HomeMy WebLinkAboutFY 2019-2020 -- Approved Annual BudgetCITY OF C OLLE GE S TATION
APPROVED A NNUAL B UDGET
2019-2020
City of College Station, Texas
Approved Budget for Fiscal Year 2020
October 1, 2019 to September 30, 2020
Principal City Officials, October 2019
Elected Officials
Mayor .......................................................................................................................................................... Karl Mooney
City Council Place 1 .......................................................................................................................................... Bob Brick
City Council Place 2 ............................................................................................................................... Jerome Rektorik
City Council Place 3/Mayor Pro Tem .......................................................................................................... Linda Harvell
City Council Place 4 .................................................................................................................................. Elianor Vessali
City Council Place 5 ..................................................................................................................................... John Nichols
City Council Place 6 ............................................................................................................................... Dennis Maloney
City Administration
City Manager .......................................................................................................................................... Bryan C. Woods
Deputy City Manager ...................................................................................................................................... Jeff Capps
Assistant City Manager ................................................................................................................................ Jeff Kersten
Director of Planning and Development Services............................................................................... Jennifer Prochazka
Director of Finance ........................................................................................................................... Mary Ellen Leonard
Director of Public Communications .................................................................................................................. Jay Socol
Director of Water Services ........................................................................................................................ Gary Mechler
Director of Electric Utility ......................................................................................................................... Timothy Crabb
Chief of Police ........................................................................................................................................ Scott McCollum
Fire Chief ......................................................................................................................................... Jonathan McMahan
Director of Public Works ........................................................................................................................ Donald Harmon
Director of Parks and Recreation .............................................................................................................. David Schmitz
Chief Information Officer ......................................................................................................................... Sindhu Menon
Director of Human Resources ...................................................................................................................... Alison Pond
Director of Community Services .................................................................................................................. Debbie Eller
Director of Economic Development ............................................................................................................. Natalie Ruiz
City Attorney ........................................................................................................................................... Carla Robinson
City Secretary ............................................................................................................................................... Tanya Smith
Internal Auditor ................................................................................................................................................. Ty Elliott
Source: Public Communications Office 2019
Community Profile
City of College Station
Home of Texas A&M University
College Station is home to Texas A&M University,
one of the country’s largest public institutions. The
Aggies are members of the powerful Southeastern
Conference, making big-time college sports a
major local attraction. A&M’s international
influence supplies a healthy diversity of race,
culture, and nationality that reflects much of the
vibrancy, tradition, and spirit that make the
community a special place.
Nationally recognized
College Station is ranked No. 3 on Forbes’ list of the
best small U.S. places for business and careers and
has been recognized as one of the nation’s top 10
cities for families and retirees. In addition, College
Station is rated as the top college town in Texas and
is listed as one of the 15 fastest-growing metros in
the country.
College Station is located in the heart of central Texas within
a three-hour drive of five of the nation’s 20 largest cities. A
network of well-maintained highways and a regional airport
served by major airlines provide convenient access from just
about anywhere. College Station is the only city in the
country with six nationally accredited departments --
parks, public works, water, fire, police and public
communications.
Source: Public Communications Office 2018
Safe and family-friendly
College Station is among the safest and most family-friendly communities in Texas, consistently
maintaining one of the state’s lowest crime rates. Kiplinger’s has ranked College Station among the
nation’s 10 best places to raise a family, and the
College Station Independent School District is rated
among the top 12 nationally by Niche.com and has
produced more than 100 national merit semifinalists
in the last decade.
The George Bush Presidential Library and Museum is
one of the region's most popular tourist attractions
with more than 125,000 annual visitors. The Brazos
Valley Veterans Memorial at Veterans Park is
another top attraction that features memorials for
every American war.
Abundant recreation
College Station’s 58 public parks cover almost 1,400 acres, with many providing amenities such as tennis
and basketball courts, swimming pools, dog parks, playgrounds, picnic pavilions, walking/jogging and
nature trails, a competition-quality skate park, and
a large outdoor amphitheater and festival site.
The city offers a variety of adult and youth
recreational programs such as softball, basketball,
volleyball and kickball leagues, summer swim
lessons, and a competitive swim team, to name a
few.
College Station is also a frequent host of the Texas
Amateur Athletic Federation’s Games of Texas.
Thriving economy
In 2019, College Station ranked as the No. 1 best-performing small city in Texas by the Milken Institute
and the No. 3 city nationally for career opportunities by SmartAsset. The city has worked closely with
Texas A&M and the City of Bryan to develop a high-tech research area that will spark the area’s economic
growth for years to come. Through August 2019, the area’s unemployment rate stood at 3.0 percent,
which ranks among the lowest in Texas and nationally.
Information accurate as of July 2018
College Station History
The community’s origins go back to the founding of Texas A&M College, which opened in 1876 as Texas'
first state institution of higher education.
Because of the school's isolation, school administrators
provided facilities for those who were associated with the
college. The campus became the focal point of community
development. The area was designated as College Station,
Texas by the Postal Service in 1877. The name was derived
from the train station located to the west of the campus.
The growth of both the community and college influenced
residents' desire to create a municipal government, and the
City of College Station was incorporated in 1938. The
incorporation was a result of a petition by 23 men,
representing on and off-campus interests, to the board of directors of the college. The board of directors
had no objection to the annexation and suggested that a belt around the campus be included in the
proposed city.
Citizens voted 217 to 39 on Oct. 19, 1938, to
incorporate. The first city council meeting
was held on Feb. 25, 1939, in the
Administration Building on the A&M
campus.
The city council adopted a governmental
structure similar to the council-manager
form of government. At the time of
incorporation, state law did not allow a
general law city to hire a city manager. As a
result, College Station employed a business
manager until 1943 when state law was
changed to permit general law cities to make
use of the council-manager form of government. College Station was the first general law city in the State
of Texas to employ a city manager. When College Station's population exceeded 5,000 in 1952, College
Station voters approved a home rule charter that provided for the council-manager form of government.
The first College Station City Council in 1938.
TABLE OF CONTENTS
Coversheet - Statement Required by Texas House Bill 3195 ............................................................. i
Transmittal Letter ............................................................................................................................... ii
Executive Summary
Executive Summary ................................................................................................................ 1
Budget Format ....................................................................................................................... 2
Financial Fund Structure ........................................................................................................ 3
Budget Basis ........................................................................................................................... 6
Strategic Plan ......................................................................................................................... 7
FY20 Strategies ..................................................................................................................... 14
Analysis of Tax Rate ............................................................................................................. 16
Analysis of Property Valuations ........................................................................................... 18
Sales Tax/Building Permits Revenue .................................................................................... 19
Population ............................................................................................................................ 20
Employment ......................................................................................................................... 21
Positions in the FY20 Budget ............................................................................................... 22
Utility Rates/Capital Projects ............................................................................................... 24
Fiscal Year Comparison Summary ........................................................................................ 26
City Organization Chart ........................................................................................................ 27
Graph of Net Budget ............................................................................................................ 29
All Funds Operations & Maintenance Summary ................................................................. 32
Strategic Planning and Budget Process ............................................................................... 33
Governmental Funds
General Fund ........................................................................................................................ 35
Police Department ................................................................................................... 42
Fire Department ....................................................................................................... 48
Public Works ............................................................................................................ 54
Parks and Recreation ............................................................................................... 60
Library……. ................................................................................................................ 65
Planning and Development Services ....................................................................... 68
Information Technology........................................................................................... 74
Fiscal Services ........................................................................................................... 80
General Government ............................................................................................... 86
Debt Service Fund .............................................................................................................. 106
Economic Development Fund ............................................................................................ 110
Efficiency Time Payment Fee Fund .................................................................................... 112
Spring Creek Local Government Fund ............................................................................... 113
Governmental Capital Improvement Projects ................................................................... 114
Streets Projects Fund ............................................................................................. 118
Parks and Recreation Projects Fund ...................................................................... 122
TABLE OF CONTENTS
Gen’l Gov’t (Facilities & Technology) Projects Fund .............................................. 124
Estimated Operations and Maintenance Costs ..................................................... 126
Enterprise Funds
Electric Utility ..................................................................................................................... 127
Water Services Department .............................................................................................. 136
Water Fund ............................................................................................................ 137
Wastewater Fund ................................................................................................... 142
Solid Waste Fund ............................................................................................................... 148
Northgate Parking Fund ..................................................................................................... 152
Utility Capital Improvement Projects ................................................................................ 156
Electric Projects ...................................................................................................... 160
Water Projects ....................................................................................................... 162
Wastewater Projects .............................................................................................. 166
Estimated Operations and Maintenance Costs ..................................................... 170
Special Revenue Services
Hotel Tax Fund ................................................................................................................. 171
Community Development Fund ......................................................................................... 176
Roadway Maintenance Fee Fund ...................................................................................... 179
Impact Fee Funds ............................................................................................................... 180
System-wide Water Impact Fee Fund .................................................................... 181
System-wide Wastewater Impact Fee Fund .......................................................... 182
System-wide Roadway Impact Fee Funds ............................................................. 183
Wolf Pen Creek TIF Fund .................................................................................................... 184
East Medical District TIRZ No. 19 Fund .............................................................................. 185
Dartmouth Synthetic TIRZ Fund ......................................................................................... 186
Municipal Court Fee Funds ................................................................................................ 187
Court Technology Fee Fund ................................................................................... 187
Court Security Fee Fund ......................................................................................... 188
Juvenile Case Manager Fee Fund ........................................................................... 190
Truancy Prevention Fee Fund ................................................................................ 192
Police Seizure Fund ............................................................................................................ 193
Cemetery Funds ................................................................................................................. 194
Memorial Cemetery Fund ...................................................................................... 194
Memorial Cemetery Endowment Fund ................................................................. 195
Texas Avenue Cemetery Endowment Fund ........................................................... 197
Public, Educational and Governmental (PEG) Access Channel Fee Fund .......................... 198
R. E. Meyer Estate Restricted Gift Fund ............................................................................. 199
Fun For All Playground Fund .............................................................................................. 200
Special Revenue Capital Improvement Projects ................................................................ 201
TABLE OF CONTENTS
Park Land Dedication Funds ................................................................................... 202
Drainage Fund ........................................................................................................ 204
Sidewalk Zone Funds .............................................................................................. 207
Estimated Operations and Maintenance Costs ..................................................... 208
Internal Service Funds
Insurance Funds ................................................................................................................. 209
Property & Casualty Fund ...................................................................................... 209
Employee Benefits Fund ........................................................................................ 212
Unemployment Insurance Fund ............................................................................ 215
Workers’ Compensation Fund ............................................................................... 216
Replacement Funds ........................................................................................................... 218
Fleet Replacement Fund ........................................................................................ 220
IT Replacement Fund ............................................................................................. 222
Equipment Replacement Fund .............................................................................. 224
Fleet Maintenance Fund .................................................................................................... 225
Utility Customer Service Fund ........................................................................................... 228
Appendices
Appendix A - Budget Ordinances ....................................................................................... 231
Appendix B - Service Level Adjustments List ..................................................................... 237
Appendix C - Personnel ...................................................................................................... 246
Appendix D - Revenue History and Budget Estimates ....................................................... 265
Appendix E - Budget Provision Stated in Charter .............................................................. 270
Appendix F - Fiscal and Budgetary Policy Statements ....................................................... 273
Appendix G - Miscellaneous Statistical Data ..................................................................... 285
Appendix H - Debt Service Schedules ................................................................................ 296
Appendix I - General Fund Transfers and Other (Sources) Uses ....................................... 316
Appendix J - Outside Agency Funding ................................................................................ 318
Appendix K - Glossary ........................................................................................................ 320
City of College Station
Fiscal Year 2019-2020
Budget Cover Page
September 26, 2019
This budget will raise more revenue from property taxes than last year's
budget by an amount of $4,836,282, which is a 10.94 percent increase
from last year's budget. The property tax revenue to be raised from new
property added to the tax roll this year is $1,650,495.
The members of the governing body voted on the budget as follows:
FOR: Karl Mooney, Mayor Bob Brick, Council Member
Linda Harvell, Council Member John Nichols, Council Member
Dennis Maloney, Council Member Jerome Rektorik, Council Member
AGAINST: Elianor Vessali, Council Member
PRESENT and not voting:
ABSENT:
Property Tax Rate Comparison
2019-2020 2018-2019
Property Tax Rate: $0.534618/100 $0.505841/100
Effective Tax Rate: $0.495757/100 $0.478968/100
Effective Maintenance & Operations Tax Rate: $0.283070/100 $0.271898/100
Rollback Tax Rate: $0.534618/100 $0.522313/100
Debt Rate: $0.221444/100 $0.220339/100
Total debt obligation for City of College Station secured by property taxes:
$197,700,000
i
October 1, 2019
Honorable Mayor and City Council:
I am pleased to present the Fiscal Year 2019 – 2020 Approved Budget for the City of College Station.
Addressing Council’s 2019 strategic plan objectives, growth and the consequences of growth are the
dominant themes in the budget this year. As the City continues to grow, we must respond to growth in a
substantial, sustainable, and significant way if we want to avoid the pitfalls that unaddressed growth can
bring to a community. We must, of course, always be prudent with available resources. This budget
attempts to take a strategic approach to address both short- and long-term needs for the community.
Council Goals influencing this budget
•Government that is transparent, efficient, accountable, and responsive that actively promotes
citizen involvement
•Stewardship of financial resources, both current and future
•Enable economic growth and development
•Maintain citizens health, safety, and general welfare
•Promote long-term, viable, safe, and appealing neighborhoods
•Commitment to a safe, efficient, sustainable, and well-connected transportation system
This budget provides a roadmap for addressing public safety, development, and infrastructure demands
of the City into the future and Council’s key Strategic Objectives.
Council’s Key Strategic Objectives Addressed in the Approved Budget
•Reflects five (5) Police Patrol Officers, five (5) Police Assistants, six (6) Firefighters and the Grounds
Crew for the maintenance of Southeast Park.
•Reflects enhanced Economic Development staffing and funding.
•Continues to develop and enhance recruiting/retention programs, including continual review of
pay, positions, staffing, and other related staffing components
•Continues construction activities for multiple transportation improvement projects
•Reflects construction activities of a new police station and a city hall.
•Advances implementation of electric smart meter technology and final construction activity of a
new substation as well as initial activity on conversion of another substation.
•Reflects construction activities of the Rock Prairie Road Elevated Water Storage Tank
•Provides for significant infrastructure including Rock Prairie Road Elevated Water Storage Tank,
Northeast Sewer Trunkline Phase III, improvements to the Carters Creek Wastewater Treatment
Plant centrifuge, and Lick Creek Wastewater Treatment Plant expansion.
ii
Budget Summary
The Fiscal Year 2019 – 2020 approved net budget for the City of College Station totals $341,163,652 for
all funds. Of this amount, $269,992,565 is included for the operations and maintenance budget, and
$71,171,087 is included for the capital budget. The Budget was prepared using policy parameters
provided by the City Council through its Strategic Plan, Fiscal and Budgetary Policies, and previous policy
direction from the City Council. The City’s department directors also reviewed budget requests and made
recommendations to the City Manager that were incorporated into the approved budget.
The following are the City Council strategic initiatives that provide direction in budget preparation:
•Good Governance
•Financial Sustainability
•Core Services & Infrastructure
•Neighborhood Integrity
•Diverse & Growing Economy
•Improving Mobility
•Sustainable City
Economic Conditions
Economic conditions remain mostly positive in College Station. Property values have continued to
increase, although at a slower pace than in recent years. In the northern part of the City, development
continues along the University Drive Corridor with the mixed used area across from the Texas A&M
University campus known as Century Square continuing to attract new retail to the City. The opening of
Fujifilm Diosynth Biotechnologies in the Bio-Corridor area also added significant new value to the tax base.
Multi-family construction continues to be a focus throughout the City to accommodate the ever growing
enrollment at the three college campuses in the Bryan / College Station area.
The Texas A&M University System’s flagship campus continues to see significant growth and development
as enrollment continues to increase. Construction of new buildings and facilities on campus continues.
The System’s RELLIS campus opened in August 2018 offering new career paths and degrees, thus
attracting additional students to the area. Blinn College continues to partner with both campuses and
therefore has also benefited from the enrollment growth.
Development continues in the southern part of the City as well. Multiple new restaurants, car dealerships,
and other businesses have opened in 2019 to service the growing residential population. Further attesting
to the growth in the area’s population, the City’s third HEB grocery store opened in August 2018.
While the continued growth of the City is positive, the rapid pace strains city services, such as public safety,
transportation and utility systems, and other core services.
iii
Tax Rate
The total net taxable certified value of property in the City of College Station for 2019 is $9,921,267,927
This represents an increase of 5.79% over 2018. This includes an estimate of property value still under
protest with an estimated final value of $3,793,149. Of the increase to assessed values, $308,201,513 is
taxable new value added to the tax rolls. Existing property values increased by 1.88% over 2018 in total.
Based on the final property value numbers received – the effective tax rate for FY20 is calculated to be
49.5757 cents per $100 assessed valuation. The effective tax rate is the rate that will raise the same
revenues on the same properties this year as last year. The adjusted rollback tax rate is 53.4618 cents per
$100 assessed valuation. The rollback tax rate is the highest rate that can be adopted before citizens can
initiate a petition to lower the tax rate to the rollback rate.
This budget strategically addresses the current and future needs of the City, particularly in the areas of
providing for a diverse and growing economic base, enhancing public safety, delivering necessary
infrastructure, and attracting and retaining a well-qualified workforce. The continued growth of College
Station, combined with legislative changes brought about by the 86th Texas Legislature, will impact the
way the City provides for its citizens. This budget was prepared to strategically plan for the uncertain
needs of the future while also delivering to our residents the quality of service they have come to expect.
As you are aware, during FY19, the City received the results of a study regarding the staffing needs of the
Police Department. The results of that study indicated the need for twenty-three (23) additional sworn
officers (20 patrol officers, 1 training officer and 2 investigators), and three (3) additional civilian police
assistants. In addition, the Fire Department is currently undergoing a similar staffing study in order to
determine not only appropriate existing staffing levels, but also the potential staffing needs for Fire
Station No. 7, which is currently planned for FY22.
To provide for current and future needs of the growing City, the FY20 Approved Budget includes a tax rate
of 53.4618 cents per $100 assessed valuation and which is a $2.8778 cents per $100 assessed valuation
increase in the overall tax rate. The operations and maintenance portion of the tax rate is 31.3174 cents
per $100 assessed valuation. This will provide the necessary property tax revenue needed to support the
General Fund budget. The debt service portion of the tax rate is 22.1444 cents per $100 assessed
valuation, which is the rate necessary to meet the tax supported debt obligations of the City.
The following chart shows the two components of the tax rate and compares last year’s tax rate to this
year’s approved tax rate.
Approved
FY19 Change FY20
Debt Service Fund 22.0339 0.1105 22.1444
General Fund 28.5502 2.7672 31.3174
50.5841 2.8777 53.4618
*Rates above are stated cents per $100 assessed valuation
Each cent on the tax rate generates approximately $820,000 in additional property tax revenue that can
be used by the City.
iv
Service Level Increases
Increased growth puts demands on resources and results in the need for service level increases. Service
level adjustment highlights include:
Public Safety - Police Department
•Five (5) Patrol Officers and Two (2) Vehicles
•Five (5) Police Assistants
Public Safety - Fire Department
•Six (6) Firefighters using SAFER Grant Award
•Station 4 Building Maintenance
Core Services and Infrastructure - Public Works
•Attenuator Truck #2
•Facility Maintenance - Corrective Increase (Year 6/10)
Core Services and Infrastructure - Parks and Recreation
•Southeast Park Crew Leader, Grounds Worker and maintenance equipment
Core Services and Infrastructure – Municipal Court
•New Operating Software Implementation Costs
Diverse Growing Economy – Economic Development
•Economic Development Coordinator
Sustainable City – General Government and Information Technology
•Cybersecurity Service
•Firewall Refresh
•Retain Replacement Software for Open Records Requests
Core Services and Infrastructure/Growth - Electric Utility
•Comprehensive Cost-of-Service Study
•Asset Management System for Substations and Protection & Control Devices
•Relay Foreman and Vehicle
•Electric Project Coordinator / Designer
•No rate increase for FY20
Core Services and Infrastructure/Growth - Water Services
•Water rate restructuring review concurrent with Wastewater
•Rate increase of 15% to meet the capital project requirements of a growing city
Core Services and Infrastructure/Growth - Wastewater Services
•Wastewater rate restructuring review concurrent with Water
•Collection flow monitoring equipment
•No rate increase for FY20
v
Core Services and Infrastructure/Growth – Solid Waste
•Street sweeper vehicle and operator
Core Services and Infrastructure/Growth – Northgate
•Surveillance Camera System Maintenance
•Funding for the temporary Boyett Street closure on peak nights
There are other recommended service level adjustments included in the approved budget. A full listing
of the service level adjustments can be found in Appendix B of this document.
Compensation and Benefits
The City of College Station’s team is the key to organizational success and our community’s greatest asset.
Maintaining a competitive pay and benefit structure allows the City to attract and retain highly-regarded,
well-qualified employees who are on the front lines of providing services to the citizens and visitors of
College Station. In 2015, a City-wide salary survey was conducted to determine how the City of College
Station’s compensation and benefits package aligns with the market. This work has been continued
annually in order to stay competitive with the market and to attract and retain the best employees.
Funds are included in the budget for a 2% scale movement for all positions in the City in order to keep up
with market changes and a 1.5% pool for merit performance pay. A total of $1.9 million is included in the
approved budget for implementing the pay plan structure, including scale movement, and merit pools.
The FY20 employee health benefit package includes one Preferred Provider Organization (PPO) option
and one High Deductible option. In the FY20 Approved Budget, City premium contributions for these
plans will increase at 8.5% while the Employee contribution for Health Insurance premiums will increase
by 3%. This investment is another way we attract and maintain the highest quality public servants across
all departments and at all levels of the organization.
Capital Projects
The approved Capital Improvements Project Budget for FY20 totals $71,171,087 for all funds that include
capital projects. This is a decrease of approximately $37.2 million over the capital budget for FY19 yet
reflects some significant capital projects scheduled to be addressed this coming year. The appropriations
are intended to provide budget authorization for the contracts that are expected to be brought to Council
for approval in FY20. In some cases, the expenditures related to these contracts may be spread across
multiple fiscal years and, in those cases, the appropriations for the fiscal year would exceed the
anticipated expenditure for the fiscal year. The appropriations on capital projects will carry forward into
subsequent fiscal years.
Significant Capital Projects with planned activity during FY20 include:
•Final construction of the new Police Station
•Construction activities of a new City Hall
•Royder Road Phase II
•Greens Prairie Road from City Limits west of Woodlake to Royder Road
•Jones Butler intersection improvements
•Continued Smart Meter installation for the Electric Utility
•Final construction activity for the Graham Road Substation
vi
•Construction activities of the Rock Prairie Road Elevated Water Storage Tank
•Construction activities of Northeast Sewer Trunkline Phase III
•Improvements to the Carters Creek Wastewater Treatment Plant centrifuge
•Construction activities for the Lick Creek Wastewater Treatment Plant Expansion
•Completion of Southeast Park Phase I
A complete list of the projects that have been appropriated along with additional details is included in the
budget as well as in the Capital Project Budget Supplement.
These capital funds come from various sources including Certificates of Obligation supported by the tax
rate or utility rates, and existing cash reserves from the General Fund, the Utility funds, and the Hotel Tax
Fund. Associated operating and maintenance costs needed for the projects that will be operational in
FY20 have been included in the approved budget.
Conclusion
The credit for the content and preparation of this budget goes to all those who worked so hard to prepare
it. I’d like to personally thank the Finance Department as well as the Executive Management Team for all
of the time they put into its development as well as the crucial input they provided. This approved budget
reflects a strategic approach to accomplishing the community’s goals during a dynamic time in College
Station’s history.
In closing, many thanks to you, the City Council, for your guidance, direction, and leadership. I hope you
feel this budget reflects the opportunities and challenges that you and our citizens wish to address while
providing you the flexibility to make strategic decisions for the future.
Sincerely,
Bryan C. Woods
City Manager
vii
Executive Summary
City of College Station Mission Statement
On behalf of the citizens of College Station, home of Texas A&M University, we will continue to promote
and advance the community’s quality of life.
The following is a summary of key elements included in the Fiscal Year 2019-20 Approved Budget for the
City of College Station. The 2020 fiscal year begins October 1, 2019 and ends September 30, 2020. This
budget provides the framework to implement the mission and vision of the City as outlined by City Council.
The budget is prepared in the context of the Financial Forecast. The forecast predicts the fiscal impact of
current and future budgetary decisions in a five-year forecast based on a set of assumptions regarding
revenues and expenditures. The budget also continues the implementation of decisions made by Council.
The budget is submitted to Council approximately 45 days prior to the end of the fiscal year. Copies are
placed with the City Secretary and in the Meyer Senior and Community Center (located at 2275 Dartmouth
Street) for citizen review. (Normally, the budget would be available for review at the Larry J. Ringer Library
in College Station but that facility is currently closed for renovations.) The budget is also available on the
City’s website at www.cstx.gov.
The budget document is presented by fund and is designed to provide decision makers with an overview
of City resources and how resources are utilized to accomplish the policy direction of Council. The budget
shows the City’s commitments and how the City meets the financial policies approved by Council. The
document is also designed to show services provided and associated costs.
Below is a summary of the Fiscal Year 2019-2020 Approved Net Budget.
Fund Type Approved Net
Budget
Governmental Funds 105,121,872$
Enterprise Funds 145,961,724
Special Revenue Funds 18,908,969
Subtotal O&M 269,992,565$
Fund Balance/Working Cap Transfer to CIP 13,306,581
Capital Projects 57,864,506
T otal Net Budget 341,163,652$
FY20 Approved Net Budget Summary
1
Budget Format
The budget is presented in three sections: the Executive Summary, Fund Sections, and Appendices.
• Executive Summary
o Includes the Transmittal Letter and Executive Summary. The Executive Summary section
provides a general overview of the budget and identifies key changes from the prior year.
• Fund Sections
o Provide a view of various services provided by the City organized around the Governmental,
Enterprise, Special Revenue, and Internal Service funds.
o Designed to show services provided and the budget resources available.
o Includes the departments’ strategic plans
• Presents the mission statement for the department, departmental goals, issues and
needs, plans of action, and key performance indicators.
• Reflects the primary services that departments provide and ties those to specific
elements from the City’s Strategic Plan as directed by the City Council.
• Key performance indicators are included as specific measures that illustrate how well
levels of service are being met.
o Fund summaries for each fund
• Include operational and non-departmental expenditure details for prior year (FY18)
actual revenues and expenditures
• Revised FY19 budget revenues and expenditures
• FY19 year-end estimates
• FY20 approved base budget
• Total FY20 approved budget
o Department summaries for each fund that contains O&M expenses
• Financial details of each division within a department
• Summary of expenditures by classification type (salaries, supplies, maintenance,
purchased services, capital outlay, purchased power, other purchased services and
indirect costs)
• Summary of personnel
• Appendices
o Supplemental information to meet specific Charter requirements
o Statistical overview of the community
o Detailed supplemental schedules of personnel, major revenues, debt schedules, and SLAs
o Fiscal and Budgetary Policies
o Glossary
Also included in the budget is a summary of the FY20 Capital Improvements Program (CIP) Budget. This
includes the General Government Capital Projects, Utility Capital Projects, and Special Revenue Capital
Projects.
2
Financial Fund Structure
The accounts of the City are organized by fund, each of which operates separately and independently of
one another. The operations of each fund are accounted for with a separate set of self-balancing accounts
that are comprised of assets, liabilities, fund equity, revenues, and expenditures. Major funds are any
governmental fund that has revenues, expenditures, assets and/or liabilities that constitute more than
10% of the revenues, expenditures, assets, or liabilities of the total governmental funds budget.
Additionally, the fund must be 5% of the total revenues, expenditures, assets and/or liabilities for the
combined governmental funds and enterprise funds budget. Any fund the government feels is of
considerable importance to financial statement readers may also be designated as a major fund. A chart
detailing the relationships between funds and departments is included in Appendix G.
Governmental Funds
Governmental funds focus on near-term inflows and outflows of spendable resources. The budgets for
the Governmental Funds are prepared using the current financial resources measurement focus and the
modified accrual basis of accounting. This is the same measurement focus and basis of accounting used
for governmental fund financial statement reporting. Revenues are recognized as soon as they are both
measurable and available. Revenues are considered to be available when they are collectible within the
current period. The City considers revenues to be available if they are collected within 30 days of the end
of the fiscal year. Expenditures are recognized when the related fund liability is incurred, with the
exception of several items. The full listing of these items can be found in the Financial Policies beginning
on Appendix page F-1.
• Major Governmental Funds
o The General Fund is the City’s primary operating fund. All general tax revenues and other
receipts that are not restricted by law or contractual agreement to some other fund are
accounted for in this fund. General operating expenditures, fixed charges, and capital
improvement costs that are not paid through other funds are paid from the General Fund.
o The Debt Service Fund accounts for the financial resources accumulated for the payment of
principal, interest and related costs on long-term debt paid primarily from taxes levied by the
City. The fund balance of the Debt Service Fund is reserved to signify that the amounts are
restricted exclusively for debt service expenditures.
o The Streets Capital Projects Fund accounts for the costs of street construction and
improvements and traffic signalization made with funds primarily provided by proceeds from
the sale of long term debt (General Obligation Bonds and COs) and by investing those
proceeds.
• Non-Major (General) Governmental Funds
o For financial statement reporting purposes, these funds are reported as a part of the
Governmental Funds. These funds are budgeted as distinct funds. They are prepared using
the current financial resources measurement focus and the modified accrual basis of
accounting.
• Non-Major Governmental Capital Projects Funds
o Non-major governmental capital projects funds are used to account for financial resources to
be used for the acquisition or construction of significant capital facilities. These funds,
combined with the Special Revenue Funds, are reported as Non-Major Governmental Funds
for financial statement purposes.
3
Special Revenue Funds
Special revenue funds are used to account for the proceeds of specific revenue sources that are legally
restricted to expenditures for specific purposes. All special revenue funds are considered non-major and
both the budgets and financial statements are prepared using the current financial resources
measurement focus and the modified accrual basis of accounting.
Enterprise Funds
Enterprise funds account for the acquisition, operation, and maintenance of government facilities and
services that are self-supported by user fees. The budgets for these funds are also prepared using the
modified accrual basis of accounting and the current financial resources measurement focus. The budget
measures the net change in working capital (current assets less current liabilities). Enterprise Fund
financial statements are prepared using the economic resources measurement focus and the accrual basis
of accounting, where revenues are recorded when earned. Expenses are recorded when a liability is
incurred, regardless of the timing of related cash flows. Thus, a measurement focus adjustment is
necessary to arrive at Actual Working Capital because the enterprise funds’ working capital results from
using the economic resources measurement focus and the accrual basis of accounting for financial
statement purposes. The City’s enterprise funds are listed below.
• Major Enterprise Funds
o The Electric Fund accounts for the activities necessary to provide electric services to the
residents of the City. These activities include administration, distribution system operations
and maintenance, transmission system operations and maintenance, capital improvements,
financing, and related debt service. Billing and collection services are accounted for separately
as an internal service fund.
o The Water Fund accounts for the activities necessary to provide water services to the
residents of the City. These activities include administrative services, water production and
distribution system operations and maintenance, capital improvements, financing, and
related debt service. Billing and collection services are accounted for as an internal service
fund.
o The Wastewater Fund accounts for the activities necessary to provide sewer collection and
treatment services to the residents of the City. These activities include administrative
services, wastewater system operations and maintenance, capital improvements, financing,
and related debt service. Billing and collection services are accounted for as an internal service
fund.
• Non-Major Enterprise Funds
o The City’s Solid Waste Fund and Northgate Parking Fund are non-major enterprise funds.
Additionally, the City has several impact fee funds that are not budgeted. These include the
Harley Davidson Area, Service Area 92-01, Spring Creek Area, Alum Creek Area, and
Steeplechase Area Funds.
Internal Service Funds
Internal service funds account for services and/or commodities furnished by a designated program to
other programs within the City. The funds are considered non-major and the budgets are prepared using
the current financial resources measurement focus and the modified accrual basis of accounting. The
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ALL FUNDS
Governmental Funds
Capital Projects Funds
Streets, Traffic, Sidewalks,
and Trails (Major Fund)
Parks & Recreation Projects
Facilities & Technology
Water Fund
(Major Fund)
Wastewater Fund
(Major Fund)
Solid Waste Fund
Northgate Parking Fund
Capital Projects Funds
Water
Wastewater
Electric Fund
(Major Fund)
Enterprise Funds
Memorial Cemetery Fund
Drainage Fund
Hotel Tax Fund
Community Development Fund
Wolf Pen Creek TIF Fund
Court Technology Fee Fund
Court Security Fee Fund
Juvenile Case Manager Fee Fund
Police Seizure Fund
Parkland Dedication Fund
Memorial Cemetery
Endowment Fund
TX Ave Cemetery
Endowment Fund
City of College Station Fund Structure
Spring Creek Local Government
Fund
Debt Service Fund
(Major Fund)
Economic Development Fund
Efficiency Time Payment Fee Fund
PEG Access Channel Fee Fund
Special Revenue Funds
Internal Service Funds
Insurance Funds
Equipment Replacement Fund
Utility Customer Service Fund
Fleet Maintenance Fund
Electric
East Medical District TIRZ
No. 19 Fund
RE Meyer Estate Restricted
Gift Fund
Truancy Prevention Fee Fund
Sidewalk Zone Funds
System-wide Roadway
Impact Fee
System-wide Impact Fee
Fund - Wastewater
System-wide Impact Fee
Fund - Water
Roadway Maintenance Fee
Fund
Fun For All Playground Fund
General Fund
(Major Fund)
Dartmouth Synthetic TIRZ
Fund
Fleet Replacement Fund
IT Replacement Fund
5
financial statements for internal service funds are prepared using the economic resources measurement
focus and the accrual basis of accounting.
Budget Basis
The City organization is composed of various departments or general service areas. In some cases,
departments are represented within more than one fund. Each department consists of one or more
divisions and each division may have one or more activity (cost) centers. Routine budget controls are
exercised within activity centers at the category level (groupings of accounting objects into the categories:
salaries and benefits, supplies, maintenance, purchased services, and capital outlay). On an annual basis,
fiscal control is at the department level in the General Fund and at the fund level for other funds.
Budgetary Management
The strategic planning and budget processes are integrated to ensure that policy direction is implemented
through the budget cycle. The development of the budget begins early in the calendar year with budget
analysts preparing salary and benefit information based on current pay policy for the upcoming budget
year. The process continues through the spring and summer as departments prepare budget requests.
Salary and benefit amounts for regular full and part-time positions are budgeted approximately three
percent lower than actual salary costs to account for anticipated vacancies that may occur during the fiscal
year.
The budget analysts evaluated the FY19 budget prior to developing target budgets for FY20. Part of the
analysis involved identifying and removing budgets for all “one-time” expenditures (expenditure budgets
for one-time capital, special studies and other like items) that were included in the FY19 budget. Only
budgets for one-time items not anticipated to be completed in FY19 were included in the FY20 target base
budget. The target budgets were distributed to the departments to determine any changes that were
needed to reflect the department’s ability to provide services at the same level as the prior year.
A detailed review of departmental submissions was conducted to ensure that requests were complete
and within the guidelines set forth by City Council. The budget analysts prepared estimates to
departments for many costs including salaries and benefits, equipment replacement, utilities, and other
operating costs. Certain costs within the budget were adjusted for inflationary factors.
The base budgets were prepared by the departments and were designed to provide the resources needed
to maintain or expand current service levels. The budget was prepared conservatively. Any material
changes in services were submitted as SLAs and will be considered by Council during the budget
workshops.
SLAs are included in the approved budget based on several criteria: a) mandates due to federal or state
statutes or regulations, contractual agreements, local policies and capital projects; b) items directly
related to the strategic goals of Council; c) other items of general value to the City, either as additions or
replacements of efficiencies or improved services; d) items that maintain or expand existing service levels
in light of fluctuating demands for service. The approved SLA list is included in Appendix B. Many of the
approved SLAs are for one-time expenditures rather than for programs that have ongoing costs. SLAs for
future years through FY24 are also included in Appendix B.
This year, the Department Directors reviewed each of the SLAs as a group and made recommendations to
the City Manager on which SLAs to include in the FY20 budget. Those recommendations were key in the
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decision making process by the City Manager in determining the final budget recommendations to include
in the budget.
Fiscal and Budgetary Policies
Each year as part of the budget process, Fiscal and Budgetary Policies are reviewed. All Fiscal and
Budgetary policies are included in Appendix F in this document. The Fiscal and Budgetary Policies serve as
the framework for preparing the budget as well as for the financial management of the City. During the
budget preparation process, these policies are reviewed with Council. The City incorporates Long-Range
Financial Policies into the City’s Strategic Plan in accordance to the City Mission and Vision.
Financial Forecast
The five year financial forecast is a tool used to indicate the actual and possible results of decisions made
by Council over a number of years. The forecast has become an integral part of the planning and budget
preparation processes. The forecast provides an opportunity to think strategically about the best ways to
address growing service demand issues in the next several years. It also serves as the foundation for
continued short term financial planning in the next 12 to 18 months and longer term planning for the next
five years. An overview of the financial forecast will be reviewed with Council.
Revenues and expenditures are monitored closely to ensure that any unexpected decreases in revenues
or increases in expenditures can be proactively addressed. Although the economy has been relatively
strong, the City will continue to be mindful of the impact of future economic downturns and will
proactively address budgetary concerns.
Long-Range Financial Policies
The “operating budget” is the City’s annual financial operating plan and, as such, includes all of the
operating departments of the City, the debt service fund, all capital projects funds, and the internal service
funds of the City. Each year, departments are asked to submit Strategic Plans intended to outline
departmental goals, issues, and key performance indicators as well as assess and document the
anticipated needs of future years. This year, departments were also asked to assess and document the
anticipated needs of the next 5 years using the Strategic Business Plans as a framework to identify these
needs. These needs were submitted as part of a future years SLA request and have been used in
developing a multi-year Fund Forecast for FY21 to FY24. In addition, strategic policies have been created
to cover how the City approaches Revenue Management, Expenditure Control, Capital Budgets and
Programs, Capital Maintenance and Replacement, Asset Management, Debt Management, Financial
Conditions, Reserves and stability ratios, as well as internal controls. The Fiscal and Budgetary Policies
require that the operating budget be balanced with current revenues, exclusive of beginning resources,
greater than or equal to current expenditures/expenses. In accordance with this policy, the FY20
Approved Budget presented in this document is a balanced budget.
Strategic Plan
The Strategic Plan is a collaboration of the City Council and the numerous City departments working
together to create a cohesive forward direction for College Station in the upcoming years.
The following is an outline for the goals and practices we have set to achieve in the near future so that
each citizen may enjoy a greater quality of life than ever before.
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Mission Statement
ON BEHALF OF THE CITIZENS OF COLLEGE STATION, HOME OF TEXAS A&M UNIVERSITY, WE WILL CONTINUE TO PROMOTE
AND ADVANCE THE COMMUNITY'S QUALITY OF LIFE.
Community Vision
College Station will be a vibrant, progressive, knowledge-based community that promotes the highest
quality of life by:
• Promoting safe, tranquil, clean, and healthy neighborhoods with enduring character.
• Increasing and maintaining citizens’ mobility through a well-planned and constructed intermodal
transportation system.
• Promoting sensitive development and management of the built and natural environments.
• Supporting high-quality, well-planned and sustainable growth.
• Valuing and protecting our community’s cultural and historical resources.
• Developing and maintaining high-quality, cost-effective community facilities, infrastructure and
services that ensure a cohesive and connected city.
• Proactively creating and maintaining economic and educational opportunities for all citizens.
College Station will remain a friendly and responsive community and will be a demonstrated partner in
maintaining and enhancing all that is good and celebrated in the Brazos Valley. It will forever be a place
where Texas and the world come to learn, live, and conduct business.
CORE VALUES
•Health, safety, and general well-being of the community
•Excellence in customer service
•Fiscal responsibility
•Citizen involvement and participation
•Collaboration and cooperation
•Regionalism as an active member of the Brazos Valley
community and beyond
•Activities that promote local autonomy
•Plan and collaborate with Texas A&M University
ORGANIZATIONAL
VALUES
•Respect everyone
•Deliver excellent service
•Risk, create, innovate
•Be one city, one team
•Be personally responsible
•Do the right thing --act with integrity and honesty
•Have fun
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Strategic Plan
Using the mission statement, community vision, and values as a spring board, the College Station City
Council has set the strategic direction for the city government through development of seven goals with
supporting objectives and action agendas. The Strategic Plan focuses organizational resources and
identifies those intentional actions to be undertaken by city government to achieve the desired outcomes.
I. Good Governance
The City is governed in a transparent, efficient, accountable, and responsive manner on behalf of
its citizens that actively promotes citizen involvement.
A. Objectives: What does this mean for citizens?
a. The city conducts business in an open and inclusive fashion.
b. The city delivers services in an efficient, practical manner.
c. The city actively pursues the aspirations, goals, and expectations of its
citizens.
d. Citizens are encouraged to serve on city boards, commissions, and in other
volunteer capacities.
e. Citizens are satisfied with city services and facilities.
B. Actions: How will we achieve success?
a. The council will annually review and implement the Strategic Plan.
b. The council will conduct regular citizen surveys about city services and
priorities.
c. The council will conduct regular internal audits of city services, practices, and
programs and report the results to the public.
d. The city will televise council workshops and regular meetings.
e. Critical governance information such as plans, budgets, ordinances,
expenditures, etc., will be available on the city’s website and in city offices.
f. Council will ensure its funding partners remain wise stewards of tax funds.
g. Council will adopt and adhere to a series of practices for conducting its
meetings.
h. The city will ensure that notices are posted and readily available to the public.
i. The city will share information and communicate with citizens about city
issues through owned, earned, and paid media.
II. Financial Sustainability
Wise stewardship of financial resources results in the city’s ability to meet service demands and
obligations without compromising the ability of future generations to do the same.
A. Objectives: What does this mean for citizens?
a. The city maintains diverse sources of revenue and a comparable property tax
rate for growing cities of comparable size.
b. The city maintains adequate reserves to ease the impact of economic
fluctuations.
c. The city maintains economic competitiveness measured by comparable
trends.
d. Citizens know where city revenue comes from and how it is spent.
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e. Citizens are satisfied with city services and facilities.
B. Actions: How will we achieve success?
a. The city will have an annual balanced budget and a diversity of revenue
sources.
b. The city will endeavor to maintain or improve its current bond ratings.
c. Enterprise operation rates will be set to meet service demands.
d. The city will seek grants and other outside funding.
e. The city will strive to maintain and rehabilitate equipment, facilities, and
infrastructure on a strategic schedule and establish reserve funds to enable
replacement.
f. The city will seek the efficient delivery of services and facilities.
g. The city will maximize the transparency of expenditures, policies, and
procedures.
h. The city will conduct routine audits to ensure accountability and maximize
efficiency.
i. The city will set fees at appropriate levels to recover the costs of service
delivery.
j. The city will share information and communicate with citizens about the city’s
fiscal issues through various media outlets.
III. Core Services & Infrastructure
The city’s core services and infrastructure are efficiently, effectively, and strategically delivered to
enable economic growth and development; and to maintain citizens’ health, safety, and general
welfare.
A. Objectives: What does this mean for citizens?
a. The city has few utility failures and outages.
b. The city reduces crime and fear of crime, including risk of injury or property
damage.
c. The city protects life and property in times of emergency.
d. City services and facilities are adequate in size, location, and timing.
e. City services and utilities are safe and efficient.
f. The city assists at-risk and low-income residents.
g. Citizens are satisfied with city services and facilities.
B. Actions: How will we achieve success?
a. The city will maintain program accreditations and certifications.
b. The city will attract and retain professional staff and be an employer of
choice.
c. The city will guide private and public land use for business development.
d. The city will plan for, maintain, and invest in the infrastructure, facilities,
services, personnel, and equipment needed to meet projected needs and
opportunities.
e. The city will provide immersive learning experiences for citizens.
f. The city will use technology to effectively and efficiently deliver services.
g. The city will continue to support community development agencies that
demonstrate good stewardship of public funds.
h. The city will continue to support fair and affordable housing programs.
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i. The city will share information and communicate with citizens about core
services and infrastructure through owned, earned, and paid media.
IV. Neighborhood Integrity
The city’s neighborhoods are long-term viable, safe, and appealing.
A. Objectives: What does this mean for citizens?
a. The city has diverse housing choices and property values are stable or
increasing.
b. Citizens are satisfied with the quality of life in their neighborhoods.
c. The city has reduced the negative impacts of neighborhood rental properties.
d. Citizens have numerous opportunities to actively engage in decisions that
affect their neighborhoods.
B. Actions: How will we achieve success?
a. The city will have proactive code enforcement.
b. Federal and state funds will be used to help provide affordable housing and
address community development needs and opportunities.
c. Build partnerships with local organizations focused on affordable housing.
d. The city will use a geographic-based approach to deliver police and code
enforcement services.
e. The Police Department’s Community Enhancement Unit will provide
proactive neighborhood support.
f. The city will continue to invest in the maintenance and rehabilitation of
neighborhood infrastructure and facilities.
g. The city will continue its partnerships with Texas A&M University,
neighborhoods and the local real estate community to educate renters.
h. The city will expand mobile-ready technologies to inform citizens and engage
them on city issues and concerns.
i. The city will continue to plan with neighborhood residents to address
concerns and capitalize on opportunities.
j. The city will continue to support and partner with homeowner and
neighborhood associations to address their issues and concerns.
V. Diverse & Growing Economy
The city’s diverse economy generates high-quality, stable jobs that strengthen the sales and
property tax base and contribute to an exceptional quality of life.
A. Objectives: What does this mean for citizens?
a. The city’s annual taxable value increases.
b. The city’s annual sales tax receipts increase.
c. The number of high-paying, full-time private sector jobs increases.
d. Adequate, serviceable land is available for economic development
opportunities.
e. Opportunities are available for starting and operating businesses.
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B. Actions: How will we achieve success?
a. The city will support, expand, and diversify a consumer-oriented economy.
b. The city will protect major economic assets from incompatible
encroachments.
c. The city will support efforts to expand and enhance broadband services.
d. The city will support diverse, business-to-business services.
e. The city will expand and diversify efforts that focus on job growth.
f. The city will plan and invest in infrastructure, facilities, services, personnel,
and equipment needed to meet projected needs and opportunities.
g. The city will maintain comparable utility rates.
h. The city will ensure that business impacts are considered in the development
of regulations and standards.
i. The city will protect properties from crime and property damage.
j. The city will ensure adequate, serviceable land is used for economic needs.
k. The city will maintain relationships with local and regional economic partners.
VI. Improving Mobility
The city has a safe, efficient, sustainable, well-connected, multimodal, and innovative
transportation system that contributes to a high quality of life and is sensitive to surrounding uses.
A. Objectives: What does this mean for citizens?
a. The city increases the number of safe and complete ways to travel in town.
b. The city increases the enforcement of traffic offenses in an effort to decrease
vehicle accidents.
c. City streets are not heavily congested for extended periods of time.
d. City streets, sidewalks, bike lanes, and multimodal paths are well-maintained
and free of hazards.
B. Actions: How will we achieve success?
a. The city will provide streets that accommodate vehicles, bicyclists, and
pedestrians.
b. The city will ensure that streets have features that promote pedestrian
safety.
c. The city will seek transit opportunities through partnerships.
d. The city will provide for land uses that support multimodal opportunities.
e. The city will plan for infrastructure that meets projected growth and
development.
f. The city will seek federal and state funds to construct facilities.
g. The city will make investments to help avoid long periods of traffic
congestion.
h. The city will promote a well-connected system of residential streets and
collector avenues to ease the strain on expensive arterial boulevards.
i. The city will identify and fund a multi-year capital improvements program.
j. The city will maintain and rehabilitate the system to avoid costly
replacement.
k. The city will maximize the system’s efficiency, including intersection
improvements, traffic signal timing, and signage.
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VII. Sustainable City
The city’s conservation and environmental awareness is fiscally responsible and results in a real
and tangible return on investment.
A. Objectives: What does this mean for citizens?
a. The city purchases power from renewable energy sources.
b. The city reduces energy and water consumption.
c. The city reduces the volume of waste generated.
d. The city uses land efficiently.
e. The city protects vulnerable environmental features.
f. The city reduces risk associated with flooding and other natural hazards.
B. Actions: How will we achieve success?
a. The city will enhance its conservation and recycling efforts.
b. The city will purchase renewable energy.
c. The city will protect its potable water supply and its ability to meet projected
demands.
d. The city will conduct sound land use planning guided by its Comprehensive
Plan.
e. The city will increase participation in FEMA’s Community Rating System
program.
f. The city will acquire flood-prone areas and their associated riparian areas
through its Greenway Acquisition program.
g. The city will seek grants and other sources of outside funding to support its
sustainability efforts.
h. The city will encourage education about city conservation efforts and
programs.
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FY20 Strategies
Good Governance
• Complete comprehensive review of city’s vision, mission, and core values.
• Prepare for the 2020 U.S. Census.
Core Services & Infrastructure
• Complete construction of a new police facility.
• Begin construction of a new city hall.
• Complete update to CIP.
• Prepare projects for improved mobility for transportation.
• Evaluate and begin implementing Fire Department needs, facilities, and staffing plan.
Neighborhood Integrity
• Conduct annual meetings with neighborhood stakeholders such as residents, property owners,
and property managers that outline codes and enforcement tools.
• Engage and review neighborhood plans established in the earlier Comprehensive Plan process.
• Enhance the program for active outreach to non-organized neighborhoods.
• Engage Texas A&M and the local real estate community in neighborhood integrity processes for
student housing.
• Implement the neighborhood conservation overlay ordinance.
Diverse & Growing Economy
• Establish plan for final phase of Veterans Park improvements.
• Complete construction of the first phase of the Southeast Park.
• Continue efforts to refine the Unified Development Ordinance.
• Review and update the Economic Development Master Plan.
• Implement a Midtown Business Park Master Plan.
• Explore establishment of a Small Business Advisory Board.
• Promote the College Station brand.
• Review the vision for Wolf Pen Creek Park.
• Explore opportunities for a signature event.
Improving Mobility
• Determine new transportation requirements due to growth.
• Monitor high-speed rail development.
• Monitor development and progress of Interstate 14.
Sustainable City
• Continue Comprehensive Plan update.
• Evaluate Smart City initiatives such as smarter technologies, renewable resources, Bike City
designation, recycling, and Leadership in Energy and Environmental Design (LEED) designation.
Financial Sustainability
• Develop a balanced budget with a diversity of revenue sources.
• Endeavor to maintain its current bond ratings.
• Ensure the adequacy of reserve funds to enable replacement of essential equipment.
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Economic Conditions
• Commercial and residential development continues on the South side of town, including new
businesses and restaurants in the Tower Point and Jones Crossing areas.
• With the completion of Lakeway Drive, Midtown Business Park has garnered development
interest that will be explored heavily moving into FY20.
• The first phase of a regional baseball/softball complex will be completed in FY20, further
encouraging growth in the Midtown area.
• Century Square continues to add new retail and restaurants along the north end of College Station
and Chimney Hill redevelopment is progressing.
• Texas A&M University continues to see significant growth and development as construction of
new buildings and facilities on campus continues. The Texas A&M University System RELLIS
campus opened in August 2018 with its first students, offering new paths and degrees, thus
attracting additional students to the area.
• SEC football continues to bring in visitors in the fall and the addition of alcohol sales in Kyle Field
is expected to bring in increased revenue.
• Sports tourism continues to be strong with two ongoing 7 on 7 tournaments, and 10 other
tournaments occurring annually with over 100 teams each.
• Numerous residential developments are in progress on the south end of town, including Southern
Pointe, Midtown Reserve, Greens Prairie Reserve, and Mission Ranch.
• While the City continues to grow (although at a slower pace than the past several years), the
recent rapid pace of growth has presented a challenge to city services such as public safety,
transportation, utilities, and other core services.
Ad Valorem Valuations
The total net taxable certified value of property in the City of College Station for 2019 is $9,921,267,927
This represents an increase of 5.79% over 2018. This includes an estimate of property value still under
protest with an estimated final value of $3,793,149. Of the increase to assessed values, $308,201,513 is
taxable new value added to the tax rolls. Existing property values increased by 1.88% over 2018 in total.
Increases in taxable ad valorem value this year are directly related to new construction and increases in
existing value. Current residential and commercial projects underway are anticipated to add to the ad
valorem tax base in 2020 despite the recent slowing in the rate of new development. As taxable ad
valorem value increases, it provides additional resources for both capital projects and operating &
maintenance costs. This increase provides additional revenues needed to meet increasing service
demands associated with city growth.
Percentage of Taxable Market Valuations by Type
64% 18% 18%
Residential (Single/Multi-Family) Commercial/Industrial Exempt/Open Space/Utilities
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Approved Approved
FY19 FY20
Assessed Valuation of Real and Exempt Property 11,453,973,978$ 12,099,520,789$
(Based on 100% of Market Value)
Less: Homestead Exemption 144,445,601 152,210,126
Less: Exempt Property 1,679,190,151 1,799,154,404
Less: Other Exemptions 108,584,727 380,250
Less: Over 65 and Veterans Exemptions 131,355,522 142,423,235
Less: House Bill 366 94,527 -
Less: Abatements 6,005,946 4,831,255
Less: Proration 601,834 -
Less: CHDO 11,370,375 11,522,214
Less: The Med Sold to CHI / St. Joe's 57,944,980
Less: Freeport 13,020,247 13,579,547
Taxable Assessed Value 9,359,305,048$ 9,917,474,778$
Value remaining under ARB Review*18,609,064$ 3,793,149$
Est Total Assessed Value 9,377,914,112$ 9,921,267,927$
Freeze Taxable 760,830,607 792,742,161
Transfer Adjustment 1,056,092 686,938
Freeze Adjusted Taxable 8,616,027,413$ 9,127,838,828$
O&M and Debt Service Portion 9,369,817,378$ 9,917,526,517$
TIRZ 19 Captured Value***8,096,734 2,382,950
Dartmouth Synthetic TIRZ Captured Value 275,181 1,358,460
Total*9,378,189,293$ 9,921,267,927$
Apply Tax Rate per/$100 Valuation 0.505841/$100 0.534618/$100
Freeze Actual Tax 2,851,062$ 2,923,675$
Amount lost to Tax Freeze 934,070 1,314,467
Total Tax Levy 46,434,418$ 51,722,744$
Estimate 100% Collection 46,434,418$ 51,722,744$
Tax Rate Per Percent
$100 Valuation Of Levy Estimated Taxes
Debt Service **0.221444 41.4%21,418,789$
General Fund **0.313174 58.6%30,283,953$
TIRZ 19 0.534618 100.0%12,740$
Dartmouth Synthetic TIRZ 0.534618 100.0%7,263$
Proposed Tax Rate 0.534618 100.0%51,722,744$
Analysis of Tax Rate
Fiscal Year 2019-2020
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Property Tax Rate
The approved ad valorem tax rate of 53.4618 cents per $100 of valuation allows the City to fund growing
demands for service. This rate provides for a more diversified revenue stream for the City of College
Station, which continues to have one of the lowest tax rates among surveyed Texas cities. The chart
below reflects a comparison of the FY20 approved rate to the adopted rates of cities with a population
from 75,000 to 150,000. College Station continues to remain in the lower half of tax rates among the
below surveyed Texas cities.
0 10 20 30 40 50 60 70 80 90
Tyler - 25.9900
Sugar Land - 33.2000
Midland - 36.4715
Conroe - 41.7500
Round Rock - 43.9000
Lewisville - 44.3301
Odessa - 47.6601
McAllen - 49.5677
Allen - 49.8000
Longview - 50.9900
Mission - 52.1200
College Station - 53.4618
League City - 55.0000
Carrollton - 58.9970
Denton - 59.0454
Richardson - 62.5160
Bryan - 62.9990
Edinburg - 68.0000
Beaumont - 71.0000
Pharr - 71.7600
Mesquite - 73.4000
Pearland - 74.1212
Killeen - 74.9800
Wichita Falls - 76.3323
San Angelo - 77.6000
Waco - 77.6232
Abilene - 78.7700
Baytown - 80.2030
City of College Station FY20 Approved Ad Valorem Tax Rate
Comparison of Texas Cities with a Population 75,000 to 150,000
O&M
Debt
17
Appraisal Total Market Exempt Total Taxable
Year Valuation Value Value *
2010 6,325,818,517 870,386,056 5,455,432,461
2011 6,537,436,940 798,821,938 5,738,615,002
2012 6,861,624,135 917,311,148 5,944,312,987
2013 7,278,333,559 1,047,214,549 6,231,119,010
2014 7,786,946,473 1,132,345,639 6,654,600,834
2015 8,349,471,803 1,208,113,054 7,141,358,749
2016 9,361,351,051 1,370,883,788 7,990,467,263
2017 10,428,114,796 1,526,024,241 8,902,090,555
2018 11,363,998,315 1,986,084,203 9,377,914,112
2019 12,099,520,789 2,178,252,862 9,921,267,927
* Assessed value is 100% of the estimated value.
Data comes from Brazos CAD website with certified annual historical totals
Analysis of Property Valuations
0
2,000
4,000
6,000
8,000
10,000
12,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019MILLIONS $City of College Station Ad Valorem Valuations
18
Sales Tax Revenues
Sales tax is a significant revenue source for the General Fund, accounting for approximately 35% of
General Fund revenues. College Station saw sales tax steadily increase in FY11- FY18. The FY19 year-end
estimated sales tax revenue included in the approved budget is projected to increase approximately 1.6%
over sales tax received in FY18 to $29,273,808. The estimated recurring sales tax is projected to increase
1% in FY20. Moderate sales tax growth is projected for future years.
The above chart reflects sales tax revenues received and estimated (*) to be received by the City of College Station.
Building Permits and Development
In 2018, the value of total building permits issued was approximately $281 million. From October 2018
through August 2019, the City expects annualized residential and commercial permits valued at
approximately $108 million and $82 million, respectively. The chart below reflects the annualized year to
date FY19 permit values. While these values are an estimate, much of this permitted value will likely turn
into new taxable assessed value in the following years.
$21.5 $23.1 $24.6 $26.7 $27.2 $28.6 $28.8 $29.3 $29.6 $30.1 $30.6 $31.2 $31.8
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20*FY21*FY22*FY23*FY24*Millions of $Sales Tax Revenue
93 124 150 145 212 206
326 258 178 108
162 124 67 68
68 78
208
170
103
82
0
100
200
300
400
500
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Est.Millions of $Value of New Development
Residential Commercial
19
Population
This is a 31% increase in population since 2010, and an 80.5% increase since 2000. The population is
projected to grow by approximately two to three percent per year over the next five years.
*The above graph projects an average 2.5% growth from 2020 - 2022. Data for 2019 reflects the September 2019 population
estimate (source: Planning & Development Services Dept).
Median Age:
22.7
Male: 50.7%
Female: 49.3%
50,000
60,000
70,000
80,000
90,000
100,000
110,000
120,000
130,000
140,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019*2020*2021*2022*
Population
0 5 10 15 20 25 30 35
Under 20 years
20 to 24 years
25 to 44 years
45 to 64 years
65 years and over
Percentage of Total PopulationAge CategoryPopulation by Age -2019
2000 Census:
67,890
2010 Census:
93,583
Estimated
population
through Sept
2019:
122,548
20
Employment
The City of College Station continues to benefit from a consistently lower unemployment rate than State
or National levels. According to data from the Bureau of Labor Statistics, College Station has lower than
average employment percentage for several occupational groups such as transportation and personal
care and service; however, as home to Texas A&M, it is no surprise that the occupational group of
Education, Training and Library far exceeds average.
Unemployment Rate
as of August 2019
Source: Texas Workforce Commission - August 2019
Source: Bureau of Labor Statistics
3.0%
Local
3.5%
State
3.7%
National
0 2 4 6 8 10 12 14 16
Management
Business and financial operations
Computer and mathematical
Architecture and engineering
Life, physical, and social science
Community and social service
Legal
Education, training, and library
Arts, design, entertainment, sports, and media
Healthcare practitioners and technical
Healthcare support
Protective service
Food preparation and serving related
Building and grounds cleaning and maintenance
Personal care and service
Sales and related
Office and administrative support
Farming, fishing, and forestry
Construction and extraction
Installation, maintenance, and repair
Production
Transportation and material moving
Employment by Occupational Group
as of May 2018
College Station United States
21
Positions in the FY20 Budget
As a service providing organization, salaries and benefits account for the largest percentage of City
operating expenses. College Station is similar to other cities in this respect. Human resources are also one
of the primary assets of the City. When the cost of purchased power is excluded, personnel expenditures
account for approximately 65% of total City operating and maintenance expenditures.
The FY20 Approved Budget, including SLAs, funds 1034.75 Full Time Equivalent (FTE) positions. During
FY19 there were 3.25 FTE positions (1.0 CMO, 0.25 Legal, and 2.0 Solid Waste) added that are included in
the FY20 base budget.
The FY20 approved base budget reflects the impact of the ever-growing demands on the City’s
departments and includes positions that were reclassified or reallocated to meet the demands of their
departments. For example, in FY20 the City will be entering into an interlocal agreement with the Brazos
County Sheriff’s Office to share a holding facility. Because of this the Police Department will be eliminating
11 fulltime positions previously assigned to running the City’s holding facility. These changes had a zero
net impact to the base budget for full-time positions.
The City budgets for temporary/seasonal and part-time non-benefitted employees are derived by
calculating the number of hours worked and approximating the number of FTE positions. The Parks and
Recreation Department makes extensive use of these positions for seasonal programs and other
departments also utilize these positions.
The FY20 Approved Budget includes funding for 24.00 new positions as follows:
Department Position
Number
of FTEs
Police Police Officer 5.00
Police Police Assistant 5.00
Fire Firefighter 6.00
Parks & Recreation Crew Leader - Southeast Park 1.00
Parks & Recreation Groundsworker - Southeast Park 1.00
Economic Development Economic Development Coordinator 1.00
Community Services Code Enforcement Officer -0.50
Community Development Code Enforcement Officer 0.50
Community Development Staff Assistant - PTNB 0.50
Community Development Staff Assistant - PTNB - Code Enforcement 0.50
Electric Relay Foreman 1.00
Electric Project Coordinator 1.00
Utility Customer Service Customer Service Rep.1.00
Solid Waste Equipment Operator - Street Sweeping 1.00
Total New FTEs - Approved 24.00
22
The above graph is based on FTEs which include full and part-time positions,
as well as temporary/seasonal and part-time non-benefitted positions per thousand residents.
Compensation and Benefits Changes
Maintaining a competitive pay and benefit structure allows the City to attract and retain highly regarded,
well-qualified employees who are on the front lines of providing services to the citizens and visitors of
College Station.
Funds are included in the approved budget for a 2% scale movement for all no n-step positions in the City
in order to keep up with market changes. The FY20 Approved Budget also includes a 1.5% pool for merit
performance pay increases for eligible City personnel. The merit pay is designed to address performance
and retain high performers. There are also funds included in the budget for targeted adjustments to
specific positions to address the creation of more career progression opportunities in different areas of
the City. Employees who are subject to step compensation plans will be receiving a 2% scale adjustment
as well. A total of $1.9 million is included in the approved budget for implementing the pay plan structure,
including scale movement, merit pools, and targeted adjustments.
The FY20 employee health benefit package includes one Preferred Provider Organization (PPO) option
and one High Deductible option. In the FY20 Approved Budget, City premium contributions for these
plans will increase by 8.5%. There is an increase of 3% for the employee contribution for Health Insurance
premiums included in the FY20 budget.
9.68
9.36
8.97 8.88
8.77 8.71
8.33
8.45 8.36
8.20
8.40
8.60
8.80
9.00
9.20
9.40
9.60
9.80
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
FTEs/1000 Population
23
Utility Rates
The FY20 Water Fund budget includes a rate increase of 15%, which is larger than the 9% increase
originally forecasted in the FY19 budget. This rate increase is needed for upcoming capital projects,
including the 3 million gallon Elevated Storage Tank near Rock Prairie Road, and to meet debt service and
reserve requirements. There is no rate increase for the Wastewater or Electric Utilities. Roadway, Solid
Waste, and Drainage fees will be increased based on the Consumer Price Index (CPI) to keep pace with
inflation.
The City will continue to transfer Water and Wastewater and Transportation Zone Impact Fee revenue to
offset the debt service for capital projects. The City collects these fees in areas where growth occurs and
transfers them to specific projects in those areas.
Capital Projects
The City prepares a five-year CIP Budget, which Council reviews as part of the annual budget process. The
CIP Budget presents all authorized anticipated capital expenses in several sections depending on project
type, services provided, and funding source(s). As part of the CIP Budget process, the City also analyzes
potential recurring operational costs, determines the appropriate ratio of debt and cash funding, and
considers potential utility rate impacts for relevant projects. The City initiates both major and minor
capital projects. Minor projects cost between $5,000 and $50,000, while major projects cost more than
$50,000. Both project types provide a fixed asset or equipment with a useful life of three or more years.
The FY20 CIP Budget totals $71,171,087 for all funds that include capital projects. This is a decrease of
approximately $37.2 million versus the FY19 capital budget. This decrease occurred because the City
appropriated significant capital budgets in FY18 and FY19; these appropriations carry forward and span
subsequent fiscal years. FY20 appropriations provide budget authorization for contracts the City will bring
to Council for approval. In some cases, contract expenditures will span multiple fiscal years; in these
instances, appropriations will exceed anticipated fiscal year expenditures. The City also includes projects’
estimated O&M costs in the FY20 Budget.
The City funds capital projects using Certificates of Obligation (CO) supported by the tax or utility rates
and existing cash reserves from the General Fund, the Utility funds, and the Hotel Tax Fund. The City can
only issue General Obligation (GO) debt after a successful citizen referendum. The City may use CO and/or
GO debt for:
• Acquisition and development of parks and recreation facilities
• Street construction and rehabilitation
• Design and construction of public buildings (e.g., City offices, libraries, and fire stations)
• Utility infrastructure
• Technology assets with a useful life of not more than 10 years
FY20 Streets CIP appropriations total $8.1 million for projects designed to address high priority
transportation needs. Projects projected to begin or continue in FY20 include:
• W.D. Fitch Rehabilitation Phases I & II
• Luther Street Rehabilitation
• Rock Prairie Road Extension (State Highway 6 to Medical Way)
• Capstone and Barron Realignment
• Luther Extension
24
• Jones Butler Road Extension and Roundabout
• Various traffic signal, sidewalk, and pedestrian improvements
FY20 General Government CIP appropriations total $10 million, primarily for the new City Hall and various
IT infrastructure projects. The City expects to start City Hall construction in FY20, with completion
projected for FY21. The Hotel Tax Fund includes a $6.7 million appropriation for construction at Southeast
Park, including eight softball/baseball fields and related amenities.
FY20 Utility CIP appropriations includes approximately $41.8 million for Electric, Water and Wastewater
projects. Significant utility projects moving forward in FY20 include:
• Graham Road Substation completion
• Advanced Metering Infrastructure (AMI)
• LCWWTP capacity expansion
• Rock Prairie Road Elevated Storage Tank
• Jones Butler Water Line Rehabilitation
• Northeast Sewer Trunk Line Phases II & III
25
26
City of College Station
Fiscal Year Comparison Summary
FY20 Approved FY20 Approved Net Operating % ChangeFiscal Year 2019-2020 Total Funds Total Appropriation Net and Capital from PriorApproved Budget Available of Funds Transfers Budget Fiscal Year
General Fund 107,012,250$ 93,730,505$ (9,216,494)$ 84,514,011$ 0.93%Debt Service Fund 27,235,766 20,781,766 (281,596) 20,500,170 1.09%Economic Development Fund 1,760,738 776,597 (776,597) - N/ASpring Creek Local Govt Fund (162,112) 99,031 - 99,031 N/AMunicipal Court Funds 979,593 691,165 - 691,165 155.69%Police Seizure Fund 129,402 31,576 - 31,576 5.25%Utility Funds 190,109,524 133,968,592 (1,465,000) 132,503,592 10.55%Solid Waste Fund 14,309,000 12,086,366 - 12,086,366 12.26%Northgate Parking Fund 1,768,167 1,471,766 (100,000) 1,371,766 -22.47%Hotel Tax Fund 15,534,555 5,732,546 - 5,732,546 5.44%Community Development Fund 2,753,614 2,753,614 - 2,753,614 35.07%R.E. Meyer Fund 30,000 30,000 30,000 N/AEast Medical District TIRZ #19 Fund 72,819 - - - N/ADartmouth TIRZ Fund 16,098 - - - N/APEG Access Channel Fee Fund 1,025,102 145,300 - 145,300 44.71%Insurance Funds 26,350,846 18,161,559 (18,161,559) - N/AUtility Customer Service Fund 3,440,113 3,326,098 (3,326,098) - N/AInternal Services Funds 13,134,944 6,445,466 (6,445,466) - N/ADrainage Fund (O&M)3,397,805 2,774,535 - 2,774,535 36.98%Roadway Maintenance Fund 5,795,004 4,967,258 - 4,967,258 5.91%Roadway Impact Fee Funds 663,340 - - - N/ACity-Wide Water Impact Fee Fund 324,334 290,000 - 290,000 -3.95%City-Wide Wastewater Impact Fee Fund 4,462,761 1,175,000 - 1,175,000 257.27%TX Ave Cemetery Endowment Fund 1,881,719 3,000 - 3,000 -98.03%Memorial Cemetery Endowment Fund 1,460,552 42,040 - 42,040 170.53%Memorial Cemetery Fund 1,990,991 281,595 - 281,595 3.20%Subtotal of Operations & Maintenance 425,476,925$ 309,765,375$ (39,772,810)$ 269,992,565$ 7.02%
Utility Funds Transfer to CIP - Utility CIP 12,450,000 12,450,000 - 12,450,000 24.50%Utility Funds Transfer to CIP - Gen'l Gov't CIP - - - - N/ANorthgate Parking to Gen'l Gov't CIP 100,000 100,000 - 100,000 N/AR.E. Meyer Fund Transfer to Gen'l Gov't CIP - - - - N/ASW Roadway Impact to Streets CIP - - - - N/ACommunity Development Transfer to CIP - - - - N/AGeneral Fund Transfer to CIP 756,581 756,581 - 756,581 N/ACapital Transfers to CIP 13,306,581$ 13,306,581$ -$ 13,306,581$ -64.15%
General Government Capital Imp. Proj.111,152,597$ 21,549,477$ (856,581)$ 20,692,896$ -60.47%Utility Capital Improvement Projects 98,024,067 41,804,778 (12,450,000) 29,354,778 233.24%Community Development Capital Imp Proj.155,916 155,916 - 155,916 -67.26%Special Revenue Capital Imp. Proj.5,010,581 954,693 - 954,693 -77.91%Hotel Tax Capital Imp Proj 6,706,223 6,706,223 - 6,706,223 40.09%Subtotal of Capital Expenditures 221,049,384$ 71,171,087$ (13,306,581)$ 57,864,506$ -18.20%
Totals 659,832,890$ 394,243,043$ (53,079,391)$ 341,163,652$ -5.27%
FY19 Approved FY19 Approved Net Operating % ChangeFiscal Year 2018-2019 Total Funds Total Appropriation Net and Capital from PriorApproved Budget Available of Funds Transfers Budget Fiscal Year
General Fund 99,503,924$ 88,592,783$ (4,858,172)$ 83,734,611$ 2.37%Debt Service Fund 25,883,547 20,677,319 (397,855) 20,279,464 5.92%Economic Development Fund 2,053,410 776,597 (776,597) - N/AMunicipal Court Funds 967,080 270,311 - 270,311 3.09%Police Seizure Fund 143,535 30,000 - 30,000 0.00%Utility Funds 168,986,164 156,450,208 (36,595,814) 119,854,394 2.04%Solid Waste Fund 12,637,278 10,766,337 - 10,766,337 9.37%Northgate Parking Fund 2,449,185 2,019,420 (250,000) 1,769,420 -10.47%Hotel Tax Fund 16,429,998 5,436,619 - 5,436,619 5.87%Community Development Fund 2,038,602 2,038,602 - 2,038,602 11.65%Wolf Pen Creek TIF 212,385 212,385 - 212,385 N/AWest Medical District TIRZ #18 - - - - N/AEast Medical District TIRZ #19 73,128 - - - N/ADartmouth TIRZ 2,648 - - - N/APEG Access Channel Fee Fund 920,388 100,411 - 100,411 -21.02%Insurance Funds 26,712,656 15,352,555 (15,352,555) - N/AUtility Customer Service Fund 3,372,359 3,153,759 (3,153,759) - N/AInternal Services Funds 21,570,308 9,907,683 (9,907,683) - N/ADrainage Fund (O&M)2,827,829 2,025,566 - 2,025,566 5.96%Roadway Maintenance Fund 5,215,993 4,689,921 - 4,689,921 11.20%Roadway Impact Fee Funds 966,000 - - - N/ACity-Wide Water Impact Fee Fund 313,933 301,933 - 301,933 N/ACity-Wide Wastewater Impact Fee Fund 3,212,976 328,881 - 328,881 N/ATX Ave Cemetery Endowment Fund 1,954,057 152,500 - 152,500 N/AMemorial Cemetery Endowment Fund 1,243,603 15,540 - 15,540 -71.75%Memorial Cemetery Fund 1,837,818 272,855 - 272,855 3.18%Subtotal of Operations & Maintenance 401,528,804$ 323,572,185$ (71,292,435)$ 252,279,750$ 3.08%
Utility Funds Transfer to CIP - Utility CIP 25,965,000 25,965,000 - 25,965,000 0.93%Utility Funds Transfer to CIP - Gen'l Gov't CIP 10,000,000 10,000,000 - 10,000,000 9423.81%Northgate Parking to Gen'l Gov't CIP 250,000 250,000 - 250,000 N/AR.E. Meyer Fund Transfer to Gen'l Gov't CIP 155,551 155,551 - 155,551 N/ASW Roadway Impact to Streets CIP 595,000 595,000 - 595,000 N/ACommunity Development Transfer to CIP - - - - N/AGeneral Fund Transfer to CIP 147,011 147,011 - 147,011 N/ACapital Transfers to CIP 37,112,562$ 37,112,562$ -$ 37,112,562$ 40.56%
General Government Capital Imp. Proj.119,821,006$ 63,491,200$ (11,147,562)$ 52,343,638$ 127.31%Utility Capital Improvement Projects 84,799,350 34,773,825 (25,965,000) 8,808,825 -85.81%Community Development Capital Imp Proj.476,233 476,233 - 476,233 -40.97%Special Revenue Capital Imp. Proj.9,895,315 4,322,322 - 4,322,322 -28.62%Hotel Tax Capital Imp Proj 4,787,221 4,787,221 - 4,787,221 85.95%Subtotal of Capital Expenditures 219,779,125$ 107,850,801$ (37,112,562)$ 70,738,239$ -25.19%
Totals 658,420,491$ 468,535,548$ (108,404,997)$ 360,130,551$ -1.52%
10/22/2019 13:24
27
City
Manager
Community
Services
Fire
Planning &
Development
Water Services
Parks &
Recreation
Human
Resources
Fiscal Services
Public Works
Electric
Citizens of
College Station
City
Secretary
Municipal
Judge
Internal
Auditor
Appointed Boards
and Commissions
City
Attorney
Mayor and
Council
Deputy
City Manager/COO
Assistant City
Manager/CFO
Public
Communications &
Marketing
Economic
Development
CITY ORGANIZATION
Information
Technology
Capital Projects
Police
28
Net Budget Expenditure Comparison
The table below shows the approved net budgeted expenditures for FY20. Total expenditures are
budgeted to be $341,163,652. Transfers from the fund balance for capital projects in FY20 are
budgeted to be $13,306,581 and the net approved capital budget is $57,864,506. The latter two items
will provide a total of $71,171,087 of new budget appropriation for capital projects.
Fund
Approved
FY19 Budget
Approved
FY20 Budget
Percent
Change
General Fund 83,734,611 84,514,011 0.93%
Utility Funds 119,854,394 132,503,592 10.55%
Solid Waste Fund 10,766,337 12,086,366 12.26%
Drainage Fund (O&M) 2,025,566 2,774,535 36.98%
Roadway Maintenance Fund 4,689,921 4,967,258 5.91%
Debt Service Fund 20,279,464 20,500,170 1.09%
Hotel Tax Fund 5,436,619 5,732,546 5.44%
Northgate Parking Fund 1,769,420 1,371,766 -22.47%
Police Seizure Fund 30,000 31,576 5.25%
Wolf Pen Creek TIF Fund 212,385 - -100.00%
East Medical District TIRZ #19 - - N/A
Dartmouth Synthetic TIRZ - - N/A
System-wide Roadway Impact Fee Funds - - N/A
System-wide Water Impact Fee Fund 301,933 290,000 -3.95%
System-wide Wastewater Impact Fee Fund 328,881 1,175,000 257.27%
PEG Access Channel Fee Fund 100,411 145,300 44.71%
Municipal Court Funds 270,311 691,165 155.69%
Community Development Fund 2,038,602 2,753,614 35.07%
Spring Creek Local Govt Fund - 99,031 N /A
Internal Service Funds - - N/A
R.E. Meyer Fund - 30,000 N /A
TX Ave Cemetery Endowment Fund 152,500 3,000 -98.03%
Memorial Cemetery Endowment Fund 15,540 42,040 170.53%
Memorial Cemetery Fund 272,855 281,595 3.20%
Total O&M Expenditures 252,279,750 269,992,565 7.02%
Utilities Transfer to CIP - Utility CIP 25,965,000 12,450,000 -52.05%
Utilities Transfer to CIP - Gen'l Gov't CIP 10,000,000 - -100.00%
Northgate Parking to Gen'l Govt CIP 250,000 100,000 -60.00%
R.E. Meyer Fund Transfer to Gen'l Gov't CIP 155,551 - -100.00%
SW Roadway Impact to Streets CIP 595,000 - -100.00%
Community Development Transfer to CIP - - N/A
Gen'l Fund Transfer to CIP 147,011 756,581 414.64%
Fund Balance/Working Transfers to CIP 37,112,562 13,306,581 -64.15%
General Gov’t CIP 52,343,638 20,692,896 -60.47%
Utilities CIP 8,808,825 29,354,778 233.24%
Community Development CIP 476,233 155,916 -67.26%
Special Revenue CIP 4,322,322 954,693 -77.91%
Hotel Tax Capital Projects 4,787,221 6,706,223 40.09%
Total Capital Expenditures 70,738,239 57,864,506 -18.20%
TOTAL 360,130,551 341,163,652 -5.27%
29
30
2019-2020 Approved Annual Budget
Combined Summary of Revenues & Expenditures
With Comparisons to 2018-19 Budget
Governmental Funds Enterprise Funds
General Fund Debt Service (1) Other (2) Utilities Solid Waste
Parking
Enterprise Hotel Tax
Community
Development
(3) Court
Funds
Police
Seizure
Parkland
Dedication
(4) Cemetery
Funds Drainage
Roadway
Maintenance
Fee Fund
BEGINNING BALANCE 21,347,680$ 5,457,842$ 1,641,827$ 54,553,134$ 2,054,950$ 331,719$ 15,938,304$ -$ 717,077$ 118,210$ 785,049$ 4,870,183$ 1,107,305$ 865,004$
REVENUES:
Ad Valorem Tax 30,255,096 21,346,328 - - - - - - - -
Sales Tax 29,566,546 - - - - - - - - -
Other Taxes 3,034,441 - - - - - 5,784,479 - - -
Licenses & Permits 1,693,250 - - - - - - - - -
Intergovernmental 626,331 - - - - - - 2,909,530 - -
Charges for Services 4,041,369 - - 137,895,970 10,926,700 1,177,000 - - - - 2,955,000 4,914,000
Fines, Forfeits & Penalties 2,422,300 - 4,943 - - 266,000 - - 187,098 38,192 -
Investment Earnings 400,000 150,000 16,152 1,317,800 37,000 18,000 517,995 - 11,122 690 17,300 56,579 22,000 16,000
Other 569,238 - - 7,326,620 1,290,350 7,000 - - - 400,000 406,500 230,000
Return on Investment 13,056,000 - - - - - - - - -
Transfers In - 281,596 625,000 1,466,000 - - - - - - -
Long Term Debt Issuance - - - - - - - - - -
Total Revenues 85,664,571$ 21,777,924$ 646,095$ 148,006,390$ 12,254,050$ 1,468,000$ 6,302,474$ 2,909,530$ 198,220$ 38,882$ 417,300$ 463,079$ 3,207,000$ 4,930,000$
TOTAL AVAILABLE RESOURCES 107,012,251 27,235,766 2,287,922 202,559,524 14,309,000 1,799,719 22,240,778 2,909,530 915,297 157,092 1,202,349 5,333,262 4,314,305 5,795,004
EXPENDITURES:- -
General Government 7,183,175 - - - - - - - - -
Fiscal Services 4,490,294 - - - - - - - 682,505 -
Police 24,892,431 - - - - - - - - 31,576 -
Fire 20,408,580 - - - - - - - - -
Planning & Development Services 4,534,779 - - - - - - - - -
Public Works 9,458,353 - - - - - - - - - 1,755,196 4,757,791
Parks & Recreation 10,243,003 - - - - - 216,500 - - 45,040
Information Services 6,065,622 - - - - - - - - -
Library 1,287,929 - - - - - - - - -
Utilities - - - 94,037,284 - - - - -
Solid Waste - - - - 9,819,810 - - - -
Parking Enterprise - - - - - 1,021,134 - - -
Community Development - - - - - - - 2,746,366 - -
Outside Agency Funding 1,560,119 - - - 49,190 - 3,514,993 163,164 - -
Debt Service - 20,771,767 - 20,118,601 353,850 224,400 - - 281,595
Utility Transfer to the General Fund - - - 12,206,000 850,000 - - - -
Contingency 400,000 - 20,000 250,000 50,000 50,000 10,000 - - 50,000 50,000
Internal Services - - - - - - - - -
Self-Insurance - - - - - - - - -
Other Exp/Other Transfers (790,303) 10,000 860,857 4,367,003 210,017 - 1,991,053 - - 432,060
General & Administrative Transfers (5,976,551) - 3,431 2,989,704 753,499 76,232 - - 32,414 - 537,279 159,467
CIP Expenditures - - - - - - 6,706,223 - - - - 916,500
Transfers to CIP Funds 756,581 - - 12,450,000 - 100,000 - - - -
Total Expenditures 84,514,012$ 20,781,767$ 884,288$ 146,418,592$ 12,086,366$ 1,471,766$ 12,438,769$ 2,909,530$ 682,505$ 31,576$ 32,414$ 326,635$ 3,691,035$ 4,967,258$
Measurement Focus Incr (Decr)
Change in Fund Balance 1,150,559 996,157 (238,193) 1,587,798 167,684 (3,766) (6,136,295) - (484,285) 7,306 384,887 136,444 (484,035) (37,258)
ENDING FUND BALANCE 22,498,239$ 6,453,999$ 1,403,634$ 56,140,932$ 2,222,634$ 327,953$ 9,802,009$ -$ 232,792$ 125,516$ 1,169,936$ 5,006,627$ 623,270$ 827,746$
(1) Other Governmental Funds comprised of the Economic Development, Efficiency Time Payment, and Spring Creek Local Government Funds.
(2) Utilities comprised of the Electric, Water and Wastewater Funds
(3) Court Funds comprised of Court Technology, Court Security, Juvenile Case Manager and Truancy Prevention Fee Funds
(4) Cemetery Funds comprised of Memorial Cemetery, Texas Ave Cemetery Endowment, and Memorial Cemetery Endowment Funds
(5) Impact Fee Funds comprised of System-Wide Water Impact Fee, System-Wide Wastewater Impact Fee, and Roadway Impact Fee Funds.
(6) TIF Funds comprised of Wolf Pen Creek TIF, East Medical District TIRZ #19, and Dartmouth Synthetic TIRZ.
(7) Gift Funds include the R.E. Meyer Restricted Gift Fund and the Fun For All Playground Fund.
(8) Governmental Capital Funds comprised of Streets, Parks, Facilities & Technology Funds
(9) Utility Capital Funds comprised of Electric, Water and Wastewater
(10) Internal Services Funds comprised of Fleet Maintenance, Utility Customer Service, Equipment Replacement, IT Replacement, and Fleet Replacement.
*Total CIP expenditures reflected does not include General and Administative transfers. General and Administrative transfers are reflected on a separate line.
Note: Detailed explanations of changes in fund balances can be found in the corresponding text and financial presentation of funds throughout this book.
Special Revenue Funds
31
FY 2019-2020 FY 2018-2019 FY 2017-2018
Capital Projects Funds Internal Services Funds Total Less Transfers Net Total Adopted Amended Actual
(5) Impact
Fee Funds
Sidewalk
Zone Funds (6) TIF Funds PEG Fund (7) Gift Funds
(8)
Governmental
Capital Funds
(9) Utility
Capital
Funds
(10) Internal
Services
(11) Self
Insurance All Funds All Funds FY 2019-2020 FY 2018-2019 FY 2018-2019
FY 2017-2018
(Budget Basis
Actuals)
3,149,435$ 167,019$ 62,152$ 813,502$ 30,000$ 82,820,795$ 43,252,715$ 523,848$ 9,916,050$ 250,523,800$ (10,439,898)$ 240,083,902$ 628,666,223$ 628,666,223$ 569,605,505$
26,190 - - - - - 51,627,614 - 51,627,614 46,446,351 46,446,351 43,492,512
- - - - - - 29,566,546 - 29,566,546 29,858,434 29,858,434 28,799,040
- 199,000 - - - - - 9,017,920 - 9,017,920 8,975,315 8,975,315 9,392,804
- - - - - - 1,693,250 - 1,693,250 1,868,350 1,868,350 1,772,959
- - - - - - 3,535,861 - 3,535,861 2,849,835 2,849,835 2,712,093
2,290,000 - - - - - - - 164,200,039 - 164,200,039 162,806,084 162,806,084 160,456,515
- - - - - - 2,918,533 - 2,918,533 3,129,465 3,129,465 3,206,835
11,000 1,250 575 12,600 6,000 384,996 12,500 43,390 187,600 3,240,549 - 3,240,549 3,022,603 3,022,603 3,920,453
- 1,200,000 239,225 748,852 258,250 3,464,446 16,140,481 - 16,140,481 5,756,299 9,473,299 18,827,535
- - - - - - 13,056,000 - 13,056,000 12,192,339 12,192,339 13,479,697
- - 856,581 12,450,000 14,719,569 12,782,750 43,181,496 (43,181,496) - 66,526,241 65,905,424 51,326,517
- - 25,645,000 41,560,000 1,030,000 - 68,235,000 - 68,235,000 80,136,500 80,136,500 38,993,705
2,301,000$ 1,250$ 26,765$ 211,600$ 1,206,000$ 27,125,802$ 54,771,352$ 16,051,209$ 16,434,796$ 406,413,289$ (43,181,496)$ 363,231,793$ 423,567,816$ 426,663,999$ 376,380,665$
5,450,435 168,269 88,917 1,025,102 1,236,000 109,946,597 98,024,067 16,575,057 26,350,846 656,937,089 (53,621,394) 603,315,695 1,052,234,039 1,055,330,222 945,986,170
- -
- 145,300 - - - - - 7,328,475 - 7,328,475 7,865,448 8,254,633 6,066,416
- - - - - - 5,172,799 - 5,172,799 4,542,793 4,542,793 3,947,830
- - - - - - 24,924,007 - 24,924,007 24,026,478 24,243,240 22,631,648
- - - - - - 20,408,580 - 20,408,580 19,695,525 19,760,885 19,624,919
- - - - - - 4,534,779 - 4,534,779 4,543,848 4,552,707 3,740,969
- - - - - - 15,971,340 - 15,971,340 15,809,475 16,072,881 9,575,300
- 30,000 - - - - 10,534,543 - 10,534,543 9,861,911 9,890,877 9,033,748
- - - - - - 6,065,622 - 6,065,622 5,870,577 5,971,963 4,488,885
- - - - - - 1,287,929 - 1,287,929 1,191,579 1,248,756 1,118,522
- - - - - - 94,037,284 - 94,037,284 86,305,929 90,022,929 78,845,054
- - - - - - 9,819,810 - 9,819,810 8,651,991 8,841,553 7,449,101
- - - - - - 1,021,134 - 1,021,134 1,261,861 1,283,465 779,981
- - - - - - 2,746,366 - 2,746,366 1,812,735 2,038,602 2,446,868
- - - - - - 5,287,466 - 5,287,466 4,938,301 4,938,301 4,455,841
- - - - - - 41,750,213 - 41,750,213 55,101,701 55,101,701 38,861,948
- - - - - - 13,056,000 - 13,056,000 12,192,339 12,192,339 11,936,798
- - - 725,000 60,000 25,000 1,690,000 (85,000) 1,605,000 1,237,212 1,071,947 -
- - - - 9,709,564 - 9,709,564 (9,709,564) - 12,976,442 15,032,905 6,808,348
- - - - - 18,061,559 18,061,559 (18,061,559) - 15,254,555 16,600,255 16,178,980
- - - 128,225 202,680 - 75,000 7,486,592 (10,583,617) (3,097,025) 14,319,870 14,407,870 82,636,414
- 5,779 - - 782,554 429,068 - - (207,125) - (207,125) (145,919) (145,919) (155,992)
- - - 1,206,000 19,432,701 50,655,030 - - 78,916,454 - 78,916,454 100,664,918 111,365,876 44,574,862
1,465,000 - - - - - - 14,771,581 (14,771,581) - 37,112,562 37,866,879 21,118,561
1,465,000$ 5,779$ -$ 145,300$ 1,236,000$ 20,343,480$ 52,011,779$ 9,769,564$ 18,161,559$ 394,374,973$ (53,211,321)$ 341,163,652$ 445,092,131$ 465,157,438$ 317,319,947$
- - -
836,000 (4,529) 26,765 66,300 (30,000) 6,782,322 2,759,574 6,281,645 (1,726,763) 12,038,316$ 10,029,825 22,068,141 (21,524,315) (38,493,439) 59,060,718
3,985,435$ 162,490$ 88,917$ 879,802$ -$ 89,603,117$ 46,012,288$ 6,805,493$ 8,189,287$ 262,562,116$ (410,073)$ 262,152,043$ 607,141,908$ 590,172,784$ 628,666,223$
Total Revenues 294,996,793$ -$ 294,996,793$
Transfers In 43,181,496 (43,181,496) -
Long Term Debt Issuance 68,235,000 - 68,235,000
Decr/(Incr) in Fund Balance (12,038,316) (10,029,825) (22,068,141)
Total Appropriations 394,374,973$ (53,211,321)$ 341,163,652$
32
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
FUND Actual Budget Estimate Base Budget Budget FY19 to FY20
General Fund 80,876,350$ 87,415,594$ 86,639,288$ 85,763,942$ 88,714,166$ 1.49%
Court Security Fee Fund 37,029 44,279 43,043 73,336 73,336 65.62%
Juvenile Case Mgr. Fee Fund 121,033 129,753 95,032 90,506 90,506 -30.25%
Hotel Tax Fund 448,503 382,500 382,500 300,000 847,425 121.55%
Community Development Fund 1,129,882 2,038,602 2,038,602 2,696,431 2,753,614 35.07%
Northgate Parking Fund 958,646 1,283,465 1,264,890 892,022 1,021,134 -20.44%
Electric Fund 68,229,581 77,603,146 76,345,919 80,474,763 80,964,611 4.33%
Water Fund 6,212,986 6,249,190 6,247,856 6,382,281 6,457,281 3.33%
Wastewater Fund 5,621,199 6,170,593 6,036,228 6,498,392 6,615,392 7.21%
Solid Waste Fund 7,700,845 8,841,553 8,655,141 8,657,337 9,029,810 2.13%
Property & Casualty Ins. Fund 184,419 220,048 219,931 225,056 225,056 2.28%
Employee Benefits Fund 68,776 68,684 69,683 70,684 70,684 2.91%
Workers' Comp Ins. Fund 145,342 158,151 161,744 165,929 165,929 4.92%
Utility Customer Service Fund 2,992,273 3,239,751 3,161,214 3,062,054 3,244,098 0.13%
Fleet Maintenance Fund 2,329,438 2,490,121 2,450,150 2,544,627 2,544,627 2.19%
Drainage Maintenance Fund 1,407,058 1,646,643 1,481,740 1,623,896 1,755,196 6.59%
COMBINED FUND TOTAL 178,463,360$ 197,982,073$ 195,292,961$ 199,521,256$ 204,572,865$ 3.33%
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
CLASSIFICATION Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 79,938,929$ 85,903,282$ 84,352,487$ 87,293,674$ 89,036,091$ 3.65%
Supplies 6,999,034 7,798,974 7,669,525 7,033,108 7,509,801 -3.71%
Maintenance 6,219,162 7,393,484 7,441,523 7,716,767 7,863,123 6.35%
Purchased Services 26,485,998 30,680,142 29,968,147 28,994,160 30,334,128 -1.13%
Legal Notices 42,458 43,998 41,132 42,897 42,897 -2.50%
Capital Outlay 1,089,756 1,222,693 1,004,496 1,040,400 2,386,575 95.19%
Purchased Power/Wheeling Charges 57,507,848 64,739,000 64,623,357 67,200,000 67,200,000 3.80%
Other Purchased Services 180,174 200,500 192,294 200,250 200,250 -0.12%
COMBINED FUND TOTAL 178,463,360$ 197,982,073$ 195,292,961$ 199,521,256$ 204,572,865$ 3.33%
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
FUND Actual Budget Base Budget Budget FY19 to FY20
General Fund 724.25 728.50 717.75 731.95 0.47%
Court Security Fee Fund 0.50 0.50 0.75 0.75 50.00%
Juvenile Case Mgr. Fee Fund 1.75 1.75 1.25 1.25 -28.57%
Hotel Tax Fund - - - 4.30 N/A
Community Development Fund 3.50 3.50 3.50 5.00 42.86%
Northgate Parking Fund 9.00 9.00 9.00 9.00 0.00%
Electric Fund 80.50 88.50 88.50 90.50 2.26%
Water Fund 41.00 42.00 42.00 42.00 0.00%
Wastewater Fund 46.00 48.00 48.00 48.00 0.00%
Solid Waste Fund 37.50 40.50 40.50 41.50 2.47%
Property & Casualty Ins. Fund 2.00 2.50 2.50 2.50 0.00%
Employee Benefits Fund 1.00 1.00 1.00 1.00 0.00%
Workers' Comp Ins. Fund 1.50 1.50 1.50 1.50 0.00%
Utility Customer Service Fund 23.00 19.00 19.00 20.00 5.26%
Fleet Maintenance Fund 16.00 17.50 17.50 17.50 0.00%
Drainage Maintenance Fund 18.00 18.00 18.00 18.00 0.00%
COMBINED FUND TOTAL 1,005.50 1,021.75 1,010.75 1,034.75 1.27%
City of College Station
All Funds Operations & Maintenance
Summary
EXPENDITURE BY FUND
EXPENDITURE BY CLASSIFICATION
PERSONNEL SUMMARY BY FUND
33
Strategic Planning and Budget Process – FY 20
January Budget Analysts meet to go over general action plans for the upcoming budget season and assign
duties and responsibilities.
Preliminary work begins on upcoming fiscal year budget for the Operating and Capital Improvement
Program (CIP) budgets.
Personnel summaries and salary data are sent to City departments to begin preparation of the
Salary and Benefits portion of the budget.
February Requests for fixed cost information as well as vehicle and equipment replacement data are sent out
to the City departments.
City Council participates in a Strategic Planning Retreat to review mission and vision statements and
identify strategic priorities for the upcoming fiscal year.
Budget Staff prepares and distributes 1st quarter financial reports and departmental forecasts.
March Budget Analysts prepare Department and Fund summaries, prepare and update the computer
system, and finalize budget amounts for fixed costs.
Budget Analysts develop and analyze forecasts and preliminary rate models.
Budget Analysts meet with City Departments to review/discuss/revise CIP budget submissions.
April Budget department kicks off new budget year with City departments.
Budget Analysts begin preliminary work with Departments and assist Departments in preparing
their budget submission.
Continue analysis and preparation of the CIP budget.
May Department budgets are due back to the Budget Office.
Budget Analysts analyze and review base budget requests, requests for increases in funding via
service level adjustments (SLAs), as well as budget reduction submittals with departments.
Budget Analysts prepare and distribute 2nd quarter financial reports and departmental forecasts.
Budget Analysts and Capital Projects Department meet with City Manager to review proposed CIP.
June Budget Analysts prepare Proposed Budgets and meet with Department Directors and City Manager
to discuss budget requests and service levels.
Budget Analysts and Capital Project Department present the proposed CIP to the Planning and
Zoning Commission and Parks and Recreation Board.
Budget Congress is held with Department Directors to review submitted Service Level Adjustments.
July Budget Analysts prepare Proposed Budget Document.
City Council participates in a Mid-Year Strategic Plan Review.
August Budget is presented to City Council.
Budget workshops are conducted during scheduled Council meetings to review Proposed Operating
and Capital Improvement Program budgets.
Budget Analysts prepare and distribute 3rd quarter financial reports and departmental forecasts.
September Required Tax Notices are published.
Required Public Hearings are conducted.
Council adopts of Budget and Tax Rate.
October Prepare Approved Budget Document and Approved Capital Improvement Programs Document.
November-
December
Budget Analysts prepare and distribute 4th quarter financial reports and departmental forecasts.
Conduct Departmental Reviews and Special Projects.
Monitor Budget.
Request for CIP budget submissions sent out to Departments.
34
35
General Fund
The General Fund accounts for all activities typically considered governmental functions of the City. These include
Public Safety, Public Works, Parks and Recreation, as well as Planning and Development Services. Also included
are the primary support services for these areas such as Fiscal Services, Information Technology, Human Resources
and administrative services in General Government.
The General Fund is influenced by current policies. The policies include inter-fund equity, maintaining a balance
between revenues and expenditures, and maintaining the level of service currently provided as the City
experiences residential and commercial growth.
The FY19 revised General Fund revenue budget is $81,429,405 and the FY19 year-end estimate is projected to be
$80,221,600. The FY19 year-end estimate for General Fund revenue is anticipated to be approximately $1.02
million under the FY19 revised budget. A significant portion of this shortage is due to the year-end estimate for
Sales Tax. The FY19 sales tax revenue realized was lower than budgeted due to a slow-down in the rate of
economic growth. This same slow-down in the rate of economic growth has also contributed to the shortage of
licenses and permits revenues when compared to budget.
Total FY20 General Fund revenues are $85,664,571. This represents a 6.8% increase over the FY19 year-end
estimate. A portion of this increase is due to an increase in ad valorem tax rates combined with new value being
added to the tax rolls as well as increases in the value of existing property. In addition, the City has been approved
for a federal grant to assist with funding of six new firefighter positions. This grant will cover 75% of the salaries
and benefits for these six positions, estimated to be $334,331.
Sales tax is estimated to increase incrementally as a result of a positive, although slowing, economy. Revenue
projections are based on historical trends and consider economic variables that impact the City’s revenue stream.
Appendix D provides historical data on all General Fund revenue categories. Major revenue estimates and
assumptions are explained below.
• Property Taxes in FY20 are estimated to be $30,255,096. The anticipated revenues are based on the
approved operations and maintenance (O&M) tax rate of 31.3174 cents per $100 valuation, an increase
of 2.7672 cents per $100 valuation. This increase matches the rollback rate. Property tax revenue
accounts for 35.3% of the total General Fund revenue.
• Sales Tax is estimated to be $29,566,546 in FY20; this projection reflects a 1% decrease from the FY19
revised budget, and a 1% increase from the FY19 year-end estimate. The FY19 year-end estimate is
projected to come in $584,626 below budget. Sales tax revenue estimates are based on analysis of
historical revenues and expected future retail sales, employment, and economic development. Sales tax
is the second-largest revenue stream in the General Fund, and is estimated to be approximately 34.5%
of overall General Fund revenues.
• Other Taxes (previously Mixed Drink and Franchise Taxes) are projected to be $3,034,441 in FY20, which
represents a 7.6% decrease from the FY19 revised budget. Franchise taxes include phone, cable, oil &
gas, and natural gas. The dramatic decrease is due to legislation passed during the 86th Texas state
legislative session whereby a cable or phone company is authorized to stop paying the lesser of its state
cable franchise or telephone access line fees, whichever are less for the company statewide, resulting in
a reduction of approximately $300,000 to the budgeted revenue of the General Fund. The FY19 year-end
Other Taxes estimate is projected to be $3,364,573, which is $92,912 lower than FY18 actuals due to
decreased cable subscriptions (resulting in lower franchise tax revenue) as well as slightly lower franchise
tax revenues from telephone services.
36
•Licenses and Permit Revenue in FY20 is anticipated to be 9.4% lower than the FY19 budget, but 12%
higher than the FY19 year-end estimate. The permit fees have been increased in order to fully fund the
activities of the Planning & Development Services Department.
•Charges for Services include miscellaneous charges and fees from various departments within the
General Fund, including Development Services, Police, Fire, Parks & Recreation, and Municipal Court. The
FY20 budget for Charges and Services is 3% higher than the FY19 year-end estimate in the anticipation
of slight growth.
•Fines, Forfeits, and Penalties are mostly ticket and court fines from Municipal Court. These are generated
primarily through traffic citations. Fines, forfeits, and penalties are estimated to be $2,422,300 in FY20,
a 7.9% increase over the FY19 year-end estimate, but an 8.1% decrease from the FY19 revised budget.
This adjustment was made to curb the higher growth estimates that were anticipated in FY19.
•Intergovernmental Revenues for FY20 are projected to be $626,331, an increase of $334,331 over the
FY19 revised budget. The increase is due to the awarding of the SAFER grant (which funds the hiring of
six additional firefighters starting in FY20 and expiring in FY22). Among the intergovernmental revenues
the City expects to receive in FY20 are reimbursements related to the Easterwood ILA, reimbursements
from TAMU and CSISD for traffic control, various state and federal reimbursements associated with the
Police Department, and reimbursements from City of Bryan, TAMU, and Brazos County for a portion of
the Staff Assistant position for the Joint Emergency Operations Center.
•Investment Earnings are estimated at $400,000 in the FY20 Approved Budget, an increase of $50,000
over the FY19 revised budget. Investment earnings began increasing in FY18 due to the reinvestment of
funds into higher-earning interest-bearing accounts, and are expected to exceed the FY19 budgeted
amount by 50% of budget.
•Other Revenue include such items as rental and concessions revenues, various donations, collection
service fees, reimbursed expenses, etc. FY20 estimated revenue is $426,750.
•Utility Transfers to the General Fund are budgeted to be $13,056,000 for the FY20 Approved Budget.
These transfers reflect in-lieu of franchise fees revenue for the General Fund since the City owns the
utilities.
•Miscellaneous Revenues include such items as fiber lease income, sale of scrap metal, proceeds from
sales of real estate, and other miscellaneous non-operating revenue. The FY20 estimated revenue is
$142,488.
Total operational expenditures budgeted for FY20 are $88,714,166. The General Fund budget includes additional
funds for public safety, corrective maintenance, technology improvements, positions to address the growing
development in the City, and funds for salary increases.
The FY20 non-departmental portion of the General Fund budget includes a recurring transfer of $375,000 to the
Economic Development Fund for future economic development incentives as well as a one-time transfer of
$250,000 to support the Biocorridor development project. A transfer of $756,581 is approved to the General
Government CIP for the new City Hall -- $500,000 of that is funded from savings in street light operations due to
the use of LED lighting and the remaining $256,581 is the amount that would have resulted from keeping the TIRZ
18 intact. (When the TIRZ 18 was dissolved in FY18, Council directed that the same funds that would have been
diverted to satisfy that TIRZ agreement would instead be redirected to the construction of the new City Hall.)
37
The General Fund also includes general and administrative (G&A) transfers into the General Fund from various
operating funds to pay for the services provided such as Accounting, Budget, Purchasing, Human Resources, Legal,
etc. Inter-fund transfers (in and out), Public Agency Funding and Consulting Services are also included in this
section. The FY20 Approved Budget includes increases for the Appraisal District, Health District, and College
Station Noon Lions Club. A full listing of these expenditures can be found in Appendix I of this document.
In addition, a number of SLAs are included in the FY20 Approved Budget. The detailed SLAs by department are
included in each Department section and a full listing of these one-time and recurring SLAs can be found in
Appendix B of this document.
A total of 731.95 positions are included in the FY20 General Fund budget; of those, 18.5 positions were included
via the SLA request process. These positions are offset by the reduction of 11 positions in the Police Department
due to the elimination of the jail facility and a reduction of 0.5 of an FTE as a result of a transfer from the General
Fund (Community Services Department) to the Community Development Fund. A full listing of personnel can be
found in Appendix C.
There is a projected 5.2% increase in the FY20 ending fund balance when compared to the FY19 year-end ending
fund balance.
38
FY19 FY19 FY20 FY20 % Change
FY18 Revised Year-End Approved Approved Budget
Actual Budget Estimate Base Budget Budget FY19 to FY20
Beginning Fund Balance $21,159,564 $24,730,226 $24,730,226 $21,347,680 $21,347,680
REVENUES:
Ad Valorem Taxes $24,073,003 $26,193,525 $25,949,611 $30,255,096 $30,255,096 15.5%
Sales Tax 28,799,040 29,858,434 29,273,808 29,566,546 29,566,546 -1.0%
Other Taxes 3,457,485 3,282,849 3,364,573 3,034,441 3,034,441 -7.6%
Licenses & Permits 1,772,959 1,868,250 1,511,150 1,693,250 1,693,250 -9.4%
Charges for Services 3,940,837 4,164,420 3,925,860 4,041,369 4,041,369 -3.0%
Fines & Penalties 3,211,536 2,636,100 2,245,100 2,422,300 2,422,300 -8.1%
Intergovernmental 910,169 292,000 345,340 292,000 626,331 114.5%
Investment Earnings 449,880 350,000 525,000 400,000 400,000 14.3%
Other Revenue 518,500 451,750 531,945 426,750 426,750 -5.5%
Utility Transfer 11,936,798 12,192,339 12,192,339 13,056,000 13,056,000 7.1%
Misc Non-Operating 350,946 139,738 356,875 142,488 142,488 2.0%
TOTAL REVENUES $79,421,154 $81,429,405 $80,221,600 $85,330,240 $85,664,571 5.2%
TOTAL FUNDS AVAILABLE $100,580,718 $106,159,631 $104,951,826 $106,677,919 $107,012,250 0.8%
EXPENDITURES:
Police Dept $22,631,648 $24,213,240 $24,134,088 $23,809,903 $24,892,431 2.8%
Fire Dept 19,624,919 19,760,885 20,153,653 19,894,297 20,408,580 3.3%
Public Works Dept 9,575,300 9,983,238 9,815,228 8,875,455 9,458,353 -5.3%
Parks & Recreation Dept 6,342,995 6,721,729 6,769,623 6,579,229 6,830,720 1.6%
Recreation Programs 3,060,391 3,140,027 3,220,407 3,412,283 3,412,283 8.7%
Library 1,203,831 1,248,756 1,245,322 1,287,929 1,287,929 3.1%
Planning & Development Sv Dept 3,740,969 4,552,707 4,426,263 4,434,779 4,534,779 -0.4%
Information Technology Dept 4,504,868 6,006,463 5,943,005 5,925,622 6,065,622 1.0%
Fiscal Services Dept 3,947,830 4,281,142 4,094,375 4,297,294 4,490,294 4.9%
General Government Dept 6,243,599 7,214,125 6,837,324 7,097,151 7,183,175 -0.4%
Pay Plan Contingency - 293,282 - 150,000 150,000 -48.9%
Total Operating Expenditures $80,876,350 $87,415,594 $86,639,288 $85,763,942 $88,714,166 1.5%
TRANSFERS:
G&A Transfers In ($5,358,435)($5,312,334)($5,312,334)($5,956,767)($5,956,767)12.1%
Interfund Transfers 1,080,992 329,162 470,878 (3,241,894) (3,259,727) -1090.3%
Total Transfers (Sources) Uses ($4,277,443)($4,983,172)($4,841,456)($9,198,661)($9,216,494)85.0%
OTHER (Sources) Uses:
Public Agency $1,380,580 $1,451,681 $1,451,681 $1,440,085 $1,560,119 7.5%
Consulting Services 29,392 90,000 90,000 50,000 50,000 -44.4%
Capital Outlay/Project Transfers 319,406 255,511 255,511 3,148,720 3,148,720 1132.3%
Other - 70,993 9,123 7,500 7,500 -89.4%
Contingency - 175,840 - 250,000 250,000
Total Other (Sources) Uses $1,729,378 $2,044,025 $1,806,315 $4,896,305 $5,016,339 145.4%
TOTAL EXPENDITURES $78,328,285 $84,476,447 $83,604,147 $81,461,586 $84,514,011 0.0%
Total Increase(Decrease)$1,092,869 ($3,047,042)($3,382,546)$3,868,653 $1,150,559
Measurement Focus Increase (Decrease)2,477,793
Ending Fund Balance $24,730,226 $21,683,184 $21,347,680 $25,216,333 $22,498,239
City of College Station
General Fund
Fund Summary
39
-2741894
2648720
Ad Valorem Taxes
35.32%
Sales Tax
34.51%
Other Taxes
3.54%
Licenses & Permits
1.98%
Charges for Services
4.72%
Fines & Penalties
2.83%Intergovernmental
0.73%Investment Earnings
0.47%
Other Revenue
0.50%
Utility Transfer
15.24%
Misc Non-Operating
0.17%
General Fund - Revenues
Police Dept
28.11%
Fire Dept
23.04%
Public Works Dept
10.68%
Parks & Recreation Dept
7.71%
Recreation Programs
3.85%
Library
1.45%Planning & Development Sv
Dept
5.12%
Information Technology
Dept
6.85%
Fiscal Services Dept
5.07%
General Government Dept
8.11%
General Fund -Department Expenditures
40
City of College Station
General Fund
Operations & Maintenance Summary
EXPENDITURE BY DEPARTMENT
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Police 22,631,648$ 24,213,240$ 24,134,088$ 23,809,903$ 24,892,431$ 2.81%
Fire 19,624,919 19,760,885 20,153,653 19,894,297 20,408,580 3.28%
Public Works 9,575,300 9,983,238 9,815,228 8,875,455 9,458,353 -5.26%
Parks and Recreation 6,342,995 6,721,729 6,769,623 6,579,229 6,830,720 1.62%
Recreation Programs*3,060,391 3,140,027 3,220,407 3,412,283 3,412,283 8.67%
Library 1,203,831 1,248,756 1,245,322 1,287,929 1,287,929 3.14%
Planning and Development Services 3,740,969 4,552,707 4,426,263 4,434,779 4,534,779 -0.39%
Information Technology 4,504,868 6,006,463 5,943,005 5,925,622 6,065,622 0.98%
Fiscal Services 3,947,830 4,281,142 4,094,375 4,297,294 4,490,294 4.89%
General Government 6,243,599 7,214,125 6,837,324 7,097,151 7,183,175 -0.43%
Pay Plan Contingency - 293,282 - 150,000 150,000 -48.85%
TOTAL 80,876,350$ 87,415,594$ 86,639,288$ 85,763,942$ 88,714,166$ 1.49%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 59,208,399$ 62,987,981$ 62,511,882$ 64,049,196$ 65,132,961$ 3.41%
Supplies 3,434,777 3,771,048 3,841,951 2,997,335 3,209,118 -14.90%
Maintenance 4,646,172 5,807,654 5,890,276 5,882,177 6,007,733 3.45%
Purchased Services 12,788,984 14,054,837 13,891,391 12,387,118 13,191,738 -6.14%
Capital Outlay 642,025 354,873 357,869 95,400 819,900 131.04%
Indirect Costs** - - - - N/A
G&A Expense (Rec Programs)155,992 145,919 145,919 202,716 202,716 38.92%
Pay Plan Contingency - 293,282 - 150,000 150,000 -48.85%
TOTAL 80,876,350$ 87,415,594$ 86,639,288$ 85,763,942$ 88,714,166$ 1.49%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Police 220.50 220.50 209.50 219.50 -0.45%
Fire 160.00 160.00 160.00 166.00 3.75%
Public Works 59.00 60.00 60.00 60.00 0.00%
Parks and Recreation 63.70 64.70 64.35 62.05 -4.10%
Recreation Programs 46.05 46.05 46.40 46.40 0.76%
Library - - - - 0.00%
Planning and Development Services 45.50 45.50 45.50 45.50 0.00%
Information Technology 31.50 31.50 31.50 31.50 0.00%
Fiscal Services 46.00 46.00 46.25 46.25 0.54%
General Government 52.00 54.25 54.25 54.75 0.92%
TOTAL 724.25 728.50 717.75 731.95 0.47%
41
Estimate
FY19 FY20 FY21 FY22 FY23 FY24
Beginning Balance $24,730,226 $21,347,680 22,498,239$ 21,849,299$ 21,875,546$ 21,611,287$
Revenues $80,221,600 $85,664,571 88,149,312 90,853,425 92,714,890 95,110,485
Total Available Resources $104,951,826 $107,012,250 110,647,551$ 112,702,724$ 114,590,436$ 116,721,772$
Operating Expenses $86,639,288 $88,714,166 $91,533,400 $93,177,500 $95,358,700 $97,679,600
Future Year Projected SLAs - - 1,000,000 1,500,000 1,500,000 1,500,000
Transfers In/Out (4,841,456) (9,216,494) (6,505,449) (6,693,462) (6,887,038) (7,086,341)
Other Uses/(Sources)1,806,315 5,016,339 2,770,300 2,843,141 3,007,487 3,100,173
Total Expenditures $83,604,147 $84,514,011 88,798,251$ 90,827,178$ 92,979,149$ 95,193,432$
Surplus/(Deficit)(3,382,546)$ 1,150,559$ (648,939)$ 26,247$ (264,259)$ (82,947)$
Ending Fund Balance $21,347,680 22,498,239$ 21,849,299$ 21,875,546$ 21,611,287$ 21,528,340$
Fund Balance Required (18%)15,048,746 15,212,522 15,983,685 16,348,892 16,736,247 17,134,818
Revenue Assumptions:
2.5% increase in existing property values each year with new value added as follows: FY21 - $225MM; FY22-23 - $200MM
and FY24 - $150MM
No increase in the ad valorem tax rate through FY24
1.75% increase in sales tax in FY21-22 and 2% increase in FY23-24
SAFER Grant funding for Firefighter positions will expire after FY22
Expenditure Assumptions:
3% increase in Salaries and Benefits each year through FY24 (with the exception of employee health benefits - those are
forecasted to increase 5% each year through FY24)
O&M will increase in FY21 through FY24 to accommodate Capital Improvement Projects coming online after their anticipated
completion dates. (See Government Funds Capital Project Improvements - Estimated O&M Costs schedule for details.)
5 YEAR GENERAL FUND FORECAST
Forecast
42
POLICE DEPARTMENT
CITY OF COLLEGE STATION
City Manager
Deputy City Manager
Chief of Police
Professional
Standards
Policy, Accreditation and Planning Internal Affairs
Field Operations
Bureau Chief
Uniform Patrol Division
K9 Unit
Northgate Unit
Traffic Operations
Operational Support
Bureau Chief
Criminal
Investigations
Crime Analysis
Joint Terrorism Task Force
Training & Recruiting
Special Operations
Special Events
Budget
Administrative
Services Bureau Chief
Technical Services
Public Safety
Communications
Information Services
Support Services
Administrative
Support Specialist
Public Information,
Community
Enhancement and
Grants
43
Police Department
The Police Department provides a number of services that help keep the community safe. Services provided
include: 1) police patrol with certified police officers who are assigned to specific areas of the City and who are
equipped with police vehicles and all necessary equipment; 2) criminal investigation for the investigation of
reported crimes; 3) animal control; 4) communications and emergency medical dispatch support for police, fire
and EMS; and 5) a recruiting and training division that serves as a support and training function for the
Department.
The Police Department has also identified several areas that are vital to the continued success of the department:
continuing effective recruitment and retention; balancing growth of the organization to anticipate growth and
needs of the City; and maintaining existing service levels are a few.
The FY20 approved budget includes three SLAs to address these various needs:
•The Police Department will add five (5) patrol officers and two (2) vehicles. These numbers are
based on a staffing study recently performed by an outside consultant hired to evaluate CSPD's
current workload. The International Association of Chiefs of Police recommends that
departments have enough officers to allow 30 minutes of proactive time per hour. This allows
the officers the time necessary to take proactive action and reduce crime. Current staffing levels
do not allow this. By adding five patrol officers, the department will have greater capacity to
respond to calls and engage in proactive policing.
•The Police Department will additionally be adding five (5) police assistants. These personnel will
be able to provide administrative support for the Department by freeing up time for patrol
officers.
•With the construction of the new police sta tion, the City will no longer have a holding facility.
One result of decommissioning the holding facility is the need to establish an interlocal
agreement with Brazos County Sheriff's Office to house Class C prisoners in the County Jail. It is
estimated that CSPD officers will transport between 450 to 500 Class C prisoners in FY20 at a cost
of $55.00 per day.
Service Level Adjustments One-Time Recurring Total
Five (5) Officers and Two (2) Vehicles 253,223$ 517,030$ 770,253$
Reclass of Jail Staff to Five (5) Police
Assistants 15,000 285,765 300,765
Brazos County ILA - 11,500 11,500
Police SLA Total 268,223$ 814,295$ 1,082,518$
83,167 87,688 72,005 85,416
116,160
2015 2016 2017 2018 2019
Calls for Service
PUBLIC
INITIATED
62%
OFFICER
INITIATED
8%
REPORT
ONLY
(RECORDS)
1%
COMMS
ONLY
(DISPATCH)
19%
Admin
10%
Calls for Service by Category
The increase in FY19 is due to a change in reporting.
Previously calls responded to by the patrol division were the
only responses shown. New data shows all calls including:
animal control, K9 call out, etc.
44
City of College Station
Police
Department Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Police Administration 2,017,099$ 2,071,988$ 2,309,587$ 1,268,188$ 1,580,453$ -23.72%
Uniform Patrol 10,462,034 11,124,552 10,806,105 11,131,409 11,613,234 4.39%
Criminal Investigation 2,882,726 3,277,915 3,092,987 3,326,252 3,327,252 1.51%
Recruiting and Training 1,091,510 1,127,581 1,097,516 1,136,266 1,152,891 2.24%
Support Services 2,916,829 3,139,601 3,066,741 3,006,174 3,276,987 4.38%
Communications 1,690,193 1,880,714 2,170,833 1,939,929 1,939,929 3.15%
Jail* 686,376 721,722 681,778 - - -100.00%
Special Operations 298,010 284,015 288,740 260,119 260,119 -8.41%
Information Services 586,872 585,152 619,801 589,015 589,015 0.66%
Community Enhancement* - - - 967,903 967,903 N/A
Technology Services* - - - 184,648 184,648 N/A
TOTAL 22,631,648$ 24,213,240$ 24,134,088$ 23,809,903$ 24,892,431$ 2.81%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 19,138,033$ 20,588,385$ 20,556,881$ 20,400,519$ 21,159,244$ 2.77%
Supplies 895,122 1,012,205 1,010,874 775,849 935,202 -7.61%
Maintenance 397,277 415,326 404,135 440,439 441,689 6.35%
Purchased Services 2,118,326 2,197,324 2,162,198 2,193,096 2,232,296 1.59%
Capital Outlay 82,890 - - - 124,000 N/A
TOTAL 22,631,648$ 24,213,240$ 24,134,088$ 23,809,903$ 24,892,431$ 2.81%
PERSONNEL
0
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Police Administration 17.00 17.00 9.00 14.00 -17.65%
Uniform Patrol 109.50 109.50 106.50 111.50 1.83%
Criminal Investigation 29.00 29.00 29.00 29.00 0.00%
Recruiting and Training 9.00 9.00 9.00 9.00 0.00%
Support Services 6.00 6.00 6.00 6.00 0.00%
Communications 28.00 28.00 28.00 28.00 0.00%
Jail*11.00 11.00 0.00 - -100.00%
Special Operations 1.00 1.00 1.00 1.00 0.00%
Information Services 10.00 10.00 10.00 10.00 0.00%
Community Enhancement*- - 9.00 9.00 N/A
Technology Services*- - 2.00 2.00 N/A
TOTAL 220.50 220.50 209.50 219.50 -0.45%
*The Police Department will be adding two new divisions in FY20, Community Enhancement and Police Technology. The department will
also be discontinuing the Jail Division and partnering with Brazos County through an interlocal agreement for short-term detentions.
45
POLICE DEPARTMENT STRATEGIC PLAN
I. Mission Statement
To protect and serve with excellence.
II. Top 3-5 Departmental Goals for FY20
1. Goal: Reduce Crime
a. Issue: Obviously, one of our key goals as a Police Department is crime reduction.
However, our current workload demand exceeds available resources as reflected in
the 2018/2019 ETICO Sworn police staffing study report. As such, as community
demands increase, proactive time decreases and reactive time increases. With less
proactive time, efforts to actively reduce crime are also reduced.
b. Plan of Action: Commit to a long term plan to increase sworn and professional civilian
staffing resources to recommended levels. Annually re-evaluated department needs
using the same quantitative methodology as was used to create the initial report.
c. Strategic Initiative(s): Core Services & Infrastructure, Neighborhood Integrity
2. Goal: Reduce the Fear of Crime
a. Issue: While crime reduction is our first priority, reduction of the fear of crime is a
close second. Perception is reality and it is important that we provide an accurate
reflection of crime in our community.
b. Plan of Action: We have employed several strategies to accomplish the reduction of
fear of crime. We have and will continue to utilize our Community Enhancement Unit
as well as other opportunities to focus upon effective communication with our
citizens. We have also implemented an online portal (Crimemapping.com) to allow
citizens to better understand police activity in the City.
c. Strategic Initiative(s): Core Services & Infrastructure, Neighborhood Integrity
3. Goal: Build and Maintain Effective Partnerships
a. Issue: Police work stands upon a foundation of public trust. In order to build and
maintain that trust, we must continually build and maintain effective partnerships
with our community.
b. Plan of Action: We will continue to utilize a variety of opportunities to engage our
community. However, in order to maintain this goal, our department requires non-
committed or proactive time in order to do so. As such having a long term plan to
address staffing shortages across the department will afford us increased time to
dedicate towards this goal.
c. Strategic Initiative(s): Core Services & Infrastructure, Neighborhood Integrity
4. Goal: Improve the Overall Quality of Life in the Community
a. Issue: The citizens of College Station have become accustom to a high quality of life.
Due in large part to the hard work and dedication of the employees of the City of
College Station. However, as growth and demands of the City continue to increase
and resources required to respond to these demands falls short, we must look for
ways to change our service delivery models in order to be able to sustain core
services.
b. Plan of Action: We continue to identify efficiencies in order to respond to the
increasing demands of the City. We have recently implemented an online portal
46
POLICE DEPARTMENT STRATEGIC PLAN
called Desk Officer Reporting System (DORS) that allows citizens to self-report a
select group of offenses online. This frees up officer time to focus upon other duties.
We have also implemented a program wherein we utilized Police Assistants to
respond to cold calls in the field where we have typically had officers respond. While
certain complainants may not receive a police officer response, they will receive a
quicker response than waiting on an officer’s limited availability. We will strive to
implement additional Police Assistant positions this year and future years in an effort
to partially address our overall staffing needs.
c.Strategic Initiative(s): Core Services & Infrastructure, Neighborhood Integrity
III.Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government through
development of seven strategic goals: I-Good Governance, II-Financial Sustainability, III-Core Services
and Infrastructure, IV-Neighborhood Integrity, V-Diverse and Growing Economy, VI-Improving
Mobility, VII–Sustainable City. Each KPI listed below corresponds to at least one of the seven goals
set by the City Council.
City Council Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
III – Core Services and
Infrastructure Reduction in Part 1 Major Crimes 3472 3750 4000
III – Core Services and
Infrastructure Average response time to Priority 1 calls 6:09 6:25 6:30
III – Core Services and
Infrastructure CID Case Clearance Rate 70.5% 65% 70%
II – Financial Sustainability Percent Turnover Sworn 10% 10% 8%
II – Financial Sustainability Percent Turnover Communication
Operators 21% 15% 8%
II – Financial Sustainability Percent Turnover Other Professional Staff 20% 20% 8%
I – Good Governance Percentage of time R&T Division provides
instruction 72% 65% 70%
III – Core Services and
Infrastructure Percent of 911 Calls answered within
10 seconds 97% 96% 96%
III – Core Services and
Infrastructure Percent Compliance with Emergency
Medical Dispatch protocols 94.48% 97.69% 95%
II – Financial Sustainability Evidence Destruction Rate 14% 24% 75%
I – Good Governance CEU Business, Apartment and
Neighborhood Contacts 298 325 500
II – Financial
Sustainability Number of Volunteer/Intern Hours 8,790 8,800 9,000
47
48
FIRE DEPARTMENT
CITY OF COLLEGE STATION
City Manager
Deputy City Manager
Fire Chief
Community Risk Reduction Specialist
Fire Marshal
Emergency ManagementCoordinator
Assistant Chief Operations
Manager
Assistant Chief AdministrationSupport Services
Deputy Fire Marshals (4) Staff Assistant
Fire Training Battalion Chief
EMS Battalion Chief
Business Services Specialist Quartermaster
Fire Inspector
Safety and Medical Captains (3)
Staff Assistant
"A" Shift Battalion Chief
"C" Shift Battalion Chief
(46)
(46)
"B" Shift Battalion Chief
(46)
49
Fire Department
The Fire Department provides services to College Station, Texas A&M University, and the City of Bryan—through
an automatic aid program—and to rural areas around College Station through mutual aid agreements. The Fire
Department currently operates six stations located throughout the City. The basic services provided by the Fire
Department include: 1) fire response; 2) emergency medical response; 3) community risk reduction, including fire
prevention services, commercial fire and life safety inspections and fire prevention training at local schools and
various functions; and 4) hazardous material response.
The Fire Department FY20 budget includes two SLAs that will promote the City Council priorities to efficiently,
effectively, and strategically place and deliver core services and infrastructure that maintains citizens’ health,
safety and general welfare:
• The Fire department will add six (6) positions to provide current staffing relief and to begin the process of
staffing for Station 7, which is expected to open in FY22. The new station will serve the southwest area of
College Station which has experienced rapid growth over the past several years. The stations are typically
staffed in three phases of six (6) firefighters and a Battalion Chief each. The cost of hiring of these six
firefighters is supplemented by the awarding of the SAFER (Staffing for Adequate Fire and Emergency
Response) Grant which funds the salary and benefit costs of these positions at 75% for the first two years
of employment and at 35% for their third year of employment. Once the funding is exhausted, the City is
responsible for 100% of the costs of these positions. Although the grant funding offsets the costs of these
positions, they are still budgeted at 100% of their cost to the department. The salaries and benefits
represent the recurring portion of the SLA, along with annual training and uniform replacement costs. The
one-time costs consist of initial training and protective gear.
• Fire Station 4 is located at Easterwood Airport, which is operated by Texas A&M University. Per the
agreement between the City and TAMU, the City is responsible for 50% of the maintenance and repair
costs at the facility. This SLA would provide funds to replace the motors and hardware on the apparatus
bay doors which have not been updated since the station opened in 1997.
RESPONSE TIME
UNDER EIGHT (8)
MINUTES:
76% - FIRE
83% - EMS
CURRENT ISO RATING:
CLASS 1
Service Level Adjustments One-Time Recurring Total Revenue Net Total FTE Vehicle
Six (6) Firefighters - SAFER Grant 36,252 459,523 495,775 (334,331) 161,444 6.00 -
Station 4 Building Maintenance 18,508 - 18,508 - 18,508 - -
54,760 459,523 514,283 (334,331) 179,952 6.00 -
50
City of College Station
Fire
Department Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Fire Administration 602,894$ 1,207,702$ 1,241,816$ 1,230,502$ 1,230,502$ 1.89%
Emergency Management 252,902 277,574 270,758 285,946 285,946 3.02%
Emergency Operations 12,006,439 16,961,381 17,289,129 17,040,658 17,549,181 3.47%
Fire Prevention 886,137 738,521 760,861 807,153 807,153 9.29%
Emergency Medical Services*5,185,170 - - - N/A
Fire Training 691,376 575,707 591,089 530,038 535,798 -6.93%
TOTAL 19,624,919$ 19,760,885$ 20,153,653$ 19,894,297$ 20,408,580$ 3.28%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 16,099,149$ 16,147,530$ 16,632,271$ 16,747,933$ 17,193,708$ 6.48%
Supplies 831,886 901,205 849,542 715,825 759,555 -15.72%
Maintenance 276,927 314,351 337,351 415,547 434,055 38.08%
Purchased Services 2,177,228 2,240,917 2,187,417 2,014,992 2,021,262 -9.80%
Capital Outlay 239,729 156,882 147,072 - - -100.00%
TOTAL 19,624,919$ 19,760,885$ 20,153,653$ 19,894,297$ 20,408,580$ 3.28%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Fire Administration 5.00 5.00 5.00 5.00 0.00%
Emergency Management 2.00 2.00 2.00 2.00 0.00%
Emergency Operations 99.00 143.00 143.00 149.00 4.20%
Fire Prevention 7.00 7.00 7.00 7.00 0.00%
Emergency Medical Services*44.00 - - - N/A
Fire Training 3.00 3.00 3.00 3.00 0.00%
TOTAL 160.00 160.00 160.00 166.00 3.75%
*Emergency Medical Services was combined with Fire Suppression for FY19 to create Emergency Operations. This was done to
simplify analysis since those two departments experienced so much crossover in mission and personnel.
51
FIRE DEPARTMENT STRATEGIC PLAN
I. Mission Statement: Excellence through Service.
CSFD will create a community free from preventable harm; we will create order anywhere
there is chaos.
II. Top Four Departmental Goals for FY20
1. Goal: Invest in Personnel Recruitment
a. Issue: Improve recruitment processes to attract an experienced and motivated
staff.
b. Plan of Action:
• Recruit for experienced firefighter/paramedics to reduce training and
personnel costs, and increase productivity.
• Increase operations personnel through alternative funding (grants, billing,
process efficiency) opportunities to reduce operational overtime costs and
optimize operational efficiency.
• Increase administrative staff with positions for training, recruiting, and risk
reduction to reduce associated field personnel overtime, increase efficiency of
professional development, and maintain high performance of community risk
reduction division as required by CFAI accreditation and ISO Class 1 metrics.
c. Strategic Initiative(s):
• The city will seek grants and other outside funding.
• The city reduces crime and fear of crime, including risk of injury or property
damage.
• The city protects life and property in times of emergency.
• The city will attract and retain professional staff and be an employer of choice.
2. Goal: Strengthening EMS
a. Issue: Enhancing EMS education to streamline and improve service delivery
b. Plan of Action:
• Hire a full-time EMS Educator.
• Recruit for certified, experienced paramedics to reduce training and personnel
costs while increasing productivity.
• Supplement and optimize Paramedic Field Training Officer program.
• We must improve our processes in order for our people to meet future
challenges.
• Modify EMS fee schedule and cost recovery procedures to align with current
Federal and industry standards.
c. Strategic Initiative(s):
• The city will set fees at appropriate levels to recover the costs of service
delivery.
• The city will attract and retain professional staff and be an employer of choice.
• The city will plan for, maintain, and invest in the infrastructure, facilities,
services, personnel, and equipment needed to meet projected needs and
opportunities.
52
FIRE DEPARTMENT STRATEGIC PLAN
3. Goal: Invest in Personnel Retention
a. Issue: Invest in Fostering a Long Term Sustainable Workforce
b. Plan of Action:
• Initiate and increase select certifications pay
• Establish ambulance assignment pay
• Establish competitive base pay and step structure to attract and retain certified
and experienced paramedic firefighters.
• The organization will focus on training, modernization, and maintenance in
order to achieve a high state of readiness and enhanced reliability, now and in
the future.
• We will drive efficiency, adopt and implement new ideas, and leverage leading
practices from industry and academia to positively impact and support strategy,
planning, staffing, research, and operational processes.
c. Strategic Initiative(s):
• The city will attract and retain professional staff and be an employer of choice.
• The city will plan for, maintain, and invest in the infrastructure, facilities,
services, personnel, and equipment needed to meet projected needs and
opportunities.
4. Goal: Support Operational Initiatives
a. Issue: More overtime hours, training, equipment, and supplies are needed to
support our mission
b. Plan of Action:
• Qualify and quantify funding for federally mandated FLSA overtime.
• Qualify and quantify funding for operational initiatives to support core services
that have never been properly budgeted
• To purchase equipment, supplies, and technology to provide the highest quality
of customer service while reducing organizational exposure and liability.
• Support the ever-increasing requirements for training and to meet the
expectations of the citizens of College Station for the health, safety, and general
well-being of the community
c. Strategic Initiative(s):
• The city will use technology to effectively and efficiently deliver services.
• The city protects life and property in times of emergency.
• The city will plan for, maintain, and invest in the infrastructure, facilities,
services, personnel, and equipment needed to meet projected needs and
opportunities.
53
FIRE DEPARTMENT STRATEGIC PLAN
III. Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government
through development of seven strategic goals: I-Good Governance, II-Financial Sustainability,
III-Core Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse and Growing
Economy, VI-Improving Mobility, VII–Sustainable City. Each KPI listed below corresponds to
at least one of the seven goals set by the City Council.
City Council Goal Measure 2018 Actuals 2019 Actuals 2020 Goals
III – Core Services
and Infrastructure
Respond within 8 minutes /
90th percentile time
Fires 80.4%/10:19
EMS* 83.7%/9:20
Fires 76.3%/9:56
EMS*83.0%/9:20
Fires 80%/9:50
EMS* 84%/9:15
III – Core Services
and Infrastructure
Retain ISO rating Maintain Class 2,
Re-survey
Earned ISO Class
1
Maintain ISO
Class 1
Designation
III – Core Services
and Infrastructure
Remain compliant with 253
Performance Indicators
outlined in CFAI’s Self-
Assessment Manual
YES YES YES
III – Core Services
and Infrastructure
Comply with Federal and
State regulations, pass all
compliance inspections
YES YES YES
III – Core Services
and Infrastructure
Conduct fire safety
education at all CSISD
elementary schools
YES. 5,076 K-4
students.
YES, but
Community Risk
Reduction
staffing shortage
resulted in
overtime budget
deficit.
YES
III – Core Services
and Infrastructure
Perform all fire inspections
and system tests within 2
business days of request.
YES YES YES
*Critical EMS calls.
54
PUBLIC WORKS
CITY OF COLLEGE STATION
City Manager
Assistant City
Manager
Director
City Traffic
Engineer
Traffic
Engineering
Traffic Signals
Traffic Signs &
Markings
Assistant
Director
Operations
Administration
Drainage
Maintenance
Facility
Maintenance
Fleet
Maintenance
Landscape &
Irrigation
Maintenance
Solid Waste &
Recycling
Collections
Street
Maintenance
Assistant
Director Capital
Projects
Project
Managers
Land Agents
55
Public Works Department
The Public Works Department consists of the following divisions: Administration, Traffic Engineering,
Facilities Maintenance, Capital Projects Operations, Street Maintenance, Traffic Signs & Markings,
Landscape & Irrigation Maintenance, and Traffic Signals. The department consists of 60 full-time
equivalent employees dedicated to delivering high quality, reliable service. The department is also
responsible for Drainage Maintenance, Solid Waste and Fleet Services.
Approved FY20 budget includes the following SLAs:
• Attenuator Truck: The truck can safely absorb the impact of a vehicle and is placed between
approaching traffic and the work zone and would be used by all divisions for operations in higher
speed areas such as arterials and major collectors.
• Corrective Maintenance Building Funds: Request funding for corrective maintenance projects
that were identified in the Faithful + Gould facilities assessment on thirty-six City buildings and
site systems.
• APWA Reaccreditation: Public Works and Water Services are jointly pursuing reaccreditation.
This request is for the application fee and site visit by APWA (American Public Works Association).
• Street Signs Plotter: This SLA will allow the department to continue fabricating traffic signs rather
than outsourcing.
Service Level Adjustments:One-Time Recurring Total
Attenuator Truck 150,000$ 5,500$ 155,500$
Corrective Maintenance Building Funds 350,000 24,398 374,398
APWA Reaccreditation 13,000 - 13,000
Street Signs Plotter 40,000 - 40,000
Public Works SLA Totals 553,000$ 29,898$ 582,898$
290
300
310
320
330
340
350
FY15 FY16 FY17 FY18 FY19 FY20 Base
18.4
18.6
18.8
19
19.2
19.4
19.6
19.8
20
20.2
City Maintained Centerline MilesFull-Time Equivalent (FTE)City Maintained Centerline Miles per Streets FTE
Centerline Miles maintained by City Streets Maintenance FTEs
56
City of College StationPublic Works Department Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Public Works Administration 653,503$ 838,405$ 789,352$ 810,499$ 823,499$ -1.78%
Traffic Engineering 515,385 590,668 582,521 544,844 544,844 -7.76%
Facilities Maintenance 2,379,652 2,461,225 2,437,502 1,503,915 1,878,313 -23.68%
Capital Projects 949,990 971,653 983,780 998,066 998,066 2.72%
Streets Maintenance 3,202,676 3,088,995 3,023,576 2,967,030 3,122,530 1.09%
Traffic Signs and Markings 534,569 577,733 577,117 570,580 610,580 5.69%
Landscape and Irrigation Maintenance 523,088 537,503 511,953 548,405 548,405 2.03%
Traffic Signals 816,438 917,056 909,427 932,116 932,116 1.64%
TOTAL 9,575,300$ 9,983,238$ 9,815,228$ 8,875,455$ 9,458,353$ -5.26%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 4,276,292$ 4,634,936$ 4,546,485$ 4,759,932$ 4,759,932$ 2.70%
Supplies 297,282 371,768 305,102 248,118 250,618 -32.59%
Maintenance 2,138,725 2,149,723 2,045,003 2,009,450 2,036,848 -5.25%
Purchased Services 2,863,001 2,826,811 2,918,638 1,857,955 2,220,955 -21.43%
Capital Outlay - - - - 190,000 N/A
TOTAL 9,575,300$ 9,983,238$ 9,815,228$ 8,875,455$ 9,458,353$ -5.26%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Public Works Administration 5.00 6.00 6.00 6.00 0.00%
Traffic Engineering 3.00 3.00 3.00 3.00 0.00%
Facilities Maintenance 9.00 9.00 9.00 9.00 0.00%
Capital Projects 9.00 9.00 9.00 9.00 0.00%
Streets Maintenance 20.00 20.00 20.00 20.00 0.00%
Traffic Signs and Markings 4.00 4.00 4.00 4.00 0.00%
Landscape and Irrigation Maintenance 3.00 3.00 3.00 3.00 0.00%
Traffic Signals 6.00 6.00 6.00 6.00 0.00%
TOTAL 59.00 60.00 60.00 60.00 0.00%
57
PUBLIC WORKS DEPARTMENT STRATEGIC PLAN
I. Mission Statement
The Public Works Department will enhance the quality of life in College Station through
effective and efficient management of infrastructure and excellence in customer
service.
II. Top 3-5 Departmental Goals for FY20
1. Goal: Maintain APWA accreditation
a. Issue: Limited resources for continuous improvement of best management
practices.
b. Plan of Action: Prioritize and improve practices as funding is available.
c. Strategic Initiative(s): Core Services and Infrastructure
2. Goal: Maintain an effective and efficient asset management program
a. Issue: Better management of existing and growing infrastructure.
b. Plan of Action: Develop an asset management program for Public Works.
c. Strategic Initiative(s): Core Services and Infrastructure
3. Goal: Provide effective and efficient management of capital improvement projects
a. Issue: Maintaining highly trained staff personnel.
b. Plan of Action: Continue to implement career progression and project
management training program.
c. Strategic Initiative(s): Core Services and Infrastructure
4. Goal: Provide and maintain an effective and efficient transportation system
a. Issue: Meeting challenges of multi-modal transportation.
b. Plan of Action: Analyze and implement signal timings and traffic calming to
improve traffic conditions.
c. Strategic Initiative(s): Core Services and Infrastructure
5. Goal: Provide excellent customer service
a. Issue: Increased demand for additional services
b. Plan of Action: Implement process mapping and rate studies to facilitate
effective and efficient use of resources across the Department.
c. Strategic Initiative(s): Core Services and Infrastructure
58
PUBLIC WORKS DEPARTMENT STRATEGIC PLAN
III.Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government through
development of seven strategic goals: I-Good Governance, II-Financial Sustainability, III-Core
Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse and Growing Economy, VI-
Improving Mobility, VII–Sustainable City. Each KPI listed below corresponds to at least one of
the seven goals set by the City Council.
City Council
Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
III-Core
Services and
Infrastructure
Streets Maintenance - Percent of planned
and budgeted roadway maintenance
completed. 99% 99% 100%
III-Core
Services and
Infrastructure
Drainage Maintenance - Percent of
planned and budgeted drainage
maintenance completed. 100% 100% 100%
III-Core
Services and
Infrastructure
Facilities Maintenance - Percent of
planned and budgeted preventative and
corrective maintenance completed. 90% 95% 100%
III-Core
Services and
Infrastructure
Capital Projects – Percent of projects
completed within fiscal year plan. 80% 85% 90%
VI-Improving
Mobility
Traffic Operations – Travel Time Index
(TTI), which is ratio of the system-wide
travel time during the PM Peak and the
Off-Peak period.
1.22 1.26 1.30
III-Core
Services and
Infrastructure
Solid Waste – Percent of missed
collections. Less
than 1%
Less
than 1%
Less
than 1%
III-Core
Services and
Infrastructure
Fleet Services – Number of preventative
maintenance work orders per day, per
technician.
4.90 4.91 4.90
59
60
PARKS AND RECREATION
CITY OF COLLEGE STATION
City Manager
Deputy City
Manager
Director
Assistant Director
Recreation
Aquatics
Community
Centers
Community
Events
Athletics &
Tourism
Athletics
Tourism
Marketing
Administration Parks O&M
East District
South District
West District
Cemetery
Projects & Assets
GIS
Library
61
Parks and Recreation Department
The Parks and Recreation Department (PARD) is responsible for maintenance and
improvement of the 1,364 acres of parks and facilities spread throughout the city.
This includes 4 dog parks, 1 skate park, 63 playgrounds, 4 recreation centers, 12
ponds, 2 pools, a splash pad, 34.5 miles of walking trails, 2 municipal cemeteries
and the Ringer Library.
• Administration Division is the primary point of contact for customers,
provides administrative support to the department, emergency shelter
operations, graphics support, marketing and website administration, and
Projects and Assets which coordinates the design and administration of
capital improvement projects in the Parks General CIP Fund and Parkland
Dedication Funds.
• Parks Operations and Cemetery Divisions are responsible for maintenance and operations of the City park
facilities, athletic facilities, selected streetscape areas, the City Cemetery and the Memorial Cemetery. This division
also provides support for special events, programs and other city activities.
• Recreation Division is responsible for the City’s Special Events, Community Recreation and Aquatics Programs.
Each Community Recreation and Aquatics Program has a fully costed budget, which includes revenue, direct costs,
indirect administrative costs, field costs, and General and Administrative transfers as detailed on the following
pages. This division also coordinates Special Facilities-Heritage events. Additional budget, including a part-time
position, is included in the City Secretary’s Office budget for
Heritage events.
• Athletics and Tourism Division oversees all of the City’s Sports
programs, each of which has a fully costed budget, including
revenue, direct costs, indirect administrative costs, field costs,
and General and Administrative transfers as detailed on the
following pages. This division is also tasked with attracting and
hosting tourism events as well as assisting with tourism
activities related to Economic Development. Successful
tourism events include annual 7 on 7 tournaments, the Texas
Amateur Athletic Federation’s (TAAF) Games of Texas and the
Texas Weekend of Remembrance.
• Larry J. Ringer Library operates in collaboration with the City of Bryan, which provides staffing for the Library. This
facility closed in November 2018 during construction of a 12,000 square foot addition to the existing 16,000 square
foot building. The building is set to reopen in late 2019.
Significant changes to Parks and Rec Department General Fund Budget for FY20 include additional O&M dollars for two
completed CIP projects: The Lincoln Recreation Center and The Larry J Ringer Library expansions. Also of note for the
FY20 budget are 2 approved SLAs to provide 2 staff members (1 Grounds-worker and 1 Crew Leader) and equipment
for the new Southeast Park that is expected to come online late in FY20. This new facility will be used to host numerous
Tourism events, so the expenses will be split 50% to the General Fund and 50% to the Hotel Occupancy Tax (HOT) Fund.
The full amount for both SLAs will be budgeted and expensed in the General Fund and a transfer from the HOT fund for
50% will be made to reimburse the General Fund.
Approved Service Level Adjustment One-Time Recurring Total
Southeast - Field Equipment $ 416,600 $ 16,400 $ 433,000
Southeast Crew - Crew Leader & Grounds-worker - 102,308 102,308
Total $ 416,600 $ 118,708 $ 535,308
FY18 Actuals
FY19 Approved
FY20 Goals
In thousands
Program Participants
Athletic Tourn./Events Special Events
Aquatics program Recreation Centers
Sports Programs Instruction programs
62
City of College Station
Parks and Recreation
Department Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Administration 636,795$ 738,596$ 773,688$ 661,235$ 661,235$ -10.47%
Recreation 681,252 465,034 597,152 564,387 462,497 -0.55%
Athletics & Tourism 350,186 439,597 395,578 273,956 199,236 -54.68%
Parks Operations 4,272,483 4,646,075 4,581,334 4,638,578 5,066,679 9.05%
Cemetery 402,278 432,427 421,871 441,073 441,073 2.00%
TOTAL 6,342,995$ 6,721,729$ 6,769,623$ 6,579,229$ 6,830,720$ 1.62%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 3,780,666$ 4,147,100$ 3,935,954$ 4,210,072$ 4,028,563$ -2.86%
Supplies 530,583 554,975 646,917 529,863 535,963 -3.43%
Maintenance 792,417 930,196 985,716 955,671 972,071 4.50%
Purchased Services 2,015,658 1,991,794 2,105,768 1,925,353 1,925,353 -3.34%
Capital Outlay 212,308 115,966 117,781 - 410,500 253.98%
Indirect Costs (988,637) (1,018,302) (1,022,513) (1,041,730) (1,041,730) 2.30%
Other - - - - - N/A
TOTAL 6,342,995$ 6,721,729$ 6,769,623$ 6,579,229$ 6,830,720$ 1.62%
PERSONNEL 0
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Administration 7.00 7.00 7.00 7.00 0.00%
Recreation 4.95 4.95 4.60 3.10 -37.37%
Athletics & Tourism 1.25 1.25 1.25 0.45 -64.00%
Parks Operations 45.50 46.50 47.50 47.50 2.15%
Cemetery 5.00 5.00 4.00 4.00 -20.00%
TOTAL 63.70 64.70 64.35 62.05 -4.10%
63
City of College Station
Recreation Programs
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Sports Programs 1,132,679$ 1,215,878$ 1,194,038$ 1,229,160$ 1,229,160$ 1.09%
Aquatics 827,204 723,441 786,598 831,807 831,807 14.98%
Instruction 132,346 135,792 168,997 144,822 144,822 6.65%
Recreation Centers 968,162 1,064,916 1,070,774 1,206,494 1,206,494 13.29%
TOTAL 3,060,391$ 3,140,027$ 3,220,407$ 3,412,283$ 3,412,283$ 8.67%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 1,191,683$ 1,264,079$ 1,181,980$ 1,290,496$ 1,290,496$ 2.09%
Supplies 255,084 133,098 281,195 279,397 279,397 109.92%
Maintenance 56,525 64,881 65,025 55,650 55,650 -14.23%
Purchased Services 412,470 513,748 523,774 542,294 542,294 5.56%
Capital Outlay - - - - - N/A
Indirect Costs 988,637 1,018,302 1,022,513 1,041,730 1,041,730 2.30%
G&A Expense 155,992 145,919 145,919 202,716 202,716 38.92%
TOTAL 3,060,391$ 3,140,027$ 3,220,407$ 3,412,283$ 3,412,283$ 8.67%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Sports Programs 2.00 2.00 2.00 2.00 0.00%
Aquatics 1.00 1.00 1.00 1.00 0.00%
Instruction - - 0.10 0.10 N/A
SW Center, Lincoln Ctr, Lick Creek 5.05 5.05 5.30 5.30 4.95%
Temp/Seasonal 38.00 38.00 38.00 38.00 0.00%
-
TOTAL 46.05 46.05 46.40 46.40 0.76%
64
PROGRAM REVENUE
DIRECT
COST
INDIRECT
COST
FIELD
COST G&A
TOTAL
COST
% OF REV
RECOVERY SUBSIDY
Adult Softball 95,000$ 106,281$ 47,193$ 42,000$ 10,743$ 206,217$ 46.07%(111,217)$
Adult Volleyball 15,000 33,459 8,265 - 2,921 44,645 33.60%(29,645)
Youth Basketball 55,000 68,959 8,265 - 5,406 82,630 66.56%(27,630)
Youth Football 20,000 37,776 20,483 10,500 4,078 72,837 27.46%(52,837)
Youth Volleyball 15,000 12,214 - - 855 13,069 114.78%1,931
Adult Kickball 17,000 28,111 18,447 12,600 3,259 62,417 27.24%(45,417)
Challenger Sports 1,000 11,568 4,133 700 1,099 17,500 5.71%(16,500)
Tennis 17,000 33,376 8,265 - 2,915 44,556 38.15%(27,556)
No-Fee Programs - 18,368 346,198 247,800 25,520 637,886 0.00%(637,886)
Ultimate Frisbee 1,000 7,770 4,133 833 12,736 7.85%(11,736)
Adult Basketball 10,000 24,136 8,265 2,268 34,669 28.84%(24,669)
TOTAL SPORTS 246,000$ 382,018$ 473,648$ 313,600$ 59,897$ 1,229,163$ 20.01%(983,163)$
Community Education 50,000$ 94,191$ 41,153$ -$ 9,474$ 144,818$ 34.53%(94,818)$
TOTAL INSTRUCTION 50,000$ 94,191$ 41,153$ -$ 9,474$ 144,818$ 34.53%(94,818)$
SW Pool 59,700$ 145,028$ 25,483$ -$ 11,936$ 182,447$ 32.72%(122,747)$
Thomas Pool - 29,179 2,480 - 2,216 33,875 0.00%(33,875)
Adamson Lagoon 261,000 324,339 41,892 - 25,636 391,867 66.60%(130,867)
Splash Pads - - 4,907 - 343 5,250 0.00%(5,250)
Swim Lessons 85,000 85,266 23,795 - 7,634 116,695 72.84%(31,695)
Water Fitness 1,000 14,190 4,115 - 1,281 19,586 5.11%(18,586)
Swim Team 24,000 64,371 12,346 - 5,370 82,087 29.24%(58,087)
TOTAL AQUATICS 430,700$ 662,373$ 115,018$ -$ 54,416$ 831,807$ 51.78%(401,107)$
SW Center-Senior 12,000$ 154,554$ 16,391$ -$ 11,966$ 182,911$ 6.56%(170,911)$
Lincoln Center 100,000 625,787 27,841 - 45,754 699,382 14.30%(599,382)
Lick Creek Nature Center 10,000 119,079 22,934 - 9,941 151,954 6.58%(141,954)
SW Center-Community 25,100 90,762 11,484 - 7,157 109,403 22.94%(84,303)
RE Meyer Center 10,000 39,073 19,662 - 4,111 62,846 15.91%(52,846)
TOTAL CENTERS 157,100$ 1,029,255$ 98,312$ -$ 78,929$ 1,206,496$ 13.02%(1,049,396)$
SUBTOTAL 883,800$ 2,167,837$ 728,130$ 313,600$ 202,716$ 3,412,283$ 25.90%(2,528,483)$
CITY OF COLLEGE STATION
FY20 APPROVED BUDGET - RECREATION PROGRAMS
65
City of College Station
Library
Department Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Library 1,203,831$ 1,248,756$ 1,245,322$ 1,287,929$ 1,287,929$ 3.14%
TOTAL 1,203,831$ 1,248,756$ 1,245,322$ 1,287,929$ 1,287,929$ 3.14%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits -$ -$ -$ -$ -$ N/A
Supplies 1,269 1,028 1,028 1,277 1,277 24.22%
Maintenance 1,815 2,248 2,248 2,384 2,384 6.05%
Purchased Services 1,115,439 1,182,163 1,178,730 1,223,868 1,223,868 3.53%
Capital Outlay 85,309 63,317 63,316 60,400 60,400 -4.61%
TOTAL 1,203,831$ 1,248,756$ 1,245,322$ 1,287,929$ 1,287,929$ 3.14%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Library - - - - - N/A
TOTAL - - - - - N/A
66
PARKS AND RECREATION DEPARTMENT STRATEGIC PLAN
I. Mission Statement
“To provide a diversity of facilities and leisure services which are geographically and
demographically accessible to our citizens.”
II. Top 3-5 Departmental Goals for FY20
1. Goal: Begin/complete construction of Southeast Park – Phase 1
a. Issue: This project is the first phase of a baseball/softball complex for use
by local citizens as well as tourism related tournament play. Design is
complete in FY19 for Southeast Park – Phase 1; FY20 will see
construction begin/completed.
b. Plan of Action: Bid construction documents, secure contractor, construct
Phase 1.
c. Strategic Initiative(s): Providing Core Services and Infrastructure;
Financial Sustainability.
2. Goal: Update Parks and Recreation Master Plan
a. Issue: Current Master Plan is at its 10 year mark. The Master Plan needs
to be updated to document changes to the community, Parks system, and
citizen’s wants and needs. It will guide the Department’s growth for the
next 10 years.
b. Plan of Action: Enlist professional firm to conduct an update to the Parks
Master Plan with the direct assistance of the Parks and Recreation
Department staff.
c. Strategic Initiative(s): Provide Core Services and Infrastructure;
Neighborhood Integrity; Financial Sustainability.
3. Goal: Update the Parks and Recreation Asset Management Plan and implement
a work order system.
a. Issue: The Parks and Recreation Department needs to update its inventory
and asset management plan, as well as implement a work order system.
b. Plan of Action: Purchase both hardware and software to utilize GIS and
City Works software. Train staff to use these tools to begin utilizing GIS
for asset management and begin to use a work order system in day to day
operations.
c. Strategic Initiative(s): Provide Core Services and Infrastructure;
Neighborhood Integrity; Financial Sustainability.
4. Goal: Program and manage new facility expansions.
a. Issue: The expansions of the Lincoln Recreation Center, Ringer Library,
Lick Creek Nature Center, and the Meyer Senior and Community Center
will need to be integrated into the Parks system for effective and efficient
use by the public.
67
PARKS AND RECREATION DEPARTMENT STRATEGIC PLAN
b. Plan of Action: Utilize part-time staff to methodically and purposefully
offer and provide new programming in these facilities. Manage data to
determine successes and failures, re-assessing during the next budget cycle
for any additional staffing or program needs.
c. Strategic Initiative(s): Provide Core Services and Infrastructure;
Neighborhood Integrity; Financial Sustainability.
Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government through
development of seven strategic goals: I-Good Governance, II-Financial Sustainability, III-Core Services
and Infrastructure, IV-Neighborhood Integrity, V-Diverse and Growing Economy, VI-Improving Mobility,
VII–Sustainable City. Each KPI listed below corresponds to at least one of the seven goals set by the City
Council.
City Council Goal
Objective
FY18
Actuals
FY19
Actuals
FY20
Goals
III-Core Services and Infrastructure # of parks 57 58 63
III-Core Services and Infrastructure # acres of park land 1,364 1,475 1,602
III-Core Services and Infrastructure # acres of park land per 1,000 population 12.4 12.3 12.8
II-Financial Sustainability Total Budget (including Library) $10,197,213 $10,427,814 $10,861,626
II-Financial Sustainability Total Revenues $1,104,750 $1,200,000 $1,250,000
II-Financial Sustainability % Recovery of Expenditures through Revenues 10.8% 11.5% 11.5%
II-Financial Sustainability Per Capita costs for services $79.06 $76.90 $76.90
III-Core Services and Infrastructure Library Visits 201,633 Closed 205,000
III-Core Services and Infrastructure Library Circulation 480,706 Closed 480,000
III-Core Services and Infrastructure Cemetery spaces sold 218 165 200
III-Core Services and Infrastructure Columbarium Niches sold 65 96 50
III-Core Services and Infrastructure Cemetery total burials 150 179 150
III-Core Services and Infrastructure Sports Programs participants 18,000 16,500 18,000
III-Core Services and Infrastructure Instruction programs registrants 1,500 1788 2,000
III-Core Services and Infrastructure Aquatics program participants 110,000 77476 120,000
III-Core Services and Infrastructure Recreation Centers participants 42,000 31864 47,5000
III-Core Services and Infrastructure Special Events planned 80 106 85
III-Core Services and Infrastructure Special Events participants 125,000 151,319* 135,000
III-Core Services and Infrastructure Athletic Tournaments/Events planned 60 42 65
III-Core Services and Infrastructure Athletic Tournaments/Events participants 150,000 80,000* 155,000
III-Core Services and Infrastructure # of Rentals (Pools, Pavilions, Facilities, Fields) 5,313 7,280 5,400
III-Core Services and Infrastructure # of Unique Household registrations 26,244 6,153** 20,000
* Numerous cancelations due to weather (extreme rainfall)
**In turnover of Rectrac to new system, all households without registrations in a one year period were purged.
68
PLANNING & DEVELOPMENT
SERVICES
CITY OF COLLEGE STATION
City Manager
Deputy City
Manager
Director
Planning and
Development
Services
Assistant Director
Planning
Greenways
GIS
Building Official Development
Coordinator City Engineer
Transportation
69
Planning and Development Services Department
The Planning and Development Services Department provides oversight for development planning, and review
and inspection of the built environment within the City of College Station. Planning and Development Services
consists of the following divisions: Administration; Civil Engineering; Development Services – Building;
Development Coordination; Planning; Greenways; and GIS Mapping.
The Planning and Development Services Department works with citizens and other City departments to ensure
City development in a manner consistent with policies established by Council. Planning and Development Services
continues to identify and implement opportunities for streamlining processes within the department.
The approved FY20 budget includes one SLA which will promote the City Council’s priorities of good governance,
core services and infrastructure, neighborhood integrity, diverse and growing economy, sustainable city, and
improving mobility.
•The Planning and Development Services Department will acquire Light Detection And Ranging (LiDAR)
technology to generate highly accurate contour elevations which will be used for floodplain management,
designing in-house water-wastewater systems, determining areas for future wastewater services,
identifying building heights, and classifying land coverage; and will have benefits to multiple city
departments and the development community.
In April of FY15, Planning and Development Services migrated to new software called TrakIt. Reporting capabilities for TrakIt differ from reporting
capabilities from the previous software. P&DS prepared estimates based on the capabilities of the new software for the months after the
transition. Estimates may differ slightly from Newsletter totals published on the CS website.
Service Level Adjustments One-Time Recurring Total
LiDAR Technology 100,000$ -$ 100,000$
P&DS SLA Total 100,000$ -$ 100,000$
$-
$100,000,000
$200,000,000
$300,000,000
$400,000,000
$500,000,000
$600,000,000
0
500
1,000
1,500
2,000
2,500
3,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Construction Permits (Calendar Year)
Residential Commercial Other Total Value
70
City of College Station
Planning and Development Services
Department Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Administration 410,957$ 386,936$ 383,787$ 385,266$ 385,266$ -0.43%
Civil Engineering 1,066,879 1,378,921 1,277,844 1,410,450 1,410,450$ 2.29%
Building 616,876 719,400 734,515 734,417 734,417$ 2.09%
Development Coordination 620,893 643,907 646,089 653,166 653,166$ 1.44%
Planning 719,939 1,028,049 997,338 818,572 818,572$ -20.38%
Transportation 108,525 122,347 122,908 126,574 126,574$ 3.45%
Greenways 119,395 122,988 129,944 144,773 144,773$ 17.71%
Geographic Information Systems 77,505 150,159 133,838 161,561 261,561$ 74.19%
TOTAL 3,740,969$ 4,552,707$ 4,426,263$ 4,434,779$ 4,534,779$ -0.39%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 3,301,432$ 3,800,759$ 3,748,918$ 3,878,988$ 3,878,988$ 2.06%
Supplies 42,932 72,994 59,607 61,234 61,234 -16.11%
Maintenance 62,436 66,301 65,988 76,208 76,208 14.94%
Purchased Services 334,169 612,653 551,750 418,349 518,349 -15.39%
Capital Outlay - - - - - N/A
TOTAL 3,740,969$ 4,552,707$ 4,426,263$ 4,434,779$ 4,534,779$ -0.39%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Administration 2.00 2.00 2.00 2.00 0.00%
Civil Engineering 13.00 13.00 13.00 13.00 0.00%
Building 9.00 9.00 9.00 9.00 0.00%
Development Coordination 9.00 9.00 9.00 9.00 0.00%
Planning 9.00 9.00 9.00 9.00 0.00%
Transportation 1.00 1.00 1.00 1.00 0.00%
Greenways 1.00 1.00 1.00 1.00 0.00%
Geographic Info. Services 1.50 1.50 1.50 1.50 0.00%
TOTAL 45.50 45.50 45.50 45.50 0.00%
71
PLANNING & DEVELOPMENT SERVICES STRATEGIC PLAN
I. Mission Statement: The Planning & Development Services Department strives to
promote the health, safety, and welfare of College Station so that it remains a safe and
prosperous community with an emphasis on creating and sustaining places of lasting
value that enrich people’s lives.
We will achieve our mission through: sound management; professional land use,
thoroughfare, and alternative transportation planning; sensible engineering practices
that guide infrastructure design and construction; responsible floodplain management;
project facilitation, including thorough and responsive review and construction
inspections; and assistance in special places, such as neighborhoods, districts, corridors,
and the natural environment, to aid in maintaining their strength, vitality, and integrity.
II.Top 3-5 Departmental Goals for FY20
1.Goal: Development, progression, and retention of a strong, knowledgeable, and
empowered team of highly competent and professional staff.
a.Issue:
•Difficulty recruiting qualified candidates
•Require highly specified skill sets, certification, and licenses
•Large learning curve for new staff (1-2 years across department)
•Need for institutional knowledge within divisions
b.Plan of Action:
•Support continued training/education
•Support licenses and certifications that benefit the employee and the
City
•Support career progression programs
•Develop opportunities for supervisory/management experience(s) for
purposes of professional growth, employee retention, succession
planning, and to fill gaps in service delivery.
c.Strategic Initiative(s): Good Governance
2.Goal: Completion of the Comprehensive Plan 10-Year evaluation and appraisal
process and begin Comprehensive Plan update.
a.Issue:
•Comprehensive Plan calls for a 10-year evaluation and appraisal to
identify successes and shortcomings.
•$167,500 contract approved in FY19 with Planning NEXT for public
engagement and the creation of an Evaluation & Appraisal Report, with
anticipated completion in summer 2020
b.Plan of Action:
•Engage the public through interviews with key stakeholders, public input
work sessions, online input activities, etc.
•Develop alternative land use and transportation scenarios for public
input and discussion
72
PLANNING & DEVELOPMENT SERVICES STRATEGIC PLAN
•Create a 10-Year Evaluation and Appraisal Report that will guide the
update of the Comprehensive Plan.
c.Strategic Initiative(s): Good Governance, Neighborhood Integrity, Diverse &
Growing Economy, Improving Mobility, Sustainable City
3.Goal: Professional project management and facilitation, including quality and
timely review and inspection of the built environment
a.Issue:
•Pro-active facilitation of resolution to development projects ultimately
saves the City and customer time and money
•Coordination of different development projects is complex and customer
needs and projects vary greatly
•Information is not up to date, common in a rapidly growing city
b.Plan of Action:
•Submit an SLA for LiDAR data acquisition for accurate elevation data
•Pro-actively manage development review proposals and projects
through increased communication
•Continue to track development review performance measures
•Explore more efficient processes/technologies for field inspections
•Continue to explore ability of TRAKiT software to improve processes
•Initiate a Small Business Land Development Team to assist with small
business owners and those inexperienced in land development
•Foster communication and relationships in the development community
through a “Building Community Breakfast series”
c.Strategic Initiative(s): Good Governance, Diverse & Growing Economy
4.Goal: Implementation of small area/neighborhood plans and master plans, such as
the Bicycle, Pedestrian, and Greenways Master Plan
a.Issue:
•These plans are created with extensive public input and adopted by City
Council
•Small area/neighborhood plans are action plans with limited lifespans
•Updates to The Bicycle, Pedestrian, and Greenways Master Plan were
recently adopted after a year-long public planning process
•Many implementation actions must be initiated and managed by the City
b.Plan of Action:
•After guidance from the Comprehensive Plan process, request SLAs
and/or capital funds for specific neighborhood/small area plan projects
•Coordinate with CIP and Parks and utilize existing funding sources for
exploration, design, and/or construction of bicycle, pedestrian, and
greenways projects
•Explore resources for future implementation of identified master plan
projects and programs
c.Strategic Initiative(s): Good Governance, Core Services & Infrastructure,
Neighborhood Integrity, Improving Mobility, Sustainable City
73
PLANNING & DEVELOPMENT SERVICES STRATEGIC PLAN
5.Goal: Successful management of and collaboration on special initiatives
a.Issue:
•Ongoing coordination/collaboration in community-wide programs such
as Metropolitan Planning Organization (MPO), Keep Brazos Beautiful
(KBB)
•Projects and programs requested by elected and appointed bodies
•Programs/reporting required by State and Federal mandates
b.Plan of Action:
•Remain engaged and participate in the MPO’s 2045 Metropolitan
Transportation Plan
•Continue initiatives identified in P&Z Plan of Work, including
streamlining of UDO
•Coordinate Census 2020 activities as official City point of contact
•Monitor and report in compliance with MS4 permit requirements
c.Strategic Initiative(s): Good Governance, Core Services & Infrastructure,
Improving Mobility, Sustainable City
III.Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government through
development of seven strategic goals: I-Good Governance, II-Financial Sustainability, III-Core
Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse and Growing Economy, VI-
Improving Mobility, VII–Sustainable City. Each KPI listed below corresponds to at least one of
the seven goals set by the City Council.
*Wellborn, South Side, South Knoll, Medical District, BPG
City Council Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
IV-Neighborhood
Integrity
Number of neighborhood, and
master plans being implemented 6 6 5*
III-Core Services
and Infrastructure
Number of building permits
issued 2,567 6,801 2,328
III-Core Services
and Infrastructure
Number of inspections performed
by Building Inspectors 16,993 15,018 15,940
III-Core Services
and Infrastructure
Number of development projects
submitted (Planning) 137 273 131
II-Financial
Sustainability
Projected Department annual
expenditures at or below annual
budget
Yes Yes Yes
III-Core Services
and Infrastructure
Value of building construction
permits issued $281 Million $386.2 Million $260 Million
III-Core Services
and Infrastructure
Value of projects reviewed by
Engineering $25 Million $20.2 Million $25 Million
III-Core Services
and Infrastructure
Value of projects inspected by
Engineering Inspectors $74 Million $69 Million $65 Million
74
INFORMATION TECHNOLOGY
CITY OF COLLEGE STATION
City Manager
Assistant City
Manager
Chief Information
Officer
Enterprise
Technology PMO
Assistant IT
Director
GIS Coordinator
GIS Technician
GIS Intern
Business Systems
Manager
Systems Analyst
DBA
Technology
Services
Coordinator
Technology
Services Specialists
Service Desk
Supervisor
Service Desk Rep
Communications
Services
Coordinator
Senior
Communications
Technician
Communications
Technicians
Cyber Security
Officer
Network Analysts
Network Admin
Tech Admin
Support Specialist
Mail
75
Information Technology Department
Information Technology (IT) implements and maintains the technology and computer based information systems
used by all City Departments. The department includes IT Administration, Project Management, Technology
Services, Business Systems, Network Services, Geographic Information Services (GIS), E-Government, Mail, and
Communication Services. In FY20 money previously budgeted in the IT Department will be used to create an IT
Replacement Fund. For further information, please see the IT Replacement Fund.
Information Technology submitted two SLAs that have been approved for FY20:
•To further protect the City from cyber threats an SLA has been approved to engage a vendor to set up a
Security Operations Center (SOC). This service is more efficient than attempting to manage security
operations in house, which would require at least two full time employees. The SOC will allow the City to
engage experts to monitor security practices and protect City resources.
•The City’s IT infrastructure requires constant maintenance and upgrades. To respond to the situation
while maintaining a lean and efficient staff the IT Department is requesting staff augmentation. This will
allow the City to utilize contractors with a high level of specialized knowledge for specific tasks while full
time staff continues their day-to-day operations.
Service Level Adjustments One-Time Recurring Total Security Operation Center (SOC) - 90,000 90,000
Staff Augmentation 50,000 - 50,000
Information Technology SLA Total $ 230,000 $ 150,000 $ 140,000
In addition to the SLAs funded through the General Fund the IT Department also has two SLAs which have been
approved to be funded through debt:
•Upgrade the City’s Firewall protection. The City’s firewall serves as the main line of defense against cyber-
attacks, malware, and viruses. As the threat of these attacks against municipalities has increased in recent
years, this upgrade will help protect the City.
•Replacement of Retain software. Due to Open Records legislation, the City must be able to retain emails
sent and received through City email accounts. The City’s current system of retention does not allow
indexing or search functions, greatly increasing the amount of time staff must spend responding to open
records requests. This SLA will replace the current system with a more efficient system.
15%
85%
FY19 Help Desk Tickets Resolved
Unresolved Tickets Resolved Tickets
76
City of College Station
Information Technology
Department Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Information Technology Administration 483,989$ 815,330$ 735,725$ 715,062$ 765,062$ -6.17%
Project Management - - - 135,449 135,449 N/A
E-Government 54,222 8,590 5,647 8,470 98,470 1046.33%
Geographic Information Services 205,236 232,198 209,953 243,988 243,988 5.08%
Mail 94,781 107,700 107,688 112,214 112,214 4.19%
Technology Services 640,700 870,017 844,183 641,073 641,073 -26.31%
Business Services 1,608,246 2,549,110 2,729,998 2,678,230 2,678,230 0.00%
Network Services 487,112 604,147 509,777 545,416 545,416 0.00%
Communication Services 930,582 819,371 800,034 845,720 845,720 3.22%
TOTAL 4,504,868$ 6,006,463$ 5,943,005$ 5,925,622$ 6,065,622$ 0.98%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 2,492,244$ 2,830,530$ 2,783,459$ 2,974,714$ 2,974,714$ 5.09%
Supplies 405,011 505,277 474,478 152,430 152,430 -69.83%
Maintenance 899,719 1,846,051 1,938,340 1,903,839 1,903,839 3.13%
Purchased Services 691,911 835,597 746,728 874,639 1,014,639 21.43%
Capital Outlay 15,983 (10,992) - 20,000 20,000 -281.95%
TOTAL 4,504,868$ 6,006,463$ 5,943,005$ 5,925,622$ 6,065,622$ 0.98%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Information Technology Administration 3.00 5.00 5.00 5.00 0.00%
E-Government 1.00 - - - N/A
Geographic Information Services 2.25 2.25 2.25 2.25 0.00%
Mail 1.25 1.25 1.25 1.25 0.00%
Technology Services 9.00 8.00 8.00 8.00 0.00%
Business Services 7.00 7.00 7.00 7.00 0.00%
Network Services 3.00 3.00 3.00 3.00 0.00%
Communication Services 5.00 5.00 5.00 5.00 0.00%
TOTAL 31.50 31.50 31.50 31.50 0.00%
77
INFORMATION TECHNOLOGY DEPARTMENT STRATEGIC PLAN
I. Mission Statement
The City of College Station’s Information Technology department’s mission is to provide
effective and innovative technology solutions that support the City of College Station’s
mission and services. We strive to deliver lasting results through service management,
collaboration, data analytics, innovation, and technology enablement.
II. Top 3-5 Departmental Goals for FY20
1. Goal: Protect and Enhance City’s Cyber Security State
a. Issue: Cyber Security has become core business value across the City. Since
the launch of the Cyber Security Program in FY 19, several gaps have been
identified. These gaps should be addresses as soon as possible.
b. Plan of Action: The SLAs Firewall Refresh & Security Operating Center are
submitted to address the issue
c. Strategic Initiative(s): Core Services & Infrastructure, Financial
Sustainability, Sustainable City and Good Governance
2. Goal: Technology Anytime Anywhere for City Employees
a. Issue: With the technology becoming more and more user friendly and
accessible, City’s processes and technology roadmap needs transformation
to support the employee requests for ease in accessibility while keeping City
assets safe
b. Plan of Action: Office 365 project is in progress and SLA for Paperless
Processes Phase I is submitted to support the goal
c. Strategic Initiative(s): Good Governance, Core Services and Infrastructure
and Sustainable City
3. Goal: Strategic Partnership and Service Delivery
a. Issue: There are several roadblocks in IT Department providing Service
Delivery efficiently, some of the factors include – lack of resources to
address the increasing demand of IT support City wide.
b. Plan of Action: Staff Augmentation, Business Analyst, Replacement of Retain
c. Strategic Initiative(s): Good Governance, Core Service and Infrastructure
4. Goal: Innovate and Enhance City Processes
a. Issue: City’s internal processes can be made efficient by going digital. This is
expected to save time and money for the City. Including near real time data
in City’s decision making process will support City wide saving, make City
Operations Transparent and support inter department collaboration
b. Plan of Action: Paperless Processes, Hackathon and Datalake Platform
c. Strategic Initiative(s): Sustainable City, Good Governance and Financial
Sustainability
78
INFORMATION TECHNOLOGY DEPARTMENT STRATEGIC PLAN
III.Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government
through development of seven strategic goals: I-Good Governance, II-Financial
Sustainability, III-Core Services and Infrastructure, IV-Neighborhood Integrity, V -Diverse
and Growing Economy, VI-Improving Mobility, VII–Sustainable City. Each KPI listed below
corresponds to at least one of the seven goals set by the City Council.
City Council Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
III -Core Services
& Infrastructure
Critical System Up-time at or above
99.9% (excel planned downtime) 99.95% 99.98% 99.9%
I-Good
Governance
Meet all approved goals set for the
fiscal year N/A 100% 100%
I-Good
Governance
Resolve Incidents and Service
Requests within Service Level
Agreements
85% 90% 95%
I-Good
Governance
Tech Plan annually aligned with
Council Strategic Plan 100% 100% 100%
79
80
FISCAL SERVICES
CITY OF COLLEGE STATION
City Manager
Assistant
City Manager / CFO
Director of Fiscal
Services
Purchasing
Manager
Purchasing &
Contracts
Municipal Court
Administrator
Court Operations
Budget Manager
Budget
Operations
Assistant Finance
Director
Accounting Operations
Manager
Financial
Reporting
Payroll
Accounts Payable
Accounts
Receivable
Financial Systems
Manager
Utility Customer
Service Manager
Billing /
Collections
81
Fiscal Services Department
The Fiscal Services Department provides fiscal administration, accounting operations, treasury, purchasing,
budgeting, and financial reporting services to the City. This department also oversees the operations of the
Municipal Court and Utility Customer Service.
Treasury handles cash and debt issues for the City while ensuring all funds are prudently invested. The Accounting
Operation Division and Purchasing Division work closely together to ensure that purchases are properly made
and recorded. Financial Reporting prepares reporting that goes to third parties based on the actual revenue and
expenses incurred and coordinates the annual audit. Budget prepares the annual budget and monitors
performance against budget during the year. Municipal Court collects fines and fees for the City while providing
the City with administration for cases filed for enforcement of Class C misdemeanors. Utility Customer Service
bills and collects all utility charges for electricity, water, sewer, drainage, and solid waste including connections
and disconnections. Budget for Utility Customer Service is included in a separate fund discussed elsewhere in this
document.
The Approved FY20 Fiscal Services Budget includes two SLAs:
• Municipal Court will be utilizing temporary assistance to implement a software upgrade. During the
implementation it will be important for the department’s regular staff to receive training without
disrupting service to the citizens. In order to accomplish this, temporary staff will be brought in to cover
the front-of-house operations while regular staff is being trained.
• Municipal Court will move from physical servers to virtual servers to more easily and reliably back-up data,
to reduce risk of destruction through fire or other disaster, and to reduce energy costs.
Service Level Adjustments One-Time Recurring Total
Municipal Court - Temporary Assistance 131,000$ -$ 131,000$
Municipal Court - Virtual Servers - 62,000 62,000
Fiscal Services SLA Total 131,000$ 62,000$ 193,000$
City of College Station
Court Statistics
(by Quarter: March 2019 through May 2019)
Collection rate:$140.17 per case to the City
$191.05 per case total
Cases disposed/cases filed:5,584 cases disposed, 5,105 cases filed
Number of search warrants issued:60
Email decisions to arraingements:393 email decisions versus 3 adult arraignments
Number of repeat offenses:Disorderly Conduct (1), Minor in Possession (5), Theft
Number of non-appearances by Juveniles and Parents:1
Length of time:
Days from offense date to bench trial date:98
Days from offense date to jury trial date:89
Average age of cases disposed (in days):19.04
Community Living Class Participants (2019 year to date):464 defendants
82
City of College Station
Fiscal Services
Department Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Fiscal Administration 406,073$ 481,698$ 439,368$ 2,741,434$ 2,741,434$ 469.12%
Accounting / Treasury Operations 1,195,468 1,300,491 1,181,299 - - -100.00%
Purchasing 435,303 468,176 509,868 - - -100.00%
Budget 447,592 523,231 407,625 - - -100.00%
Municipal Court 1,244,536 1,281,408 1,324,634 1,323,181 1,516,181 18.32%
Judiciary 218,859 226,138 231,581 232,679 232,679 2.89%
TOTAL 3,947,830$ 4,281,142$ 4,094,375$ 4,297,294$ 4,490,294$ 4.89%
EXPENDITURES BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 3,454,787$ 3,658,012$ 3,558,335$ 3,740,518$ 3,740,518$ 2.26%
Supplies 42,117 39,287 35,724 39,155 39,155 -0.34%
Maintenance 6,104 6,614 6,481 7,078 69,078 944.42%
Purchased Services 444,822 547,529 464,135 495,543 626,543 14.43%
Capital Outlay - 29,700 29,700 15,000 15,000 -49.49%
TOTAL 3,947,830$ 4,281,142$ 4,094,375$ 4,297,294$ 4,490,294$ 4.89%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Fiscal Administration 3.00 3.00 3.00 3.00 0.00%
Accounting / Treasury Operations 14.00 14.00 14.00 14.00 0.00%
Purchasing 5.00 5.00 5.00 5.00 0.00%
Budget 5.00 5.00 5.00 5.00 0.00%
Municipal Court 17.50 17.50 17.75 17.75 1.43%
Judiciary 1.50 1.50 1.50 1.50 0.00%
TOTAL 46.00 46.00 46.25 46.25 0.54%
83
FISCAL SERVICES DEPARTMENT STRATEGIC PLAN
I. Mission Statement
The Fiscal Services Department provides effective and efficient financial management
services to internal and external customers. We promote and support fiscal responsibility
through education and training, asset protection, accurate record keeping and reporting,
quality purchasing practices and sound cash management through short and long range
budget, financial and strategic planning.
II. Top 3-5 Departmental Goals for FY20
1. Goal: Finance will promote financial sustainability of the City and provide a standard
of excellence by providing timely and accurate financial information.
a. Issue: The City’s Equipment Replacement Fund is a savings account for future
substantial equipment purchases, like police cars and fire trucks that require
replacement out of operating funds. To ensure financial viability, specific
assets and the amount saved for those assets should be identified at a detail
level.
b. Plan of Action: Finance will plan and implement a special project related to
specifically identifying assets by department and fund and reconcile the
amount saved in the fund to the specific assets identified.
c. Strategic Initiative(s): Good Governance, Financially Sustainable City, Core
Services and Infrastructure
2. Goal: Finance will promote financial sustainability of the City and provide a standard
of excellence by providing timely and accurate financial information.
a. Issue: GASB Statement No. 87, Leases, is a new significant standard that will
change the definition of a lease. It is based on the principle that a
lease finances the right to use an underlying asset. The standard requires that
the City re-examine a number of agreements to determine compliance with
the new standard.
b. Plan of Action: Finance will plan and implement a special project related to
specifically identifying possible leases by department and fund determine
compliance under the new standard.
c. Strategic Initiative(s): Good Governance, Financially Sustainable City, Core
Services and Infrastructure
3. Goal: Utility Customer Service will provide timely services including providing
accurate billing and efficient collection services for electric, water, sewer, sanitation
and drainage and roadway maintenance fees.
a. Issue: The billing and collection software used by the department is
significantly outdated and no longer supported by the vendor. A software
upgrade is necessary to meet the strategic goal of the department.
b. Plan of Action: Utility Customer Service will investigate, propose and begin
implementation on a new utility billing and collection module that integrates
with the financial ERP system.
84
FISCAL SERVICES DEPARTMENT STRATEGIC PLAN
c.Strategic Initiative(s): Good Governance, Financially Sustainable City, Core
Services and Infrastructure
4.Goal: Municipal Court will ensure compliance with all federal and state laws and local
ordinances while providing efficient, uniform and fair administration of Court
business
a.Issue: The court processing software for all cases is significantly outdated and
no longer supported by the vendor. A software upgrade is necessary to meet
the strategic goal of the department.
b.Plan of Action: Municipal Court will investigate, propose and begin
implementation on a new court processing software to modernize and
improve court processing for citizens.
c.Strategic Initiative(s): Good Governance, Financially Sustainable City, Core
Services and Infrastructure
III.Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government through
development of seven strategic goals: I-Good Governance, II-Financial Sustainability, III-Core
Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse and Growing Economy, VI-
Improving Mobility, VII–Sustainable City. Each KPI listed below corresponds to at least one of
the seven goals set by the City Council.
City Council
Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
I-Good
Governance
Number of Municipal Court cases
disposed by payment, deferred
disposition or judicial hearing
19,320 22,374 22,148 est.
I-Good
Governance Municipal Court case disposition rate. 114% 103% 105%
II-Financial
Sustainability
Receipt of Certificate of Excellence in
Financial Reporting, Budget Presentation
and Public Procurement.
Received 3
out of 5
eligible stars
Not yet
applies for
FY19
Receive 3 of
5 eligible
stars
II-Financial
Sustainability
Percent of City’s total expenditures
handled through Fiscal Services with
quotes, bids or proposals obtained
whenever feasible.
95.00% 97.00% 97.00%
II-Financial
Sustainability
Yield to Maturity on Investment Portfolio
equal or greater than US Treasury Bill /
Note.
COCS =
1.871%
Tbill = 1.737%
(FY18
Average
Yields)
COCS =
2.522%
Tbill =
2.301%
(FY19
Average
Yields)
To maintain
a 20 basis
point
premium to
Tbill rates
III-Core
Services and
Infrastructure
Utility Customer Service – Percent of
Utility payments processed by electronic
means (EFT, automated check, website)
70% 73% 73%
85
86
GENERAL GOVERNMENT
CITY OF COLLEGE STATION
City Council
Internal Auditor City Manager's Office
Public Communications
&
Marketing
Human Resources
Community Services
Economic Development
City Secretary Legal
87
General Government Department
The General Government Department includes many of the administrative functions of the City.
• The Mayor and Council Division accounts for expenditures related to Council functions such as
education, travel, and training. The majority of the increase from the FY19 Year End Estimate is
due to charitable funding of $25,000 was moved from the Hotel Tax Fund to the General Fund for
FY20.
• The City Secretary is responsible for elections, records management,
records preservation, Vitals, City Council support and other activities.
• The City Manager is responsible for the day-to-day operations of the
City, making recommendations to the City Council, and providing short and long-term direction to
the organization.
• The Internal Audit Division conducts independent financial and
performance audits to assure that a high degree of public
accountability is maintained.
• The Neighborhood Services Division maintains collaborative partnerships among neighborhoods,
partner jurisdictions, community organizations, and the City. In FY19, the Neighborhood Services
Division was moved from the Public Communication Division to the City Manager Division.
• The Economic Development Division works closely with the City Manager’s Office to provide
guidance for retail planning and development of incentive programs to encourage businesses to
locate within the City of College Station.
• The Legal Division provides legal services and support to City
Council and City staff, including legal advice, land acquisition,
contract writing, and litigation.
• The Community Services Division is responsible for Community Services Administration,
Community Development, Code Enforcement and the Northgate District Management functions.
Community Services staff seek to deliver high-quality programs, services, and facilities to enrich
the lives of individuals and families in College Station.
• The Public Communications Division is responsible for marketing the City’s
services in creative, innovative ways that appeal to the needs of its citizens
and keeping everyone informed, involved, and up-to-date on the work of
the City government.
• The Human Resources Division consists of Human Resources and Risk Management (which is
funded by the Insurance Funds). The Human Resources Division is responsible for the strategy and
implementation of all HR-related functions including recruiting, hiring, training & development;
employee engagement; overseeing the compensation and benefits programs; and providing
support for employee relations, safety, and related policy interpretations. The Risk Management
function seeks to limit the exposure of the City to physical and financial losses through programs
that include managing property casualty claims and worker safety programs.
28,276
Court cases disposed with a
conviction or deferred adjudication
930
Open Records Requests
Completed
139,000
Blog views shared
51
Audit recommendations
implemented
88
The following Service Level Adjustments are approved for General Government divisions which, resulting
in an increase of $86,024 for the FY20 budget year.
Approved Service Level Adjustments One-Time Recurring Total
Internal Auditor Consultant to Aid in Automating Select Audit Processes $ - $ 20,000 $ 20,000
Economic
Development Economic Development Coordinator - 60,900 60,900
Community Services Code Violation Enforcement Abatement - 5,000 5,000
Community Services Transfer 50% of Code Enforcement Officer to CD from GF - (27,831) (27,831)
Human Resources Temporary Labor for ICE Project Implementation 27,955 - 27,955
Total General Government $ 27,955 $ 58,069 $ 86,024
•The approved SLA for Internal Audit will be used to hire a consultant to aid in the implementation
of a continuous auditing program which will be used to reduce scope limitations and to perform
auditing activities such as control and risk assessments to provide better assurance that the risk
of fraud, waste, and abuse is appropriately mitigated.
•The approved Economic Development Coordinator position will oversee Economic Development
Administration compliance monitoring, research and benchmarking, commercial real estate, real
estate broker contacts, retail recruitment and related contract management, retail
redevelopment activities, website marketing, Chamber of Commerce liaison efforts, and
economic development related reviews through Planning & Development Services.
•Additional funding is approved to allow Code Enforcement the ability to hire contractors to
perform abatement actions. As the population in College Station grows, increased abatement
action has been required to maintain neighborhoods and commercial areas to the standards
expected by City Council and the citizens of College Station.
•The second Community Services SLA that has been approved will reduce the General Fund
expenses by 50% of a Code Enforcement Officer’s salary and benefits. This position has been
funded 50% from General Funds and 50% from CDBG, but will be funded 100% with CDBG funds
for FY20.
•The approved SLA for the Human Resources Department is for continued support in the
implementation of Munis system modules and electronic solutions necessary to provide
organizational efficiencies and an improved employee experience. The temporary staffing will
provide support during the transition to electronic employee records.
89
City of College Station
General Government
Department Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Mayor & Council 42,905$ 70,649$ 78,282$ 92,131$ 92,131$ 30.41%
City Secretary’s Office 472,901 532,534 541,304 580,300 580,300 8.97%
Internal Auditor 237,985 236,809 213,449 244,793 264,793 11.82%
City Manager/Neighborhood Svcs 1,322,969 1,632,106 1,407,532 1,592,623 1,592,623 -2.42%
Economic Development 370,425 465,017 386,701 451,611 512,511 10.21%
Legal 1,218,783 1,345,383 1,323,095 1,382,814 1,382,814 2.78%
Public Comm 854,379 848,835 843,034 841,992 841,992 -0.81%
Community Services 775,739 987,063 972,815 824,833 802,002 -18.75%
Human Resources 947,513 1,095,729 1,071,112 1,086,054 1,114,009 1.67%
TOTAL 6,243,599$ 7,214,125$ 6,837,324$ 7,097,151$ 7,183,175$ -0.43%
EXPENDITURES BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 5,474,114$ 5,916,650$ 5,567,599$ 6,046,024$ 6,106,798$ 3.21%
Supplies 133,491 179,211 177,484 194,187 194,287 8.41%
Maintenance 14,228 11,963 39,988 15,911 15,911 33.00%
Purchased Services 615,960 1,106,301 1,052,253 841,029 866,179 -21.70%
Capital Outlay 5,806 - - - - N/A
TOTAL 6,243,599$ 7,214,125$ 6,837,324$ 7,097,151$ 7,183,175$ -0.43%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Mayor & Council - - - - N/A
City Secretary’s Office 5.50 5.50 5.50 5.50 0.00%
Internal Auditor 2.00 2.00 2.00 2.00 0.00%
City Manager’s Office 7.00 9.00 9.00 9.00 0.00%
Economic Development 2.00 2.00 2.00 3.00 50.00%
Legal 10.00 11.25 11.25 11.25 0.00%
Public Communications 8.00 7.00 7.00 7.00 0.00%
Community Services 8.50 8.50 8.50 8.00 -5.88%
Human Resources 9.00 9.00 9.00 9.00 0.00%
TOTAL 52.00 54.25 54.25 54.75 0.92%
90
CITY SECRETARY’S OFFICE STRATEGIC PLAN
I. Mission Statement
Our mission is to support, facilitate, and strengthen the City of College Station legislative
process; maintain the integrity of the election process; and to exceed customer
expectations through increased interaction, expanded services, technological
improvements and continuous learning.
II. Top 3-5 Departmental Goals for FY20
a. Goal: Implement New Agenda Management and Living Streaming Software
a. Issue: The City’s current agenda management software is costly and comes
with less features than many current products of its type. The City’s public
meeting streaming provider is costly and comes with less features than the
markets current offerings.
b. Plan of Action: Investigate and compare software offerings. Evaluate,
demonstrate, contract, design, coordinate, implement, train staff liaisons,
and monitor.
c. Strategic Initiative(s): Good Governance
b. Goal: Electronic Signatures on Contracts to minimize storage.
a. Issue: Electronic Signatures on Contracts due to limited storage.
b. Plan of Action: Evaluate city policies and processes, making necessary changes
to implement. Write necessary language into our policies, cooperatively
design processes for different contracts, implement, monitor and adjust
practices for efficiency and assurance.
c. Strategic Initiative(s): Good Governance
c. Goal: Complete all departmental retention schedules, along with inventorying
/converting/destruction of microfilm and microfiche records in storage for retention.
a. Issue: 50% of departmental records consist of duplication of records, with
continue training of records this will be corrected. Storage facility inventory
of Microfilm/Microfiche.
b. Plan of Action: Reduce the percentage of duplication or records along with
coordinate with vendor to convert media to .tiff or .pdf, or complete
retention.
c. Strategic Initiative(s): Good Governance
d. Goal: Implement and perform the vital statistics duties in the new vital registration
system.
a. Issue: Create a Vital Statistics Policy Manual and Update the Desk Manuel to
coincide with the implementation of the new TxEVER System.
b. Plan of Action: Adequately train staff on the new processes.
91
CITY SECRETARY’S OFFICE STRATEGIC PLAN
c. Strategic Initiative(s): Core Services and Infrastructure
e. Goal: Project HOLD
a. Issue: Community Visibility and Outreach
b. Plan of Action: Update Project HOLD flyers and share with the CS community.
Do more community events and talk about Project HOLD and sign people up
to share personal memorabilia. (ii) Complete the College Station Growth Oral
History initiative & transcribe interviews conducted in late 2018/early 2019
c. Strategic Initiative(s): Good Governance
III. Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government
through development of seven strategic goals: I-Good Governance, II-Financial
Sustainability, III-Core Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse
and Growing Economy, VI-Improving Mobility, VII–Sustainable City. Each KPI listed below
corresponds to at least one of the seven goals set by the City Council.
City Council Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
I-Good
Governance
% of deficient department requests for
destruction of records which have met their
retention
10% 5% 5%
III-Core Services
and
Infrastructure
% of time Death certificates are provided within
1 day of request 100% 100% 100%
III-Core Services
and
Infrastructure
% of time Abstracts of Death are provided no
later than the 10th of the month 100% 100% 100%
III-Core Services
and
Infrastructure
% of time maintain less than 1% of errors with
Vitals 100% 99% 100%
I-Good
Governance
% of time agenda packets ready for Council the
Friday before the meeting 100% 100% 100%
I-Good
Governance
% of time draft minutes are submitted for
Council review with one business day of the
meeting
100% 100% 100%
I-Good
Governance
% of time City records are scanned and indexed
into Laser fiche within two days of receipt 100% 99% 100%
I-Good
Governance
% of time open records requests are responded
to within 10 days 100% 100% 100%
92
INTERNAL AUDIT STRATEGIC PLAN
I. Mission Statement
Provide an independent, objective audit and attestation activity designed to add value
and improve city operations.
II. Top 3-5 Departmental Goals for FY20
1. Goal: Implement a citywide fraud response plan
a. Issue: When a potential fraud is discovered, the City must have a consistent
process for responding to the fraud in order to best mitigate the risks
associated with the fraud.
b. Plan of Action: Coordinate with key individuals in the Police Department,
Legal, Human Resources, and the City Manager’s Office to develop a
comprehensive fraud response strategy. Seek input from department
directors during management team meeting. Coordinate with Human
Resources to formulate a plan for citywide fraud awareness training to
educate the workforce on how to effectively identify fraud and the proper
procedures to respond to a suspected fraud.
c. Strategic Initiative(s): Good Governance
2. Goal: Develop automated audit testing procedures for key financial controls
a. Issue: As the City's staff, population, and expenditures grows, the City's risk
exposure also increases. Leveraging big data and automating audit tests in
common risk areas will provide better audit coverage at lower resource cost.
Therefore, the need for future staffing increases will be alleviated.
b. Plan of Action: Identify key controls to be routinely tested based on COSO
documentation. Utilize specialized auditing software to perform and
schedule automated testing on a periodic basis. Based on exception results,
identify risk indicators so limited scope audits can be efficiently conducted.
c. Strategic Initiative(s): Good Governance, Financially Sustainable City
3. Goal: Develop and complete the FY20 Annual Audit Plan
a. Issue: An audit plan is prepared each year to serve as a guide to allocate
scarce audit resources to areas that will most benefit the City.
b. Plan of Action: In developing the annual audit plan, the City Internal Auditor
identifies potential audit topics based on the following factors: (1) assessing
financial and performance risks, (2) reviewing the financial auditors’ results,
and (3) determining the feasibility of audit topics and the availability of
resources.
c. Strategic Initiative(s): Good Governance
93
INTERNAL AUDIT STRATEGIC PLAN
III. Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government
through development of seven strategic goals: I-Good Governance, II-Financial
Sustainability, III-Core Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse
and Growing Economy, VI-Improving Mobility, VII-Sustainable City. Each KPI listed
below corresponds to at least one of the seven goals set by the City Council.
City
Council
Goal
Measure 2018
Actuals
2019
Actuals
2020
Goals
I-Good
Governance GAGAS Compliance Rate 99% 100% 100%
I-Good
Governance Number of Recommendations 44 17 11
I-Good
Governance Implementation Rate 100% 88% 100%
94
CITY MANAGER’S OFFICE STRATEGIC PLAN
I. Mission Statement
The City Manager’s Office is responsible for implementing City Council policy, managing
relations with City Council members, executive leadership of City Departments, and the
overall administration of all City activities.
II.Top 3-5 Departmental Goals for FY20
1.Goal: Support organizational culture and leadership
a.Issue: Maintain a qualified and motivated professional staff
b.Plan of Action: Review City’s vision, mission, and core values
Promote leadership development program among staff
Enhancing recruiting/retention programs
c.Strategic Initiative(s): Good Governance
2.Goal: Promote community and economic development through strategic
partnerships
a.Issue: Continue to develop a diverse and growing economy
b.Plan of Action: Adjust to a dynamic environment and growth of the city
Meet regularly with local and regional partners
Leveraging resources
c.Strategic Initiative(s): Sustainable City, Diverse and Growing Economy,
Financial Sustainability
3.Goal: Lead the FY20 Operating and Capital Improvement Program (CIP) Schedule
a.Issue: Addressing core services and infrastructure
b.Plan of Action: Provide support to ensure timely delivery of capital
improvements
c.Strategic Initiative(s): Core Services and Infrastructure, Improving Mobility
4.Goal: Enhance relations with City Council and citizens
a.Issue: Engender effective communication among City staff, elected officials,
and the general public
b. Plan of Action: Provide recommendations and implement policy supported
by City Council
Engage with the citizenry
c.Strategic Initiative(s): Good Governance
95
CITY MANAGER’S OFFICE STRATEGIC PLAN
III. Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government
through development of seven strategic goals: I-Good Governance, II-Financial
Sustainability, III-Core Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse
and Growing Economy, VI-Improving Mobility, VII–Sustainable City. Each KPI listed below
corresponds to at least one of the seven goals set by the City Council.
City Council Goal Measure 2018
Actuals
2019
Actuals*
2020
Goals
I-Good Governance Implement new leadership
strategy N/A N/A Yes
I-Good Governance Meetings held with governmental
and community partners N/A N/A 12
I-Good Governance Acknowledge Council inquiries
within one business day N/A N/A 100%
I-Good Governance Acknowledge citizen inquiries
within one business day N/A N/A 100%
II-Financial Stability
III-Core Services and
Infrastructure
Implement new focus on capital
projects N/A N/A Yes
IV-Neighborhood
Integrity
Enhance services to neighborhood
organizations N/A N/A Yes
*During the formulation of the FY20 CMO Strategic Plan, the FY19 KPIs were reviewed and
ultimately removed and replaced to more align with the vision outlined through the budget
process. Therefore, there are no FY19 Actuals for these new KPIs.
96
ECONOMIC DEVELOPMENT STRATEGIC PLAN
I. Mission Statement
The Economic Development department will lead efforts to promote a diversified
economy generating quality, stable, full-time jobs; bolstering the sales and property tax
base; and contributing to a high quality of life.
II. Top 3-5 Departmental Goals for FY20
1. Goal: Execute a comprehensive and proactive economic development program.
a. Issue: Local economy lacks diversity with the majority of primary jobs in the
education, government and service industries that traditionally have lower
wages.
b. Plan of Action: Improve diversity of primary employment opportunities.
c. Strategic Initiative(s): Sustainable City, Diverse Growing Economy
2. Goal: Implement a retail recruitment and expansion strategy to grow the local sales
tax base.
a. Issue: Improve revenue from local taxable sales.
b. Plan of Action: Identify gaps in the local market, target retailers to fill those
gaps and actively recruit specific retailers to College Station.
c. Strategic Initiative(s): Sustainable City, Diverse Growing Economy
3. Goal: Develop and implement an industrial and manufacturing recruitment
strategy to capitalize on the commercialization efforts of Texas A&M University.
a. Issue: Local economy lacks diversity with the majority of primary jobs in the
public sector. Private Research and development of
b. Plan of Action: Work directly with Texas A&M University to recruit private
investment and corporate presence in College Station.
c. Strategic Initiative(s): Sustainable City, Diverse Growing Economy
4. Goal: Provide and market site solutions for new primary job growth.
a. Issue: Improve the availability of site-ready locations for new commercial,
industrial and manufacturing facilities.
b. Plan of Action: Implement the Midtown Master Plan and market local site
solutions for new primary job growth.
c. Strategic Initiative(s): Sustainable City, Diverse Growing Economy
5. Goal: Support and stimulate local tourism efforts through the sports,
entertainment and hospitality markets.
a. Issue: There is a local need to improve corporate tourism events and market
College Station as a place to do business.
b. Plan of Action: Expand local destination marketing efforts to include
presenting College Station as a place to do business.
III. Strategic Initiative(s): Sustainable City, Diverse Growing Economy
97
ECONOMIC DEVELOPMENT STRATEGIC PLAN
IV. Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government
through development of seven strategic goals: I-Good Governance, II-Financial
Sustainability, III-Core Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse
and Growing Economy, VI-Improving Mobility, VII–Sustainable City. Each KPI listed
below corresponds to at least one of the seven goals set by the City Council.
City Council Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
V-Diverse and Growing
Economy
Number of fast-tracked projects 3 2 4
V-Diverse and Growing
Economy
Direct recruitment of retailers to
CS
30 27
25
I-Good Governance ED Plan Implementation Projects 4 3 4
V-Diverse and Growing
Economy
Direct recruitment of industry 15 17 15
V-Diverse and Growing
Economy
Target industry client recruitment
with TAMUS
3 3 3
98
LEGAL DEPARTMENT STRATEGIC PLAN
I. Mission Statement
With the highest level of integrity, the City Attorney’s Office seeks to provide quality municipal legal
services to the City and its elected and appointed officials and employees to assist the City with
accomplishing its goals and serving the community effectively.
II. Top 3-5 Departmental Goals for FY20
1. Goal: Meet increasing departmental demands for legal services
a. Issue: Increased requests for legal services from City staff
b. Plan of Action: Continue to evaluate and adjust legal resources provided to
departments to the degree funding and office space is available
c. Strategic Initiative(s): Good governance
2. Goal: Manage internal workloads efficiently
a. Issue: Increased legal work resulting in a need to move to a more paperless
practice
b. Plan of Action: (a) Implement upgrades to Citylaw case management system
(b) Work with IT to identify and IT interface for Citylaw support
c. Strategic Initiative(s): (a) Good governance (b) Financially sustainable city
3. Goal: Identify need and train departments re: legal processes and procedures
a. Issue: City growth leading to diminished institutional knowledge of city practices
and processes
b. Plan of Action: Initiate training with department partners in contracts, open
records, and easements
c. Strategic Initiative(s): Good governance
4. Goal: Develop and retain capable legal team members
a. Issue: Increased complexity of city business and municipal law
b. Plan of Action: Continue individualized training plan for each legal team member
and allocate sufficient funds for training
c. Strategic Initiative(s): Good governance
99
LEGAL DEPARTMENT STRATEGIC PLAN
III. Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government
through development of seven strategic goals: I-Good Governance, II-Financial Sustainability,
III-Core Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse and Growing
Economy, VI-Improving Mobility, VII–Sustainable City. Each KPI listed below corresponds to
at least one of the seven goals set by the City Council.
City Council Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
III-Core Services and
Infrastructure
Number of requests for other legal
services
177 78* 180
III-Core Services and
Infrastructure
Number of open records requests
handled
1123 1190 1200
I-Good Governance Number of hours of continuing legal
education
63 126 110
III-Core Services and
Infrastructure
Number of public meetings served 73 75 75
III-Core Services and
Infrastructure
Number of AG rulings related to open
records requests
277 385 280
III-Core Services and
Infrastructure
Number of trials held in municipal court 63 40 60
III-Core Services and
Infrastructure
Number of cases resolved without trial
(plea agreements, dismissals) 851 1025 961
III-Core Services and
Infrastructure Number of claims/lawsuits resolved 4 6 4
III-Core Services and
Infrastructure Number of easements prepared 113 103 100
III-Core Services and
Infrastructure
Number of real estate contracts
prepared 18 10 30
III-Core Services and
Infrastructure
Number of contracts prepared or
reviewed 373 413 375
III-Core Services and
Infrastructure
Number of ordinances/resolutions
prepared or reviewed 136 144 141
*Legal took steps this year to ensure that duplicate files are not created and counted in our automated file
management system.
100
PUBLIC COMMUNICATIONS DEPARTMENT STRATEGIC PLAN
I. Mission Statement
The Public Communications Office strives to present information in truthful, transparent,
and authentic ways that encourage engagement and build trust. This vision is best
summarized by: We care. We listen. We respond.
II. Top 3 Departmental Goals for FY20
1. Goal: Elevate the image of the City of College Station
a. Issue: Citizens neither understand the city’s budget nor have awareness of
capital project progress/success.
b. Plan of Action: Deliberate and transparent storytelling on all owned, earned
and paid communication channels to convey efficient use of taxpayer dollars.
c. Strategic Initiative(s): All initiatives
2. Goal: Expose a wide variety of audiences to city messaging
a. Issue: Position/market CS as a city of choice for retail, commercial and
manufacturing investment to diversify our economy and increase our tax base.
b. Plan of Action: Collaboration with Economic Development to create
multimedia marketing collaterals, success stories and other tools to give CS a
competitive edge.
c. Strategic Initiative(s): All initiatives
3. Goal: Create opportunities for improved customer service and engagement
a. Issue: Fully transition the city’s website into a user-friendly, accessible
resource.
b. Plan of Action: Perform strong oversight, support and training to department
web admins, plus learn/teach ADA-compliant PDF creation and video
captioning.
c. Strategic Initiative(s): All initiatives
101
PUBLIC COMMUNICATIONS DEPARTMENT STRATEGIC PLAN
III. Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government through
development of seven strategic goals: I-Good Governance, II-Financial Sustainability, III-Core
Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse and Growing Economy, VI-
Improving Mobility, VII–Sustainable City. Each KPI listed below corresponds to at least one of
the seven goals set by the City Council.
City Council
Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
I – Good
Governance Surveyed media find Public Communications
helpful, accessible and trustworthy 100% 100% 100%
I – Good
Governance
Number of proactive, positive blog posts
published 96 97 110
I – Good
Governance
Number of views resulting from blog posts
published 138,992 133,690 130,000
102
COMMUNITY SERVICES DEPARTMENT STRATEGIC PLAN
I. Mission Statement
The mission of the Community Services Department is to facilitate partnerships and
leverage public and private resources that promote and preserve a community with
strong and safe neighborhoods; decent and affordable housing; reliable infrastructure;
cost-effective public services; and attractive community amenities that enhance the tax-
base and improve the quality of life for all citizens of College Station.
II. Top 3-5 Departmental Goals for FY20
1. Goal: Manage the City’s CDBG & HOME grant programs to maximize impact to the
community.
a. Issue: To create programs and develop partnerships that serve the low-to-
moderate income population and neighborhoods in College Station.
b. Plan of Action: Assess the needs, develop the Consolidated Plan, Annual
Action Plan, and Budget to address the most pressing needs
comprehensively & strategically develop partnerships that can address the
areas that cannot be addressed with grant funding.
c. Strategic Initiative(s): Core Services & Infrastructure; Neighborhood
Integrity; Diverse & Growing Economy
2. Goal: Increase safe and affordable housing opportunities.
a. Issue: To create more affordable rental units and continue programs to
assist homebuyers.
b. Plan of Action: Create assistance programs to address housing needs and
support for-profit and non-profit developers who will create new affordable
housing opportunities.
c. Strategic Initiative(s): Core Services & Infrastructure; Neighborhood
Integrity; Diverse & Growing Economy
3. Goal: Proactively enforce ordinances, build relationships with residents and
community partners, and respond to reports and concerns.
a. Issue: To promote and preserve a community with strong and safe
neighborhoods.
b. Plan of Action: Each Code Enforcement Officer will pro-actively patrol their
assigned area for possible code violations and respond re-actively to citizen
concerns that are received.
c. Strategic Initiative(s): Neighborhood Integrity
103
COMMUNITY SERVICES DEPARTMENT STRATEGIC PLAN
4.Goal: Manage the Northgate District, including maintenance of parking and non-
parking assets, providing efficient parking operations, promoting safety, monitoring
aesthetics, strengthening relationships with area stakeholders, and responsible
oversight of the Northgate Parking Fund.
a.Issue: To maintain a clean and safe environment for people to live, work,
and play.
b.Plan of Action: Train and expect staff to consistently and effectively educate
people and enforce ordinances to encourage a safe and clean environment;
ensure fiscal responsibility; continue open lines of communication with
stakeholders; and maintain the City’s investments in the Northgate District.
c.Strategic Initiative(s): Good Governance; Financial Sustainability; Core
Services and Infrastructure; Neighborhood Integrity; Diverse & Growing
Economy; and Improving Mobility
III.Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government through
development of seven strategic goals: I-Good Governance, II-Financial Sustainability, III-Core
Services and Infrastructure, IV-Neighborhood Integrity, V-Diverse and Growing Economy, VI-
Improving Mobility, VII–Sustainable City. Each KPI listed below corresponds to at least one of
the seven goals set by the City Council.
City Council Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
II-Financial Sustainability,
IV-Neighborhood Integrity,
V-Diverse & Growing Economy
# of housing assistance
activities completed 74 100 75
II-Financial Sustainability # of residents receiving
home buyer/financial
education
29 73 50
III-Core Services and
Infrastructure
# of residents receiving
services from Public
Service Agencies
1,626 1,265 1,500
III-Core Services and
Infrastructure
# of Public Facility
activities completed 1 4 1
IV-Neighborhood Integrity # of code compliance
cases initiated 11,125 7,222 13,000
II-Financial Sustainability NG Revenue vs NG
Expenditures
$1,398,163/
$958,646
$1,472,707/
$1,594,738*
$1,485,222/
$1,683,297
*Amount includes debt service for College Main Parking Garage and capital expenses for loading zone construction on University Drive and
replacement of bollards.
104
HUMAN RESOURCES/RISK MANAGEMENT DEPARTMENT STRATEGIC PLAN
I. Mission Statement
It is the mission of the Human Resources Department to be a strategic partner in developing,
implementing and supporting programs and processes that add value to the City of College
Station and its employees; to be an employer of choice; to ensure the effective recruitment,
retention, productivity and engagement of its employees; and to support the safety and welfare
of employees, citizens and customers.
II. Top 3-5 Departmental Goals for FY20
1. Goal: Be an Employer of Choice: Recruiting & Retention
a. Issue: The talent market is unusually competitive with an unemployment rate of 2.6%.
While we continue to have a strong retention experience, we must continue to focus on
staying competitive in our recruiting and retention practices, policies and focus.
b. Plan of Action: Engage potential candidates with innovative recruiting strategies utilizing
current technology, while continuing to develop and enhance relationships/networks in
the local area to attract talent, build stronger pipelines through experiences such as
internships, job shadowing and with future workers, continue collecting valuable
information from exiting employees to stay ahead of trends or areas needing
development, stay abreast of changing legislative issues that will impact our ability to
recruit and retain employees, and work with directors on building robust succession
plans.
c. Strategic Initiative(s): Core Services & Infrastructure
2. Goal: Be an Employer of Choice: Workplace Culture & Engagement
a. Issue: Evolving demographics of our workforce and metropolitan area bring unique
challenges to engaging and retaining employees, while sustaining and building on a
strong workplace identity and culture.
b. Plan of Action: Engage new employees early in the hiring process through OnBoard;
continue to find effective communication methods to keep employees connected; be
deliberate in our continued interactions with all employees; offer diverse and effective
training to employees at all levels of the organization; continue to evaluate and provide
competitive compensation and benefits; and continue to research and connect to best
practice data on building a strong workforce culture.
c. Strategic Initiative(s): Core Services & Infrastructure
3. Goal: Be an Employer of Choice: Employee Centric Experiences
a. Issue: The lack of a robust HRIS system results in data that is not easily accessible, is
dispersed among multiple systems, and is stored and acquired in varied formats, making
it difficult to provide a clear and accurate picture of our workforce. There is limited
funding to purchase and implement a more holistic system and offer a solution that
spans beyond the footprint of the City’s network.
105
HUMAN RESOURCES/RISK MANAGEMENT DEPARTMENT STRATEGIC PLAN
b. Plan of Action: Continue to focus on building best in practice data support for ease of
use with all of our data. An initial step towards building a more robust centralized
system is to move to Munis version 2019.1 as soon as possible. Continue to partner
with IT to develop and deploy system enhancements with a focus on increased
integration and efficiency of HR processes and system data access. Build towards
implementing best in practice learning management, HRIS and performance
management systems, with appropriate funding provided to support these needs.
Make employee information more readily available to employees, managers and leaders
to connect them to the organization in new and meaningful ways.
c. Strategic Initiative(s): Core Services & Infrastructure
4. Goal: Be an Employer of Choice: Safe & Secure Workplace & Community
a. Issue: Manage the municipality’s increasing service complexity by ensuring the correct
risk solutions and strategies are in place. High-risk activities such as public safety, public
utilities, recreation and cyber security demand a focus on data analysis and reporting to
address training and communication needs that increase prevention strategies and
support a safe and secure work environment and community.
b. Plan of Action: Partner with departments to support security and safety awareness
through robust programs including Smith Driving School, active shooter training; city-
wide AED/Tourniquet access; incident review boards; and claims administration, and
continue to focus on strategic risk prevention work such as staying current on best
practice industry insurance practices to ensure we have the right solutions in place.
c. Strategic Initiative(s): Core Services & Infrastructure
III. Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government through development of
seven strategic goals: I-Good Governance, II-Financial Sustainability, III-Core Services and Infrastructure, IV-
Neighborhood Integrity, V-Diverse and Growing Economy, VI-Improving Mobility, VII–Sustainable City. Each KPI
listed below corresponds to at least one of the seven goals set by the City Council.
City Council Goal Measure 2018
Actuals
2019
Actuals
2020
Goals
Core Services & Infrastructure Training & Development Classes 6 37 40
Core Services & Infrastructure Safety Training Classes & Education Sessions 89 124 95
Core Services & Infrastructure Number of Safety Related Inspections 30 67 40
Good Governance Recruiting: Average Time to Fill Full-Time
Positions 35 Days 55
Days 45 Days
Core Services & Infrastructure New Hire Orientation – New Hire
Participation Rate 78% 97% 100%
106
Debt Service Fund
The Debt Service Fund is used to pay debt obligations for governmental type capital projects. This includes general
government facilities and technology needs, parks facilities, and transportation infrastructure. For a detailed list of
the current projects funded, see the FY20 CIP Budget.
The City’s basic debt management policies are explained in the Financial Policy Statements included in Appendix F in
this document. The City continues to review its debt management policies and to address the particular concerns and
needs of the citizens. The City strives to only issue debt to meet capital needs.
State law in Texas sets the maximum ad valorem tax rate, including all obligations of the City, for a home rule city such
as College Station at $2.50 per $100 valuation. The approved FY20 tax rate to finance general governmental services,
including debt service, is 53.4618 cents per $100 of valuation. The FY20 debt service portion of the tax rate is 22.1444
cents per $100 of valuation. The Debt Service Fund is managed over a 5 year period. By doing this, the City can more
effectively manage its capital projects debt obligations. The fund balance will rise and fall over this period as debt is
issued and expended for capital projects.
Current policy is to maintain at least 8.33% of annual appropriated expenditures as the Debt Service Fund balance at
fiscal year‐end. The fund is in compliance with that policy. The most recent debt issued by the City of College Station
has earned ratings from Moody’s and Standard & Poor’s as shown below, which includes a ratings upgrade from
Moody’s:
Bond Type Standard & Poor's Moody's
General Obligation AA+ Aa1
Certificates of Obligation AA+ Aa1
The ratings are standard ratings of Moody’s and S&P. The highest rating available on S&P is AAA and the lowest
“investment grade” debt issue is BBB. In contrast, Moody’s highest rating is Aaa and the lowest “investment grade" is
Bbb. The City has no 2008 General Obligation Bond authority remaining that it plans on issuing. The City has elected
to fund current projects by issuing COs.
Operating revenues are projected to increase 5.02% in FY20 to $21,777,924. This is due to increase in property
valuation, added property to the tax rolls, and an 0.11 cent tax increase per $100 of valuation.
Debt obligation payments, which account for the vast majority of operating expenditures, are expect to only rise 1.19%
in FY20. This will result in a projected growth in fund balance of $996,157. This increase in fund balance will be used
to fund additional capital projects in the future.
Estimate
FY19 FY20 FY21 FY22 FY23 FY24
Beginning Balance 5,272,810$ 5,457,842$ 6,454,000$ 7,322,756$ 7,209,824$ 5,127,949$
Current Revenues 20,722,151 21,777,924$ 22,814,591$ 24,493,197$ 25,555,890$ 26,527,816$
Advanced Refunding - -$ -$ -$ -$ -$
Total Available Resources 25,994,961$ 27,235,766$ 29,268,591$ 31,815,954$ 32,765,714$ 31,655,765$
General Obligation Debt 10,251,798$ 10,270,048$ 9,487,905$ 9,123,530$ 9,153,780$ 8,766,705$
Certificates of Obligation 10,275,522 10,501,719$ 12,445,929$ 15,468,599$ 18,467,985$ 19,667,494$
Debt Service Expenditures 9,800 10,000$ 12,000$ 14,000$ 16,000$ 18,000$
Total Expenditures 20,537,119$ 20,781,767$ 21,945,834$ 24,606,130$ 27,637,765$ 28,452,199$
Surplus/(Deficit)185,032$ 996,157$ 868,757$ (112,933)$ (2,081,875)$ (1,924,383)$
Ending Fund Balance 5,457,842$ 6,453,999$ 7,322,756$ 7,209,824$ 5,127,949$ 3,203,566$
Fund Balance Required (8.33%)1,710,675 1,731,121$ 1,828,088$ 2,049,691$ 2,302,226$ 2,370,068$
Forecast
5 YEAR DEBT SERVICE FUND FORECAST
Includes FireStation #7 0.7 cent tax increase FY22
107
City of College Station
Debt Service
Fund Summary
10/24/19 12:19 PM
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Beginning Fund Balance 5,061,437$ 5,272,810$ 5,272,810$ 5,457,842$ 5,457,842$
REVENUES ‐
Ad Valorem Taxes 19,089,647$ 20,209,296$ 20,209,296$ 21,346,328$ 21,346,328$ 5.63%
Investment Earnings 126,466 130,000 240,000 150,000 150,000 15.38%
Transfers 464,453 397,855 272,855 281,596 281,596 ‐29.22%
Proceeds/Long Term Debt ‐ ‐ ‐ ‐ ‐ N/A
Total Revenues 19,680,566$ 20,737,151$ 20,722,151$ 21,777,924$ 21,777,924$ 5.02%
Total Funds Available 24,742,003$ 26,009,961$ 25,994,961$ 27,235,766$ 27,235,766$ 4.71%
EXPENDITURES & TRANSFERS
Debt Service 19,459,474$ 20,527,319$ 20,527,319$ 20,771,767$ 20,771,767$ 1.19%
Agent Fees, Other Costs 9,719 9,800 9,800 10,000 10,000 2.04%
Advance Refunding ‐ ‐ ‐ ‐ ‐ N/A
Total Operating Expenses/Transfers 19,469,193$ 20,537,119$ 20,537,119$ 20,781,767$ 20,781,767$ 1.19%
Increase in Fund Balance 211,373$ 200,032$ 185,032$ 996,157$ 996,157$
Measurement Focus Increase (Decrease)‐$
Ending Fund Balance 5,272,810$ 5,472,842$ 5,457,842$ 6,453,999$ 6,453,999$
108
DEBT SERVICE
SUMMARY OF REQUIREMENTS
CERTIFICATES OF OBLIGATION & GENERAL OBLIGATION BONDS
ALL SERIES
FY 2019‐2020
GENERAL OBLIGATION BONDS
ISSUE ‐ PRINCIPAL
GENERAL DEBT
ASSOCIATED
PARKING
ENTERPRISE
ASSOCIATED
ELECTRIC FUND
ASSOCIATED
WATER FUND
ASSOCIATED
WASTEWATER
FUND
ASSOCIATED
NEW
MUNICIPAL
CEMETERY
ASSOCIATED
BVSWMA, INC.
ASSOCIATED TOTAL
G.O. Series 2008 435,000 ‐ ‐ ‐ ‐ ‐ ‐ 435,000
G.O. Series 2009 160,000 ‐ ‐ ‐ ‐ ‐ ‐ 160,000
G.O. Series 2009 Refunding 245,000 220,000 ‐ ‐ ‐ ‐ ‐ 465,000
G.O. Series 2010 910,000 ‐ ‐ ‐ ‐ ‐ ‐ 910,000
G.O. Series 2010 Refunding 1,355,000 ‐ 315,000 1,405,000 1,215,000 ‐ ‐ 4,290,000
G.O. Series 2012 150,000 ‐ ‐ ‐ ‐ ‐ ‐ 150,000
G.O. Series 2012 Refunding 700,000 ‐ 550,000 ‐ 235,000 ‐ ‐ 1,485,000
G.O. Series 2013 335,000 ‐ ‐ ‐ ‐ ‐ ‐ 335,000
G.O. Series 2013 Refunding 475,000 ‐ 195,000 265,000 ‐ ‐ ‐ 935,000
G.O. Series 2014 510,000 ‐ ‐ ‐ ‐ ‐ ‐ 510,000
G.O. Series 2014 Refunding 705,000 ‐ 410,000 315,000 160,000 ‐ ‐ 1,590,000
G.O. Series 2016 310,000 ‐ ‐ ‐ ‐ ‐ ‐ 310,000
G.O. Series 2016 Refunding 255,000 ‐ 120,000 510,000 255,000 25,000 ‐ 1,165,000
G.O. Series 2017 605,000 ‐ ‐ ‐ ‐ ‐ ‐ 605,000
TOTAL PRINCIPAL 7,150,000$ 220,000$ 1,590,000$ 2,495,000$ 1,865,000$ 25,000$ ‐$ 13,345,000$
ISSUE ‐ INTEREST
G.O. Series 2008 8,972 ‐ ‐ ‐ ‐ ‐ ‐ 8,972
G.O. Series 2009 10,120 ‐ ‐ ‐ ‐ ‐ ‐ 10,120
G.O. Series 2009 Refunding 4,900 4,400 ‐ ‐ ‐ ‐ ‐ 9,300
G.O. Series 2010 391,856 ‐ ‐ ‐ ‐ ‐ ‐ 391,856
G.O. Series 2010 Refunding 44,100 ‐ 29,500 101,500 87,100 ‐ ‐ 262,200
G.O. Series 2012 89,031 ‐ ‐ ‐ ‐ ‐ ‐ 89,031
G.O. Series 2012 Refunding 151,650 ‐ 118,700 ‐ 56,425 ‐ ‐ 326,775
G.O. Series 2013 265,244 ‐ ‐ ‐ ‐ ‐ ‐ 265,244
G.O. Series 2013 Refunding 151,975 ‐ 60,825 83,225 ‐ ‐ ‐ 296,025
G.O. Series 2014 407,025 ‐ ‐ ‐ ‐ ‐ ‐ 407,025
G.O. Series 2014 Refunding 239,275 ‐ 141,050 107,775 53,700 ‐ ‐ 541,800
G.O. Series 2016 246,725 ‐ ‐ ‐ ‐ ‐ ‐ 246,725
G.O. Series 2016 Refunding 341,183 ‐ 184,838 355,550 151,069 127,586 ‐ 1,160,226
G.O. Series 2017 533,556 ‐ ‐ ‐ ‐ ‐ ‐ 533,556
G.O. Series 2017 Refunding 73,745 ‐ 256,500 150,350 ‐ 8,105 99,050 587,750
TOTAL INTEREST 2,959,357$ 4,400$ 791,413$ 798,400$ 348,294$ 135,691$ 99,050$ 5,136,605$
TOTAL PAYMENT 10,109,357$ 1 224,400$ 2 2,381,413$ 2 3,293,400$ 2 2,213,294$ 2 160,691$ 2/99,050$ 18,481,605$
1. This portion of the General Obligation Bond (GOB) debt will be paid out of the debt service fund.
2. The bonds for the projects in these funds were originally issued as Certificates of Obligation (CO's). When the CO's were refunded,
all refunded bonds were reissued as GO bonds as a cost saving measure. To have reissued as both GO bonds and CO bonds would have resulted in increased
debt issuance costs. The Utility portion of the GO debt will be paid directly out of the Utility fund with which the debt is associated.
3. This portion of the GO debt will be paid out of the debt service fund, but one‐half of the funds for the debt service payment will be transferred into the
Debt Service Fund from Memorial Cemetery Fund.
ISSUE ‐ PRINCIPAL
GENERAL DEBT
ASSOCIATED
ELECTRIC FUND
ASSOCIATED
WATER FUND
ASSOCIATED
WASTEWATER
FUND
ASSOCIATED
NEW
MUNICIPAL
CEMETERY
ASSOCIATED
BVSWMA, INC.
ASSOCIATED TOTAL
C.O. Series 2008 145,000 345,000 360,000 115,000 335,000 ‐ 1,300,000
C.O. Series 2009 3,240 600,000 350,000 ‐ 26,760 240,000 1,220,000
C.O. Series 2010 ‐ 120,000 ‐ 15,000 ‐ ‐ 135,000
C.O. Series 2011 ‐ 215,000 ‐ 140,000 ‐ ‐ 355,000
C.O. Series 2012 ‐ 350,000 130,000 260,000 ‐ ‐ 740,000
C.O. Series 2013 ‐ 350,000 ‐ 85,000 ‐ ‐ 435,000
C.O. Series 2014 785,000 295,000 220,000 385,000 ‐ ‐ 1,685,000
C.O. Series 2016 805,000 ‐ 335,000 ‐ ‐ ‐ 1,140,000
C.O. Series 2017 1,785,000 ‐ 260,000 155,000 ‐ ‐ 2,200,000
C.O. Series 2018 560,000 205,000 115,000 320,000 ‐ ‐ 1,200,000
C.O. Series 2019 1,200,000 435,000 305,000 580,000 2,520,000
TOTAL PRINCIPAL 5,283,240$ 2,915,000$ 2,075,000$ 2,055,000$ 361,760$ 240,000$ 12,930,000$
ISSUE ‐ INTEREST
C.O. Series 2008 3,069 7,116 7,425 2,372 6,831 ‐ 26,813
C. O. Series 2009 250 37,200 21,800 ‐ 1,750 14,800 75,800
C.O. Series 2010 ‐ 51,894 ‐ 6,038 ‐ ‐ 57,932
C.O. Series 2011 ‐ 98,839 ‐ 64,350 ‐ ‐ 163,189
C.O. Series 2012 ‐ 198,756 74,369 149,238 ‐ ‐ 422,363
C.O. Series 2013 ‐ 246,744 ‐ 59,750 ‐ ‐ 306,494
C.O. Series 2014 308,513 302,337 224,400 393,488 ‐ ‐ 1,228,738
C.O. Series 2016 555,700 ‐ 232,519 ‐ ‐ ‐ 788,219
C.O. Series 2017 1,706,981 ‐ 296,781 176,381 ‐ ‐ 2,180,143
C.O. Series 2018 600,875 230,495 130,378 365,410 ‐ ‐ 1,327,158
C.O. Series 2019 1,672,750 207,181 547,738 1,052,499 3,480,168
TOTAL INTEREST 4,848,138$ 1,380,562$ 1,535,410$ 2,269,526$ 8,581$ 14,800$ 10,057,016$
TOTAL PAYMENT 10,131,378$ 1 4,295,562$ 2 3,610,410$ 2 4,324,526$ 2 370,341$ 3 254,800$ 4 22,987,016$
1. This portion of the Certificates of Obligation (CO) debt will be paid out of the debt service fund.
2. The Utility portion of the CO debt will be paid directly out of the Utility fund with which the debt is associated.
3. This portion of the CO debt will be paid out of the debt service fund, but one‐half of the funds for the debt service payment will be transferred into the
Debt Service Fund from Memorial Cemetery Fund.
4. Brazos Valley Solid Waste Management Agency, Inc. (BVSWMA, Inc.) associated debt will be paid out of the Solid Waste Fund, but funds for the debt service payment
will be transferred into the Solid Waste Fund from BVSWMA, Inc.
CERTIFICATES OF OBLIGATION BONDS
109
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
ANNUALLY
PRINCIPAL
OUTSTANDING AS
OF OCTOBER 1
FY 20 12,617,294 7,872,877 20,490,171 195,666,882
FY 21 12,144,908 7,099,812 19,244,720 183,049,588
FY 22 12,291,718 6,561,732 18,853,450 170,904,680
FY 23 12,889,216 5,969,208 18,858,424 158,612,962
FY 24 13,149,214 5,339,547 18,488,761 145,723,746
FY 25 12,326,849 4,725,989 17,052,838 132,574,532
FY 26 12,264,348 4,138,262 16,402,610 120,247,683
FY 27 10,906,945 3,622,796 14,529,741 107,983,335
FY 28 10,621,945 3,195,747 13,817,692 97,076,390
FY 29 9,974,445 2,805,453 12,779,898 86,454,445
FY 30 10,105,000 2,426,869 12,531,869 76,480,000
FY 31 9,020,000 2,059,327 11,079,327 66,375,000
FY 32 9,360,000 1,712,822 11,072,822 57,355,000
FY 33 9,445,000 1,380,250 10,825,250 47,995,000
FY 34 9,180,000 1,063,413 10,243,413 38,550,000
FY 35 8,205,000 783,028 8,988,028 29,370,000
FY 36 8,460,000 528,453 8,988,453 21,165,000
FY 37 7,150,000 286,299 7,436,299 12,705,000
FY 38 3,270,000 121,029 3,391,029 5,555,000
FY 39 2,285,000 34,275 2,319,275 2,285,000
GOB & CO SERIES
ALL DEBT SERVICE FUND SUPPORTED*
SCHEDULE OF REQUIREMENTS
DEBT SERVICE
*Includes total of General Debt associated GO/CO Bonds and New Memorial Cemetery associated GO/CO
Bonds (less $2,718,476 portion that is being funded by Memorial Cemetery Fund. The FY19 portion that is
funded by the Memorial Cemetery portion is $272,855).
‐
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
FY 20FY 21FY 22FY 23FY 24FY 25FY 26FY 27FY 28FY 29FY 30FY 31FY 32FY 33FY 34FY 35FY 36FY 37FY 38FY 39DEBT SERVICE FUND PRINCIPAL AND INTEREST
PRINCIPAL INTEREST
110
Economic Development Fund
The Economic Development Fund is utilized to account for funds that are to be used for business attraction and
retention.
Revenue for the Economic Development Fund is transferred from the General Fund. The approved funding level
for FY20 is $625,000 which includes one-time funding of $250,000. Investment earnings of $15,321 are also
included in the FY20 revenue budget.
The Economic Development Fund expenditure budget is comprised of “Cash Assistance” payments to various
business prospects. This assistance is aimed at providing prospective businesses with start-up resources and
provides existing businesses the opportunity to expand operations. A total of $564,597 is projected in the FY20
Approved Budget for cash assistance.
City Council approved an incentive agreement with Kalon Biotherapeutics in June 2014 with annual payments
scheduled from October 2017 to June 2021 based on Brazos Central Appraisal District certified taxable values.
College Station Science Park LLC has an incentive agreement approved in FY15 that will pay annual cash incentives
equal to the incremental taxable value for each year. In FY20, the City will pay the City of Bryan as part of the
partnership to support development in the Biocorridor. Also in FY20, the City will make its first payments to Viasat
and Strategic Behavioral Health. Other expenditures of $64,500 are approved for operating costs related to
business recruitment and retention.
Funds not committed at year end will remain in the fund balance. This flexibility allows the City to recruit new and
existing businesses, and ensures that College Station has a diverse and vibrant economy.
Organization FY19 Actuals FY20 Approved
Kalon Bio Therapeutics 174,968$ 153,097$
CTX Land Investments - Dartmouth 250,000 -
College Station Science Park LLC 62,469 75,000
Biocorridor Interlocal Agreement 150,000 200,000
Economic Development Incentives 88,500 64,500
Strategic Behavorial Health - 20,000
Viasat - 52,000
Total 725,937$ 564,597$
Economic Development Cash Assistance
111
City of College Station
Economic Development Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE 1,294,713$ 2,096,527$ 2,096,527$ 1,745,417$ 1,745,417$
REVENUES
Operating transfers
General Fund 875,000$ 375,000$ 375,000$ 375,000$ 625,000$ 66.67%
Investment Earnings 29,625 25,400 47,900 15,321 15,321 -39.68%
Total Revenues 904,625$ 400,400$ 422,900$ 390,321$ 640,321$ 59.92%
Total Funds Available 2,199,338$ 2,496,927$ 2,519,427$ 2,135,738$ 2,385,738$ -4.45%
EXPENDITURES & TRANSFERS
Cash Assistance 67,047$ 979,597$ 725,937$ 564,597$ 564,597$ -42.36%
Professional Services - 20,500 48,073 91,500 91,500 346.34%
Travel/Lodging 2,585 12,000 12,000 12,000
Other 28,968 - 88,500 88,500 N/A
Contingency - 20,000 - 20,000 20,000 0.00%
Total Operating & Transfers 98,600$ 1,032,097$ 774,010$ 776,597$ 776,597$ -24.76%
Increase/Decrease in Fund Balance 806,025$ (631,697)$ (351,110)$ (386,276)$ (136,276)$
Measurement Focus Increase (Decrease)(4,211)$
Ending Fund Balance 2,096,527$ 1,464,830$ 1,745,417$ 1,359,141$ 1,609,141$
Cash
Assistance
82%
Professional
Services
13%
Travel
2%Contingency
3%
Economic Development Fund -
UsesGeneral Fund
97.61%
Invest.
Earnings
2.39%
Economic Development Fund -
Sources
112
City of College Station
Efficiency Time Payment Fee Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Beginning Fund Balance 60,246$ 59,166$ 59,166$ 58,522$ 58,522$
REVENUES
Efficiency Time Payment Fees 4,701$ 6,065$ 4,661$ 4,943$ 4,943$ -18.50%
Interest Earnings 952 650 800 831 831 27.85%
Misc Non Oper Revenue - - - - - N/A
Total Revenues 5,653$ 6,715$ 5,461$ 5,774$ 5,774$ -14.01%
EXPENDITURES
Operating Expenditures 6,658$ 8,660$ 6,105$ 8,660$ 8,660$ 0.00%
Total Expenditures 6,658$ 8,660$ 6,105$ 8,660$ 8,660$ 0.00%
Increase (Decrease) in Fund Balance (1,005)$ (1,945)$ (644)$ (2,886)$ (2,886)$ 48.38%
Measurement Focus Increase (Decrease)(75)$
Ending Fund Balance 59,166$ 57,221$ 58,522$ 55,636$ 55,636$
The Efficiency Time Payment Fee Fund is intended to improve the efficiency of the administration of justice in College Station. The City
retains ten percent of the total fee collected from defendants who are delinquent in payment for more than thirty days for a misdemeanor
offense, which amounts to $2.50. Approved FY20 revenues total $5,774, while approved FY20 expenditures total $8,660. The base
budgeted amount will fund the printing and distribution of collection notices as well as a software subscription to interface with the Texas
Department of Transportation.
Efficiency
Time
Payment
Fees
85.61%
Interest
Earnings
14.39%
Efficiency Time Payment Fee Fund
-Sources
113
City of College Station
Spring Creek Local Governmental Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE -$ (95,350)$ (95,350)$ (162,112)$ (162,112)$
REVENUES
Operating Transfers
General Fund 150,000$ 115,600$ -$ -$ -$ -100%
Investment Earnings - 1,000 (11) - - -100%
Total Revenues 150,000$ 116,600$ (11)$ -$ -$ -100%
TOTAL FUNDS AVAILABLE 150,000 21,250 (95,361) (162,112) (162,112) -863%
EXPENDITURES & TRANSFERS
Supplies -$ 1,500$ -$ 1,500$ 1,500$ 0%
Professional Services 90,890 87,000 62,772 87,000 87,000 0%
Insurance 1,885 2,100 943 2,100 2,100 0%
Advertising 1,384 5,000 2,059 5,000 5,000 0%
Subscriptions 1,172 - 977 - -
Contingency - 20,000 - - - -100%
General & Admin Transfers - - - 3,431 3,431
Total Expenditures & Transfers 95,331$ 115,600$ 66,751$ 99,031$ 99,031$ -14%
Increase (Decrease) in Fund Balance 54,669$ 1,000$ (66,762)$ (99,031)$ (99,031)$
Measurement Focus Increase (Decrease)(150,019)$
ENDING FUND BALANCE (95,350)$ (94,350)$ (162,112)$ (261,143)$ (261,143)$
Spring Creek is a City-owned commercial development of about 485 acres along the east side of State Highway 6 South, north of W.D.
Fitch Parkway, and south of Lick Creek. The site includes 250 acres for commercial development and 235 acres of preserved
greenway.
The Spring Creek Local Governmental Fund was established in February 2018 in order to record the revenue and expenditures
associated with the development of the Spring Creek Corporate Campus. Work efforts focus on revising the Master Development
Plan, surveying, preliminary platting, and identifying infrastructure needs; as well as developing a marketing, branding, and signage
package. Lot sales for private development are now available.
Revenue for this fund will come from the net profit of land sales. Because there have been no land sales as of the end of FY19, the
fund is utilitizing an interfund loan from the General Fund in order to make cash available to cover expenses incurred in the
development activities. The Spring Creek Local Government Fund will repay the interfund loan from the General Fund once the
future land sale revenues are recorded.
Expenditures in the amount of $95,600 are approved for supplies, professional services, insurance, and advertising related to the
development of the property. No revenues are budgeted for FY20 at this time; however, should land sales occur during the course of
FY20, the budget will be amended to reflect that activity.
114
Governmental CIP Budget
Governmental CIP encompasses Streets, Parks, and Facilities & IT projects. The City expects to incur significant
non‐routine (i.e., not O&M related) expenses on multiple Governmental projects. These projects will have
substantial FY20 activity related to land acquisition, design and engineering, and/or construction. As a result, these
projects account for a majority of the FY20 Governmental CIP Budget appropriations.
The City coordinates the following projects with other CIP projects, when applicable. The FY20 CIP Budget also
includes other projects the City began in prior fiscal years. For specific Governmental project details and timing,
please reference individual workbooks presented in the CIP Budget Book.
Streets Projects
FY20 Budget appropriations for Street projects total $8,101,722, with projected FY20 expenses of $23,161,917.
Prior year budget appropriations carry forward and span fiscal years while additional appropriations may be added
as projects progress. As a result, current year appropriations may not equal anticipated expenditures as projects
retain prior year appropriations. The FY20 CIP Budget estimates a CO debt issue of $15,365,000 to fund the
following Streets projects:
Rehabilitation Projects:
o Lincoln Avenue Rehabilitation
o W. D. Fitch Rehabilitation Phases I‐II
o Greens Prairie Rehabilitation (FM 2154 to Victoria)
o Luther Street Rehabilitation (Marion Pugh to Penberthy)
o James Parkway and Puryear Drive (South of Francis Drive)
o Marion Pugh Rehabilitation – Luther to George Bush
Extension/Capacity Improvement Projects:
o Pebble Creek Parkway Design
o Cain/Deacon Union Pacific Railroad Crossing Relocation
o FM 2818 Capacity Improvements Design
o Rock Prairie Road – State Highway 6 to Medical Way
o Capstone and Barron Realignment
o Safety Improvements – Holik, Park Place, Anna & Glade
o Greens Prairie Road ‐ Arrington to City Limits West of WS Phillips
o Greens Prairie Trail – City Limits West of Woodlake to Royder
o Royder Road Phase II – Backwater to FM 2154
o Bird Pond Road Extension Design
o Jones Butler Road Extension and Roundabout
Traffic, Sidewalk, and Trails Projects:
o Various Signals
o Intelligent Transportation System Master Plan Implementation
o Munson Sidewalks
o Lick Creek Hike and Bike Trailhead Parking Lot
115
Parks Projects
FY20 CIP Budget appropriations for Parks projects total $2,198,872, with projected FY20 expenses of $8,704,953.
Prior year budget appropriations carry forward and span fiscal years while additional appropriations may be added
as projects progress. As a result, current year appropriations may not equal anticipated expenditures as projects
retain prior year appropriations. The FY20 CIP Budget estimates a CO debt issue of $1,260,000 to fund the
following Parks projects:
Various Field Redevelopment projects
System‐Wide Park Improvements
Southeast Park Construction (funded with a combination of CO debt and Hotel Tax funds)
Thomas Park Rehabilitation
Veterans Park and Athletic Complex Pavilion Rehabilitation
Future Amenities and Improvements
Facilities & IT Projects
FY20 CIP Budget appropriations Facilities & IT projects total $10,042,886, with projected FY20 expenses of
$38,788,124. Prior year budget appropriations carry forward and span fiscal years while additional appropriations
may be added as projects progress. As a result, current year appropriations may not equal anticipated
expenditures as projects retain prior year appropriations. The FY20 CIP Budget estimates a CO debt issue of
$9,020,000 and intragovernmental transfers of $856,581 to fund the below Facilities & IT projects:
Facilities Projects:
o Above Ground Storage Tank Replacement and Repair
o City Gateway Sign #3
o The new Police Station
o The new City Hall
o Rehabilitation of the old Police Station
o Fleet Oil Pit and Storm Drain Upgrades
o Fleet Fuel System Rehabilitation
o Possible Departmental Relocations
IT Projects:
o Fiber Optic Infrastructure
o Video Surveillance System
o Network Upgrade/Replacement
o Fleet Video, GPS, and Diagnostics System
o Non‐Public Safety Radio Replacement
o IT Revolving Projects
The City anticipates the following funding sources and timeline for significant ongoing Facilities projects:
In FY17, the City issued $25,000,000 of CO debt for the construction of the new Police Station. In FY18,
Council approved a corresponding 2.5 cent tax rate increase to support the increased debt service. The
City anticipates completing construction in FY20.
In FY19, the City issued $18,900,000 of CO debt for the construction of the new City Hall. In order to
mitigate a tax rate increase for the new City Hall, the City considered other funding sources. As a result,
the City anticipates funding this project with CO debt out of existing capacity and fund balance
contributions from the General, Electric, the former TIRZ 18, Northgate, and PEG Funds. The City expects
construction to start in FY20 and continue through FY21.
116
The City anticipates a future tax rate increase to fund the design and construction of Fire Station #7. The
City purchased the land in FY18.
Governmental Projects’ O&M Costs
Due to the nature of Streets, Parks, and Facilities & IT projects, the City may incur additional ongoing O&M
expenses. As part of their 5‐year Strategic Plan, each department includes the impact of current and future
projects on their O&M budgets. Governmental CIP projects will continue to impact the General Fund with respect
to additional recurring expenses. In most instances, departments can absorb minor additional expenses or the
City will add anticipated O&M costs to the base budget (e.g., increased Facilities utility expenses). If additional
personnel for new capital projects are required (e.g., maintenance staff for a new park), departments will submit
a relevant SLA for review and possible approval.
A summary at the end of this section presents the Governmental projects’ estimated O&M costs. The City
anticipates limited future funding for project related O&M expenses. As a result, departments will continue to
evaluate current operations before budget increases are approved. The City may also recommend delaying
projects if recurring O&M expenses cannot be supported.
FY19 Governmental CIP Debt Issue
In FY19, the City issued the following CO debt for the below projects:
Street Projects ($7,711,000):
o Royder Road Phase III – FM 2154 to I&GN Road
o Greens Prairie Road – Arrington to City Limits West of WS Phillips
o Greens Prairie Trail – City Limits West of Woodlake to Royder
o State Highway 40 and FM 2154 Interchange
o Various traffic signals
o Dartmouth and FM 2818 Signal
o Lincoln Avenue Rehabilitation
o Pebble Creek Parkway Design
o Greens Prairie Rehabilitation (FM 2154 to Victoria)
o Marion Pugh Rehabilitation ‐ Luther to George Bush
o Various Sidewalk and Street Modification projects
o Munson Sidewalks
o Oversize Participation
Parks Projects ($8,464,000):
o Southeast Park
o Thomas Park Rehabilitation
o Veterans Park and Athletic Complex (VPAC) Amenities
o VPAC Pavilion Repair
o Bee Creek Softball Lights
o System‐Wide Park Improvements
o Lincoln Center Addition and Basketball Pavilion
o Lick Creek Shade Structure
o Greens Prairie Road ‐ Arrington to City Limits West of WS Phillips
Facilities & IT Projects ($22,925,000):
o New City Hall
o New Police Station
117
o City Gateway Sign #3
o Fleet Oil Pit and Storm Drain Upgrades
o Fuel System Rehabilitation
o Fiber Optic Infrastructure
o Non‐Public Safety Radio Replacement
o Fleet Video, GPS, and Diagnostics System
o Facilities Video Surveillance
The City last held a GO bond election in November 2008. Voters approved $76,950,000 issued over seven years
for various Street, Parks, and Facilities projects. The City do es not have any remaining 2008 GO bond authorization
and does not anticipate holding an additional GO bond election.
118
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
PROJECT # FY20 BUDGET THROUGH FY18 FY19 FY20
BEGINNING FUND BALANCE:39,193,275$ 28,955,712$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS (08 GOB)‐$ ‐$
CERTIFICATES OF OBLIGATIONS 7,711,000 15,365,000
INTRAGOVERNMENTAL TRANSFERS 645,511 ‐
INTERGOVERNMENTAL TRANSFERS 706,479 ‐
INVESTMENT EARNINGS 400,000 100,000
OTHER 241,858 76,825
SUBTOTAL ADDITIONAL RESOURCES 9,704,848$ 15,541,825$
TOTAL RESOURCES AVAILABLE 48,898,123$ 44,497,537$
STREET REHABILITATION PROJECTS
*/4 FRANCIS DRIVE REHABILITATION PH I ST1419 2,600,000 1,745,000 340,000 ‐
*/4 FRANCIS DRIVE REHABILITATION PH II ST1420 1,925,000 1,355,000 ‐ 570,000
5 FRANCIS DRIVE REHABILITATION PH III TBD 1,570,000 ‐ ‐ ‐
5 LINCOLN AVENUE REHABILITATION ST1801 5,768,000 775,000 ‐ ‐
5 EISENHOWER STREET REHABILITATION TBD 825,000 ‐ ‐ ‐
5 WD FITCH REHAB PH I ‐ SH30 TO TONKAWAY LAKE RD ST2000 4,000,000 ‐ ‐ 558,000
5 WD FITCH REHAB PH II ‐ TONKAWAY LAKE RD to RPR ST2001 4,050,000 ‐ ‐ 566,000
5 JANE STREET REHABILITATION TBD 655,000 ‐ ‐ ‐
5 ROCK PRAIRIE RD REHAB ‐ W.D. FITCH to CITY LIMITS TBD 2,036,000 ‐ ‐ ‐
5 GREENS PRAIRIE REHAB (FM 2154 to VICTORIA)ST1901 3,620,000 ‐ 521,000 ‐
5 LUTHER ST REHAB ‐ MARION PUGH TO PENBERTHY ST2002 1,810,000 ‐ ‐ 300,000
5 JAMES PKWY & PURYEAR DR ‐ SOUTH OF FRANCIS ST2003 2,540,000 ‐ ‐ 366,000
5 KRENEK TAP REHAB TBD 5,254,000 ‐ ‐ ‐
5 MARION PUGH REHAB ‐ LUTHER TO GEORGE BUSH ST1902 3,000,000 ‐ 530,000 ‐
SUBTOTAL 3,875,000$ 1,391,000$ 2,360,000$
STREET EXTENSION/CAPACITY IMPROVEMENT PROJECTS
1 OVERSIZE PARTICIPATION (HOLLEMAN ASSESSMENT)ST1204 203,303 203,303 ‐ ‐
5 OVERSIZE PARTICIPATION (FY17 ‐ FY20)ST1701 250,000 150,000 100,000 ‐
3 LAKEWAY EXTENSION ST1101 11,287,000 11,287,000 ‐ ‐
5 PEBBLE CREEK PARKWAY DESIGN ST1903 500,000 ‐ 500,000
5CAIN/DEACON UNION PACIFIC RAILROAD CROSS SWITCH ST1602 5,400,000 5,400,000 ‐ ‐
3 GENERAL PARKWAY EXTENSION ‐ BARRACKS TO CAIN ST1713 1,000,000 1,000,000 ‐ ‐
5 GENERAL PARKWAY EXTENSION ‐ ROCK PRAIRIE TO GRAHAM TBD 1,130,000 ‐ ‐ ‐
5 DESIGN OF FM 2818 CAPACITY IMPROVEMENTS ST1603 1,697,000 1,415,064 ‐ 281,936
5 ROCK PRAIRIE RD WEST ‐ WELLBORN TO CITY LIMITS ST1604 7,058,000 5,900,000 ‐ ‐
5 ROCK PRAIRIE RD ‐ SH6 TO MEDICAL WAY ST2004 4,290,000 ‐ ‐ 708,000
5 CAPSTONE AND BARRON REALIGNMENT ST1605 7,532,000 6,470,000 595,000 467,000
5 SAFETY IMP ‐ HOLIK, PARK PL, ANNA & GLADE ST1606 2,585,000 2,585,000 ‐ ‐
5 HOLLEMAN DR S ‐ N DOWLING TO ROCK PRAIRIE RD ST1607 11,410,000 11,410,000 ‐ ‐
1 DESIGN OF FM2154 & HOLLEMAN INTERSECTION IMP ST1708 655,900 640,889 ‐ ‐
5 GREENS PRAIRIE RD‐ARRINGTON TO CL W OF WS PHILLIPS ST1702 11,214,000 1,043,500 7,341,500 ‐
5 GREENS PRAIRIE TRAIL‐CL W OF WOODLAKE TO ROYDER ST1703 4,580,000 594,000 3,986,000 ‐
5 ROYDER ROAD EXPANSION ST1611 3,490,000 3,490,000 ‐ ‐
5 ROYDER RD PH II ‐ BACKWATER TO FM 2154 ST1709 5,290,812 5,290,812 ‐ ‐
5 ROYDER RD PH III ‐ FM 2154 to I&GN RD ST1904 3,400,000 ‐ 890,000 ‐
5 SH40 AND FM 2154 INTERCHANGE ST1803 5,000,000 500,000 250,000 ‐
5 BIRD POND EXTENSION DESIGN ST1906 850,000 850,000 ‐ ‐
5 LUTHER EXTENSION (FM 2818 TO NORTH DOWLING)ST2005 8,000,000 ‐ ‐ 1,353,000
5 WS PHILLIPS PKWY ‐ GP RD to BARRON RD CUT OFF TBD 7,800,000 ‐ ‐ ‐
JONES BUTLER ROAD EXTENSION AND ROUNDABOUT ST2006 5,725,000 ‐ ‐ 1,000,000
SUBTOTAL 58,229,568$ 13,662,500$ 3,809,936$
BUDGET APPROPRIATIONS
119
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
THROUGH FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
49,575,327$ 39,193,275$ 28,955,712$ 21,335,620$ 6,565,579$ 3,564,760$ 1,059,760$ 3,409,760$
‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
10,626,584 7,711,000 15,365,000 27,540,000 25,290,000 11,820,000 7,400,000 1,150,000
‐ 645,511 ‐ ‐ ‐ ‐ ‐ ‐
464,767 706,479 ‐ ‐ ‐ ‐ ‐ ‐
699,318 400,000 100,000 50,000 50,000 50,000 50,000 50,000
152,800 241,858 76,825 137,700 1,326,450 59,100 37,000 5,750
11,943,469$ 9,704,848$ 15,541,825$ 27,727,700$ 26,666,450$ 11,929,100$ 7,487,000$ 1,205,750$
61,518,796$ 48,898,123$ 44,497,537$ 49,063,320$ 33,232,029$ 15,493,860$ 8,546,760$ 4,615,510$
159,342 524,657 1,915,934 ‐ ‐ ‐ ‐ ‐ ‐
76,639 3,971 1,844,850 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ 255,000 1,315,000 ‐ ‐
‐ 6,305 365,000 344,000 3,522,054 1,529,915 ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ 175,000 650,000 ‐ ‐
‐ ‐ ‐ 330,000 3,628,000 ‐ ‐ ‐ ‐
‐ ‐ ‐ 430,000 3,620,000 ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ 75,000 580,000 ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐ 220,000 1,816,000
‐ ‐ 125,000 155,000 147,000 3,193,000 ‐ ‐ ‐
‐ ‐ ‐ 149,560 1,101,760 547,680 ‐ ‐ ‐
‐ ‐ ‐ 340,000 1,100,000 1,100,000 ‐ ‐ ‐
‐ ‐ ‐ ‐ 315,000 1,295,000 3,644,000 ‐ ‐
‐ ‐ 220,000 225,000 2,550,000 ‐ ‐ ‐ ‐
235,981$ 534,933$ 4,470,784$ 1,973,560$ 15,983,814$ 8,170,595$ 6,189,000$ 220,000$ 1,816,000$
‐ ‐ ‐ 203,303 ‐ ‐ ‐ ‐ ‐
‐ ‐ 100,000 100,000 50,000 ‐ ‐ ‐ ‐
1,321,858 6,896,587 2,006,000 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ 52,000 448,000 ‐ ‐ ‐ ‐ ‐
506,604 50,231 22,000 3,405,706 1,415,459 ‐ ‐ ‐ ‐
2,070 314,525 447,790 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ 360,000 770,000 ‐ ‐ ‐
500,011 351,630 75,424 769,000 ‐ ‐ ‐ ‐ ‐
733,698 54,265 2,000 ‐ 3,134,013 3,134,024 ‐ ‐ ‐
‐ ‐ ‐ 378,000 3,911,000 ‐ ‐ ‐ ‐
422,087 603,424 5,000 697,524 5,803,965 ‐ ‐ ‐ ‐
206,498 70,256 514,989 1,793,257 ‐ ‐ ‐ ‐ ‐
952,534 4,077,063 6,147,030 ‐ ‐ ‐ ‐ ‐ ‐
102,211 13,765 245,500 147,900 144,104 ‐ ‐ ‐ ‐
844 239,805 659,072 620,167 4,875,300 4,818,200 ‐ ‐ ‐
616 222,821 458,562 3,859,300 ‐ ‐ ‐ ‐ ‐
395,847 2,778,139 2,717 ‐ ‐ ‐ ‐ ‐ ‐
207,534 330,980 3,000 4,749,298 ‐ ‐ ‐ ‐ ‐
‐ ‐ 75,000 144,000 581,000 5,000 2,595,000 ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,112,000
‐ ‐ ‐ 650,000 200,000 ‐ ‐ ‐ ‐
‐ ‐ ‐ 55,000 515,000 600,000 3,403,000 3,380,000 ‐
‐ ‐ ‐ ‐ 800,000 7,000,000 ‐ ‐ ‐
‐ ‐ ‐ 443,000 2,849,000 2,433,000 ‐ ‐ ‐
5,352,412$ 16,003,492$ 10,816,084$ 18,463,455$ 24,638,841$ 18,760,224$ 5,998,000$ 3,380,000$ 1,112,000$
PROJECTED EXPENDITURESACTUALS
120
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
PROJECT # FY20 BUDGET THROUGH FY18 FY19 FY20
BUDGET APPROPRIATIONS
TRAFFIC PROJECTS
5 FUTURE TRAFFIC SIGNAL PROJECTS ST1704 992,386 ‐ 392,386 ‐
5 BARRON/ALEXANDRIA SIGNAL ST1802 600,000 150,000 325,000 ‐
5 TEXAS AVE/BROTHERS SIGNAL ST1805 600,000 150,000 375,000 ‐
5 DARTMOUTH/2818 SIGNAL ST1907 600,000 ‐ ‐ 600,000
5 UNIVERSITY/NIMITZ SIGNAL TBD 592,386 ‐ ‐ ‐
5 HOLLEMAN DR WEST/JONES BUTLER ROUNDABOUT TBD 605,000 ‐ ‐ ‐
5 GREENS PRAIRIE RD AT ARRINGTON SIGNAL ST1608 942,800 942,800 ‐ ‐
4 ITS MASTER PLAN ST1501 5,425,000 5,425,000 ‐ ‐
SUBTOTAL 6,667,800$ 1,092,386$ 600,000$
SIDEWALKS & TRAILS
5 SIDEWALK PROJECTS ST1705 300,000 ‐ ‐ 300,000
5 MUNSON SIDEWALKS ST1807 350,000 350,000 ‐ ‐
5SIDEWALK/NH PLAN/STREET MODIFICATION PROJECTS ST1804 950,000 ‐ ‐ 362,000
5 EASTGATE NH SIDEWALK SAFETY IMP ST1905 200,000 ‐ 200,000 ‐
3 UNIVERSITY DR PEDESTRIAN IMPROVEMENTS ST1206 7,055,000 7,055,000 ‐ ‐
3 LICK CREEK HIKE AND BIKE TRAIL HEAD/PARKING ST1711 305,400 284,792 20,608
6 SOUTHWOOD DR SIDEWALKS ST1710 ‐ ‐ ‐ ‐
SUBTOTAL 7,689,792$ 200,000$ 682,608$
CLOSED PROJECTS
CAPITAL PROJECTS SUBTOTAL 76,462,160$ 16,345,886$ 7,452,544$
CONTINGENCY ‐ ‐
OTHER ‐ ‐
DEBT ISSUANCE COSTS 38,555 76,825
GENERAL AND ADMINISTRATIVE CHARGES 462,819 572,353
TOTAL EXPENDITURES 16,847,260$ 8,101,722$
MEASUREMENT FOCUS INCREASE (DECREASE)
ENDING FUND BALANCE:32,050,863$ 36,395,815$
* Funded with General Funds to be transferred in to the Streets Capital Projects Fund.
1 Estimated $500,000 to be received through future Holleman Extension assessments. Funds will not be available for expenditure until they are received.
2 Indicates projects funded through 2003 G.O. Bond Authorization.
3 Indicates projects funded through 2008 G.O. Bond Authorization.
4 Funded with Certificates of Obligation (CO) debt or a combination of CO debt and budget balance from closed projects;
ITS Master Plan budget includes $850,000 to be received from TX A&M University System.
5Projects projected to be funded with Certificates of Obligation (CO) debt.
6Project funded via several sources, including a potential TxDOT Grant and Sidewalk Zone funds. Budget and expenses reflect what is incurred in Streets CIP.
121
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
THROUGH FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
PROJECTED EXPENDITURESACTUALS
‐ ‐ ‐ ‐ ‐ ‐ 500,000 ‐ ‐
‐ 8,064 385,936 ‐ ‐ ‐ ‐ ‐ ‐
‐ 30,758 419,826 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ 70,000 528,000 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ 592,386 ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ 95,000 510,000 ‐ ‐ ‐
140,010 737,794 44,055 ‐ ‐ ‐ ‐ ‐ ‐
2,348,518 1,132,305 187,000 469,000 200,000 400,000 ‐ ‐ ‐
2,488,528$ 1,908,920$ 1,106,817$ 997,000$ 887,386$ 910,000$ 500,000$ ‐$ ‐$
‐ ‐ ‐ 150,000 150,000 ‐ ‐ ‐ ‐
‐ 21,878 16,422 221,225 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ 362,000 200,000 200,000 188,000 ‐ ‐
‐ ‐ 116,615 83,385 ‐ ‐ ‐ ‐ ‐
975,675 3,171,486 2,881,165 ‐ ‐ ‐ ‐ ‐ ‐
21 15,276 32,500 262,114 ‐ ‐ ‐ ‐ ‐
‐ 1,559 650 ‐ ‐ ‐ ‐ ‐ ‐
975,696$ 3,210,199$ 3,047,352$ 1,078,724$ 350,000$ 200,000$ 188,000$ ‐$ ‐$
679,635$ 212,917$ 425$
9,732,252$ 21,870,460$ 19,441,037$ 22,512,739$ 41,860,041$ 28,040,819$ 12,875,000$ 3,600,000$ 2,928,000$
‐ ‐ ‐ ‐ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$
1,054 ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ 38,555 76,825 137,700 126,450 59,100 37,000 5,750
454,007 462,819 572,353 500,000 500,000 500,000 500,000 500,000
22,325,521$ 19,942,411$ 23,161,917$ 42,497,741$ 29,667,269$ 14,434,100$ 5,137,000$ 4,433,750$
39,193,275$ 28,955,712$ 21,335,620$ 6,565,579$ 3,564,760$ 1,059,760$ 3,409,760$ 181,760$
122
GENERAL GOVERNMENT
PARKS AND RECREATION CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
PROJECTNUMBER FY20 BUDGET THROUGH FY18 FY19 FY20
BEGINNING FUND BALANCE:$6,230,960 $7,499,577ADDITIONAL RESOURCES:GENERAL OBLIGATION BONDS -$ -$ CERTIFICATES OF OBLIGATIONS 8,464,000 1,260,000 INTERGOVERNMENTAL TRANSFERS - - INTRAGOVERNMENTAL TRANSFERS - - INVESTMENT EARNINGS 62,310 74,996 FIELD REDEVELOPMENT FEE REVENUE 96,000 111,000 OTHER 42,320 6,300
SUBTOTAL ADDITIONAL RESOURCES $8,664,630 $1,452,296
TOTAL RESOURCES AVAILABLE $14,895,589 $8,951,873
PARK PROJECTS*FIELD REDEVELOPMENT 300,000 196,000 530,657 1 NEIGHBORHOOD PARKS REVOLVING FUND PK0912 1,696,898 1,696,898 - - 2 AQUATICS RENOVATION/IMPROVEMENTS PK1701 290,000 290,000 - - 2 SYSTEM-WIDE PARK IMPROVEMENTS PK1702 2,947,500 1,600,000 718,000 629,500 2 SOUTHEAST PARK HM1607 6,000,000 1,400,000 4,600,000 - 2 CENTRAL PARK PAVILION/RESTROOM REHAB PK1802 785,000 75,000 710,000 - 2 CENTRAL PARK ATHLETIC FIELD RESTROOM REHAB PK1803 675,000 75,000 600,000 - 2 CENTRAL PARK - ATHLETIC FIELD IMPR TBD 375,000 - - - 2 BEE CREEK CONCESSIONS/RESTROOMS PK1804 600,000 75,000 525,000 - 2 THOMAS PARK REHAB PK1901 1,000,000 1,000,000 - - 2 VETERANS PARK AMENITIES & IMPROVEMENTS PK1902 665,000 - 665,000 - 2 AMERICAN PAVILION RENOVATION PK1910 500,000 - 500,000 - 2 LINCOLN CENTER BBALL PAVILION PK1903 250,000 - 250,000 - 2 BEE CREEK SOFTBALL LIGHTS PK1904 450,000 - 450,000 - 2 LICK CREEK SHADE STRUCTURE PK1905 200,000 - 200,000 - 2 CENTRAL PARKING LOT REHAB PK1805 950,000 950,000 - - 2 LINCOLN CENTER ADDITION PK1213 4,392,973 4,342,973 50,000 - 2 LICK CREEK NATURE CENTER PK1102 2,770,141 2,770,141 - - 2 FUTURE AMENITIES & IMPROVEMENTS TBD 1,000,000 - - 1,000,000 CAPITAL PROJECTS SUBTOTAL 9,464,000$ 2,160,157$
MISCELLANEOUS - - DEBT ISSUANCE COST 42,320 6,300 GENERAL & ADMIN. CHARGES 36,213 32,415
TOTAL EXPENDITURES 9,542,533$ 2,198,872$
MEASUREMENT FOCUS INCREASE (DECREASE)
ENDING FUND BALANCE:$5,353,056 $6,753,001
*Project funded with Field Redevelopment fees from field users
1 Indicates projects funded through 2008 G.O. Bond Authorization
2 Indicates projects funded through Certificates of Obligation
PK1011/PK1012/PK1014
BUDGET APPROPRIATIONS
123
GENERAL GOVERNMENT
PARKS AND RECREATION CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
THROUGH FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
3,342,655$ 6,230,960$ 7,499,577$ 246,919$ 216,002$ 183,773$ 150,191$ 115,210$
-$ -$ -$ -$ -$ -$ -$ -$ 5,210,435 8,464,000 1,260,000 - - 375,000 - - - - - - - - - - - - - - - - - - 62,776 62,310 74,996 2,469 2,160 1,838 1,502 1,152 123,900 74,418 111,000 111,000 111,000 111,000 111,000 111,000 - 42,320 6,300 - - 1,875 - -
$5,397,111 $8,643,047 $1,452,296 $113,469 $113,160 $489,713 $112,502 $112,152
$8,739,766 $14,874,007 $8,951,873 $360,389 $329,162 $673,486 $262,693 $227,362
824,746 203,159 530,657 111,000 111,000 111,000 111,000 111,000 111,000 714,483 - 982,415 - - - - - - 136,454 75,370 40,000 38,175 - - - - - 583,161 911,884 660,000 792,455 - - - - - 1,607 200,574 526,772 5,279,609 - - - - - - 31,894 752,500 - - - - - - - 24,619 650,000 - - - - - - - - - - - - 375,000 - - - 21,496 577,040 - - - - - - - - - 1,000,000 - - - - - - - 665,000 - - - - - - - - 55,000 445,000 - - - - - - - 114,250 - - - - - - - - 404,000 - - - - - - - - 140,000 - - - - - - - 39,667 910,333 - - - - - - 3,294,764 833,473 264,736 - - - - - - 2,617,686 129,262 23,194 - - - - - - - - - 1,000,000 - - - - - 8,172,900$ 2,471,398$ 7,295,897$ 8,666,239$ 111,000$ 111,000$ 486,000$ 111,000$ 111,000$
2,918 - - - - - - - 42,320 6,300 - - 1,875 - - 34,490 36,213 32,415 33,387 34,389 35,420 36,483 37,577
2,508,806$ 7,374,430$ 8,704,953$ 144,387$ 145,389$ 523,295$ 147,483$ 148,577$
-$
6,230,960$ 7,499,577$ 246,919$ 216,002$ 183,773$ 150,191$ 115,210$ 78,785$
PROJECTED EXPENDITURESACTUALS
124
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
PROJECT # FY20 BUDGET THROUGH FY18 FY19 FY20
BEGINNING FUND BALANCE:40,236,419$ 46,365,504$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS (08 GOB)‐$ ‐$
CERTIFICATES OF OBLIGATIONS 22,925,000 9,020,000
INTRAGOVERNMENTAL TRANSFERS 10,560,551 856,581
INVESTMENT EARNINGS 300,000 210,000
OTHER 114,625 45,100
SUBTOTAL ADDITIONAL RESOURCES 33,900,176$ 10,131,681$
TOTAL RESOURCES AVAILABLE 74,136,595$ 56,497,185$
PUBLIC FACILITIES PROJECTS
1 LIBRARY EXPANSION GG1010 8,385,000 8,385,000 ‐‐
4 STORAGE TANKS & CONTAINMENT GG1601 287,000 212,000 ‐ 75,000
4 PW's COMPLIANCE UPGRADES GG1602 584,589 584,589 ‐‐
2 CITY GATEWAY SIGN #2 (SOUTH)GG1701 200,000 200,000 ‐‐
2 CITY GATEWAY SIGN #3 (WEST)GG1901 175,000 ‐ 175,000 ‐
2 CITY GATEWAY SIGN #4 (EAST)TBD 175,000 ‐‐‐
5 NEW POLICE STATION GG1604 29,500,000 28,000,000 1,500,000 ‐
5 FIRE STATION #7 GG1804 7,100,000 700,000 ‐‐
6 ARTS COUNCIL BUILDING RENOVATION GG1605 973,190 973,190 ‐‐
7 NEW CITY HALL GG1801 39,300,000 2,000,000 31,000,000 6,300,000
2 RENOVATION OF EXISTING PD BUILDING GG1805 1,000,000 ‐‐ 1,000,000
2 FLEET UPGRADES ‐ OIL PIT & STORM DRAIN GG1902 165,000 165,000 ‐‐
2 FLEET FUEL SYSTEM REHAB CO1902 1,600,000 ‐ 1,600,000 ‐
2 FUTURE DEPARTMENTAL RELOCATION GG2000 2,174,000 ‐‐ 300,000
SUBTOTAL 34,275,000$ 7,675,000$
TECHNOLOGY/EQUIPMENT PROJECTS
3 ERP SYSTEM REPLACEMENT CO1204 5,525,000 5,525,000 ‐‐
3 WORK MGMT SYSTEM ‐ PARD CO1901 150,000 150,000 ‐‐
2 FIBER OPTIC INFRASTRUCTURE CO1701 675,000 500,000 ‐ 175,000
2 VIDEO SURVEILLANCE SYSTEM CO1802 790,000 350,000 280,000 160,000
2 NETWORK UPGRADE/REPLACEMENT CO2000 810,000 ‐‐ 810,000
2VIDEO/GPS/DIAGNOSTICS FOR CITY FLEET CO1903 420,000 ‐ 420,000 ‐
2 NON‐PUBLIC SAFETY RADIO REPLACEMENT CO1904 760,000 ‐ 760,000 ‐
8CAD/RMS REPLACEMENT CO1301 2,748,900 2,748,900 ‐‐
2 IT REVOLVING PROJECT CO2001 1,000,000 ‐‐ 1,000,000
CLOSED PROJECTS
SUBTOTAL 1,460,000$ 2,145,000$
CAPITAL PROJECTS SUBTOTAL 35,735,000$ 9,820,000$
DEBT ISSUANCE COSTS 114,625 45,100
CONTINGENCY ‐‐
TRANSFERS ‐‐
OTHER MISC ‐‐
GENERAL & ADMIN. CHARGES 118,773 177,786
TOTAL EXPENDITURES 35,968,398$ 10,042,886$
MEASUREMENT FOCUS INCREASE (DECREASE)
*ENDING FUND BALANCE:38,168,197$ 46,454,299$
1 Indicates projects funded through 2008 General Obligation (G.O.) Bond Authorization
2 Funded primarily with Certificates of Obligation (C.O.) debt
3 General Fund ($412,041); Water, WW and Electric ($1,375,561), Sanitation ($43,439), Drainage ($28,959), and C.O. debt ($3,325,000).
4 Funded with General Funds transferred to General Gov't CIP Fund
5 Projects expected to be funded with G.O. and/or C.O. debt and will likely require an increase to the property tax rate in future years
6 Funded with General Funds transferred to General Gov't CIP Fund ($400,000) and R.E. Meyer Restricted Gift funds for Senior Programs ($573,190)
7 Proposed funding: $10,000,000 from Electric Fund, $934,844 from TIRZ 18, $250,000 from General Fund, $27,190,000 CO debt, and $925,156 from PEG Fund
8 Funded with 03 G.O. debt, General Fund, misc. IT project balances, Fire Station Alerting balance, and C.O. debt.
* Ending Fund Balance includes $260,000 from Cayenta settlement
BUDGET APPROPRIATIONS
125
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
THROUGH FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
39,662,661$ 40,236,419$ 46,365,504$ 17,709,060$ 2,731,482$ 1,845,341$ 1,156,069$ 958,969$
‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
3,054,355 22,925,000 9,020,000 6,105,000 8,600,000 1,000,000 1,000,000 1,000,000
1,592,914 10,560,551 856,581 1,000,000 ‐ ‐ ‐ ‐
604,689 300,000 210,000 125,000 40,000 5,000 3,000 3,000
114,625 45,100 30,525 43,000 5,000 5,000 5,000
5,251,958$ 33,900,176$ 10,131,681$ 7,260,525$ 8,683,000$ 1,010,000$ 1,008,000$ 1,008,000$
44,914,619$ 74,136,595$ 56,497,185$ 24,969,585$ 11,414,482$ 2,855,341$ 2,164,069$ 1,966,969$
736,195 1,324,981 6,323,823 ‐ ‐ ‐ ‐ ‐ ‐
309 6,972 17,300 112,121 150,000 ‐ ‐ ‐ ‐
22,341 308,663 253,584 ‐ ‐ ‐ ‐ ‐ ‐
94 21,260 163,132 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ 17,000 111,000 47,000 ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ 17,000 158,000 ‐ ‐ ‐
300,150 612,446 17,268,589 11,318,815 ‐ ‐ ‐ ‐ ‐
‐ 631,176 ‐ ‐ 451,296 6,017,528 ‐ ‐ ‐
66,928 55,397 850,866 ‐ ‐ ‐ ‐ ‐ ‐
‐ 47,267 1,812,970 22,093,040 15,339,688 ‐ ‐ ‐ ‐
‐ 288 ‐ 250,000 750,000 ‐ ‐ ‐ ‐
‐ ‐ 19,000 146,000 ‐ ‐ ‐ ‐ ‐
‐ ‐ 95,000 595,000 910,000 ‐ ‐ ‐ ‐
‐ ‐ ‐ 115,000 1,147,000 912,000
1,126,017$ 3,008,449$ 26,821,264$ 34,740,976$ 18,811,984$ 7,087,528$ ‐$ ‐$ ‐$
4,190,336 603,015 188,044 344,912 ‐ ‐ ‐ ‐ ‐
‐ ‐ 139,400 10,600
9,013 64,411 144,000 218,000 212,475 ‐ ‐ ‐ ‐
‐ 352,996 206,250 230,750 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ 810,000 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ 420,000 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ 760,000 ‐ ‐ ‐ ‐ ‐
2,209,272 331,480 21,000 30,000 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
221,749 17,735
6,408,620$ 1,573,651$ 716,429$ 3,824,262$ 1,212,475$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$
4,582,100$ 27,537,694$ 38,565,238$ 20,024,459$ 8,087,528$ 1,000,000$ 1,000,000$ 1,000,000$
‐ 114,625 45,100 30,525 43,000 5,000 5,000 5,000
‐ ‐ ‐ 2,000,000 1,250,000 500,000 ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
20,531 ‐ ‐ ‐ ‐ ‐ ‐ ‐
113,667 118,773 177,786 183,120 188,613 194,272 200,100 206,103
4,716,298$ 27,771,092$ 38,788,124$ 22,238,104$ 9,569,141$ 1,699,272$ 1,205,100$ 1,211,103$
38,098 (38,192)
40,236,419$ 46,365,504$ 17,709,060$ 2,731,482$ 1,845,341$ 1,156,069$ 958,969$ 755,867$
PROJECTED EXPENDITURESACTUALS
126
FY21 FY22 FY23 FY24 FY25 Comments
Street/Traffic Projects
Dartmouth @ FM 2818 Signal 4,090 4,213 4,339 4,469 4,603 Signal maintenance & utility costs
Future Signal Projects ‐ 8,180 16,605 17,104 17,617 Signal maintenance & utility costs
Holleman & FM2154 Intersection
Improvements ‐ 5,759 5,932 6,110 6,293 General street maintenance
Lick Creek Nature Trail Parking & Trail Head 5,800 5,974 6,153 6,338 6,528 General maintenance
Munson Street Sidewalk Improvements 3,099 3,192 3,288 3,386 3,488 General maintenance
Street/Traffic Projects Subtotal 12,989$ 27,318$ 36,317$ 37,407$ 38,529$
Parks Projects
Southeast Park 160,000 164,800 169,744 174,836 180,081 Personnel, equipment, supplies,
utility costs and facilities
Thomas Park Rehab 5,000 5,150 5,305 5,464 5,628 Utility costs and facilities
VPAC Amenities/American Pavilion 2,000 2,060 2,122 2,185 2,251 Facilities maintenance
Parks Projects Subtotal 167,000$ 172,010$ 177,170$ 182,485$ 187,960$
Facility and Technology Projects
New Police Station 200,000 206,000 212,180 218,545 225,102 Placeholder for utility costs,
supplies, maintenance, etc
Fire Station #7 ‐ TBD TBD TBD TBD
Staffing, utility costs, supplies,
maintenance, etc
New City Hall ‐ 200,000 206,000 212,180 218,545 Placeholder for utility costs,
supplies, maintenance, etc
Fleet Upgrades ‐ Oil Pit and Storm Drain 500 515 530 546 563 Maintenance and support
Fleet Fuel System Replacement ‐ 1,000 1,030 1,061 1,093 Supplies and maintenance
Facilities and Technology Projects Totals $ 200,500 $ 407,515 $ 419,740 $ 432,333 $ 445,303
Total Estimated O&M Costs 380,489$ 606,843$ 633,228$ 652,225$ 671,792$
Governmental Funds Capital Improvement Projects
Estimated Operations and Maintenance Costs*
*The Operations and Maintenance (O&M) estimates reflected above are anticipated project costs. In some situations, a project's O&M cost is minimal and can be absorbed by the City department that
benefits the most from the project. In other situations, the O&M cost is more significant and funding for these additional expenses will be included in the base budget. By approving capital projects, the
City inherently approves the related additional O&M costs needed to run and maintain the new infrastructure. As project costs become more defined, the O&M estimates may be revised.
Projected
127
ELECTRIC UTILITY
CITY OF COLLEGE STATION
City Manager
Deputy City
Manager
Director
Compliance
Officer
Compliance
Admin/Budget
Manager
Warehouse/
Support Staff
Electric System
Analysts
Assistant
Director
SCADA Lead
SCADA
Energy
Supervisor
Energy Auditor
Substation
Metering
Superintendent
Substation/
Meters
Assistant
Director
Design
Supervisor
Design
Operations
Superintendent
Operators
T&D
Superintendent
Transmission &
Distribution
Engineers
128
Electric Fund
The Electric Fund is a City Enterprise Fund that accounts for electric utility revenue and operating expenses. The
Electric Utility constructs new facilities to extend electric service to new consumers, maintains system
infrastructure, and responds to emergency outages and storm incidents. The Electric Utility maintains high
standards of reliability to meet citizens’ electric consumption, while meeting or exceeding all applicable local,
state, and federal standards. The Electric Utility also recovers the full cost of service by charging consumption on
a per kWh basis.
The Electric Utility system includes:
90.50 FTEs serving 43,750 City meters and 6,000 street/rental lights
Approximately 20 miles of transmission lines
Approximately 510 miles of overhead and underground electric distribution lines
Seven substations (with an additional substation expected by early 2020)
Approximate annual energy sales of 867,000 MWh
Additionally, the Electric Utility is implementing the AMI project. The FY20 AMI budget totals $9,500,000, with
$950,000 and $8,550,000 for engineering and construction, respectively. In FY18, the City issued $4,200,000 of
CO debt for AMI and used available fund balance for the remaini ng project budget. The City is currently negotiating
with AMI and meter data management vendors and expects to install AMI starting in FY20.
Electric’s FY20 Budget includes five SLAs:
Relay Foreman and Vehicle: this SLA will fund an FTE who will coordinate critical functions associated with
commissioning, maintaining, and testing substation automation and related protection systems. This
position is critical as the City has added substations and must comply with North American Reliability
Corporation (NERC) maintenance and testing standards.
Electric Project Coordinator (Designer): this SLA will fund an FTE to assist with customer interface, design,
material ordering, staking, management, and closing of various Electric projects. The Coordinator will
assist with the increased workload caused by community development and technological changes (e.g.,
5G wireless) and will provide for succession planning.
AMI Metering O&M Budget: this SLA will fund supplies and training for Utility Customer Service (UCS)
employees who started reporting to Electric in FY19. The Electric Fund will incur these employees’ costs
starting in FY20. This SLA covers various operational items to coincide with the safety requirements and
training schedule of other Electric Utility divisions.
Asset Management System: this SLA will fund a comprehensive and modern asset management system
for Substation and Protection & Control devices. NERC audits transmission owners on Protection System
Maintenance and Testing standards, which require certain activities or testing intervals. Due to the
growing number of City substations and required component testing, the City needs this system to comply
with NERC regulations and to improve asset tracking and data management.
Comprehensive Transmission Cost of Service (TCOS) Study: this S LA will fund the City’s first comprehensive
TCOS filing since 1996. This filing will update the City’s information, accounting for various transmission
and distribution changes, to provide a more accurate Access Rate. This updated filing will replace all
previously submitted interim filings based on the original 1996 parameters.
129
SLAs One‐Time Recurring Total
Relay Foreman and Vehicle $47,595 $117,556 $165,151
Electric Project Coordinator (Designer)9,200 82,747 91,947
AMI Metering O&M Budget 4,000 18,750 22,750
Asset Management System 100,000 10,000 110,000
Comprehensive TCOS Study 100,000 ‐100,000
Total $260,795 $229,053 $489,848
The City does not propose a FY20 Electric rate increase. FY20 budgeted revenue also includes a reduced Street
Light transfer from the General Fund due to energy savings generated by LED bulbs. The City expects FY20
Investment Earnings to increase due to growth in fund balance, while the City also expects Other Sales and Other
Operating Revenue to decrease due to fluctuations in collected penalties, connection fees, and pole use charges.
For FY19 and FY20, the City will report the gross Transmission revenue and expense; prior year Budgets only
presented the net Transmission expense.
The FY20 operating budget increased 4.33% from FY19 due to expected Purchased Power/Wheeling costs,
additional Direct Capital costs for new and replacement vehicles, and because some UCS employees and budget
transferred to Electric’s AMI Division (presented in the Transmission/Distribution category). As a result, Electric
will not transfer as much to UCS as in prior years, resulting in a 6.72% decrease in net G&A Transfers. The
aforementioned SLAs and budget adjustments between various Divisions produced the other operating budget
changes. The FY20 non‐operating budget decreased 10.32% from FY19 due to reduced funds transferred for
capital projects. Also budgeted in FY20 is a one‐time transfer of $1,219,363 to the Fleet Replacement Fund to
catch up replacement contributions for Electric vehicles the City expects to replace in the near future.
The City estimates that the projected FY20 ending working capital will decrease 1.35% due to the aforementioned
operating costs and mild revenue growth. Every year the City considers transferring fund balance in lieu of issuing
debt for capital projects. Given that the projected FY20 working capital meets the 18% requirement as outlined in
the Fiscal and Budgetary Policy Statement, the City will continue to use available fund balance for the majority of
Electric’s capital projects.
Since FY08, the City has issued CO debt for utility capital projects. In FY20, the City estimates issuing $2,560,000
of CO debt for Electric projects. The City will use this debt in conjunction with a fund balance transfer for various
projects, including various feeder extensions, padmount transformer rehabilitations, new service build out, and
the Utility Service Center rehabilitation.
130
City of College Station
Electric Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Residential 57,385,061$ 56,298,604$ 55,816,291$ 56,374,450$ 56,374,450$ 0.13%
Commercial/ Industrial 40,797,584 40,709,013 40,812,520 41,220,640 41,220,640 1.26%
TDA 4,321,205 4,386,023 4,364,417 4,408,080 4,408,080 0.50%
Other Sales 109,192 112,929 102,444 100,000 100,000 ‐11.45%
Other Operating 2,190,991 1,622,943 1,496,694 1,430,100 1,430,100 ‐11.88%
Transmission*‐3,717,000 3,500,000 4,000,000 4,000,000 7.61%
Investment Earnings 752,962 622,902 1,069,236 1,079,900 1,079,900 73.37%
Other Nonoperating/Street Light Transfer 1,269,241 1,316,952 1,051,943 695,320 695,320 ‐47.20%
Total Revenues 106,826,236$ 108,786,366$ 108,213,545$109,308,490$109,308,490$ 0.48%
EXPENDITURES AND TRANSFERS**
Administration 3,030,391$ 3,318,465$ 3,255,533$ 3,082,454$ 3,092,454$ ‐6.81%
Transmission/Distribution 7,499,756 9,109,091 8,234,732 9,712,309 10,040,482 10.22%
Purchased Power Charges/Wheeling***57,507,848 64,739,000 64,623,357 67,200,000 67,200,000 3.80%
Direct Capital 191,585 436,590 232,297 480,000 631,675 44.68%
Total Operating, Expenditures and Transfers 68,229,580$ 77,603,146$ 76,345,919$ 80,474,763$ 80,964,611$ 4.33%
NONOPERATING EXPENDITURES
Debt Service 5,780,408$ 6,008,005$ 6,008,005$ 6,676,974$ 6,676,974$ 11.13%
Contingency ‐150,000 ‐150,000 150,000 0.00%
Net Gen/Admin Transfers 2,237,017 2,243,219 2,243,219 2,092,387 2,092,387 ‐6.72%
Transfer to Gen'l Fund (In Lieu of Franchise Fees) 8,128,956 8,181,018 8,181,018 8,603,000 8,603,000 5.16%
Capital Projects Funding 12,850,000 15,745,817 15,745,817 10,250,000 10,250,000 ‐34.90%
Transfer to Fleet Replacement Fund ‐‐‐1,219,363 1,219,363 N/A
Total Non Operating Expenditures 28,996,381$ 32,328,059$ 32,178,059$ 28,991,724$ 28,991,724$ ‐10.32%
Total Expenditures and Transfers 97,225,961$ 109,931,205$ 108,523,978$109,466,487$109,956,335$ 0.02%
Increase/Decrease in Working Capital, modified 9,600,275$ (1,144,839)$ (310,433)$ (157,997)$ (647,845)$
Measurement Focus Increase (Decrease)612,394$
Beginning Working Capital, accrual basis of
accounting 37,954,026$ 48,166,696$ 48,166,696$ 47,856,263$ 47,856,263$
Ending Working Capital, accrual basis of
accounting 48,166,696$ 47,021,857$ 47,856,263$ 47,698,266$ 47,208,418$
* Starting in FY19, the City reports gross Transmission revenue. In prior year budgets and actuals, the City only presented the net Transmission expense.
** Administration, Transmission/Distribution, Purchased Power/Wheeling Charges and Direct Capital make up the Operations & Maintenance portion of the Electric Budget.
*** FY18 reflects the net Transmission expense. Starting in FY19, the City budgeted for and reported gross Transmission revenues and expenses.
Residential
51.57%
Commercial/
Industrial
37.71%
TDA
4.03%
Other Sales
0.09%
Other Operating
1.31%Transmission*
3.66%
Investment Earnings
0.99%
Other Nonoperating/Street
Light Transfer
0.64%
Electric Fund ‐ Sources
Administration
2.84%
Transmission/Distribution
9.23%
Purchased Power
Charges/Wheeling***
61.80%
Direct Capital
0.58%
Net Gen/Admin
Transfers
1.92%
Debt Service
6.14%
Contingency
0.14%
Transfer to Gen'l
Fund (In Lieu of
Franchise Fees)
7.91%
Capital Projects
Funding
9.43%
Electric Fund ‐ Uses
131
City of College Station
Electric Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Warehouse 431,010$ 358,585$ 449,132$ 342,980$ 342,980$ ‐4.35%
Operations Administration 2,599,382 2,959,880 2,806,401 2,739,474 2,749,474 ‐7.11%
Substations 1,460,849 1,615,673 1,473,529 1,780,226 1,901,332 17.68%
Utility Dispatch 1,476,212 1,484,258 1,440,932 1,356,850 1,356,850 ‐8.58%
Electric Compliance 300,749 339,711 325,161 347,023 347,023 2.15%
Engineering & Design (E&D)736,564 992,080 766,716 938,544 1,122,861 13.18%
Energy Conservation 553,628 583,373 560,085 588,926 588,926 0.95%
Tranmission / Distribution (T&D)2,639,568 3,306,187 3,195,446 3,479,470 3,479,470 5.24%
SCADA 332,186 510,653 470,581 521,293 521,293 2.08%
AMI ‐ 277,156 2,282 699,977 722,727 160.77%
Purchased Power/Wheeling Charges 57,507,848 64,739,000 64,623,357 67,200,000 67,200,000 3.80%
Direct Capital 191,585 436,590 232,297 480,000 631,675 44.68%
TOTAL 68,229,581$ 77,603,146$ 76,345,919$ 80,474,763$ 80,964,611$ 4.33%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 7,801,294$ 8,587,849$ 8,220,979$ 9,011,533$ 9,198,796$ 7.11%
Supplies 510,659 730,176 615,878 739,262 760,172 4.11%
Maintenance 249,976 306,279 266,949 496,413 506,413 65.34%
Purchased Services 1,968,219 2,803,252 2,386,459 2,547,555 2,667,555 ‐4.84%
Purchased Power/Wheeling Charges 57,507,848 64,739,000 64,623,357 67,200,000 67,200,000 3.80%
Direct Capital 191,585 436,590 232,297 480,000 631,675 44.68%
TOTAL 68,229,581$ 77,603,146$ 76,345,919$ 80,474,763$ 80,964,611$ 4.33%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Warehouse / Operations Admin.14.50 14.50 14.50 14.50 0.00%
E&D / T&D / SCADA / AMI 66.00 74.00 74.00 76.00 2.70%
TOTAL 80.50 88.50 88.50 90.50 2.26%
132
Debt Service Requirements
Electric Fund
All Electric URB, GO and CO Series
FISCAL
YEAR PRINCIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY20 4,505,000 2,171,974 6,676,974 53,180,000
FY21 4,705,000 1,952,059 6,657,059 48,675,000
FY22 4,810,000 1,751,776 6,561,776 43,970,000
FY23 4,800,000 1,535,371 6,335,371 39,160,000
FY24 4,665,000 1,319,209 5,984,209 34,360,000
FY25 4,560,000 1,112,188 5,672,188 29,695,000
FY26 4,510,000 907,585 5,417,585 25,135,000
FY27 3,475,000 738,547 4,213,547 20,625,000
FY28 3,445,000 611,149 4,056,149 17,150,000
FY29 3,100,000 495,288 3,595,288 13,705,000
FY30 2,335,000 394,864 2,729,864 10,605,000
FY31 2,235,000 301,439 2,536,439 8,270,000
FY32 1,970,000 208,939 2,178,939 6,035,000
FY33 1,500,000 131,830 1,631,830 4,065,000
FY34 955,000 78,030 1,033,030 2,565,000
FY35 380,000 50,653 430,653 1,610,000
FY36 395,000 37,185 432,185 1,230,000
FY37 410,000 22,893 432,893 835,000
FY38 425,000 7,756 432,756 425,000
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
FY20FY21FY22FY23FY24FY25FY26FY27FY28FY29FY30FY31FY32FY33FY34FY35FY36FY37FY38ELECTRIC FUND PRINCIPAL AND INTEREST
PRINCIPAL INTEREST
133
ELECTRIC DEPARTMENT FY20 STRATEGIC PLAN
I. Mission Statement
Provide high quality, customer‐owned electric service to our customers in College Station
through:
Exceptional reliability
Outstanding customer service
Controlling costs and rates
Anticipating future needs
Improving the quality of life through dependable service
II. Top 5 Departmental Goals for FY20
1. Goal: Implement an Advanced Metering Infrastructure (AMI) and a Meter Data
Management System (MDM). Work with other City departments to select a new
Utility Billing (UB) system and integrate it with AMI.
a. Issue: Implement Electric AMI
b. Plan of Action:
i. Install and test communication system, MDM system, and system
interfaces.
ii. Begin implementation and transition to AMI meters.
iii. Work with the City to investigate a new UB system.
c. Strategic Initiative(s): Core Services and Infrastructure, Financially Sustainable
City
2. Goal: Compliance with state and federal regulatory authorities.
a. Issue 1: Unfunded Mandates from Regulatory Agencies
b. Plan of Action:
i. Stay abreast of changing regulatory requirements as best possible to
minimize current budget impacts and to provide for future funding in
order to meet evolving compliance standards.
ii. Maintain and develop subject matter experts (SMEs) for auditable
occurrences.
iii. Create a new Substation Relay Foreman position.
iv. Create an asset tracking system for compliance related equipment.
c. Strategic Initiative(s): Financially Sustainable City
a. Issue 2: Compliance audit in 2020
b. Plan of Action:
i. Prepare for 2020 Texas RE audit.
c. Strategic Initiative(s): Financially Sustainable City
3. Goal: Plan and Prepare for future costs and revenues
a. Issue 1: Manage Power Supply Costs and Electric Rates
b. Plan of Action:
i. Manage Congestion Revenue Rights (CRR) costs.
134
ELECTRIC DEPARTMENT FY20 STRATEGIC PLAN
ii.Monitor the gas market for future gas hedges.
iii.Evaluate the Cost of Service Study for adjustment or changes to rate
structure.
c.Strategic Initiative(s): Core Services and Infrastructure, Diverse Growing
Economy
a.Issue 2: Provide service to extensive new development growth in the service
territory and the redevelopment of the Northgate area. Address growing
requirements to serve 5G communications.
b.Plan of Action:
i. Maintain accurate data to track growth and identify facility loading
concerns.
ii.Work with Legal to address pole attachment issues.
iii.Hire an additional Project Coordinator.
c.Strategic Initiative(s): Core Services and Infrastructure, Diverse Growing
Economy
a.Issue 3: Transmission Cost of Service
b.Plan of Action:
i.Hire consultant to perform TCOS Study.
ii.Prepare for full filing to the PUCT.
c.Strategic Initiative(s): Core Services and Infrastructure, Diverse Growing
Economy
4.Goal: Develop and maintain a trained and knowledgeable electric utility workforce.
a.Issue 1: Employee Retention and Succession Planning.
b.Plan of Action:
i.Emphasize “hiring for attitude” in the recruitment process.
ii.Create a culture of accountability and pride in work.
iii.Create an environment of healthy work behaviors that reward
exceptional performance and encourage learning.
iv.Focus on recruiting, developing, and retaining a quality work force.
v.Encourage longevity, career growth, and promotion within the
organization by mentoring new recruits, encouraging personal
development, and recognizing leadership qualities in strategic‐
minded employees.
vi.Stay current with industry best practices by offering a variety of
training opportunities.
vii.Fund training and safety supplies for the AMI Technicians brought
over from Utility Billing.
c.Strategic Initiative(s): Core Services and Infrastructure
a.Issue 2: Competitive Compensation
b.Plan of Action:
i.Continue to address areas of concern for competitive salaries.
135
ELECTRIC DEPARTMENT FY20 STRATEGIC PLAN
ii. Benchmark labor markets that have recruited CSU personnel.
iii. Update compensation survey on a periodic basis to maintain
competitiveness.
c. Strategic Initiative(s): Core Services and Infrastructure
5. Goal: Culture of Safety: Plan, design, construct, and maintain the electric system to
ensure employee and public safety.
a. Issue: Safety of Personnel / Safe Work Practices
b. Plan of Action:
i. Utilize, train, and enforce the safety standards in the CSU‐ adopted
APPA Safety Manual.
ii. Involve employees in presenting training on the APPA Safety
Manual.
iii. Continue to evolve the “Safety Stand‐Down Day” to involve more
employee participation and ownership.
c. Strategic Initiative(s): Core Services and Infrastructure
III. Key Performance Indicators (KPIs)
City Council Goal Measure
2018
Actuals
2019
Actuals
2020
Goals
II‐Financial
Sustainability
Meet budget requirements and provide
projections MEET MEET MEET
III‐Core Services
and Infrastructure Meet Compliance goals and requirements MEET MEET MEET
III‐Core Services
and Infrastructure Meet reliability indices MEET MEET MEET
III‐Core Services
and Infrastructure Meet energy efficiency goals MEET MEET MEET
III‐Core Services
and Infrastructure
Provide effective safety programs and maintain
safe facilities MEET MEET MEET
136
WATER SERVICES
CITY OF COLLEGE STATION
City Manager
Deputy City
Manager
Water Services
Director
Assistant Director
Technical and Support Services
Engineering
Operations
Manager
Graduate
Engineer
Graduate
Engineer
GIS
Analyst
Asset Manager
Staff
Assistants
Environmental
Supervisor
Environmental
Technicians
Sr. Regulatory
Compliance
Coordinator
Water Resources
Coordinator
Assistant Director
Operations and Field Services
Plant Operations
Manager
Plant
Maintenance
Supervisor
Plant
Maintenance
Staff
Wastewater
Treatment
Supervisor
Plant Leads
Plant Operators
SCADA
Analyst
Power & Control Lead
Power and
Control
Specialists
Water Production
Supervisor
Lead Water Production
Operator
Water
Production
Operators
Field Operations
Manager
Field
Maintenance
Supervisors
Crew Leaders
Field Laborers
and Operators
Lab Supervisor
Lab
Technicians
137
Water Fund
The Water Fund is a City Enterprise Fund that accounts for water utility revenue and operating expenses. The City
can produce approximately 29 million gallons of potable water per day, with an anticipated increase to 34 million
gallons once Well #9 and related infrastructure are complete. Expected completion for Well #9 is early FY20.
The Water Department also maintains high standards of reliability to meet citizens’ water supply needs, while
meeting or exceeding all applicable local, state, and federal standards. The Water Department recovers the full
cost of production, transmission, and distribution by charging citizen consumption on a per unit basis.
The City’s Water system includes:
9 wells and 42 employees serving approximately 37,000 connections
2 ground and 2 elevated storage tanks with a total capacity of 13 million gallons
461 miles of water line
Average consumption of 12 million gallons per day (MGD)
Approximate daily consumption of 135 gallons per capita
Water’s FY20 Budget includes one SLA:
Water Rate Restructuring Review: this SLA will fund a study to update water rates and consumer classes.
The study will also consider development, conservation, citizen impact, debt obligations, masterplan
recommendations, and regulatory requirements. The City expects the study to provide a rate schedule
valid for at least five years and a scalable rate model to project future scenarios.
SLAs One‐Time Recurring Total
Rate Restructuring Review $75,000 ‐$75,000
Total $75,000 ‐$75,000
The City approved a 15% Water rate increase for all consumer classes in FY20. This rate increase will fund O&M
expenses, significant capital expenditures (including the planned 3 million gallon Elevated Storage Tank near Rock
Prairie Road), and replenish existing fund balance to meet various reserve requirements. Due to the approved
rate change, FY20 revenue totals $18,533,200, a 9.25% increase from FY19. FY20 revenue also includes a $290,000
transfer from the System‐Wide Water Impact Fee Fund (to offset Well #9 and Well #9 Collection Line debt service
payments) and a $170,000 transfer from the Fleet Replacement Fund (for new vehicle purchases, included in
Other Non‐Operating Revenue). The City expects Other Operating Revenue to decrease from FY19 due to
fluctuations in taps and penalty revenue, with Investment Earnings increasing due to projected fund balance.
The overall FY20 operating budget increased 3.33% from FY19. The Production budget increased due to
anticipated Well #9 utility costs and the above SLA, while the Direct Capital budget increased due to planned
vehicle purchases. The FY20 non‐operating budget increased 4.21% from FY19 due to increased debt service and
a larger return on revenue transfer to the General Fund. The capital projects transfer decreased from FY19 due to
limited fund balance and projected FY20 project expenses. Net G&A transfers also decreased due to updated cost
allocations.
With the approved 15% rate increase, the City estimates that the FY20 ending working capital will increase 24.21%.
Every year the City considers transferring fund balance in lieu of issuing debt for capital projects. Given that the
projected FY20 working capital meets the 18% requirement as outlined in the Fiscal and Budgetary Policy
Statement, the City anticipates using available fund balance for future capital transfers.
Since FY08, the City has issued CO debt for utility capital projects. In FY20, the City estimates issuing $9,000,000
of CO debt for Water projects. The City will use this debt in conjunction with a fund balance transfer for various
projects, including the Elevated Storage Tank and various waterline rehabilitations.
138
City of College Station
Water Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Residential 8,840,870$ 9,266,685$ 8,361,890$ 8,989,800$ 10,063,200$ 8.60%
Commercial/Industrial 6,383,280 6,605,647 6,231,308 6,567,800 7,352,000 11.30%
Commercial/Sale of Effluent 484,325 ‐‐‐‐N/A
Other Operating 578,056 664,733 490,730 500,500 500,500 ‐24.71%
Impact Fee Revenue for Capital Projects 359,152 301,933 350,000 290,000 290,000 ‐3.95%
Investment Earnings 93,512 60,000 136,210 109,000 109,000 81.67%
Other Non‐Operating 60,214 64,706 64,706 218,500 218,500 237.68%
Total Revenues 16,799,407$ 16,963,704$ 15,634,844$ 16,675,600$ 18,533,200$ 9.25%
EXPENDITURES AND TRANSFERS
Production*2,710,577$ 2,679,284$ 2,675,561$ 2,800,760$ 2,875,760$ 7.33%
Distribution*3,444,714 3,513,876 3,537,435 3,358,521 3,358,521 ‐4.42%
Direct Capital*57,695 56,030 34,860 223,000 223,000 298.00%
Total Operating Expenditures & Transfers 6,212,986$ 6,249,190$ 6,247,856$ 6,382,281$ 6,457,281$ 3.33%
NONOPERATING EXPENDITURES
Debt Service 6,020,993$ 6,024,913$ 6,024,913$ 6,903,809$ 6,903,809$ 14.59%
Capital Projects 500,000 965,000 ‐700,000 700,000 ‐27.46%
Contingency ‐50,000 ‐ 50,000 50,000 0.00%
ERP System Replacement 105,000 ‐‐‐‐N/A
General & Administrative Transfers 2,230,918 2,198,705 2,198,705 1,904,507 1,904,507 ‐13.38%
Utility Transfer to General Fund 1,561,912 1,600,935 1,600,935 1,738,000 1,738,000 8.56%
Other ‐‐‐‐‐N/A
Total Nonoperating Expenditures 10,418,823$ 10,839,553$ 9,824,553$ 11,296,316$ 11,296,316$ 4.21%
Total Expenditures & Transfers 16,631,809$ 17,088,743$ 16,072,409$ 17,678,597$ 17,753,597$ 3.89%
Increase/Decrease in Working Capital, modified 167,598$ (125,039)$ (437,565)$ (1,002,997)$ 779,603$
Measurement Focus Increase (Decrease)304,761$
Beginning Working Capital, accrual basis of
accounting 3,185,123$ 3,657,482$ 3,657,482$ 3,219,917$ 3,219,917$
Ending Working Capital, accrual basis of
accounting 3,657,482$ 3,532,443$ 3,219,917$ 2,216,920$ 3,999,520$
*Production, Distribution and Direct Capital make up the Operations & Maintenance portion of the Water Budget.
Residential
54.30%
Commercial/Industrial
39.67%
Other Operating
2.70%
Impact Fee Revenue for
Capital Projects
1.56%
Investment Earnings
0.59%
Other Non‐
Operating
1.18%
Water Fund ‐ Sources
Production*
16.20%
Distribution*
18.92%
Direct Capital*
1.26%
Debt Service
38.89%
Capital Projects
3.94%
Contingency
0.28%
General &
Administrative
Transfers
10.73%
Utility Transfer
to General Fund
9.79%
Water Fund ‐ Uses
139
City of College Station
Water Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Production 2,710,577$ 2,679,284$ 2,675,561$ 2,800,760$ 2,875,760$ 7.33%
Distribution 3,444,714 3,513,876 3,537,435 3,358,521 3,358,521 ‐4.42%
Direct Capital 57,695 56,030 34,860 223,000 223,000 298.00%
TOTAL 6,212,986$ 6,249,190$ 6,247,856$ 6,382,281$ 6,457,281$ 3.33%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 2,999,369$ 3,236,413$ 3,194,464$ 3,163,317$ 3,163,317$ ‐2.26%
Supplies 698,391 567,545 598,995 570,706 570,706 0.56%
Maintenance 133,656 122,198 130,066 134,931 134,931 10.42%
Purchased Services 2,143,701 2,066,504 2,097,177 2,090,077 2,165,077 4.77%
Assessments/Fees 180,174 200,500 192,294 200,250 200,250 ‐0.12%
Direct Capital 57,695 56,030 34,860 223,000 223,000 298.00%
TOTAL 6,212,986$ 6,249,190$ 6,247,856$ 6,382,281$ 6,457,281$ 3.33%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Production 5.00 5.00 5.00 5.00 0.00%
Distribution 36.00 37.00 37.00 37.00 0.00%
TOTAL 41.00 42.00 42.00 42.00 0.00%
140
Debt Service Requirements
Water Fund
All Water URB, GO and CO Series
FISCAL
YEAR PRINICIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY20 4,570,000 2,333,809 6,903,809 56,180,000
FY21 4,785,000 2,053,171 6,838,171 51,610,000
FY22 3,910,000 1,857,921 5,767,921 46,825,000
FY23 3,685,000 1,675,046 5,360,046 42,915,000
FY24 3,900,000 1,487,646 5,387,646 39,230,000
FY25 4,125,000 1,290,071 5,415,071 35,330,000
FY26 3,965,000 1,090,971 5,055,971 31,205,000
FY27 3,545,000 926,418 4,471,418 27,240,000
FY28 2,905,000 805,109 3,710,109 23,695,000
FY29 2,530,000 703,604 3,233,604 20,790,000
FY30 2,105,000 614,756 2,719,756 18,260,000
FY31 2,190,000 526,816 2,716,816 16,155,000
FY32 2,275,000 434,608 2,709,608 13,965,000
FY33 2,170,000 348,306 2,518,306 11,690,000
FY34 2,250,000 265,856 2,515,856 9,520,000
FY35 1,875,000 195,205 2,070,205 7,270,000
FY36 1,935,000 137,009 2,072,009 5,395,000
FY37 1,565,000 82,916 1,647,916 3,460,000
FY38 1,055,000 41,805 1,096,805 1,895,000
FY39 840,000 12,600 852,600 840,000
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
FY20FY21FY22FY23FY24FY25FY26FY27FY28FY29FY30FY31FY32FY33FY34FY35FY36FY37FY38FY39WATER FUND PRINCIPAL AND INTEREST
INTEREST PRINICIPAL
141
142
Wastewater Fund
The Wastewater Fund is a City Enterprise Fund that accounts for sanitary sewer utility revenue and operating
expenses. The Department meets or exceeds all applicable local, state, and federal standards while providing core
infrastructure services to citizens. The Department recovers the full cost of service by charging fees. Due to
community growth, commercial development, and regulatory requirements, the City undertook several capital
projects to increase and improve system capacity. These projects include centrifuge upgrades to CCWWTP, the
significant LCWWTP capacity expansion, and various trunk line expansions.
The City’s Wastewater system includes:
48 employees serving approximately 42,000 connections and 374 linear miles of sanitary sewer
2 treatment plants with a total permitted capacity of 11.5 MGD and a projected capacity of 21.5 MGD
Wastewater’s FY20 Budget includes two SLAs:
Wastewater Rate Restructuring Review: this SLA will fund a study to update wastewater rates and
consumer classes. The study will also consider development, conservation, citizen impact, debt
obligations, masterplan recommendations, and regulatory requirements. The City expects the study to
provide a rate schedule valid for at least five years and a scalable rate model to project future scenarios.
Collection Flow Monitoring Equipment: this SLA will fund equipment to monitor the City’s sewer
collection. The City can deploy these mobile flow monitors at various locations to collect relevant data.
The data collected by the equipment will help determine whether the current collection system meets
citizen demand or if the system requires additional expansion.
SLAs One‐Time Recurring Total
Rate Restructuring Review $75,000 ‐$75,000
Collection Flow Monitoring Equipment 40,000 2,000 42,000
Total $115,000 2,000 $117,000
The City is not proposing a FY20 Wastewater rate increase. FY20 budgeted revenue increased 4.90% due to the
$1,176,000 Impact Fee transfer to offset LCWWTP debt service payments. FY20 budgeted revenue also includes a
$190,000 transfer from the Fleet Replacement Fund in Other Non‐Operating Revenue. The City expects Other
Operating Revenue to decrease due to fluctuations in taps and penalty revenue, with Investment Earnings
decreasing due to projected fund balance.
The FY20 operating budget increased 7.21% from FY19 due to $190,000 in Direct Capital for vehicle replacements
and the aforementioned SLAs. The overall FY20 non‐operating budget decreased 21.78% due to a reduction in
funds transferred for capital projects. However, individual FY20 non‐operating costs, such as debt service and the
General Fund transfer, increased 33.66% and 14.74%, respectively. Additionally, net G&A transfers increased
38.90% due to revised cost allocations. Also budgeted in FY20 is a one‐time transfer of $535,347 to the Fleet
Replacement Fund to catch up replacement contributions for Wastewater vehicles the City expects to replace.
The City estimates that the FY20 ending working capital will increase 41.88% due to the Impact Fee transfer and
reduced capital projects transfer ($10,025,000 in FY19 versus $1,500,000 in FY20). Every year the City considers
transferring fund balance in lieu of issuing debt for capital projects. Given that the projected FY20 working capital
meets the 18% requirement as outlined in the Fiscal and Budgetary Policy Statement, the City will continue to use
available fund balance for future, increased capital transfers.
Since FY08, the City has issued CO debt for utility capital projects. In FY20, the City estimates issuing $30,000,000
of CO debt for Wastewater projects. The City will use this debt in conjunction with a fund balance transfer for
various projects, including the LCWWTP expansion and the Lick Creek and Northeast Sewer Trunk Line projects.
143
City of College Station
Wastewater Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Residential 14,384,810$ 15,263,099$ 15,123,605$ 15,350,500$ 15,350,500$ 0.57%
Commercial/ Industrial 2,911,030 3,030,612 2,982,377 3,027,100 3,027,100 ‐0.12%
Other Operating 216,591 343,769 266,911 272,200 272,200 ‐20.82%
Impact Fee Revenue for Capital Projects 330,075 328,881 328,881 1,176,000 1,176,000 257.58%
Investment Earnings 215,124 227,527 252,725 128,900 128,900 ‐43.35%
Other Non‐Operating 38,515 28,531 29,417 210,000 210,000 636.04%
Total Revenues 18,096,145$ 19,222,419$ 18,983,916$ 20,164,700$ 20,164,700$ 4.90%
EXPENDITURES AND TRANSFERS
Sewer Collection*1,496,037$ 1,719,136$ 1,653,723$ 1,712,321$ 1,789,321$ 4.08%
Sewer Treatment*4,090,214 4,408,757 4,335,535 4,544,071 4,544,071 3.07%
Direct Capital*34,948 42,700 46,970 242,000 282,000 560.42%
Total Operating Expeditures and Transfers 5,621,199$ 6,170,593$ 6,036,228$ 6,498,392$ 6,615,392$ 7.21%
NONOPERATING EXPENDITURES
Debt Service 4,500,254$ 4,891,554$ 4,891,554$ 6,537,818$ 6,537,818$ 33.66%
Gen/Admin Transfer 1,175,620 1,155,543 1,155,543 1,605,103 1,605,103 38.90%
Transfer to Fleet Replacement Fund ‐ ‐ ‐ 535,347 535,347 N/A
Capital Projects 7,125,000 10,025,000 10,025,000 1,500,000 1,500,000 ‐85.04%
Contingency ‐ 50,000 ‐ 50,000 50,000 0.00%
Utility Transfer to General Fund 1,510,930 1,625,386 1,625,386 1,865,000 1,865,000 14.74%
Total Nonoperating Expenditures 14,311,804$ 17,747,483$ 17,697,483$ 12,093,268$ 12,093,268$ ‐31.86%
Total Expenditures and Transfers 19,933,003$ 23,918,076$ 23,733,711$ 18,591,660$ 18,708,660$ ‐21.78%
Increase/Decrease in Working Capital, modified (1,836,858)$ (4,695,657)$ (4,749,795)$ 1,573,040$ 1,456,040$
Measurement Focus Increase (Decrease)2,445,497$
Beginning Working Capital, accrual basis of
accounting 7,618,110$ 8,226,749$ 8,226,749$ 3,476,954$ 3,476,954$
Ending Working Capital, accrual basis of
accounting 8,226,749$ 3,531,092$ 3,476,954$ 5,049,994$ 4,932,994$
* Sewer Treatment, Sewer Collection and Direct Capital make up the Operations & Maintenance portion of the Wastewater Budget.
Residential
76.13%
Commercial/ Industrial
15.01%
Other Operating
1.35%
Impact Fee
Revenue for
Capital Projects
5.83%
Investment
Earnings
0.64%
Other Non‐
Operating
1.04%
Wastewater Fund ‐ Sources
Sewer
Collection*
9.56%
Sewer Treatment*
24.29%
Direct Capital*
1.51%Debt Service
34.95%
Gen/Admin
Transfer
8.58%
Transfer to Fleet
Replacement
Fund
2.86%
Capital Projects
8.02%
Contingency
0.27%
Utility Transfer
to General Fund
9.97%
Wastewater Fund ‐ Uses
144
City of College Station
Wastewater Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Collection 1,496,037$ 1,719,136$ 1,653,723$ 1,712,321$ 1,789,321$ 4.08%
Treatment 4,090,214 4,408,757 4,335,535 4,544,071 4,544,071 3.07%
Direct Capital 34,948 42,700 46,970 242,000 282,000 560.42%
TOTAL 5,621,199$ 6,170,593$ 6,036,228$ 6,498,392$ 6,615,392$ 7.21%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY19 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 2,982,715$ 3,334,226$ 3,099,470$ 3,439,072$ 3,439,072$ 3.14%
Supplies 627,387 755,671 781,076 744,898 745,398 ‐1.36%
Maintenance 211,296 218,533 219,742 228,819 228,819 4.71%
Purchased Services 1,764,853 1,819,463 1,888,970 1,843,603 1,920,103 5.53%
Direct Capital 34,948 42,700 46,970 242,000 282,000 560.42%
TOTAL 5,621,199$ 6,170,593$ 6,036,228$ 6,498,392$ 6,615,392$ 7.21%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Collection 17.00 17.00 17.00 17.00 0.00%
Treatment 29.00 31.00 31.00 31.00 0.00%
TOTAL 46.00 48.00 48.00 48.00 0.00%
145
Debt Service Requirements
Wastewater
All Wastewater URB, GO and CO Series
FISCAL
YEAR PRINCIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY20 3,920,000 2,617,818 6,537,818 61,995,000
FY21 4,190,000 2,299,003 6,489,003 58,075,000
FY22 3,460,000 2,131,048 5,591,048 53,885,000
FY23 3,275,000 1,974,808 5,249,808 50,425,000
FY24 3,415,000 1,817,523 5,232,523 47,150,000
FY25 3,315,000 1,661,093 4,976,093 43,735,000
FY26 3,470,000 1,503,000 4,973,000 40,420,000
FY27 3,410,000 1,350,019 4,760,019 36,950,000
FY28 3,185,000 1,206,346 4,391,346 33,540,000
FY29 3,165,000 1,071,673 4,236,673 30,355,000
FY30 3,300,000 942,643 4,242,643 27,190,000
FY31 3,410,000 804,219 4,214,219 23,890,000
FY32 3,325,000 661,880 3,986,880 20,480,000
FY33 3,050,000 530,294 3,580,294 17,155,000
FY34 3,020,000 407,940 3,427,940 14,105,000
FY35 2,335,000 310,730 2,645,730 11,085,000
FY36 2,415,000 236,544 2,651,544 8,750,000
FY37 2,490,000 159,241 2,649,241 6,335,000
FY38 2,235,000 84,019 2,319,019 3,845,000
FY39 1,610,000 24,150 1,634,150 1,610,000
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
FY20FY21FY22FY23FY24FY25FY26FY27FY28FY29FY30FY31FY32FY33FY34FY35FY36FY37FY38FY39WASTEWATER FUND PRINCIPAL AND INTEREST
PRINCIPAL INTEREST
146
WATER SERVICES DEPARTMENT FY20 STRATEGIC PLAN
I. Mission Statement
Protect public health and enable economic growth at a reasonable cost, by providing potable and
palatable drinking water in adequate quantities for firefighting, as well as the sanitary collection and
proper treatment of wastewater – all within the direction of the College Station City Council and
regulatory framework of the Texas Commission on Environmental Quality, Texas Department of
State Health Services, US Environmental Protection Agency, and the Brazos Valley Groundwater
Conservation District.
II.Top Departmental Goals
1.Goal: Keep Water production and distribution capacities ahead of demand
a.Issue: Water supply & infrastructure must meet current and future demands
b.Plan of Action:
i.Meet or exceed all Regulatory permits, standards, and requirements
ii.Participate in the 2020 City Comprehensive Plan Update
iii.Complete full update of Wastewater CIP in 2020
iv.Update extended period simulation water system model as growth occurs
v.Develop Capital Improvement Plan to meet future needs
vi.Monitor BVGCD Rules to protect Historic Usage
vii. Purchase Water Rights for future wells
c.Strategic Initiative: Core Services and Infrastructure
2.Goal: Keep Wastewater collection and treatment capacities ahead of demand
a.Issues: Wastewater collection & treatment must meet current and future demands
b.Plan of Action:
i.Meet or exceed all Regulatory permits, standards, and requirements
ii.Participate in the 2020 City Comprehensive Plan Update
iii.Complete full update of Wastewater CIP in 2021
iv.Reduce Inflow and Infiltration by implementing and increasing smoke testing
and corrective rehabilitation and promoting private infrastructure rehabilitation
during rehabilitation projects
v.Rehabilitate and increase capacity of the collection system to eliminate
predictable Sanitary Sewer Overflows
vi.Execute capacity expansion of Lick Creek WWTP and CC Diversion Lift Station
c.Strategic Initiative: Core Services and Infrastructure
3.Goal: Attract and retain an engaged and highly professional staff
a.Issues: Provide workforce proper compensation and incentives
b.Plan of Action:
i.Update compensation plan for identified positions
ii.Update position level progressions for identified positions
iii.Enhance Cross Training Certification Pay Plan
c.Strategic Initiative: Core Services and Infrastructure
4.Goal: Maintain efficient operations and excellent customer service
a.Issues: Satisfy both objectives of this goal though occasionally conflicting
b.Plan of Action:
i.Successfully accomplish all Performance Indicators
ii.Evaluate the cost effectiveness of corrosion study / pipe condition assessment /
pipe replacement.
147
WATER SERVICES DEPARTMENT FY20 STRATEGIC PLAN
iii.Maintain APWA Accreditation standards
iv.Execute two Rehabilitation projects every year
v.Perform “cost of service” Rate studies for Water and Wastewater in 2020
c.Strategic Initiative: Core Services and Infrastructure
5.Goal: Enhance effective water conservation strategies
a.Issues: Extend water supply with Water Conservation and Re‐Use
b.Plan of Action:
i.Revise Water Conservation Rebates to get better results
ii.Revise Unified Development Ordinances to promote water conservation
iii.Update Reclaimed Water Capital Plan as part of Water Master Plan update in
2020
iv.Summarize water supply options and present to Council.
c.Strategic Initiative: Sustainable City
III.Key Performance Indicators (KPIs)
The College Station City Council has set the strategic direction for the city government through
development of seven strategic goals: I‐Good Governance, II‐Financial Sustainability, III‐Core Services
and Infrastructure, IV‐Neighborhood Integrity, V‐Diverse and Growing Economy, VI‐Improving
Mobility, VII–Sustainable City. Each KPI listed below corresponds to at least one of the seven goals
set by the City Council.
City Council Goal Measure FY18
Actuals
FY19
Actuals
FY20
Goals
III‐Core Services &
Infrastructure Water/WW – Full APWA accreditation Full Full Full
III‐Core Services &
Infrastructure
Water/WW – Provide Excellent Customer Service;
Rated Excellent or Good in Citizen Survey 92% 92% 92%
III‐Core Services &
Infrastructure
Water/WW – Technology practices are AWWA
“Best in Class” Best Best Best
III‐Core Services &
Infrastructure
Water/WW – Compliance with Reporting
requirements, % reports filed timely 100% 100% 100%
III‐Core Services &
Infrastructure
Water – Compliance with Standards, % of water
sold in compliance 100% 100% 100%
III‐Core Services &
Infrastructure
Water – Minimize “non‐revenue” water, to 10% or
below of water produced 10% 11% 8%
VII‐Sustainable
City
Water – continue reducing per capita daily use to
140 gallons by 2024. 135 135 140
III‐Core Services &
Infrastructure
Water – Adequate capacity; Peak day demand
below 90% of max day capacity 72% 75% 80%
III‐Core Services &
Infrastructure
Water – Adequate capacity; Annual demand below
22,626 af/yr maximum 61% 60% 70%
III‐Core Services &
Infrastructure
Wastewater – Compliance with Treatment Stds,
effluent meeting regs 100% 100% 100%
III‐Core Services &
Infrastructure
Wastewater ‐ Adequate capacity; % capacity used
at CC/LC 66/59% 73/72% 70/70%
VII‐Sustainable
City
Wastewater – Maximize re‐use; million gallons
reclaimed past 12 months 15 30 45
148
Solid Waste Fund
The Solid Waste Fund is a user-fee, self-supported enterprise fund that accounts for the activities of collecting and
disposing of residential and commercial refuse in the City.
Residential operation services include weekly collection of garbage, bulky and brush items and bi-weekly recycling.
Commercial operations provides commercial dumpster, cart and roll-off container collection and disposal services
between one and six times per week.
• Commercial and residential rates were increased in FY19 and include annual CPI-U Index to keep pace with
inflation. No base rate increase is planned for FY20.
• Operations and maintenance expenditure budget includes the following SLAs:
o The purchase of a street sweeper and the addition of an equipment operator FTE is approved in
order to provide more frequent street sweeping. Sweepers are also assigned to paving and repair
projects and also to incident management scenes by Police and Fire departments.
o Safe Driver and Safe Collection training will be developed in cooperation with industry and safety
experts to promote best practices in safe driving and collections.
o Recycling Contamination Campaign funds will focus public attention on reducing contamination,
increasing recycling activity, and recycling items the correct manner.
• Fleet Replacements are scheduled as follows:
In prior years the replacements were purchased in the Equipment Replacement Fund, beginning FY20
transfers will be made to the fund that own the vehicles and purchases will be made in the Solid Waste Fund.
• The FY20 working capital is projected to meet the 18% working capital requirement as outlined in the Fiscal
and Budgetary policy.
Service Level Adjustments One-Time Recurring Total
263,000$ 74,473$ 337,473$
- 25,000 25,000
- 10,000 10,000
Solid Waste SLA Totals 263,000$ 109,473$ 372,473$
Street Sweeper Vehicle & Operator
Safe Driver Training
Recycling Contamination Campaign
Year Description
2009 FORD ESCAPE SUV 30,000$
2015 AUTOCAR SIDELOAD 380,000
2015 AUTOCAR FRONTLOAD 380,000
Fleet Replacements- FY20 790,000$
25,573 25,434 25,504 27,302 29,074
39,272 40,303 39,136 39,047
42,288
2015 2016 2017 2018 2019In TonsRefuse Collected
Residential Commercial
- 500 1,000 1,500 2,000 2,500 3,000
2015
2016
2017
2018
2019
In TonsYears201520162017 2018 2019
Recycling 863 1,999 2,642 2,660 2,600
Recycling
149
City of College Station
Solid Waste Fund
Fund Summary
last reviewed: 07/16/13 at 7:45am
FY19 FY19 FY20 FY20 % Change in
10/21/19 4:27 PM FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Residential 6,029,387$ 6,697,244$ 6,666,227$ 6,930,000$ 6,930,000$ 3.48%
Commercial / Industrial 3,509,904 3,651,349 3,791,023 3,996,700 3,996,700 9.46%
Other Operating 71,031 143,535 144,156 145,500 145,500 1.37%
Investment Earnings 19,818 17,105 36,586 37,000 37,000 116.31%
Payment from BVSWMA, Inc. for Debt Service 363,781 352,963 352,963 353,850 353,850 0.25%
Transfer In - Fleet Replacement - - - 790,000 790,000 N/A
Other Non Operating - - 1,436 1,000 1,000 N/A
Total Revenues 9,993,921$ 10,862,196$ 10,992,391$ 12,254,050$ 12,254,050$ 12.81%
EXPENDITURES AND TRANSFERS
Residential*4,597,834$ 5,433,393$ 5,292,289$ 5,333,595$ 5,681,068$ 4.56%
Commercial*3,103,011 3,408,160 3,362,852 3,323,742 3,348,742 -1.74%
Fleet Replacements - Scheduled - - - 790,000 790,000 N/A
General & Admin Transfers 862,670 877,193 877,193 963,516 963,516 9.84%
Outside Agency Funding 48,150 49,190 49,190 49,190 49,190 0.00%
Total Operating Expenditures & Transfers 8,611,665$ 9,767,936$ 9,581,524$ 10,460,043$ 10,832,516$ 10.90%
NONOPERATING EXPENDITURES/TRANSFERS
Utility Transfer to General Fund 735,000$ 785,000$ 785,000$ 850,000$ 850,000$ 8.28%
Debt Service 363,781 352,963 352,963 353,850 353,850 0.25%
Other Non-Operating Expenses (8,262) - - - - N/A
Contingency - 50,000 - 50,000 50,000 0.00%
Total Non Operating Expenditures 1,090,519$ 1,187,963$ 1,137,963$ 1,253,850$ 1,253,850$ 5.55%
Total Operating & Non Operating Expenditures 9,702,184$ 10,955,899$ 10,719,487$ 11,713,893$ 12,086,366$ 10.32%
Increase/Decrease in Working Capital, modified
accrual budgetary basis 291,737$ (93,703)$ 272,904$ 540,157$ 167,684$
Measurement Focus Increase (Decrease)(54,328)$
Beginning Working Capital, accrual basis of accounting 1,544,637$ 1,782,046$ 1,782,046$ 2,054,950$ 2,054,950$
Ending Working Capital, accrual basis of accounting 1,782,046$ 1,688,343$ 2,054,950$ 2,595,107$ 2,222,634$
*Residential and Commercial Operations are the O&M portion of the Solid Waste Fund budget.
Residential
56.55%
Commercial
32.62%Pmt from
BVSWMA,
Inc.-Debt
Service
2.89%
Transfer In -
Fleet
Replacement
6.45%
Other
1.49%
Solid Waste Fund -Sources
Residential
47.01%
Commercial
27.71%
Fleet
Replace
6.54%
General &
Admin Tfs
7.97%Utility Tf to
GF
7.03%
Debt Service
2.93%
Outside Agency
Funding
0.41%
Contingency
0.43%
Solid Waste Fund -Uses
150
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Residential Collection 4,597,834$ 5,433,393$ 5,292,289$ 5,333,595$ 5,681,068$ 4.56%
Commercial Collection 3,103,011 3,408,160 3,362,852 3,323,742 3,348,742 -1.74%
TOTAL 7,700,845$ 8,841,553$ 8,655,141$ 8,657,337$ 9,029,810$ 2.13%
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 2,462,459$ 2,596,594$ 2,588,392$ 2,668,457$ 2,726,180$ 4.99%
Supplies 435,136 586,245 491,006 500,988 511,738 -12.71%
Maintenance 690,732 718,542 718,542 758,973 767,973 6.88%
Purchased Services 4,112,518 4,940,172 4,857,201 4,728,919 4,753,919 -3.77%
Capital Outlay - - - - 270,000 N/A
TOTAL 7,700,845$ 8,841,553$ 8,655,141$ 8,657,337$ 9,029,810$ 2.13%
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Residential Collection 25.00 27.00 27.00 28.00 3.70%
Commercial Collection 12.50 13.50 13.50 13.50 0.00%
TOTAL 37.50 40.50 40.50 41.50 2.47%
City of College Station
Solid Waste Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
EXPENDITURE BY CLASSIFICATION
151
152
Northgate Parking Fund
The Northgate Parking Fund accounts for revenues and expenditures from the City’s Northgate parking facilities.
The revenue sources are Patricia Street Promenade Surface Lot, College Main Parking Garage, and metered street
parking in the Northgate area.
•FY19 year-end revenue is estimated to be $1,454,794 which is 2.25% below the revised budget due to the
removal of street meters and parking spaces due to construction, restriping, and addition of passenger pickup
area.
•FY20 approved revenue is $1,468,000, a 1.37% decrease from FY19 budget due to a projected decrease in
parking fines.
•FY20 approved expenditures are $1,471,766, description of expenditures types follows:
o Northgate District Operations approved base budget is $892,022 for salaries and benefits, supplies,
maintenance, and purchased services.
o FY20 approved SLAs for Northgate District Operations:
o One-time funds are approved for the temporary closure of Boyett at University Drive and Patricia
Street in the Northgate District. Closing Boyett temporarily creates a safe and more controlled
environment for pedestrians. It is anticipated that a more permanent solution will be identified by
the Northgate District Study that began in FY19.
o Recurring funds are approved for Northgate District surveillance camera system maintenance.
o Non-departmental expenditures approved:
General and Administrative transfers of $76,232 to the General Fund to reflect the recovery
of the costs associated with the administrative services provided by service departments
within the General Fund for the Northgate Fund. These costs are allocated based on the
results of an annual cost allocation plan done in the early part of the budget process by an
outside consulting firm.
Debt Service final payment of $224,400 in FY20. From FY01 through FY09, the Debt Service
Fund made debt payments related to the Parking Garage with Northgate Parking Fund
reimbursing the Debt Service Fund as its fund balance would reasonably allow. As a result,
there is still over $3.7MM owed to the Debt Service Fund by the Northgate Parking Fund (as
of the end of FY19) for the total of those payments less the amounts reimbursed thus far. An
FY20 approved $100,000 transfer to General Government Fund CIP for projects to be
determined will be considered for debt service repayment.
Contingency budget of $50,000 is approved to cover unexpected costs during the fiscal year.
FY20 projected working capital will meet the 18% working capital requirement as outlined in the Fiscal and
Budgetary policy.
Service Level Adjustments One-Time Recurring Total
85,312$ -$ 85,312$
- 43,800 43,800
Northgate Parking SLA Total 85,312$ 43,800$ 129,112$
Temporary Boyett Closure on Peak Nights
Surveillance Camera system maintenance
153
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Parking Fees 1,200,340$ 1,160,560$ 1,165,765$ 1,177,000$ 1,177,000$ 1.42%
Parking Fines 279,210 285,025 239,854 242,000 242,000 -15.10%
Fines - Other 21,341 23,730 23,730 24,000 24,000 1.14%
Investment Earnings 21,155 12,000 18,000 18,000 18,000 50.00%
Other 7,758 7,070 7,445 7,000 7,000 -0.99%
Total Revenues 1,529,804$ 1,488,385$ 1,454,794$ 1,468,000$ 1,468,000$ -1.37%
EXPENDITURES
Northgate District Operations 796,268$ 1,033,465$ 1,014,890$ 892,022$ 1,021,134$ -1.19%
Capital Outlay 162,378 250,000 250,000 - - -100.00%
Capital Improvement Projects 50,007 160,000 160,091 - - -100.00%
General & Administrative Transfers 72,017 75,084 75,084 76,232 76,232 1.53%
Debt Service 224,738 222,475 222,475 224,400 224,400 0.87%
Transfer to Gen Govt Fund CIP 200,000 250,000 250,000 100,000 100,000 -60.00%
Contingency - 50,000 - 50,000 50,000 0.00%
Total Expenditures 1,505,408$ 2,041,024$ 1,972,540$ 1,342,654$ 1,471,766$ -27.89%
Increase/Decrease in Working Capital,
modified accrual budgetary basis 24,396$ (552,639)$ (517,746)$ 125,346$ (3,766)$ -99.32%
Measurement Focus Increase (Decrease)(138,641)$
Beginning Working Capital 963,710$ 849,465$ 849,465$ 331,719$ 331,719$ -60.95%
Ending Working Capital 849,465$ 296,826$ 331,719$ 457,065$ 327,953$ 10.49%
City of College Station
Northgate Parking Fund
Fund Summary
Parking Fees
80.18%
Parking Fines
16.48%Fines -Other
1.63%
Investment
Earnings
1.23%
Other
0.48%
Northgate Parking Fund -Sources
Northgate
Operations
69.38%
Transfers
11.97%
Debt Service
15.25%
Contingency
3.40%
Northgate Parking Fund-Uses
154
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Northgate Parking Fund 958,646$ 1,283,465$ 1,264,890$ 892,022$ 1,021,134$ -20.44%
TOTAL 958,646$ 1,283,465$ 1,264,890$ 892,022$ 1,021,134$ -20.44%
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 400,870$ 441,126$ 437,811$ 466,645$ 466,645$ 5.78%
Supplies 17,508 19,711 17,926 19,480 19,480 -1.17%
Maintenance 70,159 38,442 34,435 31,479 31,479 -18.11%
Purchased Services 307,731 534,186 524,718 374,418 503,530 -5.74%
Capital Outlay 162,378 250,000 250,000 - - -100.00%
TOTAL 958,646$ 1,283,465$ 1,264,890$ 892,022$ 1,021,134$ -20.44%
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Northgate Parking Fund 9.00 9.00 9.00 9.00 0.00%
TOTAL 9.00 9.00 9.00 9.00 0.00%
City of College Station
Northgate Parking Fund
Operations and Maintenance Summary
EXPENDITURE BY DIVISION
EXPENDITURE BY CLASSIFICATION
PERSONNEL
155
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
ANNUALLY
PRINCIPAL
OUTSTANDING AS
OF OCTOBER 1
FY 20 220,000 4,400 224,400 220,000
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
NORTHGATE PARKING FUND SUPPORTED
GOB SERIES
‐
50,000
100,000
150,000
200,000
250,000
FY 20NG PARKING FUND PRINCIPAL AND INTEREST
PRINCIPAL INTEREST
156
Utility CIP Budget
The City expects to incur significant non‐routine (i.e., not O&M related) expenses on multiple projects. These
projects will have significant FY20 activity related to land acquisition, design and engineering, and/or construction.
As a result, these projects account for a majority of the FY20 CIP Budget appropriations.
Electric Projects
FY20 CIP Budget appropriations for Electric projects total $13,103,320, with projected FY20 expenses of
$23,310,320. Prior year budget appropriations carry forward and span fiscal years while additional appropriations
may be added as projects progress. As a result, current year appropriations may not equal anticipated
expenditures as projects retain prior year appropriations. The FY20 Electric CIP Budget projects a CO debt issue of
$2,560,000 and a transfer of $10,250,000 from operations to fund the following projects:
General Plant: plant upgrades including long‐term facility improvements.
Overhead System Improvement: overhead feeder extension construction; existing overhead electric
infrastructure upgrades; utility pole replacements; and addressing poorly performing feeders.
Underground System Improvement: new underground construction; padmount transformer
rehabilitation; underground conversion of overhead power lines; and feeder work near Northgate,
Lakeway Drive and Bird Pond Road.
New Service and System Extension: new electrical system services for residential, commercial,
apartments and subdivisions customers; and AMI.
Thoroughfare Street Lighting: replacement of / upgrades to existing lights.
Distribution and Transmission: SCADA enhancements; third transformer and ring bus installation at
Spring Creek; Graham Road substation completion; and additional substation property purchase.
The City is currently negotiating with AMI and meter data management vendors and expects to begin installation
and implementation in FY20. The FY20 AMI budget totals $9,500,000, with $950,000 and $8,550,000 for
engineering and construction, respectively. In FY18, the City issued $4,200,000 of CO debt for AMI and used
available fund balance for the remaining project budget.
Water Projects
FY20 CIP Budget appropriations for Water projects total $14,402,043, with projected FY20 expenses of
$15,844,229. Prior year budget appropriations carry forward and span fiscal years while additional appropriations
may be added as projects progress. As a result, current year appropriations may not equal anticipated
expenditures as projects retain prior year appropriations. The FY20 CIP Budget projects a CO debt issue of
$9,000,000 and a transfer of $700,000 from operations to fund the following projects:
Production Projects:
o Well Field Collection Line Rehabilitation Phase I
o FM 2818 Transmission Line Relocations
o Rehabilitation of Water Well Pumps and Motors
o Replacement of the Motor Control Centers at Wells 1, 2 and 3
o Greens Prairie Water Tank Rehabilitation
o Design of the Utility Service Center Renovations
o Sandy Point Pump Station Improvements
Distribution Projects:
o Oversized Participation
o Greens Prairie Water Line Relocations and Extensions
o Rock Prairie Road Elevated Storage Tank with Pressure Reducing Valves
157
o State Highway 6 Water Line Phases I‐III
o Jones Butler Water Line Rehabilitation
o Design of the Pebble Creek Parkway Water Line Extension
Rehabilitation Projects:
o McCulloch Utility Rehabilitation
o Woodson Village Rehabilitation
o Park Place/Holik/Anna Water Line Rehabilitation
o Luther Street Rehabilitation
o Lincoln Avenue Rehabilitation
o Texas Avenue Valve Replacement
The City coordinates the above projects with other CIP projects, when applicable. The FY20 CIP Budget also
includes other projects the City began in prior fiscal years. For specific project details and timing, please reference
the individual workbooks included in the CIP Budget Book.
Wastewater Projects
FY20 CIP Budget appropriations for Wastewater projects total $14,299,415, with projected FY20 expenses of
$43,587,901. Prior year budget appropriations carry forward and span fiscal years while additional appropriations
may be added as projects progress. As a result, current year appropriations may not equal anticipated
expenditures as projects retain prior year appropriations. The FY20 CIP Budget projects a CO debt issue of
$30,000,000 and a transfer of $1,500,000 from operations to fund the below projects. The City has also historically
budgeted $150,000 for unanticipated projects and/or existing project overruns. However, due to the magnitude
and scope of several FY20 projects, the City has budgeted $575,000 for Wastewater CIP Contingency. The FY20
Wastewater CIP Budget includes:
Collection Projects:
o Oversized Participation
o East Side FM 158 Sewer Line
o CCWWTP Diversion Lift Station and Force Main
o Lick Creek Parallel Trunk Line
o Bee Creek Parallel Trunk Line Phases I‐III
o Northeast Sewer Trunk Line Phases II‐III
o Southwood Valley Trunk Line Phase I
o Greens Prairie Sewer Line Relocations and Extensions
Treatment and Disposal Projects:
o CCWWTP Centrifuge Improvements
o CCWWTP Catwalk and Fueling Station
o LCWWTP Capacity Expansion
o CCWWTP Blower Building Replacements
Rehabilitation Projects:
o McCulloch Utility Rehabilitation
o Woodson Village Rehabilitation
o Park Place/Holik/Anna Sewer Line Rehabilitation
o Jones Butler Sewer Line Rehabilitation
o Lincoln Avenue Rehabilitation
158
General Plant Projects:
o Design of the Utility Service Center Renovations
o CCWWTP Electrical Improvements
o CCWWTP Equipment Shed
o CCWWTP Land Buffer
o LCWWTP Land Buffer
o Repurpose CCWWTP Buildings
The City coordinates the above projects with other CIP projects, when applicable. The FY20 CIP Budget also
includes other projects the City began in prior fiscal years. For specific project details and timing, please reference
the individual workbooks included in the CIP Budget Book.
Utility Projects’ O&M Costs
Due to the nature of Utility projects, the City may incur additional ongoing O&M expenses. As part of their 5‐year
Strategic Plan, each department includes the impact of current and future projects on their O&M budgets. In most
instances, departments can absorb minor additional expenses or the City will add anticipated O&M costs to the
base budget (e.g., increased utility expenses for a new Well). If additional personnel for new capital projects are
required (e.g., maintenance staff), departments will submit a relevant SLA for review and possible approval.
A summary at the end of this section presents the Utility projects’ estimated O&M costs. The City anticipates
limited future funding for project related O&M expenses. As a result, departments will continue to evaluate
current operations before budget increases are approved. The City may also recommend delaying projects if
recurring O&M expenses cannot be supported.
159
160
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY24
FY20‐FY24
BUDGET FY18 FY19 FY20
BEGINNING FUND BALANCE:
CERTIFICATES OF OBLIGATION
INTEREST ON INVESTMENTS
INTRAGOVERNMENTAL TRANSFERS
SUBTOTAL ADDITIONAL RESOURCES
TOTAL RESOURCES AVAILABLE
CAPITAL PROJECTS:
GENERAL PLANT 7,433,000 2,100,000 450,000 500,000
OVERHEAD SYSTEM IMPROV. 11,766,000 1,650,000 1,863,000 2,210,000
UNDERGROUND SYSTEM IMPROV. 15,880,000 5,000,000 2,200,000 3,010,000
NEW SERVICES & SYSTEM EXT.23,485,000 2,280,000 11,950,000 800,000
THOR. STREET LIGHTING 1,559,000 120,000 200,000 500,000
DISTRIBUTION 15,806,000 4,585,000 1,925,000 3,500,000
TRANSMISSION 15,119,000 3,696,000 2,536,817 2,500,000
GENERAL AND ADMINISTRATIVE 75,640
DEBT ISSUANCE COST/OTHER 7,680
TOTAL EXPENDITURES 19,431,000$ 21,124,817$ 13,103,320$
MEASUREMENT FOCUS INCREASE (DECREASE)
ENDING FUND BALANCE:
APPROPRIATIONS
161
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY24
FY18
ACTUALS
FY19
ESTIMATE FY20 FY21 FY22 FY23 FY24
1,501,869$ 8,273,999$ 11,072,446$ 577,126$ 364,017$ 238,770$ 98,866$
6,301,099$ 4,200,000$ 2,560,000$ 2,400,000$ 2,000,000$ 2,750,000$ 2,900,000$
1,316 5,000 5,000 2,000 1,000 1,000 1,000
12,850,000 15,745,817 10,250,000 9,600,000 8,000,000 11,300,000 11,600,000
19,152,415$ 19,950,817$ 12,815,000$ 12,002,000$ 10,001,000$ 14,051,000$ 14,501,000$
20,654,284$ 28,224,816$ 23,887,446$ 12,579,126$ 10,365,017$ 14,289,770$ 14,599,866$
260,603 2,092,829 650,000 570,000 270,000 3,650,000 200,000
1,553,467 2,090,955 2,075,000 2,050,000 1,950,000 1,800,000 1,800,000
4,175,787 3,155,480 2,875,000 2,475,000 2,425,000 2,075,000 2,875,000
2,650,290 2,569,541 9,775,000 3,160,000 2,660,000 2,660,000 2,660,000
218,379 208,914 350,000 350,000 250,000 200,000 200,000
2,326,229 3,531,251 4,135,000 980,000 1,785,000 1,550,000 3,825,000
1,140,826 3,441,856 3,367,000 2,545,000 700,000 2,165,000 2,900,000
45,353 48,944 75,640 77,909 80,246 82,654 85,133
12,600 7,680 7,200 6,000 8,250 8,700
12,370,933$ 17,152,370$ 23,310,320$ 12,215,109$ 10,126,246$ 14,190,904$ 14,553,833$
(9,352)$
8,273,999$ 11,072,446$ 577,126$ 364,017$ 238,770$ 98,866$ 46,033$
PROJECTED
162
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
PROJECT # FY20 BUDGET THROUGH FY18 FY19 FY20
BEGINNING FUND BALANCE:6,189,114$ 7,187,070$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATION 13,006,000$ 9,000,000$
INTEREST ON INVESTMENTS 2,500 2,500
TRANSFERS FROM OPERATIONS 375,000 700,000
OTHER ‐ ‐
SUBTOTAL ADDITIONAL RESOURCES 13,383,500$ 9,702,500$
TOTAL RESOURCES AVAILABLE 19,572,614$ 16,889,570$
PRODUCTION PROJECTS:
SOURCE AND SUPPLY PLANT ‐ WSWOC
IF LAND ACQUISITION ‐ WELLS WA0377324 9,950,024 6,550,024 3,400,000 ‐
IF WELL #9 WF1762004 4,940,000 4,940,000 ‐ ‐
IF WELL #9 COLLECTION LINE WF1771590 1,890,000 1,890,000 ‐ ‐
WELL FIELD COLLECTION LINE REHAB PH I WA2000000 190,000 ‐ ‐ 35,000
2818 TRANSMISSION LINE RELOCATION WA1900003 1,609,000 241,711 1,059,000 308,289
DDI WATER CAP CONFLICT WA1900011 20,250 20,250 ‐ ‐
WATER PUMPING AND TREATMENT PLANT ‐ WPWOC
VARIABLE FREQUENCY DRIVE REPLACEMENT WF1680680 1,125,000 1,125,000 ‐ ‐
REHAB OF WATER WELL PUMPS AND MOTORS WA1877982 1,320,000 959,000 ‐ 361,000
GREENS PRAIRIE WATER TANK REHAB WA1900004 1,500,000 ‐ 204,500 1,295,500
WATER GENERAL PLANT ‐ WGWOC
WELLS 1, 2 & 3 MCC REPLACEMENT WA1800005 1,300,000 1,300,000 ‐ ‐
UTILITY SERVICE CENTER RENOVATIONS WA1441516 2,955,000 ‐ 303,545 196,455
COMBO SPPS SITE IMPROVEMENTS WA1957439 1,283,750 1,283,750 ‐ ‐
IMPROVED SECURITY FENCING AT WELLS 1, 2 & 3 WA1800002 172,940 172,940 ‐ ‐
VETERANS PARK RECLAIMED SYSTEM IMPROVEMENTS WA1900006 67,000 ‐ 67,000 ‐
SUBTOTAL 5,034,045$ 2,196,244$
TRANSMISSION AND DISTRIBUTION PROJECTS ‐ WTWOC
OVERSIZED PARTICIPATION WA1700000 100,000 ‐ 23,123 100,000
SOUTHERN POINTE OP WA1900007 80,537 ‐ 80,537 ‐
GPR PH I OP WA1900008 81,090 ‐ 81,089 ‐
GPR PH II OP WA1900009 25,251 ‐ 25,251 ‐
THE CROSSING AT LICK CREEK PH III OP WA1700002 32,107 32,107 ‐ ‐
BRAZOS VALLEY AUTO COMPLEX OP WA1800007 149,806 253,000 ‐ ‐
SPRING MEADOWS WATER LINE IMP WA1800004 253,000 253,000 ‐ ‐
ST GREENS PRAIRIE EXT ‐ ARRINGTON TO CITY LIMITS WA1869585 140,925 140,925 ‐ ‐
ST GREENS PRAIRIE EXT ‐ A TO CL WATER LINE RELOCATION WA1900010 159,075 9,075 ‐ 150,000
IF RPR ELEVATED STORAGE TANK W/ PRV'S WA1800001 8,756,000 1,400,000 ‐ 7,356,000
IF SH6 WATER LINE PH I (SH40 TO VENTURE DR)WA1869602 700,000 700,000 ‐ ‐
IF SH6 WATER LINE PH II (CREAGOR LANE TO SH40)WA1869603 900,000 900,000 ‐ ‐
IF SH 6 WATER LINE PH III (WOODCREEK TO SEBESTA)WA1957432 2,664,500 2,569,500 ‐ 95,000
IF SH 6 WATER LINE PH III‐A (PAVILLION)WA1800011 235,810 200,000 35,810 ‐
ST LAKEWAY WATER LINE WA1869604 1,045,000 1,045,000 ‐ ‐
DRPS TO WELLBORN RD WATER LINE REHAB TBD 6,340,000 ‐ ‐ ‐
IF SH40 WATER LINE ‐ GRAHAM to BARRON TBD 3,095,850 ‐ ‐ ‐
IF SH40 WATER LINE ‐ SONOMA to VICTORIA TBD 1,087,000 ‐ ‐ ‐
ST JONES BUTLER WATER LINE REHAB WA2001 3,840,000 ‐ ‐ 762,000
MARION PUGH WATER LINE REHAB TBD 3,450,000 ‐ ‐ ‐
ST HOLLEMAN/2154 INTERSECTION IMPROVEMENTS WA1800010 165,000 ‐ 165,000 ‐
ST PEBBLE CREEK PARKWAY EXTENSION WA1900000 300,000 ‐ 300,000 ‐
MISCELLANEOUS REHABILITATION MISC 125,000 ‐ 125,000 125,000
SUBTOTAL 835,810$ 8,588,000$
BUDGET APPROPRIATIONS
163
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
THROUGH FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
12,852,119$ 6,189,114$ 7,187,070$ 1,045,341$ 442,700$ 423,618$ 452,561$ 427,468$
3,570,375$ 13,006,000$ 9,000,000$ 16,350,000$ 11,450,000$ 4,100,000$ 350,000$ 600,000$
147,894 2,500 2,500 2,500 2,500 2,500 2,500 2,500
500,000 375,000 700,000 700,000 650,000 600,000 400,000 700,000
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
4,218,269$ 13,383,500$ 9,702,500$ 17,052,500$ 12,102,500$ 4,702,500$ 752,500$ 1,302,500$
17,070,388$ 19,572,614$ 16,889,570$ 18,097,841$ 12,545,200$ 5,126,118$ 1,205,061$ 1,729,968$
4,950,024 ‐ 5,000,000 ‐ ‐ ‐ ‐ ‐ ‐
399,074 3,511,074 1,029,852 ‐ ‐ ‐ ‐ ‐ ‐
243,892 1,290,222 355,887 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ 28,000 159,034 ‐ ‐ ‐ ‐
‐ ‐ 73,475 796,000 735,342 ‐ ‐ ‐ ‐
‐ ‐ 20,250 ‐ ‐ ‐ ‐ ‐ ‐
141,915 528,153 455,000 ‐ ‐ ‐ ‐ ‐ ‐
307,879 155,105 60,000 300,000 300,000 193,000 ‐ ‐ ‐
‐ ‐ 204,500 1,295,500 ‐ ‐ ‐ ‐ ‐
‐ 56 57,282 1,125,000 ‐ ‐ ‐ ‐ ‐
37,097 3,386 ‐ 153,948 1,242,960 1,065,074 ‐ 75,987 376,548
‐ ‐ 30,000 344,000 910,000 ‐ ‐ ‐ ‐
‐ 379 104,249 68,312 ‐ ‐ ‐ ‐ ‐
‐ ‐ 67,000 ‐ ‐ ‐ ‐ ‐ ‐
6,079,882$ 5,488,374$ 7,457,495$ 4,110,760$ 3,347,336$ 1,258,074$ ‐$ 75,987$ 376,548$
‐ ‐ 23,123 100,000 100,000 100,000 100,000 100,000 100,000
‐ ‐ 80,537
‐ ‐ 81,089 ‐
‐ ‐ 25,251 ‐
‐ ‐ 32,107 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ 149,806 ‐ ‐ ‐ ‐ ‐ ‐
‐ 15,800 172,514 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ 4,827 4,173 84,000 36,000 ‐ ‐ ‐
‐ ‐ 4,845 4,155 105,000 45,000 ‐ ‐ ‐
‐ 232,319 60,000 6,285,450 2,179,192 ‐ ‐ ‐ ‐
79,371 8,984 440,373 ‐ ‐ ‐ ‐ ‐ ‐
67,676 4,312 578,512 ‐ ‐ ‐ ‐ ‐ ‐
21,634 217,905 305,646 1,138,780 977,296 ‐ ‐ ‐ ‐
‐ ‐ 235,810 ‐ ‐ ‐ ‐ ‐ ‐
8,400 962,665 24,655 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ 1,233,536 5,106,464 ‐ ‐ ‐
‐ ‐ ‐ ‐ 830,100 382,950 1,882,800 ‐ ‐
‐ ‐ ‐ ‐ 603,215 483,785 ‐ ‐ ‐
‐ ‐ ‐ 480,000 2,459,000 671,000 ‐ ‐ ‐
‐ ‐ ‐ ‐ 778,979 2,671,021 ‐ ‐ ‐
‐ ‐ ‐ ‐ 165,000 ‐ ‐ ‐ ‐
‐ ‐ 20,000 280,000 ‐ ‐ ‐ ‐ ‐
‐ ‐ 125,000 125,000 125,000 125,000 125,000 125,000 125,000
177,081$ 1,441,984$ 2,364,095$ 8,417,558$ 9,640,318$ 9,621,220$ 2,107,800$ 225,000$ 225,000$
PROJECTED EXPENDITURESACTUALS
164
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
PROJECT # FY20 BUDGET THROUGH FY18 FY19 FY20
BUDGET APPROPRIATIONS
REHABILITATION PROJECTS ‐ WTWOC
COLLEGE HEIGHTS REHABILITATION TBD 2,335,000 ‐ ‐ ‐
McCULLOCH UTILITY REHABILITATION WA1900001 2,836,000 ‐ 565,060 2,270,940
WOODSON VILLAGE REHAB WA1957431 2,988,232 2,988,232 ‐ ‐
ST FRANCIS DR REHAB PH I WF1749347 390,000 390,000 ‐ ‐
ST FRANCIS DR REHAB PH II WF1749356 310,000 310,000 ‐ ‐
ST PARK PLACE/HOLIK/ANNA UTILITY REHAB WA1945844 512,000 395,000 ‐ 117,000
ST LUTHER STREET REHAB WA2000001 101,000 ‐ ‐ 101,000
ST LINCOLN AVENUE REHAB WA1900002 1,592,000 ‐ 94,300 10,700
TEXAS AVE VALVE REPLACEMENT WA2000002 103,175 ‐ ‐ 103,175
HOLLEMAN REHAB WATER LINE WA1900005 30,000 ‐ 30,000 ‐
SUBTOTAL 689,360$ 2,602,815$
CAPITAL PROJECTS CONTINGENCY WA1700001 150,000 150,000
CIP BUDGET TRANSFER WAXTRANSFR ‐ ‐
NEW WATER SERVICES MONTHLY 150,000 150,000
METER REPLACEMENT PROGRAM MONTHLY 500,000 500,000
HYDRANT/VALUE REPLACEMENT YEARLY 50,000
CLOSED PROJECTS
CAPITAL PROJECTS SUBTOTAL 7,359,215$ 14,237,059$
GENERAL AND ADMINISTRATIVE 111,918 119,984
DEBT ISSUANCE COST 65,030 45,000
TOTAL EXPENDITURES 7,536,163$ 14,402,043$
MEASUREMENT FOCUS INCREASE (DECREASE)
ENDING FUND BALANCE:12,036,451$ 2,487,526$
IF Impact Fee Eligible Capital Project
ST Project funded through a combination of sources. Project sheet reflected in the Streets Capital Projects section of the CIP document.
165
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
THROUGH FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
PROJECTED EXPENDITURESACTUALS
‐ ‐ ‐ ‐ ‐ 263,362 2,071,638 ‐ ‐
‐ ‐ 131,633 800,133 1,904,133 ‐ ‐ ‐ ‐
70,767 204,410 573,803 1,069,626 1,069,626 ‐ ‐ ‐ ‐
53,086 81,061 246,509 ‐ ‐ ‐ ‐ ‐ ‐
7,956 754 226,680 ‐ ‐ ‐ ‐ ‐ ‐
22,988 9,041 204,000 274,998 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ 5,000 96,000 ‐ ‐ ‐ ‐
‐ ‐ 49,000 47,995 1,044,794 449,280 ‐ ‐ ‐
‐ ‐ ‐ 103,175 ‐ ‐ ‐ ‐ ‐
‐ ‐ 30,000 ‐ ‐ ‐ ‐ ‐ ‐
154,797$ 295,265$ 1,461,625$ 2,300,927$ 4,114,553$ 712,642$ 2,071,638$ ‐$ ‐$
‐ ‐ 150,000 150,000 150,000 150,000 150,000 150,000 150,000
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
212,528 150,000 150,000 75,000 75,000 75,000 75,000 75,000
481,839 500,000 500,000 75,000 75,000 75,000 75,000 75,000
40,777 50,000 50,000 50,000 50,000 50,000 50,000 50,000
440,042 2,672,550 75,381
6,851,802$ 10,633,317$ 12,208,596$ 15,679,245$ 17,452,207$ 11,941,936$ 4,529,438$ 650,987$ 951,548$
106,770 111,918 119,984 121,184 122,396 123,620 124,856 126,104
‐ 65,030 45,000 81,750 57,250 20,500 1,750 3,000
10,740,087$ 12,385,544$ 15,844,229$ 17,655,141$ 12,121,582$ 4,673,558$ 777,593$ 1,080,652$
(141,187)$
6,189,114$ 7,187,070$ 1,045,341$ 442,700$ 423,618$ 452,561$ 427,468$ 649,315$
166
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
PROJECT # FY20 BUDGET THROUGH FY18 FY19 FY20
BEGINNING FUND BALANCE:13,825,036$ 24,993,198$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATION 23,800,000$ 30,000,000$
INTEREST ON INVESTMENTS 10,000 5,000
TRANSFERS FROM OPERATIONS 10,025,000 1,500,000
INTERGOVERNMENTAL TRANSFERS ‐ ‐
OTHER 461,000 748,852
SUBTOTAL ADDITIONAL RESOURCES 34,296,000$ 32,253,852$
TOTAL RESOURCES AVAILABLE 48,121,036$ 57,247,050$
COLLECTION PLANT PROJECTS ‐ SCWOC
OVERSIZE PARTICIPATION WW1700000 100,000 ‐ 100,000 100,000
EAST SIDE FM 158 SEWER LINE WF1382208 2,502,000 1,575,000 927,000 ‐
IF CC DIVERSION LIFT STATION & FORCE MAIN WW1800002 15,095,000 3,250,000 100,000 ‐
IF LICK CREEK PARALLEL TRUNK LINE WW1877335 13,890,000 13,890,000 ‐ ‐
IF BEE CREEK PARALLEL TRUNK LINE WF1369909 8,879,972 8,879,972 ‐ ‐
IF BEE CREEK PARALLEL TRUNK LINE PH III WW1900005 4,855,028 3,975,028 880,000 ‐
IF NORTHEAST SEWER TRUNKLINE PH II WW1957471 2,840,000 2,840,000 ‐ ‐
IF NORTHEAST SEWER TRUNKLINE PH III WW1700002 6,035,000 1,255,775 ‐ 4,779,225
IF NORTHEAST SEWER TRUNKLINE PH IV WW1700003 7,961,000 65,775 1,009,225 ‐
IF NORTHEAST SEWER TRUNKLINE PER PH II‐IV WW1900010 95,000 ‐ ‐ 95,000
IF MEDICAL DISTRICT INTERCEPTOR PH I WW1800001 2,330,000 2,330,000 ‐ ‐
IF MEDICAL DISTRICT INTERCEPTOR PH II TBD 3,127,495 ‐ ‐ ‐
IF MEDICAL DISTRICT INTERCEPTOR PH III TBD 1,328,755 ‐ ‐ ‐
IF SOUTHWOOD VALLEY TRUNKLINE PH I WW1997793 1,645,427 1,450,000 195,427 ‐
IF SOUTHWOOD VALLEY TRUNKLINE PH II TBD 1,851,000 ‐ ‐ ‐
IF ALUM CREEK SEWER TRUNKLINE TBD 9,925,000 ‐ ‐ ‐
ST HOLLEMAN/2154 INTERSECTION IMPROVEMENTS WW1800007 41,000 ‐ 41,000 ‐
IF 3MGD PEACH CREEK LIFT STATION, FORCE MAIN TBD 8,529,000 ‐ ‐ ‐
ST GP RD ‐ ARRINGTON TO CITY LIMITS WW RELOCATION WW1900007 71,175 ‐ 21,175 50,000
ST GP TRAIL ‐ CITY LIMITS TO ROYDER WW RELOCATION WW1900009 36,700 ‐ 36,700 ‐
ST LAKEWAY DRIVE SEWER EXTENSION WW1963325 200,000 200,000 ‐ ‐
SUBTOTAL 3,310,527$ 5,024,225$
COLLECTION REHABILITATION PROJECTS ‐ SCWOC
EASTGATE REHAB WF1656024 1,759,397 1,759,397 ‐ ‐
W COLLEGE HEIGHTS REHAB TBD 1,388,000 ‐ ‐ ‐
ST FRANCIS DR REHAB PH I WF1749349 532,000 532,000 ‐ ‐
ST FRANCIS DR REHAB PH II WF1749355 95,000 40,000 ‐ 55,000
ST PARK PLACE/HOLIK/ANNA UTILITY REHAB WW1945843 440,000 336,000 104,000 ‐
W WOODSON VILLAGE REHAB WW1957430 3,875,000 3,875,000 ‐ ‐
W McCULLOCH UTILITY REHAB WW1900001 3,783,900 ‐ 565,060 3,218,840
ST EISENHOWER REHAB ‐ SEWER LINE REHAB TBD 107,500 ‐ ‐ ‐
ST LINCOLN AVENUE REHAB WW1900002 313,000 35,033 227,000 50,967
ST JONES BUTLER SEWER LINE REHAB WW2001 50,000 ‐ ‐ 50,000
CCWWTP PRESSURIZED LINE AND PUMP REP. TBD 827,300 ‐ ‐ ‐
SUBTOTAL 896,060$ 3,374,807$
BUDGET APPROPRIATIONS
167
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
THROUGH FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
11,105,516$ 13,825,036$ 24,993,198$ 13,659,149$ 69,171$ 67,580$ 316,986$ 475,983$
10,000,000$ 23,800,000$ 30,000,000$ 14,600,000$ 20,000,000$ 12,600,000$ 11,600,000$ 3,000,000$
148,162 10,000 5,000 5,000 5,000 5,000 5,000 5,000
7,125,000 10,025,000 1,500,000 2,900,000 3,700,000 2,500,000 2,800,000 1,500,000
‐ ‐ ‐ ‐ ‐ ‐ ‐
1,037 461,000 748,852 ‐ ‐ ‐ ‐ ‐
17,274,200$ 34,296,000$ 32,253,852$ 17,505,000$ 23,705,000$ 15,105,000$ 14,405,000$ 4,505,000$
28,379,715$ 48,121,036$ 57,247,050$ 31,164,149$ 23,774,171$ 15,172,580$ 14,721,986$ 4,980,983$
‐ ‐ 100,000 100,000 100,000 100,000 100,000 100,000 100,000
74,177 8,120 922,000 1,497,703 ‐ ‐ ‐ ‐ ‐
‐ 6,377 816,711 1,975,644 3,913,493 8,381,442 ‐ ‐ ‐
772,765 1,030,315 7,130,009 4,706,912 250,000 ‐ ‐ ‐ ‐
7,043,618 386,220 927,192 271,000 194,409 ‐ ‐ ‐ ‐
‐ ‐ 2,000 1,803,028 3,050,000 ‐ ‐ ‐ ‐
43,091 214,615 834,269 1,748,025 ‐ ‐ ‐ ‐ ‐
39,209 497 457,077 1,515,000 3,228,000 795,218 ‐ ‐ ‐
39,209 42 ‐ ‐ 406,000 821,000 2,102,000 2,292,000 2,300,000
‐ ‐ 34,585 41,370 ‐ ‐ ‐ ‐ ‐
‐ 1,596,653 733,347 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ 1,143,292 1,984,203 ‐ ‐ ‐
‐ ‐ ‐ ‐ 412,123 916,632 ‐ ‐ ‐
92,689 73,341 670,143 809,254 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ 301,000 1,550,000 ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ 2,343,679 7,581,321 ‐
‐ ‐ ‐ ‐ 41,000 ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ 1,886,000 3,953,347 2,689,653 ‐
‐ ‐ 10,100 10,100 25,000 25,000 ‐ ‐ ‐
‐ ‐ ‐ 36,700 ‐ ‐ ‐ ‐ ‐
4,800 186,551 12,272 ‐ ‐ ‐ ‐ ‐ ‐
8,109,557$ 3,502,731$ 12,649,705$ 14,514,736$ 13,064,317$ 16,459,495$ 8,499,026$ 12,662,974$ 2,400,000$
310,468 1,296,543 91,467 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ 263,740 1,124,260 ‐ ‐
33,472 1,568 421,236 ‐ ‐ ‐ ‐ ‐ ‐
6,364 526 86,420 ‐ ‐ ‐ ‐ ‐ ‐
22,940 9,041 161,036 246,983 ‐ ‐ ‐ ‐ ‐
71,028 205,341 747,216 1,425,708 1,425,708 ‐ ‐ ‐ ‐
‐ ‐ 131,633 985,333 2,666,933 ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ 20,000 87,500 ‐ ‐
‐ ‐ 27,000 27,251 179,682 78,400 ‐ ‐ ‐
‐ ‐ ‐ 11,000 39,000 ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐ 827,300 ‐
444,272$ 1,513,018$ 1,666,008$ 2,696,275$ 4,311,323$ 362,140$ 1,211,760$ 827,300$ ‐$
PROJECTED EXPENDITURESACTUALS
168
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
PROJECT # FY20 BUDGET THROUGH FY18 FY19 FY20
BUDGET APPROPRIATIONS
TREATMENT & DISPOSAL/PUMPING PLANT ‐ SSWOC/SPWOC
CC DEWATERING IMPROVEMENTS (CENTRIFUGE) FY18 WW1800008 5,054,000 2,002,538 2,096,350 955,112
CARTERS CREEK HEADWORKS CATWALK WF1762000 132,000 118,500 ‐ 13,500
CARTERS CREEK FUELING STATION WW1869610 150,000 150,000 ‐ ‐
IF LC CAPACITY EXPANSION WW1945495 38,977,500 36,525,000 2,452,500 ‐
LCWWTP CONTINGENCY WW1900008 1,762,500 ‐ 1,762,500 ‐
CARTER CREEK BLOWER BLDG #2 REPL WW1800003 1,762,550 300,000 ‐ 1,462,550
CARTER CREEK BLOWER BLDG #3 REPL WW1900003 1,762,867 ‐ 305,000 1,457,867
CCWWTP EFFLUENT CLOTH FILTRATION SYS TBD 5,329,594 ‐ ‐ ‐
CCWWTP STRUCTURE COATING REPLACEMENT WW1900006 287,335 ‐ 287,335 ‐
DECOMMISSION CARTER LAKE WWTF TBD 1,625,000 ‐ ‐ ‐
SUBTOTAL 6,903,685$ 3,889,029$
TREATMENT & DISPOSAL/SEWER GENERAL PLANT ‐ SGWOC
SCADA ‐ NEW LIFT STATIONS ‐ FY18 WW1800006 213,409 141,409 72,000 ‐
CC FIBER RING TBD 160,000 ‐ ‐ ‐
CC ELECTRICAL IMPROVEMENTS WF1677128 2,960,000 2,960,000 ‐ ‐
W UTILITY SERVICE CENTER RENOVATIONS WW1441517 2,955,000 ‐ 303,090 196,910
CARTER CREEK EQUIPMENT SHED WW1800004 806,000 100,000 ‐ 706,000
REPURPOSE CARTER CREEK BUILDINGS WW1957448 300,000 202,000 ‐ ‐
CARTER CREEK LAND BUFFER WW1872097 300,000 300,000 ‐ ‐
LICK CREEK LAND BUFFER WW1868508 560,000 560,000 ‐ ‐
SUBTOTAL 375,090$ 902,910$
WW CONTINGENCY WW1700001 150,000 575,000
WW BUDGET TRANSFER WWXTRANSFR 6,125 ‐
MONTHLY WASTEWATER SERVICES MONTHLY 150,000
CLOSED PROJECTS
CAPITAL PROJECTS SUBTOTAL 11,641,487$ 13,915,971$
GENERAL AND ADMINISTRATIVE CHARGES 111,918 233,444
DEBT ISSUANCE COST 119,000 150,000
TOTAL EXPENDITURES 11,872,405$ 14,299,415$
MEASUREMENT FOCUS INCREASE (DECREASE)
ENDING FUND BALANCE:36,248,631$ 42,947,635$
IF Impact Fee Eligible Capital Project
ST Project funded through a combination of sources. Project sheet reflected in the Streets Capital Projects section of the CIP document.
W Project funded through a combination of sources. Project sheet reflected in the Water Capital Projects section of the CIP document.
169
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
THROUGH FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
PROJECTED EXPENDITURESACTUALS
‐ 38,426 377,200 2,118,000 2,516,600 ‐ ‐ ‐ ‐
‐ ‐ 22,500 109,500 ‐ ‐ ‐ ‐ ‐
‐ ‐ 98,000 52,000 ‐ ‐ ‐ ‐ ‐
546,713 2,236,300 5,387,000 18,986,000 9,351,000 2,470,488 ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ 1,762,500 ‐ ‐ ‐
‐ ‐ 302,203 1,460,347 ‐ ‐ ‐ ‐ ‐
‐ ‐ 302,257 1,460,609 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ 788,303 4,541,291 ‐ ‐
‐ ‐ ‐ 242,208 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐ 78,819 1,546,181
546,713$ 2,274,726$ 6,489,160$ 24,428,664$ 11,867,600$ 5,021,291$ 4,541,291$ 78,819$ 1,546,181$
‐ ‐ 213,513 ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ 160,000 ‐ ‐ ‐
233,244 1,699,786 462,760 ‐ ‐ ‐ ‐ ‐ ‐
36,643 3,193 ‐ 153,947 1,242,960 1,065,529 ‐ 75,987 376,742
‐ ‐ 247,000 559,000 ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ 201,835 ‐ ‐ ‐ ‐ ‐
‐ ‐ 300,000 ‐ ‐ ‐ ‐ ‐ ‐
4,943 3,850 551,208 ‐ ‐ ‐ ‐ ‐ ‐
274,829$ 1,706,828$ 1,774,481$ 914,782$ 1,242,960$ 1,225,529$ ‐$ 75,987$ 376,742$
‐ ‐ 150,000 500,000 150,000 150,000 150,000 150,000 150,000
‐ ‐ 6,125 ‐ ‐ ‐ ‐ ‐ ‐
202,901 150,000 150,000 150,000 150,000 150,000 150,000 150,000
2,358,139 2,855,515 11,440
11,733,510$ 12,055,720$ 22,896,919$ 43,204,457$ 30,786,200$ 23,368,455$ 14,552,077$ 13,945,080$ 4,622,923$
106,770 111,918 233,444 235,778 238,136 240,518 242,923 245,352
‐ 119,000 150,000 73,000 100,000 63,000 58,000 15,000
12,162,490$ 23,127,837$ 43,587,901$ 31,094,978$ 23,706,591$ 14,855,595$ 14,246,003$ 4,883,275$
(2,392,190)
13,825,036$ 24,993,198$ 13,659,149$ 69,171$ 67,580$ 316,986$ 475,983$ 97,708$
170
FY21 FY22 FY23 FY24 FY25 Comments
Electric Projects
Advanced Meter Infrastructure 165,000$ 165,000$ 165,000$ 165,000$ 165,000$ Software and network
maintenance costs
Electric Project Totals 165,000$ 165,000$ 165,000$ 165,000$ 165,000$
Water Projects
Well #9 61,800$ 63,654$ 65,564$ 67,531$ 69,556$ Utility costs
Virtual Server Replacement 4,120 4,244 4,371 4,502 4,637 Server maintenance costs
Water Project Totals 65,920$ 67,898$ 69,935$ 72,033$ 74,194$
Wastewater Projects
Carters Creek Diversion Lift Station & Force Main ‐ ‐ TBD TBD TBD O&M to begin in FY23
Carters Creek Dewatering Improvements ‐ 20,500 21,115 21,748 22,401 Supplies and maintenance
LCWWTP Capacity Expansion ‐ ‐ TBD TBD TBD O&M to begin in FY22 or FY23
Repurpose Carters Creek Buildings 1,000 1,030 1,061 1,093 1,126 Supplies and maintenance
Wastewater Project Totals 1,000$ 21,530$ 22,176$ 22,841$ 23,526$
Total Estimated O&M Costs 231,920$ 254,428$ 257,110$ 259,874$ 262,720$
*The Operations and Maintenance (O&M) estimates reflected above are anticipated project costs. In some situations, a project's O&M cost is minimal and can be absorbed by the City department that
benefits the most from the project. In other situations, the O&M cost is more significant and funding for these additional expenses will be included in the base budget. By approving capital projects, the
City inherently approves the related additional O&M costs needed to run and maintain the new infrastructure. As project costs become more defined, the O&M estimates may be revised.
Enterprise Funds Capital Improvement Projects
Estimated Operations and Maintenance Costs*
Projected
171
Hotel Tax Fund
REVENUES
The primary funding source for the Hotel Tax Fund is the Hotel tax, a consumption type tax authorized under state
statute. This tax allows the City to collect up to its current tax rate of 7% on rental income of hotels and motels
within the city limits. Hotel Tax revenues showed a slight decline in FY19. A 1% increase over FY19 year-end
estimates has been budgeted for these revenues in FY20 due to fluctuations of the tourism economy.
Investment earnings for FY19 are projected to be 154.28% over the FY19 budget. This is due to less capital
expenditures than budgeted, resulting in a larger fund balance than was expected. Investment earnings of
$517,995 are estimated for FY20 and is based on the projected fund balance.
In accordance with chapter 351 of the Tax Code, expenditures from this fund must directly enhance and promote
tourism and the hotel industry in the City of College Station. The following is an explanation of expenses budgeted
for FY20:
OPERATING EXPENDITURES
•Parks Programs and Events –Programs include expenditures related to athletic events such as National &
Regional Athletic Tournaments. These expenditures includes hosting supplies, field maintenance supplies
and staff time to prepare the facilities for each event. The decrease from the FY19 budget is due to the
TAAF Games of Texas being hosted in College Station for 2018 and 2019 and not in 2020. An SLA has been
approved to add 50% of salaries and benefits for (1) crew leader and (1) grounds worker for the Southeast
Park to be completed in FY20.
•Public Communications expenses include staff time and costs associated with the marketing and
advertising that help increase tourism to College Station by advertising the City’s many events and
amenities. The responsibilities for material development and advertising are shared among Public
Communication staff members resulting in the time spent on the activities equating to one position. The
position is budgeted in the General Fund and Hotel Tax funds will be transferred to the General Fund to
reimburse the expenditures related to eligible activities.
•Sports Tournament Promotional Funds of $200,000 are budgeted for soliciting new HOT eligible
tournaments to the City.
•A Preferred Access Payment of $725,000 is budgeted for FY20. The agreement with Texas A&M University
for the use of athletic facilities provides that we will contribute a maximum of $725,000 for FY20, although
it is expected that the actual FY20 contribution will be lower than the budgeted amount.
$0
$200
$400
$600
$800
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug SepThousandsCity of College Station HOT Revenues
FY17 FY18 FY19
172
•Miscellaneous Programs and Events includes a $200,000 for a special city-wide event, the Texas Weekend
of Remembrance. Also included in this category is $25,000 for Misc. nonprofit/charitable Programs and
Events at local hotels that meet the criteria for Hotel Tax use. These funds will be distributed at the
discretion of the City Manager.
CAPITAL EXPENDITURES
Approved FY20 CIP Budget appropriations for Hotel Tax Fund projects total $2,559,819, with projected FY20
expenses of $6,706,223. Prior year budget appropriations carry forward and span fiscal years while additional
appropriations may be added as projects progress. As a result, current year appropriations may not equal
anticipated expenditures as projects retain prior year appropriations. Hotel Tax Fund projects are funded by hotel
occupancy taxes. The City anticipates that this revenue will fund a portion of Southeast Park’s construction, with
the remainder funded by CO debt. The City anticipates the phased construction of the Park will begin in FY20. The
City also expects a significant number of individuals and teams from outside of the community to play in various
tournaments once the Park is complete.
•Construction will begin on Phase I of Southeast Park in FY20. This construction will include development
of ball fields, parking, lighting, restrooms, pavilion, batting cages and park amenities. Construction is
expected to be complete in late FY20.
•An SLA has been approved for the purchase of equipment needed for the maintenance of the fields at the
new Southeast Park. This new facility will be used to host numerous Hot Tax Fund eligible tourism events,
so the expenses will be split 50% to the General Fund and 50% the Hotel Tax Fund.
Approved Service Level Adjustments One-Time Recurring Total
Southeast - Field Equipment (50% GF/50% HOT) $ 208,300 $ 8,200 $ 216,500
Southeast Crew - Crew Leader & Groundsworker (50% GF/50% HOT) - 51,333 51,333
Total $ 208,300 $ 59,533 $ 267,833
OUTSIDE AGENCY FUNDING EXPENDITURES
The City funds a number of outside agencies each fiscal year that provide services for the citizens of College
Station. The amount of funding received by each agency depends on Council direction and the availability of
funds. A total of $3,514,993 of Hotel Tax funding is budgeted in FY20 for the following Outside Agencies:
o $1,962,903 for EBCS O&M
o $669,114 for EBCS Grant Program
o $145,000 for Easterwood Airport advertising
o $290,000 for Arts Council O&M
o $397,976 to Arts Council for affiliate funding
o $25,000 to Veterans Memorial
o $25,000 for B/CS Chamber of Commerce.
173
City of College Station
Hotel Tax Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Beginning Fund Balance 18,990,640$ 19,043,198$ 19,043,198$ 15,938,304$ 15,938,304$
REVENUES
Taxes 5,737,743$ 5,493,466$ 5,727,207$ 5,784,479$ 5,784,479$ 5.30%
Investment Earnings 301,212 203,708 576,306 517,995 517,995 154.28%
Other 10,436 17,890 247,033 - -
Total Revenues 6,049,391$ 5,715,064$ 6,550,546$ 6,302,474$ 6,302,474$ 10.28%
Total Funds Available 25,040,031$ 24,758,262$ 25,593,744$ 22,240,778$ 22,240,778$ -10.17%
EXPENDITURES & TRANSFERS
City Operations:
Parks Programs & Events 832,684$ 461,373$ 512,621$ 570,406$ 696,181$ 50.89%
Public Communications 56,645 186,516 122,400 144,872 144,872 -22.33%
Sports Tournament Promotional Funds - 300,000 - 200,000 200,000 -33.33%
Preferred Access Payment 499,427 700,000 361,257 725,000 725,000 3.57%
Miscellaneous Programs & Events 1,979 250,000 85,000 225,000 225,000 -10.00%
Capital Expenditures:
Veteran's Park Synthetic Fields (HM1601)1,541,014 5,054,408 5,054,408 - -100.00%
Southeast Park (HM1607)- 3,953,403 - 6,706,223 6,706,223 69.63%
Capital Purchases 37,975 123,800 82,324 - 216,500 74.88%
Total City Operations Expenditures 2,969,724$ 11,029,500$ 6,218,010$ 8,571,501$ 8,913,776$ -19.18%
Outside Agency Funding Expenditures:
B/CS CVB O&M (component unit)1,699,383$ 1,996,128$ 1,996,128$ 1,962,903$ 1,962,903$ -1.66%
B/CS CVB Grant Program (component unit)490,742 588,950 588,950 669,114 669,114 13.61%
Easterwood Advertising 106,117 114,376 114,376 145,000 145,000 26.77%
Arts Council - O&M/Facility 290,000 290,000 290,000 290,000 290,000 0.00%
Arts Council - Marketing Funding 390,868 397,976 397,976 397,976 397,976 0.00%
Veterans Memorial 25,000 25,000 25,000 25,000 25,000 0.00%
B/CS Chamber of Commerce O&M 25,000 25,000 25,000 25,000 25,000 0.00%
Total Outside Agency Expenditures 3,027,110$ 3,437,430$ 3,437,430$ 3,514,993$ 3,514,993$ 2.26%
Contingency -$ 60,000$ -$ 10,000$ 10,000$ -83.33%
Total Operating Expenses & Transfers 5,996,834$ 14,526,930$ 9,655,440$ 12,096,494$ 12,438,769$ -14.37%
Measurement Focus Increase (Decrease)
Increase (Decrease) in Fund Balance 52,558$ (8,811,866)$ (3,104,894)$ (5,794,020)$ (6,136,295)$
Ending Fund Balance 19,043,198$ 10,231,332$ 15,938,304$ 10,144,284$ 9,802,009$
Outside Agency Funding
28.25%
Parks Pgms & Events
7.34%
Sports Tournaments
1.61%
Southeast Park
53.92%
Preferred Access
Pmt
5.83%
Public Comm.
1.16%
Misc. Pgms & Events
1.81%
Contingency
0.08%
Hotel Tax Fund -Uses
174
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Parks and Rec Programs 448,503$ 382,500$ 382,500$ 300,000$ 847,425$ 121.55%
TOTAL 448,503$ 382,500$ 382,500$ 300,000$ 847,425$ 121.55%
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits -$ -$ -$ -$ 284,175$ N/A
Supplies - - - 100,000 328,250 N/A
Maintenance - - - - - N/A
Purchased Services 447,378 300,000 300,000 200,000 200,000 -33.33%
Capital Outlay 1,125 82,500 82,500 - 35,000 -57.58%
TOTAL 448,503$ 382,500$ 382,500$ 300,000$ 847,425$ 121.55%
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
PARD Staffing 0.00 0.00 4.30 0.00%
TOTAL 0.00 0.00 0.00 4.30 0.00%
PERSONNEL
City of College Station
Hotel Tax Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
EXPENDITURE BY CLASSIFICATION
Prior to FY20, the majority of PARD related expenses, including Personnel, were coded to the General Fund and a transfer was
made from the Hotel Tax Fund to reimburse the General Fund. Beginning in FY20, employees and budgeted expenses will be
coded directly to the Hotel Tax Fund to allow better visibility of Hotel Tax Fund usage and PARKS General Fund O&M Budgets.
175
176
Community Development Fund
The Community Development Fund is used to account for grants received from the U. S. Department of Housing
and Urban Development (HUD) by the City, for Community Development Block Grant (CDBG) and HOME
Investment Partnership (HOME) funds.
•CDBG and HOME funds may only be used to:
(1) Benefit low and moderate income persons;
(2) Aid in the elimination of slum and blighting influences, and/or
(3) Meet a particular urgent need.
•CDBG funds may be used to meet local needs through a wide range of community development activities,
while HOME funds may only be used for affordable housing activities.
•The FY20 budget was developed using input received in a series of public hearings, program committee
meetings, and citizen input.
•Historically, the City has utilized CDBG and HOME funds for a variety of programs and activities including:
o Affordable housing programs (home buyer assistance, security deposit assistance, rehabilitation,
leveraged development for new construction, and minor repairs);
o Funding of direct services to low-income families;
o Economic development;
o Code enforcement;
o Acquisition;
o Demolition;
o Park, street, infrastructure and public facility improvements in low-income areas of the City.
•CDBG funds public service agencies via the Joint Relief Funding Review Committee (JRFRC). Committee
members are from College Station and Bryan. The JRFRC reviews all requests for CDBG Funds available
for public agencies and makes recommendations to both cities for agencies funding. See appendix I for
details of the agencies to be funded for FY20.
•The FY20 approved budget includes the following SLAs:
o The US Department of Housing and Urban Development has expanded low-to-moderate income
(LMI) block groups in College Station. The three approved SLAs will increase staffing levels to
assist with additional support along with increased outreach and educational efforts.
Service Level Adjustments One-Time Recurring Total
-$ 27,831$ 27,831$
- 14,676 14,676$
- 14,676 14,676$
Community Dev. SLA Totals -$ 57,183$ 57,183$
Tf 50% Code Enforce Officer from General Fund
PTNB Code Enforce Staff Assistant
PTNB Staff Assistant
177
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING FUND BALANCE -$ -$ -$ -$ -$
REVENUES
Grants
Community Development Block Grant 753,603$ 1,730,842$ 1,730,842$ 2,108,524$ 2,108,524$ 21.82%
Home Grant 546,714 783,993 783,993 801,006 801,006 2.17%
Recaptured Funds & Program Income - CDBG 1,795 - - - - N/A
Recaptured Funds & Program Income - HOME 53,556 - - - - N/A
Total Revenues 1,355,668$ 2,514,835$ 2,514,835$ 2,909,530$ 2,909,530$ 15.69%
TOTAL FUNDS AVAILABLE 1,355,668$ 2,514,835$ 2,514,835$ 2,909,530$ 2,909,530$ 15.69%
EXPENDITURES AND TRANSFERS
Community Development Block Grant
Housing Assistance/Rehab 11,583$ 71,314$ 71,314$ 108,175$ 108,175$ 51.69%
Clearance/Demolition 10,000 10,000 10,000 10,000 0.00%
Acquisitions 120,814 739,075 739,075 1,260,020 1,260,020 70.49%
Public Service Agency Funding 148,735 185,075 185,075 233,085 233,085 25.94%
Code Enforcement 28,500 28,500 31,268 73,775 158.86%
Administrative Fees 305,292 220,645 220,645 202,877 217,553 -1.40%
Economic Development - - 50,000 50,000 N/A
Public Facilities Projects
Georgie Fitch Park Improvements 20,083 342,402 342,402 155,916 155,916 -54.46%
Southwest Pkwy Sidewalks 131,184 133,831 133,831 - - -100.00%
Park Place Sidewalks 1,502 - - - - N/A
Lincoln Center Bus Shelter 11,713 - - - - N/A
Holleman ADA Sidewalk 7,268 - - - - N/A
Cross Street ADA Sidewalks 267 - - - - N/A
Total CDBG Expenditures 758,441$ 1,730,842$ 1,730,842$ 2,051,341$ 2,108,524$ 21.82%
Home Grant
Homeowner Assistance (Rehab/Reconstruction)-$ 111,943$ 111,943$ 56,943$ 56,943$ -49.13%
CHDO Operating Expenses 17,460 - - 70,993 70,993 N/A
New Construction 137,724 45,580 45,580 152,677 152,677 234.96%
Homebuyer’s Assistance 266,758 353,712 353,712 392,548 392,548 10.98%
Tenant Based Rental Assistance 28,650 25,596 25,596 25,604 25,604 0.03%
CHDO 92,902 155,839 155,839 102,241 102,241 -34.39%
Administrative Fees - 91,323 91,323 - - -100.00%
Rental Rehabilitation - - - - - N/A
Total Home Expenditures 543,494$ 783,993$ 783,993$ 801,006$ 801,006$ 2.17%
Other -$ -$ -$ -$ N/A
Total Other Expenditures -$ -$ -$ -$ -$ N/A
Total Operating Expenses & Transfers 1,301,935$ 2,514,835$ 2,514,835$ 2,852,347$ 2,909,530$ 15.69%
Expenditures Under (Over) Revenues 53,733$ -$ -$ 57,183$ -$
Measurement Focus Increase (Decrease)(53,733)
ENDING FUND BALANCE *-$ -$ -$ 57,183$ -$
*The City does not maintain a fund balance in the Community Development Fund. Grant funds available from the U. S. Department of Housing and Urban Development
are maintained and drawn from the City’s Line of Credit with the U. S. Treasury. The balance in the Line of Credit is indicated as the Total Funds available.
City of College Station
Community Development Fund
Fund Summary
178
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Community Development 1,129,882$ 2,038,602$ 2,038,602$ 2,696,431$ 2,753,614$ 35.07%
TOTAL 1,129,882$ 2,038,602$ 2,038,602$ 2,696,431$ 2,753,614$ 35.07%
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 263,595$ 289,945$ 289,945$ 299,103$ 356,286$ 22.88%
Supplies 1,571 2,123 2,123 2,087 2,087 -1.70%
Maintenance - - - - - N/A
Purchased Services 864,716 1,746,534 1,746,534 2,395,241 2,395,241 37.14%
Capital Outlay - - - - - N/A
TOTAL 1,129,882$ 2,038,602$ 2,038,602$ 2,696,431$ 2,753,614$ 35.07%
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Community Development 3.50 3.50 3.50 5.00 42.86%
TOTAL 3.50 3.50 3.50 5.00 42.86%
PERSONNEL
City of College Station
Community Development Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
EXPENDITURE BY CLASSIFICATION
179
City of College Station
Roadway Maintenance Fee Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING FUND BALANCE 330,641$ 789,203$ 789,203$ 865,004$ 865,004$
REVENUES
Utility Revenues 4,601,811$ 4,473,530$ 4,607,743$ 4,914,000$ 4,914,000$ 9.85%
Interest on Investments 24,454 15,000 15,000 16,000 16,000 6.67%
Total Revenues 4,626,265$ 4,488,530$ 4,622,743$ 4,930,000$ 4,930,000$ 9.84%
TOTAL FUNDS AVAILABLE 4,956,906 5,277,733 5,411,946 5,795,004 5,795,004 9.80%
EXPENDITURES & TRANSFERS
Roadway/Streets Maintenance 4,012,459$ 4,527,791$ 4,409,812$ 4,757,791$ 4,757,791$ 5.08%
General & Administrative Transfers 134,457 137,130 137,130 159,467 159,467 16.29%
Contingency - 25,000 - 50,000 50,000 100.00%
Total Expenditures & Transfers 4,146,916$ 4,689,921$ 4,546,942$ 4,967,258$ 4,967,258$ 5.91%
Increase (Decrease) in Fund Balance 479,349$ (201,391)$ 75,801$ (37,258)$ (37,258)$
Measurement Focus Increase (Decrease)(20,787)$
ENDING FUND BALANCE 789,203$ 587,812$ 865,004$ 827,746$ 827,746$
The Roadway Maintenance Fee Fund was established in FY17 to administer financial activity related to the
Roadway Maintenance Fee. These funds will help fix potholes and properly maintain streets throughout College
Station. Preventive maintenance also reduces the need for costly road reconstruction. The city conducts a
pavement management assessment to prioritize roadway maintenance projects to be funded with this fee.
Revenues are generated from a Roadway Maintenance fee assessed to City of College Station transportation
180
System‐Wide Impact Fee Funds
The City of College Station established the following System‐Wide Impact Fee Funds in FY17.
Water
Wastewater
Roadway Service Areas A‐D
The purpose of these funds is to collect revenue generated from various impact fees. The City uses this revenue
to fund existing and future CIP projects that serve or will serve new development.
Water and Wastewater fees are collected on a city‐wide basis and are based on water meter size. Budgeted FY20
Water and Wastewater Impact Fee revenues total $290,000 and $1,750,000, respectively. The City anticipates
using future Water and Wastewater impact fee revenue to offset future eligible projects’ debt service payments.
The City currently uses the collected fees for a portion of the Well #9/Well #9 Collection Line and LCWWTP
Expansion debt service. Budgeted FY20 Water and Wastewater transfers for these projects are $290,000 and
$1,175,000, respectively. The Wastewater transfer increased from FY19 due to available fund balance and
expected FY20 LCWWTP Expansion debt payments (higher than in FY19 due to newly issued debt). The City
anticipates increasing future Wastewater transfers to offset projected capital project debt service.
The City collects Roadway fees in four separate service areas and transfers the revenue to the Streets Capital
Improvement Projects Fund. Budgeted FY20 Roadway Impact Fee revenues total $252,000. In FY19, the City will
use Service Area C fees for the Capstone/Barron Realignment project (ST1605). Projected Area C Fund balance
was not sufficient to transfer the budgeted $595,000; instead, the City will transfer an estimated $550,000. The
City will also transfer Service Area D fees in future fiscal years to fund the Rehabilitation of W.D. Fitch (Rock Prairie
Road to Tonkaway Lake). The City also plans to transfer revenue from Areas A and B to use for eligible projects
once sufficient funds are collected. Due to projected fund balance, the City does not anticipate any FY20 budgeted
expenditures. The City anticipates FY20 revenue to decrease across all Roadway Areas due to slowing residential
and commercial development. If FY20 Impact Fee revenues exceed Budget, the City will consider funding portions
of eligible capital projects, with funds appropriated via budget amendment.
The City presents all impact fee eligible projects in their respective CIP Fund Summaries. Current impact fee eligible
projects’ debt service payments exceed current and projected impact fee revenue.
181
City of College Station
System‐Wide Water Impact Fee Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE 45,075$ 26,767$ 26,767$ 33,334$ 33,334$
REVENUES
Impact Fee Revenues 339,325$ 301,933$ 305,000$ 290,000$ 290,000$ ‐4%
Interest on Investments 1,553 1,000 3,500 1,000 1,000 0%
Total Revenues 340,878$ 302,933$ 308,500$ 291,000$ 291,000$ ‐4%
TOTAL FUNDS AVAILABLE 385,953 329,700 335,267 324,334 324,334 ‐2%
EXPENDITURES & TRANSFERS
Transfer for Capital Projects 359,152$ 301,933$ 301,933$ 290,000$ 290,000$ ‐4%
Total Expenditures & Transfers 359,152$ 301,933$ 301,933$ 290,000$ 290,000$ ‐4%
Increase (Decrease) in Fund Balance (18,274)$ 1,000$ 6,567$ 1,000$ 1,000$ 0%
Measurement Focus Increase (Decrease)(34)$
ENDING FUND BALANCE 26,767$ 27,767$ 33,334$ 34,334$ 34,334$
182
City of College Station
System‐Wide Wastewater Impact Fee Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE 155,476$ 1,443,642$ 1,443,642$ 2,704,761$ 2,704,761$
REVENUES
Impact Fee Revenues 1,606,025$ 1,811,600$ 1,550,000$ 1,750,000$ 1,750,000$ ‐3%
Interest on Investments 14,054 8,000 40,000 8,000 8,000 0%
Total Revenues 1,620,079$ 1,819,600$ 1,590,000$ 1,758,000$ 1,758,000$ ‐3%
TOTAL FUNDS AVAILABLE 1,775,555 3,263,242 3,033,642 4,462,761 4,462,761 37%
EXPENDITURES & TRANSFERS
Transfer for Capital Projects 330,075$ 328,881$ 328,881$ 1,175,000$ 1,175,000$ 257%
Total Expenditures & Transfers 330,075$ 328,881$ 328,881$ 1,175,000$ 1,175,000$ 257%
Increase (Decrease) in Fund Balance 1,290,004$ 1,490,719$ 1,261,119$ 583,000$ 583,000$ ‐61%
Measurement Focus Increase (Decrease)(1,838)$
ENDING FUND BALANCE 1,443,642$ 2,934,361$ 2,704,761$ 3,287,761$ 3,287,761$
183
City of College Station
System‐Wide Roadway Impact Fee Funds
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE ‐$ 264,840$ 264,840$ 411,340$ 411,340$
REVENUES
Service Area A Impact Fee Revenues 40,893$ 57,000$ 90,000$ 50,000$ 50,000$ ‐12%
Service Area B Impact Fee Revenues 32,671 120,000 80,000 50,000 50,000 ‐58%
Service Area C Impact Fee Revenues 156,540 420,000 410,000 100,000 100,000 ‐76%
Service Area D Impact Fee Revenues 33,000 81,000 110,000 50,000 50,000 ‐38%
Interest on Investments 2,074 5,000 6,500 2,000 2,000 ‐60%
Total Revenues 265,177$ 683,000$ 696,500$ 252,000$ 252,000$ ‐63%
TOTAL FUNDS AVAILABLE 265,177 947,840 961,340 663,340 663,340 ‐30%
EXPENDITURES & TRANSFERS
Service Area A Transfer for Capital Projects ‐$ ‐$ ‐$ ‐$ ‐$ N/A
Service Area B Transfer for Capital Projects ‐ ‐ ‐ ‐ ‐ N/A
Service Area C Transfer for Capital Projects* ‐ 595,000 550,000 ‐ ‐ ‐100%
Service Area D Transfer for Capital Projects ‐ ‐ ‐ ‐ ‐ N/A
Total Expenditures & Transfers ‐$ 595,000$ 550,000$ ‐$ ‐$ ‐100%
Increase (Decrease) in Fund Balance 265,177$ 88,000$ 146,500$ 252,000$ 252,000$ 186%
Measurement Focus Increase (Decrease)(337)$
ENDING FUND BALANCE 264,840$ 352,840$ 411,340$ 663,340$ 663,340$
* Projected total Service Area C impact fee revenue at the end of FY19 will not be enough to cover the budgeted transfer of $595,000.
184
City of College Station
Wolf Pen Creek TIF Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE 1,277,906$ 11,812$ 11,812$ -$ -$
REVENUES
Investment Earnings 11,812$ -$ -$ -$ -$ N/A
Total Revenues 11,812$ -$ -$ -$ -$ N/A
TOTAL FUNDS AVAILABLE 1,289,718 11,812 11,812 - - -100%
EXPENDITURES & TRANSFERS
WPC Festival Site -$ -$ -$ -$ -$ N/A
Reimbursement to CSISD 1,277,906 200,147 - - - -100%
Transfer Out to General Fund - 12,238 11,812 - - -100%
Other - - - - -
Total Expenditures & Transfers 1,277,906$ 212,385$ 11,812$ -$ -$ -100%
Increase (Decrease) in Fund Balance (1,266,094)$ (212,385)$ (11,812)$ -$ -$ -100%
Measurement Focus Increase (Decrease)
ENDING FUND BALANCE 11,812$ (200,573)$ -$ -$ -$
The Wolf Pen Creek (WPC) TIF Fund accounted for ad valorem tax and other revenues that were accrued to the WPC TIF District. The
fund also accounted for expenditures on projects that took place in the WPC District.
The TIF expired on December 31,2009. Therefore, no ad valorem revenue was estimated to be received in FY19. In years past, the
TIF received ad valorem taxes from the City of College Station, College Station Independent School District and Brazos County on the
incremental increase in assessed valuation (captured value) over the base year (1989).
The proceeds that were due to CSISD were paid out in full and the fund was completely depleted in FY19.
185
City of College Station
East Medical District TIRZ No. 19 Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE 5,704$ 18,222$ 18,222$ 59,579$ 59,579$
REVENUES
Ad Valorem Tax COCS 12,448$ 40,957$ 40,957$ 12,740$ 12,740$ -69%
Ad Valorem Tax Brazos County - - - - - N/A
Investment Earnings 70 75 400 500 500 567%
Total Revenues 12,518$ 41,032$ 41,357$ 13,240$ 13,240$ -68%
TOTAL FUNDS AVAILABLE 18,222$ 59,254$ 59,579$ 72,819$ 72,819$ 23%
EXPENDITURES & TRANSFERS
TIRZ #19 Expenditures -$ -$ -$ -$ -$ N/A
Total Expenditures & Transfers -$ -$ -$ -$ -$ N/A
Increase (Decrease) in Fund Balance 12,518$ 41,032$ 41,357$ 13,240$ 13,240$ -68%
Measurement Focus Increase (Decrease)-$
ENDING FUND BALANCE 18,222$ 59,254$ 59,579$ 72,819$ 72,819$
In October of 2012, the City Council approved an amendment of the City’s Comprehensive Plan to include the College
Station Medical District Master Plan. To realize the vision and economic development opportunities included in the
Master Plan, significant barriers to development must be overcome. These barriers include, but are not limited to, lack
of basic infrastructure (potable water, fire flow, sanitary sewer, etc) to serve development in the area and lack of
transportation capacity (vehicular, pedestrian, etc) to meet the mobility needs present in the area.
The Master Plan identified a series of financial and management tools necessary to overcome these barriers and to
maximize the development potential of the area. A key tool identified in the Master Plan is the use of Tax Increment
Reinvestment Zones (TIRZ). Staff proposed the establishment of two TIRZ in the District.
A TIRZ is a political subdivision of a municipality or county in the state of Texas created to implement tax increment
financing. TIRZ are special zones created to attract new investment to an area. TIRZ help finance the cost of
redevelopment and encourage development in an area. Taxes attributable to new improvements (tax increments) are
set-aside in a fund to finance public improvements within the boundaries of the zone.
Established in December 2012, the East Medical District TIRZ #19, encompasses the area east of the State Highway
6/Rock Prairie Road Bridge and includes most of the undeveloped properties within the District. Development projects
in this area include Rock Prairie Road (East), Barron Road, Lakeway Drive, potable water, fire flow water supply,
greenway trails, sanitary sewer service, and other public works.
It is projected that new development in this portion of the District will meet or exceed $283 million over a twenty year
period. This development activity would yield an increment of approximately $30.8 million in tax proceeds. These
proceeds would be used to fund the required improvement projects, either through reimbursement to private
developers, repayment of issued debt, “pay as you go” basis, or a combination of these and others.
The City of College Station is the only participant in this TIRZ at this time. In FY20, it is anticipated that $12,740 in ad
valorem tax will be collected in the East Medical District TIRZ #19. No expenditures are projected for FY20. Therefore,
the FY20 ending fund balance is projected to increase 22% over the projected FY19 ending fund balance.
186
City of College Station
Dartmouth Synthetic TIRZ
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE -$ -$ -$ 2,573$ 2,573$
REVENUES
Ad Valorem Tax COCS -$ 1,392$ 1,392$ 7,263$ 7,263$ 422%
Ad Valorem Tax Brazos County - 1,181 1,181 6,187 6,187
Investment Earnings - 75 - 75 75 0%
Total Revenues -$ 2,648$ 2,573$ 13,525$ 13,525$ 411%
TOTAL FUNDS AVAILABLE -$ 2,648$ 2,573$ 16,098$ 16,098$ 508%
EXPENDITURES & TRANSFERS
Dartmouth TIRZ Expenditures -$ -$ -$ -$ -$ N/A
Total Expenditures & Transfers -$ -$ -$ -$ -$ N/A
Increase (Decrease) in Fund Balance -$ 2,648$ 2,573$ 13,525$ 13,525$ 411%
Measurement Focus Increase (Decrease)-$
ENDING FUND BALANCE -$ 2,648$ 2,573$ 16,098$ 16,098$
In August of 2017, the City of College Station entered into a synthetic increment TIRZ agreement with Brazos
County to develop a key infill area that would extend Dartmouth from Harvey Mitchell Parkway through to
Texas Avenue. The funds collected will be used to invest in core infrastructure such as streets, storm sewer,
water, sanitary sewer, and electrical (including traffic signals at the future Dartmouth intersections with
Harvey Mitchell and Texas Avenue). The fractured ownership and infrastructure costs have precluded private
development in this area.
A TIRZ is a political subdivision of a municipality or county in the state of Texas created to implement tax
increment financing. TIRZ are special zones created to attract new investment to an area. TIRZ help finance the
cost of redevelopment and encourage development in an area. Taxes attributable to new improvements (tax
increments) are set-aside in a fund to finance public improvements within the boundaries of the zone.
It is projected that new development in this portion of the District will meet or exceed $38.9 million over a
fifteen year period. This development activity would yield an increment of approximately $3.98 million in tax
proceeds. These proceeds would be used to fund the required improvement projects, either through
reimbursement to private developers, repayment of issued debt, “pay as you go” basis, or a combination of
these and others.
The City of College Station is partnering with Brazos County in this synthetic TIRZ for a term of fifteen years.
Brazos County is contributing 100% of their O&M incremental value up to one-half of the total costs of the
project or $2.5 million, whichever is less. The City of College Station is contributing 100% of its total tax rate
incremental value. In FY20, it is anticipated that $13,450 in ad valorem tax will be collected in the Dartmouth
Synthetic TIRZ. No expenditures are projected for FY20.
187
City of College Station
Court Technology Fee Fund
Fund Summary
10/15/2019 14:12
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Beginning Fund Balance 467,993$ 465,633$ 465,633$ 469,094$ 469,094$
REVENUES
Court Technology Fees 52,197$ 61,180$ 57,167$ 60,674$ 60,674$ -0.83%
Investment Interest 7,470 4,720 7,732 6,623 6,623 40.32%
Total Revenues 59,667$ 65,900$ 64,899$ 67,297$ 67,297$ 2.12%
EXPENDITURES
Court Technology Projects 61,434$ 81,619$ 61,437$ 81,623$ 509,623$ 524.39%
Total Expenditures 61,434$ 81,619$ 61,437$ 81,623$ 509,623$ 524.39%
Increase (Decrease) in Fund Balance (1,767)$ (15,719)$ 3,462$ (14,326)$ (442,326)$
Measurement Focus Adjustment (593)$ - - - -
Ending Fund Balance 465,633$ 449,914$ 469,094$ 454,768$ 26,768$
The Court Technology Fee Fund revenues can be used to fund technology projects at the Municipal Court Facility.
Defendants convicted of a misdemeanor offense in the municipal court shall pay a municipal court technology fee
of $4.00. Total proposed FY20 Court Technology Fee revenues are $67,297. Proposed FY20 expenditures total
$509,623 and include a one-time purchase of new court technology software shown in the SLA below:
Service Level Adjustments One-Time Recurring Total
Replace Municipal Court Management Software 380,000$ 48,000$ 428,000$
Fiscal Services SLA Total 380,000$ 48,000$ 428,000$
188
10/15/2019 14:12
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING FUND BALANCE 29,449$ 32,074$ 32,074$ 26,050$ 26,050$
REVENUES
Court Security Fees 39,145$ 46,240$ 36,492$ 43,266$ 43,266$ -6.43%
Investment Interest 552 425 527 440 440 3.53%
Other - - - - - N/A
Total Revenues 39,697$ 46,665$ 37,019$ 43,706$ 43,706$ -6.34%
Total Funds Available 69,146$ 78,739$ 69,093$ 69,756$ 69,756$
EXPENDITURES
Court Security 37,029$ 44,279$ 43,043$ 73,336$ 73,336$ 65.62%
Total Expenditures 37,029$ 44,279$ 43,043$ 73,336$ 73,336$ 65.62%
Increase (Decrease) in Fund Balance 2,668$ 2,386$ (6,024)$ (29,630)$ (29,630)$
Measurement Focus Adjustment (43)$
Ending Fund Balance 32,074$ 34,460$ 26,050$ 28,435$ (3,580)$
City of College Station
Court Security Fee Fund
Fund Summary
The Court Security Fee Fund revenues can be used to fund security personnel, security devices, and security services
for any building housing a municipal court of the city. Defendants convicted of a misdemeanor offense in the
municipal court shall pay a municipal court building security fee of $3.00. Proposed FY20 fund revenues are $43,706.
In FY20 the only FTE in the Court Security Fund will be 25% funded by the General Fund. Proposed FY20 expenditures
are $73,336 which includes 75% of the Court Security FTE.
189
City of College Station
Court Security Fee Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Court Security 37,029$ 44,279$ 43,043$ 73,336$ 73,336$ 65.62%
TOTAL 37,029$ 44,279$ 43,043$ 73,336$ 73,336$ 65.62%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits*37,029$ 44,279$ 43,043$ 73,336$ 73,336$ 65.62%
Supplies - - - - - N/A
Maintenance - - - - - N/A
Purchased Services - - - - - N/A
Capital Outlay - - - - - N/A
TOTAL 37,029$ 44,279$ 43,043$ 73,336$ 73,336$ 65.62%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Court Security 0.50 0.50 0.75 0.75 50.00%
TOTAL 0.50 0.50 0.75 0.75 50.00%
* From FY16 through FY19, 50% of the salary and benefits expenditures in this Fund were transferred to General Fund
(Municipal Court Division) via Budget Amendment. For FY20, the Court Security Fund proportion will increase to 75%
and there will be a corresponding decrease of 25% in the Municipal Court Division of Fiscal Services in the General Fund.
190
City of College Station
Juvenile Case Manager Fee Fund
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Beginning Fund Balance 218,894$ 166,010$ 166,010$ 144,033$ 144,033$
REVENUES
Juvenile Case Manager Fees 65,241$ 77,190$ 69,803$ 70,501$ 70,501$ ‐8.67%
Interest Earnings 3,125 1,600 3,252 2,878 2,878 79.88%
Total Revenues 68,366$ 78,790$ 73,055$ 73,379$ 73,379$ ‐6.87%
EXPENDITURES
Operating Expenditures 121,033$ 129,753$ 95,032$ 90,506$ 90,506$ ‐30.25%
Total Expenditures 121,033$ 129,753$ 95,032$ 90,506$ 90,506$ ‐30.25%
Increase (Decrease) in Fund Balance (52,667)$ (50,963)$ (21,977)$ (17,127)$ (17,127)$
Measurement Focus Increase (Decrease)(217)$
Ending Fund Balance 166,010$ 115,047$ 144,033$ 126,906$ 126,906$
Fund Summary
The Juvenile Case Manager Fee Fund revenues are used to fund Juvenile Case Management and the City’s Teen Court
Program as well as the training, travel, office supplies, and other necessary expenses relating to the position of the
Juvenile Case Manager. Defendants convicted of a misdemeanor offense in the municipal court shall pay a juvenile
case manager fee of $5.00. In FY20 the Juvenile Case Manager will be 25% funded by the General Fund and 75%
funded through the Juvenile Case Manager Fund. FY20 revenues total $73,379,while FY20 expenditures total
$90,506.
191
City of College Station
Juvenile Case Manager Fee Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Juvenile Case Manager 121,033$ 129,753$ 95,032$ 90,506$ 90,506$ -30.25%
TOTAL 121,033$ 129,753$ 95,032$ 90,506$ 90,506$ -30.25%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 117,714$ 119,188$ 91,717$ 83,438$ 83,438$ -29.99%
Supplies 974 1,000 465 1,068 1,068 6.80%
Maintenance - - - - - N/A
Purchased Services 2,345 9,565 2,850 6,000 6,000 -37.27%
Capital Outlay - - - - - N/A
TOTAL 121,033$ 129,753$ 95,032$ 90,506$ 90,506$ -30.25%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Juvenile Case Manager 1.75 1.75 1.25 1.25 -28.57%
TOTAL 1.75 1.75 1.25 1.25 0.00%
* Beginning in FY20, 25% of the full-time and part-time employee salary and benefit expenses will be
allocated to the Municipal Court Division of Fiscal Services in the General Fund.
192
City of College Station
Truancy Prevention Fee Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE 52,308$ 64,568$ 64,568$ 77,900$ 77,900$ 20.65%
REVENUES
Truancy Prevention Fees 11,554$ 12,880$ 12,531$ 12,657$ 12,657$ ‐1.73%
Investment Earnings 952 720 1,170 1,181 1,181 64.03%
Total Revenues 12,506$ 13,600$ 13,701$ 13,838$ 13,838$ 1.75%
TOTAL FUNDS AVAILABLE 64,814 78,168 78,269 91,738 91,738 17.36%
EXPENDITURES & TRANSFERS
Operating Expenditures 164$ 6,000$ 369$ 9,040$ 9,040$ 50.67%
Total Expenditures & Transfers 164$ 6,000$ 369$ 9,040$ 9,040$ 50.67%
Increase (Decrease) in Fund Balance 12,342$ 7,600$ 13,332$ 4,798$ 4,798$ ‐36.87%
Measurement Focus Increase (Decrease) (82)$
ENDING FUND BALANCE 64,568$ 72,168$ 77,900$ 82,698$ 82,698$
The Truancy Prevention Fee Fund revenues are used to fund truancy prevention and intervention services.
Defendants convicted of a misdemeanor offense in the municipal court shall pay a truancy prevention fee of
$2.00. FY20 revenues total $13,838, while FY20 expenditures total $9,040 for associated training, travel, and
printing and postage expenses.
193
City of College Station
Police Seizure
Fund Summary
############
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Beginning Fund Balance 104,707$ 128,083$ 128,083$ 118,210$ 118,210$ ‐7.71%
REVENUES
Police Seizure Revenues 42,405$ 25,000$ 15,792$ 38,192$ 38,192$ 52.77%
Investment Earnings 2,386 690 5,366 690 690 0.00%
Total Revenues 44,791$ 25,690$ 21,158$ 38,882$ 38,882$ 51.35%
EXPENDITURES
Police Seizure Programs 21,008$ 30,000$ 31,031$ 31,576$ 31,576$ 5.25%
Total Expenditures 21,008$ 30,000$ 31,031$ 31,576$ 31,576$ 5.25%
Increase (Decrease) in Fund Balance 23,783$ (4,310)$ (9,873)$ 7,306$ 7,306$ ‐269.51%
Measurement Focus Increase (Decrease)(407)$
Ending Fund Balance 128,083$ 123,773$ 118,210$ 125,516$ 125,516$ 1.41%
The Police Seizure Fund accounts for items received by the City through the Police Department from forfieture of
property resulting from criminal investigations. These funds are used for one‐time equipment and other purchases
to assist in police activities.
FY20 Police Seizure Fund revenues total $38,882, while FY20 expenditures total $31,576. Expenditures from this
fund are monitored throughout the year and are adjusted based on revenue received and expected fund balance.
194
=now()
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY18 to FY19
Beginning Fund Balance 1,512,097$ 1,557,265$ 1,620,731$ 1,706,425$ 1,706,425$
REVENUES
Lot Sales 352,579$ 266,342$ 343,549$ 269,005$ 269,005$ 1.00%
Investment Earnings 23,273 14,201 25,000 15,561 15,561 9.58%
Total Revenues 375,852$ 280,543$ 368,549$ 284,566$ 284,566$ 1.43%
EXPENDITURES
Debt Service Transfer 264,453$ 272,855$ 272,855$ 281,595$ 281,595$ 3.20%
Misc Non-Operating Expenses 2,791 - 10,000 - -
Total Expenditures 267,244$ 272,855$ 282,855$ 281,595$ 281,595$ 3.20%
Increase/Decrease in Fund Balance 108,608$ 7,688$ 85,694$ 2,971$ 2,971$
Ending Fund Balance 1,620,731$ 1,564,953$ 1,706,425$ 1,709,396$ 1,709,396$
City of College Station
Memorial Cemetery Fund
Fund Summary
This fund accounts for two-thirds of the proceeds from the sale of cemetery lots and other revenue that is
collected through the Memorial Cemetery and Aggie Field of Honor.This fund also accounts for expenditures
on projects that take place at this location. A transfer to the Debt Service Fund,in the amount of $281,595 is
included in the FY20 expenditure budget for one-half of the total debt service related to the Memorial
Cemetery.It is proposed that one-half of the Memorial Cemetery debt service will come from the Memorial
Cemetery Fund and one-half of the payment will come from the Debt Service Fund for FY20 and for future
years.
Two new CIP projects are scheduled to begin in FY20.The first project is for the installation of wrought iron
fence to complete the perimeter fencing around the Aggie Field of Honor.The second project is for the design
and construction of a maintenance shop building within Memorial Cemetery.Both projects will be debt
funded, which is expected to increase the debt service transfer to $467,985 beginning in FY21.There were no
other significant budget changes for FY20.
195
=(now)
############
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Beginning Fund Balance 1,147,888$ 1,087,933$ 1,130,918$ 1,314,708$ 1,314,708$
REVENUES
Lot Sales 177,932$ 145,708$ 169,211$ 132,495$ 132,495$ -9.07%
Investment Earnings 8,000 9,962 20,000 13,349 13,349 34.00%
Total Revenues 185,932$ 155,670$ 189,211$ 145,844$ 145,844$ -6.31%
EXPENDITURES
Supplies -$ 5,000$ -$ 30,000$ 30,000$ 500.00%
Advertising - 10,000 - 10,000 10,000 0.00%
Capital Outlay 202,029 421 - - N/A
Other 873 5,540 5,000 2,040 2,040 (63.18%)
Total Expenditures 202,902$ 20,540$ 5,421$ 42,040$ 42,040$ 104.67%
Increase/Decrease in Fund Balance (16,970)$ 135,130$ 183,790$ 103,804$ 103,804$
Measurement Focus Adjustment
Ending Fund Balance 1,130,918$ 1,223,063$ 1,314,708$ 1,418,512$ 1,418,512$
City of College Station
Memorial Cemetery Endowment Fund
Fund Summary
This fund accounts for the remaining one-third of the proceeds from the sale of cemetery lots at the
Memorial Cemetery and the Aggie Field of Honor.This endowment fund was established to provide “a
reliable future funding through an endowment that receives gifts that will provide a corpus that may be
used to produce income and such income may be used for future care, maintenance, operations, and
improvements of the Cemetery.”
196
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
ANNUALLY
PRINCIPAL
OUTSTANDING AS
OF OCTOBER 1
FY 20 202,706 78,889 281,595 2,073,118
FY 21 195,092 73,613 268,705 1,870,412
FY 22 203,282 63,730 267,012 1,675,320
FY 23 215,784 53,254 269,038 1,472,038
FY 24 225,786 42,215 268,001 1,256,254
FY 25 243,151 30,539 273,690 1,030,468
FY 26 255,652 18,070 273,722 787,317
FY 27 268,055 8,788 276,843 531,665
FY 28 248,055 3,171 251,226 263,610
FY 29 15,555 234 15,789 15,555
*These amounts do not reflect all of the Memorial Cemetery related debt service. The above
amounts reflect one‐half of the debt service as being paid from the Memorial Cemetery Fund
from FY20 through FY29. The balance of the debt service is projected to be paid out of the
Debt Service Fund. This will be evaluated on a annual basis and will be adjusted accordingly
based on the financial condition of the Memorial Cemetery Fund and Debt Service Fund.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
MEMORIAL CEMETERY FUND SUPPORTED*
GOB & CO SERIES
‐
50,000
100,000
150,000
200,000
250,000
300,000
FY 20FY 22FY 24FY 26FY 28DEBT SERVICE FUND PRINCIPAL AND INTEREST
PRINCIPAL INTEREST
197
10/24/2019 14:21
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Beginning Fund Balance 1,910,835$ 1,933,057$ 1,946,323$ 1,849,050$ 1,849,050$
REVENUES
Sale of Cemetery Lots 9,605$ 5,000$ 8,300$ 5,000$ 5,000$ 0.00%
Investment Income 28,952 16,000 47,426 27,669 27,669 72.93%
Other 210 - - - - N/A
Total Revenues 38,767$ 21,000$ 55,726$ 32,669$ 32,669$ 55.57%
Total Funds Available 1,949,602$ 1,954,057$ 2,002,050$ 1,881,719$ 1,881,719$ -3.70%
EXPENDITURES & TRANSFERS
Filing Fees -$ -$ -$ -$ -$ N/A
Capital Outlay - 150,000 150,000 - - -100.00%
Cemetery Plots 3,279 2,500 3,000 3,000 3,000 20.00%
Total Expenditures & Transfers 3,279$ 152,500$ 153,000$ 3,000$ 3,000$ -98.03%
Increase in Fund Balance 35,488$ (131,500)$ (97,274)$ 29,669$ 29,669$
Measurement Focus Increase (Decrease)
Ending Fund Balance 1,946,323$ 1,801,557$ 1,849,050$ 1,878,719$ 1,878,719$
City of College Station
Texas Avenue Cemetery Endowment Fund
Fund Summary
The Texas Avenue Cemetery Endowment Fund is a Special Revenue Fund that was established in 1996
to provide “a reliable future funding through an endowment that receives gifts that will provide a
corpus that may be used to produce income and such income may be used for future care,
maintenance, operations, and improvements of the Cemetery.”This fund accounts for sales of
cemetery lots and other revenues that are accrued through the College Station Cemetery on Texas
Avenue.
In FY19, a $150,000 SLA was approved for the design and construction of a new restroom to replace
the existing,non ADA-compliant restroom.No SLAs or CIP projects are planned at this cemetery for
FY20.
198
City of College Station
Public, Educational and Governmental (PEG) Access Channel Fee Fund
Fund Summary
10/21/2019 11:48
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Beginning Fund Balance 608,610$ 728,802$ 728,802$ 813,502$ 813,502$
REVENUES
Cable Franchise Fees 197,576$ 199,000$ 196,500$ 199,000$ 199,000$ 0.00%
Investment Earnings 10,250 14,000 17,800 12,600 12,600 -10.00%
Total Revenues 207,826$ 213,000$ 214,300$ 211,600$ 211,600$ -0.66%
Total Funds Available 816,436$ 941,802$ 943,102$ 1,025,102$ 1,025,102$
EXPENDITURES & TRANSFERS
Public Comm. - Supplies 4,852$ -$ -$ -$ -$ N/A
Public Comm. - Maintenance 1,004 - - - - N/A
Public Comm. - Prof Services 61,794 85,411 101,600 106,000 106,000 24.11%
Public Comm. -Capital Expenditures 19,984 40,000 28,000 39,300 39,300 -1.75%
Other Expenditures - - - -
Total Expenditures & Transfers 87,634$ 125,411$ 129,600$ 145,300$ 145,300$ 15.86%
Increase (Decrease) in Fund Balance 120,192$ 87,589$ 84,700$ 66,300$ 66,300$
Measurement Focus Increase (Decrease)
Ending Fund Balance 728,802$ 816,391$ 813,502$ 879,802$ 879,802$
Public, Education and Government (PEG) Access Channel funds are collected in an amount equal to 1%of
gross revenues in cable services provided per month.These funds may be used for educational and
governmental broadcasting on Suddenlink Channel 19,which provides unique programming that addresses
the needs and interests of the citizens of College Station and its surrounding community.This includes
information on City Council and Planning &Zoning meetings, development projects, special events,job
opportunities, and many other pertinent issues and notices.
Revenues are anticipated to decrease as more cable subscribers "cut the cord,"lowering the gross revenues
in cable services;however population growth is expected to offset this decrease for FY20.Professional
Services expenses are expected to increase in FY20 to accommodate an expanded program as the Public
Communications Department continues to increase and improve communications between the City and our
citizens. Capital purchases for FY20 are expected to include a wireless mic system,a high speed lenses set,
video camera accessories,photography gear,and a $30,000 repair contingency.It is anticipated that the
fund balance will be drawn down to finance communications equipment for the Public Communications
Department and City Council Chambers when the new city hall is completed.
199
City of College Station
R.E. Meyer Estate Restricted Gift Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE 720,241$ 153,642$ 153,642$ 30,000$ 30,000$
REVENUES
Restricted Gift Funds -$ -$ -$ -$ -$ N/A
Investment Earnings 6,591 2,500 2,500 - - -100%
Total Revenues 6,591$ 2,500$ 2,500$ -$ -$ -100%
TOTAL FUNDS AVAILABLE 726,832 156,142 156,142 30,000 30,000$ -81%
EXPENDITURES & TRANSFERS
Senior Programs/Arts Council Bldg Renovations 573,190$ 155,551$ 126,142$ 30,000$ 30,000$ -81%
Total Expenditures & Transfers 573,190$ 155,551$ 126,142$ 30,000$ 30,000$ -81%
Increase (Decrease) in Fund Balance (566,599)$ (153,051)$ (123,642)$ (30,000)$ (30,000)$ -80%
Measurement Focus Increase (Decrease)
ENDING FUND BALANCE 153,642$ 591$ 30,000$ -$ -$
The R.E.Meyer Estate Restricted Gift Fund was established in FY14.Robert Earl "Bob"Meyer
generously bequeathed a portion of his estate to the College Station Parks and Recreation
Department,with the gift being restricted for the benefit of programs for senior citizens.During Mr.
Meyer's lifetime,he loved and supported the many senior programs offered by the Parks and
Recreation Department Senior Services.
The majority of the gift was transferred to the Facilities and Technology Capital Improvement Projects
Fund in FY18 and FY19 for renovation of the building that previously housed the Arts Council.The
renovated facilities will provide an opportunity for the Parks and Recreation Department to expand
upon current Senior Programs.The remaining balance of $30,000 will be used in FY20 for Senior
200
City of College Station
Fun For All Playground Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE -$ 959,744$ 959,744$ -$ -$
REVENUES
Restricted Gift Funds 1,000,000$ -$ -$ 1,200,000$ 1,200,000$ N/A
Investment Earnings (1,271) 5,000 5,000 6,000 6,000 20%
Total Revenues 998,729$ 5,000$ 5,000$ 1,206,000$ 1,206,000$ 24020%
TOTAL FUNDS AVAILABLE 998,729 964,744 964,744 1,206,000 1,206,000 25%
EXPENDITURES & TRANSFERS
Fun for All Playground Construction (PK1409)38,985$ 500,000$ 964,744$ 1,206,000$ 1,206,000$ 141%
Total Expenditures & Transfers 38,985$ 500,000$ 964,744$ 1,206,000$ 1,206,000$ 141%
Increase (Decrease) in Fund Balance 959,744$ (495,000)$ (959,744)$ -$ -$ -100%
Measurement Focus Increase (Decrease)-$
ENDING FUND BALANCE 959,744$ 464,744$ -$ -$ -$
The Fun for All Playground Fund was established in FY18 to record the financial activity associated with the construction of an all-
inclusive playground to be located at Central Park.The project is a joint effort with several local service organizations who,to date,
have contributed $1,000,000 to fund the construction of Phase I of the playground.The City committment to the playground included
$500,000 for design and marketing expenses to be paid from Park Land Dedication funds.Phase I consisted of a playground, swings,a
splash pad, parking, fencing, and general infrastructure.
Phase II will include the Carolyn &John Crow Field and Entry Plaza,which is estimated to cost $1,200,000 and will be funded through
additional contributions as well as Parkland Dedication funds.Construction on Phase II is expected to start in FY 20,once
contributions are received.
Future Phases of construction will add additional play units and accessible exercise area,shades,lights,rubber surfacing, quiet zones,
natural area and landscaping,a fishing pier and boardwalk at the pond,and additional parking.
201
Special Revenue CIP Budget
Special Revenue CIP encompasses Park Land Dedication and Sidewalk Zones projects. The City expects to incur
significant non‐routine (i.e., not O&M related) expenses on multiple Special Revenue projects. These projects will
have substantial FY20 activity related to land acquisition, design and engineering, and/or construction. As a result,
these projects account for a majority of the FY20 Special Revenue CIP Budget appropriations.
The City coordinates the following projects with other CIP projects, when applicable. The FY20 CIP Budget also
includes other projects the City began in prior fiscal years. For specific Special Revenue project details and timing,
please reference individual workbooks presented in the CIP Budget Book.
Park Land Projects
Since Park Land projects depend on funds received in each Park Land Zone, the FY20 CIP Budget does not include
any initial appropriations for Park Land projects. Contributions of $400,000 are anticipated and will be
appropriated throughout the upcoming fiscal year via Budget Amendments. Appropriated funds will accumulate
in the fund for each zone until projects are identified and adequate funding becomes available. Park Land
contributions not spent will carry over to future fiscal years.
Similar to other CIP projects, Park Land prior year budget appropriations carry forward and span fiscal years while
additional appropriations may be added as projects progress. As a result, current year appropriations may not
equal anticipated expenditures as projects retain prior year appropriations. Significant projects under
construction in FY19 include:
Northgate Park – Design and Construction
Fun for All Playground – Design and Construction ‐ Phase I
Reatta Meadows Park – Park improvements
Barracks Park – Design and Construction
Bachmann Park Parking Lot Rehab – Rehabilitation and engineering of drainage and parking lot
Sidewalk Zone Projects
Sidewalk Zone projects depend on the receipt and expenditure of funds paid by developers to the City. Developers
pay these fees in accordance with the City’s Sidewalk ordinance in lieu of constructing required sidewalks and/or
multi‐use paths. The City must spend Sidewalk fees in the same Zone as the approved development. Additionally,
the City can only use the collected revenue for construction, reconstruction, and/or land acquisition costs
associated with sidewalks and multi‐use paths.
Several Sidewalk Zones contain balances not yet committed to sp ecific projects. The City will appropriate funds as
contributions are received and relevant projects develop. If funds are not spent in FY20, contributions will carry
over to future fiscal years and remain available for projects in the appropriate Zone.
Special Revenue Projects’ O&M Costs
Due to the nature of Special Revenue projects, the City may incur additional ongoing O&M expenses. As part of
their 5‐year Strategic Plan, each department includes the impact of current and future projects in their O&M
budgets. In most instances, departments can absorb minor additional expenses or the City will add anticipated
O&M costs to the base budget (e.g., increased utility expenses). If additional personnel for new projects are
required (e.g., maintenance staff for a new park), departments will submit SLAs for review and possible approval.
A summary at the end of this section presents the Special Revenue projects’ estimated O&M costs. The City
anticipates limited future funding for project related O&M expenses. As a result, departments will continue to
evaluate current operations before budget increases are approved. The City may also recommend delaying
projects if recurring O&M expenses cannot be supported.
202
PARK LAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
PROJECT #FY20 BUDGET THROUGH FY18 FY19 FY20
BEGINNING FUND BALANCE:1,150,163$ 785,049$
ADDITIONAL RESOURCES:
CONTRIBUTIONS 400,000$ 400,000$ INVESTMENT EARNINGS 10,000 17,300 INTRAGOVERNMENTAL TRANSFERS - - OTHER - -
SUBTOTAL ADDITIONAL RESOURCES 410,000$ 417,300$
TOTAL RESOURCES AVAILABLE 1,560,163$ 1,202,349$
PARK LAND DEDICATION FUNDSZONE 1 PARK PK0051 - - - NORTHGATE PARK PK1718 575,000 575,000 - - ZONE 2 PARK PK0052 - - - - ZONE 3 PARK PK0053 - - - - FUN FOR ALL PLAYGROUND PK1409 135,000 135,000 - - *ZONE 4 PARK PK0054 - - - - CRESCENT POINT PARK PK1601 100,659 96,575 4,084 - VETERAN'S PARK AMENITIES PK1902 215,000 215,000 - SUMMIT CROSSING PARK DESIGN PK1908 64,000 - 64,000 - CYCLEX SIGNAGE PK1906 3,250 - 3,250 - ZONE 6 PARK PK0056 - - - - GABBARD PARK FENCE & DOCK REPAIR PK1810 129,000 135,000 (6,264) - CYCLEX SIGNAGE PK1906 20,500 - 20,500 - ZONE 7 PARK PK0057 - - - - CROMPTON PARK BBALL PAVILION PK1717 366,452 355,000 11,452 - *ZONE 8 PARK PK0058 - - - - **ZONE 9 PARK (incl Zone 24)PK0059/PK1205 - - - - LICK CREEK TRAILHEAD & PARKING ST1711 62,600 62,600 - ZONE 10 PARK PK0060 - - - - REATTA MEADOWS PARK PK1602 457,089 456,500 589 - SONOMA PARK DESIGN PK1603 14,020 20,000 (5,980) - CYCLEX SIGNAGE PK1906 5,750 - 5,750 - EDELWEISS GARTENS BASKETBALL RESURFAC PK1914 6,500 - 6,500 - **ZONE 11 PARK (incl Zone 14)PK0061/PK0717 - - - - PEBBLE CREEK RESURFACING PK1811 84,538 65,000 19,538 - LICK CREEK WATER FOUNTAIN PK1907 40,000 - 40,000 - ZONE 12 PARK PK0824 - - - - COVE OF NANTUCKET IMPROVEMENTS PK1817 24,000 24,000 - - ZONE 13 PARK PK0807 - - - - ZONE 15 PARK PK0808 - - - - BARRACKS PARK PK1522 1,328,000 1,328,000 - - **COMMUNITY PARK ZONE A/B PK1304/1203/1915 - - - - POTENTIAL LAND PURCHASES TBD - - BACHMANN PARK PARKING LOT REHAB PK1806 1,600,000 1,600,000 - - CYCLEX SIGNAGE PK1906 5,500 - 5,500 - **COMMUNITY PARK ZONE C/D PK1204/PK1813/1916 - - - - FUN FOR ALL PLAYGROUND PK1409 365,000 365,000 - - CENTRAL PARK PARKING LOT REHAB PK1805 450,000 450,000 - - CLOSED PROJECTS***FUTURE PROJECTSCAPITAL PROJECTS SUBTOTAL 446,519$ -$
OTHER - -
GENERAL & ADMIN. CHARGES 36,212 32,414
TOTAL EXPENDITURES 482,731$ 32,414$
MEASUREMENT FOCUS INCREASE (DECREASE)
ENDING FUND BALANCE:1,077,432$ 1,169,936$
*These Funds were eliminated in FY18 by a change to the Park Land ordinance. They will be closed once the balances are depleted.
**These Funds were combined in FY18 by a change to the Park Land ordinance.
***Estimated expenses for future years - Appropriation requests by fund will be brought to council for approval when contributions are received and projects identified.
BUDGET APPROPRIATIONS
203
PARK LAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FY20 THROUGH FY25
THROUGH FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
7,502,271$ 7,064,592$ 1,150,163$ 785,049$ 335,049$ 335,049$ 335,049$ 335,049$
779,751$ 400,000$ 400,000$ 50,785 70,646 17,300 - - - - - - - - - - - - - - - -
830,536$ 470,646$ 417,300$ -$ -$ -$ -$ -$
8,332,807$ 7,535,238$ 1,567,463$ 785,049$ 335,049$ 335,049$ 335,049$ 335,049$
- - - - - - - - 217 51,380 523,186 - - - - - - - - - - - - - - - - - - - - - - - - - - 135,000 - - - - - - - - - - - - - - - 8,164 1,214 91,281 - - - - - - 215,000 - - - - - - - - 64,000 - - - - - - - - 3,250 - - - - - - - - - - - - - - - - 128,736 - - - - - - - - - 20,500 - - - - - - - - - - - - - - - 10,325 19,548 336,306 - - - - - - - - - - - - - - - - - - - - - - - - 62,600 - - - - - - - - - - - - - - - 18,680 294,732 143,678 - - - - - - 2,216 5,832 5,972 - - - - - - - - 5,750 - - - - - - - - 6,500 - - - - - - - - - - - - - - - - - 84,538 - - - - - - - - 40,000 - - - - - - - - - - - - - - - - - 24,000 - - - - - - - 3,190 - - - - - - 2,548 - - - - - - - - 883,537 202,691 241,771 - - - - - - - - - - - - - - - - - 2,842,857 - - - - - - - 116,437 990,000 - - - - - - - - 5,500 - - - - - - - - - - - - - - - 261,510 21,176 82,314 - - - - - - - 25,140 424,860 - - - - - - - 356,909 - - - - - - - - - - 750,000 450,000 - - - - 1,187,197$ 1,226,986$ 6,348,863$ 750,000$ 450,000$ -$ -$ -$ -$
- - - - - - - -
41,229 36,212 32,414 - - - - -
1,268,215$ 6,385,075$ 782,414$ 450,000$ -$ -$ -$ -$
7,064,592$ 1,150,163$ 785,049$ 335,049$ 335,049$ 335,049$ 335,049$ 335,049$
ACTUALS PROJECTED EXPENDITURES
204
Drainage Utility Fund
Drainage Engineering assists with the Drainage Development permit that must be obtained prior to the start of
most construction activity. This permit process exists to ensure that approved development will not increase the
danger of flooding and will not allow the migration of dust, mud or silt from the construction site.
Drainage Maintenance provides a maintenance program to keep the storm carrying capacity of the drainage
system adequate in the City. The Division is responsible for the care and maintenance of the improved and natural
drainage ways within the City limits. Operations include creek cleaning, erosion control, mosquito control, and
vegetation control.
Drainage Engineering and Drainage Maintenance Divisions are funded by residential charges based on a set fee
per residential unit and commercial charges calculated on the basis of building square footage.
•Beginning FY20 Drainage fees will have an annual CPI-U adjustment made as of October 1. The last adjustment
of drainage rates was 2009.
•Approved operations and maintenance expenditure budget includes the following SLA:
•An SLA is approved for the purchase of storm drain inspection camera. This equipment will be used to inspect
storm drains that are too small or unsafe for human inspection. This will identify blockages, separations, and
materials that impede the flow of storm water run-off.
•Fleet Replacements are scheduled as follows:
In prior years the replacements were made in the Equipment Replacement Fund; beginning in FY20, transfers
will be made to the fund that owns the vehicles and purchases will be made in the Drainage Fund.
•Capital projects budgeted for FY20 are: Culvert at Miliff/Redmond, drainage improvements at University Oaks
& Stallings, and minor drainage improvements as needed. Approved FY20 CIP Budget appropriations for
Drainage projects total $500,000, with projected FY20 expenses of $916,500. Prior year budget appropriations
carry forward and span fiscal years while additional appropriations may be added as projects progress. As a
result, current year appropriations may not equal anticipated expenditures as projects retain prior year
appropriations. Drainage projects are funded by utility fee revenue collected from residential and commercial
consumers.
One-Time Recurring Total
126,000$ 5,300$ 131,300$
126,000$ 5,300$ 131,300$ Drainage SLA Totals
Storm Drain Inspection Camera
Service Level Adjustments
Year Description
2005 FREIGHTLINER SERVICE Truck 130,000$
2010 JD TRACTOR 6430 100,000
Total Replacements 230,000$
205
City of College Station
Drainage Utility Fund
Fund Summary
last reviewed: 07/16/13 at 7:45am
FY19 FY19 FY20 FY20 % Change in
10/24/19 11:26 AM FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING FUND BALANCE 1,872,882$ 1,716,249$ 1,716,249$ 1,107,305$ 1,107,305$
REVENUES
Residential 1,877,471$ 1,911,840$ 1,948,000$ 2,377,000$ 2,377,000$ 24.33%
Commercial / Industrial 447,991 477,960 457,200 558,000 558,000 16.75%
Other Operating - - 20,200 20,000 20,000 N/A
Investment Earnings 26,951 20,000 27,000 22,000 22,000 10.00%
Transfer In - Fleet Replacement - - - 230,000 230,000 N/A
Total Revenues 2,352,413$ 2,409,800$ 2,452,400$ 3,207,000$ 3,207,000$ 33.08%
EXPENDITURES AND TRANSFERS
Engineering 114,175$ 121,129$ 114,652$ 123,728$ 123,728$ 2.15%
Maintenance 1,292,883 1,525,514 1,367,088 1,500,168 1,631,468 6.95%
Fleet Replacements - Scheduled - - - 230,000 230,000 N/A
General & Admin Transfers 604,753 620,533 620,533 739,339 739,339 19.15%
Total Operating Expenditures & Transfers 2,011,811$ 2,267,176$ 2,102,273$ 2,593,235$ 2,724,535$ 20.17%
NONOPERATING EXPENDITURES/TRANSFERS
Capital Projects 472,743$ 885,000$ 959,071$ 916,500$ 916,500$ 3.56%
Contingency - - - 50,000 50,000 N/A
Total Non Operating Expenditures 472,743$ 885,000$ 959,071$ 966,500$ 966,500$ 9.21%
Total Operating & Non Operating Expenditures 2,484,554$ 3,152,176$ 3,061,344$ 3,559,735$ 3,691,035$ 17.09%
Increase/Decrease in Fund Balance (132,141)$ (742,376)$ (608,944)$ (352,735)$ (484,035)$
Measurement Focus Increase (Decrease)(24,492)$
ENDING FUND BALANCE 1,716,249$ 973,873$ 1,107,305$ 754,570$ 623,270$
Residential
74.13%
Commercial /
Industrial
17.40%
Other
Operating
0.62%
Investment
Earnings
0.69%
Tf In-Fleet
Repl
7.16%
Drainage Fund-Sources
Engineering
3.36%
Maintenance
44.20%Fleet Repl. -
Scheduled
6.24%
General &
Admin Tfs
20.03%
Capital Projects
24.83%
Contingency
1.34%
Drainage Fund -Uses
206
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Civil Engineering 114,175$ 121,129$ 114,652$ 123,728$ 123,728$ 2.15%
Drainage Maintenance 1,292,883 1,525,514 1,367,088 1,500,168 1,631,468 6.95%
TOTAL 1,407,058$ 1,646,643$ 1,481,740$ 1,623,896$ 1,755,196$ 6.59%
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 904,144$ 1,042,742$ 958,368$ 1,060,653$ 1,060,653$ 1.72%
Supplies 68,715 86,832 68,012 84,939 89,439 3.00%
Maintenance 167,945 141,746 141,746 152,552 154,352 8.89%
Purchased Services 266,254 375,323 313,614 325,752 325,752 -13.21%
Capital Outlay - - - - 125,000 N/A
TOTAL 1,407,058$ 1,646,643$ 1,481,740$ 1,623,896$ 1,755,196$ 6.59%
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Civil Engineering 1.00 1.00 1.00 1.00 0.00%
Drainage Maintenance 17.00 17.00 17.00 17.00 0.00%
TOTAL 18.00 18.00 18.00 18.00 0.00%
City of College Station
Drainage Utility Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
EXPENDITURE BY CLASSIFICATION
207
City of College Station
Sidewalk Zone Funds
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING BALANCE 96,548$ 102,684$ 102,684$ 167,019$ 167,019$
REVENUES
Contributions 36,580$ -$ 66,240$ -$ -$ N/A
Investment Earnings 1,680 1,250 1,970 1,250 1,250 -100%
Total Revenues 38,260$ 1,250$ 68,210$ 1,250$ 1,250$ -100%
TOTAL FUNDS AVAILABLE 134,808 103,934 170,894 168,269 168,269 -100%
EXPENDITURES & TRANSFERS
Sidewalk Zone 1 -$ 10,000$ -$ 111$ 111$ -100%
Sidewalk Zone 2 - 7,000 - 79 79 -100%
Sidewalk Zone 3 6,000 6,500 - 73 73 -100%
Southwood SW Deisgn (ST1710)- - - - - N/A
Sidewalk Zone 5 26,125 - 3,875 1,263 1,263 N/A
Southwood SW Deisgn (ST1710)- - - - - N/A
Sidewalk Zone 8 - 3,000 - 3,108 3,108 -100%
Emerald Dove Sidewalk (ST1707)- - - - - N/A
Sidewalk Zone 9 10,000 - 225 225 -100%
Sidewalk Zone 13 - 6,000 - 408 408 -100%
Sidewalk Zone 14 - 30,000 - 320 320 -100%
Sidewalk Zone 15 - 17,000 - 192 192 -100%
Holleman Drive South Sidewalk - - - - - N/A
Other - - - - - N/A
Total Expenditures & Transfers 32,125$ 89,500$ 3,875$ 5,779$ 5,779$ -100%
Increase (Decrease) in Fund Balance 6,135$ (88,250)$ 64,335$ (4,529)$ (4,529)$ -100%
Measurement Focus Increase (Decrease)1$
ENDING FUND BALANCE 102,684$ 14,434$ 167,019$ 162,490$ 162,490$
The Sidewalk Zone Funds account for the receipt and expenditure of funds received by the City from developers who, upon approval
of the Planning and Zoning Commission and in accordance with a number of criteria as defined by the City’s Sidewalk ordinance, pay a
fee in lieu of constructing the required sidewalk or multi-use path. Fees collected in lieu of sidewalk or multi-use path construction
must be expended in the sidewalk zone within which the proposed development is located. Fees collected in lieu of sidewalk
construction must be used only for construction, reconstruction or land acquisition costs associated with sidewalks, multi-use paths
and other non-vehicular ways.
Budgets are included for the expenditure of funds in each of the Sidewalk Zones that have a balance. Including these funds in the
budget will make them available for use on projects that arise throughout the year within the applicable Zones. Funds not used in the
fiscal year will carry over to future fiscal years.
The FY20 estimated ending fund balance is anticipated to decrease 6.5% from the FY19 estimated ending fund balance.
208
FY21 FY22 FY23 FY24 FY25 Comments
Parkland Dedication Projects
Crescent Point Park 2,987 3,077 3,169 3,264 3,362 Maintenance and utility costs
Northgate Park 4,750 4,893 5,039 5,190 5,346 Maintenance and utility costs
Crompton Park Basketball Pavilion 1,288 1,326 1,366 1,407 1,449 Utility costs
Fun for All Playground 8,240 8,487 8,742 9,004 9,274 Playground maintenance and electric
utility costs
Parkland Projects Totals 17,265$ 17,782$ 18,316$ 18,865$ 19,431$
Total Estimated O&M Costs 17,265$ 17,782$ 18,316$ 18,865$ 19,431$
Special Revenue Funds Capital Improvement Projects
Estimated Operations and Maintenance Costs*
*The Operations and Maintenance (O&M) estimates reflected above are anticipated project costs. In some situations, a project's O&M cost is minimal and can be absorbed by the City
department that benefits the most from the project. In other situations, the O&M cost is more significant and funding for these additional expenses will be included in the base budget. By
approving capital projects, the City inherently approves the related additional O&M costs needed to run and maintain the new infrastructure. As project costs become more defined, the O&M
estimates may be revised.
Projected
209
Property & Casualty Insurance Fund
The Property and Casualty Fund ensures that the City can adequately cover potential property and liability
losses. Budgeted premiums are based on the actual amounts charged to departments to cover the City’s
Property and Casualty costs. The approved premium revenue for FY20 is $1,000,000 (no change from
FY19). Estimated investment earnings are $20,000 and other revenues, including subrogation, are
projected to be $75,000. The total budgeted revenues for the Property & Casualty Insurance Fund for
FY20 are $1,095,000.
Approved FY20 expenditures in this fund are $1,548,520, which is $273,247 more than the estimated year-
end expenditures for FY19 but $102,028 less than the FY19 revised budget. The FY19 budget was revised
via Budget Amendment to account for two water events (one in October 2018 and another in December
2018) that caused widespread damage in city buildings resulting in abatement action.
The Property & Casualty Fund’s only FY20 SLA will replace existing aging AED (Automated External
Defibrillators) equipment and install AEDs in new facilities and vehicles. The City’s current AEDs have
reached the end of their useful lives and are no longer being supported by the manufacturer. The City
would purchase and install 64 AED units as well as adding tourniquet kits to each station as recommended
by CSFD. The Property & Casualty Fund normally budgets $25,000 per year for AED battery replacement
but since the units will all be new, that budget will not be used for that purpose in FY20 and instead will
be budgeted toward the replacement project. The SLA will be a one-time cost of $80,964 which, when
combined with the existing $25,000, will cover the cost of this project.
Service Level Adjustment One-Time Recurring Total
AED Installation/Replacement and Tourniquet Kits 80,964 - 80,964
Total 80,964$ -$ 80,964$
210
City of College Station
Property & Casualty Insurance Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Premiums 1,001,885$ 1,000,000$ 1,000,004$ 1,000,000$ 1,000,000$ 0.00%
Investment Earnings 30,804 15,000 33,655 20,000 20,000 33.33%
Other (including Subrogation)322,721 75,000 389,190 75,000 75,000 0.00%
Other Revenue 200,016 - - - - N/A
Total Revenues 1,555,426$ 1,090,000$ 1,422,849$ 1,095,000$ 1,095,000$ 0.46%
EXPENDITURES AND TRANSFERS
Administration 160,533$ 201,498$ 198,064$ 206,506$ 206,506$ 2.49%
Professional Services 24,135 18,550 21,867 18,550 18,550 0.00%
Legal Fees 117,448 225,000 174,137 225,000 225,000 0.00%
Third Party Administration Fees 24,584 24,500 26,669 27,500 27,500 12.24%
Claims 843,465 630,000 443,270 380,000 380,000 -39.68%
Legal Settlements 19,000 100,000 10,000 100,000 100,000 0.00%
Premiums 351,910 406,000 377,214 395,000 395,000 -2.71%
Other Non-Operating 10,865 45,000 24,022 115,000 195,964 335.48%
Transfers Out - - - - - N/A
Total Operating Expenses & Transfers 1,551,940$ 1,650,548$ 1,275,243$ 1,467,556$ 1,548,520$ -6.18%
Increase (Decrease) in Working Capital, modified accrual
budgetary basis 3,486$ (560,548)$ 147,606$ (372,556)$ (453,520)$
Measurement Focus Increase (Decrease)(379,094)$
Beginning Working Capital, accrual basis of accounting 1,483,371$ 1,107,763$ 1,107,763$ 1,255,369$ 1,255,369$
Ending Working Capital, accrual basis of accounting 1,107,763$ 547,215$ 1,255,369$ 882,813$ 801,849$
Premiums
91.32%
Investment
Earnings1.83%
Other (including
Subrogation)6.85%
Property & Casualty Insurance Fund -Sources
Administration
13.34%
Professional Services1.20%
Legal Fees
14.53%
Third Party
Administration Fees
1.78%
Claims24.54%
Legal
Settlements6.46%
Premiums25.51%
Other Non-Operating
12.65%
Property & Casualty Insurance Fund -Uses
211
City of College Station
Property & Casualty Insurance Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Property & Casualty 184,419$ 220,048$ 219,931$ 225,056$ 225,056$ 2.28%
TOTAL 184,419$ 220,048$ 219,931$ 225,056$ 225,056$ 2.28%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 160,284$ 201,486$ 198,052$ 206,506$ 206,506$ 2.49%
Supplies - - - - - N/A
Maintenance - - - - - N/A
Purchased Services 24,135 18,562 21,879 18,550 18,550 -0.06%
Capital Outlay - - - - - N/A
TOTAL 184,419$ 220,048$ 219,931$ 225,056$ 225,056$ 2.28%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Property & Casualty 2.00 2.50 2.50 2.50 0.00%
TOTAL 2.00 2.50 2.50 2.50 0.00%
212
Employee Benefits Fund
Budgeted revenues in the Employee Benefits Fund are $14,754,196, a total increase of
approximately 8.94%, over the FY19 budget. The FY20 budget includes an 8.5% increase
in City-paid employee Health Insurance premiums and a 3% increase in the employee
contributions. The estimated year-end FY19 revenues are projected to exceed budget by
over $458,000 due mostly to a pharmacy rebate from Cigna in the amount of $354,945.
The FY20 approved expenditures include $400,000 for the continued operation of the
Employee Health Clinic, which provides acute and preventive primary care, occupational
medicine, workers’ compensation care, and wellness services. Services are available to
City health plan-enrolled employees, dependents and retirees to encourage wellness and pro-active medical
intervention and treatment.
In addition, included in the FY20 approved budget is $1,196,926 for an Other Post-Employment Benefits (OPEB)
Trust, established in FY17. In FY18, the City began funding OPEB at the department level on a current basis using
a budgeted FTE basis. The total approved expenditures for the Employee Benefits Fund are $16,017,610. The
FY20 ending working capital in this fund is projected to decrease 21% when compared to the FY19 estimated
ending working capital. This is due to the increase in premiums and the overall rise in claims.
The City has
been self-
funded for
employee
benefits
since 2004.
0
1
2
3
4
5
6
7
8
9
FY15 FY16 FY17 FY18 FY19
5 Year Claims History (in $MM)
Medical Dental Pharmacy
213
City of College Station
Employee Benefits Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
City Contribution 9,619,558$ 10,227,000$ 10,218,498$ 11,239,750$ 11,239,750$ 9.90%
Employee Contribution 2,086,334 2,100,000 2,117,367 2,215,000 2,215,000 5.48%
COBRA Premiums 28,095 7,500 12,295 7,500 7,500 0.00%
Other Operating Revenues 10,512 375,000 369,739 20,000 20,000 -94.67%
OPEB City Contribution 1,073,572 1,103,433 1,105,645 1,146,946 1,146,946 3.94%
Investment Earnings 155,102 195,000 177,737 125,000 125,000 -35.90%
Total Revenues 12,973,173$ 14,007,933$ 14,001,281$ 14,754,196$ 14,754,196$ 5.33%
EXPENDITURES & TRANSFERS
Administration 68,776$ 68,684$ 69,683$ 70,684$ 70,684$ 2.91%
Administration Fees 5,864 6,150 6,589 7,000 7,000 13.82%
Claims 9,639,777 11,614,500 11,484,596 12,032,000 12,032,000 3.59%
Premiums 1,563,016 1,690,600 1,663,608 1,985,000 1,985,000 17.41%
Transfer Out Expense 61,345 73,000 65,000 75,000 75,000 2.74%
Professional Services 164,784 142,000 177,365 171,000 171,000 20.42%
Wellness 14,571 12,000 19,390 50,000 50,000 316.67%
Other Operating 3,757 4,000 4,915 5,000 5,000 25.00%
Health Clinic 379,894 385,689 370,848 400,000 400,000 3.71%
OPEB Trust 1,510,854 1,103,433 1,159,768 1,196,926 1,196,926 8.47%
Contingency - - - 25,000 25,000 N/A
Total Operating Expenses & Transfers 13,412,638$ 15,100,056$ 15,021,762$ 16,017,610$ 16,017,610$ 6.08%
Increase (Decrease) in Working Capital,
modified accrual budgetary basis (439,465)$ (1,092,123)$ (1,020,481)$ (1,263,414)$ (1,263,414)$
Measurement Focus Increase (Decrease)8,458$
Beginning Working Capital, accrual basis of
accounting 7,424,157$ 6,993,150$ 6,993,150$ 5,972,669$ 5,972,669$
Ending Working Capital, accrual basis of
accounting 6,993,150$ 5,901,027$ 5,972,669$ 4,709,255$ 4,709,255$
City Contribution
76.20%
Employee
Contribution
15.00%
COBRA
Premiums
0.10%
Other Operating
Revenue
0.10%
OPEB
Contribution
7.80%
Investment
Earnings
0.80%
Employee Benefits Fund -Sources
Administration
0.44%
Administration
Fees/Other
Operating
Expenses
0.04%
Claims
75.12%
Premiums
12.39%
Transfer
Out
Expense
0.47%
Professional
Services
1.07%
Wellness
0.31%
Health Clinic
2.50%
OPEB Trust
7.47%
Contingency
0.16%
Employee Benefits Fund -Uses
214
City of College Station
Employee Benefits Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Employee Benefits Admin 68,776$ 68,684$ 69,683$ 70,684$ 70,684$ 2.91%
TOTAL 68,776$ 68,684$ 69,683$ 70,684$ 70,684$ 2.91%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 68,279$ 68,252$ 69,251$ 70,252$ 70,252$ 2.93%
Supplies - - - - - N/A
Maintenance - - - - - N/A
Purchased Services 497 432 432 432 432 0.00%
Capital Outlay - - - - - N/A
TOTAL 68,776$ 68,684$ 69,683$ 70,684$ 70,684$ 2.91%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Comp & Benefits Assistant 1.00 1.00 1.00 1.00 0.00%
TOTAL 1.00 1.00 1.00 1.00 0.00%
215
City of College Station
Unemployment Insurance Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Premiums -$ -$ -$ -$ -$ N/A
Investment Earnings 5,715 3,500 7,738 7,600 7,600 117.14%Total Revenues 5,715$ 3,500$ 7,738$ 7,600$ 7,600$ 117.14%
EXPENDITURES
Claims 20,571$ 60,000$ 8,645$ 50,000$ 50,000$ -16.67%Total Operating Expenses & Transfers 20,571$ 60,000$ 8,645$ 50,000$ 50,000$ -16.67%
Increase (Decrease) in Working Capital,
modified accrual budgetary basis (14,855)$ (56,500)$ (907)$ (42,400)$ (42,400)$
Measurement Focus Increase (Decrease)
Beginning Working Capital, accrual basis of
accounting 384,041$ 369,186$ 369,186$ 368,279$ 368,279$
Ending Working Capital, accrual basis of
accounting 369,186$ 312,686$ 368,279$ 325,879$ 325,879$
Revenues in this fund are typically collected based as a percentage of each employee’s salary; however, in FY17 the decision was made to
forego collection of this revenue due to the increase in working capital in recent years (prior to FY17, the Working Capital had increased
every year since FY14). The decision not to collect revenues based on payrolls* has been extended to FY20. Therefore, FY20 approved
revenues (investment earnings only) are $7,600. Claims costs in the amount of $50,000 are approved for FY20.
*Premium revenues in this fund are collected based as a percentage of each employee’s salary up to a maximum collection of $40 per
employee per year.
216
City of College Station
Workers' Compensation Insurance Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Premiums 561,569$ 565,000$ 534,016$ 543,000$ 543,000$ -3.89%
Other Operating Revenues - - 522 - - N/A
Investment Earnings 40,944 25,000 50,100 35,000 35,000 40.00%
Total Revenues 602,513$ 590,000$ 584,638$ 578,000$ 578,000$ -2.03%
EXPENDITURES AND TRANSFERS
Administration 134,342$ 146,551$ 149,994$ 154,329$ 154,329$ 5.31%
Supplies - - - - - N/A
Professional Services 11,000 11,600 11,750 11,600 11,600 0.00%
Administration Fee 27,775 29,000 26,466 29,000 29,000 0.00%
Claims 570,619 178,000 75,852 178,000 178,000 0.00%
Premiums 158,287 170,000 167,159 170,000 170,000 0.00%
Other Operating Expenses - 2,500 675 2,500 2,500 0.00%
Total Operating Expenses & Xfers 902,023$ 537,651$ 431,896$ 545,429$ 545,429$ 1.45%
Increase (Decrease) in Working
Capital, modified accrual budgetary
basis (299,511)$ 52,349$ 152,742$ 32,571$ 32,571$
Measurement Focus Increase (Decrease (10,114)$
Beginning Working Capital, accrual
basis of accounting 2,476,615$ 2,166,991$ 2,166,991$ 2,319,733$ 2,319,733$
Ending Working Capital, accrual basis
of accounting 2,166,991$ 2,219,340$ 2,319,733$ 2,352,304$ 2,352,304$
The City is self-insured for Workers Compensation coverage, which absorbs the cost of medical treatment and lost
wages due to injuries that occur while an employee is carrying out the functions of his or her job.
Workers Comp premiums are based on the actual amounts charged to departments to cover against losses sustained
through on-the-job injuries to employees. The various positions are charged based on the ratings established by the
Texas Department of Insurance annually. The contributions from each fund/department are collected in the Workers
Compensation Fund and are used to pay out claims as they are filed.
In FY20, approved revenues are $578,000 and approved expenditures are $545,429.
Administration
28.29%
Professional
Services
2.13%
Administration
Fee
5.32%
Claims
32.63%Premiums
31.17%
Other
Operating
Expenses
0.46%
Workers Compensation Insurance Fund -Uses
217
City of College Station
Workers' Compensation Insurance Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Workers' Compensation 145,342$ 158,151$ 161,744$ 165,929$ 165,929$ 4.92%
TOTAL 145,342$ 158,151$ 161,744$ 165,929$ 165,929$ 4.92%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 134,342$ 146,551$ 149,994$ 154,329$ 154,329$ 5.31%
Supplies - - - - - N/A
Maintenance - - - - - N/A
Purchased Services 11,000 11,600 11,750 11,600 11,600 0.00%
Capital Outlay - - - - - N/A
TOTAL 145,342$ 158,151$ 161,744$ 165,929$ 165,929$ 4.92%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
W orkers' Compensation 1.50 1.50 1.50 1.50 0.00%
TOTAL 1.50 1.50 1.50 1.50 0.00%
218
Replacements Funds
The City has a major investment in its fleet of cars, trucks, tractors, backhoes, and other equipment. Reliable
vehicles and equipment in appropriate working order are essential to providing public services to the communities
served in a professional and timely manner.
In previous fiscal years there was one fund, Equipment Replacement, used for vehicles, IT items, and Police & Fire
Equipment replacements. Beginning in FY20 there will be three separate funds as follows:
1.Fleet Replacement Fund: to be used for contributions and replacements of all fleet and equipment with
wheels. This will include vehicles and equipment such as mowers and tractors.
2.IT Replacement Fund: contributions and replacement of technology related equipment.
3.Equipment Replacement Fund: to be used for contributions and replacement of long-life Police and Fire
equipment.
Fleet Replacement Fund
Fleet replacement contributions are paid by the department/fund that owns the vehicle. Funds are gradually
accumulated to become available when the vehicle or piece of equipment must be replaced.
Replacement is based on: age of vehicle/equipment, total miles or number of hours used, and unit repair history.
The fact that a vehicle has reached its replacement age or threshold doesn’t mean it automatically gets replaced.
Some wear out faster than others, which may be a sign of the assignment, the intensity of use, and how the end-
users take care of the vehicle. Some vehicles may need to be replaced sooner than scheduled due to extreme
wear and tear.
A vehicle inventory report is prepared each year, and all vehicles and equipment meeting the replacement criteria
will be identified. The Fleet Services Division Manager will submit a list of vehicles and equipment for replacement
to Fiscal Services.
In FY20 there are one-time transfers planned from Electric and Wastewater Funds to cover the expected
replacement cost of long term (10 year life) vehicles/equipment. The City will also transfer $1,030,000 from
Certificates of Obligation to Fleet Replacement to provide funds for expected replacement cost of General Fund
owned vehicles aged ten years and older, primarily in Police, Fire, and Public Works departments.
FY20 scheduled replacements are budgeted as a transfer to the applicable department/fund for purchase.
See attached fleet replacement schedule for detail description and cost estimates for the FY20 scheduled
replacements.
Information Technology (IT) Replacement Fund
The Information Technology Replacement Fund is an internal service fund which provides technology
replacements within the City of College Station. In prior years, technology replacements were purchased out of
the IT budget or the department’s operating budget. In an effort to better control costs, the IT replacement fund
was created. The fund receives rental charges from departments based on the expected life of their technology.
The technology replacements are purchased out of this fund as scheduled and/or as conditions warrant. Approved
replacement policies include the following:
1.The amount charged to each department will be based on the life expectancy of the equipment and the
number of deskbound employees in the department. Deskbound employees are defined as those employees
who are required to have a desktop, laptop, or iPad in order to perform their job duties.
219
2.In FY20 workstation costs will include laptops, desktops, and other equipment (phones, printers, etc.); in all
future years workstation costs will only include laptop and other equipment.
3.Expenses for shared or communal technology (i.e. conference room displays) will be allocated based on the
total number of conference rooms in the City. For shared/communal devices, all General Government
departments will be charged as a group and funding will be budgeted in the CMO division.
4.Departments will not be able to withdraw more than they have contributed to the replacement fund. For
example, if a department needs to replace or upgrade a $3,000 device with a life expectancy of six years, they
can pay an allocation of $500 per year over the six years: or if they wish to purchase the device sooner, they
can transfer money into the IT Replacement Fund from their Operating Budget.
5.Items included in the IT Replacement Fund are listed below. Technology not listed below are not to be funded
through the IT Replacement Fund and therefore are the owning department’s responsibility to fund.
a.Conference Rooms Displays
b.Copiers
c.Desktops
d.IPad/tablets
e.Laptops
f.Mobile Data Terminals (MDT)
g.Monitors
h. Phones
i.Scanners
j.Servers
k.Uninterruptable Power Source (UPS)
l. Printers
6.A department may petition for an item to be added to the IT Replacement Fund by submitting a
request to the IT Council. The request must include the device(s) desired to be added, cost per
device, recommended replacement cycle, and justification for the device to be funded through
the IT Replacement Fund. If approved by the IT Council (approval is defined as a simple majority
of the IT Council members present when the vote was taken), the IT Director will make a request
to Budget to include the item beginning with the next fiscal year’s budget request following the
IT Council approval. The requesting department will be responsible for the initial purchase of the
added device.
7.IT will determine the life expectancy of devices and maintain a replacement schedule to ensure
the devices are replaced on schedule. IT staff will provide Fiscal Services with an up-to-date
version of the Replacement Schedule twice a year; once for the external audit and once in
preparation for the next year’s target budgets.
To establish the IT Replacement Fund in FY20 there will be a one-time transfer of $342,795. The approved
FY20 expenditures for the IT Replacement Fund are $151,377. See the Approved IT Replacement Schedule
for the description of approved purchases.
Equipment Replacement Fund
Replacement contributions are paid by Police department for body cameras and in-car video purchased
from Axon Enterprise Inc.
The Fire equipment replacement plan was established in FY18 in order to phase-in the replacement of
extrication tools, self-contained breathing apparatus (SCBA), and thermal cameras. Extrication tools have
a 15 year replacement schedule and thermal imaging cameras have a 5 year replacement schedule. SCBAs
were purchased in FY17 with funding via Governmental CIP and contributions are being made for the next
replacement.
FY20 scheduled replacements are budgeted as a transfer to the applicable department for purchase.
220
City of College Station
Fleet Replacement Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Fleet Replacement Contributions:
General Fund -$ -$ -$ 2,874,829$ 2,874,829$ N/A
Northgate Parking Fund - - - 6,325 6,325 N/A
Electric Fund - - - 489,002 489,002 N/A
Water Fund - - - 165,624 165,624 N/A
Wastewater Fund - - - 350,100 350,100 N/A
Solid Waste Fund - - - 2,040,989 2,040,989 N/A
Fleet Services Fund - - - 19,525 19,525 N/A
Drainage Fund - - - 225,275 225,275 N/A
Subtotal Contributions - - - 6,171,669 6,171,669
Debt Issue - - - 1,030,000 1,030,000 N/A
Transfer from Electric Fund - - - 1,219,363 1,219,363 N/A
Transfer from Wastewater Fund - - - 535,347 535,347 N/A
Other Non-Operating - - - 100,000 100,000 N/A
Investment Earnings - - - 25,000 25,000 N/A
Total Revenues -$ -$ -$ 9,081,379$ 9,081,379$ N/A
EXPENDITURES
Fleet Replacement:
General Fund -$ -$ -$ 2,048,000$ 2,048,000$ N/A
Northgate Parking Fund - - - - - N/A
Electric Fund - - - 90,000 90,000 N/A
Water Fund - - - 170,000 170,000 N/A
Wastewater Fund - - - 190,000 190,000 N/A
Solid Waste Fund - - - 790,000 790,000 N/A
Fleet Services Fund - - - - - N/A
Drainage Fund - - - 230,000 230,000 N/A
Subtotal Fleet Replacement - - - 3,518,000 3,518,000
Other - - - - - N/A
Total Expenditures -$ -$ -$ 3,518,000$ 3,518,000$ N/A
Increase (Decrease) in Working Capital,
Modified Accrual Basis of Accounting $ - $ - $ - $ 5,563,379 $ 5,563,379
Measurement Focus Increase (Decrease)-$
Beginning Working Capital, Accrual Basis
of Accounting $ - $ - $ - $ - $ -
Ending Working Capital, Accrual Basis of
Accounting $ - $ - $ - $ 5,563,379 $ 5,563,379
General
46.58%
Solid Waste
33.07%
Wastewater
5.67%
Electric
7.92%Drainage
3.65%
Water
2.68%
Fleet Services
0.32%
Northgate
0.10%
Fleet Replacement -Sources
General
58.21%
Solid
Waste
22.46%
Wastewater
5.40%
Electric
2.56%Drainage
6.54%
Water
4.83%
Fleet Replacement -Uses
221
Department Ref #Year Description Replacement Cost
Police 4002 2000 Command Post Bus 500,000$
Police 4119 2014 Chevy Tahoe PPV 62,000
Police 4124 2015 Chevy Tahoe PPV 62,000
Police 4125 2015 Chevy Tahoe PPV 62,000
Police 4126 2015 Chevy Tahoe PPV 62,000
Police 4128 2015 Chevy Tahoe PPV 62,000
Police 4129 2015 Chevy Tahoe PPV 62,000
Police 4131 2015 Chevy Tahoe PPV 62,000
Police 4132 2015 Chevy Tahoe PPV 62,000
Police 4133 2015 Chevy Tahoe PPV 62,000
Police 4812 2012 Ford F250 40,000
1,098,000$
Fire 5125 2014 Chev C3500 Ambuance 430,000
430,000$
Public Works 1921 2010 Ford F250 40,000
Public Works 3147 2015 60" ZTRAC Mower 15,000
Public Works 3196 2011 CAT Terrain Loader 60,000
Public Works 3278 2015 JD 60" ZTRAC Mower 15,000
130,000$
Parks & Recreation 8209 2012 Ford E350 Van 40,000
Parks & Recreation 8313 2015 Toro Zeroturn 15,000
Parks & Recreation 8317 2015 Toro Reelmaster 70,000
Parks & Recreation 8336 2015 Toro Reelmaster 70,000
Parks & Recreation 8346 2012 Ford F350 60,000
Parks & Recreation 8365 2015 Toro 100" Deck 45,000
Parks & Recreation 8378 2012 Toro Sandpro 25,000
Parks & Recreation 8379 2012 Toro Sandpro 25,000
Parks & Recreation 8429 2008 Chev Van 40,000
390,000$
General Fund Total 2,048,000$
Electric 9278 2010 Ford F250 40,000
Electric 9284 2011 Ford F350 50,000
Electric Fund Total 90,000$
Water 9408 2005 JD Backhow 310G 130,000
Water 9498 2011 Ford F250 40,000
Water Fund Total 170,000$
Wastewater 9545 2012 Ford F350 60,000
Wastewater 9567 2007 JD Backhow 310SJ 130,000
Wastewater Fund Total 190,000$
Solid Waste 7152 2009 Ford Escape SUV 30,000
Solid Waste 7200 2015 Autocar Sideload 380,000
Solid Waste 7201 2015 Autocar Frontload 380,000
Solid WasteTotal 790,000$
Drainage Maintenance 3202 2005 Freightliner Service Truck 130,000
Drainage Maintenance 3230 2010 JD Tractor 6430 100,000
Drainage Total 230,000$
Total Vehicle Replacement Costs (All Funds)3,518,000$
FY20 Approved Fleet Replacement Schedule
222
City of College Station
Information Technology (IT) Replacement Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Department Contributions -$ -$ -$ 395,800$ 395,800$ N/A
Transfer In - - - 342,795 342,795 N/A
Investment Earnings - - - 5,000 5,000 N/A
Total Revenues -$ -$ -$ 743,595$ 743,595$ N/A
EXPENDITURES
MDT Replacement -$ -$ -$ 11,113$ 11,113$ N/A
Copier Replacement - - - 55,490 55,490 N/A
UPS Replacement - - - 33,883 33,883
Server Replacement - - - 50,891 50,891
Other - - - - - N/A
Total Expenditures -$ -$ -$ 151,377$ 151,377$ N/A
Increase (Decrease) in Working Capital,
Modified Accrual Basis of Accounting $ - $ - $ - $ 592,218 $ 592,218
Measurement Focus Increase (Decrease)-$
Beginning Working Capital, Accrual Basis of
Accounting $ - $ - $ - $ - $ -
Ending Working Capital, Accrual Basis of
Accounting $ - $ - $ - $ 592,218 $ 592,218
Dep't
Contributions
53%
Transfers
46%
Invest.
Earnings
1%
IT Replacement Fund -Sources
MDTs
7%
Copiers
37%
UPS
22%
Servers
34%
IT Replacement Fund -Uses
REPLACEMENT TYPE DEPARTMENT/FUND TOTAL
MDT General 11,113
Copiers General 51,140
UPS - City General 17,536
UPS - Traffic General 16,347
Virtual Server General 50,891
General Fund Total 147,027
Copiers Fleet 4,350
GRAND TOTAL 151,377$
FY20 Approved IT Replacement Schedule
223
Department Description Replacement Cost
Police Copier Replacement 4,795
Parks and Recreation Copier Replacement 8,175
Parks and Recreation Copier Replacement 4,095
Planning and Devleopment Copier Replacement 8,900
Planning and Devleopment Copier Replacement 12,450
Fiscal Services Copier Replacement -
City Secretary Copier Replacement 8,150
Public Communications Copier Replacement 4,575
General Fund Total 51,140$
Fleet Copier Replacement 4,350
Fleet Total 4,350$
Police Mobile Data Terminals - in car printers 11,113
Fleet Total 11,113$
Police UPS Replacement 1,230
Fire UPS Replacement 8,456
Public Works UPS Replacement 6,128
Public Works UPS Replacement 16,347
Parks and Recreation UPS Replacement 492
Information Technology UPS Repalcement 1,230
General Fund Total 33,883$
General Fund Non-Departmental Virtual server Replacement 50,891
General Fund Total 50,891$
151,377$ Total IT Replacement Purchases
FY19 Approved IT Replacement Schedule
FY20 Copier Replacement Schedule
Mobile Data Terminal Replacement Schedule
UPS Replacement Schedule
Virtual Servers Replacement
224
City of College Station
Equipment Replacement Fund
Fund Summary
FY19 FY19 FY20 FY19 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Replacement Contributions:
Police -$ -$ -$ 181,000$ 181,000$ N/A
Fire - - - 175,865 175,865 N/A
Investment Earnings - - - 5,000 5,000 N/A
Total Revenues -$ -$ -$ 361,865$ 361,865$ N/A
EXPENDITURES
Police Equipment Replacement -$ -$ -$ 21,000$ 21,000$ N/A
Fire Equipment Replacement - - - 176,112 176,112 N/A
Total Expenditures -$ -$ -$ 197,112$ 197,112$ N/A
Increase (Decrease) in Working Capital,
Modified Accrual Basis of Accounting $ - $ - $ - $ 164,753 $ 164,753
Measurement Focus Increase (Decrease)-$
Beginning Working Capital, Accrual Basis of
Accounting $ - $ - $ - $ - $ -
Ending Working Capital, Accrual Basis of
Accounting $ - $ - $ - $ 164,753 $ 164,753
Department Description Replacement Cost
Police Body Cameras & In-car video 176,112$
Fire Thermal Imaging Cameras 21,000
197,112$
FY20 Approved Equipment Replacement Schedule
225
Fleet Maintenance Fund
The Fleet Maintenance Fund is an Internal Service Fund that provides fleet
management and services for the City’s vehicles and motorized equipment and is
funded by fleet charges paid by the applicable City departments.
Fleet personnel provide operating departments with safe, available, properly
designed and maintained vehicles and mobile equipment. Centralization of the fleet
and mobile equipment servicing in this fund allows for economical and effective preventative
maintenance along with professional management of the fleet.
Estimates for annual funding levels have been developed using a number of techniques that forecast fleet
maintenance costs. Each department with assigned vehicles will be charged an annual maintenance fee
to cover inspections, maintenance and repairs.
•Revenues are transfers from departmental budgets to the Fleet Maintenance Fund.
•Expenditures in this fund are primarily parts and personnel (mechanics and other support staff).
•A copier replacement is scheduled for FY20 for an estimated cost of $4,350. In prior years,
contributions and replacements for copiers were made via the Equipment Replacement Fund.
Beginning in FY20 contributions will be made to the new IT Replacement Fund and scheduled
purchases of the replacement will be made in the applicable department/fund. A transfer from IT
Replacement to the department/fund is budgeted to cover the anticipated cost to purchase.
•The City began the implementation of FASTER Fleet Management Software in FY19. FASTER is a
fleet and asset management system that includes parts management, fuel management and
operations cost tracking. This will replace the Sunguard Fleet Maintenance system and will give
the Fleet personnel a more robust method to manage the City’s fleet data.
466
488
502
542
420
440
460
480
500
520
540
560
FY16 FY17 FY18 FY19
Fleet Number of Units
Number of
Preventative
Work orders
per Day
4.91
226
City of College Station
Fleet Maintenance Fund
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
REVENUES
Fleet Charges 2,288,036$ 2,408,976$ 2,408,976$ 2,661,873$ 2,661,873$ 10.50%
Other Operating 2,425 - - - - N/A
Transfer In - IT Replacement - - - 4,350 4,350 N/A
Investment Earnings 4,985 7,000 7,000 6,000 6,000 -14.29%
Total Revenues 2,295,446$ 2,415,976$ 2,415,976$ -$ 2,672,223$ 10.61%
EXPENDITURES
Parts 1,307,434$ 1,375,150$ 1,341,920$ 1,404,647$ 1,404,647$ 2.15%
Fleet Services 1,022,004 1,114,971 1,108,230 1,139,980 1,139,980 2.24%
IT Replacement - Copier - - - 4,350 4,350 N/A
Contingency - - - 30,000 30,000 N/A
Total Expenditures 2,329,438$ 2,490,121$ 2,450,150$ 2,578,977$ 2,578,977$ 3.57%
Increase (Decrease) in Working Capital,
Modified Accrual Basis of Accounting $ (33,992) $ (74,145) $ (34,174) $ 93,246 $ 93,246
Measurement Focus Increase (Decrease)-$
Beginning Working Capital, Accrual Basis
of Accounting $ 344,048 $ 310,056 $ 310,056 $ 275,882 $ 275,882
Ending Working Capital, Accrual Basis of
Accounting $ 310,056 $ 235,911 $ 275,882 $ 369,128 $ 369,128
Fleet
Charges
99.61%
Investment
Earnings
0.22%
Tf In -IT Repl
0.16%
Fleet Maintenance Fund -Sources
Parts
54.47%
Fleet Services
44.20%
IT Repl-Copier
0.17%
Contingency
1.16%
Fleet Maintenance Fund -Uses
227
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Parts 1,307,434$ 1,375,150$ 1,341,920$ 1,404,647$ 1,404,647$ 2.15%
Fleet Services 1,022,004 1,114,971 1,108,230 1,139,980 1,139,980 2.24%
TOTAL 2,329,438$ 2,490,121$ 2,450,150$ 2,544,627$ 2,544,627$ 2.19%
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year-End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 1,060,151$ 1,152,790$ 1,136,456$ 1,189,813$ 1,189,813$ 3.21%
Supplies 1,164,697 1,228,222 1,206,983 1,243,171 1,243,171 1.22%
Maintenance 30,565 26,905 26,905 27,843 27,843 3.49%
Purchased Services 74,025 82,204 79,806 83,800 83,800 1.94%
Capital Outlay - - - - - N/A
TOTAL 2,329,438$ 2,490,121$ 2,450,150$ 2,544,627$ 2,544,627$ 2.19%
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Parts 3.00 3.50 3.50 3.50 0.00%
Fleet Services 13.00 14.00 14.00 14.00 0.00%
TOTAL 16.00 17.50 17.50 17.50 0.00%
EXPENDITURE BY DIVISION
City of College Station
Fleet Maintenance Fund
Operations & Maintenance Summary
EXPENDITURE BY CLASSIFICATION
228
Utility Customer Service Fund
The UCS Fund is an Internal Service Fund that accounts for various utility customer service and billing costs. In
FY16, College Station outsourced utility meter reading to address high turnover that resulted in billing backlogs
and delayed revenue collection. The UCS Department provides the following services to utility customers within
College Station city limits:
Utility billing and collection
Meter connects and disconnects
Customer account creation
General customer service
UCS staff provide these support services on behalf
of College Station’s Electric, Water, Wastewater,
Solid Waste, and Drainage utilities. UCS receives
revenue via service charges from the
aforementioned funds. The City expects increased
FY20 Investment Revenue due to mild fund balance
growth. UCS’ FY20 Budget includes three SLAs:
Temporary Assistance for System Upgrade: this SLA will provide additional personnel to assist existing and
new utility customers during the selection, configuration, and implementation of the New Utility Billing
Software. Given the restrictions of the current billing software, the additional personnel will assist
primarily with cash receipts and customer service until the City deploys the new Billing Software.
Additional Customer Service Representative (CSR): due the significant growth in utility customers and the
manual processes required by the existing billing system, this SLA will provide for an additional full‐time
CSR to help with the increased workload. The City currently employs a full‐time temporary employee in
this role, who has been in this position for one year.
Recurring Temporary CSR Positions: this SLA will provide additional temporary help for the department
during the high volume months of June‐September. Students moving in and out of College Station during
this period result in the highest workload of the year.
SLAs One‐Time Recurring Total
Temp. Assistance for System Upgrade $87,000 ‐$87,000
Additional CSR (1.0 FTE) ‐73,808 73,808
Recurring temporary CSR positions ‐21,236 21,236
Total $87,000 $95,044 $182,044
In FY20, the City will initiate a New Utility Billing Software project. This project will purchase and deploy a modern
utility billing system to handle 6+ utilities and associated revenues and at least 59,000 customers per month. The
system will also automate same day connect/disconnect requests, recognize pending duplicate payments, and
interface directly with existing City finance software to minimize manual data imports and reporting. Due to the
nature of this project, the City will fund it with short‐term debt in the General Government CIP Fund.
In FY20, the Meter Services Division of UCS will report to and be expensed in the Electric Utility. This transition
will provide additional staff and budget for the expected implementation, installation, and activation of AMI in
FY20‐FY21. The City transferred Meter Services’ 4.0 FTEs and their related O&M budget to Electric in FY20; these
FTEs began reporting to Electric in FY19. This transfer of employees and budget resulted in various reductions in
UCS’ operating budget. The UCS Operations & Maintenance Summary later in this section presents specific
amounts related to this transition.
758,306
776,279
795,871
815,126
834,582
849,563
2014 2015 2016 2017 2018 2019
Number of Meters Read Annually
229
Fund Summary
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
BEGINNING WORKING CAPITAL 64,132$ 179,003$ 179,003$ 247,966$ 247,966$
REVENUES & SERVICE CHARGES
Service Charges 2,991,673$ 3,051,507$ 3,050,570$ 3,031,507$ 3,031,507$ ‐0.66%
Other Operating Revenues 159,525 159,115 156,564 158,250 158,250 ‐0.54%
Investment Income 2,993 1,130 2,272 2,390 2,390 111.50%
Non Operating ‐‐‐‐ ‐ N/A
Total Revenues 3,154,191$ 3,211,752$ 3,209,405$ 3,192,147$ 3,192,147$ ‐0.61%
Total Funds Available 3,218,323$ 3,390,755$ 3,388,408$ 3,440,113$ 3,440,113$ 1.46%
EXPENDITURES
Collections 2,142,046$ 2,887,414$ 2,828,936$ 3,062,054$ 3,244,098$ 12.35%
Meter Service*850,227 352,337 311,506 ‐ ‐ ‐100.00%
Contingency ‐‐‐30,000 30,000 N/A
Other**48,945 ‐‐50,000 50,000 N/A
Total Expenditures 3,041,218$ 3,239,751$ 3,140,442$ 3,142,054$ 3,324,098$ 2.60%
Increase/Decrease in Working Capital 112,973$ (27,999)$ 68,963$ 50,093$ (131,951)$
Measurement Focus Increase (Decrease)1,899$
ENDING WORKING CAPITAL 179,003$ 151,004$ 247,966$ 298,059$ 116,015$
* Starting in FY20, Meter Service costs will be expensed in the Electric Fund.
** Other includes charges related to prior and upcoming tax audits
Utility Customer Service Fund
City of College Station
Service
Charges
94.97%
Other
Operating
Revenues
4.96%
Investment
Income
0.03%
Utility Customer Service Fund ‐ Sources
Collections
68.80%
Contingency
0.90%
Other**
1.50%
Utility Customer Service Fund ‐
Uses
230
City of College Station
Utility Customer Service Fund
Operations & Maintenance Summary
EXPENDITURE BY DIVISION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Billing/Collections 2,142,046$ 2,887,414$ 2,849,305$ 3,062,054$ 3,244,098$ 12.35%
Meter Services*850,227 352,337 311,909 ‐ ‐ ‐100.00%
TOTAL 2,992,273$ 3,239,751$ 3,161,214$ 3,062,054$ 3,244,098$ 0.13%
EXPENDITURE BY CLASSIFICATION
FY19 FY19 FY20 FY20 % Change in
FY18 Revised Year‐End Approved Approved Budget from
Actual Budget Estimate Base Budget Budget FY19 to FY20
Salaries & Benefits 1,338,285$ 1,360,578$ 1,362,663$ 1,208,024$ 1,280,332$ ‐5.90%
Supplies 39,219 50,401 45,110 29,174 29,174 ‐42.12%
Maintenance 18,661 13,185 12,862 3,580 3,580 ‐72.85%
Purchased Services 1,596,108 1,815,587 1,740,579 1,821,276 1,931,012 6.36%
Capital Outlay ‐ ‐ ‐ ‐ ‐ N/A
TOTAL 2,992,273$ 3,239,751$ 3,161,214$ 3,062,054$ 3,244,098$ 0.13%
PERSONNEL
FY19 FY20 FY20 % Change in
FY18 Revised Approved Approved Budget from
Actual Budget Base Budget Budget FY19 to FY20
Billing/Collections 19.00 19.00 19.00 20.00 5.26%
Meter Services*4.00 ‐ ‐ ‐ N/A
TOTAL 23.00 19.00 19.00 20.00 5.26%
* Meter Services' FTEs started reporting to Electric in FY19; in FY20 their associated budget and expenses will be incurred in the Electric Fund. This transition is to assist
in the implementation and installation of AMI.
231
ORDINANCE NO. 2019-4128
AN ORDINANCE ADOPTING A BUDGET FOR THE 2019-20 FISCAL YEAR AND
AUTHORIZING EXPENDITURES AS THEREIN PROVIDED.
WHEREAS, a proposed budget for the fiscal year October 1, 2019, to September 30, 2020, was
prepared and presented to the City Council and a public hearing held thereon as prescribed by law
and the Charter of the City of College Station, Texas, notice of said hearing having first been duly
given; and
WHEREAS, the City Council has reviewed and amended the proposed budget and changes as
approved by the City Council have been identified and their effect included in the budget; now
therefore,
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION,
TEXAS:
PART 1: That the proposed budget as amended by the City Council of the City of College
Station, which is made a part hereof to the same extent as if set forth at length herein,
is hereby adopted and approved, a copy of which is on file in the Office of the City
Secretary in College Station, Texas.
PART 2: That authorization is hereby granted for the expenditure of the same under the
respective items contained in said budget with the approved fiscal and budgetary policy
statements of the City.
PART 3: That the City Manager is hereby authorized to assign the City’s fund balance.The
assigned fund balance includes amounts that are constrained by the government’s
intent to be used for specific purposes, but are neither restricted nor committed. The
City Manager may assign the fund balance only as such assignments, unlike
commitments, are not permanent and a formal action is not required for the removal
of an assignment, and further, assignment of the fund balance may not result in a
deficit in the unassigned fund balance.
PART 4: That the City Manager and his authorized and designated employees, at his discretion,
be, and are hereby authorized to approve and execute contracts and documents
authorizing the payment of funds and to expend public funds for expenditures that are
$100,000 or less; to approve and execute change orders authorizing the expenditure of
funds pursuant to the TEXAS LOCAL GOVERNMENT CODE or as provided in the original
contract document or in accordance with the applicable Finance administrative
procedure. The intent of this section is to provide the ability to conduct daily affairs of
the City which involve numerous decisions of a routine nature.
PART 5: That the City Manager and his authorized and designated employees, at his discretion,
be, and are hereby, authorized to provide for transfers of any unexpended or
unencumbered appropriation balance within each of the various departments in the
Appendix A - Budget Ordinances
232
ORDINANCE NO. 2019-4128 Page 2 of 4
General Fund and within any other fund of the City and to authorize transfers of
Contingent Appropriations within a fund up to an amount equal to expenditures that
are $100,000 or less.
PART 6: That the City Council hereby approves the funding and the purchases that are made
pursuant to interlocal agreements as provided by CHAPTER 271, SUBCHAPTERS (D) AND
(F) of the TEXAS LOCAL GOVERNMENT CODE in this budget and authorizes the City
Manager and his authorized and designated employees, at his discretion, to approve
and execute contracts and documents authorizing the payment of funds, and to expend
public funds that have been expressly designated, approved, and appropriated in this
budget for new and replacement equipment as set out in the 2019-20 Fiscal Year Fleet
and Equipment Replacement Funds, and technology related hardware and software as
set out in Attachment “A” to this Ordinance.
PART 7: That the City Manager and his authorized and designated employees, at his discretion,
be, and are hereby authorized to approve and execute all contracts and documents
authorizing the payment of funds and to expend public funds for expenditures related
to the Enterprise Resource Planning (ERP) System; to approve and execute change
orders authorizing the expenditure of funds pursuant to the TEXAS LOCAL
GOVERNMENT CODE or as provided in the original contract documents. Expenditures
must be appropriated from available funds. The intent of this section is to provide the
ability to conduct daily affairs of the City which involve numerous decisions of a
routine nature.
PART 8: That this ordinance shall become effective immediately after passage and approval.
PASSED AND APPROVED THIS 26th DAY OF SEPTEMBER, 2019.
APPROVED:
Mayor
ATTEST:
City Secretary
APPROVED:
City Attorney
233
ORDINANCE NO. 2019-4128
Potential Technology Purchases made through a variety of Cooperative Purchasing Interlocal
agreements as provided by Chapter 271, Subchapters (D) and (F) of the Texas Local Government Code.
Estimated Avg.Projected
ITEM Quantity Unit Cost Total
Scheduled Replacement/Repair/Additions
Replacement Computers 300 1,100 330,000
Replacement Monitors 150 120 18,000
Replacement Printers 20 950 19,000
Replacement Copiers 50,000
Replacement Scanners 13,000
Printer replacement Parts 3,000
PC Replacement Parts (Video Cards, Hard Drive & Memory)5,000
Replacement Public Safety Mobile Data Terminals 440,000
Replace single server 3 10,000 30,000
Server replacement parts 10,000
Server OS replacement/upgrade 25,000
Video Surveillance Project Phase 3 and other camera additions 350,000
SQL Std 10 4,000 40,000
Replacement UPS battery/units 25,000
Estimated Additional Desktop Software 35,000
Includes but not limited to New & Upgrade
versions of Adobe Acrobat, PageMaker,
Photoshop Illustrator, Premier, Audition, Project,
Visio, Vstudio.net, AutoCAD, Crystal, Corel Draw
Computer Network Maint. and Equipment Replacement 40,000
Motorola Radio Repair/Replacement 37,000
Telephone Repair/Replacement 20,000
Fiber ring expansion 225,000
Subtotal - Scheduled Replacement 1,715,000
Service Level Adjustments
Virtual Servers 62,000
Firewall Refresh 180,000
Retain Replacement 60,000
Subtotal - Service Level Adjustments 302,000
Unscheduled Replacements/Additions
Estimated Additional Computer setups 75 1,100 82,500
not identified specifically in budget
includes but not limited to: Monitor, network card,
extended warranty, added memory
Estimated Standard Desktop Software 20,000
not identified specifically in budget
Includes but not limited to: Microsoft
Office , Trend, Microsoft Windows
client access license, Novell ZenWorks
Estimated Additional Desktop Software 20,000
Includes but not limited to New & Upgrade versions of
Adobe Acrobat, PageMaker, Photoshop
Illustrator, Premier, Audition
Project, Visio, Vstudio.net
AutoCAD, Crystal
Corel Draw, Cognos
ATTACHMENT "A"Page 3 of 4
234
ORDINANCE NO. 2019-4128
Potential Technology Purchases made through a variety of Cooperative Purchasing Interlocal
agreements as provided by Chapter 271, Subchapters (D) and (F) of the Texas Local Government Code.
Estimated Avg.Projected
ITEM Quantity Unit Cost Total
Estimated Additional Printers/Plotters 12,000
Estimated Computer misc. parts 10,000
includes: hard drives, network cards,
network cards, network cables
Estimated Monitor upgrades 5,000
includes: larger than standard
Estimated Additional Scanners 20 800 16,000
Estimated Additional Laptops/ToughbooksAdditional Mobile Devices/ Toughbook, laptops, tablets 65 1,800 117,000
Estimated Network Upgrades 20,000
Estimated Motorola Radio Repair/Replacement 15,000
Sub-Total Unscheduled Replacement/Additions 317,500
Phone System Maintenance
Cisco_SmartNet Maintenance 65,000
Subtotal - Phone System Maintenance 65,000
Network Software on Master License Agreement (MLA)
Microsoft Enterprise Agreement 100,000
Added Office365 and services 200,000
Diskeeper 4,500
Voremetrics Encryption Software 5,500
Solarwinds 15,000
CommVault 40,000
VMWARE support through VMWare 38 1,200 45,600
Vcenter Support 2 1,499 2,998
ZenWorks Configuration Management - 904 nodes 11,000
ZenWorks Asset Management -904 nodes 4,700
ZenWorks Patch Management - 904 nodes 8,000
City Works Premium License 100,000
Faster Maintenance 18,000
Subtotal - Network Software on MLA 437,298
PC Hardware and Software Maintenance/Subscriptions
HP Printer/Plotter Maintenance 1,500
AutoCAD 17,000
Adobe Creative Suite 15,000
Barracuda Spam/Spyware 5,500
Firewall Maintenance 70,000
Aruba Maintenance 5,000
Siemens Access Control System 28,000
Subtotal - PC Software Maintenance 142,000
IBM Hardware and Software Maintenance
Hardware Maintenance (2 power 7's)15,000
Power 7 Software Subscription and Support 2 9,000 18,000
Subtotal - IBM Hardware and Software Maintenance 33,000
Grand Total 3,011,798
ATTACHMENT "A"Page 4 of 4
235
ORDINANCE NO. 2019-4129
AN ORDINANCE LEVYING THE AD VALOREM TAXES FOR THE USE AND
SUPPORT OF THE MUNICIPAL GOVERNMENT OF THE CITY OF COLLEGE
STATION, TEXAS, AND PROVIDING FOR THE GENERAL DEBT SERVICE FUND
FOR THE YEAR 2019-20 AND APPORTIONING EACH LEVY FOR THE SPECIFIC
PURPOSES.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION,
TEXAS:
SECTION 1. That there is hereby levied and there shall be collected for the use and support of
the municipal government of the City of College Station, Texas, and to provide General Debt
Service for the 2019-20 fiscal year upon all property, real, personal and mixed within the corporate
limits of said city subject to taxation, a tax of fifty-three and forty-six hundredths and eighteen
thousand cents ($0.534618) on each one hundred dollar ($100.00) valuation of property, and said
tax being so levied and apportioned to the specific purpose herein set forth:
1. For the maintenance and support of the general government
(General Fund), thirty-one and thirty-one hundred and seventy-four
thousand cents ($0.313174) on each one hundred dollar ($100.00)
valuation of property; and
2. For the general obligation debt service (Debt Service Fund),
twenty-two and fourteen hundred and forty-four thousand cents
($0.221444) on each one hundred dollars ($100.00) valuation of
property to be used for principal and interest payments on bonds and
other obligations of the fund.
SECTION II. All moneys collected under this ordinance for the specific items therein named,
shall be and the same are hereby appropriated and set apart for the specific purpose indicated in
each item and the Assessor and Collector of Taxes and the Chief Financial Officer shall keep these
accounts so as to readily and distinctly show the amount collected, the amounts expended and the
amount on hand at any time, belonging to such funds. It is hereby made the duty of the Tax
Assessor and Collector to deliver a statement at the time of depositing any money, showing from
what source such taxes were received and to what account (General Fund or General Debt Service
Fund) the funds were deposited.
SECTION III. THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE
AND OPERATIONS THAN LAST YEAR'S TAX RATE.
THE TAX RATE WILL EFFECTIVELY BE RAISED BY 10.63 PERCENT AND WILL
RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY
APPROXIMATELY $27.67.
236
ORDINANCE NO. 2019-4129 Page 2 of 2
SECTION IV. That this ordinance shall take effect and be in force from and after its passage.
PASSED AND APPROVED THIS 26th DAY OF SEPTEMBER, 2019.
APPROVED:
___________________________________
Mayor
ATTEST:
__________________________________________
City Secretary
APPROVED:
City Attorney
237
FY20 APPROVED SERVICE LEVEL ADJUSTMENTS (SLAs)
Fund Dept Description
One-Time
Cost
Recurring
Cost Total
Revenue/
Savings Net Total
Increase
FTE Vehicle
GENERAL FUND
Police Brazos County ILA - 11,500 11,500 - 11,500 - -
Police Five (5) Officers and Two Vehicles 253,233 517,030 770,263 - 770,263 5.00 2.00
Police Five (5) Police Assistants 15,000 285,765 300,765 - 300,765 5.00 -
TOTAL POLICE 268,233 814,295 1,082,528 - 1,082,528 10.00 2.00
Fire Six (6) Firefighters - SAFER Grant 36,252 459,523 495,775 (334,331) 161,444 6.00 -
Fire Station 4 Building Maintenance 18,508 - 18,508 - 18,508 - -
TOTAL FIRE 54,760 459,523 514,283 (334,331) 179,952 6.00 -
Public Works Attenuator Truck 150,000 5,500 155,500 - 155,500 - 1.00
Public Works Facility Maintenance - Corrective Issues (Year 6/10)350,000 24,398 374,398 - 374,398 - -
Public Works Street Sign Plotter 40,000 - 40,000 - 40,000 - -
Public Works PW/Water Reaccreditation 13,000 - 13,000 - 13,000 - -
TOTAL PUBLIC WORKS 553,000 29,898 582,898 - 582,898 - 1.00
PARD-HOT 50%Southeast - Field Equipment 416,600 16,400 433,000 - 433,000 - -
PARD-HOT 50%Southeast Crew - Crew Leader & Groundsworker - 102,308 102,308 - 102,308 2.00 -
TOTAL PARD 416,600 118,708 535,308 - 535,308 2.00 -
P&DS LiDAR Data Acquisition 100,000 - 100,000 - 100,000 - -
TOTAL P&DS 100,000 - 100,000 - 100,000 - -
IT Security Operations Center Service - 90,000 90,000 - 90,000 - -
IT Staff Augmentation - 50,000 50,000 - 50,000 - -
TOTAL IT - 140,000 140,000 - 140,000 - -
Fiscal (Court)Virtual Servers - 62,000 62,000 - 62,000 - -
Fiscal (Court)Temporary Labor for New Software Integration - Municipal Court 131,000 - 131,000 - 131,000 - -
TOTAL FISCAL 131,000 62,000 193,000 - 193,000 - -
General Govt - Internal Auditor Consultant to Aid in Automating Select Audit Processes - 20,000 20,000 20,000 - -
General Govt - Econ Dev Economic Development Coordinator - 60,900 60,900 - 60,900 1.00
General Govt - Comm Srvcs Code Violation Enforcement Abatement - 5,000 5,000 - 5,000 - -
General Govt - Comm Srvcs Transfer 50% of Code Enforcement Officer to CD from GF - (27,831) (27,831) - (27,831) (0.50) -
General Govt - HR Temporary Labor for ICE Project Implementation 27,955 - 27,955 - 27,955 - -
TOTAL GG 27,955 58,069 86,024 - 86,024 0.50 -
Other/Outside Agencies Lions Club - 2,500 2,500 - 2,500 - -
Other/Outside Agencies Health District - 39,507 39,507 - 39,507 - -
Other/Outside Agencies Appraisal District - 78,027 78,027 - 78,027 - -
TOTAL Other - 120,034 120,034 - 120,034 - -
To Economic Development Biocorridor payment funding 250,000 - 250,000 - 250,000 - -
From Hotel Tax - PARD (50%)Southeast Park Equipment (208,300) (8,200) (216,500) - (216,500) - -
From Hotel Tax - PARD (50%)0.5 Grounds Crew - Southeast Park - (51,333) (51,333) - (51,333) - -
TOTAL TRANSFERS 41,700 (59,533) (17,833) - (17,833) - -
TOTAL GENERAL FUND 1,593,248 1,742,994 3,336,242 (334,331) 3,001,911 18.50 3.00
WATER FUND
Water Water Rate Restructuring Review 75,000 - 75,000 75,000 - -
TOTAL WATER FUND 75,000 - 75,000 - 75,000 - -
WASTEWATER FUND
Wastewater Wastewater Rate Restructuring Review 75,000 - 75,000 - 75,000 - -
Wastewater Collection Flow Monitoring Equipment 40,000 2,000 42,000 - 42,000 - -
TOTAL WASTEWATER FUND 115,000 2,000 117,000 - 117,000 - -
ELECTRIC FUND
Electric Comprehensive Transmission Cost of Service Study 100,000 - 100,000 - 100,000 - -
Electric Asset Management System (Substations and Protection & Control Dev 100,000 10,000 110,000 - 110,000 - -
Electric Relay Foreman and Vehicle 47,595 117,556 165,151 - 165,151 1.00 1.00
Electric AMI Metering Operating Budget 4,000 18,750 22,750 - 22,750 - -
Electric Electric Project Coordinator (Designer)9,200 82,747 91,947 - 91,947 1.00 -
TOTAL ELECTRIC FUND 260,795 229,053 489,848 - 489,848 2.00 1.00
SOLID WASTE FUND
Solid Waste Fund Safe Driver Training - 25,000 25,000 - 25,000 - -
Solid Waste Fund Street Sweeper Vehicle and Operator 263,000 74,473 337,473 - 337,473 1.00 1.00
Solid Waste Fund Contamination Campaign - 10,000 10,000 - 10,000 - -
TOTAL SOLID WASTE FUND 263,000 109,473 372,473 - 372,473 1.00 1.00
NORTHGATE PARKING FUND
Northgate Parking Surveillance Camera System Maintenance - 43,800 43,800 - 43,800 -
Northgate Parking Temporary Boyett Closure on Peak Nights 85,312 - 85,312 - 85,312 -
TOTAL NORTHGATE PARKING FUND 85,312 43,800 129,112 - 129,112 - -
TOTAL PROPRIETARY FUNDS 799,107 384,326 1,183,433 - 1,183,433 3.00 2.00
Appendix B
238
FY20 APPROVED SERVICE LEVEL ADJUSTMENTS (SLAs)
Fund Dept Description
One-Time
Cost
Recurring
Cost Total
Revenue/S
avings Net Total
Increase
FTE Vehicle
HOTEL TAX FUND
Hotel Tax - PARD (50%)Southeast Crew - Crew Leader & Groundsworker - 51,333 51,333 - 51,333 - -
Hotel Tax - PARD (50%)Southeast Park Equipment 208,300 8,200 216,500 - 216,500 - -
TOTAL HOTEL TAX FUND 208,300 59,533 267,833 - 267,833 - -
DRAINAGE FUND
Drainage Fund Storm Drain Camera 126,000 5,300 131,300 - 131,300 - -
TOTAL DRAINAGE FUND 126,000 5,300 131,300 - 131,300 - -
COURT TECHNOLOGY FUND
Court Technology Fund JEMS Software Replacement 380,000 48,000 428,000 - 428,000 - -
TOTAL COURT TECHNOLOGY FUND 380,000 48,000 428,000 - 428,000 - -
COMMUNITY DEVELOPMENT FUND
Community Development Fund Transfer 50% of Code Enforcement Officer to CD from GF - 27,831 27,831 - 27,831 0.50 -
Community Development Fund PTNB CD Staff Assistant - 14,676 14,676 - 14,676 0.50 -
Community Development Fund PTNB Code Enforcement Staff Assistant - 14,676 14,676 - 14,676 0.50 -
TOTAL COMMUNITY DEVELOPMENT FUND - 57,183 57,183 - 57,183 1.50 -
TOTAL SPECIAL REVENUE FUNDS 714,300 170,016 884,316 - 884,316 1.50 -
PROPERTY & CASUALTY FUND
Property & Casualty AED Installation/Replacement and Tourniquet Kits 80,964 - 80,964 - 80,964 - -
TOTAL PROPERTY & CASUALTY FUND 80,964 - 80,964 - 80,964 - -
UTILITY CUSTOMER SERVICE FUND
Utility Customer Service Temporary CSR for System Implementation 87,000 - 87,000 - 87,000 - -
Utility Customer Service Temporary CSR for Rush Period (June-Sept)- 21,236 21,236 - 21,236 - -
Utility Customer Service Customer Service Representative - 73,808 73,808 - 73,808 1.00 -
TOTAL UTILITY CUSTOMER SERVICE FUND 87,000 95,044 182,044 - 182,044 1.00 -
TOTAL INTERNAL SERVICE FUNDS 167,964 95,044 263,008 - 263,008 1.00 -
TOTAL ALL FUNDS 3,274,619 2,392,380 5,666,999 (334,331) 5,332,668 24.00 5.00
239
FY20 SERVICE LEVEL ADJUSTMENTS (SLAs) NOT RECOMMENDED LISTING
Fund Dept Description
One-Time
Cost
Recurring
Cost Total Revenue Net Total
Increase
FTE Vehicle
GENERAL FUND
Police Police Assistant Vehicle (Ghost Fleet request)- 2,500 2,500 - 2,500 - -
Police Hostage Negotiation Trailer Replacement to RV 149,737 - 149,737 - 149,737 - -
Police Expand Hostage Negotiation Team - 1,840 1,840 - 1,840 - -
TOTAL POLICE 149,737 4,340 154,077 - 154,077 - -
Fire EMS Educator 43,818 117,032 160,850 - 160,850 1.00 -
Fire Overtime Budget Adjustment - 462,502 462,502 - 462,502 - -
Fire Hazardous Materials Equipment and Service Maintenance 14,880 27,738 42,618 - 42,618 - -
Fire Administrative Support Specialist 5,800 66,571 72,371 - 72,371 1.00 -
TOTAL FIRE 64,498 673,843 738,341 - 738,341 2.00 -
IT Business Analyst 2,000 92,791 94,791 - 94,791 - -
IT Annual Civic Hackathon - 12,000 12,000 - 12,000 - -
IT Paperless Process Implementation - Phase 1 (Evaluation)50,000 - 50,000 - 50,000 - -
IT Enterprise Data Lake Development - 50,000 50,000 - 50,000 - -
TOTAL IT 52,000 154,791 206,791 - 206,791 - -
Public Works Process Mapping - Phase 2 - 10,000 10,000 - 10,000 - -
TOTAL PUBLIC WORKS - 10,000 10,000 - 10,000 - -
PARD Master Plan Consultant 30,000 - 30,000 - 30,000 - -
PARD Workman HDX 28,000 5,600 33,600 - 33,600 - -
PARD Dump Trailer 12,500 834 13,334 - 13,334 - -
PARD Aero-vator 15,000 - 15,000 - 15,000 - -
PARD 4 Passenger Golf Cart 20,000 2,500 22,500 - 22,500 - -
PARD VPAC/COCS Welcome Sign 25,000 - 25,000 - 25,000 - -
PARD Toro Debris Blower 10,000 2,000 12,000 - 12,000 - -
TOTAL PARD 140,500 10,934 151,434 - 151,434 - -
General Govt - Econ Dev Economic Development Master Plan Update 50,000 - 50,000 - 50,000 - -
General Govt - City Manager Organization Leadership Program - 50,000 50,000 - 50,000 - -
General Govt - City Manager Facilities & Real Estate Strategic Plan 75,000 - 75,000 - 75,000 -
TOTAL GG 125,000 50,000 175,000 - 175,000 - -
TOTAL GENERAL FUND 531,735 903,908 1,435,643 - 1,435,643 2.00 -
WATER FUND
Water Master Plan Update 250,000 - 250,000 - 250,000 - -
Water Water Production Rough-Cut Mower Replacement - 10,500 10,500 - 10,500 - -
TOTAL WATER FUND 250,000 10,500 260,500 - 260,500 - -
WASTEWATER FUND
Wastewater Operational Manager 4,400 105,833 110,233 - 110,233 - -
TOTAL WASTEWATER FUND 4,400 105,833 110,233 - 110,233 - -
SOLID WASTE FUND
Solid Waste Semi-Annual Document Shredding Event 10,000 - 10,000 10,000 - -
TOTAL SOLID WASTE FUND 10,000 - 10,000 - 10,000 - -
NORTHGATE PARKING FUND
Northgate Parking Northgate District Plan Implementation 500,000 - 500,000 - 500,000 - -
TOTAL NORTHGATE PARKING FUND 500,000 - 500,000 - 500,000 - -
TOTAL ALL FUNDS 1,296,135 1,020,241 2,316,376 - 2,316,376 2.00 -
240
FY21 SERVICE LEVEL ADJUSTMENTS (SLAs) FUTURE YEARS LISTING
Fund Dept Description
One-Time
Cost
Recurring
Cost Total Revenue Net Total
Increase
FTE Vehicle
GENERAL FUND
Police Four Officers and two vehicles 227,386 413,660 641,046 - 641,046 4.00 2.00
Police One Detective & Vehicle 56,846 103,415 160,261 - 160,261 1.00 1.00
Police One CID Police Assistant & Vehicle 46,485 56,237 102,722 - 102,722 1.00 1.00
Police RMS Specialist 5,500 94,347 99,847 - 99,847 1.00 -
Police Inventory Control/Vehicle Installer 5,330 69,471 74,801 - 74,801 1.00 -
Police Animal Control Officer 54,375 67,453 121,828 - 121,828 1.00 1.00
Police One Tahoe to fortify patrol fleet 62,000 8,245 70,245 - 70,245 1.00
TOTAL POLICE 457,922 812,828 1,270,750 - 1,270,750 9.00 6.00
Fire Shift Battalion Chief - 116,000 116,000 - 116,000 1.00 -
Fire Blue Card Command Training 130,234 - 130,234 - 130,234 - -
Fire Public Education Officer 5,415 60,540 65,955 - 65,955 1.00
Fire Recruiter/Public Education Officer 17,657 131,589 149,246 - 149,246 1.00
Fire Training Officer 8,800 127,871 136,671 - 136,671 1.00 -
TOTAL FIRE 162,106 436,000 598,106 - 598,106 4.00 -
Public Works Facility Maintenance - Corrective Increase (Year 7/10)333,700 16,685 350,385 - 350,385 - -
Public Works Bucket Truck 60,000 2,500 62,500 - 62,500 - 1.00
Public Works New Tech/ new Truck 45,500 52,650 98,150 - 98,150 1.00 1.00
Public Works 1 fte + truck 45,500 52,650 98,150 - 98,150 1.00 1.00
Public Works Signs & Marking Tech 4,500 53,300 57,800 - 57,800 1.00 -
Public Works Extended Cab Service Truck 42,500 2,500 45,000 - 45,000 - 1.00
Public Works GIS Tech - Traffic 4,500 53,300 57,800 - 57,800 1.00 -
TOTAL PUBLIC WORKS 536,200 233,585 769,785 - 769,785 4.00 4.00
PARD VPAC Soccer Renovation (3 Fields) --- GF/HOT 150,000 - 150,000 - 150,000 - -
PARD Shed & Gator - LCNC 100,000 - 100,000 - 100,000 - -
TOTAL PARD 250,000 - 250,000 - 250,000 - -
Planning & Development Comprehensive Plan Neighborhood Plan Implementation 50,000 - 50,000 - 50,000 - -
Planning & Development City-Wide Roadway Impact Fee 5-Year Update 50,000 - 50,000 - 50,000 - -
Planning & Development Field Inspections Technology Upgrade 5,000 - 5,000 - 5,000 - -
Planning & Development Bicycle, Pedestrian, Greenways Program Assistant - 60,000 60,000 - 60,000 1.00 -
TOTAL PLANNING & DEVELOPMENT SERVICES 105,000 60,000 165,000 - 165,000 1.00 -
IT Infrastructure Improvements 80,000 80,000 160,000 - 160,000 - -
IT Cyber Security Tools and Improvements 50,000 50,000 100,000 - 100,000 - -
IT Start Enterprise Data Warehouse Project 100,000 30,000 130,000 - 130,000 - -
IT Citizen Engagement Enhancement 20,000 5,000 25,000 - 25,000 - -
IT Disaster Recovery Implementation - 90,000 90,000 - 90,000 - -
IT IT Advisory Membership - 70,000 70,000 - 70,000 - -
IT Digital Roadmap 70,000 70,000 - 70,000 - -
TOTAL IT 320,000 325,000 645,000 - 645,000 - -
General Govt - Human Resources Upgrade position to Asst Director - 30,000 30,000 - 30,000 - -
General Govt - Human Resources Learning & Dev System 50,000 50,000 100,000 - 100,000
General Govt - Human Resources Performance Mgmt System 50,000 50,000 100,000 - 100,000
General Govt - Human Resources HR Generalist/Recruiter 3,600 87,291 90,891 - 90,891 1.00
General Govt - Human Resources Legal Consulting - 50,000 50,000 - 50,000
General Govt - Comm Srvcs Code Enforcement Accredition 24,000 14,676 38,676 - 38,676
General Govt - City Manager Internship & Work Study Program - 25,000 25,000 - 25,000 - -
General Govt - Legal New Assistant City Attorney I Position 105,000 105,000 - 105,000 1.00 -
General Govt - Legal Renovation and capital Outlay for New Position 15,000 15,000 - 15,000 - -
General Govt - Legal Training, Memberships, Licensure 3,000 3,000 - 3,000 - -
General Govt - Legal Open Records Management System 15,000 2,000 17,000 - 17,000 - -
General Govt - Pub. Comm.Multimedia Coordinator 6,000 87,291 93,291 - 93,291 1.00 -
General Govt - City Secretary (2) Desktops/Monitors/Keyboards (Council Chambers)2,400 - 2,400 - 2,400 - -
General Govt - City Secretary Increase in Office Supplies for Vital Paper 3,000 - 3,000 - 3,000 - -
General Govt - Internal Audit GAGAS Required Peer Review 5,000 - 5,000 - 5,000 - -
TOTAL GG 174,000 504,258 678,258 - 678,258 3.00 -
TOTAL GENERAL FUND 2,005,228 2,371,671 4,376,899 - 4,376,899 21.00 10.00
ECONOMIC DEVELOPMENT FUND
Economic Development Business Retention & Expansion Program - 55,000 55,000 - 55,000 - -
Economic Development Spring Creek Local Government Corporation - Incentives - 150,000 150,000 - 150,000 - -
TOTAL ECONOMIC DEV. FUND - 205,000 205,000 - 205,000 - -
HOTEL TAX FUND
HOT VPAC Soccer Renovation (3 Fields) --- GF/HOT 150,000 150,000 - 150,000 - -
HOT Veterans Park Synthetic Fields (phase 2)(HOT FUNDED)4,310,000 4,310,000 - 4,310,000 - -
TOTAL HOTEL TAX FUND 4,460,000 - 4,460,000 - 4,460,000 - -
241
FY21 SERVICE LEVEL ADJUSTMENTS (SLAs) FUTURE YEARS LISTING
Fund Dept Description
One-Time
Cost
Recurring
Cost Total Revenue Net Total
Increase
FTE Vehicle
ELECTRIC FUND
Electric Substation Technician 4,000 82,860 86,860 - 86,860 1.00 -
Electric Salary Survey 50,000 - 50,000 - 50,000 - -
Electric Compliance Audit Assessment (Mock Audit)85,000 - 85,000 - 85,000 - -
Electric Background Checks 5,000 - 5,000 - 5,000 - -
Electric Transmission ROW Tree Trimming 100,000 - 100,000 - 100,000 - -
Electric 2 Linemen and Digger Derrick 399,068 153,540 552,608 - 552,608 2.00 1.00
TOTAL ELECTRIC FUND 643,068 236,400 879,468 - 879,468 3.00 1.00
WATER FUND
Water Business Technology Master Plan 50,000 - 50,000 - 50,000 - -
Water Water Impact Fee Update 75,000 - 75,000 - 75,000 - -
Water Backflow Software 10,000 20,000 30,000 - 30,000 - -
Water Field Maint. Operators (2x FTEs)50,000 150,000 200,000 - 200,000 2.00 1.00
TOTAL WATER FUND 185,000 170,000 355,000 - 355,000 2.00 1.00
WASTEWATER FUND
Wastewater Wastewater Master Plan Update 250,000 - 250,000 - 250,000 - -
Wastewater Wastewater Impact Fee Update 75,000 - 75,000 - 75,000 - -
Wastewater Lab Technician 40,000 75,000 115,000 - 115,000 1.00 1.00
Wastewater Lab Data Software 15,000 20,000 35,000 - 35,000 - -
TOTAL WASTEWATER FUND 380,000 95,000 475,000 - 475,000 1.00 1.00
SOLID WASTE FUND
Solid Waste Commercial FEL Truck and Route Manager 398,201 74,750 472,951 472,951 1.00 1.00
TOTAL SOLID WASTE FUND 398,201 74,750 472,951 - 472,951 1.00 1.00
DRAINAGE FUND
Drainage Grouting Truck for Storm Drain Repair 300,000 15,000 315,000 315,000 - 1.00
Drainage Storm Drain Clean Out Equipment 65,000 5,333 70,333 - 70,333 - -
TOTAL DRAINAGE FUND 365,000 20,333 385,333 - 385,333 - 1.00
UTILITY CUSTOMER SERVICE
Utility Customer Service UB Replacement Maintenance - 30,000 30,000 - 30,000 - -
Utility Customer Service Temporary CSR for System implementation 89,610 - 89,610 - 89,610 - -
TOTAL UTILITY CUSTOMER SERVICE 89,610 30,000 119,610 - 119,610 - -
FLEET MAINTENANCE
Fleet Maintenance Work Management Inventory Barcoding 10,000 - 10,000 - 10,000
TOTAL FLEET MAINTENANCE FUND 10,000 - 10,000 - 10,000 - -
NORTHGATE PARKING FUND
Northgate Parking Plan Implementation Projects 500,000 - 500,000 - 500,000
Northgate Parking Surface Lot Financial Management System Replacement 30,000 - 30,000 - 30,000 - -
TOTAL NORTHGATE PARKING FUND 530,000 - 530,000 - 530,000 - -
TOTAL ALL FUNDS 9,251,107 3,373,154 12,624,261 - 12,624,261 30.00 16.00
242
FY22 SERVICE LEVEL ADJUSTMENTS (SLAs) FUTURE YEARS LISTING
Fund Dept Description
One-Time
Cost
Recurring
Cost Total Revenue Net Total
Increase
FTE Vehicle
GENERAL FUND
Police Four Officers and Two Vehicles 227,386 413,660 641,046 - 641,046 4.00 2.00
Police One Detective & Vehicle 56,846 103,415 160,261 - 160,261 1.00 1.00
Police One Telecommunicators 5,600 63,612 69,212 - 69,212 1.00 -
Police One Record Technicians 6,800 58,833 65,633 - 65,633 1.00 -
Police One Police Trainer 56,847 103,415 160,262 - 160,262 1.00 -
TOTAL POLICE 353,479 742,935 1,096,414 - 1,096,414 8.00 3.00
Fire Shift Battalion Chief 150,000 116,000 266,000 - 266,000 1.00 1.00
Fire Station 7 Staffing 18,426 199,201 217,627 - 217,627 3.00 -
Fire EMS/Safety Officers 330,000 240,000 570,000 - 570,000 3.00 1.00
TOTAL FIRE 498,426 555,201 1,053,627 - 1,053,627 7.00 2.00
Public Works Environmental Regulations - 75,000 75,000 - 75,000 - -
Public Works Facility Maintenance - Corrective Increase (Year 8/10)167,663 8,383 176,046 - 176,046 - -
Public Works New Tech/ new Truck 45,500 52,650 98,150 - 98,150 1.00 1.00
Public Works Concrete crew 206,000 203,803 409,803 - 409,803 3.00 1.00
Public Works Additional Bucket Truck 60,000 2,500 62,500 - 62,500 - 1.00
Public Works Digital Message Board - FM 2818 100,000 - 100,000 - 100,000 - -
TOTAL PUBLIC WORKS 579,163 342,336 921,499 - 921,499 4.00 3.00
PARD CAPRA Reaccreditation Team Visit 15,000 - 15,000 - 15,000 - -
PARD VPAC Soccer Renovation (3 Fields) --- GF/HOT 150,000 - 150,000 - 150,000 - -
TOTAL PARD 165,000 - 165,000 - 165,000 - -
Planning & Development Comprehensive Plan Neighborhood Plan Implementation 50,000 - 50,000 - 50,000 - -
Planning & Development Part-Time Transportation Technician - 25,000 25,000 - 25,000 0.50 -
Planning & Development Central Square Software 25,000 - 25,000 - 25,000 - -
TOTAL PLANNING & DEVELOPMENT SERVICES 75,000 25,000 100,000 - 100,000 0.50 -
IT IT Training Platform - Roadmap, Policy, & Strategy Workshop 50,000 45,000 95,000 - 95,000 - -
IT Infrastructure Project 80,000 100,000 180,000 - 180,000 - -
IT Cyber Security Improvement 80,000 80,000 160,000 - 160,000 - -
IT Data Warehouse Project 50,000 50,000 100,000 - 100,000 - -
IT SMART City initiative 50,000 50,000 100,000 - 100,000 - -
IT Disaster Recovery Improvements 50,000 50,000 100,000 - 100,000 - -
TOTAL IT 360,000 375,000 735,000 - 735,000 - -
Fiscal Additional Clerk - AP - 41,496 41,496 - 41,496 1.00 -
TOTAL FISCAL - 41,496 41,496 - 41,496 1.00 -
General Govt - Human Resources Compensation Staff 3,600 87,291 90,891 - 90,891 1.00 -
General Govt - Human Resources PTNB General Support 300 13,707 14,007 - 14,007 -
General Govt - Human Resources Increase Training Support - 50,000 50,000 - 50,000 -
General Govt - Comm Srvcs Code Enforcement Officer 46,000 52,918 98,918 - 98,918 1.00 1.00
General Govt - Comm Srvcs Relocation Expenses 15,000 - 15,000 - 15,000 -
General Govt - Comm Srvcs Code Enforcement Moblie Device Replacement 13,324 - 13,324 - 13,324 -
General Govt - Comm Srvcs Staff Assistant/Permit Tech - 51,986 51,986 - 51,986 1.00
General Govt - Economic Dev.Economic Development Analyst/Project Manager - 94,679 94,679 - 94,679 1.00 -
General Govt - Economic Dev.Recruitment Tracking Software - 30,000 30,000 - 30,000 - -
General Govt - Pub. Comm.Public Communications Assistant 2,000 66,353 68,353 - 68,353 1.00 -
General Govt - City Secretary Laserfiche Update (RIO)134,000 8,000 142,000 - 142,000 - -
TOTAL GG 214,224 454,934 669,158 - 669,158 5.00 1.00
TOTAL GENERAL FUND 2,245,292 2,536,902 4,782,194 - 4,782,194 25.50 9.00
HOTEL TAX FUND
Hotel Tax VPAC Soccer Renovation (3 Fields) --- GF/HOT 150,000 150,000 - 150,000 - -
Hotel Tax Southeast Park (Phase 2)(HOT FUNDED)4,200,000 4,200,000 - 4,200,000 - -
TOTAL HOTEL TAX FUND 4,350,000 - 4,350,000 - 4,350,000 - -
ELECTRIC FUND
Electric AMI Technician and Vehicle 49,300 91,660 140,960 - 140,960 1.00 1.00
Electric Engineering Superintendent and Vehicle 178,400 133,615 312,015 - 312,015 1.00 1.00
TOTAL ELECTRIC FUND 227,700 225,275 452,975 - 452,975 2.00 2.00
WATER FUND
Water Transmission Line Corrosion Study 200,000 50,000 250,000 - 250,000 - -
Water Trackhoe, Haul Truck, and Trailer 350,000 8,000 358,000 - 358,000 - 1.00
Water Plant Maintenance Equipment 50,000 - 50,000 - 50,000 - -
TOTAL WATER FUND 600,000 58,000 658,000 - 658,000 - 1.00
WASTEWATER FUND
Wastewater TV Equipment 150,000 - 150,000 - 150,000 - -
Wastewater Vaccon Truck 270,000 - 270,000 - 270,000 - 1.00
Wastewater LCWWTP Lab Outfit 50,000 10,000 60,000 - 60,000 - -
Wastewater Plant Maintenance Technicians 50,000 150,000 200,000 - 200,000 2.00 1.00
TOTAL WASTEWATER FUND 520,000 160,000 680,000 - 680,000 2.00 2.00
243
FY22 SERVICE LEVEL ADJUSTMENTS (SLAs) FUTURE YEARS LISTING
Fund Dept Description
One-Time
Cost
Recurring
Cost Total Revenue Net Total
Increase
FTE Vehicle
SOLID WASTE FUND
Solid Waste Commercial Roll-Off Vehicle and Equipment Operator 200,000 80,000 280,000 280,000 1.00 1.00
TOTAL SOLID WASTE FUND 200,000 80,000 280,000 - 280,000 1.00 1.00
DRAINAGE FUND
Drainage Small 4Y Dump Truck 65,000 100,000 165,000 165,000 - 1.00
TOTAL DRAINAGE FUND 65,000 100,000 165,000 - 165,000 - 1.00
FLEET MAINTENANCE
Fleet Maintenance Vehicle Identification Barcoding 50,000 50,000 50,000 - -
Fleet Maintenance A/C Machine Y1234 15,000 500 15,500 - 15,500 - -
TOTAL FLEET MAINTENANCE FUND 65,000 500 65,500 - 65,500 - -
NORTHGATE PARKING FUND
Northgate Parking Plan Implementation Projects 250,000 - 250,000 250,000
TOTAL NORTHGATE PARKING FUND 250,000 - 250,000 - 250,000 - -
TOTAL ALL FUNDS 9,122,992 3,218,677 12,341,669 - 12,341,669 30.50 17.00
244
FY23 SERVICE LEVEL ADJUSTMENTS (SLAs) FUTURE YEARS LISTING
Fund Dept Description
One-Time
Cost
Recurring
Cost Total Revenue Net Total
Increase
FTE Vehicle
GENERAL FUND
Police Four Officers and two vehicles 227,386 413,660 641,046 - 641,046 4.00 2.00
Police One Detective 56,846 103,415 160,261 - 160,261 1.00 1.00
Police One Telecommunicators 5,600 63,612 69,212 - 69,212 2.00 -
Police One Record Technicians 6,800 58,833 65,633 - 65,633 1.00 -
Police One Patrol Sergeant & Tahoe 105,477 120,879 226,356 - 226,356 1.00 1.00
TOTAL POLICE 402,109 760,399 1,162,508 - 1,162,508 9.00 4.00
Fire Station 7 Staffing 18,426 199,201 217,627 - 217,627 3.00 -
Fire Station 7 Equip & Ambulance 507,500 48,367 555,867 - 555,867 - 1.00
Fire Shift Battalion Chief - 116,000 116,000 - 116,000 1.00 -
TOTAL FIRE 525,926 363,568 889,494 - 889,494 4.00 1.00
Public Works Emergency Operations Upgrade 20,000 - 20,000 - 20,000 - -
Public Works GIS Trimble Replacement 20,000 - 20,000 - 20,000 - -
Public Works Facility Maintenance - Corrective Increase (Year 9/10)140,940 7,047 147,987 - 147,987 - -
Public Works New Tech/ new Truck 45,500 52,650 98,150 - 98,150 1.00 1.00
Public Works Oil distributer 180,000 14,200 194,200 - 194,200 - -
TOTAL PUBLIC WORKS 406,440 73,897 480,337 - 480,337 1.00 1.00
PARD Lick Creek Nature Center Assistant Supervisor - 57,468 57,468 - 57,468 1.00 -
TOTAL PARD - 57,468 57,468 - 57,468 1.00 -
Planning & Development Comprehensive Plan Neighborhood Plan Implementation 50,000 - 50,000 - 50,000 - -
Planning & Development Construction Inspector (w/vehicle)40,000 80,000 120,000 - 120,000 1.00 1.00
TOTAL PLANNING & DEVELOPMENT SERVICES 90,000 80,000 170,000 - 170,000 1.00 1.00
IT Infrastructure Project 80,000 100,000 180,000 - 180,000 - -
IT Cyber Security Improvement 80,000 80,000 160,000 - 160,000 - -
IT Data Warehouse Project 50,000 50,000 100,000 - 100,000 - -
IT SMART City initiative 50,000 50,000 100,000 - 100,000 - -
IT Disaster Recovery Improvements 50,000 50,000 100,000 - 100,000 - -
IT Penetration Testing 50,000 45,000 95,000 - 95,000 - -
TOTAL IT 360,000 375,000 735,000 - 735,000 - -
General Govt - Human Resources Upgrade Recruiting System - 30,000 30,000 - 30,000 - -
General Govt - City Secretary Increase in Office Supplies for Vital Paper 3,000 - 3,000 - 3,000 - -
TOTAL GG 3,000 30,000 33,000 - 33,000 - -
TOTAL GENERAL FUND 1,787,475 1,740,332 3,527,807 - 3,527,807 16.00 7.00
ELECTRIC FUND
Electric Substation Technician and Small Bucket Truck 236,850 99,860 336,710 - 336,710 1.00 1.00
Electric 2 Linemen and Bucket Truck for DOT 299,068 143,540 442,608 - 442,608 2.00 1.00
TOTAL ELECTRIC FUND 535,918 243,400 779,318 - 779,318 3.00 2.00
WATER FUND
Water Onboard Cameras 100,000 - 100,000 - 100,000 - -
TOTAL WATER FUND 100,000 - 100,000 - 100,000 - -
WASTEWATER FUND
Wastewater Operational Training Coordinator 50,000 100,000 150,000 - 150,000 1.00 1.00
Wastewater Computer Tablets for Field Ops 30,000 - 30,000 - 30,000 - -
TOTAL WASTEWATER FUND 80,000 100,000 180,000 - 180,000 1.00 1.00
SOLID WASTE FUND
Solid Waste Residential Automated Sideloader and Equipment Operator 380,000 100,000 480,000 - 480,000 1.00 1.00
TOTAL SOLID WASTE FUND 380,000 100,000 480,000 - 480,000 1.00 1.00
DRAINAGE FUND
Drainage Equipment Operator & Mini Excavator 125,000 70,000 195,000 - 195,000 1.00 1.00
TOTAL DRAINAGE FUND 125,000 70,000 195,000 - 195,000 1.00 1.00
FLEET MAINTENANCE
Fleet Maintenance Diagnostic Updated Tools 5,000 - 5,000 - 5,000 - -
TOTAL FLEET MAINTENANCE FUND 5,000 - 5,000 - 5,000 - -
NORTHGATE PARKING FUND
Northgate Parking Plan Implementation Projects 250,000 - 250,000 - 250,000 - -
TOTAL NORTHGATE PARKING FUND 250,000 - 250,000 - 250,000 - -
TOTAL ALL FUNDS 3,363,393 2,253,732 5,617,125 - 5,617,125 22.00 12.00
245
FY24 SERVICE LEVEL ADJUSTMENTS (SLAs) FUTURE YEARS LISTING
Fund Dept Description
One-Time
Cost
Recurring
Cost Total Revenue Net Total
Increase
FTE Vehicle
GENERAL FUND
Police Four Officers and two vehicles 227,386 413,660 641,046 - 641,046 4.00 2.00
Police Two Telecommunicators 11,200 127,224 138,424 - 138,424 2.00 -
Police One Patrol Sergeant 8,216 120,879 129,095 - 129,095 1.00 -
Police One Patrol Lieutenant 113,693 142,774 256,467 - 256,467 1.00 1.00
TOTAL POLICE 360,495 804,537 1,165,032 - 1,165,032 8.00 3.00
Fire Engine/Grass Unit for Station 7 2,000,000 500,000 2,500,000 - 2,500,000 - 2.00
Fire Station 7 Staffing 18,426 199,201 217,627 - 217,627 3.00 -
TOTAL FIRE 2,018,426 699,201 2,717,627 - 2,717,627 3.00 2.00
Public Works Public Works and Water Services ReAccreditation 15,000 - 15,000 - 15,000 - -
Public Works Supervisor Vehicle 42,500 2,500 45,000 - 45,000 - 1.00
Public Works Dump truck + EO 225,000 76,000 301,000 - 301,000 1.00 1.00
Public Works Truck with Attenuator 165,000 3,500 168,500 - 168,500 - 1.00
TOTAL PUBLIC WORKS 447,500 82,000 529,500 - 529,500 1.00 3.00
PARD Lincoln Recreation Center Assistant Supervisor - 57,468 57,468 - 57,468 1.00 -
TOTAL PARD - 57,468 57,468 - 57,468 1.00 -
Planning & Development Construction Inspector (w/vehicle)50,000 - 50,000 - 50,000 - -
Planning & Development Comprehensive Plan Neighborhood Plan Implementation - 80,000 80,000 - 80,000 - -
TOTAL PLANNING & DEVELOPMENT SERVICES 50,000 80,000 130,000 - 130,000 - -
IT Infrastructure Project 80,000 100,000 180,000 - 180,000 - -
IT Cyber Security Improvement 80,000 80,000 160,000 - 160,000 - -
IT Data Warehouse Project 50,000 50,000 100,000 - 100,000 - -
IT SMART City initiative 50,000 50,000 100,000 - 100,000 - -
IT Disaster Recovery Improvements 50,000 50,000 100,000 - 100,000 - -
IT PCI Compliance 90,000 45,000 135,000 - 135,000 - -
TOTAL IT 400,000 375,000 775,000 - 775,000 - -
General Govt - Human Resources Staff Support (Recruiting/Training)500 51,072 51,572 - 51,572 1.00 -
General Govt - Economic Develop.Economic Development Analyst/Project Manager - 94,679 94,679 - 94,679 1.00 -
TOTAL GG 500 145,751 146,251 - 146,251 2.00 -
TOTAL GENERAL FUND 3,276,921 2,243,957 5,520,878 - 5,520,878 15.00 8.00
ELECTRIC FUND
Electric Salary Survey 50,000 - 50,000 - 50,000 - -
Electric Third Party Compliance Audit Assessment 85,000 - 85,000 - 85,000 - -
Electric Transmission ROW Tree Trimming 100,000 - 100,000 - 100,000 - -
TOTAL ELECTRIC FUND 235,000 - 235,000 - 235,000 - -
WATER FUND
Water Crane Truck 150,000 - 150,000 - 150,000 - 1.00
TOTAL WATER FUND 150,000 - 150,000 - 150,000 - 1.00
WASTEWATER FUND
Wastewater GPS Equipment Replacement 50,000 - 50,000 - 50,000 - -
TOTAL WASTEWATER FUND 50,000 - 50,000 - 50,000 - -
SOLID WASTE FUND
Solid Waste Residential REL Vehicle and Equipment Operator 260,000 95,000 355,000 - 355,000 1.00 1.00
TOTAL SOLID WASTE FUND 260,000 95,000 355,000 - 355,000 1.00 1.00
DRAINAGE FUND
Drainage Mosquito Abatement Program 42,850 61,407 104,257 - 104,257 - -
TOTAL DRAINAGE FUND 42,850 61,407 104,257 - 104,257 - -
UTILITY CUSTOMER SERVICE
Utility Customer Service CSR Position - 79,713 79,713 - 79,713 1.00 -
TOTAL UTILITY CUSTOMER SERVICE - 79,713 79,713 - 79,713 1.00 -
FLEET MAINTENANCE
Fleet Maintenance Parts Counter FTE 4,000 70,000 74,000 - 74,000 1.00 -
TOTAL FLEET MAINTENANCE FUND 4,000 70,000 74,000 - 74,000 1.00 -
NORTHGATE PARKING FUND
Northgate Parking Plan Implementation Projects 250,000 - 250,000 - 250,000 - -
TOTAL NORTHGATE PARKING FUND 250,000 - 250,000 - 250,000 - -
TOTAL ALL FUNDS 4,418,771 2,550,077 6,968,848 - 6,968,848 18.00 11.00
246
Appendix C - Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Police Department
Administration Division
Police Chief 1.00 1.00 1.00 - 1.00 EX
Assistant Chief 3.00 3.00 3.00 - 3.00 EX
Lieutenant 2.00 2.00 1.00 - 1.00 PDTA
Sergeant 1.00 1.00 - - -
Police Officer 4.00 4.00 - - - PDO*
Accreditation Manager 1.00 1.00 1.00 - 1.00 G22
Tech. Services Manager 1.00 1.00 - - -
Public Safety GIS Analyst 1.00 1.00 - - -
Business Services Specialist 1.00 1.00 1.00 - 1.00 G18
Police Assistant 1.00 1.00 1.00 5.00 6.00 G13
Staff Assistant II 1.00 1.00 1.00 - 1.00 G13
Total 17.00 17.00 9.00 5.00 14.00
Uniform Patrol Division
Lieutenant 3.00 3.00 3.00 - 3.00 PDTM
Sergeant 12.00 12.00 12.00 - 12.00 PDS
Police Officer 89.00 86.00 83.00 5.00 88.00 PDO*
Police Assistant 3.00 3.00 3.00 - 3.00 G13
*School Crossing Guard-Temp/Seasonal 2.50 2.50 2.50 - 2.50 PT04
Total 109.50 106.50 103.50 5.00 108.50
Criminal Investigation Division
Lieutenant 1.00 1.00 1.00 - 1.00 PDTA
Sergeant 3.00 3.00 3.00 - 3.00 PDS
Police Officer 19.00 22.00 22.00 - 22.00 PDO*
Criminal Intelligence Analyst 1.00 1.00 1.00 - 1.00 G20
Forensic Technician 1.00 1.00 1.00 - 1.00 G14
Victim Advocate 1.00 1.00 1.00 - 1.00 G19
Police Assistant 2.00 2.00 2.00 - 2.00 G13
Staff Assistant II 1.00 1.00 1.00 - 1.00 G13
Total 29.00 32.00 32.00 - 32.00
Recruiting and Training Division
Lieutenant 1.00 1.00 1.00 - 1.00 PDTM
Sergeant 2.00 2.00 2.00 - 2.00 PDSM
Police Officer 3.00 3.00 3.00 - 3.00 PDO*
Civilian Training Coordinator 1.00 1.00 1.00 - 1.00 G14
Police Assistant 2.00 2.00 2.00 - 2.00 G13
Total 9.00 9.00 9.00 - 9.00
Support Services Division
Support Services Manager 1.00 1.00 1.00 - 1.00 G22
Animal Control Supervisor 1.00 1.00 1.00 - 1.00 G17
Sr. Animal Control Officer - 1.00 1.00 - 1.00 G15
Animal Control Officer 3.00 2.00 2.00 - 2.00 G14
Assistant Buyer / Quartermaster 1.00 1.00 1.00 - 1.00 G14
Total 6.00 6.00 6.00 - 6.00
247
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Communications
Communication Manager 1.00 1.00 1.00 - 1.00 G22
Communication Supervisor 3.00 3.00 3.00 - 3.00 G18
Sr. Public Safety Telecommunicator 3.00 6.00 6.00 - 6.00 G15
Public Safety Telecommunicator 20.00 17.00 17.00 - 17.00 G14
Dispatch Assistant 1.00 1.00 1.00 - 1.00 G11
Total 28.00 28.00 28.00 - 28.00
Jail
Detention Officer 10.00 7.00 - - -
Sr. Detention Officer - 3.00 - - -
Holding Facility Supervisor 1.00 1.00 - - -
Total 11.00 11.00 - - -
Special Operations Division
Lieutenant 1.00 1.00 1.00 - 1.00 PDTA
Total 1.00 1.00 1.00 - 1.00
Information Services Division
Information Services Manager 1.00 1.00 1.00 - 1.00 G22
Records Supervisor 1.00 1.00 1.00 - 1.00 G17
Evidence Technician 3.00 3.00 3.00 - 3.00 G13
Police Assistant 1.00 1.00 1.00 - 1.00 G13
Records Technician II 2.00 - - - - G11
Records Technician !2.00 4.00 4.00 - 4.00 G11
Total 10.00 10.00 10.00 - 10.00
Community Enhancement
Lieutenant - - 1.00 - 1.00 PDTA
Sergeant - - 1.00 - 1.00 PDSM
Police Officer - - 7.00 - 7.00 PDO*
Total - - 9.00 - 9.00
Technology Services
Public Safety Technology Manager - - 1.00 - 1.00 G22
Public Safety GIS Analyst - - 1.00 - 1.00 G20
Total - - 2.00 - 2.00
Police Position Totals
Full Time Total 218.00 218.00 207.00 10.00 217.00
*Temp/Seasonal & Part-Time Non-Benefitted Total 2.50 2.50 2.50 - 2.50
Police Department Totals 220.50 220.50 209.50 10.00 219.50
Fire Department
Administration Division
Fire Chief 1.00 1.00 1.00 - 1.00 EX
Asst. Fire Chief - 2.00 2.00 - 2.00 EX
Battalion Chief - 1.00 1.00 - 1.00 FD5
Accreditation Manager 1.00 1.00 1.00 - 1.00 FD3
Assistant Buyer / Quartermaster 1.00 1.00 1.00 - 1.00 G14
Community Risk Reduction Specialist - 1.00 1.00 - 1.00 G19
248
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Business Services Specialist 1.00 1.00 1.00 - 1.00 G18
Staff Assistant 1.00 1.00 1.00 - 1.00 G11
Total 5.00 9.00 9.00 - 9.00
Emergency Management Division
Emergency Management Coordinator 1.00 1.00 1.00 - 1.00 G21
Staff Assistant II 1.00 1.00 1.00 - 1.00 G13
Total 2.00 2.00 2.00 - 2.00
Emergency Operations Division
Asst. Fire Chief 1.00 - - - -
Division Chief 1.00 - - - -
Battalion Chief 3.00 3.00 3.00 - 3.00 FD4
Captain 3.00 15.00 15.00 - 15.00 FD3
Lieutenant 14.00 12.00 12.00 - 12.00 FD0
Apparatus Operator 24.00 30.00 30.00 - 30.00 FD2
Firefighter 1st Class 27.00 46.00 - - -
Paramedic II - - 12.00 - 12.00 FD2
Firefighter 26.00 35.00 69.00 6.00 75.00 FD1
Total 99.00 141.00 141.00 6.00 147.00
Prevention Division
Fire Marshal 1.00 1.00 1.00 - 1.00 FD4
Deputy Fire Marshal 4.00 4.00 4.00 - 4.00 FD3
Fire Inspector 1.00 1.00 1.00 - 1.00 G16
Community Risk Reduction Specialist 1.00 - - - -
Total 7.00 6.00 6.00 - 6.00
EMS Division
Fire/EMS Training Coordinator - - - - -
Fire Captain 2.00 - - - -
EMS Captain 1.00 - - - -
Lieutenant - Fire 4.00 - - - -
Apparatus Operator 6.00 - - - -
Firefighter 1st Class 21.00 - - - -
Firefighter 9.00 - - - -
Total 44.00 - - - -
Training Division
Battalion Chief 2.00 2.00 2.00 - 2.00
Division Chief 1.00 - - - -
Total 3.00 2.00 2.00 - 2.00
Fire Position Totals
Full Time Total 160.00 160.00 160.00 6.00 166.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
Fire Department Totals 160.00 160.00 160.00 6.00 166.00
Public Works Department
Public Works Administration Division
Director of Public Works 1.00 1.00 1.00 - 1.00 EX
Assistant Public Works Director 1.00 1.00 - 1.00 EX
249
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Public Works Business Services Manager 1.00 1.00 1.00 - 1.00 G22
Asset Management Program Manager 1.00 1.00 1.00 - 1.00 G21
GIS Analyst - 1.00 1.00 - 1.00 G20
Staff Assistant 1.00 1.00 1.00 - 1.00 G13
Total 5.00 6.00 6.00 - 6.00
Traffic Engineering Division
Senior Engineer II 1.00 1.00 1.00 - 1.00 L26
Graduate Engineer I/II 2.00 2.00 2.00 - 2.00 L20/L21
Total 3.00 3.00 3.00 - 3.00
Facilities Maintenance Division
Division Manager - Facility Maintenance 1.00 1.00 1.00 - 1.00 G22
Facilities Maintenance Supervisor 1.00 1.00 1.00 - 1.00 G16
Facility Maint. Technician 6.00 6.00 6.00 - 6.00 G14
Staff Assistant II 1.00 1.00 1.00 - 1.00 G13
Total 9.00 9.00 9.00 - 9.00
Capital Projects Division
Assistant Director of PW/Capital Projects 1.00 1.00 1.00 - 1.00 EX
Graduate Engineer II 4.00 2.00 2.00 - 2.00 L21
Engineer I 1.00 3.00 3.00 - 3.00 L22
Engineer II 1.00 1.00 1.00 - 1.00 L23
Senior Land Agent 1.00 1.00 1.00 - 1.00 G22
Land Agent 1.00 1.00 1.00 - 1.00 G21
Total 9.00 9.00 9.00 - 9.00
Streets Maintenance Division
Division Manager - PW Operations(ST/DR/IRR)1.00 1.00 1.00 - 1.00 G22
Crew Leader 2.00 2.00 2.00 - 2.00 G15
Equipment Operator 14.00 14.00 14.00 - 14.00 G13
Light Equipment Operator 3.00 3.00 3.00 - 3.00 G11
Total 20.00 20.00 20.00 - 20.00
Traffic Signs/ Markings Division
Signs & Markings Supervisor 1.00 1.00 1.00 - 1.00 G16
Signs Technician 3.00 3.00 3.00 - 3.00 G14
Total 4.00 4.00 4.00 - 4.00
Irrigation Maintenance Division
Landscape Supervisor 1.00 1.00 1.00 - 1.00 G16
Irrigation Specialist 2.00 2.00 2.00 - 2.00 G13/G14
Total 3.00 3.00 3.00 - 3.00
Traffic Signal Systems Division
Division Manager - Traffic Systems 1.00 1.00 1.00 - 1.00 G23
Intelligent Traffic Systems Supervisor 1.00 1.00 1.00 - 1.00 G17
Traffic Signal Technician 4.00 4.00 4.00 - 4.00 G15
Total 6.00 6.00 6.00 - 6.00
Public Works Position Totals
Full Time Total 59.00 60.00 60.00 - 60.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
Public Works Department Totals 59.00 60.00 60.00 - 60.00
250
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Parks & Recreation Department
Parks & Recreation Administration Division
Director of Parks & Recreation 1.00 1.00 1.00 - 1.00 EX
Administrative Support Specialist 1.00 1.00 1.00 - 1.00 G15
Business Services Manager 1.00 1.00 1.00 - 1.00 G22
Special Events and Marketing Coordinator 1.00 1.00 1.00 - 1.00 G16
Staff Assistant II 2.00 2.00 2.00 - 2.00 G13
Staff Assistant 1.00 1.00 1.00 - 1.00 G11
Total 7.00 7.00 7.00 - 7.00
Tourism & Athletics Programs
Tourism Manager (Parks & Recreation Manager)1.00 1.00 0.20 - 0.20 G23
*Special Events Workers 0.25 0.25 0.25 - 0.25 PK01
Total 1.25 1.25 0.45 - 0.45
Recreation - Administration
Recreation Manager 1.00 1.00 1.00 - 1.00 G23
Assistant Recreation Supervisor - School Age Care 0.20 0.20 0.20 - 0.20 G14
*Custodian 0.25 0.25 0.25 - 0.25 PK02
Total 1.45 1.45 1.45 - 1.45
Recreation -Community Events
Recreation Supervisor 0.75 0.40 0.40 - 0.40 G20
*Special Events Workers 0.75 0.75 0.75 - 0.75 PK01
Total 1.50 1.15 1.15 - 1.15
Recreation -Tourism Events
Recreation Supervisor 1.00 1.00 - - - G20
Event Specialist 1.00 1.00 0.50 - 0.50 G12
Total 2.00 2.00 0.50 - 0.50
Parks Operations - Administration
Assistant Director of Parks & Recreation 1.00 1.00 1.00 - 1.00 EX
Parks Manager 1.00 1.00 1.00 - 1.00 G23
Crew Leader - - - 0.50 0.50 G12
Groundsworker - - - 0.50 0.50 G10
Project and Asset Manager 1.00 1.00 1.00 - 1.00 G22
GIS Analyst 1.00 1.00 1.00 - 1.00 G20
Total 4.00 4.00 4.00 1.00 5.00
Parks Operations - East District
Parks Operations Supervisor 2.00 2.00 1.50 - 1.50 G16
Parks Crew Leader 3.00 3.00 3.00 - 3.00 G12
Light Equipment Operator 5.00 4.00 4.00 - 4.00 G11
Irrigation Specialist 3.00 3.00 3.00 - 3.00 G11
Grounds Worker 8.00 10.00 9.50 - 9.50 G10
*Grounds Worker-Temp/Seasonal 0.50 0.50 0.50 - 0.50 PT10
Total 21.50 22.50 21.50 - 21.50
Parks Operations - South District
Parks Operations Supervisor 1.00 1.00 1.00 - 1.00 G16
Forestry Crew Leader 1.00 1.00 - 1.00 G12
251
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Parks Crew Leader 1.00 1.00 1.00 - 1.00 G12
Forestry/Horticulture Worker 3.00 3.00 3.00 - 3.00 G11
Grounds Worker 5.00 5.00 5.00 - 5.00 G10
Total 11.00 11.00 11.00 - 11.00
Parks Operations - West District
Parks Operations Supervisor 1.00 1.00 1.00 - 1.00 G16
Parks Crew Leader 2.00 2.00 2.00 - 2.00 G12
Light Equipment Operator 2.00 2.00 2.00 - 2.00 G11
Grounds Worker 4.00 5.00 5.00 - 5.00 G10
Total 9.00 10.00 10.00 - 10.00
Parks Operations Division Total
Cemetery
Cemetery Sexton 1.00 1.00 1.00 - 1.00 G16
Horticulture Crew Leader 1.00 1.00 1.00 - 1.00 G12
Forestry/Horticulture Worker 2.00 1.00 1.00 - 1.00 G10
Light Equipment Operator - 1.00 1.00 - 1.00 G11
Grounds Worker 1.00 - - - -
Total 5.00 4.00 4.00 - 4.00
Recreation Programs
Recreation Sports Admin - Recreation Supervisor 1.00 1.00 1.00 - 1.00 G20
Recreation Sports Admin - Athletic Activities Assistant 1.00 1.00 1.00 - 1.00 G12
SW Center - Senior Services Coordinator 1.00 1.00 1.00 - 1.00 G14
Aquatics - Pools Supervisor 1.00 1.00 1.00 - 1.00 G20
Instruction (Xtra Education) - Recreation Supervisor - 0.10 0.10 - 0.10 G20
Lick Creek - Assistant Supervisor 0.40 0.40 0.40 - 0.40 G14
Lincoln Center - Recreation Supervisor 1.00 1.00 1.00 - 1.00 G20
Lincoln Center - Assistant Recreation Supervisor 1.00 1.00 1.00 - 1.00 G14
Staff Assistant 1.00 1.00 1.00 - 1.00 G11Conference Center Secretary REM Center -Recreation Supervisor - 0.30 0.30 - 0.30 PK01
SW Center Community- Recreation Supervisor - 0.30 0.30 - 0.30 G14
Lick Creek - Recreation Supervisor 0.35 0.30 0.30 - 0.30 G20
SW Center (Comm) - Recreation Supervisor 0.30 - - - -
*Temp/Seasonal & Part-Time Non-Benefitted 38.00 38.00 38.00 - 38.00 PK01
Total 46.05 46.40 46.40 - 46.40
Parks & Recreation Position Totals
Full Time Total 70.00 71.00 67.70 1.00 68.70
*Temp/Seasonal & Part-Time Non-Benefitted Total 39.75 39.75 39.75 - 39.75
Parks & Recreation Department Totals 109.75 110.75 107.45 1.00 108.45
Planning & Development Services Department -
Administration Division -
Director of Planning & Development Services 1.00 1.00 1.00 - 1.00 EX
Asst. Dir. Planning & Development Services 1.00 1.00 1.00 - 1.00 EX
Total 2.00 2.00 2.00 - 2.00
Engineering Division
City Engineer 1.00 1.00 1.00 - 1.00 L27
Assistant City Engineer 2.00 2.00 - 2.00 L26
252
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Graduate Engineer I/II 4.00 4.00 4.00 - 4.00 L20/L21
Construction Inspector 5.00 5.00 5.00 - 5.00 G15
Programs Specialist 1.00 1.00 1.00 - 1.00 G16
Total 13.00 13.00 13.00 - 13.00
Building Inspection Division
Building Official 1.00 1.00 1.00 - 1.00 G24
Plans Examiner 3.00 3.00 3.00 - 3.00 G17
Combination Building Inspector 5.00 5.00 5.00 - 5.00 G16
Total 9.00 9.00 9.00 - 9.00
Development Coordination Division
Development Coordinator 1.00 1.00 1.00 - 1.00 G23
Staff Assistant I/II 3.00 3.00 3.00 - 3.00 G11/G13
Administrative Support Specialist 1.00 1.00 1.00 - 1.00 G15
Permit Technician II 2.00 1.00 1.00 - 1.00 G11/G13
Permit Tech I 2.00 2.00 2.00 - 2.00 G10
Total 9.00 8.00 8.00 - 8.00
Planning Division
Planning Administrator 1.00 1.00 1.00 - 1.00 G24
Sr. Planner 6.00 4.00 4.00 - 4.00 G21
Staff Planner 1.00 3.00 3.00 - 3.00 G19
Planning Technician 1.00 1.00 1.00 - 1.00 G15
Total 9.00 9.00 9.00 - 9.00
Community and Neighborhood Services
Transportation Planning Coordinator 1.00 1.00 1.00 - 1.00 L23
Greenways Program Manager 1.00 1.00 1.00 - 1.00 G23
GIS Technician - 1.00 1.00 - 1.00 G14
GIS Analyst 1.00 1.00 1.00 - 1.00 G20
*GIS Technician 0.50 0.50 0.50 - 0.50 PT14
Total 3.50 4.50 4.50 - 4.50
Planning & Development Services Position Totals
Full Time Total 45.00 45.00 45.00 - 45.00
*Temp/Seasonal & Part-Time Non-Benefitted Total 0.50 0.50 0.50 - 0.50
Planning & Development Services Dept. Totals 45.50 45.50 45.50 - 45.50
Information Technology
IT Administration Division
Chief Information Officer 1.00 1.00 1.00 - 1.00 EX
Asst. Director of Information Technology 1.00 1.00 1.00 - 1.00 EX
Information Security Officer - 1.00 1.00 - 1.00 EX
IT Project Manager - 1.00 - - -
Administrative Support Specialist 1.00 1.00 1.00 - 1.00 G15
Total 3.00 5.00 4.00 - 4.00
IT PROJECT MANAGEMENT
IT Project Manager - - 1.00 - 1.00 EX
Total - - 1.00 - 1.00
253
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
E-Government Division
E-Government Coordinator 1.00 - - - -
Total 1.00 - - - -
Geographic Information Services Division
GIS Coordinator 1.00 1.00 1.00 - 1.00 G22
GIS Analyst 1.00 1.00 1.00 - 1.00 G21
*GIS Intern 0.25 0.25 0.25 - 0.25 PT03
Total 2.25 2.25 2.25 - 2.25
Mail Division
Postal Services Assistant 0.75 0.75 0.75 - 0.75 G10
Mail Clerk 0.50 0.50 0.50 0.50 G10
Total 1.25 1.25 1.25 - 1.25
Technology Services
Technology Services Coordinator 1.00 1.00 1.00 - 1.00 G22
IT Support Desk Supervisor 1.00 1.00 1.00 - 1.00 G17
Technology Services Specialist 5.00 4.00 4.00 - 4.00 G16
Technology Services Representative 2.00 2.00 2.00 - 2.00 G11
Total 9.00 8.00 8.00 - 8.00
Business Services
Business Systems Manager 1.00 1.00 1.00 - 1.00 G24
Database Administrator 1.00 1.00 1.00 - 1.00 G22
Systems Analyst 5.00 5.00 5.00 - 5.00 G22
Total 7.00 7.00 7.00 - 7.00
Network Services
Network Systems Analyst 2.00 2.00 2.00 - 2.00 G22
Network Engineer - Entry 1.00 1.00 1.00 - 1.00 G19
Total 3.00 3.00 3.00 - 3.00
Communication Services Division
Communication Services Coordinator.1.00 1.00 1.00 - 1.00 G22
Sr. Communications Technician 1.00 1.00 1.00 - 1.00 G17
Communications Technician 3.00 3.00 3.00 - 3.00 G16
Total 5.00 5.00 5.00 - 5.00
Information Technology Position Totals
Full Time Total 31.25 31.25 31.25 - 31.25
*Temp/Seasonal & Part-Time Non-Benefitted Total 0.25 0.25 0.25 - 0.25
Information Technology Department Totals 31.50 31.50 31.50 - 31.50
Fiscal Services Department
Fiscal Services
Finance Director 1.00 1.00 1.00 - 1.00 EX
Financial Systems Manager 1.00 1.00 1.00 - 1.00 G22
Staff Assistant II 1.00 1.00 1.00 - 1.00 G13
Accounting Manager/Controller 1.00 1.00 1.00 - 1.00 G23
Assistant Director Finance 1.00 1.00 1.00 - 1.00 EX
Finance Support Specialist 1.00 1.00 1.00 - 1.00 G15
254
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Financial Reporting Supervisor 1.00 1.00 1.00 - 1.00 G22
Accountant/Accountant II 3.00 3.00 3.00 - 3.00 G20/G21
Accounting Ops Supervisor 1.00 1.00 1.00 - 1.00 G20
Accounting Ops Spec 1.00 1.00 1.00 - 1.00 G13
Accounts Payable Clerk 2.00 2.00 2.00 - 2.00 G12
Accounts Receivable Clerk 1.00 - - - -
Payroll Administrator 1.00 1.00 1.00 - 1.00 G16
Payroll Specialist 1.00 1.00 1.00 - 1.00 G13
Purchasing Manager 1.00 1.00 1.00 - 1.00 G22
Buyer 2.00 3.00 3.00 - 3.00 G20
Contract Administrator 1.00 1.00 1.00 - 1.00 G21
Associate Buyer 1.00 1.00 1.00 - 1.00 G15
Budget Manager 1.00 1.00 1.00 - 1.00 G23
Budget Analyst/Budget Analyst II 4.00 4.00 4.00 - 4.00 G20/G21
Total 27.00 27.00 27.00 - 27.00
Municipal Court Division
Municipal Court Administrator 1.00 1.00 1.00 - 1.00 G22
Court Operations Supervisor 1.00 1.00 1.00 - 1.00 G20
Collections Services Coordinator 1.00 1.00 1.00 - 1.00 G16
Customer Services Coordinator 1.00 1.00 1.00 - 1.00 G16
Asst. Collections Coordinator 1.00 1.00 1.00 - 1.00 G12
Docket Coordinator 1.00 1.00 1.00 - 1.00 G12
Payment Compliance Representative 2.00 2.00 2.00 - 2.00 G11
Deputy Court Clerk 6.00 6.00 6.00 - 6.00 G10
Juvenile Case Manager - - 0.25 - 0.25 G16
Teen Court Coordinator - - 0.25 - 0.25 G12
City Marshal 1.00 1.00 1.00 - 1.00 MOS1
Deputy City Marshal 2.50 2.50 2.25 - 2.25 MO
Total 17.50 17.50 17.75 - 17.75
Municipal Court Judges Division
Municipal Court Judge 1.00 1.00 1.00 - 1.00 EX
*Municipal Court Judge(PTNB)0.50 0.50 0.50 - 0.50 PT20
Total 1.50 1.50 1.50 - 1.50
Fiscal Services Position Totals
Full Time Total 45.50 45.50 45.75 - 45.75
*Temp/Seasonal & Part-Time Non-Benefitted Total 0.50 0.50 0.50 - 0.50
Fiscal Services Department Totals 46.00 46.00 46.25 - 46.25
General Government
City Secretary Division
City Secretary 1.00 1.00 1.00 - 1.00 EX
Deputy City Secretary 1.00 1.00 1.00 - 1.00 G20
Deputy Local Registrar 1.00 1.00 1.00 - 1.00 G13
Records Management Administrator 1.00 1.00 1.00 - 1.00 G19
Staff Assistant 1.00 1.00 1.00 - 1.00 G11
Historical Records Coordinator 0.50 0.50 0.50 - 0.50 PT06
Total 5.50 5.50 5.50 - 5.50
255
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Internal Audit Division
Internal Auditor 1.00 1.00 1.00 - 1.00 G20
Assistant City Internal Auditor 1.00 1.00 1.00 - 1.00 EX
Full Time Total 2.00 2.00 2.00 - 2.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
Internal Audit Total 2.00 2.00 2.00 - 2.00
City Manager Division
City Manager 1.00 1.00 1.00 - 1.00 EX
Deputy City Manager 1.00 1.00 1.00 - 1.00 EX
Assistant City Manager 2.00 2.00 2.00 - 2.00 EX
Special Projects Coordinator 1.00 2.00 2.00 - 2.00 G21
Project Manager - Vertical Design & Construction 1.00 1.00 1.00 - 1.00 L26
Neighborhood & Community Relations Coordinator - 1.00 1.00 - 1.00 G21
Executive Assistant to the City Manager 1.00 1.00 1.00 - 1.00 G19A
Total 7.00 9.00 9.00 - 9.00
Economic Development Division
Economic Development Director 1.00 1.00 1.00 - 1.00 EX
Economic Development Manager 1.00 1.00 1.00 - 1.00 G24
Economic Development Coordinator - - - 1.00 1.00 G21
Full Time Total 2.00 2.00 2.00 1.00 3.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - -
Total 2.00 2.00 2.00 1.00 3.00
Legal Division
City Attorney 1.00 1.00 1.00 - 1.00 EX
Deputy City Attorney 1.00 1.00 1.00 - 1.00 EX
Senior Assistant City Attorney 2.00 2.00 2.00 - 2.00 L25
Assistant City Attorney I 2.00 2.00 2.00 - 2.00 L22/L24
Real Estate Spec/Legal Assistant 1.00 1.00 1.00 - 1.00 G17
Legal Assistant I 1.00 2.00 2.00 - 2.00 G14
Legal Assistant II 1.00 1.00 1.00 - 1.00 G15
Staff Assistant I 1.00 1.00 1.00 - 1.00 G11
*Summer Law Clerk - 0.25 0.25 - 0.25 PT20
Full Time Total 10.00 11.00 11.00 - 11.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - 0.25 0.25 - 0.25
Total 10.00 11.25 11.25 - 11.25
Public Communications
Public Communications Director 1.00 1.00 1.00 - 1.00 EX
Public Communications Manager 1.00 1.00 1.00 - 1.00 G23
Broadcast Media Specialist 1.00 1.00 1.00 - 1.00 G19
Multi-Media Coordinator 2.00 2.00 2.00 - 2.00 G19
Marketing Manager 1.00 1.00 1.00 - 1.00 G22
Public Communications Assistant 1.00 1.00 1.00 - 1.00 G16
Neighborhood & Community Relations Coordinator 1.00 - - - -
Total 8.00 7.00 7.00 - 7.00
Community Services Department
Community Services Administration
Community Services Director 1.00 1.00 1.00 - 1.00 EX
Community Services Assistant Director 1.00 1.00 1.00 - 1.00 EX
Staff Assistant II 1.00 1.00 1.00 - 1.00 G13
256
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Total 3.00 3.00 3.00 - 3.00
Code Enforcement Division
Code Enforcement Supervisor 1.00 1.00 1.00 - 1.00 G17
Code Enforcement Officer 3.50 3.50 3.50 (0.50) 3.00 G14
Staff Assistant II 1.00 1.00 1.00 - 1.00 G13
Total 5.50 5.50 5.50 (0.50) 5.00
Community Services Position Totals
Full Time Total 8.50 8.50 8.50 (0.50) 8.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
Community Services Dept. Totals 8.50 8.50 8.50 (0.50) 8.00
Human Resources Division
Human Resources Director 1.00 1.00 1.00 - 1.00 EX
Human Resources Services Manager 1.00 1.00 1.00 - 1.00 G22
Compensation & Benefits Manager 1.00 1.00 1.00 - 1.00 G22
Compensation Analyst 1.00 1.00 1.00 - 1.00 G20
Training & Development Coordinator 1.00 1.00 1.00 - 1.00 G19
Human Resources Generalist II 1.00 1.00 1.00 - 1.00 G20
Human Resources Generalist I 1.00 1.00 1.00 - 1.00 G19
Staff Assistant II 2.00 2.00 2.00 - 2.00 G13
Total 9.00 9.00 9.00 - 9.00
General Government Position Totals
Full Time Total 52.00 54.00 54.00 0.50 54.50
*Temp/Seasonal & Part-Time Non-Benefitted Total - 0.25 0.25 - 0.25
General Government Department Totals 52.00 54.25 54.25 0.50 54.75
General Fund Position Totals
Full Time Total 680.75 684.75 670.70 17.50 688.20
*Temp/Seasonal & Part-Time Non-Benefitted Total 43.50 43.75 43.75 - 43.75
GENERAL FUND TOTALS 724.25 728.50 714.45 17.50 731.95
Court Security Fee Fund
Court Security Division
Deputy City Marshal 0.50 0.50 0.75 - 0.75 MO
Total 0.50 0.50 0.75 - 0.75
Court Security Fee Fund Position Totals
Full Time Total 0.50 0.50 0.75 - 0.75
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
COURT SECURITY FEE FUND TOTALS 0.50 0.50 0.75 - 0.75
Juvenile Case Manager Fee Fund
Juvenile Case Manager Division
Juvenile Case Manager 1.00 1.00 0.75 - 0.75 G16
Teen Court Coordinator 0.75 0.75 0.50 - 0.50 G12
Total 1.75 1.75 1.25 - 1.25
257
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Juvenile Case Manager Fee Fund Position Totals
Full Time Total 1.75 1.75 1.25 - 1.25
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
JUVENILE CASE MANAGER FEE FUND TOTALS 1.75 1.75 1.25 - 1.25
Hotel Tax Fund
Tourism Manager (Parks & Recreation Manager)- - 0.80 - 0.80 G23
Recreation Supervisor - - 1.00 - 1.00 G20
Event Specialist - - 0.50 - 0.50 G12
Crew Leader - - - 0.50 0.50 G12
Groundsworker - - - 0.50 0.50 G10
Parks Operations Supervisor - - 0.50 - 0.50 G16
Grounds Worker - - 0.50 - 0.50 G10
Total - - 3.30 1.00 4.30
Hotel Tax Fund Position Totals
Full Time Total - - 3.30 1.00 4.30
Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
HOTEL TAX FUND TOTALS - - 3.30 1.00 4.30
Community Development Fund
Community Development Division
CD Analyst - Housing 1.00 1.00 1.00 - 1.00 G20
CD Analyst 2.00 2.00 2.00 - 2.00 G20
Code Enforcement Officer 0.50 0.50 0.50 0.50 1.00 G14
*Staff Assistant - PTNB - - - 1.00 1.00 PT11
Total 3.50 3.50 3.50 1.50 5.00
Community Development Fund Position Totals
Full Time Total 3.50 3.50 3.50 0.50 4.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - 1.00 1.00
COMMUNITY DEVELOPMENT FUND TOTALS 3.50 3.50 3.50 1.50 5.00
Northgate Parking Fund
Northgate Parking Division
District Supervisor 1.00 1.00 1.00 - 1.00 G19
District Coordinator Crew Leader 2.00 2.00 2.00 - 2.00 G14
District Coordinator 4.00 4.00 4.00 - 4.00 G11
*District Specialist 2.00 2.00 2.00 - 2.00 PT06
Total 9.00 9.00 9.00 - 9.00
Northgate Parking Fund Position Totals
Full Time Total 7.00 7.00 7.00 - 7.00
*Temp/Seasonal & Part-Time Non-Benefitted Total 2.00 2.00 2.00 - 2.00
NORTHGATE PARKING FUND TOTALS 9.00 9.00 9.00 - 9.00
258
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Electric Fund
Operations Administration Division
Warehouse Operations Activity Center
Warehouse Supervisor 1.00 1.00 1.00 - 1.00 X4
Assistant Warehouse Supervisor 1.00 1.00 1.00 - 1.00 X3B
Warehouse Assistant 3.00 3.00 3.00 - 3.00 X1
*Warehouse Clerk-Temp/Seasonal 0.50 0.50 0.50 - 0.50 PT03
Total 5.50 5.50 5.50 - 5.50
Administration Activity Center
Director of Electric Utility 1.00 1.00 1.00 - 1.00 EX
Assistant Director of Electric Utility 2.00 2.00 2.00 - 2.00 EX
Utilities Admin. Mgr.1.00 1.00 1.00 - 1.00 X8
Electric System Data Analyst 2.00 2.00 2.00 - 2.00 X5
Accounting Assistant 1.00 1.00 1.00 - 1.00 G13
Staff Assistant II 2.00 2.00 2.00 - 2.00 G13
Total 9.00 9.00 9.00 9.00
Operations Admin. Division Totals 14.50 14.50 14.50 - 14.50
Substations Divisions
Elec. Sub/ Metering Superintendent 1.00 1.00 1.00 - 1.00 U9
Substation Supervisor 1.00 1.00 1.00 - 1.00 U5
Metering Supervisor 1.00 1.00 1.00 - 1.00 U5
Relay Foreman - - - 1.00 1.00 UX3
Graduate Engineer I 1.00 1.00 1.00 - 1.00 L20
Electrical Meters Technician 3.00 3.00 3.00 - 3.00 XU2
Electrical Substation Technician 5.00 5.00 5.00 - 5.00 XU2
Total 12.00 12.00 12.00 1.00 13.00
Utility Dispatch Operations
Electric Operations and T&D Superintendent 1.00 1.00 1.00 - 1.00 U9
Utility Dispatch Ops Supervisor 2.00 2.00 2.00 - 2.00 U3
Utility Dispatch Operator 8.00 8.00 8.00 - 8.00 U1A
Total 11.00 11.00 11.00 - 11.00
Electric Compliance
Electric Utilities Compliance Officer 1.00 1.00 1.00 - 1.00 U9
Electric Compliance/Records Coordinator 1.00 1.00 1.00 - 1.00 U9
Total 2.00 2.00 2.00 - 2.00
Engineering & Design
Electrical Project Coordinator 3.00 3.00 3.00 1.00 4.00 X4
Electric Proj Coord Supervisor 1.00 1.00 1.00 - 1.00 U5
Electrical Inspector Lead 1.00 1.00 1.00 - 1.00 X4
Line Locator 1.00 1.00 1.00 - 1.00 XU1
Graduate Engineer II 1.00 1.00 1.00 - 1.00 L21
GIS Technician 1.00 2.00 2.00 - 2.00 X3/X6
*Electric Utility Asst 0.50 0.50 0.50 - 0.50 PT04
Total 8.50 9.50 9.50 1.00 10.50
259
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Energy Management Service
Energy Auditor 1.00 1.00 1.00 - 1.00 X3
Energy Coordinator 1.00 1.00 1.00 - 1.00 U5
Total 2.00 2.00 2.00 - 2.00
Electrical Transmission & Distribution Division
Elect Trans/Dist Foreman 6.00 6.00 6.00 - 6.00 U5
Elect Trans/Dist Supervisor 3.00 4.00 4.00 - 4.00 XU4
Planning Project Coordinator - 1.00 1.00 - 1.00 U5
Troubleman/Line Technician 1.00 1.00 1.00 - 1.00 XU4
Line Technician 15.00 15.00 15.00 - 15.00 XU1
*Electric Utility Asst 0.50 0.50 0.50 - 0.50 PT04
Total 25.50 27.50 27.50 - 27.50
SCADA
SCADA Systems Analyst - Lead 1.00 1.00 1.00 - 1.00 U7
SCADA System Analyst 2.00 2.00 2.00 - 2.00 U6
Total 3.00 3.00 3.00 - 3.00
AMI
AMI Superintendent - 1.00 1.00 - 1.00 U5
AMI Supervisor 1.00 1.00 1.00 - 1.00 U5
SCADA Analyst 1.00 1.00 1.00 - 1.00 U6
Meter Supervisor - 1.00 1.00 - 1.00 U5
AMI Meter Technician - Lead - 1.00 1.00 - 1.00 XU2
AMI Meter Technician - 2.00 2.00 - 2.00 XU2
Total 2.00 7.00 7.00 - 7.00
Electric Fund Position Totals
Full Time Total 79.00 87.00 87.00 2.00 89.00
*Temp/Seasonal & Part-Time Non-Benefitted Total 1.50 1.50 1.50 - 1.50
ELECTRIC FUND TOTALS 80.50 88.50 88.50 2.00 90.50
Water Fund
Water Production Activity Center
Water Production Supervisor 1.00 1.00 1.00 - 1.00 G19
Lead Water Production Operator 1.00 1.00 1.00 - 1.00 G15
Water Production Operator 3.00 3.00 3.00 - 3.00 G14
Total 5.00 5.00 5.00 - 5.00
Water Distribution Activity Center
Director of Water/Wastewater Utility 1.00 1.00 1.00 - 1.00 EX
Assistant Director- Technical & Support Services - 1.00 1.00 - 1.00 EX
Field Operations Manager 1.00 1.00 1.00 - 1.00 G22
Field Operations Supervisor - 1.00 1.00 - 1.00 G19
Senior Regulatory Compliance Coordinator 1.00 1.00 1.00 - 1.00 G20
Water Services Program Coordinator 1.00 1.00 1.00 - 1.00 G19
Engineering Operation Manager 1.00 1.00 1.00 - 1.00 L26
Graduate Engineer I 1.00 1.00 1.00 - 1.00 L20
Maintenance Supervisor 2.00 2.00 2.00 - 2.00 G20
GIS Analyst 1.00 1.00 1.00 - 1.00 G20
Crew Leader 9.00 9.00 9.00 - 9.00 G15
260
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Power & Control Specialist 1.00 1.00 1.00 - 1.00 G18
Environmental Supervisor 1.00 - - - -
Environmental Technician 3.00 3.00 3.00 - 3.00 G15
W/WW Systems Laborer 12.00 12.00 12.00 - 12.00 G11
Staff Assistant II 1.00 1.00 1.00 - 1.00 G13
*GIS Technician - - - - -
Total 36.00 37.00 37.00 - 37.00
Water Fund Position Totals
Full Time Total 41.00 42.00 42.00 - 42.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
WATER FUND TOTALS 41.00 42.00 42.00 - 42.00
Wastewater Fund
Wastewater Collection Activity Center
Environmental Technician 1.00 1.00 1.00 - 1.00 G15
Graduate Engineer II 1.00 1.00 1.00 - 1.00 L21
Maintenance Supervisor 1.00 1.00 1.00 - 1.00 G20
Crew Leader 3.00 3.00 3.00 - 3.00 G15
W/WW Systems Operator 11.00 11.00 11.00 - 11.00 G13
Total 17.00 17.00 17.00 - 17.00
Wastewater Treatment Activity Center
Asst Director of Water/Wastewater Utility 1.00 1.00 1.00 - 1.00 EX
Environmental Manager 1.00 1.00 1.00 - 1.00 G22
Asset Management Coordinator 1.00 1.00 1.00 - 1.00 G20
Plant Operations Manager 1.00 1.00 1.00 - 1.00 G23
Plant Operations Maintenance Supervisor - 1.00 1.00 - 1.00 G20
WWTP Supervisor 1.00 1.00 1.00 - 1.00 G20
SCADA and Control Systems Supervisor 1.00 1.00 1.00 - 1.00 G22
Lead WWTP Operator 3.00 3.00 3.00 - 3.00 G15
W/W Plant Operator 13.00 13.00 13.00 - 13.00 G14
Lead Power & Control Supervisor - 1.00 1.00 - 1.00 G20
Power & Control Specialist 3.00 3.00 3.00 - 3.00 G18
Staff Assistant II 1.00 1.00 1.00 - 1.00 G13
Laboratory Supervisor 1.00 1.00 1.00 - 1.00 G19
Lab Technician 2.00 2.00 2.00 - 2.00 G13
Total 29.00 31.00 31.00 - 31.00
Wastewater Fund Position Totals
Full Time Total 46.00 48.00 48.00 - 48.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
WASTEWATER FUND TOTALS 46.00 48.00 48.00 - 48.00
Water Services Position Totals
Full Time Total 87.00 90.00 90.00 - 90.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
WATER SERVICES DEPARTMENT TOTAL 87.00 90.00 90.00 - 90.00
261
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Solid Waste Fund
Residential Collection Activity Center
Division Manager - Solid Waste 0.50 0.50 0.50 - 0.50 G22
Solid Waste Supervisor 1.00 1.00 1.00 - 1.00 G16
Crew Leader 1.00 1.00 1.00 - 1.00 G15
Solid Waste Equipment Operator 18.00 20.00 20.00 - 20.00 G13
Equipment Operator 2.00 2.00 2.00 1.00 3.00 G13
Recycling & Env Compliance Mgr.1.00 1.00 1.00 - 1.00 G21
Staff Assistant II 0.50 0.50 0.50 - 0.50 G13
Staff Assistant 0.50 0.50 0.50 - 0.50 G11
*Public Works Intern 0.50 0.50 0.50 - 0.50 PT06
Total 25.00 27.00 27.00 1.00 28.00
Commercial Collection Activity Center
Division Manager - Solid Waste 0.50 0.50 0.50 - 0.50 G22
Solid Waste Supervisor 1.00 1.00 1.00 - 1.00 G16
Crew Leader 1.00 1.00 1.00 - 1.00 G15
Staff Assistant II 0.50 0.50 0.50 - 0.50 G13
Staff Assistant 0.50 0.50 0.50 - 0.50 G11
Solid Waste Equipment Operator 9.00 10.00 10.00 - 10.00 G13
Total 12.50 13.50 13.50 - 13.50
Solid Waste Fund Position Totals
Full Time Total 37.00 40.00 40.00 1.00 41.00
*Temp/Seasonal & Part-Time Non-Benefitted Total 0.50 0.50 0.50 - 0.50
Solid Waste FUND TOTALS 37.50 40.50 40.50 1.00 41.50
Property & Casualty Insurance Fund
Property & Casualty Insurance Division
Risk Manager 0.50 0.50 0.50 - 0.50 G24
Security/Safety Coordinator 0.50 0.50 0.50 - 0.50 G19
Risk Claims Coordinator 0.50 0.50 0.50 - 0.50 G19
Property Claims Assistant - 1.00 1.00 - 1.00 G13
*Property Claims Assistant (PTNB)0.50 - - - -
Total 2.00 2.50 2.50 - 2.50
Property & Casualty Insurance Fund Position Totals
Full Time Total 1.50 2.50 2.50 - 2.50
*Temp/Seasonal & Part-Time Non-Benefitted Total 0.50 - - - -
PROPERTY CASUALTY FUND TOTALS 2.00 2.50 2.50 - 2.50
Employee Benefits Fund
Employee Benefits Division
Comp & Benefits Specialist 1.00 1.00 1.00 - 1.00 G13
Total 1.00 1.00 1.00 - 1.00
Employee Benefits Fund Position Totals
Full Time Total 1.00 1.00 1.00 - 1.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
EMPLOYEE BENEFITS FUND TOTALS 1.00 1.00 1.00 - 1.00
262
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Worker's Compensation Insurance Fund
Worker's Compensation Insurance Division
Risk Manager 0.50 0.50 0.50 - 0.50 G24
Security/Safety Coordinator 0.50 0.50 0.50 - 0.50 G19
Risk Claims Coordinator 0.50 0.50 0.50 - 0.50 G19
Total 1.50 1.50 1.50 - 1.50
Worker's Compensation Insurance Fund Position Totals
Full Time Total 1.50 1.50 1.50 - 1.50
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
WORKER'S COMPENSATION FUND TOTALS 1.50 1.50 1.50 - 1.50
Utility Customer Service Fund
Utility Customer Service Activity Center
Utilities Office Manager 1.00 1.00 1.00 - 1.00 G22
Customer Service Supervisor 1.00 1.00 1.00 - 1.00 G20
Customer Service Coordinator 4.00 4.00 4.00 - 4.00 G16
Customer Service Rep. I/II/III 13.00 13.00 13.00 1.00 14.00 G10
Total 19.00 19.00 19.00 1.00 20.00
Meter Services Activity Center
Meter Services Supervisor 1.00 - - - -
Meter Tech Crew Leader 1.00 - - - -
Meter Services Technician 2.00 - - - -
Total 4.00 - - -
Utility Customer Service Position Totals
Full Time Total 23.00 19.00 19.00 1.00 20.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
UTILITY CUSTOMER SERVICE FUND TOTALS 23.00 19.00 19.00 1.00 20.00
Fleet Maintenance Fund
Fleet Services Parts Activity Center
Assistant Buyer 1.00 1.00 1.00 - 1.00 G14
Runner/Porter 1.00 1.00 1.00 - 1.00 G10
Warehouse Assistant 1.00 1.00 1.00 - 1.00 G10
*Warehouse Assistant - 0.50 0.50 - 0.50 PT11
Total 3.00 3.50 3.50 - 3.50
Fleet Services Admin. Activity Center
Division Manager - Fleet Services 1.00 1.00 1.00 - 1.00 G23
Fleet Svcs Supervisor 1.00 1.00 1.00 - 1.00 G17
Fleet Equip Tech I/III 10.00 11.00 11.00 - 11.00 G14/G16
Customer Service Rep.1.00 1.00 1.00 - 1.00 G10
Total 13.00 14.00 14.00 - 14.00
Fleet Maintenance Fund Position Totals
Full Time Total 16.00 17.00 17.00 - 17.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - 0.50 0.50 - 0.50
FLEET MAINTENANCE FUND TOTALS 16.00 17.50 17.50 - 17.50
263
Personnel List
* Temp/Seasonal/PT Non-Benefitted Position
FY18
Actual
FY19
Revised
Budget
FY20
Approved
Base Budget
FY20
Approved
SLAs
FY20
Approved
Budget
Pay
Grade
Drainage Utility Fund
Engineering Division
Environmental Inspector 1.00 1.00 1.00 - 1.00 G15
Total 1.00 1.00 1.00 - 1.00
Maintenance Division
Supervisor 2.00 2.00 2.00 - 2.00 G16
Crew Leader 1.00 1.00 1.00 - 1.00 G15
Equipment Operator 9.00 9.00 9.00 - 9.00 G13
GIS Technician 1.00 1.00 1.00 - 1.00 G14
Administrative Support Specialist 1.00 1.00 1.00 - 1.00 G15
Light Equipment Operator 3.00 3.00 3.00 - 3.00 G11
Total 17.00 17.00 17.00 - 17.00
-
Drainage Utility Fund Position Totals -
Full Time Total 18.00 18.00 18.00 - 18.00
*Temp/Seasonal & Part-Time Non-Benefitted Total - - - - -
DRAINAGE UTILITY FUND TOTALS 18.00 18.00 18.00 - 18.00
All Funds Full-time Total 957.50 973.50 962.50 23.00 985.50
All Funds Temp/Seasonal & Part-Time Non-Benefitted Total 48.00 48.25 48.25 1.00 49.25
ALL FUNDS TOTAL 1,005.50 1,021.75 1,010.75 24.00 1,034.75
264
Department Position Pay Grade
Minimum
Base Salary
Maximum Base
Salary
Police Police Officer PD00-PD04 54,038$ 79,580$
Police Sergant PDS -1 - PDSM-4 74,526 92,435
Police Lieutenant PDTA-1 - PDTN-4 91,874 109,928
Police Police Telecommunicator G14 35,402 53,102
Fire Firefighter FD1-0 - FD1-15 52,416 65,869
Fire Apparatus Operator/Paramedic II FD2-0 - FD2-9 69,160 76,556
Fire Fire Captain FD3-0 - FD3-10 80,371 95,630
Fire Accrediation/Deputy Fire Marshall FD3B-0 - FD3B-10 80,371 95,638
Fire Barralion Chief FD4 88,117 119,567
City Marshal - Court Deputy City Marshal MO-0 - MO-9 60,362 78,770
City Marshal - Court City Marshal MOC-1 - MOC-6 90,272 104,645
Planning & Development Staff Planner 19 49,668 74,479
Planning & Development Senior Planner 21 56,855 85,281
Planning & Development Principal Planner 23 65,092 97,638
Planning & Development Planning Adminstrator 24 69,650 104,474
City Wide Graduate Engineer I - EIT L20 53,417 80,125
City Wide Graduate Engineer II - EIT L21 57,157 85,735
City Wide Assistant City Attorney I (Including Prosecutor)/Engineer I L22 61,158 91,736
City Wide Engineer II /Transportation Planning Coordinator L23 65,438 98,158
City Wide Assistant City Attorney II (Including Prosecutor)/Senior Engineer I L24 70,020 105,028
City Wide Assistant Sr. City Attorney I L25 74,920 112,381
City Wide Assistant Sr. City Attorney II/Senior Engineer II/Asst. City Engineer L26 80,165 120,248
City Wide City Engineer L27 85,777 128,664
City Wide PTNB PT01 - PT20 7,540 24,825
City Wide
PTNB -Associate Judge/Emergency Call Taker/Systems Consultant/Pool
Manager/Law Clerk/Intern-Engineer PT20 14,560 78,000
City Wide General Pay Scale G10 - G24 26,998 104,474
City Wide General Pay Scale G19A -G21A 49,570 85,280
City Wide General Pay Scale EX/SM
Electric Administration Positions X1 - X8 29,931 100,738
Electric Lineman XU1 36,650 83,242
Electric Substation Tech/Metering Tech XU2 51,730 83,242
Electric Relay Tech XU3 55,869 89,898
Electric ESO/Uncertified (maximum 1 year)UX1A 45,032 51,938
Electric Elec. Systems Operator/ Certified UX1B 67,517 102,045
Electric Utility Ops Supervisor UX3 74,547 11,821
CITY OF COLLEGE STATION
PAY SCALES
FISCAL YEAR 2020
in development as of 09/30/19
265
Type Account Description FY18 Actual
FY19 Revised
Budget
FY19 Year-
End Estimate
FY20 Base
Budget
FY20 Approved
Budget
GENERAL FUND REVENUES
Investment Earnings
Investment Income 423,608 350,000 525,000 400,000 400,000
Investment Earnings Total 423,608 350,000 525,000 400,000 400,000
Ad Valorem Taxes
Tax - Current Ad Valorem 23,881,223 26,063,525 25,879,611 30,125,096 30,125,096
Tax - Delinquent Ad Valorem 108,460 80,000 10,000 80,000 80,000
Tax - Penal/Interest Ad Valorem 83,320 50,000 60,000 50,000 50,000
Ad Valorem Taxes Total 24,073,003 26,193,525 25,949,611 30,255,096 30,255,096
Sales Tax
Tax - Local Sales Tax 28,799,040 29,858,434 29,273,808 29,566,546 29,566,546
Sales Tax Total 28,799,040 29,858,434 29,273,808 29,566,546 29,566,546
Other Taxes
Tax - Mixed Drink 736,542 680,000 725,000 710,000 710,000
Tax - Natural Gas Franchise 610,864 600,000 600,000 600,000 600,000
Tax - Oil & Gas Franchise 27,573 27,849 27,573 27,849 27,849
Tax - Telecable Franchise 987,878 970,000 970,000 970,000 970,000
Tax - Telephone Franchise 650,669 615,000 630,000 316,592 316,592
Tax - Use of Streets 74,648 70,000 62,000 70,000 70,000
Tax -BTU Franchise 369,312 320,000 350,000 340,000 340,000
Other Taxes Total 3,457,485 3,282,849 3,364,573 3,034,441 3,034,441
Charges for Services - General Government
CSO -Certificate Searches 58,679 51,500 46,000 45,000 45,000
CSO - Notary Fee 60 20 20 20 20
CSO - Postage/Certificate Mail 526 500 450 500 500
CSO - Xerox/Repro Charges 2 150 - 150 150
P&DS - Mineral Interest Royalty 1,961 2,000 2,200 2,000 2,000
General Government Total 61,229 54,170 48,670 47,670 47,670
Charges for Services - Fiscal Department
Court - City Omni 13,746 15,000 11,000 15,000 15,000
Court - Court Dismissal Fees 7,480 8,000 7,500 8,000 8,000
Court - Expungement Fee 2,380 200 5,000 1,000 1,000
Court - FTA Warrant Services 25 150 - 150 150
Court - General Admin Fees 42,132 45,000 40,000 40,000 40,000
Court - Notary Fees 150 150 150 150 150
Court - Teen Court Admin Fees 371 250 500 250 250
Court - Time Pmt Fee/Unreserved 18,794 20,000 17,000 20,000 20,000
Court - Warrant Service Fee 67,025 75,000 56,000 58,800 58,800
Fiscal Department Total 152,104 163,750 137,150 143,350 143,350
Charges for Services - Police Department
Police - Arrest Fees 65,526 72,100 62,000 62,000 62,000
Police- Escort Services 5,950 7,500 5,000 7,500 7,500
Police - False Alarms 10,553 20,000 6,000 10,000 10,000
Police - Police Reports 7,980 7,500 8,500 8,500 8,500
Police - Records Check 368 450 300 450 450
Police - Unclaimed Money 955 - 849 - -
Police - SRO Reimbursement 4,526 - 4,661 2,500 2,500
Police Department Total 95,857 107,550 87,310 90,950 90,950
Charges for Services - Fire Department
Fire - EMS Athletic Standbys 49,277 50,000 40,000 45,000 45,000
Fire - EMS Transport - Emergicon 2,040,175 2,000,000 1,900,000 2,100,000 2,100,000
Fire - EMS Transport - NRS 6,925 - - - -
Fire - EMS Transport (County)279,581 285,000 286,571 285,000 285,000
Fire - Auto Fire Alarm 13,300 15,000 8,500 15,000 15,000
Fire - Auto Hood Test 2,100 1,000 1,000 1,000 1,000
Fire - Daycare Centers 1,483 1,000 1,000 1,000 1,000
Fire - Fire Sprinkler/Standpipe 14,800 20,000 13,000 15,000 15,000
Fire - Foster Homes 480 500 350 500 500
Fire - Fuel Line Leak 3,875 5,000 3,000 5,000 5,000
Fire - Fuel Tank Leak 200 - - - -
Fire - Health Care Facilities 1,300 1,500 1,000 1,500 1,500
Fire - Nursing Homes 600 - 300 - -
Fire - Revenue Rescue 4 - - - -
Fire - Travel Fee-Outside City 102 - - - -
Fire - Intergovtal-Reimb Trng 1,028 - 910 1,000 1,000
Fire - Task Force Reimb 86,048 - 99,532 15,000 15,000
Fire Department Total 2,501,278 2,379,000 2,355,163 2,485,000 2,485,000
Appendix D - Revenue for Major Funds
266
Revenue for Major Funds
D-2 Revenue History and Budget Estimates
Type Account Description FY18 Actual
FY19 Revised
Budget
FY19 Year-
End Estimate
FY20 Base
Budget
FY20 Approved
Budget
Charges for Services - Planning & Development Dept
P&DS - OFO Fees 250 - 10,125 - -
P&DS - Misc Fees 568,010 540,000 440,000 450,000 450,000
Planning & Development Total 568,260 540,000 450,125 450,000 450,000
Charges for Services - Community Services
CS - Administration Fees 480 - 840 - -
CS - Mowing Charges 624 - 20,106 - -
Community Services Total 1,104 - 20,946 - -
Charges for Services - Parks & Recreation
PARD - Recreation Programs 9,298 7,000 35,000 25,000 25,000
PARD - Tournament Fees 96,628 125,000 100,000 20,000 20,000
PARD - Heritage Programs 7,529 5,000 4,500 5,000 5,000
PARD - Grave Open/Close Fee 150 100 100 100 100
PARD - Post Burial Fees 25,250 27,000 24,000 27,000 27,000
PARD - Aquatics-Jr Lifeguard 1,970 2,200 2,000 2,200 2,200
PARD - Aquatics-Lifeguard Train 6,995 10,000 8,500 10,000 10,000
PARD - Southwood Pool Rec Programs 34,795 40,000 37,000 40,000 40,000
PARD - Thomas Pool Rec Programs 15,417 - 100 - -
PARD - Adamson Lagoon Rec Programs 165,754 202,000 195,000 202,000 202,000
PARD - Swim Lessons Rec Programs 84,063 85,000 85,000 85,000 85,000
PARD - Water Fitness Rec Programs 2,215 1,000 2,000 1,000 1,000
PARD - Swim Team Rec Programs 26,460 24,000 27,825 24,000 24,000
PARD - Senior Center Rec Programs 13,583 10,000 13,000 12,000 12,000
PARD - Lincoln Center Rec Programs 56,668 60,000 70,000 65,000 65,000
PARD - National Center Rec Programs 4,161 10,000 5,000 10,000 10,000
PARD - SW Ctr Comm Rec Programs 90 650 - 100 100
PARD - RE Meyer Ctr Rec Programs - - - 10,000 10,000
PARD - Adult Softball Rec Programs 80,930 90,000 70,000 85,000 85,000
PARD - Adult Volleyball Rec Programs 14,375 15,000 14,000 15,000 15,000
PARD - Youth Basketball Rec Programs 48,500 55,000 45,000 55,000 55,000
PARD - Youth Flag Football Rec Programs 22,980 20,000 15,000 20,000 20,000
PARD - Youth Volleyball Rec Programs 13,030 15,000 15,000 15,000 15,000
PARD - Adult Kickball Rec Programs 15,920 17,000 12,000 17,000 17,000
PARD - Challenger Sports Rec Programs 825 1,000 500 1,000 1,000
PARD - Tennis Instruction Rec Programs 16,805 17,000 20,000 17,000 17,000
PARD - Ultimate Frisbee Rec Programs 960 1,000 972 1,000 1,000
PARD - Adult Basketball Rec Programs - - - 10,000 10,000
PARD - Xtra Education Rec Programs 41,423 80,000 25,000 50,000 50,000
Parks & Recreation Total 806,772 919,950 826,497 824,400 824,400
Charges for Services Total 4,186,604 4,164,420 3,925,860 4,041,370 4,041,370
Fines & Penalties
Gen Gov't - Fines/Penalties-Parking 1,710 300 2,000 1,500 1,500
Court - Fines/Penalties-Bond Forfeits 794 500 3,000 500 500
Court - Fines/Penalties-Chld Safety Fd 35,060 33,000 33,000 33,000 33,000
Court - Fines/Penalties-ChldSafeT Seat 10,434 17,000 22,000 17,000 17,000
Court - Fines/Penalties-CityPrkg Fines 55,795 45,000 50,000 45,000 45,000
Court - Fines/Penalties-CivilPrkg Fine 125 300 100 300 300
Court - Fines/Penalties-Miscellaneous 2,108,359 2,500,000 2,110,000 2,300,000 2,300,000
Court - Fines/Penalties-Traffic Fines 27,823 40,000 25,000 25,000 25,000
Fines & Penalties Total 2,240,100 2,636,100 2,245,100 2,422,300 2,422,300
Licenses & Permits
Gen Gov't - License/Permit-Mixed Drink 57,683 45,000 51,000 45,000 45,000
Gen Gov't - License/Permit-Cr Acc Bus Reg 150 - 50 - -
PD - License/Permit-Child Safe Prog 97,415 95,000 95,000 95,000 95,000
PD - License/Permit-Taxi 1,135 1,200 1,750 1,200 1,200
PD - License/Permit-Itinerant Vend 4,325 3,500 4,500 3,500 3,500
PD - License/Permit-Livestock Per 455 350 350 350 350
PD- License/Permit-Trans Ntwk Comp - 1,200 - 1,200 1,200
Fire - License/Permit-Ambulance Lic 600 1,500 500 1,500 1,500
Fire - License/Permit-Fire Burn 1,550 500 6,000 500 500
P&DS - Contractor Reg 43,007 35,000 37,000 35,000 35,000
P&DS - Permits 1,545,954 1,675,000 1,300,000 1,500,000 1,500,000
CS - Rental Registration 20,685 10,000 15,000 10,000 10,000
Licenses & Permits Total 1,772,959 1,868,250 1,511,150 1,693,250 1,693,250
267
Revenue for Major Funds
D-3 Revenue History and Budget Estimates
Type Account Description FY18 Actual
FY19 Revised
Budget
FY19 Year-
End Estimate
FY20 Base
Budget
FY20 Approved
Budget
Other Revenue
Gen Gov't - Restitution - - 150 - -
Gen Gov't - Contributions/Donations-Misc 83 - 14 - -
Gen Gov't - Misc Operating Revenues 4,264 750 46,094 750 750
Fiscal - Other Fees-Credit Card Conven 56,921 55,000 50,000 55,000 55,000
Fiscal - Misc Operating Revenues 63 - - - -
Contrib/Donate-Misc 588 - 1,750 - -
PD - Contributions/Sponsorships - - 11,200 - -
PD - Misc Operating Revenues 162,616 175,000 140,000 150,000 150,000
Fire - Contributions/Sponsorships 4,550 - - - -
Fire - Grants-Non-Governmental 24,094 - - - -
P&DS - Misc Operating Revenues 50 - - - -
PARD - Rentals-Ball fields 55,120 24,000 35,000 24,000 24,000
PARD - Rentals-Park Pavilions 42,050 40,000 38,000 40,000 40,000
PARD - Rentals-WPC Amphitheater 21,458 17,000 25,000 17,000 17,000
PARD - Contributions/Sponsorships 2,140 - 767 - -
PARD - Concessions-WPC 12,628 7,500 8,500 7,500 7,500
PARD - Misc Operating Revenues 3,565 3,000 60,426 3,000 3,000
PARD - Rentals-Southwood Pool 9,571 7,500 8,500 7,500 7,500
PARD - Rentals-Thomas Park Pool 5,291 - - - -
PARD - Rentals-Adamson Lagoon 40,863 38,000 40,000 38,000 38,000
PARD - Concessions-Adamson Pool 22,592 21,000 22,000 21,000 21,000
PARD - Concessions-Southwood Comm Ctr 1 - 1,009 - -
PARD - Concessions-SW Center Seniors 55 - - - -
PARD - Rentals-SW Center-Teen (53) - - - -
PARD - Rentals-SW Center-Community 29,283 25,000 17,000 25,000 25,000
PARD - Contributions/Sponsorships - Teen - - - - -
PARD - Rentals-Lincoln Center 13,994 28,000 20,000 28,000 28,000
PARD - Contributions/Sponsorships - Lincoln Ctr - - 490 - -
PARD - Rentals-R.E.Meyer Center - - 44 - -
PARD - Concessions-Adult Softball 6,714 10,000 6,000 10,000 10,000
Other Revenue Total 518,500 451,750 531,945 426,750 426,750
Intergovernmental
Fiscal - Other Intergovtal-Reimb Costs - - - - -
PD - Grants-Federal 31,739 - - - -
PD - Grants-State 33,564 - 8,854 - -
PD - Other Intergovtal-Reimb Costs 37,787 - 14,687 - -
Fire - Grants-Federal 163,160 - - - 334,331
Fire - Grants-State (includes Easterwood ILA)- - - - -
Fire - Other Intergovtal-Reimb Costs 549,845 285,000 314,799 285,000 285,000
Pub Work-Oth Intergov-Reimb - - - - -
PARD - Grants-Federal - Senior Center 7,000 7,000 7,000 7,000 7,000
Intergovernmental Total 823,094 292,000 345,340 292,000 626,331
Utility Transfer
Utility Transfer-Electric 8,128,956 8,181,018 8,181,018 8,603,000 8,603,000
Utility Transfer-Solid Waste 735,000 785,000 785,000 850,000 850,000
Utility Transfer-Wastewater 1,510,930 1,625,386 1,625,386 1,865,000 1,865,000
Utility Transfer-Water 1,561,912 1,600,935 1,600,935 1,738,000 1,738,000
Utility Transfer Total 11,936,798 12,192,339 12,192,339 13,056,000 13,056,000
Misc Non-Operating
Gen Gov't - Cash Over/Short 5,481 - - - -
Gen Gov't - Fiber Lease Income 59,602 20,000 10,000 20,000 20,000
Gen Gov't - Sale of Scrap Metal 78,540 10,300 60,000 10,300 10,300
Gen Gov't - Misc Nonoperating Revenue 163,046 77,250 265,000 80,000 80,000
Fiscal - Collection Service Fees 505 773 300 773 773
Gen Gov't - Reimbursed Expenses 9,864 10,300 5,000 10,300 10,300
Fire - Reimbursed Expenses 27,319 15,450 15,450 15,450 15,450
PARD - Reimbursed Expenses - 5,665 1,125 5,665 5,665
Transfer In-Community Dev Fd 7,784 25,000 6,000 10,000 10,000
Transfer In-Wolf Pen Creek TIF Fd - 12,238 11,812 - -
Transfer In-Hotel Tax Fd 480,361 689,190 459,300 715,278 936,861
Transfer In-Empl Benefit Fd 61,345 73,000 65,000 75,000 75,000
Transfer In-Fleet Repl Fd - - - 2,662,500 2,662,500
Transfer In-IT Repl Fund - - - 209,027 209,027
Transfer In-Equip Replace Fd - - - 197,112 197,112
Transfer In-Streets CIP Fd 366,810 350,000 350,000 350,000 350,000
Transfer In-Drainage Fd 102,010 102,010 102,010 103,030 103,030
G&A Transfer In-Park Escrow Fd 34,489 36,212 36,212 32,414 32,414
G&A Transfer In-Rec Programs 155,992 145,919 145,919 201,345 201,345
G&A Transfer In-Spring Creek - - - 3,431 3,431
G&A Transfer In-Electric Fd 1,493,467 1,460,104 1,460,104 1,499,755 1,499,755
G&A Transfer In-Water Fd 888,259 841,150 841,150 838,196 838,196
G&A Transfer In-Wastewater Fd 631,761 613,544 613,544 651,753 651,753
268
Revenue for Major Funds
D-4 Revenue History and Budget Estimates
Type Account Description FY18 Actual
FY19 Revised
Budget
FY19 Year-
End Estimate
FY20 Base
Budget
FY20 Approved
Budget
G&A Transfer In-Solid Waste Fd 671,477 682,176 682,176 753,499 753,499
G&A Transfer In-NG Parking Fd 72,017 75,084 75,084 76,232 76,232
G&A Transfer In-Gen Gov CIP Fd 113,667 118,773 118,773 177,786 177,786
G&A Transfer In-Parks CIP Fd 34,490 36,213 36,213 32,415 32,415
G&A Transfer In-Streets CIP Fd 454,007 462,819 462,819 578,132 578,132
G&A Transfer In-Elec CIP Fd 45,353 48,944 48,944 75,640 75,640
G&A Transfer In-Water CIP Fd 106,770 111,918 111,918 119,984 119,984
G&A Transfer In-WW CIP Fd 106,770 111,918 111,918 233,444 233,444
G&A Transfer In-Drainage Fd 415,459 430,430 430,430 537,279 537,279
G&A Transfer In-Rdway Mnt Fd 134,457 137,130 137,130 159,467 159,467
G&A Transfer In-Rdway Mnt Fd - - - 5,779 5,779
Misc Non-Operating Total 6,721,103 6,703,510 6,663,331 10,440,986 10,662,569
General Fund Total 84,952,294 87,993,177 86,528,057 95,628,739 96,184,653
HOTEL TAX FUND REVENUES
Hotel/Motel Tax Revenue 5,737,743 5,493,466 5,727,207 5,784,479 5,784,479
Investment Income 301,212 203,708 576,306 517,995 517,995
Misc Non-Operating Revenue 10,436 17,890 247,033 - -
Hotel Tax Fund Total 6,049,391 5,715,064 6,550,546 6,302,474 6,302,474
DEBT SERVICE FUND REVENUES
Tax - Current Ad Valorem 18,943,061 20,109,296 20,109,296 21,246,328 21,246,328
Tax - Delinquent Ad Valorem 81,358 60,000 60,000 60,000 60,000
Tax - Penal/Interest Ad Valorem 65,228 40,000 40,000 40,000 40,000
Investment Income 126,466 130,000 240,000 150,000 150,000
*General Fund - 125,000 - - -
*Memorial Cemetery Fund 264,453 272,855 272,855 281,596 281,596
*Northgate Parking Fund 200,000 - - - -
Debt Service Fund Total 19,680,566 20,737,151 20,722,151 21,777,924 21,777,924
* Transfers in from other funds
ELECTRIC FUND REVENUES
Sales - Residential/Taxable 59,910,687 58,844,043 58,337,336 58,920,710 58,920,710
Sales - Commercial/Taxable 30,927,975 30,881,071 31,163,669 31,475,310 31,475,310
Sales - Commercial/Non-Taxable 11,665,188 11,668,526 11,492,223 11,607,150 11,607,150
Sales - Security Lights 91,801 92,702 92,112 90,000 90,000
Sales - Other 17,391 20,227 10,332 10,000 10,000
Other Fees - Pole Contact and Use 219,114 212,097 191,147 193,100 193,100
Forfeiture/Discounts/Penalties 1,405,928 940,789 918,041 927,200 927,200
Other Fees - Connect Fees 309,807 258,519 377,782 300,000 300,000
Misc Operating Revenue 246,009 201,898 - - -
Investment Income 752,962 622,902 1,069,236 1,079,900 1,079,900
Insurance Reimbursement - 6,256 290 - -
Reimbursed Expenses 151,120 174,793 (68,000) 100,000 100,000
Cash Over/Short 14 - (130) - -
Collection Service Fees 10,134 9,640 9,724 9,800 9,800
Sale of Property 6,088 446 (216) - -
Sale of Scrap Metal 19,077 44,457 30,000 10,000 10,000
Misc Operating Revenue - 3,717,000 3,500,000 4,000,000 4,000,000
Misc Non-Operating Revenue 11,232 1,000 - - -
Other Misc Operating Revenue - - - - -
Other Non-Operating Street Lights Xfr 1,081,710 1,090,000 1,090,000 495,320 495,320
Other Misc Non-Operating Revenue - - - - -
Transfer In-Electric CIP Fd 12,334,932 20,354,000 20,354,000 23,227,000 23,227,000
Transfer In-Fleet Repl Fd - - - 90,000 90,000
G&A Tr In-Water Fd 379,569 375,203 375,203 333,959 333,959
G&A Tr In-WW Fd 352,666 346,982 346,982 308,333 308,333
Electric Fund Total 119,893,404 129,862,551 129,289,731 133,177,782 133,177,782
WATER FUND REVENUES
Sales - Residential/Non-Taxable 8,840,870 9,266,685 8,361,890 10,063,200 10,063,200
Sales - Commercial/Non-Taxable 6,383,280 6,605,647 6,313,134 7,352,000 7,352,000
Sales-Commercial-Effluent 484,325 - (81,826) - -
Other Fees - Connect Fees 137,975 108,149 94,022 95,900 95,900
Sales-Water Taps 422,281 413,774 247,207 252,200 252,200
Other Fees-Fire Flow 7,600 7,416 5,100 5,200 5,200
Forfeiture/Discounts/Penalties - 135,394 137,101 139,800 139,800
Other Fees-Misc Operating Rev 10,200 - 7,300 7,400 7,400
Investment Income 93,512 60,000 136,210 109,000 109,000
Collection Service Fees 5 3 3 - -
Sale of Property 14,929 15,379 15,379 - -
Lease Income 4,269 5,549 5,549 5,700 5,700
Sale of Scrap Metal 13,510 15,450 15,450 15,800 15,800
Misc Non-Operating Revenue 27,500 28,325 28,325 27,000 27,000
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Revenue for Major Funds
D-5 Revenue History and Budget Estimates
Type Account Description FY18 Actual
FY19 Revised
Budget
FY19 Year-
End Estimate
FY20 Base
Budget
FY20 Approved
Budget
Insurance Reimbursement - - - - -
Transfer In-W Imp Fee Fd 359,152 301,933 350,000 290,000 290,000
Transfer In-Fleet Repl Fd - - - 170,000 170,000
Water Fund Total 16,799,407 16,963,704 15,634,844 18,533,200 18,533,200
WASTEWATER FUND REVENUES
Sales - Residential/Non-Taxable 14,384,810 15,263,099 15,123,605 15,350,500 15,350,500
Sales - Commercial/Non-Taxable 2,911,030 3,030,612 2,982,377 3,027,100 3,027,100
Sales-Sewer Taps 201,400 198,533 121,675 124,100 124,100
Other Fees-Misc Operating Rev - - - - -
Investment Income 215,124 227,527 252,725 128,900 128,900
Sp Assm/Impact Fees 15,191 - - - -
Forfeiture/Discounts/Penalties - 145,236 145,236 148,100 148,100
City Wide Wastewater Impact Rev-Cap Projs - - - - -
Reimbursed Expenses - - - - -
Sale of Property 27,750 28,531 28,527 20,000 20,000
Sale of Scrap Metal 90 - 890 - -
Misc Non-Operating Revenue 10,675 - - - -
Transfer In-Comm Dev Fd - - - - -
Transfer In-WW Imp Fee Fd 330,075 328,881 328,881 1,176,000 1,176,000
Transfer In-Fleet Repl Fd - - - 190,000 190,000
General Fund - - - - -
Wastewater Fund Total 18,096,145 19,222,419 18,983,916 20,164,700 20,164,700
SOLID WASTE FUND REVENUES
Sales - Residential/Taxable 5,994,617 6,659,107 6,628,090 6,890,933 6,890,933
Sales - Residential/Non-Taxable 34,770 38,137 38,137 39,068 39,068
Sales - Commercial/Taxable 2,947,548 2,986,064 3,209,740 3,401,234 3,401,234
Sales - Commercial/Non-Taxable 562,356 665,285 581,283 595,467 595,467
Sales - State Surcharge 899 883 600 606 606
Rent-Rolloff Ctr-Nt 11,621 16,126 10,000 10,100 10,100
Rent-Rolloff Ctr-Tx 2,276 2,607 3,100 3,000 3,000
Forfeiture/Discounts/Penalties - 82,405 83,336 84,167 84,167
Other Fees-Taxable 48,616 35,197 39,000 39,390 39,390
Other Fees-Nontaxable 4,339 3,617 4,300 4,415 4,415
Misc Nonoperating Revenue - - - -
Sales-Other-Recycling 272 - 500 500 500
Invest Income-BVSWMA 363,781 352,963 352,963 353,850 353,850
Investment Income 19,818 17,105 36,586 37,000 37,000
Grants-State - - - -
Collection Svc Fees 3,005 2,700 3,320 3,320 3,320
Sale of Property - - - -
Sale of Scrap Metal - - 1,436 1,000 1,000
Transfer In-Fleet Repl Fd - - - 790,000 790,000
Solid Waste Fund Total 9,993,921 10,862,196 10,992,391 12,254,050 12,254,050
DRAINAGE FUND REVENUES
Investment Income 26,951 20,000 27,000 22,000 22,000
Sales-Resident-Nontax 1,877,471 1,911,840 1,948,000 2,377,000 2,377,000
Sales-Commer-Nontax 447,991 477,960 457,200 558,000 558,000
Forfeitures-Discounts-Penalty - - - 20,000 20,000
Other - - 20,200 - -
Transfer In-Fleet Repl Fd - - - 230,000 230,000
Drainage Fund Total 2,352,413 2,409,800 2,452,400 3,207,000 3,207,000
ROADWAY MAINTENANCE FUND REVENUES
Sales - Residential/Non-Taxable 1,901,246 1,936,000 1,933,635 2,060,000 2,060,000
Sales - Residential-Multi 1,682,606 1,723,000 1,812,595 1,940,000 1,940,000
Sales - Commercial/Taxable 795,276 805,000 827,913 880,000 880,000
Investment Income 24,454 15,000 15,000 16,000 16,000
Forfeiture/Discounts/Penalties - 9,530 33,600 34,000 34,000
Other 222,683 - - - -
Roadway Maintenance Fund Total 4,626,265 4,488,530 4,622,743 4,930,000 4,930,000
Major Funds Revenue Total 282,443,806 298,254,592 295,776,779 315,975,869 316,531,783
Each fiscal year, in conjunction with the adoption of the budget, the City reviews its service fees and adjusts them as nece
fee ordinance can be found on the City website at http://www.cstx.gov/modules/ShowDocument.aspx?documentid=24702 a
hereby incorporated by reference.
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Fiscal Year
Section 45. The fiscal year of the City of College Station shall be determined by ordinance of the Council.
Such fiscal year shall also constitute the budget and accounting year.
Preparation and Submission of Budget
Section 46. The City Manager, between thirty (30) and ninety (90) days prior to the beginning of each fiscal
year, shall submit to the City Council a proposed budget which shall provide a complete financial plan for
the fiscal year.
Proposed Expenditures Compared With Other Years
Section 47. The City Manager shall, in the preparation of the budget, place in parallel columns opposite
the various items of expenditures the actual amount of such items of expenditures for the last completed
fiscal year, the estimated for the current fiscal year, and the proposed amount for the ensuing fiscal year.
Budget a Public Record
Section 48. The budget and all supporting schedules shall be filed with the City Secretary when submitted
to the City Council and shall be a public record for inspection by anyone. The City Manager shall cause
copies to be made for distribution to all interested persons.
Notice of Public Hearing on Budget
Section 49. At the meeting at which the budget is submitted, the City Council shall fix the time and place
of a public hearing on the budget and shall cause to be published a notice of the hearing setting forth the
time and place thereof at least five (5) days before the date of the hearing.
Public Hearing on Budget
Section 50. At the time and place set for a public hearing on the budget, or at any time and place to which
such public hearing shall from time to time be adjourned, the City Council shall hold a public hearing on
the budget submitted, and all interested persons shall be given an opportunity to be heard for or against
any item or the amount of any item therein contained.
Proceedings on Budget after Public Hearing Amending or Supplementing Budget
City Charter as amended Nov 6, 2018 Page 13 Section 51. After the conclusion of such public hearing, the
City Council may insert new items or may increase or decrease the items of the budget, except items in
proposed expenditures fixed by law. Before inserting any additional item or increasing any item of
appropriation which will increase the total budget by three (3%) percent or more, it must cause to be
published a notice setting forth the nature of the proposed increases and fixing a place and time, not less
than five (5) days after publication, at which the City Council will hold a public hearing thereon.
Proceedings on Adoption of Budget
Section 52. After such further hearing, the City Council may insert the additional item or items, and make
the increase or increases, to the amount in each case indicated by the published notice, or to a lesser
amount; but where it shall increase the total proposed expenditures, it shall also provide for an increase
in the total anticipated revenue to at least equal such total proposed expenditures.
Appendix E - Budget Charter
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Vote Required for Adoption
Section 53. The budget shall be adopted by the favorable vote of a majority of the members of the entire
City Council.
Date of Final Adoption; Failure to Adopt
Section 54. The budget shall be finally adopted not later than the twenty-seventh day of the last month
of the fiscal year. Should the City Council take no final action on or prior to such day, the budget as
submitted by the City Manager shall be deemed to have been finally adopted.
Effective Date of Budget; Certification; Copies Made Available
Section 55. Upon final adoption, the budget shall be filed with the City Secretary and such other officials
as may be designated by state law. The final budget shall be printed, or otherwise reproduced, and a
reasonable number of copies shall be made available for the use of all offices, departments and agencies,
and for the use of interested persons and civic organizations.
Budget Establishes Appropriations
Section 56. From the effective date of the budget, the several amounts stated therein as proposed
expenditures shall be and become appropriated to the several objects and purposes therein named.
Budget Establishes Amount to be Raised by Property Tax Section 57. From the effective date of
the budget, the amount stated therein as the amount to be raised by property tax shall constitute a
determination of the amount of the levy for the purposes of the City in the corresponding tax year.
Contingent Appropriation
Section 58. Provision shall be made in the annual budget and in the appropriation ordinance for a
contingent appropriation in an amount not more than three (3) percent of the total budget expenditure,
to be used in case of unforeseen items of expenditures. Such contingent appropriation shall be under the
control of, and distributed by, the City Manager, after approval by the City Council. Expenditures from this
appropriation shall be made only in case of established emergencies and a detailed account of such
expenditures shall be recorded and reported. The City Charter as amended Nov 6, 2018 Page 14 proceeds
of the contingent appropriation shall be disbursed only by transfer to other departmental appropriation,
the spending of which shall be charged to the departments or activities for which the appropriations are
made.
Estimated Expenditures Shall Not Exceed Estimated Resources
Section 59. The total estimated expenditures of the general fund and debt fund shall not exceed the total
estimated resources of each fund. The City Council may by ordinance amend the budget during a fiscal
year if one of the following conditions exists:
1.If during the fiscal year the City Manager certifies that there are available for appropriation
revenues in excess of those estimated in the budget, the City Council, by ordinance, may make
supplemental appropriations for the year up to the amount of such excess. Before approval, the
Council shall hold a public hearing on the proposed budget amendment. A notice of the time and
place of a public hearing on the supplemental appropriation shall be published in the official
newspaper of the City of College Station. The notice shall be placed in the newspaper at least five
(5) business days before the date of the hearing.
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2.To meet a public emergency affecting life, health and property of the public peace, the City
Council may make emergency appropriations. Such appropriations may be made by emergency
ordinance. To the extent that there are no available unappropriated revenues or a sufficient fund
balance to meet such appropriations, the Council may by such emergency ordinance authorize
the issuance of emergency notes, which may be renewed from time to time, but the emergency
notes and renewals of any such notes made during a fiscal year shall be paid not later than the
last day of the fiscal year next succeeding that in which the emergency appropriation was made.
3.If at any time during the fiscal year it appears probable to the City Manager that the revenues or
fund balances available will be insufficient to meet the amounts appropriated, the City Manager
shall report to the City Council without delay, indicating the estimated amount of the deficit, any
remedial action taken and recommendations as to any other steps to be taken. The Council shall
then take such further action as it deems necessary to prevent or reduce any deficit and for that
purpose it may by ordinance reduce one or more appropriations.
Lapse of Appropriation
Section 60. All appropriations shall lapse at the end of the fiscal year to the extent that they shall not have
been expended or lawfully encumbered.
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I. STATEMENT OF PURPOSE
The broader intent of the following Fiscal and Budgetary Policy Statements is to enable the City to achieve a
long-term stable and positive financial condition. The watchwords of the City’s financial management include
integrity, prudent stewardship, planning, accountability, and full disclosure.
The more specific purpose is to provide guidelines to the Chief Financial Officer in planning and directing the
City’s day-to-day financial affairs and in developing recommendations to the City Manager and City Council.
The scope of these policies generally spans, among other issues, accounting, purchasing, auditing, financial
reporting, internal controls, operating and capital budgeting, revenue management, cash and investment
management, expenditure control, asset management, debt management, and planning concepts, in order to:
A. Present fairly and with full disclosure the financial position and results of the financial operations of the City
in conformity with generally accepted accounting principles (GAAP), and
B. Determine and demonstrate compliance with finance related legal and contractual issues in accordance
with provisions of the Texas Local Government Code and other pertinent legal documents and mandates.
The City Council will annually review and approve the Fiscal and Budgetary Policy Statements as part of the
budget process.
II. OPERATING BUDGET
A. PREPARATION. Budgeting is an essential element of the financial planning, control, and evaluation
process of municipal government. The “operating budget” is the City’s annual financial operating plan.
The budget includes all of the operating departments of the City, the debt service fund, all capital projects
funds, and the internal service funds of the City. The budgets for the General Funds and Special Revenue
Funds are prepared in the Finance Department on the modified accrual basis of accounting. Under this
basis, revenues are recognized when they become measurable and available to finance expenditures of
the current period. Expenditures are recognized when the related fund liability is incurred with the
exception of: unmatured interest on long term debt which is recognized when due and certain
compensated absences and claims and judgments such as accrued vacation leave which are recognized
when the obligations are expected to be liquidated with expendable resources.
The budgets for the Enterprise and Internal Service Funds are similarly prepared on the modified accrual
basis of accounting where cash transactions are included in the budget presentation in lieu of non-cash
transactions such as depreciation. The focus is on the net change in working capital (current assets less
current liabilities).
The budget is prepared with the cooperation of all City Departments, and is submitted to the City Manager
who makes any necessary changes and transmits the document to the City Council. The budget shall be
presented to the City Council no later than six weeks prior to fiscal year end, and shall be enacted by the
City Council on or before the twenty-seventh day of the last month of the preceding fiscal year.
1.APPROVED BUDGET. An approved budget shall be prepared by the City Manager with the participation
of all of the City’s Department Directors within the provisions of the City Charter.
Appendix F - Fiscal and Budgetary
Policy Statements
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a.The budget shall include four basic segments for review and evaluation: (1) personnel costs, (2) base
budget for operations and maintenance costs, (3) service level adjustments for increases or
decreases to existing service levels, and (4) revenues.
b.The budget review process shall include Council participation in the development of each of the four
segments of the approved budget and a public hearing to allow for citizen participation in the budget
preparation.
c.The budget process shall span sufficient time to address policy and fiscal issues by the Council.
d.A copy of the approved budget shall be filed with the City Secretary when it is submitted to the City
Council in accordance with the provisions of the City Charter.
2.ADOPTION. Upon the presentation of an approved budget document to the Council, the Council shall
call and publicize a public hearing. The Council will subsequently adopt by ordinance such budget as it
may have been amended as the City’s Annual Budget, effective for the fiscal year beginning October
1.
3.BUDGET AWARD. The operating budget will be submitted annually to the Government Finance
Officers Association (GFOA) for evaluation and consideration for the Award for Distinguished Budget
Presentation.
B. BALANCED BUDGET. The operating budget will be balanced with current revenues, exclusive of beginning
resources, greater than or equal to current expenditures/expenses. Excess balances shall be used as capital
funds or other non-recurring expenditures.
C. PLANNING. The budget process will be coordinated so as to identify major policy issues for City Council.
The budget process will be a part of an overall strategic planning process for the City.
D. REPORTING. Periodic financial reports will be prepared to enable the Department Directors to assess their
budgetary and operational performance and to enable the Finance Department to monitor and control the
budget as authorized by the City Manager. Summary financial reports will be presented to the City Council
quarterly within thirty (30) working days after the end of each quarter. Such reports will be in a format
appropriate to enable the City Council to understand the big picture budget status.
E. CONTROL. Operating expense control is addressed in Section IV. of these Policies.
F. CONTINGENT APPROPRIATION. Pursuant to Section 58 of the Charter of the City of College Station, the City
will establish an adequate contingent appropriation in each of the operating funds. The expenditure for this
appropriation shall be made only in cases of emergency, and a detailed account shall be recorded and
reported. The proceeds shall be disbursed only by transfer to departmental appropriation. The transfer of
this budget appropriation shall be under the control of the City Manager and may be distributed by him in
amounts not exceeding $100,000. Any transfer involving more than such amounts must be expressly
approved in advance by the City Council.
All transfers from the contingent appropriation will be evaluated using the following criteria:
1.Is the request of such an emergency nature that it must be made immediately?
2.Why was the item not budgeted in the normal budget process?
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3.Why can’t the transfer be made within the division or department?
III. REVENUE MANAGEMENT.
A. OPTIMUM CHARACTERISTICS. The City will strive for the following optimum characteristics in its revenue
system:
1.SIMPLICITY. The City, where possible and without sacrificing accuracy, will strive to keep the revenue
system simple in order to reduce compliance costs for the taxpayer or service recipient. A corresponding
decrease in the City’s cost of collection and a reduction in avoidance to pay will thus result. The City will
avoid nuisance taxes or charges as revenue sources.
2.CERTAINTY. A knowledge and understanding of revenue sources increases the reliability of the revenue
system. The City will understand its revenue sources and enact consistent collection policies to provide
assurances that the revenue base will materialize according to budgets and plans.
3.EQUITY. The City shall make every effort to maintain equity in its revenue system; i.e., the City shall seek
to minimize or eliminate all forms of subsidization between entities, funds, services, utilities, and
customer classes.
4.REVENUE ADEQUACY. The City shall require that there be a balance in the revenue system; i.e., the
revenue base will have the characteristic of fairness and neutrality as it applies to cost of service,
willingness to pay, and ability to pay.
5.ADMINISTRATION. The benefits of a revenue source will exceed the cost of levying and collecting that
revenue. The cost of collection will be reviewed annually for cost effectiveness as a part of the indirect
cost and cost of service analysis. Where appropriate, the City will use the administrative processes of
State or Federal collection agencies in order to reduce administrative costs.
6.DIVERSIFICATION AND STABILITY. A diversified revenue system with a stable source of income shall be
maintained. This approach will help avoid instabilities in particular revenue sources due to factors such
as fluctuations in the economy and variations in the weather. Stability is achieved by a balance between
elastic and inelastic revenue sources.
B. OTHER CONSIDERATIONS. The following considerations and issues will guide the City in its revenue policies
concerning specific sources of funds:
1.COST/BENEFIT OF INCENTIVES FOR ECONOMIC DEVELOPMENT. The City will use due caution in the
analysis of any tax or fee incentives that are used to encourage development. Ideally, a cost/benefit
(fiscal impact) analysis will be performed as part of such evaluation.
2.NON-RECURRING REVENUES. One-time or non-recurring revenues will not be used to finance ongoing
operations. Non-recurring revenues should be used only for one-time expenditures such as long-lived
capital needs. They will not be used for budget balancing purposes.
3.PROPERTY TAX REVENUES. All real and business personal property located within the City shall be
valued at 100% of the fair market value for any given year based on the current appraisal supplied to
the City by the Brazos County Appraisal District. Reappraisal and reassessment shall be done at a
minimum of once every three years.
A ninety-six and one half percent (96.5%) collection rate shall serve each year as a minimum goal for tax
collections. The City Manager may, for budget and forecasting purposes, use up to the tax rate in effect
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for the current year’s budget. This policy will require that the City Manager justify a tax rate that is
different from the current tax rate. The justification will be based on City Council directions, needs
arising from voter authorized bonds, or other extraordinary conditions as may arise from time to time.
4.INVESTMENT INCOME. Earnings from investment (both interest and capital gains) of available monies,
whether pooled or not, will be distributed to the funds in accordance with the equity balance of the fund
from which monies were provided to be invested.
5.USER-BASED FEES AND SERVICE CHARGES. For services associated with a user fee or charge, the direct
and indirect costs of that service will be offset by a fee where possible. There will be a review of fees
and charges no less than once every three years to ensure that fees provide adequate coverage of costs
of services. User charges may be classified as “full cost recovery,” “partial cost recovery I,” “partial cost
recovery II” and “minimal cost recovery,” based upon City Council policy.
a.Full fee support (80-100%) will be obtained from enterprise operations such as utilities, solid waste
service, landfill, cemetery and licenses and permits.
b.Partial fee support I (50-80%) will be generated by charges for emergency medical services,
miscellaneous licenses and fines, and all adults’ sports programs.
c.Partial fee support II (20%-50%) will be generated by charges for youth programs and activities.
d.Minimum fee support (0-20%) will be obtained from other parks, recreational and cultural programs
and activities.
6.ENTERPRISE FUND RATES. The City will review and adopt utility rates as needed to generate revenues
required to fully cover operating expenses, meet the legal restrictions of all applicable bond covenants,
and provide for an adequate level of working capital.
Additionally, enterprise activity rates will include transfers to and receive credits from other funds as
follows:
a.General and Administrative (G&A) Charges. G&A costs will be charged to all funds for services of
general overhead, such as administration, finance, customer billing, personnel, technology,
engineering, legal counsel, and other costs as appropriate. The charges will be determined through
an indirect cost allocation study following accepted practices and procedures.
b.Unmetered City of College Station Street Light Costs. The electric power cost related to the
unmetered City of College Station street lights will be incurred in the Electric Fund as part of the
overall purchased power cost. The General Fund will reimburse the Electric Fund for the estimated
cost of this service. The reimbursement amount will be estimated on an annual basis and will be
based on the number of applicable street lights, estimated power consumption and estimated
maintenance costs.
c.Utility Transfer to General Fund. The intent of this transfer is to provide a benefit to the citizens for
their ownership of the various utility operations. An in-lieu-of-franchise fee is included as part of the
rate computation of the transfer and is consistent with the franchise rates charged to investor
owned utilities franchised to operate within the City.
(1) Electric Fund
(1) In-Lieu-of-Franchise Fee - The in-lieu-of-franchise fee will be calculated based on kWh usage
at a rate of that would equate to an approximate 8.0% franchise fee. The final total transfer
amount will not exceed 8.0% of total estimated operating revenues.
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(2) Water, Wastewater and Solid Waste Funds
This transfer will be made in accordance with the following two methods, not to exceed 10% of
the total estimated operating revenues for the Water and Wastewater Funds, and 10% for the
Solid Waste Fund:
(1) In-Lieu -of-Franchise Fee. In-lieu-of-franchise fee will be included as part of the rate
computation at 6% of gross sales consistent with the franchise rates charged to investor
owned utilities franchised to operate within the City.
(2) Utility Transfer to the General Fund. This transfer will be calculated at 8% of total Fund Equity.
7.INTERGOVERNMENTAL REVENUES. Reliance on intergovernmental revenues (grants) will be eliminated
or reduced. Any potential grants will be examined for matching and continuation of program
requirements. These revenue sources should be used only for projects and programs where operating
and maintenance costs that have been included in the financial forecast and their ultimate effect on
operations and revenue requirements are anticipated.
8.REVENUE MONITORING. Revenues as they are received will be regularly compared to budgeted
revenues and variances will be investigated. This process will be summarized in the appropriate budget
report.
IV.EXPENDITURE CONTROL
A. APPROPRIATIONS. The point of budgetary control is at the department level in the General Fund and at
the fund level in all other funds. When budget adjustments among Departments and/or funds are
necessary, they must be approved by the City Council and must meet other requirements as outlined in
the City Charter, with the exception of inter-fund transfers involving an internal replacement fund; in the
case of funds being moved to or from any of the replacement funds (IT, Equipment, or Fleet), Council
approval is not required. Budget appropriation amendments at lower levels of control shall be made in
accordance with the applicable administrative procedures.
An exception shall be made in the case of the Water and Wastewater Funds. Because the accounting for
salaries and benefits is based on functions performed within these two Funds, either Fund’s employees
can be expensed in either Fund depending upon whether a specific employee is performing a Water job
versus a Wastewater job, regardless of the Fund in which that employee is budgeted. For this reason, the
total budget of these two Funds shall be considered when comparing to the total of the actual expenditures
of both Funds when determining if budget has been exceeded.
B. AMENDMENTS TO THE BUDGET. In accordance with the City Charter, the budget may be amended after
the following conditions are met:
1.The City Manager certifies that there are available revenues in excess of those estimated in the Budget.
2.The City Council holds a public hearing on the supplemental appropriation.
3.The City Council approves the supplemental appropriation.
C. CENTRAL CONTROL. Modifications within the operating categories (salaries, supplies, maintenance,
services, capital etc.) can be made with the approval of the City Manager. Modifications to reserve
categories and interdepartmental budget totals will be done with the applicable Finance Department
administrative procedure.
D. PURCHASING. The City shall make expenditures to promote the best interests of the citizens of College
Station. The City shall encourage free and unrestricted competition on bids and purchases, ensuring the
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taxpayers the best possible return on and use of their tax dollars. It shall be the policy of the City to fully
comply with and make purchases or expenditures pursuant to the City’s Purchasing Manual which includes
policies, rules, regulations, procedures, state and federal law.
The Purchasing office, a division of Fiscal Services, is the central authority for all purchasing activity $3,000
and greater. The City Manager or his designee, in consultation with appropriate City Departments, may
determine the procurement method for goods and services that provides the best value to the City. The
purchase of goods or services by the City at a total cost of less than $3,000 may be approved by the
applicable department in accordance with the department’s internal control procedures.
E. PROMPT PAYMENT. All invoices approved for payment by the proper City authorities shall be paid within
thirty (30) calendar days of receipt of goods or services or invoice date, whichever is later, in accordance
with the provisions of Chapter 2251 of the Local Government Code.
The Finance Department shall establish and maintain proper procedures which will enable the City to take
advantage of all purchase discounts, when possible, except in the instance where payments can be
reasonably and legally delayed in order to maximize the City’s investable cash.
F. RISK MANAGEMENT. The City will aggressively pursue every opportunity to provide for the Public’s and
City employees’ safety and to manage its risks. The goal shall be to minimize the risk of loss of resources
through liability claims with an emphasis on safety programs. All reasonable options will be investigated to
finance risks. Such options may include risk transfer, insurance, and risk retention. Where risk is retained,
reserves will be established based upon actuarial determinations and not be used for purposes other than
for financing losses.
G. REPORTING. Summary reports will be prepared showing actual expenditures as compared to the original
budget and prior year expenditures.
V. CAPITAL BUDGET AND PROGRAM
A. PREPARATION. The City’s capital budget will include all capital projects funds and all capital resources. The
budget will be prepared annually on a project basis. The capital budget will be prepared by the Finance
Department with the involvement of responsible departments.
B. CONTROL. All capital project expenditures must be appropriated in the capital budget. The Chief Financial
Officer must certify the availability of resources before any capital project contract is presented to the City
Council for approval.
C. PROGRAM PLANNING. The capital budget will be taken from the capital improvements project plan for
future years. The planning time frame for the capital improvements project plan should normally be five
years, with a minimum of at least three years. The replacement and maintenance for capital items should
also be projected for the next five years. Future maintenance and operational costs will be considered so
that these costs can be included as appropriate in the annual budget.
D. FINANCING PROGRAMS. Where applicable, assessments, impact fees, pro-rata charges, or other fees
should be used to fund capital projects which have a primary benefit to specific, identifiable property
owners.
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Recognizing that long-term debt is usually a more expensive financing method, alternative financing sources
will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with
expected lives which equal or exceed the average life of the debt issue.
E. REPORTING. Periodic financial reports will be prepared to enable the Department Directors to manage their
capital budgets and to enable the Finance Department to monitor and control the capital budget as
authorized by the City Manager. Summary capital project status reports will be presented to the City Council
monthly.
VI. CAPITAL MAINTENANCE & REPLACEMENT
The City recognizes that deferred maintenance and no t anticipating capital replacements increases future capital
costs. In order to address these issues, the City Council has approved a number of policies to address these issues.
A. STREETS CAPITAL MAINTENANCE AND REPLACEMENT. It is the policy of the City to annually provide
significant funding for the Streets Division within the Public Works Department to use for a residential
street maintenance program.
B. BUILDING CAPITAL MAINTENANCE AND REPLACEMENT. It is the policy of the City to annually provide
significant funding for major maintenance on its buildings such as roof air conditioning, flooring and other
replacements.
C. PARKING LOTS AND INTERNAL ROADWAYS. It is the policy of the City to annually provide significant
funding to pay for major maintenance of parking lots and internal roadways.
D. TECHNOLOGY. The City will maintain a schedule for the replacement of IT equipment and will establish
charges assigned to departments to account for the cost of that replacement.
E. FLEET REPLACEMENT. The City has a major investment in its fleet of cars, trucks, tractors, backhoes, and
other equipment. The City will anticipate replacing existing equipment, as necessary and will establish
charges that are assigned to departments to account for the cost of that replacement. The replacement
fund may be used to provide funding for new equipment providing a charge to departments that recovers
the initial investment and lost opportunity costs and maintains the ability of the fund to provide for
replacement of all covered equipment.
E. EQUIPMENT REPLACEMENT. There are necessary equipment items which are neither vehicles nor IT.
These items are covered in the Equipment Replacement Fund. As a part of the on-going infrastructure
maintenance and replacement, the City has anticipated the useful life of such equipment and established
a means of charging the cost of replacement of that equipment to the various departments in order to
recognize the city’s continuing need.
VII.ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
A. ACCOUNTING. The City is solely responsible for the recording and reporting of its financial affairs, both
internally and externally. The Chief Financial Officer is the City’s Chief Fiscal Officer and is responsible for
establishing the structure for the City’s Chart of Accounts and for assuring that procedures are in place to
properly record financial transactions and report the City’s financial position.
B. AUDITING.
1.QUALIFICATIONS OF THE AUDITOR. In conformance with the City’s Charter and according to the
provisions of Texas Local Government Code, Title 4, Chapter 103, the City will be audited annually by
outside independent accountants (“auditor”). The auditor must be a CPA firm of regional reputation and
280
must demonstrate that it has the breadth and depth of staff to conduct the City’s audit in accordance
with generally accepted auditing standards (GAAS) and contractual requirements. The auditor must be
registered as a partnership or corporation of certified public accountants, holding a license under
Chapter 901 Texas Occupations Code, capable of demonstrating that it has sufficient staff which will
enable it to conduct the City’s audit in accordance with generally accepted auditing standards as
required by the City Charter and applicable state and federal laws. The auditor’s report on the City’s
financial statements will be completed and filed with the City Secretary within 120 days of the City’s
fiscal year end, and the auditor will jointly review the management letter with the City Council within 30
days of its receipt by the staff.
In conjunction with their review, the Chief Financial Officer shall respond in writing to the City Manager
and City Council regarding the auditor’s Management Letter, addressing the issues contained therein.
The Council shall schedule its formal acceptance of the auditor’s report upon the resolution of any issues
resulting from the joint review.
2.RESPONSIBILITY OF AUDITOR TO CITY COUNCIL. The auditor is retained by and is accountable directly
to the City Council and will have access to direct communication with the City Council if the City Staff is
unresponsive to auditor recommendations or if the auditor considers such communication necessary to
fulfill its legal and professional responsibilities.
3.SELECTION OF AUDITOR. The City will not require a periodic rotation of outside auditors, but will
circulate requests for proposal for audit services at least every five years. Authorization for the City’s
annual audit shall occur no less than 30 days prior to the end of the fiscal year.
4.CITY INTERNAL AUDITOR. Pursuant to Article III, Section 30 of the City Charter, the City map appoint an
officer of the City to be the City Internal Auditor. The internal auditor will assist management in
preventing, detecting and deterring fraud by monitoring the design and proper functioning of internal
control policies and procedures. The internal auditor may conduct performance audits, special
investigations, and special studies under the direction of the City Council or Audit Committee.
C. FINANCIAL REPORTING.
1.EXTERNAL REPORTING. The City shall prepare a written Comprehensive Annual Financial Report (CAFR)
that shall be presented to the Council within 120 calendar days of the City’s fiscal year end. Accuracy
and timeliness of the CAFR are the responsibility of City staff. The CAFR shall be prepared in accordance
with GAAP and shall be presented annually to the Government Finance Officer’s Association (GFOA) for
evaluation and consideration for the Certificate of Achievement for Excellence in Financial Reporting. If
City staffing limitations preclude such timely reporting, the Chief Financial Officer will inform the City
Council of the delay and the reasons therefore.
2.INTERNAL REPORTING. The Fiscal Services Department will prepare internal financial reports, sufficient
to plan, monitor, and control the City’s financial affairs. Internal financial reporting objectives are
addressed throughout these policies.
VIII.ASSET MANAGEMENT
A. INVESTMENTS. The Chief Financial Officer or the designee shall promptly invest all City funds with the
depository bank in accordance with the provisions of the current Bank Depository Agreement or in any
negotiable instrument authorized by the City Council under the provisions of the Public Funds Investment
Act of 1987 as amended, and in accordance with the City Council’s approved Investment Policies.
281
An investment report will be provided to the City Council quarterly. This report shall provide both summary
and detailed information on the City’s investment portfolio.
B. CASH MANAGEMENT. The City’s cash flow will be managed to maximize the cash available to invest. Such
cash management will entail the centralization of cash collections, where feasible, including utility bills,
building and related permits and licenses, fines, fees, and other collection offices as appropriate.
Periodic review of cash flow position will be performed to determine performance of cash management
and conformance to investment policies. The underlying theme will be that idle cash will be invested with
the intent to 1) safeguard assets, 2) maintain liquidity, and 3) maximize return. Where legally permitted,
pooling of investments will be done.
C. FIXED ASSETS AND INVENTORY. These assets will be reasonably safeguarded and properly accounted for,
and prudently insured.
A fixed asset of the City shall be defined as a purchased or otherwise acquired piece of equipment, vehicle,
furniture, fixture, capital improvement, addition to existing capital investments, land, buildings or
accessioned Library materials which has an original cost or value of at least $5,000 and a useful life of more
than three years. All expenditures related to specific capital projects are exceptions to the rule. Assets
owned by the electric utility will be capitalized in accordance with Federal Energy Regulatory Commission
(FERC) guidelines. Furthermore, assets owned by either the water or wastewater utilities will be capitalized
in accordance with the National Association of Regulatory Utility Commissioners (NARUC) guidelines.
The City’s fixed assets shall be reasonably safeguarded and properly accounted for and sufficiently insured.
Responsibility for the safeguarding of the City’s fixed assets lies with the department director in whose
department the fixed asset is assigned. The Fiscal Services Department shall maintain the permanent
records of the City’s fixed assets including description, cost, department of responsibility, date of
acquisition, depreciation and expected useful life.
C. COMPUTER SYSTEM/DATA SECURITY. The City shall provide security of its computer/network system and
data files through physical and logical security systems that will include, but not limited to, double back-
to-back firewalls and a two-tier spam/virus protection system. The physical location of computer/network
systems shall be in locations inaccessible to unauthorized personnel.
IX. DEBT MANAGEMENT
A. DEBT ISSUANCE. The City will issue debt only for the purpose of acquiring or constructing capital assets for
the general benefit of its citizens and to allow it to fulfill its various missions as a city. Debt may be issued
for the purposes of purchasing land or rights-of-way and/or improvements to land, for construction projects
to provide for the general good, and for capital equipment.
1.GENERAL OBLIGATION BONDS (GO’s). GO’s will be used only to fund capital assets of the general
government and are not to be used to fund operating needs of the City. GO’s are backed by the full faith
and credit of the City as well as the ad valorem tax authority of the City, to the extent allowed by law.
The term of a bond issue will not exceed the useful life of the asset(s) funded by the bond issue and will
generally be limited to no more than twenty (20) years. General obligation bonds must be authorized by
a vote of the citizens of the City of College Station.
2.REVENUE BONDS (RB’s). RB’S will be issued to provide for the capital needs of any activities where the
capital requirements are necessary for continuation or expansion of a service which produces a revenue
282
and for which the asset may reasonably be expected to provide for a revenue stream to fund the debt
service requirements. The term of the obligation should not exceed the useful life of the asset(s) to be
funded by the bond issue and will generally be limited to no more than twenty (20) years.
3.CERTIFICATES OF OBLIGATION, Contract Obligations, etc. (CO’s). CO’s will be used in order to fund
capital requirements that are not otherwise covered under either revenue bonds or general obligation
bonds. Debt service for CO’s may be either from general revenues or backed by a specific revenue
stream or streams or by a combination of both. Generally CO’s will be used to fund capital assets when
GO’s and RB’s are not appropriate and when authorized under law. The term of the obligation may not
exceed the useful life of the asset(s) to be funded by the proceeds of the debt issue and will generally
be limited to no more than ten (10) years, but may extend to twenty (20) years when the asset is of a
nature that its anticipated useful life exceeds 20 years.
B. METHOD OF ISSUANCE AND BIDDING PARAMETERS.
1.METHOD OF SALE. The City will use a competitive bidding process in the sale of bonds unless the nature
of the issue warrants a negotiated bid. In situations where a competitive bidding process is not elected,
the City will publicly present the reasons why, and the City will participate with the financial advisor in
the selection of the underwriter or direct purchaser.
2.BIDDING PARAMETERS. The notice of sale will be carefully constructed so as to ensure the best possible
bid for the City, in light of the existing market conditions and other prevailing factors.
C. ANALYSIS OF FINANCING ALTERNATIVES. The Finance Department will explore alternatives to the issuance
of debt for capital acquisitions and construction projects. These alternatives will include, but not be limited
to, 1) grants in aid, 2) use of reserves, 3) use of current revenues, 4) contributions from developers and
others, 5) leases, and 6) impact fees.
D. DISCLOSURE. Full disclosure of operating costs along with capital costs will be made to the bond rating
agencies and other users of financial information. The Finance Department, with the assistance of financial
advisors and bond counsel, will prepare the necessary materials for presentation to the rating agencies, will
aid in the production of Preliminary Official Statements, and will take responsibility for the accuracy of all
financial information released.
E. FEDERAL REQUIREMENTS. The City will maintain procedures to comply with arbitrage rebate and other
Federal requirements.
F. DEBT STRUCTURING. The City will issue bonds for 20 years or less, not to exceed the life of the asset
acquired.
The structure should approximate level annual debt service unless operational matters dictate otherwise
or if market conditions indicate potential savings could result from modifying the level payment stream.
Consideration of market factors, such as the tax-exempt qualification, minimum tax alternative, and so forth
will be given during the structuring of long-term debt instruments.
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X. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS
A. OPERATIONAL COVERAGE. (NO OPERATING DEFICITS). The City will maintain an operational coverage of
1.00, such that current operating revenues will at least equal or exceed current operating expenditures.
Deferrals, short-term loans, or one-time sources will be avoided as budget balancing techniques. Reserves
will be used only for emergencies or non-recurring expenditures, except when balances can be reduced
because their levels exceed guideline minimums as stated in Paragraph B, following.
B. OPERATING RESERVES/FUND BALANCES
1.The unobligated fund balance in the General Fund should be at least 18% of the annual budgeted
General Fund expenses. This percentage is the equivalent of approximately 65 days expenditures. An
additional amount of up to 3.0% should be maintained for extraordinary items or contingencies. Cash
and investments alone should be equivalent to 30 days of operating expenditures.
2.The working capital (current assets less current liabilities) in the enterprise funds should be maintained
at 18% of total operating expenses or the equivalent of approximately 65 days. Cash and Investments
alone should be equivalent to 30 days of operations.
3.The Hotel Tax Fund balance should be at least 18% of the annual budgeted expenditures. Adequate
reserves are essential due to the nature of this revenue source and the reliance organizations have on
this revenue source to maintain ongoing operations.
4.The Internal Service Funds will attain and retain fund balance/working capital balances appropriate for
the fund.
(a) Some funds such as Fleet Maintenance and Utility Customer Service need only a minimal working
capital balance in order to meet the needs of the fund.
(b) Other funds-such as the various insurance funds where risk is retained by the City in a self-insurance
mode, a reserve will be established based upon an actuarial determination. Such reserve will be
used for no other purposes than for financing losses under the insurance program.
(c) The Replacement Fund will have a working capital balance that will provide resources to replace
covered equipment when it is necessary to be replaced. The funds will be replenished based on
anticipated life of equipment and adjusted based on changes in the costs the covered equipment.
C. LIABILITIES AND RECEIVABLES. Procedures will be followed to maximize discounts and reduce penalties
offered by creditors. Current liabilities will be paid within 30 days of the invoice date or on receipt of the
goods or services, whichever is later. Accounts Receivable procedures will target collection for a maximum
of 30 days from service, with any receivables aging past 90 days to go to a collection agency. The Chief
Financial Officer, or designee, is authorized to write-off uncollectible accounts that are delinquent for more
than 365 days, if the proper delinquency procedures have been followed.
D. CAPITAL AND DEBT SERVICE FUNDS.
1.Monies in the capital projects funds will be used within 36 months of receipt. Balances will be used to
generate interest income to offset increases in construction costs or other associated costs. Capital
project funds are intended to be expended.
2.Revenues in the General Debt Service Fund are stable, based on property tax revenues and transfers
from other funds. Remaining balances are maintained to meet contingencies and to make certain that
284
the next year’s debt service payments may be met in a timely manner. The fund balance should not fall
below 8.33% (one month) of average budgeted expenditures (in line with IRS guidelines).
XI.INTERNAL CONTROLS
A. WRITTEN PROCEDURES. Wherever possible, written procedures will be established and maintained by the
Finance Department for all functions involving purchasing, cash handling and/or accounting throughout
the City. These procedures will embrace the general concepts of fiscal responsibility set forth in this policy
statement.
B. DEPARTMENT DIRECTORS’ RESPONSIBILITIES. Department Directors are the City Manager Designee for
their department. The Finance Director also serves as the Chief Financial Officer’s designee. Each
department Director is responsible for ensuring that good internal controls are followed throughout his or
her Department, that all Fiscal Services Department directives or internal controls are implemented, and
that all independent auditor internal control recommendations are addressed. Departments will develop
and periodically update written internal control procedures.
C. INTERNAL REVIEWS/AUDITS. The Finance Department will complete a review/audit of any department
or procedure as directed by the Chief Financial Officer. Audits of petty cash and cash receipts will be
randomly scheduled and conducted on an annual basis.
285
Appendix G‐1
City of College Station Land Area and General Statistics
(as of September 2019)
Date incorporated:October, 1938
Date first charter adopted:October, 1938
Date present charter adopted:May, 1992
Date of last charter amendment:November, 2012
Form of government:Council‐Manager
Elections:
Total registered voters (November 2018):114,003
Registered voters voting in last municipal election
(November 2018):54,877
% of registered voters voting in last municipal election
(November 2018):48.14%
Miles of streets
Centerline Miles (CoCS, TXDoT, TAMU, Private & County)578.33
Centerline Miles maintained by City 349.00
0.00
10.00
20.00
30.00
40.00
50.00
60.00
1938 1940 1950 1960 1970 1980 1995 2010 2019
Area in Square Miles
286
Population 2019 * 122,548
Count 2018 119,871
2017 117,656
2016 109,895
2015 106,465
2014 102,117
2013 99,918
2010 93,583
2000 67,890
1990 52,456
1980 37,296
1970 17,676
1960 11,396
Sex and Age
Male 50.7%
Female 49.3%
Under 5 years ##5.3%
5 to 9 years ##4.4%
10 to 14 years ##4.2%
15 to 19 years ##14.0%
20 to 24 years ##29.7%
25 to 34 years ##15.0%
35 to 44 years ##8.7%
45 to 54 years ##6.9%
55 to 59 years ##3.1%
60 to 64 years ##2.7%
65 to 74 years ##3.7%
75 to 84 years ##1.6%
85 years and older ##0.7%
Median Age 22.7
Race
White ##65.4%
Black or African American ##8.0%
Hispanic or Latino ##14.8%
American Indian and Alaska Native ##0.2%
Asian ##9.8%
Native Hawaiian and Other Pacific Islander ##0.0%
Some other race 52 0.2%
Two or more races ##1.7%
Appendix G‐2
Population and Demographic Estimates
Source: U.S. Census Bureau, 2013‐2017 American Community Survey
* Estimate based upon Certificates of Occupancies. Source: City of College Station, Department of
Planning and Development Services as of September 2019.
287
TOTAL NUMBER NUMBER PERCENT
YEAR LABOR FORCE EMPLOYED UNEMPLOYED UNEMPLOYED
2010 48,667 45,623 3,044 6.3%
2011 48,638 45,769 2,869 5.9%
2012 49,095 46,554 2,541 5.2%
2013 50,998 48,513 2,485 4.9%
2014 52,092 50,007 2,085 4.0%
2015 54,870 53,132 1,738 3.2%
2016 57,047 55,110 1,937 3.4%
2017 58,103 56,318 1,785 3.1%
2018 60,033 58,318 1,715 2.9%
2019* 58,849 57,093 1,756 3.0%
Appendix G‐3
Source: Texas Workforce Commission
* Data reflects labor force and employment through August 2019.
Primary Labor Force for College Station 2010‐2019
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
40,000
42,000
44,000
46,000
48,000
50,000
52,000
54,000
56,000
58,000
60,000
62,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019*
TOTAL LABOR FORCE PERCENT UNEMPLOYED
288
Civilian Labor Force Occupations for College Station
Civilian employed population 16 years and over:##
Management, professional, and related occupations ##48.2%
Service occupations ##17.1%
Sales and office occupations ##23.4%
Construction, extraction, maintenance and repair occupations ##4.7%
Production, transportation, and material moving occupations ##6.7%
Source: U.S. Census Bureau, 2013‐2017 American Community Survey 5‐year Estimate
Households
Less than $10,000 ##16.3%
$10,000 to $14,999 ##7.3%
$15,000 to $24,999 ##12.7%
$25,000 to $34,999 ##9.6%
$35,000 to $49,999 ##11.7%
$50,000 to $74,999 ##12.5%
$75,000 to $99,999 ##9.5%
$100,000 to $149,999 ##11.8%
$150,000 to $199,999 ##3.6%
$200,000 or more ##5.0%
Median household income (dollars) $39,430
Mean household income (dollars) $66,254
Families
Less than $10,000 ##6.2%
$10,000 to $14,999 ##2.6%
$15,000 to $24,999 ##8.2%
$25,000 to $34,999 ##7.1%
$35,000 to $49,999 ##11.0%
$50,000 to $74,999 ##15.4%
$75,000 to $99,999 ##13.2%
$100,000 to $149,999 ##19.7%
$150,000 to $199,999 ##7.0%
$200,000 or more ##9.5%
Median household income (dollars) $74,428
Mean household income (dollars) $101,207
Non‐family Households
Median household income (dollars) $22,387
Mean household income (dollars) $34,323
Mean travel time to work (minutes) 15.7
Source: U.S. Census Bureau, 2013‐2017 American Community Survey 5‐year Estimate
(in 2017 Inflation‐Adjusted Dollars)
Appendix G‐4
Economic Characteristics
Income and Benefits for College Station
289
UNIVERSITY
YEAR ENROLLMENT
2010 49,129
2011 49,861
2012 50,227
2013 53,548
2014 56,948
2015 58,993
2016 60,898
2017 63,287
2018 64,126
2019 64,300
* Preliminary Fall 2019 enrollment as of September 2019.
Source: Texas A&M University DARS Enrollment Profile database.
Appendix G‐5
Texas A&M University Enrollment 2010 ‐ 2019
44,000
49,000
54,000
59,000
64,000
TAMU Enrollment
Establishedin1876,TexasA&M
University became the first public higher
education institution in Texas.
The College Station campus posted a
preliminary Fall 2019 enrollment of
64,300, remaining the largest university
in Texas and among national leaders.
Students are enrolled in one of 10
colleges and 75 departments. Texas
A&M has the largest engineering school
in the U.S.
290
Appendix G‐6
City of College Station Principal Taxpayers
Percent of
2019 Total Assessed
College Station ‐ Top 10 Taxpayers Type of Business Assessed Valuation Valuation
CPP College Station I, LLC Housing $69,800,000 0.75%
The Standard at College Station LLC Apartments 65,100,000 0.70%
Sterling‐A&M High Rise LLC Housing 63,614,688 0.68%
FujiFilm Diosynth Biotechnologies Texas LLC Biotechnology 60,671,010 0.65%
Woodridge College Station Phase II, LLC Apartments 55,470,994 0.59%
Woodridge College Station I, LLC Apartments 55,373,651 0.59%
Post Oak Mall ‐ College Station LLC Retail Mall 54,570,040 0.58%
SW Meadows Point, LP Housing 53,740,000 0.57%
Culpepper Family, LP Apartments 53,654,459 0.57%
Weinberg Israel Housing 52,829,451 0.56%
$584,824,293 6.25%
Top 5 Commercial Taxpayers *Type of Business Assessed Valuation Valuation
Post Oak Mall ‐ College Station LLC Retail Mall $54,570,040 0.58%
College Station Hospital LP Medical 49,452,630 0.53%
Century Square Commercial Venture LLC Mixed Use Retail 46,600,270 0.50%
HEB;H E Butt Store Prop CO #1 Retail 35,343,740 0.38%
Wal‐Mart Real Estate Business Trust Retail 34,189,190 0.37%
$220,155,870 2.35%
Top 5 Industrial Taxpayers *Type of Business Assessed Valuation Valuation
FujiFilm Diosynth Biotechnologies Texas LLC Biotechnology $60,671,010 0.65%
FujiFilm Diosynth Biotech TX LLC Biotechnology 21,648,341 0.23%
Dealer Computer Services Inc.Retail 20,121,714 0.21%
AT&T Mobility LLC Telecommunications 9,445,880 0.10%
Dallas MTA LP Telecommunications 4,621,690 0.05%
$116,508,635 1.24%
Source: Brazos County Appraisal District
*Taxpayers may own additional land that is not classified as commercial or industrial therefore the value is not picked
up on the commercial and industrial value report.
291
Total Value
Year Permits Value Permits Value Permits Value Permits Value
2010 860 93,158,066$ 309 162,053,510$ 1,169 255,211,576$
2011 971 124,132,135$ 359 123,779,052$ 1,330 247,911,187$
2012 1,208 149,737,218$ 325 67,478,910$ 1,533 217,216,128$
2013 1,030 145,142,757$ 333 67,516,132$ 1,363 212,658,889$
2014 1,167 211,909,494$ 338 67,570,229$ 1,505 279,479,723$
2015 1,687 206,336,883$ 294 78,209,095$ 1,981 284,545,978$
2016 1,813 326,155,478$ 233 207,834,013$ 2,046 533,989,491$
2017 1,190 257,998,990$ 208 170,405,189$ 1,398 428,404,179$
2018 1,953 177,627,344$ 461 103,143,722$ 2,414 280,771,066$
2019** 380 88,077,296$ 60 73,831,280$ 821 27,590,467$ 1,261 189,499,043$
** Year‐to‐date totals through September 2019
Source:The City of College Station, Planning and Development Services
** Year‐to‐date totals through September 2019
Appendix G‐7
City of College Station Construction Permits
Last Ten Calendar Years
Other
Construction*
* Starting in 2019, all new pools, remodels/renovations, new roofs, demolitions, slab only and other improvements are reported under "Other Construction". These
permits were previously reported under Residential and Commercial.
Commercial
Construction
Residential
Construction
In April of FY15, Planning and Development Services migrated to new software called TrakIt. Reporting capabilities for TrakIt differ from reporting capabilities from
the previous software. P&DS prepared estimates based on the capababilities of the new software for the months after the transition. Estimates may differ slighly
from Newsletter totals published on the CS website.
$‐
$100,000,000
$200,000,000
$300,000,000
$400,000,000
$500,000,000
$600,000,000
0
500
1,000
1,500
2,000
2,500
3,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019**
Construction Permits (Calendar Year)
Residential Commercial Other Total Value
292
Appendix G‐8
City of College Station Court Statistics
(by Quarter: June 2019 through August 2019)
Collection rate:$105.17 per case to the City
$145.81 per case total
Cases disposed/cases filed:5,769 cases disposed, 6,286 cases filed
Number of search warrants issued:53
Email decisions to arraingements:358 email decisions versus 4 adult arraignments
Number of repeat offenses:Disorderly Conduct (3), Minor in Possession (12),
Minor in Consumption (1)
Number of non‐appearances by Juveniles and Parents:0
Length of time:
Days from offense date to bench trial date:39.3
Days from offense date to jury trial date:277
Average age of cases disposed (in days):19.16
Community Living Class Participants (2019 year to date):598 defendants
293
Park System Inventory
PARK NAME PARK TYPE ACREAGE PARK ZONE RESTROOMS SHELTER PAVILION PICNIC UNITS PLAY UNITS SWINGS POND UNPAVED TRAILS PAVED TRAILS EXERCISE STATION BASKETBALL COURT SOCCER FIELD SOFTBALL FIELD BASEBALL FIELD BACKSTOPS BATTING CAGES TENNIS COURT VOLLEYBALL SWIMMING POOL SPLASH PAD PARKING SPACES PUBLIC ART OTHER
ANDERSON N 8.95 6 O O O • •1/3 •2 O 30
ART & MYRA BRIGHT N 11.92 4 • • •2 •1/2
BARRACKS N 7.61 15 •3 • •1/3 •• •2 6 Dog Park, Horseshoes
BEE CREEK C 44.51 B O O O • •4 •1/3 •1/2 O2 O4 • O 237 Arboretum, Pickleball
BILLIE MADELEY N 5.06 2 •1 2
BRIDGEWOOD N 1.35 13 • •1/3
BRISON N 8.07 6 •1/3 10 Bonfire Memorial Lights
BROTHERS POND N 16.28 5 • • •2 •FP O1/2 • •1/2 •2F
BRIAN BACHMANN COMMUNITY PARK C 42.21 B O3 • O • O O2 O2 O6 •4F O O4 • O 544
Skate Park Community Center, Horseshoes
CARTER’S CROSSING N 8.54 4 • • •1/8
CASTLEGATE N 8.26 13 • • •2 OP •1/3 • O2
CASTLEROCK N 6.04 10 • • •3 O1/3 •F •F
COVE OF NANTUCKET N 3.39 12 •1/3
CREEK VIEW N 4.37 10 • • • O1/2 • •2F 7 School
CRESCENT POINTE N 5.06 4 •1/3
CY MILLER N 2.77 3 • • •FP •1/3 O
EASTGATE N 2.28 2 O
EDELWEISS N 10.93 5 • • •2 •1/2 • •F •F • 10
EDELWEISS GARTENS N 14.14 10 • • •2 O1/2 •
EMERALD FOREST N 4.84 8 • O O1/3 O1/2
ETONBURY N 1.13 13 O •
GABBARD N 10.75 6 • • •2 •FP O1/3 •2F
GEORGIE K. FITCH N 11.15 5 • • •2 O1/3 O •2F
JACK & DOROTHY MILLER N 10.01 5 O • •2 •1/3 • ◌C •F •2F School
JOHN CROMPTON C 14.48 7 O O O • • •FP •1 ◌C 50
LEMONTREE C 17.31 6 O • • •1 •1/2 O 37
LICK CREEK C 523.44 D O •2 •3 60 Community Center, Dog Park
LIONS N 1.42 2 • •2 ◌C 10
LONGMIRE N 3.24 5 • •1/4
LUTHER JONES N 1.56 6 •F
MERRY OAKS N 4.50 2 • •2 O1/3 •
NORTHGATE N 1.86 1 Undeveloped
OAKS C 7.92 2 O O • • •1/4 ◌C O Disc Golf, Horseshoes
PARKWAY N 2.35 2 • •2
PEBBLE CREEK N 10.74 11 • • •4 •1/2 ◌C •2F •2F School
PHILLIPS N 3.74 13 O •
REATTA MEADOWS N 2.98 10 •2 • •2 O1/4 •
RICHARD CARTER N 7.31 2 O •1/3 • State Historic
SANDSTONE N 15.74 8 • • • •1/3 •• •2F •4F 48
SMITH TRACT N 13.60 4 Undeveloped
294
PARK NAME PARK TYPE ACREAGE PARK ZONE RESTROOMS SHELTERS PAVILION PICNIC UNITS PLAY UNITS SWINGS POND UNPAVED TRAILS PAVED TRAILS EXERCISE STATION BASKETBALL COURT SOCCER FIELDS SOFTBALL FIELDS BASEBALL FIELDS BACKSTOPS BATTING CAGES TENNIS COURTS VOLLEYBALL SWIMMING POOL SPLASH PAD PARKING SPACES PUBLIC ART OTHER
SONOMA N 6.82 10 Undeveloped
SOUTHEAST C 68.76 C Undeveloped
SOUTHERN OAKS N 14.90 10 • • •2 •1/3 • Disc Golf
SOUTHWEST N 8.42 6 • • •P O1/3 •
STEEPLECHASE C 11.71 5 • • •2 O1/2 O Dog Park
STEPHEN C. BEACHY CENTRAL C 51.57 C O3 O2 O • O •FP •1 O1 • O O3 O4 O2 O2 • 297 PARD Office
SUMMIT CROSSING N 9.32 4 Undeveloped
THOMAS C 11.20 C O • •4 O1 • •2 O2 • 27
UNIVERSITY C 10.01 2 • • O2 •P O1/2 22 Dog Park
VETERANS ATHLETIC C 148.75 C O4 O O • O •1.5 O13 O5 O2 1269 O Veterans Memorial, History Mile,
W.A. TARROW (W. Smith) C 23.59 B O O O • O3 O1/3 ◌2CO1 O3 •2F O2 O 319 O
Community Center,
State Historic Marker, GaGa Ball Pit
WALLACE LAKE N 1.84 13 O1/8 O 20
WILDWOOD N 28.71 D
WINDWOOD N 1.43 4 • • •2 Ο1
WOLF PEN CREEK
C 63.83 C O3 O • O •P O2 • 66 O
Amphitheater, Green Room, Plaza, Disc Golf, Festival Site Community Center
WOODCREEK N 6.57 8 • O •1/3 O1/2 O
WOODLAND HILLS N 14.99 9 • • O3 O1/2
QUANTITY PARK TYPE
TOTAL
ACREAGE*
43 Neighborhood 324.94
Total Neighborhood Park Acreage 324.94
14 Community 1,039.29
Total Community Park Acreage 1,039.29
Developed Parks: 52 Parks
Undeveloped Parks: 5 Parks
2 Municipal Cemeteries 76.02 Acres
Cemeteries are not included in acreage totals.
57 Total Parks ~ 1,364.22
*Park classification may change as park develop.
KEY
C- Community Park F - Open Practice Fields
N - Neighborhood Park O - Lighted Facilities
FP - Fishing Pond •- Unlighted Facilities
P - Pond (Non-fishing)
PARK ACREAGE PER 1,000 RESIDENTS
Neighborhood Park Acres per 1,000 (324.94 Acres) 2.71
Community Park Acres per 1,000 (1,039.29 Acres) 8.67
Total Acreage (1064.22) per 1,000 Residents 11.40
Based on December 2018 Population Estimate of 119,871
received from the
Office of Planning & Development Services.
295
General
Gov't
Dept
Fiscal
Services
Dept
Police
Dept Fire Dept Planning &
Dev Dept
Public
Works
Dept
Comm
Services
Dept
Electric
Dept
Water
Dept
Waste‐
water
Dept
Parks &
Rec Dept
IT
Dept
Governmental Funds
Major Governmental Funds
General Fund X
Debt Service Fund X
Non‐Major Governmental Funds
Economic Development Fund X
Efficiency Time Payment Fund X X
Spring Creek Local Government Fund X
Capital Projects Funds
General Gov't Projects Fund X
Parks Projects Fund
Streets Projects Fund X
Special Revenue Funds
Hotel Tax Fund X X X
Community Development Fund X X
Roadway Maintenance Fund X
Wolf Pen Creek TIF Fund X
System‐wide Water Impact Fee Fund X
System‐wide WW Impact Fee Fund X
Court Technology Fee Fund
Court Security Fee Fund X
Juvenile Case Manager Fee Fund X
Truancy Prevention Fee Fund
Police Seizure Fund X
Parkland Dedication Funds X
Sidewalk Zone Funds X
Memorial Cemetery Fund X
TX Ave Cemetery Endow. Fund X
Memorial Cem Endow. Fund X
Public, Ed & Gov't Fee Fund X
East Med Dist TIRZ #19 X
Dartmouth Synthetic TIRZ X
R E Meyer Fund X
Drainage Utility Fund X
Roadway Impact Fee Funds X
Fun For All Playground Fund X
Enterprise Funds
Major Enterprise Funds Funds
Electric Fund X
Water Fund X
Wastewater Fund X
Non‐Major Enterprise Funds
Solid Waste Fund X
Northgate Parking Fund X
Capital Projects Funds
Electric Projects Fund X
Water Projects Fund X X
Wastewater Projects Fund X XX
Internal Service Funds
Insurance Funds X
Fleet Replacement Fund X X
IT Replacement Fund X X
Equipment Replacement Fund X X
Fleet Maintenance Fund X X
Utility Customer Service Fund X X
Appendix G‐10
City of College Station Fund/Dept Relationship Matrix*
*In many cases, the City Funds above are associated with multiple Departments. The relationships notated above are intended to reflect the Department(s)
that is/are primarily responsible for the majority of the activity within the Fund.
296
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2008
PRINCIPAL - $9,455,000
Streets - $8,813,000; Traffic Signals and Safety System Improvements - $602,000;
Park Projects $40,000;
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 435,000 4.125%8,972 443,972
8-15-20 0 0 443,972 0
Interest 77,359
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2009*
PRINCIPAL - $3,335,000
Streets - $595,000; Traffic Signals and Safety System Improvements - $455,000;
Park Projects $1,535,000; Fire Station #6 - $750,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 160,000 3.900%6,620 166,620
8-15-20 3,500 3,500 170,120 175,000
2-15-21 175,000 4.000%3,500 178,500
8-15-21 178,500 0
Interest 51,415
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2009 (Refunding)
PRINCIPAL - $8,095,000
Refunding of Series 1998 (GOB), 1999 (GOB), 2000 (GOB) and 2000A (CO)
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 465,000 4.000%9,300 474,300 474,300 0
Interest 77,388
Appendix H - Debt Service Schedules
297
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2010
PRINCIPAL - $19,635,000
Streets - $12,525,000; Park Projects $870,000; Fire Station #6 - $6,240,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 910,000 3.000%202,753 1,112,753
8-15-20 189,103 189,103 1,301,856 11,730,000
2-15-21 950,000 3.000%189,103 1,139,103
8-15-21 174,853 174,853 1,313,956 10,780,000
2-15-22 995,000 3.000%174,853 1,169,853
8-15-22 159,928 159,928 1,329,781 9,785,000
2-15-23 1,040,000 3.000%159,928 1,199,928
8-15-23 144,328 144,328 1,344,256 8,745,000
2-15-24 1,090,000 3.000%144,328 1,234,328
8-15-24 127,978 127,978 1,362,306 7,655,000
2-15-25 1,135,000 3.125%127,978 1,262,978
8-15-25 110,244 110,244 1,373,222 6,520,000
2-15-26 1,190,000 3.250%110,244 1,300,244
8-15-26 90,906 90,906 1,391,150 5,330,000
2-15-27 1,245,000 3.250%90,906 1,335,906
8-15-27 70,675 70,675 1,406,581 4,085,000
2-15-28 1,300,000 3.375%70,675 1,370,675
8-18-28 48,738 48,738 1,419,413 2,785,000
2-15-29 1,360,000 3.500%48,738 1,408,738
8-15-29 24,938 24,938 1,433,675 1,425,000
2-15-30 1,425,000 3.500%24,938 1,449,938 1,449,938 0
Interest 3,348,747
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2010 (Refunding)
PRINCIPAL - $37,150,000
Refunding of Series 2000 (URB), 2001 (GOB, CO & URB) and 2002 (GOB, CO & URB)
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 4,290,000 4.000%174,000 4,464,000
8-15-20 88,200 88,200 4,552,200 4,410,000
2-15-21 3,375,000 4.000%88,200 3,463,200
8-15-21 20,700 20,700 3,483,900 1,035,000
2-15-22 1,035,000 4.000%20,700 1,055,700 1,055,700 0
Interest 1,432,325
298
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2012
PRINCIPAL - $4,435,000
Streets - $4,260,000; Park Projects $175,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 150,000 5.000%46,391 196,391
8-15-20 42,641 42,641 239,031 2,380,000
2-15-21 160,000 5.000%42,641 202,641
8-15-21 38,641 38,641 241,281 2,220,000
2-15-22 165,000 3.000%38,641 203,641
8-15-22 36,166 36,166 239,806 2,055,000
2-15-23 170,000 5.000%36,166 206,166
8-15-23 31,916 31,916 238,081 1,885,000
2-15-24 180,000 5.000%31,916 211,916
8-15-24 27,416 27,416 239,331 1,705,000
2-15-25 185,000 3.000%27,416 212,416
8-15-25 24,641 24,641 237,056 1,520,000
2-15-26 195,000 3.000%24,641 219,641
8-15-26 21,716 21,716 241,356 1,325,000
2-15-27 205,000 3.125%21,716 226,716
8-15-27 18,513 18,513 245,228 1,120,000
2-15-28 210,000 3.125%18,513 228,513
8-18-28 15,231 15,231 243,744 910,000
2-15-29 215,000 3.250%15,231 230,231
8-15-29 11,738 11,738 241,969 695,000
2-15-30 225,000 3.250%11,738 236,738
8-15-30 8,081 8,081 244,819 470,000
2-15-31 230,000 3.375%8,081 238,081
8-15-31 4,200 4,200 242,281 240,000
2-15-32 240,000 3.500%4,200 244,200 244,200 0
Interest 807,422
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2012 Refunding
PRINCIPAL - $16,850,000
Refunding of Series 2003 (GOB & URB Refunding), 2004 (GOB and Refunding), 2003A (CO & URB) and 2004 (CO)
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 1,485,000 5.000%181,950 1,666,950
8-15-20 144,825 144,825 1,811,775 5,945,000
2-15-21 1,565,000 5.000%144,825 1,709,825
8-15-21 105,700 105,700 1,815,525 4,380,000
2-15-22 1,645,000 *105,700 1,750,700
8-15-22 68,375 68,375 1,819,075 2,735,000
2-15-23 1,735,000 5.000%68,375 1,803,375
8-15-23 25,000 25,000 1,828,375 1,000,000
2-15-24 1,000,000 5.000%25,000 1,025,000
8-15-24 0 1,025,000 0
Interest 1,730,000
*Denotes bifurcated maturity.
299
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2013
PRINCIPAL - $9,020,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
9,020,000
2-15-20 335,000 5.000%136,809 471,809
8-15-20 128,434 128,434 600,244 5,950,000
2-15-21 345,000 *128,434 473,434
8-15-21 123,259 123,259 596,694 5,605,000
2-15-22 360,000 5.000%123,259 483,259
8-15-22 114,259 114,259 597,519 5,245,000
2-15-23 375,000 5.000%114,259 489,259
8-15-23 104,884 104,884 594,144 4,870,000
2-15-24 395,000 5.000%104,884 499,884
8-15-24 95,009 95,009 594,894 4,475,000
2-15-25 420,000 5.000%95,009 515,009
8-15-25 84,509 84,509 599,519 4,055,000
2-15-26 440,000 4.000%84,509 524,509
8-15-26 75,709 75,709 600,219 3,615,000
2-15-27 455,000 4.000%75,709 530,709
8-15-27 66,609 66,609 597,319 3,160,000
2-15-28 475,000 4.000%66,609 541,609
8-18-28 57,109 57,109 598,719 2,685,000
2-15-29 495,000 4.125%57,109 552,109
8-15-29 46,900 46,900 599,009 2,190,000
2-15-30 510,000 4.250%46,900 556,900
8-15-30 36,063 36,063 592,963 1,680,000
2-15-31 540,000 4.250%36,063 576,063
8-15-31 24,588 24,588 600,650 1,140,000
2-15-32 560,000 4.250%24,588 584,588
8-15-32 12,688 12,688 597,275 580,000
2-15-33 580,000 4.375%12,688 592,688 592,688 0
Interest 2,653,816
*
Denotes bifurcated maturity.
Streets Capital Projects - $6,525,000 and Parks Capital Projects - $2,725,000
*Due to the premium and discount received on this debt issue, the City only had to issue $9,020,000 in bonds.
Total debt proceeds received were $9,250,000. A premium of $230,000 was paid to the City.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2013 Refunding
PRINCIPAL - $11,740,000
Refunding of Series 2005 (GOB, CO & URB) and portion of 2005A (URB)
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
11,740,000
2-15-20 935,000 5.000%159,700 1,094,700
8-15-20 136,325 136,325 1,231,025 5,625,000
2-15-21 1,000,000 *136,325 1,136,325
8-15-21 115,625 115,625 1,251,950 4,625,000
2-15-22 1,055,000 5.000%115,625 1,170,625
8-15-22 89,250 89,250 1,259,875 3,570,000
2-15-23 1,120,000 5.000%89,250 1,209,250
8-15-23 61,250 61,250 1,270,500 2,450,000
2-15-24 1,190,000 5.000%61,250 1,251,250
8-15-24 31,500 31,500 1,282,750 1,260,000
2-15-25 1,260,000 5.000%31,500 1,291,500
8-15-25 0 1,291,500 0
Interest 1,752,200
*
Denotes bifurcated maturity.
300
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2014
PRINCIPAL - $12,695,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
12,695,000
2-15-20 510,000 5.000%209,888 719,888
8-15-20 197,138 197,138 917,025 9,910,000
2-15-21 530,000 3.000%197,138 727,138
8-15-21 189,188 189,188 916,325 9,380,000
2-15-22 550,000 3.000%189,188 739,188
8-15-22 180,938 180,938 920,125 8,830,000
2-15-23 570,000 5.000%180,938 750,938
8-15-23 166,688 166,688 917,625 8,260,000
2-15-24 600,000 5.000%166,688 766,688
8-15-24 151,688 151,688 918,375 7,660,000
2-15-25 630,000 5.000%151,688 781,688
8-15-25 135,938 135,938 917,625 7,030,000
2-15-26 665,000 5.000%135,938 800,938
8-15-26 119,313 119,313 920,250 6,365,000
2-15-27 695,000 4.000%119,313 814,313
8-15-27 105,413 105,413 919,725 5,670,000
2-15-28 720,000 4.000%105,413 825,413
8-18-28 91,013 91,013 916,425 4,950,000
2-15-29 750,000 4.000%91,013 841,013
8-15-29 76,013 76,013 917,025 4,200,000
2-15-30 780,000 4.000%76,013 856,013
8-15-30 60,413 60,413 916,425 3,420,000
2-15-31 810,000 3.500%60,413 870,413
8-15-31 46,238 46,238 916,650 2,610,000
2-15-32 840,000 3.500%46,238 886,238
8-15-32 31,538 31,538 917,775 1,770,000
2-15-33 870,000 3.500%31,538 901,538
8-15-33 16,313 16,313 917,850 900,000
2-15-34 900,000 3.625%16,313 916,313 916,313 0
Interest 4,232,963
Streets Capital Projects - $7,610,000, Facility Capital Projects - $500,000 and Parks Capital Projects - $5,580,000
*Due to the premium and discount received on this debt issue, ta total of $12,695,000 in bonds was issued.
Total debt proceeds received were $13,690,000. A premium of $995,000 was paid to the City.
301
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2014 Refunding
PRINCIPAL - $23,170,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
23,170,000
2-15-20 1,590,000 5.000%290,775 1,880,775
8-15-20 251,025 251,025 2,131,800 11,405,000
2-15-21 1,670,000 3.000%251,025 1,921,025
8-15-21 225,975 225,975 2,147,000 9,735,000
2-15-22 1,740,000 3.000%225,975 1,965,975
8-15-22 199,875 199,875 2,165,850 7,995,000
2-15-23 1,825,000 5.000%199,875 2,024,875
8-15-23 154,250 154,250 2,179,125 6,170,000
2-15-24 1,940,000 5.000%154,250 2,094,250
8-15-24 105,750 105,750 2,200,000 4,230,000
2-15-25 2,055,000 5.000%105,750 2,160,750
8-15-25 54,375 54,375 2,215,125 2,175,000
2-15-26 2,175,000 5.000%54,375 2,229,375
Interest 3,599,000
Refunding of Series 2006 (GOB, CO & URB) and portion of 2005A (URB)
302
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2016
PRINCIPAL - $8,265,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
8,265,000
2-15-20 310,000 5.000%127,238 437,238
8-15-20 119,488 119,488 556,725 7,105,000
2-15-21 325,000 5.000%119,488 444,488
8-15-21 111,363 111,363 555,850 6,780,000
2-15-22 345,000 5.000%111,363 456,363
8-15-22 102,738 102,738 559,100 6,435,000
2-15-23 360,000 5.000%102,738 462,738
8-15-23 93,738 93,738 556,475 6,075,000
2-15-24 380,000 5.000%93,738 473,738
8-15-24 84,238 84,238 557,975 5,695,000
2-15-25 400,000 5.000%84,238 484,238
8-15-25 74,238 74,238 558,475 5,295,000
2-15-26 420,000 5.000%74,238 494,238
8-15-26 63,738 63,738 557,975 4,875,000
2-15-27 435,000 2.000%63,738 498,738
8-15-27 59,388 59,388 558,125 4,440,000
2-15-28 445,000 2.125%59,388 504,388
8-15-28 54,659 54,659 559,047 3,995,000
2-15-29 455,000 2.250%54,659 509,659
8-15-29 49,541 49,541 559,200 3,540,000
2-15-30 465,000 2.375%49,541 514,541
8-15-30 44,019 44,019 558,559 3,075,000
2-15-31 475,000 2.500%44,019 519,019
8-15-31 38,081 38,081 557,100 2,600,000
2-15-32 490,000 2.625%38,081 528,081
8-15-32 31,650 31,650 559,731 2,110,000
2-15-33 505,000 3.000%31,650 536,650
8-15-33 24,075 24,075 560,725 1,605,000
2-15-34 520,000 3.000%24,075 544,075
8-15-34 16,275 16,275 560,350 1,085,000
2-15-35 535,000 3.000%16,275 551,275
8-15-35 8,250 8,250 559,525 550,000
2-15-36 550,000 3.000%8,250 558,250 558,250
Interest 2,616,263
.
Street Projects - $4,600,000 and Library Expansion - $4,185,000
*Due to the premium and discount received on this debt issue, a total of $8,265,000 in bonds was issued.
Total debt proceeds received were $8,785,000. A premium of $520,000 was paid to the City.
303
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2016 Refunding
PRINCIPAL - $32,625,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE EACH
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
32,625,000
2-15-20 1,165,000 5.000%594,675 1,759,675
8-15-20 565,550 565,550 2,325,225 26,350,000
2-15-21 2,875,000 5.000%565,550 3,440,550
8-15-21 493,675 493,675 3,934,225 23,475,000
2-15-22 3,055,000 5.000%493,675 3,548,675
8-15-22 417,300 417,300 3,965,975 20,420,000
2-15-23 3,245,000 5.000%417,300 3,662,300
8-15-23 336,175 336,175 3,998,475 17,175,000
2-15-24 3,415,000 5.000%336,175 3,751,175
8-15-24 250,800 250,800 4,001,975 13,760,000
2-15-25 3,620,000 5.000%250,800 3,870,800
8-15-25 160,300 160,300 4,031,100 10,140,000
2-15-26 3,830,000 5.000%160,300 3,990,300
8-15-26 64,550 64,550 4,054,850 6,310,000
2-15-27 3,990,000 2.000%64,550 4,054,550
8-15-27 24,650 24,650 4,079,200 2,320,000
2-15-28 2,320,000 2.125%24,650 2,344,650 2,344,650
Interest 7,727,500
.
Refunding of Series 2006 (GOB), Series 2007 (GOB, CO and URB), and portions of Series 2008 (GOB and CO)
304
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2017
PRINCIPAL - $17,390,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
16,505,000
2-15-20 605,000 2.000%269,803 874,803
8-15-20 263,753 263,753 1,138,556 14,825,000
2-15-21 615,000 2.000%263,753 878,753
8-15-21 257,603 257,603 1,136,356 14,210,000
2-15-22 640,000 5.000%257,603 897,603
8-15-22 241,603 241,603 1,139,206 13,570,000
2-15-23 675,000 5.000%241,603 916,603
8-15-23 224,728 224,728 1,141,331 12,895,000
2-15-24 710,000 5.000%224,728 934,728
8-15-24 206,978 206,978 1,141,706 12,185,000
2-15-25 745,000 5.000%206,978 951,978
8-15-25 188,353 188,353 1,140,331 11,440,000
2-15-26 780,000 5.000%188,353 968,353
8-15-26 168,853 168,853 1,137,206 10,660,000
2-15-27 825,000 5.000%168,853 993,853
8-15-27 148,228 148,228 1,142,081 9,835,000
2-15-28 855,000 3.000%148,228 1,003,228
8-15-28 135,403 135,403 1,138,631 8,980,000
2-15-29 880,000 3.000%135,403 1,015,403
8-15-29 122,203 122,203 1,137,606 8,100,000
2-15-30 910,000 3.000%122,203 1,032,203
8-15-30 108,553 108,553 1,140,756 7,190,000
2-15-31 940,000 3.000%108,553 1,048,553
8-15-31 94,453 94,453 1,143,006 6,250,000
2-15-32 965,000 3.000%94,453 1,059,453
8-15-32 79,978 79,978 1,139,431 5,285,000
2-15-33 995,000 3.000%79,978 1,074,978
8-15-33 65,053 65,053 1,140,031 4,290,000
2-15-34 1,025,000 3.000%65,053 1,090,053
8-15-34 49,678 49,678 1,139,731 3,265,000
2-15-35 1,055,000 3.000%49,678 1,104,678
8-15-35 33,853 33,853 1,138,531 2,210,000
2-15-36 1,085,000 3.000%33,853 1,118,853
8-15-36 17,578 17,578 1,136,431 1,125,000
2-15-37 1,125,000 3.125%17,578 1,142,578 1,142,578
Interest 5,637,741
.
Street Projects - $13,690,000 and Library Expansion - $3,700,000
*Due to the premium and discount received on this debt issue, a total of $16,505,000 in bonds was issued.
Total debt proceeds received were $17,390,000. A premium of $885,000 was paid to the City.
305
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2017 Refunding
PRINCIPAL - $13,295,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE EACH
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
13,295,000
2-15-20 - - 293,875 293,875
8-15-20 293,875 293,875 587,750 13,295,000
2-15-21 - - 293,875 293,875
8-15-21 293,875 293,875 587,750 13,295,000
2-15-22 1,355,000 5.000%293,875 1,648,875
8-15-22 260,000 260,000 1,908,875 11,940,000
2-15-23 1,445,000 5.000%260,000 1,705,000
8-15-23 223,875 223,875 1,928,875 10,495,000
2-15-24 1,525,000 5.000%223,875 1,748,875
8-15-24 185,750 185,750 1,934,625 8,970,000
2-15-25 1,620,000 5.000%185,750 1,805,750
8-15-25 145,250 145,250 1,951,000 7,350,000
2-15-26 1,705,000 5.000%145,250 1,850,250
8-15-26 102,625 102,625 1,952,875 5,645,000
2-15-27 1,795,000 5.000%102,625 1,897,625
8-15-27 57,750 57,750 1,955,375 3,850,000
2-15-28 1,890,000 3.000%57,750 1,947,750
8-15-28 29,400 29,400 1,977,150 1,960,000
2-15-29 1,960,000 3.000%29,400 1,989,400 1,989,400
Interest 4,729,276
.
Refunding of Series 2009 (GOB and CO)
306
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2008*
PRINCIPAL - $26,440,000
Street Projects $1,800,000; Park Projects $1,427,000; Cemetery Project $6,748,000; Municipal Facility Improvements $250,000; Wireless
Infrastructure $200,000; Electric Projects $6,700,000; Water Projects $6,900,000; WW Projects $2,200,000; Issuance Costs $215,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 1,300,000 4.125%26,813 1,326,813
Interest 231,563
* These bonds were included in the FY16 GOB Refunding.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2009**
PRINCIPAL - $29,010,000
Cemetery Project - $540,000; Technology Projects - $2,710,000; Convention Center - $915,000*;
Landfill - $5,120,000; Electric Projects - $12,095,000; Water Projects - $7,500,000; Debt Issuance Cost - $150,000
*$2,305,000 of Convention Center debt was defeased in FY12 thereby reducing the prinicpal
outstanding to $600,000 (payments of $315,000 made prior to defesance). The $600,000 Convention Center
debt balance was transferred to the Electric Fund in FY13 in lieu of additional debt issuance in that fund.
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 1,220,000 4.000%50,100 1,270,100
8-15-20 25,700 25,700 1,295,800 1,285,000
2-15-21 1,285,000 4.000%25,700 1,310,700
8-15-21 1,310,700 0
Interest 386,769
**These bonds were included in the FY17 GOB Refunding.
307
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2010
PRINCIPAL - $3,900,000
Arts Council of Brazos Valley Building - $520,000; Electric Projects - $2,530,000;
Information Technology Projects - $410,000; Wastewater Projects - $300,000; Debt Issuance Cost - $140,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 135,000 2.500%29,809 164,809
8-15-20 28,122 28,122 192,931 1,730,000
2-15-21 140,000 3.000%28,122 168,122
8-15-21 26,022 26,022 194,144 1,590,000
2-15-22 145,000 3.000%26,022 171,022
8-15-22 23,847 23,847 194,869 1,445,000
2-15-23 155,000 3.000%23,847 178,847
8-15-23 21,522 21,522 200,369 1,290,000
2-15-24 160,000 3.000%21,522 181,522
8-15-24 19,122 19,122 200,644 1,130,000
2-15-25 170,000 3.125%19,122 189,122
8-15-25 16,466 16,466 205,588 960,000
2-15-26 175,000 3.250%16,466 191,466
8-15-26 13,622 13,622 205,088 785,000
2-15-27 185,000 3.375%13,622 198,622
8-15-27 10,500 10,500 209,122 600,000
2-15-28 190,000 3.500%10,500 200,500
8-15-28 7,175 7,175 207,675 410,000
2-15-29 200,000 3.500%7,175 207,175
8-15-29 3,675 3,675 210,850 210,000
2-15-30 210,000 3.500%3,675 213,675 213,675 0
Interest 495,628
308
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2011
PRINCIPAL - $7,935,000
Electric Projects - $4,790,000; Wastewater Projects - $3,130,000; Gen'l Gov't Debt Issuance Costs - $15,000
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 355,000 2.250%83,591 438,591
8-15-20 79,598 79,598 518,189 5,185,000
2-15-21 370,000 2.200%79,598 449,598
8-15-21 75,528 75,528 525,125 4,815,000
2-15-22 390,000 2.400%75,528 465,528
8-15-22 70,848 70,848 536,375 4,425,000
2-15-23 405,000 2.600%70,848 475,848
8-15-23 65,583 65,583 541,430 4,020,000
2-15-24 430,000 2.800%65,583 495,583
8-15-24 59,563 59,563 555,145 3,590,000
2-15-25 445,000 3.000%59,563 504,563
8-15-25 52,888 52,888 557,450 3,145,000
2-15-26 465,000 3.100%52,888 517,888
8-15-26 45,680 45,680 563,568 2,680,000
2-15-27 490,000 3.200%45,680 535,680
8-15-27 37,840 37,840 573,520 2,190,000
2-15-28 510,000 3.300%37,840 547,840
8-15-28 29,425 29,425 577,265 1,680,000
2-15-29 535,000 3.400%29,425 564,425
8-15-29 20,330 20,330 584,755 1,145,000
2-15-30 560,000 3.500%20,330 580,330
8-15-30 10,530 10,530 590,860 585,000
2-15-31 585,000 3.600%10,530 595,530 595,530 0
Interest 1,528,301
309
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2012
PRINCIPAL - $16,415,000*
Electric Projects - $8,000,000; Water Projects - $3,000,000; Wastewater Projects - $6,000,000; Debt Issuance Costs - $215,000
*Due to the premium and discount received on this debt issue, the City only had to issue $16.415 million in bonds.
Total Debt proceeds received = $17.215 million. Premium of $800,000 was paid to the City.
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-15-20 740,000 3.000%216,731 956,731
8-15-20 205,631 205,631 1,162,363 11,190,000
2-15-21 765,000 4.000%205,631 970,631
8-15-21 190,331 190,331 1,160,963 10,425,000
2-15-22 795,000 4.000%190,331 985,331
8-15-22 174,431 174,431 1,159,763 9,630,000
2-15-23 830,000 4.000%174,431 1,004,431
8-15-23 157,831 157,831 1,162,263 8,800,000
2-15-24 860,000 3.000%157,831 1,017,831
8-15-24 144,931 144,931 1,162,763 7,940,000
2-15-25 885,000 3.000%144,931 1,029,931
8-15-25 131,656 131,656 1,161,588 7,055,000
2-15-26 910,000 3.000%131,656 1,041,656
8-15-26 118,006 118,006 1,159,663 6,145,000
2-15-27 935,000 3.125%118,006 1,053,006
8-15-27 103,397 103,397 1,156,403 5,210,000
2-15-28 965,000 3.125%103,397 1,068,397
8-15-28 88,319 88,319 1,156,716 4,245,000
2-15-29 1,000,000 3.250%88,319 1,088,319
8-15-29 72,069 72,069 1,160,388 3,245,000
2-15-30 1,035,000 3.250%72,069 1,107,069
8-15-30 55,250 55,250 1,162,319 2,210,000
2-15-31 1,075,000 5.000%55,250 1,130,250
8-15-31 28,375 28,375 1,158,625 1,135,000
2-15-32 1,135,000 5.000%28,375 1,163,375 1,163,375 0
Interest 4,067,238
310
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2013
PRINCIPAL - $10,230,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
10,230,000
2-15-20 435,000 4.000%157,597 592,597
8-15-20 148,897 148,897 741,494 7,485,000
2-15-21 455,000 3.000%148,897 603,897
8-15-21 142,072 142,072 745,969 7,030,000
2-15-22 470,000 4.000%142,072 612,072
8-15-22 132,672 132,672 744,744 6,560,000
2-15-23 490,000 4.000%132,672 622,672
8-15-23 122,872 122,872 745,544 6,070,000
2-15-24 510,000 3.250%122,872 632,872
8-15-24 114,584 114,584 747,456 5,560,000
2-15-25 525,000 3.500%114,584 639,584
8-15-25 105,397 105,397 744,981 5,035,000
2-15-26 540,000 4.000%105,397 645,397
8-15-26 94,597 94,597 739,994 4,495,000
2-15-27 565,000 4.000%94,597 659,597
8-15-27 83,297 83,297 742,894 3,930,000
2-15-28 590,000 4.000%83,297 673,297
8-15-28 71,497 71,497 744,794 3,340,000
2-15-29 615,000 4.125%71,497 686,497
8-15-29 58,813 58,813 745,309 2,725,000
2-15-30 640,000 4.250%58,813 698,813
8-15-30 45,213 45,213 744,025 2,085,000
2-15-31 665,000 4.250%45,213 710,213
8-15-31 31,081 31,081 741,294 1,420,000
2-15-32 695,000 4.250%31,081 726,081
8-15-32 16,313 16,313 742,394 725,000
2-15-33 725,000 4.500%16,313 741,313 741,313 0
Interest 3,161,716
Electric Projects - $8,250,000 and Wastewater Projects - $2,000,000
*Due to the premium and discount received on this debt issue, the City only had to issue $10,230,000 in bonds.
Total debt proceeds received were $10,250,000. A premium of $20,000 was paid to the City.
311
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2014
PRINCIPAL - $34,005,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
34,005,000
2-15-20 1,685,000 5.000%629,113 2,314,113
8-15-20 599,626 599,626 2,913,738 24,510,000
2-15-21 1,750,000 5.000%599,626 2,349,626
8-15-21 569,000 569,000 2,918,626 22,760,000
2-15-22 1,825,000 5.000%569,000 2,394,000
8-15-22 523,375 523,375 2,917,375 20,935,000
2-15-23 1,920,000 5.000%523,375 2,443,375
8-15-23 475,375 475,375 2,918,750 19,015,000
2-15-24 2,025,000 5.000%475,375 2,500,375
8-15-24 424,750 424,750 2,925,125 16,990,000
2-15-25 1,345,000 5.000%424,750 1,769,750
8-15-25 391,125 391,125 2,160,875 15,645,000
2-15-26 1,410,000 5.000%391,125 1,801,125
8-15-26 355,875 355,875 2,157,000 14,235,000
2-15-27 1,480,000 5.000%355,875 1,835,875
8-15-27 318,875 318,875 2,154,750 12,755,000
2-15-28 1,560,000 5.000%318,875 1,878,875
8-15-28 279,875 279,875 2,158,750 11,195,000
2-15-29 1,640,000 5.000%279,875 1,919,875
8-15-29 238,875 238,875 2,158,750 9,555,000
2-15-30 1,730,000 5.000%238,875 1,968,875
8-15-30 195,625 195,625 2,164,500 7,825,000
2-15-31 1,815,000 5.000%195,625 2,010,625
8-15-31 150,250 150,250 2,160,875 6,010,000
2-15-32 1,905,000 5.000%150,250 2,055,250
8-15-32 102,625 102,625 2,157,875 4,105,000
2-15-33 2,000,000 5.000%102,625 2,102,625
8-15-33 52,625 52,625 2,155,250 2,105,000
2-15-34 2,105,000 5.000%52,625 2,157,625
Interest 12,666,189
.
IT Projects - $5,105,000; Street Projects - $6,940,000
Electric Projects - $8,750,000, Water Projects- $6,500,000 and Wastewater Projects - $11,400,000
*Due to the premium and discount received on this debt issue, $34,005,000 in bonds were issued. Total debt proceeds received were
$38,695,000. A premium of $4,690,000 was paid to the City.
312
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2016
PRINCIPAL - $25,720,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
25,720,000
2-15-20 1,140,000 5.000%408,359 1,548,359
8-15-20 379,859 379,859 1,928,219 20,425,000
2-15-21 1,195,000 5.000%379,859 1,574,859
8-15-21 349,984 349,984 1,924,844 19,230,000
2-15-22 1,260,000 5.000%349,984 1,609,984
8-15-22 318,484 318,484 1,928,469 17,970,000
2-15-23 1,315,000 5.000%318,484 1,633,484
8-15-23 285,609 285,609 1,919,094 16,655,000
2-15-24 1,390,000 5.000%285,609 1,675,609
8-15-24 250,859 250,859 1,926,469 15,265,000
2-15-25 1,460,000 4.000%250,859 1,710,859
8-15-25 214,359 214,359 1,925,219 13,805,000
2-15-26 1,535,000 2.000%214,359 1,749,359
8-15-26 175,984 175,984 1,925,344 12,270,000
2-15-27 1,085,000 2.250%175,984 1,260,984
8-15-27 154,284 154,284 1,415,269 11,185,000
2-15-28 1,115,000 2.375%154,284 1,269,284
8-15-28 143,134 143,134 1,412,419 10,070,000
2-15-29 1,140,000 3.000%143,134 1,283,134
8-15-29 130,309 130,309 1,413,444 8,930,000
2-15-30 1,165,000 3.000%130,309 1,295,309
8-15-30 116,475 116,475 1,411,784 7,765,000
2-15-31 1,200,000 3.000%116,475 1,316,475
8-15-31 98,475 98,475 1,414,950 6,565,000
2-15-32 1,235,000 3.000%98,475 1,333,475
8-15-32 79,950 79,950 1,413,425 5,330,000
2-15-33 1,275,000 3.000%79,950 1,354,950
8-15-33 60,825 60,825 1,415,775 4,055,000
2-15-34 1,310,000 3.000%60,825 1,370,825
8-15-34 41,175 41,175 1,412,000 2,745,000
2-15-35 1,350,000 3.000%41,175 1,391,175
8-15-35 20,925 20,925 1,412,100 1,395,000
2-15-36 1,395,000 3.000%20,925 1,415,925
Interest 7,790,185
.
Street Projects - $17,050,000; Police Station Design - $3,000,000;
Water Projects- $7,900,000
*Due to the premium and discount received on this debt issue, $25,720,000 in bonds were issued.
Total debt proceeds received were $27,950,000. A premium of $2,230,000 was paid to the City.
313
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2017
PRINCIPAL - $57,725,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
57,725,000
2-15-20 2,200,000 5.000%1,117,572 3,317,572
8-15-20 1,062,572 1,062,572 4,380,144 50,065,000
2-15-21 2,310,000 5.000%1,062,572 3,372,572
8-15-21 1,004,822 1,004,822 4,377,394 47,755,000
2-15-22 2,440,000 5.000%1,004,822 3,444,822
8-15-22 943,822 943,822 4,388,644 45,315,000
2-15-23 2,555,000 5.000%943,822 3,498,822
8-15-23 879,947 879,947 4,378,769 42,760,000
2-15-24 2,675,000 5.000%879,947 3,554,947
8-15-24 813,072 813,072 4,368,019 40,085,000
2-15-25 2,545,000 5.000%813,072 3,358,072
8-15-25 749,447 749,447 4,107,519 37,540,000
2-15-26 2,675,000 5.000%749,447 3,424,447
8-15-26 682,572 682,572 4,107,019 34,865,000
2-15-27 2,810,000 5.000%682,572 3,492,572
8-15-27 612,322 612,322 4,104,894 32,055,000
2-15-28 2,620,000 5.000%612,322 3,232,322
8-15-28 546,822 546,822 3,779,144 29,435,000
2-15-29 2,760,000 5.000%546,822 3,306,822
8-15-29 477,822 477,822 3,784,644 26,675,000
2-15-30 2,900,000 5.000%477,822 3,377,822
8-15-30 405,322 405,322 3,783,144 23,775,000
2-15-31 3,045,000 5.000%405,322 3,450,322
8-15-31 329,197 329,197 3,779,519 20,730,000
2-15-32 3,185,000 4.000%329,197 3,514,197
8-15-32 265,497 265,497 3,779,694 17,545,000
2-15-33 3,300,000 3.000%265,497 3,565,497
8-15-33 215,997 215,997 3,781,494 14,245,000
2-15-34 3,405,000 3.000%215,997 3,620,997
8-15-34 164,922 164,922 3,785,919 10,840,000
2-15-35 3,510,000 3.000%164,922 3,674,922
8-15-35 112,272 112,272 3,787,194 7,330,000
2-15-36 3,615,000 3.000%112,272 3,727,272
8-15-36 58,047 58,047 3,785,319 3,715,000
2-15-37 3,715,000 3.125%58,047 3,773,047
3,773,047
Interest 24,798,788
.
Street Projects - $21,135,000; Parks Projects - $1,025,000; Police Station Construction - $25,000,000;
Technology Projects - $550,000; Public Safety Projects - $2,535,000; City Gateway Project - $175,000;
Water Projects- $8,420,000; Wastewater Projects (LCWWTP Expansion) - $5,000,000
*Due to the premium and discount received on this debt issue, $57,725,000 in bonds were issued.
Total debt proceeds received were $63,840,000. A premium of $6,115,000 was paid to the City.
314
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2018
PRINCIPAL - $37,380,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
37,380,000
2-15-20 1,200,000 5.000%678,579 1,878,579
8-15-20 648,579 648,579 2,527,158 32,755,000
2-15-21 1,270,000 5.000%648,579 1,918,579
8-15-21 616,829 616,829 2,535,408 31,485,000
2-15-22 1,330,000 5.000%616,829 1,946,829
8-15-22 583,579 583,579 2,530,408 30,155,000
2-15-23 1,400,000 5.000%583,579 1,983,579
8-15-23 548,579 548,579 2,532,158 28,755,000
2-15-24 1,480,000 5.000%548,579 2,028,579
8-15-24 511,579 511,579 2,540,158 27,275,000
2-15-25 1,555,000 5.000%511,579 2,066,579
8-15-25 472,704 472,704 2,539,283 25,720,000
2-15-26 1,610,000 5.000%472,704 2,082,704
8-15-26 432,454 432,454 2,515,158 24,110,000
2-15-27 1,695,000 5.000%432,454 2,127,454
8-15-27 390,079 390,079 2,517,533 22,415,000
2-15-28 1,770,000 5.000%390,079 2,160,079
8-15-28 345,829 345,829 2,505,908 20,645,000
2-15-29 1,780,000 2.950%345,829 2,125,829
8-15-29 319,574 319,574 2,445,403 18,865,000
2-15-30 1,835,000 3.050%319,574 2,154,574
8-15-30 291,590 291,590 2,446,164 17,030,000
2-15-31 1,885,000 3.200%291,590 2,176,590
8-15-31 261,430 261,430 2,438,020 15,145,000
2-15-32 1,950,000 3.250%261,430 2,211,430
8-15-32 229,743 229,743 2,441,173 13,195,000
2-15-33 2,020,000 3.300%229,743 2,249,743
8-15-33 196,413 196,413 2,446,156 11,175,000
2-15-34 2,085,000 3.350%196,413 2,281,413
8-15-34 161,489 161,489 2,442,902 9,090,000
2-15-35 2,150,000 3.450%161,489 2,311,489
8-15-35 124,401 124,401 2,435,890 6,940,000
2-15-36 2,235,000 3.500%124,401 2,359,401
8-15-36 85,289 85,289 2,444,690 4,705,000
2-15-37 2,310,000 3.600%85,289 2,395,289
8-15-37 43,709 43,709 2,438,998 2,395,000
2-15-38 2,395,000 3.650%43,709 2,438,709
2,438,709
Interest 14,886,812
Street Projects - $10,625,000; Parks Projects - $5,210,000; Technology Projects - $3,050,000;
Water Projects $3,570,000; Wastewater Projects - $10,000,000; Electric Projects - $6,300,000
*Due to the premium and discount received on this debt issue, $37,380,000 in bonds were issued.
Total debt proceeds received were $38,755,000. A premium of $1,375,000 was paid to the City.
315
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2019
PRINCIPAL - $74,510,000*
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
74,510,000
2-15-20 2,520,000 5.000%2,013,743 4,533,743
8-15-20 1,466,425 1,466,425 6,000,168 71,990,000
2-15-21 3,145,000 5.000%1,466,425 4,611,425
8-15-21 1,387,800 1,387,800 5,999,225 68,845,000
2-15-22 3,305,000 5.000%1,387,800 4,692,800
8-15-22 1,305,175 1,305,175 5,997,975 65,540,000
2-15-23 3,470,000 5.000%1,305,175 4,775,175
8-15-23 1,218,425 1,218,425 5,993,600 62,070,000
2-15-24 3,655,000 5.000%1,218,425 4,873,425
8-15-24 1,127,050 1,127,050 6,000,475 58,415,000
2-15-25 3,840,000 5.000%1,127,050 4,967,050
8-15-25 1,031,050 1,031,050 5,998,100 54,575,000
2-15-26 4,030,000 5.000%1,031,050 5,061,050
8-15-26 930,300 930,300 5,991,350 50,545,000
2-15-27 3,015,000 5.000%930,300 3,945,300
8-15-27 854,925 854,925 4,800,225 47,530,000
2-15-28 3,175,000 5.000%854,925 4,029,925
8-15-28 775,550 775,550 4,805,475 44,355,000
2-15-29 3,320,000 4.000%775,550 4,095,550
8-15-29 709,150 709,150 4,804,700 41,035,000
2-15-30 3,455,000 4.000%709,150 4,164,150
8-15-30 640,050 640,050 4,804,200 37,580,000
2-15-31 3,590,000 4.000%640,050 4,230,050
8-15-31 568,250 568,250 4,798,300 33,990,000
2-15-32 3,730,000 4.000%568,250 4,298,250
8-15-32 493,650 493,650 4,791,900 30,260,000
2-15-33 3,895,000 4.000%493,650 4,388,650
8-15-33 415,750 415,750 4,804,400 26,365,000
2-15-34 4,055,000 4.000%415,750 4,470,750
8-15-34 334,650 334,650 4,805,400 22,310,000
2-15-35 4,195,000 3.000%334,650 4,529,650
8-15-35 271,725 271,725 4,801,375 18,115,000
2-15-36 4,325,000 3.000%271,725 4,596,725
8-15-36 206,850 206,850 4,803,575 13,790,000
2-15-37 4,465,000 3.000%206,850 4,671,850
8-15-37 139,875 139,875 4,811,725 9,325,000
2-15-38 4,590,000 3.000%139,875 4,729,875
8-15-38 71,025 71,025 4,800,900 4,735,000
2-15-39 4,735,000 3.000%71,025 4,806,025
4,806,025
Interest 29,909,093
Street Projects - $7,711,000; Parks Projects - $8,464,000; General Government Projects - $22,925,000;
Water Projects $13,006,000; Wastewater Projects - $24,994,000; Electric Projects - $4,200,000
*Due to the premium and discount received on this debt issue, $74,510,000 in bonds were issued.
Total debt proceeds received were $81,300,000. A premium of $6,790,000 was paid to the City.
316
Appendix I - General Fund Transfers and Other (Sources) Uses
The General Fund has several different types of transfers and other sources and uses of funds as
reported in the bottom sections of the General Fund Budget Summary. This appendix provides the
details within the categories of General & Administrative Transfers, Interfund Transfers, Public Agency
Funding, Consulting Services, Capital Projects and Other.
The General and Administrative (G&A) Transfers are used to reflect the recovery of the costs
associated with the administrative services provided by service departments within the General Fund
to other funds. Administrative services within the General Fund include accounting, purchasing,
technology, budgeting, legal, human resources, etc. These costs are allocated based on the results of
an annual cost allocation plan done in the early part of the budget process by an outside consulting
firm.
The Interfund Transfers section includes both transfers into the General Fund as well as transfers out
of the General Fund to other funds. The transfers into the General Fund are primarily to reimburse
operating expenses that were incurred during the course of business that may be funded from a
different source of revenue. For example, many of the sports tournaments that are run by the Parks
and Recreation Department can be funded with Hotel Tax funds if they meet the criteria for the use
of hotel taxes. For FY20, the usual $300,000 that is set aside in Hotel Tax Fund is being reduced to
$200,000, allowing the other $100,000 to be released for use in the General Fund Parks Programs. In
addition, a one-time SLA will reimburse the General Fund 50% of the cost of new equipment for
Southeast Park, resulting in a transfer of $216,500. Another SLA will reimburse the General Fund for
half the cost of two additional FTEs (a groundsworker and a crew leader). The estimated total recurring
cost for this SLA is $51,333. The expenditures for these items will be incurred in the General Fund at
100%, so a transfer is included from the Hotel Tax Fund to the General Fund.
The transfers out of the General Fund are primarily to cover expenditures incurred in other funds for
purposes such as economic development agreements where separate funds were set up for ease of
tracking purposes. There is a transfer of $375,000 to Economic Development for cash assistance in
attracting retail and industry to College Station. A one-time SLA is being requested for FY20 in the
amount of $250,000 to cover the outlay of cash from the Economic Development Fund for the
Biocorridor agreement.
The Public Agency Funding section details the agencies that are funded from the General Fund. These
agencies provide services for the citizens of College Station. Each year, the amount of funding received
by each agency depends on the request made by the agency, Council direction, and the availability of
funds. For FY20, the recurring increases being requested include $2,500 in additional funds to the
College Station Noon Lions Club, $39,507 to the Health District, and $78,027 to the Appraisal District.
The Consulting Services section details the consulting firms that represent the various interests that
the Council has determined benefit the citizens.
The Capital Projects section details the projects that are funded with cash from the General Fund
(instead of issuing debt). Depending on the General Fund balance (after meeting the required reserve)
there may be funds available that can be used for one-time purchases – such as capital projects.
The Other section covers items that are transferred out of the General Fund for purposes not
mentioned above. One new addition to this section is the purchase of replacement fleet, IT, and other
equipment that was previously budgeted in the former Equipment Replacement Fund and reclassed
at year-end. (See the Equipment Replacement Fund section for more details about the new method.)
317
FY19 FY19 FY20 FY20 FY20
FY18 Revised Year-End Approved Approved Approved
Actual Budget Estimate Base Budget Incr/(Decr)Budget
INTERFUND TRANSFERS
Transfer In-Community Dev Fd (7,784)$ (25,000)$ (6,000)$ (10,000)$ -$ (10,000)$
Transfer In-Hotel Tax Fd - HOT Funded Projects (480,361) (438,157) (400,000) (72,267) - (72,267)
Transfer In-Hotel Tax Fd - Parks Staff - (64,517) (51,300) (188,406) - (188,406)
Transfer In-Hotel Tax Fd - Public Comm Mktg - (186,516) (8,000) (144,872) - (144,872)
Transfer In-Hotel Tax Fd - From Tournaments to Parks Programs - - - (100,000) - (100,000)
Transfer In-Hotel Tax Fd - SE Park Equipment (50%) One-time - - - - (216,500) (216,500)
Transfer In-Hotel Tax Fd - Groundsworker/Crew Leader (50%) Recurring - - - - (51,333) (51,333)
Transfer In-Wolf Pen Creek TIF - (12,238) (11,812) - - -
Transfer In-Water Fund (57,400) - - - - -
Transfer In-Empl Benefit Fd (61,345) (73,000) (65,000) (75,000) - (75,000)
Transfer In-Fleet Replacement - - - (2,662,500) - (2,662,500)
Transfer In-IT Replacement - - - (209,027) - (209,027)
Transfer In-Equipment Replacement - - - (197,112) - (197,112)
Transfer In-Streets CIP Fd - S&B (366,810) (350,000) (350,000) (350,000) - (350,000)
Transfer In-Drainage Fd (102,010) (102,010) (102,010) (103,030) - (103,030)
Transfer Out-Econ Dev Fd 875,000 375,000 375,000 375,000 250,000 625,000
Transfer Out-Electric Fd 1,081,710 1,090,000 1,090,000 495,320 - 495,320
Transfer Out-Sanitation Fd - - - - - -
Transfer Out-NG Parking Fd - - - - - -
Transfer Out-Spring Creek Local Govt Corp - 115,600 115,600 - - -
Transfer Out-Equip Repl Fd 919,000 - - -
TOTAL:1,800,000 329,162 586,478 (3,241,894) (17,833) (3,259,727)
GENERAL & ADMINISTRATIVE TRANSFERS
G&A Transfer In-Park Escrow Fd (34,489) (36,212) (36,212) (32,414) - (32,414)
G&A Transfer In-Rec Programs (155,992) (145,919) (145,919) (202,716) - (202,716)
G&A Transfer In-Spring Creek Corp - - - (3,431) - (3,431)
G&A Transfer In-Electric Fd (1,493,467) (1,460,104) (1,460,104) (1,484,379) - (1,484,379)
G&A Transfer In-Water Fd (888,259) (841,150) (841,150) (838,196) - (838,196)
G&A Transfer In-Wastewater Fd (631,761) (613,544) (613,544) (651,753) - (651,753)
G&A Transfer In-Solid Waste Fd (671,477) (682,176) (682,176) (753,499) - (753,499)
G&A Transfer In-NG Parking Fd (72,017) (75,084) (75,084) (76,232) - (76,232)
G&A Transfer In-Gen Gov CIP Fd (113,667) (118,773) (118,773) (177,786) - (177,786)
G&A Transfer In-Parks CIP Fd (34,490) (36,213) (36,213) (32,415) - (32,415)
G&A Transfer In-Streets CIP Fd (454,007) (462,819) (462,819) (572,353) - (572,353)
G&A Transfer In-Elec CIP Fd (45,353) (48,944) (48,944) (75,640) - (75,640)
G&A Transfer In-Water CIP Fd (106,770) (111,918) (111,918) (119,984) - (119,984)
G&A Transfer In-WW CIP Fd (106,770) (111,918) (111,918) (233,444) - (233,444)
G&A Transfer In-Drainage Fd (415,459) (430,430) (430,430) (537,279) - (537,279)
G&A Transfer In-Roadway Maintenance Fd (134,457) (137,130) (137,130) (159,467) - (159,467)
G&A Transfer In-Sidewalk Zone Fds - - - (5,779) - (5,779)
TOTAL:(5,358,435) (5,312,334) (5,312,334) (5,956,767) - (5,956,767)
PUBLIC AGENCY FUNDING
Lions Club (Fireworks)15,000 15,000 15,000 15,000 2,500 17,500
Brazos Valley Economic Development Corporation 350,000 350,000 350,000 350,000 - 350,000
Arts Council of Brazos Valley 35,000 35,000 35,000 35,000 - 35,000
Health District 359,150 395,065 395,065 395,065 39,507 434,572
Appraisal District 358,383 383,420 383,420 383,420 78,027 461,447
Animal Shelter 263,047 273,196 273,196 261,600 - 261,600
TOTAL:1,380,580 1,451,681 1,451,681 1,440,085 120,034 1,560,119
CONSULTING SERVICES
Deep East TX COG 5,000 5,000 5,000 5,000 - 5,000
Legislative Consulting - 40,000 40,000 - - -
Muniservices 24,392 45,000 45,000 45,000 - 45,000
TOTAL:29,392 90,000 90,000 50,000 - 50,000
CAPITAL OUTLAY/PROJECT TRANSFERS
Gen Gov CIP - Mobile Computing Infrastructure - 96,500 96,500 - - -
Gen Gov CIP - New City Hall (TIRZ18)- 125,000 125,000 256,581 - 256,581
Gen Gov CIP - New City Hall (Street Light savings)- - - 500,000 - 500,000
Streets CIP - ITS Master Plan - 70,511 70,511 - - -
TOTAL:- 292,011 292,011 756,581 - 756,581
OTHER
Replacement Purchases - Comp Hardware - - - 147,027 - 147,027
Replacement Purchases - Vehicles - - - 2,048,000 - 2,048,000
Replacement Purchases - Mobile Video Cameras - - - 176,112 - 176,112
Replacement Purchases - Fire Equipment - - - 21,000 - 21,000
Nonoper Exp-Inventory Loss 2,276 - 3,000 3,000 - 3,000
Other Oper-Miscellaneous 4,255 - 500 500 - 500
Nonoper Exp-Miscellaneous 4,056 73,168 4,000 4,000 - 4,000
Contingency - 233,665 - 250,000 - 250,000
TOTAL:10,587 306,833 7,500 2,649,639 - 2,649,639
TOTAL NONDEPARTMENTAL:(2,137,876)$ (2,842,647)$ (2,884,664)$ (4,302,356)$ 102,201$ (4,200,155)$
City of College Station
General Fund Transfers and Other (Sources) Uses
318
Appendix J - Outside Agency Funding
The City funds a number of outside agencies each fiscal year that provide services for the citizens of
College Station. The amount of funding received by each agency depends on Council direction and
the availability of funds. Agencies are funded by the General Fund, Community Development Fund,
Hotel Tax Fund, and Solid Waste Fund.
City Council approved a resolution adopting a new Outside Agency Funding Policy in February 2007.
This policy established four categories of Outside Agencies: Contract Partners, Department Budget
Agencies, non-CDBG eligible Agencies, and CDBG eligible Agencies.
Contract Partners have been identified based on their economic impact and the community services
provided to the City. The Contract Partner agencies are Experience Bryan College Station (EBCS)
Brazos Valley Economic Development Corporation (BVEDC) and Arts Council of the Brazos Valley
(ACBV). Department Budget Agencies are agencies whose work directly supports the goals of a City
Department.
FY20 approved funding is:
Experience Bryan College Station operations and maintenance is joint funded by the Cities of College
Station and Bryan based on the percentage of hotel tax revenue collected, see below for summary:
Community Development Block Grant (CDBG) eligible agencies have a selection process via the Joint
Relief Funding Review Committee (JRFRC). Committee members are from College Station and Bryan.
The JRFRC reviews all requests for CDBG Funds available for public agencies and makes
recommendations to both cities for agencies funding.
AGENCY FUNDED BY USE OF FUNDS FY20 Approved
Arts Council of Brazos Valley General operations & maintenance 35,000$
Aggieland Humane Society General operations & maintenance 261,600
Brazos Valley Economic Development Corp.General operations & maintenance 350,000
College Station Noon Lions Club General 4th of July celebration 17,500
Brazos County Health Department General operations & maintenance 434,572
Brazos Central Appraisal District General operations & maintenance 461,447
General Total 1,560,119$
Arts Council of Brazos Valley Hotel Tax operations & maintenance/new facility 290,000
Arts Council of Brazos Valley Hotel Tax affiliate grant funding 362,476
Arts Council of Brazos Valley Hotel Tax marketing/public art 35,500
Easterwood Airport Hotel Tax marketing 145,000
Veterans Memorial Hotel Tax War on Terror Memorial 25,000
Bryan College Station Chamber of Commerce Hotel Tax Annual banquet, Outlook Conference 25,000
Experience Bryan College Station Hotel Tax grants 669,114
Experience Bryan College Station Hotel Tax
operations & maintenance, marketing & advertising, major
impact bid & sponsorship 1,962,903
Hotel Tax Total 3,514,993$
Keep Brazos Beautiful Solid Waste
operations & maintenance, community enhancement
projects 49,190
Solid Waste Total 49,190$
FY19 FY20
City of College Station 78% 77%
City of Bryan 22% 23%
319
FY19 FY19 FY20 FY20 FY20
Approved Revised Base Approved Total
Budget Budget Budget Inc/(Dec)Approved
GENERAL FUND
ARTS COUNCIL OPERATIONS AND MAINTENANCE 35,000$ 35,000$ 35,000$ -$ 35,000$
AGGIELAND HUMANE SOCIETY 273,196 273,196 261,600 - 261,600
BRAZOS VALLEY ECONOMIC DEVELOPMENT CORPORATION 350,000 350,000 350,000 - 350,000
COLLEGE STATION NOON LIONS CLUB - 4TH OF JULY 15,000 15,000 15,000 2,500 17,500
BRAZOS CO. HEALTH DISTRICT 395,065 395,065 395,065 39,507 434,572
BRAZOS CENTRAL APPRAISAL DISTRICT 383,420 383,420 383,420 78,027 461,447
1,451,681$ 1,451,681$ 1,440,085$ 120,034$ 1,560,119$
HOTEL TAX FUND
ARTS COUNCIL AFFILIATE FUNDING 362,476$ 362,476$ 362,476$ -$ 362,476$
ARTS COUNCIL MARKETING/ PUBLIC ART SUPPORT 35,500 35,500 35,500 - 35,500
ARTS COUNCIL OPERATIONS AND MAINTENANCE/NEW
FACILITY 290,000 290,000 290,000 - 290,000
B/CS CHAMBER OF COMMERCE 25,000 25,000 25,000 - 25,000
EASTERWOOD ADVERTISING 114,376 114,376 114,376 30,624 145,000
EXPERIENCE BRYAN COLLEGE STATION 1,996,128 1,996,128 1,996,128 (33,225) 1,962,903
EXPERIENCE BRYAN COLLEGE STATION - GRANTS 588,950 588,950 588,950 80,164 669,114
VETERANS MEMORIAL 25,000 25,000 25,000 - 25,000
3,437,430$ 3,437,430$ 3,437,430$ 77,563$ 3,514,993$
SOLID WASTE FUND
KEEP BRAZOS BEAUTIFUL 49,190$ 49,190$ 49,190$ -$ 49,190$
49,190$ 49,190$ 49,190$ -$ 49,190$
COMMUNITY DEVELOPMENT FUND
BIG BROTHERS BIG SISTERS -$ -$ 23,500$ -$ 23,500$
BRAZOS MATERNAL & CHILD HEALTH CLINIC 30,000 30,000 25,000 - 25,000
BRAZOS VALLEY REHABILITATION CENTER 24,753 24,753 - - -
FAMILY PROMISE OF BRYAN-COLLEGE STATION 30,000 30,000 - - -
MENTAL HEALTH MENTAL RETARDATION AUTHORITY 30,000 30,000 23,000 - 23,000
UNITY PARTNERS DBA PROJECT UNITY 30,000 30,000 24,000 - 24,000
TWIN CITY MISSION - - 24,000 - 24,000
UNLIMITED POTENTIAL - - 13,664 - 13,664
CS PARD - LINCOLN CENTER SUMMER PROGRAM - - 16,800 - 16,800
CS FIRE - FIRE SAFETY FOR OLDER ADULTS - - 13,200 - 13,200
144,753$ 144,753$ 163,164$ -$ 163,164$
TOTAL OUTSIDE AGENCY FUNDING 5,083,054$ 5,083,054$ 5,089,869$ 197,597$ 5,287,466$
City of College StationFY20 Approved Outside Agency Funding
320
Appendix K - Glossary of Terms
ADA: Americans with Disability Act
AMI: Advanced Metering Infrastructure
BCAD: Brazos Central Appraisal District
BVSWMA: Brazos Valley Solid Waste Management
Agency
CAD: Computer Aided Dispatch
CAFR: Comprehensive Annual Financial Report
CCWWTP: Carter Creek Wastewater Treatment Plant
CDBG: Community Development Block Grant
CHDO: Community Housing Development Organizations
CIP: Capital Improvement Program
CSISD: College Station Independent School District
CO: Certificates of Obligation
COCS: City of College Station
CPI-U: Consumer Price Index for All Urban Consumers
EBCS: Experience Bryan/College Station
ED: Economic Development
EMS: Emergency Medical Services
ERP: Enterprise Resource Planning
FTE: Full-time equivalent
FY: Fiscal Year
GAAP: Generally Accepted Accounting Principles
GASB: Governmental Accounting Standards Board
GFOA: Government Finance Officers Association of the
United States and Canada
GIS: Geographical Information System
GOB: General Obligation Bonds
HOME: Home Investment Partnerships Program
HUD: Housing & Urban Development
ILA: Interlocal Agreement
ISO: Insurance Services Organization
IT: Information Technology
LCWWTP: Lick Creek Wastewater Treatment Plant
NERC: North American Electric Reliablility Corporation
O&M: Operations and Maintenance
OPEB: Other Post-Employment Benefits
PARD: Parks and Recreation Department
PEG Fee: Public, Educational and Governmental Access
Channel Fee
PPO: Preferred Provider Organization
SCADA: Supervisory Control and Data Acquisition
SLA: Service Level Adjustment
SRO: School Resource Officer
TAAF: Texas Amateur Athletic Federation
TAMU: Texas A&M University
TCOS: Transmission Cost of Service
TDA: Transmission Delivery Adjustment
TIF: Tax Increment Financing
TIRZ: Tax Increment Reinvestment Zone
UCS: Utility Customer Services
UPS: Uninterrupted Power Supply
W/WW: Water/Wastewater
A
Account: A separate financial reporting unit for budgeting, management, or accounting purposes.
Accrual Basis of Accounting: A method of accounting in which revenues are recorded when measurable and earned, and
expenses are recognized when a good or service is used.
Activity Center: The lowest level at which costs for operations are maintained.
Ad Valorem Tax: A tax based on the value of property.
Amortization: The repayment of a loan by installment.
Appropriation: A legal authorization granted by the Council to make or incur expenditures/expenses for specific purposes.
Assessed Property Valuation: A value established by the Brazos Central Appraisal District which assigns market value of
real or personal property.
321
Audit: An examination, usually by an official or private accounting firm retained by the council, which reports on the
accuracy of the annual financial report prepared by the accounting department.
B
Balanced Budget: A balanced budget indicates that there is no budget shortage or budget surplus present during a specific
time period.
Base Budget: A budget process in which departments are provided with a maximum level for their annual budget requests.
The budget office requires separate justification for proposed spending levels that exceed the target which are submitted as
Service Level Adjustments (SLAs).
Bond: A promise to repay borrowed money on a particular date, often ten or twenty years into the future, generally to
obtain long-term financing for capital projects.
Budget: A plan, approved by the Council, of financial operation embodying an estimate of proposed expenditures/expenses
for the fiscal year and the proposed means of funding these expenditure estimates.
Budget Amendment: A revision of the adopted budget that, when approved by the council, changes the original budget
appropriation.
Budgetary Control: The control or management of a government or enterprise in accordance with an approved budget to
keep expenditures within the limitations of available appropriations and available revenues.
C
Capital Budget: A spending plan for improvements to or acquisition of land, facilities, and infrastructure.
Capital Improvement Program (CIP): A multi-year program of projects that addresses repair and replacement of existing
infrastructure, as well as development of new facilities to accommodate future growth.
Capital/Major Project Expenditure/Expense: An expenditure/expense that results in the acquisition or addition of a fixed
asset or the improvement to an existing fixed asset. Major capital expenditures are more than $50,000 and provide a fixed
asset or equipment that has a useful life of three years or more. Minor capital expenditures are more than $5,000 and less
than $50,000 and provide a fixed asset or equipment that has a useful life of three years or more.
Capital Outlay: A disbursement of money which results in the acquisition or addition to fixed assets.
Capital Projects Funds: Funds used to account for and report financial resources that are restricted, committed, or assigned
to expenditure for capital outlays including the acquisition or construction of capital facilities and other capital assets.
Cash Basis: Method of accounting and budgeting that recognizes revenues when received and expenditures when paid.
Certificates of Obligation (CO): Long-term debt that is authorized by the City Council and does not require prior voter
approval.
Certified Property Values: The appraised property values established by BCAD after they have been certified by the Chief
Appraiser. These values are released to each taxing unit on or before July 25.
Chart of Accounts: A chart detailing the system of general ledger accounts.
Community Housing Development Organizations (CHDO): A certified, private nonprofit, community-based service
organization whose primary purpose is to provide and develop decent, affordable housing for the community it serves and
receives HOME program funds.
Comprehensive Annual Financial Report (CAFR): The published results of the City’s annual audit.
Competitive Procurement: Before the City may enter into a contract that requires an expenditure of more than $50,000
from one or more municipal funds, the City must comply with Local Government Code Chapter 252. Typically this involves
competitive bidding or competitive proposals that are advertised, posted online, and publicly opened. The City Council
must approve all contracts/expenditures greater than $50,000.
Contingency: A budgeted appropriation within a fund for unanticipated expenditure requirements.
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Contract Obligation Bonds: Long-term debt that places the assets purchased or constructed as a part of the security for the
issue.
Current Expense: An obligation as a result of an incurred expenditure/expense due for payment within a twelve (12) month
period.
Current Revenue: The revenues or resources of a City convertible to cash within a twelve (12) month period.
D
Debt Service: The annual amount of money necessary to pay the interest and principal (or sinking fund contribution) on
outstanding debt.
Deficit: The excess of expenditures over revenues during an accounting period.
Delinquent Taxes: Real or personal property taxes that remain unpaid on or after February 1st of each year (for the prior
year calendar year), and which are subject to penalties and interest charges.
Depreciation: A reduction in the book value of an asset with the passage in time; or, expensing an asset gradually across its
useful life rather than expensing the entire cost of an asset in the period in which it was acquired.
E
Economic Resources Measurement Focus: This measure accounts for the assets related to the inflow, outflow and balance
of goods and services that affect the City’s net assets.
Effective Tax Rate: The effective tax rate is the rate that will raise the same revenues on the same properties this year as
last year.
Encumbrance: Obligation to expend appropriated monies as a result of a processed purchase order or a contract for
purchases legally entered on behalf of the City.
Enterprise Funds: Funds that are used to represent the economic results of activities that are maintained similar to those of
private business, where revenues are recorded when earned and expenses are recorded as resources are used.
Equity: See Fund Balance.
Expenditure/Expense: Decrease in net financial resources for the purpose of acquiring goods or services. The General Fund
recognizes expenditures and the Proprietary Funds recognize expenses.
F
Fiscal Year: A twelve month reporting period, for the City of College Station, the fiscal year is from October 1st through the
following September 30th.
Fixed Assets: Asset of a long-term nature which is intended to continue to be held or used, such as land, building, and
improvements other than buildings, machinery, and equipment.
Full-Time Equivalent: A position that is equivalent to a full-time 40 hour work week. This is the method by which full-time,
part-time, and temporary/seasonal employees are accounted for.
Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other
resources together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of
carrying on specific activities or attaining certain objectives.
Fund Balance (Equity): The excess of fund assets over liabilities. Accumulated balances are the result of continual excess of
revenues over expenditures/expenses. A negative fund balance is a deficit balance.
G
General and Administrative Costs (G&A): Costs associated with the administration of City services.
General Fund: The City fund used to account for all financial resources and expenditures of the City except those required
to be accounted for in another fund.
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General Ledger: The collection of accounts reflecting the financial position and results of operations for the City.
Generally Accepted Accounting Principles (GAAP): Uniform minimum standards of and guidelines to financial accounting
and reporting as set forth by the Governmental Accounting Standards Board (GASB).
General Obligation (GO) Bonds: Bonds for whose payment the full faith and credit of the City has been pledged.
Governmental Accounting Standards Board (GASB): The authoritative accounting and financial reporting standard-setting
body of government agencies.
Governmental Funds: Funds that are maintained on a modified accrual basis with an emphasis on when cash is expended
or obligated and revenues are recorded when measurable and available.
Grant: A payment of money from one governmental unit to another or from a governmental unit to a not-for-profit agency
for a specific program or purpose.
I
Infrastructure: The basic physical and organizational structures and facilities (such as roads, bridges, power lines, water
systems, etc.) that serve and support a municipality.
Interfund Transfer: The transfer of money from one fund to another in a governmental unit.
Intergovernmental Revenue: Grants, entitlements, and cost reimbursements received from another governmental unit
(federal, state, or local).
Internal Service Funds: Generally accounted for similar to enterprise funds. These funds are used to account for enterprise
types of activities for the benefit of city departments such as fleet maintenance, self insurance, and print/mail.
Investments: Securities held for the production of income, generally in the form of interest.
L
Long-Term Debt: Obligation of the City with a remaining maturity term of more that one (1) year.
M
Major Funds: Any governmental fund that has revenues, expenditures, assets and/or liabilities that constitute more than
10% of the revenues, expenditures, assets, or liabilities of the total governmental funds budget. Additionally, the fund must
be 5% of the total revenues, expenditures, assets and/or liabilities for the combined governmental funds and enterprise
funds budget. Any fund the government feels is of considerable importance to financial statement readers may also be
designated as a major fund.
Measurement Focus Adjustment: The standard that determines: (1) the assets and liabilities that are included on the
balance sheet for the governmental unit; and (2) if the operating statement shows “financial flow” or “capital maintenance”
information relating to revenues and expenditures.
Modified Accrual Basis of Accounting: The basis of accounting in which revenues are recognized when they become
measurable and available to finance expenditures of the current period. Expenditures are recognized when the goods or
services are received.
N
Net Taxable Value: Total assessed value of all property within the city that is subject to taxation less the value of any
properties subject to exemption.
Non-Recurring Revenues: Resources recognized by the City that are unique and occur only one time or without pattern.
O
Official Budget: The budget as adopted by Council.
Operating Budget: A plan, approved by the Council, of financial operations embodying an estimate of proposed
expenditures/expenses for the fiscal year and the proposed means of financing them.
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Ordinance: A statute or regulation enacted by a city government.
Outside Agency: Non-profit service organizations partially or entirely funded with contributions from the City of College
Station.
P
Performance Measure: Tool to determine the levels of service are being provided by the organization.
Proprietary Funds: See Enterprise Funds.
Public Hearing: An open meeting regarding proposed operating or capital budget allocations, which provides the citizens
with an opportunity to voice their views on the merits of the proposals.
R
Reserves: An account used to designate a portion of the fund balance (equity) as legally segregated for a specific future use.
Restricted Fund: A fund in which the revenues collected are legislatively designated for a specific use or purpose.
Revenues (Resources): An increase in assets due to the performance of a service or the sale of goods. In the General Fund,
revenues are recognized when earned, measurable, and reasonably assured to be received within 60 days.
Rollback rate: The rollback rate is the highest rate that can be adopted before citizens can initiate a petition to rollback the
tax rate to the rollback rate.
S
Service Level Adjustment (SLA): Request for additional resources requiring a decision by management and council and
justified on the basis of adding to or reducing services and/or performance improvements.
Special Revenue Fund: A fund used to account for revenues legally earmarked for a specific purpose used to account for
and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specific purposes
other than debt service or capital projects.
T
Tax Levy: The total amount of taxes imposed by the City on taxable property, as determined by the Brazos County Appraisal
District, within the City's corporate limits.
Transfers: A legally authorized funding transfer between funds in which one fund is responsible for the initial receipt and
the other fund is responsible for the actual disbursement.
Tax Increment Financing (TIF): Financing procedure utilitzed by local goverements for redevelopment and improvement
projects on existing structures.
Tax Increment Financing Reinvestment Zone (TIRZ): Taxes attributable to new improvements (tax increments) are set-
aside in a fund to finance public improvements within the boundaries of the zone.
U
Undesignated Fund Balance: The portion of the fund balance that is unencumbered from any obligation of the City.
User-Based Fee/Charge: A monetary fee or charge placed upon the user of services of the City.
Utility Funds: The funds used to account for the operations of the City's electric, water, sanitary sewer, and solid waste
disposal activities.
Utility Revenue Bond: Debt issued by the City and approved by the Council for which payment is secured by pledged utility
revenue.
W
Working Capital: The difference between current assets and current liabilities.
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cstx.gov/budget