HomeMy WebLinkAboutFY 2000-2001 -- Approved Annual BudgetI ·1
City of College Station, Texas
Fisca� Year 2000-2001
Approved Annual Budget
On 6e/ialf af tlie citiuns af Colk9e Station)
a unique community amf home af
Texas A&M University)
�!!"'II tlie City Councif wi!f promote tlie safety)
liea.Cth amf 9eneraf weLI-6eing af tlie
community within tlie 6owu!s af fiscaL
responsi6ifity wfim preserving amf ·
advancing tlie quality af Cife resu!ting in -
exceptiona! civic pru!e.
CITY OF
COLLEGE STATION
APPROVED BUDGET
FOR FISCAL YEAR
OCTOBER l, 2000 TO SEP TEMBER 30, 2001
MAYOR
LYNN MCILHANEY
JAMES MASSEY, COUNCILMAN
RON SILVIA,COUNCILMAN
WINNIE GARNER, COUNCILMAN
LARRY MARIOTT, MAYOR PRO-T EM
DENNIS MALONEY, COUNCILMAN
ANNE HAZEN, COUNCILMAN
THOMAS E. BRYMER, CITY MANAGER
JEFF KERSTEN, BUDGET AND STRATEGIC
PLANNING MANAGER
11o··.
CITY OF COLLEGE STATION, TEXAS
ELECTED OFFICIALS:
PRINCIPAL CITY OFFICIALS
OCTOBER 2000
MAYOR ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• LYNN R. MCILHANEY
COUNCIL MEMBERS ••••••••••••••••••••.••••••••••••••••••••••••••..••••••••••••••••••••••••••••• JAMES MASSEY
••••••••••••••••••••••••••.•••••••••••••••••••••••••••••••••••••••••••••••••••••••...••••••••••••••••••.••••••••••• RON SILVIA
•••••••••.•.•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• WINNIE GARNER
••••••.••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• LARRY MARI OTT, MAYOR PRO-TEM
•••••••••.••••••••••••••.•.•••••••••••••••••••.•••••••••••••••••••••••••••••••••••••••••••••••••••••••••• DENNIS MALONEY
•••••••••••••...•.••..••••••..•..••.•.••.••••••••..•.•••••.••••••.•••••.•.•....••••••••••....••••••••.•..••.••••. ANNE HAZEN
CITY ADMINISTRATION:
CITY MANAGER •••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• THOMAS E. BRYMER
ASSIST ANT 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 MANAGER •••••••••••••••••••••••••••••••••••• JEFF KERSTEN
DIRECTOR OF PUBLIC WORKS •••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• MARK SMITH
DIRECTOR OF PARKS AND
RECREATION •••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• STEPHEN C. BEACHY
DIRECTOR OF DEVELOPMENT
SERVICES •••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• JIM CALLAWAY
DIRECTOR OF THE OFFICE OF TECHNOLOGY
AND INFORMATION SERVICES •••••••••••••••••••••••••••••••••••••••••••••••••••••••• LINDA S. PIWONKA
DIRECTOR OF HUMAN RESOURCES .................................................. JULIE O'CONNELL
DIRECTOR OF ECONOMIC DEVELOPMENT •••••••••••••••••••••••••••••••••••••••••••••••••• KIM FOUTZ
CITY ATTORNEY •••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• HARVEY CARGILL, Jr.
CITY SECRETARY ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• CONNIE L. HOOKS
The Government Fmance Officers Association of the United States and Canada
(GFOA) presented an award of Distinguished Presentation to the Qty of
College Station for its annual budget for the fiscal year beginning October 1,
1999. 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 communication device. The
award is valid for a period of one year only. We believe our current budget
continues to conform to program requirements, and we are submitting it to
GFOA to determine its eligibility for another award.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of College Station,
Texas
For the Fiscal Year Beginning
October 1, 1999
� N, j}_fh/.�
President Executive Director
Embracing the Past
. . ' :· " � .
Exploring the Future
TABLE OF CONTENTS
Transmittal Letter .................................................................................................. 1
Executive Summary
Executive Summary ......................................................................................... 5
City Organization Chart ................................................................................. 27
Fiscal Year Comparison Summary .................................................................. 28
Graph of Net Operating Budget ...................................................................... 29
All Funds Summary ...................................................................................... 30
Analysis of Tax Rate ...................................................................................... 31
Analysis of Property Evaluations ..................................................................... 32
Strategic Plan Summary ...................................................................................... 33
Council Vision Statements
#l Customer-Focused City Services ................................................................ 39
Service Levels and Performance Measures .................................................. 43
#2 Safe, Secure and Healthy Environment ...................................................... 73
Service Levels and Performance Measures .................................................. 78
#3 Clean Environment That Enhances And Protects the Quality Of Life ........... 105
#4 Cultural Arts And Recreational Opportunities ............................................ 107
Service Levels and Performance Measures ................................................ 111
#5 Participate And Contribute To The Well-Being Of Our Community ............ 127
Service Levels and Performance Measures ................................................ 129
#6 Easily Travel To, Within And From The Community .................................. 131
Service Levels and Performance Measures ................................................ 133
#7 Strong And Diverse Economic Environment ............................................. 137
Service Levels and Performance Measures ................................................ 140
#8 Well-Planned Neighborhoods ................................................................... 153
Service Levels and Performance Measures ................................................ 155
TABLE OF CONTENTS
Financial Summaries
General Government Funds
General Fund ......................................................................................... 163
Police Department .......................................................................... 168
Fire Department ............................................................................. 170
Public Works .................................................................................. 17 2
Parks and Recreation ...................................................................... 174
Library ........................................................................................... 17 6
Development Services ..................................................................... 178
Office of Technology and Information Services .................................. 180
Fiscal Services ................................................................................ 182
General Government ....................................................................... 184
Debt Service Fund .................................................................................. 186
Parks Xtra Education Fund ...................................................................... 193
Economic Development Fund .................................................................. 197
.:.•. Court Security Fund ......................... :: ...................................................... 200
Court Technology Fund .......................................................................... 203
General Government Capital Improvement Projects .................................. 207
Enterprise Funds
Public Utilities Department ...................................................................... 231
Electric ........................................................................................... 236
Water ............................................................................................ 240
Wastewater .................................................................................... 244
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Sanitation .............................................................................................. 248
Parking Enterprise Fund .......................................................................... 252
Brazos Valley Solid Waste Management Agency ........................................ 256
Utility Capital Improvement Projects ........................................................ 261
TABLE OF CONTENTS
Special Revenue Funds
Hotel/Motel Fund ................................................................................... 273
Community Development Fund .............................................................. 276
Wolf Pen Creek TIF ............................................................................... 279
Internal Service Funds
Internal Services Fund ............................................................................. 283
Equipment Replacement Fund ................................................................. 289
Utility Billing .......................................................................................... 293
Self Insurance Funds ............................................................................... 297
Appendices
Budget Ordinances ...................................................................................... A-1
Service Level Adjustments List ...................................................................... B-1
Personnel List ............................................................................................. C-1
Historical Revenue Report ............................................................................ D-1
Budget Provision Stated in Charter ................................................................ E-1
Fiscal and Budgetary Policy Statements .......................................................... F-1
Outside Agency Funding .............................................................................. G-1
Miscellaneous Statistical Data ....................................................................... H-1
2000-2001 Strategic Planning And Budget Process ....................................... .1-1
Debt Service Schedules ................................................................................. J-1
General and Administrative Transfers ........................................................... K-1
2000 Strategic Planning And Strategic Implementation Plans ........................... L-1
Glossary ............................................................................................................. M-1
lndex .................................................................................................................. N-1
Embracing the Past
. , .. · :
Exploring the Future
The City of
College Station, Texas
P.O. Box 9960 •
November 1, 2000
Embracing the Past, Exploring the Future.
1101 Texas A venue • College Station, TX 77842 • (979) 764-3500
www.ci.college-station.tx.us
Honorable Mayor and City Council,
In accordance with the City of College Station's Charter and on behalf of the Management
Team, I am pleased to present the Approved FYOl Annual Budget totaling $172,657,143 for all funds. Of this amount, $106,694,208 is for operations and
maintenance expenditures and $65,962,935 is for capital improvement projects. This
approved budget includes the modifications made and approved by the City Council to the
proposed budget.
The approved budget for FYOl is the result of the Council's proactive
emphasis on strategic planning. This emphasis has produced a budget with
five key themes. They are:
1. Continued pursuit of excellent customer service
2. Addressing our physical growth
3. Infrastructure maintenance, replacement, and expansion
4. Resources committed to neighborhood safety, integrity, and planning
5. Further diversification of our tax base through economic development
Strategic planning has driven the compilation of this budget. Hockey great
Wayne Gretzky is credited with a quote that explained his great play. Gretzky said, "I
skate to where the puck is going to be." Essentially, that statement defines strategic
planning. Council and staff have been working in a strategic planning mode over the last
several months to "skate" to where we think "the puck is going to be" in terms of the
issues facing College Station in the next one to five years. As a part of this strategic
planning effort, Council first identified "who" the City of College Station is by updating our
mission statement. Next, Council identified what that mission statement should look like
to our citizens in their daily lives by revamping and creating eight new vision statements.
Council then took those vision statements and identified 32 strategies that would move
College Station toward those visions. Finally, Council identified 7 5 implementation plans
to attain those strategies. Of those implementation plans, 18 are ongoing, 31 are short
term, 17 are medium term, and 9 are long term.
The strategic plan's content is reflected throughout this Approved FYO 1 Budget. In fact, it
should be our goal for the annual budget to simply be an extension of the overall strategic
planning process. This plan shows that approximately $26 million in existing capital and
operating resources is available to carry out the plan over the next three to five years. It
also shows that just over $18 million in new capital and operating resources is needed so it
Home of Texas A&M University
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can be implemented. Many of these new resources are included in the approved FY 01
Budget. The strategic plan not only allows us to combine our multi-year financial
forecasting with the budget process. It also allows us to see the resource allocation within
each vision statement.
Maintaining excellent quality customer service is the first theme that the
strategic plan indicates should be implemented through the Approved FYO 1
Budget. This budget reflects a continuation of the commitment the Council made in
FYOO to have the City's work force pay be as market competitive as possible.
Competitive salaries and wages allow us to attract and retain well-qualified employees.
Such a commitment is vital for a service organization like ours so that we can provide our
citizens with the high quality services they expect. In order to accomplish this, Council
gave approval in FYOO to a multi-year plan to make the City's pay plan viable in the
various labor markets in which we compete. FYOl represents the second year of that
multi-year commitment with $1,354,500 allocated to fund this effort. City of College
Station employees have made every effort to show that the Council's commitment to
excellent customer service via competitive compensation is reflected in our citizens'
perceptions of the services they receive. This year's citizen survey continues to show that
our citizens are pleased with the services that they receive in exchange for the taxes and
fees that they pay. According to this survey, 90% surveyed indicated they were either
satisfied or very satisfied with overall City services.
High quality, excellent customer service results not only from the Council's commitment to
competitive employee pay, but also through wise allocation of new resources to either
maintain or expand service levels that we call "service level adjustments". Another aspect
of excellent customer service that the strategic plan contains is to begin to address
customer service through technology and the information revolution now underway
through the use of the Internet. Funding is included in the approved budget for
preparation of an Intemet/E-govemment plan. Funding is also included so that our
electric utility can build a "backbone" of technology that will allow utility bill payment over
the Internet or telephone. This technology will also serve other City departments as they
move towards provision of service through the Internet.
Secondly, the strategic plan directs the budget to address the increased
demand for services that has resulted from our physical growth. Our
population continues to grow at the rate of approximately 3% annually. Residential,
commercial, and university-oriented multi-family development continues to occur. This
new development and population growth requires additional city services. There are 22.5
full time equivalent new positions in this budget, which represents a 3% increase in our
total work force. This is in line with our annual growth rate and reflects the new service
demands that growth creates.
Infrastructure maintenance, replacement, and expansion is a third theme that
our strategic plan indicates should be addressed in this budget. Monies are
approved for major maintenance of our streets and roads through seal coating and asphalt
overlay. Dollars are also earmarked in the approved budget for major maintenance to
certain of our public swimming pools. Capital projects in this budget total $66 million
and are a major reason for the increase in this budget over the FY 00 budget. This
increase reflects a need to invest in our infrastructure for several reasons. A growing
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community must maintain the infrastructure it has in order to keep the quality of life it
desires. This approved budget has $33. 7 million in street, parks, and drainage projects as
well as public facility projects intended to maintain this infrastructure. There are also
capital projects in this budget to continue Northgate redevelopment through the building of
the College Main parking garage, as well as construction of the new conference
center /hotel/performing arts center complex. A community experiencing growth must
also invest in infrastructure expansion to keep pace with that growth. This budget
contains major capital projects to deal with growth, most notably in the utility area. A
total of $32.3 million is budgeted for utility capital improvement projects including
expansion of our Lick Creek Waste Water Treatment Plant as well as construction of a
new water well and well field raw water transmission line. These projects are directly
related to our growing community and the need to increase water and wastewater utility
service capacity.
A fourth theme this strategic plan spotlights for inclusion in the approved
budget revolves around resources committed to neighborhood safety and
integrity, transportation, and planning. In FYOl funding for implementation plans
in the strategic plan that address additional land use planning, transportation, sidewalks,
neighborhood lighting, and loud noise abatement is included. These areas touch on Vision
Statements 2, 6, and 8 and involve a commitment to budget both operating and capital
funding in the amount of $10 million as outlined in the Strategic Plan.
Further diversification of our tax base through economic development is a fifth
FYOl budget theme derived from our strategic plan. Funding of $2.8 million is
included to carry out these initiatives. These funds are for completion of our existing
business park, master planning a second business park site purchased in FYOO, and
acquisition of a third business park site.
This approved FYOl Budget is an acknowledgement of the City of College Station's
excellent stewardship of the resources entrusted to us by our citizens. This budget is based
on the ad valorem tax rate of $0.4293 per $100 of assessed valuation, which is the same
as the FY 00 tax rate. The tax rate was approved at its current level in order to deal with
the areas of emphasis mentioned above, particularly growth, service quality, neighborhood
integrity, and infrastructure. All utility fund revenues are estimated based on current rate
structures. The only exception is the Solid Waste Collection Fund where an increase of 50
cents in the monthly residential garbage rate was approved to allow for the addition of a
new residential collection route and expansion our street sweeping program. Also
approved was an increase in the commercial rolloff rate from $75 to $100.
Finally, this budget is tied tightly to our five-year financial forecasting. As such, the
Approved FYO 1 Budget is consistent with the financial forecast shown to Council in May
at its strategic planning retreat. As I mentioned this past March when Council considered
market adjustments to our employees' pay, a choice was made at that time that
significantly influences our annual budgets in the next five years. We will be placing more
resources in our operating budget to cover these salary costs. This in tum decreases the
availability of financial resources for other things. However, being the service organization
that we are, this investment in human resources is prudent and needs to be made. From a
practical standpoint this will mean that other funding requests, particularly funding for
outside agencies, will need to be reviewed carefully by Council. Also, when capital
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projects that generate additional operating expenses come on line, we need to seriously
look at creating a new revenue stream to fund those operational expenses, rather than
absorb them in our existing revenues. We will also need to be mindful of when new
expenditures involve on-going costs and when they are creating one-time costs. On-going
costs absorb financial resources over the long term and can in some situations, reduce our
flexibility to deal with future challenges and opportunities.
This approved budget involves a team effort that requires a partnership between the City
Council, City staff, and our citizens. I want to thank the Management Team for their
effort and diligence in putting this budget together. In particular, I want to thank the staff
in our Budget/Strategic Planning Office for their long hours and hard work in pulling
together this important next step in the strategic planning process.
I would also like to thank the City Council for the effort that went in to reviewing and
modifying the budget to make it the best possible plan for the citizens of College Station.
Finally, I would like to thank the City Council for their strategic planning focus and
willingness to "skate to where the puck is going to be."
Sincerely,
Thomas E. Brymer
City Manager
cc: Management T earn
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CITY OF COLLEGE STATION
2000-01 BUDGET
EXECUTIVE SUMMARY
"On behalf of the citizens of College Station,
a unique community and home of Texas A&M
University, the City Council will promote the
safety, health and general weU-being of the
community within the bounds of fiscal
responsibility while preserving and advancing
the quality of life resulting in exceptional civic
pride.,,
City of College Station Mission Statement -
January 2000
Vision Statements 2000-2001
• Customer Focused Services
• Safe, Secure and Healthy Environment
• Clean Environment that Enhances and
Protects Quality of Life
• Cultural Arts and Recreational
Opportunities
• Participate and Contribute to the Well
Being of Our Community
• Easily Travel, To Within and From the
Community
• Strong and Diverse Economic
Environment
• WeU Planned Neighborhoods
The following is a summary of key elements
included in the Fiscal Year 2000-2001 Approved
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 the resources for
quality city services in College Station. The 2001
fiscal year begins October 1, 2000 and ends
September 30, 2001.
This document is presented by function or program
as they address one of the eight 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.
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This year the City Council began a strategic
planning process that focuses on the overall policy
direction of the City of College Station. This budget
was prepared in the context of providing resources
to implement the Strategic Plan in FY 01. The
strategic planning process will be described in more
detail later in this Executive Summary.
The budget was also prepared in the context of the
Financial Forecast which predicts the fiscal impact
of current and future budgetary decisions in a five
year forecast. The budget also continues the
implementation of decisions made by the City
Council over the past year. These decisions will be
outlined later in this summary .
The budget document is intended 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. The
intent is also to demonstrate the City's near term
commitments and to meet the financial policies
approved by the City Council. The document is
designed to show citizens the services being
provided and their associated costs .
The following is a summary of the FY 01 Approved
Budget.
FY 01 Approved Net Budget Summary
Fund Type Approved Net
Budget
Governmental Funds $37,115,023.
Enterprise Funds 82,975,862
Special Revenue Funds 6,603,323
Subtotal O&M $106,694,208
Fund Balance/Working Cap. $16,720,000
Transfers to CIP Subtotal
Capital Projects Subtotal $49 ,242, 935
...
Total Approved Net $172,657.143
Budget
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Budget Format
Budget Summary Section
The approved budget is broken into four main
sections. The first is the Budget Summary. It
includes the Executive Summary, Overall Funds
Summary, and Strategic Plan Summary. This
· section provides the reader with a general overview
of the approved budget and identifies the 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 eight Council Vision Statements .
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 the 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. Efforts
continue to refine and improve the performance
measures to make sure they are meaningful.
Also included in this section is a budget summary
organized by service levels. The budget summary
provides a brief description of the activity, the
approved budget, and the number of personnel
included in the activity.
Financial Section
Following the Vision Statements is the Anancial
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 00 budget revenues and expenditures, FY 00
year end estimates, FY 01 base departmental
requests, and the total FY 01 approved budget.
The financial section of the document is broken
into four fund types. These are General
Government Funds, Enterprise Funds, Special
Revenue Funds, and Internal Service Funds.
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
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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 on page
F-1.
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 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 approved d Capital
Improvement Projects Budget for FY 01. This
includes the General Government Capital Projects
and the Utility Capital Projects. A summary of the
operational impact the approved 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 approved in the budget, the
Financial and Budget Policies, and other schedules
necessary for a comprehensive budget document.
A shortened version of the budget, called the
Citizen's Approved Budget, is prepared. It excludes
many of the appendices and detailed financial
summaries, to make the document less bulky and
more user friendly.
The budget is submitted to the City of College
Station City Council approximately 45 days prior to
the end of the fiscal year. Copies are placed with
the City Secretary and in the College Station
branch library for citizen review. The approved
budget is also available on the City's Internet site:
www.ci.college-station.tx.us.
Strateg ic Planning and Budgetary
Management
Strategic Planning
In December 1999, the City Council made the
decision to begin a strategic planning process for
College Station. The first step in that process was
a City Council retreat in early January 2000. The
City Council spent time assessing the City's overall
strengths, weaknesses, opportunities, and threats;
and developed a new Mission and Vision
Statements, or overall goals, for the City. The
Mission Statement and Vision Statements have
provided the framework for the rest of the strategic
planning process and the preparation of this
approved budget.
The next step in the process involved reviewing a
series of existing plans and assessing their
strengths, weaknesses, opportunities and threats.
The review also examined whether these plans
were moving toward the new mission and vision
statements. The plans reviewed included the
Financial Policies, the Financial Forecast, the
Comprehensive Plan, the Parks Master Plan, the
Fire Department Master Plan, the Northgate
Redevelopment Plan, and others.
Input from many of the Council-appointed boards
and committees was gathered as part of the
strategic planning process. These committees
provided input on what they felt were significant
priorities for the next several years. Also, the City
departments put together a list of preliminary
budget priorities this spring. This information, along
with the results of the annual citizen survey was
presented to the City Council.
In May of this year, the City Council held their
annual planning retreat. At the retreat, the City
Council 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 within the vision statements.
Next, implementation plans were identified for each
of the strategies. These implementation plans are
the specific means of meeting the strategies, and
each of the overall vision statements identified.
Each of the implementation plans include the
following information: responsible party, a brief
summary, what policy change if any is involved,
resources needed, and key milestones. This budget
document addresses the resources needed to carry
7
out the implementation plans that require additional
resources.
A total of 32 strategies and 75 implementation
plans were identified by the City Council in the
2000-01 Strategic Plan, which was adopted by the
City Council in September 2000.
Page 33 and Appendix L includes a summary of the
Strategic Plan.
Budgetary Management
The strategic planning process and the budget
process have been 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 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 Approved Budget
is developed.
The FY 01 Approved Budget continues the strategy
of not appropriating funds for anticipated vacant
positions. All salary and benefit amounts are
budgeted approximately 3% lower than actual
salary costs, due to existing or anticipated vacancies
that will occur in the year. The budget for salaries
continues the pay plan changes approved by the
City Council in March. Also included in the
approved budget are changes in the contribution to
the health benefits fund as presented to the City
Council in May.
The Budget staff evaluated the current budget prior
to developing target budgets for FY 01. Part of the
analysis was to identify and reduce budget targets
for all "one-time" types of expenditures
(expenditures for capital, special studies and other
like items) included in current budgets. This analysis
provided reductions totaling approximately $1.1
million from departmental targets.
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
equipment replacement and utilities and provided
those to the departments. The department target
budgets also included a 2% increase in all other
non-salary and benefit accounts. This was done to
· ..
: . •,
· . .'·
� . : ..
account for increased costs and increased demands
for service.
Items determined to be in excess of the target
budget were submitted and reviewed as Service
Level Adjustments (SLAs). The SLAs were
reviewed by the City Manager, Assistant City
Manager, Fiscal Services Director, and Budget
Manager. The approved list was also reviewed
with affected department directors and with the
Management T earn as a whole. The finalized list is
included in this approved budget. Also included in
the budget is a list of all service level adjustments
requested by departments but not included in the
approved budget.
SLAs were approved 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.
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 Revised FY 00 Budget to the Approved FY 01
budget, including service level adjustments. This
comparisons shows a 4.4% increase in the
operating portion of the budget. This increase is
due to the approved service level adjustments, as
well as the additional costs associated with the pay
plan changes approved earlier this year.
Ope rating Budget Expenditure Comparisons
Fund Revised FY Approved FY Percent
00 Budget 01 Budget Change
General $32,095,505 $34,600,494 7.8%
Combined Utility 35,717,803 36,699,439 3.6%
Sanitation 3,431,496 3,720,806 8.4%
BVSWMA 4,463,157 3,827,021 (14.3%)
Utility Billing 1,275,272 1,398,762 9.7%
Internal Services 1,723,233 1,850,505 7.4%
Other Operating Funds 199,074 243,937 22.5%
Totals $78,905,540 $82,340,964 4.4%
Fiscal and Budgetary Policies
Each year as part of the budget process the Fiscal
and Budgetary Policies are reviewed. The
approved policies are included as Appendix Fin
this document. These policies are the framework
for preparing the budget as well as for the financial
management of the City. Earlier this year as part
of the strategic planning process the policies were
reviewed with the City Council. At that time, the
suggestion was made that proposed revisions be
brought back to the City Council for consideration.
Several changes have been approved to these
policy statements. The key approved revisions
include changing the recovery percentages on user
based fees. One of the approved service level
adjustments included in the approved budget is a
8
review of the Parks and Recreation fee structure to
determine if any changes need to be made. Also
included are approved changes to the assumptions
used to determine the approved property tax.
The Budgetary and Financial Policies also speak to
the infrastructure replacement policies the City has
implemented in recent years. During the budget
proce ss, changes to these policies were reviewed
with the City Council. One approved change is in
the computer replacement policy to fund annual
replacements at 15% of the installed base. The
current policy funds computer replacement at 10%
of the installed base.
Key Budget Themes
There are several themes in this approved budget.
The overarching theme is Strategic Plan
Implementation. The budget and strategic
planning efforts have become very integrated. A
more structured strategic planning process will
ensure that the budget reflects the priorities
identified by the City Council.
Another key theme included in this budget is the
continuation of decisions made by the City Council
over the past year regarding employee
compensation. One of the most important
aspects of a service-oriented organization is the
people who provide the services. The approved
budget includes a continuation of funding for the
compensation system, which is designed to pay
employees based on market conditions.
Another key theme reflected in this budget is the
continued efforts focused on economic
development in College Station. The approved
*' budget includes funds to complete the existing
business park location, as well as funds to conduct a
masterplan of the recently purchased business park
site. Funds are also included for the purchase of a
class B business park site.
Infrastructure maintenance, replacement,
and expansion are also prominent in this budget.
Funds are approved to continue the street
maintenance programs. Significant funding is also
included for capital projects. The budget includes
$66 million for capital projects. Key projects
include significant enhancements to the water and
wastewater systems. Funding is also proposed for
the Conference Center project, Parking Garage
Project, and Business Park Projects.
Long-term Planning and Neighborhood
Integrity are two other key themes addressed in
this budget. In the strategic planning process, these
two areas received a great deal of discussion.
Funds are approved for additional planning
resources that will provide enhanced long-term and
neighborhood planning services.
College Station: Continuing to Grow
The following sections highlight some of the key
factors used in the preparation of the FY 01
approved budget. These include a summary of the
City's key economic indicators, the financial
forecast, and a summary of the results of the 2000
citizen survey.
9
Economic Indicators
In 1999 and 2000, College Station continued to
grow. This growth has had an impact on the
resources available 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 population of College Station has grown
throughout the 1990's. At the 1990 Census, the
population of College Station was 52,456.
Estimates as of September 2000 bring the
population to 66,646. This is a 27% increase in
population over the past 10 years. Population is
projected to grow by 2%-3% per year over the next
5 years to a range of 73,800 to 77,600 by 2005.
The following graph shows population growth in
College Station over the last 10 years and
projections through the year 2005.
90.0
80.0
70.0
" 60.0·
1 50.0
g 40.0
iS 30.0 .
20.0
10.0
0.0
College Station Population
The pace of new development has continued to
grow over the last 3 years. Through the first 6
months of 2000 development was comparable to
the same period in 1999. New construction
permits are a key indicator of the health of the
economy since slower construction tends to be one
of the first indicators of an economic downturn. It
also relates closely to increased property values for
ad valorem tax purposes.
For several years during the early 1990s, growth
was primarily due to retail development as College
Station became a regional shopping center. Both
residential and commercial development have been
strong in recent years. Other economic indicators
continue to demonstrate a strong local economy.
1. Building Permits and Development --The new
property value added to the ad valorem tax
base in 2000 was approximately $136.2
million. The City is on track to be near this
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level again in 2001. Through June 2000, 272
single family residential permits were issued.
For the same period of 1999, 231 single family
residential permits were issued.
From January through June 2000, the City
permitted approximately $61.5 million of new
property. The chart below shows dramatic year
to year changes have occurred in permitted
construction value in the 1990's. It also
projects future new development of $80 million
per year through 2004. Commercial
construction also remains strong in College
Station.
Value of New Development
S Residential D Corr1rercial
2. Unemployment Rate-Brazos County has
maintained an unemployment rate of less than
4% since 1990. As of June 2000 the rate was
2.1%. The local economy has one of the
lowest unemployment rates in the state and the
nation and continues to add new jobs.
3. Ad Valorem Valuations--Ad valorem tax values
remained relatively level from the mid 1980's until
1991. Beginning in 1991, total taxable
assessment rose from approximately $1.10 billion
to approximately $2.32 billion. The City has
experienced a 106% increase since 1991 and a
10% increase in the last year. The increase in ad 5.
valorem value is directly related to new
construction in the City. Increasing values reflect
an overall strong local economy. Developments
such as the Rock Prairie Shopping Center and the
Gateway will bring in additional property value to
College Station. 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 prov ides resources needed to meet
increasing service demands associated with the
City's growth. The following graph shows the
increase in Ad Valorem tax valuations from 1990
to 2000.
10
Ad Valorem Tax Valuation
4. Sales Tax Revenues--The sales tax is the
largest single revenue source for the City's
General Fund, accounting for approximately
44% of General Fund revenues. This is one
reason why a fiscally conservative approach is
taken to estimate future sales tax revenues.
Even so, annual growth in College Station's
portion of sales taxes continues to be strong
and, in FY 00, to grew 7.18% over the FY 99
. actual sales tax revenues. In FY 01, revenues
are projected to grow 4% over the FY 00 year
end revenue. Continued growth in sales tax
revenues can be attributed to a continued
strong economy and the addition of several
new retail businesses. Moderate, steady growth
is expected to continue in the near future.
Recent changes in the sales tax law continue to
be monitored to determine their impact.
Sales Tax Revenue
15.0 � 109 11.5 12.2 12.7
� �!: 7.1 7.9 8.7 8.9 . 95 98_·1·1 ·-11 j :: ;l,· ·1:1····l··�l···l····1-· ... • . , .
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2.L . . ... ... -. . .
.
.., . 0.0 J.. . .
" , , . ..., '.. . ,..
.
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• '.
••• .
, � m � ; � � ; m � g �� �
Total Utility 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 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. Staff
continues to monitor various indicators of economic
and fiscal health of the community. Monitoring is
also done in order to better respond to economic
conditions that may indicate a weakening in the
local economy. Any such weakening could
adversely affect the fiscal health of the City.
Although much growth is occurring, 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
budgetary forecast.
Current and anticipated growth in the community
has resulted in increased demands for services
provided by the City. These include increased
public safety needs, increased pressures on the
transportation systems in College Station,
increased demands for Parks and Recreation
services, increased demands to keep up with the
development activity in 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.
The forecast indicates it will be difficult over the
next several years to add enough ongoing revenues
to keep up with the anticipated expenditure
demands of the growing community. Recent sales
tax law changes are expected to have a cumulative
effect of reducing sales tax revenues by $200,000
annually over the next 5 years.
The forecast shows the operating funds of the City
are sound. The General Fund forecast takes into
account the changes approved in this budget. It
also includes the continuation of the pay plan
changes approved by the City Council earlier this
year. The forecast also includes additional funding
for the operations and maintenance projects
scheduled to be completed in the next several years.
11
The most significant project included in the forecast
is the operations and maintenance costs associated
with Fire Station #5. This is anticipated to be
$600,000 of ongoing cost.
In the utility funds, the most significant issue is in
the Wastewater Fund. Revised estimates for the
capital costs associated with the expansion of the
Lick Creek Wastewater Treatment Plant are higher
than originally anticipated. As a result, a rate
increase in the Wastewater Fund will likely be
needed in the near future. A rate increase is not
included in the FY 01 Budget.
The Electric and Water Fund forecasts do not show
the need for any rate increases. In the Electric
Fund, existing resources are approved to pay for
all capital projects. Significant resources in the
Water Fund will also be used to fund a large portion
of the capital projects included in the forecast.
The forecast provides an indication of the additional
resources that may be available in future years for
ongoing operations and maintenance costs. It also
projects the resources available for one time
expenditures. Ongoing resources include new
revenue streams that are anticipated to remain
constant or grow. One time resources, including
excesses in fund balance and revenues, are not
anticipated to continue into the future. Several
years ago, for example, a one time revenue was
received after the settlement of GTE franchise
issues. This distinction is important to avoid adding
more ongoing expenditures than revenue growth
can support.
The forecast provides an opportunity to think
strategically about the best ways to address growing
service demand issues in the next several years. It
will also serve as the foundation for continued
planning in the next 12 to 18 months.
2000 Citizen Survey Results
The Survey Research Center at the University of
North Texas was hired to perform the annual
citizen survey in 2000. This is the fourth 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. 90% of respondents said that
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overall they are either satisfied or very satisfied with
services provided by the City.
One area of the survey that demonstrates very
favorable results for the City is the section
addressing how safe our citizens feel. The public
safety section of the survey indicates the vast
majority of residents feel safe in College Station.
The survey also showed high satisfaction with public
safety services, parks and recreation services, and
utility services.
The one area that received relatively lower levels of
satisfaction is street and transportation issues. The
satisfaction with the overall condition of City streets
was 76% in the 2000 survey. Traffic and
transportation concerns were also mentioned most
often when survey respondents were asked what is
the single greatest need for the City of College
Station.
The results of this annual survey are used as one
tool 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.
The approved budget includes expenditures that
address some of the transportation related concerns
raised. This includes the construction of a portion
of Jones Butler Road on the west side of College
Station, which will provide another north/south
route. Also, projects currently underway should
improve traffic conditions. These include the
George Bush East Widening and Extension
projects, the Dartmouth Extension, and the
Longmire Extension.
Tax and Rate Changes
The approved FY 01 ad valorem (property) tax rate
is $0.4293 per $100 valuation. This is the same
as the FY 00 tax rate. This 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
$0.2631 per $100 valuation. The operations and
maintenance portion of the tax rate is $0.1662 per
$100 valuation.
The only approved utility rate change is in the
Sanitation Fund. The residential sanitation rate is
approved to increase $0.50 per month from
$10.20 per month to $10.70 per month. An
increase in the Sanitation rolloff rate is also
12
approved from $75 to $100. There are no
increases in Electric, Water, or Wastewater rates.
Positions in the Approved FY 01 Budget
As a service organization, salaries and benefits are
the largest category of operating expense for a city.
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
60% of total City operating and maintenance
expenditures.
Staff increases beginning in FY 93 resulted
primarily from increased economic activity and
associated increasing needs for services by a
population that increased 27% from 52,456 to
66,646 since 1990. This is an average increase in
population of 2.7% per year.
A total of 779 .5 full time equivalent positions are in
the approved budget. 26.5 of these positions are
in the approved Brazos Valley Solid Waste
Management Agency (BVSWMA) budget. 715.5 of
the 779.5 positions are full and part-time benefited
positions approved in the FY 01 budget. This is a
net increase of 22.5 full time equivalent positions
from the base budget, or 2.97%. 13.5 of these
positions are in the General Fund, 5 in the Electric
Fund, 0.5 in the Water Fund, 2 in the Sanitation
Fund, 0.5 in the Utility Billing Fund, and 1 in the
Parking Enterprise Fund.
The additional 22.5 positions approved are:
• One (1) Land Agent, one half (0.5) position for
a part time Economic Development Intern in
the General Government Department;
• One (1) Communications Manager position,
one (1) Police Officer for the criminal justice
educational program, one (1) Police Officer to
serve warrants, and one (1) Police Assistant
position for the noise abatement program in
the Police Department;
• Three (3) new Firefighter positions for the third
and final year of a 3 year phased effort to staff
a 3rd ambulance, one (1) Fire Prevention
Officer in the Fire Department;
• One (1) Staff Planner for long range planning
and one (1) Staff Planner for neighborhood
programs in Development Services;
• One half (0.5) part time/regular Secretary, and
one half (0.5) position (temporary/seasonal) for
additional Lincoln Center programs in the
Parks and Recreation Department;
• One (1) Municipal Court Customer Service
Representative in the Fiscal Services
Department to enhance the warrant program;
• One (1) Utility Line Locator/Inspector, one (1)
Safety Coordinator, one (1) Energy Auditor,
two (2) Electric Line Technicians in the Electric
Fund;
• One half (0.5) Part time Environmental Services
Intern.
• One (1) Route Manager for the additional
residential sanitation route; and one (1)
Equipment Operator for the additional
streetsweeper in the Sanitation Fund;
• One half (0.5) Customer Service Representative
in Utility Billing and;
• One (1) Parking Supervisor in the Parking
Enterprise Fund.
The City of College Station also budgets for
temporary/seasonal positions. The Parks
Department makes extensive use of these funds for
many of their seasonal programs. Other
departments also utilize these resources. The City
accounts for temporary/seasonal funds by
calculating the number of hours worked, and
approximating the number of full-time equivalent
(FTE's) positions. This figure is rounded to the
nearest half position.
Personnel FTE Total
Fiscal Years
The above graph shows the change in the number
of positions over the last 10 years.
Capital Improvement Projects
Capital projects approved for FY 0 1 total $66
million. This is an increase of $15 million over the
FY 00 capital budget. This increase is due to
several factors. First, the City Council has identified
several significant projects that are budgeted for FY
01. These include the Conference Center and the
purchase of land for an additional business park
13
site. A second factor is the implementation of the
1998 bond authorization. Several significant
projects scheduled include the Jones/Butler Road
project, the development of Veteran's Park,
greenway acquisition projects, and the purchase of
land for a future City Center site. Finally, there are
several significant utility projects necessary to
address the growth occurring in College Station.
These include several water transmission and
distribution projects. These projects will increase
the water transmission capacity from just over 18
million gallons per day to 24 million gallons per
day. Also approved for FY 01 is funding for a
major portion of the Lick Creek Wastewater
Treatment Plant expansion project. This is a
significant project that will expand the wastewater
treatment capacity in College Station from
500, 000 gallons per day to 2 million gallons per
day.
In November 1998, the citizens of College Station
approved a $24.24 million general government
bond authorization. Information provided to citizens
suggested that the City would issue the debt so as to
retain the existing debt service tax rate or its
effective equivalent. The current plan is to issue the
voter approved debt over five years. This will allow
the City to construct the projects included in the
bond authorization and meet the goal of
maintaining the debt service ad valorem tax rate
based on the debt requirement and the increase in
taxable property values in College Station.
In 1999, the first group of bonds from the 1998
authorization was issued. It was advantageous to
issue the debt early due to lower interest rates and
allowed some of the projects to get started earlier
than anticipated.
Existing City Council policies allow the City to
continue to utilize other types of debt instruments
for items such as computers and the College
Station Business Park. Alternative debt instruments
are planned for authorized uses and the debt service
for those issues is included in the analysis of the
appropriate debt service funds. The City has the
capacity to continue to issue all authorized general
obligation debt without increasing the ad valorem
tax rate for debt service.
Utility projects are funded through the issuance of
debt repaid through the rates of the various utilities
and/ or through the use of operating revenues
generated by the utilities. In FY 96, the Electric
Utility began a practice of using revenues and
current unobligated resources to pay for certain
capital projects. This practice will help reduce
future debt requirements and provide a more stable
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basis for future rate payers. This practice is also
being utilized in the Water Fund. In FY 01, over
$3.5 million in electric operating revenues and
working capital is approved to be used for capital
projects. $3.5 million in water operating revenues
and working capital is approved to be used for
capital projects in FY 01. This results in less debt
being issued that will have to be paid back over the
next 20 years. It has been possible to avoid this
additional debt due to the working capital balances
that have accumulated in these funds.
A more detailed description of the capital projects is
included later in the Budget Overview and in the
Capital Projects section of this document.
14
City of College Station
Net Bu dget Expenditure Comparison
FY 00 FY 01 Percent
Fund Budget Budget Change
General
Combined
Utilities
Sanitation
BVSWMA
$27,397,072 $29,710,670 8.34%
General
49,723,426
4,166,719
4,115,141
Debt Srvc. 5,137,441
Hotel/Motel 2,320,927
Parking Fund 68, 774
Parks Xtra Ed. 97,400
Court Sec. Fund 0
Court Tech Fund 0
Comm. Dev. 4,345,704
Subtotal O&M
Expenditures $97,372,604
Combined
Utilities
Sanitation
Hotel/Motel
$7,738,000
0
0
Fund Balance/Working Capital
51,852,378 4.07%
4,511,168 8.27%
6,445,429 56.63%
7,121,950 38.63%
2,035,406 (12.30%)
166,887 142.66%
101,403 4.11%
81,000 NA
100,000 NA
4,567,917 5.11%
$106,694,208 9.57%
$15,750,000 103.54%
370,000 NA
600,000 NA
Transfers to CIP $7,738,000 $16,720,000 116.08%
Cap. Imp Proj.
Gen. Govt . $17,975,945 $13,382,524 (25.55%)
Utilities 13,149,405 25,317,012 92.53%
Drainage 5,001,392 4,210,201 (15.82)
Convention
Center 3,065,700 95, 700 (96.88%)
College Main
Prkg Garage 3,267,922 5,337,498 63.33%
Wolf Pen TIF 672,925 900,000 33.74%
Subtotal Cap.
Expenditures $43, 133,289 $49,242,935 14.16%
Total $148,243,893 $172,657,143 16.47%
Net Operating Budget Change
The previous table indicates that the City's
approved net operating and maintenance
expenditures for FY 01 are anticipated to be
$106,694,208 which is an increase of 9.57% over
the FY 00 budget. Transfers From fund balance for
capital projects in FY 01 are approved to be
$16,720,000. The net Capital Budget is approved
to be $49,242,935 which is 14.16% above the FY
00 capital budget. The latter 2 items will provide a
total of $65,962,935 for all capital projects. The
total approved budget of $172.66 million is
16.47% above the FY 00 original budget.
The Operations and Maintenance Funds increase is
due primarily to increases in the Debt Service Fund
and increases in BVSWMA due to the approved
purchase of $1.8 million of replacement equipment
at the landfill. $16 million from the Electric, Water,
Wastewater and Sanitation Funds is approved to be
used for projects including the purchase of land for
a new business park, the construction of a new
Municipal Court/Fire Administration Building, and
for Electric and Water Capital Projects. Currently,
funds are approved for these projects and are
available in the 4 utility funds due to the working
capital balances available. The General Fund net
operating budget is increased by approximately 8%
from the FY 00 net operating budget. The increase
is due to the approved service level adjustments in
the General Fund to maintain and enhance the level
of service. However, when the base budget not
including SLAs is compared to the revised budget
from FY 00, the overall budget decreased.
The increase in the approved net budget is also a
result of higher approved capital spending. Capital
spending tends to change significantly from year to
year. Many of the capital projects included in the
approved FY 01 budget are continued from FY 00.
There are several significant projects continuing or
approved to begin in FY 01. These include the
Conference Center Project and the College Main
Parking Garage. Also approved are several
significant street projects including the Jones Butler
Road extension. Other key capital projects include
the construction of additional water transmission
capacity, and the expansion of the Lick Creek
Waste Water Treatment Plant to provide additional
wastewater capacity. Several drainage projects are
also scheduled in FY 01 including additional work
on the Bee Creek drainage basin.
Each fund will be discussed in detail in the Financial
section of this budget. The budget for General
Government capital spending decreased by $4.5
million.
The budget for Utility Capital Projects increased by
$12.2 million. This is due to an increase in the
water and wastewater capital projects to increase
the water and wastewater capacity in College
Station. Most of the increase is needed to ensure
that utility services can be adequately provided to a
growing community.
The budget for Drainage Capital Projects also
increased by $0.8 million in FY 01.
Over the next several years there will be
considerable capital project activity as these funds
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are spent and the various infrastructure in College
Station is improved and expanded.
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Budget Overview
The discussion below focuses on the various City departments and functions provided by each
department. It is intended to discuss the approved 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 $8,454,236
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 assigned to specific
areas of the city; 2) criminal investigation of
reported crimes;3) animal control; 4) jail and
communications to provide support for officers on
the street and short term detention facilities that
reduces the processing time of arrests; and 5) a
professional standards division that serves a support
and training function for the Department.
The Police Department's approved budget of
$8,454,236 includes service level adjustments
totaling $365,177. Of this amount,$ 75,677 will
fund a new Warrant Officer. This position will be
assigned by the Police Department to work
warrants full time. It is expected that the increase
in warrant service fees will off set the cost of the
additional position. Another position that has been
approved is $62,481 for a Communications
Manager. In addition, $74,082 is approved for a
police officer position to take part in the Criminal
Justice Educational Program at AMC Middle
School. This position will be partially funded by the
school district. An approved SLA of $43,287 will
be used to fund a police assistant position that will
investigate noise complaints and provide the
needed follow-up for noise complaint cases. The
Department is also the recipient of an ITC/STEP
grant ($35,280) that provides overtime pay for
officers targeting drunk driving, speeding, and seat
belt use. Three other SLAs approved are overtime
for Division commanders ($5,000), funding for shift
differential pay for communications operators and
PSO's ($18,720), and assignment pay ($18,000).
Three SLAs involve the purchase and/or
replacement of equipment for various divisions.
The SLAs consist of $4, 150 for motorcycle
modems and mounts, $12,300 for SWAT
equipment, and $5,000 for a commercial grade
treadmill. The final two SLAs are approved to fund
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re-accreditation ($10,000), and the language line
renewal fees ($1,200).
Fire Department $5,759,376
The Fire Department provides services important to
the community, to our neighbors in Bryan through
an automatic aid program, and to rural areas
around College Station. The Fire Department
operates out of four stations located throughout the
City. Station# 4, located at Easterwood Airport,
opened in early 1999. The basic services of the
Fire Department are 1) fire response; 2) emergency
med ical response; 3) fire prevention services,
provided by firefighters and a fire prevention
specialist, including commercial fire safety
inspe ctions and fire prevention training at local
schools and other functions; 4) code enforcement
activities performed by the community
enhancement action center; and 5) hazardous
material response.
There are 11 Service Level Adjustments, totaling
$416,318, approved for the Fire Department in
FYOl. Among the approved increases are four
positions. These include three EMS personnel
needed to fully staff the third ambulance added two
years ago ($124,701) and an additional Fire
Prevention Officer ($62,800). Also approved are
$10,000 increase in equipment replacement funds;
$41,000 to replace the Department's Self
Contained Breathing Apparatus (SCBA)
compressor station; $11,317 to upgrade EMS
training supplies, $19,000 to expand CSFD's Haz
Mat program; $15,000 to replace station furniture
and equipment; $70,000 for four thermal imaging
cameras; and $5,000 for an upgrade to the
emergency lighting on a new shift commander's
vehicle. The approved Fire Department FYOl
budget also includes a $50,000 contribution to the
Aircraft Crash Fire Rescue Program. The
Community Enhancement Action Center, a Fire
Prevention Division program, also has an SLA for
$7,500 for code enforcement education materials.
These materials will enable the department to
educate both residents and employees about code
requirements and enforcement, which is one of the
major components of Vision Statement 3: Clean
Environment that Enhances and Protects the
Quality of Life.
Public Works (Inc BVSWMA) $13,496,288
The Department of Public Works maintains streets,
drainage ways, and the City's traffic control system.
It is also responsible for refuse collection,
monitoring capital projects engineering and
construction, as well as fleet and facilities
maintenance. Also included is the budget for the
Brazos Valley Solid Waste Management Agency.
The Public Works Department has $760,250 in
approved SLAs for FY 01. The General Fund
portion of the Public Works budget includes SLAs
for: $20,000 to increase funding for pavement
markings over a five year period; $10,800 increase
in the Traffic Signal division's electric budget to
operate six new traffic signals; and a Signcad
plotter/cutter and accompanying software for
$14,000.
The approved Sanitation budget includes three
Service Level Adjustments totaling $381,280. All
three will enhance the residential service level
provided to citizens. The first SLA provides
$218,110 for an additional Route Manager and
automated, side-loading truck. This additional route
is needed due to the continued growth of College
Station's residential areas. The second SLA
provides funds ($153, 170) for an additional
equipment operator and street sweeper vehicle.
This will significantly increase the street sweeping
service level in College Station and will result in
cleaner streets. The third SLA provides $10,000 to
implement a multi-family recycling pilot program.
An increase in the Sanitation rate of fifty cents per
month for residential service is approved. Also
approved is an increase in rolloff rate from $ 7 5 to
$100 per pull.
Three SLAs totaling $334, 170 are approved for
BVSWMA's FYOl budget. The first is $186,870
for the design, construction, and quality assurance
testing for Pre-Subtitle D Final Cover. The next
Service Level Adjustment will provide the funding
necessary to construct and maintain a De-Mudder at
the Rock Prairie Road Landfill ($60,000). The final
SLA for $87,300 will fund the purchase of a 100-
ton automated, heavy-duty truck scale. Also
included in the BVSWMA approved budget is $1. 8
million to replace several significant pieces of
equipment used at the landfill.
Parks and Recreation Department
Expenditures $5,832,240
The Parks and Recreation Department (PARO) is
responsible for the park facilities and recreation
programs in College Station. Services provided
include athletic, recreation, and instruction
programs for youths and adults. Also provided are
programs and special events at the Wolf Pen Creek
Amphitheater and other park locations throughout
the City, the operation of swimming pool facilities,
conference center, and recreation center. PARO is
also responsible for maintaining park facilities,
including ballfields, pool sites, and the Municipal
Cemetery, through regular mowing and
maintenance. PARO ensures City property is
maintained in an aesthetically pleasing manner
through horticultural and landscaping efforts.
The approved budget includes 16 service level
adjustments totaling $423, 126. Four of the sixteen
SLAs contribute to the Administrative division's
service provision. The first will provide $19,263 to
upgrade a part-time secretarial position to a full
time position. The next SLA will provide $25,000
for professional fees for a creek/groundwater
feasibility study at Veteran's Park. Third, lighting
enhancements to the Millennium Eternal Winds
sculpture are included for $7,195. Finally,
$91,500 is approved to install lighting at the AMC
High School tennis courts.
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The Recreation division has two approved Service
Level Adjustments that total $30,000. These funds
are for a Senior Center feasibility study in the
amount of $20,000 and a GIS study to determine
areas over/under served by existing parks and
optimum locations for future parks for $10,000.
There are seven SLAs pertaining to the Special
Facilities division that account for $166,218 of the
approved SLAs. These include $2,000 for supplies
associated with the pool party program, $9,218 to
fund additional seasonal staff at the Lincoln Center,
$58, 775 for the installation of new filters at
Hallaran Pool, $61,225 for the resurfacing of
Hallaran Pool, $25,000 to investigate water
leakage from Thomas Pool, $1,000 for the
purchase of items that are resold to clients at the
Conference Center, and $9,000 for air duct
cleaning at the Conference Center. The
Conference Center-related items will be funded
from the Hotel/Motel Fund.
There are three SLAs in Parks Operations. They
are 1) the renovation of three youth soccer fields at
Southwood Park for $63,500, 2) $4,000 to
upgrade a stake bed dump truck to a crew cab pick-
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up, 3) $15,520 to cover costs associated with new
capital projects that have been built.
Forestry service level adjustments include $900 to
cover costs associated with new capital projects that
have been built.
Development Services $1,814,184
The Development Services Department administers
new development in the City. The development
process includes planning and building functions as
well as development coordination activities. Other
departments are also involved in the development
process including the Fire Department and Public
Utilities Department.
There are four service level adjustments in the
FYO 1 approved Development Services budget. The
approved SL.As include $4,000 to attend an annual
planning conference, $10,000 to sponsor a
Citywide neighborhood youth conference and
Youth Vision event, and $114,670 to create two
additional planning positions. The new positions
include two Staff Planners, one to conduct long
range planning and a second that will be dedicated
to Neighborhood Programs .
Office of Technology and
Information Services (OTIS) $5,240,577
This Department provides most of the technology
services for the City, as well as utility billing and
metering and library services. Included under the
umbrella of the department are Management and
Geographic Information activities; Print/Mail (a
separate internal service fund); Communications
Services (a separate internal service fund),
responsible for maintenance and operations of
radios and related equipment as well as land
communication links; Utility Billing (a separate
internal service fund); and Library Services (which
is a contract operation with the City of Bryan).
Two OTIS Administration Service Level
Adjustments are approved for FYO 1. The first is for
$60,000 to contract with a consultant to develop
an E-government Plan for the City. This SLA is
required to implement Strategy Four of the
Strategic Plan through examining our technology to
ensure adequate customer service. Developing an
e-government plan will provide direction to
continue to work towards the goal of creating a
balance between personal customer service and the
advantages of technology. The second SLA is a
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$25,000 annual commitment to support BVCNet,
a community-based electronic network.
The approved FY 01 budget also includes four
service level increases in the Management
Information Services Division totaling $212,420.
These expenditures include $64,500 to upgrade to
Novell Netware 5.1, $38,000 for server upgrades;
$40, 920 for laptops for Council meetings,
implementing Phase II of the electronic agenda; and
$69,000 for computer and equipment
replacement. Each of these SL.As are necessary to
maintain the technology infrastructure to provide
high-levels of customer service and provide
employees and elected officials with the tools they
need to do their jobs effectively and efficiently.
In the Communications Division, a service level
adjustment of $6,500 is approved to allow the
City's Wireless Coordinator to continue work on
the FCC's National Coordination Committee.
In the Print/Mail Division, a service level adjustment
of $9,500 is approved to replace the print shop's
plate maker. In addition, an SLA for $28,000 is
approved to fund additional print shop overtime
and supplies. These costs will be recovered through
print shop revenues.
In the Utility Billing Division, three service level
adjustments are approved. $16,500 is included for
a half-time customer service position in Billing
Collections. Service Level adjustments are also
approved to replace the folder-inserter for $34,000
and purchase a pick-up for meter reading. The cost
of the truck is 20,686, however, there will be an
overtime savings of $1,500.
Library services are provided in College Station
through an agreement with the City of Bryan
Library system to operate a branch of that library in
College Station. In March 1998, the College
Station library moved into a newly constructed
building funded through the 1995 General
Obligation Bond Authorization. The FY 01
approved budget includes a service level adjustment
of $29,075 to cover additional operating costs,
primarily related to an 8.3% increase in personnel
costs resulting from a City of Bryan pay audit.
Fiscal Services $1,896,680
The Fiscal Services department provides Fiscal
Administration, Accounting, Purchasing, Risk
Management, and Budget services to the rest of the
City organization. The department works to ensure
that purchases are made and recorded properly
following all statutory and local requirements; and
to ensure that the City's exposure to physical and
financial losses are minimized. It also oversees the
operations of the Municipal Court which collects
the fines and fees for the City.
One service level adjustment is approved to
increase the level of service provided by this division
in FYOl. This SLA will add a full-time Police
Officer to process and serve warrants and a Senior
Customer Service Representative to assure that all
steps are followed prior to filing a warrant. The
total cost of the SLA is $111,739. Of this amount,
$36,062 is funded through Fiscal Services and the
remainder is funded in the Police Department.
General Government $3,029,702
Several administrative activities are included in the
General Government Department. These include
the Mayor/Council activity, the City Secretary's
Office, the City Manager's Office, Legal, Human
Resources, and Public Communications and
Marketing. Also included in this department
grouping is the Economic Development
Department, Community Development, and the
Office of Budget and Strategic Planning.
The City Secretary's Office is responsible for
elections, records management, City Council
support and other activities. One service level
adjustment for $600 is approved in the FY 01
budget to store and duplicate microfilm to meet
State retention requirements. In FY 01, the
Mayor/Council budget will be consolidated within
the City Secretary's Office.
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 direction
for the organization. One service level increase, at
a cost of $48,414, is approved for FY 01 in the
City Manager's Office. This SLA is for a full-time
land agent to acquire land for CIP projects.
Another key support area for the organization is
the Legal Office. The Legal Office provides legal
services 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.
One Service Level Adjustment of $15,000 is
approved to conduct a study of the Parks and
Recreation fee structure.
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. A service level adjustment of $3,101 to
purchase an additional computer for applicant
testing in FY 01 is approved in the FY 01 budget.
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The Public Communications and Marketing
Department provides information to College
Station residents, both directly and through the
news media. Three service level adjustments are
included in the FYO 1 approved budget to improve
citizen access to information about their City
Government. These include $10,030 to publish
monthly advertising in The Eagle and The ·
Battalion; $9,880 to upgrade software and
hardware for Channel 19 programming; and
$31,730 to publish a quarterly, 4-page newsletter
that will distributed with utility bills.
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 FY 01 approved
Economic Development operating budget is
$266,402. The approved budget includes two
service level adjustments. An SLA for $10,085 is
approved to fund a part-time temporary position to
assist the Economic Development staff with
database creation, web site enhancement, and
other administrative activities. Also approved is an
SLA for $75,000 to update the Northgate
Redevelopment plan.
The Community Development Department helps
provide low-cost housing and other public
assistance through Community Development Block
Grant (CBDG) funds from the federal government.
These funds are used to assist low to moderate
income residents of College Station, through
housing services, public agency funding, public
facility improvements, and economic development
activities. Community Development grants for FY
01 include $2,694,617 in CDBG funds;
$1,658,900 in HOME funds; and $20,000 in
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program income. $192,400 has also been
appropriated from the Cedar Creek Project.
The approved Community Development
Department operating budget for FY 01 is
$566,911. This includes one service level
adjustment for $20,000 to provide collaborative
assistance services to social service agencies. This
SLA is funded through Community Development
Block Grant funds.
Public Utilities Department $36,213,389
Public Utilities is the largest department in the City
both in personnel employed and total Operations &
Maintenance expenditures. It is comprised of three
services: Electric, Water, and Waste Water. Each is
accounted for in a separate fund and operated as
an enterprise with fees covering the cost of services
provided. Each service has its own unique
characteristics and challenges.
Electric Operations & Maintenance (O&M)
The Electric Division is responsible for providing
cost efficient and reliable electric service to the
citizens, businesses, and institutions in College
Station .
The approved electric operating budget includes
twelve service level adjustments totaling
$977,007. Among the SLAs are five additional
employees, including a Line Technician to assist
with street lights and trouble calls ($103, 100), a
Line Technician for distribution and transmission
maintenanc� and construction ($41,100), a
Utility Line Locator/Inspector ($41,817), a
Department Safety Coordinator ($42,800), and
an Energy Auditor ($49,528).
The remaining SLAs include telephone/Internet
hardware and software to facilitate electronic bill
payment ($242,000), an automated trouble
reporting and restoration information system
($46,662), continued outsourcing of the creation of
GIS easements database ($60,000), a substation
replacement vehicle upgrade ($5,000), additional
covered parking for machinery and equipment
($110, 000), electric utility long-range planning
($135,000), and an asset management study to
prepare for competitive positioning of the electric
and water utilities ($100,000).
WaterO&M
Water service is provided as an enterprise that
charges customers on a unit basis for their
consumption and recovers the full cost of service
for water production, transmission, and
distribution.
20
There are two water production service level
adjustments approved; one for $26,750 to
update the SCADA servers and view nodes and
another to fund the Brazos Valley Groundwater
Conservation District at the level of $157,675.
There are two water distribution SLAs approved
for FYOl. These include $64,000 for a contract
to install water taps to enable the crew currently
working on taps to complete needed repairs and
preventive maintenance to the distribution system
and $35,000 to upgrade the fluoridation system.
The expenses for the fluoridation system will be
reimbursed through a State Health Department
grant. The approved budget also includes an
SLA for a part-time environmental services
position ($8,000) and a pick-up truck for the
Water/Wastewater GPS technician ($22,800).
Waste Water O&M
Waste Water services are provided as an
enterprise function with service-related fees
paying for the cost of service.
The approved budget includes $314,590 in
service level adjustments, including $107,000 for
a contract to install wastewater taps; $76,920 to
purchase fifteen wastewater flow monitors,
$25, 170 for an electrical power monitoring
system for the Carter Creek Treatment Plant;
$6,000 for a UV system maintenance service
contract; $89,500 for an additional spreader
truck; and $10,000 for a light utility vehicle for
the Carter Creek WWTP.
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 01 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 approved debt
service po1tion of the ad valorem tax rate is
$0.2662 cents per $100 valuation. That rate will
produce approximately $6,064,612 in ad valorem
tax revenue. By state law this tax rate is what is
necessary to pay debt service on existing debt
requirements for FY 01. The approved tax rate is
projected to be sufficient to allow the City to issue
all currently authorized debt over the next five
years.
Projected FY 01 revenues for the fund are
$7,111,664 and approved expenditures are
$7,819,002. The ending fund balance is projected
to be sufficient to meet Council policies.
Economic Development Fund
The City created an Economic Development Fund
to account for resources and expenditures directed
at providing incentives for businesses and industries
to locate in the College Station/Bryan area. All
resources set aside for these purposes will be
transferred into this fund and will remain in the fund
until expended for the intended purpose. The City
has a number of potential and real prospects
indicating a desire to locate in the Business Center.
Resources in this fund will allow the City to meet its
obligations to those and future prospects within the
limits of the funds available. There is $887 ,000
approved in this fund for economic development
incentives.
Court Security Fund and Court Technology
Fund
In 1999, the City adopted 2 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 $41,200 in FY 01, and the Court
Technology Fee is projected to generate $51,500
in FY 01. These funds are approved 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 has a
number of allowable uses specified in the law. The
tax is used by the City to support the Convention
and Visitor's Bureau, to pay for operations of the
City's conference center, support activities in the
Wolf Pen Creek Amphitheater, support the Arts
Council of Brazos Valley, support of certain parks
21
activities, and support for the George Bush
Presidential Library. The total anticipated revenues
are $2.022 million and anticipated expenditures are
$2.635 million.
The approved FY 01 Hotel/Motel Fund budget
includes $1,555,006 for City Operations including
the Conference Center, Wolf Pen Creek
Operations, and other Parks programs and events
that are eligible for Hotel/Motel Funds. Also
included is $600, 000 for the future conference
center project.
The Arts Council budget approved for FY 01 is
$245,400. This includes $195,000 for ongoing
operational costs. Funding is also approved to
continue the Art in Public Places Program,
$20,400, funding for an arts festival, $20,000; and
funding for a Performing Arts Center Concept,
$10,000.
The Convention & Visitor's Bureau approved
budget is $645,000. This is below the FY 00 level
of $665,000. A number of one time items related
to building repair and renovation were included in
the FY 00 Budget and were removed from the FY
01 budget.
The approved budget for the Brazos Valley Sports
Foundation is $150,000. The Foundation has
requested an increase of $24,440 or 19%. The
Brazos Valley Sports Foundation was created to put
a focus on marketing sporting events in the
Bryan/College Station area.
Parks Xtra Education Fund
The Parks Xtra Education Fund was established in
FY 96 and is a joint effort between the City of
College Station and the College Station
Independent School District to provide community
based education programs.
Registration fees provide the primary funding for
the Parks Xtra Education Fund. Revenues are
projected to be $65,800.
Approved program funding for FY 01 is $101,403.
These funds include $ 77, 050 to cover the costs of
instructors, supplies, equipment, and various other
program related costs. The remaining $24,353 is
to be allocated for the payment of half the salary
and benefits associated with the position
responsible for administering the program.
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Parking Enterprise Fund
The Parking Enterprise Fund was created to
account for revenues and expenditures resulting
from operation of the City's parking facilities. In
FY 01, these revenues will come from the Patricia
Street parking lot. The funds for capital
expenditures for the College Main Parking Garage
are included in the capital projects budget. The
parking garage is expected to open by the fall of
2001.
Revenues from the Patricia Street parking lot fees
are estimated to be $99,000 and parking fines are
projected to be $41,200. This estimate is based on
projected customer demand for parking at the
facility multiplied by the hourly charges per parking
space. Interest from investments are expected to
be approximately $3,000.
Expenditures related to the Patricia Street parking
lot are forecast to be $166,887. Included in the
approved budget is a service level adjustment for a
Parking Supervisor. This position will be
responsible for overall parking operations including
City owned parking facilities such as the Northgate
Parking Lot and the Northgate Parking Garage .
Equipment Replacement Fund
The City has a fund that serves to accumulate
resources for the replacement of vehicles and large
motorized equipment, the telephone and radio
systems, and to provide replacement assets for the
existing major technological 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
approved FY 01 total revenues are $2,597,638,
8. 9% higher than the FY 00 revised budget.
Included in this estimate are approved service level
adjustments totaling $453, 700 for new vehicles and
equipment. The new items are accounted for in
this manner so the equipment and vehicles become
assets in the Equipment Replacement Fund.
The approved FY 01 total expenditures are
$1,793,700, a decrease of 31.7% from the FY 00
revised budget. This decrease is due to fewer
vehicles scheduled for replacement in FY 01 as
compared to FY 00.
FY 01 approved SLAs, totaling $453,700, include:
$4,700 for an upgrade in the equipment on the
Fire Department Shift Commander Vehicle;
$4,000 for an upgrade on a Parks vehicle;
$55,000 for an aerial device for the Electric
Department; $5,000 for an upgrade to an Electric
vehicle; $19,000 for a pickup in Water; $85,000
for a truck with spreader in Wastewater; $8,500 for
a Light Utility Vehicle in Wastewater; $155,000 for
an automated side loading truck in Sanitation;
$100,000 for a streetsweeper; and $17,500 for an
additional pickup in Utility Billing.
Internal Services Fund
Over the past several years, the City has established
3 internal services funds for Fleet Services,
Print/Mail and Communications. Each of these
funds receives revenues from the 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.
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The total revenues for FY 01 are $2,079,101, an
increase of 5.21 % over the FY 00 revised budget.
The FY 01 approved expenditures are
$2,122,005, an increase of 7.17% over the FY 00
revised budget. The increase is primarily due to
approved SLAs totaling $44,000.
Approved SLAs for FY 01 include $9,500 to
replace the platemaker in Print/Mail, $28,000 for
additional supplies in Print/Mail to do the jobs they
are requested to do. $6,500 is approved in the
Communications fund for continued participation
on a National Coordination Committee.
Self Insurance Fund
The City combines four separate types of insurance
into one fund. This combination allows the City to
cross utilize resources to better manage costs and to
reduce the opportunity for major rate swings for
one type of insurance in order to meet potential
liability problems.
The benefit received is that the combined funds
provide a working capital balance that is sufficient
to meet most potential liabilities without large
annual impacts on premiums charged to the various
departments. The City is self insured for all of its
primary health care, worker's compensation,
unemployment, and property casualty needs. The
City carries only stop loss and catastrophic loss
insurance as a hedge against potential major losses.
The City establishes charges that are levied to each
of the operating departments to pay for program
administration, cover the stop loss, reinsurance
policies, and pay claims. The charges are
computed annually to assure that charges are in line
with current costs ant;:! that each functioning unit is
charged appropriately. Revenues of the Self
Insurance Fund come from charges to the various
operating departments for employee health
insurance.
Property casualty charges to departments are based
on a number of factors including number and types
of equipment used by the department, space
occupied in a City facility, number of employees,
budget, and other relevant criteria. Workers'
compensation is based upon a standard set of
workers compensation rates provided by our plan
administrator and adjusted by an experience
modifier. Unemployment insurance rates are based
on standard rates charged departments against
salary paid and modified to meet the needs of the
program on an annual basis.
FY 01 revenues are based on the actual amounts
assigned to the various operating activity centers.
There is a 20% increase in expected FY 01
revenues over FY 00 budget estimates due to
changes in rates, number of employees, covered
equipment, buildings, and other factors. Health
insurance premiums are approved to increase in FY
01 as part of the effort to address continued cost
increases. The approved budget includes an
increase in the city contributions to the Employee
Benefits Fund of $35 per month per employee.
Full family dependant coverage is also approved to
increase by $35 per month per family. These
changes will begin to move the Employee Benefits
Fund to a position of being self sufficient.
FY 01 expenditures are based on estimates of
future claims, premiums, and other miscellaneous
costs. Total approved expenditures are
$3,622,515, an increase of 14% over the FY 00
revised budget. This increase is a result of rising
medical costs, changes in the health care plan, and
an increase in property claims. Efforts are being
made to reduce the claims incurred through
education and training programs.
Steps continue to be taken to make plan
modifications in order to control growing claim
costs in the Employee Health Insurance program.
Capital Projects Funds
The City has a number of capital project funds.
General obligation bonds form the basic resource
for general government projects such as streets,
parks, traffic, public facilities, drainage, and other
such needs. However, the City has several other
resources that may be used to supplement those
resources and help to hold down the ad valorem tax
necessary to pay for general obligation bonds.
In addition to the general government projects, the
City has bond funds for each of the utilities
operated by the City. Operating funds from both
the Electric and Water Funds will be used to fund
over $16 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 5
years. The parking garage is planned as an
enterprise fund activity with fees covering debt
service and operating costs.
General Capital Projects
The following is a brief summary of some of the key
general government projects scheduled for FY 01.
23
The City has the authority to issue $24,240,000 in
bonds from an election held in November of 1998.
$5, 790,000 of this debt was issued in FY 1999
and FY 00, with another $7,670,000 planned for
issuance in FY 01.
Street Rehabilitation Projects
In FY 01, several rehabilitation projects are
approved. These include: $150,000 to complete
the T arrow Street rehabilitation project, and
$165,000 to complete the rehabilitation of Church
Street from Wellborn to College Main. Also,
$780,000 is included for other street rehabilitation
projects.
Street Extension Projects
Street extension projects approved include:
$1,843,000 for the extension of Jones Butler
Road, $954,000 for the creation of AMS Street,
$397,000 for oversized participation on Victoria,
and $387,000 for oversize participation on
Longmire.
. :· t.''
Many of the capital projects included in the FY 00
budget will carry over into the FY 01 budget year.
These include the extension of Dartmouth and
Longmire, and phase II of the Graham Road
expansion.
All of these street projects should address some of
the traffic issues that have been highlighted in the
citizen survey and other feedback received from
College Station citizens.
Street TxDOT Projects
In FY 01, $350,000 is approved for medians along
George Bush Drive.
Projects included in the FY 00 budget that will be
continued in FY 01 are phase II of Texas Avenue
right-of-way acquisition from Dominik to FM 2818,
phase II of the Texas avenue streetscape project,
streetscaping for University Drive, and for State
Highway 40 right-of-way acquisition.
T xDOT project timelines will determine when these
expenditures will be made. The City pays 10% of
right of way costs, and also pays for any
enhancements such as the application of any
streetscape standards desired in the project.
Traffic Projects
In FY 01, there is an approved budget of
$538,000 for traffic signal enhancements.
Improvements considered include new signal
installations, implementation of intelligent
transportation systems, school warning devices,
system upgrades, communication enhancements,
development driven signal issues, and traffic
engineering. Signal locations will be determined by
traffic studies.
$182,000 is approved for traffic management
improvement projects. Intersections that may be
addressed include Texas Avenue and Southwest
Parkway, Rock Prairie Road and Highway 6, and
Holleman Drive and Texas Avenue.
Sidewalks and Trails Projects
The City of College Station has worked over the
years to ensure adequate transpo rtation
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
01, two capital projects are approved: $98,000 for
sidewalks in the Eastgate area. Other sidewalk
projects are also expected to begin in FY 01 that
24
involve cooperative ventures with TAMU and
projects addressed on the sidewalk masterplan.
Parks Capital Projects
In FY 01, several significant capital projects are
approved. Included in the list are: $143,000 for
the completion of the West District Maintenance
Shop project; $1,620,000 for the continuation of
the Veteran's Athletic Park development project;
land acquisition for a community park in south
College Station, and improvements to various
existing park facilities.
Parkland Dedication Capital Projects
In FY 01, projects approved using parkland
dedication funds include: $468,000 for Woodway
Park development, $60,000 for a park in the
Shenandoah neighborhood, and $121,046 for
Wolf Pen Creek area parks projects.
General Government And Capital Equipment
Capital Projects
General government and capital equipment projects
are planned assets that have a value to more than
one specific area of City operations. Two main
divisions within this category are public facilities and
technology projects. In FY 01, significant approved
projects include: $210,000 for the completion of
the renovation and expansion of Fire Station# 2;
$300,000 for the next phase of the fiber optic loop
project; $780,000 for the first phase of City Center
land acquisition, $3, 120,000 for the construction
of a new Municipal Court/Fire Administration
building; and $131,348 (raised from private
donations) for the purchase of Library books,
equipment, and furniture.
Each year the City prepares a technology plan that
projects the significant technology projects
approved for the next 5 years. The following are
some of the key projects on that plan.
Approved technology projects in FY 01 include
$1,200,000 for the replacement of the City's
Public Safety Computer System. The Public Safety
System is used to collect and maintain public safety
information so that it can be quickly retrieved and
analyzed. This system will be utilized by both the
Police and Fire Departments and will replace the
current Public Safety System.
A service level adjustment of $152,000 for the
second year of the records storage project,
estimated to cost $326,000, is also approved in the
FY 01 budget. The records storage project is
designed to find ways to store many of the records
in the City electronically. This should result in a
reduced need to keep paper copies of many
records.
Also approved is $175,000 for an enhancement to
the City's AS400. The AS400 is the primary
midrange system that is used to run the City's
financial systems and Utility Billing Systems.
Business Park Projects
In FY 01, several significant business park related
projects are approved. These include the
completion of the final phase of the first business
park for $265,000, the purchase of a class B
business park site, and $125,000 for a masterplan
for the new business park site.
Conference Center Capital Projects
In FY 01, $4,250,000 is approved for the
Conference Center project. This project is the
construction of a conference center facility in
conjunction with the development of a full service
hotel. The approved location of this project has
moved to the FM 60 area.
Parking Garage Capital Projects
In FY 01, $4,630,498 is approved to continue and
complete the College Main Parking Garage project.
This project is the construction of a multi-story
parking garage that will address parking needs in
Northgate. The project is scheduled for completion
in FY 01.
General Capital Project
Summary
Streets, Traffic
Sidewalks and Trails
Parks Capital Projects
General Government and Capital
Equipment
$6,209,000
3,304,076
6,544,448
Business Park
Conference
Center
College Main Parking Garage
Wolf Pen Creek TIF
Total
2,845,000
4,345,700
5,337,498
900,000
$29,485,722
Utility Capital Projects
The following is a brief summary of some of the
utility capital projects scheduled for FY 01. These
capital projects are funded either through existing
revenues from these funds, through the issuance of
25
Utility Revenue Bonds, or through drainage utility
funds.
Electric Capital Projects
Major capital projects planned in FY 01 include the
following. New services and system extensions are
anticipated to cost $1,300,000 as new customers
are added. Streetlight projects are also included in
the approved Electric Fund Capital budget. These
include a continuation of the historic street light
project, $140,000, as well as other street lights in
residential and thoroughfare areas. $400,000 is
also included for the final phase of the Fiber Optic
Loop Project.
Current revenues from operations to fund these
projects are approved to be $3,520,000.
Water Capital Projects
Water capital projects scheduled for FY 01 include
$632,000 for phase 4 of the Eastgate system
rehabilitation project, and $250,000 for distribution
system rehabilitation.
Several significant transmission and distribution
expansions are also included in the approved
budget. These projects will increase the water
capacity of the City from approximately 18 million
gallons per day to approximately 24 million gallons
per day. The projects include the construction of
water well #6, $2,286,286; the addition of cooling
towers, $2,065,070; and the parallel transmission
line, $8,657,150. Other significant projects
include $800,000 for Westside Water Services, and
$620,000 to begin the relocation of the elevated
storage tank on Texas Avenue.
$3,500,000 in current revenues from operations is
approved to fund water capital projects.
Wastewater Capital Projects
Wastewater capital projects totaling $11,389,406
are included in the approved budget. This includes
$6,676,306 for the Lick Creek Wastewater
Treatment Plant expansion. This plant expansion
is needed to keep pace with the growth that is
occurring in College Station. This expansion will
increase the capacity at the Lick Creek Wastewater
Treatment Plant from 500, 000 gallons per day to 2
million gallons per day. Other significant projects
include $704,000 for the next phase of the
Eastgate Residential Rehabilitation project,
$1,300,000 for the relocation of lines along Texas
Avenue as part of the Texas Avenue Widening
Project, $500,000 for Westside Wastewater
, ... · .... ···
. ; .. ,
services, and $1,000,000 for the next phase of the
Northeast Trunk Line Expansion.
Drainage Capital Projects
The Drainage Utility Capital Project was approved
by the City Council in 1996. Major drainage
projects planned for next year include 2 significant
Bee Creek projects totaling $2,740,000. Also
approved is $785,000 for Greenways Projects.
Utility Capital Project Summary
Electric Projects
Water Projects
Wastewater Projects
Drainage Projects
Total
Conclusion
$3,292,000
17,655,606
11,389,406
4,210,201
$36,54 7 ,213
The previous discussion provided the reader with an
overview of the approved FY 01 budget and the
key changes from the FY 00 budget. The following
sections of the budget provide a more detailed
discussion of the approved budget both by Council
Vision Statement and by Fund .
26
N -.l
ARE I
ADMINISTRATION
SUPPRESSION
PREVENTION
EMS
CITY OF COLLEGE STATION
I POLICE I I ECONOMIC I I ASCAL I I DEVELOPMENT SERllJCES
I I I ADMINISTRATION 111 BUSINESS PARK 111
111 UNIFORM EDCUAISON
PATROL
111 CRIMINAL REDEVELOPMENT RISK
INVESTIGATIONS MANAGEMENT
I I I SPECIAL TOURISM MUNICIPAL
SERllJCES DEVELOPMENT COURT
QUARTERMASTER RETAIL
DEVELOPMENT
COMMUNICATIONS I SPECIAL PROJECTS/
JAIL CIP
PROFESSIONAL I STANDARDS
--
INFORMATION
SERllJCES
-·i
ClllZENS OF
COUEGE STATION
MAYOR AND
COUNCIL
CllY
ATTORNEY
MUNICIPAL
JUDGES
COMMUNl1Y LU PROGRAMS
PUBLIC !J COMMUNICATIONS
AND
MARKETING
PARKS&
RECREATION
ADMINISTRATION
RECREATION
SPECIAL
FACILITIES
PARKS
OPERATIONS
FORESlRY
CONVENllON &
llJSITORS BUREAU
ARTS COUNCIL
CITY
SECRETARY
APPOINTED
BOARDS
OFFICE OF
BUDGET
AND STRATEGIC
PLANNING
COMMUNl1Y
DEVELOPMENT
DEVELOPMENT
SERlllCES
BUILDING
INSPECTION
PLANNING
ENGINEERING
DEVELOPMENT
PUBLIC I I PUBLIC
WORKS UTILITIES
�STREETS 111 EllClRlC
RAIN AGE I 11 WATER
FLEET 111 WASTEWATER
TRAFFIC
SOLID WASTE
COUECl10N
OFFICE OF
TECHNOLOGY &
INFORMATION
SERllJCES
MANAGEMENT
INFORMATION
SERllJCES
GEOGRAPHIC
INFORMATION
AND MAP SERlllCES
COMMUNICATION
SERlllCES
PRINT/MAIL
UTIU1Y
CUSTOMER
SERlllCES
LIBRARY
HUMAN
RESOURCES
CITY OF COLLEGE STATION
FISCAL YEAR COMPARISON SUMMARY
FY 01 APPROVED FY 01 APPROVED NET OPERATING %CHANGE
FISCAL YEAR 2000-2001 TOTAL SOURCES TOTAL USES TRANSFERS &CAPITAL FROM PRIOR
APPROVED BUDGET OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR
' GENERAL RJND $ 34,461,075 $ 35,241,714 $ (5,531,044) $ 29,710,670 8.44%
UTIUTY FUNDS 71,695,519 51,852,378 0 51,852,378 4.28%
SANITATION COLLECTION 5,766,645 4,511,168 0 4,511,168 8.27%
BVSWMA 14,213,614 6,445,429 0 6,445,429 56.63%
UTIU1Y BIWNG RJND 2,194,055 2,168,342 (2, 168,342) 0 NA
ECONOMIC DEVELOPMENT 887,963 887,000 (887,000) 0 NA
INSURANCE RJND 4,084,224 3,622,515 (3,622,515) 0 NA
DEBT SERVICE RJND 11,476,719 7,819,002 (697,052) 7,121,950 38.63%
HOTEL/ MOTEL TAX RJND 2,436,024 2,035,406 0 2,035,406 (12.30%)
PARKING ENTERPRISE RJND 264,289 166,887 0 166,887 142.66%
PARKS XIBA EDUCATION 141,879 101,403 0 101,403 4.11%
.. THOROUGHFARE REHAB 0 0 0 0 NA : INTERNAL SERVICES 7,914,996 3,915,705 (3,915, 705) 0 NA
COURT SECURITY RJND 82,800 81,000 0 81,000 NA
.·.·. .. COURT TECHNOLOGY RJND 103,500 100,000 0 100,000 NA
COMMUNfJY DEVELOPMENT 4,829,365 4,567,917 0 4,567,917 5.11%
SUB TOTAL OF O&M $ 160,552,667 $ 123,515,866 $ (16,821,658) $ 106,694,208 9.57%
UTIUTY RJNDS $ 15,750,000 $ 15,750,000 $ $ 15,750,000 103.54%
SANITATION COLLECTION 370,000 370,000 0 370,000 NA
HOTEL/ MOTEL TAX RJND 600,000 600,000 0 600,000 NA
FUND BALANCE/WORKING $ 16,720,000 $ 16,720,000 $ $ 16,720,000 116.08%
CAPITAL TRANSFERS TO CIP
U11L CAP IMPROV PROJECTS $ 32,679,353 $ 32,337,012 $ (7,020,000) 25,317,012 92.53%
GEN GOVT CAP IMPROV PROJ 20,516,073 18,902,524 (5,520,000) 13,382,524 (25.55%)
DRAINAGE UTIL CAP IMPROV PROJ 4,228,225 4,210,201 0 4,210,201 (15.82%)
CONVENTION CENTER CIP 10,136,497 4,345,700 (4,250,000) 95,700 (96.88%)
COLLEGE MAIN PARKING CIP 5,338,153 5,337,498 0 5,337,498 63.33%
WOLF PEN CREEK TIF 1,067,778 900,000 0 900,000 33.74%
····.'. SUB TOTAL OF CAPITAL $ 73,%6,079 $ 66,032,935 $ (16, 790,000) $ 49,242,935 14.16%
TOTALS $ 251,23ii,746 $ 206,261i,801 $ (33,611,658) $ 172,657,143 16.47%
FYOO FYOO NET OPERATING %CHANGE
FISCAL YEAR 1999-00 TOTAL SOURCES TOTAL USES TRANSFERS &CAPITAL FROM PRIOR
APPROVED BUDGET OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR
GENERAL RJND $ 31,923,257 $ 32,216,494 $ (4,819,422) $ 27,397,072 2.52%
UTIU1Y RJNDS 47,856,148 49,723,426 0 49,723,426 9.75%
SANITATION COLLECTION 6,187,919 4,166,719 0 4,166,719 10.12%
BVSWMA 10,443,016 4,115,141 0 4,115,141 NA
UTILITY BIWNG RJND 1,941,667 2,052,952 (2,052,952) 0 NA
ECONOMIC DEVELOPMENT 888,245 888,245 (888,245) 0 NA
INSURANCE RJND 4,033,147 3,187,890 (3, 187 ,890) 0 NA
DEBT SERVICE FUND 9,901,107 5,624,911 (487,470) 5,137,441 2.37%
HOTEL/ MOTEL TAX RJND 3,275,665 2,320,927 0 2,320,927 31.88%
PARKING ENfERPRISE RJND 173,760 68,774 0 68,774 (33.87%)
PARKS XIBA EDUCATION 159,240 97,400 0 97,400 29.87%
THOROUGHFARE REHAB 261,012 50,000 (50,000) 0 NA
INTERNAL SERVICES 6,820,747 3,990,806 (3,990,806) 0 NA
COMMUNfJY DEVELOPMENT 4,444,886 4,345,704 0 4,345,704 (1.92%)
SUB TOTAL OF O&M $ 128,309,816 $ 112,849,389 $ (15,476,785) $ 97,372,604 6.56%
UTILITY RJNDS $ 7,738,000 $ 7,738,000 $ $ 7,738,000 30.84%
SANITATION COLLECTION 0 0 0 0 NA
HOTEL/ MOTEL TAX RJND 0 0 0 0 NA
FUND BALANCE/WORKING $ 7,738,000 $ 7,738,000 $ $ 7,738,000 30.84%
CAPITAL TRANSFERS TO CIP
UTIL CAP IMPROV PROJECTS $ 26,914,440 $ 20,887,405 $ (7,738,000) 13,149,405 41.50%
GEN GOVT CAP IMPROV PROJ 19,219,785 17,975,945 17,975,945 97.56%
DRAINAGE UTIL CAP IMPROV PROJ 5,712,627 5,001,392 0 5,001,392 227.%%
CONVENTION CENTER CIP 5,290,466 3,065,700 0 3,065,700 (4.05%)
COLLEGE MAIN PARKING CIP 7,087,900 3,267,922 0 3,267,922 8.93%
WOLF PEN CREEK TlF 673,925 672,925 0 672,925 44.89%
SUB TOTAL OF CAPITAL $ 64,899,143 $ 50,871,289 $ (7,738,000) $ 43,133,289 62.30%
TOTALS $ 200,946,959 $ 171,458,678 $ (23,214,785) $ 148,243,893 19.68%
28
OTHER
1%
DRAINAGE
UTIL CIP
2%
4%
CITY OF COLLEGE STATION
NET OPERATING BUDGET
$172,657 ,143
17%
3%
29
2%
.. ,.
RJND
.·
GENERAL RJND
PARKING ENTERPRISE RJND
XTRA EDUCATION RJND
ELECTRIC RJND
WATER FUND
WASTEWATER RJND
PURCHASED POWER
SANITATION RJND
UTILITY BIWNG RJND
FLEETRJND
PRINT /MAIL RJND
COMMUNICATIONS RJND
BVSWMARJND
COMBINED RJND TOTAL
� . . . '
CLASSIFJCA TION
... ·
SALARIES & BENEFJTS
SuPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
PURCHASED POWER
ENERGY REBATES
COMBINED RJND TOTAL
FUND
GENERAL RJND
PARKING ENTERPRISE RJND
XTRA EDUCATION RJND
ELECTRIC RJND
WATERRJND
WASTEWATER RJND
SANITATIONRJND
UTILITY BIWNG RJND
FLEETRJND
PRINT /MAIL FUND
COMMUNICATIONS RJND
BVSWMARJND
COMBINED RJND TOTAL
CITY OF COLLEGE STATION
ALL FUNDS
SUMMARY
EXPENDITURE BY RJND
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98-99 FY99-00 FY 99-00 FY 00-01
$ 28,480,911 $ 32, 095, 505 $ 32,095,505 $ 31,948,344
61,134 124,074 134,825 91,208
55,638 75,000 59,677 77,050
3,782,327 5,018,621 4,933,180 4,662,907
2,792,185 3,132,803 3,317,430 2,722,336
2,424,122 2,682,733 2,776,813 2,580,762
18,304,752 24,883,646 24,067,056 25,000,000
3,060,941 3,431,496 3,308,374 3,311,778
1,315,660 1,275,272 1,314,141 1,298,607
946,633 1,018,152 936,382 1,040,330
244,437 247,452 298,886 263,654
387,230 457,629 478,732 476,737
2,989,830 4,463,157 4,369,947 3,492,851
$ 64 845 800 $ 78 905 540 $ 78 090 948 $ 76 966 564
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98-99 FY 99-00 99-00 FY 00-01
$ 27,308,337 $ 30, 747,953 $ 31,250,661 $ 31,411,140
2,497,295 3,148,907 3,115,188 3,122,953
3,986,373 5,278,266 5,250,473 5,001,625
10,681,139 13,913,495 13,555,608 12,061,169
2,018,159 933,273 851,962 369,677
18,304,752 24,883,646 24,067,056 25,000,000
49,745 0 0 0
$ 64 845 800 $ 78 905 540 $ 78 090 948 $ 76 966 564
PERSONNEL SUMMARY BY RJND
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY97-98 FY98-99 FY 99-00 FY 00--01
483.5 499.0 519.0 519.0
3.0 3.0 3.0 3.0
0.0 0.0 0.0 0.0
53.5 53.5 54.5 54.5
30.5 30.5 32.5 30.5
36.0 36.0 34.0 36.0
28.5 31.5 32.5 32.5
29.0 30.0 30.0 30.0
15.0 15.0 15.0 15.0
5.0 5.0 5.0 5.0
5.0 5.0 5.0 5.0
23.5 26.5 26.5 26.5
712.5 735.0 757.0 757.0
30
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY00--01 FYOOTOFYOl
$ 34,601,216 7.81%
166,887 34.51%
77,050 2.73%
5,214,618 3.91%
3,072,131 -1.94%
2,926,640 9.09%
25,000,000 0.47%
3,720,806 8.43%
1,398,762 9.68%
1,056,597 3.78%
305,045 23.27%
488,863 6.83%
3,850,591 -13.72%
$ 81 879 206 3.77%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY00--01 FYOOTOFYOl
$ 33,410,357 8.66%
3,747,940 19.02%
4,908,812 -7.00%
13,434,209 -3.44%
1,377,888 47.64%
25,000,000 0.47%
0 N/A
$ 81 879 206 3.77%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY00--01 FYOOTOFYOl
532.5 2.60%
4.0 33.33%
0.0 N/A
59.5 9.17%
31.0 -4.62%
36.0 5.88%
34.5 6.15%
30.5 1.67%
15.0 0.00%
5.0 0.00%
5.0 0.00%
26.5 0.00%
779.5 2.97%
ANALYSIS OF APPROVED TAX RA TE
FY 00-01
Assessed Valuation of Real and Exempt Property
(Based on 100% of Market Value)
Less: Exempt Property
Less: Agricultural Loss
Less: Over 65 and Veterans Exemptions
Less: House Bill 366
Less: Abatements
Less: Proration
Less: Freeport
Taxable Assessed Value
O&M and Debt Service Portion
TIF Captured Value
Total
Apply Tax Rate per/$100 Valuation
Total Tax Levy
Estimate 100% Collection
Tax Rate Per
$100 Valuation
Debt Service 0.2631
General Fund 0.1662
WoH Pen Creek TIF #l 0.4293
Melrose TIF 0.4293
Percent
Of Levy
61.3%
38.7%
100%
100%
31
APPROVED
FYOO
$2,420,818,924
$226,250,105
$29,238,120
$35,015,000
$82,823
$16,016,809
$0
$1,868,390
$2,112,347,677
$2,074,333,324
$38,014,353
$2,112,347,677
0.4293/$100
$9,068,309
$9,068,309
Estimated
Collections
$5,998,612
$3,789,317
$101,922
$50,000
APPROVED
FYOl
$2,661,115,250
$237,314,190
$29,854,260
$39,034,580
$89,300
$33,597,108
$3,710
$5,859,740
$2,315,362,362
$2,273,664,174
$41,698,188
$2,315,362,362
0.4293/$100
$9,939,851
$9,939,851
ANALYSIS OF PROPERTY VALUATIONS
CITY OF COLLEGE STATION AD VALOREM TAX
2,500
2,000
UJ 1,500 z 0
:i
..J
Sl 1,000
500
0
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
32
CITY OF COLLEGE STATION
2000-2001 STRATEGIC PLAN
SUMMARY
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 like College
Station, where the growth that has been
experienced in recent years 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;
• Update the City's Mission, create shared
commitments among Council members,
City staff, and College Station residents
regarding present and future endeavors;
and develop new goals and strategies;
• Assess the City's strengths, weaknesses,
opportunities, and threats in the current
and future environment.
It is important to remember that strategic
planning is only a set of concepts,
procedures, and tools. It will take the
combined efforts of the City Council and City
of College Station employees to make any
strategic planning effort meaningful and
successful.
The 2000-2001 Adopted Strategic Plan is a
document that compiles the results of the
City of College Station's strategic planning
33
process. The Strategic Plan establishes the
City's Council's Mission and provides 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 milestones to fulfill these
visions.
The City of College Station has integrated
the annual budgeting process with the
strategic planning process. The Strategic Plan
assists the City 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 2000-2001 Adopted Strategic Plan will
be reviewed and updated on an annual basis
to ensure that it remains current and reflects
the needs and desires of the residents of
College Station.
The following pages include a summary of
the College Station City Council's Mission
and eight Vision Statements, and an overview
of the existing and new resources that will be
necessary to implement the Strategic Plan.
This overview is organized according to the
resources needed to accomplish each specific
Vision Statement. Because the Strategic
Plan looks several years into the future, not
all "new" resources have been approved for
funding in FYOl. A more detailed list of all
of the implementation plans required to carry
out each strategy in the Strategic Plan is in
Appendix L.
.. :· "
.
. �
MISSION OF THE CITY OF COLLEGE STATION CITY COUNCIL
On behalf of the citizens of College Station, a unique community
and home of Texas A&M University, the City Council will promote
the safety, health and general well-being of the community within
the bounds of fiscal responsibility while preserving and advancing
the quality of life resulting in exceptional civic pride.
CITY OF COLLEGE STATION VISION STATEMENTS
Vision Statement #l
As a result of our efforts, citizens will access the highest quality of customer
focused city services available at reasonable cost.
11 Customer service 11 Convenience, accessibility
11 Value for Cost 11 Professional, competent staff
11 Effectiveness/ efficiency 11 Communication
Vision Statement #2
As a result of our efforts, citizens will live in a safe, secure, and healthy
environment
= Effective, efficient fire and police
protection
11 Adequate water and sewer
services, drainage
• Sanitation
• Adequate lighting
11 Community policing
11 Public health services
11 Emergency management
Vision Statement #3
As a result of our efforts, citizens will live in a clean environment that
enhances and protects the quality of their lives
11 Air quality 11 Greenways
11 Water quality • Litter control/sanitation
11 Open space 11 Noise abatement
34
Vision Statement #4
As a result of our efforts, citizens will be enriched by a range of cultural arts
and recreational opportunities provided through citywide initiatives and
collaborative efforts.
11 Libraries
11 Performing arts
11 Teen center
11 Parks
11 Athletic activities
11 Recreation
• Public art
11 Festivals
11 Museum
Vision Statement #5
As a result of our efforts, citizens will participate and contribute to the well
being of our community.
• Efficient access to information and
services via technology and media
• Volunteer programs
• Community education programs
11 Advisory boards and committees
• Focus group
Vision Statement #6
As a result of our efforts, citizens will easily travel to, within, and from the
community.
• Well maintained and clean streets,
sidewalks and pedestrian paths
• Public Transit
11 Thoroughfare plan
11 Traffic flow
• Air/rail
Vision Statement #7
As a result of our efforts, citizens will contribute to and benefit from living in a
strong and diverse economic environment.
• Economic development • Business center
compatible with community values • Strong retail
11 Protection of property values 11 Job opportunities
111 Tourism, conventions 11 Reasonable cost of living
11 Adequate transportation
Vision Statement #8
As a result of our efforts, citizens will live in well-planned neighborhoods
suited to community interests and lifestyles.
• Village concept • Neighborhood parks for multi-
• Gentrification of older generational use
neighborhoods 111 Traffic management
11 Planning/zoning 11 Pedestrian mobility
35
..
Mission Statement
On behalf of the citizens of College Station, a unique community and home of Texas A&M
University, the City Council will promote the safety, health and general well-being of the
community within the bounds of fiscal responsibility while preserving and advancing the quality
of life resulting in exceptional civic pride.
Vision #1 Vision #2 Vision #3 Vision #4
Customer Focused Safe, Secure and Clean Environment that Cultural Arts and
Services Healthy Environment Enhances and Protects Recreational
Quality of Life Opportunities
Strategies Strategies Strategies Strateaies
1. Create a Motivating Work 1. In Depth Review of 1. Stronger Code Enforcement 1. More Emphasis on Making
Environment Development Trends and in Residential areas Parks More
- 5 Implementation Plans New Roadways as They - 4 Implementation Plans Intergenerational
-Resources: Pertain to Annexation -Resources: - 1 Implementation Plan
New : $1,617,000 - 1 Implementation Plan New: $50,787 -Resources:
Existing: $327,000 -Resources: Existing: $2,000 New: $0
Total: $1,944,000 New:$0 Total: $52,787 Existing: Existing staff
Existing: Existing staff Total: $0
Total: Existing staff
2. Take Steps to Ensure 2. Develop Goals and 2. Determine Possible Funding 2. More Interaction Between
Representational Funding Strategies to Achieve the Sources to Address Imp. of Parks Board and P & Zand
for Multi-Jurisdictional ISO Rating Greenways System Shared Vision With Council
Funding Requests - 2 Implementation Plans - 1 Implementation Plan - 1 Implementation Plan
- 2 Implementation Plans -Resources: -Resources: -Resources:
-Resources: New: $0 New: $0 New: $0
New: $0 Existing: Existing Staff Existing: Existing staff Existing: Existing Staff
Existing: Existing staff Total: Existing staff Total: Existing staff Total: Existing Staff
Total: Existing staff
3. Ongoing Evaluation of 3. Adequate Street Lighting 3. Expand Recycling Programs 3. Continue to Update Comp
Hotel/Motel Revenues to Citywide - 2 Implementation Plans Plan Regarding Parks
Enhance College Station's - 3 Implementation Plans -Resources: System
Tourism Economy -Resources: New: $10,000 - 2 Implementation Plans
- 4 Implementation Plans New: $200,000 Existing: Existing staff -Resources:
-Resources: Existing: $70,000 Total: $10,000 New: $10,000
New: $4,810,000 Total: $270,000 Existing: Existing Staff
Existing: $10,127,000 Total: $10,000
Total: $14,937,000
4. Examine Facilities, 4. Dev. of a Holistic Program 4. Connectivity Between
Technology and Personnel for Breaking the Cycle of Greenways and Parks
to Ensure Adequate Poverty and Intervention - 3 Implementation Plans
Customer Service for Families in Crisis. -Resources:
- 2 Implementation Plans - 1 Implementation Plan New: $0
-Resources: -Resources: Existing: $3,640,000
New: $331, 123 New: $150,000 Total: $3,640,000
Existing: $1,629,100 Existing: Existing Resources
Total: $1,960,223 Total: $150,000
5. Constant Evaluation of 5. Toxic Waste Disposal 5. Cont. Emphasis on Parks
Sales Tax Enhancement Maint. to Quality Standards
- 1 Implementation Plan - 1 Implementation Plan Through Budget Process
-Resources: -Resources: - 2 Implementation Plans
New: $0 New: $0 -Resources:
Existing: Existing staff Existing: $0 New: $78,500
Total: $0 Total: $0 Existing: $0
Total: $78,500
6. Constant Eva/. of Possible 6. Develop Programs and
impacts of Electric Utility Facilities for Senior
Deregulation Citizens
- 1 Implementation Plan - 2 Implementation Plans
-Resources: -Resources:
New: $135,000 New: $20,000
Existing: $135,000 Existing: Existing staff
Total: $270,000 Total: $20,000
36
Mission Statement
On behalf of the citizens of College Station, a unique community and home of Texas A&M
University, the City Council will promote the safety, health and general well-being of the
community within the bounds of fiscal responsibility while preserving and advancing the quality
of life resulting in exceptional civic pride.
Vision #5 Vision #6 Vision #7 Vision #8
Participate and Easily Travel To, Strong and Diverse Well Planned
Contribute to the Well Within and From the Economic Environment Neighborhoods
Being of Our Community
Community
Strategies Strategies Strategies Strategies
1. Continue Facilitation of 1. Examine roadway 1. Promote Economic 1. Policy Emphasis to Prevent
Neighborhood standards to ensure Development That Provides Residential Decline and
Associations adequate roadway Adequate Economic Improve Neighborhoods
- 2 Implementation Plans planning for future traffic Opportunity for Our - 5 Implementation Plans
-Resources: needs Citizens -Resources:
New: $60,760 - 2 Implementation Plans - 4 Implementation Plans New: $0
Existing: Existing staff -Resources: -Resources: Existing: $100,000
Total: $60,760 New: $100,000 New: $6,670,000 Total: $100,000
Existing: $3,980,000 Existing: $3,796,910
Total: $4,080,000 Total: $10,6466,910
2. Improve Citizen Access 2. Update Thoroughfare 2. Proactive Involvement in a 2. Policy Emphasis on
to Information About Plan More Frequently Regional Approach to Ongoing Update/Revisions
Their City Government - 2 Implementation Plans Airport/ Air Transportation and Adhering to Comp Plan
- 4 Implementation Plans -Resources: - 2 Implementation Plans and Development Policies
-Resources: New: $0 -Resources: - 6 Implementation Plans
New: $51,640 Existing: $5,344,000 New: $0 -Resources:
Existing: $9,900 Total: $5,344,000 Existing: Existing staff New: $91,41 O
Total: $61,540 Total: Existing staff Existing: Existing staff
Total: $91,410
3. Improve our "Pedestrian . 3. Continued Emphasis on a 3. Examine Policies that Set
Friendliness" with Proactive Retail Infrastructure Construction
Adequate Facilities Recruitment to Standards
- 2 Implementation Plans Maintain/Grow Sales Tax - 1 Implementation Plan
-Resources: Base -Resources:
New: $0 - 3 Implementation Plans New: $0
Existing: $1,832,000 -Resources: Existing: $14,000
Total: $1,832,000 New: $0 Total: $14,000
Existing: Existing staff
Total: Existing staff
4. Imp. to Public Transit
System to Improve Rider
Convenience, Reliability,
and Accessibility for
Senior Citizens.
- 1 Implementation Plan
-Resources:
New: $0
Existing: Existing staff
Total: Existing staff
37
·. : .. ·.
Embracing the Past
· .... ·, .··.··
·' .: .. · .. '
Exploring the Future
38
1. CUSTOMER-FOCUSED CITY SERVICES $17 ,267 ,080
As a result of our efforts, citizens will access the highest quality of
customer-focused city services at reasonable cost.
Strategic Plan Summary:
The City will provide accessible, efficient, and effective service to the residents of College Station. In
addition, the organization will maximize its financial and human resources to provide the highest value
service for a reasonable cost. This will be accomplished through the creation of a motivating work
environment that attracts, develops, and retains professional, competent staff. City Services will be made
more accessible to residents through consolidating services in fewer locations and implementing appropriate
electronic technologies. The City will maximize its financial resources by providing funds through a fair and
equitable funding process to outside organizations better equipped to provide social services. The City's
revenues will be enhanced through proactive strategies to develop the City's tourism economy. Finally, the
organization will monitor the legislative environment to anticipate changes in tax policy and other policy
areas, such as utility deregulation, that affect the residents of College Station.
One of the keys to successfully accomplishing this vision is a responsive and innovative internal support
structure. Many of the divisions that serve internal customers are essential to both day-to-day operations
and determining long-term policy direction, fiscal health, and compliance with the law. The quality of the
service provided to internal customers determines both the quality of service that residents receive and the
quality of the environment in which all City employees work.
APPROPRIATIONS -CUSTOMER-FOCUSED CITY SERVICES
GG-CIP
38%
GEN GOVT PUBLIC 12% WRKS
ADMIN
2%
Fiscal Services $1,896,680
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 other
areas of the Department and handles cash and
39
FISCALSRVC
11% OTIS
COMM&P/M
5%
IUTYBIWNG
8%
FLEETSRVC
FACILITIES 6%
MAI NT
5%
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.
: . ·.
"
.... ··
': .. :.··
... ··
... ·
2000 Operational Improvements
The Accounting Division implemented Texas
THIN, an EMS billing software that enables the
City to bill all insurance companies
electronically for EMS expenses. The division
also made the Comprehensive Annual
Financial Report available on the Internet,
realizing considerable printing cost-savings.
The Purchasing Division has also realized cost
savings by using laser-printer purchase order
forms instead of pre-printed forms.
Municipal Court collects the fines and fees for the
City. One service level adjustment is approved to
increase the level of service provided by this
division in FYOl. This SLA will add a full-time
police officer to process and serve warrants and a
Senior Customer Service Representative to assure
that all steps are followed prior to filing a warrant.
The total cost of the SLA is $111, 739. Of this
amount, $36,062 will be funded through Fiscal
Services and the remainder will be funded
through Police. This SLA will improve the level
of warrant service provided.
Warrants Activated vs. Total Cases
40,000 ,.........--.,.,-------..,,...._,.----'""'
30,000 +·--------
20,000
10,000 .
0
97 98 99
•Total cases mwarrants activated
OOEST
Since 1998, the percentage of cases with
activated warrants has fallen from
approximately 21 % to an estimated 9%.
Office of Technology and $2,312,548
Information Services
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
40
Communication Services, Print/Mail, and Utility
Billing.
2000 Operational Improvements
In FYOO, OTIS deployed an updated Intranet,
CityNet, which includes GIS functions, a
bulletin board, an employee directory, and
other features. Full City Council agendas,
unclaimed property listings, and purchasing bid
postings were added to the City's Internet site.
An automated interface between the Police
citation system and the Municipal Court and a
new Water/Waste Water infrastructure
management system were implemented by
OTIS. In addition, new hardware and software
was installed at the landfill.
Two OTIS Administration Service Level
Adjustments are approved for FYO 1. The first is
for $60, 000 to contract with a consultant to
develop an E-government plan for the City. This
SLA is required to implement Strategy Four of
Vision Statement One in the strategic plan
through an examination of our technology to
ensure adequate customer service. Developing an
e-government plan will provide direction and
work towards the goal of creating a balance
between personal customer service and the
advantages of technology. The second SLA is a
$25,000 annual commitment to support
BVCNet, a community-based electronic network.
Strategic Plan 2000-2001
To ensure customer-focused City services, the
City will develop a multi-year e-government/
telecommunications plan. This long-range plan
will identify the technology, personnel, and
funding needed to ensure that residents can
access and utilize services and information
through technology that is both seamless and
up-to-date. The implementation of this plan
will also provide customers with the option to
electronically conduct City business
transactions, creating the two-fold outcome of
convenience for City customers and a
competitive advantage for City enterprises.
The approved FY 01 budget also includes four
service level increases in the Management
Information Services Division totaling $212,420.
These adjustments include $64,500 to upgrade to
Novell Netware 5.1, $38,000 for server
upgrades; $40,920 for laptops for Council
meetings to implement Phase II of the electronic
agenda; and $69,000 for computer and
equipment replacement. Each of these SLA's is
necessary to maintain the technological
infrastructure required to provide high-levels of
customer service and provide employees and
elected officials with the tools they need to do
their jobs effectively and efficiently.
Communications & Print/Mail $793,908
The Communications Division is responsible for
the maintenance of telephone, radio, and other
communications systems used by the City of
College Station. In FYO 1, a service level
adjustment of $6,500 is approved to allow the
City's Wireless Coordinator to continue work on
· the FCC's National Coordination Committee.
The Print/Mail Division is responsible for
providing printing and mail services to City
departments. A service level adjustment of
$9,500 is approved to replace the print shop's
plate maker. In addition, a SLA for $28,000 is
approved to fund additional print shop overtime
and supplies. These costs will be recovered in
print shop revenues.
Utility Billing $1,398,762
Utility Billing is responsible for metering, billing,
and collecting electric, water, wastewater,
sanitation, and drainage utility fees.
Utility Bills Mailed
UI
-g 300 +---------,=::--l'G UI ::I 0
(:.
200
100
95 96 97 98 99
The above chart demonstrates steady growth in
the number of utility bills mailed annually by
Utility Billing.
In FYOl, $16,500 is approved for a half-time
customer service position in Billing Collections.
Service level adjustments are also approved to
replace the folder-inserter for $34,000 and
purchase a pick-up for meter reading. The cost
of the truck is $20,686; however, there will be
overtime savings of $1, 500.
41
Fleet Services $1,056,597
The City of College Station has a fleet of 440
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 protection,
solid waste collection, and public utilities. The
Fleet Services Division manages the fleet and
performs preventive maintenance and repair.
Facilities Maintenance $932,455
The Facilities Maintenance Division provides
support services to City departments through the
maintenance of City facilities. This includes all
City buildings and equipment such as air
conditioning units. Additionally, Facilities
Maintenance performs some minor building
construction and remodeling activities. The
Division also manages facility repair funds to
ensure that facilities and equipment are repaired
and replaced in a timely manner to avoid higher
repair costs that would otherwise occur.
. -worn< ORDERS -+-SQFf in 1000s
The above chart illustrates that an emphasis on
preventative maintenance has kept the
numbers of work orders stable.
Public Works Administration $366,265
This is the administrative division of the Public
Works Department, which includes Streets,
Drainage, Fleet, Traffic, and Solid Waste
Collection. Public Works Administration is the
primary customer contact point for these
activities.
General Government $1,990,417
The City Secretary's Office is responsible for
elections, record management, City Council
support, and other activities. One service level
adjustment for $600 is approved in FYO 1 to
store and duplicate microfilm to meet State
retention requirements. In FYOl, the
9! .. ,
-,·;
Mayor/Council budget will be consolidated within
the City Secretary's Office.
The City Manager's Office is responsible for the
day to day operations of the City, makes
recommendations on current and future issues to
the City Council, and provides long-term
organizational direction. One service level
increase, at a cost of $48,414, is approved for
FYOl in the City Manager's Office. This SLA will
add a full-time land agent to acquire land for CIP
projects.
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. One Service Level Adjustment
of $15,000 is approved to conduct a study of the
Parks and Re<:;reation fee structure.
Strategic Plan 2000-2001
The Office of Budget and Strategic Planning
will work with the Parks and Recreation
Department to complete a review of that
department's fee structure and fee policy in
FYOl. This review is outlined in the 2000-01
Strategic Plan as a necessary step to implement
a strategy to place continued emphasis on
quality park maintenance standards through
the budget process.
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. A service level adjustment of $3, 101
to purchase an additional computer for applicant
testing in FYO 1 is included in the approved
budget.
42
Strategic Plan 2000-2001
A key factor in the success of the 2000-01
strategic plan is a work environment that fairly
compensates and motivates employees to
provide excellent customer service. The FYOl
budget includes $1,354,500 to implement the
second year of the pay plan. It also includes
$262,500 to cover increased health insurance
costs.
General Government and
Capital Equipment CIP $6,519,448
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 FYO 1, the public facilities projects include
approved funding at $780,000 for land
acquisition for a new City Center and
$3,120,000 for a new Municipal Court/Fire
Administration Building.
The technology projects include $300,000 for
the final phase of the City's fiber optic loop and
$1,200,000 to complete the Public Safety
system.
The following pages in this section detail
the service levels and performance
measures for the operating divisions in the
Customer-Focused City Services Vision
Statement. Also included are the budget
and position summaries for each of the
divisions.
FISCAL SERVICES ADMINISTRATION
Description & Budget Explanation:
The Fiscal Services Administration Division assists departments in delivering services through
effective financial management. This 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 are also performed by this office.
Budget Summary
Position Summary
FY99
Actual
$280,200
3
Program Name: Fiscal Services -Information
FYOO
Estimate
$266,543
3
FYOl
ApprQved
$289,414
3
Service Level: Provide accurate and timely information to the council and staff for use in
planning, setting goals, and monitoring programs.
Performance Measures:
Effectiveness
-Annual internal/external survey of satisfaction
rate.
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.
Output
-No. of contracts reviewed annually.
-No. of ouarterlv reports.
43
FY99
Actual
83%
87%
75%
252
4
FYOO
Estimate
85%
87%
75%
250
4
FYOl
Approved
88%
88%
100%
200
4
..
" ...
Program Name: Fiscal Services = Operations
Service Level: Administer cash and debt operations of City through management of cash flows,
investments, and payments.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
- Portfolio rate of return as a percentage of
similarly weighted average maturity treasury
notes.* 107% 105% 100%
Efficiency
- Percent of available cash invested. 99% 99% 99%
Ou4mt
-Annual dollar amount of interest earned. $4,740,186 $5,579,000 $6,350,500
-Provide monthly market-to-market report. 12 12 12
* An index created by using a constantly maturing treasury note with a weighted average maturity that
approximates the weighted average maturity of the City's portfolio.
44
FISCAL SERVICES ACCOUNTING
Description & Budget Explanation:
The Accounting Division is responsible for processing, recording, and reporting all financial
transactions of the City.
Budget Summary
Position Summary
Program Name: Accounting
FY99
Actual
$560,703
11
FYOO
Estimate
$599,672
10.5
FYOl
Appxov.ed
$607,521
10.5
Service Level: Provide accurate, useful, and timely information to both internal and external
customers.
Performance 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.
Efficiency
-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.
Output
-No. of month-end transactions recorded
bv the 10th business dav of each month.
* The qualified audit opinion is a result of Y2K disclosures.
45
FY99
Actual
Yes
No*
90%
95%
Yes
N/A
189
FYOO
Estimate
Yes
Yes
85%
90%
Yes
Yes
200
FYOl
Apprmred
Yes
Yes
85%
90%
Yes
Yes
200
...
Service Level: Process and record all financial transactions for the City in an accurate,
efficient, and timely manner.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent of vendor invoices paid within
30 days of invoice date. 90% 90% 90%
-Receive an unqualified audit opinion from
external auditors No* Yes Yes
-Satisfaction rate on annual customer survey. 90% 85% 85%
-Percent of completed general ledger
reconciliations and updates within 30 days of
the period close date. 80% 85% 85%
-Ratio of correcting journal entry transactions to
total journal entry transactions 0.27% 0.40% <1.00%
Efficiency
-No. of A/P transactions per person. 25,120 27,000 27,000
-No. of journal entry transactions per person. 415,281 317,000 317,000
-Admin. cost per A/P transaction. $2.55 $2.55 $2.55
-Admin. cost per A/P check. $4.44 $5.49 $5.49
-Admin. cost per vendor invoice. $3.38 $3.45 $3.45
-No. of payroll checks per person/dollar
amount per check. 11,503/$3.14 19,333/$2.68 19,333/$2.00
-Accounts receivable collection rate. 88% 90% 90%
-No. of billing transactions per person/dollar
amount per transaction. 14,501/$1.00 15,000/$1.04 $15,000/$1.04
-No. of cash receipts per person/dollar cost per
transaction. 32,348/$2.41 33,000/$2.41 33,000/$2.41
-No. of reconciliations per person. 493 600 600
Output
-No. of A/P transactions. 50,239 54,000 54,000
-No. of journal entry transactions 415,281 317,000 317,000
-No. of correcting journal entry transactions 1,123 1,300 1,300
-No. of A/P checks. 28,878 25,000 25,000
-No. of vendor invoices paid. 37,913 40,000 40,000
-No. of payroll checks. 23,006 29,000 29,000
-Amounts collected. $5,591,806 $8 million $8 million
-No. of billing transactions. 14,501 15,000 15,000
-No. of cash receipt transactions. 32,348 33,000 33,000
-No. of general ledger reconciliations. 493 600 600
46
. Service Level: Administer cash and debt operations of City through management of cash flows,
investments, and payments.
Performance Measures:
Effectiveness
-Portfolio rate of return as a percentage of
similarly weighted average maturity treasury
notes.*
Efficiency
-Percent of available cash invested.
Output
-Annual dollar amount of interest earned.
FY99
Actual
FYOO
Estimate
107% 105%
. 99% 99%
$4.7 million $5.5 million
FYOl
Approved
100%
99%
$6.0 million
* An index created by using a constantly maturing treasury note with a weighted average maturity
that approximates the weighted average maturity of the City's portfolio.
47
. ,··
·
, : .. · .
...
...
·. · ....
, ........ · ..
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
Program Name: Purchasing
FY99
Actual
$208,049
4.5
FYOO
Estimate
$224,160
4.5
FYOl
Appro11.ed
$245,588
4.5
Service Level: Acquire quality goods and services in a timely and efficient manner within legal
parameters for continued City operations.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Satisfaction percentage on annual survey
of departments. 81% 85% 85%
-Satisfaction percentage on bi-annual vendor
survey. N/A 92.4% N/A
-Percent of total expenditures done though
cooperative purchasing agreements. 8.6% 10.0% 10.0%
-Percent of City's purchase transactions
processed through field purchase orders. 94% 96% 95%
-Percent of City's dollars handled through the
purchasing department. 86% 92% 88%
-Percent of total dollars utilizing blanket
contracts. 13.8% 15.0% 15.0%
-Percent of active suppliers accounting for 90%
of City expenditures. 22% 13% 15%
Efficiency
-Average cost per purchase order. $126.64 $135.00 $130.00
Output
-Total dollar value of all City purchases. $37,676,357 $35,000,000 $38,000,000
-Number of cooperative agreements in which
the City participates. 15 15 15
-Number of FPO's processed by departments. 25,755 25,000 20,000
-Dollar value of P. 0. 's processed by Purchasing
staff. $32,448,740 $30,000,000 $28,000,000
-Number of the following purchasing activities:
one-time bids 84 72 75
annual bids 29 25 25
formal contracts/agreements 218 225 250
-Total number of suppliers. 12,607 13,300 13,500
-Total number of active suooliers 1,995 2,150 2,200
48
Service Level: Effectively and efficiently manage and dispose of surplus assets to obtain the
greatest value for the City.
Performance Measures:
Effeci:hlene.s_s
-Percentage of all surplus disposed within 6
months of being identified as surplus.
Efficienq,1
-Recovery percentage on surplus property.
-Percentage of original value of heavy
equipment and vehicles recovered through
disposal methods.
Output
-Net amount received after expenses of
disposition.
FY99
Actual
100%
17.9%
27%
$154,492
FYOO FYOl
Estimate Approved
100% 100%
15.0% 20.0%
15% 25%
$176,000 $150,000
Service Level: Manage warehouse inventory acquisition effectively and efficiently at
favorable prices for continued City operations.
Performance Measures:
Effectiveness
-Average number of turnover levels of inventory
items.
Efficiency
-Percentage value of blanket orders for
inventory items.
Output
-Dollar amount of blanket orders placed against
FY99
Actual
0.9
90%
FYOO
Esiimate
1.3
75%
inventorvitems. $1,299,972 $1,250,000
49
FYOl
Approved
1.5
75%
$1,300,000
... ··
·,,
FISCAL SERVICES RISK MANAGEMENT
Description & Budget Explanation:
The Risk Management Division is responsible for providing programs that minimize the City's
exposure to physical and financial loss. The Division resolves claims filed against the City and has
programs established to reduce potential claims to the City. These programs include safety classes
and inspections.
Budget Summary
Position Summary
Program Name: Risk Management
FY99
Actual
$107,691
2
FYOO
Es.timate
$127,463
2.5
FYOl
Appro11e.d
$151,238
2.5
Service Level: Resolve claims filed against the City in a consistent and expedient manner.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Apprmze_d
Effucfu1eness
-Percent of claims that are settled with no
appeal NIA 99% 98%
-Percent of claims filed with Risk Management
resulting in a lawsuit NIA 0% 2%
Efficiency
-Percent of P IC claims open after 30 days. NIA 15% 10%
-Percent of P IC claims open af ter 60 days. NIA 8% 5%
-Administrative cost per P IC claim filed. NIA $62 $50
-Administrative cost per W IC claim filed. NIA $275 $200
Output
-Total number of PIC claims reviewed. NIA 391 375
-Total number of WIC claims reviewed. NIA 145 125
50
Service Level: Reduce total number and dollar amount of claims filed through monitoring and
mitigation programs.
Performance Measures:
Effectiveness
-Percent of eligible claims that are subrogated
with some effectiveness.
-Percent of eligible funds that are recovered in
subrogation.
-Number of site inspections conducted by RM.
-Number of departmental safety meetings
attended by RM.
-Number of employee-hours of training
conducted by RM.
Efficiency
-Average payout per P /C claim filed.
-Average payout per W IC claim filed.
Output
-Total P /C fund dollars paid.
-Total W/C fund dollars paid.
51
FY99
Actual
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
FYOO
Estimate
90%
75%
18
75
600
$585
$1,011
$100,000
$225,000
FYOl
Approved
90%
90%
24
100
1400
$600
$800
$100,000
$225,000
: � .
.•· ...
. ·.
. •,
·· . .'·· .
. ·,
.. ·
FISCAL SERVICES MUNICIPAL COURT
Description & Budget Explanation:
Municipal Court provides a competent court system with quality service through the utilization of
effective and efficient operating procedures.
FY99 FYOO FYOl
Actual Estimate Appxoved
Budget Summary $463,162 $577,412 $602,919
Revenue Summary $1,208,499 $1,337,050 $1,488,800
Position Summary 12.5 12.5 13.5
Program Name: Case Maintenance
Service Level: Provide quality service while providing the City with administration for cases filed
for enforcement of Class C misdemeanors.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effecti'VelleSS
-Percentage of non-parking citations
entered within 24 hours of being filed
In the court. 90% 95% 97%
-Percentage of parking citations entered
within 24 hours of being filed in the court. 88% 80% 97%
-Percent of citizen survey respondents rating
Court personnel as somewhat or very
courteous 86.8% 87.0% 85.0%
-Percent of citizen survey respondents rating
Court personnel as somewhat or very
knowledgeable 89.4% 91.0% 85.0%
Efficiency
-No. of non-parking citations entered per
worker hour 30 30 30
-No. of parking citations entered per worker
hour 53 40 50
Output
-No. of non-parking citations filed 24,000 26,500 28,500
-No. of parking citations filed 1 1 ,64 0 14,400 15,000
-No. of failure to appear cases files NIA 3,500 4,000
-No. of walk-in customers NIA 18,000 20,000
Program Name: Case Information/Processing
Service Level: Provide public with accurate information regarding their dealings with the court.
Performance Measures:
Effectiveness
-Percent of payments processed within
24 hours received through the mail
-Percent of bonds received from the jail
processed the same day.
Efficiency
-No. of payments processed by mail per worker
hour
-No. of cash bonds, received from the jail,
processed per worker hour.
-Collection Rate**
Output
-No. of bonds received from jail.*
-No. of pieces of mail received.
-Amount collected**
FY99
Actual
80%
95%
8
4
N/A
1,524
18,000
NIA
FYOO
Estimate
85%
99%
8
4
49%
1,500
18,000
2,180,000
FYOl
Approved
97%
98%
9
5
55%
2,500
18,500
$2,300,000
• This performance measure has changed from cash bond figures to all bonds received from CSPD.
••This rate includes all State revenues and City revenues reduced by any jail credits.
Program Name: Hearing Process
Service Level: Maintain effective and efficient court procedures in order to earn a high level of
public confidence.
Performance Measures:
Effectiveness
-Percent of contested hearings cases set for
hearing within 60 days of request
-Percent of case paperwork prepared with
notification to all parties ready at least 3
weeks prior to trial
Efficiency
-No. of contested cases set for hearing per
worker hour
Output
-No. of contested cases set
-No. of summons issued
-No. of subpoenas issued
53
FY99
Actual
90%
90%
3.5
2,736
540
300
FYOO
Estimate
85%
95%
4.0
3,600
200
150
FYOl
Approved
85%
95%
5.0
3,800
500
175
.. . ·:�
...
.
•\."
. .. " .,·.
OFFICE OF TECH. AND ADMINISTRATION ·.
INFORMATION SERVICES
Description & Budget Explanation:
The Administration Division is responsible for administrative support of the Office of Technology
and Information Services. The Division also serves as the primary point of contact for all divisions
through the Action Center.
·. FY99 FYOO FYOl
Actual Estimate Approved
Budget Summary $322,637 $322,337 $433,251
Position Summary 6 6 6
Program Name: Office of Tech. and Info. Services Action Center
Service Level: Coordinate Administration, MIS/GIS, Communication service request and provide
administrative support to OTIS .
Performance Measures: FY99 FYOO FYOl
Actual Estimate Appro1led
Effecthreness
-Percent satisfied on customer service survey. 81% 85% 85%
Efficiency
-No. of Communication requests per staff
member. (3) 76.0 80.7 70.0
-No. of MIS/GIS requests per staff member. (3) 929.6 629.3 600.0
-No. of Field Purchase Orders (FPO) per staff
member. (3) 1,045.3 510.7 500.0
Output
-No. of Communication requests processed. 228 242 210
-No. of MIS/GIS requests processed. 2,789 1,888 1,800
-No. of Field Purchase Orders (FPO) processed. 3,136 1,532 1,500
54
;
OFFICE OF TECH. AND
INFO. SERVICES
MANAGEMENT INFORMATION
SERVICES
Description & Budget Explanation:
The Integrated Data 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
FY99
Actual
$1,381,104
14.0
FYOO
Estimate
$1,493,493
15.0
Program Name: Management Information Systems -MIS
FYOl
Appr.oved
$1,673,706
15.0
Service Level: Provide professional and helpful customer service to city computer end users.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent satisfied on internal annual customer
survey. 76% 70% 70%
-Problem resolution/repair of computer systems
Percent within one business day. 90% 90% 90%
No. of service/repair calls. 3,097 2,500 3,000
Percent service calls for priority one
applications closed within 4 hours. 100% 99% 99%
-Non-Problem requests for service NIA NIA 1,000
Efficiency
-Public Safety Dispatch System up-time 7
days/week, 24 hrs./day (7x24) 100% 99% 99%
-Midrange systems and wide area networks up-
time, mix of 5x9 and 7x24 99% 98% 98%
Output
-No. of hrs. of up-time for midrange
systems/applications. 17,782 15,515 53,280
-No. of hrs. of up-time for WAN
servers/ applications 43,271 61,795 72,570
55-·
·, ...
· ...
OFFICE OF TECH. AND
INFO. SERVICES
Description & Budget Explanation:
GEOGRAPHIC INFORMATION
SYSTEMS
This Division is responsible for the development and maintenance of the Geographic Information
System (GIS).
FY99 FYOO FYOl
Actual Estimate Approved
Budget Summary $133,388 $200,427 $205,591
Position Summary 2.0 2.5 2.5
Program Name: Geographical Information Service -GIS
Service Level: Design, implement, provide, and maintain up-to-date, geographically accurate and
complete coverage's with associated attribute information for all City departments.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Ap_pr.mred
Effectiveness
-Percent satisfied on internal customer survey. 87% 80% 80%
Efficiency
-Percent of coverage's completed. 39% 39% 39%
Output
-No. of ma s roduced 1,390 1,490 1,450
56
;
OFFICE OF TECH. AND
INFORMATION SERVICES
Description & Budget Explanation:
COMMUNICATION SERVICES
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 Summary
Position Summary
Program Name: Communications
FY99
Actual
$387,230
5
FYOO
Estimate
$478,732
5
FYOl
Appro:v.ed
$488,863
5
Service Level: Provide professional and helpful customer service to City staff requiring phone,
radio, and cable needs.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent of emergency work orders responded
to within 2 hours. 100% 98% 98%
-Percent of routine work orders responded to
within one business day. 98% 85% 85%
-Percent satisfied on internal survey. 94% 85% 85%
-Percent network uptime N/A 98% 98%
Efficiency
-No. of work orders per staff annually. 246 257 260
Output
-Total number of work orders. N/A 1,285 1,300
57
·. : .. ·.
... :.,
OFFICE OF TECH. AND
INFORMATION SERVICES
Description & Budget Explanation:
PRINT/MAIL
The Print/Mail Division is responsible for the delivery of interoffice and external mail received at City
Hall and the 14 offsite locations. Print/Mail is also responsible for in-house printing needs, sign
making , and microfilming.
Budget Summary
Position Summary
Program Name: Print/Mail
FY99
Actual
$244,437
5.0
FYOO
Estimate
$298,886
5.0
FYOl
Approved
$305,045
5.0
Service Level: Provide professional and helpful customer service to City staff requiring printing
and design needs, mail guidance, signs, and microfilming to comply with the State
Records Retention Act.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiv..eness
Percent satisfied on annual customer survey 98% 85% 85%
Efficiency
-Percent of incoming mail delivered within 24 hrs. 99% 99% 99%
-Percent of print work orders completed within 5 days. 96% 90% 90%
-No. of annual print work orders per staff. 694 700 700
Output
-No. of printing services work orders. 2,014 2,100 2,100
-No. nieces of outooinq mail (w/o utilitv bills). 240 ,153 225,000 225,000
58
OFFICE OF TECH. AND
INFORMATION SERVICES
Description & 'Budget Explanation:
UTIUlY BILLING
The Utility Billing Division is responsible for connecting and disconnecting water and electric
meters, reading those meters and provide billing and collection services for the city to all customers
of electric, water, sewer, sanitation and drainage services.
Budget Summary
Position Summary
FY99
Actual
$1,315,660
30.0
Program Name: Utility Customer Service
FYOO
Estimate
$1,314,141
30.0
FYOl
ApllJ'..O:Ved
$1,398,762
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: FY99 FYOO FYOl
Actual Estimate Approved
Effectivene_ss
-Percent satisfied on external customer survey. 94% 85% 85%
Efficiency
-No. of customers per day per walk-up
employee. 57 70 70
-Annual number of processed bills per
employee. 15,543 16,000 16,250
-Cost per bill. $4.12 $4.15 $4.15
-Percent of bad debt expense annually. 0.45% 0.25% 0.50%
Output
-No. of incoming calls. 85,583 80,000 82,000
-No. of bills annually. 318,624 322,000 340,000
-No. of payments. 326,166 370,000 390,000
-No. of walk-up customers. 56,311 56,000 57,000
-No. of service orders. 62,343 58,000 60,000
Input
-No. of walk-up employees. 3.0 3.0 3.5
-No. of drive through employees. 2 2 2
-No. of employees answering phones. 10 10 10
-No. of employees processing utility bills. 6 6 6
-No. of employees processing mail and
niqht deposit payments. 8 8 8
59
'•,
Program Name: Meter Service
Service Level: Provide timely connection and disconnection of electric and water services.
Maintain service installations to ensure accurate recording of utility consumption.
Obtain accurate and timely readings for all electric and water meters.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effuctiveness
-Same day service percentage. 99.9% 99.9% 99.9%
-No. of electric meters checked and
resealed annually. 6% 5% 5%
-Read accuracy percentage. 99.89% 99.95% 99.95%
Efficienc_y
-No. of completed service orders per person. 20,342 21,000 22,000
-No. of completed routine checks of electric
meters per person annually. 1,343 1,000 1,100
-No. of meters read daily, per person. 334 350 360
-·Cost per meter read. $0.36 $0.35 $0.35
Output
-No. of service orders completed. 40,684 42,000 44,000
-No. of meters/readings checked out. 2,688 3,200 3,300
-No. of theft/tampering incidents discovered. 27 20 20
-No. of utility payments taken in field. 557 1,100 1,200
-No. of meters read annually. 459,270 480,000 495,000
Input
-No. of full-time technicians. 2 2 2
-No. of full-time meter readers. 4.0 4.5 4.5
-No. of full-time commercial meter readers. 1 1 1
60
PUBLIC WORKS 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.Summary
Position Summary
Program Name: Administration
FY99
Actual
$258,484
5
FYOO
Estimate
$336,233
6
FYOl
Approved
$366,265
6
Service Level: Provide prompt and reliable service to our customers both internal and external.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectivenes_s
-Percent of internal customers satisfied on
customer survey. 97% 95% 95%
Efficiency
-No. of output items per support staff. 4,500 4,600 4,600
Output
-No. of purchase requests submitted annually. 1,650 1,600 1,600
-No. of work orders assigned annually. 12,374 13,000 13,250
-No. of quarterlv reports annuallv. 4 4 4
61
. � .
. •.
·.· .. ·.
:·:;
•.
UBLICWORKS FACILITIES MAINTENANCE
escription & Budget Explanation:
he Facilities Maintenance Division is responsible for the maintenance of the City's office spaces and
uildings.
FY99 FYOO FYOl
Actual Estimate Approved
udget Summary $797,618 $923,979 $932,455
osition Summary 6 6 6
Program Name: Facilities Maintenance
Service Level: Maintain clean, safe, and comfortable working environment for City employees,
customers, and citizens.
FY99 FYOO FYOl
Actual Estimate Approved
76% 85% 85%
Avg. response time to emergency repairs. 1 Day 1 Day 1 Day
Ratio of emergency repair hours to total of all
maintenance hours. 4% 8% 8%
Work orders per employee. 381 400 425
Total direct dollar cost/ square foot of all
maintained facilities $3.00 $2.65 $2.75
Custodial cost per square foot. $1.35 $1.19 $1.20
No. of work orders annually. 1,908 1,500 1,600
Total no. of labor hours to work orders. 7,632 7,600 7,600
No. of labor hours to preventative maintenance. 480 550 600
No. of labor hours to maintenance projects. 2,250 2,800 2,800
No. of labor hours to emer enc re airs. 362 400 400
62
PUBLIC WORKS FLEET SERVICES
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
Program Name: Fleet Services
FY99
Actual
$946,633
15
FYOO
Estimate
$936 ,382
15
Service Level: Provide prompt, reliable maintenance service at cost effective rates.
Performance Measures: FY99 FYOO
Actual Estimate
Effe.ctiveness
-Vehicle downtime. 5% 5%
-Percent satisfied on customer service survey. 90% 85%
Efficiency
-Cost per preventative maintenance (cars). $28.06 $28.00
-Percent of repairs requiring rework. 1% 1%
-Mechanic efficiency percentage. 72% 70%
Output
-No. of vehicles per mechanic. 52 50
-No. of hours logged to work orders. 12,060 13,000
-Shop rate per hour. $44 $47
FYOl
Approved
$1,056,597
15
FYOl
Approved
5%*
85%
NIA*
1%
70%
43
13,000
$47
*The Cost per preventative maintenance (cars) can not be reliably calculated and therefore is proposed
to be dropped in FY 2001. The Vehicle downtime figure also presents problems during its calculation.
The report used to obtain this figure now requires around 2000 pages and will continue to increase. It is
proposed that this measure also be dropped in FY 2001.
63
I·.
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.. '
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.··:
.·.' ·.
GENERAL GOVERNMENT CITY SECRETARY
Description & Budget Explanation:
The City Secretary's Office is responsible for elections, records management, permanent records
maintenance, City Council support, citizen committees, and vital statistics.
Budget Summary
Position Summary
Program Name: Council Support
F\''99
Actual
$186,074
3.5
FYOO
Estimate
$198,661
4.0
Service Level: Provide coordination and timely administrative support to
the Council and Mayor.
Performance Measures: FY99 FYOO
Actual Estimate
Effectiveness
-Council satisfaction:
CSO immediate response to questions. NIA 90%
-Satisfaction rate on coordination and
administrative functions on Council survey. 90% 90%
Efficiency
-No. of staff hours per council packet. 64 48
-No. of Council meeting agendas prepared. 50 50
-No. of council events with meals provided. 35 40
-No. of Mayor's special events. 15 20
-No. of proclamations created. 50 55
-No. of Mayor and Council appointments
scheduled. 500 550
64
FYOl
Approved
$284,384
4.0
FYOl
Approved
90%
90%
48
55
45
25
55
575
Program Name: Public Records and Information
Service Level: To maintain and provide public information in an efficient manner.
Performance Measures: FY99 FYOO
Actual Estimate
Effectiveness
-Percent satisfied on annual
internal customer survey. 98% 98%
-Percent of Vital Statistics
reported to State accurately 99% 99%
Efficiency
-Avg. time per death record
request processed. 20min 20 min
-Avg. time per birth record 10 min 10 min
request processed.
-No. of birth and death records
reported to State Health Dept. 766 800
-No. of birth certificates from hospital 502 600
-No. Birth certificate requests processed 585 700
-No. of death certificate
requests processed. 1562 2000
-Median no. of days for open
records request to be completed. 3 3
-No. of open records requests received. 350 250
-No. of ordinances filed. 42 38
-Total no. of records processed. 2539 2988
-Avg. no. of public notices posted/month. 16 18
-No. of cu. ft. records (boxes)
authorized for destruction. 192 boxes 200 boxes
65
FYOl
Approved
98%
99%
20min
lOmin
850
650
800
2200
3
250
45
3250
20
210 boxes
GENERAL GOVERNMENT 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 Coundl. The City Manager's
Office also involves providing the overall management philosophy and direction to the organization.
In addition, the City Manager dedicates a significant amount of time to intergovernmental and
interagency facilitation. The process orientation of this function does not lend itself well to
measurement, however, many of the relationships fostered through this role lead to significant
outcomes in various areas throughout the organization.
Budget Summary
Position Summary
Program Name: Administration
FY99
Actual
$532,676
5.5
FYOO
Estimate
$458,019
5.5
FYOl
J\ppxoved
$546,339
6.5
Service Level: Facilitate communication between the Council, citizens, and staff on City related
matters.
Performance Measures: FY 99 FY 00 FY 01
Effectiveness
-Overall Satisfaction with City services onCitizen
Survey
-Number of items removed from consent agenda
for clarification
-Maintenance of City of College Station bond
rating
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
Output
-No. of meetings wlCSISD
-No. of meetings with City 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 T earn
annually
-Review Strategic Plan wlCity Council on semi
annual basis
66
Actual
93.8%
NIA
A+ I Al
100%
NIA
NIA
NIA
NIA
NIA
NIA
NIA
NIA
Estimate Approved
90.6% 92.5%
>5% >5%
A+IA1 A+IAl
100% 85%
NIA 80%
4 4
12 12
4 4
12 12
24 24
YES YES
YES YES
GENERAL 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 Summary
Program Name: Legal Department
FY99
Actual
$470,988
8
FYOO
Estimate
$525,464
8
FYOl
Approved
$539,497
8
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.
67
..
··.·.
..
.. :•.
...
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 byHuman
Resources.
FY99 FYOO FYOl
Actual Estimate Approved
Budget Summary $316,589 $386,156 $355,430
Position Summary 6 6 6
Program Name: Training/ Development
Service Level: Provide training and communication to city staff to develop quality service delivery
as well as promote personal and professional development.
Performance Measures: FY99 FYOO
Actual Estimate
Effectiveness
-Satisfaction rate from training participants. 95% 95%
-Satisfaction rate from managers of training Did not
participants. complete
survey 95%
Efficiency
-Total cost of in-house training per employee. $23.44 $20.00
Cost per employees participating. $33.31 $25.00
No. of development hours per program. 2 2
Output
-Total contact training hours. 4,248 3,000
-No. of employees participating in training. 451 350
-Total trainin� pro�rams completed.* 48 30
* Each topic is being reported as an individual training program for Supervisory Academy
**FY 00 numbers are lower due to training position being vacant Oct -May
FYOl
AJlP.[IDLe.d
95%
95%
$20.00
$25.00
4
5,000
800
50
Program Name: Compensation and Benefits
Service Level: Provide a competitive, cost effective, quality benefit and compensation plan.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-(Benefits) Percent within standard dollar
amount for claims per employee. +2.6% +4% +l-5%
-Percent of employees satisfied with claims
handling. 60% 62% 65%
-Percent of Health providers satisfied with
claims processing. 88% 90% 92%
-Median salaries compared to market -0.5% NIA* NIA*
-Pay-related turnover rate NIA 4% 3%
-Number of skill increases 26% 226 243
-Number of competency increases 58% 99 99
-Number of performance increases NIA 67 67
-Number of employees receiving more than one
skill increase NIA NIA 20
-Exempt employee % from midpoint NIA NIA 10%
-Non-exempt employee % from midpoint
NIA NIA 9%
-Average % increase -performance NIA NIA 3%
-Average % increase -competence NIA NIA 3%
-Percent of employees participating in Tuition
Reimbursement NIA NIA 5%
-Percent of employees participating in Vision
Reimbursement NIA NIA 25%
Efficiency
-Insurance claims cost per employee. $280 $340 $367
-Administration costs per claim (based on
number of claims filed.). $11.00 $8.47 $15.00
-Insurance claims cost per employee on
optional plan. $18.45 $24.40 $25.00
-Percent of support skill test passed 33% 30% NIA*
Output
-No. of insurance claims processed. 10,279 12,000 12,500
-Number of positions salary surveyed 14 14 25
-Number of salary surveys responded to 123 120 123
-Number of positions reviewed 88 10 12
-Number of employees taking support skill test 130 130 NIA*
-Number of sunnort skill test administered 36 200 NIA*
* Lines we are taking off at the end of the year
69
·, · .. '
• f •• .. : •• »
Program Name: Recruitment and Selection
Service Level: Provide an adequate number of applicants for a department filling an open position
in a timely manner.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent of open positions reposted. (due to
inadequate pool) 10% 9% 8%
-Percent turnover for tested positions (during
probat ionary period). 1.8% 5.0% NIA*
-Annual Turnover Rate non-tested positions
(during probationary period). 2.4% 5.0% NIA*
-Percent of open jobs requested posted within
24 hrs. 99% 98% 98%
-Percent of time completed applications are
available on the closing day of the posted job. 99% 99% 99%
-Number of ads placed in local paper NIA NIA 50
-Number of ads placed in other papers or
publications NIA NIA 15
-Annual turnover rate NIA 16% 14%
Efficiency
-Percent of posted jobs that were tested. 29% 30% 30%
-Percent of promotional jobs that were tested
compared to all internal promotions. 29% 31% 30%
-No. of applications received per posted
position. 21 24 25
Output
-No. of applications processed. 4,150 4,700 5,200
-No. of posted jobs that were tested. 44 43 50
-No. of promotional iobs that were tested. 8 8 8
* Lines we are taking off at the end of the year
GENERAL GOVERNMENT OFFICE OF BUDGET
AND STRATEGIC PlANNING
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
FY99
Actual
$193,052
5.5
FYOO
Estimate
$239,740
4.5
Program Name: Budget Preparation, Monitoring and Review
Service Level: Prepare, monitor and review all aspects of the annual budget.
Performance Measures:
Effuctiveness
- Percent of annual actual expenditures of
budget.
-Percent of respondents satisfied or very
satisfied with services provided by Budget
Office.
Efficiency
-Time per budget adjustment.
-Time per budget analysis project.
Output
-No. of budget and contingency transfers
processed.
-No. of budget amendments processed.
-No. of budqet analvsis reviews completed.
71
FY99
Actual
92%
86%
5 days
5 days
NIA
1
10
FYOO
Estimate
98%
Survey not
Complete
10 days
10 days
15
2
12
FYOl
Appro'7.ed
$264,767
4.5
FYOl
Approved
96%
90%
5 days
5 days
15
2
15
Program Name: Strategic Planning
Service Level: Coordinate the City's Strategic Planning Program
Performance Measures: FY99 FYOO FYOl
Actual Estimate Apprm1ed
Effectiveness
-Percent of departments surveyed satisfied or
.. very satisfied with Strategic Planning Services. NIA NIA 85%
... -Percent of implementation plans completed
on schedule. NIA NIA 90%
Efficiency
-· ·· - Development Time per Department 5 year
Plan NIA NIA 4 Months
Output
-Number of Department 5 year Plans
Complete 0 1 5
-Number of Strategic Plan Implementation
,., Plans 20 23 75
• -Strateqic Plan Updates Completed NIA NIA 4
. � . . ' . '
Program Name: Organization Review and Improvement
Service Level: Conduct organizational review functions to improve the performance of the
organization.
Performance Measures: FY99 FYOO FYOl
Actual Estimate A�
Effectiveness
-Percent of departments surveyed satisfied or
very satisfied with organizational review. 82% 85% 85%
-Percent of organizational reviews conducted
resulting in marked improvement in process. NIA 0% 100%
Efficiency
-Cost per review conducted. $12,580 $13,000 $13,000
-Percent of review cost covered by cost savings
or new revenues. 10% 10% 60%
Output
-No. of organization reviews conducted. 2 1 2
-No. of process improvement teams. 5 3 5
'72
2. SAFE, SECURE, AND HEALTHY ENVIRONMENT $63,522,514
As a result of our efforts, citizens will live in a safe, secure, and
healthy environment.
Public health and safety are safeguarded through several municipal functions. Effective and efficient fire and
police protection is provided through well-trained, adequately equipped Fire and Police Departments that
strive to work in partnership with residents. The community's well being is also protected through
adequate, well-planned water, sewer, drainage, and sanitation services.
Security reaches beyond fulfilling basic needs for protection and a healthy physical environment. This vision
also encompasses strategies to attack the cycle of poverty and meet the needs of families in crisis. Working
to accomplish this broad vision will require shared resources and collaborative efforts among many
community partners, including the City of College Station.
APPROPRIATIONS -SAFE, SECURE AND HEALTHY ENVIRONMENT
SANITATION
WASTEWATER
CIP
17.9%
WASTEWATER
BVSWMA
10.1%
OTHER
0.2%
POLICE
13.3%
FIRE
0.3%
WATER
4.8%
4.6% DRAINAGE
CIP
5.7%
DRAINAGE
0.5%
27.8%
Police Department $8,454,236
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.
The Police Department's approved budget of
$8,454,236 includes service level adjustments
totaling $365, 177. Of this amount, $75,677 will
fund a new Warrant Officer. This position will be
assigned by the Police Department to work
warrants full time. It is expected that the increase
73
in warrant service fees will offset the cost of the
additional position. Another position approved is
a Communications Manager, $62,481.
In addition, $74, 181 is approved for a police
officer position to take part in the Criminal
Justice Educational Program at AMC Middle
School. This position will be partially funded by
the school district. An approved SLA of
$43,287 will be used to fund a police assistant
position that will investigate noise complaints and
provide the needed follow-up for noise complaint
cases. The Department is also the recipient of an
ITC/STEP grant ($35,280) that provides
overtime pay for officers targeting drunk driving,
speeding, and seat belt use. Three other
approved SLAs are overtime for Division
commanders ($5,000), funding for shift
differential pay for communications operators and
PSO's ($18,720), and Assignment Pay
($18,000).
. ,.
·\ ...
Strategic Plan 2000-2001
The CSPD strives to provide a level of service
that not only safeguards public safety, but also
enhances residents' overall quality of life. This
is reflected in Vision Statement 3: Clean
Environment that Enhances and Protects the
Quality of Life. To reach this vision, the City
will work in partnership with residents to
provide stronger code enforcement in
residential areas. One critical aspect of code
enforcement in our community is noise
abatement. In the FYOl budget, $43,287 is
included to fund a police assistant position to
investigate and follow-up on noise complaint
cases.
Three SLA' s involve the purchase and/ or
replacement of equipment for various divisions.
They consist of $4, 150 for motorcycle modems
and mounts, $12,300 for SWAT equipment, and $5,000 for a commercial grade treadmill. The
final two SLAs are approved to fund re
accreditation ($10,000) and the language
line renewal fees ($1,200)
3,000
2,000
1,000
0
96
Major Crimes
97 98 99 00 Est
The above graph illustrates an anticipated
increase in major offenses in 2000.
The graph below illustrates calls for service
over the past five years. A "Call for Service" is
.any event or situation reported by a citizen
requiring a response from the Police
Department.
80 tn
-g 60
m 40
::I � 20
0
Calls for Service
96 97 98 99 00 Est
74
Fire Department $5,759,376
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. 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 other functions; 4) code
enforcement activities performed by the
community enhancement action center and 5)
hazardous material response.
There are 11 Service Level Adjustments, totaling $416,318, approved for the Fire Department in
FYOl. Among the approved increases are four
positions. These include three EMS personnel
needed to fully staff the third ambulance added
two years ago ($122, 701) and an additional Fire
Prevention Officer ($62,800). Also approved is a $10,000 increase in equipment replacement
funds; $41,000 to replace the Department's Self
Contained Breathing Apparatus (SCBA)
compressor station; $11,317 to upgrade EMS
training supplies, $19,000 to expand CSFD's
Haz-Mat program; $15,000 to replace station
furniture and equipment; $70,000 for four
thermal imaging cameras and $5,000 for an
upgrade to the emergency lighting on a new shift
commander's vehicle. The approved Fire
Department FYO 1 budget also includes a $50,000 contribution to the Aircraft Crash Fire
Rescue Program. The Community Enhancement
Action Center, a Fire Prevention Division
program, also has a SLA for $7,500 for code
enforcement education materials. This request is
being made to enable the department to educate
both residents and employees about code
requirements and enforcement, which is one of
the major components of Vision Statement 3:
Clean Environment that Enhances and Protects
the Quality of Life.
Incidents Dispatched
3000 ·�-------�--......,
2000
1000
0
FY1997 FY1998 FY1999
The above graph illustrates the increase in
incidents responded to by the Fire Department
over the last three years.
Fire Capital Projects $210,000
In FYOl, Capital improvement funds of
$210,000 are approved to complete the
rehabilitation and expansion of Fire Station #2,
located at 2100 Rio Grande.
Water Division -Operations $3,072,131
A reliable and safe supply of potable water is
necessary for any community. The City of
College Station has the capacity to produce
approximately 18.29 million gallons per day of
potable water. The Water Division has developed
high standards of reliability, assuring customers
that their needs will be met with supplies that
meet or exceed all federal and state mandated
standards. 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.
There are two water production service level
adjustments approved; one for $26, 750 to
update the SCADA servers and view nodes and
another to fund the Brazos Valley Groundwater
Conservation District at the level of $157,675.
There are two water distribution SLA's approved
for FYOl. These include $64,000 for a contract
to install water taps to enable the crew currently
working on taps to complete needed repairs and
preventive maintenance to the distribution system
and $35, 000 to upgrade the fluoridation system.
The expenses for the fluoridation system will be
reimbursed through a State Health Department
grant. The approved budget also includes a SLA
for a part-time environmental services position
($8,000) and a pick-up truck for the
Water/Wastewater GPS technician ($22,800).
75
The following graph illustrates an increase in
the daily average water demand from 8.3
million gallons to an estimated 10.2 million
gallons since 1996.
Daily Average Water Demand
>.12.0 ·�-----------......
ro Q 10.0 1----------
� 8.0
_Q 6.0 � 4.0
2.0
� 0.0
96 97 98 99 00 est
Water -CIP $17 ,655,606
This year's approved CIP budget includes
$13,008,506 for projects that will increase the
City's water resources and further enable water
distribution. These are significant projects that
will increase the City's ability to supply water to a
growing College Station. These include Well #6,
cooling towers, and parallel water transmission.
Also included in the CIP is $750,000 to complete
the water utility relocation necessary for the
expansion of Texas Ave from Dominick to
Harvey Mitchell Parkway. Also included is
$800,000 of a $4.2 million project to provide
water service to the west side of the City, as well
as enhance water service in the Northgate area.
In addition to projects that will expand water
service delivery ability, the CIP also includes
several rehabilitation projects. In FYO 1,
$632,000 is approved to complete Phase Four
out of eight phases of the Eastgate water
rehabilitation project.
Wastewater -Operations $2,926,640
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 graph below shows the daily annual
wastewater flow in millions of gallons.
Daily Average Wastewater Flow
.....
Q 8.0
"' 6.0 l5
1ii 4.0
(!) 2.0
:i 0.0 .
96 97 98 99 00
est.
The approved budget includes $314,590 in
service level adjustments, including $107,000 for
a contract to install wastewater taps; $76,920 to
purchase fifteen wastewater flow monitors,
$25, 170 for an electrical power monitoring
system for the Carter Creek Treatment Plant;
$6,000 for a UV system maintenance service
contract; $89,500 for an additional spreader
truck, and $10,000 for a light utility vehicle for
the Carter Creek WWTP.
Wastewater -CIP $11,389,406
The Wastewater CIP approved budget for FY 01
includes funds for both collection and treatment
projects. Collection projects include $704,000
for phase four of eight for Eastgate residential
system rehabilitation, $1,300,000 for wastewater
utilities relocation associated with the Texas Ave.
widening project, and $500,000 for the West
Side Sewer Service project. The. approved CIP
budget includes $6,676,306 to rebuild and
expand the Lick Creek Wastewater Treatment
Plant in order to maintain adequate sewer
capacity as development occurs in College
Station. This is a significant capital project that
will expand the Lick Creek Treatment Plant
capacity from 500,000 gallons per day to a
capacity of two million gallons per day.
Sanitation $3,720,806
Solid Waste Collection is an enterprise service
with service fees that are intended to cover the
cost of service. The Sanitation Division provides
a number of services to meet local needs and
desires in providing collection of municipal solid
waste. These include providing residential
containers, curbside recycling, brush and grass
clipping collection, 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 a self
supporting service provided to local businesses.
The commercial service provides collection in
small and large plastic containers serviced with
side load automated collection equipment.
76
Customers with greater volumes can use large
capacity roll off containers that are serviced by
front load collection equipment.
The approved Sanitation budget includes three
Service Level Adjustments totaling $381,280.
All three will enhance the residential service level
provided to citizens. The first SLA will provide
$218,110 for an additional route manager and
automated, side-loading truck. This additional
route is needed due to the continued growth of
College Station's residential areas. The second
SLA will provide funds ($153,170) for an
additional equipment operator and street sweeper
vehicle. This will significantly increase the street
sweeping service level in College Station and will
result in cleaner streets. The third SLA will
provide $10,000 to pilot a multi-family recycling
program. An increase in the Sanitation rate of
fifty cents per month for residential service was
approved.
'iii'
"Cl
c ca
Ill
:i 0
@.
Ill
c 0 I-
40
30
20
10
0
98 99
ml RESIDENTIAL
00 Est 01 Prop J •COMMERCIAL
The above graph illustrates the increasing volumes,
in tons, of refuse collected and disposed of by the
Sanitation Division.
Drainage -Operations $315,185
Drainage issues have been critical in the last
several years in College Station. Drainage can
impact both health and public safety, as well as
transportation and mobility issues. The Drainage
service level provides a 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.
Drainage Utility CIP $3,425,201
Drainage capital projects are funded through a
drainage utility fee. Significant drainage utility
projects approved for FYO 1 include the
construction of two Bee Creek projects. These
projects are designed to improve the drainage
system in College Station.
Other Health & Public Safety $148,498
Expenditures
The Health Department provides health services _
to the citizens of Brazos County. These services
include restaurant inspection and health services
for lower income residents. The City's portion of
the approved FY 01 Health Department budget is
$113,498, a 26% increase over the level of
funding provided in FY 00.
The Brazos Valley Council on Alcohol and
Substance Abuse (BVCASA) operates a Straight
Talk Hotline that provides 24-hour information
and referral to community resources for
individuals with alcohol and substance abuse
problems. $25,000 is approved for FY 01 for
this organization. This amount is consistent with
previous funding amounts provided by the City.
The Retired and Senior Volunteer Program
(RSVP) works as a clearinghouse for volunteer
services for non-profit agencies in the Brazos
Valley, including health care organizations. For
FYOl, $5,000 is included in the approved budget
for this organization.
The Dispute Resolution Center-Central Brazos
Valley (DRC) is a volunteer agency that accepts
court referrals, personal, business, and
community issues which have not reached the
state of litigation. Their mission is to facilitate the
peaceful resolution of conflicts by utilizing
impartial third parties that apply mediation and
other alternative resolution techniques. $5,000 is
approved in the FY 01 budget to be used for
general operation and management of the
Center.
77
Brazos Valley Solid Waste $6,445,429
Management Agency
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.
Three SLA's totaling $334,170 are approved for
BVSWMA's FYOl budget. The first is $186,870
for the design, construction, and quality assurance
testing for Pre-Subtitle D Final Cover. The next
Service Level Adjustment is to construct and
maintain a De-Mudder at the Rock Prairie Road
Landfill ($60,000). The final SLA for $87,300
will fund the purchase of a 100-ton, automated
heavy-duty truck scale. Also included in the
BVSWMA approved budget is $1.8 million to
replace several significant pieces of equipment
used at the landfill.
The following pages of this section detail
the service levels and performance
measures for the operating divisions in the
Safe, Secure, and Healthy Environment
Vision Statement. Also included are the
budget and position summaries for each of
the divisions.
POLICE DEPARTMENT ADMINISTRATION
Description & Budget Explanation:
The Administration Division is responsible for the administrative support of all divisions in the Police
Department
Budget Summary
Position Summary
Program Name: Administration
FY99
Actual
$373,899
6
FYOO FYOl
·Es.timate App.rov.ed
$388,190 $552,847
6 8
Service Level: To ensure that Departmental programs and activities are in line with the
department mission statement and accomplished within budgetary limitations.
Performance Measures:
Effectiveness
-Ensure other divisions within the Police
Department meet their performance
measures.
Efficiency
-The Department stays within budget overall.
Output
-Percent of chapters of policy revised annuallv.
78
FY99
Actual
80%
100%
100%
FYOO
Estimate
80%
100%
100%
FYOl
Approved
80%
100%
100%
.
POLICE DEPARTMENT UNIFORM PATROL
Description & Budget Explanation:
The Uniform Patrol Division is responsible· for providing police patrol and traffic enforcement duties.
Budget Summary
P()sition Summary
Program Name: Uniform Patrol
FY99
Actual
$3,475,727
63
FYOO
Estimate
$3,619,089
66.5
FYOl
Approved
$3,807,603
67.5
Service Level: Provide timely initial police services on a 24 hour basis incorporating a community
policing philosophy with an emphasis on problem solving.
Pe rformance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent of time Patrol Officers' time that is
Proactive 40% 35% 50%
Reactive 60% 65% 50%
Efficiency
-Average response time on high priority calls. 5.87 mins 6.10 mins 5.90 mins
-Average response time on low priority calls. 14.18 mins 17.25 mins 15.75 mins
-Percentage of total accidents that are alcohol
related. 2.89% 3.00% 2.75%
Output
-No. of high priority calls handled. 5,117 5,250 5,325
-No. of low priority calls handled. 42,545 43,990 45,310
-Total number of calls handled. 47,662 49,240 50,635
-No. of DWI arrests. 422 450 465
-No. of DUI arrests. 144 125 140
-No. of problems addressed. 164 126 120
-No. of problems resolved. 78 60 59
79
Program Name: Special Enforcement Section
Service Level: Provide traffic safety services.
Performance Measures: FY99 FYOO FYOl
".
Actual Estimate Apprmred
Effectiveness
-No. of injuries at high accident locations. 244 270 250
Output
-No. of enforcement actions for high accident
.. locations. 1,041 1,750 1,875
-No. of directed traffic patrols performed. 185 125 200
...
· .
. •.
80
POLICE DEPARTMENT CRIMINAL INVESTIGATION
Description & Budget Explanation:
The Criminal Investigation Division is responsible for investigation of serious criminal offenses,
provide victim, witness, and suspect interviews, monitor criminal gang activity, and provide narcotic
substance investigations.
Budget Summary
Position Summary
FY99
Actual
$940,648
18
Program Name: Criminal Investigations
FYOO
Estimate
$968,188
17
FYOl
Appi:ov:ed
$943,052
15
Service Level: To provide efficient assignment and investigation of serious criminal offenses
within a reasonable amount of time. Ensure that victims of assigned criminal
offenses be contacted within 10 days of assignment. To provide effective
investigations to clear the maximum number of offenses with the resources
available.
Performance Measures:
Effectiveness
-Percent satisfied on customer survey.
-Percent cleared on follow-up cases.
-Percent cleared by arrest.
Efficiency
- 7 5% of assigned cases will be disposed of
within 30 days.
-70% of assigned cased cleared.
-45% of cleared cases will be by arrest.
Output
-No. of assigned cases.
-No. of cases cleared.
-No. of cases cleared by arrest.
FY99
Actual
90.5%
74%
39%
N/A
N/A
N/A
2,010
1,491
778
81
FYOO FYOl
Estimate Approved
90.0% 90.0%
75% 75%
40% 45%
75% 75%
70% 70%
45% 45%
2,000 2,200
1,200 1,540
550 695
.... ··
... ··
.· .. ·
POLICE DEPARTMENT PROFESSIONAL STANDARDS
Description & Budget Explanation:
The Professional Standards Division recruits, selects and trains sworn and civilian employees.
Additionally, the Division provides continuing training to employees and is responsible for the
Management of the Accreditation Process.
Budget Summary
Position Summary
FY99
Aetual
$236,691
3
Program Name: Recruiting & Training
FYOO
Estimate
$236,379
3
FYOl
Appro:v:ed
$2.56,926
3
Service Level: To provide continuing education and training for the enhancement of the
professional skills of current employees.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percentage of sworn employees that receive
an average of 80 hours of in-service training
each. 100% 100% 100%
Efficiency
-Average number of training hours provided
per employee, including part-time employees
and ITO Program 130 130 130
Output
-No. of in-house training hours. 8,629 10,000 9,000
-No. of outside traininq hours. 7,685 8,000 8,000
(Hours of training include the initial training of new employees, and with high turnover, the number is significantly
higher in last two fiscal years, and this will continue as newly hired personnel are brought up to standards.)
82
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 of the Department's
facility and fleet needs.
Budget Summary
Position Summary
Program Name: Quartermaster
FY99
Actual
$280,330
0
FYOO
Estimate
$790,718
1
Service Level: Provide equipment, supplies, and maintenance for the Department.
Performance Measures:
Effectiveness
-Percent satisfied on employee survey.
Efficiency
-Percent of Supply requests filled within 5
working days.
Output
-No. of supply requests filled within 5 working
davs.
83
FY99
Actual
95%
81%
502
FYOO
Estimate
95%
85%
650
FYOl
Appro.v.ed
$805,637
1
FYOl
Approved
95%
85%
750
..
....
POLICE DEPARTMENT COMMUNICATIONS I JAIL
· Description & Budget Explanation:
The Communications/Jail Division is responsible for police communications and dispatch, provides
safe and secure detention operations, and provides report taking capabilities for low-prioritized calls .
. ·.
FY99
Actual
Budget Summary $901,699
Position Summary 26
Program Name: Public Safety Communications
Service Level: Processing of Police, Fire, and EMS calls for service.
Performance Measures:
Effectiveness
-Percent satisfied on Citizen Survey.
Efficiency
-Percent of priority 1 police calls dispatched
within 3 minutes.
-Percent of priority 1 fire calls dispatched
within 1 minute.
Output
-No. of phone calls processed monthly.
-Phone calls processed monthly (8am-5pm).
-91 1 phone calls monthly.
-Total police incidents monthly.
-Total fire incidents monthlv.
84
FY99
Actual
75%
96%
96%
20,369
9,999
975
8,032
354
FYOO
Es.timate
$999,532
27
FYOO
Estimate
75%
96%
96%
25,674
12,505
1,195
8,093
343
FYOl
App.r:o\led
$1,111,245
28
FYOl
.Approved
75%
96%
96%
27,500
14,000
1,250
8,750
375
Program Name: Jail
Service Level: Processing of prisoners allowing patrol officers to reduce transport and processing
time of prisoners; keeping an officer in service by taking low priority calls for
service over the phone or in person.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approve d
Effectiveness
-Length of time to process arrestees. 30 mins. 30 mins. 30 mins.
Efficiency
-Percent of priority 4 calls handled by PSO's. 7% 7% 9%
Output
-No. of reports taken by PSO's monthly. 177 167 200
-No. of prisoners processed monthlv. 580 564 620
85
. '
·'·
·, ....
·.·:
POLICE DEPARTMENT SPECIAL SERVICES
Description & Budget Explanation:
The Special Services Division is responsible for the coordination and delivery of Criminal Justice
Programs and the D.A.R.E. program in the College Station Independent SchoolDistrict System.
The Division is also responsible for a number of programs that involve the community and the
public school system, for community relations and crime prevention education for our citizens, and
for the delivery of animal control services in the city.
Budget Summary
Position Summary
FY99
Actual
$467,019
8
Program Name: Criminal Justice Programs
FYOO
Estimate
$551,700
9
FYOl
Approv:ed
$578,292
9
Service Level: Coordinate the Criminal Justice Educational Programs at the College Station
Independent School District, while establishing positive relationships with students,
faculty, and staff, and interacting with "at-risk" and potential "at-risk" students .
Performance Measures:
Effecfulenes.s
-Annual faculty and staff survey approval
rating.
Efficiency
-Percentage of students enrolled receiving a
passing (70%) grade.
Output
-No. of students in Criminal Justice Courses.
-No. of at-risk students helped with mentoring
sessions.
86
FY99
Actual
93%
NIA
182
644
FYOO
Estimate
95%
95%
288
650
FYOl
Approved
95%
95%
448
800
Program Name: Drug Abuse Resistance Education (DARE)
Service Level: To provide a quality D.A.R.E. program to students in selected grades in the
C.S.l.S.D. system, for the purpose of educating students of the consequences of
substance use and abuse.
Performance Measures:
Effectiveness
-Annual faculty and staff survey approval
rating.
Efficienc_y
-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
FY99
Actual
96%
99%
515
FYOO
Estimate
95%
99%
575
FYOl
Approved
95%
99%
575
Service Level: To provide adequate and professional animal control services to the citizens and
visitors to the City of College Station.
Performance .Measures:
Effectiveness
-Percent of on-duty, animal calls responded to
within 15 minutes.
-Percent of citizens satisfied with service.
Efficiency
-80% of the citizens surveyed are satisfied with
the service.
Output
-Calls for service per year.
-No. of animals handled er ear.
87
FY99
Actual
75.8%
80.8%
80.8%
3,852
2,239
FYOO
Estimate
76%
80%
80.0%
3,600
2,000
FYOl
Approved
75%
80%
80.0%
3,600
2,000
POLICE DEPARTMENT INFORMATION SERVICES
Description & Budget Explanation:
The Information Services Division is responsible for processing and maintaining police records and
evidence, providing crime analysis information to operational personnel and making public
information available by design or as requested.
Budget Summary
Position .Summary
Program Name: Information Services
FY99
Actual
$282,557
8
FYOO
Estimate
$299,252
8
FYOl
Approved
$398,634
10
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:
Effectiveness
-Percent satisfied on annual customer survey.
Percent of time that all incoming
records/evidence are processed correctly.
Effici�y
-Percent of time reports and supplements
received by 9 a.m. are processed by 12 noon.
-Percent of time all citations are processed by
3 p.m. the day following the citation.
-No. of evidence/property items disposed
during measured month.
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.
-No. of evidence/property items disposed
annually.
8&
FY99
Actual
96.5%
99%
85%
85%
136
13,920
3.5
35,704
4,552
1,628
FYOO
Estimate
96.5%
99%
85%
85%
100
13,884
4.0
40,104
1
5,637
1,494
FYOl
Approved
99.0%
99%
85%
85%
100
14,000
4.0
45,000
1
6,000
1,200
FIRE DEPARTMENT ADMINISTRATION
Description & Budget Explanation:
This is the administrative and training function of the Fire Department. General administrative
support is provided to the department. Requests for service by citizens· and Fire Department
employees are also handled in this area.
Budget Summary
Position Summary
Program Name: Administration
FY99
Act.ual
$286,652
4
FYOO
E.s.timate
$307,466
4
FYOl
Approved
$296,693
4
Service Level: Provide comprehensive planning, operational oversight, and budget preparation
and monitoring services to the Fire Department.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Compliance rate of adopted state and federal
regulations by CSFD within 180 days of
implementation. N/A 90% 90%
-Insurance Service Office (ISO) rating. N/A 3 3
Efficiency
- Percent of staff time devoted to research,
compliance, and implementation of federal
and state regulations. N/A 40% 25%
Output
-No. of federal and state regulations adopted
within 180 days of implementation. N/A 2 2
-No. of federal and state regulations which
CSFD is in compliance within 180 days of
implementation. N/A 2 2
- Percent of policies and procedures reviewed
annually. NIA 95% 90%
-Monthly evaluation of budgetary reports with
identifiable problems being corrected within
45 davs. N/A 90% 90%
There is no history due to all new performance measures for FY 00.
Service Level: Provide necessary support services and information to internal and external
customers.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
". Effectiveness
-Percent of EMS reports entered into the
billing system within 48 hours of reception of
reports. NIA 95 85%
-Approval percent on citizen satisfaction
survey. NIA 94% 90%
..
-Percent of purchase orders and invoices
entered into the system in the week received. NIA 92% 90%
·. : .. · . -Percent of time payroll data are entered into
. •. the system accurately. NIA 98% 95%
-Percent of time citizen inquiries/complaints
are resolved with 72 hours. NIA 93% 90%
Efficiency
-Percent of staff time devoted to the entry of
EMS reports into the billing system. NIA 80% 80%
-Percent of staff time devoted to the entry of
accounting and purchasing invoices. NIA 75% 75%
-Percent of staff time devoted to
'.·. the entry of Prevention Inspections NIA 30% 45%
Output
-No. of EMS reports entered into the billing
system. NIA 1,568 1,700
-No. of purchase orders and invoices,
correspondence entered. NIA 9,411 10,200
-No. of citizen inquiries/complaints responded
to. NIA 3,800 5,200
There is no history due to all new performance measures for FY 00.
·.·
90
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 allow more· integrated fire and hazardous materials response to
the community. EMS operations were previously included in this cost center but were assigned a
separate division in FY 00 to increase tracking capabilities.
Budget Summary
Position Summary
Program Name: Fire Suppression
FY99
Actual
$4,184,357
47
FYOO
Estimate
$2,918,150
47
FYOl
Approved
$3,176,084
47
Service Level: Provide prompt, effective, and efficient response and mitigation for fire, rescue,
and Haz-Mat emergencies.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent of response time, which consists of
dispatch to first arriving unit on scene
(Response time consists of dispatch time*,
turnout time, and drive time).
> 6 min. NIA 31% 30%
<6min. NIA 69% 68%
<5 min. NIA 45% 44%
<4 min. NIA 24% 23%
< 3 min. NIA 6% 5%
-Percent of time fire damage is confined to the
room/structure of origin. NIA 97% 96%
-Percent of time fire fighting agent is applied
within 6 mins. of first fire unit arrival on
scene. NIA 31% 30%
-Percent of time a stop loss*** on Haz-Mat
incidents are achieved within 1 hour of on
scene time. NIA 96% 95%
Efficiency
-Percent of funds for billable time and
expendables recouped on Haz-Mat responses. NIA NIA 75%
-Per-capita operating expenditures.**** NIA $41.38 $44.14
Output
-Total no. of unit responses. NIA 2,774 2,774
-Total no. of incidents. NIA 1,584 1,584
* Dispatch time is tracked in Police Department's Communication Service Level.
** Extrication is the removal of all victims from the vehicles involved in an accident.
*** Stop loss is the point in time in which the spread of a material has been contained.
**** 66,200 population estimate
91
.•.
... ··
Service Level: Provide seivices that enhance the suivivability of citizens, visitors, and emergency
response personnel in our community during fires and other emergencies.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approl.1ed
Output
-Total no. of station tours. NIA 200 200
-Percent of pre-scheduled station tours. NIA 45% 45%
-Percent of "walk in" station tours. NIA 55% 55%
-Total number of station tour visitors. NIA 1,000 1,200
-Staff hours committed to station tours. NIA 200 300
-Total no. of public education appearances. NIA 70 75
-Staff hours committed to public education
appearances. NIA 450 500
-Total no. of businesses receiving fire safety
suiveys and evaluations for familiarity of
structure and contents. NIA 250 149
-Staff hours committed to safety suiveys. NIA 100 120
-Total no. of EMS riders*. NIA 300 330
-Percent of EMS riders who are city employees. NIA 30% 30%
-Percent of EMS riders who are EMS trainees. NIA 100% 100%
-Total hours committed b EMS riders. NIA 5,000 6 000
*EMS Riders are completing EMT /Paramedic training requirements
Program Name: Training
Service Level: Coordinate training, testing, and support necessary to provide prompt, effective,
and efficient response and mitigation for fire, rescue, and Haz-Mat emergencies.
Performance Measures:
Effecthreness
- Required/actual continuing education hours
Fire
ARFF (Aircraft Rescue Fire Fighting)
Haz-Mat (Hazardous Materials)
-Percent of TX.FIRS* reports reviewed for
completeness, SOP** compliance, and safety
adherence.
-No. of required/actual certifications
maintained.
Efficiency
-Cost per internal/external training hour.
Output
-No. of TX.FIRS reports generated by CSFD.
-No. of total fire traininq hours.
* Texas Fire Incident Reporting System
** Standard Operating Procedures
92
FY99 FYOO FYOl
Actual Estimate Approved
NIA 1,280/1,500 1,200 I 2,000
NIA 144/335 140/500
NIA 664/664 500/600
NIA 50% 50%
NIA 132/198 132/198
NIA $1.26/$4.46 $1.26/$4.46
NIA 4,150 4,150
NIA 2,200 4,000
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
allow more integrated EMS response to the community. EMS operations were previously accounted
for through the Fire Suppression Division but were assigned a separate division in FY 00 to
promote increased management capabilities of this critical service.
Budget Summary
Position Summary
FY99
Actual
NIA
NIA
Program Name: Emergency Medical Service
FYOO
Estimate
$1,566,135
29
FYOl
Approved
$1,705,803
32
Service Level: Provide timely response, prompt patient assessment, quality treatment, and
transport.
Performance Measures:
Effectiveness
-Percent of ALS response time, which consists
of dispatch to first arriving unit on scene
(Response time consists of dispatch time*,
turnout time, and drive time).
>6 min.
<6 min
< 5min.
< 4min.
<3 min.
-Percent of time patient's condition remained
the same or improved during transport.
Efficiency
-Per capita operating expenditures.
Output
-No. of ALS/BLS responses.**
-Total no. of unit responses.
-Total no. of incidents responded to.
FY99
Actual
NIA
NIA
NIA
NIA
NIA
NIA
NIA
NIA
NIA
NIA
FYOO
Estimate
27%
76%
53%
29%
9%
98.2%
$22.39
9841530
4,568
2,554
* Dispatch time is tracked in Police Department's Communication Service Level.
FYOl
Approved
26%
75%
52%
28%
8%
97%
$23.00
9801530
4,568
2,554
** 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.
93
··: .. '. ;
.• ·"
Service Level: Coordinate training, medical direction, and support necessary to provide timely
response, prompt patient assessment, quality treatment, and transport.
Performance Measures:
Effectiveness
-Required/actual continuing education hours
EMT-Basic
EMT-Intermediate
EMT-Paramedic
-Percent of EMS patient reports reviewed for
completeness, protocol compliance, and safety
adherence.
-No. of required/actual certifications
maintained.
Efficiency
-Cost per internal/external training hour.
Output
-No. of EMS patient reports generated by
CSFD.
-No. of total EMS traininQ hours.
94
FY99 FYOO
Actual Estimate
NIA 20/20
NIA 30/30
NIA 40/40
NIA 48%
NIA 193/227
NIA $4.11/$3.11
NIA
NIA
3,000
7,500
FYOl
Approved
20/20
30/30
40/40
75%
193/227
$4.11/$3.11
3,000
5,000
FIRE DEPARTMENT
Description & Budget Explanation:
FIRE PREVENTION I
COMMUNITY ENHANCEMENT
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 of fires. Also
included in this function is the maintenance and enforcement of city ordinances relating to zoning,
sanitation, drainage, nuisance abatement, and parking related violations. Fire Prevention is involved
in the development process through the inspection of new buildings to ensure compliance with the
fire code. Public safety and education programs are provided to the citizens of College Station.
Budget Summary
Position Summary
Program Name: Fire Prevention
FY99
Actual
$408,159
9
FYOO
Estimate
$521,219
9
FYOl
Appro'1.ed
$580,796
10
Service Level: Provide prompt and thorough system acceptance tests and conduct building fire
safety inspections to ensure code compliance.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness:
-Percent of surveyed customers rating the fire
new inspection service good or very good. 98% 98% 98%
-Percent of time acceptance tests are
conducted within one working day of
requests. 100% 90% 90%
-Percent of time new business final inspections
are held within one working day of requests. 100% 90% 90%
Efficiency
-Time per inspection. 1 hour 1 hour 1 hour
-No. of inspections per month per officer. 41 20 20
-Staff time cost per inspection. $19 $22 $22
-Per-capita operating expenditures (for all Fire
Prevention/Code Enforcement activities).* $6.17 $7.82 $8.51
Output
-No. of visits per construction-renovation sites. 3 per week 2 per week 2 per week
-Total# of construction-renovation site visits. N/A 750 750
-No. of systems tests conducted per year. 128 160 165
-No. of fire safety inspections of businesses. 973 500 500
-Major violation* follow-up time. 1 day 1 day 1 day
-Minor violation follow-u time. 3 da s 3 da s 3 da s
* Major violations are any problems that pose an immediate threat to life, property or the environment
Oocked exits, sprinkler systems out of service, dumping of hazardous materials, unauthorized burning).
95
.·
..
· . . .
Service Level: Determine fire cause and origin of all fires responses and location by occupancy
of fire injuries/deaths.
Performance Measures: FY99 FYOO FYOl
Actual Es.timate Appnw_e_d
Effectiveness:
-Percent of time fire cause and origin are
determined when an investigator is called. 99% 98% 98%
-Percent of investigations on all major fire,
Haz-Mat, and fire code compliance cases
initiated within 24 hr. NIA 100% 100%
Efficiency
-Avg. time spent per fire investi!=!ations. 5 hours 3 hours 3 hours
Service Level: Provide public safety education programs.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness:
-Percent of class participants satisfied or very
satisfied with public safety education
programs. 99% 98% 98%
Efficiency
-Avg. time per class. 1 hour 1 hour 1 hour
-Avg. cost per student for fire safety training. $1.90 $0.75 $1.20
Output
-No. of participants in fire safety classes. 3,614* 13,000 13,000
-No. of fire safe I code com liance classes. 50 150 150
* Public Education Position was vacant for five months.
96
Program Name: Community Enhancement (Code Enforcement)
Senli.ce Level: Ensure a healthy and safe community through the timely, proactive, and reactive
enforcement of property standards, codes, and ordinances.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Appro�d
Effectiveness
-Percent of staff time spent on proactive code
enforcement. 58% 30% 30%
-Percent of calls investigated within 48
hours of call. 95% 95% 95%
-Percent of cases resolved within 90 days. 99% 98% 98%
-Percent of cases resolved by voluntary
compliance. 98% 96% 96% -Percent of cases requiring administrative
action. 2% 4% 4%
Efficiency
-No. of cases resolved per code employee. 3,676 3,000 3,000 -Cost per parking contact. $2.20 $2.00 $2.00 -Cost per enforcement of parking violations*. $2.10 $2.20 $1.80
Output
-Total number of community enhancement
cases responded to. 7,352 8,000 8,000
-No. of premise** cases resolved. 3,848 6,000 6,000
-No. of proactive cases (including PITY). 4,300 2,400 2,400 -No. of cases taking 90 days or more. 42 120 120
-No. of cases resolved by voluntary compliance. 3,700 7,680 7,680 -No. of cases requiring administrative action. 148 320 320
-No. of Weeds & Grass cases. 2,314 1,400 1,400
-No. of Sanitation related cases. 433 1,400 1,400 -No. of Junk/abandoned vehicle cases. 445 800 800
No. of Landscape and land use zoning cases. 973 200 200
-No. of Signs-handbills zoning cases.• NIA 3,000 3,000 -No. of PITY (parking in the yard) cases. 51 200 200
-No. of other code enforcement cases. 1,347 1,000 1,000 -No. of public information contacts. 1,840 3,000 4,000
Patrol fire lanes (days per week). 6 6 6
-Number of parking citations other than
handicap and fire lane. 9,323 9,500 11,000
-No. of parkina contacts (oer year). 26,790 32,000 32,000
* New handheld citation machines should be operational during this FY.
**Premise cases are nuisance issues like weeds and grass, junk vehicles, and litter. They also include zoning,
sanitation and drainage ordinances.
97
..
.
.
. :· "
.
,
WATER FUND WATER OPERATIONS
Description & Budget Explanation:
The Water Operations Division is responsible for the supply and delivery of water
Budget Summary
Revenue Summary
Position Summary
Program Name: Water Production
FY99
Actual
$2,792,185
$7,966,360
30 .5
FYOO
Estimate
$3,317,430
$9,461,809
32.5
FYOl
Appro:v.ed
$3,072,131
$9,763,100
31
Service Level: Provide an economical water supply in adequate quantities to meet or exceed
demand.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Maintain avg. costs (within+/-10% of
0.50/1,000 gal.). $0.3 5 $0.44 $0.33
Efficiency
-Operations and Maintenance Cost/l, 000 gal. $0.13 $0 .38 $0.28
Output
-Maximum production capacity (MGD). 18.0 18.0 18.0
-Daily avg. demand (MGD). 9.15 9.4 9.9
-Maximum peak demand (MGD). 17.6 18.1 19.2
-Annual svstem demand (Billion qallons). 3.34 3.47 3.68
98
Program Name: Water Distribution
Service Level: Provide a superior water system reliability through a program of distribution
accountability that will ensure unaccounted water will be 10 % or less annually as
recommended by the American Water Works Association.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
- Percent of unaccounted water (Industry avg. of
unaccounted water 10 .1 %) . 8.64% 8.00% <10.00%
Efficiency
-Cost per meter repair. $44 $73 $75
-Cost per meter replacement. $70 $76 $80
-Cost per water main leak repair. $468 $690 $700
-Cost per service line repair. NIA $285 $285
-Cost per water tap. $201 $225 $225
-Cost per hydrant maintenance. NIA $28 $28
-Cost per hydrant replacement. NIA $2,140 $2,140
-Cost per valve maintenance. NIA $20 $20
-Cost per valve repair/replacement. NIA $284 $300
Output
-No. of meter repairs. 136 130 130
-No. of meter replacements. 622 625 625
-No. of water main repairs. 105 114 125
-No. of service line repairs. NIA 185 185
-No. of water taps. NIA 600 600
-No. of hydrants maintained. NIA 330 330
-No. of hydrants replaced. NIA 75 100
-No. of valves maintained. NIA 1,000 1,000
-No. of valves repaired/replaced. NIA 70 100
99
. : .. ·.
·· ,
.. :.,
WASTEWATER 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
FY99
Actual
$2,424,122
$6,878,576
36
Program Name: Wastewater Treatment
FYOO FYOl
Estimate Approl.".ed
$2,776 ,8 13 $2 ,926 ,640
$7,402,301 $7,625,000
34 36
Service Level: Provide safe and effective wastewater treatment while maintaining compliance with
all State and Federal regulations regarding wastewater treatment and OSHA
safety requirements.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Maintain avg. costs (within+/-10% of
0.70/1,000 gal.). $0.79 $0.8 8 $0.79
Efficiency
-Operations and maintenance costs/l, 000 gal. $0.46 $0.54 $0.4 5
Output
-Maximum treatment capacity (MGD). 10 10 10
-Daily avg. flow (MGD). 5.5 6.03 6.71
-Maximum peak flow (MGD). 13.6 11.1 11.1
-Annual svstem flow (Billions). 2.000 2.207 2.450
100
.
Program Name: Wastewater Collection
Service Level: Provide a safe and cost effective method of collecting and transporting wastewater
to insure a healthy and safe environment.
Perfonnance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Maintain avg. costs (within+/-10% of
0.40/1,000 gal). $0.31 $0.34 $0.35
Efficiency
-Cost per collection line repair. $669 $500 $600
-Cost per collection line TV inspection. $110 $151 $150
-Cost per collection line HV cleaning. $53 $73 $75
-Cost per service line repair. $224 $258 $260
-Cost per man hole repair. $122 $104 $120
-Cost per collection line tap. $201 $222 $225
Output
-No. of collection line repairs. 32 30 30
-No. of collection line TV inspections. 254 250 250
-No. of collection line HV cleanings. 328 300 300
-No. of service line repairs. 59 55 60
-No. of man hole repairs. 105 75 100
-No. of collection line taos. 412 520 525
tOl
PUBLIC WORKS SANITATION
Description·& Budget Explanation:
The Sanitation Division is responsible for the collection of all municipal refuse, recycling, and
commercial refuse.
FY99 FYOO FYOl
Actual Estimate Appx:ov.ed
Budget Summary $3,060,941 $3,308,374 $3,720,806
Revenue Summary $3,748,637 $3,995,666 $4,258,500
Position Summary 31.5 32.5 34.5
Program Name: Residential Collection
Service Level: Provide residential solid waste collection to College Station citizens.
Performance Measures: FY99 FYOO FYOl
Actual Estimate App:roved
Effectiveness
-Percent of missed collection reports per week. 0.12% 0.20% 1.00%
Efficiency
-No. of labor hours/ ton of household garbage. 0.57 1.20 1.20
-No. of labor hours per ton of bulky waste. 2.74 3.40 3.40
-No. of labor hours per ton of Clean Green 2.77 7.40 7.40
-Cost per ton of household garbage. $73.20 $62.50 $65.00
-Cost per ton of bulky waste. $124.45 $173.00 $175.00
-Cost per ton of Clean Green $192.96 $372.00 $372.00
-Residential monthly rate. $10.20 $10.20 $10.70
Output
-No. of household tons collected. 8,654 9,000 9,200
-No. of bulky waste tons collected. 3,787 3,500 3,800
-No of Clean Green tons collected 2,252 1,600 1,700
102
Program Name: Residential Recycling
Service Level: Provide residential recycling collection to College Station citizens.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent of Residential Municipal Solid Waste
(MSW) diverted annually. 30% 22% 22%
-Participation rate 64% 53% N/A*
-Lbs. collected per household N/A NIA 14.5
Efficiency
-Cost per ton, Recycling. $265.50 $135.00 $140.00
-Revenue per ton, Recycling. $16.58 $23.00 $23.00
-Net cost per ton, Recycling (cost-revenues-$202.57 $112.00 $117.00
avoided disposal costs).
Output
-No. of tons collected - Recycling. 925 1,050 1,100
-Avoided landfill costs. $20,350 $23,100 $24,200
• Propose to remove this Performance Measure and replace it with Lbs collected per household.
Program Name: Commercial Collection
Service Level: Provide sanitation service to College Station businesses and apartments.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent of missed collection reports. 0.04% 0.01% 1.00%
-Percent of customers satisfied with service. 97% 95% 95%
Efficiency
-Labor-hours per ton. 0.51 1.00 1.00
-Cost per ton. $52.66 $42.00 $42.00
Output
-No. of tons collected. 26,730 30,000 32,000
103
.
"f '
.·· ...
··:.
'.···
. . • ....
. :·
PUBLIC WORKS DRAINAGE MAINTENANCE
Description & Budget Explanation:
The Drainage Maintenance Division is responsible for the care and maintenance of the drainage
ways throughout the City.
FY99 FYOO FYOl
Actual Estimate Approlted
Budget Summary $280,392 $322,828 $315,185
Position Summary 4 5 5
Program Name: Drainage Maintenance
Service Level: Provide a drainage maintenance program that keeps the storm carrying capacity of
the system adequate in College Station.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Cost per capita per year for flood damage to
structures. (target not to exceed $2.00) $0 $0 $0
Efficiency
-Cost per mile of right of way mowing. $110.00 $112.50 $115.00
-Cost per mile of herbicide . $0.56 $0.48 $0.50
-Cost per mile of creek cleaning. $70.25 $76.25 $76.50
Output
-No. of miles_of right of way mowing. 431.5 482.7 428.7
-No. of miles of herbicide. 441.5 429.0 429.0
-No. of miles of creek cleaned . 16.6 17.9 18.0
104
3. CLEAN ENVIRONMENT THAT ENHANCES AND PROTECTS THE
QUALITY OF LIFE $822,800
As a result of our eHorts, citizens will live in a clean environment that
enhances and protects the quality of life.
Strategic Plan Summary:
The Clean Environment Vision Statement outlines a desire to enhance the community's aesthetic value,
pursue a high level of environmental health and safety, and protect our community's natural resources. The
three major strategies in the 2000-2001 Strategic Plan Clean Environment Vision Statement are increased
code enforcement in residential areas, expanded recycling programs, and the implementation of a
greenways system. The strategies emphasize enhancing the quality of life within neighborhoods, preserving
open space, and facilitating waste reduction in our community through the inclusion of multi-family units in
College Station's recycling program.
APPROPRIATIONS -CLEAN ENVIRONMENT
BRAZOS
BEAUTIFUL
5%
GREENWAYS
CIP
Greenways CIP Projects $785,000
The Greenways CIP projects are included within the
approved Drainage CIP budget. Greenway projects
are intended to purchase land that can be used for
drainage purposes. The additional benefits are
recreational space and the creation of urban, natural
habitats. These projects are funded through the
1998 bond authorization.
Strategic Plan 2000-2001
One of the strategies in the Clean Environment
Vision Statement is to determine potential sources of
funding for greenway system construction. The
College Station Public Works Department will
actively identify and pursue grant funds, in addition
to the approved CIP funds, to develop the system.
I
95%
Brazos Beautiful $37,800
Brazos Beautiful is an organization that focuses on a
number of community enhancement efforts,
including beautification and litter reduction, waste
minimization and recycling, and public relations and
education related to these issues. The Brazos
Beautiful approved budget in FY 01 is $37,800. Of
the Brazos Beautiful allocation, $25,000 is for a
specific beautification project in College Station.
Recycling
The Public Works Department's Sanitation Division
provides curbside recycling and other waste diversion
services, such as grass and brush clipping collection,
to College Station's residential customers.
ros-
. '
.'·
i
Ill c
C IU
0 Ill
I-5
.c
t:.
Waste Diverted From Landfill
4
3 -1-----
2
1
98 99 00 EST 01
PROP
The graph above illustrates the tons of residential
refuse diverted from the landfill through curbside
recycling and the Clean and Green program.
Materials diverted from the landfill include aluminum,
glass, plastic, newspaper, and yard waste.
In the FYOl approved sanitation budget, an SlA for
$10,000 is included to implement a multi-family unit
recycling pilot program.
Strategic Plan 2000-2001
In 1999, multi-family housing comprised 42% of all
dwellings in College Station. The 2000-2001
Strategic Plan includes a plan to examine the
feasibility of initiating multi-family recycling through a
pilot program. If the pilot is successful, design
standards will be developed for recycling facilities in
new multi-family developments.
Code Enforcement
College Station's code enforcement function is
performed by the Community Enhancement Center,
which is located within the Fire Prevention Division
of the Fire Department. Code compliance is
essential to the health and safety of the residents of
College Station. Compliance with City codes also
has the benefit of creating an inviting, comfortable,
and aesthetically pleasing environment for residents
of College Station and the many visitors to our
community.
Strategic Plan 2000-2001
Clean and well-kept residential areas are inviting to
residents and visitors. They also contribute to
keeping the community free of public-safety hazards.
According to the 2000-01 Strategic Plan, the
College Station Fire Department's community
enhancement function will partner with the Police
Department, Public Communications and Marketing,
and Human Resources to create ongoing code
enforcement training for City field personnel and
increase awareness among residents regarding code
enforcement issues. In the FYOl approved budget,
$7,500 is included for code enforcement education
materials.
106
4. CULTURAL ARTS AND REC REATIONAL OPPORTUNITIES $15,511, 770
As a result of our efforts, citizens will be enriched by a range of cultural arts
and recreational opportunities provided through citywide initiatives and
collaborative eHorts.
Strategic Plan Summary:
The Cultural Arts and Recreational Opportunities Vision recognizes the need for a diversity of cultural and
recreational opportunities for residents and visitors to College Station; this includes an emphasis on the
creation of a more intergenerational parks and recreational system. The strategies within this Vision
Statement also focus on preserving and enhancing our recreational infrastructure through long-range
comprehensive planning and a review of park maintenance levels, as well as an evaluation of the fee
structure that provides significant revenues used for parks and recreational purposes. The Cultural Arts and
Recreational Opportunities Vision outlines the importance of resident involvement and collaboration among
those involved in efforts to improve parks and recreational opportunities. The Vision calls for more
interaction between the Planning and Zoning Board, the Parks Advisory Board, and the College Station City
Council.
APPROPRIATIONS -CULTURAL ARTS AND RECREATION
VETERAN'S
WPC TIF MEMORIAL
OTHER 5.8% 0.2%
28.0%
0.8%
0.1%
LIBRARY ARTS
4.7% COUNCIL
1.6%
Parks and Recreation $5,730,837
Department
The Parks and Recreation Department is
responsible for the park facilities and recreation
programs in College Station. Among the services
provided are athletics, recreation, and instruction
programs for youth and adults in activities including
107
PARKSCIP
21.3%
PARKS&REC
36.9%
0.5%
softball, swimming, and tennis. Also provided are
programs and special events at the Wolf Pen Creek
Amphitheater and other park locations throughout
the city. The Parks Department operates a number
of special facilities including 3 City-owned
swimming pools and the CSISD Natatorium.
Pool Attendance vs. Revenue
150,000 ' 250,000_
� � g 100,000 -; � 200,ooog
I; 50,000 �
� 0 150,000&
I FY98 FY9900 EST. 01
PROJ.
-Attendance --+-Revenue
The above 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 organizations. The Lincoln
Center is a community center that provides positive
drug free programming and also serves as a satellite
center for social services. The Xtra Education
program provides citizens of all ages with the
opportunity to enhance their quality of life through
continuing education.
Conference Center Attendance
100,000
50,000
97 98 99 00 Est 01 Prop
The above graph illustrates the number Conference
Center customers from 1997 to 2001 (proposed).
· Parks Operations maintains park facilities, including
ballfields and pool sites, through regular mowing
and maintenance. 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.
The approved budget includes 16 service level
adjustments totaling $423, 126, as summarized in
the following table.
Division
Administration
Recreation
Special Facilities
Operations
Forestry
Total
SLA's
$152,988
20,000
166,218
83,020
900
$423,126
108
Five of the sixteen approved SLA's will contribute
to the Administrative division's service provision.
The first provides $19,263 to add a part-time
secretarial position. The next SLA provides
$25,000 for professional fees for a
creek/groundwater feasibility study at Veteran's
Park. Third, lighting enhancements to the
Millennium Eternal Winds art sculpture are
approved for $7,195. Fourth, $91,500 is included
to install lighting at the AMC High School tennis
courts. Finally, a GIS study to determine areas not
currently being served by existing parks and
optimum locations for future parks is approved for
$10,000.
The Recreation division has one approved Service
Level Adjustment of $20,000 to conduct a Senior
Center feasibility study.
Strategic Plan 2000-2001
Two Parks and Recreation service level adjustments
will be used to implement strategies in the Cultural
Arts and Recreational Opportunities Vision of the
2000-2001 Strategic Plan. In addition to existing
staff, the City will contract with a consultant to
analyze park distribution, determine areas that may
be under or over served, and make
recommendations for additional park locations to
meet existing needs. The second SLA provides
resources for a study that will examine the
feasibility of a Senior Center as a county-wide
effort. A newly formed Senior Advisory Board,
also recommended in the Strategic Plan, will work
with staff to provide direction for this project. This
SLA is directly tied to a strategy to develop
programs and facilities for our senior population.
There are seven SLA's pertaining to the Special
Facilities division that account for $166,218 of the
SLA.'s. These include $1,000 for supplies
associated with the pool party program, $9,218 to
fund additional seasonal staff at the Lincoln Center,
$58, 775 to install new filters at Hallaran Pool,
$61,225 to resurface Hallaran Pool, $25,000 to
investigate water leakage from Thomas Pool,
$1, 000 to purchase items that are resold to clients
at the Conference Center, and $ 9, 000 for air duct
cleaning at the Conference Center. The
Conference Center-related items will be funded
from the Hotel/Motel Fund.
There are three SLA's in Parks Operations. They
are 1) the renovation of three youth soccer fields at
Southwood Park for $63,500, 2) $4,000 to
upgrade a stake bed dump truck to a crew cab
pickup, and 3) $15,520 for new cost associated
with CIP projects that have been built.
Forestry service level adjustments include $900 to
provide funds for new costs associated with capital
projects that have been built.
Parks Xtra Education $77 ,050
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. In FY 00, over 250
classes were offered to residents aged 13 and
older. FY 01 approved funding for the program is
$77,050.
Parks Capital Projects $3,304,076
Ongoing capital improvement projects include the
West District Maintenance Shop project with
approved funding of $143,000, and the Regional
Athletic Park development with approved funding
for FY 01 at $1,620,000. These projects were
part of the 1998 bond authorization.
Additional approved capital projects include
neighborhood park improvements for Oaks Park at
$28,000, Brison Park at $54,000, Gabbard Park
at $66,000, and Merry Oaks at $37 ,000. The
FYOl approved CIP budget also includes $17,000
for Central Park improvements and $19,000 for
improvements to Thomas Pool.
The approved FYO 1 CIP budget for parkland
dedication is $715,076 and includes $121,046 for
Zone 3 (Wolf Pen Creek), $468,000 for Woodway
Park, and $60,000 for Shenandoah Park. These
projects give further indication of the strong
commitment the City has towards providing a
healthy and secure environment for its citizens.
Memorial for All Veteran's of $25,000
the Brazos Valley, Inc
A request for $50,000 to fund a Veteran's
Memorial to be located at Veteran's Park was
approved for $25,000 in FYOl. An additional
$25,000 is proposed for FY02.
The Arts Council of Brazos Valley $245,400
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 off er
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. The City of College Station works with the
Arts Council through the Parks and Recreation
Director, who serves as the liaison to the
organization.
In FYOl, the Arts Council is funded at $245,400.
This includes $195,000 for ongoing operational
costs. Funding is also provided to continue the Art
in Public Places Program, $20,400; for an Arts
Festival, $20,000; and for a Performing Arts
Center Concept, $10,000.
Library Operations $735,359
Library services are provided in College Station
through an agreement with the City of Bryan
Library System, allowing a branch of that library to
operate in College Station. The College Station
branch experienced increases in collection size,
circulation, and visitors in 2000. The FY 01
approved budget includes a service level adjustment
of $29,075 to cover additional operating costs,
primarily related to an 8.3% increase in personnel
costs resulting from a City of Bryan pay audit.
Annual Library Circulation
250,000 .
II) 200,000 ..•
fl)
E 150,000
:s 100,000
� 50,000
0
95 96 97 98
The graph above illustrates a steady rise in
circulation since 1997
99
Library Capital Projects $131,348
The Library Services Task Force conducted a fund
raising campaign in conjunction with opening the
new library. A total of $291,348 was raised.
Approximately $160,000 will be expensed by the
end of FY 00. The remainder of the funds,
$131,348, is included in the approved FY 01 CIP
budget for the purchase of books and
miscellaneous library equipment and furniture.
Other Civic Pride Activities $17,000
Several outside organizations provide services that
impact the City's level of cultural and recreational
opportunity. The Noon Lion's Club request will be
funde d to purchase fireworks for the annual 4th of
July fireworks display in 2001. The approved
budget is $8,000.
109
...
The Sister Cities Association requested and will
receive funding of $9,000 for FY 01. This
organization establishes ties with other cities to
foster goodwill. College Station residents involved
with the Sister Cities organization visit College
Station's sister cities and host visitors to College
Station from those cities.
Conference Center $4.345. 700
In the FY 01 approved CIP budget, $3,964,000 is
included for Conference Center development.
Recently, the location of the new conference
center was moved from the Wolf Pen Creek
location to a site on Highway 60 in East College
Station.
Wolf Pen Creek TIF District $900,000
The Wolf Pen Creek Tax Increment Finance
District generates revenues that can be utilized in
the Wolf Pen Creek District. The FY 01 approved
budget includes funding targeted for future Wolf
Pen Creek projects.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Cultural Arts
and Recreation Vision Statement. Also
included are the budget and position
summaries for each of the divisions.
110
PARKS AND RECREATION ADMINISTRATION
Description & Budget Explanation:
The Administration Division serves as a primary customer contact point, provides administrative
support to other Parks and Recreation Divisions, and coordinates the City's Emergency
Management program.
Budget Summary
Positic:>n Summary
Program Name: Administration
FY99
Actual
$494,425
8.0
FYOO
Estimate
$544,645
9.5
FYOl
App.roved
$738,063
10
Service Level: Provide departmental administration, customer service, pavilion rentals, program
support, design, and administration for all approved capital projects, and graphics
support.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
- Percentage of CIP projects completed within
budget, specifications, and allotted time. 90% 90% 90%
-Percentage of all drafting and graphics
assistance requests completed satisfactorily
and promptly. 95% 95% 95%
-Percentage satisfied on customer survey. 100% 98% 98%
Efficiency
-No. of work orders per person (Planning). 99 94 83
Output
-No. of work orders for assistance completed. 297 186 250
-No. of CIP projects completed. 6 8 6
-No. of CIP assistance projects (Landscape
design). 4 2 2
-No. of brochures/fliers produced. 130 75 75
-No. of pavilion rentals administered. 398 400 400
-No. of Parks Advisory Board Meetings held. 19 14 12
-No. of cost centers monitored. 22 22 22
-Dollar amount administered in rental, user and
deposit fees. $37,175 $40,000 $45 000 *
* This is due to the FY 01 pavilion fee increase.
111
Program Name: Emergency Management
Service Level: Coordinate disaster training, planning, response, and recovery for the city.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Compliance with State and Federal
requirements for emergency management. 100% 100% 100%
Efficiency
Number of personnel participating in training NIA 30 30
-Interjurisdictional T earn Event Participation NIA 4 4
.. ·.·.
Output
-No. of emergencies responded to. 1 2 0
-Review and update of emergency plans as
required. NIA 100% 100%
Number of exercises participated in:
Annual Interjurisdictional exercise NIA 1 1
Tabletop exercises NIA 1 1
Contingency NIA 0 0
Coordinate individual training courses:
:, .. _ ... · DEM NIA 1 1
Emergency Management Academy NIA 1 1
112
·PARKS AND RECREATION RECREATION
Description & Budget Explanation:
The Recreation Division has several programs that are all directly related to providing recreational,
leisure and educational programs and opportunities.
Budget Summary
Position Summary
Program Name: Athletics
FY99
Actual
$1,220,613
23
FYOO
Estimate
$1,354,056
23
FYOl
Approved
$1,354,887
23
Service Level: Provide athletic programs to meet the needs and desires of citizens of all ages,
interests, 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: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey. 99% 95% 95%
Efficiency
-No. of adult participants City Leagues 9,787 9,206 9,206
-No. of youth participants City Leagues 2,347 1,880 2,000
-No. of participants non-City events 8,194 8,500 8,500
Output
-Total revenue. $209,657 $210,390 $210,390
-No. non-City league athletic events {regional,
state, and national tournaments, track meets,
swim meets, road races, etc.). 18 18 18
-No. of assisted non-City league events 13 6 6
-No. of hotel room nights generated from non-
city league athletic events hosted. 5,550 10,400 10,500
-No. of hotel room nights generated from non-
city league athletic events serviced/assisted. 1,950 1,500 1,500
113
.,,.· ·
· .•.. :.··
; .. ··
. . ·
,·
.·
·,,,
Program Name: Concessions
Service Level: Meet the needs and desires of our customers and enhance our athletic and special
events through the provision of concessions in a cost-effective manner while
meeting all pertinent health regulations.
Performance Measures:
Effectiveness
-Score on Texas Dept. of Health Food Service
Establishment Inspection Report.
Efficiency
-Percentage of expenditures covered by
revenues.
Output
-Total Concession Revenue
Program Name: Instruction
FY99
Actual
99.5%
·100%
$14,276
FYOO
Estimate
95.0%
100%
$19,300
FYOl
Approved
95.0%
100%
$20,000
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:
Effectiveness
- Percentage of satisfied customer on survey.
Efficiency
-Total No. of Instructional Classes Offered
-Total No. of X-tra Ed Classes Offered
-Total No. of Senior Citizen Activities Offered
Output
-Revenues from Instructional activities (excl.
Xtra Ed.).
-Total Number of Instructional participants.
-Total Number of Xtra Ed Participants.
-Total Number of Senior Citizens Served
1 M
FY99
Actual
98.6%
NIA
NIA
NIA
$95,154
3,987
2,447
NIA
FYOO
Estimate
98.0%
356
256
19
$96,110
3,500
1,868
500
FYOl
Approved
98.0%
350
256
25
$85,500
3,300
2,200
600
Program Name: Programs And Special Events
Service Level: 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: FY99 FYOO FYOl
Actual Estimate ApproJZed
Effecti.Jleness
- Percentage satisfied on customer survey. NIA NIA 95%
Efficiency
- Number of participants at WPC events 24,900 22,780 25,000
-Number of part icipants, non-WPC events 160,730 133,277 128,000
Output
-No. of events at WPC amphitheater. 17 7 15
-No. of City programs offered (non-WPC) NIA 7 8
-No. of assisted non-Citv oroaramslevents NIA 5 5
ll5
;
.•
Program Name: Youth Recreation
Service Level: Utilizing city-owned and operated teen centers, park facilities, and resources, as
well as school and privately owned facilities and resources, provide and make easily
accessible programs and activities for College Station's youth population that will
create positive mental, physical, and social youth development.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effe_cfulene.ss
-Percent satisfied on Customer Survey
(parents) NIA NIA 96%
-Percent satisfied on Customer Survey
(students/participants) NIA NIA 96%
-Percent satisfied on customer survey for teen
activities. 94% 95% 95%
Efficiency
-No. of Teen Center members. NIA 100 250
-No. of youths served through leisure/rec.
activities. 2,732 8,000 8,000
-No. of youths served through educational
activities. 2,080 500 500
-No. of CSISD students served by Kids Klub. 727 715 700
Output
-No. of leisure/rec. activities provided. 126 350 350
-No. of educational programs provided. 36 100 100
-Revenue generated through fees to
participants (excluding Kids Klub). $4,070 $10,000 $10,000
-No. of days Teen Center open. 145 300 300
116
PARKS AND RECREATION SPECIAL FACILITIES
Description & Budget Explanation:
The Special Facilities Division operates the pools, the Conference Center, and Lincoln Center.
Budget Summary
Position Summary
Program Name: Aquatics
FY99
Actual
$1,068,604
34
FYOO
Estimate
$1,177,054
34
FYOl
Appr0,ved
$1,326,611
34.5
Service Level: Provide public operation of three city-owned pools and one school-owned pool
that are clean, safe, and attractive.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey. 99% 99% 99%
Efficiency
-Percentage of expenditures covered by
revenues. 41% 39% 40%
-Average cost per day of operation. $1,701.28 $1,765 N/A*
-Average cost per participant. $5.54 $5.74 $5.66
Output
- Revenue. $223,772 $222,000 $225,000
-Number of customers 98,958 99,000 99,500
-Davs 1 or more pools are open. 322 322 322
*Discontinued due to seasonal sensitivity of measure.
117
-· .....
Program Name: Conference Center
Service Level: Provide satisfactory meeting accommodations for local citizens and out-of-town
clients.
Performance Measures:
Effectiveness
-Percentage satisfied on customer survey.
Efficiency
-Percentage of expenditures covered by
revenues.
-Average No. of customers based on 360 days
of operation.
Output
-Revenue.
-Number of customers.
Program Name: Lincoln Center
FY99
Actual
100%
51.8%
237
$123,967
85,240
FYOO
Estimate
100%
49.6%
236
$140,000
85,000
FYOl
Approved
99%
55.8%
236
$140,000
85,000
Se111ice Level: Provide positive, drug-free programming at recreation centers. Provide clean,
safe, attractive facilities for outside agencies to use as satellite service center for
social services.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percentage satisfied on customer survey. NIA 99% 99%
Efficiency
-Cost per participant. $3.66 $4.34 $4.27
Output
-Revenue. $8,853.97 $6,940 $7,500
-Number of days open. 353 353 353
-Number of participants. 51,947 52,000 52,000
118
PARKS AN,D RECREATION SPECIAL FACILITIES
Description & Budget Explanation:
The Special Facilities Division operates the pools, the Conference Center, and Lincoln Center.
Budget Summary
Position Summary
Program Name: Aquatics
FY99
Actual
$1,068,604
34
FYOO
Estimate
$1,177,054
34
FYOI
Appro:v:ed
$1,326,611
34.5
Service Level: Provide public operation of three city-owned pools and one school-owned pool
that are clean, safe, and attractive.
Performance Measures: FY99 FYOO FYOI
Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey. 99% 99% 99%
Efficiency
-Percentage of expenditures covered by
revenues. 41% 39% 40%
-Average cost per day of operation. $1,701.28 $1,765 N/A*
-Average cost per participant. $5.54 $5.74 $5.66
Output
- Revenue. $223,772 $222,000 $225,000
-Number of customers 98,958 99,000 99,500
-Davs 1 or more pools are open. 322 322 322
*Discontinued due to seasonal sensitivity of measure.
119
.. '.·.
·' .
PARKS ANO RECREATION 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
Program Name: Wolf Pen Creek
FY99
Actual
$619,790
12.5
FYOO
Estimate
$682,440
12.5
FYOl '
Approved
$774,987
12.5
Service Level: Provide safe, well maintained special-use facility.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey. 95% 95% 95%
Efficiency
-Cost per acre (annually). $3,765 $3,932 $4,320
Output
-No. of sq. ft. of turf area maintained. 487,781 487,781 487,781
-No. of sq. ft. of landscaped bed areas
maintained. 26,000 26,000 26,000
-No. of acres on s ecial-use facili ark. 21 21 21
Program Name: Cemetery
Service Level: Provide grounds maintenance and customer service for municipal cemetery.
Performance Measures: FY 99 FY 00 FY 01
�
-Percent satisfied on customer survey.
Efficiency
-Dollar cost per acre
Output
-Avg. number of spaces sold annually.
-Revenue generated from sold spaces.*
-Avg. number of burials per year.
-Acres of cemeterv care.
* All funds go to the Cemetery Endowment Fund.
120
Actual Estimate Approved
39.4% 50.0% 50.0%
$6,989 $8,099 $7,355
112 122 112
$43,900 $48,800 $44,800
94 78 94
18.5 18.5 18.5
Program Name: Forestry
Service Level: Provide landscape and grounds maintenance operations, and provide support for
special events, programs, and activities.
Performance Measures:
Effectiveness
-Percent satisfied on customer survey.
-No. of actual checks per year vs. optimal
monthly check per irrigation system (65
systems FY 99, 60 systems FY 00).**
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 labor-hours on s ecial events.
FY99
Actual
95%
60/780**
1,632
2,223
3,632
2,791
FYOO
Estimate
95%
98/720
1,800
2,222
2,700
3,200
FYOl
Approved
95%
720/720
2,800
2,300
2,700
3,000
** The Forestry Activity Center goal is to perform monthly system checks on 60 systems. There are an
additional 9 systems under landscape maintenance contracts that the Activity Center may have to respond to
from time to time.
121
·. : .. · .
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CULTURAL ARTS
Description & Budget Explanation:
ARTS COUNCIL
OF BRAZOS VALLEY
The Arts Council of Brazos Valley conducts a continuing program for the 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.
College Station Budget Summary
Arts Council Position Summary
FY99
Actual
$209,029
3
FYOO
Estimate
235,400
3
FYOl
Appl'.OJled
245,400
.3
Program Name: Annual Grant, Mini Grant, and Scholarship Program
Service Level: To provide funding for arts related activities to non-profit organizations and
individuals.
Performance Measures:
Effuctivenes_s
-No. of organizations completing 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.
Efficiency
-Percent of requests funded by Annual Grant
Program.
-Amount of funds provided by Mini Grant
Program.
-Amount of funds in Mini Grant remaining.
-Percent of requests funded by College Fine
Arts Scholarship.
Output
-No. of Carolyn Munroe Scholarships.
-No. of College Fine Arts Scholarships.
-No. of organizations receiving Annual Grants.
-Amount in Annual Grants.
-No. of Mini Grants approved.
122
FY99
Actual
30
115,000
100%
20%
$1,000
$2,500
100%
$3,000
0
100%
0
3
20
$100,000
10
FYOO FYOl
Estimate Approved
20 25
140,000 147,000
100% 100%
20% 20%
$1,000 $1,000
$2,500 $2,500
91% 100%
$1,000 $1,000
0 NIA
100% 100%
1 1
4 4
22 23
$100,000 $105,000
5 5
Program Name: Texas Gallery and Art Programs
Service Level: To provide education, entertainment, and exhibition programs and services in the
visual and performing arts to the community.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Ap_pr_o-1led
Effe_ctiveness
-Annual percentage increase in visitors. 20% 20% 20%
-No. of areas of service, procedures and quality
rated HIGH. NIA 14 NIA
Efficiency
-Avg. sales per artist. $500 $600 $700
-No. of visitors per day. 50 50 55
Output
-No. of Gallery visitors. 7,300 7,000 7,400
-Amount in Texas Galle sales. $45,000 $43,200 $45,400
123
. '·
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..
Program Name: Administrative and Information Services
Service Level: To provide information, administrative support, coordination, and assistance to
groups, organizations, and individuals.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Ap_pmy_ed
Effectiveness
-Annual percent increase in information
requests. 10% 15% 20%
-Monthly circulation of Arts & Culture 22,000 16,500 16,500
Efficiency
-No. of phone calls daily to request information
about programs and services. 75 75 75
-No. of Arts & Culture newsletters. 249,000 198,000 198,000
-Cost per newsletter. $0.04 $0.04 $0.04
-Amount of staff time needed to complete
calendar. 8 hrs./week 8 hrs./week 8 hrs./week
-No. of activities on monthly calendar. 40 45 50
-No. of local and area media carriers receiving
calendars. 60 60 60
-No. of Art Spots aired daily on KAMU-FM.
reaching approximately 25,000 per airing 5 5 5
Output
No. of telephone requests for information. 21,000 20,000 20,000
-No. of newsletters. 11 12 12
No. of newsletters in circulation. 20,000 16,500 16,500
-No. of artFAX sent to hotels and motels. 50 50 50
-No. of hotels and motels. 21 23 23
-No. of calendars. 12 12 12
-No. of activities promoted on calendars. 420 450 480
No. of Art Spots recorded. 240 250 260
No. of group promotional spots. 22 22 28
-No. of tickets sold (October -June). 7,500 8,000 8,000
-No. of or�anizations represented. 8 8 8
124
OFFICE OF TECH. AND
INFORMATION SERVICES
Description & Budget Explanation:
LIBRARY· SERVICES
The Library Division is responsible for library services in Brazos County.
Budget SummCJry
Position Summary
FY99
Actual
$611,709
0
FYOO
Estimate
$698,802
0
FYOl
Approved
$735,359
0
* The Library is operated through a contract with the City of Bryan, all Library staff are employed by the City
of Bryan.
Program Name: Library Services
Service Level: Provide a helpful, friendly, customer-oriented library service to Brazos County
residents.
Performance Measures: FY99 FYOO FYOl
Actual Estimate APJlllll,1ed
Effectiveness
-Percent satisfaction level of high or very high
on citizen survey. 88% .80% 80%
-Percent of users who rate library collection as
satisfactory or very satisfactory. 88% 80% 80%
-Collection Turnover Rate. 4.2 3.84 4.2
Efficiency
-Collection per staff. 3,919 3,800 3,933
-Library cost per capita. $9.51 $10.60 $10.70
-Circulation per capita. 3.6 3.64 3.79
Output
-Circulation per year. 228,536 240,000 250,000
-Collection size. 54,861 57,000 59,000
-Reference transactions per year. 10,807 12,000 12,000
-Number of Librarv visitors per vear. 100,165 110,000 110,000
125
·. · \
Embracing the Past
� .. , .
.. . · Exploring the Future
126
5. PARTICIPATE AND CONTRIBUTE TO THE WELL-BEING OF OUR
COMMUNITY $205,972
As a result of our efforts, citizens will participate and contribute to
the well-being of our community.
Strategic Plan Summary:
The well-being of our community depends on informed and involved residents. The strategies within this
vision statement focus on providing residents with both information and opportunities to provide feedback
and participate in their City government. They include assisting in the formation of neighborhood
associations and improving citizen's access to information about their government. These strategies will be
carried out through neighborhood planning efforts, the Public Communications and Marketing Department,
and the Community Programs Office.
APPROPRIATIONS -COMMUNITY WELL-BEING
The City's Role in Community Well-being
An effective and responsive City government plays a
key role in ensuring the well-being of the community.
The City of College Station impacts the well-being of
the community as a service provider and as a forum
for the residents of College Station to shape their
community according to the highest and best public
interest.
The City's provision of information to the residents
of College Station creates awareness about City
services and encourages citizen input on the policies
pursued by their elected officials and the staff that
advise them. Among the forums for residents to
shape College Station are boards and committees.
In addition, the strategic plan highlights the
importance of resident involvement at the
neighborhood level. The City can encourage this
involvement through assisting in the formation of
neighborhood groups and facilitating two-way
communication between neighborhood groups and
the City. Residents that participate in their
community and their City government have a better
understanding of what the needs of the community
are and can more effectively contribute to the well
being of the community. To this end, the City
utilizes a Community Programs Division. This
127
PUBLIC
COMMUNICATIONS/
MARKETING
100%
includes the Volunteer Program, which facilitates and
promotes the use of volunteers in the City
organization. The Community Programs Division
also holds the Citizen's University Program, which
informs and educates citizens about local
government.
Public Communications $205,972
and Marketing
Public Communications and Marketing is a division
of the General Government Department that
provides timely, factual, and understandable
information to College Station residents, both
directly and through the news media. The FYOl
approved budget includes $51,640 for three
approved service level adjustments. Each of the
approved service level adjustments will contribute to
the success of the strategic plan to improve citizen
access to information about their city government,
included in the Community Well-being Vision
Statement. The first SLA for $10,030 to provide
monthly advertising in The Eagle and The Battalion
directly addresses the implementation plan to use
print media. The second approved SLA includes
$9,880 to upgrade the Channel 19 software and
equipment. This is the channel used to provide City
information through the cable system. This service
"'., .
This service level adjustment is specifically outlined in
the technology enhancement implementation plan.
The third approved service level adjustment, for
$31, 7 30, is a quarterly newsletter that will be
included in City utility bills to inform residents about
City government, programs, and services.
Strategic Plan 2000 -2001
Communication between citizens and the City is
crucial to the we/I-being of the community. The
2000-2001 Strategic Plan includes increasing the
level of information provided to residents through
monthly informational advertising in The Eagle and
The Battalion, a quarterly four-page utility bill
newsletter, and improvements to Channel 19
programming.
In addition to better informing residents, the
Strategic Plan outlines the need for increased
opportunities for residents to become involved at the
neighborhood level The FY 01 approved budget
includes a service level adjustment for $60, 750 to
expand the current level of service provided by the
Neighborhood Planning Oflice. One of the services
that will be expanded is the facilitation of
neighborhood organization formation.
The following pages in this section detail the
service levels and performance measures for
the division in the Participate and Contribute
to the Well-being of Our Community Vision
Statement. Also included is a budget and
position summary.
128
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 manner and for providing assistance to departments
in developing marketing strategies and campaigns. Additionally, this division is responsible for
supporting and assisting with community relations events and activities.
Budget Summary
�osition Summary
FY99
Actual
$174,089
2
Program Name: Public Information Function
FYOO
·Estimate
$156,612
2
FYOl
Approved
$205,972
2
Service Level: Provide factual, timely, and understandable information to College Station
households and the local news media.
Performance Measures:
Effectiveness
-Percent satisfied on household survey.
-Percent of media satisfied on survey.
Efficiency
-Avg. cost of providing public information per
message.
Output
-Total number of messages sent.
129
FY99 FYOO FYOl
Actual Estimate Approved
75% 80% 80%
NIA 80% 85%
$0.31 $0.35 $0.40
5,869,906 5,292,766 5,600,000
...
·, �
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.
Efficiency
-Avg. number of persons attending special
events.
Output
-No. of marketing/advertising projects annually.
-No of special events annually.
-No of persons attending annually
130
FY99
Actual
65%
204
43
24
4,900
FYOO
Estimate
70%
150
85
40
5,000
75%
200
45
45
5,500
6. EASILY TRAVEL TO, WITHIN AND FROM THE COMMUNITY
$8,497,875
As a result of our efforts citizens will easily travel to, within, and from
the community.
The City of College Station maintains all non-state roadways within the City. This includes maintenance of
City streets and traffic signals to ensure that they move traffic in a safe and efficient manner. In addition,
College Station has a sidewalk and bike loop system. The 2000 Citizen Survey results indicate that 4 7% of
College Station residents believe that transportation and mobility issues, such as traffic, roads, public
transportation, pedestrian and bicycle infrastructure, and public parking, are the most important issues
facing the community. In recognition of this concern, and in an effort to plan for a continued growth, the
strategies in this vision statement are directed at conducting an intensive review of the City's Thoroughfare
Plan, examining roadway standards, and improving the "Pedestrian Friendliness" level of travel routes. An
additional strategy focuses on enhancing the public transit system to better serve the needs of College
Station's senior population.
APPROPRIATIONS -EASILY TRAVEL TO, WITHIN, AND FROM THE
COMMUNITY
SIDEWALKS/
TRAFFIC CIP TRAILS CIP
SIGNALS/SIGNS
8%
8% 2% STREETS
STREET TXDOT CIP
4%
STREET EXT. CIP
42%
Streets Division $1,941,320
The Streets Division is in the Department of Public
Works and strives to ensure that the street system
within the City of College Station is properly
maintained. This is done through a number of
programs including a street rehabilitation program
to address the needs of streets before more
expensive reconstruction measures are needed.
The Streets Division coordinates with the
Engineering Division to plan and develop major
street capital projects that involve rebuilding
roadways that need upgrades.
STREET REHAB CIP
13%
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 2000 citizen survey
indicated that the overall level of satisfaction with
the streets in College Station increased from 68%
satisfied or very satisfied in 1999, to 7 6. 7% in
2000.
The FYOl approved budget includes one service
level adjustment for $20,000 to increase funding
for pavement markings over a five year period.
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Streets Maintenance Budget vs.
Lane Miles Maintained
97 98 99 00
llllllBSmiles maintained -+-budget (tho us ands)
The graph above illustrates the number of lane
miles within the City and street maintenance
expenditures. Spending on street maintenance is
relatively flat over the period covered by the graph
while the number of lane miles of streets increased
Street Rehab. Capital Projects $1,095,000
In FYOl, $150,000 is approved in the CIP budget
to complete improvements to Cherry Street. The
total budget for this project is $675,000. The
FYO 1 approved CIP budget also includes
$165,000 of a total project budget of $841,000
for Church Street rehabilitation.
Street Extension $3,581,000
Capital Projects
In FY 01, $1,843,000 is approved for phase II of
the Jones-Butler extension from Holleman to
Harvey Mitchell Parkway. $397 ,000 is approved
for the third year of Victoria oversized
participation. Oversize street participation is used
when the City requires the construction of a street
larger than needed to serve the area a developer
plans to develop. The developer pays for the cost
of the streets used to serve the subdivision while
the City pays the additional cost of the street used
by a larger area or the City as a whole. Longmire
Phase I and II Right of Way acquisition is approved
for FYOl at $387,000.
Street TxDOT Capital Projects $350,000
The FYOl approved CIP budget includes
$350,000 to construct medians on George Bush
Drive. The project will be managed by the Texas
Department of Transportation.
Traffic Signs & Signals $637 ,555
The traffic signal system in College Station is one
of the key mechanisms that controls traffic flow
through the City. The system is critical during peak
traffic times, such as during the 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.
.. !
Two service level adjustments are approved in the
adopted FYOl budget. The first is a $10,800
increase in the Traffic Signal division's electric
budget to operate six new traffic signals. The
second is a Signcad plotter/cutter and
accompanying software for $14,000.
Traffic Capital Projects $720,000
In FY 01, the approved capital budget includes
$538,000 for traffic signal enhancements.
Improvements considered include new signal
installations, implementation of intelligent
transportation systems, school warning devices,
system upgrades, communication enhancements,
development driven signal issues, and traffic
engineering.
132
$182,000 has been approved for traffic
management improvement. Intersections that may
be addressed include Texas Avenue and Southwest
Parkway, Rock Prairie Road and Highway 6, and
Holleman and Texas Avenue.
Sidewalks & Trails $173,000
Capital Projects
The City of College Station is committed to
ensuring that there is adequate infrastructure for
pedestrians and bicyclists. The City has an adopted
sidewalk and bike loop plan. In FY 01, $98,000 is
approved for Eastgate sidewalk construction and
$75,000 is designated for neighborhood
improvement projects.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Easily Travel
To, Within, and From the Community Vision
Statement. Also included are the budget
and position summaries for each of the
divisions.
PUBLIC WORKS STREETS MAINTENANCE
Description & Budget Explanation:
This Streets Maintenance Division is responsible for the repair and maintenance of City streets and
the annual residential street rehabilitation program� This division also provides barricades for special
events such as bonfire, football games, parades, etc. and for emergencies such as flooding, fires, ice
storms, and hazardous material spills. ·
Budget Summary
Position Summarv
FY99
Actual
$1,713,916
19
Program Name: Streets Maintenance
FYOO
Estimate
$1,902,606
19
Service Level: Provide regular maintenance and care of city streets.
Performance Measures: FY99 FYOO
Actual Estimate
Effectiveness
-Percent of pavement greater than or equal to
level "C". (random sample of pauement inuentory). 95% 95%
-Percent of citizens satisfied with street 95% 90%
condition.
Efficiency
-Cost per capita. $23.26 $26.50
-Cost per lane mile of sealcoat. $5,826 $7,390
-Cost per lane mile of overlay. $21,775 $26,980
Output
-No. of street repair work orders. 480 550
-No. of lane miles of street sealcoated. 23.26 9
-No. of lane miles of street overlay. 23.22 18
133
FYOl
Appl'<> Ned
$1,941,320
19
FYOl
Approized
95%
90%
$27.00
$7,500
$27,000
600
12
20
..
'·•· ..
·,,
PUBLIC WORKS TRAFFIC SIGNS AND
MARKINGS
Description & Budget Explanation:
This division is responsible for the installation and maintenance of traffic signs and pavement
markings.
FY99 FYOO FYOl
Actual Estimate Approved
Budget Summary
Position $ummary
$162,326 $188,230 $208,957
Program Name: Traffic Signs and Markings
2 2
Service Level: Maintain, repair, and install street signs and pavement markings to provide safe
and efficient movement of motorists, bicyclists, and pedestrians.
Performance Measures: FY99 FYOO FYO l
Actual Estimate A.pprmze_d
Effectivene_s.s
-Missing stop sign replacement time. 2 hrs 2 hrs 2 hrs
-Replacement time for all other regulatory
signs. 48 hrs 24 hours 36 hours
Efficiency
-Cost per work order. $116 $12 7 $130
-No. of work orders per employee. 682 600 650
Output
-No. of work orders per year. 982 1,200 1,300
-No. of stop signs replaced/added. 382 200 250
134-
2
PUBLIC WORKS TRAFFIC SIGNALS
Description & Budget Explanation:
The Traffic Division is responsible for the repair and maintenance of traffic signals.
Budget Summary
Position ·Summilry
Program Name: Traffic Signals
FY99
Actual
$349,424
4
FYOO
Estimate
$403,116
5
FYOl
Appx:o�ed
$428,598
5
Service Level: Maintain and repair traffic signals and school warning devices to provide safe and
efficient movement of vehicles and pedestrians.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percentage of system available. 99.9% 99.9% 99.9%
Efficiency
-Cost per work order. $140 $100 $110
-Cost per intersection. $1,935 $2,000 $2,000
-Total system downtime per year. 4 hrs 4 hrs 4 hrs
-Response time to after-hours calls. 1 hr 1 hr 1 hr
Output
-No. of maintenance and repair work orders. 912 1,500 1,500
-No. of signal bulbs replaced. 1,500 2,500 2,500
-No. of signal heads replaced & repaired. 23 12 25
-No. of operation hours per vear. 423,360 430,000 430,000
. � .
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Embracing the Past
Exploring the Future
136
7. STRONG AND DIVERSE ECONOMIC ENVIRONMENT $48,613,489
As a result of our efforts, citizens will contribute to and benefit from
living in a strong and diverse economic environment.
Strategic Plan Summary:
The Strong and Diverse Economic Environment Vision outlined in the 2000-2001 Strategic Plan envisions
the fulfillment of several strategies. Successful implementation of the strategies in this vision statement will
create economic development that is compatible with College Station's culture, protect property values,
encourage tourism, foster a strong retail sector, and diversify the City's economy through development of
business parks. These strategies are focused on fostering an economic environment that provides
employment opportunities for the residents of College Station, expands the sales tax base, and maintains a
reasonable cost of living.
APPROPRIATIONS -STRONG AND DIVERSE ECONOMIC ENVIRONMENT
ECON.
DEV. COMMUNITY DEV.
9.4% BVSF 2.3% CVB
0.3% 1.3%
PARKING
11.3% EIECTRIC CIP
6.SoAi
EIECTRIC
62.1%
Economic Development $1,153,402
The Economic Development Department is
responsible for coordinating economic
development activities in College Station. The
director serves as the staff liaison to the Economic
Development Corporation.
The FY 01 approved Economic Development
operating budget is $266,402. The approved
budget includes two service level adjustments. An
SLA for $10,085 is approved to fund a part-time
temporary position to assist the Economic
Development staff with database creation, web site
enhancement, and other administrative activities.
Also approved is an SLA for $75,000 to update
the Northgate Redevelopment plan.
137
EDC
5.SoAi
Strategic Plan 2000-2001
A review of the 1996 Northgate Redevelopment
Plan is one implementation plan in the Well
Planned Neighborhoods Vision Statement of the
2000-2001 Strategic Plan. The plan will be
examined and updated to reflect new conditions
and the current and projected needs for the
Northgate neighborhood.
The City estimates that $887,000 will be available
to provide economic development incentives.
These funds are to used to encourage targeted
economic activities in College Station through the
Economic Development Fund in FY 01.
. '
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Economic Development $246,167
Corporation
The Economic Development Corporation is a joint
agency funded by the Cities of Bryan, College
Station, and Brazos County. The EDC promotes
the Brazos County region to economic
development prospects. The City of College
Station will fund the EDC at a level of $246, 167
in FY 01. One of the key activities funded through
this contribution is information technology
marketing and recruitment.
Business Park CIP $2,845,000
In FY 01, the approved CIP budget includes
$265,000 to landscape and finish development of
the College Station Business Park. In addition,
$125,000 is approved for masterplanning of a new
Class A business park. $2,400,000 is approved to
acquire land for a Class B business park site that
would house business/light industrial activity not
compatible with the objectives of a Class A site.
Strategic Plan 2000-2001
The Strong and Diverse Economic Environment
Vision Statement in the 2000-01 Strategic Plan
identifies the development of the existing
business park and two additional business parks
as implementation plans to foster economic
development that promotes opportunities for
College Station residents through the
diversification of the City's economy. The
approved CIP budget includes $2, 790,000 for
these projects in FY 01.
Parking Enterprise Fund $5,504,385
The approved parking operating budget in FY 01 is
$166,887. This includes one service level
adjustment for $74,998 to add a Parking
Supervisor, responsible for the operation and
oversight of citywide parking enforcement and city
parking facilities, including the Northgate Parking
Structure.
The FY 01 approved parking CIP budget is
$5,337,498. The approved budget includes
$4,630,498 to complete the Northgate Parking
Structure, $300,000 for development of the
Northgate Plaza, and $100,000 for Northgate
parking meters.
Community Development $4,567 ,917
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
l38
residents of College Station through housing
services, public agency funding, public facility
improvements, and economic development
activities. Community Development grants for FY
01 include $2,694,617 in CDBG funds;
$1,660,900 in HOME funds; and $20,000 in
program income. $192,400 has also been
appropriated from the Cedar Creek Project.
The approved Community Development
Department operating budget for FY 01 is
$566,911. This includes one service level
adjustment for $20,000 to provide collaborative
assistance services to social service agencies. This
SLA will be funded through Community
Development Block Grant funds.
Electric Division $30,209,618
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 encourage
new employment and prosperity in the City.
The approved FY 01 Electric Division budget is
$30,209,618. Of this, $25,000,000 is for
purchased power. The approved electric operating
budget includes twelve service level adjustments
totaling $977,007. Among the SLAs are five
additional employees, including a Line Technician
to assist with street lights and trouble calls
($103,100), a Line Technician for distribution and
transmission maintenance and construction
($41, 100), a Utility Line Locator /Inspector
($41,817), a Department Safety Coordinator
($42,800), and an Energy Auditor ($49,528). The
remaining SLAs include telephone/Internet
hardware and software to facilitate electronic bill
payment ($242,000), an automated trouble
reporting and restoration information system
($46,662), continued outsourcing of the creation of
an easements GIS database ($60,000), a substation
replacement vehicle upgrade ($5,000), additional
covered parking for machinery and equipment
($110,000), electric utility long-range planning
($135,000), and an asset management study to
prepare for competitive positioning of the electric
and water utilities ($100,000).
Strategic Plan 2000-2001
One of the strategies identified in the Customer
Focused City Services Vision Statement is to
evaluate the impacts and prepare for electric
utility deregulation. The FY 01 approved budget
includes an SLA for $135,000 to retain
consulting expertise to prepare a long-range plan
for College Station's electric utility. A second
SLA provides $100,000 to conduct an asset
management study to prepare for competitive
positioning.
Equally vital to remaining competitive is the
ability to provide a high level of customer service
that can be accessed by customers on demand.
This need is also recognized in the Customer
Focused City Services Vision, within a strategy
that focuses on ensuring adequate technology to
serve City customers. The FY 01 approved
budget includes an SLA for $242,000 to
purchase hardware and software that will enable
utility customers to pay utility bills and access
account information using the Internet or
telephone.
Electric Capital Projects $3,292,000
In FY 01, all approved electric capital projects will
be funded from current revenues. The largest
approved electric capital improvement project is
$1, 300, 000 to provide new service and system
extensions needed to adequately serve customers as
growth continues to occur in College Station. The
final phase of the City's fiber optic loop is
scheduled for completion in FY 01 and $400,000
is approved for this project. Adequate street
lighting citywide is identified as a strategy to
achieve the Safe, Secure, and Healthy
Environment Vision in the 2000-01 Strategic Plan.
The FY 01 approved CIP budget includes $85,000
for thoroughfare lighting and $185, 000 for
residential lighting. Both of these areas are
specifically outlined as implementation plans for the
adequate street lighting strategy.
Strategic Plan 2000-2001
Of the $185,000 approved in the FY 01 CIP
budget for residential lighting, $140,000 is to
install period lighting in College Station's
historic neighborhoods. This project is identified
as an implementation plan to provide adequate
street lighting in these areas. It also has the
benefit of adding an attractive and unique
element to neighborhoods that will be enjoyed
by College Station residents and visitors.
139
Convention and Visitor's Bureau $645,000
The Bryan-College Station Convention and
Visitor's Bureau works to foster the Bryan-College
Station regional tourism ecbnomy. The approved
budget for FY 01 is $645,000. This is below the
FY 00 level of funding by $20,000. The CVB is
funded from the Hotel/Motel Fund.
Brazos Valley Sports Foundation $150,000
The approved budget for the Brazos Valley Sports
Foundation is $150,000. The Foundation has
requested an increase of $24,440 or 19%. The
Brazos Valley Sports Foundation was created to
put a focus on marketing sporting events in the
Bryan/College Station area. The Sports
Foundation is funded from the Hotel/Motel Fund.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Strong and
Diverse Economic Environment Vision
Statement. Also included are the budget
and position summaries for each of the
divisions.
.. :· , ....
.·
...
ECON. & COMMUNITY
DEVELOPMENT
Description & Budget Explanation:
ECONOMIC DEVELOPMENT
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:
FY99 FYOO FYOl
Actual Estimate Ap,prov.ed
Budget Summary $161,616 $256,750 $266,402
Position Summary 2 2 2.5
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: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
Percent of implementation plan milestones
met within action plan time frames New measure 90% 90%
Percent of Council and Boards agenda
items completed within specified
deadlines New measure 90% 90%
Efficiency
-Percent of information packets sent
within 48 hours of request New measure 95% 95%
-Percent of annual Economic
Development Agreements processed and
forwarded to City Council 100% 75% 75%
Output
No. of implementation plans New measure 18 21
No. of Council and Board items New measure 50 38
-No. of jobs created or retained through
City economic development efforts
(tourism/retail/com/special dev only). New measure 100 150
-Net Increase in property valuation (from
new tourism/ retail/com/special
development only ). New measure $30,000,000 $5,000,000
-Net Increase in future sales, hotel/motel
tax, property tax revenues (tourism/ $75,000 sales $350,000 sales
retail/com/special dev only) New measure tax tax
$200,000 $27,000
property t�es property taxes
& Utilitv net
140
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
-No. of capital projects managed New measure 2 2
-No. of economic development prospects New measure 25 15
-No. of Economic Development projects
secured {retail/ com/tourism/ special). New Measure 4 2
-No. of commercial and retail packets sent
to ros ects New measure 35 35
Service Level: Provide for economic revitalization and redevelopment in targeted areas within
College Station.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent of citizens satisfied with
redevelopment efforts in older areas of College
Station. 75% 80% N/A
-Percent of implementation plan milestones met
on time
New measure 85% 90%
-Percent of Council and Boards agenda items
completed within specified deadlines New measure 95% 95%
Output
-No. of economic redevelopment orospects. New measure 8 5
Service Level: Manage and coordinate development/recruitment within the Business Center.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approlled
Efficiency
-Phase III Develooment Cost/ Acre N/A $26,667 $25,715
141
..
,,
... ·,
··
.. '
.•
ECON. AND COMMUNITY
DEVELOPMENT
COMMUNITY DEVELOPMENT
Description & Budget Explanation:
Community Development is responsible for providing low cost housing and public assistance through
community development block grant funds from the federal government.. Programs include housing
rehabilitation, improvement to blighted areas, public agency assistance, and general oversight
FY99 FYOO FYOl
Actual Estimate Approv.ed
Budget Summary $431,350 $531,770 $566,911
Position Summary 8.5 9.5 9.5
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: FY99 FYOO FYOl
Adual Estimate Approved
.Effe.cfurenes_
-Percent of participating project properties tax
valuation maintained or increased. 100% 100% 100%
Efficiency
-Cost per facade improvement project. $107,660 $107,660 $156,812
Output
-No. of specific projects identified and funded
for parks, streets, water, sewage, and
infrastructure needs. 5 4 6
-No. of commercial facade renovations
com leted. 1 1 2
* The number of applications, funding levels and availability, program guideline modifications and Council
support for those proposed projects, all determine actual number and cost of fac;:ade projects completed.
The FY 01 budget allocation for the Fac;:ade Program is $313,623.
142
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:
Effectiveness
-Percent of public agencies funded that deliver
public services within the terms and conditions
of each agency's contract with the City.
Efficiency
-No. of agencies/contracts monitored per staff.
No. of on-site monitoring visits.
-No. of reimbursement requests reviewed.
Output
-No. of agencies/contracts completed in
compliance with policies.
143
FY99
Actual
97%
19
18
25
8
FYOO
Estimate
100%
8
16
32
8
FYOl
Approved
100%
8
16
32
8
.•.
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.
Performance Measures:
Effectiveness
#/Percent of 12 anticipated total applicants
receiving Rehab or OPR assistance.
Applicant will first be considered for a
Rehab. If the project is not feasible as a
Rehab, it will be considered for the ORP ·
program.
#/Percent of applicants for rehabilitation of
deteriorated dwellings
-Number/Percent of applicants for
replacement of dilapidated dwellings.
-#/Percent of 65 anticipated total applicants
for homebuyer assistance provided
downpayment assistance {OAP).
NOTE: Applicants not eligible or able to
purchase receive counseling and/or referral
assistance (see below).
-Number/Percent applicants for homebuyer
assistance receiving homebuyer counseling
services or referred to credit counselor.
Efficiency
-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. {see notes below)
-New construction
Output
-No. of units rehabilitated.
-No. of units replaced {ORP).
-No. of dilapidated structures demolished.
-No. of applicants receiving homebuyer {OAP)
assistance.
-No. of applicants receiving home buyer and/or
credit counseling.
-No. of new construction units developed.
FY99
Actual
NIA
NIA
NIA
NIA
NIA
$12,501
NIA
$2,875
$8,271
$70,642
2
NIA
2
NIA
NIA
6
FYOO
Estimate
1/8%
0
1/8%
13/13%
100%
$21,000
$48,000
$2,000
$10,000
$65,000
5
5
97
15
100
6
FYOl
Appro�
9/75%
3/25%
6/50%
40/62%
100%
$25,000
$51,000
$3,500
$8,500
$70,000
3
6
10
40
65
1
ELECTRIC FUND OPERATIONS
Description·& Budget Explanation:
The Operations Division is responsible for the warehousing of supplies used in City operations and
the purchase and distribution of electric power to the customers of the electric utility.
Budget Summary
Revenue Summary
Position Summary
Program Name: Warehouse
FY99
Actual
$22,087,079
$34, 796,393
53.5
FYOO FYOl
Estimate Appt:oved
$29,000,236 $30,214 ,618
$38,114,200 $39,221,500
54.5 59.5
Service Level: Provide an efficient warehousing operation for the City of College Station, crew
support for utility operations, and maintain the Utility Service Center grounds and
building.
Performance Measures:.
Effectiveness
-Provide immediate delivery of all water,
wastewater, & electrical material.
-Provide daily delivery of all office supply
orders to all departments.
-Complete crew requests within 48 hours.
Efficiency
-Annual inventory count:
value over
value short
-Annual inventory count:
percent over
percent short
-No. of inventory items.
Output
-Dollar value of material received.
-Dollar value of material issued.
-No. of customers per day.
FY99
Actual
100%
100%
100%
$3,136
$4,335
.22%
.30%
1,605
$1,599,193
$1,374,055
80-100
145
FYOO FYOl
Estimate Approved
100% 100%
100% 100%
100% 100%
$30,000 $30,000
$30,000 $30,000
2% 2%
2% 2%
1,475 1,500
$2,000,000 $2,000,000
$1,900,000 $2,000,000
80-100 80-100
. • .·
Program Name: Electrical Division
Service Level: Provide reliable electric service to the citizens of College Station.
Performance Measures: FY99 FYOO FYOl
Actual Estimate App rolled
Effectilleness
-Avg. customer outage duration for the
previous 12 months (SAIDI). 85 mins. 59 min. 64 min
-Avg. number 'of outages per customer per
year (SAIFI). 1.4 1.11 1.22
Efficiency
-System losses. 4.2% 4.5 4.8
O_utput
-Total outage minutes in a 12 month period.
(This is a rollinq 12 month averaqe.) 2,158,833 1,297,586 1,727,500
Service Level: To provide reasonably priced electric power to the citizens of College Station.
Performance Measures:
Efficiency
-Monthly wholesale power billing avg .
Outp_ut
-Avg. monthly amount of power purchased
(KwH).
FY99
Actual
FYOO
Estimate
$1,414,492 $1,600,000
43,320, 741 44,600,000
146
FYOl
Appro_wd
$1,800,000
48,000,000
ECONOMIC ENVIRONMENT
Description & Budget Explanation:
ECONOMIC DEVELOPMENT
CORPORATION
The Economic Development Corporation is an organization created to promote economic
development in Bryan, College Station, and Brazos County. The corporation provides marketing,
promotion, and development services to prospective new business and industry (excluding retail).
The corporation also markets land and buildings in area business parks. The corporation tries to
expand the property and sales tax bases through.successful industry attraction; as well as enhanced
job opportunities.
College Station Budget Summary
EDC Position Summary ..
FY99
Actual
$170,000
6.5
FYOO
Es.ti mate
$209,493.
6.5
Program Name: Bryan/College Station Economic Development
Corporation
FYOl
Approved
$246,167
6.5
Service Level: Promotion and facilitation of activities that enhance the economic base of Brazos
County through attraction, creation, expansion, and retention of business and
industry. Also, enhance job opportunities through successful business
Performance Measures: FY99 FYOO FYOl
Actual Estimate Appro\!ed
Effectiveness
-Successful locations to prospect/inquiry
ratio. 8/95 8/85 10/100
-Serious prospect to total inquiry ratio. 15/95 13/85 15/100
-Percent of Phase I at the Business Center
occupied (77 dev. Acres). 58% 58% 64.5%
-Percent of Phase II at the Business Center
Occupied (38 dev. Acres) 21% 21% 60.5%
-Percent of Phase III at the Business Center
Occupied (27 dev. Acres) 0% 53.7% 53.7%
Efficiency
-Cost per active prospect/inquiry. $1,789 $2,465 $2245
-Cost per successful project. $21,250 $26,186 $22,450
-Percent of annual Economic Development
Agreements with a payout of less than 7
years. 100% 100% 100%
Output
-New jobs created (committed). 645 600 750
-New jobs retained (committed). 129 631 350
-Annual wages created (committed). $16,877,322 $16,850,000 $20,500,000
-Capital Investment (committed). $16,952,390 $25,000,000 $25,000,000
-New jobs created College
Station( committed). NIA 250 250
147
-New jobs retained -College Station
(committed). 101 293 175
-Annual wages created -College Station
(committed). NIA $7,551,590 $7,500,000
-Capital Investment-College
Station( committed). NIA $12,676,890 $12,500,000
-No. of Economic Development agreements
.. executed. 2 1 2
:1 ·
Output
No. of businesses located in Business Park 2 2 1
-No. of new C.S. Business Park Jobs. 844 156 50
*Includes College Station's share ($20,000) of Info Tech funding for Angelos retainer.
·· ! ..
14&
ECONOMIC ENVIRONMENT
Description & Budget Explanation:
CONVENTION AND
VISITOR'S BUREAU
The Bryan-College Station Convention and Visitor's Bureau offers informational services, tour
coordination, and assistance with transportation and meeting planning to visitors and convention
attendees. The Convention and Visitor's Bureau is funded through the Hotel/Motel Fund.
CVB College Station Budget Summary
FY99
Actual
$621,260
Program Name: Convention and Visitor's Bureau
FYOO
Estimate
$705,000
FYOl
Appl'.ov:ed
$645,000
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:
Effectiveness
-Amount of hotel occupancy tax collections.
-Amount of direct expenditures from
convention delegates.
Efficiency
-Avg. daily hotel room rates.
-Avg. hotel occupancy rate.
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 groups services provided for
-No. of room nights stayed by above groups
-No. of delegates.
-No. convention bids.
-No. of conventions booked.
-No. of convention articles.
FY99
Actual
$1,750,194
$10,151,757
$57.49
67.98%
51,868
48,573
14,651
19
138
55,180
36,610
102
145
23
FYOO
Estimate
$1,763,982
$9,405,000
$54.00
68.00%
57,000
40,000
13,000
20
175
57,500
45,000
77
160
18
FYOl
Approved
$1,799,300
$13,062,500
$56.00
68.50%
60,000
50,000
16,000
22
180
58,000
50,000
80
165
25
Service Level: Provide an on-going tourism, marketing, sales, and service program to bring the
maximum number of overnight visitors to our community.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Apprmred
Ef:feci:hleness
Amount of hotel occupancy tax collections. $1,750,194 $1,763,982 $1,799,300
-Amount of direct tour and travel expenditures. $1,327,798 $1,450,000 $1,500,000
-Monetary value of articles published. $74,000 $90,000 $80,000
Effici_ency
-Avg. daily hotel room rates. $57.49 $54.00 $56.00
-Avg. hotel occupancy rate. 67.98% 68.00% 68.50%
Output
-No. of bureau initiated room nights booked
for the future. 14,901 11,250 17,500
-No. of group tours hosted. 177 300 300
-No. of tour and travel group room nights. 840 615 500
-No. of articles published from hosted media. 2 5 6
..
-No. of familiarization tours hosted. 6 5 6
-No. of tourism inquiries as a result of trackable
advertising. 4,573 10,000 6,000
-No. of tourism inquiries as a result of non-
·, ... trackable advertisinq. 25,097 21,000 20,000
150
ECONOMIC ENVIRONMENT
Description & Budget Explanation:
BRAZOS VALLEY
SPORTS FOUNDATION
The Brazos Valley Sports Foundation exists to develop, promote, and facilitate the interest,
participation, and acquisition of sport-related activities in Bryan-College Station. The Brazos Valley
Sports Foundation is funded through the Hotel/Motel Fund.
Brazos Valley Sports Foundation
Budget Summary
FY99
Actual
$122,000
Program Name: Brazos Valley Sports Foundation
Performance Measures: FY99
Actual
Effectiveness
-Annual percentage increase in sports events 24%
hosted/ serviced
-Annual percentage increase in number of 31%
participants
-Annual percentage increase in number of 1%
room nights generated
-Annual percentage increase memberships NIA
-Annual percentage of return events 36%
Efficiency
-Avg. number days/sport event 2.1
-Number of requests for assistance 41
-Avg. number of room nights/event 1,005.5
-Avg. number of participants/event 449.5
Output
-No. of sports events hosted/serviced 41
-No. of room nights generated from sports 41,226
events hosted/serviced
-No. of community education 3
workshops/ seminars
-No. of events posted to sports 76
calendar I community calendar
-No. of different sports serviced 15
-No. of membershios NIA
151
FYOO
Estimate
$125,660
FYOO
Estimate
25%
25%
25%
25%
15%
2.5
40
450
450
35
17,000
4
60
10
50
FYOl
Approv.ed
$150,000
FYOl
Appro�
20%
25%
25%
25%
15%
2.5
45
500
450
45
17,000
4
75
15
60
Embracing the Past
Exploring the Future
... : ..
. •'
152
8. WELL-PLANNED NEIGHBORHOODS $2,489,698
As a result of our efforts, citizens will live in well-planned neighborhoods
suited to community interests and lifestyles.
Strategic Plan Summary:
The Well-Planned Neighborhoods Vision is focused on creating neighborhoods that fulfill the needs of the
residents of College Station. Among these needs are recreational opportunities, commercial activity, and a
high quality of life that is brought about by the opportunity to move easily about the community. Another
element particular to College Station's neighborhood development needs is creating a balance between the
needs of a large population of renters and College Station's homeowners. The 2000-2001 Strategic Plan
places a high value on long-range planning and makes a commitment to revise and update the City's key
planning documents on an on-going basis. These planning and development policies are critical because
they have a great long-term impact on community growth patterns. The impact of these policies covers
both existing neighborhoods and infrastructure and future development.
APPROPRIATIONS -WELL-PLANNED NEIGHBORHOODS
ENGINEERING DIV.
(PUBLIC WORKS)
27%
Development Services $1,814,184
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 that 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.
There are four service level adjustments in the FY
01 approved Development Services budget. The
SLAs include $4,000 to attend an annual planning
conference, $10,000 to sponsor a Citywide
neighborhood youth conference and Youth Vision
event, and $114,670 to enhance planning services
through the addition of staff. The new positions
will include two Staff Planners, one to conduct
153
73%
long-range planning and a second that will be
dedicated to Neighborhood Programs.
Strategic Plan 2000-2001
Two new positions in the Planning Division will
focus resources on strategies within the Wei/
Planned Neighborhoods Vision. An additional
Staff Planner will significantly increase the level of
neighborhood planning and services. One of the
strategies in the Well-Planned Neighborhoods
Vision is to emphasize ongoing revisions and
adherence to the City's comprehensive plan and
other development policies. The second new Staff
Planner will focus on long-range planning efforts
like those outlined in the 2000-01 Strategic Plan,
such as comprehensive plan review, land use ratio
policy formulation, and examination of the
apartment design standards.
....
·. : ... :·
...
Engineering Division $675,514
(Public Works)
The Engineering division is responsible for the
administration of the City's capital improvement
plan. This includes building 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 following pages in this section detail the
service levels and performance measures for
the operating divisions in the Well Planned
Neighborhoods Vision Statement. Also
included are the budget and position
summaries for each of the divisions.
154
DEVELOPMENT SERVICES ADMINISTRATION
Description & Budget Explanation:
The Development Services Administration function is responsible for providing administrative
support to the planning, engineering, building, code enforcement, development coordination; and
energy management areas. Also, many of the Council strategic issues are managed by
Development Services. · ·
Budget Summary
Position Summary
Program Name: Administration
FY99
Actual
$230,462
5
FYOO
Estimate
$257,493
5
FYOl
Approved
$580,248
14
Service Level: Project development/implementation/management associated with the Council
strategic issues; and management of department functions.
Performance Measures:
Effectiveness
-Percent of City Council Strategic Plan
implementation plan milestones met within
action plan time frames.
-Percent of Council, Boards & Commission
agenda items are completed within specified
deadlines.
Output
-No. of Strategic Plan strategies addressed.
-No. Council, Board & Commission items.
155
FY99
Actual
85%
90%
4
401
FYOO
Estimate
90%
95%
4
400
FYOl
Approved
85%
90%
4
350
..
.... ..
· ...
; .
..
Program Name: Development Coordination*
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.
Performance Measures:
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
Efficiency
-No. of Development cases processed per Staff
Planner
-No. of Pre-development meetings conducted
per Staff Planner
-No. of Professional training sessions attended
per staff member
-No. of Staff reports/cover sheets prepared
per Staff Planner
Output
-No. of Development cases processed
-No. of Staff reports/cover sheets prepared
annually
-No. of Pre-development meetings held
-No. of Board, Commission, and other
committee meetin�s held
156
FY99 FYOO FYOl
Actual Estimate Approved
NIA 75% 75%
NIA 70% 80%
NIA 90% 80%
NIA 75% 75%
NIA 50 50
NIA 25 25
NIA 1 1
NIA 60 60
NIA 200 200
NIA 180 180
NIA 130 130
NIA 60 60
Service Level: Process all permits and inspection requests in a timely manner.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effucthlene_ss
-Percent of Permits/Development applications
input within 1 hour. N/A 90% 90%
-Percent of Inspections input within 1 hour N/A 90% 90%
Efficlenc_y
-No. of Permits processed per CSR N/A 1,500 1,500
-No. of Inspections processed per CSR N/A 3,200 3,200
Output
- $ amount collected in development related
fees N/A $1.2 million $1. 2 million
-No. of Permits processed N/A 4,500 4,500
-No. of Inspections processed N/A 9,600 9,600
* Development Coordination Program measures are new performance indicators.
157
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DEVELOPMENT SERVICES
Description & Budget Explanation:
ENGINEERING
Engineering development is responsible for the development review process, which ensures that a
development meets the required engineering standards.
Budget Summary
Position Summctry ·
Program Name: Engineering
FY99
Actual
$144,500
2
FYOO FYOl
Estimate Appro:ved
$204,305 $218,322
3 3
Service Level: Provide thorough and efficient plan review and construction inspection for
development projects.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Effectiveness
-Percent of plans and reports reviewed in 5
days or less. 21.5% 60% 75
-Percent of site plan/plats reviewed in 5 days or
less 30.25% 65% 75
-Percent of staff reports/coversheets completed
on time 88.75% 85% 95
.Efficl.enc.y
-Administrative cost per review. $400 $400 $400
-Administrative cost per site plan/plat review $250 $250 $250
Output
-No. of plans or reports reviewed annually. 173 250 312
-No. of site plans/plats reviewed annually 197 200 72
-No. of staff reports/coversheets prepared
annually 76 75 54
158
DEVELOPMENT SERVICES PlANNING ..
Description & Budget Explanation:
The Planning division is responsible for providing development services to those wishing to develop
in College Station. This includes monitoring zoning, platting, and other development issues to
ensure that development occurs in accordance with the existing policies and ordinances. Planning
also assists the development community through this process and through any variances that may
be requested. The planning function is also responsible for maintaining, monitoring, and
implementing the City's comprehensive plan.
Budget Summary
Position Summary
FY99
Actual
$558,127
9.5
Program Name: Planning Administration*
FYOO
Estimate
$734,536
13.5
FYOl
Approlted
$638,701
8.5
Service Level: Provide thorough and efficient review of zoning, development proposals, and
project review.
Performance Measures:
Effectiveness
-Percent satisfied on customer survey.
-Percent of development plans reviewed within
5 working days.
Efficiency
-Cost per set of plans.
-Cost per case (P&Z, ZBA).
Output
-No. of development plans reviewed.
Program Name: Comprehensive Plan*
FY99
Actual
65%
33%
$2,857
$2,000
272
FYOO
Estimate
70%
50%
$3,000
$2,000
275
FYOl
Approved
NIA
NIA
NIA
NIA
NIA
Service Level: Maintain, monitor, and implement the City's Comprehensive Plan Program.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Efficiency
-Cost per case. $2,500 $2,500 NIA
Output
-No. zoninq cases NIA NIA NIA
* Both Planning Administration and Comprehensive Plan Program measures will be replaced with Pro-Active
Long Range Planning for FY 01.
159
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Program Name: Pro-Active Long Range Planning
Service Level: Develop and administer a dynamic, pro-active comprehensive planning program
which includes participation in regional planning, city-wide planning, and
neighborhood and small area planning.
Performance Measures: FY99 FYOO FYOl
Actual Estimate Approved
Eff.edhleness
-Percent of Plans/Studies completed on time
and within budget. NIA 100% 90%
-Percent of existing neighborhoods registered NIA 60% 80%
-Percent of Staff participating in professional
training NIA 80% 100%
-Percent of Long Range Planniny staff involved
in support role to various
agencies/ committees/issues NIA 100% 100%
Efficien�y
-No. of Plans/Studies/Updates completed per
staff member NIA .4 1
-No. of Registered neighborhoods per staff
member NIA 2.4 3
-No. of Community presentations per staff
member NIA 1.4 7
-No. of Training seminars attended per staff
member NIA .85 1
-No. of agencies/committees/issues per staff
member NIA 3.9 3.9
Output
-No. of Total plans/studies/updates NIA 3 7
-No. of Registered neighborhoods NIA 17 21
-No. of Community presentations NIA 10 12
-No. of Professional training seminars attended NIA 6 7
No. of agencies/ committees/issues
involving long range planning staff NIA 27 27
Input
-No. of Staff NIA 7 7
-Available budqet NIA 734,536 638,701
160
DEVELOPMENT SERVICES BUILDING .INSPECTION
Description·& Budget Explanation:
The Building Inspection function is responsible for the building review and permitting process.
Building permits are issued and buildings are inspected as construction occurs to.ensure buildings
are constructed to city code.
Budget Summary
P()sition Summary
Program Name: Building Division
FY99
Actual
$374,884
8
FYOO
Estimate
$433,911
9
FYOl
Approlled
$376,913
7
Service Level: Perform thorough and efficient building plan review, inspection services, and
permit administration.
Performance Measures:
Effectiveness
-Percent of plans reviewed within 5 days.
-Percent of building inspections in 24 hours of
request.
-Percent satisfied on customer survey.
-Percent of single family permits within 1 hour
of application. (When applicant waits for permit.)
Efficiency
-Percent of single family permits issued within 5
days.
-Percent of single family permits issued within
24 hours.
-No. of building inspections per inspector
Output
-Number of multi-family and commercial plans.
-No. of annual inspections.
-No. of inspections per dav per inspector.
1-6.1
FY99
Actual
90%
99%
98%
100%
100%
92%
2,316
145
9,266
9.7
FYOO FYOl
Estimate Approved
90% 90%
98% 95%
95% 95%
100% 100%
100% 100%
90% 90%
2,300 2,400
140 150
9,200 9,600
9.6 10
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PUBUCWORKS 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 Sµmmary
Program Name: Engineering
FY99
Actual
$453,696
9
FYOO
Estimate
$668,059
11
FYOl
App,r:oyed
$675;514
11
Service Level: Provide for effective and efficient use of Capital Improvement Funds.
Performance Measures:
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
Output
-No. of CIP projects planned.
FY99
Actual
86%
93%
91%
$10,722
43
i62
FYOO FYOl
Estimate Apprmz_ed
92% 95%
93% 95%
90% 95%
$15,116 $15,667
43 42
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 which
include Fiscal Services, and the Office of
Technology and Information Services. In addition,
administrative services in the General Government
Department are included in the General Fund.
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-1.
The General Fund is influenced by current policies,
including 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 estimated FY 01 General Fund revenues are
$28, 932,283, a 5.1 % increase over the FY 00
year end estimate. The increase is due to normal
growth and inflationary factors and is distributed
among most of the major revenue categories. Also
included in the above estimate are service level
adjustments for fee increases, grants, and donations
from external sources.
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.
1. Property Taxes are projected to be $3,830 ,317,
up $398, 317 or 11. 6% over the FY 00 year
end estimate. This increase in ad valorem tax
revenue is due to new development and
increased value of existing properties.
The operation and maintenance portion of the
ad valorem tax rate is approved at 16.62 cents
per $100 of valuation. This is an increase of
0.31 cents over the FY 00 rate. The debt
service portion of the tax rate will decrease by
0.31 cents.
163
Approximately $102,000 of the property tax
that would ordinarily have gone into the General
Fund will go to the Wolf Pen Creek Tax
Increment Financing (TIF) Fund while the
Melrose TIF will receive $50,000.
2. Sale s Tax is projected to be $12,700,000 in FY
01, up 4% over the FY 00 year end estimate.
Estimated revenue is based on analysis of
historical revenues, expected future retail sales
and employment and personal income. Good
economic conditions continue to contribute to
higher than normal growth in sales tax revenue.
3. Mixed Drink and Franchise Taxes are projected
to increase 3% from the FY 00 year end
estimate. Growth in the cable and phone
franchise taxes have led to much of the revenue
increase.
4. Permit Revenue for FY 01 is projected to
decrease over the FY 00 year end estimate.
Growth is still expected to continue, but not
necessarily at the rate seen in FY 00. Good
economic conditions have caused higher than
normal growth to continue in building activity
over recent years.
5. Intergovernmental Revenues are projected to be
higher in FY 01 than FY 00. This is due to
additional Police grants anticipated. Many of the
grants relate to the addition of Police Officers
over the past several years. The estimated grant
amount for FY 01 is $24,269. Approved
service level adjustments of $84,277 are
included in the adopted budget.
6. Parks and Recreation revenues are projected to
increase 0. 7% in FY 01 over the FY 00 year
end estimate of actual revenues. Parks revenues
come primarily from service charges for various
park and recreation activities. Parks fees are
going to be studied in FY 01 to determine if any
adjustments need to be made.
7. Other Service Charges include miscellaneous
charges and fees from various departments
within the General Fund, primarily Police, Fire
and Municipal Court. Other Service Charges are
projected to increase by 15% in FY 01 over the
FYOO year end estimate.
8. Fines, Fodeits, and Penalties are principally
ticket and court fines from the Municipal Court.
...
: .... · .... ···
They are projected to increase by 11.3% from
the FY 00 year end estimate to $1,488,800 in
FY 01. This increase is partly related to the
approved additional warrant services.
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 01 total is $215,500, an increase of
$37,500 from the FY 00 year end estimate.
The increase is due to anticipated revenues for
participation in the Northgate Plan update.
10. Return on Investment (ROI) transfers from the
enterprise funds are projected to be $5,947,500
for FY 01, a 4. 8% increase over the FY 00 year
end estimate.
11. Investment earnings are projected to be
$355,000, which is below the FY 00 year end
estimate of $405,250.
Net Expenditures for FY 01 are expected to be
approximately $29.7 million, approximately 6.5%
higher than the FY 00 year end estimate. This
increase is due to the inclusion of funding for
approved service level adjustments that will allow
the City to implement the City Council's 2000-
2001 Strategic Plan. A net total of $2.0 million in
approved service level adjustments is included in the
adopted budget. These service level adjustments
are discussed in detail in the executive summary and
departmental summaries.
The approved budget includes resources to continue
funding the pay plan changes approved by the City
Council in March 2000. It also includes additional
funding to the Employee Benefits Fund as approved
inFYOO.
Also included in the approved Budget is a set aside
of $200,000 to purchase an aerial fire truck. This
purchase will not be made for several years. This
will begin to put funds aside for the purchase.
The FY 01 base budget includes 519 positions.
Approved service level adjustments add 13.5 full
time equivalent positions. These include a land
agent, a part-time intern for the Economic
Development Department, a communications
manager in the Police Department, an additional
police officer for the Criminal Justice Education
Program at the College Station Middle School, and
a police assistant to address noise complaints.
Other positions approved include three additional
personnel to staff the third ambulance and one
additional fire prevention officer. Two additional
staff planners are approved to enhance the long
range planning and neighborhood planning
functions of the City. Also, a part-time secretary is
approved for the Parks Department to assist with
registration and additional seasonal staff is approved
for the Lincoln Center for programs at that facility.
Approved Outside Agency Funding from the
General Fund FY 01 budget is $190,498.
Agencies approved for funding from the General
Fund are the Brazos Valley Council on Alcohol and
Substance Abuse, $25,000; Retired and Senior
Volunteer Program, $5,000; SCA Student
Ambassador program, $9,000; the Dispute
Resolution Center, $5,000; and the Noon Lions
Club, $8,000. The Memorial for all Veteran's of
the Brazos Valley, Inc., will receive $25,000 for a
memorial to be placed in Veteran's Park. An
additional $25,000 has been proposed for FY02.
The Brazos County Health Department will receive
funding of $113,498 for FY 01. This is an
increase of $23,723 or 26% from FY 00. This
increase was requested in order to stop using the
"Reserved Fund Balance" of the Health Department
to fund operations. The Health Department has
requested the same percentage increase from the
City of Bryan and Brazos County.
As a result of city policy governing outside agency
requests for funding, agency requests for funds will
go through a selection process. Requests from
agencies eligible for Community Development
Block Grant (CDBG) funds are reviewed by the
Joint Relief Fund Committee, which is made up of
members of both Bryan and College Station. After
reviewing the requests, the committee makes a
recommendation to both cities concerning the
funding request. Additionally, all agencies making
requests 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.
164
CITY OF COLLEGE STATION
GENERAL FUND
FUND SUMMARY
%CHANGE
FYOO YEAR FYOl IN BUDGET
FY99 ADJ.FYOO END FYOl BASE APPROVED FROMFYOO
ACTIJAL BUDGET ESTIMATE BUDGET BUDGET TO FYOl
BEGINNING BALANCE $ 5,964,198 $ 6,071,340 $ 6,071,340 $ 5,701,289 $ 5,701,289
REVENUES:
AD VALOREMTAX $ 3,139,360 $ 3,431,548 $ 3,432,000 $ 3,830,317 $ 3,830,317 11.62%
SAIES TAX 11,489,702 11,849,500 12,212,000 12,700,000 12,700,000 7.18%
MIXED DRINK AND FRANCIUSE 1,696,580 1,717,000 1,784,092 1,837,000 1,837,000 6.99%
UCENSES AND PERMITS 643,968 576,000 674,705 632,000 632,000 9.72%
INTERGOVERNMENTAL 422,564 282,814 243,583 288,989 324,269 14.66%
PARKS AND RECREATION 557,151 580,000 598,695 601,000 603,000 3.97%
OTIIER CHARGES FOR SERVICE 867,324 924,111 871,443 949,900 998,897 8.09%
FINES, FORFEITS, PENALTIES 1,208,499 1,365,000 1,337,050 1,377,000 1,488,800 9.07%
INVESTMENT EARNINGS 367,046 400,000 405,250 355,000 355,000 (11.25%)
MISCEUANEOUS 198,552 178,000 283,879 178,000 215,500 21.07%
REruRN ON INVESTMENT 5,333,975 5,673,885 5,673,885 5,947,500 5,947,500 4.82%
TOTAL REVENUES $ 25,924,721 $ 26,977,858 $ 27,516,582 $ 28,696,706 $ 28,932,283 7.24%
TOTAL FUNDS AVAILABLE $ 31,888,919 $ 33,049,198 $ 33,587,922 $ 34,397,995 $ 34,633,572 4.79%
EXPENDfIURES:
POU CE $ 6,958,570 $ 7,853,048 $ 7,853,048 $ 7,899,448 $ 8,454,236 7.66%
FIRE 4,879,168 5,312,970 5,312,970 5,213,325 5,759,376 8.40%
PUBUCWORKS 4,015,856 4,745,051 4,745,051 4,753,902 4,868,294 2.60%
PARKS AND RECREATION 4,598,429 5,197,159 5,197,159 5,213,998 5,730,837 10.27%
UBRARY 611,709 698,802 698,802 706,284 735,359 5.23%
DEVELOPMENT SERVICES 1,434,697 1,630,245 1,630,245 1,632,662 1,814,184 11.28%
omcE OF TECH. & INFO. SYS. 1,837,129 2,016,257 2,016,257 1,982,472 2,312,548 14.70%
FISCAL SERVICES 1,812,857 2,034,990 2,034,990 1,811,490 1,896,680 (6.80%)
GEN GOVT/ECON/COMM DEV 2,332,496 2,606,983 2,606,983 2,734,763 3,029,702 16.21%
PUBUC AGENCEY FUNDING 132,500 312,57'6 312,575 160,498 190,498 (39.06%)
OTIIER 2,150 121,191 121,191 0 0 (100.00%)
SPECIAL PROJECTS 526,784 76,784 76,784 0 0 (100.00%)
ECONOMIC DEVELOPMENT 183,800 0 0 0 0 N/A
DEBT AVOIDANCE 585,500 0 0 0 200,000 N/A
GENERAi/ ADMIN. TRANSFER (4,089,735) (4,819,422) (4,819,422) (5,343,801) (5,531,344) 14.77%
PAY PIAN ADJUSTMENTS 0 0 0 688,380 0 N/A
CONTINGENCY 0 235,199 100,000 250,000 250,000 6.29%
TOTAL EXPENDfIURES $ 25,821,910 $ 28,021,832 $ 27,886,633 $ 27,703,421 $ 29,710,370 6.03%
INCREASE (DECREASE) IN
FUND BALANCE $ 102,811 $ (1,043,974) $ (370,051) $ 993,285 $ (778,087)
GAAP ADJUSTMENTS 4,331
ENDING FUND BALANCE $ 6,071,340 $ 5,027,366 $ 5,701,289 $ 6,694,574 $ 4,923,202
165
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IROil
�
GRANTS
1%
GENERAL FUND-SOURCES
OTHER
7%
PROP. TAX
13%
LICENSES AND SALES TAX
PERMITS 45%
2% OTHER TAXES
6%
GENERAL FUND -USES
15%
PUB. WORKS
12%
OTHER
DEV. SERV.
5%
GEN. GOVf.
166
rFiREl
�
FINANCE
DEPARTMENT
POLICE DEPARTMENT $
ARE DEPARTMENT
PUBLIC WORKS
PARKS AND RECREATION
LIBRARY
DEVELOPMENT SERVICES
OFFICE OF TECH & INFO SERVICES
ASCAL SERVICES
GENERAL GOVERNMENT
GENERAL FUND TOTAL $
CATEGORY
SALARIES & BENEFJTS $
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
ENERGY REBATES
GENERAL FUND TOTAL $
DEPARTMENT
POLICE DEPARTMENT
ARE DEPARTMENT
PUBLIC WORKS
PARKS AND RECREATION
LIBRARY
DEVELOPMENT SERVICES
OFFICE OF TECH & INFO SERVICES
ASCAL SERVICES
GENERAL GOVERNMENT
GENERAL FUND TOTAL
CITY OF COLLEGE STATION
GENERAL FUND DEPARTMENT
SUMMARY
EXPENDITURE BY DEPARTMENT
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98-99 FY 99-00 FY99-00 FY 00-01
6,958,570 $ 7,853,048 $ 7,853,048 $ 7,899,448
4,879,168 5,312,970 5,312,970 5,213,325
4,015,856 4,745,051 4,745,051 4,753,902
4,598,429 5,197,159 5,197,159 5,213,998
611,709 698,802 698,802 706,284
1,434,697 1,630,245 1,630,245 1,632,662
1,837,129 2,016,257 2,016,257 1,982,472
1,812,857 2,034,990 2,034,990 1,811,490
2,332,496 2,606,983 2,606,983 2,734,763
28 480 911 $ 32 095 505 $ 32 095 505 $ 31 948 344
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98-99 FY 99-00 FY99-00 FY 00-01
19,375,914 $ 21,947,734 $ 21,947,734 $ 22,374,145
1,123,983 1,467,336 1,467,336 1,365,984
2,134,266 2,784,077 2,784,077 2,882,761
5,125,898 5,378,492 5,378,492 5,127,455
671,105 517,866 517,866 197,999
49,745 0 0 0
28 480 911 $ 32 095 505 $ 32 095 505 $ 31 948 344
PERSONNEL SUMMARY BY DEPARTMENT
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY97-98 FY 98-99 FY99-00 FY 00-01
125.0 132.0 137.5 137.5
82.0 89.0 89.0 89.0
51.0 49.0 54.0 54.0
108.0 108.5 110.0 110.0
0.0 0.0 0.0 0.0
24.5 25.5 30.5 30.5
21.5 22.0 23.5 23.5
37.5 37.5 37.5 33.0
34.0 35.5 37.0 41.5
483.5 499.0 519.0 519.0
167
APPROVED %CHANGEJN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 8,454,236 7.66%
5,759,376 8.40%
4,868,294 2.60%
5,730,837 10.27%
735,359 5.23%
1,814,184 11.28%
2,312,548 14.70%
1,896,680 (6.80%)
3,029,702 16.21%
$ 34 601 216 7.81%
APPROVED %CHANGEJN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 23,768,423 8.30%
1,529,046 4.21%
3,114,364 11.86%
5,554,633 3.27%
634,750 22.57%
0
$ 34 601 216 7.81%
APPROVED %CHANGEJN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
141.5 2.91%
93.0 4.49%
54.0 0.00%
111.0 0.91%
0.0 NIA
32.5 6.56%
23.5 0.00%
34.0 -9.33%
43.0 16.22%
532.5 2.60%
: . :
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. ; .
... ·
-
-
-
-
POLICE DEPARTMENT
CITY MANAGER
I
CHIEF OF
POLICE
I
I I I
SERVICES OPERATIONS STAFF
BUREAU BUREAU SERVICES
COMM UNICATIONS/ UNIFORMED SECRETARIAL
-... JAIL DNISION
SPECIAL PROPERTY/ -I PATROL I -
SERVICES PURCHASING
PROFESSIONAL ,TRAFFIC I
STANDARDS
CRIMINAL
-
INFORMATIONAL INVESTIGATIONS
SERVICES
DIVISION
POLICE ADMINISTRATION
UNIFORM PATROL
CRIMINAL INVESTIGATION
PROFESSIONAL STANDARDS
QUARTERMASTER DIVISION
COMMUNICATION/JAIL
SPECIAL SERVICES
INFORMATION SERVICES
DEPARTMENT TOTAL
CLASSIFICATION
SALARIES & BENEFITS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OlJJ1.AY
DEPAIITMENT TOTAL
DIVISION
POLICE ADMINISTRATION
UNIFORM PATROL
CRIMINAL INVESTIGATION
PROFESSIONAL STANDARDS
QUARTERMASTER DIVISION
COMMUNICATION/JAIL
PREVENTION SERVICES
SPECIAL SERVICES
INFORMATION SERVICES
DEPAIITMENTTOTAL
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION
UNIFORM PATROL
CRIMINAL INVESTIGATION
PROFESSIONAL STANDARDS
QUARTERMASTER
COMMUNICATIONS/JAIL
SPECIAL SERVICES
INFORMATION SERVICES
CITY OF COLLEGE STATION
POLICE DEPARTMENT
SUMMARY
EXPENDITURE BY DEPARTMENT
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98·99 FY 99 ·00 FY 99·00 FY 00-01
$ 373,899 $ 388,190 $ 388,190 $ 522,835
3,475,727 3,619,089 3,619,089 3,598,168
940,648 968,188 968,188 901,448
236,691 236,379 236,379 239,668
280,330 790,718 790,718 799,942
901,699 999,532 999,532 1,001,808
467,019 551,700 551,700 490,632
282,557 299,252 299,252 344,947
$ 6958 570 $ 7 853 048 $ 7 853 048 $ 7 899 448
EXPENDITURE BY ClASSIRCATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98·99 FY 99·00 FY99·00 FYOO·Ol
$ 5,647,583 $ 6,341,798 $ 6,341,798 $ 6,485,242
107,589 238,322 238,322 219,606
298,779 315,564 315,564 350,134
839,599 872,958 872,958 844,466
65,020 84,406 84,406 0
"' 6 958 570 "' 7 853 048 $ 7 853 048 $ 7 899 448
PERSONNEL SUMMARY BY DIVISION
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY 97·98 FY98·99 FY 99·00 FYOO·Ol
7.0 6.0 6.0 8.0
54.0 63.0 66.5 66.5
14.0 18.0 17.0 15.0
5.0 3.0 3.0 3.0
1.0 0.0 1.0 1.0
26.0 26.0 27.0 27.0
4.0 0.0 0.0 0.0
7.0 8.0 9.0 8.0
7.0 8.0 8.0 9.0
125.0 132.0 137.5 137.5
Polk:e Accreditation Renewal $ 10,000
Overtime for Divisk>n Commanders 5,000
Modem Mounting Systems for Computers on Motorcycles 4,150
Three Year Grant ITC/STEP 35,280
Warrant Program-1 Officer 75,677
Assignment Pay 18,000
SWAT Equipment, V'tdeo System, Voltage Inverter and
PracUce Ammmition 12,300
Commercial Treadmill for Weight Room 5,000
Communk:atk>ns Manager Position, Maintenance and
Computer/Radio Replacement 62,481
Shift Differential Pay for Communications. Operators and
PSO's 18,720
Language Line Renewal Fee 1,200
Police Officer for Criminal Justice E.ducational Program
at AMC Middle School 74,082
Police Assistant for Nohe Complaints 43 287
$ 365,177
1'()9
APPROVED % CHANGE IN
BUDGET BUDGET FROM
FY 00·01 FY 00 TO FY 01
$ 552,847 42.42%
3,807,603 5.21%
943,052 (2.60%)
256,926 8.69%
805,637 l.899'0
1,111,245 11.18%
578,292 4.82%
398,634 33.21%
$ 8 454 236 7.66%
APPROVED % CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FY OOTOFYOl
$ 6,959,530 9.74%
246,804 3.56%
351,567 11.41%
872,433 (0.06%)
23,902 [71.68%)
$ 8 454 ?.36 7.66%
APPROVED % CHANGE IN
BUDGET BUDGET FROM
FY 00·01 FY OOTO FY 01
8.0 33.33%
67.5 1.50%
15.0 (11.76%)
3.0 0.00%
1.0 0.00%
28.0 3.70%
0.0 N/A
9.0 0.00%
10.0 25.009'0
141.5 2.91%
FIRE DEPARTMENT
I CITY MANAGER I
I FIRE CHIEF I
RESEARCH & PLANNING ADMINISTRATIVE --
ASSISTANT
I
ASSISTANT FIRE
. · .. · ·. FIRE CHIEF MARSHAL
; ·. � .:
SECRETARY SECRETARY --
EMS NEW --
COORDINATOR . CONSTRUCTION
"A" EXISTING ... -
SHIFT CONSTRUCTION
"B" PUBLIC --
SHIFT EDUCATION
"C" CODE --SHIFT ENFORCEMENT
FIRE TRAINING PARKING --
COORDINATOR ENFORCEMENT
170
DIVISION
FJRE ADMINISTRATION $
FJRE SUPPRESSION
FJRE PREVENTION
EMER. MEDICAL SERV.
DEPARTMENT TOTAL $
CLASSIFJCATION
SALARIES & BENEFITS $
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DEPARTMENT TOTAL $
DIVISION
FJRE ADMINISTRATION
FJRE SUPPRESSION
FJRE PREVENTION
EMER. MEDICAL SERV.
DEPARTMENT TOTAL
CITY OF COLLEGE STATION
FIRE DEPARTMENT
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE
ACTUAL BUDGEr YEAR END BUDGEf
FY98-99 FY 99-00 FY99-00 FY 00-01
286,652 $ 307,466 $ 307,466 $ 288,888
4,184,357 2,918,150 2,918,150 2,893,553
408,159 521,219 521,219 496,850
0 1,566,135 1,566,135 1,534,034
4 879 168 $ 5 312 970 $ 5 312 970 $ 5 213 325
DEPARTMENT SUMMARY BY CLASSIFJCATION
REVISED ESTIMATED BASE
ACTUAL BUDGEf YEAR END BUDGEf
FY98-99 FY99-00 FY 99-00 FY 00-01
3,927,249 $ 4,392,810 $ 4,392,810 $ 4,379,955
166,791 219,228 219,228 220,863
152,066 163,370 163,370 163,529
591,505 491,557 491,557 448,978
41,557 46,005 46,005 0
4 879 168 $ 5 312 970 $ 5.312 970 $ 5 213 325
PERSONNEL SUMMARY BY DIVISION
REVISED BASE
ACTUAL ACTUAL BUDGEf BUDGEf
FY97-98 FY 98-99 FY 99-00 FY 00-01
4.0 4.0 4.0 4.0
69.0 47.0 47.0 47.0
9.0 9.0 9.0 9.0
0.0 29.0 29.0 29.0
82.0 89.0 89.0 89.0
SERVICE LEVEL ADJUSTMENTS
SUPPRESSION
EMS
PREVENTION
Replace Shift Commander's Vehicle Lighting/Hardware on New Vehicle
Replace SCBA Compressor Station and System Flow Tester
Station Equipment/Furniture
4 Thermal Imaging Cameras
Crash Fire Rescue
Increase Fire Equipment Replacement Funding
Materials and Supplies for Haz-Mat Program
3 FfE to Staff 3rd Ambulance
EMS Training Upgrade
$
Fire Prevention Officer, Radio, Office Furniture, Computer, Uniforms/Equipment
Code Enforcement Public Education Materials
$
171
$
$
$
$
APPROVED
BUDGEf
FY 00-01
296,693
3,176,084
580,796
1,705,803
5 759 376
APPROVED
BUDGEr
FY 00-01
4,726,278
271,108
164,829
465,791
131,370
5 759 376
APPROVED
BUDGEf
FY 00-01
4.0
47.0
10.0
32.0
93.0
5,000
41,000
15,000
70,000
50,000
10,000
19,000
124,701
11,317
62,800
7 500
416,318
%CHANGE IN
BUDGErFROM
FY 00 TO FY 01
(3.50%)
8.84%
11.43%
8.92%
8.40%
%CHANGE IN
BUDGEfFROM
FYOO TOFYOl
7.59%
23.66%
0.89%
(5.24%)
185.56%
8.40%
%CHANGE IN
BUDGErFROM
FY 00 TO FY 01
0.00%
0.00%
11.11%
10.34%
4.49%
PUBLIC WORKS
CITY MANAGER
DIRECTOR
ASSISTANT
DIRECTOR
FACILITIES ADMINISTRATION
--MAINTENANCE
.. : :· l>.
FLEET SANITATION
--
.· ... I I
ENGINEERING TRAFFIC STREETS &
CAPITAL PROJECTS SYSTEMS DRAINAGE
. ·:· .
· ...
172
DIVISION
PUBLIC WORKS ADMINISTRATION
FACILITIES MAINTENANCE
STREETS MAINTENANCE
DRAINAGE MAINTENANCE
TRAFFIC
ENGINEERING
TRAFFIC SIGNALS
DEPARTMENT TOTAL
CLASSIFICATION
SALARIES & BENEFITS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DEPARTMENT TOTAL
DIVISION
PUBLIC WORKS ADMINISTRATION
FACILITIES MAINTENANCE
STREETS MAINTENANCE
DRAINAGE MAINTENANCE
TRAFFIC
ENGINEERING
TRAFFIC SIGNALS
DEPARTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
STREETS MAINTENANCE
$
$
$
$
CITY OF COLLEGE STATION
PUBLIC WORKS
DEPARTMENT SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED
ACTUAL BUDGET YEAR END
FY98-99 FY99-00 FY99-00
258,484 $ 336,233 $ 336,233 $
797,618 923,979 923,979
1,713,916 1,902,606 1,902,606
280,392 322,828 322,828
162,326 188,230 188,230
453,696 668,059 668,059
349,424 403,116 403,116
4 015 856 $ 4 745 051 $ 4 745 051 t
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED
ACTUAL BUDGET YEAR END
FY98-99 FY99-00 FY 99-00
1,814,584 $ 2,160,727 $ 2,160,727 $
197,568 175,191 175,191
1,109,122 1,575,453 1,575,453
814,712 817,032 817,032
79,870 16,648 16,648
4 015 856 $ 4 745 051 $ 4 745 051 $
PERSONNEL SUMMARY BY DIVISION
REVISED
ACTUAL ACTUAL BUDGET
FY 97-98 FY98-99 FY99-00
5.0 5.0 6.0
6.0 6.0 6.0
20.0 19.0 19.0
4.5 4.0 5.0
2.5 2.0 2.0
9.0 9.0 11.0
4.0 4.0 5.0
51.0 49.0 54.0
Pavement Markings-Annual Increase for 5 Years $
TRAFFIC SIGNALS AND MARKINGS Increase Electrical Budget to Operate 6 New Signals
Signcad Plotter/Cutter and Software
BASE
BUDGET
FY 00-01
355,599
923,959
1,901,844
311,505
193,224
656,874
410,897
4 753 902
BASE
BUDGET
FY 00-01
2,207,351
194,563
1,585,344
766,644
0
4 753 902
BASE
BUDGET
FY00-01
6.0
6.0
19.0
5.0
2.0
11.0
5.0
54.0
20,000
10,800
14,000
$ 44,800
173
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 00-01 FY OOTO FY 01
$ 366,265 8.93%
932,455 0.92%
1,941,320 2.03%
315,185 (2.37%)
208,957 11.01%
675,514 1.12%
428,598 6.32%
$ 4 868 294 2.60%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FY OOTO FYOl
$ 2,276,943 5.38%
208,563 19.05%
1,585,344 0.63%
777,444 -4.85%
20,000 20.13%
$ 4 868 294 2.60%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FY OOTO FY 01
6.0 0.00%
6.0 0.00%
19.0 0.00%
5.0 0.00%
2.0 0.00%
11.0 0.00%
5.0 0.00%
54.0 0.00%
. : .. ·.
. ·, .. ·:·
. •'
PARKS AND RECREATION
CITY MANAGER I
DIRECTOR
ASSISTANT
DIRECTOR
I
I I
ADMINISTRATION FORESTRY
SUPERINTENDENT
I
I I
FORESTRY CEMETERY
SUPERVISOR
I I
RECREATION SPECIAL PARKS
FACILITIES OPERATIONS
PROGRAMS CONFERENCE WEST
... ... ... CENTER DISTRICT
ATHLETICS AQUATICS EAST
"""' -"""' DISTRICT
SCHOOL AGE CARE LINCOLN SOUTH
... -....
CENTER DISTRICT
INSTRUCTION
"""'
YOUTH RECREATION ...
174
' ---
DMSION
ADMINISlRATJON
RECREATION
SPECIAL FACILITIES
PARKS OPERATIONS
FORESTRY
DEPARTMENT TOTAL
CLASSIACATJON
SALARIES & BENEATS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DEPARTMENT TOTAL
DMSION
ADMINISlRATJON
RECR EATION
SPECIAL FACILITIES
PARKS OPERATIONS
FORESTRY
DEPARTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
ADMINISlRATION
RECREATION
SPECIAL FACILITIES
PARKS OPERATIONS
FORESTRY
CITY OF COLLEGE STATION
PARKS & RECREATION DEPARTMENT
SUMMARY
EXPENDITURE BY DMSION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98-99 FY99-00 FY99-00 FY 00-01
$ 494,425 $ 544,645 $ 544,645 $ 564,037
1,220,613 1,354,056 1,354,056 1,315,213
1,068,604 1,177,054 1,177,054 1,145,439
1,194,997 1,438,964 1,438,964 1,428,240
619,790 682,440 682,440 761,069
$ 4,598,429 $ 5,197,159 $ 5,197,159 $ 5,213,998
EXPENDITURE BY CU\SSIACATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98-99 FY99-00 FY99-00 FY 00-01
$ 2,831,856 $ 3,177,020 $ 3,177,020 $ 3,301,556
369,438 516,932 516,932 441,673
243,239 307,908 307,908 318,578
1,087,092 1,172,285 1,172,285 1,152,191
66,804 23,014 23,014 0
$ 4,598,429 $ 5,197,159 $ 5,197,159 $ 5,213,998
PERSONNEL SUMMARY BY DMSION
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY97-98 FY98-99 FY99-00 FY 00-01
8.0 8.0 9.5 9.5
23.5 23.0 23.0 23.0
34.0 34.0 34.0 34.0
30.0 31.0 31.0 31.0
12.5 12.5 12.5 12.5
108.0 108.5 110.0 110.0
Additional Part-time/ Regular Secretary
Installation of Lights at AMC High School Tennis Courts
Professional Fees for Creek Water/Groundwater Feasibility at Veteran's Park
Lighting Enhancements to the Millennium "Eternal Winds" Sculpture
TAMU GIS Study for Park Locations
Senior Center Feaslbility Study
Supplies for Pool Party Program
Lincoln Center-Additional Seasonal Staff
Installation of New Filters at Halla.ran Pool
Resurfacing of Halla.ran Pool
Investigation of Water leakage from Thomas Pool
Purchase Items that are Resold to dients
Air Duct Cleaning of Conference Center
Upgrade of Vehicle from Stake Bed Dump Truck to a Crew Cab
Renovation of 3 Yo uth Soccer Fields at Southwood Park
Additional Costs associated with meeting CIP Requests
Additional Costs associated with meeting CIP Requests
175
APPROVED
BUDGET
FY00-01
$ 738,063
1,354,887
1,326,611
1,536,289
774,987
$ 5,730,837
APPROVED
BUDGET
FY00-01
$ 3,423,780
459,773
517,228
1,243,381
86,675
$ 5,730,837
APPROVED
BUDGET
FY 00-01
10.0
23.0
34.5
31.0
12.5
111.0
19,293
91,500
25,000
7,195
10,000
20,000
2,000
9,218
58,775
61,225
25,000
1,000
9,000
4,000
63,500
15,520
900
423,126
%CHANGE IN
BUDGET FROM
FYOOTOFYOl
35.51%
0.06%
12.71%
6.76%
13.56%
10.27%
%CHANGE IN
BUDGET FROM
FYOOTOFYOl
7.77%
-11.06%
67.98%
6.06%
276.62%
10.27%
%CHANGE IN
BUDGET FROM
FYOOTOFYOl
5.26%
0.00%
1.47%
0.00%
0.00%
0.91%
..... ;.
·"'· ;
,
.
. ·.·· : :
...
COLLEGE STATION
LIBRARY
CITY MANAGER
OTIS
DIRECTOR
COMMUNICATIONS &
INFO. SERVICES
MANAGERS
LIBRARY STAFF
176
DIVISION
LIBRARY
DIVISION TOTAL
ClASSIACATION
SALARIES & BENEFITS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTlA Y
DIVISION TOTAL
DIVISION
LIBRARY
DIVISION TOT AL
CITY OF COLLEGE STATION
LIBRARY
DIVISION SUMMARY
EXPENDITUREBYACilVITY
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY99-00 FY99-00 FY 00-01
$ 611,709 $ 698,802 $ 698,802 $ 706,284
$ 6ll 709 $ 698 802 $ 698 802 $ 706 284
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY99-00 FY99-00 FY 00-01
$ 0 $ 0 $ 0 $ 0
224 302 302 302
2,882 5,013 5,013 5,193
568,603 653,487 653,487 660,789
40,000 40,000 40,000 40,000
$ 6ll 709 $ 698 802 $ 698 802 $ 706 284
PERSONNEL SUMMARY BY ACTIVITY
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY99-00 FY99-00 FY 00-01
0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0
SERVICE LEVEL ADJUSTMENTS
LIBRARY Increase in Library operating costs $ 29,075
$ 29,075
177
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FY OOTOFY 01
$ 735,359 5.23%
$ 735 359 5.23%
APPROVED %CHANGE IN
BUDGET BUDGET FROM·
FY 00-01 FYOOTOFY Ol
$ 0 N/A
302 0.00%
5,193 3.59%
689,864 5.57%
40,000 0.00%
$ 735 359 5.23%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FY OOTOFY Ol
0.0. N/A
0.0 N/A
DEVELOPMENT SERVICES
:1·
I CITY MANAGER I
I DIRECTOR l
ADMINISTRATION
-
,· .·.
I I I I
· ... : .. · .
. . ·· ENGINEERING PLANNING BUILDING DEVELOPMENT
DEVELOPMENT INSPECTION COORDINATION
. ' ·. �
4 INSPECTION I
178
DIVISION
ENERGY MANAGEMENT SERVICES -
ADMINISTRATION
ENGINEERING
PLANNING
BUILDING
DEPARTMENT TOTAL
CLASSIFICATION
SALARIES & BENEFITS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
ENERGY REBATES
DEPARTMENT TOTAL
DMSION
ENERGY MANAGEMENT SERVICES
ADMINISTRATION
ENGINEERING
PLANNING
BUILDING
DEPARTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION
PLANNING
CITY OF COLLEGE STATION
DEVELOPMENT SERVICES
DEPARTMENT SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED
ACTUAL BUDGET YEAR END
FY98-99 FY99-00 FY 99-00
$ 126,724 $ 0 $ 0 $
230,462 257,493 257,493
144,500 204,305 204,305
558,127 734,536 734,536
374,884 433,911 433,911
$ 1434 697 $ 1 630 245 $ 1 630 245 $
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED
ACTUAL BUDGET YEAR END
FY98-99 FY99-00 FY 99-00
$ 1,138,598 $ 1,334,673 $ 1,334,673 $
52,230 52,868 52,868
26,939 31,481 31,481
164,403 176,913 176,913
2,782 34,310 34,310
49,745 0 0
$ 1 434 697 $ 1 630 245 $ 1 630 245 $
PERSONNEL SUMMARY BY DIVISION
ACTUAL ACTUAL
FY97-98 FY98-99
1.0 1.0
5.0 5.0
2.0 2.0
8.5 9.5
8.0 8.0
24.5 25.5
Annual Planning Conference
Staff Planner-Long Range Planning
($200 in Office Supplies from Admin .)
Staff Planner -Neighborhood Programs
($300 in Office Supplies from Admin .)
REVISED
BUDGET
FY 99-00
0.0
5.0
3.0
13.5
9.0
30.5
City Wide Neighborhood Conference/Youth Vision Event
$
$
BASE
BUDGET
FY00-01
0
567,070
211,236
486,937
367,419
1 632 662
BASE
BUDGET
FY00-01
1,385,109
41,500
32,300
173,753
0
0
1 632 662
BASE
BUDGET
FY00-01
0.0
12.0
3.0
8.5
7.0
30.5
4,000
53,910
60,760
10 000
128,670
'' ENERGY MANAGEMENT SERVICES moved to the Electric Fund beginning FYOO .
179
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY00-01 FYOOTO FYOl
$ 0 NIA
580,248 125.35%
218,322 6.86%
638,701 (13.05%)
376,913 (13.14%)
$ 1814 184 11.28%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY00-01 FYOOTO FY 01
$ 1,529,901 14.63%
45,700 (13.56%)
32,300 2.60%
189,403 7.06%
16,880 (50.80%)
0 NIA
$ 1814 184 11.28%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY00-01 FYOOTO FYOl
0.0 NIA
14.0 180.00%
3.0 50.00%
8.5 (10.53%)
7.0 (12.50%)
32.5 6.56%
:, ...
. :� •,
•' 9!
. . �. .
. ,·
. · .. · ·.
.· ,· .
. ' •\ ..
OFFICE OF TECHNOLOGY
AND INFORMATION SERVICES
CITY MANAGER I
DIRECTOR
ACTION
CENTER ....
I
INTEGRATED COMMUNI CATIONS & UTILITY
DATA INFORMATION CUSTOMER
SERVICES SERVICES SERVICES
MANAGEMENT COMMUNICATIONS CUSTOMER
-INFORMATION --SERVICE
SERVICES
GEOGRAPHIC PRINT/ METER
-INFORMATION -MAIL -SERVICE
SERVICES
FRANCHISING
-
LIBRARY
-
CITY OF COLLEGE STATION
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
DEPARTMENT SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED
ACTUAL BUDGET YEAR END BUDGET BUDGET
DIVISION FY98-99 FY 99-00 FY 99 -00 FY 99-00 FY00-01
OTIS ADMINISTRATION $ 322,637 $ 322,337 $ 322,337 $ 340,447 $ 433,251
GEOGRAPHIC INFO SERVICES 133,388 200,427 200,427 201,628 205,591
MGMT INFO. SERVICES 1,381,104 1,493,493 1,493,493 1,440,397 1,673,706
DEPARTMENT TOTAL $ 1 837 129 $ 2 016 257 $ 2 016 257 $ . 1982 472 $ 2 312 548
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED
ACTUAL BUDGET YEAR END BUDGET BUDGET
CLASSIFICATION FY98-99 FY 99-00 FY 99-00 FY 99-00 FY 00-01
SALARIES & BENEFITS $ 1,009,981 $ 1,160,475 $ 1,160,475 $ 1,180,218 $ 1,212,874
SUPPLIES 74,459 108,287 108,287 90,994 129,994
MAINTENANCE 265,612 338,135 338,135 371,560 396,580
PURCHASED SERVICES 147,825 181,057 181,057 181,701 266,701
CAPITAL OUTIAY 339,252 228,303 228,303 157,999 306,399
DEPARTMENT TOTAL $ 1837 129 $ 2 016 257 $ 2 016 257 $ 1 982 472 $ 2 312 548
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED
ACTUAL ACTUAL BUDGET BUDGET BUDGET
DIVISION FY97-98 FY 98-99 FY 99-00 FY 00-01 FY 00-01
OTIS ADMINISTRATION 6.0 6.0 6.0 6.0 6.0
GEOGRAPl-HC INFO SERVICES 3.5 2.0 2.5 2.5 2.5
MGMT INFO SERVICES 12.0 14.0 15.0 15.0 15.0
DEPARTMENT TOTAL 21.5 22.0 23.5 23.5 23.5
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION BVCNet Funding
Internet Plan Development
MANAGEMENT INFORMATION SERVICES Upgrade to Novell Netware 5.1
Network Server Upgrades
PC and Network Equipment Replacement
Phase 2 -Electronic Agenda, Laptops for Council Meetings
l&l
%CHANGE IN
BUDGET FROM
FY OOTO FY 01
34.41%
2.58%
12.07%
14.70%
%CHANGE IN
BUDGET FROM
FYOOTO FY Ol
4.52%
20.05%
17.28%
47.30%
34.21%
14.70%
%CHANGE IN
BUDGET FROM
FY OOTO FY 01
$
$
0.00%
0.00%
0.00%
0.00%
25,000
60,000
64,500
38,000
69,000
40 920
297,420
'· .·
.. '·.:·
..
-··· .. '
.. :· "
FISCAL SERVICES
CITY MANAGER
DIRECTOR
ADMINISTRATION
-
ACCOUNTING PURCHASING
RISK MUNICIPAL
MANAGEMENT COURT
182
DMSION
FISCAL ADMINISTRATION $
RISK MANAGEMENT
ACCOUNTING
PURCHASING
BUDGET AND STRAT Pl.NG
MUNICIPAL COURT
DEPARTMENT TOTAL $
CLASSIFICATION
SALARIES & BENEITTS $
SUPPLJES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OITTLAY
DEPARTMENT TOTAL $
DIVISION
FISCAL ADMINISTRATION
RISK MANAGEMENT
ACCOUNTING
PURCHASING
BUDGET AND STRAT Pl.NG
MUNICIPAL COURT
DEPARTMENT TOTAL
CITY OF COLLEGE STATION
FISCAL SERVICES DEPARTMENT
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY99-00 FY 99-00 FY 00-01
280,200 $ 266,543 $ 266,543 $ 283,072
107,691 127,463 127,463 132,615
560,703 599,672 599,672 602,840
208,049 224,160 224,160 236,350
193,052 239,740 239,740 0
463,162 577,412 577,412 556,613
1 812 857 $ 2 034 990 $ 2 034 990 $ 1811 490
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY 99-00 FY 99-00 FY 00-01
1,286,075 $ 1,472,224 $ 1,472,224 $ 1,302,722
40,769 41,184 41,184 39,075
13,219 15,440 15,440 18,600
443,267 488,747 488,747 451,093
29,527 17,395 17,395 0
1 812 857 $ 2 034 990 $ 2 034 990 $ 1811 490
PERSONNEL SUMMARY BY DIVISION
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY 97-98 FY98-99 FY 99-00 FYOQ-01
3.0 3.0 3.0 3.0
2.0 2.0 2.5 2.5
11.0 11.0 10.5 10.5
4.5 4.5 4.5 4.5
5.5 4.5 4.5 0.0
11.5 12.5 12.5 12.5
37.5 37.5 37.5 33.0
SERVICE LEVEL ADJUSTMENTS
MUNICIPAL COURT Warrant Program -Sr. Customer Serv. Representative $ 36 062
36,062
183
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 289,414 8.58%
151,238 18.65%
607,521 1.31%
245,588 9.56%
0 (100.00%)
602,919 4.42%
$ 1 896 680 (6.80%\
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 1,381,527 (6.16%)
39,875 (3.18%)
18,600 20.47%
452,516 (7.41%)
4,162 (76.07%)
$ 1 896 680 (6.80%\
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FY OOTO FY 01
3.0 0.00%
2.5 0.00%
10.5 0.00%
4.5 0.00%
0.0 (100.00%)
13.5 8.00%
34.0 (9.33%)
GENERAL GOVERNMENT
.. I CITY COUNCIL I
CITY LEGAL --
SECRETARY
CITY MANAGER
ASSISTANT
CITY MANAGER �
PUBLIC
-COMMUNICATIONS
& MARKETING
COMMUNITY
-DEVELOPMENT
HUMAN ECONOMIC OFFICE of
RESOURCES DEVELOPMENT BUDGET&
STRATEGIC PLANNING
184
DIVISION
MAYOR AND COUNCIL
CITY SECRETARY
CITY MANAGER
LEGAL
PUBLIC COMM./ MARKETING
HUMAN RESOURCES
OFFICE OF BUDGET & STRA T PLNG
COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT
DEPARTMENT TOTAL
CLASSIFICATION
SALARIES & BENEFITS
SUPPLIES
MAINTIENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DEPARTMENT TOTAL
DIVISION
MAYOR AND COUNCIL
CITY SECRETARY
CITY MANAGER
LEGAL
PUBLIC COMMUNICATIONS
HUMAN RESOURCES
OFFICE OF BUDGET & STRAT PLNG
COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT
DEPARTMENT TOTAL
SERVICE LEVEL ADJUSTMENTS
CITY SECREfARY
CITY MANAGER
PUBLIC COMMUNICATIONS
$
$
$
$
CITY OF COLLEGE STATION
GENERAL GOVERNMENT
DEPARTMENT SUMMARY
EXPENDITURE BY DNISION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY99-00 FY 99-00 FY 00-01
59,114 $ 71,236 $ 71,236 $ 0
186,074 198,661 198,661 281,168
532,676 480,334 480,334 492,790
470,988 525,464 525,464 525,354
174,089 156,612 156,612 148,878
316,589 386,156 386,156 339,760
0 0 0 242,107
431,350 531,770 531,770 530,341
161,616 256,750 256,750 174,365
2 332 496 $ 2 606 983 $ 2 606 983 $ 2 734 763
EXPENDITURE BY CI.ASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY 99-00 FY 99-00 FY 00-01
1,719,988 $ 1,908,007 $ 1,908,007 $ 2,131,992
114,915 115,022 115,022 117,408
22,408 31,713 31,713 37,523
468,892 524,456 524,456 447,840
6,293 27,785 27,785 0
2 332 496 $ 2 606 983 $ 2 606 983 $ 2 734 763
PERSONNEL SUMMARY BY DIVISION
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY 97-98 FY 98-99 FY 99-00 FY 00-01
0.0 0.0 0.0 0.0
3.5 3.5 4.0 4.0
4.0 5.5 5.5 5.5
8.0 8.0 8.0 8.0
2.0 2.0 2.0 2.0
6.0 6.0 6.0 6.0
0.0 0.0 0.0 4.5
8.5 8.5 9.5 9.5
2.0 2.0 2.0 2.0
34.0 35.5 37.0 41.5
Store and duplicate microfilm to meet State retention requirements
Full-time land agent responsible for land acquisition for CIP projects
Consistently scheduled newspaper advertising
Upgrade CH 19: 2 VCRsl tapes, upgrade SCALA software, maint./training
Quarterly utility bill newsletter
HUMAN RESOURCES 1 additional computer for applicant testing
OFFICE OF BUDGET & STRA T PLNG Parks & Recreation fee study
COMMUNITY DEVELOPMENT Funds for collaborative assistance for social �ervice agencies
ECONOMIC DEVELOPMENT Part-time temporary position
Update Northgate redevelopment plan
185
$
APPROVED
BUDGET
FY 00-0l
$ 0
284,384
546,339
539,497
205,972
355,430
264,767
566,911
266,402
$ 3 029 702
APPROVED
BUDGET
FY 00-01
$ 2,257,590
126,927
42,723
597,100
5,362
$ 3 029 702
APPROVED
BUDGET
FY 00-01
0.0
4.0
6.5
8.0
2.0
6.0
4.5
9.5
2.5
43.0
600
48,418
10,030
9,880
31,730
3,101
15,000
20,000
10,085
75 000
$ 223,844
%CHANGE IN
BUDGET FROM
FY DOTO FY 01
NIA
43.15%
13.74%
2.67%
31.52%
(7.96%)
NIA
6.61%
3.76%
16.21%
%CHANGE IN
BUDGET FROM
FY OOTO FY 01
18.32%
10.35%
34.72%
13.85%
(80.70%)
16.21%
%CHANGE IN
BUDGET FROM
FY OOTO FY 01
NIA
0.00%
18.18%
0.00%
0.00%
0.00%
NIA
0.00%
25.00%
16.22%
.. . :
·. ;._·.
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-1.
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 approved ad valorem tax rate is
42.93 cents/$100 valuation.
Current policy is to maintain at least 15% 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:
Standard &
Bond Tune Poor's Moodv's
General Obligation A+ Al
Utility Revenue A+ Al
Certif. of Oblig. A+ Al
Revenues in the Debt Service Fund are anticipated
to increase in FY 01 by 9% from the FY 00
revised budget, reflecting the increased taxable
base in College Station. The approved debt
service portion of the ad valorem tax rate is 26.31
cents per $100 valuation for FY 01. This is 0.31
cents below the FY 00 tax rate. The General
Fund portion of the tax rate increased by 0 .31
cents.
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 01, it is estimated
that $7.67 million of the 1998 authorization will
be issued. The 2001 GOBs will be used as
follows:
• $4.69 million for street and traffic projects
• $780,000 for City Center land acquisition
• $1.4 million for park improvements
• $785,000 for drainage improvements
It is also anticipated that the City will issue $2.51
million of COs. These Certificates are expected to
be issued as follows:
• $75,000 for Neighborhood Capital Projects
• $1.84 million for Technology Projects
• $200,000 for Business Park projects
• $390,000 for Parking Garage Projects
Although not supported by tax debt, $19.5 million
in Utility Revenue Bonds (URBs) will also be issued
for water and waste water projects. Revenue
bonds are backed by utility charges rather than
property taxes.
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 anticipated that $775,000 of the 1996
G.O. bonds will be called in FY 01.
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.
186
CITY OF COLLEGE STATION
DEBT SERVICE FUND
FUND SUMMARY
FY 99-00 FY 99-00 FY 00-01 FY00-01 %CHANGE IN
FY 98-99 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FYOO TO FYOl
BEGINNING BALANCE $ 2,756,036 $ 3,520,113 $ 3,520,113 $ 4,365,055 $ 4,365,055
REVENUES
ADVALOREM TAXES, ETC. $ 5,133,118 $ 5,587,875 $ 5,587,875 $ 6,064,612 $ 6,064,612 9%
INVESTMENT EARNINGS 268,313 367,033 367,000 350,000 350,000 -5%
OTHER 95,208 0 0 0 0 NIA
TRANSFERS 264,569 469,978 469,978 697,052 697,052 -48%
REFUNDING 0 0 0 0 0 NIA
TOTAL REVENUES $ 5,761,208 $ 6,424,886 $ 6,424,853 $ 7,111,664 $ 7,111,664 11%
TOTAL FUNDS AVAILABLE $ 8,517,244 $ 9,944,999 $ 9,944,966 $ 11,476,719 $ 11,476,719 15%
EXPENDITURES AND TRANSFERS
GENERAL OBLIGATION BONDS $ 4,131,035 $ 4,284,750 $ 4,284,750 $ 5,660,021 $ 5,660,021 32%
CERTIFICATES OF OBLIGATION 848,298 1,290,161 1,270,161 2,133,981 2,133,981 65%
AGENTS FEES, OTHER COSTS 7,839 50,000 25,000 25,000 25,000 -50%
BOND ISSUANCE COSTS 7,459 0 0 0 0 NIA
REFUNDING 2,500 0 0 0 0 NIA
TOTAL OPERATING EXPENSES
AND TRANSFERS $ 4,997,131 $ 5,624,911 $ 5,579,911 $ 7,819,002 $ 7,819,002 39%
INCR EASE (DECREASE)
FUND BALANCE $ 764,077 $ 799,975 $ 844,942 $ (707,338) $ (707,338)
ENDING FUND BALANCE $ 3,520,113 $ 4,320,088 $ 4,365,055 $ 3,657,717 $ 3,657,717
187
· .. :. · .
. . ·'
INVESTMENT
EARNINGS
5%
CERTIF. OF
OBLIGATION
27.3%
DEBT SERVICE FUND -SOURCES
OTHER
10%
DEBT SERVICE FUND -USES
fFEESl �
188
PROPERTY TAX
85%
Issue
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
DEBT SERVICE
SUMMARY OF REQUIREMENTS
GENERAL OBLIGATION BONDS
ALL SERIES
FY 2000-2001
Principal Interest
225,000 75,463
300,000 223,400
250,000 216,175
1,650,000 462,365
230,000 306,031
235,000 263,673
575,000 647,913
TOTAL $ 3,465,000 $ 2,195,019
*The final 2 years of principal for the G.0.B Series 1996 are
being repaid in FY 01.
189
Total
300,463
523,400
466,175 -
2,112,365
536,031
498,673
1,222,913
$ 5,660,019
· .. · ·.
_., .
.·· ...
..·•. . '
FISCAL
YEAR
FYOl
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY 10
FY 11
FY 12
FY 13
FY 14
FY 15
FY 16
FY 17
FY 18
FY 19
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
GENERAL OBLIGATION BONDS
ALL SERIES
PRINCIPAL
2,690,000
3,065,000
2,730,000
2,830,000
2,405,000
2,245,000
2,345,000
2,425,000
2,555,000
2,685,000
2,790,000
2,885,000
2,745,000
2,515,000
2,365,000
2,495,000
2,640,000
1,295,000
670,000
INTEREST
2,195,019
2,289,119
2,104,054
1,941,176
1,799,154
1,676,716
1,560,664
1,438,368
1,307,770
1,169,848
1,026,628
877,436
728,444
588,661
458,015
326,526
186,594
77,388
20,100
TOTAL DUE
EACH YEAR
4,885,019
5,354,119
4,834,054
4,771,176
4,204,154
3,921,716
3,905,664
3,863,368
3,862,770
3,854,848
3,816,628
3,762,436
3,473,444
3,103,661
2,823,015
2,821,526
2,826,594
1,372,388
690,100
OUTSTANDING AS
OF OCTOBER 1
46,375,000
43,685,000
40,620,000
37,890,000
35,060,000
32,655,000
30,410,000
28,065,000
25,640,000
23,085,000
20,400,000
17,610,000
14,725,000
11,980,000
9,465,000
7,100,000
4,605,000
1,965,000
670,000
G.O.B. PRINCIPAL & INTEREST
6,000,000 --,----------------------------4,000,000 -
3,000,000
2,000,000
1,000,000
0 ,I,
...-N ("') """ LO co ........ co 0) 0 ...-N ("') """ LO co ........ co 0) 0 0 0 0 0 0 0 0 0 ...-...-...- ...- ...- ...-...- ...-...-...-
>->- >->- >->->- >- >->->- >- >->->->->->->-
LL LL LL LL LL LL LL LL LL LL LL LL LL LL LL LL LL LL LL
i11PRINCIPAL DINTEREST)
190
ISSUE -PRINCIPAL
C.O. Series 1998
C. 0. Series 1999
C.O. Series 2000
C.O. Series 2000A*
DEBT SERVICE
SUMMARY OF REQUIREMENTS
CERTIFICATES OF OBLIGATION
ALL SERIES
FY 2000-2001
GENERAL DEBT WOLF PEN
SERVICE CREEK TIF
ASSOCIATED ASSOCIATED
0 200,000
250,000 0
270,000 0
285,000 0
TOTAL PRINCIPAL $ 805,000 $ 200,000
ISSUE -INTEREST
C.O. Series 1998 0 278,053
C.O. Series 1999 14,063 0
C. 0. Series 2000 309,216 0
C.O. Series 2000A* 482,927 0
TOTAL INTEREST $ 806,205 $ 278,053
TOTAL PAYMENT $ 1,611,205 $ 478,053
* This amount is subject to change based on the actual issuance and interest rate.
191
TOTAL --
200,000
250,000
270,000
285,000
$ 1,005,000
278,053
14,063
309,216
482,927
$ 1,084,258
$ 2,089,258
•, !
·.:
FISCAL
YEAR
FYOl
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY 10
FY 11
FY 12
FY 13
FY 14
FY 15
FY 16
FY 17
FY 18
FY 19
FY20
FY 21
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
...... 0
>-LL
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
CERTIFICATES OF OBLIGATION
ALL SERIES
PRINCIPAL
1,005,000
1,645,000
1,495,000
1,550,000
1,625,000
1,110,000
720,000
760,000
800,000
845,000
885,000
935,000
985,000
1,045,000
1,100,000
1,165,000
1,225,000
820,000
600,000
635,000
55,000
INTEREST
1,084,258
1,098,447
955,076
866,661
780,126
708,844
661,719
624,621
584,983
542,601
497,513
449,548
398,403
343,800
285,506
223,360
157,400
99,940
58,613
21,950
1,513
TOTAL DUE
EACH YEAR
2,089,258
2,743,447
2,450,076
2,416,661
2,405,126
1,818,844
1,381,719
1,384,621
1,384,983
1,387,601
1,382,513
1,384,548
1,383,403
1,388,800
1,385,506
1,388,360
1,382,400
919,940
658,613
656,950
56,513
C.O. PRINCIPAL & INTEREST
CV) 0
>LL
L{) 0
>LL
" 0
>LL
O> 0
>LL
......
......
>LL
[•PRINCIPAL DINTERESTI
192
>LL
L{)
......
>LL
OUTSTANDING AS
OF OCTOBER 1
>LL
9,855,000
9,135,000
7,110,000
6,505,000
5,870,000
5,200,000
4,490,000
4,190,000
3,875,000
3,545,000
3,195,000
2,830,000
2,445,000
2,040,000
1,615,000
1,165,000
O>
......
>LL
695,000
200,000
155,000
105,000
55,000
·-----1
I I
...... C'\I
>LL
PARKS XTRA EDUCATION FUND
Established in FY 96, Parks Xtra Education is a
joint effort of the City of College Station and the
College Station Independent School District
(CSISD) to provide community-based education
programs.
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.
193
Registration fees provide the primary funding for
the Parks Xtra Education Fund. Revenues are
projected to be $61,800.
Approved program funding for FY 01 is
$101,403. These funds include $77,050 to
cover the costs of instructors, supplies, equipment
and various other program-related costs. The
remaining $24,353 is to be allocated for the
payment of half the salary and benefits associated
with the position responsible for administering
the program.
..
......
,• .
.. ··
.. .
BEGINNING FUND BALANCE
REVENUES
XTRA EDUCATION REVENUES
INVESTMENT EARNINGS
OTHER
TOTAL REVENUES
TOTAL FUNDS AVAILABLE
EXPENDITURES
XTRA EDUCATION PROGRAMS
CONTINGENCY
TRANSFERS
TOTAL EXPENDITURES
INCREASE (DECREASE)
IN FUND BALANCE
ENDING FUND BALANCE
CITY OF COLLEGE STATION
PARKS XTRA EDUCATION
FUND SUMMARY
FYOO FYOO FYOl
FY99 REVISED YEAR-END BASE
ACTUAL BUDGET ESTIMATE BUDGET
$ 76,379 $ 91,811 $ 91,811 $ 76,079
$ 65,694 $ 75,000 $ 60,000 $ 61,800
4,431 4,011 4,300 4,000
945 0 2,045 0
$ 71,070 $ 79,011 $ 66,345 $ 65,800
147,449 $ 170,822 $ 158,156 $ 141,879
$ 55,638 $ 75,000 $ 59,677 $ 77,050
0 0 0 0
0 22,400 22,400 24,353
$ 55,638 $ 97,400 $ 82,077 $ 101,403
$ 15,432 $ (18,389) $ (15,732) $ (35,603)
$ 91,811 $ 73,422 $ 76,079 $ 40,476
194
FYOl %CHANGE IN
APPROVED BUDGET FROM
BUDGET FYOO TO FYOl
$ 76,079
$ 61,800 (17.60%)
4,000 (0.27%)
0 NIA
$ 65,800 (16.72%)
$ 141,879 (16.94%)
$ 77,050 2.73%
0 t�/A .
24,353 8.72%
$ 101,403 4.11%
$ (35,603)
$ 40,476
PARKS XTRA EDUCATION FUND-SOURCES
INVESTMENT
EARNINGS
6%
XTRA EDUCATION
REVENUES
94%
PARKS XTRA EDUCATION FUND -USES
TRANSFERS
195
76%
DMS!ON
PARKS XTRA EDUCATION $
..
DMSION TOTAL $
. ·
·
.· . . •.
CLASS!ACATION
SALARIES & BENEATS $
SuPPUES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTIAY · .. .
DMSION TOTAL $
; .
...
·,
.
. ·
·
·
DMS!ON
PARKS XTRA EDUCATION
DMSION TOTAL
CITY OF COLLEGE STATION
PARKS XTRA EDUCATION
DIVISION SUMMARY
EXPENDITURE BY ACTNITY
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98-99 FY99-00 FY99-00 FY 00-01
55,638 $ 75,000 $ 59,677 $ 77,050
55,638 $ 75,000 $ 59,677 $ 77,050
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98-99 FY99-00 FY99-00 FY00-01
0 $ 0 $ 0 $ 0
2,682 10,500 4,500 12,000
0 0 0 0
49,162 64,500 55,177 65,050
3,794 0 0 0
55,638 $ 75,000 $ 59,677 $ 77,050
PERSONNEL SUMMARY BY ACTNITY
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY97-98 FY98-99 FY99-00 FY00-01
0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0
]96
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FY 00 TO FY 01
$ 77,050 2.73%
$ 77,050 2.73%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOO TOFYOl
$ 0 N/A
12,000 14.29%
0 N/A
65,050 0.85%
0 N/A
$ 77,050 2.73%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
0.0 N/A
0.0 N/A
ECONOMIC DEVELOPMENT FUND
This is the fourth year to include the Economic
Development Fund in the budget document.
The purpose of this fund is to account for all
funds that are to be used for business attraction
and retention.
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.
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 $30,400 are also anticipated in
FY 01. 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
197
and giving existing businesses the opportunity to
expand their operations.
The City estimates that $887 ,000 will be
available for cash assistance in FY 01. Cash
assistance for FY 01 is approved to be allocated
as follows:
Economic Development Cash Assistance
Organization
Universal Computer Systems
Development Matching Fund
EDC/SCIC Membership
Other Projects
Future Potential
Total
FYOO
$120,000
50,000
12,500
166,006
0
$348,506
FYOl
$ 0
50,000
12,500
11,000
813,500
$887,000
As can be seen from the table above, there is
$813,500 estimated to be available for other
economic development prospects and activities.
If uncommitted at year end, these funds will
contribute to the fund balance carried over from
year to year. This flexibility will give the City an
opportunity to work with various new and
existing businesses to ensure that College Station
has a diverse and vibrant economy.
CITY OF COLLEGE STATION
ECONOMIC DEVELOPMENT FUND
SUMMARY
FYOO FYOO FYOl FYOl %CHANGE IN
FY99 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FYOO TO FYOl
BEGINNING BALANCE $ 623,845 $ 675,669 $ 675,669 $ 607,563 $ 607,563
REVENUES
OPERATING TRANSFERS
GENERAL FUND $ 183,800 $ 0 $ 0 $ 0 $ 0 NIA
ELECTRIC FUND 31,000 215,000 215,000 215,000 215,000 0%
WATER FUND 12,400 12,500 12,500 12,500 12,500 0%
SEWER FUND 14,600 10,000 10,000 10,000 10,000 0%
SW COllECTION FUND 8,200 12,500 12,500 12,500 12,500 00/o
INVESTMENT EARNINGS 33,911 30,400 30,400 30,400 30,400 0%
TOTAL REVENUES $ 283,911 $ 280,400 $ 280,400 $ 280,400 $ 280,400 0%
TOTAL FUNDS AV AILABI..E $ 907,756 $ 956,069 $ 956,069 $ 887,963 $ 887,963 -7%
EXPENDITURES AND TRANSFERS
CASH ASSISTANCE $ 202,432 $ 888,245 $ 348,506 $ 887,000 $ 887,000 0%
OTHER 20,278 0 0 0 0 NIA
.... ··
.. · TOTAL OPERATING EXPENSES
AND TRANSFERS $ 222,710 $ 888,245 $ 348,506 $ 887,000 $ 887,000 0%
INCREASE (DECREASE)
FUND BALANCE $ 61,201 $ (607,845) $ (68,106) $ (606,600) $ (606,600)
GAAP ADJUSTMENT (9,377)
ENDING FUND BALANCE $ 675,669 $ 67,824 $ 607,563 $ 963 $ 963
198
ECONOMIC DEVELOPMENT FUND -SOURCES
INVESTMENT
EARNINGS
11%
ECONOMIC DEVELOPMENT FUND -USES
CASH
ASSISTANCE
100%
199
. • .. ··
COURT SECURITY FEE FUND
In 1999, 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. These fees can be used
to fund security projects at the Municipal Court
facility.
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 .
200
Court Security Fee revenues are projected to be
$41,200 in FY 01. Total funds projected to be
available are $82,800.
Approved expenditures include a transfer to the
General Fund of $20,000 to cover the cost of the
salaries and benefits associated with the bailiff
position at Municipal Court. The remaining
funds, $61,000, are approved for security
improvements to the Municipal Court facility.
CITY OF COLLEGE STATION
COURT SECUIDTY FEE
FUND SUMMARY
FYOO FYOO FYOl FYOl % CHANGE IN
FY99 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACnJAL BUDGET ESTIMATE BUDGET BUDGET FYOOTO FYOl
BEGINNING FUND BAl.ANCE $ 0 $ 0 $ 0 $ 40,600 $ 40,600
REVENUES
COURT SECURITY FEES $ 0 $ 0 $ 40,000 $ 41,200 $ 41,200 NIA
INVESTMENT INTEREST 0 0 600 1,000 1,000 N/A
OTHER 0 0 0 0 0 N/A
TOTAL REVENUES $ 0 $ 0 $ 40,600 $ 42,200 $ 42,200 N/A
EXPENDJTIJRES
COURT SECURilY PROJECTS $ 0 $ 0 $ 0 $ 61,000 $ 61,000 N/A
GEN/ ADMIN TRANSFER $ 0 $ 0 $ 0 $ 20,000 $ 20,000
TOTAL EXPENDJTIJRES $ 0 $ 0 $ 0 $ 81,000 $ 81,000 N/A
INCREASE (DECREASE)
IN FUND BAl.ANCE $ 0 $ 0 $ 40,600 $ (38,800} $ (38,800)
ENDING FUND BAl.ANCE $ 0 $ 0 $ 40,600 $ 1,800 $ 1,800
·· .•..
·
.
COURT SECURITY FEE FUND -SOURCES
INVESTMENT
INTEREST
2%
COURT SECURITY
FEES
98%
COURT SECURITY FEE FUND - USES
GEN/ADMIN
TRANSFER
202
COURT SECURITY
PROJECTS
75%
COURT TECHNOLOGY FEE FUND
In 1999, the State Legislature authorized a Court
Technology 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 technology projects at the Municipal
Court facility. Projects may include
enhancements and improvements to the
computer systems at the Municipal Court and
other improvements that involve technology.
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.
203
Court Technology Fee revenues are projected to
be $51,500 in FY 01. Total funds projected to
be available are $103,500.
An approved appropriation of $100,000 is
included in the adopted budget. This will be used
for technology projects in Municipal Court.
CITY OF COLLEGE STATION
COURT TECHNOLOGY
FUND SUMMARY
FYOO FYOO FYOl FYOl %CHANGE IN
FY99 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTIJAL BUDGET ESTIMATE BUDGET BUDGET FYOOTOFYOl
BEGINNING FUND BALANCE $ 0 $ 0 $ 0 $ 50,800 $ 50,800
REVENUES
COURT TECHNOLOGY FEES $ 0 $ 0 $ 50,000 $ 51,500 $ 51,500 NIA
INVESTMENT INTEREST 0 0 800 1,200 1,200 NIA
OTHER 0 0 0 0 0 NIA
TOTAL REVENUES $ 0 $ 0 $ 50,800 $ 52,700 $ 52,700 NIA
EXPENDITURES
COURT TECHNOLOGY PROJECTS $ 0 $ 0 $ 0 $ 100,000 $ 100,000 NIA
TOTAL EXPENDfIURES $ 0 $ 0 $ 0 $ 100,000 $ 100,000 NIA
INCREASE (DECREASE)
IN FUND BAIANCE $ 0 $ 0 $ 50,800 $ (47,300) $ (47,300)
ENDING FUND BAIANCE $ 0 $ 0 $ 50,800 $ 3,500 $ 3,500
.. ·· '
204
COURT TECHNOLOGY FUND -SOURCE
INVESTMENT
INTEREST
2%
COURT
TECHNOLOGY
FEES
98%
COURT TECHNOLOGY FUND -USES
COURT
TECHNOLOGY
PROJECTS
100%
205
Embracing the Past
'. ··, ' .·.
Exploring the Future
.. :-.
206
GENERAL GOVERNMENT
CAPITAL PROJECTS BUDGET
The City of College Station develops and adopts a five
year Capital Improvements Projects list. The list is
updated annually and presented for City Council
review as a part of the annual budget process. This list
consolidates all anticipated capital needs for which
funding authorization exists. The list is divided into
several sections depending on the services provided
and the funding source.
The City operates under the laws of the State of Texas
and the City of College Station's Home Rule Charter.
The City has legal authority to issue general obligation
debt only after a positive vote of the citizens. General
Obligation (GO) debt is debt that obligates the City to
repay the issue with ad valorem tax revenues. The
City uses GO debt for the acquisition and development
of parks and recreation facilities, rights-of-way and
construction of arterial streets, reconstruction of major
arterial streets, and for public buildings such as City
offices, libraries, swimming pools and other general
use facilities.
An election held in November of 1998 granted the
City the authority to issue $24,240,000. $5,790,000
of this debt was issued in FY 1999 and FY 00, with
another $7,670,000 planned for issuance in FY 01.
The City has authority, and City Council policies allow
for the use of non-voter authorized debt issuance such
as certificates of obligation, contract obligations, and
other instruments (generally referred to as CO's). The
polity authorized by the City Council allows the City to
use such instruments for capital items such as the
following:
• The purchase and replacement of major
computer systems and other technology-based
items that have useful lives of not more than 10
years.
• The purchase and replacement of major
equipment items such as fire fighting equipment.
The City has developed policies and procedures
to provide almost all of this equipment without
issuing debt.
• The purchase of land and development of land
for economic development uses.
In FY 00, the City issued $4,050,000 in CO debt for
street, technology, parks, business park, and other
projects. In FY 01, the City anticipates issuing a total
of $2,508,000 for various projects. These funds will
be used for capital projects without GO or other
designated funding sources.
207
The other type of debt that the City will generally use
is revenue bonds. Revenue bonds are issued any time
there is a need for financing capital construction or
acquisition. It is also used when the asset will reside in
one or more of the City's enterprise funds, such as the
Northgate Parking Fund. Generally, revenue bonds do
not require voter approval.
Capital projects often result in assets that require
continuing maintenance and repair. Some also reduce
existing maintenance and repair costs. Among the
decisions and proposals that accompany capital
project recommendations is an analysis of potential
ongoing costs.
The 1998 bond elections provided funding
authorization for a 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, were authorized.
Funds were also authorized for the acquisition of land
for a new cemetery site, City Center, and to increase
greenbelt /floodplain areas. The City will continue
those authorized projects in accordance with a five
year CIP plan.
With the bond election, citizens were told that the
capital projects could be accomplished without
increasing the ad valorem tax rate for debt service.
However, it was anticipated that the ad valorem tax
rate could be increased to pay for expanded operations
in newly developed parks and the new library. City
staff has estimated that the effect on General Fund
operations could require an increase in the ad valorem
tax rate of approximately 3.5 cents per $100
valuation, or more than $500,000 annually. All the
facilities constructed to date have been operated
without a tax rate increase. However, the City does
anticipate that when the new fire station comes on
line, a tax increase to fund the operations of the
facility will have to be considered.
STREETS, TRAFFIC, SIDEWALKS, AND
TRAILS CAPITAL PROJECTS
Street Rehabilitation Projects
In FY 01, several rehabilitation projects are approved.
These include: $150,000 to complete the Cherry
Street rehabilitation project and $165,000 to
complete the rehabilitation of Church Street from
Wellborn to College Main. Also, $780,000 is included
for street rehabilitation projects.
.... ··
Street Extension Projects
Street extension projects approved include:
$1,843,000 for the extension of Jones Butler Road,
$954,000 for the creation of AMS Street, $397,000
for Oversized Participation on Victoria and $387,000
for Oversize Participation on Longmire.
Many of the capital projects included in the FY 00
budget will carry over into the FY 01 budget year.
These include the extension of Dartmouth and
Longmire and phase II of the Graham Road
expansion.
All of these street projects should address some of the
traffic issues that have been highlighted in the citizen
survey and other feedback received from College
Station citizens.
Street IxDOLEr.oj.ects
In FY 01, $350, 000 is approved for medians along
George Bush Drive.
Projects included in the FY 00 budget that will be
continued in FY 01 are phase II of Texas Avenue
right-of�way acquisition from Dominik to FM 2818,
phase II of the Texas avenue streetscape project,
streetscaping for University Drive and for State
Highway 40 right-of-way acquisition.
TxDOT timing on these projects will determine when
these expenditures will be made. The City pays 10%
of right-of-way costs, and also pays for any
enhancements, such as the application of any
streetscape standards desired in the project.
Traffic Projects
In FY 01, there is an approved budget of $538,000
for traffic signal enhancements. Improvements
approved include new signal installations,
implementation of intelligent transportation systems,
school warning devices, system upgrades,
communication enhancements, development driven
signal issues and traffic engineering. Signal locations
will be determined by traffic studies.
$182,000 is approved for traffic management
improvement. Intersections that may be addressed
include Texas Avenue and Southwest Parkway, Rock
Prairie Road and Highway 6 and Holleman Drive and
Texas Avenue.
Sidewalks andirails Projects
The City of College Station has worked over the years
to ensure adequate transportation infrastructure for
pedestrians and bicyclists. The City has adopted a
sidewalk and bike loop plan. As new development
occurs, sidewalks are an important aspect that must be
considered. In FY 01, two capital projects are
approved: $98,000 for sidewalks in the Eastgate area
and $75,000 for neighborhood capital improvements.
Other sidewalk projects are also expected to begin in
FY 01 that involve cooperative ventures with T AMU,
including projects addressed on the sidewalk
masterplan.
PARKS CAPITAL PROJECTS
In FY 01, several significant capital projects are
approved. Included in the list are: $143,000 for the
completion of the West District Maintenance Shop
project; $1,620 ,000 for the continuation of the
Veteran's Athletic Park development project; land
acquisition for a community park in south College
Station and improvements to various existing park
facilities.
PARKIAND DEDICATION CAPITAL PROJECTS
. In FY 01, projects approved using parkland dedication
funds include $468,000 for Woodway Park
development, $60,000 for a park in the Shenandoah
neighborhood, and $121,046 for Wolf Pen Creek area
parks projects.
GENERAL GOVERNMENT AND CAPITAL
EQUIPMENT CAPITAL PROJECTS
20&> ·
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 01, significant approved projects
include: $210,000 for the completion of the
renovation and expansion of Fire Station# 2;
$300,000 for the next phase of the fiber optic loop
project; $780,000 for the first phase of City Center
land acquisition; $3, 120,000 for the construction of a
new Municipal Court/Fire Administration Building; and
$131,348 (raised from private donations) for the
purchase of Library books, equipment, and furniture.
Each year the City prepares a technology plan that
projects significant technology projects for the next 5
years. The following are some of the key projects on
that plan.
Approved technology projects in FY 01 include
$1,200,000 for the replacement of the City's Public
Safety Computer System. The Public Safety System is
used to collect and maintain public safety information
so that it can be quickly retrieved and analyzed. The
new system will be utilized by both the Police and Fire
Departments and will replace the current Public Safety
System.
Also approved in the FY 01 budget is $152,000 for
the second year of the record storage project with an
estimated total cost of $326,000. The record storage
project is designed to find ways to store many of the
records in the City electronically. This should result in
a reduced need to keep paper copies of many records.
Also approved is $175,000 for an enhancement to
the City's AS400. The AS400 is the primary
midrange system that is used to run the City's financial
systems and Utility Billing Systems.
CONFERENCE CENTER CAPITAL PROJECTS
In FY 01, $4,294,000 is approved for the Conference
Center project. This project is the construction of a
conference center facility in conjunction with the
development of a full service hotel. The approved
location of this project 'has moved to the FM 60 area.
PARKING GARAGE CAPITAL PROJECTS
In FY 01, $4,630,498 is approved to continue and
complete the College Main Parking Garage project.
This project is the construction of a multi-story parking
garage that will help address parking needs in the
Northgate Area. The project is scheduled for
completion in FY 01.
BUSINESS PARK PROJECTS
In FY 01, several significant business park related
projects are approved. These include the completion
of the final phase of the first business park for
$265,000, the purchase of a class B business park site
for $2,400,000, and $125,000 for a masterplan for
the two new business park sites.
ADDITIONAL O&M COSTS
With the addition of new facilities and infrastructure,
additional operations and maintenance costs may be
incurred. In the case of infrastructure rehabilitation, the
expectation is that O&M cost will decrease for those
areas the project targeted. However, difficulty arises in
attempting to quantify the cost savings of rehabilitation
since resources are used elsewhere and not removed
from departmental budgets.
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-20001 THROUGH FISCAL YEAR 2005-2006
.
.
,.
'• PROJECT REVISED
.. PROJECT BUDGET ACTUAL BUDGET ESTIMATED
.... NUMBER AMOUNT FY 98-99 FY 99-00 FY 99-00
BEGINNING FUND BAl.ANCE: 5,329,522 7,582,316 7,582,316
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS $ 392,500 $ 6,080,000 6,080,000
CERTIFICATES OF OBLIGATIONS 4,338,800 2,440,000 2,440,000
INTERGOVERNMENTAL 12,348 0 285,360
INTERGOVERNMENTAL 0 900,000 1,075,000
INVESTMENT EARNINGS 426,324 206,000 350,000
SUBTOTAL ADDITIONAL RESOURCES � 5,169,972 $ 9,626,000 $ 10,230,360
TOTAL RESOURCES AVAILABLE $ 10,499,494 $ 17,208,316 $ 17,812,676
STREET REHABILITATION PROJECTS
ANDERSON ST WIDENING ST9701 598,000 184,503 0 418,597
· ... :.·. GRAHAM RD UPGRADE PH I ST9515 2,400,000 912,094 0 1,388,550
GRAHAM RD UPGRADE PH II STOOOl 1,300,000 0 1,300,000 1,300,000 .
N. FOREST PKWY ST9912 500,000 43,985 450,000 456,015
.. 5 TARROW ST. SOUTH ST0002 464,000 0 464,000 464,000
1 CHERRY STREET IMP ST9913 675,000 59,932 460,000 465,068
. STREET REHAB. ST0003 2,620,500 0 280,500 280,500
2 CHURCH STREET REHAB. ST0004 841,000 0 676,000 676,000
UNDESIGNATED PROJECTS ST9917 0 0 0 0
CLOSED PROJECTS 497,124 0 9,525
..
SUBTOTAL $ 1,697,638 $ 3,630,500 $ 5,458,255
STREET EXTENSION PROJECTS
JONES BUTLER PHASE I ST9911 1,253,000 482 1,128,000 1,252,518
. JONES-BUTLER RD PH II ST0005 2,036,000 0 193,000 193,000
3 GEORGE BUSH E. WIDENING ST9804 1,490,000 25,648 1,390,000 1,464,352
4 GEORGE BUSH EAST EXT. ST9916 836,000 68,060 0 767,940
• ROCK PRAIRIE RD REALIGN ST9923 832,000 4,326 637,000 827,674
OVERSIZED STREETS ST9801 599,000 0 149,000 149,000
• VICTORIA OP ST9928 894,000 0 377,000 522,000
• BARRON ROAD ROW ST0006 316,000 0 316,000 316,000
LONGMIRE EXTENSION ST0007 455,000 0 455,000 455,000
• LONGMIRE PH I & II ROW STOlOO 387,000 0 0 0
DARTMOUTH EXTENSION ST0008 635,000 0 635,000 635,000
. AMS STREET ST0101 954,000 0 0 0
CLOSED PROJECTS 225,559 0 0
SUBTOTAL $ 324,075 $ 5,280,000 $ 6,582,484
210
$
$
$
$
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-20001 THROUGH FISCAL YEAR 2005-2006
APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY05-06
2,430,431 1,478,431 1,448,931 1,419,431 1,469,431 1,519,431
4,694,000 1,500,000 1,500,000 0 0 0
75,000 75,000 75,000 75,000 75,000 75,000
0 0 0 0 0 0
413,000 0 0 0 0 0
75,000 50,000 50,000 50,000 50,000 50,000
5,257,000 $ 1,625,000 $ 1,625,000 $ 125 000 � 125,000 $ 125,000
7,687,431 $ 3,103,431 $ 3,073,931 $ 1,544,431 $ 1,594,431 $ 1,644,431
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
150,000 0 0 0 0 0
780,000 780,000 780,000 0 0 0
165,000 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
1,095,000 $ 780,000 $ 780,000 $ 0 $ 0 $ 0
0 0 0 0 0 0
1,843,000 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
397,000 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
387,000 0 0 0 0 0
0 0 0 0 0 0
954,000 0 0 0 0 0
0 0 0 0 0 0
3,581,000 $ 0 $ 0 $ 0 $ 0 $ 0
211
.•.
•\.
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-20001 THROUGH FISCAL YEAR 2005-2006
STREET TXDOT PROJECTS
TEXAS AVE. R.O.W. PH II
TX AVE STREETSCAPE PH II
STATE HIGHWAY 40 ROW
STREETSCAPE FOR UNIV. DR.
GEORGE BUSH DRIVE MEDIANS
SUBTOTAL
TRAFFIC PROJECTS
. TRAFRC MGMT. IMPROVE.
TRAFFIC SIGNAL ENHAN.
TRAFFIC SIGNAL MISC ENG ..
LONE STAR PAVILION SIG.
DARTMOUTH/HOLLE. SIGNAL
DARTMOUTH/SWP SIGNAL
MONARCH SYSTEM
GEORGE BUSH/OLSEN SIGNAL
TX AVE SIGNAL OPTIMIZATION
TIMBER SIGNAL POLES REPL
ENFORCEMENT LIGHTS
LONGMIRE @ ROCK PRAIRIE
ROCK PRA @ WELSH/VICTORIA
DISCOVERY@ RAYMOND STOT.
LONGMIRE @ DEACON
GLADE @ HOLLEMAN
ROCK PRAIRIE @ HWY 6 MODIF.
FIRE EMERGENCY PREMPTION
CLOSED PROJECTS
SUBTOTAL
SIDEWALKS & TRAILS
MISC SIDEWALKS & TRAILS
EASTGATE SIDEWALKS
NEIGHBORHOOD/STREETSCAPE
BIKE LOOP
MISC. BIKE TRAILS
TAMU SIDEWALKS
NEIGHBORHOOD CIP
PROJECT
NUMBER
ST9820
ST9915
ST0009
STOOlO
ST0102
STOOll
ST9511
ST9903
ST9704
ST9807
ST9808
ST9809
ST9814
ST9921
ST9922
ST0014
ST0015
ST0016
ST0018
ST0019
ST0020
ST0021
ST9810
ST9510
ST9802
ST9409
ST9803
ST9924
ST0012
PROJECT
BUDGET
AMOUNT
371,000
500,000
260,000
392,500
350,000
728,000
3,463,229
0
100,000
105,000
105,000
100,000
100,000
12,000
10,000
130,000
115,000
100,000
100,000
100,000
50,000
120,000
830,000
98,000
54,800
269,600
180,000
90,000
50,000
212.
$
$
ACTUAL
FY 98-99
70,000
0
0
0
0
70,000
0
0
3,495
1,842
41,997
51,112
14,544
92,336
6,955
3,349
0
0
0
0
0
0
0
0
12,059
227,689
386
0
0
17,693
0
241
0
$
$
REVISED
BUDGET
FY 99-00
314,500
500,000
260,000
150,000
350,000
1,574,500
20,000
353,000
0
0
0
0
0
0
12,000
0
0
130,000
115,000
100,000
100,000
100,000
50,000
120,000
0
1,100,000
290,000
0
20,000
0
0
0
50,000
$
$
ESTIMATED
FY99-00
314,500
500,000
260,000
150,000
0
1,224,500
20,000
353,000
5,245
30,297
54,067
63,652
0
1,205
1,320
19,986
996
130,000
115,000
100,000
100,000
100,000
50,000
120,000
0
1,144,768
290,000
0
20,000
250,000
0
35
50,000
$
$
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-20001 THROUGH FISCAL YEAR 2005-2006
APPROVED
FY 00-01
0
0
0
0
350,000
350,000
182,000
538,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
720,000
0
98,000
0
0
0
0
75,000
$
$
PROJECTED
FY 01-02
0
0
0
0
0
0
182,000
538,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
720,000
0
0
0
0
0
75,000
$
$
PROJECTED
FY02-03
0
0
0
0
0
0
182,000
538,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
720,000
0
0
0
0
0
75,000
$
$
PROJECTED
FY 03-04
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
75,000
213
$
$
PROJECTED
FY 04-05
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
75,000
$
$
PROJECTED
FY 05-06
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
75,000
.. :· l>''
· .. ·
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-20001 THROUGH FISCAL YEAR 2005-2006
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET
NUMBER AMOUNT FY 98-99 FY 99-00
GATEWAY SIGN IMPROVEMENTS ST0013 55,000 0 0
DEVONSHIRE GATEWAY ST0023 3,500 0 0
SPRINGBROOK GATEWAY ST0025 7,500 0 0
CLOSED PROJECTS 37,515 0
SUBTOTAL $ 55,835 $ 360,000 $
RAIL STUDY $ 0 $ 0 $
CLAIMS PAID 270,000 0
DEBT ISSUANCE COSTS 48,741 79,000
GENERAL & ADMIN. CHARGES 223,200 200,000
TOTAL EXPENDITURES $ 2,917,178 $ 12,224,000 $
ENDING FUND BALANCE: $ 7,582,316 $ 4,984,316 $
Notes:
1 -Cherry Street project will be funded through CDBG.
2 -Church Street project -376,000 from Street Rehab, $465,000 from Community Development.
3 -George Bush East includes $600,000 thoroughfare funds and $890,000 GOB.
• -Indicates projects funded through November 1998 G.O. Bond Authorization
4 -Partial funding from WPC TIF Fund
5 -Tarrow Street funding includes $272,000 from a grant.
UNFUNDED PROJECTS
NORTHGATE REDEV. IMPROV. TBD 500,000 0 0
BOYETT I UNIVERSITY SIGNAL TBD 125,000 0 0
CHURCH STREET REHAB PH II TBD 1,100,000 0 0
UNIVERSITY DRIVE MEDIAN TBD $ 250,000 0 0
SUBTOTAL $ 0 $ 0 $
214
ESTIMATED
FY 99-00
55,000
3,609
3,750
0
672,394
35,200
0
64,644
200,000
15,382,245
2,430,431
0
0
0
0
0
$
$
$
$
$
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-20001 THROUGH FISCAL YEAR 2005-2006
APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY05-06
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
173,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000
0 $ 0 $ 0 $ 0 $ 0 $ 0
0 0 0 0 0 0
45,000 19,500 19,500 0 0 0
245,000 60,000 60,000 0 0 0
6,209,000 $ 1,654,500 $ 1,654,500 $ 75,000 $ 75,000 $ 75,000
1,478,431 $ 1,448,931 $ 1,419,431 $ 1,469,431 $ 1,519,431 $ 1,569,431
140,000 140,000 40,000 40,000 140,000 0
125,000 0 0 0 0 0
550,000 550,000 0 0 0 0
25,000 225,000 0 0 0 0
840,000 $ 915,000 $ 40,000 $ 40,000 $ 140,000 $ 0
GENERAL GOVERNMENT-PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000 -2001 THROUGH FISCAL YEAR 2005-2006
-.
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY98-99 FY99-00 FY99-00
BEGINNING FUND BALANCE: $ 305,541 $ 597,656 $ 597,656
ADDITIONAL RESOURCES:
,• GENERAL OBLIGATION BONDS $ 934,500 $ 1,570,000 $ 1,570,000
CERTIFICATES OF OBLIGATIONS 0 888,000 739,680
··.·, INTERGOVERNMENTAL 0 24,000 309,000
INVESTMENT EARNINGS 44,162 16,000 80,000
OTHER 23,767 0 14 095
SUBTOTAL ADDITIONAL RESOURCES $ 1,002,429 $ 2,498,000 $ 2,712,775
TOTAL RESOURCES AVAILABLE $ 1,307,970 $ 3,095,656 $ 3,310,431
PARK PROJECTS
L. WAYNE SMITH PARK PH. II PK0064 49,000 0 49,000 49,000
· EASTGATE PARK IMPR. PK9308 60,000 31,857 0 30,000
TEEN CENTER PK9807 400,000 374,260 0 1,349
. CENTRAL PARK IRRIGATION PK0065 49,000 0 49,000 49,000
BILLIE MADELEY PARK DEV. PK9706 55,000 0 0 0
. WEST DIST. MAINT. SHOP PK9927 501,000 6,381 443,000 351,619
. LEMONTREE PARK IMPR. PK0066 22,000 0 22,000 22,000
. OAKS PARK IMPR. PK0067 28,000 0 28,000 0
. RA!NTREE PARK IMPR. PK0068 44,000 0 44,000 44,000
. THOMAS PARK IMPR. PK9931 126,000 34,807 84,000 84,000
. LICK CREEK DEVELOPMENT PK0069 458,000 0 35,000 35,000
ADAMSON POOL RENOVATION PK0070 PK0071 809,100 0 758,000 758,000
. HALLARAN POOL IMPR. PK0072 28,000 0 28,000 28,000
. LAND ACQ IN S. COUNTY PK9948 520,000 0 0 0
. REGIONAL ATHL PARK DEV PK9941 2,120,000 438 749,000 500,000
. SOUTHWOOD PARK IMPR. PK0076 169,000 0 50,000 62,000
1 EDELWEISS PARK DEVELOP PK9804 190,000 78,932 164,000 85,068
ROLLER HOCKEY RINK PK0073 162,000 0 162,000 0
. SPRING LOOP PARK DEVELOP TBD 109,000 0 0 0
. BRISON PARK IMPR. PKOlOO 54,000 0 0 0
. BROTHERS POND PARK IMPR TBD 32,000 0 0 32,000
. CENTRAL PARK IMPR. PK0101 17,000 0 0 0
. GABBARD PARK IMPR. PK0102 66,000 0 0 0
. MERRY OAKS IMPR. PK0103 37,000 0 0 0
. THOMAS POOL IMPR. PK0104 19,000 0 0 0
. BEE CREEK LIGHTS TBD 68,000 0 0 0
216
$
$
$
$
GENERAL GOVERNMENT-PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000 -2001 THROUGH FISCAL YEAR 2005-2006
APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY00-01 FY 01-02 FY02-03 FY 03-04 FY 04-05 FY 05-06
1,118,454 $ 454 $ 65,454 $ 136,454 $ 136,454 $ 136,454
1,411,000 $ 513,000 $ 345,000 $ 0 $ 0 $ 0
0 0 162,000 0 0 0
0 0 0 0 0 0
60,000 30,000 20,000 0 0 0
0 0 0 0 0 0
1,471,000 $ 543 000 $ 527 000 $ 0 $ 0 $ 0
2,589,454 $ 543 454 $ 592,454 $ 136 454 $ 136 454 $ 136,454
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 55,000 0 0 0 0
143,000 0 0 0 0 0
0 0 0 0 0 0
28,000 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
25,000 398,000 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
520,000 0 0 0 0 0
1,620,000 0 0 0 0 0
0 0 107,000 0 0 0
0 0 0 0 0 0
0 0 162,000 0 0 0
0 0 109,000 0 0 0
54,000 0 0 0 0 0
0 0 0 0 0 0
17,000 0 0 0 0 0
66,000 0 0 0 0 0
37,000 0 0 0 0 0
19,000 0 0 0 0 0
0 0 68,000 0 0 0
217
·. : .. · .
. •.
GENERAL GOVERNMENT-PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000 -2001 THROUGH FISCAL YEAR 2005-2006
CLOSED PROJECTS
DEBT ISSUANCE COST
GENERAL & ADMIN. CHARGES
TOTAL EXPENDITURES
ENDING FUND BALANCE:
PROJECT
NUMBER
PROJECT
BUDGET
AMOUNT
' -FUNDED THROUGH NOVEMBER 1998 G.O. BOND AUTHORIZATION
ACTUAL
FY98-99
163,417
8,622
11,600
$ 710,314
$ 597,656
REVISED
BUDGET
FY99-00
0
20,400
42,900
$ 2,728;300
$ 367,356
1 -TOTAL PROJECT BUDGET IS 219,000 WITH 190,000 FUNDED BY GOB 99, WHILE 29,000 FUNDED BY
PARKLAND DEDICATION.
218
ESTIMATED
FY 99-00
0
18,041
42,900
$ 2,191,977
$ 1,118,454
$
$
GENERALGOVERNMENT-PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000 -2001 THROUGH FISCAL YEAR 2005-2006
APPROVED
FY00-01
0
17,000
43,000
2,589,000 $
454 $
PROJECTED
FY 01-02
0
10,000
15,000
478,000
65,454
$
$
PROJECTED
FY 02-03
0
0
10,000
456,000
136,454
PROJECTED PROJECTED PROJECTED
FY03-04 FY04-05 FY 05-06
0 0 0
0 0 0
0 0 0
$ 0 $ 0 $ 0
$ 136,454 $ 136,454 $ 136,454
2I9
..
'·•· ..
... _.:.··
; .. ·
.•.
..
GENERAL GOVERNMENT= PARKIAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 99-00 THROUGH FISCAL YEAR 2005-2006
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET
NUMBER AMOUNT FY98-99 FY 99-00
BEGINMNG FUND BAIANCE: $ 809,811 $ 940,204
ADDITIONAL RESOURCES:
CONTRIBUTIONS $ 130,903 $ 0
INVESTMENT EARNINGS 44,620 45,000
SUBTOTAL ADDITIONAL RESOURCES $ 175,523 $ 45 000
TOTAL RESOURCES AVAILABLE $ 985 334 $ 985 204
PARKIAND DEDICATION FUND
ZONE 1 PARK PK0051 6,957 0 6,957
ZONE2PARK PK0052 9,219 0 9,219
ZONE 3 (WOLF PEN CREEK) PK0053 & PK9902 122,639 2,497 122,639
ZONE4PARK PK0054 0 0 0
EDELWEISS PARK LANDSCAPE PK9707 13,382 4,016 0
EDELWEISS PARK DEVELOP PK9804 29,000 241 33,300
ZONE6PARK PK0056 0 0 0
GABBARD PARK PK0102 12,000 0 0
. WILLOW B. TENNIS COURTS PK0074 125,000 0 125,000
ZONE 7PARK PK0057 400,202 198 400,202
WOODWAY PARK PK9803 310,000 0 0
ZONE8PARK PK0058 612 0 612
ZONE9PARK PK0059 0 0 0
ZONE lOPARK PK0060 35,900 0 35,900
SHENANDOAH PARK 48,000 0 0
ZONE 11 PARK PK0061 0 0 0
UNDESJGNATED PARK S PK0063 77,475 0 77,475
CLOSED PROJECTS 24,578 0
GENERAL & ADMIN. CHARGES 13,600 13,100
TOTAL EXPENDITURES $ 45,130 $ 824,404
ENDING FUND BAIANCE: $ 940,204 $ 160,800
Note:
219,000 WITH 190,000
FUNDED BY GOB 99, WHILE
29 ,000 FUNDED BY PARK LAND
DEDICATION.
220
ESTIMATED
FY99-00
$ 940,204
$ 20,000
40,000
$ 60 000
$ t000,204
0
0
77,799
0
0
29,000
0
0
125,000
0
0
0
0
0
0
0
0
0
13,100
$ 244,899
$ 755,305
$
$
$
$
$
GENERAL GOVERNMENT -PARKIAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 99-00 THROUGH FISCAL YEAR 2005-:2006
APPROVED PROJECTED PROJECTED PROJECTED PROJECTED
FY 00-01 FY 01-02 FY02-03 FY 03-04 FY04-05
755,305 75,229 78 ,229 81 ,229 84 ,229
0 $ 0 $ 0 $ 0 $ 0
35 ,000 3,000 3,000 3,000 3,000
35 000 $ 3000 $ 3000 $ 3 000 $ 3 000
790 30 5 $ 78 229 $ 81 229 $ 84 229 $ 87 229
7,000 0 0 0 0
9,220 0 0 0 0
121 ,046 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
22 ,000 0 0 0 0
12 ,000 0 0 0 0
0 0 0 0 0
0 0 0 0 0
468 ,600
610 0 0 0 0
0 0 0 0 0
0 0 0 0 0
60 ,000
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
14 ,600 0 0 0 0
715,076 $ 0 $ 0 $ 0 $ 0
75,229 $ 78 ,229 $ 81 ,229 $ 84 ,229 $ 87 ,229
221
PROJECTED
FY05-06
87 ,229
$ 0
3,000
$ 3000
$ 90 229
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
$ 0
$ 90 ,229
GENERAL GOVERNMENT- FACILITIES AND TECHNOLOGY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
PROJECT REVISED
PROJECT BUDGET ACJlJAL BUDGET ESTIMA'JED
NUMBER AMOUNT FY98-99 FY99-00 FY99-00
. � .
BEGINNING FUND BAl.ANCE: $ 385,676 $ 954,052 $ 954,052
ADDmONAL RESOURCES:
GENERAL OBLIGATION BONDS $ 373,800 $ 810,000 $ 810,000
CERTIACATES OF OBLIGATIONS 0 348,093 2,158,000
INIBAGOVERNMENTAL 287,000 383,000 383,000
CONTRIBUTIONS 29,280 43,208 43,250
INVESTMENT EARNINGS 35,536 25,400 45,000
SUBTOTAL ADDffiONAL RESOURCES $ 725,616 $ 1,609,701 $ 3,439,250
TOTAL RESOURCES AVAILABLE $ 1,111,292 $ 2,563,753 $ 4,393,302
PUBLIC FACILITIES
FACILITIES MAINT. BLDG. 009302 $ 205,000 $ 47,840 $ 0 $ 5,547
RELOC. ARE STATION #l GG9504 935,000 4,585 0 50,582
LIBRARY BOOK DONATIONS GG9901 291,348 58,155 191,348 101,845
ARE STATION# 2 GG9902 1,120,000 "· 15,046 810,000 810,000
CITY HAil. DECOMPRESSION 009903 670,000 12,928 670,000 657,072
CEMETERY LAND ACQUISffiON GG9905 275,000 0 0 0
ARE STATION# 5 TBD 1,567,000 0 0 0
•! .. CITY CENTER LAND ACQUISffiON GG0002 1,560,000 0 0 0
2 MUNICIPAL COURT /ARE ADM!N BUILD GGOlOO 3,120,000 0 0 0
3 LAND PURCHASE GG0004 1,600,000 0 0 1,600,000
SUBTOTAL $ 138,554 $ 1,671,348 $ 3,225,046
TECHNOWGY PROJECTS
HUMAN RESOURCES MODULE C00021 $ 23,033 $ 0 $ 23,033 $ 23,033
PUBLIC SAFETY SYSTEM C00022 1,250,000 0 50,000 50,000
ELECTRONIC BOOKING TBD 141,000 0 0 0
AFIX ANGERPR!NT SOFIWARE C00023 25,060 0 25,060 25,060
RECORDS STORAGE C00024 326,000 0 50,000 50,000
AS400 ENHANCEMENT COOlOO 175,000 0 0 0
ABER OPTIC LOOP ME9701 500,000 0 200,000 200,000
PBX (PHONE SYSTEM) REPLACEMENT TBD 917.000 0 0 0
SUBTOTAL $ 0 $ 348,093 $ 348,093
DEBT ISSUANCE COSTS $ 3,179 $ 10,500 $ 11,372
GENERAL & ADMIN. CHARGES 0 19,300 19,300
TOTAL EXPENDITURES $ 141,733 $ 2,049,241 $ 3,603,811
GAAP ADJUSTMENT -$ 15,507
ENDING FUND BAl.ANCE: $ 954,052 $ 514,512 $ 789,491
Notes:
*�Funded through November 1998 G.0. Bond Authorization
1 -Total project is 1,600,000 with 1,100,000 funded by Bectric fund and 500,000 funded by General government revenues.
2 -Total project of $3,120,000 to be funded as follows, $1,800,000 Electric Fund, $700,000 Water Fund, $250,000 WW Fund and $370,000 Sanitation Fund.
3 -Proposed to be funded through the issuance of Certificates of Obligation.
222
$
$
$
$
$
$
$
$
$
$
$
GENERAL GOVERNMENT-FACILITIES AND TECHNOLOGY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 00-01 FY 01-02 FY02-03 FY03-04 FY 04-05 FY 05-06
789,491 $ 18,043 $ 14,643 $ 7,543 $ 5,043 $ 5,543
780,000 $ 1,030,000 $ 1,317,000 $ 0 $ 0 $ 0
1,843,000 67,000 57,000 0 0 0
3,120,000 0 0 917,000 0 0
0 0 0 0 0 0
30,000 20,000 20,000 7,500 500 500
5,773,000 $ 1,117,000 $ 1,394,000 $ 924,500 $ 500 $ 500
6,562,491 $ 1,135,043 $ 1,408,643 $ 932,043 $ 5,543 $ 6,043
0 $ 0 $ 0 $ 0 $ 0 $ 0
0 0 0 0 0 0
131,348 0 0 0 0 0
210,000 0 0 0 0 0
0 0 0 0 0 0
275,000 0 0 0 0 0
0 250,000 1,317,000 0 0 0
780,000 780,000 0 0 0 0
3,120,000 0 0 0 0 0
0 0 0 0 0 0
4,516,348 $ 1,030,000 $ 1,317,000 $ 0 $ 0 $ 0
0 $ 0 $ 0 $ 0 $ 0 $ 0
1,200,000 0 0 0 0 0
141,000 0 0 0 0 0
0 0 0 0 0 0
152,000 67,000 57,000 0 0 0
175,000 0 0 0 0 0
300,000 0 0 0 0 0
0 0 0 917,000 0 0
1,968,000 $ 67,000 $ 57,000 $ 917,000 $ 0 $ 0
10,100 $ 13,400 $ 17,100 $ 0 $ 0 $ 0
50,000 10,000 10,000 10,000 0 0
6,544,448 $ 1,120,400 $ 1,401,100 $ 927,000 $ 0 $ 0
18,043 $ 14,643 $ 7,543 $ 5,043 $ 5,543 $ 6,043
223
GENERAL GOVERNMENT -CONVENTION CENTER
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005e2006
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
· .. NUMBER AMOUNT FY 98-99 FY99-00 FY99-00
BEGINNING FUND BAl.ANCE: $ 5,551,775 $ 5,427,672 $ 5,427,672
ADDITIONAL RESOURCES:
INTRAGOVERNMENTAL 8000 0 0
INVESTMENT EARNINGS 222,601 251,900 265,000
SUBTOTAL ADDITIONAL RESOURCES $ 230 601 $ 251 900 $ 265 000
TOTAL RESOURCES AVAILABLE $ 5,782,376 $ 5,679,572 $ 5,692,672
PUBLIC FACILITIES
.. 1 CONVENTION CENTER TBD $ 6,600,000 $ 66,236 $ 3,011,000 $ 1,475
2 HIGHWAY 30/60 CORRIDOR TBD 3,650,000 0 0 0
.•. DEBT SERVICE 253,468 0 0
GENERAL & ADMIN CHARGES 35,000 54,700 54,700
TOTAL EXPENDITIJRES $ 354,704 $ 3,065,700 $ 56,175
··- ·
.,
ENDING FUND BAIANCE: $ 5,427,672 $ 2,613,872 $ 5,636,497
1 -Convention Center funded through $5,500,000 in Certificates of Obligations, $500,000 from the Electric Fund, and $600,000 from the Hotel Motel Fund.
2 -Hwy 30/60 Corridor development costs funded as follows: $1,560,000 Electric Fund, $1,690,000 from the Water Fund, and $400,000 from the Wastewater Fund .
.. \
224
$
$
$
$
$
$
GENERAL GOVERNMENT -CONVENTION CENTER
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 00-01 FYOl-02 FY02-03 FY03-04 FY 04-05 FY 05-06
5,636,497 $ 5,790,797 $ 134,797 $ 166,797 $ 199,797 $ 233,797
4,250,000 500,000 0 0 0 0
250,000 200,000 32,000 33,000 34,000 35,000
4 500 000 $ 700 000 $ 32 000 $ 33 000 $ 34 000 $ 35 000
10,136,497 $ 6 490 797 $ 166 797 $ 199 797 $ 233 797 $ 268 797
314,000 $ 6,286,000 $ 0 $ 0 $ . 0 $ 0
3,650,000 0 0 0 0 0
330,000 0 0 0 0 0
51,700 70,000 0 0 0 0
4,345,700 $ 6,356,000 $ 0 $ 0 $ 0 $ 0
5,790,797 $ 134,797 $ 166,797 $ 199,797 $ 233,797 $ 268,797
225
GENERAL GOVERNMENT -PARKING GARAGE
CAPITAL IMPROVEMENT PROJECT
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY 98-99 FY 99-00 FY99-00
BEGINNING FUND BAlANCE: $ (61,855) $ (808,602) $ (808,602)
CERTIFICATES OF OBLIGATION 0 7,025,000 6,500,000
INVESTMENT EARNINGS 0 60,400 (9,370)
OTHER 0 0 0
SUBTOTAL ADDITIONAL RESOURCES $ 0 $ 7,085,400 $ 6 490 630
TOTAL RESOURCES AVAILABLE $ (61,855) $ 6,276,798 $ 5,682,028
..
PUBLIC FACILITIES
1 COLL MAIN PARKING GARAGE GG9706 $ 6,264,000 $ 671,647 $ 3,176,622 $ 900,000
NORTHGATEPLAZA -2ND STREET 300,000 0 0 0
NORTHGATE PARKING METERS 100,000 0 0 0
DEBT SERVICE 0 0 0
DEBT ISSUANCE COSTS 120,000 0 91,300 120,000
GENERAL & ADMJN. CHARGES 75,100 0 0
TOTAL EXPENDITURES $ 746,747 $ 3,267,922 $ 1,020,000
.• .
.. :.,
ENDING FUND BAlANCE: $ (808,602) $ 3,008,876 $ 4,662,028
Note:
1 -Certificates of Obligation will be issued to fund the parking garage project.
'··
22{;
$
$
$
$
$
$
GENERAL GOVERNMENT -PARKING GARAGE
CAPITAL IMPROVEMENT PROJECT
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06
4,662,028 $' 655 $ 6,955 $ 13,655 $ 20,755 $ 28,255
390,000 0 0 0 0 0
286,125 6,300 6,700 7,100 7,500 8,000
0 0 0 0 0 0
676 125 $ 6 300 $ 6 700 $ 7100 $ 7 500 $ 8 000
5,338,153 $ 6955 $ 13,655 $ 20 755 $ 28,255 $ 36,255
4,630,498 $ 0 $ 0 $ 0 $ 0 $ 0
300,000 0 0 0 0 0
100,000 0 0 0 0 0
219,000 0 0 0 0 0
10,000 0 0 0 0 0
78,000 0 0 0 0 0
5,337,498 $ 0 $ 0 $ 0 $ 0 $ 0
655 $ 6,955 $ 13,655 $ 20,755 $ 28,255 $ 36,255
Z27
-.
..
·. :._· .
..
..
GENERAL GOVERNMENT -BUSINESS PARK
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY 98-99 FY 99-00
BEGINNING FUND BAIANCE: $ 1,747,087 $ 697,398 $
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATIONS $ 0 $ 450,000 $
INTRAGOVERNMENTAL 0 0
INVESTMENT EARNINGS 57 636 34,900
SUBTOTAL ADDITIONAL RESOURCES $ 571636 $ 4841900 $
TOTAL RESOURCES AVAILABLE $ 11804,723 $ 111821298 $
BUSINESS PARK FUND
BUSINESS PARK PHASE II & III GG9705 $ 2,050,000 $ 1,080,709 $ 0 $
1 BUSINESS PARK PH III GGOOOl 450,000 116 250,000
2 NEW BUS CENTER A TBD 6,075,000 0 0
3 NEW BUS CENTER B TBD 4,350,000 0 0
GENERAL & ADMJN. CHARGES 26,500 0
TOTAL EXPENDITURES $ 1,107,325 $ 250,000 $
ENDING FUND BAIANCE: $ 697,398 $ 932,298 $
1 -Gateway and landscaping for existing business center $200,000 Certificates of Obligation.
2 -New Business Center A -$2,600,000 Electric Fund, $1,400,000 Water Fund, and $1,950,000 Certificates of Obligation.
3 -New Business Center B -$1,560,000 Electric Fund, $840,000 Water Fund, and $1,950,000 Certificates of Obligation.
228
FY99-00
697,398
260,640
4,000,000
35 000
412951640
419931038
141,646
600,000
4,000,000
0
0
4,741,646
251,392
$
$
$
$
$
$
$
GENERAL GOVERNMENT -BUSINESS PARK
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
APPROVED
FY 00-01
251,392
200,000
2,400,000
35 000
2,635,000
2,886,392
0
265,000
125,000
2,400,000
55,000
2,845,000
41,392
$
$
$
$
$
$
$
PROJECTED
FY 01-02
41,392
3,900,000
0
35 000
3,935,000
3,976,392
0
0
1,950,000
1,950,000
50,000
3,950,000
26,392
$
$
$
$
$
$
$
PROJECTED
FY02-03
26,392
0
0
10 000
10 000
36,392
0
0
0
0
0
0
36,392
$
$
$
$
$
$
$
229
PROJECTED
FY 03-04
36,392
0
0
10 000
10,000
46,392
0
0
0
0
0
0
46,392
$
$
$
$
$
$
$
PROJECTED
FY 04-05
46,392
0
0
11 000
11,000
57 392
0
0
0
0
0
0
57,392
$
$
$
$
$
$
$
PROJECTED
FY 05-06
57,392
0
0
11,000
11,000
68,392
0
0
0
0
0
0
68,392
.... ··
.. ··.
. '
. ··.
Embracing the Past
Exploring the Future
230
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 projected to be
$39,221,500 in FY 01. This is an increase of
3% over the FY 00 year end estimate.
Residential and commercial electricity sales are
expected to increase 4% based on customer
growth trends.
There are no rate changes in FY 01.
FY 01 operating expenditures for the Electric
Fund are approved to be $32.4 million, an
increase of 7% over the FY 00 year end estimate.
Approved operating SLAs totaling $977,007 are
included in the approved budget.
The FY 01 nonoperating approved expenditures
increase 37% to $14.5 million. This increase is
a result of an approval to utilize $4. 9 million for
several city projects including the new
Conference Center, Business Park acquisition,
and a new Municipal Court building.
The approved budget also includes a requested
increase in the contribution to the Economic
Development Corporation to $246,167. The
increase in funding is for additional information
technology marketing efforts.
Water Fund revenue for FY 01 is estimated to be
$9,763,100. This is an increase of 3% over the
FY 00 year end estimate. Customer growth is
projected to be between 2-3% based on historical
trends, overall economic indicators and
population projections.
There are no rate changes in FY 01.
FY 01 approved operating expenditures in the
Water Fund will be approximately $4.07 million,
or a decrease of 8% from the FY 00 year end
estimate. Approved SLAs totaling $314,225 are
included in the Water Fund operating budget.
The FY 01 approved non-operating budget will
increase by 7 6% over the FY 00 year-end
23i
estimate. This is due to an increase in the level
of capital project funding from operating revenue
in FY 01. The partial funding of capital projects
from existing resources will continue to allow the
City to lower future debt service costs. Also
included is funding for other city projects
including the new Conference Center space,
Business Park acquisition and a new Municipal
Court building.
Total Wastewater Fund revenue is projected to be
$7,625,000, an increase of 3% over the FY 00
year end estimate. Residential and commercial
usage is projected to increase by about 3% per
year based on historical trends and overall
economic indicators.
There are no rate changes in FY 01.
Wastewater Fund operating expenditures are
projected to be $3, 704, 194, or an increase of
9% over the FY 00 year end estimate.
Approved SLAs totaling $314,590 are included
in the approved budget.
FY 01 Wastewater Fund nonoperating
expenditures are approved to increase 12% from
the FY 00 year end estimate to a total of
$3,874,377. This is due to an approval to
utilize $650, 000 for projects including the new
Conference Center and the new Municipal Court
building.
Combined Utility Revenue Bonds are issued to
provide for capital expansion and replacements
for the various utility services. An estimated $ 7. 3
million of bonds will be issued in FY 01 to fund
Water capital projects. The debt service of the
projects will be shared by the regional water
agency once it is established. An additional
$9.65 million will be issued to fund Wastewater
capital projects. Electric capital projects will be
funded entirely by operating revenue in FY 01.
..
·:
.. •·
. . · . . \ ....
. ·: .. :.
Embracing the Past
Exploring the Future
232
TECHNICAL
METERING
SUBSTATIONS
PUBLIC UTILITIES
CITY MANAGER
DIRECTOR
ADMINISTRATION
WAREHOUSE
ELECTRIC
MANAGER
DISPATCH ELECTRICAL ENVIRONMENTAL
SERVICES
233
WATER AND
WASTEWATER
MANAGER
RELD
OPERATIONS
MAINTENANCE
CONSTRUCTION
PLANT
OPERATIONS
WASTEWATER
TREATMENT
REVENUES
ELECTRIC $
WATER
WASTEWATER
INVESTMENT EARNINGS
OTHER NONOPERATING
TOTAL REVENUES $
EXPENDITURES AND TRANSFERS
ELECTRIC OPERATIONS $
ELECTRIC PURCHASED POWER
WATER OPERATIONS
WASTEWATER OPERATIONS
PAY PIAN ADJUSTMENTS
NET GENERALIADMIN. TRANSFERS
CONTINGENCY
..
TOTAL OPERATING
... EXPEND. AND TRANSFERS $
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT $
OUTSIDE AGENCY RJNDING
DEBT SERVICE TRANSFER
OTHER
OTHER NON-OPERATING
CAPITAL PROJECTS RJNDING
RETURN ON INVESTMENT
TOTAL NONOPERATING EXPEND. $
TOTAL EXPENDITURES/TRANSFERS $
INCREASE (DECREASE) IN
WORKING CAPITAL $
BEGINNING WORKING CAPITAL $
ENDING WORKING CAPITAL $
CITY OF COLLEGE STATION
COMBINED UTILITIES FUND
FUND SUMMARY
FYOO FYOO FYOl
FY99 REVISED YEAR-END BASE
ACTUAL BUDGET ESTIMATE BUDGET
33,289,557 $ 39,396,998 $ 36,720,000 $ 38,116,000
7,646,022 7,661,850 8,994,309 9,264,100
6,774,586 6,926,000 7,287,301 7,505,000
1,794,567 1,495,600 1,865,000 1,584,000
136,596 113,700 111,700 105,500
49,641,328 $ 55,594,148 $ 54,978,310 $ 56,574,600
3,782,326 $ 5,018,621 $ 4,987,382 $ 4,662,907
18,304,751 24,883,646 24,000,000 25,000,000
2,792,182 3,132,803 3,593,735 2,722,336
2,424,122 2,682,733 2,776,813 2,580,762
0 0 0 132,112
3,001,823 2,713,687 2,713,687 2,966,780
0 276,616 50,000 300,000
30,305,204 $ 38,708,106 $ 38,121,617 $ 38,364,897
58,000 $ 237,400 $ 237,400 $ 237,400
170,000 289,494 289,494 246,167
6,156,151 5,502,383 5,502,383 5,488,840
(20,138) 0 1,400,000 3,880,000
833 0 0 0
4,377,855 7,738,000 10,338,000 11,870,000
5,157,500 5,411,585 5,411,585 5,674,500
15,900,201 $ 19,178,862 $ 23,178,862 $ 27,396,907
46,205,405 $ 57,886,968 $ 61,300,479 $ 65,761,804
3,435,923 $ (2,292,820) $ (6,322,169) $ (9,187,204)
33,722,165 $ 37,158,088 $ 37,158,088 $ 30,835,919
37,158,088 $ 34,865,268 $ 30,835,919 $ 21,648,715
FY Ol %CHANGE IN
APPROVED BUDGET FROM
BUDGET FYOOTO FYOl
$ 38,116,000 (3.25%)
9,299,100 21.37%
7,505,000 8.36%
1,584,000 5.91%
105,500 (7.21%)
$ 56,609,600 1.83%
$ 5,670,668 12.99%
25,000,000 0.47%
3,072,131 (1.94%)
2,926,640 9.09%
0 NIA
3,131,532 15.40%
300,000 8.45%
$ 40,100,971 3.60%
$ 237,400 O.OOOAi
246,167 (14.97%)
5,488,840 (0.25%)
3,880,000 NIA
0 NIA
11,974,500 54.75%
5,674,500 4.86%
$ 27,501,407 43.39%
$ 67,602,378 16.78%
$ (10,992,778)
$ 30,835,919
$ 19,843,141
FUND
El.ECTRlC $
WATER
WASTEWATER
PURCHASED POWER
COMBINED UTILITIES RJND TOTAL $
CLASSIACATION
SALARIES & BENEATS $
SUPPLIES
MAJNTENANCE
PURCHASED SERVICES
CAPITAL Ol.Jl1-AY
PURCHASED POWER
COMBINED UTILITIES RJND TOTAL $
RJND
El.ECTRlC
WATER
WASTEWATER
COMBINED UTILITIES FUND TOTAL
CITY OF COLLEGE STATION
COMBINED UTILITIES
SUMMARY
EXPENDITURE BY FUND
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY 99-00 FY 99-00 FY 00-01
3,782,327 $ 5,018,621 $ 4,933,180 $ 4,662,907
2,792,185 3,132,803 3,317,430 2,722,336
2,424,122 2,682,733 2,776,813 2,580,762
18,304,752 24,883,646 24,067,056 25,000,000
27 303 386 $ 35 717 803 $ 35 094 479 $ 34 966 005
EXPENDITURE BY CLASSIACATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY99-00 FY 99-00 FY 00-01
4,166,816 $ 4,773,143 $ 5,145,347 $ 5,021,378
460,422 509,561 510,949 579,777
1,312,375 1,705,690 1,663,816 1,243,958
2,691,328 3,717,809 3,544,105 2,956,714
367,693 127,954 163,206 164,178
18,304,752 24,883,646 24,067,056 25,000,000
$
$
$
27 303 386 � 35 717 803 $ 35 094 479 $ 34 966 005 $
PERSONNEL SUMMARY BY RJND
REVISED
ACTUAL ACTUAL BUDGET
FY97-98 FY 98-99 FY 99-00
53.5 53.5 54.5
30.5 30.5 32.5
36.0 36.0 34.0
120.0 120.0 121.0
235
BASE
BUDGET
FY 00-01
54.5
30.5
36.0
121.0
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
5,214,618 3.91%
3,072,131 (1.94%)
2,926,640 9.09%
25,000,000 0.47%
36 213 389 1.39%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
5,361,004 12.32%
973,602 91.07%
906,885 (46.83%)
3,657,130 (1.63%)
314,768 146.00%
25,000,000 0.47%
36 213 389 1.39%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
59.5 9.17%
31.0 -4.62%
36.0 5.88%
126.5 4.55%
REVENUES
RESIDENilAL
COMMERCIAL�NDUSTRIAL
01HER SALES
OTIIER OPERATING
INVESTMENT EARNINGS
OTIIER NONOPERATING
TOTAL REVENUES
EXPENDITURES AND 1RANSFERS
ADMINISlRATION
1RANS/DIS1RIBUTION
ENERGY CONSERVATION
PURCHASED POWER
PAY PIAN ADJUSTMENTS
NET GEN./ ADMIN. 1RANSFERS
CONTINGENCY
TOTAL OPERATING
..
• ... 1>
EXPEND. AND 1RANSFERS
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENr
OUTSIDE AGENCY FUNDING
DEBT SERVICE 1RANSFER
...
01HER
01HER NON-OPERATING
·' . CAPITAL PROJECTS FUNDING
.. : ..
01HER CAPITAL PROJECTS
RE11JRN ON INVESTMENT
TOTAL NONOPERATING EXPEND.
TOTAL EXPENDITURES/1RANSFERS
INCREASE (DECREASE) IN
WORKING CAPITAL
BE GINNING WORKING CAPITAL
ENDING WORKING CAPITAL
CITY OF COLLEGE STATION
ELECTRIC FUND
FUND SUMMARY
FYOO FYOO FYOI
FY99 REVISED YEAR-END BASE
AC11JAL BUDGET ESTIMATE BUDGET
$ 17,961,821 $ 21,078,959 $ 19,554,000 $ 20,336,000
13,632,910 16,562,039 15,389,000 16,005,000
71,329 74,000 80,000 78,000
1,623,497 1,682,000 1,697,000 1,697,000
1,384,174 918,600 1,300,000 1,000,000
122,661 112,650 94,200 105,500
$ 34,796,392 $ 40,428,248 $ 38,114,200 $ 39,221,500
$ 550,590 $ 709,616 $ 639,177 $ 727,874
3,231,736 4,086,525 4,132,717 3,935,033
0 222,480 215,488 0
18,304,751 24,883,646 24,000,000 25,000,000
0 0 0 65,254
1,641,130 1,259,087 1,259,087 1,380,809
0 155,471 50,000 170,000
$ 23, 728,207 $ 31,316,825 $ 30,296,469 $ 31,278,970
$ 31,000 $ 214,900 $ 214,900 $ 214,900
170,000 289,494 289,494 246,167
1,966,924 1,771,712 1,771,712 1,643,742
(24,523) 0 0 0
833 0 0 0
4,127,374 4,360,000 4,360,000 3,450,000
250,481 0 2,600,000 4,920,000
3,773,500 3,952,785 3,952,785 3,998,000
$ 10,295,589 $ 10,588,891 $ 13,188,891 $ 14,472,809
$ 34,023,796 $ 41,905,716 $ 43,485,360 $ 45,751,779
$ 772,596 $ (1,477,468) $ (5,371,160) $ (6,530,279)
$ 25,637,399 $ 26,409,995 $ 26,409,995 $ 21,038,835
$ 26,409,995 $ 24,932,527 $ 21,038,835 $ 14,508,556
236
FYOI %CHANGE IN
PROPOSED BUDGET FROM
BUDGET FY 00 TO FYOI
$ 20,336,000 (3.52%)
16,005,000 (3.36%)
78,000 5.41%
1,697,000 0.89%
1,000,000 8.86%
105,500 (6.35%)
$ 39,221,500 (2.98%)
$ 1,085,063 52.91%
4,620,105 13.06%
0 (100.00%)
25,000,000 0.47%
0 NIA
1,482,064 17.71%
170,000 9.35%
$ 32,357,232 3.32%
$ 214,900 0.00%
246,167 (14.97%)
1,643,742 (7.22%)
0 NIA
0 NIA
3,520,000 (19.27%)
4,920,000 NIA
3,998,000 1.14%
$ 14,542,809 37.34%
$ 46,900,041 11.92%
$ (7,678,541)
$ 21,038,835
$ 13,360,294
ENERGY
CONSERVATION
2%
CAPITAL
PROJECTS
18%
4%
ELECTRIC FUND -SOURCES
INVEST.
EARNINGS
3%
ELECTRIC FUND -USES
NET
TRf.\NS.
3%
237
53%
ACTUAL
DIVISION FY98-99
WAREHOUSE $ 127,418
OPERATIONS ADMIN 423,172
TRANS/ DISTRIBUTION 2,539,290
...
METERING 321,511
UTILITY DISPATCH 370,841
ENERGY CONSERVATION 95
·. : .. ·. PURCHASED POWER 18,304,752
ELECTRIC FUND TOTAL $ 22 087 079
ACTUAL
CLASSIFICATION FY 98-99
SALARIES & BENEFITS $ 2,047,416
SUPPLIES 116,869
MAINTENANCE 464,305
PURCHASED SERVICES 970,943
CAPITAL OUTLAY 182,794
PURCHASED POWER 18,304,752
ELECTRIC FUND TOTAL $ 22 087 079
ACTUAL
DIVISION FY97-98
WAREHOUSE 4.0
OPERATIONS ADMIN 7.5
TRANSMISSION/
DISlRIBUTION ADMIN 31.0
METERING 4.0
UTILITY DISPATCH 7.0
ENERGY CONSERVATION 0.0
ELECTRIC FUND TOTAL 53.5
SERVICE LEVEL ADJUSTMENlS
OPERATIONS
TRANSMISSION/DISTRIBUTION
.•'
CITY OF COLI.EGE STATION
ELECTRIC O&M
SUMMARY
EXPENDITURE BY DMSION
REVISED ESTIMATED BASE
BUDGET YEAR END BUDGET
FY99-00 FY99-00 FY 00-01
$ 129,249 $ 140,781 $ 142,524
580,367 490,612 585,350
3,011,583 2,940,525 3,935,033
720,127 702,012 0
354,815 443,762 0
222,480 215,488 0
24,883,646 24,067,056 25,000,000
$ 29 902 267 $ 29 000 236 $ 29 662 907
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
BUDGET YEAR END BUDGET
FY 99-00 FY 99-00 FY00-01
$ 2,348,520 $ 2,569,506 $ 2,444,496
164,862 158,346 231,857
690,883 622,366 580,070
1,814,062 1,562,618 1,318,254
294 20,344 88,230
24,883,646 24,067,056 25,000,000
$ 29 902 267 $ 29 000 236 $ 29 662 907
PERSONNEL SUMMARY BY DIVISION
REVISED BASE
ACTUAL BUDGET BUDGET
FY98-99 FY99-00 FY 00-01
4.0 4.0 4.0
7.5 7.5 7.5
31.0 43.0 43.0
4.0 0.0 0.0
7.0 0.0 0.0
0.0 0.0 0.0
53.5 54.5 54.5
APPROVED
BUDGET
FY00-01
$ 145,357
697,706
4,366,555
0
0
0
25,000,000
$ 30 209 618
APPROVED
BUDGET
FY 00-01
$ 2,704,264
590,682
230,677
1,663,595
20,400
25,000,000
$ 30 209 618
APPROVED
BUDGET
FY00-01
4.0
7.5
48.0
0.0
0.0
0.0
59.5
Telephone/]nternet Har<kvare/Software for Electronic Utinty Bill Payment
Asset Mgmt. Study to Prepare for Water/Electric Competitive Position
Uti&ty Llne Locator/]nspedor
Department Safety Coordinator
Energy Auditor
Llne Tech. To Assist with Street Llghts and Trouble Calls
Line Tech. For Elechical T ransmission/Distrlbution Construction/Maintenance
Automated Trouble Reporting & Restoration Information System
Electric Substation Replacement Vehicle Upgrade
Additional Covered Parking for Machinery & &juipment
Electric Utility Long Range Plan
Continue Outsourced Creation of GIS Database of Existing Easments
238
%CHANGE IN
BUDGET FROM
FY 00 OF FYOl
12.46%
20.22%
44.99%
(100.00%)
(100.00%)
(100.00%)
0.47%
1.03%
%CHANGE IN
BUDGET FROM
FYOO OF FYOl
15.15%
258.29%
(66.61%)
(8.29%)
6838.78%
0.47%
1.03%
%CHANGE IN
BUDGET FROM
FYOO TO FY 01
$
$
0.00%
0.00%
11.63%
N/A
NIA
NIA
9.17%
242,000
100,000
41,817
42,800
49,528
103,100
41,100
46,662
5,000
110,000
135,000
60 000
977,007
Debt Service Requirements
Electric Fund
ALL SERIES
PRINCIPAL
FISCAL FISCAL YEAR OUTSTANDING
YEAR PRINCIPAL INTEREST PAYMENT OCT.1
FYOl 1,006,650 637,092 1,643,742 11,961,900
FY02 832,500 584,639 1,417,139 10,955,250
FY03 834,750 539,631 1,374,381 10,122,750
FY04 839,250 495,526 1,334,776 9,288,000
FY05 886,500 449,319 1,335,819 8,448,750
FY06 888,750 401,854 1,290,604 7,562,250
FY07 677,250 359,652 1,036,902 6,673,500
FY08 686,250 321,909 1,008,159 5,996,250
FY09 693,000 283,267 976,267 5,310,000
FYlO 704,250 243,593 947,843 4,617,000
FYll 713,250 202,941 916,191 3,912,750
FY12 724,500 161,371 885,871 3,199,500
FY13 735,750 119,120 854,870 2,475,000
FY14 694,500 77,992 772,492 1,739,250
FY15 384,000 47,471 431,471 1,044,750
FY16 397,500 25,797 423,297 660,750
FY17 263,250 7,371 270,621 263,250
Electric Fund Debt Service
1,750,000 -----------------------
1,500,000 +-m:t-----------------------
1,250,000 4-fil@t--1
1,000,000
750,000
500,000
250,000
0
� N M � � � � 00 � 0 � � M � � � �
� � � � � � � � � E E E E E E E E
\ 11111 PRINCIPAL [;]INTEREST I
239
CITY OF COLLEGE STATION
WATER FUND
FUND SUMMARY
FYOO FYOO FYOl FYOl %CHANGE IN
FY99 REVISED YEAR-END BASE APPROVED BIDGET FROM
ACTIJAL BIDGET ESTIMATE BUDGET BIDGET FY 00 TO FY 01
REVENUES
RESIDENTIAL $4,630,827 $3,821,000 $ 6,353,462 $ 6,544,000 $ 6,544,000 71.26%
COMMERCIAL/INDUSTRIAL 2,599,931 3,468,000 2,252,497 2,320,000 2,320,000 (33.10%)
OlHER OPERATING 415,264 372,850 388,350 400,100 435,100 16.70%
INVESTMENT EARMNGS 310,626 450,000 450,000 464,000 464,000 3.11%
01HER NONOPERATING 9,712 1,050 17,500 0 0 (100.00%)
..
TOTAL REVENUES $7,966,360 . $ 8,112,900 $ 9,461,809 $ 9,728,100 $ 9,763,100 20.34%
EXPENDITTJRES AND TRANSFERS
PRODUCTION $1,226,031 $1,554,501 $ 1,778,539 $ 1,237,925 $ 1,463,966 (5.82%)
DISl'RIBUTION 1,130,572 1,008,127 1,215,714 987,725 1,073,620 6.50%
ENGINEERING/SUPPORT 435,579 570,175 599,482 496,686 534,545 (6.25%)
PAY PLAN ADJUSTMENTS 0 0 0 35,570 0 NIA
NET GEN./ ADMIN. TRANSFERS 768,341 812,875 812,875 875,281 931,914 14.64%
CONTINGENCY 0 63,645 0 70,000 70,000 9.99%
TOTAL OPERATING
EXPEND. AND TRANSFERS $3,560,523 $4,009,323 $ 4,406,610 $ 3,703,187 $ 4,074,045 1.61%
.. · NONOPERATING EXPENDITTJRES
ECONOMIC DEVELOPMENT $ 12,400 $ 12,500 $ 12,500 $ 12,500 $ 12,500 0.00%
DEBT SERVICE TRANSFER 1,499,736 979,321 979,321 1,382,221 1,382,221 41.14%
OTIIER 3,493 0 1,400,000 3,230,000 3,230,000 N/A
CAPITAL PROJECTS FUNDING 0 3,378,000 3,378,000 3,500,000 3,500,000 3.61%
REruRN ON INVESTMENT 726,000 766,200 766,200 925,000 925,000 20.73%
TOTAL NONOPERATING EXPEND. $2,241,629 $5,136,021 $ 6,536,021 $ 9,049,721 $ 9,049,721 76.20%
TOTAL EXPENDITURES/TRANSFERS $5,802,152 $9,145,344 $10,942,631 $1 2,752,908 $13, 123, 766 43.50%
INCREASE (DECREASE) IN
WORKING CAPITAL $2,164,208 �1,032,444) $ (1,480,822) $ (3,024,808) $ (3,360,666)
..
;
BEGINNING WORKING CAPITAL $5,860,604 $8,024,812 $ 8,024,812 $ 6,543,990 $ 6,543,990
ENDING WORKING CAPITAL $8,024,812 $6,992,368 $ 6,543,990 $ 3,519,182 $ 3,183,324
...
240
COMMERCIAL
INVESTMENT
EARNINGS
5%
NET
TRANSFERS
7%
OTHER
25%
WATER FUND -SOURCES
OTHER
4%
WATER FUND -USES
27%
241
PRODUCTION
11%
RESIDENTIAL
67%
DISTRIBUTION
8%
DEBT SERVICE
11%
ENG/SUPPORT
4%
.. •·
·,_ ··. ·
·-.. : ..
.. ·
ACTNITY CENTER
PRODUCTION $
D!Sffi!BUTION
ENVIRONMENTAL SERVICES
WATER RJND TOTAL $
CLASSIFICATION
SALARIES & BENEFITS $
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
WATER RJND TOTAL $
ACTNITY CENTER
PRODUCTION
DISTRIBUTION
ENVIRONMENTAL SERVICES
WATER RJND TOTAL
CITY OF COLLEGE STATION
WATERO&M
SUMMARY
EXPENDITURE BY ACTIVITY CENTER
REVISED ESTIMATED BASE
ACTUAL BUDGET YE AR END BUDGET
FY 98-99 FY99-00 FY 99-00 FY00-01
1,226,108 $ 1,554,501 $ 1,625,209 $ 1,237,925
1,130,572 1,008,127 1,171,049 987,725
435,505 570,175 521,172 496,686
2,792,185 $ 3,132,803 $ 3,317;430 $ 2,722,336
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YE AR END BUDGET
FY98-99 FY99-00 FY99-00 FY 00-01
1,050,302 $ 1,232,686 $ 1,260,240 $ 1,240,651
109,313 101,605 125,904 98,217
498,635 609,359 662,847 331,813
1,010,346 1,089,693 1,154,196 975,707
123,589 99,460 114,243 75,948
2,792,185 $ 3,132,803 $ 3,317,430 $ 2,722,336
PERSONNEL SUMMARY BY ACTMTY CENTER
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY97-98 FY98-99 FY99-00 FY 00-01
6.0 6.0 6.0 6.0
15.0 15.0 15.0 15.0
9.5 9.5 11.5 9.5
30.5 30.5 32.5 30.5
SERVICE LEVEL ADJUSTMENTS
WATER PRODUCTION Upgrade SCALA Servers and View Nodes $
Brazos Valley Ground Water Conservation District Funding
WATER DISTRIBUTION Contract to Install Water Taps
Upgrade Existing Fluoridation System
ENVIRONMENTAL SERV 1 Part-time position
Pick-up truck for W/WW GPS tech.
242'
$
APPROVED
BUDGET
FY 00-01
$ 1,463,966
1,073,620
534,545
$ 3,072,131
APPROVED
BUDGET
FY 00-01
$ 1,284,221
133,217
335,613
1,197,382
121,698
$ 3,072,131
APPROVED
BUDGET
FY00-01
6.0
15.0
10.0
31.0
26,750
157,675
64,000
35,000
8,000
22,800
314,225
%CHANGE IN
BUDGET FROM
FYOOTO FY 01
(5.82%)
6.50%
(6.25%)
(1.94%)
%CHANGE IN
BUDGET FROM
FY OOTO FY 01
4.18%
31.11%
(44.92%)
9.88%
22.36%
(1.94%)
%CHANGE IN
BUDGET FROM
FYOOTO FYOl
0.00%
0.00%
-13.04%
-4.62%
Debt Service Requirements
Water Fund
ALL SERIES
PRINCIPAL
FISCAL FISCAL YEAR OUTSTANDING
YEAR PRINICIPAL INTEREST PAYMENT OCT. 1
FYOl 849,350 532,871 1,382,221 18,335,050
FY02 666,458 980,198 1,646,655 17,485,700
FY03 834,090 937,221 1,771,311 16,819,243
FY04 863,252 887,999 1,751,252 15,985,152
FY05 928,616 835,825 1,764,440 15,121,900
FY06 960,180 781,023 1,741,203 14,193,284
FY07 817,130 730,805 1,547,936 13,233,104
FY08 858,708 684,676 1,543,384 12,415,973
FY09 897,588 636,023 1,533,611 11,557,266
FYlO 943,665 584,691 1,528,356 10,659,678
FYll 991,513 530,439 1,521,952 9,716,013
FY12 1,042,683 473,026 1,515,709 8,724,500
FY13 1,095,493 412,398 1,507,891 7,681,817
FY14 1,127,177 349,076 1,476,253 6,586,324
FY15 1,187,819 282,730 1,470,549 5,459,147
FY16 1,252,203 212,523 1,464,727 4,271,328
FY17 1,224,238 141,101 1,365,339 3,019,125
FY18 1,073,687 74,504 1,148,192 1,794,887
FY 19 721,200 21,636 742,836 721,200
Water Debt Service
2,000,000 �----------------------
1,750,000 -• 'Ill
1,500,000 �I,_ �.!J!.1-r-c- ,_ &11,l-'fil:a--i-iml�. --i:;;.:1---11:®::1--, -c:ll-��i------;;;.,..-, ..... 143 rg :� i 1,250,000 �" I� ._ -.I--I--·. � j,_ ,__. ,_ ;-. � r� � ,, , -1-· I--um---lilil-1,000,000 r-- -
750,000 I-� � '--I-
-t---r----
500,000 I-r---- - -r---1--r-----r--
250,000 I--I- 1--
0 '-- 4-
I--
+ + 4-+ 4-4-+ 4-4-+ 4-+ 4-4---1
M N M � � � � 00 m 0 M N M � � � � 00 m
� � � � � � � � � E E E E E E E E E �
J 1111PRINICIPAL IJJINTEREST I
243
CITY OF COLLEGE STATION
WASTEWATER FUND
FUND SUMMARY
FYOO FYOO FYOl FYOl %CHANGE IN
FY99 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FYOO TO FYOl
REVENUES
RESIDENTIAL $ 5,502,738 $ 5,652,000 $ 5,796,021 $ 5,970,000 $ 5,970,000 5.63%
COMMERCIAL/INDUSTRIAL 1,047,272 1,058,000 1,306,280 1,345,000 1,345,000 27.13%
OTHER OPERATING 224,576 216,000 185,000 190,000 190,000 (12.04%)
INVESTMENT EARNINGS 99,767 127,000 115,000 120,000 120,000 (5.51%)
OTHER NONOPERATING 4,223 0 0 0 0 NIA
TOTAL REVENUES $ 6,878,576 $ 7,053,000 $ 7,402,301 $ 7,625,000 $ 7,625,000 8.11%
EXPENDITURES AND TRANSFERS
SEWER TREATMENT $ 1,551,157 $ 1,829,888 $ 1,852,971 $ 1,646,222 $ 1,794,190 (1.95%)
SEWER COLLECTION 872,965 852,845 923,842 934,540 1,132,450 32.78%
PAY PLAN ADJUSTMENTS 0 0 0 31,288 0 NIA
NET GEN./ADMIN. TRANSFERS 592,352 641,725 641,725 710,690 717,554 11.82%
CONTINGENCY 0 57,500 0 60,000 60,000 4.35%
TOTAL OPERATING
EXPEND. AND TRANSFERS $ 3,016,474 $ 3,381,958 $ 3,418,538 $ 3,382,740 $ 3,704,194 9.53%
... NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT $ 14,600 $ 10,000 $ 10,000 $ 10,000 $ 10,000 0.00%
DEBT SERVICE TRANSFER 2,689,491 2,751,350 2,751,350 2,462,877 2,462,877 (10.48%)
OTHER 892 0 0 650,000 650,000 NIA
·! .. ' RETURN ON INVESTMENT 658,000 692,600 692,600 751,500 751,500 8.50%
TOTAL NONOPERATING EXPEND. $ 3,362,983 $ 3,453,950 $ 3,453,950 $ 3,874,377 $ 3,874,377 12.17%
TOTAL EXPENDITURES/TRANSFERS $ 6,379,457 $ 6,835,908 $ 6,872,488 $ 7,257,117 $ 7,578,571 10.86%
INCREASE (DECREASE) IN
WORKING CAPITAL $ 499,119 $ 217,092 $ 529,813 $ 367,883 $ 46,429
BEGINNING WORKING CAPITAL $ 2,224,162 $ 2,723,281 $ 2,723,281 $ 3,253,094 $ 3,253,094
ENDING WORKDING CAPITAL $ 2,723,281 $ 2,940,373 $ 3,253,094 $ 3,620,977 $ 3,299,523
OTHER
2%
WASTEWATER FUND -SOURCES
COMMERCIAL
18%
INVESTMENT
EARNINGS
2%
RESIDENTIAL
78%
WASTEWATER FUND -USES
DEBT SERVICE
32%
OTHER
10%
245
ADMIN.
TRANFERS
9%
TREATMENT
24%
1.
ACTNITY
TREATMENT $
COLLECTION
WASTEWATER FUND TOTAL $
CLASSIRCAT!ON
SALARIES & BENERTS $
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
WASTEWATER FUND TOTAL $
ACTNITY
TREATMENT
COLLECTION
WASTEWATER FUND TOTAL
CITY OF COLLEGE STATION
WASTEWATER O&M
SUMMARY
EXPENDITURE BY ACTMTY CENTER
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY 99-00 FY 99-00 FY 00-01
1,551,157 $ 1,829,888 $ 1,852,971 $ 1,646,222
872,965 852,845 923,842 934,540
2 424 122 $ 2 682 733 $ 2 776 813 $ 2 580 762
EXPENDITURE BY ClASSIFICA TION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY 99-00 FY99-00 FY 00-01
1,069,098 $ 1,191,937 $ 1,315,601 $ 1,336,231
234,240 243,094 226,699 249,703
349,435 405,448 378,603 332,075
710,039 814,054 827,291 662,753
61,310 28,200 28,619 0
2 424 122 $ 2 682 733 $ 2 776 813 $ 2 580 762
PERSONNEL SUMMARY BY ACTIVITY CENTER
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY97-98 FY 98-99 FY 99-00 FY 00-01
20.0 20.0 19.0 19.0
16.0 16.0 15.0 17.0
36.0 36.0 34.0 36.0
APPROVED
BUDGET
FY 00-01
$ 1,794,190
1,132,450
$ 2 926 640
APPROVED
BUDGET
FY 00-01
$ 1,367,519
249,703
340,595
775,753
193,070
$ 2 926 640
APPROVED
BUDGET
FY 00-01
19.0
17.0
36.0
SERVICE I..EVEL ADJUSTMENTS
WASTE WATER TREATMENT
WASTE WATER COLLECTION
UV System Maintenance Sernce Contract $ 6,000
Tandem Axle Truck with Knight Spreader Body 89,500
Llght Utility Vehicle for Carter Creek WWTP 10,000
Contract to Install Water Taps 107,000
15 Wastewater flow monitors 76,920
PowerLogic Electric Power Monitoring System -C..arter Cre 25, 170
"'"'$ ___ 31-4"'"',5_9_0
..246
o/oCHANGE IN
BUDGET FROM
FY OOTO FY 01
(l.95%)
32.78%
9.09%
o/oCHANGE IN
BUDGET FROM
FY OOTOFY Ol
14.73%
2.72%
(16.00%)
(4.70%)
584.65%
9.09%
o/oCHANGE IN
BUDGET FROM
FY OOTO FY 01
0.00%
13.33%
5.88%
FISCAL
YEAR
FYOl
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FYlO
FYll
FY12
FY13
FY14
FY15
FY16
FY17
FY18
FY 19
Debt Service Requirements
Wastewater
PRINCIPAL
1,329,000
1,371,043
1,599,960
1,641,398
1,706,384
1,752,670
1,715,020
1,770,043
1,823,112
1,887,685
1,951,237
2,022,717
2,096,457
2,002,923
1,583,981
1,671,797
1,694,612
1,459,113
993,900
ALL SERIES
INTEREST
1,133,877
1,729,743
1,641,856
1,547,633
1,449,094
1,347,016
1,247,848
1,150,693
1,049,695
944,574
835,069
720,947
602,545
484,800
382,066
289,178
193,020
102,111
29,817
FISCAL YEAR
PAYMENT
2,462,877
3,100,785
3,241,816
3,189,030
3,155,478
3,099,685
2,962,868
2,920,735
2,872,807
2,832,259
2,786,306
2,743,664,
2,699,002
2,487,723
1,966,047
1,960,975
1,887,632
1,561,223
1,023,717
PRINCIPAL
OUTSTANDING
OCT. 1
32,073,050
30,744,050
29,373,008
27,773,048
26,131,650
24,425,266
22,672,596
20,957,577
19,187,534
17,364,422
15,476,737
13,525,500
11,502,783
9,406,326
7,403,403
5,819,422
4,147,625
2,453,013
993,900
WasteWater Debt Service 3,500,000 �------------------------
3,000,000 +----n""'H--l!tlt--<
2,500,000 r--,__. -
2,000,000 �-
1,500,000 fo---I---I---I--
I
-
-
--
-
�
I
-
-
--1---
1,000,000 t- 1-- I-- -I---I--
500,000 � -1---
+ 4- +
1---1- -r---
-
-
-
,
-
rl N M � � � � 00 � 0 rl N M � � � � 00 � 0 0 0 0 0 0 0 0 0 rl rl rl rl rl rl rl rl rl rl c c c c c c c c c c c c c c c c � � c
I •PRINCIPAL [!]INTEREST I
247
. . • . !
SANITATION FUND
The Sanitation Fund is an enterprise fund that
accounts for the activities of collecting and
disposing of residential and commercial refuse in
the City. This area is also responsible for a
recycling program and Clean and Green
activities 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 expected
to be $4,258,500 in FY 01. This is an increase
of approximately 6.6% over the FY 00 year end
estimate. The residential and commercial
customer bases are expected to grow by 2-3%
based on analysis of building permits and
population growth. A rate increase of 50 cents
per month for residential sanitation service is
included in the approved budget. Also included
is an increase in the roll off rate that is expected
to generate $29,900 annually. The rate
increase is approved to cover the additional cost
associated with adding a residential sanitation
route, as well as adding an additional street
sweeper.
248
There are three Service Level Adjustments
(SLAs) approved for FY 01 totaling $381,280.
These SLAs consist of: 1) $218,110 for an
additional residential route, 2) $153, 170 for an
additional street sweeper and operator and 3)
$10,000 to implement a pilot recycling
program in multi-family housing areas.
Operating expenditures for the Sanitation Fund
in FY 01 are expected to increase 8.6% from
the FY 00 revised budget. This is primarily due
to the three recommended SLAs.
Nonoperating expenditures in the Sanitation
Fund are expected to increase 66% compared
to the FY 00 revised budget. This is due to the
transfer of $370,000 to General Government
Capital Projects as a contribution to the new
Municipal Court building.
The Sanitation Fund will continue to provide
funding for Brazos Beautiful, an outside agency
dedicated to beautification and litter abatement.
College Station's portion of Brazos Beautiful' s
approved budget for FY 01 is $37,800.
$12,500 of that amount is for their base
budget. The remaining $25,000 of the
approved budget is for a beautification grant to
enhance the gateways into the City. This will be
the second year the beautification grant is
approved to be included in the Brazos Beautiful
budget.
REVENUES
RESIDENllAL $
COMMERCIAl/INDUSTBlAL
OTIIER OPERATING
INVESTMENT EARNINGS
OTIIER NONOPERATING
TOTAL REVENUES $
EXPENDITURES AND TRANSFERS
RESIDENllAL $
COMMERCIAL
PAY PIAN ADJUSTMENTS
GENERAL & ADMIN. TRANSFERS
OUTSIDE AGENCY FUNDING
CONTINGENCY
TOTAL OPERATING
CITY OF COLLEGE STATION
SANITATION FUND
SUMMARY
FYOO FYOO FYOl
FY99 REVISED YEAR-END BASE
ACTIJAL BUDGET ESTIMATE BUDGET
2,198,481 $ 2,268,100 $ 2,390,571 $ 2,462,300
1,285,975 1,380,200 1,451,695 1,495,200
70,058 99,060 45,820 45,700
131,859 139,640 106,080 100,800
62,265 25,810 1,500 1,500
3,748,638 $ 3,912,810 $ 3,995,666 $ 4,105,500
1,771,099 $ 1,857,011 $ 1,857,011 $ 1,803,250
1,289,643 1,574,485 1,574,485 1,508,528
0 0 0 27,748
341,919 374,168 374,168 410,198
41,250 37,000 37,000 37,800
0 50,000 0 50,000
EXPEND. AND TRANSFERS $ 3,443,911 $ 3,892,664 $ 3,842,664 $ 3,837,524
NONOPERATINGEXPENDITURES
ECONOMIC DEVELOPMENT $ 8,200 $ 12,500 $ 12,500 $ 12,500
DEBT SERVICE TRANSFER 120,014 120,014 120,014 0
OTIIER NON OPERATING 0 0 0 370,000
RETURN ON INVESTMENT 176,475 262,300 262,300 273,000
TOTAL NONOPERATING
EXPENDITURES $ 304,689 $ 394,814 $ 394,814 $ 655,500
TOTAL OPERATING AND
NONOPERATING EXP & TRANSFERS $ 3,748,600 $ 4,287,478 $ 4,237,478 $ 4,493,024
INCREASE (DECREASE) IN
WORKING CAPITAL $ 38 $ (374,668) $ (241,812) $ (387,524)
BEGINNING WORKING CAPITAL $ 2,119,919 $ 2,119,957 $ 2,119,957 $ 1,878,145
ENDING WORKING CAPITAL $ 2,119,957 $ 1,745,289 $ 1,878,145 $ 1,490,621
249
FYOl %CHANGE IN
APPROVED BUDGET FROM
BUDGET FYOO TO FYOl
$ 2,585,400 13.99%
1,525,100 10.50%
45,700 (53.87%)
100,800 (27.81%)
1,500 (94.19%)
$ 4,258,500 8.83%
$ 2,203,557' 18.66%
1,517,249 ,, (3.64%)
0 N/A
417,062 11.46%
37,800 2.16%
50,000 0.00%
$ 4,225,668 8.55%
$ 12,500 0.00%
0 (100.00%)
370,000 N/A
273,000 4.08%
$ 655,500 66.03%
$ 4,881,168 13.85%
$ (622,668)
$ 1,878,145
$ 1,255,477
.•. :
',•.,
SANITATION FUND -SOURCES
INVESTMENT
EARNINGS
2%
COMMERC IAL
31%
OTHEROPER.
1%
SANITATION FUND -USES
OTHER
TRANSFERS
9%
250
61%
RESIDENTIAL
44%
ACTIVITY
RESIDENTIAL COUECTION
COMMERCIAL COUECllON
DIVISION TOTAL
CLASSIACA TION
SALARIES & BENEATS
SUPPLIES
MAINIBNANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DIVISION TOTAL
ACTIVITY
RESIDENTIAL COUECTION
COMMEROAL COUECTION
DIVISION TOTAL
SERVICE l.EVEL ADJUSTMENTS
RESIDENTIAL COUECTION
CITY OF COLLEGE STATION
SANITATION
SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED
ACTUAL BUDGET YEAR END
FY 98-99 FY 99-00 FY99-00
$ 1,771,297 $ 1,857,011 $ 1,810,042
1,289,644 1,574,485 1,498,332
$ 3 060 941 $ 3 431 496 $ 3 308 374
EXPENDITURE BY CLASSIACATION
REVISED ESTIMATED
ACTUAL BUDGET YEAR END
FY98-99 FY99-00 FY 99-00
$ 947,741 $ 1,049,774 $ 1,054,958
140,793 157,581 154,306
306,160 354,210 354,210
1,630,628 1,862,372 1,732,371
35,619 7,559 12,529
$ 3060 941 $ 3 431 496 $ 3 308 374
PERSONNEL SUMMARY BY ACTIVITY
REVISED
ACTUAL ACTUAL BUDGET
FY97-98 FY98-99 FY99-00
19.5 22.5 22.5
9.0 9.0 10.0
28.5 31.5 32.5
Additional Route Manager and Automated Side
Loading Truck
Additional Equipment Operator and Street Sweeper
Implement and Operate a Multi-Family , Pilot Recycling
Collection Program
251
BASE
BUDGET
FY 00-01
$ 1,803,250
1,508,528
$ 3 311 778
BASE
BUDGET
FY 00-01
$ 1,033,328
153,870
359,870
1,757,210
7,500
$ 3 311 778
BASE
BUDGET
FY 00-01
22.5
10.0
32.5
$ 218,110
153,170
10 000
$ 381,280
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 2,203,557 18.66%
1,517,249 (3.64%)
$ 3 720 806 8.43%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 1,120,046 6.69%
169,340 7.46%
366,730 3.53%
1,798,890 (3.41%)
265,800 3416.34%
$ 3 720 806 8.43%
AAPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
24.5 8.89%
10.0 0.00%
34.5 6.15%
'.···
... ··
PARKING ENTERPRISE FUND
The Parking Enterprise Fund was created to
account for revenues and expenditures resulting
from operation of the City's parking facilities. In
FY 01 these revenues will come from the Patricia
Street parking lot. The funds for capital
expenditures for the College Main Parking
Garage are included in the capital projects
budget. The parking. garage is expected to open
by the fall of 2001.
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
are estimated to be $ 99, 600 and parking fines
are projected to be $41,200. This estimate is
based on projected customer demand for parking
at the facility multiplied by the hourly charges per
parking space. Interest from investments is
expected to be approximately $3,000.
252
Expenditures related to the Patricia Street parking
lot are forecast to be $166,887. Included in the
approved budget is a service level adjustment for
a Parking Supervisor, This position will be
responsible for overall parking operations
including City-owned parking facilities such as the
Northgate Parking Lot and the Northgate Parking
Garage.
The ending fund balance for FY 01 is expected to
be $97,402.
CITY OF COLLEGE STATION
PARKING ENTERPIDSE
FUND SUMMARY
FYOO FYOO FYOl FYOl % CHANGE JN
FY99 REVISED YEAR-END BASE APPROVED BUDGET FROM
AC1UAL BUDGET ESTIMATE BUDGET BUDGET FYOO TOFYOl
BEGINNING RJND BAIANCE $ 13,202 $ 108,054 $ 108,054 $ 120,489 $ 120,489
REVENUES
PARKING FEES $ 99,683 $ 100,000 $ 96,700 $ 99,600 $ 99,600 (0.40%)
CHARGES FOR GOODS/SERVICES 0 0 0 0 0 N/A
PARKING FINES 55,641 70,000 40,000 41,200 41,200 (41.14%)
BOND REVENUE 0 0 0 0 0 N/A
INVESTMENT INTEREST 0 3,760 3,000 3,000 3,000 (20.21%)
OTHER 659 0 0 0 0 N/A
TOTAL REVENUES $ 155,983 $ 173,760 $ 139,700 $ 143,800 $ 143,800 (17.24%)
EXPENDl1URES
PARKING LOT $ 61,131 $ 124,074 $ 127,265 $ 91,208 $ 166,887 34.51%
PAY PLAN ADJUSTMENTS 0 0 0 681 0 N/A
CONTINGENCY 0 0 0 0 0 N/A
TOTAL EXPENDITTJRES $ 61,131 $ 124,074 $ 127,265 $ 91,889 $ 166,887 34.51%
INCREASE (DECREASE)
IN FUND BAIANCE $ 94,852 $ 49,686 $ 12,435 $ 51,911 $ (23,087)
ENDING RJND BAIANCE $ 108,054 $ 157,740 $ 120,489 $ 172,400 $ 97,402
253
. :: .: .
.·\. ·· ..
PARKING ENTERPRISE FUND -SOURCES
INVESTMENT
INTEREST
2%
PARKING ENTERPRISE FUND -USES
254
DNISION
PARKING
DNISION TOTAL
CLASSIRCATION
SALARIES & BENERTS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DN!SION TOTAL
DNISION
PARKING
DNISION TOTAL
SERVICE LEVEL ADJUSTMENTS
PARKING
CITY OF COLLEGE STATION
PARKING ENTERPRISE FUND
DIVISION SUMMARY
EXPENDITURE BY ACTNITY
REVISED ESTIMATED BASE
ACTUAL BUDGET YE AR END BUDGET
FY 98-99 FY99-00 FY 99-00 FY 00-01
$ 61,134 $ 124,074 $ 134,825 $ 91,208
$ 61 134 $ 124 074 $ 134 825 $ 91 208
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YE AR END BUDGET
FY 98-99 FY99-00 FY99-00 FY 00-01
$ 51,049 $ 59,060 $ 58,196 $ 59,985
3,730 6,955 6,709 7,092
437 2,945 2,945 3,003
4,533 21,114 32,975 21,128
1,385 34,000 34,000 0
$ 61 134 $ 124 074 $ 134 825 $ 91 208
PERSONNEL SUMMARY BY ACTNITY
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY 97-98 FY98-99 FY99-00 FY 00-01
3.0 3.0 3.0 3.0
3.0 3.0 3.0 3.0
Northgate Parking Structure Parking Supervisor
155
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 166,887 34.51%
$ 166 887 34.51%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 105,387 78.44%
7,892 13.47%
3,603 22.34%
23,935 13.36%
26,070 (23.32%)
$ 166 887 34.51%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTO FYOl
4.0 33.33%
4.0 33.33%
$74 998
$74,998
·. :·
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 increase by 15% from the FY 00
year end estimate. This increase is due to steady
growth in tonnage taken to the landfill.
Approved expenditures for landfill operations are
$2,576,046, which reflects a 17% increase from
256
the FY 00 revised budget. $334, 170 of this
amount is in Service Level Adjustments. These
SLAs consist of the following amounts:
• $186,870 for design, construction and
quality assurance testing for Pre-Subtitle D
final cover at the Rock Prairie Road Landfill.
" $60,000 to construct and maintain a de
mudder at the Rock Prairie Road Landfill.
• $87,300 to purchase a 100 ton automated
heavy duty trash scale.
The Administration approved budget is
$1,274,545, which represents a 1 % decrease in
expenditures from the FY 00 revised budget
Non-departmental expenses for the FY 01 budget
are estimated at $2,586,838, which represents a
323% increase from the FY 00 revised budget.
The increase is a direct result of a decision to
replace several significant pieces of equipment, as
well as to begin setting aside funds on an annual
basis for fleet replacement for BVSWMA.
CITY Of COllEGE STATION
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY (BVSWMA)
FUND SUMMARY
FY99 -00 FY99-00 FY00-01 FY 00-01 %CHANGE IN
FY98-99 REVISED YEAR-END BASE APPROVED BUDGET FROM
AC1UAL BUDGET ESTIMATE BUDGET BUDGET FYOO TO FYOl
REVENUES
LANDFIIL CHARGES $ 5,142,222 $ 4,343,708 $ 4,950,000 $ 5,062,500 $ 5,062,500 16.55%
INTEREST 324,932 100,000 370,000 400,000 400,000 300.00%
OTHER 46,097 51,400 40,000 710,500 710,500 1282.30%
TOTAL REVENUES $ 5,513,251 $ 4,495,108 $ 5,360,000 $ 6,173,000 $ 6,173,000 37.33%
EXPENDI1URES AND TRANSFERS
LANDFIIL OPERATIONS $ 2,129,973 $ 2,206,276 $ 2,206,276 $ 2,222,457 $ 2,576,046 16.76%
ADMINISTRATIVE 861,970 1,289,381 1,289,381 1,270,394 1,274,545 (1.15%)
EXPEND & TRANSFERS SUBTOTAL 2,991,943 $ 3,495,657 $ 3,495,657 $ 3,492,851 $ 3,850,591 10.15%
DEPARTMENTAL-NON-OPERATING
CONTRIBUTIONS $ 500 $ 8,000 $ 8,000 $ 8,000 $ 8,000 0.00%
OTHER 0 0 0 0 0 NIA
DEPT. NON-OPERATING SUBTOTA $ 500 $ 8,000 $ 8,000 $ 8,000 $ 8,000 0.00%
NON-DEPARTMENTAL
PRINCIPAL PAYMENTS $ 484,124 $ 297,837 $ 297,837 $ 31,437 $ 31,437 (89.44%)
INTEREST PAYMENTS 46,214 15,756 15,756 275 275 (98.25%)
TRANSPORTATION -BRYAN 50,000 50,000 0 0 0 (100.00%)
GENERAL & ADMIN. TRANSFERS 133,930 135,000 135,000 177,126 177,126 31.20%
F1EET REPIACEMENT 6,000 0 0 2,278,000 2,278,000 NIA
PAY PLAN ADJUSTMENTS 0 0 0 0 0 NIA
CONTINGENCY 0 112,891 0 100,000 100,000 (11.42%)
NON-DEPARTMENTAL SUBTOTAL $ 720,268 $ 611,484 $ 448,593 $ 2,586,838 $ 2,586,838 323.04%
TOTAL OPERATING EXPENDI1URES
AND TRANSFERS 3,712,711 $ 4,115,141 $ 3,952,250 $ 6,087,689 $ 6,445,429 56.63%
INCREASE (DECREASE) IN WORKING
CAPITAL FROM OPERATIONS 1,800,540 $ 379,967 $ 1,407,750 $ 85,311 $ (272,429) (171.70%)
GAAP ADJUSTMENT $ 35,534
BEGINNING WORKING CAPITAL $ 4,796,790 $ 6,597,328 $ 6,632,864 $ 8,040,614 $ 8,040,614
ENDING WORKING CAPITAL $6,632,864 $ 6,977,295 $ 8,040,614 $ 8,125,925 $ 7,768,185
151
·.•
·' ·:
OTHER
12%
0.1%
BVSWMA FUND -SOURCES
�---.,
INVEST.
EARNINGS
6%
BVSWMA FUND -USES
CONTINGENCY
1.6%
OTHER
2.8%
ADMIN.
DEBT SERVICE 19.8%
0.5%
82%
lANDFILL OPS.
40.0%
CITY OF COLLEGE STATION
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY
FUND SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
DIVISION FY 98-99 FY99-00 FY 99-00 FY 00-01
LANDFILL OPERATIONS $ 2,127,858 $ 3,171,276 $ 3,037,111 $ 2,222,457
BVSWMA ADMINISTRATION 861,972 1,291,881 1,332,836 1,270,394
BVSWMA FUND TOTAL $ 2 989 830 $ 4 463 157 $ 4 369 947 $ 3 492 851
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
CLASSIF!CA TION FY 98-99 FY99-00 FY 99-00 FY 00-01
SALARIES & BENEFITS $ 901,341 $ 1,011,677 $ 1,109,015 $ 970,401
SUPPUES 207,052 418,675 380,883 408,130
MAINTENANCE 143,427 304,820 345,610 353,000
PURCHASED SERVICES 844,045 2,484,385 2,423,702 1,761,320
CAPITAL OUTLAY 893 965 243 600 110 737 0
BVSWMA FUND TOTAL $ 2 989 830 $ 4 463 157 $ 4 369 947 $ 3 492 851
PERSONNEL SUMMARY BY DIVISION
ESTIMATED BASE
ACTUAL ACTUAL YEAR END BUDGET
DIVISION FY 97-98 FY 98-99 FY 99-00 FY 00-01
LANDFILL OPERATIONS 20.5 22.5 22.5 22.5
BVSWMA ADMINISTRATION 3.0 4.0 4.0 4.0
BVSWMA FUND TOTAL 23.5 26.5 26.5 26.5
SERVICE LEVEL ADJUSTMENTS
LANDFILL OPERATIONS Design, Construction, and Quality Assurance testing for Pre-
Subtitle D Final Cover $
Construct and Maintain a De-Mudder at Rock Prairie Road
Purchase 100 ton automated Heavy Duty Truck Scale
259
$
186,870
60,000
87,300
334,170
APPROVED
BUDGET
FY 00-01
$ 2,576,046
1,274,545
$ 3 850 591
APPROVED
BUDGET
FY 00-01
$ 1,026,341
436,630
353,000
1,955,120
79 500
$ 3 850 591
APPROVED
BUDGET
FY 00-01
22.5
4.0
26.5
o/oCHANGE IN
BUDGET FROM
FYOO TO FYOl
(18.77%)
(1.34%)
113.72%)
o/oCHANGEIN
BUDGET FROM
FY 00 TO FY 01
1.45%
4.29%
15.81%
(21.30%)
167.36%)
113.72%)
o/oCHANGE IN
BUDGET FROM
FY 00 TO FY 01
0.00%
0.00%
0.00%
·. : ..
·,
.•.
Embracing the Past
".· :
Exploring the Future
260'
UTILITIES
CAPITAL PROJECTS BUDGET
The City of College Station develops and adopts a five
year Capital Improvements Project List. The list is
updated annually and is presented for City Council
review as a part of the annual budget process. The list
consolidates all anticipated capital needs for which
funding authorization exists. The list is divided into
several sections depending on the services provided
and the funding source. The City operates under the
laws of the State of Texas and the City of College
Station's Home Rule Charter.
The City can authorize the issuance of revenue bonds.
Revenue bonds will be issued any time that there is a
need to finance capital construction or acquisition and
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.
The City anticipates issuing an estimated $19.5 million
in revenue bonds in FY 01. These bonds will be used
for a number of significant water and wastewater
capital projects.
Capital projects often result in assets that require
continuing maintenance and repair. Some also reduce
existing maintenance and repair costs. Among the
decisions and proposals that accompany capital
project recommendations is an analysis of potential
ongoing costs.
UTILITY CAPITAL PROJECTS
Electric Capital Projects
New services and system extensions are anticipated to
cost $1,300,000 in FYOl as new customers are
added. Streetlight projects are also included in the
approved Electric Fund Capital budget. These include
a continuation of the historic street light project, which
is funded at $140,000, as well as other street lights in
residential and thoroughfare areas. $400,000 is also
included for the final phase of the Fiber Optic Loop
Project. Current revenues from operations to fund
these projects are approved to be $3,520,000.
Water Capital Projects
Water capital projects scheduled for FY 01 include
$632,000 for phase 4 of the Eastgate system
rehabilitation project and $250,000 for distribution
system rehabilitation.
Several significant transmission and distribution
expansions are also included in the approved budget.
These include the construction of water well #6,
261
$2,286,286; the addition of cooling towers,
$2,065,070; and the parallel transmission line,
$8,657,150. These projects are all designed to
expand the water capacity in College Station. Other
significant projects include $800,000 for Westside
Water Services and $620,000 to begin the relocation
of the elevated storage tank on Texas Avenue.
$3,500,000 in current revenues from operations are
approved to fund water capital projects.
Wastewater Capital Projects
Wastewater capital projects totaling $11,389,406 are
included in the approved budget. This includes
$6,676,306 for the Lick Creek Wastewater Treatment
Plant expansion. This plant expansion is needed to
keep pace with the growth that is occurring in College
Station. Other significant projects include $704,000
for the next phase of the Eastgate Residential
Rehabilitation project, $1,300,000 for the relocation
of lines along Texas Avenue as part of the Texas
Avenue Widening Project, $500,000 for Westside
Wastewater services, and $1,000,000 for the next
phase of the Northeast Trunk Line expansion.
Drainage Capital Projects
Major drainage projects planned for next year include
2 significant Bee Creek projects totaling $2,740,000.
Also proposed is $785,000 for Greenways Projects.
ADDITIONAL O&M COSTS
With the addition of new facilities and infrastructure
additional operations and maintenance costs might be
incurred. In the case of infrastructure rehabilitation, the
expectation is that O&M costs will decrease for those
areas the project targeted. However, difficulty arises
when attempting to quantify the cost savings of the
rehabilitation since resources are used elsewhere and
not removed from departmental budgets.
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY 98-99 FY99-00 FY99-00
BEGINNING FUND BAIANCE: $ (236,549) $ 18,029 $ 18,029
UTIU1Y REVENUE BONDS $ 0 $ 0 $ 0
INTEREST ON INVESTMENTS $ (63,650) $ 25,000 $ 20,000
OTHER 117,992 0 0
EXPENDITURES FROM OPERATIONS 4 167 374 4 763 100 4 763 100
SUBTOTAL ADDIDONAL RESOURCES $ 4.221,716 $ 4,788,100 $ 4,783,100
TOTAL RESOURCES AVAILABLE $ 3,985,167 $ 4,806,129 $ 4,801,129
CAPITAL PROJECTS:
NEW SERVICES & SYSTEM EXT. EDOOlO ANNUAL $ 1,268,726 $ 875,000 $ 697,421
RES. STREET UGHTING EDOOll ANNUAL 35,238 40,000 40,000
THOR. STREET UGHTING ED0012 ANNUAL 11,228 175,000 175,000
UNDERGROUND SYSTEM IMPRDV. ED0015 ANNUAL 16 100,000 314,583
.. ,
... ;••. · OVERHEAD SYSTEM IMPROV. ED0014 ANNUAL 162,096 50,000 192,570
COMMUNITY ENHANCEMENT ED0013 ANNUAL 322,147 700,000 700,000
use IMPROVEMENTS EPOOOO ANNUAL 13,146 25,000 25,000
.... "
.. ·• SCAD A EPOOOl ANNUAL 19,193 25,000 25,000
; " SUBSTATION MODIFICATIONS ETOOOO ANNUAL 0 90,000 90,000
UCS BUILDING ME9601 $ 2,325,000 1,593,576 0 61,314
.. 1 FIBER OPTIC LOOP ME9701 1,100,000 263,924 300,000 300,000
BUSINESS PARKELEC. SERVICE ED1003 840,000 27,336 100,000 100,000
SWITCH STATION SUB CONVERSION ET9801 1,800,000 152,917 1,597,400 1,647,083
TEXAS AVE URD EL9408 1,400,000 23,872 0 0
TRANSMISSION METERING ET9902 160,000 4,858 200,000 200,000
NORHTGATE SUBSTATION TBD 1,800,000 0 0 0
BEE CREEK DUAL CIRCUIT 300,000 0 0 0
GREENS PRAIRIE DUAL CIRCUIT 170,000 0 0 0
TEXAS AVENUE FEEDER TIE 990,000 0 0 0
WELSH NORTH FEEDER TIE 60,000 0 0 0
SHENANDOAH FEEDER 300,000 0 0 0
SUBSTATION EQUIPMENT REPLACEMENT 500,000 0 0 0
UNCOLN-EISENHOWER RECONDUCTOR 160,000 0 0 0
STATE HWY 40 FEEDER 700,000 0 0 0
CLOSED PROJECTS 189,231 0 0
GENERAL AND ADMINISTRATIVE NIA 164 047 102 500 102 500
TOTAL EXPENDITURES $ 12,605,000 $ 4,251,551 $ 4,379,900 $ 4,670,471
GAAP ADJUSTMENT $ 284,413
ENDING FUND BALANCE: $ 18,029 $ 426,229 $ 130,658
Notes:
1 -Total project budget is 1,600,000 with 1,100,000 funded by Electlic Fund revenue and 500,000 funded by General Government Revenues
262
$
$
$
$
$
$
$
$
ELECTIDC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
APPROVED PROJECTED
FY 00-01 FY 01-02
130,658 $ 378,658
0 $ 0
20,000 $ 20,000
0 0
3 520 000 3 900 000
3,540,000 $ 3,920,000
3,670,658 $ 4,298,658
1,300,000 $ 1,400,000
185,000 120,000
85,000 90,000
105,000 110,000
52,000 54,000
520,000 400,000
25,000 25,000
25,000 25,000
75,000 75,000
0 0
400,000 0
0 0
60,000 0
0 0
0 0
0 500,000
0 20,000
170,000 0
0 500,000
60,000 0
0 200,000
150,000 150,000
0 160,000
0 100,000
0 0
80 000 90 000
3,292,000 $ 4,019,000
378,658 $ 279,658
$
$
$
$
$
$
$
$
PROJECTED
FY 02-03
279,658 $
0 $
20,000 $
0
4 225 000
4,245,000 $
4,524,658 $
1,500,000 $
125,000
95,000
200,000
200,000
400,000
25,000
25,000
75,000
0
0
0
0
0
0
1,000,000
20,000
0
0
0
100,000
150,000
0
300,000
0
80 000
4,295,000 $
229,658 $
263'
PROJECTED
FY 03-04
229,658 $
0 $
20,000 $
0
3 800 000
3,820,000 $
4,049,658 $
1,600,000 $
60,000
100,000
300,000
200,000
400,000
25,000
25,000
75,000
0
0
0
0
0
0
300,000
260,000
0
0
0
0
100,000
0
300,000
0
80 000
3,825,000 $
224,658 $
PROJECTED
FY 04-05
224,658
0
20,000
0
2 875 000
2,895,000
3,119,658
1, 700,000
65,000
105,000
200,000
200,000
350,000
25,000
25,000
75,000
0
0
0
0
0
0
0
0
0
0
0
0
100,000
0
0
0
60 000
2,905,000
$
$
$
$
$
$
$
PROJECTED
FY 05-06
214,658
0
0
0
0
0
214,658
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
214,658 =$===21=4=,6=58=
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY98-99 FY99-00 FY99-00
BEGINNING FUND BALANCE: $ 3,281,095 $ 2,851,550 $ 2,851,550
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS $ 0 $ 7,300,000 $ 4,500,000
INTEREST ON INVESTMENTS 112,896 170,000 125,000
TRANSFERS FROM OPERATIONS 0 3,378,000 3,378,000
OTHER 1880 0 0
•.
SUBTOTAL ADDITIONAL RESOURCES $ 114,776 $ 10,848,000 $ 8,003,000
TOTAL RESOURCES AVAILABLE i 3,395,871 � 13,699,550 . � 10,854,550
OVERSIZED LINES WTOOOO ANNUAL $ 0 $ 50,000 $ 50,000
GREENSWORLD OP WT9602 0 0 236
DISTRIBUTION SYSTEM REHAB. WTOOOl ANNUAL 1,227 250,000 250,000
REHABILITATION PROJECTS:
EASTGATE WATER REHAB PHASE II WT9902 $ 643,000 $ 9,804 $ 0 $ 20,750
EASTGATE WATER REHAB PHASE DI WT0002 574,000 0 574,000 574,000
EASTGATE WATER REHAB PHASE N WT0104 632,000 0 0 0
EASTGATE WATER REHAB PHASE V TBD 628,000 0 0 0
EASTGATE WATER REHAB PHASE VI TBD 403,000 • 0 0 0
EASTGATE WATER REHAB PHASE Vil TBD 530,000 0 0 0
GREENS PRAIRIE STORAGE TANK REHAB. WT0003 378,000 0 378,000 378,000
NORTHGATE REHAB. PHASE I WT9805 500,000 6,203 300,000 300,000
SOUTHGATE WATER REHAB. STUDY WT0105 50,000 0 0 0
DISTRIBUTION AND TRANSMISSION
WELL #6 AND LINE WT0004 2,652,300 0 614,350 363,973
WELL #7 AND LINE TBD 2,150,000 0 0 0
WESTSIDE WATER SERVICES WT9703 4,200,000 45,600 850,000 850,000
TEXAS AVE. RELOCATION SOUTH WT9804 950,000 0 200,000 200,000
COOLING TOWERS WT9806 2,463,000 80 222,000 397,927
PARALLEL WATER TRANSMISSION WT0005 9,769,370 0 3,251,855 1,112,220
·•
.. #1 HIGH SERVICE PUMP WT1018 1,goo,000 783 0 179,700
HARLEY WATER IMPACT FEE MAIN WT9905 359,000 128,030 0 18,639
RACETRACK LINE WT9907 0 9,005 0 31,149
GREENS PRAffilE WATER LINE REPLACEMENT TBD 750,000 0 0 0
DOWLING ROAD 5MG GST TBD 2,500,000 0 0 0
PARK PLACE ELEVATED WATER STORAGE TBD 3,500,000 0 0 150,000
ROCK PRAffilE WATER EXTENSION WT0102 2,000,000 0 0 0
KNOLL AREA WATER LINE TBD 285,000 0 0 0
AMS WATER LINE EXTENSION WT0103 100,000 0 0 0
CLOSED PROJECTS N/A 301,577 0 0
GENERAL AND ADMINISTRA TNE N/A 57,902 118,600 118,600
DEBT ISSUANCE COST N/A 0 150 000 61 000
TOTAL EXPENDITURES $ 37,016,670 $ 560,211 $ 6,958,805 $ 5,056,194
GAAP ADJUSTMENT $ 15,890
ENDING FUND BALANCE: $ 2,851,550 $ 6,740,745 $ 5,798,356
264
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 00-01 FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06
$ 5,798,356 $ 2,750 $ 109,750 $ 212,750 $ 132,750 $ 342,750
$ 8,200,000 $ 5,550,000 $ 0 $ 0 $ 0 $ 0
160,000 50,000 50,000 50,000 50,000 50,000
3,500,000 4,250,000 1,850,000 3,150,000 1,500,000 0
0 0 0 0 0 0
$ 11,860,000 $ 9,850,000 $ 1,900,000 $ 3,200,000 $ 1,550,000 $ 50,000
� 17,658,356 � 9,852,750 � 2,009,750 � 3,412,750 � 1,682,750 � 392,750
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
0 0 0 0 0 0
250,000 250,000 250,000 250,000 250,000 250,000
$ 0 $ 0 $ 0 $ 0 $ 0 $ 0
0 0 0 0 0 0
632,000 0 0 0 0 0
0 628,000 0 0 0 0
0 0 403,000 0 0 0
0 0 0 530,000 0 0
0 0 0 0 0 0
0 0 0 0 0 0
50,000 0 0 0 0 0
2,286,286 0 0 0 0 0
0 2,150,000 0 0 0 0
800,000 850,000 850,000 850,000 0 0
750,000 0 0 0 0 0
2,065,070 0 0 0 0 0
8,657,150 0 0 0 0 0
837,100 0 0 0 0 0
0 0 194,000 0 0 0
0 0 0 0 0 0
0 750,000 0 0 0 0
0 0 0 1,500,000 1,000,000 0
620,000 2,730,000 0 0 0 0
200,000 1,800,000 0 0 0 0
0 285,000 0 0 0 0
100,000 0 0 0 0 0
0 0 0 0 0 0
258,000 150,000 50,000 100,000 40,000 30,000
100 000 100 000 0 0 0 0
$ 17,655,606 $ 9,743,000 $ 1,797,000 $ 3,280,000 $ 1,340,000 $ 330,000
$ 2,750 $ 109,750 $ 212,750 $ 132,750 $ 342,750 $ 62,750
2'65
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGHFISCAL YEAR 2005-2006
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY98-99 FY99-00 FY99-00
BEGINMNG FUND BAIANCE: $ 3,586,419 $ 1,776,940 $ 1,776,940
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS $ 0 $ 9,650,000 $ 6,000,000
INTEREST ON INVESTMENTS 112,396 175,000 150,000
OTHER 26,971 0 0
SUBTOTAL ADDITIONAL RESOURCES $ 139,367 $ 9,825,000 $ 6,150,000
TOTAL RESOURCES AVAILABLE $ 3,725,786 $ 11,601,940 $ 7,926,940
Collection
COLLECTION SYSTEM REHAB. SS9800 ssoooo ANNUAL $ 1,166 $ 250,000 $ 118,000
OVERSIZE PARTICIPATION SSOOOl ANNUAL 436 50,000 50,000
GRAHAM ROAD IMPACT FEE LINE PHASE II & Ill SS9802 $ 417,000 349 417,000 417,000
.. EASTGATE RES. REHAB. PH. I SS9814, SS9408 SS9704
..
545,000 447,077 0 22,572
EAST GATE RES. REHAB. PH. II SS9903 444,000 9,966 0 88,283
·'· EAST GATE RES. REHAB. PH. III SS0002 466,000 0 466,000 466,000
EAST GA TE RES. REHAB. PH. IV SS0102 704,000 0 0 0
EAST GATE RES. REHAB. PH. V TBD 541,000 0 0 0
t>., .
·!. EAST GA TE RES. REHAB. PH.VI TBD 563,000 0 0 0
EAST GATE RES. REHAB. PH. VII TBD 503,000 0 0 0
OAKS PARK REHAB SS0005 132,000 0 0 132,000
MILNER STREET SEWER LINE SS0006 0 0 464
SLUDGE HANDLING SS9803 275,000 9,989 0 0
NORTHGATE REHAB PH. I SS9804 1,700,000 141,805 1,150,000 1,150,000
TX. A VE. S. WIDENING SEWER PHASE II SS0003 1,600,000 0 300,000 300,000
WESTSIDE SEWER SERVICE SS9702 1,000,000 27,168 500,000 500,000
NORTHEAST TRUNK EXPAN. PHASE I SS9805 1,975,000 171,339 1,300,000 1,300,000
, ...
NORTHEAST TRUNK EXPAN. PHASE II TBD 1,000,000 0 0 0
NORTHEAST TRUNK EXPAN. PHASE III TBD 650,000 0 0 0
SOUTHGATE REHAB. PH. I TBD 150,000 0 0 0
ALUM CREEK SEWER LINE 1 SS9808 396,000 184,574 0 183,000
SPRING CREEK PH. I 1 559809 720,000 594,716 0 297
SPRING CREEK PH. II SS9902 580,000 518 0 890,000
CHRSTINE LANE SEWER PH II SS9817 841,000 306,321 0 534,000
PAINT CLARIFIERS 4 B & SB 559904 65,000 9,239 0 0
I&! REDUCTION PROGRAM SS0007 0 0 0 69
266
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGHFISCAL YEAR 2005-2006
APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 00-01 FY 01-02 FY 02-03 FY03-04 FY04-05 FY05-06
$ 20,339 $ 30,933 $ 38,718 $ 718 $ 17,718 $ 157,718
$ 11,300,000 $ 6,850,000 $ 900,000 $ 900,000 $ 500,000 $ 300,000
100,000 60,000 55,000 50,000 50,000 50,000
0 0 0 0 0 0
$ 11,400,000 $ 6,910,000 $ 955,000 $ 950,000 $ 550,000 $ 350,000
$ 11,420,339 $ 6,940,933 $ 993,718 $ 950,718 $ 567,718 $ 507,718
$ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000
50,000 50,000 50,000 50,000 50,000 50,000
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
704,000 0 0 0 0 0
0 541,000 0 0 0 0
0 0 563,000 0 0 0
0 0 0 503,000 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 250,000 0 0 0 0
0 0 0 0 0 0
1,300,000 0 0 0 0 0
500,000 0 0 0 0 0
0 0 0 0 0 0
1,000,000 0 0 0 0 0
0 650,000 0 0 0 0
0 50,000 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
150,000 50,000 50,000 50,000 50,000 50,000
267
... '.•,
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGHFISCAL YEAR 2005-2006
Treatment
LICK CREEK TRUNK & PLANT EXPANSION
ODOR CONTROL
CLOSED PROJECTS
GENERAL AND ADMINISTRA TlVE
DEBT ISSUANCE COST
TOTAL EXPENDITIJRES
GAAP ADJUSTMENT
ENDING FUND BAIANCE:
Notes:
1 -These projects will be reimbursed by impact fees .
PROJECT
NUMBER
SS9806
SS9810
PROJECT
BUDGET
AMOUNT
$ 12,060,000 $
1,245,000
N/A
N/A
N/A
$ 28,572,000 $
$
$
263
REVISED
ACTUAL BUDGET
FY98-99 FY99-00
1,550 $ 4,150,000 $
89,978 450,000
208,347 0
174,815 230,200
0 125,500
2,379,353 $ 9,388,700 $
430,507
1,776,940 $ 2,213,240 $
ESTIMATED
FY99-00
571,145
873,571
0
230,200
80,000
7,906,601
20,339
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGHFISCAL YEAR 2005-2006
APPROVED
FY00-01
PROJECTED
FY 01-02
PROJECTED
FY 02-03
PROJECTED
FY 03-04
PROJECTED
FY 04-05
PROJECTED
FY05-06
$ 6,676,306 $ 4,811,215 $ 0 $
0
0 $
0
0 $
0
0
0
$
$
334,100
0
325,000
100,000
11,389,406 $
30,933 $
0
0 0 0 0 0
190,000 60,000 60,000 40,000 40,000
60,000 20,000 20,000 20,000 20,000
6,902,215 $ 993,000 $ 933,000 $ 410,000 $ 410,000
38,718 $ 718 $ 17,718 $ 157,718 $ 97,718
==== ==== ======
269
".
..
··.·.
.•.
;
,
·
..
'
.
·
DRAINAGE UTILITY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
PROJECT REVISED
PROJECT BUDGET ACTUAL BUDGET ESTIMATED
NUMBER AMOUNT FY 98-99 FY 99-00 FY99-00
BEGINNING FUND BALANCE: $ 1,784,827 $ 3,910,957 $ 3,910,957
ADDITIONAL RESOURCES:
UTILITY REVENUES $ 825,575 $ 863,000 $ 930,540
INTEREST ON INVESTMENTS 178,413 211,900 260,000
BOND PROCEEDS 1,432,900 785,000 0
SUBTOTAL ADDITIONAL RESOURCES $ 2,436,888 $ 1,859,900 $ 1,190,540
TOTAL RESOURCES AVAILABLE $ 4,221,715 $ 5,770,857 $ 5 101 497
BEE CREEK (COMBINED) SD9802 $ 2,000,000 $ 41,835 $ 1,770,000 $ 338,165
BEE CREEK PH. N & V. SDOOOl 1,400,000 0 280,000 280,000
WPC -CH IMP TX TO DARTMOU TH SD9901 1,200,000 22,285 1,195,000 1,177,715
WPC -DART /HOLL TO BYPASS TBD 800,000 0 0 0
GREENWA YS PROJECTS SD9903 3,640,000 0 1,285,000 500,000
MINOR DRAINAGE IMPROVEMENTS SD0002 ANNUAL 0 250,000 250,000
WILLOW BRANCH DETENTION SD0003 0 0 9,500
VIATEL DRAINAGE 35,000
CLOSED PROJECTS 207,720 0 0
GENERAL & ADMIN. 50,000 221,392 221,392
DEBT ISSUANCE COSTS 0 0 0
TOTAL EXPENDITURES $ 9,040,000 $ 321,840 $ 5,001,392 $ 2,811,772
GMP ADJUSTMENT $ 11,082
ENDING FUND BAIANCE: $ 3,910,957 $ 769,465 $ 2,289,725
27(}
DRAINAGE UTILITY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2000-2001 THROUGH FISCAL YEAR 2005-2006
APPROVED
FY00-01
$ 2,289,725
$ 958,500
195,000
785,000
$ 1,938,500
$ 4,228,225
$ 1,620,000
1,120,000
0
0
785,000
450,000
0
0
0
205,201
30 000
$ 4,210,201
$ 18,024
$
$
$
$
$
$
$
PROJECTED
FY 01-02
18,024
987,300
100,000
785,000
1,872,300
1,890,324
0
0
0
800,000
785,000
50,000
0
0
0
225,000
30 000
1,890,000
324
$
$
$
$
$
$
$
PROJECTED
FY 02-03
324
1,016,900
40,000
785,000
1,841,900
1,842,224
0
0
0
0
785,000
700,000
0
0
0
225,000
30 000
1,740,000
102,224
271
$
$
$
$
$
$
$
PROJECTED
FY 03-04
102,224
1,047,400
50,000
785,000
1,882,400
1,984,624
0
0
0
0
785,000
700,000
0
0
0
225,000
30 000
1,740,000
244,624
$
$
$
$
$
$
$
PROJECTED
FY 04-05
244,624
1,078,800
60,000
0
1,138,800
1,383,424
0
0
0
0
0
700,000
0
0
0
225,000
0
925,000
458,424
$
$
$
$
$
$
$
PROJECTED
FY 05-06
458,424
1,111,200
60,000
0
1,171,200
1,629,624
0
0
0
0
0
700,000
0
0
0
225,000
0
925,000
704,624
Embracing the Past
.... ··
.. ··.
Exploring the Future
·.•
272
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-1.
Hotel/Motel tax revenue is conservatively
projected to increase 2% in FY 01 over the FY 00
year end estimate. Positive revenue impacts are
expected to continue into the future with the
recent opening of new hotels, and continued
efforts to increase tourism in the area.
Conference Center rentals are another source of
revenue for the Hotel/Motel Fund. This revenue
is projected to increase by 15% in FY 01 over the
FY 00 budget estimate.
Other major sources of revenue are Wolf Pen
Creek concessions and ticket sales and Northgate
building rentals. Wolf Pen Creek ticket and
concessions budgeted revenue is expected to be
down 38% from FY 00.
Expenditures and transfers in the Hotel/Motel
Fund are projected to be $2,635,400, an increase
of 16% from the FY 00 year end estimate. This
change is primarily due to the approved increase
in outside agency funding request and activities
related to the Conference Center project.
Funding is included for City Operations that
qualify for Hotel/Motel expenditures. The
Conference Center approved budget is $260,520
for FY 01. Parks Programs and Events have
$410,234 in approved expenditures from the
Hotel/Motel Fune;!. This funding is for athletic,
entertainment and historical preservation activities
and Wolf Pen Creek Operations.
Approved service level adjustments include
$9,000 for air duct cleaning at the e�isting
273
Conference Center, $1, 000 for additional food
supplies at the Conference Center, and $7,195
for lighting enhancements to the Eternal Winds
Sculpture.
The Arts Council approved budget for FY 01 is
$245,400. This includes $195,000 for ongoing
operational costs. Funding is also approved to
continue the Art in Public Places Program,
$20,400: for an Arts Festival, $20,000, and for a
Performing Arts Center Concept, $10,000.
The Convention & Visitor's Bureau approved
budget is $645,000. This is below the FY 00 level
of funding by $20,000.
The approved budget for the Brazos Valley Sports
Foundation is $150,000. The Foundation has
requested an increase of $24,440 or 19%. The
Brazos Valley Sports Foundation was created to
market sporting events in the Bryan/College
Station area.
Debt service within the Hotel/Motel fund in FY 01
is $148,052. This is for the new Conference
Center debt service.
CITY OF COLLEGE STATION
HOTEL/MOTEL FUND
FUND SUMMARY
FYOO FYOO FYOl FYOl %CHANGE IN
FY99 REVISED YEAR-END BASE APPROVED BUDGET FROM
AC1UAL BUDGET ESTIMATE BUDGET BUDGET FYOOTO FYOl
BEGINNING FUND BAIANCE $ 973,322 $ 1,301,360 $ 1,301,360 $ 1,013,824 $ 1,013,824
.. REVENUES
TAXES $ 1,750,194 $ 1,854,000 $ 1,763,982 $ 1,799,300 $ 1,799,300 (2.95%)
TICKETS & CONCESSIONS 25,176 34,500 19,730 20,300 21,300 (38.26%)
RENTALS 111,131 103,600 115,688 119,200 119,200 15.06%
INVESTMENT EARMNGS 72,380 60,000 60,000 61,800 61,800 3.00%
OTHER 16,661 15,900 20,000 20,600 20,600 29.56%
TOTAL REVENUES $ 1,975,542 $ 2,068,000 $ 1,979,400 $ 2,021,200 $ 2,022,200 (2.21%)
TOTAL FUNDS AVAilABLE $ 2,948,864 $ 3,369,360 $ 3,280,760 $ 3,035,024 $ 3,036,024 (9.89%)
EXPENDinlRES AND TRANSFERS
Cl1Y OPERATIONS
CONFERENCE CENfER $ 237,587 $ 269,876 $ 264,055 $ 250,520 $ 260,520 (3.47%)
PARKS PROGRAMS & EVENTS 329,948 414,222 402,306 403,039 410,234 (0.96%)
NEW CONFERENCE CENfER DEBT 0 380,000 380,000 148,052 148,052 (61.04%)
NEW CONFERENCE CENfER 19,101 0 0 600,000 600,000 NIA
NEW CONF. CENfER OPERATIONS 0 0 0 130,000 130,000 NIA
NORIBGATE REVITALIZATION (6,500) 0
;
0 0 0 NIA
NOR1HGA1E DEBT SERVICE 58,615 58,615 58,615 0 0 (100.00%)
IUSTORIC NEIGHBORHOOD PROJ. 0 20,000 20,000 0 0 (100.00%)
.. OrnER 6,464 33,200 56,000 6,200 6,200 (81.33%)
TOTAL CflY OPERATIONS $ 645,215 $ 1,175,913 $ 1,180,976 $ 1,537,811 $ 1,555,006 32.24%
ORGANIZATIONS
CONVENTION & VISITORS BUREAU $ 621,260 $ 705,000 $ 665,000 $ 645,000 $ 645,000 (8.51%)
·• .. BRAZOS VAllEY SPORTS FOUND. 122,000 125,660 125,560 150,000 150,000 19.37%
ARTS COUNCll. 209,029 235,400 245,400 245,400 245,400 4.25%
BUSH LIBRARY CO MMITTEE 50,000 50,000 50,000 0 0 (100.00%)
TOTAL ORGANJZATIONS $ 1,002,289 $ 1,116,060 $ 1,085,960 $ 1,040,400 $ 1,040,400 (6.78%)
CONTINGENCY $ 0 $ 40,000 $ 0 $ 40,000 $ 40,000 0.00%
TOTAL OPERATING EXPENSES
AND TRANSFERS $ 1,647,504 $ 2,331,973 $ 2,266,936 $ 2,618,211 $ 2,635,406 13.01%
INCREASE (DECREASE)
IN FUND BALANCE $ 328,038 $ (263,973) $ (287,536) $ (597,011) $ (613,206)
ENDING FUND BAIANCE $ 1,301,360 $ 1,037,387 $ 1,013,824 $ 416,813 $ 400,618
274
HOTEL/MOTEL FUND - SOURCES
I INVEST. EARNINGS
TICKETS/
CONCESS.
1%
3% OTHER
RENTALS 1%
6%
HOTEL/MOTEL FUND -USES
ARTS COUNCIL
9%
BV SPORTS
FOUND.
6%
CONTINGENCY
2%
23%
FUTURE
CONFERENCE
CENTER OPERATIONS
5%
PARKS
PROGRMS/EVENTS
16%
6%
...
. '
·'·
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 received two grants for FY 01, 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) citizens. The City currently uses
this grant for owner-occupied rehabilitation
assistance, down payment assistance, and the
Optional Relocation Program. Funds are also
approved for Tenant Based Rental Assistance
(TBRA), eligible Community Development
Housing Organizations (CHOO) 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.
276
Community Development Funds are also used for
Public Facilities projects and are approved to be
used for improvements to Church Street, Cherry
Street and Lincoln/University Drive sidewalks.
15% of the CDBG funds are used to fund public
service agencies. A Joint Relief Funding Review
Committee makes recommendations on funding
these organizations.
$4,567,917 is approved to be budgeted for
Community Development Projects, $2,714,617
for CDBG eligible projects and $1,660,900 for
HOME eligible projects.
For FY 01, the City has 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 01 's grants include
$1,184,000 in CDBG funds and $537,000 in
HOME funds, along with a projected $20,000 in
program income.
CITY OF COLI.EGE STATION
COMMUNITY DEVELOPMENT FUND SUMMARY
FY99·00 FY 99-00 FY00-01 FY00-01 %CHANGE IN
FY 98-99 REVISED YEAR·END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FYOO TO FY 01
BEGINNING FUND BALANCE $ 46,161 $ 269,100 $ 241,448 $ 261,448 $ 261,448
REVENUES
GRANTS
CDBG $ 1,155,350 $ 2,427,462 $ 936,845 $ 2,694,617 $ 2,694,617 11.01%
HOME 525,125 1,413,482 589,532 1,660,900 1,660,900 17.50%
HOPE 78,006 0 0 0 0 N/A
PROGRAM INCOME 71,428 120,000 20,000 20,000 20,000 (83.33%)
LOAN REPAYMENTS 26,990 0 0 0 0 N/A
INTEREST ON LOANS 3,610 0 0 0 0 N/A
CEDAR CREEK PROCEEDS 0 184,760 0 192,400 192,400 4.14%
OTHER 97,835 0 0 0 0 N/A
TOTAL REVENUES $ 1,958,344 $ 4,145,704 $ 1,546,377 $ 4,567,917 $ 4,567,917 10.18%
TOTAL FUNDS AVAILABLE $ 2,004,505 $ 4,414,804 $ 1,787,825 $ 4,829,365 $ 4,829,365 9.39%
EXPENDITURES AND TRANSFERS
CDBG
HOUSING ASSIST /REHAB $ 19,902 $ 40,500 32,500 $ 37,200 $ 37,200 (8.15%)
OPTIONAL RELOCATION 107,287 99,900 0 119,300 119,300 19.42%
CLEARANCE/DEMOLITION 10,952 186,512 187,660 10,000 10,000 (94.64%)
ACQUISmONS 19,353 175,000 9,653 115,247 115,247 (34.14%)
INTERIM ASSISTANCE 4,846 5,000 5,000 5,000 5,000 0.00%
HOMEBUYER'S ASSISTANCE 0 0 0 0 0 N/A
COMMERCIAL REHABILITATION 189,018 276,374 37,751 340,323 340,323 23.14%
RENTAL REHAB 0 40,000 0 40,000 40,000 0.00%
PUBLIC SERVICES 178,894 177,900 169,005 186,495 186,495 4.83%
EXTERNAL PUBLIC FACILITY 280,534 0 0 0 0 N/A
CODE ENFORCEMENT 0 55,000 55,000 40,000 40,000 (27.27%)
REIMBURSED ADMIN 245,722 302,200 302,200 236,800 236,800 (21.64%)
OTHER CURRENT EXPENDITURES 790 0 0 20,000 20,000 N/A
GENERAL GOVT PROJECTS 11,570 150,000 0 381,400 381,400 154.27%
STREETS PROJECTS 88,555 939,076 138,076 1,182,852 1,182,852 25.96%
TOTAL CDBG EXP. $ 1,157,423 $ 2,447,462 $ 936,845 $ 2,714,617 $ 2,714,617 10.92%
HOME
HOUSING ASSIST/REHAB $ 13,786 $ 137,400 $ 53,075 $96,325 $ 96,325 (29.89%)
OPTIONAL RELOCATION (1,165) 290,385 76,750 601,250 601,250 107.05%
CLEARANCE/DEMOLITION 0 0 0 0 0 N/A
HOMEBUYER'S ASSISTANCE 37,377 147,423 124,420 326,253 326,253 121.30%
CHDO/CHDO OPER. EXP. 45,000 355,650 140,000 322,950 322,950 (9.19%)
NEW CONSTRUCTION 400,216 502,949 7,600 195,234 195,234 (61.18%)
TENANT BASED RENTAL ASST. 0 25,000 0 25,000 25,000 0.00%
CHDO OPERATING EXPENSES 0 26,800 0 0 0 (100.00%)
REIMBURSED ADMIN 99,682 227,875 187,687 93,888 93,888 (58.80%)
CAPITAL OUTLAY 0 0 0 0 0 N/A
TOTAL HOME EXP. $ 594,896 $ 1,713,482 $ 589,532 $ 1,660,900 $ 1,660,900 (3.07%)
HOPE
HOUSING ASSIST /REHAB $ 589 $ 0 $ 0 $ 0 $ 0 N/A
REIMBURSED ADMIN 10,149 0 0 0 0 N/A
TOTAL HOPE EXP. $ 10,738 $ 0 $ 0 $ 0 $ 0 N/A
CEDAR CREEK
AFFORDABLE HOUSING $ 0 $ 184,760 $ 0 $ 192,400 $ 192,400 4.14%
TOTAL CEDAR CREEK EXP. $ 0 $ 184,760 $ 0 $ 192,400 $ 192,400 4.14%
TOTAL OPERATING EXPENSES
AND TRANSFERS $ 1,763,057 $ 4,345,704 $ 1,526,377 $ 4,567,917 $ 4,567,917 5.11%
EXPENDITURES UNDER
(OVER) REVENUES $ 195,287 $ (200,000) $ 20,000 $ 0 $ 0
ENDING FUND BALANCE $ 241,448 $ 69,100 $ 261,448 $ 261,448 $ 261,448
277
:· ••'.
· ....
COMMUNITY DEVELOPMENT FUND - SOURCES
PROGRAM
0.4%
CEDAR CREEK
4.2%
COMMUNITY DEVELOPMENT FUND -USES
[ORP1
�
AQUISITION/
CONSTRUCTION
15%
OTHER
15%
29%
27S--
RESIDENTIAL
21%
COMMERCIAL
8%
PUBLIC SRVCS
7%
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.
2'79
The ad valorem revenue estimate of $396,400 is
based on a captured value of about $23. 7 million.
These revenues will be used to fund capital
projects as needed in the district. The projects
include studying ways to improve drainage and
reduce silt inflow at the park and other
infrastructure projects. The continuation of the
development and improvement of the Wolf Pen
Creek Corridor remains a top priority.
Funds remaining at the end of the year will be
retained in the fund and programmed as specific
projects are identified.
'.
BEGINNING BAIANCE
REVENUES
AD VALOREM TAXES COCS
AD VALOREM TAXES CSISD
,• AD VALOREM TAXES BRAZOS CO
INVESTMENT EARMNGS
··.·.
TOTAL REVENUES
TOTAL FUNDS AVAllABLE
EXPENDITURES AND TRANSFERS
CAPITAL PROJECTS
ENGINEERING
OTHER
CONTINGENCY
TOTAL OPERATING EXPENSES
AND TRANSFERS
···.'
INCREASE (DECR EASE)
IN FUND BAIANCE
ENDING FUND BAIANCE
CITY OF COllEGE STATION
WOLF PEN CREEK TIF
FUND SUMMARY
FYOO FYOO FYOl
FY99 REVISED YEAR-END BASE
ACTUAL BUDGET ESTIMATE BUDGET
$ 182,603 $ 404,417 $ 404,417 $ 587,489
$ 71,194 $ 82,900 $ 83,000 $ 102,000
110,027 110,000 140,986 180,000
75,064 45,300 80,271 85,000
20,037 5,000 28,815 29,400
$ 276,322 $ 243,200 $ 333,072 $ 396,400
$ 458,925 $ 647,617 $ 737,489 $ 983,889
$ 53,297 $ 672,925 $ 150,000 $ 900,000
0 0 0 0
1,211 0 0 0
0 0 0 0
$ 54,508 $ 672,925 $ 150,000 $ 900,000
$ 221,814 $ (429,725) $ 183,072 $ (503,600)
$ 404,417 $ (25,308) $ 587,489 $ 83,889
280
FYOl %CH ANGE IN
APPROVED BUDGET FROM
BUDGET FYOOTO FYOl
$ 587,489
$ 102,000 23.04%
180,000 63.64%
85,000 87.64%
29,400 488.00%
$ 396,400 62.99%
$ 983,889 51.92%
$ 900,000 33.74%
0 NIA
0 NIA
0 NIA
$ 900,000 33.74%
$ (503,600)
$ 83,889
ADVALOREM
TAXESCSISD
46%
WOLF PEN CREEK TIF FUND -SOURCES
ADVALOREM
TAXESCOCS
26%
WOLF PEN CREEK TIF FUND -USES
CAP ITAL
PROJECTS
100%
281
ADVALOREM
TAXES BRAZOS
COUNTY
21%
7%
: . •,
Embracing the Past
Exploring the Future
....
282
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 are as follows:
1. Specific charges will be assigned to each
printing job based on the number of pages,
binding, stapling, folding, etc. This revenue
will be used to pay for all labor, materials,
and overhead costs associated with internal
printing.
2.
3.
Each department will be charged an annual
mail-handling fee based on the costs
associated with the collection, distribution,
and processing of mail within the City.
The copiers in City Hall (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 b'e used to pay for
all expenses related to each specific
function in the Communications Division.
5. 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.
The total revenues for FY 01 are $2,079,101;
an increase of 5% over the FY 00 revised budget.
The FY 01 approved expenditures are
$2, 122,005, an increase of 6% over the FY 00
revised budget. The increase is primarily due to
approved SLAs totaling $44,000.
Approved SLAs for FY 01 include $9,500 to
replace the platemaker in Print/Mail and
$28,000 for additional supplies in Print/Mail to
do the jobs they are requested to do. $6,500 is
approved in the Communications fund for
continued participation on an FCC National
Coordination Committee.
REVENUES
FLEET MAINTENANCE CHARGES
: � PRINf/MAIL CHARGES
COMMUNICATIONS CHARGES
INVESTMENT & OTHER
MISCEUANEOUS
TOTAL REVENUES
EXPENDl1URES
FLEET MAINTENANCE
PRINf/MAIL
COMMUNICATIONS
PAY PIAN ADJUSTMENTS
GENERAL & ADMIN. TRANSFERS
CONflNGENCY
TOTAL EXPENDITURES
INCREASE (DECREASE)
IN WORKING CAPITAL
:·:, .
BEGINNING WORKING CAPITAL
.. . ENDING WORKING CAPITAL
FV98-99
AC1UAL
$1,123,306
358,841
403,250
(5,787)
0
$1,879,610
$ 971,052
245,932
388,730
0
228,096
0
$1,833,809
$ 45,801
$ 88,842
$ 134,643
CITY OF COllEGE STATION
INTERNAL SERVICES
COMBINED FUND SUMMARY
FY99-00
REVISED
BUDGET
$1,204,500
308,370
455,020
8,200
0
$1,976,090
$1,011,352
247,452
457,629
0
247,100
16,500
$1,980,033
$ (3,943)
$ 134,643
$ 130,700
FV99-00
YE AR-END
ESTIMATE
$1,229,500
319,370
455,020
3,200
0
$2,007,090
$ 936,382
298,886
468,732
0
247,100
0
$1,951,100
$ 55,990
$ 134,643
$ 190,633
2&4
FY00-01
BASE
BUDGET
$ 1,193,980
326,121
525,000
5,000
0
$ 2,050,101
$ 1,040,330
263,654
476,737
25,784
255,000
16,500
$ 2,078,005
$ (27,904)
$ 190,633
$ 162,729
FY 00-01
APPROVED
BUDGET
$ 1,193,980
355,121
525,000
5,000
0
$ 2,079,101
$ 1,056,597
305,045
488,863
0
255,000
16,500
$ 2,122,005
$ (42,904)
$ 190,633
$ 147,729
%CHANGE IN
BUDGET FROM
FYOO TOFY 01
(0.87%)
15.16%
15.38%
(39.02%)
N/A
5.21%
4.47%
23.27%
6.83%
N/A
3.20%
0.00%
7.17%
INTERNAL SERVICES FUND -SOURCES
INTERNAL SERVICE FUND-USES
GENERAL & ADMIN.
COMMUNICATIONS
23%
TRANSFERS
14%
285
FLEET
MAINTENANCE
50%
··! . ."
DJVJSJON
COMMUNICAT ION SERV. $
DlVlSJON TOTAL $
CLASSlFlCATION
SAl.ARIES & BENEFlTS $
SU PPLIES
MAINTENANC E
PURCHASED SERVJC ES
CAP ITAL OUTlA Y
DIVJSION TOTAL $
DIVlSION
COMMUNICATION SERV
DIVJSION TOTAL
CITY OF COUEGE STATION
COMMUNICATION SERVICES
DIVISION SUMMARY
EXPENDlTUR E BY ACJ1VJTY
REVJSED ESTIMAT ED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98-99 FY99-00 FY 99-00 FY 00-01
387,230 $ 457,629 $ 478,732 $ 476,737
387 230 $ 457 629 $ 478 732 $ 476 737
EXPENDlTlJRE BY CLASSJFlCATION
REVJSED ESTIMAT ED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY99-00 FY 99-00 FY 00-01
246,837 $ 255,660 $ 276,840 $ 256,682
54,471 71,383 98,322 72,813
34162 62,344 34,061 90,204
51,760 65,948 67,215 57,038
0 2,294 2,294 0
387 230 $ 457 629 $ 478 732 $ 476 737
PERSONNEL SU MMARY BY ACJ1VJTY
REVlSED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY 97-98 FY98-99 FY99-00 FY 00-01
5.0 5.0 5.0 5.0
5.0 5.0 -· 5.0 5.0
APPROVED %CHANGE JN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 488,863 6.83%
$ 488 863 6.83%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 262,308 2.60%
72,813 2.00%
90,204 44.69%
63,538 (3.65%)
0 (100.00%)
$ 488 863 6.83%
APPROVED %CHANGE IN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
5.0 0.00%
5.0 0.00%
SERVICE LEVEL ADJUSTMENTS
COMMUNICATIONS Funding for Wireless Coordinator to Continue Work on Nat. Coordination C$-'------'6,,_50_0_
286
$ 6,500
DIVISION
PARTS $
ADl\1JNISTRATION
DEPARTMENT TOTAL $
CLAS SIACATION
SAlJ\RIES & BE NEATS $
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DEPARTMENT TOTAL $
DIVISION
PARTS
ADl\1JNIS TRATION
DEPARTMEN T TOTAL
CITY OF COLLEGE STATION
FLEET SERVICES
DEPARTMENT SUMMARY
EXPENDITURE BY DMSION
RE VISED ESTIMATED
ACTUAL BUDGET YEAR END
FY98-99 FY99-00 FY 99-00
65,963 $ 66,445 $ 62,395 $
880,670 951,707 873,987
946 633 $ 1018 152 $ 936 382 $
BASE
BUDGET
FY 00-01
70,240
970,090
1 040 330
DEPARTMENT SUMMARY BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY99-00 FY 99-00 FY 00-01
479,108 $ 523,749 $ 478,226 $ 544,879
396,391 408,266 371,215 416,550
25,570 25,570 25,983 25,773
43,319 60,567 60,958 53,128
2,245 0 0 0
946 633 $ 1018 152 $ 936 382 $ 1040 330
PERSONNEL SUMMARY BY DIVISION
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY97-98 FY 98-99 FY 99-00 FY 00-01
2.0 2.0 2.0 2.0
13.0 13.0 13.0 13.0
15.0 15.0 15.0 15.0
28'7
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 72,433 8.27%
984,164 3.30%
$ 1 056 597 3.64%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY 00-01 FYOOTOFYOl
$ 561,146 6.66%
416,550 1.99%
25,773 0.79%
53,128 -14.00%
0 N/A
$ 1056 597 3.64%
APPROVED %CHANGEIN
BUDGET BUDGET FROM
FY00-01 FYOOTOFYOl
2 0.00%
13 0.00%
15.0 0.00%
·: :· " ..
DIVISION
PRINT/MAIL $
DIVISION TOTAL $
CLASSIFICATION
SALARIES & BENEFITS $
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
DIVISION TOTAL $
DIVISION
PRINT/MAIL
DIVISION TOTAL
CITY OF COLLEGE STATION
PRINT/MAIL
DIVISION SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY98-99 FY99-00 FY99-00 FY 00-01
244,437 $ 247,452 $ 298,886 $ 263,654
244 437 $ 247 452 $ 298 886 $ 263 654
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE
ACTUAL BUDGET YEAR END BUDGET
FY 98-99 FY99-00 FY99-00 FY 00-01
132,709 $ 132,364 $ 159,511 $ 148,230
59,987 45,850 62,454 46,767
7084 7,820 11,232 8,968
44,657 61,418 54,359 59,689
0 0 11,330 0
244 437 $ 247 452 $ 298 886 $ 263 654
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE
ACTUAL ACTUAL BUDGET BUDGET
FY 97-98 FY 98-99 FY99-00 FY 00-01
5.0 5.0 5.0 5.0
5.0 5.0 5.0 5.0
SERVICE LEVEL ADJUSTMENTS
PRINT/MAIL Platemaker Replacement
Funding for Overtime and Printing Supplies
288
$
$
APPROVED
BUDGET
FY 00-01
$ 305,045
$ 305 045
APPROVED
$
$
BUDGET
FY 00-01
158,121
69,747
8,965
58,712
9,500
305 045
PROPOSED
BUDGET
FY 00-01
5.0
5.0
9,500
28 000
37,500
%CHANGE IN
BUDGET FROM
FYOO TOFYOl
23.27%
23.27%
%CHANGE IN
BUDGET FROM
FYOO TOFYOl
19.46%
52.12%
14.64%
(4.41%)
N/A
23.27%
%CHANGE IN
BUDGET FROM
FYOO TO FYOl
0.00%
0.00%
EQUIPMENT REPIACEMENT 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.
2. 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.
3. 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.
4. The Police and Fire Department will be charged
for the Mobile Data T errninal system being
installed. These charges will ensure that the
system can be replaced in the future.
5. Each department will be charged an annual
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
approved FY 01 total revenues are $2,597,638,
8.9% higher than the FY 00 revised budget.
Included in this estimate are approved service level
adjustments totaling $453, 700 for new vehicles and
equipment. The new items are accounted in this
manner so the equipment and vehicles become
assets in the Equipment Replacement Fund. Also
Included is $200,000 from the General Fund to go
towards the future purchase of a Fire Department
vehicle.
The approved FY 01 total expenditures are
$1,793,700, a decrease of 31.7% from the FY 00
revised budget. This decrease is due to fewer
vehicles scheduled for replacement in FY 01 as
compared to FY 00.
FY 01 approved SLAs, totaling $453,700, include:
$4,700 for an upgrade in the equipment on the Fire
Department Shift Commander Vehicle; $4,000 for
an upgrade on a Parks vehicle; $55,000 for an
aerial device for the Electric Department; $5,000
for an upgrade to an Electric vehicle; $19,000 for a
pick-up in Water; $85,000 for a truck with spreader
in Wastewater; $8,500 for a light utility vehicle in
Wastewater; $155,000 for an automated side
loading truck in Sanitation; $100,000 for a street
sweeper; and $17 ,500 for an additional pick-up in
Utility Billing.
•.
BEGINNING WORKING CAPITAL $
REVENUES
FLEET RENTALS $
PHONE SYSTEM RENTALS
.. 800 MHZ RENTALS
MOBILE DATA SYSTEM RENTALS
COPIER RENTALS
OTHER EQUIPMENT RENTALS
RESERVE FOR FUTURE VEHICLE PURCHASE
INVESTMENT & OTHER
OTHER NONOPERATING
TOTAL REVENUES $
EXPENDITURES
FLEET REPLACEMENT $
PHONE SYSTEM REPLACEMENT
800 MHZ SYSTEM REPLACEMENT
MOBILE DATA SYSTEM REPLACEMENT
COPIER REPLACEMENT
OTHER EQUIPMENT REPLACEMENT
TOTAL NET EXPENDITURES $
GAAP ADJUSTMENTS $
INCREASE (DECREASE)
IN WORKING CAPITAL $
ENDING WORKING CAPITAL $
.:• .
.. ·
CITY OF COLLEGE STATION
EQUIPMENT REPLACEMENT
FUND SUMMARY
FY99-00 FY99-00
FY98·99 REVISED YEAR-END
ACTUAL BUDGET ESTIMATE
2,712,837 $ 3,130,643 $ 3,098,431 $
1,775,480 $ 1,848,400 $ 1,848,400 $
99,981 100,069 100,069
213,680 198,290 198,290
107,004 83,500 83,500
0 19,608 19,608
0 16,397 16,397
0 0 0
166,568 120,000 179,000
73,984 0 0
2,436,697 $ 2,386,264 $ 2,445,264 $
1,353,895 $ 2,340,693 $ 2,340,693 $
0 0 0
6,047 28,772 28,772
607,525 61,454 61,454
0 39,217 39,217
51,424 155,935 25,935
2,018,891 $ 2,626,071 $ 2,496,071 $
(32,212)
417,806 $ (239,807) $ (50,807) $
3,098,431 $ 2,890,836 $ 3,047,624 $
290
FY 00-01 FY00-01 %CHANGE IN
BASE APPROVED BUDGET FROM
BUDGET BUDGET FYOO TOFYOl
3,047,624 $ 3,047,624
1,352,020 $ 1,805,720 (2.31%)
100,010 100,010 (0.06%)
199,430 199,430 0.57%
89,100 89,100 6.71%
19,608 19,608 0.00%
3,770 3,770 (77.01%)
0 200,000
180,000 180,000 50.00%
0 0 N/A
1,943,938 $ 2,597,638 8.86%
1,300,000 $ 1,753,700 (25.08%)
0 0 N/A
0 0 (100.00%)
0 0 (100.00%)
40,000 40,000 2.00%
0 0 (100.00%)
1,340,000 $ 1,793,700 (31.70%)
603,938 $ 803,938
3,651,562 $ 3,851,562
Fleet and Equipment Replacement
Department Vehicle# fleet and Equipment Scheduled Replacements Cost
Police 4162 1998 PD Patrol Car (Ford Crown Victoria) $ 30,000
Police 4163 1998 PD Patrol Car (Ford Crown Victoria) 30,000
Police 4164 1998 PD Patrol Car (Ford Crown Victoria) 30,000
Police 4165 1998 PD Patrol Car (Ford Crown Victoria) 30,000
Police 4166 1998 PD Patrol Car (Ford Crown Victoria) 30,000
Police 4167 1998 PD Patrol Car (Ford Crown Victoria) 30,000
Police 4501 1992 Chevrolet Lumina 17,500
Police 4202 1993 Chevrolet Lumina 17,500
Police Total $ 215,000
Fire 5115 1993 Chevrolet Suburban $ 40,000
Fire Total $ 40,000
Dev Services 6301 1993 GMC 1/2 Ton Picku $ 17,500
Dev Services Total 17,500
Streets 3126 1989 Portable Direction $ 8,500
Streets 3137 1994 Pothole Patch Truck 145,000
Streets 3152 1990 Cracksealer 36,000
Re et 33004 1991 Steam Cleaner 12,000
Traffic 3402 1994 GMC 1/2 Ton Pickup 17,500
Sanitation 7102 1992 GMC 1/2 Ton Pickup 17,500
Sanitation 7107 1989 Chevrolet Sedan 17,500
Sanitation 7208 1995 Peterbilt Front Load 165,000
Sanitation 7209 1995 Peterbilt Front Load 165,000
Public Works Total $ 584,000
Parks 8305 1991 Ford 1/2 Ton Pickup $ 17,500
Parks 8321 1992 Ford Crew Truck 30,000
Parks 8335 1991 GMC Stake Bed DumE Truck 28,000
Parks Total $ 75,500
Communications 9121 1994 F-150 Extended Cab Pickup $ 22,500
OTIS Total $ 22,500
Electric 9120 1991 GMC 3/4 Ton Pickup $ 17,500
Electric 9216 1981 Trailer Motorcycle 10,000
Water 9457 1986 John Deere 750 Utility Tractor 6,500
Wastewater 9524 1996 4 Wheel Drive Mule 6,500
Wastewater 9552 1993 Chevrolet 4x4 Extended Cab 26,500
Wastewater 9554 1993 GMC HD 1 Ton Utility 30,000
Wastewater 9557 1991 Vac Com Truck 200,000
Wastewater 9564 1987 GMC Dump Truck 48,500
Public Utilities Total $ 345,500
Total Replacement for the FY 01 Base Budget: $ 1,300,000
291
Department
Fire
Parks & Recreation
Electric
Water
Wastewater
Sanitation
Utility Billing
Fleet and Equipment Replacement
Fleet and Equipment Approved SIA's
Shift Commander Vehicle Upgrade
Upgrade Vehicle 83-35 to a Crew Cab
Aerial Device
Upgrade vehicle to Crew Cab with Lift Gate
Pick Up for GPS Technician
Tandem Axel Truck with Knight Spreader body
Light Utility Vehicle
Automated Side Loading Truck
Streetsweeper
Pickup for Meter Reading
Total New Fleet and Equipment for the FY 01 Approved Budget
BVSWMA Equipment Replacement
Department Vehicle# Fleet and Equipment Scheduled Replacements
Landfill 7305 1993 Jeep 4 Wheel Drive
Landfill 7330 1994 D-7 Dozer/trade loader
Landfill 7341 1996 Moxy Truck
Landfill 7342 1996 MoxyTruck
Landfill 7344 1976 Forklift
Landfill 7324 1992 Steam Steamer
Landfill 7322 1993 Compactor trade 2 for 1
Landfill 7340 1995 Compactor
Landfill 7318 1980 Cab & Chassis Water Truck
BVSWMA Total
The BVSWMA equipment replacement will be funded out of the BVSWMA Budget.
29'.Z
Cost
$ 4,700
4,000
55,000
5,000
19,000
85,000
8,500
155,000
100,000
17,500
$ . 453,700
Cost
$ 20,500
400,000
375,000
375,000
40,000
12,500
600,000
NIA
45,000
$ 1,868,000
UTILITY BILLING FUND
The Utility Billing Fund is used to account for
expenditures associated with meter services,
billing, and collection for the City's Electric,
Water, Wastewater, Sanitation and Drainage
utilities.
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 Billing Fund are received as
service charges from the various enterprise funds.
. Revenues are projected to be $2,159,886, an
293
increase of 11 % from the FY 00 year end
estimate.
FY 01 projected expenditures are $2,168,342, an
increase of 1 % from the FY 00 revised budget.
Utility Billing has three approved service level
adjustments. $19,186 is approved for an
additional pick-up truck for meter reading to allow
more efficient use of the meter reader's time.
$34,000 is approved to replace the folder inserter
for utility bills and $16,500 is approved to add a
half-time staff person in the collections activity
center .
CITY OF COLLEGE STATION
UTILITY BILLING FUND
FUND SUMMARY
FYOO FYOO FYOl FYOI %CHANGE IN
FY99 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTIJAL BUDGET ESTIMATE BUDGET BUDGET FYOO TO FYOl
REVENUES & SERVICE CHARGES
SERVICE CHARGES $ 2,183,049 $ 1,935,367 $ 1,935,367 $ 1,940,000 $ 2,009,686 3.84%
OTHER OPERATING REVENUE 34,901 0 140,000 144,200 144,200 NIA
INVESTMENT INCOME 5,890 6,300 6,300 6,000 6,000 (4.76%)
NONOPERATING 60 0 0 0 0 NIA
.. TOTAL REVENUES $ 2,223,900 $ 1,941,667 $ 2,081,667 $ 2,090,200 $ 2,159,886 11.24%
TOTAL RJNDS AVAil.ABl.E $ 2,361,665 $ 2,071,027 $ 2,211,027 $ 2,124,369 $ 2,194,055 5.94%
DEPT.EXPENDITIJRES
COUECTIONS $ 939,359 $ 901,011 $ 937,223 $ 931,549 $ 1,001,950 11.20%
METER SERVICE 376,301 367,961 370,902 367,058 396,812 7.84%
PAY & MERIT AD.nJSTMENTS 0 0 0 30,469 0 NIA
GENERAL AND ADMIN. TRANSFERS 650,282 753,980 753,980 739,580 739,580 (1.91%)
CONTINGENCY 0 30,000 30,000 30,000 30,000 0.00%
"'
. ·:"· " OTHER 0 0 0 0 0 NIA
CAPITAL. OUllAY 262,578 84,753 84,753 0 0 (100.00%)
•.:.·.
TOTAL EXPENDITIJRES $ 2,228,520 $ 2,137,705 $ 2,176,858 $ 2,098,656 $ 2,168,342 1.43%
GAAP AD.nJSTMENT $ (3,785)
...
TOTAL EXPENDITIJRES INCREASE
(DECREASE) IN RJND BAl.ANCE $ (4,620) $ (196,038) $ (95,191) $ (8,456) $ (8,456)
BEGINNING WORKING CAPITAL $ 137,765 $ 129,360 $ 129,360 $ 34,169 $ 34,169
ENDING WORKING CAPITAL $ 129,360 $ (66,678) $ 34,169 $ 25,713 $ 25,713
..
294
GEN./ADMIN.
TRANS.
34%
UTILITY BILLING FUND -SOURCES
INVESTMENT
INCOME
0.3%
OTHER
6.7%
SERVICE
CHARGES
93.0%
UTILITY BILLING FUND -USES
CONTINGENCY
1%
METER SERVICES
18%
295
COLLECTIONS
47%
:1 ·
.•-..
DIVISION
BIWNG COLlECTIONS
METER SERVICES
UTILITY BIWNG FUND TOTAL
CLASSIFICATION
SALARIES & BENEFITS
SUPPLIES
MAINTENANCE
PURCHASED SERVICES
CAPITAL OUTLAY
UTILITY BILLING FUND TOTAL
DIVISION
BIWNG COLlECTIONS
METER SERVICES
tmUTY BIWNG FUND TOTAL
SERVICE LEVEL ADJUSTMENTS
BIWNG COLI..ECTIONS
METER SERVICES
CITY OF COLLEGE STATION
UTILITY BILLING
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED
ACTUAL BUDGET YEAR END
FY98-99 FY99-00 FY 99-00
$ 939,359 $ 906,061 $ 942,494
376,301 369,211 371,647
$ 1 315 660 $ 1275 272 $ 1314 141
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED
ACTUAL BUDGET YEAR END
FY98-99 FY99-00 FY 99-00
$ 1,006,822 $ 994,792 $ 1,020,834
47,784 52,800 58,514
22,892 30,790 28,539
195,809 196,890 206,254
42,353 0 0
$ 1 315 660 � 1 275 272 � 1314 141
PERSONNEL SUMMARY BY DIVISION
ACTUAL ACTUAL
FY 97-98 FY98-99
21.0 20.5
8.0 9.5
29.0 30.0
Replace folder/lnserter
One half.time employee
Pick-up truck for meter reading
296
REVISED
BUDGET
FY99-00
20.5
9.5
30.0
$
$
$
$
BASE
BUDGET
FY 00-01
931,549 $
367,058
1 298 607 $
BASE
BUDGET
FY00-01
1,002,112 $
59,970
34,088
202,437
0
1 298 607 $
'BASE
BUDGET
FY 00-01
20.5
9.5
30.0
$
$
APPROVED
BUDGET
FY 00-01
1,001,950
396,812
1 398 762
APPROVED
BUDGET
FY 00-01
1,047,581
60,320
39,288
204,073
47,500
1398 762
APPROVED
BUDGET
FY 00-01
21.0
9.5
30.5
34,000
16,500
19,186
69,686
%CHANGEIN
BUDGET FROM
FY DOTO FY 01
10.58%
7.48%
9.68%
%CHANGE IN
BUDGET FROM
FY DOTO FYOl
5.31%
14.24%
27.60%
3.65%
N/A
9.68%
%CHANGE IN
BUDGET FROM
FYOOTO FYOl
2.44%
0.00%
1.67%
SELF INSURANCE FUND
The City of College Station is partially self-insured
for employee health, accident, disability and life
insurance, property casualty and general liability,
worker's compensation and unemployment
compensation. Actuarially-based charges are
made to each of the operating funds using
relevant bases (i.e., health insurance is charged
monthly per full-time participating employee,
while unemployment and worker's compensation
are charged as a percentage of gross salary}. This
method of funding allows the City to more
accurately reflect the costs of claims against the
various funds and to minimize potential risks.
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.
FY 01 revenues are based on the actual amounts
assigned to the various operating activity centers.
There is a 20% increase in expected FY 01
revenues over FY 00 budget estimates due to
changes in rates, number of employees, covered
297
equipment, buildings, and other factors. An
increase in health insurance premiums is approved
in the FY 01 Budget as part of the effort to
address continued cost increase. The approved
budget includes an increase in the City
contribution to the Employee Benefits Fund of
$35 per month per employee. Full family
dependant coverage is also approved to increase
by $35 per month per family. These changes will
move the Employee Benefits Fund to a position of
being self-sufficient.
FY 01 expenditures are based on estimates of
future claims, premiums, and other miscellaneous
costs. Total approved expenditures are
$3,622,515, an increase of 14% over the FY 00
revised budget. This increase is a result of rising
medical costs, changes in the health care plan and
an increase in property claims. Through
education and training programs, efforts are being
made to reduce the claims incurred. The City will
continue to monitor claims to determine if any
plan changes need to be made.
" .
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BEGINMNG WORKING CAPITAL
REVENUES
CITY CONTRIBUTIONS
EMPLOYEE CONTRIB.
COBRA
INVESTMENT EARNINGS
OTHER
TOTAL REVENUES
TOTAL FUNDS AVAILABLE
EXPENDITURES AND TRANSFERS
CLAIMS
ADMIMSTRATION FEE
PREMIUMS
GENERAL & ADMINISTRATIVE
OTHER OPERA TING
OTHER NON-OPERATING
CONTINGENCY
TOTAL DEPT OPERATING
EXPEND. AND TRANSFERS
INCREASE (DECREASE) IN
WORKING CAPITAL
ENDING WORKING CAPITAL
FY98·99
ACTUAL
$ 1,055,946
$ 2,432,225
507,860
41,059
94,495
34,861
$ 3,110,500
$ 4,166,446
$ 2,454,811
160,241
433,285
111,124
220
3,762
0
$ 3,163,443
$ (52,943)
$ 1,003,003
CITY OF COLLEGE STATION
SELF INSURANCE FUND
SUMMARY
FY99-00 FY99·00
REVISED YEAR-END
BUDGET ESTIMATE
$ 1,003,003 $ 1,003,003
$ 2,332,881 $ 2,487,761
533,460 550,000
27,642 30,000
54,100 84,700
10,000 25,000
$ 2,958,083 $ 3,177,461
$ 3,961,086 $ 4,180,464
$ 2,371,000 $ 2,770,000
154,350 180,850
481,000 540,000
119,540 119,540
10,000 0
30,000 24,000
22,000 0
$ 3,187,890 $ 3,634,390
$ (229,807) $ (456,929)
$ 773,196 $ 546,074
998
FY00-01 FYOO·Ol %CHANGEIN
BASE APPROVED BUDGET FROM
BUDGET BUDGET FY 00 TO FY 01
$ 546,074 $ 546,074
$ 2,769,450 $ 2,769,450 18.71%
668,000 668,000 25.22%
30,000 30,000 8.53%
60,700 60,700 12.20%
10,000 10,000 0.00%
$ 3,538,150 $ 3,538,150 19.61%
$ 4,084,224 $ 4,084,224 3.11%
$ 2,721,000 $ 2,721,000 14.76%
186,700 186,700 20.96%
552,200 552,200 14.80%
132,615 132,615 10.94%
0 0 (100.00%)
8,000 8,000 (73.33%)
22,000 22,000 0.00%
$ 3,622,515 $ 3,622,515 13.63%
$ (84,365) $ (84,365)
$ 461,709 $ 461,709
INTEREST
2%
SELF INSURANCE FUND -SOURCES
EMPLOYEE m
CONTRIBUTIONS COBRA OTHER
19% 1% 0%
SELF INSURANCE FUND -USES
PREMIUMS
GEN.&
ADMIN.
OTHER
1%
ADMIN. FEES
5%
15% 4%
299
CLAIMS
75%
CITY
CONTRIBUTIONS
78%
Embracing the Past
Exploring the Future
_.: ..
300
APPENDIX A
BUDGET ORDINANCES
·. : .. ·.
\:
ORDINANCE NO. 24 71
AN ORDINANCE ADOPTING A BUDGET FOR THE 2000-01 FISCAL YEAR AND
AUTHORIZING EXPENDinJRES AS THEREIN PROVIDED.
WHEREAS, a proposed budget for the fiscal year October 1, 2000, to September 30, 2001, was
prepared and presented to the City Council and a public hearing held thereon as prescribed by law
and the Charter of the City of College Station, Texas, notice of said hearing having first been duly
given; and
WHEREAS, the City Council has reviewed and amended the proposed budget and changes as
approved by the City Council have been identified and their effect included in the budget;
NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
COLLEGE STATION, TEXAS: .
PART 1: That the proposed budget as amended by the City Council of the City of College
Station, which is made a part hereof to the same extent as if set forth at length herein, is hereby
adopted and approved, a copy of which is on file in the Office of the City Secretary in College
Station, Texas.
PART 2: That authorization is hereby grmted for the expenditure of the same under the
respective items contained in said budget with the approved fiscal procedures of the City.
PART 3: That the City Manager and his authorized and designated employees, at his
discretion, be, and are hereby authorized to sign or release 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 $15,000 or less; to sign change orders authorizing
t:i.11e expenditure of fon.ds pursuant to SECTION 252.048 of the TExAs LoCAL GOVERNMENT CODI:!.
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 nat ure.
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: 1bat 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 2000-01 Fiscal Year Budget.
t11\i:\rll}\kt;a/\orrlinant\lfllt!J.tt.do&
8/Jt/00
Ordinance No. 24 71 Page 2
PART 6: That the City Council hereby approves the funding and the purchases that are made
pursuant to interlocal agreements as provided by CHAPTER 271, SUBCHAPTERS (D) AND (F) of the
TExAs LoCAL GOVERNMENT CODE, in this budget and authorizes the City Manager and his
authorized and designated employees, at his discretion, to 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 2000-01 Fiscal Year Equipment Replacement
Fund, and Attachment "A" to this Ordinance.
PART7: That this ordinance shall become effective immediately after passage and approval.
PASSED AND APPROVED THIS 14th
ATTEST:
CONNIE HOOKS, City Secretary
APPROVED:
DAY OF SEPTEMBER, 2000.
APPROVED:
LYNN�ILHANEY, May�r 7
A-2
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Ordinance No. 2471 Attachment "A"
Potential FY 01 QISV or
Texas Department of Information Resources Purchases
Estimated Projected
Item Quantity Unit Cost Total
Scheduled Replacement
Replacement PCs 70 $ 1,280 $ 89,600
w/extended Warranty
Replacement Monitors 75 300 22,500
Replacement Printers 25 1,000 25,000
32MB memory sticks 100 80 8,000
to extend use of PCs
Network Support Setvices 100 100 10,000
(hours)
Replace Network Tape 1 12,500 12,500
backup hardware
UESrade from Word/Excel to MS Office 2000 50 240 121000
Subtotal -Scheduled Replacement $ 179,600
Service Level Adjustments
SlA PC systems 11 $ 2,100 $ 23,100
includes:
monitor, network card,
extended warranty,
added memory
SlA -Standard desktop software 11 300 3,300
includes:
Microsoft Office or Pro
McAfee AnitVirus
SlA -Upgrade Network Servers 38,000
SlA -Phase Il Electronic Agenda 37,200
CD Burner, 11 laptops with software
SlA -SCALA upgrade 9,880
SlA -motorcycle modem change 4,150
SlA -SCADA Server and node UESrades 191200
Subtotal -Service Level Adjustments $ 134,830
Unscheduled Replacements/ Additions
Estimated Additional PC setups 10 $ 2,100 $ 21,000
not identifi�d specifically in budget
includes:
monitor, network card,
extended warranty,
added :nc:morv
Estimated Standard desktop software 10 300 3,000
not specifically included in budget
includes:
Microsoft Office or Pro
McAfee AnitVirus
Estimated Additional Printers 5 1,000 5,000
not identified specifically in budget
Subtotal-Unscheduled Replacements/ Addtions $ 29,000
Network Software on MIA
Group Wise 700 $ 17 $ 11,900
Zen Works 500 18 9,000
NetWare for SAA 125 8 1,000
NetWare HostPrint 1 131 131
NetWare Connect 1 164 164
8-port
Border Manager 300 8 2,400
SlA -Upgrading to MlA and Maintenance to
Network Software Not yet on MlA
Netware 5.1
upgrade 890 50 44,500
maintenance 890 24 21 360
Subtotal -Network Software on Ml.A $ 90,455
Grand Total $ 433,885
A-3
ORDINANCE NO. 2474
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 DE BT
SERVICE FUND FOR THE YEAR 2000-01 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 2000-01 fiscal year upon all property, real, personal
and mixed within the corporate limits of said city subject to taxation, a tax of forty-two
and ninety three hundredths cents ($0.4293) on each one hundred dollar ($100.00)
valuation of property, and said tax being so levied and apportioned to the specific
purpose herein set forth:
1. For the maintenance and support of the general government
(General Fund), sixteen and sixty-two hundredths cents
($0.1662) on each one hundred dollar ($100.00) valuation
of property; and
2. For the general obligation debt service (Debt Service
Fund), twenty-six and thirty-one hundredths cents
($0.2631) 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-4
. � .
. ..,.:
SECTION Ill That this ordinance shall take effect and be in force from and after its
passage.
PASSED AND APPROVED THIS 28th DAY OF SEPTEMBER, 2000 .
APPROVED:
��� LyMiih3.ney, .N1ayor {
Connie Hooks, City Secretary
APPROVED:
H��
A-5
APPENDIXB
SERVICE LEVEL ADJUSTMENTS
' .
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FYOl
APPROVED
SERVICE LEVEL
ADJUSTMENTS
FY 01 Approved SLA's
DEPARTMENT DESCRIPTION
General Government
Public Communications & Marketing Consistently Scheduled Newspaper Advertising $
Public Communications & Marketing Upgrade Channel 19 by purchasing 2 VCR's and
tapes/New version of SCALA software,
maintenance and training.
Public Communications & Marketing Upgrade Quarterly Utility Bill Newsletter (Option
#1 recommended)
OMB Fee study of Parks and Recreation Fees.
Economic Dev Update Northgate Redevelopment Plan
Police
Information Services Funding for noise complaint program.
Fire
Prevention Code Enforcement Public Education
Developmet Services
Administration Staff Planner -Long Range Planning
Administration Staff Planner -Neighborhood Programs
Public Works
Streets Maintenance Pavement markings-Annual increase for 5 yrs
Parks
Instruction Funding for Senior Center Feasibility Study.
Operations Renovation of 3 youth soccer fields at Southwood
Park.
Administration -Recreation T AMU GIS study for park locations.
OTIS
Administration Internet Plan Develo12ment.
General Fund SLA's Related to the Strategic Plan Sub-Total $
City Manager Addition of full-time Land Agent responsible for $
land acquisition for CIP projects.
City Secretary Store and duplicate microfilm to meet State
retention requirements
Human Resources Purchase 1 additional computer for applicant
testing.
Economic Dev Part-time temporary position.
Community Development Funding for collaborative assistance services for
Social Services Agencies
Finance/Police
Municipal Court Warrant Program -1 Officer, 1 Court Cust
Service Representative.
B-1
TOTAL SAVINGS
10,030 $ 5,015
9,880 0
31,730 15,665
15,000 0
75,000 37,500
43,287 0
7,500 0
53,910 0
60,760 0
20,000 0
20,000 0
63,500 0
10,000 0
60,000 30,000
4801597 $ 881180
48,418 $ 48,418
600 0
3,101 0
10,085 0
20,000 20,000
111,739 111,800
$
$
$
NET
TOTAL
5,015
9,880
16,065
15,000
37,500
43,287
7,500
53,910
60,760
20,000
20,000
63,500
10,000
30,000
392,417
0
600
3,101
10,085
0
(61)
FY 01 Approved SLA's
NET
DEPARTMENT DESCRIPTION TOTAL SAVINGS TOTAL
Police
Communications/Jail Communications Manager Position, maintenance $ 62,481 $ 0 $ 62,481
and computer/radio replacement.
Special Services Police officer for Criminal Justice Educational 74,082 48,997 25,085
Program at AMC Middle School.
Criminal Investigation Assignment Pay 18,000 0 18,000
Administration Police Accreditation Renewal 10,000 0 10,000
Uniform Patrol Purchase modems and mounting systems for 4,150 0 4,150
computers on motorcycles.
Communications/Jail Shift differential pay for Communications 18,720 0 18,720
operators and PSO's
Administration Overtime for Division Commanders 5,000 0 5,000
Professional Standards SWAT Equipment, Video system, voltage inverter 12,300 0 12,300
and practice ammunition
Communications/Jail Language Line Renewal Fee 1,200 0 1,200
Quartermaster Commercial type treadmill for weight room 5,000 0 5,000
Uniform Patrol 3 year Grant ITC/STEP 35,280 35,280 0
Fire
EMS Addition of 3 personnel to staff 3rd ambulance. 144,701 20,000 124,701
Increase Fire Equipment Replacement Funding 10,000 0 10,000
Prevention Hiring Fire Prevention Officer, radio, office 62,800 0 62,800
··: :· 1> furniture, computer and uniforms/equipment.
Suppression Replace shift commanders emergency lighting 5,000 0 5,000
and hardware on new vehicle.
Suppression Replace SCBA compressor station and system 41,000 0 41,000
flow tester.
EMS EMS Training Upgrade 11,317 0 11,317
Suppression Materials and Supplies for Haz-Mat Program 19,000 0 19,000
.. :., Suppression Station EquipmenUFurniture 15,000 0 15,000
Suppression Purchase 2 thermal imaging camera 35,000 0 35,000
Crash Fire Rescue 50,000 0 50,000
Development Services
Administration Annual Planning Conference 4,000 0 4,000
Administration City Wide Neighborhood Conference and Youth 10,000 0 10,000
Vision Event
Public Works
Traffic Signals and Markings Increase electrical budget to operate 6 new 10,800 0 10,800
signals.
Traffic Signals and Markings Signcad plotter/cutter and software 14,000 0 14,000
Parks
>· Aquatics Supplies for Pool Party Program. 2,000 2,000 0
Forestry Funds to cover additional costs associated with 900 0 900
meeting CIP requests.
Operations Funds to cover additional costs associated with 15,520 0 15,520
meeting CIP requests.
B-2
FY 01 Approved SLA's
NET
DEPARTMENT DESCRIPTION TOTAL SAVINGS TOTAL
Operations Upgrading vehicle 83-35 from stake bed dump $ 4,000 $ 0 $ 4,000
truck to a crew cab.
Administration Additional part-time/regular secretary. 19,293 0 19,293
Lincoln Center Lincoln Center -Additional seasonal staff. 9,218 0 9,218
Aquatics Installation of new filters at Hallaran Pool 58,775 0 58,775
Aquatics Removal and resurfacing of Hallaran Pool . 61,225 0 61,225
Aquatics Investigation of water leakage from Thomas Pool. 25,000 0 25,000
Administration Installation of lights at tennis Courts at AMC High 91,500 0 91,500
School
Administration Funding for Professional fees for creek 25,000 0 25,000
water/groundwater feasibility at Veterans Park.
Administration H/M Lighting enhancements to the Millennium "Eternal 7,195 7,195 0
Winds" sculpture.
Hotel/Motel Programs Funds will be used to purchase items that are 1,000 1,000 0
resold to clients.
Hotel/Motel Programs Air duct cleaning of Conference Center. 9,000 9,000 0
OTIS
MIS Upgrade to Novell Netware 5.1 64,500 32,250 32,250
Library Increase in Library operations cost. 29,075 0 29,075
MIS Network Server upgrades 38,000 19,000 19,000
MIS PC and Network Equipment Replacement 69,000 0 69,000
MIS Phase 2 of Electronic Agenda-Laptops for Council 40,920 0 40,920
Meeting
Administration BVCNet Funding 25,000 0 25,000
All Other General Fund Recommended SLA 's Sub-Total $ 1,468,895 $354,940 $ 1,113,955
Total General Fund Recommended SLA's $ 119491492 $4431120 $ 115061372
r1ua1S��1cver.1Bllteaiie:!�CB'!i�e1rs1vii."tiJi��1iP1'i'!¥wllt'T�H'4�¥•�%�11f%*rir1J1if,iJl':1llfl\1•11iB1Ti*llltlil�J1!¥rn';;;� tW2.ffl0iltM?���!��R«{�h;�Nt;I@l:.t1.W.�8,Z;a,��k@iX,J;;�-\)ittt•aibRrffl'f? �iwt�m��;l;Et;;itWA•tllsi1�0:)!'ff&�-w���ttt-•trtfiti%l!�'\�
Electric Purchase of telephone/internet hardware/software $ 207,500 $ 0 $ 207,500
for utility bill payment via internet.
Electric Implementation Phase of Long Range Utility Plan 135,000 0 135,000
PUD SLA's Related to the Strategic Plan Sub-Total
request
Locator/Inspector
Electric Personnel request for Department Safety
Coordinator.
Electric Personnel request for Energy Auditor.
Electric Personnel request for Line Technician to assist
with street lights and trouble calls.
Electric Personnel request for Line Technician for
Electrical Transmission and Distribution
Construction/Maintenance.
B-3
$ 342,500 $
$
42,800
49,528
103,100
41, 100 $
0 $ 342,500
0 42,800
0 49,528
0 103,100
0 $ 41,100
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FY 01 Approved SLA's
NET
DEPARTMENT DESCRIPTION TOTAL SAVINGS TOTAL
Electric Automated Trouble Reporting & Restoration 46,662
Information System.
Electric Public Utilities Electric Substation replacement 5,000
vehicle upgrade.
Electric Additional covered parking for machinery and 110,000
equipment.
Operations/Electric Conduct an asset management study in 100,000
preparation for the competitive position of the
electric and water utilities.
Electric Continued outsourcing of the creation of a GIS 60,000
database theme of existing easements.
Electric Fund Total $ 600,007 $
Water Distribution Budget funds for a contract to install water taps. $ 64,000 $
Environmental services Request annual funds for part-time position. 8,000
Water Production Upgrade SCADA servers and view nodes. 26,750
Environmental services Addition of pickup truck for W/WW GPS tech. 22,800
Water Production Funding for Brazos Valley Ground Water 157,675
Conservation District.
Operations Upgrade of existing fluoridation system. 35,000
Water Fund Total $ 314,225 $
W W Treatment Funding for a contract to install wastewater taps. $ 107,000 $
W W Treatment Purchase of fifteen Wastewater flow monitors. 76,920
WW Treatment Installation of Powerlogic Electrical Power 25,170
Monitoring System for Carter's Creek Treatment
Facility.
WW Treatment Service contract for maintenance of our UV 6,000
system.
WW Treatment Purchase a tandem axle truck with a Knight 89,500
spreader body.
WW Treatment Light utility vehicle for Carter Creek WW TP. 10,000
Wastewater Fund Total $ 314,590 $
PUD Recommended SLA Sub-Total $ 1,2281822 $
Sanitation/Res. Collection Implement and operate a multi family apartment $
Pilot Recycling Collection Program.
Sanitation SLA'a Related to the Strategic Plan Sub-Total $
10,000 $
10,000 $
0 46,662
0 5,000
0 110,000
0 100,000
0 60,000
0 $ 600,007
0 $ 64,000
0 8,000
0 26,750
0 22,800
0 157,675
35,000 0
35,000 $ 279,225
0 $ 107,000
0 76,920
0 25,170
0 6,000
0 89,500
0 10,000
0 $ 314 590
352000 $1,193,822
0 $ 10,000
0 $ 10,000
Sanitation/Res. Collection Additional Route Manager and Automated Side-$ 218, 11 O $ O $ 218, 11 O
Loading truck.
Sanitation/Res. Collection Additional Equipment Operator and Street 153,170 0 153, 170
Sanitation Fund Sub-Total $ 371 280 $ 0 $ 371,280
B-4
FY 01 Approved SLA's
DEPARTMENT DESCRIPTION
Landfill Design, construction and quality assurance $
testing for Pre-Subtitle D Final Cover.
Landfill Construct and maintain a De-Mudder at Rock
Prairie Road.
Landfill Purchase 100 ton automated heavy-duty truck
scale.
BVSWMA Sub-Total $
TOTAL SAVINGS
186,870 $ 0
60,000 0
87,300 0
334,170 $ 0
$
$
NET
TOTAL
186,870
60,000
87,300
334,170
Meter Services Purchase a pickup for meter reading, $ 20,686 $ 1,500 $ 19, 186
maintenance and service work.
Utility Billing -Collections Replace folder inserter that is at the end of its 34,000 0 34,000
useful life.
Utility Billing -Collections Addition of one half-time staff member to a 16,500 0 16,500
temporary position that has been filled for several
years.
Utility Billing Fund Sub-Total $ 71,186 $ 1,500 $ 69,686
Communication Services Funding for City's Wireless Coordinator to $ 6,500 $ O $ 6,500
continue work on National Coordination
Communications Fund Sub-Total $ 6,500 $ 0 $ 6,500
PrinUMail Platemaker replacement $ 9,500 $ 0 $ 9,500
PrinUMail Funding for overtime and printing supplies 28,000 0 28,000
Print/Mail Fund Sub-Total $ 37,500 $ 0 $ 37,500
Parking Lot Parking Supervisor for Northgate Parking $ 74,998 $ 0 $ 74,998
ure.
Parking Enterprise Fund Sub-Total $ 74,998 $ 0 $ 74,998
Total All Funds $ 4,426,448 $479,620 $3,946,828
B-5
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FYOl
NOT RECOMMENDED
SERVICE LEVEL
ADJUSTMENTS
. ' .
FY 01 NOT RECOMMENDED PROPOSED SERVICE LEVEL ADJUSTMENTS
DEPARTMENT DESCRIPTION TOTAL SAVINGS NET TOTAL
Human Resource
Purchase 1 additional computer for testing. $ 3, 101 $ 0 $ 3,101
Change one part-time secretary to one full-time
Seasonal Secreta!}'.. 14,581 9,258 5,323
$ 17,682 $ 9,258 $ 8,424
Public Communications & Marketing
Student Orientation Booklet, Corporate Graphics
Program, Toner Cartridges and Paper/Letterhead. $ 16,266 $ 0 $ 16,266
Promotional merchandise, events and outside
training fees 10,300 0 10,300
Upgrade Monthly Utility Bill Newsletter (Option #2
$82,269) 82,269 0 82,269
Upgrade CSISD/City Quarterly Newsletter (Option
#3 $22,382) N/A 0
Color Printer to be utilized by City Hall deEartments 6,360 0 6,360
$ 115,195 $ 0 $ 115,195
Police
Professional Standards Recruiting and Training $ 6,726 $ 0 $ 6,726
Quartermaster Inventory software for police equipment and
supplies in the property room. 2,000 0 2,000
Administration Computers, radios, phones and equipment for
command post vehicle. 23,680 0 23,680
Quartermaster Replacement and Upgrade of video systems over a
3 year period. 16,000 0 16,000
Information Services Standby pay for Public Information Officer duties. 3,650 0 3,650
Uniform Patrol Purchase of equipment van for Bomb Squad SWAT
unit. 29,700 0 29,700
Quartermaster Funding for maintenance contract to repair mobile
video system 10,800 0 10,800
Communications/Jail Security Camera and Public Address system
reElacement. 18,700 0 18,700
$ 111,256 $ 0 $ 111,256
Fire
Suppression Re-instate a dedicated Ladder Company. $ 192,937 $ 0 $ 192,937
Prevention Maintain existing programs in schools. 8,000 0 8,000
Suppression Holiday Pay 40,000 0 40,000
Prevention Add Eart-time seasonal Public Education Intern. 19,233 0 19!233
$ 260,170 $ 0 $ 260,170
Development Services
Administration Staff Planner -Transportation $ 53,910 $ 0 $ 53,910
Administration Additional Training 23,785 0 23,785
Building Inspection Purchase and install HTE building permits voice
resEonse system. 45,674 0 45,674
$ 123,369 $ 0 $ 123,369
B-6
FY 01 NOT RECOMMENDED PROPOSED SERVICE LEVEL ADJUSTMENTS
DEPARTMENT DESCRIPTION TOTAL SAVINGS NET TOTAL
Public Works
Drainage Maintenance 3 new equipment operators for more frequent
drainage. $ 431,481 $ 0 431,481
Streets Maintenance
_., Pavement Markings Increase 87,000 0 87,000
·. Traffic Signals and Markings Additional Signs position 28,332 0 28,332
.... Traffic Signals and Markings Increase in Overtime budget. 4,000 0 4,000
Facilities Maintenance Personnel reguest for 4 Building Attendants. 98,760 0 98,760
$ 649,573 $ 0 $ 649,573
Community Development
Community Development Purchase of a passenger van for staff transportation
funded b� CDBG $ 24,000 $ 24,000 $ 0
$ 24,000 $ 24,000 $ 0
Parks
Forestry Replacement of existing double-check backflow
prevention devices. $ 5,000 $ 0 $ 5,000
•
., Administration Purchase of prefabricated office building. 85,000 0 85,000 "
Forestry Relocation and renovation of metal building for
Christmas decoration. 19,500 0 19,500
Administration -Recreation Funding for Transformational Youth Leadership
; .. Seminar.
·,· .. ·.,. :
5,000 0 5,000
$ 114,500 $ 0 $ 114,500
.•.
OTIS
MIS Upgrade to Microsoft Office 2000 $ 68,000 $ 0 $ 68,000
Communications Systems Analyst (WebMaster) to maintain the web
site 63,623 31,812 31,811
$ 131,623 $ 31,812 $ 99,811
General Fund Totals $ 1,547,368 $ 65,070 $1,482,298
PUD
W W Treatment Personnel request for 2 full-time operator positions
forLCWWTP. $ 50,000 $ 0 $ 50,000
W W Collections Personnel request for Crew Leader, 2 Operators,
crew truck, tools, uniforms and SUBBlies. 126,594 0 126,594 $ 176,594 $ 0 $ 176,594
Total All Funds $127232962 $ 65,070 $1,6582892
B-7
APPENDIXC
PERSONNEL SUMMARIES
Y.tKSUNN.t:L LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
General Fund
Police Department
Administration Division
Major 2.0 2.0 $ 122,895 $ 122,771 $ 126,908
Police Chief 1.0 1.0 77,187 79,526 82,206
Secretary 2.0 2.0 37,247 37,466 38,729
Sergeant 0.0 2.0 0 99,869 103,235
Staff Assistant 1.0 1.0 32,142 31,576 32,640
Other Salaries 10,412 16,450 20,450
Total Salaries $ 279,883 $ 387,658 $ 404,168
Total Benefits 73,086 101,849 105,351
Total Salaries & Benefits 6.0 8.0 $ 352,969 $ 489,507 $ 509,519
Uniform Patrol Division
Lieutenant 3.0 3.0 $ 152,838 $ 148,266 $ 153,280
Master Officer 16.0 13.0 554,758 512,160 529,479
Police Officer 17.0 34.0 484,024 1,056,234 1,138,926
* School Crossing Guard 2.5 2.5 36,106 36,101 37,322
Senior Officer 21.0 8.0 626,036 261,415 270,255
Sergeant 7.0 7.0 291,843 310,400 320,897
Other Salaries 383,278 356,585 391,427
.. .·\
$ Total Salaries 2,528,883 $ 2,681,161 $ 2,841,585
·'· Total Benefits 620,028 670,354 704,867
Total Salaries & Benefits 66.5 67.5 $ 3,148,911 $ 3,351,515 $ 3,546,452
Criminal Investigation Division
. \ .: Crime Scene Technician 1.0 0.0 $ 36,028 $ 0 $ 0
Lieutenant 1.0 1.0 49,551 50,521 52,194
Master Officer 8.0 8.0 275,688 334,353 345,427
Police Officer 0.0 1.0 0 31,525 32,569
Senior Officer 4.0 4.0 124,641 132,890 137,291
Sergeant 3.0 1.0 122,813 44,620 46,098
Other Salaries 58,092 59,262 73,662
Total Salaries $ 666,813 $ 653,171 $ 687,241
Total Benefits 169,318 166,630 174,164
Total Salaries & Benefits 17.0 15.0 $ 836,131 $ 819,801 $ 861,405
Professional Standards Division
Lieutenant 1.0 1.0 $ 48,238 $ 47,010 $ 48,499
Sergeant 1.0 1.0 44,853 44,620 46,034
Senior Officer 1.0 0.0 30,840 0 0
Master Officer 0.0 1.0 0 38,800 40,029
Other Salaries 10,238 14,125 14,125
Total Salaries $ 134,169 $ 144,555 $ 148,687
Total Benefits 33,170 31,878 32,704
Total Salaries & Benefits 3.0 3.0 $ 167,339 $ 176,433 $ 181,391
Quartermaster Division
Quartermaster 1.0 1.0 $ 18,206 $ 18,340 18,919
Other Salaries 0 215 215
Total Salaries $ 18,206 $ 18,555 $ 19,134
Total Benefits 5,858 6,118 6,234
Total Salaries & Benefits 1.0 1.0 $ 24,064 $ 24,673 $ 25,368
Communication/ Jail Division
Communication Manager 1.0 1.0 $ 44,758 $ 0 $ 40,100
* Denotes a Temporary/Seasonal position C-1
Pt:;K�UNNbL Ll�T
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Communication Supervisor 3.0 3.0 95,573 103,680 107,134
Tech. Services Coordinator 0.0 1.0 0 44,750 46,241
Communications Operator 16.0 16.0 383,151 377,308 389,877
Public Safety Officer 7.0 7.0 148,842 150,570 155,586
Other Salaries 19,160 26,562 41,538
Total Salaries $ 691,484 $ 702,870 $ 780,476
Total Benefits 196,559 206,260 224,329
Total Salaries & Benefits 27.0 28.0 $ 888,043 $ 909,130 $ 1,004,805
Special Services Division
Lieutenant 1.0 1.0 $ 48,239 $ 49,128 $ 51,158
Master Officer 3.0 5.0 114,053 152,357 205,627
Senior Officer 2.0 1.0 61,681 32,495 33,838
Permit Coordinator 1.0 0.0 27,245 0 0
Humane Officer 2.0 2.0 47,688 39,888 41,536
Other Salaries 34,644 32,195 38,817
Total Salaries $ 333,550 $ 306,063 $ 370,976
Total Benefits 84,501 80,012 94,006
Total Salaries & Benefits 9.0 9.0 $ 418,051 $ 386,075 $ 464,982
Information Services Division
Lieutenant 1.0 1.0 $ 48,238 $ 50,541 $ 52,293
Records Supervisor 1.0 1.0 37,300 39,080 40,434
Evidence Technician 1.0 1.0 24,642 24,211 25,050
Records Technician 4.0 4.0 74,665 74,286 76,862
Permit Coordinator 0.0 1.0 0 25,162 26,034
Criminal Intelligence Analyst 1.0 1.0 28,156 36,763 38,037
Police Assistant 0.0 1.0 0 0 20,800
Other Salaries 4,142 6,645 6,645
Total Salaries $ 217,143 $ 256,688 $ 286,155
Total Benefits 58,947 71,420 79,453
Total Salaries & Benefits 8.0 1,.0.0 $ 276,090 $ 328,108 $ 365,608
Police
Full Time Total 135.0 139.0
Part-Time/Seasonal Total 2.5 2.5
Department Totals 137.5 141.5 $ 6,111,598 $ 6,485,242 $ 6,959,530
General Fund
Fire Department
Fire Administration Division:
Fire Chief 1.0 1.0 $ 66,292 $ 68,300 $ 71,058
Planning and Research Coordinator 1.0 1.0 42,698 43,540 45,299
Staff Assistant 1.0 1.0 30,651 30,102 31,318
Secretary 1.0 1.0 19,433 19,106 19,878
Other Salaries 5,572 6,182 6,182
Total Salaries $ 164,646 $ 167,230 $ 173,734
Total Benefits 44,248 46,573 47,874
Total Salaries & Benefits 4.0 4.0 $ 208,894 $ 213,803 $ 221,608
Fire Suppression Division:
Asst. Fire Chief 1.0 1.0 $ 54,009 $ 55,403 $ 57,311
Battalion Chief 3.0 3.0 135,809 143,153 148,083
Lieutenant 12.0 11.0 493,285 473,845 490,162
Fire Training Coordinator 1.0 1.0 35,571 33,766 34,929
* Denotes a Temporary/Seasonal position
C-2
P�K�UNN�L LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Apparatus Operator 9.0 9.0 338,469 338,566 350,225
Firefighter I 15.0 16.0 489,667 535,894 554,346
Firefighter II 6.0 6.0 149,997 174,600 180,613
Other Salaries 194,391 166,598 190,598
Total Salaries $ 1,891,198 $ 1,921,825 $ 2,006,266
Total Benefits 463,702 488,040 506,129
Total Salaries & Benefits 47.0 47.0 $ 2,354,900 $ 2,409,865 $ 2,512,395
EMS Division:
Apparatus Operator 3.0 3.0 $ 90,520 $ 110,580 $ 114,110
EMS Coordinator 1.0 1.0 35,946 36,357 37,518
Firefighter I 18.0 21.0 543,525 573,726 689,184
Firefighter II 3.0 5.0 89,998 145,500 150,145
Firefighter III 3.0 0.0 75,205 0 0
Lieutenant-Fire 0.0 1.0 0 44,135 45,544
Sr. Secretary 1.0 1.0 23,340 22,940 23,672
Other Salaries 163,904 139,949 147,149
Total Salaries $ 1,022,438 $ 1,073,187 $ 1,207,322
Total Benefits 258,517 276,670 310,029
Total Salaries & Benefits 29.0 32.0 $ 1,280,955 $ 1,349,857 $ 1,517,351
Fire Prevention Division:
·, , .. -Fire Marshall 1.0 1.0 50,738 52,020 54,017
Fire Prevention Officer 3.0 3.0 116,201 88,270 135,665
Code Enforcement Officer 3.0 3.0 85,296 84,592 87,840
Parking Enforcement Officer 2.0 2.0 35,503 36,680 38,088
Public Education Officer 0.0 1.0 0 34,629 35,959
Other Salaries 35,709 24,344 24,344
Total Salaries $ 323,447 $ 320,535 $ 375,913
Total Benefits 74,341 85,895 99,011
Total Salaries & Benefits 9.0 10.0 $ 397,788 $ 406,430 $ 474,924
Fire
Full Time Total 89.0 93.0
*Part-Time/Seasonal Total 0.0 0.0
Department Totals 89.0 93.0 $ 4,242,537 $ 4,379,955 $ 4,726,278
General Fund
Public Works Department
Public Works Admin. Division:
Director of Public Works 1.0 1.0 $ 76,626 $ 78,959 $ 81,884
Staff Assistant 2.0 2.0 46,007 47,673 49,439
Asst. Public Works Director 1.0 1.0 41,280 51,976 53,901
· ... Greenways Program Manager 1.0 1.0 41,383 43,018 44,611
Customer Service Representative 1.0 1.0 16,849 18,340 19,019
Other Salaries 193 913 913
Total Salaries $ 222,338 $ 240,879 $ 249,767
Total Benefits 63,989 69,380 71,158
Total Salaries & Benefits 6.0 6.0 $ 286,327 $ 310,259 $ 320,925
Facilities Maintenance Division:
Facility Maint. Superintendent 1.0 1.0 $ 35,175 $ 42,673 $ 44,245
Sr. Facility Maint. Technician 1.0 1.0 27,414 34,057 35,311
• Denotes a Temporary/Seasonal position C-3
PEKSUNNt::L LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Facility Maint. Technician 4.0 4.0 126,548 115,510 119,764
Other Salaries 6,453 6,454 6,454
Total Salaries $ 195,590 $ 198,694 $ 205,774
Total Benefits 51,982 53,690 55,106
Total Salaries & Benefits 6.0 6.0 $ 247,572 $ 252,384 $ 260,880
Streets Maintenance Division:
Street Superintendent 1.0 1.0 $ 45,799 $ 46,203 $ 47,787
Sr. Foreman 2.0 2.0 71,071 69,829 72,223
Equipment Operator 12.0 12.0 282,032 280,494 290,112
Public Service Worker 4.0 4.0 77,309 76,812 79,446
Other Salaries 14,812 14,813 14,813
Total Salaries $ 491,023 $ 488,151 $ 504,381
Total Benefits 153,431 159,873 163,119
Total Salaries & Benefits 19.0 19.0 $ 644,454 $ 648,024 $ 667,500
Drainage Division:
Equipment Operator 5.0 5.0 118,530 118,717 $ 121,784
Other Salaries 2,974 2,974 2,974
Total Salaries $ 121,504 $ 121,691 $ 124,758
Total Benefits 39,090 40,894 41,507
Total Salaries & Benefits 5.0 5.0 $ 160,594 $ 162,585 $ 166,265
Traffic Division:
Signs Supervisor 1.0 0.0 $ 20,629 $ 0 $ 0
Signs Technician 1.0 2.0 22,689 46,628 48,072
Other Salaries 7,088 7,088 7,088
Total Salaries $ 50,406 $ 53,716 $ 55,160
Total Benefits 14,962 16,655 16,944
Total Salaries & Benefits 2.0 2.0 $ 65,368 $ 70,371 $ 72,104
Public Works Engineering:
City Engineer 1.0 1.0 $ 58,779 $ 60,532 $ 62,857
Assistant City Engineer 2.0 1.0 93,434 56,688 58,866
Graduate Civil Engineer 2.0 3.0 76,677 122,535 127,242
Engineer Technician 4.0 4.0 127,778 129,648 134,629
* Transportation Planning Intern 0.5 0.5 3,697 3,700 3,842
* Engineering Aide 1.0 1.0 21,418 21,418 22,241
* Field Data Technician 0.5 0.5 9,799 9,801 10,178
Other Salaries 8,608 8,609 8,609
Total Salaries $ 400,190 $ 412,931 $ 428,464
Total Benefits 93,936 98,539 101,646
Total Salaries & Benefits 11.0 11.0 $ 494,126 $ 511,470 $ 530,110
Traffic Signal Systems:
Traffic Systems Superintendent 1.0 1.0 $ 50,779 $ 51,247 $ 52,773
Traffic Systems Foreman 1.0 1.0 41,602 41,611 42,850
Traffic Signal Technician 3.0 3.0 86,085 100,333 103,320
Other Salaries 6,714 6,712 6,712
Total Salaries $ 185,180 $ 199,903 $ 205,654
Total Benefits 48,722 52,355 53,505
Total Salaries & Benefits 5.0 5.0 $ 233,902 $ 252,258 $ 259,159
• Denotes a Temporary/Seasonal position C-4
l'J:.K�UNN.tL LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Public Works
Full Time Total 52.0 52.0
*Part-Time/Seasonal Total 2.0 2.0
Department Totals 54.0 54.0 $ 2,132,343 $ 2,207,351 $ 2,276,943
c
General Fund
Parks & Recreation Department
Parks & Recreation Administration Division:
Director of Parks & Rec. 1.0 1.0 $ 72,043 $ 73,503 $ 77,108
... Asst. Director of Parks & Rec. 1.0 1.0 57,217 57,542 60,364
Sr. Parks Planner 1.0 1.0 40,779 41,119 43,136
··.·. Parks Planner 2.0 2.0 62,620 71,652 75,166
Staff Assistant 1.0 1.0 22,395 24,292 25,483
Sr. Secretary 2.0 2.0 48,214 50,283 52,749
Part Time Draftsperson 0.0 0.0 605 0 0
Part-time Secretary 0.0 0.5 0 0 14,181
* Receptionist 0.5 0.5 2,579 3,685 3,685
Other Salaries 3,684 5,700 5,700
Total Salaries $ 310,136 $ 327,776 $ 357,573
Total Benefits 83,649 88,133 96,369
Total Salaries & Benefits 8.5 9.0 $ 393,785 $ 415,909 $ 453,942
Emergency Management Division
Asst. Emergency Mngt. Coord. 1.0 1.0 $ 27,738 $ 34,725 $ 36,640
Other Salaries 0 0 0
Total Salaries $ 27,738 $ 34,725 $ 36,640
Total Benefits 7,449 11,753 12,136
.• Total Salaries & Benefits $ $ $ .> ..
1.0 1.0 35,187 46,478 48,776
Recreation Division
Hotel/Motel Programs Activity Center
* Special Events Workers 0.5 0.5 $ 2,603 $ 2,605 $ 2,605
Other Salaries 6,734 8,935 8,935
Total Salaries $ 9,337 $ 11,540 $ 11,540
Total Benefits 1,381 1,373 1,373
Total Salaries & Benefits 0.5 0.5 $ 10,718 $ 12,913 $ 12,913
Recreation Administration Activity Center
Recreation Superintendent 1.0 1.0 $ 46,634 $ 46,998 $ 49,621
Other Salaries 0 0 0
Total Salaries $ 46,634 $ 46,998 $ 49,621
Tota! Benefits 11,295 11,678 12,202
Total Salaries & Benefits 1.0 1.0 $ 57,929 $ 58,676 $ 61,823
Recreation Athletics Activity Center
Athletic Supervisor 1.0 0.0 $ 38,719 $ 0 $ 0
Recreation Supervisor 1.0 2.0 33,717 79,400 82,865
Asst. Recreation Supervisor 1.0 1.0 26,638 40,683 42,458
* Special Events Worker 3.0 3.0 42,175 56,656 56,656
Other Salaries 6,473 4,000 4,000
* Denotes a Temporary/Seasonal position C-5
PEKSUNN.t:L LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Total Salaries $ 147,722 $ 180,739 $ 185,979
Total Benefits 30,777 38,151 39,199
Total Salaries & Benefits 6.0 6.0 $ 178,499 $ 218,890 $ 225,178
Recreation Instruction Activity Center
Recreation Supervisor 1.0 1.0 $ 36,891 $ 38,622 $ 40,336
Asst. Recreation Supervisor 1.0 1.0 25,419 26,301 27,468
Senior Services Coordinator 0.5 0.5 12,711 15,368 16,050
* Tennis Workers 0.5 0.5 12,911 12,910 12,910
* Water Safety Aides 2.0 2.0 39,808 33,809 33,809
* Swim Coach 2.0 2.0 31,598 25,599 25,599
Other Salaries 9,385 5,000 5,000
Total Salaries $ 168,723 $ 157,609 $ 161,173
Total Benefits 30,456 29,562 30,274
Total Salaries & Benefits 7.0 7.0 $ 199,179 $ 187,171 $ 191,447
Special Events Activity Center
Recreation Supervisor 1.0 1.0 $ 34,958 $ 37,837 $ 38,674
* Recreation Assistant/ Special Events 1.5 1.5 11,459 13,200 13,200
Other Salaries 2,744 1,000 1,000
Total Salaries $ 49,161 $ 52,037 $ 52,874
Total Benefits 10,396 11,265 11,433
Total Salaries & Benefits 2.5 2.5 $ 59,557 $ 63,302 $ 64,307
Hotel/Motel Programs Activity Center
* Special Events Workers 1.0 1.0 $ 18,641 $ 23,547 $ 23,547
Other Salaries 6,906 2,000 2,000
Total Salaries $ 25,547 $ 25,547 $ 25,547
Total Benefits 2,932 2,823 2,823
Total Salaries & Benefits 1.0 1.0 $ 28,479 $ 28,370 $ 28,370
Recreation Youth Activity Center
School Age Care Specialist 1.0 0.0 $ 28,067 $ 0 $ 0
Youth Services Coordinator 1.0 0.0 30,924 0 0
Recreation Supervisor 0.0 2.0 0 74,019 78,151
* Teen Center Staff Attendant 3.0 3.0 44,549 52,752 52,752
Other Salaries 8,203 0 0
Total Salaries $ 111,743 $ 126,771 $ 130,903
Total Benefits 20,998 24,390 25,216
Total Salaries & Benefits 5.0 5.0 $ 132,741 $ 151,161 $ 156,119
Recreation Division Totals 23.0 23.0 $ 667,102 $ 720,483 $ 740,157
Special Facilities Division:
Special Facilities Administration Activity Cente
Spec. Facilities Sup. 1.0 1.0 $ 44,010 $ 44,490 $ 46,968
Other Salaries 0 0 0
Total Salaries $ 44,010 $ 44,490 $ 46,968
Total Benefits 10,737 11,085 11,581
Total Salaries & Benefits 1.0 1.0 $ 54,747 $ 55,575 $ 58,549
• Denotes a Temporary/Seasonal position
C-6
l't:.K�UNN.t:.L LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Special Facilities Aquatic Activity Center
Pools Supervisor 1.0 1.0 $ 35,484 $ 40,836 $ 42,676
Pool Technician 1.0 1.0 24,268 27,401 28,635
* Pool Manager/ Asst. Manager 6.0 6.0 103,718 103,716 103,716
* Lifeguards 10.0 10.0 160,418 160,417 160,417
* Other Pool Seasonal Employees 2.0 2.0 22,071 22,070 22,070
Other Salaries 4,304 4,305 4,305
Total Salaries $ 350,263 $ 358,745 $ 361,819
Total Benefits 41,851 43,811 44,427
Total Salaries & Benefits 20.0 20.0 $ 392,114 $ 402,556 $ 406,246
Special Facilities Conference Center Activity C
.. Conference/Teen Center Sup. 1.0 1.0 $ 38,719 $ 38,871 $ 40,476
Asst. Conf/Teen Center Sup. 1.0 1.0 23,425 24,171 25,169
Secretary 1.0 1.0 19,537 21,084 21,955
* Part-time Receptionist 1.0 1.0 9,654 9,654 9,654
* Building Attendant 2.5 2.5 34,401 34,401 34,401
Other Salaries 4,048 4,047 4,047
Total Salaries $ 129,784 $ 132,228 $ 135,702
Total Benefits 26,937 27,363 28,059
..... � :
Total Salaries & Benefits 6.5 6.5 $ 156,721 $ 159,591 $ 163,761
·, · .. Special Facilities Lincoln Center Activity Cente
Lincoln Center Supervisor 1.0 1.0 $ 28,802 $ 35,502 $ 37,000
Building Attendant 1.0 1.0 19,447 16,560 17,259
Gym Attendant-Lincoln Center 0.5 0.5 6,954 11,007 11,471
Secretary 1.0 1.0 17,773 18,340 19,114
* Recreation Assistant 3.0 3.5 42,143 42,143 50,143
Other Salaries 958 958 958
Total Salaries $ 116,077 $ 124,510 $ 135,944
Total Benefits 27,451 30,092 31,996
Total Salaries & Benefits 6.5 7.0 $ 143,528 $ 154,602 $ 167,940
Special Facilities Division Totals 34.0 34.5 $ 747,110 $ 772,324 $ 796,496
Parks Operations Division:
Operations Administration Activity Center
Parks Superintendent 1.0 1.0 $ 43,155 $ 43,579 $ 46,013
Other Salaries 0 0 0
Total Salaries $ 43,155 $ 43,579 $ 46,013
Total Benefits 10,380 10,775 11,261
Total Salaries & Benefits 1.0 1.0 $ 53,535 $ 54,354 $ 57,274
East District Operations Activity Center
Parks Operations Supervisor 1.0 1.0 $ 31,996 $ 31,521 $ 32,422
Parks Crew Leader 2.0 2.0 48,754 55,847 57,444
Light Equipment Operator 2.0 2.0 38,674 44,730 46,009
Grounds Worker 3.0 3.0 52,366 60,042 61,759
* Part-time Groundsworker 1.0 1.0 14,337 14,339 14,339
Other Salaries 8,543 9,791 9,791
Total Salaries $ 194,670 $ 216,270 $ 221,765
Total Benefits 54,620 63,781 64,879
Total Salaries & Benefits 9.0 9.0 $ 249,290 $ 280,051 $ 286,644
* Denotes a Temporary/Seasonal position C-7
PERSONNEL LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
South District Operations Activity Center
Parks Operations Supervisor 1.0 1.0 $ 35,567 $ 35,042 $ 36,149
Parks Crew Leader 2.0 2.0 47,242 49,836 51,411
Light Equipment Operator 2.0 2.0 38,577 39,144 40,381
Grounds Worker 4.0 4.0 71,810 72,311 74,596
* Part-time Groundsworker 1.0 1.0 14,337 14,339 14,339
Other Salaries 8,543 9,041 9,041
Total Salaries $ 216,076 $ 219,713 $ 225,916
Total Benefits 60,883 63,928 65,169
Total Salaries & Benefits 10.0 10.0 $ 276,959 $ 283,641 $ 291,085
West District Parks Operations Activity Center
Parks Operations Supervisor 1.0 1.0 $ 34,285 $ 33,877 $ 34,918
Parks Crew Leader 2.0 2.0 45,840 47,434 48,891
Light Equipment Operator 2.0 2.0 38,577 41,886 43,173
Grounds Worker 5.0 5.0 85,710 95,756 98,698
* Part-time Groundsworker 1.0 1.0 14,337 14,339 14,339
Other Salaries 10,152 11,401 11,401
Total Salaries $ 228,901 $ 244,693 $ 251,420
Total Benefits 66,191 71,315 72,660
Total Salaries & Benefits 11.0 11.0 $ 295,092 $ 316,008 $ 324,080
Parks Operations Division Tota 31.0 31.0 $ 874,876 $ 934,054 $ 959,083
Forestry Division:
Wolf Pen Creek Activity Center
* Maintenance Worker 0.5 0.5 $ 3,910 $ 3,911 $ 3,911
Other Salaries 0 0 0
Total Salaries $ 3,910 $ 3,911 $ 3,911
Total Benefits 343 343 343
Total Salaries & Benefits 0.5 0.5 $ 4,253 $ 4,254 $ 4,254
Cemetery Activity Center
Cemetery Sexton 1.0 1.0 $ 40,315 $ 39,735 $ 40,985
Groundsworker 2.0 2.0 38,991 38,441 39,651
Other Salaries 201 200 200
Total Salaries $ 79,507 $ 78,376 $ 80,836
Total Benefits 23,425 24,305 24,797
Total Salaries & Benefits 3.0 3.0 $ 102,932 $ 102,681 $ 105,633
Forestry Activity Center
Forestry Superintendent 1.0 1.0 $ 42,446 $ 44,325 $ 45,934
Forestry Supervisor 1.0 1.0 29,873 30,264 31,363
Forestry/Horticulture Crew Leader 2.0 2.0 42,730 45,173 46,813
Forestry/Horticulture Worker 4.0 4.0 79,312 88,587 91,803
Irrigation Specialist 1.0 1.0 21,365 22,713 23,538
Other Salaries 2,791 5,021 5,021
Total Salaries $ 218,517 $ 236,083 $ 244,471
Total Benefits 63,409 69,290 70,968
Total Salaries & Benefits 9.0 9.0 $ 281,926 $ 305,373 $ 315,439
• Denotes a Temporary/Seasonal position
C-8
.. ,
. ·:··.·
· ..... · .
. _.··
..
PJ:::KSUNNEL LIST
Forestry Division Totals
Parks & Recreation
Full Time Total
*Part-Time/Seasonal Total
Department Totals
General Fund
Development Services Department
Revised
Budget
FY 99-00
12.5
68.0
42.0
110.0
Development Services Administration Division
Dir. of Development Services 1.0
Staff Planner 1.0
Staff Assistant 2.0
Customer Service Representative 0.0
Asst Development Coordinator 0.0
Development Coordinator 0.0
Secretary 0.0
Receptionist 1.0
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits 5.0
Approved
Budget
FY 00-01
12.5
68.5
42.5
111.0
1.0
3.0
2.0
3.0
1.0
1.0
1.0
0.0
12.0
Development Services Engineering Activity Center
Assistant City Engineer-Dev. 1.0 1.0
Graduate Civil Engineer 2.0 2.0
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits 3.0 3.0
Planning Administration Activity Center
City Planner 1.0 1.0
Sr. Planner 2.0 3.0
Staff Planner 2.0 2.0
Assistant Development Coordinator 1.0 0.0
Transportation Planner 1.0 1.0
Transportation Analyst 1.0 1.0
Development Coordinator 1.0 0.0
Land Management Coordinator 1.0 0.0
Land Database Technician 0.0 1.0
Mapping Specialist 1.0 0.0
Mapping Technician 0.5 0.5
Secretary 1.0 0.0
* Planning Intern 1.0 1.0
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits 13.5 10.5
Building Inspection Activity Center
Building Official 1.0 1.0
Plans Examiner 1.0 1.0
• Denotes a Temporary/Seasonal position
C-9
Revised
Budget
FY 99-00
Base
Budget
FY 00-01
Approved
Budget
FY 00-01
$ 389,111 $ 412,308 $ 425,326
$ 3,107,171 $ 3,301,556 $ 3,423,780
$ 65,522 $ 67,683 $ 68,985
33,488 103,887 105,885
54,957 53,991 55,030
0 55,713 56,785
0 34,629 35,295
0 41,613 42,413
0 18,340 18,693
16,634 0 0
8,469 8,473 8,473
$ 179,070 $ 384,329 $ 391,559
47,840 104,398 105,846
$ 226,910 $ 488,727 $ 497,405
$ 57,093 $ 52,524 $ 54,664
67,451 92,417 96,181
0 0 0
$ 124,544 $ 144,941 $ 150,845
28,338 34,345 35,527
$ 152,882 $ 179,286 $ 186,372
$ 60,552 $ 62,112 $ 66,664
78,600 128,115 137,504
60,810 0 71,400
31,612 0 0
50,217 50,824 54,549
33,988 36,763 39,457
40,009 0 0
28,337 0 0
0 26,612 28,562
45,196 0 0
17,699 9,372 10,059
8,886 0 0
15,120 15,119 17,619
1,430 3,595 3,595
$ 472,456 $ 332,512 $ 429,408
117,255 83,182 105,820
$ 589,711 $ 415,694 $ 535,228
$ 47,338 $ 48,443 $ 50,075
39,852 39,162 40,481
PERSONNEL LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Combination Building Inspector 4.0 4.0 123,750 125,242 129,461
Building Technician 1.0 0.0 19,475 0 0
Staff Assistant 0.0 1.0 0 22,019 22,761
Sr. Secretary 1.0 0.0 19,475 0 0
Secretary 1.0 0.0 17,769 0 0
Other Salaries 5,028 4,551 4,551
Total Salaries $ 272,687 $ 239,417 $ 247,329
Total Benefits 71,124 61,985 63,567
Total Salaries & Benefits 9.0 7.0 $ 343,811 $ 301,402 $ 310,896
Development Services
Full Time Total 29.5 31.5
*Part-Time/Seasonal Total 1.0 1.0
Department Totals 30.5 32.5 $ 1,313,314 $ 1,385,109 $ 1,529,901
General Fund
Office of Technology and Information Services
OTIS Administration Division
Director of OTIS 1.0 1.0 $ 76,521 $ 78,833 $ 80,997
Communications/Information Mgr. 1.0 1.0 57,217 58,571 60,179
Action Center Coordinator 1.0 1.0 28,992 35,173 36,139
Action Center Representative 3.0 3.0 61,977 64,349 66,115
Other Salaries 1,500 3,000 3,000
Total Salaries $ 226,207 $ 239,926 $ 246,430
Total Benefits 57,864 62,516 63,816
Total Salaries & Benefits 6.0 6.0 $ 284,071 $ 302,442 $ 310,246
Geographic Information Services
GIS Coordinator 1.0 1.0 $ 42,259 $ 41,981 $ 43,884
GIS Technician 1.0 1.0 29,348 30,894 32,294
* Part-time GIS Technician 0.5 0.5 11,128 11,129 11,129
Other Salaries 4,782 4,504 4,504
Total Salaries $ 87,517 $ 88,508 $ 91,811
Total Benefits 18,957 19,874 20,534
Total Salaries & Benefits 2.5 2.5 $ 106,474 $ 108,382 $ 112,345
Management Information Systems Divi sion:
MIS Director/ Asst Dir of OTIS 1.0 1.0 $ 72,468 $ 73,015 $ 75,183
Sr. Systems Analyst 1.0 1.0 60,566 59,642 61,413
Systems Analyst 5.0 5.0 201,096 198,978 204,887
System Operator 1.0 1.0 23,235 24,676 25,409
Micro Computer Coordinator 1.0 1.0 27,079 35,559 36,615
MicroComputer Specialist 4.0 4.0 121,642 116,788 120,256
Network Systems Analyst 2.0 2.0 73,970 77,499 79,800
Other Salaries 28,707 30,212 30,212
Total Salaries $ 608,763 $ 616,369 $ 633,776
Total Benefits 144,658 153,025 156,507
Total Salaries & Benefits 15.0 15.0 $ 753,421 $ 769,394 $ 790,283
Office of Tech. and Information Systems
Full Time Total 23.0 23.0
*Part-Time/Seasonal Total 0.5 0.5
Department Totals 23.5 23.5 $ 1,143,966 $ 1,180,218 $ 1,212,874
* Denotes a Temporary/Seasonal position
C-10
·'·
. ·'•
General Fund
Fiscal Services Department
Fiscal Administration Division:
Fiscal Services Director
Staff Assistant
Secretary
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits
Risk Management Division:
Risk Manager/Safety Coord.
Risk Analyst
Staff Assistant
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits
Accounting Division:
Asst Fiscal Svs Dir I Accounting Mgr
Acct. Customer Service Supervisor
Staff Accountant
Payroll Supervisor
Investment Officer
Acct. Customer Service Rep.
Accounting Assistant
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits
Purchasing Division:
Purchasing Services Manager
Sr. Buyer
Buyer
Purchasing Assistant
* Purchasing Intern
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits
Municipal Court Division:
Municipal Court Administrator
Court Customer Service Reps.
Sr Court Customer Service Reps.
Staff Assistant
Bailiff (Full Time Position)
• Denotes a Temporary/Seasonal position
Pt::KSONNEL LIST
Revised
Budget
FY 99-00
1.0
1.0
1.0
3.0
1.0
1.0
0.0
2.0
1.0
1.0
2.0
1.0
0.0
5.0
1.0
11.0
1.0
1.0
1.0
1.0
0.5
4.5
1.0
6.0
2.0
1.0
1.0
Approved
Budget
FY 00-01
1.0
1.0
1.0
3.0
1.0
1.0
0.5
2.5
1.0
1.0
1.0
1.0
1.0
4.0
1.5
10.5
1.0
1.0
1.0
1.0
0.5
4.5
1.0
6.0
3.0
1.0
1.0
C-11
$
$
$
$
$
$
$
$
$
$
$
$
$
Revised
Budget
FY 99-00
68,230
22,395
19,474
201
110,300
30,317
140,617
56,801
29,530
0
0
86,331
20,212
106,543
51,925
41,460
65,799
36,028
0
98,906
21,365
2,521
318,004
82,701
400,705
49,488
43,508
29,822
21,366
7,320
0
151,504
35,107
186,611
39,298
107,891
41,301
19,475
19,381
$
$
$
$
$
$
$
$
$
$
$
$
$
Base
Budget
FY 00-01
70,479
23,142
18,340
201
112,162
31,910
144,072
46,910
36,763
12,146
361
96,180
23,630
119,810
53,224
39,323
34,629
35,389
36,763
82,520
38,863
2,883
323,594
85,833
409,427
49,693
42,431
34,629
23,142
7,321
0
157,216
37,104
194,320
42,370
114,961
44,038
22,019
18,884
$
$
$
$
$
$
$
$
$
$
$
$
$
Approved
Budget
FY 00-01
73,807
24,235
19,206
201
117,448
32,966
150,414
49,202
38,559
12,739
361
100,861
24,566
125,427
55,670
41,130
36,220
37,015
38,453
86,312
40,649
2,883
338,333
88,781
427,114
52,245
44,610
36,407
24,330
7,321
0
164,914
38,644
203,558
43,863
119,012
68,290
22,795
19,549
PERSONNEL LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
* Temp/Seasonal 0.0 0.0 4,176 4,181 4,181
Other Salaries 30,189 30,183 30,183
Total Salaries $ 261,711 $ 276,636 $ 307,874
Total Benefits 74,338 79,366 88,050
Total Salaries & Benefits 11.0 12.0 $ 336,049 $ 356,002 $ 395,924
Municipal Court Judges Division:
Municipal Court Judge 1.0 1.0 $ 55,927 $ 56,260 $ 56,260
* Part-time Municipal Court Judge 0.5 0.5 10,000 10,008 10,008
Other Salaries 0 0 0
Total Salaries $ 65,927 $ 66,268 $ 66,268
Total Benefits 12,971 12,823 12,823
Total Salaries & Benefits 1.5 1.5 $ 78,898 $ 79,091 $ 79,091
Fiscal Services
Full Time Total 32.0 33.0
*Part-Time/Seasonal Total 1.0 1.0
Department Totals 33.0 34.0 $ 1,249,423 $ 1.,302,722 $ 1,:381,527
General Fund
General Government
City Secretary Division:
City Secretary 1.0 1.0 $ 46,439 $ 48,500 $ 48,500
Assistant City Secretary 1.0 1.0 29,243 28,734 29,641
Council Office Assistant 1.0 1.0 17,773 22,019 22,714
Records Mngmt Technician 1.0 1.0 19,029 18,340 18,919
Temp/Seasonal 0.0 0.0 0 309 309
Other Salaries 1,147 1,147 1,147
Total Salaries $ 113,631 $ 119,049 $ 121,229
Total Benefits 28,567 31,600 32,036
Total Salaries & Benefits 4.0 4.0 $ 142,198 $ 150,649 $ 153,265
City Manager Division:
City Manager 1.0 1.0 $ 115,585 $ 115,640 $ 115,640
Assistant City Manager 1.0 1.0 92,835 93,575 95,441
Assistant to CM 1.0 1.0 33,384 36,763 37,496
Community Programs Coordinator 1.0 1.0 48,529 50,700 51,711
Secretary 1.0 1.0 20,945 21,216 21,639
Land Agent 0.0 1.0 0 0 35,700
Volunteer Coordinator (PT) 0.5 0.5 12,236 12,251 12,495
Other Salaries 0 1,444 1,444
Total Salaries $ 323,514 $ 331,589 $ 371,566
Total Benefits 87,025 96,752 106,323
Total Salaries & Benefits 5.5 6.5 $ 410,539 $ 428,341 $ 477,889
Legal Division:
City Attorney 1.0 1.0 $ 85,542 $ 87,300 $ 87,300
First Asst. City Attorney 1.0 1.0 69,196 74,974 78,327
Asst. City Attorney 3.0 3.0 116,963 124,834 130,418
Legal Asst. II/Office Manager 1.0 1.0 38,865 38,193 39,901
Legal Assistant I 1.0 1.0 24,705 25,523 26,665
* Legal Clerk 1.0 1.0 11,638 11,639 11,639
• Denotes a Temporary/Seasonal position C-12
P.tK:SUNN.tL LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Other Salaries 0 0 0
Total Salaries $ 346,909 $ 362,463 $ 374,250
Total Benefits 83,360 87,732 90,088
Total Salaries & Benefits 8.0 8.0 $ 430,269 $ 450,195 $ 464,338
.. Public Comm & Marketing Division:
Public Comm. and Marketing Mgr 1.0 1.0 $ 51,384 $ 52,542 $ 55,460
Public Comm. And Marketing Asst. 1.0 1.0 26,446 29,278 30,904
Other Salaries 0 0 0
Total Salaries $ 77,830 $ 81,820 $ 86,364
Total Benefits 18,776 20,072 20,982
Total Salaries & Benefits 2.0 2.0 $ 96,606 $ 101,892 $ 107,346
Human Resources Division:
Human Resources Director 1.0 1.0 $ 65,528 $ 63,252 $ 66,590
Asst. Human Resources Dir. 1.0 1.0 42,613 40,740 42,890
Human Resources Analyst 1.0 1.0 29,821 36,763 38,703
.. Benefits Coordinator 1.0 1.0 31,716 34,629 36,456
Staff Assistant 1.0 1.0 17,773 23,125 24,345
* Receptionist 1.0 1.0 8,585 8,609 8,609
Other Salaries 0 0 0
. :· ".,. Total Salaries $ 196,036 $ 207,118 $ 217,593
Total Benefits 49,329 52,259 54,353
Total Salaries & Benefits 6.0 6.0 $ 245,365 $ 259,377 $ 271,946
Economic Development Division:
Director of Economic Dev. 1.0 1.0 $ 62,126 $ 61,706 $ 65,255
Sr. Econ. Develop. Analyst 1.0 1.0 35,572 39,004 41,247
Economic Development Intern 0.0 0.5 0 0 9,360
Other Salaries 0 0 0
Total Salaries $ 97,698 $ 100,710 $ 115,862
Total Benefits 28,726 29,826 31,711
Total Salaries & Benefits 2.0 2.5 $ 126,424 $ 130,536 $ 147,573
Community Development Division:
CD Budget Analyst 1.0 1.0 $ 30,342 $ 36,763 $ 38,306
CD Project Specialist 2.0 2.0 67,352 66,177 68,955
Comm. Dev. Administrator 1.0 1.0 45,843 46,884 48,852
Staff Assistant 1.0 1.0 22,289 21,416 22,315
Affordable Housing Coordinator 1.0 1.0 41,190 40,100 41,783
CD Housing Analyst 1.0 1.0 31,343 36,763 38,306
Housing Programs Coordinator 1.0 1.0 41,029 40,695 42,403
CD Projects Coordinator 1.0 1.0 40,508 40,110 41,794
·. :·
* Part-time Receptionist 0.5 0.5 4,783 0 0
Other Salaries 477 1,198 1,198
Total Salaries $ 325,156 $ 330,106 $ 343,914
Total Benefits 78,986 83,780 86,542
Total Salaries & Benefits 9.5 9.5 $ 404,142 $ 413,886 $ 430,456
Office of Budget and Strategic Planning:
Budget & Strategic Planning Manage 1.0 1.0 $ 49,676 $ 49,875 $ 52,065
Sr. Budget/Management Analyst 1.0 0.0 32,572 0 0
• Denotes a Temporary/Seasonal position C-13
J:'tK�UNNt:;L Ll�T
Budget Assistant
Budget/Management Analyst
* Part Time -Intern
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits
General Government
Full Time Total
*Part-Time/Seasonal Total
Department Totals
General Fund Position Totals
Full Time Total
Part-Time/Seasonal Total
GENERAL FUND TOTALS
Parking Enterprise Fund
Fire Department
Parking Lot Activity Center
Parking Enforcement Officer
Parking Supervisor
* Parking Attendants/PT
Other Salaries
Total Salaries
Total Benefits
Parking Fund Position Totals
Full Time Total
Part-Time/Seasonal Total
PARKING FUND TOTALS
Electric Fund
Public Utilities Department
Revised
Budget
FY 99-00
0.0
2.0
0.5
4.5
39.5
2.0
41.5
468.0 51.0
519.0
1.0 0.0 2.0
1.0
2.0
3.0
Operations Administration Division
Warehouse Operations Activity Center
Warehouse Supervisor 1.0
Warehouse Assistant 2.0
* Warehouse Clerk 0.5
* Facility Attendant 0.5
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits 4.0
Administration Activity Center
Director of Public Utilities 1.0
Utilities Admin. Mgr. 1.0
Acctg. Customer Service Rep 1.0
Senior Secretary 2.0
• Deno?e�c�'11glri"porary/Seasonal position 1.0
Approved
Budget
FY 00-01
1.0
2.0
0.5
4.5
41.0
2.0
43.0
481.0 51.5
532.5
1.0 1.0 2.0
2.0
2.0
4.0
1.0
2.0
0.5
0.5
4.0
1.0
1.0
1.0
2.0
1.0
C-14
Revised Base Approved
Budget Budget Budget
FY 99-00 FY 00-01 FY 00-01
0 22,019 22,986
61,023 73,526 76,754
8,291 8,048 8,048
6,000 6,002 6,002
$ 157,562 $ 159,470 $ 165,854
36,275 37,647 38,923
$ 193,837 $ 197,117 $ 204,777
$ 2,049,380 $ 2 ,131.,99 3 $ 2,257,590
$21,349,732 $ 22,374,146 $ 23,768,424
$ 17,330 $ 18,390 $ 18,957 0 0 35,700 30,834 30,835 30,835 2,000 1,996 1,996
$ 50,164 $ 51,221 $ 87,488 7,996 8,764 17,897
$ 58,160 $ 59,985 $ 105,385
$ 26,565 $ 30,204 $ 31,162
41,234 44,232 45,635
7,695 7,725 7,725
5,253 5,284 5,284
1,005 1,003 1,003
$ 81,752 $ 88,448 $ 90,809
20,578 22,804 23,276
$ 102,330 $ 111,252 $ 114,085
$ 95,099 $ 96,082 $ 100,034
34,446 42,042 43,771
18,654 18,343 19,098
48,483 50,062 52,121
19,482 21,084 21,951
t't::K�UNNt::L LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Staff Assistant 1.0 1.0 21,373 22,693 23,626
* PUD Intern 0.5 0.5 6,935 6,954 6,954
Other Salaries 1,242 1,240 1,240
Total Salaries $ 245,714 $ 258,500 $ 268,796
Total Benefits 63,810 68,211 70,270
Total Salaries & Benefits 7.5 7.5 $ 309,524 $ 326,711 $ 339,066
Operations Adm. Div. Totals 11.5 11.5 $ 411,854 $ 437,963 $ 453,151
Electrical Transmission & Distribution Division
Division Manager 1.0 1.0 $ 70,300 $ 70,616 $ 72,582
Electrical Trans/Dist Superintendent 1.0 1.0 60,169 63,373 65,137
Elec Trans/Dist Supervisor 2.0 1.0 90,995 44,137 45,366
Elec Trans/Dist Foreman 2.0 2.0 74,017 78,283 80,463
Line Technician 17.0 19.0 455,364 521,118 597,569
Elec. Planning /Projects Coard. 1.0 1.0 30,768 31,293 32,164
Work Order/Prop. Rec. Coard. 1.0 1.0 55,833 29,800 30,630
* Part-time Utility Technician 1.0 1.0 8,346 8,347 8,347
Metering Supervisor 1.0 1.0 39,811 39,142 40,232
Substation Supervisor 1.0 1.0 35,948 37,265 38,303
Elec. Sub/ Metering Superintendent 1.0 1.0 59,211 59,842 61,508
Technician 6.0 6.0 188,919 206,236 211,978
Utility Dispatch Ops Superint. 1.0 1.0 42,242 48,927 50,289
Sr. Utility Dispatcher 1.0 0.0 35,874 0 0
Public Utility Dispatcher 5.0 5.0 160,243 170,592 175,342
Utility Dispatch Ops Assistant 0.0 1.0 0 37,265 38,303
' '· Mapping Coordinator 0.0 1.0 0 31,293 32,164
Energy Auditor 1.0 2.0 29,841 29,316 57,564
Line Locator I Inspector 0.0 1.0 0 0 32,857
Department Safety Coordinator 0.0 1.0 0 0 30,971
Other Salaries 87,739 88,766 90,191
Total Salaries $ 1,525,620 $ 1,595,611 $ 1,791,959
... �. Total Benefits 382,946 410,922 459,093
Total Salaries & Benefits 43.0 48.0 $ 1,908,566 $ 2,006,533 $ 2,251,052
Full Time Total 52.0 57.0
Part-Time/Seasonal Total 2.5 2.5
ELECTRIC FUND TOTALS 54.5 59.5 $ 2,320,420 $ 2,444,496 $ 2,704,204
Water Fund
Public Utilities Department
Water Division:
Water Production Activity Center
Chief Water Production Operator 1.0 1.0 $ 28,940 $ 32,260 $ 33,337
SCADA Technician 1.0 1.0 28,380 29,266 30,243
Pump Station Operator 4.0 4.0 96,704 103,573 107,032
;
Other Salaries 10,884 10,879 10,879
Total Salaries $ 164,908 $ 175,978 $ 181,492
Total Benefits 45,893 49,667 50,769
Total Benefits & Salaries 6.0 6.0 $ 210,801 $ 225,645 $ 232,261
• Denotes a Temporary/Seasonal position
C-15
PERSONNEL LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Water Distribution Activity Center
Field Operations Superintendent 1.0 1.0 $ 49,162 $ 50,158 $ 52,309
Crew Leader 5.0 5.0 145,130 148,879 155,264
Maint. Foreman 2.0 2.0 64,004 64,221 66,975
W /WW Systems Operator 7.0 7.0 152,373 162,185 169,141
Other Salaries 37,862 39,196 39,196
Total Salaries $ 448,531 $ 464,639 $ 482,886
Total Benefits 121,870 128,878 132,526
Total Salaries & Benefits 15.0 15.0 $ 570,401 $ 593,517 $ 615,412
Environmental Services Activity Center
Division Manager-Water/WW 1.0 1.0 $ 59,819 $ 65,233 $ 66,439
Environ. Compliance/Training Coor 1.0 1.0 44,364 41,059 41,818
GIS Technician 2.0 2.0 54,224 57,240 58,298
Environmental Technician 2.0 2.0 58,956 61,900 63,045
Crew Leader 1.0 1.0 28,983 30,466 31,029
GPS Technician 1.0 1.0 25,514 27,641 28,152
Water Resource Coordinator 1.0 1.0 24,678 34,629 35,269
W /WW Systems Operator 2.0 0.0 36,950 0 0
* Part-time GIS Technician 0.5 1.0 4,081 4,086 10,486
Other Salaries 9,717 9,718 9,718
Total Salaries $ 347,286 $ 331,972 $ 344,255
Total Benefits 96,298 89,517 92,293
Total Salaries & Benefits 11.5 10.0 $ 443,584 $ 421,489 $ 436,548
Water Fund Position Totals
Full Time Total 32.0 30.0
Part-Time/Seasonal Total 0.5 1.0
WATER FUND TOTALS 32.5 31.0 $ 1,224,786 $ 1,240,651 $ 1,284,221
Wastewater Fund
Public Utilities Department
Wastewater Division:
Wastewater Treatment Activity Center
Plant Operations Superintendent 1.0 1.0 $ 53,807 $ 59,212 $ 60,698
Chief WWTP Operator 1.0 1.0 42,196 41,422 42,461
SCADA Technician 1.0 2.0 42,408 56,774 58,198
WW Plant Operator 11.0 10.0 260,037 277,172 284,126
Electrical Technician 1.0 1.0 33,450 32,847 33,671
Elec. Technician I 1.0 1.0 24,873 28,892 29,617
Sr. Lab Technician 1.0 1.0 29,856 30,809 31,582
Lab Technician 2.0 2.0 52,618 47,454 48,645
Other Salaries 18,325 23,171 23,171
Total Salaries $ 557,570 $ 597,753 $ 612,169
Total Benefits 148,991 160,014 162,896
Total Salaries & Benefits 19.0 19.0 $ 706,561 $ 757,767 $ 775,065
Wastewater Collection Activity Center
Maintenance Foreman 1.0 1.0 $ 28,930 $ 29,800 $ 30,654
Crew Leader 4.0 4.0 108,236 112,158 115,372
W /WW Systems Operator 10.0 12.0 193,346 264,844 272,434
Other Salaries 42,046 41,648 41,648
Total Salaries $ 372,558 $ 448,450 $ 460,108
• Denotes a Temporary/Seasonal position C-16
·"
. ··.·.
..
...
·, · .. '
: ..
PERSONNEL LIST
Total Benefits
Total Salaries & Benefits
Wastewater Fund Position Totals
Full Time Total
Part-Time/Seasonal Total
WASTEWATER FUND TOTALS
Public Utilities Full-time Position Totals
PUBLIC UTILITIES DEPT. TOTALS
Sanitation Fund
Public Services Department
Revised
Budget
FY 99-00
15.0
34.0
0.0
34.0
118.0
121.0
Residential Collection Activity Center
Sanitation Superintendent 1.0
Sanitation Foreman 1.0
Sr. Route Manager 4.0
Route Manager 11.0
Equipment Operator 1.0
Recycling Coordinator 1.0
Customer Service Representative 1.0
* Part-time Graduate Intern 1.0
* Part-time Route Manager 1.5
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits 22.5
Commercial Collection Activity Center
Container Coordinator 2.0
Sanitation Foreman 1.0
Route Manager 3.0
Sr. Route Manager 4.0
Other Salaries
Total Salaries
Total Benefits
Total Salaries & Benefits 10.0
Sanitation Fund Position Totals
Full Time Total 30.0
Part-Time/Seasonal Total 2.5
SANITATION FUND TOTALS 32.5
Utility Billing Fund
Office of Technology and Information Services
Utility Billing Activity Center
Utilities Office Manager 1.0
Customer Service Supervisor 1.0
Utilities Analyst 1.0
Senior Customer Serv. Rep. 3.0
Customer Service Rep. 13.0
Part-time Cust. Serv. Rep. 1.0
* Temp. Customer Service Rep. 0.5
• Denotes a Temporary/Seasonal position
Approved
Budget
FY 00-01
17.0
36.0
0.0
36.0
123.0
126.5
1.0
1.0
0.0
16.0
2.0
1.0
1.0
1.0
1.5
24.5
2.0
1.0
7.0
0.0
10.0
32.0
2.5
34.5
1.0
1.0
1.0
3.0
13.0
1.5
0.5
C-17
Revised Base Approved
Budget Budget Budget
FY 99-00 FY 00-01 FY 00-01
105,818 130,014 132,346
$ 478,376 $ 578,464 $ 592,454
$ 1,184,937 $ 1,336,231 $ 1,367,519
$ 4,730,143 $ 5,021,378 $ 5,355,943
$ 52,940 $ 41,613 $ 43,116
28,808 29,195 30,250
93,696 0 0
230,167 294,007 325,428
19,090 21,125 43,666
39,478 34,629 35,880
18,135 18,340 19,003
14,317 14,317 14,317
19,613 19,613 19,613
35,585 35,591 35,591
$ 551,829 $ 508,430 $ 566,863
152,783 157,660 177,224
$ 704,612 $ 666,090 $ 744,087
$ 41,059 $ 47,312 $ 48,626
31,205 32,107 32,999
67,537 182,179 187,240
91,279 0 0
28,845 18,066 18,066
$ 259,925 $ 279,664 $ 286,931
77,037 87,574 89,028
$ 336,962 $ 367,238 $ 375,959
$ 1,041,574 $ 1,033,328 $ 1,120,046
$ 54,874 $ 55,222 $ 56,949
37,718 37,972 39,160
32,154 36,763 . 37,913
78,054 80,602 83,123
295,989 297,579 306,885
21,679 22,189 32,337
12,062 12,095 12,095
PERSONNJ:::L LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Other Salaries 3,288 3,297 3,297
Total Salaries $ 535,818 $ 545,719 $ 571,758
Total Benefits 143,453 149,165 159,527
Total Salaries & Benefits 20.5 21.0 $ 679,271 $ 694,884 $ 731,285
Meter Services Activity Center
Meter Services Supervisor 1.0 1.0 $ 36,841 $ 38,267 $ 39,748
Meter Services Technician 2.0 2.0 53,739 54,737 56,855
Meter Reading Coordinator 1.0 1.0 30,579 30,022 31,184
Sr. Meter Reader 2.0 0.0 38,152 0 0
Meter Reader 3.0 5.0 61,570 95,111 98,792
Meter Reader-PT 0.5 0.5 11,255 9,409 9,773
Other Salaries 9,118 9,140 7,865
Total Salaries $ 241,254 $ 236,686 $ 244,217
Total Benefits 67,967 70,542 72,079
Total Salaries & Benefits 9.5 9.5 $ 309,221 $ 307,228 $ 316,296
Utility Billing Position Totals
Full Time Total 29.5 30.0
Part-Time/Seasonal Total 0.5 0.5
UTILITY BILLING FUND TOTALS 30.0 30.5 $ 988,492 $ 1,002,112 $ 1,047,581
Fleet Maintenance Fund
Public Services Department
Fleet Services Parts Activity Center
Assistant Buyer 1.0 1.0 $ 32,136 $ 31,623 $ 32,738
Warehouse Assistant 1.0 1.0 18,171 20,176 20,888
Other Salaries 201 922 922
Total Salaries $ 50,508 $ 52,721 $ 54,548
Total Benefits 13,857 14,594 14,960
Total Salaries & Benefits 2.0 2.0 $ 64,365 $ 67,315 $ 69,508
Fleet Services Admin. Activity Center
Fleet Services Superintendent 1.0 1.0 $ 45,122 $ 46,331 $ 47,819
Fleet Services Assistant 0.0 1.0 0 $ 18,727 $ 19,328
Customer Service Representative 1.0 0.0 16,650 0 0
Shop Foreman 1.0 1.0 41,010 40,251 41,544
Mechanic 10.0 10.0 244,275 259,862 268,208
Other Salaries 5,980 5,979 5,979
Total Salaries $ 353,037 $ 371,150 $ 382,878
Total Benefits 99,547 106,414 108,760
Total Salaries & Benefits 13.0 13.0 $ 452,584 $ 477,564 $ 491,638
Fleet Fund Full-time Position Totals
Full Time Total 15.0 15.0
Part-Time/Seasonal Total 0.0 0.0
FLEET MAINTENANCE FUND TOTALS 15.0 15.0 $ 516,949 $ 544,879 $ 561,146
Print Mail Fund
Office of Technology and Information Services
Print Mail Activity Center
Printing Coordinator 1.0 1.0 $ 33,930 $ 36,822 $ 37,958
• Denotes a Temporary/Seasonal position C-18
l't:.K�UNNt:;L LIST
Revised Approved Revised Base Approved
Budget Budget Budget Budget Budget
FY 99-00 FY 00-01 FY 99-00 FY 00-01 FY 00-01
Printing Assistant 1.0 1.0 23,568 31,354 32,321
Printing/Graphics Tech. 1.0 1.0 25,346 26,953 27,784
Part-time Mail Clerk 0.5 0.5 9,666 9,994 10,302
* Print/Mail Aide 1.5 1.5 12,251 12,254 12,254
Other Salaries 527 526 5,518
Total Salaries $ 105,288 $ 117,903 $ 126,138
Total Benefits 27,076 30,327 31,983
Print Mail Fund Full-time Position Totals
Full Time Total 3.5 3.5
Part-Time/Seasonal Total 1.5 1.5
:
, ...
PmNT MAIL FUND TOTALS 5.0 5.0 $ 132,364 $ 148,230 $ 158,121
Communications Fund
Office of Technology and Information Services
Communication Services Division
Wireless Coordinator 1.0 1.0 $ 41,841 $ 41,078 $ 42,064
Network Systems Analyst 1.0 1.0 41,841 43,136 44,172
Communications Technician 3.0 3.0 112,373 111,061 113,727
Other Salaries 7,538 7,539 7,539
Total Salaries $ 203,593 $ 202,814 $ 207,502
Total Benefits 52,067 53,868 54,806
·.· .
. . ··· Communications Full-time Position Totals
Full Time Total 5.0 5.0
Part-Time/Seasonal Total 0.0 0.0
COMMUNICATIONS FUND TOTALS 5.0 5.0 $ 255,660 $ 256,682 $ 262,308
Brazos Valley Solid Waste Management
Agency Fund
Operations Activity Center
Sanitary Landfill Manager 1.0 1.0 $ 46,494 $ 46,325 $ 47,728
Landfill Operations Supervisor 1.0 1.0 30,189 32,107 33,080
Landfill Crew Leader 2.0 2.0 52,604 51,347 52,903
Equipment Operator 11.0 11.0 261,438 254,903 262,625
Environmental Compliance Officer 1.0 1.0 30,726 34,629 35,678
Spotter 1.0 1.0 17,845 18,340 18,896
Secretary/Scale Operator 2.0 2.0 45,674 44,407 45,752
Mechanic 1.0 2.0 20,097 52,203 53,784
Mechanic II 1.0 0.0 31,662 0 0
* Landfill Groundskeeper 0.5 0.5 7,629 7,631 7,631
* Part-time Equip . Operator III 0.5 0.5 7,652 7,653 7,653
* Field Service Person 0.5 0.5 7,652 7,653 7,653
Other Salaries 88,200 76,209 102,109
Total Salaries $ 647,862 $ 633,407 $ ,675,492
Total Benefits 185,629 184,660 194,364
Total Salaries & Benefits 22.5 22.5 $ 833,491 $ 818,067 $ 869,856
Administration Activity Center
Asst Dir Public Works/BVSWMA 1.0 1.0 $ 77,186 $ 64,016 $ 66,137
Staff Assistant 1.0 1.0 23,088 22,019 22,749
Secretary -Full-time 1.0 1.0 18,343 18,340 18,948
* BVSWMA Intern 1.0 1.0 14,652 14,657 14,657
Other Salaries 1,050 1,048 1,048
* Denotes a Temporary/Seasonal position
C-19
PERSONNEL LIST
Revised Approved
Budget Budget
FY 99-00 FY 00-01
Total Salaries
Total Benefits
Total Salaries & Benefits 4.0 4.0
BVSWMA Fund Full-time Position Totals
Full Time Total 24.0 24.0
Part-Time/Seasonal Total 2.5 2.5
$
$
Revised Base Approved
Budget Budget Budget
FY 99-00 FY 00-01 FY 00-01
134,319 $ 120,080 $ 123,539
36,367 32,254 32,946
170,686 $ 152,334 $ 156,485
==================================================
BRAZOS VALLEY SOLID WASTE
MANAGEMENT AGENCY FUND TOTA 26.5 26.5 $ 1,004,177 $ 970,401 $ 1,026,341 =========================================================
All Funds Full-time Position Total 694.0 715.5
ALL FUNDS TOTAL 757.0 779.5 $30,077,251 $ 31,411,141 $33,405,295
• Denotes a Temporary/Seasonal position
C-20
.·· ...
..
.. ..
. :·
160
140
120
100
>:.
80 .. ::
60
92
Personnel History
Personnel FTE Total
900.0 -.-------------�---�-------�
800.0 +-������-----'"'l-A-'1-A-�������-----"'1'-">-'t--A----1-b'-l--r'J--��
7 0 0. 0 -t------;;=-;o;-'<>tltht;-----m...,,,.---;,,,,,,,,--
600. 0 -i----;=--
500. 0
400.0
300.0
200.0
100.0
0.0
::.
93
92
94
93
95
94 95 96 97 98 99 00 01
Fiscal Years
Department FTE Totals
Police
Public Utilities
.,,_ _ __,,f---;;_:··..:-.: ---:< .. ..; .. ---->�--:: Parks
Public Works
Fire
96 97 98 99
Fiscal Years
00 01
OTIS
General Govt
Fiscal Services
Development Serv
BVSWMA
The above graph s are based on Full-Time Equivalents (FTEs) which includes both temporary/seasonal and
full-time regular positions.
C-21
APPENDIXD
REVENUE HISTORY AND
FY 01 BUDGET ESTIMATES
DESCRIPTION
GENERAL RJND
CURRENT TAXES
DELINQ. TAX
PENAL1Y &INT.
GENERAL PROP. TAX
LOCAL SALF.S TAX
.'. 13,000,000
11,500,000
..
10,000,000
8,500,000
7,000,000
5,500,000
4,000,000
MIXED DRINK TAX
BANK FRANCHISE
NAT. GAS FRANCHISE .... ' CABLE FRANCHISE
PHONE FRANCI-llSE
OIL/GAS FRANCI-llSE
IRRIG. FRANCI-llSE
USE OF STREETS
OTHER TAXES
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
REVENUE IDSTORY AND FY 01 ESTIMATES
FY96 FY97 FY98 FY99
2,587,464 2,695,524 2,719,211 3,095,772
26,104 21,786 18,694 22,957
18,840 15,706 15,958 20,630
2,632,408 2,733,016 2,753,863 3,139,359
GENERAL FUND PROPERTY TAXES
4,000,000 ::·
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000 FY96
9,468,207
FY96 FY97
137,001
0
80,342
235,281
1,547,615
8,559
100
4,676
2,013,574
FY97 FY98 FY99
9,775,888 10,912,466
SALES TAX
FY98 FY99
153,269 194,980
0 0
89,652 129,113
244,209 280,306
455,175 967,092
292,909 30,900
0 0
6,402 8,053
1,241,616 1,610,444
OTHER TAXES
FYOO Est FY01 Appr
11,489,702
FYOOEst
172,842
0
105,359
332,051
1,055,029
26,921
0
4,376
1,696,578
FYOO Est
3,394,000
22,000
16,000
3,432,000
12,212,000
FY01 Appr
179,000
0
96,260
362,500
1,106,400
27,000
0
12,932
1,784,092
FY96 FY97 FY98 FY99 FYOOEst FY01 Appr
DI
FYOl Appr
3,789,317
25,000
16,000
3,830,317
12,700,000
184,000
0
99,000
373,000
1,140,000
28,000
0
13,000
1,837,000
REVENUE HISTORY AND FY 01 ESTIMATES
DESCRIPTION FY96 FY97 FY98 FY99 FYOO Est FYOl Appr
MIX DRINK LICENSE 10,441 15,868 11,270 16,895 16,000 16,500
GAME MACHINES 3,368 3,120 0 2,310 2,500 2,600
BLDG.CONTRACTORS 11,137 21,998 20,855 17,904 15,100 15,600
EIEC. LICENSE 1,497 1,350 2,365 3,359 3,680 3,800
TAXI 125 300 25 0 0 0
ITIN. VENDOR 558 630 576 705 500 500
lAWN SPRINKLER 3,283 2,605 2;325 504 600 600
MECHANICAL 22,988 18,530 22,061 11,634 2,700 2,800
PLUMBING 864 191 192 1,415 4,400 4,500
GRAVE CLOSERS 0 0 0 75 25 0
AMBULANCE 0 0 1,400 600 600 600
WRECKER 2,875 2,735 3,300 4,120 3,000 3,100
MINERAL DRIUJNG 7,564 8,553 2,600 0 0 8
ANIMAL LICENSES 30 0 0 0 0
BUILDERS PERMITS 314,007 293,466 353,263 422,299 440,000 400,000
ELECTRICAL PERMITS 33,358 27,157 34,926 31,500 37,200 33,000
PLUMBING PERMITS 40,315 30,990 59,204 51,159 53,800 51,000
MECHANICAL PERMITS 13,874 24,600 25,308
STREET ClJf PERMITS 1,500 1,325 3,200 3,300 3,900 4,000
IRRIGATION PERMITS 2,288 3,800 3,900
MINERAL PIPELINES 0 0 0 0 0 0
CHILD SAFEIY PROGRAMS 59,176 58,484 59,471 60,004 62,300 64,200
BICYCLE PERMITS 0 0 0 25 0 0
PARADE PERMITS 540 0 0 0 0 0
PERMITS 513,626 487,302 577,033 643,970 674,705 632,000
LICENSES AND PERMITS
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
FY96 FY97 FY98 FY99 FYOOEst FY01 Appr
ADAMSON CONCES. 27,743 2,326 2,668 2,339 2,800 3,000
BEE CREEK CONCES. 7,115 7,364 1,737 1,165 1,500 2,000
CENTRAL CONCES. 51,572 48,229 7,674 6,921 6,600 7,000
LINCOLN CONCES. 191 1,792 319 0 300 0
SW UTl1.E LEAGUE 27,468 28,222 6,536 2,007 1,900 2,000
SW SR UTl1.E LEAGUE 13,817 9,703 555 428 500 1,000
SW POOL CONCES. 0 0 0 o. 0 0
TiiOMAS POOL CONC. 0 0 0 0 0 0
WAYNE SMITH CONCES. 0 0 329 400 0
WPC CONCESSIONS 0 2,771 0 0 0 0
MISC CONCESSIONS 0 0 0 1,087 1,000 1,000
MISC CONCESSIONS 3,088 122,338 1,808 0 0 0
ADAMSON POOL 122,090 930 128,518 133,067 134,500 140,000
NATATORIUM 22,638 37,070 3,768 1,548 2,400 2,000
SW POOL 29,459 47,688 53,031 54,682 60,000 63,000
TiiOMASPOOL 15,217 14,065 15,683 14,824 16,500 17,000
02
. >.
. : :·
.• .
DESCWPTION
AEROFIT SWIM LESSON
ADAMSON SWIM LESSON
SPORTS INST.: SWIM
SPORTS INST: SWIM TM
THOMAS SWIM LESSON
TENNIS PROGRAM
MISC SPORTS INST.
ADULT BASKETBALL
ADULT FLAG FOOTBALL
ADULT SOCCER
ADULT SOFTBALL
ADULT VOLLEYBALL
FITNESS RUN
TOURNAMENT
YOUTH BASKETBALL
YOUTH FLAG FOOTBALL
YOUTH GIRLS SOFTBALL
FOLKFEST
JAll.FEST
WOLF PEN CREEK
MISC SPECIAL EVENTS
TEEN CENTER
TEEN CENTER MEMBERS
COURT LIGHT FEES
LINCOLN CENTER PASSES
HISTORICAL PROJECTS
OTHER PARKS REVENUE (Nl)
MISC PARKS
BALLFIELD RENTALS
LINCOLN RENTALS
POOL RENTALS
PARK PAVILION RENTALS
TEEN CENTER RENTALS
PARKS FACILITIES RENTALS
PARKS AND RECREATION
640,000
620,000
600,000
580,000
560,000
540,000
520,000
500,000
FY96
REVENUE HISTORY AND FY 01 ESTIMATES
FY96 FY97 FY98 FY99 FYOO Est FYOl Appr
0 0 0 0 0 0
0 0 0 0 0 0
58,433 62,185 69,041 66,110 74,600 77,000
5,427 4,871 7,377 11,215 15,500 16,000
0 0 0 0 0 0
14,579 14,548 11,563 14,972 13,000 13,000
0 2,304 2,900 2,857 3,000 3,000
1,530 1,785 4,969 4,449 4,250 4,000
4,770 3,905 3,438 4,580 4,600 5,000
497 1,000 2,425 1,000 3,920 4,000
128,390 131,367 141,515 142,734 137,000 141,000
2,413 3,330 5,200 6,495 7,500 8,000
4,132 623 787 100 500 1,000
20,772 71 678 0 0 0
16,028 21,741 22,360 21,720 20,761 21,000
11,020 9,510 9,970 11,124 11,500 12,000
12,205 15,595 12,916 9,668 10,800 11,000
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 178 364 0
409 934 1,111 3,795 7,100 7,000
15 15 0 275 3,450 4,000
0 0 0 0 0 0
103 806 1,588 2,783 3,100 3,000
0 0 0 0 0 0
0 0 7,961 18,050 8,000
2,168 638 11,712 4 100 0
2,445 3,270 4,048 2,802 2,500 3,000
3,922 240 1,775 4,786 5,800 6,000
0 0 0 0 0 0
18,635 19,750 16,784 18,855 17,500 18,000
120 30 0 294 100 0
0 0 0 0 5,300 0
628,411 62 1,016 554,454 557,154 598,695 603,000
PARKS AND RECREATION
FY97 FY98 FY99 FYOO Est FYOi Appr
03
REVENUE HISTORY AND FY 01 ESTIMATES
DESCRIPTION FY96 FY97 FY98 FY99 FYOO Est FYOl Appr
HOUSING OF PRISONERS 0 0 0 0 0 0
RNGERPRJNTING 0 4,718 3,328 4,396 3,400 4,000
POUCE REPORTS 10,453 15,672 13,898 8,750 11,700 12,000
RECORDS CHECKS 723 1,596 1,466 1,294 1,300 1,000
ARREST FEES 74,487 67,040 61,100 87,391 101,900 105,000
WARRANT SERVICE FEES 60,462 79,982 65,064 10,642 39,100 50,000
ESCORT SERVICES 12,610 11,250 9,400 15,972 23,800 25,000
FALSE ALARMS 19,300 23,900 23,370 25,950 21,500 22,000
ALARM FEES 0 0 0 0 0 0
RESTITUTION 0 100 0 12,197 0 0
OTHER 50,164 4,412 76,184 75,576 81,800 164,197
POLICE DEPARTMENr 228,199 208,670 253,810 242,168 284,500 383,197
EMS TRANSPORT 241,206 264,131 257,776 312,583 336,800 347,000
EMS BASIC TREATMENT 7,065 5,557 10,359 8,068 8,150 8,000
EMS ATHLETIC STANDBY 168 0 168 0 801 500
OTHER STANDBYS 0 0 0 0 0 0
EMS REPORTS 67 326 75 81 50 0
HAZARD MATERIALS RESP. 5,139 2,207 3,131 2,883 506 3,000
AUTO HOOD TEST 450 450 510 750 300 0
AUTO ARE ALARM 570 450 1,680 2,095 1,500 2,000
DAY CARE CENTERS 360 480 630 600 600 700
FOSTER HOMES 90 0 0 0 0 0
HEALTH CARE FACIUTIES 150 100 250 200 200 0
NURSING HOMES 100 100 0 50 100 0
SPRINKLER/ST AND PIPE 1,850 1,625 4,355 3,695 3,800 4,000
NATURAL GAS SYSTEM 0 0 0 0 0 0
FUEL UNE LEAK 90 120 180 50 150 0
FUEL TANK LEAK 90 90 90 0 150 0
CODE ENFORCEMENT ADM!N FEE 0 0 1,200 0 0
MOWING FEE CHARGES 0 0 819 500 1,000
RESTITUTION 77 0 0 60 0 0
ARE REPORTS 225 459 489 547 100 0
SITE ASSESSMENT FEES 25 0 0 0 0 0
OTHER 196 (125) � 14,367 7,997 278 0
FIRE DEPARTMENf 257,918 275,970 294,060 341,678 353,985 366,200
NON-ROUTINE ST. SWEEPS 0 0 0 0 0 0
STREET CUT REPAIRS 6,000 5,354 800 850 1,100 1,000
MISCELLANEOUS 0 0 0 150 0 0
PUBLIC WORKS 6,000 5,354 800 l,000 1,100 1,000
ACCIDENT FEES 230 0 0 0 0 0
TIME PMT FEE/EFFICIENCY 1,030 2,737 3,500 4,000
TIME PMT/UNRESERVED 4,031 11,161 14,200 15,000
WARRANT SERVICE FEES 0 0 3,063 50,590 900 10,000
GENERAL ADMIN. FEES 57,641 41,343 37,277 52,213 56,000 58,000
TEEN COURT 137 0 500
GENERAL ADM!N FEES 160 459 650 500
COURT DISMISSAL FEES 19,540 12,513 18,719 18,605 13,500 14,000
MUMCIPAL COURT 77,411 53,856 64,417 135,765 88,750 102,000
LOT MOWING 3,205 3,265 4,430 (160) 155 0
GENERAL ADM!N. FEES 5,160 5,164 0 0 0 0
MAPS/PLANS/ORDINANCE 419 391 0 20 20 0
D4
REVENUE HISTORY AND FY 01 ESTIMATES
DESCIDPTION FY96 FY97 FY98 FY99 FYOO Est FYOl Appr
XEROX/REPRO CHARGES llO 1 0 0 0 0
MISC. CHARGES ll 3,989 5,289 3,576 9,000 9,000
•.
FILJNGFEES 22,298 25,045 28,790 49,955 44,800 46,000
'. XEROX/REPRO CHARGES 560 0 0 0
MISC PLANNING CHARGES 1,812 1,475 5,554 4,097 3,900 4,000
O&G PIPELINE ADMIN. FEES 0 0 75,330 62,453 60,313 62,000
MAPS/PLANS/ORDINANCES 2,464 2,380 910 1,386 1,000 1,000
,•,. XEROX/REPRO/ CHARGES 5 0 8 0 0 0
MISC ENGINEERING 14,028 28,400 15,853 8,102 10,000 10,000
MISCELANEOIUS 0 0 0 5,000 20 0
DEVll.OPMENf SERVICES 49,512 70,110 136,724 134,429 129,208 132,000
..
CERTIFICATE SEARCHES 14,970 12,194 ll,649 10,978 12,300 13,000
...
· . FILJNGFEES 0 138 44 0 0 0
..
XEROX/REPRO CHARGES 344 402 581 1,308 1,600 1,500
GENERAL GOVT. 15,314 12,734 12,274 12,286 13,900 14,500
ARREST FEES 0 0 0 0 0 0
AMBULANCE 0 0 0 0 0 0
FALSE ALARM FEE 0 0 0 0 0 0
FILJNGFEES 0 0 0 0 0 0
MAPS/PLANS/ORDINANCES 0 866 (10) 0 0 0
XEROX/REPRO CHARGES 0 0 20 0 0 0
OTHER MISC CHARGES 74 120 15 0 0 0
FRANCHISE APP. FEES 0 550 0 0 0 0
omm SERVICE CHARGES 634,428 628,230 762,110 867,326 871,443 998,897
OTHER SERVICE CHARGES
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
FY96 FY97 FY98 FY99 FYOO Est FY01 Appr
FINES/PENALTIES 0 0 0 0 0 0
MUNICIPAL COURT FINES 0 0 0 0 0 0
CHILD SAFETY 11,350 7,983 1,300 104 50 0
CITY PARKING FINES 115,213 102,084 66,329 21,701 31,400 32,000
CITY PEDESTRIAN FINES 8,559 123 0 0 0 0
D5
DESCIDPTION
TRAFFIC FINES
OTHER MUN. COURT FINES
MISC. FINES AND PENALTIES
FORFEITED DEPOSITS
PERF. GUARANTEE
MISC. FORFEITS
FINES/FORFEITS
0
BANK ACCOUNT INTEREST
INTEREST ON INVESTMENTS
CEMETERY
BVSWMA/ROllER
OTHER
REALIZED GAIN/LOSS
OTHER INTEREST REVENUE
TOTAL INTmEST
500,000
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
FY96
FY96
REVENUE HISTORY AND FY 01 ESTIMATES
FY96 FY97 FY98 FY99
32,102 28,235 24,002 49,868
1,174,616 1,037,366 1,140,298 1,135,150
1,325 1,265 1,675 1,675
(300) 0 0 0
0 0 0 0
0 0 0 0
1,342,865 1,177,056 1,233,604 1,208,498
FINES AND FORFEITS
FY97 FY98 FY99 FYOOEst
18,182 11,126 1,935 3,745
276,510 380,360 383,520 362,504
0 0 0 0
2,015 896 0 0
0 0 0 0
20,520 1,079 49,314 244
50,640 553
0 0 0 0
317,227 393,461 485,409 367,046
INTEREST EARNINGS
FY97 FY98 FY99 FYOO Est
D6
FYOO Est FYOl Appr
48,200 50,000
1,256,000 1,405,800
1,400 1,000
0 0
0 0
0 0
1,337,050 1,488,800
FY01 Appr
4,250 4,000
400,000 350,000
0 0
0 0
0 0
1,000 1,000
0 0
0 0
405,250 355,000
FY01 Appr
REVENUE HISTORY AND FY 01 ESTIMATES
DESCRIPTION FY96 FY97 FY98 FY99 FYOO Est FYOl Appr
PARKS GRANT 0 0 0 6,410 0 0
POLICE GRANTS 0 0 0 0 0 0
POLICE GRANTS 17,179 198,662 182,398 395,546 213,800 324,269
FED GRANT: PLANNING 9,000 6,991 4,667 0 0 0
URB TRANS STOY 0 0 0 0 0 0
STATE GRANT: PARKS 2,034 10,144 2,605 0 16,410 0
STATE GRANT: POLICE 0 0 0 3,814 1,000 0
OTHER INTERGOVERN.REV 0 0 14,786 16,794 12,373 0
INfER. GOV'T. REVENUE • 28,213 215,797 204,456 422,564 243,583 324,269
GRANT REVENUE
..
500,000
400,000
300,000
200,000
100,000
0
FY96 FY97 FY98 FY99 FYOOEst FY01 Appr
. ·:·•.·
CAPIT'AL IMPRV. ASSESSMENT • 17,216 2,152 36,566 503 1,296 1,000
'·•· "
MINERAL LEASES 0 0 0 0 0 0
.. ·· MINERAL ROY AL TY INTERESTS 7,081 4,147 1,850 2,340 2,000 2,000
MISC. RENTS AND ROY AL TIES 27,648 28,260 19,119 26,516 30,700 32,000
ROLLER (PRINCIPAL) 13,712 14,832 0 0 0 0
CRIME PREVENTION 680 300 135 0 0 0
CO-SPONSORED EVENTS 10,000 0 3,736 50 874 1,000
OTHER 0 0 0 0 0 0
MISC. DONATIONS 50 250 0 421 70,000 37,500
DAMAGE REIMBURSEMENT 5,921 1,341 2,251 15,555 2,900 3,000
FUEL TAX REIM. 0 0 0 0 0 0
OTHER REIMBURSED EXP. 112,000 0 1,530 4,602 3,078 3,000
CASH OVER/SHORT 173 (496) 36 422 (3,000) 0
COLLECTION SERVICE FEES 55,976 46,767 33,928 63,548 97,000 65,000
CRIMINAL INVEST. REVENUES 543 25 0 0 0 0
SALE OF ABANDONED PROP. 2,264 4,147 1,917 2,765 5,336 3,000
SALE OF CEMETERY LOTS 32,280 700 0 (23) 0 0
GENERAL FUND REVENUE 0 0 0 0 0 0
CEMETERY FUND REVENUE 0 0 0 0 0 0
SALE OF SCRAP 1,848 4,026 3,224 612 400 0
OTHER RECYCLING 0 0 0 0 0 0
OTHER 29,530 32,766 99,322 30,161 26,900 28,000
OTHER MISC REV NT 428 1,606 0 0 0 0
SALE OF FIXED ASSETS 199,300 22,365 32,375 51,082 46,395 40,000
MISCEUANEOUS 516,650 163,188 235,989 198,554 283,879 215,500
07
REVENUE HISTORY AND FY 01 ESTIMATES
DESCRIPTION FY96 FY97 FY98 FY99 FYOO Est FYOl Appr
MISCELLANEOUS REVENUE
0 FY96 FY97 FY98 FY99 FYOOEst FY01 Appr
ROI: ELECTRIC 3,773,500 3,773,500 3,773,500 3,773,500 3,952,785 3,998,000
ROI: WA TER 622,800 661,500 708,000 726,000 766,200 925,000
ROI: SEW ER 585,950 645,900 661,000 658,000 692,600 751,500
ROI: SOLID WST 154,500 183,000 188,000 176,475 262,300 273,000
CEDAR CR EEK 100,000 0 0 0 0 0
RETURN ON INVESTMENT 5,236,750 5,263,900 5;330,500 5,333,975 5,673,885 5,947,500
RETURN ON INVESTMENT FROM UTILITIES
FY96 FY97 FY98 FY99 FYOO Est FY01 Appr
TOTAL GENERAL FUND: $22,603,520 $22,700,470 $24,6 60,328 $25,523,275 $27 ,516,582 $28,932,283
$15,000,000
$10,000,000
$5,000,000
$
HOTEL/MOTEL RJND
HOT EUMOTEL TAX REV.
PENALlY AND IN TEREST
WPC CONCESSI ON
WPCREVENUE
WPCREVENUE
RE IMBURSED EXP ENSES
FY96
TOTAL GENERAL FUND REVENUES
FY97 FY98 FY99
1,384,913 1,401,121 1,555,051
780 0 2
12,716 15,998 3,200
46,058 34,763 28,436
0 0 0
0 7,487
08
FYOO Est FY01 Appr
1,749,521 1,763,982 1,799,300
673 0 0
7,026 9,730 10,000
(16,212) 10,000 10,300
18,526 0 0
10,907 0 0
REVENUE HISTORY AND FY 01 ESTIMATES
DESCWPTION FY96 FY97 FY98 FY99 FYOO Est FYOl Appr
RNES AND FORFEITS 0 (5,672) 316 0 0 0
INTEREST 38,219 48,251 64,842 72,380 60,000 61,800
CONFERENCE CENTER 64,670 70,886 83,552 94,222 95,588 98,500
BUILDINGS 26,990 4,764 0 0 0 0
RENTS AND ROY AL TIES NT 3,929 4,020 5,234 3,101 200 200
RENTS AND ROYALTIES TX 6,203 6,711 10,668 13,807 19,900 20,500
:1· OTHER RENTALS 109 0 0 0 0 0 ... CONTRIBUTIONS/DONATIONS 0 0 0 0 0 0 . ,
.. CASH OVER/SHORT 17 46 9 0 0 0
CO-SPONSORED EVENTS 0 10,000 0 0 0
HIST PRES PROJ. 373 836 1,003 870 200 200
'• .. ,
OTHER 4,981 7,214 12,656 5,130 0 0
OTHER MISC REV TAXABLE 0 0 3,163 2,000 2,100
OTHER MISC REV NON TAXABLE 0 0 12,426 17,800 19,300
SALE OF GEN FIXED ASSETS 1,850 0 0 0 0 0
TOTAL HOTEl../MOTll FUND $1,591,808 $1,588,938 $1,782,456 $1,975,540 $1,979,400 $2,022,200
... ·'
FY96 FY97 FY98 FY99 FYOO Est FY01 Appr
.. . ,
DEBT SERVICE RJND
CURRENT TAXES 4,499,526 4,737,522 4,968,916 5,068,391 5,540,428 5,998,612
DELINQUENT TAXES 48,878 38,347 31,611 36,137 23,724 40,000
PENALTY AND INTEREST 35,261 26,025 23,500 28,590 23,723 26,000
INTEREST ON INVESTMENTS 127,575 157,854 186,581 268,313 367,000 350,000
REALIZED GAIN/LOSS 21,713 0 0 0
INTEREST ON BONDS 0 46,676 45,484 0 0 0
BVSWMA/EQUIPMENT 19,778 14,922 9,771 0 0 0
LOAN/NOTE PAYMENTS 79,735 84,592 89,743 95,208 0 0
OTHER 0 0 283 264,569 469,978 697,052
PROCEEDS-GO BONDS 0 6,545,000 0 0 0 0
PREMIUM ON BONDS 0 260,755 0 0 0 0
·mANffEHS iN 0 n "�·1'1,101
UfrlfR D �A:f.;1�) ()
TOTAL DEBT SERVICE FUND $4,810,753 $11,976,208 $5,377,602 $5,761,208 $6,424,853 $7,111,664
09
DESClliPTION
$6,000,000
$4,000,000
$2,000,000
$
ELECTRIC RJND
SAlES OF ElECTRICITY
RESIDENTIAL SALES
COMMERCIAL/INDUSTRIAL
SECURITY UGHrS
INTERDEPARTMENTAL SALES
OTHER ELECTRIC SALES
ELECTRIC PROPERTY RENTAL
FORF DISCOUNTS/PENAL TIES
INTERDEPARTMENTAL RENTS
CONNECT FEES
MISC OPERATING REVENUES
INTEREST ON INVESTMENTS
REALIZED GAIN/LOSS
RSVD INT: REV BOND l&S
RSVD INT: ENERGY
GARAGE TRUCKS/CONTAINERS
NORTHGATE REVITAL.
CEDAR CREEK
UNDERGROUND CONSTRUCTION
OVERHEAD CONSTRUCTION
STREET UGHrING
DAMAGE REIMBURSEMENT
OTHER REIMBURSED EXPENSE
CASH OVER/SHORT
COLLECTION SERVICE FEES
MINERAL ROY ALTY INTERESTS
LAND RENTALS/LEASES
SAlE OF SCRAP
SAlE OF SURPLUS PROP
MISC NONOPERATING REVENUE
CO.NTFi.lHf_n.T:D DON/\ TI.ON��
TOTAL ELECTRIC FUND
FY96
REVENUE HISTORY AND FY 01 ESTIMATES
FY96 FY97 FY98 FY99 FYOO Est FY01 Appr
DEBT SERVICE FUND REVENUE
FY97
17,485,890
14,089,339
56,429
0
16,921
50,888
361,996
0
220,560
69
889,969
0
0
52,842
14,890
48,356
760
0
600
13,847
100
6,118
990
0
30,260
220
103,531
:)
$33,444,575
�������r:f:�tf�fiJi������@flflrl�����¥l¥l�f1ffrlfl��rlf�f;f@f�fl�frf�f@flrlflf�;J;f@flflflff@fff@�f1f@flf1�f1fl���r�r1f;flfl�f;f;f;fil@��I1�r��
�:l:l:f:l:f:f�f�lf:f�ijf�i�ililiiil�lilill�li�li�iilili�ili��lilililii�lil�il§flt�§§§§§§�ill3)l§��l�§�ll!l§§�lE§§§§l�lll��lli���§§�JlI!�!itJt§tlm§�§§!litllitl�:j��:]�1
FY98 FY99 FYOO Est FY01 Appr
0 0 0 0
18,495,384 18,855,794 17,961,821 19,554,000
14,717,254 14,265,247 13,632,910 15,389,000
58,865 56,598 54,374 57,000
0 0 0 0
15,513 19,688 16,955 23,000
51,345 51,869 50,724 52,000
393,233 422,032 552,649 700,000
0 0 0 0
212,136 205,241 173,152 195,000
973,689 1,150,873 846,973 750,000
809,689 1,084,003 1,357,740 1,300,000
138,044 5,889 0
27,421 0 0 0
0 0 0 0
39,982 26,251 7,225 11,600
26,400 20,328 13,320 7,000
0 0 0 0
0 0 0 0
0 0 0 0
250 150 0 8,900
48,357 21,001 3,935 16,200
7,425 48,692 0
(43) 10 6,917 0
31,391 31,976 23,316 10,000
701 427 378 500
0 0 500 0
12,678 13,485 5,896 10,000
5,133 10,370 236 0
138,209 50,243 32,791 30,000
2,4(.7 0
$36,060,054 $36,431,055 $34,796,393 $38,114,200
DlO
0
20,336,000
16,005,000
58,000
0
20,000
52,000
500,000
0
195,000
950,000
1,000,000
0
0
0
10,000
0
0
0
0
2,000
10,000
0
0
10,000
500
0
10,000
3,000
60,000
$39,221,500
REVENUE HISTORY AND FY 01 ESTIMATES
DESCIDPTION FY96 FY97 FY98 FY99 FYOO Est FYO 1 Appr
ELECTRIC FUND REVENUE
FY96 FY97 FY98 FY99 FYOO Est FY01 Appr
WATER FUND
RESIDENTIAL 3,562,521 3,600,654 3,717,170 4,630,827 6,353,462 6,544,000
COMMERCIAL 3,215,266 3,267,862 4,045,370 2,599,931 2,252,497 2,320,000
.. OUfSIDE CITY lJMITS 0 0 0 0 0 0
FORF DISCOUNTS/PENALTIES 77,472 80,387 97,738 44,765 0 0
.•. CONNECT FEES 36,053 37,562 33,680 42,349 45,000 46,400
WATER TAPS 246,330 210,400 275,500 328,150 343,000 353,300
MISC OPERATING REVENUES 0 1,001 0 0 350 35,400
INTEREST ON INVESTMENTS 85,631 380,301 187,095 309,905 450,000 464,000
..
•\.·
REALIZED GAIN I (LOSS) 0 0 0 722 0 0
INTEREST ON NOTES/LOANS 0 12 0 0 0 0
DAMAGE REIMB. 10,081 232 3,970 1,269 23,000 0
SUBROGATION RECOVERED 0 0 0 6,994 (5,500) 0
OTHER REIMB. 732 1,435 6,537 817 0 0
CASH OVER/SHORT 0 0 0 0 0 0
COLLECTION SERVICE FEES 0 0 0 0 0 0
LAND RENTALS/LEASES 1,500 0 300 0 0 0
SALE OF SCRAP 415 700 436 331 0 0
SALE OF SURPLUS PROPERTY 30 2,000 8,950 39 0 0
MISC NONOPERATING REVENUE 1,716 614 560 262 0 0
REIMB ADMIN: ELECTRIC 0 0 0 0 0 0
REIMB ADMIN: SEWER 0 0 0 0 0 0
OTHER REVENUE 0 0 0 0 0 0
TOTAL WATER FUND $7,237,747 $7,583,160 $8,377,306 $7,966,361 $9,461,809 $9,763,100
WATER FUND REVENUE
FY96 FY97 FY98 FY99 FYOO Est FY01 Appr
Dll
REVENUE HISTORY AND FY 01 ESTIMATES
DESCRIPTION FY96 FY97 FY98 FY99 FYOO Est FYOl Appr
WASTEWATER FUND
RESIDENTIAL 4,920,438 5,253,848 5,432,402 5,502,738 5,796,021 5,970,000
COMMERCIAL 866,877 904,101 1,016,717 1,047,272 1,306,280 1,345,000
OlJfSIDE CITY LIMITS 0 0 0 0 0 0
FORF DISCOUNTS/PENAL TIES 66,250 73,287 82,355 46,826 0 0
SEWER TAPS 157,650 108,700 144,950 177,750 185,000 190,000
MISC OPERATING REVENUES 1,843 0 0 0 0 0
INTEREST ON INVESTMENTS 83,556 196,236 79,182 99,574 115,000 120,000
REALIZED GAIN/LOSS 11,830 193 0 0
RESRVD INT: REV BOND l&S 0 10,623 0 0 0 0
INTEREST: OTHER 0 0 0 0 0 0
SPEC ASSMT/IMPACT 0 0 0 0 0 0
REIMBURSED EXPENSES 986 172 0 0 0 0
SUBROGATION RECOVERED 0 0 0 4,223 0 0
CASH OVER/SHORT 0 0 0 0 0 0
COLLECTION SERVICE FEES 0 0 0 0 0 0
MINERAL ROYAL TY INTERESTS 0 0 0 0 0 0
SALE OF SCRAP 92 0 0 0 0 0
SALE OF SURPLUS PROPERTY 17,685 1,500 7,725 0 0 0
MISC. NONOPERATING REVENUE 4,287 727 257 0 0 0
TOTAL WASTEWATER FUND $6,119,664 $6,549,194 $6,775,418 $6,878,576 $7,402,301 $7,625,000
$4,000,000
FY96 FY97 FY98 FY99 FYOO Est FY01 Appr
SANITATION FUND
RESIDENTIAL 2,127,148 2,205,009 2,259,357 2,198,481 2,390,571 2,585,400
COMMERCIAL 1,361,664 1,374,722 1,431,377 1,271,183 1,436,695 1,509,700
COMMERCIAL/NONTAXABLE 5,682 2,705 9,633 14,792 15,000 15,400
INFECTIOUS WASTE 0 663 (55) 595 500 500
STATE SURCHARGE 1,462 1,286 1,882 1,986 1,770 1,900
LANDFILL 0 0 0 0 50 0
DRAINAGE FEES 0 0 0 0 0 0
DEAD ANIMAL PICKUP 811 806 908 182 0 0
ROLLOFF RENTAL-TAXABLE 0 0 0 0 4,000 2,000
ROLLOFF RENTAL-NON-TAXABLE 0 0 0 0 500 500
MISC. FEES 3,643 20,085 22,786 5,507 2,000 2,500
MISC FEES FOR SERVICES/NON TA 0 0 0 0 10,000 10,300
DUMPSTER SALES 0 0 0 0 0 0
FORF DISCOUNTS/PENALTIES 39,146 42,171 46,272 25,109 0 0
OTHER OPRTNG: RECYCLING 33,317 20,078 16,477 15,336 25,000 25,900
MISC OPERATING REVENUES 708 1,523 2,368 2,438 2,000 2,100
INTEREST ON INVESTMENTS 61,380 84,088 98,974 159,347 97,900 100,800
REALIZED GAIN/LOSS 12,837 368 0 0
BVSWMA/ ASSET TRANSFER 44,658 20,500 27,847 18,399 8,180 0
SPEC ASSESSMENT 0 0 0 0 0 0
D12
. :· ,. . '
DESCIDPTION
REIMBURSED EXPENSES
CONTR!BlJflONS./DONATIONS
EARNINGS IN JOINT VENTURE
CASH OVER/SHORT
COLLECTION SERVICE FEES
SALE OF SCRAP
SALE OF SURPLUS PROPERlY
MISC. NONOPERATING REVENUE
REIMB ADMIN: LANDFILL
GRANTS
TOTAL SANITATION FUND
$4,000,000
$3,900,000
$3,800,000
$3,700,000
$3,600,000
$3,500,000
$3,400,000
FY96
REVENUE HISTORY AND FY 01 ESTIMATES
FY96 FY97 FY98 FY99 FYOO Est FYOl Appr
0 0 0 0 0 0
12,000 0 0 0 0 0
0 0 0 0 0 0
0 0 0 (29) 0 0
24 0 0 575 1,500 1,500
241 32 0 0 0 0
47,500 29,065 0 33,977 0 0
8,754 907 97 392 0 0
0 0 0 0 0 0
0 10,000 0 0 0 0
$3,748,138 $3,813,640 $3,930,760 $3,748,638 $3,995,666 $4,258,500
SANITATION FUND REVENUE
FY97 FY98 FY99 FYOO Est FY01 Appr
013
APPENDIXE
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.
E-1
(8)A schedule of requirements for the principal and
interest on each issue of bonds and other
obligations of the city.
(9) A special funds section.
(10) The appropriation ordinance.
(11) The tax levying ordinance.
Anticipated Revenues Compared With Other
Years in Budget;
Section 4 7. In preparing the budget the City
Manager shall, in the form which he 'presents to the
City Council, place in parallel columns opposite the
several items of revenue the actual amount of each
item for the last completed fiscal year, the estimated
amount for the current fiscal year, and the proposed
amount for the ensuing fiscal year.
Proposed Expenditures Compared With Other
Years;
Section 48. The City Manager shall, in the
preparation of the budget, place in parallel columns
opposite the various items of expenditures the actual
amount of such items of expenditures for the last
completed fiscal year, the estimated for the current
fiscal year, and the proposed amount for the ensuing
fiscal year.
Budget a Public Record;
Section 49. The budget and all supporting
schedules shall be filed with the City Secretary when
submitted to the City Council and shall be a public
record for inspection by anyone. The City Manager
shall cause copies to be made for distribution to all
interested persons.
Notice of Public Hearing on Budget;
Section 50. At the meeting at which the budget
is submitted, the city council shall fix the time and
place of a public hearing on the budget and shall
cause to be published a notice of the hearing setting
forth the time and place thereof at least five (5) days
before the date of the hearing.
Public Hearing on Budget;
Section 51. At the time and place set for a public
hearing on the budget, or at any time and place to
which such public hearing shall from time to time be
adjourned, the City Council shall hold a public hearing
on the budget submitted, and all interested persons
shall be given an opportunity to be heard for or
against any item or the amount of any item therein
contained.
Proceedings on Budget After Public Hearing
Amending Or Supplementing Budget;
Section 52. After the conclusion of such public
hearing, the City Council may insert new items or
may increase or decrease the items of the budget,
except items in proposed expenditures fixed by law.
Before inserting any additional item or increasing any
item of appropriation which will increase the total
budget by ten percent or more, it must cause to be
published a notice setting forth the nature of the
proposed increases and fixing a place and time, not
less than five (5) days after publication, at which the
city council will hold a public hearing thereon.
Proceedings on Adoption of Budget;
Section 53. After such further hearing, the City
Council may insert the additional item or items, and
make the increase or increases, to the amount in
each case indicated by the published notice, or to a
lesser amount; but where it shall increase the total
proposed expenditures, it shall also provide for an
increase in the total anticipated revenue to at least
equal such total proposed expenditures.
Vote Required for Adoption;
Section 54. The budget shall be adopted by the
favorable vote of a majority of the members of the
entire city council.
Date of Final Adoption; Failure to Adopt;
Section 55. The budget shall be finally adopted
not later than the twenty-seventh day of the last
month of the fiscal year. Should the City Council take
no final action on or prior to such day, the budget as
submitted by the City Manager shall be deemed to
have been finally adopted.
Effective Date of Budget; Certification; Copies
Made Available;
Section 56. Upon final adoption, the budget
shall be in effect for the fiscal year. A copy of the
budget, as finally adopted, shall be filed with the City
Secretary, the County Clerk of Brazos County and
the State Comptroller of Public Accounts at Austin.
The final budget shall be printed, mimeographed or
otherwise reproduced, and a reasonable number of
copies shall be made available for the use of all
officers, departments and agencies, and for the use of
interested persons and civic organizations.
Budget Establishes Appropriations;
Section 5 7. From the effective date of the
budget, the several amounts stated therein as
proposed expenditures shall be and become
E-2
appropriated to the several objects and purposes
therein named.
Budget Establishes Amount to be Raised by
Property Tax;
Section 58. From the effective date of the
budget, the amount stated therein as the amount to
be raised by property tax shall constitute a
determination of the amount of the levy for the
purposes of the city in the corresponding tax year.
Contingent Appropriation;
Section 59. Provision shall be made in the
annual budget and in the appropriation ordinance for
a contingent appropriation in an amount not more
than three (3) percent of the total budget expenditure,
to be used in case of unforeseen items of
expenditures. Such contingent appropriation shall be
under the control of the City Manager and distributed
by him, after approval by the City Council.
Expenditures from this appropriation shall be made
only in case of established emergencies and a detailed
account of such expenditures shall be recorded and
reported. The proceeds of the contingent
appropriation shall be disbursed only by transfer to
other departmental appropriation, the spending of
which shall be charged to the departments or
activities for which the appropriations are made.
Estimated Expenditures Shall Not Exceed
Estimated Resources;
Section 60. The total estimated expenditures of
the general fund and debt fund shall not exceed the
total estimated resources of each fund. The
classification of revenue and expenditure accounts
shall conform as nearly as local conditions will permit
to the uniform classification as promulgated by the
· Governmental Accounting Standards Board, or some
other nationally accepted classification.
1. If during the fiscal year the City Manager
certifies that there are available for
appropriation revenues in excess of those
estimated in the budget, the City Council, by
ordinance, may make supplemental
appropriations for the year up to the amount
of such excess. Before approval, the council
shall fix the time and place of a public
hearing on the supplemental appropriation
and shall cause to be published a notice in the
official newspaper of the City of College
Station of the hearing setting the time and
place at least five (5) working days before the
date of the hearing.
2. To meet a public emergency affecting life,
health and property of the public peace, the
·, · ..
city council may make emergency
appropriations. Such appropriations may be
made by emergency ordinance. To the extent
that there are no available unappropriated
revenues or a sufficient fund balance to meet
such appropriations, the council may by such
emergency ordinance authorize the issuance
of emergency notes, which may be renewed
from time to time, but the emergency notes
and renewals of any such notes mad e during
a fiscal year shall be paid not later than the
last day of the fiscal year next succeeding that
in which the emergency appropriation was
made.
3. If at any time during the fiscal year it appears
probable to the City Manager that the
revenues or fund balances available will be
insufficient to meet the amounts
appropriated, he shall report to the city
council without delay, indicating the
estimated amount of the deficit, any remedial
action taken by him and his
recommendations as to any other steps to be
taken. The council shall then take such
further action as it deems necessary to
prevent or reduce any deficit and for that
purpose it may by ordinance reduce one or
more appropriations.
4. The City Manager may at any time transfer
any unencumbered appropriation balance or
portion thereof between general
classifications of expenditures within an
office, department or agency. At the request
of the City Manager, the City Council may by
resolution transfer any unencumbered
appropriation balance or portion thereof
from one office, department or agency to
another.
5. No appropriation for debt service may be
reduced or transferred, and no appropriation
may be reduced below any amount required
by law to be appropriated or by more than
the amount of the unencumbered balance
thereof. The supplemental and emergency
appropriations and reduction of transfer of
appropriations authorized by this section may
be made effective immediately upon
adoption.
Emergency Appropriations;
Section 61. All appropriations shall lapse at
the end of the fiscal year to the extent that they shall
not have been expended or lawfully encumbered.
E-3
APPENDIXF
FISCAL AND BUDGETARY
POLICY STATEMENTS
· ..
. .
. · ... :. ··
.. ··
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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 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 (GMP), and
B. Determine and demonstrate compliance with
finance related legal and contractual issues in
accordance with provisions of the Texas Local
Government Code and other pertinent legal
documents and mandates.
The City Council will annually review and approve
the Fiscal and Budgetary Policy Statements as part
of the budget process.
II. OPERATING BUDGET
A. PREPARATION. Budgeting is an essential
element of the financial planning, control, and
evaluation process of municipal government.
The "operating budget" is the City's annual
financial operating plan. The budget includes
all of the operating departments of the City,
the debt service fund, all capital projects funds,
and the internal service funds of the City. The
budgets for the General Funds and Special
Revenue Funds are prepared in the Office of
Budget and Strategic Planning on a modified
accrual basis. Under this basis revenues are
recognized when they become measurable and
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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
judgements 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.
c. The budget process shall span sufficient
time to address policy and fiscal issues by
the Council.
d. A copy of the proposed budget shall be
filed with the City Secretary when it is
submitted to the City Council in
accordance with the provisions of the City
Charter.
2. 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. The operating budget will be submitted
annually to the Government Finance Officers
Association (GFOA) for evaluation and
consideration for the Award for Distinguished
Budget Presentation.
B. BALANCED BUDGET. The operating budget
will be balanced with current revenues, exclusive
of beginning resources, greater than or equal to
current expenditures/expenses. Excess balances
shall be used as capital funds or other non
recurring expenditures.
C. PlANNING. The budget process will be
coordinated so as to identify major policy issues
for City Council. The budget process will be a
part of an overall strategic planning process for
the City.
D. REPORTING. Periodic financial reports will be
prepared to enable the Department Directors to
assess their budgetary and operational
performance and to enable the Office of
Management and Budget to monitor and control
the budget as authorized by the City Manager.
Summary financial reports will be presented to
the City Council quarterly within fifteen working
days after the end of each reporting period.
Such reports will be in a format appropriate to
enable the City Council to understand the big
picture budget status.
E. CONTROL. Operating expense control is
addressed in Section IV.C. of these Policies.
F. CONTINGENT APPROPRIATION. Pursuant
to Section 59 of the Charter of the City of
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College Station, the City will establish an
adequate contingent appropriation in each of the
operating funds. The expenditure for this
appropriation shall be made only in cases of
emergency, and a detailed account shall be
recorded and reported. The proceeds shall be
disbursed only by transfer to departmental
appropriation. The transfer of this budget
appropriation shall be under the control of the
City Manager and may be distributed by him in
amounts not exceeding $15,000 or such amount
as shall be provided by Article 2368a V.T.C.S.
as amended from time to time. Any .transfer
involving more than such amounts must be
expressly approved in advance by the City
Council.
All transfers from the contingent appropriation
will be evaluated using the following criteria:
1. ls the request of such an emergency nature
that it must be made immediately?
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 CHARACTEWSTICS. The City
will strive for the following optimum
characteristics in its revenue system:
1. SIMPUCl1Y. 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. CERTAIN1Y. 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. EQUl1Y. The City shall make every effort to
maintain equity in its revenue system; i.e., the
City shall seek to minimize or eliminate all
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forms of subsidization between entities, funds,
services, utilities, and customer classes.
4. REVENUE ADEQUACY. The City shall
require that there be a balance in the revenue
system; i.e., the revenue base will have the
characteristic of fairness and neutrality as it
applies to cost of service, willingness to pay,
and ability to pay.
5. ADMINISTRATION. The benefits of a
revenue source will exceed the cost of levying
and collecting that revenue. The cost of
collection will be reviewed annually for cost
effectiveness as a part of the indirect cost and
cost of service analysis. Where appropriate,
the City will use the administrative processes
of State or Federal collection agencies in
order to reduce administrative costs.
6. DIVERSIFICATION AND STABILITY. A
diversified revenue system with a stable
source of income shall be maintained. This
will help avoid instabilities in particular
revenue sources due to factors such as
fluctuations in the economy and variations in
the weather. Stability is achieved by a balance
between elastic and inelastic revenue sources.
B. OTHER CONSIDERATIONS. The following.
considerations and issues will guide the City in its
revenue policies concerning specific sources of
funds:
1. COST/BENEFIT OF INCENTIVES FOR
ECONOMIC DEVELOPMENT. The City
will use due caution in the analysis of any tax
or fee incentives that are used to encourage
development. Ideally, a cost/benefit (fiscal
impact) analysis will be performed as part of
such evaluation.
2. NON-RECURRING REVENUES. One-time
or non-recurring revenues will not be used to
finance ongoing operations. Non-recurring
revenues should be used only for one-time
expenditures such as long-lived capital needs.
They will not be used for budget balancing
purposes.
3. PROPERTY TAX REVENUES. All real and
business personal property located within the
City shall be valued at 100% of the fair
market value for any given year based on the
current appraisal supplied to the City by the
Brazos County Appraisal District. Reappraisal
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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 ansmg from . voter
authorized bonds, or other extraordinary
conditions as may arise.
4. INVESTMENT INCOME. Earnings from
investment (both interest and capital gains) of
available monies, whether pooled or not, will
be distributed to the funds in accordance with
the equity balance of the fund from which
monies were provided to be invested.
5. USER-BASED FEES AND SERVICE
CHARGES. For services associated with a
user fee or charge, the direct and indirect
costs of that service will be offset by a fee
where possible. There will be a review of fees
and charges no less than once every three
years to ensure that fees provide adequate
coverage of costs of services. User charges
may be classified as "full cost recovery,"
partial cost recovery," 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.
b. 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.
6. ENTERPRISE FUND RA TES. The City will
review and adopt utility rates as needed to
generate revenues required to fully cover
operating expenses, meet the legal
restrictions of all applicable bond covenants,
and provide for an adequate level of working
capital.
Additionally, enterprise activity rates will
include transfers to and receive credits from
other funds as follows:
a. General and Administrative (G&A)
Charges. G&A costs will be charged to all
funds for services of general overhead,
such as administration, finance, customer
billing, personnel, 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
Waste Water funds, 10.5% for the Electric
fund, and 7.0% for the Sanitation Fund:
(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
charged to investor owned utilities
franchised to operate within the City.
(2) Return on Investment. The Return on
Investment will be calculated at 8% of
total Fund Equity.
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.
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IV. EXPENDITURE CONTROL
A. APPROPRIATIONS. The point of budgetary
control is at the department level in the General
Fund and at the fund level in all other funds.
When budget adjustments among Departments
and/ or funds are necessary, they must be
approved by the City Council and must meet
other requirements as outlined in the City
Charter. 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.
C. CENTRAL CONTROL. Modifications within
the operating categories (salaries, supplies,
maintenance, services, capital etc.) can be made
with 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 $15,000 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.
E. PROMPT PAYMENT. All invoices approved for
payment by the proper City authorities shall be
paid within thirty (30) calendar days of receipt of
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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. IDSK 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. Quarterly reports will be
prepared showing actual expenditures compared
to the original budget.
V. CAPITAL BUDGET AND PROGRAM
A. PREPARATION. The City's capital budget will
include all capital projects funds and all capital
resources. The budget will be prepared annually
on a project basis. The capital budget will be
prepared by the Office of Management and
Budget 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 PIANNING. 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.
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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 Management and Budget to monitor
and control the capital budget as authorized by
the City Manager. Summary capital project status
reports will be presented to the City Council
monthly.
VI. CAPITAL MAINTENANCE & REPIACEMENT
The City recognizes that def erred 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
REPIACEMENT. It is the policy of the City to
fund $400, 000 annually for the Streets
Division within the Public Works Department to
use for a residential street maintenance
program.
B. BUILDING CAPITAL MAINTENANCE AND
REPIACEMENT. It is the policy of the City to
fund $250,000 annually 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
fund $145,000 annually to pay for major
maintenance of parking lots and internal
roadways.
D. TECHNOLOGY. It is the policy to plan and
fund the maintenance and replacement of its
computer network. The funding for the
computer network is 15% (change from last
year, 10%) of the original cost of the
equipment. Additionally funding for additions
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 REPIACEMENT. 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.
F. 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 going
infrastructure maintenance and replacement, the
City has anticipated the useful !if e of such
equipment and established a means of charging
the cost of replacement of that equipment to the
various departments in order to recognize the
city's continuing need.
VU. ACCOUNTING, AUDITING, AND
FINANCIAL REPORTING
A. ACCOUNTING. The City is solely responsible
for the recording and reporting of its financial
affairs, both internally and externally. The
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.
1. QUALIFICATIONS OF THE AUDITOR. In
conformance with the City's Charter and
according to the provisions of Texas Local
Government Code, Title 4, Chapter 103, the
City will be audited annually by outside
independent accountants ("auditor"}. The
auditor must be a CPA firm of regional
reputation and 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
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registered as a partnership or corporation of
certified public accountants, holding a license
under Article 41 a-1, Section 9, of the Civil
Statutes of Texas, capable of demonstrating
that it has sufficient staff which will enable it
to conduct the City's audit in accordance with
generally accepted auditing standards as
required by the City Charter and applicable
state and federal laws. The auditor's report on
the City's financial statements will be
completed and filed with the City Secretary
within 120 days of the City's fiscal year end,
and the auditor will jointly review the
management letter with the City Council
within 30 days of its receipt by the staff.
In conjunction with their review, the Director
of Fiscal Services shall respond in writing to
the City Manager and City Council regarding
the auditor's Management Letter, addressing
the issues contained therein. The Council
shall schedule its formal acceptance of the
auditor's report upon the resolution of any
issues resulting from the joint review.
2. RESPONSIBILITY OF AUDITOR TO
CITY COUNCIL. The auditor is retained by
and is accountable directly to the City Council
and will have access to direct communication
with the City Council if the City Staff is
unresponsive to auditor ·recommendations or
if the auditor considers such communication
necessary to fulfill its legal and professional
responsibilities.
3. ROTATION OF AUDITOR. The City will
not require an auditor rotation, but will
circulate requests for proposal for audit
services at least every three to five years. Year
to year authorization to continue shall be
done by May 31 of each year.
C. FINANCIAL REPORTING.
1. EXTERNAL REPORTINR Upon the
completion and acceptance of the annual
audit by the City's auditors, the City shall
prepare a written Comprehensive Annual
Financial Report (CAFR} which shall be
presented to the Council within 180 calendar
days of the City's fiscal year end. Accuracy
and timeliness of the CAFR are the
responsibility of City staff. The CAFR shall be
prepared in accordance with GAAP and shall
be presented annually to the Government
Finance Officer's Association (GFOA} for
evaluation and consideration for the
Certificate of Achievement for Excellence in
Financial Reporting. If City staffing limitations
preclude such timely reporting, the Director
of Fiscal Services will inform the City Council
of the delay and the reasons therefor.
2. INTERNAL 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. A detailed policy structure will be
followed with respect to Cash/Treasury
Management. The underlying theme will be that
idle cash will be invested with the intent to 1)
safeguard assets, 2) maintain liquidity, and 3)
maximize return. Where legally permitted,
pooling of investments will be done.
C. FIXED ASSETS AND INVENTORY. These
assets will be reasonably safeguarded and
properly accounted for, and prudently insured.
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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 $3,000 and a useful life of more
than three years.
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. The Fiscal Services Department shall
also perform, periodically, an inventory of assets
using random sampling at the department level.
Such inventory shall be performed by the
Director of Fiscal Services or his or her
designated agent in the presence of designated
department personnel from the responsible
department.
D. COMPUTER SYSTEM/DATA SECURITY.
The City shall provide security of its computer
system and data files through physical security.
The computer system shall be in a location
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, or for capital
equipment.
1. GENERAL OBLIGATION BONDS (GO's).
GO's will be used only to fund capital assets
of the general government and are not to be
used to fund operating needs of the City.
GO's are backed by the full faith and credit of
the City as well as the ad valorem tax
authority of the City, to the extent allowed by
law. The term of a bond issue will not exceed
the useful !if e of the asset(s) funded by the
bond issue and will generally be limited to no
more than twenty (20) years. General
obligation bonds must be authorized by a vote
of the citizens of the City of College Station.
2. REVENUE BONDS (RB's). RB'S will be
issued to provide for the capital needs of any
activities where the capital requirements are
necessary for continuation or expansion of a
service which produces a revenue and for
which the asset may reasonably be expected
to provide for a revenue stream to fund the
debt service requirements. The term of the
obligation should not exceed the useful life of
the asset(s) to be funded by the bond issue
and will generally be limited to no more than
twenty (20) years.
3. CERTIFICATES OF OBLIGATION,
Contract Obligations, etc. (CO's). CO's
will be used in order to fund capital
requirements that are not otherwise covered
under either revenue bonds or general
obligation bonds. Debt service for CO's may
be either from general revenues or backed by
a specific revenue stream or streams or by a
combination of both. Generally CO's will be
used to fund capital assets when GO's and
RB's are not appropriate and when
authorized under law. The term of the
obligation may not exceed the useful life of
the asset(s) to be funded by the proceeds of
the debt issue and will generally be limited to
no more than ten (10) years, but may extend
to twenty (20) years when the asset is of a
nature that its anticipated useful !if e exceeds
· 20 years.
4. METHOD OF SALE. The City will use a
competitive bidding process in the sale of
bonds unless the nature of the issue warrants
a negotiated bid. In situations where a
competitive bidding process is not elected, the
City will publicly present the reasons why,
and the City will participate with the financial
advisor in the selection of the underwriter or
direct purchaser.
5. BIDDING PARAMETERS. The notice of
sale will be carefully constructed so as to
ensure the best possible bid for the City, in
light of the existing market conditions and
other prevailing factors.
C. ANALYSIS OF FINANCING
ALTERNATIVES. Staff will explore alternatives
to the issuance of debt for capital acquisitions
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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. DEBT STRUCTUmNG. The City will issue
bonds with an average !if e of 20 years or less,
not to exceed the life of the asset acquired.
The structure should approximate level debt
service unless operational matters dictate
otherwise or if market conditions indicate
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
OPERA TING DEFICITS). The City will
maintain an operational coverage of 1. 00, such
that current operating revenues will at least equal
or exceed current operating expenditures.
Deferrals, short-term loans, or one-time sources
will be avoided as budget balancing techniques.
Reserves will be used only for emergencies or
non-recurring expenditures, except when
balances can be reduced because their levels
exceed guideline minimums as stated in
Paragraph B, following.
B. OPERATING RESERVES/FUND BALANCES
·. : .. ·,
.•.
..
·.•
·, · .. ;
1. 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 Enterprise Fund working capital 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 Fund fund balance should be
at least 15% of the annual budgeted
expenditures. -Adequate reserves are essential
due to the nature of this revenue source and
the reliance organizations have on this
revenue source to maintain ongoing
operations .
4. The Internal Service Funds will attain and
retain fund balance/working capital balances
appropriate for the fund. Some funds may
need only minimal fund balance/working
capital in order to meet the needs of the fund,
while others such as replacement and
insurance funds must have resources sufficient
to meet major annual fluctuations in
expenditures or long term liabilities.
C. LIABILITIES AND RECEIVABLES.
Procedures will be followed to max1m1ze
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 120 days to go to a
collection agency. The Director of Fiscal Services
is authorized to write-off uncollectible accounts
that are delinquent for more than 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
off set increases in construction costs or other
F-9
associated costs. Capital project funds are
intended to be expended totally.
2. Revenues in the 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).
E. INSURANCE RESERVES. Where risk is
retained by the City in a self-insurance mode,
a reserve will be established based upon
actuarial determination. Such reserve will be
used for no other purposes than for financing
losses under the insurance program.
XI. INTERNAL CONTROLS
A. WRITTEN PROCEDURES. Wherever
possible, written procedures will be
established and maintained by the Director of
Fiscal Services for all functions involving cash
handling and/ or accounting throughout the
City. These procedures will embrace the
general concepts of fiscal responsibility set
forth in this policy statement.
B. DEPTARTMENT 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 control recommendations are
addressed. Departments will develop and
periodically update written internal control
procedures.
APPENDIXG
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 Block Grant 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
CDBG funds available for public agencies. The
committee makes recommendations to both cities
on which agencies should receive funding.
As part of the strategic planning process this year
the City Council identified taking steps to ensure
representational funding for multi-jurisdictional
funding requests as a strategy. Development of
this strategy continues and has resulted in a policy
regarding outside agency funding.
The following is a summary of the agencies that
are approved to receive funds in FYO 1. The
General Fund approved agencies include: Brazos
Animal Shelter, $52,346; the Brazos County
Appraisal District, $108,700; and the Brazos
County Health Department, $113,498. The
Health Department request is an increase from
the FY 00 funding level of $89,775.
Agencies included in the General Fund portion of
the budget at the same funding level as FY 00
include: the Retired Senior Volunteer Program for
$5,000; the Brazos Valley Council on Alcohol
and Substance Abuse, $25,000; SCA Student
Ambassador Program, $9,000; and the Noon
Lion's Club -4th of July Fireworks, $8,000.
In addition, the General Fund will fund the Dispute
Resolution Center at $5,000, and the Memorial
for All Veterans of the Brazos Valley, Inc., at
$25,000 for a Veteran's Memorial to be placed in
Veteran's Park.
G-1
The CDBG funded agencies were recommended
by the Joint Relief Funding Committee. A total of
$177,600 is approved to be distributed to 7
agencies. These agencies include Brazos Food
Bank, $20,734; Elder Aid, $16,550; Hospice of
Brazos Valley, $30,000; Twin City Mission -the
Bridge, $6,654; TCM -Community Support,
$33,654; and the BVCAA Dental Clinic,
$15,000. Also included is $55,008 to fund 2
City of College Station programs, Kids Klub and
the Teen Apprentice Program.
Hotel/Motel funds are approved for 3
organizations. The Arts Council approved
funding for FY 01 is $245,400. This includes
$195,000 for ongoing operational costs;
$20,400 to continue the Art in Public Places
Program; $20,000 for an arts festival; and
$10,000 for a Performing Arts Center concept.
The Convention & Visitors Bureau approved
budget is $645,000. This is $20,000 below the
FY 00 funding level. A number of one time items
related to building repair and renovation were
included in the FY 00 budget and were removed
from the FY 01 budget request. The CVB
receives most of its funding from the City of
College Station.
The approved budget for the Brazos Valley Sports
Foundation is $150,000. The Foundation
received an increase of $24,440 or 19% over
FYOO. The Sports Foundation markets sporting
events in the Bryan/College Station area. The
Sports Foundation receives most of it's funding
from the City of College Station.
The Economic Development Corporation funding
is approved to be $246,167. This is an increase
from the FY 00 level of $209,494. The increase
will fund information technology marketing and
recruitment activities. Funding will come from the
Electric Fund. The EDC promotes local economic
development and is funded by the Cities of
College Station and Bryan, and Brazos County.
Funding for Brazos Beautiful is approved to be
$37,800. This is an increase of $800 from FY
00. This funding will come from the Sanitation
Fund. Brazos Beautiful promotes litter abatement
and beautification programs.
GENERAL FUND
FY9 5
ACTUAL
Cl1Y OF COi.LEGE STATION
OUTSIDE AGENCY FUNDING
FY96
ACTUAL
FY97
ACTUAL
FY9 8
ACTUAL
FY99
ACTUAL
FYOO
YEAR-END
ESTIMATE
RSVP $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000
25,000
45,700
50,000
96,484
89,775
BVCASA
BRAZOS ANIMAL SHELTER
BRAZOS BEAITTIFUL-FM2818 CREPE MYRTLES
BRAZOS COUNTY APPRAISAL DISTRICT
BRAZOS CO. HEALTH DISTRICT
BRAZOS COUNTY SR CITIZENS ASSOC.
DISPUTE RESOLITTION CENTER
EDC INCENTIVE FUNDING
LITERACY VOLUNTEERS OF AMERICA
VETERAN'S PARK MEMORIAL
NOON LIONS CLUB -4TH OF JULY
SCA STUDENT AMBASSADOR PROGRAM
COMMUNITY DEVELOPMENT
BRAZOS COUNTY RAPE CRISIS CENTER
BRAZOS FOOD BANK
BRAZOS MATERNAL & CHILD HEALTH CTR
ELDER AID
FAMILY MEDICINE CENTER
GIRLS CLUB OF BRAZOS VALLEY
HEALTH FOR ALL
INFANT PROGRAM
PHOEBE'S HOME
INTERFAITH OlJfREACH
SCOTTY'S HOUSE
BRAZOS COUNTY COMMUNITY COUNCIL
COLLEGE STATION DEPARTMENTAL. AGEN
HOSPICE OF BRAZOS VALLEY
TCM -THE BRIDGE
BLUEBONNET GIRL scour COUNCIL
SALVATION ARMY
TCM -COMMUNITY SUPPORT
ADOLESCENT PROGRAM
BVCAA
SHELTERING ARMS
BVCAA DENTAL CLINIC
HOTEL/MOTEL FUND
ARTS COUNCIL
ATHLETIC FEDERATION
CONVENTION AND VISITORS BUREAU
BRAZOS VALLEY SPORTS FOUNDATION
AGGIE SWIM CLUB
BUSH LIBRARY COMMITTEE
BALLOON CLASSIC
NOON LIONS CLUB -4TH OF JULY
HOLIDAY ON THE BRAZOS
ELECTRIC FUND
ECONOMIC DEVELOPMENT CORPORATION
SANITATION FUND
BRAZOS BEAUTIFUL
TOTAL AGENCY FUNDING
$
$
25,000 25,000
33,725 21,583
0 0
92,073 99,802
74,505 77,485
0 0
0 0
34,533 50,000
8,275 0
0 0
0 0
0 0
273,111 -$..---2 7-8-,8-7
_
0
_
$
27,000 $
0
0
0
0
0
49,306
24,900
0
0
0
0
0
0
0
0
0
0
46,000
6,824
22,970
0
177,000 $
42,000 $
22,000
0
0
0
24,666
0
25,000
46,000
0
0
0
0
0
0
0
0
0
0
0
0
0
159,666 $
25,000
31,460
0
104,376
80,584
0
0
50,000
0
0
6,850
9,000
312,270 $
0 $
24,926
20,000
24,320
0
0
45,010
0
0
32,800
0
0
0
0
0
0
0
0
0
0
0
0
147,056 $
25,000 25,000
27,014 45,623
0 0
108,821 90,564
83,002 85,500
10,000 0 3,300
2,500
0
0
.o
0 0
0 0
0 0
0 0
7,175 8,000 8,000
9,000 9,000 9,000
275,012 _$;___..;;2..;.68;;.:•.;..68....;7_ 334,759
0 $
0
0
0
0
24,900
40,000
0
0
24,600
18,300
6,400
68,050
0
0
0
0
0
0
0
0
0
182,250 $
0 $ I)
30,000 0
0 0
21,840 25,079
0 25,000
0 0
30,000 0
0 0
0 0
30,000 0
') 24,680
0 0
42,688 43,000
20,122 0
2,200 37,141
0 8,000
0 15,000
0 0
0 0
0 0
0 0
0 0
176,850 _$....;_ __ 1_7_7;_,9_00_
$155,000 $155,000 $ 170,000 $ 184,000 $ 209,029 $ 245,400
16,675 14,000 7,900 7,900 0 0
420,500 450,000 602,450 534,523 621,260 665,000
0 0 0 99,500 122,000 125,660
0 15,400 6,850 2,602 0 0
7,500 4,240 95,760 50,000 50,000 50,000
5,000 0 0 0 0 0
5,950 6,500 0 0 0 0
0 6,644 0 0 0 0
-$..--...,6-1 o'",6"'"2'"'5'"" -$..--""6"'51-. 1"'"8"'4--$..---,.88"'2,..., 9""6'"'o,... '""$,..--....,8"'7"'8"",5..,.25""" -$,..----,1....,,0..,.02"",""28""9"" $ 1,086,060
$
$
$
$
140,000 $
140,000 $
8,500 $
8,500 $
157,000 $
157,000 $
8,500 $
8,500 $
157,000 $
157,000 $
17,000 $
17,000 $
160,000 $ 170,000
160,000 -$,.......--1""10"",""oo'"'o-
11,000 ...,$,,__ _ _,3,,.,7:.,,,o .,,oo,,.. 11,000 _$ ___ 3_1 .... 0_00 _
$ 1,209,236 $ 1,255,820 $ 1,516,286 $ 1,512,787 $ 1,654,826
G-2
$ 209,494
$ 209,494
$ 37,000
$ 37,000
$ 1,845,213
$
$
$
$
$
$
$
$
$
$
FYOO-Ol
TOTAL
APPROVED
5,000
25,000
52,346
0
108,700
113,498
0
5,000
0
0
25,000
8,000
9,000
351,544
0
20,734
0
16,550
0
0
0
0
0
0
0
0
55,008
30,000
6,654
0
0
33,654
0
0
0
15,000
177,600
245,400
0
645,000
150,000
0
0
0
0
0
1,040,400
246,167
246,167
37,800
37,800
$ 1,853,511
:, ..
·:,,_ •, ..
Embracing the Past
· .. · · .
. .. Exploring the Future
APPENDIX ff
MISCELIANEOUS STATISTICAL DATA
·'·
.. •.:·
·, .
·· _, .· ..
Year
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000*
*NOTE:
CITY OF COLLEGE STATION, TEXAS
CONSTRUCTION PERMITS
LAST TEN CALENDAR YEARS
Residential Commercial
Construction Construction
Number Number
of Permits Value of Permits Value
213 12,539,486 56 3,870,491
370 18,933,748 164 17,319,566
475 31,503,185 153 11,648,580
598 44,396,336 316 35,378,164
614 74,312,947 346 21,336,839
634 58,192,760 102 22,577,442
656 58,501,690 131 20,856,558
584 50,488,222 114 46,243,177
691 83,593,022 320 59,342,043
1057 87,917,466 296 27,723,105
585 75,485,708 391 36,082,518
2000 data are for Jan. -Sept. 2000
H-1
Number
of Permits
269
534
628
914
960
736
787
698
1011
1353
976
Total
Value
16,409,977
36,253,314
43,151,765
79,774,500
95,649,786
80,770,202
79,358,248
96,731,399
142,935,065
115,640,571
111,568,226
CITY OF COLLEGE STATION, TEXAS
Taxpayer
C.B.L. & Associates
W9 /JP-M Real Estate Ltd.
GTE Southwest
Alkosser/Weinberg Ethal
Scott & White Memorial Hospital
College Station Hospital
Melrose Apartments
University Commons-Phases
Wal-Mart/Sam's
CHCS Ltd.
College Station Student Housing
Lane College Station Ltd.
R&S Leasing
Texas Student Housing
P.O. Apartments
Fercan Kalkan Etal.
Briarwood Trust
Albertson's
Rose's Arbor LP
Primary Properties Corp.
PRINCIPAL TAXPAYERS
Sept. 30, 2000
Type of Business
Retail Mall
Housing
Utility
Housing
Medical
Medical
Housing
Housing
Retail
Housing
Housing
Hotel
Housing
Housing
Housing
Housing
Housing
Retail
Housing
Retail
Total
Source: Brazos County Appraisal District
H-2
2000
Assessed Valuation
$48,098,200
36,811,275
36,718,730
28,416,000
23,636,860
21,017,750
20,060,985
19,710,140
19,068,405
15,662,000
14,481,000
14,000,000
10,701,730
9,995,645
9,192,510
9,054,480
8,776,665
8,774,420
8,238,640
7,985,560
$370,400,995
Percent of
Total Assessed
Valuation
2.28%
1.74%
1.74%
1.35%
1.12%
0.99%
0.95%
0.93%
0.90%
0.74%
0.69%
0.66%
0.51%
0.47%
0.44%
0.43%
0.42%
0.42%
0.39%
0.38%
17.54%
... :.,
..
·' .
. _.,
Utility Customer
CSISD
City of College Station
CBL & Associates
Wal Mart
Albertsons
State Headquarters/TAMU
College Station Medical
Lane C/S Ltd PSP
US Dept of Agr
Briarwood
TOTAL
CITY OF COLLEGE STATION, TEXAS
PRINCIPAL UTILITY CUSTOMERS
Sept. 30, 2000
Total
July 99 to June 00 Percent of KWH
Type of Business KWH Consumption Consumed
Schools 16,726,598 2.99
Municipality 15,972,014 2.86
Retail Mall 15,112,700 2.71
Retail 7,887,120 1.41
Retail Grocery 7,756,732 1.39
University 7,277,892 1.30
Hospital 6,345,320 1.14
Hotel 5,105.400 0.91
Government 4,886,320 0.87
Apartments 4,528,800 0.81
91,598,896 16.65
H-3
CITY OF COLLEGE STATION, TEXAS
MISCELlANEOUS STATISTICAL AND DEMOGRAPHIC DATA
September, 2000
Date incorporated
Date first charter adopted
Date present charter adopted
Date of last charter amendment
Form of government
October, 1938
October, 1938
May, 1992
May, 1998
Council-Manager
Area in square miles
Year Square Miles
1938
1948
1958
1968
1978
1988
1989
1990
1992
1994
1995
1996
1998
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
1.50
4.20
7.30
17.3
22.6
27.7
27.7
27.7
28.1
30.0
38.2
38.2
40.8
One jail facility with a capacity of 20
H-4
711 Lane Miles
2 Lane Miles
224 Miles
4
90
128
24
".
·"
... · .
...
;, · .. ; .·.
....
.. • ..
•.:
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
September 30, 2000
Recreation: Number of playgrounds 35
Number of basketball courts 21
Number of swimming pools 3
Number of soccer fields 13
Number of softball/baseball fields 16
Number of tennis courts 12
Number of picnic shelters 17
Number of gyms 3
Number of volleyball courts 8
Number of nature trails 4
Number of open play areas 25
Number of Picnic Pavilions 9
Number of Jogging/Walking Trails 19
Parks:
Facility Acres Facility
Anderson Park 8.94 Longmire Park
Arboretum 17.00 Merry Oaks
Bee Creek Park 26.50 Oaks Park
Billie Madley Park 5.13 Parkway
Brison Park 9.20 Pebble Creek
Brother's Pond 16.12 Pebble Hills
College Station Raintree
Central Park 47.22 Richard Carter Park
Conference Center 2.30 Sandstone
Cy Miller Park 2.50 Southwest Park Site
Eastgate 1.80 Southwood Complex
Edelweiss 12.30 Steeplechase
Emerald Forest Park 4.59 Thomas Park
Gabbard Park 10.67 W. A. Tarrow Park
Georgia K. Fitch 11.30 Westfeild
Hensel Park -TAMU 29.70 Windwood
Jack and Dorothy Miller Pa 10.00 Wolfpen Creek Park
Lemon Tree Park 15.43 Woodcreek Park
Lick Creek Park 515.50 Woodway Park Site
Veteran's Athletic Park 150.00 University Park Site
Luther Jones 1.80 Shenandoah Park
Lion's Park 1.50
Acres
4.16
4.60
7.50
1.90
10.20
3.21
12.98
7.14
15.21
4.78
44.70
8.90
16.10
21.26
4.29
1.37
19.90
6.60
9.26
10.20
8.06
TOTAL ACREAGE 1,121.82
H-5
CITY OF COLLEGE STATION, TEXAS
MISCELIANEOUS STATISTICAL AND DEMOGRAPHIC DATA
September 30, 2000
Utility Fund:
Electric Users (Connections)
Water Users (Connections)
Average Electrical Consumption:
Average Water Consumption:
Number of Employees:
Electric
Water
Sewer
Water Capacity:
Number of Wells
Combined Capacity of Wells
Number of Ground Storage Tanks
Total capacity 8,000,000 GALS
Number of Elevated Storage Tanks
Total capacity 3,000,000 GALS
Miles of Water Lines
Electric System:
Maximum Demand
Number of Switching Stations
Number of Substations
Miles of Distribution Lines
Sanitation Fund:
28,894
21,017
48,721,898 Kwh/mo.
269,887 MGW/Mo.
53
29
36
5
18,000,000 GAL/day
2
2
250
149 megawatts
2
4
300
Number of users (units served) 28,894
Landfill size 199 acres
Methodology Curbside pickup using automated containers.
H-6
: . ·.
.. ··
Education:
Elections:
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
September 30, 2000
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
Population:
SOURCE:
Estimate
Census Count
2000
1990
1980
1970
1960
1950
College Station Independent School District
H-7
11
550
570
7,290
37,043
3,780
10.20%
65,580
52,456
37,296
17,676
11,396
7,925
*NOTE:
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
September 30, 2000
UNIVERSITY
YEAR ENROLLMENT
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
PRIMARY LABOR FORCE FOR COLLEGE STATION
1990-2000
TOTAL NUMBER NUMBER PERCENT
YEAR LABOR FORCE EMPLOYED UNEMPLOYED UNEMPLOYED
1990 24,567 23,190 1,377 5.6
1991 24,824 23,944 880 3.5
1992 25,561 24,777 784 3.1
1993 26,490 25,745 745 2.8
1994 27,378 26,611 767 2.8
1995 27,492 26,622 870 3.2
1996 27,467 26,751 714 2.6
1997 28,051 27,421 630 2.2
1998 29,333 28,808 525 1.8
1999 30,043 29,490 553 1.8
2000 31,321 30,585 488 1.6
2000 represents average labor force and employment through Sept.
SOURCE: Texas Workforce Commission
H-8
...
.. ,
� .. ,_ .
. ,· .· ..
· ... : .. ·.
. � .
. • .·
Embracing the Past
Exploring the Future
APPENDIX I
THE 2000-2001
STRATEGIC PLANNING AND
BUDGET PROCESS
. '
·'
·
·· _, .
·
·
str ategic Planning an d Budget Process Flowchart
Council Revie\11.6 and Revises
January200 CJ a ty Mission Statement
and Vision Statements
t
Assess External and Internal
Environment -Strergths,
Jan -May 2000 Weal<nesses, Opportunities,
and Threats
l:evelq:> Budget Materials
I
t
Council Sets Strategic Priorities
-Identify Strategies aid
Implementation Plais
May2000 By Vision Statement
Depa'"tment Heads Devel q:>
PrrYYlsed B• met ,
t
June 2000
Develq:> Strategic
Plan D:x::ument
A�IV7e Bi met Renuests
t
June 2000 Lpdate Fi naicial Forecast
util izing Strategic Plai
t
June -August 2000 Prepare Prq:>osed
Budget Using Strategic
Plai and Fi naicial Forecast
l
July-August 2000 Council Reviews aid
Revises Strategic Plai
t
Council Reviews aid
August 2000 Revises Prq:>osed
B•irlnet
t
Public Heaings for
Citizen Input
t
Council revises
September 2000 W:lget using strategic
plaias a guideline
Council adq:>ls W:lget
ancl tax rate
+
October 2000 Implement Strategic Pl ai
through the approved
W:lget
I-1
APPENDIXJ
SCHEDULE OF REQUIREMENTS FOR:
GENERAL OBLIGATION BONDS
CERTIFICATES OF OBLIGATION
UTILITY REVENUE BONDS
... :· "
· ...
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation And Refunding Bond Series 1991
December 23,1991 -$4,625,000
Street Construction and Improvement· $2,750,000; Parks Construction and Improvements· $750,000;
Refund 1991 Series Public Property Finance Contractual Obligations -$1,125,000
TOTAL DUE ON TOTAL DUE
PAYMENT PruNCIPAL INTEREST INTEREST PAYMENT EACH FISCAL
DATE AMOUNT RATE AMOUNT DATE YEAR
2-15-01 225,000 5.70% 40,938 265,938
8-15-01 34,525 34,525 300,463
2-15-02 225,000 5.80% 34,525 259,525
8-15-02 28,000 28,000 287,525
2-15-0 3 225,000 6.00% 28,000 253,000
8-15-03 21,250 21,250 274,250
2-15-04 21,250 21,250
8-15-04 21,250 21,250 42,500
2-15-05 21,250 21,250
8-15-05 21,250 21,250 42,500
2-15-06 21,250 21,250
8-15-06 21,250 21,250 42,500
2-15-07 21,250 21,250
8-15-07 21,250 21,250 42,500
2-15-08 21,250 21,250
8-15-08 21,250 21,250 42,500
2-15-09 21,250 21,250
8-15-09 21,250 21,250 42,500
2-15-10 250,000 6.00% 21,250 271,250
8-15-10 13,750 13,750 285,000
2-15-11 250,000 5.50% 13,750 263,750
8-15-11 6,875 6,875 270,625
2-15-12 250,000 5.50% 6,875 256,875
8-15-12 0 0 256,875
Note: Bonds maturing 2004-2009 were defeased by the 1996 GO and refunding series.
Net Interest: $3,157 ,063 Moody's:
S&P's:
Paying Agent: First City National Bank of Houston
Underwriter: Prudential • Securities Incorporated
Aaa (INSURED)
AAA (INSURED)
PruNCIPAL
AMOUNT
OUTSTANDING
1,200,000
975,000
750,000
750,000
750,000
750,000
750,000
750,000
750,000
500,000
250,000
0
Call Provisions: All Bonds maturing on or after February 15, 2002 are optional for redemption in whole or in part on
February 15, 2001 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-1
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
PAYMENT PRINCIPAL INTEREST INTEREST PAYMENT EACH FISCAL
DATE AMOUNT RATE AMOUNT DATE YEAR
2-15-01 300,000 7.50% 117,325 417,325
8-15-01 106,075 106,075 523,400
2-15-02 300,000 7.50% 106,075 406,075
8-15-02 94,825 94,825 500,900
2-15-03 300,000 7.30% 94,825 394,825
8-15-03 83,875 83,875 478,700
2-15-04 300,000 5.50% 83,875 383,875
8-15-04 75,625 75,625 459,500
2-15-05 275,000 5.50% 75,625 350,625
8-15-05 68,063 68,063 418,688
2-15-06 275,000 5.50% 68,063 343,063
8-16-06 60,500 60,500 403,563
2-15-07 275,000 5.50% 60,500 335,500
8-15-07 52,938 52,938 388,438
2-15·08 275,000 5.50% 52,938 327,938
8-15-08 45,375 45,375 373,313
2-15·09 275,000 5.50% 45,375 320,375
8-15-09 37,813 37,813 358,188
2-15-10 275,000 5.50% 37,813 312,813
8-15-10 30,250 30,250 343,063
2-15-11 275,000 5.50% 30,250 305,250
8-15-11 22,688 22,688 327,938
2-15-12 275,000 5.50% 22,688 297,688
8-15-12 15,125 15,125 312,813
2-15-13 275,000 5.50% 15,125 290,125
8-15-13 7,563 7,563 297,688
2-15-14 275,000 5.50% 7,563 282,563
8-15-14 0 0 282,563
Effective Interest Rate: 5.95% Moody's: A-1
Net Interest Cost: $3,421,100 S&P's: A+
Paying Agent: Texas Commerce Bank, N.A.
Underwriting Group: Stephens, Inc.
First Southwest Company
Nations Bank
Eugene C. Palma
FSWCo.
PRINCIPAL
AMOUNT
OUTSTANDING
3,650,000
3,350,000
3,050,000
2,750,000
2,475,000
2,200,000
1,925,000
1,650,000
1,375,000
1,100,000
825,000
550,000
275,000
0
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.
J-2
...
·. : .. ·.
•.
· .... ·: .. ···
......
PAYMENT
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B 1995 SEIDES
August l, 1995 •• $4,700,000
Street Projects· $1,140,000; Northgate • $400,000; Traffic Signals· $420,000;
Misc. Drainage· $395,000; Library -$700,000; Fire Station Relocation· $935,000;
Park Development and Improvements • $280,000; Land Purchase -$430,000
TOTAL DUE
PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL
PRINCIPAL
AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING
2-15-01 250,000 7.00% 112,463 362,463
8-15-01 103,713 103,713 466,175 3,750,000
2-15-02 250,000 7.00% 103,713 353,713
8-15-02 94,963 94,963 448,675 3,500,000
2-15-03 250,000 7.00% 94,963 344,963
8-15-03 86,213 86,213 431,175 3,250,000
2-15-04 300,000 6.00% 86,213 386,213
8-15-04 77,213 77,213 463,425 2,950,000
2-15-05 300,000 5.10% 77,213 377,213
8-15-05 69,563 69,563 446,775 2,650,000
2-15-06 300,000 5.25% 69,563 369,563
8-16-06 61,688 61,688 431,250 2,350,000
2-15-07 300,000 5.25% 61,688 361,688
8-15·07 53,813 53,813 415,500 2,050,000
2-15-08 300,000 5.25% 53,813 353,813
8-15-08 45,938 45,938 399,750 1,750,000
2-15-09 350,000 5.25% 45,938 395,938
8-15-09 36,750 36,750 432,688 1,400,000
2-15-10 350,000 5.25% 36,750 386,750
8-15-10 27,563 27,563 414,313 1,050,000
2-15-11 350,000 5.25% 27,563 377,563
8-15-11 18,375 18,375 395,938 700,000
2-15-12 350,000 5.25% 18,375 368,375
8-15-12 9,188 9,188 377,563 350,000
2-15-13 350,000 5.25% 9,188 359,188
8-15-13 0 0 359,188 0
Effective Interest Rate: 5.5334% Moody's: Aaa
Net Interest Cost: $2,795,038 S&P's: AAA
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.
J-3
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B and Refunding 1996 Series
Dec. 1, 1996 -$11,845,000
Streets, Sidewalks, and Traffic -$2,580,000; Drainage • $370,000; Library -$1,200,000;
Park -$1,150,000; Refund Series 1987 -$3,795,000; Refund Series 1989 G.O. -$1,350,000;
Refund Series 1991 G.O. -$1,425,000
TOTAL DUE PmNCIPAL
PAYMENT PmNCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING
2-15-01 875,000 6.50% 245,401 1,120,401
8-15-01 216,964 216,964 1,337,365 7,925,000
2-15-02 875,000 6.50% 216,964 1,091,964
8-15-02 188,526 188,526 1,280,490 7,050,000
2·15-03 880,000 6.50% 188,526 1,068,526
8-16-03 159,926 159,926 1,228,453 6,170,000
2-16-04 1,100,000 4.70% 159,926 1,259,926
8-15-04 134,076 134,076 1,394,003 5,070,000
2-15-05 640,000 4.80% 134,076 774,076
8-15-05 118,716 118,716 892,793 4,430,000
2-15-06 420,000 4.90% 118,716 538,716
8-15-06 108,426 108,426 647,143 4,010,000
2-15-07 450,000 5.05% 108,426 558,426
8-15-07 97,064 97,064 655,490 3,560,000
2-15-08 460,000 5.05% 97,064 557,064
8-15-08 85,449 85,449 642,513 3,100,000
2-15-09 465,000 5.15% 85,449 550,449
8-15-09 73,475 73,475 623,924 2,635,000
2-15-10 270,000 5.25% 73,475 343,475
8-15-10 66,388 66,388 409,863 2,365,000
2-15-11 285,000 5.35% 66,388 351,388
8-15-11 58,764 58,764 410,151 2,080,000
2-15-12 300,000 5.45% 58,764 358,764
8-15-12 50,589 50,589 409,353 1,780,000
2-15-13 315,000 5.50% 50,589 365,589
8-15-13 41,926 41,926 407,515 1,465,000
2-15-14 335,000 5.50% 41,926 376,926
8-15-14 32,714 32,714 409,640 1,130,000
2-15-15 355,000 5.55% 32,714 387,714
8-15-15 22,863 22,863 410,576 775,000
2-15-16 375,000 5.90% 22,863 397,863
8-15-16 11,800 11,800 409,663 400,000
2-15-17 400,000 5.90% 11,800 411,800 411,800 0
Net Interest: $5,458,206 Moody's: Aaa
S&P's: AAA
Paying Agent: Texas Commerce Bank National Association
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.
J-4
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. 1998 SERIES
April 1, 1998 -$6,200,000
Streets, Sidewalks, and Traffic -$3,303,000; Drainage Improvements· $462,000;
Library -$735,000; Land and Fire Station -$430,000; Parks -$1,270,000
TOTAL DUE PruNCIPAL
PAYMENT PruNCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING
2-15-01 230,000 6.50% 156,753 386,753
8-15-01 149,278 149,278 536,031 5,755,000
2-15-02 240,000 6.50% 149,278 389,278
8-15-02 141,478 141,478 530,756 5,515,000
.. 2-15-03 255,000 6.50% 141,478 396,478
8-15-03 133,191 133,191 529,669 5,260,000
2-15·04 265,000 6.50% 133,191 398,191
8-15-04 124,578 124,578 522,769 4,995,000
2-15-05 280,000 6.50% 124,578 404,578
8-15-05 115,478 115,478 520,056 4,715,000
2-15-06 295,000 4.50% 115,478 410,478
8-15-06 108,841 108,841 519,319 4,420,000
2-15-07 310,000 4.55% 108,841 418,841
.. 8-15-07 101,788 101,788 520,629 4,110,000
2-15-08 325,000 4.65% 101,788 426,788
8-15-08 94,232 94,232 521,020 3,785,000
'·•· ..
2-15-09 340,000 4.70% 94,232 434,232
8-15-09 86,242 86,242 520,474 3,445,000
2-15-10 360,000 4.75% 86,242 446,242
8-15-10 77,692 77,692 523,934 3,085,000
2-15-11 380,000 4.85% 77,692 457,692
8-15-11 68,477 68,477 526,169 2,705,000
2-15-12 395,000 5.00% 68,477 463,477
8-15-12 58,602 58,602 522,079 2,310,000
2-15-13 415,000 5.00% 58,602 473,602
8-15-13 48,227 48,227 521,829 1,895,000
2-15-14 440,000 5.00% 48,227 488,227
8-15-14 37,227 37,227 525,454 1,455,000
2-15-15 460,000 5.10% 37,227 497,227
8-15-15 25,497 25,497 522,724 995,000
2-15-16 485,000 5.13% 25,497 510,497
8-15-16 13,069 13,069 523,566 510,000
2-15-17 510,000 5.13% 13,069 523,069 523,069 0
Net Interest Cost: $ 3,694,415 Moody's: Aaa
S&P's: AAA
Paying Agent: Chase Bank of Texas
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 $5,000 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.
J-5
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 PruNCIPAL
PruNCIPAL INTEREST INTEREST ON PAYMENT DUE EACH AMOUNT
DATE AMOUNT RATE AMOUNT DATE YEAR OUTSTANDING
6,230,000
2-15·01 235,000 3.6000% 133,951 368,951
8-15-01 129,721 129,721 498,673 5,845,000
2-15-02 250,000 3.7000% 129,721 379,721
8-15-02 125,096 125,096 504,818 5,595,000
2-15·03 260,000 3.8000% 125,096 385,096
8-15-03 120,156 120,156 505,253 5,335,000
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 53,775 516,350 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
2-15-15 460,000 4.6500% 34,205 494,205
8-15-15 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-6
·'
. .,
· ... : .. ·.
DATE
2-15-01
8-15-01
2-15-02
8-15·02
2-15-03
8-15-03
2-15-04
8-15·04
2-15-05
8-15-05
2-15-06
8-15-06
2-15-07
8-15-07
2-15-08
8-15-08
2-15-09
8-15-09
2-15-10
8-15-10
2-15-11
8-15-11
2-15-12
8-15-12
2-15-13
8-15-13
2-15-14
8-15-14
2-15-15
8-15-15
2-15-16
8-15-16
2-15-17
8-15-17
2-15-18
Interest Cost:
Paying Agent:
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2000
April 13, 2000 -$8,460,000
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
PRINCIPAL ESTIMATED INTEREST TOTAL DUE ON TOTAL DUE
AMOUNT INTEREST RATE AMOUNT PAYMENT DATE EACH YEAR
575,000 7.00% 424,623 999,623
223,290 223,290 1,222,913
675,000 7.00% 223,290 898,290
199,665 199,665 1,097,955
295,000 7.00% 199,665 494,665
189,340 189,340 684,005
310,000 7.00% 189,340 499,340
178,490 178,490 677,830
325,000 7.00% 178,490 503,490
167,115 167,115 670,605
340,000 5.25% 167,115 507,115
158,190 158,190 665,305
360,000 5.00% 158,190 518,190
149,190 149,190 667,380
380,000 5.00% 149,190 529,190
139,690 139,690 668,880
400,000 5.10% 139,690 539,690
129,490 129,490 669,180
420,000 5.15% 129,490 549,490
118,675 118,675 668,165
445,000 5.20% 118,675 563,675
107,105 107,105 670,780
470,000 5.30% 107,105 577,105
94,650 94,650 671,755
500,000 5.35% 94,650 594,650
81,275 81,275 675,925
525,000 5.40% 81,275 606,275
67,100 67,100 673,375
560,000 5.50% 67,100 627,100
51,700 51,700 678,800
590,000 5.50% 51,700 641,700
35,475 35,475 677,175
625,000 5.50% 35,475 660,475
18,288 18,288 678,763
665,000 5.50% 18,288 683,288 683,288
$ 4,642,079 Moody's: Aaa
S&P's: AAA
Chase Bank of Texas
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
8,460,000
7,885,000
7,210,000
6,915,000
6,605,000
6,280,000
5,940,000
5,580,000
5,200,000
4,800,000
4,380,000
3,935,000
3,465,000
2,965,000
2,440,000
1,880,000
1,290,000
665,000
0
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.
J-7
ESTIMATED
PRINCIPAL
DATE AMOUNT
2-15-02 250,000
8-15-02
2-15-03 265,000
8-15-03
2-15-04 280,000
8-15-04
2-15-05 295,000
8-15-05
2-15-06 315,000
8-15-06
2-15-07 330,000
8-15-07
2-15-08 350,000
8-15-08
2-15-09 375,000
8-15-09
2-15-10 395,000
8-15-10
2-15-11 420,000
8-15-11
2-15-12 445,000
8-15-12
2-15-13 470,000
8-15-13
2-15-14 500,000
8-15-14
2-15-15 530,000
8-15-15
2-15-16 560,000
8-15-16
2-15-17 595,000
8-15-17
2-15-18 630,000
8-15-18
2-15-19 670,000
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2001 ESTIMATE
PRINCIPAL· $7,675,000 AT 6.0% INTEREST
ESTIMATED
ESTIMATED INTEREST TOTAL DUE ON
INTEREST RATE AMOUNT PAYMENT DATE
6.00% 230,250 480,250
222,750 222,750
6.00% 222,750 487,750
214,800 214,800
6.00% 214,800 494,800
206,400 206,400
6.00% 206,400 501,400
197,550 197,550
6.00% 197,550 512,550
188,100 188,100
6.00% 188,100 518,100
178,200 178,200
6.00% 178,200 528,200
167,700 167,700
6.00% 167,700 542,700
156,450 156,450
6.00% 156,450 551,450
144,600 144,600
6.00% 144,600 564,600
132,000 132,000
6.00% 132,000 577,000
118,650 118,650
6.00% 118,650 588,650
104,550 104,550
6.00% 104,550 604,550
89,550 89,550
6.00% 89,550 619,550
73,650 73,650
6.00% 73,650 633,650
56,850 56,850
6.00% 56,850 651,850
39,000 39,000
6.00% 39,000 669,000
20,100 20,100
6.00% 20,100 690,100
J-8
ESTIMATED
TOTAL DUE PRINCIPAL AMOUNT
EACH YEAR OUTSTANDING
7,675,000
703,000 7,425,000
702,550 7,160,000
701,200 6,880,000
698,950 6,585,000
700,650 6,270,000
696,300 5,940,000
695,900 5,590,000
699,150 5,215,000
696,050 4,820,000
696,600 4,400,000
695,650 3,955,000
693,200 3,485,000
694,100 2,985,000
693,200 2,455,000
690,500 1,895,000
690,850 1,300,000
689,100 670,000
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates Of Obligation, SERIES 1998
April 1, 1998, $5,500,000
Convention Center
TOTAL DUE PRINCIPAL
PRINCIPAL INTEREST INTEREST ON PAYMENT TOTAL DUE AMOUNT
PAYMENT DATE AMOUNT RATE AMOUNT DATE EACH YEAR OUTSTANDING
02/15/2001 200,000 7.30% 142,676 342,676
08/15/2001 135,376 135,376 478,053 5,105,000
02/15/2002 215,000 7.30% 135,376 350,376
08/15/2002 127,529 127,529 477,905 4,890,000
02/15/2003 225,000 7.30% 127,529 352,529
08/15/2003 119,316 119,316 471,845 4,665,000
02/15/2004 235,000 7.30% 119,316 354,316
08/15/2004 110,739 110,739 465,055 4,430,000
02/15/2005 250,000 4.55% 110,739 360,739
08/15/2005 105,051 105,051 465,790 4,180,000
02/15/2006 260,000 4.60% 105,051 365,051
08/15/2006 99,071 99,071 464,123 3,920,000
02/15/2007 275,000 4.70% 99,071 374,071
08/15/2007 92,609 92,609 466,680 3,645,000
02/15/2008 290,000 4.80% 92,609 382,609
08/15/2008 85,649 85,649 468,258 3,355,000
02/15/2009 300,000 4.90% 85,649 385,649
08/15/2009 78,299 78,299 463,948 3,055,000
02/15/2010 320,000 5.00% 78,299 398,299
08/15/2010 70,299 70,299 468,598 2,735,000
02/15/2011 335,000 5.05% 70,299 405,299
. � . ' 08/15/2011 61,840 61,840 467,139 2,400,000
02/15/2012 350,000 5.10% 61,840 411,840
08/15/2012 52,915 52,915 464,755 2,050,000
02/15/2013 370,000 5.10% 52,915 422,915
08/15/2013 43,480 43,480 466,395 1,680,000
02/15/2014 390,000 5.15% 43,480 433,480
08/15/2014 33,438 33,438 466,918 1,290,000
02/15/2015 410,000 5.15% 33,438 443,438
08/15/2015 22,880 22,880 466,318 880,000
02/15/2016 430,000 5.20% 22,880 452,880
08/15/2016 11,700 11,700 464,580 450,000
02/15/2017 450,000 5.20% 11,700 461,700 461,700 0
T.l.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-9
DATE
02/15/2001
08/15/2001
02/15/2002
Net Interest: $
PRINCIPAL
AMOUNT
250,000
250,000
55,708
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 1999
April 15, 1999 -$850,000
INTEREST
RATE
3.75%
3.75%
Street Projects
INTEREST TOTAL DUE ON
AMOUNT PAYMENT DATE
9,375 259,375
4,688 4,688
4,688 254,688
Moody's: Al
S&P's: A+
Paying Agent: Chase Bank of Texas
Call Provisions: None
J-10
PRINCIPAL
TOTAL DUE AMOUNT
EACH YEAR OUTSTANDING
264,063 250,000
254,688 0
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 PillNCIPAL
PAYMENT PillNCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING
4,050,000
2-15-01 270,000 7.00% 202,553 472,553
8-15-01 106,663 106,663 579,216 3,780,000
2-15-02 335,000 7.00% 106,663 441,663
8-15-02 94,938 94,938 536,601 3,445,000
2-15-03 340,000 7.00% 94,938 434,938
8-15-03 83,038 83,038 517,976 3,105,000
2-15-04 340,000 6.00% 83,038 423,038
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 60,963 255,176 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 1,850,000
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 31,385 31,385 257,853 1,145,000
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 thereaf ter, at the par value thereof plus accrued interest to the date of redemption.
J-11
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Estimated Certificates of Obligation, Series 2000A
August 1, 2000 -$8,610,000
Nothgate Parking Garage-$7,010,000; Land Acquisition-$1,600,000
ESTIMATED ESTIMATED ESTIMATED
PRINCIPAL INTEREST INTEREST
DATE AMOUNT RATE AMOUNT
02/15/2001 285,000 4.85% 254,087
08/15/2001 228,840
02/15/2002 525,000 4.95% 228,840
08/15/2002 215,846
02/15/2003 550,000 5.05% 215,846
08/15/2003 201,959
02/15/2004 575,000 5.10% 201,959
08/15/2004 187,296
02/15/2005 610,000 5.15% 187,296
08/15/2005 171,589
02/15/2006 270,000 5.20% 171,589
08/15/2006 164,569
02/15/2007 280,000 5.25% 164,569
08/15/2007 157,219
02/15/2008 300,000 5.30% 157,219
08/15/2008 149,269
02/15/2009 315,000 5.35% 149,269
08/15/2009 140,843
02/15/2010 330,000 5.40% 140,843
08/15/2010 131,933
02/15/2011 350,000 5.45% 131,933
08/15/2011 122,395
02/15/2012 370,000 5.50% 122,395
08/15/2012 112,220
02/15/2013 390,000 5.60% 112,220
08/15/2013 101,300
02/15/2014 415,000 5.65% 101,300
08/15/2014 89,576
02/15/2015 435,000 5.75% 89,576
08/15/2015 77,070
02/15/2016 465,000 5.80% 77,070
08/15/2016 63,585
02/15/2017 490,000 5.85% 63,585
08/15/2017 49,253
02/15/2018 520,000 5.90% 49,253
08/15/2018 33,913
02/15/2019 550,000 5.95% 33,913
08/15/2019 17,550
02/15/2020 585,000 6.00% 17,550
Net Interest: 5,086,532 Moody's:
S&P's:
Paying Agent: Chase Manhattan Bank, Houston Texas
The land acquisition portion of this issue will be repaid in 5 years.
J-12
TOTAL DUE ON
PAYMENT
Aaa
AM.
DATE
539,087
228,840
753,840
215,846
765,846
201,959
776,959
187,296
797,296
171,589
441,589
164,569
444,569
157,219
457,219
149,269
464,269
140,843
470,843
131,933
481,933
122,395
492,395
112,220
502,220
101,300
516,300
89,576
524,576
77,070
542,070
63,585
553,585
49,253
569,253
33,913
583,913
17,550
602,550
TOTAL DUE
EACH YEAR
767,927
969,686
967,805
964,255
968,885
606,158
601,788
606,488
605,111
602,775
604,328
604,615
603,520
605,876
601,646
605,655
602,838
603,165
601,463
602,550
ESTIMATED
PRINCIPAL
AMOUNT
OUTSTANDING
8,610,000
8,325,000
7,800,000
7,250,000
6,675,000
6,065,000
5,795,000
5,515,000
5,215,000
4,900,000
4,570,000
4,220,000
3,850,000
3,460,000
3,045,000
2,610,000
2,145,000
1,655,000
1,135,000
585,000
0
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2001
Principal· $2,540,000 Interest Rate -5.00%
". Technology and Fiber Optic Projects· $1,843,000; Business Park· $200,000
Neighborhood CIP • $75,000; 2nd Street -$390,000; Debt Issuance· $32,000
TOTAL DUE PRINCIPAL
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON EACH FISCAL AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE YEAR OUTSTANDING
... 2,540,000
2-15-02 320,000 5.00% 115,354 435,354
8-15-02 69,213 69,213 504,567 2,220,000
2-15-03 380,000 5.25% 61,213 441,213
8-15-03 51,238 51,238 492,450 1,840,000
2-15-04 400,000 5.50% 51,238 451,238
8-15-04 40,238 40,238 491,475 1,440,000
.. 2-15-05 420,000 5.75% 40,238 460,238
8-15-05 28,163 28,163 488,400 1,020,000
2-15-06 450,000 5.75% 28,163 478,163
8-15-06 15,225 15,225 493,388 570,000
2-15-07 25,000 5.00% 15,225 40,225
8-15-07 14,600 14,600 54,825 545,000
2-15-08 25,000 5.00% 14,600 39,600
8-15-08 13,975 13,975 53,575 520,000
2-15·09 30,000 5.00% 13,975 43,975
8-15-09 13,225 13,225 57,200 490,000
2-15-10 30,000 5.10% 13,225 43,225
8-15-10 12,460 12,460 55,685 460,000
2-15-11 30,000 5.13% 12,460 42,460
8-15-11 11,691 11,691 54,151 430,000
2-15-12 35,000 5.20% 11,691 46,691
8-15-12 10,781 10,781 57,473 395,000
2-15-13 35,000 5.30% 10,781. 45,781
.:•. 8-15-13 9,854 9,854 55,635 360,000
2-15-14 35,000 5.35% 9,854 44,854
8-15-14 8,918 8,918 53,771 325,000
2-15-15 40,000 5.40% 8,918 48,918
8-15-15 7,838 7,838 56,755 285,000
2-15-16 40,000 5.50% 7,838 47,838
8-15-16 6,738 6,738 54,575 245,000
2-15-17 45,000 5.50% 6,738 51,738
8-15-17 5,500 5,500 57,238 200,000
2-15-18 45,000 5.50% 5,500 50,500
8-15-18 4,263 4,263 54,763 155,000
2-15-19 50,000 5.50% 4,263 54,263
8-15-19 2,888 2,888 57,150 105,000
2-15-20 50,000 5.50% 2,888 52,888
8-15-20 1,513 1,513 54,400 55,000
2-15-21 55,000 5.50% 1,513 56,513 56,513 0
Net Interest: $ 755,187
J-13
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
UTILITY REVENUE BONDS
ALL SERIES THROUGH 2001
FISCAL
YEAR
FYOl
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FYlO
FYll
FY12
FY13
FY14
FY15
FY16
FY17
FY18
FY 19
PRINCIPAL
5,363,350
4,592,500
5,014,050
5,119,650
5,385,000
5,497,850
4,877,150
5,028,750
5,165,700
5,341,350
5,512,750
5,705,400
5,901,950
5,665,100
4,561,800
4,799,000
4,588,850
3,442,800
1,715,100
INTEREST
3,970,587
4,843,971
4,567,351
4,278,885
3,976,264
3,662,681
3,372,139
3,101,209
2,819,776
2,527,025
2,222,207
1,904,644
1,575,361
1,247,319
958,299
694,805
429,976
201,640
51,453
TOTAL DUE
EACH FISCAL
YEAR
9,333,937
9,436,471
9,581,401
9,398,535
9,361,264
9,160,531
8,249,289
8,129,959
7,985,476
7,868,375
7,734,957
7,610,044
7,477,311
6,912,419
5,520,099
5,493,805
5,018,826
3,644,440
1,766,553
Utility Revenue Bond Debt Service
7,000,000 .-fl;At--trrot--t;z:,t--torr1i----ttnt-------�, .__ .i ---
I I 6,000,000 --r-· r--,__I I -
5,000,000 ,r(
- - - � I---_,, _ ___..,. -
PRINCIPAL
OUTSTANDING
OCT.1
-r-i-
93,278,100
87,914,750
83,322,250
78,308,200
73,188,550
67,803,550
62,305,700
57,428,550
52,399,800
47,234,100
41,892,750
36,380,000
30,674,600
24,772,650
19,107,550
14,545,750
9,746,750
5,157,900
1,715,100
4,000,000 1---
I
-
-
-
-
-
-
-
-
-
I--
I
-
-
-
-!----
1
-
-
-
3,000,000 �
1---f----,--
-- --I----I---1--- --
2,000,000 - t-- t----
1,000,000 f- f-- f-- f---- f-- t------
o� � + � � � � � � + � + + � + + + �
M N M � � � � 00 � 0 M N M � � � � 00 �
� � � � � � � � � E E E E E E E E E �
I lllllPRINCIPAL CJJNTEREST j
J-14
····.'·
PAYMENT PRINCIPAL
DATE AMOUNT
2-1-01 250,000
8-1-01
2-1-02 250,000
8-1-02
2-1-03 250,000
8-1-03
2-1-04 250,000
8-1-04
2-1-05 250,000
8-1-05
2-1-06 250,000
8-1-06
2-1-07 250,000
8-1-07
2-1-08 250,000
8-1-08
2-1-09 250,000
8-1-09
2-1-10 250,000
8-1-10
2-1-11 250,000
8-1-11
2-1-12 250,000
8-1-12
2-1-13 250,000
Net Interest Cost:
Paying Agent:
Underwriting Group:
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds, 1993 SERIES
June 30, 1993 -$5,850,000
Electric Projects -$1,000,000; Sewer Projects $3,700,000;
Refunding Bonds (Series 1985) -$1,150,000
INTEREST INTEREST TOTAL DUE ON TOTAL DUE
RATE AMOUNT PAYMENT DATE EACH YEAR
4.60% 86,063 336,063
80,313 80,313 416,375
4.80% 80,313 330,313
74,313 74,313 404,625
5.00% 74,313 324,313
68,063 68,063 392,375
5.10% 68,063 318,063
61,688 61,688 379,750
5.25% 61,688 311,688
55,125 55,125 366,813
5.40% 55,125 305,125
48,375 48,375 353,500
5.40% 48,375 298,375
41,625 41,625 340,000
5.50% 41,625 291,625
34,750 34,750 326,375
5.50% 34,750 284,750
27,875 27,875 312,625
5.50% 27,875 277,875
21,000 21,000 298,875
5.60% 21,000 271,000
14,000 14,000 285,000
5.60% 14,000 264,000
7,000 7,000 271,000
5.60% 7,000 257,000 257,000
$2,982,148 Moody's: Aaa
S&P's: AAA
Texas Commerce Bank National Association, Houston, TX
Rauscher Pierce Refsnes, Inc.
Masterson Moreland Sauer Whisman, Inc.
Alex. Brown & Sons, Inc.
PRINCIPAL
AMOUNT
OUTSTANDING
3,000,000
2,750,000
2,500,000
2,250,000
2,000,000
1,750,000.
1,500,000
1,250,000
1,000,000
750,000
500,000.
250,000
0
Call Provisions: All Bonds maturing on or after February 1, 2004 are optional for redemptionm in whole or in part on
February 1, 2003 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-15
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds -SEmES 1994
October 1. 1994, $16.500,000
Electric Projects $6,500,000; Wastewater Project $10,000,000
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON
DATE AMOUNT RATE AMOUNT PAYMENT DATE
2·1·01 825,000 6.40% 344,231 1,169,231
8-1-01 317,831 317,831
2·1-02 825,000 6.40% 317,831 1,142,831
8-1-02 291,431 291,431
2-1-03 825,000 5.40% 291,431 1,116,431
8·1·03 269,156 269,156
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
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.
TOTAL DUE
EACH YEAR
1,487,063
1,434,263
1,385,588
1,340,625
1,294,425
1,247,194
1,199,344
1,150,875
1,101,788
1,051,875
1,001,344
950,400
899,663
849,750
PRINCIPAL
AMOUNT
OUTSTANDING
10,725,000
9,900,000
9,075,000
8,250,000
7,425,000
6,600,000
5,775,000
4,950,000
4,125,000
3,300,000
2,475,000
1,650,000
825,000
0
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-16
: .. ·.
... ··
•'
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds -SERIES 1995
August 1, 1995, $6,000,000
Electric Projects· $3,000,000; Water Projects· $1,800,000;
Wastewater Projects· $1,200,000
PAYMENT PRINCIPAL INTEREST INTEREST TOTAL DUE ON
DATE AMOUNT RATE AMOUNT PAYMENT DATE
2-1-01 300,000 6.25% 136,800 436,800
8-1-01 127,425 127,425
2-1-02 300,000 6.25% 127,425 427,425
8-1-02 118,050 118,050
2-1-03 300,000 6.25% 118,050 418,050
8-1-03 108,675 108,675
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% 74,100 374,100
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
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
TOTAL DUE
EACH YEAR
564,225
545,475
526,725
507,975
489,225
471,975
456,150
440,100
423,750
407,250
390,750
374,250
357,750
341,250
324,750
308,250
PRINCIPAL
AMOUNT
OUTSTANDING
4,500,000
4,200,000
3,900,000
3,600,000
3,300,000
3,000,000
2,700,000
2,400,000
2,100,000
1,800,000
1,500,000
1,200,000
900,000
600,000
300,000
0
Call Provisions: All 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 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-17
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Refunding Bonds -TAXABLE SERIES 1995
July 1, 1995 -$7,125,000
THIS SEmES ISSUED TO REFUND $7,085,000 OF 1985 SEmES
PAYMENT
DATE
2-1-01
PmNCIPAL
AMOUNT
840,000
Net Interest Cost:
Paying Agent:
Underwriting Group:
Call Provisions: None
INTEREST
RATE
7.20%
$1,461,048
PmNCIPAL
INTEREST TOTAL DUE ON TOTAL DUE AMOUNT
AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
30,240 870,240 870,240 0
First Interstate Bank of Texas, N.A.
First Interstate Bank of Texas, N.A.
First American Bank
J-18
:1·
....
.•.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds -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
2-1-01 680,000 4.40% 235,798 915,798
8-1-01 220,838 220,838 1,136,635 8,650,000
2-l-02 685,000 4.50% 220,838 905,838
8-1-02 205,425 205,425 1,111,263 7,965,000
2-1-03 690,000 4.60% 205,425 895,425
8-1-03 189,555 189,555 1,084,980 7,275,000
2-1-04 700,000 4.70% 189,555 889,555
8-1-04 173,105 173,105 1,062,660 6,575,000
2-1-05 805,000 4.80% 173,105 978,105
8-1-05 153,785 153,785 1,131,890 5,770,000
2-1-06 810,000 4.90% 153,785 963,785
8-1-06 133,940 133,940 1,097,725 4,960,000
2-1-07 340,000 5.05% 133,940 473,940
8-1-07 125,355 125,355 599,295 4,620,000
2-1-08 360,000 5.05% 125,355 485,355
8-1-08 116,265 116,265 601,620 4,260,000
2-1-09 375,000 5.15% 116,265 491,265
8-1-09 106,609 106,609 597,874 3,885,000
2-1-10 400,000 5.25% 106,609 506,609
8-1-10 96,109 96,109 602,718 3,485,000
2-1-11 420,000 5.35% 96,109 516,109
8-1-11 84,874 84,874 600,983 3,065,000
2-1-12 445,000 5.45% 84,874 529,874
8-1-12 72,748 72,748 602,621 2,620,000
2-1-13 470,000 5.50% 72,748 542,748
8-1-13 59,823 59,823 602,570 2,150,000
2-1-14 495,000 5.50% 59,823 554,823
8-1-14 46,210 46,210 601,033 1,655,000
2-1-15 520,000 5.55% 46,210 566,210
8-1-15 31,780 31,780 597,990 1,135,000
2-1-16 550,000 5.60% 31,780 581,780
8-1-16 16,380 16,380 598,160 585,000
2-1-17 585,000 5.60% 16,380 601,380 617,760 0
Net Interest Cost: $ 5,702,533 Moody's: Aaa
S&P's: AAA
Paying Agent: Texas Commerce Bank National Association
Underwriters: Southwest Securities
Rauscher Pierce Refsnes, Inc.
Coastal Securities
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-19
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds -SERIES 1998
April 1, 1998, $2,700,000
WasteWater Projects
PmNCIPAL
PAYMENT PmNCIPAL INTEREST INTEREST TOTAL DUE ON TOTAL DUE AMOUNT
DATE AMOUNT RATE AMOUNT PAYMENT DATE EACH YEAR OUTSTANDING
2-1-01 105,000 6.500% 69,095 174,095
8-1-01 65,683 65,683 239,778 2,495,000
2-1-02 110,000 6.500% 65,683 175,683
8-1-02 62,108 62,108 237,790 2,385,000
2-1-03 110,000 6.500% 62,108 172,108
8-1-03 58,533 58,533 230,640 2,275,000
2-1-04 115,000 6.500% 58,533 173,533
8-1-04 54,795 54,795 228,328 2,160,000
2-1-05 125,000 6.500% 54,795 179,795
8-1-05 50,733 50,733 230,528 2,035,000
2-1-06 130,000 5.625% 50,733 180,733
8-1-06 47,076 47,076 227,809 1,905,000
2-1-07 135,000 4.550% 47,076 182,076
8-1-07 44,005 44,005 226,081 1,770,000
2-1-08 140,000 4.650% 44,005 184,005
8-1-08 40,750 40,750 224,755 1,630,000
2-1-09 145,000 4.750% 40,750 185,750
8-1-09 37,306 37,306 223,056 1,485,000
2-1-10 155,000 4.800% 37,306 192,306
8-1-10 33,586 33,586 225,893 1,330,000
2-1-11 160,000 4.900% 33,586 193,586
8-1-11 29,666 29,666 223,253 1,170,000
2-1-12 170,000 5.000% 29,666 199,666
8-1-12 25,416 25,416 225,083 1,000,000
2-1-13 180,000 5.000% 25,416 205,416
8-1-13 20,916 20,916 226,333 820,000
2-1-14 190,000 5.050% 20,916 210,916
8-1-14 16,119 16,119 227,035 630,000
2-1-15 200,000 5.100% 16,119 216,119
8-1-15 11,019 11,019 227,138 430,000
2-1-16 210,000 5.125% 11,019 221,019
8-1-16 5,638 5,638 226,656 220,000
2-1-17 220,000 5.125% 5,638 225,638 225,638 0
Net Interest Cost: $ 1,610,150 Moody's: Aaa
S&P's: AAA
Paying Agent: Chase Bank of Texas National Association
Underwriting Group: First Southwest 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-20
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DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds • SEmES 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
2-15-01 185,000 5.875% 297,479 680,799
8-15-01 292,045 292,045 972,844
2-15-02 385,000 7.00% 292,045 677,045
8-15-02 278,570 278,570 955,615
2-15-03 405,000 7.00% 278,570 683,570
8-15-03 264,395 264,395 947,965
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 25,025 25,025 938,838
2-15-18 910,000 5.50% 25,025 935,025 935,025
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
PRINCIPAL AMOUNT
OUTSTANDING
10,500,000
10,315,000
9,930,000
9,525,000
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
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February l, 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-21
ESTIMATED
PRINCIPAL
DATE AMOUNT
2-15-02 315,000
8-15-02
2-15-03 688,800
2-15-03
2-15-04 728,900
8-15-04
2-15-05 771,500
8-15-05
2-15-06 816,600
8-15-06
2-15-07 864,400
8-15-07
2-15-08 915,000
8-15-08
2-15-09 968,700
8-15-09
2-15-10 1,025,600
8-15-10
2-15-11 1,086,000
8-15-11
2-15-12 1,149,900
8-15-12
2-15-13 1,217,700
8-15-13
2-15-14 1,289,600
8-15-14
2-15-15 1,365,800
8-15-15
2-15-16 1,446,500
8-15-16
2-15-17 1,512,100
8-15-17
2-15-18 1,622,800
8-15-18
2-15-19 1,715,100
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
U.R.B. SERIES 2001 ESTIMATE
PRINCIPAL-$19,500,000 AT 6.0% INTEREST
Water Projects $8,200,000, Wastewater Projects $11,300,000
ESTIMATED
ESTIMATED INTEREST TOTAL DUE ON
INTEREST RATE AMOUNT PAYMENT DATE
6.00% 585,000 900,000
575,550 575,550
6.00% 575,550 1,264,350
554,886 554,886
6.00% 554,886 1,283,786
533,019 533,019
6.00% 533,019 1,304,519
509,874 509,874
6.00% 509,874 1,326,474
485,376 485,376
6.00% 485,376 1,349,776
459,444 459,444
6.00% 459,444 1,374,444
431,994 431,994
6.00% 431,994 1,400,694
402,933 402,933
6.00% 402,933 1,428,533
372,165 372,165
6.00% 372,165 1,458,165
339,585 339,585
6.00% 339,585 1,489,485
305,088 305,088
6.00% 305,088 1,522,788
268,557 268,557
6.00% 268,557 1,558,157
229,869 229,869
6.00% 229,869 1,595,669
188,895 188,895
6.00% 188,895 1,635,395
145,500 145,500
6.00% 145,500 1,657,600
100,137 100,137
6.00% 100,137 1,722,937
51,453 51,453
6.00% 51,453 1,766,553
J-22
ESTIMATED
TOTAL DUE PRINCIPAL AMOUNT
EACH YEAR OUTSTANDING
19,500,000
1,475,550 19,185,000
1,819,236 18,496,200
1,816,805 17,767,300
1,814,393 16,995,800
1,811,850 16,179,200
1,809,220 15,314,800
1,806,438 14,399,800
1,803,627 13,431,100
1,800,698 12,405,500
1,797,750 11,319,500
1,794,573 10,169,600
1,791,345 8,951,900
1,788,026 7,662,300
1,784,564 6,296,500
1,780,895 4,850,000
1,757,737 3,337,900
1,774,390 1,715,100
1,766,553 0
Embracing the Past
Exploring the Future
.··"·
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APPENDIXK
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
pasrt 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,
K-1
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 01. Most of the transfers come into the
General Fund from other operating funds
receiving the services.
Over $5.4 million is approved to be allocated
to the General Fund from various other
funds. $2.0 million is approved 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.
FY 01 Approved General and Administrative Transfer Worksheet
FY99 FYOO FYOl FYOl
Revised Approved Base Approved
Budget Budget Budget Budget
To General Fund:
Community Development $ 373,942 $ 557,360 $ 552,427 $ 572,427
Parks Xtra Education 22,400 24,353 24,353
Hotel Motel 265,639 326,929 258,985 266,180
Wolf Pen Creek 92,499 89,268 90,715 90,715
Conf Center 236,377 264,795 250,520 260,520
Electric 590,750 464,006 603,209 663,348
Water 150,328 220,863 277,736 311,373
Wastewater 171,238 191,253 243,813 247,890
Sanitation 274,447 301,366 337,221 341,298
BVSWMA 133,930 124,434 177,126 177,126
Utility Billing 650,282 753,980 739,580 739,580
Court Security Fund 0 20,000 20,000
Insurance Funds 0
Prop. Casualty 55,562 62,270 66,307 66,307
Worker's Comp 55,562 57,270 66,308 66,308
Fleet 121,936 131,800 140,000 140,000
Print/Mail 42,145 44,300 40,000 40,000
Communications 64,015 71,000 75,000 75,000
General Capital Projects 0
Street Projects 223,200 250,356 245,000 245,000
Parks Projects 11,600 62,420 43,000 43,000
General Government 0 19,300 50,000 50,000
Parks Escrow Projects 13,600 13,100 14,600 14,600
New Conference Center 35,000 54,700 51,700 51,700
Northgate Parking Garage 75,100 0 78,000 78,000
Business Park 26,500 0 55,000 55,000
Utility Capital Projects 0
Electtic Projects 164,047 102,500 80,000 80,000
Water Projects 57,902 147,375 258,000 258,000
Wastewater Projects 174,815 273,363 325,000 325,000
Drainage 25,000 196,392 180,201 180,201
General Fund Total $ 4,085,416 $ 4,802,800 $ 5,343,801 $ 5,482,926
To Utility Billing
Electric $ 1,418,380 $ 1,138,881 $ 1,141,600 $ 1,182,716
Water 603,160 625,882 627,445 650,441
Wastewater 67,967 72,802 72,977 75,764
Drainage 25,000 25,000 25,000 25,000
Sanitation 67,967 72,802 72,977 75,764
Utility Billing Total $ 2,182,474 $ 1,935,367 $ 1,940,000 $ 2,009,686
To Electric Fund
Water $ 217,120 $ 206,300 $ 218,400 $ 218,400
Wastewater 150,880 137,500 145,600 145,600
Electric Fund Total $ 368,000 $ 343,800 $ 364,000 $ 364,000
To Water Fund
Wastewater $ 202,267 $ 240,170 $ 248,300 $ 248,300
Water Fund Total $ 202,267 $ 240,170 $ 248,300 $ 248,300
Total All Funds $ 6,838,157 $ 7,322,137 $ 7,896,101 $ 8,104,912
K-2
Embracing the Past
..
; . ,· ..
Exploring the Future
APPENDIXL
2000-2001 STRATEGIC PLAN
STRATEGIES AND
IMPLEMENTATION PLANS
.. ,.
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2000-01 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Vision Statement #l
As a result of our efforts, citizens will access the highest quality of customer focused
city services at reasonable cost.
Strategy #l Create a Motivating Work Environment
Implementation Plans
a. Build into FY 01 Budget the second year of the implementation plan for pay
b. Monitor employee retention rate
c. Pursue competitive, cost effective health insurance benefits
d. Promote employee recognition
e. Promote personal and professional employee development
Strategy #2 Take Steps to Ensure Representational Funding for Multi-Jurisdictional Funding
Requests
Implementation Plans
a. Develop policy for social service agency funding
b. Continue use of Joint Funding Relief Committee for all social service budget requests.
Strategy #3 Ongoing Evaluation of the Use of Hotel/Motel Fund Revenues to Enhance College
Station's Tourism Economy
Implementation Plans
a. Management Study of Convention Visitors Bureau and Sports Foundation
b. Performing Arts Center in College Station
c. Continue development of Hotel/Conference Center Project
d. Continue development of Wolf Pen Creek Corridor
Strategy #4 Examine Facilities, Technology and Personnel to Ensure Adequate Customer
Service
Implementation Plans
a. Develop a multi-year e-government/telecommunication plan that balances personal
customer service with technology
b. Develop City Center Project
Strategy #5 Constant Evaluation of Sales Tax Issues
Implementation Plans
a. Monitor sales tax issues.
Strategy #6 Constant Evaluation of Possible Impacts of Electric Utility Deregulation
Implementation Plans
a. Retain consulting expertise to prepare deregulation strategic plan
L-1
2000-01 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Vision Statement #2
As a result of our efforts, citizens will live in a safe, secure and healthy environment.
Strategy #l In Depth Review of Development Trends and New Roadways as They Pertain to
Annexation
Implementation Plans
a. Staff prepare annexation feasibility study
Strategy #2 Develop Goals and Strategies to Attain the ISO Rating
Implementation Plans
a. Countywide Fire Station Planning
b. Proactive Fire Station planning and site acquisition
Strategy #3 Adequate Street Lighting Citywide
Implementation Plans
a. Pursue areas for historical (period) lighting
b. Pursue areas for thoroughfare lighting
c. Pursue areas for residential lighting
Strategy #4 Development of a Holistic Program for Breaking the Cycle of Poverty and
Intervention for Families in Crisis
Implementation Plans
a. Receive feasibility report and make final staff recommendation on one-stop social services
facility.
Strategy #5 Toxic Waste Disposal Enhancement
Implementation Plans
a. Examine feasibility of an interim facility to use between collection events
L-2
,;- ·
2000-01 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Vision Statement #3
As a result of our efforts citizens will live in a clean environment that enhances and
protects the quality of life.
Strategy #l Stronger Code Enforcement in Residential Areas
Implementation Plans
a. Increased noise abatement enforcement
b. Emphasize community policing partnership w/code enforcement (including the use of other
programs such as knightwatch)
c. Create ongoing code enforcement training for city field personnel
d. Increased public education of code enforcement that includes a communication/education
strategy with TAMU/Blinn
Strategy #2 Determine Possible Funding Sources to Address Implementation of Greenways
System
Implementation Plans
a. Active pursuit of grant funds for trail development
Strategy #3 Expand Recycling Programs
Implementation Plans
a. Initiate multi-family recycling
b. Develop design standards for recycling facilities for new multi-family development
L-3
2000-01 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Vision Statement #4
As a result of our efforts, citizens will be enriched by a range of cultural arts and
r<!creational oppor tunities provided through citywide initiatives and collaborative
efforts.
Strategy #l More emphasis on Making Parks More Intergenerational
Implementation Plans
a. Direct Parks Board to place more emphasis on "passive" parks, i.e. benches, walking paths
Strategy #2 More Interaction Between Parks Advisory Board and Planning and Zoning and
Shared Vision With Council
Implementation Plans
a. Schedule periodic meetings between Council and Parks Board
Strategy #3 Continue to Update Comprehensive Plan Regarding Parks System
Implementation Plans
a. Establish design standards and criteria for development and placement of parks./Examine
zoning ordinance as it relates to park land location and acquisition
b. Analyze park distribution to determine areas that may be under served or under utilized.
Strategy #4 Connectivity Between Greenways and Parks
Implementation Plans
a. Implement demonstration project to establish a future policy regarding greenway -park
connectivity
b. Greenways review (See Vision #8 Strategy #2)
c. Wolf Pen Creek Masterplan implementation
Strategy #5 Continued Emphasis on Parks Maintenance to Quality Standards Through the
Budget Process
Implementation Plans
a. Review fee structure and policy for possible revision in order to create funding for parks
maintenance/upgrade.
b. Review certain park maintenance service levels and identify options and associated costs to
increase these service levels.
Strategy #6 Develop Programs and Facilities for Senior Citizens
Implementation Plans
a. Staff work with Sr. Advisory Board to address space/facility needs.
b. Address creating a Senior Citizen Advisory Board
L-4
· ...
2000-01 STRATEGIC PIAN STRATEGIES & IMPLEMENTATION PIANS
Vision Statement #5
As a result of our efforts citizens will participate and contribute to the well being of
our community.
Strategy #l Continue Facilitation of Neighborhood Associations
Implementation Plans
a. Assist in formation of neighborhood associations
b. Communicate with neighborhood associations
Strategy #2 Improve Citizen Access to Information About Their City Government
Implementation Plans
a. City newsletter
b. Use of print media
c. Technology-Web site enhancements, cable channel, email list serves
d. Direct department communication to citizens via direct marketing
L-5
2000-01 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Vision Statement #6
As a result of our efforts citizens will easily travel to, within and from the community.
Strategy #l Examine Roadway Standards to Ensure Adequate Roadway Planning for Future
Traffic Needs.
Implementation Plans
a. Increase right of way standards
b. Adequate resources for street maintenance, markings, signs, etc.
Strategy #2 Update Thoroughfare Plan More Frequently
Implementation Plans
a. Review and revise policies relating to timing, access, connectivity, and reimbursement for
making thoroughfare connections, with emphasis on north/south access
b. Pursue more integrated approach w/all other affected entities on thoroughfare planning
and construction
Strategy #3 Improve Our "Pedestrian Friendliness" With Adequate Facilities
Implementation Plans
a. Ensure that standards for new development provide for adequate pedestrian, bicycle, and
other non motorized transportation
b. Identify funding sources for sidewalk retrofit program (See Vision 8 Strategy 1-b)
Strategy #4 Improvements to Public Transit System to Improve Rider Convenience, Reliability,
and Accessibility for Senior CitizE:ns.
Implementation Plans
a. Identify strategies to provide transportation services to senior citizens
L-6
. : .. ·.
: .... ' . . ·:·
2000-01 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Vision Statement #7
As a result of our efforts citizens will contribute to and benefit from living in a strong
and diverse economic environment.
Strategy #l Promote Economic Development That Provides Adequate Economic Opportunity
for Our Citizens
Implementation Plans
a. Continue development of existing business park
b. Develop new business parks
c. Review business park design standards
d. Review incentive package guidelines as they relate to business parks
Strategy #2 Proactive Involvement in a Regional Approach to Airport/ Air Transportation
Implementation Plans
a. Enhance commercial air service and explore ties of air service with rail
b. Determine position on economic desirability for College Station airport location
Strategy #3 Continued Emphasis on a Proactive Retail Recruitment to Maintain/Grow Sales
Tax Base
Implementation Plans
a. Continue to monitor progress on 48 Board with regard to retail recruitment
b. Establish guidelines/resources for retail recruitment and incentives
c. Explain/educate the public on the need for sales tax base growth
L-7
2000-01 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Vision Statement #8
As a result of our efforts citizens will live in well-planned neighborhoods suited to
community interests and lifestyles.
Strategy #l Policy Emphasis to Prevent Residential Decline and Improve Neighborhoods
Implementation Plans
a. Evaluate and develop a solution that address problems created by rental properties in single
family areas. -Number of unrelated persons, traffic, parking
b. Develop policy for installing sidewalks in neighborhoods that request them
c. Develop policies that facilitate the transition from developer responsibility to HOA
responsibility
d. Policies that foster additional landscape maintenance of multi-family development
e. Examine policies that determine neighborhood layouts (See Vision Statement #4 Strategy
#3 Implementation Plan a)
Strategy #2 Policy emphasis on Ongoing Update/Revisions and Adhering to Comp Plan and
Development Policies
Implementation Plans
a. Identify areas where we want to foster specific types of development and create incentive
programs to encourage that type of development in those particular areas.
b. Re-examine apartment design standards
c. Re-examine Northgate redevelopment plan
d. Develop a program (schedule) of work to review the comprehensive plan on a section by
section basis (cyclical)
e. Identify necessary resources to conduct (focus on) proactive land use and neighborhood
planning
f. Establish policy regarding land use ratios
Strategy #3 Examine Policies that Set Infrastructure Construction Standards
Implementation Plans
a. Conduct engineering analysis on street standards and identify options to improve standards
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Embracing the Past
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Exploring the Future
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APPENDIXM
GLOSSARY
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GLOSSARY
Activity Center: The lowest level at which costs
for operations are maintained.
&:LilaloranLiax A tax based on the value of
property.
Appmpriatkm: A legal authorization granted by
the Council to make or incur
expenditures/expenses for specific purposes.
Bank Depository Agreement: A contract
between a municipality and a depository,
negotiated and entered into in accordance with
the specification of Local Government code, Title
4, Chapter 105, Subchapter B, which sets forth
the agreements between the parties regarding
banking services.
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 ProjecLExpenditureLExpense: An
expenditure/ expense which 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
which recognizes revenues when received and
expenditures when paid.
Certificate of Obligation (C 0.): Long-term debt
which is authorized by the City Council and does
not require prior voter approval.
Certified_Annual Financial Report (CAER): The
published results of the City's annual audit.
Charter_cl Accounts: A chart detailing the
system of general ledger accounts.
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City Council: The current elected official of the
City as set forth in the City's Charter.
City Manager: The individual appointed by the
City Council who is responsible for the
administration of City affairs.
Capital Improvement Project (ClP): A multi-year
project that addresses both repair and
replacement of existing infrastructure as well as
the development of new facilities to
accommodate future growth.
Competitive bidding process: 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
which places the assets purchased or constructed
as a part of the security for the issue.
Current Expense: An obligation of a City as a
result of an incurred expenditure/expense that is
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.
Debt Service: 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.
Division: Unit of a department.
Effectiveness Measures: Measures that
demonstrate whether the
accomplishing its intended results.
show the impact of the program.
program is
These should
Efficiency Measures: These are ratios 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.
Enterprise Funds: Funds that are used to
represent the economic results of activities that
are maintained similar to those of private
business, where revenues are recorded when
earned and expenses are recorded as resources
are used.
Equity: See Fund Balance.
Expenditure/Expense: Decreases in net financial
resources for the purpose of acquiring goods or
services. The General Fund recognizes
expenditures and the Proprietary Funds recognize
expenses.
facsimile Signature Machine: A mechanical
device used to imprint signatures upon City
vouchers rendering them negotiable instruments.
Field Purchase Order (FPO): Order to a vendor
from a department that is less than $1,000.
Orders that are less than $1000 may be
purchased directly from a vendor via the
Accounting Department.
Finance Director: The person appointed by the
City Manager who is responsible for recording
and reporting the financial activities of the City
and for making recommendations regarding fiscal
policies.
Fiscal year: 12 month budget period, generally
extending from October 1st through the following
September 30th.
Fixed Assets: 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.
EIE: Eull 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.
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Fund: An independent fiscal and accounting
entity with a self-balancing set of accounts
recording cash and/or other resources together
with all related liabilities, obligations, reserves,
and equities which are segregated for the purpose
of carrying on specific activities or attaining
certain objectives.
Fund Balance_{Equity): The excess of fund assets
over liabilities. Accumulated balances are the
result of continual excess of revenues over
expenditures/expenses. A negative fund balance
is a deficit balance.
GMP: See Generally Accepted Accounting
Principles.
General and Administrative Costs: Costs
associated with the administration of City
services.
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 Accepted Accounting Principles
(GAAP): Uniform minimum standards of and
guidelines to financial accounting and reporting
as set forth by the Governmental Accounting
Standards Board (GASB).
General Obligation Bonds: Bonds for whose
payment the full faith and credit of the City has
been pledged.
GEOA : Government Finance Officers
Association of the United States and Canada.
Governmental Accounting Standards Board
(GASB): The authoritative accounting and
financial reporting standard-setting body of
government agencies.
Governmental Funds: Funds that are maintained
on a modified accrual basis with an emphasis on
when cash is expended or obligated and revenues
are recorded when measurable and available.
Internal Service Funds: Generally accounted for
similar to enterprise funds. These funds are used
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to account for enterprise types of activities for the
benefit of city departments such as fleet
maintenance, self insurance, and print/mail.
lmplementation__Elan: The specific means of
implementing a strategy; outline of the
organization's response to fundamental policy
choices.
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-Term Debt: Obligation of the City with a
remaining maturity term of more that one (1)
year.
Management Letter: A written report from the
independent auditors to the Council reflecting
observations and suggestions as a result of the
audit process.
Mission Statement: The purpose of the
organization; why the organization exists.
Ultimate answer to, "What Benefit?" and "To
Whom?"
Net Working Capital: Current Assets less Current
Liabilities in an enterprise or internal service fund.
Non-Recurring Revenues: 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.
Operating Budget: A plan, approved by the
Council, of financial operations embodying an
estimate of proposed expenditures/expenses for
the fiscal year and the proposed means of
financing them.
Output Measures: This is the quantity of work
produced or generated.
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B:rriorrnance Measure: Tools to determine what
levels of service are being provided by the
organization.
Ero�: See Utility Funds.
�: A City's system of using
documents authorizing the delivery of specified
merchandise or services and making a charge for
them.
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.
Risk: The liability, either realized or potential,
related to the City's daily operations.
Service Lruzel: The current outcomes and services
provided to citizens and customers by the City as
approved in the annual budget.
Service Level Adjustment (S�): 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.
Sinking 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.
Strategy: A fundamental policy choice that
affects the organization's Mission, Visions,
mandates, values, service levels, and costs.
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.
l Jser-Based Fee/Charge: A monetary fee or
charge placed upon the user of services of the
City.
Utility_Eunds: The funds used to account for the
operations of the City's electric, water, sanitary
sewer, and solid waste disposal activities.
Undesignated FundBalance: That portion of the
fund balance that is unencumbered from any
obligation of the City.
Utility Revenue Bond: Debt issue by the City and
approved by the Council by which payment is
secured by pledged utility revenue.
Vision Statements: The set of values by which the
Council directs the staff about the intended
impact the organization should have on the City
as a whole. Provide answers to the preamble, "As
a result of our efforts, citizens will. .. "
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.· ..
Embracing the Past
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Exploring the Future
Index
In Alphabetical Order
Brazos Valley Solid Waste Management Agency ................................................................ 25 6
Budget Ordinances .......................................................................................................... A-1
Budget Process ................................................................................................................. I-1
Capital Improvement Projects, General Government ......................................................... 207
Capital Improvement Projects, Public Utilities .................................................................... 261
Charter, Budget Provision ................................................................................................ E-1
Community Development Fund ....................................................................................... 27 6
Court Security Fund ........................................................................................................ 200
Court Technology Fund ................................................................................................... 203
Debt Service Fund .......................................................................................................... 186
Debt Service Schedules .................................................................................................... J-1
Development Services ..................................................................................................... 178
Economic Development Fund .... : ..................................................................................... 197
Electric ......................................................................................................................... 236
Equipment Replacement Fund ......................................................................................... 289
Executive Summary ............................................................................................................ 5
Fire Department ............................................................................................................. 170
Fiscal and Budgetary Policy Statements .............................................................................. F-1
Fiscal Services ................................................................................................................ 182
Fiscal Year Comparison Summary ...................................................................................... 28
Funds Summary ............................................................................................................... 30
General and Administrative Transfers ................................................................................ K-1
General Fund ................................................................................................................ 163
General Government ...................................................................................................... 184
Glossary ....................................................................................................................... M-1
Hotel/Motel Fund ........................................................................................................... 273
Internal Services Fund ..................................................................................................... 283
Library .......................................................................................................................... 176
Net Operating Budget ....................................................................................................... 29
Index
In Alphabetical Order
Office of Technology and Information Services .................................................................. 180
Organization Chart, City .................................................................................................... 27
Outside Agency Funding .................................................................................................. G-1
Parking Enterprise Fund .................................................................................................. 252
Parks and Recreation ...................................................................................................... 174
Parks Xtra Education Fund ............................................................................................... 193
Performance Measures .............................................................. 43,78,lll,129,133,140,155
Personnel List ............................................................................................................... C-1
Police Department .......................................................................................................... 168
Property Evaluations, Analysis of ........................................................................................ 32
Public Utilities Department ............................................................................................... 231
Public Works .................................................................................................................. 172
Revenue Report, Historic ............................................................................................... D-1
Sanitation ...................................................................................................................... 248
Self Insurance Funds ....................................................................................................... 297
Service Level Adjustments List. ......................................................................................... B-1
Statistical Data ................................................................................................................ H-1
Strategic Plan Summary ..................................................................................................... 33
Strategic Planning and Strategic Implementation Plans ........................................................ L-1
Tax Rate, Analysis of ........................................................................................................ 31
.. .-�. · Transmittal Letter ................................................................................................................ 1
Utility Billing .................................................................................................................. 293
Vision Statements
#l Customer-Focused City Services ......................................................................... 39
#2 Safe, Secure and Healthy Environment ................................................................ 73
#3 Clean Environment That Enhances And Protects the Quality Of Life .................... 105
#4 Cultural Arts And Recreational Opportunities ..................................................... 107
#5 Participate And Contribute To The Well-Being Of Our Community ...................... 127
#6 Easily Travel To, Within And From The Community ........................................... 131
#7 Strong And Diverse Economic Environment ....................................................... 137
#8 Well-Planned Neighborhoods ........................................................................... 153
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Wastewater .................................................................................................................... 244
Water ........................................................................................................................... 240
Wolf Pen Creek TIF ....................................................................................................... 279