No preview available
HomeMy WebLinkAboutFY04 Proposed Annual Budget.pdf CITY OF COLLEGE STATION PROPOSED. BUDGET FOR FISCAL YEAR OCTOBER 1, 2003. TO SEPTEMBER 30,. 2004 MAYOR RON SI'LVIA JOHN HAPP, COUNCILMAN SCOTT MEARS, COUNCILMAN ROBERT WAREING, COUNCILMAN ANNE HAZEN,. MAYOR PRO-TEM DENNIS. MALONEY, COUNCILMAN ,JAMES MASSEY, COUNCILMAN THOMAS E. BRYMER, CITY MANAGER JEFF KERSTEN, BUDGET AND STRATEGIC PLANNING DIRECTOR www. ci. college-station, tx. us The Government. Finance Officers Association of the United States and Canada (GFOA)presented a Distinguished Budget Presentation Award to the. City of College Station, Texas. for its annual budget for the fiscal year beginning October 1, 2002. In order to receive, this. award, a governmental unit must ~publish a budget document that meets program criteria as a policy document, as an operations, guide, as a financial plan, and as a communications device. The award is valid for a period of one year only.. We believe that our current budget continues to conform to. program requirements, and we are submitting, it to GFOA to determine its. eligibility for another award. GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished B u dget Presen ta tion A ward PRESENTED TO City of College Station Texas For the Fiscal Year Beginning October 1, 2002 President Executive Director CITY OF COLLEGE STATION. TEXAS PRINCIPAL CITY OFFICIALS JULY 2003 ELECTED OFFICIALS: MAYOR ..................................................................................................... RON SILVIA COUNCIL. MEMBERS ................................................... ANNE HAZEN, MAYOR PRO-TEM dOHN HAPP ROBERT WAREING SCOTT MEARS DENNIS MALONEY ~AMES MASSEY CiTY ADMINISTRATION: CITY MANAGER .......................................................................... THOMAS E. BRYMER ASSISTANT CITY MANAGER ................................................................ GLENN BROWN DIRECTOR OF PUBLIC UTILITIES ...................................................... JOHN C. WOODY POLICE CHIEF .............................................................................. EDGAR R. FELDMAN FIRE CHIEF ..................................................................................... DAVID GIORDANO DIRECTOR OF FISCAL SERVICES ..................................................... CHARLES CRYAN BUDGET AND STRATEGIC PLANNING DIRECTOR .................................. JEFF KERSTEN DIRECTOR OF PUBLIC WORKS ............................................................... MARK SMITH DIRECTOR OF PARKS AND RECRF~TION ................................... STEPHEN C. BEACHY DIRECTOR OF DEVELOPMENT SERVICES ............................................ KELLY TEMPLIN DIRECTOR OF THE OFFICE OF TECHNOLOGY AND INFORMATION SERVICES ........................................................ OLIVIA BURNSIDE DIRECTOR OF HUMAN RESOURCES ................................................. JULIE O'CONNELL DIRECTOR OF ECONOMIC DEVELOPMENT ................................................. KlM FOUTZ CITY ATTORNEY ........................................................................ HARVEY CARGILL, Jr. CITY SECRETARY ........................................................................... CONNIE L. HOOKS Embracing the Past Exploring the Future ..... E.m.. bra. cing' the Past, Exploring ~he Future.. ....... P.O. Box 9960 · 1101 Texas Avenue · College Station, TX 77842 www.ci.college-station, tx. us (979) 764-3500 July 24, 2003 Honorable Mayor and City Council, In accordance with the City Charter and on behalf of the Management Team, 1 am pleased to present the Proposed Fiscal Year (FY) 2003-2004 Annual Budget totaling $160,089,405 for all funds. Of this amount. )* $I24,530,084 is proposed for the operations and maintenance budget. This represents an increase of 3.09% above the original 2002-2003 operations and maintenance budget. ), The total proposed capital budget is $35,559,321, which is approximately $9 million over the original 2002-2003 budget. This increase is in large part due to the proposed additional appropriation for the new conference center project. The increase in the capital budget has caused most of the overall budget increase of 8.84%. The capital budget increase is clue to a number of new infrastructure and public facility projects proposed to take place in 2003-2004. These include the first phase of utility infrastructure rehabilitation in the Southside area, the next phase of construction for the conference center project, capital improvements at the Lincoln Center area; and the first phase of the Spring Creek Business Park development. There are also additional budget appropriations for water and wastewater capital projects to rehabilitate and expand these utilities to meet the needs of a growing community. Budget Goal and Objectives The key goal in the preparation of the FY 2003-2004 proposed budget is to maintain core services of the City in the face of continued §rowth coupled with changinfl economic conditions. This is proposed to be achieved in the following ways. Having a prudent approach to City finances so as to continue meeting existing fiscal and budgetary policies within the existing ad valorem tax rate. Meeting strategic priorities identified by the City Council, and addressing concerns identified in the annual citizen survey. Maintaining service quality. Investing in existing infrastructure and public facilities, as well as expanding certain infrastructure and public facilities. Positioned for Changing Economic Conditions In February of this year a financial forecast was presented to the City Council that examined economic downturn scenarios. However, since February, the State of Texas has adopted a budget that reduced funding for Texas A&M University by a lesser amount, approximately 2%. These funding reductions were much less severe than some of the earlier scenarios. The City of College Station continues to see some growth in certain economic indicators including sales tax, and the steady issuance of building permits. Additionally, while reducing some positions, the Texas A&M Home of Texas A&M University Home of the George Bush Presidential Library and Museum University President has indicated that he intends to add several academic positions over the next several years. College Station has also continued to experience growth in the past year, and this growth creates increased demands for City services. The year 2003 has seen a great deal of economic uncertainty at the national, state and local level. This budget provides resources to continue to provide excellent core city services to the citizens and visitors of College Station. Strategic Planning continues to be a driving force in the preparation of the budget. The City Mission and Vision Statements are the framework for the preparation of the strategic plan. The City Council revised the Mission and Vision Statements. The City Council also identified the key strategies they want to focus on over the next several years to move the City toward meeting the Mission and Vision Statements. Meeting Strategic Priorities The following outlines some of the key items included in the proposed FY 2003-2004 budget by vision statement that address the strategic plan. Core Services Vision Statement - We will continue to improve high quality customer focused basic city services at a reasonable cost. These core services include police, fire, and emergency management services; streets, traffic and drainage services; and the administrative services. It also includes the capital projects for each of these areas. The proposed budget includes nearly $3.8 million of resources for Southside infrastructure rehabilitation. This will be one phase of a multi year effort to rehabilitate and upgrade the infrastructure in older areas of College Station. Additional resources of $300,000 are proposed for thoroughfare rehabilitation projects in FY 2003-2004. The proposed budget also includes $200,530 for the third and final phase of additional operations and maintenance costs associated with Fire Station #5. This will provide resources to hire three additional firefighters. A total of ten firefighters are needed to operate this station. Additional resources for the Police Department through the proposed addition of a Criminal Investigation Division Sergeant in the amount of $99,784 is included in the proposed budget. An additional drainage crew is proposed at a cost of $1 52,309 to ensure drainage rights of way are maintained at appropriate levels. Resources of $53,853 are also proposed for the additional maintenance costs associated with the new public safety computer system. Enhancements to public communications are proposed through the addition of a media specialist and equipment for television production in the amount of $198,422. Enhancing communications through a proposed Iow band radio station system costing $95,000 is also in the proposed bud{jet. Resources for holding a capital improvement project bond election totaling $47,710 are included in the proposed budget. The proposed budget also includes a proposal to improve the retirement benefit for City employees. Currently the City offers a retirement plan where each employee contributes 6% of their salary to the retirement plan, and the city matches that on a two to one basis. The budget includes a proposal to increase the benefit from a 6% contribution to a 7% contribution. This increase would bring the City retirement plan in line with those of other cities that are included in the annual market salary survey. The budget also includes a proposal to fund a 1% across the board increase in salaries for all employees. This 1% increase would offset the additional cost of the proposed increase in retirement benefit, and also move the City salary structure toward the market for salaries. The annual cost of the increase in the retirement benefit and the 1% across the board increase is $773,355. The proposed budget also includes additional costs for health insurance in FY 2003-2004. Parks and Leisure Services Vision Statement - We will continue to promote a large range of recreational and cultural arts opportunities. The proposed budget includes resources to continue lundin§ the Parks and Recreation Department at current service levels. Additional resources of $55,1 O0 are proposed for the operations and maintenance of the improvements being made at Lick Creek Park and other new parks coming on line. The budget includes a proposal to privatize certain grounds maintenance functions at City Hall and the Police Station, and reallocate the existing parks crews performing that work to the new parks coming on line. Implementation of the Tarrow Park Masterplan through proposed capital projects at the Lincoln Center totaling over $900,000 is included in the proposed budget. Additional resources for improved signage in the Wolf Pen Creek area of $70,500 are proposed. Resources are proposed for the City's 65th Birthday Celebration totaling $25,1 30. Planning and Development Vision Statement - We will continue to promote a well- planned community. This vision statement is addressed directly through the efforts to complete revisions to the Unified Development Ordinance. The proposed budget includes funding of $46,504 for an additional plans examiner position in Development Services. This will improve the turn around time in the plans review process. The proposed budget also includes resources of $60,000 to continue to review annexation options next year. Economic Development Vision Statement - We will continue to promote a strong and diverse economic environment. Economic Development initiatives are proposed to continue and resources are included in the proposed budget. The new Conference Center project is included in the FY 2003-2004 proposed budget. project is driving a large part of the increase in the overall proposed capital budget. Resources of $15,000 are also included to improve signage in the Northgate area. Additional capital resources of $2.3 million are included in the proposed budget for the development of the Sprin9 Creek Business Park. This iii Base Budget and Service Level Adjustments The Proposed Budget is generally made up of two parts. First, is the base budget which is designed to be the budget necessary to maintain the base levels of service currently provided. The second portion of the budget are the service level adjustments which represent increases to the base budget to address a number of items. These include operations and maintenance costs associated with capital projects, increases in costs to provide the same base level of service, increases to address the strategic plan, and other increases to provide services to a growing community. The proposed budget addresses each of these areas. resources to address these items. College Station is fortunate to have the The following is a summary of the City's General Fund in each of these categories. General Fund Cumulative Budget Total Base Budget $33,395,558 $33,395,558 PLUS Capital Project Operations and Maintenance and 354,483 Other Base Increases 33,750,041 PLUS Strategic Budget Items 1,456,231 35,206,272 PLUS All Other Increases to Maintaining or Enhancing 1,192,402 Service Delivery 36,398,674 Total Proposed General Fund Budget $36,398,674 The proposed General Fund Budget recommends including the costs associated with the capital project operations and maintenance, the strategic plan related items, and the other items to enhance service delivery. The capital project related items will allow the City to complete the staffing of Fire Station #5, as well as maintain the improvements at Lick Creek Park. The Strategic Plan related increases will allow a number of key City Council priorities including transportation to be addressed next year. The other increases will allow certain services to be provided next year, and will provide an increased retirement benefit and 1% pay adjustment for City employees. Careful planning has helped put the City in a position to continue to meet the needs of a growing community. Key Decision Points The proposed budget has a number of key decisions the City Council will consider as the budget is reviewed. Maintaining the Existing Tax Rate The overall property (ad valorem) tax rate proposed is the current tax rate of 47.77 cents per $100 assessed valuation. Maintaining the existing tax rate is important in the long range efforts to ensure there will be adequate resources to meet the continued needs of a growing community. The current tax rate is anticipated to generate more revenues in FY 2004 than in FY 2003 due to new value on the tax rolls and increases in existing value. The additional revenues generated are proposed to be used to meet the core services identified through the strategic planning process, and to meet the increasing demands for city services. The proposed next 5 year bond authorization that is currently being considered of $35-$40 million can be considered within the existing tax rate. The City of College Station tax rate of 47.77 cents per $100 assessed valuation is lower than 75% of other Texas cities between the size of 50,000 - 100,000. Utility Rates and User Fees Another key decision point is on utility rates and user fees. The budget includes a proposed wastewater revenue increase of four percent. This increase is the final of three increases forecasted in order to fund additional debt service resulting from the expansion of the Lick Creek Wastewater Treatment Plant. A water and wastewater rate study is currently underway and will be reviewed as part of the budget process. User fees and charges for service are also going to be reviewed as part of the budget process. Retirement and Pay Plan proposal A key decision point will be on the proposal to increase the retirement benefit to City employees. This proposal will make the retirement benefit offered competitive with other Cities. The budget also proposes a 1% across the board pay increase. Outside Agency Funding Another key decision the City Council considered is the level of funding provided to outside organizations requesting resources. The recommendations from the General Fund Outside Agency Review Committee will be presented to the City Council as part of the budget process. The committee has recommended funding for a number of agencies. Those recommendations are not in the proposed budget. Conclusion Developing the budget is a team effort that requires the participation of citizens, City Council, and city staff. We are ready to review this proposed budget in the coming weeks and answer any questions the City Council may have, and incorporate any changes the City Council wishes to make into the budget. I want to thank the staff, including the Management Team, for their effort and diligence in putting this budget together. Many difficult decisions were made as this budget was prepared, i would also like to thank the staff in the Office of Budget and Strate§ic Plannin§ (Corby Alexander, Bekie Charanza, Courtne~ Curtis, R~an Rapel~e, Jonathon Stever, and ~Jeff Kersten) for the hard work, strong effort, and Ion§ hours put into this process which be§ins earl~ in the calendar year. Finally, I would like to thank the Ci~ Council for providin§ the leadership and direction to make the decisions necessar~ to moue the Ci~ of Colle§e Station forward. C~ Manager TABLE OF CONTENTS Transmittal Letter ............................................................................................... i Executive Summary Executive Summary ..................................................................................... Fiscal Year Comparison Summary ............................................................... 23 Graph of Net Operatin9 Budget .................................................................. 24 All Funds Summary .................................................................................. 25 Analysis of Tax Rate .................................................................................. 26 Analysis of Property Evaluations .................................................................. 27 City Organization Chart ............................................................................. 28 Strategic Plan Summary .................................................................................. 29 Council Vision Statements Core Services .............................................................................................. 3~ Service Levels and Performance Measures ................................................ 39 Parks and Leisure Services .......................................................................... 97 Service Levels and Performance Measures ............................................. 100 Planning and Development ....................................................................... 11 5 Service Levels and Performance Measures .............................................. 11 6 Economic Development .......................................................................... 1 23 Service Levels and Performance Measures .............................................. 1 25 Financial Summaries General Government Funds General Fund ..................................................................................... 1 29 Police Department ....................................................................... 1 34 Fire Department .......................................................................... 1 36 Public Works ............................................................................... 1 38 TABLE OF CONTENTS Library ........................................................................................... 142 Development Services ..................................................................... I44 Office of Technology and Information Services .................................. 146 Fiscal Services ................................................................................ 148 General Government ....................................................................... 150 Debt Service Fund .................................................................................. 152 Parks Xtra Education Fund ...................................................................... 158 Economic Development Fund .................................................................. I60 Court Security Fund ................................................................................ 162 Court Technology Fund .......................................................................... 164 Police Seizure Fund ................................................................................ 166 General Government Capital Improvement Projects .................................. 168 Enterprise Funds Combined Utility Funds ..................................................... ' ..................... 185 Public Utilities Department ................................................................... :.. i86 Electric ........................................................................................... 187 Water ............................................................................................ 188 Wastewater .................................................................................... I9I Sanitation .............................................................................................. i94 Parking Enterprise Fund .......................................................................... !97 Brazos Valley Solid Waste Management Agency ........................................ 200 Utility Capital Improvement Projects ........................................................ 203 Special Revenue Funds Hotel/Motel Fund ................................................................................... 217 Community Development Fund .............................................................. 220 Wolf Pen Creek TIF ............................................................................... 222 TABLE OF CONTENTS Cemetery Perpetual Care Fund ................................................................ 224 internal Service Funds Internal Services Fund ............................................................................. 227 Print/Mail Fund ...................................................................................... 22'8 Communications Fund ............................................................................ 230 Fleet Fund ............ · 232 Equipment Replacement Fund ................................................................. 234 Utility Customer Service .......................................................................... 237 Self Insurance Funds ............................................................................... 240 Workers Compensation Fund .................................................................. 241 Property Casualty Fund ........................................................................... 242 Employee Benefits Fund ......................................................................... 243 Unemployment Compensation Fund ....................................................... 244 Appendices Budget Ordinances ...................................................................................... A-! Service Level Adjustments List ...................................................................... B-1 Personnel List ............................................................................................. C-! Revenue History and FY 04 Budget Estimates ................................................. D-I Budget Provision Stated in Charter ................................................................ E-I Fiscal and Budgetary Policy Statements .......................................................... F-1 Outside Agency Funding .............................................................................. G-! M~scellaneous Statistical Data ....................................................................... H- 1 2003-2004 Strategic Planning And Budget Process ........................................ I-I Debt Service Schedules ................................................................................. ~-1 General and Administrative Transfers ........................................................... K-1 TABLE OF CONTENTS 2003-2004. Strategic. Planning Strategies. and Implementation Plans ............ L-! Glossary ......................................................................................................... M-1 CITY OF COLLEGE STATION 2003-04 BUDGET 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." Vision Statements · Core Services - We will continue to improve high quality customer focused basic city services at a reasonable cost. · Parks and Leisure Services- We will continue to promote a wide range of leisure, recreational and cultural arts opportunities. · Planning and Development- We will continue to promote a well-planned community. · Economic Development- We wil! continue to promote a strong and diverse economic environment. made by the City Council over the past several years. The budget document is designed to provide decision makers with a better view of the City's resources and their utilization to accomplish the policy direction of the City Council as set out in the Strategic Plan and other policy direction. It also shows the City's near term commitments and how the City meets the financial policies approved by the City Council. The document is also designed to show citizens the services being provided and their associated costs. The following is a summary of the FY 04 Proposed Budget. The following is a summary of key elements included in the Fiscal Year 2003-2004 Proposed Budget for the City of College Station. The bUdget provides the framework to implement the Strategic Plan and meet the Mission Statement outlined by the City Council. It also provides resources for quality city services in College Station. The 2004 fiscal year begins October 1, 2003 and ends September 30, 2004. This document is presented by function or program as they address one of the four Vision Statements, or overall goals, established by the City Council to meet the City's Mission Statement. The organization of the document allows the reader to review changes in programs as they relate to the Strategic Plan and goals the City Council has set. The budget was also 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 Budget Format Budget Summary Section The proposed budget is presented in four main sections. The first is the Budget Summary. It includes the Transmittal Letter, Executive Summary, Overall Funds Summary, and Strategic Plan Summary. This section provides the reader with a general overview of the proposed budget and identifies key changes from the prior year. Vision Statements Section The Vision Statements section of the budget provides the reader with a view of the various services provided by the City and is organized around the four Council Vision Statements and the Strategic Plan. This part of the budget is designed to help show what services are being provided with the budget resources available. Performance expectations are shown in the form of service levels and performance measures for each major activity. This information is organized by Vision Statement within the budget document. The service levels show the services that different functions and programs in the organization provide. The performance measures illustrate how well those levels of service are being met. This occurs through the creation of specific measures designed to show what levels of service are being achieved. Also included in this section is a budget summary organized by service levels. The budget summary provides a brief description of the activity, the proposed budget, and the number of personnel included in 'the activity. F~nancial Section Following the Vision Statements is the Financial Section of the budget. It provides a more traditional "fund accounting" view of the City's budget. Fund summaries and department summaries are 'provided. These summaries include prior year actual revenues and expenditures, revised FY 03 budget revenues and expenditures, FY 03 year end estimates, FY 04 base departmental requests, FY 04 proposed Service Level Adjustments, and the total FY 04 proposed budget. The financial section of the document is broken into four fund types. These are Governmental Funds, Enterprise Funds, Special Revenue Funds, and Internal Service Funds. Budget Basis The budgets for the Governmental Funds and Special Revenue Funds are prepared 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 several items. The full listing of these items can be found in the Financial Policies beginning on page F~i. The budgets for the Enterprise and Internal Service Funds are similarly prepared on the modified accrual basis 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. The City organization is composed of various departments or general service areas. Several departments are represented within more than one fund, i.e., the Utilities Department, known as College Station Utilities, encompasses the Electric, Water, and Wastewater Funds. Each department consists of one or more divisions and each division may have one or more activity (cost) center. Routine budget controls are exercised within activity centers at the category level (groupings of accounting objects into the items personnel, supplies, maintenance, services, and capital). On an annual basis, fiscal control is at the Department level in the General Fund and at the fund level for other funds. Also included in the Financial Section of the Budget is a summary of the proposed Capital Improvement Projects Budget for FY 04. This includes the General Government Capital Projects and the Utility Capital Projects. A summary of the operational impact the proposed capital projects will have on the operations budget is provided. Appendices The fourth major section of the budget is the Appendices, which contains supplemental information to meet specific Charter requirements and to help the reader better understand the community. The appendices include a detail of salaries and positions proposed in the budget, the Fiscal and Budgetary Policies, and other schedules necessary for a comprehensive budget document. A shortened version of the budget, called the Citizen's Proposed Budget, has also been prepared. It provides summary information on the budget and is designed as a quick reference document. The budget is submitted to the City of College Station City Council approximately 45 days prior to the end of the fiscal year. Copies are placed with the City Secretary and in the College Station branch library for citizen review. The proposed budget is also available on the City's Internet site: www. ci. college-station, tx. us. Strategic Planning and Budgetary Management Strategic Planning The City uses a strategic planning process which is designed to identify where the City Council wants the City to be in the future and determine what path will be taken to achieve that future. In May of this year, the City Council revised the City Mission Statement and 4 Vision Statements at their annual strategic planning retreat. The Mission Statement and Vision Statements provide the framework for the rest of the strategic planning process and the preparation of this proposed budget. The City Council has also identified strategies for each of the vision statements. These strategies are the more specific objectives to fulfill the vision. The City Council then ranked the strategies as a whole, and within the vision statements. Next, implementation plans were identified for each of the strategi~s. These implementation plans are the specific means of meeting the strategies and each of the overall vision statements identified. Each of the implementation plans includes the following information: plan leader, a brief summary, the timeframe for achieving the plan, and what resources are needed. This budget dobument addresses the resources needed to carry out the implementation plans that require additional resources. The result of the May retreat was a more streamlined strategic plan outline that focuses first and foremost on core, or basic City services. A total of 18 strategies were identified by the City Council. A draft of the Strategic Plan with these strategies and implementation plans was presented to the City Council in July. As the budget process continues, there will be further discussion of'the strategic plan and the resources that will be included to implement it. The strategic plan will be revised and considered by the City Council for adoption at the time the budget is considered for adoption. Page 29 and Appendix L includes a summary of the Strategic Plan. Budgetary Management The strategic planning and budget process is integrated to ensure that the policy direction provided in the Strategic Plan is implemented through the budget process. A basic flow chart showing the strategic plan and budget development process may be found in the Appendices on page I- 1. The budget process begins early in the calendar year with the Budget staff preparing salary and benefit information based on the Council approved pay policy for the upcoming budget year. The process continues through the Spring and early Summer as departments prepare their budget requests. Budget requests are analyzed and reviewed, and the City Manager's Proposed Budget is developed using the framework of the strategic plan and existing levels of service. The FY 04 Proposed Budget continues the practice of not appropriating funds for anticipated vacant positions. All salary and benefit amounts for regular full and part time positions are budgeted approximately three percent lower than actual salary costs, due to existing or anticipated vacancies that will occur in the year. The proposed budget also includes increases in the City contribution to the health benefits fund due to increasing health care costs. The Budget staff evaluated the current budget prior to developing target budgets for FY 04. Part of the analysis entailed identifying and reducing all "one- time" expenditures (expenditures for capital, special studies and other like items) included in current budgets. A detailed review of departmental submissions was conducted to insure that requests were complete and within the guidelines of the City' Council and the City Manager. ~The Budget Office prepared budget estimates for many costs including salaries and benefits, equipment replacement, utilities, and other costs and provided those to the departments. All other costs were held at the current level. The base or target budgets prepared by departments are designed to provide the resources needed to maintain current service levels. Budgets submitted by departments were reviewed to make sure they included only those things necessary to maintain the existing levels of service being provided. Items determined to be in excess of the target budget were submitted and reviewed as Service Level Adjustments (SLA's). The City Manager, Assistant City Manager, Fiscal Services Director, and Budget and Strategic Planning Director reviewed these SLA's. The proposed list was also reviewed with affected department directors and with the Management Team as a whole. The finalized list is included in this proposed budget. Also included in the budget is a list of all service level adjustments requested by departments but not included in the proposed budget. SLA's were proposed to be added to the budget based on several basic criteria: a) mandates due to federal or state statutes or regulations, contractual agreements, local policies, and capital projects; b) items directly included in an implementation plan in the strategic plan document; c) items needed to continue or enhance the ability of the City to carry out the City Council's Strategic Plan; d) other items of general value to the City either as replacements or added efficiencies or improved services; e) items that maintain existing service levels approved by the City Council in light of increasing demands for service due to growth. Most of the proposed service level adjustments are for one-time expenditures rather than for programs, which have ongoing costs. The strategic planning and budget processes are truly integrated and the budget is designed to become one of the implementing tools of the Strategic Plan developed by the City Council. The following chart provides a comparison of the operating budgets of the major operating funds. The comparison shows the percent change from the Original FY 03 Budget to the Proposed Base FY 04 budget. The proposed base number does not include service level adjustments. Also shown is a comparison between the total proposed budget including serviCe level adjustments and the original FY 03 Budget, Original Operating Budget* Comparison FUnd Original FY 03 prOposed Base Percent PropOsed Base percent Budget FY 04 Change + SLAs FY 04 Change General C°mbined Utili~ ~ 42~788,~45 43,344,870 1.30~o 44,199,432 3.30% Sanitation 3,934,760 ' 3,917,922 (0.43%) 3,938,159 (0.08%) BVSWMA 6,512,81d~ 4,~37,~83 '~27.25%) 6,488,035 (0.3~%) utiliW Customer Se~ce 1,688,375 1,702,364 0.83% 1,803,990 6.85% Internal Se~Ces '" 2,011,427 1,986,254 (1.25%) 2,033,936 1.1 0~er'Operating Funds 459,376 ..... ~60,~'80 .... 0.26% 477,155 ' 3.87% Totals $96,278,522 $94,619,544 (1.72%) $99,939,976 3.80% * This comparison reflects only the operating expenditure portion of each fund. Fiscal and Budgetary Policies Each year as part of the budget process, Fiscal and Budgetary Policies are reviewed. These policies are included as Appendix F in this document. These policies serve as the framework for preparing the budget as well as for the financial management of the City. During the budget process changes to these policies will be reviewed with the City Council. Key Budget Goals The key goal of the 2003-2004 proposed budget is to maintain core services of the City in the face of continued growth coupled with changing economic conditions. This is going to be achieved by the following: Having a prudent approach to City finances so as to continue meeting existing fiscal and budgetary policies within the existing ad valorem tax rate. Meeting strategic priorities identified by the City Council, and addressing concerns identified in the annual citizen survey. ~ Maintaining service quality. Investing in existing infrastructure and public facilities, as well as expanding certain infrastructure and public facilities. The proposed budget is designed to provide resources to achieve the visions and strategies set out in the Strategic Plan. CORE SERViCES. VISION STATEMENT Most of the City's proposed budget is used to 4 provide core services. These services include streets, drainage, solid waste, utilities, police, and fire services. Over $114 million is included in the Core Services Vision Statement. Key Core Service Proposed Budget Additions Resources for infrastructure improvements to the Southside area of nearly $3.8 million is in the proposed budget. This is part of a multi year effort to rehabilitate infrastructure. Additional resources of $300,000 for street thoroughfare rehabilitations is included in the proposed budget. Additional resources for Fire Station #5 operations and maintenance (phase 3 of 3) of $200,530 is included. Additional resources for the Police Department through the proposed addition of a Criminal Investigation Division Sergeant in the amount of $99,784 is included in the proposed budget. An additional drainage crew is proposed at a cost of $1 52,309 to ensure drainage rights of way are maintained at appropriate levels. Resources of $53,853 are also proposed for the additional maintenance costs associated with the new public safety computer system. Enhancements to public communications function are proposed through the addition of a media specialist and equipment for television production in the amount of $198,422. ~ Enhancing communications through a proposed Iow band radio station system costing $95,000 is also in the proposed budget. Resources for holding a capital improvement project bond election totaling $47,710 are included in the proposed budget. All of these proposed items are directly related to the core services in the Strategic Plan. The challenge in the budget process again this year has been to maintain excellent core city services with more uncertainty in the local economy and the impact that may have on revenue growth. All services will continue to be reviewed to determine if here are improvements that can be made in the way services are provided. PARKS AND LEISURE SERVICES-VISION S TA TEMEN T The proposed budget includes resources to continue the Parks and Recreation Department at current service levels. Resources are also included to continue funding Arts Council, and public art. Key Parks and Leisure Services Proposed Budget Additions Additional resources of $55,100 are proposed for the maintenance of the improvements being made at Lick Creek Park and other new parks coming on line. The budget includes a proposal to privatize certain maintenance functions at City Hall and the Police Station, and reallocate the existing parks crew to the new parks coming on line. Implementation of the Tarrow Park Masterplan through proposed capital projects at the Lincoln Center totaling over $900,000 is included in the proposed budget. Additional resources for improved signage in the Wolf Pen Creek area of $70,500 is proposed. Resources are proposed for the City's 65th Birthday Celebration totaling $25,1 30. PLANNING AND DEVELOPMENT- VISION STATEMENT This vision statement is addressed through the conclusion of efforts to complete the Unified Development Ordinance. Key Planning and Development Proposed Budget Additions The proposed budget includes funding of $46,504 for an additional plans examiner position in Development Services. This will improve the turn around time in the plans review process. The proposed budget also includes resources of $60,000 to continue to review annexation options next year. ECONOMIC DEVELOPMENT-VISION S TA TEMEN T Economic Development initiatives are proposed to continue and resources are included in the proposed budget. KeF Economic Development Proposed Bud§et Additions The new Conference Center project is included in the FY 04 proposed budget. The FY 04 new budget appropriation for the construction of the Conference Center is approximately $5.8 million. A total of $12.1 million is projected to be spent in FY 04. )~ Resources of $15,000 are also included to improve signage in the Northgate area. )~ Additional capital resources of $2.3 million are included in the proposed budget for the development of the Spring Creek Business Park. College Station Growth Trends The .following sections highlight some of the key factors used in the preparation of the FY 04 proposed budget. These include a summary of the City's key economic indicators, the financial forecast, and a summary of the results of the 200g citizen survey. Economic Indicators Preparing this budget was challenging given the uncertainty through most of the Spring about the level of funding Texas A&M University would receive through the state budget process. The state of Texas was facing a deficit of approximately $I0 billion. Ultimately, Texas A&M University did not realize the large budget reductions that were originally predicted. College Station has continued to grow over the last year, although some areas of the economy have continued to slow. This slower growth has a direct impact on the resources available to the City to provide services to the community. Indicators of growth include population increases, building activity, unemployment rate, ad valorem tax revenues, and sales tax revenues. The City of College Station has not experienced some of the more severe impacts of the economic downturn faced by other areas in Texas and the nation. Part of this is due to the fact that the major influence on the local economy continues to be Texas A&M University. However, the potential for significant budget reductions at Texas A&M University has caused uncertainty in the local economy. The population of College Station grew throughout the I990's. At the 1990 Census, the population of College Station was 52,456. The 2000 Census reported the population to be 67,890. The current estimated population through May 2003 is 74,223. This is a 29% increase in population over that ten year period. The population is projected to grow by two percent per year over the next five years to an estimated population of 86,500. The following graph shows population growth in College Station over the last ten years and projections through the year 2008. College Station Population 0.0 0.0 0.0 :0.0 0.0 O0 ............... The pace of new development has continued to grow over the. last several years. For several years during the early 1990s, growth was primarily due to retail development, as College Station became a regional shopping center. Both residential and commercial development has remained strong, in recent years. Other economic indicators continue to demonstrate a strong local economy. I. Building. Permits and Development, The new property value added to the ad valorem tax base in 2002 was approximately $142 million. In 2003 the new property value added to the tax base is estimated to be $143 million. Both single family and multi family residential construction continues to be strong. Through June 2003, 432 single-family permits were issued. For the same period of 2002, 447 single-family residential permits were issued. From January through June 2003, the City issued permits with a value of $112.7 million. For the same period in 2002 $86.6 million was permitted. The chart below shows dramatic year to year changes has occurred in permitted construction in the !990's. It also projects future new development of $100 million per year through 2007. Value of New Development Commercial construction also remains strong in College Station. Through the first six months of 2003, $23.5 million in new construction was permitted compared to $24.6 million through the same period of 2002. 2. Unemployment Rat~--Brazos County has maintained an unemployment rate of less than 4% since 1990. The local economy has one of the lowest unemployment rates in the state and the nation. Locally employment remains relatively strong. 3. Ad Valorem V~aluations-- Ad valorem tax values remained relatively level from the mid 1980's until 199I. Beginning in I993, total taxable assessment rose from approximately $1.3 billion to approximately $3 billion. The City has experienced a 136% increase since 1993 and an estimated 10% increase in the last year. The increase in ad valorem value is directly related to new construction in the City. Increasing values reflect an overall healthy local economy. Current residential and commercial projects underway are anticipated to add to the ad valorem tax base next year. As taxable ad valorem value increases, particularly through growth, it provides additional resources for both the General Fund and General Debt Service Fund of the City. This increase provides resources needed to help meet increasing service demands associated with the Ci~'s growth. CITY OF COLLEGE STATION AD VALOREM TAX ~ ....... Ri ~ 1993 1~4 1995 1996 1997 1~.~, 19~9 2O00 2001 2002 2003 , Sales Tax Revenues-- The sales tax is the largest single revenue source for the City's General Fund~ accounting for approximately 40% of General Fund revenues. This is one reason why a fiscally conservative approach is taken to estimate future sales tax revenues. Many Texas cities have continued to see a reduction in sales tax revenues. College Station, though, has continued to see some sales tax growth in the past year. Sales tax revenues are projected to grow in FY 04 by two percent over the FY 03 year end estimate. 15.0 t2.5 10.0 7.5 5.0 2.5 Sales Tax Revenue · IR R 14.0 13.,~ ' 0.8 ' The previous chart shows sales tax revenues received bp the City of College Station. . Total Utili~ Revenues-Utility revenues continue to increase from year to year. The City has experienced fairly consistent customer growth that has helped keep annual sales growing. The number of customers has risen steadily over the past ten years. Changes in revenues have been affected by purchased power costs, rate changes, and weather conditions. Growth in customers and sales contribute to the City's ability to maintain stable rates and to provide needed resources for the City's General Fund. Economic and fiscal indicators demonstrate that the local economy has shown moderate and sustained growth. This growth has moderated in recent years, and this has a direct impact on the ability to have resources to provide services. This growth results in both revenue growth for the City and increased demand for services. Revenue growth appears equal to the costs of maintaining the current service levels throughout the City, however the margin is much smaller than in prior years. Staff continues to monitor various indicators of economic and fiscal health of the community. This is why the concern over the state budget decisions were so high. Monitoring is also done in order to better respond to economic conditions that may indicate a weakening in the local economy. Any such weakening could adversely affect the fiscal health of the City. If the economy does have an adverse effect on the City's fiscal health, choices on revenues and expenditures will have to be made to address the impact. Although some growth is still occurring in College Station, fiscally conservative estimates are made in anticipating future revenues. This approach is important to ensure that any slow down in growth, or change in economic conditions does not adversely affect the financial position of the City. Financial Forecast The financial forecast is a tool used to indicate the actual and possible results of decisions made by the City Council over a number of years. The forecast has become an integral part of the planning and budget preparation processes. The forecast was reviewed with the City Council in February and again in July prior to the presentation of this proposed budget. Current and anticipated growth in the community has resulted in increased demands for services provided by the City. These include increased public safety needs, pressure on the transportation systems in College Station, demands for Parks and Recreation services, Development Services, and others. As growth occurs in the next several years, it will become more difficult to find additional resources to meet the service demand increases that result. It will be necessary to examine and consider alternatives on how services are delivered, as well as how some of these additional needs are funded in the future. This year when the preliminary forecast was presented in February, it was presented in a way to allow the flexibility in the budget to pivot, if economic conditions worsened, or if the budget at Texas A&M University was cut substantially. The forecast assumed maintaining service levels, but included a pay 'freeze in FY 04 and FY 05. Since that time the State of Texas passed a budget that did not have a significant reduction in funding for Texas A&M University. The proposed budget does not anticipate a significant economic downturn impacting revenues in FY 04, and includes recommendations for maintaining and enhancing some services, improving the retirement benefit, and a small pay increase for City employees. 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 planning in the next 12 to 18 months. The financial forecast exercise has served the City well over the past several years. 2003 Citizen Survey Results The National Service Research group was hired to perform the annual citizen survey in 2003. This is the seventh year this survey has been conducted. It was conducted as a random sample telephone survey with 500 respondents. The survey focused on satisfaction with service delivery by different departments of the City, rather than desire for additional services. Respondents continue to hold a very favorable view of City services. 93% of respondents said that they were either somewhat satisfied or very satisfied with the services provided by the City. In particular residents polled are generally satisfied with police, fire, parks, code maintenance enforcement, animal control, recycling and garbage services, public utilities, and solid waste. Three areas on the survey that received relatively lower levels of satisfaction were the streets, bikes, and sidewalks; utility bill inserts; and library services. Residents felt the single greatest need in College Station varied between traffic control, better signal timing, and improve roads; more entertainment, restaurants, night life, theater, cultural opportunities, and shopping; public transportation; and more parks, bike lanes, sidewalks, dog park, and recreation opportunities for seniors and children. The results of this annual survey are one tool used to garner feedback from citizens regarding satisfaction with services. Areas that receive lower satisfaction rates are examined to determine the resource allocation changes that may be needed. Property Tax Rate, Utility Rate, and User Fee Changes The ad valorem (property) tax rate is proposed to remain at $0.4777 per $100 valuation. This proposed tax rate will meet the debt service obligations of the City and provide operations and maintenance funding in the General Fund and anticipates continued implementation of the Wolf Pen Creek Tax Increment Financing district. The debt service portion of the tax rate is proposed to be $0.2831 per $100 valuation. The operations and maintenance portion of the tax rate is proposed to be $0.1946 per $100 valuation. This is the same as the current tax rate. Maintaining the existing tax rate will provide some of the resources needed to continue providing core services, as well as to meet some of the strategic priorities identified during the strategic planning process. College Station continues to have one of the lowest tax rates among cities befween 50,000 and 100,000 in population. The City of College Station tax rate is lower than 75% of these cities. Overall the proposed tax rate is expected to 8 generate more revenue in FY 04 than in FY 03. This is due to two factors. First, is the estimated $ I43 million of new appraised value on the tax roll. This is the result on new residential and commercial construction in College Station last year. New residential and commercial construction continues to meet the needs of a growing population. A portion of the increase in revenue is the result of increases to existing property values. These increases are the result of re appraisals on property done by the appraisal district. The City will adopt a tax rate based under the truth in taxation legislation. This process will show how much of the revenue increase is the result of new value, and how much is the result of increases in existing values. Tax Rate Comparison San ~el0 ~~ ~~~ Port,~ur ~~ ~~ [,(illeen ~ ~ ~ ~ ~essa ~~ ~ ~ ~n - _ .... .- - . .--. Temple ~~ ~ No~ Ri~end Hills ~ ~ ~ , ~s~n ~~~ ~n~n ~~~ Long~ew Richa~son Co~e~e S=Uon ..... 0.4777 Colleg e ~ewis~e- -_-.-- :~~ Station flower ~und ~ ~ ~ SugarLa~ ~~ Round Rock~~ T~er ~~ 0.0000 0.20~ 0.4000 0.~000 0.8000 ~.000~ ....... The preceding graph shows a comparison of the tax rate of cities in Texas between 50,000 and 100,000 population. The College Station is lower than 75% of the cities listed. This data is from the annual TML tax and' debt survey. The proposed budget includes a 4% revenue increase in the Wastewater Fund. This rate increase is needed as a result of the expansion of the Lick Creek wastewater treatment plant. The increase will pay for the long term debt service on this facility and other capital projects needed to maintain, rehabilitate, and expand the wastewater system infrastructure. No rate changes are proposed in any of the other utility funds. As part of the budget process this year there are a · number of user fees that are going to be reviewed and proposed to be increased in order to move toward meeting the City financial and budgetary policies. The fees that will be reviewed include Parks and Recreation fees, Development fees, ambulance fees, and cemetery fees. None of the fee increases being considered have been included in the proposed FY 04 budget. Positions in the Proposed FY 04 Budget As a service providing organization, salaries and benefits account for the largest percentage of operating expenses. College Station is similar to other cities in this respect. Human resources are also one of the primary assets of the City of College Station. When the cost of purchased power is excluded; personnel expenditures account for approximately 59% of total City operating and maintenance expenditures. The proposed budget includes 816.25 full time equivalent positions. A net total of I 1.75 positions are proposed to be added in FY 04. The following is a list of the positions proposed to be added. · 3 Firefi§hters - This is the third and final year of a three year plan to add firefighters to man Fire Station #5. · I Police Ser~eant in the Criminal Investigation Division · 3 person Draina~e Crew to improve the service level for mowing drainage rights of way, and maintaining drainage areas. · i Plans Examiner in Development Services to review building plans. · I Media Specialist in Public Communications and Marketing to expand television production activities. · I Municipal Court Customer Service Representative, and I Municipal Court Payment Plan Coordinator to improve customer service, and increase the collection of fines. 9 · 1 Warehouse Assistant in Public Utilities 0.25 Secretar~ in Human Resources. This will make the position a full time position. A part time (0.5) position is proposed to be eliminated in the UtiliW Customer Service Fund. The bud§et includes a request to automate a portion of the billing process, and will result in the elimination of a part time customer service 'representative. The proposed budget includes an increase of less than 1.5% in the number of employees in the budget. The positions are directly related to core services and the strategic plan, as well as increasing revenue, and customer service. The City of College Station also budgets for temporary/seasonal positions. The Parks Department makes extensive use of these funds for many of their seasonal programs. Other departments also utilize these resources. The City accounts for temporary/seasonal funds by calculating the number of hours worked, and approximating the number of full-time equivalent (FTE's) positions. Personnel Total 900.0 757 804.75 804.50 816.25 800.0701.0 7017 706 735.0 700.O 600.0 500.0 . 400.0 300.0 200.0 100.0 0.0 I ~ ', ', I' ,~ ', ', -"1 95 96 97 98 99 O0 Ol 02 03 04 Fiscal Years The chart above shows the change in the number of positions over the last 10 years. Proposed Retirement Plan and Pay Changes The City has been working under a market pay system for the past 4 years. As part of this system, an annual salary survey is conducted to determine where the City pay plan is in relation to the rest of the defined market for the City. The City has made great strides moving toward the market over the last several years. This allows the City to recruit and keep well qualified employees. The City also provides a retirement plan, the Texas Municipal Retirement System, to City employees with the 6/12 plan. Currently the employees participate at a level of 6% of their pay. The City matches that contribution on a two to one basis. Most of the City's included in the salary survey have the 7/I4 plan. Of the I6 cities included in the salary survey only 3 are not at the 7/14 level. The FY 04 Budget includes a proposal to increase the retirement benefit to 7/I4 level. The annual cost of this is $455,390. The proposed budget also includes a I% across the board increase to offset the additional retirement cost to City employees. The 1% across the board increase will cost $317,965 on an annual basis. This proposal is being made in lieu of any other pay changes in FY 04. The proposed budget also includes additional resources for health insurance costs in FY 2003- 2004. Capital Improvement Projects The proposed Capital Improvements Budget for FY 04 total $34,919,321 for all funds which include capital projects. However, this budget amount does not reflects all projected capital expenditures for FY 04. In the case of projects for which funds have already been approved and budgeted, the city may continue to spend money to complete these projects without including the projected FY 04 expense as a new appropriation. The project budgets that have been appropriated carry forward until the project is complete. Only portions of the projects that have not been appropriated previously are included in the FY 04 Budget. In FY 04, the city anticipates that there will be significant expenditures for both general government and utility capital projects. Significant infrastructure rehabilitation and improvement projects are scheduled in FY 04. Included in this are rehabilitation projects in the southside area. These projects will involve the rehabilitation of utilities, drainage ways, and streets. Other projects underway include a number of street projects including those from the interim cip included in the current year budget, as well as projects from the 1998 bond authorization. There are a number of Water and Wastewater capital project that will incur expense in FY 04. These projects are discussed in greater detail later in the budget overview and in the capital project section of this document. 10 City of College Station Net Budget Expenditure Comparison Original Proposed FY 03 FY 04 Percent Fund Budget , Budget Change General $33,677,968 $35,758,674 6.18% Combined Utilities 61,147,543 62,469,292 ' 2.16% Sanitation 4,764,539 4,845,347 1.70% BVSWMA 6,960,558 6,981,299 0.30% General Debt Srvc. 8,506,258 7,844,062 (7.78%) Hotel/Motel 2,350,583 2,274,833 (3.22%) Parking Fund 367,296 918,048 149.95% Parks Xtra Ed. 122,670 123,082 0.34% Police Seizure 3,500 2,700 (22.86%) Court Sec. Fund 110,000 168,548 53.23% Court Tech Fund 100,000 245,000 145.00% Comm. Dev. 2,692,349 2,753,677 2.28% Cemetery 0 145,522 N/A Subtotal O&M Expenditures $120,803,264 $124,530,084 3.09% General Fund 0 640,000 N/A Combined · Utilities 2,080,000 10,400,000 400.00% Comm. Dev. 1,482,333 1,839,395 24.09% Hotel/Motel $~600.000 0 (100%) Fund Balance/Working Capital ' ' Transfers. to CIP $4,162,333 $12,879,395 209.43% Cap.. Imp. Proj. Gen. Govt. '$6,011,536 Utilities 8,687,900 Drainage 2,440,748 Convention Center 2,483,038 Wolf Pen TIF 2,403,200 Melrose TIF 96,000 $5,664,619 (5.77%) 7,391,457 (14.92%) 1,193,245 (51.11%) 5,876,802 136.68% 2,553,803 6.27% o (~.oo%) Subtotal Cap. Expenditures $22,122,422 $22,679,926 2.52% Total $147,088,019 $160,089,405 8.84% additional appropriatiOn for the new conference center project. The increase in the capital budget has caused most of the overall budget increase of 8.84%. The total proposed budget is $160,089,405. Each fund will be discussed in detail in the Financial section of this budget. Net Operating Budget Change The previous table shows the City's proposed net operating and maintenance expenditures for FY 04 are proposed to be $124,530,084 which is 3.09% over the FY 03 budget. Transfers From fund balance for capital projects in FY 04 are proposed to be $12,879,395. This increase is due to the scheduled transfer of resources from the Water Fund for water capital projects. The net Capital Budget is proposed to be $22,679,926. The latter two items will provide a total of $35,559,321 of new budget appropriation for all capital projects. Most of the increase in capital projects is due to the 11 Budget Overview The discussion below focuses on the various City departments and functions provided by each department. It is intended to discuss the proposed changes and to identify the basic functions of the various city departments. A number of departments have functions that cross both the Visions Statements and among the various funds of the City. The overlaps between departments, funds and Vision Statements will be noted for the reader. The Department totals represent the operating portion of the budget. · Police Department $9,118,320 The Police. Department provides a number of services that help make the. community, safe. Among the services provided are. 1) police, patrol with certified police officers who are equipped with police, vehicles and all necessary equipment, and assigned to specific areas of the city; 2) criminal investigation which investigates, reported crimes; 3) animal control; 4) jail and communications support for. officers on the street and short term detention facilities that reduce the. processing time of arrests;. and 5) a professional standards division that serves a support and training function for the Department. Three service level adjustments, are proposed for the FY 04 CSPD operating budget. This includes $8,605 to. develop a replacement and maintenance schedule for patrol bicycles.~ Three bicycles will be replaced in FY 04.. $45,060 for. traffic enforcement is also proposed for FY 04... $33,795. will.be reimbursed back to. the City through the Selective Traffic Enforcement Program Grant.. Finally, $99,784 is proposed for an additional Sergeant in the. Criminal Investigations Division (CID). This position is being requested to. ensure the caseload in CID can be managed efficiently. Fire Department $7,149,560 The Fire Department provides services to College Station, to our neighbors in Bryan through an automatic aid program, and to rural areas around College Station through mutual aid agreements. The Fire Department operates out of four stations located throughout the City. The basic services of the Fire Department are 1) fire response 2). emergency medical response, 3) fire prevention services, including commercial fire safety inspections and fire. prevention training at local schools and various functions; 4). code enforcement activities performed by the community enhancement action center and 5). hazardous material response. There. are 6. SLA's proposed as part of the Fire Department budget, totaling,. $265,682. $200,530 is proposed for phase iii of implementing the operating costs associated with fire station 5.. Additionally, $7,500. for an employee recognition~program, $19,852 for textbook training media, $6,300 for a commercial' washer extractor,, and $2,500 for digital camera and equipment to assist code enforcement personnel. Due to. the. rising costs of services, $29,000 is. included in order to maintain the current service level in the FY 04 proposed budget. Public Works $17,425,664 The Public Works. Department maintains streets, drainage, and greenways,, and the City's traffic control system.. It is also responsible for refuse collection, capital project engineering and construction, as well as fleet and facilities maintenance. Also included is the budget for. the Brazos valley Solid Waste. Management Agency. One. service, level adjustment is included in the proposed budget for the Public Works Administration Division. $20,000. is proposed to hire. a consultant to. help. identify and prioritize traffic issues in many of the elementary, middle, and high school areas. City and CSlSD staff will use. the results of this traffic study in subsequent years to. select candidate schools and projects so that the. grant program can best meet the. needs of both agencies and the constituents they represent. The Facilities Maintenance division provides support services to City departments through the maintenance of City facilities. This entails all City buildings including heating, ventilation and cooling systems. Additionally, Facilities Maintenance performs, some. minor building construction and remodeling activities. The Division also supervises facility repair fund uses to ensure that facilities and equipment are repaired and replaced in a timely manner. 12 The Street Division of the Public Works Department strives to ensure that the street system within the City of College Station is properly maintained. This is done. through, a number, of programs including a street rehabilitation program that addresses street repair before more expensive reconstruction measures are. needed. The Streets Division also coordinates with. the Engineering Division to plan and develop, major street capital projects that involve rebuilding roadways that need upgrades. The Street Division also. provides routine pothole patching and other maintenance services. The effectiveness of this service, is measured by determining whether 95% of the streets in the City have. a grade of "C". or better,, using the Pavement Management System. The Streets Division's FY 04 Proposed Budget includes a service level adjustment for $91,000. These funds will be. used to. support maintenance activities o[. recent annexation. Approximately 22 lane miles of streets were added to the. street inventory due to the recent annexation. Draina$1e issues have been critical in the. last several years in College Station. Drainage issues can impact both health and public safety, as well as Transportation, and Mobility. issues. The Drainage service level provides a drainage, maintenance program that keeps the. storm carrying capacity of the system adequate, in College Station. Mowing of rights of way. and creek cleaning are. the primary ways this service level is provided. The total proposed budget is $540,448. There are two SLA's proposed for the Drainage Division of Public Works. The first proposed SLA is for $11,500 to carry out a mosquito abatement program within City limits. The second proposed SLA is for a full-time operator and 2 full-time Public Service Workers to maintain right of ways and ditches in compliance, with our current weed ordinance. The cost of this is $152,309. The traffic si~Inal and si~In system in College Station serves as an integral traffic flow control mechanism throughout the City. The system is critical during peak traffic times, such as during the Texas. A&M football season. The Traffic Signal Division is responsible for maintaining and repairing traffic signals and school warning devices in order to provide safe and efficient movement of vehicles and pedestrians. Traffic Signs will receive an additional Traffic Signals technician in FY 04. This position comes from the Engineering Division in Public Works. One service level adjustment is. included in the Traffic Signals budget for FY 04.. $60,000 is proposed to provide funding for uninterrupted power supply for traffic signals at 6 traffic intersections in the City. This will provide the ability to operate certain key traffic signals, in the event of a power outage for a period of time. The. total proposed budget is. $739,388. The. Department of Public Works En~lin%rin~l Division is. responsible for the administration of the City's capital improvement plan... This includes the building, of projects, approved as part of bond elections such as. streets,, fire stations,, libraries,, and others;, as well as capital projects for the public utilities such as. electric, water,, wastewater, and drainage projects. The total proposed budget is The. Public Works Fleet Services Division manages the vehicle and equipment fleet, also performing preventive maintenance and vehicle repair.. The City of College Station maintains a fleet of vehicles and heavy equipment to provide services to the citizens of College Station. Nearly every City department depends on having a reliable fleet of vehicles to provide services.. Some of these services include Police. and Fire. services, Solid Waste Collection, Public Utilities, among others. There are. no service, level adjustments proposed in the Fleet Services budget. The total proposed budget is $1,123,374. There. is one proposed SLA in the amount of $11,585. included in the Fleet Services FY 04 Proposed Budget. These. funds will be. used to purchase 3 hydraulic vehicle lifts. The Sanitation Division of the Public Works Department provides a number of services to meet the. local need for municipal solid waste collection. These include providing residential containers, curbside recycling, brush and grass clipping collection, street sweeping and the removal of virtually any waste that may. be. disposed of in the local landfill or through, composting. Commercial service is also provided to local businesses. Commercial service offers, collection in small and large plastic receptacles, and is loaded with side mounted automated collection equipment. 13 Customers with greater volumes also have the option of using roll off containers that hold a larger capacity and are serviced by front load collection equipment. The total proposed budget is $3,917,922. The Brazos Valley Solid Waste Management Agency (BVSWMA) is a cooperative, arrangement between the Cities of College Station and Bryan to provide, solid waste disposal service. BVSWMA is responsible for running the landfill, developing and implementing alternative disposal programs for waste that cannot be placed into. the current landfill site, and providing, for. long-term disposal for the two. cities and other customers, of the agency. The total proposed budget is $6,453,035. Proposed expenditures include two service level adjustments. The first, $600,000 will be'used for the design and construction of approximately 70 acres of Pre-Subtitle D and Subtitle D Final Cover for the. Rock Prairie Road Landfill.. Funds from this SLA will also. be. used to provide an Active Gas Collection and Control System (GCCS).. The second SLA, requests $1,100,000. the. construction and oversight of Fill Sector I8 at the Rock Prairie Road Landfill. Parks & Recreation Department $6,357,486 The. Parks and' Recreation Department is responsible for the. College Station park facilities and recreation programs. Among the. services~ provided are athletics,, recreation and instruction programs for youth and adults in activities including softball, swimming and tennis. Also. provided are. programs, and special events at the Wolf Pen Creek Amphitheater and other park locations throughout the. City. The Parks Department operates a number of sPecial facilities including three City-owned swimming pools and the CSlSD Natatorium. The Conference Center is operated to. provide meeting space for various groups and organizations. The Lincoln Center is a community center that provides positive programming and serves as a satellite center for social services. The Xtra Education program provides citizens of all ages the opportunity to enhance, their quality o~ life through various continuing education programs. The Parks Operations Division maintains park facilities, including ballfields and pool sites, through regular mowing and maintenance projects. The Forestry. Division,. through horticultural and landscaping efforts, ensures that City. property, is maintained in an aesthetically pleasing manner. The City Cemetery is included in the. property maintained by the. Forestry Division. There. is six-service level adjustments (SLAs) proposed in the Parks and Recreation FY 04 budget. There are two proposed SLAs in the. Parks Administration Division,. which include $70,500 for signs for the Wolf Pen Creek District to identify trail entrances and vehicular gateway; and $9,500 for a large, format copier to produce blueprints. Two service level adjustments are. proposed for the Recreation Division.. The first, $19,950 will be. used to. provide funds for the increases in Officiating fees. This cost will be offset in part by increases in user fees. The second SLA proposed for the Recreation Division for $25,130. for the City's 65ta. Birthday Celebration.. One. SLA is proposed for Parks Operations. $55, I00. is recommended for the ongoing, operations and maintenance costs associated with. Lick Creek Park, which, is under construction. This SLA will contract out the landscape maintenance, of the. City. Hall/Fire Administration Complex and the Police Department/Cy Miller Park,. and allow those Park resources to be shifted to Lick Creek Park. Finally,. $8,600 is proposed for a vehicle upgrade in the Forestry Division. Development Services $ 2,138,073 The Development Services Department provides oversight for. new. development in the City. Development Services works to ensure, that there is compliance with zoning, subdivision, drainage and other ordinances.. This ensures the. community develops in a manner consistent with. the policies established by the City Council. The. development process includes planning and construction functions as well as development coordination activities. Also. involved in the development process are other areas such the. Fire. Department and the Public Utilities Department. In FY 03 a vacant Secretary position was reclassified into. an Assistant Director for Development Services position. This position upgrade, was made to improve Development Services. This upgrade results in an increase in cost of approximately $59,000. This increase is included in the Development Services base budget. Development Services has three proposed service level adjustments (SLA's) for FY 04 in the amount $I24,015. The first proposed SLA request is for 14 the purchase, of TRANSCAD Software and the hiring of. a part-time intern. This software will analyze, transportation impacts regarding, thoroughfare and land use changes. The cost of this. SLA is $17,511. The second proposed SLA is for an additional plans examiner in the building division.. In FY 03, commercial and residential building continues to remain strong in the City. Therefore, an additional position would allow plans to be reviewed in a timely manner. The. cost of. this SLA is $46,504. The third proposed SLA, for $60,000, will fund the development of further annexation strategies. Office of Technolog~ and Information Services $ 5,3 7 8,17 9 The. Office of Technology and Information Services (OTIS) provides a number of internal services, to the City organization. In addition, the Department manages the franchise agreements that the City of College Station has with telecommunication, cable and natural gas providers in the community. Services provided from General Fund revenues include OTIS Administration,. Management Information Services (MIS).for micro to mid-range computer users, and Geographic Information Services (GIS).. The OTIS internal service funds include Communication Services,. Print/Mail, and Utility Billing. The. OTIS Department has six proposed SLA's in the amount of. $327,799. The first proposed SLA is for the electrical franchise with. BTU in the amount of $100,000. The second proposed SLA is for the purchase of a citizen contact software.. This software would allow a method for citizens to submit service requests via the internet or telephone. The. cost of this SLA is. $53,000. The third proposed SLA is for the maintenance costs associated with the Public Safety Computer System, which is currently being installed. The cost of this SLA is $53,853. The fourth proposed SLA is a continuation from an approved SLA from FY 03. This SLA would fund the purchase of a license in order to continue to install Microsoft XP Software as a standard desktop suite for the City. The cost of this SLA is $60,000. This is the second year of a two-year plan to upgrade all City computers to this standard desktop suite. The fifth, proposed SLA is maintenance costs for various existing software, such as HTE modifications and Lotus Notes which is used in the Police Department. The cost of this SLA is $3,755. The final proposed SLA is for replacement cost for uninterruptable power supply at a cost of $57,191. ' The Communications Division is responsible for the maintenance, of telephone,, radio, and other communications systems used by the City of College Station. The. proposed FY 04 budget for the Communications Division is $574,365. The Print/Mail Division is responsible for providing printing and mail services to City Departments. The proposed FY 04 budget for. the. Print/Mail Division is $319,051. Utility Customer Service. Division is responsible for the metering, billing, and collection of electric, water, wastewater, sanitation,' and drainage utility fees.. The Utility Customer. Division has three proposed SLA's in the amount of $82,591. The first proposed SLA would provide funding for the . use of credit card payment option for customers. The cost of this SLA is $30,000. The second proposed SLA is for the. purchase of software to read bar code return pay stubs. Also proposed in this SLA is the reduction of a part-time position due to the. efficiency of this automatic billing function. The cost of this SLA is $48,500. The final proposed SLA for. the Utility. Customer Service Division is for replacement costs for uninterruptable power supply in the amount of $4,091. Fiscal Services $2,579,012 The Fiscal Services Department provides Fiscal Administration,. Accounting, Purchasing, and Risk Management services to the City organization.. It also. oversees the. operations of the. Municipal Court. Fiscal Services. Administration oversees the other areas of the Department and handles cash and debt issues for the City while ensuring all funds are invested prudently. The Accounting and Purchasing Divisions work closely together to ensure that purchases are made. and recorded according to guidelines. The Risk Management function seeks to ensure that the. City's exposure to physical and financial losses is minimized through a number of programs addressing worker safety. Municipal Court collects the fines and fees for the City. The Fiscal Services Department has. six proposed SLA's in the amount of $211,436. The first proposed SLA submitted is from fiscal administration for payment to the Brazos County Appraisal District in the amount of $I6,000. The second proposed SLA would fund a project to perform an inventory and valuation of non-utility 15 infrastructure. The. cost of this SLA is $20,000. The third proposed SLA is for an additional Customer Service Representative in the Municipal Court Division at a cost of $31,568. The fourth proposed SLA would allow for the hiring of a Payment Plan Compliance Coordinator for the Municipal Court Division in the amount of $34,152. The fifth proposed SLA is for overtime for police officers to serve warrants. The. cost of this SLA is $35,000. The final proposed SLA submitted by the Fiscal Services Department is for the collection of credit card fees from customer, paying by credit ~card. The cost of. this proposed SLA is $22,800.. The proposed SLA's in the. Municipal Court Division are anticipated to result in an increase of fine revenue of approximately $500,000. per year.. The. move to the new municipal court building will allow for increases in efficiency and fine collections. General Government $3,875,597 The. General Government Department includes many of. the administrative functions of the City. The City Secretary's Office is responsible for elections, records management,. City. Council support and other, activities.. The. proposed budget is $355,595, which includes one. proposed service level adjustment in the amount of $47,710. The purpose, of this SLA is to fund a bond and charter election. The City Manager's Office is responsible for the day to. day operations of the City, making recommendations on current and future, issues to the City Council,. and providing short and long-term direction for the organization. The proposed budget is $535,641. Community Programs is an activity center in the City Manager's Office and is responsible for providing a number of programs including Teen Court and Citizens University. Community Programs has one service level adjustments for FY 04. This SLA proposes funds to renew the Decision-Making for First Offenders Class, which is funded by a grant through the Juvenile Accountability Incentive Block Grant fund. The proposed budget is. $ I 18,017, which includes the SLA for the incentive block grant fund in the amount of $7,020. Another key support area for the organization is the Legal Office. The Legal Office provides legal services and support to. the. City. Council and the City staff. Among the. services provided by. this office are. legal advice, contract writing, and litigation. The proposed Legal Office budget is $661,735. The Office of Budget and Strategic Planning Prepares, monitors, and reviews the. annual budget. This. office also coordinates the. City's strategic planning process, which is closely tied to the City's budget. In addition,, the Office of Budget and Strategic Planning. provides management and organization review services to City. departments. The proposed budget is $303,599. The Human Resources Department assists in recruiting,, hiring,, and retaining the most appropriate, candidates for City. positions.. Human Resources provides employee training, and administers the. compensation and benefits program. The Human Resources Department has one proposed service level adjustment for an increase, in benefits to a secretarial position. Currently. this position is benefited at seventy-five percent. The. proposed budget is $421,657, which includes the. SLA in the. amount of $2,802. The Emergency Management Division is responsible, for coordinating emergency and/or disaster training, mitigation, preparedness, planning, response and recovery for the City.. The proposed FY 04. budget is $94,958. This amount includes one proposed SLA in the. amount of $3,000 for the purchase and maintenance of an alert system. This is one-third of the total cost of $9,000.. Brazos County and the City of Bryan will be procuring the remaining, cost equally for this alert system. Public Communications and Marketing is a division of the General Government Division which provides timely, factual, and understandable information to College. Station residents, both directly, and through the. news. media. The Public Communications Division has three proposed SLA's in the amount of $298,442. The first proposed SLA would allow for the purchase of television equipment, supplies, and the hiring of a media specialist to operate the cameras in-house. The cost of this SLA is $198,442. The second proposed SLA would allow for the. update of the 1988. City history video "Golden Memories." The cost of this SLA is $5,000. The final proposed SLA would allow the City to develop a low band radio station, which could be. used for emergency 16 management as well as general public information. The cost of this SLA is $95,000. The proposed Public Communications and Marketing budget is $551,496. The CommunitF Development Department helps provide low cost housing and other public assistance through community, development block grant funds from the federal government. These funds are used to assist low to moderate-income residents of College Station. Assistance is provided through housing services, public agency, funding, public facility improvements, and economic development activities. The total Community Development proposed budget is. $4,593,072. The proposed administrative budget is $590,592, which, includes one service level adjustment in the amount of $3,773. The. purpose of this is SLA is to fund a part-time intern. The Economic Development Department is responsible, for coordinating economic development activities in College Station.. The department director serves as the staff liaison to the. Economic Development Corporation. The. Economic Development FY 04 proposed operating budget is $242,307. The proposed budget includes one service level adjustment in the amount of $15,000. The purpose of this SLA is to provide directional signs to the Northgate District. Electric Division $44,943,565 . The Electric Division is responsible for providin~ cost efficient and reliable electric service, to the citizens, businesses, and institutions in Station. Electric service is critical to the ability to encourage new employment and prosperity in the Cit~. The total Electric Fund bud§et is Water Division- Operations $4,001,207 A reliable, and safe supply of potable water is necessary for any community. The City of College Station has the. capacity to produce approximately 18.29 million §allons per day. of potable water. The. Water Division has developed hiEh standards of reliability, which assures customers their needs will be met with supplies, which meet or exceed all federal and state mandated standards. As a City enterprise, the full cost of service for water production, transmission, and distribution is recovered by. chargin§ customers for consumPtion on a per unit basis. SLAs in the. Water Division total $199,800 in the FY 04 Proposed Budget. These SLA's include $72,800. for the equipment to assist with power interruptions and blackouts, $40,000 for protective coating on pump stations, $12,000 for chlorine covers,. $25,000. for SCADA equipment, $5,000 to train technical personnel, and $45,000 to design a drainage structure. Wastewater - Operations $ 3,65 3,29 7 Effective sanitary sewer collection and treatment is essential to public health in an urban environment. Over the. last several decades, the. standards have increased for this infrastructure.. The. past upgrades to the. Carter Creek Wastewater Treatment Plant were. directly related to. those changing standards. As the system continues to grow, additional capital is needed for line. extensions.. The. existing system will have to. be maintained with. line. replacements and plant enhancements and expansions. Wastewater services are provided as an enterprise function with service related fees paying for the. cost of service. The. proposed budget includes $186,960 in SLAs for the Wastewater Division. These. SLAs include $33,500 for TCEQ mandate permit renewals, $28,000 for. maintenance of. equipment to help deal with power interruptions and blackouts, $74,000 for additional equipment for the sewer television van, $32,750 for SCADA equipment, $5,000. for training for technical personnel. $ !3,7 I0. is also included to. replace uninterrupted power supply devices. Other Funds and Capital Projects Funds The City uses a number of other funds to account for various types of activities and programs that do not strictly fall under one of the. operating departments.. These funds and the capital project budgets approved for FY 04 are described below. General Debt Service Fund The General Debt Service Fund is used to account for ad valorem taxes collected to pay for. authorized general government debt.. The debt service portion of the ad valorem tax rate is proposed to be $28.31 cents per $100 assessed valuation. This is the same tax rate as in FY 03. It is anticipated there will be capacity to fund an additional $35-$40 million in debt over the next 5 year period within the existin§ tax rate. 17 Economic Development Fund The City created an Economic Development Fund to account for resources and expenditures directed at providing incentives for businesses and industries to. locate in the College Station/Bryan area. This is different from the funding provided to. the Economic Development Corporation, which is included in the Electric Fund Budget. All resources set aside for these purposes will 'be transferred into this fund and will remain in the. fund until expended for the. intended purpose. The. City has. a number of potential and real prospects indicating a desire, to locate in College Station. Resources in this fund will allow the City to meet its obligations to those and future prospects within the limits of the funds available. There is $500,000 proposed in this fund for economic development incentives. Court Security and Court Technology Funds In ! 999 the City adopted two new Municipal Court fees .as authorized by the. State Legislature.. The Court Security Fee is designed to pay for security related projects at the Municipal Court facility. The Court Technology Fee. is deigned to pay for technology, related projects, for the Municipal Court operation. It is anticipated that the Court Security Fee will generate $7'6,480 in FY 04, and the Court Technology Fee. is projected to generate. $103,460 in FY 04. These funds, along with. existing fund balance, from prior years,, are. proposed to. be appropriated for security and technology projects at the Municipal Court. Hotel/Motel Tax Fund The City receives a tax of 7% of room rental rates from persons staying in hotels or motels within the City. The City's use of the taxes received is limited by state statutes to support of tourism and have a number of allowable uses specified in the. law.. The tax is used by the City to support the Convention and Visitors Bureau,. to pay for activities in the. Wolf Pen Creek Amphitheater, support the Arts Council of Brazos Valley, support of certain parks activities, and funding, for the new conference center project. The total anticipated revenues are $2.229. million and anticipated expenditures are $2.275 million. The. proposed FY 04 Hotel/Motel Fund budget includes $1,019,633 for City Operations including the Conference Center, Wolf Pen Creek Operations, and other Parks programs and events that are eligible for Hotel/Motel Funds. The Arts Council recOmmended budget for FY 04 is $300,000.. The Arts Council request is below the. 15% limit that can be spent on art programs out of the Hotel/Motel Fund. These funds are. for the operations of the Arts Council. The. Convention & Visitors Bureau recommended budget is $915,200. This supports, ongoing operations and maintenance of the Convention and Visitor Bureau. Cemetery Perpetual Care Fund This fund accounts for the sale of cemetery, lots and other revenues that are collected through the College Station cemetery.. The fund also. accounts for expenditures, on projects, that take place, in the cemetery.. In FY 04 a service, level adjustment is included in the. amount of $55,000 to. improve, the rear. entrance, to. the Cemetery.. This will provide an alternate entrance to the. cemetery,, which, will be important as Texas Avenue. construction begins. Parks Xtra Education Fund The Parks Xtra Education Fund was established in FY 96. and is a joint effort between the Ci~ of Colle§e Station and the. Colle§e Station Independent School District to provide cornmuni~ based education programs. The proposed Parks Xtra Education Fund budget is $123,082. Parking Enterprise Fund The Parking Enterprise Fund accounts for the Parking operations of the Citg. This includes the parking lot, the. parkin§ §arage, and the on street parkin§. The proposed budget for FY 04 is $ 918,048,. which includes a proposed SLA in the amount of $14,250. This SLA would fund the purchase of digital cameras. Equipment Replacement Fund The Ci~ has a fund that serves to accumulate resources {or the replacement o{ vehicles and large motorized equipment, the telephone and radio s~stems, and to provide replacement assets for the existin§ major technolo§ical infrastructure, and the replacement of copiers. Base budget revenues for the fund reflect the above policies. The revenues are automatically transferred from departmental budgets on a monthly basis to ensure that sufficient funds will be available to fund expenses related to the specific functions. The proposed FY 04 total revenues are $2,422,060, 3.45% higher than the FY 03 revised budget. 18 The proposed equipment replacement budget also includes $917,000 for the replacement of the City telephone system. Funds have been placed in the replacement fund since I994 when the phone system · was last replaced. The proposed FY 04 total expenditures are $3,363,756, a 6.63% increase from the FY 03 revised budget. Internal Services Fund Over the past several years the City has established three internal services funds for Fleet Services, Print/Mail and Communications. Each of. these funds receives revenues from City departments to whom they provide services. Fleet Services is responsible for maintaining the. rolling stock of the City of College Station.. Print/Mail provides printing and mail services to the departments.. The print services, are provided based on the cost of providing the services. Departments. have the option of either using the. City print shop or taking the work to an outside print shop.. The Communications Fund provides all of the phone and radio maintenance in the City system. Base. budget revenues, for the fund reflect the above policies. The revenues are transferred from departmental budgets on a monthly basis to. ensure that sufficient funds will be available, to fund all expenses relate, d to the. specific, functions. Print/Mail Fund The total proposed revenues for FY 04 are $381,399; an increase of 0.97% over the FY 03 revised budget. The FY 04. proposed expenditures, are $367,321, an increase of 1.13%. over the FY 03. revised budget. Communications Fund Revenues in this fund are projected to decrease 1.24% from the revised budget of FY 03. This decrease is mainly attributable to the lack of transfers in FY 04. Expenditure in this fund, are proposed to increase by 0.12%. This increase, includes one service level adjustment in the amount of $18,951 for uninterruptable power supply replacement costs. Fleet Fund In FY 04, revenues in the Fleet Fund are projected to decrease by 4.94%. This decrease is due mainly to the. reduction in fleet charges to Departments throughout the City's organization. The FY 04 proposed expenditures are $1,295,384,. an increase of 0.88% from the previous fiscal year.. This increase includes an SLA in the. amount of $11,585 for hydraulic vehicle lifts. Self Insurance Fund The City. of College Station is partially self-insured for property casualty and general liability, worker's compensation and unemployment compensation. The. City. participates in a PPO for employee, and dependent health care.. The. City. moved to. the PPO in January. 2003. This move was made as a result of the escalating health insurance costs seen in recent years. Actuarially-based charges are. made to. each of the operating funds using releVant bases (i.e.,. health insurance is charged monthly per. full-time participating employee,, while unemployment and worker's compensation are charged as a percentage of gross salary). This method of funding allows the City to more. accurately reflect the costs of claims against the various funds and to minimize potential risks. These Funds are prepared on the. modified accrual basis 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. The City is making changes to the risk management program, which are designed to control costs in the Property. Casualty Fund and the Workers Compensation Fund. ProperLy casualty costs are anticipated to increase in the future as the cost of insurance increases.. Changes being considered include increasing the deductibles for the City and implementing a proactive risk management and safety program in order to better control claims and therefore control costs. This effort includes implementing a citywide safety training program, as well as. other revisions in the way risk is managed in the City. Workers Compensation Fund Proposed premiums are based on the. actual amounts, received from the City's employees. Due to an increase in the. number of employees and rate,, premiums in this fund have increased 67% over the FY 03 adjusted budget. 19 Expenditures in this fund have increased 27% from the. previous fiscal year. The rising costs associated with claims and premiums largely contributed to this increase. The claim increases are a result of increased medical costs, and claims that were incurred in recent years. Property and Casualty Fund FY 04 proposed revenues are. based on the actual amounts assigned to the various operating, activity centers.. There will be an 11% increase, over FY 03 for premiums and an overall decrease in revenues of 4%. Expenditures in this fund are projected to decrease by 3% in FY 04. Much of this decrease can be attributed to a reduction in pay. outs on premiums. Employee Benefits Fund In FY 03, efforts to. create a reserve in the fund so that future cost increases can be. moderated were successful. An increase, in health insurance premiums was approved for FY 03, as part of the effort to address continued cost increase in health insurance costs. These changes will continue, to move the Employee Benefits Fund to. a position of being self-sufficient. If the rate of growth continues to. increase in health care costs, then the employee benefits fund will have to be re evaluated to determine what additional changes will need to be recommended.! These. changes have. included charging employees for a portion of their health insurance, cost. Additional premium increases are included in the proposed FY 04 budget. The City is also actively participating in an effort to determine if there are benefits to the City, Brazos County, and the City of Bryan jointly providing health insurance. FY 04 expenditures, are based on estimates of future, claims, premiums, and other, miscellaneous costs. Total proposed expenditures are $4,506,437, an increase of 15% over the FY 03 revised budget. This increase is a result primarily of rising medical costs.. Through education and training programs, efforts are being made. to reduce the claims incurred. The City will continue to monitor claims to determine what additional plan changes need to be made. Unemployment Fund Revenues in this fund are collected much like. the Workers Compensation Fund, based on employee collections. There is. a 0.35% increase in expected FY 04 premiums over FY 03 budgeted revenues due to. change in number of employees. Expenditures in this fund are expected to be the same as the previous fiscal year. Capital 'Projects Funds The City has a number of capital project funds. General obligation bonds form the basic resource for general government projects such as. streets, parks, traffic,, public facilities, drainage and other such needs. However, the City has several other resources that may be. used to supplement those resources, and help to hold down the ad valorem taxes necessary to pay for general obligation bonds. In addition to the. general government projects,, the City has bond funds for each of the utilities operated by the City. Operating funds from both the Water Fund will be. used to fund $10.4 million in capital projects. Other resources to fund capital projects include the Wolf Pen Creek Tax increment Financing District, the. Drainage Utility, and Parkland Dedication Funds. Each will provide resources that will be used to complete, a number of projects over the next five years. Community Development funds will also be used to fund certain street projects in eligible areas, and park projects, in the. Tarrow Park and Lincoln Center. area. General Capital Projects The following is a brief summary of some. ot~ the key general government projects, scheduled for FY 04. Street Rehabilitation Projects In FY 04, $1.2 Million is proposed for rehabilitation to streets in the Southside Area. This is a multi-year effort to rehabilitate, the infrastructure in older parts of College. Station. Also in FY 04, $500,000 is proposed for various street rehabilitation projects. In particular,. $200,000. of this amount will be used to overlay newly annexed streets and $300,000 is proposed for thoroughfare rehabilitation. Street Extension Capital Projects Street extension projects included in the Proposed FY 04 Budget is the Jones Butler Road,. Longmire south to Cypress Meadows. Other projects included in FY 04 capital projects budget is the extension of Dartmouth to FM 2818 and the Greens Prairie Widening project. 2O Street TxDOT Capital Projects In FY 04, the City will be working in conjunction with the Texas Department of Transportation. In FY 04, the City expects to complete, the Texas Avenue. Streetscape Phase II and the. medians on George Bush Drive. it is anticipated that $580,000 will be used for Texas Avenue streetscaping, and $175,000 for the George Bush Drive. medians. TxDOT timing on these projects will determine when these, expenditures will be made.. The. City pays ten percent of right-of-way costs, and also pays for any enhancements, such as the application of any streetscaping desired in the project. Traffic Capital Projects In FY 04,. there is no proposed new budget appropriation for traffic signal enhancements. However,. $72,000 is projected to cover the cost of widening. Holleman at the intersection of Holleman and Texas Avenue. Sidewalks & Trails $124,000 The City of College Station has worked over the years to ensure, adequate transportation infrastructure for pedestrians and bicyclists. The City has an adopted sidewalk and bike loop plan. As. new development occurs, sidewalks are an imPortant aspect that must be. considered. In FY 04, $75,000 i§ anticipated for. neighborhood capital improvements,. $132,000 to construct a section of sidewalks on Longmire and $50,000 to build sidewalks on Anderson. Parks Capital Projects The most significant parks projects for FY 04 are improvements to the Lincoln Center. The. FY 04 budget includes $623,000 to expand the Lincoln Center and $350,000 to add a covered basketball pavilion to the facilities. These projects are funded through the Community Development Block Grant Funds. These projects are part of the implementation of the Tarrow Park master plan .which the. City Council approved earlier in 2003. Parkland Dedication Capital Projects S258,000 Parkland dedication funds can be used for projects in neighborhood parks within the. various park zones. The funds come from a dedication required as new development occurs in College Station. In FY 04, projects anticipated to use parkland dedication funds include $700,000 for Woodway Park development and $175,000. for a park in Zone. 10. General Government And Capital Equipment Capital Projects General government and capital equipment projects are planned assets that have value to more than one specific area of City operations. Two main divisions within this. category are public facilities and technology projects... In FY 04,. significant projects include:. $1,255,780 for construction of Fire Station #5; $917,000 to. replace the. City phone system;. $200,000 to. complete the. fiber loop; and $100,000 to. begin setting aside funds for a topographic/aerial map.. Other technology, related projects proposed for FY 04 include, the. completion of the replacement of the public safety, computer system, as well as the addition of several other public safety, technology projects. These include a police booking system,, a police field reporting system,, and a fire. tone out system. Conference Center $5,876,802 In FY 04, the new proposed budget appropriation of $5,876,802 is. recommended for the Conference Center.. It is anticipated that over $13 million in new and existing appropriation will be. expended in FY 04. These. funds will be used for the development of the Conference Center that will be located on the Highway 30/60 corridor in East College Station.. Funds are also projected to be spent on associated infrastructure for the. project. Business Park CIP $2,570,000 In FY 04, there are. two significant business park related projects. These. include $2,320,000 for the construction of the Spring Creek Corporate Campus Phase I and $415,000 for development of a new class B business center. An additional $250,000 is also included in the proposed budget for costs associated with the existing business park. These costs include reimbursement for a fence being built,, and funds for minor improvements in the existing business park facility. Wolf Pen Creek TIF $2,553,803 This district generates revenues that can be utilized in the Wolf Pen Creek District. The budget funding is targeted for future Wolf Pen Creek projects. The Wolf Pen Creek trail project, which includes construction of a trail system in the. Wolf Pen Creek area, will continue in FY 04. 21 Utility Capital Projects The. following is a brief summary of some of the utility capital projects, scheduled for FY 04. These capital projects are funded either through existing revenues from these funds, through the issuance of utility revenue bonds. Electric Capital Projects $5,530,000 $5,530,000 is the proposed expenditure amount {or electric capital projects in FY 04. AdditiOnal information will be provided to the. City Council as a competitive, matter. Water Capital Projects In FY 04,. $6,101,737 is. the projected new appropriations for water capital projects. Included in the Proposed FY 04 Budget is over $1. million for water line rehabilitation in the Southside area, $3.2 million for the parallel water line transmission project, and $462,900. on projects to provide, water to newly annexed portions o{ the City. Additionally, $4,174,837 is the projected expense {or water, capital project to. provide water service to City residents not currently using College Station water.. The Water Capital Projects Fund also includes $305,000 to improve the security of the water supply and $530,000. to provide, backup power generation to the. water system. Wastewater 'Capital Projects The FY 04 includes $6,159,720 in projected new appropriations for numerous wastewater capital projects. In the Southside area,. $1.5 million is included for the rehabilitation of wastewater infrastructure. Over. $1 million is also included as projected expense for relocating and rehabilitating sewer line beneath Texas Avenue. This project is necessary because, of the TxDoT widening of Texas Avenue, and will be done in conjunction with this project. As in the Water Division, the Wastewater Division includes $330,000, to improve security of wastewater facilities and $215,000 for backup power generation to operate the sewer system in the. event of a power outage. In the FY 04 proposed budget, $535,800 is included to provide sewer services to the newly annexed parts of the City. The Proposed FY 04 Budget also includes $4,000,000 in current revenues from operations are proposed to fund wastewater capital projects. No debt is projected for issuance in FY 04 for wastewater capital projects. Drainage Utility CIP The Proposed FY 04 drainage, capital projects budget includes $1,193,245 in improvements to the City's drainage system. The bulk of. these expenditures will be. for. drainage channel improvements in the Bee Creek area at a cost of $3 million and the Wolf Pen Creek area at a cost of $1 million. Additional O&M Costs With the addition of new facilities and infrastructure, additional operations and maintenance, costs mai,, be incurred.. In the case. of infrastructure rehabilitation it is expected that O&M cost will decrease, for those areas the project targeted. However, it is difficult to quantify, the cost savings of rehabilitation since resources are used elsewhere and not removed from departmental budgets. The FY 04 budget is impacted by a number of capital projects that have. been completed and add operation and maintenance expense. The City's General Fund and the utility funds have been and will continue to. be impacted by capital projects as they come. online. FY. 04 Proposed Budget includes an additional, $309,483 for operations and maintenance associated with capital projects coming on line. Conclusion The previous discussion provided the reader with an overview of the. proposed FY. 04. budget and the key changes, from the FY 03. budget... The. following sections of the. budget provide, a more. detailed discussion of the proposed budget both by Council Vision Statement and by Fund. 22 FISCAL YEAR 2003-2004 PROPOSED. BUDGET GENERAL FUND UTILITY FUNDS SANITATION COLLECTION BVSWMA UTILI~ CUSTOMER SERVICE FUND ECONOMIC DEVELOPMENT INSURANCE FUND DEBT SERVICE FUND HOTEL/( MOTEL TAX FUND PARKING ENTERPRISE FUND PARKS XTRA EDUCATION POLICE SEIZURE FUND INTERNAL SERVICES COURT SECURITY FUND COURT TECHNOLOGY FUND COMMUNITY DEVI~OPMENT C~Y PERPETUAL CARE FUND SUB TOTAL OF O&M GENERAL FUND IfnLITY FUNDS COM~ DEVELOPMENT FUND. RALANCE/WORKING CAPITAL TRANSFERS TO CIP UTIL CAP. IMPROV PROJECTS GEN GOVT CAP. IMPROV PROJ DRAINAGE UTIL CAP IMPROV PROJ CONVENTION CENTER CIP WOLF PEN CREEK TIF SUB TOTAL OF CAPITAL TOTALS FISCAL YEAR 2002-2003 APPROVED. BUDGET GENERAL FUND UIILrrY FUNDS SANITATION COLLECTION BVSWMA UTILITY. BILLING FUND ECONOMIC DEVELOPMENT INSURANCE FUND DEBT SERVICE FUND HOTEL/MOTEL TAX FUND PARKING ENTERPRISE FUND PARKS XTRA EDUCATION POLICE SEIZURE FUND INTERNAL SERVICES COURT SECURrrY FUND COURT TECHNOLOGY FUND COMMUNITY DEVELOPMENT CEMETERY PERPETUAL CARE FUND SUB TOTAL OF O&M LrglJTY FUNDS COMMUNITY DEVELOPM~ SANITATION COLLECTION HOTFJ_/MOTEL TAX FUND CITY OF COLLEGE STATION FISCAL YEAR COMPARISON SUMMARY FY 04. PROPOSED FY 04 PROPOSED TOTAL SOURCES TOTAL USES TRANSFERS OF FUNDS OF FUNDS IN $ 42,847,209 . 79,750,189 6,062,327 14,062,720 ... 2,236,074 .... 556,199 ... 6,736,574 · 9,830,074 3,080,346 .. 1,619,543 146,673 16,798 11,351,008 190,380 293,216 ..... 3,500,519 1,078,012 $. .183,357,861 $ 41,543,267 62,469,292 ...4,845,347 · 6,981,299 2,324,471 500,000 5,551,227 9,267,686 2,274,833 .... 918,048 .. 123,082 ..... 2,700 .~ 5,675,821 168,548 .... 245,000 ., 2,753,677 ......... 145,522 $ .... 145,789,820 $ ......... 640,000 $ 640,0O0 .... 10,400,000 10,400,000 ..... 1,839,395 ......... 1,839,395 $ ......... 12,879,395 $ 12,879,395 $ . (5,784,593) 0 0 .0 (2,324'471) (500,000) (5,551,227) (1,423,62~ ..... (5,675,821) $ (21,259,736) NET OPERATING & CAPITAL BUDGET $ 35,758,674 62,469,292 · 4,845,347 · 6,981,299 ............ 0 · 7,844,062 ...... 2,274,833 ........ 918,048 ..... 123,082 ........ 2,700 ...168,548 ........ 245,000 ....... 2,753,677 ...... 145,522 $ ...... 124,530,084 $ ........ 640,000 10,400,000 ........ 1,839,395 $ ...... 12,879,395 $ ..... 28,272,616 32,013,672 7,925,196 18,206,029 3,027,863 $ 89,445,376 $ .285,682,632 17,791,457 7,504,014 1,193,245 5,876,802 2,553,803 $ 34,919,321 $ ....... 193,588,536 $ ·(10,400,000) (1,839,395) · · 0 0 $ (12,239,395) $ ..... (33,499,131) .... 7,391,457 ..... 5,664,619 ....... 1,193,245 5,876,802 ............ 2,553,803 $ ..... 22,679,926 $ 160,089,405 FY 03. APPROVED TOTAL SOURCES OF FUNDS $ 39,918,647 94,963,5O4 5,973,835 · 15,982,342 2,698,142 · 1,072,262 .6,482,565 I1,335,369 2,835,84O 555,160 130,872 9,340 10,914,329 .· 194,590 233,960 3,402,587 .... 0 $ . 196,703,344 $ 2,080,000 · . ·1,482,333 . .600,000 FY 03 APPROVED TOTAL USES OF FUNDS $ · 39,769,872 .... 61,147,543 . . .4,764,539 6,960,558 2,307,802 962,209 4,817,381 9,464,758 2,350,583 . 367,296 . 122,670 · 3,500 .. 5,100,864 110,000 100,000 .2,692,349 $ 141,041,924 $ 2,080,000 .... 1,482,333 · .0 .... 600,000 TRANSFERS $ (6,091,904) ...... (2,307,802) · . (962,209) (4,817,381) ...... (958,500) ........ 0 ....... 0 .0 "i~,~oo,~c~) .. 0 $ . (20,238,660) NET OPERATING & CAPITAL BUDGET $ ..... 33,677,968 61,147,543 ..... 4,764,539 6,960,558 .... 8,506,258 ...... 2,350,583 ..... 367,296 122,670 ..... 3,500 .... 110,000 .... 100,000 2,692,349 ........ 0 $ .... 120,803,264 $. . 2,080,000 1,482,333 0 · .600,000 % CHANGE FROM PRIOR 6.18% 2.16% 1.70°/o 0.30% NA NA NA (7.78%) (3.22%) 149.95% 0.34% (22.86%) NA 53.23% 145.00% 2.28% NA 3.09% NA 400.00% 24.09°6 209.43% (14.9296) (5.77%) (51.11%) 136.68% 6.27% 2.52% 8.84% % CHANGE FROM PRIOR FISCAl- YEAR 3.81% 0.83% 0.66% 33.65% NA NA NA 5.80°`6 0.15% (63.40o/o) 16.42% (68.18%) NA 35.640/0 (47.92°,6) (44.16%) (1 00.00°`6) 0.98% (75.42%) NA NA 0.00%0 FUND RALANCE/WORI~NG CAPITAL TRANSFERS TO CIP 4,162,333 $ 4,162,333 $ - $. 4,162,333 (54.06%) UTIL CAP IMPROV PROJECTS GEN GOVT CAP IMPROV PROJ DRAINAGE UTIL CAP IMPROV PROJ CONVENTION CENTER CIP NORTHGATE PARKING CIP WOLF PEN CREEK TIF MEL ROSE TIF SUB TOTAL OF CAPITAL TOTALS 19,543,712 28,985,644 6,375,969 18,117,542 0 3,294,788 96,278 $ .76,413,933 $ .277,279,610 10,767,900 7,493,869 2,440,748 3,083,038 0 2,403,200 96,000 $ 26,284,755 $ .. 171,489,012 $ (2,o8o,oo~ (1,482,33~ 0 (600,°00) 0 0 0 $' .(4,162,333) $ (24,400,993) · 8,687,900 .. 6,011,536 2,440,748 · 2,483,038 0 .. · 2,403,200 ....... 96,000 $ .... 22,122,422 $ 147,088,019 (27.43%) (58.35%) 72.49% (21.92%) (100.009'o) (24.13%) (57.33%) (36.37%) (10.02%) 23 CITY OF COLLEGE STATION NET BUDGET $160,089,405 DRAINAGE CIP GEN GOVT CIP 5% 1% UTILITY COMMUNITY '5% DEVELOPMENT :3% CONFERENCE CENTER 4% WPC TIF 2% HOTEL/MOTEL TAX FUND 2% DEBT SERVICE FUND ,5% GENERAL FUND 22% BVSWMA 4% SANITATION COLLECTION 3% COMBINED UTILITIES 45% 24 CITY OF. COLLEGE STATION ALL FUNDS SUMMARY ACTUAL FUND FY 01-02 EXPENDITURE BY FUND REVISED ESTIMATED BASE PROPOSED BUDGET YEAR END BUDGET SLAS FY 0203 FY 02-03 FY 03-04 FY 03-04 PROPOSED % CHANGE IN BUDGET BUDGET FROM FY 03-04 FY 03 TO FY 04 GENERAL FUND $ 36,745,411 PARKING ENTERPRISE FUND 408,860 XTRA EDUCATION FUND 57,454 ELECTRIC FUND 7,676,664 WATER FUND 3,582,533 WASTEWATER FUND 2,931,523 PURCHASED POWER 32,017,834 SANITATION FUND 3,974,599 ~ BE.LING FUND 1,447,074 FLEEr FUND 1,118,865 PRINT/MAIL FUND 353,140 COMMUNICATIONS FUND 532,237 BVSWMA FUND 4,497,736 39,847,902$ 39,311,195 $ 367,556 329,751 92,080 92,080 5,921,554 5,882,157 3,890,830 3,776,223 3,4?6,400 3,468,759 30,000,00030,574,000 3,941,263 3,963,532 1,695,106 1,642,652 1,107,333 1,104,480 315,540 331,997 593,550 567,608 6,760,096 7,062,688 $ ...98,107,1_22 $ COMBINED FUND TOTAL $ . 95,343,9.30 $._.. 98,009,21.0.. 38,603,571$ 1,981,917 368,560 14,250 92,020 0 5,943,126 375,362 3,801,407 199,800 3,466,337 186,960 30,134,0000 3,917,922 0 1,702,364 82,591 1,111,789 11,585 319,051 0 555,414 18,951 4,737,983 1,735,000 94,753,544'$' 4~606~416 $ 40,585,488 1.85% 382,810 4.15% 92,020 .0.07% 6,318,488 6.70% 4,001,207 2.84% 3,653,297 5.09% 30,134,000 0.45% 3,917,922 -0.59% 1,784,955 5.30% 1,123,374 1.45% 319,051 1.11% 574,365 -3.23% 6,4?2,983 ..4.25% ACTUAL CLASSIFICATION FY 01-02 EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE PROPOSED BUDGET YEAR END BUDGET SLAS FY 02-03 FY 02.03 FY 03-04 FY 03-04 PROPOSED % CHANGE IN BUDGET BUDGET FROM FY 03-04 FY 03 TO FY 04 SALARIES & BENEFITS $ 36,721,834 SUPPLIES 3,724,823 MAINTENANCE 5,150,779 PURCHASED SERVICES 16,161,243 CAPITAL OUTLAY 1,567,417 PURCHASED POWER 32,017,834 COMBINED FU. IxlD TOTAL $... 95,3.4._3,930 $ 38,962,311 $ 38,693,614 $ 39,185,183 5,107,293 5,050,970 4,581,486 4,854,993 4,739,612 4,543,585 17,547,281 17,424,920 15,400,109 1,537,332 1,624,006 909,181 30,000,000 30,574,000 30,134,000 $ 98,009,210 $ 98,107,122 $ 94,753,544 $ 605,281 $ 39,790,464 413,586 4,995,072 162,747 4,706,332 2,701,128 18,101,237 723,674 1,632,855 0 30,134,000 $ 4,606,416 $ 99,359,960 2.13% -2,20% -3.06% 3.16% 6.21% 0.45% 1.38% ACTUAL FUND FY 01 , , PERSONNEL SUMMARY BY FUND REVISED BASE PROPOSED PROPOSED ACTUAL BUDGET BUDGET SI.AS BUDGET FY 02 FY 03 FY 04 FY 03 FY 04 % CHANGE IN BUDGET FROM FY 03 TO FY 04 GENERAL FUND 535.25 550.75 550.50 550.50 11.25 561.75 2.04% PARKING ENTERPRISE FUND 8.0 8.0 8.0 8.0 0.0 8.00 0.00% XTRA EDUCATION FUND 0.0 0.0 0.0 0.0 0.0 0.00 0.00% ELECTRIC FUND 59.5 59.5 58.5 58.5 1.0 59.50 1.71% WATER FUND 31.0 31.0 31.0 31.0 0.0 31.00 0.00% WASTEWATER FUND 36.0 38.0 38,0 38.0 0.0 38.00 0.00% SANrrATION FUND 34.5 35.5 36.5 36.5 0.0 36.50 0.00% UTILITY B[LI~NG FUND 30.5 30.5 30.5 30.5 -0.5 30.00 -1.64% FLEET FUND 15.0 15.0 15.0 15.0 0.0 15.00 0.00% PRINT/MAIL FUND 5.0 5.0 5.0 5.0 0.0 5.00 0.00% COMMUNICATIONS FUND 5.0 5.0 6.0 6.0 0.0 6.00 0.00% BVSWMA FUND 26.5 26.5 25.5 25.5 0.0 25.50 ' 0.00% COMBINED FUND TOTAL 786.25 804.75 804.50 804.50 11.75 816.25 1.46% 25 ANALYSIS. OF TAX RATE FY. 03-04 APPROVED PROPOSED FY 03 FY 04 Assessed Valuation of Real and Exempt Property (Based on 100% of Market Value) $3,151,961,166 TBD* Less: Exempt Property $317,659,070 TBD* Less: Agricultural Loss $32,451,400 TBD* Less: Over 65 and Veterans Exemptions $42,890,060 TBD* Less: House Bill 366 $95,873 TBD* Less: Abatements $28,600,746 TBD* Less: Proration $167,053 TBD* Less: Freeport Taxable AsseSsed Value $6,531,511 TBD* $2,723,565,453 $3,000,000,000 * O&M and Debt Service Portion TIF Captured Value Total $2,692,939,790 $2,950,000,000 * $30,625,663 $50,000,000 * ............... ....................... Apply Tax Rate per/S100 Valuation 0.4777/$100 0.4777/$100 Total Tax Levy Estimate 100% Collection $13,010,472 ~'13,010,472 $14,331,000 $14,331,000 Tax Rate Per Percent Estimated $100 Valuation Of Levy Collections Debt Service 0.2831 59.3% $8,351,450 Estimate General Fund 0.1946 40.7% $5,7'40,700 Estimate Wolf Pen Creek TIF #1 0.4777 100% $ 238,850 Estimate * To Be Determined The final numbers from the appraisal district will be available at the end of July. 26 ANALYSIS OF PROPERTY VALUATIONS TOTAL APPRAISAL MARKET YEAR VALUATION ......... i-993 .............. i- 1-4461-~'9~-[:i-~-0---- 1994 1,648,484,066 1995 1,814,639,141 1996 1,935,322,710 1997 2,065,133,267 1998 2,208,019,033 1999 2,420,818,924 2000 2,661,115,250 2001 2,870,510,984 2002 3,151,961,166 2OO3 ** TBD' EXEMPT VALUE 177,229,893 194,215,922 203,017,772 234,121,234 245,085,209 276,453,209 308,471,247 345,752,888 380,950,901 428,395,713 TBD * Assessed value is 100% of the estimated value. TOTAL TAXABLE VALUE * 1,269,462,.287 1,454,268,144 1,611,621,369 1,7'01,201,476 1,820,048,058 1,931,565,824 2,112,347,677. 2,315,362,362 2,489,560,083 2,723,565,453 3,000,000,000 ** ** The 2003 value is an estimate. The final number Will be available at the end of July. CITY OF COLLEGE STATION AD VALOREM TAX VALUATIONS :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: ~ ' ::::::::i: :::[:::::: ,000 5O0 0 1993 1994 '1995 1996 1997 1998 1999 2000 2001 2002 2003 27 U o~ >o CITY OF COLLEGE STATION FY2003-2004 STRATEGI. C PLAN One of the primary roles of the College Station City Council is to determine the direction that the City of College Station will follow into the future. A long-term strategic plan can help the City Council set this course for the future. Strategic planning is especially important in a community such as College Station, where recent growth is expected to continue. Strategic planning is a process that requires decision-makers to focus on the overall mission of the City and the goals to be achieved. College Station's strategic planning process facilitates the City Council and City staff's ability to: · Align the City's priorities with changing conditions and new opportunities; .- Create shared commitments among Council members, City staff, and College Station residents .regarding present and future endeavors; and develop new goals and sti'ategies; · Assess the City's strengths, weaknesses, opportunities, and threats. It is important to remember that strategic planning is only a set of concepts, procedures, and tools. It takes the combined efforts of the City Council and City of. College Station employees to make any strategic planning effort meaningful and successful. The 2003-2004 Strategic Plan is a document that compiles the results of the City of College Station's strategic planning process. The Strategic Plan establishes the City's Council's Mission and a series of Vision Statements that describe where the City Council would like the community to be in the future. The document outlines specific strategies and implementation plans to fulfill these visions. The Strategic Plan document can be accessed on the internet at www. ci. college-station, tx. us. The City of College Station has integrated the annual budgeting process with the strategic planning process. The Strategic Plan helps to prioritize how the organization will use current and future resources to achieve identified goals. In this way, the Strategic Plan drives budget preparation decisions and service delivery implementation. The City's strategic plan is reviewed and updated on annual basis to ensure that it remains current and reflects the needs and desires of the residents of College Station. The following page include a summary of the College Station City Council's Mission and four Vision Statements. This overview is organized according to Council approved priority. A more detailed list of all of the implementation plans required to carry out each strategy in the Strategic Plan is in Appendix L. 29 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. com..:....Valu, gs Promote involvement and participation, of the. citizenry · Promote. the health,, safety, and general well being of the community Promote fiscal responsibility Promote collaboration and cooperation Promote Regionalism Promote being active member of the Brazos Valley community Support activities, that promote municipal empowerment Promote Excellence in customer service Vision Statements Core Serv. i~$ We will continue to improve high quality customer focused basic city services at a reasonable cost. We will provide infrastructure, with the capacity to meet current and projected needs. We will promote public safety and health. We will promote effective communication (interdepartmentally and to the public). We will rehabilitate infrastructure as needed. .We will provide streets, traffic and transportation systems. We will provide a workplace that fosters creative ideas for delivery of core services. Parks.. and leisure Se~ices We will continue to promote a wide range of leisure, recreational and cultural arts opportunities. ~ We will maintain an integrated parks system driven.by connectivity. ~ We will promote programs and facilities that target all age groups. > We will promote cultural arts. ~ We will pursue regional planning and development efforts. P~ning and Oev~ment We will continue to promote a well-planned community. We will continue to revise and guide the development process through the Unified Development Ordinance (UDO). We will continue to support an intermodal transportation action plan. We will promote well-planned neighborhoods. E~nomic DevelOpment We will continue to promote a strong and diverse economic environment. We will promote the development of strategic areas. We will continue to strengthen and diversify the tax and job base. We will promote tourism. We Will promote revitalization and redevelopment. We will encourage and integrate the city's economic development efforts with the Research Valley Partnership. College Station: Embracing the Past, Exploring the Future 30 CORE S£R VICES $114, 386, 5 76 We will continue to improve high quality customer focused basic city services at a reasonable cost. Strategic Plan Summary: Core services are the basic services provided by the City of College Station. These include public safety, public works, public utilities, and the support service functions. The strategic plan addresses these core services through the following strategies: · We will provide infrastructure with the capacity to meet current and projected needs. · We will promote public safety and health. · We will promote effective communication (interdepartmentally and to the public). · We will rehabilitate infrastructure as needed. · We will provide streets, traffic and transportation systems. · We will provide a workplace that fosters creative ideas for delivery of core services. APPROPRIATIONS-CORE SERVICES FISCAL SRVC FIRE OTIS 2% 6% 5% WATER 9% I GEN. GOVT 4% ELECTRIC 39% WASTEWATER 9% Police Department $9,118,320 The Police Department provides services that help to maintain community safety. Among the services provided are 1) police patrol with certified police officers who are equipped with police vehicles and all necessary equipment, and assigned to specific areas of the city; 2) criminal investigation division which investigates reported crimes; 3) animal control; 4)jail and communications support for officers on the street and short term detention facilities that reduce the processing time of arrests; and 5) a professional standards division that serves a support and training function for the Department. POLICE 8% PUBLIC WORKS 18% Three service level adjustments are proposed for the FY 04 CSPD operating budget. This includes $8,605 to develop a replacement and maintenance schedule for patrol bicycles. Three bicycles will be replaced in FY 04. $45,060 for traffic enforcement is also proposed for FY 04. $33,795 will be reimbursed back to the City through the Selective Traffic Enforcement Program Grant. Finally, $99,784 is proposed for an additional Sergeant in the Criminal Investigations Division (CID). This position is being requested to ensure the caseload in CID can be managed efficiently. Calls for Service 42,000 ...... 99 O0 O1 02 03 Estimate Fiscal Year The above graph illustrates an increase in calls for service over the past 9ear. A "Call for Service" is defined as anj) event or situation, reported b9 a citizen, which requires a response from the Police Department. Major Crimes 2,500 .................. ' ................................... 2,000 1,500 1,000 50O 0 99 00 01 02 03 Estimate Years The above graph illustrates the past 5 years of major offenses. Fire Department $ 7,149,560 The Fire Department provides services to College Station, to our neighbors in Bryan through an automatic aid program, and to rural areas around College Station through mutual aid agreements. The Fire Department operates out of four stations located throughout the City. The basic services of the Fire Department are 1) fire response 2) emergency medical response, 3) fire prevention services, including commercial fire safety inspections and fire prevention training at local schools and various functions; 4) code enforcement activities performed by the community enhancement action center and 5) hazardous material response. Strategic Plan 2003-2004 in an effort to continue providing effective Fire and EMS services, CSFD's FY 04 Proposed Budget includes ~200,530 for staffing and operating costs for Fire Station #5 scheduled to open in 2005.. There are 6 SLAs proposed as part of the Fire Department budget, totaling, $265,682. $200,530 is proposed for phase III of implementing the operating costs associated with fire station 5. Additionally, $7,500 for an employee recognition program, $I9,852 for textbook training media, $6,300 for a commercial washer extractor, and $2,500 for digital camera and equipment to assist code enforcement personnel. Due to the rising costs of services, $29,000 is included in order to maintain the current service level in the FY 04 proposed budget. The preceding graph illustrates the increase/decrease in incidents responded to bp the Fire Department over the last three Fears. Fire Capital Projects In FY 04, the projected expense for capital projects related to providing fire services is $1,255,780. This expense is for the construction of fire station 5. Public Works Administration $558,156 This is the administrative division of the Public Works Department, which includes Streets, Draina§e, Fleet, Traffic, and Solid Waste Collection. Public Works Administration is the prima~ customer contact point for these activities. One service level adjustment is included in the proposed budget for the Public Works Administration Division. $20,000 is proposed to hire a consultant to help identify and prioritize traffic issues in many of the elementary, middle, and high school areas. City and CSISD staff will use the results of this traffic study in subsequent years to select candidate schools and projects so that the grant program can best meet the needs of both agencies and the constituents they represent. 32 Facilities Maintenance $1,132,584 The Facilities Maintenance function provides support services to City departments through the maintenance of City facilities. This entails all City buildings including heating, ventilation and cooling systems. Additionally, Facilities 'Maintenance performs some minor building construction and remodeling activities. The Division also supervises facilitY repair funds used to ensure that facilities and equipment are repaired and replaced in a timely manner. Streets Division $2,258,267 The Street Division of the Public Works Department strives to ensure that the street system within the City of Colle§e Station is properly maintained. This is done throu§h a number o{ programs including a street rehabilitation pro§ram that addresses street repair before more expensive reconstruction measures are needed. The Streets DMsion also coordinates with the Engineering Division to plan and develop major street capital projects that involve rebuildin§ roadways that need upgrades. Strategic Plan 2003-2004 To provide effect street programs, routine street maintenance is a part of day to day operations. $91,000 of the FY 04 Proposed Budget is dedicated to ensuring that recently annexed streets receive the maintenance necessary to continue effective street programs. A total of .~10.8 million is included in the proposed capital budget [or street capital projects. The Street Division also provides routine pothole patching and other maintenance services. The effectiveness of this service is measured by determining whether 95% of the streets in the City have a grade of "C" or better, using the Pavement Management System. Streets' FY 04 Proposed Budget includes a service level adjustment for $91,000. These funds will be used to support maintenance activities of recent annexation. 22 lane miles of streets were added~to the street inventory due to the recent annexation. Street Rehab. Capital Projects $1,700,000 In FY 04, $1.2 Million is proposed for rehabilitation to streets in the Southside Area. This is a multi-year effort to rehabilitate the infrastructure in older parts of College Station. Also in FY 04, $500,000 is proposed for various street rehabilitation projects. In particular, $200,000 of this amount will be used to overlay newly annexed streets and $300,000 is proposed for thoroughfare rehabilitation. Street Extension Capital Projects Street extension projects included in the Proposed FY 04 Bud§et is the Jones Butler Road, Lon§mire south to Cypress Meadows. Other projects included in FY 04 capital projects budget is the extension of Dartmouth to FM 2818 and the Greens Prairie Widening project. Street TxDOT Capital Projects In FY 04, the City will be working in conjunction with the Texas Department of Transportation. In FY 04, the City expects to complete the Texas Avenue Streetscape Phase II and the medians on George Bush Drive. It is anticipated that $580,000 will be used for Texas Avenue streetscaping, and $175,000 for the George Bush Drive medians. ~ TxDOT timing on these projects will determine when these expenditures will be made. The City pays ten percent of right-of-way costs, and also pays for any enhancements, such as the application of any streetscaping desired in the project. Strategic Plan 2003-2004 An effort to upgrade older infrastructure areas in College Station is a priority in FY 03-FY 04. In particular, the $outhside Area will see significant infrastructure rehabilitation over the next several pears. Drainage - Operations $ 5 4 0,4 48 Drainage issues have been critical in the last several years in College Station. Drainage issues can impact both health and public safety, as well. as Transportation and Mobility issues. The Drainage service level provides a draina§e maintenance pro§ram that keeps the storm carrying capacity of the system adequate in College Station. The mowing of right of ways and creek cleanin§ are the primary ways this service level is provided. There are two proposed SLAs in the Drainage Division of Public Works. The first proposed SLA is in the amount of $11,500 and is .requested to carry out a mosquito abatement program within City limits. The second proposed SLA in the amount of $152,309 is for a full time Operator and two-full time Public Service Workers to 33 maintain right of ways and ditches in compliance with our current weed ordinance. Drainage Utilit9 CIP $1,193,245 The proposed FY 04 drainage capital projects budget includes $1,193,245 in improvement to the City's drainage system. The bulk of these expenditures will be for drainage channel improvements in the Bee Creek area at a cost of $3 million and the Wolf Pen Creek area at a cost of $1 million. Traffic Signs & Signals $739,388 The traffic signal system in College Station serves as an integral traffic flow control mechanism throughout the City. The system is critical during peak traffic times, Such as during the Texas A&M football season. The Traffic Signal Division is responsible for maintaining and repairing traffic signals and school, warning devices in order to provide safe and efficient movement of vehicles and pedestrians. Traffic Signs will receive an additional Traffic Signals technician in FY 04. This position comes from the Engineering Division in Public Works. One service level adjustment is included in the Traffic Signals budget for FY 04. $60,000 is proposed to provide funding for uninterrupted power supply for traffic signals at 6 traffic intersections in the City. This will provide the ability to operate certain key traffic signals in the event of a power outage for a period of time. Traffic Capital Projects In FY 04, there is no proposed new budget appropriation for traffic signal enhancements. However, $72,000 is projected to cover the cost of widening Holleman at the intersection of Holleman and Texas Avenue. Engineering Division $682,542 The Engineering division is responsible for the administration of the City's capital improvement plan. This includes the building of projects approved as part of bond elections such as streets, fire stations, libraries, and others; as well as capital projects for the public utilities such as electric, water, wastewater, and drainage projects. Sanitation $3,917,922 The Sanitation Division of the Public Works Department provides a number of services to meet the local need for the collection of municipal solid waste. These include providing residential containers, curbside recycling, brush and grass clipping collection, street sweeping and the removal of virtually any waste that may be disposed of in the local landfill or through composting. Commercial service is also provided to local businesses. Commercial service offers collection in small and large plastic receptacles, and is loaded with side mounted automated collection equipment. Customers with greater volumes also have the option of using roll off containers that hold a larger capacity and are serviced by front load collection equipment. REFUSE COLLECTED '~ 35,000 ~ 30,000 ~ 25,000 o z:: 20,000 ~ 15,000 o 10,000 ~' 5,000 01 02 03 04 est l []RESIDENT~L []COMMERC~L ] The above graph illustrates volumes, in tons, of' refuse collected and disposed of by the Sanitation Division, since FY 01. Sidewalks & Trails Capital Projects $124,000 The City of College Station has worked over the years to ensure adequate transportation infrastructure for pedestrians and bicyclists. The City has an adopted sidewalk and bike loop plan. As new development occurs, sidewalks are an important aspect that must be considered. In FY 04, $75,000 is anticipated for neighborhood capital improvements, $132,000 to construct sidewalks on Longmire, and $50,00 to build a section of sidewalks on Anderson. Fleet Services $1,123,374 The City of College Station has a fleet of vehicles and heavy equipment to provide services to the citizens of College Station. Nearly every City department depends on having a reliable fleet of vehicles to provide services. Many of these services include Police and Fire services, Solid Waste Collection, Public Utilities, among others. The Fleet Services Division manages the fleet and performs preventive maintenance and vehicle repair. In Fleet Services, there is one proposed SLA in the amount of $11,585 and is included in the Fleet Services FY 04 Proposed Budget. The purpose of this proposed SLA would allow for the purchase of 3 hydraulic vehicle lifts. 34 Brazos Valley Solid Waste Management Agency $ 6,453,035 The Brazos Valley Solid Waste Management Agency (BVSWMA) is a cooperative arrangement between the Cities of College Station and Bryan to provide solid waste disposal service. BVSWMA is responsible for landfill operations, developing and implementing alternative disposal programs for waste that cannot be placed into the current landfill site, and providing for long- term disposal options for the two cities and other customers of the agency. BVSWMA is in the process of acquiring a new landfill site in Grimes County to meet future landfill needs. These proposed expenditures include two service level adjustments. The first, $600,000 will be used for the design and construction of approximately 70 acres of Pre-Subtitle D and Subtitle D Final Cover for the Rock Prairie Road Landfill. Funds from this SLA will also be used to provide an .Active Gas Collection and Control System (GCCS). The second SLA, requests $ I, 100,000 for the construction and oversight of Fill Sector I8 at the Rock Prairie Road Landfill. Strategic Plan 2003-2004 Siting a new landfill is a critical program for BVSWMA. The present landfill on Rock Prairie Road has a capacity through 2008. BVSWMA is in the process of permitting a site located in Grimes County. customers their needs will be met with supplies, which meet or exceed all federal and state mandated standards. As a City enterprise, the full cost of service for water production, transmission, and distribution is recovered by charging customers for consumption on a per unit basis. SLAs in the Water Division total $199,800 in the FY 04 Proposed Budget. These SLAs include $72,800 for the equipment to assist with power interruptions and blackouts, $40,000 for protective coating on pump stations, $ I2,000 for chlorine covers, $25,000 for the Supervisory Control and Data Acquisition (SCADA) equipment, $5,000 to train technical personnel, and $45,000 to design a drainage structure. Water - CIP $6,101,737 In FY 04, $6,101,737 is the proposed new appropriation for water capital projects. Included in the Proposed FY 04 Budget is over $1 million for water line rehabilitation in the Southside area, $3.2 million for the parallel water line transmission project, and $462,900 on projects to provide water to newly annexed portions of the City. Additionally, $4,174,837 is the projected expense for water capital project to provide water service to City residents not currently using College Station water. The Water Capital Projects Fund also includes $305,000 to improve the security of the water supply and $530,000 to provide backup power generation to the water system. Electric Fund $44,943,565 The Electric Division is responsible for providing cost efficient and reliable electric service to the citizens, businesses, and institutions in College ~ Station. Electric service is critical to the ability to encourage new employment and prosperity in the City. The total Electric Fund budget is $44,943,565. Electric Capital Projects $5,530,000 is the proposed expenditure amount for electric capital projects in FY 04. Additional information will be provided to the City Council as a competitive matter. Water Division- Operations $4,001,207 A reliable and safe supply of potable water is necessary for any community. The City of College Station has the capacity to produce approximately I8.29 million gallons per day of potable water. The Water Division has developed high standards of reliability, which assures Strategic Plan 2003-2004 An effort to upgrade older infrastructure areas in College Station is a priority in FY 03-FY 04. In particular, the South$ide Area will see significant repair and/or replacement of substandard water and wastewater lines over the next several years. Wastewater - Operations $ 3,65 3,29 7 Effective sanitary sewer collection and treatment is essential to public health in an urban environment. Over the last several decades, the standards have increased for this infrastructure. The past upgrades to the Carter Creek Wastewater Treatment Plant were directly related to those changing standards. As the system continues to grow, additional capital is needed for line extensions. The existing system will have to be maintained with line replacements and plant enhancements and expansions. Wastewater services are provided as an enterprise function 35 with service related fees paying for the cost of service. The proposed budget includes $186,960 in SLAs for the Wastewater Division. These SLAs include $33,500 for TCEQ mandate permit renewals, $28,000 for maintenance of equipment to help deal with power interruptions and blackouts,. $74,000 for additional equipment for the sewer television van, $32,750 for SCADA equipment, $5,000 for training for technical personnel. $13, 710 is also included to replace uninterrupted power supply devices. Wastewater - CIP $6,159,720 The FY 04 includes $6,159,720 in new appropriations expenditures for numerous wastewater capital projects. In the Southside area, $1,5 million is included for the rehabilitation of wastewater infrastructure. Over $1 million is also included as projected expense for relocating and rehabilitating sewer line beneath Texas Avenue. This project is necessary because of the TxDoT widening of Texas Avenue, and will be done in conjunction with this project. As in the Water Division, the Wastewater Division includes $330,000 to improve security of wastewater facilities and $215,000 for backup power generation to operate the sewer system in the event of a power outage. In the FY 04 proposed budget, $535,800 is included to provide sewer services to the newly annexed parts of the City. The Proposed FY 04 Budget also includes $4,000,000 in current revenues from operations to fund wastewater capital projects. No debt is projected for issuance in FY 04 for wastewater capital projects. Office of Technology and Information Services $2,699,538 The Office of Technology and Information Services (OTIS) provides a number of internal services to the City organization. In addition, the .Department manages the franchise agreements, which the City of College Station has with telecommunication, cable and natural gas providers in the community. Services provided from General Fund revenues include OTIS Administration, Management. Information Services (MIS) for micro to mid-range computer users, and Geographic Information services (GIS). The OTIS internal service funds include Communication Services, Print/Mail, and Utility Customer Service. The OTIS Department has six proposed SLAs in the amount of $327,799. The first proposed SLA is for the electrical franchise with BTU in the amount of $100,000. The second proposed SLA is for the purchase of a citizen contact software. This software would allow a method for citizens to submit service requests via the internet or telephone. The cost of this SLA is $53,000. The third proposed SLA is for the maintenance costs associated with the Public Safety Computer System, which is currently being installed. The cost of this SLA is $53,853. The fourth proposed SLA is a continuation from an approved SLA from FY 03. This SLA would fund the purchase of a license in order to continue to install Microsoft XP Software as a standard desktop suite for the City. The cost of this SLA is $60,000. This is the second year of a two-year plan to upgrade all City computers to this standard desktop suite. The fifth proposed SLA is maintenance costs for various existing software, such as HTE modifications and Lotus Notes which is used in the Police Department.. The cost of this SLA is $3,755. The final proposed SLA is for replacement cost for uninterruptable power supply at a cost of $57,191. Strategic Plan 2003-2004 E-Government continually adopts a more integral role in the relationship between the citizen and local government. The City of College Station is committed to providing these advancements to the citizen. ]n FY 03 and in FY 04, the fol]owing will help carry out this philosophy: an online Uti]ity Bi[[ payment system, on]ine traffic citation payment system, and an up to date web site. Communications & Print/Mail $898,416 The Communications Division is responsible for the maintenance of telephone, radio, and other communications systems used by the City of College Station. The proposed FY 04 budget for the Communications Division is $574,365. The Print/Mail Division is responsible for providing printing and mail services to City Departments. The proposed FY 04 budget for the Print/Mail Division is $319,051. Utility Customer Service /;1,784,955 Utility Customer Service is responsible for the metering, billing, and collection of electric, water, wastewater, sanitation, and drainage utility fees. The Utility Customer Division has three proposed SLAs in the amount of $82,591, The first 36 proposed SLA would provide funding for the use of credit card payment option for customers. The cost of this SLA is $30,000. The second proposed SLA is for the purchase of software to read bar code return pay stubs. Also proposed in this SLA is the reduction of a part-time position due to the efficiency of this automatic billing function. The cost of this SLA is $48,500. The final proposed SLA for the Utility Customer Service Division is for replacement costs for uninterruptable power supPly in the amount of $4,091. Utility Bills Mailed proposed SLA would allow for the hiring of a Payment Plan Compliance Coordinator for the Municipal Court Division in the amount of $34,152. The fifth proposed SLA is for overtime for police officers to serve warrants. The cost of this SLA is $35,000. The final proposed SLA submitted by the Fiscal Services Department is for the collection of credit card fees from customer paying by credit card. The cost of this proposed SLA is $22,800. The proposed SLAs in the Municipal Court Division are anticipated to result in an increase of fine revenue of approximately $500,000 per year. The move to the new municipal court building will allow for increases in efficiency and fine collections. 400 200 Ol 02 03 Est 04 Prop The above chart demonstrates the steady growth in the number of utility bills mailed annually by Utility Customer Service. Fiscal Services $ 2,5 7 9,012 The Fiscal Services Department provides Fiscal Administration', Accounting, Purchasing, and Risk Management services to the City organization. It also oversees the operations of the Municipal Court. Fiscal Services Administration oversees the other areas of the Department and handles cash and debt issues for the City while ensuring all funds are invested prudently. The Accounting and Purchasing Divisions work closely together to ensure that purchases are made and recorded according to guidelines. The Risk Management function seeks to ensure that the City's exposure to physical and financial losses is minimized through a number of programs addressing worker safety. Municipal Court collects the fines and fees for the City. The Fiscal Services Department has six proposed SLAs in the amount of $211,436. The first proposed SLA submitted is from fiscal administration for payment to the Brazos County Appraisal district in the amount of $16,000. The second proposed SLA would fund a project to perform an inventory and valuation of non-utility infrastructure. The cost of this SLA is $20,000. The third proposed SLA is for an additional Customer Service Representative in the Municipal Court Division at a cost of $31,568. The fourth General Government $2,491,202 The City Secretary's Office is responsible for elections, records management, City Council support and other activities. The City Manager's Office is responsible for the day to day operations of the City, making recommendations on current and future issues to the City Council, and providing long-term organizational direction for the City. Community Programs has one proposed service level adjustment for FY 04 in the amount of $7,020. This SLA would allow the Teen Court Program to receive a matching grant. Another key support area for the organization is the Legal Office. The Legal Office provides legal services and support to the City Council and the City staff. Among the services provided by this office are legal advice, contract writing, and litigation. The Office of Budget and Strategic Planning prepares, monitors, and reviews the annual budget. This office also coordinates the City's strategic planning process, which is closely tied to the City's budget. In addition, the Office of Budget and Strategic Planning provides management and organization review services to City departments. The Human Resources Department assists in recruiting, hiring, and retaining the most appropriate candidates for City positions. Human Resources provides employee training and administers the compensation and benefits program. The Human Resources Department has one proposed service level adjustment in the amount of $2,802. This SLA would increase the benefits for a full-time secretarial position. 37 Currently, the position is budgeted at seventy-five percent. The Emergency Management Division is responsible for coordinating emergency and/or disaster training, mitigation, preparedness, planning, response and recovery for the City. The proposed FY 04 budget is $94,958. This amount includes one proposed SLA in the amount of $3,000 for the purchase and maintenance of an alert system. This is one-third of the total cost of $9,000. Brazos County and the City of Bryan will be procuring the remaining cost equally for this alert system. Public Comm. and Marketing $456,496 Public Communications and Marketing is a division of the General Government Division which provides timely, factual, and understandable information to College Station residents, both directly and through the news media. The Public Communications Division has three proposed SLAs in the amount of $298,442. The first proposed SLA would allow for the purchase of television equipment, supplies, and the hiring of a media specialist to operate the cameras in-house. The cost of this SLA is $198,442. The second proposed SLA would allow for the update of the 1988 City history video "Golden Memories." The cost of this SLA is $5,000. The final proposed SLA would allow the City to develop a low band radio station, which could be used for emergency management as well as general public information. The cost of this SLA is $95,000: Strategic Plan 2003-2004 ,So as to improve public communications and interaction, the City is committed to effectively utilizing television. For FY 04, $198,302 in funds are proposed to provide funding for in- house production and broadcast of City Council meetings and other meetings as appropriate. Community Development $590,592 The Community Development Department helps provide low cost housing and other public assistance through community development block grant funds from the federal government. These funds are used to assist low to moderate-income residents of College Station. Assistance is provided through housing services, public agency funding, public facility improvements, and economic development activities. The Community Development Division has one proposed SLA for FY 04. This proposed SLA would fund the hiring of a part-time intern to assist in duties in the Community Development Office. The cost of this SLA is $3,773. General Government and Capital Equipment CIP $1,167,000 General government and capital equipment projects are planned assets that have a value to more than one specific area of City operations. The two main divisions within this category are public facilities and technology projects. In FY 04, significant projects include: $1,255,780 for construction of Fire Station # 5; $917,000 to replace the City's phone system, $200,000 to' complete the fiber loop, and $100,000 to begin setting aside funds for a topographic/aerial map. Other technology related projects proposed for FY 04 include the completion of the replacement of the public safety computer system, as well as the addition of several other public safety technology projects. These include a police booking system, a police field reporting system, and a fire tone out system. Cemetery Perpetual Care $55,500 The Cemetery Perpetual Care Fund provides the funding to maintain the College Station Cemetery. $55,500 is proposed to add landscaping to improve the aesthetics of the rear entrance to the Cemetery, and to increase the roadbed size to allow two-way traffic to the Anderson entrance. Other Health & Public Safety Expenditures $113,498 The Health Department provides health services to the citizens of Brazos County. These services include restaurant inspection and health proposed FY 04 Health Department budget is $113,498. The following pages of this section detail the service levels and performance measures for the operating divisions on the Core Services Vision Statement. Also included are the budget and position summaries for each of the divisions. 38 POLICE DEPARTMENT ADMINISTRATION Description & Budget Explanation The Administration Division is responsible for the administrative support of all divisions in the Police 'Department. Budget Summar~ Position Sumrnar~ "' * C'fime Analy~'~ transferred t° Division 49 Fy01 ............... FY02 Actual Actual $~?,~a $71a,?~1 6 8 ii i i ii i F~03 Estimate $808,619 10 FY O4 Proposed $699,Ola *9 Program Name: Administration Service Level: To ensure that Departmental programs and activities are in line with the department mission statement and accomplished within budgetary limitations. Performance Measu~es: .... Effectiveness - Complaints are investigated within 30 days of assignment. FY"01 ...... FY 02 Actual Actual FY O3 Estimate Fy 04 Proposed 71% 68% 86% 85% Efficiency - The Department stays within budget overall. Output , Percent of chapters of policy revised ,,annually. 100% 100% 100% 100% 100% 100% .... 100% ,,, 100%: 39 POLICE DEPARTMENT UNIFORM PATROL Description & Budget Explanation: The Uniform Patrol Division is responsible for providing police patrol and traffic enforcement duties. Budget Summary Position Summary .......... ii iiiiiii ............ FY 01 FY ~)2 - "~' 03 FY 04 Actual Actual Estimate Proposed $3,782,457 $4,097,327 $4,174,442 $4,020,354 67.5 67.5 66.5 66.5 Illll Il I I I ............ Program Name: Uniform Patrol Service Level: Provide timely initial police services on a 24 hour basis incorporating a community policing philosophy with an emphasis on problem solving. ~;~ormance MeasUres: Effectiveness - Percent of time Patrol Officers' time that is Proactive Reactive FY 01 ....... ~ 02 ...........FY 03 Actual Actual Estimate Proposed Efficienc9 - Average response time on high priority calls. - Average response time on Iow priority calls. - Percentage of total accidents that are alcohol related. Output · - No. of high priority calls handled - No. of low priority calls handled - Total number of calls handled - No. of DWI arrests - No. of DUI arrests - No. of problems addressed - No. of proble, ms resolved 47% 43% 40% 40% 53% 57% 60% 60% 5.88 mins 6.01 mins 6.00 mins 6.00 mins 15.81 mins 16.46 mins 15.00 mins 15.00 mins 2.56% 2.00% 2.00% 2.00% Program Name: Special Enforcement Section Service Level: Provide traffic safety services. Performance Measures': Effectiveness N°. of injuries at high accidents locations. Output - No. of enforcement actions for high accident locations. - No. of directed traffic patrols performed.. 4,844 4,398 4,500 45,190 33,223 40,000 50,034 56,388 57,000 @00 236' 240 46 75 75 128 60 50 68 17 25 4,500 40,000 58,000 240 75 50 25 FY 0~ .......... FY 02 FY OS FY 04 Actual Actual Estimate Proposed 379 414 360 360 3,073 4,603 2,300 2,500 123 340 160 200 40 POLICE DEPARTMENT CRIMINAL INVESTIGATION Description & Budget Explanation: The Criminal Investigation Division is responsible for the investigation of serious criminal offenses, including suspect, witness and victim interviews, documentation of crime scenes and evidence collection, monitoring and disrupting gang activity, and investigating illegal drug offenses. The Criminal Investigations Division also reviews and provides administrative oversight on all police reports taken bY College Station Police Officers. .. FY 0~ ~ 02 ~ o3 FY O4 Actual Actual Estimate Proposed Budget Summary $805,091 $866,982 $958,340 $1,096,039 Position Summary 15 14 14 16 Program Name: Criminal Investigations Service Level: To Provide effective and efficient investigation of serious criminal offenses within a reasonable amount of time. To review all police offense and arrest reports for thoroughness and accuracy. PerformanCe Measures: Effectiveness - Percent satisfied on customer survey. - Percent cleared on follow-up cases. - Percent cleared by arrest. FY 0~ FY 02 FY °3 FY 04 Actual Actual Estimate Proposed 87% 85% *90% 90% 99% 85% 75% 75% 43% 45% 45% 45% Efficiency - Percent assigned cases disposed of within 30 days. Output - Number cases assigned. - Number cases cleared. - Number cases cleared bv arrest. *Survey will be conducted later in the year 74% 61% 75% 75% 1,810 1,970 2,200 2,400 1,487 1,667 1,650 1,800 643 510 743 810i 41 POLI~E DE~ARTM'EN'i' .... PROFESSIONAL STANDARDS Description & Budget Explanation: The Recruiting and Training Division recruits, selects and trains sworn and civilian employees. Additionally, the Division provides continuing training to employees. Budget Summary Position Summary FY01 FY02 Actual Actual $277,479 $256,798 3 4 FY O3 Estimate $340,804 4 FY o4 Proposed $339,224 4 Program Name: Recruiting & Training Service Level: professional skills of employees. Performance M~as~'es: To provide continuing education and training for the enhancement of the Effectiveness - Percentage of sworn employees that receive an average of 80 hours of in-service training each. - Maintain a minimum 95% of authorized strength for sworn personnel EfficienCy - Average number of training hours provided per employee, including part-time employees and FTO Program. ' ' ~of ......... FY02 Actual Actual FY 03 Estimate FY 04 Proposed 100% 100% 100% 100% N/A N/A 99% 95% 160 163 162 160 15,521 N/A N/A 8,9.59 ' 9,580 630 10 12,768 Output - No. of in-house training hours 14,970 - No. of applicants processed N/A - No. of recruiting trips N/A - No. of outside training hours 5,5 I0 9,000 600 6 8,000 42 POLICE DEPARTMENT QUARTERMASTER Description & Budget Explanation: The Quartermaster Division is responsible for equipment, supplies, and maintenance purchased for the Police Department. The duties include the ordering and dispersal of supply and equipment items for use by all Department employees, and coordinating repairs for all the Department's facility and fleet needs. Budget Summary Position Summary · il JLIt IlL FY 01 FY 02 FY 03 Actual Actual Estimate $849,237 $756,137 $696,279 I I 1 i iiiiiii i i ii Illlll .FY 04 Proposed $743,2531, Program'Name: Quartermaster Service Level: Provide equipment, supplies and maintenance for the Department. Performance Measures: Effectiveness - % satisfied on employee survey. F~ 01 ......... FY 02 FY 03 Actual Actual Estimate Proposed Efficiency - % of Supply requests filled within 5 working days. 96% 100% 95% 95% Output - No. of supply requests filled within 5 working days. 98% 98% 95% 95% 700 700 i111 , i± · 804 684 43 PoLIcE DEPARTMENT COMMUNICATIONS/JAIL Description & Budget Explanation: The Communications/Jail Division is responsible for police communications and dispatch, provides Safe and secure detention operations, and provides report taking capabilities for low priority calls. Budget Summary Position Summary FY oi ....... F~ 02 .... FY oa Actual Actual Estimate $1,054,716 $1,156,871 $1,144,810 28 27 27 FY O4 Proposed $1,172,485 27 Program Name: Public Safety Communications Service Level: Processing of Police, Fire, and EMS calls for service. Per~ormance ~lea~ure~:.. ~ Effectiveness - % satisfied on Citizen Survey. FY01 Actual Actual Efficiency - Percent of priority 1 police calls dispatched within 3 minutes, - Percent of priority 1 fire calls dispatched within 1 minute. mi FY 03 FY 04 Estimate Proposed 95.7% 94.4% 93.8% 75.0% Output - Phone calls processed monthly. - Phone calls processed monthly (8am-Spm). - 911 phone calls monthly - Total police incidents monthly. - Total fire incidents monthly. 99% 99% 96% 96% 98% 99% 96% 96% 25,454 24,234 25,000 .25,000 12,636 1,220 8,147 379 12,833 1,220 8,831 364 12,240 12,240 1,150 1,150 8,600 8,600 382 382 Program Name: Jail Service Level: Processing of prisoners allowing patrol officers to reduce transport and processing. time of prisoners; keeping an officer in service by taking Iow priority calls for service over the phone or in person. Performance Measures Effectiveness - Length of time to process arrestees. ~oi ~o2 Actual Actual Eros IV 04 Estimate Proposed 30 mins. 30 mins 30 mins 30 mins Efficiency - Percent of priority 4 calls handled by Division. 6% 4% 10% 10% Output !- No. of reports taken by Division monthly. - No. of prisoners processed monthly. illl, 148 127 531 404 137 150 365 380 IL II1| ILl LI I 44 Ill ~ L ~L I~ ~ ~1 LI_L ~ POLICE DEPARTMENT SPECIAL SERVICES iDescription & Budget Explanation: The Special. Services Division is responsible for coordination of the Tech-Prep Criminal Justice Program at A&M Consolidated High and both Middle. Schools.. The Division is also responsible for a number of programs that involve, the community, and the. public school system, in crime prevention and safety education for our children. Additionally, the Division is responsible, for animal control services, in the City. Budget Summary Position Summary F~ 0~ FY 02 FY 03 Actual Actual Estimate $611,766 $718,110 $713,084 9 11 12 ~z o4 Proposed $702,773 Program Name: Tech-Prep Criminal Justice Program Service Level: Coordinate the Tech-Prep Criminal Justice Program at A&M Consolidated High and Middle Schools. while establishing, positive relationships, with students, faculty,, staff and mentoring At-Risk Students. Performance Measures: ii Actual Effectiveness - Annual faculty and staff survey, approval rate. FY 02 FY 03 Actual Estimate ~ o4 Proposed Efficiency - Percentage of. students enrolled receiving a passing. (70%). grade. 95.6% 99% 95% 95% Output - No. of students' in Tech-Prep Criminal Justice. Courses. No. of at-risk students, helped with mentoring sessions. i i iii 94.3% 89% 95% 95% 377 328 325 325 965 8OO . m 721 i 800 45 Program Name: Drug Resistance Education (DARE) Service Level:: To provide, a quality. D.A.R.E. program to students in selected grades in the CSlSD system, for. the. purpose of educating, students of the. consequences· of substance use. and abuse. Performance Measures: Effectiveness - Annual faculty and staff survey approval rate. FY01 ....... FYb2 " Actual Actual FY 03 Estimate 100% 100% 95% Efficiency - Percentage of students, in 5th grade D.A.R.E. program that scored at least 70% on final written exam. Output · - No. of students taught in the 5th Grade curriculum. Program Name'-.Animal Control FY 04 Proposed 95% 91.4% 90% 95% 95% 550 555- 468 55c Service Level: 'To provide adequate and professional animal control services, to' the citizens and visitors to the City of College Station. P~rfor~an~:e M~asUr~es: ....... Effectiveness - Percent of citizens. ·satisfied with service Efficiency - Percent of on-duty, animal calls responded to within 15 minutes.. Output - Calls. for service per year - No. of animals· handled per year F 01 Actual Actual FY03 Estimate Proposed 80.4% 72% 80% 80% 71.7% 74% 75% 75% 3,274` 4,068 3,600 4,000 · 1,623 1,696 1,600 1,800 46 POIiiCE DEPARTMENT INFORMATION SERVICES Description & Budget Services The Information Services Division is responsible for processing and maintaining police records and evidence. Budget Summary Position Summary FYO1 FY02 Actual Actual $325,443 $277,068 10 9 FY 03 FY 04 Estimate Proposed 7 8 Program Name: Information Services Service Level: Process and maintain accurate police records and evidence and provide for the effective and efficient retrieval, distribution, and storage of departmental records and evidence so that information requested by other divisions of the department, prosecutors, and the citizens is readily available. Performance Measures: ...... o i .......... FY O2 ..... Fg' 0a Actual Actual Estimate Effectiveness - Percent satisfied on annual customer survey. - Percent of time that all incoming records/ evidence are processed correctly. Proposed 95% 90% 90% 95% 99% 99% 99% 99% Efficiency - Percent of time reports and supplements received by 9 atm. are processed by 3 p.m. - Percent of time all citations are processed by 5 p.m. the day following the citation. 96% 94% 95% 95% 94% 94% 95% 95% Output - No. of reports processed annually. - No. of Record Technicians used to process reports. - No of citations processed annually. - No. of Record Technicians used to process citations. - No. of evidence/property items processed annually. _ 13,304 13,728 14,462' 15,040 3.67 3.75 3 3 44,237 36,878 42,050 43,732 1 1.5 1 1 5,611 5,448 6,412 6,668 47 FIRE DEPARTMEI~T ADMINISTRATION Description & Budget ExplanatiOn: The Administration Division is responsible for the administrative oversight and administrative support of all divisions and operating units within the Fire Department. Budget Summary Position Summar~ Program Name: Administration Actual Actual Estimate $307,409 $457,199 $492,423 4 5 5 *includes Er~erg&'ncy ~ana'~meTM'~oordinator Service Level: Provide comprehensive planning, operational oversight, and budget preparation and monitoring for all divisions and functions within the Fire Department. performanc~ Measures: Effectiveness - Ensure other divisions within the Fire Department meet their performance measures. Efficiency - The department operates within approved budget. FY 0~ ~ o2 Actual Actual FY 03 Estimate FY O4 Proposed $360,203 4, FY 04 Proposed Output - Percent of policies reviewed/revised annually. annually. - 1/4 shift meetings conducted. - 1/4 news letters ,sent to all emplOYees. * New performance measures for FY03. N/A* N/A* 85% 95% N/A* N/A* 90% 95% 95% 90% 100% 100% N/A* N/A* 90% 1.00% N/A* N/A* 100% 100% 48 FIRE DEPARTMENT FIRE SUPPRESSION Description & Budget Explanation: The Operations Division provides emergency response to fire and hazardous materials incidents. Safety surveys of structures in the community are also performed by this function to help ensure that fire protection systems will work properly during an emergency. Automatic and mutual aid ~agreements with neighboring entities allows more integrated fire and hazardous materials response to the community. EMS operations were previously accounted for by this cost center but are lassigned a separate division in FY 00 for increased tracking capabilities. Budget Summary Position Summary I II I I I II FY01 FY02 Actual Actual $3,138,460 $4,110,508 50 54 Illl Il Ifil,.lll l Illllll I Illlllll I Ill Il Illll Ill FY 03 FY 04 Estimate Proposed $3,868,572 $4,112,254 56 59 Program Name: Fire Department Suppression Service Level: Provide prompt, effective, and efficient response and mitigation for fire, rescue, and Haz-Mat emergencies. Performance Measures: Effectiveness' , Percent of response time, which consists of dispatch to first arriving unit On scene (Response time consist of dispatch time*, turnout time, and drive time) >6 <6 <5 ' <4 <3 - Percent of time fire damage is confined to the room/structure of origin. - Percent of time a stop loss*** on Haz-Mat incidents are achieved within I hour of on ' scene time. 02 Actual Actual FY 03 Estimate o4 Proposed 41% 39% 45% 39% 59% 61% 55% 61% 40% '42% 34% 42% 22% 22% 16% 22% 8% 10% 4% 10% 100% 100% 95% 95% 99% 96% 96% 96% 2,250 1,600 2,250 1,600 Output - Total number of unit responses. 2,237 - Total number of incidents. 1,603 J IIIIIII IIIII IL 11~ L III I~ I I III!IlIII Ilfll IIII *Dispatch time is tracked in Police Department's Communication Se~ce Level ***Stop loss is the point in time in which the spread of a material has been contained .... Response times have been negatively influenced by two major factors (1)The Spreading population base is further from our stations (2)Problems with the MDT automated status system 2,250 1,600 49 Service Level: Provide services which enhance the survivability of citizens, visitors and emergency response personnel in our community during fires and other emergencies. P~for~anc'~ M~'~sm:~ ........ Output - Total no. of station tours - Percent of pre-scheduled station tours - Percent of "walkqn" station tours - Total no. of station tour visitors - Staff hours committed to station tours - Total no. of public education appearances - Staff hours committed to public education appearances - Total no. of EMS riders - % of EMS riders who are city employees. - % of EMS riders who are EMS trainees. - Total hours committed by EMS riders. FYb FY Actual Actual FY o3 FY04 Estimate Proposed 61 100 125 100 54% 47% 65% 41% 46% 53% 35% 59% 741 722 600 600 209 204 200 200 90 82 75 75 0 0 157 177 39% 6% 100% 98% 2,791 4187 iiiiii i ii 5OO 5OO 300 3O0 5% 5% 95% 95% 3500 3200 Program Name: Training Service Level: Coordinate training, testing, and support necessary to pro.de prompt, effective and efficient response and mitigation for fire, rescue and Haz-Mat emergencies. Performance Measures: Effectiveness - Required/actual continuing education hours: Fire ARFF (Aircraft Rescue Fire Fighting) Haz-Mat (Hazardous Materials) - No. of required/actual certifications maintained. FY 01 FYO2 Actual Actual FY 03 Estimate FY 04 Proposed 1200/2911 1780/4552 1200/2500 1200/2500 140/792 120/559 140/250 140/250 500/600 168/1019 500/600 500/600 138/204 171/228 160/210 169/220 Efficiency - Cost per internal/external training hour 12.05/4.28 7.91/15.10 N/A Output - No. of TXFIR$ reports generated by CSFD N/A ~ No. of total fire training hours N/A **** Thfs iter~ will ~e P~rt of'~ co'~tino~s im~roVemen~'~pro~'ram.' ..... 4000 4000 4100 4000 4100 4200 5O ii i ii i ii iiiii i ml~llll i i iiiiii i FIRE DEPARTMENT FIRE PREVENTION/COMMUNITY ENHANCEMENT Description & .Budget Explanation: The Fire Prevention/Community Enhancement Division does a number of things related to safety to prevent fires as well as investigative services to determine the cause and origin o{ fires. Also ~included in this function is the maintenance and enforcement of city ordinances relating to zoning, [sanitation, drainage, nuisance abatement and parking related violations. Fire Prevention is involved lin the development process through the inspection o{ new buildings to ensure compliance with the {ire code. Public safety and education programs are provided to the citizens of College Station. Budget Summary Position Summary FY 01 FY 02 FY 03 Actual Actual Estimate $586,917 $670,037 $697,868 10 10 11 iii iiii i iiiJl Imm IIII~ Program Name: Fire Prevention FY 04 Proposed $691,366 11 Service Level: Provide prompt and thorough system acceptance tests and conduct building fire safety inspections to ensure code compliance. Per~orm~nCeMeasures: ~oi ..... ~'o2" Actual Actual Effectiveness - Percent of surveyed customers rating the fire new inspection service good to very good. - Percent of time acceptance tests are conducted within 1 working, day of requests. - Percent of time new business final inspections are held within one working day of requests. Estimate FY 04 Proposed 98% 98% 99% 98% 95% 95% 99% 95% Efficiency - Time per inspection. - No. of inspections per month per officer. - Staff time cost per inspection. - Per capita operating expenditures ({or all Fire Prevention/Code Enforcement activities)'.* 95% 99% 99% 98% 1 hour 1 hour 1 hour 1 hour 31 29 35 $22 $24 $24 $24 Output - No. of visits per construction-renovation sites. - Total # of construction-renovation sites. - No. of systems tests conducted per year. - No. of fire safety inspections of businesses. Major violation follow-up time. - Minor violation follow-up time. $8.45 $8.95 $9.03 $9.14 2 per week 2 per week 2 per week 966 1,000 1,000 149 180 175 1,128 900 1,200 1 day 1 day 1 day 3 days 3 days 3 days * Major violations are any problems that pose an immediate threat to life, property or the environment. (Locked exits, sprinkler systems out of service, dumping of hazardous materials, unauthorized burning) Determine fire cause and origin of all fires responses and location by occupancy of fire injuries/deaths. Service Level: Performi~nce Measures: ' p;o~ pzo2' " F~O3 Actual Actual Estimate 2 per week 1,000 175 1,200 1 day 3 days FY 04 Proposed Effectiveness - Percent of time fire cause and origin are determined when an investigator is called - Haz-Mat and {ire code compliance cases initiated within 24 hours 99% 98% 98% 98% Efficiency - Avg. time spent per fire investigation lllll Il I llllll ~ Ill ~ Il ~ I k 100% 100% 100% 100% 3 hours 3 hours 3 hours 3 hours 51 Service Level: Provide public safety education programs. PerfOrmance MeasUres: Effectiveness - Percent of class participants satisfied or very satisfied with public safety education programs. - Percent of College Station Citizens receiving public safety education programs Efficiency - Avg. time per class. - Avg. cost per student for fire safety training. FY 01 " ~ 02 ..... FY 03 FY 04 Actual Actual Estimate Proposed 99% 98% 98% 98% ** ** 25% 25% Output - No. of participants in fire safety classes. - No. of fire safety/code compliance,classe,,,,s. 1 hour 1 hour 1 hour 1 hour $~.45 $~.0~ $~.10 $~.~0 14,809 16,000 16,000 260 200 300 Program Name: Community Enhancement (Code Enforcement) 16,000 200 Service Level: Ensure a healthy and safe community through the timely, proactive, and reactive enforcement of property standards, codes and ordinances. Performance Measures: ..................... ~o~ FY02 ........ FY'03 Actual Actual Estimate Effectiveness ~ Percent of staff time spent on proactive code enforcement. - Percent of calls investigated within 48 hours of call. - Percent of cases resolved within 90~ days. - Percent of cases resolved by voluntary compliance. - % of cases requiring administrative action. Proposed 59% 40% 40% 40% 95% 95% 95% 95% 99% 99% 99% 99% 99% 98% 98% 98% 1% 2% 2% 2% Efficiency - No. of cases resolved per code employee. - Cost per enforcement of parking violations. Output - Total no. of community enhancement cases. - No. of premise* cases resolved. - No. of proactive cases. - No. of cases taking 90 days or more. - No. of cases resolved by voluntary compliance. ~ No. of cases requiring administrative action. - No. of Weeds & Grass cases. - No. of Open storage cases. - No. of sanitation related cases. - No. of Junk/abandoned vehicle cases. - No. of landscape and land-use zoning cases. ~ No. of signs-handbills zoning cases. - No. of PITY (parking in the yard) cases. - No. of other code enforcement cases. - No. of Code Cases Referred by PD or Der SVS. - No. of Joint cases with PD or Der SVS. - No. of public information contacts. ~ Patrol fire lanes (days per week). ~ No. of parking citations per year. 29.58 2966 2933 2933 $1.50 $1.10 $1.10 $1.10 12,077 12,550 13,075 13,075 8,875 8,900 8,900 8,800 6,074 6,000 6,200 6,200 26 100 100 100 8,834 8,700 8,600 8,600 41 200 200 200 2,346 2,100 2,000 2,000 1,238 1,200 1,200 1,200 1,494 1,600 1,500 1,500 196 250 250 250 31 100 100 100 3,134 2,500 2,700 2,700 264 300 275 275 473 1,000 1,000 1,000 ** ** 200 2ooi ** ** 50 50 3,241 3,500 3,800 3,800 6 6 6 6 12,324 18,500 25,000 25,000 iiii i i 11111111 i iiiiiii *Premise cases are nuisance issues like weeds and grass, junk vehicles, and litter. They also include zoning, sanitation and drainage ordinances. ** New 52 FIRE DEPARTMENT EMERGENCY MEDICAL SERVICE Description & Budget Explanation: The Emergency Medical Service division provides emergency response to medically related emergency calls for assistance. Automatic and mutual aid agreements with neighboring entities allows more integrated EMS response to the community. EMS operations were previously accounted for by the Fire Suppression Division but is assigned a separate division in FY 00 to ~romote increased management capabilities of this critical service. Budget Summary Position Summary FY O1 FY O2 FY O3 Actual Actual Estimate $1,760,105 $1,919,921 $1,970,050 32 31 31 FY 04 Proposed $1,985,737 31 Program Name: Emergency Medical Services Service Level: transport. ~Je~form'ance l~easu~s: '' Provide timely response, prompt patient assessment, quality treatment, and ~z 0~ ~Y 02 ~Y aa ~v 04 Actual Actual Estimate Proposed 35% 30% 35% 35% 65% 70% 65% 65% 46% 50% 44% 44% 24% 29% 23% 23% 8% 13% 4% 4% 99% 97% 98% 98% Effectiveness ~- Percent of ALS response time, which consists of dispatch to first arriving unit on scene (Response time consist of dispatch time*, turnout time, and drive time) >6 <6 .<5 <4 <3 - Percent of time patient's condition remained the same or improved during transport. 980/530 4,568 2,554 Output - No. of ALS/BLS responses.** 942/540 - Total no. of unit responses. 4,428 - TotaJ no. of incidents. 2,704 *Dispatch time is tracked in Police Department's Communication Service I~vel. "Advanced life support (ALS) treatment including the administration of medications, defibrillation/cardioversion (electric shocks to the heart), intravenous (IV) fluid therapy, advanced airway management, such as intubation, and blood pressure control with MAST {military anti-shock trousers). Basic life support (BLS} treatment including CPR, splitting, bandaging, spinal immobilization, and oxygen therapy. Coordinate training, medical direction, and support necessary to provide timely response, prompt patient assessment, quality treatment and transport. Service Level: 975/500 4,600 2,550 Performance Measures: FY O1 FY 02 FY 03 Actual Actual Estimate Effectiveness - Required/actual continuing education hours: EMT-Basic 20/39 EMT-Intermediate 30/39 EMT-Paramedic 40/39 - Percent of EMS patient reports reviewed for completeness, protocol compliance and safety adherence. 72% - No. of required/actual certifications maintained. 197/235 985/52O 4,615 2,565 Efficiency - Cost per intemal/extemal training hour. FY 04 Proposed Output No. of EMS patient reports generated by CSFD. No. of EMS training hours. This item will be undergoing a continuous improvement evaluation 20/42 20/20 20/20 30/42 30/30 30/30 40/42 40/40 40/40 18% 70% 50% 197/235 193/225 196/225 N/A 3,000 4,500 9.43/4.98 15.17/8.54 3138 3,000 9169 5,000 N/A 3,015 4,500 53 PUBLIC ~O~S ...... .ADMINISTRATION Description & Budget Explanation: The Administration Division serves as the primary customer contact point, and provides administrative support for the nine divisions of the Public Works Department. Budget Summar~ Position Summar~ iiiii i i i FY 01 FY' 02 ...... FY 03 Actual Actual Estimate $393,024 $509,950 $529,476 6 7 7 ii iiii ii iii i~uL iii ii1!ii iiiii 1~ 04 Proposed $558,156 7 i Program Name: Administration Service Level: Provide prompt and reliable service to our customers both internal and external. Performance Measures Effectiveness - Percent of internal customers satisfied on customer survey. FY01 FY02 Actual Actual FY 03 Estimate 95% 95% 95% FY 04 Proposed 95% Efficiency - No. of output.items per support staff. 4,900 3,500 3,600 3,600 Output - No. of purchase requests submitted annually. - bio. of work orders assigned annually. - No. of quarterly reports annually. iiiii i ii iiii i i 1,700 1,200 14,500 13,000 4 4 1,500 13,500 4 1,500 13,500 4 54 PUBLIC WORKS FACILITIES MAINTENANCE Description & Budget Explanation: The Facilities Maintenance Division is responsible for fl~e maintenance of the City's office spaces and buildings. Budget Summary Position Summary FY 01 FY 02 FY 03 FY 04 Actual Actual Estimate Proposed $924,310 $961,010 $1,113,781 $1,132,584 6 6 7 7 Program Name: Facilities Maintenance Service Level: Maintain clean, safe, and comfortable working environment for City. employees, customers, and citizens. Peri~rma~ce Meas'Ures Effectiveness - Percent satisfied on customer survey. Efficiency - Average response time to emergency repairs. - Ratio of emergency repair hours to total of all maintenance hours. - Work orders per employee. - Total direct dollar cost/square foot of all maintained facilities - Custodial cost per square foot. Actual Actual FY 03 FY 04 Estimate Proposed 95% 90% 90% I Day 1 Day I Day 2% 1% 337 284 5% 90% 1 Day 3% $2.75 $2.75 $2.75 $2.75 $1.20 $1.20 $1.20 $1.20 Output - No. of Work orders annually. - Total No. of labor hours to Work orders. - Labor hrs to preventative maintenance. - No of labor hrs to maintenance projects. - No of labor hours to emergency repairs. 1,684 8,920 600 1,960 172 1,419 8,034 905 2,131 141 1,400 8,700 1,200 1,400 150 1,500 8,500 1,400 1,500 175: 55 STREET MAINTENANCE Description & Budget Explanation: This Division is responsible for the. repair and maintenance of City streets and the annual residential street rehabilitation program. The Streets Maintenance Division also provides barricades for special events such as bonfire, football games, parades, etc.. and emergencies such as flooding, fires, ice storms and hazardous materials spills. Budget Summary Position Summary ' ' 'F~O~ : ~o2 ~ F~o3 Actual Actual Estimate $2,098,089 $2,295,119 $2'148,605 19 23 22 Program Name: Street Maintenance Service Level: Provide regular maintenance and care of city streets. ._ Performance Measures Effectiveness -Percent of pavement greater than or equal to. level "C" (random sample, of pavement inventory) - Percent of citizens satisfied with street condition FY 04 Proposed $2,258,267 22 FY 01 FY 02 FY 03 FY 04 Actual Actual Estimate Proposed 95% 95% 95% 95% Efficiency -Cost per capita - Cost per lane mile of sealcoat -Cost per mile of overlay 90% 95% 95% 95% Output - No. of street repair, work orders - No. of lane miles, of street sealcoated - No. of lane miles of street overla,,y, $28.60 $28.50 $28.50 $7,420 $76 $76 $26,730 $26,980 $26,980 650 4O 1.2 732 630 37 40.6 12.37 1.2 $28.50 $76 $26,980 700 40 5 56 pua£ic W0a s .......... TRAFFIC SIGNS AND MARKINGS Description & Budget Explanation: This division is responsible for the installation and maintenance of traffic signs and pavement 'markings. Budget Summary Position Summary FY 0i ...... ~ 02 ~ 03 Actual Actual Estimate $147,132 $142,342 $161,055 2 2 2 iiiiiii ii i FY 04 Proposed $213,978 3 ., Program Name: Traffic Signs and Markings Service Level: Maintain, repair, and install street signs and pavement markings to provide safe and efficient movement of motorists, bicyclist, and pedestrian. Performance Measures ii iii iii iii iiiiiii i i iiii iiii i FY 01 FY 02 FY 03 Actual Actual Estimate Effectiveness - Missing stop sign replacement time - Replacement time for all other regulatory signs iiii FY 04 Proposed, 1 hrs 1 hrs 1 hrs 1 hrs 96 hrs 96 72 hrs 72 hrs EfficienCy - Cost per work order - No. of work orders per employee $143 $92 $100 $125 962 756 800 800 Output - No. of work orders per year 7... No..0. f stop signs replaced ......... 758 1512 1600 204 454 500 ii iiillllll i ii 1600 500 57 PUBLIC woRKs TRAFFIC SIGNALS Description & Budget Explanation: The Traffic Division is responsible for the repair and maintenance of traffic signals. Budget Summary Position Summary FY01 FY02 Actual Actual $436,467 $460,322 5 5 ~11111 i iiiii ii Program Name: Traffic Signals FY03 Estimate $480,646 5 FY 04 Proposed $525,410 5 Service Level: Maintain and repair traffic signals and school warning devices to provide safe and efficient movement of vehicles and pedestrians. :~erformance Measures Effectiveness - Percentage of system available ' FY61 FY02 Actual Actual FY 03 FY 04 Estimate Proposed 100% 100% 100% 100% Efficiency - Cost per work order - Cost per intersection - Total system downtime per year - Response time to after-hours calls $185 $271 $275 $275 $2,845 $2,915 $3,000 $3,000 6 hfs 0 hr 3 hr 3 hr 1 hr 1 hr 1 hr 1 hr Output - No. of maintenance and repair work orders - No. of signal bulbs replaced - No. of signal heads replaced & repaired - No. of .operation. hour. s... per_.year ........... ~,804 ~,65~ ~,700 ~03 ~,s86 ~,s00 3 13 15 525,600 490,560 500,000 , 1,700 1,500 15 525,600 58 PUBLIC WORKS ENGINEERING Description & Budget Explanation: Engineering is responsible for managing the capital improvement program and construction inspection of the infrastructure of private development. This includes projects such as street construction and rehabilitation, drainage projects, water and wastewater utilities, sidewalks and bikeways, and public facilities. Budget Summary Position Summary Fy O~ ......... FY 02' FY 03 Actual Actual Estimate 11 11 11 lllllll II IIII I ~v o~ Proposed $68:~,5a:~ 10 Program Name: Engineering Service Level: Provide. for effective and efficient use of. Capital Improvement Funds, strategic issues; and management of department function. IIIIIj Performance l~leasures: ~Vo~ ~voZ ......... ~vos ~¥o¢ Actual Actual Estimate Proposed 85% 89% 95% 95% 94% 98% 95% 95% 100% 100% 100% 95% Effectiveness - Percent of identified projects controlled by Engineering under contract - Percent of CIP budget controlled by Engineering under contract - Percent of budgeted capital projects designed and constructed within budget Efficiency - Administrative cost per project $13,873 $14,416 $17,126 $16,349 Output No. of CIP projects planned. 46 45 43 Ill lllll III I 44 II II 59 ~UBLIC WORKS DRAINAGE MAINTENANCE Description & Budget Explanation: The Drainage Maintenance Division is. responsible for the care and maintenance of the, drainage ways throughout the City. Budget Summary Position Summary FY0~ ~o2 Actual Actual $283,017 $367,854 5 6 FY 03 Estimate $353,727 6 Program Name: Drainage Maintenance Service Level: Provide a drainage maintenance program that keeps the storm carrying capacity of the system adequate in College Station. Per~orm~hce MeaSUres"' Effectiveness - Cost per capita per year for flood damage to structures (target not to exceed $2.00) ~o~ rv 02 FY o a Actual Actual Estimate FY O4 Proposed $540,448 9 Efficiency - Cost per mile of right way mowing - Cost per mile. of herbicide - Cost per mile of creek cleaning FY 04 Proposed Output - No.. of miles of right way mowing No. of miles of herbicide - No. of miles of 'creek cleaned $o.oo $o $o $o $108.00 $115.20 $118.00 $121.30 $0.42 $0.88 $0.88 $0.88 $77.90 $80.99 $80.99 $80.99 497 445 465 460 19 9 465 460 19 465 460 19 6O PUBLIC WORKS SANITATION Description & Budget Explanation: The Sanitation Division is responsible for the collection of all municipal refuse, recycling and commercial refuse. FYO1 FY02 Actual Actual Budget Summary $3,704,146 $3,974,599 Revenue Summary $4,148,414 $4,372,857 Position Summary 34.5 35.5 Program Name: Residential Collection Service Level: Provide residential solid waste collection to College Station citizens. FY 03 L FY 04 Estimate Proposed $3,963,532 $3,917,922 $4,678,100 $4,771,580 36.5 36.5 !Performance Measures FyO1 FY 02 FY 03 FY 04 Actual Actual Estimate Proposed Effectiveness - Percent of missed collection reports per week 0.15% 0.16% 0.15% 1.00% 1.68 1.44 1.49 1.7 4.17 3.98 4.41 4.9 4.08 3.54 5.21 6.5 $81.27 $72.58 $66.02 $80.00 $202.07 $201.27 $196.11 $240.00 $197.96 $178.75 $231.52 $320.00 $10.70 $10.70 $11.70 $11.70 9,045 10,558 10,500 11,000 4,007 4,194 4,200 4,300 2,562 2,958 2,500 2,500 Efficiency - No. of labor hours per ton of household garbage - No. of labor hours per ton of bulky waste - No. of labor hours per ton of Clean Green ~ Cost per ton of household garbage ~ Cost per ton of bulky waste - Cost per ton of Clean Green - Residential monthly rate Output - No. of household tons collected - No. of bulky tons collected - No. of Clean Green tons collected 61 Program Name: Residential Recycling Service Level: Provide residential recycling collection to College Station citizens. '~erformance ~leasure~ ............. Effectiveness .- Percent of Residential Municipal Solid Waste (MSW) diverted annually Participation rate - Lbs.. Collected per household II Ill u I FYO! Actual FY 02 Actual Estimate Proposed Efficiency - Cost per ton, recycling - Revenue per ton, recycling - Net cost per ton, recycling (cost-revenues- avoided disposal costs) 25.12% 27.47% 27.86% 22.00% N/A N/A N/A N/A 13.22 12. I Il.7 15 $212.39 $230.12 $216.85 $220.00 $4:t.2]. $25.72 $20.00 $20.00 Output - No. of tons collected, recycling - Avoided landfill costs $147.67 $181 $197 $200 978 941 $22,983.00 $22,113 880 1,000 $20,680 $23,500 Program Name: Commercial Collection Service Level: Provide sanitation to College Station businesses and apartments. Performance Measures Effectiveness - Percent of missed collection reports - Percent of customers satisfied with service rv0z "' rv 02 Actual Actual ~ 0a ~ 04 Estimate Proposed Efficiency - Labor, hours per ton - Cost per ton Output - No. of tons collected 0. 028% 0.067% 0. 045% 1. 000% N/A N/A N/A N/A 0.77 0.81 0.78 .1.00 $37.25 $40.89 $34.82 $40.00 31,376 32,364 33,418 35,000 62 PUBLIC WORldS FLEET Description & Budget Explanation: The Fleet Services Division is responsible for the care and maintenance of all vehicles and equipment in the City fleet. Budget Summary Position Summary " r~0; fy02' Actual Actual $1,253,123 $1,118,865 15 15 ! ii llllllll I iiiii iii Program Name: Fleet Services Service Level: Provide prompt, reliable maintenance service at cost effective rates. Performanc~ Measures EffectiVeness - % satisfied on customer service survey. Actual Actual ..... FY03 Estimate $1,104,480 15 Efficiency - PM as a percentage of total work orders - Mechanic efficiency percentage. ~ 03 Estimate Output - No. of vehicles per mechanic. - No. of hours logged to work orders. - Shop rate per hour. .... iii i i ~11111 i FY 04 Proposed $1,123,374 15 FY 04 Proposed 91% 92% 90% 95% N/A N/A N/A 67% 72% 72% 72% 72% 43 45 11,483 11,402 $51.00 $52.00 45 11,400 $52.00 45 11,400 $52.00 63 '~RAZOS ~)ALLE'~ soLID wAsTE MANAGEMENT AGEN'c~' ..... OPERATIONS Description & Budget Explanation: The Brazos Valley Solid Waste. Management Agency is responsible, for the. operation of. the. Rock Prairie. Road Landfill, a regional landfill serving the Cities. of College. Station and Bryan,. Texas. A&M University and the 19 surrounding counties. Budget Summary Revenue Summary Position Summary mllll iii illl i il ' FY 0i FY 02 FY 03 Actual Actual Estimate $3,424,068 $4,497,736 $7,062,588 $5,098,000 $5,924,208 $5,549,820 26.5 26.5 25.5 Illl II III FY O4 Proposed $6,4'72,983 $4,936,000 25.5 Program Name: Operations Service Level: Provide Landfill disposal services to the Cities of College Station and Bryan, Texas A&M University and the surrounding counties. Performance Measures Effectiveness - In compliance with TNRCC. regulations. Actual Actual Estimate FY 04 Proposed Efficiency - No. of labor hours per ton of Waste received at the landfill for disposal. - Cost per ton of waste received at the landfill for disposal. YES YES YES YES 0.1904 0.1594 0.19 Output - No. of tons diverted from landfill disposal to be reused or recycled. (i.e.. Clean concrete,, white goods, clean soil) - Landfill Density survey results fibs. per CY) 0.19 11.32 $16.60 $12.00 $12.00 25,000 30,000 5,000 5,000 1,400 1,202 1,225 1,225 64 ELECTRIC FUNDS OPERATIONS Description & Budget Explanation: The Operations Division is responsible for the warehousing of supplies used in Cit~ operations, and the purchase' and distribution of electric power to the customers of the electric utility. FY 01 FY 02 FY 03 FY 04 Actual Actuals Estimate Proposed, iBudget Summary $36,534,511 $39,694,498 $34,496,387 $36,318,488 Revenue Summary $44,315,462 $45,826,060 $46,675,733 $48,329,600I !Position Summary 59.5 59.5 59.5 59.5, Program Name: Electrical Division : : , 'Service Level: Provide reliable electric service to the citizens of College Station. Performance Mea'sure~' Actual Actuals Effectiveness - Total % of time customer will be with power for the previous 12 months -Avg. outage time in min. experienced per interruption (CAIDI) -Avg. number of outages experienced per customer (SAIFI) FY 03 FY 04 Estimate Proposed 99.99% 100.00% 99.99% 100.00% 33.26 30.00 20.00 18.0(3 1.22 1.00 1.50 1 20 Output - Number of residential job orders consisting of temporary services installed and removed, conduit installation and service conductor - Number of primary conductor in ft. installed - Number of customer service job orders consisting of trouble calls, street and security light repairs, and customer concerns -Number of commercial electric revenue meters tested -Number of residential electric revenue meters tested -Estimated average revenue savings 1,825 1,942 2,200 2,200 116,168 180,000 120,000 125,000i 2,079 2,144 2,300 2,300 2,438 2,300 1,400 1,350 2,473 2,600 2,000 2,000 $100,933 $66,773 $40,000 $50,000, 65 Service Level: Provide education and incentives to increase existing and new home efficiencies in College Station P~rfor~anc~ M~asur~s ..... Effectiveness -Number of certified Good Cents homes and high efficiency air conditioner replacements for fiscal year -Annual kW. Avoided/reduced -Cumulative avoided/reduced kW based on i0 yr. equipment lifespan - Number of on-site energy audits performed on commercial and residential -An, nual e, stim,a, ted savings to c, ustom, er ,, FY01 FY02 Actual Actuals FY 03 FY 04 Estimate Proposed 318 320 268 265 668 617 530 524 27,933 32,248 35,250 36,445 129 112 $1.47.24 $144.49 i i ii iiiii i ~1111111 iii 112 110 $148.21 $148.30 ii 66 WATER FUND WATER OPERATIONS Description & Budget Explanation: The Water Operations Division is responsible for the supply and delivery, of water. ......................... ~oi .... Actual Budget Summand $3,162,647 Revenue Summar9 $9,899,321 Position. Summary 31 Program Name: Water Production & Distribution Service Level: Provide reliable water service to the citizens, of College Station. Perf~rma~e Me~sure~": .................... Effectiveness - Average. customer, outage, duration in minutes for the previous. 12 months, - Average outage, time in hours experiences per interruption, - Average number of outages, experienced per customer, - Compliance. with all regulatory, requirements, - Compliance with all water quality monitoring requirements. ..... FY' 02' ~Y o3 Actual Estimate $3,019,212 $3,595,577 $9,142,693 $9,437,663 31 31 FY 04 Proposed $3,849,561 $9,316,700 31 ~ o~ FY 0'2 FY os "FY 04 Actual Actuals Estimate Proposed * 22.8 20 20 * 2 2 2 * 0.19 0.2 0.2 100% 100% 100% 100% 100% 100% 100% 100% Efficiency - Maintain O & M cost within +/- 10% of. $0.92 per 1,000 gal. - Percent of unaccounted water (Industry average, of unaccounted water 10.1%) Output - Number of. new. services, completed. - Number of. water meters tested. $0.90 $1.00 $0.92 $0.92 7.80% <10% · <10% <10% 1,289 1,440 1,400 1,560 893 950 1,000 1,025 *New for FY03 Service Level: Provide. education and incentives to. increase awareness of water and wastewater system, and reduce overall per capita consumption. Performance Measures: Effectiveness - Percentage of customers, aware, of annual Drinking Water Quality Report. (measured by customer survey) - Annual per person (capita) water use per day. - Avoided water and wastewater consumption through water conservation curriculum (million gallons fY 01- ....... ~, 02" Fy os Fy 04 Actual Actuals Estimate Proposed N/A N/A 60% 60% 140 149 148 148 N/A 0.733 2.2 2.2 Output - Number of Drinking. Water Quality Reports mailed to customers. - Number of students trained in water conservation curriculum. -- - Total number of customers contacted through all education programs. I I I ..... Ill Ill Ill I Ill 22,500 23,285 25,000 25,000 N/A 76 225 225 5,162 6,000 7,000 7,000 67 WA~TEWATER FUND WASTEWATER OPERATIONS Description & Budget Explanation: The Wastewater Operations Division is responsible for the collection and treatment of wastewater in the City. Budget Summary Revenue Summary Position Summary ~YO~ ....... FY o2 ~z'"'03 Actual Actual Estimate $2,687,809 $~,9a~,5~a Sa,466,aa7 $7,365,272 $8,315,973 $8,957,000 36 38 38 ...... Program Name: Wastewater Collection & Treatment Service Level: Provide reliable wastewater service to the citizens of College Station. "Performance Measures: .................. FY 01 .... Actual EffeCtiveness - Average customer stoppage duration in minutes. - Average number of stoppages experienced per customer. - Compliance with all Regulatory requirements. - Compliance with all water quality monitoring requirements. - Compliance with all permit reporting requirements. 100% 100% 100% iii FY 02 Actual 76 0.015 100% 100% 100% FY O3 Estimate 65 0.01 100% 100% 100% Efficiency - Maintain O & M cost (within +/- 10% of $1.38/1,000 gal.) $1.21 $1.19 $1.38 OutPut - Number of new services completed. ~New for FY03 1,139 1,400 1,400 .... ~'~ 04 Proposed $&6s&297 $9,477,800 38 FY 04 Proposed 65 0.01 100%{ ~oO% 100% $1.38 1,540 68 OFFICE OF TECHNOLOGY AND'"~NF6RMATION SERVICES ADMINISTRATION Description & Budget Explanation The Administration Division is responsible for administrative support of the Office of Technology and Information Services. The Action Center, included in this division, serves as the initial contact for City-wide technology support. FY 01 FY 02 FY 03 FY 04 Budget Summary Position Summary im ii m! i i iii Actual Actual Estimate $430,417 $429,544 $600,495 6 6 5 m IIIIL Il mill Program Name: Office of Tech. and Info. Services Action Center Service Level: Coordinate Administration, MIS/GIS, Communication service requests and provide administrative support to OTIS.. ~Perforrnance Measures Effectiveness - Percent satisfied on internal service survey. FY 01 FY 02 FY 03 Actual Actual Estimate Proposed $535,791 5 Proposed 99% 96% 90% 90% Efficienc~ - Communication requests per staff member. (3) - MIS/GIS requests per staff member. {3) - No. of requests resolved by Action Center. {3) 136 125 106 100 863 1,077 1,0,50 1,000 N/A 281 302 300 Output - No. of Communication .requests processed. - No. of MIS/GIS request processed. - bio. of requests resolved by Action Center. 407 376 320 2,590 3,232 3,148 N/A 843 904 I Il ILnlllll I Ill 30O 3,O0O 900 69 'OF~IC'i~ OF TECHNOLOGY AND INFORMATION SEF/~/iC~ MANAGEMENT INFORMATION SERVICES Description & Budget Explanation: The Management Information Services Division is responsible for the maintenance of the City's microcomputers, mid range computers, networks,, operating systems,, application software, and networking software. Budget Summary Position Summary " ~01 FY02 Actual Actual $1,637,780 $1,654,473 15 15 i i mlll l .... FY 03 : FY 04 Estimate Proposed $1,728,988 $1,841,160 14 14 iiii iiii iii iii iii ii Program Name: Management Information Systems - MIS Service Level: Provide professional and helpful customer service to city computer users in all City Departments. Performance Measures EffeCtiveness - Percent satisfied on annual customer survey - Problem resolution/repair of computer systems percent within one business day. - No. of service/repair calls. - Percent service calls for priority one applications closed within 4 hours. - Non-Problem request for service FY Of .... YY 02" ' F~'Oa FY 04 Actual Actual Estimate Proposed 87% 92% 80% 80% 92% 94% ', 92% 91% 2,330 2,869 2,650 2,500 100% 100% 99% 99% 844 1815 1,700 1,000 Efficiency - Public Safety Dispatch System up-time 7 days/week, 24 hrs./day - Midrange systems and wide area networks up-time, 5 days/week, 9 hrs./day 100% 100% 99% 99% 99% 100% 99% 99% Output - No. of hrs. of up-time for Midrange systems/applications 52,469 53,459 - No. of hrs. of up-time for WAN Servers/applications 72,526 85,911 * Internal survey not done f0r~is year 53,150 54,576 85,600 86,586 70 '~FFICE OF TECHNOL6G~;"'"AI~D II~F6RM',~TION'SERVICEs GEOGRAPHIC INFORMATION SYSTEMS Description & Budget Explanation: This Division is responsible for the development and maintenance of the Geographic Information System (GIS). Actual Budget Summar~ $190,390 Position Summanj 2.5 iii iii i FY 02 FY 03 Actual Estimate $211,778 $182,000 2.5 2.5 Program Name: Geographic Information Service- GIS Service Level: Design, implement, provide, and maintain up-to-date, geographically accurate and complete coverage's with associated attribute information for all City departments. Per~rm~nce Meashres Effectiveness - Percent satisfied on internal survey. Efficiency - Map requests completed within 2 work days. FY O4 Proposed $187,009 2.5 FY O1 FY (}2 FY 03 FY 04 Actual Actual Estimate Proposed 92% 94% 85% 85% , Output - No. of maps produced. N/A N/A 95% 95% Input - No. of mapping elements added or updated. 1,925 1,875 1,540 1,800 62 58 60 60 71 'OFFICE OF T~CHI~'OLOGY AND iNI~'0~Ti'ON'"SERVICES COMMUNICATION SERVICES Description & Budget Explanation: The Communication Services Division is responsible for maintaining the city's telecommunications infrastructure. This. includes the telephone and radio, systems, of the. City. These systems are. crucial to. areas, including Public Safety, Public Utilities, and Public Works. Budget Summanff Position Summanff FY01 FY02 ....... Actual Actual $573,052 $532,237 5 5 i i iiii ii ~11111 Illll! II II Iii FY 03" .Estimate $5~?,605 6 Program Name: Communications ... Service Level: radio, and cable needs. ~erformance Measures ............ Provide professional and helpful customer service to City staff requiring phone, Effectiveness - Percent of emergency work orders responded to within 2 hours. - Percent of .routine work orders responded to within one business day. - Percent satisfied on survey. ~ o"i ........ ~ 02" FY 0a Actual Actual Estimate FY O4 Proposed 6 iii ii ii ii FY 04 Proposed 100% 100% 98% 980/0 97% 99% 97% 95% 85% 93% 85% 85% Efficiency - No. of work orders per staff annually. 273 309 230 230 Output - Total number of work orders. Il I ~lll Ill Il 1,366 1,544 1,380 i i i i iiii iiii ii i iiii iiii ii 1,380 72 OFFICE' oF TECHNOLOGY AND INFORMATION sERVIcES PmNT/MAIL Description & Budget Explanation:' The Print/Mail Division is responsible for the delivery of interoffice, and external mail received at City Hall and the 15 offsite locations. Print/Mail is also responsible for in-house printing needs, and sign making. Budget Summary Position Summary iii iii ii ......... FY'0~ ..... FY 02 Actual Actual $365,195 $353,140 5 5 iiiii Illl ~/03 Estimate $331,997 5 Program Name: Print/Mail Service Level: Provide professional and helpful customer service to City staff requiring printing and design needs, mail guidance,and signs. FY 04 Proposed $319,051 5 Performance Measures i iii ~111 iiiii i i ~ Actual Effectiveness - % satisfied on annual customer survey. Efficiency - % of incoming mail delivered within 24 hrs. - % of print work orders completed within 5 days. - No. of annual print work orders per staff. Output , - No. of printing services work orders. - No. pieces of outgoing mail (w/o utility bills). ~11 iii i ii i iii ii ~ 97% 100% 96% 571 1,710 230,601 FY 02 Actual 95% 100% 93% 526 1,578 214,722 -"'FY 0a .... .FY O4 Estimate Proposed 90% 99% 90% 525 1,575 220,000 90% 99% 90% 525 1,575 220,000 73 OFFICE oF TECHNOLOGY AND INFORMATI'ON"~E~Vic~$ UTILITY CUSTOMER SERVICE Description & Budget Explanation: The Utility Customer Service. Division is responsible for connecting and disconnecting, water and electric meters reading, those meters and provide billing and collection services for the city. to ail customers, of electric,, water, sewer, sanitation and drainage services. Budget Summary Position Summary FY 01 FY 02 FY 03 Actual Actual Estimate $1,403,995 $1,447,074 $1,642,652 30.5 30.5 30.5 Program Name: Utility Customer Service Fy04 Proposed $1,801,955 30.5 Service Level: Provide exceptional customer service to. support the. delivery of electric,, water, sewer, sanitation, and drainage, services, to. the citizens, of College Station. performance Measures FY 01 FY 02 FY 03 FY 04 Actual Actual Estimate Proposed Effectiveness - Percent satisfied with courtesy, of personnel on citizen survey. - Percent satisfied with knowlede of personnel on citizen survey. 92.5% 96.2% 93.5% 90.0% 88.1% 93.2% 85.2% 90.0% Efficiency - No. of customers per day per walk-up employee. - Annual number of processed bills, per employee. - Cost per bill. - Percent of bad debt expense annually. Output - No. of incoming calls. - No. of bills annually. - No. of payments. - No. of walk-up customers. - No. of service orders. 77 80 71 72 16,545 17,797 16,500 16,500 $4.04 $4,05 $4.50 N/A 0.30% 0.37% 0.5% 0.5% 79,747 79,514 82,000 339,169 355,944 355,000 379,439 388,579 400,000 67,369 70,475 64,000 78,41I 79,975 75,000 82,500 350,000 410,000 64,000 75,000 74 Program Name: Meter Service Service Level: Provide timely connection and disconnection of electric and water services.. Maintain service installations to. ensure accurate, recording of utility consumption. Obtain accurate and timely readings for all electric, and water meters. Performance ~leasii~es Effectiveness - Same day service percentage. - Read accuracy percentage. FYO1 FY02 Actual Actual 99.99% 99.99% 99.96% 99.93% Efficiency - No. of completed service orders per. person. - No. of completed routine_ checks of electric ~ meters per person annually. - No. of meters read daily, per person. - Cost per meter read 24,175 24,029 1,306 366 $0.34 1,638 381 $0.30 Output - No. of service orders completed. - No. of meters/readings checked out. - No.. of theft/tampering incidents discovered. - No. of utility payments taken in the field. - No..'of meters, read annually. 48,350 2,612 7 1,445 501,175 48,057 3,275 34 1,435 525,412 Input '- No. of full-time technicians. - No. of full-time meter readers. - No. of full-time commercial meter 'readers. 2 5.5 1 Estimate 99.99% 99.90% FY 04 Proposed 99.99% 99.90% 26,000 1,450 400 $0.40 26,00C 1,450 400 $0.40 75,000 3,000 2O 1,450 520,000 75,000 3,000 · 20 1,450 530,000 2 6 1 2 6 1 75 Fi~'~A-L SERVicES ..... ADMINISTRATION :Description & Budget Explanation The Fiscal Services Administration Division assists departments in delivering services through effective financial management. This activity is accomplished through the review of financial aspects of contracts, and administration of the finance, accounting, purchasing, risk management, and municipal court functions. Cash and debt management is also performed by this office. Budget Summary Position Summary ~o~ Actual Actual $304,476 $322,217 "~ o3 Estimate $$4~,~s 3 Program Name: Fiscal Services - Information Service Level: Provide accurate and timely information to the council and staff for use in planning, setting goals, and monitoring programs. P~rformanc~ MeasUrers .... Effectiveness - Annual internal survey of satisfaction rate. Actual Actual 79% 88% FY O3 Estimate 85% Efficiency - Percent of all contracts reviewed within 2 working days of receipt.' - Percent of reports completed within 20 working days of the end of the period. 85% 86% 87% FY O4 Proposed $374,765 3.5 Output ' - No. of contracts reviewed annually. - No. of quarterly reports. ~ o4 Proposed Program Name: Fiscal Services- Operations .. 90% 9O% 75% 75% 100% 100% 359 283 4 4 ii iiiiiiiiiiii i ll~mllllll I Il I II 320 4 300. 4 ii Service Level: Administer cash and debt operations of City through management of cash flows, investments, and payments. Performance Measures: Actual Actual Estimate Efficiency - Percent of available cash invested. 99% 99% 99% Output - Provide monthly market-to-market report. 12 12 - Annual dollar amount of interest earned. $6,414,297 $6,082,582 i i i ii ~11111111 i iiiiii i i iii *An index created by using a constantly maturing treasury note with a weighted average, maturity that approximated the weighted average maturity of the City's portfolio. 12 $3,700,000 LFY 04 Proposed 99% 12 $3,900,000 76 F SCAL sE wcEs ACCOUNTING i i i iiiiiiii i lllll iiii Description & Budget Explanation: The Accounting Division is responsible for processing, recording, and reporting ail financial transactions of the City. Budget Summary iPosition Summary Program Name: Accounting FY 01 FY 02 FY 03 Actual Actual Estimate $613,895 $674,821 $740,464 10.5 11.5 11 ' I lllll I Ill I Hill FY 04 Proposed $761,121 11 Service Level: Provide accurate and timely information to customers. P~formance MeaSures .................. Effectiveness - Receive the Certificate of Achievement for Excellence in Financial Reporting from GFOA for the Comprehensive Annual Financial Report. - Receive an unqualified audit opinion from external auditors. - Satisfaction rate on annual customer survey. Actual FY 02 Actual ~oa ~ o~ Estimate~ Proposed Efficienc~ Percent of month-end transactions recorded by the 10th business day of each month. Submit CAFR to GFOA by March 31 Complete financial statements by January 31 YES YES YES YES Output - No. of month-end transactions recorded by the 10th business da,y of each month. (a) We were granted a 30 day extension. YES 91% YES 93% YES 90% YES 90% 87% 96% 95% 95% NO (A) YES YES YES NO NO YES YES 266 425. 25O 25O 77 Service Level: Process and record all financial transactions for the City in an accurate, efficient, and timely manner. Performance Measures: Effectiveness - Percent of vendor invoices paid within 30 days of invoice date. - Receive an unqualified audit opinion from external auditors. - Satisfaction rate on annual customer survey. - Percent of completed general ledger reconciliations and updated within 30 days of the period close date. - Ratio of correcting journal entry transactions to total journal entry transactions. - Percent of billable EMS reports entered into billing .system within 2 business days of report received. Actual Actual Estimate FY 04 Proposed 93% 92% 95% 95% YES YES YES 93% 91% 90% YES 90% 81% 75% 90% 90% Efficiency - Admin. cost per A/P transaction. - Ad,min. cost per A/P check. - Admin: cost per vendor invoice. - Dollar cost per payroll check. - AccoUnts receivable collection rate. Dollar .cost per billing transaction. Dollar cost per cash receipts transaction. 0.34% 0.40% <1% Output - No. of A/P transactions. - No. of journal entry transactions - No. of correcting journal entry transactions - No. of A/P checks. - No. of vendor invoices paid. - No. of payroll checks. - Amounts collected. - No. of billing transactions. - No. of cash receipt transactions. - No. of general ledger reconciliations. - No. of billable EMS reports entered into the billing system. <1% N/A N/A 90% 90% $3.03 $3.79 $4.71 $6.54 $8.05 $10.10 $4.52 $5.91 $4.56 $3.18 $4.59 $1.27 940/0 87% 850/0 $2.33 $2.27 $6.34 $1.00 $0.63 $1.13 47,342 41,160 30,000 281,916 339,662 428,000 951 1,362 975 21,913 19,382 14,000 31,731 26,393 31,000 23,573 23,477 24,000 $8,916,252 $8,684,488 $7,400,000 15,474 16,466 14,000 31,919 39,340 30,000 599 614 400 N/A N/A 1,800 ii Ill I ~llllll I llll III II I I lllll $4.80 $~o.~ $465.00 $1.29 85~o $6.45 $1.15 30,000 428,000 975 14,000 31,000 24,000 $7,5oo,ooo 14,000 3O,00O 4OO 1,800 Service Level: Effectively administer cash and treasury operations of the City through cash flow management and investing. Performance Measures Effectiveness - Portfolio rate of retum as a percentage of similarly weighted average maturity treasury notes.* FY 01 FY 02 FY 03 Actual Actual Estimate FY 04 Proposed 104% 100% 100% 100% Efficiency - Percent of available cash invested. 99% 99% 99% 99% Output - Annual dollar amc~unt of investment income earned. $ 6,414,297 $ 6,750,000 $ 3,750,000 $ *An index created by using a constantly maturing treasury note with a weighted average maturitY that approximates the weighted average maturitY of the GitY's portfolio. 3,500,000 78 FISCAL sERVIcES PURCHASING Description & Budget Explanation: The. Purchasing Division assists City departments, in acquiring quality products and services in an efficient manner and at favorable prices.. Purchasing also maintains, open communication with City departments and vendors. Budget Summary Position Summary FY o~ ~ 02 FY 0a Actual Actual Estimate $238,304 $257,639 $294,961 4.5 4.5 4.5 F~ o4 Proposed $279,600 4 Program Name- Purchasing Service Level: Acquire quality goods and services in a timely and efficient manner within legal parameters for continued City operations. Performance Measures Effectiveness - Satisfaction percentage on annual survey of departments. - Satisfaction percentage on annual vendor survey. - Percent of total expenditures done through cooperative purchasing agreements. - Percent of City's purchase transactions processed through field purchase orders and procurement cards. - Percent of City's dollars handled through the purchasing depa, rtment for commodities and services. - Percent of total dollars utilizing blanket contracts. - Percent of active suppliers accounting for 80% of City expenditures.* ' ~'0i ..................... F~'02" Actual Actual Estimate FY 04 Proposed 80% 83% 80% 80% N/A 90% N/A 90% 6% 8% 8% 7% 94% 95% 94% 94% 94% 89% 92% 92% 14% 20% 15% 15% Efficiency - Average cost per purchase order. 20% 3% 10% 10% $207 $194 $225 $2:30 $49,638,186 26,407 $44,351,360 71 37 198 2,353 $70,000,000 10 25,000 $55,OOO,OOO $55,000,000 Output - Total dollar value of all City purchases. $60,022,775 - No. of cooperative agreements in which the City participates. 9 - No. of FPO's and procurement card transactions processed by departments. 18,625 - Dollar value of P.O.'s processed by Purchasing staff. $56,236,239 - No. of the following purchasing activities:** one-time bids 77 annual bids 23 formal contracts/agreements 2 ! 2 - Total Number of active suppliers 2,618 i i i iii i i ii iiiii * ~0 of active suppliers accounting for 90% of City expenditures is being changed to 80%. **The 77th Texas Legislature increased the competitive bidding limit to $25,000. 10 25,000 $50,000,000 8O 35 225 2,500 75 30 220 2,500 79 Service Level: Effectively and efficiently manage and dispose of surplus assets to obtain the greatest value for the City. ~erfo~rmance lV~easureS: ........ Effectiveness - Percentage of all surplus disposed within 6 months of being identified as surplus. FY01 FY02 Actual Estimate 100% FY 03 FY 04 Estimate Proposed Efficiency - Recovery Percentage on surplus property. - % of original value of heavy equipment and vehicles recovered through disposal methods. 20% 23% Output - Net amount received after expenses of disposition. $465,283 100% 100% 100% 25% 20% 20% 19% 20% 20% $118,584 $225,000 $200,000 ......... 8O FISCAL gERVI~ES RISK MANAGEMENT ii ~iiii iiiii ii i iii iii iiiii iiiii ii Description & Budget Explanation: The Risk Management Division is responsible for providing programs· that minimize the City's exposure to physical and financial loss. The Division resolves claims filed against the City and has programs established to reduce potential claims to the City. These programs include safety classes and inspections. Budget Summary Position Summary FY 0~' FY 02 '*' FY 03 Actual Actual :Estimate $131,082 $157,310 $222,989 2.5 2.5 3 Proposed $253,290 3 Program Name: Claims Service Level: To manage and process claims in the most cost effective manner providing maximum cost control to the Ci~. Performance MeaSures " Effectiveness Average cost paid per claim: Auto Physical Damage Auto Liability Property Damage Auto LiabilRy Bodily injury General Liability Property Damage General Liability Bodily Injury' Workers Compensation Medical Only Workers Compensation Lost Time - Average subro claim collected: SUBRO Efficiency - Net closing ratio: APD% ALPD% ALBI% GLBI% WCMO% WCLT% SUBRO°/0 - Total P/C Fund Claim Payments. - Total W/C fund claim payments. - Total subrogation collected. '"~ o i F~ 02 Fy os Actual Actual Estimate FY 04 Proposed (3rd Party) (3rd Party) (3rd Party) (3rd Party) (City) (cit~) 100.0% 100.0% 80.0% 80.0% 80.0% 85.0% 85.0% 100.0% $000,00o $ooo,ooo $ooo,ooo Output - No. contracts reviewed. - No. insurance certificates reviewed. - No. CRC attended. - No. training classes/materials provided. * * , iiiii ii Ill (TBD) (TBD) (TBD) (TBD) 81 FIgcAL gER 01cEs ' MUNICIPAL COURT Description & Budget Explanation: Municipal Court provides a competent court system with quality service through the utilization of effective and efficient operating procedures. Budget Summary Revenue Summary Position Summary "~ ~ o i ........... FY 02 FY 03 Actual Actual Estimate $594,841 $680,066 $728,766 $1,796,203 $2,324,073 $2,411,500 13.5 13.5 14 iii i ii i Program Name: Case Maintenance Service Level: Provide quality service while providing the City with administration for cases filed for enforcement of Class C misdemeanors. FY O4 Proposed $~0,~a~ $2,980,730 16 Performance Measures Input - Total number of new cases. Effectiveness - Percent of citizen survey respondents rating Court personnel as somewhat or very courteous. - Percent of citizens survey respondents rating Court personnel as somewhat or very knowledgeable. Efficiency - Percent of cases disposed. Output - No. of cases disposed. - No. of non parking citations processed. - No of parking citations processed. - No, of failure to appear cases processed. - No. of walk-in customers FY 01 FY 02 FY 03 FY 041 Actual Actual Estimate Proposed N/A 41,607 43,000 45,000 91% 84% 93% 85% 93% 93% 98% 85% N/A 67% 90% 90% N/A 27,697 $38,700 30,590 31,765 35,000 13,407 9,842 15,000 4,221 2,950 3,870 30,000 17,000 20,000 $40,500 35,000 15,000 4,000 2O,O00 82 Program Name: Case Information/Processing Service Level: Provide public with accurate information regarding their dealings with the court. Performance Measures: FY 01 FY 02. "' i~ 03 .......... FY 04 Actual Actual Estimate Proposed Effectiveness - Percent of payments processed within 48 hours received through the mail. - Percent of bonds processed the same day received from the jail. - Percentage of pled cases processed at the front window and through correspondence. - Percentage of pled cases processed in walk-in arraignment. 98% 99% 100% N/A 98% 98% 98% N/A · N/A 89% 90% N/A N/A 11% 10% N/A Efficiency - No. of payments processed by mail per worker hour. - No. of bonds, received from the jail, processed per worker hour. - Collection Rate 9 9 10 N/A Output - No. of bonds received from jail - No. of pieces of mail received - Amount Collected 5 5 5 N/A 35% 81% 81% N/A 1,500 25,000 $3,900,000 i 1,652 1,012 24,131 18,717 $3,500,000 $3,725,236 iii ii iii mlll llll i iii Ill llIll I Program Name: Hearing Process Maintain effective and efficient court procedures in order to earn a high level of public confidence. Service Level: .......... 1~' 01 .......... FY 02 FY oa Actual Actual Estimate Perfo~mance Measu'res: 1,600 27,000 $4,000,000 Effectiveness - Percent of case Paperwork prepared with notification to all parties ready at least 3 weeks prior to trial. FY 04 Proposed Output - No. of contested cases set. - No. of summons issued. - No. of subpoenas issued. 95% 95% 95% 95% 5,573 2,864 3,200 941 1,051 75'0 982 1,050 900 i i iii i iiiiiii ~ 3,200 750 900 83 G~N£~L~ GOVERNMENT ' LEGAL Description & Budget Explanation: The Legal Department is. responsible for providing legal services to the City Council and to the city. staff. Legal advice, as to the best position for the City, contract writing,, and litigation are some of the activities performed by the legal staff. The City. Attorney's. Office actively enforces ordinances as directed by. the City Council, acquires real estate for easements, and handles real estate transactions. Budget Summary Position Summar~ FY 0~ FY 02 FY 03 Actual Actual Estimate $550,919 $630,652 $662,468 7.75 7.75 7.75 i il i iiiiiiiiiiii · Program Name: Legal Department Service Level: Provide in-house legal services to the City Council, staff, and boards and commissions; to maintain cost efficiencies in protecting the City from threatened or actual litigation; and effective preventative/proactive legal services. FY O4 Proposed $661,735 7.75 84 iiiiii iiiii iii GENERAL GOVERNMENT CITY SECRETARY Description & Budget Explanation: The City Secretary's office maintains archival records for the City of College Station, including ordinances resolutions, council meeting packets, and council and committee agendas and minutes. The City Secretary's office is also responsible for records of cemetery ownership, birth and death certifications, and a vast array of other council related information. This office also presides over local elections. In addition, the City Secretary coordinates the membership of several boards and committees made up of College Station residents who volunteer their time to improve and maintain the College Station community. Budget Summary Position Summary ~, oY ..... FYi02 FY 03 Actual Actual Estimate $286,298 $296,573 $304,175 4 4 4 FY O4 Proposed $355,595 4 Program Name: Council Support Service Level: Provide coordination and timely administrative support to the Council and Mayor. Il Ill, llll ~,llll I I ~111 Efficiency' No. of Council meeting agendas prepared 50 - No. of Council events with'meals provided 40 -, No. Of May,or an,¢ Corn)cji a ,p, P0intments scheduled. 550 Program Name: Public Records and Information Service Level: .... FY 01 FY 02 FY 03 Actual Actual Estimate 45 40 47 5O 243 325 To maintain and provide public information in an efficient manner. Proposed 4O 50 325 Performance Measures: Effectiveness - Percent of customers satisfied on annual customer survey. - Percent of Vital Statistics reported to State accurately. FY O1 FY 02 FY 03 FY 04 Actual Actual Estimate Proposed 98% 98% 98% 98% 99% 99% 99% 99% Efficiency - Avg. time per death record request processed. - Avg. time per birth record request processed. - No. of birth and death records reported to - State Health Dept. - No. of birth certificates from hospital. - No. of birth certificate request processed - No. of death certificate request processed. - Median No. of days for open records request to be completed. - No. of open records request received. - No. of ordinances filed. - Total No. of records processed. - Avg. No. of public notices posted/month. 20 min 20rain 20 min 20 min 10 min lOmin 10 min 10 min 800 909 900 900 966 655 700 700 875 603 500 500 2,000 1,959 2,000 2,000 3 3 3 3 250 147 250 250 38 49 50 50 2,988 2,659 2,750 2,750 18 22 25 25 85 CITY MANAGER'S OFFICE Description & Budget Explanation: The City Manager's. Office is responsible for the day to day administration of the City and for providing the. City Council with recommendations on current and future issues. This is achieved by. providing timely, complete and accurate information to the City Council. The City Manager's Office also involves, providing, the. overall management philosophy and direction to the organization. The Community Relations Program is also part of the. City Manager's. Office.. This. program provides citizens with the. opportunity, to. learn about and take part in their local government. Teen Courts, Citizens University, FRIENDS Mentors,. and the. Municipal Volunteer Program are. some of. the. projects run by Community Relations. Budget Summary Position Summary ............ F~ 0i "' F~ 02 FY 0a F~ 04 Actual Actual Estimate Proposed $482,849 $549,190 $545,395 $535,641 6.5 6 5 5 ii iii i ii i ~ iii i iii Program Name: Administration ServiCe Level: Facilitate communication between the Council, citizens, and staff on City related matters. Performance M~asu~es: ............ Effectiveness - Overall satisfaction with City services on Citizen Survey. - Number of items removed from consent agenda for clarification. - Maintenance of City of College Station bond rating. ' FY o~ FY 6'2 ......... FY 0a Actual Actual Estimate ii ii FY 04 Proposed 90% 91.5% 92% 95% >5% 5.6% >3% >5% Al/A+ Aal/AA- Aal/AA- Afl/AA- Efficiency - Percent of Strategic Plan implementation plans completed on or before final milestone. - Percent of Council packets that go out on time with all supporting documentation. <5% 82% 100% N/A N/^ 86% 100% 100% Output - No. of meetings w/CSISD. - No. of meetings with Cit9 of Bryan/Brazos Co. - No. Of meetings with Chamber of Commerce/Econ Development Corp. - No. of Monthly City Manager's Reports published. - No. of Council Updates written. - At least one retreat with. Management Team annually. - Review Strategic Plan w/City Council on 4 4 4 4 12 12 12 12 4 4 4 4 12 12 12 12 24 22 24 24 YES YES YES YES semi-annual basis. YES YES ii iii~iiii i iii ~ ~ iiiiiii ~ * The first bond rating is from Moody's and th~ second bond rating is from Standard's & Poor's **Standard Response Time - depending upon type of complaint, average three to five business days. YES YES 86 Program Name: Community Programs Service Level: To provide programs that will encourage two-way communication and better understanding and involvement between city government and the community. ~erformance MeaSUres: Effectiveness - Maintain a 8% or less recidivism rate within one year of Teen Court completion. - Maintain at least a 95% satisfaction rate with Citizen University. ........... F~"O~ ......... ~zo2 Actual Actual FY 03 Estimate FY 04 Proposed 13% 8% 9% 9% Efficiency - Annual cost per Citizen University participant. - Annual est. saving to city through use of volunteers. 100% 100% 100% 100% $90 $125 $111 $120 $60,000 55,000 Output - Annual # of Teen Court Completions - Annual # of Citizen University students completing the program. iiiiii i iii ii iii 11 i i 48 60 80 23 24 21 $57,162 60,000 100 24 87 EMERGENCY MANAGEMENT Description & Budget Explanation: Emergency Manafgement is responsible for coordinating emergency and/or disaster training, mitigation, prepardness, planning, response and recovery for the City. Actual Budget Summary $127,267 Position Summary I mlll ii ii i Program Name: Emergency Management FY 02 Actual $127,341 1 oa Estimate $90,771 1 Service Level: Coordinate emergency and/or disaster training, mitigation, preparedness, planning, response and recovery for the city. Pe~'rmanc~ Measures: ............ FY"'01 FY02 " Actual Actual Effectiveness - Compliance with State and Federal requirements for emergency management. FY 03 Estimate FY 04 Proposed $94,958 1 Efficiency. Per capita direct operating expense** Proposed 100% 95% 95% N/A $40 N/A N/A $1.35 Output - Conduct EOC training activities annually - City participation in annual Interjurisdictional e: Participate ir~ quarterly LEPC meetings. Review and/or Update of emergency plans annually. - Participate in monthly meetings with the Interjurisdictional EM Team. - Conduct Public Education or Training activities. - Conduct annual Emergency Management Academy. - Request and coordinate DEM training courses for city personnel*. - No. of personnel participating in training. Illll Illl N/A 1 N/A N/A 100 98% 98% 98°A N/A 12 12 10 N/A 4 4 4 1 1 1 1 1 1 115 35 *-l~equesti'~g co~rses from DEM may not result ih courses being available locally. **Annual emergency management budget divided by current city population figure. 1 35 1 75 88 GENERAL GovERNMENT HUMAN RESOURCES Description & Budget Explanation: The Human Resources Department is responsible for helping hire. and retain the most suitable candidate, within available resources, for each position, .providing the City. with a highly motivated, well trained and efficient staff. The areas of selection and recruitment, employment, benefits, compensation, training, and development, and employee relations are all administered by Human Resources. Budget Summary Position Summary "FY ~)1 .......... ~ 0~'" FY 03 Actual Actual Estimate $358,754 $423,752 $429,317 6 5.5 5.75 Program Name: Compensation and Benefits FY O4 Proposed $425,160 6 Service Level: Provide a competitive, quality benefit and compensation plan. Pe~o~anc~e Measures: Effectiveness - Percent of employees satisfied with how benefits are handled by Human Resources. - Number of Wellness events - Pay-related turnover rate. - Number of skill increases. - Number of competency/performance increases. - Number of employees receiving more than one skill increase. - Exempt employee % from midpoint. - Non-exempt employees % from midpoint. - Percent of employees participating in Tuition Reimbursement. - Percent of employees participating in Vision Reimbursement. Actual N/A N/A 3% 34O 95 79 7% 11% 5% 27% ~ o2 Actual N/A N/A 2% 250 335 100 7% 10% 17% N/A Efficiency - Premium cost paid by City per employee $416.00 $393.00 Output - Number of positions salary surveyed. - Number of salary surveys responded to. - Number of positions reviewed. 84 37 4 8O 25 10 FY 03 Estimate 75% N/A 2% 250 370 36 2% 9% 2% 7% $454.00 70 4O 12 FY 041 Proposed 80% 12: 2% 200~ 370 30 2% 8% 3% 8% $450.00 70 5O 10 89 Program Name: Training/Development Service Level: Provide training and communication to city staff to develop quality service delivery. Effectiveness - Satisfaction rate from training participants on core programs. Actual Actual Estimate FY O4 Proposed Efficiency - Total cost of in-house training per employee. - Cost per employees participating. - No. of development hours per program. 95% 95% 95% 95% Output - Total' contact training hours. - No. of employees participating in training. - Total training programs completed. $52.43 $22.00 $46.00 $40.00 Sa~.00 $20.00 $$7.00 $$0.00 4 4 4 4 Program Name: Recruitment and Selection 5,403 5,500 7,000 941 1,000 500 56 50 25 7,500 600 30 Service Level: Provide an adequate number of applicants for a department filling an open position in a timely manner. Performance Measures: F~0~ ............ ~Y0~ '" ~0f Actual Actual Estimate Effectiveness - - Percent of open jobs requested posted within 24 hrs. - Percent of time completed applications are available on the closing day of the posted job. - Number of ads 'placed in local area. - Number of ads placed outside local area. - Annual turnover rate - Satisfaction rate on internal survey. FY 04 Proposed N/A 98% 99% 99% Efficiency - No. of applications received per posted position. N/A 99% . 99% 99% N/A 50 32 40 N/A 15 6 15 12.62% 14% 12% 11% N/A N/A N/A 85% Output - No. of applications processed. - No. of posted jobs that were tested. - No. of promotional Police/Fire Tests conducted. - No. of formal exit interviews conducted. 25 25 86 75 4,800 4,000 5,000 5,000 42 25 10 10 N/A N/A N/A 5 N/A N/A N/A 24 9O GENERAL GOVERNMENT ....... PUBLIC COMMUNICATIONS & MARKETING Description & Budget Explanation: The Public Communications & Marketing Division is responsible for providing information to the public and the media in a timely and accurate way and for providing assistance to departments on developing marketing strategies and campaigns. Additionally, this division is responsible for supporting and assisting with community relations events and activities. Budget Summary Position Summary FY 01 FY °2 FY 03 FY 04 Actual Actual Estimate Proposed $174,536 $203,422 $250,548 $551,496 2 2 2 3 Program Name: Public Information Function Service Level: Provide factual, timely, and understandable information to College Station hoUseholds and the local news media Performance Measures: .................. F~ 0~ ...... FY 62 Fy oa Actual Actual Estimate EffectiveneSs - Percent satisfied on household survey - Percent of media satisfied on survey FY 04 Proposed Efficiency - Avg. cost of providing public information per message 77% 77% 77% 80% 94% 85% 90% 90% $0.024 $0.026 $0.280 $0.300 Output - Total number of messages sent 7,346,791 8,503,659 8,506,79.9 II I 9OO,OO0 Program Name: Marketing/Advertising/Special Events Function ,, Service Level: Provide marketing, advertising, and special event support to all departments as requested Performance Measures: .... Effectiveness - Percent satisfied on departmental support survey FY 01 FY oz FY o~' Actual Actual Estimate "FY04 Proposed Efficiency - Avg. number of persons attending special events 70% 88% 88% 88% Outputs !- No. of marketing/advertising projects annually - No. of special events annually - No. of persons attending annually 172 133 153 175 58 965 1,012 1,100 24 32 40 42 2,745 3,455 4,000 4,400 91 :. GENERAL '"GoVERNMEI~IT ....... OFFICE OF BUDGET AND STRATEGIC PLANING Description & Budget Explanation: The Office of Budget and Strategic Planning is responsible for the preparation, monitoring and review of the annual budget. The budget activity involves working to ensure the overall policy goals of the City are reflected in the way funds are allocated and spent. OMB also reviews expenditures to determine whether the overall policy goals were met. The office is also responsible for the City's Strategic Planning efforts. This involves working with the City Council and departments on a strategic planning effort to proactively plan for the future. The office is responsible for ongoing organizational review. The ongoing organizational review involves the development and monitoring of service levels and performance measures as well as the ongoing review and improvement of City processes. Budget Summary Position Summary FY O1 FY02 Actual Actual $26a,50s $2~,~s~ 4.5 4.5 ~ o3 Estimate $~87,208 4-.5 Program Name: Budget Preparation, Monitoring and Review ServiCe Level: Prepare, monitor and review all aspects of the annual budget. P'~rfo~man~:e Measures Effectiveness - Percent of annual actual expenditures of budget. - Percent of respondents satisfied or very satisfied with services provided by Budget Office. m jl I1! II ]~' O! FYO~ Actual Actual FY o3 Estimate FY 04 Proposed Saoa,599 FY 04 Proposed Efficiency - Time per budget adjustment. - Time per budget analysis project. 87% 97% 95% 95% Output - No. of budget and contingency transfers processed. - No. of budget amendments processed. - No. of budget analysis reviews completed. 92% 95% 91% 95% 7 days 3 days 2 days 2 days 7 days 5 days 5 days 5 days 22 66 2 2 7 15 45 2 15 40 2 2O 92 Program Name: Strategic Planning Service Level: Coordinate organizational review functions to improve the performance of the organization. Effectiveness - Percent of implementation plans completed on schedule. FY0 FY0 - Actual Actual ~ 03 Estimate FY 04 Proposed 70% 90% 90% 90% Efficiency - Development Time per Department 5 year plan. 8 months N/A N/A N/A Output - Number of Department 5 year Plans complete. - Number of Strategic Plan implementation plans. Strategic Plan Updates completed. Illl IIIII Ilml Ill III I I I Ill II 0 I I 1 75 81 5 4 52 63 4 4 Program Name: Organization Review and Improvement .: Service Level: Conduct organizational review functions to improve the performance of the organization. 'perj:~rmance Me~ure~: .......... Effectiveness - Percent of departments surveyed satisfied or very satisfied w~th organizational review. - Pecent of departments satisfied or very satisfied with continuous improvement assistance provided by the Budget Office. - Percent of organizational reviews conducted resulting in marked improvement in process. .......... oh 02 FY °3" Actual Actual Estimate FY 04 Proposed 88% 89% N/A N/A 86% 90% N/A N/A N/A N/A N/A N/A Output - No. of organization reviews conducted. - No. of process improvement teams. 0 0 7 5 1 0 3 0 93 GENERAL GOVERNMENT COMMUNI~ DEVELOPMENT Description & Budget Explanation: The Community Development Division is responsible for providing low cost housing and public assistance through the. Community. Development Block Grant and HOME Investment Partnership grant from the. Department of. Housing. and Urban Development. Programs include housing rehabilitation; down pay~ment assistance; public facility, improvements;, public service agency assistance; and general oversight.. Budget Summary Position Summary FY01 FY02 Actual Actual $490,357 $571,760 9.5 8.5 FY 03 FY 04 Estimate Proposed $545,518 .$590,592 8.5 8.5 Program Name: Revitalization of Eligible Areas and Properties Service Level: Provide various technical and financial assistance to promote the revitalization of eligible areas and properties throughout the City. PerfOrmance Measures Effectiveness - Number of projects benefiting Low/Moderate Income Families and/or neighborhoods FY 01' FY 02 FY 03 FY 04 ActUal Actual Estimate Proposed N/A 100% 9 Efficiency ~ Public. Facility. projects identified and funded for parks,, streets,, water, sewage, and infrastructure, needs. 4 4 7 4 Output , - Public facility projects completed N/A N/A 4 2 Program Name: Public .Services Service Level: Provide a variety of health and public services to low income residents through the. funding of non-profit organizations. performance Measures: FY O1 FY 02 FY 03 FY 04 Actual Actual Estimate Proposed 100% 100% 100% 100% Effectiveness - Percent of. public agencies funded that deliver services, within the terms and conditions their contract with the City. Efficiency -Agencies/contracts monitored per staff. - On-site monitoring visits. - Reimbursement requests reviewed. 8 13 11 11 10 13 11 11 17 27 28 28 Output - Agencies/contracts completed in compliance ,with policies. 8 13 11 11 94 Program Name: Housing Assistance Programs Service Level: Assist low and moderate income residents with the purchase, rehabilitation, replacement, or construction of residential property, and to. improve, and increase the existing housing inventory within the city. P~rfOrmance MeasUres: Effectiveness - Applications received.* -Applications eligible for owner-occupied rehab 1~ - Applications eligible for ORP programs - Down payment assistance applications received.** - Projects satisfying program requirements/ liens released Efficiency ~ Owner-occupied Rehab program, Cost per unit. - ORP program, Cost per unit. - Demolition Program,. cost per unit (resulting from ORP projects or stand-alone demo's). - Down payment assistance program, Cost per unit. - New construction · Lot acquisition, cost per unit FY 01 .FY 02 FY 03 FY 04 Actual Actual Estimate Proposed 12 8 15 10 3 4 7 4 6 2 4 2 65 90 30 30 $24,030 $54,504 $0 ' $25,000 $23,300 $54,797 $50,000 $54,069 $3,530 $4,800 $4,200 $4,800 $6,963 $8,310 $8,500 $7,495 $70,000 $0 $70,000 $75,000 $12,500 $10,511 $12,500 $11,069 Output - Owner-occupied Units rehabilitated. - Units replaced (ORP). - Dilapidated structures demolished. - Applicants receiving homebuyer (DAP) assistance. - Individuals receiving, homebuyer 3 0 5 2 6 3 4 1 7 5 7 2 12 25 24 15 and/or credit counseling. 276 233 300 - New construction units developed. 0 1 4 *Applicant will ~irst be Considered for a rehab. If the project is not f~asible as a Rehab., it will 1~ considered for the ORP. **Applicants not eligible or able to purchase received counseling and/or referral assistance. 250 2 95 Embracing the. Past Exploring the Future PARKS AND LEISURE SERVICES $14,791,710 life will continue to promote a wide range of leisure, recreational and cultural arts opportunities. .Strategic Plan .Summary: The parks and leisure services vision statement recognizes the need for a diversity of cultural and recreational opportunities for residents and visitors to College Station. The strategic plan addresses parks and leisure services through the following strategies: · We will maintain an integrated parks system driven by connectivity. · We will promote programs and facilities that target all age groups. · We will promote cultural arts. · We will pursue regional planning and development efforts. APPROPRIATIONS - PARKS AND LEISURE SERVICES CONV. CENTE 40% PARKS AN D REC 43% PUBLIC ART 1% LIBRARY 5% XTRA ED 1% I ARTS~ COUNCIL ~PARKS CIP 2% 8% Parks and Recreation Department $6,357,486 The Parks and Recreation Department are responsible for the College Station park facilities and recreation programs. Among the services provided are athletics, recreation and instruction programs for youth and adults in activities including softball, swimming and tennis. Also provided are programs and special events at the Wolf Pen Creek Amphitheater and other park locations throughout the City. The Parks Department operates a number of special facilities including three City-owned swimming pools and the CSISD Natatorium. Pool Attendance vs. Revenue $280,000 $260,000 $240,000 $220,000 $200,000 150,000 100,000 50,000 01 02 03 Est 04 Prop I~ Revenue ~ Attendance I The preceding graph illustrates the revenue generated by the pools and the leveling off of attendance due to facility capacity limitations. The Conference Center is operated to provide meeting space for various groups and organizations. The Lincoln Center is a community center, which provides clean, safe, and attractive facilities for an assortment of activities including youth athletics, educational programming, and cultural events. The Lincoln Center also provides a meeting space for organizations in the community. The Xtra Education program provides citizens of all ages the opportunity to enhance their quality of life through various continuing education programs. Conference Center Attendance 90,000 85,000 80,000 75,000 70,000 65,000 01 02 03 est 04 prop Years The preceding graph illustrates the number of Conference Center customers from 2000 to 2004 (proposed). The Parks Operations Division maintains park facilities, including ballfields and pool sites, through regular mowing and maintenance projects. The Forestry Division, through horticultural and landscaping efforts, ensures that City property is maintained in an aesthetically pleasing manner. The City Cemetery is included in the property maintained by the Forestry Division. There is six-service level adjustments (SLAs) proposed in the Parks and Recreation FY 04 budget. There are two proposed SLAs in the Parks Administration Division, which include $70,500 for signs for the Wolf Pen Creek District to identify trail entrances and vehicular gateway; and $9,500 for a large format copier to produce blueprints. Two service level adjustments are proposed for the Recreation Division. The first, $1 9,950 will be used to provide funds for the increases in officiating fees. This cost will be offset in part by increases in user fees. The second SLA proposed for the Recreation Division is in the amount of $25,130 for the City's 65th Birthday Celebration. In the Parks Operations Division, one service in the amount of $55,100 is recommended for the ongoing operations and maintenance costs associated with Lick Creek Park, which is under construction. This SLA will contract out the landscape maintenance of the City Hall/Fire Administration Complex and the Police Department/Cy Miller Park, and allow those Park resources to be shifted to Lick Creek Park. Finally, $8,600 is proposed for a vehicle upgrade in the Forestry Division. Strategic Plan 2003-2004 In accordance with maintaining a high quality parks system, the Department of Parks and Recreation continues to strive to meet Council approved park maintenance standards. The goal is to achieve a ninety percent or higher rating on all ma,/or categories by FY 06. Existing staff and resources as well as ongoing SLAs continue to be used to meet this benchmark. Parks Xtra Education $122,610 The Parks Xtra Education is a joint effort of the City of College Station and the College Station Independent School District to provide community- based education programs. Parks Capital Projects $950,294 The most significant parks projects for FY 04 are improvements to the Lincoln Center. The FY 04 budget includes $623,000 to expand the Lincoln Center and $350,000 to add a covered basketball pavilion to the facilities. These projects are funded through the Community Development Block Grant Funds. These projects are part of the implementation of the Tarrow Park master plan, which the City Council approved earlier in 2003. Parkland Dedication Capital Projects $258,000 Parkland dedication funds can be used for projects in neighborhood parks within the various park zones. The funds come from a dedication required as new development occurs in College Station. In FY 04, projects anticipated to use parkland dedication funds include $700,000 for Woodway Park development and $1 75,000 for a park in Zone 10. 4th of July Fireworks $20,000 $20,000 is included in the proposed BVSWMA budget for the 4th of July fireworks display organized by the College Station Noon Lions Club. The Arts Council of Brazos Valley $3OO,OOO The City of College Station provides funding to the Arts Council of Brazos Valley each year through proceeds from the Hotel/Motel Occupancy Tax Fund. The Arts Council uses these funds to offer the following programs and activities: 1) Texas Gallery and Store; 2) Art Classes at Art Space; 3) an Annual Grant Program to provide local non- profit organizations with financial support for arts- related projects; 4) Scholarships; 5) Arts Education; 6) Arts & Culture newsletter and 7) Art in Public Places. Also included are the budget and position summaries for each of the divisions. Public Art $150,000 $150,000 from the General Fund is included in the proposed budget for representative public art in College Station. Library Operations $7 56,518 Library services are provided in College Station through an agreement with the City of Bryan Library System, therefore allowing a branch of that library to operate in College Station. The library is planning to offer Sunday hours beginning in FY 04 within the existing budget allocation. Library Circulation 360,000 350,000 340,000 330,000 320,000 310,000 300,000 290,000 01 02 03 est 04 prop Years The graph above shows circulation rates for the library from 2000-2004 (proposed). Convention Center $5,87 6,802 In FY 04, the proposed ClP budget of $1 2,108,750 is recommended for the Conference Center. These funds will be used for the development of the Conference Center that will be located on the Highway 30/60 corridor in East College Station. Funds are also projected to be spent on associated infrastructure for the project. Wolf Pen Creek TIF District This district generates revenues that can be utilized in the Wolf Pen Creek District. The budget funding is targeted for future Wolf Pen Creek projects. The Wolf Pen Creek trail project, which includes construction of a trail system in the Wolf Pen Creek area, will continue in FY 04. The following pages in this section detail the service levels and performance measures for the operating divisions in the Park and Leisure Services Vision Statement. I AI KS"AND RECREATION ADMINISTRATION Description & Budget Explanation: The Administration Division provides design and administration for all approved Parks capital improvement projects and provides graphics support. The Division also serves as a primary customer contact point, and provides administrative assistance to other Departments and Divisions. Budget Summary Position Summary ' FY"0i" FY 02 Actual Actual $613,300 $656,051 10 9.5 II iiiii iiiii I FY 03 FY 04 Estimate Proposed $604,169 $687,323 9.5 9.5 Program Name: Administration Service Level: Provide departmental administration, customer service, pavilion rentals, program support, and design and administration for all approved capital projects, and graphic support. Performance Measures: ................ F~' 01" ' FY 02 FY 03 Actual Actual Estimate Effectiveness '- Percentage.of CIP projects initiated within budget, specifications, and allotted time. -Percentage of all drafting and graphic work orders completed satisfactorily. -Percentage of satisfactory City Council cover sheets. - Percentage overall satisfied with the Department on the annual Citizen Survey. fY04 Proposed 95% 86% 90% 90% 95% 95% 95% 95% 95% 95% 95% 95% 84.8% 87.0% 85.6% 85.0% Efficiency No. of work orders per person (Parks - Planning/divided by 3). 75 72 70 ,70 Output - No. of work orders for assistance completed. - No. of CIP projects completed. -No. of CIP assistance projects. (Landscape design). - No. of brochures/fliers produced. -No. of pavilion rentals administered. ~ No. of cost centers monitored. - No. of Parks and Recreation Advisory Board meetings supported. - Dollar amount administered in rental fees -No. of Citv Council cover sheets ;~roduced. 197 218 210 210 14 14 15 8 1 8 4 1 84 115 80 80 340 353 350 350 22 22 22 22 22 16 19 12 $32,900 $36,127.50 $36,000 $36,000 25 21 10 10 100 Service Level: Provide adequate neighborhood and community park land for College Station Residents. Performance Measures: Effectiveness The approved standard for neighborhood park -land is 3.5 acres per 1,000'. The approved standard for commuity park -land is 3.5 per 1,000'. - Current estimated population for College Station provided by the Development Services Department. Output No. of acres of neighborhood and mini park land**. - No. of acres of community park land**. Actual Actual Estimate Proposed N/A N/A 4.16 4.16 N/A N/A 4.76 4.76 N/A N/A 70,425 69,612 N/A N/A N/A 248 248 N/A N/A 254 254 *Formula: Current population divided by 1,000 -~ X. Then take the current neighborhood/community park acreage (taken from the current park inventory) divided by X to effectiveness. Population figure is reduced by 10,000 students that are estimated to live on the Texas A&M Campus. **Numbers taken from Recreation, Park, and Open Space Master Plan. 101 PARKS AND RE~I~E,~TIb~' RECREATION Description & Budget Explanation: The Recreation Division has several programs that are all directly related to providing recreational, leisure and educational pro§rams and opportunities. Budget SummarF Revenue Summar~ Position Summar~ FYO1 FY02 ......... FY03 Actual Actual Estimate $1,227,139 $945,403 $1,045,336 $375,071 $267,817 $230,000 16 13 13 FY 04 Proposed $1,086,417 $230,000 13 Program Name- Athletics Service Level: Provide athletic programs to meet the needs and desires of citizens of all ages, interest and skill levels; host high quality athletic events that will attract out-of-town visitors to our community & increase the economic prosperity of the local community through athletic events that will generate tourist dollars, assist organizations with planning and conducting athletic events that also attract tourist and generate economic growth in our community. performance Measures: Effectiveness -Percent satisfied on customer survey: ~ o; FY"02 ......... FY 03 ~,, 04 Actual Actual Estimate Proposed 93% 96% 95% 95% Adult Softball Adult Flag Football Girls Fastpitch Softball Yobth Basketball Swim Team Youth Flag Football Adult Volleyball Youth Volleyball Swim Clinic N/A N/A 95% 95% N/A N/A 95% 95% N/A N/A 95% 95% N/A N/A 95% 95% N/A N/A 95% 95% N/A N/A 95% 95% N/A N/A 95% 95% N/A N/A 95% 95% N/A N/A 95% 95% Efficiency - No. of adult participants City Leagues. :-No. of youth participants City Leagues. - No. of participants for hosted tournaments & serviced events. Output - Total revenue. - No. City league athletic events. - No. of assisted non-City league events. - No. of assisted non-City leagues. - No. of Participants in non-City leagues. - No. of hotel room nights generated from. City league athletic events hosted. - No. of hotel room nights generated from non- City league athletic events serviced/assisted. 9,480 10,642 9,500 9,'500 1,887 2,684 2,100 2,100 9,583 9,741 8,500 8,500 $271,325 $223,631 $205,000 $205,000 22 20 20 20 3 3 3 3 N/A N/A 4 4 N/A N/A 3,150 3,150 7584 6353 10,000 590 726 1,500 10,000~ 800~ 102 Program Name: Senior Service LeVel: To meet the needs and desires of the. adult and senior populations in our community through continuing education programs, instructional and leisure activities that encourage, positive mental, physical and social development of citizens. Performance Measures: Effectiveness - Percentage of satisfied customers on survey. FY ......... FY OZ O:i' FY Actual Actual Estimate Proposed~ 98% 100% 98% 98% Efficiency -Total No. of Senior Citizen Programs Offered. - Total N°. of Senior Special Events Offered. - Total No. of Senior. Advisory Committee Meetings. 30 92 60 60 N/A N/A 4 4 N/A N/A 11 11 OutPut - Total No. of Senior Participants Served. - Annual Promotions. in Senior Marketing Materials. Monthly promotions in the Golden Eagle. 'IIIII ~iii ii I III 600 2,185 700 N/A N/A 4 N/A N/A 12 IIIII IIII IIII 7O0 4 12 Program Name: Programs and Special Events Service Levels: Provide a variety of special events for the enjoyment of local citizens,, and sponsor, co-sponsor and facilitate special events that will enhance, local tourism, promote community pride,, increase, business revenues and increase, hotel/motel sales tax revenues. Finally, provide and assist with programs that enhance the arts through encouragement, promotion, improvement, and application of the arts,, including, but not limited to instrumental & vocal music, dance,, drama, and other arts related, to the presentation, performance, execution and exhibition of these major art forms. Performance Measures: .............. FYO "FY' 2" 'FY03 Actual Actual Estimate Effectiveness - Percentage satisfied on promoter survey. FYb4 Proposed N/A N/A 92% 92% Efficiency - No. of participants, at WPC events. - No. of participants, non WPC events. 20,473 48,800 30,000 30,000 *2,245 74,943 135,000 135,000 Output - Total programs and special events revenue. $18,898 $22,217 - No. of events at WPC amphitheater. 15 20 - No. of City programs offered (non WPC). 9 34 - No. of assisted non city programs/events. 5 6 iiii~11 iiii iiii i ~1111 iii *Since there was no traffic counter utilized during the Christmas in the Park program, any participation number used for 'drive through' traffic would be an Actual $16,000 20 8 5 $16,000 20 8 5 103 Program Name: Kids Klub Service Levels: Utilizing school district facilities to make. after-school care. for children available for. the citizens of College Station and provide, the. opportunity for the participants to experience activities that will result in positive cognitive,, physical, social and emotional youth development. Performance M~asures: Effectiveness - Percent satisfied on cusomter survey (parents and Kids. Klub participants). FY 01 ..... FY 02 ....... FY 03 I~Y04 Actual Actual Estimate Proposed 96% 90% 95% 95% - Percent satisfied on customer survey · (Students/participants in Kids Klub). 96% N/A 95% N/A Efficiency - No.. of CSISD students served by Kids Klub. - Maintain a counselor to student ratio of 1:12. Number of Counselors. -Conduct monthly staff development meetings. - Prepare. and distribute quarterly newsletters. 732 N/A 700 675 N/A N/A 9 N/A' N/A 4 104 '~ARKS AND RECREATION SPECIAL FACILITIES Description & Budget Explanation: The. Special Facilities Division operates the. pools, the Conference Center,. the. Lincoln Center, the EXiT Teen Center,. Xtra Education, and Instructions. ............................... FY6~ .... FY02 Actual Actual Budget Summary $1,254,176 $1,705,878 Revenue Summary $384,493 $533,290 Position Summary (FTEs) 41.5 45 Fulltime / Benefited N/A. N/A Seasonal employees N/A N/A ~11 ~! ii ~.111 i i ~11111 ii ii F~ 03. Estimate $1,895,498 $544,800 38 N/^ N/A Program Name: Instruction FY 04 Proposed $1,648,663 $572,000 49.62 12 225 Service Level: To meet the needs and desires of. the youth, adult and senior populations in our community through continuing education programs,, instructional and leisure activities, that encourage positive, mental physical and social development of citizens Performance Measures: FY O1 FY 02 FY-~3 , Actual Actual Estimate "Effectiveness - Percentage. of satisfied customers on survey. 98% 98% 98% Efficiency - Total No. of Instructional Classes Offered 460 588 352 Percent Expenditures covered by ***N/A ***N/A 55% revenue in Instructions. Percent expenditure covered by ***N/A ***N/A 100 revenue, in Xtra Ed. ' - Total No. of X-tra Ed.. Classes Offered. 367 375 370 Output - Revenues from Xtra Education Classes N/A N/A N/A Revenues from Instructional activities $117,838 $126,568 $120,500 - Total ho. of Instructional participants. 3,148 3,546 3,000 No. of Xtra Ed Catalogs distributed. ***N/A N/A 100,000 - Total no.. of Xtra Ed Participants. 2,819 ........ ..2.,.951 ...... 2,800 *** New for PlO3 FTE = seasonal temp $71,713 / 1050hfs / avg. hourly rate ($8.00) + 2 MI-time = 6.85 FTEs Number of seasonal employees supervised = 60 ..... ~ 04 Proposed 98% 400 5O% 100 375 85,000 $120,00C 3,000 100,000 2,800 105 Program Name: Aquatics Service Level: Provide the public with safe, dean, attractive, professional operation of three city owned pools and one school owned pool for a reasonable fee. Activities include open swim, adult lap swim, pool parties, rentals, as well as support of the swim instruction program, competitive swim program, and Texas Public Pool Council. Performance Measure: Effectiveness - Percent satisfied on customer survey. - Achieve a 80% or better on all National Po°l & Waterpark Assoc. audits. Efficiency - Percentage of expenditures covered by revenues. - Average annual cost per participant (as per AS400). Output - Revenue. - No. of customers. - National Pool & Waterpark audits. - Conduct a minimum of 4 hours/month/ guard staff safety training. - Guard staff licensed through Ellis & Assoc. - No. of rentals: Theme Parties After Hours Parties Catered Pizza Parties Pavilion Parties FY 01 FY 02 FY 03 FY 041 Actual Actual Estimate Proposed 99% 98% 98% 98% N/A*** N/A 80% 80% 39% 37% 39% 10% $5.38 $5.57 $5.01 $5.50 $255,342 $266,966 $233,000 $233,000 119,329 130,113 119,000 1'19,000 ***N/A N/A 3 3 New for FY03 ***N/A ***N/A ***N/A ***N/A ***N/A ***N/A ***N/A N/A 3,000 3,000 N/A 100 100 N/A 14 14 N/A 224 225 N/A 84 80 N/A 184 200 FTE= Seasonal temp $286,986 / 1,850hrs / avg. hourly rate (6.97) + 2 full-time staff = 24.25 FTEs Number of seasonal employees supervised -- 115 Program Name: Conference Center Service 'Level: Provide a clean, covenant meeting space and accommodations through excellent customer service, at a reasonable fee for local citizens and out-of-town clients. Needs that can be met include meeting planning, room setup, event clean up, equipment rentals catering service coordination. Performance Measures: Effectiveness - Percentage satisfied on customer survey. FY 01 FY 02 FY 03 FY 04 Actual Actual Estimate Proposed 100%' 99% 98% 98% Efficiency ~ Percentage of expenditures covered by revenues. - Average No. of customers based on 360 days of operation. 49% 43% 47% 43% 245 206 236 206 Output - Total Revenue. - No. of customers. - No. of days the parking lot is overflowing. - No. of advisory Committee meetings. - Average number of rentals: ' Commercial Non-Commercial Political No charge City use No charge CSlSD use *'* New for FY 03 $130,374 $114,201 $104,000 $104,000 88,239 74,320 85,000 75,000 N/A 79 70 7O N/A*** N/A*** 9 12 ***N/A ***N/A ***N/A ***N/A ***N/A FTE= Seasonal temp $40,000 / 1,850 hours / avg. hourly rate (6.00)+ 3 full-time staff = 6.6 Fl'Es Number of seasonal employees supervised -- 12 N/A 447 N/A 1,377 N/A 2 N/A 273 N/A 4 447 1,377 2 273 4 106 Program Name: Lincoln Center service Level: Provide positive, drug-free environment where citizens and visitors can enjoy programming for a reasonable fee. Provide clean, safe, attractive facilities for an assortment of activities to include, but not limited to, youth athletics, educational programming, cultural events, and meeting rental space. ~z o; ........ ~ bz ~ 63 Actual Actual Estimate Performance Measures: ............. Effectiveness - Percentage satisfied on customer survey. 92% 90% 98% Efficiency - Cost per participant (Exp. vs Participation) $$.91 · $3.68 $4.33 Percentage of expenditures covered by revenues. ***N/A ***N/A 5.50% - Staff to youth ratio. ***N/A ***N/A 1:10 Output - Revenue. $7,500 $18,727 $15,000 - No. of days open. 353 $354 357 - No. of athletic events. N/A 90 60 - No. of cultural exchanges. N/A 43 48 - No. of educational programs. N/A 20 24 - No. of memberships sold N/A N/A 500 - No. of participants. 67,665 68,919 _.65,000 ... FI'E--Seasonal temp $50,281 / 1,850 hours / avg. hourly rate (6.50)+3 full-time staff -- 7.18 FTE's' Number of seasonal employees supervised = 18 "' ~ o4 Proposed 98% $4.6~ 13.90% 1:10 $2o,ooo 357 75 6O 25 55O 60,000 Program Name: Recreation Youth Service Level: Utilizing city-owned and operated teen centers, park facilities and resources, as well as school and privately owned facilities and resources, to provide and make easily 'accessible programs and activities for College Station's youth population that will create positive mental, Physical and social youth development. PeYform--~mce Measures: Effectiveness - Perceritage satisfied on customer survey. ~ o¥ ~ oz ..... ~ o~ ..... ~ o4 Actual Actual Estimate Proposed 97% 83% 98% 99% Efficiency - No. of Teen Center members, 146 149 165 - No. of participants served through leiSure/rec. activities. 9,834 11,083 15,000 - No. of participants served through educational activities. 1,344 1,382 2,000 - Staff to.youth ratio. ***N/A ***N/A 1 .to 15 180 15,250 2,250 1 to 15 Output - No. of leisure/rec, activities provided. - No. of educa.tional programs provided. - Revenue generated through fees to participants. N/A - No. of participants. N/A*** - No. of memberships sold. N/A*** No. of days Teen Center, ,open,;,,,,,,,, 271 *'* New for FY03 Number of seasonal employees supervised = 20 157 349 320 340 96 142 170 185 $6,827.64 $12,000 $10,000 N/A*** $17,000 $17,500 ~/A.,, $~65 $~8o 296 270 280 FIE=Seasonal temp $53,041 / 1,850 hours / avg. hourly rate (7.65)+ 1 full time staff = 4.74 FTE's 107 PARKS AND RECRi~A'i'i6N '" OPERATIONS Description & Budget Explanation: 'The Operations. Division is responsible for grounds maintenance, facilities repairs, and replacements,, and program ,support. Budget Summary Position Summary ' ~ 0'i' ..... FY 02 FY 03 FY04 Actual Actual Estimate Proposed $1,399,263 $1,757,165 $1,862,403 $1,897,877 31 35 35 35 ........ Program Name: Parks Operations Service Level: Provide clean, safe and well-maintained leisure facilities and provide support for recreation programs, and special events. ~Pe~rrfo~a~ce l~eas~ure~ss Effectiveness Percent satisfied or very satisfied on annual - citizens' survey. -Percent of overall park maintenance standards met. FYO1 ...... FY 02" FY 03 FY 04 Actual Actual Estimate Proposed 91% 89% 90% N?A N/A 81.0% 86.0% 87.0% Efficiency - No. of acres per full-time employee. -Cost per regularly maintained acre. 15.4 16.9 15.2 16.2 $3,236 $3,720 $3,921 $4,176 Output - No.. of acres regularly, maintained. - No. of pavilions regularly maintained. - No. of play courts regularly maintained. - No. of athletic fields regularly maintained. - No,. of park lights, regularly maintained. - No. of parks mowed and trimmed. - No.of play units inspected and maintained. - No. of special event ceremonies supported. 432.4 472.4 472.4 501.1 5 5 5 6 29.5 32.5 32.5 34.5 31 39 39 39 705 951 962 978 30 32 32 34 39 40 40 45 N/A N/A 32 32 108 PARKS AND'"RE-~R~ATION FORESTRY Description & Budget Explanation: The Forestry Division is. responsible, for the maintenance of. the Wolf Pen Creek Amphitheater, the College. Station Cemetery,. and the maintenance of municipal trees and landscaped areas. Budget Summary Position Summary ~Y 01 ......... FY OZ Actual Actual $708,333 $835,686 12.5 14.5 i1 ~111, i11, FY 03 FY. 04 Estimate Proposed $921,023 $1,037,206 14.5 14.5 Program Name: Wolf Pen Creek Service. Level: Provide. safe,, well maintained Special use. facility. '~erf0rma~ce Measures: Effectiveness - Percent satisfied on annual citizen survey. -~ 0i Actual 91.3% FY 02 ActUal ~ oa ~ 04 Estimate Proposed 92.8% 93.2% 95.0% Efficiency Cost per acre (annually). $3,019 $3,297 $3,000 $3,600 Output - No. of sq. ft. of turf area maintained. - No. of sq. ft.. of landscaped bed areas maintained. -No.~ of. acres on spe,,cial-,,u,,se f.a,,cility park,;, 487,781 496,000 496,000 496,000 26,000 20,000 20,000 20,000 21 21 21 21 Program Name: Cemetery Service Level:. Provide grounds maintenance and customer service, for municipal cemetery. Performance. Measures: Effectiveness - Percent satisfied on annual citizen survey. FY"0~ ....... FY 02 FY 0a FY 04 Actual Actual Est/mate Proposed 96.6% 98.2% 95.4% 95.0% Efficiency - Dollar cost per acre. $7,008 $7,437 $7,367 $7,499 Output -Avg. no. of spaces sold annually. 166 157 185 160 - Revenue generated from sold spaces.. 2 $71,000 $92,700 $111,000 $95,000 - Avg. no. of burials per year. 89 97 90 85 -Acres of cemetery care. 18.5 I8.5 18.5 18.5 mllll ~jll I II if ~ New questions were developed for the FY03 questionaire. These should result in a more accurate reflection of Customer satisfaction for this ar z All funds So to the Cerneter~ Endowment Fund 109 Program Name: Forestry Service. Level: Provide landscape 'and grounds maintenance operations for. municipal buildings and park sites, and provide support for special events, programs,, and activities. Performance, Measures: Effectiveness -Percent satisfied on annual citizen survey. - Percentage. of potential annual irrigation system checks completed.. 3 o Z ......FY 02 "' Fy 04 Actual Actual Estimate Proposed 91.3% 92.8% 93.2% 95% N/A N/A 40% 60% Output - No. of labor-hours on municipal tree care. - No.. of labor-hours on horticultural maintenance. - No.. of labor-hours on irrigation system checks, repairs, and improvements. - No. of irrigation system checks completed. 3 - No. of labor-hours on special events. - No. of landscape, sites, maintained through private contracts. 4 - No. of municipal trees planted. - Make application for Tree. City,. USA designatio] 1,353 1,835 3,000 3,000 2,632 3,166 3,000 3,000 1,989 2,560 3,000 3,000 136 287 300 439 3,525 3,244 3,300 3,500 9 12 15 N/A N/A 250 N/A N/A completed 16 100 1 The Forestry ActivitY Center goal is to complete 60% of the monthly irrigation system checks for 61 systems. This would be 439 checks out of a potential 732 annual checks. These 61 systems are the ones the ActivitY Center has direct responsibilitY for. There are an additional 26 systems under landscape maintenance contracts that the Activity Center may have to respond to from time to time. The contracted sites are checked monthly. Anticipated additions for FY 04 are Fire 5 and WPC Trails (upper). (+ 1 site; +3 systems) 110 .. oi~'FicE OF TECHN'~LOGY AND INFORMA:I'ION sE'R~IcEs LIBRARY SERVICES Description & Budget Explanation: The Library is responsible, for library services in Brazos County. ................ .F~".O~ FY 02 Actual Actual Budget Summarv $621,768. $734,082 Position Summary 0 0 · III II imllll · IIII I ~IIIIIII *The Library is operated through a contract with the City of Bryan', all Lil~rary staff are employed by the City of Bryan. FY O3 Estimate $711,153 0 Program Name: Library Services Service Level:. Provide a helpful, friendly,, customer oriented library, service to Brazos County residents. II I mill III II II Performance Measures: Effectiveness - Percent satisfaction level of. high or. very high on citizen, survey. -Collection Turnover Rate. FY 0"~ ......~Y 02 FY 03 Actual Actual' Estimate FY O4 Proposed $756,518~ 0 FY 04 Proposed 87.3% 87.9% 87.5% 87% 5.19 5.33 5.23 5.22 Efficiency -Collection per staff. - Library cost per',capita -Circulation per capita. Output - Circulation. - Collection size. - Reference transactions. - Number of Library. visitors. 3,400 3,575 3,662 3,775 $10.70 $11.54 $9.74 $10.36 4.61 4.18 4.66 4.66 313,666 338,388 340,000 350,000 60,339 63,453 65,000 67,000 17,906 10,800 10,800 10,800 100,062 108,860 110,000 112,000 111 ARTS COUNCIL OF BRAZOS VALLEY Description & Budget Explanation: The Arts Council of Brazos Valley conducts a continuing program of development, introduction presentation, encouragement, and promotion of the arts in College Station by increasing the availability, performance, execution and exhibition of all major art forms. ...... FY01 "FY' '02 i~Y03 Actual Actual Estimate College Station Budget Summar~ $235,400 $260,400 $260,400 · Program Name: Annual Grant,' Mini Grant and Scholarship Programs Service Level: To provide funding for arts related activities or non-profit organizations and individuals. Perf0rmanceMeasur~s: ....... Effectiveness - No. of organizations completin§ Grant evaluations. - No. of people served by Arts Council of Brazos Valley. - Increase in the number of scholarship requests. - Percent increase in funding. - Increase in C. Monroe scholarship. -College Fine Arts scholarships. .... F~' 01 F~ 02 FY Actual Actual Estimate FY 04 Proposed $300,000 FY 04 Proposed 25 25 27 27 Efficiency - Percent of requests funded by Annual Grant Program. - Amount of funds provided by Mini Grant Program. - Percent of requests funded by College Fine Arts Scholarship. 147,000 147,000 147,000 147,000 100% 100% 100% 100% 20% 20% ~0% ~0% $1,000 $1,000 $1,000 $1,000 $2,500 $2,500 $2,500 $2,500 95% 95% 95% 100% Output - No. of Carolyn Munroe Scholarships. - No. of College Fine Arts scholarships. - No.. of. organizations, receiving. Annual Grants. - Amount in Annual Grants. I- No. of Mini Grants,,,app~,,,o, ved. ,, ,, $1,000 $3,725 $1,500 $1,500 100% 100% 100% 100% 1 1 1 4 4 4 23 23 20 $105,000 $105,000 $105,000 5 5 5 i iiii! iiii llll iiii i 1 4 27 $~o5,ooo 5 112 Program Name: Programs (Local Color Gallery and Art classes) Service Level: To provide educational, entertainment and exhibition programs and services in the visual and performing arts to the community. Effectiveness - Annual percentage increase in values - No. of areas of service, procedures and quality rated HIGH. Efficiency - Avg. sales per artist - No. of visitors per day. .... ~Y 01 FY 02 ...... FY'"03 Actual Actual Estimate FY 04 Proposed 20% 20% 20% 20% N/A N/A N/A N/A Output - No. of Gallery visitors. - Amount in Local Color sales. $383 $477 $600 $600 40 45 50 50 3,500 7,000 7,000 7,000 $26,800 $85,000 $12,000 $12,000 Program Name: Administrative and Information Services To provide information, administrative support, coordination and assistance Service Level:.. FY 03 Estimate to groups, organizations and individuals. m~ i i mlllll i Performance Measures: FY 01 FY 02 Actual Actual FY 04 Proposed Effectiveness - Annual percent increase Of information requests. - Monthly circulation of artiFACTS. N/A N/A 20% N/A $17,000 '$16,500 $17,000 $17,000 75 100 75 100 200,000 198,000 200,000 200,000i $0.04 $0.04 $0.04 $0.04 8 hrs/week 8 hrs/wk 8 hrs/week 8 hrs/wk 45 50 45 50 60 60 60 60 5 5 5 5 Efficiency - No. of daily ~)hone calls requesting information about programs and services. - No. of artiFACTS newsletters - Cost per newsletter. - Amount of staff time needed to complete calendar. - No. of activities on monthly calendar. - No. of local and area media carriers receiving calendars. - No. of Art Spots aired daily on KAMU-FM reaching approximately 25,000 per airing. Output - No. of telephone requests for information. - No. of newsletters. - No. of newsletters in circulation. - No. of artFAX sent to hotels and motels. - No. of hotels and motels. - No. of calendars. - No. of activities promoted on calendars. '.- No. of Art Spots recorded. - No. of group promotional spots. - No. of tickets sold. :- No. ot organizations represented. 20,000 20,000 20,000 20,000 12 12 12 12 16,500 16,500 16,500 16,500 5O 5O 5O 5O 23 23 23 23 12 12 12 12 600 600 600 600 275 275 275 275 27 28 27 28 8,000 8,000 8,000 8,000 18 Z0 32 33 113 Embracing the Past Exploring the Future 114 PLANNING AND DEVELOPMENT We will continue to promote a ~well-planned community. $2,138,'073 Strategic Plan Summary: The strategic plan addresses the planning and development vision statement through the following strategies: · We will continue to revise and guide the development process through the Unified Development Ordinance. · We will continue to support an intermodal transportation action plan. · We will generate an intermodal transportation action plan. · We will promote well-planned neighborhoods. Illll I llnl[I I ] APPROPRIATIONS - PLANNING AND DEVELOPMENT Development Services 100% Development Services $ 2,138,073 The Development Services Department provides oversight for haw development in the City. Development Services works to ensure that there is compliance with zoning, subdivision, drainage and other ordinances. This ensures the community develops in a manner consistent with the policies established by the City Council. The development process includes planning and construction functions as well as development coordination activities. Also involved in the development process are other areas such the Fire Department and the Public Utilities Department. Strategic Plan 2003-2004 In FY 03, the Unified Development Ordinance was adopted. In FY 04, the Development Services staff will continue to revise and guide the development process through ~:he Unified Development Ordinance. Development Services has three proposed service level adjustments (SLAs) for FY 04 in the amount $124,015. The first proposed SLA requests funds .for the purchase of TRANSCAD Software and the hiring of a part-time intern. This software will analyze transportation impacts regarding thoroughfare and land use changes. The cost of this SLA is $17,511. The second proposed SLA is for an additional plans examiner in the building division. In FY 03, commercial and residential building continues to remain strong in the City. Therefore, this additional position will allow plans to be reviewed in a timely manner. The cost of this SLA is $46,504. The third proposed SLA, for $60,000, will fund the development of further annexation strategies. Strategic Plan 2003-2004 In 2004, the City will continue to guide growth through planned annexation. In the FY 04 Proposed Budget $60,000 is dedicated to the continuation of the Annexation Strategy set by Council in 2001. Phase I was completed in 2002. Phase II will examine and make recommendations for potential annexations in the FY 04 year. 115 DEVeLOPMENt' SERVICES CUSTOMER SERVICE Description & Bud§et Explanation: The Development Services Administration function is responsible for providing administrative support to the planning, engineering, building, and'development coordination. Development Management and Review is also included within this division which is responsible for processing, reviewing and coordinating all new public and private development within the City. Also, many of the implementation plans within the City Council's strategic plan are managed by Development Services. ................... FY O1 FY 0~' "F~' 03 .... Actual Actual Estimate Budget Summary $481,706 $740,536 $734,833 Position Summary 12 12 13 IIII Illll I FY O4 Proposed $808,333 13 Program Name: Administration Service Level: Project development/implementation/management associated with the Council strategic issues; and management of department function. Perfor~anc~ M~'~sures: ...... FY0f'. '" F902'" FY03' "~904 Actual Actual Estimate Proposed Effectiveness - Percent of City Council implementation plan: completed within scheduled milestones. -Percent of Council, Boards & Commission agenda items completed within specified deadlines. 90% 95% 95% 95% 90% 95% 95% 95% Output , -Implementation plans led by department. 12 11 *9 9 -Council, Board & Commission items. 350 311 300 300 * Includes ~mPi'ernentation plan"~ 'wi~h substantiai ind~lve~ent bY. Developm~"nt Se'rvices 116 Program Name: Development Management & Review Service Level: Provide thorough and efficient review of zoning, development proposals, and project review. This includes support services to the department as well as the Planning and Zoning Commission, Zoning Board of Adjustment, and other related committees. Perfo~na~ce MeasUreS: "' iiiiii i iii i Actual Effectiveness - Percent of development plans reviewed within 5 working days. -Percent of staff participating in professional training. - Percent of staff reports/cover sheets completed on time. - Percent of pre-development meetings held within 10 working days of request. FY0S .... V04 Actual Estimate Proposed 75% 96% 95% 90% 83% 90% 90% 90% 75% 96% 95% 85% 96% 90% 95% 95% Efficiency -Development cases processed per Staff Planner. - Pre-development meetings conducted per Staff Planner. -Staff reports/cover sheets prepared per Staff Planner. 81 86 75 75 38 51 40 40 25.3 42 30 30 Output -Development cases processed per year. Staff reports/cover sheets prepared annually. - Pre-development meetings held. -Board, Commission, and other .committee meetings held. 245 257 250 250 Service Level: 76 126 120 120 114 136 125 125 56 53 50 50 Process all permits and inspection requests in a timely manner. PerfOrmance Measu~es~ ..... 'FY 02 "FY 03 04 Actual Estimate Proposed Actual Effectiveness -Percent of permits/development applications input within 1 hour. - Percent of inspections input within 1 hour. 90% 85% 80% 85% 90% 85% 85% 90% Efficiency -Permits processed per Cust. Serv. Rep. -Inspections processed per Cust. Serv. Rep. 1450 2449 2100 2000 3100 5303 5300 5300 Output - Development related fee revenues. - Permits processed. - Inspections processed. $1.2 mil $1.8 mil $1.7 mil $1.7 mil 4,500 6,728 5,300 5,300 9,500 14,671 11,000 12,000 ii i it iiii ii i 117 DEVELOPMENT SERVI(~Eg ' BUILDING INSPECTION i!11]1 i~ illj ii Jill i ii iii ii i$1111111 Description & Budget Explanation: The Building Inspection function is responsible for the building review and permitting process. Building permits are issued and buildings are inspected as construction occurs to ensure buildings are constructed to city code. The Building Division is also responsible for enforcing the property maintenance code. ' "FY"Oi" FY62 .... F~"Oa Actual Actual Estimate Budget Summary $389,979 $406,829 $415,268 POsition Summary 7 7 7 i i iiii ii iiii ii roll ............ Program Name: Building Division ~ 04 Proposed $449,3~2 8 Service Level: Perform thorough and efficient building plan review, inspection services and permit administration. Perform efficient administration of property maintenance code. performa'~ce '~easures: ............. Effectiveness - Percent of commercial plans reviewed within 5 days. - Percent of building inspected within one half day hours of request. FY 01 "~i' 02 FY 03 ......... FY 04 Actual Actual Estimate Proposed N/A 65% 50% *80% N/A 92% 95% 95% Efficiency -Percent of single family permits reviewed within 5days - % of single family permits reviewed within 24 hrs. - No. of inSpections· per day per inspector. 99% 97% 95% *100% 90% 85% 20% *90% 10 15 15 15 Output - Multi-family and commercial plans reviewed. -Annual inspections performed. - No. of building inspections per inspector. No. of substandard structures processed. ii ii i iiiii illlll ii 160 N/A 180 180 11,046 N/A 14,500 14,500 N/A N/A 3625 3625 N/A N/A 5 .5 ii iiiiii iiii iii ii iii * FY '04 proposed performance measures are based on the assumption that the SLA for a plans examiner will be approved. Should the SLA not be approved, FY '04 performance measures will be substantially less. 118 DEVELOPMENT SERViC'~.$ PLANNING - COMPREHENSIVE PLAN Description & Budget Explanation: The Long-Range and Neighborhood Planning function is responsible for maintaining, monitoring and implementing the City's comprehensive plan.. This is done. in part by reviewing, zoning,, platting and other development cases to ensure that development occurs in accordance with existing plans and policies. It is also done through the. preparation of small area, neighborhood and special interest plans and by participating in regional transportation planning through the. Metropolitan Planning Organization (MPO).. The Division also reaches out to the community through the. NeighbOrhood Services Program and through educational Outreach efforts on the. part of staff. Budget Summary Position Summary FY 01 FY 02 FY 03 Actual Actual Estimate $647,138 $436,566 $463,804 10.5 6.5 6.5 i ii iii iii · ................ ,,, Proposed $530,587 5.5* Program Name: Pro-Active Long Range Planning Service Level: Develop and administer a pro-active comprehensive planning program that includes participation in regional, city-wide, and small area planning. Performance Measures: FY0f' ' ~Y02 ............ ~03 Actual Actual Estimate Effectiveness - Percent of plans / studies / updates completed within budget. - Percent of staff involved in educational outreach. - perCent of staff involved in project support. Efficiency - Hans / studies/, updates completed per staff: member. -Educational Outreach contacts per staff member staff member. - NO.. of projects supported per staff member. Output - No.. of plans / studies / updates. - Educational Outreach. -Internal & External Project Support. Input -No.. of Staff. - Profess!onal ,,t, raining seminars,a,,ttended. *Jane, Ken, Lee, Trey, Nanette, Chris (1/2) ..... FY'04 Proposed 128% 60% 100% 100% 157% 76% 100% 100% 100% 100% 100% 100% 1.4 0.9 1.8 1.5 2.6 1.9 2 2 3.8 2.4 2.5 1.8 6 6 10 20 22 12 13 16 15 12 10 5.5 8.5 5.5 5.5 1 14 8 6 i ii Illl Ill l Illll I ............. ** Anticipated Projects: 3rd Transportation Summit, Revise/Simplify Land Use Plan, East side T-fare Update, Annexation(?), Land Use Map Update Automation, Comp Plan amendments thru development, Bike Plan education implementation, Land Use Policy Discussion, Greenways Plan Update Support, Community Indicators 119 DEVELOPMElqT ~ERVlCES'" PLANNING- NEIGHBORHOOD Description & Budget Explanation: The Neighborhood Services Program is designed to foster communication between the City and residents for the purpose of promoting exceptional quality of life, sound development, and thriving neighborhoods. In support of this purpose staff provides professional leadership in maintaining and expanding the Neighborhood Partnership Program, planning the Neighborhood Conference & Youth Vision.event, administering the Gateway Grant Program, and participating in the plans, programs, and projects of Development Services' Comprehensive Planning, other City departments, community groups, local agencies, and neighborhoods as they relate to community outreach, education, and service. Budget Summar~ Position Summanj Program Name: Neighborhood Services FYof 'FY02 ~'oa Actual Actual Estimate NA $137,579 $95,655 0 3 2 llll,l II II l'lllll Service Level: Develop and administer a neighborhood services program that includes participation in commuity events, an annual conference, neighborhood outreach and neighborhood association support. Performance Measures: ..... Effectiveness ............ FY 0~ ........ ~ 02 ' Actual Actual FY ba Estimate - Percent staff participating in outreach. - Percent of community events completed in budget year. - Percent of staff participating in n.hood support. 128% 90% 157% 100% 100% 100% 100%' 100% 100% Efficiency - Outreach per staff member. - Events per staff member. - Supported AssociatiOns per staff member. N/A N/A N/A N/A N/A N/A 4.8 2 9.6 Output - Community' Outreach. - Communit~ Events. - AssOciations Supported N/A N/A N/A N/A N/A N/A 12 5 24 Input - No. of Staff. - Professional training seminars attended. *$17, 370 - Historic Preservation Cost Center is not included in above figure **does not include 1/2 time intem who supports development review *** Staff Planner plus full time intern position NA NA NA NA *** 2 FY O4 Proposed $96,630 FY 04 Proposed 100% 100% 100% 7.5 6 13.5 15 12 27 *** 2 120 DEVELOPMENT SERVICES ENGINEERING DEVELOPMENT Description & Budget 'Explanation: Engineering development is responsible, for the development review process, which ensures that development meets the. required engineering standards. Budget Summary Position Summary ' FY'O1 'FY 02 FY 0'3" Actual Actual Estimate $195,510 $147,974 $233,041 3 3 3 ~11111 iii iii Proposed $235,841 3 Program Name: Engineering Service Level: Provide thorough and efficient plan review for development projects. Performance MeaSures: " Effectiveness - Percent of plans and reports reviewed in 5 days. or less -Percent of site plan/plats reviewed in 5. days or less - Percent Of staff reports/coversheets completed on time FY 6'~ " Fy 02 FY 0~"' Actual Actual Estimate 86% 80% 75% Proposed 85% Efficiency -Administrative. cost per review 2 Administrat,!ve co,st per site plan/plan r,,eview ,,, 90% 80% 80% 90% 99% 99% 99% 100% $366 N/A N/A $63 N/A N/A ii ii i · iii i 121 Embracing the Past Exploring the Future 122 ECONOMIC. DEVELOPMENT $5,388,842 We will continue to promote a strong and diverse economic environment. Strategic Plan Summary: The. strategic plan addresses the economic development vision statement through the. following, strategies: · We. will promote the development of strategic areas. · We will continue, to. strengthen and diversify the tax and job base. · We. will promote tourism. · We will promote, revitalization and redevelopment. · We. will encourage, and integrate the City's economic development efforts with the Research Valley Partnership. APPROPRIATIONS - ECONOMIC DEVELOPMENT ECONOMIC · ECONOMIC DEVELOPMENT FUND CONVENTION AND DEVELOPMENT 9% VISITORS BUREAU--~ 4% 17% .~~. / RESEARCH VALLEY ~--'- ' - _..~c~ PARTNERSHIP 5% PARKING ENTERPRISE FUND 17% ~ SS PARK CIP 48% Economic Development $242,307 The Economic Development Department is responsible for coordinating economic development activities in College Station. The department director serves as the staff liaison to the Economic Development Corporation. Strategic Plan .2003-2004 In order to promote economic development and tourism within College Station and throughout the Brazos Valley, the City will continue development of the Hotel/Conference Center and Corporate Headquarters. The construction and opening of Corporate Headquarters is scheduled for FY 04. The EcOnomic. Development FY 04 proposed operating budget is $242,307. The proposed budget includes one proposed SLA for $15,000. This proposed SLA would provide signs directing people to the Northgate District from various locations, around the City. Economic Development Fund $500,000 The Economic Development Fund is used to provide City resources for business attraction and retention. These. funds will be. available to provide economic development incentives to encourage targeted economic activities in College Station. 123 Research Valley $243,287 Partnership The. Research Valley Partnership. is a joint agency funded by the. Cities of. Bryan, College Station,. and Brazos County. The RVP promotes the. Brazos County region to economic development prospects. Business Park CIP $2,570,000 In FY 04,. there are two significant business, park related projects. These include $2,320,000 for the construction of the Spring Creek Corporate Campus. Phase I and $415,000 for development of a new class B business center. An additional $250,000 is also included in the proposed budget for costs associated with the existing business park. These costs include, reimbursement fo~ a fence being built,, and funds for minor improvements in the. existing business park facility. Strategic Plan 2003-2004 Funds are included in the'proposed budget for the development of Phase I of a second class "A" business park. This business park will continue the recruitment of technology companies to the Research Valle, y. . .. Parking Enterprise Fund $918,048 The Parking Enterprise Fund accounts for the Parking operations of the City. This includes the parking lot,. the parking, garage, and the on street parking. The proposed budget fo~ FY 04 is $918,048, which includes a proposed SLA in the amount of $14,250.. This SLA would fund the purchase of digital cameras. Convention and Visitors Bureau $915,200 The proposed budget for the. Bryan College Station Convention and Visitors Bureau is $915,200. In FY 03, the. bureau became a separate organization, and a new Executive. Director was hired. The following pages in this section detail the service levels and performance measures for the operating divisions in the Economic Development Vision Statement. Also included are the budget and position summaries for each of the divisions. 124 GENE~ GOVERNMENT ECONOMIC DEVELOPMENT Description & Budget Explanation: The Economic Development Division is responsible for coordinating the efforts to promote economic development and redevelopment activities in College Station. Economic development has been one of the key City Council issues in recent years. Budget Summary Position Summary FY 01 FY 02 FY 03 FY 04 Actual Actual Estimate Proposed $192,560 $209,467 $324,726 $242,307 2..5 2.5 2 2 Program Name: Economic Development- Retention, Attraction and Redevelopment Service Level: Provide for economic development efforts to retain and attract businesses in and to College Station Performance Measures Effectiveness - Percent of active City Council Strategic Issue objectives and milestones met within action plan time frames FY 01 FY 02 FY 03 FY 04I Actual Actual Estimate Proposed 95% 90% 90% 90% Efficiency - Percent of information packets sent within 48 hours of request -Percent of annual Economic Development Agreements with a payback of less than seven years 98% 95% 95% 95% N/A N/A 70% 75% Output - No. of jobs created or retained through City economic development efforts (tourism/retail/corn/special dev only) - Net increase in capital investment (from new tourism/retail/corn/special dev only) - Net increase in future sales, hotel/motel tax, property tax revenues (tourism/com/ special dev only) - No. of economic development prospects (all categories) -No. of economic development projects secured (all categories) - No. of commercial and retail packets sent t%pros, pects .................. 150 100 200 100 $8,000,000 Ssa~.,soo sales/HM tax $34,300 property tax 17 2 35 $60,000,000 $400,000 H/M tax; $257,580 property tax 15 2 40 $10,000,000 $260,000 h/m tax $47,000 property tax 10 2 132 $10,000,00ff $100,000 sales/HM Tax $40,000 property tax 15 2 40 125 Service Level: Provide for economic revitalization and redevelopment in targeted areas within College Station Performance Measures .... ~o~ Actual Actual Effectiveness - Percent of City Council Strategic Issue objectives and milestones met within action plan time frames FY 03 Estimate FY 04! Proposed 100% 90% 90% 90% N/A N/^ 3 3 iiii Output - No. of Projects/Activities N/A - No. of Packets sent out N/A - No. of eco. redevelopment prospects 5 Service Level: Manage and coordinate development of CIP Projects. Performance Measures FYO1 Actual N/A FY 02 Estimate N/A ~zo~ Estimate 75% Effectiveness - Percentage of projects completed within Budget Specifications and allotted time N/A iiiii N/A ii 4 2 10 3 Output - No. of capital projects managed FY 04 Proposed 75% 2 126 CONVENTION AND VISITORS BUREAU Description & Budget Explanation: The. Bryan-College Station Convention and Visitor Bureau offers informational services,, tour coordination,, and assistance with transportation and meeting planning to visitors and convention attendees. The Convention and Visitor Bureau is funded through the Hotel/Motel Fund. Budget Summary ' FY01 ......... FYO'2 ...... ~Y03 Actual Actual Estimate $645,000 $668,000 $668,000 Program Name: Convention and Visitors Bureau FY 04 Proposed $915,200 Service Level: Provide an on-going tourism,, marketing, sales, and service effort to. attract a maximum number, of conventions, conferences and meetings that will use. hotel rooms in our community; and provide, quality services for. conventions to generate repeat business and good referrals, for new business. '~Performance Measures ................... FY'~'I ' FY Of Actual Actual Effectiveness -Amount of hotel occupancy tax collections -Amount of direct expenditures from convention delegates FY 03 FY 04 Estimate Proposed N/A N/A N/A N/A $16,355,918 $28,831,288 $16,197,500 $16,720,000 Efficiency - Avg.. daily hotel room rates -Avg. hotel occupancy rate $62 N?A ' N?A N/A 68.0% N/A N/A N/A Output - No. of bureau initiated convention room nights booked for the. future -No. of delegates-conventions hosted - No. of sales appointments by bureau staff -No. of site inspections conducted by staff -No. of group services provided for - No. of. room nights stayed by above groups - No. of delegates -No.. of convention bids - No.. of conventions booked -No. of convention articles 62,362 54,102 12,100 26 203 54,870 39,200 78 210 5O 64,756 32,000 62,000 110,359 62,000 62,000 17,070 8,500 15,000 55 55 55 193 150 225 53,234 26,600 60,000 50,392 39,000 52,000 62 30 75 203 155 220 68 39 58 127 Service Level: Provide an on-going tourism, marketing, sales and service, program to bring the maximum number of overnight visitors to our community. PerfOrman~ Measures .................. ~ o i" ' FY 02 FY 03 Actual Actual Estimate Effectiveness -Amount of direct tour and travel expenditures - Monetary value of articles published FY 04 Proposed $1,700,000 $2,461,900 $1,825,124 $I,905,650 $90,000 $96,550 $16,025 $50,000 Output -No. of group tours hosted - No.. of tour and travel group room nights - No. of articles published from hosted media - bio. of. familiarization tours hosted - No. of tourism inquiries as a result of' trackable advertising - bi°. of tourism inquiries, as a result of non- trackable ad, vertis,ing , 300 317 164 170 450 413 171 180 12 10 8 10 6 6 8 8 6,000 9,818 8,421 20,000 38,954 23,554 i i ii iii ~111 iiiii i iiiii ii 10,975 25,000 Program Name:. Sporting Events Coordination Service Level: Promote the interest, participation and acquisition of sporting events, in College Station/Bryan Performance Measures- Effectiveness - Annual percentage, increase, of sports events hosted/serviced. -Annual percentage, increase in number of participants. -Annual percentage increase in number of room nights., generated. - Annual percentage increase in memberships -Annual percentage of. return events. FY 01 FY 02 FY 03 Actual Actual Estimate ii FY 04 Proposed 11% 0% 15% N/A -7% 5% 15% N/A 24% 36% 15% N/A 19% 11% 25% N/A 37% 36% 15% N/A Efficiency - Average no. of days per sport event. - No. of requests for assistance. -Average no.i of rooms per night per event. -Average. no.. of participants per event. 2.37 3.72 2.5 2.5 65 60 45 40 491.26 570.4 500 500 441 452.16 450 688 Output - No. of sport events hosted/serviced. - No.. of room nights generated from Sport events hosted serviced. -Community education workshops/seminars. -No. or events posted to sports calendar/Community Calendar. - No. of different sports serviced. No. of memberships. 50 50 50 50 21,124 22,308 19,000 19,000 4 5 4 4 75 100 75 18 15 15 63 71 65 75 15 65 128 GENERAL FUND The General Fund is used to account for all activities typically considered governmental functions of the City. These include Public Safety, Public Works, Parks and Recreation, and Development Services. Also included are the primary support services for these areas such as Fiscal Services and the Office of Technology 'and Information Services. Also included in the General Fund are administrative services in the General Government Department. The General Fund is prepared 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 several items. The full listing of these exceptions can be found in the Financial Policies on page F-I. The General Fund is influenced by current policies and approved policy changes. The policies include inter-fund equity; maintaining a balance between revenues and expenditures;, and maintaining the level of service currently provided as the city experiences residential and commercial growth. The proposed FY 04 General Fund revenues are $35,143,355. This is an increase over the FY 03 Budget of 3.78%. This increase is due to normal growth and inflationary factors and is distributed among the major revenue categories. The revenue estimates include increases in fines, and grant revenues related to proposed service level adjustments. Revenue projections are conservative estimates relative to historical trends and consider economic variables that affect the City's revenue stream. A table in Appendix D provides historical data on major revenue categories. Major revenue estimates and assumptions are explained below. . Property Taxes are projected to be $5,810,700 or 9.98% above the FY 03 revenue estimate. This increase is due to new property values on the tax roll, and top increases in value of existing property. The operation and maintenance portion of the tax rate is proposed to be 19.46 cents per $100 assessed valuation. This is the same as the FY 03 operations and maintenance tax rate. 2. Sales Tax is projected to be $14,045,000 in FY 04, or 1.27% above the original FY 03 budget estimate. This is approximately 2% above the revised year end estimate. Estimated revenue is based on analysis of historical revenues, expected future retail sales and employment and personal income. The overall projection for sales tax growth is lower than it has been in recent years due in 'part to the slowing of economic growth locally. Sales tax makes up approximately 40% of overall General Fund revenues. 3. Mixed Drink and Franchise Taxes are projected to be $1,914,500 or 4.72% above the FY 03 budget. Franchise taxes include phone, cable, and natural gas. Natural gas and phone franchise revenues are expected to be higher than the original estimate in FY 03. . Permit Revenue for FY 04 is projected to increase by 2.86% over the FY 03 original budget estimate. Building continues to be strong in College Station, and the permit revenues continue to reflect this. In FY 04 permit revenues are projected to be lower than the FY 03 year end estimate. , Intergovernmental Revenues are projected to be lower than in FY 03. Several grants that had been available in the past have expired. Anticipated grant revenue includes funds for the selective traffic enforcement program. The City of College Station continues to apply for grants as opportunities arise. . Parks and Recreatio_n revenues are projected to increase by less than 1% in FY 04 over the FY 03 original'estimate. Parks revenues come primarily from service charges for various park and recreation activities. The parks and recreation fees will be reviewed as part of the FY 04 budget process. 7. ~er Service Charges include miscellaneous charges and fees from various departments within the general fund, primarily Development Services, Police, Fire and Municipal Court. These revenues are projected to be. 23.68% above the FY 03 original budget estimate. Development fees are also going to reviewed as part of the FY 04 budget process. 129 ~. . Fines, Forfeits, and Penalties are principally ticket and court fines from the Municipal Court. These fines are generated primarily through traffic citations. Fines, forfeits, and penalties are projected to increase by approximately 50% in FY 04 over the original FY 03 estimate. This is due in part to growth, but primarily due to proposals to increase revenues by collecting more of the fines that are assessed. This is proposed to be done by adding an additional Customer Service Representative, a Payment Compliance Officer, and utilizing collection services to increase revenue collection. 9. Miscellaneous Revenues include such items as miscellaneous rents and royalties, miscellaneous donations, collection service fees, sale of abandoned property, sale of fixed assets, etc. The FY 04 total is $428,100, or 53% higher than the original FY 03 budget estimate. This increase is due primarily to moving the rent revenues for the George Bush Drive Conference Center to the General Fund from the Hotel/Motel Fund. 10. Rctum on Investment (ROI) ~ransfers from the enterprise funds are proposed to be $6,640,395 for FY 04. This is a 2.31% above the FY 03 budget estimate. 11. Investment earnings are projected to be $251,900, or 28.84% below the original FY 03 budget estimate. Lower interest rates are the primary reason for lowering this revenue estimate. Net Expenditures for FY 04 are proposed to be $36,398,674, or 5.19% above the FY 03 revised budget. This increase is due to the proposed service level adjustments that will allow the City to continue to provide core City services. A net total of approximately $2.43 million in proposed service level adjustments are included in the General Fund portion of the proposed budget. TheSe service level adjustments are discussed in detail in the executive summary and departmental summaries. A total of 56 I. 75 positions are included in the proposed General Fund budget. This is an increase of 11.25 positions. The additional positions proposed include: :~ ~ Firefighter$ - Phase 3 of Fire Station #5. 1 Police Criminal Investigation Division Sergeant to improve the operations of the CID Division. 1 Plans Examiner in the Building Office to improve customer service. 1 Media Specialist to implement in house television capabilities. 1 Municipal Court Customer ServiCe Representative, and I payment plan coordinator to improve customer service and increase the fine collection rate. Drainage crew (3 employees) - These are funded from the drainage utility fund and will improve the level of service from the Drainage Maintenance operation. 0.25 Secretary in Human Resources. This will create one full time secretary position. A total of $640,000 is included in the proposed budget for capital related projects. This includes $200,000 to overlay streets in the newly annexed areas. The proposed budget also includes $300,000 for thoroughfare rehabilitation. The budget also proposes $100,000 to begin putting funds aside for the replacement of the aerial topographic maps of the City. $40,000 is proposed for a park land purchase. The proposed budget also includes $413,781 for the enhancement of the City's retirement benefit, and a 1% across the board pay increase for all employees. The 1% across the board increase is being proposed to offset the impact of the increased retirement benefit on employees. The market based pay plan is proposed to be suspended in FY 04. 130 CITY OF COLLEGE STATION GENERAL FUND FUND SUMMARY BEGINNING ~CE REVENUES: AD, VALOREM TAX SALES TAX MIXED DRINK AND FRANC~SE LICENSES AND PERMITS PARKS AND RECREATION OTHER CHARGES FOR SERVICES FINES, FORFEITS,. AND PENALTIES INVESTMENT EARNINGS MISCELLANEOUS RETURN ON INVESTMENT TOTAL ~ TOT/~ FUllS AV/~ABLE EXPENDITURES: POLICE FLRE ·. PUBLIC WORKS PARKS AND. RECREATION LIBRARY . DEVELOPMENT SERVICES OFFICE OF TECH.. & INFO. SYS. FISCAL SERVICES GEN GOVT/ECON DEV/COMM DEV PAY AND. BENEFIT PLAN ADJUSTMENTS TOTAL OPERATING EXPEND. GENERAL/ADMIN.. TRANSFER · . PUBLIC AGEN~ FUNDING .~ OTHER SPECIAL PROJECTS DEBT AVOIDANCE CONTINGENCY TOTAL NON OPERATING EXPEND. TOTAL EXPENDITURES INCREASE (DECREASE) IN . FUND BALANCE GAAP ADJUSTMENTS ENDING FUND. BALANCE FY 02 ACTUAL $ 8,358,225 $ 4,555,346 13,413,911 ...... 1,949,165 ..... 870,636 414,767 619,194 .... 1,220,573 2,330,648 .· .468,664 ..... 362,864 · 6,236,793 $ ·32,442,561 $ 40,800,786 FY 03 FY. 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET $ 8,742,078 $ 8,742,078 $. 8,343,854 $ 9,514,091 $.~ 8,343,854 $ 5,283,461 $ 5,325,461 $ . 5,810,700 13,869,500 . 13,769,500 14,045,000 · 1,828,200 1,909,585 .... 1,914,500 .... 860,600 . . 912,540 ...... 885,200 496,095 . 392,432 ........ 187,300 657,614 .635,501 .. 648,000 1,136,570 1,350,183 ...... 1,405,700 1,903,110 2,303,000 .. 2,349,000 354,000 276,900 251,900 · 280,050 .... 308,927 . 428,100 · .. 6,490,200 . 6,490,200 ......... 6,640,395 $ 33,159,400 $. 41,901,478 $ 8,843,085 $ 9,344,204 6,360,340 7,331,778 ...... 5,346,269 . . ·5,583,938 5,945,183 .. ·6,351,614 ..... 734,'082 .754,955 1,869,605 1,950,999 .. 2,295,795 .2,619,839 2,092,053 .2,379,060 .3,258,999 · 3,531,515 0 0 $ 36,745,411 $ · 39,847,902 (5,875,967) (6,091,904) 208,485 196,998 76,299 . 345,500 ...... 150,000 . ·150,000 ........ 480,190 ........ 0 .......... 0 154,047 $ 914,974 $ . 846,545 $..31,784,418 $ 658,143 (274,290) $ ..... 8,742,078 $ 34,602,543 $ (1,443,143) $ ..... 7,298,935 $ 33,674,229 $ .... 34,565,795 $. 42,416,307 $ 42,909,649 $ . 9,137,728 7,270,849 5,522,973 6,328,429 711,153 · . 1,959,433 2,578,202 2,333,975 3,468,453 ...... 68,760 40,815 · 15,615 521,130 ... 0 $ 577,560 $ 10,091,651 $ 8,964,871 $ 153,449 6,883,878 .265,682 .... 5,576,576 .... 334,809 6,170,506 .186,980 756,518 ..... 0 2,014,058 124,015 . 2,371,739 327,799 2,367,575 211,436 3,497,850 · 377,747 0 ..... 413,781 $ . 5,810,700 ... 14,045,000 ..· 1,914,500 .... 885,200 228,115 663,615 1,405,700 .. 2,870,130 · .251,900 · 428,100 ..... 6,640,395 $ 35,143,355 $.. 43,487,209 $ ... 9,118,320 7,149,560 5,911,385 6,357,486 756,518 ..... 2,138,073 2,699,538 2,579,011 .3,875,597 ........... 413,781 $ ..... 39,379,955 $ 38,603,571 $ .... 2,395,698 $ ..40,999,269 . · .(6,000,000) (5,602,011) (182,582) (5,784,593) 196,998 .· 113,498 . 0 .. 45,500 45,500 0 . .. 350,000 . .0 · " '150,000 .... o .o ~o,ooo ~oo,ooo 23S,°oo .... i ....o $ ........ 790,000 $ ........ 692,498 $ 393,998 $ .... 34,072,453 $ .33,395,558 $. .3,003,116 .. .113,498 ........ 45,500 .. 150,000 640,000 . . . 235,000 $. .1,183,998 $ . 36,398,674 $ .......(398,224) $ .. 1,170,237 $..(2,425,556) $ (1,255,319) $ 8,343,854 $. ··9,514,091 $ 7,088,535 $. 7,088 535 % CHANGE IN BUDGET FROM FY 03 TO FY. 04 9.98% 1.27% 4.72% 2.86% (54.02°,6) 0.91% 23.68% 50.81% (28.84%) 52.87% 2.31% 5.98% 3.78% (2.42%) (2.49%) 5.86% 0.09% 0.21% 9.59% 3.04% 8.4096 9.74% N/^ 2.89% (5.04%) (42.39%) (86.83%) 0.00% N/^ 52.55% 39.86% 131 CITY OF COLLEGE STATION GENERAL FUND DEPARTMENT SUMMARY DEPARTMENT POLICE DEPARTMENT FIRE DEPARTMENT PUBLIC WORKS PARKS AND RECREATION LIBRARY DEVELOPMENT SERVICES OFFICE OF TECH & INFO SERVICES FISCAL SERVICES GENERAL GOVERNMENT GENERAL FUNI~"TOT/(L ...... ACTUAL FY O2 $ 8,843,085 6,360,340 5,346,269 5,945,183 734,082 1,869,605 2,295,795 2,092,053 3,258,999 $ 367745,411 EXPENDITURE BY DEPARTMENT REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM FY 03 FY 03 FY 04 FY' 04 FY 04 FY 03 TO FY 04 $ 9,344,204 $ 9,137,728 $ 8,964,871 $ 153,449 $ 9,118,320 (2.42%) 7,331,778 7,270,849 6,883,878 265,682 7,149, 560 (2.49%) 5,583,938 5,522,973 5,57 6, 576 334,809 5,911,385 5.86% 6,351,614 6,328,429 6,170,506 186,980 6,357,486 0.09% 754,955 711,153 756,518 0 756,518 0.21% 1,950,999 1,959,433 2,014,058 124,015 2,138,073 9.590/6 2,619,839 2,578,202 2,371,739 327,799 2,699,538 3.04% 2,379,060 .2,333,975 2,367,575 211,436 2,579,011 8.40% 3,531,515 3,468,453 3,497,850 377,747 3,875,597 9.74% $ ...3D,847,902 ~']'39,31:~,195 $' 38,603,571 $ 1,981,917 $ 40,585,488 1.85% CATEGORY SALARIES & BENEFITS SUPPLIES MAINTENANCE PURCHASED SERVICES CAPITAL OUTLAY GEN~L FUND TOTAL EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 $ 26,019,599 $ 27,801,211 $ 27,556,537 $ 27,858,274 $ 579,806 $ 28,438,080 2.29% 1,605,218 2,016,792 2,036,139 1,696,097 295,545 1,991,642 (1.25%) 3,205,630 3,467,243 3,371,343 3,203,576 133,470 3,337,046 (3.76%) 5,440,302 5,964,605 5,766,406 5,642,624 528,507 6,171,131 3.46% 474,662 598,051 580,770 203,000 444,589 647,589 8.28% "$ ...36,f4...5~411' . $ 39~8477902 $ 39~i1,195""] .... '$ --~8.i..6..03,57-f ..... ..'..$ 1,9'8!',9,17 .$.. 40~585,488 1.85°./.o., DEPARTMENT POLICE DEPARTMENT FIRE DEPARTMENT PUBLIC WORKS PARKS AND RECREATION LIBRARY DEVELOPMENT SERVICES OFFICE OF TECH & INFO SERVICES FISCAL SERVICES GENERAL GOVERNMENT GENERAL FUND TOTAL ...... ~ , PERSONNEL SUMMARY BY DEPARTMENT REVISED BASE PROPOSED PROPOSED % CHANGE iN ACTUAL ACTUAL BUDGET BUDGET SLAS BUDGET BUDGET FROM FY 01 FY 02 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 141.5 142.5 141.5 141.5 1.0 142.5 0.71% 96.0 100.0 103.0 102.0 3.0 105.0 1.94% 54.0 59.0 60.0 60.0 3.0 63.0 5.00% 111.0 117.0 116.5 116.5 0.0 116.5 0.00% 0.0 0.0 0.0 0.0 0.0 0.0 N/A 32.5 31.5 30.5 30.5 1.0 31.5 3.28% 23.5 23.5 22.5 22.5 0.0 22.5 0.00% 34.0 35.0 35.5 35.5 2.0 37.5 5.63% 42.75 42.25 41.0 42.0 1.25 43.25 5.49% ~35.25 55'0.75 ...............550.50 550.50 11.25 ...... 56i'.75 .... 2.'04% 132 GENERAL FUND-SOURCES FINES 8% OTHER 7% INVESTMENT EARNINGS 1% PROP. TAX 17% ROI 19% GRANTS 1% LICENSES AND OTHER TAXES PERMITS 5% 3% SALES TAX 39% PARKS 14% LIBRARY 2% GENERAL FUND - USES OTHER GEN. GOVT. _FINANCE 9% 9% 6% OTIS 6% PUB. WORKS 13% DEV. SERV. FIRE 5% 16% POLICE 20% 133 POLICE DEPARTMENT CITY MANAGER POLICE CHIEF I INTERNAL AFFAIRS OPERATIONS BUREAU COMMANDER SERVICES BUREAU COMMANDER SPECIAL SERVICES -~ COMMUNITY.RELATIO. N.,$ !  FLEET MAINTENANCE I SCHOOL SERVICES -~ PERMIT COORDINATOR 'I INFORMATION SERVICES -~ CENTRAL RECORDS ............ EVIDENCE CRIME ANALYSIS COMMUNICATIONS COMMUNICATIONs HOLDING FACILITY TECHNICAL SERVICES COORDINATOR RECRUITING AND TRAINING STAFF SERVICES UNIFORMED TRAFFIC PATROL CRIMINAL INVESTIGATIONS INVESTIGATIONS FORENSICS NARCOTICS HNT SWAT ADMINISTRATIVE SERVICES 134 CITY OF COLLEGE STATION POLICE DEPARTMENT SUMMARY EXPENDITURE BY DEPARTMENT REVISED ESTIMATED BASE PROPOSED PROPOSED ACIMAL BUDGET YEAR END BUDGET SLAS BUDGET DMS1ON FY 02 FY, 03 FY 03 FY 04 FY 04 FY 04 % CHANGE IN BUDGET FROM FY 03 TO FY 04 POLICE ADMINISTRATION $ .713,791 $ . .798,416 $ 808,619 $ ....699,013 $ 0 $ 699,013 UNIFORM PATROL 4,097,327 4,329,616 4,174,442 3,966,689 53,665 4,020,354 CRIMINAL INVESTIGATION 866,982 907,785 958,340 996,255. 99,784 1,096,039 PROFESSIONAL STANDARDS 256,798 330,253 340,804 339,224 0 339,224 QUARTERMASTER DMSION 756,138 727,779 696,279 743,253 0 743,253 COMMUNICATION/JAIL 1,156,871 1,196,259 1,1 44,810 1,172,485. 0 1,172,485 SPECIAL SERVICES 718,110 764,166 713,084 702,773 0 702,773 INFORMATION SERVICES 277,068 289,930 301,350 345,179 0 345,179 DEPARTMENT TOTAL ... $....8'843,085.... *i..9,3.4..4.~204 ~9'i37,728 $ ...... 8,964,871 $.153,449 $ .... 9,118,320 (12.45%) (7.14%) 20.74% 2.72% 2.139'o (1.99%) (8.03%) 19.06% -2.42% ................. EXPENDffURE BY CLASSIFICATION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY' 04 FY 04 FY 03. TO. FY 04 SALARIES & BENEFITS $~. 7,373,505 $. 7,881,195 $ 7,720,101 SUPPLIES 253,154 327,575 321,009 MAINTENANCE 347,755 353,568 332,937 PURCHASED SERVICES 786,868 751,466 725,816 CAPITAL OUTlaY 81,803. 30,400 37,865 $ 7,607,393 257,133 324,460 775,885 0 $108,387 $7,715,780 (2.10%) 17,272 274,405. (16.23%) 5,670 330,130 (6.63%) 5,620 781,505 4.00°6 16,500 16,500 (45.729'0) DEPARTMENT TOTAL $ . . 8,843,085 9,344,204 $ .... 9,137,728 $ ...... 8,964,871 $153,449 $ 9,118~320 (2.42%) PERSONNEL SUMMARY BY DIVISION REVISED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL ' ACTUAL BUDGET BUDGET SLAS BUDGET BUDGET FROM DMSION FY 01 FY 02 FY. 03 FY 04 FY. 04 FY 04 FY. 03. TO FY 04 POLICE ADMINISTRATION 8.0 9.0 10.0 9.0 0.0 9.0 (10.009'o) UNIFORM PATROL 67.5 67.5 67.5 66.5 0.0 66.5 (1.48%) CRIMINAL INVESTIGATION 15.0 14.0 14.0 15.0 1.0 16.0 14.29% PROFESSIONAL STANDARDS 3.0 4.0 3.0 4.0 0.0 4.0 33.33% QUARTERMASTER DiViSION ~ 1.0 1.0 1.0 1.0 0.0 1.0 0.00% COMMUNICATION/JAIL 28.0 27.0 27.0 27.0 0.0 27.0 0.00°6 SPECIAL SERVICES 9.0 11.0 12.0 11.0 0.0 11.0 (8.33%) INFORMATION SERVICES 10.0 9.0 7.0 8.0 0.0 8.0 14.2996 DEPARTMENT TOTAL 141.5 142.5 141.5 · 141.5 1.0 142.5 0.71% SERVICE LEVEL ADJUSTMENTS UNIFORM PATROL Patrol Bike Replacement and Maintenance $ 8,605 STEP Grant 45,060 CRIMINAL INVESTIGATIONS CiD Sergeant 99,784 POLICE TOTAL $ 153,449 135 FIRE DEPARTMENT CITY MANAGER FIRE CHIEF RESEARCH & PLANNING PUBLIC INFORMATION ADMINISTRATIVE ASSISTANT ASSISTANT FIRE FIRE CHIEF MARSHAL I TRAINING COORDINATOR IIII PREVENTION iiiiii "A" ~ COD~ "' ,SHIFT .., !!ENFORCEMENT, "B" PARKING SHIFT OPE~TIONS II III I I II SHIFT _ I III 136 DIVISION ., FIRE ADMINISTRATION HRE SUPPRESSION FIRE PREVENTION EMER. MEDICAL SERV. DEPARTME1;qT TOTAL., ACTUAL FY02 ...... $... 457,199 3,313,183 670,037. 1,919,921 $...6,360,3~6' ' CITY OF COLLEGE STATION FIRE DEPARTMENT SUMMARY "'EXPENDITURE B~"DIVISIOI(I REVISED BUDGET FY 03 ....... $ .. .469,717 ' 4,176,677 692,952 1,992,432 $.......7,..3.31,778 ESTIMATED BASE YEAR END BUDGET FY 03 FY 04 492,423 $ .. 352,703 .. 4,11.0,508. 3,868,572. 697,868. 684,866 1,970,050 1,977,737 $'"'...7,2~6,84~- .... $ ._6.,~83,87...8... PROPOSED SLAS FY 04 $ 7,5OO 243,682. 6,500 8,000 .$... ~ 265,682 PROPOSED % CHANGE IN BUDGET BUDGET FROM FY 04 FY 032. TO FY 04 $ ..... 360,203 (23.31%) 4,112,254 (1.54%) 691,366 (0.23%) 1,985,737 (0.34%) .$..:..7,1'~9,5~'6 (2.49%) CLASSIFICATION .......... SALARIES & BENEFITS SUPPLIES MAINTENANCE PURCHASED SERVICES CAPiTAL OUTLAY DEPARTMENT TOTAL ACTUAL FY02 ...... $ .. 5,351,027 271,565 217,907 453,675 66,166 ....... $ 6,360,340 EXPENDITURE BY CLASSIFICATION REVISED BUDGET FY 03 ESTIMATED BASE YEAR END BUDGET FY 03 FY 04 $ .... 5,776,605 $. 5,859,252 497,004. 326,143 259,198 230,674 494,902. 467,809 243,140 0 $.,~, $. 5,817,762 509,518 267,532. 508,066 228,900 $.....7,.3311778~ ..... $ 7,270,849 PROPOSED SLAS FY 04 $ i73,860 52,630 1,I00 32,092 6,000 $ 265'682 PROPOSED BUDGET FY 04 $ 6,033,112 378,773 231,774 499,901 6,000 $ 7,149,5__6...0.. % CHANGE IN BUDGET FROM FY 03. TO. FY 04 3.70% {25.66%) 03.37%) (1.61%) (97.38%) ......... (2.49%) DIVISION FIRE ADMINISTRATION FIRE SUPPRESSION FIRE PREVENTION EMER. MEDICAL SERV. ACTUAL FY01 4.0 50.0 10.0 32.0 DEPARTMENT TOTAL 96.0 PERSONNEL SUMMARY BY DIVISION ACTUAL FY02 REVISED BASE PROPOSED BUDGET BUDGET SLAS FY 03 FY 04 FY 04 5.0 54.0 10.0 31.0 100.0 5.0 56.0 11.0 31.0 103.0 4.0 56.0 11.0 31.0 ~02.0 0.0 3.0 0.0 0.0 3.0 SERVICE LEVEL ADJUSTMENTS ADMINISTRATION PREVENTION SUPPRESSION ALL DIVISIONS Employee recognition program Digital cameras and printer Phase III of Fire Station 5 Textbook training media Commercial washer extractor Maintenance SLA FIRE TOTAL PROPOSED BUDGET FY 04 4.0 59.0 11.0 31.0 105.0 ., % CHANGE IN BUDGET FROM FY 03. TO FY 04 (20.00%) 5.36% 0.00%. 0.00% 1.94% 7,500 2,500 200,530 19,852 6,300 29,000 265,682 137 PUBLIC WORKS CITY MANAGER DIRECTOR GREENWAYS MANAGER ASST. DIRECTOR PUBLIC WORKS FACILITIES MAINTENANCE TRAFFIC SYSTEMS iii lllllll STREET & DRAINAGE ADMINISTRATION ASST. DIR. PUB. WKS. BVSWMA DIRECTOR SANITATION SUPERINTENDENT SUPERINTENDENT CITY ENGINEER TRAFFIC ENGINEER 138 CITY OF COLLEGE STATION PUBLIC WORKS DEPARTMENT SUMMARY EXPENDITURE BY DMSION REVISED ESTIMATED BASE PROPOSED REQUESTED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM DIVISION FY' 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 PUBLIC WORKS ADMINISTRATION $ 509,950 $ 514,873' $ 529,476 $ 538,156 $ 20,000 $ 558,156 8.41% FACILITIES MAINTENANCE 961,010 1,130,629 1,113,781 1,132,584 0 1,132,584 0.17% STREETS MAINTENANCE 2,295,119 2,128,753 2,148,605 2,167,267 91,000 2,258,267 6.08% DRAINAGE MAINTENANCE 367,854 415,799 353,727 376,639 163,809 540,448 29.98% TRAFFIC SIGNS AND MARKINGS 142,342 161,559 161,055 213,978 0 213,978 32.45% ENGINEERING 609,672 771,201 735,683 682,542 0 682,542 (11.50%) TRAFFIC SIGNALS 460,322 461,124 480,646 465,410 60,000 525,410 13.94% DEPARTMENT TOTAL $ 5,346,269 $ 5,583,9,38 $ 5,522,973 $ 5,576,576 $ 33,4,809 $ 5,911,.385. 5.86% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SI_AS BUDGET BUDGET FROM CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 SALARIES & BENEHTS $ 2,555,677 $ 2,817,888 $ 2,793,537 $ 2,866,607 $ 90,372 2,956,979 4.94% SUPPLIES 177,691 181,268 198,268 182,224 12,100 194,324 7.20% MAINTENANCE 1,692,464 1,693,658 1,674,892 1,661,262 100,200 1,761,462 4.00% PURCHASED SERVICES 915,818 833,191 799,043 866,483 26,350 892,833 7.16% CAPITAL OUTLAY 4,619 57,933 57,233 0 105,787 105,787 82.60% DEPARTMENT TOTAL · $ 5,346,269 . ~ 5,583,.9.38 ..... $ ,5,522,97.,3' $ 5,576,576 $ 334,809 $. 5,91!.',385 5.86% PERSONNEL SUMMARY BY DIVISION REVISED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL ACTUAL BUDGET BUDGET SLAS BUDGET BUDGET FROM DIVISION FY O1 FY 02 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 PUBLIC WORKS ADMINISTRATION 6.0 7.0 7.0 7.0 0.0 7.0 0.00% FACIUTIES MAINTENANCE 6.0 6.0 7.0 7.0 0.0 7.0 0.00% STREETS MAINTENANCE 19.0 23.0 22.0 22.0 0.0 22.0 0.00% DRAINAGE MAINTENANCE 5.0 5.0 6.0 6.0 3.0 9, 0 50.00% TRAFFIC SIGNS AND MARKINGS 2.0 2.0 2.0 2.0 0.0 2.0 0.00% ENGINEERING 11.0 11.0 11.0 11.0 0.0 11,0 O. 00% TRAFFIC SIGNALS 5.0 5.0 5.0 5.0 0.0 5.0 0.00% DEPARTMENT TOTAL 54.0 59.0 60.0 60.0 3.0 63.0 5.00% SERVICE LEVEL ADdUSTMENTS ADMINISTRATION "Safe Routes to School" consultant $ 20,000 STREETS MAINTENANCE Annexed streets maintenance 91,000 TRAFFIC SIGNALS UPS @ six intersections 60,000 PUBLIC WORKS GENERAL FUND · DRAINAGE MAINTENANCE FTE Operator, 2 FTE Public Service Workers Mosquito Abatement PUBLIC WORKS DRAINAGE FUND $ 171,000 $ 152,309 11,500 $ 163,809 PUBLIC WORKS. TOTAL $ 334,809 139 PARKS AND RECREATION CITY MANAGER DIRECTOR ASSISTANT DIRECTOR ADMINISTRATION FORESTRY FORESTRY CEMETARY WOLF PEN CREEK RECREATION SPECIAL FACILITIES SENIOR SERVICES ATHLETICS CONFERENCE CENTER AQUATICS PROGRAMS & SPECIAL EVENT ,S, I B iiiii iii ii ~_~ .H/M p~oo~~ i I ii mil i i LINCOLN CENTER ................. INSTRUCTION ,, I PARKS OPERATIONS WEST DISTRICT I EAST ,,, DISTRICT YOUTH RECREATION 140 CITY OF COLLEGE STATION PARKS & RECREATION DEPARTMENT SUMMARY DMSION ADMINISTRATION RECREATION SPECIAL FACILITIES PARKS OPERATIONS FORESTRY · DEPARTMENT TOTAL ACTUAL FY 02 $ 656,051 $ 945,403 1,750,878 1,757,165 835,686 $ 5,945,183 $ EXPENDITURE BY DIVISION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 594,849 $ 604,169 $ 607,323 $ 80,000 $ 687,323 15.55% 1,041,653 1,045,336 1,041,337 45,080 1,086,417 4.30% 1,880,615 1,895,498 1,648,663 0 1,648,663 - 12.33 % 1,865,455 1,862,403 1,890,777 7,100 1,897,877 1.74% 969,042 921,023 982,406 54,800 1,037,206 7.03o/o 61351,614 $ 6,328..,..429 ..$ 6,170.,.506 ............ $ 186,980 $ 6,357,486 0.09% CLASSIFICATION SALARIES & BENEFITS SUPPLIES MAINTENANCE PURCHASED SERVICES CAPITAL OUTLAY DEPARTMENT TOTAL ,,, ACTUAL FY 02 $ 3,690,932 385,810 423,272 1,248,956 196,213 $ EXPENDITURE BY CLASSIFICATION REVISED BUDGET FY 03 3,897,878 499,939 574,433 1,303,346 76,018 ..... $ .... 6;351,6f/f' ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN YEAR END BUDGET SLAS BUDGET BUDGET FROM FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 3,948,640 $ 3,976,795 $ 3,130 3,979,925 2.10% 477,441 504, 012 15,350 519,362 3.89% 552,671 353,780 6,500 360,280 -37.28% 1,277,788 1,335,919 81,500 1,417,419 8.75% 71,889 0 80,500 80,500 5.90% $ 6,328,429 $. 6,17.0,50'6 . -"$ 18~;-980 $ 6,357,.486 .......... 0..09% -'~ERSOI~INEL SiJMMARY BY DlVlSION DMSION ACTUAL FY01 ACTUAL FY 02 REVISED BASE PROPOSED PROPOSED BUDGET BUDGET SLAS BUDGET FY 03 FY 04 FY 04 FY 04 % CHANGE IN BUDGET FROM FY 03 TO FY 04 ADMINISTRATION 10.0 9.5 9.5 9.5 0.0 9.5 0.00% RECREATION 16.0 13.0 13.0 13.0 0.0 13.0 0.00% SPECIAL FACILITIES 41.5 45.0 44.5 44.5 0.0 44.5 0.00% PARKS OPERATIONS 31.0 35.0 35.0 35.0 0.0 35.0 0.00% FORESTRY 12.5 14.5 14.5 14.5 0.0 14.5 0.00% 117.0 DEPARTMENT TOTAL "116:'~' 116.5 '" O:b ...... 116.5 ............... ........... 111.0 o.o6~ ' SERVICE LEVEL ADJUSTMENTS ADMINISTRATION RECREATION OPERATIONS, FORESTRY FORESTRY PARKS AND RECREATION TOTAL Large Format Copier Wolf Pen Creek Signage .Officiating Fees 65th Anniersary Celebration Lick Creek Phase I (Outsource maintenance City Hall and Police facilities) Vehicle Upgrade $ 9,500 70,500 19,950 25,130 55,100 6,800 $ 186,980 141 COLLEGE STATION LIBRARY CITY MANAGER I OTIS DIRECTOR ,,,, ,, ,, COMMUNICATIONS & INFO. SERVICES MANAGER LIBRARY STAFF 142 DMSION LIBRARY DIVISION TOTAL CITY OF COLLE6E STATION LIBRARy DIViSiON SUMMARY EXPENDITURE BY ACTMTY REVISED ACTUAL BUDGET FY 02 FY 03 $ 734,082 $ 754,955 $ 734,082 $ 754,955 ESTIMATED BASE YEAR END BUDGET FY 03 FY 04 $ 711,153 $ 756,518 $ .... 71171..53 $, 75...6..,518 PROPOSED SLAS FY 04 $ o ,,$ 0 PROPOSED BUDGET FY 04 , $ 756,518 $ 756,518 % CHANGE IN BUDGET FROM FY 03 TO FY 04 0.21% 0.210~ CLASSIFICATION ACTUAL FY 02 SALARIES & BENEFITS $ 0 SUPPLIES 318 MAINTENANCE 5,605 PURCHASED SERVICES 664,894 CAPITAL OUTLAY 63,265 .D..IVISION.TOTAL ... $ . 734,082 EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE BUDGET YEAR END BUDGET FY 03 FY 03 FY 04 ,,, $ o $ o $ o S50 1,567 S50 5,882 5,882 6,900 708,723 663,704 709,268 40,000 40,000 40,000 $ 754,955 $ 711,153 $ 756~518 PROPOSED SLAS FY 04 $ o 0. 0 0, 0 $ 0~ PROPOSED BUDGET FY O4 ,, 0 350 6,900 709,268 40,000 756,518 % CHANGE iN BUDGET FROM FY 03 TO FY 04 0.00% 0.00% 17.31% 0.08% 0.00% 0.21.°/6 DMSiON LIBRARY DMSION TOTAL PERSONNEL SUMMARY BY ACTMTY ACTUAL ACTUAL FY 02 FY 03 0,0 0.0 o.O o.o REVISED BASE BUDGET BUDGET FY 03 FY 04 0.0 0.0 0.0 0.0 PROPOSED SLAS FY 04 0.0 PROPOSED BUDGET FY 04 % CHANGE IN BUDGET FROM FY 03 TO FY 04 0.0 0.00% O.OO% 143 DEVELOPMENT SERVICES I L iiii iiiii CITY MANAGER ~'E II III I ENGINEERING ! DEVELOPMENT iii DIRECTOR ADMINISTRATION iiii iiii imlllll I PLANNING mill IIII! II II III BUILDING INSPECTION _111 ii INSPECTION ill DEVELOPMENT COORDINATION 144 CITY OF COLLEGE STATION DEVELOPMENT SERVICES DEPARTMENT SUMMARY EXPENDITURE BY DIVISION REVISED ESTIMATED BASE PROPOSED ACTUAL BUDGET YEAR END BUDGET SLAS DIVISION FY' 02 FY 03 FY 03 FY 04 FY 04 PROPOSED % CHANGE IN BUDGET BUDGET FROM FY 04 FY 03. TO FY 04 ADMINISTRATION $ , 740,536 $ .... 753,780 $ . 734,833 $ 808,333 ENGINEERING 147,974. 215,875 233,041 235,841 PLANNING 436,566. 465,892 463,804 453,076 BUILDING 406,829. 402,870 415,268 402,808 NEIGHBORHOOD, SERVICES 137,579. 95,212 95,655 96,630. HISTORIC PRESERVATIONS 121 17,370 16,832 17,370 DEPARTMENT TOTAL $ ...1,869,605 $..1,950,999 $ . 1,959,433 $ ..2,014,058 $ ....0 $ . .808,333 7.24% O 235,841 9.25% 77,511. 530,587 13.89% 46,504 449,312 11.53% 0 96,630 1.49% 0 17,370 0.00% ..124,015 $ 2,138,073 9.59% EXPENDITURE BY CLASSIFiCATION REVISED ESTIMATED BASE ACTUAL BUDGET YEAR END BUDGET CLASSIFICATION FY 02 FY 03 FY 03 FY 04 SALARIES. & BENEFiTS $. 1,520,075 $ 1,647,809 $ .. 1,682,i22 $ 1,724,668 SUPPLIES 88,068. 48,380 41,560 60,391 MAINTENANCE 45,674 40,089. 40,636 43,522. PURCHASED SERVICES 215,788 214,721 195,115 185,477 CAPITAL OUTLAY 0 0. 0 0 PROPOSED SLAS FY. 04 $ 46,744 15,571. 0. 61,700 0 PROPOSED % CHANGE IN BUDGET BUDGET FROM FY 04 FY 03. TO FY 04 ......... $ 1,771,412 7.50% 75,962. 57.01% 43,522 8.56% 247,177. 15.12% 0 0.00% DEPARTMENT TOTAL $ ·1,869,605 $. ..1,950,999 $ .1,959,433 $ .2,014,058 $ . .124,015 $...2,138 073 9.59% .......... PE~SoNN~L' SUMmariLY B~' 'I~s,o ~ ' REVISED BASE PROPOSED ACTUAL ACTUAL BUDGET BUDGET SI. AS DMSION FY. 01 FY. 02 FY 03 F'Y. 04 FY 04 PROPOSED % CHANGE IN BUDGET BUDGET FROM FY 04 FY 03 TO FY 04 ADMINISTRATION 12.0 12.0 12.0 13.0 0.0 13.0 8.33% ENGINEERING 3.0 3.0 3.0 3.0 0.0 3.0 0.00% PLANNING 10.5 6.5 6.5 5.5 0.0 5.5 (15.38%) BUILDING 7.0 7.0 7.0 7.0 1.0 8.0 14.29% NEIGHBORHOOD SERVICES 0.0 3.0 2.0 2.0 0.0 2.0 O. 00% HISTORIC PRESERVATION 0.0 0.0 0.0 0.0 0.0 0.0 0.00% DEPARTMENT TOTAL 32.5 31.5 30.5 30.5 1.0 31.5 3.28% SERVICE LEVEL AD,KISTMENTS BUILDING INSPECTION PLANNING Hiring of a Plans Examiner Annexation-Cost Study TRANSCAD Software and Part-Time intern DEVELOPMENT. SERVICES TOTAL $ 46,504 60,000 17,511 $. 124,015 145 OFFICE OF TECHNOLOGY AND INFORMATION SERVICES INFORMATION/ TECHNOLOGY INFORMATION SYSTEMS _ PC/NETWORK [ CITY ~ANAGER I AC~ON ...... CENTER I CONTRACT MANAGEMENT ,MANAGEMENT INFORMATION SYSTEMS APPLICATIONS ,,~EOGRApHiC .... INFORMATION SERVICES LIBRARY I PRINT/MAIL I UTILIIY CUSTOMER SERVICE CUSTOMER SERViCE METER SERViCES 146 CITY OF COLLEGE STATION OFFICE OF TECHNOLOGY AND INFORMATION SERVICES . DEPARTMENT SUMMARY EXPENDITURE BY DIVISION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM DIVISION FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 OTIS ADMINISTRATION $ 429,544 $ 600,543 $ 600,495 $ 378,600 $ I57,19I $ 535,791 (I0.78%) E-GOVERNMENT 0 66,960 66,719 82,578 53,000 135,578 N/A GEOGRAPHIC INFO SERVICES 211,778 199,025 182,000 187,009 0 187,009 (6.04%) MGMT INFO. SERVICES 1,654,473 1,753,311 1,728,988 1,723,552 117,608 1,841,160 5.0I% DEPARTMENT TOTAL . $ .... 2,295:.795 $ ~',619,8~'~ $ .... 2,S78,2'b2 $i_'..2,371,739 $ 327,799 $ 2,699:'538 ....... _ ..... -3':'0....4% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM; CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 041 PROPOSED SLAS FY O4 SALARIES & BENEFITS $ 1,340,804 $ 1,320,936 $ 1,288,774 $ 1,325,670 $ 0 $ 1,325,670 0.36% SUPPLIES 258,256 248,673 293,617 I72,658 174,799 347,457 39.72% MAINTENANCE 405,551 464,340. 438,851 483,432 3,000 486,432 4.76% PURCHASED SERVICES 228,588 424,890 440,117 226,979 100,000 326,979 (23.04%) CAPITAL OUTLAY 62,596 161,000 116,843 163,000 50,000 213,000 32.30% DEPARTMENT TOTAL $ 2,295,795 $ 2,619,839 $ 2,57....8,202 . .$ 2.,.~71,739 $ 327799 "$ 2,69b':538 ....... 3.04% DMSION PERSONNEL SUMMARY BY DlVlSION REVISED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL ACTUAL BUDGET BUDGET SLAS BUDGET BUDGET FROM FY 01 FY 02 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 ,,, OTIS ADMINISTRATION 6.0 6.0 5.0 5.0 0.0 5.0 0.00% E-GOVERNMENT 0.0 0.0 1.0 1.0 0.0 1.0 0.00% GEOGRAPHIC INFO SERVICES 2.5 2.5 2.5 2.5 0.0 2.5 0.00% MGMT INFO SERVICES 15.0 15.0 14.0 14.0 0.0 14.0 0.00% DEPARTMENT TOTAL 23.5 23.5 22.5 22.5 0.0 22.5 0.00% SERVICE LEVEL ADaUSTMENTS OTIS ADMINISTRATION E-GOVERNMENT MANAGEMENT INFO SYS OTIS GENERAL FUND BTU Franchise Uninterrruptable Power. Supply Citizen Contact Tracking Software Public Safety System Upgrade Upgrade to Microsoft Office XP Pro Software Maintenance $ .100,000 57,191 53,000 53,853 60,O00 .. 3,755 $..327,799 147 FISCAL SERVI~CE~S CITY MANAGER DIRECTOR ADMINISTRATION ASSlSTAN~ DIRECTOR ACCOUNTING MUNICIPAL COURT PURCHASING RISK MANAGEMENT 148 DIVISION FISCAL ADMINISTRATION RISK MANAGEMENT ACCOUNTING PURCHASING MUNICIPAL COURT - DEPARTMENT TOTAL ACTUAL FY O2 $ 322,217 157,310 674,821 257,639 680,066 ,$ 2,0921053 CITY OF COLLEGE STATION FISCAL SERVICES DEPARTMENT SUMMARY EXPENDITURE BY DIVISION REVISED ESTIMATED BASE BUDGET YEAR END BUDGET FY03 FY03 FY04 $ 347,847 ' $ 346,795 $ 358,765 248,191 222,989 253,290 741,062 740,464 741,121 284,961 294,961 279,600 756,999 728,766 734,799 .... ,'$ ~,,3,79,060,, $ 2t333,975' $'" 2,~3671~7.5. PROPOSED SI.AS FY 04 $ 16,000 0 20,000 0 175,436 ..... $..... 211,4_3..6... PROPOSED BUDGET FY 04 % CHANGE IN BUDGET FROM FY 03 TO FY 04 374,765 253,290 761,121 279,600 910,236 · $ 2,579,012 7.74% 2.05% 2.71% (1.88%) 20.24% 8.40% CLASSIFICATION ACTUAL FY 02 EXPENDITURE BY CLASSIFICATION REVISED BUDGET FY 03 ESTIMATED YEAR END FY 03 BASE BUDGET FY 04 PROPOSED SLAS FY 04 PROPOSED BUDGET FY 04 % CHANGE IN BUDGET FROM FY 03 TO FY 04 SALARIES & BENEFITS SUPPLIES MA~NTEr~CE PURCHASED SERVICES CAPITAL OUTLAY DEPARTMENT TOTAL 1,580,301 41,812 23,865 446,075 0 ,,, 2,092,053 $ 1,737,569 63,361 22,699 555,431 0 ,, $. 2,37.9,,060... $ 1,693,500 56,559 22,074 551,842 10,000 , $ 2,333,975 1,729,171 61,575 33,020 543,809 0 ..2,367,~75 $ 100,621 2,800 0 108,015 0 ,, ........ $ 211,4.36 $ 1,829,792 64,375 33,020 651,825 0 $ ~2,579,0~2 5.31% 1.60% 45.47% 17.35% 0.00% ,.. 8.40% DMSION HSCAL ADMINISTRATION RISK MANAGEMENT ACCOUNTING PURCHASING MUNICIPAL COURT DEPARTMENT TOTAL SERVICE LEVEL ADJUSTMENTS: ADMINISTRATION MUNICIPAL COURT ACCOUNTING PERSONNEL SUMMARY BY DIVISION ACTUAL ACTUAL REVISED BASE BUDGET BUDGET FY 03 FY 04 PROPOSED SI.AS FY 04,,, PROPOSED BUDGET FY O4 .,. 3.0 3.0 3.0 3.5 0.0 3.5 2.5 2.5 3.0 3.0 0.0 3.0 10.5 11.5 11.0 11.0 0.0 ll.0 4.5 4.5 4.5 4.0 0.0 4.0 13.5 13.5 14.0 14.0 2.0 16.0 35.5 34.0 35.0 35.5 2.0 BCAD Payment Collection Fees Contract Overtime to Serve Warrants One-Full Time Municipal Court Customer Service Reps Credit Card Fees Payment Plan Coordinator Inventory and valuation of. non-utility infrastructure % CHANGE iN BUDGET FROM Fy, 03 T,,O FY 04 16.67% 0.00% O. 00% -11.11% 14.29% 5.63% $ 16,000 51,416 35,500 31,568 22,800 34,152 20,000 FISCAL SERVICE TOTAL $..211,436 149 GENERAL GOVERNMENT HUMAN RESOURCES CITY SECRETARY ii Il IlIl CITY COUNCIL iiiiii i iiiii ~ ASSISTANT CITY MANAGER ~ MEA~ERGEN~ N,AGE~ENT ECONOMIC DEVELOPMENT/ COMMUNITY DEVELOPMENT iii ii LEGAL BUDGET & STRATEGIC PLANNING ii Ill Illllll Il II PUBLIC COMMUNICATIONS and MARKETING 150 CITY OF COLLEGE STATION GENERAL GOVERNMENT DEPARTMENT SUMMARY DMSION EXPENDITURE BY DMSION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SI.AS BUDGET BUDGET FROM F-'7 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 CITY SEC./MAYOR cOUNCIL CITY MANAGER COMMUNWY PROGRAMS LEGAL PUBLIC COMM./MARKETING HUMAN RESOURCES EMERGENCY MANAGF_aM~ BUDGET 8: STRATEGIC PLANNING COMMUNITY DEVELOPMENT ECONOMIC DEVELOPMENT $ 296,573 $ 316,758 $ 304,175 $ 307,885 $ 47,710 $ 355,595 12.26% 549,190 531,373 545,395 535,641 0 535,641 0.80% 110,469 124,101 119,098 110,997 7,020 118,017 4.90% 630,652 651,948 662,468 661,735 0 661,735 1.50% 203,422 255,242 250,548 253,054 298,442 551,496 116.07% 406, 285 423, 752 429,317 418,855 2,802 421,657 (0.490,6) 0 0 0 91,958 3,000 94,958 N/A 281,181 303,236 287,208 303,599 0 303,599 0.12% 571,760 603; 240 545,518 586, 819 3,773 590,592 -2.10% 209,467 321,865 324,726 227,307 15,000 242,307 -24.72% DEPARTMENT TOTAL $ 3,258,999 $ 3,531,515 .... $ 3~...468,453 ...... $ 3,4....9.7,850 ..... $. 377,7.47 $ 3,875,597 9.74%_. CLASSIFICATION EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY' 03 TO FY 04 SALARIES & BENEFITS SUPPUES MAINTENANCE PURCHASED SERVICES CAPITAL OUTLAY $ 2,607,278 $ 2,680,174 $ 2,653,258 $ 2,768,718 $ 56,692 $ 2,825,410 # 5.42% 128,544 137,728 149,114 131,611 5,023 136,634 (0.79°,6) 43,537 45,042 44,202 66,526 17,000 83,526 85.44% .479,640 664,771 618,079 530,995 113,230 644,225 (3.09%) 0 3,800 3,800 0 185,802 185,802 4789.53% DEPARTMENT TOTAL $ 3,258,999 $ 3,531,515 $ 3,4..6.8,453 .. $ _3~..4.97,850 ........ $ 377,747 $ 3,875,597 .. 9.74% DMSION PERSONNFI_ SUMMARY BY DMSION REVISED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL ACTUAL BUDGET BUDGET SLAS BUDGET BUDGET FROM FY 01 FY 02 FY 03 FY' 04 FY 04 FY 04 FY 03 TO FY 04 CITY SEC./MAYOR COUNCIL 4.0 4.0 4.0 4.0 0.0 4.0 0.00% CITY MANAGER 6.5 6.0 5.0 5.0 0.0 5.0 0.00% COMMUNITY PROGRAMS 0.0 1.5 1.5 1.5 0.0 1.5 0.00°,6 LEGAL 7.75 7.75 7.75 7.75 0.0 ' 7.75 0.00°,6 PUBLIC COMMUNICATIONS 2.0 2.0 2.0 2.0 1.0 3.0 50.00% HUMAN RESOURCES 6.0 5.5 5.75 5.75 0.25 6.00 4.35% EMERGENCY MANAGEMENT 0.0 0.0 0.0 1.0 0.0 1.0 N/A BUDGET & STRATEGIC PLANNING 4.5 4.5 4.5 4.5 0.0 4.5 0.00% COMMUNITY DEVELOPMENT 9.5 8.5 8.5 8.5 0.0 8.5 0.00% ECONOMIC DEVELOPMENT 2.5 2.5 2.0 2.0 0.0 2.0 0.00% DEPARTMENT TOTAL 42.75 42.25 41.00 42.00 1.25 43.25 5.49°,6 SERVICE LEVEL ADJUSTMENTS: ECONOMIC DEVELOPMENT CiTY SECRETARY COMMUNITY DEVELOPMENT PUBLIC COMMUNICATIONS/MARKETING HUMAN RESOURCES COMMUNITY PROGRAMS EMERGENCY MANAGEMENT GENERAL GOVERNMENT TOTAL Signage to Northgate · Bond/Charter Etection Cost Part-time Intern Media Specialist and television production equipment Update CS History Video Low Band Radio Broadcasting Add. Salary & Benefits for upgrade to full-time secretary Decision Making for first-time offenders Alert System 15,000 47,710 3,773 198,442 5,000 95,000 2,802 7,020 3,000 377,747 151 DEBT SERVICE FUND The City's basic debt management policies are explained in the Financial Policy Statements, included in the appendix to this document. The City continues to review its debt management policies and to address the particular concerns and needs of the citizens. The City strives to issue debt only to meet capital needs. This fund is prepared 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 several items. The full listing of these exceptions can be found in the Financial Policies on page F-I. State law in Texas sets the maximum ad valorem tax rate for a home rule city, such as College Station, at $2.50 per $100 dollars valuation, including all obligations of the city. The City of College Station's proposed ad valorem tax rate is 47.77 cents/$100 valuation. Current policy is to maintain at least 8.33% of annual appropriated expenditures and any associated fees as the Debt Service Fund balance at fiscal year end. The fund is in compliance with that policy. The most recent debt issues of the City of College Station have earned ratings* from Moody's and Standard & Poor's as follows: Stand~rd & Bond Type Poor's Moody's General Obligation AA- Aa3 Utility Revenue A+ A1 Certif. of Oblig. AA- Aa3 Revenues in the Debt Service Fund are anticipated to increase in FY 04 by 12% from the FY 03 revised budget, reflecting the increased taxable base in College Station. This also reflects the increase in transfers to pay for the debt service on the parking garage. The debt service portion of the ad valorem tax rate is proposed to be .28.31 cents per $100 valuation for FY 04. This is the same tax rate as in FY 03. In the fall of 1998, .the citizens of College Station approved $24.24 million in future bond authorization for streets, traffic, fire stations, land acquisition, parks and drainage improvements. Current analysis of the debt requirements in the future shows that the City will have enough debt capacity to issue all of the authorized bonds without a tax increase. In FY 04, it is estimated that $855,000 will be issued. Those funds will be used as follows: $855,000 for Greenways projects. A new bond authorization is planned for November 2003. If sucessful, this will provide additional general obligation bond authority, for future capital projects. It is also anticipated that the City will issue $15,050,000 of COs. These Certificates are expected to be issued as follows: · $3,150,000 for Business Park Development · $11,900,000 for the new Conference Center Each year an analysis is done to determine what resources are needed and if refunding and call options are available and in the best interest of the City. It is not anticipated that any bonds will be called in FY 04. The following section contains a schedule of requirements and a summary of requirements for all General Obligation Bonds and Certificates of Obligation. The detailed information for each individual GOB and CO is found in Appendix J. The schedule of requirements and the individual detailed information for all Utility Revenue. Bonds are also found in Appendix J. * The ratings are standard ratings of Moody's and S&P. The highest rating available on S&P is AAA and the lowest "investment grade" debt issue is BBB. In contrast, Moody's highest rating is Aaa and the lowest "investment grading" is Bbb. 152 CITY OF COLLEGE STATION DEBT SERVICE FUND FUND SUMMARY FY 03 FY 03 FY 04 FY 04 FY 04 FY 02 REVISED YEAR-END BASE PROPOSED PROPOSED ACTUAL BUDGET ESTIMATE BUDGET SLAS BUDGET % CHANGE ~q BUDGET FROM FY 03 TO FY 04 BEGINNING BALANCE 3,563,589 $ 2,350,689 $ 2,350,689 $ 1,636,229 $ 1,636,229 $ 1,636,229 REVENUES ADVALOREM TAXES, ETC. H~.STM~NT EARN~GS OTHER TRANSFERS TOTAL REVENUES TOTAL FUNDS AVAILABLE EXPENDITURES AND TRANSFERS GENERAL OBLIGA~ON BONDS CERTIFICATES OF OBLiGATION AGENTS FEES, OTHER COSTS OTHER TOTAL OPERATING EXPENSES AND TRANSFERS INC~E (DECREASE) FUND BALANCE 7,160,962 $ 7,689,713 $ 7,689,800 $ 8,351,450 297,219 100,000 100,000 55,000 1,013 0 0 0 753,672 958,500 958,500 912,609 8,212,866 $ 8,748,213 $ 8,748,300 $ 9,319,059 1,776,455 $ 11,098,902 $ 11,098,989 $ 10,955,288 0 0 0 511,015 511,015 2,147,244 $ 8,351,450 55,000 0 1,423,624 9,830,074 ,,, 11,466,303 $ 6,253,380 $ 5,336,193 $ 5,336,193 $ 4,943,837 $ 0 $ 4,943,837 3,122,010 4,113,567 4,113,567 4,310,849 0 4,310,849 8,753 6,000 13,000 13,000 0 13,000 0 8,998 0 0 0 0 $ 9,384,143 $ 9,464,758 $ 9,462,760 $ 9,267,686 $ 0 $ 9,267,686 , $ (1,171,277) $ (716,545) $ (714,460) $ 51,373 $ 511,015 $ , 562,388 $ (41,623) 9% -45% N/A 49% 12% 0% -7% 5% 117% -100% -2% ENDING FUND BALANCE $ 2,350,689 $ 1,634,144 $ 1,636,229 $ 1,687,602 $ 2,147,244 $ 2,198,617 i ii i i iiiii DEBT SERVICE FUND - SOURCES TRANSFERS iNVESTMENT i ~ 14,5% EARNINGS 0.6% ADVALOREM 85.0% DEBT SERVICE FUND - USES CERqTFICATES OF OBLIGATION 47% -~ _..._~.._~.~ . BONDS 53% 153 DEBT SERVICE SUMMARY OF REQUIREMENTS GENERAL OBLIGATION BONDS ALL SERIES FY 2003-2004 Issue Principal Interest G.O.B. Series 1991 G.O.B. Series 1994 G.O.B. Series 1995 G.O.B. Series 1996 G.O.B.. Series 1998 G.O.B. Series 1999 G.O.B. Series 2000 G.O.B. Series 2001 G.O.B. Series. 2002 G.O.B. Series 2003 0 42,500 300,000 159,500 300,000 163,425 1,100,000 248,278 265,000 257,769 275,000 234,950 310,000 367,830 130,000 117,470 195,000 280,355 · 0 196,760 TOTAL $ 2,875,000 $. ~ 2,068,837 Total 42,500 459,500 463,425 1,348,278 522.,769 509,950 677,830 247,470 475,355 196,760 $ 4,943,837 154 DEBT SERVICE SCHEDULE OF REQUIREMENTS GENERAL OBLIGATION BONDS ALL SERIES PRINCIPAL FISCAL TOTAL DUE OUTSTANDING AS OF YEAR PmNCIPAL INTEREST EACH YEAR OCTOBER 1 FY 04 2,875,000 2,068,83~7 4,943,83~ 43,320,0~00 FY 05 2,665,000 1,944,048 4,609,048 40,445,000 FY 06 2,510,000 1,810,973 4,320,973 37,780,000 FY 07 2,620,000 1,685,495 4,305,495 35,270,000 FY 08 2,710,000 1,556,330 4,266,330 32,650,000 FY 09 2,835,000 1,421,085 4,256,085 29,940,000 FY 10 2,985,000 1,279,416 4,264,416 27,105,000 FY 1! 3,09,5,000 1,130,979 4,22,5,979 24,120,000 FY 12 3,205,000 976,478 4,181,478 21,025,000 FY 13 3,075,000 822,459 3,897,459 17,820,000 FY 14 2,855,000 676,683 3,531,683 14,745,000 FY 15 2,715,000 539,140 3,254,140 11,890,000 FY 16 2,485,000 411,094 2,896,094 9,175,000 FY 17 2,620,000 279,260 2,899,260 6,690,000 FY 18 1,410,000 186,138 1,596,138 4,070,000 FY 19 785,000 133,319 918,319 2,660,000 FY 20 825,000 96,594 921,594 1,875,000 FY 21 865,000 86,934 951,934 1,050,000 FY 22 60,000 6,975 66,975 185,000 FY 23 60,000 4,275 64,275 125,000 FY 24 65,000 1,463 66,463 65,000 6,000,000 5,000,000 G.O.B. PRINCIPAL & INTEREST 4,000,000 3,000,000 2,000,000 ~ ,000,000 PRINCIPAL ~ INTEREST 155 DEBT SERVICE SUMMARY OF REQUIREMENTS CERTIFICATES OF OBLIGATION ALL SERIES FY 2003-2004 ISSUE - PRINCIPAL C.O. Series 1998 C.O. Series 2000 C.O. Series 2000 A C.O. Series 2001 C.O. Series 2002 C.O. Series 2003 C.O. Series 2003A TOTAL PRINCIPAL ISSUE - INTEREST C.O. Series 1998 C.O. Series 2000 C.O. Series 2000 A C.O. Series 2001 C.O. Series 2002 C.O. Series 2003 C.O. Series 2003A TOTAL iNTEREST TOTAL PAYMENT GENERAL. DEBT WPC TIF EQUIP REPL ASSOCIATED ASSOCIATED ASSOCIATED CONF.. CENTER ASSOCIATED 235,0OO 0 0 0 340,000 0 0 0 560,000 0 0 0 455,000 0 0 0 464,070 400,000 160,930 0 0 0 190,000 0 0 0 0 0 $ 400,000 $ 350,930 $ 2,054,070 200,305 0 0 29,750 155,876 0 0 0 351,055 0 0 0 108,824 0 0 0 495,675 79,103 28,072 0 0 0 24,754 0 32,435 0 0 0 $ 1,344,169 ,, $ 79,103 $ 479,103 $ 52,826 $ 403,756 $ 3,398,239 $ 29,750 $ 29,750 TOTAL 235,000 340,000 560,000 455,00O 1,025,000 190,000 0 2,805,000 230,055 155,876 351,055 108,824 602,850 24,754 32,435 $ 1,505,849 $ 4,310,849 156 DEBT SERVICE SCHEDULE OF REQUIREMENTS CERTIFICATES OF OBLIGATION ALL SEPdES FISCAL YEAR PRINCIPAL INTEREST ANNUALLY FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY10 FYll FY12 FY13 FY14 FY15 .FY16 FY17 FY18 FY19 FY 20 FY21 FY 22 FY 23 2,805,000 1,505,849 3,090,000 1,870,101 2,565,000 1,740,431 2,525,000 1,628,673 2,375,000 1,522,256 1,865,000 1,427,893 1,970,000 1,340,203 2,070,000 1,246,993 2,225,000 1,146,590 2,440,000 1,036,178 2,525,000 917,141 2,710,000 '789,529 2,900,000 651,494 3,075,000 504,027 3,195,000 350,121 2,620,000 208,494 2,655,000 7.9,097 200,000 9,146 0 4,830 115,000 2,415 PRINCIPAL TOTAL DUE OUTSTANDING AS OF OCTOBER 1 4,310,849 32,525,000 4,960,101 41,120,000 4,305,431 38,030,000 4,153,673 35,465,000 3,897,256 32,940,000 3,292,893 30,565,000 3,310,203 28,700,000 3,316,993 26,730,000 3,371,590 24,660,000 3,476,178 22,435,000 3,442,141 19,995,000 3,499,529 17,470,000 3,551,494 14,760,000 3,579,027 11,860,000 3,545,121 8,785,000 2,828,494 5,590,000 2,734,097 2,970,000 209,146 315,000 4,830 115,000 117,415 115,000 6,000,000 C.O. PRINCIPAL & INTEREST 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 PRINCIPAL O INTEREST1 157 CITY OF COLLEGE STATION PARKS XTRA EDUCATION FUND SUMMARY FY 02 ACTUAL BEGINNING FUND BALANCE $ 62,734 REVENUES XTRA EDUCATION REVENUES $ 90,444 INVESTMENT F2%RNINGS 2,986 OTHER 0 TOTAL REVENUES $ 93,430 TOTAL FUNDS AVAILABLE FY 03 FY 03 FY 04 FY 03 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET $ 71,333 $ 71,333 $ 53,753 $ 82,400 $ 88,000 $ 92,000 5,200 1,800 920 0 0 0 $ 87,600 $ 89,800 $ 92,920 156,164 $ 158,933 $ 161,133 $ 146,673 EXPENDFFURES XTRA EDUCATION PROGRAMS $ 57,454 CONTINGENCY 0 TRANS~ 26,735 TOTAL EXPENDrrURES $ 84,189 IN FUND BALANCE $ 9,241 GAAP ADJUSTMENT $ (642) ENDING FUND BALANCE $ 71,333 $ 92,080 $ 76,790 $ 92,020 0 0 0 30,590 30,590 31,062 $ 122,670 $ 107,380 $ 123,082 $ (35,070) $ (17,580) $ 36,263 $ 53,753 PARKS XTRA EDUCATION FUND - USES TRANSFERS 25% ~-~ XTRA EDUCATION PROGRAMS 75% $ 0 $ 53,753 $ 0 $ 92,000 0 920 0 0 $ 0 $ 92,920 $ 0 $ 146,673 $ 0 $ 92,020 0 0 0 31,062 $ 0 $ 123,082 $ (30,162) $ 0 $ (30,162) $ 23,591 $ 0 $ 23,591 PARKS XTRA EDUCATION FUND - SOURCES INVESTMENT /- EARNINGS EDUCATION 9996 % CHANGE IN BUDGET FROM FY 03 TO FY 04 11.65°/o (82.31%) 0.00% 6.07% (7.71%) (0.07%) N/A 1.54% 0.34% Established in FY 96, Parks Xtra Education is a joint effort of the City of College Station and the College Station Independent School District (CSISD) to provide community-based education programs. 'This fund is prepared on the modified accmai 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 several items. The full listing of these exceptions can be found in the Financial Policies on page F-I. Registration fees provide the primary funding for the Parks Xtra Education Fund. Revenues are projected to be $92,920 in FY 04. Proposed program funding for FY 04 is $123,082,. These funds include $92,020 to cover the cost of instructors, supplies, equipment, and various other program-related expenses. The remaining $31,062 is allocated for the payment of half the salary and benefits associated with the position responsible for administering the program. 158 CITY OF COLLEGE STATION PARKS XTRA EDUCATION DEPARTMENT SUMMARY' DIVISION PARKS XTRA EDUCATION DMSION TOTAL ACTUAL FY 02 $ 57,454 $ 57,454 EXPENDITURE BY ACTIVITY REVISED ESTIMATED BASE PROPOSED PROPOSED BUDGET YEAR END BUDGET SLAS BUDGET FY 03 FY 03 FY 04 FY 04 FY 04 $ .92,080 $ 92,080 $ 92,020 $ 0 $ 92,020 $.. 92,080 $ .... ..92,..080 $.. ,,92,020 .,. $ .... . ...... ..0 $, ,..92,020 % CHANGE IN BUDGET FROM FY 03. TO FY 04 (0.07%) (0.07%) EXPENDITURE BY CLASSIFICATION ACTUAL CLASSIFICATION FY 02 SALARIES&BENEFITS $ .0 suPPmS MAINTENANCE 0 PURCHASED. SERVICES 50,765 CAPITAL OUTLAY 0 ........... DIVISION TOTAL $ 57,454 REVISED ESTIMATED BASE PROPOSED PROPOSED BUDGET YEAR END BUDGET SLAS BUDGET FY 03 FY 03 FY 04 FY 04 FY 04 $ 8,000 $ .. 8,ooo $ . . .o $ .... o $.. o 13,480. 13,480 13,480 0 13,480 0 0. 0. 0 0 70,600 70,600. 78,540 0 78,540· 0 0 0. 0 0 $ . 92,080 $ , 92,,.080 ..... $ 92,020. $ ....... 0 $ 9.2..,.020 % CHANGE iN BUDGET FROM FY 03 TO FY 04 ......... 0.00% 0.00% 0.00% 11.25% 0.00% .... (0.07o/0) DIVISION PARKS XTRA EDUCATION DMSION TOTAL ACTUAL FY01 0.0 ,,, 0.0 PERSONNEL SUMMARY BY ACTIVITY REVISED. BASE PROPOSED PROPOSED ACTUAL BUDGET BUDGET SLAS BUDGET FY 02 FY 03 FY 04 FY 04 FY 04 0,0 0.0 0.0 0.0 0.0 % CHANGE IN BUDGET FROM FY 03. TO. FY 04 0.00% 0.0 0.0 0.0 0.0 0.0 0.00% ............. 159 ECONOMIC DEVELOPMENT FUND This is the sixth year to include, the Economic Development Fund in the budget document. The fund is utilized to account for funds, that are to. be used for business attraction and retention. This fund is prepared on the. modified accrual basis of. accounting. Using this. method, 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 several items. The full listing of these exceptions can be found in the Financial Policies on page. F-1. Revenues for the Economic Development Fund will be. collected from the. Electric, Water, Wastewater, and Sanitation Funds.. The contributions from these funds will total $250,000.. Investment earnings of approximately $5,280. are also anticipated in FY' 04. The. Economic Development Funds' expenditures are comprised of "Cash Assistance" payments to. various business prospects. This assistance. is aimed at providing prospective, businesses with start-up resources and provides existing, businesses, the opportunitY to. expand their operations. It is estimated that $500,000 will be. available, for cash. assistance, in FY 04.. Cash assistance in FY 04 is proposed to be allocated as follows: Economic Development Cash Assistance Organization FY 03 RVF' Marketing $501000 ...... Home. Depot 437,321 UCS 120,000 Lynntech 50,000 Northgate Arts Festival 10,000 Lane. Hospitality 200,000 Other 39...0.,000 Total $867,321 $500,000 FY O4 $~o,ooo 60,000 As can be seen from the table above,, there is $390,000 estimated to. be. available, for other economic development prospects and activities. Ii~ uncommitted at year-end,, these funds will contribute, to the. fund balance carried over from year to year. This flexibility gives the City an opportunity to. work with various, new and current businesses to ensure that College Station has a diverse and vibrant economy. 160 CITY OF COLLEGE STATION ECONOMIC DEVELOPMENT FUND SUMMARY BEGINNING BALANCE OPERATING TRANSFERS ELECTRIC FUND WATER FUND SEWER FUND SW COLLECTION .FUND INVESTMENT EARNINGS OTHER TOTAL P~/ENUES TOTAL FUlh~S AV~.BI..E EXPENDITURES AND TRANSFERS CASH ASSlSTANCE .. OTHER TOTAL OPEI~TING EXPENSES .... AND. ~SFERS INC~E (DECREASE) FUND. BALANCE ENDING FUND BALANCE FY 02 ACTUAL $. ·713,123 $ 214,900 .62,5O0 10,000 · ·12,500 36,444 $ 336,344 $ 1,049,467 $. 122,074 0 $ 122,074 $ 214,270 ,203) FY 03 FY 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET $ 920,190 $ ·920,190 Sm ..300,919 $ 215,000 $ 215,000 $ .215,000 ..... 12,500 . 12,500 .. 12,500 .10,000 ....... 10,000 ..10,000 12,500 · 12,500 . 12,500 16,920 18,350 ..... 5,280 ......... 0 ........ 0 ...... 0 $ 266,920 $ 1,187,110 $ 962,209 0. $ ..962,209 $. . .(695,289) $ .268,350 $ 1,188,540 $ .867,321 20,300 $. ·887,621 $. ..(619,271) $. .0 $ .300, 919 $ 0 m . 215,000 ..... 0 12,500 .... 0 10,000 ...... 0 ...... 12,500 .... 0 5,280 $. 255,280 $ 0 $ 556,199 $ .......... 0 $ .·500,000 .... 0 $ ¸ 0 500'000 $ ...... 0 $ (244,720) $ ........ 0 $ 920,190 $ .... 224,901 $ ...... 300,919 $ . 56,199 $ .... 0 255,280 .... 556,199 $. 500,000 $ .500,000 $. (244,720) $ 56,199 % CHANGE IN BUDGET FROM FY 03. TO FY 04 0% 0% 0% 0% -69% N/A -4% -53% -48% -48% -65% E i CONOMIC DEVELOPMENT FUND SOURCES · sw COLLE~ON INVESTMENT FUND ~ ~ '~SRNINGS 5% ~~ ,~~ 2% . SEWER FUND 4% WATER FUND 5% ELECTRIC FUND 84% ECONOMIC DEVELOPMENT FUND- USES CASH ASSISTANCE 10o% 161 COURT SECURITY FEE FUND In i999, the. State Legislature authorized a Court Security Fee. for Municipal Court fines. This fee is paid by. those who pay. tickets at the. College Station Municipal Court. This fee can be used to fund security projects to. the Municipal Court'. This fund is prepared using the modified accrual basis ot~ accounting. This accounting method realizes revenues are 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 several items.. The full listing of these exceptions can be found in the Financial Policies on page F-I. Court Security Fee revenues are projected to be~ $ 76,480 in FY 04. Expenditures of $168,548 are proposed in FY 04. These. expenditures include the salary and benefits associated with the bailiff position at the Municipal Court, as well as other security improvements to. the court facility. 162 CITY OF COLLEGE STATION COURT SECURITY FEE FUND SUMMARY BEGINNING FUND BALANCE REVENUES . COURT SECURITY FEES INVESTMENT INTERF~T OTHER TOTAL REVENUES EXPENDITURES COURT SECURITY PROJECTS · GEN/ADMIN TRANSFER . TRANSFERS OUT TOTAL EXPENDITURES INCREASE (DECREASE) IN. FUND. BALANCE ENDING FUND. BAIJ~CE FY 02 ACTUAL $ 97,456 $ 57,487 5,175 0 $ 62,662 $ 0 32,356 0 $ 32,356 $ 30,306 $ (972) $ 126,790 FY 03 FY. 03 FY, 04 FY 03 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET $ 126,790 $ 126,790 $ 113,900 $ 61,400. $ 73,000 $ 74,460 3,600 3,560 2,020 0 0 0 $ 65,000 $ 76,560 $ 76,480 $ 75,000 $ 20,000 $ 120,000 35,000 35,000 48,548 0 34,450 0 $ 110,000 $ 89,450 $ 168,548 $ (45,000) $ (12,890) $ (92,068) $ 81,790 $ 113,900 $ 21,832 $ 21,832 $ 113,900 $ 0 $ 74,460 0 2,O2O 0 0 $ 0 $ 76,480 $ 0 $ 120,000 0 48,548 0 0 $ 0 $ 168,548 $ 0 $ (92,068) $ 21,832 $ 21,832 % CHANGE IN BUDGET FROM FY 03 TO. FY 04 21% -44% N/A 18% 60% 39% N/A 53% COURT SECURITY FEE FUND - SOURCES INVESTMENT COURT, SECURITY FEES 97% COURT SECURITY FEE FUND - USES GEN/ADMIN TRANSFER 29% COURTSECURffY PROJECTS 71% 163 COURT TECHNOLOGY FEE FUND In 1999, the State Legislature authorized a Court Technology Fee for Municipal Court fines. Those who. pay. tickets at the College Station Municipal Court contribute to this fee. This fee. can be. used to. fund technology projects at the Municipal' Court facility. Projects could include enhancements and improvements to the Municipal Court computer systems and various other improvements that involve, technology. This fund is prepared using the. modified accrual basis of accounting. This accounting method realizes revenue 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 several items. The full. listing, of these exceptions can be found in the Financial Policies on page F-1. Court Technology. Fee revenues are. projected to be. $103,460 in FY 04.. ~ $245,000. in budgeted expenditures is included in the proposed FY 04 budget. 164 CITY OF COLLEGE STATION COURT TECHNOLOGY FUND SUMMARY BEGINNING FUND BALANCE REVENUES COURT TECHNOLOGY FEES INVESTMENT INTEREST OTHER TOTAL REVENUES EXPENDITURES COURT TECHNOLOGY PROJECTS TOTAL EXPENDITURES ~CRF~E (DECREASE) IN FUND BALANCE ENDING FUND BALANCE FY 02 ACTUAL FY 03 FY 03 FY 04 FY 03 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET $. 103,253 $ 136,926 $ 76,153 $ ...... 78,200 5,931 7,500 ......... 0 ............ 0 $. 82,084 $ .85,700 $ 136,926 $ 189,756 $ ..98,000 $ . 99,960 4,830. 3,500 ..... 0 0 $ ...... 48,216 $ 102,830 $ 103,460 $ .......... 0 $. 37,680 $ ....100,000 $ 50,000 $...245,000 $ 37,680 $ 100,000 $.~ 44,404 $. (14,300) $ .... 50,000 $ ...... 52,830 $ ....189,756 $ 245,000 $ 189,756 $ (10,731) $.. 136,926 $ 122,626 $ 99,960 3,500 O. $ 103,460 $ 245,000 $ . . 0 $ 245,000 $ (141,540) $ .... 0 $ (141,540) $ 48,216 $ .....48,216 $ 48,216 % CHANGE IN BUDGET FROM FY 03 TO FY 04 28% -53% N/A 21% 145% 145% COURT TECHNOLOGY FUND - SOURCES COURT TECHNOLOGY FEES COURT TECHNOLOGY FEFS 97% COURT TECHNOLOGY FUND - USES COURT TECHNOLOGY PROJECTS 100°,6 165 POLICE SEIZURE FUND This fund accounts for items received by the City through the Police Department as a result of criminal investigations. These funds are used for one time equipment and other purchases to assist in police actiVities. This fund is prepared using the modified accrual basis of accounting. This accounting method recognizes revenues 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 several items. The full listing of these exceptions can be found in the ~Financial Policies on page F-I. Police Seizure Fund revenues are estimated to be $3,110 in FY 04. Total funds available are expected to be $16,798. Expenditures of $2,700 are budgeted for in FY 04. These expenditures are anticipated to be for items to assist in police activities. 166 CITY OF COLLEGE STATION POLICE SEIZURE FUND SUMMARY FY 03 FY 03 FY 04 FY 04 FY 04 FY 02 REVISED YEAR-END BASE PROPOSED PROPOSED ACTUAL BUDGET ESTIMATE BUDGET SLAS BUDGET % CHANGE IN BUDGET FROM FY 03 TO FY 04 BEGINNING FUND BALANCE 22,255 $ 13,978 $' 13,978 $ 13,688 $ 13,688 $ 13,688 REVENUES POLICE SEIZURE REVENUES INVESTMENT EARNINGS OTHER $ 8,359 $ 6,000 $ 2,000 $ 2,700 $ o $ 2,700 957 700 410 410 0 410 0 0 0 0 0 0 (55.00%) (41.43%) N/A TOTAL REVENUES $ 9,316 $ 6,700 $ 2,410 $ 3,110 $ 0 $ 3,110 (53.58%) TOTAL FUNDS AVAILABLE 31,571 $ 20,678 $ 16,388 $ 16,798 $ 13,688 $ 16,798 (18.76%) EXPENDITURES POLICE SEIZURE PROGRAMS CONTINGENCY TRANSFERS $ 17,367 $ 3,500 $ 2,700 $ 2,700 $ 0 $ 2,700 0 0 0 0 0 0 0 0 0 0 0 0 (22.86%) N/^ N/^ TOTAL EXPENDITURES $ 17,367 $ 3,500 $ 2,700 $ 2,700 $ 0 $ 2,700 (22.86%) INCREASE (DECREASE) IN FUND BALANCE $ (8,051) $ 3,200 $ (290) $ 410 $ 0 $ 410 $ (226) ENDING FUND BALANCE $ 13,978 $ 17,178 $ 13,688 $ 14,098 $ 13,688 $ 14,098 POLICE SEIZURE FUND - SOURCES INVEST. EARNINGS : . ~ ..... 13% '~ POLICE SEIZURE REVENUES 8796 POLICE SEIZURE FUND - USES POLICE SEIZURE PROGRAMS 100% 167 GENERAL GOVERNMENT CAPITAL PROJECTS BUDGET The City of College Station annually develops a five- year Capital Improvements Program. The CIP is then presented for City Council review as part of the annual budget process. The list consolidates all anticipated capital needs for which funding authorization exists. 'The program is also divided into several sections depending on the services provided and the funding source. The City only has legal authority to issue general obligation debt after a successful citizen referendum. General Obligation (GO) debt is debt that obligates the City to repay the issue with ad valorem tax revenues. The City uses GO debt for the acquisition and development of parks and recreation facilities, rights- of-way acquisition, construction of arterial streets, reconstruction of major arterial streets, and for public buildings such as City offices, libraries, swimming pools and other general use facilities. The 1998 November election granted the City authority to issue $24,240,000 in General Obligation debt. $4.79 million was issued FY 03. The proceeds from this debt issuance will fund the construction of fire station 5, the purchase of greenways, street rehabilitation, traffic enhancements, and land acquisition for the future city center and the extension of Longmire. The FY 04 Proposed Budget includes $855,000 in General Obligation debt for Greenways projects. The City has sta~tory authori~, and City Council policy allows for the use of non-voter authorized debt instruments such as certificates of obligation and contract obligations (generally referred to as CO's). City Council policy allows the City to use such instruments for capital items such as the following: The purchase and replacement of major computer systems and other technology-based items that have useful lives of not more than ten years. The purchase and replacement of major equipment items such as fire fighting equipment. The City has however developed policies and procedures to provide almost all of this equipment without issuing debt. The purchase of land and development of land for economic development uses. In FY 03, the City issued $780,000 in CO debt for various General Government capital projects. The bulk of this $780,000 will fund the construction of an intersection at future State Highway 40 and Greens Prairie Road. The FY 04 Budget includes issuing $15,050,000 in CO's. This includes $3.1 million for infrastructure costs' associated with the development the Spring Creek Corporate Campus Phase I. C.O.'s in the amount of $11.9 million are also scheduled for the new conference center project. Revenue bonds are issued when a capital asset will reside in one or more of the City's enterprise funds. Revenue bonds do not normally require voter approval. The 1998 bond elections provided funding authorization for a wide range of capital projects. These projects included street extensions and reconstruction, traffic projects, as well as parks development and parkland acquisition. Improvements to Fire Station #2, along with a new fire station (Fire Station #5), were authorized. Funds were also authorized for the acquisition of land for a new cemetery site, City Center and to increase greenway /floodplain areas. The City will continue those remaining authorized projects in accordance with the five-year CIP plan. The successful citizen referendum acknowledged that the approved projects would be accomplished without increasing the ad valorem tax rate for debt service. However, it was anticipated that the ad valorem tax rate would be increased to pay for Veteran's Park and Fire Station #5 operations. In FY 02, an ad valorem tax increase of 4.84 cents per $I00 valuation was approved. Of this increase, 1.84 cents was required for operating and maintenance expenses associated with Veteran's Park and Fire Station #5. In FY 04, no increase in the ad valorem tax rate is proposed. 'A new 5 year general obligation bond election is scheduled for November 2003. If successful this election will provide additional general obligation bond authority for future projects important to the future of 'College Station. STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL PROJECTS Street Rehabilitation Projects In FY 04, $1.2 million is proposed for rehabilitation to streets in the Southside area. This is a multFyear effort to rehabilitate the infrastructure in older parts of College Station. Also in FY 04, $500,000 has been proposed for various street rehabilitation projects. $200,000 of this amount will be used to overlay newly annexed streets, and $300,000 will be used to rehabilitate thoroughfare streets within the City. Street Extension Projects Street extension projects include $632,404 for completing the widening George .Bush Dr. from Texas 168 Avenue to Harvey Road. $722,000 is the anticipated project expense for phase Ii of the Jones Butler Road project. Additionally, the FY 04 Proposed Budget projects $2.2 million for the Longmire Drive extension project, $3.7 million toward the widening of Greens Prairie Road, and $3.4 to for the extension of Dartmouth Drive from Krenek Tap Road to FM 2818. These street projects will help to address traffic issues that have been highlighted in the citizen survey and other feedback received from College Station citizens. Street TxDOT Projects Working in conjunction with the Texas Department of Transportation, in FY 04 the City expects to complete the Texas Avenue Streetscape Ph II and George Bush Dr. Medians. It is anticipated that $580,000 will be used for Texas Avenue Widening Phase I[ streetscaping, and $175,000 for the George Bush Drive medians. TxDOT timing on these projects will determine when these expenditures will be made. The City pays ten percent of right-of-way costs, and also pays for any enhancements, such as the application of any streetscaping desired in the project. Traffic Projects In FY 04, there is no proposed new budget appropriation for traffic signal enhancements. However, $72,000 is projected to cover the cost of widening Holleman and the intersection of Holleman and Texas Avenue. Sidewalks and Trails Projects The City of College Station has worked over the years to ensure adequate transportation infrastructure for pedestrians and bicyclists. The City has an adopted sidewalk and bike loop plan. As new development occurs, sidewalks are an important aspect that must be considered. In FY 04, $75,000 for neighborhood capital improvements is proposed. The Anderson sidewalk project and the Longmire sidewalk project are expected to be completed in FY 04. PARKS CAPITAL PROJECTS The most significant parks projects for FY 04 are improvements to the Lincoln Center. The FY 04 budget includes $623,000 to expand the Lincoln Center and $350,000 to add a covered multi use pavilion to the facilities. These projects are part of the implementation of Tarrow Park Master Plan which the City Council approved earlier in 2003. PARKLAND DEDICATION CAPITAL PROJECTS Parkland dedication funds can be used for projects in neighborhood parks within the various park zones. The funds come from a dedication required as new development occurs in College Station. In FY 04, projects anticipated to use parkland dedication funds include $700,000 for Woodway Park development, $175,000 for a park in Zone 5. GENERAL GOVERNMENT AND CAPITAL EQUIPMENT CAPITAL PROJECTS General government and capital equipment projects are planned assets that have value to more than one specific area of City operations. Two main divisions within this category are public facilities and technology projects. In FY 04, significant projects include: $1,255,780 for construction of Fire Station # 5; $917,000 to replace the City's phone system, $200,000 to complete the fiber loop, and $100,000 to begin setting aside funds for a topographic/aerial map. Other technology related projects proposed for FY 04 include the completion of the replacement of the public safety computer system, as well as the addition of several other public safety technology projects. These include a police booking system, a police field reporting system, and a fire tone out system. CONVENTION CENTER CAPITAL PROJECTS In FY 04, $12,108,750 is the anticipated Convention Center project expense. This project entails the construction of a conference center facility in conjunction with the development of a full service hotel. Additionally $1.1 million is projected to cover the cost of associated utility infrastructure. BUSINESS PARK PROJECTS In FY 04, there are two significant business park related projects. These include $2,320,000 for the construction of the Spring Creek Corporate Campus Phase I and $415,000 for development of a new class B business center. An additional $250,000 is also included in the proposed budget for costs associated with the existing business park. These include reimbursement for a fence being built, and funds for minor improvements in the existing business park facility.. ADDITIONAL O&M COSTS The FY 04 budget includes a number of capital projects that have been recently completed and have added operations and maintenance expense. In particular, the City's general fund has been and will continue to be impacted by capital projects as they come online. The FY 04 Proposed Budget included an additional, $229,583 for operating costs associated with fire station #5, which is slated to come online in · 2004. The proposed budget also includes $55,100 in costs associated with the improvements to Lick Creek Park. An additional $53,853 is proposed for the additional maintenance costs associated with the new public safety computer system. 169 GENERAL GOVERNMENT STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL iMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 BEGINNING FUND BALANCE: ADDITIONAL RESOURCES: GENERAL OBLIGATION BONDS CERTIFICATES OF OBLIGATIONS INTERGOVERNMENTAL INTRAGOVERNMENTAL INVESTMENT EARNINGS OTHER SUBTOTAL ADDITIONAL RESOURCES TOTAL RESOURCES AVAILABLE STREET REHABILITA~ON PRO~ECT$ GRAHAM RD UPGRADE PH II 2 TARROW ST. SOUTH ' STREET REHAB. PROJECT APPROVED PROJECT BUDGET ACTUALS FY 02-03 BUDGET ESTIMATE NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03 ST0001 ST0002 ST0003 FIRST & MAPLE STREET REHAB ST0201 DOMINIK ST REHAB ST0216 SECOND STREET PLAZA ST0030 WEST PARK (souTHSIDE) COLLEGE PARK/BREEZY HEIGHTS (SOUTHSIDE) ANNEXATION OVERLAYS TBD THOROUGHFARE REHABILITATIONS TBD CLOSED PROJECTS SUBTOTAL STREET EXTENSION PROJECTS * JONE~BUTLER RD PH Ii 1 GEORGE BUSH E. WIDENING GEORGE BUSH EAST EXT. * ROCK PRAIRIE RD REALIGN * VICTORIA OP * BARRON ROAD ROW LONGMIRE EXT-BIRMINGHAM-GRAHAM * LONGMIRE F_XT-G~-C~RE~ MEAD GREENS PRAIRIE RD. WIDENING DARTMOUTH EXTENSION PHASE II UNIVERSITY DR. WIDENING DSN BARI:ION ROAD INTERCHANGE HWY40/6 GREENS PRAIRIE RD ST0005 ST9804 ST9916 ST9923 ST9928 ST0006 ST0007 ST0100 ST0214 ST0211 ST0213 ST0212 TBD CLOSED PROJECTS SUBTOTAL 1,718,000 464,000 2,620,500 789,250 75,0OO 675,000 1,200,000 2,5OO,OOO 200,000 30O,OOO 2,036,000 2,312,000 1,735,000 832,000 626,000 316,000 455,000 2,594,000 4,369,000 3,600,000 250,000 675,000 750,000 12,214,522 21,818,544 21,818,544 4,501,000 8,977,600 9,761 1,254,447 702,874 ..329,664... 15,77,,5,346 27,989,868 1,221,267 6,065 4,665 52,855 24,248 575,947 0 0 0 0 1,154,857 $ 3,039,905 2,111 136,736 855,340 639,373 28,526 2,154 19,905 183,761 121,593 47,921 0 0 0 0 $ 2,037,420 1,693,000 1,693,000 750,000 750,000 768,000 470,000 0 148,000 300,000 600,000 ..75,000 .. 0 .3.,586,oo..0 $ ... 3,6~ooo .... 25,479~.544 $ 25,479,544 0 235,167 0 417,084 780,000 0 0 50,000 0 780,000 67,982 0 0 0 0 0 0 0 0 84,965 $ 780,000 $ 1,635,198 0 583,000 182,000 673,682 0 33,000 0 9,844 0 0 0 217,000 0 200,308 0 431,821 0 500,000 0 200,000 0 1,000 0 100,000 750,000 750,000 0 42 $ 932,000 $ 3,699,697 STREET TXDOT PROJECTS TX AVE STREETSCAPE PH I1 GEORGE BUSH DRIVE MEDIANS SUBTOTAL ST9915 ST0102 50O,OO0 350,000 0 0 0 0 0 0 $ o $ o $ o 170 GENERAL GOVERNMENT STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROPOSED FY 03-04 BUDGET APPROPRIATION PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07'08 FY 08-09 18,441,308 18,441,308 4,007~,044 1,693,044 1,648,044 1,603,044 1,558,044 0 0 0 1,366,395 270,000 0 $ $ ... 1~636,395 20,077,703.29 0 0 0 0 0 0 0 1,200,000 0 0 0 0 0 0 0 0 0 0 1,366,395 1,000,000 0 0 0 0 270,000 120,000 30,000 30,000 30,000 30,000 0 0 0 0 0 0 1,636,395 $ 2,320,000. $ 30,000 $ 30,000 $ ... 30,000 $ 30,000 20,07.7~.703 $ 6,327 0~0444 $ 1,723,04,4. $ 1,678,044 $~ 1.,633,044 $ 1.,.588,04.4... 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 866,395 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,200,000 1,200,000 0 0 0 0 0 0 0 2,500,000 0 0 0 0 200,000 200,0.00 0 0 0 0 0 300,000 300,000 0 0 0 0 0 0 $ 2,566,395 0 $ 1,700,000 0 0 0 0 0 0 $ 2,500,000 $ o $ o $ o $ o 722,000 722,000 0 0 0 0 632,404 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 150,000 447,000 0 0 0 0 200,000 0 0 0 0 0 8,100 0 0 0 0 0 2,173,760 0 0 0 0 0 3,747,000 0 0 0 0 0 3,352,000 0 0 0 0 0 246,000 0 0 0 0 0 575,000 0 0 0 0 0 0 0 0 0 0 0 0 $ 11,806,264 0 0 0 0 0 $ 1,169,000 $ 0 $ 0 $ 0 $ 0 $ 0 580,000 0 0 0 0 0 175,000 0 0 0 0 0 $ 755,000 $ o $ o $ o $ o $ o 171 GENETM .GOVERNMENT STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEME~ PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 TRAFFiC PROJECTS * TRAFFIC MGMT. IMPROVE. TRAFFIC SIGNAL ENHAN. HOLLEMAN WIDENING JOE ROUTE @ KIMBROUGH GB EAST DRIVE@DOMINIK GB EAST EAST @HOLLEMAN GATEWAY SIGNAL @ UNIVERSITY HWY 30/6 SIGNAL UPGRADE TEXAS AVENUE@MANUEL DRIVE HRE PRE-EMPTION SYSTEM CLOSED PROJECTS SUBTOTAL SIDEWALKS & TRAILS J&D MILLER PARK SIDEWALK/TRAIL NEiGHBORHOOD/STREETSCAPE BIKE LOOP MISC. BIKE TRAILS TAMU SIDEWALKS UNIVERSITY SIDEWALKS LONGMIRE SIDEWALKS ANDERSON SIDEWALKS NEIGHBORHOOD CIP EMERALD FOREST HOA CLOSED PROJECTS SUBTOTAL PROJECT APPROVED PROJECT BUDGET ACTUALS FY 02-03 BUDGET ESTIMATE NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03 ST0011 728,000 0 0 0 ST9511 3,463,229 0 538,000 57,711 ST0106 112,000 39,582 0 72,419 ST0210 10,000 3,118 0 6,882 ST0205 100,000 17,267 0 92,733 ST0206 110,000 12,842 0 97,158 ST0207 135,000 ~ 12,671 0 122,330 ST0219 17,496 17,496 0 0 ST0017 100,000 11,225 0 88,775 ST9810 175,000 83,651 0 22,833 21,344 0 0 219,196 $ 538,000 $ 560,841 ST0200 29,250 62,230 0 0 ST9802 54,800 0 0 0 ST9409 1,348,000 941 0 0 ST9803 180,000 0 0 0 ST9924 400,000 665 400,000 260,000 CD1275 98,500 0 0 85,500 ST0204 207,000 0 0 75,000 ST0203 150,000 779 0 100,000 ST0012 ANNUAL 27,066 75,000 75,000 ST0218 7,50O 0 0 0 $ 91,681 $ 475,000 $ 603,000 TRANSFER OUT OTHER DEAN INTERNATIONAL DEBT ISSUANCE COSTS GENERAL & ADMIN. CHARGES TOTAL EXPENDITURES ENDING FUND BALANCE: GAAP Notes: 1 - Geor§e Bush Widenin§ includes $600,000 thorou§hfare funds and $890,000 GOB. * - Indicates projects funded throu§h November 1998 G.O. Bond Authorization 2 - Tan'ow Street funding includes $272,000 from a grant. 3-Funded throu§h CDBG Funds. 0 0 0 25,291 0 0 318,675 360,000 270,000 78,000 19,500 19,500 260,000 250,000 250,000 $ 6,070,168 $ 3,354,500 $ 7,038,236 101,156 $ 21,818,544 $ 22,125,044 $ 18,441,308 172 GENERAL GOVERNMENT STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROPOSED FY 03-04 BUDGET APPROPRIATION PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJE~ FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 72,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $ 0 $ 72,000 0 0 0 0 0 $ o $ o $ o $ o $ o 0 0 0 0 0 0 49,000 0 75,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 460,000 0 0 0 0 0 180,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 132,000 0 0 0 0 0 50,000 0 0 0 0 0 75,000 75,000 75,000 75,000 75,000 75,000 0 0 0 0 0 0 0 ' 0 $ 124,000 $ 257,000 0 0 0 $ 715,000 $ 75,000 $ 75,000 0 0 75,000 $ 75,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 264,000 264,000 0 0 0 0 0 0 0 0 0 0 0 0 350,000 350,000 250,000 0 0 0 0 $ 2,438,000 $ 17,639,703 $ 16,070,659 0 $ 4,007,044 $ 4,634,000 $ 75,000 $ 75,000 $ 1,693,044 $ 1,648,044 $ 1,603,044 $ 75,000 $ 75,000 $ 1,558,044 $ 1,513,044 173 GENERAL GOVERNMENT PARKS PROJECTS CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROJECT APPROVED PROJECT BUDGET ACTUALS FY 02-03 BUDGET NUMBER AMOUNT FY 01-02 APPROPRIATION BEGINNING FUND BALANCE: ADDrHONAL RESOURCES: GENERAL OBUGATION BONDS CER'gFICATES OF OBLIGATIONS INTERGOVERNMENTAL INTRAGOVERNEMENTAL INVESTMENT EARNINGS OTHER SUBTOTAL ADDrrlONAL RESOURCES TOTAL RESOURCES AVAILABLE PARK PROJECTS BILGE MADELEY PARK DEV. OAKS PARK IMPR. RAINTREE PARK IMPR. HCK CREEK DEVELOPMENT VETERANS ATHLETIC PARK DEV SOUTHWOOD PARK IMPR. CENTRAL PARK IMPR. THOMAS POOL IMPR. BEE CREEK UGHTS COMMUNrrY PARK ADD LAND PURCH. * LINCOLN CENTER EXP PK9706 PK0067 PK0068 PK0069 PK9941 PK0076 PK0101 PK0104 PK0303 TBD LINC.. CTR. COVERED BASKETBALL PAV~LUON HELD REDEVELOPMENT PK0300 .... 45,000 28,000 ...44,000 511,000 3,236,000 156,000 17,000 · .19,000 118,000 40,000 623,000 .350,000 24,000 $ 4,295,406 $ ...... 757,978 $ .... o $ ...... o .... 129,000 ...... 0 ..... 0 ....... 80,000 · 89,000 ...... 0 .... 74,057 .... 10,000 ........ ..67,525 ............... 671000 $ ...... 359,,582 $ ........... 172,000 .... $ 4,654~988 $ .......... 929,978 .... 29,811 0 46,562 0 0 0 35,859 80,000 3,012,561 0 0 119,000 0 0 0 0 0 0 0 0 0 0 0 0 0 34,400 Estimate FY 02-03 ,,, 757,978 80,000 ... 0 25,000 .~. 67,000 .... $ .,~ 172,000 $ .... 929,978 0 24,068 0 117,000 37,000 69,000 17,000 19,000 33,000 0 0 0 24,000 CLOSED PROJECTS DEBT ISSUANCE COST GENERAL & ADMIN. CHARGES TOTAL EXPENDITURES ENDING FUND BALANCE: * - FUNDED THROUGH COMMUNrrY DEVELOPMENT BLOCK GRANT 716,316 900 55,000 ,, $ . ..3,897,010 757,978 0 0 ..... 20,000 $ ....... 253,400 $ ....... 676,578 0 0 · 20,000 .360,068, $ 569,9'10 174 GENERAL GOVERNMENT PARKS PROJECTS CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROPOSED FY 03-04 Appropriations $ ·569,910 PROJECTED PROJECTED FY 03-04 FY 04-05 PROJECTED PROJECTED PROJECTED PROJECTED FY 05-06 FY 06-07 FY 07-08 FY 08-09 $ . 569,910 $ 24,910 $ 26,210 $ ...... 27,210 $ . 28,210 $ 29,210 .. 1,013,000 15,000 ' 67,000 $ ..... ~,p9~,ooo~ $ .... 1,664~9.10 $ o $ ....... o · . 0 . 0 · 0 . ·0 1,013,000 ..... 0 . . .15,000 .... 1,000 .... 67,000 ........ 68,300 , $ ....1~095,000 , $ .... 69,300 . $ ..... 1,664,91q. $ .... 94,210 $ ... o $ ........ o ~0 . 0 ......... 0 0 · 1,000 1,000 . .., 69,700 ............. 71,10~ $ ....... 70,7~0~ $ 72,100. $ ...... o $ o .... 0 0 .. 0 ..... 0 ......... ~,ooo ~,ooo ~. ~22,5o0, . ........ ?4,000 $ ......... 73,500 ...... $ ...... .... .75,Q00 $ ...... 101,710 ...$ .... .104,~!0 0 0 0 0 0 0 0 0 0 40,000 .451,294 35O,OOO .89,000 0 0 20,000 $ 950,294 5,000 0 0 0 16,000 0 394,000 0 18,000 0 0 0 , 0 0 0 0 85,000 0 40,000 0 623,000 0 350,000 0 89,000 68,000 0 0 20,000 4o,oo "' . 0 0 $ 68,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 . 0 0 0 0 0 69,700 71,100 0 0 0 0 ..... 0 . · 0 ~69,700 $ .... 71,100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 72,500 74,000 0 0 0 0 ........... 0 , . 0 $ · 72,500 $ ....... 74,000 $. .714,616 $ · 24,910 $ .26,210 . .27,210 $ 28,210 $ ..... 29,210 $ 30,210 175 GENERAL GOVERNMENT PARKLAND DEDICATION CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 BEGINNING FUND BALANCE: ADDITIONAL RESOURCES: CONTRIBUTIONS · INVESTMENT EARNINGS · TRANSFERS IN · OTHER ....... SUBTOTAL ADDITIONAL RESOURCES · TOTAL RESOURCES AvAILAB~ F PARKLAND DEDICATION FUND ZONE 1. PARK NORTHGATE LINEAR PARK zoNE 2 PAR~ ZONE 3 (WOLF PEN CREEK) INTRGEN BENCHES BENCH REPLCMNT ZONE 4. PARK ZONE 5 PARK EDELWEISS PARK INTRGEN BENCHES SOLrH-{WOOD PLAYGROUND CVRS SOLrFHWOOD AP SIDEWALKS ZONE 6. PARK SOUTH KNOLL JOGGING TRACK BEE CREEK PARK BENCHES ZONE 7 PARK WOODWAY PARK ZONE 8. PARK ZONE 9 PARK ZONE 10 PARK SHENANDOAH PARK ZONE 11. PARK PROJECT ACTUAL APPROVED PROJECT BUDGET FY 02 FY 02-03 BUDGET ESTIMATE NUMBER AMOUNT APPROPRIATIONS FY 02-03 , PK0051 TBD PK0052 PK0053 PK0212 PK0214 PK0054 TBD PK0216 TBD TBD PK0056 TBD TBD PK0057 PK9803 PK0058 PK0059 PK0060 PK0061 1,212,527 1,474,927 1,474,927 $... 209,347 $ ...... 50,000 $. 50,000 94,750 5,000 .......... 5,000 ........... 0 ........... 0 .......... 0 0 ................. 0 ........ 0 $ 304,097 $ .................. 5~,000 $ 1,51~624 $ ........... 1,529,927 53,000 150,000 . 9,219 5,000 8,162 ...9,300 ._. 5,000 76,842 18,000 25,OOO 22,000 51,000 0 ·0 8,162 5,570 0 .. 0 0 0 0 mm 336 0 0 ....... 18,000 150,000 .......... 2,000 ..... 20,OO0 . 170,000 0 .... 25,000 ...... 0 .~ 0 .. . 88,000 · 0 0 .... 400,202 .. 710,000 ..... 612 ·175,000 0 ... 17,000 0 0 ........ 4,000 . . 700,000 ........ 0 ...... 0 ............ 0 ........ 0 ...... 0 ...... 111,000 .·0 0 ... 27,584 ..... 0 $ ............ $5,ooq,, $ ....... 1,529,927 ..... 22,000 ............. 0 0 18,000 25,000 22,000 . 12,000 · 0 ·8,000 .... 12,000 113,000 0 CLOSED PROJECTS TRANSFER PROJECT GENERAL & ADMIN.. CHARGES TOTAL EXPENDITURES 15,197 0 120,000 ...... 15,000 ........ 5,000 $ 195,849 $ .......... 1,289,000 ........ 5,000 $ 237,000 ENDING FUND. BALANCE: (701) $ .... 1,320,074 $ 240,927 $... 1,292,927 176 GENERAL GOVERNMENT PARKLAND DEDICATION CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROPOSED FY03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED APPROPRIATION FY 03-04 FY 04-05 FY 05-06 FY 06-07 PROJECTED PROJECTED FY 07-08 FY 08-09 1,292,927 1,292,927 35,927 36,927 37,927 38,927 41,927 5o, ooo $ .... 50,000 $ ..... o $~ . o $ .......o $ .... o $ ..... o .... 5,000 1,000 .... 1,000 .. 1,000 ....... 1,000 3,000 3,000 o ........ o . . o o ........... o o o o ...... o o o ..... o o o $ ....... , ...... 55,000 $ .......... 51,000 $ 1,000 $ ......... ;,~....1,000.,,,, $.,,;,,,.,,. .... 1,000 ,~, ...... 3,000 $ 3?000 $ ~ 1,347~927 $... 1,343,9,2..7, $ ........ 36,927 $ 37,927 $ 38,927 $ .......... 41,927 $ ..... 44,927 .................. 0 ...... 0 ........... 0 ...... 0 ............ 0 ........... '0 0 ...... 0 150,000 0 0 ........... 0 0 .0 118,000 ........... 120,000 ..... 0 ................... 0 ...... 0 .......... 0 ......... 0 ........... 5,000 5,000 .......... 0 0 ....... 0 .......... 0 · 0 ................ 0 .... 0 ........ 0 0 ...... 0 0 .~ 0 ..... · 0 ..... 0 .... 0 ......... 0 ............ 0 0 . 0 ......... 0 ... 20,000 ........ 0 · 0 .......... 0 0 0 ............... 26,000 26,000 ....... 0 0 .......... 0 0 .. 0 ....... 0 ...... 0 ...... 0 · .0 .......... 0 ....... 0 ..... 0 0 ........ 0 . 0 . . 0 0 0 0 . .. .......... 0 0 ....... 0 . 0 ..... 0 ..... 0 ....... 0 .......... 0 0 0 0 .... 0 . . .0 ..... 0 90,000 .......... 90,000 . 0 .... 0 .... 0 ..... 0 0 .......... 0 , .... 0 ......... 0 0 ...... 0 0 .... 0 ....... 0 ....... 0 0 . 0 .... 0 ...... 0 ............ 0 .......... 0 0 ..... 0 .0 ....... 0 ....... 0 .... 0 ......... 0 .. 700,000 ....... 0 ....... 0 ......... 0 ...... 0 .... 0 0 ....... 0 ....... 0 .... 0 ........ 0 0 0 .0 0 ..... 0 ..... 0 ...... 0 .. 0 0 0 ............ 0 . 0 .... 0 .... 0 . 0 .... 0 0 175,000 0 0 .... 0 0 .......... 0 .. 14,000 ........ 17,000 ..... 0 .... 0 .... 0 ..... 0 0 0 0 0 . . 0 .......... 0 0 ..... 5,ooo , 5,ooo .. $ 258,000 $ ..... 1,308,000 $ ..0 .... 0 .......... 0 ............. 0 o $ ..... o $ o $ o $ 1,089,927 $ ......... 35,927 $ . 36,927 $ .... 37,927 $ · 38,927 $ , '41,927 $ ........ 44,927 177 GENERAL GOVERNMENT FACILITIES AND TECHNOLOGY CAPITAL iMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 BEGINNING FUND BALANCE: . ADDITIONAL RESOURCES: . GENERAL OBLIGATION BONDS CERTIFICATES. OF OBLIGATIONS · INTRAGOVERNMENTAL · CONTRIBUTIONS INVESTMENT EARNINGS OTHER PROJECT PROJECT BUDGET ACTUAL FY 02-03 BUDGET NUMBER AMOUNT FY 01~ 02 APPROPRIATIONS TOTAL ESTIMATE FY. 02-03 SUBTOTAL ADDITIONAL RESOURCES TOTAL RESOURCES AVAILABLE PUBLIC FACILITIES LIBRARy BOOK DONATIONS * CEMETERY LAND ACQUISITION FIRE STATION # 5 * CITY CENTER LAND ACQUISITION FIRE STATION #1 REHAB. 1 MUNICIPAL COURT/FIRE ADMIN BUILDING CLOSED PROJECTS SUBTOTAL TECHNOLOGY PROJECTS HUMAN RESOURCES MODULE PUBLIC SAFETY SYSTEM AFIX FINGERPRINT SOFTWARE POLICE BOOKING POLICE HElD REPORTING FIRE TONE OUT SYSTEM RECORDS STORAGE HAND HELD. METER READING REPLACEMENT 2 AS400. ENHANCEMENT PARD AUTOMATION FIBER OPTIC LOOP PBX (PHONE SYSTEM) REPLACEMENT AUTOMATED CUSTOMER SERVICE RADIO REPLACEMENT MOBILE DATA TERMINAL REPLACEMENTS ADDITIONAL TECHNOLOGY IMPR. WEB SITE REDESIGN 2 ATM NETWORK REPLACEMENT TOPOGRAPHIC/AERIAL MAPS SUBTOTAL GG9901 GG9905 GG0201 GG0002 GG0103 GG0100 CO0021 CO0022 CO0023 TBD TBD TBD CO0024 TBD CO0100 TBD ME9701 TBD CO0102 TBD TBD TBD TBD TBD TBD 291,348 · 275,000 .1,567,000 .1,560,000 677,0O0 . 3,233,069 $ .. 23,o33 800,000 .25,060 141,000 .. 100,000 50,000 .... 326,000 .... 50,000 175,000 .171,000 400,000 . 917,000 ., 207,000 ..3,400,000 ... 222,000 129,000 60,000 .. 5OO,OOO 630,000 $ . 4,466,043 $ .......6,259,450 $ ..... 6,259,450 $ 1,030,000 $ 2,097,000 $, 2,097,000 2,316,800 57,000 0 I2,231 0 113,071 0 0. 0 218,820 75,000 150,000 555 0. 13,530 $ .....3,578,406 $ ...... 2,229,000 $ .... 2,37,3,601 $ .... ~044,449 ,,$ ....... 8,488,450 $ ..... 8,633,051 0 75,000 0 0 1,220 1,317,000 3,200 0 93,522 0 820,610 113,069 75,000 275,000 310,000 1,651,000 601,000 2,396,153 257.963 0 0 $ 1,176,515 $ ..... 1,505,069 $ .....5,308,153 DEBT ISSUANCE COSTS TRANSFERS OTHER GENERAL & ADMIN. CHARGES TOTAL EXPENDITURES $. . o $ ............. o 128,480 0 0 0 0 0 0 0 0 0 23,066 57,000 0 0 7,654 0 0 0 17%056 0 0 0 93,277 0 0 0 0 0 0 0 0 0 0 0 0 0 $.. 431,533 $ ...... 57,000 $ 27,300 0 0 ...... 60,000 $... 1,649,369 $ 19,200 89,000 13,749 55,000 $ ·1,784,997 GAAP. ADJUSTMENT GAAP -$ . 2 ENDING FUND BALANCE: $ ...... 6,259,4~50. $ 6,839,081 Notes: * - Funded through November 1998 G.O.. Bond Authorization 1- Total project of $3,1120,000 to be funded as foIlows:. $1,800,000 Electric Fund, $700,000 Water Fund, $1250,000 W W Fund and $370,000 Sanitation Fund. 2 - Proposed to be funded through the issuance of Certificates of Obligation. $ 23,030 570,000 0 0 0 0 50,000 0 0 100,000 150,000 0 35,000 0 0 0 60,000 0 0 $. 988,030 $. 20,000 0 0 ~.. 60,000 $ 6,376,183 $ .... 2,256,868 178 GENERAL GOVERNMENT · FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004. THROUGH FISCAL YEAR 2008-2009 PROPOSED FY 03-04. BUDGE/ APPROPRIATION $ 2,256,868 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY, 07-08 FY 08-09 $ . 2,256,S68 $ ...... 51,368 $ .... 368 $ ... 368 $ .... 3,368 $ ..... 6,368 0 1,017,000 o 90,000. 0 $ .. o $ . o $ o $. .o $ · . o 0 700,000 0 0 200,000 1,017,000 415,000 3,720,000 72,000 0 o. 0 0 0 0 90,000 10,000 20,000. 3,000 3,000 0 0 0 0 0 $. o 0 o o 3,000 o $ 1,107,000 $ .... 1,107,000 $ 3,363,86~,, $. ..... 3,363,868 1,125,000 $ ,.,. 3,740,.0..90 ~ ...... 75,000 ...$ ....... 203.000 $ ...... 3,000 ,$ ...... 1,~368 $ 3,740,368 $,,,,,,.. 75,368' $ ...... 206,368 ~;,. ....... 9~368 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 . 1,255,780 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $ ....... ' ..... $ 1,255,780 $ ................. $ ..... $ ......... - $ ............. $ ............. $ ...... o $ . ,o $ .......o $ o $ ...... o 0 100,000 0 0 0 0 0 0 0 0 0 141,000 0 0 0 0 100,000 0 0 0 0 50,000 0 0 0 50,000 50,000 41,000 0 0 0 0 50,000 0 0 ' 0 0 200,000 0 0 0 71,000 0 0 0 100,000 200,000 0 0 0 917,000 917,000 0 0 0 0 78,000 0 0 0 0 0 100,000 3,300,000 0 0 0 0 155,000 72,000 0 129,000 0 0 0 0 0 0 0 0 0 0 500,000 0 0 100,000 100,000 265,000 265,000 $ ............. o $ .... o o o o o o o o o 0 o o o 0 o 200,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $ ..... 1,167,000 $ 1,936,000 $ ..... 1,156,000 $ .3,720,000 $ .... 72,000 $ 200,000 $ .... 0 $ o $. o $ . .o $ . . o 0 0 0 0 0 0 0 0 120,720 120,720 ..... 2,,0,000 20,000 $. 1,287,720 $ 3,312,500 $ .....1,176,000 $ .. 3,740,000 $ . o $ ...... o $ .. o o o o o o o o ........ o .. o $ . 72,000 $. 200,000 $ ...... 0 $ 2,076,148 $ .51,368 $ .... 368 $ .... 368 $ 3,368 $ ....... 6,368 $ ..... 9,368 179 GENERAL GOVERNMENT CONVENTION ,CENTER CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROJECT PROJECT BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY~ 02-03 BEGINNING FUND BALANCE: $. . 9,239,193 $ · 8,817,029 $ 8,817,029 ADDITIONAL RESOURCES: CERTIFICATES OF OBLIGATION INTRAGOVERNMENTAL INVESTMENT EARNINGS $ 0 $ ..... 11,400,000 0 ........ 1,100,000 329,134 400,000 . 600,000 300,000 SUBTOTAL ADDITIONAL RESOURCES $ .... $29,134.... $ ........ 12,900,000 $ ........ 90P,OOO_ ..... TOTAL RESOURCES AVAILABLE PUBLIC. FACILITIES 1 CONFERENCE CNTR HWY 30/60. 2 HWY 30/60 INFRASTRUCTURE GG0005 GG0105 18,000,000 .3,900,000 $ .... 9,568,327 $ ..... 21,71.7..,029 $ ........ 9,7~029 338,434 ..... 2,803,038 .... 914,000 · .228,787 ...... 0 ...... 2,767,000 OTHER DEBT SERVICE GENERAL & ADMIN CHARGES TOTAL EXPENDITURES 6,549 .... 127,529 ....... 50,000 ..... 0 ..... 0 ..... 230,000 ...... 230,000 .. 50,000 ........ 50,000 $ ...... 751,299 $ .. 3,083,038 $ ....... 3,961,000 ............ GAAP 1 ENDING FUND BALANCE: $. 8,817,029 $ ........18,633,991 $ 5,756,029 1., Convention Center funded through $5,500,000 in Certificates of. Obligations, $500,000 from the Electric Fund,. and $600,000. flrom the Hotel Motel Fund. 2 - Hwy 30/60 Corddor development costs funded as follows: $1,560,000 Electdc Fund, $'1,690,000 from the Water Fund, and $400,000 from the Wastewater Fund. 180 GENERAL GOVERNMENT CONVENTION CENTER CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROPOSED FY 03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED APPROPRIATION FY 03-04 FY 04-05 FY 05-06 FY~ 06-07 FY 07-08 $ ..... 5,756,029 $ 5,756,029 $ 4,893,189 $ ...... 300,939 $ 306,939 PROJECTED FY08-09 $ . .312,939 $ .318,939 $ ..... 11,900,000 $. 11,900,000 $ ........ 0 $ ...... 0 ...... 250,000 250,000 0 0 300,000 300,000 35,000 6,000 . o $ ....... o $ ........o 0 o o 6,000 6,000 6,000 $ ......... 12,450,000 $. 12,450,000 $ .............. 35,000 $ ........ 6,000 $ ....... 6~.0.00 $ ........ 6,000 $ ......... 6,000 $ .... 18~206,0.2...9' $ .... 1&206,029 $ 4,92.8,189 $ ......... 306,939 $ ...... 312,939 $ ........ 318,939 $ ...... 324,939 - 5,805,712 12,108,750 .... 4,627,250 .......... 0 .... 0 0 ..... 0 ........ 0 ..... 1,133,000 ...... 0 ..... 0 ....... 0 .... 0 ............ 0 .... 0 ............ 0 .... 0 ......... 0 . . 0 0 ...... 0 ..... 29,750 ...... 29,750 ' · ....... 0 ..... 0 .... 0 .. 0 .... 0 ....... 41,340 ..... 41,340 ..... 0 .......... 0 .............0 ...... 0 ............. 0 $ ....... 5,876,802 $ ..... 13,312,840 $ ...... 4,627,250 $ ..... 0 $ ............ 0 $ ....... 0 $ ........... 0 $ .... 12,329,227 $ 4,893,189 $ .......... 300,939 $ 306,939 $ 312,939 $ ......... 318,939 $ ..... 324,939 181 GENERAL GOVERNMENT BUSINESS PARK CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROJECT PROJECT BUDGET ACTUAL FY 02-03 BUDGET NUMBER AMOUNT FY 01-02 APPROPRIATIONS TOTAL ESTIMATE FY 02-03 BEGINNING FUND BALANCE: ADDITIONAL RESOURCES: CERTIFICATES OF OBLIGATIONS INTRAGOVERNMENTAL INVESTMENT EARNINGS OTHER .... = SUBTOTAL ADDITIONAL RESOURCES TOTAL RESOURCES AVAILABLE BUSINESS PARK FUND BUSINESS PARK PHASE II & III SPRING CRF_~K CORPORATE CAMPUS PHASE 1 NEW BUS CENTER B OTHER DEBT ISSUANCE COST GENERAL & ADMIN CHARGES TOTAL EXPENDITUP. E~ ENDING FUND BALANCE: GG9705 2,050,000 DE0001 2,729,000 DE0002 2,750,000 GAAP $ 2,435,179 $ 2,309,264 $ o $ 0 84,138 74 $ 2,519,391 $ 56,203 83,424 0 0 0 0 500 70,000 $ 210,127 $ 2,309,264 3,150,000 0 150,000 0 3,3..0o,ooo .. 5,609,264 0 225,000 717,000 0 0 0 0 15,000 50,000 $ 1,007,000 $ 4,602,264 $ $ 2,309,264 0 0 70,000 0 ... 70,000 2,379,264 .,. 0 409,000 0 0 0 0 0 15,000 50,000 $ 474,000 1,905,264 182 GENERAL GOVERNMENT BUSINESS PARK CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROPOSED FY 03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED APPROPRIATION FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 2,309,264 $ 1,905,264 $ 2,165,264 $ 360,264 $ 390,264 $ 420,264 $ 450,264 $ 3,150,000 $ 3,150,000 $ 500,000 $ 0 $ 0 $ 0 $ 0 0 0 0 0 0 0 0 100,000 100,000 30,000 30,000 30,000 30,000 0 0 0 0 0 0 0 0 $ ,3,250,000 $ ,,, 3,250,000 ,,$ 530,000 $ ,, 30,0,0,0 $ 30,000 ,$ 30,000 $ o ..$ 5,559,264. $ 5,155,264 $ 2,695,264. ~ 390,264 . $ 420,264 _ $ .4507264. $ 450,264 250,000 250,000 0 0 0 0 0 2,320,000 2,320,000 0 0 0 0 0 0 415,000 2,335,000 0 0 0 0 O' 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O. 0 0 0 0 0 0 5,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,570,000 $ 2,990,000 $ 2,335,000 $ 0 $ 0 $ 0 $ 0 $ 2,989,264 $ 2,165,264 $ 360,264 $ 390,264 $ 420,264 $ 450,264 $ 450,264 183 Embracing the Past Exploring the Future 184 COMBINED UTILITY FUNDS The combined utility funds account for revenues and expenditures in all of the utility related funds in the City. These include Electric, Water,. and Wastewater activities. The Electric, Water and Wastewater Funds are prepared on the modified accrual basis 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. Electric Fund revenue is proposed to be $48,354,700. and expenditures are. proposed at $44,943,565 in FY 04. Water Fund revenue for FY 04. is. estimated to be $9,316,700. This is. 1.3% below the. FY 03. year end estimate, of $9,437,663... This. slight decline is due to revenues received from the. sale of the Park Place Water Tower property, in FY 03. No additional revenues for the sale. of City. property is anticipated for FY 04. Customer growth is projected to be 3% based on historical trends,, overall economic indicators and population projections; however, weather conditions may impact water, consumption. There are no water rate changes proposed in FY 04. , FY 04 operating expenditures in the Water Fund are projected to. be approximately $5,000,895 or 7.5% above the FY 03 revised budget. SLAs in the Water Division total $199,800 in the. FY 04 Proposed Budget. These SLA's include $72,800. for the equipment to assist with power interruptions and blackouts, $40,000 for protective, coating on pump stations, $I2,000 for chlorine covers, $25,000 for SCADA equipment,. $5,000 to train technical personnel, and $45,000 to design a drainage structure. The FY 04 proposed non operating budget is $13,802,687. or an increase of 177% over the FY 03 revised budget. The large portion of this increase is the $10,400,000 included for capital projects. Existing resources in the Water Fund will be used for capital projects rather than debt. Residential and commercial usage, is projected to increase by 2% in FY 04.. Additionally, a rate change, to generate a 4% revenue is proposed for FY 04.. The. rate. change has been forecast for a number of years, and is. a result of the capital projects constructed in recent years including the expansion of the Lick Creek wastewater treatment plant. Wastewater Fund operating, expenditures are projected to be. $4,600,967 or. a 4.7% increase over the FY 03 revised budget. The proposed budget includes $186,960 in SLAs for the. Wastewater Division. These SLAs include $33,500 for TCEQ mandate permit renewals, $28,000. for maintenance of equipment to. help deal with power interruptions and blackouts, $ 74,000 for additional equipment for the. sewer television van, $32,750. for. SCADA equipment, $5,000. for training for. technical, personnel. $13,710. is also included to. replace, uninterrupted power supply, devices. FY 04 Wastewater Fund nonoperating expenditures is proposed to be $4,520,908 or 4% above the. FY 03 revised budget. Combined Utility Revenue Bonds are issued to provide for capital expansion and replacements for the various utility services. No utility, revenues bonds are proposed for water capital projects. $4,000,000 in utility revenue bonds are proposed for wastewater capital projects in FY 04. Total Wastewater Fund revenue is projected to be $9,477,800... This is 11.24% higher than the FY 03. revised budget estimate. 185 PUBLIC UTILITIES CITY MANAGER DIRECTOR ELECTPdC MANAGER ADMINISTRATION MANAGER WATER AND WASTEWATER MANAGER TECHNICAL ADMINISTRATION ENVIRONMENTAL SERVICES' DISPATCH WAREHOUSE FIELD OPERATIONS ELECTRICAL PLANT OPERATIONS 186 CITY OF COLLEGE STATION ELECTRIC FUND FUND. SUMMARY REVENUES TOTAL REVENUES FY 03 FY 03 FY 04 FY 04 FY 04 FY 02 REVISED YEAR-END BASE APPROVED APPROVED ACTUAL BUDGET ESTIMATE BUDGET SLAS BUDGET $. 45,826,061 $ ..... 47,759,000 $ .46,913,650 $. 48,354,700 % CHANGE IN BUDGET FROM FY 02 TO FY 03 $ .48,354,700 1.25% TOTAL EXPENDITURES/TRANSFERS $ 46,062,984 $ .... 44,948,170 $. . 53,909,903 INCREASE (DECREASE) IN WORKING CAPITAL $ ..... (236,923) $ 2,810,830 $ .... (6,996,253) BEGINNING WORKING CAPITAL $ ..14,783,766 $ ..... 14,546,843 $ .... 14,546,843 ENDING WORKING CAPITAL $ .44,460,244 $ 3,894,456 $.. 7,550,590 $ 483,321 $ .... (483,321) $ .... 11,445,046 $ .44,943,565 $ ..3,411,135 $ .....7,550,590 $ .... 14,546,843 $ ..... 17,357,673 $ .... 7,550,590 $ 11,445,046 $ .... 10,961,725 $ .... 10,961,725 (o.01%) 187 REVENUES RESIDENTIAL COMMERCIAL/iNDUSTRIAL OTHER OPERATING INVESTMENT EARNINGS OTHER NONOPERATING TOTAL REVENUES CITY OF COLLEGE STATION WATER FUND FUND SUMMARY FY 02 ACTUAL FY 03 FY 03 FY 04 FY 04 FY 04 % CHANGE IN REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET FROM BUDGET ESTIMATE BUDGET SLAS BUDGET FY 03 TO FY 04 $ .6,242,414 1,888,223 541,702 426,223 44,131 $ 6,530,000 1,957,000 455,000 550,000 16,000 $.9,142,693 $ 9,508,000 $ . 6,450,000 $ . 6,579,000 $ .0 $. 6,579,000 0.75% 1,850,000 1,887,000 0 1,887,000 (3.58%) 516,000 526,400 0 526,400 15.69% 300,000 306,000 0 306,000 (44.36%) 321,663 18,300 0 18,300 14.4% $ 9,437,663 $ ..... 9,316,700 $ .......... 0 $ .... 9,316,700 (2.01%) EXPENDITURES AND TRANSFERS PRODUCTION DISTRIBUTION CAPITAL OUTLAY ENVIRONMENTAL SERVICES PAY PLAN/BENEFIT ADJUSTMENT NET GEN./ADMIN. TRANSFERS OTHER CONTINGENCY $ 1,518,752 $ 3,142,431 $ 2,992,971 $ ..3,087,272 $ .... 199,800 $ .3,287,072 4.60% 1,500,460 559,733 601,606 562,489 0 562,489 0.49% 0 0 181,646 142,746 0 142,746 N/A 563,321 0 0 0 0. 0 N/A 0 0 4,214 0 21,825. 21,825 N/A 873,643. 885,270 885,270 880,486 36,277 916,763 3.56% 6;599 0 0 0 0 0 N/A 0 64,382 0 70,000 0 70,000 8.73% TOTAL OPERATING EXPEND. AND TRANSFERS $ 4,462,775 $ 4,651,816 $ ..... 4,665,707 $.. 4,742,993 $ ...... 257,902 $ .5,000,895 NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT DEBT SERVICE TRANSFER OTHER CAPITAL PROJECTS FUNDING EMPLOYEE BENEFITS TRANSFER RETURN ON INVESTMENT $ . .62,500 2~054,563 0 0 0 861,300 7.50% $. 12,500 $ 12,500 $ .... 12,500 $ .... 0 $ . 12,500 0.00% 2,525,390 2,285,390 2,490,947 0 2,490,947 (1.36%) 65,882 0 0 0 0 (100.00%) 1,481,646. 1,300,000 10,400,000 0 10,400,000 601.92% 0 0 0 0 0 893,200 893,200 899,240 0 899,240 0.68% TOTAL NONOPERATING EXPEND. $. .2,978,363 $ 4,978,618 $ 4,491,090 Sm . 13,802,687 $ ............... 0 $..13,802,687 TOTAL EXPENDITURES/TRANSFER~ $. 7,441,138 $ 9,630,434 $ 9,156,797 $...18,545,680 $. 257,902 $18,803,582 $..1,701,555 $. (122,434) $ ...... 280,866 $. (9,228,980) $ .... (257,902) $.(9,486,882) INCREASE (DECREASE) IN WORKING CAPITAL BEGINNING WORKING CAPITAL $. .9,416,256 $ 11,117,811 $ 11,117,811 $ 11,398,677 $ ....2,169,697 $ 11,398,677 ENDING WORKING CAPITAL $.11,117,811' $ 10,995,377 $..11,398,677 $ 2,169,697 $~ 1,911,795 $ 1,911,795 177,24% 95.25% OTHER OPERATiNG_~WaIer Fund - Sources 6% L INVESTMENT ~ F_d~RNIN~ COMM._.C~^,_/ INDUSTRI RESIDENTIAL 71% Water Fund - Uses NET GEN./ADMIN. TRANSFERS 18% CONTINGENCY DISTRIBUTION PRODUCTION I1% 67% 188 ACTUAL ACTMTY CEN. TER ..... FY .0.~ CiTY OF COLLEGE STATION WATER O&M SUMMARY EXPENDITURE BY ACTIVITY CENTER REVISED ESTIMATED BASE PROPOSED PROPOSED BUDGET YEAR END BUDGET SLAS BUDGET FY 03 FY 03 FY 04 Pi 04 Pi 04 PRODUCTION $ 1,518,752 $ 3,331,097 $ 3,174,617 $ 3,238,918 DISTRIBLfrION 1,500,460 559,733 601,606 562,489 ENGINEERING SUPPORT 563,321 0 0 0 WATER FUND TOTAL $ 3,582,533 $ 3,890,830 $ 3,776,223_ ...... $ 3,801,407 199,800 $ 3,438,718 0 562,489 0 0 199,800 $ 4,001,207 ACTUAL CLASSIFICATION FY 02 REVISED ESTIMATED BASE PROPOSED PROPOSED BUDGET YEAR END BUDGET SLAS BUDGET FY 03 FY 03 FY 04 Pi 04 FY 04 % CHANGE IN BUDGET FROM FY 03 TO Pi 04 3.23% 0.49% N/A 2.84% % CHANGE IN BUDGET FROM FY 03 TO FY 04 SALARIES & BENEEB $ 1,420,511 SUPPLIES 131,270 MA1NTEN~CE 376,735 PURCHASED SERVICES 1,454,937 CAPITAL OLrrLAY 199,080 WATER FUND TOTAL ACTlVTrYCENTER $ 1,449,922 $ 1,462,203 $ 1,451,547 482,399 478,385 472,153 98,801 91,890 97,069 1,678,062 1,562,099 1,628392 181,646 181,646 151,646 $ 0 $ 1,451,547 52,600 524,753 0 97,069 110,200 1,739,192 37,000 188,646 .. $ 3.,582,53..3. .... $ 3,8..9.0,830 $ 3,776,223 $ 3,801,407 ..$ 199,800 ~ 4,001,207 PERSONNEL SUMMARY BY ACFIVlTY CENTER ACTUAL FY01 REVISED BASE PROPOSED PROPOSED ACTUAL BUDGET BUDGET Si. AS BUDGET Pi 02 FY 03 FY 04 FY 04 FY 04 0.11% 8.78% (135%) 3.64% 3.85% 2.84% % CHANGE IN BUDGET FROM FY 03 TO FY 04 PRODUCTION 6.0 6.0 DISTRIBUTION 15.0 15.0 ENGINEERING SUPPORT 10.0 10.0 WATER FUND TOTAL 31.0 31.0 31.0 31.0 0.0 31.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 31.0 31.0 0.0 31.0 0.00% 0.00% 0 0.00% SERVICE LEVEL ADJUSTMENTS WATER PRODUCTION Equipment for interuption/blackouts Protective Coating on Pump Station Chlorine covers SCADA equipment Training for technical personnel Design of drainage structure WATER FUND $ 72,800 40,000 12,000 25,000 5,000 45,000 $ 199,800 189 Debt Service Requirements Water Fund ALL SERIES FISCAL YEAR PRINICIPAL INTEREST PAYMENT FY04 ........ FY05 FY06 FY07 FY08 FY09 · -· ~FY10 .' FYI1 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FISCAL YEAR OUTSTANDING 1,i57,068 1,333,879 2,490,947 1,256,863 1,275,807 2,532,670 1,307,358 1,212,375 2,519,733 1,179,953 1,153,069 2,333,022 1,240,686 1,097,514 2,338,199 1,299,369 1,037,588 2,336,956 1,366,540 968,581 2,335,121 1,436,549 891,411 2,327,960 1,510,559 813,229 2,323,788 2,323,428 2,320,340 2,310,987 2,311,312 2,227,132 2,009,014 1,615,560 1,619,475 1,624,251 603,426 1,587,207 736,221 1,663,643 656,697 1,739,068 571,919 1,829,592 481,720 1,838,805 388,327 1,711,156 297,858 1,396,634 218,927 1,473,411 146,064 1,554,877 69,373 588,350 15,076 OCT. 1 27,137,687 25,980,619 24,723,756 23,416,398 22,236,445 20,995,760 19,696,391 18,329,852 16,893,302 15,382,743 13,795,536 12,131,893 10,392,826 8,563,233 6,724,429 5,013,273 3,616,639 2,143,227 588,350 2,000,000 1,750,000 1,500,000 1,250,000 1,000,000 750,000 500,000 250,000 0 Water Debt Service 190 CITY OF COLLEGE STATION WASTEWATER FUND FUND SUMMARY REVENUES RESIDENTIAL COMMERCIAL/INDUSTRIAL OTHER OPERATING INVESTMENT EARNINGS OTHER NONOPERATING TOTAL REVENUES FY 02 ACTUAL FY 03 FY 03 FY 04 FY 03 FY 04 REVISED YEAR-END BASE PROPOSED APPROVED BUDGET ESTIMATE BUDGET SLAS BUDGET $ 6,718,484 $ 6,987,500 $ 7,192,000 $ 7,335,800 1,121,061 1,1571500 1,350,000 1,377,000 323,038 225,000 305,000 311,100 127,455 150,000 100,000 102,000 25,935 0 10,000 10,200 $ 8,315,973 $ 8,520,000 $ 8,957,000 $ 9,136,100 $ 287,700 54,000 0 0 0 $ 341,700 $ 7,623,500 1,431,000 311,100 102,000 10,200 $ 9,477,800 % CHANGE IN BUDGET FROM FY 03 TO FY 04 9.10% 23.63% 38.27% (32.00%) N/A 11.24% EXPENDITURES AND TRANSFERS SEWER TREATMENT SEWER COLLECTION CAPITAL OUTLAY PAY PLAN ADJUSTMENTS NET GEN./ADMIN. TRANSFERS OTHER CONTINGENCY TOTAL OPERATING EXPEND. AND TRANSFERS NONOPERATING EXPENDITURES ECONOMIC DEVELOPMENT DEBT SERVICE TRANSFER CAPITAL PROJECTS OTHER RETURN ON INVESTMENT TOTAL NONOPERATING EXPEND. TOTAL EXPENDITURES)TRANSFERS INCREASE (DECREASE) IN WORKING CAPITAL $ 1,813,719 $ 1,204,653 $ 1,143,441 $ 1,143,441 1,117,804 2,102,074 2,156,714 2,201,023 0 169,773 169,000 121,873 0 0 0 746,025 857,053 857,053 858,342 2,289 0 0 0 0 59,742 0 60,000 $ 3,679,837 $ 4,393,295 $ 4,326,208 $ 4,384,679 $ 10,000 3,166,265 0 719,500 0 $ 3,895,765 lO,OOO $ lO,OOO $ lo,ooo 3,509,108 3,509,108 3,571,608 0 0 0 1,800 0 0 817,000 817,000 939,300 $ 4,337,908 $ 4,336,108 $ 4,520,908 $ 7,575,602 $ 8,731,203 $ 8,662,316 $ 8,905,587 $ 740,371 $ (211,203) $ 294,684 $ 230,513 $ 121,210 $ 1,264,651 40,750 2,241,773 25,000 146,873 24,118 24,118 5,210 863,552 0 0 0 60,OO0 $ 216,288 $ 0 0 0 0 0 $ 0 $ 216,288 $ 125,412 $ 4,600,967 $ 10,000 3,571,608 0 0 939,300 $ 4,520,908 $ 9,121,875 $ 355,925 4.98% 6.65% (13.49%) N/A 0.76% N/A 0.43°6 4.73% 0.00% 1.78% (100.00%) 14.97% 4.22% 4.47% BEGINNING WORKING CAPITAL ENDING WORKDING CAPITAL $ 3,016,667 $ 3,757,038 $ 3,757,038 $ 4,051,722 $ 4,282,235 $ 4,051,722 $ 3,757,038 $ 3,545,835 $ 4,051,722 $ 4,282,235 $ 4,407,647 $ 4,407,647 Wastewater Fund- Sources OTHER OPERATING INVESTMENT COMMERCIAL/I 3% EARNINGS NDUSTRIAL ~ 1% 15% RESIDENTIAL 81% DEBT SERVICE TRANSFER 39% Wastewater Fund - Uses RETURN ON 10% TREATMENT 14% COLLECTION 25% CONTINGENCY 1% CAPITAL OUTLAY 2% NET GEN./ADMIN. TRANSFERS 9% 191 CITY OF COLLEGE STATION WASTEWATER O&M SUMMARY ACTIVITY TREATMENT COLLECTION WASTEWATER FUND TOTAL EXPENDITURE BY ACTIVI~ CENTER REVISED ESTIMATED BASE ACTUAL BUDGET YEAR END BUDGET FY 02 FY 03 FY 03 FY 04 $ 1,813,719 $ 1,374,326 $ 1,312,045 $ 1,265,314 1,n7,s04 ~,m2,074 2,156,714 2,2ol,o23 ..~ 2,9'3_1,.523 ..... $... ;~,'~76,400 .$ 3,4..68,759 $ S,466,337 PROPOSED SLAS FY 04 $ 121,210 65,750 $ 186,960 PROPOSED BUDGET FY 04 % CHANGE IN BUDGET FROM FY 03 TO FY 04 ,, $ 1,386,524 0.89% 2,266,773 7.84~o $ 3,653~297 . 5.09% CLASSIFICATION EXPENDITURE BY CLASSIFICA'~ON REVISED ESTIMATED BASE PROPOSED ACTUAL BUDGET YEAR END BUDGET SLAS FY 02 FY 03 FY 03 FY 04 FY 04 .............. SALARIES&BENEFITS $ 1,526,936 $ 1,570,687 $ 1,588,824 $ 1,616,481 $ o SUPPLIES 290,885 475,337 429,832 480,337 22,000 MAINTENANCE 368,329 182,081 177,153 172,675 13,710 PURCHASED SERVICES 722,573 1,078,622 1,103,277 1,074,971 151,250 CAPITAL OUTLAY 22,800 169,673 169,673 121,873 0 WASTEWATER FUND TOTAL 2,9:3i,523 .....$ 3,476,4bb $" 3,46~,759 -'$ 3,466,337 PROPOSED % CHANGE IN BUDGET BUDGET FROM FY 04 FY 03 TO FY 04 $ 1,616,481 2.92% 502,337 5.68% 186,385 2.36% 1,226,221 13.68% 121,873 128.17%) ~.o~% $ 186,960 $ 3,653,297 PERSONNEL SUMMARY BY AC'TIVrIY CENTER REVISED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL ACTUAL BUDGET BUDGET SI_AS BUDGET BUDGET FROM ACTIVITY FY O1 FY 02 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 TREATMENT 20.0 21.0 0.0 0.0 0.0 0.0 0.00% COLLECTION , 16.0 17.0 38.0 38.0 0.0 38.0 0.00% WASTEWATER FUND TOTAL 36.0 38.0 38.0 38.0 0.0 38.0 0.00% SERVICE LEVEL ADJUS~~S TCEQ Mandate permit renewals Equipment maintenance for interuptions/blackouts Equipment of the TV Sewer Van SCADA Equipment SCADA Workstation Computer Training for Technical Personnel Uninterupted Power Supply-replacement cost WASTEWATER FUND $ 33,500 28,O0O 74,000 25,000 7,750 5,000 13,710 $186,960 * Collection cost center includes $121,873 budgeted in nOn-departmental account * Collection cost center includes $47,800 in SLA's budgeted in non-departmental account 192 ' FISCAL YEAR FY04 FY05 FY06 FY07 FY08 FY09 FY10 FYll FY12 FY13 FY14 FYI5 FY16 FYI7 F¥18 FY19 ~FY 20 FY21 FY 22 Debt Service Requirements Wastewater ALL SERIES PRINCIPAL 1,814,682 1,896,637 1,943,642 1,900,298 1,952,065 1,998,632 2,057,210 2,111,951 2,177,441 2,245,293 2,160,857 1,773,182 1,866,658 1,907,945 1,668,844 1,217,116 1,284,089 1,355,123 , 487,900 INTEREST 1,592,926 1,502,063 1,410,623 1,321,312 1,236,911 1,151,208 1,055,822' 952,469 848,126 744,115 639,946 543,299 451,008 354,666 263,045 189,420 125,968 59,172 12,502 PRINCIPAL FISCAL YEAR OUTSTANDING. PAYMENT OCT. 1 "3,407,60~ ~ 33,819,563 3,398,700 32,004,881 3,354,265 30,108,244 3,221,610 28,164,602 3,188,976 26,264,305 3,149,840 24,312,240 3,113,033 22,313,609 3,064,420 20,256,399 3,025,567 18,144,448 2,989,408 15,967,007 2,800,802 13,721,714 2,316,481 11,560,857 2,317,665 9,787,675 2,262,611 7,921,017 1,931,889 6,013,072 1,406,536 4,344,228 1,410,056 3,127,111 1,414,295 1,843,023 500,402 487,900 4,000,000 3,500,O00 3,000,000 WasteWater Debt Service 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 PRINCIPAL []INTEREST 193 SANITATION FUND The Sanitation Fund is an enterprise fund that accounts for the activities of collecting, and disposing of. residential and commercial refuse in the City. This service includes once a week residential collection, once a week bulky item pickup, once a week brush/yard clippings pick up, and once. per. week recycling pick up. The recycling program and Clean and Green activities, are designed to help reduce the amount of solid waste, deposited into the landfill. The Sanitation Fund also funds the street sweeping operations of the City. This fund is prepared on the modified accrual basis 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. Revenues for the Sanitation Fund are budgeted at $4,771,580 in FY 04. This is an increase, of approximately 2.66% over the FY 03. revised budget. The. residential and commercial customer bases are expected to grow by 2% based on analysis, of building permits and growth. Operating expenditures for the Sanitation Fund in FY 04 are expected to increase 1.19% from the FY 03 revised budget. Non-operating expenditures, in the. Sanitation Fund are expected to. rise 6.45% from the previous fiscal year. The Sanitation Fund will continue to provide funding, for Keep Brazos Beautiful,. an outside agency, dedicated to beautification and litter abatement. College Station's portion of Keep Brazos Beautiful's proposed budget for FY 04 totals $65,000. 194 CITY OF COLLEGE STATION SANITATION FUND SUMMARY REVENUES RESIDENTIAL COMMERCIAL/INDUSTRIAL OTHER OPERATING INVESTMENT EARNINGS OTHER NONOPERATING TOTAL REVENUES FY 03 FY 03 FY 04 FY 04 FY 04 FY 02 REVISED YEAR-END BASE PROPOSED PROPOSED ACTUAL BUDGET ESTIMATE BUDGET SLAS BUDGET 2,575,734 $ 2,817,060 $ 2,880,000 $ 2,937,600 $ 0 $ 2,937,600 1,669,082 1,717,000' 1,724,000 1,758,480 0 1,758,480 50,253 53,000 43,800 44,7 O0 0 44, 7 O0 52,535 55,000 30,200 30,800 0 30,800 25,253 6,000 100 0 0 0 $ 4,372,857 $ 4,648,060 $ 4,678,100 $ 4,771,580 $ 0 $ 4,77'1,580 %. CHANGE IN BUDGET. FROM FY 03. TO FY 04 4.28% 2.42% (15.66%) (44.00%) (lOO.OO%) 2.66% EXPENDITURES AND TRANSFERS RESIDENTIAL COMMERCIAL PAY. PLAN AND. BENEFIT ADdUSTMENTS GENERAL & ADMIN.. TRANSFERS OUTSIDE AGENCY FUNDING CONTINGENCY $ 2,088,480 $ 2,240,635 $ 2,236,377 $ 2,204,919 $ 0 $ 2,204,919 1,886,119 1,700,628 1,701,728 1,713,003 0 1,713,003 0 0 0 0 20,237 20,237 389,731 416,871 416,871 442,623 5,210 447,833 15,000 40,000 15,000 65,000 0 65,000 0 49,743 0 50,000 0 50,000 TOTAL OPERATING EXPEND. AND. TRANSFERS $ 4,379,330 $ 4,447,877 $ 4,369,976 $ 4,475,545 $ 25,447 $ 4,500,992 NONOPERATiNG EXPENDITURES ECONOMIC DEVELOPMENT OTHER NON OPERATING RETURN ON INVESTMENT 12,500 $ 12,500 $ 12,500 $ 12,500 $ 0 $ 12,500 0 1,000 0 0 0 0 294,200 310,000 310,000 331,855 0 331,855 TOTAL NONOPERATING · EXPENDITURF~ TOTAL OPERATING AND NONOPERATING EXP. & TRANSFERS $ 306,700 $ 323,500 $ 322,500 $ 344,355 $ 0 $ 344,355 $ 4,686,030 $ 4,771,377 $ 4,692,476 $ 4,819,900 $ 25,447 $ 4,845,347 INCREASE (DECREASE) IN. WORKING. CAPITAL $ (313,173) $ (123,317) $ (14,376) $ (48,320) $ (25,447) $ (73,767) BEGINNING WORKING CAPiTAL $ 1,618,296 $ 1,305,123 $ 1,305,123 $ 1,290,747 $ 1,290,747 $ 1,290,747 ENDING. WORKING CAPITAL $ 1,305,123 $ 1,181,806 $ 1,290,747 $ 1,242,427 $ 1,265,300 $ 1,216,980 SANITATION FUND - SOURCES OTHER OPERATING-~ INVESTMENT 1% ~.~.............~/- EARNINGS1% COMMERCIAL/ INDUSTRIAL 37% RESIDENTIAL 62% SANITATION FUND - USES OUTSIDE AGENCY FUNDIN COMMERCIAL RETURN ON ,..--- INVESTMENT RESIDENTIAL 47% (1.59%) 0.73% N/A 7.43% 62.50% 0.52% 1.19% 0.00% (100.00%) 7.05% 6.45% 1.55% 195 CITY OF COLLEGE STATION SANITATION SUMMARY ACITvTFY EXPENDITURE BY ACTIVITY REVISED ESTIMATED BASE PROPOSED PROPOSED ACTUAL BUDGET YEAR END BUDGET SI.AS BUDGET FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 % CHANGE IN BUDGET FROM FY 03 TO FY 04 RESIDENTIAL COLLECTION COMMERCIAL COLLECTION DMSION TOTAL $ 2,088,480$ 2,240,635$ 2,261,804$ 2,204,919$ 0 $ 2,204,919 1,886,119 1,700,628 1301,728 1,713,003 0 1,713,003 $ 3,974,599 $ 3'1941,263 ; 3,963,532 $ 3,917,922 $ 0 $ 3,917,922' (1.59%) 0.73% (0.59%) CLASSIFICATION , SALARIES & BENEFrFS SUPPLIES MAINTENANCE PURCHASED SERVICES CAPITAL OUTLAY EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM .... FY_O..2 ...... .FY 03. .......... FY' .03 ..FY 04 FY 04 F-~ 04 . FY ,03 TO ,FY 04 $ 1,281,090 $ 1,378,841$ 1,378,841 $1,408,511 $ 0 $1,408,511 2.15% 193,530 211,630 212,201 211,631 0 211,631 0.00% 615,327 455,762 475,416 440, 100 0 440,100 (3.44%) 1,884,652 1,853,030 1,855,074 1,857,680 0 1,857,680 0.25% 0 42,000 42,000 0 0 0 (100.00°,6) DIVISION TOTAL 3,974,599 $ 3,941,263 $ 3,963,532 $ 3,917,922 $ 0 $ 3,917,922 (0.59%) ACI'R/FrY PERSONNEL SUMMARY BY ACTMTY REVISED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL ACTUAL BUDGET BUDGET SLAS BUDGET BUDGET FROM FY 00 FY 01 FY 02 FY 04 FY 04 FY 04 FY 03 TO FY 04 RESIDENTIAL COLLECTION 24.5 24.5 25.5 25.5 0.0 25.5 0.00% COMMERCIAL COLLECTION 10.0 11.0 11.0 11.0 0.0 11.0 0.00% DMSION TOTAL 34.5 35.5 36.5 36.5 0.0 36.5 0.00% 196 PARKING ENTERPRISE FUND The Parking Enterprise Fund was created to account for revenues and expenditures resulting from operation of the City's parking facilities. These revenues come from the Patricia Street parking lot, the College Main Parking Garage, and the metered on street parking in the Northgate area. This fund is prepared on the modified accrual basis 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. Revenues from the. Patricia Street parking lot fees, the parking garage, and the metered parking are projected to be $444,100 and parking fines are projected to be $94,500 in FY 04. Expenditures related to the Patricia Street parking lot and the College Main Parking Garage are forecast to be $407,033. This includes a SLA in the amount of $14,250 for the purchase of citation computer and digital camera for parking enforcement officers. The debt service for the parking garage is proposed to be paid out of the Parking Enterprise Fund in FY 04. The debt service payment is $511,015 in FY 04. In the last two years the debt service was paid for out of a different funding source. Total expenditures in the Parking Enterprise Fund are proposed to be $918,048. 197 CITY OF COLLEGE STATION PARKING ENTERPRISE FUND SUMMARY BEGINNING FUND BAi2~CE REVENUES PARKING FEES PARKING FINES INVESTMENT EARNINGS OTHER TOTAL REVENUES EXPENDITURES PARKING OPERATIONS PAY PLAN/BENEFIT ADJUSTMENTS GENERAL AND ADMIN TRANSFER ' CAPITAL OUTLAY TRANSFERS/DEBT SERVICE CONTINGENCY TOTAL EXPENDITURES GAAP ADJUSTMENT INCREASE (DECREASE) IN FUND BALANCE ENDING FUND BALANCE FY 02 ACTUAL $ 1,108,810 $ 364,177 87,884 50,736 76,646 $ 579,443 $ 408,861 0 13,000 114,376 225,000 0 761,237 (93,694) (181,794) 833,322 FY 03 FY 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET 833,322 $ 833,322 $ 1,055,843 374,000 $ 435,440 $ 444,100 82,000 92,600 94,500 0 24,600 25,100 0 0 0 456,000 $ 552,640. $ 563,700 367,556 $ 329,751 $ 368,560 0 368 0 0 0 21,898 0 0 0 0 0 0 3 0 0 367,559 $ 330,119 $ 390,458 88,441 $ 222,521 $ 173,242 921,763 $ 1,055,843 $ 1,229,085 $ 1,229,085 $ 1,055,843 0 $ 444,100 0 94,500 0 25,100 0 0 $ 0 $ 563,700 % CHANGE IN BUDGET FROM FY 03 TO FY 04 18.74% 15.24% N/^ N/A 23.62% 14,250 382,810 4~15% 2,325 2,325 N/A 0 21,898 N/^ 0 0 N/A 511,015 511,015 N/A o o (lOO.OO%) 527,590 $ 918,048 (527,590) $ (354,348) 701,495 $ 701,495 149.77% Parking Enterprise Funds -Sources tNVESTMENT PARKING FINES EARNINGS 17% 4% PARKING FEES 79% Parking Enterprise Funds - Uses TRANSFERS PARKING OPERATIONS 56% -~..~_ 42% GENERAL AND ~ ADMIN TRANSFER 2% 198 CITY OF COLLEGE STATION PARKING ENTERPRISE FUND DIVISION SUMMARY DMSION PARKING DMSI_O...N .TOT .A~.. ACTUAL FY 02 408,860 408,860 .EXPENDITURE BY ACTIVITY REVISED ESTIMATED BASE PROPOSED BUDGET YEAR END BUDGET SLAS FY 03 FY 03 FY 04 FY 04 PROPOSED BUDGET FY 04 $ 367,556 $ 329,751 $ 368,560 $ 14,250 $ $ 367,556 $ 329,751 $ 368,560 $ 14,250 $ 382,810 382,810 % CHANGE IN BUDGET FROM FY 03 TO FY 04 4.15% 4.15% CLASSIFICATION , SALARIES & BENEFITS SUPPLIES MAEqTENANCE PURCHASED SEIWICES CAPri'AL OUTLAY DMSION TOTAL ACTUAL FY 02 $ 153,916 35,935 3,772 154,017 61,220 ........ $ 408,860 EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE BUDGET YEAR END BUDGET FY 03 FY 03 FY 04 $ 222,519 $ 174,148 $ 224,027 18,738 23,726 18,738 11,668 11,305 15,702 108,831 114,772 110,093 5,800 5,80O 0 $ 367,556 PROPOSED PROPOSED SLAS BUDGET FY 04 FY 04 $ 0 $ 224,027 12,950 31,688 1,300 17,002 0 110,093 0 0 $ 329,751 i$ 3.68,560 $ 14,250 $ 382~810 % CHANGE IN BUDGET FROM FY 03 TO FY 04 0.68% 69.11% 45.71% 1.16% (100.00%) 4.15% DMSION ACTUAL FY01 PERSONNEL SUMMARY BY ACTIVITY REVISED BASE PROPOSED PROPOSED ACTUAL BUDGET BUDGET SLAS BUDGET FY 02 FY 03 FY 04 FY 04 FY 04 % CHANGE IN BUDGET FROM FY 03 TO FY 04 PARKING DMSION TOTAL 3.0 3.0 4.0 8.0 8.0 0.0 8.0 8.0 8.0 8.0 0.0 8.0 0.00% 0.00% SERVICE LEVEL ADJUSTMENTS Digital. Cameras PARKING ENTERPRISE TOTAL $14,250 $14,250 199 BRAZOS VALLEY SOLID. WASTE MANAGEMENT AGENCY FUND The Brazos Valley Solid Waste. Management Agency (BVSWMA) is a joint action agency, owned by the Cities of College. Station and Bryan. The agency is responsible for providing solid waste disposal services within all appropriate guidelines and regulations.. This. joint agency has resulted in cost savings and increased efficiencies due to the deletion of duplicated services, planning and staffing and the economies of scale offered by a larger operation. This fund is prepared on the modified accrual basis 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. Base. budget revenues for BVSWMA are projected to decrease by 15.53%. This decrease is due primarily to. the loss of approximately $700,000 a year due to the. decision of the City of Huntsville to. no. longer use the. Rock Prairie Road Landfill.. This decision was made. by Huntsville for financial reasons,, and they have indicated they would return to. BVSWMA when the Grimes. County landfill is operational. The impact of this. revenue loss will be examined. Proposed expenditures for Landfill Operations are $5,128,432 reflects a 6.64 decrease, from the FY 03 revised budget.. These proposed expenditures include two service level adjustments. The first,. $600,000 will be. used for the design and construction of approximately 70 acres of. Pre-Subtitle D and Subtitle. D Final Cover for the. Rock Prairie Road Landfill. Funds from this SLA will also. be used to. provide an Active Gas Collection and Control System (GCCS).. The second SLA, requests $1,100,000 the construction and oversight of Fill Sector 18 at the Rock Prairie Road Landfill. The Administration budget is proposed to be $1,344,551, which represents a 6.13% increase in expenditures froTM the FY 03 revised budget. $15,052. is. proposed in pay/benefit adjustments for an increase, in wages to offset retirement investments. Non-departmental expenses for the proposed FY 04 budget are estimated at $473,264, which represents an 8.88% increase from the FY 03 revised budget. 200 CITY OF COLI~GE STATION BRAZOS VAU~Y SOLID WASTE MANAGEMENT AGENCY (BVSWMA) FUND SUMMARY REVENUES LANDFILL CHARGES INTEREST OTHER TOTAL REVENUES FY 03 FY 03 FY 04 FY 04 FY 04 % CHANGE IN FY 02 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET FROM ACTUAL BUDGET ESTIMATE BUDGET SLA'S BUDGET FY 03 TO FY 04 $ 5,396,413 $ 5,393,280 $ 5,221,6OO $ 4,626,000 $ 482,578 450,000 310,000 310.000 45,217 0 18,220 0 0 $ 4:626.0OO (14.23%) 0 310,000 (31.11%) 0 0 N/A $ 5,924,208 $ 5,843,280 $ 5,549,820 $ 4,936,000 $ 0 $ 4,936,000 (15.53%) EXPENDITURES AND TRANSFERS LANDFILL OPERATIONS $ 2,951,262 $ 5,493,198 $ 5,614,314 $ 3,393,432 $ 1,735,000 $ 5,128,432 ADMINISTRATIVE 1,546,479 1,266,898 1,448,374 1,344,551 0 1,344,551 PAY/BENEFIT ~STMENTS 0 0 6,862 0 15,052 15~,052 EXPEND & TRANSFERS SUBTOTAL $ 4,49,7,741 $ 6,760,096 $ 7,069,550 $ 4,737,983 $ 1,750,052 $ 6,488,035 DEPAR334ENTAL - NON-OPERATiNG CONTRIBUTIONS $ 0 $ 20,OOO $ 20,000 $ 20,000 $ 0 $ 20,000 OTHER 0 0 0 0 0 0 DEPT. NON-OPERATING SUBTOTAL $ 0 $ 20,000 $ 20,000 $ 20,000 $ NON-DEPARTMENTAL PRINCIPAL PAYMENTS I~ PAYMENTS GENERAL & ADMIN. TRANSFERS CAPITAL OUTLAY CONTINGENCY MIS~OUS OTHER (6.64%) 6.13% (4.0~) 0.00% N/A 0 $ 20,000 0.00% $ o $ o $ o $ o $ o 0 0 0 0 0 0 334,893 ,348,148 348,148 387,064 1,200 388,264 0 0 0 0 0 0 0 85,000 0 85,000 0 85,000 0 0 0 0 0 0 0 1,500 1,500 0 0 0 NON-DEPARTMENTAL SUBTOTAL $ 334,893 $ 434,648 $ 349,648 $ 472,064 $ 1,200 $ 473,264 TOTAL OPERATING EXPENDrrURF..S AND TRANS~ i $ 4,832,634 $ 7,214,744 $ 7,439,198 $ 5,230,047 $ 1,751,252 $ 6,981,299 INCREt~£ (DECREASE) IN WORKING CAPITAL FROM OPERATiONS $ 1,091,574 . $ (1,371,464) $ (1,889,378) $ (294,04?) $ (1,751,252) $ (2,045,299) GAAP ADJUSTMENT $ 7,833 BEGINNING WORKING CAPITAL $ 9,916,691 $ 11,016,098 $ 11,016,098 $ 9,126,720 $ 9,126,720 $ 9,126,720 ENDING WORKING CAPITAL ..$. 11,.0~6,098= $ 9,644,634 $ 9,126,720 $ 8,832,673 $ 7,375,468 $ 7,081,421 N/A N/A N/A (100.00%) N/A (100.00%) 8.88% (3.24%) 49.13% BVSWMA FUND - SOURCES BVSWMA~-US~ 6% ADMiN. TRANSFERS ' 6% I...... CON3~GENCY · 1% ADMIN. 13% LANDFII2. OPERATIONS 74% CHARGES 94% 201 CITY OF COLLEGE STATION BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY DIVISION SUMMARY DMSION EXPENDITURE BY DEPARTMENT REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET' SI_AS BUDGET BUDGET. FROM FY 02 FY 03 FY. 03 FY' 04 FY 04 FY 04 FY 03 TO FY 04 LANDFILL OPERATIONS ADMINISTRATION DEPARTMENT TOTAL $ 2,951,258 $ 5,493,198 $ 5,614,314 $ .3,393,432 $. 1,735,000 $. 5,128,432 (6.64%) 1,546,478 1,266,898 1,448,374 1,344,551. 0 1,344,551 6.13% $...4,497,736 $ 6,760,096 '$ 7,062,688 $.4,737,983 $..1,735,000 $ 6,472,983 -4.25~% CLASSIFICATION EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET. FROM FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY. 04 SALARIES. & BENEFITS $ 1,127,370 $ , 1,282,670 $. 1,252,019 $ 1,254,238 $ . 0 $ :SUPPLIES 403,809 583,286 573,170 422,646 0 MAINTENANCE 180,801. 188,054 188,127 187,763 0 PURCHASED SERVICES 2,462,812 4,614,586 4,635,215 2,803,336 1,700,000 GENERAL CAPITAL 122,944 91,500 214,157. 0 35,000. PURCHASED. SERVICES 200,000 0 200,000 70,000 0 DEPARTMENT TOTAL $4,497,736 $..,,6~760,096 $ ........ 7,062,688 $.. 4,737,983 1,254,238 (2.22%) 422,646 (27.54%) 187,763 (0.15%) 4,503,336 (2.41%) 35,000 (61.75%) 70,000 $ 1,735,000 $ 6,472,983 (4.25%) DIVISION PERSONNEL SUMMARY BY DIVISION REVISED BASE PROPOSED PROPOSED % CHANGE IN AtJI'U/M., ALiI'U/M, ISUIJ~I--' 1' BUDL.il:; 1' :SLAi5 BUD(31:,' 1 l:$UIJi3k- 111"blL)M FY 01 FY 02 FY 03 FY 04 FY 04 FY 04 FY 03. TO FY 04 LANDFILL OPERATIONS 22.50 22.50 22.50 22.50 0.00 22.50 0.00% ADMINISTRATION 4.00 4,00 3.00 3,00 0.00 3.00 (25.00%) DEPARTMENT TOTAL 26.5 26.5 25.5 25.5 0.0 25.5 0.00% SERVICE LEVEL ADJUSTMENTS LANDFILL OPERATIONS Rock Prairie Road Landfill Final Cover and Gas Recovenj $ Rock Prairie Road Landfill Fill Sector 18 Landfill Generator BVSWMA Total $ 600,0O0 1,100,000 35,O00 1,735,000 202 UTILITIES CAPITAL PROJECTS BUDGET The City of College Station develops and adopts a five year Capital Improvements Project List. The. list is updated annually and is presented for City Council review as a part of the annual budget process. The list consolidates all anticipated capital needs for which funding. authorization exists. The list is divided into several sections depending on the services provided and the funding source. Revenue bonds are authorized to be issued any time there is'a need for financing capital construction or acquisition and where the asset will reside in one or more of the City's enterprise funds. The City's enterprise funds include Electric, Water, Wastewater, and Solid Waste Collection. Generally, revenue bonds do not require voter approval. These bonds are repaid from the revenues generated by the utilities. No revenue, bonds are projected to be issued for any of the water capital improvement projects, however $4,000,000 is projected to be issued for wastewater capital improvement projects in FY 04. Among the decisions and proposals that accompany capital project recommendations is an analysis of potential ongoing costs and any potential impact on utility rates that a project may have. UTILITY CAPITAL PROJECTS Electric Capital Projects $5,530,000 is the proposed expenditure amount for electric capital projects in FY 04. Additional information will be provided to the City Council as a competitive matter. Capital Projects Fund also includes .$305,000 to improve the security of the water supply and $530,000 to provide backup power generation to the water system. The Proposed FY 04 Budget also includes $10,400,000 in current revenues from operations are proposed to fund water capital projects, lXlO debt is projected for issuance in FY 04 for water.capital projects. . . Wastewate r Capital Projects ~ . . The FY 04 inCludes $7,343,720 in projected expenditures for numerous wastewater capital projects. $1.5 million is included for the rehabilitation of wastewater infrastructure in the Southside area. Over $1 million is also included as projected expense for relocating and rehabilitating sewer line beneath Texas Avenue. This project is necessary because of the TxDoT widening of Texas Avenue, and will be done in conjunction with this project. As in the Water Division, the Wastewater Division includes $330,000 to improve security of wastewater facilities and $215,000 for backup power generation to operate the sewer system in the event of a power outage. $535,800 is included to provide sewer services to the newly annexed parts of town. Drainage Capital Projects The Proposed FY 04 drainage capital projects budget includes $ 5,172,056 in improvement to the City's drainage system. The bulk of these expenditures will be for drainage channel improvements in the Bee Creek ($3 million) and Wolf Pen Creek ($1 million) areas of town. ADDITIONAL O&M COSTS Water Capital Projects In FY 04, $14,769,051 is the projected expenditure for water capital projects. Included in the Proposed FY 04 Budget is over $ i million for water line rehabilitation in the Southside area, $3.2 million for the parallel water line transmission project, and $462,900 on projects to provide water to newly annexed portions of the City. Additionally, $4,174,837 is the projected expense for water capital project to provide water service to City residents not currently using College Station water. The Water The City of College Station strives to provide superior electric, water, and wastewater services to its citizens. Part of this effort includes maintaining a sound infrastructure that is technologically advanced. This requires continuous investment in the capital that makes up the infrastructure. These investments take place in the form of capital improvement projects. These projects may include rehabilitating or replacing old, deteriorating infrastructure; expanding facilities; and adding new facilities and infrastructure. 203 ELECTRIC SERVICE CAPIT~ IMPROVEMENT PROJECTS FISCAL YE~ 2002-2003 THROUGH FISCAL .YEAR 2007-2008 REVISED APPROVED BUDGET ESTIMATE APPROPRIATIONS PROJECTED FY 02-03 FY 02-03 FY. 03-04 FY 03-04 SUBTOTAL ADDITIONAL RESOURCES $ 5,630,000 $ 5,730,0001 .. TOTAL RESOURCES AVAILABLE $ 7,282~634 $ 7,382,634 . TOTAL EXPENDITURES $ , 5,537,000 $ 5,537,000 GAAP ADJUSTMENT ENDING FUND BALANCE: $ 1,745,634 $ ...... 1,845,634 $ 5,575,000 ~,, ~7~7 420,634 $ ...... 5,530,000 $ .......... 1,890,634 $ ..... 5,575,000 ~ ..... 7,420,634 $ ....... 5,530,000 $ . 1,890,634 204 ELECTRIC SERVICE CAPITAL iMPROVEME~ PROJECTS FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2008-2009 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY08-09. ~$ ...... 8,635,000 , $ ...... 10,525,634 ~, ~10~140,000 15,311,634 $ 7,490~00 t2,795,634 $ 5,990,000 $. ...... 9.107,634 $...:..6~075,000 $...,,,,. 7,996,634 $ ......... 5,354,000 $ .10,006,000 $ 9,678,000 $ .... 7,186,000 $ 7,954,00'0 $ 5,171,634 $ 5,305,634 $ ........ 3,117,634 $ .... 1,921,634 $ 42,634 205 WATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 BEGINNING FUND BALANCE: REVISED FY02-03 PROJECT PROJECT WORK REQUEST BUDGET ACTUAL NUMBER NUMBER AMOUNT FY 01-02 $ 8,618,228 APPROVED FY 02-03. BUDGET APPROPRIATION TOTAL ESTIMATE FY 02-03 ADDITIONAL RESOURCES: UTILITY REVENUE BONDS INTEREST ON INVESTMENTS TRANSFERS FROM OPERATIONS OTHER SUBTOTAL ADDITIONAL RESOURCES · TOTAL RESOURCES AVAILABLE $ .... 7,427,150 453,166 0 9,100 $ . ,.7,889,416 $ ...... 165,507,644 $ 8,544,589 $. 8,544,589 175,000 1,300,000 0 $ 1,475,000 REHABILITATION PROJECTS: DISTRIBUTION SYSTEM REHAB HRST & MAPLE STREETS REHAB GEORGE BUSH E WIDENING GREENS PRAIRIE W'rR LINE LOWERIHG TEXAS AVE.. RELOCATION SOUTH SOUTHSIDE WATER REHAB A WEST PARK COLLEGE PARK/BREEZY HEIGHTS SOUTH KNOLL SOUTHWOOD 5-7 McCULLOCH THE KNOLL SOUTHSIDE WATER REHAB STUDY CLOSED PROJECTS SUBTOTAL PRODUCTION PROJECTS WELL #6 AND LINE. WELL #7 WELL #7 COLLECTION UNE PARALLEL WELLFIELD COLL LINE PHI COOLING TOWERS EXPANSION PARA1.1 .FI. WATER TRANSMISSION WATER TRANSMISSION-SH21.- VILLA MARIA LAND ACQUISITION - WELLS & PUMP STATION DOWLING ROAD 10MG GST DOWUNG ROAD PUMP STATION PIPING WELLS 4 & 5 PUMP REPLACEMENTS WATER PLANT SECURITY EMERGENCY ELECTRIC POWER CLOSED PROJECTS SUBTOTAL WT0201 WT0212 TBD . WT9804 _ _ _ WT0105 WT0004 WT0106 WT0203 WT0205 TBD WT0005 WT0116 WT0206 WT0117 TBD WF0351786 WF0390567 WF0351806 WF0351282 WF0379021 TBD TBD TBD TBD TBD TBD WF0360070 WF0352591 WF0353607 WF035362I WF0353553 TBD WF0350259 WF0352317 TBD WF0353631 TBD TBD TBD TBD ANNUAL 218,900 88,000 230,000 950,000 115,000 1,075,000 1,270,000 1,175,000 985,000 925,000 900,000 50,000. 2,963,000 2,064,000 2,600,000 1,802,000 1,829,000 8,273,000 5,754,000 1,250,000. 3,851,000. 1,332,000 150,000 305,000 780,000 651,000 0 12,033 0 0 0 0 0 0 0 0 0 0 170 105,494 ,. $ ....... 117,697 $ ..... 299,980 187,836 6,350 0 0 2,858,658 262,203 0 106,853 0 0 O. 0 511,304 .... $ . .4~233,184 $ .... 5,876,403 285,000 200,000 5O,000 0 0 0 0 0 0 0 0 0. 0 $ ~535,o°o 0 494,000 795,000 0 0 440,000 300,000 84,000 130,000 0 0 0 0. $ 2,243,000 370,000 1,300,000· 0 $ ..... 1,670,000 $ .... 10,214,589 285,000 207,000 25,000 230,000 430,000 115,000 0 0 0 0 0 0 95,000 ;'. g~,ooo, $ 721,000 78,000 51,000· 110,000 0. 685,000 278,000 0 125,000 0 0 0 0 0. $ 2,048,000 206 WATER SERVICE cAPITAL IMPROVEMENT PROJECTS FISCAL YFAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROPOSED FY 04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED APPROPRIATION FY 03-04 FY 0405 FY 05-06 F'Y 06-07 FY 07-08 FY. 08-09 $ ....... 4,401,403 $ 4,401,403 $ 207,352 $ . 234,352 $ ....... 75,552 $ ....... 112,752 $ ...... 130,752 $ 0 $ ..... 0 $ .9,300,000 $ 8,400,000 $. 7,600,000 $ 1,700,000 $ .. 4,100,000 175,000. 175,000 225,000 125,000. 75,000 50,000 50,000. 10,400,000 10,400,000. 1,000,000 1,000,000 500,000 500,000 500,000 '0 0 O. 0 0 0 0 $ ..... 10,575~00 $. 10,575,000 ..$ .... 14,.976,403. $ ..14,976.:403 $ 10~525,000 $ ..10,732,352 $ ...... 9,525,000 $ ~175~0000 $ ....... 9,759,352 $ .... 8~25250,552 $ ..... 2,250,000 . $ ...... ,,~.4,650,000 2,362,752 $ ::.4,780,752 285,000 285,000 285,000 285,000 285,000 285,000 285,000 0 0 0 0 0 0 0 38,000 63,000. 0 0 0 0 0 0 0 0 0 0 0 0 0 470,000 0 0 0 0 0 O. 0 0 0 0 0 O. 1,075,000 1,075,000 0 0 0 0 0 0 0 1,270,000 0 0 0. 0 0 0 0 1,175,000 0 0 0 0 O. 0 0 985,000 O. 0 0 0 0 0 0 1,120,000 0 0 0 0 0 0 0 900,000 0 0 0 0 0 0 0 ~ ........ 1,398,000 $ ~93,000 $ ........ 15,5555,000 $ ....... 1,460~000 $ ....... 1,270,000 $ 1,405,000 $ .... 1,185~000 $ ......... o $ ...... o $ .......... o $ ....o $ ............. o $ ......... o $ ...... o O. 106,000 470,000 1,276,000. O. 0 0 O. 109,000. 789,000 1,670,000 O. 0 O. 0 215,000 1,477,000 0 O. O. O. 0 0 O. 52,000 1,777,000 O. O. 0 3,277,000. 1,274,000 0 0 0 0 75,000 75,000. 790,000 1,574,000. 3,847,000. 0 0 0 O. 200,000 400,000 371,000 279,000 O. 95,000 95,000. 1,280,000 2,244,000 0 0 0 80,000. 80,000 1,252,000 0 0 O. O. 15o,ooo 15o,ooo. o o o o. o 305,000 305,000 0 o. 0 0 0 530,000 530,000 240,000 0 0 298,000 0 $.. 1,235,000 $ .... 4,942~0000 $ 7~772 0~0~000 $ 7,216~0000 $ 5~995 0~0000 $. 577~000 $ ....... 0 207 WATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2.008-2009 REVISED FY02-03 PROJECT APPROVED PROJECT WORK REQUEST BUDGET ACTUAL FY 02-03. BUDGET NUMBER NUMBER AMOUNT FY 01-02 APPROPRIATION DISTRIBUTION PROJECTS OVERSIZED lINES PARTICIPATION & PLANNING VICTORIA WATER OP BARRON ROAD WATER OP WESTS1DE WATER SERVICES WATER IMPACT FEE PARK PLACE ELEVATED WATER $TOI:LAGE WATER RECLAIM / IRRIGATION DARTMOUTH WATER EXTENSION Pll JONES-BUTLER WATER EXT. PI-III ROCK PRAIRIE WATER EXT WELLBORN ARRINGTON RD. WATER MAIN WELLBORN BAR/iON ROAD.. WELLBORN CUSTOMERS LICK C~OCK PRAIRIE WF_ELBORN CLOSED. PROJECTS · SUBTOTAL AN NI/XATION PRO,iI/!CTS WELLBORN RD N OE GANDY (AREA 1) GREENS PR.. W. OF, ARRINGTON (AREA 2) NANTUCKET E.. OF HARPER'S FERRY (AREA 3) ROCK P RD. S OE CARTER LAKE (AREA 5) GREENS PR.. RD CORRIDOR EAST. (AREA 6) GENERAL AND. ADMINISTRATIVE DEBT ISSUANCE COST TOTAL EXPENDITURES WT0200 ANNUAL $ ........... 0 $ 75,000 TBD TBD 100,000 0 100,000 TBD TBD 150,000 0 150,000 WT9703 WF0353641 3,087,000 48,938 0 WT9905 TBD 359,000 0 0 WT0012 WF0353817 3, 679,000 2,531,140 0 WT0110 TBD 3,468,000 445 0 TBD WF0350795 220,000 0 220,000 TBD TBD 17,000 0 17,000 WF0352094 2,403,823 168,599 0 - WF0379145 612,763 0 0 WF0379197 2,044,845 0 0 - WF0379226 157,406 . 0 0 0 725,742 TOTAL ESTIMATE FY 02-03 $ ..... 75,000 100,000 35,686 80,000 0 586,000 0 0 3,000 481,000 123,000 409,000 31,000 ,, $ ....... 3,474,864 $ 56~,0® ~,,1 rl _~19,23,686, TBD 448,000 $ .... 0 $ 44,800 TBD 347,000 0 34,700 TBD 80,000 0 0 TBD 670,000 0 0 TBD 612,000 O 0 $ ....44,800 34,700 0 0 0 ENDING FUND BALANCE: , $ ...... , ,0, $ ........ 79,500 $, ........ 79,500,. 269,883 275,000 275,000 125. 0 100,000 $ ....... 8,095,753 $ ..... 3,694,500 $ 5,813,186 $ ..... 58,554,837 $ .... 132,698 $ .... 8,544,589 $ ...... 2,181,903 $ ..... 4,401,403 208 PROPOSED FY 04 BUDGET PROJECTED APPROPRIATION FY 03-04 WATER SERVICE CAPIT~ IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROJECTED PROJECTED PROJECTED PROJECTED PROJEC'TED FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY. 08-09 $ . 200,000 $ ·200,000 0 0 0 114,314 0 2,598,000 0 0 0 0 0 0 0 220,000. 0 14,000 403,823 1,922,823 489,763 489,763 1,635,845 1,635,845 126,406 126,406 $ 200,000 $ 200,000 $ . 200,000 $. .200,000 $ .... 200,000 0 O. 0 0 0 0 O. 0 0 0 0 0 0 0 0 212,000. 0 0 0 0 0 0 0 0 0 0 0 0 0 3,468,000 O. 0 0 0 O. 0 0 O. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ~,,. 2~855,837 $ ...... 7,321,i51 $ ...... 412,000 $.. 22,400 $ 22,400 $ 380,800 312,300 312,300 0 0 O. O. 67,000 67,000. 67,000. 61,200 6~00. 612~2000 $ ....... 462,900 '~ ....... 4~oo $......5%,ooo 150,000 150,000 150,000 O. O. _ 100,000 $ .... 6,101,737 $.. 14,769,051 $... 10,498,000 $ ...... 200,000 $ ......... 200,000 $ ......200,000 $ ...... 3,668,000 ..... o $ .......... o $ o $ .......... o 0 0 0 0 80,000 0 0 0 268,000 268,000 0 o. 244,800. 2448__,_ooo. o. o .......... 592,800 $ ...... 512,800 $ ................. 0 $ ............. 0 150,000 125,000 50,000 75,000. 65,000 35,000 o. 0 $ .... 9,683,800 $ 8,137,800 $ 2,232,000 $ 4,928,000 $ 8,874,666 $ 207,352 $ 234,352 $ 75,552 $ 112,752 $ ..... 130,752 $ (147,248) 209 ,, WASTEWATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 TItROUGH FISCAL YEAR 2008-2009 BEGINNING FUND BALANCE: ADDmONAL RESOURCES: .. UTILITY REVENUE BONDS .. INTEREST ON INVESTMENTS TRANSFERS FROM OPERATIONS INTER GOVERNMENTAL OTHER . SUBTOTAL ADDITIONAL RESOURCES TOTAL RESOURCES AVAILABLE REHABILITATION PROJECI'$: COLLECTION SYSTEM REHAB CARTERS CREEK SCREW LIFT SYSTEM FIRST & MAPLE STREETS REHAB HENSEL PARK LIFT STATION LIFT STATION. #2 FORCEMAIN REALIGNMENT HWY 3O TURNAROUND TEXAS AVE RELOCATION. SOUTH · SOUTHSIDE SEWER UPGRADE A WEST PARK · COLLEGE PARK/BREEZY HEIGHTS SOUTH KNOLL SOUTHWOOD 5-7 McCULLOCH THE KNOLL CLOSED PROJECTS .... SUBTOTAL COLLECTION OVERSIZE PARTICIPATION & PLANNING WESTSIDE SEWER SERWCE NORTHEAST TRUNK EXPAN. PHASE ! DARTMOUTH PHI! · JONES-BUTLER WASTEWATER EXTENSION GEORGE BUSH DR EAST WIDENING STEEPLECHASE iMPACT FEE LIFT STATION #1 GRAVITY LINE LICK CREEK PARALLEL TRUNK LINE MATERIAL STAGING STORAGE AREA - USC CLOSED PROJECTS SUBTOTAL TREATMENT UCK CREEK TRUNK & PLANT EXPANSION ODOR CONTROL SLUDGE PROCESSING IMPROVEMENTS CC PLANT DEMO & MAINT. BLDG WASTEWATER PLANT SECURITY CCWWTP PAVEMENT/REPAIRS IMP EMERGENCY ELECTRIC POWER CLOSED PROJECTS SUBTOTAL REVISED FY02-03 PROJECT PROJECT WORK REQUEST BUDGET ACTUAL NUMBER NUMBER AMOUNT FY 01-02 SS0209 ANNUAL TBD WF0376687 ......... 1,292,280 SS0212 WF0351778 ..... 81,300 SS0203 WF0354063 ......... 460,000 - TBD ...... 300,000 SS0207 WF0350071 . 300,000 550003 WF:0351341 ........ 1,600,000 - WF0379101 ......... 80,000 - TBD ...... 1,500,000 TBD ........ 880,000 - TBD .... 830,000 TBD 1,175,000 - TBD ....... 925,000 TBD 1,000,000 SS0200 ANNUAL 5S9702 TBD ... 2,634,000 SS9805 WF0351744 ....... 530,000 TBD WF0350773 ........... 50,000 TBD TBD ..... 32,500 ST9804 WF0390568 .....12,000 WF0354517 1,000,000 TBD ....... 120,000 TBD 3,000,000 TBD ..... 70,000 SS9806 WF0355780 $ . .10,813,000 $59810 WF0354125 1,554,000 S59904 WF0363214 ......1,823,000 SS0204 TBD ...... 250,000 - TBD 210,000. - TBD 557,000 TBD 215,000 SS0105 - 651,000 7 APPROVED APPROVED FY 01-02 FY. 02-03 APPROPRIATIONSAPPROPRIATION TOTAL ESTIMATED FY, 02-03 $ ,9,375,458 $ . 6,440,563$ ..... 6,440,563 $ . 6,440,563 $ .... 6,159,100 375,195 0 12,130 $ ....... 6,546,425 $ ..... 15,921,883 $ .... 10,000,000$ 0 200,000 I00,000 0 0 o 270,000 0 0 300,000 0 0 o $ .... 10,200,000 .... $ 4,3,70,000 $ ...... 300,000 $.. 16,640,563 $ .7,721,213 $ 6,740,563 13,074 $ ...... 285,000 0 0 4,011 0 88,841 .350,000 0 .... 0 153,429 ....0 51,999 0 0 .... 0 0 0 0 0 0 0 0 ........ 0 0 ...... 0 0 0 177,165. 750,000 488,519 1,385,000 0 250,000 624,415'.. . 0 0 ...... 0 0 .........0 0 .........0 0 ........ 0 0 .... 0 0 ..... 0 0 .......... 0 0 ....... 0 1,724 7,474,645 $ 483,694 . 187,636 . . .0 ........ O 232,000 0 ..... 100,000 0 0 0 0 O 0 400,087 0 $ .... 285,000 $ ...... 205,000 286,000 290,400 75,0OO 77,000 . ..77,000 371,0OO ........ 0 ......... 0 ....... 0 .... 147,000 · 0 . 540,000 .0 80,000 0 .... 0 · 0 ....... 0 ........ 0 ............0 ...... 0 0 . 0 ..... 0 . 0 ..... 0 250, OO0 250,0OO 0 .... 0 . 0 300,000 50,000 .......... 0 32,500 .... .2,500 .... 0 ......... 0 · 0 6,550 ......... 0 0 ...... 0 ..... 0 ..... 0 ............ 0 0 332,500 $ . 559~0050 $ ...... 8,062,368 $ .... 815,694 $ ..... 0 $ .. 455,000 0 62,000 ..0 ..... 0 150,000 100,000 0 0 0 0 0 0 0 0 ~ .1~00 t ..... 617,000 210 WASTEWATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROPOSED FY 04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECW~ PROJECTED APpROpRIATION FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 $ 3,351,213 $ 3,351,213 $ 377,493 $ 249,233 $ 606,033 $ 352,233 $ 332,233 $ 4,000,000 $ 4,000,000 $ 6,300,000 $ 3, I00,000$ 3,800,000 $ 1,500,000 $ 1,500,000 100,000 100,000 50,000 25,000 25,000 10~00 10,000 0 0 0 0 O 0 0 270,000 270,000 0 0 0 0 0 O O 0 O 0 0 0 $ 4,370,000 $ .4,370,00.0 $ 6,350,000 $ 3,125,000 $ 3,825,000 $ 1,510,000 $ 1,510,000 $ 7,721,213 $ 7,721,213 $ 6,727,493 $ 3,374,233 $ 4,431,033 $ ._!,.862,233. ~,, 1,842~233 $ 285,000 $ 285,000 $. 285,000 $ 285,000 $ 285,000 $ 285,000 $ 285,000 667,920 667,920 0 0 0 0 0 0 0 300,000 300,000 0 0 0 0 300,000 1,010,000 0 0 0 0 1,500,000 1,500,000 0 0 0 0 0 0 830,000 0 0 0 0 0 333,960 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,305,0OO 0 0 0 0 0 0 0 0 1,175,000 0 0 0 0 0 925,000 0 0 0 0 0 0 1,000,000 ~ 30~052,920 $ ~762,92.Q $. 1,923,960 $ 1,115,000 $ 1,460,000 ~ $__1,285~0Q0 { 250,000 250,000 0 0 1,978,000 0 0 0 0 50,O00 0 0 30~00 0 0 12,000 0 1,000,000 1,000,000 0 35,000 35,000 85,000 0 0 77,000 77,000 250,000 250,000 250,000 250,000 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 o 0 0 o 0 0 o 0 0 o 0 0 o o o 0 !,250,000 1,750,000 0 0 0 0 0 0 0 ,$ 1,362,000 ~ $__2,3~00~ $ 1,500,000 $ 2,000,000 $ 250,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 0 0 0 0 0 0 0 234,000 466,000 1,269,000 0 0 0 0 0 150,000 0 0 0 0 0 210,000 210,000 0 0 0 0 0 330,000 330,000 227,000 0 0 0 0 215,000 215,000 0 0 0 0 0 0 0 0 0 0 0 0 989,000 $ la371,000' $ 1,496,000 $ 211 WASTEWATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 REVISED FY02-03 PROJECT APPROVED PROJECT WORK REQUEST BUDGET ACTUAL FY 01-02 NUMBER NUMBER AMOUNT 'F'~ 01-02 APPROPRIATIONS ANNEXATION PRO~ECTS WELLBORN RD N OF GANDV (AREA 1) GREENS PR. W. OF ARRINGTON (AREA 2) NANTUCKET E. OF HARPER'S FERRY (AREA 3) ROCK P RD S OF CARTER LAKE (ARFA 5) GREENS PR. RD CORRIDOR EAST (AREA 6) TBD ,618,000 0 0 TBD 360,000 0 0 TBD 201,000 0 0 TBD 207,000 0 0 TBD 375,000 0 0 CLOSED PROJECTS GENERAL AND ADMINISTRATIVE DEBT ISSUANCE COST .... TOTAL EXPENDITURES $ 34,413,800 .~$ 9,766,715 252,720 0 336,969 325,000 0 60,OO0 .. $ 2,835,694 GAAP ADJUSTMENT $ 285,395 APPROVED FY 02-03 APPROPRIATION TOTAL ESTIMATED FY 02-03 61,800 61,800 36,000 36,000 20,100 20,100 0 0 0 0 117,900 $ 117,900 0 0 200,000 325,000 20,000 60,000 $ 1,543,400 $ 3,389,350 ENDING FUND. BALANCE: 6,440,563 $ 13,804,869 $ 6,177,813 $ 3,351,213 212 WASTEWATER SERVICE CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROPOSED FY 04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED APPROPRIATION FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 30,900 30,900 525,300 0 0 0 0 324,000 324,000 0 0 0 0 0 180,900 180,900 0 0 0 0 0 0 0 0 20,700 186,300 0 0 0 0 0 37 500 337,500 0 0 $ 535~800_ ~ $ 525,300 $ 58,2q~,,$ 523,800 $ ' L$ ' 0 0 0 0 0 0 0 200,000 200,000 200,000 75,000 75,000 50,000 0 20,000 20,000 20,000 20,000 20,000 ,,, 20,0000 $ 6,159,720 $ 7,343,720 $ 6,478,260 $ 2,768,200 $ 4,078,800 $ 1,530,000 $ 1,535,000 $ 1,561,49~33 $ 377,493 $ 249,233 $ 606,033 $ 352,233 $ 332,233 $ 307,233 213 DRAINAGE UTILITY CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 BEGINNING FUND BALANCE: ADDITIONAL RESOURCES: UTILITY REVENUES INTEREST ON INVESTMENTS BOND PROCEEDS iNTERGOVERNMENTAL TRANSFERS IN SUBTOTAL ADDITIONAL RESOURCES TOTAL RESOURCES AVAIl_ABLE PROJECT REVISED PROJECT BUDGET ACTUAL FY 02-03 BUDGET NUMBER AMOUNT FY 01-02 APPROPRIATIONS $ 5,764,491 $ 6,560,593 $ 982,760 $ 1,009,500 232,168 150,000 785,000 1,000,000 0 0 0 0 ._ $ 1,9~928 4. $ .. 2,15_9,500 $ 7~764,419 $ 8,720,093 ESTIMATE FY 02-03 $ 6,560,593 $ 1,021,000 170,000 1,000,000 0 281,839 $ 2~472..,839 $ 9~033t432 BEE CREEK (COMBINED) BEE CREEK PH. IV & V. WPC - TEXAS TO BYPASS GREENWAYS PROJECTS MINOR DRAINAGE ~MPROVEMENTS HALEY SOUTHSIDE DRAINAGE IMPROVEMENTS INSBRUCK DETENTION POND ACCESS VAL VERDE VALLEY GUTTER BEE CREEK (LANCELOT TO GUADALUPE) WPC (REDMOND TERRACE) BEE CREEK (GLADE TO LlkMON TREE) STORMWATER MAPPING DRAINAGE/STORMWATER MASTERPLAN DRAINAGE MAINTENANCE DRAINAGE MAINTENANCE SLA's CLOSED PROJECTS SD9802 SD0001 SD9901 SD9903 SD0002 TBD TBD TBD TBD TBD TBD TBD SD0204. $ 2,500,000 1,400,000 3,000,0O0 3,640,000 ANNUAL 50,000 550,00O 200,000 200,000 200,000 680,000 50,000 0 ANNUAL ANNUAL $ 12,458 $ 500,000 $ 500,000 21,394 0 100,000 71,211 0 100,000 109,126 1,000,000 1,480,909 225,108 250,000 0 0 0 50,000 0 0 260,000 0 0 40,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 22,000 50,000 50,000 350,000 410,748. 353,727 0 0 0 150,820 0 0 OTHER COSTS GENERAL & ADMIN. DEBT ISSUANCE COSTS TOTAL EXPENDITURES 8,360 0 192,146 220,000 220,000 5,4oo ~o,ooo ~o.;Ooo $ 1,168,023 $ 2,440,748 $ 3,164,636 GAAP ADJUSTMENT ($35,803) ENDING FUND BALANCE: $ 6,560,593 $ 6,279,345 $ 5,868,796 214 DRAINAGE UTILITY CAPITAL IMPROVEMENT PROJECTS FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009 PROPOSED TOTAL FY 03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECT APPROPRIATION FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 $ 5,868,796 $ 5,868,796 $ 1,819,895 $ 365,938 $ 391,738 $ 337,238 · PROJECT FY 08-09 496,838 1,041,400 160,000 855,O00 0 0 ~ 2,056,400 ..... , 7~25,196 0 0 o 0 0 · 0 0 160,o00 0 200,000 0 0 o 0 376,639 163,809 0 0 282,797 1,0,000 1,193,245 1,041,400 $ 1,062,200 $ 1,094,100 $ 1,126,900 $ 1,160,700 160,000 30,000 10,000 11,000 11,000 855,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,056,,,400 $ ..... 1,092,200 .... $ 1,104,100 $ 1,1137,900 $ 1,171,700. ' 7,925,196 $ 2,912,095 $ 1,470,038 .,$ 1,529,638 $ 1,508,938 $ 1,195,500 12,000 0 0 0 $ 1,207,500 $ 1,704,338 2,000,000 $ o $ o $ o $ o $ o 1,000,000 0 0 0 0 0 1,000,000 0 0 0 0 0 882,056 882,057 0 0 0 0 0 o 0 o 0 0 0 o o o 0 o 290,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 200,000 0 0 0 0 0 0 0 0 0 680,000 0 0 0 0 0 0 0 0 50,000 0 50,000 50,000 50,000 50,000 0 0 50,000 0 0 0 0 0 376,639 387,900 399,500 411,500 423,800 436,500 163,809 263,200 345,800 247,900 255,300 263,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 282,797 283,000 283,000 283,000 283,000 283,000 10,000 0 0 0 0 0 6,105,301 $ 2,546,157 $ 1,078,300 $ 1,192,400 $ 1,012,100 $ 982,500 $ 6,731,951 $ 1,819,895 $ 365,938 $ 391,738 $ 337,238 $ 496,838 $ 721,838 215 Embracing the Past Exploring the Future 216 HOTEL/MOTEL FUND The primary funding source for the Hotel/Motel Fund is the Hotel/Motel Tax, a consumption type tax authorized under state statute. This tax allows the City to collect up to its current tax rate of 7% on rental income of hotels and motels within the city limits. The uses of the funds derived from the tax are limited to 1) promotion of tourism, 2) promotion and support of the arts, and 3) directly attributable administrative costs. This fund is prepared 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 several items. The full listing of these exceptions can be found in the Financial Policies on page F-I. Hotel/Motel tax revenue is projected to increase by 7.87% over the FY 03 revised budget to $2,173,500. Revenues are also received from ticket and concession sales at facilities such as Wolf Pen Creek. The revenues previously received from the operation of the Conference Center on George Bush Drive ~ave been moved to the General Fund. The expenditures for the George Bush Drive Conference Center have been moved to the General Fund in the FY 04 proposed budget. Expenditures and transfers in the Hotel/Motel Fund are projected to decrease by 22.99% over the FY 03 budget. The primary reason for this decrease is the move of the George Bush Drive Conference Center expenditures to the General Fund, and the removal of the $600,000 transfer for the new Conference Center project that took place in FY 03. The Arts Council proposed budget for FY 04 is $300,000. The Arts Council request is below the 15% limit that can be spent on art programs out of the Hotel/Motel Fund. These funds are for the operations of the Arts Council. The Convention & Visitors Bureau proposed budget is $915,200. This includes funds for the ongoing operations and maintenance of the Convention and Visitor Bureau. This also includes the funding that was previously given to the Brazos Valley Sports Foundation. Funds for the. future operation of the new conference center in the amount of $670,000 have also been proposed. 217 BEGINNING FUND BALANCE REVENUES TAXES TICKETS & CONCESSIONS RENTALS · INVESTMENT· EARNINC_~ OTHER TOTAL REVENUES TOTAL FUNDS. AVAILABLE EXPENDITURES AND TRANSFERS CITY OPERATIONS CONFERENCE CENTER OPER. PARKS PROGRAMS & EVENTS 30/60 CORR. CONV. CENTER DEBT 30/60 CORR. CONV. CENTER CAPITAL 30/60 CORR. CONV. cENTER OPER. ELECTRIC FUND DEBT SERVICE OTHER TOTAL CITY. OPERATIONS ORGANIZATIONS CONVENTION & VISITORS. BUREAU BRAZOS VAI.!.£Y SPORTS FOUND. ARTS. COUNCIL BUSH LIBRARY COMMITTEE TOTAL ORC.~~TIONS CONTINGENCY TOTAL OPERATING EXPENSES · AND. TRANSFERS INC~E (DECREASE) IN FUND BALANCE ENDING FUND BALANCE FY O2 ACTUAL $ 1,353,645 $ 1,926,009 25,341 114,668 79,577 17,822 $ 2,163,417 $ 3,517,062 $ 260,121 306,176 148,052 0 196,062 0 11,829 $ 922,240 $ 668,000 192,000 280,400 0 $ 1,140,400 $ 0 $ 2,062,640 $ 100,777 $ 1,454,422 HOTEL/MOTEL FUND FUND SUMMARY FY 03 FY 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET $ 1,454,422 $ 1,454,422 $ 851,346 $ 2,015,000 $ 2,100,000 $ 2,173,500 4,320 8,500 8,500 114,800 105,000 3,000 75,000 56,500 40,000 20,100 4,000 4,000 $ 2,229,220 $ 2,274,000 $ 2,229,000 $ 3,683,642 $ 3,728,422 $ 3,080,346 $ 280,116 $ 281,184 $ 0 458,047 445,292 343,433 0 0 0 600,000 600,000 0 416,000 416,000 670,000 40,000 0 0 6,200 6,200 6,200 $ 1,800,363 $ 1,748,676 $ 1,019,633 $ 668,000 $ 668,000 $ 868,000 200,000 200,000 0 260,400 260,400 260,400 0 0 0 $ 1,128,400 $ 1,128,400 $ 1,128,400 $ 25,000 $ 0 $ 40,000 $ 2,953,763 $ 2,877,076 $ 2,188,033 $ (724;543) $ (603,076) $ 40,967 $ 729,879 $ 851,346 $ 892,313 $ 892,313 $ 0 0 0 0 0 $ 0 $ 851,346 $ 2,173,500 8,500 3,000 40,000 4,000 $ 2,229,000 $ 892,313 $ 3,080,346 $ 0 $ 0 0 343,433 0 0 0 0 0 670,000 0 0 0 6,2OO $ 0 $ 47,200 0 39,600 0 $ 86,800 $ 0 $ 86,800 $ (86,800) $ 805,513 $ 1,019,633 $ 915,200 0 300,000 0 $ 1,215,200 $ 40,000 $ 2,274,833 $ (45,833) $ 805,513 % CHANGE IN BUDGET FROM FY03 TO FY. 04 7.87% 96.76% (97.39%) (46.67%) (80.10%) (o.o1%) (16.38%) (100.00%) (25.02%) N/A (100.00%) 61.06% (100.00%) 0.00% (43.37%) 37.01% (100.00%) 15.21% N/A 7.69% 60.00% (22.99%) 218 HOTEL/MOTEL FUND-SOURCES INVESTMENT EARNINGS 2% TAXES 98% OTHER REVENUE SOURCES MAKE UP LESS THAN 1% HOTEL/MOTEL FUND-USES CONTINGENCY 2% ARTS COUNCIL 13% CONVENTION & VISITORS BUREAU 41% PARKS PROGRAMS & EVENTS 15% 3O/6O CORR. CONV. CENTER OPER. 29% 219 COMMUNITY DEVELOPMENT FUND The Community Development Fund is used to account for grants received by the City for use in revitalizing low-income areas and addressing the needs of its low and moderate income citizens. This fund pays for the direct operating costs. This fund is prepared 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 several items. The full listing of these exceptions can be found in the Financial Policies on page F-1. The City has submitted an action plan to HUD for two grants for FY 04, the Community Development Block Grant (CDBG) and the Home Grant. The CDBG program is a federal entitlement program that provides the basic funding for general programs and administration. The grant allows administrators flexibility in the use of funds for a wide variety of eligible activities. The HOME grant is a yearly entitlement grant that can only be used for housing programs that assist Low/Moderate Income (LMI). The City currently uses this grant for owner-occupied.rehabilitation assistance, down payment assistance, and the Optional Relocation Program. Fund are also approved for Tenant Based Rental Assistance (TBRA), Community Development Housing Organizations (CHDO) activities, and new construction. Both the CDBG and HOME allocations are based on a formula that includes criteria such as the age and condition of a community's housing stock, incidents of overcrowding, and the demographic characteristics of the city. Community Development Funds are also used for capital projects in areas that qualify for these funds. For FY 04, the City proposes approximately $4.6 million in total authorization from the federal government. This number is comprised of new authorization and remaining authorization from prior fiscal years. FY 04's grants include $3,069,732 in Community Development Block' Grant funds, $1,523,340 in HOME Investment Partnership Grant funds, and $20,000 in program income. COMMUNiTY DEVELOPMENT FUND - SOURCES HOME ~3~ COMMUNITY DEVELOPMENT FUND - USES AFFORD. CODE HOUSING ACQUISITIONS 4% RESIDENTIAL ?' 2% ENFORCEMENT-~ ~- 1% / COMM. REHAB / NEW CONST. 6% r 9 4% O1%3~4ER ~ HOIVEBUYER'S ! /- ^SS~ST. PROJECTS REIMBUR. 45% ADMIN 8% 220 BEGINNING FUND BALANCE REVENUES GRANTS CDBG HOME PROGRAM INCOME LOAN REPAYMENTS INTEREST ON LOANS CEDAR CREEK PROCEEDS OTHER TOTAL REVENUES TOTAL FUNDS AVAILABLE EXPENDITURES AND TRANSFERS CDBG HOUSING ASSlST/REHAB OPq~ONAL RELOCATION CLEARANCE/DEMOLITION ACQUISITIONS INTERIM ASSISTANCE COMMERCIAL REHABILITATION PUBLIC SERVICES EXTERNAL PUBLIC FACILITY CODE ENFORCEMENT CAPITAL OUTLAY GENERAL GOVT PROJECTS PUBliC FACILITY PROJECTS TOTAL CDBG EXP. HOME HOUSING ASSIST/REHAB OPTIONAL RELOCATION HOMEBUYER'S ASSISTANCE CHDO/CHDO OPER. EXP. NEW CONSTRUCTION TENANT BASED RENTAL ASST. CHDO OPERATING ~PENSES REIMBURSED ADMIN CAPrrAL OUTLAY TOTAL HOME EXP. CEDAR CREEK AFFORDABLE HOUSING TOTAL CEDAR CREEK EXP. TOTAL OPERATING EXPENSES AND TRANSFERS (OVER) REVENUES ENDING FUND BALANCE .CITY OF COi,L~GE STATION COMMUNITY DEVELOPMENT FUND SUMMARY FY 03 FY 03 FY 04 FY 04 FY 04 FY 02 REVISED YEAR-END BASE PROPOSED PROPOSED ACTUAL BUDGET ESTIMA~ BUDGET SI.AS BUDGET $ 872,856 $ 706,842 $ 706,842 $ 726,842 $ 726,842 1,410,624 $ 2,418,262 $ 932,362 $ 3,069,732 728,917 1,636,420 457,244 1,523,340 36,680 20,000 20,000 20,000 8,762 0 0 0 864 0 0 0 0 0 0 0 0 0 0 0 $ 2,185,847 $ 4,074,682 $ 1,409,606 $ 4,613,072 $ 3,058,703 $ 4,781,524 $ 2,116,448 $ 5,339,914 $ 726,842 $ 0 $ 3,069,732 0 1,523,340 0 20,000 0 0 0 0 0 0 0 0 8,624 $ 42,602 $ 24,889 $ 24,147 55,819 49,865 34,327 40,957 0 30,000 1,460 28,540 29,722 64,704 42,057 240,000 0 5,000 0 5,000 253,164 72,520 0 72,520 0 40,000 0 0 173,131 183,000 183,000 206,850 186,335 0 0 0 37,865 102,369 89,143 83,970 245,156 244,000 242,030 275,800 0 0 0 0 12,685 20,000 0 0 0 0 0 0 557,030 1,584,202 315,456 2,091,948 $ 1,559,533 $ 2,438,262 $ 932,362 $ ' 3,069,732 270 $ 152,974 $ 97,713 $ 205,261 350,333 307,469 42,608 273,442 0 242,061 82,144 162,585 7,690 384,975 85,000 343,932 258,147 353,191 72,579 305,612 17,250 50,000 7,800 42,200 100,583 86,350 10,000 114,336 58,055 59,400 59,400 75,972 0 0 0 0 792,328 $ 1,636,420 $ 457,244 $ 1,523,340 0 $ 100,000 $ 0 $ 0 0 $ IO0,O00 $ 0 $ 0 2,351,861 (166,01~ o 706,842 $ 4,174,682 $ 1,389,6o6 $ 4,593,072 ($100,00~ $20,000 $ 20,000 $ 606,842 $ 726,842 $ 0 $ 726,842 $ 4,613,072 $ 5,339,914 $ 0 $ 24,147 0 40,957 0 28,540 0 240,000 0 5,000 0 72,520 0 0 0 206,850 0 0 0 83,970 0 275,800 0 0 0 0 0 0 0 2,091,948 $ 0 0 0 0 0 0 0 0 0 $ 0 $ 3,069,732 $ 205,261 273,442 162,585 343,932 305,612 42,200 114,336 75,972 0 $ 1,523,340 $ o $ o $ o $ o $ o $ 726,842 $ 746,842 $ 1,453,684 $ 4,593,072 $ 20,000 $ 746,842 % CHANGE IN · BUDGET FROM FY 03 TO FY 04 27% -7% O% N/A N/A N/A N/A 13% 12% -18% -5% 271% O% O% -100% 13% N/^ -18% 13% N/A -100% N/A 32% 26% 34% -11% -33% -11% -13% -16% 32% 28% N/^ -7% -100% -100% 10% 221 WOLF PEN CREEK TAX INCREMENT FINANCING (TIF) FUND The Wolf Pen Creek TIF Fund accounts for ad valorem tax and other revenues that are accrued to the WPC TIF District. The fund also accounts for expenditures on projects that take place in the district. The TIF receives ad valorem taxes from the City, School District and County on the incremental increase in assessed valuation (captured value) over the base year (1989). This fund is prepared 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 several items. The full listing of these exceptions can be found in the Financial Policies on page F-1. The ad valorem revenue estimate of $703,000 is based on a captured value of about $50 million. Short term debt in the amount of $2.3 million was issued in FY 02 in order to provide the resources to complete more of the projects in the Wolf Pen Creek District. The bonds will be paid back over the remaining life of the TIF. These funds will be used primarily for trails in the corridor. This approach will allow more Wolf Pen Creek projects to be completed in a shorter time frame. In FY 04 expenditures totaling $2,553,803 are proposed. These expenditures are for the capital projects in the Wolf Pen Creek area, as well as the debt service for the debt issued in 2002 for capital projects. Funds remaining at the end of the year will be retained in the fund and programmed as specific projects are identified. Key projects either underway or planned for these funds include the Wolf Pen Creek Lower Trails Phase 1 which was completed in 2003. Also included is the first phase of the upper trails project, and the construction of a parking lot project. Additional trail projects are also planned over the next several years. Other projects are also being reviewed. 222 CiTY OF COLLEGE STATION WOLF PEN CREEK TIF FUND SUMMARY FY02 ACTUAL FY 03 FY 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET BEGINNING BALANCE $ 1,290,945 $ 3,231,563 $ 3,231,563 AD VALOREM TAXES COCS $ 121,026 $ 146,000 $ 146,000 AD VALOREM TAXES CSlSD 215,216 245,000 245,000 AD VALOREM TAXES BRAZOS CO 93,991 107,000 107,000 INVESTMENT EARNINGS 102,250 60,000 65,000 OTHER 0 0 0 TRANSFERS 120,000 0 0 PROCEEDS FROM LONG-TERM DEBT 2,316,800 0 0 TOTAL REVENUES $ 2,969,283 $ 558,000 $ 563,000 TOTAL FUNDS AVAILABLE $ 4,260,228 $ 3,789,563 $ 3,794,563 EXPENDITURES AND TRANSFERS CAPITAL PROJECTS $ 511,147 $ 1,910,000 $ 1,016,500 ENGINEERING (1) 0 0 0 TRANS~RS (BRIDGE) 505,000 0 0 DEBT SERVICE 0 492,500 492,500 OTHER 12,518 700 700 $ 2,284,863 $ 0 $ 196,000 $ 0 353,000 0 154,000 0 40,000 0 0 0 0 0 0 0 $ 743,000 $ 0 $ 3,027,863 $ 0 $ 1,924,000 $ 0 150,000 0 0 0 479,103 0 700 0 TOTAL OPERATING EXPENSES AND TRANSFERS. 2,403,200 $ 1,509,700 $ 2,553,803 ENDING FUNDBALANCE 1,386,363 $ 2,284,863 $ 474,060 $ 1,028,665 $ INCreASE (DEC~SE) IN FUND BALANCE $ 1,940,618 $ (1,845,200) $ (946,700) $ (1,810,803) $ 3,231,563 $ $ 0 $ 0 $ 0 Notes: 1) Use $150,0OO for design of projects during FY 04 and pro, ram balance of dollars available for projects in FY 05 Wolf Pen Creek TIF Fund - Sources ~Vg~STMENT EARNINGS AD VALOREM 5% TAXES BRAZOS CO 21% AD VALOREM TAXES COCS 26% AD VALOREM TAXES CSISD 48% Wolf Pen Creek TIF Fund - Uses DEBT SERVICE 19% 75% WPC PROJECTS CURRENT PROJECTS LOWER TRAILS PHASE 1 UPPER TRAILS PHASE 1 PARKING LOT TOTAL CURRENT PROJECTS TOTAL PROJECT $ 1,430,000 1,948,000 70,000 $ 3,448,000 $ 2,284,863 $ 196,000 353,000 154,000 40,000 0 0 0 $ 743,000 $ 3,027,863 $ 1,924,000 150,000 0 479,103 700 $ 2,553,803 $ (1,810,803) $ 474,060 % CHANGE IN BUDGET FROM FY03 TO FY 04 34.25% 44.08% 43.93% (33.33%) N/A 33.150/0 (20.10%) 0.73% N/A N/A 0.00% 6.27% 223 CEMETERY PERPETUAL CARE FUND The Cemetery Perpetual Care Fund accounts for sales of cemetery lots and other revenues that are accrued through the College Station Cemetery. The fund also accounts for expenditures On projects that take place in the. Cemetery. For FY 03,. revenue earnings are estimated at $139,020.. A service level adjustment for $55,500 comprises the only expenditure, in this account for FY 04. This funding is proposed to add landscaping to. improve the aesthetics of the rear entrance to the Cemetery,. and. to increase the roadbed size to allow two-way traffic. This fund is prepared 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 several items. The. full listing of these exceptions can be found in the Financial Policies on page F-I. 224 CITY OF COLLEGE STATION CEMETERY PERPETUAL CARE FUND SUMMARY FY02 ACTUAL BEGINNING BALANCE $ 635,563 REVENUES SALE OF CEMETERY.LOTS $ 90,618 INVESTMENT INCOME 25,289 OTHER 5,125 TOTAL REVENUES $ 121,032 TOTAL FUNDS AVAILABi~ FY 03 FY 03 FY 04 REVISED YEAR-END BASE BUDGET ESTIMATE BUDGET $ 743,067 $ 743,067 $ 932,490 $ 0 $ 115,000 $ 117,300 0 24,017 28,222 0 50,406 0 $ 0 $ 189,423 $ 756,595 $ 743,067 $ 932,490 EXPEND~RES AND TRANSFERS CEMETERY MAINTENANCE $ 6,094 OTHER 7,4.3.4 TOTAL OPERATING EXPENSES AND TRANSFERS -- $ 13,528 INCREASE (DECREASE) IN FUND BALANCE $ 107,504 GAAP $ 0 ENDING FUND BALANCE $ 743,067 $ 0 $ 0 0 0 $ 0 $ 0 $ 0 $ 189,423 $ 743,067 $ 932,490 FY 04 FY 04 PROPOSED PROPOSED SLA'$ BUDGET $ 932,490 $ 932,490 $- 0 $ 117,300 0 28,222 0 0 $ 145,522 $ 0 $ 145,522 $ 1,078,012 $ 932,490~ $ 1,078,012 $ o $ 55,500 $ 55,500 o o o $ o $ 55,500 $ 55,500 $ 145,522 $ (55,500) $ 145,522 ,,, 1,078,012 $ 876,990 $ 1,078,012 % CHANGE IN BUDGET FROM FY 03 TO FY 04 N/A N/A N/A 45.08% N/^ N/^ N/A CEMETERY PERPETUAL CARE FUND - SOURCES INVESTMENT INCOME 19% SALE OF ERY LOTS 81% CEMETERY PERPETUAL CARE FUND - USES CEMETERY MAINTENANCE 100% 225 Embracing the Past ExplOring the Future 226 INTERNAL 'SERVICES FUND The Internal Services Fund is a combination of · the internal services of Communications, Fleet Services and Print/Mail within the City of College Station. In an effort to better control costs, the fund~receives revenues based on the expected costs associated with the aforementioned services and· uses them to Pay for those specific serviCes. The Internal Services Fund is prepared on the modified accrual basis 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. Estimates for annual funding levels have been developed using a' number of techniques that forecast printing and mail costs, communications maintenance costs and fleet maintenance costs. The policies that were approved to set up the ': fund is as follows. I. Specific charges will be assigned to each · printing job based on number of pages, binding, stapling, folding, etc. This revenue will be used to pay for all labor, materials and overhead costs associated with internal · printing. . 2.' Each department will be charged an annual mail-handling fee based On the costs associated with the collection, distribution and · . processing of mail within the City. 3. The copiers in City Hall (Fiscal SerVices and Human Resources) were moved' into the: Print/Mail Division. There will be a copy ~charge for every copy made on the copiers mentioned above. All other copiers will be eXpensed within the operating budgets of the departments using the copiers. 4. Annual communications maintenance charges will be prorated based on the number of phones and radios in each department. All other miscellaneous maintenance charges are forecast based on the number of work orders in the previous year. These charges . will be used to pay for all expenses related to each specific function in the COmmunications Division... '- . Each department that. has been.assigned vehicles will be charged an annual'. maintenance fee to cover inspections and "maintenance problems. Base budget revenues for the fund reflect the above policies. The revenues are transferred from departmental budgets on a monthly basis to ensure that sufficient funds will be available to fund all expenses related to the specific functions. Print/Marl Fund ~The total proposed revenues for FY 04 are. $381,399, an increase of 0.97% over'the FY 03 'revised budget. The FY 04 ·proposed expenditures are '$367,.321, an inCrease of 1.13% over the FY 03 revised budget. · . .. Communications Fund RevenUes in this fund are projected to decrease 1.24% from the' revised budget of FY 031 This decrease is mainly attributable to the lack of transfers in FY 04. Expenditure in this fund, are proposed t° increase by 0.'12%. This. increase includes one service level adjuStment ' in the amount of $18,951 for · Uninterruptable power supply replacement costs. Fleet'Fund " In FY 04, revenues in the Fleet Fund are projected to' decrease by 4.94%. This deCrease is due mainly to the reduction in fleet charges' to Departments: throughout the City's organization. The FY 04 proposed expenditures are $1,295,384,' an increase of 0.88% from the previous fiscal year. This increase includes a SLA in the amount of $11,585 for hydraulic vehicle lifts. 227 CITY OF COLLEGE STATION PPdNT/MML FUND FUND SUMMARY REVENUES PRINTING CHARGES MAiL CHARGES COPIER CHARGES OTHER FEES INVESTMENT EARNINGS ,. TOTAL REVENUES EXPENDITURES · PRINT/MAIL OPERATING. ExpENSES PAY PLAN ADJUSTMENTS .. GENERAL AND ADMIN. TRANS. · TOTAL EXPENDITURES GAAP ADJUSTMENT INCREASE (DECREASE) IN WORKING CAPITAL BEGINNING WORKING CAPITAL 'ENDING WORKING CAPITAL FY02 ACTUAL 297,799 74,489 0 0 (391) $ 371,897 353,164 0 (17,936) 41,138 $ 376,366 $ (1,364) $ (4,469) $ 44,907 $ 39,074 FY 03 FY 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET $ 300,000 77,734 0 0 0 $ 377,734 $ 315,540 134 200 47,327 $ 363,201 $ 14,533 $ 39,074 $ 53,607 $ 290,000 $ 295,800 75,335 84,289 0 0 0 0 1,390 1,310 $ 366,725 $ 381,399" $ 331,997 $ 319,051 0 0 55 0 47,327 45,829 $ 379,379 $ 364,880 $ (12,654) $ 16,519 $ 39,074 $ 26,420 $ 26,420 $ 42,939 0 0 2,441 0 $ 2,441 $ (2,441) $ 26,420 $ 23,979 295,800 84,289 0 0 1,310 $ 381,399 319,051 0 2,441 45,829 $ 367,321 $ 14,078 $ 26,420 $ 40,498 % CHANGE IN BUDGET FROM FY 03 TO FY 04 (1.40%) 8.43% N/A N/A N/A 0.97% 1.11% (100.00%) 1120.50% (3.17%) 1.13% 228 CITY OF COLLEGE STATION PRINT/MAll. DIVISION SUMMARY DMSION EXPENDITURE BY ACTIVITY REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 PRINT/MAIL $ 353,140 $ 315,540 $ 331,997 $ 319,051 $ 0 $ 319,051 1.11% DIVISION TOTAL $ 353,140 $ 315,540 $ 331,997 $ 319,051 $ 0 $ 319,051 1.11% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SI_AS BUDGET BUDGET FROM CLASSIFICATION FY 02 FY 03 FY' 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 SALARIES & BENEFITS $ 183,690 $ 173,096 $ 188,524 $ 175,669 $ 0 $ 175,669 1.49% SUPPLIES 104,432 72,310 87,665 84,310 0 84,310 16.60% MAINTENANCE 5,682 9,245 10,538 10,683 0 10,683 15.55% PURCHASED SERVICES 46,740 60,889 45,270 48,389 0 48,389 (20.53%) CAPri'AL OUTLAY 12,596 0 0 0 0 0 N/A · DMSIONTOTAL $ 353,140 $ 315,540 $ 331,997 $ 319,051 $ 0 $ 319,051 1.11% PERSONNEL SUMMARY BY/~TMT~ REVISED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL ACTUAL BUDGET BUDGET SI.AS BUDGET BUDGET FROM DMSION FY 01 FY' 02 Fi' 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 PRINT/MAIL 5.0 5.0 5.0 5.0 0.0 5.0 0.00% DIVISION TOTAL , 5.0 5.0 5.0 5.0 0.0 5.0 0.00% 229 CITY OF COLLEGE STATION COMMUNICATION FUND FUND SUMMARY REVENUES COMMUNICATION CHARGES TRANSFERS INVESTMENT. INCOME TOTAL REVENUES EXPENDITURES OPERATIONS OPERATING EXPENSES PAY PLAN ADJUSTMENTS GEN.. & ADMIN. TRANSFERS TOTAL ExpENDITURES GAAP ADJUSTMENT ~NCR~AS~- (D£C~S£) ~ WORK~6 CAm~A~ BEGINNING WORKING CAPITAL ENDING WORKING CAPITAL FY 02 ACTUAL $ .607,557 0 (4,108) $. 603,449 $ 532,234 0 0 85,000. $ 617,234 $ ...4,862 $ (13,785) $.. (59,860) $ (68,783) FY 03 FY 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET $ 658,600 50,800 0 $ 709,400 $ 593,550 O. 15. 85,000 $. 678,565 $.. 30,835 $ .(68,783) $ .(37,948) 658,600 $ 700,100 50,800. 0 (1,200) 500 $. ·708,200 $..700,600 $ 700,100 0 500 $ 700,600 % CHANGE iN BUDGET FROM FY 03 TO FY 04 6.30% (lOO.OO%) N/A (1.24%) .567,608 $. 555,414 $ 18,951 $. · 574,365 (3.23%) 0. 0. 0 0 N/A 1,363 0 4,995 4,995 33200.00% 85,000 100,000 0 100,000 17.65% $... 23,946 $ 655,414 $ . 45,186 $ (14,554) $ 30,632 $ 679,360 $ 21,240 $ (14,554) $ 6,686 $ 653,971 $. 54,229 $ .(68,783) $ (14,554) $. (23,946) $. (14,554) $.. (38,500) 0.12% 230 CITY OF COLLEGE STATION COMMUNICATION SERVICES DIVISION SUMMARY ACTUAL DIVISION FY 02 COMMUNICATION SERV. $ 532,237 EXPENDITURE BY ACTIVITY REVISED ESTIMATED BASE BUDGET YEAR END BUDGET FY 03 FY 03 FY 04 $ 593,550' $ 567,608 $ 555,414 PROPOSED PROPOSED % CHANGE IN SLAS BUDGET BUDGET FROM FY 04 FY 04 FY 03 TO FY 04 $ 18,951 $ 574,365 -3.23% DMSIONTOTAL $ 532,237 $ 593,550 $ 567,608 $ 555,414 $ 18,951 $ 574,365 -3.23% EXPENDITURE BY CLASSIFICATION REVISED ESTIMATED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 SALARIES"& BENEFITS $ 281,262 SUPPLIES 92,488 MAINTENANCE 107,796 PURCHASED SERVICES 50,691 CAPITAL OUTLAY 0 DIVISION TOTAL ........... $ 53'2,237 $ 327,351 $ 315,066 $ 326,329 $ 0 $ 326,329 (0.31%) 89,415 88,089 91,012 0 91,012 1.79% 120,189 111,773 102,478 0 102,478 (14.74%) 56,595 52,680 35,595 18,951 54,546 (3.62%) 0 0 0 0 0 0.00% $ 593,550 $ 567,608 $ 555,414 $ 18,951 $ 574,365 -3.23% ACTUAL DMSION FY 01 PERSONNEL SUMMARY BY ACTIVITY REVISED BASE PROPOSED PROPOSED % CHANGE IN ACTUAL BUDGET BUDGET SLAS BUDGET BUDGET FROM FY 02 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04 COMMUNICATION SERV DIOISlON TOTAL 5.0 5.0 6.0 6.0 0.0 6.0 0.00% s.o s.o 6.0 '6.0' ' '0.0 ......... ......... O.o& SERVICE LEVEL ADJUSTMENTS COMMUNICATIONS TOTAL Uninterruptable Power Supply- Replacement Costs $ 18,951 $ 18,951 231 CITY OF COLLEGE STATION FLEET MAINTENANCE FUND FUND SUMMARY REVENUES FLEET CHARGES $ INTEREST EARNINGS MISCELLANEOUS TOTAL REVENUES EXPENDITURES PARTS $ PAY PLAN ADJUSTMENTS GEN. & ADMIN. TRANSFERS OPERATING EXPENSES CONTiNGENGY TOTAL EXPENDITURES $ c~.P ~OOUSTM£NT $ INCREASE (DECREASE) IN WORKING GAPITAL FY 02 ACTUAL BEGINNING WORKING CAPITAl $ ENDING WORKING CAPITAL $ 1,295,567 (4,379) 858 $ 1,292,046 80,101 1,040,017 0 130,397 65,683 0 1,316,198 14,416 $ (24,152) 11,869 2,133 FY 03 FY 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET 1,333,000 $ 1,343,600 $ 1,265,000 1,200 1,600 3,300 0 0 0 1,334,200 $ 1,345,200 $ 1'268,300 82,241 $ 83,008 $ 83,319 1,025,092 1,021,472 1,028,470 0 2,0O8 0 137,177 137,177 132,300 700 700 0 9,080 0 0 $ 1,254,290 $ 1,244,365 $ 1,244,089 $ 79,910 $ 100,835 $ 24,211 $ 2,133 $ 2,133 $ 102,968 $ 82,043 $ 102,968 $ 127,179 0 11,585 9,710 0 0 0 21,295 $ (21,295) $ 102,968 $ 81,673 $ 1,265,000 3,300 0 $ 1,268,300 $ 83,319 1,040,055 9,710 132,300 0 0 $ 1,265,384 $ 2,916 $ 102,968 $ 105,884 % CHANGE IN BUDGET FROM FY 03 TO FY 04 (5.].o%) 175.00% N/A (4.94%) 1.31% 1.46% N/^ (3.56%) (100.00%) gO0.O0%) 0.88% 232 CITY OF COLLEGE STATION FLEET SERVICES DEPARTMENT SUMMARY DMSION EXPENDrlIJRE BY DMSION REVISED ESTIMATED BASE PROPOSED PROPOSED ACTUAL BUDGET YEAR END BUDGET SI_AS BUDGET FY' 02 FY 03 FY 03 Fi' 04 FY 04 FY 04 % CHANGE INI BUDGET FROM FY 03 TO FY 04 PARTS $ 80,100 $ 82,241 $ 83,008 $ 83,376 $ 0 $ 83,376 1.38% ADMINISTRATION 1,038,765 1,025,092 1,021,472 1,028,413 11,585 1,039,998 1.45% DEPARTMENT TOTAL $ ... 1,118,865 $ 171077333 $ 1,1047480 $ 1~111,789 $ 11~585 $ 1~123~374 1.45_% CLASSIFICATION EXPENDITURE BY CLASSIFICATION REVISED ESTINU%TED BASE PROPOSED PROPOSED ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET FY 02 Fi' 03 FY' 03 FY' 04 FY 04 FY 04 % CHANGE INI BUDGET FROM FY' 03 TO FY 04 SALARIF_~ & BENEFITS $ 591,057 $ 626,686 $ 625,689 $ 626,582 $ 0 626,582 -0.02% SUPPLIES 454,322 410,476 407,949 410,467 0 410,467 0.00% MAINTENANCE 20,585 27,216 26,197 28,150 0 28,150 3.43% PURCHASED SERVICES 42,312 42,955 44,645 46,590 0 46,590 8.46% GENERAL CAPITAL 10,589 0 0 0 11,585 11,585 N/A OTHER PURCHASED SERVICEr 0 0 0 0 0 0 N/A DEPARTMENT TOTAL $ 1,118,865 $ ~,, 107,3'33 ~'l.. 17i04,.48'~ $ I 1,111,789 11,585 $ 1,123~374 1.45% DMSION PERSONNEL SUMMARY BY DMSION REVISED BASE PROPOSED PROPOSED ACTUAL ACTUAL BUDGET BUDGET SLAS BUDGET Fi 01 FY 02 FY 03 FY 04 FY 04 FY 04 % CHANGE BUDGET FROM FY 03 TO FY 04 PARTS 2.0 2.0 2.0 2.0 0.0 2.0 0.00% ADMINISTRATION 13.0 13.0 13.0 13.0 0.0 13.0 0.00% DEPARTMENT TOTAL 15.0 15.0 15.0 15.0 0[0 15.0 0.00% SERVICE LEVEL ADJUSTMENTS H.EET SERVICES Three Equipment Lifts FLEET TOTAL ,, $ 11,585 $. ~,s$$ 233 EQUIPMENT REPLACEMENT FUND The Equipment Replacement Fund is an internal service fund that provides equipment and fleet replacements within the City of College Station. In an effort to better control costs, the fund receives rental charges from departments based on the economic life of their equipment and vehicles. The fund then purchases replacement scheduled and/or as conditions warrant. This fund is prepared on the. modified accrual basis 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. Specific rental charges are based upon the estimated replacement price of the individual items. Specific approved replacement policies include the following: 1. All qualified existing fleet equipment will be replaced through the equipment replacement fund. Other equipment will be replaced through the budget process. . Each department will be charged an annual replacement fee based on the useful life and anticipated replacement cost of each vehicle assigned to that department. A team made up of representatives from user departments and Fiscal Services will review fleet replacement lists to ensure that the guidelines are being met and that funds are available to replace needed equipment. . Each department will be charged for the phone system based on the number of phones it is assigned. Charges for the 800 MHz radio system will be prorated in the same manner. These charges will continue after the interfund loan has been recovered in order to replace the phone and radio systems in the future. . The Police and Fire Department will be charged for the Mobile Data Terminal system being installed. These changes will ensure that the system can be replaced in the future. . Each department will be charged an annual copier replacement rental fee based upon the number of authorized copiers. Fiscal Services and Office of Technology and Information Services representatives will evaluate each department's copier needs on a case by case basis to determine whether the purchase or continual rental of a copier is the most efficient course of action. Replacement copiers will. be purchased through the Equipment Replacement Fund. New (additions to the inventory) copiers will be funded through individual department's operating budget. 6. Other equipment, not specifically detailed above, will be handled in a similar manner. Representatives of affected departments will be responsible for meeting with Fiscal Services to determine if inclusion in the Equipment Replacement Fund is warranted. Base budget revenues for the fund reflect the above policies. The revenues are automatically transferred from departmental budgets on a monthly basis to ensure that sufficient funds will be available to fund expenses related to the specific functions. The proposed FY 04 total revenues are $2,422,060, 3.45% higher than the FY 03 revised budget. The proposed equipment replacement budget also includes $917,000 for the replacement of the City. telephone system. Funds have been placed in the replacement fund since 1994 when the phone system was last replaced. The proposed FY 04 total expenditures are $3,363,756, a 6.63% increase from the FY 03 revised budget. 234 CITY OF COLLEGE STATION EQUIPMENT REPLACEMENT . BEGINNING WORKING CAPITAL REVENUES ~ RENTALS PHONE SYSTEM RENTALS 800 MHZ RENTALS MOBILE DATA SYSTEM RENTALS COPIER RENTALS OTHER EQUIPMENT RENTALS RESERVE FOR FUTURE VEHICLE PURCHASE INVESTMENT & OTHER CERTIFICATE OF OBLIGATION OTHER NONOPERATING TOTAL REVENUES EXPENDITURES FLEET REPLACEMENT PHONE SYSTEM REPLACEMENT 800 MHZ SYSTEM REPLACEMENT MOBILE DATA SYSTEM REPLACEMENT COPIER REPLACEMENT OTHER EQUIPMENT REPLACEMENT DEBT SERVICE TRANSFER DEBT ISSUANCE COST TOTAL NET EXPENDITURES GAAP ADJUSTMENTS INCREASE (DECREASE) IN WORKING CAPITAL ENDING WORKING CAPITAL FY 02 ACTUAL FY 03 FY 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET $ .4,464,732 $. 6,463,815 $ 6,463,815 $ .. 6,463,815 $ 6,463,815 2,521,958 50,328 181,820 80,190 46,797· 0 0 265,344 0 946,045 $ 1~29,345 $ 1,781,220 $ 1,822,410 $ 0 .... 74,587 ....... 74,590 77,910 0 152,914 152,910 171,940 0 93,500 93,400 97,400 0 55,855 55,860 54,480 0 0 o 0 0 o o o o 235,000 179,030 197,920 0 0 958,902 0 0 0 0 0 0 $ ....4,092,482 $ ..... 2,341,201 $. '.3,295,912 $ ......... 2,422,060 $ 1,954,146 $ 2,877,314 $.. 2,877,314 $ 1,810,900 $ 120,500 0 0 0 ............... 0 ........ 917,000 0 0 0 0 O. 9,704 0 0 O. 0 41,023 61,425 57,000 111,600 O. 4,500 0 0 0 0 0 216,000. 216,000 403,756 0 O. 0 0 O. 0 $ ....2,009,373 $ .... 3,154,739 $ .... 3,150,314 $ 6,609,413 $ ...... (84,026) 1,822,410 .77,910 171,940 97,400 54,480 0 0 197,920 0 0 $ .... 2,422,060 $ ..2,083,109 $ .... (813,538) $ .... 145,598 $ .~ 6,463,815 $. 5,650,277 $ 6,609,413 % CHANGE IN BUDGET FROM FY 03 TO FY 04 $ , .1,931,400 ......... 917,000 · 0 .... 111,600 0 403,756 0 $ .......2,326,256 $ .... 1,037,500 $ ..... 3,363,756 $ 95,804 5.38% 4.46% 12.44% 4.17% (2.46%) (15.78%) N/A 3.45% $ .... 6,559,619 ~2.87%) N/A N/A 81.68% 6.63% $ .(1,037,500) $ (941,696) $ 5,426,315 $ .... 5,667,717 EQUIPMENT REPLACEMENT FUND - SOURCES MOBILE DATA 800 MHZ RENTALS ~ PHONi;w.N E SYTAi.~TE~~ 3% COPIER RF~TALS 2% INVESTMENT & ~ OTHER 8% 76% EQUIPMENT REPLACEMENT FUND - USES COPh~R PHONE SYSTEM REPLACEMENT 27% DEBT SERVICE TRANSFER 12% REPLACEMENT 235 Fleet and Equipment Replacement Department Vehicle # Year Fleet and Ecluipment Scheduled Replacements Cost Uniform Patrol Uniform Patrol Uniform Patrol Uniform Patrol Uniform Patrol Uniform Patrol Uniform Patrol Uniform. Patrol Uniform Patrol CID CID 4185 2000 Patrol Car $ 30,000 4177 2000 Patrol Car 30,000 4178 2000 Patrol Car 30,000 4179 2000 Patrol. Car 30,000 4180 2000 Patrol Car 30,000 4181 2000 Patrol Car 30,000 4182 2000 Patrol Car 30,000 4184 2000 Patrol Car 30,000 4183 2000 Patrol Car 30,000 4208 1995 Jeep Wagon 17,500 4207 1994 Cheverolet Lumina I7,500 Police Total Suppression Prevention Prevention $ 305,000 5107 1993 Dodge. Spirit 16,500 5219 1994 Cheverolet 1/2 Ton Pick Up 17,500 5213 1992 Ford Taurus. Wagon 17,500 Fire Total $ 51,500 Facilities 1902 1990 Cheverolet 1/2 Pickup $ 17,500 Streets 3157 1999 Grasshopper Mower 10,000 Streets 3102 1990 JD. Excavator 202,000 Streets 3107 I992 GMC Dump Truck 50,000 Traffic 3407 1998 Ford Expedition 26,000 Traffic 3405 1991 Ford Bucket Truck 70,000 Traffic 3408 1992 GMC 1/2 Ton Pick Up 20,500 Streets 3208 1998 721 D Grasshopper 7,700 Streets 3105 1991 GMC Dump Truck 50,000 Streets 3173 1991 Case Tractor 24,000 Fleet 3311 1990 Ford Service. Truck 35,000 Drainage 3212 1998 Rhino Batwing Mower 12,500 Sanitation 7105 1993 Ford Pickup 17,500 Sanitation 7120 1998 Volvo. Refuse Truck 155,000 Sanitation 7132 1998 Volvo Refuse. Truck 155,000 Sanitation 7133 1998 Volvo, Refuse. Truck 155,000 Public Works Total ' $ 1,007,700 Operations 8325 1991 Dodge Ram Charger $ 23,000 Forestry 8407 1992 GMC 1/2 Ton Pick Up 17,500 Cemetery 8421 1997 Grasshopper Riding Mower 7,700 Parks Total $ 48,200 MIS 2601 1993 Ford Taurus. Wagon $ 16,500 OTIS Total $ 16,500 Electric 9255 1989 Cheverolet Digger Derrick $ 122,000 Electric 9202 199i GMC 1/2. Ton Pickup 17,500 Electric 9217 1981 Tension Puller 39,000 Electric 3 1986 Generator.- East Bypass 25,000 Water 9401 1992 GMC 1/2 Ton Pickup 17,500 Wastewater 9567 1983 Case Tractor/Mower 40,000 Wastewater 9555 1990 GMC Van (TV lnsp.) 121,000 Public Utilities Total $ 382,000 Total Replacement for the FY 04 Base Budget $ 1,810,900 Department Fleet and Equipment Proposed SLA's ........... Cost Forestry 1 Ton Cargo Passenger Van* $ 6,000 Wastewater TV Sewer Van* 74,000 Drainage Pick up truck 22,500 Drainage Tractor 18,000 Total New Fleet and Equipment for the FY 04 Proposed Budget $ 120,500 , *Upgrade costs associated with replacing, vehicle 8407 and 9555. 236 UTILITY CUSTOMER SERVICE FUND The Utility Customer Service Fund is used to account for expenditures associated with meter services, billing, and collection for the City's Electric, Water, Wastewater, Sanitation and Drainage utilities. This fund is prepared on the modified accrual basis 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. Revenues in the Utility Customer Service Fund are received as service charges from the various enterprise funds. Revenues are projected to be FY 04 proposed expenditures are $2,324,471 an increase of 0.41% from the FY 03 revised budget. Utility Customer Service has three Service Level Adjustments (SLAs). The first SLA, $30,000, will provide funding for the credit card payment option for customers. The second proposed SLA, $48,000, for the purchase of software to read bar code return pay stubs. Also proposed in this SLA is the reduction of a part-time position due to the efficiency of this automatic billing function. The final proposed SLA provides $4,091 in replacement funds for uninterruptable power supply. 237 CITY OF COLLEGE STATION UTILITY CUSTOMER SERVICE FUND FUND SUMMARY FY 03 FY 03 FY 04 FY 04 FY 04 FY 02 REVISED YEAR-END BASE PROPOSED PROPOSED ACTUAL . BUDGET ESTIMATE BUDGET SLAS BUDGET REVENUES & SERVICE CHARGES SERVICE CHARGES $ 1,995,200 $ .1,925,000 $ 1,925,000 $ 2,050,100 OTHER OPERATING REVENUE 162,260 .180,250 160,000 164,800 INVESTMENT INCOME 6,244 5,000 3,500 4,000 NONOPERATING 514 0 120 0 TOTAL REVENUES $ 2,164,218 $ 2,1'10,250 $ 2,088,620 $ 2,218,900 TOTAL FUNDS AVAILABLE $ 2,232,671 $ 2,278,819 $ 2,257,189 $ 2,236,074 DEPT. EXPENDITURES COLLE~ONS $ 1,057,427 $ 1,228,220 $ 1,181,800 $ 1,275,488 METER SERVICE 389,647 466,886 460,861 426,876 PAY/BENEFIT ADJUSTMENTS 0 0 642 0 GENERAL AND ADMIN. TRANSFERS 595,487 596,712 596,712 486,881 CONTINGENCY 0 23,084 0 30,000 EMPLOYEE BENEFITS TRANSFER 0 0 0 0 CAPITAL OUTLAY 0 0 0 0 TOTAL EXPENDITURES $ 2,042,561 $ 2,314,902 $ 2,240,015 $ 2,219,245 $ 105,226 0 0 0 $ 105,226 $ 122,400 $ 82,591 0 19,035 3,600 0 0 0 $ 105,226 % CHANGE IN BUDGET FROM FY 03 TO FY 04 2,155,326 164,800 4,000 o $ 2,324,126 $ 2,341,300 1,358,079 426,876 19,035 490,481 30,000 0 0 $ 2,324,471 11.96% -8.57% -20.00% N/A 10.14% 2.74% 10.57% -8.57% N/^ -17.80% 29.96% N/A N/A 0.41% GAAP ADJUSTMENT $ (21,541) TOTAL EXPENDITURES INC~E (DECREASE) IN FUND BALANCE $ 121,657 $ BEGINNING WORKING CAPITAL $ 68,453 $ ENDING WORKING CAPITAL $ 168,569 $ UTILITY CUSTOMER SERVICE FUND - SOURCES ) OTHER OPERATING SERVICE CHARGES 93% (204,652) $ (151,395) $ (345) $ 168,569 $ 168,569 $ 17,174 $ (36,083) $ 17,174 $ 16,829 $ 0 $ (345) 17,174 $ 17,174 17,174 $ 16,829 UTHJTY CUSTOMER SERVICE FUND - USES ADMIN. CONTINGF~[CY ME'IER SERVICE -/ COLLECTIONS 18% 59% 238 CITY OF COLLEGE STATION UTILITY CUSTOMER SERVICE SUMMARY EXPENDITURE BY DIVISION REVISED ESTIMATED BASE PROPOSED PROPOSED ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET ..DMSION FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 % CHANGE IN BUDGET FROM FY. O3 TO FY· O4 BILL,lNG COLLECTIONS $ 1,057,426 $. 1,228,220 $ 1,181,791 $ 1,275,488, METER SERVICES 389,648 466,886 460,861 426,876 UT~'~ CU,~'~r0MER-SERVIcE. TOTAL $...!.~447,074 .. $..1.~.695,106._. $..1,642,65,2 $'.~ 1,702,364 82,591 0 82,591 $. 1,358,079 426,876 10.57% (8.57%) 5.30% EXPENDITURE BY CLASSIH~TION REVISED ESTIMATED BASE ACTUAL BUDGET YEAR END BUDGET CLASSIHCATION FY 02 FY 03 FY 03 FY 04 PROPOSED SLAS FY 04 PROPOSED BUDGET FY04 % CHANGE IN BUDGET. FROM FY 03, TO FY 04 SALARIES&BENEHTS $. 1,110,531 $ ·1,179,848 $. 1,151,060 $..1,241,995 SUPPUES 55,089 64,390 61,612 64,500 MAINTENANCE 36, 537. 46, 791. 46,622 46,050. PURCHASE. D SERVICES 244,917. 404,077. 383,358 349,819 CAPITAL OUTLAY 0 0 0 0 , , UTIIJTY CUSTOMER SERVICE. TOTAL $ ..1,4471074 $. 1,695,106 $..1,642~652 $ 1,702,364 -$ .....17,ooo 4,091 7,000 30,000 58,500 $ 82,591 $..1,224,995 68,591 53,050 379,819 58,500 $ 1,784,955 3.83% 6.52% 13.38% (6.00%) 0.00% 5.30% PERSONNEL SUMMARY BY DMSION REVISED BASE PROPOSED PROPOSED ACI1JAL ACTUAL BUDGET BUDGET SLAS BUDGET DMSION FY 01 FY 02 FY 03 FY. 04 FY 04 FY 04 % CHANGE IN BUDGET FROM FY. 03. TO. FY 04 BILLING COLLECTIONS 21.0 21 20.5 20.5 (0.5) 20.0 MErF. R SERVICES 9.5 9.5 10.0 10.0 0.0 10.0 (2.44%) 0.00% UTILITY CUSTOMER SERVICE TOTAL 30.5 30.5 30.5 30.5 (0.5) 30.0 -1.64% SERVICE LEVEL ADJUSTMENTS BILLING COLLECTION UTILITY CUSTOMER SERVICE FUND Credit Card Cost Adjustment Equip and Software. to read Bar Codes Uninterruptable Power Supply ...30,000 ,.48,500 ..... 4,091 82,591 239 SELF INSURANCE FUND The City of College Station is partially se'If-insured for property casualty and general liability, worker's compensation and unemployment compensation. The City participates in a PPO for employee and dependent health care. The City moved to the PPO .in January 2003. This move was made as a -result of the escalating health insurance costs seen in recent years. Actuarially-based charges are made to each of the operating funds using relevant bases (i.e., health insurance is charged monthly per full-time participating employee, while unemployment and worker's compensation are charged as a percentage of gross salary). This methOd'of funding allows the City to more accurately reflect · 'the costs of claims against the various funds and to minimize potential risks. These Funds are prepared on the .modified accrual basis 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. The City' is making changes to the risk management program, which are designed to control costs in the Property Casualty Fund and". the Workers Compensation Fund. Property casUalty c°S~s are anticipated to increase in the future as the cost of insurance increases. Changes being considered include increasing the deductibles for the City and implementing a proactive risk management and safety program in order to better control claims and therefore control costs. This effort includes implementing a citywide safety training program, as well as other revisions in the way risk is managed in the City. Workers Compensation Fund Proposed premiums are based on the actual amounts received from the City's employees. Due to an increase in the number of employees and . rate, premiums in this fund have increased 67% over the FY 03 adjusted budget. Expenditures in this fund have increased 27% from the previous fiscal year. The rising costs associated with claims and premiums largely contributed to this increase. The claim increases are a result of increased medical costs, and' claims. that were incurred in recent years. Propert~ and Casualty Fund ' FY 04 proposed revenues are based on the' actual amounts assigned to the various operating activity centers. There will be an I i% increase over FY 03 for Premiums and an overall decrease 'in revenues 'of 4%. Expenditures in this fund are projected to decrease by 3% in FY 04. Much of this decrease can be attributed to a reduction in pay outs on premiums. Employee Benefits Fund In FY .03, efforts to create a reserve in the fund so that future cost increases can be moderated were successful. An increase in health insurance' premiums was. approved for FY 03, as'part of the · effort to address continued cost inCrease in health insurance costs. These changes will continue to move. the Employee Benefits Fund to a position of being self-sufficient. If the rate of growth continues to increase in health care costs, then the employee benefits.fund will have to be re.. · evaluated to determine what additional changes will need to be recommended. These changes have included charging employees for a .portion of their health insurance cost. Additional premium increases are included in the proposed FY 04 budget' The City is .also actively partiCipating in an effort to determine if there' are benefits to the City, Brazos County, and the City of Bryan jointly providing health insurance. .' . FY 04 expenditures are based on estimates of future 'claims,. premiums, and other miscellaneous costs. 'Total proposed expenditures are $4,506,437, an increase of 15% oVer the FY 03 revised budget. This increase is a result'Primarily of rising medical costs. Through education 'and training programs, efforts are being made to reduce the claims incurred. The City Will continue to monitor claims to determine what additional plan changes need to be made. Unemployment Fund Revenues in this fund are collected much like the Workers Compensation Fund, based on employee collections. There is a 0.35% increase in expected FY 04 premiums over FY 03 budgeted revenues due to change in number of employees. Expenditures in this fund are expected to be the Same as the previous fiscal year. 240 CITY OF COLLEGE STATION WORKERS COMPENSATION FUND SUMMARY BEGINNING WORKING CAPITAL REVENUES PREMIUMS OTHER ..... TRANSFERS INVESTMENT EARN. .... TOTAL REVENUES TOTAL FUNDS. AVAIL. EXPENDrrURES AND. TRANSFERS .. CLAIMS · PREMIUMS ... ADMINISTRATION FEE GENERAL & ADMIN. OTHER OPERATING OTHER NON-OPER. . TRANSFERS · . CONTINGENCY TOTAL OPERATING EXPENSES AND TRANSFERS GAAP. ADJUSTMENTS INCRF~SE (DECREASE) IN WORKING. CAPITAL ENDING WORKING CAPITAL FY. 03 FY 03 FY 04 FY. 04 FY 02 REVISED YEAR-END BASE PROPOSED ACTUAL BUDGET ESTIMATE BUDGET SLAS $ 236,936 $.. 308,934 0 0 13,542 $ 322,476 $..559,412 $. 172,707 1,475 85,996 70,564 13,510 0 0 0 $. 344,252 $ ..20,675 $ (21,776) $. 235,835 $ . 235,835 $ 300,000 22,500 22,500 15,000 $ .360,000 $ .... 595,835 $. 238,500 0 7,500 131,990 0 14,000 0 10,000. $ .401,990 $... (41,990) $ .193,845 $ 235,835 $ ,318,000 0 122,500 3,300 $.. 443,800 $ 679,635 $ .310,000 102,500 47,500 131,990 24,000 0 0 0 $ ....615,990 $..(172,190) $ 63,645 $ ..63,645 $..500,390 0 0 3,000. $.. 503,390 $ .567,035 $ ·200,000 102,500 .. 57,500 126,645 24,000 0 0 0 $ 510,645 $ ..... (7,255) $. 56,390 $ . 63,645 0 O· 0 $ . ..63,645 0 0 0 0 0 0 0. 63,645 FY 04 % CHANGE IN PROPOSED· BUDGET. FROM BUDGET FY O3 TO FY 04 $ 63,645 500,390 67% 0 -100% 0 -10o% 3,000 -80% $ 503,390 40% $ 567,035 $ . 200,000 102,500 · 57,500 .. 126,645 24,000 O. 0 0 $·.. 510,645 -t6% N/A 667% -4% N/A -100% N/A -100% 27% $... (7,255) $. 56,390 241 CITY OF COLLEGE STATION PROPERTY CASUALTY FUND SUMMARY BEGINNING WORKING CAPITAL REVENUES PREMIUMS INVESTMENT EARN. OTHER TOTAL REVENUES TOTAL FUNDS AVAIL. FY. 02 ACTUAL $ 582,299 $ . 418,997 20,145 106,967. $ 546,109 $ 1,128,408 EXPENDITURES AND TRANSFERS CLAIMS ADMINiSTRATION FEE .. PREMIUMS GENERAL & ADMIN. .. OTHER OPERATING OTHER. NON-OPER. CONTINGENCY · TOTAL OPERATING EXPENSES .... AND TRANSFERS GAAP ADJUSTMENTS INCREASE (DECREASE) IN WORKING CAPITAL ENDING. WORKING CAPITAL $ .. ·272,657 3,500 236,529 70,563 8,508 0 0 $ 591,757 $.. (24,362) $ ......(45,648) $ .512,289 FY 03 FY. 03 FY. 04 FY 04 REVISED YEAR-END BASE PROPOSED BUDGET ESTIMATE BUDGET SI. AS $ 512,289 $.. 512,289 $ .... 463,778 $ ·392,000 $ 392,000 $. 434,740 20,000 10,500 14,100 92,500. 42,500 35,000 $ ·.·504,500 $.1,016,789 $.. 130,000 7,500 227,700 131,991 13,500 0 15,000· $.. 525,691 $ .....(21,191) $ 445,000 $ 957,289 $. 180,000 9,350 158,670· 131,991 13,500 0 0 $ ....493,511 $ (48,511) $ ..... 463,778 $ 491,098 $ . .483,840 $ 947,618 $ .150,000 17,500 200,000. 126,645 0 0 15,000 $ ....509,145 $ (25,305) $ ....438,473 $ 463,778 $ . 0 O. O. $ .... 463,778 0 0 0 0. 0. 0 $ 463,778 FY 04 PROPOSED BUDGET $ 463,778 $..434,740 .. 14,100 · 35,000 $ ·.483,840 $.. 947,618 $ 150,000 17,500 ..... 200,000 · .126,645 0 0 15,000 $ 509,145 $ .... (25,305) $ 438,473 % CHANGE IN BUDGET FROM FY 03. TO. FY 04 1'!% -30% -62% ,4% -7% 15% 133% -12% -4% -100% N/A 0% -3% 242 CITY OF COLLEGE STATION EMPLOYEE BENEFITS FUND SUMMARY FY O2 ACTUAL FY 03 FY 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SI. AS BUDGET BEGINNING WORKING CAPITAL 137,910 ' $ . 759,285 $ .759,285 REVENUES CITY CONTRIBUTION $ .3,038,585 $ 3,413,540 $. .3,295,656 EMPLOYEE CONTRIB. 634,693 715,000 955,260 COBRA 26,516 36,000 1,500 INVESTMENT EARN. 35,054 45,000 30,220 OTHER 0 450 0 $ 3,734,848 . $ .4,209,990 TOTAL REVENUES TOTAL FUNDS AVAIL. $.. 3,872,758 $ 4,969,275 . 150,000 174,000 3,454,200 54,949 5,000 1,500 80,000 EXPENDITURES AND TRANSFERS CLAIMS $ 1,071,639 ADMINISTRATION FEE 129,737 PREMIUMS 2,170,034 GEN. & Al)MIN. 345 OTHER OPERATING 0 OTHER NON-OPER. 392 CONTINGENCY 0 TOTAL OPERATING EXPENSES AND TRANSFERS $ 3,372,147 $ .3,919,649 GAAP ADJUSTMENTS $ ...... 258,674 INCREASE (DECREASE) IN WORKING CAPITAL $ ... 362,701 $. . . 290,341 ENDING WORKING CAPITAL $. 759,285 $ 1,049,626 $ ..4,282,636 $ 5,041,921 $ .......... 9,525 47,000 3,637,300 54,900 15,000 100 0 $ 3,763,825 $ ...... 518,811 $ 1,278,096 $ . 1,278,096 4,000,870 1,050,800 1,500 46,540 0 $ . 5,099,710 $ ..6,377,806 .......... 5,000 174,000 4,181,417 49,520 15,000 1,500 80,000 $...4,506,437 $ ..... 593,273 $. 1,871,369 $1,278,096 0 0 0 0 $...1,278,096 $ 1,278,096 $ 4,000,870 .... 1,050,800 ...... 1,500 46,540 0 $ 5,099,710 $.. 6,377,806 $ ..... o $ 5,000 0 174,000 0 .. 14,181,417 . 0 ...... 49,520 0 ... 15,000 0 .... 1,500 0 80,000 $.. 1,278,096 $..4,506,437 $ ......593,273 $ ....1,871,369 % CHANGE IN BUDGET FROM FY 03 TO FY 04 17% 47% -96% 3% 21% 28% -97% 0% 21% -10% 200% 0% 0% 15% 243 CITY OF COLLEGE STATION UNEMPLOYMENT COMPENSATION FUND. SUMMARY FY 02 ACTUAL BEGINNING WORKING CAPITAL $ 117,158 REVENUES PREMIUMS $ . . 0 Ir¢VEST~E~ EArN .... 5,%1 TOTAL REVENUES $ 5,461 TOTAL FUNDS AVAIL. $ ..122,619 FY 03 FY 03 FY 04 FY 04 FY 04 REVISED YEAR-END BASE PROPOSED PROPOSED BUDGET ESTIMATE BUDGET SLAS BUDGET $ .. 112,631 $ 112,631 $. 91,011 $~. 91,011 $ . 91,011 $ .28,300 $ 0 $~ 28,400 $ ..... 0 ...... 3,500 3,380. 2,800 0 $ ....31,8oo $ ..144,431 $ .3,380 $.. 116,011 $. 28,400 2,800 $ 31,200 $ 0 $ . 31,200 $..122,211 $ ..... 91,011 $.. 213,222 %. CHANGE IN BUDGET FROM FY 03 TO FY 04 0.35% -20.00% -1.89% 47.63% EXPENDITURES AND TRANSFERS CLAIMS $ ...8,711 $. 25,000 ADMINISTRATION FEE 0 0 PREMIUMS 0 0 GENERAL & ADMINISTRATIVE 0 0 OTHER OPERATING 0 0 TOTAL OPERATING EXPENSES AND TRANSFERS GAAP ADJUSTMENTS INCREASE (DECREASE) IN WORKING CAPITAL ENDING WORKING CAPITAL $ 8,711 $ . ..25,000 $ .... (1,277) $ 25,000 0 0 0 0. $. 25,000 $ 25,000 0 0 0 o $ ....... 0 . $.. 25,000 0.00% 0 0 NM 0 0 NM 0 0 NM o 0 NM $ ..... 25,000 $ .......... 0 $ .... 25,000 $ .....(3,250) $ ...... 6,800 $ .... (21,620) $ ..... 6,200 $ ..... 0 $ 6,200 $ ..112,631 $ .... 119,431 $ ..... 91,011 $ 97,211 $ .... 91,011, $.. 97,211 0.00% 244 APPENDIX A BUDGET ORDINANCES ORDINANCE NO. AN ORDINANCE ADOPTING A BUDGET FOR THE 2003-04 FISCAL YEAR AND AUTHORIZING EXPENDITURE S AS THE RE IN PROVIDE D. WHEREAS' a proposed budget for the fiscal year October 1, 2003, to September 30,' 2004, 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 Cotmcil 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 procedures of the City. PART 3: That the Gty' Manager and his authorized and designated employees, at his discretion, be~ and are hereby authorized to' sign or release utility easements; to negotiate and sign documents related to the settlement of disputed assessments for paving, weed mowing, demolition, and other disputes based on legal questions of whether the assessments are enforceable or other extenuating circumstances; to sign contracts and documents authorizing the payment .of funds and to expend public funds for expenditures that are $50,000 or less; to sign change orders authorizing the expenditure of funds pursuant to SECHON 252.048 of the T~xAs L~ GOW~NT CODE or as provided in the original contract document. 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 4: That the City Manager and his authorized and designated employees, at his discretion, be, and are hereby, authorized to provide for transfers of any unexpended or unencumbered appropriation balance within each of the various departments in the General Fund and within any other fund of the City in accordance with Section 60.4 of the Charter of the. City of College Station and to authorize transfers of Contingent Appropriations within a fund up to an amount equal to expenditures that are $15,000 or less. 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 Council hereby approves the funding for, the outside agencies and organizations in this budget and authorizes the City Manager and his authorized and designated employees, at his discretion, to sign contracts and documents authorizing the payment of funds, and to expend public expenditures that have been expressly approved and appropriated in this budget, as set out in Appendix G of the 2003-04 Fiscal Year Budget. A-1 Ordinance No. PART 6: That the City Council hereby approves the funding and the purchases that are made pursuant to interlocal agreements as provided by Q~TER 271, SUB~T~RS (D) ~D (F) of the T~~ Loc~ GOVE~NT CODE, in this budget and authorizes the City Manager and his authorized and designated employees, at his discretion, to sign contracts and documents authorizing the payment of funds, and to expend public, funds that have been expressly designated, approved, and appropriated in this budget, as set out in the 2003-04 Fiscal Year Equipment Replacement Fund, and Attachment "A" to this Ordinance. , '. . . PART 7: That this ordinance shall become effective immediately after passage and approval. PASSED AND APPROVED THIS DAY OF SEPTEMBER, 2003. APPROVED: ATTEST: RON $ILVIA, Mayor · CO~E HOOKS, City Secretary APPROVED: City Attomey A-2 ORDINANCE NO. 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 2003-04 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 2003-04 fiscal year upon all property, real, personal and mixed within the corporate limits of said city subject to taxation, a tax of forty-seven and seventy seven hundredths cents ($0.4777) 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: , For the maintenance and support of the general government (General Fund), nineteen and forty-six hundredths cents ($0.1948) on each one hundred dollar ($100.00) valuation of property; and . For the general obligation debt service (Debt Service Fund), twenty-eight and thirty-one hundredths cents ($0.2831) on each one hundred dollars ($100.00) valuation of property to be used for principal and interest payments on bonds and other obligations of the fund. SECTION Ii. All moneys collected under this ordinance for the specific items therein named, shall be and the same are hereby appropriated and set apart for the specific purpose indicated in each item and'the Assessor and Collector of Taxes and the Director of Fiscal Services 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. A-3 SECTION iii. That this ordinance shall take effect and be in force from and after its passage. PASSED AND APPROVED THIS DAY OF SEPTEMBER, 2003. APPROVED: Ron Silvia, Mayor ATTEST: Connie Hooks, City Secretary APPROVED: Harvey Cargill Jr., City Attorney A4 Embracing the Past Exploring the Future APPENDIX B SERVICE LEVEL ADJUSTMENTS FY 04 RECOMMENDED SERVICE LEVEL ADJUSTMENTS FY 04 Recommended SLA's SAVINGS/ DEPARTMENT DESCRIPTION I-T COST REOC. COST TOTAL REVENUES NET TOTAL Proposed SLA's I PC & Mktg. Media SpecialiSt and Television F;r.oduc{ion E~ip. 123,302 75~140 i98,44~ .... 0 198,442 2 Economic Dev Signage for N0rthga.t.e Distr. ict .............. 15.,.0.00 ...... 0 15,000 0 15,000 3 Parks Administrtation Wolf Pen Creek Signage . 70,500 0 70,500 0 70,500 4 City Secretary Office ... Bond Election/Charter Election Cost 47,710 . 0 47,710 0 . . 47,710 5 PC & Mktg Low Band Radio ...... 95,000 .. 0 95,000 ~' 95,000 6 Non Dept PUblic Art ...... .150,000 0 150,000 0 150,000 7 Streets Maintenance Maintenance of Annexed Streets 0 91,000 91,000 0 91,000 8 Streets Annexed street overl.ay I y...r of 5 ................... 200.,..0.00 .... 0 200,000 0 200,000i 9 Streets . Thoroughfare Rehabilitations 300,000 0 300,000 .... 0 .. 30,0,000 10 PC & Mktg. .. Video Update - Golden Memodes 5,000 ... 0 5,000 0 5,000, 11 Patrol Patrol Bike Replacement and Maintenance 4,323 4,282 [ 8,605 0 8,605 ComprehensiTM Traffic Control/Sel~ctiVo'~raffic 12 Patrol Enforcement Program Grant 45,060 0 .. 45,060 33,795 ..... 1.1.,265 ., 1.,3 CID Cdminal Investigation Division Sergeant 26,567 . . 73,217 99,784 0 99,784 14 Plannin~ Admir~istration Annexation 60,000 0 60,000 0 60,000, 1'5 Recreation 'CJ~/of College Station 65th ~nniversary Celebration 25,130 0 25,130 0 '25,130 16 MIS Microsoft Office XP Software (Year 2 of 2) 60,000 .. 0' L.. 60,000 15,000 45,000; 17 Fiscal serVices Appraisal District Fee.!ncre~se ................ . "'..0 16,000 16,000 0 16~000 18 Fire Suppression .Maintenance 0 29,000 29,000 0 29,000 ,, Emergen~ Medical . .. Prevention ............... [ ..... ............................... 19 Fire Suppression ' I ~Yr.3 Fire'Station #5 Operations (~3FTE) 19,380 . . 181~150 . 2..00,53.0.. ....... 0 200,530 20 Parks Operations :Lick Creek, Phase I (0uts0urce City Hall and PoliCe Si 600 54,500 55,100 0 55,100i 21 MIS Pu. blic S~fety System Software 0 105,190 105,190 51,337 5378531 22 c~mmun'ity DeveloPment Part time Intern ................... 0 ' .... ~,773 .... 3,773 3,773 " 0 23 Community Programs Decision making for First Off...ender.s Pro,.ram . . . 7,020 0 7,020 7,020 0 24 Municipal Court Court COllection Fees 0 5..1. ,416 51,41..6 199,502 (14.8,086.) 25 Municipal COurt Mumc~pat Court Customer SerVic(,; Repr'~sent~'{ive 0 31,568 31,568 175,228 (1437660) 26 Municipal COurt Municipal Court Payment plan compliance coord. 0 34,152 34,152 90,000 (55,848) 27 Municipal Court Credit C.ourt fees incu..rred by Customers 2,800 . 20,000 22,800 0 22,800 28 Municipal Court Overtime to serve Warrants 0 35,500 35,50..0 .. .56,400... . (20,900) 29 Human Resources Secretary upgrade (0.75 t° ~.0 FTE) 0 6,312 6,312 3,510 2,802 30 Accounting Inventory and Valuation of Non-Utility Infrastructure 20,000 0 20,000 0 20,000 31 Fire Admin Employe....e Recognition Program 0 7,500 7~500 0 7z500 32 Suppression Textbook Training Media 18,852 1,000 19,852 0 19,852 33 Emergency Mgmt Alert System 0 3,000 3,000 0 3~000 34 Suppression Commercial W~sher Extractor ..... 6,00..0 .. . 300 ..6,300 . .. 0 6,300 35 Prevention Digital cameras/Printer 2,750 250 " 3,000 500 2,500 36 Building InsPection Plans ExamineE (1 FTE) 3,160 43,344 46,504 0 46,504 37 Planning Administration TransCAD Modeling Software/intern 16,516 995 ...... 1.7,51 ! .... 0 , 17~511 38 Public W..orks Admin Safe Routes to School Grant consultant ..... 20,000 "' 0 20,000 0 20,000 Uninterruped Power Supply for Traffic Signals at 6 39 Traffic Signal traffic intersections 60,000 0 60,000 0 60,000 40 Parks Administration Large Format Copier ..... 8,00.0 .... 1,500 ..... 9,500 0 ..... 9,50(~: 41 Operations ... Vehicle Upgrade ._ 6,000 ...... ........ 800 ...... 6,8.00 ... 0 ..... 6,8.0..0 42 Recreation Athletic Officiating Costs 0 19,950 19~950 . .15,615 4~335 43 Otis Administration ElectriCal Franchise A~reem~nt With BT~ 100,000 0 100,000 0 100,000 44 E-Govemment. . Citizen contact Management Software 50,000 3,000 53,000 0 53,000 45 GIS ToPography aerial map (Partial Cost) 100,000 0 100~000 0 100,000 45 MIS Maintenance Cost for Software 0 3,755 .. . 3~755 ... 0 .... 3,755 46 Parks Admin .... Park Land PurC..h..a.se; 2 acres off R...ock Prairie Road .. 140,000 ... 0 .. 40,000 0 40.,000 47 OTIS Unit~'~'uptable Power Supply- Replacement Costs. 47,984 9,207 57,191 0 57,191 48 All Depts.. Retired Benefit increase and 1% across.the bo.ard ..... 0 ... 413,781 4137781 0 413,781 B-2 FY 04 Recommended SLA's DEPARTMENT DESCRIPTION 1-T COST "Prop"sed° SLA's ................................................ 149 Prevention i SAVINGS/ REOC. COST TOTAL REVENUES NET TOTAL ..... I Citation computers and digital cameras. 12,950 1,300 14,250 I o ! 14,250 Electric Non- _50 Departmental Maintenance Tools ............. ............. 0 ....... .8.,000 8,000 0 8,000 51 Administration Advertising Program ........... 0 170,000 170,000 0 170,000 52 Administration. Concrete storage pad 40'x80'x6" 25,~00 ...0 25,000 0 25,000 Electric Non- 53 Dgpartmental Undergr.ound Electrical... Cable Puller 59,1.0.0 11,120 70,220 0 70,220 Electdc Non- 54 Departmental High Potential Test Equipment . 6,000 .. 6,000 0 6,000 Electric Non- 55 Departmental . Three phase electrical power monitors. 10,000 0 10,000 0 10,000 56 Warehouse One WarehouSe Assistant 0 31',8'75 31,875 0 31,875 57 CSU/Energy E~(~rgy ~onservation 'Public Awareness Programs '0 ......... 47,000 47,000 0 47,000 58 Electric Uninterruptabl.e Power Supply - R..epla .c_..e.men!. C;osts.....i ... 6,.2.15 .. 1,052 7,267 0 7,267 I59 Distribution  o Production i Production 162 Production 3 Production 4 Production 165 Production Production Transfer of Water Customers Maint/eq. uipment for interruptions/blackouts Pr..otective Coatin~l on .Pump Station Equip Chlorine Covers SCADA equipment. . .......... SCADA workstation/office computer Training for technical personnel Engineering d....esign .of Drai_.nage Structu. re ........ 50,000 0 40r000 12,000 .... 25~000 4r250 0 ..... 45, .0..00 0 72,800 0 0 0 0 5,000 0 50,000 72,800 . ..40,000 12,000 25,000 4,250 5,000 .... 45,000 50,000 72,800 ... 40,000 12,000 25,000 .. .~,250 5,000 45,000 67 Treatment 68 Collection 6~' T~:~atment 70 Collection 71 Collection 72 Collection 73 Treatment TCEQ Mandate permit renewals for CC & LC MaintJEquipment for interuptions/blackouts Closed circuit television camera, sewer Van SCADA Equipment SCADA Works{ation/0ffice C°mpui~r " ' Training for Technical personnel Uninterruptable Power Supply - Replacement Costs 33,500 7.4,000 0 7,7g'0 11,066 28,000 25,000 5,000 2,644 33,500 28,000 74,000 25,000 7,750 5,000 13,710 0 33,500 28,000 74,000 25,000 7,75O 5,000 13,710 17~, Billing C~lleCtio'n 175 Bi!lipg Collection [76 Billing Collection I credit Card PaYment .option for Custom~m ...... Software to read stubs for payments Uninterm..ptable.. Power Supply- Replacement Costs 58,5001 3d,0007,000 3,301 I 790 ,, 30,000 65,500 4,091 17,000 " 3'0,000 48,500 4,091 Fleet IRe. place .Vehicl.e Lifts 11,585 11,585 11,585 78 communications Uninterruptable Power Supply - Replacement Costs 15,385 3,566 18,951 0 18,951 179 Cemetery Cemetery Rear Entrance improvements ! 500 55,000 55,500t 0J 55,500 18o Dr"~'inag~ FTE Operator, 2 FTE Publi(~ Servi'~e ................ 51,.~'87 . ". 10-~1522 '" ;152,309 ......... 0 .. 152,.309 181 Drainage Mosquit° Mana'gemefit Program 0 11,500 11,500 0 11,500 B-3 FY 04 Recommended SLA's SAVINGS/ DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL Proposed SLA's BVSWMA Operations BVSWMA Operations IRock Prairie Road Landfill Pre-Subtitle D and SUbtitle~ D Cover I Rock Prairie Road Landfill Sector 18 600,000 1,100,000 600,000 1,100,000 600,000 1,100,000 I-!02 _,, .Opera..t!ons I Replacemen...t Gen..erator , I 35,000 35,000 35,000 B-4 FY 04 NOT RECOMMENDED SERVICE LEVEL ADJUSTMENTS FY 04 NOT Recommended SLA's SAVINGS/ DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL Not Recommended SLA°s 1 Patr°i '" Patrol Officer ................ ~',609 ....... 48,972 57,581 0 57,581 2 ' "Comrn/Jail 3 Communications Operators 0 111,768 111,768 0 111,768 3 Patrol .... H.NT..t..railer_a....ndtr.u.ck . 51,895 . ..9,280., 61,175 0 .. 61~.1.75 4 Prevention Public Education intem 8,958 8,958 0 8,958 , 5 ~uppression TechnolOgy upgrade paCkag..e.: ...... 37,191 3,700 40,891 0 40,891 6 Plann. i..ng Administration FTE GIS Technician ..................... 0 .... 19,466 19,466 0 19,466 7 ...... Administration Planning p & Z Food/Ice 0 4,550 4,550 0 4,550 1,400 1,400 8 Public Works Admin Traffic Calming 0 1,400 0 9 Public Works Admin Microstati® design software .... 4,000 0 4,000 0 4,000 10 Public Works Admin Traffic simUlation .Software ......... 4,5.00 500 5,000 0 5,000 Maintenance/Rec- 11 Athletics/Operations . Overtime Increases 0 13,183 . 13,.1.83 ....... 0 13,183 13 Maintence . Equipment Rental .... 0 2,000 2,000 . 0 2,000 14 MiS ... Network area storage 50,.000 .. 5,000 55,000 0 55,000 New Library hours staffing S~day 69,400 15 Library Hours 0 69,400 0 69,400 16 E-Government E-Government teChnician ... 16,000 49,301 65,301 0 65,301 ..... Urba~'"Fore~t Man'agement Plan Risk 8,000 0 8,000 8,000 17 Parks Operations Management Program Delivery 0 Urban Forest Management Plan 20,000 0 20,000 20,000 18 Parks Operations Street Tree Invento ,ry ......... 0 .... ................ ~ ...................... ~...~.. ~:~~~.~..~ ~,~~!1 i~i~~l! ..... ~ ........................ ~ ............................ -~, ................. ~ ............ ~,~.~.., h.,r~ ..... : .................................. ,.-..-~ ..... Professional COn~,ultant-Utility Master .... Planning/Asset Mgmt/Industry Best ..1.9 .. Production/Distribution Practices 100,000 0 100,000 0 100,000 .... . .......... ::~,~,~:~ ~-~,~ ....... ~..~:~:~:~,'~:.~.~.,.~.:~,~,.,~..:~.~f~ ~ ............. "'"~' '~:''~ ....... '"' ~ '~' ........ ~¢~"~:~":~ ® ........................................................................................................................................................... ~:~,....~;~:::~:~ ~:~,..~..::~:~ .......... ~:.~:~..~:~ ............. ~.~::~ ............ ~.~ ~ ~ ~ ~ ~ ~ Professional ConsUltant-Utility Master Planning/Asset Mgmt/Industry Best 20 Treatment/Collection Practices 100,000 0 100,000 0 100,000 .................................................. '~ ...................... ~"~.~'~i ...................................................................... '""""~} .......... ~" ................... '~" ....... ~'~' ........................... "':""~; ~~ ~~~~~~ ~~~1.~".... ....................................................................................... ~~~ ~~~!~'" ~+':' '~!~' ~ ~.'...'.. ~ ~f~ ~-',.'~-~,~ ~' ~ ~~i! .~~!!!~~'~A~!'''''''~ .............. [~ I~~i~i~:~'""~':~:~:~: ~'~- -":'~ 21 Com ,rnercial ................. Multi Family Recycling Program Study :~ ~~~~~.~:~i~~'' "~'"~"" ........ .~:-~"': ?'.-?,~,'.::'.-:' ~!"' ~ 'i '='i'"~:." ::*"~".' '+~'~ ':~' ':~":~' "~ "~'~~ 34,500 34,500 34,500 22 Print Mail Additonal Staff/Tools ;~!'"~'"".'~'":~ ....... ~"'"~"~"~:~::!~;~~~i ~:'"'~'~':~:'~:'~'"~'~ .... ::~'"?~'"'~""~:~:"~*~ ........ i'~'"~'' 5,OOO !~:~ ~.:~.,~:~.f~. ',.!~,, ~,., ~.~..~.,-.~.~ 36,844 41,844 ~.~ ~:,..,.:~.~ ~,- ,...-. ~:~:.-..:~..~.-.~ 41,844 I '~3 Drainage ........ Additional 0perato. r and Equipment . 55,896 43,250 99,146 0 "99,1'~t6 24 .Drainage 2 Drainage Inspectors 58,600 92,614 151,214 0 151,2~4 25 . Drainage ...... D.r. ain.a, ge Dumptru. ck · 34,000 8,000 42,000 0 42,000 26 ~perations ' I Full Time Equipment Operator 35,270 ~~'"~-' ',~ ,'"'~ '.~ 35,270 35,270 27 All Operating Funds I I o l : o I o l o l Ol B-6 Embracing the Past Exploring the Future APPENDIX C PERSONNEL SUMMARIES Actual Revised Base Proposed Proposed Budget Budget Budget SLAs Budget FY 01-02 FY 02-03 FY03-04 FY 03-04 FY 03-04 Actual Revised Base Proposed Proposed Budget Budget Budget SLAs Budget FY 01-02 FY 02-03 FY03-04 FY03-04 FY 03-04 Oen~-al Fund Police Department Administration Division Police Chief Major Assistant Chief Secretarial Sergeant Staff Assistant Lieutenant Criminal Intelligence Analyst Tech. Svcs. Coordinator 'l'otal 1.0 1.0 2.0 2.0 1.0 1.0 0.0 0.0 1.0 9.0 1.0 1.0 2.0 2.0 0.0 1.0 1.0 1.0 1.0 1O.O 1.0 1.0 0.0 0.0 2.0 2.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 0.0 1.0 1.0 ~).O O.O 9.0 92,159 $ 93,856 $ 98,741 76,179 79,748 0 143,996 152,497 153,804 45,823 48,511 47,362 47,071 0 49,608 32,641 34,376 34,549 '0 63,788 63,911 0 46,366 0 51,047 55,575 52,724 488,910 $ b'/4,'/18 $ b00,699 $ 98,741 0 153,804 47,362 49,608 34,549 63,911 0 52,724 o $ Ooo,699 Uniform Patrol Division Lieutenant Master Officer Police Officer 'School Crossing Guard Senior Officer Sergeant Total Criminal Investigation Division Lieutenant Master Officer Police Officer Senior Officer Sergeant Total Professional Standards Division Lieutenant Sergeant Master Officer Police Officer Total QuartermaSter Division Quartermaster Total Communication/Jail Division Communication Manager Communication Supervisor Sr. Communications Operator Communications Operator Public Safety Officer Total 3.0 10.0 36.0 2.5 9.0 7.0 67.5 1.0 6.0 1.0 5.0 1.0 14.0 1.0 1.0 1.0 1.0 4.0'" 3.0 13.0 31.0 2.5 11.0~ 7.0' 67.5 1.0 5.0 3.0 4.0 1.0 14.0 3.0 3.0 $ 172,190 $ 172,528 $ 173,328 12.0 12.0 442,387 577,316 519,915 24.0 24.0 1,268,522 1,205,413 813,882 2.5 2.5 .37,425 36,200 36,200 18.0 18.0 346,979 413,919 649,210 7.0 7.0. 339,234 345,691 343,741 66.5 01'0' -'~J6.5 "'$ 2,606,737 $ 2,751,068 $ 2,53.6,275 $ 1.0 1.0 $ 58,918 $ 56,665 8.0 8.0 263,764 180,963 0.0 0.0 34,492 107,618 5.0 5.0 188,778 150,513 1.0 1.0 2.0 47,070 48,633 18'.'0 ....... 1.U .... 16.0 '-'$ 59'3,022 $ 544,392 $ 173,328 519,915 813,882 36,200 649,210 343,741 0 $ ...... 2,536,.,275 1.0 1.0 1.0 $ 54,093 $ 56,761 2.0 2.0 2.0 50,174 101,989 0.0 1.0 1.0 45,630 0 0.0 0.0 35,486 0 .... 3.0 ........... 4.0 "0.0 '-' 4.0- $ 185,383 $ 158,750 1.0. 1.0... 1.0 ..... 1.0... 1.0 ..... 1.0 ...... 0.0 57,127 $ 57,127 353,101 353,101 0 0 184,496 184,496 49,130 48,510 97,540 643,853 ...$ 48,5,.!0 $ 692,363 55,399 $ 55,399 102,794 102,794 41,891 41,891 0 0 200,084 $ 0 $ 200,084 1.0 .. $ 22,554 $ 24,033 $ .... 24,149 $ .... 24,149 1.0 $ 22,554 $. ..24,033 $ 24,149 $ · 0 $ .24,149 1.0 1.0 1.0 1.0 $ 44,809 $ 47,483 $ 48,214 $ 48,214 3.0 3.0 $.0 3.0 127,190 141,011 137,654 137,654 0.0 3.0 5.0 5.0 0 92,069 147,410 147,410 16.0 13.0 11.0 11.0 463,337 357,271 292,386 292,386 7.0 7.0 7.0 7.0 257,726 181,880 175,656 175,656 27.0 ........ 27.0 27.--0 ....... O.0 "' 27.0' $'"' 8932062 $ 8192714 $ 801,319 $ 0 $. 801,319 tJp~cial ~:S~0ic~s Division Lieutenant Master Officer Senior Officer Sergeant Police Officer Animal Control Officer 'lbtal information ~:iervices Division Lieutenant Information Services Manager Evidence Technician Records Technician Criminal lntelli.qence Analyst Permit Coordinator Police Assistant Total 1.0 1.0 1.0 1.0 $ 58,217 $ 60,920 $ 61,202 $ 61,202 b.0 b.0 4.0 4.0 218,098 228,291 174,678 r14,6'/8 1.0 1.0 0.0 0.0 37,024 37,647 0 0 0.0 1.0 1.0 1.0 0 31,297 b0,669 b0,669 0.0 1.0 2.0 2.0 0 3b,39'/ 67,891 67,891 3.0 3.0 3.0 3.0 63, 361 68,226 64,b01 64, bO 1 ll.O 12.0 ll.O 0.~ 11.0 $ 3'10~'/00 $ q6i,'flg ~ qlS,gq'z ~ 0 $ qlg,gqz 1.0 0.0 0.0 0.0 $ 54,602 $ 0 $ 0 $ 0 1.0 1.0 1.0 1.0 42,128 43,358 45,736 45,736 1.0 1.0 1.0 1.0 25,466 26,715 24,960 24,960 4.0 4.0 4.0 4.0 89, 361 103,399 92,539 92,539 1.0 0.0 1.0 1.0 44,555 0 45,752 45,752 0.0 0.0 0.0 0.0 0 0 0 0 1.0 1.0 1.0 1.0 25,265 31,476 31,637 31,637 9.0 7.0 8.0 0~0 8.0 $ 2812377 $ 204,948 $ 240,624 '$ '0 $' 240,624 Police Full Time Total Part-Time/Seasonal Total 140.0 139.0 139.0 1.0 140.0 2.5 2.5 2.5 0.0 2.5 Department Totals 142.5 141.5 141.5 1.0 142.5 $ 5,447,751 $ 5,539,400 $ 5,365,945 $ 48,510 $ 5,414,455 General Fund Fire Department Fire Administration Fire Chief Planning and Research Coordinator Staff Assistant Secretary Total Emergency Management: Emergency Management Coordinator Total 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 4.0 ..... 4.0 1.0 $ 82,792 $ 87,667 $ 88,986 $ 88,986 1.0 48,201 49,839 49,584 49,584 1.0 32,499 33,480 23,712 23,712 1.0 24,256 25,654 33,634 33,634 4.0 $_ 187,748 $ i96,640 ~ 195,915 $ 0 $ 195,9i5 1.0 1.0 0.0 0.0 $ 42,991 $ 45,648 $ 0 $ 0 1.0 1~0 0.0 0.0 0~0 $ 422991 $ 45,648~$ 0 $ 0 ii; 0 Administration Division Total b.u ~.0 4'.0 o.o 4.0 ~ ~:.30,'/;39 ~qz,288 ~ 19i),91b ~; o ~ 19~,9II) Fire Suppression Division Asst. Fire Chief Battalion Chief 1.0 1.0 1.0 1.0 $ 68,871 $ 73,520 $ 74,220 $ 74,220 3.0 3.0 3.0 3.0 169,696 176,768 177,588 177,588 Denotes a T erapera~/S~ .... 1 position C- 1 Lieutenant Fire Training Coordinator Apparatus Operator Firefighter I Fimfighter I1 Firefighter Total EMS Division Apparatus Operator Fire/EMS Training Coordinator Firefighter ! Firefighter 11 Firefighter II1 Lieutenant- Fire Total Fire. Prevention Division Fire Marshal Fire Prevention Officer Code Enforcement Officer Parking Enforcement Officer Public Education Officer Total Fire'.' Full Time Total *Part-Time/Seasonal Total Department Totals PERSONNEL LIST Actual 'Revised Base Proposed Proposed Budget Budget Budget SLAs Budget FY 01-02 FY 02-03 FY03-04 FY 03-04 FY 03-04 11.0 1.0 9.0 22.0 3.0 4.0 54.0 3.0 1.0 21.0 5,0 0.0 1,0 31.(~ .... lO.0 Actual Revised Base Proposed Proposed Budget Budget Budget SI.As Budget FY. 01-02 FY 02-03 FY03-04 FY03-04 FY 03-04 11.0 10.0 10.0 0.0 0.0 0.0 10.0 11.0 11.0 19.0 19.0 19.0 6.O 5.0 S.O 6.0 7.0 3.0 10.0 56.0 56.0 3.0 59.0 523,501 535,638 491,516 491,516 41,695 0 0 0 379,685 428,545 478,471 478,471 856,096 709,217 727,447 727,447 91,784 201,471 172,390 172,390 145,388 200,269 224,195 107,020 331,215 5~ 2,125,i57 $ 2,121,633 ~ O $~i21,633 5.0 5.0 5.0 $ 124,172 $ 208,410 5 212,518 $ 212,518 1.0 1.0 1.0 44,468 47,448 51,286 51,286 22.0 20.0 20.0 867,084 825,464 759,129 759,129 1.0 1.0 1.0 165,767 37,250 33,197 33,197 1.0 3.0 3.0 0 32,788 86,299 86,299 1.0 1.0 1.0 49,760 51,321 51,572 51,572 ~31.~ ~I.0 W.O 3IXY $ 1,25L251 $ 1,202,682 5 1:194,000 $ '0 5' 1:194,000 1.0 1.0 1.0 1.0 $ 65,442 $ 70,384 $ 71,740 $ 71,740 3.0 3.0 3.0 3.0 183,559 140,038 142,522 142,522 3.0 4.0 4.0 4.0 87,537 115,790 120,141' 120,141 2.0 2.0 2.0 2.0 41,242 43,461 43,805 43,805 1.0 1.0 1.0 1.0 42,768 44,949 45,156 45,156 "' 11.0 ...... 11.0 ....... 0.0 "' I1.0" $" 420,548 5. 414,623 5 423,363 $ 0 $ 423,363 100.0 103.0 102.0 3.0 105.0 0.0 0.0 0.0 0.0 0.0 100.0 , 103.0 .. 102.0 3.0 105.0 .. $ ..4,179,254 $..3,984,750 $.3,934,911 $ ......... 0 $ ....3,934,911 1.0 1.0 5 86,906 5 87,212 5 92,700 5 92,700 Z.O 2.0 bO,hZ1 63,0'/9 63,086 63,08b 1.0 1.0 64,857 69,633 '/1,993 '/1,993 .1.0 1.0 46,964 49,939 bO, 1'/1 bO, 1'/1 1.0 1.0 44,802 69,4'/9 bg,'/bb 69,'/66 1.0 1.0 24,219 26,626 2b,438 2b,438 .. 7.0 0;0 7.0 $ 327:268 $' 354,868 $ 36~,144 "5 0 5 363,144 General Fund Public Works Department Public Works Admin. Division Director ot F'ublic Works 1.0 1.0 Staff Assistant 2.0 2.0 Asst. Pubiic Works Director 1.0 1.0 (3reenways Program Manager 1.0 1.0 Assistant City Engineer 1.0 1.0 Customer Service Representative 1.0 1.0 Total 7.0 7.0 Facilities Maintenance Division Facility Maint. Superintendent 1.0 1.0 Sr. Facility Maint. Technician 1.0 1.0 Facility Maint. Technician 4.0 5.0 Total 6.0 '7.0 1Streets Maintenance Division Street Superintendent 1.0 1.0 Foreman 2.0 1.0 Crew Leader 1.0 1.0 Equipment Operator 15.0 15.0 Public Service Worker 4.0 4.0 Total '23.0 22.0 Drainage Division Foreman 0.0 1.0 Equipment Operator 5.0 5.0 Public Service Worker 0.0 0.0 Total 5~0 6~0 Traffic Division Signs Technician 2.0 2.0 Total 2.0 '2.0 Public Works Engineering City Engineer 1.0 1.0 Assistant City Engineer 1.0 1.0 Graduate Civil Engineer 3.0 3.0 Engineering Technician 4.0 4.0 'Public Works Intern 0.5 0.5 'Engineering Aide 1.0 1.0 'Field Data Technician 0.5 0.5 Total 11.0 11.0 Traffic Signal Systems Traffic Systems Superintendent 1.0 1.0 Traffic Systems Foreman 1.0 1.0 Traffic Signal Technician 3.0 3.0 Total ~.0 5.0 Public Works Full Time Total 57.0 58.0 *Part-Time/Seasonal Total 2.0 2.0 Department Totals 1.0 1.0 1.0 1.0 5.0 5.0 7.0 ' 0.0 ...... 7.0 53,044 5 57,358 $ 57,623 $ 57,623 37,603 39,493 38,709 38,709 128,770 161,936 163,176 163,176 2197i7 $ 258,787 $ 259,508 5 0 $ 259~508 1.0 1.0 1.0 1.0 1.0 1.0 15.0 15.0 4.0 4.0 22.0 0.O 22,0 $ 56,911 $ 59,479 $ 59,756 $ 59,756 70,825 36,819 36,088 36,088 374,324 30,749 30,139 30,139 28,408 376,723 382,450 382,450 75,568 76,368 75,650 75,650 5 606,036 5 580,138 ~ 583082 '$ 0 $ 584,O82 1.0 1.0 5.0 1.0 6.0 0.0 2.0 2.0 6.0 3.0 9~0 $ 0$ 36,819 $ 37,731 $ 37,731 127,342 129,521 132,954 23,100 156,054 0 0 0 36,600 36,600 $ ../127,.342 $ 166,340 170;68.5 $ 59,7.00 $ ... 230,385 3. O 3.O 3.O 0.0 3.0 $ 50,932 $ 48,688 $ 86,445 $ 86,445 $" 50,932 $"' 48",688 $"' 86,445 '$ ' 0 $ 86,445 1.0 0.0 4.0 3.0 0.5 1.0 0.5 10.0 1.0 1.0 3.0 5".0 1.0 0.0 4.0 3.0 0.5 1.0 0.5 0.0 10.0 $ 71,164 $ 73,516 $ 73,857 $ 73,857 61,417 63,180 0 0 147,928 148,079 202,925 202,925 139,453 145,740 115,190 115,190 3,853 987 987 987 22,302 22,402 22,402 22,402 10,203 9,865 9,865 9,865 $ 456,320 $ 463,769 $ 425,226 $ 0 $ 425,226 1.0 1.0 3.0 5.0 57,419 $ 59,479 $ 59,756 $ 59,756 45,366 46,607 47,112 47,112 114,344 108,928 120,640 120,640 :217,129 $ 215~14 ~ 227,508 $ 0 5 227,b08 0.0 0.0 59.0 60.0. 60.0.. 3.0. 63.0 $ 2,004,444 $ 2,087,604 $. .2,116,598 $ 59,700 $ 2,176,298 ' Denotes a Tempomnj/Seasonat position C-2 At. al Budget FY 01-02 Revised Base Proposed Proposed Actual Revised Base Proposed Proposed Budget Budget SI_As Budget Budget Budget Budget SI_As Budget FY. 02-03 FY03-04 FY 03-04 FY 03-04 FY 01-02 FY 02-03 FY03-04 FY03-04 FY 03-04 General Fund Parks & Recreation Department Parks & Recreation Administration Division Director of Parks & Rec. 1.0 Asst. Director of Parks & Rec. 1.0 Sr. Parks Planner 1.0 Parks Planner 2.0 Staff Assistant 1.0 Sr. Secretary 1.0 Secretary 2.0 'Receptionist 0.5 1.0 1.0 1.0 $ 86,984 $ 89,281 $ 90,624 $ 90,624 1.0 1.0 1.0 69,957 73,911 73,533 73,533 1.0 1.0 1.0 50,272 52,779 52,915 52,915 2.0 2.0 2.0 88,055 92,882 92,645 92,645 1.0 1.0 1.0 30,058 31,711 31,845 31,845 1.0 1.0 1.0 24,261 25,590 25,709 25,709 2.0 2.0 2.0 39,140 44,100 45,074 45,074 0.5 0.5 0.5 3,695 1,805 1,757 1,757 Total 9.5.. 9.5.. 9.5 0.0 ...... 9.5 ...... $.. 392,422 $ 412,059 $ .... 414,101 $ 0 $ ...... 414,101 Admin. Division Total 9.b Recreation Division Hotel/Motel Programs Activity Center 'Special Events Workers 0.5 Total 9.b 9.b 0.0 9.b ~; 392,422 ~ ,412,0~9 $ 414,101 ~ 0 ~ 414,101 0.5 0.5 0.5 0.5 0.5 ...... 0.0 0.5 $ 2,610 $ 2,617 $ 2,617 $ 2,617 0.5 ..... ~.' ........ 2,610 ~; .......... 2,617 $ ........... 2,617 $ ............ 0 $ ..........2,617 Recreation Administration Activit~ Center Recreation Superintendent 1.0 Recreation Supervisor 1.0 Temp/Seasonal 0.0 Total 2.0 1.0 1.0 1.0 $ 56,737 $ 55,569 $ 56,249 $ 56,249 1.0 1.0 1.0 43,470 46,060 47,310 47,310 0.0 0.5 0.5 0 1,410 1,414 1,414 2.0 ~2.5 ~..0 2~5~ ~ 100,207 $ 103,038 $ I04...__...~,973 $ 0 $___. 104,973 Recreation Athletics Activity Center Recreation Supervisor 2.0 A~t. Recreation Supervisor 1.0 'Special Events Worker 3.0 Total 2.0 2.0 2.0 $ 93,432 $ 96,116 $ 95,840 $ 95,840 1.0 1.0 1.0 32,289 32,447 33,862 33,862 3.0 3.0 3.0 56,811 56,967 56,967 56,967 6.0 6.0 0.0 6.0 $ 182,532 $ 185,530 $ 186,669 $ 0 $ 186,669 Special Events Activity Center Recreation Supervisor 1.0 'Recreation Assistant/Special Events 1.5 Total 1.0 1.0 1.0 $ 47,445 $ 49,776 $ 49,511 $ 49,511 1.5 1.5 1.5 9,865 13,272 13,272 13,272 2.5 2.5 0.0 2.5 $ 57,;3i0 $ 63i048 $ 621782 $ 0 $ 62,7..8..2 Hotel/Motel Programs Activity Center 'Special Events Workers Total 1.0 1.0 1.0 1.0 1.0 $ 23,612 $ 23,676 $ 23,676 $ 23,676 1.0 q.O 010 1.0 $ 23,012 $ 23,676 $ 23,67~ 1~ 0 $ ~76_ ~enior i~ervices Acthrit~ Center Senior Services Coordinator 0.5 ' Temp/seasonal Workers 0.5 Total 1.o 0.5 0.5 0.5 $ 16,300 $ 19,395 $ 19,698 $' 19,698 0.5 0.5 0.5 2,506 2,514 2,514 2,514 1:0 1.0 0.O 1]0 $ 2,506 $ 211909 $ 221212 '$ ' '0 $., 22;212 Recreation Division Totals 13.0 ... 13.0 . 13.5 .... 0.0.. 13.5 ...... $. 368,777 $ 399,818 $ ...... 402,929 $ 0 $ 402,929 Special Facilities Division: Special Facilities Administration Activity Center Recreation Superintendent 1.0 Total "' 1.0 1.0 1.0 1.0 $ 54,227 $ 56,830 $ 57,055 $ 57,055 1.0 1.0 o.b ...... 1.0'" $" ~:227 '$ '56,.830"$ "57,065 $ .... 0 $ .... 57,055~ Instruction Activit~ tlenter Recreation Supervisor 1.0 Asst. Recreation Supervisor 1.0 'Tennis Leaders 0.5 ' Water Safety Aides 2.0 'Swim Coach 2.0 Total 6.5 ..... 1.0 1.0 1.0 $ 47,353 $ 49,766 $ 49,109 $ 49,109 1.0 1.0 1.0 32,736 28,230 34,362 34,362 0.5 0.5 0.5 12,947 12,983 12,983 12,983 2.0 2.0 2.0 33,902 33,995 33,996 33,996 2.0 2.0 2.0 24,66b 24,734 24,734 24,734 6.5 6.5 . ..... 0.0... .... 6.5 .. .... $ ........151,6..04 $.... 149,708 $. 155,184 $ ' .0 $ ....... 155,184 Special Facilities Aquatic Activity Center Pools Supervisor 1.0 Pool Technician 1.0 ' Pool Manager/Asst. Manager 6.0 'Lifeguards 10.0 'Other Pool Seasonal Employees 2.0 Total 20.0 1.0 1.0 1.0 $ 47,445 $ 49,776 $ 49,500 $ 491500 1.0 1.0 1.0 27,272 30,698 30,098 30,098 6.0 6.0 6.0 104,004 104,289 103,717 103,717 10.0 . lO.O 10.0 160,860 161,301 161,200 161,200 2.0 2.0 2.0 22,130 22,181 22,070 22,070 20.0 20.0 0.0 20.0 $ 361,711 $ 368.~,245 $ 366,584 $ ... 0 $.. 3.66,5_8.4. Special Facilities Conlerence Center Activity Center Conference Center Supervisor 1.0 1.0 Assist. Conference Center Supervisor 1.0 1.0 Secretany 1.0 1.0 'Part-time Receptionist 1.0 1.0 'Building Attendant 2.5 2.5 Total 6.5 6.5 1.0 1.0 $ 46,633 $ 49,070 $ 49,200 $ 49,200 1.0 1.0 27,353 30,701 30,701 30,701 1.0 1.O 20,620 21,709 21,757 21,757 1.0 1.0 9,681 7,019 7,016 7,016 2.5 2.5 34,495 27,576 27,576 27,576 6.5 0.0 6.5 $ 138,782 $ 136,075 $ 136;249 $ 0 $~ .... 136,~249~. Denotes a Temporary/Se ..... 1 position C-3 PERSONNEL LIST Actual Revised Base Proposed Budget Budget Budget SLAs FY. 01-02 FY 02-03 FY03-04 FY 03-04 Proposed Actual Revised Base Proposed Proposed Budget Budget Budget Budget SI.As Budget FY 03-04 FY 01-02 FY 02-03 FY03-04 FY03-04 FY 03-04 Special Facilities Lincoln Center Activit9 Center Center Supervisor 1.0 1.0 1.0 Center Assistant Supervisor 0.0 1.0 1.0 Building Attendant 1.0 0.0 0.0 Ggrn Attendant- Lincoln Center 0.5 0.0 0.0 Secretary '1.0 1.0 1.0 'Recreation Assistant 3.5 3.5 3.5 Total 7.0 6.5 6.5 Youth Recreation Recreation Supervisor 1.0 1.0 1.0 'Teen Center Staff Attendant 3.0 3.0 3.0 Total '4.0 4.0 4.0. Special Fac. Division Totals 45.0.. 44.5. 44.5 0.0 1.0 $ 43,539 $ 45,848 $ 47,300 $ 47,300 1.0 0 33,264 32,906 32,906 0.0 19,097 0 0 0 0.0 12,671 237 0 0 1.0 21,737 23,073 23,171 23,171 3.5 58,281 44,116 44,116 44,116 615 $ 155,325 $ 146,538 $ 147,493 $ 0 $__. 147,493 0.0 1.0 $ 45,546 $ 43,385 $ 44,855 $ 44,855 3.0 52,896 53,041 53,042 53,042 4.0 $ 98,442~ 96,426 ~ 97,897 $ 0 $ 97,897 44.5 $ ....960,091 $ ...... 953,821 $ ....... 960,462 $ ........... 0 $ .......960,462 Parks Operations Division: Operations Administration Activity Center Parks Superintendent 1.0 1.0 1.0 Total 1.0 1.0 1.0 0.0 1.0 $ 53,138 $ 55,911 $ 56,250 $ 56,250 1.0 $ 53,138 $ 55,911 $ 56;250 $ 0 $ 56,250 East District Operations Activity Center Parks Operations Supervisor 1.0 1.0 1.0 Parks Crew Leader 3.0 3.0 3.0 Light Equipment Operator 3.0 3.0 3.0 Grounds Worker 4.0 4.0 4.0 'Part-time Groundsworker 2.0 2.0 2.0 1.0 $ 36,982 $ 40,146 $ 39,395 $ 39,395 3.0 85,608 68,515 87,298 87,298 3.0 70,395 68,222 69,368 69,368 4.0 82,477 68,414 75,150 75,150 2.0 30,148 30,148 30,148 30,148 Total 13.0 13.0 13.0 0.0 ~310 $ 305,610 $ 275,445 $ 301,359 $ 0 $ 301,359 South District Operations Activit~ Center Parks Operations Supervisor 1.0 Parks Crew Leader 2.0 Light Equipment Operator 2.0 Grounds Worker 4.0 'Part-time Groundsworker 1.0 1.0 1.0 1.0 $ 38,714 $ 40,169 $ 3%395 $ 39,395 2.0 2.0 2.0 57,241 59,342 59,800 59,800 2.0 2.0 2.0 45,383 47,417 46,488 46,488 4.0 4.0 4.0 79,081 84,469 83,491 83,491 1.0 1.0 1.0 14,378 14,418 14,387 14,387 Total 10.0 .. 10.0 10.0 . 0.0 ..... 10.0 $ .... 234,797 ....$ .... .2..45,814. $ .... ...2.43,56.1....$......,. .... 0 ...$ .... .243,_5...61 West District ParRs Operations ActiviW Center Parks Operations Supervisor 1.0 1.0 1.0 Parks Crew Leader 2.0 2.0 2.0 Light Equipment Operator 2.0 2.0 2.0 Grounds Worker 5.0 5.0 5.0 Part-time Groundsworker 1.0 1.0 1.0 1.0 $ 38,085 $ 38,813 $ 39,395 $ 39,395 2.0 54,585 59,376 60,195 60,195 2.0 45,817 45,918 47,902 47,902 5.0 98,985 106,398 105,643 105,643 1.0 14,378 14,379 14,379 14,379 Total 11.0 11.0 11.0 .... Operations Division Totals 35.0 35.0 35.0 11.0 $ ...... 251,850 $ ..... 264,885 $ 267,515 $ ............. 0 $ .......267,515 0.0 35.0 $ 845,395 $ 842,055 $ 868,685 $ 0 $ 868,685 Forestry Division: Wolf Pen Creek Activit9 Center Maintenance Worker 0.5 0.5 0.0 0.0 $ 3,922 $ 3,933 $ 0 $ 0 Total 0.5. Cemetery Activit9 Center Cemetery Sexton Groundsworker Total 1.0 2.0 ~0 0.5 ..... 0.0 ...... 0.0 ...... 0.0 $_ .... . ...... 3,.922 $... .._3.,933 .... $ 0 $ ..... .,...0 $... .. 0 1.0 1.0 2.0 2.0 3.0 3~0 Forestry ActiviW Center Forestry Superintendent 1.0 1.0 1.0 Forestry Supervisor 1.0 1.0 1.0 Horticulture Crew Leader 0.0 1.0 1.0 Forestw Crew Leader 0.0 1.0 1.0 Horticulture/Forestry Crew Leader 2.0 0.0 0.0 Forestry/Horticulture Worker 6.0 5.0 5.0 Irrigation Specialist 1.0 2.0 2.0 Total 11.0 11.0 11.O Forestry Division Totals 1.0 $ 41,678 $ 41,678 $ 40,851 $ 40,851 2.0 40,320 41,423 39,187 39,187 3.0 $ 81,998 $ 83,101 $ 80,038 $ 0 $~. 80,,038 0.0 1.0 $ 52,656 $ 55,517 $ 56,250 $ 56,250 1.0 35,329 40,169 39,395 39,395 1.0 0 30,180 30,701 30,701 1.0 0 30,180 30,701 30,701 0.0 55,790 0 0 0 5.0 128,584 114,799 113,630 113,630 2.0 24,024 47,626 51,085 51,085 ,, 11.0 $ 296,383 $ 318,471 $ 321,762 $ 0 $ 321,'.762. 14.5 14.5 1410 0.0 14.0 $ 382,303 $ 405,505 $ 401,801 $ 0 $ 401,801 Parks ak Recreation Full Time Total 'Part-Time/seasonal Total 73.0 72.5 73.0 0.0 73.0 44.0 44.0 43.5 0.0 43.5 Department Totals 117.0 116.5 116.5 0.0 116.5 $ 2,948,988 $ 3,013,259 $ 3,047,977 $ 0 $ 3,047,977 General Fund Development Services Department Development Services Administration Division Dir. of Development Services 1.0 Asst. Dir. Development Services. 0.0 Staff Planner r 3.0 Staff Assistant 2,0 Customer Service Representative 3.0 Senior Customer Service Representative 0.0 Asst Dev. Review Manager 1.0 Development Review Mane§er 1,0 Secretary 1.0 Total 12.0 1.0 1.0 1.0 $ 79,895 $ 82,020 $ 85,490 $ 85,490 0.0 1.0 1.0 0 0 70,300 70,300 3.0 3.0 3.0 126,474 134,593 133,511 133,511 2.0 2.0 2.0 57,784 61,182 61,755 61,755 3.0 3.0 3.0 72,600 74,873 63,336 63,336 0.0 1.0 1.0 0 0 32,677 32,677 1.0 1.0 1.0 43,405 46,650 47,776 47,776 1.0 1.0 1.0 53,728 57,065 58,276 58,276 1.0 0.0 0.0 21,054 22,967 0 0 12.0 13,0 0.0 13.0 454,940 ::$ 479:349 $ 553,121 $ 0 $ 553,121 Denotes a Temporary/Se .... I position C-4 Actual Revised Budget Budget FY 01-02 FY 02-03 PIiR$ONNF_.L U~I Base Proposed Proposed Actual Revised Base Proposed Proposed Budget SLAs Budget Budget Budget Budget SLAs Budget FY03-04 FY 03-04 FY 03-04 FY 01-02 FY 02-03 FY03-04 FY03-04 FY 03-04 Development Services Engineering Activity Center Assistant Ci~ Engineer- Dev. 1.0 1.0 Graduate Civil Engineer 2.0 2.0 1.0 1.0 $ 57,662 $ 59,770 $ 66,581 $ 66,581 2.0 2.0 100,393 99,155 103,457 103,457 Total 3.0 3.0 "' '~i':0 ....... 0.b- ......... 3':0 '$ 158,055 $ 158,925 $ 170,038 $ 0 $.. 170,038 Planning Administration Activity Center City Planner 1.0 Sr. Planner 2.0 Staff Planner 1.0 Transportation Planner 1.0 Land Database Technician 1.0 Part time GIS Technician 0.5 1.0 1.0 1.0 $ 70,945 $ 74,049 $ 73,814 $ 73,814 2.0 2.0 2.0 106,561 111,937 107,607 107,607 1.0 1.0 1.0 43,499 43,450 43,861 43,861 1.0 1.0 1.0 50,584 59,770 59,697 59,697 1.0 0.0 0.0 29,390 29,794 0 0 0.5 0.5 0.5 11,184 10,558 16,452 16,452 Total ' 6.b '' 6.5 5.5. 0.0 ' 5.5 $ 312,163_.~$ 329,558 $ 301,43~$ 0 $ 301,431 Neighborhood ~ervices Activity Center Sr. Planner 1.0 Staff Planner 1.0 ' Planrfing Intern 1.0 0.0 0.0 0.0 $ 48,285 $ 0 $ 0 $ 0 1.0 1.0 1.0 39,919 41,561 41,916 41,916 1.0 1.0 1.0 17,668 17,668 17,668 17,668 Total 3.0 z.O 2.0 0.0 2.0 $ 105:872 $ 59,229 $ 59:584 "$ "'0 .$ 591584 Building inspection Activity ~Jenter Building Official 1.0 Plans Examiner 1.0 Combination Building Inspector 4.0 Staff Assistant 1.0 Total 7.0 Development S~rvices Full Time Total 30.5 'Part-Time/Seasonal Total 1.0 1.0 1.0 1.0 $ 56,969 $ 59,770 $ 60,047 $ 60,047 1.0 1.0 1.0 2.0 40,484 42,629 41,808 29,807 71,615 4.0 4.0 4.0 138,417 131,000 128,170 128,170 1.0 1.0 1.0 30,163 31,774 27,602 27,602 0.0 7.0 ~Y.0 1.0 $.0' $ 266,033___.~$ 265,173 ~ 257,627 $ 29:807 $ 287,434 29.5 29.5 1.0 30.5 1.0 1.0 0.0 1.0 Department Totals 31.5 30.5 30.5 1.0 31.5 $ 1,297,063 $ 1,292,234 $ 1,341,801 $ 29,807 $ 1,371,608 General Fund Offic~ of Technology and Information Services OTIS Administration Division Director of OTIS 1.0 Comm/Info Mgr. 1.0 Action Center Coordinator 1.0 Action Center Representative 3.0 Total "6.0 " E-Government E-Government Coordinator 0.0 Total 0.0 Geographic Information Services GIS Coordinator 1.0 GIS Technician 1.0 ' GIS Intern 0.5 Total .... 2.,5" Management Information Systems Division MIS Director/Asst Dir of OTIS 1.0 Sr. Systems Anaylst 0.0 Systems Analyst 6.0 Systems Operator 1.0 Micro Computer Coordinator 1.0 MicroComputer Specialist 4.0 Network Systems Analyst 2.0 Total 15.0 Oflice of 'rech. and Information Systems Full Time Total 23.0 *Part-Time/Seasonal Total 0.5 1.0 1.0 1.0 $ 85,769 $ 90,057 $ 87,963 $ 87,963 1.0 1.0 1.0 65,484 68,112 67,764 67,764 1.0 1.0 1.0 35,270 41,605 32,802 32,802 2.0 2.0 2.0 73,075 46,406 50,378 50,378 5.0 5.0 0:0 5.0' $ 259:598 $ 246,180 $ 238_~,906 $ 0 $__ 238;906 1.0 1.0 1.0 $ 0$ 41,000 $ 44,657 $ 44,657 liO ' i:0 0.O 1.0 $ 0 $ 4I,O00 $ 44,657 $ 0 $ 44,657 1.0 1.0 1.0 $ 50,432 $ 53,012 $ 50,190 $ 50,190 1.0 1.0 1.0 32,405 32,405 27,394 27,394 0.5 0.5 0.5 11,160 11,191 9,838 9,838 "' 2.5 '" 2.5 "' O.O " 2.5" ~;" c~3,997 "$' 96,607 $ 87,422 $ 0 $ 87,422 0,0 0.0 0.0 $ 79,273 $ 0 $ 0 $ 0 0.0 1.0 1.0 0 0 52,686 52,686 6.0 5.0 5.0 287,477 295,780 245,858 245,858 1.0 1.0 1.0 30,218 31,284 30,826 30,826 1.0 1.0 1.0 41,898 42,952 45,594 45,594 4.0 4.0 4.0 151,120 155,254 157,581 157,581 2.0 2.0 2.0 100,459 102,915 102,877 102,877 14.0 14.0 0;0 14.0 $ 690,~45 $ 628,184 $ 635,421 $ 0 $ ... 635;4,21 22.0 22.0 0.0 22.0 0.5 0.5 0.0 0.5 Department Totals 23.5 22.5 22.5 0.0 22.5 $ 1,044,040 $ 1,011,972 $ 1,006,406 $ 0 $ 1,006,406 General Fund Fiscal Services Department Fiscal Administration Division Fiscal Services Director 1.0 1.0 1.0 Staff Assistant 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 Quali~ Document Reader 0.0 0.0 0.5 Total 3.0 3.0 3.5 KISK Management v]v]saon Risk Manager/SafeW Coord. 1.0 1.0 1.0 SafeW and Training Coordinator 0.0 1.0 1.0 Risk Analyst 1.0 1.0 1.0 Staff Assistant 0.5 0.0 0.0 Total 2.5 3.O 3.O 0.0 1.0 $ 84,856 $ 88,938 $ 89,610 $ 89,610 1.0 30,163 32,619 31,845 31,845 1.0 20,692 21,865 21,528 21,528 0.5 0 0 9,838 9,838 3.5 $ 135,711 $ 143,422 $ 152,821 $ 0 $ 152,821 0.0 1.0 $ 55,690 $ 60,490 $ 60,770 $ 60,770 1.0 0 48,853 48,000 48,000 1.0 · 44,12845,966 47,074 47,074 0.0 I4,048 0 0 0 3.0 . $ 113,866 $ 155,309 $.. 155,844 $ 0 $ 155,844 Accounting Division Assr Fiscal Svs Dir/Accounting Mgr 1.0 1.0 1.0 Acct. Customer Service Supervisor 1.0 1.0 1.0 Staff Accountant 1.0 1.0 1.0 Investment Officer 1.0 1.0 1.0 Acct, Customer Service Rep. 5.0 4.0 4.0 Accounting Assistant 1.0 1,0 1.0 Staff Assistant 1.5 2.0 2.0 1.0 $ 67,099 $ 71,011 $ 71,687 $ 71,687 1.0 47,443 50,006 50,238 50,238 1.0 42,796 44,975 43,867 43,867 1.0 44,569 46,844 47,061 47,061 4.0 l 15,957 83,134 88,878 88,878 1.0 30,240 34,653 34,819 34,819 2.0 41,328 63,399 63,710 63,710 ' Denotes a Temporary/Seasonal position C-5 Actual Revised Base Proposed Proposed Actual Revised Base Proposed Proposed Budget Budget Budget SLAs Budget Budget Budget Budget SLAs Budget FY. 01-02 FY 02-03 FY03-04 FY 03-04 FY 03-04 FY, 01-02 FY 02-03 FY03-04 FY03-04 FY 03-04 Total li.5 11.0.. 11.0... 0.0 11.0 $. 389,432 $. ..... ;...394,02.3...$. 4.00,262 $ ........ 0 $ 400,262 Purchasing Division Purchasing Services Manager Sr. Buyer Buyer Purchasing Assistant 'Purchasing Intern Total Municipal Court Division Municipal Court Administrator Payment Compliance Officer Court Customer Service Reps. Lead Customer Service Reps. Staff Assistant Bailiff Total Municipal Court Judges Division Municipal Court Judge ' Part-time Municipal Court Judge Total Salaries & Benefits Fiscal l~entices Full Time Total *Part-Time/Seasonal Total 1.0 1.0 .1.0 1.0 0.5 4.5 ..... 1.0 0.0 6.0 3.0 1.0 1.0 12.0 1.0 0.5 1.5 34.0 1.0 1.0 1.0 0.0 1.0 2.0 1.0 1.0 1.0 0.5 0.0 4.5. 4.0 ..... ' 0.0 ....... 1.0 $ 57,357 $ 59,480 $ 59,756 $ 59,756 1.0 50,434 50,434 51,254 51,254 1.0 43,588 43,588 46,443 46,443 1.0 30,163 31,732 31,886 31,886 0.0 7,320 7,320 0 0 4.0. ..... $ .... 188,862 $.. 192,553 ~ ~ 189.339 ~71 .... 0 $ ...... 189,339 1.0 1.0 1.0 $ 52,190 $ 55,045 $ 55,569 $ 55,569 0.0 0.0 1.0 1.0 0 0 0 23,920 23,920 6.0 6.0 1,0 7.0 131,836 161,417 130,978 21,736 152,714 2.0 2.0 2.0 52,266 55,253 55,453 55,453 2.0 2.0 2.0 28,095 58,218 58,365 58,365 1.5 1.5 1.5 21,143 38,652 33,176 33,176 12.5 12.5 ..... 2.0 14.5.. $..~ 28.5,530 ._$ ....... 368,586 $ ....... 333,540 $45,656 $. .379,196 1.0 1.0 1.0 $ 56,260 $ 61,654 $ 57,650 $ 57,650 0.5 O. 5 O. 5 10,008 10,063 10,035 10,035 1.5 .... 1.5 0.0 .... 1.5 .... $ 66,268...$ 71,716 $ ......... 67,685 $ .......... 0 $ 67,685 34.5 35.0 2.0 37.0 1.0 0.5 0,0 0.5 Department Totals 35.0 35.5 35.5 2.0 37.5 $ 1,179,669 $ 1,325,609 $ 1,299,490 $ 45,656 $ 1,345,146 General Fund General Government City Secretary Division City Secretary Assistant City Secretary Staff Assistant Records Technician Temp/Seasonal Total City Manager Division City Manager Assistant City Manager Assistant to CM Secretary Staff Assistant Land Agent Total Comrnunity Programs Community Program Coot. Voulnteer Coordinator Total Emergency Management: Emergency Management Coordinator Total 1.0 1.0 1.0 1.0 $ 53,146 $ 53,146 $ 57,000 $ 57,000 1.0 1.0 1.0 1.0 31,284 32,222 32,365 32,365 1.0 1.0 1.0 1.0 25,680 27,296 27,414 27,414 1.0 1.0 1.0 1.0 23,665 25,078 22,818 22,818 0.0 0.0 0.0 0.0 310 310 310 310 '" 4.0 .... 4.0 4.0 ..... 0.'0 ' -' 4.0 "$ 1'34,085 "$ 1~3~053 $ 139,907 $ 0 $ 139,907 1.0 1.0 1.0 1.0 $ 125,344 $ 131,611 $ 131,250 $ 131,250 1.0 1.0 1.0 1.0 105,288 121,082 120,000 120,000 1.0 1.0 1.0 1.0 44,780 42,035 45,870 45,870 1.0 0.0 0.0 0.0 18,907 0 0 0 1.0 1.0 1.0 1.0 26,178 28,640 29,619 29,619 1.0 1.0 1.0 1.0 46,830 48,692 48,918 48,918 6~ 5~0 ~.0 0.0 5.0 $ ,367,327 $'" 372,059 $ 375,657 $ 0 $ 375t657 1.0 1.0 1.0 1.0 $ 51,851 $ 54,595 $ 54,849 $ 54,849 0.b 0.b 0.b 0.b 16,072 lb,363 lb,049 lb,049 1.5. 1.5 . 1.5 . 0.0.. 1.5 .. $ ..... 67,923 $ ....... 69,949 $ .... 69,897 $ .... 0 $ 69,897 0.0 0.0 1.0 1.0 $ 0 $ 0 $ 45,859 $ 45,859 0.0 0.0 1.0 0.0 1.0 $ 0 $ 0 $ 45:859 $ 0 $ 45,859 Legal Division City Attomey 1.0 1.0 lan'st Asst. Cit~ Attorney 1.0 1.0 Senior Asst. City Attorney 1.0 1.0 Asst. City Attorney 2.0 2.0 Legal Assistant 1.0 1.0 Legal Assistant/Office Manager 1.0 1.0 Legal Clerk 0.75 0.75 Total 7.75" 7'.75 Public Cotton & Marketing Division City Communications Director 1.0 1.0 Public Comm. And Marketing Asst. 1.0 1.0 Media Specialist 0.0 0.0 Total '2.0 2.0 Human Resources Division Human Resources Director 1.0 1.0 Asst. Human Resources Dir. 1.0 1.0 Human Resources Analyst 1.0 1.0 Benefits Coordinator 1.0 1.0 Staff Assistant 1.0 1.0 Secretary 0.0 0.75 Receptionist 0.5 0.0 Total 5.50 5.75 Economic Development Division Director of Economic Dev. 1.0 1.0 Assistant Economic Development Direct 1.0 1.0 'Economic Development intern 0.5 0.0 Total 2.5 2.0 1.0 1.0 $ 97,267 $ 102,506 $ 107,000 $ 107,000 1.0 1.0 86,573 89,338 89,752 89,752 1.0 1.0 52,021 71,767 73,500 73,500 2.0 2.0 98,576 103,064 98,223 98,223 1.0 1.0 29,690 31,682 33,176 33,176 1.0 1.0 41,605 41,923 43,056 43,056 O. 75 O. 75 13,715 14,490 14,555 14,555 7~75 ..... 0.00 7.75 $ 419,449.___$ 454,770 $. 459,262 $ 0 $ 459,202 1.0 1.0 $ 64,260 $ 66,743 $ 84,400 $ 84,400 1.0 1.0 35,922 37,852 38,397 38,397 0.0 1.0 1.0 0 0 0 38,000 38,000 2.0 1.0 ' 3.0" $ "100,i82 $ 104;b9b $ 12~;796 $ 38,000 $ 160,796 1.0 1.0 $ 76,451 $ 79,982 $ 84,370 $ 84,370 1.0 1.0 50,296 53,647 54,570 54,570 1.0 1.0 45,664 48,497 42,000 42,000 l.O l.O 42,957 45,600 38,600 38,600 1.0 1.0 26,230 29,429 29,848 29,848 0.75 0.25 1.00 0 15,512 15,990 5,330 21,320 0.00 0.0 8,633 0 0 0 5.75 0.3 "6.0" $" 250,231 $ 272,066 $ 265;378 $ 5,330 $ 270,708 1.0 1.0 $ 78,100 $ 81,729 $ 87,035 $ 87,035 1.0 1.0 48,249 52,195 53,964 53,964 0.0 0.0 9,360 0 0 0 2.0 ' O.O 2.0 $ 135709 $ 133,924 $ 140,999 $ 0 $ 140,999 Community Development Division CD Budget Analyst 1.0 1.0 CD Project Specialist 1.0 1.0 Comm. Dev. Administrator 1.0 1.0 Staff Assistant 1.0 1.0 1.0 1.0 $ 44,996 $ 47,802 $ 45,069 $ 45,069 1.0 1.0 38,088 37,561 38,043 38,043 1.0 1.0 57,917 60,763 61,045 61,045 1.0 1.0 26,420 27,829 27,685 27,685 ' Denotes a Temporanj/Se ..... ,position C-6 Actual Revised Base Proposed Proposed Actual Revised Base Proposed Proposed Budget Budget Budget SLAs Budget Budget Budget Budget SI_As Budget FY 01-02 FY 02-03 FY03-04 FY 03-04 FY 03-04 FY 01-02 FY. 02-03 FY03-04 FY03-04 FY 03-04 Housing Development Coordinator CD Housing Anayt Housing Programs Coordinator CD Projects Coordinator 'Part-time Receptionist Total Office of Budget & Strategic Planning Budget & Strategic Planning Director Budget Assistant Budget/Management Analyst ' Part Time -lntem 'l'otal 1.0 1.0 1.0 1.0 48,999 49,802 50,033 50,033 1.0 1.0 1.0 1.0 45,012 46,882 47,100 47,100 1.0 1.0 1.0 1.0 48,999 49,802 50,033 50,033 1.0 1.0 1.0 1.0 49,032 51,548 49,888 49,888 0.5 0.5 0.5 0.5 0 752 0 0 8.5 .... 8.5 ...... 8.~5 .... 0.0 '" 8.5'" $" 359,463 $ 372,743 $ 368;896 $ 0 $ 368,896 1.0 1.0 1.0 1.0 $ 63,664 $ 70,112 $ 74,664 $ 74,664 1.0 1.0 1.0 1.0 26,216 27,190 25,106 25,106 2.0 2.0 2.0 2.0 87,566 87,100 81,180 81,180 O. 5 0.5 0.5 0.5 14,088 12,294 12,260 12,260 4,5 4.b 4-.I) O.0 4.b ~ 191,53o, ~$ 196,095 ~ 193,210 ~ O ~ 19:5,210 (~eneral Government Full Time Total *Part-Time/Seasonal Total 40.25 40.00 41.00 1.25 42.25 2.00 1.00 1.00 0.00 1.00 Department Totals 42.25 41.00 42.00 1.25 43.25 $ 2,025,901 $ 2,115,453 $ 2,181,863 $ 43,330 $ 2,225,193 General Fund Position Totals Full Time Total Part-Time/Seasonal Total 497.75 498.50 501.50 11.25 512.75 53.00 52.00 49.00 0.00 49.00 550.75 550.50 550.50 11.25 561.75 $20,127,110 $20,370,281 $20,294,990 $227,0.03 $~9,5217.~93 Parking Enterprise Fund Fire Department Parking Lot Activity Center Parking Enforcement Officer Parking Supervisor 'Parking Attendants/PT 3.0 .... 3.0 3.0 . 3.0 . $ ..... 57,880 $ 70,009 $ 64,501 $ · 64,501 1.0... 1.0. 1.0 1.0 38,969 46,630 46,847 46,847 4.0 .. 4.0. . 4.0.· 4.0 .... 68,649 63,296 . 68,734 .. . 68,734 Total Parking Fund Position Totals Full Time Total Part-Time/Seasonal Total PARKING FUND TOTALS 8.0 .. 8.0 . 8.0. 0.0 8.0 $ ...165,498 $ ··179,935 $ 180,081 $ 180,081 4.0 4.0 4.0 0.0 4.0 4.0 4.0 4.0 0.0 4.0 8.0 8.0 8.0 0.0 8.0 $ 165,498 $ 179,935 $ 180,081 $ 180,081 Electric Fund Public Utilities Department Operations Administration Division Warehouse Operations Activity Center Warehouse Supervisor 1.0 Warehouse Assistant 2.0 'Warehouse Clerk 0.5 ' Facility Attendant 0.5 Total 4.0 1.0 1.0 1.0 $ 36,253 $ 41,477 $ 41,662 $ 41,662 2.0 2.0 1.0 3.0 58,178 54,898 55,120 23,100 78,220 0.5 0.5 0.5 7,746 8,396 7,746 7,746 0.5 0.5 0.5 5,298 5,314 5,299 5,299 '4.0 4.0 t'.0 510 $ 107;475 $... 110.,,085 ~ 109',827 '$ Z3,100 $ ~ 132,927 Administration Activity Center Director of Public Utilities 1.0 Utilities Admin. Mgr. 1.0 Customer Service Rep 1.0 Senior Secretary 1.0 Secretanj 2.0 Staff Assistant 1.0 'PUD Intern 0.5 Total .... 7.5 " Safety and Training Safety and Training Coordinator 1.0 Total 1.0 Operations Arm. Div. Totals 12.5 1.0 1.0 1.0 $ 110,731 $ 116,086 $ 116,699 $ 116,699 1.0 1.0 1.0 52,786 55,054 56,603 56,603 1.0 1.0 1.0 26,176 25,590 25,709 25,709 1.0 1.0 1.0 26,148 25,590 25,709 25,709 2.0 2.0 2.0 49,787 46,809 47,029 47,029 1.0 1.0 1.0 31,342 31,753 31,907 31,907 0.5 0.5 0.5 6,973 6,992 6,973 6,973 7.5 7.5 0.0 7.5" $ ' 303,q43 $ ........ 307;'874 $ 310,629 310,629 0.0 0.0 0.0 $ 37,284 $ 1,096 $ 0 $ 0 0.0 ~.0 ~ ~ 0.0 $ 37,284 $ 1,096 $ 0 $ 0 $ 0 11.5 11.5 1.0 12.5 $ 448,702 $ 419,055 $ 420,456 $ 23,100 $ 443,556 Electrical Transmission & Distribution Division Asst. Dir. PUD/Division Manager 1.0 Electrical Trans/Dist Superintendent 1.0 Eec Trans/Dist Supervisor 1.0 Eec Trans/Dist Foreman 2.0 Line Technician 19.0 Eec. Planning/Projects Coord. 1.0 Work Order/Prop. Rec. Coord. 1.0 ' Part-time Utility Technician 1.0 Metering/Substation Supervisor 2.0 Elec, Sub/Metering Superintendent 1.0 Substation/Metering Eec. Technician 6.0 Utilit? Dispatch Ops Superint. 1.0 Public Utility Dispatcher 5.0 UtiliW Dispatch Ops Assistant 1.0 Mapping Coordinator 1.0 Energx3 Auditor 1.0 Enerfly Coordinator 1.0 Line Locator/Inspector 1.0 Total 47.0 1.0 1.0 1.0 $ 79,201 $ 81,559 1.0 1.0 1.0 65,512 68,690 1.0 1.0 1.0 47,193 49,581 2.0 2.0 2.0 89,864 94,257 19.0 . 19.0 19.0 667,028 648,658 1.0 1.0 1.0 37,967 46,659 1.0 1.0 1.0 34,518 36,466 1.0 1.0 1.0 8,340 8,369 2.0 2.0 2.0 88,521 92,206 1.0 1.0 1.0 65,512 65,617 6.0 6.0 6.0 187,006 223,278 1.0 1.0 1.0 57,684 59,671 5.0 5.0 5.0 156,033 154,214 1.0 1.0 1.0 41,169 45,529 1.0 1.0 1.0 34,612 34,612 1.0 1.0 1.0 30,834 32,405 1.0 1.0 1.0 44,338 49,46'-3 1.0 1.0 1.0 :36,402 3'1,880 81 936 66.999 49816 94.982 670.280 35.589 97.710 9 316 93.101 65 921 240.822 59.945 155.334 46.176 37.731 33 342 49.698 39 354 47.0 47.0 0.0 47.0 ' $ 1,771,734 $ .... 1,8291'118 $ 1,928,053 $ 0 $ 81,936 66,999 49,816 94,982 670,280 35,589 97,710 9,316 93,101 65,921 240,822 59,945 155,334 46,176 37,731 33,342 49 ,b98 39,354 $ ~,928,053 Denotes a Temporary/Seasonal position C-7 Actual Budget FY 01-02 Revised Budget FY 02-03 Base Proposed Proposed Actual Revised Base Proposed Proposed Budget SLAs Budget Budget Budget Budget SI,As Budget FY03-04 FY 03-04 FY 03-04 FY, 01-02 FY 02-03 FY03-04 FY03-04 FY 03-04 Full Time Total Part-Time/Seasonal Total ELECTRIC FUND TOTALS 57.0 2.5 56.0 . 56.0 . .. 1.0 . . 57.0 2.5 2.5 0.0 2.5 59.5 58.5 58.5 1.0 59.5 $ ..2,220,436 $. 2,248.,.173 $.. 2,34...8.,509 ..$,, 23,?0 $ 2,371,609 Water Fund Public Utilitie~ Department Water Division: Water Production Activity Center Chief Water Production Operator 1.0 Pump Station Operator 4.0 Engineer 1.0 Field Operations Superintendent 0.0 Crew Leader 0.0 Maint. Foreman 0.0 W/WW Systems Operator 0,0 Division Manager - Water/WW 0,0 Environ. Compliance/Training Coord. 0.0 GIS Technician 0.0 Environmental Technician 0.0 Water Resource Coordinator 0.0 ' Part-time GIS Technician 0.0 Total b.O 1.0 1.0 1.0 $ 36,908 $ 36,140 $ 38,043 $ 38,043 4.0 3.0 3.0 115,821 118,993 95,320 95,320 1 .O 1.0 1.0 49,810 b3,Ol 1 Db,'/84 Db,'/8~ 1.O 1.0 1.0 0 D4,41Z D4,D3Z b4,b3Z 5.0 6.0 6.0 0 159,309 223,669 223,669 2.0 2.0 2.0 0 79,060 80,974 80,974 7.0 7.0 7.0 0 189,118 183,685 183,685 1.0 1.0 1.0 0 74,097 73,899 73,899 1.0 1.0 1.0 0 53,189 53,171 53,171 2.0 2.0 2.0 0 64,851 69,389 69,389 4.0 4.0 4.0 0 127,065 124,426 124,426 1.0 1.0 1.0 0 45, 381 45,502 45,502 1.0 1.0 1.0 0 10,544 10,515 10,515 31.O 31.0 O.O 31.0 ~; ZOZ:D39 ~ 1,Oob, l'/3 ~ 1,108;91b ~ 0 ~ '1,108,91b Water Diat~ibution Activity Center Reid Operations Superintendent 1.0 Crew Leader 5.0 Maint. Foreman 2.0 W/WW S~tems Operator 7.0 Total 15,0 Environmental Services Activity Center Division Manager - Water/WW 1.0 Environ. Compliance/Training Coord. 1.0 GIS Technician 2.0 Environmental Technician 2.0 Crew Leader 1.0 GPS Technician 1.0 Water Resource Coordinator 1.0 'Part-time GIS Technician 1.0 Total "10.0 0.0 0.0 0.0 $ 50,944 $ 0 $ 0 $ 0 0.0 0.0 0.0 171,606 0 0 0 0.0 0.0 0.0 77,253 0 0 0 0.0 0.0 0.0 178,087 0 0 0 ,, 0.0 0.0 0.0 0.0 $ 477,890 $ 0 $ 0 $ 0 $ 0 0.0 0.0 0.0 $ 70,263 $ 0 $ 0 $ 0 0.0 0.0 0.0 50,193 - 0 0 0 0.0 0.0 0.0 64,453 0 0 0 0.0 0.0 0.0 63,803 0 0 0 0.0 0.0 0.0 33,657 0 0 0 0.0 0.0 0.0 32,044 0 0 0 0.0 0.0 0.0 42,650 0 0 0 0.0 0.0 0.0 10,515 0 0 0 0.0 0.0 0.0 0.0 $ 367:578 $ 0 $, 0 '$ ' 0 $ 0 Water Fund Position Totals Full Time Total 30.0 30.0 Part-Time/Seasonal Total 1.0 1.0 30.0 0.0 30.0 1.0 0.0 1.0 WATER FUND TOTALS 31.0 31.0 31.0. 0.0 31.0 $ 1,048,007 $ 1,065,173 Wastewater Fund Public Utilities Department ~ Wastewater Division: Wastewater Treatment Activity Center Plant Operations Superintendent 1.0 0.0 Chief wwrP Operator 1.0 0.0 System Analyst 1.0 0.0 SCADA Technician 1.0 0.0 WW Plant Operator 12.0 0.0 Electrical Technician 1.0 0.0 Elec. Technician I 1.0 0.0 Sr. Lab Technidan 1.0 0.0 Lab Technidan 2.0 0.0 Total 21.0 "' o.0 0.0 0.0 $ 51,097 $ 0 $ 0 $ 0 0.0 0.0 43,567 0 0 0 0.0 0.0 46,157 0 0 0 0.0 0.0 32,969 0 0 0 0.0 0.0 340,397 0 0 0 0.0 0.0 38,071 0 0 0 0.0 0.0 32,634 0 0 0 0.0 0.0 33,482 0 0 0 0.0 0.0 51,462 0 0 0 0.0 0.0 0[0 $ 669,836 $ ..... 0 $'" 0 $ 0 $ 0 Wastewater Collection Activity Center Plant Operations Superintendent 0.0 1.0 Chief WWTP Operator 0.0 1.0 Systems Analyst 0.0 1.0 SCADA Technician 0.0 1.0 WW Plant Operator 0.0 12.0 Electrical Technician 0.0 1.0 Elec. Technician I 0.0 1.0 Sr. Lab Technician 0.0 1.0 Lab Technician 0.0 2.0 Maintenance Foreman 1.0 1.0 Crew Leader 4.0 4.0 W/WW Systems Operator 12.0 12.0 Total 17.0 38.0 Wastewater Fund Position Totals Full Time Total Part-Time/Seasonal 'lbtal 1.0 1.0 $ 51,097 $ 58,159 $ 57,862 $ 57,862' 1.0 1.0 43,567 43,567 42,702 42,702 1.0 1.0 46,157 47,430 48,318 48,318 1.0 1.0 32,969 32,914 32,261 32,261 12.0 12.0 340,397 365,497 367,890 367,890 1.0 1.0 38,071 36,267 35,547 35,547 1.0 1.0 32,634 32,638 31,990 31,990 1.0 1.0 33,482 34,102 33,426 33,426 2.0 2.0 51,462 49,912 48,922 48,922 1.0 1.0 36,489 38,814 32,802 32,802. 4.0 4.0 126,151 125,881 125,008 125,008 12.0 12.0 257,748 292,852 299,291 299,291 38.0 0.0 38.0 $'"1,090~224 $" 1,158,033'"$ 11156-70i9 $ ...... 0 $ "1,156,0_..19. 38.0 38.0 38.0 0.0 38.0 O.O O.O O.O O.O O.O 38.0 38.0 38.0 0.0 38.0 $ 1,760,060 $ 1,158,033 $ 1,156,019 $ 0 $ 1,156,019 WASTEWATER FUND TOTALS Denotes a Temporary/Se ..... I position C-8 PIiR$ONNEL LIS-I' Actual Revised Base Proposed Proposed Actual Budget Budget Budget SLAs Budget Budget FY 01-02 FY 02-03 FY03-04 FY 03-04 FY 03-04 FY 01-02 Revised Base Proposed Proposed Budget Budget SLAs Budget FY. 02-03 FY03-04 FY03-04 FY 03~04 Utilities Full-time Position Totals 125.0 PUBLIC UTILITIES DEPT. TOTALS 128.5 .... 127.5 124.0 124.0 1.0 125.0 127.5 ....... 1.0 ..... 128.5 $..5,028,503 $ .... 4,471,378 $ .... 4,613,443 $ 23,100 $ .... 4,636,543 Sanitation Fund Public Services Deparlment ResidentiaI Collection Activity Center Sanitation Superintendent 1.0 Sanitation Foreman 1.0 Route Manager 16.0 Equipment Operator 2.0 Recycling Coordinator 1.0 Customer Service Representative 1.0 'Part-time Graduate intern 1.0 ' Part-time Route Manager 1.b Total ' 24.5 55,875 $ 57,769 $ 57,769 35,142 37,731 37,731 461,578 459,701 459, 701 49,233 47,237 47,237 44,459 42,460 42,460 25,526 25,480 25,480 14,356 14,356 14,356 19,66'/ 19,06'/ 19,66'/ 705,837 ~ 70.4,401~$ 0 $ 704,401 1.0 1.0 1.0 $ 51,878 1.0 1.0 1.0 34,662 17.0 17.0 17.0 413,715 2.0 2.0 2.0 48,986 1.0 1.0 1.0 41,131 1.0 1.0 1.0 24,645 1.0 1.0 1.0 14,356 1.b 1.5 1.b 15;,666 25.5 ' 25.5 0.0 25.5 $ 649,039 2.0 2.0 $ 55,558 $ 55,047 $ 55,765 $ 55,765 1.0 1.0 37,979 36,819 37,731 37,731 8.0 8.0 234,862 199,960 205,358 205,358 1i.o ............ 0.0 ...... 1 f';u.' $'" ;¢28,',s99 ~ 291,826~ 298,8bq $ 298,864 Commercial Collection Activity Center Container Coordinator 2.0 2.0 Sanitation. Foreman 1.0 1.0 Route Manager 8.0 8.0 Total .... 11.0 "' 11.0 Sanitation Fund Position Totals Full Time Total 33.0 34.0 Prat-Time/Seasonal Total 2.5 2.5 34.0 0.0 34.0 2.5 0.0 2.5 SANITATION FUND TOTALS 35.5 Utility Billing Fund Office of Technolo~ and Information Services Utility Billing Activity Center Utilities office Manager 1.0 1.0 Customer Service Supervisor 1.0 1.0 Utilities Anahjst 1.0 1.0 Settlor Customer Serv. Rep. 3.0 3.0 Customer Service Rep. 13.0 13.0 Part-time Cust. Serv. Rep. 2.0 1.5 Total '21.0 "' 20.5 Meter l~ervices Activity Center Meter Services Supervisor 1.0 1.0 Meter Services Technician 2.0 2.0 Meter Reading Coordinator 1.0 1.0 Meter Services Reid Rep. 5.0 6.0 Meter Services Reid Rep- PT 0.5 0.0 Total 9.5 i0.0 Utility Billing Position Totals Full Time Total 28.0 29.0 Part:lime/Seasonal Total Z.b l.b 36.5 36.5 0.0 36.5 $ 977,438 $ 997,663 $ 1,00..3,255 ....$. .. 0 $ .... 1,003.,.255 1.0 1.0 $ 60,117 $ 1.0 1.0 46,441 1.0 1.0 43,697 3.0 3.0 92,299 13.0 13.0 329,852 1.5 -0.5 1.0 32,954 20.5 ' -0.5 20.0 $ 605~,360 $ 61,921 $ 61,907 $ 61,907 50,264 50,497 50,497 47,278 48,650 48,650 100,171 98,010 98,010 331,837 330,304 330,304 22,279 33,852 (10,868) 22,984 613,750 $ 623,219 $ (10,1368) $ 612,351 1.0 1.0 $ 41,968 $ 43,079 $ 39,312 $ 39,312 2.0 2.0 59,871 59,493 61,734 61,734 1.0 1.0 32,690 33,672 26,104 26,104 6.0 6.0 89,211 120,735 121,846 121,846 0.0 0.0 9,868 169 0 0 10':0 ...... 0.0" ' --i0.0 "$ 2'33,608 '-$ 257,149 248~997 $ 0 $.,. 24~,.997 29.0 0.0 29.0 l.b -O.b l.U UTILITY BILLING FUND TOTALS 30.5 30.5 30.5 -0.5 30.0 $ 838,968 $ 870,899 $ 872,216 $ (10,868) $ 861,348 Fleet Maintenance Fund. Public Services Department Fleet Services Parts Activity Center Assistant Buyer 1.0 Warehouse Assistant 1.0 Total 2.0 1.O 1.0 1.0 $ 34,333 $ 35,357 $ 35,526 1.0 1.0 1.0 24,157 24,977 24,482 " 210 .... 2.0 ..... 0.0 " 2.0"' $'" 58,490 $ 60,334 ~ 60,008 $ 0 $ 35,526 24,482 $ ... 60,,008 Fleet Services Admin. Activity Center Fleet Services Superintendent 1.0 1.0 Customer Service Rep. 1.0 1.0 Shop Foreman 1.0 1.0 Mechanic 10.0 10.0 Total 13.0 13.0 Fleet Fund Full-time Position Totals Full Time Total 15.0 15.0 Part-Time/Seasonal Total 0.0 ... 0.0 1.0 1.0 1.0 10.0 13.0 0.0 1.0 $ 56,924 $ 59,562 $ 52,861 $ 52,861 1.0 23,970 25,398 25,522 25,522 1.0 43,162 42,463 44,678 44,678 10.0 297,658 284,422 282,006 282,006 13.0 $__. 421,714 $~11,845 $ 405~068 $ 0 $ 405,068 15.0 0.0 15.0 0.0 0.0.. 0.0 FLEET FUND TOTALS 15.0 ..... 15.0. 15.0 0.0 . 15.0 ..... $ ....480,204 $ .472,179 $ 465,076 $ ..... 0 $ 465,076 Print Mail Fund Office of Technology and Information Services Print Mail Activity Center Printing Coordinator 1.0 Printing Assistant 1.0 Printing/Graphics Tech. 1.0 Part-time Mail Clerk 0.5 'Print/Mail Aide 1.b Total 5.0 Print Mail Fund Full-time Position Totals Full Time Total Part-Time/Seasonal Total l.b 1.0 1.0 1.0 1.0 1.0 0.5 0.5 1.b 1.b '5.0 5.0 0.0 1.0 $ 40,175 $ 41,605 $ 41,704 $ 41,704 1.0 32,978 33,736 33,738 33,738 1.0 30,408 31,774 31,928 31,928 0.5 10,483 9,337 9,558 9,558 1.b l Z,Z ~8 l Z, '~ ZZ lZ,Z~ lZ,2~S 5.0 "' $ .... 126,332 $ 128,775 ~ 129,2i5 $ 0 $ 129,215 3.b 3.5 0.0 3.b l.b l.b O.O l.b PRINT MAlL FUND TOTALS 5.0 5.0 5.0 0.0 5.0 $ 126,332 $ 128,775 $ 129,215 $ 129,215 ' Denotes a Temporary/Se .... I position C-9 Actual Revised Base Proposed Proposed Budget Budget Budget SLAs Budget FY 01-02 FY 02-03 FY03-04 FY 03-04 FY 03-04 Actual Revised Base Proposed Proposed Budget Budget Budget SI.As Budget FY 01-02 FY 02-03 FY03-04 FY03-04 FY 03-04 Communications Fund Office of Technology and Information Services Communication ~$ervices Division Wireless Coordinator 1.0 1.0 0.0 0.0 Network Systems Analyst 1.0 1.0 1.0 1.0 Communications Technician 3.0 4.0 5.0 5.0 Total -- 5.O~ ~ 6.0~ ~6.0~ ~).0 6.0 Communications Full-time Position Totals Full Time Total 5.0 6.0 . 6.0 · 0.0.. 6.0 Part-Time/Seasonal Total 0.0 0.0 0.0 0.0 0.0 $ 44,330 $ 44,331 $ 0 $ 0 50,451 52,993 53,248 53,248 117,227 147,033 185,994 185,994 $ 212,008 $ 244,358 $ 239~242 $ 0 $~ 239,242 COMMUNICATIONS FUND TOTALS 5.0 6.0 6.0 0.0 6.0 $ 212,008 $ 244,358 $ 239,242 $ 0 $ 239,242 Total Brazos Valley Solid Waste Management Agency Fund Operations Activity Center Sanitaw Landfill Manager 1.0 1.0 1.0 1.0 Landfill Operations Supervisor 1.0 1.0 1.0 1.0 Landfill Crew Leader 2.0 2.0 2.0 2.0 Equipment Operator 11.0 10.0 10.0 10.0 Environmental Compliance Officer 1.0 1.0 1.0 1.0 Spotter 1.0 1.0 1.0 1.0 Secretary/Scale Operator 2.0 2.0 2.0 2.0 Mechanic 2.0 2.0 2.0 2.0 'Landfill Groundskeeper 0.5 0.5 0.5 0.5 ' Part-time Equip. Operator IH 0.5 0.5 0.5 0.5 'Field Service Person 0.5 0.5 0.5 0.5 Waste Screener 0.0 1.0 1.0 1.0 Total 22~5 22~5 22.5 0.0 22.5 Administration Activity Center Asst Dir Public Works/BVSWMA 1.0 1.0 1.0 1.0 Staff Assistant 1.0 1.0 1.0 1.0 Secretar~ - Full-time 1.0 0.0 0.0 0.0 ' BVSWMA Intern 1.0 1.0 1.0 1.0 4.0 ' 3.0 .... :5,0 ' 0.0 3~0 $ 56~926 $ 59,829 $ 52,861 $ 52,861 40,058 41,477 41,496 41,496 59,779 57,764 65,811 65,811 257,010 259,694 264,202 264,202 43,425 46,909 38,600 38,600 21,042 21,115 20,696 20,696 24,223 43,994 44,845 44,845 58,409 48,612 60,902 60,902 7,652 7,674 14,968 14,968 7,674 7,674 14,968 14,968 7,674 7,695 14,968 14,968 0 24,977 25,854 25,854 $. 583,872 $ 627,414 $ 660',172 "'$ ..... 0 $- 660',172 $ 71,364 $ 74,098 $ 74,436 $ 74,436 30,748 31,327 31,200 31,200 21,662 0 0 0 14,697 14,737 14,737 14,737 $ 1382471 $' 1201161 $ 1202374 $ 0 $ 120~374 BVSWMA Fund Full-time Position Totals Full Time Total 24.0 23.0 23.0 0.0 23.0 Part-Time/Seasonal Total 2.5 2.5 2.5 0.0 2.5 BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY FUND TOTALS 735~25 737.00 740.00 12.25 752.25 804.75 804.50~ 8%4.50~ 11~75 816.25 $..28,678,~04 $28,483,044 $28,57~'063 $239,235 $28,817,298 All Funds Full-time Position Total ALL FUNDS TOTAL ' Denotes a Temporanj/Se ..... 1 position C- 10 Personnel Histow Personnel Total 900.0 - 800.0 - 700.O - 600.0 - 500.0 - 400.0 - 300.0 - 200.0 - 100.0 - 0.0 701.0 701 706.0 95 96 97 706 735.O . 98 99 735 " Oo 757 01 02 03 804.75 804.50 816.25 O4 Fiscal Years 160 Department FTE Totals Police 140 Public Utilities 120 Parks Public Works 100 Fire 80 OTIS 60 General Govt 40 Fiscal. Services Development Serv 20 BVSWMA ~ .... _- ~. _- Parking ~ i ~ 1 ~ ~ ~ ~ ~ 95 96 97 98 99 O0 O1 02 03 04 Fiscal Years The above graphs are based on Full-Time Equivalents (FTEs) which includes 'both temporary/seasonal and full-time regular positions. C-11 APPENDIX D REVENUE HISTORY AND FY 04 BUDGET ESTIMATES REVENUE HISTORY. AND. FY 04 ESTIMATES DESCRIPTION Estimate Estimate FYO0 FY01 FY02 FY03 FY 04 CURRENT TAXES DEUNQ. TAX PENALTY & INT. GENERAL Appr. TAX 3,381,936$ 3,761,364 $ 4,489,864 $ 5,240,461 $ 5,740,700 18,528 28,205 36,567 55,000 40,000 20,256 23,598 28,915 30 000 30,000 3,420,720 3,813;167 '. 4,555,345 5,325,461 5,810,700 6,000,000 5,500,000 5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 LOCAL SALES. TAX GENERAL FUND PROPERTY TAXES FY00 FY01 FY02 FY03 FY 04 Estimate Estimate $ ..... 11,489,702 $ 12,733,403 $ .... 13,413,911 $ .... 13,769,500 $ ....14,045,000 8,500,000. ~3,ooo, ooo./ L ~ ~ .,5oo, ooo.// 10,000,000 7,000,000. 5,500,000.~ 4,000,000 . . FY00 FY01 FY02 FY03 FY 04 Estimate Estimate NONOPERATING REVENUE $ .... $ ....... $ . .1,512 $ ....... MIXED DR1HKTAX $ 172,842 $ 257,357 $ 234,924 $ 238,000 $ BANK FRANSHISE 0 812 0 0 NAT. GAS FRANCHISE 105,359 130,207 188,124 215,000 CABLE FRANCHISE 332,051 434,971 470,720 415,000 PHONE FRANCHISE 1,055,029 1,044,986 1,015,328 1,010,000 OIL/GAS FRANCHISE 26,921 19,584 26,961 26,585 USE OF STREETS 4,376 14,063 13,108 5,000 OTHER, TAXES 1,696,578 1,901,980 1,949,165 1,909,585 242,800 0 215,000 415,000 1,010,000 26,600 5,100 ,914,500 1,950,000 1,900.000 1,850,000 1,800,000 1,750,000 1,700,000 1,650,000 1,600,000 1,550,000 OTHER TAXES. / ~ / / / / FYO0 FY01 FY02 FY03 FY 04 Estimate Estimate ii ii i iiiii ii iii MIX DRINKLICENSE $ 16,895 $ 25,532 $ 28,220 $ 29,000 $ 29,600 GAME MACHINES 2,310 615 660 700 700 BLDG. CONTRACTORS 17,904 13,986 14,961 15,000 15,300 ELEC. LICENSE 3,359 6,418 4,961 6,000 6,100 TAXI 0 130 0 0 0 ITIN. VENDOR 705 570 306 600 600 LAWN SPRINKLER 504 0 0 240 200 MECHANICAL 11,634 2,597 2,970 2,500 2,600 PLUMBING 1,415 2,313 1,880 2,100 2,100 GRAVE CLOSERS 75 0 0 0 0 AMBULANCE 600 867 1,000 500 500 WRECKER 4,120 5,570 4,865 4,800 4,900 NgNERAL DRILLING 0 0 0 0 0 BUILDERS PERMITS 422,299 516,657 504,695 550,000 520,000 F_LE~CAL PERMITS 31,500 42,171 61,154 62,000 62,000 PLUMBING PERMITS 51,159 62,025 100,658 102,000 102,000 MECHANICAL PERMITS 13,874 27,436 54,147 50,000 50,000 STREET CUT PERMITS 3,300 2,950 4,300 3,000 3,000 IRRIGATION PERMITS 2,288 5,559 11,876 11,000 11,000 CHILD SAFETY PROGRAMS 60,004 63,666 73,888 73,000 74,500 BICYCLE PERMITS 25 0 0 0 0 LIVESTOCK 0 95 95 100 100 UCENSES & PERMITS 643,970 779,157 870,635 912,540 885,200 D-1 REVENUE HISTORY. AND FY 04 ESTIMATES DESCRIPTION FY00 Estimate Estimate FY01 FY02 FY03 FY 04 1,ooo, ooo 8oo,ooo 6oo,ooo 400,0oo 200,000 o LICENSES AND PERMITS FY00 FY01 FY02 FY03 FY 04 Estimate Estimate CONCESSIONS ADAMSON POOL NATATORIUM HA~N POOL THOMAS POOL SPORTS INST.: SWIM SPORTS INST: SWIM TH TENNIS PROGRAM MiSC SPORTS INST. FITNESS RUN TEEN CENTER TEEN CENTER MEMBERS TEEN CENTER MISC LINCOLN CENTER PASSES OTHER PARKS REVENUE (NT) HiSC PARKS PARKS AND. RECREATiON $ 133/670 $ - $ 154,838 1,548 2,089 54,682 63,138 14,824 18,380 66,110 73,479 11,215 19,134 14,972 20,173 2,857 5,05O 100 60 3,795 4,739 275 624 0 1,465 2,783 5,286 7,961 21,801 4 50 $ ....... ~'14,193 $ .'", .... 39'(~,306 $ PARKS AND RECREATION 7,389 14'1,778 1,819 91,854 14,643 79,143 22,871 24,554 6,704 (30) 5,067 580 1,180 3,908 16,374 201,359 ...619,193 $ 7,400 $ 7,500 142,000 144,800 2,o00 2,000 92,000 93,800 15,000 15,300 80,000 81,600 24,000 24,500 25,000 25,500 196,000 199,900 0 0 35,001 35,700 600 600 500 500 4,00O 4,100 12,000 12,200 O 15,615 $ ...... 635,501 $ ........ 663,615 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $- FY00 FY01" FY02 FY03 Estimate FY 04 Estimate HAZARD MATERIALS RESP. FINGERPRINTING POLICE REPORTS RECORDS CHECKS ARREST FEES WARRANT SERVICE FEES ESCORT SERVICES FALSE ALARMS ALARM FEES RESTITUTION OTHER POLICE DEPARTMENT 0 $ 675 4,396 3,222 8,750 14,539 1,294 1,291 87,391 143,681 10,642 86,689 15,972 30,458 25,950 22,923 0 0 12,197 (208) 75,576 166,999 242,168 469,661 o$ 3,152 10,373 1,285 97,478 104,992 31,214 23,750 0 4,424 180,842 457,510 o$ 3,200 10,500 1,170 110,000 110,000 29,400 18,000 0 1,000 200,000 483,270 0 3,300 10,700 1,200 112,200 . 112,200 30,000 18,400 0 1,000 204,000 493,000 D-2 REVENUE HISTORY AND FY 04 ESTIMATES DESCRIPTION · FY00 FY01 FY02 Estimate Estimate FY03 FY 04 EMS TRANSPORT 312,583 EMS BASIC TREATMENT 8,068 EMS ATHLETIC STANDBY 0 EMS REPORTS 81 HAZARD MATERIALS RESP. 2,883 AUTO HOOD TEST 750 AUTO ~ ALARM 2,095 DAY CARE CENTERS 600 HEALTH CARE FACILrrlES 200 NURSING HOMES 50 SPRINKLER/STANDPIPE 3,695 FUEL LINE LEAK 50 FUEL TANK LEAK 0 CODE ENFORCEMENT ADMIN FEI 1,200 MOWING FEE CHARGES 819 RESTffUTION 60 FIRE REPORTS 547 OTHER 7,997 FIRE DEPARTMENT 341,678 STREET CUT REPAIRS 850 MISCELLANEOUS 150 PUBLIC WORKS 1,000 TIME PMT FEE/EFRC[F. NCY 2,737 TIME PMT/UNRESERVED 11,161 WARRANT SERVICE FEES 50,590 GENERAL ADMIN. FEES 52,213 TEEN COURT 459 COURT DISMISSAL FEES 18,605 MUNICIPAL COURT 135,765 LOT MOWING (160) GENERAL ADMIN. FEES 0 MAPS/PLANS/ORDINANCE 20 MISC. CHARGES 3,576 FILING FEES 49,955 XEROX/REPRO CHARGES 0 MISC PLANNING CHARGES 4,097 O&G PIPELINE ADMIN. FEES 62,453 MAPS/PLANS/ORDINANCES 1,386 MISC ENGINEERING 8,102 MISCEL~NEOIUS 5,000 DEVELOPMENT SERVICES~ 134,429 CERTIFICATE SEARCHES 10,978 FILING FEES ·' 0 XEROX/REPRO CHARGES : 1,308 GENERAL GOVT. 12,286 318,361 5,455 0 175 4,6O7 68O 1,220 510 100 100 2,650 100 5O 2,394 2,572 0 362 1,183 340,519 o 925 925 1,0'42 23,150 0 75,508 14,220 13,920 o o o 13,421 58,438 0 2,923 60,313 1,051 341 0 136,487 ·12,739 0 333 · 13,072 463,974 0 350 173 0 480 1,430 54O 5O 150 2,860 50 150 5,760 4,215 O. 125 0 480,306 1,075 0 1,075 0 14,225 0 44,952 1,484 8,157 68,819 0 o o 25,442 116,326 0 4,542 52,551 541 180 60 199,641 12,169 0 1,052 13,221 530,000 540,600 0 0 0 0 400 4OO 3,163 3,200 5OO 50O 1,000 1,000 5OO 5OO 2O 0 150 200 2,800 2,900 100 100 100 10o 5,800 5,900 5000 5100 0 0 100 100 100 100 549,733 560,700 0 0 0 0 0 0 0 0 16,600 16,900 0 0 80,000 81,600 1,900 1,900 10,000 10,200 108,500 110,600 0 0 0 0 0 0 21,200 21,600 120,000 122,400 0 0 2,500 2,600 51,340 51,000 1,000 1,000 100 100 40 0 196,180 198,700 12,000 12,200 0 0 500 500 12,500 12,700 OTHER SERVICE CHARGES $ ....... 867,326 $ ..... 1,074,584 $ . 1,220,572 $ , 1,350,183 $ ..... 1,375,700 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 S- FY00 FY01 FY02 FY03 FY' 04 Estimate Estimate ,, , ,,,, CHILD SAFETY $ 104 '$ 1,235 $ 3,557 $ 2,000 $ 2,000 CITY PARKING FINES 21,701 19,912 10,625 20,000 20,400 CITY PEDESTRIAN FINES 0 0 0 0 0 TRAFFIC FINES 49,868 70,267 42,713 54,000 55,100 OTHER MUN. COURT FINES 1,135,150 1,704,788 2,267,178 2,220,000 2,785,530 MISC. FINES AND PENALTIES 1 675 0 6~575 7,000 7,100 FINES/FORFEiTS 1,208,498 1,796,202 2,330,648 2,303,000 2,870,130 D-3 REVENUE HISTORY AND. FY 04 ESTIMATES Estimate DESCRIPTION ' FY00 FY01 FY02 FY03 Estim~e FY04 FINES AND FORFEITS ......................................................................................................................................................................................................................... -_ ................................. 3,000,000 2,500,000 ~ 2,0O0,000 ~ ~ 1,500,000 1,000,000 500,000 0 FY00 FY01 ~ FY02 FY03 FY 04 Estimate Estimate BANK ACCOUNT INTEEF~T INTERF~T ON INVESTMENTS BVSWMA/ROLLF~ OTHF_.~ ~ GAIN/LOSS TOTAL INTEREST 3,745 $ 2,852 $ 673 $ 400 $ 362,504 494,883 475,243 275,000 0 0 0 0 244 0 0 0 553 5,868 (8,764) 1,500 367,046 503,603 467,152 276,900 400 250,0OO 0 0 1,500 251,900 600,000 500,0q0 400,000 300,000 200,000 100,000 0 INTEREST EARNINGS · , FY00 FY01 FY02 FY03 FY 04 Estimate Estimate ,, ,, PARKS GRANT POLICE GRANTS FED GRANT: PLANNING FED GRANT: FlEE STATE GRANT: PARKS STATE GRANT: POLICE OTHER INTERGOVERN. REV INTER. GOV'T. REVENUE * 6,410 $ 0 $ 0 $ 10,000 $ 395,546 272,859 180,397 100,000 o 0 0 0 0 0 0 90,132 0 0 15,500 0 3,814 1,817 5,110 5,000 16,794 : 186,219. . 213,760 187,300 422,564 460,895 414,767 392,432 0 o 0 0 0 0 228,115 228,115 500,000 400,000 300,000 200,000 100,000 0. GRANT REVENUE FY02 CApITAL IMPRV. ASSESSMENT $ MINERAL ROYALTY INTERESTS BALLFIF~D RENTALS LINCOLN RENTALS PARK PAVILION RENTALS TEEN CENTER RENTALS MISC. REN~ AND ROYALTIES CONFERENCE CENTER ROU.ER (PRINC~AL) CRIME PREVENTION CO-SPONSORED EVENTS MISC. DONATIONS DAMAGE REIMBURSEMENT OTHER REIMBL~SED EXP. CASH OVER/SHORT COLLECTION SERVICE FEES MUNICIPAL COURT COLLECTIOI' CRIMINAL INVEST. REVENUES SALE OF ABANDONED Appr. SALE OF CEMETERY LOTS SALE OF SCRAP OTHER OTHER MISC REV NT SALE OF FIXED ASSETS MISCELLANEOUS 503 2,340 2,802 4,786 18,855 294 26,516 0 0 0 50 421 15,555 4,602 422 63,548 0 0 2,765 (23) 612 30,161 0 51,082 350 4,280 0 0 0 0 83,407 0 0 0 0 0 3,807 0 69 3,716 112,725 0 2,766 1,817 3,497 26,939 0 24,328 FY03 FY 04 Estimate Estimate o$ o 2,749 2,000 9,805 10,000 11,480 12,700 22,673 20,000 0 0 67,017 60,000 0 0 0 0 1,200 10,000 14,115 16,000 6,160 4,700 7,700 5,000 25,103 0 951 250 7,336 4,000 90,216 92,000 0 0 3,958 2,277 2,400 0 0 O 61,611 40,000 77 0 30,106 30,000 0 2,000 10,2oo 13,00o 20,4oo 0 61,200 120,000 0 1,200 16,300 4,80o 5,100 2,000 300 4,100 93,800 0 2,300 0 0 40,800 0 30,600 225,291 267,701 364,656 308,927 428,100 D-4 REVENUE HISTORY AND FY 04 ESTIMATES Estimate DESCRiPTION ' FYO0 FY01 FY02 FY03 Estimate FY 04 MISCELLANEOUS REVENUE 450,000 400,000 ~ 350,000 300,000 J~ 250,000 200,000 150,000 100,000 50,000 0 r FY00 FY01 FY02 FY03 FY 04 Estimate Estimate ROI: ELECTRIC ROI: WATER ROI: SEWER ROI: SOLID WST RETURN ON INVESTMENT 3,773,500 $ 3,998,000 $ 4,360,000 $ 4,470,000 $ 4,470,000 726,000 925,000 861,300 893,200 899,240 658,000 751,500 719,500 817,000 939,300 176,475 273,000 294,200 310,000 331,855 5,333,975 5,947,500 6,235,000 6,490,200 6,640,395 RF-TUR~ FY01 FY02 FY03 FY 04 Estimate Estimate ., TOTAL GENERAL FUND: $25,989,863 $29,668,498 $32,442,557 $33,674,229 $35,113,355 TOTAL GENERALFUND REVENUES 40,O00,O00.j/~ .......................................... 35,000,000-[//~ 3o, ooo. ooof~ 25.ooo,ooo~~ 2o,ooo,ooo F/~tilit!lJ- ~5,ooo. ooo~~ ~o.ooo.ooof~ 5,ooo,ooof~ FY00 FY01 FY02 FY03 FY O4 Estimate Estimate HOTEL~O~L FUND HOTEL/MOTEL TAX REV. PENALTY AND INTEREST WPC CONCESSION (TAX) WPC CONCESSION (NT) WPC 1]CKETS CIA.X) REIMBURSED EXI:'~S~ FIN~ ^HD FORFEITS INTEI;J~T COHFEREHCE CF_J',rCER HUH_DINGS F-QLHPMIZrqT ROY/~J.~ CIAX) EquIPMENT ROY,,U.~ ~T) CASH OVER/SHORT CO-SPONSORF. D EVENTS HIST PR~ PROJ. OTHE.R OTHER MISC REV TA2~L~,BE OTHER MISC REV HON T,z~J<ABI F TOTAL HOTEL/MOTEL FUND $ 1,749,521 $ 1,843,419 $ 1,926,009 $ 2,100,000 673 2,667 0 0 7,o26 46 0 0 4,930 3,974 13,218 8,500 (16,212 0 0 0 18,526 1,675 142 0 10,907 4,154 11,981 5,000 0 0 0 600 72,380 0 79,577 56,500 94,222 103,064 100,559 102,000 0 2,225 4,526 3,000 0 0 0 0 3,101 186 58 0 13,807 13,316 9,526 0 0 28 0 0 0 0 5,000 0 870 176 563 200 5,130 897 7,081 3,800 3,163 442 477 0 12,426 13,291 4,701 0 $1,980,470 $1,989,560 $2,163,417 $2,279,600 2,173,500 0 0 8,500 0 0 0 0 4O,00O 0 3,00O 0 0 0 0 0 0 4,000 0 0 $2,229,000 HOTEL MOTEL FUND REVENUE ~,~oo,ooo,d ........................................................ __' .................... d ................................................................ d"~ ........................ ~ 2~ooooo~ ~a_ ~ ~ { ~00 ~01 FY02 FY03 FY ~ E~imate E~imam D-5 REVENUE HISTORY AND. FY 04 ESTIMATES Estimate DESCRIPTION ' FY00 FY01 FY02 FY03 Estim~e FYO4 DEBT SERVICE FUND CURRENT TAXES $ 5,068,391 $ 5,922,674 $ 7,080,923 $ 7,623,713 $ DELINQUENT TAXES 36,137 34,682 44,184 75,000 PENALTY AND INTEREST 28,590 28,758 35,855 50,000 INTEREST ON INVESTMENTS 268,313 300,359 192,417 100,000 REALIZED GAiN/LOSS 0 3,843 (5,667) 0 iNTEREST ON BONDS 0 32,911 110,469 0 BVSWMA/EQUIPMENT 0 0 0 0 LOAN/NOTE PAYMENTS 95,208 0 0 0 OTHER 264,569 0 1,013 0 HOTEL/MOTEL TRANSFERS 11,1 O1 148,052 753,672 958,500 WPC TRANSFERS 253,468 330,000 0 0 NGATE GARAGE TRANSFERS 0 0 0 0 PROCEEDS - GO BONDS 0 0 0 0 PREMIUM ON BONDS 0 0 0 0 TOTAL DEBT SERVICE FUND $6,025,777 $6,801,279 $8,212,866 $8,807,213 8,351,450 3O,OOO 25,000 0 0 0 0 0 0 912,609 0 0 0 0 $9,319,059 FYO0 FY01 FY02 FY03 FY O4 Estimate Estimate ELECTRIC FUND RESIDENTIAL SALES 17,961,821 24,000,101 24,898,704 25,646,000 RESIDENTIAL SALES (NT) 0 1,773 0 633 COMMERCIAL/INDUSTRIAL 13,632,910 17,887,214 19,061,777 19,370,000 SECURITY LIGHTS 54,374 56,150 59,362 62,000 OTHER ELECTRIC SALES 16,955 32,090 38,800 36,000 EI.E~IC ApprERTY RENTAL 50,724 51,998 33,653 53,000 FORF DISCOUNTS/PENALTIES 552,649 815,541 768,488 730,000 CONNECT FEES 173,152 185,769 204,895 206,000 MISC OPERATING REVENUES 846,973 4,464 4,595 32,000 INTEREST ON INVESTMENTS 1,357,740 1,147,430 603,994 400,000 REALIZED GAIN/LOSS 5,889 13,087 (10,645) 2,000 NET INCR/DCR 1N FMV 0 (7,316) 0 0 RSVD iNT: REV BOND I&S 0 0 0 0 GARAGE TRUCKS/CONTAINERS 7,225 - 0 0 NORTHGATE REVITAL. 13,320 - 0 0 STREET LIGHTING 0 0 0 150 DAMAGE REIMBURSEMENT 3,935 36,352 43,044 3,500 OTHER ~BURSED EEXPENSE 48,692 40 10,987 110,000 CUSTOMER DONATIONS 0 18,060 13,697 0 CASH OVER/SHORT 6,917 167 (79) 0 COLLECTION SERVICE FEES 23,316 7,111 3,694 0 MINERAL ROYALTY INTERESTS 378 281 146 0 LAND RENTALS/LF. ASES 500 o 0 0 SALE OF SCRAP 5,896 8,004 2,597 0 SALE OF SURPLUS Appr 236 5,970 6,395 9,450 MiSC NONOPERATING REVENUE 32,791 51,176 81,956 15 000 TOTAL ELECTRIC FUND $ 34,796,393 $ .... 44,31~,462 "'$.' 45,826,060 $ .... 46,675,733 26,415,000 0 20,222,400 63,200 36,700 54,100 744,600 210,100 , 32,600 408,000 2,000 0 0 0 0 200 3,600 112,200 0 0 0 0 0 0 9,600 15300 $ 48,329,600 ELECTRIC FUND REVENUE 50,000,000~/i ......................................................................................................... ~--~ 45,000,000 ~//~ ~ ~ [~~== ~ ~o,ooo,ooof~~~~ ~.. ~s,ooo,ooo~~ ~~~~ ~ ~o,ooo.ooo[~~~~ ~~ $,ooo, ooo FY~ ~01 ~02 ~03 ~ 04 E~im~e E~m~e WATER FUND RESIDENTIAL COMMERCIAl_ FORF DISCOUNTS/PENALTIES CONNECT FEES WATER TAPS MISC OPERATING REVENUES iNTEREST ON iNVESTMENTS REAIJZED GAIN / (LOSS) DAMAGE REIMB. SUBROGATION RECOVERED OTHER REIMB. LAND RENTALS/LEASES SALE OF SCRAP SAJ_E OF SURPLUS ApprERTY MISC NONOPERATING REVENUE TOTAL WATER FUND 4,630,827 2,599,931 44,765 42,349 328,150 o 309,905 722 1,269 6,994 817 0 331 39 262 $7,966,361 6,133,383 $ 6,242,414 $ 6,450,000 1,920,323 1,888,223 1,850,000 0 0 0 46,780 52,030 48,000 395,163 484,910 440,000 1,943 4,762 28,000 533,934 433,879 300,000 6,532 (7,65~ 0 28,318 9,604 7,000 0 0 0 0 23,641 200 300 0 0 0 0 0 821,970 3,350 238,463 10,675 7,536 76,000 $9,899,321 $9,142,693 $9,437,663 6,579,000 1,887,000 0 49,000 448,800 28,600 306,000 0 7,100 0 20O 0 0 3,500 7,500 $9,316,700 D-6 REVENUE HISTORY AND. FY 04 ESTIMATES DESCRIPTION ' FY00 FY0! FY02 FY03 Estimate FY, 04 WATER FUND REVENUE ~ ~01 ~02 ~03 ~ ~ E~mate E~imate WASTEWATER FUND RESIDENTIAL $ 5,502,738 $ 5,867,817 $ 6,718,484 $ 7,192,000 COMMERCIAL 1,047,272 1,121,465 1,121,061 1,350,000 FORF DISCOUNTS/PENALTIES 46,826 0 0 0 SEWER TAPS 177,750 227,400 323,038 305,000 MISC OPERATING REVENUES 0 0 0 0 INTEREST ON INVESTMENTS 99,574 146,805 129,741 100,000 REALIZED C_.~IN~O~ 193 1,752 (2,286) 0 RESRVD INT: REV BOND I&S 0 0 0 0 DAMAGE REIMBURSEMENT 0 0 0 0 SUBROGATION RECOVERED 4,223 0 0 0 SALE OF SCRAP 0 0 0' 0 SALE OF SURPLUS ApprERTY 0 40 25,B95 3,500 MISC. NONOPERATING REVENUE 0 (7) 40 6,500 TOTAL WASTEWATER FUND $6,878,576 $7,365,272 $8,315,973 $8,957,000 7,623,500 1,431,000 0 311,1oo 0 102,000 0 0 0 0 0 3,600 6,600 $9,477,800 WASTEWATER FUND REVENUE 10,000,000d 9,000,000 ]/.~ ' ::°2:2 FY00 FY01 FY02 FY03 Estimate SANITATION FUND RESIDENTIAL $ 2,198,481 $ 2,511,985 $ 2,575,734 COMMERCIAL 1,27 I, 183 1,453,819 1,447,125 COMMERC~O~~LE 14,792 14,958 221,957 INFECTIOUS WASTE 595 0 0 STATE SURCHARGE 1,986 2,180 2,075 DEAD ANIMAL PICKUP 182 0 952 ROI LOFF RE1VrAL - TAXABLE 0 13,414 14,293 ROLLOFF RENTAL - NON-TAXABi 0 2,824 1,632 MISC. FEES 5,507 5.330 4,516 MISC FEES (NT) 0 788 680 FOR/: DISCOUNTS/PENALTIES 25,109 0 0 OTHER OPRTNG: RECYCLING 15,336 40,308 24,201 MISC OPERATING REVENUES 2,438 645 1,903 INTEREST ON INVESTMENTS 159,347 96,842 53,522 REALU. ED GAIN/LOSS 368 1,109 (986) BVSWMA/ASSET TRANSFER 18,399 0 0 EARNINGS IN JOINT VENTURE 1,071,370 0 0 CASH OVER/SHORT (29) 0 0 COLLECTION SERVICE FEES 575 1,547 1,354 SALE OF SCRAP 0 0 0 SALE OF SURPLUS ApprERTY 33,977 2,050 0 MISC. NONOPERATING REVENU[ 392 615 40 GRANTS 0 0 0 TOTAL SANITATION FUND $4,820,008 $4,148,414 $4,348,998 FY04 Estimate 2,880,000 $ 1,489,000 235,000 0 2,000 1,000 14,000 1,800 4,700 800 0 17,500 500 30,000 200 0 0 0 1,500 0 0 100 0 $4,678,100 2,937,600 1,518,780 239,700 0 2,000 1,000 14,300 1,800 4,800 8OO 0 17,900 5OO 30,600 2OO 0 0 0 1,500 0 0 100 0 $4,771,580 SANITATION FUND REVENUE 5,000,000~ 4,4oo,ooo ~' ~ ~ 4,~_oo, oooFLJ~l~ ~ ~ FY00 FY01 FY02 FY03 FY 04 Estimate Estimate DRAINAGE FUND RESIDENTIAL COMMERCIAL INTEREST ON INVESTMENTS REAL/ZED GAIN/(LOSS) OTHER MISC REVENUE 350,232 $ 736,546 $ 772,135 $ 827,000 $ 99,785 201,080 209,538 211,000 178,357 323,539 294,359 170,000 56 3,376 (5,073) 0 0 0 0 6,700 843,500 215,200 160,000 0 6,800 D-7 REVENUE HISTORY AND FY 04 ESTIMATES DESCRIPTION Estimate Estimate FYO0 FYO1 FY02 FY03 FY 04 PROCEEDS - GO BONDS Transfer In TOTAL DRAINAGE FUND 1,432,900 500,000 785,000 1,000,000 855,000 0 21,839 22,300 2,061,330 1,764,541 2,055,959 2,236,539 2,102,800 500,0000 FY00 FY01 , FY02 FY03 FY 04 Estlm ate Estim ate D-8 Embracing the Past Exploring the Future APPENDIX E CITY OF COLLEGE STATION CHARTER ARTICLE V - THE BUDGET ARTICLE V THE BUDGET Fiscal Year; Section 45. The fiscal year of the City of College Station shall be determined by ordinance of the Council. Such fiscal year shall also constitute the budget and accounting year. Preparation and Submission of Budget; Section 46. The City Manager, between thirty (30) and ninety (90) days prior to the beginning of each fiscal year, shall submit to the City Council a proposed budget which shall provide a complete financial plan for the fiscal year, and shall contain the following: .. (1) A budget message, explanatory of the budget, which shall contain an outline of the proposed financial policies of the city for the fiscal year, shall set forth the reasonS~ for salient changes from the previous fiscal year in expenditure and revenue items and shall explain any major changes in financial policy. (2) A consolidated statement of receipts and expenditures for all funds. (3) An analysis of property valuations and the tax rate, which may be based on an estimated tax roll prepared by the Central Appraisal District, if the final roll has not been Certified. (4) All operating funds and resources in detail. (5) Detailed estimates of expenditures shown separately for each activity. Such estimates of expenditures are to include an itemization of position, showing the number of persons having each title and the total regular pay for each position. (6) A revenue and expense statement for all types of bonds and other obligations of the city. (7) A description of all outstanding bonds and other obligations of the city, showing as to each issue, the rate or rates of interest, the date of the issue, the maturity date or dates, the amount authorized, the amount issued, and the amount outstanding. (8) A' schedule of requirements for the principal and interest on each issue of bonds and other obligations of the city. (9) A special funds section. (10) The appropriation ordinance. (11) The tax levying ordinance. Anticipated Revenues Compared With Other Years in Budget; Section 47. In preparing the budget the City Manager shall, in the form which he presents to the City Council, place in parallel columns opposite the several items of revenue the actual amount of each item for the last completed fiscal year, the estimated amount for the current fiscal year, and the proposed amount for the ensuing fiscal year. Proposed Expenditures Compared With Other Years; Section 48. The City Manager shall, in the preparation of the budget, place in parallel columns opposite the various items of expenditures the actual amount of such items of expenditures for the last completed fiscal year, the estimated for the current fiscal year, and the proposed amount for the ensuing fiscal year. Budget a Public Record; Section 49. The budget and all supporting schedules shall be filed with the City Secretary when submitted to the City Council and shall be a public record for inspection by anyone. The City Manager shall cause copies to be made for distribution to all interested persons. Notice of Public Hearing on Budget; Section 50. At the meeting at which the budget is submitted, the city council shall fix the time and place of a public hearing on the budget and shall cause to be published a notice of the hearing setting forth the time and place thereof at least five (5) days before the date of the hearing. Public Hearing on Budget; Section 51. At the time and place set for a public hearing on the budget, or at any time and place to which such public hearing shall from time to time be adjourned, the City Council shall hold a public hearing on the budget submitted, and all interested persons E-1 shall be given an opportunity to be heard for or against any item or the amount of any item therein contained. proposed expenditures shall be and become appropriated to the several objects and purposes therein named. Proceedings on Budget After Public Hearing Amending Or Supplementing Budget; Section 52. After the conclusion of such public hearing, the City Council may insert new items Or may increase or decrease the items of the budget, except items in proposed expenditures fixed by law. Before inserting any additional item or increasing any item of appropriation which will increase the total budget by ten percent or more, it must cause to be published a notice setting forth the nature of the proposed increases and fixing a place and time, not less than five (5) days after publication, at which the city council will hold a public hearing thereon. prOceedings on AdoPtion of Budget; Section 53. After such fUrther ~hearing, the City CounCil may insert the additional item or items, and make .the increase or increases, to the amount in each case indicated by the published notice, or to'. a lesser amount; but where it shall increase the total . proposed expenditures, it shall also provide for' an increase in the total anticipated revenue to at least equal such total proposed expenditures. Vote Required for Adoption; Section 54. The budget.shall be adopted by the favorable vote of a, majority of the members of the entire city council. Date of Final Adoption; Failure to AdOpt; Section 55. The budget shall be finally .adopted not later than the twenty-seventh day of the last month .of the fiscal year. Should the City Council take no final action on or prior to such day, the budget as submitted by the City Manager shall be deemed to have been finally adopted. Budget Establishes Amount to be Raised by Property Tax; Section 58. From the effective date of the budget, the amount stated therein as the amount to be raised by property tax shall constitute a determination of the amount of the levy for the purposes of the city in the corresponding tax year. Contingent Appropriation; Section 59. Provision shall be made in the annual budget and in the appropriation ordinance for a contingent appropriation in an amount not more than three (3) percent of the total budget expenditure, to be used in case of unforeseen items of expenditures. Such contingent appropriation shall be under the control of the City Manager and distributed by him,..after approval by the City Council. Expenditures from this appropriation shall be made only in case of established emergencies and a detailed account of such expenditures shall be recorded and reported. The proceeds of the contingent appropriation shall be disbursed only by transfer to other departmental appropriation, the spending of which shall be charged to the departments or activities for which the appropriations are made. Estimated Expenditures Shall Not Exceed Estimated Resources; Section 60. The total estimated expenditures of the general fund and debt fund shall not exceed the total estimated resources of each fund. The classification of revenue and expenditure accounts shall conform as nearly as local conditions will permit to the uniform classification as promulgated by the Governmental Accounting Standards Board, or some other nationally accepted classification. Effective Date of Budget; Certification; Copies Made Available; Section 56. Upon final adoption, the budget shall be in effect for the fiscal year. A copy of the budget, as finally adopted, shall be filed with the City Secretary, the County Clerk of Brazos County and the State Comptroller of Public Accounts at Austin. The final budget shall be printed, mimeographed or otherwise reproduced, and a reasonable number of copies shall be made available for the use of all officers, departments and agencies, and for the use of interested persons and civic organizations. Budget Establishes Appropriations; Section 57. From the effective date of the budget, the several amounts stated therein as . If during the fiscal year the City Manager certifies that there are available for appropriation revenues in excess of those estimated in the budget, the City Council, by ordinance, may make supplemental appropriations for the year up to the amount of such excess. Before approval, the council shall fix the time and place of a public hearing on the supplemental appropriation and shall cause to be published a notice in the official newspaper of the City of College Station of the hearing setting the time and place at least five (5) working days before .the date of the hearing. E-2 . , . To meet a public emergency affecting life, health and proper~ 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. ~ If at any time during the fiscal year it appears probable to the City Manager that the revenues~ or fund balances, available will be insufficient to meet the amounts appropriated, he shall report to the city council 'without delay, 'indicating the estimated amount of the deficit, any'remedial action taken by him and his recommendations as to any other steps to be taken. The council Shall then take such further action as it deems necessary to prevent' or reduce any deficit and for that purpose it may by ordinance reduce one or more apprgpriations. The City Manager may at any time transfer any unencumbered appropriation balance or portion thereof between .~. general classifications of expenditures within an office, department or agency. At .the request of the City Manager, the City Council may by resolution transfer any unencumbered appropriation balance or portion thereof from one office, department or agency to another. . No appropriation for debt service may ~be reduced or transferred, and no appropriation may be reduced below any amount required by law to be appropriated or by more than the amount of the unencumbered balance thereof. The supplemental and emergency appropriations and reduction of transfer of appropriations authorized by this section may be made effective immediately upon adoption. Emer§enc~ Appropriations; Section 61. All appropriations shall lapse at the end of the fiscal year t° the extent that they shall not have been expended or lawfully encumbered. E-3 APPENDIX F FISCAL AND BUDGETARY POLICY STATEMENTS FISCAL AND BUDGETARY POLICY STATEMENTS 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 Director of Fiscal Services otherwise known as the Director of Fiscal Services in planning and directing the City's day-to-day financial affairs and in developing recommendations to the City Manager and City Council. The' scope of these policies generally spans, among other issues, accounting, 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. !1. OPERATING BUDGET A. PP~PA~TION. 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 Office of Budget and Strategic Planning §on a modified accrual basis. 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 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. 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. PROPOSED BUDGET. A proposed budget shall be prepared by the Manager with the participation of all of the City's Department Directors within the provisions of the City Charter. a, The budget shall include four basic segments for review and evaluation: (1) personnel costs, (2) base budget for operations and maintenance costs, (3) service level adjustments for increases or decreases to existing service levels, and (4) revenues. b. The budget review process shall include Council participation in the development of each of the four segments of the proposed budget and a public hearing to allow for citizen participation in the budget preparation. F-1 C. The budget process shall span sufficient time to address policy and fiscal issues by the Council. d. A copy of the proposed budget shall be filed with the City Secretary when it is submitted to the City Council in accordance with the provisions of the City Charter. , ADOPTION_ Upon the presentation of a proposed budget document to the Council, the Council shall call and publicize a public hearing. The Council will subsequently adopt by ordinance such budget as it may have been amended as the City's Annual Budget, effective for the fiscal year beginning October 1. 3. 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 expe,nditures. 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. O, REPORTING. Periodic financial reports will be prepared to enable the Department Directors to assess their budgetary .and operational performance and to enable the Office of Budget and Strategic Planning 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 addressed in Section IV.C. of these Policies. F.CONTINGENT APPROPRIATION. Pursuant to Section 59 of the Charter of the City of College Station, the City will establish an adequate contingent appropriation in each of the operating funds. The expenditure for this appropriation shall be made only in cases of emergency, and a detailed account shall be recorded and reported. The proceeds shall be disbursed only by transfer to departmental appropriation. The transfer of this budget appropriation shall be under the control of the City Manager and may be distributed by him in amounts not exceeding $15,000 or such amount as shall be provided by Article 2368a V.T.C.S. as amended from time to time. Any transfer involving more than such amounts must be expressly approved in advance by the City Council. All transfers from the contingent appropriation~ will be evaluated using the following criteria: 1. 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? 3. Why can't the transfer be made within the division or department? 111. REVENUE MANAGEMENT. A. OPTIMUM CHARACTERISTICS.. The City will strive for the following optimum characteristics in its revenue system: . 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 F-2 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. , 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. , 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 considerati6ns 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 F-3 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, 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. ,' 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," and "minimal cost recovery," based upon City Council policy. a. Full fee support (80-100%) will' be obtained from enterprise operations such as utilities, sanitation service, landfill, cemetery and licenses and permits. Partial fee support (50-80%) will be generated by charges for emergency medical services, miscellaneous licenses and fines, and all adults sports programs. c. Minimum fee support (0-50%) will be obtained from other parks, recreational, cultural, and youth programs and activities. b. 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 IV. EXPENDITURE CONTROL 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, data proceSsing, 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. Payment for Return on Investment. The intent of this transfer is to provide a benefit to the citizens for the ownership of the various utility operations they own. 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, 10.5% for the Electric fund, and 7.0% for the Sanitation Fund: 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. Budget appropriation amendments at lower levels of control shall be made in accordance with the applicable administrative procedures. B. AMENDMENTS TO. THE BUDGET. In accordance with the City Charter, the budget may be amended after the following conditions are met: 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. (1) In-Lieu-of-Franchise-Fee. In-lieu-of- franchise fee will be included as a part of the rate computation at 4% of gross sales consistent with the franchise rates char~ed to investor owned utilities franchised to operate within the City. (2) Return on Investment. The Return on Investment will be calculated at 8% of total Fund Equity. 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. 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 only by City Council consent with formal briefing and council action. D. PURCHASING. All City purchases and contracts shall conform to a competitive bidding process as set forth in Chapter 252 as amended from time to time in the Local Government Code of Texas. If the sealed competitive bidding requirement applies to the contract, the contract shall be submitted to the Council for approval. The purchase of goods or services by the City totaling $3,000 to $~$25,000 shall be awarded to the successful bidder through an informal bidding process culminating in the issuance of a purchase order when deemed appropriate. Any payment for 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. F-4 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 Article 601f, Section 2 of the State of Texas Civil Statutes. The Director of Fiscal SerVices shall establish and maintain 'proper procedures which will enable the City to take advantage of all purchase discounts, when possible, except in the instance where payments can be reasonably and legally delayed in order to maximize the City's investable cash. F. RISK MANAGEMENT. The City will aggressively pursue every opportunity to provide for the Public's and City employees' safety and to manage its risks. The goal shall be to minimize the risk of loss of resources through liability claims with an emphasis on safety programs. All reasonable options will be investigated to finance risks. Such options may include risk transfer, insurance, and risk retention. Where risk is retained, reserves will be established based upon actuarial determinations and not be used for purposes other than for financing losses. G. REPORTING. 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 Ci~'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 Office of Budget and Strategic Planning with the involvement of responsible departments. B. CONTROL. All capital project expenditures must be appropriated in the capital budget. The Director of Fiscal Services 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. 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 Managers to manage their capital budgets and to enable the Office of Budget and Strategic Planning 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 not 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 F-5 major maintenance of parking lots and internal roadways. D. TECHNOLOGY. It is the policy of the City to. fund ~!an an~ fund the maintenance and replacement of its computer network and personal computers. The funding for the computer network is 10% (chan~e~ in fi~ca! .....~. ~°na!)vv of the original cost of the equipment and the software. Additi°nally, funding for integration solutions, a~R4oas and upgrades to the mid range systems is $90,000 annually. Major replacements for the computer systems including hardware and software will be anticipated for a five-year period and included with the capital projects lists presented in the annual budget. 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. RADIOS, COPIERS, OTHER EQUIPMENT, AND TELEPHONES. The City has a major investment in its~ radios, copiers, and telephone equipment.' As a part of the on goin§ infrastructure maintenance and replacement, the City has anticipated the useful life of such equipment and established a means of char§in~ the cost of replacement of that equipment to the various departments in order to recognize the city's continuin§ need. VIi. ACCOUNTING, AUDITING, FINANCIAL REPORTING AND A. ACCOUNTING. The City is solely responsible for the recording and reporting of its financial affairs, both internally and externally. The Director of Fiscal Services is the City's Chief Fiscal Officer and is responsible for establishing the 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. . 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 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 Article 41 a-l, Section 9, of the Civil Statutes of Texas, capable of demonstrating that it has sufficient staff which will enable it to conduct the City's audit in accordance with generally accepted auditing standards as required by the City Charter and applicable state and federal laws. The auditor's report on the City's financial statements will be completed 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. e In conjunction with their review, the Director of Fiscal Services shall respond in writing to ' the City Manager and City Council regarding the auditor's Management Letter, addressing the issues contained therein. The Council shall schedule its formal acceptance of the auditor's report upon the resolution of any issues resulting from the joint review. 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. F-6 3. ROTAT!ON SELECTION OF AUDITOR. The City will not require a~ a periodic rotation of outside, auditors rv~a?:vn, but will circulate requests for proposal for audit services at least every ........ ~five years. Year to year aAuthorization for the City's annual audit to con?.nuc she!! shall occur no less than 30 days prior to the end of the fiscal yearbc A~ by ~" ~ ^~ ~~ 9ea~. C. FINANCIAL REPORTING. 1. EXTERNAL REPORTING. The City's auditors, the City shall prepare a written Comprehensive Annual Financial Report (CAFR) which 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 l If City staffing limitations preclude such timely reporting, the Director of Fiscal Services will inform the City Council of the delay and the reasons therefor. 2. INTERNAL 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 Director of Fiscal Services 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. 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 (FERD) 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. D. COMPUTER SYSTEM/DATA SECURITY. The City shall provide security of its computer/network system and data files through physical and logical security sgstems F-7 that will include, but not limited to, double back-to-back firewalls and a ~-'o ~ie:~wo- tier spare/virus protection system. The physical location of computer/network systems shall be in a-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, for capital equipment... . 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 o'f the citizens of the City of College Station. . 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 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. . 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 situa(ions 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. Staff 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 City staff, with the assistance of financial advisors and bond counsel, will prepare the necessary materials for presentation to the rating agencies, will aid in the production of 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-8 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. 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 B~CES RESERVES/FUND o The unobligated fund balance in the General Fund should be at least 15% of the annual budgeted General Fund expenses. This percentage is the equivalent of 55 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 15% of total operating expenses or the equivalent of 55 days. Cash and Investments alone should be equivalent to 30 days of operations. 3. The Hotel/Motel Tax Fund fund balance should be at least 15% of the annual budgeted expenditures. -Adequate reserves C. are essential due to the nature of this revenue source and the reliance organizations have on this revenue source to maintain ongoing operations. . The Internal Service Funds will attain and retain fund balance/working capital balances appropriate for the fund. (a) ~o) (c) Some funds such as Fleet Maintenance, Communications, Print-Mail and Utility Billing need only a minimal working capital balance in order to meet the needs of. the fund. 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. 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. 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 Director of Fiscal Services 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. F-9 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 the next year's debt service payments may be met in a timely manner. The fund balance should not fall below 81/3% (one month) of average budgeted expenditures (in line with IRS guidelines). Xl.. INTERNAL CONTRO~ A. WRITTEN PROCEDURES. Wherever possible, written' procedures will be established and maintained by the Director of Fiscal Services for all functions involving cash handling and/or accounting throughout the City. These procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement. g. DEPARTMENT DIRECTORS' RESPONSIBILITIES. 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 cbntrol recommendations are addressed. Departments will develop and periodically update written internal control procedures. C. INTERNAL REVIEWS/AUDITS. ~ The Accounting~Di~ision will complete . a review/audit of any department or procedure as directed by the Director of Fiscal SerVices. Audits of petty_, cash and cash receipts will be randomly scheduled and conducted on an annual _basis~ F-10 Embracing the Past Exploring the Future APPENDIX G OUTSIDE AGENCY FUNDING OUTSIDE AGENCY FUNDING The City funds a number of outside agencies and organizations each fiscal year to provide services for the citizens of College Station. The amount of funding provided depends on the funds available. This year organizations and agencies are receiving funds from the General Fund, Community Development Fund, Hotel/Motel Fund, Electric Fund and Sanitation Fund. Organizations submit requests for funding to the City during the budget process. They are asked to provide financial information including a budget showing revenues and expenditures, goals and objectives of the organization, and the projected uses of the funds being requested. Also submitted are service levels and performance measures. Community Development eligible agencies go through a selection process through the Joint Relief Funding Committee. This committee is made up of members from College Station and Bryan and reviews all requests for Community Development Funds available for public agencies and makes recommendations to both cities on which agencies should receive funding. The following is a summary of the agencies recommended for funding in FY 04. The General Fund proposed agencies include the following: Brazos Animal Shelter, $53,392; the Brazos County Appraisal District, $149,000; and the Brazos County Health Distract, $113,498. In the past, a number of other agencies have also been funded through the General Fund. For the past three years, these requests have been reviewed by the College Station members of the Joint Funding Relief Review Committee. This year the committee recommended $I43,767 for 5 organizations: · Children's Museum of the Brazos Valley - $30,000 · George Bush Presidential Library and Museum- $42,767 · Retired Senior Volunteer Pro§ram - $5,000 · A{rican American National Herita§e Society - $16,000 · Brazos Valle~ Veteran's Memorial- $50,000 Two other requests from the Dispute Resolution Center, and from the Bryan-College Station Sister Cities were not recommended for funding. None of these requests are included in the proposed budget. The committee recommendations will be presented to the City Council during the budget process. The City Council will make the final determination on which groups will receive funding. The Community Development funded agencies were recommended by the Joint Relief Funding Committee. A total of $206,850 is proposed for organizations listed on the following page. Hotel/Motel funds are approved for 3 organizations. The Arts Council proposed budget for FY 04 is $300,000. The Bryan and College Station Convention & Visitors Bureau proposed budget is $ 915,200. The Research Valley Partnership, funded from the Electric Fund, is proposed at $243,287. The RVP is an organization to promote economic development in the area and is funded by the Cities of College Station and Bryan, and Brazos County. Funding for Brazos Beautiful is proposed to be $64,000. $15,000 for the operations portion of the budget, $25,000 for a beautification grant, and the remaining $24,000 for the reallocation of the FY 02 beautification grant that was not utilized. It is anticipated that a significant beautification project will be completed in FY 2004. This funding is proposed to come from the Sanitation Fund. Brazos Beautiful promotes litter abatement and beautification programs. $20,000 is proposed to be budgeted in the Brazos Valley Solid Waste Management Agency fund for the Noon Lions Club- 4th of July fireworks. G-1 CITY OF COLLEGE STATION OUTSIDE AGENCY FUNDING RSVP AFRICAN AMERICAN NATIONAL HERITAGE SOCIETY BVCASA BRAZOS ANIMAL SHELTER BRAZOS BEAUTIFUL-FM2818 CREPE MYRTLES BRAZOS COUNTY APPRAISAL DISTRICT BRAZOS CO.. HEALTH DISTRICT BRAZOS COUNTY SR CITIZENS. ASSOC. DISPUTE RESOLUTION CENTER VETERAN'S PARK MEMORIAL CHILDREN'S MUSEUM OF THE BRAZOS VALLEY NOON LIONS CLUB , 4TH OF JULY SCA STUDENT AMBASSADOR PROGRAM COMMUNrrY DEVELOPMENT BLUEBONNET GIRL SCOUT, COUNCIL BRAZOS FOOD BANK PRENATAL CLINIC BVCAA DENTAL CLINIC BVCASA COLLEGE STATION DEPARTMENT PROGRAMS FAMILY MEDICINE CESFIER HEALTH FOR ALL HOSPICE OF BRAZOS VALLEY INTERFAITH OUTREACH LITERACY VOLUNTEERS OF. AMERICA LULAC SALVATION ARMY SCOTTY'S HOUSE TCM, THE BRIDGE TCM , COMMUNITY SUPPORT TCM - PHOEBE'S HOME TCM - SHELTERING ARMS VOICES. FOR CHILDREN HOTEL/MOTEL FUND ARTS COUNCIL CONVENTION AND VISITORS BUREAU BRAZOS VALLEY SPORTS FOUNDATION BUSH LIBRARY COMMITTEE ELECTRIC FUND RESEARCH VALLEY PARTNERSHIP SANTrATION FUND BRAZOS BEAUTIFUL BVSWMA FUND NOON LIONS CLUB-4TH OF. JULY TOTAL AGENCY FUNDING FY 99 FYO0 ACTUAL ACTUAL $ 5,ooo $ .... 5,ooo 0 0 25,000 25,000 45,623 45,700 0 50,000 90,564. 96,484 85,500 89,775 0 3,300 0 2,500 0 0 0 0 8,000 8,000 9,000 9,000 $ ........... 268,687 $ ............. 334,759 FY 02-03 FY 01 FY 02 TOTAL ACTUAL ACTUAL ESTIMATE $5,000 $ 5,000 $ 5,000 0 0 34,000 25,000 0 0 52,346 53,392 53,392 0 0 0 108,700 114,530 133,000 113,498 113,498 113,498 0 0 0 5,000 10,000 10,000 25,000 25,000 0 0 30,000 30,000 8,000 lO, OOO o 9,000 4,500 4,500 $. ...... 351,544 $ ............ 365,920 $ 383,390 FY 03-04 TOTAL PROPOSED 0. 0 53,392 0 149,000.. 113,498. 0 0 0 0 0 0 $ ........... 315,890 30,000 0 0 0 42,688 21,840 0 30,000 20,122 30,000 0 0 0 0 2,200 0 0 0 0 8,oo0 $ o $ ........... o $ ..... o 0 20,734 0 16,640 0 0 21,600 0 0 15,000 10,000 0 0 0 0 15,931 43,000 55,008 66,540 69,222 25,079 16,550 0 12,745 25,000 0 0 0 0 0 19,575 0 0 30,000 0 28,422 0 0 0 0 0 0 5,102 0 0 0 0 20,000 15,000 0 0 0 24,680 0 23,000 0 37,141 6,654 0 0 0 33,654 0 0 0 0 19,033 20,040 0 0 19,200 0 0 0 0 0 $' .... 176'85~1: $' ~1' .,1~,900 ~i 177,600 $ ..... 184,050 $ 183,000 0 33,000 0 0 75,460" 0 0 32,000 0 0 0 0 0 16,148 0 0 26,294 0 23,948 $ .... 206,850 $.. 209,029 $ 245,400 $255,400 $.. 260,400 $ 260,400 621,260 665,000 645,000 668,000 668,000 122,000. 125,660 150,000 192,000. 200,000 50,000 50,000 o o o $.. 1,002,28¢'"$..71...~;086,060 $ ........ ~050,400 $ 1,i2°,4oo $ ..... 1,128'400 , , , $ .300,000 915,200 0. 0. $ .1,215,200 ,,, $ .. 170,000 $ ... 209,494 $ .. 246,167 $ 246,951 $ ...... 243,287 $ 170,000 $ .... 209','494 .... $.. '"246,167 $ 246,951 $ .... 243,287 ,! .... , $ 243,287 $ ,. 243,287 $ 37,000 $ ...... 37,000 $ 37,800 $ 15,000 $. . 16,000 $ ..........§7,006"'~ ......... 37,000 $ 37,800 '$ .-'.-'i".. -'15,000 $ . . 16,000 ,, .......... $ 64,000 $ ... 64,000 $ o $ ....... o $ ........... o $ o , ,, $ ..... · o $ .... o $ .o $ o $ ..... 20,000 $ 20,000 $ .20,000 $ 20,000 ,, $ 1,654,826 $ 1,837,213 $ 1,863,511 $ 1,932,321 $.. 1,974,077 8..2,065,227 G-2 Embracing the Past Exploring the Future APPENDIX H MISCELLANEOUS STATISTICAL DATA CiTY OF COLLEGE STATION, TEXAS CONSTRUCTION PERMITS LAST TEN CALENDAR YEARS Year Residential Construction Number of, Permits Commercial Construction Total Number Number Value of Permits Value of Permits Value 1992 1993 1.994 1995 1996 1997 1998 1999 2000' 2001 2002 2003 * NOTE: Source: 475 31,503,185 153 11,648,580 628 43,151,765 598 44,396,336 316 35,378,164 914 79,774,500 614 74,312,947 346 21,336,839 960 95,649,786 630, 58,192,760 102 22,577,442 736 80,770,202 656 58,501,690 131 20,856,558 787 79,358,248 584 50,488,222 114 46,243,177 698 96,731,399 , 691 83,593,022 320 59,342,043 1011. 142,935,065 1057 87,917,466 296 27,723,105 1353 115,640,571 793 87,144,173 328 52,569,645 1121 139,713,818 975 101,703,574 313 44,592,967 1288 146,296,541 1236 108,107,385 278 38,726,688 1514 146,834,073 477 54,950,217 84 22,237,971 561 77,188,188 2003 data Jan. - May 2003 Residential Construction includes: Single family dwellings, Duplexes and Apartments as well as residential remodels, slabs, roofs, storage/accessory, and swimming pools. Commercial Construction includes: Commercial new construction, slab, and remodel as well as Hotel/Motel/Inn, demolition and sign permits. The City of College Station, Development Services H-1 CITY. OF. COLLEGE STATION PRINCIPAL TAXPAYERS July 2002 College Station-. Top 10. Taxpayers ....... C.B.L.~ & Associates W9/JP-M Real Estate Ltd. Verizon Communications, Inc. Alkosser/Weinberg College Station Hospital LP Melrose Apartments Wal-Mart/Sam's College. Station EXchange,. LP 301. Church Aveneu,. LP SHP-The Callaway House Type of Business Retail Mall Housing Utility Housing Medical. Housing Retail Housing Housing Housing Percent of 2002 Total Assessed Assessed Valuation Valuation $48,629,050 1.95% 39,372,000 1.58% 35,913,250 1.44% 30,961,300 1.24% 25,402,560 1.02% 21,799,500 0.88% 21,412,710 0.86% 18,800,000 0.76% 17,000,000 0.68% 16,243,520 0.65% Total $275,533,890 11.07% Top 5. Commercial Taxpayers C.B.L.. & Associates College Station Hospital LP Wal-Mart/Sam's Lane College' Station Limited H E Butt Grocery Company Type of Business Retail Mall Medical Retail Retail Retail Total Assessed Valuation Valuation 48,629,050 1.95% 25,402,560 1.02% 20,806,570 0.84% 14,800,000 0.59% 11,031,265 0.44% $120,669,445 4.85% Top 5. Industrial Taxpayers ARC/AMS O. i Corporation Universal Computer Services,. Inc. Red Oak Sportswear/GCS-CCC Realty Verizons Communication, INC. Type of Business Retail Retail Retail Retail Retail Assessed Valuation Valuation 6,237,015 0.25% 4,495,432 0.18% 3,658,044 0.15% 3,023,753 0.12% 2,234,520 0.09% Total $19,648,764 0.79% Source:... Brazos County. Appraisal District I-1-2 CITY OF COLLEGE STATION, TEXAS PRINCIPAL UTILITY CUSTOMERS May 2003 Utility Customer Type of Business Oct. 01 to Sept. 02 KWH Consumption Total Percent of KWH Consumed CSISD Schools 16,301,994 2.58 City of College Station Municipality 14,989,349 2.37 CBL& Associates Retail Mall 14,095,747 2.23 Wal-Mart Retail 7,736,957 1.22 State HeadquartersfrAMU University 7,466,465 1.18 Krogers Retail Grocery 7,356,640 1.16 Albertson's Retail Grocery 7,258,669 1.15 College Station Medical Hospital 6,901,757 1.09 Dealer Computer Services Technical Support 5,187,600 0.82 Lane C/S Ltd Hotel 4,975,200 0.79 TOTAL 92,270,378 15 Source: CiW of College Station Utili~ Billing Department H-3 CITY OF COLLEGE STATION, TEXAS MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA June 2003 Date incorporated Date first charter adopted Date present charter adopted Date of last charter amendment Form of government Area in square miles Year 1938 1940 1950 1960 1970 1980 1984 1994 1995 1996 2002 Square Miles 2.00 2.51 2.91 6.34 16.00 24.01 28.47 32.55 38.14 40.69 47.22 Miles of streets: Paved Unpaved Miles of sanitary sewer Fire Protection: Number of stations Number of full-time employees Police Protection: Number of employees Number of patrol units One jail facility with a capacity of 20 October, 1938 October, 1938 May, 1992 May, 1998 Council-Manager 733 Lane Miles- 4.3 Lane Miles 249.5 Miles 4 103 141.5 25 CITY OF COLLEGE STATION, TEXAS MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA As of January 1, 2003 Recreation: Number of playgrounds Number of basketball courts Number of swimming pools (Includes one CSISDoowned Natatorium) Number of soccer fields Number of softball/baseball fields Number of tennis courts (Includes nine courts at the A&M ConsoI. HS, and four at Willowbranch Middleschool) Number of picnic shelters Number of gyms Number of volleyball courts Number of nature trails Number of open play areas Number of picnic pavilions Number of jogging/walking trails Park: Facility Acres Anderson 8~94 Arboretum/Bee Creek 43.50 Billie Madeley 5.14 Brison 9.20 Brother's Pond 16.12 Castlegate 4.35 Cemetery ' 18.50 Central Park 47.20 Conference Center 2.30 Cy Miller 2,50 Eastgate !.80 Edelweiss 12.30 Edelweiss Gartens 7,74 Emerald Forest 4.59 Gabbard 10.70 Georgie K. Fitch 11.30 Hensel (TAMU) 29.70 Jack and Dorothy Miller 10.00 Lemontree 15.40 Lick Creek 515.50 Lions 1.50 Longmire 4.16 Luther Jones 1.80 35 22 4 19 19 27 16 1 7 4 25 6 20 Facility Merry Oaks Oaks Parkway Pebble Creek Raintree Richard Carter Sandstone Shenandoah Southeast Community Southwest Southwood Athletic Complex Steeplechase Thomas University Veterans Park & Athletic Complex W.A, Tarrow (includes Lincoln) Westfield Windwood Wolf Pen Creek Woodcreek Woodland Hills Woodway Acres 4.60 7,50 1.90 10.20 13.00 7.14 15.21 12.10 62,00 4.78 44,70 9.00 16,10 10,20 150.00 21.26 4.29 1,37 19.49 6.60 3.21 9,26 Total Park Acreage (Excludes Hensel, Cemetery, and Conference Center) 1,167.65 H-5 CITY OF COLLEGE STATION, TEXAS MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA June 2003 Utility Fund: Electric Users (Connections) Water Users (Connections) Average Electrical Consumption: Average Water Consumption: 33,386 23,210 52,680,854 Kwh/mo. 262,541 MGW/Mo. Number of Employees: Electric Water Sewer 58.5 31 38 Water Capacity: Number of Wefts Combined Capacity of Wells Number of Ground Storage Tanks Total capacity 8,000,000 GALS Number of Elevated Storage Tanks Total capacity 5,000,000 GALS* Miles of Water Lines Electric System: Maximum Demand Number of Stations Miles of Distribution Lines 6 19,000,000 GAL/day 2 302 144.390 megawatts** 4 349 Sanitation Fund: Number of users (units served) 28,399 Landfill size 119 Methodology Curbside pickup using automated containers. ** Maximum demand for 2003 will not be reached until September H-6 CITY OF COLLEGE STATION, TEXAS MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA June 2003 Education: Elections: Attendance centers Number of classrooms Number of teachers Number of students Number of registered voters: Last municipal election. Number of votes cast in: Last municipal election Percentage of registered voters voting in: Last municipal election 11 550 600 7,683 43,313 1'878 4.34% Population: Actual Census Count 2000 1990 1980 1970 1960 1950 67,890 52,456 37,296. 17,676 11,396 7,925 SOURCE: Education: Elections: Population: College Station Independent School District City Secretary's Office Development Services I-t-7 CITY OF COLLEGE STATION, TEXAS MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA June 2003 UNIVERSITY EN'RO~E~ 1988 39,163 1989 40,492 1990 41,131 1991 40,997 1992 41,092 1993 42,524 1994 42,018 1995 41,790 1996 41,892 1997 41,461 1998 42,635 1999 43,442 2000 44,026 2001 44,618 2002 45,083 PRIMARY LABOR FORCE FOR COLLEGE STATION 1990 - 2003 TOTAL NUMB ER NUMB ER PERCENT YEAR LABOR FORCE EMPLOYED UNEMPLOYED UNEMPLOYED 1990 24,567 23,190 1,377 1991 24,824 23,944 880 1992 25,561 24,777 784 1993 26,490 25,745 745 1994 27,378 26,611 767 1995 27,492 26,622 870 1996 27,465 26,751 714' 1997 28,051 27,421 630 1998 29,371 28,846 525 1999 30,059 29,506 553 2000 30,538 30,051 487 2001 30,881 30,349 532 2002 31,941 31,315 626 2003 33,566 32,906 660 5.6 3.5 3.1 2.8 2.8 3.2 2.6 2.2 1.8 1.8 1.6 1.7 2.0 2.0 * NOTE: 2003 represents average labor force and employment through March. SOURCE: Texas Workforce Commission TAMU, Office of Institutional Studies and Planning Embracing the Past Exploring the Future APPENDIX 1 THE 2003-2004 STRATEGIC PLANNING AND BUDGET PROCESS Strategic Planning and Budget Process Flowchart February May June Ju~ August September Present Financial Forecast Review pay plan recommendations FY03 Strategic Plan status report City Council Strategic Planning Retreat - Review Mission and Vision Statements - Identify and prioritize FY04 Strategic Plan strategies Review Citizen Surve~ results Present Proposed FY04 Strate§ic Plan to City Council Reuicw and revise Proposed Strate§ic Plan Present Proposed Budget to Cit~ Council Review proposed Capital Improvement Pro§ram Public Hearing on Proposed Bud§et Council adoption of FY04 Strate§ic Plan Council adoption of FY04 Bud§et Council adoption of Tax Rate I-1 APPENDIX J SCHEDULE OF REQUIREMENTS FOR: GENERAL OBLIGATION BONDS CERTIFICATES OF OBLIGATION UTILITY REVENUE BONDS DEBT SERVICE 'IGENERAL OBLIGATION BONDS DEBT SERVICE SCHEDULE OF REQUIREMENTS General Obligation And Refunding. Bond Series 1991 December 23, 1991 - $4,625,000 Street Construction and Improvements. - $2,750,000; Parks. Construction and Improvements. - $ 750,000 Refund Series 1991Public Property Finance Contractual Obligations. - $1,125,000 PAYMENT DATE TOTAL DUE ON TOTAL DUE PRINCIPAL INTEREST. INTEREST. PAYMENT EACH FISCAL AMOUNT RATE AMOUNT DATE YEAR PRINCIPAL AMOUNT OUTSTANDING 2-15-04 21,250 21,250 8-15-04 21,250 21,250 42,500 750,000 2-15-05 21,250 21,250 8-15-05 21,250 21,250 42,500 750,000 2-15-06 21,250 21,250 8-16-06 21,250 21,250 42,500 750,000 2-!5-07 21,250 21,250 8-15-07 21,250 21,250 42,500 750,000 2-15-08 21,250 21,250 8-15-08 21,250 21,250 42,500 750,000 2-15-09 21,250 21,250 8-15-09 21,250 21,250 42,500 750,000 2-15-10 250,000 6.00% 21,250 271,250 8-15-10 13,750 13,750 285,000 500,000 2-15-11 250,000 5.50% 13,750 263,750 8' 15-11 6,875 6,875 270,625 250,000 2-15-12 250,000 5.50% 6,875 256,875 256,875 0 Effective. Interest Rate: 5.95% Moody's: A-1 Net Interest Cost: $2,130,113 S & P's: A+ Paying Agent:. Texas Commerce. Bank, N.A. Underwriting Group: Stephens, Inc. First Southwest Company ~' Nations Bank Eugene C. Palina FSW Co. Call Provisions:. All Bonds maturing on or. after February. 15, 2005. are. optional for redemption in whole, or in part on February 15, 2004 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the Bonds are. redeemed at any time, the particular Bonds to be redeemed shall be selected by the. City in integral multiples, of $8,000. within any one maturity. DEBT SERVICE SCHEDULE OF REQUIREMENTS General Obligation And Refunding Bond Series. 1994 August 15, 1994-- $6,250,000 Street Construction - $1,750,000; Parks (1990 Authorization) - $ 250,000 Oversize Bridge (1984 Authorization)-. $500,000; Drainage Improvements- $350,000 Refund C,O. Series 1994 - $3,400,000 TOTAL DUE ON TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST INTEREST PAYMENT EACH FISCAL AMOUNT DATE AMOUNT RATE AMOUNT DATE YEAR OUTSTANDING 2-15-04 300,000 5.50% 83,875 383,875 8-15-04 75,625 75,625 459,500 2,750,000 2-15-05 275,000 5.50% 75,625 350,625 8-15-05 68,063 68,063 418,688 2,475,000 2-15-06 275,000 5.50% 68,063 343,063 8-16-06 60,500 60,500 403,563 2,200,000 2-15-07 275,000 5.50% 60,500 335,500 8-15-07 52,938 52,938 388,438 1,925,000 2-15-08 275,000 5.50% 52,938 327,938 8-15-08 45,375 45,375 373,313 1,650,000 2-15-09 275,000 5.50% 45,375 320,375 8-15-09 37,813 37,813 358,188 1,375,000 2-15-10 275,000 5.50% 37,813 312,813 8-15-10 30,250 30,250 343,063 1,100,000 2-15-11 275,000 5.50% 30,250 305,250 8-15-11 ' 22,688 22,688 327,938 825,000 2-15-12 275,000 5.50% 22,688 297,688 8-15-12 15,125 15,125 312,813 550,000 2-15-13 275,000 5.50% 15,125 290,125 8-15-13 7,563 7,563 297,688 275,000 2-15-14 275,000 5.50% 7,563 282,563 8-15-14 I 0 0 282,563 0 Effective Interest Rate: 5.95% Moody's: A- 1 Net Interest Cost: $3,421,100 S & P's: A+ PaYing Agent:. Texas Commerce Bank, N.A. Underwriting Group: Stephens, Inc. First Southwest Company Nations Bank Eugene C. Palma FSW Co. Call Provisions: All Bonds. maturing on or after February 15, 2005 are. optional for redemption in whole or. in part on February 15, 2004. or any date. thereafter, at par and accrued interest to the. date fixed for redemption. If less than all of the. Bonds are redeemed at anytime,, the particular Bonds to be redeemed shall be selected by the City in integral multiples, of $5,000 within any one maturity. DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B 1995 SERIES August 1, 1995 -- $4,700,000 Street Projects- $1,140,000; Northgate- $400,000; Traffic Signals- $420,000; Misc. Drainage - $395,000; Library - $700,000; Fire Station Relocation - $935,000; Park Development and Improvements - $280,000; Land Purchase - $430,000 PAYMENT DATE TOTAL DUE PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL AMOUNT RATE AMOUNT PAYMENT DATE YEAR 2-15-04 300,000 6.00% 86,213 386,213 8-15-04 77,213 77,213 2-15-05 300,000 5.10% 77,213 377,213 8-15-05 69,563 69,563 2-15-06 300,000 5.25% 69,563 369,563 8-16-06 61,688 61,688 2-15-07 300,000 5.25% 61,688 361,688 8-15-07 53,813 53,813 2-15-08 300,000 5.25% 53,813 353,813 8-15-08 45,938 45,938 2-15-09 350,000 5.25% 45,938 395,938 8-15-09 36,750 36,750 2-15-10 350,000 5.25 % 36,750 386,750 8-15-10 27,563 27,563 2-15-11 350,000 5.25% 27,563 377,563 8-15-11 18,375 18,375 2-15-12 350,000 5.25% 18,375 368,375 8-15-12 9,188 9,188 2-15-13 350,000 5.25% 9,188 359,188 8-15-13 0 0 Effective Interest Rate: 5.5334% Moody's: Net Interest Cost: $2,795,038 S & P's: Aaa PRINCIPAL AMOUNT OUTSTANDING 463,425 2,950,000 446,775 2,650,000 431,250 2,350,000 415,500 2,050,000 399,750 1,750,000 432,688 1,400,000 414,313 1,050,000 395,938 700,000 377,563 350,000 359,188 0 Paying Agent: Texas Commerce Bank National Association Underwriting Group: Merrill Lynch, Pierce, Ferris & Smith, Inc. Robert W. Baird & Co., Inc. Raymond James & Associates, Inc. DLS Securities Service Asset Management Call Provisions: All Bonds maturing on or after February 15, 2006 are optional for redemption in whole or in part on February 15, 2005 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the Bonds are redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral multiples of $5,000 within any one maturity. DEBT. SERVICE SCHEDULE OF REQUIREMENTS G.O.B and Refunding. 1996 Series Dec.. 1, 1996 - $1 ! ,84 5,000 Streets, Sidewalks, and Traffic - $2,580,000;.. Drainage- $370,000;. Library. - $1,200,000; Park- $1,150,000; Refund Series. 1987 - $3,795,000; Refund Series 1989 G.O.- $1,350,000; Refund Series 1991 G.O.- $1,425,000 TOTAL DUE PRINCIPAL · PAYMENT PRINCIPAL INTEREST INTERF'~T TOTAL DUE ON EACH FISCAL AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING 2-16-04 1,100,000 4.70% 137,064 1,237,064 8-15-04 111,214 111,214 1,348,278 4,295,000 2-15-05 640,000 4.80% 111,214 751,214 8-15-05 95,854 95,854 847,068 3,655,000 2-15-06 420,000 4.90% 95,854 515,854 8' 15-06 85,564 85,564 601,418 3,235,000 2-15-07 450,000 5.05% 85,564 535,564 8-15-07 74,201 74,201 609,765 2,785,000 2-15-08 460,000 5.05% 74,201 534,201 8-15-08 62,586 62,586 596,788 2,325,000 2-15-09 465,000 5.15% 62,586 527,586 8-15-09 50,613 50,613 578,199 1,860,000 2-15-10 270,000 5.25% 50,613 320,613 8-15-10 43,525 43,525 364,138 1,590,000 2-15-11 285,000 5.35% 43,525 328,525 8-15-11 35,901 35,901 364,426 1,305,000 2-15-12 300,000 5.45% 35,901 335,901 8-15-12 27,726 27,726 363,628 1,005,000 2-15-13 315,000 5.50% 27,726 342,726 8-15-13 19,064 19,064 361,790 690,000 2-15-14 335,000 5.50% 19,064 354,064 8-15- ! 4 9,851 9,851 363,915 355,000 2-15-15 ~ 355,000~ 5.55% 9,851 364,851 8-15-15 0 0 364,851 0 Net Interest: $ · 5,458,206 Moody's: Aaa S & P's: AAA Paying Agent:· Texas Commerce Bank National Association Call Provisions: The. City reserves the. right,, at its option, to redeem Bonds. having stated maturities on and after. February 15, 2008 through and including· february 15, 2015, in whole· or. in part in principal amounts of $5,000 or any. integral multiple. thereof, on February 15, 2007, or any date thereafter, at the par value thereof plus accrued interest to. the. date. of redemption. The. City. reserves, the right,, at its. option,, to redeem the. Term Bonds· having a stated maturity date. of February 15,2017 and subject to mandatory redemption as described herein, in whole, or in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 1999, or. any date. thereafter,, at the par value thereof plus accrued interest to the date of redemption. DEBT 'SERVICE SCHEDULE OF REQUIREMENTS ~ G.O.B. 1998 SEINES April 1, 1998- 06,200,000 Streets, Sidewalks, and Traffic- $,3,303,000; Drainage Improvements - $462,000; Library - 0735,000; Land and Fire Station - $430,000; Parks - $1,270,000 TOTAL DUE .PRiNCIPAL PAYMENT PRiNCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING 2-15-04 265,000 6.50% 133,191 398,191 8-15-04 124,578 124,578 522,769 4,995,000 2-15-05 280,000 6.50% 124,578 404,578 8-15-05 115,478 115,478 520,056 4,715,000 2-15-06 295,000 4.50% 115,478 410,478 8-15-06 108,841 108,841 519,319 4,420,000 2-15-07 310,000 4.55% 108,841 418,841 8-15-07 101,788 101,788 520,629 4,110,000 2-15-08 325,000 4.65% 101,788 426,788 8-15-08 94,232 94,232 521,020 3,785,000 2-15-09 340,000 4.70% 94,232 434,232 8-15-09 86,242 86,242 520,474 3,445,000 2-15-10 360,000 4.75% 86,242 446,242 8-15-10 77,692 77,692 523,934 3,085,000 2-15-11 380,000 4.85% 77,692 457,692 8-15-11 68,477 68,477 526,169 2,705,000 2-15-12 395,000 5.00% 68,477 463,477 8-15-12 58,602 58,602 522,079 2,310,000 2-15-13 415,000 5.00% 58,602 473,602 8-15-13 48,227 48,227 521,829 1,895,000 2-15-14 440,000 5.00% 48,227 488,227 8-15-14 37,227 37,227 525,454 1,455,000 2-15-15 460,000 5.10% 37,227 497,227 8-15-15 25,497 25,497 522,724 995,000 2-15-16 485,000 5.13% 25,497 510,497 8-15-16 13,069 13,069 523,566 510,000 2-15-17 510,000 5.13% 13,069 523,069 523,069 0 Net Interest Cost: $ 3,694,415 Moody's: Aaa S & P's: AAA Paying Agent: Chase Bank of Texas Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February 155, 2009, in whole or in part in principal amounts' of $5,O00 or any integral multiple thereof, on February 15, 2008, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. YEARLY INTERF~T AMOUNT 257,769 240,056 224,319 210,629 196,020 180,474 163,934 146,169 127,079 106,829 85,454 62,724 38,566 13,069 J-6 DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B. SERIES 1999 APRIL 15, 1999- PRINCIPAL- $6,230,000 Streets - $2,707,000; Thoroughfare and Sidewalk Improvements - $220,000;.. Traffic Management - $540,000;. Drainage - $1,458,000;· City Facilities - $275,000; Park Improvements- $930,000; Fire Station Improvements- $100,000 TOTAL DUE TOTAL PRINCIPAL PRINCIPAL INTEREST INTEREST ON PAYMENT DUE EACH AMOUNT DATE AMOUNT RATE AMOUNT DATE YEAR OUTSTANDING .... 6;230'000 2-15-04 275,000 3.9000% 120,156 395,156 8-15-04 114,794 114,794 509,950 5,060,000 2-15-05 290,000 4.0000% 114,794 404,794 8-15-05 108,994 108,994 513,788 4,770,000 2-15-06 300,000 4.0000% 108,994 408,994 8-15-06 102,994 102,994 511,988 4,470,000 2-15-07 .320,000 4.1000% 102,994 422,994 8-15-07 96,434 96,434 519,428 4,150,000 2-15,08 335,000 5.0000% 96,434 431,434 8-15-08 88,059 88,059 519,493 3,815,000 2-15-09 350,000 5.4000% 88,059 438,059 8-15-09 78,609 78,609 516,668 3,465,000 2-15-10 365,000 4.2500% 78,609 443,609 8-15-10 70,853 70,853 514,461 3,100,000 2-15-11 385,000 4.3000% 70,853 455,853 8,15-11 62,575 62,575 518,428 2,715,000 2-15-12 400,000 4.4000% 62,575 462,575 8-15-12 53,775 53,77.5 516,350 2,315,000 2-15-13 420,000 4.5000% 53,775 473,775 8-15-13 44,325 44,325 518,100 1,895,000 2-15-14 440,000 4.6000% 44,325 484,325 8-15-14 ' 34,205 34,205 518,530 1,455,000 2-1-5-15 460,000 4.6500% 34,205 494,205 8-1-5-15 23,510 23,510 517,715 995,000 2-15-16 485,000 4.7000% 23,510 508,510 8-15-16 12,113 12,113 520,623 510,000 2-15-17 510,000 4.7500% 12,113 522,113 522,113 0 Interest Cost: $ 3,027,827 Moody's: Aaa S &P's: AAA Paying Agent: Chase. Bank of Texas Call Provisions:· The. City reserves the right,· at its. option,· to redeem Bonds. having stated maturities, on and after February 15,. 2010, in whole, or in part in principal amounts of $5,000 or any integral multiple thereof, on February 15,. 2009, or any date thereafter,, at the. par value thereof plus accrued interest to the date of redemption. J-7 DEBT SERVICE SCHEDULE OF REQUIREMENTS G.O.B. SERIES 2000 April 13, 2000- 08,460,000 Streets. - $4,690,000; Traffic Management - $1,100,000 Parks- $1,570,000; Sidewalks. and Bike Trails - $290,000; Fire Station 2.- $810,000 ESTIMATED, ESTIMATED, ESTIMATED PRINCIPAL ESTIMATED iNTEREST TOTAL DUE ON TOTAL DUE PRINCIPAL AMOUNT DATE AMOUNT INTEREST RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING 8,460,000 2-15-04 8-15-04 2-15-05 8-15-05 2-15-06 8-15-06 2-15-07 8-15-07 2'15-08 8-15-08 2-15'09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 31 O, 000 7.00% 189,340 499,340 178,490 178,490 677,830 6,605,000 325,000 7.00% 178,490 503,490 167,115 167,115 670,605 6,280,000 340,000 5.25% 167,115 507,115 158,190 158,190 665,305 5,940,000 360,000 5.00% 158,190 518,190 149,190 149,190 667,380 5,580,000 380,000 5.00% 149,190 529,190 139,690 139,690 668,880 5,200,000 400,000 5.10% 139,690 539,690 129,490 129,490 669,180 4,800,000 420,000 5.15% 129,490 549,490 118,675 118,675 668,165 4,380,000 445,000 5.20% 118,675 563,675 107,105 107,105 670,780 3,935,000 470,000 5.30% 107,105 577,105 94,650 94,650 671,755 3,465,000 500,000 5.35% 94,650 594,650 81,275 81,275 675,925 2,965,000 525,000 5.40% 81,275 606,275 67,100 67,100 673,375 2,440,000 560,000 5.50% 67,100 627,100 51,700 51,700 678,800 1,880,000 590,000 5.50% 51,700 641,700 35,475 35,475 677,175 1,290,000 625,000 5.50% 35,475 660,475 18,288 18,288 678,763 665,000 665,000 5.50% 18,288 683,288 683,288 0 Interest Cost: $ 4,642,079 Moody's: Aaa S & P's: AAA Paying Agent: Chase Bank of Texas Call Provisions: The City reserves the right,, at its. option, to. redeem Bonds. having stated maturities on and after February 15, 2011, in whole or in part in principal amounts, of $5,000 or any integral multiple thereof, on February 15, 2010, or any date thereafter, at the par value thereof plus accrued interest to. the date. of redemption. DEBT. SERVICE SCHEDULE OF REQUIREMENTS G.O.B.. SERIES 2 001 August 1, 2001 - 04,140,000 Streets. - $ 780,000;. Traffic Management - $ 720,000 Parks-. $2,140,000; Drainage- $500,000 DATE 2-15-04 8-15-04 2-15-05 8-15-05 2-15-06 8-15-06 2-15-07 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 PRINCIPAL AMOUNT iNTEREST TOTAL DUE ON INTEREST RATE AMOUNT PAYMENT DATE TOTAL DUE EACH YEAR 130,000 3.50% 59,873 189,873 57,598 57,598 247,470 140,000 4.00% 57,598 197,598 54,798 54,798 252,395 145,000 4.00% 54,798 199,798 51,898 51,898 251,695 155,000 4.00% 51,898 206,898 48,798 48,798 255,695 165,000 4.00% 48,798 213,798 45,498 45,498 259,295 170,000 4.10% 45,498 215,498 42,013 42,013 257,510 180,000 4.60% 42,013 222,013 37,873 37,873 259,885 190,000 5.50% 37,873 227,873 32,648 32,648 260,520 205,000 4.40% 32,648 237,648 28,138 28,138 265,785 ' 215,000 4.50% 28,138 243,138 23,300 23,300 266,438 225,000 4.63% 23,300 248,300 18,097 18,097 266,397 240,000 4.75% 18,097 258,097 12,397 12,397 270,494 250,000 4.75% 12,397 262,397 6,459 6,459 268,856 265,000 4.88% 6,459 271,459 271,459 PRINCIPAL AMOUNT OUTSTANDING 4,140,000 2,545,000 2,405,000 2,260,000 2,105,000 1,940,000 1,770,000 1,590,000 1,400,000 1,195,000 980,000 755,000 515,000 265,000 0 DEBT SERVICE ESTIMATED SCHEDULE OF REQUIREMENTS G.O.B. SERIES 2002 PRINCIPAL- 06,445,000 Streets· - $3,781,000; Traffic Management/Signals - $720,000; Fire Station 5 - $250,000 Parks.- $129,000; Drainage - 0785,000; and City. Center· Land- $780,000 DATE 2-15-04 8-15-04 2-15-05 8-15-05 2-15-06 8-15-06 2-15-07 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 8-15-18 2-15-19 8-15-19 2-15-20 8-15-20 2-15-21 8-15-21 2-15-22 ESTIMATED PRINCIPAL AMOUNT 195,000 210,000 220,000 230,000 245,000 255,000 270,000 285,000 300,000 315,000 335,000 350,0OO 370,000 390,000 410,000 435,000 455,000 480,000 0 ESTIMATED INTEREST RATE 6.25% 6.25% 6.25% 4.50% 4.25% 4.25% 4.40% 4.50% 4.63% 4.88% 5.00% 5.OO% 5.00% 5.00% 5.00% 5.00% 5.00% 5.13% 5.13% ESTIMATED INTEREST AMOUNT ,, .. 143,224 .137,131 .. 137,131 130,568 130,568 . 123,693 · 123,693 118,518 .... 118,518 ..... 113,312 · .113,312 ....... 107,893 . 107,893 .... 101,953 101,953 . 95,541 .... 95,541 .~ 88,6O3 88,603 ..... 80,925 .80,925 72,550 ·72,550 · 63,800 63,800 54,550 54,550 .... 44,800 .44,800 , ,34,550 .... 34,550 ...23,675 .. 23,675 .. 12,300 .. .12,300 ! _ TOTAL DUE ON PAYMENT DATE ,,, 338,224 137,131 347,131 130,568 350,568 123,693 353,693 118,518 363,518 113,312 368,312 107,893 377,893 101,953 386,953 95,541 395,541 88,603 403,603 80,925 415,925 72,550 422,550 63,800 433,800 54,550 444,550 44,800 454,800 34,550 469,550 23,675 478,675 12,300 492,300 0 0 ESTIMATED. TOTAL DUE PRINCIPAL AMOUNT EACH. YEAR OUTSTANDING ~,445,ooo 475,355 5,555,000 477,699 5,345,000 474,261 5,125,000 472,211 4,895,000 476,830 4,650,000 476,205 4,395,000 479,846 4,125,000 482,494 3,840,000 484,144 3,540,000 484,528 3,225,000 488,475 2,890,000 486,350 2'540,000 488,350 2,170,000 489,350 1,780,000 489,350 1,370,000 493,225 935,000 490,975 480,000 492,300 0 0 0 J-10 DEBT SERVICE ESTIMATED SCHEDULE OF REQUIREMENTS G.O.B. SERIES 2003 PRINCIPAL $4,7900,000 AT 3.75% INTEREST Streets - $973,000; Traffic Management, $720,000; City Facilities, $780,000 Fire Station 5- $1,317,000; and Drainage- $1,000,000 DATE 2-15-04 8-15-04 2-15-05 8-15-05 2-15-06 8-15-06 2-15-07 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 8-15-18 2-15-19 8-15-19 2-15-20 8-15-20 2-15-21 8-15-21 2-15-22 8-15-22 2-15-23 Total Interest: ESTIMATED PRINCIPAL AMOUNT' ESTIMATED ESTIMATED. INTEREST TOTAL DUE ON TOTAL DUE INTEREST RATE AMOUNT PAYMENT DATE EACH YEAR ESTIMATED PRINCIPAL AMOUNT OUTSTANDING ~,790',ooo' 0 0.000% 105,948 105,948 90,813 90,813 196,760 4,790,000 180,000 5.000% 90,813 270,813 86,313 86,313 357,125 4,610,000 185,000 5.000% 86,313 271,313 81,688 81,688 353.000 4,425,000 190,000 5.000% 81,688 271,688 76,938 76,938 348,625 4,235,000 195,000 4.500% 76,938 271,938 72,550 72,550 344,488 4,040,000 200,000 3.250% 72,550 272,550 .. 69,300 69,300 341,850 3,840,000 210,000 3.000% 69,300 279,300 i 66,150 66,150 345,450 3,630,000 215,000 3.000% 66,150 281,150 62,925 62,925 344,075' 3,415,000 225,000 3.000% 62,925 287,925 59,550 59,550 347,475 3,190,000 230,000 3.000% 59,550 289,550 56,100 56,100 345,650 2,960,000 240,000 3.125% 56,100 296,100 52,350 52,350 348,450 2,720,000 250,000 3.375% 52,350 302,350 48,131 48,131 350,481' 2,470,000 260,000 3.500% 48,131 308,131 43,581 43,581 351,713 2,210,000 275,000 3.625% 43,581 318,581 38,597 38,597 357,178 1,935,000 285,000 3.750% 38,597 323,597 33,253 33,253 356,850 1,650,000 300,000 3.875% 33,253 333,253 27,441 27,441 360,694 1,350,000 315,000 4.000% 27,441 342,441 21,141 21,141 363,581 1,035,000 330,000 4.000% 21,141 351,141 14,541 14,541 365,681 705,000 345,000 4.125% 14,541 359,541 - 7,425 7,425 366,966 360,000 360,000 4.125% 7,425 367,425 $ 2,123,517 J-11 DEBT SERVICE ESTIMATED SCHEDULE OF REQUIREMENTS G.O.B. SERiES 2004 ESTIMATE PRiNCIPAL- $855,000 AT 6.0% INTEREST Drainage- $855,000 DATE 2-15-05 8-15-05 2-15-06 8-15-06 2-15-07 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 8-15-18 2-15-19 8-15-19 2-15-20 8-15-20 2-15-21 8-15-21 2-15-22 8-15-22 2-15-23 8-15-23 2-15-24 8-15-24 2-15-25 ESTIMATED PRINCIPAL AMOUNT 25,000 30,000 30,000 30,000 30,000 35,000 35,000 35,000 40,000 40,000 40,000 45,000 45,000 50,000 50,000 55,000 55,000 60,000 60,000 65,000 0 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.5O% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% ESTIMATED INTEREST AMOUNT 18,675 18,675 18,675 18,000 18,000 17,325 17,325 16,650 16,650 15,975 15,975 15,188 15,188 14,400 14,400 13,613 13,613 12,713 12,713 11,813 11,813 10,913 10,913 9,900 9,900 8,888 8,888 7,763 7,763 6,638 6,638 5,400 5,400 4,163 4,163 2,813 2,813 1,463 1,463 0 0 TOTAL DUE ON PAYMENT DATE _ 43,675 18,675 48,675 18,000 48,000 17,325 47,325 16,650 46,650 15,975 50,975 15,188 50,188 14,400 49,400 13,613 53,613 12,713 52,713 11,813 51,813 10,913 55,913 9,900 54,900 8,888 58,888 7,763 57,763 6,638 61,638 5,400 60,400 4,163 64,163 2,813 62,813 1,463 66,463 0 0 TOTAL DUE EACH YEAR 62,350 66,675 65,325 63,975 62,625 66,163 64,588 63,013 66,325 64,525 62,725 65,813 63,788 66,650 64,400 67,038 64,563 66,975 64,275 66,463 0 ESTIMATED PRINCIPAL AMOUNT OUTSTANDING "' 855,ooo 830,O00 800,000 770,000 740,000 710,000 675,000 640,000 605,000 565,000 525,000 485,000 440,000 395,000 345,000 295,000 240,000 185,000 125,000 65,000 0 J-12 DEBT SERVICE 'CERTIFICATES OF OBLIGATION J-13 pAYMENT DATE 2/15/200'4 8/15/2004 2/15/2005 8/15/2005 2/15/2006 8/15/2006 2/15/2007 8/15/2007 2/15/2008 8/15/2008 2/15/2009 8/15/2009 2/15/2010 8/15/2010 2/15/2011 8/15/2011 2/15/2012 8/15/2012 2/15/2013 8/15/2013 2/15/2014 8/15/2014 2/15/2015 8/15/2015 2/15/2016 8/15/2016 2/15/2017 DEBT' SERVICE SCHEDULE OF REQUIREMENTS Certificates Of Obligation, SERIES 1998 April 1, 1998, $5,500,000 Convention Center TOTAL DUE ON PRINCIPAL PRINCIPAL INTEREST INTEREST PAYMENT TOTAL DUE AMOUNT AMOUNT RATE AMOUNT DATE EACH YEAR OUTSTANDING Z35,o~0 7.~0% ~ ~9,~6 ~ ~5~,~'~ 110,739 110,739 465,055 4,430,000 zs0,oo0 4.ss% ~ ~o,7~ ~60,7~9 105,051 105,051 465,790 4,180,000 z~0,0o0 ~.~0% ~ os,os ~ 3~s,0s ~ 99,07~ 99,0~ 464,~2s s,920,0o0 275,000 4.70% 99,071 374,071 92,609 92,609 466,680 3,645,000 290,000 4.80% 92,609 382,609 85,649 85,649 468,258 3,355,000 300,000 4.90% 85,649 385,649 78,299 78,299 463,948 3,055,000 320,000 5.00% 78,299 398,299 70,299 70,299 468,598 2,735,000 335,000 5.05% 70,299 405,299 61,840 61,840 467,139 2,400,000 350,000 5.10% 61,840 411,840 52,915 52,915 464,755 2,050,000 370,000 5.10% 52,915 422,915 43,480 43,480 466,395 1,680,000 390,000 5.15% 43,480 433,480 33,438 33,438 466,918 1,290,000 410,000 5.15% 33,438 443,438 22,880 22,880 466,318 880,000 430,000 5.20% 22,880 452,880 11,7 O0 11,700 464,580 450,000 450,000 5.20% 11,700 461,700 461,700 0 T.I.C.: 5.2202% Moody's: Aaa Net Interest: $ 3,346,627 S.&P.'s: AAA Paying Agent: First Interstate Bank of Texas, N.A., Houston Call Provisions: The City reserves the right, at its option, to redeem Certificates having stated maturates on and after February 15, 2004, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2003, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. J-14 DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates. of Obligation,. Series. 2000 April 13, 2000.- $4,050,000 Street Projects.- $2,390,000; Park Projects- $726,000 Technology and Fiber Optic Projects - $348,000; Business Park- $250,000; Fire Station #2- $210,000 Neighborhood CIP- $50,000;. Debt Issuance - $76,000 TOTAL DUE PRINCIPAL PAYMENT PRINCIPAL INTEREST. INTEREST, TOTAL DUE. ON EACH FISCAL AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT. DATE YEAR OUTSTANDING 2-15-04 340,000 6.00% 83,6~18 ........... 4'23,038 8-15-04 72,838 72,838 495,876 2,765,000 2-15-05 345,000 5.00% 72,838 417,838 8-15-05 64,213 64,213 482,051 2,420,000 2-15-06 130,000 5.00% 64,213 194,213 8-15-06 60,963 60,963 255, ! 76 2,290,000 2-15-07 140,000 5.00% 60,963 200,963 8-15-07 57,463 57,463 258,426 2,150,000 2-15-08 145,000 5.00% 57,463 202,463 8,15-08 53,838 53,838 256,301 2,005,000 2-15-09 155,000 5.10% 53,838 208,838 8-15-09 49,886 49,886 258,724 !,850,000 2-15-10 165,000 5.13% 49,886 214,886 8-15-10 45,658 45,658 260,543 1,685,000 2-15-11 170,000 5.20% 45,658 215,658 8-15-11 41,238 41,238 256,895 1,515,000 2-15-12 180,000 '5.30% 41,238 221,238 8-15-12 ' 36,468 36,468 257,705 1,335,000 2-15-13 190,000 5.35% 36,468 226,468 8-15-13 3!,385 3 !,385 257,853 !,145,000 2-15-14 205,000 5.40% 31,385 236,385 8-15-14 ' 25,850 25,850 262,235 940,000 2-15-15 215,000 5.50% 25,850 240,850 8-15-15 19,938 19,938 260,788 725,000 2-15-16 230,000 5.50% 19,938 249,938 8-15-16 13,613 13,613 263,550 495,000 2-15-17 240,000 5.50% 13,613 253,613 8-15-17 7,013 7,013 260,625 255,000 2-15-18 255,000 5.50% 7,013 262,013 262,013 0 Net Interest: $ . 1,932,554 Moody's: Aaa S & P's: AAA Paying. Agent: Chase. Bank of Texas Call Provisions: The. City reserves the right, at its option, to redeem Obligations having stated maturates on and after February 15,. 2011, in whole or in part in principal amounts, of $5,000 or any integral multiple thereof, on February 15, 2010, or any date thereafter, at the par value thereof plus accrued interest to. the date of redemption. J-15 DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates, of Obligation, Series. 2000 A principal - $ 8,100,000 Northgate Parking Garage- $6,385,000; Land Acquisition - $1,600,000 Debt Issuance - $115,000 PAYMENT PRINCIPAL iNTEREST INTEREST DATE AMOUNT RATE AMOUNT 2-15-04 8-15-04 2-15-05 8-15-05 2-15-06 8-15-06 2-15-07 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 "2-15-10 '8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 8-15-18 2-15-19 8-15-19 2-15-20 TOTAL DUE TOTAL DUE. ON EACH FISCAL PAYMENT DATE YEAR .. PRINCIPAL AMOUNT OUTSTANDING 8,100,000 560,000 5.70% 183,508 743,508 167,548 167,548 911,055 6,205,000 590,000 6.75% 167,548 757,548 147,635 147,635 905,183 5,615,000 250,000 6.75% 147,635 397,635 ' ' 139,198 139,198 536,833 5,365,000 265,000 4.75% 139,198 404,198 132,904 132,904 537,101 5,100,000 280,000 4.75% 132,904 412,904 126,254 126,254 539,158 4,820,000 290,000 4.80% 126,254 416,254 119,294 119,294 535,548 4,530,000 310,000 4.85% 119,294 429,294 111,776 111,776 541,070 4,220,000 325,000 4.90% 111,776 436,776 103,814 103,814 540,590 3,895,000 340,000 5.00% 103,814 443,814 95,314 95,314 539,128 3,555,000 360,000 5.10% 95,314 455,314 86,134 86,134 541,448 3,195,000 380,000 5.20% 86,134 466,134 76,254 76,254 542,388 2,815,000 405,000 5.25% 76,254 481,254 65,623 65,623 546,876 2,410,000 425,000 5.30% 65,623 490,623 54,360 54,360 544,983 1,985,000 455,000 5.40% 54,360 509,360 42,075 42,075 551,435 1,530,000 480,000 5.50% 42,075 522,075 28,875 28,875 550,950 1,050,000 510,000 5.50% 28,875 538,875 14,850 14,850 553,725 540,000 540,000 5.50% 14,850 554,850 554,850 0 Interest: $.. 4,141,330 J-16 PAYMENT DATE 2-15-04 8-15-04 2-15-05 8-15-05 2-15-06 8-15-06 2-15-07. 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 8-15-18 2-15-19 8-15-19 2-15-20 DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2001 AuguSt 2, 2001- $3,650,000 Technology and Fiber Optic projects - $1,843,000; Business Park - $200,000 Veterans Park- $865,000; Neighborhood CIP- $75,000 2nd Street- $490,000; Debt Issuance- $52,000 PRiNCIPAL INTEREST AMOUNT RATE 455,000 3.50% 485,000 4.00% 465,000 4.38% 60,000 4.00% 65,000 . 4.00% 70,000 4.10% 75,000 4.20% 80,000 4.30% 85,000 4.40% 90,000 4.50% 95,000 4.63% 100,000 4.75% 105,000 4.75% 115,000 4.88% 120,000 4.90% 130,000 5.00% 135,000 5.00% INTEREST AMOUNT 58,393 50,431 50,431 40,731 40,731 30,559 30,559 29,359 29,359 28,059 28,059 26,624 26,624 25,049 25,049 23,329 23,329 21,459 21,459 19,434 19,434 17,237 17,237 14,862 14,862 12,368 12,368 9,565 9,565 6,625 6,625 3,375 3,375 TOTAL DUE TOTAL DUE ON EACH FISCAL PAYMENT DATE YEAR 513,393 50,431 535,431 40,731 505,731 30,559 90,559 29,359 94,359 28,059 98,059 26,624 101,624 25,049 105,049 23,329 108,329 21,459 111,459 19,434 114,434 17,237 117,237 14,862 · 119,862 12,368 127,368 9,565 129,565 6,625 136,625 3,375 138,375 563,824 576,161 536,289 119,918 122,418 124,683. 126,673 128,378 129,788 130,893 131,671 132,099 132,230 136,933 136,190 140,000 PRINCIPAL AMOUNT OUTSTANDING 2,275,000 1,790,000 1,325,000 1,265,000 1,200,000 1,130,O0O 1,055,000 975,000 890,000 800,000 705,000 605,000 500,000 385,OO0 265,000 135,000 0 Net Interest: $ 965,724 J-17 . PAYMENT. DATE 2-15-04 8-15-04 2-15-05 8'15-05 2-15-06 8-15-06 2-i5-07 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 8-15-18 2-15-19 8-15-19 2-15-20 8-15-20 Net Interest: ESTIMATE PRINCIPAL AMOUNT ,,, 1,025,000 1,045,000 1,070,000 1,100,000 880,000 515,000 540,000 570,OOO 600,000 635,000 665,000 705,000 740,000 780,000 825,000 87O,OOO 915,000 5,926,213 DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2002 Principal- $14,480,000 Equipment and Technology - $967,000; City Facilities- $2,255,000; Wolf Pen Creek ' $2,300,000 Street Projects. - $8,891,000 Debt Issuance. Cost $67,000 ESTIMATE INTEREST INTEREST TOTAL DUE ON RATE AMOUNT PAYMENT DATE TOTAL DUE EACH. FISCAL VEAl. ESTIMATE PRINCIPAL AMOUNT OUTSTANDING 14,480,000 5.50% 315,519 1,340,519 287,331 287,331 1,627,850 12,455,000 4.25% . 287,331 1,332,331 265,125 265,125 1,597,456 11,410,000 4.25% 265,125 1,335,125 242,388 242,388 1,577,513 10,340,000 4.25% 242,388 1,342,388 219,013 219,013 1,561,400 9,240,000 4.25% 219,013 1,099,013 200,313 200,313 1,299,325 8,360,000 4.25% 200,313 715,313 189,369 189,369 904,681 7,845,000 4.25 % 189,369 729,369 177,894 177,894 907,263 7,305,000 4.38% 177,894 747,894 165,425 165,425 913,319 6,735,000 4.50% 165,425 765,425 151,925 151,925 917,350 6,135,000 4.63% 151,925 786,925 137,241 137,241 924,166 5,500,000 4.75% 137,241 802,241 121,447 121,447 923,688 4,835,000 5.00% 121,447 826,447 103,822 103,822 930,269 4,130,000 5.00% 103,822 843,822 85,322 85,322 929,144 3,390,000 5.00% 85,322 865,322 65,822 65,822 931,144 2,610,000 5.00% 65,822 890,822 45,197 45,197 936,019 1,785,000 5.00% 45,197 915,197 23,447 23,447 938,644 915,000 5.13% 23,447 938,447 0 0 938,447 0 J-l'8 ESTIMATE PAYMENT PRINCIPAL DATE AMOUNT DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2003 Principal- $1,000,000 Equipment $993,432 Debt Issuance Cost $6,568 ESTIMATE INTEREST INTEREST TOTAL DUE ON RATE AMOUNT PAYMENT DATE 2-15-04 190,000 2.500% 13,329 203,329 8-15-04 11,425 11,425 2-15-05 195,000 2.500% 11,425 206,425 8-15-05 8,988 8,988 2-15-06 200,000 2.500% 8,988 208,988 8-15-06 6,488 6,488 2-15-07 205,000 3.000% 6,488 211,488 8-15-07 3,413 3,413 2-15-08 210,000 3.250% 3,413 213,413 8-15-08 0 0 TOTAL DUE EACH FISCAL YEAR 214,754 215,413 215,475 214,900 213,413 ESTIMATE PRINCIPAL AMOUNT OUTSTANDING 1,000,000 810,000 615,000 415,000 210,000 0 Net interest: '$ 73,954 J-19 ESTIMATE PAYMENT PRINCIPAL DATE AMOUNT 2-15-04 8-15-04 2-15-05 8-15-05 2-15-06 8-15-06 2,15-07 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 8-15-18 2-15-19 8-15-19 2-15-20 8-15-20 2-15-21 8-15-21 2-15-22 8-15-22 2-15-23 DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2003 A Principal- $ 780,000 Streets Project $ 750,000 Debt issuance Cost $30,000 ESTIMATE INTEREST INTEREST TOTAL DUE ON RATE AMOUNT PAYMENT DATE TOTAL DUE EACH FISCAL YEAR ESTIMATE PRINCIPAL AMOUNT OUTSTANDING 780,000 0 · 0.000% 17,961 17,961 14,474 14,474 32,435 780,000 30,000 3.500% 14,474 44,474 13,949 13,949 58,423 750,000 30,000 3.500% 13,949 43,949 13,424 13,424 57,373 720,000 30,000 3.500% 13,424 43,424 12,899 12,899 56,323 690,000 30,000 3.500% 12,899 42,899 12,374 12,374 55,273 660,000 35,000 3.500% 12,374 47,374 11,761 11,761 59,135 625,000 35,000 3.300% 11,761 46,761 11,184 11,184 57,945 590,000 35,000 2.900% 11,184 46,184 10,676 10,676 56,860 555,000 35,000 3.000% 10,676 45,676 10,151 10,151 55,828 520,000 40,000 3.200% 10,151 50,151 9,511 9,511 59,663 480,000 40,000 3.400% 9,511 49,511 8,831 8,831 58,343 440,000 40,000 3.600% 8,831 48,831 8,111 8,111 56,943 400,000 40,000 3.700% 8,111 48,111 7,37! 7,371 55,483 360,000 45,000 3.900% 7,371 52,371 6,494 6,494 58,865 315,000 6,494 6,494 6,494 6,494 12,988 315,000 95,000 4.000% 6,494 101,494 4,594 4,594 106,088 220,000 4,594 4,594 4,594 4,594 9,188 220,000 105,000 4.150% . 4,594 109,594 2,415 2,415 112,009 115,000 2,415 2,415 ~2,415 2,415 4,830 115,000 115,000 4.200% 2,415 117,415 117,415 Net Interest: $ 361,403 J-20 DEBT SERVICE SCHEDULE OF REQUII~MENTS Certificates of Obligation, Series 2004 Estimate Principal- $3,850,000 Busincess Center- $3,850,000; ESTIMATE PAYMENT PRINCIPAL DATE AMOUNT ESTIMATE INTEREST RATE 2-15-05 8-15-05 2-15-06 8-15-06 2-15-07 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 8-15-18 2-15-19 8-15-19 2-15-20 8-15-20 2-15-21 8-15-21 2-15-22 8-15-22 2-15-23 8-15-23 INTEREST TOTAL DUE ON AMOUNT PAYMENT DATE 130,000 4.50% 86,625 216,625 83,700 83,700 135,000 4.50% 83,700 218,700 80,663 80,663 140,000 4.50% 80,663 220,663 77,513 77,513 145,000 4.50% 77,513 222,513 74,250 74,250 150,000 4.50% 74,250 224,250 70,875 70,875 160,000 4.50% 70,875 230,875 67,275 67,275 165,000 4.50% 67,275 232,275 63,563 63,563 175,000 4.50% 63,563 238,563 59,625 59,625 180,000 . 4.50% 59,625 239,625 55,575 55,575 200,000 4.50% 55,575 255,575 51,075 51,075 200,000 4.50% 51,075 251,075 46,575 46,575 210,000 4.50% 46,575 256,575 41,850 41,850 225,000 4.50% 41,850 266,850 36,788 36,788 235,000 4.50% 36,788 271,788 31,500 31,500 250,000 4.50% 31,500 281,500 25,875 25,875 265,000 4.50% 25,875 290,875 19,913 19,913 280,000 4.50% 19,913 299,913 13,613 13,613 300,000 4.50% 13,613 313,613 6,863 6,863 305,000 4.50% 6,863 311,863 0 0 ESTIMATE TOTAL DUE PRINCIPAL EACH FISCAL AMOUNT YF. AR OUTSTANDING 3,850,000 300,325 3,720,000 299,363 3,585,000 298,175 3,445,000 296,763 3,300,000 295,125 3,150,000 298,150 2,990,000 295,838 2,825,000 298,188 2,650,000 zgs,zoo ~-,~70,000 306,650 2,270,000 297,650 2,070,000 298,425 1,860,000 303,638 1,635,000 303,288 1,400,000 307,375 1,150,000 310,788 885,000 313,525 605,000 320,475 305,000 311,863 0 Net Interest: $ 1,900,800 J-21 ESTIMATE PAYMENT. PRINCIPAL DATE AMOUNT 2-15-05 150,000 8-15-05 2-15-06 1.60,000 8-15-06 2-15-07 450,000 8-15-07 2-15-08 475,000 8-15-08 2-15-09 500,000 8-15-09 2-15-10 525,000 8-15-10 2-15-11 555,000 8-15-11 2-15-12 635,000 8-15-12 2-15-13 755,000 8-15-13 2-15-14 750,000 8-15-14 2-15-15 835,000 8-15-15 2-15-16 ,930,000 8-15-16 2-15-17 990,000 8-15-17 2-15-18 1,515,000 8-15-18 2-15-19 1,015,000 8-15-19 2-15-20 1,065,000 8-15-20 2-15-21 95,000 8-15-21 DEBT SERVICE SCHEDULE OF REQUIREMENTS Certificates of Obligation, Series 2004 A Estimate Principal- $11,400,000 Conference Center - $11,400,000; ESTIMATE INTEREST INTEREST RATE AMOUNT TOTAL DUE ON PAYMENT DATE .. TOTAL DUE EACH FISCAL YEAR ESTIMATE PRINCIPAL AMOUNT OUTSTANDING 11,400,000 4.50% 256,500 406,500 253,125 253,125 659,625 11,250,000 4.50% 253,125 413,125 249,525 249,525 662,650 11,090,000 4.50% 249,525 699,525 239,400 239,400 938,925 10,640,000 4.50% 239,400 714,400 228,713 228,713 943,113 10,165,000 4.50% 228,713 728,713 217,463 217,463 946,175 9,665,000 4.50% 217,463 742,463 205,650 205,650 948,113 9,140,000 4.50% 205,650 760,650 193,163 193,163 953,813 8,585,000 4.50% 193,163 828,163 178,875 178,875 1,007,038 7,950,000 4.50% 178,875 933,875 161,888 161,888 1,095,763 7,195,000 4.50% 161,888 911,888 145,013 145,013 1,056,900 6,445,000 4.50% 145,013 980,0.13 126,225 126,225 1,106,238 5,610,000 4.50% 126,225 1,056,225 105,300 105,300 1,161,525 4,680,000 4.50% 105,300 1,095,300 83,025 83,025 1,178,325 3,690,000 4.50% 83,025 1,598,025 48,938 48,938 1,646,963 2,175,000 4.50% 48,938 1,063,938 26,100 26,100 1,090,038 1,160,000 4.50% 26,1 O0 1,091,100 2,138 2,138 1,093,238 95,000 4.50% 2,138 97,138 0 0 97,138 0 Net Interest: $ 5,185,575 J-22 DEBT SERVICE UTILITY REVENUE BONDS J-23 DEBT SERVICE SCHEDULE OF REQUiREME~S Utility Revenue Bonds - SERIES 1994 October 1, 1994, $16,500,000 Electric. Projects/;6,500,000; Wastewater Project $10,000,000 PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE DATE AMOUNT RATE AMOUNT PAYMENT. DATE EACH. YEAR 2-1-04 825,000 5.50% 269,156 1,094,156 8-1-04 246,469 246,469 2-1-05 825,000 5.70% 246,469 1,071,469 8-1-05 222,956 222,956 2-1-06 825,000 5.75% 222,956 1,047,956 8-1-06 199,238 199,238 2-1-07 825,000 5.85% 199,238 1,024,238 8-1-07 175,106 175,106 2-1-08 825,000 5.90% 175,106 1,000,106 8-1-08 150,769 150,769 2-1-09 825,000 6.00% 150,769 975,769 8-1-09 126,019 126,019 2-1-10 825,000 6.10% 126,019 951,019 8-1-10 100,856 100,856 2-1-11 825,000 6.15% 100,856 925,856 8-1-11 75,488 75,488 2-1 - 12 825,000 6.20% 75,488 900,488 8-1-12 49,913 49,913 2-1-13 825,000 6.10% 49,913 874,913 8-1-14 24,750 24,750 2-1-14 825,000 6.00% 24,750 849,750 PRINCIPAL AMOUNT OUTSTANDING 1,340,625 8,250,000 1,294,425 7,425,000 1,247,194 6,600,000 1,199,344 5,775,000 1,150,875 4,950,000 1,101,788 4,125,000 1,051,875 3,300,000 1,001,344 2,475,000 950,400 1,650,000 899,663 825,000 849,750 0 Net Interest Cost: $9,757,825 Moody's: Aaa Effective Interest Rate: 6.0140% S & P's: AAA Paying Agent: Texas Commerce Bank,. N.A. Underwriting Group: Prudential Securities,. Inc. Call Provisions:. All Bonds. maturing on or after February 1, 2005 are optional for redemption in whole or in part on February 1, 2004 or any date thereafter at par and accrued interest to. the date fixed for redemption... If less. than all of the Bonds are. redeemed at any time,, the particular Bonds. to be redeemed shall be selected by the City in integral multiples, of $5,000. within any one maturity. J-24 DEBT SERVICE SCHEDULE OF REQUIREMENTS Utility. Revenue Bonds- SERIES 1995 August 1, 1995, $6,000,000 Electric Projects,- $3,000,000; Water. Projects.- $1,800,000; Wastewater Projects - $1,200,000 PAYMENT PRINCIPAL INTERF~T INTEREST TOTAL DUE ON DATE AMOUNT RATE AMOUNT PAYMENT. DATE 2-1-04 300,000 6.25% 108,675 408,675 8-1-04 99,300 99,300 2-1-05 300,000 6.25 % 99,300 399,300 8-1-05 89,925 89,925 2-1-06 300,000 5.25% 89,925 389,925 8-1-06 82,050 82,050 2-1-07 300,000 5.30% 82,050 382,050 8-1-07 74,100 74,100 2-1-08 300,000 5.40% 74,1 O0 374,100 8-1-08 66,000 66,000 2-1-09 300,000 5.50% 66,000 366,000 8-1-09 57,750 57,750 2-1-10 300,000 5.50% 57,750 357,750 8-1-10 49,500 49,500 2-1-11 300,000 5.50% 49,500 349,500 8-1-11 41,250 41,250 2-1-12 300,000 5.50% 41,250 341,250 8-1-12 33,000 33,000 2-1-13 300,000 5.50% 33,000 333,000 8-1-13 24,750 24,750 2-1-14 300,000 5.50% 24,750 324,750 8-1-14 16,500 16,500 2-1-15 300,000 5.50% 16,500 316,500 8-1-15 8,250 8,250 2-1-16 300,000 5.50% 8,250 308,250 TOTAL DUE EACH. YEAR PRINCIPAL AMOUNT OUTSTANDING 507,975 3,600,000 489,225 3,300,000 471,975 3,000,000 456,150 2,700,000 440,100 2,400,000 423,750 2,100,000 407,250 1,800,000 390,750 1,500,000 374,250 1,200,000 357,750 900,000 341,250 600,000 324,750 300,000 308,250 0 Net Interest Cost:' $3,722,850 Moody's: Aaa Effective. Interest Rate: 5.64% S & P's: AAA Paying Agent & Registrar: Texas. Commerce. National Bank National Association Underwriting Group: Merrill Lynch,. Pierce, Ferris & Smith,. Inc. Robert W. Baird & Co., Inc. Raymond james & Associates,. Inc. DLS Securities Service. Asset Management Call Provisions: AH Bonds maturing on or after February 1, 2006 are optional for redemption in whole, or in part on February 1, 2005 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than aH of the Bonds. are redeemed at any time,, the particular Bonds to be redeemed shall be selected by the City in integral multiples, of $5,000. within any. one. maturity. J-25 DEBT SERVICE SCHEDULE OF REQUIREMENTS Utility Revenue Bonds o SERIES 1996 December 1, 1996, $10,110,000. Electric Projects- $3,700,000;. Water. Projects.- $3,200,000; Wastewater Projects - $500,000; Refunding (URB SERIES 1990, Years. 2001.- 2006).- $2,710,000 PRINCIPAL PAYMENT PRINCIPAL . INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT. DATE EACH YEAR OUTSTANDING , , -- 2-1-04. 700,000 4.70% 189,555 889,555 8-1-04. 173,105 173,105 1,062,660 6,575,000 2-1-05 805,000 4.80% 173,105 978,105 8-1-05 153,785 153,785 1,131,890 5,770,000 2-1-06. 810,000 4.90% 153,785 963,785 8-1-06. 133,940 133,940 1,097,725 4,960,000 2-1-07 340,000 5.05% 133,940 473,940 8-1-07. 125,355 125,355 599,295 4,620,000 2-1-08 360,000 5.05% 125,355 485,355 8-1-08. 116,265 116,265 601,620 4,260,000 2-1-09 375,000 5.15% 116,265 491,265 8-1-09 106,609 106,609 597,874 3,885,000 2-1-10 400,000 5.25% 106,609 506,609 8-1-10 96,109 96,109 602,718 3,485,000 2-1-11 420,000 5.35% 96,109 516,109 8-1-11 84,874 84,874 600,983 3,065,000 2-1-12 445,000 5.45% 84,874 529,874 8-1-12 72,748 72,748 602,621 2,620,000 2-1-13 470,000 5.50% 72,748 542,748 8-1-13 59,823 59,823 602,570 2,150,000 2-1-14 495,000 5.50% 59,823 554,823 8-1-14 46,210 46,210 601,033 1,655,000 2-1-15. 520,000 5.55% 46,210 566,210 8-1-15 31,780 31,780 597,990 1,135,000 2-1-16 , 550,000 5.60% 31,780 581,780 8-1-16 16,380 16,380 598,160 585,000 2-1-17 585,000 5.60% 16,380 601,380 617,760 0 Net Interest Cost: $.. 5,702,533 Moody's: Aaa S & P's: AAA Paying Agent: Texas. Commerce. Bank National Association Underwriters: Southwest Securities Rauscher Pierce Refsnes, Inc. Coastal Securities Call Provisions: The City reserves the right,, at its. option, to redeem Bonds having stated maturities, on and after February 1, 2008 through and including. February 1,. 2017, in whole or in part in principal amounts of $5,000 or. any integral multiple. thereof, on February 1, 2007,, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. J-26 DEBT SERVICE SCHEDULE OF REQUIREMENTS Utility Revenue Bonds - SERIES 1998 April 1, 1998, $ 2,7 00,000 WasteWater Projects PRINCIPAL PAYMENT PRINCIPAL iNTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT DATE AMOUNT RATE AMOUNT PAYMENT. DATE EACH YEAR OUTSTANDING 2-1-04 115,000 6.500% 58,533 173,533 8-1-04 54,795 54,795 228,328 2,160,000 2-1-05 125,000 6.500% 54,795 179,795 8-1-05 50,733 50,733 230,528 2,035,000 2-1-06 130,000 5.625% 50,733 180,733 8-1-06 47,076 47,076 227,809 1,905,000 2-1-07 135,000 4.550% 47,076 182,076 8-1-07 44,005 44,005 226,081 1,770,000 2-1-08 140,000 4.650% 44,005 184,005 8-1-08 40,750 40,750 224,755 1,630,000 2-1-09.. 145,000 4.750% 40,750 185,750 8-1-09 37,306 37,306 223,056 1,485,000 2-1-10 155,000 4.800% 37,306 192,306 8-1-10 33,586 33,586 225,893 1,330,000 2-1-11. 160,000 4.900% 33,586 193,586 8-1-11. 29,666 29,666 223,253 1,170,000 2-1-12. 170,000 5.000% 29,666 199,666 8-1-12. 25,4!6 25,416 225,083 1,000,000 2-1-13. 180,000 5.000% 25,416 205,416 8-1-13 20,916 20,916 226,333 820,000 2-1-14. 190,000 5.050% 20,916 210,916 8-1-14 16,119 16,119 227,035 630,000 2-1-15 200,000 5.100% 16,119 216,119 8-1-15 11,019 11,019 227,138 430,000 2-1-16 210,000 5.125% 11,019 221,019 8-1-16 5,638 5,638 226,656 220,000 2-1-17 220,000 5.125% 5,638 225,638 225,638 0 Net Interest Cost: $. 1,610,150 Moody's: Aaa S & P's: AAA Paying Agent: Chase. Bank of Texas National Association Underwriting Group: First Southwest Paying. Agent:. The. City. reserves the. right, at its option, to. redeem Bonds having stated maturities on and after February 1, 2009, in whole or in part in principal amounts, of $5,000. or any integral multiple thereof, on February 1, 2008, or any date thereafter,, at the par value, thereof plus accrued interest to the. date of redemption. If less than all the Bonds. are to be redeemed, the. City may select the maturities of Bonds. to be. redeemed. If less. than all the. Bonds of any maturity are. to. be redeemed, the. Paying Agent/Registrar will determine by lot the. Bonds, or. portions thereof, within such maturity to be. redeemed. J-27 DEBT SERVICE SCHEDULE OF REQUIREMENTS Utility Revenue Bonds.- SERIES 2000 April 13, 2000. - $10,500,000 Water Projects - $4,500,000; Wastewater Projects - $6,000,000 PRINCIPAL INTEREST TOTAL DUE ON TOTAL DUE DATE AMOUNT iNTEREST RATE AMOUNT PAYMENT DATE EACH YEAR 2-15-04 425,000 7.00% 264,395 689,395 8-15-04 249,520 249,520 938,915 2-15-05 445,000 7.00% 249,520 694,520 8-15-05 233,945 233,945 928,465 2-15-06 470,000 7.00% 233,945 703,945 8-15-06 217,495 217,495 921,440 2-15-07 495,000 5.00% 217,495 712,495 8-15-07 205,120 205,120 917,615 2-15-08 525,000 5.00% 205,120 730,120 8-15-08 191,995 191,995 922,115 2-15-09 550,000 5.10% 191,995 741,995 8-15-09 177,970 177,970 919,965 2-15-10 580,000 5.10% 177,970 757,970 8-15-10 163,180 163,180 921,150 2-15-11 615,000 5.20% 163,180 778,180 8-15-11 147,190 147,190 925,370 2-15-12 650,000 5.25% 147,190 797,190 8-15-12 130,128 130,128 927,318 2-15-13 685,000 5.30% 130,128 815,128 8-15-13 111,975 111,975 927,103 2-15-14 725,000 5.40% 111,975 836,975 8-15-14 92,400 92,400 929,375 2-15-15 770,000 5.50% 92,400 862,400 8-15-15 71,225 71,225 933,625 2-15-16 815,000 5.50% 71,225 886,225 8-15-16 48,813 48,813 935,038 2-15-17 865,000 5.50% 48,813 913,813 8-15-17 I 25,025 25,025 938,838 2-15-18 910,000 5.50% 25,025 935,025 935,025 PRINCIPAL AMOUNT OUTSTANDING ..... i'o,5o0;ooo 9,100,000 8,655,000 8,185,000 7,690,000 7,165,000 6,615,000 6,035,000 5,420,000 4,770,000 4,085,000 3,360,000 2,590,000 1,775,000 910,000 0 Net Interest Cost: $ 6,099,459 Moody's: Aaa S & P's: AAA Paying Agent: Chase Bank of Texas National Association Underwriting Group: First Southwest Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February 1,2011, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 1, 2010, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. If less than all of the Bonds are to be redeemed, the City may select the maturities of Bonds to be redeemed, if less than all the Bonds of any maturity are to be redeemed, the Paying Agent/Registrar will determine by lot the Bonds, or portions thereof, within such maturity to be redeemed. J-28 DEBT SERVICE SCHEDULE .OF REQUIREMENTS U.R.B. SERIES 2001 August 1, 2001 - $23,500,000 AT 5.5% INTEREST Water Projects $12,400,000, Wastewater Projects $11,100,000 DATE PRINCIPAL AMOUNT INTEREST TOTAL DUE ON INTEREST RATE AMOUNT PAYMENT DATE 8-15-04 517,481 517,481 2-15-05 785,000 4.50% 517,481 1,302,481 8-15-05 499,819 499,819 2-15-06 830,000 4.50% 499,819 1,329,819 8-15-06 481,144 481,144 2-15-07 875,000 4.50% 481,144 1,356,144 8-15-07 461,456 461,456 2-15-08 925,000 4.50% 461,456 1,386,456 8-15-08 440,644 440,644 2-15-09 97.5,000 5.00% 440,644 1,415,644 8-15-09 416,269 416,269 2-15-10 1,030,000 5.50% 416,269 ! ,446,269 8-15-10 387,944 387,944 2-15-11 1,090,000 5.50% 387,944 1,477,944 8-15-11 357,969 357,969 2-15-12 1,150,000 4.40% 357,969 1,507,969 8-15-12 332,669 332,669 2-15-13 1,215,000 4.50% 332,669 1,547,669 8-15-13 305,331 305,331 2-15-14 1,285,000 4.60% 305,331 1,590,331 8-15-14 275,776 275,776 2-15-15 1,360,000 4.70% 275,776 1,635,776 8-15-15 243,816 243,816 2-15-16 1,435,000 4.75% 243,816 1,678,816 8-15' 16 209,735 209,735 2-15,17 1,515,000 4.80% 209,735 1,724,735 8-15,17 173,375 173,375 2-15-18 1,600,000 4.875% 173,375 1,773,375 8-15-18 134,375 134,375 2-15-19 '. 1,695,000 5.00% 134,375 1,829,375 8-15-19 92,000 92,000 2-15-20 1,790,000 5.00% 92,000 1,882,000 8-15-20 47,250 47,250 2-15-21 1,890,000 5.00% 47,250 1,937,250 TOTAL DUE EACH YEAR 1,787,913 1,802,300 1,810,963 1,817,600 1,827,100 1,831,913 1,834,213 1,835,913 1,840,638 1,853,000 1,866,108 1,879,593 1,888,551 1,898,110 1,907,750 1,921,375 1,929,250 1,937,250 PRINCIPAL AMOUNT OUTSTANDING 21,445,000 20,660,000 19,830,000 18,955,000 18,030,000 17,055,000 16,025,000 14,935,000 13,785,000 12,570,000 11,285,000 9,925,000 8,490,000 6,975,000 5,375,000 .3,680,000 ,890,000 0 J-29 DEBT SERVICE ESTIMATED. SCHEDULE OF REQUIREMENTS U.R.B. SERiES. 2002 PRiNCIPAL- $18,215,000. AT 5.5% INTEREST Electric Projects $4,440,000;. Water Projects. $6,300,000, Wastewater Projects. $10,000,000 DATE 2-15-04 8-15-04 2-15-05 8-15-05 2-15-06 8-15-06 2-15-07 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 8-15-18 2-15-19 8-15-19 2-15-20 8-15-20 2-15-21 8.15-21 2-15-22 Total Interest ESTIMATED PRiNCiPAL AMOUNT 555,000 4.00% 437,972 426,872 585,000 4.00% 426,872 415,172 620,000 4.00% 415,172 402,772 650,000 4.00% 402,772 389,772 685,000 4.00% 389,772 376,072 725,000 4.13% 376,072 361,118 765,000 6.00% 361,118 338,168 805,000 6.00% 338,168 314,018 850,000 6.00% 314,018 288,518 895,000 4.67% 288,518 267,620 940,000 4.77% 267,620 245,201 995,000 4.88% 245,201 220,923 1,045,000 4.98% 220,923 194,903 I1,100,000 5.08% 194,903 166,963 1,160,000 5.13% 166,963 137,209 1,225,000 5.19% 137,209 105,420 1,290,000 5.24% 105,420 71,622 1,360,000 5.13% 71,622 36,772 1,435,000 5.13% 36,772 10,842,740 ESTIMATED ESTIMATED INTEREST INTEREST RATE AMOUNT TOTAL DUE ON TOTAL DUE PAYMENT DATE EACH YEAR 992,972 426,872 1,419,843 1,011,872 415,172 1,427,043 1,O35,172 402,772 1,437,943 1,052,772 389,772 1,442,543 1,074,772 376,072 1,450,843 1,101,072 361,118 1,462,190 1,126,118 338,168 1,464,287 1,143,168 314,018 1,457,187 1,164,018 288,518 1,452,537 1,183,518 267,620 1,451,139 1,207,620 245,201 1,452,821 1,240,201 220,923 1,461,124 1,265,923 194,903 1,460,826 1,294,903 166,963 1,461,865 1,326,963 137,209 1,464,171 1,362,209 105,420 1,467,629 1,395,420 71,622 1,467,042 1,431,622 36,772 1,468,394 1,471,772 1,471,772 ESTIMATED PRINCIPAL AMOUNT OUTSTANDING 18,215,000' 17,130,000 16,545,000 15,925,000 15,275,000 14,590,000 13,865,000 13,100,000 12,295,000 11,445,000 10,550,000 9,610,000 8,615,000 7,570,000 6,470,000 5,310,000 4,085,000 2,795,000 1,435,000 0 J~30 DEBT SERVICE ESTIMATED SCHEDULE OF REQUIREMENTS U.R.B. SERIES 200'3 PRINCIPAL- $4,720,000 AT 5.5% INTEREST Electric Projects $4,720,000 DATE 2-15-04 8-15-04 2-15-05 8-15-05 2-15-06 8-15-06 2-15-07 8-15-07 2-15-08 8-15-08 2-15-09 8-15-09 2-15-10 8-15-10 2-15-11 8-15-11 2-15-12 8-15-12 2-15-13 8-15-13 2-15-14 8-15-14 2-15-15 8-15-15 2-15-16 8-15-16 2-15-17 8-15-17 2-15-18 8-15-18 2-15-19 8-15-19 2-15-20 8-15-20 2-15-21 8-15-21 2-15-22 8-15-22 2-15-23 ESTIMATED PRINCIPAL AMOUNT 0 185,000 190,000 195,000 200,000 205,000 210,000 220,000 225,000 235,000 245,000 255,00O 265,000 275,000 290,O00 300,000 315,000 330,000 345,000 365,000 ESMMATED ESTIMA~ I~T INTEREST RATE AMOUNT TOTAL DUE ON PAYMENT DATE TOTAL DUE EACH YEAR 0.000% 102,772 102,772 88,091 88,091 190,863 3.000% 88,091 273,091 85,316 85,316 358,406 2.500% 85,316 275,316 82,941 82,941 358,256 2.500% 82,941 277,941 80,503 80,503 358,444 2.500% 80,503 280,503 78,003 78,003 358,506 3.500% 78,003 283,003 74,416 74,416 357,419 4.000% 74,416 284,416 70,216 70,216 354,631 4.000% 70,216 290,216 65,816 65,816 356,031 4.000% 65,816 290,816 61,316 61,316 352,131 4.000% 61,316 296,316 56,616 56,616 352,931 3.125% 56,616 301,616 52,788 52,788 354,403 3.250% 52,788 307,788 48,644 48,644 356,431 3.500% 48,644 313,644 44,006 44,006 357,650 3.625% 44,006 319,006 39,022 39,022 358,028 3.750% 39,022 329,022 33,584 33,584 362,606 3.875% 33,584 333,584 27,772 27,772 361,356 4.000% 27,772 342,772 21,472 21,472 364,244 4.000% 21,472 351,472 14,872 14,872 366,344 4.125% 14,872 359,872 7,756 7,756 367,628 4.250% 7,756 372,756 372,756 ESTIMATED PRINCIPAL AMOUNT OUTSTANDING 4,850,000 4,850,000 4,665,000 4,475,000 4,280,000 ooo 3,875,000 3,665,000 3,445,000 3,220,000 2,985,000 2,740,000 2,485,000 2,220,000 1,945,000 1,655,000 1,355,000 1,040,000 710,000 365,000 0 J-31 · DEBT SERVICE ESTIMATED SCHEDULE OF REQUIREMENTS U.R.B. SERIES 2003 REFUNDING PRINCIPAL - $11,160,000 Electric Projects; Water Projects, Wastewater Projects DATE ESTIMATED ESTIMATED PRINCIPAL ESTIMATED INTEREST TOTAL DUE ON AMOUNT INTEREST RATE AMOUNT PAYMENT DATE ,, 2-15-03 0 0 0 8-1-03 297,921 297,921 2-1-04 365,000 4.00% 223,441 588,441 8-1-04 216,141 216,141 "2-1-05 1,180,000 4.00% 216,141 1,396,141 8-1-05 192,541 192,541 2-1-06 1,170,000 4.00% 192,541 1,362,541 8-1-06 169,141 169,141 2-1-07 1,155,000 4.50% 169,141 1,324,141 8-1-07 143,153 143,153 2-1-08 1,140,000 3.50% 143,153 1,283,153 8-1-08 123,203 123,203 2-1-09 1,120,000 3.75% 123,203 1,243,203 8-1-09 102,203 102,203 2-1-10 1,100,000 4.00% 102,203 1,202,203 8-1-10 80,203 80,203 2-1-11 1,075,000 4.00% 80,203 1,155,203 8-1-11 58,703 58,703 2-1-12 1,055,000 4.00% 58,703 1,113,703 8-1-12 37,603 37,603 2-1-13 1,035,000 4.13% 37,603 1,072,603 8-1-13 16,256 16,256 2-1-14 765,000 4.25% 16,256 781,256 Total Interest 2,799,655 TOTAL DUE EACH YEAR 297,921 804,581 1,588,681 1,531,681 1,467,294 1,406,356 1,345,406 1,282,406 1,213,906 1,151,306 1,088,859 781,256 ESTIMATED PRINCIPAL AMOUNT OUTSTANDING 11,160,000 11,160,000 10,795,000 9,615,000 8,445,000 7,290,000 6,150,000 5,030,000 3,930,000 2,855,000 1,800,000 765,000 J-32 Embracing the Past Exploring the Future APPENDIX K GENERAL & ADMINISTRATIVE TRANSFERS GENERAL AND ADMINISTRATIVE TRANSFERS The General and Administrative Transfers are used to reflect the cost of 2 types of activities. The first is to recover the costs of administrative services to the areas which are using those services. For example, transfers are used to reflect the cost of services received from administrative activities in the General Fund, such as accounting, purchasing, technology, and human resources services. Costs are allocated based on the results of an annual cost allocation plan done in the early part of the budget process. The transfers are also used as a mechanism to recover the cost of projects that may be budgeted in an operating fund, but are being funded from a different source. For example, the Parks Department .budgets for a number of activities that are funded from the Hotel/Motel Fund through the General and Administrative Transfer. The following page includes the schedule for the General and Administrative Transfers for FY 04. Most of the transfers come into the General Fund from other operating funds receiving the services. Just under $5.8 million is proposed to be allocated to the General Fund from various other funds. This includes 462,134 for drainage maintenance activities from the Drainage Utility Fund. Also included is $667,804 for the Community Development administrative functions, and $343,433 for parks related projects funded out of the Hotel/Motel Fund. It also includes $182,582 related to proposed service level adjustments in the General Fund that are proposed to be funded in part by sources other than the General Fund. $2.16 million is proposed to be allocated to the Utility Billing Fund from the five utility funds. Funds are also transferred from the Water and Wastewater Funds to the Electric Fund for administrative services provided by the Electric Fund; and from the Wastewater Fund to the Water Fund. K-1 FY 04 Proposed· General and Administrative Transfer Worksheet To General Fund: Community Development Parks Xtra Education Hotel Motel Wolf Pen Creek Conf Center Drainage Operations Electric Water Wastewater Sanitation BVSWMA Parking Enterprise Utility Billing Court Security Fund Insurance Funds Empl. Benefits Prop. Casualty Worker's Comp Fleet Print/Mail Communications General Capital Projects Street Projects Parks Projects General Government Parks Escrow Projects New Conference Center Northgate Parking Garage Business Park Utility Capital Projects Electric Projects Water Projects Wastewater Projects Drainage General Fund Total FY 03 FY 04 FY 04 FY 04 Approved Proposed Base Proposed Total Proposed. Budget Budget SLAs Budget $ 689,827 $ .. 664,031 $ 3,773 30,590 31,062 0. 265,848 267,671 0 77,199 75,762 0. 276,936 0. 0 410,748. 462,134 163,809 665,884 582,421. 6,000. 329,139 304,486. 1,800· 292,247. 298,642 1,200 344,465 365,423. 1,200 348,148 387,064 1,200. 0 21,898 0 595,212 486,881. 3,600 30,327. 48,548 0. 54,949 49,520 0 131,990 126,645. 0 131,991 126,645 0 137,177 134,043 0 47,327. 45,829 0 85,000. 100,000 0 250,000 350,000 0 20,000. 20,000 0 60,000 120,720 0 5,000 10,000 0 50,000 41,340 0 0 0 0 50,000 0 0 0 90,000 18,082 0 275,000 150,000 0 200,000 140,852 0 185,000. 172,302 0 $ 6,130,004 '$. . 5,602,001 $ .. 182,582 To Utility Customer Service: Electric , Water Wastewater Drainage Sanitation Utility Customer Service $ ..... 1,132,658 $. . 1,207,200 622,531 663,500 72,406 77,200 25,000 25,000 72,406 77,200 $ 1,925,000 $. 2,050,100 $ 62,729 34,477 4,010 0 4,010 $ ...... 105,226 $. 667,804 31,062 267,671 75,762 .0 · 625,943 .588,421 306,286 299,842 366,623 388,264 . 21,898 .490,481 48,548 .... 0 ·' 49,520 . .126,645 126,645 · 134,043 45,829 · 100,000 .0 · 35°,000 20,000 · 120,720 10,000 · 41,340 0 . .. 0 18,082 150,000 .. 140,852 172,302 To Electric Fund: Water Wastewater Electric Fund Total $ $ 213,000 $. 213,000. ..426,000 ~i .. 197,500 197,500. .395,000 To Water Fund: Wastewater Water Fund Total $ 279,400 $ .. 285,000 $ .279,400 $ .285,000 $. ·5,784,583 To Communications Fund: General Electric Water Wastewater Sanitation BVSWMA Utility Billing Fleet Print/Mail Communications Fund Total 38,100 0 4,500 0 1,500 0 1,800 0 1,000 0 1,500 0 1,500 0 700 0 200 0 $ 50,800 $. .o $ 1,269,929 697,977 81,210 25,000 81,210 Total All Funds $ 8,811,204 $ 8,332,101 $ 287,808 $ $. .2,155,326 .197,500 197,500 .395,000 285,000 285,000 0 8,619,909 K-2 Embracing the Past Exploring the Future APPENDIX L FY 2002-2003 STRATEGIC PLAN STRATEGIES AND IMPLEMENTATION PLANS FY 2003-04..STRATEGIC ~PLAN STRATEGIES & IMPLEMENTATION PLANS Core. Services Vision Statement We will provide high quality' customer focused basic city services..at a reasonable cost. Strategy #1 We will· provide· infrastructure with the capacity to meet current and projected projects. ImPlementation Plans a. Provide effective, drainage programs b. Provide effective electric, water,, and wastewater services c. Provide. effective technology services d. Provide effective. Solid Waste./Landfill programs e. Provide effective. Cemetery services Strategy #2 We. will promote, public safety and health. Implementation Plans a. Provide effective police protection b. Improve interagency public, safety, coordination c. Provide effective Fire/EMS services d. Pursue effective emergency management services e. Provide health services through, the Brazos County Health Department f. Provide. animal control and adoption through the Brazos Animal. Shelter Strategy #3 We. will promote effective, communication (interdepartmentally and the public) Implementation Plans a. Effectively utilize, television b. Implementation of City Marketing plan c. E-Government implementation d. Develop employee communication plan e. Develop and implement alternate communication with Public f. Review and improve advisory board communication Strategy #4 We will rehabilitate infrastructure as needed. Implementation Plans a. Update older infrastructure b. Implement Southside rehabilitation plan Strategy #5 We will provide streets, traffic and transportation systems. Implementation Plans a. Provide effective street programs b. Provide effective traffic programs c. Provide effective regional transportation programs D1 FY 2003-04 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS Strategy #6 We. will provide a workplace that fosters creative, ideas for delivery of core services. Implementation Plans a. Provide. effective training and development programs b. Provide effective recognition systems c. Provide effective performance evaluation systems d. Promote. creativity, and innovation in service delivery L-2 FY 2003-04 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS Parks. and Leisure Services Vision Statement We will continue to promote a wide range of leisure, recreational and cultural arts opportunities. Strategy #1 We will. maintain an integrated parks system driven by connectivity. implementation Plans a. Continue implementation of. Park Maintenance Standards b. Implementation urban forestry management plan c. Implement greenway/bikeway plans, that foster connectivity Strategy #2 We will promote programs, and facilities that target all age groups Implementation Plans a. Continue efforts to make. parks more intergenerational b. Review leisure service, programs c. Pursue. cooperative efforts, with the City of Bryan on joint programming d. Development of Veterans Park Phase 2 e. Develop new. five-year Parks Capital Improvement Projects Strategy #3 We will promote, cultural arts. Implementation Plans a. Promote performing art b.' Promote public art c. Library services improvement d. Performing arts facilities development e. Develop a museum Strategy #4 We will. pursue, regional planning and development efforts Implementation Plans a. Implement regional planning and develop initiative L-3 FY 2003-04 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS. Planning and Development Vision Statement We will continue to promote a well-planned community Strategy #1 We will continue to revise and guide the development process through the Unified Development Ordinance (UDO) Implementation Plans a. Revise the technical standards for infrastructure construction b. Revise the drainage ordinance (UDO. Section 7.8) c. Revise the. Subdivison Regulations (UDO Article 8) d. Update Park land dedication ordinance Strategy #2 We will continue to support an intermodal transportation action plan. Implementation Plans a. Develop an intermodal transportation action plan Strategy #3 We, will continue to provide for a well planned community (we will promote well- planned neighborhoods) Implementation Plans a. Provide proactive code enforcement services b. Provide Neighborhood Services c. Guide. growth through planned annexation d. Update Greenway master plan e. Small area planning L-4 FY 2003-04 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS Economic DeveloPment Vision Statement We will continue, to promote a strong and diverse economic environment. Strategy #1 We will promote the development of strategic areas Implementation. Plans a. Promote. commercial development in the Wolf Pen Entertainment district b. Promote development in the. Rock Prairie Road Commercial area c. Promote development in Crescent Pointe (tax increment reinvestment one. #I5)and surrounding area Strategy #2 We. will continue to strengthen and diversify the tax and job base. Implementation Plans a. Pursue. development of a second class "A" business park for continued recruitment of Technology companies b. Pursue update of the incentives guidelines Strategy #3 We. will promote tourism. Implementation Plans a. Support the operations, of Brazos. Valley Convention & Visitors Bureau b. Continue. development of Hotel / Conference Center and Corporate. headquarters c. Explore development / recruitment of a new venue Strategy #4 We. will promote revitalization and redevelopment Implementation Plans a. Promote redevelopment of targeted properties and areas b. Target CDBG funds, to. infrastructure rehabilitation c. Target CDBG and HOME funds for low-mod income, housing, projects, and improvements d, Proactive code enforcement Strategy #5 We will encourage, and integrate the city's economic development efforts with the Research Valley Partnership. Implementation Plans a. Monitor Research Valley Partnership-(RVP)performance and programs. b. Incorporate Research. Valley Partnership branding c. Enhance marketing mechanisms utilized to target site location consultants, real estate professionals, and. business executives. L-5 APPENDIX M GLOSSARY GLOSSARY Activity. Center: The lowest level at which costs for operations, are maintained. /~d Valorem _Tax__.. A tax based on the value of property. Appropriation. A legal authorization granted by the Council to. make. or. incur expenditures/expenses for specific purposes. BudgeI: 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. BVSWMA: Brazos Valley Solid Waste Management Agency.. BVSWMA was formed under a joint solid waste management agreement between the cities of College Station and Bryan to. cooperatively operate a joint landfill facility for the. proper disposal of solid waste for the two cities and outside customers. _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. Cash Basis:. Method of accounting and budgeting that recognizes revenues when received and expenditures when paid. _Certificate of Obligation (C.O.): Long-term debt that is authorized by the City Council and does not require prior voter, approval. _Certified Annual Financial Report (CAFR): The published results of the City's annual audit. Charter of AccountS: A chart detailing the system of general ledger accounts. ~ Council: The current elected officials of the City as set forth in the City's Charter. ~ Managerer: The individual appointed by the City Council who is responsible for the administration of City affairs. Ca.r2ital Improvement Program (CIP): A multi-year program of projects that address both repair and replacement of existing infrastructure as well as the development of new facilities to accommodate, future, growth. Competitive bidding pro_c_e~- The process following. State law requiring, that for purchases, of $15,000 or more, a city. must advertise, solicit, and publicly open sealed bids from prospective vendors. After a review period,, the Council then awards the bid to the successful bidder. 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. DebkService: The annual amount of money necessary to. pay the. interest and principal (or sinking fund contribution), on outstanding debt. Department: Separate. branch of operation in the organization structure. Unit of a department. Effectiveness Measure: Measure that demonstrates whether a program is accomplishing its intended results. These should show the. impact of the program. Efficiency Measure- This is a ratio of inputs, to outputs.. For example: cost per inspection, calls for service per officer. Emergency: An unexpected occurrence, i.e., damaging weather conditions, that require the unplanned use of. City funds. 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. M-1 Enter~rise 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. Equi~: See Fund Balance. Expenditure/F~pense: Decrease in net financial resources for the purpose of acquiring, goods or services. The General Fund recognizes expenditures and the Proprietary Funds recognize expenses. Fiscal yea~: 12. month, budget period, generally extending from October 1st through the following September 30th. EixedAssets: Asset of a long-term nature which are. intended to. continue to. be held or used, such as land,, building, improvements other than buildings,, machinery, and equipment. ~: Full Time Equivalent. A position that is equivalent to a full-time 40 hour. work week.. This is the method by which temporary/seasonal and part-time workers are accounted for. Fund: An inc~ependent 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. _GAA~: See Generally Accepted Accounting Principles. General and Administrative associated with the administration of services. Costs City General Fund: The City fund used to account for all financial resource and expenditures of the City except those required to be accounted fOr in another fund. General Ledger: The. collection of accounts reflecting the. financial position and results, of operations for the. City. Generally_ Acce.~d 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 Bonds: Bonds for whose payment the full faith and credit of. the.: City has been pledged. GFOA: Government Finance. Officers. Association of the United States and Canada. Governmental Accounting Standards Board LG2~S]~:. 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. 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. Implementation Plan: The specific actions that will be taken to implement a strategy within the City's strategic, plan. Investments: Securities held for the production of income,, generally in the form of interest. Line Item Budget: The presentation of the City's adopted budget in a format presenting each Department's approved expenditure/expense by specific account. Long-Tenn Debt: Obligation of the City with a remaining maturity term of more that one (I) year. Mission Statement: Purpose of the organization; why the organization exists and whom it benefits. Net Working_Capigl: Current Assets less Current Liabilities in an enterprise or internal service fund. M-2 Non-Recurring Revenue: Resources recognized by the City that are unique and occur only. one time or without pattern. Official Budget: The budget as adopted by the Council. One-Time Revenues.: See Non-Recurring Revenues. ©perating 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. ~utput Measure. This is the quantity of work produced or generated. PerfOrmance Measure: Tool to determine the levels of service are being provided by the organization. Proprietaw Funds: See Utility Funds. Reserves. An account used to designate a portion of the. fund balance (equity)as legally segregated for. a specific future use. Retained Earnings: The. equity account reflecting the. accumulated earnings of the Utility Funds. 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. ]~sJ~: The liability, either realized or potential, related to the City's daily operations. Service Level: The current outcomes and services provided to citizens and customers by the City as approved, in the annual budget. 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. $ink~ag_Fund. A fund which is accumUlated through periodic contributions which must be placed in the sinking fund so that the total contributions, plus. their compounded earnings will be sufficient to. redeem the sinking fund bonds when they mature. ~nleg~: A policy choice that identifies purposes, policies, programs, actions, decisions, or reSource allocations that define what path the City will take to. move. toward the visions and why that path. has been chosen. 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. 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. Undesignated Fund Balance: The. portion of the fund balance that is. unencumbered from any obligation of the City. UtiliW Revenue Bond- Debt issued by the City and approved by the. Council for which payment is secured by. pledged utility revenue. Vision Statements: Description of what the community should look like in the future.. Based on the Council's. values, they provide direction about the. intended impact the organization should have. on the community. Provide answers to the preamble,. "As a result of our efforts, citizens will..." M-3