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HomeMy WebLinkAbout1997- 1st Quarterly Financial ReportOn 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. ITY OF C LJLECE ST Poa Office Box: 9960 TION 11.01 Texas Avevage C liege, :Station, Texazi; 7"1842,-9960. (409) '7(4-3500 To: Skip Noe, City Manager From: Charles Cryan, Director OMB Date: March 4, 1997 Subject: FY 97 First Quarter Budget Report Attached is a summary report on the 1996-97 budget, Performance Measures, Strategic Issues and Capital projects for the period of October 1 through December 31, 1996. This report is designed to provide the City Council information on how the City performs in FY 97. As the organization continues to move toward a performance based system, this is another important step in achieving that end. The City Council spends a great deal of its time setting policy and determining the direction the City takes each year. This report is intended to demonstrate progress the city organization is making towards meeting the policies established, and how the strategic issues are addressed in FY 97. The report includes the following parts: 1) Budget Summary, 2) Service Level and Performance Measure Report, 3) Strategic Issue Report and 4) Capital Projects Report. The Budget Summary reports include columns for the FY 96 Actual ending results, FY 97 Budget, FY 97 First Quarter Actual, Percent of Budget Expended and Percent of FY 96 Actual Year to Date. It is anticipated that this information will assist the City Council in having a context to better understand the various numbers presented. Generally, it is anticipated that expenditures and accomplishment of goals will be approximately 25%. There are a number of areas where factors such as weather tend to affect the results and therefore percentages will likely differ from period to period during a year, but year to year comparisons tend to be good gauges of results. Generally the effect of time changes that result due to the time of year is referred to as seasonality. Seasonality is most pronounced in revenues such as ad valorem taxes which tend to be collected in the months of December, January and February. The following narrative summaries will identify more specifically any deviations from normal trends. As a rule year to year deviations of 2% or less is not significant. More significant deviations will be identified and explained. Flonat AEA Cfraivom'sity BUDGET SUMMARY BUDGET SUMMARY FOR FISCAL 1996-97 QUARTER ENDING 12-31-96 Overall the city ended fiscal 95-96 somewhat better than anticipated in the year end estimates included in the Proposed 1996-97 Budget. Spending was slightly below estimates and revenues were slightly higher. At year end, every operating and internal service fund met or exceeded the city council policy of having 15% of expenditures in fund balance for governmental funds or net working capital for enterprise and internal service funds. This provides for a good beginning for FY 97. Generally speaking revenues and expenditures are approximately where they are expected to be at the end of the first quarter of FY 97. Also performance measures tend to indicate that the various activities are functioning in line with normal expectations and in line with the City Council's desires. REVENUES Revenues are approximately in line with expectations. A few exceptions are noted. In the General Fund two revenue sources are somewhat above anticipated levels, Other Taxes (primarily franchise fees) and Intergovernmental (grants and payments from other governments including the county and school district). The increase in the amount of franchise fee revenues is primarily due to having collected oil and gas line franchise fees that have not previously been collected and bringing the city up to date on these fees. The intergovernmental revenues are virtually all of the grant that the city was allocated for FY 97 from the block grant to be used for under age drinking enforcement. It is likely that the city will receive more General Fund revenue than estimated in the approved budget in several areas: Franchise Fees, Permits, and Fines. Each of these revenues demonstrate changes that occurred or decisions made after the budget was substantially complete and that could not have been used in the budget preparation process. For instance, the City Council approved a new franchise agreement with General Telephone after adopting the budget. The revenue from that source will be substantially higher than included in the budget estimate. The city has also increased its effort to collect gas and oil lines franchises with the first benefit occurring in the first quarter of FY 97. Permit revenues and actual permits are somewhat lower than for the same period in FY 96. Construction is continuing to occur at a rate above what was anticipated for FY 97 although somewhat less activity than occurred during FY 96. Other revenues that are likely to be higher than estimated in the budget are Municipal Court Fines and fees. These source of revenue were higher than the 3 year end estimate in FY 96 and since it has been growing steadily over the last several years, it is likely to be higher in FY 97 than in FY 96. It is likely that court fines will be above the current budget amount at year end. The Debt Service Fund receives the vast majority of its revenues from the ad valorem tax. As ad valorem taxes are received, particularly as a result of partial payments, the first receipts are applied to debt service and the second payment is applied to both debt service and general revenues. The revenues are in line with what is anticipated for the first quarter, and as indicated above for the General Fund portion of ad valorem taxes, the majority of ad valorem taxes are received during the months of December, January and February. The Hotel/Motel tax revenue tends to have some seasonality on a month to month basis, however, it tends to average out over most quarters. Assuming that we have approximately 25% of actual revenues during the first quarter, it is likely that the city will actually receive more than the budget estimate, which is more in line with an increase from the year end actual from FY 96. Each of the utility services has a somewhat different seasonality. The Electric revenues are approximately in line with anticipated results. Electric revenues tend to be much higher during the summer months than the fall and spring months, primarily due to increased use of air conditioning during the summer and increase use due to heating during the winter. Electric revenues as a percentage of budget are somewhat lower than the same period last fiscal year, primarily as a result of a rate decrease that became effective after January 1, 1996. Since electric rates were higher in the first quarter of FY 96 than they are now the first quarter of FY 96 accounted for a greater proportion of total revenues received than is likely to occur in FY 97. Water revenues tend to be similar to electric revenues with a tendency for sales to significantly increase during the summer months. Water revenues are approximately 25% of budget amount during the first quarter of FY 97, that is indicative of the hot, dry weather experienced during September and October. If this trend continues, it is likely that water revenues could exceed estimates for the year. Waste Water revenues tend to be relatively level from month to month since most revenues are from residential customers and previously the fee was a flat rate. Since we anticipated an increase in the rate for the year, it is reasonable for revenues during the first quarter of to be somewhat below 25% of budget and for the balance of the fiscal year for revenues to be above 25% per quarter, the city should end the year meeting the budget estimate. Sanitation revenues, like Waste Water revenues, tend to be relatively similar from month to month with a tendency for some reduction during the summer months due to a reduction in the number of students and others not staying in 4 College Station. The nominal changes to the sanitation rates approved recently should have little, if any, effect on total revenues for the fiscal year. Sanitation revenues are in line with the budget estimate at 25% received during the first quarter. Self Insurance Funds revenues result primarily from charges to departments, divisions and cost centers in the form of premiums to cover the cost of the various self insurance programs of the city. There is an attempt to match, as nearly as practical, the charges to the departments to the various costs incurred. Premium revenues (city contributions) are up somewhat above the same period last year primarily in an attempt to match departmental charges to the timing of paying for annual reinsurance premiums for property/casualty stop loss policies. The revenue will be more nearly in line with the anticipated percentage at mid year. Year end revenues should be very close to the budget amount. EXPENDITURES Overall the departments appear to be within normal expenditure expectations. A number of departments and divisions have significant seasonality with regard to expenditures and appear to be well within those parameters currently. General Fund expenditures are at approximately 24% of budget for the first quarter which is similar to the same period last year. Only the Police Department ended Fiscal 96 above its authorized budget and it stands at approximately the same percentage of expenditures to budget as it did at the same period last year against actual expenditures. There are several deviations in percentages of expenditures that are notable between FY 96 and FY 97. The General Fund is above the council policy with regard to Fund Balance of at least 15% of budget expenditures. Development Services: Development Services has expended 23% of its budget through the first quarter and is significantly below its percentage of total expenditures for FY 96. The deviation year to year seems to be a function of the reorganization that occurred in mid FY 96. In addition, the Planning Division experienced greater expenditures in FY 96 due to contract related expenditures for studies. Public Works: Reorganization and the addition of Facilities Maintenance and Traffic Signals in the re -organization appears to be the primary cause of the increase in expenditures for the department from 15% in FY 96 to 23% FY 97. The two additional functions tend to have expenditures more evenly spread throughout the year and they offset somewhat the effect of the significant street maintenance activity that takes place during the summer. Office of Technology and Information Systems: OTIS is one of the departments affected by the re -organization. Re -organization appears to be one 5 factor relating to the expenditures to budget at 3% less that in FY 97 1st Quarter expenditures versus the FY 96 1st quarter to total expenditures. Another factor appears to be vacancies, particularly in the Management Information Division. Debt Service Fund: Expenditures are approximately where anticipated. Most debt service occurs in February, primarily resulting from principal and interest payments due that month. Most of the balance of expenditures will occur in August, primarily interest payments. The fund continues to meet council policy with regard to Fund Balance of at least 15% of budget expenditures. Hotel/Motel Fund: Expenditures are approximately where anticipated. Most contract expenditures are scheduled for monthly payments, and city programs tend to occur in the latter part of the fiscal year. The apparent increase in percentage of expenditures year to year results primarily from expending the $50,000 for the Bush library very late in FY 96. The fund continues to meet council policy with regard to Fund Balance of at least 15% of budget expenditures. Electric Fund: Operating expenditures are somewhat below the same period in FY 96 primarily due to the new purchased power contract the city entered into effective January, 1996. Internal changes in the way the department is organized, last years' city reorganization effort and the legal actions taking place last year are causes for changes in expenditure patterns on a year to year comparison. By year end most of the expenditure differences should even out. The various divisions and non -operating expenditure are approximately in line with what is anticipated for the fund. The fund continues to meet council policy with regard to working capital of at least 15% of budget expenditures. Water Fund: Operating expenditures for the first quarter are somewhat below the same period last year as a percentage of budget. This is primarily due to a combination of salary savings from turnover and budget revisions from year end encumbrances for purchases included in the FY 96 budget but not expended until FY 97. The fund continues to meet council policy with regard to working capital of at least 15% of budget expenditures. Waste Water Fund: The Treatment Division has experienced a higher percentage of expenditures occurring In the first quarter this year than FY 96 due to increased expenditures in Chemical Supplies and System Maintenance for the Sewer Plant. If these costs continue at the same rate, operations expenditures could be over budget by more than $100,000 by year end. Staff is reviewing the situation which is primarily with regard to sludge handling. Even with this situation, plant operating and maintenance costs are estimated to be below what they were before plant improvements were made by approximately $100,000. The fund continues to meet council policy with regard to working capital of at least 15% of budget expenditures. 6 Sanitation Fund: Sanitation operations and non departmental expenditures are almost exactly as anticipate through the first quarter of FY 97. The only anomaly is debt service, which is for an interfund loan, and is repaid in two annual payments similar to other debt service the city makes. The Sanitation Fund is on a sound basis meeting the council policy for working capital of at least 15% of annual expenditures. Utility Billing Fund: The Utility Billing Fund is used to account for interfund charges for billing and collection services. It receives revenues in the form of charges to each of the proprietary funds and to the Drainage Fund to cover costs of its operations. Departmental operating and maintenance expenditures are approximately as anticipated in the budget for the division. Total expenditures are somewhat below total anticipated levels. Capital Outlay included in the budget is primarily for billing system replacement and conversion. The fund is an internal service operating fund with revenues coming from other funds. The budget estimate anticipated reducing the fund balance to near zero. There is no need for this type of fund to maintain a fund balance since the utility, sanitation and drainage funds will have retained earnings sufficient to meet their respective contributions to this fund. Equipment Replacement/Maintenance Fund: Most of the expenditures of the fund relate to capital expenditures. Anticipated expenditures included the completion of the city's 800 MHz radio system and the purchase of replacement and new vehicles and motorized equipment. Due to the nature of those expenditures most are done during the first part of the fiscal year. The fund also now includes Fleet maintenance which has been moved into this fund as an internal service with revenues that are anticipated to cover operating and non - operating expenses. Fleet maintenance expenditures are somewhat higher than anticipated in the budget. The division is reviewing repairs and maintenance procedures and is attempting to identify methods to control expenditures through the balance of the fiscal year. The fund is intended to provide continuing resources for replacement of various types of equipment within the city. The fund continues to have sufficient resources to cover anticipated replacement needs. Self Insurance Fund: The Self Insurance Fund is used to record the charges to departments in the form of premiums the cost of covering for health, life, long- term disability, property/casualty, workers compensation and unemployment insurance costs. The city is basically self insured for these types of coverage with stop loss and umbrella coverage to protect against catastrophic loss. Expenditures from the combined funds cover actual claims against each type of insurance coverage the city provides. Expenditures through the first quarter in FY 97 are in line with anticipated expenditures. The city pays its annual premium for property casualty in October of each year therefore the percentage of premiums paid is high for the first quarter versus the total premium budget. Property/casualty and workers compensation will be bid the latter part of FY 97. Service Levels & Performance Indicators The second part of the report is the year end report for the service levels and performance measures as included in the FY 97 budget. This part of the report is organized by the eight Ends Statements, similar to the FY 97 Proposed Budget. There is a detail sheet for each of the divisions in the organization. This sheet includes a brief narrative description of the activity. Below that is a budget summary and position summary for the activity. Following this is the detail description of the FY 97 service levels and performance measure results for each activity. City Council Strategic Issues The third section of this report is an update of the Strategic Issues developed by the City Council during the period of January through April of 1996. This report shows the action plan for each issue, and has a brief update on the status of the issues through December 31, 1996. The issues listed in this document are the ones identified by the City Council at their January 5 & 6, 1996 retreat. A number of the Council's Strategic Issues have appropriations and projects that are included in the FY 97 Budget. Capital Projects The City is continuing to work on projects included in the bond authorized from the March, 1995 bond election and also on projects that were included during 1996. During the first quarter of FY 97 the most notable project completed is the first phase of the College Station Business Center. The ribbon cutting for the Business Center was held in November. Conclusion This report is intended to show how the City's funds are utilized and to provide a summary of activity and what services and value were received during FY 97. The service levels and performance measures continue to be refined, and the ones included in the FY 97 budget are different from those in the FY 96 Budget. It is hoped that the revisions do a better job of measuring the activity of the organization in FY 97 against the expectations of the city council, the citizens and the city manager. 8 We're Committed To Excellence 9 FISCAL YEAR 1997 1ST QUARTER BUDGET TO ACTUAL SUMMARIES REVENUE SUMMARY REPORT FOR FY 97 THROUGH DECEMBER 31 25% OF THE FISCAL YEAR LAPSED GENERAL FUND PROPERTY TAX SALES TAX OTHER TAXES LICENSES/PERMITS INTERGOVERNMENTAL CHARGES FOR SERVICES FINES/FORFEITS SPECIAL ASSESSMENTS USE OF MONEY & PROPERTY MISCELLANEOUS OTHER FINANCING TOTAL DEBT SERVICE FUND TAXES USE OF MONEY & PROPERTY OTHER FINANCING HOTEL MOTEL FUND TAXES OTHER REVENUE TOTAL ELECTRIC FUND OPERATING REVENUES NONOPERATING REVENUES TOTAL WATER FUND OPERATING REVENUES NONOPERATING REVENUES TOTAL WASTEWATER FUND OPERATING REVENUES NONOPERATING REVENUES TOTAL SANITATION OPERATING REVENUES NONOPERATING REVENUES TOTAL GRAND TOTAL FY96 ACTUAL $ 2,632,409 9,468,208 2,013,571 513,624 28,212 1,236,582 1,342,865 17,216 390,789 251,692 5,436,051 FY 97 BUDGET $ 2,702,000 9,733,500 708,650 388,018 9,000 1,279,268 1,167,600 20,000 437,177 103,221 5,313,900 $ 23,331,219 $ 21,862,334 $ 4,583,665 $ 4,770,000 227,089 160,000 115,043 150,000 $ 4,925,797 $ 5,080,000 $ 1,385,693 $ 1,326,100 206,116 181,800 $ 1,591,809 $ 1,507,900 $ 32,282,090 $ 33,666,000 1,178,228 900,000 $ 33,460,318 $ 34,566,000 $ 7,137,643 $ 6,634,700 100,106 51,900 $ 7,237,749 $ 6,686,600 $ 6,013,058 $ 6,495,600 106,606 106,000 $ 6,119,664 $ 6,601,600 $ 3,573,581 $ 3,652,200 174,558 125,000 $ 3,748,139 $ 3,777,200 $ 80,414,695 $ 80,081,634 FY 97 1ST QTR. ACTUAL $ 399,919 2,394,599 284,024 103,158 28,043 160,114 315,779 174 69,793 14,658 1,315,975 $ 5,086,236 $ 1,576,072 12,589 0 $ 1,588,661 $ 352,724 39,310 $ 392,034 $ 7,362,219 169,686 $ 7,531,905 1,644,765 18,831 $ 1,663,596 $ 1,565,749 15,198 $ 1,580,947 $ 924,600 30,175 $ 954,775 % OF BUDGET % OF FY 96 ACTUAL TO DATE 15% 15% 25% 25% 40% 5% 27% 22% 312% N/A 13% 15% 27% 19% 1% 100% 16% 20% 14% 13% 25% 24% 23% 21% 33% 34% 8% 13% N/A N/A 31% 33% 27% 25% 22% 18% 26% 24% 22% 24% 19% 16% 22% 23% 25% 22% 36% 15% 25% 22% 24% 25% 14% 28% • 24% 25% 25% 25% 24% 16% 25% 25% $ 18,798,154 23% 23% 10 EXPENDITURE SUMMARY REPORT FOR FY 97 THROUGH DECEMBER 31 25 % OF THE FISCAL YEAR LAPSED FY97 %OFFY96 FY 96 FY 97 1ST QTR. % OF ACTUAL TO ACTUAL BUDGET ACTUAL BUDGET DATE GENERAL FUND POLICE $ 5,358,093 $ 5,853,528 $ 1,501,855 26% 26% FIRE 3,914,919 4,029,776 1,023,352 25% 26% PUBLIC WORKS 3,624,194 3,269,022 747,064 23% 13% PARKS AND RECREATION 4,069,516 4,117,252 940,268 23% 20% LIBRARY 366,889 405,901 101,475 25% 25% DEVELOPMENT SERVICES 1,774,771 1,903,729 435,966 23% 31% ECONOMIC/COMM. DEV. 490,461 600,139 145,089 24% N/A OFFICE OF TECH. AND INFO. 1,686,510 1,915,658 536,267 28% 31% FINANCIAL SERVICES 1,427,884 1,447,929 419,962 29% 31% GENERAL GOVERNMENT 1,636,054 1,664,180 407,856 25% 23% GENERAL FUND TOTAL $ 24,349,291 $ 25,207,114 $ 6,259,154 25% 24% DEBT SERVICE FUND $ 5,602,141 $ 5,075,984 $ 295,111 6% 5% HOTEL/MOTEL FUND $ 1,560,090 $ 1,517,534 $ 398,513 26% 17% UTILITY FUNDS ELECI RIC $ 22,455,522 $ 23,515,862 $ 5,029,832 21% 26% WATER 2,058,223 2,558,138 511,221 20% 26% WASTEWATER 2,378,075 2,534,112 694,836 27% 25% UTILITY FUNDS TOTAL $ 26,891,820 $ 28,608,112 $ 6,235,889 22% 26% SANITATION FUND $ 2,462,624 $ 2,623,789 $ 641,315 24% 25% EQUIPMENT REPLACEMENT / FLEET $ 825,966 $ 936,009 $ 610,379 65% 16% UTILITY BILLING FUND $ 1,105,312 $ 1,096,133 $ 272,628 25% 24% GRAND TOTAL $ 62,797,244 $ 65,064,675 $ 14,712,989 23% 23% 11 BEGINNING BALANCE REVENUES PROPERTY TAXES SALES TAX OTHER TAXES PERMITS INTERGOVERNMENTAL PARKS AND RECREATION OTHER SERVICE CHARGES FINES AND FORFEITURES INVESTMENT EARNINGS MISCELLANEOUS RETURN ON INVESTMENT TOTAL REVENUES TOTAL FUNDS AVAILABLE EXPENDITURES AND TRANSFERS POLICE FIRE PUBLIC WORKS PARKS AND RECREATION LIBRARY DEVELOPMENT SERVICES ECONOMIC AND COMM DEV, OFFICE OF TECH. & INFO. SVS. FINANCE GENERAL GOVERNMENT PUBLIC AGENCY FUNDING CONTINGENCY ECONOMIC DEVELOPMENT SPECIAL PROJECTS GENERAL/ADMIN. TRANSFER NET EXPENDITURES INCREASE (DECREASE) IN FUND BALANCE ENDING FUND BALALNCE CITY OF COLLEGE STATION GENERAL FUND FUND SUMMARY FY 96 ACTUALS FY 97 BUDGET $ 24,617,274 $ 26,712,243 $ 2,632,408 9,468,207 2,013,573 513,624 28,212 603,291 633,291 1,342,865 390,789 568,209 5,136, 750 $ 23,331,219 $ 47,948,493 $ 5,358,093 3,914,919 3,624,194 4,069,516 366,889 1,774,771 490,461 1,686,510 1,427,884 1,636,054 113,860 0 89,483 280,500 (3,596,884) $ 2,702,000 9,863,500 578,650 388,018 9,000 623,239 656,029 1,167,600 437,177 123,221 5,313,900 FY 97 1ST QTR. ACTUAL % OF FY 96 % OF ACTUAL TO BUDGET DATE $ 26,712,243 100% 100% $ 399,919 2,394,599 284,024 103,159 28,043 34,607 125,505 315,778 69,793 14,831 1,315,978 $ 21,862,334 $ 5,086,236 $ 48,574,577 $ 31,798,479 $ 5,853,528 4,029,776 3,269,022 4,117,252 405,901 1,903,729 600,139 1,915,658 1,447,929 1,664,180 128,449 342,494 464,300 300,000 (3,807,274) $ 1,501,855 1,023,352 747,064 940,268 101,475 435,967 145,089 536,268 419,962 407,857 38,350 0 0 0 (846,974) $ 21,236,250 $ 22,635,083 $ 5,450,533 $ 2,094,969 $ (772,749) $ (364,297) $ 26,712,243 $ 25,939,494 $ 26,347,946 15% 15% 24% 25% 49% 5% 27% 22% 312% N/A 6% 5% 19% 25% 27% 19% 16% 21% 12% 6% 25% 25% 23% 20% 26% 26% 25% 26% 23% 13% 23% 20% 25% 26% 23% 31% 24% N/A 28% 31% 29% 31% 25% 23% 30% N/A N/A N/A N/A N/A N/A N/A 22% 19% 24% 24% 12 CITY OF COLLEGE STATION DEBT SERVICE FUND FUND SUMMARY BEGINNING BALANCE REVENUES ADVALOREM TAXES, ETC. INVESTMENT EARNINGS OTHER TRANSFERS PROCEEDS FROM LONG TERM DEBT TOTAL REVENUES TOTAL FUNDS AVAILABLE EXPENDITURES AND TRANSFERS GENERAL OBLIGATION BONDS CERTIFICATES OF OBLIGATION AGENTS FEES, OTHER COSTS TOTAL OPERATING EXPENSES AND TRANSFERS INCREASE (DECREASE) FUND BALANCE FY96 FY97 ACTUALS BUDGET FY 97 1ST QTR. % OF ACTUAL BUDGET $ 1,867,714 $ 1,191,369 $ 1,191,369 $ 4,583,664 147,354 79,735 115,043 0 $ 4,770,000 160,000 150,000 150,000 70,000 $ 1,576,072 12,588 0 0 0 $ 4,925,796 $ 5,300,000 $ 1,588,660 $ 6,793,510 $ 6,491,369 $ 2,780,029 $ 5,012,572 $ 3,893,429 577,422 1,122,555 12,147 60,000 $ 290,812 0 4,299 $ 5,602,141 $ 5,075,984 $ 295,111 $ (676,345) $ 224,016 $ 1,293,549 ENDING FUND BALANCE $ 1,191,369 $ 1,415,385 $ 2,484,918 % OF FY 96 ACTUAL TO DATE 100% 33% 8% N/A N/A N/A 30% 7% N/A 7% 6% 100% 34% 20% N/A N/A N/A 33% 5% N/A 30% 5% 13 CITY OF COLLEGE STATION HOTEL/MOTEL FUND FUND SUMMARY BEGINNING FUND BALANCE REVENUES TAXES TICKETS & CONCESSIONS RENTALS INVESTMENT EARNINGS OTHER TOTAL REVENUES EXPENDITURES AND TRANSFERS CITY OPERATIONS CONFERENCE CENTER CONFR. CENTER DEBT SVC PARKS PROGRAMS & EVENTS WOLF PEN CREEK OPERATIONS NORTHGATE REVITALIZATION NORTHGATE DEBT SERVICE TOTAL CITY OPERATIONS ORGANIZATIONS CONVENTION & VISITORS BUREAU CVB ATHLETIC EVENTS COORDINATOR ARTS COUNCIL B-CS ATHLETIC FEDERATION JULY 4TH FIREWORKS SISTER CITY STUDENT AMB. BUSH LIBRARY COMMITTEE AGGIE SWIM CLUB HOLIDAY ON THE BRAZOS TOTAL ORGANIZATIONS CONTINGENCY TOTAL OPERATING EXPENSES AND TRANSFERS INCREASE (DECREASE) IN FUND BALANCE ENDING FUND BALANCE FY 96 ACTUAL FY 97 BUDGET FY 97 1ST QTR. % OF ACTUAL BUDGET $ 755,165 $ 786,884 $ 786,884 $ 1,385,693 58,774 101,902 38,219 7,221 $ 1,326,100 51,000 90,000 36,000 4,800 $ 352,724 7,508 20,695 7,019 4,088 $ 1,591,809 $ 1,507,900 $ 392,034 $ 225,898 15,043 161,181 70,368 322,442 58,614 $ 215,217 0 236,378 98,089 0 107,500 $ 50,273 0 45,208 15,660 0 0 $ 853,546 $ 657,184 $ 111,141 $ 450,000 0 155,000 14,000 6,500 9,000 50,000 15,400 6,644 $ 502,950 99,500 170,000 7,900 0 0 50,000 0 0 $ 706,544 $ 830,350 $ 0 $ 30,000 $ 125,737 24,875 42,500 7,900 0 0- 50,000 0 36,360 $ 287,372 $ 0 $ 1,560,090 $ 1,517,534 $ 398,513 $ 31,719 $ (9,634) $ (6,479) $ 786,884 $ 777,250 $ 780,405 100% 27% 15% 23% 19% 85% 26% 23% N/A 19% 16% N/A N/A 17% 25% 25% 25% 100% N/A N/A 100% N/A N/A 35% N/A 26% % OF FY 96 ACTUAL TO DATE 100% 25% 10% 21% 21% 24% 24% 25% N/A 10% 17% N/A N/A 10% 25% N/A 25% 25% 25% 25% 25% 25% N/A 25% N/A 17% 14 REVENUES RESIDENTIAL COMMERCIAL/INDUSTRIAL OTHER SALES OTHER OPERATING INVESTMENT EARNINGS OTHER NONOPERATING TOTAL REVENUES EXPENDITURES AND TRANSFERS ADMINISTRATION TRANS/DISTRIBUTION PURCHASED POWER NET GEN./ADMIN. TRANSFERS CONTINGENCY TOTAL OPERATING EXPEND. AND TRANSFERS NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT OUTSIDE AGENCY FUNDING DEBT SERVICE TRANSFER OTHER CAPITAL PROJECTS FUNDING OTHER CAPITAL PROJECTS RETURN ON INVESTMENT TOTAL NONOPERATING EXPEND. TOTAL EXPENDITURES/TRANSFERS INCREASE (DECREASE) IN WORKING CAPITAL BEGINNING WORKING CAPITAL ENDING WORKING CAPITAL CITY OF COLLEGE STATION ELECTRIC FUND FUND SUMMARY FY 96 ACTUAL $ 17,485,890 14,089,339 73,350 633,512 1,006,057 172,171 FY 97 BUDGET $ 17,207,000 15,883,000 73,000 503,000 700,000 200,000 FY 97 1ST QTR. % OF ACTUAL BUDGET $ 3,875,048 3,332,452 17,022 137,697 132,811 36,875 $ 33,460,319 $ 34,566,000 $ 7,531,905 $ 1,229,881 2,892,047 18,333,594 1,322,462 0 $ 23,777,984 $ 0 157,000 1,772,765 160,754 1,313,220 0 3,773,500 $ 7,177,239 $ 30,955,223 $ 2,505,096 $ 13,461,311 $ 15,966,407 $ 767,258 3,748,604 19,000,000 1,193,634 161,936 $ 151,782 788,640 4,089,410 298,874 0 $ 24,871,432 $ 5,328,706 $ 31,000 $ 12,372 176,000 190,334 2,109,180 486,533 54,000 0 3,721,580 169,492 2,445,000 0 3,773,500 943,374 $ 12,310,260 $ 1,802,105 $ 37,181,692 $ 7,130,811 $ (2,615,692) $ 401,094 $ 15,966,407 $ 15,966,407 $ 13,350,715 $ 16,367,501 23% 21% 23% . 27% 19% 18% 22% 20% 21% 22% 25% N/A 21% 40% 108% 23% N/A 5% N/A 25% 15% 19% % OF FY 96 ACTUAL TO DATE 22% 26% 23% 18% 16% 14% 23% 12% 15% 27% 12% N/A 24% N/A 100% 23% N/A N/A N/A 25% 21% 24% 15 REVENUES RESIDENTIAL COMMERCIAL/INDUSTRIAL OTHER OPERATING INVESTMENT EARNINGS OTHER NONOPERATING TOTAL REVENUES EXPENDITURES AND TRANSFERS PRODUCTION DISTRIBUTION ENGINEERING/SUPPORT NET GEN./ADMIN. TRANSFERS CONTINGENCY TOTAL OPERATING EXPEND. AND TRANSFERS NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT DEBT SERVICE TRANSFER RETURN ON INVESTMENT TOTAL NONOPERATING EXPEND. TOTAL EXPENDITURES/TRANSFERS INCREASE (DECREASE) IN WORKING CAPITAL BEGINNING WORKING CAPITAL ENDING WORKING CAPITAL CITY OF COLLEGE STATION WATER FUND FUND SUMMARY FY 96 ACTUALS $ 3,562,521 3,215,266 359,856 85,631 14,475 FY 97 BUDGET $ 3,327,000 3,050,000 257,700 40,000 11,900 $ 7,237,749 $ 6,686,600 $ 1,087,878 894,564 75,781 822,575 0 $ 1,474,384 987,395 96,359 754,142 60,000 FY 97 1ST QTR. % OF BUDGET BUDGET $ 801,901 782,013 60,852 21,415 (2,585) $ 1,663,596 $ 265,204 228,688 17,330 160,663 0 $ 2,880,798 $ 3,372,280 $ 671,885 $ 0 $ 12,400 $ 0 2,261,712 2,088,273 487,602 622,800 661,500 165,375 $ 2,884,512 $ 2,762,173 $ 652,977 $ 5,765,310 $ 6,134,453 $ 1,324,862 $ 1,472,439 $ 552,147 $ 338,734 $ 845,160 $ 2,317,599 $ 2,317,599 $ 2,317,599 $ 2,869,746 $ 2,656,333 % OF FY 96 ACTUAL TO DATE 24% 21% 26% 23% 24% 21% 54% 17% -22% 3% 25% 22% 18% 25% 23% 26% 18% 29% 21% 25% N/A N/A 20% 25% N/A N/A 23% 23% 25% 25% 24% 24% 22% 25% 16 REVENUES RESIDENTIAL COMMERCIAL/INDUSTRIAL OTHER OPERATING INVESTMENT EARNINGS OTHER NONOPERATING TOTAL REVENUES EXPENDITURES AND TRANSFERS SEWER TREATMENT SEWER COLLECTION NET GEN./ADMIN. TRANSFERS CONTINGENCY TOTAL OPERATING EXPEND. AND TRANSFERS NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT DEBT SERVICE TRANSFER RETURN ON INVESTMENT TOTAL NONOPERATING EXPEND. TOTAL EXPENDITURES/TRANSFERS INCREASE (DECREASE) IN WORKING CAPITAL BEGINNING WORKING CAPITAL ENDING WORKDING CAPITAL CITY OF COLLEGE STATION WASTEWATER FUND FUND SUMMARY FY 96 ACTUALS $ 4,920,438 866,877 225,742 83,556 23,050 FY 97 BUDGET $ 5,386,700 941,600 167,300 100,000 6,000 FY 97 1ST QTR. % OF BUDGET BUDGET $ 1,307,789 215,877 42,082 15,108 90 $ 6,119,663 $ 6,601,600 $ 1,580,946 $ 1,549,567 $ 1,621,415 828,508 912,697 449,080 447,299 0 60,000 $ 474,102 220,734 111,905 0 $ 2,827,155 $ 3,041,411 $ 806,741 $ 365 2,319,390 585,950 $ 2,905,705 $ 5,732,860 $ 386,803 $ 1,039,717 $ 1,426,520 $ 14,600 $ 2,826,391 645,900 0 671,009 161,475 $ 3,486,891 $ 832,484 $ 6,528,302 $ 1,639,225 $ 73,298 $ 1,426,520 $ 1,499,818 $ (58,279) $ 1,426,520 $ 1,368,241 % OF FY 96 ACTUAL TO DATE 24% 25% 23% 23% 25% 21% 15% 35% 2% N/A 24% 25% 29% 25% 24% 25% 25% 25% N/A N/A 27% 25% N/A N/A 24% 23% 25% 25% 24% 24% 25% 24% 17 REVENUES RESIDENTIAL COMMERCIAL/INDUSTRIAL OTHER OPERATING INVESTMENT EARNINGS OTHER NON OPERATING TOTAL REVENUES EXPENDITURES AND TRANSFERS RESIDENTIAL COMMERCIAL GENERAL & ADMIN. TRANSFERS OUTSIDE AGENCY FUNDING OTHER CONTINGENCY TOTAL OPERATING EXPEND. AND TRANSFERS NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT DEBT SERVICE TRANSFER RETURN ON INVESTMENT TOTAL NONOPERATING EXPENDITURES TOTAL OPERATING AND NONOPERATING EXP & TRANSFERS INCREASE (DECREASE) IN WORKING CAPITAL BEGINNING WORKING CAPITAL ENDING WORKING CAPITAL CITY OF COLLEGE STATION SANITATION FUND FUND SUMMARY FY 96 FY 97 ACTUALS BUDGET $ 2,127,148 1,368,808 77,625 106,038 68,519 $ 2,184,800 1,371,500 95,900 100,000 25,000 FY 97 1ST QTR. ACTUAL $ 559,704 343,739 21,156 29,269 907 $ 3,748,138 $ 3,777,200 $ 954,775 $ 1,409,877 1,052,747 505,500 6,375 0 0 $ 1,416,069 1,207,720 380,408 17,000 0 52,185 $ 349,854 291,461 95,102 17,000 22,964 0 $ 2,974,499 $ 3,073,382 $ 776,381 $ 0 240,028 154,500 $ 8,200 240,028 183,000 $ 0 0 45,750 $ 394,528 $ 431,228 $ 45,750 $ 3,369,027 $ 3,504,610 $ 822,131 $ 379,111 $ 272,590 $ 132,644 $ 829,310 $ 1,208,421 $ 1,208,421 $ 1,208,421 $ 1,481,011 $ 1,341,065 % OF FY 96 % OF ACTUAL TO BUDGET DATE 26% 25% 25% 24% 22% 33% 29% 11% 4% 24% 25% 25% 25% 25% 24% 25% 25% 25% 100% 100% N/A N/A N/A N/A 25% 25% N/A N/A N/A N/A 25% 25% 11% 10% 23% 23% 18 CITY OF COLLEGE STATION EQUIPMENT REPLACEMENT/MAINTENANCE FUND FUND SUMMARY BEGINNING WORKING CAPITAL FY97 %OFFY96 FY 96 FY 97 1ST QTR. % OF ACTUAL TO ACTUALS BUDGET ACTUAL BUDGET DATE $ 2,693,410 $ 1,942,647 $ 1,942,647 100% 100% REVENUES GENERAL FUND $ 789,003 $ 606,100 $ 160,777 27% 20% ELECTRIC FUND 142,673 138,800 34,700 25% 26% WATER FUND 98,590 57,600 14,400 25% 25% WASTEWATER FUND 203,500 145,500 36,375 25% 25% SANITATION FUND 347,862 279,700 69,925 25% 25% UTILITY BILLING FUND 9,652 11,500 2,875 25% 25% PHONE SYSTEM CHARGES 90,085 87,040 21,732 25% 25% 800 MHZ CHARGES 186,000 186,000 48,475 26% 25% INVESTMENT & OTHER 185,051 102,500 17,086 17% 20% FLEET MAINTENANCE CHARGES 0 958,000 233,950 24% N/A TOTAL REVENUES $ 2,052,416 $ 2,572,740 $ 640,295 25% 23% EXPENDITURES/FLEET REPLACEMENT GENERAL FUND $ 617,145 $ 711,809 $ 610,198 86% 31% ELECTRIC FUND 0 26,200 0 N/A N/A WATER FUND 47,298 27,600 0 N/A N/A WASTEWATER FUND 80,057 0 181 N/A N/A SANITATION FUND 81,466 170,400 0 N/A N/A FLEET REPLACEMENT EXPENDITURES $ 825,966 $ 936,009 $ 610,379 65% 23% OTHER EXPENDITURES PHONE SYSTEM PURCHASE $ 115 $ 60,000 $ 3,793 N/A N/A 800 MHZ SYSTEM PURCHASE 1,977,098 828,015 470,162 57% N/A FLEET MAINTENANCE 0 855,396 235,377 28% N/A CONTINGENCY 0 35,000 0 N/A N/A OTHER EXPENDITURES $ 1,977,213 $ 1,778,411 $ 709,332 40% N/A TOTAL NET EXPENDITURES $ 2,803,179 $ 2,714,420 $ 1,319,711 49% 7% INCREASE (DECREASE) IN WORKING CAPITAL $ (750,763) $ (141,680) $ (679,416) ENDING WORKING CAPITAL $ 1,942,647 $ 1,800,967 $ 1,263,231 19 BEGINNING BALANCE CITY OF COLLEGE STATION UTILITY BILLING FUND FUND SUMMARY FY 97 % OF FY 96 FY 96 FY 97 1ST QTR. % OF ACTUAL TO ACTUALS BUDGET ACTUAL BUDGET DATE $ 581,302 $ 604,357 $ 604,357 100% 100% REVENUES AND SERVICE CHARGES SERVICE CHARGES $ 1,596,700 $ 1,321,800 $ 327,075 25% N/A INVESTMENT INCOME 37,430 40,000 4,693 12% 21% TOTAL REVENUES AND SERVICE CHARGES $ 1,634,130 $ 1,361,800 $ 331,768 24% N/A EXPENDITURES COLLECTIONS $ 834,853 $ 809,706 $ 200,620 25% 23% METER SERVICES 270,459 286,427 72,008 25% 25% GENERAL AND ADMIN. TRANSFERS 474,800 418,424 104,606 25% 25% CONTINGENCY 0 30,000 0 N/A N/A CAPITAL OUTLAY 30,963 430,000 11,351 3% N/A TOTAL EXPENDITURES $ 1,611,075 $ 1,974,557 $ 388,585 20% 24% INCREASE (DECREASE) IN FUND BALANCE $ 23,055 $ (612,757) $ (56,817) ENDING FUND BALANCE $ 604,357 $ (8,400) $ 547,540 20 BEGINNING BALANCE REVENUES CITY CONTRIBUTIONS EMPLOYEE CONTRIB COBRA INVESTMENT EARNINGS OTHER TOTAL REVENUES TOTAL FUNDS AVAILABLE EXPENDITURES AND TRANSFERS CLAIMS ADMINISTRATION FEE PREMIUMS GENERAL & ADMINISTRATIVE OTHER OPERATING OTHER NON -OPERATING CITY OF COLLEGE STATION SELF INSURANCE FUND FUND SUMMARY FY96 FY97 ACTUALS BUDGET FY 97 1ST QRT. % OF ACTUAL BUDGET $ 899,242 $ 1,148,617 $ 1,148,617 $ 2,345,651 521,297 37,453 98,100 6,260 $ 2,337,645 525,000 37,000 97,800 5,000 $ 699,909 124,766 8,483 13,805 1,905 $ 3,008,761 $ 3,002,445 $ 848,868 $ 3,908,003 $ 4,151,062 $ 1,997,485 $ 1,904,592 124,451 599,514 98,330 23,654 8,845 $ 2,068,500 134,100 574,800 103,008 34,500 10,500 $ 437,710 35,335 339,264 25,752 50 1,405 TOTAL OPERATING EXPENSES AND TRANSFERS $ 2,759,386 $ 2,925,408 $ 839,516 INCREASE (DECREASE) IN FUND BALANCE ENDING FUND BALANCE $ 249,375 $ 77,037 $ 9,352 $ 1,148,617 $ 1,225,654 $ 1,157,969 % OF FY 96 ACTUAL TO DATE 30% 24% 23% 14% 38% 28% 21% 26% 59% 25% 0% 13% 29% 26% 25% 29% . 21% 12% 26% 23% 30% 61% 25% 50% 10% 32% 21 We're Committed To Excellence 22 FISCAL YEAR 1997 1ST QUARTER REPORT SERVICE LEVEL AND PERFORMANCE MEASURES REPORT NOTE: The service levels and performance measures are typically forecast as annual measures. As one reviews the various measures normally it is anticipated that approximately one -forth of each measure would occur during each quarter. As is explained earlier, there is also a tendency for some seasonality to occur. For instance a relatively larger percentage of police activity may occur in the first quarter due to activities such as football games. At the same time a relatively smaller proportion of parks department activity will occur since most activity in that department is related to summer functions. We're Committed To Excellence 24 TRANSPORTATION/MOBILITY u D scription: &::Budged Explanation= _ :::::. . This division is responsible forthe repair and maintenance of ci coordinates the annual ;resider tial street rehabilitation program. Quarter expenditure of $34$,419 is equivalent to 21%a of #i air a "season" has not begun: eo there:are. no performance measures tyst�e'ets< Th The Streets n ual budget for thh$ area �s ;dtv�sion nisi Marnten#nce The seal:�caa Program Name: Streets Maintenance Service Level: Provide regular maintenance and care of city streets. Performance Measures: Effectiveness - Percent of pavement greater than or equal to level "C". Efficiency - Cost per sq. yard of repair. - Cost per pot hole repair. - Cost per mile of sealcoat. - Cost per mile of overlay. - Cost per mile of machine sweeping. Output - No. of street repair work orders. - No. of miles monitored for pot holes. - No. of miles of street sealcoated. - No. of miles of street overlay. - No. of miles swept on bi-monthly cycle. - No. of miles swept per year. Input - No. of miles of street in the City of College Station. FY96 FY97 FY97 Actual Budget 1st Quarter 95% 95% 98% $303.80 $310.00 $310.00 $16.23 $16.56 $18.00 $22,323 $20,116 N/A $46,592 $41,981 $41,981 $76 $68 $65 280 280 178 170 170 170 11 11 N/A 5 5 2.3 364 364 364 2,184 2,184 1,151 214 214 214 26 oscri tion; . ud et;: x lanation, ............................................................................................................................. ........................................................................................................................... his division ie responsible for:the installation end main r11 gS The Tr ffic Signal end! Marking.Divisio�s s Arkin uiva umm:ai ............... ............... ........................ ......................... ...................... ummary............... ...................... enance of traffic sii carter expenditui Program Name: Traffic Signs and Markings Service Level: Maintain, repair, and install street signs and pavement markings to provide safe and efficient movement of motorists, bicyclist, and pedestrians. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Missing stop sign replacement time. 4hrs or Tess 4hrs or Tess 4hrs or Tess -Replacement time for all other regulatory signs. 24 hrs 24hrs 24hrs Efficiency -Cost per work order. -No. of work orders per employee. Output -No. of work orders per year. -No. of stop signs replaced. Input -No. of persons assigned for maintenance and repair. $158.00 $160.00 $138.00 400 400 122 800 800 244 120 120 50 2 2 2 27 U B LIC;VVOIR Description Budget Explanation This div►sio is responsible for;the repair nd maim trance of traffic moved ram the Public Utilities Department to the Public 1Norks del reorga$t Quarter ex i quivalent to 26% of their annual budget Batdga3t5'�'r ......................................... ............................................ P:osition:Sumimar ............................................ ........................................... 5igrialO TI7is drvl ►c n drtmGnt as a. result.0 enc itura of V7$• ,197 Program Name: Traffic Signals Service Level: Maintain and repair traffic signals and school warning devices to provide safe and efficient movement of vehicles and pedestrians. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness Percentage of system available. 99.7% 99.5% 100% Efficiency Cost per work order. $75.00 $66.00 $92.00 Cost per intersection. $400.00 $396.00 $437.00 Total system downtime per year. 8 hrs. 10 hrs. 0 hrs. Response time to after-hours calls. 2 hrs. 2 hrs. 2 hrs. Output No. of maintenance and repair work orders. 1,300 1,273 221 No. of signal bulbs replaced. 1,200 1,325 56 No. of signal heads replaced. 17 18 4 No. of operation hours per year. 359,160 359,160 89,790 Input No. of FTE's assigned equipment maintenance and repairs. 2.7 2.7 2.7 No. of FTE's assigned to overhead maintenance and repairs. 1.3 1.3 1.3 No. of signals in system. 44 44 44 28 PARKS AND RECREATION MI Description 8Budget:Exp anation ;. This sdmvis.iosnservetss aAssasprmarycustomercoontactppoint, proovides a,dminisisstrative suppr .. t otherPakandeceation diviion, and CordintetthCtysEmergey Maagern Rssas e'nce prograTePakAdministration1sQuater exenditure f$9642equivalent to theirannual budgeuveywtlibe conducederin the year toadresthe effecttvenes measure ofcustomer atisfacion Su_ g#C$utripaa... .......................................... .......................................... P:ositi:o'n S:ummar ............................................ ............................................ Program Name: Administration Service Level: Provide departmental administration, customer service, pavilion rentals, program support, and design and administration for all approved capital projects, and graphics support. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percentage of CIP projects completed within budget, specifications, and allotted time. 90% 90% 90% - Percentage of all drafting and graphics assistance requests completed satisfactorily and promptly. 95% 95% 95% - Percentage satisfied on customer survey. 90% 90% N/A Efficiency - No. of work orders per person. (Planning) 160 160 18.6 - No. of customer service calls per person. (2 people)10,000 10,000 5,000 Output - No. of calendars distributed yearly. 8,000 8,000 6,000 - No. of work orders for assistance completed. 400 400 54 - No. of CIP projects completed. 10 11 1 - No. of brochures/fliers distributed annually. 80 80 75,000 - No. of pavilions rented. 370 375 53 - No. of Parks Advisory Board Meetings held. 12 12 3 - No. of cost centers monitored. 19 22 22 - Dollar amount administered in rental/deposit $35,600 $35,600 $16,330 fees. Input - No. of erripioyees. 6.5 6.5 6.5 - Total budget allotment. $335,182 $386,952 $93,937 - Total cost for 11 CIP projects. $644,000 $1,540,000 $8,800 i 30 Program Name: Emergency Management Service Level: Coordinate disaster, training, planning, response and recovery for the city. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Compliance with State and Federal requirements for emergency management. 100% 100% 100% - Timely response to disaster occurrences. N/A N/A N/A Efficiency - Cost per employee trained N/A N/A N/A Output - City participation in annual emergency exercise. 1 1 N/A - Update of emergency plans annually. 100% 100% N/A - Conduct Emergency Management Academy annually. 1 1 N/A - Coordinate individual training courses for city personnel. 10 10 1 - No. of personnel participating in training. 40 40 6 Input - Total budget allotment. $10,531 $10,110 $2,483 - No. of Parks and Recreation Staff. N/A N/A N/A 31 RE •Description & Budget Explanation: `This division has:several programs which are allotii-okooviltetatod to providing recreati+r programs and opportunities The Recreation Division 1st Quarter expenditure of $233,3 equivalent to 23 2% oftheir annual budget Revenues associated with this division tnclu� cor cessions, sports instruction and sports program fees Most of these revenues are receive the: seconu half of the fiscal year A survey wits he conducted later to the year io address the er satisfact effectiveness measure hf custom Budget Su many Reven ie;S'u;mmar Positi;on<S:;ummarj Program Name: Athletics Service Level: Provide athletic programs to meet the needs and desires of citizens and host high quality athletic events that will attract out-of-town visitors to our community. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent satisfied on customer survey. 90% 90% N/A Efficiency -Estimated cost recovery 67.42% 67.42% 33% -Estimated cost per participant $15.92 $15.92 $16.86 Output -Total revenue. $182,838 $182,838 $21,476 -Total number of participants. 17,038 17,038 3,839 -No. of regional, state, and national tournaments. 12 12 0 Input -No. of permanent, full-time staff. 2 2 2 -No. of full-time equivalents. 9.96 9.96 3.40 -Athletic general fund budget. 306,349 275,936 54,104 32 Program Name: Concessions Service Level: Meet the needs and desires of our customers and enhance our athletic and special events through the provision of concessions in a cost-effective manner while meeting all pertinent health regulations. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Score on Texas Dept. of Health Food Service 95 95 N/A Establishment Inspection Rpt. -Percentage satisfied on customer survey. 90% 90% 90% Efficiency - Cost recovery 103% 110% 58% ** Output -Total Concession Revenue $148,800 $148,800 $13,239 -Total Concession expenditures. $144,224 $135,004 $22,999 Input -No. of permanent concession facilities. 5 5 5 - Full-time equivalents. 3 3.29 1.85 -Permanent Full Time Staff 1 1 1 Program Name: Instruction Service Level: Provide instructional programs for youth and adults. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percentage of satisfied customer on survey. 90% 90% N/A Efficiency - Cost per participant $41.60 $38,35 $137.56 -Cost recovery 43% 47% 0.16% ** Output -Revenues from Instructional activities. $72,200 $72,200 $4,085 -Total Instructional general fund budget. $166,400 $153,405 $153,893 -Total Number of Participants 4,000 4,000 187 Input -No. of full-time instructional staff 1 1 1 -Total general fund budget. $166,400 $153,589 $153,589 -No. of full-time equivalents. 9.94 9.37 2.7 33 Program Name: Programs And Special Events Service Level: Provide a variety of special events for local citizens and attract visitors to the community and provide after -school care for students in grades K-6. Performance Measures: Effectiveness -Percentage satisfied on customer survey. Efficiency -Cost recovery -Cost per participant FY 96 FY 97 FY 97 Actual Budget 1st Quarter 90% 90% N/A 55.87% 61.94% 0.03% ** $0.89 $0.80 $0.58 Output -Total programs and special events revenue. $62,500 $62,500 $2,441 -No. of events at WPC amphitheater. 20 30 4 -Minimum number served by WPC annually 25,000 50,000 5,900 -No. of CSISD students served by Kids Klub. 400 400 461 -Total number of participants. 125,500 125,600 135,899 Input -Total number of full time, special event staff. 2 2 2 -Total special events budget. $111,859 $100,892 $101,951 -Total number of full time equivalents. 1.99 1.96 3.40 * Special events budget was divided into two different cost centers in FY 95. ** Revenues are seasonal and most are expected in the second and third quarters of this fiscal year. 34 Description 8� Budget Explanation This division operates the pools, the Conference Center, the Lincoln;Center, a Center; The Special Facilities Division 1st Quarter expenditure of.$222 661 is... of their: annual budget Most of the revenue that this division is:;responsible for 14 ' will be received in the 2nd half of the fiscal year Surveys will be conducted! ermine satisfaction with services provided,,:.>: ` :` an to Bud gf Suriima avenue:;S:umma�y Posit on unwary LITI e.Te oo fees Program Name: Aquatics Service Level: Provide public operation of three city -owned pools and one school -owned pool that are clean, safe, and attractive. Performance Measures: Effectiveness - Percentage score on all Ellis & Associates audits. Efficiency - Percentage of expenditures covered by revenues. - Cost per day of operation - Cost per participant Output - Total annual Aquatic revenue. - Total number of customers annually. - Total hours all pools are open Input - Total budget allotment. - No. of outdoor seasonal pools. - No. of indoor year-round pools - No. of full-time equivalents. FY 96 Actual 98% FY 97 Budget 98% 23% 34% $1,150 $1,060 $6.52 $3.61 $156,000 $160,000 80,000 85,000 5,067 5,067 $692,193 $466,605 3 3 1* 1 27 27 FY 97 lst Quarter N/A .007% $925 $8.70 $628 10,525 N/A $120,216 3 1 7.39 * Began operation of Natatorium 35 Program Name: Conference Center Service Level: Provide satisfactory meeting accommodations for local citizens and out-of-town clients Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness Percentage satisfied on customer survey. 90% 90% 90% Efficiency Percentage of expenditures covered by revenues 32% 30% 41% No. of customers per day of operation 536 536 202 Average number of days w/ customers 352 352 85 Output Total annual revenue $73,800 $64,600 $20,814 Total number of customers 65,717 93,000 17,783 Input Total budget allotment. $231,029 $216,970 $55,010 Total number of annual business days* 360 360 88 No. of full-time equivalents 3 3 4.14 * Closed 5 business days per year for holidays Program Name: Teen Center Service Level: Provide an afternoon and Saturday night recreational center during the school term that offers positive, drug -free programming. Provide clean, safe, attractive facilities for outside agencies to use as satellite service centers for social services. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness Percentage satisfied on customer survey. 90% 90% 90% Efficiency Cost per participant. $6.90 $6.24 N/A Ratio of participants (daily) to staff 15:1 15:1 12:1 Output Number of business days 204 210 61 Annual revenue $508 $500 $250 Total no. of annual participants 5,220 5,220 1,481 Input Total budget allotment $36,026 $32,567 $8,548 No. of full-time equivalents. 10 10 .60 i 36 Program Name: Lincoln Center Service Level: Provide positive, drug -free programming at recreation centers. Provide clean, safe, attractive facilities for outside agencies to use as satellite service centers for social services. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness Percentage satisfied on customer survey. 90% 90% N/A Efficiency Cost per participant. $7.75 $5.97 N/A Ratio of participants (daily) to staff 9:1 15:1 6:1 Output Total number of annual Lincoln Center Participants. 29,925 30,000 8,953 Lincoln Center annual revenue. $5,000 $5,000 $0 Total number of annual business days. 358 358 83 Input Total budget allotment. $232,035 $180,272 $45,849 No. of full-time equivalents 10 10 10 37 Descr• JBudget Exp- • this d vision is esponsible five grounds Maintenance and upkeep facilities 'The Operations Division 1st •Q• uarter expenditure of $•: their annual t�udget purveys; wall: B;dgetiSuary ................................................ Positiorr Summa y< Program Name: Parks Operations 4f Parks nd. ReCreOtO 5 �s equiv l nt to 5° ear tq dete►Itline satisfantio Service Level: Provide clean, safe and well -maintained leisure facilities and provide support for recreation programs and special events. Performance Measures: FY 96 Actual Effectiveness Percentage satisfied on customer survey. N/A Efficiency No. of acres per full-time employee. Cost per acre. Output No. of acres regularly maintained. No. of pavilions regularly maintained. No. of play courts regularly maintained. No. of athletic fields regularly maintained. No. of park lights regularly maintained. No. of parks mowed and trimmed. No. play units inspected and maintained. 16.4 $2,458 410 5 30 38 604 28 32 FY 97 FY 97 Budget 1st Quarter 90% N/A 16.6 $2,463 432.4 6 31 38 610 30 34 16.6 $506 432.4 6 31 38 610 N/A 30 Input Total annual budget. $1,018,369 $1,150,235 $288,266 Total number of full-time employees. 25 26 26 Total number of developed parks. 28 30 30 Total acres of land. 885 907.4 907.4 No. of park maintenance facilities. 3 3 3 No. of vehicles. 10 10 10 No. of tractors. 8 8 8 No. full-time equivalents. 30 30 27.2 1 38 E: Description•& Budget Explanation l his.division is responsible forth ;maintenance of the Wolf College Cation Cemetery, and the m aintenance of muninipa Forestry Divisions' 1 t Qu rter xpenditc re of 1 $,7 9 budget Surveys will be conducted later •rn Cite fiscal year to provided;: .......................................... udget Sum:mia aitinn; S*nmary; 'en Creek NO:04411e0#er, the tre $end landscaped areas;`;Tt urvalont te: 3 % of thew annual letermir a SatisfaCtran with service Program Name: Wolf Pen Creek Service Level: Provide safe, well maintained special -use facility. Performance Measures: FY 96 Actual Effectiveness -Percentage satisfied on customer survey. N/A Efficiency -Cost per acre (annually) $5,759 Output -No. of sq.ft. of turf area maintained. 430,781 -No. of sq. ft. of landscaped bed areas maintained. 26,000 -No. of acres on special -use facility park. 19.47 Input -Total annual budget. -No. of full-time equivalents. $112,134 0.399 FY 97 FY 97 Budget 1st Quarter 90% N/A $4,730 $803 430,781 430,781 26,000 26,000 19.47 19.49 $94,748 $23,708 0.399 0.7 39 Program Name: Cemetery Service Level: Provide grounds maintenance and customer service for municipal cemetery. Performance Measures: Effectiveness -Percent satisfied on customer survey. FY 96 FY 97 FY 97 Actual Budget 1st Quarter N/A 90% N/A Efficiency -Dollar cost per acre. $5,500 $5,896 $1432 Output -Avg. number of spaces sold annually. 231 160 29 -Revenue generated from sold spaces. $67,8001 $64,0002 $11,6003 -Avg. number of burials per year. 81 76 16 -Acres of cemetery care 18.5 18.5 18.5 Input -Budget allotment. $102,683 $110,418 $27,776 -No. of employees. 3 3 3 -No. of shops. 1 1 1 -No. of vehicles. 1 1 1 Up till April 1996, the $200 space was split - 80% General Fund, 20% Cemetery Fund 2 Starting after 4/25/96, 100% of the space price is going to the Endowment Fund (not part of General Fund). New prices also went into effect. Jan -Apr: sold 123 spaces @ $200 = $24,600. Apr -Dec (est.) 108 spaces $400 = 43,200. NOTE: Revenue generated amounts above do not have the 80/20 split - just total revenue. 3 All funds will go to the Endowment Fund 40 Program Name: Forestry Service Level: Provide landscape and grounds maintenance operations, and provide support for special events, programs, and activities. Performance Measures: FY 96 FY 97 FY 97 Actual Budqet 1st Quarter Effectiveness -Percent satisfied on customer survey. N/A 90% N/A -Percentage of work orders cleared within 10 working days. 90% 90% 100% -No. of checks per year on irrigation systems (62 systems) 400/744 768/768 24 Efficiency -No. of sq. ft. of beds maintained per man-hour. N/A -No. of man-hours per irrigation system. N/A 42 25 N/A N/A Output -No. of man-hours on municipal tree care. 2,166 2,166 176.5 -No. of man-hours on horticultural maintenance. 2,327 2,327 430.5 -No. of man-hours on irrigation system checks, repairs, and improvements. 1,613 1,613 206 -No. of man-hours on special events. 5,539 5,539 1,746 Input -Budget allotment. $337,358 $349,651 $86,589 -No. of employees. 9 9 9 -No. of vehicles. 4 4 4 -No. of shops. 1 1 1 41 We're Committed To Excellence 42 HEALTH AND PUBLIC SAFETY E..D<PARTM Description & Budget Explanation:::: This division is responsible for: the administrative support of all divisions in Department The Ponce Administrations' 1!st Quarter expenditure tf':$103; 24:2% of their annuat l udget 'The division has no finished tti °surve adequacy; of complaint ;resolutio udget 04.m. .a �os�t�on>Sumrrar <FY gctu a 2 1 e Pots s equivalen measures l 1 Program Name: Administration Service Level: To ensure that departmental programs and activities are in line with the department mission statement, are accomplished within budgetary limitations, and seek to attain outlined goals and objectives set by the department. Performance Measures: Effectiveness -Percentage of external complaints addressed adequately. FY 96 FY 97 FY 97 Actual Budget 1st Quarter N/A 80% N/A Efficiency -Percentage of complaints processed within 30 days. 85% 90% 38% Output -Avg. number of annual external complaints. 27 28 11 Input -Prorated program cost $13,410 $13,820 $13,410 44 Description & Budget Exp enation ;This division is responsible for providing police patrol and tra€fic enforcemen duties, Uniform•Petrol Division lsf Quarter. expenditure of $585,833 is equivalent to 27 3% of artrt at budget The Uniform Petrol Divisions expenditures. re above 1st Quarter estimates fo increased purchased services St>Quarla ...................... Program Name: Uniform Patrol Service Level: Provide timely initial police services on a 24 hour basis. Performance Measures: Effectiveness -Average response time on high priority calls. -Average response time on low priority calls.* FY 96 FY 97 FY 97 Actual Budget 1st Quarter 5 min. 4 min. 5:14 min 12 min. 12 min. 14:48 min Efficiency -Avg. cost per call for service. $65.00 $52.00 $76.00 -Avg. number of call for service per officer. 719 823 153 Output -No. of high priority calls handled. 6,422 7,064 1,209 -No. of low priority calls handled. 30,632 33,696 5,441 -Total number of calls handled. 37,054 40,760 6,735 Input -No. of personnel. 53 51.5 51.5 *A 30 minute response time is the maximum time allowed by Police Department standards. 45 Program Name: Uniform Patrol Service Level: Enforcement of Driving While Intoxicated laws. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -No. of alcohol related traffic accidents. 24 23 11 Efficiency -Avg. cost per DWI arrest. $336 $336 $238 Output -Number of DWI arrests made. 204 224 48 Input -Total cost to provide DWI apprehension. $68,544 $75,264 $11,424 Program Name: Special Enforcement Section Service Level: Provide traffic safety services. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -No. of injuries at high accident locations. 22 17 52 -No. of accidents at school crossing locations. 0 0 0 -Enforcement Index score at high accident locations. * 36 46 27.99 Efficiency -Cost per location for school crossing guard. $2,587** $2,955** $2,360** -Cost per enforcement of parking violations. $2.50 $2.40 $3.42 -Cost per traffic enforcement at high incident locations. $2.59** $2.75** $3.34** Output -No. of enforcement actions for high accident locations. 1,320 2,516 129 -No. of parking violations in the Northgate area. 2,316 2,995 524 -No. of directed traffic patrols performed. 174 120 93 -No. of school crossing locations. 11 11 10 Input -Total number of personnel. 17 17 16 -Total cost for services provided. $398,486 $404,415 $52,202 * The "Enforcement Index" is the number of citations issued vs. accident reports taken at high accident locations. ** Revised from the count published in the FY 1997 budget. 46 Description 8� Budget Explanation: This divin i sios responsible for. inv..estigation of serious :criminal offenses, provide victim, wi and suspect interviews, monitor criminal ,gang activityand provide narcotic substance investigatioi s. The Criminal:Investigation 1st Quarter.expendtturer f $170,041' rs equivelent .2%o..of their annual budget The Criminal Investigation Divisions` expenditures are above' uarter estimates due to an increase in professional services The survey r entioned in the ;effectiveness measure 6,:ititYt been completed as yet. ,, Program Name: Criminal Investigations Service Level: To provide efficient assignment and investigation of serious criminal offenses within a reasonable amount of time. Ensure that victims of assigned criminal offenses be contacted within 10 days of assignment. To provide effective investigations to clear the maximum number of offenses with the resources available. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent satisfied on customer survey. N/A 80% N/A -Percent cleared on follow-up cases. 60% 60% 60% -Percent cleared by arrest. 30% 30% 36% Efficiency -Cost per investigation cleared. $246 $231 -Cost per investigation cleared by arrest. $523 $489 $328 $550 Output -No. of assigned cases. 2,200 2,250 534 -No. of cases cleared. 1,700 1,800 434 -No. of cases cleared by arrest. 800 850 259 Input -No. of personnel assigned to CID. 12 13 13 47 P 0 LIc E DEP RTME[ Ike crrpt�on Budget Explanatrori This division reQru►ts, $elects and trains swOrrt and civrltan om training to employees, and provide$ ntmal control ;service$ Quarter a cpend►ture of $77,771 rs equivalent 10 26% of their art ......:.......................::..:.....:...:........................................................:..::....:...:..:::...:....::..::.:.: . has riot yet beerl completed, ..::. . SO.. po�rtrnn;Summar N �(0 Waal aides Gorlttrtuh Sotlttel Servuues �I si budget Thecrtizens get:; 0( a8 Program Name: Recruiting & Training Service Level: To provide continuing education and training for the enhancement of the professional skills of current employees. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percentage of sworn employees that receive an average of 80 hours of in-service training each. 100% 90% 90% Efficiency -Cost per training hour. $10.00 $7.73 $21.56 Output -No. of in-house training hours. 6,450 7,200 838 -No. of outside training hours. 6,200 9,300 712 Input - Training Budget $126,500 $127,500 $31,875 48 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: Effectiveness -Percent of on -duty, animal calls responded to within 15 minutes. -Percentage of citizens satisfied with service Efficiency -Cost per call for service. -Cost per animal handled. FY 96 FY 97 FY 97 Actual Budget 1st Quarter 83% 80% 80% N/A 90% N/A $33.70 $32.77 $70.54 $73.77 Output -Calls for service per year. 2,300 2,400 -No. of animals handled per year. 1,400 1,500 $35.17 $82.97 559 331 Input - Animal Control Budget $98,763 $110,650 $27,465 49 Description & Budget; Explanation: This division is responsible for equrpr lent, s rppties and maintenance purchased forth de`patmentTis includes,theordering anddispersal ofsupply andequipmentfte[risf• alldepartrrentemployeesandcoordinatigrepairsforallofthedepartmens gcliti needs The Quartermasters' 1st Quarter expenditure of $200,443 is e uivalent:: annual budge . . ;Budget nary Program Name: Quartermaster Service Level: Provide equipment, supplies, and maintenance for the department. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent satisfied on employee survey. N/A 80% 90% Efficiency -Avg. cost per mile for departmental units. $0.22 $0.20 $0.28 Output -Avg. number of monthly fleet repair requests. 150 165 145 -No. of supply requests submitted and fulfilled per month. 40 50 89 -Avg. number of miles per unit patrol per month. 2,200 2,168 1,112 Input No. of personnel 8 1 1 50 Description Budget Explanation Thts divisio8�n is responsible for police communicat,ons;and dispatch; provides s: detention operations, and provides report talunq Capablsties far•low pflontized• oal Commurncation and ,tail 1 st.Quarter expenditure of $212,s71 is equivalent to 26% of their annual budget The' effectivenes Survey will be dmtnistered in the thrrd quarter of this fis year.; Program Name: Public Safety Comm./Jail Service Level: Processing of Police, Fire, and EMS calls for service. Performance Measures: Effectiveness -Percent satisfied on Citizen Survey. FY 96 FY 97 FY 97 Actual Budget 1st Quarter 90% 90% N/A Efficiency -Percent of priority 1 police calls dispatched within 3 minutes. 95% 95% 99% -Percent of priority 1 fire calls dispatched within -1 minute. 95% 95% 96% -Percent of 911 calls answered within 10 sec. 99% 100% 100% Output -No. of phone calls processed monthly. 17,000 18,000 19,032 -No. of 911 phone calls monthly. 800 850 927 -Total police incidents monthly. 6,900 7,000 6,284 -Total fire incidents monthly. 320 340 353 Input -No. of Communication Operators. 18 18 18 -No. of PSOs. 6 6 6 -No. of Communication Managers. 1 1 1 51 Program Name: Public Safety Comm./Jail Service Level: Processing of prisoners allowing patrol officers to reduce transport and processing time of prisoners; keeping an officer in service by taking low priority calls for service over the phone or in person. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Length of time to process adult arrestees. 35 min. 30 min. 29 min. Efficiency -Percentage of priority 4 calls handled by PSO's. 7% * 10% * 8% * Output -No. of reports taken by PSO's monthly. 115 140 213 -No. of prisoners processed monthly. 170 182 304 Input -No. of Communication Operators. 18 18 18 -No. of PSO's. 6 6 6 -No. of Communication Managers. 1 1 1 * Revised figures as published in the FY 1997 budget. 52 Descripttnn 8< Budget Explanation. This will be the first fiscal year for the.Crime Prev noon and C mmuntty elations f•un• be combined; in one division The division is responsible fora number of programs tha c r the community in enme prevention and the public school system ri the c ren. Previously many of•these functions were carried out in other parks of tr .9:0*Ot quarter a cpend�t;ire of $48,286 �s quivolol e ustom r service survey etas not basil done yet the.citizerys of our;chpld peportment .43%ofth Program Name: Crime Prevention and Community Relations Service Level: To provide informative, preventive programs to reduce crime through increased awareness and education and to provide information regarding home, business, and personal safety. Performance Measures: Effectiveness -Percentage of annual survey respondents rating the CSPD as average, above average, or clearly outstanding. Efficiency -Cost per crime prevention activity Output -No. of home security surveys conducted -No. of business security surveys conducted -No. of police department building tours conducted -No. of public appearances and presentations made. -No. of neighborhood watch groups formed -No. of neighborhood meetings attended Input No. of personnel FY 96 FY 97 FY 97 Actual Budget 1st Quarter 90.6% 95% N/A N/A $207.17 $204.13 53 130 160 3 3 0 10 20 9 62 85 30 3 3 0 4 10 0 N/A N/A N/A 53 Service Level: To provide a quality D.A.R.E. program to students in selected grades in the C.S.I.S.D. system, for the purpose of educating students of the consequences of substance use and abuse. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percentage of students in D.A.R.E. program that scored 70% or higher on written exam. 85% -Percentage of teachers and administrators that are satisfied with the quality and success of D.A.R.E. program. 98% Efficiency -Cost per student. Output -No. of students taught in the Kindergarten curriculum -No. of students taught in the 1st Grade curriculum -Nu of students taught in the 3rd Grade curriculum. -No of students taught in the 5th Grade curriculum. -No. of students taught in the 7th Grade curriculum. 85% 95% N/A N/A N/A $17.60 $17.22 466 500 448 488 500 572 517 500 564 533 500 533 490 500 553 Input No. of personnel N/A 2 2 54 Description & Budget E This division is responsr6 Consolidated: High Schoc the C7PP area . The Coi equivalent to:14 5% of th administered this spring .::.....................::...:...:.:..:...::.............. o:for coordination of the Tech Prep Grtrninal justice Program at A&I l and for providling as istance and educational services to citizens i inunrty and Education Services 1st Quarter expenditure of $49,92( xir annual budget The customer satisfaction survey will be Program Name: Education Services Service Level: Coordinate the Tech -Prep Criminal Justice Program at A&M Consolidated High School while establishing positive relationships with students, faculty, staff, and interviewing with At -Risk Students. Performance Measures: FY 96 FY 97 Actual Budget FY 97 1st Quarter Effectiveness -Annual faculty and staff survey approval rating. 95% 95% N/A Efficiency -Avg. cost per student. $364.48 $495.00 $141.52 Output -No. of students in Tech - Prep Criminal Justice Courses. 115 123 114 -No. of students involved in Criminal Justice Vocational Industrial Clubs of America in the Fall of 1996. N/A 20 26 -No. of at -risk students helped with mentoring sessions. 80 108 113 -No. of Tech -Prep Criminal Justice classes taught. 720 720 251 Input - No. of Personnel 2 2 2 55 Program Name: Community Policing Service Level: Provide assistance and Educational Service to members of the COPP area. Performance Measures: Effectiveness -Annual survey of COPP residences indicating satisfaction. FY 96 FY 97 FY 97 Actual Budget 1st Quarter N/A 90% N/A Efficiency -Cost per contact based on contacts made in FY 96-97 $12.25 $12.48 $17.42 -Cost of officer for COPP Cub Scout Troop based on officers time spent on this project during FY 96-97 N/A $2,792 $437.61 Output -No. of citizens making contact at COPP substation 3,000 3,000 731 -No. Of citizens providing information on unsolved crimes N/A 5 3 -No. of request by citizens for referrals to outside agencies 8 10 12 -No. of referrals made to outside agencies, other divisions, and other departments 8 10 12 -No. of contacts made by COPP officer at citizens residence 100 100 42 -No. of hours COPP officer spends on Cub Scout Troop 50 150 29 Input -No. of personnel 4 4 4 56 gscriptinn . Budgefi Explanation T is division is responsible far pro0essrn end maintaining police records and evidence Information seance 1st Quartet expenditure of 53,g74 �s equivalent to 24 3% of their - budget The c�f�zen survey #ids not boon done yet • Program Name: Information Services Service Level: Process and maintain accurate police records and evidence and provide for the effective and efficient retrieval, distribution, and storage of departmental records and evidence so that information requested by other divisions of the department, prosecutors, and the citizens is readily available. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percentage satisfied on annual citizen survey. N/A 95% N/A -Percentage of time that all incoming records/evidence are processed correctly. N/A 99% 100% Efficiency -Avg. number of reports processed daily 33 33.4 41.4 -Avg. number of citations processed daily. 116.5 117.5 93.6 -Percentage of time reports and supplements received by 9 a.m. are processed by 12 noon. 95% 95% 95% -Percentage of time all citations are processed by 3 p.m. the day following the citation. 95% 95% 90% Output -No. of reports processed annually. 12,012 12,205 3,586 -No. of Record Technicians used to process reports. 4 4 4 -No. of citations processed annually. 30,316 30,541 5,616 -No. of record technicians used to process citations. 1 1 1 -No. of evidence items processed annually. 3,468 3,500 804 57 Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Input -No. of Record Technicians used to process reports. 3.5 4 4 -No. of Record Technicians used to process citations. 1 1 1 -No. of Evidence Technicians used to process evidence. 1 1 1 58 pescript�on � Budget Expl�natron This is the, admjnistrat�ve. and trarntpg. function support is provided to the department Requ employees are also handled in this Bred EM tra�nin function rs responsible for ensuring th #raining This fufGtlon keeps the trar:ning reo Administration s' 1st.Qwartet expenditure of •budget purveys wil{ be n�orfduOtptlat4 in ihn of the Fire pepattrnent general auministratii ests fOr servic•e by citizen$ and Fire Pepartment S reports are also enteredkby staff in this area '. artment persoririel reeceivs;requrrE Orris of the department up to date The Frre. .108,107 rs egw.walent to 24 4% of their annual„I yenrto determine satisfaction w#th 'wit-s Program Name: Management Services Support Service Level: Provide support services to fire department and other city departments. Performance Measures: Effectiveness -Percent approval on satisfaction survey. -Percent of time pre -established deadlines for completing reports are met. Efficiency -Cost per entry of EMS report -Staff time cost per monthly report -No. of employee requests per person -No. of citizen requests per person Output -No. of EMS reports entered -No. of monthly reports produced -No. of employee requests -No. of citizen request Input -No. of administrative support office staff FY 96 FY 97 FY 97 Actual Budget 1st Quarter 95% 95% N/A 97% 95% 95% N/A $0.23 $0.23 N/A $26 $26 N/A 75 120 N/A 100 480 1,550 1,700 392 12 12 3 N/A 150 32 N/A 200 48 2 2 2 59 Program Name: Fire Department Training Service Level: Comply with required continuing education for Fire Department personnel and provide cooperative training programs with mutual and automatic aid. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent of department achieving minimum score of 70% of all written tests for all minimum conti- nuing education hours mandated. 100% 100% 100% Efficiency -Cost per continuing education hour -Average training cost per employee $12.04 $1,575 $18.32 $1,026 $10.93 $103.00 Output -No. of mandated training hours 4,082 4,142 453 -No. of interagency training hours 379 324 169 -Total no. of training hours 10,200 12,286 921** Input -Training personnel 2 2 2 * Training personnel are budgeted in the Fire Operations budget. ** Training hours in the first quarter are low because Tess training occurs in the fall. Training normally increases substantially in the spring and summer. Training hours in FY 96-97 include a proposed service level adjustment for inspector training. 60 FI 8 wpPe First line response ur lt$ including 2 ambulances:. Safety survey f.structurrs In tfje cotnmui: ire also performed by this functi0rt to help ensure that fire tar`OteCt 4t1 Systems will work prOpe; lunrtg an emergency Autornatte and utual aid agreement$ with neighbonr�g ent{ties aI1ows more integrated fire, emerge Icy .....d... 1. and hazardous materials;response to the communrta The Fite Operations Qrvisifins let t uarter a cpenditure of $91: 581 Is equrvaler t 2 ,6% f their annual budget $ury l b ; ct d l t th rt det s (PP t m rca The re department vpelat ons fuilctrory ptowides emergency response 10 fire,. E hazardous m tenals Incidents T is service is provrded #hrough 3 fire stations' S0 eys wI a con u e a er Irl a yea ra...:: a mine a to :i$fac wl : wit ctiai 525511 Pos t:i:on Summary ................................................. ................................................. ................................................. u'dget'i'<>> tltQua Program Name: Fire Department Operations Service Level: Provide prompt effective fire, rescue, and hazardous materials response. Performance Measures: FY 96 Actual Effectiveness -Percent time 4 1/2 minute emergency drive time within College Station with first arriving unit is met 92% -Percent of survey respondents rating fire service good or very good. N/A Efficiency -Cost per single fire engine unit per hour. -Cost per major incident response per hour. -Cost per engine and ambulance per hour. $70.00 $275.00 $108.00 Output -No. fire and hazardous materials responses 1,540 Input -No. of on duty personnel per shift 22 -No. of off duty personnel available for call back 44 FY 97 FY 97 Budget 1st Quarter 90% 91% 95% $78.00 $78.00 $300.00 $300.00 $118.00 $118.00 1,720 371 22 22 44 44 N/A 61 Service Level: Provide advanced life support services with the first arriving unit to an incident. Performance Measures: Effectiveness -Percent time paramedic and advanced life support services provided with first unit -Percent satisfied on customer survey. Efficiency -Cost per single ambulance per hour. -Cost per typical EMS response per hour. -Cost per single engine per hour. Output -No. fire EMS calls responded to Input -No. of paramedics for 3 shifts FY 96 FY 97 FY 97 Actual Budget 1st Quarter 94% 90% 98% N/A 95% N/A $38.00 $108.00 $70.00 $40.00 $118.00 $78.00 $40.00 $118.00 $78.00 2,380 2,575 643 21 21 21 Service Level: Reduce fire risks within the primary response area of the College Station Fire Department Performance Measures: Effectiveness -Percent of time all properly maintained and tested fire protection systems will function. FY 96 FY 97 FY 97 Actual Budget 1st Quarter N/A 98% 90% Efficiency -Cost per engine crew safety survey of fire systems per hour. $70.00 $78.00 $78.00 Output -No. of safety surveys completed 500 500 106 -No. of system tests performed 54 56 18 Input -No. of operations personnel 66 66 66 62 bescriptton Budget Explanton The Fire Prevention: funct►on does a number of things relat•ed to safety • to ptevent fir..es as well investigative Services to determine ttte cause and origin of firs Also included in this function: the maintenance and enforcement 4f f re.: lanes to assure access by emergency vehicles Fire Prevention rs involved rn the development process through the inspectcon of new bulldrngs to ensure compliance with the fire code . Pabtrc safety and `education prograri s are provided to ti >cjtizens of College Station The approved Fire Prevention budget for FY-....„,.R.,?,?,?;„....is$74 .Tire Fir 'Prevention Divlsrons' expenditure of .$2,662 is equivalent to 12% of their annual h fidget Surv+�ys wi l e Conducted later th s year..to determineii,i satisfaction with senriCes provided Program Name: Fire Prevention Service Level: Provide prompt community development support; and conduct building safety inspections to ensure code compliance and patrol fire lanes to keep them clear for emergency use. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent of surveyed customers rating the fire new inspection service good or very good N/A 95% N/A -Percent of time acceptance tests are conducted within one working day 95% 95% 100% -Percent of time new business final inspections are held within one working day 95% 95% 100% -Keep fire losses in commercial businesses to Tess than an average of $200,000 per year $275,000 $200,000 $45,000 -Maintain current Key Rate credit of 19 cents as related to building inspections 19 cents 19 cents 16 cents Efficiency -Time per inspection 1 hour 1 hour 1 hour -No. of inspections per month per officer 20 22 20 -Staff time cost per inspection $19.00 $19.00 $19.00 -Ratio of fire lane contact to citation issuance 4 to 1 4 to 1 3.1 to 1 -Cost per fire lane contact N/A $2.34 $3.26 Output -No. of visits to construction/renovation sites in the city (minimum) 2 per week 2 per week 2 per week -No of visits to major TAMU projects 1 per week 1 per week 1 per week -Avg. no. of site visits per week 30 36 11 63 FY 96 FY 97 FY 97 Actual Budget 1st Quarter -No. of systems tests conducted per year 60 65 11 -No. of fire safety inspections of businesses 800 1,000 287 -Major violation follow-up time 1 1 day 1 day -Minor violation follow-up time 5 5 days 5 days -Patrol fire lanes (days per week) 5 5 5 -Percent of fire lanes marked to ordinance 100% 100% 98% -Fire lane contacts (per month) 650 650 466 Input -No. of prevention personnel directly assigned 1 1 1 -No. of additional prevention personnel available 3 3 3 -No. of certified fire inspectors 4 4 4 -No. of shift personnel who assist with inspections 66 66 66 -No of Fire Lane Access Maintenance and Enforcement Officers Service Level: Determine fire cause and origin of all fires responded to by College Station. Performance Measures: Effectiveness -Percent of time fire cause and origin are determined. Efficiency -Average time spent on fire investigations. -Average no. of investigations per officer FY 96 FY 97 FY 97 Actual Budget 1st Quarter 95% 1.5 hr. 9 per year 95% 1.5 hr. 7 per year 100% 5.1 hr 7 per year Output -No. of fire origin and determination calls per year 180 175-200 37 -Percent of investigations on all major fire hazmat, and code compliance cases within 24 hr. 100% 100% 100% Input -No. of personnel certified in fire origin and cause determination 8 8 8 -No. of certified arson investigators 6 6 6 -No. of suppression lieutenants trained in basic cause and origin determination. 12 12 12 64 Service Level: Provide public safety education programs. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent of class participants satisfied or very satisfied with public safety education programs. N/A -Maintain or reduce fire death average per year 0 Efficiency -Time per class -Cost per student for fire safety training. 1 hr $1.20 98% 0.1 1 hr $1.20 100% 0.1 1.5 hr $0.48 Output -No. of participants in fire safety classes 6,400 6,500 5,963 -No. of fire safety classes 170 192 72 Input -No. of prevention personnel directly assigned 1 1 1 -No. of additional prevention personnel available 2 2 2 * Personnel are budgeted in the fire operations budget. 65 s division rs responsible„for.the supply attic: ielive• ry of wa e~r T rter expenditure of $511,•221 is equivalent to 20% of their annua revenues ere on: pace;to finish the year at or above the budgeted arnouri Budget S:u mart' evenue;.. !MA ....................................... ........................................ ...................................... ositio ' Sum'mai :...................................... Program Name: Water Production Service Level: Provide a safe water supply to the distribution system in adequate quantities to meet or exceed demand. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent of samples free of collform bacteria 100% 100% 99.45% Efficiency -Cost per bacteriological and Chlorine residual sample. $5.58 $5.58 $9.00 -Operating and maintenance costs per 1000 gallons of production. $0.535 $0.49 0.3841 -Avg. cost of Chlorine per 1000 gal. $0.009 $0.009 $0.0096 -Avg. testing costs per man/per hr. $10.63 $10.63 $5.05 Output -Maximum production capacity (MGD's). 17.00 17.00 17.20 -Daily avg. demand (MGD). 7.12 7.12 7.14 -Maximum peak demand (MGD). 14.60 14.60 11.58 -Avg. amount of Chlorine used per month in disinfection. 9,522 7,000 8,175 -No. of bacteriological and samples per month. 61 61 186 -Percentage of negative coliform bacteria samples within limits. 100% 100% 99.45% -Percentage of Chlorine residuals within limits. 100% 100% 100% -Annual system demand (billion gallons). 2.6 2.9 2.93 66 Performance Measures: Input -No. of days per month on bacteriological and Chlorine tests. -No. of pounds of Fluoride. -Cost of Fluoride. -No. of pounds of Chlorine. -Cost of Chlorine. -Electrical costs. -Operating and maintenance costs. FY 96 FY 97 Actual Budget FY 97 1st Quarter 4 4 12 60,604 61,000 15,447 $5,788 $6,000 $1,390.23 130,695 83,074 27,526 $29,600 $30,000 $6,330.98 $561,445 $548,500 $128,630.11 $606,876 $583,580 $252,695.30 Program Name: Water Distribution Service Level: Provide a superior water system reliability through a program of distribution accountability that will ensure unaccounted water will be 10 % or Tess annually as recommended by the American Water Works Association. Performance Measures: FY 96 Actual Effectiveness -Percentage of unaccounted water. 10% (Industry avg. of unaccounted water 10.1%) -Percent of new services installed within 5 working days of connection request date. Efficiency -Cost per meter repair. -Cost per meter replacement. -Cost per water service leak repair. -Cost per water main leak repair. -Cost per water service connection. Output -No. of meter repairs. -Meter repair totals. -No. of meter replacements. -Meter replacement totals. -No. of water service repairs. -No. of water main repairs. -Water service leak repair totals. -No. of water connections installed. -Water main leak repair totals. FY 97 FY 97 Budget 1st Quarter <10% 9.06% - 96% 100% 100% $35.00 $35.00 $78 $79.00 $78.00 $60 $240.00 $238.00 $246 $435.00 $430.00 $370 $210.00 $202.00 N/A 285 280 51 $10,000 $10,000 $1,079 750 650 167 $58,000 $50,700 $3,400 260 260 69 135 120 17 $63,000 $34,674 $5,651 555 557 92 $61,000 $52,000 $2,303 67 Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Input -Total number of water meters. 12,665 13,138 618 -No. of employees on meter crew. 2 2 2 -Budget allocation for repairs, replacement, and testing. $79,615 $81,000 $22,900 -No. of miles for water mains. 229 233 223.5 -Budget allocation for water main and service line repair. $76,857 $80,000 $32,410 -No. of employees on water main repair crew. 3 3 3 -No. of employees for water tapping crew. 3 3 3 -Budget allocation for new water installations. $112,421 $116,000 $35,410 68 STEVS/ .►TER .FI ............................................... bescrpton.;8�. This division rs Wastewater Op Annuai budget, equipment approved>by .:..............:...............................:........ collect d l:r the lst quay Budget; Explanation:; responsible far the;collection and treatment of wastewater.�n' eratiotis Ist Quarter expenditure. of $694,968 equivalent to.; Wastewater expenditures higher then normal due to the purc �`. :.C.ouncil Ap roximately 24 %% of wastewater revel ue ... ............................... 'B:u±dgetS;Gary !I��venuiesura ........................................... ............................................ ........................................... ............................................ P:ositioin<Summai ........................................... 1 Program Name: Wastewater Treatment Service Level: Provide safe and effective wastewater treatment while maintaining compliance with al State and Federal regulations regarding wastewater treatment and OSHA safety requirements. Performance Measures: FY 96 Actual Effectiveness -Percent of time within permit parameters. 99.9% -Percentage of state certified operators. 90% -Percent of biosolids produced that are beneficial to the land. 100% Efficiency -No. of years without a lost time accident at the WWTP. -Cost per 1,000 gal. in Operating and Maintenance costs. 3 $0.73 Output -No. of gallons treated. 2.2Billion -No. of tons of biosolids produced annually. 700 FY 97 FY 97 Budget 1st Quarter 99.9% 100% 100% 100% 100% 100% 3 4.25 $0.68 $0.92 2.3Billion 462,470,000 700 700 Input -Total Operating and Maintenance costs. 1.611 Million 1.575Million 424,779.16 69 Program Name: Wastewater Collection Service Level: Provide for completion of new water and wastewater service connections within 5 working days of connection request date. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent of new services installed within 5 working days of connection request date. 100% 100% 100% Efficiency -Cost per wastewater service connection. $198 $195 $173 Output -No. of wastewater connections installed. 450 450 84 Input -No. of employees assigned for new wastewater installations. 3 3 3 -Budget allocation for new wastewater installations. $89,100 $86,000 $21,442 70 Description & B.udget. Ex ............................................................... This division is responsible ::<. refuse The Sanitation 1st;Q budget. :. Approximately 25% everlue S;ummai ........................................ ....................................... ........................................ �:os tioii <Stiim...mar ........................................ ..................................... ........................................ action of all Municipal refuse, recycling enditure of $641,315 is equivalent 10 2' d:sanitation revenue.has:been receive Program Name: Residential Collection Service Level: Provide residential solid waste collection to College Station citizens. Performance Measures: Effectiveness -Percentage of missed collection reports per week. Efficiency -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. Output -No. of household tons collected. -No. of bulky waste tons collected. -No of Clean Green tons collected Input -No. of FTE's assigned to household garbage collection. -No. of FTE's assigned to bulky waste collection. -No. of FTE's assigned to Clean Green -No. of customers. FY 96 Actual 0.63 5.75 4.56 $85.33 $206.14 $302.71 $11.20 7,923 2,169 1,200 FY97 FY97 Budget 1st Quarter 0.36% 0.62 0.67 5.20 6.9 5.20 6.9 $84.50 $91.21 $186.30 $273.97 $302,71 $339.81 $11.20 $11.20 8,000 2,400 1,200 2.4 2.4 6 3 10,142 6 3 10,500 1,852 408 267 2.4 6 3 10.500 71 Program Name: Residential Recycling Service Level: Provide residential recycling collection to College Station citizens. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percentage of Residential Municipal Solid Waste (MSW) diverted annually. 17% 20.5% -Participation rate 60%-75% 60%-75% 18% 60%-75% Efficiency -Cost per ton. 225 $254 $135 -Revenue per ton. $57 $62 $15 -Net cost per ton. 168 $169 $113 Output -No. of tons collected - Recycling 1,000 1,035 222 -No. of tons collected - Clean Green 1,200 1,200 267 -Avoided landfill costs. $32,900 $33,435 $4,645 Input -Cost of annual contractor collection. $225,000 $262,900 $63,000 -Annual recyclable sales revenue. $35,000 $43,000 $3,326 -Landfill disposal fee per ton. $21.50 $21.50 $21.50 -No. of customers 10,142 10,500 10,500 -Compost Fee $12.00 $12.00 $12.00 Program Name: Code Enforcement Service Level: Provide public education/code enforcement to residential and commercial customers in College Station. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Public education contact compliance percentage. N/A 92% 99% -Percentage of customer contacts resulting in citations. N/A 1% 0.38% Efficiency Output -No. of annual customer contacts. N/A 72,000 26,693 -No. of annual citations per year. N/A 720 3 72 Input -No. of FTE's assigned to public education/ code enforcement. FY 96 FY 97 FY 97 Actual Budget 1st Quarter N/A 2 2 Program Name: Commercial Collection Service Level: Provide sanitation service to College Station businesses and apartments. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percentage of missed collection reports. 1% 1% 0.04% -Percentage of customers satisfied with service N/A 95% 95% Efficiency -Man-hours per ton. N/A .53 .050 -Cost per ton. N/A $49.41 $46.64 Output -No. of tons collected. 21,733 21,888 5,797 Input -No. of FTE's assigned to commercial solid waste collection. N/A 3.6 3.6 -No. of FTE's assigned to roll -off solid waste collection. N/A 2 2 -FY budget allocation. $1,063,175 $1,194,452 $291,461 -No. of commercial customers. 651 651 651 -No. of apartment customers. 10,600 10,600 10,600 73 .......................................................... l es5.0.0.ron Budget Exptan�tion: Thhs division i5 resportsdble fortbe care and maintenance; of the drama :City The Dt:00.n'' Maintenance 1st Quarter expenditure of $$8,564 ..::.:....................::.:.:...:::.........................................::.::::.....:...:...........:..:..............................:.....:........... ei;r annual budget B:u d'g;i�t5 u ra rrr� ry ....................................... ....................................... Program Name: Drainage Maintenance Service Level: Provide a drainage maintenance program that keeps the storm carrying capacity of the system adequate in College Station. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Cost per capita per year for flood damage to structures. N/A $2.00 $0.00 Efficiency - Cost per mile of right of way mowing. $107 $107.79 $107.79 - Cost per mile of herbicide. $0.46 $0.46 $0.46 - Cost per mile of creek cleaning. $72.58 $72.58 $72.58 Output - No. of miles of right of way mowing. 420.3 420.3 43.7 - No. of miles of herbicide. 421 421 2.6 - No. of miles of creek cleaned. 4.1 17.42 3.51 Input - Right of way mowing cost. $102,123 $104,207 $23,209 - No. of personnel. 2.3 2.3 2.3 - No. of personnel for herbicide. 0.5 0.5 0.5 - No. of personnel for creek cleaning. 1.2 1.2 1.2 74 EDUCATION/INFORMATION .OFFICE INFORMATION $ ......................................................... E VIC E Description & Budge t Expfana#0 .............:.............::..............:.::...:..............:....:..........•. Ttus div sion is.responsible far hbrar expenditure of $357,142 is equivalen are high due to fhe payment to the Ci completion of a new contract with the recordec...This:inforr ation is root ava P. . B..:uidget;Suar Positi;o:r S rriima.ry Bryan Lib ilable at service9%s ofrBrazos CQany T#�e Library s 1st t to 87 0 +o.f their annual budget. The Library ty of Bryan for administration services With tt rary, performance measures will be t this ti ne A citizen survey w fl be con± _carter Perid�tures 1... t;Quott+er Service Level: Provide a helpful, friendly, customer oriented library service to Brazos County residents. Performance Measures: FY 96 FY 97 Actual Budget FY 97 1st Quarter Effectiveness - % satisfaction level of high or very high on biannual customer survey 85% 85 % N/A Efficiency - Collection per staff 3,784 3,579 N/A Output - Circulation - Collection size - Reference Transactions Input - Staff 180,000 180,000 N/A 32,000 34,000 N/A 15,000 12,000 N/A 8.5 9.5 N/A e 76 Description&:Budget: Explanat The Public Relations and Marketir rn a timely and accurate<way The epartments in developing market Iarketlno:expenditure of:$22 877 I tfte>:yea Division rs responsible foi Iyision is also responsible ing strategies and campaign uivalent to 18. errriinesatisfactionv providing information to the Or.,?providing :assistance The Public Relations and al budget Surve Program Name: Communications & Marketing Service Level: Provide factual, timely, and understandable information to College Station households and the local news media. Performance Measures: FY 96 Actual Effectiveness -Percent satisfied on household survey. N/A -Percent of media satisfied on survey. 100% Efficiency -Avg. cost of providing public information per message. $.0067 Output -Total number of messages. 5,332,800 -Total estimated contacts and 8,675,300 messages annually. FY 97 FY 97 Budget lst Quarter 80% N/A 90% N/A $.0073 .0138 5,332,800 1,106,229 8,739,300 304,665 Input -No. of personnel. 2 2 -Total budget for program. $58,387 $63,952 2 $62,955 77 Service Level: Provide cost - effective and timely marketing and two-way communications support to all departments as requested; and provide two-way communication opportunities for staff and Council to positively interact with citizens and other local agencies to share information and resources. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent satisfied on departmental survey. 100% 85% N/A -Percentage satisfied on household survey. N/A 80% N/A Efficiency -No. of marketing projects annually. 8 8 5 of 8 -Avg. cost of marketing projects. $2,219 $2,558 $3,147 -Cost per community event. $2,219 $3,198 $3,147 Output -Percentage of special projects completed 100% 100% 100% on time and within budget. -Number of annual special events 12 12 4 of 12 with City Council and/or staff. Input -No. of personnel. 2 2 2 -Total budget for program. $58,386 $63,952 $62,955 78 QUALITY SERVICE ..a..n a F scal: d 9nis a lon. a ist d p rtrnenfs: In 01iverin ;service #throe oontrf fecactiv ts rnanagernent This dome throtag the review of financial aspects pf c pf the fnanc ,accounting, purcha ing, ask management and municipal court i debt mariagemer►t is Iso perform d by this.office...The ' 97 approved budge �r.a:Adrnxnlsixai;�at�: Program Name: Fiscal Services - Information Service Level: Provide accurate and timely information to the council and staff for use. in planning, setting goals, and monitoring programs. Performance Measures: FY96 FY97 FY97 Actual Budget 1st Quarter Effectiveness -Annual internal/external survey of satisfaction rate. N/A 85% N/A Efficiency -Percentage of all contracts reviewed within 2 working days of receipt. 92% 95% 89.3% -Percentage of reports completed within 20 working days of the end of the period. 50% 95% 66% Output -No. of contracts reviewed annually. 240 270 56 -No. of monthly reports. 12 12 3 -No. of quarterly reports. 2 4 0 Inapt -No. of full - time employees. 2 2 2 80 Program Name: Fiscal Services - Operations Service Level: Administer cash and debt operations of City through management of cash flows, investments, and payments. Performance Measures: FY96 FY97 FY97 Actual Budget 1st Quarter Effectiveness -Portfolio rate of return as a percentage of similarly weighted average maturity treasury notes.* 100.1% 100% 99.7% Efficiency -Percentage of available cash invested. 97.5% 97% 98.7% Output -Annual dollar amount of interest earned. $3,075,000 $3,000,000 $479,000** -Provide monthly market -to -market report. 6 12 2 Input -No. of full time employees. 2 2 1 -Average portfolio value. $46.2 million $49 million 48.1 million * An index created by using a constantly maturing treasury note with a weighted average maturity that approximates the weighted average maturity of the City's portfolio. ** The City's portfolio was smaller during the 1st quarter and interest payments typically are received in the 2nd and 4th quarters. 81 'esc;y.: y>:.» ar -:;.: . ..::.;::.; .esCitpt�Otl lliudget Etplapat�on., ..: l e< isl ai�a ement acdvity is€re ponslble:f.. r pro idir programs that txiinimi .:tl; '•osure fa p ysical ans financial lost '1 he division i wolves cl irz s filed against: # ' grams established to reduce potential laims to th ty These progra ns include f inspeotions The approved"' 9i budget for the lislz Management division is::$ e:Mana : emei Program Name: Risk Management Service Level: Resolve claims filed against the City in a consistent and expedient manner. Performance Measures: FY96 FY97 FY97 Actual Budget lst Quarter Effectiveness - Percentage of satisfied survey claimants. N/A 85% N/A - Percentage of claims filed against the City resolved without litigation. 96% 95% 100% Efficiency -Cost per claim filed. $172 $167 $165 -Number of claims reviewed. 390 400 146 Output -Total number of claims filed. Intuit - Number of full-time employees. 475 500 146 2 2 2 Service Level: Reduce total number and dollar amount of claims filed through monitoring and mitigation programs. Performance Measures: FY96 FY97 FY97 Actual Budget 1st Quarter Effectiveness -Percentage of third party losses that are subrogated. 100% 100% 100% - Percentage of funds that are recovered. 99% 85% 100% 82 FY 96 FY 97 FY 97 Actual Budget 1st Quarter Efficiency -Cost per property casualty claim review N/A $105 $144 -Cost per workers comp claim review N/A $158 $71 Output -Total dollars recovered. $16,000 $16,000 $8,072 -Total compensation dollars saved. $19,200 $20,000 $5,206 Input -Number of full-time employees. 1 1 1 i 83 trarsaetioris to ...............:.:....... Aecnuntm rocessin recorddi ''adze ::artazr' all<f r anc al �uis��rt:as::res : ��s�#�1:�for.t:?r:.::::g,.:::::::::::4:zPg::::::::::.:::._:::::::::..:.;: ed:>budget for Accounting>is 61'2 t✓' ''�TlieF�'97a ;r.av.::::..........._...................................$................................._..._:._:::::. g I M issions 15t t tarter. expenditure of $218,2' 5 is equivalent to: 35: ?bij.f their annuE tcoon in; ` st ua ter e end tur s rr aboveitigt al due to payments for profession urveys wild be condo ted taxer iry fhe year to derermxne satisfaction with sere ces ►cgeram r ..:.......:......:...:...:.........:.................................... ositjun € S;umn iai ....:.....:.....:....:.:.....:::......: ........................................ Program Name: Accounting Service Level: Provide effective training for City Departments on Accounting policies and procedures and on the use of the computer software. Performance Measures: FY96 FY97 FY97 Actual Budget 1st Quarter Effectiveness -Ratio of correcting journal entry transactions to total journal entry transactions. N/A 5% or less 0.52% -Trainee satisfaction level. N/A 85% 100% -Average employee post -training test score. N/A 85 N/A Efficiency - Percentage of correcting journal entry transactions processed. N/A 5% OR less 0.52% Output - Number of correcting journal entry transactions processed. N/A 79 305 lnp,t -Number of journal entry transactions processed. * 198,511 200,000 58,896 * This measure has been revised from the budget document to more closely reflect the actual work done. 84 Service Level: Provide accurate, useful and timely information to external and internal customers. Performance Measures: FY96 FY97 FY97 Actual Budget 1st Quarter Effectiveness -Receive the Certificate of Achievement for Excellence in Fin. Reporting from GFOA for the Comprehensive Annual Financial Report. Yes Yes N/A - Receive an unqualified audit opinion from external auditors. Yes Yes N/A -Satisfaction rate on internal customer survey. 93% 80% N/A Efficiency - Success percentage of closing month -end by the 10th business day of each month. 75% 90% 33% - Percentage of monthly interim reports submitted to the Director of Fiscal Services by the 15th business day of each month. 92% 90% 33% Output -No. of times month -end is closed by the 10th business day. 9 11 1 - No. of times interim reports are completed by the 15th business day. 11 14 1 -Submit CAFR to GFOA for grading by March 31. Yes Yes N/A Input -No. of month ends. 12 12 - No. of interim reports prepared 12 times a year. 12 16 3 3 85 Service Level: Process and record all financial transactions for the City in an accurate. efficient, and timely manner. Performance Measures: Effectiveness -Percentage of vendor invoices paid within 30 days of invoice date. -Percentage of completed general ledger reconciliations and updates within 30 days of the period close date. -Satisfaction rate on annual customer survey. Efficiency -No. of A/P and AJE transactions per person. -Admin. cost per A/P and AJE transactions. - Admin. cost per A/P check. -Admin. cost per vendor invoice. -No. of payroll checks per person/dollar amount per check. -No. of billing transactions per person/dollar amount per transaction. - No. of cash receipts per person/dollar cost per transaction. -No. of reconciliation's per person. Output -No. of A/P and AJE transactions. - No. of A/P checks. -No. of vendor invoices paid. - No. of payroll checks. - No. of billing transactions. -No. of cash receipt transactions. -No. of general ledger reconciliation's and updates. * Input -No. of employees performing G/L updates and reconciliation's. -No. of A/P employees - Cost for A/P and G/L reconciliation's. -No. of payroll employees. -Cost for payroll - No. of billing clerk employees. -Cost for billing -No. cash receipt clerks. -Cost for cash receipts FY 96 Actual 79% 80% 93% 61,591 $1.08 $11.97 $8.39 10,385/$2.58 12,893/$2.09 24,268/$0.93 21 246,363 22,150 31,595 20,769 12,893 24,268 504 2 2 $265,191 2 $53,506 1 $26,978 1 $22,456 FY 97 Budget 80% 90% 80% 56,644 $1.27 $12.76 $8.96 10,980/$2.46 11,301/$2.55 24,091/$1.00 23 226,575 22,600 32,169 21,960 11,301 24,091 540 2 2 $288,291 2 $57,738 1 $25,194 1 $24,028 FY 97 1st Quarter 85% 77%* N/A 17,802 $1.41 $18.15 $11.47 2, 793/$3.62 3,844/$2.66 6,544/$1.04 59 71,208 5,530 8,748 5,586 3,844 6,544 118 2 2 $100,037 2 $20,246 1 $10,221 1 $6,828 Year end closing is main priority and causes delays in 1st quarter reconciliations. **This measure has been revised from the budget document to more closely reflect the actual work done. 86 Description Budget Explanat on: ...:.:...:::...:..........::.........::.::.::....:......::.......:........:..:....::.. ..................................................................................... The Purchasing Division assists City an.efficient.manner nd et favorable:; wit l City depart tints n vendors.- Purchasing Divisions' 1st quarter exr .::....:....::....::..........:.......:.:......:....:................................. budget. The<satisfaction survey yearto deter nine satisfaction wit approved FY'9a Inure of $50,41 has riot yet beat done> h services provided . .............. teal 8. 24 Program Name: Purchasing andJ,Services r 1P11: atroi Service Level: Acquire quality goods and services in a timely and efficient manner within legal parameters for continued City operations. Performance Measures: Effectiveness -Satisfaction percentage on annual survey of departments. -Satisfaction percentage on annual vendor survey. FY 96 FY 97 FY 97 Actual Budget 1st Quarter 85% 85% N/A 85% 85% N/A Efficiency -Average cost per purchase order. $82.00 $90.00 $90.00 -Percentage of purchase orders processed within 3 days of requisition receipt. 90% 90% 90% -Percentage of blanket order purchases. 24% or > >25% >25% -Percentage of incorrect bids submitted to vendor. 2.5% 2.5% 2.5% -Percentage of all bids that are protested. <2.5% <2.5% <2.5% -Percentage of new vendors trained each year. 25% 25% 25% Output -No. of purchase orders processed within 3 days of requisition receipt. 1900 1,980 495 -Dollar amount processed on blanket orders. $4,850,000 $5,000,000 $1,250,000 -No. of employees trained during year. 30 32 8 -No. of vendors trained during the year. 50 52 8 Input -No. of requisitions processed. 2,300 2,200 550 -Value of all Purchase Orders $24 million $26 million $6,500,000 -No. of employees on purchase related activities. 90 90 90 -Total number of bids processed. 115 120 30 -No. of formal bids completed. 55 70 17 -No. of new vendor applications received. 250 260 65 87 Service Level: Effectively and efficiently manage and dispose of surplus assets to obtain the greatest value for the City. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percentage of all surplus disposed within 4 months of being identified as surplus. 75% 75% N/A * Efficiency -Recovery percentage on surplus property. 20% 20% N/A * -Percentage of original value of heavy equipment and vehicles recovered through disposal methods. N/A 20% N/A * Output -Net amount received after expenses of disposition. N/A $85,000 N/A * Input -Original value of equipment sold. (Excluding small, misc. items). N/A $600,000 N/A * * No auctions have been held this quarter. Service Level: Manage warehouse inventory acquisition effectively and efficiently at favorable prices for continued City operations. Performance Measures: Effectiveness -Average number of turnover levels of inventory items. FY 96 FY 97 FY 97 Actual Budget 1st Quarter 1.8 2 N/A Efficiency -Percentage value of blanket orders for inventory items. 12% 20% 20% Output -Dollar amount of blanket orders placed against inventory items. $192,000 $320,000 $80,000 Input -Dollar amount of total inventory. $1,344,000 $1,600,000 $1,600,000 88 FI NAN Desc'r%ton;& gt�d et.>=z' 1anetion:• Cqur#•qe$uf3fa8e7rctte9ivr9,e 5 IfTfdihn.eenun c�paI eOourt 1st quarteer sexsTysehtneedmaitpuwpreirohovfe$u9aM5;, u•8• aneffrcient opratingpoced n8si2ceirprvsaicel eCtohuvrra©t lu annuCebp. nu Y uivrt yo s :strono ►n cortt�nue to be this strcrlg, this revenue wilt +exceed the budgeted amoui t The customer service surveys mentioned to the ± ffeptiveness section of each service Ieve N Municipal Court provides competen# ri.gt yet .been.conplstedr; Bad etsuna #evenue summa:r Position.:Summary 1 66 h #tie ut�l��#ion of hair:: e ti;st' Program Name: Case Maintenance Service Level: Provide quality service while providing the City with administration for cases filed for enforcement of Class C misdemeanors. Performance Measures: FY 96 Actual Effectiveness - Percentage of citations entered within 24 hours of being filed in the court.. Efficiency -Percentage of cases requiring a refund processed within 72 hours. -Percentage of cases requiring a bond distribution processed within 72 hours. Output -Number of cases maintained. -No. of refunds issued monthly. -No. of bond distributions processed monthly. Input -No. of non -parking cases filed monthly. -No. of parking cases filed monthly. 95% 98% 95% 29,855 44 434 FY 97 FY 97 Budget 1st Quarter 98% 100% 98% 98% 98% 31,200 54 455 95% 6,155 36 474 1,941 2,000 1,559 508 600 467 89 Program Name: Case Information/Processing Service Level: Provide public with accurate information regarding their dealings with the court. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percentage of survey defendants and attorneys satisfied with information provided. N/A 90% N/A Efficiency -Percentage of cases resolved. 80% 90% 102% -Percentage of warrants disposed. 30% 50% 29% -Percentage of telephone inquiries responded to within 48 hours. 85% 95% 93% -Percentage of payments processed within 24 hours. 90% 95% 90% -Percentage of final notices issued by the 18th day to defendants who fail to appear on citation. 97% 97% 98% Percentage of cash bonds from the jail posted by noon of the same day received. 95% 100% 95% Output -No. of final notices issued monthly. 288 250 288 -No. of monthly cash bonds received from jail. 88 100 88 Input -No. of phone calls received per day. 93 93 93 -No. of pieces of mail per day. 44 50 47 -No. of full-time Customer Service Reps. handling daily customers. 3 5 5 90 Program Name: Hearing Process Service Level: Maintain effective and efficient court procedures in order to earn a high level of public confidence. Performance Measures: Effectiveness -Percentage of survey defendants and attorneys satisfied. FY 96 FY 97 FY 97 Actual Budget 1st Quarter N/A 90% N/A Efficiency -Percentage of defendants requesting to see the judge or requiring a non -contested hearing are set within 30 days of request. 92% 95% 90% -Percentage of contested court cases set for hearing within 60 days of request. 70% 85% 70% -Percentage of case paperwork prepared with notification to all parties ready at least 3 weeks prior to hearing. 85% 85% 80% -Percentage of attorney correspondence processed within a week after request receipt. 75% 85% 75% Output -No. of defendants that appear in walk-in arraignments monthly. 416 500 600 -No. of defendants set for non -contested hearings monthly. 336 400 350 -No. of contested cases set monthly. 200 255 200 -No. of summons issued monthly. 284 300 160 -No. of subpoenas issued monthly. 350 361 350 -No. of cases set for pre-trial or plea docket monthly. 138 150 146 Input -No. of Senior Customer Service Reps. in charge of all court hearing records. 1 91 OFFICE TES ...................:............................... INFORMATION SERVIC .............................................................................. Description &Budget Explan•at11on:.::: This division is responsible far administrative support of the Offoe:of Technology Information Services The +division also'serves as the primary point of contact; for oivision through the Action Center.. The. Administration Dwiston.s' 1st quarter exp $69,414 is equivalent to 24 2% of their annual•budget::"'. .................................................. .................................................. .................................................. DM ................................................ Budget Sua:ry'; Posit o'n :S'umm!a'ry Program Name: Office of Tech. and Info. Services Action Center Service Level: Coordinate Administration, MIS/GIS, Communication service request and provide administrative support to OTIS. Performance Measures: Effectiveness -Percentage of call backs for additional information. -Percentage of work returned for corrections. Efficiency -No. of requests per staff member. (3) -No. of Field Purchase Orders ( FPO) per staff member. (3) FY 96 FY 97 Actual Budget <1 % <1 560 <1% <1% 560 1,066 1,066 Output -No. of requests processed. 1,680 -No. of Field Purchase Orders (FPO) processed. 3,200 Input -No. of personnel. 3 1,680 3,200 3 FY 97 1st Quarter <1% <1% 195 164 586 491 92 ;DEICE:;''' :FTE INE SEiRVICI esc :'; io &. Bud �"et .x:: to 'at "on .:......:...:... This division rs responsible for the maintenance of the city s microcomputers, mid range computers, and networks. This division is also responsible for the development and matntena pf the Geographic Information System GIS) The MIS and CIS 1 t Quarter expenditure oaf; $3$8,762 is equivalent to 2.8 g% cif their annual budget The lst Quarter expenditures are than usual due to the maintenance of computer hardware and softw re Program Name: Management Information Systems - MIS Service Level: Provide professional and helpful customer service to city computer end users. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent satisfied on bi-annual customer survey. 80% 80% N/A -One day, problem response rate. 90% 90% 90% Efficiency -Public Safety Dispatch System up -time 7days/week, 24 hrs./day. 99.9% 99.9% 99.8% -Midrange systems and wide area networks up -time, 5days/week, 9hrs./day. 98% 98% 98.58% -Cost per hour of midrange up -time. $34.51 $39.03 $39.06 -Cost per hour of Wide Area Network up -time. $12.10 $10.93 $10.94 -Cost per work order hour for midrange * * $41.49 $47.29 -Cost per work order hour for WAN * * $29.30 $29.79 Output -No. of hrs. of up -time for midrange systems. 18,147 16,635 4,156 -No. of hrs. of up -time for WAN Servers 25,322 31,652 7,911 -Total hrs. spent on midrange work orders. * * 8,640 1,895 -Total hrs. spent on Wide Area work orders. * * 7,200 1,770 Input -Total budget for midrange support. $626,239 $649,312 $162,328 -Total budget for Wide Area Network support. $306,421 $346,171 $86,543 -Budget for MIS midrange work orders. $375,318 $358,470 $89,618 -Budget for MIS WAN work orders. $169,913 $210,942 $52,736 * Combines MIS and GIS budgets for FY 1996 and FY 1997 approved, the FY 1995 revised budget does not include the GIS budget or positions. * * New Performance Measure, not yet documented 93 Program Name: Geographical Information Service - GIS 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: Effectiveness -Percent satisfied on customer survey. Efficiency -Percentage of coverage's completed. Output -No. of maps produced. Input -No. of coverage's. FY 96 FY 97 FY 97 Actual Budget 1st Quarter 90% 90% N/A 17% 17% 10% 1,000 1,000 320 6,000 6,000 600 94 INFORMATION lanation f)escrt :tlon: B:�ud ef.Ex ......._......: ......:: his division is responsible for the delivery of interoffice and external mail :receved>at:;Ci end the 13 offsite i:o_cations 'they are responsible for in-house printing needs: and.mimicrof The pnnt/Ma�l btvisions' 1st Quarter expenditure of $41,255 is equivalent to 27 5% of their annual budget nnt/Ma�ls' expenditures are higher than usual due to equipment maintenanr Surveys will be conducted Later an the .gear to determine sates€action :with services provider#.:;.. udget urnmara ........................................... Po'si#ioin Surirnma. ........................................... ......................................... Program Name: Print / Mail Division Service Level: Provide professional and helpful customer service to City staff requiring printing and designing needs, mail guidance and microfilming to comply with the State Records Retention Act. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent satisfied on bi-annual, customer survey. N/A 80% N/A Efficiency -Percent of incoming mail delivered within 24 hrs. 99% 99% -Percent of microfilming requests completed within 2 weeks. 90% 90% -Percent of print work orders completed within 5 days. 95% 90% -No. of annual print work orders per staff. 770 940 Output -No. of printing services work orders. 2,310 2,820 -No. of pieces of outgoing mail (w/o utility bills).174,000 177,000 Input -No. of print/mail staff. 3.5 3.5 100% 100% 94.7% 204 497 40,905 3.5 95 OFFICE. ................................ ............................... ................................ ............................... INFtR!MI ................................................................................. Description & Budget Explanation This d��rrsion is responsible for maintaining the city's tele ommunications infrastructure T includes the Telephone and radio systems of the City These systems are crucial to areas rr cludrng Public Safety, Public Utilities, and Public Works. • ;The Communication Div lions -uarter expenditure. of $66,651 is u�vale[lt to 27 7% of their annual,._ Budget: Summary ............................................... .................................................... P.::ositio'r S im:mary Program Name: Communications Service Level: Provide professional and helpful customer service to City staff requiring phone, radio, and cable needs. Performance Measures: Effectiveness -Percent of emergency work orders responded to within 2 hours. -Percent of routine work orders responded to within one business day. -Percent satisfied on biannual survey. FY 96 FY 97 FY 97 Actual Budget 1st Quarter 98% 93% N/A Efficiency -No. of work orders per staff annually. 250 Output -Total number of communications' work orders. 1,250 Input -No. of Communication Staff. 5 98% 100% 90% 97.6% 80% N/A 264 92 1,320 459 5 5 96 Descripit:ion>8'' Bud;get Ex"; I.a.' a This division is responsible far con:nectm. those meters and provide billing and col water, sewer, and sanitation services :...... .:. eq rivalent to 4 8% :of their annual•buda determine satisfaction with services pro' I and disconndii ctrng water and lection services for t[ e .sty to a Tt)e Utility Billing 1st Quarter9x� et Surveys will be conducted: Program Name: Utility Customer Service electric meters,.re I customers cif ele'i )enditor-614.f $272�E Service Level: Provide exceptional customer service to support the delivery of electric, water, sewer, sanitation and drainage services to the citizens of College Station. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent satisfied on customer survey. 80% 80% N/A Efficiency -No. of customers per day per walk-up employee. 45 50 53 -Annual number of processed bills per employee. 12,955 14,750 3,355 -Cost per bill. 3.86 3.65 3.77 -Percent of bad debt expense annually. .45 .50 .80* Output -No. of incoming calls. 62,000 65,000 12,519 -No. of bills annually. 285,000 295,000 72,133 -No. of payments. 274,200 280,000 71,930 -No. of walk-up customers. 37,000 39,500 9,625 -No. of service orders. 43,000 45,000 5,514** Input -No. of walk-up employees. 3 3 3 -No. of drive -through employees. 2 2 2 -No. of employees answering phones. 10 10 10 -No. of employees processing utility bills. 6 6 6 -No. of employees processing mail and night deposit payments. 8 8 8 * Percentage of bad debt expense is high due to a number of accounts coded as filing for bankruptcy which have been on the system for some time being written off as uncollectable. ** Number of service work orders increase during the later months of the fiscal year during move in and move out periods. 97 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: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Same day service percentage. 99.9% 99.9% 99.9% -No. of electric meters checked and resealed annually. 15% 25% 2%* -Read accuracy percentage. 99.97% 99.97% 99.96% Efficiency -No. of completed service orders per person. 9,558 9,922 1,329 -No. of completed routine checks of electric meters per person annually. 562 480 126 -No. of meters read daily, per person. 352 381 384 -Cost per meter read. $0.27 $0.28 $0.30 Output -No. of service orders completed. 21,506 21,325 3,654 -No. of meters/readings checked out. 1,251 960 408 -No. of theft/tampering incidents discovered. 10 12 4 -No. of utility payments taken in field. 380 530 65 -No. of meters read annually. 408,997 424,900 105,409 Input -No. of full-time technicians. 2 2 2 -No. of full-time meter readers. 4 4 4 -No. of commercial meter readers. 1 1 1 * Resealing meters is a project that is done more extensively in the spring and summer months. 98 eseripttnn & Bud; et Explanation: lvision is `esponsible for the care and maintenan ce of all vehicles an eat The Fleet Service expenditure: of $235,377 is equivalent to - ..The ist quarter expenditures are hi'hotthan normal>due tv;ft lta±a.getsummary roaution Summary; Program Name : Fleet Services Service Level: Provide prompt, reliable maintenance service at cost effective rates. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Vehicle downtime. 5% 5% 8% - Percent satisfied on customer service survey. N/A 90% 90% Efficiency - Cost per work order. N/A $84.99 $78.00 - Work orders per mechanic. 640 667 168 Output - No. of vehicles per mechanic. 47 47 47 - No. of work orders annually. 5757 6,000 1,804 - No. of hours logged to work orders. 13,000 13,104 3,336 - Percentage of fleet receiving preventative maintenance. 100% 100% 68% - Mechanic efficiency percentage. N/A 70% 71% - Shop rate per hour. N/A $40.00 $34.00 Input - No. of vehicles in the fleet. 425 423 423 - No. of annual preventative maintenance services per vehicle. 2 2 2 - No. of mechanics in fleet services. 9 9 9 99 PUB ............... ............... ............... UCWOR Description &Budget Explanation This division rs responsible forthe marntenance of :the City s office spaces and build s division was moved from the Management Services Department into the• Public Wor Department as a part of the reorganization, The Facilities Maintenance: S MAINTEN 67;322is 22,,1%0 ofthe t;annual.budge ........::.:.:.................:...:...............::......:.:.::................:.....: Budget Buni►ea Position Summary; .....:................................... ................................................ Program Name: Facilities Maintenance Service Level: Maintain dean, safe, and comfortable working environment for City employees, customers, and citizens. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percentage of work orders responded to within the time frames listed below. N/A 98% 100% - Percent satisfied on customer survey. N/A 90% 92% Efficiency - Percentage of comfort and safety work orders responded to on same day. 100% - Percentage of maintenance work orders responded to within 2 days. 96% - Percentage of maintenance projects completed within 2 months of request. 76% - Avg. cost per work order. $363 - Work orders per employee. 344 Output - No. of work orders annually. 2,064 - No. of man hours used to complete work orders yearly. N/A - No. of man hours to preventative maintenance work orders yearly. N/A - No. of man hours to maintenance projects yearly. N/A 100% 95% 80% $359 350 2,100 6,100 700 3,200 100% 100% 82% $121 87 459 1,334 153 700 Input - No. of sq. ft. of conditioned space to maintain. 161,201 161,201 161,200 - No. of sq. ft. of unconditioned space to main. 112,600* 112,600 112,600 - No. of sq. ft of conditioned space maintained by janitorial service. 111,500 111,500 111,500 - No. of employees. 6 6 5.25 * Facilities Maintenance acquired the maintenance of Parks buildings in 96. i 100 OMIT, Program Name: Administration Service Level: Provide prompt and reliable service to our customers both internal and external. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percent of internal customers satisfied on customer survey. N/A 95% 95% Efficiency - No. of output items per support staff. 4,167 4,837 322 Output - No. of purchase requests submitted annually. 2,490 2,500 13 - No. of work orders assigned annually. 10,000 12,000 951 - No. of monthly reports annually. 12 12 3 Input - No. of support staff. 3 3 3 101 :Description & Budget Exptanatton The Ctt r,$ retary'$ Of ce is respar sable for ele tiof s, records mnnag rrl �rit8n nGe, C ty Cauncat support, cjtizen committees, and vital t tis for the City Secretary's Offioo ,s $t 4Q, 06 :: The Ctty Secretary' Office of $35,054 is equivalent to'24 9% pf their annual budget Sur y+ ys w�t1 der td dtermtne satisfaction with aervtCes. rovided parmanen.: taco tie approved bud...! ua > er expenditur 40:41 od later Ir #tr. Program Name: Council Support Service Level: Provide coordination and timely administrative support to the Council and Mayor. Performance Measures: Effectiveness -Percent of Council satisfied on coordination and administrative functions. Efficiency -No. of staff hours per packet. Output -No. of Council meeting agendas prepared. -No. of Council packets prepared Input -No. of hours preparing agendas and Council packets. FY 96 FY 97 FY 97 Actual Budget 1st Quarter N/A 90% N/A 26 26 26 65 75 14 22 25 6 572 650 156 102 Program Name: Public Records and Information Service Level: To maintain and provide public information in an efficient manner. Performance Measures: Effectiveness -Percent of customers satisfied on annual customer survey. FY 96 FY 97 Appr. FY 97 Actual Budget 1st Quarter N/A 90% N/A Efficiency -No. of records processed per staff member. 1,950 1,950 375 -Time per birth record request processed 10 minutes 10 minutes 10 minutes -Time per general record request processed 30 minutes 30 minutes 30 minutes Output -No. of birth certificates from hospitals 1,300 1,300 228 -No. Birth certificate requests processed 650 650 101 -No. of requests for ordinances and general information processed. 120 120 35 -No. of sets of Council Meeting minutes processed. 48 48 11 Input -No. of staff to perform tasks. 3 3 3 103 i ion u ge -xp; anation The City Manager's Office is responsible for the day tc day a 1 providing the City Council with recomraenaations on current an by providing timely, complete and accurate infor0i ..providing the averall management philosophy an! Maria er's office tat Quarter expi nditure of $86,:.. measure reporting the number of tear requests el cieternline Why It t5 Sq far•under the estitrt Program Name: rhmistrationf uture issue ation to the City CauncHl, l direction to the o geri�za#ICJ 7 .is 6 %cif theft' annual osed with rl 0 days is beinc Administration Service Level: Facilitate communication between the Council, citizens, and staff on City related matters. Performance Measures: Effectiveness -Percent satisfied on employee attitude survey. FY 96 FY 97 FY 97 Actual Budget 1st Quarter 74% 80% -Percent satisfied on Citizen CCAR survey. 85% 90% Efficiency -Percent of CCAR's dosed within 10 working days. 78.8% 85.0% -BST minutes distribution time (days). 3 2 Output -No. of Neighborhood Forum meetings annually. 8 10 -No. of City Manager reports prepared annually. 20 24 -No. of BST agendas and minutes prepared annually. 50 50 -No. of CCAR's closed within 10 working days. 260 255 Input -No. of CCAR's received annually. 330 300 49 -No. of personnel for this activity. 2 2 2 80% 75% 40.8% 2 1 3 9 20 104 City staff Legal advit soe mofthe activities ordinances as directe estate;transactions theirannual` udget ; services prov..:.ided Program Name: for providing legal services to the Gity >t position fortheCitycolraetwriing, the leg•al staff..;;:` Tile City,Attorney's Offs' ounetl, acquires real estate for easeme artments' expenditure of 9 ,170 is egiuival� conducted later in the year to determine se Legal Department ounpil and to th •ad litigation are:::: actively• enforci irlcl handles;r ROt<to:21% of: isfactlon wiff Service Level: Provide legal services to the City Council and staff to maintain cost efficiencies in protecting the City from threatened or actual litigation and effective preventative legal services. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Positive response rate on citizen survey. 68% 85% -Positive response rate on internal survey N/A 85% Efficiency -Percent of all cases handled in-house. 87% 95% Output -No. of written opinions prepared. 126 140 -No. of legal reports. 16 20 -No. of weekly reports. 49 52 -No. of RFLAS completed.** 1,015 1,300 Input -No. of RFLAS received.** 1,130 1,300 -Time spent in Legal Dept. 1% 1% -Time spent in Comm. Serv. 46% 47% - Police N/A N/A - Fire N/A N/A - Development Services N/A N/A - Economic and Community Development N/A N/A - Public Works N/A N/A N/A N/A 81%1 11 4 12 1752 186 5% N/A 4% 1% 17% 14% 4% 9 cases being handled by outside counsel are part of the Bryan/TMPA litigation. In Tenneco the insurance carrier selected and is paying for outside counsel. These cases equal 12% of the cases being handled by outside counsel. 2 94% completion rate for the first quarter. 105 FY 96 FY 97 FY 97 Actual Budget 1st Quarter -Time spent in Fiscal/Human Resources. 11% 9% N/A - Finance (includes Municipal Court) N/A N/A 24% -Time spent in Mgmt. Serv. 3% 3% N/A - Time spent in OTIS N/A N/A 7% -Time spent in PUD/Parks. 13% 9% N/A - Public Utilities N/A N/A 7% - Parks and Recreation N/A N/A 2% - Time spent with Council, Courts, and Boards. 8% 11% 6% - General Government - City Manager's Office N/A N/A 4% - City Secretary N/A N/A 1% - Office of Management and Budget N/A N/A 1% - Human Resources N/A N/A 1% - BVSWMA N/A N/A 1% - Time spent with Citizens 18% 20% 1% - No. of Attorneys 5 5 4 106 Description The Human andidat motivate benefits:, alit. with a nd: en staff; The areas of selection and recruitmen compensation, training and development, nd employee relations are a n esources HumanResources K Budget Explanation esources Department is res efficipoi i vailable resources, for ea rained a isible for helping hire a ch position, providing tr Program Name: Training / Development Service Level: Provide training and communication to city staff to develop quality service delivery. Performance Measures: Effectiveness -Satisfaction rate from training participants. -Satisfaction rate from managers of training participants. Efficiency -Total cost of in-house training per employee. -Cost per employees participating. -No. of development hours per program. Output -Total contact training hours. -No. of employees participating in training. -Total training programs completed. Input -Total cost for in-house training. -Hours spent developing training programs FY 96 FY 97 FY 97 Actual Budget 1st Quarter 95% 90% 95% 95% $24.86 $20.00 $22.02 $25.00 8 8 5,199 4,500 692 650 19 20 95% N/A $4.28 $7.19 4 1,514 366 9 $15,240 $15,000 $2,630 141 110 32 107 Program Name: Compensation and Benefits Service Level: Provide a competitive, quality benefit and compensation plan. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -(Salary) Percent paid above median midpoint of annual salary survey to achieve competitiveness. 5% -(Benefits) Percentage within standard dollar amount for claims per employee. 5% Efficiency -Insurance claims cost per employee. 240.26 -Administration costs per claim (based on number of claims filed.) $20.00 -Percentage of employee analyst hours per survey. 10% -Percentage of analyst hours per merit increase. 25% Output -No. of salary surveys completed. 50 -No. of insurance claims processed. 5,000 -No. of merit increases calculated. 590 Input -No. of personnel hrs. spent on benefits. 1,680 -No. of personnel hrs. spent on compensation. 1,550 5% 5% $240.26 $20.00 10% 0% 50 5,600 0 1,680 1,550 5% 5% $233 12 1,890 0 470 425 108 Program Name: Recruitment and Selection Service Level: Provide an adequate number of applicants for a department filling an open position in a timely manner. FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Percent of open positions reposted. (due to inadequate pool) N/A 5% 6% -Percent turnover for tested positions. 5% 0% 0% -Percentage of open jobs requested posted within 24 hrs. N/A 90% 100% -Percentage of time completed applications are available on the closing day of the posted job. 95% 98% 100% Efficiency -Percentage of posted jobs that were tested. 7% 16% 33% -Percentage of promotional jobs that were tested compared to all internal promotions. 23% 33% 13% -No. of applications received per posted position. 17 25 21 Output -No.of applications processed. 4,617 4,000 483 -No. of posted jobs that were tested. 19 22 5 -No. of promotional jobs that were tested. 14 15 2 Input -No. of full-time positions posted. 170 97 15 -No. of seasonal positions posted. 105 40 8 -Total no. of positions posted. 275 136 23 -No. of full-time, regular employees hired. 101 60 22 -No. of seasonal employees hired. 137 195 23 -No. of special event employees hired. 54 125 31 -No. of employees receiving promotions. 61 45 15 109 Description & Budget Explanation ..:........... The Oftibecif Management and Budget is responsible for the preparation, monitoring and review of the annual budget._ •The budget activity involves working to ensure the overall policy goals of the city•are reflected in the way funds are allocated and spent It also:involvers review of expenditures to determine whether the overal policy goals were met The office is responsible for ongoing organizational review The ongoing organizational review involves the development and rrionitonng of service levels and performance maures. Ifi also involves the ongoing _reviw: ::and ioprovemont;ofi:eity praeesses througfi tfie reengin+eering; pr±Agrarn. The Office Management and Budget's expend ture of:$8 ,0 is equivalent to 24 2% of their annual budget Suevoyt will tie conducted later in the year to determine' satisfaction with services provide i Program Name: Budget Preparation, Monitoring and Review Service Level: Prepare, monitor and review all aspects of the annual budget. Performance Measures: Effectiveness - Percent of annual actual expenditures of budget. - Percent of respondents satisfied or very satisfied with services provided by Budget Office. Efficiency - 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 Input - No. of Budget analysts - Budget review budget allocation FY 96 FY 97 FY 97 Actual Budget 1st Quarter 99% 99% 30% N/A 90% N/A $54.70 7 days 2 days $56.80 7 days 2 days $67.60 5 days 2 days 264 280 8 3 3 0 18 20 8 2 2 $144,392 $144,392 2 $36,098 110 Program Name: Organization Review and Improvement Service Level: Conduct organizational review functions to improve the performance of the organization. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percent of departments surveyed satisfied N/A 90% N/A or very satisfied with organizational review. - Percent of organizational reviews conducted resulting in marked improvement in process. N/A 90% 100% Efficiency - Cost per review conducted $3,300 - Percent of review cost covered by cost savings N/A 75% Unknown or new revenues. Output - No. of organization reviews conducted. 2 6 4 - No. of people trained in reengineering 150 50 0* - Dollar amount of actual savings generated $0 $79,600 Unknown through organization reviews Input - No. of Management Analysts 2 2 2 - Management review budget allocation $96,261 $106,070 $26,518 * No formal reengineering training took place in the first quarter, however information on reengineering was provided to all employees through the employee journal each month. 111 We're Committed To Excellence 112 CULTURAL ARTS tier184 Budget.lRxptanat�ott .::.:.. .. . The /#rf ouncal of l razor Valley conducts a contrnutng program o€ develo presentatwn, 9:gemragernent, and promotxcin of the arts �n. College S#atian k availability, performance; execution, and exhibition of all major ark forms T bu get is $170,000 which is 9 68% above the FY 96 estim aced budget Thf Quarter expenditure of.$32,274 is equivalent to 19% of their annual budget. Colle•ge Station;Bu.dget Summa Arts CouncilPositionSummary Program Name: Annual Grant, Mini Grant and Scholarship Program Service Level: To provide funding for arts related activities to non-profit organizations and individuals. Performance Measures: Effectiveness - Survey respondents satisfied with funding process. Efficiency - Percentage of requests funded by Annual Grant Program. - Amount of funds in Mini Grant remaining. - Percentage of requests funded by Summer Study Scholarship. FY 96 FY 97 FY 97 Actual Budget 1st Quarter N/A 90% N/A 88% 90% 92% ($632) N/A $3,500 47% 40% N/A Output - No. of people served by Arts Council of Brazos Valley. 50,000 75,000 78,500 - No. of Carolyn Munroe Scholarships. 1 1 N/A - No. of Summer Study Scholarships. 17 18 N/A - No. of organizations receiving Annual Grants. 16 18 13 - No. of Mini Grants approved. 8 8 0 114 Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Input - No. of full-time staff. 3 3 3 - No. of organizations completing Grant evaluations. 24 27 12 - No. of organizations requesting funds from the Annual Grant Program. 18 20 15 - No. of Mini Grant requests. 10 10 0 - No. of community volunteers serving on the GRP. 10 12 12 - No. of Arts Council Board Members. 15 21 21 - Amount available for scholarship requests. $1,385 $2,000 $3,000 - No. of scholarship requests. 36 50 N/A - Amount available for the Annual Grant Program. $67,200 $67,500* $68,000 - Amount available for Mini Grants. $4,132 $3,500 $3,500 * Does not include COLOR COLLEGE STATION banner project costs. N/A indicates there has been no activity in that area. Program Name: Programs (FestiFall, Local Color Gallery, Art classes) Service Level: To provide educational, entertainment and exhibition programs and services in the visual and performing arts to the community. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Annual percentage increase in visitors. 12% 15% 41% - No. of areas of service, procedures and quality rated HIGH. 100% 100% N/A - Percentage of artists, performers, and vendors rating FestiFall HIGH. 89% 89% N/A Efficiency - Avg. sales per artist (Local Color). $695 $640 $369 - No. of students per teacher (Art Attack only). 7:15 7:15 3:1 - No. of students on Art Attack Day. 15-30 15-30 3 - 9 Output - No. of Gallery visitors (Oct. -May). 3,464 2,895 1,548 - No. of visitors per day. 14 15 20 - Amount in Local Color sales. $45,185 $48,000 $18,430 - No. of art class registrations. 238 250 N/A - No. of students participating in Summer Art Adventure Camps. 198 225 N/A - Estimated FestiFall attendance. 30,000 30,000 N/A - Art class registration $33,545 $35,000 $1,705 - No. of students participating in Art Attack 374 714 20 - No. of Art Attack days offered 22 42 7 115 Performance Measures: FY 96 FY 97 FY 97 Actual Budget lst Quarter Input - No. of full-time staff. 3 3 3 - No. of part-time staff. 2 2 2 - No. of volunteers. 75 115 27 - No. of artists participating in Local Color. 65 75 80 - No. of part-time temporary art class teachers. 14 20 2 - Amount in sponsorships for FestiFall. $30,000 $33,000 N/A - No. of artists participating in FestiFall '95. 48 75 N/A - No. of performing groups participating. 46 60 N/A - No. of volunteers at FestiFall. 543 600 4 - No. of hours of volunteer support for FestiFall. 4,150 4,000 12 N/A indicates there has been no activity in that area. 116 Program Name: Administrative and Information Services Service Level: To provide information, administrative support, coordination and assistance to groups, organizations and individuals. Performance Measures: Effectiveness - Annual percentage increase of information requests. FY 96 FY 97 FY 97 Actual Budget 1st Quarter 50% 20% 20% Efficiency - No. of phone daily phone calls requesting information about programs and services. 43.5 50 50 - No. of artiFACTS newsletters. 240,000 200,000 60,000 - Cost per newsletter. $0.04 $0.05 $0.05 - Amount of staff time needed to complete calendar. 4 hrs/ wk 5 hrs/wk 5 hrs/wk - No. of activities on monthly calendar. 30 34 34 - No. of local and area media carriers receiving calendars. 55 57 57 - No. of Art Spots aired daily on KAMU-FM. 3 3 3 reaching approximately 25,000 per airing Output - Monthly circulation of artiFACTS. 20,000 20,000 20,000 - No. of telephone requests for information. 10,440 12,528 3,000 - No. of newsletters. 12 12 3 - No. of artFAX sent to hotel and motels. 48 52 12 - No. of hotel and motels. 17 20 20 - No. of calendars 12 12 12 - No. of activities promoted on calendars. 250 300 75 - No. of Art Spots recorded. 164 180 - No. of group promotional spots. 22 22 22 - No. of tickets sold (March - June) N/A 500 N/A - No. of organizations represented. N/A 6 6 Input - No. of full-time staff. 3 3 3 - No. of part-time staff. 2 2 12 - No. of volunteers. 15 35 24 - No. of hours of volunteer support. 352 820 336 - Cost of producing and distributing artiFACTS. $10,080 $12,600 $12,600 117 We're Committed 07# To Excellence 118 EMPLOYMENT/PROSPERITY ECON..& DEVELO COMMUN RIME - Description & Budget Explanation The Ecoriemc;Development Division is responsible for caordinatrng the efforts to promo economic development activities in College Station This function was moved from the Devetopment Services oepar'tment:this year during the reorganization. Economic develo has been one Hof the key City Council issues in recant years..:This has tac1Irtated the treat department devoted to addressing these issues. The Economic: Development ;1st>Quartei expenditure of �40,33:� is equivalent to i g°10 of their annual Program Name: Economic Development - Retention, Attraction, and Redevelopment Service Level: Provide for economic development efforts to retain and attract businesses in and to College Station. Performance Measures: Effectiveness - Percentage of successful retention and attraction efforts. - Net increase in the number of jobs created. Efficiency - Percent of return contacts from firms receiving mass mailings advertising College Station. Output - Total number of ads placed in national publications advertising College Station. - Total number of firms contacted for for potential recruitment. - Total number of serious prospects. - Total number of jobs in the City Input - No. of personnel. FY96 FY97 Actual Budget N/A 70% 15 269 FY 97 1st Quarter N/A 0 5% 5% 0 3 150 5 26,561 4 3 200 0 10 6 26,830 N/A 2 2 2 120 Service Level: Provide for economic development in the Northgate area. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percentage of Northgate residents satisfied N/A 80% N/A with the capital improvements and parking system efforts. - Number of economic development 3 3 4 /redevelopment related activities in the area. - Percent increase in Northgate property valuation N/A 5% N/A in FY 97. (1995 valuation = $31,390,000) Efficiency - Cost per parking space. N/A $4,000 $8,000 (includes land and development cost) - Percent increase in property valuation of properties participating in facade improvement program. 10% 10% N/A Output - No. of parking spaces developed. 0 150 116 Input - Capital Budget allocation $912,500 $830,000 - No. of personnel assigned to program 2 2 2 - Facade Improvement program budget $110,000 $80,000 $80,000 Service Level: Manage and coordinate development within the Business Park/recruitment. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percentage of Phase I at the Business 0% 4% 0 Center occupied by the end of FY 97. Efficiency - Percent of city participation in spec building development N/A 5% 0 Output - No. of businesses located 0 3 0 - No. of Business Park Jobs. 0 20 0 - Spec Building (private development) N/A $2,000,000 0 Input - Cost of business center land for spec building (3 acres) N/A $108,000 0 121 ECtJN DEVELO D COMMU PMENT NI Description& Budget l=xptartation Community Development is responsible for providing tow through; community development block grant funds from1 include housing rehabilitation improvement to blighted a 'generalve orsight The Community Development 1st Qu equivalent to 27°/a ofheir annual administration budget Budget 5uma ;P;of;on'Stri'�>~ M M UN real cost housipg and public assistance; he federal government, Programs , public agency assistalnce and arter expenditure of $1g4J55 is .................... 42;875: Program Name: Revitalization of Blighted Areas Service Level: Provide various technical and financial assistance to promote the revitalization of blighted areas throughout the City. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percent of participating project properties tax valuation maintained or increased. 100% 100% 100% Efficiency - Cost per facade improvement project. $16,000 $16,000 N/A Output - No. of specific projects identified and funded for parks, streets, water, sewage, and 2 1 0 infrastructure needs. - No. of commercial facade renovations completed. 2 5 0 Input - Dollar amount of CDBG and HOME grants in eligible areas. $1,661,000 $1,711,000 $294,696 - No. of Community Development staff 8 8 8 122 Program Name: Public Services Service Level: Provide a variety of health and public services to low income residents through the funding of non-profit organizations. Performance Measures: FY96 FY97 FY97 Actual Budget 1st Quarter Effectiveness - Percent of public agencies funded that deliver 100% 100% 100% public services within the terms and conditions of each agency's contract with the City. Efficiency - Dollar amount per Elder -Aid client. N/A $38.91 No payments * - Dollar amount per Interfaith Outreach client. N/A $46.85 $64.29 - Health for All Clinic cost per visit. N/A $9.00 No payments * - Dollar amount per Brazos Material and Child Clinic client. N/A $28.60 No payments * - Dollar amount per Brazos Food Bank client. $2.95 $0.29 $ 0.43 - Dollar amount per Kids Klub child. $4.86 $486.00 No payments * - Dollar amount per Human Resource client. N/A $2,393.00 No payments * Output - No. of Elder -Aid clients served. N/A 625 - No. of Interfaith Outreach clients served. N/A 700 52 - No. of Health for All clients served (free medical care). N/A 5,000 * - No. of Brazos Maternal and Child Health clients served. N/A 700 * - No. of Brazos Food Bank clients served. 75,000 85,000 23,415 - No. of Kids Klub low-income children served. 34 50 - No. of Teen Apprenticeship participants served. N/A 8 * Input - Dollar amount allocated to Public Agencies $190,650 $190,650 $22,415 - No. of staff assigned to oversee funding process, contracts, and monitoring. 1 1/2 1/2 * Most of the public service agencies have not yet reported for the first quarter of this fiscal year. Therefore accurate figures are unavailable for this report. 123 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: Effectiveness - Percentage of dilapidated dwellings (45) to be eliminated or replaced within the city. - Percentage of existing "deteriorated" dwellings (1,938) to be rehabilitated into compliance with City Code. - Percentage of eligible families (95) given Homebuyers assistance. - Percentage of eligible families (95) receiving homebuyer counseling services or reference consumer assistance. Efficiency - Rehab program, cost per unit. - ORP Program, cost per unit. - Demolition Program, cost per unit. - Rental Rehab, cost per unit. - Downpayment Assistance Program, cost per unit. - HOPE 3 Program, cost per unit. FY 96 FY 97 FY 97 Actual Budget 1st Quarter N/A 23% 27% N/A 1% 0% N/A 19% 11 % N/A 50% 12% $18,500 $35,000 $2,500 $7,500 max. Output - No. of Owner- Occupied Units Rehabilitated. - No. of Units Replaced. - No. of Dilapidated structures demolished. - No. of Rental units rehabilitated. Input - No. of personnel assigned to housing assistance projects. - Budget for Rehab. - Budget for ORP. - Budget for DEMO. - Budget for Rental Rehab. - Budget for CHDO funding. - No. of personnel assigned to coordinate and implement home buyer program. - Budget for Downpayment Assistance Program. - Budget for HOPE 3. $4,000 $25,000 8 10 10 30 $20,500 not completed $45,000 $45,264 $3,000 2,026 $4,667 $0 * $4,694 $2,000 $25,000 not completed 10 9 10 15 0 1 4 0 2.5 2.5 2.5 $256,500 $205,000 $17,569 $553,250 $405,000 $59,437 $42,500 $30,000 $8,103 $65,000 $70,000 $0 $58,650 $71,700 $0 0.5 0.5 0.5 $40,000 $85,500 $2,803 $267,378 $100,000 $2,899.42 * No rehabs were completed. 124 ecriptinn > Budget; r=xpinto .....::.....::.....:.......::...............:....:........:.....::....:........... ................................................................................... This division is responsible for the warehousing :of supplies used to city operatidrk purchase and ;d�stnbi ton of electric power to the customers of the etectrrc utit�� ::1:700toitioo$1#00040t expenditure of $4;878,Q50 is equivalent to 21, 4% of there an Apptox�mately 22% of budgeted el@ctrio revenues have been collected through the FY97 Thrs percentage rs r line with hisfiincal 1;st quarter eoll:cirons of electnc rev ....................................... Bud et $uii a,. ............................................ l#evenue:$umma ........................................... ........................................... ........................................... ................................................. PasitanSummary S �e Etoctrac ; ..; dual: budget 1st quarter of s, Program Name: Warehouse Service Level: Provide an efficient warehousing operation for the City of College Station, crew support for utility operations, and maintains the Utility Service Center grounds and building. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness -Total percentage of inventory unaccounted for. 3.02% 3.00% 6.75% -Turn around time for non -inventory items. 24hrs. 24hrs. 24 Efficiency -Dollar amount of inventory managed per person. $393,078 $333,333 $409,347 -No. of items managed per person. 579 533 575 -No. of tickets filled per person. 1,200 1,300 329 Output -Total number of issue tickets filled. 3,600 3,900 985 -1994-95 inventory dollar value. $1,179,235 $1,000,000 $1,228,041 -No. of items in inventory. 1,739 1,600 1,726 -Daily number of customers. 35 40 32 -No. of weekly inspected vehicles and equipment. 94 94 97 -No. of pieces of equipment inspected monthly. 33 33 32 125 Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Input -Total number of personnel. 3 3 3.5 -Total number of materials handling equipment. 14 15 8 -Warehouse budget for FY 96. $116,015 $166,513 $166,513 Program Name: Electrical Division Service Level: Provide reliable electric service to the citizens of College Station. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - 12 month average outage duration minutes (SAIDI). 30 25 36 95*** - 12 month average outage frequency minutes (SAIFI). 1.1 .85 0.985 Efficiency - Cost per minute of "availability" * 0.026 cents 0.034 cents Output - Total outage minutes in a 12 month period. 650,000 550,000 900,067"m (This is a rolling 12 month average. The quarter information is not cummulative but is for the most recent 12 months) Input - Budget for electric transmission and distribution ** $1,972571 $22,623,698 $22,623,698 * There are 20,417 customers x 525,600 minutes/year = 10,731,175,200 "available" minutes. ** Estimated for FY 95 Actual and FY 96 Estimated. ***There has been an increase in the number and length of power outages. This has been due to problems in the Emerald Forest area, and due to an increase in the number of outages caused by animals. The Emerald Forest issue is being addressed this fiscal year. Steps are being taken to identify and correct the causes of these outages. **** See above. 126 Service Level: To provide reasonably priced electric power to the citizens of College Station. Performance Measures: Effectiveness -Percent of purchase power price at or below the American Public Power Assn. SW/W average (Latest available data $.04) FY 96 FY 97 FY 97 Actual Budget 1st Quarter 100% 95% 88.57% Efficiency -Monthly wholesale power billing avg. $2,758,406 $2,757,466 $2,500,790 Output -Average monthly amount of power 42,615,684 kwh 44,758,750kwh 38,475,333 purchased Input -Average monthly expenditure for wholesale power purchased $1,704,627 $1,583,333 $1,363,132 127 EIIN P LOWENT ...................................................................................... ......................................................................................... •Description & Budget Explanation: The Bryan college station. Convention and Visitor Bureau offers informational services, coordination, and assistance with transportation a'nd meeting; planning to visitors and convention attendees Th;e Convention :and Visitor Bureau is funded through the Hate)/Allotel Fund The. . pprov+ed budget for FY 97 is $565 742 .................................................... CVB p:0110g >l $a iori' 5 ports:. Events..Cot�`r .................... .................... ................... 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: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Amount of hotel occupancy tax collections. $1,221,579 $1,326,100 $352,724 - Amount of direct expenditures from convention delegates. N/A $2,244,973 $1,776,500 Efficiency - Avg. daily hotel room rates. $47.47 $55.00 est. $51.41 - Avg. hotel occupancy rate. 59.23% 66% est. 60.6% Output - No. of bureau initiated convention room nights booked for the future. N/A 25,564 19,025 - No. of delegates -conventions hosted. N/A 15,519 8,500 - No. of sales appointments by bureau staff. N/A 6,987 5,021 - No. of site inspections conducted by staff. N/A 8 1 - No. of groups services provided for N/A 24 - No. of room nights stayed by above groups N/A 9,188 - No. of delegates N/A 6,891 Input - No. of city wide hotel rooms. 1,785 1,785 1,785 - Amount in CVB budget to convention sales and marketing effort. $45,000 $73,000 $18,250 - CVB sales/marketing staff. 1 2 2 - CVB servicing budget. $10,000 $19,550 $4,875 CVB service staff. 1 1 1 /2 1 112 i 128 Service Level: Provide an on -going tourism, marketing, sales, and service program to bring the maximum number of overnight visitors to our community. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Amount of hotel occupancy tax collections. - Amount of direct tour and travel expenditures. N/A N/A $352,724 - Monetary value of articles published. N/A $60,000 $80,670 Efficiency - Avg. daily hotel room rates. $47.47 $55.00 $51.41 - Avg. hotel occupancy rate. 59.23% 66% 60.6% Output - No. of bureau initiated room nights N/A 50 booked for the future. - No. of group tours hosted. N/A 9 - No. of tour and travel group room nights. N/A 50 - No. of articles published from hosted media. N/A 1 - No. of familiarization tours hosted. N/A 2 Input - No. of hotel rooms available for group tour N/A 275 business. - CVB budget for tourism sales, advertising, $27,000 $47,000 $11,750 and service. - CVB tourism staff. 2 2 2 129 We're Committed To Excellence 130 CIVIC PRIDE DEVELOPMENT SE .................................................................. .................................................................... Descr�pt�on 8� Budget Exp1100 .0A; The Devetepment Services Administration function rs re$ponsi'ble for prov�thrtg adm�nistretrv� support o the planning, engrneenng, bu�ld�ng, code enforcement, development coord,n tree energy management areas Also; many of the Caunc�i strategic issues ere m.annged by Devetopnlent Services The Development Services Adrti�nrstration 1st. Quarter expenditure: $40101$. equivalent to 3 3% Of �� ..- .�.�.. �� r ..a .,.� ua ds`it on Sure mm'a ry ....................................... .............................................. Program Name: Administration Service Level: Project development/implementation/management associated with the Council strategic issues; and management of department functions. Performance Measures: Effectiveness - Percentage of City Council Strategic Issue objectives and milestones met within action plan timeframes. - Percentage of Council, Boards & Commission agenda items are completed within specified deadlines. FY 96 Actual 80% 98% FY 97 FY 97 Budget 1st Quarter 90% 80% 95% 95% Efficiency - Cost per Council, Board, Commission case. $2,000 $2,000 $2,300 Output - No. of strategic issues addressed. - No. Council, Board & Commission items Input Percent of budget allotment for: - Department Director Time - City Planner Time - City Engineer Time - Building Official Time - No. of support staff 3 290 3/4 1/2 1/2 1/4 4 5 2 280 3/4 1/2 1/2 1/4 4 60 1/2 1/4 1/4 1/8 4 132 DEVE O PM EN'TERVIC E'N ERGYCON ...........................:..... s ;oh,8Budget Exptanattor The Energy Management OIVisl0n is responsible for provJding utformation to utility customers concerned about the Cost of electtte service Information and audits of homes are provided to help people make fietter chokes egard ng energy consun1ptton The division also rrianages t Good Cents and Energy Back I I rebate ;Theseprograrns encourage the building of energy; efficient houses as well as:the purchase of energy efficient atr oondItlontng units, The Frier Conservation.Pivisions' 1st Quaver expenditure of $35,416 is equivalent to 14,3% Of::tt eir. ............................................ a:ij lu l budge ............ ............... i i1...J Su ;a I osut1n:Su'7►; Program Name: Energy Conservation Service Level: Provide professional and helpful customer service to utility customers who are concerned about their utility bill; and implement a cost effective demand side management program that will reduce the City's wholesale electrical costs. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percent satisfied on customer survey. 94% 80% 92% - Percentage of homes certified as Good Cents. 32% 25% 43% - Amount of City energy demand reduced by high efficiency program. 150 KW 100 KW 19.36 KW Efficiency - No. of energy audits per auditor - No. of homes entering Good Cents Program. per energy auditor - No of Energy Back II rebates per energy auditor. Output - No. of energy audits. - No. of homes entering Good Cents Program. - No of Energy Back II rebates. Input - No. of Energy Auditors. 75 75 125 150 150 250 2 75 75 125 150 150 250 2 6.5 17.5 13.5 13 35 27 2 133 DEVELOPtVI ENT SERV O N Descnption & Budget Explanation Engineering is responsible for revtewrng development in the City arid' for managing the ca improvement program The development review process includes ensuring development the required engmeertng standards The capital improvement program review involves rrianaging capital improvement protects such as street rehabditatioils, drainage protects, public facilities,: parks and o1bers Tate Engtneerirtg Divisions' 1St Quarter expenditutt� of $149,758 rs equ�valerlt to 25 4% of their annual budget Surveys wdl be conducted later in the year to ' dtermrne satisfaction with serv►oes provided ;:;: : BudgetSuma Po ;.it on Summary; petal Hies Program Name: Engineering Service Level: Provide for effective and efficient use of Capital Improvement Funds. Performance Measures: Effectiveness - Percent of identified projects under contract. - Percent of CIP budget under contract. Efficiency - Administrative cost per project Output - No. of CIP projects completed. - Final cost of completed CIP. Input - No. of CIP projects planned. - Budget for planned CIP. - No. of staff engineers - No. of engineer inspectors - Administrative budget for CIP FY 96 FY 97 Actual Budget 85% 85% 95% N/A 95% $5,000 33 25 $14,506,000 $12,000,000 36 $14876,000 2 1 $150,000 28 $13,000,000 2 1 $150,000 FY 97 1st Quarter 31% 39% $5,000 N/A N/A 28 $13,000,000 2 2 $150,000 134 Service Level: Provide thorough and efficient plan review and construction inspection for development projects. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percent of positive survey responses. 75% 95% N/A - Percent of plans and reports reviewed in 5 days or less. 85% 85% 94% Efficiency - Administrative cost per review 2000 2,000 2,000 Output - No. of plans or reports reviewed annually. 325 300 59 Input - No. of engineering plans review staff 5 6 6 - Budget for engineering plans review $240,000 $280,000 $280,000 135 DEVELOP I Description & Budget Explanation Ttie Building Inspection function is responsible forthe bulidmg• review and perm�tt�ng proses Building permits are issued and buildings are inspected as construction occurs to ensv buildings are constructed to city code Also included in this area is the code enforcement activity :Code enfdreernent, is `esponsible for ensuring that codes In the City are followed Coy enforcenent addresses issues of weedy lots, junk cars, housing occupancy and other issues The Buliding Inspections' sl Quarter expenditure of 98,6481s: equival•ent to 24% of them annual budget. 'B;ud.g�t Sun�ar Program Name: Building Division Service Level: Perform thorough and efficient building plan review, inspection services and permit administration. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percent of plans reviewed within 5 days. 95% 100% 100% - Percent of building inspections in 24 hours 95% 95% 97% of request. - Percent satisfied on customer survey. N/A 90% 95% - Percent of single family permits within 1 80% 80% 90% hour of application. Efficiency - Percent of single family permits issued within 100% 5 days. - Percent of single family permits issued within 95% 24 hours. - No. of building inspections per inspector 33 Output - Number of multi -family and commercial plans. 93 - No. of annual inspections. 5,041 - No. of inspections per day per inspector. 30 100% 95% N/A 88 4,335 33 95% 90% 480 18 1,440 9 Input - No. of inspection employees. 3 3 3 136 Program Name: Code Enforcement Service Level: Ensure a healthy and safe community through the timely, proactive, and reactive enforcement of property standards, codes, and ordinances. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percentage of staff time spent on proactive code enforcement. 25% 25% 40% - Percent of calls investigated within 48 hours of call. 90% 90% 93% - Percent of cases resolved within 90 days. 85% 85% 90% Efficiency - No. of cases resolved per code employee 4,000 4,400 931 Output - Total number of cases. 4,000 4,400 995 - No. of cases resolved. 3,800 4,200 931 - No. of proactive cases. N/A 1,100 529 - No. of cases taking 90 days or more. 85 85 0 Input - Staff Support 1/4 3/4 1/8 - Code Enforcement Coordinator 1 1 1 137 DEVELO ENT SER /IC Description >V Budget Exptarnatio• The Planning ettvity rs responsible for pt"ovidmg development services to those wishing to develop ,fin college Station Thrs include$ r ionitort .g. zoning, plating, end other.develvpment issues to.: ensure that development occurs rn accordance with the existing policies and ordinances Planning also assists the deuejopmerit comniumty through this process end througi arly variances that may be requested The;plarinirig function is also responsible for` trtatntarrung monitoring, and implementing #hir City"s corxrprettensrve plan The comprehensive plan revision. process should be complete soon. The Planning Administration :1st Quarter expenditure of < ::;.;' $108,632 is equivalent to 2$ 2% of their arirwal budget Surveys will be conducted later in the. year to determine satisfaotiorl with services provided p u.:dg'et ;umnna i3:stiiyr 5urrai ...................................... g Program Name: Planning Administration Service Level: Provide thorough and efficient review of zoning, development proposals, and project review. Performance Measures: Effectiveness: - Percent satisfied on customer survey. - Percent of development plans reviewed within 5 working days. - Percent of planning cases processed 30 days after completion. Efficiency - Cost per set of plans. - Cost per set of PRC cases. - Cost of single family permit. Output - No. of development plans reviewed. - No. of Project Review Committee cases. Input - No. of Professional Planner positions. - No. of Development Coordinators. FY 96 FY 97 Actual Budget 90% 90% 85% 85% 90% 100% 2,900 $2,857 2,000 $2,000 130 $130 60 35 40 50 2 2 1 1 FY 97 1st Quarter N/A 92% 100% $2,857 $2,000 $130 14 6 2 1 138 Program Name: Comprehensive Plan Service Level: Maintain, monitor, and implement the City's Comprehensive Plan Program. Performance Measures: FY 96 FY 97 FY 97 Actual Budget 1st Quarter Effectiveness - Percent of zoning and platting in compliance with Comprehensive Plan. 80% 80% Efficiency - Cost per case. $2,600 $2,564 Output - No. of Land Use inventories annually. 1 1 1 - No. of platting cases 65 70 6 Input - No. of Professional Planners. 1 1 1 - Mapping Specialist position. .5 .5 .5 - No. of support staff. 1 1 1 139 We're Committed (COI To Excellence 140 FISCAL YEAR 1997 1ST QUARTER STRATEGIC ISSUE UPDATE 1996 Strategic Issues Update In January 1996 the City Council held a retreat where 39 strategic issues were identified and ranked by the City Council. After that ranking process action plans were developed for the first 20 issues. The action plans were presented to the City Council during the two workshop meetings in February 1996. After reviewing the action plans with staff, it was agreed the first 20 strategic issues would be the top priority for 1996. Periodic updates have been provided to report on the status of the first 20 1996 strategic issues. This report updates the top 20 strategic issues through December 31, 1996. This report provides the action plans for the first 20 strategic issues. The action plans include the following: 1. Issue Number(s) This is the number used to identify the issue. 2. Priority Number This is the number to identify what Council priority the issue was ranked. 3. Ends Statement This is the Council identified vision that the issue addresses. 4. Issue Name This is the name given to the issue and provides a description of the issue(s). 5. Project Leader, Team Members These are the key staff members leading and working on the issue. 6. Goals and Objectives of the Issue This provides a description of what is to be achieved on the issue and an outline of how it will be achieved. 7. Milestones on the Issue The milestones indicate the key dates for achieving progress on the issue. Because these issues may have time frames of 1-5 years or more the milestones are designed to be flexible and may change from time to time. 6. Update The update section includes a brief description of the progress that has been made on the issue through December 31, 1996. 142 9. Estimated Project Cost This includes additional staff costs, consultant costs and other costs that may be associated with the strategic issue. Capital costs for these projects are also identified when known. It is important to note that the budgeted cost of the project may also need to be revised from time to time if the scope of the project and other conditions change. 143 Issue No.: 1 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 1 Ends Statement: #5 - Quality Service Issue: Streamline Development Process Project Leader: Skip Noe, City Manager Team Members: Elrey Ash, Jim Callaway, Jane Kee, Kent Laza, Fire Chief, John Woody, Mark Smith Goal: To re -engineer the City's development process to ensure that it is customer friendly and produces a quality result based on common sense solutions in the minimum amount of time possible. The review will focus on the process and not on any change in the overall responsibilities (developer vs. City) that are currently in place. Objectives: 1. Develop detailed chart on steps in development process. 2. Identify opportunities to expedite process. 3. Survey other cities to determine alternative processes. 4. Solicit customer feedback on process. 5. Develop proposed ordinance or process amendments, staffing changes to implement. Milestones: Dates: •Review results of past studies and focus groups. April 1, 1996 Bring forward actions/changes as appropriate •Flow chart/model development process April 15, 1996 144 •Survey other cities on process elements May 1, 1996 •Identify and implement customer feedback mechanism May 1, 1996 •Develop recommendations and report to Council September 1, 1996 •Adopt implementing ordinances/policies/processes Oct. -Nov. 1996 •Develop criteria for evaluating changes; Implement. December, 1996 Update: The first five milestones above have been accomplished. A preliminary report addressing those milestones has been presented to Council. Specific accomplishments to improve the process to date include: • The Development Services Department has been restructured to flatten the department's organization. Levels of supervision were eliminated to allow staff to focus on daily work activities with less administrative duty. • Council review of routine plats has been eliminated. • The City Engineer has assumed the authority and discretion allowed by ordinances such as the driveway ordinance, exercising his engineering judgment where allowed, reducing the number of variances requested. • Council amended the drainage policy to eliminate the requirement for off -site drainage easements to primary channels. • Staff has initiated the use of project managers, assignment based on the nature of the case, to provide a single point of contact as well as an in-house representative for review items. Additional changes will be brought to Council in January through April '97. These include: • An ordinance amendment redefining the scope and role of both staff and the Project Review Committee. 145 • A "master application" for zoning, platting and other review processes. the use of a hearing examiner or other streamlined process to deal with variances. • Review of policies or standards that appear to be common areas of concern in development reviews. Please note - The above schedule calls for additional items to be brought to Council in Jan thru April 97. This will start with an update on Feb. 13 that will include a report on the application of the "case manager" concept to several specific cases (Melrose and Lone Star a.k.a. Barns and Knoble). Results of recent customer surveys will also be presented. The time line for ordinance changes should be included as well. Estimated Project Cost: Unknown 146 Issue No.: 2 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 2 Ends Statement: Quality Service Issue: Drainage Utility District Implementation Project Leader: Tom Brymer Team Members: Mark Smith Kent Laza, Kathryn Anthony, Linda Piwonka, Jeff Kersten, Glenn Schroeder, Charles Cryan Goal: The implementation of a drainage utility district by October 1996 to provide a funding mechanism for drainage capital projects identified in the drainage plan for College Station. (Issue #5) Objectives: 1. Council presentation of proposed drainage utility action plan. Review what the time line for implementation of the project is. Explain key milestones. 2. Begin a citizen education program that targets individual citizens, and institutions such as TAMU and CSISD to explain how a drainage utility district will impact them. Public Forums, mailouts, and other mechanisms will be used to inform the public on this issue. Conduct a telephone survey on drainage perceptions. 3. Formalize a list of drainage capital projects. (Issue #5) 4. Presentation on rate schedule/rate resolution before public hearings. Determine what rate schedule will be most appropriate for College Station and present this recommendation to the City Council. 5. Hold necessary public hearings. 147 6. Create the necessary accounting and finance procedures for the new utility. 7. Adopt drainage utility district ordinance. 8. Begin billing the drainage utility fee. 9. Begin construction of drainage projects as billing begins. Milestones: Dates: • Presentation of proposed drainage utility action plan • Continue engineering and construction of drainage capital projects utilizing bond funds only. • Conduct public research & hold forums on drainage • Conduct a citizen education program • Presentation of rate schedule and Council adoption of resolution establishing drainage fees. • Advertise public hearing and publish proposed ordinance • Hold public hearing on drainage utility • Council adopts ordinance creating the utility and establishing a schedule of charges • Begin implementing drainage utility billing procedures • Begin billing the drainage utility fee • Continue construction of drainage capital projects utilizing funds from the drainage utility and from drainage bond funds. • Monitor the drainage utility to ensure it is working properly. Feb. 1996 Feb. 96 - Oct 96 Jan. - March 1996 March - Oct. 1996 April 1996 May 1996 June 1996 June 1996 July 1996 October 1996 October 1996 Oct. 96 - Sept. 97 Update: Progress on Strategic Issue No. 2, Drainage Utility Implementation, has continued to flow nicely and on schedule. With Council adoption of the ordinance establishing the drainage utility in June and approval of the utility's charges in September, staff 148 proceeded with work necessary to implement the utility as of October 1st. As of that date utility bills that were sent out had on them the new charges for drainage utility services. Prior to those first bills being mailed we engaged in an extensive staff training program about the new drainage utility and how it will work and what it will do. This training was conducted so that our employees could provide excellent customer service when receiving questions from our customers about this new service and its monthly fee. So far our employees have dealt with this major, new service addition very well and customer complaints have been minimal. We also had in October the kickoff of the first construction project funded by the new drainage utility. This project is located north of Pine Ridge Drive near Anderson Street. Staff has created a program promotion theme and logo to identify all the drainage utility's construction projects that is called "Flood Safe". Other drainage construction projects planned for this fiscal year include various improvements to different parts of Bee Creek. The engineering firm, Turner, Collie, and Braden are performing the design of these improvements. Estimated Project Cost: To Be Determined 149 Issue No.: 3 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.,: 2 Ends Statement: #'s 6, 7, 8 Issue: Northgate Revitalization Development Implementation Project Leader: Elrey Ash, Director of Economic and Community Development Team Members: Tom Brymer, Todd McDaniel, Kent Laza, Andy Gillies Goal: 1. To correct the existing transportation, parking and shopping obstacles in the area. 2. To improve the physical appearance of the area. 3. To preserve the historic character of the area. 4. To enhance the areas identity as a "district". 5. To improve existing infrastructure in the area. 6. To obtain merchant and property owner participation. 7. To promote the redevelopment of the "mud lot" and TAMU "duplex property" Objectives: 1. Complete TIF Feasibility Analysis. 2. Examine alternative funding sources including CDBG Section 8 loans; and property assessments in the district. 3. Develop a 5 year CIP for Northgate Improvements. 4. Formalize/incorporate Northgate District Association. 5. Create Recommended Overlay District. 6. Complete property acquisition and develop two Tots (250 spaces). 7. Initiate Patricia Street Redevelopment. 8. Redevelopment of Lots 21 and 22. 9. Contract with Parking Operator for development, management and enforcement 150 of parking in the Northgate area. 10. Complete first round of Facade Renovations. Milestones: Dates: IMMEDIATE • Formalization of Patricia Street Redevelopment February 1996 - Acquire design services for the project Spring 1996 - Complete design of project Fall 1996 - Begin construction of utility conversion Early 1997 - Construct street and public area improvements 1997-1998 • Patricia Street Redevelopment (Funding of Ph. II) Spring 1996 • Recommendations on TIF Analysis March 1996 • Develop a 5 year CIP for Northgate Projects Spring -Summer 1996 • Begin University Drive Sidewalks Rehab May 1996 - Complete construction August 1996 • Creation of Overlay District/Guidelines May 1996 • First Phase of Facade Improvements Summer 1996 - Fall 1996 • Recommendation to Council on Parking Operator Summer 1996 • Council consideration of Lots 21 and 22 proposals Summer 1996 - Send out RFP on this land (old Kinko's Building) Spring 1996 - Evaluate proposals and make recommendations Summer 1996 - Begin property redevelopment 1997 • Development of two parking Tots (250 spaces) December 1996 - Complete land acquisition 1996 - Design parking lot 1996 151 - Construct parking lots 1996-1997 SHORT TERM (1-3 years) Boyett Street Redevelopment Church Avenue Redevelopment Nagle Street Redevelopment Develop mixed -use hotel/conference center Type "A" Street Landscaping LONG TERM (4+years) Develop linear park Develop public building AS NEEDED PROJECTS Miscellaneous Street Redevelopment Update: Through January 1997, staff continues to work on Northgate revitalization and redevelopment activities. Seven of the nine objectives have been accomplished. Objective #6 which involves property acquisition and the development of two surface parking lots is on line with a final settlement agreement. This settlement places the City on line for the redevelopment of Patricia which includes approximately 116 parking spaces. Objective #9 which involves contracting with a parking operator for development has been scratched at this time. Staff will work with the Northgate District Association on parking operations and management. As for immediate milestones, all of these have been accomplished with the exception of the parking operator issue and the development of the two parking Tots. Staff is very excited about accomplishing the vast majority of these milestones. As for short and long term milestones, staff continues work on the hotel/conference center milestone. In November, the 2nd Annual Northgate Charrette was held with the focus being Church Avenue. The results of this Charrette were very positive and should aid the City in the design and rehab of Church in the future. 152 Estimated Project Cost: Patricia Street Redevelopment Phase I - $1.25 Million; University Drive Rehab - $82,500 budgeted; Facade Improvements - $60,000; Off Street Parking - $150,000 budgeted. 153 Issue No.: 4 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 4 Ends Statement: #'s 5, 7 Issue: Spec. Building at the Business Park Project Leader: Elrey Ash, Director of Economic and Community Development Team Members: Kent Laza, Jane Kee, Charles Cryan Goal: To facilitate construction of a building in the Business Center with both office and small warehouse type space for leasing to a wide range of business typos. Objectives: 1. Develop alternatives on how to facilitate the construction and leasing of a facility. Alternatives including the City financing development, hiring a developer, creating a non-profit agency , or creating a public/private partnership. 2. Develop a funding source. 3. Hire architect to design. 4. Construct Building 5. Develop a marketing strategy. Milestones: Dates: • Presentation of alternatives to Council • Hire Architect/or Contract with a Developer • Begin Construction April 1996 June 1996 September 1996 • Begin Leasing October 1996 154 Update: A Service Level Adjustment for Spec. Building development in the amount of $200,000 was approved as part of the FY 97 budget. Staff continues work with Mr. Fain McDougal and Mr. Al Augustine on the design of this facility. Staff anticipates that the spec. building phase I (15,000 s.f.) could be completely leased out prior to actual construction of the facility. This may bring about the construction of both phases (30,000 s.f.) immediately. Staff has met with a local financial institution who shows great interest in being the financier for this project. Estimated Project Cost: $2,500,000 est. of fees and construction costs. 155 Issue No.: 5 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 5 Ends Statement: Quality Service Issue: Drainage Plan Implementation Project Leader: Tom Brymer Team Members: Mark Smith Kent Laza, Kathryn Anthony, Linda Piwonka, Jeff Kersten Goal: The immediate and medium term (1-5 years) construction of drainage improvements and performance of major maintenance drainage activities. Objectives: 1. Formalize a list of drainage capital, major maintenance, and routine maintenance priorities. Prepare a 5 year forecast for each of these with cost and time estimates. 2. Prepare a public information campaign on drainage issues. 3. Begin constructing FY 1996 capital and major maintenance drainage projects. 4. Prepare the drainage portion of the comprehensive master plan update using in house resources. 5. Present drainage ordinance revisions to the subdivision ordinance to Council for consideration. Milestones: • Conduct public information campaign • Present 5 year list of drainage projects Dates: Feb. 96 - Sept. 96 March 1996 156 • Construct FY 96 drainage projects Oct. 95 - Sept. 96 • Present drainage ordinance revisions to the sub- division ordinance to Council for consideration. • Prepare drainage master plan ? 1996 Feb. 96 - Sept. 96 Update: While this issue has 5 objectives, the focus of its action plan has been two -fold: prepare a drainage master plan and construct drainage capital improvements as budgeted. Thus far we are on schedule with the action plan for this issue. A staff presentation was made to Council in October as to progress to date regarding the preparation of the drainage master plan. Information was presented to Council at that time that showed the field work done so far by in-house university students to analyze the drainage basins in College Station. This field data will be used to determine the master plan for drainage facilities, including possible regional detention, in the various drainage basins in College Station. As a result of this drainage master plan presentation made in October, the Council in November authorized staff to begin negotiating with the engineering firm of Turner, Collie, Braden for feasibility analysis design of other Bee Creek basin projects focusing first on the section of Bee Creek from Texas Avenue westward. Also, as a result of a presentation to Council in October by members of Bryan's drainage advisory board, the Council directed staff to work with Bryan and County staff persons on interjurisdictional issues pertaining to drainage, particularly drainage development standards. Design work continues on the next major drainage project in this year's budget which is Bee Creek Phase II (tributary A) improvement. Council recently awarded bid and construction has begun on the Pine Ridge/Anderson Street drainage improvements. Estimated Project Cost: 157 Issue No.: 6 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 5 Ends Statement: #'s 7,8 Issue: Strategy for Conference/Hotel Development Project Leader: Elrey Ash, Director of Economic and Community Development Team Members: Tom Brymer, John Woody, Todd McDaniel Goal: Develop a plan to recruit and facilitate the construction of a major Hotel/Conference Center Development near the TAW Campus. Objectives: 1. Hire a consultant to develop a prospectus for potential developers. 2. Conduct a conference center feasibility study. 3. Compile a list of conference center/hotel developers. 4. Development of TIF Project Plan for use as Economic Development Funding. 5. Develop funding. 6. Analyze what level of conference center/hotel development can be supported. Milestones: Hire a consultant to develop prospectus. Conduct Conference Center feasibility study. Mail out prospectus to developers Follow-up on contacts with developers Dates: Summer 1996 Fall 1996 Fall 1996 Winter 1997 158 Update: Staff has successfully negotiated a Preliminary Agreement of Intent with a hotel developer and will present this Agreement for Council consideration on February 13, 1997. The Agreement would call for the City acquiring the land and funding the Convention Center. The developer will be responsible for the construction of a 200+ full service hotel (estimated cost - $20,000,000) and the convention center. Estimated Project Cost: $7.5 - $8 million dollars. 159 Issue No.: 7 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 7 Ends Statement: # 7 Issue: Business Park Recruitment Project Leader: Elrey Ash, Director of Economic and Community Development Team Members: Tom Brymer, Glenn Schroeder, Charles Cryan, Robert Worley Goal: Develop and implement a marketing plan for the Business Center at College Station. Objectives: 1. Compose and print promotional brochure. 2. Secure list of distribution businesses from Economic Development Corporation. 3. Send packet of materials to each firm on list. 4. Develop a system to follow -up with contacted firms. 5. Confirm the market niche for the College Station Business Park. Milestones: Dates: • Report on analysis of the market niche June 1996 • Print Brochure June 1996 • Complete Mailout July 1996 Follow-up with contacted firms September 1996 Update: Work on the recruitment of businesses into the business park continues. The marketing strategy was pulled from the Schrickell/Rollins contract for Business Center 160 development. A brochure for the Business Center has been created, as well as a page on College Station's Web Site. Furthermore, staff has placed ads in two site selection oriented magazines (U.S. Sites and Sites and Parks). We have received numerous requests for information via these ads. In addition, an RFP for a "Marketing_Strategy" for College Station both in terms of the Business Center and retail markets has been developed. Staff anticipates discussing this with Council in early 1997. Estimated Project Cost: $50,000 161 Issue No.: 8 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 7 Ends Statement: 7 - Employment/Prosperity Issue: Marketing Strategy to Recruit/Retain/Develop Retail Business Project Leader: Skip Noe, City Manager Team Members: Elrey Ash, Peggy Calliham, Charles Cryan, John Woody, Todd McDaniel Goal: To establish a program to retain existing commercial enterprises as well as recruit or foster new commercial development within College Station. Business attraction effort will be confined to areas outside the responsibility of the Bryan -College Station EDC and will involve promotion of the community as opposed to any specific property. Objectives: 1. Develop permanent programs to work with existing retail and commercial business to ensure their viability and growth. 2. Identify businesses that are suitable for location in College Station including tourism related businesses. 3. Develop and Implement a marketing strategy to attract businesses in the areas identified. 4. Develop economic indicators to monitor the health of local commercial sector. Milestones: • Develop and Implement a Business Outreach Program to obtain local business feedback. Dates: March 1, 1996 162 • Identify alternative structures for implementation March 15, 1996 (Citizen committee, staff function, etc.) • Present Report with Recommendation to Council • Develop RFP for Marketing Study • Solicit proposals • Solicit funding through Budget/recommend consult • Complete Marketing Study • Implement Marketing Study Recommendations • Evaluate Program Effectiveness March 28, 1996 April 1, 1996 June 1, 1996 August1996 December 1996 Jan.- April, 1997 May -June 1997 Update: Staff has completed work on the development of a RFP for City of College Station economic development marketing. Staff anticipates presenting the proposal to Council at an economic development related Council workshop session. In addition, staff has initiated the Business Outreach Breakfast. To date, we have met with a variety of business groupings (ranging from health care to large retail). Estimated Project Cost: $50,000 163 2/11/97 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Issue No.: 9 Ends Statement: #2: Parks & Recreation, #3: Health & Public Safety Issue: Wolf Pen Creek Project Leader: Steve Beachy Team Members: Ric Ploeger, Kent Laza, Veronica Morgan, Mark Smith, Charles Cryan, Elrey Ash Goal: Develop a plan for the maintenance and operation of the drainage system within the Wolf Pen Creek Corridor. Objectives: 1) Determine a method to effectively remove silt from the existing lake; 2) Develop a plan to provide maintenance of all municipal property within the Wolf Pen Creek Corridor. 3) Develop a plan to minimize future erosion and silt problems; 4) Update the Wolf Pen Creek Master Plan to reflect existing and future land use; Milestones: Dates: 1 Determine what options are available to remove silt from existing lake ✓ Jan, 96 2 Determine potential funding sources to complete silt removal project ✓ Jan, 96 3 Determine short term land use for existing municipal property and assign maintenance responsibility - ✓ Feb., 96 4 Obtain cost estimates for silt removal and grounds maintenance work and develop action plan to address these areas ✓ Feb., 96 5 Present action plan to City Manager and receive direction for implementation of plan ✓ Mar, 96 6 $6,000 contingency funds approved to include additional municipal property on maintenance contract (This same amount will be included in future operations budgets). ✓ May, 96 7 Submit FY 96/97 budget request for lake clean out and engineering services based upon committee recommendations ($102,000 for dredging and $35,000 for engineering services)* ✓ Jun, 96 8 Appoint members to the Tax Increment Financing District ✓ July, 96 9 Develop the implementation process for the revision of the Wolf Pen Creek Masterplan. Conduct the initial meeting of the Tax Increment Financing District Board. ✓ Aug, 96 164 2/11/97 10 City Council approval of the Board's recommendation concerning the utilization $138,500 of TIF funds for engineering and project costs associated with the siltation problem in the existing lake. ✓ Sep, 96 11 Review existing plan and determine inconsistencies. Identify potential financial resources for future development. ✓ Nov, 96 12 Determine current and future municipal needs for the corridor. ✓ Dec 96 13 Prepare preliminary findings report concerning existing plan, potential financial resources and municipal needs in the corridor. Present findings to the TIF Board on Jan 31 st. Hire a facilitator to conduct 2 public workshops. ✓ Jan, 97 14 Solicit public input concerning the Wolf Pen Creek Master Plan and future development within the Wolf Pen Creek Corridor (Feb 25th & March 25th). Approval of contract with engineering consultant for design work related to the correction of the siltation problem ($35,000 - estimated) Feb/Mar, 97 15 Collect information from the engineering consultant concerning the siltation problem. Assemilate information from the two public workshops. Prepare recommendations for revisions to the Wolf Pen Creek Master Plan and present to appropriate advisory boards for further input. Apr/May, 97 16 City Council consideration of revised Wolf Pen Creek Masterplan Jun 97 17 Prepare recommendations for implementation of the revised masterplan. Jul, 97 Estimated Project Cost: $138,500 + additional costs for projects that are recommended in the revised masterplan 165 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Issue No.: 10 Priority No.: 9 Ends Statement: Education/Information Employment/Prosperity Issue: Develop a Regional Tech. Prep. Program/ Business School/City Training Program Project Leader: Linda Piwonka Team Members: Karen Pavlinski, Mark Smith, Charles Cryan, Nancy Bauer, Ed Feldman, Fire Chief John Woody, Steve Johnson (CSISD) Goal: Provide diversified career training for all high school level students within Brazos County through cooperative efforts with C.S.I.S.D., B.I.S.D., local businesses, City of Bryan, Brazos County, TAMU, Blinn College, Brazos Valley Development Council, and Brazos Vision 2020. Long Term Goal: Participate in the planning, development, and implementation of a jointly funded Career Development Training Facility to provide career training for high school students in Bryan/College Station/ Brazos County area through collaboration with all entities involved. Objectives: Short Term Objectives: 1996-1997 1. Participation in career awareness activities in College Station 166 2. Participate in skills development (both technical and workplace) Long Term Objectives: 1997-2000 1. Develop a regional tech prep program/business school/city training program. Milestones: Participation in Career Awareness Activities Milestones • Present strategic issue action plan to Council • Develop a joint program with CSISD that would possibly encompass career days, job shadowing assisting in curriculum development and job fairs • Put together strategic 5 year financial forecast for joint Career Awareness Program (City/CISD) • Present budget and program to Council and School Board • Begin implementation of Career Awareness Program Participation in Skills Development Milestones • Present Strategic Issue Action Plan to Council • Work with CSISD to develop a program to encompass internships, apprenticeships, summer employment, and instruction. • Develop 5 year strategic financial forecast program. • Present budget and program to Council and School Board • Begin implementation of career skills development program. Dates: Feb. 1996 March 1996 March 1996 May 1996 October 1996 February 1996 March 1996 March 1996 April/May 1996 October 1996 167 Develop regional Tech/Prep Training Program Milestones • Put together a task force of local businesses, governmental and educational entities to review the feasibility of a joint use career development training facility. • Develop a comprehensive plan to secure space, equipment, staffing, and funding of a joint use career development facility. • Seek funding for Career Development Facility via City Councils, School Boards, TAMU, Blinn, BVDC and local businesses. • Acquire building space/equipment/staffing (timeline subject to change depending on method required to obtain space ie construction versus lease or donation of space. • Open joint use Career Development Training facility October 1996 Oct. 96-April 97 April 97 - April 98 April 98 - April 99 1999-2000 Update: A staff committee is working to develop lesson plans for internships which will then be implemented into the curriculum at CSISD for spring 1997. Work on a technical training facility was halted after a presentation to the City Council where feedback was received that they did not wish to get involved in this project. City of College Station has completed the work programs that the interns will be accomplishing and has provided these to Steve Johnson at CSISD. Steve is in the process of developing the curriculum for the senior students that will participate in the unpaid internships at our city. College Station is participating in a committee to develop the technical skills that need to be taught through the schools to prepare students to participate in this program or to become viable candidate for technical skill based jobs in our community. 168 The internship program will begin in the Summer of 1997. Estimated Project Cost: To Be Determined 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Issue No.: 11 Priority No.: 9 Ends Statement: Quality Service Issue: Accessibility of City Services - West Side Water & Sewer Services/Bush Library Project Leader: John Woody Team Members: Elrey Ash, Kent Laza, Glenn Schroeder, Linda Piwonka, Bill Riley, Jane Kee Goal: Provide an action plan & recommended construction schedule for accessibility of water and sanitary sewer services to the area generally west of the Wellborn Corridor asfuture annexation and growth occurs; and cooperate with TAMU for maximum efficiency. The George Bush Presidential Library will also be considered in this process. Objectives: Develop a master plan for water distribution and sanitary sewer collection lines in the target area. Develop a plan for financing and constructing utility infrastructure to meet the projected needs. Milestones: Dates: • Obtained consultant to aid in developing long range plan. • Develop cost estimates for sewer interceptors and water mains. Sept. 1994 May 1996 • Present master plan to Council as information June 1996 170 relative to progress on Strategic Issue. • Discussion and approval of financing strategy • Complete operating agreement with TAMU on sewer and water transmission/distribution systems • Begin Implementation/Construction August1996 December 1996 1996-1997 Update: Work has progressed on developing a plan to provide sewer service to this area. The project hinges on the ability of the city to formulate an agreement with TAMU to allow for the use of their facilities. The first phase of the project involves the cons- truction of a gravity sewer line along FM 60. A second phase of the project includes the construction of a sewer lift station in the vacinity of Turkey Creek Road. Work has just begun on a water masterplan for this area. It will also most likely involve an agreement with TAMU. The City has continued to diligently approach TAMU physical plant personnel to address these utility issues. With TAMU approval, the use of their water lines will help address one of the more immediate projects. With the recent kick off of the regional water study the University has indicated these utility issues, especially wastewater, will be addressed. The anticipated adoption of the Comprehensive Plan will also provide a much clearer direction for the overall scope of these projects. The City Engineer's Office has completed as much as can be done in-house on these projects. Estimated Project Cost: N/A 171 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Issue No.: 12 Priority No.: 9 Ends Statement: #'s 3, 7, 8 Issue: N/S-Gate Revitalization/Code Enforcement and Planning TAMU Project Leader: Jim Callaway, Interim Director of Development Services Team Members: Jane Kee, Andy Gillies, Building Official, Jon Mies, Wes Castelonia, Mark Youngjohn David Gerling Goal: Implement an ongoing program to improve and maintain property standards and enhance revitalization projects underway in the Northqate and Southgate areas. Objectives: 1. Implement a systematic program for enforcement of property and maintain property standards codes, demolition and clearance of substandard structures and removal of blighting influences. 2. Streamline the process used for condemnation and removal of substandard structures. 3. Establish a non CDBG funding source for implementation of Condemnation process. 4. Establish an assessment program to recover cost of clearance and removal of substandard structures when property owners fail to participate in CDBG funded clearance. 5. Work with TAMU to coordinate capital improvements planning and implementation and to improve appearance in adjacent "City"/University areas. 172 6. Consolidate and implement the code, revitalization and appearance related findings and recommendations of the Comp Plan (HOK) study, Community Enhancement Program, Northgate Revitalization, Historical Preservation Committee and Neighborhood Forums. Milestones: Dates: • Solicit Northgate Facade Program Applicants December 1995 • Develop/Implement Southgate Historical Project • Team meets to assign responsibilities etc. • Target blocks and initiate "sweeps" • Implement Northgate Facade Projects • Funding Source Decision Package Ongoing February 1996 April 1996 July 1996 September 1996 • Monitor Performance Measures Ongoing Update: Demolition procedures are currently being streamlined in response to the Code Enforcement issue and in conjunction to Objective #1 above. Funding alternatives, including collection or placement of liens, will be identified for possible FY 97-98 Service Level Adjustment. Staff met with Southside area residents in November to discuss code enforcement and related issues. Southside will be targeted for comprehensive code enforcement and code education sweeps in Dec. '96 through February '97. Staff team will represent Development Services and Public Works. Southside Community Policing Officer will be used as a neighborhood point of contact. The item related to streamlining the condemnation process has been accomplished with the ordinance adopted by Council recently. The code enforcement re - engineering process has accomplished two things. First, it has put us in a better position to address code enforcement in Northgate and Southside. It has also focused our attention on the re -engineering and improvement of code enforcement rather than 173 specific code enforcement actions. The end result should be better code enforcement in all areas including Northgate and Southside. Last fall we met with Southside residents and let them discuss their concerns with us. Code enforcement is a major concern for them as well. The were advised that the City Manager wants to have Southside as the topic of one of the Neighborhood Forums to be held after the new year. The City Manager has created a staff team to address problems in the Southside area and is maintaining a leadership role in this multi -departmental effort. Estimated Project Cost: $100,000.00 174 Issue No.: 13 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 9 Ends Statement: #'s 3 & 5 Issue: Develop a Philosophy for Delivery of Health and Human Service Needs Project Leader: Jo Carroll, Community Development Administrator Team Members: CD Staff, Jim Callaway, Charles Cryan Goal: Reestablish Intergovernmental Task Force; Establish a strategy and plan for delivery of health and human services, and a funding process for those services, in coordination with other governmental entities and service providers. Objectives: 1. Integrate Glass Study findings with current information to verify health and human services "gaps" and duplication. 2. Verify critical system and client issues. 3. Review and revise current funding policies to address identified findings (Glass Study) and concerns. 5. Present to Council a Policy and Process to evaluate funding request for facilities. Milestones: Dates: • Staff review of current system and integration of gaps/duplication/issues. • Staff recommendations for policy revisions to Council. • Council recommendations for policy revisions presented to Task Force June 1996 August 1996 September 1996 175 Update: Staff have been gathering and assessing information regarding the current provision of health and human services. Recommendations regarding revisions to current agency funding policies and a newly completed policy for evaluating funding requests for facilities will be presented to council within the next 3 months. A "Community Plunge" has been scheduled with Project Unity staff for April 5. This tour of Bryan -College Station neighborhoods and public services is being presented to educate local public officials, business and church leaders, and TAMU management about the needs of our neighborhoods, the community efforts already underway to alleviate those needs, and to inspire participants in their future policy making endeavors. The tour is also intended to give council an opportunity to evaluate and consider expansion and revisions to the social services currently being_ offered at the Lincoln Center. Estimated Project Cost: $20,000.00 176 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Short Term Issue No.: 14 Priority No.: 13 Ends Statement: #5 - Quality Service Issue: Benchmark/Performance Measures for non-profit agency contracts Project Leader: Charles Cryan Team Members: Tom Brymer, John Woody, Jim Smith, Jeff Kersten, & Jo Carroll Goal: To develop Performance Measures/Service Levels to be applied to non-profit agencies performing services under contract with the City and develop a reporting and monitoring system. Objectives: 1. Each non-profit agency contracting with the City of College Station shall develop a set of service levels and performance indicators that carries out one or more of the City Council Ends Statements. 2. Develop a regular monitoring system to ensure that agencies are meeting service levels and achieving performance in accordance with measures agreed to by the City Council. 3. Develop internal reporting format to be used in reporting to City Council and establish a periodic reporting schedule to the City Council. 4. Work with United Way of Brazos County to develop a unified application and reporting process. (Still working) Milestones: Dates: • Meet with all current non-profit agencies and develop service levels and performance indicators March 31, 1996 (substantially complete) 177 • Work with various city departments to determine most appropriate monitor for each agency August 31, 1996 • Provide first semi-annual report to City Council (substantially complete) May, 1997 (report format is ready) Project Cost Update: • Cost to the City will be for staff time, approximately $6,000 to $8,000, no additional resources will be necessary other than current operating budgets. Update: During the preparation of the budget for 1996-97 Staff worked with all of the non-profit agencies requesting funding from the city to develop performance criteria and incorporated the criteria in the new contracts or as addenda to the contracts. Reporting on the performance measures will be incorporated into the reports submitted to the city council at least semi-annually beginning in May, 1997. 178 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Issue No.: 15 Ends Statement: #2: Parks & Recreation Issue: Cemetery Policy and Development Project Leader: Steve Beachy Team Members: Ross Albrecht, Delmer Charanza, Cemetery Committee Goal: Develop a policy concerning future cemetery needs for the City of College Station Objectives: 1) Conduct needs assessment for additional cemetery capacity; 2) Determine city's degree of involvement in future cemetery services 3) Develop strategy for the development of a new municipally owned and operated, cemetery if that is the degree of involvement chosen. Milestones: Dates: 1 Cemetery Committee analyzes the options for future cemetery services ✓ Feb, 96 2 Cemetery Committee makes recommendation to City Council concerning future cemetery services for College Station ✓ Apr, 96 3 Based upon Council direction received, the action plan will either end at this point or continue with the planning process for a new facility Apr, 96 4 Develop preliminary site requirements and approximate development costs ✓ May, 96 5 Contact local private sector service providers concerning their interest in developing a new cemetery in College Station ✓ May, 96 6 Identify potential funding sources for acquisition and preliminary development N/A 7 Identify potential locations and provide recommendation to the City Council N/A 8 Begin acquisition process for new site based upon Council direction and resources available N/A 9 Begin preliminary development of the new site N/A 02/11/97 Estimated Project Cost: 179 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Issue No.: 16 Priority No.: 15 Ends Statement: #'s 3 & 5 Issue: Housing Strategy (Housing Standards/Maintenance/Certification) Project Leader: Jo Carroll, Community Development Administrator Team Members: Jim Callaway, Jane Kee, CEP Steering Committee, Lance Sims, Andy Gillies Goal: Develop a proactive strategy to provide a wide variety of decent, safe, sanitary, and affordable housing opportunities for all citizens and encourage owner occupied housing. Objectives: 1. Integrate residential elements of the new Comprehensive Plan into programs, standards, and ordinances. 2. Work with CEP Steering Committee regarding standards/maintenance/certification codes and ordinances to assure housing and property quality, as well as appearance. Examine certification alternatives, costs and benefits. 3. Implement recommendations of Housing Task Force relating to development standards to promote new development of affordable single -family housing as approved by Council. 4. Encourage private sector and non-profit participation in the new development of affordable housing and the rehabilitation of existing owner and renter occupied housing. 5. Develop a strategy to address low income housing residents. 180 Milestones: Dates: • Review CEP and other sources of Housing Certification Data • Identify projected housing stock needs for next 10 years. • Implement funding of CHDO • Present Ordinance/Code/Certification Recommendations • Present plan for the implementation of the Task Force findings March 1996 March 1996 December 1996 Fall 1996 Spring 1997 Milestones: Dates: • Implement funding of CHDO • Present Ordinance/Code/Certification Recommendations. • Present plan for the implementation of the Task Force findings. December 1996 Fall 1996 Spring 1997 Update: Council approval of the Comprehensive Plan is not yet complete. Staff have completed the review of housing data and have identified projected housing stock needs. Certification of two CHDOs (non profit extensions of Brazos Valley Community Action agency and Brazos Valley Development Council) were completed in Spring 1996. Funding of both CHDOs was accomplished by Fall, 1996. Currently, one project with BVCAA is under construction. Information and recommendations regarding ordinance/code/certification issues were presented in a Council workshop session in September, 1996, and completed in January, 1997. Staff continued research of other cities' programs for housing quality certification programs, with information to be presented to Council within the next 3 months. Plans for the useage of the Cedar Creek sales proceeds and revenues to encourage private and non-profit sector participation in the new development of affordable housing is not yet 181 finalized. Recommendations for this project will be presented for Council review within the next 3 months, if approval from the State is granted. Staff is continuing work on recommendations regarding practical implementation ordinance/code/certification issues and recommendations of the ad hoc Affordable Housing Task Force. Estimated Project Cost: $20,000.00 182 Issue No.: 17 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 15 Ends Statement: #'s 6,7,8 Issue: Community Enhancement Program/Annual Project Leader: Jim Callaway, Interim Director of Development Services Team Members: Todd McDaniel, Jo Carroll, Kathryn Anthony, David Gerling Goal: Consolidate and integrate the community appearance and enhancement programs and projects underway, establishing an ongoing program of neighborhood and community enhancement. Objectives: 1. Complete the Community Enhancement Program (Graham Study) currently underway. 2. Consolidate the appearance related findings and recommendations of the Comp Plan (HOK) study, Community Enhancement Program, Northgate Revitalization Study, Community Appearance Committee, Historical Preservation Committee and Neighborhood Forums. 3. Develop and maintain an ongoing "Community Enhancement CIP" to ensure implementation of enhancement and appearance plans and program. Milestones: Dates: Solicit Northgate Facade Program Applicants December 1995 183 Present Enhancement Program Findings, Demon- January 1996 Project proposal to Council First Meeting for Community Demo Project April 1996 Complete Arts Council Banner Competition, April 1996 implement Banner Pilot Project Implement Northgate Facade Projects July 1996 Develop/Implement Southgate Historical Project Ongoing Maintain and update Appearance Activities Inventory Ongoing CEP Final Recommendations to Council June 1996 Update: Northgate facade program is well underway with projects under construction and new applications submitted for review. Enhancement program final report and recommendations were presented to Council by Dr. Charles Graham. Staff will report to Council in February or March regarding recommendations for implementing the final recommendations. Staff, Dr. Graham and Enhancement Steering Committee members are working to set up a meeting with neighborhood representatives regarding the CEP Demonstration project to be developed for the Lincoln-Tarrow-Nimitz area. Meeting is targeted for Jan `97 and will be held in the neighborhood at the College Hills Missionary Baptist Church. Banner project and pilot have been implemented. The Graham "demonstration project" has not begun- The Church in the selected area asked to meet with City officials relating to other topics. After much scheduling and re- scheduling the initial meeting occurred. The City Manager and Mayor along with several staff members met with the residents and people from elsewhere in B-CS to hear concerns. Dr. Graham was in attendance. Additional meetings with the area (to discuss the Graham demo project) will be held in Feb. and March. Staff will prepare recommendations for implementing Graham recommendations- to be 184 presented to Council in spring (April is likely). Estimated Project Cost: 185 Issue No.: 18 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 18 Ends Statement: # 7 Issue: Industrial Area/District - Look for Alternative Sites Project Leader: Elrey Ash, Director of Economic and Community Development Team Members: Charles Cryan, Jane Kee, Kent Laza Goal: Purchase land for and develop an Industrial District for business and facilities that are not compatible with the City's Business Center development Standards. Objectives: 1. Identify "target" business types, zoning need, utility requirements, relationship to new comprehensive plan recommendations, etc. 2. Identify available sites, development costs. 3. Identify land cost. 4. Identify funding sources. 5. Prepare cost estimates/pro formas for alternative sites. Milestones: Dates: • Present business "Target Group" to Council • Present alternative sites, costs, funding sources to Council April 1996 July 1996 186 Update: Staff continues to work on this issue through the identification of vacant land around the City that could be developed as an industrial area or district. The City has recently annexed property to the west of Wellborn Road near Graham Road. The Comprehensive Plan is recommending that this tract of land be used for industrial development. Staff will continue to work on this issue and forward a report for Council review within the next few months. Estimated Project Cost: $5,000 187 Issue No.: 19 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Priority No.: 19 Ends Statement: Quality Service Issue: City Center with Consolidated Office and Park Development Project Leader: Tom Brymer Team Members: Kent Laza, Linda Piwonka, Mark Smith, Ed Feldman, Roxanne Nemcik, Glenn Schroeder, Steve Beachy, Jeff Kersten, Staff Planner, Steve Homeyer Goal: Develop a detailed implementation strategy for a new municipal complex to be considered by the City Council in utilizing the HOK facilities study and Comprehensive Plan recommendations. Objectives: 1. Present municipal complex concept in response to HOK Facilities Plan recommendations to Council / Receive direction on proceeding. (Fall 1995) 2. Develop an implementation plan, financing plan, and begin to ascertain property owner interest in selling land. 3. Make initial offer on land and begin negotiations. 4. Complete negotiations and present to Council for consideration. 5. Begin master planning the property for a future municipal complex. Milestones: • Present municipal complex concept to Council • Develop implementation & financing plan Dates: Fall 1995 Nov. 95 - Feb. 96 188 • Ascertain interest in property owners to sell land. Dec. 95 - Feb. 96 • Make initial offers on land. • Seek Council consideration of plan • Land acquisition • Begin master planning new municipal complex Feb. 1996 March 1996 April 1996 - 2003 June 1996 Update: All the milestones for this issue have been changed by Council. Consequently, the attainment of the action plan for this strategic issue has been altered by Council since its initial adoption of the action plan. Following a Council presentation and status report on the progress to date on this issue this past Spring, Council decided to wait on proceeding further until the Council special election in August was conducted. Following that election Council wished to have a workshop presentation with full Council on this issue. This presentation was given in September with Council giving direction to staff to proceed with the negotiation of a professional services contract for the design of the Utility Customer Service (UCS) Building on the former Barta property. However, Council wished to put on hold further land acquisition efforts in this area at this time. Also, Council requested a staff presentation on the UCS Building prior to the architect beginning design. This presentation was done at the Council's November workshop with the Council in consensus to continue with the UCS Building as recommended by staff, but to revisit the city center project at a future workshop. This was scheduled for a Council workshop in January, however it has been rescheduled until early spring 1997. In the meantime we are negotiating a contract with the architect for the design of the UCS Building to bring to Council for its consideration. Estimated Project Cost: N/A i89 2/11/97 1996 STRATEGIC ISSUES ACTION PLAN UPDATE Issue No.: 20 Ends Statement: #2: Parks & Recreation, #7: Employment Prosperity Issue: Tourism Marketing Plan Project Leader: Steve Beachy Team Members:Grace Calbert, Peggy Calliham, Convention & Visitors Bureau Staff, Ad -Hoc Tourism Advisory Committee, Arts Council of Brazos Valley Goal: Develop a comprehensive marketing plan to enhance tourism in College Station Objectives: 1) identify the strengths and weaknesses of the existing tourism industry in College Station 2) Develop a comprehensive tourism marketing and development plan for College Station to guide future decisions; 3) Enhance existing programs and marketing efforts to maximize the impact of the local tourism industry Milestones: Dates: 1 Conduct training in tourism awareness and related issues for management and key staff ✓ March, 96 2 Establish a forum to promote the on -going dialogue between the City and local tourism related businesses - Ad -Hoc Tourism Advisory Committee ✓ May, 96 3 Develop a concept for a community -wide, multi -day winter festival that will promote our community and enhance tourism - $15,000 approved for marketing from Hotel/Motel Contingency Fund ✓ June, 96 4 Establish tourist information sites with locator maps at City Hall, Conference Center, Central Park , Police Dept, Fire Dept and Easterwood Airport General Aviation Terminal- $4,000 approved from Hotel/Motel Contingency Fund ✓ July, 96 5 Contract with the Texas A&M Department of Recreation, Parks and Tourism to develop a comprehensive study and recommendations for the enhancement of the tourism industry in College Station - $20,000 approved in FY96/97 Budget. ✓ Oct, 96 6 Conduct the first meeting of the Tourism Panel focus group - Nov 7th. ✓ Nov, 96 7 Conduct the second session of the Tourism Panel focus group - Dec 5th. Implement the "Holiday on the Brazos" winter festival plan as developed by the Ad -Hoc Tourism Advisory Committee - $30,000 approved in FY96/97 Budget ✓ Dec, 96 8 Form task forces to develop action plans related to the top three strategy identified by the tourism workshop participants (Marketing, transportation/infrastructure, and attractions). ,on ✓ Feb, 97 2/11/97 9 Receive reports from the task forces and incorporate information into final report. Present findings and recommendations from the Creative Strategies for Tourism report to the City Council Mar/June, 97 10 Prepare budget request for tourism related activities as recommended by the City Council in conjunction with the report. June. 97 11 Assist with the promotion of the "Presiden,,al Cori Igor" as a historically significant tourist attraction On -going 12 Provide assistance and support for the dedication and opening of the Bush Library complex. Establish a tourist information center at Post Oak Mall in cooperation with the Convention and Visitors Bureau and CBL & Associates Fall, 97 Estimated Project Cost: $69,000 + Additional costs to be determined based upon results of the Creative Strategies for Tourism and the related marketing plan. 191 We're Committed To Excellence 192 FISCAL YEAR 1997 1ST QUARTER CAPITAL PROJECTS SUMMARIES N 8 V_ to O O ' ' O O .- (n ' g' N O O gl v' O V' 0- 0) V' .- Y) NONV) ON-0N 0) CO 0)' 0) N 0)) O N N CDN.I. '- M N N O CO COp ooO O O O OV O N to W 0) N Vn' M N ID N 0000008' ' N Cp (0 00) N N 000bb 80 22(0)aaa- 0300 ❑00 ❑ COCO(n(nCOCOcn • z •;?' U wp- W wzreUj gQ,zNzgm=mow a:<U)w—a. 000XUwujz act :::;:WUw� :wmm� {>N0°zw0o 0000ww EEiOcn�U—>-o.wZww `“0 O❑ U U< m❑ co a CURRENT ADMIN. BEG. 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