1,719,056
TOTAL RESOURCES AVAILABLE $ 1,091,929 $ 2,296,775 $ 2,704,937
CC CREATIONS DRAIN IMP SD9401 65,000 114 0 0
DRAINAGE MASTER PLAN SD9501 120,000 56,930 0 0
BEECREEK DRAINAGE 96 SD9701 633,500 1,510 0 0
BEECREEK PH II SD9702 600,000 0 600,000 600,000
BEE CREEK (COMBINED) SD9802 2,000,000 0 1,250,000 1,250,000
BEE CREEK A -CH IMP TX TO HGWY 6 NEW 700,000 0 0 0
BEE CREEK PH. IV NEW 600,000 0 0 0
BEE CREEK PH. V NEW 500,000 0 0 0
WPC -CH IMP TX TO TRIB B SD9901 400,000 0 0 0
WPC -CH IMP TRIB A TO TRIB B SD9902 800,000 0 0 0
BEE CREEK A TX TO LONGMIRE NEW 300,000 0 0 0
MISC. DRAINAGE SD9505 1,070,000 9,754 462,000 0
GENERAL & ADMIN. 33,130 25,000 25,000
CONTINGENCY 0 0 0
OTHER 4,610 0 0
$7,788,500 $106,048 $2,337,000 $1,875,000
ENDING FUND BALANCE: $ 985,881 $ (40,225) $ 829,937
198
APPROVED
BUDGET PROJECTED PROJECTED PROJECTED
FY 98-99 FY99-00 FY 00-01 FY 01-02
$ 829,937 $ 1,133,749 $ 443,737 $ 926,246
$ 846,000 $ 863,000 $ 880,000 $ 898,000
24,812 71,988 57,509 101,018
958,000 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
$ 1,828,812 $ 934,988 $ 937,509 $ 999,018
$ 2,658,749 $ 2,068,737 $ 1,381,246 $ 1,925,264
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
750,000 0 0 0
0 0 105,000 595,000
0 600,000 0 0
0 500,000 0 0
400,000 0 0 0
325,000 475,000 0 0
0 0 300,000 0
0 0 0 0
50,000 50,000 50,000 50,000
0 0 0 0
0 0 0 0
$1,525,000 $1,625,000 $455,000 $645,000
$ 1,133,749 $ 443,737 $ 926,246 $ 1,280,264
199
CAPITAL IMPROVEMENT PROJECTS
ANNUAL ADDITIONAL OPERATION AND MAINTENANCE
COSTS
With the completion of capital infrastructure
projects comes additional operating and
maintenance (O&M) costs. In FY 98 five major
capital projects were completed which required
an increase in the annual budget for the
operation of these facilities. The increase of
$392,099 to the FY 98 budget was the result of
new traffic signals ($2, 970), the new library
opening in early FY 98 ($210,171), eight
months of operations of the Northgate
promenade ($76,000), the Business Center
Phase I ($36,531), and Wayne Smith Park
($66,427). These costs are now included in
departmental base budgets.
In the FY 99 approved budget there are
$393, 193 in additional annual operation and
maintenance costs. The first project is additional
Texas Avenue landscape maintenance
($20,000) as a result of the widening project
completed in FY 98.
Also included are two additional months of
operation of the new library which opened in
March 1998 ($38,440) for a total annual O&M
cost of $248,611. Additional operation and
maintenance costs are also included for Fire
Station #4 located at Easterwood Airport
($35,000), as well as the final budget
appropriation needed for the operation of Fire
Station #l ($8,500). The FY 99 budget also
includes funds for six months of operation of the
Utility Customer Service Center ($48,284)
which is scheduled to open in March 1999.
Eight months operation of the Teen Center
($66,353) is also included in the budget.
The fin al four months operations of the
Northgate promenade ($42,500) for a total
annual O&M cost of $118,500 is included, as
well as additional operation costs associated
200
with the Business Center Phase I ($2,400) for
an annual O&M cost of $38,931.
The Eastgate Park Improvement project has
operations and maintenance costs of ($3,000).
The Mobile Data Terminal project has operation
and maintenance costs of $36,866. This cost is
for an additional Microcomputer Specialist to
maintain the MDT system. The Utility Billing
System project has additional (O&M) costs of
$50,850. The Fiber Optic Loop project has
additional (O&M) costs of $41,000. These costs
will become part of the department's base
budget next fiscal year.
In FY 2000 the additional O&M cost associated
with projects scheduled to be completed are
University Drive landscape maintenance
($23,000), six months operations at the Utilities
Customer Service Center ($48,284) for an
annual O&M cost of $96,568, five months
operations at the Teen Center ($27,900) for an
annual O&M cost of $94,253, the Business
Center Phases II & Ill ($40,000), and Maedley
Park ($5,000). The Convention Center is
scheduled to open in FY 2000 and have an
annual first year O&M cost of $1,294,800. The
College Main Parking Garage is also expected to
open in FY 2000 and will have annual O&M
costs of $218,700. It is anticipated that
revenues from these two projects will cover the
annual O&M costs. The total additional O&M
costs projected in Fiscal Year 2000 are
$1,657,684.
Additional Operation and Maintenance
Costs of Capital Projects
Budget Approved Projected
FY98 FY99 FYOO
O&M O&M O&M
Street Projects
Texas Avenue Landscape Maint. $ 0 $ 20,000 $ 0
University Drive Landscape Maint. 0 0 23,000
Total Street Projects $ 0 $ 20,000 $ 23,000
Traffic Projects $ 2,970 $ 0 $ 0
Total Traffic Projects $ 2,970 $ 0 $ 0
Public Facilities
Library $ 210,171 $ 38,440 $ 0
Fire Station #4 0 35,000 0
Fire Station #l 0 8,500 0
Utility Customer Service Building 0 48,284 48,284
Teen Center 0 66,353 27,900
Northgate Promenade 76,000 42,500 0
Business Center Ph 1 36,531 2,400 0
Business Center Ph 2, 3 0 0 40,000
Convention Center 0 0 1,294,800
Parking Garage 0 0 218,700
Total Public Facilities $ 322,702 $ 241,477 $ 1,629,684
Parks Projects
Wayne Smith Park $ 66,427 $ 0 $ 0
Maedley Park 0 0 5,000
Athletic Park Site Acquisition 0 0 0
Eastgate Park Improvements 0 3,000 0
Total Parks Projects $ 66,427 $ 3,000 $ 5,000
Technology Projects
MDT Project $ 0 $ 36,866 $ 0
Utility Billing System 0 50,850 0
Total Technology Projects $ 0 $ 87,716 $ 0
Utility Projects
Electric Projects
Fiber Loop $ 0 $ 41,000 $ 0
Total Electric Projects $ 0 $ 41,000 $ 0
Water Projects 0 0 0
Wastewater Projects 0 0 0
Drainage Projects 0 0 0
Total All Projects $ 392,099 $ 393,193 $ 1,657,684
201
We're Committed
To Excellence
202
COMBINED UTILITY FUNDS
The combined utility funds account for revenues
and expenditures in all of the utility related funds
in the City. These include Electric, Water, and
Wastewater activities.
Ele.c.trical.E.un�ue is budgeted to be
$36,806,400 in FY 99. This is an increase of
2.45% over the FY 98 year end estimate.
During FY 98 electric rates were lowered
approximately 5% after the City Council directed
that revenues be reduced by $2 million.
Residential and commercial electricity sales are
expected to increase 3.5% based on the 10 year
historical load and customer growth trend and
the current purchased power contract with Texas
Utilities · ·
FY 99 Base Budget Operating expenditures for
the Electric Fund are anticipated to be $26. 7
million, a increase of approximately 5% over the
FY 98 year end estimate. There is also
$323,000 included in the operating budget for
Service Level Adjustments (SLAs).
The FY 99 nonoperating base budget
expenditures decreased 13.3% to a new total of
$10.81 million. This decrease is a result of
fewer capital project expenditures that are
anticipated in FY 99. Some of the approved
projects include: $825,000 for new services and
system extension, $375,000 for street lighting,
$1.1 million for underground capacity
improvements, $1.39 million for community
enhancement, $1.64 million for the new Utility
Billing facility, $515,000 for business park
electric service, and $400,000 for continuation
of the fiber loop project.
Water...Euod . .r.e.\Lertue for FY 99 is estimated to be
$7,262,600. This is an increase of 2.59% over
the FY 98 year end estimate. Customer growth
is projected to be about 1.5% based on historical
trends and overall economic indicators.
There are no approved rate changes in FY 99.
The City is currently in the initial stages of
developing a joint alliance with the city of Bryan.
The alliance will allow shared use of well field and
transmission infrastructure. This will enable the
City to have a more secure water supply in the
future. In addition, shared capital expenditures
will mitigate future rate pressures and possibly
allow for rate reduction.
FY 99 operating expenditures in the Water Fund
are projected to be approximately $3.8 million or
a increase of 4.8% over the FY 98 year end
203
estimate. This increase was primarily the result
of an SLA totaling $365,000 for the repair and
maintenance of one of the City's water tanks.
Approved SLAs totaling $471,000, including the
one mentioned above, are included in the Water
Fund operating budget.
The FY 99 nonoperating budget decreased by
10.2% over the FY 98 year-end estimate. This is
due to smaller debt service payments and a
decrease in capital projects funding. In FY 99 the
Water Fund will continue to partially fund Water
projects to lower future debt service costs.
Wastewat.er_.Euo_cl_re_\re.Q.Ue is projected to be
approximately $6.6 million, an decrease of .4%
over the FY 98 year-end estimate. Residential
and commercial usage is projected to increase by
about 1.5% per year based on historical trends
and overall economic indicators.
Wastewater Fund operating expenditures are
projected to be $2,601,092, or an increase of
6. 7% over the FY 98 year end estimate. There
are also $158,200 in Service Level Adjustments
included in the approved budget for FY 99.
FY 99 Wastewater Fund nonoperating
expenditures decreased 5.6% from the FY 98
year-end estimate to a new total of $3,362,091.
This was primarily due to a decrease in the
amount transferred to debt service.
C .. QmbinecLUtiJt_ty_Re.\Leoue..BQnds are issued to
provide for capital expansion and replacements
for the various utility services. An estimated $4.6
million of bonds will be issued in FY 99 to fund
Wastewater capital projects and an additional
$1.5 million will be issued to fund electric capital
projects. Water capital projects will be funded
entirely by operating revenue for FY 99.
ADMINISTRATION
WARFJ-IOUSE I .... TECHNICAL
METERING
PUBLIC UTILITIES
DEPARTMENT
I Cm' MANAGER I I I DIRECTOR I I I
flECTRIC
MANAGER
I I I I flECTRICAL DISPATCH ENVIRONMENT AL SERVJCF.S
SUBSTATIONS
204
I
WATER AND
WASTEWATER
MANAGER
I I I F1El.D Pl.ANT OPERATIONS OPERATIONS
I MAINTENANCE WASTEWATER .... TREAlMENT
CONSTRUCTION �
CITY OF COLLEGE STATION
COMBINED UTILITIES FUND
FUND SUMMARY
FY 97-98 FY 97·98 FY 98-99 FY 98-99 %CHANGEIN
FY96·97 REVISED VEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY98TO FY99
REVENUES
ELECTRIC $ 34,917,419 $ 35,925,700 $ 35,843,700 $ 36,806,400 $ 36,806,400 2.45'6
WATER 7,152,629 7,079,000 8,151,411 7,262,600 7,262,600 2.5996
WASTEWATER 6,331,299 6,607,500 6,615,348 6,583,900 6,583,900 (0.36'6)
INVESTMENT EARNINGS 1,198,874 1,007,762 1,601,000 1,270,000 1,270,000 26.02% OTHER NONOPERATING 246,472 205,750 131,312 208,064 208,064 1.12%
TOTAL REVENUES $ 49,846,693 $ 50,825,712 $ 52,342,771 $ 52,130,964 $ 52,130,964 2.57%
EXPENDITURES AND TRANSFERS
ELECTRIC OPERATIONS $ 3,657,107 $ 4,239,081 $ 3,955,907 $ 4,119,541 $ 4,498,685 6.12%
ELECTRIC PURCHASED POWER 19,069,565 20,314,304 20,314,304 20,412,639 20,412,639 0.48%
WATER OPERATIONS 2,191,083 2,906,676 2,843,709 2,475,135 2,975,267 2.36%
WASTEWATER OPERATIONS 2,262,664 2,576,682 • 2,437,574 2,442,892 2,635,286 2.27%
PAV PLAN ADJUSTMENTS 0 0 0 0 0 NIA NET GENERAL/ADMJN. TRANSFERS 1,606,666 2,513,710 2,513,710 2,817,009 3,001,823 19.42%
CONTINGENCY 688,342 280,000 0 280,000 280,000 0.00%
TOTAL OPERATING
EXPEND. ANO TRANSFERS $ 29,475,427 $ 32,830,453 $ 32,Q65,204 $ 32,547,216 $ 33,803,700 2.96%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT $ 58,000 $ 58,000 $ 58,000 $ 58,000 $ 58,000 0.00%
OUTSIDE AGENCY FUNDING 190,334 176,000 176,000 170,000 170,000 (3.41%)
DEBT SERVICE TRANSFER 7,020,251 6,679,136 6,679,136 6,156,151 6,156,151 (7.83%)
OTHER 67,893 0 0 0 0 NIA
OTHER NON-OPERATING 17,247 0 0 0 0 N/A
CAPITAL PROJECTS FUNDING 490,558 8,627,058 3,527,661 5,914,000 5,914,000 (31.45%)
RETURN ON INVESTMENT 5,080,900 5,102,500 5,102,500 5,117,500 5,117,500 0.29%
TOTAL NONOPERATING EXPEND. $ 12,925,183 $ 20,642,694 $ 15,543,297 $ 17,415,651 $ 17,415,651 (15.63%)
TOTAL EXPENDITURES/TRANSFERS s 42,400,610 $ 53,473,147 $ 47,608,501 $ 49,962,867 $ 51.219,351 (4.21%)
INCREASE (DECREASE) IN
WORKlNG CAPITAL $ 7,446,083 $ (2,647,435) $ 4,734,270 $ 2,168,097 $ 911,613
GAAP ADJUSTMENTS $ 219,846
BEGINNING WORKING CAPITAL $ 16,545,660 $ 24,211,589 $ 24,211,589 $ 28,945,859 $ 28.945,859
ENDING WORKING CAPITAL $ 24,211,589 $ 21,564, 154 $ 28,945,859 $ 31,113,956 $ 29,857,472
205
FUND
ELECTRIC $
WATER
WASTEWATER
PURCHASED POWER
COMBINED UTIU11ES FUND TOTAL $
a.ASSIACA TION
SALARIES & BENEFITS $
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
PURCHASED POWER
COMBINED UTIU11ES FUND TOTAL $
FUND
ELECTRIC
WATER
WASTEWATER
COMBINED UTIU11ES FUND TOTAL
CITY OF COLLEGE STATION
COMBINED UTILITIES
SUMMARY
EXPENDITURE BY FUND
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 96-97 FY97·98 FY97·98 FY 98-99
3,657,108 $ 4,239,081 $ 3,955,907 $ 4,119,541
2,191,083 2,906,676 2,843,709 2,475,135
2,262,664 2,576,682 2,437,574 2,442,892
19,069,565 20,314,304 20,314,304 20,412,639
27,180,421 $ 30,036,743 $ 29,551,494 $ 29,450,207
EXPENDITURE BY CLASSIACATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY96-97 FY97-98 FY97·98 FY98-99
3,803,691 $ 4,351,361 $ 4,168,373 $ 4,175,507
392,336 477,600 497,004 484,225
1,090,379 1,602,730 1,421,045 1,274,266
2,549,303 2,891,931 2,818,321 2,915,278
275,147 398,817 332,447 188,292
19,069,565 20,314,304 20,314,304 20,412,639
27,180,421 $ 30,036,743 $ 29,551,494 $ 29,450,207
PERSONNEL SUMMARY BY FUND
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY 95-96 FY 96-97 FY97·98 FY98-99
54.5 53.5 53.5 53.5
31.5 29.5 30.5 30.5
41.0 38.0 36.0 36.0
127.0 121.0 120.0 120.0
?.06
APPROVED '!6CH/\NGEIN
BUDGET BUDGET FROM
FY 98-99 FY98TOFY99
$ 4,498,685 6.12%
2,975,267 236'4
2,635,286 227%
20,412,639 048%
$ 30,521,877 1.62%
APPROVED '!6CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98TOFY99
$ 4,294,977 (1.30%)
491,225 2.85%
1,798,666 12.23%
3,126,778 8.12%
397,592 (0.31%)
20,412,639 0.48%
$ 30,521,877 1.62%
APPROVED '!6CHANG€1N
BUDGET BUDGET FROM
FY98·99 FY98TOFY99
53.5 0.00%
30.5 0.00%
36.0 0.00%
120.0 0.00%
CITY OF COLLEGE STATION
ELECTRIC FUND
FUND SUMMARY
FY97-98 FY97-98 FY98-99 FY98-99 %CHANGE IN
FV96-97 REVISED YEAR-ENO BASE APPROVED BUDGET FROM
ACTIJAL BUDGET ESTIMATE BUDGET BUDGET FY 98'TO FY 99
REVENUES
RESIDENTIAL $ 18,495,384 $ 19,718,000 $ 19,907,000 $ 19,908,000 $ 19,908,000 0.96%
COMMERCIAl/INOUSTRIAL 14,717.254 15,498,000 14,915,000 ·15,177,000 15,177,000 (2.07'l6)
011fER SALES 74,378 76,700 76,700 80,400 80,400 4.82"'
011fER OPERATING 1,630,403 633,000 945,000 1,641,000 1,641,000 1!">9.24%
INVESTMENT EARNINGS 903,492 837,762 1,000,000 900,000 900,000 7.43'6
OTHER NONOPERATING 239,144 190,500 126,912 192,814 192,814 1.21%
TOTAL REVENUES $ 36,060,055 $ 36,953,962 $ 36,970,612 $ 37,899,214 $ 37,899,214 2.56%
EXPENDITURES AND TRANSFERS
ADMINISTRATION $ 567,256 $ 711,319 $ 645,024 $ 687,142 $ 712,136 0.11%
TRANS/DISTRIBUTION 3,089,851 3,527,762 3,310,883 3,432,399 3,786,549 7.34%
PURCHASED POWER 19,069,565 20,314,304 20,314,304 20,412,639 20,412,639 0.48%
PAY PLAN ADJUSTMENTS 0 0 0 0 0 N/A
NET GEN./ADMIN. TRANSFERS 1,159,367 1,176,617 1,176,617 1,528,347 1,641,130 39.48%
CONTINGENCY 0 160,000 0 160,000 160,000 0.00%
TOTAL OPERATING
EXPEND. AND TRANSFERS $ 23,886,039 $ 25,890,002 $ 25,446,828 $ 26,220,527 $ 26,712.454 3.18%
NONOPE.RA TING EXPENDITURES
ECONOMIC DEVELOPMENT $ 31.000 $ 31,000 $ 31,000 $ 31,000 $ 31,000 0.00%
OUTSIDE AGENCY FUNDING 190,334 176,000 176,000 170,000 170,000 (3.41%)
DEBT SERVICE TRANSFER 2,109,769 2,156,642 2,156,642 1,966,924 1,966,924 (8.80%)
OTHER 54,000 0 0 0 0 N/A
OTHER NON-OPERATING 17,247 0 0 0 0 NIA
CAPITAL PROJECTS FUNDING 490,558 6,377,058 3,527,661 4,914,000 4,914,000 (22.94%)
RET\JRN ON INVESTMENT 3,773,500 3,733,500 3,733,500 3,733,500 3,733,500 0.00%
TOTAL NONOPERATING EXPEND. $ 6,666,408 $ 12,474,200 $ 9,624,803 $ 10,815,424 $ 10,815.424 (13.30'M.)
TOTAL EXPENDITURES/TRANSFERS $ 30,552.447 $ 38,364,202 $ 35,071,631 $ 37,035,951 $ 37,527,878 (2.18%1
INCREASE (DECREASE) IN
WORKING CAPITAL $ 5,507,608 $ (1,410,240) $ 1,898,981 $ 863,263 $ 371,336
GAAP ADJUSTMENTS $ 325,440
BEGINNING WORKING CAPITAL $ 12,750,653 $ 18,583,701 $ 18,583,701 $ 20,482,682 $ 20.482.682
ENDING WORKING CAPITAL $ 18,583,701 $ 17,173,461 $ 20,482,682 $ 21,345,945 $ 20,854,018
207
ELECTRIC FUND -SOURCES OF FUNDS
COMMERCIAL
40%
OTHER
5%
INVEST.
EARNINGS
2%
RESIDENTIAL
53%
ELECTRIC FUND -USES OF FUNDS
ROI
10%
DEBT SERVICE
5%
OTHER
14%
ADMIN.
NET TRANS. 2%
4%
208
DISTRIBUTION
10%
PURCH. POWER
55%
DMSION
WAREHOUSE $
OPERATIONS ADMINISTRATION
TECHNICAL SERVICES
SUBSTATIONS
METERING
UTILITY DISPATCH
TECHNICAL ADMINISTRATION
PURCHASED POWER
ELECffilC FUND TOTAL $
ClASSIFICATION
SALARIES & BENEATS $
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPrrALOUTLAY
PURCHASED POWER
ELECffi lC FUND TOTAL $
DMSION
WAREMOUSE
OPERATIONS ADMINISTRATION
TECHNICAL SERVICES
SUBSTATIONS
METERING
UTILITY DISPATCH
TECHNICAL ADMINlSTRATION
ELECffilC FUNO TOTAL
CITY OF COLLEGE STATION
ELECTRIC O&M
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY96-97 FY97-98 FY 97 -98 FY 98-99
112,252 $ 142,882 $ 127,471 $ 135,810
455,004 568,437 517,553 551,332
2.27 8.56 8 2,471,051 2.349,609 2,516,255
127,554 278,019 193,574 242,002
266,760 383,625 348.871 270,202
327,555 318,318 340,108 325,456
89,414 76,749 78.721 78,484
19.069,565 20,314,304 20,314.304 20,412,639
22,726,673 $ 24.553.385 $ 24.270.211 $ 24,532,180
EXPENDITURE BY CL.ASSIACATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR ENO BUDGET
FY96-97 FY97-98 FY97-98 FY 98-99
l,945,502 $ 2.on.584 $ 2.017,398 $ 2.022,325
117,290 140,655 138.342 147,951
440,349 625,826 550,735 634,413
1,032,911 1,153,767 1,090,040-1,201,020
121,055 241,249 159,392 113,832
19,069,565 20314304 20,314,304 20,412,639
22,726.673 $ 24,553,385 $ 24 .270.211 $ 24,532,180
PERSONNEL SUMMARY BY DIVISION
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY95·96 FY 96-97 FY 97·98 FY98-99
4.0 4.0 4.0 4.0
8.5 7.5 7.5 7.5
26.0 26.0 26.0 26.0
8.0 4.0 4.0 4.0
0.0 4.0 4.0 4.0
7.0 7.0 7.0 7.0
1.0 1.0 1.0 1.0
54.5 53 .5 53.5 53.5
SERVICE LEVEL ADJUSTMENTS
TECHNICAL SERVICES
SUBSTATIONS
METERING
WAREHOUSE
Subscl'llxl to Ono Call Notification Center
Strotcgtc Pion for Electricity O..rcgulation
Purchoso of Ourndy BCT • 500 (Battery C1imp Too l )
Purchase of Rooio Detection Locator
Threr. Reel Carrier lor Electric Llncs
Elcctfic Substation Maintenance
Re"'6cemcnt ol Calibration Eq\.ipmcnt
lnsu.11 Digital Fout Recording (!)fR) Equipment •t Swiich Slotio
P\Jrchase ol Acoustic Leak Detector
Enclose Vehicle Ult and Install Motor Operated Doors
TOTAL
209
$ 5.000
135.000
1.900
5,100
45.000
55.000
5.000
50.000
6.000
15.000
$ 323.000
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98 TOFY99
$ 138,280 (3.22%)
573.856 0.95%
2,736,431 10.74%
300,290 8.01%
334,960 (12.69%1
334,499 5.08%
80,369 4.72%
20,412.639 0.48%
$ 24,911,324 1.46%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 98-99 FY98TOFY99
$ 2,078,469 0.04%
147,951 5.19%
689,413 10.16%
1.341,020 16.23%
241,832 0.24%
20,412,639 0.48%
$ 24,911,324 1.46%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98·99 FY98 TOFY99
4.0 0.00%
7.5 0.00%
26.0 0.00%
4.0 0.00%
4.0 0.00%
7.0 0.00%
1.0 0.00%
53.5 0.00%
Debt Service Requirements
Electric Fund
ALL SERIES
PRINCIPAL
FISCAL FY OUTSTANDING
YEAR PRINCIPAL INTEREST PAYMENT OCT.1
FY99 1,099,650 764,252 1,863,902. 15,635,800
FYOO 1,074,250 807,462 1,881,712 14,536,150
FYOl 1,061,650 718,079 1,779,729 13,461,900
FY02 887,500 662,602 1,550,102 12,400,250
FY03 894,750 614,431 1;509,181 11,512,750
FY04 899,250 567,026 1,466,276 10,618,000
FY05 951,500 517,382 1,468,882 9,718,750
FY06 953,750 466,342 1,420,092 8,767,250
FY07 747,250 420,427 1,167,677 7,813,500
FY08 761,250 378,697 1,139,947 7,066,250
FY09 773,000 335,792 1,108,792 6,305,000
FYlO 789,250 291,580 1,080,830 5,532,000
FYll 798,250 246,254 1,044,504 4,742,750
FY12 814,500 199,871 1,014,371 3,944,500
FY13 830,750' 152,532 983,282 3,130,000
FY14 794,500 106,042 900,542 2,299,250
FY15 489,000 69,883 558,883 1,504,750
FY16 507,500 42,297 549,797 1,015,750
FY17 383,250 17,546 400,796 508,250
FY 18 125,000 3,438 128,438 125,000
'Actual debt service payments will be $103,022 higher to ensure that all bond reserve requirements are met.
2,000,000
1,800,000
1,600,000
1,400,000 -
1,200,000
1,000,000
800,000 . -
600,000 -
400,000 .
200,000
0 · I I {j'\ {j'\ it
Electric Fund Debt Service
---
----
OINTEREST -----
l1t1 .. <
•PRINCIPAL -- --
--- -.
I l -· j I I ' -' + + 4-...... (') I.() !""-{j'\ ...... (") I.() !""-0 0 0 0 0 .... .... ...... .... it it it it it it it it it
210
CITY OF COLLEGE STATION
WATER FUND
FUND SUMMARY
FY97-98 FY97·98 FY98-99 FY98-99 %CHANGE IN
FY96-97 REVISED YEAR·END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY98TOFY9
REVENUES
RESIDENTIAL $ 3,555,418 $ 3,484,000 $ 4,093,111 $ 3,650,000 $ 3,650,000 4.76%
COMMERCIAL/INDUSTRIAL 3,267,862 3,325,000 3,636,595 3,300,000 3,300,000 (0.75%)
OTHER OPERATING 329,349 270,000 421,705 312,600 312,600 15.78%
INVESTMENT EARNINGS 199,408 100,000 383,000 220,000 220,000 120.0096
OTHER NONOPERATING 5,272 7,600 4,100 7,600 7,600 0.()()%
TOTAL REVENUES $ 7,357,309 $ 7,186,600 $ 8,538,511 $ 7,490,200 $ 7,490,200 4.22%
EXPENDITURES AND TRANSFERS
PRODUCTION $ 1,191,033 $ 1,449,202 $ 1,405,644 $ 1,145,358 $ 1,596,966 10.20%
DISTRIBUTION 872,546 1,052,941 981,815 937,539 970,130 (7.86%)
ENGINEERING/SUPPORT 127,504 404,533 456,250 392,238 408,171 0.90%
PAY PLAN ADJUSTMENTS 0 0 0 0 0 NIA NET GEN./AOMIN. TRANSFERS 0 785,705 785,705 705,679 768,341 (2.21%)
CONTINGENCY 688,342 60,000 0 60,000 60,000 0.0096
TOTAL OPERATING
EXPEND. AND TRANSFERS $ 2,879,425 $ 3,752,381 $ 3,629,414 $ 3,240,814 $ 3,803,608 J.37%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT $ 12,400 $ 12,400 s 12,400 $ 12,400 $ 12,400 0.00%
DEBT SERVICE TRANSFER 2,088,567 1,637,135 1,637,135 1,499,736 1,499,736 (8.39%) OTHER 12,003 0 0 0 0 WA
CAPITAL PROJECTS FUNDING 0 2,250,000 1,250,000 1,000,000 1,000,000 (55.56%) RETURN ON INVESTMENT 661,500 708,000 708,000 726,000 726,000 2.54%
TOTAL NONOPERATING EXPEND. $ 2,774,470 $ 4,607,535 $ 3,607,535 $ 3,238,136 $ 3,238,136 (29.72%)
TOTAL EXPENDITURES/TRANSFERS $ 5,653,895 $ 8,359,916 $ 7,236,949 $ 6,478,950 $ 7,041,744 (15.77%)
INCREASE (DECREASE) IN
WORKING CAPITAL $ 1,703,414 $ (1,173,316) $ 1,301,562 $ 1,011,250 $ 448,456
GAAP ADJUSTMENT $ (3,747)
BEGINNING WORJ<JNG CAPITAL $ 2,321,195 $ 4,020,862 $ 4,020,862 $ 5,322,424 $ 5,322,424
ENDING WORKING CAPITAL $ 4,020,862 $ 2,847,546 $ 5,322,424 $ 6,333,674 $ 5,770,880
211
WATERFUND-SO URCESOFFUNDS
COMMERCIAL
OTHER
4%
INVESTMENT
EARNINGS
3%
RESIDENTIAL
49%
WATERFUND-USESOFFUNDS
DEBT SERVICE
21%
OTHER
15%
NET TRANSFERS
11%
212
PRODUCTION
23%
DISTRIBUTION
14%
ENG/SUPPORT
6%
ACTIVllY CENTER
WATER PRODUCTION
WATER DISTRJBUTION
ENGINEERING/SUPPORT
WATER RJNO TOTAL
CLASSIFICATION
SALARIES & BENEFITS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OIJTlA Y
WATER FUND TOTAL
ACTIVITY CENTER
WATER PRODUCTION
WATER DISTRIBUTION
ENGINEERING/SUPPORT
WATER FUND TOTAL
SERVICE LEVEL ADJUSTMENTS
WATER PRODUCTION
WATER DISfRIBUTION
ENGINEERING
$
$
$
s
CITY OF COLLEGE STATION
WATERO&M
SUMMARY
EXPENDITURE BY ACTIVITY CENTER
REVISED ESTIMATED
ACTUAL BUDGET YEAR END
FY 96-97 FY 97-98 FY 97-98
1,191,033 $ 1.449,202 $ 1.405,644 $ 872,546 1.052.941 981.815
127.504 404.533 456.250
2 191.083 $ 2.906.676 $ 2.843.709 $
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED
ACTUAL BUDGET VEAR ENO
FY95-96 FY 96-97 FY 96-97
802,831 $ 1,083,801 s 1,062,138 $
85.701 93.n8 96.650
343,732 615.677 540.555
854.791 973,352 988,811
104,029 140.068 155,555
2,191,083 $ 2.906.676 $ 2,843,709 $
BASE
BUDGET
FY98-9 9
1.145.358
937,539
392,238
2.475,135
BASE
BUDGET
FY 97·98
1,038.402
95.505
324.739
942,029
74.460
2.475.135
PERSONNEL SUMMARY BY ACTIVITY CENTER
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY95-96 FY 96-97 FY 97-98 FY 98-99
10.5 9.5 6.0 6.0
18.0 17.0 15.0 15.0
3.0 3.0 9.5 9.5
31.5 29.5 30.5 30.5
ltisk Monogcmcnt Pion M•ndaled by EPA $ 20.000
Rchobllllolion of Woter Tonk at Dowling Rd. 365.000
lnstoUalion of Vibration Sensors on Pumps & Motors 32.000
Demolition of Uruu. Pwnp Station Ground 51or Res. 27.000
Replace Dead End Mains With Flushing Hydrants 20.000
EPA Required Consumer Conridence Report 7.000
TOTAL $ 471.000
213
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98•99 FY98TOFY99
$ 1,596,966 10.20%
970.130 f].86%) 408,171 0.90%
$ 2,975,267 2.36%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 97-98 FY97TOFY98
$ l,067.534 (1.50%)
102,505 9.31%
719.139 16.8096
962,029 (l.16%)
124.060 (ll.43%)
$ 2.975 267 2.36%
APPROVED %CH ANGEIN
BUDGET BUDGET FROM
FY 98-99 FY98TOFY99
6.0 0.00%
15.0 0.00%
9.5 0.00%
30.5 0.00%
Debt Service Requirements
Water Fund
ALL SERIES
FISCAL PRINCIPAL
FISCAL YEAR OUTSTANDING
YEAR PR.INICIPAL INTEREST PAYMENT OCT. 1
FY99 1,028,550 377,209 1,405,759 7,305,550
FYOO 656,700 322,621 979,321 6,277,000
FYOl 769,800 279,375 1,049,175 5,620,300
FY02 368,450 246,822 615,272 4,850,500
FY03 370,300 228,398 598,698 4,482,050
FY04 374,000 209,552 583,552 4,111,750
FY05 412,850 189,398 602,248 3,737,750
FY06 414,700 168,401 583,101 3,324,900
FY07 240,800 151,784 392,584 2,910,200
FY08 248,200 139,067 387,267 2,669,400
FY09 253,750 125,851 379,601 2,421,200
FYlO 263,000 112,068 375,068 2,167,450
FYll 270,400 97,689 368,089 1,904,450
FY12 279,650 82,695 362,345 1,634,050
FY13 288,900 67,076 355,976 1,354,400
FY14 273,150 51,607 324,757 1,065,500
FY15 282,400 36,281 318,681 792,350
FY16 293,500 20,294 313,794 509,950
FY17 216,450 6,061 222,511 216,450
•Actual debt service payments will be $93,977 higher to ensure that all bond reserve requirements are met.
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
°' °'
Ct
Water Debt Service
214
OINTEREST
•PRINICIPAL
CITY OF COLLEGE STATION
WASTEWATER FUND
FUND SUMMARY
FY97-98 FY 97-98 FY98-99 FY98-99 %CHANGEJN
FY 96-97 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTIJAL BUDGET ESTIMATE BUDGET BUDGET FY98 TO FY99
REVENUES
RESIDENTIAL $ 5,245,210 $ 5,494,000 $ 5,395,456 $ 5.446,800 $ 5,446,800 (0.86%)
COMMERCIAL/INDUSTRIAL 904,101 960,000 980,539 948,600 948,600 (1.19%)
OTHER OPERATING 181,988 153,500 239,353 188,500 188,500 22.80%
INVESTMENT EARNINGS 95,974 70,000 218,000 150,000 150,000 114.29%
OTHER NONOPERATING 2,056 7,650 300 7,650 7,650 0.00%
TOTAL REVENUES $ 6,429,329 $ 6,685,150 $ 6,833,648 $ 6,741,550 $ 6,741,550 0.84%
EXPENDITURES AND TRANSFERS
SEWER TREATMENT $ 1,507,529 $ 1,736,262 $ 1,724,622 $ 1,616,817 $ 1,713,227 (1.33%)
SEWER COUECTION 755,135 840,420 712,952 826,075 922,059 9.71%
PAY PlAN ADJUSTMENTS 0 0 0 0 0 NIA
NET GEN./ADMIN. TRANSFERS 447,299 551,388 551,388 582,983 592,352 7.43%
CONTINGENCY 0 60,000 0 60,000 60,000 0.00%
TOTAL OPERATING
EXPEND. AND TRANSFERS $ 2,709,963 $ 3,188,070 $ 2,988,962 $ 3,085,875 $ 3,287,638 3.1296
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT $ 14,600 $ 14,600 $ 14,600 $ 14,600 $ 14,600 0.00%
DEBT SERVICE TRANSFER 2,821,915 2,885,359 2,885,359 2,689,491 2,689,491 (6.79%)
OTHER 1,890 0 0 0 0 NIA
RETURN ON INVESTMENT 645,900 661,000 661,000 658,000 658,000 (0.45%)
TOTAL NONOPERATING EXPEND. $ 3,484,305 $ 3,560,959 $ 3,560,959 $ 3,362,091 $ 3,362,091 (5.58%)
TOTAL EXPENDITU RES/TRANSFERS $ 6,194,268 $ 6,749,029 $ 6,549,921 $ 6,447,966 $ 6,649,729 (1.47%)
INCREASE (DECREASE) IN
WORKING CAPITAL $ 235,061 $ (63,879) $ 283,727 $ 293,584 $ 91,821
GAAP ADJUSTMENT $ (101,847)
BEGINNING WORKING CAPITAL $ 1,473,812 $ 1,607,026 $ 1,607,026 $ 1,890,753 $ 1,890,753
ENDING WORKDING CAPITAL $ 1,607,026 $ 1,543,147 $ 1,890,753 $ 2,184,337 $ 1,982,574
215
WASTEWATER FUND-SOURCES OF FUNDS
INVESTMENT
OTHER EARNINGS
3% 2%
WASTEWATER FUND -USES OF FUNDS
DEBT SERVICE
40%
ROI OTHER
10% 1%
216
ADMIN.
TRANFERS ·9%
TREATMENT
26%
COLLECTION
14%
ACTIVITY
WASTEWATER TREATMENT
WASTEWATER COIJ..ECTION
WASTEWATER FUND TOTAL
CLASSIACATION
SALARIES & BENEATS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
WASTEWATER FUND TOTAL
ACTIVITY
WASTEWATER TREATMENT
WASTEWATER COIJ..ECTION
WASTEWATER FUND TOTAL
SERVICE LEVEL ADJUSTMENTS
WASTEWATER TREATMENT
WASTEWATER COLLECTION
$
$
$
$
CITY OF COLLEGE STATION
WASTEWATER O&M
SUMMARY
EXPENDITURE BY ACTIVITY CENTER
REVISED ESTIMATED BASE
ACTU AL BUDGET YEAR END BUDGET
FY 96-97 FY97·98 FY 97-98 FY 98·99
l,507,529 $ l,736,262 $ l,724,622 $ l,616,817
755,135 840.420 712,952 826,075
2,262,664 $ 2,576,682 $ 2.437,574 $ 2,442,892
EXPENDITURE BY CLASSIRCATION
REVI SED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 95-96 FY 96-97 FY 96-97 FY 97-98
1,055,357 $ l,189,976 $ 1,088,837 $ l,ll4,780
189,345 243,167 262,012 240,769
306,297 361,227 329,755 315.114
661,602 764,812 739,470 772.229
50,063 17,500 17,500 0
2,262,664 $ 2,576.682 $ 2.437.574 $ 2.442.892
PERSONNEL SUMMARY BY ACTIVITY CENTER
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY95-96 FY 96-97 FY 97-98 FY98·99
20.0 19.0 20.0 20.0
21.0 19.0 16.0 16.0
41.0 38.0 36.0 36.0
Sand Blast and Paint 114B and 11SB Clanficrs $ 75.000
Purchase New Tracked Mini-Excavator
Replacement of Arie.s Mini·C.mera Push Cable Sys.
Purchase of Three Wastewater' Flow Monitors
TOTAL
217
$
51.500
20,000
11.700
158.200
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98·99 FY 98 TO FY 99
$ 1.713.227 (1.33%)
922,059 9.71%
$ 2,635,286 2.27%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 97·98 FY97 TOFY98
$ 1.148,974 (3.45%)
240.769 (0.99%)
390.114 8.00%
823,729 7.70%
31.700 81.14%
$ 2,635.286 2.27%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 98·99 FY98TOFY99
20.0 0.00%
16.0 0.00%
36.0 0.00%
Debt Service Requirements
Wastewater
ALL SERIES
PRINCIPAL
FISCAL FISCAL YEAR OUTSTANDING
YEAR PRINCIPAL INTEREST PAYMENT OCT. 1
FY99 1,463,000 1,034,421 2,497,421 22,714,850
FYOO 1,864,050 1,224,633 3,088,683 21,251,850
FYOl 1,388,550 1,046,311 2,434,861 19,387,800
FY02 1,139,050 971,204 2,110,254 17,999,250
FY03 1,149,950 906,904 2,056,854 16,860,200
FY04 1,161,750 843,848 2,005,598 15,710,250
FY05 1,200,650 778,300 1,978,950 14,548,500
FY06 1,216,550 711,085 1,927,635 13,347,850
FY07 1,146,950 646,022 1,792,972 12,131,300
FY08 1,170,550 582,099 1,752,649 10,984,350
FY09 1,188,250 516,400 1,704,650 9,813,800
FYlO 1,217,750 448,762 1,666,512 8,625,550
FYll 1,236,350 379,212 1,615,562 7,407,800
FY12 1,265,850 307,813 1,573,663 6,171,450
FY13 1,295,350 .234,832 1,530,182 4,905,600
FY14 1,152,350 165,543 1,317,893 3,610,250
FY15 678,600 114,738 793,338 2,457,900
FY16 714,000 77,163 791,163 1,779,300
FY17 685,300 39,386 724,686 1,065,300
FY 18 380,000 10,450 390,450 380,000
•Actual debt service payments will be $192,070 higher to ensure that all bond reserve requirements are met.
WasteWater Debt Service
3,500,000 -.----------------
3,000,000 .
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0 I-�1 I
-
-� = = ti;i�i����--� .. :
218
OINTEREST
•PRINCIPAL
SANITATION FUND
The Sanitation Fund is an enterprise fund that
accounts for the activities of collecting and
disposing of residential and commercial refuse in
the City. This area is also responsible for a
recycling program, and clean green activities to
help reduce the amount of solid waste deposited
into the landfill.
Revenues for the Sanitation Fund are expected
to be $3,670,400 in FY 99. This is a decrease
of approximately 3% over the FY 98 year end
estimate. This is the result of a approved rate
reduction in the FY 99 budget. The rates for
single family residential are approved to go
down one dollar per month, from
$11.20/month to $10.20/month. The rates for
apartment complex collection are scheduled to
decrease by $0.50 per unit and the commercial
collection rates are approved to be reduced by
5%. The residential and commercial customer
bases are expected to grow by 2% based on
analysis of building permits and population
growth. There are four Service Level
Adjustments totaling $236, 190 these are; 1)
additional brush/bulky item crew and equipment
($176,090), 2) four-plex recycling program
($35, 100), 3) purchase of five new roll-off
containers ($15,000), and 4) a recycling awards
program ($10,000) to honor individuals and
219
groups for programs that protect the
environment and reduce hazardous waste.
Operating expenditures for the Sanitation Fund
in FY 99 are expected to increase 4% from FY
'98. This is primarily due to the approval of an
FEL (front-end loading) truck and crew for use in
residential brush/bulky item collection.
Additionally, the street sweeping operation has
been moved to this fund.
Nonoperating expenditures in the Sanitation
Fund are expected to decrease significantly
(30%) as compared to the FY '98 year-end
estimate. This year the final payment of an
internal loan, paid on a semiannual basis, used
to purchase the automated collection vehicles is
due. With the final payment of the loan made
this year nonoperationg expenses are expected
to drop further in FY '00.
The Sanitation Fund will provide funding for
Brazos Beautiful. The Brazos Beautiful approved
budget for FY 99 is $37 ,000. Of that amount
$17, 000 is for their base budget, the rest
($20,000) of the approved budget is for a
beautification grant to enhance the gateways
into the City. This is an increase from the FY
98 budget in which $5,000 was funded for a
beautification grant.
REVENUES
RESIDENTIAL
COMMERCIAl./INDUSTRIAL
OTHER OPERATING
INVESTMENT EARNINGS
TRANSFER & OTHER
TOTAL REVENUES
EXPENDITURES AND TRANSFERS
RESIDENTIAL
COMMERCIAL
PAY PLAN ADJUSTMENTS
GENERAL & ADMIN. TRANSFERS
OUTSIDE AGENCY FUNDING
CONTINGENCY
TOTAL OPERATING
EXPEND. AND TRANSFERS
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT
OTHER NON OPERATING
DEBT SERVICE TRANSFER
RETURN ON INVESTMENT
TOTAL NONOPERATING
EXPENDITURES
TOTAL OPERATING /\ND
NONOPEllATING EXP & TRANSFERS
INCREASE (DECREASE) IN
WORl<ING CAPITAL
GMP ADJUSTMENT
BEGINNING WORl<JNG CAPITAL
ENDING WORl<ING CAPITAL
CITY OF COLLEGE STATION
SANITATION FUND
FUND SUMMARY
FY 97-98 FY 97-98 FY98·99
FY96-97 REVISED YEAR-END BASE
ACTUAL BUDGET ESTIMATE BUDGET
$ 2,209,651 $ 2.275,000 $ 2,260,000 $ 2,310,000
1,377,427 1,404,000 1,400,000 1,430,000
86,612 82,300 88,000 68,600
104,588 96,847 93,000 100,000
40,004 16,100 28,000 40,300
$ 3,818,282 $ 3,874,247 $ 3,869,000 $ 3,948,900
$ 1,413,324 $ 1,439,798 $ 1,432,121 $ 1,557,806
1,193,529 1,498,610 1,471,500 1,224,214
0 0 0 0
380,408 331,866 331.866 335,152
17,000 17,000 17,000 17,000
0 50,000 0 50,000
$ 3,004,261 $ 3,337,274 $ 3,252,487 $ 3,184,172
$ 8,200 $ 8,200 $ 8,200 $ 8,200
1,110 0 0 0
240,027 240,033 240,033 119,741
183,000 188,000 188,000 190,400
$ 432,337 $ 436,233 $ 436,233 $ 318,341
$ 3,436,598 $ 3,773,507 $ 3,717,173 $ 3,502,513
$ 381,684 $ 100,740 $ 151,827 $ 446,387
$ 97,202
$ 1,268,755 $ 1,747,641 $ 1.747,641 $ 1,899,468
$ 1,747,641 $ 1,848,381 $ 1.899,468 $ 2,345,855
Note: Streetswceping has been moved (82,459) in Residential Collection.
220
FY 98-99 %CHANGEIN
APPROVED BUDGET FROM
BUDGET FY98TO FY 99
$ 2,103,000 (8%)
1,358,500 (3%)
68,600 (17%)
100,000 3%
40,300 150%
$ 3,670,400 (5%)
$ 1,803,318 25%
1,247,064 (17%)
0 0%
341,919 3%
37,000 118%
50,000 0%
$ 3,479,301 4%
$ 8,200 0%
0 0%
119,741 (50%)
176,475 (6%)
$ 304,416 (30%)
$ 3,783,717 0%
$ (113,317)
$ 1,899,468
$ 1,786,151
COMMERCIAL
37%
COMMERCIAL
33%
SANITATION FUND -SOURCES
INTEREST OTHER
3% 1%
OTHER OPER.
2%
SANITATION FUND -USES
ADMIN. TRANS.
9%
OTHER
7%
DEBT SERVICE
3%
221
RESIDENTIAL
57%
RESIDENTIAL
48%
ACTNITY
RESIDENTIAL COLLECTION
COMMERCIAL COLLECTION
DIVISION TOTAL
CLASSIFICATION
SALARIES & BENEITTS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DIVISION TOTAL
ACTIVITY
RESIDENTIAL COLLECTION
COMMERCIAL COLLECTION
DIVISION TOTAL
$
$
$
CITY OF COLLEGE STATION
SANITATION
SUMMARY
EXPENDITURE BY ACTNITY
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 96-97 FY 97-98 FY97-98 FY98-99
1,413,324 $ 1,439,798 $ 1,432,121 $ 1,557,806
l, 193,529 1,498,610 1,471,500 1,224,214
2,606,853 $ 2,938,408 $ 2,903,621 $ 2,782,020
EXPENDITURE BY CLASSIFICATION
REVISED ES11MATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 96-97 FY 97-98 FY 97-98 FY 98-99
780,600 $ 828,811 $ 809,159 $ 858,267
95,640 120,470 104,393 131,831
271,558 360,121 355,864 300,620
1,1)40,844 1,467,406 1,470,378 1,491,302
18,211 161,600 163,827 0
$ 2,606,853 $ 2,938,408 $ 2,903,621 $ 2,782,020
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY 95-96 FY96-97 FY97-98 FY 98-99
23.0 21.5 19.5 20.5
9.0 8.0 9.0 9.0
32.0 29.5 28.5 29.5
SERVICE LEVEL ADJUSTMENTS
RESIDENTIAL COLLECTION
COMMERCIAL COLLECTION
Four-plex recycling
Recycling Honors Program
Additional REL & crew
Purchase roll-off containers
35,100
10,000
176,090
15,000
$ 236,190
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY 98TOFY99
$ 1,803,318 25.25%
1,247,064 (16.79%)
$ 3,050,382 3.81%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 98-99 FY98TOFY99
$ 941,219 13.56%
149,781 24:33%
312,120 (13.33%)
1,632,262 11.23%
15,000 (90.72%)
$ 3,050,382 3.81%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 98-99 FY 98 TO FY 99
22.5 15.38%
9.0 0.00%
31.5 10.53%
DEBT SERVICE
SCHEDULE OF REQUIREMENfS
Garbage Trucks and Containers
September 30, 1992 -$1,321,672*
TOTAL DUE
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH
DATE AMOUNT RATE AMOUNT PAYMENT DATE FISCAL YEAR
3-30-99 115,801 6.75 3,940 119,741 119,741
• 7 year interfund loan from the electric fund to the sanitation fund.
223
PRINCIPAL
OUTSTANDING
OCT.I
115,801
PARKING ENTERPRISE FUND
The Parking Enterprise Fund was created to
account for revenues and expenditures resulting
from operation of the City's parking facilities. In
FY 99 these revenues will come from the Patricia
Street parking lot. This fund will also account for
capital expenditures associated with a new
parking garage in the Northgate area. The funds
for capital expenditures are included in the capital
projects budget.
Revenues from the Patricia Street parking lot are
projected to be $155,214. This estimate is based
on projected customer demand for parking at the
facility multiplied by the hourly charges per
parking space.
224
Expenditures are forecasted to be $104,005. An
estimated $63, 705 is based on the costs
associated with maintaining and monitoring the
Patricia Street parking lot. Included in this
amount are the expenses, benefits, and supplies
for a Parking Lot Coordinator position and two
full-time equivalent Parking Attendant positions.
Additionally, an approved service level adjustment
of $40,300 is budgeted for the purchase of an
automated parking citation management system.
A projection of $15,214 in increased collections
of citation revenue will reduce the net impact of
the system to $25,086.
BEGINNING FUND BAl.ANCE $
REVENUES
PARKING REVENUES $
TOTAL REVENUES $
EXPENDITURES
PARKING LOT· $
CONTINGENCY
TOTAL EXPENDITURES $
INCREASE (DECREASE)
IN FUND BAl.ANCE $
ENDING FUND BALANCE $
CITY OF COLLEGE STATION
PARKING ENTERPRISE FUND
FUND SUMMARY
FY97-98 FY97-98 FY 98-99
FY 96-97 REVISED YEAR-END BASE
ACTUAL BUDGET ESTIMATE BUDGET
0 $ 0 $ 0 $ (3,250)
0 $ 140,000 $ 2,000 $ 140,000
0 $ 140,000 $ 2,000 $ 140,000
0 $ 63,047 $ 5,250 $ 63,705
0 0 0 0
0 $ 63,047 $ 5,250 $ 63,705
0 $ 76,953 $ (3,250) $ 76,295
0 $ 76,953 $ (3,250) $ 73,045
225
FY98-99 %CHANGE IN
APPROVED BUDGET FROM
BUDGET FY98TO FY99
$ (3,250)
$ 155,214 11%
$ 155,214 11%
$ 104,005 65%
0 N/A
$ 104,005 65%
$ 51,209
$ 47,959
DIVISION
PARKING $
DIVISION TOTAL $
CLASSIACA TION
SALARIES & BENEFITS $ SUPPLIES
MAINTENANCE PURCHASED SERVICES CAPITAL OUTLAY
DIVISION TOTAL $
DIVISION
PARKING
DIVISION TOTAL
SERVICE LEVEL ADJUSTMENTS
CITY OF COLLEGE STATION
PARKING ENTERPRISE FUND
DIVISION SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE
ACTUAL BUDGET YEM END BUDGET FY 96-97 FY 97·98 FY 97-98 FY 98-99
0 $ 63,047 $ 5,250 $ 63,705
0 $ 63,047 $ 5,250 $ 63705
EXPENDITURE BY CLASSIACATION
REVISED ESTIMATED BASE ACTUAL BUDGET YE AR END BUDGET
FY 96-97 FY 97-98 FY 97-98 FY98-99
0 $ 57,347 $ 1,929 $ 57,891 0 4,000 2,200 4,080
0 1,000 500 1,020
0 700 621 714
0 0 0 0
0 $ 63,047 $ 5,250 $ 63,705
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET FY95-96 FY 96-97 FY97-98 FY98-99
0.0 3.0 3.0 3.0
0.0 3.0 3.0 3.0
TOTAL
Automated Parking Citation Management System 40.300
$ 40,300
226 \,
APPROVED %CHANGEIN BUDGET BUDGET FROM FY98·99 FY98TO FY 99
$ 104,005 64.96%
$ 104,005 64.96%
APPROVED %CHANGEIN BUDGET BUDGET FROM
FY 98-99 FY 98TO FY99
$ 57,891 • 0.95% 6,955 73.88% 2,945 194.50% 714 2.00% 35,500 NIA
$ 104,005 64.96%
APPROVED %CHANGEIN BUDGET BUDGET FROM FY 98-99 FY 98TO FY99
3.0 0.00%
3.0 0.00%
ESTIMATED DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation Series 1999
Principal·· $6.810,000 Interest rate--5.5%
Nothgate Parking Garage
ESTIMATED
ESTIMATED ESTIMATED ESTIMATED TOTAL DUE PRINCIPAL
PRINCIPAL INTEREST INTEREST ON PAYMENT TOTAL DUE AMOUNT
DATE AMOUNT RATE AMOUNT DATE EACH YEAR OUTSTANDING
6,810.000
2/15/00 0 326,691 326,691
8/15/00 187,275 187,275 513.966 6,810.000
2/15/01 230,000 5.50% 187,275 417,275
8/15/01 180,950 180,950 598,225 6,580,000
2/15/02 245,000 5.50% 180,950 425,950
8/15/02 174,213 174,213 600,163 6,335.000
2/15/03 255,000 5.50% 174,213 429,213
8/15/03 167,200 167,200 596,413 6,080,000
2/15/04 270,000 5.50% 167,200 437,200
8/15/04 159,775 159,775 596.975 5,810,000
2/15/05 285,000 5.50% 159,775 444,775
8/15/05 151,938 151,938 596.713 5,525,000
2/15/06 300.000 5.50% 151,938 451,938
8/15/06 143,688 143.688 595.625 5,225,000
2/15/07 320,000 5.50% 143,688 463,688
8/15/07 134,888 134,888 598,575 4,905,000
2/15/08 335,000 5.50% 134,888 469.888
8/15/08 125,675 125.675 595,563 4,570,000
2/15/09 355,000 5.50% 125,675 480.675
8/15/09 115,913 115,913 596,588 4,215,000
2/15/10 375,000 5.50% 115,913 490,913
8/15/10 105,600 105,600 596.513 3,840,000
2/15/11 395,000 5.50% 105,600 500,600
8/15/11 94,738 94,738 595,338 3,445,000
2/15/12 415.000 5.50% 94.738 509,738
8/15/12 83,325 83.325 593,063 3,030,000
2/15/13 440,000 5.50% 83,325 523,325
8/15/13 71,225 71,225 594,550 2,590,000
2/15/14 465,000 5.50% 71,225 536,225
8/15/14 58,438 58,438 594,663 2,125,000
2/15/15 490,000 5.50% 58,438 548,438
8/15/15 44,963 44,963 593,400 1,635,000
2/15/16 515,000 5.50% 44,963 559,963
8/15/16 30,800 30,800 590.763 1,120,000
2/15/17 545.000 5.50% 30,800 575,800
8/15/17 15,813 15,813 591,613 575,000
2/15/18 575,000 5.50% 15,813 590,813 590,813 0
227
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY FUND
The Brazos Valley Solid Waste Management
Agency (BVSWMA) is a joint action agency
owned by the Cities of College Station and
Bryan. The agency is responsible for providing
solid waste disposal services within all appropriate
guidelines and regulations. This Joint agency has
resulted in cost savings and increased efficiencies
due to the deletion of duplicated services,
planning, and staffing, and due to the economies
of scale offered by a larger operation.
Base budget revenues for BVSWMA are
projected to increase by 3. 7% from the FY 98
budget. However, the approved plan to accept
waste from the City of Huntsville will add an
estimated $635,250 to the landfill operations
revenue stream over FY 99, raising landfill
revenues substantially.
Approved expenditures for Landfill Operations
are $2,449,115 which reflects a 60.1% increase
from the FY 98 revised budget. $1,262,897 of
this is in Service Level Adjustments and salary
adjustments, accounting for all of the increase.
The largest of these SLAs is the package to allow
acceptance of Huntsville waste, accounting for
$613,146 of additional expenditures across both
Landfill Operations and Administration. Other
Landfill Operations SLAs include: the
228
replacement of the Baker 50 Ton scale,
$53,000; irrigation and mowing equipment,
$18,000; replacement of a CAT 973 track
loader, $278,000; construction of pre-subtitle D
final cover, $182,500; an additional Field Service
Worker, $22,067; asphalt overlay of the front
entrance road, $44,000; and a wood
chipper/mulcher to handle brush and yard waste,
$32,500.
The Administration budget is $913,242 which
represents a . 7 4% decrease in expenditures from
the FY 98 Revised Budget. There is $508, 952 in
SLAs for various projects including a portion of
the Huntsville Waste proposal, $13,450;
household hazardous waste collection and public
education, $127,620; site selection permitting
for the new landfill site, $310,000; a wetland
mitigation bank, $40,000; a landfill compost
demonstration site, $8,500; and the continuation
of the Master Composter training program
$9,382.
Non-departmental expenses for the FY 99 budget
are estimated at $839, 673 which represents a
32.3% decrease from the FY 98 revised budget.
This is primarily due to the reduction of the
Closure/Post Closure liability during FY 99.
CITY OF COLLEGE STATION
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY
FUND SUMMARY
FY 97-98 FY 97·98 FY98·99 FY 98·99 %CHANGE IN
FY9 6-97 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 98 TO FY 99
REVENUES
lANDFIU. CHARGES s 3.460.546 $ 3,512,686 $ 3,572,000 $ 3,582,000 $ 4,217,250 20.06%
INTEREST 173.834 60,000 210,011 120.000 120.000 100.0016
GRANTS/CONTRIBUTIONS 62.657 0 25,000 0 0
OTHER 12,549 8,400 18.000 11,400 11.400 35.71%
TOTAL REVENUES $ 3,709.586 $ 3,581,086 $ 3,825,011 $ 3,713,400 $ 4,348,650 21.43%
EXPENDITURES /\NO TRANSFERS
lANDFIU. OPERATIONS s 1.950,883 $ 1,529,430 $ 1.352,627 $ 1,186.218 $ 2.449.115 60.139&
/\OMINISTRATIVE 454.753 920,017 717,529 398,569 913,242 (0.74%)
PRINCIPAL PAYMENTS 437.193 451,505 451,505 484.124 484.124 7.22%
INTEREST PAYMENTS 108,871 94,269 94,2 69 46,214 46.214 (50.98%)
TRANSPORTATION· BRYAN 50.000 50,000 50,000 50,000 50.000 0.0016
POST CLOSURE COST 0 400,000 0 0 0 (100.00%)
GENERAL & /\OMIN. TRANSFERS 133,850 150,000 125,828 140,000 140.000 (6.67%)
OTHER 14.322 0 0 0 0 NIA
CONTINGENCY 0 95,000 0 95,000 95.000 0.0016
TOTAL OPERATING EXPENDITIJRES
AND TRANSFERS $ 3.149.872 $ 3.690.221 $ 2.791.758 $ 2.400.125 $ 4.177,695 13.21%
INCREASE (DECREASE) IN WORKING
CAPITAL FROM OPERATIONS $ 559.714 $ (109,135) $ 1.033,253 $ 1,313,275 $ 170.955 (256.65%)
WORKING CAPIT/\l/ OCTOBER 1 $ 2.144.752 $ 2.704.466 $ 2.704.466 $ 3,737,719 $ 3,737,719
WORKING CAPITAI/ SEPTEMBER 30 s 2.704.466 $ 2,595.331 $ 3,737.719 $ 5,050.994 $ 3.908.674
229
BVSWMA FUND - SOURCES
INVEST. EARNINGS
3%
OTHER
0%
BVSWMA FUND -USES
OTHER
3%
ADMIN.
22%
DEBT SERVICE
13%
TRANSPORTATION
1%
CONTINGENCY
2%
230
97%
LANDFILL OPS.
59%
CITY OF COLLEGE STATION
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY
FUND SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTI MATED BASE APPROVED
ACTUAL BUDGET YEAR END BUDGET BUDGET
DIVISION FY 96-97 FY97·98 FY 97·98 FY98·99 FY98-99
1.ANDFlLL OPERATIONS $ 1.950.883 $ l,S29.430 $ l,3S3,62S $ 1,186,218 $ 2,449,llS
BVSWMA ADMINISTRATION 454.753 920,017 717,529 398,569 913.242
BVSWMA RJND TOTAL $ 2.405.636 $ 2.449.447 $ 2.071,154 $ 1.584.787 $ 3,362,357
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED
ACTUAL BUDGET YEAR END BUDGET BUDGET
CLASSIRCATION FY 96-97 FY 97-98 FY 97-98 FY98·99 FY 98·99
SALARIES & BENEFlTS $ 747,428 $ 798,195 $ 777,693 $ 829,158 $ 948,926
SUPPLIES 146.457 266,504 220,018 188,120 281,225
MAINTENANCE 128.067 130,236 126,853 141,170 142,170 PURCHASED SERVICES 1.105.810 1,093,017 808,232 385,339 994,536
CAPITAL OUTLAY 277.875 161.495 138,358 41,000 995,500
BVSWMA RJNDTOTAL $ 2.405,636 $ 2,449,447 $ 2.071.154 $ 1,584,787 $ 3,362,357
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED ACTUAL ACTUAL BUDGET BUDGET BUDGET
DIVISION FY 95·96 FY 96-97 FY 97·98 FY 98-99 FY 98-99
l.ANDRLL OPERATIONS 20.5 20.5 20.5 20.5 22.5
BVSWMA ADMINISTRATION 3.0 3.0 3.0 3.5 4.0
BVSWMA RJND TOTAL 23.5 23.5 23.5 24.0 26.5
SERVICE LEVEL ADJUSTMENTS
ALL DIVISIONS Huntsville Waste $ 613,146
LANDFILL OPER. Replacement or 50 ton scale $ 53,000
Irrigation and mowing equipment 18,000
Replacement of Trackloader 278,000
Construction of Final Cover 182,500
Addition or Field Service Worker 22,067
Front entrance road overlay 44,000
Wood chippcr/mulcher 32,500
BVSWMA ADMIN LandfUI site sclcction/pennitting $ 310,000
Household hazardous waste collection 127,620
Wetland mitigation bank 40,000
Master composter training program 9,382
Landfill compost demonstration site 8,500
TOTAL $ 1,738,715
231
%CHANGEIN
BUDGET FROM
FY98TOFY99
60.13%
(0.74%)
37.27%
%CHANGEIN
BUDGET FROM
FY98 TO FY99
18.88%
5.52%
9.16%
(9.01%)
516.43%
37.27%
%CHANGEIN BUDGET FROM
FY98 TO FY 99
9.76% 33.33%
12.77%
we•re Committed
To Excellence
232
UTILITIES
CAPITAL PROJECTS BUDGET
The City of College Station develops and adopts a five
year Capital Improvements Project List. The list is
updated annually and is presented for City Council
review as a part of the annual budget process. The list
consolidates all anticipated capital needs for which
funding authorization exists. The list is divided into
several sections depending on the services provided
and the funding source. The City operates under the
laws of the State of Texas and the City of College
Station's Home Rule Charter.
The city can authorize the issuance of revenue bonds.
Revenue bonds will be issued any time that there is a
need for financing of capital construction or acquisition
and where the asset will reside in one or more of the
City's enterprise funds: the enterprise funds of the City
include Electric, Water, Wastewater, and Solid Waste
Collection. Generally, revenue bonds do not require
voter approval.
The city anticipates issuing an estimated $6.8 million
in revenue bonds in FY 99. These bonds will be used
to construct the College Main parking garage.
The city can also issue utility revenue bonds which are
· repaid from utilities revenues. The city expects to issue
$6,100,000 in utility revenue bonds. These include
$1,500,000 for electric projects and $4,600,000 for
wastewater projects
Capital projects often result in assets that require
continuing maintenance and repair. Some also reduce
existing maintenance and repair costs. Among the
decisions and proposals that accompany capital
project recommendations is an analysis of potential
ongoing costs.
UTILITY CAPITAL PROJECTS
Electric Capital Projects
Major capital projects planned in FY 99 include the
continuation of conversion from overhead to
underground distribution along major thoroughfares
and system improvements, $2.5 million. New services
and system extensions are anticipated to cost
$825,000 as new customers are added. The City is
planning to finish construction of a new Customer
Services Center in mid FY 99. The new facility will
increase overall space, and therefore the total
operating cost to the City. It will also free some space
in the existing City Hall to allow other departments to
utilize that space. Annual Operating and Maintenance
costs associated with this new facility are expected to
be about $96,000. The construction of a Northgate
Substation (project budget of $1,750,000) will begin in
FY 99 and is scheduled to be completed in FY 2000.
233
Current revenues from operations are approved to
fund $4,914,000 (69 %) of the projects in the Electric
CIP.
Water Capital Projects
Water capital projects scheduled for FY 99 include
$643,000 for Eastgate system rehabilitation,
$500,000 for a High Service Pump, and $250,000
for distribution system rehabilitation. Funding for
westside water service is also approved ($150,000 FY
99). An additional $850,000 is scheduled for westside
water service in FY 2000.
One million dollars ($1,000,000) in current revenues
from operations are approved to fund projects in the
Water CIP.
Wastewater Capital Projects
Line extensions and rehabilitation projects totaling
$4.05 million are planned for the FY 98 wastewater
CIP budget. $500,000 is budgeted to provide service
to the west side area. The wastewater CIP budget also
provides $450,000 to address odor control at the
Carter Creek Treatment Plant, $750,000 for the Lick
Creek Plant expansion, and $350,000 for sludge
handling. Westside sewer service projects have a
approved budget of $500,000 in FY 99. An additional
$500,000 is scheduled for westside wastewater
services in FY 2000.
ADDITIONAL O&M COSTS
With the addition of new facilities and infrastructure
additional operations and maintenance costs might be
incurred. In the case of infrastructure rehabilitation it is
expected that O&M costs will decrease for those areas
the project targeted. However, it is difficult to quantify
the cost savings of the rehabilitation since resources
are used elsewhere and not removed from
departmental budgets.
In the approved FY 99 budget additional O&M costs
of $89,284 are anticipated due to completed projects.
The additional costs include $48,284 for public
facilities and $41,000 for electric projects.
In FY 2000 additional O&M costs are expected to be
$48,284 coming from completed public facilities
projects.
A more detailed sheet at the end of this section
indicates the additional operations and maintenance
cost associated with projects completed in FY 98,
approved to be completed in FY 99, and projected to
be completed in FY 2000.
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL 1998-99 THROUGH FISCAL 2001-02
PROJECT
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBEl1 AMOUNT FY96-97 FY 97-98 FY 97-98
BEGINNING FUND BALANCE: $ 683,114 $ 2,701,714 $ 2,593,397
ADDITIONAL RESOURCES:
UTIUTY REVENUE BONDS $ 3,528,000 $ 1,000,000 $ 0
INTEREST ON INVESTMENTS 154,713 130,000 100,000
EXPENDITURES FROM OPERATIONS 490,558 6,377,058 3,527,661
SUBTOTAL ADDITIONAL RESOURCES $ 4,173,271 $ 7,507,058 $ 3,627,661
TOTAL RESOURCES AVAILABLE $ 4,856,385 $ 10,208,772 $ 6,221,058
CAPITAL PROJECTS:
NEW SERVICES & SYSTEM EXT. ED0990 $ ANNUAL$ 851,075 775,000 775,000
RES. STREET LIGHTING ED0991 ANNUAL 42,000 75,000 75,000
THOR. STREET LIGHTING ED0992 ANNUAL 69,000 285,000 285,000
UNDERGROUND CAPACITY IMP. ED0995 ANNUAL 0 616,000 25,000
SYSTEM IMPROVEMENTS ED0994 ANNUAL 0 252,000 252,000
COMMUNITY ENHANCEMENT ED0993 ANNUAL 0 1,086,000 1,118,000
USC IMPROVEMENTS EP0990 ANNUAL 0 25,000 25,000
SCAD A EP9901 ANNUAL 0 94,000 94,000
SUBSTATION ADDITIONS ET9900 ANNUAL 0 75,000 140,000
UCS BUILDING . ME9601 2,325,000 82,675 1,975,058 680,000
ABER OPTIC LOOP . ME9701 1,600,000 26,361 400,000 400,000
BUSINESS PARK ELEC. SERVICE ED1003 1,360,000 860 372,000 120,000
NORTHGATE URD CONVERSION EU9701 300,000 44,910 80,000 80,812
SWITCH STATION-XTR ADD. EP9902 1,750,000 0 0 0
THIRD TRANSMISSION LINE ET9901 5,000,000 0 20,000 0
SCHED. THOR. URD ED0973 ANNUAL 0 0 0
WELSH SOUTH URD EU9702 710,000 0 660,000 524
TEXAS AVE LIGHTING EL9701 58,000 9,221 0 0
TEXAS AVE URD EL9408 500,000 16,303 400,000 607
SW PKWY URD EU9604 1,100,000 223,276 800,000 862,718
TRANSMISSION METERING ET9902 160,000 0 0 0
CLOSED PROJECTS 745,417 0 0
GENERAL AND ADMINISTRATIVE 151,891 176,381 176,381
TOTAL EXPENSES $ 12,335,000 $ 2,262,988 $ 8,166,439 $ 5,110,042
ENDING FUND BALANCE: $ 2,593,397 $ 2,042,333 $ 1,111,016
Note:"•" Projects are funded by operating revenues versus bonds.
234
APPROVED
BUDGET PROJECTED PROJECTED PROJECTED
FY 98-99 FY 99-00 FY 00-01 FY 01-02
$ 1,111,016 $ 533,969 $ 225,969 $ 549,969
$ 1,500,000 $ 3,700,000 $ 4,000,000 $ 3,500,000
90,000 90,000 90,000 90,000
4,914,000 1,835,000 2,820,000 1,730,000
$ 6,504,000 $ 5,625,000 $ 6,910,000 $ 5,320,000
$ 7,615,016 $ 6,158,969 $ 7,135,969 $ 5,869,969
825,000 $ 875,000 925,000 1,063,000
80,000 85,000 90,000 100,000
295,000 300,000 310,000 260,000
1,104,000 500,000 500,000 500,000
353,000 473,000 486,000 500,000
1,390,000 650,000 1,620,000 720,000
25,000 25,000 25,000 25,000
25,000 25,000 25,000 25,000
175,000 75,000 75,000 75,000
1,645,000 0 0 0
400,000 300,000 300,000 150,000
515,000 460,000 220,000 0
0 0 0 0
20,000 1,780,000 0 0
50,000 90,000 1,860,000 2,000,000
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
15,000 145,000 0 0
0 0 0 0
164,047 150,000 150,000 150,000
$ 7,081,047 $ 5,933,000 $ 6,586,000 $ 5,568,000
$ 533,969 $ 225,969 $ 549,969 $ 301,969
235
WATER SERVICE
PROPOSED CAPITAL IMPROVEMENTS PROJECTS
FISCAL 1998-99 THROUGH FISCAL 2001-02
PROJECT
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY 96-97 FY 97-98 FY 97-98
BEGINNING FUND BALANCE: $ 613,984 $ 3,280,008 $ 3,280,008
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS $ 3,168,000 $ 3,200,000 $ 0
INTEREST ON INVESTMENTS 180,905 75,000 284,404
TRANSFERS FROM OPERATIONS 0 0 2,250,000
SUBTOTAL ADDITIONAL RESOURCES $ 3,348,905 $ 3,275,000 $ 2,534,404
TOTAL RESOURCES AVAILABLE $ 3,962,889 $ 6,555,008 $ 5,814,412
SCAD A Wf1016 ANNUAL 4,226 25,000 25,000
WELL #5 AND LINE Wfl017 1,800,000 144,338 0 0
111 HIGH SERVICE PUMP Wfl018 500,000 0 0 0
SANDY POINT PUMP II 3 Wf9501 185,000 185,315 0 0
WESTSCDE WATER SERVICES Wf9703 1,000,000 0 1,000,000 0
OVERSIZED LINES Wf9900 ANNUAL 0 50,000 50,000
DISTRIBUTION SYSTEM REHAB. Wf9901 ANNUAL 0 250,000 100,000
EASTGATE WATER REHAB Wf9802 120,000 0 120,000 120,000
TEXAS AVE. RELOCATION SOUTH Wf9804 950,000 0 200,000 0
NORTHGATE REHAB. PHASE I Wf9805 500,000 0 200,000 0
COOLING TOWERS Wf9806 1,850,000 0 150,000 0
EASTGATE WATER REHAB PHASE II Wf9902 643,000 0 0 0
EASTGATE WATER REHAB PHASE lll TBD 574,000 0 0 0
EASTGATE WATER REHAB PHASE IV TBD 632,000 0 0 0
EASTGATE WATER REHAB PHASE V TBD 628,000 0 0 0
GREENS PRAIRIE WATER LINE REPL. TBD 750,000 0 0 0
ROCK PRAIRIE WATER LINE EXT TBD 2,000,000 0 0 0
SANDY POINT PUMP DUAL ELEC. TIE Wf9903 125,000 0 0 0
SOUTHGATE WATER REHAB. NEW 200,000 0 0 0
NEW WATER TRANSMISSION NEW 6,000,000 0 0 0
CLOSED PROJECTS 306,775 0 0
GENERAL AND ADMINISTRATIVE 42,227 74,882 74,882
TOTAL EXPENDITURES $ 1,800,000 $ 682,881 $ 2,069,882 $ 369,882
ENDING FUND BALANCE: $ 3,280,008 $ 4,485,126 $ 5,444,530
236
APPROVED
BUDGET PROJECTED PROJECTED PROJECTED
FY 98-99 FY 99-00 FY 00·01 FY 01-02
$ 5,444,530 $ 4,803,628 $ 769,628 $ 2,628
$ 0 $ 0 $ 0 $ 6,500,000
335,000 170,000 45,000 0
1,000,000 1,000,000 3,000,000 1,000,000
$ 1,335,000 $ 1,170,000 $ 3,045,000 $ 7,500,000
$ 6,779,530 $ 5,973,628 $ 3,814,628 $ 7,502,628
0 0 0 0
0 0 0 0
500,000 0 0 0
0 0 0 0
150,000 850,000 0 0
50,000 50,000 50,000 50,000
250,000 250,000 250,000 250,000
0 0 0 0
0 200,000 750,000 0
200,000 300,000 0 0
0 1,850,000 0 0
643,000 0 0 0
0 574,000 0 0
0 0 632,000 0
0 0 0 628,000
0 750,000 0 0
0 200,000 1,800,000 0
125,000 0 0 0
0 0 200,000 0
0 0 0 6,000,000
0 0 0 0
57,902 180,000 130,000 180,000
$ 1,975,902 $ 5,204,000 $ 3,812,000 $ 7,108,000
$ 4,803,628 $ 769,628 $ 2,628 $ 394,628
237
WASTEWATER SERVICE
PROPOSED CAPITAL IMPROVEMENTS PROJECTS
FISCAL 1998-99 THROUGH FISCAL 2001-02
PROJECT
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY96-97 FY 97-98 FY 97-98
BEGINNING FUND BALANCE: $ 2,372,545 $ 1,977,244 $ l,977,244
ADDmONAL RESOURCES:
UTILITY REVENUE BONDS $ 504,000 $ 2,700,000 $ 2,700,000
INTEREST ON INVESTMENTS 110,885 142,000 88,923
TRANSFERS FROM OPERATIONS 0 0 0
OTHER 11,564 0 0
SUBTOTAL ADDITIONAL RESOURCES $ 626,449 $ 2,842,000 $ 2,788,923
TOTAL RESOURCES AVAILABLE $ 2,998,994 $ 4,819,244 $ 4,766,167
EASTGATE COLLEC. REHAB. ti 559602 960,000 518,335 535,000 535,000
CHRISTINE LANE UPGRADE 559701 1,464,000 0 450,000 450,000
WESTSIDE SEWER SERVICE 559702 1,000,000 398 500,000 0
EASTGATE RES. REHAB. PH. I 559704 545,000 0 540,000 540,000
BEE CREEK PHASE II 559705 646,000 0 646,000 646,000
COLLECTION SYSTEM REHAB. 559800 ANNUAL 0 250,000 250,000
OVERSIZE PARTICIPATION 559801 ANNUAL 0 50,000 50,000
GRAHAM RD. EXT. PHASE I & II 559802 3I5,000 0 25,000 50.000
SLUDGE HANDLING 559803 275,000 0 275,000 0
NORTHGATE REHAB PH. I 559804 1,700,000 0 100,000 100,000
NORTHEAST TRUNK EXPAN. PH. I 559805 675,000 0 25,000 25,000
LICK CREEK PLANT EXPAN. 559806 7,750,000 0 0 0
LICK CREEK TRUNK 559806 1,000,000 0 100,000 0
FOXFIRE SEWER 559807 400,000 0 400,000 0
NANTUCKET SEWER LINE 559808 396,000 0 396,000 396,000
CREAGER/PEBBLE HILLS PH I 559809 720,000 0 720,000 100.000
CREAGER/PEBBLE HILLS PH II 559902 580,000 0 0 0
ODOR CONTROL 559810 '150,000 0 '150,000 50.000
EASTGATE RES. REHAB. PH. II 559903 444,000 0 0 0
EASTGATE RES. REHAB. PH. Ill TBD 466,000 0 0 0
EASTGATE RES. REHAB. PH. IV TBD 704,000 0 0 0
EASTGATE RES. REHAB. PH. V TBD 541,000 0 0 0
NORTHEAST TRUNK EXPAN. PH. II TBD 650,000 0 0 0
NORTHEAST TRUNK EXPAN. PH. Ill TBD 500,000 0 0 0
NORTHEAST TRUNK EXPAN. PH. IV TBD 650,000 0 0 0
SOUTHGATE REHAB. PH. I TBD 150,000 0 0 0
TX. AVE. S. WIDENING SEWER TBD 1,600,000 0 0 0
CLOSED PROJECTS 451,955 0 0
GENERAL AND ADMINISTRATIVE 51,061 77,239 77.239
TOTAL EXPENDITURES $ 24,581,000 $ 1,021,749 $ 5,539,239 $ 3,269,239
ENDING FUND BALANCE $ l.977,244 $ (719,995) $ l,496.928
Notes:
1) Line capacity wiD be insu!lic:icmt with potential multi-family developments.
2) Patricia Street funding is from the FY 97 Collection Rehab. Funds.
3) These projects will be reimbursed by impact fees.
238
APPROVED
BUDGET PROJECTED PROJECTED PROJECTED
FY 98-99 FY 99-00 FY 00-01 FY 01-02
$ l,496,928 $ 107,113 $ 293,113 $ 534,113
..> � 4,600,ooo"' $ 6,700,000 $ 6,900,000 $ 1,200,000
160,000 175,000 195,000 19,163
0 0 0 0
0 0 0 0
$ 4,760,000 $ 6,875,000 $ 7,095,000 $ 1,219,163
$ 6,256,928 $ 6,982,113 $ 7,388,113 $ 1,753,276
0 0 0 0
841,000 123,000 0 0
500,000 500,000 0 0
0 0 0 0
0 0 0 0
250,000 250,000 250,000 250,000
50,000 50,000 50,000 50,000
265,000 0 0 0
275,000 0 0 0
350,000 0 0 0
650,000 0 0 0
750,000 4,000,000 3,000,000 0
0 150,000 850,000 0
0 0 0 0
0 0 0 0
620,000 0 0 0
580,000 0 0 0
400,000 0 0 0
444,000 0 0 0
0 466,000 0 0
0 0 704,000 0
0 0 0 541,000
0 650,000 0 0
0 0 500,000 0
0 0 0 650,000
0 0 0 150,000
0 300,000 1,300,000 0
0 0 0 0
174,815 200,000 200,000 50,000
$ 6,149,815 $ 6,689,000 $ 6,854,000 $ 1,691,000
$ 107,113 $ 293, l 13 $ 534,113 $ 62.276
239
UTILITIES
CAPITAL IMPROVEMENT PROJECTS
ANNUAL ADDITIONAL COSTS
With the completion of capital infrastructure
projects comes additional operating and
maintenance (O&M) costs.
In the FY 99 approved budget there are
$89,284 in additional annual operating costs.
These are the result of six months of operation
of the Utility Customer Service Center
($48,284) and maintenance of the Fiber Optic
Loop ($41,000). These costs will become part
of the department's base budget next fiscal year.
240
In FY 2000 the additional O&M cost associated
with projects scheduled to be completed are six
months operations at the Utilities Customer
Service Center ($48,284) for an annual O&M
cost of $96,568. The total additional O&M
costs projected in Fiscal Year 2000 are
$48,284.
Public Utilities
Additional Operation and Maintenance
Costs of Capital Projects
Budget Approved Projected
FY98 FY99 FYOO
O&M O&M O&M
Public Facilities
Utility Customer Service Building 0 48,284 48,284
Total Public Facilities $ 0 $ 48,284 $ 48,284
Utility Projects
Electric Projects
Fiber Loop $ 0 $ 41,000 $ 0
Total Electric Projects $ 0 $ 41,000 $ 0
Water Projects 0 0 0
Wastewater Projects 0 0 0
0 0 0
Total All Projects $ 0 $ 89,284 $ 48,284
241
We're Committed
To Excellence
242
HOTEL/MOTEL FUND
The primary funding source for the Hotel/Motel
Fund is the Hotel/Motel Tax, a consumption type
tax authorized under state statute. This tax allows
the city to collect up to its current tax rate of 7%
on rental income of hotels and motels within the
city limits. The uses of the funds derived from the
tax are limited to 1) promotion of tourism, 2)
pro�otion and support of the arts, and 3) directly
attnbutable administrative costs.
Hotel/Motel tax revenue is projected to increase
3% in FY 99. This estimate is based on the
historical trends. Several new hotels are
anticipated opening in .1998 and 1999. These
hotels will have some impact on Hotel/Motel tax
revenue in the future.
Conference Center rentals are another source of
revenue for the Hotel/Motel Fund. This revenue
is projected to increase by 10% in FY 99 over the
FY 98 budget.
Some other major sources of revenue are Wolf
Pen Creek concessions and ticket sales and
Northgate building rentals. Wolf Pen Creek
budgeted revenues are expected to go down some
in FY 99 to better reflect actual revenues.
Expenditures in the Hotel/Motel Fund are
projected to be $1,759,820 an increase of 13.7%
from the FY 98 year end estimate. This is
primarily due to the approved increase of outside
agency funding.
Funding is included for City Operi';\tions that
qualify for Hotel/Motel expenditures. The
Conference Center approved budget is $236,377
for FY 99. This includes service level adjustments
for additional audio video equipment at the
facility. $265,639 is approved for Parks
Programs and Events out of the Hotel/Motel
Fund. This funding is for athletic, entertainment
and historical preservation activities. Service level
adjustments recommended include $9,000 for
promotional items for the 2000 Games of Texas
$5,500 for additional Holiday on the Brazos
'
supplies, $11 ,506 for an invitation girls fastpitch
softball tournament, and $2,568 for EMT
overtime for athletic events. Also included in the
base budget is $3,300 for the rental of advertising
space at Easterwood Airport.
243
The Outside Agency funding recommended in the
Hotel/Motel fund budget is $1,052,289. The
Convention & Visitors Bureau has requested an
increase in funding of $99,600 to fund expanded
advertising, tourism promotion, and convention
sales activities. The approved budget
recommends $88,260 of this increase for a total
approved budget of $621,260.
The Brazos Valley Sports Foundation has
requested an increase of $35,500 to permit year
long funding, for a total of $135,000. The
approved budget recommends an increase of
$22,500 in additional funding for a total
recommended budget of $122,000.
The Arts Council budget request for FY 99 is
$225,000. The amount being recommended is
$209,029. This includes $175,029 for the
ongoing operational costs. $14,000 is included
to continue the public art program of placing 3
sculptures on a temporary basis in the City
annually. This will be the second year of this
program. The supplemental request being
recommended is $20,000 to purchase one of the
3 pieces of public art so it can remain in the City
on a permanent basis.
The Bush Library Committee has requested
continuation of the current annual funding of
$50,000. This will be the 4th year of a 5 year
commitment to provide $250,000 in support to
the Bush Library.
Debt service within the Hotel/Motel fund in FY 99
is approved to be $69,716. Beginning in FY 99
there is $11,101 for Wolf Pen Creek Conference
Center Debt. Additionally, there is $58,615
budgeted to repay an interf und loan to the Electric
Fund for Northgate projects which was started in
FY96.
CITY OF COLLEGE STATION
HOTEL/MOTEL FUND
FUND SUMMARY
FY 97-98 FY 97-98 FY 98-99 FY 98-99 % CHANGE IN
FY 96-97 REVISED YEAR-ENO BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 98 TO FY 99
BEGINNING FUND BALANCE $ 642,986 $ 734,917 $ 734,917 $ 883,154 $ 883,154
REVENUES
TAXES $ 1.401,121 $ 1,562,100 $ 1,510,000 $ 1,610,000 $ 1,610,000 3.07%
TICKETS & CONCESSIONS 50,761 61,200 32,500 37,400 37,400 (38.89%) RENTALS 86,381 75,200 91,000 82,600 84,600 12.50%
INVESTMENT EARNINGS 48,251 40,800 55,000 41,600 41,600 0.00%
OTHER 2,424 9,300 7,700 9,300 20,868 124.39%
TOTAL REVENUES $ 1,588,938 $ 1,748,600 $ 1,696,200 $ 1,780,900 $ 1,794,468 2.62%
EXPENDITURES AND TRANSFERS
CITY OPERATIONS
CONFERENCE CENTER $ 207,818 $ 238,669 $ 239,320 $ 228,672 $ 236,377 (0 96%)
CONFR CENTER DEBT SVC 46,930 0 0 0 0 N/A
PARKS PROGRAMS & EVENTS 139,234 213,695 255,063 237,065 265,639 24.31%
WOLF PEN CREEK OPERATIONS 75,344 86.419 77,965 92,499 92,499 7.04%
NORTHGATE REVITALIZATION 100,000 0 0 0 0 0.00%
NORTHGATE DEBT SERVICE 58,615 58.615 58,615 58,615 58,615 0.00%
WPC CONFERENCE CENTER DEBT 0 0 0 11,101 11,101
OTHER 0 0 0 3,300 3,300
TOTAL CITY OPERATIONS $ 627,941 $ 597,398 $ 630,963 $ 631,252 $ 667,531 11.74%
ORGANIZATIONS
CONVENTION & VISITORS BUREAU $ 602,450 $ 533,000 $ 533,000 $ 533,000 $ 621,260 16.56%
BRAZOS VALLEY SPORTS FOUND. 0 99,500 99,500 99,500 122,000 22.61%
ARTS COUNCIL 170,000 184,000 184,000 189,029 209,029 13.60%
B-CS ATHLETIC FEDERATION 7,900 7,900 7,900 0 0 (100.00%)
JULY 4TH FIREWORKS 6,850 ·o 0 0 0 0.00%
BUSH LIBRARY COMMITTEE 94,459 50.000 50,000 50,000 50.000 0.00%
BRAZOS BEAUTIFUL (BUSH LIB) 0 50,000 0 50,000 50.000 0.00%
TOURNAMENT SUPPORT 0 20,000 2,600 0 0 N/A
TOTAL ORGANIZATIONS $ 881,659 $ 944,400 $ 877,000 $ 921,529 $ 1,052,289 11.42%
CONTINGENCY $ 0 $ 40,000 $ 40,000 $ 40,000 $ 40,000 0%
TOTAL OPERATING EXPENSES AND TRANSFERS $ 1,509,600 $ 1,581.798 $ l,547,963 $ 1,592,781 $ 1,759,820 1 l.25%
GAAP ADJUSTMENT $ 12,593
INCREASE (DECREASE)
IN FUND BALANCE $ 79,338 $ 166,802 $ 148,237 $ 188,119 $ 34,648
ENDING FUND BALANCE $ 734,917 $ 901,719 $ 883,154 $ l,071,273 $ 917,802
244
ARTS COUNCii.
12%
CONTINGENCY
2%
NORTHGATE DEBT
3%
BUSH LIBRARY
3%
HOTEL/MOTEL FUND -SOURCES OF FUNDS
RENTALS INVEST. EARNINGS 5% 2%
OTI-IER
1%
TAXES
90%
HOTEL/MOTEL FUND -USES OF FUNDS
OTHER BV SPORTS FOUND. 0% 7% BRAZ. BEAUTIFUi. (BUSH)
CONV. /VISITORS BUR.
36%
245
CONFCENTER
13%
PARKS PROGRMS/EVENTS
15%
WOLF PEN CREEK
5%
COMMUNITY DEVELOPMENT FUND
The Community Development Fund is used to
account for grants received by the city for use in
revitalizing low-income areas and addressing the
needs of its low and moderate income citizens.
This fund pays for the direct operating costs
(minus approximately $45,000 of
unreimbursable expenses that the General Fund
pays for) of the Community Development activity
center which is part of Economic and
Development Services Department.
There are two grants for FY 99. The
Community Development Block Grant (CDBG) is
a federal entitlement program that provides the
basic funding for the general programs and
administration. It allows administrators flexibility
in the use of funds for a wide variety of eligible
activities. The HOME grant is a yearly
entitlement grant that can only be used for
housing programs that assist Low/Moderate
Income (LMI) citizens. We currently use this
grant for owner occupied rehabilitation
assistance, down payment assistance, and the
Optional Relocation Program. Both the CDBG
246
and HOME allocations are based on a formula
that includes criteria such as the age and
condition of a community's housing stock,
incidents of overcrowding, and the demographic
characteristics of its citizens.
For FY 99, the city has approximately $4 million
in total authorization from the federal
government. This number is comprised of new
authorization and remaining authorization from
prior fiscal years. FY 99's grants include
$1,179,000 in CDBG funds and $498,000 in
HOME funds, along with a projected $20,000 in
program income. In addition to the federal
grants, the City will receive approximately
$406,000 from the Cedar Creek project.
Funds remaining from previous fiscal years
include $1,294,292 in CDBG funds and
$934,659 in HOME funds. A grant which the
city will not receive, but is still garnishing benefits
from a previous year, is the HOPE grant. The
city still has $98,830 in HOPE funds to spend in
FY99.
CITY OF COLLEGE STATION
COMMUMTY DEVELOPMENT FUND
FUND SUMMARY
FY 97·98 FY 97·98 FY 98·99 FY98-99 %CHANGEIN
FY96·97 REVISED YEAR-ENO BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 98 TO FY 99
REVENUES GRANTS
COBG $1,182,250 $ 2,302,920 $ 927,134 $ 2,473,292 $ 2,473,292 7.40%
HOME 330,833 1.251,973 296,624 1,432,659 1,432,659 14.43%
HOPE 43,475 309,548 226,475 98,830 98,830 (68.07%)
PROGRAM INCOME 0 24,000 24,000 20,000 20,000 (16.67%)
LOAN REPAYMENTS 11,629 0 0 0 0 N/A
INTEREST ON LOANS 4,838 0 0 0 0 N/A
CEDAR CREEK PROCEEDS 0 0 0 406,000 406,000 N/A
OTHER 79,660 0 0 0 0 N/A
TOTAL REVENUES $1,652,685 $ 3,888.441 $1,474,233 $ 4,430,781 $ 4,430,781 13.95%
EXPENOrtlJRES ANO TRANSFERS
COBG
HOUSING ASSIST/REHAB $ 30,266 $ 75,000 11,683 $ 77,720 $ 77,720 3.63%
OPTIONAL RELOCATION 80,060 179,000 42,595 178,588 178,588 (0.23%)
CLEARANCE/OEMOUTJON 12,748 40,000 550 13,000 13,000 (67.50%)
ACQUISITIONS 18,132 290,000 144,927 309,672 309,672 6.78%
INTERIM ASSISTANCE 3,496 7,504 357 6,063 6,063 (19.20%)
HOMEBUYER'S ASSISTANCE 25,307 49,567 43,235 49,567 49,567 0.00%
COMMERCIAL REHABIUTATION 92,777 203,511 33,500 441,694 441,694 117.04%
RENTAL REHAB 80,500 100,000 0 94,000 94,000 (6.00%)
PUBLIC SERVICES 0 217,049 199,492 186,850 186,850 (13.91%)
EXTERNAL PUBLIC FACILITY 0 200,091 20,000 316,441 316,441 58.15%
REIMBURSED AOMlN 294,265 369,876 250,346 334,415 334,415 (9.59%)
OTHER CURRENT EXPENOITIJRES 160,916 0 6,000 0 0 N/A
GENERAL GOVT PROJECTS 16,883 418,042 108,808 319,500 319,500 (23.57%)
STREETS PROJECTS 108,195 177,280 89,642 165,782 165,782 (6.49%)
CAPITAL OUTLAY 239,770 0 0 0 0 N/A
TOTAL COBG EXP. $1,163,315 $ 2,326,920 $ 951,134 $2,493,292 $ 2,493,292 7.15%
HOME
HOUSING ASSIST/REHAB $ 21,250 $ 128.011 $ 16,091 $ 78,500 $ 78,500 (38.68%)
OPTIONAL RELOCATION 240,722 640,610 170,017 136,000 136,000 (78.77%)
CLEARANCE/OEMOUTJON 14,499 20,000 0 40,000 40,000 100.00%
HOMEBUYER'S ASSISTANCE 0 96,489 12,000 25,000 25,000 (74.09%)
CHOO 30.000 245,550 0 320,250 320,250 30.42%
NEW CONSTRUCTION 0 0 50,000 711,209 711,209 N/A
REIMBURSED AOMIN 12.020 121,313 48,516 121,700 121,700 0.32%
TOTAL HOME EXP. $ 318,491 $ 1,251,973 $ 296,621\ $ 1,432,659 $ 1.432,659 14.43%
HOPE
HOUSING ASSIST/REHAB $ 729 $ 248,218 $ 200,621 $ 72,000 $ 72,000 (70.99%)
HOMEBUYER'S ASSISTANCE 0 32,000 0 0 0 (100.00%)
OOWNPAYMENT ASSISTANCE 4,000 0 0 0 0 N/A
REIMBURSED AOMIN 515 29,330 25,854 26,830 26,830 (8.52%)
CAPITAL OUTLAY 67.139 0 0 0 0 N/A
TOTAL HOPE EXP. $ 72,383 $ 309,548 $ 226,475 $ 98,830 $ 98,830 (68.07%)
CEDAR CREEK
AFFORDABLE HOUSING $ 0 $ 0 $ 0 $ 406,000 $ 406,000
TOTAL CEDAR CREEK EXP. $ 0 $ 0 $ 0 $ 406,000 $ 406.000
TOTAL OPERATING EXPENSES
ANO TRANSFERS $1.554,189 $3,888.441 $1,474,233 $ 4,430,781 $ 4,430.781 13.95%
EXPENDITURES UNDER
(OVER) REVENUES $ 98.496 $ 0 $ 0 $ 0 $ 0
BEGINNING FUND BALANCE $ (92,046) $ 6.450 $ 6.450 $ 6,451 $ 6,451
ENDING FUND BALANCE $ 6.450 $ 6.450 $ 6.451 $ 6.451 $ 6,451
247
HOME
32%
COMMUNITY DEVELOPMENT FUND -SOURCES
OF FUNDS
CEDAR CREEK
9%
OTHER
0%
HOPE
2%
COMMUNITY DEVELOPMENT FUND -USES
OF FUNDS
NEW CONSTRUCTION
16%
HOUSING
ASSIST /REHAB
5% OrtP
7%
CLEARANCE/DEMO
1%
ACQUISmONS
7%
CDBG
57%
CAPITAL OUTL.A Y
11%
COMMERCIAL REHAB
10%
HOMEBUYER'S ASSIST.
2%
REIMBURSED AOMIN
11%
EXT. PUBLIC FACILITY
7% AFFORDABLE
HOUSING
9%
248
4%
RENTAL REHAB
2%
WOLF PEN CREEK
TAX INCREMENT FINANCING (TIF) FUND
The Wolf Pen Creek TIF Fund accounts for ad
valorem tax and other revenues that are accrued
to the WPC district. The fund will also account
for expenditures on projects that take place in the
district.
The TIF receives ad valorem taxes from the City,
School District and County on the incremental
increase in assessed valuation (captured value)
over the base year (1989).
The ad valorem revenue estimate of $265,800 is
based on a captured value of about $18 million.
249
These revenues will be used to fund capital
projects as needed in the district. The projects
include studying ways to improve drainage and
reduce silt inflow at the park and other
infrastructure projects.
Funds remaining at the end of the year will be
retained in the fund and programmed as specific
projects are identified.
CITY OF COLLEGE STATION
WOLF PEN CREEK TIF
FUND SUMMARY
FY97-98 FY97-98 FY 98-99 FY 98-99 %CHANGE IN
FY 96-97 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 98 TO FY 99
BEGINNING BALANCE $ 0 $ 51,006 $ 51,006 $ 192.650 $ 192,650
REVENUES
AD VALOREM TAXES COCS $ 25,348 $ 57,000 $ 58,644 76,800 $ 76,800 34.74%
AD VALOREM TAXES CSISD 0 47,000 48,000 110,700 110,700 135.53%
AD VALOREM TAXES BRAZOS CO 23,336 53,000 48,000 76,500 76,500 44.34%
INVESTMENT EARNINGS 3,836 1,000 7,000 7,800 7,800 680.00%
OTHER 0 0 0 0 0 N/A
TRANSFERS 0 0 0 0 0 N/A
PROCEEDS FROM LONG TERM DEBT 0 0 0 0 0 N/A
TOTAL REVENUES $ 52,520 $ 158,000 $ 161,644 $ 271,800 $ 271,800 72.03%
TOTAL FUNDS AVAILABLE $ 52,520 $ 209,006 $ 212,650 $ 464,450 $ 464,450 122.22%
EXPENDITURES AND TRANSFERS
CAPITAL PROJECTS $ 0 $ 156,500 $ 20,000 $ 462,650 $ 462,650 195.62%
ENGINEERING 0 0 0 0 0 N/A
OTHER 1,514 1,500 0 0 0 (100.00%)
CONTINGENCY 0 0 0 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS $ 1,514 $ 158,000 $ 20,000 $ 462,650 $ 462,650 192.82%
INCREASE (DECREASE)
IN FUND BALANCE $ 51,006 $ 0 $ 141,644 $ (190,850) $ (190,850)
ENDING FUND BALANCE $ 51,006 $ 51,006 $ 192,650 $ 1,800 $ 1,800
250
INTERNAL SERVICES FUND
The Internal Services Fund is a combination of the
internal services of printing and mail,
communications maintenance, fleet maintenance,
and equipment replacement within the City of
College Station. ln an effort to better control costs,
the fund rec.eives revenues based on the expected
costs associated with the aforementioned services
and uses them to pay for those specific services.
Estimates for annual funding levels have been
developed using a number of techniques which
forecast printing and mail costs, communications
maintenance costs, fleet. maintenance costs, vehicle
and equipment replacement needs, and anticipated
replacement costs. The policies which were
approved to set up the funds are as follows:
1. Specific charges will be assigned to each
printing job based on number of pages,
binding, stapling, folding, etc. This revenue
will be used to pay for all labor, materials, and
overhead costs associated with internal
printing.
2.
3.
4.
5.
6.
Each department will be charged an annual
mail handling fee based on the costs
associated with the collection, distribution,
and processing of mail within the City.
The copiers in City Hall {Utility Billing,
Human Resources, and Fiscal Services) have
moved into the Print/Mail division. There will
be a copy charge for every copy made on the
copiers mentioned above.
Annual communications maintenance charges
will be prorated based on the number of
phones and radios in each department. All
other miscellaneous maintenance charges are
forecasted based on the number of work
orders in the previous year. These charges
will be used to pay for all expenses related to
each specific function in the Communications
Division.
All authorized existing fleet equipment will be
replaced through the equipment replacement
fund. Unauthorized equipment will be
replaced by other used equipment or through
the budget process.
Each department will be charged an annual
replacement fee based on the useful life and
anticipated replacement cost of each vehicle
assigned to that department. A team made
up of representatives from user departments
251
7.
8.
9.
and financial services will review fleet
replacement lists to ensure that the guidelines
are being met and that funds are available to
replace needed equipment.
Each department that has been assigned
vehicles will be charged an annual
maintenance fee to cover inspections and
other maintenance problems.
Each department will be charged for the
phone system based on the number of
phones assigned to it. Charges for the 800
Mhz radio system will be prorated the in the
same manner. These charges will continue
after the interfund loan has been recovered in
order to replace the phone and radio systems
in the future.
The Police and Fire Department will be
charged for the Mobile Data System being
installed. These changes will ensure that the
system can be replaced in the future.
The Base Budget revenues for the fund reflect the
above policies. The revenues are automatically
transferred from departmental budgets on a monthly
basis in order to make sure that sufficient funds will
always be available to fund all expenses related to
the specific functions. The total revenues for FY 99
are $4,066,279, 15.92% higher than the FY 98
year-end estimate. This is the result of approved
service level adjustments from other departments
transferring funds totaling $427, 766 for new
vehicles and equipment. This is done so this
equipment becomes an asset in the fund.
The FY 99 expenditures are $4,135,981, an
increase of 12% over the FY 98 year-end estimate.
This is primarily due to approved SLA's totaling
$525,960. This figure is composed of the
following: $120,000 for a new ambulance for the
Fire department; $46,616 for 2 police cars;
$40,000 for an emergency command vehicle for
Parks & Recreation; $45,000 for a trackhoe for the
Wastewater division; $95,600 for a new rear end
load residential brush/bulky item collection vehicle;
$8, 700 for upgrades in Drainage and Utility Billing;
$21,650 for a truck in Drainage; $43,600 for a 24
hour City Hall phone system; $19,970 to replace a
paging transmitter; $21,824 for a new postage
machine; $7 ,000 to upgrade the telephone
Meridian mail software for 2000 compliance; and
$41,000 to maintain the fiber optic switch
equipment.
CITY OF COLLEGE STATION
INTERNAL SERVICES
COMBINED FUND SUMMARY
FY 97·98 FY97·98 FY98·99 FY 98·99 %CHANGEIN
FY96·97 REVISED YEAR·END BASE APPRO VED BUDGET FROM
ACTUAL BUDGE T ESTI MATE BUDGET BUDGET FY98 TOFY99
BEGINNING WORJ<ING CAPITAL $ 1,964,389 $ 2,380,004 $ 2,380,004 $ 2,233,846 $ 2,233,846
REVENUES FLEET REVENUES $ 1,290,210 $ 1,493,579 $ 1,493,579 $ 1,333,500 $ 1,746,066 16.90'!6
FLEET MAINTENANCE CHARGES 969,885 1,032,060 1,032,060 1,068,200 1,083,400 4.97'&
PHONE SYSTEM CHARGES 86,930 87,160 87,160 99,980 99,980 14.71'1&
800 MHZ CHARGE S 193,900 205,920 205,920 213,680 213,680 3.779&
PRINT/MAIL CHARGES 0 192,849 213,490 266,460 266,460 NIA
COMMUNICATIONS CHARGES 0 393,820 393,820 419,693 419,693 NIA
MOBILE DATA SYSTEM CHARGES 0 0 0 107,000 107,000 NIA
INVESTMENT & OTHER 112,045 102,500 120,000 130,000 130,000 26.83%
TOTAL REVENUES $ 2,652,970 $ 3,507,888 $ 3,546,029 $ 3,638,513 $ 4,066,279 15.929&
EXPENDITURES
FLEET MAINTENANCE $ 966,406 $ 940,039 $ 946,342 $ 946,702 $ 960,282 2.15'X>
PRINT/MAIL 0 157,839 228,462 236,022 239,385 N/A
COMMUNICATIONS 0 432,616 370,335 331,511 396,702 N/A
PAY PLAN ADJUSTMENTS 0 0 0 0 0
FLEET/EQUIPMENT REPLACEMENT 965,474 1,331,244 1,331,244 1,625,670 2,095,510 57.11%
PHONE SYSTEM PURCHASE 14,431 5,000 5,206 0 0 (100.00%)
800 MHZ SYSTEM PURCHASE 523,027 20,000 20,000 0 0 (100.00%)
MOBILE DATA SYSTEM 0 601,944 601,944 200,000 200.000 (66.7�
GENERAL & ADMIN. TRANSFERS 89,848 172,154 172,154 226,797 227,602 32.21'6
CONTINGENCY 0 30,788 16,500 16,500 16,500 (46.419&)
TOTAL E XPENDITURE S $ 2,559,186 $ 3,691,624 $ 3,692,187 $ 3,583,202 $ 4, 135,981 12.0tl%
GAAP ADJUSTMENTS $ 328,806
INCREASE (DECREASE)
IN WORKING CAPITAL $ 93,784 $ (183,736 ) $ (146,158) $ 55,311 $ (69,702)
ENDING WORKING CAPITAL $ 2,380,004 $ 2,196,268 $ 2,233,846 $ 2,289,157 $ 2,164,144
252
INTERNAL SERVICES FUND -SOURCES
MOBILE DATA SYSTEM
CHARGES
COMMUNICATIONS
10%
800 MGHTZ
5%
3%
FLEET MAINT.
27%
INVESTMENT /011-fER
3%
PHONE SYSTEM
CHARGES
2%
FLEET REVENUES
43%
INTERNAL SERVICES FUND -USES
G&ATRANS.
6%
FLEET REPLACEMENT
51%
MOBILE DATA
SYSTEM
5% OTHER
0%
253
FLEET MAINT.
PRINT/MAIL
6%
CO MMUNICATIO NS
10%
DMSION
A.EET SERVICES/PARTS
FLEET SERVICES/ADMINISTRATION
DEPARTMENT TOTAL
CLASSIFICATION
SALARIES & BENEFITS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DEPARTMENT TOTAL
DMSION
FLEET SERVICES/PARTS
A.EET SERVICES/ADMINISTRATION
DEPARTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
$
$
CITY OF COLLEGE STATION
FLEET SERVICES
DEPARTMENT SUMMARY
EXPENDITURE BY DMSION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 96-97 FY 97-98 FY 97-98 FY98·99
56,875 $ 58,205 $ 56,879 $ 58,733
902,556 881,834 889,463 887,969
959,431 $ 940,039 $ 946,342 $ 946,702
DEPARTMENT SUMMARY BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 96-97 FY 97-98 FY 97-98 FY98-99
$ 461,242 $ 466,714 $ 448,841 $ 455,996
436,502 394,212 437,336 403,266
17,258 23,061 17,487 32,550
44,429 44,052 32,878 54,890
0 12,000 9,800 0
$ 959,431 $ 940,039 $ 946,342 $ 946,702
PERSONNEL SUMMARY BY DIVISION
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY95-96 FY96·97 FY97-98 FY98·99
0.0 2.0 2.0 2.0
0.0 13.0 13.0 13.0
0.0 15.0 15.0 15.0
NONE
254
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY98-99 FY98 TO FY 99
$ 60,258 3.41%
900,024 2.02%
$ 960,282 2.11%
APPROVED %CHANGEIN BUDGET BUDGET FROM
FY98-99 FY98TOFY99
$ 469,576 0.61%
403,266 2.25%
32,550 29.15%
54,890 19.74%
0 0.00%
$ 960,282 2.11%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY98-99 FY98TO FY99
2.0 0.00%
13.0 0.00%
15.0 0.00%
Fleet and Equipment Replacement
Vehicle# Description for Fleet and Equipment Replacement
3119
9225
3205
9229
3204
7128
7218
7111
7126
3130
5143
2708
7101
8329
3157
5206
4243
9247
4134
4131
4132
4133
3131
3136
Department
Fire
Police
Parks & Recreation
Wastewater
Sanitation
Public Works
Utility Billing
Sanitation
Public Works
Print/Mail
Communications
Communications
1981 Cat Motor Grader
1983 Ford Digger Truck
1984 Dump Truck
1984 Ford Bucket Truck
1986 Dump Truck
1992 Volvo Side Load
1992 Volvo Side Load
1987Mack Brush Truck
1992 Volvo Side Load
Woods Shredder
1977 Pierce Pumper
1989 Chevy Truck
1989 Chevy Truck
1989 GMC Crew Truck
1974 Grasshopper
1989 Caprice
1992 Bereta
1989 HD Chevy Truck
1996 PD Patrol Car
1996 PD Patrol Car
1996 PD Patrol Car
1996 PD Patrol Car
1992 Woods Shredder
1984 Entyre Chip Spreader
Total Replacement for the FY 99 Base Budget:
Fleet and Equipment Approved SIA's
Ambulance
Two Police Cars
Emergency Command Vehicle
Trackhoe
Rear End Load Residential
Brush/Bulky Item Collection
Vehicle
Upgrades for Drainiage
Upgrades for Meter Reading
Five Roll-off Containers
Truck for Drainage
Postage Machine
24 Hour City Hall Phone System
Replacement of a Paging Transmitter
Total Fleet and Equipment for the FY 99 Approved Budget:
255
Cost
$ 135,000
115,000
85,000
98,000
85,000
135,000
135,000
98,000
135,000
3,800
235,000
18,270
18,270
29,300
7,200
18,165
18,165
29,300
22,100
22,100
22,100
22,100
3,800
135,000
$ 1,625,670
Cost
$ 120,000
46,616
40,000
45,000
95,600
7,100
1,600
15,000
21,650
21,304
36,000
19,970
$ 469,840
DNISION
PR INT/MAIL $
DMSION TOTAL $
CLASSIACA TION
SALARIES & BENEATS $
SUP!'UES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DIVIS ION TOTA L $
DIV ISION
PRINT /MAIL
DI VISION TOTAL
SERVICE LEVEL ADJUSTMENTS
Maintenance of postage machine.
CITY OF COLLEGE STATION
PRINT/MAIL
DIVISION SUMMARY
ACTUAL
FY 96-97
0
0
ACTUAL
FY 96-97
0
0
0
0
0
0
ACTUAL
FY95-96
0.0
0.0
EXPENDffiJRE BY ACTlVTTY
REVISED ESTIMATED
BUDGET YEAR END
FY97·98 FY97·98
$ 157,839 $ 228,462 $
$ 1 57 839 $ 228 462 $
EXPENDITURE BY CLASSIACA TION
REVISED ESTIMATED
BUDGET YE AR END
FY 97·98 FY97-98
$ 132,227 $ 130,036 $
3,090 42,995
12,866 9,105
9,656 46,326
0 0
$ 157 839 $ 228 462 $
PERSONNEL SUMMARY BY ACTIVTl'Y
ACTUAL
FY 96-97
0.0
0.0
$ 520
$ 520
REVISED
BUDGET
FY97-98
5.0
5.0
2'i6
BASE
BUDGET
FY98-99
236,022
236,022
BASE
BUDGET
FY98-99
128,215
45,850
8,275
53,682
0
236 022
BASE
BUDGET
FY98-99
5.0
5.0
APP ROVED %CHANGEIN
BUDGET BUDGET FROM
FY 98·99 FY98TOFY99
$ 239,385 51.66%
$ 239 385 51.66'16
APP ROVED %CHANGEIN
BUDGET BUDGET FROM
FY98-99 FY98TOFY99
$ 131,058 (0.88%)
45,850 1383.82'16
8,795 (31.64%)
53,682 455.94'16
0 N/A
$ 239 385 51.66%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 98-99 FY98TOFY99
5.0 0.00%
5.0 0.00%
DIVISION
COMMUNICATIONS $
DIVISION TOTAL $
CLASSIFICATI ON
SALARIES & BE NEFITS $ SUPPLIES MAINfENANCE PURCHASED SERVICES CAPITAL OUTlA Y
DIVISION TOTAL $
DIVISION
COMMUNICATIONS
DIVISION TOTAL
CllY OF COLLEGE STATION
COMMUNICATIONS
DMSION SUMMARY
EXPENDITURE BY ACTIVITY
RE VISED ES TIMATED BASE
ACTUAL BUDGET YEAR EN D BUDGET
FY96·97 FY 97-98 FY 97-98 FY98-99
0 $ 432,616 $ 370,335 $ 331,511
0 $ 432,616 $ 370 335 $ 331 511
EXPENDITURE BY CLASSIFICATION
RE VISED ESTIMATED BASE
ACTUAL BUDGET YEAR EN D BUDGET
FY 96·97 FY97-98 FY97-98 FY 98-99
0 $ 208,177 $ 218,984 $ 211,966 0 117,071 113,957 58,443 0 49,900 13,298 12,644 0 57,468 24,096 48,458 0 0 0 0
-$ 432,616 $ 370335 $ 331511
PERSONNEL SUMMARY BY ACTIVITY
RE VISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY95·96 FY96-97 FY 97-98 FY98-99
0.0 0.0 5.0 5.0
0.0 0.0 5.0 5.0
SERVICE LEVEL ADJUSTMENTS
COMMUNICATIONS Upgrade telephone Meridian mail software lor 2000 compliance
Maintenance ol fiber optic switch equipment
24 Hour City Hall
257
APPROVED
BUDGET
FY98·99
$ 396,702
$ 396 702
APPROVED
BUDGET
FY98-99
$ 221,557 58,443 64,244
52,458
0
$ 396 702
APPROVED
$
$
BUDGET
FY 98·99
5.0
5.0
7,000
41,000
7,600
55,600
o/oCHANGEIN
BUDGET FROM
FY98 T OFY99
(8.30'l61
(8.30'l61
o/oC HANGEIN
BUDGET FROM
FY 98TO FY99
6.43% (50.08%)
28.75%
(8.72%) NIA
(8.30%)
%CHANGEIN
BUDGET FROM
FY98TOFY99
0.00%
0.00%
UTILITY BILLING FUND
The Utility Billing Fund is used to account for
expenditures associated with meter services,
billing, and collection for the City's Electric,
Water, Wastewater, Sanitation, and Drainage
utilities.
Revenues in the Utility Billing Fund are received as
service charges from the various enterprise funds.
Revenues are projected to be $2,182,473, an
increase of 35.2% over the FY 98 year-end
estimate. FY 99 base budget service charges
increased in an effort to offset the expenses
associated with the new Customer Information
Services (CIS) billing system. The approved
increase in service charges will be used to pay for
pay and benefit adjustments, approved service
level adjustments, and additional general and
administrative transfers.
2.58
FY 99 projected expenditures are $2,248,641, an
increase of 11. 7%. This is primarily due to a
$325,000 capital outlay for the new CIS software
used to streamline the billing system.
Utility Billing has several approved service level
adjustments. $11,600 is approved to be moved
to Meter Reading from Billing Collections in
combination with new funds of $23,253 for a
approved SL.A of $34,853 to add one Meter
Reader position, related supplies, and extra funds
(or temporary/seasonal and overtime. The
following SL.A's are also included: $54,800 for
the replacement of the Itron meter reading
equipment; and $1,600 to upgrade a regular cab
pick up to an extended cab. There is a approved
increase of $79,767 in general and administrative
transfers to cover Utility Billing SL.A's that are
expensed out of the General Fund.
BEGINNING BALANCE
REVENUES & SERVICE CHARGES
SERVICE CHARGES
INVESTMENT INCOME
TOTAL REVENUES
DEPT. EXPENDITURES
COllECTIONS
METER SERVICES
PAY PIAN ADJUSTMENTS
GENERAL AND ADMIN. TRANSFERS
CONTINGENCY
OTHER
CAPITAL OUTLAY
TOTAL EXPENDITURES
GAAP ADJUSTMENT
TOTAL EXPENDITURES INCREASE
(DECREASE) IN FUND BALANCE
ENDING FUND BALANCE
CITY OF COLLEGE STATION
UTILITY BILLING FUND
FUND SUMMARY
FY 97-98 FY 97-98
FY96-97 REVISED YEAR-END
ACTUAL BUDGET ESTIMATE
$ 614,125 $ 435,075 $ 435,075
$1,308,300 $1,591,450 $1,614,048
27,084 35,000 29,000
$1,335,384 $1,626,450 $1,643,048
$ 800,179 $ 862,002 $ 862,002
280,850 300,649 300,649
0 0 0
418,424 475,851 475,851
0 30,000 0
400 0 0
$ (53,392) 300,000 375,000
$ 1,446,461 $1,968,502 $ 2,013,502
$ (67,973)
$ (111,077) $ (342,052) $ (370,454)
$ 435,075 $ 93,023 $ 64,621
259
FY 98-99 FY 98-99 % CHANGE IN
BASE APPROVED BUDGET FROM
BUDGET BUDGET FY98TO FY99
$ 64,621 $ 64,621
$2,000,000 $2,182,473 37.14%
8,400 8,400 (76.00%)
$Z,008.400 $2,190,873 34.70%
$ 848,851 $ 853,331 (1.01%)
291,802 390,028 29.73%
0 0 N/A
570,515 650,282 36.66%
30,000 30,000 0.00%
0 0 NIA
325,000 325,000 8.33%
$ 2,066,168 $ 2,248,641 14.23%
$ (57,768) $ (57,768)
$ 6,853 $ 6,853
GEN./ADMIN. TRANS.
29%
UTILITY BILLING FUND -SOURCES OF FUNDS
INVESTMENT INCOME
096
SERVICE CHARGES
10096
UTILITY BILLING FUND -USES OF FUNDS
OTHER
260
METER SERVICES
15%
COLLECTIONS
44%
DMS!ON
BIWNG COu.ECTIONS
METER SERVICES
U111IIY BIWNG FUND TOTAL
CLASSIACA TJON
SALARIES & BENERTS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
UTJUTY BIWNG FUND TOTAL
DMSION
BIWNG COu.ECTIONS
METER SERVICES
UTIUTY BIWNG FUND TOTAL
SERVICE LEVEL ADJUSTMENTS
BIWNG COu.ECTJONS
METER SERVICES
$
CITY OF COLLEGE STATION
UTILITY BILLING FUND
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 96-97 FY 97·98 FY 97-98 FY 98-99
800,179 $ 862,002 $ 862,002 $ 848,851
280,850 300,649 300,649 291,802
$ 1,081,029 $ 1,162,651 $ 1,162,651 $ 1140,653
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 96-97 FY97-98 FY 97·98 FY98-99
$ 863,128 $ 913,510 $ 913,510 $ 878,473
44,368 54,320 54,320 52,900
9,141 28,341 28,341 27,510
164,392 164,880 164,880 181,770
0 1,600 1,600 0
$ 1,081,029 $ 1,162,651 $ 1,162,651 $ 1,140,653
PERSONNEL SUMMARY BY DIVISION
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY95 -96 FY 96 -97 FY 97-98 FY98-99
22.5 21.5 21 21.0
8.0 8.0 8.0 8.0
30.5 29.5 29.0 29.0
T ransler of temp/seasonal and overtime funds into Meter Services
Meter Reader position, extra temp/seasonal, and related supplies
Upgrade of a regular e11b pickup truck to an extended cab
Replacement of Itron meter reading equipment
261
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 98-99 FY 98 TO FY99
$ 853,331 (l.01%)
390,028 29.73%
$ 1,243,359 6.94%
APPROVED %CHANGE!N
BUDGET BUDGET FROM
FY98-99 FY98 TO FY99
$ 923,379 1.08%
53,225 (2.02%)
32,560 14.89%
183,370 11.21%
50,825 3076.56%
$ 1,243,359 6.94%
APPROVED %CHANGE!N
BUDGET BUDGET FROM
FY 98-99 FY98 TOFY99
20.5 (4.65%)
9.5 18.75%
30.0 3.45%
$ (11,600)
34,853
1,600
54,800
$ 79,653
SELF INSURANCE FUND
The City of College Station is partially self-insured
for employee health, accident, disability and life
insurance, property casualty and general liability,
worker's compensation, and unemployment
compensation. Actuarially based charges are
made to each of the operating funds using
relevant bases (i.e., health insurance is charged
monthly per full-time participating employee,
while unemployment and worker's compensation
are charged as a percentage of gross salary). This
method of funding allows the city to more
accurately reflect the costs of claims against the
various funds and to minimize potential risks.
262
FY 99 Revenues are based on the actual amounts
assigned to the various operating activity centers.
There is a 2. 9% increase in FY 99 revenues over
FY 98 year-end estimates due to changes in rates,
number of employees, covered equipment,
buildings, and other factors.
FY 99 Expenditures are based on estimates of
future claims, premiums, and other miscellaneous
costs. Total expenditures are $3,290,184, an
increase of 8. 9% over the FY 98 year-end
estimate. This increase is a result of rising medical
costs and changes in the health care plan. The
City will continue to monitor claims to determine
if any plan changes need to be made.
BEGINNING BALANCE $
REVENUES
CITY CONTRIBUTIONS $
EMPLOYEE CONTRIB
COBRA
INVESTMENT EARNINGS
OTIIER
TOTAL REVENUES $
TOTAL FUNDS AVAILABLE $
EXPENDITURES AND TRANSFERS
CLAIMS $
ADMINISTRATION FEE
PREMIUMS
GENERAL & ADMINISTRATIVE
OTHER OPERATING
OTHER NON-OPERATING
CONTINGENCY
TOTAL OPERATING EXPENSES
AND TRANSFERS $
GAAP ADJUSTMENTS $
INCREASE (DECREASE) IN
FUND BALANCE $
ENDING FUND BALANCE $
CITY OF COLLEGE STATION
SELF INSURANCE FUND
FUND SUMMARY
FY 97-98 FY 97-98
FY96-97 REVISED YEAR-END
ACTUAL BUDGET ESTIMATE
1,359,155 $ 1,529,571 $ 1,529,571
2,281,418 $ 2,331,859 $ 2,295,608
469,078 525,000 474,000
31,970 37,000 24,000
95,242 78,000 84,000
12,740 5,000 7,900
2,890,448 $ 2,976,859 $ 2,885,508
4,249,603 $ 4,506,430 $ 4,415,079
2,043,620 $ 2,074,078 $ 2,205,000
158,128 197,300 166,793
506,279 511,800 498,400
103,008 104,440 104,440
220 15,000 15,000
21,173 29,500 29,500
0 40,000 0
2,832,428 $ 2,972,118 $ 3,019,133
112,396
58,020 $ 4,741 $ (133,625)
1,529,571 $ 1,524,312 $ 1,395,946
263
FY 98-99
BASE
REQUEST
$ 1,395,946
$ 2,366,895
499,200
24,000
70,000
10,000
$ 2,970,095
$ 4,366,041
$ 2,441,000
163,060
508,000
111, 124
15,000
30,000
22,000
$ 3,290,184
$ (320,089)
$ 1,075,857
FY 98-99
APPROVED
BUDGET
$ l,395,946
$ 2,366,895
499,200
24,000
70,000
10,000
$ 2,970,095
$ 4,366,041
$ 2,441,000
163,060
508,000
111,124
15,000
30,000
22,000
$ 3,290,184
$ (320,089)
$ 1,075,857
%CHANGEJN
BUDGET FROM
FY 98 TO FY 99
1.50%
(4.91%)
(35.14%)
(10.26%)
100.00%
(0.23%)
(3.12%)
17.69%
(17.35%)
(0.74%)
6.40%
0.00%
1.69%
10.70%
ADMIN. FEES
5%
SELF INSURANCE FUND -SOURCES OF FUNDS
COBRA
EMPLOYEE CONTRIBUTIONS 1 %
INTEREST
2%
PREMIUMS
15%
17% ------llTlf
SELF INSURANCE FUND -USES OF FUNDS
GEN. & ADMIN.
3%
OTHER
2%
264
APPENDIX A
BUDGET ORDINANCES
We're Committed
To Excellence
ORDINANCE NO. 2346
AN ORDINANCE ADOPTING A BUDGET FOR THE 1998-99 FISCAL YEAR
AND AUTHORIZING EXPENDITURES AS THEREIN PROVIDED.
WHEREAS, a propose.cl budget for the fiscal year October 1, 1998 to September 30,
1999, 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 funds 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 intent 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 approve
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·l
ORDINANCE NUMBER: 2346
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 intent 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 lOthDAY OF SEPTEMBER, 1998.
ATTEST:
�M�t--connie Hooks, City Secretary
APPROVED:
dl{'ll-..-.L':ttl�&t.i-, .� ...
Lynn f(itcilhaney, Mayor /
A-2
ORDINANCE NO. 2348
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 1998-
99 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 for the 1998-99 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), sixteen and eighteen hundredths cents
($0.1618) on each one hundred dollar ($100.00) valuation of
property: and
2. For the general obligation debt service (Debt Service Fund).
twenty-six and seventy-five hundredths cents ($0.2675) on
each one hundred dollars ($100.00) valuation of property to be
used for principal and interest payments on bonds and other
obligations of the fund.
SECTION II. All moneys collected under this ordinance for the specific items therein named,
shall be and the same are hereby appropriated and set apart for the specific purpose indicated in
each item and the Assessor and Collector of Taxes and the Director of Finance shall keep these
accounts so as to readily and distinctly show the amount collected, the amounts expended and the
amount on hand at any time, belonging to such funds. It is hereby made the duty of the Tax
Assessor and Collector to deliver a statement at the time of depositing any money, showing from
what source such taxes were received and to what account (General Fund or General Debt Service
Fund) the funds were deposited.
SECTION Ill. That this ordinance shall take effect and be in force from and after its passage.
PASSED AND APPROVED THIS 24th DAY OF SEPTEMBER, 1998.
'(!;;,� '1J� --�---------------
Connie :-f,y:>k$, Cit'.• Secretary
/\-3
APPROVED:
We're Committed
To Excellence
APPENDIXB
APPROVED SERVICE LEVEL
ADJUSTMENTS
We're Committed
To Excellence
APPROVED SERVICE LEVEL ADJUSTMENTS
CATEGORY DEPARTMENT
GENERAL AJND
Category I • Manda ted Cost Increase
Mandated
Mandated
Mandated
Mandated
Mandated
Mandated
Mandated
Mandated
Mandated
Mandated
Mandated
Mandated
Mandated
Mandated
Mandated
Police Department
Fire Department
Public Works
Public Works
Public Works
Public Works
Public Works
Parks & Recreation
Parks & Recreation
Parks & Recreation
Office of Tech. & Info. Svs.
Office of Tech. & Info. Svs.
Office of Tech. & Info. Svs.
Office of Tech. & Info. Svs.
Office of Tech. & In fo. Svs.
Category JI -Strategic Issue Related SI.A's
Issue 119
Issue 119
Issue 1111
Issue 112
Issue 1114
Issue 1115
Issue 1120
Issue 1120
Development Services
Development Services
Development Services
Economic & Comm. Dev.
Office of Tech. & Info. Svs.
Office of Tech. & Info. Svs.
General Government
General Government
DESCRIPTION
1-T Hardware/software upgrade for year 2000 compliance
Increase in operating expenses for fire station 114
Business center maintenance
Fire Station Ill maintenance
Northgate project maintenance
Library maintenance
Maintenance of Utility Customer Service building
New teen center start up and operation
Landscape maint. of Tx Ave. Medians & Eastgate Park
Landscape maintenance of Util. Cust. Scrv. building
Utilities for new Utility Customer Service building
Maintenance for Customer Info. Services system
1-T Upgrade Microsoft desktop software to single user license
1-T Training for work order system included in CIS system
Addition micro computer specialist for mobile data comm.
Overtime pay for weekend building inspections
Increase in Legal Notices
Development of neighborhood planning program
l -T Development of comprehensive "Business Plan"
l-T Centralized Customer Service
l-T Paperless Council
1-T Bond election public information
1-T Expenses associated with proposed bond election
Category Ill Vision Statement Related SI.A's
Statement 113 Police Department
Statement 113 Polic e Department
Statement 113 Police Department
Statement 113 .Police Department
Statement 113 Fire Department
Statemenl 113 Public Works
Statement 113 Public Works
Statement 115 Public Works
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 112 Parks & Recreation
Statement 113 Parks & Recreation
Statement 114 Office of Tech. & Info. Svs.
Statement 115 Office of Tech. & Info. Svs.
Statement 114 Library
Statement 114 Library
Statement 115 Fiscal Services
1-T = One time costs
Six police officers and related equipment
1 ·T 6 Video recorders for patrol cars
Ballistic vest replacement
1-T Law enforcement block grant
Addition of 3rd Ambulance
1-T 3/4 ton trnck for Drainage Maintenance
1-T Drainage maintenance mate.rials
1-T Upgrade of 1/2 ton pickup to 3/4 ton (Facilities Main!.)
Labor and supplies for athletic league
Invitation girls fastball softball tournament
Increase in seasonal pay at Lincoln center
Pool Maintenance Technician
Asst. Athletic Supv. position upgraded from seasonal funds
Increase in lifeguard salaries
1-T Computer improvements, additions, and replacements
Part-time senior citizens events coordinator w/benelits
1-T Adamson Lagoon renovation (yr 1 of multi-yr plan)
1-T Increase in Pool Party Supplies
EMT overtime for athletic events
1-T Promotional items for 2000 Garnes of Texas
Holiday on the Brazos supplies
1-T Enhanced audio/video equipment
1-T EOC chair repair/mobile command post
1-T Addition of 6 high speed computers and related training
l-T Make network servers fault tolerant
1-T Books and other miscellaneous equipment/furniture
Opening of library for six additional hours
Overtime for police officers doing warrant investigation
1 Savings are due to increased revenues.
2 Savings are due to transfers from other funds.
3 Savings are a result ol a reduction in other expenditures.
B-1
$
$
$
TOTAL
3,000
35,000
2,400
8,500
2,200
13,600
20,120
66,353
23,000
12,834
15,330
25,850
62,000
25,000
36,866
352,053 $
6,050
8,790
47,702
18,315
10,000
36,361
25,000
18,000
170,218 $
334,399
19,070
11,000
18,028
328,980
25,750
10,000
8.000
l t,791
11,506
5,960
22,094
32,335
6,161
22,209
30,382
65,000
3.672
2,568
9,000
5.500
7,705
41.950
30.200
55,000
291,348
20,000
30.600
l.'160,208 $
SAVINGS
0
0
0
0
0
0
15,090
0
0
9,626
11,498
25,850
17,529
12,500
0
92,093
6,050
0
0
0
0
0
0
0
6,050
141,622
0
0
18,028
86,130
0
0
0
11,791
11,506
0
12,094
32,335
6,161
0
10,000
0
3,672
2,568
9,000
5,500
7,705
20,000
0
0
291,348
0
105,000
774,460
NET TOTAL
$
$
$
3,000
35,000
2,400
8,500
2,200
13,600
5,030
66,353
23,000
3,208
3,832
0
44,471
12,500
36,866
259,960
0
8,790
47,702
18,315
10,000
36,361
25,000
18,000
164,168
192,777
19,070
11,000
0
242,850
25,750
10,000
8,000
0
0
5,960
10,000
0
0
22,209
20,382
65,000
0
0
0
0
0
21,950
30,200
55,000
0
20,000
(74,400)
685.748
APPROVED SERVICE LEVEL ADJUSTMENTS
CATEGORY DEPARTMENT DESCRIPTION TOTAL SAVINGS NETTOTAl
General Fund Special Project Funding
/ssve #13 Non-Departmental l ·T Streetscape upgrades for University Drive 392,500 0 392,50
Statement #l Non-Departmental l ·T Major Thoroughfare Funding 250,000 0 250,00
Statement #2 Parks & Recreation I ·T Parks Infrastructure Replacement Plan 50,000 0 50,00
$ 692 500 $ 0 $ 692 50
General Fund Total: $ 2,674,979 $ 872,603 $ 1,802,37
ELECTRIC FUND
Category I • Mandated Cost Increase
Mandated Technical Services Subscribe to One Call Notification center $ 5,000 $ 0 $ 5,00
Category Ill Vision Statement Related SI.A's
Statement #5 Warehouse 1-T Enclose vehicle lift and install motor operated doors 15,000 0 15,00
Statemellt #5 Technical Services f·T Strategic plan for electricity deregulation 135,000 0 135,00
Statement #5 Technical Services 1-T Purchase of Bumdy BCT • 500 (battery crimp tool) 1,900 0 1,90
Statement #7 Technical Services l·T Purchase of radio detection locator 5,100 0 5,10
Statement #5 Technical Services l · T Purchase of 3 reel carriers for electric lines 45,000 0 45,00
Statement #5 Substations 1 · T Electric substation maintenance 55,000 0 55,00
Statement #5 Metering 1 • T Replacement of calibration equipment 5,000 0 5,00
Statement #5 Metering l·T Install digital fault recording equipment at switch station 50,000 0 50,00
Statement #5 Metering l · T Purchase of acoustic leak detector 6,000 0 6,00
$ 318,000 $ 0 $ 318,00
Electric Fund Total: $ 323,000 $ 0 $ 323,00
WATER FUND
Category I • Mandated Cost Increase
Mandated Production l·T Risk management plan mandated by EPA 20,000 0 20,00
Mandated Engineering EPA required Consumer Confidence Report 7,000 0 7,00
$ 27,000 $ 0 $ 27,00
Category Ill Vision Statement Related SI.A's
Statement 15 Production l·T Rehabilitation of tank at Dowling Rd 365.000 0 365,00
Statement 15 Production Installation of vibration sensors on pumps and motors 32,000 0 32,00
Statement #5 Production l·T Demolition of University pump station ground storage res. 27.000 0 27,00
Statement #S Distribution I· T Replace dead end mains with Oushing hydrants 20,000 0 20,00
$ 444,000 $ 0 $ 444,00
Water Fund Total: $ 1\71,000 $ 0 $ '171,00
WASTEWATER FUND
Category Ill Vision Statement Related SI.A's
Statement 15 Treatment l·T Sand blast and paint #1\B and "5B clarilicrs 75,000 0 75,00
Statement #S Collection I· T Purchase new ttacked mini excavator 51,500 0 51,50
Statement #S Collection 1-T Replacement of Aries mini camera push cable system 20.000 0 20,00
Stotement #5 Collection l·T Purchase of three wastewater flow monitors 11.700 0 11,70
Wastewater Fund Total: $ 158.200 $ 0 $ 158,20
COMBINED UTILITY FUNDS TOTAL: $ 952.200 $ 0 $ 952.20
SANITATION FUND
Category Ill Vision Statement Helated SI.A's
Statement u5 Residential Residential Brush crew and REL truck (2 pas.) 176,090 0 176,09
Statement #5 Residential Extend curbside recycling to four·plexes 35,100 0 35,10
Statement "5 Residential F.nvironmental Awards Program 10.000 0 10,00
Statement "5 Commercial I ·T Purchase of 5 roll-off containers for customer rental 15,000 0 15,00
Sanitation Fund Total: $ 236.190 $ 0 $ 236,19
1 ·T a One lime costs
1 Savings are due to increased revenues.
2 Savings are due to transfers from other lunds.
3 Savings are a result of a reduction in other expenditures.
B·2
APPROVED SERVICE LEVEL ADJUSTMENTS
CATEGORY DEPARTMENT DESCRIPTION TOTAL SAVINGS NET TOTAL
HOTEL/MOTEL FUND
Category II -Strategic Issue Related SlA's
Issue .v31 Parks & Recreation Invitation girls fastpitch softball toumament $ 11,506 $ 9,000 I $ 2,506
Category Ill Vision Statement Related SLA's
Statement #2 Parks & Recreation EMT overtime for athletic events 2,568 2,568 0
Statement #2 Parks & Recreation Promotional items for 2000 Games of Texas 9,000 0 9,000
Statement #2 Parks & Recreation Holiday on the Brazos supplies 5,500 0 5,500
Statement .v2 Parks & Recreation l·T Enhanced audio/video equipment 7,705 2,000 5,705
$ 24,773 $ 4568 $ 20,205
Hotel/Motel Fund Total: $ 36,279 $ 13,568 $ 22,711
UTILITY BIWNG FUND
Category lll Vision Statement Related SlA's
Statement #5 Meter Services One Meter Reader, extra temp/seasonal, and supplies 34,853 ll,600 3 23,253
Statement #5 Meter Services 1-T Upgrade of a regular cab pickup truck to an extended cab l,600 0 1,600
Statement #5 Meter Services l • T Replacement of Itron meter reading equipment 54,800 0 54,800
Utility Billing Fund Total: $ 91,253 $ ll,600 $ 79,653
PRINT/MAIL FUND
Category Ill Vision Statement Related SlA's
Statement .v5 Office of Tech. & Info. Svs. l ·T Replacement of postage machine 520 0 520
Print/Mail Fund Total: $ 520 $ 0 $ 520
COMMUNICATIONS FUND
Category Ill Vision Statement Related SLA's
Statement #4 Office of Tech. & Info. Svs. 1-T 24 Hour City Hall 7,600 0 7,600
Statement .v5 Office of Tech. & Info. Svs. 1-T Upgrade telephone Meridian mall software for 2000 comp. 7,000 0 7,000
Statement H5 Office of Tech. & Info. Svs. Maintenance of fiber optic switch equipment 41,000 0 41,000
Communications Fund Total: $ 55,600 $ 0 $ 55,600
EQUIPMENT REPLACEMENT
Category Ill Vision Statement Related SlA's
Statement #5 Office of Tech. & Info. Svs. 1-T Replacement of postage machine 21,304 0 21,304
Statement #4 Office of Tech. & Info. Svs. 1-T 24 Hour City Hall 36,000 0 36,000
Statement #5 Office of Tech. & Info. Svs. 1-T Replacement of five·year old paging transmitter 19,970 0 19.970
Equipment Replacement Fund Total: $ 77,274 $ 0 $ 77,274
PARKING FUND
Category Ill Vision Statement Related SlA's
Statement # 1 Fire Department l·T Purchase of an automated parking citation mgmt system 40.300 19,977 20,323
Parking Fund Total: $ 40,300 $ 19,977 $ 20,323
AU FUNDS TOTAL: $ 4,164,595 $ 917,748 $ 3,246,847
1-T �One time costs
1 Savings are due to increased revenues.
i Savings are due to transfers from other funds.
3 Savings are a result of a reduction in other expenditures.
B-3
We're Committed
To Excellence
APPENDIXC
PERSONNEL SUMMARIES
We're Committed
To Excellence
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY97-98 FY98-99 FY 97-98 FY98-99
General Fund
Police Department
Administration Division
,.,.Police Chief 1.0 1.0 $ 70,081 $ 72,940
,-Major 2.0 2.0 111,746 115,185
Sergeant 1.0 0.0 40,737 0
Staff Assistant 1.0 1.0 29,377 30,275
Senior Secretary 2.0 2.0 39,907 40,664
Other Salaries 13,751 374
Total Salaries $ 305,599 $ 259,438
Total Benefits 79,437 82,023
Total Salaries & Benefits 7.0 6.0 $ 385,036 $ 341,461
Uniform Patrol Division
Lieutenant 1.0 3.0 $ 46,125 $ 142,769
,Sergeant 7.0 7.0 258,316 274,870
Master Officer 15.0 13.0 505,847 439,511
Senior Officer 11.0 21.0 303,445 599,435
Police Officer 18.0 17.0 483,504 441,782
. School Crossing Guard 2.0 2.0 28,746 28,827
Other Salaries 189,610 267,329
Total Salaries $ 1,815,593 $ 2,194,523
Total Benefits 471,374 576,354
Total Salaries & Benefits 54.0 63.0 $ 2,286,967 $ 2,770,877
Criminal Investigation Division
, Lieutenant 1.0 1.0 $ 44,482 $ 46,307
, Sergeant 2.0 3.0 69,502 115,685
Crime Scene Technician 1.0 1.0 35,037 36,486
,. Master Officer/Detective 4.0 6.0 130,887 205,817
. Senior Officer/Detective 6.0 7.0 174,641 200,888
Other Salaries 41,259 56,823
Total Salaries $ 495,808 $ 662,006
Total Benefits 126,536 173,447
Total Salaries & Benefits 14.0 18.0 $ 622,344 $ 835,453
Professional Standards Division
, Lieutenant 1.0 1.0 $ 37,117 $ 47,181
� Sergeant 1.0 1.0 40,286 42,248
Training Specialist 1.0 1.0 33,851 35,246
Humane Officer 2.0 0.0 44,337 0
Other Salaries 17,725 10,452
Total Salaries $ 173,316 $ 135,127
Total Benefits 42,064 33,716
Total Salaries & Benefits 5.0 3.0 $ 215,380 $ 168,843
Quartermaster Division
Lieutenant 1.0 0.0 $ 45,169 $ 0
Other Salaries 2,761 0
Total Salaries $ 47,930 $ 0
Total Benefits 11,692 0
Total Salaries & Benefits 1.0 0.0 $ 59,622 $ 0
Communication/ Jail Division
Communication Manager 1.0 1.0 $ 40,509 $ 41,748
Communication Shift Supervisor 3.0 3.0 88,701 90,615
Communication Operator II 12.0 7.0 278,243 169,237
Communication Operator I 3.0 8.0 63,541 181,393
Public Safety Officer 7.0 7.0 138,467 143.121
Other Salaries 27,203 14,952
Total Salaries $ 636,664 $ 641,065
Total Benefits 182,774 185,821
Total Salaries & Benefits 26.0 26.0 $ 819,438 $ 826,886
• Denotes a Temporary/Seasonal position
C-1
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY97-98 FY 98-99 FY 97-98 FY98-99
Prevention Services Division
·Lieutenant 1.0 0.0 $ 42,214 $ 0 Master Officer 2.0 0.0 64,247 0 Senior Officer 1.0 0.0 32,747 0 Other Salaries 12,562 0
Total Salaries $ 151,770 $ 0 Total Benefits 38,822 0
Total Salaries & Benefits 4.0 0.0 $ 190,592 $ 0
$pecial Services Division
' Lieutenant 1.0 1.0 $ 45,938 $ 42,704 Police Training Specialist 2.0 2.0 67,013 69,734 Master Officer 1.0 1.0 32,019 35,582 Senior Officer 1.0 1.0 25,278 31,552
Police Officer 2.0 1.0 50,557 27,753 Humane Officer 0.0 2.0 0 44,912 Other Salaries 26,425 24,468
Total Salaries $ 247,230 $ 276,705 Total Benefits 63,560 71,001
Total Salaries & Benefits 7.0 8.0 $ 310,790 $ 347,706
Information Services Division
Lieutenant 1.0 1.0 $ 40,529 $ 44,914
Records Supervisor 1.0 1.0 29,255 30,149
Evidence Technician 1.0 1.0 19,036 19,615
Records Technician 4.0 4.0 66,596 70,260
Other Salaries 4,666 3,436
Total Salaries $ 160,082 $ 168,374
Total Benefits 45,059 47,188
Total Salaries & Benefits 7.0 7.0 $ 205,141 $ 215,562
Police
Department T otaJs 125.0 131.0 $ 5,095,310 $ 5,506,789
General Fund
Fire Department
Fire Administration Division:
Fire Chief 1.0 1.0 $ 71,986 $ 59,896
Asst. Fire Chief 1.0 0.0 53,510 0
Research and Planning Coordinator 0.0 1.0 0 44,205
Staff Assistant 1.0 1.0 28,004 28,859
Senior Secretary 1.0 1.0 21,326 21,988
Other Salaries 5,913 5,482
Total Salaries $ 180,739 $ 160,430 Total Benefits 47,389 48,445
Total Salaries & Benefits 4.0 4.0 $ 228,128 $ 208,875
Fire Suppression Division:
Asst. Fire Chief 1.0 1.0 $ 49,017 $ 50,521
Battalion Chief 4.0 3.0 169,614 130,617
Lieutenant 12.0 12.0 453,945 464,151
Fire Training Coordinator 0.0 1.0 0 25,964
Apparatus Operator 12.0 12.0 389,727 417,150
Training Assistant 1.0 0.0 30,448 0
EMS Coordinator 0.0 1.0 0 33,362 Firefighter I 34.0 34.0 1,005,721 1,006,964
Firefighter II 3.0 3.0 79,784 73,040
Firefighter Ill 2.0 5.0 47,250 119,712 Other Salaries 300,720 408,924
Total Salaries $ 2,526,226 $ 2,730,405
Total Benefits 633,029 660,216
Total Salaries & Benefits 69.0 72.0 $ 3,159,255 $ 3,390,621 ' Denotes a Temporary/Seasonal position
C-2
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY97-98 FY 98-99 FY 97-98 FY98-99
Fire Prevention Division:
Battalion Chief 1.0 0.0 $ 41,840 $ 0
Fire Marshall 0.0 1.0 0 47,437
Fire Prevention Lieutenant 2.0 2.0 69,017 71,135
Lieutenant 1.0 1.0 36,327 38,503
Code Enforcement Coordinator 1.0 2.0 34,994 54,782
FU\MEOHicer 1.0 1.0 16,624 17,136
Sanitation Inspector 1.0 0.0 24,258 0
Parking Attendant 1.0 1.0 17,070 16,303
. Code Enforcement Clerk 1.0 1.0 10,495 10,523
Other Salaries 26,409 26,391
Total Salaries $ 277,034 $ 282,210
Total Benefits 65,946 70,511
Total Salaries & Benefits 9.0 9.0 $ 342,980 $ 352,721
Fire
Department Totals 82.0 85.0 $ 3,730,363 $ 3,952,217
General Fund
Public Works Department
Public Works Admin. Division:
Public Works Director 1.0 1.0 $ 66,993 $ 71,739
Staff Assistant 1.0 1.0 22,533 23,217
Asst. Public Works Director 1.0 1.0 39,801 53,055
Sr. Secretary 1.0 1.0 17,913 18,468
Receptionist 1.0 1.0 15,396 15,866
Other Salaries 2,495 192
Total Salaries $ 165,131 $ 182,537
Total Benefits 50,535 54,602
Total Salaries & Benefits 5.0 5.0 $ 215,666 $ 237,139
Facilities Maintenance Division:
Facility Maint.Supervisor 1.0 1.0 $ 32,997 $ 37,416
Facility Maint. Technician 5.0 5.0 114,471 127,296
Other Salaries 5,085 2,788
Total Salaries $ 152,553 $ 167,500
Total Benefits 44,004 47,335
Total Salaries & Benefits 6.0 6.0 $ 196,557 $ 214,835
Streets Maintenance Division:
Street Superintendent 1.0 1.0 $ 39,551 $ 40,769
Sr. Foreman 2.0 2.0 64,956 66,963
Equipment Operator Ill 2.0 2.0 46,230 47,640
Equipment Operator II 7.0 9.0 127,973 174,067
Sr. Public Service Worker 1.0 2.0 17,372 32,856
Truck Driver I 3.0 0.0 52,159 0
Truck Driver II 1.0 0.0 15,950 0
Public Service Worker I 3.0 3.0 46,583 46,723
Other Salaries 21,465 14,751
Total Salaries $ 432,239 $ 423,769
Total Benefits L40,251 147,076
Total Salaries & Benefits 20.0 19.0 $ 572,490 $ 570,845
* Denotes a Temporary/Seasonal position
C-3
PERSONNEL UST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY 97-98 FY 98-99 FY 97-98 FY98-99
Drainage Division:
Equip. Operator III 1.0 1.0 $ 25,028 $ 25,798
Equip. Operator II 3.0 3.0 52,323 62,072
. Data Entry Clerk 0.5 0.0 4,645 0
Other Salaries 3,793 2,958
Total Salaries $ 85,789 $ 90,828
Total Benefits 27,097 31,237
Total Salaries & Benefits 4.5 4.0 $ 112,886 $ 122,065
Traffic Division:
Signs Supervisor 1.0 1.0 $ 29,585 $ 30,504
Signs Technician 1.0 1.0 18,350 20,704
. Part-time Signs Worker 0.5 0.0 4,744 0
Other Salaries 4,243 7,070
Total Salaries $ 56,922 $ 58,278
Total Benefits 15,723 17,651
Total Salaries & Benefits 2.5 2.0 $ 72,645 $ 75,929
Public Works Engineering Activity Center:
City Engineer 1.0 1.0 $ 58,026 $ 60,062
Assistant City Engineer 2.0 2.0 87,529 87,221
Graduate Civil Engineer 1.0 1.0 40,674 41,934
Engineer Technician 3.0 3.0 89,359 92,405
. Transportation Planning Intern 0.5 0.5 3,667 3,677
. Engineering Aide 1.0 1.0 21,243 21,301
. Field Data Technician 0.5 0.5 9,745 9,772
Other Salaries 7,024 8,561
Total Salaries $ 317,267 $ 324,934
Total Benefits 78,492 74,754
Total Salaries & Benefits 9.0 9.0 $ 395,759 $ 399,688
Traffic Signal Systems Activity Center
Traffic Systems Supervisor 1.0 1.0 $ 40,052 $ 47,473
Traffic Systems Foreman 1.0 1.0 29,461 31,878
Technician I 2.0 2.0 60,128 61,985
Other Salaries 11,937 12,301
Total Salaries $ 141,578 $ 153,638
Total Benefits 37,831 40,330
Total Salaries & Benefits 4.0 4.0 $ 179,409 $ 193,968
Public Works
Department Totals 51.0 49.0 $ 1,745,412 $ 1,814,469
General Fund
Parks & Recreation Department
Parks & Recreation Administration Division:
46.0 42.0
Director of Parks & Rec. 1.0 1.0 $ 64,181 $ 67,441
Asst. Director of Parks & Rec. 1.0 1.0 51,992 53,595
Sr. Parks Planner 1.0 1.0 36,847 37,978
Parks Planner 1.0 1.0 34,412 35,479
Staff Assistant 1.0 1.0 23,863 24,591
Sr. Secretary 2.0 2.0 44,045 45,391
Part Time Draftsperson 0.5 0.5 7,466 7,264
. Receptionist 0.5 0.5 2,565 2,572
Other Salaries 7,112 3,664
Total Salaries $ 272,483 $ 277,975
Total Benefits 75,293 77,187
Total Salaries & Benefits 8.0 8.0 $ 347,776 $ 355.162
* Denotes a Temporary/Seasonal position
C-4
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY97-98 FY98-99 FY 97-98 FY98-99
Recreation Division
Hotel/Motel Programs Activity Center . Special Events Workers 0.5 0.5 $ 3,380 $ 2,589
Other Salaries 850 6,697
Total Salaries $ 4,230 $ 9,286
Total Benefits 1,011 943
Total Salaries & Benefits 0.5 0.5 $ 5,241 $ 10,229
Recreation Administration Activity Center
Recreation Superintendent 1.0 1.0 $ 42,236 $ 43,538
Other Salaries 460 0
Total Salaries $ 42,696 $ 43,538
Total Benefits 10,661 10,841
Total Salaries & Benefits 1.0 1.0 $ 53,357 $ 54,379
Recreation Athletics Activity Center
Athletic Supervisor 1.0 1.0 $ 35,390 $ 36,192
Sports League Supervisor 1.0 1.0 28,025 30,142
Assistant Supervisor 0.0 1.0 0 25,580 . Special Events Worker 3.0 3.0 41,552 41,944 . Athletic Assistant 2.0 0.0 24,476 0
Other Salaries 5,349 6,438
Total Salaries $ 134,792 $ 140,297
Total Benefits 30,911 29,463
Total Salaries & Benefits 7.0 6.0 $ 165,703 $ 169,760
Concessions Activity Center . Concession Workers 1.0 0.0 $ 6,412 $ 0
Other Salaries 0 0
Total Salaries $ 6,412 $ 0
Total Benefits 712 0
Total Salaries & Benefits 1.0 0.0 $ 7,124 $ 0
Recreation Instruction Activity Center
Instruction Supervisor 1.0 1.0 $ 33,705 $ 34,572
Asst. Instruction Supervisor 1.0 1.0 27,861 22,682
Senior Services Coordinator 0.0 0.5 0 12,824 . Tennis Workers 0.5 0.5 12,817 12,840 . Water Safety Aides 2.0 2.0 39,517 39,591 . Swim Coach 2.0 2.0 31,366 31,426
Other Salaries 9,770 9,334
Total Salaries $ 155,036 $ 163,269
Total Benefits 20,765 28,806
Total Salaries & Benefits 6.5 7.0 $ 175,801 $ 192,075
Special Events Activity Center
Program Supervisor 1.0 1.0 $ 31,958 $ 32,940 . Recreation Assistant/ Special Events 1.5 1.5 9,555 9,581
Other Salaries 3,183 2,729
Total Salaries $ 44,696 $ 45,250
Total Benefits 11,596 9,748
Total Salaries & Benefits 2.5 2.5 $ 56,292 $ 54,998
• Denotes a Temporary/Seasonal position
C-5
PERSONNEL UST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY97-98 FY98-99 FY97-98 FY98-99
Hotel/Motel Programs Activity Center . Special Events Workers 1.0 1.0 $ 9,436 $ 9,462
Other Salaries 5,189 5,203
Total Salaries $ 14,625 $ 14,665
Total Benefits 1,193 1,356
Total Salaries & Benefits 1.0 1.0 $ 15,818 $ 16,021
Recreation Youth Activity Center
School Age Care Specialist 1.0 1.0 $ 23,302 $ 26,431
Y ouUl Services Coordinator 1.0 1.0 28,253 29,129 . Teen Center Staff Attendant 2.0 3.0 29,290 35,802
Other Salaries 11,471 8,158
Total Salaries $ 92,316 $ 99,520
Total Benefits 14,047 19,012
Total Salaries & Benefits 4.0 5.0 $ 106,363 $ 118,532
Recreation Division Totals 23.5 23.0 $ 585,699 $ 615,993
Special facilities Division:
Special facilities Administration Activity Center
Spec. Facilities Sup. 1.0 1.0 $ 39,822 $ 41,039
Other Salaries 461 0
Total Salaries $ 40,283 $ 41,039
Total Benefits 10,192 10,139
Total Salaries & Benefits 1.0 1.0 $ 50,475 $ 51,178
S1>ecial Facilities Aquatic Activity Center
Pools Supervisor 1.0 1.0 $ 32,415 $ 33,095
Pool Technician 0.0 1.0 0 17,196 . Pool Manager/ Asst. Manager 6.5 6.0 107,525 103,152 . Lifeguards 10.5 10.0 129,238 129,703 . Other Pool Seasonal Employees 2.0 2.0 22,881 21,951
Other Salaries 4,730 4,281
Total Salaries $ 296,789 $ 309,378
Total Benefits 42,339 37,639
Total Salaries & Benefits 20.0 20.0 $ 339,128 $ 347,017
Spec.ial facilities Conference Center Activity Center
Conference/feen Center Sup. 1.0 1.0 $ 35,390 $ 36,480
Asst. Conf/feen Center Sup. 1.0 1.0 24,987 22,070
Sr. Secretary 1.0 1.0 22,574 18,407 . Part·time Receptionist 1.0 1.0 9,601 9,628 . Building Attendant 2.5 2.5 28,549 28,627
Other Salaries 4,956 4,045
Total Salaries $ 126,057 $ 119,257
Total Benefits 25,814 25,318
Total Salaries & Benefits 6.5 6.5 $ 151,871 $ 144,575
• Denotes a Temporory/Scosonal pocition
C-6
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY97·98 FY 98-99 FY 97-98 FY98-99
Special Facilities Lincoln Center Activity Center
Lincoln Center Supervisor 1.0 1.0 $ 26,278 $ 24,080
Building Attendant 1.0 1.0 15,312 15,808
�Part Time Recreation Asst. 0.5 0.5 6,741 6,353
Secretary 1.0 1.0 16,249 16,766 . Recreation Assistant 3.0 3.0 34,380 39,764
Other Salaries 2,332 953
Total Salaries $ 101,292 $ 103,724
Total Benefits 25,434 29,003
Total Salaries & Benefits 6.5 6.5 $ 126,726 $ 132,727
Special Facilities Division Totals 34.0 34.0 $ 668,200 $ 675,497
Parks Operations Division:
Operations Administration Activity Center
Parks Superintendent 1.0 1.0 $ 39,031 $ 40,228
Other Salaries 461 0
Total Salaries $ 39,492 $ 40,228
Total Benefits 10,043 9,934
Total Salaries & Benefits 1.0 1.0 $ 49,535 $ 50,162
East District Operations Activity Center
Parks Operations Supervisor 1.0 1.0 $ 31,812 $ 30,129
Crew Leader 2.0 2.0 45,482 45,807
Light Equipment Operator 2.0 2.0 33,205 32,982
Grounds Worker 3.0 3.0 44,953 44,805 . Part-time Groundsworker 1.0 1.0 14,220 14,259
Other Salaries 9,950 8,501
Total Salaries $ 179,622 $ 176,483
Total Benefits 51,974 51,563
Total Salaries & Benefits 9.0 9.0 $ 231,596 $ 228,045
South District Operations Activity Center
Parks Operations Supervisor 1.0 1.0 $ 32,499 $ 33,502
Crew Leader 2.0 2.0 43,275 46,348
Light Equipment Operator 2.0 2.0 35,411 32,982
Grounds Worker 4.0 4.0 58,005 59,799 . Part-time Groundsworker 1.0 1.0 14,220 14,259
Other Salaries 11,308 8,501
Total Salaries $ 194,718 $ 195,391
Total Benefits 57,283 57,153
Total Salaries & Benefits 10.0 10.0 $ 252,001 $ 252,544
West District Parks Operations Activity Center
Parks Operations Supervisor 1.0 1.0 $ 31,333 $ 32,294
Crew Leader 2.0 2.0 44,960 43,163
Light Equipment Operator 2.0 2.0 32,456 33,461
Grounds Worker 3.0 5.0 44,191 75,836 . Part-time Groundsworker 2.0 LO 24,562 14,259
Other Salaries 11,871 10,101
Total Salaries $ 189,373 $ 209,114
Total Benefits 55,084 62,570
Total Salaries & Benefits 10.0 11.0 $ 244,457 $ 271,684
Parks Operations Division Totals 30.0 31.0 $ 777,589 $ 802,435
• Denotes a Temporary/Seasonal position
C-7
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY 97-98 FY98-99 FY 97-98 FY98-99
Forestry Division:
Wolf Pen Creek Activity Center . Maintenance Worker 0.5 0.5 $ 3,878 $ 3,889 Other Salaries 0 0
Total Salaries $ 3,878 $ 3,889 Total Benefits 393 360
Total Salaries & Benefits 0.5 0.5 $ 4,271 $ 4,249
Cemetery Activity Center
Cemetery Sexton 1.0 1.0 $ 36,847 $ 37,978 Groundsworker 2.0 2.0 35,619 36,730 Other Salaries 1,383 200
Total Salaries $ 73,849 $ 74,908 Total Benefits 22,469 22,980
Total Salaries & Benefits 3.0 3.0 $ 96,318 $ 97,888
Forestry Activity Center
Forestry Superintendent 1.0 1.0 $ 36,992 $ 38,124
Forestry Supervisor 1.0 1.0 33,768 28,151 Crew Leader 2.0 2.0 44,856 44,433 Forestry/Horticulture Worker 4.0 4.0 70,530 72,063
Irrigation Specialist 1.0 1.0 23,759 20,114
Other Salaries 5,681 2,781
Total Salaries $ 215,586 $ 205,666'
Total Benefits 62,581 60,895
Total Salaries & Benefits 9.0 9.0 $ 278,167 $ 266,561
Forestry Division Totals 12.5 12.5 $ 378,756 $ 368,698
Parks & Recreation
Department Totals 108.0 108.5 $ 2,758,020 $ 2,817,786
General Fund
Development Services Department
Energy Management Division
Energy Auditor 1.0 1.0 $ 28,210 $ 28,109
Other Salaries 1,886 1,492
Total Salaries $ 30,096 $ 29,601
Total Benefits 7,674 7,642
Total Salaries & Benefits 1.0 1.0 $ 37,770 $ 37,243
Development Services Administration Division
Dir. of Development Services 1.0 1.0 $ 69,705 $ 62,513
Staff Planner 1.0 1.0 30,056 29,297
Stall Assistant 1.0 2.0 27,130 51,762
Sr. Secretary 1.0 0.0 21,992 0
Receptionist 1.0 1.0 15,125 15,033
Other Salaries 10,244 8,423
Total Salaries $ 174,252 $ 167,028 Total Benefits 45,271 45,273
Total Salaries & Benefits 5.0 5.0 $ 219,523 $ 212,301
* Denotes a Temporary/Seasonal position
C-8
PERSONNEL UST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY97-98 FY98·99 FY97-98 FY 98-99
Development Services Engineering Activity Center
Assistant City Engineer 1.0 1.0 $ 51,868 $ 53,470
Graduate Civil Engineer 1.0 1.0 32,219 33,003
Other Salaries 463 0
Total Salaries $ 84,550 $ 86,473
Total Benefits 21,421 20,016
Total Salaries & Benefits 2.0 2.0 $ 105,971 $ 106,489
Planning Administration Activity Center
City Planner 1.0 1.0 $ 55,072 $ 56,605
Sr. Planner 1.0 2.0 36,743 71,949
Staff Planner 1.0 1.0 31,100 31,977
Assistant Development Coordinator 1.0 1.0 26,132 30,898
Transportation Planner 1.0 1.0 45,522 46,805
Transportation Analyst 1.0 1.0 24,737 30,005
Development Coordinator 1.0 1.0 44,170 45,412
Mapping Specialist 1.0 1.0 40,913 42,049
. Graphics Technician 0.5 0.5 11,815 11,847
Other Salaries 0 0
Total Salaries $ 316,204 $ 367,547
Total Benefits 79,699 88,661
Total Salaries & Benefits 8.5 9.5 $ 395,903 $ 456,208
Building Inspection Activity Center
Building Official 1.0 1.0 $ 40,820 $ 42,081
Plans Examiner 1.0 1.0 30,563 31,503
Combination Building Inspector 4.0 4.0 119,173 122,827
Building Technician 1.0 1.0 17,789 18,344
Sr. Secretary 1.0 1.0 17,789 18,344
Other Salaries 7,366 5,000
Total Salaries $ 233,500 $ 238,099
Total Benefits 62,567 60,920
Total Salaries & Benefits 8.0 8.0 $ 296,067 $ 299,019
Development Services
Department Totals 24.5 25.5 $ 1,055,234 $ 1,111,261
General Fund
Economic and Community Development Department
Economic Development Division
Director of Economic/Community Dev. 1.0 1.0 $ 64,505 $ 64,555
Economic Development Analyst 1.0 1.0 28,920 29,817
Other Salaries 924 0
Tota] Sa.larie� $ 94,349 $ 94,372
Total Benefits 27,108 27,579
Total Salaries & Benefits 2.0 2.0 $ 121,457 $ 121,951
• Denotes a Temporary/Seasonal position
C-9
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY97-98 FY98-99 FY97-98 FY98-99
Community Development Activity Center
Comm. Dev. Administrator 1.0 1.0 $ 41;507 $ 42,788
Housing Program Coordinator 1.0 1.0 37,076 38,208
Comm. Dev. Program Tech. 1.0 1.0 19,391 19,988
Grants Coordinator 1.0 1.0 30,604 29,691
Grant Analyst 1.0 1.0 24,488 23,529
CD Project Specialist 3.0 3.0 88,228 88,449 . Part-time Receptionist 0.5 0.5 4,744 4,757
Other Salaries 3,284 474
Total Salaries $ 249,322 $ 247,885
Total Benefits 60,849 62,022
Total Salaries & Benefits 8.5 8.5 $ 310,171 $ 309,907
Economic and Community Development
Department Totals 10.5 10.5 $ 431,628 $ 431,858
General Fund
Office of Technology and Information Services
OTIS Administration Division
Director of OTIS 1.0 1.0 $ 72,967 $ 75,213
Communications/Information Mgr. 1.0 1.0 51,992 53,595
Action Center Coordinator 1.0 1.0 26,486 27,298
Action Center Representative 3.0 3.0 63,560 65,505
Other Salaries 2,767 0
Total Salaries $ 217,772 $ 221,611
Total Benefits 55,067 56,472
Total Salaries & Benefits 6.0 6.0 $ 272,839 $ 278,083
Geographic Information Services
GIS Coordinator 1.0 1.0 $ 42,331 $ 35,037
GIS Technician 2.0 1.0 58,878 25,507 . Part-time GIS Technician 0.5 0.5 11,037 11,067
Other Salaries 5,206 4,756
Total Salaries $ 117,452 $ 76,367
Total Benefits 26,241 17,205
Total Salaries & Benefits 3.5 2.5 $ 143,693 $ 93,572
Management Information Systems Division:
MIS Director 1.0 1.0 $ 57,542 $ 67,782
Sr. Systems Analyst 1.0 1.0 40,030 56,974 Systems Analyst 5.0 6.0 173,318 215,468
System Operator 1.0 1.0 25,945 21,854
PC/WAN Coordinator 1.0 1.0 42,173 44,538
Micro Specialist 3.0 4.0 79,205 114,957
Other Salaries 14,449 28,570
Total Salaries $ 432,662 $ 550,143
Total Benefits 107,394 128,023
Total Salaries & Benefits 12.0 14.0 $ 540,056 $ 678, 166
Office of Tech. and Information Systems
Department Totals 21.5 22.5 $ 956,588 $ 1,049,821
• Denotes a Temporary/Seasonal position
C-10
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY 97-98 FY 98·99 FY 97-98 FY 98-99
General Fund
Fiscal Services Department
Fiscal Administration Division:
Finance Director 1.0 1.0 $ 74,043 $ 74,119
Staff Assistant 1.0 1.0 19,841 20,571
Secretary 1.0 1.0 16,228 16,740
. Other Temp./Seasonal 0.0 0.0 206 200
Other Salaries 1,118 0
Total Salaries $ 111,436 $ 111,631
Total Benefits 31,583 32,685
Total Salaries & Benefits 3.0 3.0 $ 143,019 $ 144,316
Risk Management Division:
Risk Manager 1.0 1.0 $ 48,081 $ 49,555
Risk Analyst 1.0 1.0 26,464 27,277
Other Salaries 1,408 0
Total Salaries $ 75,953 $ 76,832
Total Benefits 17,846 18,421
Total Salaries & Benefits 2.0 2.0 $ 93,799 $ 95,253
Accounting Division:
Accounting Manager 1.0 1.0 $ 47,103 $ 48,556
Acct. Customer Service Supervisor 1.0 1.0 34,142 35,189
Staff Accountant 2.0 2.0 56,590 59,767
Payroll Supervisor 1.0 1.0 32,935 33,939
Senior Accounting Clerk 5.0 5.0 88,735 91,469
Accounting Assistant 1.0 1.0 19,495 20,266
Other Salaries 6,094 2,507
Total Salaries $ 285,094 $ 291,692
Total Benefits 75,156 77,261
Total Salaries & Benefits 11.0 11.0 $ 360,250 $ 368,953
Purchasing Division:
Purchasing Service Manager 1.0 1.0 $ 47,353 $ 50,051
Sr. Buyer 1.0 1.0 39,343 40,560
Buyer 1.0 1.0 26,736 27,567
Purchasing Assistant 1.0 1.0 20,722 20,115
. Purchasing Intern 0.5 0.5 7,280 7,300
Other Salaries 1,384 0
Total Salaries $ 142,818 $ 145,594
Total Benefits 33,705 34,352
Total Salaries & Benefits 4.5 4.5 $ 176,523 $ 179,946
Municipal Court Division:
Municipal Court Administrator 1.0 1.0 $ 43,192 $ 34,023
Teen Court Administrator 1.0 0.0 32,973 0
Court Coordinator 1.0 0.0 24,904 0
Court Customer Service Reps. 5.0 5.0 82,848 83,702
Sr Court Customer Service Reps. 2.0 2.0 37,637 38,790
Secretary 0.0 1.0 0 18,243
Bailiff 0.5 0.5 7,878 7,900
Other Salaries 7,161 30,024
Total Salaries $ 236,593 $ 212,682
Total Benefits 65,563 57,829
Total Salaries & Benefits 10.5 9.5 $ 302,156 $ 270,511
• Denotes a Temporary/Seasonal position
C-11
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY 97-98 FY98-99 FY 97-98 FY 98-99
Municipal Court Judges Division:
Municipal Court Judge 1.0 1.0 $ 50,014 $ 50,051 . Part-time Municipal Court Judge 0.0 0.5 0 7,545
Other Salaries 0 0
Total Salaries $ 50,014 $ 57,596
Total Benefits 10,987 12,416
Total Salaries & Benefits 1.0 1.5 $ 61,001 $ 70,012
Office of Management and Budget:
Director of Budget and Research 0.0 1.0 $ 0 $ 59,149
Sr. Management Analyst 0.0 1.0 0 38,392
Management Analyst 0.0 1.0 0 33,335
Budget Analyst 0.0 2.0 0 57,306 . Part Time -Intern 0.0 0.5 0 7,019
Other Salaries 0 0
Total Salaries $ 0 $ 195,200
Total Benefits 0 49,287
Total Salaries & Benefits 0.0 5.5 $ 0 $ 244,487
Fiscal Services
Department Totals 32.0 37.0 $ 1,136,748 $ 1,373,478
General Fund
General Government
City Sec.retary Division:
City Secretary 1.0 1.0 $ 37,610 $ 41,529
Assistant to the City Secretary 1.0 1.0 26,714 27,547
Sr. Secretary 1.0 1.0 17,789 18,344 . Records Clerk 0.5 0.5 5,373 5,388
Other Salaries 2,061 1,141
Total Salaries $ 89,547 $ 93,948
Total Benefits 24,385 22,827
Total Salaries & Benefits 3.5 3.5 $ 113,932 $ 116,775
City Manager Division:
City Manager 1.0 1.0 $ 101,526 $ 113,954
Assistant City Manager 1.0 10 86,846 86,913
Management Assistant 1.0 1.0 27,962 30,942
Community Programs Coordinator 0.0 1.0 0 45,321
Secretary 1.0 1.0 18,246 19,738
Other Salaries 3,428 0
Total Salaries $ 238,008 $ 296,868
Total Benefits 68,301 79,613
Total Salaries & Benefits 4.0 5.0 $ 306,309 $ 376,481
Legal Division:
City Attorney 1.0 1.0 $ 73,817 $ 73,877
Senior Asst. City Attorney 1.0 1.0 63,016 64,963
Asst. City Attorney 3.0 3.0 109,603 106,319
Legal Asst. II/Office Manager 1.0 1.0 35,515 36,604
Legal Assistant I 1.0 1.0 19,495 20,686 . Legal Clerk 1.0 1.0 11,574 11,606
Other Salaries 2,309 0
Total Salaries $ 315,329 $ 314,055
Total Benefits 76,753 77,839
Total Salaries & Benefits 8.0 8.0 $ 392,082 $ 391,894
• Denotes a Temporary/Seasonal position
C-12
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY97-98 FY 98-99 FY 97-98 FY 98-99
Public Relations Division:
Public Relations/Mktg. Mgr. 1.0 1.0 $ 43,968 $ 55,056
Public Relations Asst. 1.0 1.0 26,527 27,339
Other Salaries 922 0
Total Salaries $ 71,417 $ 82,395
Total Benefits 20,159 22,634
Total Salaries & Benefits 2.0 2.0 $ 91,576 $ 105,029
Human Resources Division:
Human Resources Director 1.0 1.0 $ 57,573 $ 59,923
·Asst. Human Resources Dir. 1.0 1.0 38,511 39,707
Human. Resources Analyst 1.0 1.0 30,440 27,567
Benefits Coordinator 1.0 1.0 28,495 29,380
Sr. Secretary 1.0 1.0 17,790 18,344
. Receptionist 1.0 1.0 8,539 8,562
Other Salaries 1,846 0
Total Salaries $ 183,194 $ 183,483
Total Benefits 46,382 46,668
Total Salaries & Benefits 6.0 6.0 $ 229,576 $ 230,151
Office of Management and Budget:
Director of Budget and Research 1.0 0.0 $ 54,651 $ 0
Sr. Management Analyst 1.0 0.0 33,850 0
Management Analyst 1.0 0.0 32,332 0
Sr. Budget Analyst 1.0 0.0 30,126 0
Budget Analyst 1.0 0.0 27,047 0
. Part Time -Intern 0.5 0.0 7,000 0
Other Salaries 1,844 0
Total Salaries $ 186,850 $ 0
Total Benefits 47,193 0
Total Salaries & Benefits 5.5 0.0 $ 234,043 $ 6
General Government
Department Totals 29.0 24.5 $ 1,367,518 $ 1,220,331
General Fund Full-time Positions 426.0 440.5
GENERAL FUND TOTALS 483.5 493.5 $ 18,276,821 $ 19,278,009
Parking Enterprise Fund Fire Department
Parking Lot Activity Center
Parking Lot Coordinator 1.0 1.0 $ 17,196 $ 17,229
. Parking Attendants 2.0 2.0 31,616 32,744
Other Salaries 0 0
Total Salaries $ 48,812 $ 49,973
Total Benefits 8,535 7,918
Parking Fund Full-time Positions 1.0 LO
PARKING FUND TOTALS 3.0 3.0 $ 57,347 $ 57,891
• Denotes a Temporary/Seasonal position
C-13
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY 97-98 FY 98-99 FY 97-98 FY 98-99
Electric Fund
Public Utilities Department
Operations Administration Division
Warehouse Operations Activity Center
Warehouse Supervisor LO LO $ 28,904 $ 29,776
Warehouse Assistant 2.0 2.0 41,586 42,829
. Warehouse Clerk 0.5 0.5 7,632 7,653
• Facility Attendant 0.5 0.5 5,210 5,224
Other Salaries 14,983 1,000
Total Salaries $ 98,315 $ 86,482
Total Benefits 22,814 22,771
Total Salaries & Benefits 4.0 4.0 $ 121,129 $ 109,253
Administration Activity Center
Director of Public Utilities 1.0 LO $ 93,433 $ 93,421 Utility Analyst 1.0 LO 31,008 31,941 Receptionist 1.0 LO 14,596 15,696
Sr. Account Clerk LO LO 16,255 16,740
Senior Secretary 2.0 LO 44,313 27,298 Secretary 0.0 LO 0 16,740
Staff Assistant 1.0 1.0 21,464 20,113
. PUDintem 0.5 0.5 6,879 6,897
Other Salaries 3,992 1,235
Total Salaries $ 231,940 $ 230,082
Total Benefits 60,251 60,909
Total Salaries & Benefits 7.5 7.5 $ 292,191 $ 290,991
Operations Adm. Div. Totals 1L5 11.5 $ 413,320 $ 400,244
Electrical Transmission & Distribution Division:
Division Manager 1.0 LO $ 60,994 $ 62,818 Electrical Superintendent 1.0 LO 54,705 56,343
Elec Trans/Dist Supervisor 2.0 2.0 80,673 83,099
Elec Trans/Dist Foreman 2.0 2.0 67,658 69,691
Line Technician 17.0 17.0 389,850 401,872
Line Designer 1.0 1.0 26,780 27,590
Operations Coordinator LO 1.0 50,727 52,241
. Part-time Utility Technician 1.0 1.0 8,323 8,346
Other Salaries 77,056 66,212
Total Salaries $ 816,766 $ 828,211
Total Benefits 204,491 210,598
Total Salaries & Benefits 26.0 26.0 $ 1,021,257 $ 1,038,809
Substations Division
Substation Supervisor 1.0 1.0 $ 29,066 $ 27,214 Sr. Technician 1.0 1.0 27.233 25,507
Technician I 2.0 2.0 46,605 43,975
Other Salaries 3,522 2,610
Total Salaries $ 106,426 $ 99,306
Total Benefits 30,366 29,394
Total Salaries & Benefits 4.0 4.0 $ 136,792 $ 128,700
* Denotes a Temporary/Seasonal position
C-14
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY 97-98 FY98-99 FY97-98 FY 98-99
Metering Division
Metering Supervisor 1.0 1.0 $ 35,172 $ 36,230
Sr. Technician 1.0 1.0 29,425 30,295
Technician I 2.0 2.0 46,605 43,975
Other Salaries 4,903 2,610
Total Salaries $ 116,105 $ 113,110
Total Benefits 33,126 32,736
Total Salaries & Benefits 4.0 4.0 $ 149,231 $ 145,846
Utility Dispatch Activity Center
Utility Operations Supervisor 1.0 1.0 $ 38,608 $ 39,769
Sr. Utility Dispatcher 2.0 2.0 65,263 67,213
Public Utility Dispatcher 4.0 4.0 112,679 117,274
Other Salaries 17,450 14,269
Total Salaries $ 234,000 $ 238,524
Total Benefits 56,940 58,636
Total Salaries & Benefits 7.0 7.0 $ 290,940 $ 297,160
Technical Svcs Administration Activity Center
Technical Superintendent 1.0 1.0 $ 53,831 $ 55,448
Other Salaries 460 0
Total Salaries $ 54,291 $ 55,448
Total Benefits 11,753 12,261
Total Salaries & Benefits 1.0 1.0 $ 66,044 $ 67,709
Electrical Trans/Dist. Division Total 42.0 42.0 $ 1,664,264 $ 1,678,224
Electric Fund Full-time Totals 51.0 51.0
ELECTmc FUND TOTALS 53.5 53.5 $ 2,077,584 $ 2,078,468
Water Fund
Public Utilities Department
Water Division:
Water Production Activity Center
Chief Water Production Operator 1.0 1.0 $ 29,070 $ 27,214
Electrical Technician I 1.0 1.0 30,490 21,883
Pump Station Operator 4.0 4.0 93,678 88,343
Other Salaries 12,442 11,144
Total Salaries $ 165,680 $ 148,584
Total Benefits 45,425 43,757
Total Benefits & Salaries 6.0 6.0 $ 211,105 $ 192,341
Water Distribution Activity Center
Water Superintendent 1.0 1.0 $ 42,445 $ 43,704
Crew Leader 5.0 5.0 138,658 136,610
Maint. Foreman 2.0 2.0 66,062 68,024
W/WW Operator 7.0 7.0 122,674 120.724
Other Salaries 41,241 37,689
Total Salaries $ 411,080 $ 406,751
Total Benefits 112,715 115.581
Total Salaries & Benefits 15.0 15.0 $ 523,795 $ 522,332
• Denotes a Temporary/Seasonal position
C-15
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY 97-98 FY 98-99 FY97-98 FY98-99
Environmental Services Activity Center
Division Manager -Water/WW 1.0 1.0 $ 51,796 $ 53,345
Environmental Services Superintendent 1.0 1.0 40,070 39,374
GIS Technician 2.0 2.0 51,628 53,156
Environmental Technician 2.0 2.0 53,868 55,447
Crew Leader 1.0 1.0 25,633 27,255
W/WW Operator I 2.0 0.0 38,300 0
W/WW System Operator 0.0 2.0 0 34,148
. Part-time GIS Technician 0.0 0.5 0 4,070
• Work Order Clerk 0.5 0.0 4,059 0
Other Salaries 8,219 9,664
Total Salaries $ 273,573 $ 276,459
Tota.I Benefits 75,328 76,402
Total Salaries & Benefits 9.5 9.5 $ 348,901 $ 352,861
Water Fund Full-time Position Totals 30.0 30.0
WATER FUND TOTALS 30.5 30.5 $ 1,083,801 $ 1,067,534
Wastewater Fund
Public Utilities Department
Wastewater Division:
Wastewater Treatment Activity Center
Plant Supervisor 1.0 0.0 $ 43,303 $ 0
Plant Operations Superintendent 1.0 1.0 42,538 41,269
Chief WWTP Operator 1.0 1.0 35,037 39,706
SCADA Technician 1.0 1.0 38,744 39,915
WW Plant Operator 12.0 13.0 279,159 292,336
Sr. Electrical Technician 1.0 1.0 28,564 31,631
Elec. Technician I 1.0 1.0 21,256 23,424
Sr. Lab Technician 1.0 1.0 26,961 28,133
Lab Technician 1.0 1.0 24,566 25,522
Other Salaries 25,704 18,864
Total Salaries $ 565,832 $ 540,800
Total Benefits 149,231 147,400
Total Salaries & Benefits 20.0 20.0 $ 715,063 $ 688,200
Wastewater Collection Activity Center
Maintenance Foreman 1.0 1.0 $ 34,601 $ 27,214
Utilities Crew Leader 5.0 4.0 128,181 103,588
W/WW System Operators 10.0 11.0 164,266 183,951
Other Salaries 42,971 41,846
Total Salaries $ 370,019 $ 356,599
Total Benefits 104,894 104,175
Total Salaries & Benefits 16.0 16.0 $ 474,913 $ 460,774
Wastewater Fund Full-time Position Totals 36.0 36.0
WASTEWATER FUND TOTALS 36.0 36.0 $ 1,189,976 $ 1,148,973
Public Utilities Full-time Position Totals 117.0 11 7.0
PUBLIC UTILITIES DEPT. TOTALS 120.0 120.0 $ 4,351,361 $ 4,294,976
• Denotes a Temporary/Seasonal position
C-16
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY 97-98 FY 98-99 FY 97-98 FY 98-99
Sanitation Fund
Public Services Department
Residential Collection Activity Center
Sanitation Superintendent 1.0 1.0 $ 48,107 $ 49,394
Sanitation Foreman 1.0 1.0 22,773 25,966
Sr. Route Manager 4.0 4.0 84,819 87,095
Route Manager 9.0 11.0 146,536 204,904
Equipment Operator II 0.0 1.0 0 22,743
Recycling Coordinator 1.0 1.0 33,981 34,898
Customer Service Clerk 1.0 1.0 16,584 17,034
. Part-time Graduate Intern 1.0 1.0 14,200 14,239
. Part-time Route Manager 1.5 1.5 19,453 19,506
Other Salaries 37,795 35,438
Total Salaries $ 424,248 $ 511,217
Total Benefits 116,427 146,828
Total Salaries & Benefits 19.5 22.5 $ 540,675 $ 658,045
Commercial Collection Activity Center
Container Coordinator 1.0 1.0 $ 18,731 $ 19,950
Sanitation Foreman 1.0 1.0 28,564 29,400
Route Manager 4.0 4.0 75,315 75,291
Sr. Route Manager 3.0 3.0 69,318 61,799
Other Salaries 31,910 28,760
Total Salaries $ 223,838 $ 215,200
Total Benefits 64,298 67,974
Total Salaries & Benefits 9.0 9.0 $ 288,136 $ 283,174
Sanitation Fund Full-time Position Totals 26.0 29.0
SANITATION FUND TOTALS 28.5 31.5 $ 828,811 $ 941,219
Utility Billing Fund
Office of Technology and Information Services
Utility Billing Activity Center
Utilities Office Manager 1.0 1.0 $ 50,236 $ 51,324
Customer Service Supervisor 1.0 1.0 34,302 35,043
Staff Assistant 1.0 1.0 29,642 30,274
Senior Customer Serv. Rep. 3.0 3.0 72,803 73,479
Customer Service Rep. 13.0 13.0 275,750 281,751
Part-time Cust. Serv. Rep. 1.0 �.o 20,753 20,019
. Temp. Customer Service Rep. 1.0 0.5 21,259 12,029
Other Salaries 14,496 3,384
Total Salaries $ 519,241 $ 507,303
Total Benefits 148,117 136,728
Total Salaries & Benefits 21.0 20.5 $ 667,358 $ 644,031
Meter Services Activity Center
Meter Service Supervisor 1.0 LO $ 33,945 $ 34,606
Meter Services Technician 2.0 2.0 49,522 50,474
Meter Reading Coordinator 1.0 l.0 28,194 28,727
Sr. Meter Reader 1.0 1.0 18,868 18,320
Meter Reader 3.0 4.0 50,950 68,013
Seasonal Meter Reader 0.0 0.5 0 10,776
Other Salaries 11,310 8,533
Total Salaries $ 192,789 $ 219,449
Total Benefits 53,363 59,899
Total Salaries & Benefits 8.0 9.5 $ 246,152 $ 279,348
Utility Billing Full-time Position Totals 28.0 29.0
UTILITY BILLING FUND TOTALS 29.0 30.0 $ 913,510 $ 923,379
. Denotes a Temporary/Seasonal position
C-17
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY97-98 FY98-99 FY97-98 FY98-99
Fleet Maintenance Fund
Public Services Department
Fleet Services Administration Activity Center
Assistant Buyer 1.0 1.0 $ 29,002 $ 29,921
Assistant Parts Room Storekeeper 1.0 1.0 14,486 14,949
Other Salaries 200 200
Total Salaries $ 43,688 $ 45,070
Total Benefits 14,517 13,078
Total Salaries & Benefits 2.0 2.0 $ 58,205 $ 58,148
Fleet Services Activity Center
Fleet Services Superintendent 1.0 1.0 $ 36,836 $ 38,000
Customer Service Clerk 1.0 1.0 14,723 15,033
Shop Foreman 1.0 1.0 37,198 37,978
Mechanic's Helper 3.0 3.0 44,926 45,870
Mechanic II 3.0 3.0 85,882 88,136
Mechanic I 3.0 3.0 54,944 57,613
Welder/Mechanic 1.0 1.0 25,142 25,672
Other Salaries 19,598 5,974
Total Salaries $ 319,249 $ 314,276
Total Benefits 89,260 97,152
Total Salaries & Benefits 13.0 13.0 $ 408,509 $ 411,428
Fleet Fund Full-time Position Totals 15.0 15.0
FLEET MAINTENANCE FUND TOTALS 15.0 15.0 $ 466,714 $ 469,576
Print Mail Fund
Office of Technology and Information Services
Print Mail Activity Center
Printing Coordinator 1.0 1.0 $ 30,244 $ 31,128
Printing Assistant 1.0 1.0 29,201 30,050
Micrographic/Mail Specialist 1.0 1.0 21,677 22,300
Part-time Mail Clerk 0.5 0.5 10,419 8,407
. Print/Mail Aide 1.5 1.5 12,151 12,184
Other Salaries 2,308 524
Total Salaries $ 106,000 $ 104,593
Total Benefits 26,227 26,465
Print Mail Fund Full-time Position Totals 3.5 3.5
PRINT MAIL FUND TOTALS 5.0 5.0 $ 132,227 $ 131,058
Communications Fund
Office of Technology and Information Services
Communication Services Division
Wireless Coordinator 1.0 1.0 $ 32,484 $ 35,131
Telecommunications Coordinator 1.0 1.0 27,798 35,131
Communications Technician 3.0 3.0 94,118 96,95ll
Other Salaries 8,779 7,497
Total Salaries $ 163,179 $ 17ll,713
Total Benefits 44,998 46,8ll4
Communications Full-time Position Totals 5.0 5.0
COMMUNICATIONS FUND TOTALS 5.0 5.0 $ 208,177 $ 221,557
All Fund Full-time Position Totals 621.5 640.0
ALL FUND TOTALS 689.0 703.0 $ 25,23ll,968 $ 26,317,666
• Denotes a Temporary/Seasonal position
C-18
PERSONNEL LIST
Revised Adopted Revised Adopted
Budget Budget Budget Budget
FY 97-98 FY 98-99 FY 97-98 FY 98-99
Brazos Valley Solid Waste Management
Agency Fund
Operations Activity Center
Sanitary Landfill Manager 1.0 1.0 $ 40,901 $ 45,577
Landfill Operations Supervisor 1.0 1.0 26,809 29,895
Crew Leader 2.0 2.0 46,740 50,514
Equipment Operator Ill 7.0 8.0 144,531 184,564
Equipment Operator II 1.0 1.0 16,824 18,792
Equipment Operator I 1.0 1.0 14,530 18,672
Environmental Compliance Officer 1.0 1.0 28,122 28,957
Spotter 1.0 1.0 16,885 17,711
Secretary/Scale Operator 2.0 2.0 40,567 43,813
Mechanic I 0.0 1.0 17,845 19,284
Mechanic II 2.0 1.0 28,122 30,372
Field Service Person 0.0 1.0 0 15,635 . Landfill Groundskeeper 0.0 0.5 0 7,609 . Part-time Equip. Operator Ill 0.0 0.5 0 7,610 . Field Service Person 1.5 0.5 22,767 7,610
Other Salaries 68,727 80,902
Total Salaries $ 513,370 $ 607,519
Total Benefits 142,105 178,506
Total Salaries & Benefits 20.5 22.5 $ 655,475 $ 786,024
Administration Activity Center
Executive Director BVSWMA 1.0 1.0 $ 67,086 $ 73,294
Staff Assistant 1.0 1.0 21,973 22,083
Secretary -Full-time 0.0 1.0 0 17,467
Secretary -Part-time 0.5 0.0 8,500 0 . BVSWMA Intern 0.5 1.0 14,532 14,572
Other Salaries 1,502 1,044
Total Salaries $ 113,593 $ 128,461
Total Benefits 29,127 34,441
Total Salaries & Benefits 3.0 4.0 $ 142,720 $ 162,902
BVSWMA Fund Full-time Position Totals 21.5 24.0
BRAZOS VALLEY SOLID WASTE
MANAGEMENT AGENCY FUND TOTALS 23.5 26.5 $ 798,195 $ 948,926
• Denotes a Temporary/Seasonal position
C-19
700
600
500
400
300
585
FY
90
587
FY
91
PERSONNEL HISTORY
FY
92
592
FY
93
613
FY
94
656
FY
95
680 678
FY
96
FY
97
683 691
FY
98
FY
99
703
• The above graph is based on Full-time equivalents which includes both temporary/seasonal and full·time regular positions.
C-20
Utility Billing
Sanitation
Wastewater
Water
Electric
General Government
Fiscal Services
Office of Tech and Info. Systems
Economic and Comm. Dev.
Development Services
Parks and Rec.
Public Works
Fire Department
Police Department
APPENDIXD
REVENUE HISTORY AND
FY 99 BUDGET ESTIMATES
' .
We're Committed
To Excellence
REVENUE HISTORY AND FY 99 ESTIMATES
DESCRIPTION FY94 FY95 FY96 FY97 FY98 (est.) FY99 Appr.
GENERAL FUND
CURRENr TAXES 2,043,955 2,337,559 2,587.464 2,695.524 2,707,000 3,064,200
DEUNQ. TAX 25,931 16.583 26,104 21,786 21,700 21,700
PENALlY' & INT. 16,388 11,598 18,840 15.706 16,900 16, 100
GENERAL PROP. TAX 2,086,274 2,365,740 2,632,408 2,733,016 2,745,600 3,102,000
3,500,000
3,000.000
2,500,000
2,000,000
1.500,000
1,000,000
500,000
0 FY94 FY95 FY96 FY97 FY98 (est.) FY99Appr.
LOCAL SALES TAX 8,671,072 8,887,016 9,468,207 9,775,888 10,900,000 11,336,000
SALES TAX
12,000,000
10,000.000
8,000,000
6,000.000
4,000,000
2.000.000
0 FY94 FY95 FY96 FY97 FY98 (est) FY99App<.
MIXED DRINK TAX 105,021 118,322 137,001 153,269 153,000 155,000
BANK FRANCHISE 217 0 0 0 0 0
NAT. GAS FRANCHISE 81,858 78,690 80,342 89,652 129,000 120,000
CABLE FRANCHISE 109, 158 223,662 235,281 244,209 244,800 255,000
PMONE FHANCHISE 156,095 173,047 1,547,615 455, 175 940,700 970,000
OIL/GAS FRANCHISE 2,867 3,169 8,559 292,909 30.900 31,500
IHHIG FRANCHISE 50 0 100 0 0 0
USE OF STREETS 8,146 6,801 4,676 6,402 5,800 5,900
OTHER TAXES 463,412 603,691 2,013,574 1,241,616 1,504,200 1,537,400
OTHER TAXES
2.500,000
2.000,000
1,500,000
1,000.000
500,000
FY94 FY95 FY96 FY97 FY98 (est) FY99 Appr.
Dl
DESCRJPTION
MIX DRINK LICENSE
GAME MACHINES
BLDG. COl'ITRACTORS
El.EC. LICENSE
TAXI
mN.VENDOR
I.AWN SPRINKU:R
MECHANICAL
PLUMBING
AMBULANCE
WRECKER
MINERAL DRILLING
ANIMAL LICENSES
BUILDERS PERMITS
ELECTRICAL PERMITS
PLUMBING PERMITS
STREET CUT PERMITS
MINERAL PIPELINES
CHILD SAFETY PROGRAMS
BICYCLE PERMITS
PARADE PERMITS
PERMITS
600,000
500,000
400,000
300,000
200,000
100.000
0
FY94
ADAMSON CONCES.
BEE CREEK CONCES.
CENTRAL CONCES.
LINCOLN CONCES.
SW LITTLE LEAGUE
SW SR LITTLE LEAGUE
WPC CONCESSIONS
MlSC CONCESSIONS
ADAMSON POOL
N/\T/\TORIUM
SW POOL
THOMAS POOL
ADAMSON SWIM LESSON
SPORTS INST. SWIM
SPORTS INST-SWIM TM
THOMAS SWIM I.ESSON
'ltNNIS PHOGIV\M
MISC SPOlffS INST
REVENUE HISTORY AND FY 99 ESTIMATES
FY94
13,967
3,615
11,611
3,028
25
1,362
648
3,402
4,980
0
2,005
22,234
30
337,195
38,720
72,808
2,088
0
39,705
18
0
557,441
FY95
24,432
4,867
32, 121
0
32,679
9,866
0
3,068
90,971
0
47,642
13,893
0
50.501
7.436
0
10.066
3.928
FY95 FY96
14,536 10,44 l
2,769 3,368
8,047 ll,137
2,594 l,497
75 125
2,098 558
3,109 3,283
19,226 22,988
16,101 864
0 0
2,685 2,875
18,366 7,564
115 30
314,476 314,007
31,824 33,358
30,742 40,315
l,375 l,500
0 0
55,534 59,176
4 0
50 540
523,726 513,626
LICENSES AND PERMITS
FY96 FY97
26,433 27,743
6,586 7,l 15
32,978 51,572
0 191
36,641 27,468
13,032 13,817
0 0
5,000 3,088
105,479 122,090
0 22.638
47,751 29,1\59
ll,152 15,217
32 0
47,595 58,433
5,167 5,427
0 0
10,933 14,579
2.934 0
D2
FY97
15,868
3,120
21,998
l,350
300
630
2,605
18.530
191
0
2,735
8,553
0
293,466
27,157
30,990
l,325
0
58,484
0
0
487.302
FY98 (est)
2,326
7,364
48,229
1,792
28,222
9,703
0
2,771
122,338
930
47,688
14,065
0
62.185
4,871
0
14,548
2.304
FY98 (est.) FY99 Appr.
14,500 14,500
2,000 2,500
22,700 20,000
2,300 2,000
75 100
600 500
2,300 2,500
22,600 23,000
100 100
1,400 0
2,800 3,000
2,600 2,000
0 0
363,000 331,050
34,700 29,000
52,000 35,000
2,000 l,500
0 0
60,600 60,000
0 0
0 0
586,275 526,750
FY99Appr.
2,400 2,500
1,000 1,000
10,200 10,500
500 500
4,000 4,500
1,400 l,500
0 0
100 100
140,000 149,790
13.000 13.374
36,500 39,71 l
17,500 17,386
0 0
74,000 74,000
11,700 10,200
4,800 0
20,000 15,000
4,500 2,500
REVENUE HISTORY AND FY 99 ESTIMATES
DESCRIPTION FY94 FY95 FY96 FY97 FY98 (est.) FY99 Appr.
ADULT BASKETBALL 2,750 3,750 l,530 l,785 4,900 1,800
ADULT FLAG FOOTBALL 4,062 2,440 4,770 3,905 4,400 3,900
ADULT SOCCER 168 1,695 497 l,000 l,400 l,400
ADULT SOFTBALL 121,902 125,706 128,390 131,367 147,000 162,282
ADULT VOLLEYBALL 3,894 3,614 2,413 3,330 5,000 3,900
ATNESSRUN 4,255 4,560 4,132 623 3,900 4,900
TOURNAMENT 850 3,133 20,772 71 2,000 2,000
YOl.JIH BASKETBALL 15,286 16,055 16,028 21,74 L 24,860 27,487
YOlITH FLAG FOOTBALL 8,690 8,955 11,020 9,510 10,700 12,264
YOlITH GIRLS SOFTBALL 12,716 11,085 12,205 15,595 14,500 15,858
FOLKFEST 0 700 0 0 0 0
JA7.Z FEST 0 0 0 0 0 0
WOLF PEN CREEK 6,266 0 0 0 0 0
MISC SPECIAL E\IEl'(('S 5,304 455 0 0 0 0
TEEN CENTER 1,787 2,897 409 935 1,100 2,000
TEEN CENTER MEMBERS 145 67 LS 15 0 0
COURT LIGHT f'EE.5 0 0 0 0 0 0
LINCOLN CmrER PASSES 0 157 103 806 850 1,000
HISTORICAL PROJECTS 18 200 0 0 0 0
MISC PARKS 3,377 8,153 2,168 2,028 2,000 15,672
BALLAELD RENTALS 480 l,845 2,445 3,270 2,400 2,400
LINCOLN RENTALS 2,016 4,140 3,922 240 4,000 6,000
POOL REl'ITALS 0 0 0 0 0 0
PARK PAVILION RENTALS 16,990 17,700 18,635 19,750 19,400 19,400
TEEN CENTER RENTALS 334 0 120 30 0 0
PARKS AND RECREATION 542,760 569,020 628,411 585,337 590,010 624,824
PARKS AND RECREATION
FY94 FY95 FY96 FY97 FY98(est.) FY99 Appr.
HAZARD MATERIALS RESP. l,298 140 0 0 0 0
HOUSING OF PRISONERS 0 0 0 0 0 0
ANGER PRINTING l,030 730 0 4,718 3,200 4,000
POLICE REPORTS 5.919 7,051 10,453 15,672 13,500 14,000
RECORDS CHECKS 516 744 723 l,596 1,500 1,500
ARREST FEES 76,828 79,338 74,487 67,040 59,000 65,000
WARRANT SERVICE FEES 14,770 30,760 60,462 79,982 72,000 0
ESCORT SERVICES 2,518 4,311 12,610 ll,250 11,000 12,000
FALSE ALARMS 25,900 24,650 19,300 23.900 24,000 24,000
RESTITUTION 159 35 0 0 0 0
OTMER 0 36,954 50,164 4,412 3,000 5,000
POLICE DEPARTMENT 128.938 184,713 228.199 208,570 187.200 125,500
D3
DESCRIPTION
EMS TRANSPORT
EMS BASIC TREA Th1ENT
EMS A THl.EllC STANDBY
OTHER STANDBYS
EMS REPORTS
HAZARD MATERIALS RESP.
AUTO HOOD 1EST
AUTO FIRE ALARM
DAY CARE CENTERS
FOSTER HOMES
HEAL TH CARE FAOIJTIES
NURSING HOMES
SPRINKLER/STANDPIPE
NATIJRAL GAS SYSTEM
FUEL LINE LEAK
FUEL TANK LEAK
RES1TTU110N
FIRE REPORTS
SITE ASSESSMENT FEES
OTHER
FIRE DEPARTMENT
NON·ROU11NE ST. SWEEPS
STREET ClJJ" REPAIRS
MISCELLANEOUS
PUBUCWORKS
ACCIDENT FEES
GENERAL ADMIN. FEES
WARRANT SERVICE FEES
COURT DISMISSAL FEES
MUNICIPAL COURT
LOT MOWING
GENERl\LADMIN. FEES
MAPS/PLANS/ORDINANCE
XEROX/REPRO CHARGES
MISC. Cl IARGES
FILING FEES
MISC PLANNING CHARGES
O&G PIPELINE ADMIN. FEES
MAPS/PLANS/ORDINANCES
XEROX/REPRO/CHARGES
MISC ENGINEERING
DEVELOPMENT SERVICES
CERTIACA TE SEARCHES
FILING FEES
XEROXIREPRO CHARGES
GENERAL GOVT.
ARREST FEES
AMBULANCE
FALSE ALARM FEE
RUNG FEES
MAPS/PLANS/ORDINANCES
XEROX/HEPRO CHARGES
OTHER MISC CHARGES
FRANCHISE APP. FEES
OTHER SERVICE CHARGES
REVENUE HISTORY AND FY 99 ESTIMATES
FY9 4
260.442
0
0
0
98
4.547
630
450
456
65
145
0
4.485
0
0
0
0
0
0
0
271,318
0
7.300
0
7.300
0
34,924
0
32.600
67,524
1.405
2,400
793
283
500
10,400
16.285
0
1,732
2,378
16,811
52,987
13,603
343
84
14.030
0
0
0
0
1.220
9
2
0.
543,328
FY95
282,637
0
0
0
120
8,407
270
635
480
30
100
50
2,950
0
30
30
0
83
0
0
295,822
0
5,300
1,140.
6,440
0
53,466
0
29,170
82,636
3,120
4,150
448
341
so
14,190
ll,778
0
2,821
2,123
13,745
52,766
15,817
136
604
16,557
0
0
0
0
0
0
0
0
638.934
D4
FY96
241,206
7,065
168
0
67
5,139
450
570
360
90
150
100
1,850
0
90
90
77
225
25
196
257,918
0
6,000
0
6,000
230
57,611
0
19,540
77,411
3,205
5,160
419
110
ll
22,298
1,812
0
2,464
5
14,028
49,512
14,970
0
344
15,314
0
0
0
0
0
0
74
0
634,428
FY97
203,037
5,557
0
0
326
2,207
450
450
480
0
100
100
1,625
0
120
90
0
459
0
(125)
214,876
0
5.354
0
5,354
0
41,343
0
12,541
53,884
3,265
5,164
391
I
3,989
25.045
l,475
0
2,380
0
28,520
70,230
12.194
(138)
402
12.458
0
0
0
0
866
0
550
0
566,788
FY98 (est.)
216,000
8,500
100
0
100
3.600
500
500
500
0
150
100
2,600
0
100
90
0
500
0
7,100
240,440
0
2.300
0
2,300
0
37,000
0
14.000
51,000
3,200
0
0
0
5,900
28.000
3,000
75,000
1,700
0
15,000
131,800
11,000
0
500
11.500
0
0
0
0
0
0
0
0
624.240
FY99 Appr.
303,090
0
100
0
100
8,108
1,013
1,216
811
0
304
203
3,750
0
203
182
0
250
0
0
319,330
0
5,000
0
5,000
0
36,700
80,000
14.000
130,700
3,200
5,000
600
100
100
25,000
2.000
0
2,000
0
15,000
53,000
12,000
0
500
12.500
0
0
c
(
646,03(
DESCRIPTION
OllLD SAFETY
650,000
600,000
550,000
500,000
450,000
CITY PARKlNG ANES
QTY PEDESTRIAN ANES
TRAFHC ANES
OTHER MUN. COURT ANE.5
MISC. ANE.5 AND PENALTIES
FORFEITED DE.POSITS
PERF. GUARAl'ITEE
MISC. FORFEITS
FINES/FORFEITS
FY94
1,600,000 e.��:.;,;,...;�g
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
BANK ACCOUNT' lmtREST
INTEREST ON INVESTMEl'ITS
CEMETERY
BVSWMA/ROLLER
OTHER
OTHER INTEREST REVENUE
TOTAL INTEREST
FY94
REVENUE HISTORY AND FY 99 ESTIMATES
FY94 FY95 FY96 FV97
OTHER SERVICE CHARGES
FY95 FY96 FY97 FY98 (est)
6,490 7,910 ll,350 7,983
108,216 111,557 115,213 102,084
2,582 2,577 8,559 123
39, l 14 35,162 32,102 28,235
753,118 844,941 l, l 74,616 1,037,366
996 l,000 l,325 1,265
100 400 (300) 0
4,510 0 0 0
0 0 0 0
915,126 1,003,547 1,342,865 1,177,056
FINES AND FORFEITS
FY95 FY96 FY97 FY98 (est.)
17,916 21,843 18,182 ll, 126
287,236 226,029 276,510 380,360
0 0 0 0
0 18,777 2,015 896
0 0 0 0
3,167 32,902 20,520 1,079
0 0 0 0
D5
FV98 (est.) FY99 Appr.
FY99Appr.
2,500 2,500
94,000 100,000
0 0
18,000 18,000
l, 150,000 l,305,000
1,400 1,200
0 0
0 0
0 0
1,265,900 1,426,700
FY99Appr.
11,000 21,800
430,000 388,200
0 0
0 0
0 0
50,000 1,000
0 0
DESCRIPTION
500,000
400,000
300,000
200,000
100,000
0
POLICE GRANTS
GRANT /9 l ·04-02·8 I ·AN
GRANT /92·04-02-B l ·AK
GRANT /94-04-02·8 t ·BG
TRASER GRAN!" /BI CY
FED GRANT: PU\NNlNG
URB IBANS STOY
OTHER INTERGOVERN. REV
STATE GRAN!": PARKS
IITTER. GOVT. REVENUE •
300,000
250,000
200,000
150,000
100,000
50,000
0
FY94
FY94
CAPITAL IMPRV. ASSESSMENT·
MINERAL LEASES
MINEHJ\L ROYALTY ll'ITERESTS
MISC. RENTS AND ROYALTIES
ROLLER (PRINOP/\L)
CRIME PREVENTION
CO-SPONSORED EVENTS
OTHER
MISC. DONATIONS
DAMAGE REIMBURSEMENr
FUEL TllX HEIM.
OTHER REIMBURSED EXP.
CASH OVER/SHOHT
COLLECllON SERVICE FEES
CRIMINAL INVEST. HEVENUES
Sl\LE OF /\Bl\NOONED PROP
REVENUE HISTORY AND FY 99 ESTIMATES
FY94 FY95 FY96 FY97 FY98 (csL) FY99 Appr.
INTEREST EARNINGS
?<:!
FY95 FY96 FY97 FY98 (est) FY99Appr.
9,892 22,807 17,179 198,662 164,070 240,322
0 0 0 0 0 0
11,831 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
18,000 16,257 9,000 6,991 34,000 0
0 0 0 0 0 0
0 0 0 81,726 0 0
0 0 2,034 I0, 144 0 0 ----g9:'Yz:J--�·g;ob4-····--·-·2s-;2u---·-'2·g1;i;·2·g----r9lJ';o10----21'o·;g22·-
GRANT REVENUE
FY95 FY96 FY97 FY98 (est) FY99App'.
4,779 59,141 17,216 2,152 36,000 5,000
0 0 0 0 0 0
54,586 13,395 7,081 4,147 l,500 2,000
29,647 26,651 27,648 28,260 29,650 29,650
15,728 8,671 13,712 14,832 0 0
5,210 400 680 300 100 500
0 0 10,000 0 5,300 0
1,300 0 0 0 0 0
1,786 100,639 50 250 0 291,398
4,431 170 5,921 1,341 10,000 6,000
0 0 0 0 0 0
6,066 0 112,000 0 l,500 5,000
549 884 173 (496) 0 0
41,840 45,736 55,976 46,768 48,000 52,000
0 0 543 25 0 0
2,875 1,670 2,264 4,147 1,900 1,000
D6
REVENUE HISTORY AND FY 99 ESTIMATES
DESCRIPTION FY94 FY95 FY96 FY97 FY98 (est.) FY99 Appr.
SALE OF CEMETERY LOTS 29,938 28,926 32,280 700 0 300
GENERAL RJNO REVENUE 0 0 0 0 0 0
CEMETERY FUND REVENUE 0 0 0 0 2,800 1,000
SALE OF SCRAP 78 12,725 l,848 4,026 0 0
OTHER RECYCLING 0 0 0 0 28,000 25,000
OTHER 20,032 7,592 29,530 21,465 0 0
OTHER MISC REV ITT 0 0 428 0 0 0
SALE OF AXED ASSETS 40,470 77,913 199,300 22,365 24,000 25,000
MISCEUANEOUS 259,315 384.513 516.222 150,282 188,750 443,848 ..
MISCELLANEOUS REVENUE
600,000
400,000
200,000
0 FY94 FY95 FY96 FY97 FY98 (est) FY99Appr.
ROI: El.ECTRJC 3,116,079 3,600,000 3,773,500 3,773,500 3,773,500 3,773,500
ROI: WATER 600,000 615,000 622,800 661,500 708,000 726,000
ROI: SEWER 550,000 550,000 585,950 645,900 661,000 658,000
ROI: SOLID WST 141,450 150,000 154,500 183,000 188,000 176,475
RETURN ON INVESTMENT 4,407,529 4,915,000 5,136,750 5,263,900 5,330,500 5,333,975
RETURN ON INVESTMENT FROM UTILITIES
4,000,000
2,000,000
0
FY94 FY95 FY96 FY97 FY98 (est) FY99Appr.
TOTAL GENERAL FUND: $18,251,539 $19,660,782 $22,603,520 $22.672,169 $24,424,545 $25,628,849
HOT EL/MOT EL FUND
I IOTEL/MOTEL TAX REV. I, 185,567 1,221,1\85 1,384,913 1,401,121 1,510,000 1,610,000
PENALTY AND INTEREST 81 94 780 0 0 0
WPC CONCESSION 20,570 6,901 12,716 15,998 7,500 7,600
WPCREVENUE 17,226 44,264 46,058 34,763 25,000 29,800
ANES AND FORFEITS 1,157 240 0 (5,672) 0 1,000
INTEREST 37,480 24,744 38,219 48,251 55,000 41,600
CONFERENCE CENTER 93,309 62,381 64,670 70,886 78,000 75,700
BUILDINGS 0 0 26,990 4,764 0 0
RENTS AND ROYALTIES NT 0 0 3,929 4,020 5,000 2,700
HENl"S AND ROYALTIES TI< 0 0 6,203 6,711 8,000 6,200
OTHER RENTALS 0 0 109 0 0 0
CONTRI BU110NS/DONAl10NS 0 0 0 0 0 0
Cl\SH OVER/SI IORT 581 68 17 46 0 0
I UST PRES PHOJ 106 3.658 373 836 700 1,100
OTllER 1,841 7,842 4,981 7,214 7,000 18,568
SALE OF GEN AXED ASSETS 0 0 1,850 0 0 200
TOTAL HOTEL/MOTEL FUND $ l.357,918 $ l,371,677 $1.591,808 $ l,588,938 $1,696,200 $1,794.468
07
DESCRIPTION
$1,500,000
$1,000,000
$500,000
$
DEBT SERVICE FUND
CURRENT TAXES
DELINQUENT TAXES
PENAL1l' AND INTEREST
INTEREST ON INVESTMENTS
INTEREST ON BONDS
BVSWMA/EQUJPMENr
LOAN/NOTEPAYMENI'S
PROCEEDS·GO BONDS
PREMIUM ON BONDS
TRANSFERS IN
OTHER
TOTAL DEBT SERVICE FUND
$
ELECTRIC FUND
RESIDENTIAL SALES
COMMERCIAL/INDUSTRIAL
SECURITY LIGHTS
INTERDEPl\lrfMENTAL Sl\LES
OTHER ELECTRIC SALES
ELECTRIC PROPER1l' RENTAL
FORF DISCOUNTS/PENALTIES
INTERDEPARTMENTAL HENTS
CONNECT FEES
MISC OPERATING REVENUES
INTEREST ON INVESTMENTS
HSVD lf'rf: HEV BOND 1&.S
nsvD INT: ENERGY
C-.l\RAG€ TRUCKS/CONTAINERS
NORTHGl\TE REVITl\L.
CEDAR CREEK
UNDERGROUND CONSTHUCTION
OVERHEAD CONSTRUCTION
STREET UGI mNG
Dl\Ml\GE HEIM13URSEMrNr
COf'ffRJBllf'EO OONA"l10NS
CASH OVER/SHORT
FY94
FY94
REVENUE HISTORY AND FY 99 ESTIMATES
FY94 FY9S FY96 FY97 FY98 (est.) FY99 Appr.
HOTEL MOTEL FUND REVENUE
FY95 FY96 FY97 FY98 (est) FY99Appr.
' 3,547,085 4,065,691 4,499,526 4,737,522 4,945,000 5,066,300 .
56,716 36. 172 48,878 38,347 39,000 40,000
30,552 22,373 35,261 26,025 25,800 26,000
102,773 137,602 127,575 157,854 191,000 180,000
54,248 17,785 0 46,676 0 0
0 123,869 19,778 14,922 9,771 4,305 •
99,514 46,488 79,735 84,592 89,743 95,209
0 0 0 6,545,000 0 0
0 0 0 260,755 0 0
0 0 0 0 0 411.101
0 0 0 64,515 0 0
$3.890,888 $4.449.984 $4,810,753 $11,976,208 $5,300,314 $5,822,915
DEBT SERVICE FUND REVENUE
FY95 FY96 FY97 FY98 (est.) FY99Appr.
17,548,614 18,085,015 17,485,890 18,495,384 19,907,000 19,908,000
15,037,631 15,597,808 14,089,339 14,717,254 14,915,000 15, 177,000
47,095 53,362 56,429 58,865 59,700 63,000
0 0 0 0 0 0
25,447 13,723 16,921 15,513 17,000 17,400
20,298 20.304 50,888 51,345 52,000 53,000
309,923 339,935 361,996 393,23 3 406,000 431.000
0 0 0 0 0 0
242.246 201,386 220,560 212,136 175,000 157,000
0 0 69 973,689 312,000 1,000,000
621,059 533,584 889,969 809,689 1,000,000 900,000
0 0 0 27,1121 0 0
0 0 0 0 0 0
76,106 64,854 52,842 39,982 26,252 11,578
0 0 14,890 26.400 11,510 7.536
0 0 48,356 0 0 0
t 19,174 55,586 760 0 0 50,000
0 1,464 0 0 0 0
783 t0,700 600 250 150 t,000
14,34 3 12,730 13.M7 48,35 7 8,000 10,000
0 0 0 2,467 0 0
(110) (72) 100 (43) 0 0
DS
DESCIUPTION
COUECTION SERVICE FEES
MINERAL ROYALTY INTERESTS
LAND RENTALS/LEASES
SALE OF SCRAP
SALE OF SURPLUS PROP
MISC NONOPERA TING REVENUE
TOTAL ELECTRIC FUND
$38.000.000
$36.000,000
$34,000,000
WATER FUND
RESIDENTIAL
COMMERCIAL
OUTSIDE OTY LIMITS
FORF DISCOUNTS/PENALTIES
CONNECT FEES
WATEllTAPS
MISC OPERA TING REVENUES
INTEREST ON INVESTMENTS
INTEREST ON NOTES/LOANS
DAMAGE REIMB.
OTHER REJMB.
LAND RENTALS/LEASES
SALE OF SCRAP
SALE OF SURPLUS PROPERTY
MlSC NONOPERA TING REVENUE
TOTAL WATER FUND
$10.000.000
$8.000,000
56.000,000
S4.000.000
S2.000.000
s
WASTEWATER FUND
llESIDENTil\L
COMMEHCIAL
Ol!l'SIDE CITY LIMITS
FORF DISCOUNTS/PENAL11ES
SEWER TAPS
MISC OPERA llNG REVENUES
INTEHEST ON INVESTMENTS
RESHVD INT· REV BOND l&S
REIMl3llltsED fXPENSES
FY94
REVENUE HISTORY AND FY 99 ESTIMATES
FY94 FY95 FY96 FY97 FY98 (est.) FY99 Appr.
6,676 3.505 6,118 31,391 30,000 32,700
11,287 l,438 990 701 1,000 1,000
0 0 0 0 0 0
9,111 14,341 30,260 12,678 0 18,000
19,276 6,950 220 5,133 0 1,000
91,355 43,473 103,531 138.209 50,000 60,000
$34,200,314 $35,060,086 $33,444,575 $36,060,054 $36,970,612 $37 ,899,214
ELECTRIC FUND REVENUE
FY95 FY96 FY97 FY98 (esl) FY99Appr.
3,097,667 3.167.929 3.562,521 3,555,418 4,093, 111 3,650,000
2,745,384 2,939,903 3,215,266 3,267.862 3.636,595 3,300,000
0 0 0 0 0 0
54,739 61,477 77.472 80,387 89,925 83,000
39,228 32,243 36.053 37,562 29,330 29,000
250, 100 309,150 246.330 210,400 302,450 200,000
15,406 300 0 l,000 600 600
32,956 7,840 85,631 175.838 383,000 220,000
27 0 0 23.570 0 0
2,070 1,485 10,081 433 0 1,000
146 4 732 1,667 0 100
300 0 1,500 0 0 0
0 1,348 415 700 200 500
2,425 11,183 30 2,000 3,600 5,000
1,680 536 1,716 472 300 l,000
$6,242,128 $6,533,399 $7,237,747 $7,357,309 $8,539,lll $7,490,200
WATER FUND REVENUE
FY95 FY96 FY97 FY98 (est.) FY99Appr.
4,211,384 4,750,043 4,920,438 5,245,210 5,395,456 5,446,800
816,382 828,270 866.877 904,101 980,539 948,600
0 0 0 0 0 0
46,795 57,059 66,250 73,288 76,403 78,000
141,526 111,350 157,650 108,700 162,450 110,000
318 189 l,843 0 500 500
176,770 57,925 8:1,556 85,351 208,000 150,000
0 32,157 0 10.623 10.000 0
15,000 2,448 986 172 0 1,500
09
DESCRIPTION
MINERAL ROYALTY INTERESTS
SALE OF SCRAP
SALE OF SURPLUS PROPERTY
MISC. NONOPERATING REVENUE
TOTAL WASTEWATER FUND
SANITATION FUND
RESIDENllAL
COMMER a.AL
COMMERCIAL/NONTAXABLE
INFEcnous WASTE
STA TE SURCHARGE
DEAD ANIMAL PICKUP
MISC.FEES
FORF DISCOUNTS/PENAi.TIES
OTHER OPRTNG: RECYCLING
MISC OPERA TING REVENUES
INTEREST ON INVESTMENTS
BVSWMA/ASSET TRANSFER
SPEC ASSESMENr
RElMBURSED EXPENSES
GRANTS
CONTRIBLTnONS./DONA"nONS
EARNINGS IN JOINT VENTURE
SALE OF SCRAP
SALE OF SURPLUS PROPERTY
MISC. NONOPERA TING REVENUE
TOTAL SANITATION FUNO
$4.000.000 ,.,,.,,""""'"'"'''""'"' $3,900,000
$3.800.000
S3.700.000
S3.SOO,OOO ·
$3,500,000 '':. ':
$3,400,000 ·::;:.::.:'
FY94
FY94
REVENUE HISTORY AND FY 99 ESTIMATES
FY94 FY95 FY96 FY97 FY98 (est.) FY99 Appr.
0 0 0 0 0 0
402 0 92 0 0 lSO
l2.525 15,328 17,685 1,500 lOO s.ooo
l2,600 378 4,287 384 200 l,000
$5,434,439 $5,855,147 $6,119,664 $6,429,329 $6,833,648 $6,741,550
WASTE WATER FUND REVENUE
FY95 FY9S FY97 FY98 (est.) FY99Appr.
1,906,986 1,994,575 2,127,148 2,209,651 2,260,000 2,l03,000
1,063,428 1,295,921 1,361,664 1,374,722 1,400,000 1,358,500
30,569 1,316 5,682 2,705 5,300 5,000
325 0 0 663 0 0
0 0 1.462 1,286 1,300 0
612 250 8ll 806 800 600
125 ISO 3,643 20,085 l,500 200
27,SlS 33,050 39, 146 42,171 44,300 46,500
21,119 62,2) l 33,317 20,078 18,800 22,000
102 0 708 1,523 16,000 100
26,798 39,291 61,380 84,088 77.000 100,000
59,029 52,126 44,658 20.500 16,000 18,400
0 0 0 0 0 0
1,249 0 0 0 0 0
0 0 0 10,000 0 0
5,000 10,000 12,000 0 0 5,000
779,075 0 0 0 0 0
0 0 241 32 0 100
0 41,850 47,500 29.065 0 10,000
23,615 1,380 8,754 907 28,000 1,000
$3,943,702 $3,532.193 $3,748,138 $3,818.282 $3,869,000 $3,670.400
SANITATION FUND REVENUE
FY95 FY96 FY97 FY98 (est) FY99Appc
010
APPENDIXE
CITY OF COLLEGE STATION
CHARTER
ARTICLE V -THE BUDGET
' J
We're Committed
To Excellence ·
ARTICLE V
THE BUDGET
Fiscal Year;
Section 45. The fiscal year of the City of College
Station shall be determined by ordinance of the
Council. Such fiscal year shall also constitute the
budget and accounting year.
Preparation and Submission of Budget;
Section 46. The City Manager, between thirty
(30) and ninety (90) days prior to the beginning of
each fiscal year, shall submit to the City Council a
proposed budget which shall provide a complete
financial plan for the fiscal year, and shall contain the
following:
(1) A budget message, explanatory of the
budget, which shall contain an outline of the
proposed financial policies of the city for the
fiscal year, shall set forth the reasons for
salient changes from the previous fiscal year
in expenditure and revenue items and shall
explain any major changes in financial policy.
(2) A consolidated statement of receipts and
expenditures for all funds.
(3) An analysis of property valuations and the tax
rate, which may be based on an estimated tax
roll prepared by the Central Appraisal
District, if the final roll has not been certified.
(4) All operating funds and resources in detail.
(5) Detailed estimates of expenditures shown
separately for each activity. Such estimates of
expenditures are to include an itemization of
position showing the number of persons
having each title and the total regular pay for
each position.
(6) A revenue and expense statement for all
types of bonds and other obligations of the
city.
(7) A description of all outstanding bonds and
other obligations of the city, showing as to
each issue, the rate or rates of interest, the
date of the issue, the maturity date or dates,
the amount authorized, the amount issued,
and the amount outstanding.
E-1
(8)A schedule of requirements for the principal and
interest on each issue of bonds and other
obligations of the city.
(9) A special funds section.
(10) The appropriation ordinance.
(11) The tax levying ordinance.
Anticipated Revenues Compared With Other
Years in Budget;
Section 4 7. In preparing the budget the City
Manager shall, in the form which he presents to the
City Council, place in parallel columns opposite the
several items of revenue the actual amount of each
item for the last completed fiscal year, the estimated
amount for the current fiscal year, and the proposed
amount for the ensuing fiscal year.
Proposed Expenditures Compared With Other
Years;
Section 48. The City Manager shall, in the
preparation of the budget, place in parallel columns
opposite the various items of expenditures the actual
amount of such items of expenditures for the last
completed fiscal year, the estimated for the current
fiscal year, and the proposed amount for the ensuing
fiscal year.
Budget a Public Record;
Section 49. The budget and all supporting
schedules shall be filed with the City Secretary when
submitted to the City Council and shall be a public
record for inspection by anyone. The City Manager
shall cause copies to be made for distribution to all
interested persons.
Notice of Public Hearing on Budget;
Section 50. At the meeting at which the budget
is submitted, the city council shall fix the time and
place of a public hearing on the budget and shall
cause to be published a notice of the hearing setting
forth the time and place thereof at least five (5) days
before the date of the hearing.
Public Hearing on Budget;
Section 51. At the time and place set for a public
hearing on the budget, or at any time and place to
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
against any item or the amount of any item therein
contained.
Proceedings on Budget After Public Hearing
Amending Or Supplementing Budget;
Section 52. After the conclusion of such public
hearing, the City Council may insert new items or
may increase or decrease the items of the budget,
except items in proposed expenditures fixed by law.
Before inserting any additional item or increasing any
item of appropriation which will increase the total
budget by ten percent or more, it must cause to be
published a notice setting forth the nature of the
proposed increases and fixing a place and time, not
less than five (5) days after publication, at which the
city council will hold a public hearing thereon.
Proceedings on Adoption of Budget;
Section 53. After such further hearing, the City
Council may insert the additional item or items, and
make the increase or increases, to the amount in
each case indicated by the published notice, or to a
lesser amount; but where it shall increase the total
proposed expenditures, it shall also provide for an
increase in the total anticipated revenue to at least
equal such total proposed expenditures.
Vote Required for Adoption;
Section 54. The budget shall be adopted by the
favorable vote of a majority of the members of the
entire city council.
Date of Final Adoption; Failure to Adopt;
Section 55. The budget shall be finally adopted
not later than the twenty-seventh day of the last
month of the fiscal year. Should the City Council take
no final action on or prior to such day, the budget as
submitted by the City Manager shall be deemed to
have been finally adopted.
Effective Date of Budget; Certification; Copies
Made Available;
Section 56. Upon final adoption, the budget
shall be in effect for the fiscal year. A copy of the
budget, as finally adopted, shall be filed with the City
Secretary, the County Clerk of Brazos County and
the State Comptroller of Public Accounts at Austin.
The final budget shall be printed, mimeographed or
otherwise reproduced, and a reasonable number of
copies shall be made available for the use of all
officers, departments and agencies, and for the use of
interested persons and civic organizations.
Budget Establishes Appropriations;
Section 57. From the effective date of the
budget, the several amounts stated therein as
proposed expenditures shall be and become
E-2
appropriated to the several objects and purposes
therein named.
Budget Establishes Amount to be Raised by
Property Tax;
Section 58. From the effective date of the
budget, the amount stated therein as the amount to
be raised by property tax shall constitute a
determination of the amount of the levy for the
purposes of the city in the corresponding tax year.
Contingent Appropriation;
Section 59. Provision shall be made in the
annual budget and in the appropriation ordinance for
a contingent appropriation in an amount not more
than three (3) percent of the total budget expenditure,
to be used in case of unforeseen items of
expenditures. Such contingent appropriation shall be
under the control of the City Manager and distributed
by him, after approval by the City Council.
Expenditures from this appropriation shall be made
only in case of established emergencies and a detailed
account of such expenditures shall be recorded and
reported. The proceeds of the contingent
appropriation shall be disbursed only by transfer to
other departmental appropriation, the spending of
which shall be charged to the departments or
activities for which the appropriations are made.
Estimated Expenditures Shall Not Exceed
Estimated Resources;
Section 60. The total estimated expenditures of
the general fund and debt fund shall not exceed the
total estimated resources of each fund. The
classification of revenue and expenditure accounts
shall conform as nearly as local conditions will permit
to the uniform classification as promulgated by the
Governmental Accounting Standards Board, or some
other nationally accepted classification.
1. If during the fiscal year the City Manager
certifies that there are available for
appropriation revenues in excess of those
estimated in the budget, the City Council, by
ordinance, may make supplemental
appropriations for the year up to the amount
of such excess. Before approval, the council
shall fix the time and place of a public
hearing on the supplemental appropriation
and shall cause to be published a notice in the
official newspaper of the City of College
Station of the hearing setting the time and
place at least five (5) working days before the
date of the hearing.
2. To meet a public emergency affecting life,
health and property of the public peace, the
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
.,
We're Committed
To Excellence
APPENDIXF
FISCAL AND BUDGETARY
POLICY STATEMENTS
We're Committed
To Excellence
FISCAL AND BUDGETARY
POLICY STATEMENTS
I. STATEMENT OF PURPOSE
The larger intent of the following Fiscal and
Budgetary Policy Statements is to enable the City to
achieve a long-term stable and positive financial
condition. The watchwords of the City's financial
management include integrity, prudent stewardship,
planning, accountability, and full disclosure.
The more specific purpose is to provide guidelines to
the Director of Fiscal Services in planning and
directing the City's day-to-day financial affairs and in
developing recommendations to the City Manager
and City Council.
The scope of these policies generally spans, among
other issues, accounting, auditing, financial reporting,
internal controls, operating and capital budgeting,
revenue management, cash and investment
management, expenditure control, asset
management, debt management, and planning
concepts, in order to:
1.) present fairly and with full disclosure the
financial position and results of the financial
operations of the City in conformity to
generally accepted accounting principles
(GAAP), and
2.) determine and demonstrate compliance with
finance related legal and contractual issues in
accordance with provisions of the Texas
Local Government Code and other pertinent
legal documents and mandates.
The City Council will annually review and approve
the Fiscal and Budgetary Policy Statements as part of
the budget process.
II. OPERA TING BUDGET
A. Preparation. Budgeting is an essential
element of the financial planning, control, and
evaluation process of municipal government. The
"operating budget" is the City's annual financial
operating plan. The budget includes all of the
operating departments of the city, the debt service
fund, all capital projects funds, and the internal
service funds of the city. The budget is prepared in
the Office of Management and Budget on a
F-1
cash basis with the cooperation of all City
Departments, and is submitted to the City Manager
who makes any necessary changes and transmits
the document to the City Council. The budget
should be presented to the City Council no later
than six weeks prior to fiscal year end, and should
be enacted by the City Council on or before the
twenty-seventh day of the last month of the
preceding fiscal year.
1. Emp_a.se,d Budget. A proposed budget shall be
prepared by the Manager with the participation
of all of the City's Department Directors within
the provisions of the City Charter.
a. The budget shall include four basic segments
for review and evaluation. These segments
are: (1) personnel costs, (2) base budget for
operations and maintenance costs, 3) service
level adjustments for increases or decreases
to_existing service levels, and (4) revenues.
b. The budget review process shall include
Council participation in the development of
each of the four segments of the proposed
budget and a Public Hearing to allow for
citizen participation in the budget
preparation.
c. The budget process shall span sufficient time
to address policy and fiscal issues by the
Council.
d. A copy of the proposed budget shall be filed
with the City Secretary when it is submitted
to the City Council in accordance with the
provisions of the City Charter.
2. Ac!QpJ:Lo.n. Upon the presentation of a proposed
budget document to the Council, the Council
shall call and publicize a public hearing. The
Council will subsequently adopt by Ordinance
such budget as it may have been amended as
the City's Annual Budget, effective for the fiscal
year beginning October 1.
3. The operating budget will be submitted to the
Government Finance Officers Association
(GFOA) annually for evaluation and
consideration for the Award for Distinguished
Budget Presentation.
B. BAIANCED BUDGET. The operating budget
will be balanced with current revenues, exclusive of
beginning resources, greater than or equal to
current expenditures/expenses. Excess balances
shall be used as capital funds or other non-recurring
expenditures.
C. PlANMNG. The budget process will be
coordinated so as to identify major policy issues for
City Council consideration several months prior to
the budget approval date so that proper decision
analysis can be made. Additionally, long range
planning will be performed such that revenues for
the next three years will be projected and updated
annually, examining their diversity and stability, in
conjunction with other guidelines and using an
objective analytical projection process.
D. REPORTING. Periodic financial reports will be
prepared to enable the Department Managers to
manage their budgets and to enable the Off ice of
Management and Budget to monitor and control
the budget as authorized by the City Manager.
Summary financial reports will be presented to the
City Council monthly within fifteen working days
after the end of each reporting period. Such reports
will be in a format appropriate to enable the City
Council to understand the big picture budget status.
E. CONTROL. Operating Expenditure Control is
addressed in Section IV.C. of these Policies.
F. CONTINGENT APPROPRIATION. Pursuant to
Section 59 of the Charter of the City of College
Station, the City will establish an adequate
contingent appropriation in each of the operating
funds. The expenditure for this appropriation shall
be made only in cases of emergency, and a detailed
account shall be recorded and reported. The
proceeds shall be disbursed only by transfer to
departmental appropriation. The transfer of this
budget appropriation shall be under the control of
the City Manager and may be distributed by him in
amounts not exceeding $15,000 or such amount as
shall be provided by Article 2368a V.T.C.S. as
amended from time to time. Any transfer involving
more than such amounts must be expressly
approved in advance by the City Council.
All transfers from the contingent appropriation will
be evaluated using the following criteria:
1. ls the request of such an emergency nature that
it must be made immediately?
F-2
2. Why was the item not budgeted in the normc
budget process?
3. Why the transfer cannot be made within th.
division or department?
Ill. REVENUE MANAGEMENT.
A. OPTIMUM CHARACTERISTICS. The Citi
will strive for the following optimum characteristi�
in its revenue system:
1. SIMPLICITY. The City, where possible anc
without sacrificing accuracy, will strive to keep th<
revenue system simple in order to reduc<
compliance costs for the taxpayer or servic<
recipient. A corresponding decrease in the City':
cost of collection and a reduction in avoidance tc
pay will thus result. The City will avoid nuisance
taxes or charges as revenue sources.
2. CERTAINTY. A knowledge and understandin!
of revenue sources increases the reliability of the
revenue system. The City will understand it:
revenue sources and enact consistent collectior
policies to provide assurances that the revenu<
base will materialize according to budgets anc
plans.
3. EQUITY. The City shall make every effort tc
maintain equity in its revenue system structure
i.e., the City shall seek to minimize or eliminate
all forms of subsidization between entities, funds
services, utilities, and customers classes.
4. REVENUE ADEQUACY. The City shal
require that there be a balance in the revenu€
system; i.e., the revenue base will have th€
characteristic of fairness and neutrality as i
applies to cost of service, willingness to pay, anc
ability to pay.
5. ADMJNISTRA TION. The benefits of a revenu€
source will exceed the cost of levying anc
collecting that revenue. The cost of collection wil
be reviewed annually for cost effectiveness as <
part of the indirect cost and cost of service:
analysis. Where appropriate, the City will use th€
administrative processes of State or Federa
collection agencies in order to reduc€
administrative costs.
6. DIVERSIFICATION AND STABILITY. /i
diversified revenue system with a stable source o
income shall be maintained. This will help avoi<
instabilities in two particular revenue sources due
to factors such as fluctuations in the economy and
variations in the weather. This stability is also
achieved by a balance between elastic and
inelastic revenue sources.
B. OTHER CONSIDERATIONS. The following.
considerations and issues will guide the City in its
revenue policies concerning specific sources of
funds:
1. COST /BENEFIT OF ABATEMENT. The City
will use due caution in the analysis of any tax or
fee incentives that are used to encourage
development. Ideally, a cost/benefit (fiscal
impact) analysis will be performed as part of such
caution.
2. NON-RECURRING REVENUES. One-time or
non-recurring revenues will not be used to
finance current ongoing operations. Non
recurring revenues should be used only for one
time expenditures such as long-Lived capital
needs. They will not be used for budget balancing
purposes.
3. PROPERTY TAX REVENUES. All real and
business personal property located within the
City shall be valued at 100% of the fair market
value for any given year based on the current
appraisal supplied to the City by the Brazos
County Appraisal District. Reappraisal and
reassessment shall be done at a minimum of
every three years.
A ninety-six and one half percent (96.5%)
collection rate shall serve each year as a goal for
tax collections. All delinquent taxes shall be
aggressively pursued each year by the Tax
Assessor/Collector. Tax accounts delinquent
greater than 90 days shall be submitted for
collection each year to an attorney selected by the
Brazos County Commissions Court. A penalty
shall be assessed on all property taxes delinquent
which shall include all court costs, as well as an
amount for compensation of the attorney as
permitted by State law and in accordance with the
attorney's contract with the County. Annual
performance criteria will be developed for the
attorney and reported to the City Council. The
City Manager may, for budget and forecasting
purposes, use the effective tax rate including new
property values and up to an amount equal to 3%
over the effective tax rate. This policy will allow
the City Manager to justify a tax rate larger than
3% over the effective tax rate based on City
Council directions, needs arising from voter
F-3
authorized bonds, or other extraordinary
conditions as may arise.
4. INTEREST INCOME. Interest earned from
investment of available monies, whether pooled or
not, will be distributed to the funds in accordance
with the equity balance of the fund from which
monies were provided to be invested.
5. USER-BASED FEES AND SERVICE
CHARGES. For services associated with a user fee
or charge, the direct and indirect costs of that
service will be offset by a fee where possible. There
will be an annual review of fees and charges to
ensure that fees provide adequate coverage of costs
of services. User charges may be classified as "Full
Cost Recovery," Partial Cost Recovery," and
"Minimal Cost Recovery," based upon City Council
policy.
Full fee support (80-100%) will be obtained
from enterprise utilities, sanitation service, and
licenses and permits for their associated costs.
Partial fee support (40-70%) will be generated
by charges for ambulance service,
miscellaneous licenses and fines, and all adults
sports programs. Minimum fee support (0-30%)
will be obtained from other parks, recreational,
cultural activities, and youth programs.
6. ENTERPRISE FUND RATES. The City will
review and adopt utility rates annually that will
generate revenues required to fully cover operating
expenditures, meet the legal restrictions of all
applicable bond covenants, and provide for an
adequate level of working capital. .
Additionally, enterprise activity rates will include
transfers to and receive credits from other funds as
follows:
a. General and Administrative Charges.
Administrative costs will be charged to all funds for
services of general overhead, such as
administration, finance, customer billing,
personnel, data processing, engineering, and legal
counsel, and other costs as appropriate. The
charges will be determined through an indirect cost
allocation following accepted practices and
procedures.
b. Payment for Return on Investment. This
transfer will be made in accordance with the
following two methods, not to exceed 10% of
the total estimated operating revenues for the
Water and Waste Water funds, 10.5% for the
Electric fund, and 5.0% for the Solid Waste
Collection_Funds.
(1) In-Lieu·of-franchise-fee. In-lieu-of-
franchise fee will included as a part of the
rate computation at 4% of gross sales
consistent with the franchise rates charged
to investor owned utilities franchised to
operate within the City.
(2) Return on Investment. The Return on
Investment will be calculated at 8% of total
Fund Equity less contributed capital.
7. INTERGOVERNMENTAL REVENUES. The
reliance placed on intergovernmental revenues will
be eliminated. Any potential grants will be examined
for matching requirements. These revenue sources
should be used only for capital improvements that
are consistent with the Capital Improvement Plan
whose operating and maintenance costs have been
included in the operating budget.
8. REVENUE MONITORING. Revenues actually
received will be regularly compared to budgeted
revenues and variances will be investigated. This
process will be summarized in the appropriate
budget report.
IV. EXPENDITURE CONTROL
A. APPROPRIATIONS. The point of budgetary
control is at the department level budget in the
General Fund, and at the fund level in all other
funds. When budget adjustments among
Departments and/or funds are necessary, they
must be approved by the City Council, and must
meet other requirements as outlined in the City
Charter. Budget appropriation amendments at
lower levels of control shall be made in accordance
with the applicable administrative procedures .
B. AMENDMENTS TO THE BUDGET. In
accordance with the City Charter, the budget may
be amended after the following conditions are
met: a) The City Manager certifies that there are
available revenues in excess of those estimated in
the Budget. b) The City Council holds a public
hearing on the supplemental appropriation. c) The
City Council approves the supplemental
appropriation.
C. CENTRAL CONTROL. Modifications within
the operating categories (salaries, supplies,
maintenance, professional services, capital etc.),
can be made with approval of the City Manager.
F-4
Modifications to reserve categories anc
interdepartmental budget totals will be done on!�
by City Council consent with formal briefini:;
agenda approvals.
D. PURCHASING. All City purchases and contract�
shall conform to a competitive bidding process as
set forth in Chapter 252 as amended from time
to time in the Local Government Code of Texas.
If the sealed competitive bidding requiremen1
applies to the contract, the contract shall be
submitted to the Council by the City Manager for
Council approval. Upon Council approval, the
City shall confirm the bid award to the successful
bidder by means of a written City purchase order.
The purchase of goods or services by the City
totaling $1,000.00 to $15,000 shall be awarded
to the successful bidder by the informal bidding
process or through the acquisition of at least
three (3) telephone quotes and thereafter an
issuance of a purchase order through the city's
purchase order systems
l. Any payment for the purchase of goods or
services by the City at a total cost of less than
$1,000 may be made with a Receiving Report,
signed and submitted by the applicable
Department Director to the City's Finance
Department.
E. PROMPT PAYMENT. All invoices approved for
payment by the proper City authorities shall be paid
by Fiscal Services within thirty (30) calendar days
of receipt in accordance with the provisions of
Article 601 f, Section 2 of the State of Texas Civil
Statutes.
The Director of Fiscal Services shall establish and
maintain proper procedures which will enable the
City to take advantage of all purchase discounts,
when possible, except in the instance where
payments can be reasonably and legally delayed in
order to maximize the City's investable cash.
F. RISK MANAGEMENT. The City will aggressively
pursue every opportunity to provide for the
Public's and City employees' safety and to manage
its risks. The goal shall be to minimize the risk of
loss of resources through liability claims with an
emphasis on safety programs. All reasonable
options will be investigated to finance risks. Such
options may include risk transfer, insurance, and
risk retention. Where risk is retained, reserves will
be established based upon actuarial determinations
and not be used for purposes other than for
financing losses.
G. REPORTING. Monthly reports will be prepared
showing actual expenditures compared to the
original budget.
V. CAPITAL BUDGET AND PROGRAM
A. PREPARATION. The City's capital budget will
include all capital projects funds and all capital
resources. The budget will be prepared annually
on a project basis.
The capital budget will be prepared by the Budget
Office with the involvement of responsible
departments.
B. CONTROL. All capital project expenditures must
be appropriated in the capital budget. The Finance
Department must certify the availability of
resources before any capital project contract is
presented to the City Council for approval.
C. PROGRAM PLANMNG. The capital budget will
be taken from capital improvements project plan
for future years. The planning time frame for the
capital improvements project plan should normally
be five years, but a minimum of at least three
years. The replacement and maintenance for
capital items should also be projected for the next
5 years. Future maintenance and operational costs
will be considered so that these costs can be
included in the operating budget.
D. FINANCING PROGRAMS. Where applicable,
assessments, impact fees, pro-rata charges, or
other fees should be used to fund capital projects
which have a primary benefit to specific,
identifiable property owners.
Recognizing that long-term debt is usually a
more expensive financing method, alternative
financing sources will be explored before debt is
issued. When debt is issued, it will be used to
acquire major assets with expected lives which
equal or exceed the average life of the debt
issue.
E. INFRASTRUCTURE MAINTENANCE. The City
recognizes that deferred maintenance increases
future capital costs. Therefore, a portion of the
General Fund budget will be set aside each year to
maintain the quality of the City's infrastructure.
Keeping computer infrastructure current is critical
to the successful provision of services. The
F-5
following policies address the replacement and
enhancement of midrange and microcomputer
systems. The funding level for replacement and
enhancement of the City's AS/400 and Public
Safety computer systems will be approximately
$90,000 annually. 10% of the original cost of all
new microcomputer hardware and software
systems will be included in the operating budget
for the future replacement of that equipment and
software. This will come from the various funds
where the equipment was purchased and utilized.
Replac�ment of all major computer equipment will
be planned for in the annual Technology Plan
prepared to consider all major computer needs for
the next 5 years.
Funding for major maintenance and capital
replacements associated with the City's buildings is
to be approximately $250,000 annually. Major
maintenance and replacement of city owned
parking lot facilities will be funded at
approximately $145, 000 annually. Annually
$400,000 will be designated for reconstruction
and/or maintenance of_residential streets. A
street capital replacement fund will be established
to fund the rehabilitation of thoroughfare within
the city. Annual funding will be approximately
$200,000. These funds will be used to fund a list
of items developed and reviewed during the budget
process.
Replacement schedules should be developed in
order to anticipate this inevitable ongoing and
obsolescence of infrastructure.
As a part of the on going infrastructure
maintenance, the City has established the Fleet
Replacement Fund. This fund will receive
contributions from each of the operating funds in
relation to the estimated replacement cost and
estimated life of each piece of covered
equipment. Additionally annual contributions
from each of the operating funds will be
designated for future replacement of significant
infrastructure systems such as radios and
telecommunication systems.
F. REPORTING. Periodic financial reports will be
prepared to enable the Department Managers to
manage their capital budgets and to enable the
Office of Management and Budget to monitor and
control the capital budget as authorized by the City
Manager. Summary capital project status reports
will be presented to the City Council monthly.
VI. ACCOUNTING, AUDITING, AND
FINANCIAL REPORTING
A. ACCOUNTING. The City is solely responsible for
the reporting of its financial affairs, both internally
and externally. The Director of Fiscal Services is
the City's Chief Fiscal Officer and is responsible
for establishing the Chart of Accounts and for
properly recording financial transactions.
8. AUDITING.
1. Qualifications of the AuditOL. In conformance with
the City's Charter and according to the provisions
of Texas Local Government Code, Title 4,
Chapter 103, the City will be audited annually by
outside independent accountants {"auditor"). The
auditor must be a CPA firm of regional reputation
and must demonstrate that it has the breadth and
depth of staff to conduct the City's audit in
accordance with generally accepted auditing
standards (GAAP) and contractual requirements.
The auditor must be registered as a partnership or
corporation of certified public accountants, holding
a license under Article 41 a-1, Section 9, of the
Civil Statutes of Texas, capable of demonstrating
that it has sufficient staff which will enable it to
conduct the City's audit in accordance with
generally accepted auditing standards as required
by the City Charter and applicable state and
federal laws. The auditor's report on the City's
financial statements will be completed within 120
days of the City's fiscal year end, and the auditor
wilr jointly review the management letter with the
City Council within 30 days of its receipt by the
staff.
In conjunction with their review, the Director of
Fiscal Services shall respond in writing to the City
Manager and City Council regarding the auditor's
Management Letter, addressing the issues
contained therein. The Council shall schedule its
formal acceptance of the auditor's report upon the
resolution of any issues resulting from the joint
review.
2. Resp.ons.iliilLtY. of Auditor to CLty C_Quu.cil. The
auditor is retained by and is accountable directly to
the City Council and will have access to direct
communication with the City Council if the City
Staff is unresponsive to auditor recommendations
or if the auditor considers such communication
necessary to fulfill its legal and professional
responsibilities.
3. Rotation of Auditor. The City will not require an
auditor rotation, but will circulate requests for
proposal for audit services at least every three to
F-6
five years. Year to year authorization to continue
shall be done by May 31 of each year.
C. FINANCIAL REPORTING.
1. Ex.tern.al B.ep_Qt:ting. Upon the completion and
acceptance of the annual audit by the City'�
auditors, the City shall prepare a written
Comprehensive Annual Financial Report (CAFR;
which shall be presented to the Council within
180 calendar days of the City's fiscal year end.
Accuracy and timeliness of the CAFR are the
responsibility of City staff. The CAFR shall be
prepared in accordance with GAAP and shall be
presented annually to the Government Finance
Officer's Association (GFOA) for evaluation and
consideration for the Certificate of Achievement
for Excellence in Financial Reporting. If City
staffing limitations preclude such timely reporting,
the Director of Fiscal Services will inform the City
Council of the delay and the reasons therefor.
2. Internal RePQJiing. The Finance Department will
prepare internal financial reports, sufficient to
plan, monitor, and control the City's financial
affairs. Internal financial reporting objectives are
addressed throughout these policies.
VII. ASSET MANAGEMENT
A. INVESTMENTS. The Director of Fiscal Services
shall promptly invest all City funds with the Bank
Depository in accordance with the provisions of the
current Bank Depository Agreement or in any
negotiable instrument that the Council has
authorized under the provisions of the Public Funds
Investment Act of 1987 as amended, and in
accordance with the City Council approved
Investment Policies.
At the end of each fiscal year a report on investment
performance will be provided to the City Council. In
conjunction with the monthly financial report, the
Director of Fiscal Services shall prepare and provide
a written recapitulation of the City's investment
portfolio to the Council, detailing each City
investment instrument with its rate of return and
maturity date.
B. CASH MANAGEMENT. The City's cash flow will
be managed to maximize the cash available to
invest. Such cash management will entail the
centralization of cash collections, where feasible,
including property tax payments, utility bills,
building and related permits and licenses, and other
collection offices as appropriate.
The Finance Department shall use the facsimile
check signing machine, bearing the signatures of
the City Manager and Director of Fiscal Services.
The Director of Fiscal Services may transfer funds,
via electronic transfer, through verbal instructions to
the City's Depository only for payment of any
obligation of the City under the conditions
applicable to the use of the facsimile machine.
Payment authorization shall be in accordance with
the pay authorization criteria as defined in the
current Bank Depository Agreement, approved by
Council, stipulating the conditions and control
procedures on such activity.
C. FIXED ASSETS AND INVENTORY.. These
assets will be reasonably safeguarded and properly
accounted for, and prudently insured.
A fixed asset of the City shall be defined as a
purchased or otherwise acquired piece of
equipment, vehicle, furniture, fixture, capital
improvement, addition to existing capital
investments, land, buildings or accessioned Library
materials. Recording of fixed assets will be based
on: 1) Office equipment: an original cost or value
of at least $500 and an anticipated useful life of at
least three years. 2) All other equipment or
property with a value of at least $1,000 and a
useful life of at least three years. 3) All books and
library materials purchased for the public library or
books and supplements for the City's legal library.
The City's fixed assets shall be reasonably
safeguarded and properly accounted for and
sufficiently insured. Responsibility for the
safeguarding of the City's fixed assets lies with the
Department Director in whose department the
fixed asset is assigned. The Finance Department
shall supervise the marking of fixed assets with
City numbered property tags and shall maintain
the permanent records of the City's fixed assets
including description, cost, department of
responsibility, date of acquisition, depreciation and
expected useful life. The Finance Department shall
also perform an annual inventory of assets using
random sampling at the department level. Such
inventory shall be performed by the Director of
Fiscal Services or his or her d�signated agent in
the presence of a designated department
personnel from the department of responsibility.
D. COMPUTER SYSTEM/DATA SECURITY.
The City shall provide security of its computer
system and data files through physical security.
F-7
The computer system (CPU) shall be in a location
inaccessible to unauthorized personnel.
VIII. TREASURY
A. CASH MANAGEMENT. Periodic review of cash
flow position will be performed to determine
p�rformance of cash management and investment
policies. A detailed policy structure will be followed
with respect to Cash/Treasury Management. The
underlying theme will be that idle cash will be
invested with the intent to 1 ) safeguard assets, 2)
maintain liquidity, and 3) maximize return. Where
legally permitted, pooling of investments will be
done.
The City will adhere to the investments authorized
through the Public Funds Investment Act of 1987
and any amendments to such act and will
additionally establish a comprehensive Investment
Policies and Guidelines. Such policies will clarify
acceptable investment securities, brokers, terms, and
other pertinent investment information.
IX. DEBT MANAGEMENT
A. DEBT ISSUANCE. The City will issue debt only
for the purpose of acquiring or constructing capital
assets for the general benefit of its Citizens and to
allow it to fulfill its various missions as a city. Debt
may be issued for the purposes of purchasing land
or rights-of-way and/or improvements to land, for
construction projects to provide for the general
good, or for capital equipment. The City will strive
to issue no more than $5 million in total debt
annually in order to retain its small issuer status in
regard to Federal Arbitrage laws.
1. GENERAL OBLIGATION BONDS (GO's).
General obligation bonds will be used only to
fund capital assets of the general government,
are not to be used to fund operating needs of
the City and are backed by the full faith and
credit of the City as well as the ad valorem tax
authority of the City. The term of a bond issue
will not exceed the useful life of the asset(s)
funded by the bond issue and will generally be
limited to no more than twenty (20) years.
General obligation bonds must be authorized by
a vote of the citizens of the City of College
Station.
2. REVENUE BONDS (RB's). Revenue bonds will
be issued to provide for the capital needs of any
activities where the capital requirements are
necessary for continuation or expansion of a
service which produces a revenue and for
which the asset may reasonably be expected to
provide for a revenue stream to fund the debt
service requirements. The term of the
obligation may not exceed the useful life of the
asset{s) to be funded by the bond issue and will
generally be limited to no more than twenty
(20) years.
3. CERTIFICATES OF OBLIGATION, Contract
Obligations, etc.. (CO's). Certificates of
obligation or Contract obligations will be used in
order to fund capital requirements which are not
otherwise covered under either Revenue Bonds or
General Obligation Bonds. Debt service for CO's
may be either from general revenues or backed by
a specific revenue stream or streams or by a
combination of both. Generally CO's will be used
to fund capital assets where full bond issues are
not warranted as a result of the cost of the asset{s)
to be funded through the instrument. The term of
the obligation may not exceed the useful life of the
asset(s) to be funded by the proceeds of the debt
issue and will generally be limited to no more than
ten (10) years.
4. METHOD OF SALE. The City will use a
competitive bidding process in the sale of bonds
unless the nature of the issue warrants a
negotiated bid. In situations where a competitive
bidding process is not elected, the City will publicly
present the reasons why, and the City will
participate with the financial advisor in the
selection of the underwriter or direct purchaser.
5. BIDDING PARAMETERS. The notice of sale
will be carefully constructed so as to ensure the
best possible bid for the City, in light of the
existing market conditions and other prevailing
factors. Parameters to be examined include:
* Limits between lowest and highest coupons
*Coupon requirements relative to the yield
curve
*Method of underwriter compensation,
discount or premium coupons
* Use of TIC VS. NIC
* Use of bond insurance
* Deep discount bonds
* Variable rate bonds
* Call provisions
C. ANALYSIS OF FINANCING
ALTERNATIVES. Staff will explore
alternatives to the issuance of debt for capital
acquisitions and construction projects. These
F-8
alternatives will include, but not be limited to, 1)
grants in aid, 2) use of reserves, 3) use of
current revenues, 4) contributions from
developers and others, 5) leases, and 6) impact
fees.
D. DISCLOSURE. Full disclosure of operations
will be made to the bond rating agencies and
other users of financial information. The City
staff, with the assistance of financial advisors
and bond counsel, will prepare the necessary
materials for presentation to the rating
agencies, will aid in the production of Offering
Statements, and will take responsibility for the
accuracy of all financial information released.
E. FEDERAL REQUIREMENTS. The City will
maintain procedures to comply with arbitrage
rebate and other Federal requirements.
F. DEBT STRUCTURING. The City will issue
bonds with an average !if e of 20 years or less,
not to exceed the life of the asset acquired.
The structure should approximate level debt
service unless operational matters dictate
otherwise or if market conditions indicate a
potential savings could result from modifying
the level payment stream.
Consideration of market factors, such as the
tax-exempt qualification, mm1mum tax
alternative, and so forth will be given during the
structuring of long-term debt instruments.
X. FINANCIAL CONDITIONS, RESERVES, AND
ST ABILITY RATIOS
A. OPERATIONAL COVERAGE. (NO
OPERA TING DEFICITS). The City will
maintain an operational coverage of 1.00, such
that current operating revenues will at least
equal or exceed current operating expenditures.
Deferrals, short-term loans, or one-time sources
will be avoided as budget balancing techniques.
Reserves will be used only for emergencies or
non-recurring expenditures, except when · balances can be reduced because their levels·
exceed guideline minimums as stated in:
Paragraph B, following.
B. OPERA TING RESERVES/FUND BALANCES
1 . The General Fund fund balance should be at
least 15% of the General Fund annual
expenditures. This percentage is the equivalent
of 55 days expenditures. An additional amount
of 2.5% should be maintained for extraordinary
items or contingencies. Cash and Investments
alone should be equivalent to 30 days of
operating expenditures.
2. The Enterprise Fund working capital should be
maintained at the 15% of total operating
expenditures or the equivalent of 55 days. Cash
and Investments alone should be equivalent to
30 days of operations.
3. The Hotel/Motel Fund fund balance should be at
least 15% of the annual budgeted expenditures. -
Adequate reserves are essential due to the
nature of this revenue source and the reliance
organizations have on this revenue source to
maintain ongoing operations.
4. The Fleet Replacement Fund will retain all
contributed and earned cash and investments
and no contributing fund will be allowed to
expend more than its total net contributions in
any fiscal year.
C. LIABILITIES AND RECEIVABLES. Procedures
followed to maximize discounts and reduce
penalties offered by creditors. Current liabilities will
be paid within 30 days of receiving the invoice.
Accounts Receivable procedures will target
collection for a maximum of 30 days from service,
with any receivables aging past 120 days to go to
a collection agency. The Director of Fiscal Services
is authorized to write-off uncollectible accounts
that are delinquent for more than 270 days, if the
proper delinquency procedures have been
followed.
D. CAPITAL AND DEBT SERVICE FUNDS.
1. Monies in the Capital Projects Funds will be
used within 36 months of receipt. Balances will
be used to generate interest income to offset
construction costs.
Revenues in the Debt Service Fund are stable,
based exclusively on property tax revenues and
transfers from other funds. Reserves in the
Debt Service Fund are designed to provide
funding between the date of issuance of new
debt and the time that property tax levies are
adjusted to reflect the additional debt. The fund
balance should not fall below 15% of budgeted
expenditures.
F-9
2. Revenue Obligations will maintain Debt
Coverage Ratios as specified by the bond
covenants.
E. INSURANCE RESERVES. Where risk is
retained by the City in a self-insurance mode, a
reserve will be established based upon actuarial
determination. Such reserve will be used for no
other purposes than for financing losses under the
insurance program.
XI. INTERNAL CONTROLS
A. WRITTEN PROCEDURES. Wherever possible,
written procedures will be established and
maintained by the Director of Fiscal Services for all
functions involving cash handling and/or
accounting throughout the City. These procedures
will embrace the general concepts of fiscal
responsibility set forth in this policy statement.
B.DEPT. MANAGERS RESPONSIBILITIES. Each
Department Manager is responsible to ensure that
good internal controls are followed throughout his
or her Department, that all Finance Department
directives or internal controls are implemented, and
that all independent auditor internal control
recommendations are addressed.
XII. STAFFING AND TRAIMNG
A. ADEQUATE STAFFING. Staffing levels will be
adequate for the fiscal functions of the City to
operate effectively. Overtime shall be used only to
address temporary or seasonal demands that
require excessive hours. Workload shedding
alternatives will be explored before adding staff.
B. TRAINING. The City will support the
continuing education efforts of all financial
staff including the investment in time and
materials for maintaining a current
perspective concerning financial issues. Staff
will be held accountable for communicating,
teaching, and sharing with other staff
members all information and training
materials acquired from seminars,
conferences, and related education efforts.
C. AWARDS, CREDENTIALS, RECOGNITION.
The City will support efforts and involvements
which result in meeting standards and receiving
exemplary recitations on behalf of any of the City's
fiscal policies, practices, processes, products, or
personnel. Staff certifications may include Certified
Public Accountant, Management Accountant,
Certified Internal Auditor, and Certified Cash
Manager. Further, the Director of Fiscal Services
will try to obtain and maintain the designation of
Certified Government Finance Officer as awarded
by the GFOA of Texas.
The City will strive to maintain a high level of
excellence in its accounting policies and practices as
it prepares its CAFR. The CAFR will be presented
to the Governmental Finance Officers Association
for review of qualifications necessary to obtain the
Certificate of Achievement for Excellence in
Financial Reporting. Additionally, the City will
submit its annual budget to GFOA for consideration
for Distinguished Budget Award.
F-10
APPENDIXG
OUTSIDE AGENCY FUNDING
We're Committed
To Excellence
OUTSIDE AGENCY FUNDING
The City funds a number of outside agencies and
organizations each fiscal year. The amount of
funding provided depends on the funds available.
The organizations receive money from the most
appropriate fund. This year organizations and
agencies are receiving funds from the General
Fund, Hotel/Motel Fund, Electric Fund, and the
Solid Waste Collection Fund.
Organizations submit requests for funding to the
City during the budget process in June. They are
asked to submit financial information including a
budget showing revenues and expenses, goals and
objectives of the organization, and the projected
uses of the funds being requested.
These requests are compiled and reviewed by staff
and presented to the City Council during budget
meetings. The City Council makes a final decision
about which organizations will be funded and at
what level.
G-1
After authorizing appropriations, the City Council
approves a contract with each agency that is to
receive funding for the fiscal year. As part of the
contract agreement, each agency agrees to submit
quarterly financial and program reports. Each
agency also agrees to submit an annual report
showing total receipts, expenditures, and fund
balances. This report should summarize program
accomplishments as well as financial data.
The adopted budget for FY 99 is $1,391,789, a 9. 0% increase over the FY 98 revised budget.
This is primarily due to service level adjustments
that increase the recommended funding by $150,760. The amount includes the following: $20,000 for the Arts Council to purchase a
sculpture for outdoor display; $88,260 for the
Convention and Visitor's Bureau for expanded
advertising and tourism promotions; $22,500 for
the Brazos Valley Sports Foundation to increase
funding to year-round; and $20,000 to Brazos
Beautiful for a beautification grant to enhance the
gateways into the City.
CITY OF COLLEGE STATION
OUTSIDE AGENCY FUNDING REQUESTS
APPROVED
FY 97-98 FY 97-98 FY98-99 FY98-99
FY 96-97 REVISED YEAR-END BASE TOTAL
GENERAL FUND ACTUAL BUDGET ESTIMATE REQUEST REQUEST
RSVP $ 0 $ 5,000 $ 5,000 $ 5,000 $ 5,00C
BVCASA 25,000 25,000 25,000 25,000 25,00C
BRAZOS CO. HEALTH DISTRICT 80,584 83,002 83,002 85,500 85,50C
BRAZOS COUNTY SENIOR CITIZENS ASSOCIATION 0 10,000 10,000 0 0
SCA STUDENT AMBASSADOR PROGRAM 9,000 9,000 9,000 9,000 9,00C
NOON LIONS CLUB -4TH OF JULY 6,850 7,175 7,175 8,000 8,00C
$ 121,434 $ 139,177 $ 139,177 $ 132,500 $ 132,50C
HOTEL/MOTEL FUND
ARTS COUNCIL $ 170,000 $ 184,000 $ 184,000 $ 189,029 $ 209,02S
ATHLETIC FEDERATION 7,900 7,900 7,900 0 0
CONVENTION AND VISITORS BUREAU 602,450 533,000 533,000 533,000 621,26(
BRAZOS VALLEY SPORTS FOUNDATION 0 99,500 99,500 99,500 122,00C
NOON LIONS CLUB-4TH OF JULY 6,850 0 0 0 0
BUSH LIBRARY COMMITTEE 94,459 50,000 50,000 50,000 50,00C
BRAZOS BEAUTIFUL (BUSH LIBRARY) 0 50,000 0 50,000 50,00C
TOURNAMENT SUPPORT 0 20,000 2,600 0 0
$ 881,659 $ 944,400 $ 877,000 $ 921,529 $ 1,052,28S
ELECTRIC FUND
ECONOMIC DEVELOPMENT CORPORATION $ 157,000 $ 176,000 $ 176,000 $ 170,000 $ 170,00C
$ 157,000 $ 176,000 $ 176,000 $ 170,000 $ 170,00C
SANITATION FUND
BRAZOS BEAUTIFUL $ 17,000 $ 17,000 $ 17,000 $ 17,000 $ 37,00C
$ 17,000 $ 17,000 $ 17,000 $ 17,000 $ 37,00C
TOTAL AGENCY FUNDING AND REQUEST $ 1,177,093 $ 1,276,577 $ 1,209,177 $ 1,241,029 $ 1,391,789
G-2
APPENDIXH
MISCELLANEOUS STATISTICAL DATA
'·
We're Committed
To Excellence
CllY OF COLLEGE STATION, TEXAS
Year
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998 *
*NOTE:
CONSTRUCTION PERMITS
IAST TEN CALENDAR YEARS
Residential Commercial
Construction Construction
Number Number
of Permits Value of Permits Value
250 12,655,651 225 15,590,672
243 20,279,472 172 3,468,622
229 15,528,105 203 22,085,987
213 12,539,486 56 3,870,491
370 18,933,748 164 17,319,566
475 31,503,185 153 11,648,580
598 44,396,336 316 35,378,164
614 74,312,947 346 21,336,839
634 58,192,760 102 22,577,442
656 58,501,690 131 20,856,558
584 50,488,222 114 46,243,177
499 57 ,317 ,938 69 48,318,044
1998 data are for Jan. - Sept. 1998
Source: City of College Station Building Department
H-1
Number
of Permits
475
415
432
269
534
628
914
960
736
787
698
568
Total
Value
28,246,323
23,748,094
37,614,092
16,409,977
36,253,314
43,151,765
79,774,500
95,649,786
80,770,202
79,358,248
96,731,399
105,635,982
Taxpayer
C.B.L. Management
GTE Southwest
W9/JP-M Real Estate Ltd.
Alkosser, David &
Scott & White Hospital
Wal-Mart Stores East
University Commons
BVMC Inc.
Lane College Station Ltd.
WHG Treenhouse LP.
Total
CITY OF COLLEGE STATION. TEXAS
PRINCIPAL TAXPAYERS
September 30. 1998
1998
Type of Business Assessed Valuation
Retail Mall $50,059,180
Utility 34,424.740
Housing 24,417,115
Housing 23,349,060
Medical 21,756,530
Retail 19,663.030
Housing 16,279,705
Medical 15,907,526
Hotel 12,500,000
Housing 11,850,000
$230,206.886
Source: Brazos County Appraisal District
H-2
Percent of
Total Assessed
Valuation
2.59%
1.78%
1.26%
1.21%
1.13%
1.02%
0.84%
0.82%
0.65%
0.61%
11.92%
CITY OF COLLEGE STATION, TEXAS
PRINCIPAL UTILITY CUSTOMERS
October 1998
FY 1998
Utility Customer Type of Business KWH Consumption
CBL & Associates Retail Mall
City of College Station Municipality
CSISD Schools
Albertsons Retail Grocery
Wal-Mart Stores Inc Retail
Northrop Gruman Manufacturing
College Station Medical Center Hospital
State Headquarters Bldg(f AMU University
Lane C/S Ltd PSP Hotel
US Dept of Agr Government
TOTAL
Source: City of College Station Utility Billing Department
Utility Fund:
Electric Users ( Units Serve
Water Users (Units Served)
Average Electrical Consum
Average Water Consumptio
25,309
21,245
45,612,385 kwh/mo
264,921 mgw/mo
1+3
14,500,900
14,451,092
13,862,801
8,297 ,565
7 ,799,520
7,635,200
5,813,200
5,329,680
5,018,700
4,723,600
72,931,358
Total
Percent of KWH
Consumed
2.65
2.64
2.53
1.52
1.42
1.39
1.06
0.97
0.92
0.86
13.32
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
September 30, 1998
Date incorporated
Date first charter adopted
Date present charter adopted
Form of government
Area in square miles
Year
1938
1948
1958
1968
1978
1988
1989
1990
1992
1994
1995
1996
1997
Miles of streets: Paved
Unpaved
Miles of sidewalks
Miles of sanitary sewer
Fire Protection:
Number of stations
Square Miles
1.50
4.20
7.30
17.3
22.6
27.7
27.7
27.7
28.1
30.0
38.2
38.2
40.8
Number of full-time employees
Police Protection:
Number of employees
Number of patrol units
One jail facility with a capacity of 20
H-4
October, 1938
October, 1938
May, 1992
Council-Manager
214 Miles
2 Miles
30 Miles
223 Miles
4
85
131
22
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
Recreation:
Parks:
Facility
Anderson Park
Arboretum
Bee Creek Park
September 30, 1998
Number of playgrounds
Number of basketball courts
Number of swimming pools
Number of soccer fields
Number of softball/baseball fields
Number of tennis courts
Number of picnic shelters
Number of gyms
Number of volleyball courts
Number of fitness courts
Number of nature trails
Number of open play areas
Number of Picnic Pavilions
Number of Jogging/Walking Trails
Acres Facility
8.94 Luther Jones
17.00 Lion's Park
26.50 Longmire Park
Billie Madley Park 5.13 Merry Oaks
Brison Park 9.20 Oaks Park
Brother's Pond 16.12 Parkway
College Station Pebble Creek
Central Park 47.22 Raintree
Conference Center 2.30 Richard Carter Park
Cy Miller Park 2.50 Sandstone
Eastgate 1.80 Southwest Park Site
Edelweiss 12.30 Southwood Complex
Emerald Forest Park 4.59 Thomas Park
Gabbard Park 10.67 Wayne Smith Park
Georgia K. Fitch 11.30 Wayne Smith Ball Park
Hensel Park-TAMU 29.70 Windwood
Jack and Dorothy Miller Pa 10.00 Wolf pen Creek Park
Lemon Tree Park 15.43 Woodcreek Park
Lick Creek Park 515.50 Woodway Park Site
Lincoln Center 8.00 University Park Site
TOTAL ACREAGE
H-5
34
20
3
22
19
12
12
2
7
4
11
25
10
19
Acres
1.80
1.50
4.16
4.60
7.50
1.90
10.20
12.98
7.14
15.21
4.78
44.70
16.10
2.46
10.80
1.37
19.90
6.60
4.20
10.20
942.3
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
SEPTEMBER 30, 1998
(Continued)
Utility Fund:
Electric Users (Units Served)
Water Users (Units Served)
Average Electrical Consumption:
Average Water Consumption:
Number of Employees:
Electric
Water
Sewer
Water Capacity:
Number of Wells
Combined Capacity of Wells
Number of Ground Storage Tanks
Total capacity 10,000,000 GALS
Number of Elevated Storage Tanks
Total capacity 3,000,000 GALS
Miles of Water Lines
Electric Capacity:
Maximum Capacity
Number of Switching Stations
Number of Substations
Miles of Distribution Lines
Solid Waste Collection Fund:
25,309
21,245
45,612,385 Kwh/mo.
264,921 MGW/Mo.
53.5
30.5
36
5
19,500,000 GAL/day
3
2
230 Miles
170 megawatts
1
3
280
Number of users (units served) 22,199
Landfill size 119 acres
Methodology Curbside pickup using automated containers.
Source: City of College Station
H-6
Education:
Elections:
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
September 30, 1998
(Continued) .
Attendance centers
Number of classrooms
Number of teachers
Number of students
Number of registered voters:
Last general election(B/CS)
Last municipal election
Number of votes cast in:
Last general election
Last municipal election
Percentage of registered voters voting in:
Last general election
Last municipal election
Population:
SOURCE:
Estimate
Census Count
City of College Station
1998
1990
1980
1970
1960
1950
College Station Independent School District
H-7
10
434
522
6,974
70,209
32,174
39,422
4,039
56.15%
12.55%
62,966
52,456
37,296
17,676
11,396
7,925
'·
**NOTE:
SOURCE:
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
September 30, 1998
(Continued)
UNIVERSITY
YEAR PROJECTIONS
1988 39,163
1989 40,492
1990 41,131
1991 40,997
1992 41,092
1993 42,524
1994 42,018
1995 41,790
1996 41,892
1997 41,461
1998 42,000 Estimate
2000 42,000 Estimate
PRIMARY lABOR FORCE FOR COLLEGE STATION
1990 -1998
TOTAL NUMBER NUMBER PERCENT
YEAR LABOR FORCE EMPLOYED UNEMPLOYED 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
1998 28,920 28,449 471 1.6
1998 represents the average employment of January through June.
Texas Employment Commission
H-8
APPENDIX I
THE 1998-1999
BUDGET PROCESS
We're Committed
To Excellence
City of College Station
Budget Process
Feb -May
June
June -July
August
August
August
September
September
October 1
Develop Budget
Materials
•
Council Retreat
Determine 1999 Strategic Issues
Prepare FY 99
Proposed Budget
Present Proposed
FY 99 Budget
to Council
Council Review of
Proposed Budget
,
Public Hearings For
Citizen Input
Council Completes
Review
,
Council Adopts Budget
and Tax Rate
Implement FY 99
Approved Budget
I -1
Dept. Heads Develop
Proposed Budgets
Departments Complete
Budget Requests
May
June
We're Committed
To Excellence
APPENDIXJ
SCHEDULE OF REQUIREMENTS FOR:
GENERAL OBLIGATION BONDS
CERTIFICATES OF OBLIGATION
UTILITY REVENUE BONDS
,;
,J ..
.
We're Committed
To Excellence
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation Bond, Series II 1978
May 15, 1978 -$3,020,000
Street Improvements -$530,00Q; Park System-$1,810,000;
Police Station, Fire Station and Warehouse Maintenance Building -$680,000
PAYMENT PRINCIPAL
DATE AMOUNT
2-15-99 170,000
Net Interest Cost:
Paying Agent:
Underwriter:
INTEREST
RATE
5.80%
$1,879,080
INTEREST
AMOUNT
4,930
TOTAL DUE
ON PAYMENT
DATE
174,930
Moody's:
S&P's:
University National Bank
Rauscher Pierce Securities Corp.
J-1
TOTAL DUE
EACH FISCAL
YEAR
A-1
A+
174,930
PRINCIPAL
AMOUNT
OUTSTANDING
0
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation Bond, Series 1989
November 11, 1989 -$3,225,000
Street Improvements -$2,300,000; Maintenance and Storage Building -$925,000
TOTAL DUE
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL
DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR
12-1-98 225,000 6.50% 7,313 232,313
6-1·99 0 0 232,313
Note: The 1999 through 2004 series of these bonds were defeased by the 1996 GO and refunding bonds.
Effective interest rate:
Net Interest Cost:
Paying Agent:
Underwriter:
6.79%
$1,816,740
Moody's: Aaa
S&P's: AAA
First City, Texas, Houston N.A.
Painweber Inc.
J-2
PRINCIPAL
AMOUNT
OUTSTANDING
1,350,000
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation And Refunding Bond Series 1991
December 23,1991 -$4,625,000
Street Construction and Improvement -$2,750,000; Parks Construction and Improvements -$750,000;
Refund 1991 Series Public Property Finance Contractual Obligations -$1,125,000
TOTAL DUE ON TOTAL DUE
PAYMENT PRINCIPAL INTEREST INTEREST PAYMENT EACH FISCAL
DATE AMOUNT RATE AMOUNT DATE YEAR
2-15-99 225,000 7.50% 55,675 280,675
8-15-99 47,238 47,238 327,913
2-15·00 225,000 5.60% 47,238 272,238
8-15-00 40,938 40,938 313,175
2-15-01 225,000 5.70% 40,938 265,938
8-15·01 34,525 34,525 300,463
2-15-02 225,000 5.80% 34,525 259,525
8·15·02 28,000 28,000 287,525
2-15-03 225,000 6.00% 28,000 253,000
8-15·03 21,250 21,250 274,250
2-15·04 21,250 21,250
8·15·04 21,250 21,250 42,500
2·15·05 21,250 21,250
8·15-05 21,250 21,250 42,500
2·15·06 21,250 21,250
8-15·06 21,250 21,250 42,500
2-15·07 21,250 21,250
8-15·07 21,250 21,250 42,500
2-15·08 21,250 21,250
8-15·08 21,250 21,250 42,500
2-15-09 21,250 21,250
8-15-09 21,250 21,250 42,500
2-15-10 250,000 6.00% 21,250 271,250
8-15-10 13,750 13,750 285,000
2·15-11 250,000 5.50% 13,750 263,750
8-15·11 6,875 6,875 270,625
2-15-12 250,000 5.50% 6,875 256,875
8·15-12 0 0 256,875
Note: Bonds maturing 2004-2009 were defeased by the 1996 GO and refunding series.
Net Interest: $3,157,063 Moody's:
S&P's:
Paying Agent: First City National Bank of Houston
Underwriter: Prudential -Securities Incorporated
J-3
Aaa (INSURED)
AAA (INSURED)
PRINCIPAL
AMOUNT
OUTSTANDING
1,650,000
1,425,000
1,200,000
975,000
750,000
750,000
750,000
750,000
750,000
750,000
750,000
500,000
250,000
0
PAYMENT
DATE
2-15-99
8-15-99
2-15-00
8-15-00
2-15-01
8-15-01
2-15-02
8-15-02
2-15-03
8-15-03
2-15-04
8-15-04
2-15-05
8-15-05
2-15-06
8-16-06
2-15-07
8-15-07
2-15-08
8-15-08
2-15-09
8-15-09
2-15-10
8-15-10
2-15-11
8-15-11
2-15-12
8-15-12
2-15-13
8-15-13
2-15-14
8-15-14
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation And Refunding Bond Series 1994
August 15, 1994 --$6,250,000
Street Construction -$1,750,000; Parks (1990 Authorization) -$250,00
Oversize Bridge (1984 Authorization) -$500,000; Drainage Improvements -$350,000
Refund C.O. Series 1994 -$3,400,00
TOTAL DUE ON TOTAL DUE
PRINCIPAL INTEREST INTEREST PAYMENT EACH FISCAL
AMOUNT RATE AMOUNT DATE YEAR
400,000 7.50% 143,575 543,575
128,575 128,575 672,150
300,000 7.50% 128,575 428,575
117,325 117,325 545,900
300,000 7.50% 117,325 417,325
106,075 106,075 523,400
300,000 7.50% 106,075 406,075
94,825 94,825 500,900
300,000 7.30% 94,825 394,825
83,875 83,875 478,700
300,000 5.50% 83,875 383,875
75,625 75,625 459,500
275,000 5.50% 75,625 350,625
68,063 68,063 418,688
275,000 5.50% 68,063 343,063
60,500 60,500 403,563
275,000 5.50% 60,500 335,500
52,938 52,938 388,438
275,000 5.50% 52,938 327,938
45,375 45,375 373,313
275,000 5.50% 45,375 320,375
37,813 37,813 358,188
275,000 5.50% 37,813 312,813
30,250 30,250 343,063
275,000 5.50% 30,250 305,250
22,688 22,688 327,938
275,000 5.50% 22,688 297,688
15,125 15,125 312,813
275,000 5.50% 15,125 290,125
7,563 7,563 297,688
275,000 5.50% 7,563 282,563
0 0 282,563
Effective Interest Rate: 5.95% Moody's: A-1
Net Interest Cost: $3,421,100 S&P's: A+
Paying Agent: Texas Commerce Bank, N.A.
Underwriting Group: Stephens, Inc.
First Southwest Company
Nations Bank
Eugene C. Palma
FSW Co.
J-4
PRINCIPAL
AMOUNT
OUTSTANDlNG
4,250,000
3,950,000
3,650,000
3,350,000
3,050,000
2,750,000
2,475,000
2,200,000
1,925,000
1,650,000
1,375,000
1,100,000
825,000
550,000
275,000
0
PAYMENT
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B 1995 SERIES
August 1, 1995 --$4,700,000
Street projects -$1,140,000; Northgate -$400,000; Traffic signals -$420,000;
Misc. Drainage -$395,000; Library -$700,000; Fire station relocation -$935,000;
Park development and improvements -$280,000; Land purchase -$430,000
TOTAL DUE
PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL
PRINCIPAL
AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING
2-15-99 250,000
8-15-99
2-15-00 250,000
8-15-00
2-15-01 250,000
8-15-01
2-15-02 250,000
8-15-02
2-15-03 250,000
8-15-03
2-15-04 300,000
8-15-04
2-15-05 300,000
8-15-05
2-15-06 300,000
8-16-06
2-15-07 300,000
8-15-07
2-15-08 300,000
8-15-08
2-15-09 350,000
8-15-09
2-15-10 350,000
8-15-10
2-15-11 350,000
8-15·11
2-15-12 350,000
8-15-12
2-15-13 350,000
8-15-13
Effective Interest Rate:
Net Interest Cost:
Paying Agent:
Underwriting Group:
7.00%
7.00%
7.00%
7.00%
7.00%
6.00%
5.10%
5.25%
5.25%
5.25%
5.25%
5.25%
5.25%
5.25%
5.25%
5.5334%
$2,795,038
129,963
121,213
121,213
112,463
112,463
103,713
103,713
94,963
94,963
86,213
86,213
77,213
77,213
69,563
69,563
61,688
61,688
53,813
53,813
45,938
45,938
36,750
36,750
27,563
27,563
18,375
18,375
9,188
9,188
0
379,963
121,213
371,213
112,463
362,463
103,713
353,713
94,963
344,963
86,213
386,213
77,213
377,213
69,563
369,563
61,688
361,688
53,813
353,813
45,938
395,938
36,750
386,750
27,563
377,563
18,375
368,375
9,188
359,188
0
Moody's:
S&P's:
Texas Commerce Bank National Association
Merrill Lynch, Pierce, Ferris & Smith, Inc.
Robert W. Baird & Co., Inc.
Raymond James & Associates, Inc.
DLS Securities
Service Asset Management
J-5
501,175 4,250,000
483,675 4,000,000
466,175 3,750,000
448,675 3,500,000
431,175 3,250,000
463,425 2,950,000
446,775 2,650,000
431,250 2,350,000
415,500 2,050,000
399,750 1,750,000
432,688 1,400,000
414,313 1,050,000
395,938 700,000
377,563 350,000
359,188 0
Aaa
AAA
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B and Refunding 1996 Series
Dec. 1, 1996 -$11,845,000
Streets, Sidewalks, and Traffic · 2,580,000; Drainage · 370,000; Library· 1,200,000;
Park· 1,150,000; Refund Series 1987 • 3,795,000; Refund Series 1989 G.O. -1,350,000;
Refund Series 1991 G.O. · 1,425,000
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING
2-15-99 1,170,000 7.50% 323,526 1,493,526
8·16-99 279,651 279,651 1,773,178 10,170,000
2-16-00 1,370,000 5.00% 279,651 1,649,651
8-15-00 245,401 245,401 1,895,053 8,800,000
2-15-01 875,000 6.50% 245,401 1,120,401
8-15-01 216,964 216,964 1,337,365 7,925,000
2-15-02 875,000 6.50% 216,964 1,091,964
8-15-02 188,526 188,526 1,280,490 7,050,000
2-15-03 880,000 6.50% 188,526 1,068,526
8-16-03 159,926 159,926 1,228,453 6,170,000
2-16-04 1,100,000 4.70% 159,926 1,259,926
8-15-04 134,076 134,076 1,394,003 5,070,000
2-15-05 640,000 4.80% 134,076 774,076
8·15-05 118,716 118,716 892,793 4,430,000
2-15-06 420,000 4.90% 118,716 538,716
8-15-06 108,426 108,426 647,143 4,010,000
2-15-07 450,000 5.05% 108,426 558,426
8-15-07 97,064 97,064 655,490 3,560,000
2-15-08 460,000 5.05% 97,064 557,064
8-15-08 85,449 85,449 642,513 3,100,000
2-15-09 465,000 5.15% 85,449 550,449
8-15-09 73,475 73,475 623,924 2,635,000
2·15-10 270,000 5.25% 73,475 343,475
8-15-10 66,388 66,388 409,863 2,365,000
2-15-11 285,000 5.35% 66,388 351,388
8-15-11 58,764 58,764 410,151 2,080,000
2-15-12 300,000 5.45% 58,764 358,764
8-15-12 50,589 50,589 409,353 1,780,000
2-15-13 315,000 5.50% 50,589 365,589
8-15-13 41,926 41,926 407,515 1,465,000
2-15-14 335,000 5.50% 41,926 376,926
8-15-14 32,714 32,714 409,640 1,130,000
2-15-15 355,000 5.55% 32,714 387,714
8-15-15 22,863 22,863 410,576 775,000
2-15-16 375,000 5.90% 22,863 397,863
8-15-16 11,800 11,800 409,663 400,000
2-15-17 400,000 5.90% 11,800 411,800 411,800 0
Net Interest: $ 5,458,206 Moody's: Aaa
S&P's: AAA
Paying Agent: Texas Commerce Bank National Association
J-6
ESTIMATED DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. 1998 SERIES
April 1, 1998 -$6,200,000
Streets, Sidewalks, and Traffic -$3,303,000; Drainage Improvements -$462,000;
Library -$735,000; Land and Fire Station -$430,000; Parks -$1,270,000
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING
2-15-99 285,636 285,636
8-15-99 163,741 163,741 449,377 6,200,000
2-15-00 215,000 6.50% 163,741 378,741
8-15-00 156,753 156,753 535,494 5,985,000
2-15-01 230,000 6.50% 156,753 386,753
8-15-01 149,278 149,278 536,031 5,755,000
2-15·02 240,000 6.50% 149,278 389,278
8-15-02 141,478 141,478 530,756 5,515,000
2-15-03 255,000 6.50% 141,478 396,478
8-15-03 133,191 133,191 529,669 5,260,000
2-15-04 265,000 6.50% 133,191 398,191
8-15-04 124,578 124,578 522,769 4,995,000
2-15-05 280,000 6.50% 124,578 404,578
8-15-05 115,478 115,478 520,056 4,715,000
2-15-06 295,000 4.50% 115,478 410,478
8-15-06 108,841 108,841 519,319 4,420,000
2-15-07 310,000 4.55% 108,841 418,841
8-15-07 101,788 101,788 520,629 4,110,000
2-15-08 325,000 4.65% 101,788 426,788
8-15-08 94,232 94,232 521,020 3,785,000
2-15-09 340,000 4.70% 94,232 434,232
8-15-09 86,242 86,242 520,474 3,445,000
2-15-10 360,000 4.75% 86,242 446,242
8-15-10 77,692 77,692 523,934 3,085,000
2-15-11 380,000 4.85% 77,692 457,692
8-15-11 68,477 68,477 526,169 2,705,000
2-15-12 395,000 5.00% 68,477 463,477
8-15-12 58,602 58,602 522,079 2,310,000
2-15-13 415,000 5.00% 58,602 473,602
8-15-13 48,227 48,227 521,829 1,895,000
2-15-14 440,000 5.00% 48,227 488,227
8-15-14 37,227 37,227 525,454 1,455,000
2-15-15 460,000 5.10% 37,227 497,227
8-15-15 25,497 25,497 522,724 995,000
2-15-16 485,000 5.13% 25,497 510,497
8-15-16 13,069 13,069 523,566 510,000
2-15-17 510,000 5.13% 13,069 523,069 523,069 0
Net Interest Cost: $ 3,694,415 Moody's: Aaa
S&P's: AAA
Paying Agent: Chase Bank of Texas
J-7
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 1999 ESTIMATE
PRINCIPAL· $3,052,000 AT 5.5% INTEREST
Streets • $2,392,000; Northgate and Sidewalk Improvements -$220,000; Traffic Management -$440,000
ESTIMATED ESTIMATED ESTIMATED
PRINCIPAL ESTIMATED INTEREST TOTAL DUE ON TOTAL DUE PRINCIPAL AMOUNT
DATE AMOUNT INTEREST RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
3,052,000
2-15-00 0 139,883 139,883
8-15-00 83,939 83,930 223,813 3,052,000
2-15-01 105,000 5.5000% 83.930 188,930
8-15-01 81,043 81,043 269,973 2,947,000
2-15-02 110,000 5.5000% 81,043 191,043
8-15-02 78,018 78,018 269,060 2,837,000
2-15-03 120,000 5.5000% 78,018 198,018
8-15-03 74,718 74,718 272,735 2,717,000
2-15-04 125,000 5.5000% 74,718 199,718
8-15-04 71,280 71,280 270,998 2,592,000
2-15-05 130,000 5.5000% 71,280 201,280
8-15-05 67,705 67,705 268,985 2,462,000
2-15-06 135,000 5.5000% 67,705 202,705
8-15-06 63,993 63.993 266,698 2,327,000
2-15-07 145,000 5.5000% 63,993 208.993
8-15-07 60,005 60,005 268,998 2,182,000
2-15-08 150.000 5.5000% 60.005 210,005
8-15-08 55,880 55,880 265,885 2,032,000
2-15-09 160,000 5.5000% 55,880 215,880
8-15-09 51,480 51,480 267,360 1,872,000
2-15-10 170,000 5.5000% 51,480 221,480
8-15-10 46,805 46,805 268,285 1,702,000
2-15-11 175,000 5.5000% 46,805 221,805
8-15-11 41,993 41,993 263,798 1,527,000
2-15-12 185,000 5.5000% 41,993 226,993
8-15-12 36,905 36,905 263,898 1,342,000
2-15-13 195,000 5.5000% 36,905 231,905
8-15-13 31,543 31,543 263,448 1,147,000
2-15-14 205,000 5.5000% 31,543 236,543
8-15-14 25.905 25,905 262,448 942.000
2-15-15 215,000 5.5000% 25,905 240,905
8-15-15 19,993 19,993 260,898 727,000
2-15-16 230,000 5.5000% 19,993 249,993
8-15-16 13,668 13,668 263,660 497,000
2-15-17 240,000 5.5000% 13,668 253,668
8-15-17 7,068 7,068 260,735 257,000
2-15-18 257,000 5.5000% 7,068 264,068 264,068 0
J-8
PAYMENTD
ATE
6-15-99
PRINCIPAL
AMOUNT
26,200
Interest Rate: 12.00%
Net Interest: $ 3 77 ,280
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificate of Obligation #8
June 15, 1984, $393,000
UTILITY SERVICE CENTER lANO
INTEREST
RATE
12.00%
TOTAL DUE ON
INTEREST PAYMENT
AMOUNT DATE
3,144 29,344
Paying Agent: F.M. AND OLIVE ARNOLD
J-9
PRINCIPAL
AMOUNT
OUTSTANDING
0
PAYMENT
DATE
2/15/99
8/18/99
2/15/00
Interest Rate:
Net Interest:
Paying Agent:
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, SERIES 1995
August 15, 1995, $2,015,000
Computer Networking Equipment -$150,000; AS400 Computer Replacement -$575,000
800 Megahertz Radio System -$1,290,000
PRINCIPAL
PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT
AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
405,000 5.30% 21,465 426,465
10,733 10,733 437,198 405,000
405,000 5.30% 10,733 415,733 0
5.30%
$ 255,620
First Interstate Bank of Texas, N.A., Houston
J-10
PAYMENT
DATE
2/15/99
8/15/99
2/15/00
8/15/00
2/15/01
8/15/01
2/15/02
8/15/02
2/15/03
8/15/03
2/15/04
8/15/04
2/15/05
8/15/05
2/15/06
8/15/06
2/15/07
8/15/07
2/15/08
8/15/08
2/15/09
8/15/09
2/15/10
8/15/10
2/15/11
8/15/11
2/15/12
8/15/12
2/15/13
8/15/13
2/15/14
8/15/14
2/15/15
8/15/15
2/15/16
8/15/16
2/15/17
T.l.C.:
Net Interest:
PRINClPAL
AMOUNT
195,000
200,000
215,000
225,000
235,000
250,000
260,000
275,000
290,000
300,000
320,000
335,000
350,000
370,000
390,000
410,000
430,000
450,000
5.2202%
$ 3,346,627
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates Of Obligation, SERIES 1998
April 1, 1998, $5,500,000
Wolf Pen Creek Convention Center
INTEREST INfEREST
RATE AMOUNT
261,307
149,794
7.30% 149,794
142,676
7.30% 142,676
135,376
7.30% 135,376
127,529
7.30% 127,529
119,316
7.30% 119,316
110,739
4.55% 110,739
105,051
4.60% 105,051
99,071
4.70% 99,071
92,609
4.80% 92,609
85,649
4.90% 85,649
78,299
5.00% 78,299
70,299
5.05% 70,299
61,840
5.10% 61,840
52,915
5.10% 52,915
43,480
5.15% 43,480
33,438
5.15% 33,438
22,880
5.20% 22,880
11,700
5.20% 11,700
Moody's:
S.&P.'s:
TOTAL DUE
ON PAYMENT
Aaa
AAA
DATE
261,307
149,794
344,794
142,676
342,676
135,376
350,376
127,529
352,529
119,316
354,316
110,739
360,739
105,051
365,051
99,071
374,071
92,609
382,609
85,649
385,649
78,299
398,299
70,299
405,299
61,840
411,840
52,915
422,915
43,480
433,480
33,438
443,438
22,880
452,880
11,700
461,700
Paying Agent: First lnterstate Bank of Texas, N.A., Houston
J-11
PRINCIPAL
TOTAL DUE AMOUNT
EACH YEAR OUTSTANDING
5,500,000
5,500,000
411,101
5,305,000
487,470
5,105,000
478,053
4,890,000
477,905
4,665,000
471,845
4,430,000
465,055
4,180,000
465,790
3,920,000
464,123
3,645,000
466,680
3,355,000
468,258
3,055,000
463,948
2,735,000
468,598
2,400,000
467,139
2,050,000
464,755
1,680,000
466,395
1,290,000
466,918
880,000
466,318
450,000
464,580
461,700 0
ESTIMATED DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 1999
Principal --$836,000 Interest rate--5.5%
Street Projects
ESTIMATED
ESTIMATED ESTIMATED ESTIMATED TOTAL DUE PRINCIPAL
PRINCIPAL INTEREST INTEREST ON PAYMENT TOTAL DUE AMOUNT
DATE AMOUNT RATE AMOUNT DATE EACH YEAR OUTSTANDING
836,000
2/15/00 0 40,105 40,105
8/15/00 22,990 22,990 63,095 836,000
2/15/01 30,000 5.50% 22,990 52,990
8/15/01 22,165 22,165 75,155 806,000
2/15/02 30,000 5.50% 22,165 52,165
8/15/02 21,340 21,340 73,505 776,000
2/15/03 30,000 5.50% 21,340 51,340
8/15/03 20,515 20,515 71,855 746,000
2/15/04 35,000 5.50% 20,515 55,515
8/15/04 19,553 19,553 75,068 711,000
2/15/05 35,000 5.50% 19,553 54,553
8/15/05 18,590 18,590 73,143 676,000
2/15/06 35,000 5.50% 18,590 53,590
8/15/06 17,628 17,628 71,218 641,000
2/15/07 40,000 5.50% 17,628 57,628
8/15/07 16,528 16,528 74,155 601,000
2/15/08 40,000 5.50% 16,528 56,528
8/15/08 15,428 15,428 71,955 561,000
2/15/09 45,000 5.50% 15,428 60,428
8/15/09 14,190 14,190 74,618 516,000
2/15/10 45,000 5.50% 14,190 59,190
8/15/10 12,953 12,953 72,143 471,000
2/15/11 50,000 5.50% 12,953 62,953
8/15/11 11,578 11,578 74,530 421,000
2/15/12 50,000 5.50% 11,578 61,578
8/15/12 10,203 10,203 71,780 371,000
2/15/13 55,000 5.50% 10,203 65,203
8/15/13 8,690 8,690 73,893 316,000
2/15/14 55,000 5.50% 8,690 63,690
8/15/14 7,178 7,178 70,868 261,000
2/15/15 60,000 5.50% 7,178 67,178
8/15/15 5,528 5,528 72,705 201,000
2/15/16 65,000 5.50% 5,528 70,528
8/15/16 3,740 3,740 74,268 136,000
2/15/17 65,000 5.50% 3,740 68,740
8/15/17 1,953. 1,953 70,693 71,000
2/15/18 71,000 5.50% 1,953 72,953 72,953 0
J-12
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
UTILITY REVENUE BONDS
ALL SERIES THROUGH 1999
FISCAL Total Due Each
YEAR PRINCIPAL INTEREST Fiscal Year
FY99 3,591,200 2,175,882 5,767,082
FYOO 3,595,000 2,354,716 5,949,716
FY01 3,220,000 2,043,765 5,263,765
FY02 2,395,000 1,880,628 4,275,628
FY03 2,415,000 1,749,733 4,164,733
FY04 2,435,000 1,620,425 4,055,425
FYOS 2,565,000 1,485,080 4,050,080
FY06 2,585,000 1,345,828 3,930,828
FY07 2,135,000 1,218,233 3,353,233
FY08 2,180,000 1,099,863 3,279,863
FY09 2,215,000 978,043 3,193,043
FY10 2,270,000 852,410 3,122,410
FY11 2,305,000 723,154 3,028,154
FY12 2,360,000 590,379 2,950,379
FY13 2,415,000 454,440 2,869,440
FY14 2,220,000 323,193 2,543,193
FY15 1,450,000 220,903 1,670,903
FY16 1,515,000 139,754 1,654,754
FY17 1,285,000 62,993 1,347,993
FY18 505,000 13,888 518,888
Utility Revenue Bond Debt Service
6,000,000 ---------
-
5,000,000 ._. I-·-----·-
-
4,000,000 --------
-3,000,000 -----· -'--L--,_ _ ..... _I"""'
-
2,000,000 . � - --- -----
Principal
Outstanding
OCT. 1
45,656,200
42,065,000
38,470,000
35,250,000
32,855,000
30,440,000
28,005,000
25,440,000
22,855,000
20,720,000
18,540,000
16,325,000
14,055,000
11,750,000
9,390,000
6,975,000
4,755,000
3,305,000
1,790,000
505,000
OINTEREST I •PRINCIPAL
1,000,000 - -
0 ·��·-··-
, _ --lit., -
� 0 - N M � � � � 00 � 0 - N M � � � � 00 � 0 0 0 0 0 0 0 0 0 0 - - --- - -- -
� � � � � � � � � � � � � � � � � � � �
J-13
PAYMENT
DATE
2-1-99
8-1-99
2-1-00
8-1-00
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds, 1990 SERIES
November l, 1990, $4,800,000
Electric -$1,500,000; Water -$1,000,000; Wastewater -$2,300,000
TOTAL DUE
ON
PRINCIPAL INTEREST INTEREST PAYMENT TOTAL DUE
AMOUNT RATE AMOUNT DATE EACH YEAR
400,000 6.88% 26,750 426,750
13,000 13,000 439,750
400,000 6.50% 13,000 413,000
0 0 413,000
Note: The 2001 series through the 2006 series of these bonds were defeased by 1996 URB and
refunding bonds.
Net Interest Cost: $2,215,875 Moody's: Aaa
Paying Agent:
Underwriter:
S. & P.'s: AAA
First City National Bank of Houston
Prudential-Bache Securities, Mgr.
J-14
PRINCIPAL
AMOUNT
OUTSTANDING
3,000,000
2,600,000
PAYMENT PRINCIPAL
DATE AMOUNT
2-1-99 270,000
8-1-99
2-1-00 1,140,000
8-1-00
2-1-01 250,000
8-1-01
2-1-02 250,000
8-1-02
2-1-03 250,000
8-1-03
2-1-04 250,000
8-1-04
2-1-05 250,000
8-1-05
2-1-06 250,000
8-1-06
2-1-07 250,000
8-1-07
2-1-08 250,000
8-1-08
2-1-09 250,000
8-1-09
2-1-10 250,000
8-1-10
2-1-11 250,000
8-1-11
2-1-12 250,000
8-1-12
2-1-13 250,000
Net Interest Cost:
Paying Agent:
Underwriting Group:
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds, 1993 SERIES
June 30, 1993 -$5,850,000
Electric Projects -$1,000,000; Sewer Projects $3,700,000;
Refunding Bonds (Series 1985) -$1,150,000
INTEREST INTEREST TOTAL DUE ON TOTAL DUE
RATE AMOUNT PAYMENT DATE EACH YEAR
4.20% 116,813 386,813
111,143 111,143 497,955
4.40% 111,143 1,251,143
86,063 86,063 1,337,205
4.60% 86,063 336,063
80,313 80,313 416,375
4.80% 80,313 330,313
74,313 74,313 404,625
5.00% 74,313 324,313
68,063 68,063 392,375
5.10% 68,063 318,063
61,688 61,688 379,750
5.25% 61,688 311,688
55,125 55,125 366,813
5.40% 55,125 305,125
48,375 48,375 353,500
5.40% 48,375 298,375
41,625 41,625 340,000
5.50% 41,625 291,625
34,750 34,750 326,375
5.50% 34,750 284,750
27,875 27,875 312,625
5.50% 27,875 277,875
21,000 21,000 298,875
5.60% 21,000 271,000
14,000 14,000 285,000
5.60% 14,000 264,000
7,000 7,000 271,000
5.60% 7,000 257,000 257,000
$2,982,148 Moody's: Aaa
S&P's: AAA
Texas Commerce Bank National Association, Houston, TX
Rauscher Pierce Refsnes, Inc.
Masterson Moreland Sauer Whisman, Inc.
Alex. Brown & Sons, Inc.
J-15
PRINCIPAL
AMOUNT
OUTSTANDING
·4,390,000
3,250,000
3,000,000
2,750,000
2,500,000
2,250,000
2,000,000
1,750,000
1,500,000
1,250,000
1,000,000
750,000
500,000
250,000
0
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds • SERIES 1994
October 1, 1994, $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
2-1-99 825,000 6.40% 397,031 1,222,031
8-1-99 370,631 370,631 1,592,663 12,375,000
2-1-00 825,000 6.40% 370,631 1,195,631
8-1-00 344,231 344,231 1,539,863 11,550,000
2-1-01 825,000 6.40% 344,231 1,169,231
8-1·01 317,831 317,831 1,487,063 10,725,000
2·1·02 825,000 6.40% 317,831 1,142,831
8-1-02 291,431 291,431 1,434,263 9,900,000
2-1-03 825,000 5.40% 291,431 1,116,431
8-1-03 269,156 269,156 1,385,588 9,075,000
2-1-04 825,000 5.50% 269,156 1,094,156
8·1-04 246,469 246,469 1,340,625 8,250,000
2·1-05 825,000 5.70% 246,469 1,071,469
8-1-05 222,956 222,956 1,294,425 7,425,000
2-1-06 825,000 5.75% 222,956 1,047,956
8-1-06 199,238 199,238 1,247,194 6,600,000
2·1-07 825,000 5.85% 199,238 1,024,238
8-1-07 175,106 175,106 1,199,344 5,775,000
2·1·08 825,000 5.90% 175,106 1,000,106
8-1-08 150,769 150,769 1,150,875 4,950,000
2-1-09 825,000 6.00% 150,769 975,769
8-1-09 126,019 126,019 1,101,788 4,125,000
2-1-10 825,000 6.10% 126,019 951,019
8-1-10 100,856 100,856 1,051,875 3,300,000
2·1·11 825,000 6.15% 100,856 925,856
8-1-11 75,488 75,488 1,001,344 2,475,000
2-1-12 825,000 6.20% 75,488 900,488
8-1-12 49,913 49,913 950,400 1,650,000
2-1-13 825,000 6.10% 49,913 874,913
8-1-14 24,750 24,750 899,663 825,000
2-1-14 825,000 6.00% 24,750 849,750 849,750 0
Net Interest Cost: $9,757,825 Moody's: Aaa
Effective Interest Rate: 6.0140% S & P's: AAA
Paying Agent: Texas Commerce Bani<, N.A.
Underwriting Group: Prudential Securities, Inc.
J-16
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 EACffYEAR OUTSTANDING
2-1-99 300,000 6.25% 155,550 455,550
8-1-99 146,175 146,175 601,725 5,100,000
2-1-00 300,000 6.25% 146,175 446,175
8-1-00 136,800 136,800 582,975 4,800,000
2-1-01 300,000 6.25% 136,800 436,800
8-1-01 127,425 127,425 564,225 4,500,000
2-1-02 300,000 6.25% 127,425 427,425
8-1-02 118,050 118,050 545,475 4,200,000
2-1-03 300,000 6.25% 118,050 418,050
8-1-03 108,675 108,675 526,725 3,900,000
2-1-04 300,000 6.25% 108,675 408,675
8-1-04 99,300 99,300 507,975 3,600,000
2-1-05 300,000 6.25% 99,300 399,300
8-1-05 89,925 89,925 489,225 3,300,000
2-1-06 300,000 5.25% 89,925 389,925
8-1-06 82,050 82,050 471,975 3,000,000
2-1-07 300,000 5.30% 82,050 382,050
8-1-07 74,100 74,100 456,150 2,700,000
2-1-08 300,000 5.40% 74,100 374,100
8-1-08 66,000 66,000 440,100 2,400,000
2-1-09 300,000 5.50% 66,000 366,000
8-1-09 57,750 57,750 423,750 2,100,000
2-1-10 300,000 5.50% 57,750 357,750
8-1-10 49,500 49,500 407,250 1,800,000
2-1-11 300,000 5.50% 49,500 349,500
8-1-11 41,250 41,250 390,750 1,500,000
2-1-12 300,000 5.50% 41,250 341,250
8-1-12 33,000 33,000 374,250 1,200,000
2-1-13 300,000 5.50% 33,000 333,000
8-1-13 24,750 24,750 357,750 900,000
2-1-14 300,000 5.50% 24,750 324,750
8-1-14 16,500 16,500 341,250 600,000
2-1-15 300,000 5.50% 16,500 316,500
8-1-15 8,250 8,250 324,750 300,000
2-1-16 300,000 5.50% 8,250 308,250 308,250 0
Net Interest Cost: $3,722,850 Moody·s: Aaa
Effective Interest Rate: 5.64% S&P's: AAA
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-17
PAYMENT
DATE
2-1-99
8-1-99
2-1-00
8-1-00
2-1-01
8-1-01
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Refunding Bonds -TAXABLE SERIES 1995
July 1, 1995 -$7,125,000
THIS SERIES ISSUED TO REFUND $7,085,000 OF 1985 SERIES
PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE
AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR
1,510,000 7.10% 103,865 1,613,865
50,260 50,260 1,664,125
560,000 7.15% 50,260 610,260
30,240 30,240 640,500
840,000 7.20% 30,240 870,240
0 870,240
Net Interest Cost: $1,461,048
Paying Agent:
Underwriting Group:
First Interstate Bank of Texas, N.A.
First Interstate Bank of Texas, N.A.
First American Bank
J-18
PRINCIPAL
AMOUNT
OUTSTANDING
1,400,000
840,000
0
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds -SERIES 1996
December l, 1996, $10,110,000
Electric Proj ects · $3,700,000; Water Projects· $3,200,000;
Wastewater Projects · $500,000; Refunding (URB SERIES 1990, Years 2001 · 2006) • $2,710,000
PRINCIPAL
PAYMENT PRINClPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
2-1-99 260,000 4.15% 246,998 506,998
8-1-99 241,603 241,603 748,600 9,600,000
2-1-00 270,000 4.30% 241,603 511,603
8-1-00 235,798 235,798 747,400 9,330,000
2-1-01 680,000 4.40% 235,798 915,798
8-1-01 220,838 220,838 1,136,635 8,650,000
2-1-02 685,000 4.50% 220,838 905,838
8-1-02 205,425 205,425 1,111,263 7,965,000
2-1-03 690,000 4.60% 205,425 895,425
8-1-03 189,555 189,555 1,084,980 7,275,000
2-1-04 700,000 4.70% 189,555 889,555
8-1-04 173,105 173,105 1,062,660 6,575,000
2·1·05 805,000 4.80% 173,105 978,105
8-1-05 153,785 153,785 1,131,890 5,770,000
2-1-06 810,000 4.90% 153,785 963,785
8·1·06 133,940 133,940 1,097,725 4,960,000
2·1·07 340,000 5.05% 133,940 473,940
8-1-07 125,355 125,355 599,295 4,620,000
2·1·08 360,000 5.05% 125,355 485,355
8·1-08 116,265 116,265 601,620 4,260,000
2-1-09 375,000 5.15% 116,265 491,265
8-1-09 106,609 106,609 597,874 3,885,000
2-1-10 400,000 5.25% 106,609 506,609
8·1·10 96,109 96,109 602,718 3,485,000
2·1·11 420,000 5.35% 96,109 516,109
8·1·11 84,874 84,874 600,983 3,065,000
2·1·12 445,000 5.45% 84,874 529,874
8·1·12 72,748 72,748 602,621 2,620,000
2-1·13 470,000 5.50% 72,748 542,748
8·1·13 59,823 59,823 602,570 2,150,000
2-1-14 495,000 5.50% 59,823 554,823
8·1·14 46,210 46,210 601,033 1,655,000
2-1-15 520,000 5.55% 46,210 566,210
8·1·15 31,780 31,780 597,990 1,135,000
2·1·16 550,000 5.60% 31,780 581,780
8-1-16 16,380 16,380 598,160 585,000
2·1·17 585,000 5.60% 16,380 601,380 617,760 0
Net Interest Cost: $ 5,702,533 Moody's: Aaa
S&P's: AAA
Paying Agent: Texas Commerce Bank National Association
Underwriters: Southwest Securities
Rauscher Pierce Refsnes, Inc.
Coastal Securities
J-19
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds -SERIES 1998
April l, 1998, $2,700,000
WasteWater Projects
PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
2,700,000
2-1-99 120,575 120,575
8-1-99 72,345 72,345 192,920 2,700,000
2-1-00 100,000 6.500% 72,345 172,345
8-1-00 69,095 69,095 241,440 2,600,000
2-1-01 105,000 6.500% 69,095 174,095
8-1-01 65,683 65,683 239,778 2,495,000
2-1-02 110,000 6.500% 65,683 175,683
8-1-02 62,108 62,108 237,790 2,385,000
2-1-03 110,000 6.500% 62,108 172,108
8-1-03 58,533 58,533 230,640 2,275,000
2-1-04 115,000 6.500% 58,533 173,533
8-1-04 54,795 54,795 228,328 2,160,000
2-1-05 125,000 6.500% 54,795 179,795
8-1-05 50,733 50,733 230,528 2,035,000
2-1-06 130,000 5.625% 50,733 180,733
8-1-06 47,076 47,076 227,809 1,905,000
2-1-07 135,000 4.550% 47,076 182,076
8-1-07 44,005 44,005 226,081 1,770,000
2-1-08 140,000 4.650% 44,005 184,005
8-1-08 40,750 40,750 224,755 1,630,000
2-1-09 145,000 4.750% 40,750 185,750
8-1-09 37,306 37,306 223,056 1,485,000
2-1-10 155,000 4.800% 37,306 192,306
8-1-10 33,586 33,586 225,893 1,330,000
2-1-11 160,000 4.900% 33,586 193,586
8-1-11 29,666 29,666 223,253 1,170,000
2-1-12 170,000 5.000% 29,666 199,666
8-1-12 25,416 25,416 225,083 1,000,000
2-1-13 180,000 5.000% 25,416 205,416
8-1-13 20,916 20,916 226,333 820,000
2-1-14 190,000 5.050% 20,916 210,916
8-1-14 16,119 16,119 227,035 630,000
2-1-15 200,000 5.100% 16,119 216,119
8-1-15 11,019 11,019 227,138 430,000
2-1-16 210,000 5.125% 11,019 221,019
8-1-16 5,638 5,638 226,656 220,000
2-1-17 220,000 5.125% 5,638 225,638 225,638 0
Net Interest Cost: $ 1,610,150 Moody's: Aaa
S&P's: AAA
Paying Agent: Chase Bank of Texas National Association
Underwriting Group: First Southwest
J-20
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds -SERIES 1999 ESTI� TE
$4,600,000 AT 5.5% INTEREST
WasteWater Projects
ESTIMATED ESTIMATED ESTIMATED
PRINCIPAL ESTIMATED INTEREST TOTAL DUE ON TOTAL DUE PRINCIPAL AMOUNT
DATE AMOUNT INTEREST RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
4,600,000
2-15-00 0 210,833 210,833
8-15-00 126,500 126,500 337,333 4,600,000
2-15-01 165,000 5.50% 126,500 291,500
8-15-01 121,963 121,963 413,463 4,435,000
2-15-02 170,000 5.50% 121,963 291,963
8-15-02 117,288 117,288 409,250 4,265,000
2-15-03 180,000 5.50% 117,288 297,288
8-15-03 112,338 112,338 409,625 4,085,000
2-15·04 185,000 5.50% 112,338 297,338
8-15-04 107,250 107,250 404,588 3,900,000
2-15-05 195,000 5.50% 107,250 302,250
8-15-05 101,888 101,888 404,138 3,705,000
2-15-06 205,000 5.50% 101,888 306,888
8-15-06 96,250 96,250 403,138 3,500,000
2-15-07 215,000 5.50% 96,250 311,250
8-15-07 90,338 90,338 401,588 3,285,000
2-15-08 230,000 5.50% 90,338 320,338
8-15-08 84,013 84,013 404,350 3,055,000
2-15-09 240,000 5.50% 84,013 324,013
8-15-09 77,413 77,413 401,425 2,815,000
2-15-10 255,000 5.50% 77,413 332,413
8-15-10 70,400 70,400 402,813 2,560,000
2-15-11 265,000 5.50% 70,400 335,400
8-15-11 63,113 63,113 398,513 2,295,000
2-15-12 280,000 5.50% 63,113 343,113
8-15-12 55,413 55,413 398,525 2,015,000
2-15-13 295,000 5.50% 55,413 350,413
8-15-13 47,300 47,300 397,713 1,720,000
2-15·14 310,000 5.50% 47,300 357,300
8-15-14 38,775 38,775 396,075 1,410,000
2-15-15 325,000 5.50% 38,775 363,775
8-15-15 29,838 29,838 393,613 1,085,000
2-15-16 345,000 5.50% 29,838 374,838
8-15-16 20,350 20,350 395,188 740,000
2-15-17 360,000 5.50% 20,350 380,350
8-15-17 10,450 10,450 390,800 380,000
2-15-18 380,000 5.50% 10,450 390,450 390,450 0
J-21
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds -SERIES 1999 ESTIMATE
$1,500,000 AT 5.5% INTEREST
Electric Projects
ESTIMATED
.ESTIMATED ESTIMATED ESTIMATED PRINCIPAL
PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
1,500,000
2-15-00 0 68,750 68,750
8-15-00 41,250 41,250 110,000 1,500,000
2-15-01 55,000 5.50% 41,250 96,250
8-15-01 39,738 39,738 135,988 1,445,000
2-15-02 55,000 5.50% 39,738 94,738
8-15-02 38,225 38,225 132,963 1,390,000. 2-15-03 60,000 5.50% 38,225 98,225
8-15-03 36,575 36,575 134,800 1,330,000
2-15-04 60,000 5.50% 36,575 96,575
8-15-04 34,925 34,925 131,500 1,270,000
2-15-05 65,000 5.50% 34,925 99,925
8-15·05 33,138 33,138 133,063 1,205,000
2-15·06 65,000 5.50% 33,138 98,138
8-15-06 31,350 31,350 129,488 1,140,000
2-15-07 70,000 5.50% 31,350 101,350
8-15-07 29,425 29,425 130,775 1,070,000
2-15-08 75,000 5.50% 29,425 104,425
8-15-08 27,363 27,363 . 131,788 995,000
2-15-09 80,000 5.50% 27,363 107,363
8-15-09 25,163 25,163 132,525 915,000
2-15-10 85,000 5.50% 25,163 110,163
8-15-10 22,825 22,825 132,988 830,000
2-15-11 85,000 5.50% 22,825 107,825
8-15-11 20,488 20,488 128,313 745,000
2-15-12 90,000 5.50% 20,488 110,488
8-15-12 18,013 18,013 128,500 655,000
2-15-13 95,000 5.50% 18,013 113,013
8-15-13 15,400 15,400 128,413 560,000
2-15-14 100,000 5.50% 15,400 115,400
8-15-14 12,650 12,650 128,050 460,000
2-15-15 105,000 5.50% 12,650 117,650
8-15-15 9,763 9,763 127,413 355,000
2-15-16 110,000 5.50% 9,763 119,763
8-15-16 6,738 6,738 126,500 245,000
2-15·17 120,000 5.50% 6,738 126,738
8-15-17 3,438 3,438 130,175 125,000
2-15-18 125,000 5.50% 3,438 128,438 128,438 0
J-22
APPENDIX K
GENERAL & ADMINISTRATIVE
TRANSFERS
We're Committed
To Excellence
FY 99 General and Administrative Transfer Worksheet
FY 98 FY 99 FY 99 FY 99
Revised Base Approved Approved
Budget Budget SLA's Budget
To General Fund:
Community Development $ 396,944 $ 373,942 $ 0 $ 373,942
Hotel Motel 212,995 237,065 28,574 265,639
Wolf Pen Creek 86.419 92,499 0 92,499
Cont Center 238,669 228,672 7,705 236,377
Electric 694,997 586,847 3,903 590,750
Water 185,489 147,726 2,602 150,328
Wastewater 201,005 168,636 2,602 171,238
Sanitation 274,537 273,952 495 274,447
BVSWMA 125,829 132,505 1,425 133,930
Utility Billing 475,851 570,515 79,767 650,282
Insurance Funds
Prop. Casualty 53, 105 55,562 0 55,562
Worker's Comp 53, 105 55,562 0 55,562
Fleet 93,340 121,442 494 121,936
Print/Mail 30,687 41,650 495 42, 145
Communications 48,267 63,705 310 64,015
General Capital Projects
Street Projects 261,589 223,200 0 223,200
Parks Projects 0 11,600 0 11,600
Parks Escrow Projects 0 13,600 0 13,600
WPC Convention Center 0 35,000 0 35,000
Northgate Parking Garage 0 75, 100 0 75, 100
Business Park 20,000 26,500 0 26,500
Utility Capital Projects
Electric Projects 176,381 164,047 0 164,047
Water Projects 74,882 57,902 0 57,902
Wastewater Projects 77,239 174,815 0 174,815
Drainage 0 25,000 0 25,000
General Fund Total $ 3,781,330 $ 3,957,044 $ 128,372 $ 4,085,416
To Utility Billing
Electric $ 950, 120 $ 1,309,500 $ 108,880 $ 1,418,380
Water 521,868 543, 100 60,060 603, 160
Wastewater 59, 731 61,200 6,767 67,967
Drainage 25,000 25,000 0 25,000
Sanitation 57,329 61,200 6,767 67,967
Utility Billing Total $ 1,614,048 $ 2,000,000 $ 182.473 $ 2, 182,473
To Electric Fund
Water $ 218,348 $ 217,120 $ 0 $ 217,120
Wastewater 150,652 150,880 0 150,880
Electric Fund Total $ 369,000 $ 368,000 $ 0 $ 368,000
To Water Fund
Wastewater $ 140,000 $ 202,267 $ 0 $ 202,267
Water Fund Total $ 140,000 $ 202,267 $ 0 $ 570,267
Total All Funds $ 5,904,378 $ 6,527,311 $ 310,845 $ 7,206, 156
K-1
We're Committed
To Excellence
APPENDIXL
CITIZEN SURVEY RESULTS
We're Committed
To Excellence
1998 Citizen Survey Results
This is the second year the City of College
Station has conducted a City survey. This
survey is used to gauge citizens' opinions
about City services. The Public Policy
Research Institute (PPR!) was hired to
perform the annual citizen survey for the
second year in a row. The survey was
conducted as a random sample telephone
survey contacting 536 citizens. It focused on
satisfaction with current services as opposed
to whether there is a desire for additional
services.
The following pages show the results of all
the questions asked in the survey. The first
and fourth columns show the 1998 results;
the second and fifth columns show the 1997
results; and the third and sixth columns show
the change between the two. The difference
between the two is important because it
shows what improvement have been made or
need to be made. If the results do not add up
to 100%, this is due to the fact that several of
the respondents either did not know or did
not feel strongly one way or the other.
Respondents overwhelmingly held a favorable
view of City services. In 1998 93% of
respondents said that overall they are either
satisfied or very satisfied with services
provided by the City (see City Services
section, L-2).
L-1
The results of the survey show the impact of
recent changes within the City. It is
interesting to note that satisfaction with the
overall condition of City streets jumped
almost 13% from the 1997 survey to the
1998 survey (see City Services section, L-2).
This may be partly due to the conclusion of
some major road construction projects in
College Station, including the state highway
department projects such as the Texas
Avenue widening and completion of the
South West Parkway Rehabilitation, a city
project.
Another area of the survey that demonstrates
favorable results for the City is the section
addressing how safe our citizens feel. The
public safety section of the survey indicates
the vast majority of residents feel safe (see
Safety Issues section, L-4).
Another interesting survey result was the level
of satisfaction with the recycling program in
College Station. Of the respondents who
participate in curbside recycling 92.2% were
satisfied or very satisfied with the program
(see Curbside Recycling section, L-2). In
1997 the same question had only 66.8% of
respondents satisfied or very satisfied. In FY
98 the recycling program was expanded to
include the recycling of plastics. The FY 99
proposed budget includes a service level
adjustment to expand recycling to four-plexes
in College Station.
CITIZEN SURVEY RESULTS
DESCRIPTION 1998 1997 %CHANGE 1998 1997 %CHANGE
City Services Very Satisfied/Satisfied Very Dissatisfied/Dissatisfied
Overall condition of streets 71.2% 58.3% 12.9% 22.4% 38.6% (16.2%)
Drainage maintenance 75.9% 68.6% 7.3% 14.5% 19.9% (5.4%)
Residential garbage collection 88.6% 85.0% 3.6% 5.4% 8.9% (3.5%)
College Station electric services 86.2% 85.5% 0.7% 9.5% 9.2% 0.3%
College Station water services 81.5% 82.9% (1.4%) 12.7% 11.0% 1.7%
Zoning and planning guidelines 53.3% 50.1% 3.2% 15.4% 15.4% 0.0%
Parks & Recreation youth leisure services 62.3% 62.8% (0.5%) 3.9% 4.2% (0.3%)
Parks & Recreation adult leisure services 57.5% 58.1% (0.6%) 6.9% 6.1% 0.8%
Code enforcement 61.6% N/A NIA 7.3% NIA NIA
Bike lanes in College Station 56.5% 56.7% (0.2%) 27.4% 24.2% 3.2%
Sidewalks in College Station 68.1% 69.8% (1.7%) 22.2% 21.6% 0.6%
College Station services as a whole 93.2% 92.3% 0.9% 3.4% 3.6% (0.2%)
Drainage Issues Yes No
Has current dwelling been flooded? 6.9% 9.9% (3.0%) 92.5% 89.5% 3.0%
Curbside Recycling Yes No
Does household have curbside recycling? 47.8% 48.0% (0.2%) 50.2% 50.6% (0.4%)
Satisfied Dissatisfied
Satisfaction with curbside recycling 92.2% 66.8% 25.4% 3.9% 9.8% (5.9%)
Municipal Court Issues Yes No
Has appeared at Municipal Court? 22.8% 23.0% (0.2%) 76.9% 76.6% 0.3%
Very/Somewhat Courteous Not Very Courteous/Not Court.
Courtesy of court personnel 86.9% 87.1% (0.2%) 9.0% 11.3% (2.3%)
Very/Somewhat Knowledgeable Not Very Knowl./Not Knowl.
Knowledge of court personnel 89.4% 86.4% 3.0% 5.7% 9.1% (3.4%)
Streets/Bikelanes/Sidewalks Issues Yes No
Willing to pay for bikelane improvements? 44.8% 48.3% (3.5%) 49.8% 47.8% 2.0%
Willing to pay for sidewalk improvements? 610% 63.9% (2.9%) 35.4% 33.9% 1.5%
Excellent/Good Fair/Poor
Condition of neighborhood streets 62.5% N/A NIA 37.5% N/A NIA
Condition of streets as a whole 63.8% N/A NIA 36.1% NIA NIA
Favor Oppose
Favor bond issue to pay for street improvements? 75.7% NIA NIA 15.9% NIA NIA
Parks & Recreation Improvements Favor Oppose
Favor bond issue for improv. to Parks facilities? 73.5% N/A N/A 19.0% NIA NIA
Drainage Projects Current Fees Bond Issue
Preference for funding drainage projects 41.0% NIA N/A 25.6% N/A N/A
Fire Department Services Excellent/Good Fair/Poor
Quality of Fire Department services 72.2% N/A N/A 2.2% NIA NIA
Quality of emergency medical services 71.1% N/A NIA 3.7% NIA NIA
L-2
CITIZEN SURVEY RESULTS
DESCRIPTION
Quality of Information Provided by CS
Citizen newsletter
Internet home page
Utility bill inserts
Public access television channels
Communication With Policy Makers
City Council meeting times
City Council meeting agendas
Citizen committee activities
Utility Service Issues
Reliability of Electric services
Does household use tap water as opposed to
bottled water?
Why does household use bottled water?
Willing to pay for tap water quality improv.
Have enough info. on present water supply?
Would You Like the Following Water Info.
Cost/bill
Chemical content
Where its from
Anything
Cause of taste
Quality/safety
Federal regulations
Problems/maintenance
Quantity
Possible improvements
Types of treatments
College Station Public Library Issues
Have you visited CS library in past 2 years
Quality of library services
Utility Billing Issues
Accuracy of utility bill
Amount of utility bill
Receive bill at the same time every month?·
Contacted utility billing office in last 2 years?
Courtesy of utility billing office
Knowledge of billing office in handling matters
Economic Development Issues
Should offer incentives to businesses to relocate
Should improve old businesses and resid. areas
1998 1997 %CHANGE
Excellent/Good
58.1% 41.8% 16.3%
24.3% 27.0% (2.7%)
63.8% 62.3% 1.5%
54.3% 58.2% (3.9%)
Very Well/Somewhat Informed
46.8% 40.8% 6.0%
37.3% 29.0% 8.3%
34.5% 28.1% 6.4%
Very/Somewhat Reliable
96.2% 97.4% (1.2%)
Yes
62.3% 53.9% 8.4%
Safety
22.8% 24.3% (1.5%)
Yes
72.8% 72.6% 0.2%
34.0% 38.0% (4.0%)
Yes
0.6% 0.9% (0.3%)
39.9% 47.4% (7.5%)
13.5% 6.7% 6.8%
7.0% 6.4% 0.6%
5.9% N/A N/A
10.0% 23.0% (13.0%)
8.6% N/A N/A
1.4% N/A N/A
3.1% N/A N/A
2.6% N/A N/A
N/A 6.7% N/A
Yes
45.5% 47.8% (2.3%)
Excellent/Good
84.9% 71.7% 13.2%
Very/Somewhat Accurate
82.9% N/A N/A
Reasonable
68.1% NIA NIA
Yes
91.6% NIA N/A
22.8% N/A NIA
Very/Somewhat Courteous
94.3% NIA NIA
Very/Somewhat Knowledgeable
91.8% NIA NIA
Strongly Agree/ Agree
78.1% 77.1% 1.0%
77.8% 81.7% (3.9%)
L-3
1998 1997 %CHANGE
Fair/Poor
28.2% 26.4% 1.8%
8.2% 10.5% (2.3%)
20.4% 24.1% (3.7%)
18.3% 22.2% (3.9%)
Not Very Well/ Not Informed
49.6% 57.1% (7.5%)
56.3% 67.0% (10.7%)
56.9% 67.2% (10.3%)
Not Very Reliable/Not Reliable
2.8% 1.4% 1.4%
No
35.4% 44.9% (9.5%)
Taste
66.5% 64.1% 2.4%
No
24.3% 25.8% (1.5%)
63.6% 60.0% 3.6%
No or Don't Know
99.4% 99.1% 0.3%
60.1% 52.6% 7.5%
86.5% 93.3% (6.8%)
93.0% 93.6% (0.6%)
94.1% N/A N/A
90.0% 77.0% 13.0%
91.4% N/A N/A
98.6% N/A N/A
96.9% N/A N/A
97.4% N/A N/A
N/A 93.3% N/A
No
54.3% 52.2% 2.1%
Fair/Poor
12.7% 27.7% (15.0%)
Not Very Accurate/Not Accurate
4.5% N/A N/A
Unreasonable
26.3% NIA N/A
No
2.4% N/A NIA
73.7% NIA N/A
Not Very Courteous/Not Courteous
4.9% NIA NIA
Not Very/Not Knowledgeable
7.3% N/A N/A
Disagree/Strongly Disagree
9.7% 10.9% (1.2%)
10.3% 11.5% (1.2%)
CITIZEN SURVEY RESULTS
DESCRJPTION
College Station Parks & Recreation Issues
Have you visited in CS parks in last year?
Satis. with cleanliness and maint. of parks
Safety in the parks
College Station Cemetery Issues
Satis. with cleanliness and maint. of cemetery
Favor purchase of land to expand cemetery
Favor purchase of land for new cemetery site
Animal Control Issues
Contacted CS animal control in past 2 years?
Satisfaction with animal control services
Police Department Issues
Contacted Police Dept. in last 2 yrs seeking info?
Contacted to report an accident or crime?
Professionalism of Police Dept in handling matter
Any other contact with Police in last 2 years?
Satisfaction with arrival time of Police
Professionalism of Police Dept in handling matter
Importance of Police Activities
Patrolling residential and business areas
Enforcement of DWI laws
Enforcement of other alcohol related violations
Responding to citizen calls for service
Enforcement of traffic Jaws other than DWI
Providing info on how to avoid crime
Giving directions and answering questions
Safety Issues
Residence in daytime
Residence at night
Walking in neighborhood during the day
Walking in neighborhood at night
Driving in car during the daytime
Driving in car at night
Shopping, dining, or entertain. areas during day
Shopping, dining, or entertain. areas at night
Change in crime rate as a whole
1998
84.7%
1997 %CHANGE
Yes
85.9% (1.2%)
Very/Somewhat Satisfied
94.0% 93.9% 0.1%
Very/Somewhat Safe
93. 9% . 94.5% (0.6%)
Very/Somewhat Satisfied
44.2% 44.4% (0.2%)
Favor
53.0%
50.2%
23.5%
N/A
N/A
Yes
N/A
N/A
N/A
N/A
Very/Somewhat Satisfied
72.3% N/A N/A
22.2%
33.0%
Yes
20.6%
29.5%
1.6%
3.5%
Very /Somewhat Professional
90.4% 87.1% 3.3%
37.1% 38.0% (0.9%)
Very/Somewhat Satisfied
63.3% 67.0% (3.7%)
Very/Somewhat Professional
88.4% 85.8% 2.6%
Very/Somewhat Important
98.7% 98.4% 0.3%
97.2% 97.6% (0.4%)
92.4% 91.9% 0.5%
98.9% 97.2% 1.7%
93.2% 92.9% 0.3%
97.9% 96.5% 1.4%
89.0% 88.6% 0.4%
Very/Somewhat Safe
99.6% 99.3% 0.3%
96.2% 97.0% (0.8%)
98.8% 99.3% (0.5%)
83.0% 80.8% 2.2%
98.5% 99.7% (1.2%)
93.7% 94.4% (0.7%)
98.7% 99.7% (1.0%)
92.9% 93.3% (0.4%)
Increased
19.6% 22.9% (3.3%)
Satisfaction with College Station Police Dept. Very/Somewhat Satisfied
92.0% 89.7% 2.3%
L-4
1998
15.3%
1997 %CHANGE
No
14.1% 1.2%
Very/Somewhat Dissatisfied
4.0% 4.2% (0.2%)
Not Very Safe/Not Safe
5.1% 5.3% (0.2%)
Very/Somewhat Dissatisfied
0.9% 0.3% 0.6%
21.5%
23.5%
76.5%
Oppose
N/A
N/A
No
N/A
N/A
N/A
N/A
Very/Somewhat Dissatisfied
20.6% N/A N/A
No
77.4% 79.1% (1.7%)
66.8% 70.5% (3.7%)
Not Very/Not Professional
7.3% 9.8% (2.5%)
62.7% 62.0% 0.7%
Very/Somewhat Dissatisfied
10.0% 11.9% (1.9%)
Not Very/Not Professional
10.5% 11.9% (1.4%)
Not Very/Not Important
0.9% 1.3% (0.4%)
1.7% 1.5% 0.2%
6.9% 6.1% 0.8%
0.4% 1.9% (1.5%)
6.3% 6.6% (0.3%)
1.5% 3.0% (1.5%)
10.4% 9.2% 1.2%
Not Very Safe/Not Safe
0.4% 0.7% (0.3%)
3.0% 2.7% 0.3%
1.1% 0.7% 0.4%
13.6% 16.6% (3 .. 0%)
0.8% 0.0% 0.8%
4.1% 4.7% (0.6%)
1.0% 0.3% 0.7%
4.5% 5.5% (1.0%)
Decreased
11.7% 11.7% 0.0%
Very/Somewhat Dissatisfied
3.7% 6.4% (2.7%)
APPENDIXM
GLOSSARY
We're Committed
To Excellence
GLOSSARY
Ac..fudty_c..ente.r.:. The lowest level at which costs
for operations are maintained.
Ad Valorem Tal<.; A tax based on the value of
property.
Ap_p.rop.riatiml: A legal authorization granted by
the Council to make or incur
expenditures/expenses for specific purposes.
�greement: A contract
between a municipality and a depository,
negotiated and entered into in accordance with
the specification of Local Government code, Title
4, Chapter 105, Subchapter B, which sets forth
the agreements be tween the parties regarding
banking services.
B.udget: A plan, approved by the Council, of
financial operation embodying an estimate of
proposed expenditures/expenses for the fiscal
year and the proposed means of funding these
expenditure estimates.
B_V-5.wMA: Brazos Valley Solid Waste
Management Agency. BVSWMA was formed
under a joint solid waste management agreement
between the cities of College Station and Bryan
to cooperatively operate a joint landfill facility for
the proper disposal of solid waste for the two
cities and outside customers.
Cap.italfMajru:_l1Qje,ci_Exp_end.i.j:ux:.eLfa.p_ens.e: An
expenditure/expense which results in the
acquisition or addition of a fixed asset or the
improvement to an existing fixed asset.
Gasb_Bafils: Method of accounting and budgeting
which recognizes revenues when received and
expenditures when paid.
Ge.r.tilLc..ate of ObligatL<llL{_G.Q.).: Long-term debt
which is authorized by the City Council and does
not require prior voter approval.
.C..e(tified._AonuaLEinancjal_Repo.rL(C�EB): The
published results of the City's annual audit.
.Cb.ade(_o_f_Ac..c_o_un.ts.: A chart detailing the
system of general ledger accounts.
M-1
Cil.y...C.0.uu.cJJ: The current elected official of the
City as set forth in the City's Charter.
�: The individual appointed by the
City Council who is responsible for the
administration of City affairs.
Cap..itaLlmpr.mzemeot Pmje.cL(.Cl£): A multi-year
project that addresses both repair and
replacement of existing infrastructure as well as
the development of new facilities to
accommodate future growth.
C_ompetitive bidding_pro_ce.ss: The process
following State law requiring that for purchases of $15,000 or more, a city must advertise, solicit,
and publicly open sealed bids from prospective
vendors. After a review period, the Council then
awards the bid to the successful bidder.
.C..o.n.tract Qbligati.on__l3..onds: Long-term debt
which places the assets purchased or constructed
as a part of the security for the issue.
Current Exp.en.S£: An obligation of a City as a
result of an incurred expenditure/expense that is
due for payment within a twelve (12) month
period.
C.urr.ent Revenue : The revenues or resources of a
City convertible to cash within a twelve (12)
month period.
D.£.b.t Service: The annual amount of money
necessary to pay the interest and principal (or
sinking fund contribution) on outstanding debt.
D..e.p_a.r:tment: Separate branch of operation in
the organization structure.
Di.\liS.iQo: Unit of a department.
Ef[e_cJhl.au.e.s.s_Me_as.ur..es.: Measures that
demonstrate whether the program is
accomplishing its intended results. These should
show the impact of the program .
EHLcie.o..c..y_Me.a.s.ur.e.s: These are ratios of inputs
to outputs. For example: cost per inspection,
calls fc:ir service per officer.
Emarg_eru::.y: An unexpected occurrence, i.e.,
damaging weather conditions, that require the
unplanned use of City funds.
Eo..c .. um.lu:ao.c..e.: Obligation to expend
appropriated monies as a result of a processed
purchase order or a contract for purchases legally
entered on behalf of the City.
En.t.erprise_.Eunds: Funds that are used to
represent the economic results of activities that
are maintained similar to those of private
business, where revenues are recorded when
earned and expenses are recorded as resources
are used.
&J.uii¥: See Fund Balance.
E�pendihffe.lExpens_e.: Decreases in net financial
resources for the purpose of acquiring goods or
services. The General Fund recognizes
expenditures and the Proprietary Funds recognize
expenses.
Facsimile Signature Machine: A mechanical
device used to imprint signatures upon City
vouchers rendering them negotiable instruments.
Bcld_Purchase_Qr.de .. L{EEQ): Order to a vendor
from a department that is less than $1,000.
Orders that are less than $1000 may be
purchased directly from a vendor via the
Accounting Department.
Eiaao_c_e....D.ire..c..t.o.r: The person appointed by the
City Manager who is responsible for recording
and reporting the financial activities of the City
and for making recommendations regarding fiscal
policies.
Eis..c.aLy.e_ar: 12 month budget period, generally
extending from October 1st through the following
September 30th.
B�e .. d...A.ss .. e..ts: Asset of a long-term nature which
are intended to continue to be held or used, such
as land, building, improvements other than
buildings, machinery, and equipment.
EI:.E: Full Time Equivalent. A position that is
equivalent to a full-time 40 hour work week. This
is the method by which temporary/seasonal and
part-time workers are accounted for.
M-2
Euod: An independent fiscal and accounting
entity with a self-balancing set of accounts
recording cash and/ or other resources together
with all related liabilities, obligations, reserves,
and equities which are segregated for the purpose
of carrying on specific activities or attaining
certain objectives.
Fund Balance (EQ.ui.t.W.: The excess of fund assets
over liabilities. Accumulated balances are the
result of continual excess of revenues over
expenditures/expenses. A negative fund balance
is a deficit balance.
GM!:: See Generally Accepted Accounting
Principles.
General and Administrati\le Co..sis:
associated with the administration
services.
Costs
of City
.Ge.oer.aLEuod: The City fund used to account for
all financial resource and expenditures of the City
except those required to be accounted for in
another fund.
Gen.�: The collection of accounts
reflecting the financial position and results of
operations for the City.
G..eu�lly_Ac_c.ep.te.d Accounting Principles
(GAA.e): Uniform minimum standards of and
guidelines to financial accounting and reporting
as set forth by the Governmental Accounting
Standards Board (GASB).
.GeQernLQbligation Bonds: Bonds for whose
payment the full faith and credit of the City has
been pledged.
GEO.A: Government Finance Officers
Association of the United States and Canada.
G.oyemme.o.iaLA.c.c.o.un.ting_S..tao.dar.ds�B.Qat:.d
(GASB): The authoritative accounting and
financial reporting standard-setting body of
government agencies.
Go'>l.e.r.nrnantaLEuo.ds: Funds that are maintained
on a modified accrual basis with an emphasis on
when cash is expended or obligated and revenues
are recorded when measurable and available.
Internal S.et:Ylce..£uuds: Generally accounted for
similar to enterprise funds. These funds are used
to account for enterprise types of activities for the
benefit of city departments such as fleet
maintenance, self insurance, and print/mail.
lnY.e.s.tments: Securities held for the production of
income, generally in the form of interest.
LiruLltem.B..udget: The presentation of the City's
adopted budget in a format presenting each
Department's approved expenditure/expense by
specific account.
Laog:Iei:rn..Ikb..t: Obligation of the City with a
remaining maturity term of more that one (1)
year.
Management Letter: A written report from the
independent auditors to the Council reflecting
observations and suggestions as a result of the
audit process.
Ne.LW.ru.lsiog_Capital: Current Assets less Current
Liabilities in an enterprise or internal service fund.
�.o.o:R�c.un:ing_.Re�: Resources recognized
by the City that are unique and occur only one
time or without pattern.
OlliciaLB..udge.t: The budget as adopted by the
Council.
D.otlime___Rruren.ue.s: See Non-Recurring
Revenues.
Qperatiog_B_udge_t: A plan, approved by the
Council, of financial operations embodying an
estimate of proposed expenditures/expenses for
the fiscal year and the proposed means of
financing them.
Qutp..u.LM.ea.s.ut:.es: This is the quantity of work
produced or generated.
J?erlormanc.e_M..eas.ur..e: Tools to determine what
levels of service are being provided by the
organization.
Eroprietary Funds: See Utility Funds.
Purchase Or.cl.er_ System: A City's system of using
documents authorizing the delivery of specified
merchandise or services and making a charge for
them.
M-3
Be.ssmres: An account used to designate a
portion of the fund balance (equity) as legally
segregated for a specific future use.
Bataine.d..Earnings: The equity account reflecting
the accumulated earnings of the Utility Funds.
B�nue_s_(Besources): An increase in assets due
to the performance of a service or the sale of
goods. in the General Fund, revenues are
recognized when earned, measurable, and
reasonably assured to be received within 60 days.
Risk: The liability, either realized or potential,
related to the City's daily operations.
S.enLLc_e_.Le�: The current outcomes and services
provided to citizens and customers by the City as
approved in the annual budget.
5.en.tl.ce Level Adjustm.enL(Sl..A): Request for
additional resources requiring a decision by
management and council and justified on the
basis of adding to or reducing services and/or
performance improvements.
Sinkiog_Euo_d: A fund which is accumulated
through periodic contributions which must be
placed in the sinking fund so that the total
contributions plus their compounded earnings will
be sufficient to redeem the sinking fund bonds
when they mature.
SttategLc_fasue.s: The means by which the City
Council directs the staff to address its priorities
for City issues.
Iatl�: The total amount of taxes imposed by
the City on taxable property, as determined by
the Brazos County Appraisal District, within the
City's corporate limits.
User-Based_EeuCbarge: A monetary fee or
charge placed upon the user of services of the
City.
Utility_Eunds: The funds used to account for the
operations of the City's electric, water, sanitary
sewer, and solid waste disposal activities.
Undesigoated Fund...Balaoce: That portion of the
fund balance that is unencumbered from any
obligation of the City.
Utility, Revenue Bond: Debt issue by the City and
approved by the Council by which payment is
secured by pledged utility revenue.
Vision 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.
M-4