HomeMy WebLinkAboutFY 2002-2003 -- Approved Annual BudgetFY2002FY2002FY2002---2003 2003 2003
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AAA NNNNNNUALUALUAL B B BUDGETUDGETUDGET
City of College Station, Texas
CITY OF
COLLEGE STATION
APPROVED BUDGET
FOR FISCAL YEAR
OCTOBER 1, 2002 TO SEPTEMBER 30, 2003
MAYOR
RON SILVIA
JOHN HAPP, COUNCILMAN
SCOTT MEARS, COUNCILMAN
WINNIE GARNER, COUNCILMAN
JAMES MASSEY, MAYOR PRO-TEM
DENNIS MALONEY, COUNCILMAN
ANNE HAZEN, COUNCILMAN
THOMAS E. BRYMER, CITY MANAGER
JEFF KERSTEN, BUDGET AND STRATEGIC
PLANNING DIRECTOR
www.ci.college-station.tx.us
CITY OF COLLEGE STATION, TEXAS
PRINCIPAL CITY OFFICIALS
OCTOBER 2002
ELECTED OFFICIALS:
MAYOR....................................................................................................... RON SILVIA
COUNCIL MEMBERS................................................ JAMES MASSEY, MAYOR PRO-TEM
JOHN HAPP
WINNIE GARNER
SCOTT MEARS
DENNIS MALONEY
ANNE HAZEN
CITY ADMINISTRATION:
CITY MANAGER.............................................................................THOMAS E. BRYMER
ASSISTANT CITY MANAGER ..................................................................GLENN BROWN
DIRECTOR OF PUBLIC UTILITIES ....................................................... JOHN C. WOODY
POLICE CHIEF................................................................................EDGAR R. FELDMAN
FIRE CHIEF .......................................................................................DAVID GIORDANO
DIRECTOR OF FISCAL SERVICES ....................................................... CHARLES CRYAN
BUDGET AND STRATEGIC PLANNING DIRECTOR ................................... JEFF KERSTEN
DIRECTOR OF PUBLIC WORKS .................................................................MARK SMITH
DIRECTOR OF PARKS AND RECREATION..................................... STEPHEN C. BEACHY
DIRECTOR OF DEVELOPMENT SERVICES............................................. KELLY TEMPLIN
DIRECTOR OF THE OFFICE OF TECHNOLOGY
AND INFORMATION SERVICES.......................................................... OLIVIA BURNSIDE
DIRECTOR OF HUMAN RESOURCES.................................................. JULIE O’CONNELL
DIRECTOR OF ECONOMIC DEVELOPMENT...................................................KIM FOUTZ
CITY ATTORNEY..........................................................................HARVEY CARGILL, Jr.
CITY SECRETARY ............................................................................ CONNIE L. HOOKS
The Government Finance Officers Association of the United States and
Canada (GFOA) presented a Distinguished Budget Presentation Award
to the City of College Station, Texas for its annual budget for the fiscal
year beginning October 1, 2001.
In order to receive this award, a governmental unit must publish a
budget document that meets program criteria as a policy document, as
an operations guide, as a financial plan, and as a communications
device. The award is valid for a period of one year only. We believe
that our current budget continues to conform to program requirements,
and we are submitting it to GFOA to determine its eligibility for another
award.
TABLE OF CONTENTS
Transmittal Letter ...................................................................................................i
Executive Summary
Executive Summary.........................................................................................1
Fiscal Year Comparison Summary ..................................................................23
Graph of Net Operating Budget......................................................................24
All Funds Summary ......................................................................................25
Analysis of Tax Rate......................................................................................26
Analysis of Property Evaluations .....................................................................27
City Organization Chart.................................................................................28
Strategic Plan Summary......................................................................................29
Council Vision Statements
#1 Core Services...........................................................................................31
Service Levels and Performance Measures..................................................40
#2 Parks and Leisure Services ........................................................................99
Service Levels and Performance Measures................................................102
#3 Planning and Development .....................................................................119
Service Levels and Performance Measures................................................120
#4 Economic Development .........................................................................127
Service Levels and Performance Measures................................................129
Financial Summaries
General Government Funds
General Fund.........................................................................................133
Police Department..........................................................................138
Fire Department .............................................................................140
Public Works ..................................................................................142
Parks and Recreation ......................................................................144
TABLE OF CONTENTS
Library...........................................................................................146
Development Services.....................................................................148
Office of Technology and Information Services..................................150
Fiscal Services ................................................................................152
General Government.......................................................................154
Debt Service Fund..................................................................................156
Parks Xtra Education Fund......................................................................162
Economic Development Fund..................................................................164
Court Security Fund................................................................................166
Court Technology Fund ..........................................................................168
Police Seizure Fund ................................................................................170
General Government Capital Improvement Projects ..................................172
Enterprise Funds
Combined Utility Funds...........................................................................191
Public Utilities Department......................................................................192
Electric...........................................................................................193
Water ............................................................................................194
Wastewater ....................................................................................197
Sanitation..............................................................................................200
Parking Enterprise Fund..........................................................................203
Brazos Valley Solid Waste Management Agency........................................205
Utility Capital Improvement Projects ........................................................208
Special Revenue Funds
Hotel/Motel Fund...................................................................................225
Community Development Fund ..............................................................228
Wolf Pen Creek TIF ...............................................................................230
TABLE OF CONTENTS
Melrose Apartment Tax Increment Financing (TIF) Fund............................232
Internal Service Funds
Internal Services Fund.............................................................................235
Equipment Replacement Fund.................................................................240
Utility Billing..........................................................................................244
Self Insurance Funds...............................................................................247
Appendices
Budget Ordinances......................................................................................A-1
Service Level Adjustments List...................................................................... B-1
Personnel List.............................................................................................C-1
Revenue History and FY 03 Budget Estimates.................................................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
2002-2003 Strategic Planning And Budget Process ........................................I-1
Debt Service Schedules.................................................................................J-1
General and Administrative Transfers ...........................................................K-1
2002-2003 Strategic Planning Strategies and Implementation Plans.................L-1
5 Year Technology Plan ..............................................................................M-1
FY 03 Combined Fund Summary.................... .............................................N-1
Glossary .....................................................................................................O-1
i
October 14, 2002
Honorable Mayor and City Council,
In accordance with the City Charter and on behalf of the Management Team, I am pleased to
present the Approved Fiscal Year (FY) 2002-2003 Annual Budget totaling $148,570,352 for all
funds. Of this amount, $122,285,597 is proposed for operations and maintenance expenditures
and $26,284,755 is proposed for capital improvement projects. This is an overall decrease from
the current year budget of 9.11%.
Areas of Emphasis
The major area of emphasis in the FY 03 approved budget is Excellent Core Service
Delivery. At the strategic planning retreat in May, the City Council identified providing excellent
core services as the top priority. This budget provides resources to continue to provide excellent
basic city services to the citizens and visitors of College Station.
Strategic Planning continues to be a driving force in the preparation of the budget. The City
Mission and Vision Statements are the framework for the preparation of the strategic plan. The
City Council revised the Mission and Vision Statements, resulting in a more streamlined strategic
plan. The City Council also identified the key strategies they want to focus on over the next
several years to move the City toward meeting the Mission and Vision Statements.
Developing the budget this year was especially challenging due to changes in the economy, and
continued demands for services. As the growth in the economy has moderated, resources for new
projects are limited. At the same time, a number of new key projects are scheduled that require
expansion in service levels.
The approved budget provides primarily for maintaining current service levels and meeting current
Council policies. It also includes limited funding to expand service levels in specific areas.
Key budget points:
• As stated earlier, the overall approved budget decreased by 9.11%.
• The overall operations and maintenance portion of the budget is projected to increase by
2.06%.
• Including just the base operations and maintenance portion (without service level adjustments)
of the major operating funds in the budget, the approved budget is actually 3.5% below the FY
02 budget.
• When the base budget with service level additions and pay plan adjustments are included, this
portion of the budget is 1.4% higher than the FY 02 budget.
ii
The following outlines some of the key items included in the approved FY 03 budget by vision
statement.
Vision Statement #1 - Core Services - We will provide high quality customer
focused basic city services at a reasonable cost. The City Council identified providing
core city services as the top priority at the Strategic Planning retreat. The approved budget
includes over $113 million in resources to provide core City services. These services include
police, fire, and emergency management services; streets, traffic and drainage services; and the
administrative services. It also includes the capital projects for each of these areas. The proposed
budget includes resources to fund the second phase of three for the operations and maintenance
of Fire Station #5 which is scheduled to begin operation in 2004. The approved budget also
includes resources to meet utility system needs. Electric, water, wastewater, sanitation, landfill
operations, and capital projects are also considered core services. The capital portion of the
budget is a critical component of providing core city services. There are many capital projects
currently either under construction, under design, or planned for the near future that will improve
the infrastructure of the City and meet the needs of a growing community. These include several
major street projects, as well as expansions to the electric, water, and wastewater systems.
Additional resources are included in the approved budget to enhance code enforcement service.
An additional code enforcement officer has been approved and is funded through the Community
Development Block Grant (CDBG) budget. This will provide resources for CDBG target areas and
will allow the other code enforcement resources to focus on other parts of the City.
The City Council also identified promoting effective communication as a priority in the strategic
planning process. This is being addressed in several ways in the approved budget. First, the
approved budget includes resources to televise City Council Meetings. It has been recommended
that the City move forward with outsourcing the televising of regular City Council Meetings. It has
also been recommended that a long term plan be developed to address the long term solution to
televising City Council Meetings specifically, and communicating with citizens through television
more generally. A more detailed proposal will come back to the City Council on a long term plan
for the use of television. It has also been recommended that potential future revenue increases in
the telecable franchise currently being negotiated be utilized for using television to more effectively
communicate. This may involve additional equipment and staff.
The approved budget also addresses promoting effective communication through the
recommendation to enhance e-government. This proposal would use both existing and new
resources to provide more e-government services. This will provide more City services on line.
The City web page would be revamped as part of this effort.
Vision Statement #2 - Parks and Leisure Services - We will provide a large range of
recreational and cultural arts opportunities. The approved budget includes resources to
continue funding the Parks and Recreation Department at current service levels. Also included are
additional resources to keep moving toward meeting the Parks Maintenance Standards adopted by
the City Council. The FY 03 budget also includes the resources necessary to provide the
operations and maintenance of the first phase of Veteran's Park scheduled to be complete later
this year.
Vision Statement #3 - Planning and Development - We will provide a well-planned
community. This vision statement is addressed directly through the efforts to complete revisions
iii
to the Unified Development Ordinance. It is also addressed through the continued efforts of the
City to provide planning and development services to ensure growth occurs the way the City
wants it to occur. The approved budget provides resources to achieve this through the
Development Services budget.
Vision Statement #4 - Economic Development - We will provide a strong and
diverse economic environment. Economic Development initiatives are proposed to
continue and resources are included in the approved FY 03 Budget. Continuation of the
Hotel/Conference Center project and the development of the entire 30/60 corridor in College
Station are priorities identified in the strategic planning process. The budget also includes
resources to continue the development of a second business park as part of the effort to
strengthen and diversify the tax base.
Key Decision Points
The approved budget has a number of key decisions the City Council considered.
The overall property (ad valorem) tax rate approved is the current tax rate of 47.77 cents per
$100 assessed valuation. The budget shifted one cent of the tax rate from the Debt Service Fund
to the General Fund. The approved debt service tax rate is 28.31 cents per $100 valuation, and
the approved General Fund tax rate is 19.46 cents per $100 assessed valuation. The additional
General Fund resources from property taxes will be used to fund year two of a three year plan for
the operations and maintenance costs associated with Fire Station #5. This recommendation is
being made in order to provide the resources needed to continue the Fire Station #5 operations
and maintenance as discussed last year. This station is scheduled to come on line in 2004.
Another key decision point surrounded wastewater and sanitation rate increases. The budget
includes an approved wastewater revenue increase of six percent. This increase is the second of
three increases forecasted in order to fund additional debt service resulting from the expansion of
the Lick Creek Wastewater Treatment Plant. The approved budget also includes a residential
sanitation rate increase of $1.00 per month. This increase is necessary to fund a residential route
approved in the FY 03 budget. Residential sanitation rates are approved to increase from $10.70
per month to $11.70 per month. This is one of the lowest residential sanitation rates staff has
found.
Another key decision the City Council considered was the level of funding provided to outside
organizations requesting resources. The City Council added funding to the approved budget for
the following outside agencies. Funding was approved for the Retired Senior Volunteer Program,
$5,000; the Dispute Resolution Center, $10,000; the African American History Museum;
$34,000; the Children's Museum of the Brazos Valley, $30,000; and the Sister Cities, $4,500.
Also, the funding for the Noon Lions Club 4th of July Fireworks was increased from $10,000 to
$20,000 and will be funded out of the Brazos Valley Solid Waste Management Agency Budget.
A key decision point for the City Council was how to utilize the additional resources generated
through the eight position reductions in the FY 03 budget. Seven of these positions were in the
General Fund and one was located in the Brazos Valley Solid Waste Management Agency budget.
A complete listing of these positions can be found on pages 8 and 9 of the Executive Summary.
All of the positions were vacant by October 1, and did not impact existing employees. These
reductions are not anticipated to impact service level delivery. The position reductions result in
savings of over $300,000. It was recommended and approved that the City Council retain the
savings to add flexibility for the third year of the three phase approach to add resources for the
operations and maintenance of Fire Station #5. The resources could also be used to offset future
potential health care increases and help offset other costs in FV 03, or FY 04.
Conclusion
The following is a summary of the changes made to the propo~ed budget by the City Council
.General Fund Outside Agency Additions
Retired Senior Volunteer Program $5,000
Dispute Resolution Center $10,000
African American History Museum $34,000
Children's Museum of the Brazos Valley $30,000
Sister Cities $4,500
These additions are included in the FY 03 General Fund B~dget.
The Noon Lions Club 4111 of July Fireworks budget allocati<1>n was increased from $10,000 to
$20,000 and will be funded out of the Brazos Valley Solid Waste Management Agency
Budget.
.
The Hotel/Motel Fund budget appropriation was increased to re-appropriate $100,000 for
the Wolf Pen Creek Marquee Sign that was originally included in the FY 02 budget. This
project will be completed in FY 03.
.
$750,000 was transferred to the Streets Capital Project F111nd from the Business Park Fund in
order to provide a budge.t appropriation for the Highway 40/Highway 6/Greens Prairie
Road project.
All of these changes are included in the approved budget.
Developing the budget is a team effort that requires the participation of citizens, City Council, and
city staff. We were pleased to work with the City Council in reviewing the proposed budget and
make the changes the City Council wished to incorporate into 1Ihe budget. The budget was
reviewed with the City Council by fund over a series of three budget workshops held in the latter
part of August and beginning of September .
I want to thank the staff, including the Management Team, for their effort and diligence in putting
this budget together. There were many difficult decisions made as this budget was prepared. I
would also like to thank the staff in the Office of Budget and Sttategic Planning for the hard work,
strong effort, and long hours put into this process which begin$ early in the calendar year. Finally,
I would like to thank the City Council for providing the leadership and direction to make the
decisions necessary to move the City of College Station forwardl.
Sincerely,
Thomas E. Brymer
City Manager
IV
1
“On behalf of the citizens of College
Station, home of Texas A&M University,
the City Council will promote and advance
the quality of life of the community.”
City of College Station Mission Statement
Vision Statements
• Core Services - We will provide high
quality customer focused basic city services
at a reasonable cost.
• Parks and Leisure Services - We will
provide a large range of recreational and
cultural arts opportunities.
• Planning and Development - We will
provide a well-planned community.
• Economic Development - We will provide
a strong and diverse economic environment.
The following is a summary of key elements
included in the Fiscal Year 2002-2003 Approved
Budget for the City of College Station. The budget
provides the framework to implement the City's
Strategic Plan that is focused on striving toward the
City’s Mission Statement. The 2002 fiscal year
begins October 1, 2002 and ends September 30,
2003.
This document is presented by function or program
as they address one of four Vision Statements, or
overall goals, established by the City Council to
meet the City’s Mission Statement. The
organization of the document allows the reader to
review changes in programs as they relate to the
Strategic Plan and goals the City Council has
established.
The City Council continues to use a strategic
planning process that sets the overall policy
direction of the City of College Station, and
subsequently the budget is prepared in the context
of providing resources to implement the Plan. 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. The forecast predicts the fiscal
impact of current and future budgetary decisions in
a five-year forecast based on a set of assumptions
regarding revenues and expenditures. The budget
also continues the implementation of decisions
made by the City Council over the past several
years.
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
also designed to show citizens the services being
provided and their associated costs.
The following is a summary of the FY 03 Approved
Budget.
FY 03 Approved Net Budget Summary
Fund Type Approved Net
Budget
Governmental Funds $42,520,396
Enterprise Funds 73,239,936
Special Revenue Funds 6,525,265
Subtotal O&M $122,285,597
Fund Balance/Working Cap.
Transfers to CIP Subtotal
$2,680,000
Capital Projects Subtotal $23,604,755
Total Approved Net
Budget
$148,570,352
CITY OF COLLEGE STATION
2002-03 BUDGET
EXECUTIVE SUMMARY
2
Budget Format
Budget Summary Section
The approved budget is presented in four main
sections. The first is the Budget Summary. It
includes the Transmittal Letter, Executive
Summary, Overall Funds Summary, and Strategic
Plan Summary. This section provides the reader
with a general overview of the approved budget and
identifies key changes from the prior year.
Vision Statements Section
The Vision Statements section of the budget
provides the reader with a view of the various
services provided by the City and is organized
around the four Council Vision Statements and the
Strategic Plan. This part of the budget is designed
to help show what services are being provided with
the budget resources available.
Performance expectations are shown in the form of
service levels and performance measures for each
major activity. This information is organized by
Vision Statement within the budget document. The
service levels show the services that different
functions and programs in the organization provide.
The performance measures illustrate how well those
levels of service are being met. This occurs through
the creation of specific measures designed to show
what levels of service are being achieved. Efforts
continue to refine and improve the performance
measures assuring 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 Financial
Section of the budget. It provides a more
traditional “fund accounting” view of the City’s
budget. Fund summaries and department
summaries are provided. These summaries include
prior year actual revenues and expenditures, revised
FY 02 budget revenues and expenditures, FY 02
year end estimates, FY 03 base departmental
requests, FY 03 Approved Service Level
Adjustments, and the total FY 03 approved budget.
The financial section of the document is broken
into four fund types. These are Governmental
Funds, Enterprise Funds, Special Revenue Funds,
and Internal Service Funds.
Budget Basis
The budgets for the Governmental Funds and
Special Revenue Funds are prepared on the
modified accrual basis of accounting. Using this
accounting method revenues are recognized when
they become measurable and available to finance
expenditures of the current period. Expenditures
are recognized when the related fund liability is
incurred with the exception of several items. The
full listing of these items can be found in the
Financial Policies beginning 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, known as
College Station Utilities, encompasses the Electric,
Water, and Wastewater Funds. Each department
consists of one or more divisions and each division
may have one or more activity (cost) center.
Routine budget controls are exercised within activity
centers at the category level (groupings of
accounting objects into the items: personnel,
supplies, maintenance, services, and capital). On
an annual basis, fiscal control is at the Department
level in the General Fund and at the fund level for
other funds.
Also included in the Financial Section of the Budget
is a summary of the Approved Capital
Improvement Projects Budget for FY 03. 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
Fiscal and Budgetary Policies, and other schedules
necessary for a comprehensive budget document.
A shortened version of the budget, called the
Citizen’s Approved Budget, has also been prepared.
3
It provides summary information on the budget and
is designed as a quick reference document.
The budget is submitted to the City of College
Station City Council approximately 45 days prior to
the end of the fiscal year. Copies are placed with
the City Secretary and in the College Station
branch library for citizen review. The approved
budget is also available on the City’s Internet site:
www.ci.college-station.tx.us.
Strategic Planning and Budgetary
Management
Strategic Planning
In December 1999, the City Council made the
decision to begin a strategic planning process for
College Station. This is the third year the City has
used a strategic planning process. This process is
designed to identify where the City Council wants
the City to be in the future and determine what
path will be taken to achieve that future. In May of
this year, the City Council revised the City Mission
Statement and Vision Statements at their annual
strategic planning retreat. The City Council
reduced the number of Vision Statements from
eight to four. This results in a more streamlined
Strategic Plan with a strong focus on providing
excellent core or basic city services.
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 City Council has also identified strategies for
each of the vision statements. These strategies are
the more specific objectives to fulfill the vision. The
City Council then ranked the strategies as a whole,
and within the vision statements. Next,
implementation plans were identified for each of
the 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 includes the following
information: plan leader, a brief summary, the
timeframe for achieving the plan, and what
resources are needed.
This budget document addresses the resources
needed to carry out the implementation plans that
require additional resources. The result of the May
retreat was a more streamlined strategic plan
outline that focuses first and foremost on core, or
basic city services.
A total of 16 strategies were identified by the City
Council. A draft of the Strategic Plan with these
strategies and implementation plans was presented
to the City Council in July. As the budget process
continues, there will be further discussion of the
strategic plan and the resources that will be included
to implement it. The strategic plan will be revised
and considered by the City Council for adoption at
the time the budget is considered for adoption.
Page 29 and Appendix L includes a summary of
the Strategic Plan.
Budgetary Management
The strategic planning and budget processes are
integrated to ensure that the policy direction
provided in the Strategic Plan is implemented
through the budget process. A basic flow chart
showing the strategic plan and budget development
process may be found in the Appendices on page I-
1.
The budget process begins early in the calendar
year with the Budget staff preparing salary and
benefit information based on the Council approved
pay policy for the upcoming budget year. The
process continues through the Spring and early
Summer as departments prepare their budget
requests. Budget requests are analyzed and
reviewed, and the City Manager’s Approved Budget
is developed using the strategic plan and existing
levels of service.
The FY 03 Approved Budget continues the practice
of not appropriating funds for anticipated vacant
positions. All salary and benefit amounts for
regular full and part time positions are budgeted
approximately three percent lower than actual
salary costs, due to existing or anticipated vacancies
that will occur in the year. The budget for salaries
continues to meet the pay policy approved by the
City Council in March 2000. Also included in the
approved budget are increases in the City
contribution to the health benefits fund due to
increasing health care costs.
The Budget staff evaluated the current budget prior
to developing target budgets for FY 03. Part of the
analysis entailed identifying and reducing all "one-
time" expenditures (expenditures for capital, special
studies and other like items) included in current
budgets. This analysis provided reductions of $3.3
million citywide to the base budgets.
A detailed review of departmental submissions was
conducted to insure that requests were complete
and within the guidelines of the City Council and
4
the City Manager. The Budget Office prepares and
provides budget estimates to all departments for
many costs including salaries and benefits,
equipment replacement, utilities, and other costs.
All other costs were held at the FY 02 level. The
base or target budgets prepared by departments are
designed to provide the resources needed to
maintain current service levels.
Budgets submitted by departments were reviewed to
make sure they included only those things necessary
to maintain existing levels of service. A review was
also conducted of the City's fleet, and subsequently
two vehicles were removed. This results in savings
to the City because replacement and maintenance
costs for the vehicles were removed from the fleet
budget.
Vacant positions in the City were also reviewed in
the budget process. A total of eight regular
positions were identified and approved to be
eliminated. This will provide savings of over
$300,000.
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 and
Strategic Planning Director. The approved list was
also reviewed with affected department directors
and with the Management Team 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.
SLA’s 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. Most of the approved
service level adjustments are for one-time
expenditures rather than for programs that have
ongoing costs.
The strategic planning and budget processes are
truly integrated and the budget is designed to
become one of the implementing tools of the
Strategic Plan developed by the City Council.
The following chart provides a comparison of the
operating budgets of the major operating funds.
The comparison shows the percent change from
the Revised FY 02 Budget to the approved Base FY
03 budget. The approved base number does not
include service level adjustments. Also shown is a
comparison between the total approved budget
including service level adjustments and the revised
FY 02 Budget. This comparison shows a less than
one- percent increase in the operating portion of
the budget.
Operating Budget Expenditure Comparisons
Fund Revised FY
02 Budget
Approved
Base FY 03
Percent
Change
Base + SLA’s
+ Pay Plan
FY 03
Percent
Change
General $38,089,386 $37,310,707 (2.0%) $38,883,229 2.1%
Combined Utility 44,014,135 41,877,837 (4.9%) 42,788,545 (2.8%)
Sanitation 3,960,442 3,772,621 (4.8%) 3,934,760 (0.7%)
BVSWMA 4,840,337 4,601,380 (4.9%) 6,512,810 34.6%
Utility Billing 1,558,560 1,599,797 2.6% 1,688,375 8.3%
Internal Services 1,966,154 1,942,101 (1.2%) 2,011,427 2.3%
Other Operating Funds 479,505 437,636 (8.7%) 459,376 (4.7%)
Totals $94,908,519 $91,542,079 (3.5%) $96,278,522 1.4%
5
Fiscal and Budgetary Policies
Each year as part of the budget process, Fiscal and
Budgetary Policies are reviewed. These policies are
included as Appendix F in this document. These
policies serve as the framework for preparing the
budget as well as for the financial management of
the City.
During the budget process each year, changes to
these policies are reviewed with the City Council.
Key Areas of Emphasis
The approved budget is designed to provide
resources to achieve the visions and strategies set
out in the Strategic Plan.
The major area of emphasis in the FY 03 approved
budget is Excellent Core City Service
Delivery. The top priority, or vision statement the
City Council identified at the Strategic Planning
retreat in May was to focus on providing excellent
core City services. These services include streets,
drainage, solid waste, utilities, police, and fire
services.
Vision Statement #1 - Core Services
Almost 3/4, or over $113 million, of the City's
approved budget is dedicated to providing core
services. This includes additional resources to
operate Fire Station #5, and resources for the
operations and maintenance of Veteran's Park.
The capital portion of the budget is a critical
component of providing core City services. There
are many capital projects currently either under
construction, under design, or planned in the near
future that will improve the infrastructure of the
City and meet the needs of a growing community.
There are a number of street projects, as well as
expansions to the electric, water, and wastewater
systems.
The approved budget also includes additional
resources to enhance code enforcement activities.
An additional code enforcement officer is approved
to be funded through the Community Development
Block Grant Budget. The City Council also
identified promoting effective communication as a
priority in the strategic planning process. This is
being addressed in several ways in the approved
budget. First, the approved budget includes a
proposal to begin televising City Council meetings.
It has been recommended that the City move
forward with outsourcing the televising of the
regular City Council meetings. Also recommended
is developing a long term plan to address the
solution of producing City Council Meetings
telecasts in-house and communicating with citizens
through television more generally. It is
recommended that potential future revenue
increases in the tele cable franchise currently being
negotiated be utilized for using telecasts more
effectively. This may involve additional equipment
and staff.
The approved budget also addresses promoting
effective communication through the more
enhanced citizen e-government opportunities. This
proposal will use existing and new resources to
provide more e-government services. The City web
page has been approved to be modernized as part
of this effort.
The challenge in the budget process this year has
been to maintain excellent core city services with
slower revenue growth. Efforts will continue to be
made to examine all services and determine if there
are improvements that can be made in the way
services are provided.
Vision Statement #2 - Parks and Leisure
Services
The approved budget includes resources to continue
the Parks and Recreation Department at current
service levels. Also included are additional
resources to keep moving toward meeting the Parks
Maintenance Standards adopted by the City
Council. Also included in the budget are resources
necessary for the operations and maintenance of
the first phase of Veteran's Park.
Vision Statement #3 - Planning and
Development
This vision statement is addressed through the
conclusion of efforts to complete the Unified
Development Ordinance. The budget also provides
resources to provide planning and development
services to ensure growth occurs in a responsible
manner.
Vision Statement #4 - Economic
Development
Continuation of the Hotel/Conference Center
project and the development of the 30/60 corridor
in College Station are priorities that were identified
in the strategic planning process. The budget also
includes resources to continue the development of a
second business park as part of the effort to
strengthen and diversify the tax base.
6
College Station: Moderating Growth
The following sections highlight some of the key
factors used in the preparation of the FY 03
approved budget. These include a summary of the
City’s key economic indicators, the financial
forecast, and a summary of the results of the
2002 citizen survey.
Economic Indicators
College Station continues to grow, although some
areas of the economy have slowed. This slower
growth has a direct impact on the resources
available to the City to provide services to the
community. Indicators of growth include
population increases, building activity,
unemployment rate, ad valorem tax revenues, and
sales tax revenues. The City of College Station has
not experienced some of the economic downturn
faced by other areas in Texas and the nation. Part
of this is due to the fact that the major influence on
the local economy continues to be Texas A&M
University. College Station also has not seen some
of the economic downturn experienced in other
communities as a result of the events of last
September.
The population of College Station grew throughout
the 1990’s. At the 1990 Census, the population of
College Station was 52,456. The 2000 Census
reported the population to be 67,890. This is a
29% increase in population over the past ten years.
The population is projected to grow by two to three
percent per year over the next five years to an
estimated population of between 78,000 and
82,200 by 2007.
The preceding graph shows population growth in
College Station over the last ten years and
projections through the year 2007.
The pace of new development has continued to
grow over the last several years. For several years
during the early 1990s, growth was primarily due to
retail development, as College Station became a
regional shopping center. Both residential and
commercial developments have remained 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 2001 was approximately $125 million.
In 2002 the new property value added to the
tax base was $142 million. Both single family
and multi family residential construction
continues to be strong. Through June 2002,
447 single-family permits were issued. For the
same period of 2001, 348 single-family
residential permits were issued.
From January through June 2002, the City
issued permits with a value of $86.6 million.
For the same period in 2001 $85.7 million was
permitted. The chart below shows dramatic
year to year changes have occurred in
permitted construction in the 1990’s. It also
projects future new development of $80 million
per year through 2007.
Commercial construction also remains strong in
College Station. Through the first six months
of 2002, $24.5 million in new construction
was permitted compared to $18.6 million
through the same period of 2001.
2. Unemployment Rate--Brazos County has
maintained an unemployment rate of less than
4% since 1990. The local economy has one of
the lowest unemployment rates in the state and
the nation. Locally employment remains
relatively strong.
3. Ad Valorem Valuations-- Ad valorem tax values
remained relatively level from the mid 1980’s
until 1991. Beginning in 1991, total taxable
assessment rose from approximately $1.1
billion to approximately $2.7 billion. The City
has experienced a 129% increase since 1992
and a 9.4% increase in the last year. The
increase in ad valorem value is directly related
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College Station Population
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Value of New Development
Residential Commercial
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to new construction in the City. Increasing
values reflect an overall healthy local economy.
Developments such as the Wolf Pen Plaza
shopping center and the Gateway development
have brought in additional property value to
College Station. Other projects currently
underway are anticipated to add to the ad
valorem tax base next year. As taxable ad
valorem value increases, particularly through
growth, it provides additional resources for both
the General Fund and General Debt Service
Fund of the City. This increase provides
resources needed to meet increasing service
demands associated with the City’s growth.
3. Sales Tax Revenues-- The sales tax is the
largest single revenue source for the City's
General Fund, accounting for approximately
42% of General Fund revenues. This is one
reason why a fiscally conservative approach is
taken to estimate future sales tax revenues.
Many Texas cities have faced a reduction in
sales tax revenues. College Station, though,
has continued to see moderate sales tax growth
in the past year. Sales tax revenues are
projected to grow in FY 03 by three percent
over the FY 02 year end estimate.
The previous chart demonstrates the continuing rise in
sales tax revenues experienced by the City of College
Station.
5. 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 growth has moderated in the past two
years, and this has a direct impact on the ability to
have resources to provide services. This growth
results in both revenue growth for the City and
increased demand for services. Revenue growth
appears equal to the costs of maintaining the
current service levels throughout the City, however
the margin is much smaller than in prior years.
Staff continues to monitor various indicators of
economic and fiscal health of the community.
Monitoring is also done in order to better respond
to economic conditions that may indicate a
weakening in the local economy. Any such
weakening could adversely affect the fiscal health of
the City. If the economy does have an adverse
effect on the City's fiscal health, choices on
revenues and expenditures will have to be made to
address the impact.
Although 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
budget preparation processes. The forecast was
reviewed with the City Council in February and
again in July prior to the presentation of this
approved budget.
Current and anticipated growth in the community
has resulted in increased demands for services
provided by the City. These include increased
public safety needs, pressure on the transportation
systems in College Station, demands for Parks and
Recreation services, Development Services, and
others. As growth occurs in the next several years,
it will become more difficult to find additional
resources to meet the service demand increases that
result. It will be necessary to examine and consider
alternatives on how services are delivered, as well as
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Ad Valorem Tax Valuation
Sales Tax Revenue
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how some of these additional needs are funded in
the future.
The forecast provides an opportunity to think
strategically about the best ways to address growing
service demand issues in the next several years. It
also serves as the foundation for continued planning
in the next 12 to 18 months.
2002 Citizen Survey Results
The Survey Research Center at the University of
North Texas was hired to perform the annual
citizen survey in 2002. This is the sixth 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. 94% of respondents said that
overall they are either somewhat 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 citizen satisfaction
with Public Safety, Parks and Recreation, and
Utility services.
One area that received relatively lower levels of
satisfaction are street and transportation issues.
The satisfaction with the overall condition of City
streets was 81% in the 2002 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.
Tax and Rate Changes
The ad valorem (property) tax rate is approved to
remain at $0.4777 per $100 valuation. This
approved 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 approved to
be $0.2831 per $100 valuation. This is a
reduction of one cent from the current rate. The
operations and maintenance portion of the tax rate
is approved to be $0.1946 per $100 valuation.
This is one cent above the current rate. It is
approved that this shift in the tax rate be done in
part to fund the second phase of the Fire Station
#5 operations and maintenance.
The approved budget includes an approved increase
in wastewater revenues. A six-percent increase in
revenue is approved. This increase is needed as a
result of an expansion of the Lick Creek Treatment
plant. The increase will pay for the long-term debt
service on this treatment facility and other capital
projects needed to maintain and expand the
wastewater system infrastructure.
The approved budget also includes a $1.00 per
month increase in the residential sanitation rate.
This increase will be used in part to fund an
additional rural residential route. The residential
rate is approved to increase from $10.70 per
month to $11.70 per month.
Positions in the Approved FY 03 Budget
As a service providing organization, salaries and
benefits account for the largest percentage of
operating expenses. College Station is similar to
other cities in this respect. Human resources are
also one of the primary assets of the City of College
Station. When the cost of purchased power is
excluded, personnel expenditures account for
approximately 58% of total City operating and
maintenance expenditures.
The approved budget includes 804.5 full time
equivalent positions. As part of the budget process
this year positions were reviewed and 8.0 FTE's
were approved to be eliminated. 7.0 of these
positions are in the General Fund and one is in the
Brazos Valley Sold Waste Management Agency.
The following is a list of the positions
Approved to be eliminated.
• One (1) Secretary in the City Managers Office.
Additional coordination with the City
Secretary's Office will help offset any impact of
this reduction. (General Fund)
• One (1) Accounting Customer Service
Representative. Efficiencies have been made in
the operations in Accounting. (General Fund)
• One (1) civilian Police position responsible for
alarm permits. The alarm permit program was
9
not developed as originally approved, and the
revenues originally anticipated to cover the cost
of this position have not been realized.
(General Fund)
• One (1) Fire Training Coordinator position.
These duties will be taken over by the EMS
Training Coordinator position. (General Fund)
• One (1 ) Sr. Planner position in Development
Services. (General Fund)
• One (1) MIS Director position. These duties
are being combined with the Office of
Technology and Information Services Director
position. (General Fund)
• One (1) Secretary position in BVSWMA. This
position has been vacant for some time and can
be eliminated. (BVSWMA Fund)
• One (1.0) part time or temporary seasonal
position is being reduced. (General Fund)
These reductions result in savings of
approximately $300,000. It is
recommended that these savings be used for
future funding options.
Staff recommends the Council consider the
utilization of these resources so there is
flexibility for the 3rd year of operations and
maintenance for Fire Station #5, health care
cost increases, or other unanticipated cost
increases in FY 04.
A total of 7.75 positions are approved to be added
in FY 03. The following is a list of the
positions Approved to be added.
• Three (3) full time firefighters for Phase two of
three for Fire Station #5. (General Fund)
• One (1) Code Enforcement Officer in the Fire
Department to enhance code enforcement
efforts in College Station. (General Fund
through CDBG Grant)
• One (1) Facility Maintenance Technician in
Public Works to support the maintenance of
city facilities. (Utility Funds and General Fund)
• One half (0.5) Bailiff in Municipal Court to
increase court collections. (General Fund)
• Addition of one quarter (0.25) Secretary
position in Human Resources. Upgrade a
seasonal part time (0.5) secretary position to a
(0.75) position with benefits in Human
Resources. (General Fund)
• One (1) Route Manager in the Sanitation Fund
for the approved residential sanitation route.
(Sanitation Fund)
• One (1) Communications Technician in the
Communications Fund in OTIS to address the
growth in the various radio, telephone, and
other communications systems.
(Communication 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.
The chart above shows the change in the number
of positions over the last 10 years.
Capital Improvement Projects
The Approved Capital Improvements Budget for
FY 03 total $25,684,755 for all funds which
include capital projects. However, this budget
amount does not reflect all projected capital
expenditures for FY 03. In the case of projects for
which funds have already been approved and
budgeted, the city may continue to spend money to
complete these projects without including the
projected FY 03 expense as a new appropriation.
The project budgets that have been appropriated
carry forward until the project is complete. Only
portions of the projects that have not been
appropriated previously are included in the FY 03
Budget.
In FY 03, the city anticipates that there will be
significant expenditures for both general
government and utility capital projects. Projects
underway include a number of street projects
including those from the interim cip included in the
current year budget, as well as projects from the
Personnel FTE Total
699.5
782.25
655.5 712.5701 735
757 804.75 804.50
706
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300.0
400.0
500.0
600.0
700.0
800.0
900.0
94 95 96 97 98 99 00 01 02 03
Fiscal Years
10
1998 bond authorization. There are a number of
Water and Wastewater capital projects that will
incur expense in FY 03. Among the Water capital
projects is the Parallel Water Transmission project,
which is designed to improve the transportation of
water from the well fields into College Station.
The wastewater portion of the FY 03 Capital
Improvement Program includes several significant
and ongoing projects. These projects are discussed
in greater detail later in the budget overview and in
the capital project section of this document.
City of College Station
Net Budget Expenditure Comparison
FY 02 FY 03 Percent
Fund Budget Budget Change
General $32,441,712 $33,677,968 3.81%
Combined
Utilities 60,645,005 61,147,543 0.83%
Sanitation 4,733,237 4,764,539 0.66%
BVSWMA 5,207,949 6,960,558 33.65%
General
Debt Srvc. 8,039,853 8,506,258 5.80%
Hotel/Motel 2,347,008 2,350,583 0.15%
Parking Fund 1,003,546 367,296 (63.40%)
Parks Xtra Ed. 105,365 122,670 16.42%
Police Seizure 11,000 3,500 (68.18)
Court Sec. Fund 81,100 110,000 35.64%
Court Tech Fund 192,000 100,000 (47.92%)
Comm. Dev. 4,821,636 4,174,682 (13.42%)
Subtotal O&M
Expenditures $119,629,411 $122,285,597 2.22%
Combined
Utilities $8,461,000 $2,080,000 (75.42%)
Hotel/Motel 600,000 600,000 0.00%
Fund Balance/Working Capital
Transfers to CIP $9,061,000 $2,680,000 (70.42%)
Cap. Imp Proj.
Gen. Govt. $14,434,139 $7,493,869 (48.08%)
Utilities 11,971,694 8,687,900 (27.43%)
Drainage 1,415,000 2,440,748 72.49%
Convention
Center 3,180,000 2,483,038 (21.92%)
Northgate
Prkg Garage 375,000 0 (100%)
Wolf Pen TIF 3,167,000 2,403,200 (24.13%)
Melrose TIF 225,000 96,000 (57.33%)
Subtotal Cap.
Expenditures $34,768,533 $23,604,755 (32.11%)
Total $163,458,944 $148,570,352 (9.11%)
Net Operating Budget Change
The previous table shows the City's approved net
operating and maintenance expenditures for FY 03
are approved to be $122,285,597 which is 2.2%
over the FY 02 budget. Transfers From fund
balance for capital projects in FY 03 are approved
to be $2,680,000. The net Capital Budget is
approved to be $23,604,755 , which is 32.11%
below the FY 02 capital budget. The latter two
items will provide a total of $26,284,755 for all
capital projects. The total approved budget of
$148,570,352 is 9.11% below the current year
original budget.
The Operations and Maintenance Funds increase is
due primarily to increases in the BVSWMA due to
an increase for construction costs associated with
the Rock Prairie Road Landfill.
The General Fund net operating budget is projected
to increase by approximately 3.81% from the FY
02 net operating budget.
The decrease in the approved net budget is due to
lower approved capital spending in FY 03. Many
of the projects started in the last several years will
continue, and are not included in the new approved
budget. These project budget balances will carry
forward until the projects are complete.
Each fund will be discussed in detail in the Financial
section of this budget.
11
Police Department $9,299,071
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.
Six SLAs are approved for the FY 03 Police
Department operating budget. These include
$3,830 to offset costs associated with retaining
national accreditation. $82,580 in grant funds for
traffic enforcement and equipment purchases has
been approved for FY 03. To continue support of
the Reserve Officer program, $5,600 has been
approved for the purchase of two hand held radios.
Finally, $29,090 has been approved for the
purchase of an explosive detecting and tracking
canine unit. This includes the purchase of the
animal, handler training, as well as various
accoutrements associated with this policing
resource.
Fire Department $7,086,204
The Fire Department provides services to College
Station, to our neighbors in Bryan through an
automatic aid program, and to rural areas around
College Station through mutual aid agreements.
The Fire Department operates out of four stations
located throughout the City.
The basic services of the Fire Department are 1)
fire response 2) emergency medical response, 3)
fire prevention services, including commercial fire
safety inspections and fire prevention training at
local schools and various functions; 4) code
enforcement activities performed by the community
enhancement action center and 5) hazardous
material response.
There are nine service level adjustments totaling
$464,881 for the Fire Department in FY 03. The
first SLA approved in the amount of $26,000 is for
furniture for offices whose furniture will be left at
the Texas Avenue location when Fire
Administration, Prevention, Training, Code
Enforcement and Emergency Management are
relocated to the Krenek Tap building. $2,250 is
approved to provide funds to obtain, install and
maintain an Emergency Alert System. Another
$8,000 is approved for the maintenance of
equipment for Suppression and EMS. An
additional SLA for $142,905 is approved for the
addition of three personnel for phase two of three
for the operation of Fire Station #5. $180,375 is
approved to provide funds to purchase a new fire
engine and related equipment for Fire Station #5.
The engine has been budgeted for and will be
purchased out of the Equipment Replacement
Fund. An additional $5,000 is approved for fire
station living equipment. Another $3,300 is
approved for the setup and delivery of aircraft
rescue and fire fighting training. $66,051 is
approved for the addition of a Code Enforcement
Officer. This additional code enforcement position
will be funded from CDBG funds, and will be used
in CDBG target areas. This will allow the other
code enforcement officers to focus on other parts
of the City. The last SLA approves $31,000 to
retrofit an ambulance.
Public Works $17,063,965
The Public Works Department maintains streets,
drainage and greenways, and the City's traffic
control system. It is also responsible for refuse
collection, capital project engineering and
construction, as well as fleet and facilities
maintenance. Also included is the budget for the
Brazos valley Solid Waste Management Agency.
The Facilities Maintenance division provides
support services to City departments through the
maintenance of City facilities. This entails all City
buildings including heating, ventilation and cooling
systems. Additionally, Facilities Maintenance
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.
12
performs some minor building construction and
remodeling activities. The Division also supervises
facility repair fund uses to ensure that facilities and
equipment are repaired and replaced in a timely
manner.
Several SLAs have been approved in the FY 03
budget. An additional maintenance technician
position, $40,800, has been recommended to
assist in taking care of recently finished and
upcoming capital facilities. This position will be
partially funded from utility enterprise funds as well
as from a reallocation of resources in the Facilities
Maintenance operating budget. $37,983 has been
included in the approved FY 03 operating budget to
account for additional maintenance costs associated
with the new Municipal Court building, public
utilities facilities, Fire Station #5, as well as recently
sited pieces of public art. Finally, a $8,330 vehicle
upgrade has been recommended for the Facilities
Maintenance Division. This will upgrade a 1/2-ton
service truck to a 3/4-ton, allowing for more
HVAC system repair and replacement parts to be
stocked for on site repairs. The total approved
budget is $1,129,101.
The Street Division of the Public Works
Department strives to ensure that the street system
within the City of College Station is properly
maintained. This is done through a number of
programs including a street rehabilitation program
that addresses street repair before more expensive
reconstruction measures are needed. The Streets
Division also coordinates with the Engineering
Division to plan and develop major street capital
projects that involve rebuilding roadways that need
upgrades.
The Street Division also provides routine pothole
patching and other maintenance services. The
effectiveness of this service is measured by
determining whether 95% of the streets in the City
have a grade of “C” or better, using the Pavement
Management System. In addition, the
recently completed citizen survey indicates that the
overall level of satisfaction with the streets in
College Station is 80.6%. The total approved
budget is $2,108,387.
Drainage issues have been critical in the last
several years in College Station. Drainage issues
can impact both health and public safety, as well as
Transportation and Mobility issues. The Drainage
service level provides a drainage maintenance
program that keeps the storm carrying capacity of
the system adequate in College Station. Mowing of
rights of way and creek cleaning are the primary
ways this service level is provided. The total
approved budget is $414,272.
The traffic signal and sign system in College
Station serves as an integral traffic flow control
mechanism throughout the City. The system is
critical during peak traffic times, such as during the
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. One SLA totaling $4,800 has been
approved for the Traffic Signs and Signals FY 03
Budget. These dollars will be used for electric costs
required to operate newly added traffic signals. The
total approved budget is $620,882.
The Department of Public Works Engineering
Division is responsible for the administration of
the City’s capital improvement plan. This includes
the building of projects approved as part of bond
elections such as streets, fire stations, libraries, and
others; as well as capital projects for the public
utilities such as electric, water, wastewater, and
drainage projects. The total approved budget is
$727,993.
The Public Works Fleet Services Division
manages the vehicle and equipment fleet, also
performing preventive maintenance and vehicle
repair. The City of College Station maintains a
fleet of vehicles and heavy equipment to provide
services to the citizens of College Station. Nearly
every City department depends on having a reliable
fleet of vehicles to provide services. Some of these
services include Police and Fire services, Solid
Waste Collection, Public Utilities, among others.
There are no service level adjustments approved in
the Fleet Services budget. The total approved
budget is $1,104,029.
The Sanitation Division of the Public Works
Department provides a number of services to meet
the local need for municipal solid waste collection.
These include providing residential containers,
curbside recycling, brush and grass clipping
collection, street sweeping and the removal of
virtually any waste that may be disposed of in the
local landfill or through composting. Commercial
service is also provided to local businesses.
Commercial service offers collection in small and
large plastic receptacles, and is loaded with side
mounted automated collection equipment.
Customers with greater volumes also have the
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option of using roll off containers that hold a larger
capacity and are serviced by front load collection
equipment.
The recommended Sanitation budget includes three
Service Level Adjustments totaling $213,953. The
first recommended SLA will provide funding for the
purchase and operation of a compact semi-
automated collection vehicle and operator for
residential collection. The truck will be purchased
out of the Equipment Replacement Fund. Another
approved SLA recommends $40,000 be used for
the purchase of routing software. This software will
be used to assist in determining the most efficient
collection routes being used by collection vehicle
operators, ultimately leading to more efficient
service. The final SLA approved for Sanitation’s
FY 03 budget is $35,000 for the purchase and
lease of both residential and commercial collection
containers. These dollars will be used to replenish
the inventory of these containers and keep up with
growth. The total approved budget is $3,934,760.
A residential collection rate increase of $1.00 per
month has been approved. This increase will offset
the cost of the approved additional residential
route. The residential sanitation rate is approved
to be $11.70 per month. This rate is only $0.50
per month higher than the rate offered four years
ago.
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.
One Service Level Adjustment totaling $1,894,630
is recommended for BVSWMA’s FY 03 budget.
The funds requested will be used for the design,
construction and construction oversight of the
structural embankment, perimeter road and
perimeter drainage ditch at the Rock Prairie Road
Landfill. The landfill is rapidly approaching its
design capacity. This SLA will provide the
resources to extend the life of the landfill for six
years. The total approved budget is $6,512,810.
Parks & Recreation Department $6,091,330
The Parks and Recreation Department is
responsible for the College Station park facilities
and recreation programs. Among the services
provided are athletics, recreation and instruction
programs for youth and adults in activities including
softball, swimming and tennis.
Also provided are programs and special events at
the Wolf Pen Creek Amphitheater and other park
locations throughout the City. The Parks
Department operates a number of special facilities
including three City-owned swimming pools and the
CSISD Natatorium.
The Conference Center is operated to provide
meeting space for various groups and
organizations. The Lincoln Center is a community
center that provides positive programming and
serves as a satellite center for social services. The
Xtra Education program provides citizens of all ages
the opportunity to enhance their quality of life
through various continuing education programs.
The Parks Operations Division maintains park
facilities, including ballfields and pool sites, through
regular mowing and maintenance projects. The
Forestry Division, through horticultural and
landscaping efforts, ensures that City property is
maintained in an aesthetically pleasing manner. The
City Cemetery is included in the property
maintained by the Forestry Division.
Fourteen SLAs are approved for the FY 03 budget.
Three SLAs have been approved for the Recreation
Division. These include additional dollars for the
Challenger Basketball program, rental of a lift
device to facilitate hanging lights for the annual
Christmas in the Park program, and music rights
for the WPC Concert Series. Approved Special
Facilities maintenance level SLA's include $500
additional dollars for aquatics employee drug
testing, $3,000 to offset Red Cross increases in
swimming lesson fees, and $1,000 for Lincoln
Center janitorial supplies. An additional $16,000
has been included in FY 03 to provide extra lighting
at Adamson Lagoon and Thomas Pool. Four
maintenance level SLAs have been approved for
the Parks Operations budget. This includes $1,600
for the lightening prediction system maintenance,
$6,800 to resurface three additional athletic courts
and $5,000 for additional park lighting. The court-
resurfacing request will help in meeting the park
maintenance standards. Two park enhancement
SLAs are also approved. These include $25,000
for the construction of a batting cage and backstops
at Bee Creek park for the girl's softball program
and $12,000 for the placement of a safety fence
along the North end of the soccer fields that border
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Rock Prairie Road. Finally, two maintenance level
SLAs have been included in the approved Forestry
budget. These include $22,000 for maintaining the
Crepe Myrtle trees that border FM 2818, and
$6,000 for the new Municipal Court building
landscape maintenance contract.
Development Services $1,927,789
The Development Services Department provides
oversight for new development in the City.
Development Services works to ensure that there is
compliance with zoning, subdivision, drainage and
other ordinances. This ensures the community
develops in a manner consistent with the policies
established by the City Council. The development
process includes planning and construction
functions as well as development coordination
activities. Also involved in the development process
are other areas such the Fire Department and the
Public Utilities Department.
Development Services has one approved service
level adjustment for FY 03. $7,500 is approved for
funding to plan and market the 2003 Brazos Valley
Regional Transportation Summit. This summit is a
regional transportation-planning forum for elected
officials and governmental staff in the eleven county
region surrounding the Bryan-College Station
metropolitan area. This is second year of this
program.
Office of Technology and
Information Services $5,804,710
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 maintains with telecommunication,
cable and natural gas providers in the community.
OTIS is also responsible for the oversight of the
College Station Public Library. The city contracts
with the City of Bryan to operate the library.
Services provided from General Fund revenues
include OTIS Administration, Management
Information Services (MIS) for micro to mid-range
computer users, Geographic Information Services
(GIS), and the Library Division. The OTIS internal
service funds include Communication Services,
Print/Mail, and Utility Billing.
There are two SLAs approved in the OTIS
Administration division. These SLAs include
$60,000 to hire a consultant to assist with the
natural gas franchise agreement and $37,544 for e-
government implementation. The latter SLA
approves the reclassification of an existing action
center representative position to an e-government
coordinator position. This will allow for the
implementation of the E-Government plan and
begin to expand electronic services to the citizen
and customers of College Station.
Additionally, there are two SLAs in the MIS
division. $20,662 is approved to cover
maintenance of various pieces of software, and
$60,000 is approved to begin installing Windows
XP on all city computers.
The Communications Division is responsible for the
maintenance of telephone, radio, and other
communications systems used by the City of
College Station. $592,776 is the approved funding
level for the Communications Division. This
includes one service level adjustment, $50,888 for
an additional communications technician.
The Print/Mail Division is responsible for providing
printing and mail services to City Departments.
$314,622 is the approved funding level for the
Print/Mail Division.
Utility Billing is responsible for the metering, billing,
and collection of electric, water, wastewater,
sanitation, and drainage utility fees. The total
approved budget is $1,688,375.
In FY 03, two SLAs totaling $67,600 are approved
for the Utility Billing Division. The first service level
adjustment approves $17,600 for fuel, vehicle
repair, and vehicle replacement cost associated with
the purchase of vehicles for meter readers. These
vehicles are budgeted in and will be purchased out
of the Equipment Replacement Fund. The second
SLA recommends $50,000 to employ a consulting
firm to evaluate an automated meter reading
option.
Fiscal Services $2,352,846
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 debt issues
for the City while ensuring all funds are prudently
invested. The Accounting and Purchasing Divisions
work closely together to ensure that purchases are
made and recorded according to approved
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guidelines. The Risk Management function seeks to
ensure that the City’s exposure to physical and
financial losses is minimized through a number of
programs addressing worker safety. Municipal
Court collects the fines and fees for the City.
There are eight service level adjustments for Fiscal
services costing $77,738. The first approved SLA
provides $18,470 for an increase in the Brazos
County Appraisal District Fee increase. An
actuarial study on auto liability, general liability and
worker compensation is approved for Risk
Management. This will be funded from the City's
insurance funds. The Accounting Division budget
includes an increase of $9,500 due to the increase
of collections by the contracted collection agency,
Financial Control Services. This will ultimately
result in higher revenues as more collections are
made. Accounting budget also includes a yearly
increase of $2,000 in the contractual agreement
with the City's external auditors. Municipal Court
has five approved SLAs. The first SLA approves
$3,100 to be used for an increase in jury fees.
Another $1,000 is approved to increase funding for
records storage. $15,858 is recommended to pay
for utility costs in the new Municipal Court building.
$3,000 is approved for office furniture. The final
SLA approves $16,810 for a half time Bailiff
position; this will result in savings of $33,190 as a
result of increases in court collections.
The approved budget also includes the transfer of a
safety training position from the Public Utilities
Department to Risk Management in Fiscal Services.
This will allow improvements and expansion of a
citywide safety program. This is part of the
restructuring of the Risk Management activities.
General Government $3,404,103
The General Government Department includes
many of the administrative functions of the City.
The City Secretary’s Office is responsible for
elections, records management, City Council
support and other activities. The approved budget
is $311,439.
The City Manager’s Office is responsible for the
day to day operations of the City, making
recommendations on current and future issues to
the City Council, and providing short and long-term
direction for the organization. The approved
budget is $524,361.
Community Programs is an activity center in the
City Manager's Office and is responsible for
providing a number of programs including Teen
Court and Citizens University. Community
Programs has two service level adjustments for FY
03. The first approved SLA would provide funds to
host the annual Texas Teen Court Conference.
The second SLA approves funds to renew the
Decision-Making for First Offenders Class, which is
funded by a grant through the Juvenile
Accountability Incentive Block Grant fund. The
approved budget is $123,721.
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 approved Legal Office budget is
$644,991.
The Office of Budget and Strategic Planning
prepares, monitors, and reviews the annual budget.
This office also coordinates the City’s strategic
planning process, which is closely tied to the City’s
budget. In addition, the Office of Budget and
Strategic Planning provides management and
organization review services to City departments.
The approved budget is $302,745.
The Human Resources Department assists in
recruiting, hiring, and retaining the most
appropriate candidates for City positions. Human
Resources provides employee training and
administers the compensation and benefits
program. The Human Resources Department has
one approved service level adjustment for an
increase funds to provide benefits for a temporary
position. The approved budget is $421,920.
Public Communications and Marketing is a
division of the General Government Division that
provides timely, factual, and understandable
information to College Station residents, both
directly and through the news media. Public
Communications and Marketing has four service
level adjustments, totaling $30,950. The first SLA
approves $450 for the increase in advertising rates
for the Eagle and the Battalion Newspapers, and
$1,000 for reimbursed mileage. The second SLA
approves $3,000 for additional marketing
programs. Another $1,500 is approved to be used
to create and distribute four page fliers to Texas
A&M University’s new student orientation camps.
The final SLA for Public Communications and
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Marketing approves $25,000 to provide funds to
outsource televising of Council meetings.
This is a short-term way to address this Council
priority; a long-term plan for televising Council
meetings is still being developed. The approved
Public Communications and Marketing budget is
$254,736.
The Community Development Department
helps provide low cost housing and other public
assistance through community development block
grant funds from the federal government. These
funds are used to assist low to moderate-income
residents of College Station. Assistance is provided
through housing services, public agency funding,
public facility improvements, and economic
development activities. The approved
administrative budget is $601,469.
The Economic Development Department is
responsible for coordinating economic development
activities in College Station. The department
director serves as the staff liaison to the Economic
Development Corporation.
The Economic Development FY 03 approved
operating budget is $218,731. The approved
budget includes one service level adjustment totaling
$2,000. These funds will be used to develop a
permanent stage in Northgate. The stage would be
an asset for events in Northgate.
Electric Division $44,938,705
The Electric Division is responsible for providing
cost efficient and reliable electric service to the
citizens, businesses, and institutions in College
Station. Electric service is critical to the ability to
encourage new employment and prosperity in the
City. The total Electric Fund budget is
$44,938,704.
Water Division - Operations $3,883,810
A reliable and safe supply of potable water is
necessary for any community. The City of College
Station has the capacity to produce approximately
19.5 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 eight water production service level
adjustments approved. The first SLA approves
$9,500 for TNRCC Mandate of Industrial Storm
Water Pollution Prevention Program for facilities
with outside warehouse storage. The program
requires purchase of equipment to monitor storm
event flows, water quality sampling and
development of administration and reporting.
$50,000 is approved for an EPA Mandate by the
Safe Water Drinking Act to assess vulnerability. A
SLA for $5,000 will provide the fund for a
Supervisory Control and Data Aquisition (SCADA)
Intellution Web Server, a replacement software
package. $8,000 is recommended or H.T.E.
Looking Glass Module software licenses. Another
$15,000 is approved to maintain current after
hours security checks of well field production
facilities by Brazos County Sheriff’s Department.
$41,653 will be used for funding additional costs
associated with operating a new water well.
$12,700 is approved to fund the contract for
underwater inspectors to complete required annual
inspections and cleaning. The final SLA approved
for water approved recommends $20,000 for
annual replacement of protective coating of water
production facilities.
There are six water distribution support SLAs. The
first SLA approves $50,000 to provide professional
services related to expansion of City water service
within existing corporate boundaries and annexed
areas. $30,000 is approved to convert old office
space to HTE workstations. Another $50,000 is
approved for water distribution system study funds
to identify aging and deteriorated lines for
replacement and inadequately sized lines to be
increased. $30,000 is approved for the annual
replacement of protective coatings by sand blasting,
priming and painting fire hydrants. $30,000 is
approved to outsource landscape restoration of
excavated areas following underground
infrastructure repairs. The final SLA recommends
$16,100 to provide operating and maintenance
costs for Carter Creek Wastewater Treatment
Administration and Training Facility.
Wastewater - Operations $3,467,984
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
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and plant enhancements and expansions.
Wastewater services are provided as an enterprise
function with service related fees paying for the cost
of service.
The approved budget includes $399,376 in
approved service level adjustments. The first SLA
approved $6,480 for TNRCC Annual Waste
Treatment and Water Quality Assessment Fees to
discharge wastewater from Lick Creek Wastewater
Treatment Plant. Another $19,000 is approved for
an Industrial Storm Water Pollution Prevention
Program for Carter Creek and Lick Creek
Wastewater Treatment Plants. $5,000 is approved
for the addition of three PC workstations for Field
Operations work order and information
management functions. $200,000 is
recommended to transfer costs of the Inflow &
Infiltration Reduction Program from the Capital
Improvement Project budget to the operating
budget. Another $25,000 is suggested to fund
annual replacement of protective coatings for
wastewater treatment facilities. $12,000 is
approved to be used for pretreatment lab
monitoring and analysis to demonstrate current and
continued compliance with Local, State, and
Federal Standards. $90,086 is approved for Lick
Creek Wastewater Treatment Plant additional
operating expense increases as a result of the
expansion of the treatment plant. Another
$16,100 is recommended for additional operating
and maintenance costs for Carter Creek
Wastewater Treatment Administration and Training
facility, built in FY 02. $6,210 is approved for
maintenance services for the new Luther Lift
Station. The final service level adjustment approves
$19,500 to fund the replacement of sludge transfer
lines between digested sludge holding tanks.
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 03 are described below.
General Debt Service Fund
The General Debt Service Fund is used to account
for ad valorem taxes collected to pay for authorized
general government debt. The debt service portion
of the ad valorem tax rate is approved to be
$0.2831 cents per $100 valuation. This is one
cent below the current debt service tax rate. It is
approved that one cent of the debt service tax rate
be shifted to the General Fund. This will be used in
part to fund phase two of three of the operations
and maintenance associated with Fire Station #5.
The approved tax rate is projected to be sufficient
to allow the City to issue all currently authorized
debt over the next five years.
Economic Development Fund
The City created an Economic Development Fund
to account for resources and expenditures directed
at providing incentives for businesses and industries
to locate in the College Station/Bryan area. This is
different from the funding provided to the
Economic Development Corporation, which is
included in the Electric Fund Budget. All resources
set aside for these purposes will be transferred into
this fund and will remain in the fund until expended
for the intended purpose. The City has a number
of potential and real prospects indicating a desire to
locate in College Station. Resources in this fund
will allow the City to meet its obligations to those
and future prospects within the limits of the funds
available. There is $962,209 approved in this fund
for economic development incentives.
Court Security and Court Technology Funds
In 1999 the City adopted two new Municipal Court
fees as authorized by the State Legislature. The
Court Security Fee is designed to pay for security
related projects at the Municipal Court facility. The
Court Technology Fee is deigned to pay for
technology related projects for the Municipal Court
operation.
It is anticipated that the Court Security Fee will
generate $61,400 in FY 03, and the Court
Technology Fee is projected to generate $78,200
in FY 03. 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 Visitors Bureau, to pay for operations of the
City’s conference center, support activities in the
Wolf Pen Creek Amphitheater, support the Arts
Council of Brazos Valley, support of certain parks
activities, and support for the George Bush
Presidential Library. The total anticipated revenues
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are $2.229 million and anticipated expenditures are
$2.851 million.
The Approved FY 03 Hotel/Motel Fund budget
includes $1,682,183 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 construction of the
new conference center project. An additional
$416,000 is included for other costs associated
with the new conference center.
The Arts Council recommended budget for FY 03
is $260,400. The Arts Council request is below
the 15% limit that can be spent on art programs
out of the Hotel/Motel Fund. These funds are for
the operations of the Arts Council. Funding is also
included to continue the art in public places
program, and the arts festival in Northgate. Funds
are also available for the arts center project.
The Convention & Visitors Bureau recommended
budget is $668,000. This supports ongoing
operations and maintenance of the Convention and
Visitor Bureau as well as funds for a marketing
matrix, and additional signage and identification.
The approved budget for the Brazos Valley Sports
Foundation is $200,000. This includes $150,000
for sports tourism development. Also included is
$20,000 for the Holiday on the Brazos program,
$10,000 for the Fall Classic Special Olympics, and
$20,000 for a new program called the Aggieland
Crape Myrtle Festival. This festival will promote
tourism and the Crape Myrtle Capital of Texas.
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.
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 03 these revenues will come from the Patricia
Street parking lot and the College Main Parking
Garage. Revenues for the Parking Garage have
been lower than originally forecast due to changes
in the pricing structure and in the usage of the
garage. The approved operations and maintenance
budget for the Parking Enterprise Fund is
$367,296. The debt service for the parking garage
is approved to be paid in FY 03 from the Debt
Service Fund.
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 03 total revenues are $2,341,201,
23.65% lower than the FY 02 revised budget. This
decrease is due to policy change that allows for new
vehicles and equipment to be purchased via the
Equipment Replacement Fund without a transfer of
the purchase amount for the departmental budget.
The new items are accounted in this manner so the
equipment and vehicles become assets in the
Equipment Replacement Fund. The amount set aside
for equipment replacement was lowered after a
reviewing the status of the fund.
The approved FY 03 total expenditures are
$2,810,460, a 13.2 % increase over the FY 02
revised budget. $216,000 of this increase is to
service the debt issued in FY 02, when interest rate
made issuing debt advantageous to the city.
Approved SLA’s include: $17,500 for vehicle for a
new code enforcement officer, $378,875 for a fire
engine for fire station #5, $45,000 for a track
excavator for the Electric department, $73,100 for a
refuse truck to service a rural route, and $47,500 for
4 trucks for the meter readers. Also included is
$14,000 for the accelerated replacement of a Police
Department motorcycle.
Internal Services Fund
Over the past several years the City has established
three internal services funds for Fleet Services,
Print/Mail and Communications. Each of these
funds receives revenues from City departments to
whom they provide services. Fleet Services is
responsible for maintaining the rolling stock of the
City of College Station. Print/Mail provides
printing and mail services to the departments. The
print services are provided based on the cost of
providing the services. Departments have the
option of either using the City print shop or taking
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the work to an outside print shop. The
Communications Fund provides all of the phone
and radio maintenance in the City system.
Base budget revenues for the fund reflect the above
policies. The revenues are transferred from
departmental budgets on a monthly basis to ensure
that sufficient funds will be available to fund all
expenses related to the specific functions. The total
revenues for FY 03 are $2,369,303; an increase of
6.7% over the FY 02 revised budget.
The FY 03 approved expenditures are
$2,290,404, an increase of 2.2% over the FY 02
revised budget. The increase includes one
approved SLA in the amount of $50,888 for an
additional communications technician.
Self Insurance Fund
The City of College Station is partially self-insured
for property casualty and general liability, worker's
compensation and unemployment compensation.
The City participates in an HMO for employee and
dependent health care. The City moved to the
HMO in January 2002. This move was made as a
result of the escalating health insurance costs seen
in recent years.
Actuarially-based charges are made to each of the
operating funds using relevant bases (i.e., health
insurance is charged monthly per full-time
participating employee, while unemployment and
worker's compensation are charged as a
percentage of gross salary). This method of funding
allows the City to more accurately reflect the costs
of claims against the various funds and to minimize
potential risks.
FY 03 approved revenues are based on the actual
amounts assigned to the various operating activity
centers. There is an eight percent increase in
expected FY 03 revenues over FY 02 budgeted
revenues due to changes in rates, number of
employees, covered equipment, buildings and other
factors. It is important to note that in FY 02 in the
Employee Benefits Fund that an attempt is being
made to create a reserve in the fund so that future
cost increases can be moderated. An increase in
health insurance premiums is approved in FY 03 as
part of the effort to address continued cost increase
in health insurance costs. The approved budget
includes an increase in the City contribution to the
Employee Benefits Fund of $70 per month per
employee. Full family dependant, dependent only,
and spouse only coverage are also approved to
increase by $35 per month per family. These
changes will continue to move the Employee
Benefits Fund to a position of being self-sufficient.
If the rate of growth continues to increase in health
care costs, then the employee benefits fund will
have to be re evaluated to determine what
additional changes will need to be recommended.
These changes may include charging employees for
a portion of their health insurance cost.
FY 03 expenditures are based on estimates of
future claims, premiums, and other miscellaneous
costs. Total approved expenditures are
$4,817,381, an increase of 18% over the FY 02
year end estimate. This increase is a result
primarily of rising medical costs. Through
education and training programs, efforts are being
made to reduce the claims incurred. The City will
continue to monitor claims to determine what
additional plan changes need to be made.
Capital Projects Funds
The City has a number of capital project funds.
General obligation bonds form the basic resource
for general government projects such as streets,
parks, traffic, public facilities, drainage and other
such needs. However, the City has several other
resources that may be used to supplement those
resources, and help to hold down the ad valorem
taxes necessary to pay for general obligation bonds.
In addition to the general government projects, the
City has bond funds for each of the utilities
operated by the City. Operating funds from both
the Water Fund will be used to fund $1.3 million in
capital projects.
Other resources to fund capital projects include the
Wolf Pen Creek Tax Increment Financing District,
the Drainage Utility, and Parkland Dedication
Funds. Each will provide resources that will be used
to complete a number of projects over the next five
years.
General Capital Projects
The following is a brief summary of some of the key
general government projects scheduled for FY 03.
Street Rehabilitation Projects
In FY 03, $780,000 has been approved for various
street rehabilitation projects. This $780,000 is the
final allocation of $3,120,000 designated for street
rehabilitation in the 1998 Bond Authorization.
$618,000 is anticipated to be needed in FY 03 to
complete rehabilitation of First and Maple Streets in
Northgate.
20
Street Extension Projects
Street extension projects approved include
$182,000 for widening George Bush Dr. from
Texas Avenue to Harvey Road. $1,750,000 is the
anticipated project expense for phase II of the
Jones Butler Road project.
Additionally, four transportation related projects
were approved and budgeted for in FY 02. These
projects will continue in FY 03. $3,930,000 for
widening Greens Prairie Road, $3,600,000 to
continue extending Dartmouth, $247,000 for
design associated with widening University Drive,
and $675,000 to design the Barron Road
Overpass. These transportation projects were
approved as part of the Interim CIP or group of
capital improvement projects not included in the
five year CIP program but identified as high
priority. An ad valorem tax increase of three cents
per $100 valuation was necessary to incur the debt
to cover to cost of these high priority projects.
These street projects will help to address traffic
issues that have been highlighted in the citizen
survey and other feedback received from College
Station citizens.
Street TxDOT Projects
Working in conjunction with the Texas Department
of Transportation, in FY 03 the City expects to
complete the Texas Avenue Streetscape Ph II and
George Bush Dr. Medians. It is anticipated that
$500,000 will be used for Texas Avenue
streetscaping, and $175,000 for the George Bush
Drive medians.
TxDOT timing on these projects will determine
when these expenditures will be made. The City
pays ten percent of right-of-way costs, and also
pays for any enhancements, such as the application
of any streetscaping desired in the project.
Traffic Projects
In FY 03, 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 placement is determined
through traffic studies. For FY 03, $182,000 is
approved for traffic management improvements
associated with widening George Bush Drive.
Sidewalks and Trails Projects
The City of College Station has worked over the
years to ensure adequate transportation
infrastructure for pedestrians and bicyclists. The
City has an adopted sidewalk and bike loop plan.
As new development occurs, sidewalks are an
important aspect that must be considered. In FY
03, two capital projects are approved: $75,000 for
neighborhood capital improvements and $400,000
to build sidewalks to surround the main campus of
Texas A&M. This project will be fund equally by
the City of College Station, Texas A&M, and
TxDOT.
Parks Capital Projects
In FY 03, only a few significant capital projects
remain to be completed. The most significant parks
project for FY 03 is the development of Lick Creek
Park. $378,000 is the projected cost to finish this
project.
Parkland Dedication Capital Projects
In FY 03, projects approved using parkland
dedication funds include $700,000 for Woodway
Park development, $170,000 for a park in Zone 5
and $150,000 for a park project in the Northgate
area.
General Government And Capital Equipment
Capital Projects
General government and capital equipment projects
are planned assets that have value to more than
one specific area of City operations. Two main
divisions within this category are public facilities and
technology projects. In FY 03, significant projects
include: $1,317,000 to begin construction of Fire
Station # 5; $57,000 for enhancements to the
city’s mid range computer system, and $631,000
for additional technology improvements.
Additionally, $1,625,689 is the projected
expenditure to complete the Municipal Court/ Fire
Administration Building; however, only an
additional $113,069 has to be allocated for this
project in FY 03. The remaining cost has been
budgeted in previous years and will carry forward
Conference Center Capital Projects
In FY 03, $8,420,000 is the projected expense for
the Conference Center project. This project is the
21
construction of a conference center facility in
conjunction with the development of a full service
hotel. In addition to the $8,420,000 for the
Convention Center, $750,000 is projected to
construct utility infrastructure with the Convention
Center.
Business Park Projects
In FY 03, two significant business park related
projects are approved. These include $225,000
for the design preparation of new class A business
center and $1,467,000 for development and
construction of a new class B business center.
Wolf Pen Creek TIF
District generates revenues that can be utilized in
the Wolf Pen Creek District. The budget funding is
targeted for future Wolf Pen Creek projects. In FY
03, the Wolf Pen Creek trail project, which includes
construction of a trail system in the Wolf Pen Creek
area, will continue with a project expense of
$1,910,000.
General Capital Project
Summary
Streets, Traffic
Sidewalks and Trails $2,604,500
Parks Capital Projects 1,514,400
General Government and Capital
Equipment
1,649,369
Business Park 1,762,000
Convention Center 3,083,038
Wolf Pen Creek TIF 1,910,000
Total $12,523,307
Utility Capital Projects
The following is a brief summary of some of the
utility capital projects scheduled for FY 03. These
capital projects are funded either through existing
revenues from these funds, through the issuance of
Electric Capital Projects
$5,530,000 is the approved expenditure amount
for electric capital projects in FY 03. Additional
information will be provided to the City Council as
a competitive matter.
Water Capital Projects
In FY 03, there are two significant factors
associated with water capital projects that merit
mention. First, the city will no longer finance water
infrastructure studies out of the capital budget.
These expenditures will occur in the Water
Department operations and maintenance budget.
There are also no dollars budgeted for water
infrastructure rehabilitation projects scheduled to
occur in the latter three years of the five year CIP
program. City staff does anticipate that more
rehabilitation projects will be identified as future
infrastructure studies are completed.
Several significant production and distribution
projects are also included in the approved budget.
These include continuing design and construction of
the water well #7 collection line, $795,000; and
the parallel transmission line phase II, $440,000.
Additionally, $3,277,000 is the projected cost for
phase I of the parallel transmission line project and
$504,000 is projected for the Eastgate
rehabilitation project. Necessary funding for both
projects has been included in prior budgets and no
new allocations are needed in FY 03.
The Approved FY 03 Budget also includes
resources for two annexation projects. These
projects, Area 1 and Area 2, are two of six water
projects needed to provide water services to the
approved areas to be annexed. $44,800 is
approved for Area 1, and $34,700 is approved for
Area 2.
$1,300,000 in current revenues from operations
are approved to fund water capital projects.
Wastewater Capital Projects
The FY 03 wastewater approved capital project
allocation will be changed in the same manner as
water capital projects. The City will no longer
finance water infrastructure studies out of the
capital budget. These expenditures will occur in the
Wastewater Department operations and
maintenance budget. No sewer rehabilitation
projects are scheduled in the latter three years of
the five-year CIP program. Future infrastructure
studies will likely identify needed rehabilitation
projects.
There are four significant Wastewater capital
projects approved in FY 03. The approved budget
includes $286,000 to begin replacing screw lifts at
the Carter Creek Wastewater Treatment facility.
There are also three projects associated with the
annexation initiative; including $61,800 for Area 1,
$36,000 for Area 2, and $20,100 for Area 3.
22
Drainage Capital Projects
The approved FY 03 drainage capital project
budget includes $500,000 to complete the Bee
Creek (combined) project, $250,000 for various
minor drainage improvement projects, and
$410,748 to cover the cost of Drainage
maintenance for the City. Additionally,
$1,000,000 is approved for Greenways Projects.
Additional and Upcoming O&M Costs
With the addition of new facilities and
infrastructure, additional operations and
maintenance costs will certainly be incurred. Using
the example of street and drainage infrastructure
rehabilitation it is expected that operations and
maintenance costs will decrease. However, it is
difficult to quantify the cost savings of rehabilitation
since the resources that are saved are used for
other rehabilitation projects and not removed from
departmental budgets.
The FY 03 budget is impacted by a number of
capital projects that have been completed and add
operation and maintenance expenses. The City’s
General Fund and the utility funds have been and
will continue to be impacted by capital projects as
they come online.
Approved SLAs for FY 03 include approximately
$550,000 in various SLAs to operate and maintain
the previously mentioned facilities and completed
capital projects. These SLAs include adding
personnel, utilities costs, moving costs, lawn
maintenance, as well as any other cost associated
with bringing a new facility online. Among the
SLAs for FY 03 are $142,905 for an additional
three fire fighters $180,375 for a fire engine. It is
anticipated that Fire Station #5, expected to
become fully operation in FY04, will cost
approximately $630,000 annually to operate.
$72,641 has been budgeted for the operating the
new Municipal Court / Fire Administration
Building. These costs include; utilities, janitorial
services, landscape maintenance and general repair.
Among the SLAs impacting the utility funds in FY
03 are $41,653 for electrical and chemical cost
associated with Well #6, $32,200 for additional
utilities and phones for the Carter Creek
Administration and Training Facility, and $6,210 to
maintain the Luther Street lift Station. Also, an
SLA for $90,086 to cover the operation and
maintenance costs of the expansion of the Lick
Creek Treatment Plant is included in the FY 03
budget. $84,000 of this SLA is to cover the
additional electricity cost.
Conclusion
The previous discussion provides the reader with an
overview of the approved FY 03 budget and key
differences from the FY 02 budget. The following
sections of the budget provide a more detailed
discussion of the approved budget both by Council
Vision Statement and by Fund.
CITY OF COLLEGE STATION
FISCAL YEAR COMPARISON SUMMARY
FY 03 APPROVED FY 03 APPROVED NET OPERATING % CHANGE
FISCAL YEAR 2002-2003 TOTAL SOURCES TOTAL USES TRANSFERS & CAPITAL FROM PRIOR
APPROVED BUDGET OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR
GENERAL FUND 39,918,647$ 39,769,872$ (6,091,904)$ 33,677,968$ 3.81%
UTILITY FUNDS 94,963,504 61,147,543 0 61,147,543 0.83%
SANITATION COLLECTION 5,973,835 4,764,539 0 4,764,539 0.66%
BVSWMA 15,982,342 6,960,558 0 6,960,558 33.65%
UTILITY BILLING FUND 2,698,142 2,307,802 (2,307,802) 0 NA
ECONOMIC DEVELOPMENT 1,072,262 962,209 (962,209) 0 NA
INSURANCE FUND 6,482,565 4,817,381 (4,817,381) 0 NA
DEBT SERVICE FUND 11,335,369 9,464,758 (958,500) 8,506,258 5.80%
HOTEL/ MOTEL TAX FUND 2,835,840 2,350,583 0 2,350,583 0.15%
PARKING ENTERPRISE FUND 555,160 367,296 0 367,296 (63.40%)
PARKS XTRA EDUCATION 130,872 122,670 0 122,670 16.42%
POLICE SEIZURE FUND 9,340 3,500 0 3,500 (68.18%)
INTERNAL SERVICES 10,914,329 5,100,864 (5,100,864) 0 NA
COURT SECURITY FUND 194,590 110,000 0 110,000 35.64%
COURT TECHNOLOGY FUND 233,960 100,000 0 100,000 (47.92%)
COMMUNITY DEVELOPMENT 4,884,920 4,174,682 0 4,174,682 (13.42%)
SUB TOTAL OF O&M 198,185,677$ 142,524,257$ (20,238,660)$ 122,285,597$ 2.22%
UTILITY FUNDS 2,080,000$ 2,080,000$ -$ 2,080,000$ (75.42%)
SANITATION COLLECTION 0 0 0 0 NA
HOTEL/ MOTEL TAX FUND 600,000 600,000 0 600,000 0.00%
FUND BALANCE/WORKING 2,680,000$ 2,680,000$ -$ 2,680,000$ (70.42%)
CAPITAL TRANSFERS TO CIP
UTIL CAP IMPROV PROJECTS 19,543,712$ 10,767,900$ (2,080,000)$ 8,687,900 (27.43%)
GEN GOVT CAP IMPROV PROJ 28,985,644 7,493,869 0 7,493,869 (48.08%)
DRAINAGE UTIL CAP IMPROV PROJ 6,375,969 2,440,748 0 2,440,748 72.49%
CONVENTION CENTER CIP 18,117,542 3,083,038 (600,000) 2,483,038 (21.92%)
NORTHGATE PARKING CIP 0 0 0 0 (100.00%)
WOLF PEN CREEK TIF 3,294,788 2,403,200 0 2,403,200 (24.13%)
MEL ROSE TIF 96,278 96,000 0 96,000 (57.33%)
SUB TOTAL OF CAPITAL 76,413,933$ 26,284,755$ (2,680,000)$ 23,604,755$ (32.11%)
TOTALS 277,279,610$ 171,489,012$ (22,918,660)$ 148,570,352$ (9.11%)
FY 02 APPR.FY 02 APPR.NET OPERATING % CHANGE
FISCAL YEAR 2001-2002 TOTAL SOURCES TOTAL USES TRANSFERS & CAPITAL FROM PRIOR
APPROVED BUDGET OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR
GENERAL FUND 37,764,201$ 38,346,347$ (5,904,635)$ 32,441,712$ 9.19%
UTILITY FUNDS 78,499,850 60,645,005 0 60,645,005 17.57%
SANITATION COLLECTION 6,238,520 4,733,237 0 4,733,237 4.92%
BVSWMA 13,525,832 5,207,949 0 5,207,949 (19.20%)
UTILITY BILLING FUND 2,194,824 2,175,670 (2,175,670) 0 NA
ECONOMIC DEVELOPMENT 1,004,707 900,000 (900,000) 0 NA
INSURANCE FUND 4,919,476 4,652,628 (4,652,628) 0 NA
DEBT SERVICE FUND 12,174,133 9,063,263 (1,023,410) 8,039,853 12.89%
HOTEL/ MOTEL TAX FUND 2,789,105 2,347,008 0 2,347,008 15.31%
PARKING ENTERPRISE FUND 1,213,800 1,003,546 0 1,003,546 501.33%
PARKS XTRA EDUCATION 126,516 105,365 0 105,365 3.91%
THOROUGHFARE REHAB 22,685 11,000 0 11,000 NA
INTERNAL SERVICES 9,738,067 4,303,920 (4,303,920) 0 NA
COURT SECURITY FUND 174,922 81,100 0 81,100 0.12%
COURT TECHNOLOGY FUND 194,030 192,000 0 192,000 92.00%
COMMUNITY DEVELOPMENT 5,103,614 4,821,636 0 4,821,636 NA
SUB TOTAL OF O&M 175,684,282$ 138,589,674$ (18,960,263)$ 119,629,411$ 12.41%
UTILITY FUNDS 8,461,000$ 8,461,000$ -$ 8,461,000$ (46.28%)
SANITATION COLLECTION 0 0 0 0 (100.00%)
HOTEL/ MOTEL TAX FUND 600,000 600,000 0 600,000 0.00%
FUND BALANCE/WORKING 9,061,000$ 9,061,000$ -$ 9,061,000$ (45.81%)
CAPITAL TRANSFERS TO CIP
UTIL CAP IMPROV PROJECTS 42,139,931$ 20,432,694$ (8,461,000)$ 11,971,694 (52.71%)
GEN GOVT CAP IMPROV PROJ 31,228,872 15,305,464 (871,325) 14,434,139 7.86%
DRAINAGE UTIL CAP IMPROV PROJ 6,324,232 1,415,000 0 1,415,000 (66.39%)
CONVENTION CENTER CIP 9,447,257 3,780,000 (600,000) 3,180,000 3222.88%
COLLEGE MAIN PARKING CIP 651,056 375,000 0 375,000 (92.97%)
WOLF PEN CREEK TIF 3,288,544 3,287,700 (120,000) 3,167,700 251.97%
MELROSE TIF 274,038 225,000 0 225,000 NA
SUB TOTAL OF CAPITAL 93,353,930$ 44,820,858$ (10,052,325)$ 34,768,533$ (29.39%)
TOTALS 278,099,212$ 192,471,532$ (29,012,588)$ 163,458,944$ (5.18%)
CITY OF COLLEGE STATION
NET BUDGET $148,570,352
COMBINED
UTILITIES
42%
BVSWMA
5%
SANITATION
COLLECTION 3%
DEBT SERVICE
FUND
6%
GEN GOVT CIP 5%
WPC TIF
2%
HOTEL/ MOTEL
TAX FUND 2%
COMMUNITY
DEVELOPMENT 3%GENERAL FUND
22%
UTILITY CIP
6%
DRAINAGE CIP
2%
CONFERENCE
CENTER
2%
CITY OF COLLEGE STATION
ALL FUNDS
SUMMARY
EXPENDITURE BY FUND
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
FUND FY 00-01 FY 01-02 FY 01-02 FY 02-03 FY 02-03 FY 02 TO FY 03
GENERAL FUND 33,526,922$ 38,089,386$ 37,790,437$ 37,310,707$ 38,883,229$ 2.08%
PARKING ENTERPRISE FUND 214,418 400,875 399,840 359,006 367,296 -8.38%
XTRA EDUCATION FUND 0 78,630 25,581 78,630 92,080 17.11%
ELECTRIC FUND 5,740,346 5,598,729 5,790,076 5,341,551 5,436,751 -2.89%
WATER FUND 3,162,647 3,916,639 3,965,853 3,491,463 3,883,810 -0.84%
WASTEWATER FUND 2,687,809 2,998,767 2,987,297 3,044,823 3,467,984 15.65%
PURCHASED POWER 30,793,905 31,500,000 29,027,853 30,000,000 30,000,000 -4.76%
SANITATION FUND 3,704,146 3,960,442 3,960,403 3,772,621 3,934,760 -0.65%
UTILITY BILLING FUND 1,425,411 1,558,560 1,467,259 1,599,797 1,688,375 8.33%
FLEET FUND 1,079,341 1,124,542 1,122,362 1,093,137 1,104,029 -1.82%
PRINT/MAIL FUND 325,195 306,613 330,742 311,659 314,622 2.61%
COMMUNICATIONS FUND 498,052 534,999 533,201 537,305 592,776 10.80%
BVSWMA FUND 2,961,180 4,840,337 4,953,589 4,601,380 6,512,810 34.55%
COMBINED FUND TOTAL 86,119,372$ 94,908,519$ 92,354,493$ 91,542,079$ 96,278,522$ 1.44%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 00-01 FY 01-02 FY 01-02 FY 02-03 FY 02-03 FY 02 TO FY 03
SALARIES & BENEFITS 32,812,963$ 36,982,575$ 37,172,413$ 37,689,153$ 38,730,237$ 4.73%
SUPPLIES 3,600,699 4,049,968 3,994,540 4,388,472 5,071,857 25.23%
MAINTENANCE 4,616,160 5,405,291 5,077,592 4,529,233 4,655,674 -13.87%
PURCHASED SERVICES 13,392,697 15,302,043 15,869,557 14,676,571 17,448,444 14.03%
CAPITAL OUTLAY 902,948 1,668,642 1,212,538 258,650 372,310 -77.69%
PURCHASED POWER 30,793,905 31,500,000 29,027,853 30,000,000 30,000,000 -4.76%
COMBINED FUND TOTAL 86,119,372$ 94,908,519$ 92,354,493$ 91,542,079$ 96,278,522$ 1.44%
PERSONNEL SUMMARY BY FUND
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
FUND FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
GENERAL FUND 515.0 534.75 550.75 544.75 550.50 -0.05%
PARKING ENTERPRISE FUND 3.0 8.0 8.0 8.0 8.00 0.00%
XTRA EDUCATION FUND 0.0 0.0 0.0 0.0 0.00 0.00%
ELECTRIC FUND 54.5 59.5 59.5 58.5 58.50 -1.68%
WATER FUND 32.5 31.0 31.0 31.0 31.00 0.00%
WASTEWATER FUND 36.0 36.0 38.0 38.0 38.00 0.00%
SANITATION FUND 32.5 34.5 35.5 35.5 36.50 2.82%
UTILITY BILLING FUND 30.0 30.5 30.5 30.5 30.50 0.00%
FLEET FUND 15.0 15.0 15.0 15.0 15.00 0.00%
PRINT/MAIL FUND 5.0 5.0 5.0 5.0 5.00 0.00%
COMMUNICATIONS FUND 5.0 5.0 5.0 5.0 6.00 20.00%
BVSWMA FUND 26.5 26.5 26.5 25.5 25.50 -3.77%
COMBINED FUND TOTAL 755.0 785.75 804.75 796.75 804.50 -0.03%
ANALYSIS OF TAX RATE
FY 02-03
APPROVED APPROVED
FY 02 FY 03
Assessed Valuation of Real and Exempt Property $2,870,510,984 $3,151,961,166
(Based on 100% of Market Value)
Less: Exempt Property $271,472,526 $317,659,070
Less: Agricultural Loss $32,002,350 $32,451,400
Less: Over 65 and Veterans Exemptions $40,593,070 $42,890,060
Less: House Bill 366 $113,172 $95,873
Less: Abatements $28,950,135 $28,600,746
Less: Proration $85,478 $167,053
Less: Freeport $7,734,170 $6,531,511
Taxable Assessed Value $2,489,560,083 $2,723,565,453
O&M and Debt Service Portion $2,450,180,223 $2,692,939,790
TIF Captured Value $39,379,860 $30,625,663
Total $2,489,560,083 $2,723,565,453
Apply Tax Rate per/$100 Valuation 0.4777/$100 0.4777/$100
Total Tax Levy $11,892,629 $13,010,472
Estimate 100% Collection $11,892,629 $13,010,472
Tax Rate Per Percent Estimated
$100 Valuation Of Levy Collections
Debt Service 0.2831 59.3%$7,623,713
General Fund 0.1946 40.7%$5,240,461
Wolf Pen Creek TIF #1 0.4777 100%$146,299
Melrose TIF 0.4777 100%$0
ANALYSIS OF PROPERTY VALUATIONS
TOTAL TOTAL
APPRAISAL MARKET EXEMPT TAXABLE
YEAR VALUATION VALUE VALUE *
1992 1,353,127,372 164,570,381 1,188,556,991
1993 1,446,692,180 177,229,893 1,269,462,287
1994 1,648,484,066 194,215,922 1,454,268,144
1995 1,814,639,141 203,017,772 1,611,621,369
1996 1,935,322,710 234,121,234 1,701,201,476
1997 2,065,133,267 245,085,209 1,820,048,058
1998 2,208,019,033 276,453,209 1,931,565,824
1999 2,420,818,924 308,471,247 2,112,347,677
2000 2,661,115,250 345,752,888 2,315,362,362
2001 2,870,510,984 380,950,901 2,489,560,083
2002 3,151,961,166 428,395,713 2,723,565,453
* Assessed value is 100% of the estimated value.
0
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CITY OF COLLEGE STATION AD VALOREM TAX
VALUATIONS
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MANAGEMENT INFORMATION SERVICES GEOGRAPHIC INFORMATION AND MAP SERVICES COMMUNICATION SERVICES PRINT/MAIL UTILITY CUSTOMER SERVICES LIBRARYOFFICE OF TECHNOLOGY &INFORMATION SERVICESHUMANRESOURCES
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N
CITY OF COLLEGE STATION
FY2002-2003 STRATEGIC PLAN
One of the primary roles of the College
Station City Council is to determine the
direction that the City of College Station will
follow into the future. A long-term strategic
plan can help the City Council set this course
for the future. Strategic planning is especially
important in a community such as College
Station, where recent growth is expected to
continue.
Strategic planning is a process that requires
decision-makers to focus on the overall
mission of the City and the goals to be
achieved. College Station’s strategic
planning process facilitates the City Council
and City staff’s ability to:
• Align the City’s priorities with changing
conditions and new opportunities;
• Create shared commitments among
Council members, City staff, and College
Station residents regarding present and
future endeavors; and develop new goals
and strategies;
• Assess the City’s strengths, weaknesses,
opportunities, and threats.
It is important to remember that strategic
planning is only a set of concepts,
procedures, and tools. It takes the combined
efforts of the City Council and City of
College Station employees to make any
strategic planning effort meaningful and
successful.
The 2002-2003 Strategic Plan is a document
that compiles the results of the City of
College Station’s strategic planning process.
The Strategic Plan establishes the City’s
Council’s Mission and a series of Vision
Statements that describe where the City
Council would like the community to be in
the future. The document outlines specific
strategies and implementation plans to fulfill
these visions. The Strategic Plan document
can be accessed on the internet at
www.ci.college-station.tx.us.
The City of College Station has integrated
the annual budgeting process with the
strategic planning process. The Strategic Plan
helps to prioritize how the organization will
use current and future resources to achieve
identified goals. In this way, the Strategic
Plan drives budget preparation decisions and
service delivery implementation.
The City’s strategic plan is reviewed and
updated on annual basis to ensure that it
remains current and reflects the needs and
desires of the residents of College Station.
The following page include a summary of the
College Station City Council’s Mission and
four Vision Statements. This overview is
organized according to Council approved
priority. A more detailed list of all of the
implementation plans required to carry out
each strategy in the Strategic Plan is in
Appendix L.
MISSION OF THE CITY OF COLLEGE STATION CITY COUNCIL
On behalf of the citizens of College Station, home of Texas A&M
University, the City Council will promote and advance the quality of life
of the community.
CORE VALUES
• Collaboration and cooperation
• Regionalism
• Active member of the Brazos Valley
community
• We support activities that promote
municipal empowerment
• Excellence in customer service
• Fiscal responsibility
• Promote health, safety, and general well
being of the community
• Promote involvement and participation
of the citizenry
Vision Statement #1
Core Services
We will provide high quality customer focused basic city services at a
reasonable cost.
• We will provide reliable and high quality streets, utilities, technology, with the capacity to meet
current and projected needs.
• We will provide high quality public health and safety.
• We will promote well-planned neighborhoods suited to community interests and lifestyles.
• We will promote revitalization and redevelopment of declining areas.
• We will promote effective communication (interdepartmentally and to the public).
Vision Statement #2
Parks and Leisure Services
We will provide a large range of recreational and cultural arts opportunities.
• We will maintain a high quality parks system.
• We will promote comprehensive programs and related facilities that target all age groups.
• We will integrate the community with a system of greenways and bikeways.
• We will promote cultural arts.
Vision Statement #3
Planning and Development
We will provide a well-planned community.
• We will approve and implement the Unified Development Ordinance (UDO) (Revise and guide
development process).
• We will regularly update the Comprehensive Plan.
• We will generate an intermodal transportation action plan (We will improve transportation).
Vision Statement #4
Economic Development
We will provide a strong and diverse economic environment.
• We will promote the 30 / 60 Corridor Plan.
• We will promote and strengthen diversification of the tax and job base.
• We will promote tourism.
APPROPRIATIONS —CORE SERVICES
Police Department $9,299,071
The Police Department provides services that
help to maintain community safety. Among the
services provided are 1) police patrol with
certified police officers who are equipped with
police vehicles and all necessary equipment, and
assigned to specific areas of the city; 2) criminal
investigation division which investigates reported
crimes; 3) animal control; 4) jail and
communications support for officers on the street
and short term detention facilities that reduce the
processing time of arrests; and 5) a professional
standards division that serves a support and
training function for the Department.
Strategic Plan 2002-2003
CSPD will continue to maintain its national
accreditation, using nationally measured
benchmarks to monitor department
performance.
Six SLAs are approved for the FY 03 Police
Department operating budget. These include
$3,830 to offset costs associated with retaining
national accreditation. $82,580 in grant funds
for traffic enforcement and equipment purchases
has been approved for FY 03. To continue
support of the Reserve Officer program, $5,600
has been approved for the purchase of two hand
held radios. Finally, $29,090 has been approved
for the purchase of an explosive detecting and
tracking canine unit. This includes the purchase
of the animal, handler training, as well as various
accoutrements associated with this policing
resource.
1. CORE SERVICES $113,454,455
We will provide high quality customer focused basic city services at a
reasonable cost.
Strategic Plan Summary:
Core services are the basic services provided by the City of College Station. These include public safety, public
works, public utilities, and the support service functions. The strategic plan addresses these core services
through the following strategies:
• We will provide reliable and high quality streets, utilities, technology, with the capacity to meet current and
projected needs.
• We will provide high quality public health and safety.
• We will promote well-planned neighborhoods suited to community interests and lifestyles.
• We will promote revitalization and redevelopment of declining areas.
• We will promote effective communication (interdepartmentally and to the public).
POLICE
8%
GENERAL
GOV'T
4%
OTIS
4%
WATER
7%
WASTEWATER
4%
FISCAL SVCS
2%
OTHER
4%
FIRE
7%
PUBLIC
WORKS
19%
ELECTRIC
41%
The above graph illustrates an increase in calls for
service over the past year. A “Call for Service” is
defined as any event or situation, reported by a
citizen, which requires a response from the Police
Department.
The above graph illustrates the past 5 years of major
offenses.
Fire Department $7,086,204
The Fire Department provides services to College
Station, to our neighbors in Bryan through an
automatic aid program, and to rural areas around
College Station through mutual aid agreements.
The Fire Department operates out of four
stations located throughout the City.
The basic services of the Fire Department are 1)
fire response 2) emergency medical response, 3)
fire prevention services, including commercial fire
safety inspections and fire prevention training at
local schools and various functions; 4) code
enforcement activities performed by the
community enhancement action center and 5)
hazardous material response.
Strategic Plan 2002-2003
In order to better maintain neighborhood
appearance and community-accepted quality of
life ordinances, an additional code
enforcement officer position has been
approved in the FY03 budget.
There are nine service level adjustments
totaling $464,881 for the Fire Department in FY
03. The first SLA approved in the amount of
$26,000 is for furniture for offices whose
furniture will be left at the Texas Avenue location
when Fire Administration, Prevention, Training,
Code Enforcement and Emergency Management
are relocated to the Krenek Tap building.
$2,250 is approved to provide funds to obtain,
install and maintain an Emergency Alert System.
Another $8,000 is approved for the maintenance
of equipment for Suppression and EMS. An
additional SLA for $142,905 is approved for the
addition of three personnel for phase two of
three for the operation of Fire Station #5.
$180,375 is approved to provide funds to
purchase a new fire engine and related
equipment for Fire Station #5. The engine is
budgeted and will be purchased out of the
Equipment Replacement Fund. An additional
$5,000 will be used for fire station living
equipment. Another $3,300 will provide funds
for the setup and delivery of aircraft rescue and
fire fighting training.
Strategic Plan 2002-2003
In an effort to address multi-family and single
family residential property decline the
Department of Development Services will begin
cross training building inspectors and code
enforcement personnel to better identify
maintenance code violations. A general
assessment of these structures will be
undertaken and an appropriate long-term
approach addressing the issue will be
developed.
$66,051 is approved for the addition of a Code
Enforcement Officer. This additional code
enforcement position will be funded from CDBG
funds, and will be used in CDBG target areas.
This will allow the other code enforcement
officers to focus on other parts of the City. The
last SLA approves $31,000 to retrofit an
ambulance.
The preceding graph illustrates the
increase/decrease in incidents responded to by the
Fire Department over the last three years.
Calls for Service
45,000
46,000
47,000
48,000
49,000
50,000
51,000
52,000
53,000
99 00 01 02 03 est
Th
o
u
s
a
n
d
s
Major Crimes
0
1,000
2,000
3,000
99 00 01 02 03 est
Years
Th
o
u
s
a
n
d
s
Incidents Dispatched
0
1000
2000
3000
FY 1999 FY 2000 FY 2001 FY 2002
EST
EMS
FIRE
Strategic Plan 2002-2003
Continuing in the philosophy of
interjurisdiction cooperation the City of
College Station Fire Department will initiate
discussion with the City of Bryan Fire
Department and other local area emergency
management services regarding opportunities
for joint purchasing, facilities planning, and
continue to revise as necessary automatic aid
between agencies.
Fire Capital Projects $1,317,000
In FY 03, capital improvement funds of
$1,317,000 are approved for the completion of
Fire Station #5. Fire Station #5 is forecast to
open in January of 2004.
Public Works Administration $511,731
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.
Strategic Plan 2002-2003
A total of $2.1 million is included in the Public
Works Department budget to provide effective
street programs. These dollars will support the
thoroughfare rehabilitation, residential
rehabilitation, and sealcoat resurfacing
programs.
Facilities Maintenance $1,129,101
The Facilities Maintenance function provides
support services to City departments through the
maintenance of City facilities. This entails all City
buildings including heating, ventilation and
cooling systems. Additionally, Facilities
Maintenance performs some minor building
construction and remodeling activities. The
Division also supervises facility repair fund uses to
ensure that facilities and equipment are repaired
and replaced in a timely manner.
Several SLAs have been approved in the FY 03
budget. An additional maintenance technician
position, $40,800, has been approved to assist in
taking care of recently finished and upcoming
capital facilities. This position will be partially
funded from utility enterprise funds as well as
from a reallocation of resources in the Facilities
Maintenance operating budget. $37,983 has
been included in the approved FY03 operating
budget to account for additional maintenance
costs associated with the new Municipal Court
building, public utilities facilities, Fire Station #5,
as well as recently sited pieces of public art.
Finally, a $8,330 vehicle upgrade has been
approved for the Facilities Maintenance Division.
This will upgrade a 1/2-ton service truck to a
3/4-ton, allowing for more HVAC system repair
and replacement parts to be stocked for on site
repairs.
Streets Division $2,108,387
The Street Division of the Public Works
Department strives to ensure that the street
system within the City of College Station is
properly maintained. This is done through a
number of programs including a street
rehabilitation program that addresses street repair
before more expensive reconstruction measures
are needed. The Streets Division also coordinates
with the Engineering Division to plan and develop
major street capital projects that involve
rebuilding roadways that need upgrades.
Strategic Plan 2002-2003
$440,000 is included in the approved budget
for infrastructure rehabilitation in CDBG
eligible areas. $180,000 of this will be used
for the Louise Street rehabilitation project.
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. In addition, the
recently completed citizen survey indicates that
the overall level of satisfaction with the streets in
College Station is 80.6%.
Street Rehab. Capital Projects $780,000
In FY 03, $780,000 is approved for various
street rehabilitation projects. This $780,000 is
the final allocation of $3,120,000 designated for
street rehabilitation in the 1998 Bond
Authorization.
Street Extension Capital Projects $932,000
Street extension projects approved include
$182,000 for the widening of George Bush Drive
from Texas Avenue to Harvey Road. $750,000
is included for the Highway 6, Greens Prairie
Road, and Highway 40 project.
Street TxDOT Capital Projects
The FY 03 CIP budget includes $675,000,
already funded, to construct medians on George
Bush Drive and to complete Texas Avenue
Streetscape Phase II. These projects will be
managed by the Texas Department of
Transportation.
Drainage - Operations $414,272
Drainage issues have been critical in the last
several years in College Station. Drainage issues
can impact both health and public safety, as well
as Transportation and Mobility issues. The
Drainage service level provides a drainage
maintenance program that keeps the storm
carrying capacity of the system adequate in
College Station. Mowing of rights of way and
creek cleaning are the primary ways this service
level is provided.
Drainage Utility CIP $2,030,000
The approved FY 03 budget for drainage capital
projects includes $500,000 to complete the Bee
Creek (combined) project, and $250,000 for
various minor drainage improvement projects.
Additionally, $1,000,000 is approved for
Greenways Projects.
Traffic Signs & Signals $620,882
The traffic signal system in College Station serves
as an integral traffic flow control mechanism
throughout the City. The system is critical during
peak traffic times, such as during the 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. One SLA totaling $4,800 has
been approved for the Traffic Signs and Signals
FY 03 Budget. These dollars will be used electric
costs required to operate newly added traffic
signals.
Traffic Capital Projects $538,000
In FY 03, the approved capital budget will
provide $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.
Sidewalks & Trails
Capital Projects $475,000
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 03,
$75,000 is approved for neighborhoods CIP and
$400,000 for TAMU sidewalks. This $400,000
is actually part of a $600,000 sidewalk project
which will be funded in equal parts by the City of
College Station, Texas A&M, and TxDOT. Also
included in the approved budget is $460,000,
already funded, for the Bike Loop.
Engineering Division $727,993
The Engineering division is responsible for the
administration of the City’s capital improvement
plan. This includes the building of projects
approved as part of bond elections such as
streets, fire stations, libraries, and others; as well
as capital projects for the public utilities such as
electric, water, wastewater, and drainage projects.
Sanitation $3,934,760
The Sanitation Division of the Public Works
Department provides a number of services to
meet the local need for the collection of
municipal solid waste. These include providing
residential containers, curbside recycling, brush
and grass clipping collection, street sweeping and
the removal of virtually any waste that may be
disposed of in the local landfill or through
composting. Commercial service is also provided
to local businesses. Commercial service offers
collection in small and large plastic receptacles,
and is loaded with side mounted automated
collection equipment. Customers with greater
volumes also have the option of using roll off
containers that hold a larger capacity and are
serviced by front load collection equipment.
The above graph illustrates volumes, in tons, of
refuse collected and disposed of by the
Sanitation Division, since FY 00.
REFUSE COLLECTED
5,000
10,000
15,000
20,000
25,000
30,000
35,000
00 01 02 03 EstTons
(thousands) RESIDENTIAL COMMERCIAL
The approved Sanitation budget includes three
Service Level Adjustments totaling $213,953.
The first approved SLA will provide funding for
the purchase and operation of a compact semi-
automated collection vehicle and operator for
residential collection in rural areas. The truck will
be purchased out of the Equipment Replacement
Fund. Another SLA will provide $40,000 to be
used for the purchase of routing software. This
software will be used to assist in determining the
most efficient collection routes being used by
collection vehicle operators, ultimately leading to
more efficient service. The final SLA approved
for Sanitation’s FY 03 budget is $35,000 for the
purchase and lease of both residential and
commercial collection containers. These dollars
will be used to replenish the inventory of refuse
containers and keep up with growth.
A residential collection rate increase of $1.00 per
month has been approved. This increase will
offset the cost of the approved additional
residential route. The residential sanitation rate
is approved to be $11.70 per month. This rate is
only $0.50 per month higher than the rate
offered four years ago.
Fleet Services $1,104,029
The City of College Station has a fleet of vehicles
and heavy equipment to provide services to the
citizens of College Station. Nearly every City
department depends on having a reliable fleet of
vehicles to provide services. Some of these
services include Police and Fire services, Solid
Waste Collection, Public Utilities, among many
others. The Fleet Services Division manages the
fleet and performs preventive maintenance and
vehicle repair.
Brazos Valley Solid Waste $6,512,810
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 landfill operations,
developing and implementing alternative disposal
programs for waste that cannot be placed into
the current landfill site, and providing for long-
term disposal options for the two cities and other
customers of the agency. BVSWMA is in the
process of acquiring a new landfill site in Grimes
County to meet future landfill needs.
One Service Level Adjustment totaling
$1,894,630 is approved for BVSWMA’s FY 03
budget. These funds would be used for the
design, construction and construction oversight of
the structural embankment, perimeter road and
perimeter drainage ditch at the Rock Prairie Road
Landfill. The landfill is rapidly approaching its
design capacity. This SLA would lengthen the
useful life of the landfill for six years.
Electric Division $44,938,705
The Electric Division is responsible for providing
cost efficient and reliable electric service to the
citizens, businesses, and institutions in College
Station. Electric service is critical to the ability to
encourage new employment and prosperity in the
City. The total Electric Fund budget is
$44,938,704.
Water Division - Operations $3,883,810
A reliable and safe supply of potable water is
necessary for any community. The City of
College Station has the capacity to produce
approximately 19.5 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 eight water production service level
adjustments approved. The first SLA approves
$9,500 for TNRCC Mandate of Industrial Storm
Water Pollution Prevention Program for facilities
with outside warehouse storage. The program
requires purchase of equipment to monitor storm
event flows, water quality sampling and
development of administration and reporting.
$50,000 is approved for an EPA Mandate by the
Safe Water Drinking Act to assess vulnerability.
A SLA for $5,000 will provide the funding for a
Supervisory and Control And Data Acquisition
(SCADA) Intellution Web Server, a replacement
software package. $8,000 will be used to
purchase H.T.E. Looking Glass Module software
licenses. Another $15,000 is approved to
maintain current after hours security checks of
well field production facilities by Brazos County
Sheriff’s Department. $41,653 will be used for
funding additional costs associated with operating
a new water well. $12,700 is approved to fund
the contract for underwater inspectors to
complete required annual inspections and
cleaning. The final SLA approved for water is
$20,000 for annual replacement of protective
coating of water production facilities.
There are six water distribution support SLAs.
The first SLA approves $50,000 to provide
professional services related to expansion of City
water service within existing corporate boundaries
and annexed areas. $30,000 is approved to
convert old office space to SCADA workstations.
Another $50,000 is approved for water
distribution system study funds to identify aging
and deteriorated lines for replacement and
inadequately sized lines to be increased.
$30,000 is approved for the annual replacement
of protective coatings by sand blasting, priming
and painting fire hydrants. $30,000 is approved
to outsource landscape restoration of excavated
areas following underground infrastructure
repairs. The final SLA approved $16,100 to
provide operating and maintenance costs for
Carter Creek Wastewater Treatment
Administration and Training Facility.
The above graph illustrates an increase in the daily
average water demand since 1997.
Water — CIP $3,694,500
In FY 03, there are two significant factors
associated with water capital projects that merit
mention. First, the city will no longer pay for
studies of the water infrastructure out of the
capital budget. However, these expenditures will
occur in the operations and maintenance budget
for the Water Department. Secondly, there are
no dollars for water infrastructure rehabilitation
projects scheduled for the latter three years of the
five-year CIP program. However, it is anticipated
that more rehabilitation projects will be identified
as studies of the infrastructure are completed.
Several significant production and distribution
projects are also included in the approved budget.
These include continuing design and construction
of water well #7 collection line, $795,000; and
the parallel transmission line phase II
$1,260,000.
Also, the approved FY 03 Budget includes money
for two annexation projects. These projects,
Area 1 and Area 2, are two of six water projects
needed to provide water services to the approved
areas to be annexed. $44,800 is approved for
Area 1, and $34,700 is approved for Area 2.
$1,300,000 in current revenues from operations
are approved to fund water capital projects.
Wastewater - Operations $3,467,984
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 chart above shows the daily annual wastewater
flow in millions of gallons.
The approved budget includes $399,376 in
approved service level adjustments. The first SLA
approved $6,480 for TNRCC Annual Waste
Treatment and Water Quality Assessment Fees to
discharge wastewater from Lick Creek
Wastewater Treatment Plant. Another $19,000
is approved for an Industrial Storm Water
Pollution Prevention Program for Carter Creek
and Lick Creek Wastewater Treatment Plants.
$5,000 is approved for the addition of three PC
workstations for Field Operations work order and
information management functions. $200,000 is
approved to transfer costs of the Inflow &
Infiltration Reduction Program from the Capital
Improvement Project budget to the operating
budget. Another $25,000 is suggested to fund
annual replacement of protective coatings for
wastewater treatment facilities. $12,000 is
Daily Average Water Demand
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Daily Average Wastewater Flow
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approved to be used for pretreatment lab
monitoring and analysis to demonstrate current
and continued compliance with Local, State, and
Federal Standards. $90,086 is approved for Lick
Creek Wastewater Treatment Plant additional
operating expense increases, as a result of the
expansion of the treatment plant. Another
$16,100 is approved for additional operating and
maintenance costs for Carter Creek Wastewater
Treatment Administration and Training facility
built in FY 02. $6,210 is approved for
maintenance services for the new Luther Lift
Station. The final service level adjustment
approves $19,500 to fund the replacement of
sludge transfer lines between digested sludge
holding tanks.
Wastewater - CIP $1,543,400
For FY 03, wastewater approved capital project
allocation has changed, like the change to water
capital project. Similar to the Water Department,
the Wastewater Department will cover the
expenses associated with studying the sewer
infrastructure via the operations and maintenance
budget. Additionally, no sewer rehabilitation
projects are scheduled for the latter three years of
the five-year CIP program. However, the
infrastructure studies will likely generate some
rehabilitation projects.
There are four significant Wastewater capital
projects approved for FY 03. The approved
budget includes $286,000 to begin replacing
screw lifts at the Carter Creek Wastewater
Treatment facility. Additionally, there are three
projects associated with the annexation initiative;
including $61,800 for Area 1, $36,000 for Area
2, and $20,100 for Area 3.
Office of Technology and
Information Services $2,454,565
The Office of Technology and Information
Services (OTIS) provides a number of internal
services to the City organization. In addition, the
Department manages the franchise agreements
that the City of College Station has with
telecommunication, cable and natural gas
providers in the community. Services provided
from General Fund revenues include OTIS
Administration, Management Information
Services (MIS) for micro to mid-range computer
users, and Geographic Information Services (GIS).
The OTIS internal service funds include
Communication Services, Print/Mail, and Utility
Billing.
There are two SLAs approved in the OTIS
Administration division. These SLAs include
$60,000 to hire a consultant to assist with the
natural gas franchise agreement and $37,544 for
e-government implementation. The latter SLA
includes reclassification of an action center
representative position into an e-government
coordinator position. This will allow for the
implementation of the E-Government plan and
begin to expand electronic services to the citizens
and customers of College Station.
Additionally, there are two SLAs in the MIS
division. $20,662 is approved to cover
maintenance of various pieces of software, and
$60,000 is approved to begin installing Office XP
on all city computers.
Communications & Print/Mail $907,398
The Communications Division is responsible for
the maintenance of telephone, radio, and other
communications systems used by the City of
College Station. $592,776 is the approved
funding level for the Communications Division.
This includes one service level adjustment,
$50,888 for an additional communications
technician.
The Print/Mail Division is responsible for
providing printing and mail services to City
Departments. $314,622 is the approved
funding level for the Print/Mail Division.
Utility Billing $1,688,375
Utility Billing is responsible for the metering,
billing, and collection of electric, water,
wastewater, sanitation, and drainage utility fees.
The above chart demonstrates the steady
growth in the number of utility bills mailed
annually by Utility Billing.
In FY 03, two SLAs totaling $67,600 are
approved for the Utility Billing Division. The first
service level adjustment approves $17,600 for
fuel, vehicle repair, and vehicle replacement costs
associated with the purchase of vehicles for meter
Utility Bills Mailed
310,000
320,000
330,000
340,000
350,000
00 01 02 03 Est
Th
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readers. These vehicles are budgeted in and will
be purchased out of the Equipment Replacement
Fund. The second SLA approved $50,000 to
employ a consulting firm to evaluate Automated
Meter Reading options.
Fiscal Services $2,352,846
The Fiscal Services Department provides Fiscal
Administration, Accounting, Purchasing, and Risk
Management services to the City organization. It
also oversees the operations of the Municipal
Court.
Fiscal Services Administration oversees the other
areas of the Department and handles cash and
debt issues for the City while ensuring all funds
are invested prudently. The Accounting and
Purchasing Divisions work closely together to
ensure that purchases are made and recorded
according to guidelines. The Risk Management
function seeks to ensure that the City’s exposure
to physical and financial losses is minimized
through a number of programs addressing worker
safety. Municipal Court collects the fines and fees
for the City.
There are eight service level adjustments for
Fiscal services costing $77,738. The first
approved SLA provides an additional $18,470
for an increase in the Brazos County Appraisal
District Fee. An actuarial study on auto liability,
general liability and worker compensation is
approved for Risk Management. This will be
funded from the City's insurance funds. The
Accounting Division budget includes an increase
of $9,500 due to the increase of collections by
the contracted collection agency, Financial
Control Services. This will ultimately result in
higher revenues as more collections are made.
The Accounting budget also includes a yearly
increase of $2,000 in the contractual agreement
with the City's external auditors. Municipal Court
has five approved SLAs. The first SLA approves
$3,100 to be used for an increase in jury fees.
Another $1,000 is approved to increase funding
for records storage. $15,858 is approved to pay
for utility costs in the new Municipal Court
building. $3,000 is approved for office furniture.
The final SLA approves $16,810 for a half time
Bailiff position; this will result in savings of
$33,190 as a result of increases in court
collections.
The approved budget also includes the transfer of
a safety training position from the Public Utilities
Department to Risk Management in Fiscal
Services. This will allow improvements and
expansion of a citywide safety program. This is
part of the restructuring of the Risk Management
activities.
General Government $2,329,167
The City Secretary’s Office is responsible for
elections, records management, City Council
support and other activities.
The City Manager’s Office is responsible for the
day to day operations of the City, making
recommendations on current and future issues to
the City Council, and providing long-term
organizational direction for the organization.
Community Programs has two service level
adjustments for FY 03. The first approved SLA
will provide funds to host the annual Texas Teen
Court Conference. The second SLA approves
funds to renew the Decision-Making for First
Offenders Class, which is funded by a grant
through the Juvenile Accountability Incentive
Block Grant fund.
Another key support area for the organization is
the Legal Office. The Legal Office provides legal
services and support to the City Council and the
City staff. Among the services provided by this
office are legal advice, contract writing, and
litigation.
The Office of Budget and Strategic Planning
prepares, monitors, and reviews the annual
budget. This office also coordinates the City’s
strategic planning process, which is closely tied to
the City’s budget. In addition, the Office of
Budget and Strategic Planning provides
management and organization review services to
City departments.
The Human Resources Department assists in
recruiting, hiring, and retaining the most
appropriate candidates for City positions. Human
Resources provides employee training and
administers the compensation and benefits
program. The Human Resources Department
has one approved service level adjustment for an
increase in funds to provide benefits for a
temporary position.
Public Communications and Marketing
$254,736
Public Communications and Marketing is a
division of the General Government Division that
provides timely, factual, and understandable
information to College Station residents, both
directly and through the news media. Public
Communications and Marketing has four service
level adjustments, totaling $30,950. The first
SLA approves $450 for the increase in
advertising rates for the Eagle and the Battalion,
and $1,000 for reimbursed mileage. The second
SLA approves $3,000 for additional marketing
programs. Another $1,500 is approved to be
used to create and distribute four page fliers to
Texas A&M University’s new student orientation
camps. The final SLA for Public Communications
and Marketing approves $25,000 to provide
funds to outsource televising of Council meetings.
This is a short-term way to address this Council
priority, a long-term plan for televising Council
meetings is still being developed.
Strategic Plan 2002-2003
So as to improve public communication and
interaction, the City Council Meetings will
begin to be televised in Fall 2002. Providing
the public with up to date information will also
be provided through the enhancement of the
City's current web-site into a modernized
interactive web portal to city services, forms,
and events.
Community Development $4,174,862
The Community Development Department helps
provide low cost housing and other public
assistance through community development block
grant funds from the federal government. These
funds are used to assist low to moderate-income
residents of College Station. Assistance is
provided through housing services, public agency
funding, public facility improvements, and
economic development activities. A total of
$183,000 is approved for funding seven outside
agencies. These agencies include: the Brazos
Food Bank, $16,640; the BVCASA, $15,931;
College Station Department Programs, $69,222;
Elder Aid, $12,745; Hospice of the Brazos
Valley, $28,422; and LULAC, $20,000. Also
included is the Twin City Mission’s Phoebe’s
Home funded at $20,040. The approved
Community Development Department
administrative budget for FY 03 is $592,048.
This includes one service level adjustment for
$7,200 to provide funding for relocation costs
related to the move of the Community
Development Office staff to the former CS Fire
Administration Office space.
General Government and
Capital Equipment CIP $2,114,369
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.
General Government projects include the
Municipal Court/Fire Administration Building,
Library Book Donations, records storage, AS400
hardware/software, Parks/recreation software
and Web Site redesign.
Health and Human Services Agencies
$128,498
The Health Department provides health services
to the citizens of Brazos County. These services
include restaurant inspection and health approved
FY 03 Health Department budget is $113,498.
$5,000 will be provided to Retired Senior
Citizens Volunteer Program to provide volunteer
travel reimbursement and volunteer insurance,
recruit and recognize volunteers, offset printing
costs for R.S.V.P. publications, and provide
training and development for volunteer
managers.
$10,000 is approved to help fund the Dispute
Resolution Center. The Dispute Resolution
Center provides mediation and other alternative
dispute resolution services to residents of the
Central Brazos Valley. The Center also provides
Basic and Family Mediation training. The DRC is
the only non-profit mediation center in the area.
These funds will be used to allow the Center to
increase its current level of service.
The following pages of this section detail
the service levels and performance
measures for the operating divisions on the
Core Services Vision Statement. Also
included are the budget and position
summaries for each of the divisions.
POLICE DEPARTMENT
ADMINISTRATION
Description & Budget Explanation
The Administration Division is responsible for the administrative support of all divisions in the Police
Department.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $392,518 $527,763 $651,098 $794,470
Position Summary 6 8 9 10
Program Name: Administration
Service Level: To ensure that Departmental programs and activities are in line with the
department mission statement and accomplished within budgetary limitations.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Complaints are investigated
within 30 days of assignment.71%68%77%85%
Efficiency
-The Department stays within
budget overall.100%100%100%100%
Output
-Percent of chapters of policy
revised annually.100%100%100%100%
POLICE DEPARTMENT
UNIFORM PATROL
Description & Budget Explanation:
The Uniform Patrol Division is responsible for providing police patrol and traffic enforcement duties.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $3,435,417 $3,782,457 $4,111,752 $4,313,362
Position Summary 66.5 64 67.5 66.5
Program Name: Uniform Patrol
Service Level: Provide timely initial police services on a 24 hour basis incorporating a community
policing philosophy with an emphasis on problem solving.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of time Patrol Officers' time that is
Proactive 28%47%50%50%
Reactive 72%53%50%50%
Efficiency
-Average response time on high
priority calls.6.16 mins 5.88 mins 6.00 mins 6.00 mins
-Average response time on low
priority calls.16.68 mins 15.81 mins 16.00 mins 16.00 mins
-Percentage of total accidents
that are alcohol related.3.21%2.56%2.90%2.50%
Output
-No. of high priority calls handled 5,025 4,844 5,420 5,492
-No. of low priority calls handled 45,434 45,190 46,150 46,307
-Total number of calls handled 50,459 50,034 51,570 51,799
-No. of DWI arrests 430 300 360 250
-No. of DUI arrests 90 46 60 50
-No. of problems addressed 139 128 125 100
-No. of problems resolved 70 68 60 50
Program Name: Special Enforcement Section
Service Level: Provide traffic safety services.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-No. of injuries at high accidents locations.323 379 350 377
Output
-No. of enforcement actions for
high accident locations.1,648 3,073 3,375 4,426
-No. of directed traffic patrols
performed.112 123 100 100
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $925,621 $805,091 $903,029 $904,170
Position Summary 17 15 14 14
Program Name: Criminal Investigations
Service Level:
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-92%87%90%90%
-78%99%75%75%
-Percent cleared by arrest.50%43%45%45%
-
N/A N/A N/A 90%
Efficiency
-75% of assigned cases will be
disposed of within 30 days.79%74%75%75%
Output
-No. of assigned cases.2,041 1,810 2,000 2,200
-No. of cases cleared.1,601 1,487 1,600 1,650
-No. of cases cleared by arrest.799 643 700 743
receive personal contact and counseling from
the crime victims' compensation coordinator
To provide effective and efficient investigation of serious criminal offenses within a reasonable
amount of time. To review all police offense and arrest reports for thoroughness and accuracy.
To insure crime victims receive information and counseling concerning victims' compensation.
90% of victims of aggravated felony offenses will
Percent satisfied on customer survey.
Percent cleared on follow-up cases.
POLICE DEPARTMENT
PROFESSIONAL STANDARDS
Description & Budget Explanation:
The Recruiting and Training Division recruits, selects and trains sworn and civilian employees.
Additionally, the Division provides continuing training to employees.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $242,442 $277,479 $311,130 $329,229
Position Summary 3 3 4 4
Program Name: Recruiting & Training
Service Level: To provide continuing education and training for the enhancement of the
professional skills of employees.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage of sworn employees
that receive an average of 80
hours of in-service training each.100%100%100%100%
-Maintain a minimum 95% of authorized N/A N/A N/A 95%
strength for sworn personnel
Efficiency
-Average number of training hours provided
per employee, including part-time
employees and FTO Program.130 160 80*80
Output
-No. of in-house training hours 6,627 14,970 9,000 9,000
-No. of applicants processed N/A N/A N/A 600
-No. of recruiting trips N/A N/A N/A 6
-No. of outside training hours 3,391 5,510 8,000 8,000
POLICE DEPARTMENT
QUARTERMASTER
Description & Budget Explanation:
The Quartermaster Division is responsible for equipment, supplies, and maintenance purchased for
the Police Department. The duties include the ordering and dispersal of supply and equipment
items for use by all Department employees, and coordinating repairs for all the Department's
facility and fleet needs.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $822,618 $849,237 $728,243 $727,526
Position Summary 1 1 1 1
Program Name: Quartermaster
Service Level: Provide equipment, supplies and maintenance for the Department.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-% satisfied on employee survey.95%96%95%95%
Efficiency
-% of Supply requests filled within
5 working days.95%98%95%95%
Output
-No. of supply requests filled
within 5 working days.759 804 750 700
POLICE DEPARTMENT
COMMUNICATIONS/JAIL
Description & Budget Explanation:
The Communications/Jail Division is responsible for police communications and dispatch, provides
safe and secure detention operations, and provides report taking capabilities for low priority calls.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $905,978 $1,054,716 $1,142,503 $1,180,309
Position Summary 27 27 27 27
Program Name: Public Safety Communications
Service Level: Processing of Police, Fire, and EMS calls for service.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-% satisfied on Citizen Survey.92%95%90%90%
Efficiency
-Percent of priority 1 police calls
dispatched within 3 minutes.98%99%98%98%
-Percent of priority 1 fire calls
dispatched within 1 minute.97%98%98%98%
Output
-Phone calls processed monthly.25,326 25,454 25,250 25,300
-Phone calls processed monthly
(8am-5pm).12,462 12,833 12,750 12,750
-911 phone calls monthly 1,210 1,220 1,260 1,225
-Total phone incidents monthly.8,397 8,831 8,736 8,600
-Total fire incidents monthly.344 364 360 365
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 FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Length of time to process arrestees.30 mins 30 mins.30 mins 30 mins
Efficiency
-Percent of priority 4 calls handled
by Division.6%6%6%6%
Output
-No. of reports taken by Division monthly.166 148 170 140
-No. of prisoners processed monthly.569 531 570 400
POLICE DEPARTMENT
SPECIAL SERVICES
Description & Budget Explanation:
The Special Services Division is responsible for coordination of the Tech-Prep Criminal Justice
Program at A&M Consolidated High and both Middle Schools. The Division is also responsible for a number of
programs that involve the community and the public school system, in crime prevention and safety education
for our children. Additionally, the Division is responsible for animal control services in the City.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $480,036 $611,766 $755,560 $761,604
Position Summary 9 10 11 11
Program Name: Tech-Prep Criminal Justice Program
Service Level: Coordinate the Tech-Prep Criminal Justice Program at A&M Consolidated High and Middle
Schools while establishing positive relationships with students, faculty, staff and
mentoring At-Risk Students.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Annual faculty and staff survey approval
rate.95%95.6%95%95%
Efficiency
-Percentage of students enrolled receiving
a passing (70%) grade.95%94.3%95%95%
Output
-No. of students in Tech-Prep Criminal
Justice Courses.288 377 350 325
-No. of at-risk students helped with
mentoring sessions.686 721 800 800
Program Name: Drug Resistance Education (DARE)
Service Level: To provide a quality D.A.R.E. program to students in selected grades in the
CSISD system, for the purpose of educating students of the consequences of
substance use and abuse.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Annual faculty and staff survey approval
rate.95%100%95%95%
Efficiency
-Percentage of students in 5th grade
D.A.R.E. program that scored at least 70%
on final written exam.99%91.4%95%95%
Output
-No. of students taught in the 5th Grade
curriculum.575 555 550 550
Program Name : Animal Control
Service Level: To provide adequate and professional animal control services to the citizens and
visitors to the City of College Station.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of citizens satisfied with service 74%80.4%80%80%
Efficiency
-Percent of on-duty, animal calls responded
to within 15 minutes.74%71.7%75%75%
Output
-Calls for service per year 3,026 3,274 3,600 3,600
-No. of animals handled per year 1,545 1,623 1,600 1,600
POLICE DEPARTMENT
INFORMATION SERVICES
Description & Budget Services
The Information Services Division is responsible for processing and maintaining police records and
evidence.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $309,424 $325,443 $389,730 $288,401
Position Summary 8 9 9 7
Program Name: Information Services
Service Level: Process and maintain accurate police records and evidence and provide for the
effective and efficient retrieval, distribution, and storage of departmental records
and evidence so that information requested by other divisions of the department,
prosecutors, and the citizens is readily available.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on annual customer
survey.97%95%95%95%
-Percent of time that all incoming records/
evidence are processed correctly.98%99%98%98%
Efficiency
-Percent of time reports and supplements
received by 9 a.m. are processed by 3 p.m.82%96%95%95%
-Percent of time all citations are processed
by 5 p.m. the day following the citation.80%94%95%95%
-No. of evidence/property items disposed
during measured month.229 342 210 250
Output
-No. of reports processed annually.13,860 13,304 13,500 13,500
-No. of Record Technicians used to process
reports.3.63 3.67 4 4
-No of citations processed annually.40,540 44,237 46,000 44,000
-No. of Record Technicians used to process
citations.1 1 1 1
-No. of evidence/property items processed
annually.5,751 5,611 5,200 5,200
-No. of evidence/property items disposed
annually.2,682 4,108 2,160 2,200
.
FIRE DEPARTMENT
ADMINISTRATION
Description & Budget Explanation:
The Administration Division is responsible for the administrative oversight and administrative support
of all divisions and operating units within the Fire Department.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $303,148 $307,409 $444,800 $467,595
Position Summary 3.5 3.5 5 5*
*includes Emergency Management Coordinator
Program Name: Administration
Service Level: Provide comprehensive planning, operational oversight, and budget preparation
and monitoring for all divisions and functions within the Fire Department.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Ensure other divisions within the Fire
Department meet their performance measures.N/A*N/A*N/A*85%
Efficiency
-The department operates within approved
budget.N/A*N/A*N/A*90%
Output
-Percent of policies reviewed/revised annually.
annually.95%95%90%100%
-1/4 shift meetings conducted.N/A*N/A*N/A*100%
-1/4 news letters sent to all employees.N/A*N/A*N/A*100%
* New performance measures for FY03.
Program Name: Emergency Management
Service Level:Coordinate emergency and/or disaster training, mitigation, preparedness,
planning, response and recovery for the city.
Performance Measures:FY 01 FY 02 FY 03
Actual Estimate Approved
Effectiveness
-Compliance with State and Federal
requirements for emergency management.100%95%N/A
Efficiency
Per capita direct operating expense**N/A N/A $1.35
Output
-Conduct EOC training activities annually N/A N/A 2
-City participation in annual Interjurisdictional exercise 1 1 1
Participate in quarterly LEPC meetings.N/A N/A 4
-Review and/or Update of emergency plans
annually.100%98%98%
-Participate in monthly meetings with the
Interjurisdictional EM Team.N/A 12 10
-Conduct Public Education or Training
activities.N/A 4 4
-Conduct annual Emergency Management
Academy.1 1 1
-Request and coordinate DEM training courses for
city personnel*.1 1 1
-No. of personnel participating in training.115 35 75
*Requesting courses from DEM may not result in courses being available locally.
**Annual emergency management budget divided by current city population figure.
FIRE DEPARTMENT
FIRE SUPPRESSION
Description & Budget Explanation:
The Operations Division provides emergency response to fire and hazardous materials incidents.
Safety surveys of structures in the community are also performed by this function to help ensure
that fire protection systems will work properly during an emergency. Automatic and mutual aid
agreements with neighboring entities allows more integrated fire and hazardous materials response
to the community. EMS operations were previously accounted for by this cost center but are
assigned a separate division in FY 00 for increased tracking capabilities.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $2,838,797 $3,138,460 $3,549,863 $3,944,672
Position Summary 47 47 54 56
Program Name: Fire Department Suppression
Service Level: Provide prompt, effective, and efficient response and mitigation for fire, rescue,
and Haz-Mat emergencies.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of response time, which consists of
dispatch to first arriving unit on scene
(Response time consist of dispatch time*,
turnout time, and drive time)
>6 31%41%43%45%
<6 69%59%57%55%
<5 47%40%37%34%
<4 24%22%19%16%
<3 7%8%6%4%
-Percent of time fire damage is confined to
the room/structure of origin.98%100%98%95%
-Percent of time fire fighting agent is applied within
6 mins of first fire unit arrival on scene.35%37%35%33%
-Percent of time a stop loss*** on Haz-Mat
incidents are achieved within 1 hour of on
scene time.98%99%98%96%
Efficiency
-Per-capita operating expenditures****N/A 51.12 N/A N/A
Output
-Total number of unit responses.2,249 2,237 2,250 2,250
-Total number of incidents.1,607 1,603 1,600 1,600
*Dispatch time is tracked in Police Department's Communication Service Level
***Stop loss is the point in time in which the spread of a material has been contained
****Response times have been negatively influenced by two major factors (1)The Spreading
population base is further from our stations (2)Problems with the MDT automated status system
Service Level: Provide services which enhance the survivability of citizens, visitors and
emergency response personnel in our community during fires and other
emergencies.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Output
-Total no. of station tours 131 61 125 125
-Percent of pre-scheduled station tours 49%54%65%65%
-Percent of "walk-in" station tours 51%46%35%35%
-Total no. of station tour visitors 1036 741 600 600
-Staff hours committed to station tours 199 209 200 200
-Total no. of public education appearances 73 90 75 75
-Staff hours committed to public education
appearances 346 0 500 500
-Total no. of EMS riders 100 157 300 300
-% of EMS riders who are city employees.73%39%30%5%
-% of EMS riders who are EMS trainees.100%100%98%95%
-Total hours committed by EMS riders.3906 2,791 4000 3500
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:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Required/actual continuing education hours:
Fire 1280/4696 1200/2911 1200/2000 1200/2500
ARFF (Aircraft Rescue Fire Fighting)558 140/792 140/500 140/250
Haz-Mat (Hazardous Materials)909 500/600 500/600 500/600
-No. of required/actual certifications
maintained.165/200 138/204 160/215 160/210
Efficiency
-Cost per internal/external training hour $1.66/$3.92 12.05/4.28 8.25/11.40 ****
Output
-No. of TXFIRS reports generated by CSFD 4130 N/A 4000 4100
-No. of total fire training hours 6163 N/A 4000 4000
**** This item will be part of a continous improvement program.
FIRE DEPARTMENT
FIRE PREVENTION/COMMUNITY ENHANCEMENT
Description & Budget Explanation:
The Fire Prevention/Community Enhancement Division does a number of things related to safety to
prevent fires as well as investigative services to determine the cause and origin 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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $463,292 $586,917 $647,079 $688,732
Position Summary 10 10 10 11
Program Name: Fire Prevention
Service Level: Provide prompt and thorough system acceptance tests and conduct building
fire safety inspections to ensure code compliance.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of surveyed customers rating the fire
new inspection service good to very good.98%98%98%98%
-Percent of time acceptance tests are
conducted within 1 working day of requests.90%95%95%95%
-Percent of time new business final inspections
are held within one working day of requests.95%95%95%98%
Efficiency
-Time per inspection.1 hour 1 hour 1 hour 1 hour
-No. of inspections per month per officer.32 31 35 35
-Staff time cost per inspection.$22 $22 $24 $24
-Per capita operating expenditures (for all Fire
Prevention/Code Enforcement activities).*$6.97 $8.45 $8.66 $8.25
Output
-No. of visits per construction-renovation sites.2 per week 2 per week 2 per week 2 per week
-Total # of construction-renovation sites.747 966 1,000 1,000
-No. of systems tests conducted per year.100 149 180 175
-No. of fire safety inspections of businesses.777 1,128 900 1,200
-Major violation follow-up time.1 day 1 day 1 day 1 day
-Minor violation follow-up time.1 day 3 days 3 days 3 days
*Major violations are any problems that pose an immediate threat to life, property or the environment.
(Locked exits, sprinkler systems out of service, dumping of hazardous materials, unauthorized burning)
Service Level: Determine fire cause and origin of all fires responses and location by occupancy
of fire injuries/deaths.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of time fire cause and origin are
determined when an investigator is called 98%99%98%98%
-Haz-Mat and fire code compliance cases
initiated within 24 hours 100%100%100%100%
Efficiency
-Avg. time spent per fire investigation 4 hours 3 hours 3 hours 3 hours
Service Level: Provide public safety education programs.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of class participants satisfied or
very satisfied with public safety education
programs.98%99%98%98%
-Percent of College Station Citizens receiving
public safety education programs ******25%
Efficiency
-Avg. time per class.1 hour 1 hour 1 hour 1 hour
-Avg. cost per student for fire safety training.$1.00 $1.45 $1.00 $1.10
Output
-No. of participants in fire safety classes.13,747 14,809 16,000 16,000
-No. of fire safety/code compliance classes.151 260 200 200
Program Name: Community Enhancement (Code Enforcement)
Service Level: Ensure a healthy and safe community through the timely, proactive, and reactive
enforcement of property standards, codes and ordinances.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of staff time spent on proactive code
enforcement.30%59%40%40%
-Percent of calls investigated within 48 hours
of call.90%95%95%95%
-Percent of cases resolved within 90 days.98%99%99%99%
-Percent of cases resolved by voluntary
compliance.97%99%98%98%
-% of cases requiring administrative action.3%1%2%2%
Efficiency
-No. of cases resolved per code employee.3210 2958 2966 2933
-Cost per enforcement of parking violations.$2.00 $1.50 $1.10 $1.20
Output
-Total no. of community enhancement cases.9,224 12,077 12,550 13,075
-No. of premise* cases resolved.6,375 8,875 8,900 8,800
-No. of proactive cases.5,892 6,074 6,000 6,200
-No. of cases taking 90 days or more.102 26 100 100
-6,142 8,834 8,700 8,600
-No. of cases requiring administrative action.233 41 200 200
-No. of Weeds & Grass cases.2,330 2,346 2,100 2,000
-No. of Open storage cases.N/A 1,238 1,200 1,200
-No. of sanitation related cases.1,397 1,494 1,600 1,500
-No. of Junk/abandoned vehicle cases.557 196 250 250
-No. of landscape and land-use zoning cases.47 31 100 100
-No. of signs-handbills zoning cases.2,651 3,134 2,500 2,700
-No. of PITY (parking in the yard) cases.128 264 300 275
-No. of other code enforcement cases.641 473 1,000 1,000
-No. of Code Cases Referred by PD or Dev SVS.******200
-No. of Joint cases with PD or Dev SVS.******50
-No. of public information contacts.3,255 3,241 3,500 3,800
-Patrol fire lanes (days per week).6 6 6 6
-No. of parking citations per year.N/A 12,324 18,500 25,000
*Premise cases are nuisance issues like weeds and grass, junk vehicles, and litter. They also include zoning,
sanitation and drainage ordinances. ** New
No. of cases resolved by voluntary compliance.
FIRE DEPARTMENT
EMERGENCY MEDICAL SERVICE
Description & Budget Explanation:
The Emergency Medical Service division provides emergency response to medically related
emergency calls for assistance. Automatic and mutual aid agreements with neighboring entities
allows more integrated EMS response to the community. EMS operations were previously
accounted for by the Fire Suppression Division but is assigned a separate division in FY 00 to
promote increased management capabilities of this critical service.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $1,524,073 $1,760,105 $1,915,097 $1,985,205
Position Summary 29 32 31 31
Program Name: Emergency Medical Services
Service Level: Provide timely response, prompt patient assessment, quality treatment, and
transport.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of ALS response time, which consists
of dispatch to first arriving unit on scene
(Response time consist of dispatch time*,
turnout time, and drive time)
>6 38%35%34%35%
<6 62%65%66%65%
<5 42%46%45%44%
<4 23%24%24%23%
<3 7%8%6%4%
-Percent of time patient's condition remained
the same or improved during transport.98%99%98%98%
Output
-No. of ALS/BLS responses.**969/2003 942/540 980/530 975/500
-Total no. of unit responses.4,556 4,428 4,568 4,600
-Total no. of incidents.2,495 2,704 2,554 2,550
*Dispatch time is tracked in Police Department's Communication Service Level.
**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.
Service Level: Coordinate training, medical direction, and support necessary to provide timely
response, prompt patient assessment, quality treatment and transport.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Required/actual continuing education hours:
EMT-Basic 20/22 20/39 20/20 20/20
EMT-Intermediate 30/22 30/39 30/30 30/30
EMT-Paramedic 40/22 40/39 40/40 40/40
-Percent of EMS patient reports reviewed for
completeness, protocol compliance and
safety adherence.70%72%85%70%
-No. of required/actual certifications
maintained.193/227 197/235 193/227 193/225
Efficiency
-Cost per internal/external training hour.$7.43/$2.86 9.43/4.98 11.00/30.00 **
Output
-No. of EMS patient reports generated by
CSFD.2,975 3138 3,000 3,000
-No. of EMS training hours.8,240 9169 5,000 4,500
** This item will be undergoing a continuous improvement evaluation
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $329,161 $393,024 $494,831 $511,731
Position Summary 6 7 7 7
Program Name: Administration
Service Level:Provide prompt and reliable service to our customers both internal and external.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of internal customers satisfied on
customer survey.95%95%95%95%
Efficiency
-No. of output items per support staff.3,640 4,900 3,750 4,000
Output
-No. of purchase requests submitted
annually.1,478 1,700 1,500 1,500
-No. of work orders assigned annually.12,488 14,500 12,500 12,750
-No. of quarterly reports annually.4 4 4 4
PUBLIC WORKS
FACILITIES MAINTENANCE
Description & Budget Explanation:
The Facilities Maintenance Division is responsible for the maintenance of the City's office spaces and
buildings.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $856,858 $924,310 $953,495 $1,129,101
Position Summary 6 6 6 7
Program Name: Facilities Maintenance
Service Level:Maintain clean, safe, and comfortable working environment for City employees,
customers, and citizens.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey.85%95%99%87%
Efficiency
-Average response time to emergency
repairs.1 Day 1 Day 1 Day 1 Day
-Ratio of emergency repair hours to
total of all maintenance hours.3%2%10%7%
-Work orders per employee.337 337 425 400
-Total direct dollar cost/square foot of all
maintained facilities $2.65 $2.75 $2.75 $2.75
-Custodial cost per square foot.$1.19 $1.20 $1.20 $1.20
Output
-No. of Work orders annually.1,497 1,684 1,900 2,000
-Total No. of labor hours to Work orders.6,582 8,920 8,000 8,600
-Labor hrs to preventative maintenance.488 600 1,500 1,800
-No of labor hrs to maintenance projects.2,922 1,960 3,000 1,500
-No of labor hours to emergency repairs.157 172 157 170
PUBLIC WORKS
STREET MAINTENANCE
Description & Budget Explanation:
This Division is responsible for the repair and maintenance of City streets and the annual residential
street rehabilitation program. The Streets Maintenance Division also provides barricades for special
events such as bonfire, football games, parades, etc. and emergencies such as flooding, fires, ice
storms and hazardous materials spills.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $1,650,842 $2,098,089 $2,229,389 $2,108,387
Position Summary 19 19 23 23
Program Name: Street Maintenance
Service Level: Provide regular maintenance and care of city streets.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of pavement greater than or
equal to level "C"95%95%95%95%
(random sample of pavement inventory)
-Percent of pavement greater than or
equal to level "B"*N/A N/A 75%75%
(random sample of pavement inventory)
-Percent of citizens satisfied with street
condition 95%90%79%95%
Efficiency
-Cost per capita $28.00 $28.60 $28.50 $32.79
-Cost per lane mile of sealcoat $7,455 $7,420 $7,650 $7,650
-Cost per mile of overlay $26,980 $26,730 $26,980 $23,232
Output
-No. of street repair work orders 543 732 575 750
-No. of lane miles of street sealcoated 21 37 21 21
-No. of lane miles of street overlay 21 12.37 21 21
*New measure in FY '03
PUBLIC WORKS
TRAFFIC SIGNS AND MARKINGS
Description & Budget Explanation:
This division is responsible for the installation and maintenance of traffic signs and pavement
markings.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $198,014 $147,132 $146,384 $161,041
Position Summary 2 3 2 2
Program Name: Traffic Signs and Markings
Service Level: Maintain, repair, and install street signs and pavement markings to provide safe
and efficient movement of motorists, bicyclist, and pedestrian.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Missing stop sign replacement time 2 hrs 1 hrs 2 hrs 2 hrs.
-Replacement time for all other regulatory
signs 48 hrs 96 hrs 48 hrs 48 hrs.
Efficiency
-Cost per work order $155 $143 $175 $185
-No. of work orders per employee 646.5 962 450 675
Output
-No. of work orders per year 1293 758 1350 1350
-No. of stop signs replaced 273 204 200 150
PUBLIC WORKS
TRAFFIC SIGNALS
Description & Budget Explanation:
The Traffic Division is responsible for the repair and maintenance of traffic signals.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $412,427 $436,467 $447,291 $459,841
Position Summary 4 5 5 5
Program Name: Traffic Signals
Service Level: Maintain and repair traffic signals and school warning devices to provide safe and
efficient movement of vehicles and pedestrians.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage of system available 100%100%100%100%
Efficiency
-Cost per work order $218 $185 $250 $275
-Cost per intersection $2,026 $2,845 $2,500 $3,000
-Total system downtime per year 2 hrs 6 hrs 0 hr 5 hrs.
-Response time to after-hours calls 1 hr 1 hr 1 hr 1.5 hrs.
Output
-No. of maintenance and repair work orders 1,715 1,804 1,750 1,800
-No. of signal bulbs replaced 1,441 103 1,500 150
-No. of signal heads replaced & repaired 9 3 10 5
-No. of operation hours per year 584,000 525,600 584,000 525,600
PUBLIC WORKS
ENGINEERING
Description & Budget Explanation:
Engineering is responsible for managing the capital improvement program and construction
inspection of the infrastructure of private development. This includes projects such as street
construction and rehabilitation, drainage projects, water and wastewater utilities, sidewalks and
bikeways, and public facilities.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $165,827 $642,054 $705,429 $727,993
Position Summary 11 11 11 11
Program Name: Engineering
Service Level: Provide for effective and efficient use of Capital Improvement Funds,
strategic issues; and management of department function.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of identified projects controlled by
Engineering under contract 88%85%95%95%
-Percent of CIP budget controlled by
Engineering under contract 90%94%95%95%
-Percent of budgeted capital projects designed
and constructed within budget 91%100%95%95%
Efficiency
-Administrative cost per project $11,560 $13,873 $16,806 $17,166
Output
-No. of CIP projects planned.51 46 41 42
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $281,716 $283,017 $307,536 $414,272
Position Summary 5 5 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 FY 00 FY01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Cost per capita per year for flood damage to
structures (target not to exceed $2.00)$0 $0.00 $0 $0
Efficiency
-Cost per mile of right way mowing $111.20 $108.00 $117.30 $121.30
-Cost per mile of herbicide $0.29 $0.42 $0.51 $0.86
-Cost per mile of creek cleaning $78.45 $77.90 $82.62 $83.00
Output
-No. of miles of right way mowing 428 497 436.5 460
-No. of miles of herbicide 275.5 465 437.5 455
-No. of miles of creek cleaned 18.29 19 18 19
PUBLIC WORKS
SANITATION
Description & Budget Explanation:
The Sanitation Division is responsible for the collection of all municipal refuse, recycling and
commercial refuse.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $3,356,566 $3,704,146 $3,960,403 $3,934,760
Revenue Summary $4,820,008 $4,148,414 $4,354,600 $4,684,060
Position Summary 32.5 34.5 35.5 36.5
Program Name: Residential Collection
Service Level: Provide residential solid waste collection to College Station citizens.
Performance Measures FY 00 FY01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of missed collection reports per week 0.23%0.15%1.00%1.00%
Efficiency
-No. of labor hours per ton of household
garbage 1.42 1.68 1.58 1.7
-No. of labor hours per ton of bulky waste 3.2 4.17 4.86 4.9
-No. of labor hours per ton of Clean Green 5.91 4.08 6.46 6.5
-Cost per ton of household garbage $73.28 $81.27 $77.52 $80.00
-Cost per ton of bulky waste $164.89 $202.07 $238.32 $240.00
-Cost per ton of Clean Green $305.46 $197.96 $316.82 $320.00
-Residential monthly rate $10.20 $10.70 $10.70 $11.20
Output
-No. of household tons collected 9,371 9,045 9,980 10,500
-No. of bulky tons collected 3,667 4,007 3,576 4,000
-No. of Clean Green tons collected 1,961 2,562 1,685 2,500
Program Name: Residential Recycling
Service Level: Provide residential recycling collection to College Station citizens.
Performance Measures FY 00 FY01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of Residential Municipal Solid Waste
(MSW) diverted annually 23.60%25.12%22.00%22.00%
-Participation rate 50.08%N/A N/A N/A
-Lbs. Collected per household N/A 13.22 14.5 15
Efficiency
-Cost per ton, recycling $126.31 $212.39 $197.55 $200.00
-Revenue per ton, recycling $24.67 $41.21 $36.67 $40.00
-Net cost per ton, recycling (cost-revenues-
avoided disposal costs)$102 $147.67 $137 $160
Output
-No. of tons collected, recycling 1,129 978 1,107 1,300
-Avoided landfill costs $22,983 $22,983.00 $26,004 $27,000
Program Name: Commercial Collection
Service Level: Provide sanitation to College Station businesses and apartments.
Performance Measures FY 00 FY01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of missed collection reports 0.076%0.028%1.000%1.000%
-Percent of customers satisfied with service N/A N/A 87%90%
Efficiency
-Labor-hours per ton 0.80 0.77 1.00 1.00
-Cost per ton $41.70 $37.25 $38.60 $40.00
Output
-No. of tons collected 30,951 31,376 31,860 33,000
PUBLIC WORKS
FLEET
Description & Budget Explanation:
The Fleet Services Division is responsible for the care and maintenance of all vehicles and
equipment in the City fleet.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $1,026,095 $1,253,123 $1,122,362 $1,104,029
Position Summary 14 15 15 15
Program Name: Fleet Services
Service Level:Provide prompt, reliable maintenance service at cost effective rates.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Vehicle downtime.5%5%5%5%
-% satisfied on customer service survey.85%91%90%85%
Efficiency
-Percent of repairs requiring rework.1%1%1%1%
-Mechanic efficiency percentage.78%72%78%75%
Output
-No. of vehicles per mechanic.50 43 45 44
-No. of hours logged to work orders.11,345 11,483 11,500 12,000
-Shop rate per hour.$45.00 $51.00 $49.00 $50.00
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY
OPERATIONS
Description & Budget Explanation:
The Brazos Valley Solid Waste Management Agency is responsible for the operation of the Rock Prairie
Road Landfill, a regional landfill serving the Cities of College Station and Bryan, Texas A&M University
and the 19 surrounding counties.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary N/A $3,424,068 $4,953,589 6,512,810$
Revenue Summary N/A $5,098,000 $5,772,710 5,843,280$
Position Summary 22.5 26.5 26.5 25.5
Program Name: Operations
Service Level:Provide Landfill disposal services to the Cities of College Station and Bryan,
Texas A&M University and the surrounding counties.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
- In compliance with TNRCC regulations.YES YES YES
Efficiency
-No. of labor hours per ton of waste received at the 0.1904 0.1889 0.19
landfill for disposal.
-Cost per ton of waste received at the landfill $11.32 $12.02 $12.00
for disposal.
Output
-No. of tons diverted from landfill disposal to be 25,000 25,000 25,000 25000
reused or recycled.
(i.e.. Clean concrete, white goods, clean soil)
-Landfill Density survey results (lbs. per CY)1,400 1,400 1,400 1350
ELECTRIC FUNDS
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $27,343,156 $36,534,511 $34,817,929 $35,479,678
Revenue Summary $64,796,393 $44,315,462 $45,934,000 $47,759,000
Position Summary 54.5 59.5 59.5 58.5
Program Name: Electrical Division
Service Level: Provide reliable electric service to the citizens of College Station.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Total % of time customer will be with
power for the previous 12 months 99.99%99.99%99.99%99.99%
-Avg. outage time in min. experienced
per interruption (CAIDI)48.94 33.26 30.00 25.00
-Avg. number of outages experienced
per customer (SAIFI)1.64 1.22 1.00 0.75
Output
-Number of residential job orders consisting
of temporary services installed and removed,
conduit installation and service conductor 1,740 1,825 1,942 2,000
-Number of primary conductor in ft. installed 110,849 116,168 180,000 130,000
-Number of customer service job orders
consisting of trouble calls, street and security
light repairs, and customer concerns 2,022 2,079 2,144 2,200
-Number of commercial electric revenue
meters tested 2,281 2,438 2,300 1,750
-Number of residential electric revenue
meters tested 1,222 2,473 2,600 2,000
-Estimated average revenue savings $38,938 $100,933 $66,773 $53,448
Service Level:Provide education and incentives to increase existing and new home efficiencies in
College Station
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Number of certified Good Cents homes
and high efficiency air conditioner
replacements for fiscal year 348 318 365 360
-Annual kW. Avoided/reduced 738 668 766 756
-Cumulative avoided/reduced kW based
on 10 yr. equipment lifespan 23,260 27,933 33,299 38,591
-Number of on-site energy audits performed
on commercial and residential 112 129 130 140
-Annual estimated savings to customer $151.33 $123.73 $199.94 $200.00
WATER FUND
WATER OPERATIONS
Description & Budget Explanation:
The Water Operations Division is responsible for the supply and delivery of water.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $3,526,296 $3,162,647 $3,965,853 $3,883,810
Revenue Summary $7,966,361 $9,899,321 $9,256,000 $9,508,000
Position Summary 32.5 31 31 31
Program Name: Water Distribution
Service Level: Provide reliable water service to the citizens of College Station.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Average customer outage duration in
minutes for the previous 12 months.**22.8 20
-Average outage time in hours
experiences per interruption.**2 2
-Average number of outages experienced
per customer.**0.19 0.2
-Compliance with all regulatory requirements.N/A 100%100%100%
-Compliance with all water quality
monitoring requirements.N/A 100%100%100%
Efficiency
-Maintain O & M cost within +/- 10%
of $0.92 per 1,000 gal.*$0.90 $1.00 $0.92
-Percent of unaccounted water
(Industry average of unaccounted water 10.1%)N/A 7.80%<10%<10%
Output
-Number of new services completed.N/A 1,289 1,440 1,560
-Number of water meters tested.N/A 893 950 1,025
*New for FY03
Service Level: Provide education and incentives to increase awareness of water and wastewater system,
and reduce overall per capita consumption.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage of customers aware of annual
Drinking Water Quality Report.
(measured by customer survey)N/A N/A N/A 60%
-Annual per person (capita)
water use per day.N/A 140 149 148
-Avoided water and wastewater consumption
through water conservation curriculum (million gallons)N/A N/A 0.733 2.2
Output
-Number of Drinking Water Quality Reports
mailed to customers.N/A 22,500 23,285 25,000
-Number of students trained in water conservation
curriculum.N/A N/A 76 225
-Total number of customers contacted through all
education programs.N/A 5,162 6,000 7,000
WASTEWATER FUND
WASTEWATER OPERATIONS
Description & Budget Explanation:
The Wastewater Operations Division is responsible for the collection and treatment of wastewater in
the City.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $2,856,228 $2,687,809 $2,987,297 $3,467,984
Revenue Summary $6,878,576 $7,365,272 $7,951,000 $8,520,000
Position Summary 34 38 38 38
Program Name: Wastewater Collection
Service Level: Provide reliable wastewater service to the citizens of College Station.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Average customer stoppage duration in
minutes.**76 65
-Average number of stoppages experienced
per customer.**0.015 0.01
-Compliance with all Regulatory requirements.N/A 100%100%100%
-Compliance with all water quality
monitoring requirements.N/A 100%100%100%
-Compliance with all permit reporting requirements.N/A 100%100%100%
Efficiency
-Maintain O & M cost
(within +/- 10% of $1.38 /1,000 gal.)N/A $1.21 $1.19 $1.38
Output
-Number of new services completed.N/A 1,139 1,400 1,540
*New for FY03
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
ADMINISTRATION
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $360,398 $430,417 $401,827 $506,328
Position Summary 6 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 FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on internal service survey.85%99%96%90%
Efficiency
-Communication requests per staff
member. (3)92 136 70 90
- MIS/GIS requests per staff member. (3)709 863 667 700
-No. of requests resolved by Action Center. (3)N/A N/A 400 400
Output
-No. of Communication requests processed.273 407 400 400
-No. of MIS/GIS request processed.2,126 2,590 2,000 2,100
-No. of requests resolved by Action Center.N/A N/A 1,200 1,200
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
MANAGEMENT INFORMATION SERVICES
Description & Budget Explanation:
The Management Information Services Division is responsible for the maintenance of the City’s
microcomputers, mid range computers, networks, operating systems, application software, and
networking software.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $1,404,627 $1,637,780 $1,672,648 $1,749,718
Position Summary 15 15 15 14
Program Name: Management Information Systems - MIS
Service Level:Provide professional and helpful customer service to city computer users in all City Departments.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on annual customer survey N/A 87%94%80%
-Problem resolution/repair of computer
systems percent within one business day.92%92%90%90%
-No. of service/repair calls.N/A 2,330 2,500 2,500
-Percent service calls for priority one
applications closed within 4 hours.100%100%99%99%
-Non-Problem request for service N/A 844 700 700
Efficiency
-Public Safety Dispatch System up-time
7 days/week, 24 hrs./day 100%100%99%99%
-Midrange systems and wide area networks
up-time, 5 days/week, 9 hrs./day 100%99%98%99%
Output
-No. of hrs. of up-time for Midrange
systems/applications 15,534 52,469 53,496 53,388
-No. of hrs. of up-time for WAN
Servers/applications 64,284 72,526 85,596 85,893
*Internal survey not done for this year
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
GEOGRAPHIC INFORMATION SYSTEMS
Description & Budget Explanation:
This Division is responsible for the development and maintenance of the Geographic Information System (GIS).
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $189,746 $190,390 $200,433 $198,519
Position Summary 2 2.5 2.5 2.5
Program Name: Geographic Information Service - GIS
Service Level:Design, implement, provide, and maintain up-to-date, geographically accurate and
complete coverage’s with associated attribute information for all City departments.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on internal survey.87%92%94%80%
Efficiency
-Percent of coverage’s completed.40%45%43%43%
Output
-No. of maps produced.1,540 1,925 1,700 1,800
Input
-No. of mapping elements added or updated.45 62 40 40
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
COMMUNICATION SERVICES
Description & Budget Explanation:
The Communication Services Division is responsible for maintaining the city’s telecommunications
infrastructure. This includes the telephone and radio systems of the City. These systems are crucial
to areas including Public Safety, Public Utilities, and Public Works.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $497,193 $573,052 $537,305 $592,776
Position Summary 5 5 5 6
Program Name: Communications
Service Level:Provide professional and helpful customer service to City staff requiring phone,
radio, and cable needs.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of emergency work orders
responded to within 2 hours.100%100%98%98%
-Percent of routine work orders responded
to within one business day.97%97%95%95%
-Percent satisfied on survey.94%85%85%85%
Efficiency
-No. of work orders per staff annually.287 273 280 280
Output
-Total number of work orders.1,433 1,366 1,400 1,400
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
PRINT /MAIL
Description & Budget Explanation:
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,
and sign making.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $301,088 $365,195 $330,742 $314,622
Position Summary 5 5 5 5
Program Name: Print/Mail
Service Level:Provide professional and helpful customer service to City staff requiring printing
and design needs, mail guidance,and signs.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-% satisfied on annual customer survey.85%97%99%80%
Efficiency
-% of incoming mail delivered within 24 hrs.100%100%99%99%
-% of print work orders completed within
5 days.97%96%90%90%
-No. of annual print work orders per staff.734 571 600 600
Output
-No. of printing services work orders.2,202 1,710 1,800 1,800
-No. pieces of outgoing mail (w/o utility bills).243,822 230,601 220,000 220,000
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
UTILITY CUSTOMER SERVICE
Description & Budget Explanation:
The Utility Customer Service Division is responsible for connecting and disconnecting water and electric meters
reading those meters and provide billing and collection services for the city to all customers of electric, water, sewer,
sanitation and drainage services.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $1,306,484 $1,403,995 $1,467,259 $1,688,375
Position Summary 29.5 30.5 30.5 30.5
Program Name: Utility Customer Service
Service Level:Provide exceptional customer service to support the delivery of electric, water,
sewer, sanitation, and drainage services to the citizens of College Station.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on citizen survey.93%93%88%90%
Efficiency
-No. of customers per day per walk-up
employee.84 77 70 71
-Annual number of processed bills per
employee.16,018 16,545 16,300 16,400
-Cost per bill.$3.85 $4.04 $4.25 $4.50
-Percent of bad debt expense annually.0.1%0.30%0.5%0.5%
Output
-No. of incoming calls.79,741 79,747 82,000 82,000
-No. of bills annually.328,365 339,169 341,000 346,000
-No. of payments.369,001 379,439 392,000 398,000
-No. of walk-up customers.63,261 67,369 62,000 64,000
-No. of service orders.73,002 78,411 70,000 72,000
Program Name: Meter Service
Service Level:Provide timely connection and disconnection of electric and water services.
Maintain service installations to ensure accurate recording of utility consumption.
Obtain accurate and timely readings for all electric and water meters.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Same day service percentage.99.99%99.99%99.99%99.99%
-Read accuracy percentage.99.97%99.96%99.94%99.96%
Efficiency
-No. of completed service orders per person.24,193 24,175 25,500 26,000
-No. of completed routine checks of electric
meters per person annually.1,118 1,306 1,400 1,450
-No. of meters read daily, per person.351 366 385 400
-Cost per meter read $0.31 $0.34 $0.35 $0.40
Output
-No. of service orders completed.48,385 48,350 49,000 50,000
-No. of meters/readings checked out.2,236 2,612 2,800 3,000
-No. of theft/tampering incidents discovered.15 7 20 20
-No. of utility payments taken in the field.1,098 1,445 1,400 1,450
-No. of meters read annually.482,920 501,175 510,000 520,000
Input
-No. of full-time technicians.2 2 2 2
-No. of full-time meter readers.6 5.5 6 6
-No. of full-time commercial meter readers.1 1 1 1
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 is
also performed by this office.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $277,962 $304,476 $322,568 $343,713
Position Summary 3 3 3 3
Program Name: Fiscal Services - Information
Service Level:Provide accurate and timely information to the council and staff for use in
planning, setting goals, and monitoring programs.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
- Annual internal survey
of satisfaction rate.N/A 79%88%N/A
Efficiency
-Percent of all contracts reviewed
within 2 working days of receipt.81%85%90%90%
-Percent of reports completed
within 20 working days of the 75%75%100%100%
end of the period.
Output
-No. of contracts reviewed annually.309 359 250 250
-No. of quarterly reports.4 4 4 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:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Portfolio rate of return as a percentage of
similarly weighted average maturity treasury
notes.*104%104%100%100%
Efficiency
-Percent of available cash invested.99%99%99%99%
Output
-Provide monthly market-to-market report.12 12 12 12
-Annual dollar amount of interest earned.$5,699,231 $6,414,297 $6,750,000 $6,950,000
*An index created by using a constantly maturing treasury note with a weighted average maturity
that approximated the weighted average maturity of the City's portfolio.
FISCAL SERVICES
ACCOUNTING
Description & Budget Explanation:
The Accounting Division is responsible for processing, recording, and reporting all financial transactions of the City.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $601,486 $613,895 $713,455 $738,528
Position Summary 11 10.5 11.5 11
Program Name: Accounting
Service Level:Provide accurate and timely information to customers.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Receive the Certificate of Achievement for
Excellence in Financial Reporting from
GFOA for the Comprehensive Annual
Financial Report.YES YES YES YES
-Receive an unqualified audit opinion from
external auditors.YES YES YES YES
-Satisfaction rate on annual customer survey.95%93%90%90%
Efficiency
-Percent of month-end transactions
recorded by the 10th business day of each
month.97%87%95%95%
-Submit CAFR to GFOA by March 31 YES NO (A)YES YES
-Complete financial statements by January 31 N/A NO YES YES
Output
-No. of month-end transactions recorded by
the 10th business day of each month.222 425 425 250
(a) We were granted a 30 day extension.
Service Level:Process and record all financial transactions for the City in an accurate,
efficient, and timely manner.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of vendor invoices paid within 30 days
of invoice date.89%93%90%90%
-Receive an unqualified audit opinion from
external auditors.YES YES YES YES
-Satisfaction rate on annual customer survey.95%93%90%90%
-Percent of completed general ledger
reconciliations and updated within 30 days of
the period close date.60%81%90%90%
-Ratio of correcting journal entry transactions
to total journal entry transactions.0.39%0.34%<1%<1%
-Percent of billable EMS reports entered into billing
system within 2 business days of report received.N/A N/A N/A 90%
Efficiency
-No. of A/P transactions per person.25,861 23,671 25,000 36,000
-No. of journal entry transactions per person.239,674 281,916 240,000 318,000
-Admin. cost per A/P transaction.$2.60 $3.03 $2.20 $3.25
-Admin. cost per A/P check.$6.41 $6.54 $8.06 $7.98
-Admin. cost per vendor invoice.$3.78 $4.52 $3.05 $7.98
-No. of payroll checks per person/dollar
amount per check.13,459/$2.85 23,573/$3.18 36,000/$2.88 22,150/$5.47
-Accounts receivable collection rate.93%94%90%90%
-No. of billing transactions per person/dollar
cost per transaction.14,296/$1.08 15.474/$2.33 13,000/$1.76 13,100/$3.21
-No. of cash receipts per person/dollar cost
per transaction.33/234/$2.50 31,919/$1.00 32,000/$0.48 32,430/$0.87
-No. of reconciliations per person.582 599 560 600
Output
-No. of A/P transactions.52,433 47,342 50,000 54,000
-No. of journal entry transactions 239,674 281,916 240,000 318,000
-No. of correcting journal entry transactions 932 951 850 375
-No. of A/P checks.21,277 (c)21,913 18,000 22,000
-No. of vendor invoices paid.36,094 31,731 36,000 22,000
-No. of payroll checks.26,918 23,573 23,000 22,150
-Amounts collected.$8,433,405 $8,916,252 $8,000,000 $7,750,000
-No. of billing transactions.14,296 15,474 13,000 13,100
-No. of cash receipt transactions.33,234 31,919 32,000 32,430
-No. of general ledger reconciliations.582 599 560 600
-No. of billable EMS reports entered into the
billing system.N/A N/A N/A 2,700
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $227,362 $238,304 $265,881 $283,949
Position Summary 4.5 4.5 4.5 4.5
Program Name: Purchasing
Service Level:Acquire quality goods and services in a timely and efficient manner within
legal parameters for continued City operations.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Satisfaction percentage on annual survey of
departments.N/A 80%80%80%
-Satisfaction percentage on annual vendor
survey.92%N/A 90%N/A
-Percent of total expenditures done through
cooperative purchasing agreements.5%6%10%8%
-Percent of City's purchase transactions
processed through field purchase orders
and procurement cards.94%94%90%94%
-Percent of City's dollars handled through the
purchasing department for commodities
and services.90%94%90%92%
-Percent of total dollars utilizing blanket
contracts.15%14%15%15%
-Percent of active suppliers accounting for
80% of City expenditures.*4%20%7%10%
Efficiency
-Average cost per purchase order.$156 $207 $250 $225
Output
-Total dollar value of all City purchases.$51,399,638 $60,022,775 $55,000,000 $60,000,000
-No. of cooperative agreements in which
the City participates.8 9 15 10
-No. of FPO’s and procurement card
transactions processed by departments.22,235 18,625 20,000 23,000
-Dollar value of P.O.’s processed by
Purchasing staff.$46,400,543 $56,236,239 $50,000,000 $50,000,000
-No. of the following purchasing activities:**
one-time bids 85 77 75 80
annual bids 34 23 30 35
formal contracts/agreements 250 212 200 225
-Total Number of active suppliers 3,052 2,618 3,000 3,000
*% of active suppliers accounting for 90% of City expenditures is being changed to 80%.
**The 77th Texas Legislature increased the competitive bidding limit to $25,000.
Service Level:Effectively and efficiently manage and dispose of surplus assets to obtain
the greatest value for the City.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage of all surplus disposed within 6
months of being identified as surplus.100%100%100%100%
Efficiency
-Recovery Percentage on surplus property.20%20%20%20%
-% of original value of heavy equipment and
vehicles recovered through disposal methods.22%23%25%25%
Output
-Net amount received after expenses of
disposition.$169,166 $465,283 $250,000 $250,000
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $131,082 $124,423 $164,062 $247,685
Position Summary 2.5 2.5 2.5 3
Program Name: Claims
Service Level:To manage and process claims in the most cost effective manner providing maximum cost
control to the City.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Average cost paid per claim:
Auto Physical Damage ***(City)
Auto Liability Property Damage ***(3rd Party)
Auto Liability Bodily injury ***(3rd Party)
General Liability Property Damage ***(3rd Party)
General Liability Bodily Injury ***(3rd Party)
Workers Compensation Medical Only ***(City)
Workers Compensation Lost Time ***(City)
-Average subro claim collected:
SUBRO ***(City)
Efficiency
-Net closing ratio:***100.0%
APD% ***100.0%
ALPD%***80.0%
ALBI%***100.0%
GLBI%***80.0%
WCMO%***85.0%
WCLT%***85.0%
SUBRO%***100.0%
-Total P/C Fund Claim Payments.***$000,000
-Total W/C fund claim payments.***$000,000
-Total subrogation collected.***$000,000
Output
-No. contracts reviewed.***(TBD)
-No. insurance certificates reviewed.***(TBD)
-No. CRC attended.***(TBD)
-No. training classes/materials provided.***(TBD)
*These measures are being developed at this time.
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $514,793 $594,841 $881,778 $738,971
Revenue Summary $1,393,505 $1,796,203 $1,796,000 $1,903,110
Position Summary 11 12.5 13.5 14
Program Name: Case Maintenance
Service Level:Provide quality service while providing the City with administration for cases
filed for enforcement of Class C misdemeanors.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Input
-Total number of new cases.N/A N/A 48,000 35,000
Effectiveness
-Percent of citizen survey respondents rating
Court personnel as somewhat or very
courteous.85%91%85%85%
-Percent of citizens survey respondents rating
Court personnel as somewhat or very
knowledgeable.89%93%85%85%
Efficiency
-Percent of cases disposed.N/A N/A 90%90.0%
Output
-No. of cases disposed.N/A N/A 43,200 $36,000
-No. of non parking citations processed.26,500 30,590 29,500 18,987
-No of parking citations processed.14,400 13,407 15,000 12,000
-No. of failure to appear cases processed.3,500 4,221 4,500 3,200
-No. of walk-in customers 18,000 30,000 25,000 20,000
Program Name: Case Information/Processing
Service Level:Provide public with accurate information regarding their dealings with the court.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of payments processed within
48 hours received through the mail.77%98%100%100%
-Percent of bonds processed the same day
received from the jail.98%98%98%98%
-Percentage of pled cases processed at the
front window and through correspondence.N/A N/A 90%90%
-Percentage of pled cases processed in walk-in
arraignment.N/A N/A 10%10%
Efficiency
-No. of payments processed by mail per
worker hour.9 9 9 9
-No. of bonds, received from the jail,
processed per worker hour.5 5 5 5
-Collection Rate 40%35%55%60%
Output
-No. of bonds received from jail 1,500 1,652 1,800 550
-No. of pieces of mail received 18,000 24,131 22,000 15,000
-Amount Collected $2,180,000 $3,500,000 $2,350,000 $2,350,000
Program Name: Hearing Process
Service Level:Maintain effective and efficient court procedures in order to earn a high level of
public confidence.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of case paperwork prepared with
notification to all parties ready at least 3
weeks prior to trial.95%95%95%95%
Output
-No. of contested cases set.3,630 5,573 3,800 2,300
-No. of summons issued.336 941 650 400
-No. of subpoenas issued.184 982 650 400
GENERAL GOVERNMENT
CITY SECRETARY
Description & Budget Explanation:
The City Secretary's office maintains archival records for the City of College Station, including ordinances
resolutions, council meeting packets, and council and committee agendas and minutes. The City
Secretary's office is also responsible for records of cemetery ownership, birth and death certifications,
and a vast array of other council related information. This office also presides over local elections.
In addition, the City Secretary coordinates the membership of several boards and committees made up
of College Station residents who volunteer their time to improve and maintain the College Station
community.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $270,928 $286,298 $297,209 $311,439
Position Summary 4 4 4 4
Program Name: Council Support
Service Level:Provide coordination and timely administrative support to the Council and Mayor.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Council satisfaction:
CSO immediate response to questions 90.0%90.0%90.0%90.0%
-Satisfaction rate on coordination and
administration functions on Council survey.90.0%90.0%90.0%90.0%
Efficiency
-No. of staff hours per Council packet.48 20 20 20
-No. of Mayor's special events.20 72 20 20
-No. of proclamations created.55 60 54 54
-No. of Mayor and Council appointments scheduled.610 362 395 395
Program Name: Public Records and Information
Service Level:To maintain and provide public information in an efficient manner.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of customers satisfied on annual
customer survey.98%98%98%98%
-Percent of Vital Statistics reported to
State accurately.99%99%99%99%
Efficiency
-Avg. time per death record request processed.20 min 20min 20 min 20 min
-Avg. time per birth record request processed.10 min 10 min 10 min 10 min
-No. of birth and death records reported to
State Health Dept.800 909 900 900
-No. of birth certificates from hospital.966 655 700 700
-No. of birth certificate request processed.875 603 500 500
-No. of death certificate request processed.2,000 1,959 2,000 2,000
-Median No. of days for open records request
to be completed.3 3 3 3
-No. of open records request received.250 147 250 250
-No. of ordinances filed.38 49 50 50
-Total No. of records processed.2,988 2,659 2,750 2,750
-Avg. No. of public notices posted/month.18 22 25 25
-No. of Cu. Ft. records boxes authorized
for destruction.200 boxes 225 boxes 325 boxes 325 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 Council. The City Manager’s Office also involves providing the overall
management philosophy and direction to the organization. The Community Relations Program is also part of
the City Manager’s Office. This program provides citizens with the opportunity to learn about and take part in
their local government. Teen Courts, Citizens University, FRIENDS Mentors, and the Municipal Volunteer
Program are some of the projects run by Community Relations.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $450,752 $585,206 $662,120 $648,082
Position Summary 6.5 6.5 7.5 6.5**
**1.5 positions in Community Programs
Program Name: Administration
Service Level:Facilitate communication between the Council, citizens, and staff on City related
matters.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Overall satisfaction with City services on
Citizen Survey.90%91.5%92%95%
-Number of items removed from consent
agenda for clarification.>5%5.6%>3%>5%
-Maintenance of City of College Station bond
rating.A1/A+Aa1/AA-Aa1/AA-Aa1/AA-
Efficiency
-Percent of Strategic Plan implementation plans
completed on or before final milestone.<5%82%100%N/A
-Percent of Council packets that go out on time
with all supporting documentation.N/A 86%100%100%
Output
-No. of meetings w/CSISD.4 4 4 4
-No. of meetings with City of Bryan/Brazos Co.12 12 12 12
-No. Of meetings with Chamber of
Commerce/Econ Development Corp.4 4 4 4
-No. of Monthly City Manager’s Reports
published.12 12 12 12
-No. of Council Updates written.24 22 24 24
-At least one retreat with Management Team
annually.YES YES YES YES
-Review Strategic Plan w/City Council on
semi-annual basis.YES YES YES YES
* The first bond rating is from Moody’s and the second bond rating is from Standard’s & Poor’s
**Standard Response Time - depending upon type of complaint, average three to five business days.
Program Name: Community Programs
Service Level:To provide programs that will encourage two-way communication and better
understanding and involvement between city government and the community.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Maintain a 8% or less recidivism rate within
one year of Teen Court completion.2%13%8%8%
-Maintain at least a 95% satisfaction rate with
Citizen University.100%100%100%100%
Efficiency
-Annual cost per Citizen University participant.$142 $90 $125 $140
-Annual est. saving to city through use of
volunteers.$81,202 $57,162 $60,000 60,000
Output
-Annual # of Teen Court Completions 59 48 60 75
-Annual # of Citizen University students
completing the program.24 23 24 24
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $516,676 $550,919 $631,628 $644,991
Position Summary 8 8 7.75 7.75
Program Name: Legal Department
Service Level:Provide in-house legal services to the City Council, staff, and boards and
commissions; to maintain cost efficiencies in protecting the City from threatened
or actual litigation; and effective preventative/proactive legal services.
GENERAL GOVERNMENT
HUMAN RESOURCES
Description & Budget Explanation:
The Human Resources Department is responsible for helping hire and retain the most suitable
candidate, within available resources, for each position, providing the City with a highly motivated,
well trained and efficient staff. The areas of selection and recruitment, employment, benefits,
compensation, training and development, and employee relations are all administered by Human Resources.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $377,225 $358,754 $408,215 $421,920
Position Summary 5.5 5.5 5.5 5.75
Program Name: Compensation and Benefits
Service Level:Provide a competitive, quality benefit and compensation plan.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of employees satisfied with claims
handling.82%48%70%75%
-Percent of Health providers satisfied with
claims processing.90%79%90%90%
-Pay-related turnover rate.4%3%2%2%
-Number of skill increases.226 340 250 200
-Number of competency increases.99 95 110 115
-Number of performance increases.N/A 94 225 300
-Number of employees receiving more than
one skill increase.N/A 79 100 50
-Exempt employee % from midpoint.N/A 7%7%4%
-Non-exempt employees % from midpoint.N/A 11%10%8%
-Percent of employees participating in
Tuition Reimbursement.N/A 5%17%17%
-Percent of employees participating in
Vision Reimbursement.N/A 27%N/A 17%
Efficiency
-Premium cost paid by City per employee $327.00 $416.00 $393.00 $270.00
-Insurance claims cost per employee on
optional plan.$15.53 $17.64 $25.00 $20.00
Output
-Number of positions salary surveyed.60 84 80 90
-Number of salary surveys responded to.78 37 25 40
-Number of positions reviewed.14 4 10 10
Program Name: Training/ Development
Service Level:Provide training and communication to city staff to develop quality service delivery.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Satisfaction rate from training participants.95%95%95%95%
-Satisfaction rate from managers of training
participants.86%77%*90%95%
Efficiency
-Total cost of in-house training per employee.$19.26 $52.43 $22.00 $30.00
-Cost per employees participating.$18.52 $39.00 $20.00 $100.00
-No. of development hours per program.3 4 4 8
Output
-Total contact training hours.4,436 5,403 5,500 7,000
-No. of employees participating in training.728 941 1,000 1,000
-Total training programs completed.*35 56 50 40
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:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of open jobs requested posted within
24 hrs.98%N/A 98%99%
-Percent of time completed applications are
available on the closing day of the posted job.99%N/A 99%100%
-Number of ads placed in local paper N/A N/A 50 50
-Number of ads placed in other papers or
publication.N/A N/A 15 20
-Annual turnover rate 16%12.62%14%18%
Efficiency
-Percent of posted jobs that were tested.32%23%20%20%
-No. of applications received per posted
position.25 25 25 30
Output
-No. of applications processed.3,970 4,800 4,000 4,000
-No. of posted jobs that were tested.40 42 25 25
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $208,624 $263,508 $275,735 $302,735
Position Summary 4.5 4.5 4.5 4.5
Program Name: Budget Preparation, Monitoring and Review
Service Level:Prepare, monitor and review all aspects of the annual budget.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of annual actual expenditures of
budget.92%87%97%97%
-Percent of respondents satisfied or very
satisfied with services provided by Budget
Office.86%88%95%95%
Efficiency
-Time per budget adjustment.3 days 7 days 3 days 3 days
-Time per budget analysis project.5 days 7 days 5 days 5 days
Output
-No. of budget and contingency transfers
processed.N/A 22 30 35
-No. of budget amendments processed.2 2 2 2
-No. of budget analysis reviews completed.10 7 15 20
Program Name: Strategic Planning
Service Level:Coordinate organizational review functions to improve the performance of the
organization.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of departments surveyed satisfied or
very satisfied with Strategic Planning Services.N/A N/A N/A 90%
-Percent of implementation plans completed
on schedule.N/A 70%90%90%
Efficiency
-Development Time per Department 5 year
plan.N/A 8 months N/A 6 monthes
Output
-Number of Department 5 year Plans
complete.0 0 5 25
-Number of Strategic Plan implementation
plans.23 75 81 52
-Strategic Plan Updates completed.N/A 5 4 4
Program Name: Organization Review and Improvement
Service Level:Conduct organizational review functions to improve the performance of the
organization.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of departments surveyed satisfied or
very satisfied with organizational review.82%88%89%90%
-Pecent of departments satisfied or very
satisfied with continuous improvement
assistance provided by the Budget Office.N/A 86%90%90%
-Percent of organizational reviews conducted
resulting in marked improvement in process.N/A N/A N/A 100%
Efficiency
-Cost per review conducted.$10,000 N/A N/A $10,000
-Percent of review cost covered by cost savings
or new revenues.60%N/A N/A 60%
Output
-No. of organization reviews conducted.2 0 0 4
-No. of process improvement teams.5 7 5 7
GENERAL GOVERNMENT
PUBLIC COMMUNICATIONS & MARKETING
Description & Budget Explanation:
The Public Communications & Marketing Division is responsible for providing information to the
public and the media in a timely and accurate way and for providing assistance to departments
on developing marketing strategies and campaigns. Additionally, this division is responsible for
supporting and assisting with community relations events and activities.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $158,525 $174,536 $223,547 $254,736
Position Summary 2 2 2 2
Program Name: Public Information Function
Service Level: Provide factual, timely, and understandable information to College
Station households and the local news media
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on household survey 74%77%80%80%
-Percent of media satisfied on survey 94%94%95%95%
Efficiency
-Avg. cost of providing public information per
message $0.270 $0.024 $0.400 $0.400
Output
-Total number of messages sent 7,380,612 7,346,791 7,000,000 7,000,000
Program Name: Marketing/Advertising/Special Events Function
Service Level: Provide marketing, advertising, and special event support to all
departments as requested
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on departmental support
survey N/A 70%75%75%
Efficiency
-Avg. number of persons attending special
events 135 172 200 200
Outputs
-No. of marketing/advertising projects annually 50 58 52 52
-No. of special events annually 34 24 45 45
-No. of persons attending annually 4,310 2,745 5,500 5,500
GENERAL GOVERNMENT
COMMUNITY DEVELOPMENT
Description & Budget Explanation:
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $505,871 $490,357 $567,916 $601,469
Position Summary 6 8.5 8.5 8.5
Program Name: Revitalization of Eligible Areas and Properties
Service Level:Provide various technical and financial assistance to promote the revitalization of
eligible areas and properties throughout the City.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Number of projects benefiting Low/Moderate Income
Families and/or neighborhoods N/A N/A N/A 100%
Efficiency
-Public Facility projects identified and funded
for parks, streets, water, sewage, and
infrastructure needs.4 4 4 7
Output
-Public facility projects completed N/A N/A N/A 4
Program Name: Public Services
Service Level:Provide a variety of health and public services to low income residents through
the funding of non-profit organizations.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of public agencies funded that deliver
services within the terms and conditions
their contract with the City.100%100%100%100%
Efficiency
-Agencies/contracts monitored per staff.8 8 8 11
-On-site monitoring visits.16 10 32 11
-Reimbursement requests reviewed.28 17 32 28
Output
-Agencies/contracts completed in
compliance with policies.8 8 8 11
The Community Development Division is responsible for providing low cost housing and public assistance through
the Community Development Block Grant and HOME Investment Partnership grant from the Department of
Housing and Urban Development. Programs include housing rehabilitation; down payment assistance; public
facility improvements; public service agency assistance; and general oversight.
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:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Applications received.*N/A 12 20 15
-Applications eligible for owner-occupied rehab program N/A 3 2 7
-Applications eligible for ORP programs N/A 6 8 4
-Down payment assistance applications
received.**N/A 65 45 30
Efficiency
-Owner-occupied Rehab program, Cost per unit.$1,473 $24,030 $25,000 $25,000
-ORP program, Cost per unit.$0*$54,504 $50,000 $50,000
-Demolition Program, cost per unit (resulting
from ORP projects or stand-alone demo’s).$1,921 $3,530 $7,500 $4,200
-Down payment assistance program, Cost per
unit. $7,202 $6,963 $7,500 $8,500
-New construction $0 $70,000 $70,000 $70,000
Lot acquisition, cost per unit N/A $12,500 $12,500 $12,500
Output
-Owner-occupied Units rehabilitated.*2 3 2 5
-Units replaced (ORP).*0 6 10 4
-Dilapidated structures demolished.97 7 12 7
-Applicants receiving homebuyer
(DAP) assistance.18 12 24 24
-Applicants receiving homebuyer
and/or credit counseling.**110 276 150 300
-New construction units developed.2 0 4 4
*Applicant will first be considered for a rehab. If the project is not feasible as a Rehab., it will be considered for the ORP.
**Applicants not eligible or able to purchase received counseling and/or referral assistance.
APPROPRIATIONS — PARKS AND LEISURE SERVICES
Parks and Recreation
Department $6,091,330
The Parks and Recreation Department is
responsible for the College Station park facilities
and recreation programs. Among the services
provided are recreation and instruction programs
for youth and adults in activities including softball,
swimming and tennis.
Also provided are programs and special events at
the Wolf Pen Creek Amphitheater and other park
locations throughout the City. The Parks
Department operates a number of special facilities
including three City-owned swimming pools and
the CSISD Natatorium.
The preceding graph illustrates the revenue
generated by the pools and the leveling off of
attendance due to facility capacity limitations.
2. PARKS AND LEISURE SERVICES $14,743,493
We will provide a large range of recreational and cultural arts opportunities.
Strategic Plan Summary:
The parks and leisure services vision statement recognizes the need for a diversity of cultural and
recreational opportunities for residents and visitors to College Station. The strategic plan addresses parks
and leisure services through the following strategies:
• We will maintain a high quality parks system.
• We will promote comprehensive programs and related facilities that target all age groups.
• We will integrate the community with a system of greenways and bikeways.
• We will promote cultural arts.
PARKS &
REC
42%
WPC TIF
16%
ARTS
COUNCIL
2%
PARKS CIP
10%LIBRARY
CIP 1%
BVSF
1%
XTRA ED
1%
PUBLIC
ART 1%
LIBRARY
5%
Pool Attendance vs. Revenue
$150,000
$200,000
$250,000
$300,000
00 01 02 03 est
80,000
90,000
100,000
110,000
120,000
130,000
Revenue Attendance
The Conference Center is operated to provide
meeting space for various groups and
organizations. The Lincoln Center is a community
center that provides clean, safe, and attractive
facilities for an assortment of activities including
youth athletics, educational programming, and
cultural events. The Lincoln Center also provides
meeting space for organizations in the community.
The Xtra Education program provides citizens of all
ages the opportunity to enhance their quality of life
through various continuing education programs.
The preceding graph illustrates the number of
Conference Center customers from 2000 to
2003 (estimated).
The Parks Operations Division maintains park
facilities, including ballfields and pool sites, through
regular mowing and maintenance projects. The
Forestry Division, through horticultural and
landscaping efforts, ensures that City property is
maintained in an aesthetically pleasing manner.
The City Cemetery is included in the property
maintained by the Forestry Division.
Fourteen SLAs are approved for the FY 03 budget.
Three SLAs have been approved for the
Recreation Division. These include funding for the
Challenger Basketball program, rental of a lift
device to facilitate hanging lights for the annual
Christmas in the Park program, and music rights
for the WPC Concert Series. Approved Special
Facilities maintenance level SLA's include $500
additional dollars for aquatics employee drug
testing, $3,000 to offset Red Cross increases in
swimming lesson fees, and $1,000 for Lincoln
Center janitorial supplies. An additional $16,000
has been included in FY 03 to provide extra
lighting at Adamson Lagoon and Thomas Pool.
Four maintenance level SLAs have been approved
for the Parks Operations budget. This includes
$1,600 for the lightening prediction system
maintenance, $6,800 to resurface three additional
athletic courts and $5,000 for additional park
lighting. The court resurfacing request will help in
meeting the park maintenance standards. Two
park enhancement SLAs are also approved. These
include $25,000 for the construction of a batting
cage and backstops at Bee Creek park for the girl's
softball program and $12,000 for the placement of
a safety fence along the North end of the soccer
fields that border Rock Prairie Road. Finally, two
maintenance level SLAs have been included in the
approved Forestry budget. These include $22,000
for maintaining the Crepe Myrtle trees that border
FM 2818, and $6,000 for the new Municipal
Court building landscape maintenance contract.
Strategic Plan 2002-2003
In accordance with maintaining a high quality
parks system, the Department of Parks and
Recreation continues to strive to meet Council
approved park maintenance standards. The goal
is achieve a ninety- percent or higher rating on
all major categories by FY06. Existing staff and
resources as well as ongoing SLAs continue to be
used to meet this benchmark.
Parks Xtra Education $122,670
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. A SLA has been
approved for an additional $13,450 in budget
authority has been included in the FY 03 Xtra
Education budget.
Parks Capital Projects $1,514,400
The approved Capital Improvement Projects
budget for parks projects is $100,000. $80,000 is
approved to continue the ongoing Lick Creek
development.
The approved CIP budget for parkland dedication
is $1,259,000 in FY 03 and includes: $168,000
for Zone 1, $20,000 for Zone 4, $170,000 for
Zone 5, $88,000 for Zone 6, $695,000 for
Woodway Park and $111,000 for Zone 10. These
projects give further indication of the City’s strong
commitment towards providing a large range of
recreational activities.
4th of July Fireworks $20,000
$20,000 is included in the approved budget for the
4th of July Fireworks display organized by the
College Station Noon Lions Club.
The Arts Council of Brazos Valley $260,400
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 offer
Conference Center Attendance
82,000
84,000
86,000
88,000
90,000
00 01 02 03 est
Th
o
u
s
a
n
d
s
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.
Representative Public Art $150,000
$150,000 from the General Fund is included in the
approved budget for representative public art in
College Station. Three pieces of representative
public art are approved next year. One is
approved to be placed in front of Fire Station #1,
one piece is approved for the Northgate area, and
one piece is approved for Wolf Pen Creek.
Library Operations $754,955
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 graph above shows circulation rates for the
library from 2000-2003 (estimated).
Library Capital Projects $75,000
The Library Services Task Force conducted a
fundraising campaign in conjunction with opening
the library. A total of $291,348 was raised.
Approximately $131,348 has been expensed. The
remainder of the funds are included in this year and
next year’s approved budgets. $75,000 from this
fund is approved for the purchase of books,
miscellaneous library equipment and furniture.
Conference Center $3,083,038
In the FY 03 approved CIP budget, $3,083,038 is
recommended for the Conference Center. These
funds will be used for the development of the
Conference Center that will be located on the
Highway 30/60 corridor in East College Station.
Wolf Pen Creek TIF District $2,403,200
District generates revenues that can be utilized in
the Wolf Pen Creek District. The budget funding is
targeted for future Wolf Pen Creek projects. In FY
03, the Wolf Pen Creek trail project, which
includes construction of a trail system in the Wolf
Pen Creek area, will continue.
Brazos Valley Sports Foundation $200,000
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.
Other $68,500
The Children’s Museum of the Brazos Valley will
receive the approved funding of $30,000. The
mission of the Children’s Museum of the Brazos
Valley is to provide a child-centered, hands-on,
interactive environment for discovery and learning
for children. These funds will be used to restore
the new location of the Children’s Museum, which
is the former Bryan City Hall building.
The African American National Heritage Society
funding is set at $34,000. This organization was
formulated to build and operate a museum in the
Brazos Valley. The goal in establishing this
museum is to cultivate a climate of awareness that
promotes an understanding of the values of African
Americans. Funding will be used to build the
museum and to purchase associated equipment.
$4,500 has been approved for the Sister Cities’
Student Ambassador Program. Sister Cities hosts
youth and adult exchanges between Bryan-College
Station and Kazan, Russia; Griefswald, Germany;
and Zuazua, Mexico. The program serves an equal
number of youth and adults in Bryan and College
Station. The appropriations will be used to
purchase insurance for international guests, travel
visas, airline tickets, van rental, and food and
entertainment for trips within Texas.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Park and
Leisure Services Vision Statement. Also
included are the budget and position
summaries for each of the divisions.
Library Circulation
0
100,000
200,000
300,000
400,000
00 01 02 03 Est
PARKS AND RECREATION
ADMINISTRATION
Description & Budget Explanation:
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $544,790 $613,300 $647,966 $591,398
Position Summary 9.5 10 9.5 9.5
Program Name: Administration
Service Level: Provide departmental administration, customer service, pavilion rentals, program
support, and design and administration for all approved capital projects, and
graphic support.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage of CIP projects initiated within
budget, specifications, and allotted time.90%95%90%90%
-Percentage of all drafting and
graphic work orders completed
satisfactorily.95%95%95%95%
-Percentage of satisfactory
City Council cover sheets.97%95%95%95%
-Percentage overall satisfied in Department
annual Citizen Survey.86%90%90%90%
Efficiency
-122 75 70 70
Output
-No. of work orders for assistance completed.212 197 210 210
-No. of CIP projects completed.11 14 11 6
-No. of CIP assistance projects. 3 1 2 1
(Landscape design).
-No. of brochures/fliers produced.113 84 115 80
-No. of pavilion rentals administered.355 340 400 350
-No. of cost centers monitored.22 19 22 22
-No. of Parks and Recreation Advisory Board
meetings supported.15 22 21 20
-No. of cost centers monitored.
-Dollar amount administered in rental,
user, and deposit fees.$32,982 $32,900 ***$52,000 $52,000
-*N/A 25 25 20No. of City Council cover sheets produced.
No. of work orders per person (Parks
Planning/divided by 3).
The Administration Division provides design and administration for all approved Parks capital improvement projects
and provides graphics support. The Division also serves as a primary customer contact point, and provides
administrative assistance to other Departments and Divisions.
Service Level: Provide adequate neighborhood and community park land for College Station Residents.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-N/A N/A 3.65 3.60
-N/A N/A 3.74 3.71
-N/A N/A
N/A N/A 67,890 70,425
Output N/A N/A
-N/A N/A 248 248
-No. of acres of community park land**. N/A N/A 254 254
The approved standard for neighborhood park
land is 3.5 acres per 1,000*.
The approved standard for commuity park
land is 3.5 per 1,000*.
Current estimated population for College
Station provided by the Development Services
Department.
*Formula:
Current population divided by 1,000 = X. Then take the current neighborhood/community park acreage (taken
from the Parks Resource Guide) divided by X to effectiveness
**Numbers taken from Parks Resource Guide.
No. of acres of neighborhood and mini park
land**.
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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $1,344,576 $1,227,139 $992,083 $1,037,498
Revenue Summary $355,304 $375,071 $236,000 $225,000
Position Summary 23 16 13 13
Program Name: Athletics
Service Level: Provide athletic programs to meet the needs and desires of citizens of all ages,
interest and skill levels; host high quality athletic events that will attract out-of-town
visitors to our community & increase the economic prosperity of the local
community through athletic events that will generate tourist dollars, assist
organizations with planning and conducting athletic events that also attract tourist
and generate economic growth in our community.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey:91%93%95%95%
Adult Softball N/A N/A N/A 95%
Adult Flag Football N/A N/A N/A 95%
Girls Fastpitch Softball N/A N/A N/A 95%
Youth Basketball N/A N/A N/A 95%
Swim Team N/A N/A N/A 95%
Youth Flag Football N/A N/A N/A 95%
Adult Volleyball N/A N/A N/A 95%
Youth Volleyball N/A N/A N/A 95%
Swim Clinic N/A N/A N/A 95%
Efficiency
-No. of adult participants City Leagues.12,574 9,480 9,000 9,000
-No. of youth participants City Leagues.2,060 1,887 2,000 2,000
-No. of participants for hosted tournaments &
serviced events.21,011 9,583 8,500 8,500
Output
-Total revenue.$192,201 $271,325 $200,000 $200,000
-No. City league athletic events. 17 22 5 5
-No. of assisted non-City league events.7 3 6 6
-No. of assisted non-City leagues.N/A N/A N/A 4
-No. of Participants in non-City leagues.N/A N/A N/A 3,150
-No. of hotel room nights generated from.
City league athletic events hosted.8,821 7584 10,500 10,000
-No. of hotel room nights generated from non-
City league athletic events serviced/assisted.480 590 1,500 1,500
Program Name: Concessions
Service Level: Meet the needs and desires of our customers and enhance our athletic and special
events through the provision of concessions in a cost-effective manner while
meeting all pertinent health regulations.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Score on Texas Dept. of Health Food
Service Establishment Inspection
Report.94%N/A 94%94%
-No. of Contracts administered.3
Efficiency
-Percentage of expenditures covered by
revenues.100%N/A 100%N/A
Output
-Total Concession Revenue.$27,299 $8,504 $20,000 $8,000
Program Name: Senior
Service Level: To meet the needs and desires of the adult and senior populations in our
community through continuing education programs, instructional and leisure
activities that encourage positive mental, physical and social development of
citizens.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage of satisfied customers on
survey.N/A 98%98%98%
Efficiency
-Total No. of Senior Citizen Programs
Offered.26 30 35 35
-Total No. of Senior Special Events Offered.N/A N/A N/A 4
-Total No. of Senior Advisory Committee
Meetings.N/A N/A N/A 11
Output
-Total No. of Senior Participants Served.950 600 600 600
-Annual Promotions in Senior Marketing
Materials.N/A N/A N/A 4
Monthly promotions in the Golden Eagle.N/A N/A N/A 12
Program Name: Programs and Special Events
Service Levels: Provide a variety of special events for the enjoyment of local citizens, and sponsor,
co-sponsor and facilitate special events that will enhance local tourism, promote
community pride, increase business revenues and increase hotel/motel sales tax
revenues. Finally, provide and assist with programs that enhance the arts through
encouragement, promotion, improvement, and application of the arts, including,
but not limited to instrumental & vocal music, dance, drama, and other arts related,
to the presentation, performance, execution and exhibition of these major art forms.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage satisfied on promoter survey.N/A N/A N/A 92%
Efficiency
-No. of participants at WPC events.26,420 20,473 30,000 30,000
-No. of participants, non WPC events.133,037 *2,245 135,000 135,000
Output
-Total programs and special events revenue.$11,688 $18,898 $16,000 $16,000
-No. of events at WPC amphitheater.11 15 22 20
-No. of City programs offered (non WPC).5 9 8 8
-No. of assisted non city programs/events.0 5 5 5
*Since there was no traffic counter utilized during the Christmas in the Park program, any participation
number used for 'drive through' traffic would be an Actual
Program Name: Kids Klub
Service Levels: Utilizing school district facilities to make after-school care for children available
for the citizens of College Station and provide the opportunity for the participants
to experience activities that will result in positive cognitive, physical, social and
emotional youth development.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on cusomter survey N/A 96%90%95%
(parents of Kids Klub participants).
-Percent satisfied on customer survey N/A 96%96%96%
(Students/participants in Kids Klub).
Efficiency
-No. of CSISD students served by N/A 732 650 675
Kids Klub.
-Maintain a counselor to student ratio of
1:12 Number of Counselors.N/A N/A N/A 9
-Conduct monthly staff development meetings.
-Prepare and distribute quarterly
newsletters.N/A N/A N/A 4
PARKS AND RECREATION
SPECIAL FACILITIES
Description & Budget Explanation:
The Special Facilities Division operates the pools, the Conference Center, the Lincoln Center,
the EXIT Teen Center, Xtra Education, and Instructions.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $1,165,818 $1,254,176 $1,975,551 $1,659,653
Revenue Summary $381,836 $384,493 $528,000 $544,800
Position Summary (FTEs)34 41.5 45 44.5
Program Name: Instruction
Service Level: To meet the needs and desires of the youth, adult and senior populations in our
community through continuing education programs, instructional and leisure
activities that encourage positive mental physical and social development of
citizens
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage of satisfied customers on survey.98%98%98%98%
Efficiency
-Total No. of Instructional Classes Offered 302 460 325 325
Percent Expenditures covered by ***N/A ***N/A ***N/A 55%
revenue in Instructions.
Percent expenditure covered by ***N/A ***N/A ***N/A ***100%
revenue in Xtra Ed.
-Total No. of X-tra Ed. Classes Offered.362 367 300 370
Output
-Revenues from Instructional activities (excl.
Xtra Ed.).$107,701 $117,838 $108,000 $120,500
-Total no. of Instructional participants.2,912 3,148 3,000 3,000
No. of Xtra Ed Catalogs distributed.***N/A ***N/A ***N/A 50,000***
-Total no. of Xtra Ed Participants.2,781 2,819 2,000 2,800
*** New for FY03
FTE = seasonal temp $71,712 / 1,50hrs / avg. hourly rate ($8.00) + 2 full-time + 6.85 FTEs
Program Name: Aquatics
Service Level: Provide the public with safe, clean, attractive, professional operation of three city owned
pools and one school owned pool for a reasonable fee. Activities include open swim,
adult lap swim, pool parties, rentals, as well as support of the swim instruction program,
comppetetive swim program, and Texas Public Pool Council.
Performance Measure:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey.99%99%98%98%
-Achieve a 80% or better on all National Pool
& Waterpark Assoc. audits.N/A***N/A***80%***80%***
Efficiency
-Percentage of expenditures covered by
revenues.43%39%40%39%
-Average annual cost per participant $5.25 $5.38 $5.70 $5.01
(as per AS400).
Output
-Revenue.$257,054 $255,342 $258,000 $233,000
-No. of customers.114,319 119,329 117,000 119,000
-National Pool & Waterpark audits.***N/A ***N/A 3***3***
-Conduct a minimum of 4 hours/ month/
guard staff safety training .***N/A ***N/A 3000 hrs***3000 hrs***
-Guard staff licensed through Ellis & Assoc.***N/A ***N/A 100%***100%***
-No. of rentals:***N/A ***N/A
Theme Parties ***N/A ***N/A 14***14***
After Hours Parties ***N/A ***N/A 224***224***
Catered Pizza Parties ***N/A ***N/A 84***84***
Pavilion Parties ***N/A ***N/A 184***184***
-Days 1 or more pools are closed
due to weather or fecal incidences.N/A**N/A**10 days**Deleted in FY03
** New for FY02.
*** New for FY03
FTE= Seasonal temp $286,989 / 1,850hrs / avg. hourly rate (6.97) + 2 full-time staff = 24.25 FTEs
Program Name: Conference Center
Service Level: Provide a clean, covenant meeting space and accommodations through excellent
customer service, at a reasonable fee for local citizens and out-of-town clients.
Needs that can be met include meeting planning, room setup, event clean up,
equipment rentals catering service coordination.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage satisfied on customer survey.98%100%98%98%
Efficiency
-Percentage of expenditures covered
by revenues.46%49%47%47%
-Average No. of customers based on
360 days of operation.243 245 236 236
Output
-Total Revenue.$124,072 $130,374 $104,000 $104,000
-No. of customers.87,372 88,239 85,000 85,000
-No. of days the parking lot is overflowing.N/A*N/A*N/A*70
-Average no. of advisory Committee meetings.N/A***N/A***N/A***9***
-Average number of rentals:
Commerical ***N/A ***N/A 420 447***
Non-Commerical ***N/A ***N/A 1,154 1377***
Political ***N/A ***N/A 6 2***
No charge City use ***N/A ***N/A 270 273***
No charge CSISD use ***N/A ***N/A 4 4***
-No. of days with customers.354 354 354 Delete in FY03
* New for FY 02.
*** New for FY 03
FTE= Seasonal temp $40,000 / 1,850 hours / avg. hourly rate (6.00)+ 3 full-time staff = 6.6 FTEs
Program Name: Lincoln Center
Service Level: Provide positive, drug-free environment where citizens and visitors can enjoy
programming for a reasonable fee. Provide clean, safe, attractive facilities for an
assortment of activities to include, but not limited to, youth athletics, educational
programming, cultural events, and meeting rental space.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage satisfied on customer survey.98%92%98%98%
Efficiency
-Cost per participant (Exp. vs Participation)$6.92 $3.91 $7.00 $4.33
Percentage of expenditures covered
by revenues.***N/A ***N/A ***N/A 5.5%***
-Staff to youth ratio.***N/A ***N/A ***N/A 10:01
Output
-Revenue.$13,649 $7,500 $14,000 $15,000
-No. of days open.357 353 357 357
-No. of athletic events.N/A*N/A*N/A*60
-No. of cultural exchanges.N/A*N/A*N/A*48
-No. of educational programs.N/A*N/A*N/A*24
-No. of memberships sold 500
-No. of participants.49,071 67,665 52,000 65,000
FTE=Seasonal temp $50,281 / 1,850 hours / avg. hourly rate (6.50)+3 full-time staff = 7.18 FTE's
* New for FY02.
Program Name: Recreation Youth
Service Level: Utilizing city-owned and operated teen centers, park facilities and resources, as well
as school and privately owned facilities and resources, to provide and make easily
accessible programs and activities for College Station's youth population that will
create positive mental, physical and social youth development.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage satisfied on customer survey.94%97%94%98%
Efficiency
-No. of Teen Center members.98 146 150 165
-No. of participants served through leisure/rec.
activities.14,967 9,834 15,000 15,000
-No. of participants served through educational
activities.2,252 1,344 2,000 2,000
-Staff to youth ratio.***N/A ***N/A ***N/A 15:1***
Output
-No. of leisure/rec. activities provided.369 157 350 320
-No. of educational programs provided.141 96 100 170
-Revenue generated through fees to
participants.$10,499 N/A $8,000 $12,000
-No. of participants.N/A***N/A***N/A***17,000***
-No. of memberships sold.N/A***N/A***N/A***165***
-No. of days Teen Center open.299 271 272 270
*** New for FY03
FTE=Seasonal temp $52,896 / 1,850 hours / avg. hourly rate (7.65)+ 1 full time staff = 4.7 FTE's
PARKS AND RECREATION
OPERATIONS
Description & Budget Explanation:
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $1,377,328 $1,399,263 $1,836,944 $1,811,281
Position Summary 31 35 35 35
Program Name: Parks Operations
Service Level:Provide a clean, safe and well-maintained leisure facilities and provide support for
recreation programs and special events.
Performance Measures FY 00 FY01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-90%91%90%90%
-Percent of overall park maintenance
standards met.N/A N/A 85.0%85.0%
Efficiency
-No. of acres per full-time employee.15.6 15.4 18.2 16
-Cost per regularly maintained acre.$3,328 $3,236 $2,971 $3,662
Output
-No. of acres regularly maintained.432.4 432.4 509.3 502.9
-No. of pavilions regularly maintained.5 5 7 6
-No. of play courts regularly maintained.29.5 29.5 32.5 37.5
-No. of athletic fields regularly maintained.31 31 37 39
-No. of park lights regularly maintained.705 705 901 879
-No. of parks mowed and trimmed.30 30 33 34
-No.of play units inspected and maintained.36 39 44 43
-No. of special event ceremonies supported.N/A N/A 0 10
The Operations Division is responsible for grounds maintenance, facilities repairs and replacements, and program
support.
Percent satisfied or very satisfied on annual
citizens' survey.
PARKS AND 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.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $672,250 $708,333 $866,652 $991,500
Position Summary 12.5 12.5 14.5 14.5
Program Name: Wolf Pen Creek
Service Level: Provide safe, well maintained special use facility.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on annual citizen survey.95%91%95%95%
Efficiency
-Cost per acre (annually).$3,321 $3,019 $3,395 $3,691
Output
-No. of sq. ft. of turf area maintained.487,781 487,781 496,000 496,000
-No. of sq. ft. of landscaped bed areas
maintained.26,000 26,000 20,000 20,000
-No. of acres on special-use facility park.21 21 21 21
Program Name: Cemetery
Service Level: Provide grounds maintenance and customer service for municipal cemetery.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on annual citizen survey.42%51.80%50%50% *
Efficiency
-Dollar cost per acre.$7,243 $7,008 $7,805 $7,300
Output
-Avg. no. of spaces sold annually.158 120 112 120
-Revenue generated from sold spaces.**$62,300 $48,000 $44,800 $72,000
-Avg. no. of burials per year.84 90 94 90
-Acres of cemetery care.18.5 18.5 18.5 18.5
** All funds go to the Cemetery Endowment Fund
* New questions are being developed that should result in a more accurate reflection of customer satisfaction for this area.
Program Name: Forestry
Service Level: Provide landscape and grounds maintenance operations for municipal buildings
and park sites, and provide support for special events, programs, and activities.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on annual citizen survey.95%91%95%95%
-No. of irrigation system
checks per year***.102 out of 720 136 of 720 447 out of 720 N/A
-Percentage of potential annual irrigation
system checks completed***.N/A N/A N/A 60%
Output
-No. of labor-hours on municipal tree care.1,911 1,353 2,800 3,800
-No. of labor-hours on horticultural
maintenance.3,015 2,632 2,300 2,800
-No. of labor-hours on irrigation system
checks, repairs, and improvements.2,593 1,989 2,700 3,700
-No. of irrigation system
checks completed***.425
-No. of labor-hours on special events.3,275 3,525 3,000 3,000
-No. of landscape sites maintained
through private contracts****.9 10 12 14
-No. of municipal trees planted*****.150
-Make application for Tree City, USA designation.NA 1
***The Forestry Activity Center goal is to complete 60% of the monthly irrigation system checks for 59 systems. This would be 425 checks
out of a potential 708 annual checks. These 59 systems are the ones the Activity Center has direct responsibility for. There are an
additional 12 systems under landscape maintenance contracts that the Activity Center may have to respond
from time to time. The contracted sites are checked monthly.
****Anticipated additions in FY 03 are the University Dr medians and the Municipal Court Building
*****For anticipated projects at WPC trails, M. Court, University Dr.
CULTURAL ARTS
ARTS COUNCIL OF BRAZOS VALLEY
Description & Budget Explanation:
The Arts Council of Brazos Valley conducts a continuing program of development, introduction
presentation, encouragement, and promotion of the arts in College Station by increasing the
availability, performance, execution and exhibition of all major art forms.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
College Station Budget Summary $235,400 $235,400 $260,400 $260,400
Program Name: Annual Grant, Mini Grant and Scholarship Programs
Service Level:To provide funding for arts related activities or non-profit organizations and
individuals.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-No. of organizations completing Grant
evaluations.25 25 25 25
-No. of people served by Arts Council of
Brazos Valley.150,000 147,000 147,000 147,000
-Increase in the number of scholarship
requests.100%100%100%100%
-Percent increase in funding.25%20%20%20%
-Increase in C. Monroe scholarship.$2,000 $1,000 $1,000 $1,000
-College Fine Arts scholarships.$2,500 $2,500 $2,500 $2,500
Efficiency
-Percent of requests funded by Annual
Grant Program.95%95%100%100%
-Amount of funds provided by Mini Grant
Program.$3,000 $1,000 $1,000 $1,000
-Percent of requests funded by College
Fine Arts Scholarship.100%100%100%100%
Output
-No. of Carolyn Munroe Scholarships.1 1 1 1
-No. of College Fine Arts scholarships.4 4 4 4
-25 23 23 23
-Amount in Annual Grants.$145,000 $105,000 $105,000 $105,000
-No. of Mini Grants approved.5 5 5 5
No. of organizations receiving Annual Grants.
Program Name: Programs (Local Color Gallery and Art classes)
Service Level:To provide educational, entertainment and exhibition programs and services
in the visual and performing arts to the community.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Annual percentage increase in values 20%20%20%20%
-No. of areas of service, procedures and
quality rated HIGH.N/A N/A N/A N/A
Efficiency
-Avg. sales per artist $150 $383 $600 $600
-No. of visitors per day.25 40 50 50
Output
-No. of Gallery visitors.2,000 3,500 7,000 7,000
-Amount in Local Color sales.$12,000 $26,800 $95,400 $95,400
Program Name: Administrative and Information Services
Service Level: To provide information, administrative support, coordination and assistance
to groups, organizations and individuals.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Annual percent increase of information
requests.N/A N/A 20%N/A
-Monthly circulation of artiFACTS.$35,000 $17,000 $16,500 $17,000
Efficiency
-No. of daily phone calls requesting
information about programs and services.75 75 100 75
-No. of artiFACTS newsletters 200,000 200,000 198,000 200,000
-Cost per newsletter.$0.04 $0.04 $0.04 $0.04
-Amount of staff time needed to complete
calendar.8 hrs/week 8 hrs/wk 8 hrs/week 8 hrs/wk
-No. of activities on monthly calendar.45 45 50 45
-No. of local and area media carriers
receiving calendars.60 60 60 60
-No. of Art Spots aired daily on KAMU-FM
reaching approximately 25,000 per airing.5 5 5 5
Output
-No. of telephone requests for information.20,000 20,000 20,000 20,000
-No. of newsletters.12 12 12 12
-No. of newsletters in circulation.20,000 16,500 16,500 16,500
-No. of artFAX sent to hotels and motels.100 50 50 50
-No. of hotels and motels.35 23 23 23
-No. of calendars.12 12 12 12
-No. of activities promoted on calendars.600 600 480 600
-No. of Art Spots recorded.300 275 260 275
-No. of group promotional spots.50 27 28 27
-No. of tickets sold.10,000 8,000 8,000 8,000
-No. of organizations represented.29 18 8 18
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
LIBRARY SERVICES
Description & Budget Explanation:
The Library is responsible for library services in Brazos County.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $600,778 $621,768 $772,822 $754,955
Position Summary 0 0 0 0
*The Library is operated through a contract with the City of Bryan, all Library staff are employed by the
City of Bryan.
Program Name: Library Services
Service Level: Provide a helpful, friendly, customer oriented library service to Brazos County
residents.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent satisfaction level of high or very high
on citizen survey.88%87.3%85%85%
-Collection Turnover Rate.4.2 5.19 4.4 4.4
Efficiency
-Collection per staff.3,919 3,928 5,000 5,192
-Library cost per capita $9.51 $10.70 $11.35 $10.94
-Circulation per capita.3.6 4.61 4.18 4.49
Output
-Circulation.228,536 313,666 280,000 310,000
-Collection size.54,861 60,339 65,000 67,500
-Reference transactions.10,807 17,906 10,800 10,800
-Number of Library visitors.100,165 100,062 105,000 110,000
EMPLOYMENT/PROSPERITY
BRAZOS VALLEY SPORTS FOUNDATION
Description & Budget Explanation:
The Brazos Valley Sports Foundation exists to develop and promote the interest, participation and
acquisition of sporting events in Bryan/College Station. The Brazos Valley Sports Foundation is
funded through the Hotel/Motel Fund.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $125,560 $150,000 $192,000 $200,000
Program Name: Sporting Events Coordination
Service Level: Promote the interest, participation and acquisition of sporting events in College
Station/Bryan
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Annual percentage increase of sports events
hosted/serviced.30%11%20%15%
-Annual percentage increase in number of
participants.28%-7%25%15%
-Annual percentage increase in number of
room nights generated.30%24%25%15%
-Annual percentage increase in memberships 23%19%25%25%
-Annual percentage of return events.40%37%15%15%
Efficiency
-Average no. of days per sport event.2.44 2.37 2.5 2.5
-No. of requests for assistance.70 65 45 45
-Average no. of rooms per night per event.484.8 491.26 500 500
-Average no. of participants per event.458 441 450 450
Output
-No. of sport events hosted/serviced.52 50 45 50
-No. of room nights generated from Sport
events hosted serviced.25,208 21,124 17,000 19,000
-Community education workshops/seminars.3 4 4 4
-No. or events posted to sports
calendar/Community Calendar.75 75 75 75
-No. of different sports serviced.19 18 15 15
-No. of memberships.53 63 60 65
APPROPRIATIONS — PLANNING AND DEVELOPMENT
Development Services $1,927,789
The Development Services Department provides
oversight for new development in the City.
Development Services works to ensure that there is
compliance with zoning, subdivision, drainage and
other ordinances. This ensures the community
develops in a manner consistent with the policies
established by the City Council. The development
process includes planning and construction
functions as well as development coordination
activities. Also involved in the development
process are other areas such the Fire Department
and the Public Utilities Department.
Strategic Plan 2002-2003
In 2003, the City will continue its commitment
to well-planned neighborhoods, accessible
greenways, bikeways and annexations. The
2003 effort will focus upon compiling various
subsidiary plans into the City's Comprehensive
Plan. Processes will also be put place to ensure
that the Comprehensive Plan be updated on a
regular and consistent basis.
Development Services has one approved service
level adjustment for FY 03. $7,500 is approved
for funding to plan and market the 2003 Brazos
Valley Regional Transportation Summit. This
summit is a regional transportation-planning forum
for elected officials and governmental staff in the
eleven county region surrounding the Bryan-
College Station metropolitan area. This is second
year of this program.
Strategic Plan 2002-2003
The Unified Development Ordinance will be
adopted in FY 03. This will update the City's
development ordinances and bring up to date
the way development occurs in College Station.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Planning and
Development Vision Statement. Also
included are the budget and position
summaries for each of the divisions.
3. PLANNING AND DEVELOPMENT $1,927,789
We will provide a well-planned community.
Strategic Plan Summary:
The strategic plan addresses the planning and development vision statement through the following
strategies:
• We will approve and implement the Unified Development Ordinance (revise and guide development
process).
• We will regularly update the Comprehensive Plan.
• We will generate an intermodal transportation action plan. (We will improve transportation).
Development
Services
100%
DEVELOPMENT SERVICES
CUSTOMER SERVICE
Description & Budget Explanation:
The Development Services Administration function is responsible for providing administrative
support to the planning, engineering, building, and development coordination.
Development Management and Review is also included within this division which is responsible
for processing, reviewing and coordinating all new public and private development within the City.
Also, many of the implementation plans within the City Council's strategic plan are managed
by Development Services.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $242,273 $481,706 $735,179 $700,336
Position Summary 5 14 12 12
Program Name: Administration
Service Level: Project development/implementation/management associated with the Council
strategic issues; and management of department function.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of City Council implementation plans 95%90%95%95%
completed within scheduled milestones.
-Percent of Council, Boards & Commission
agenda items completed within specified
deadlines.95%90%95%95%
Output
-Implementation plans led by department.5 12 11 N/A
-Council, Board & Commission items.287 350 350 370
Program Name: Development Management & Review
Service Level: Provide thorough and efficient review of zoning, development proposals, and
project review. This includes support services to the department as well as the
Planning and Zoning Commission, Zoning Board of Adjustment, and other related
committees.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of development plans reviewed
within 5 working days.N/A 75%80%80%
-Percent of staff participating in professional
training.N/A 83%90%90%
-Percent of staff reports/cover sheets
completed on time.N/A 75%80%80%
-Percent of pre-development meetings held
within 10 working days of request.N/A 96%95%95%
Efficiency
-Development cases processed per
Staff Planner.N/A 41 42 34
-Pre-development meetings conducted
per Staff Planner.N/A 38 40 32
-Staff reports/cover sheets prepared
per Staff Planner.N/A 25.3 26.7 21
Output
-Development cases processed per year.N/A 124 125 127
-Staff reports/cover sheets prepared
annually.N/A 76 80 90
-Pre-development meetings held.N/A 114 120 135
-Board, Commission, and other
committee meetings held.N/A 56 56 56
Service Level: Process all permits and inspection requests in a timely manner.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of permits/development applications
input within 1 hour.N/A 90%90%90%
-Percent of inspections input within 1 hour.N/A 90%90%90%
Efficiency
-Permits processed per Cust. Serv. Rep.N/A 1450 1475 1750
-Inspections processed per Cust. Serv. Rep.N/A 3100 3150 3500
Output
-Development related fee revenues.N/A $1.2 mil $1.2 mil $1.5 mil
-Permits processed.N/A 4,500 4,550 4,600
-Inspections processed.N/A 9,500 9,550 10,000
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. The Building Division is also responsible for enforcing the property maintenance code.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $408,990 $389,979 $395,609 $401,082
Position Summary 7 7 7 7
Program Name: Building Division
Service Level: Perform thorough and efficient building plan review, inspection services and
permit administration. Perform efficient administration of property maintenance code.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of commercial plans reviewed within 5 days.N/A N/A N/A 80%
-Percent of building inspected within one half day N/A N/A N/A 90%
hours of request.
Efficiency
-Percent of single family permits reviewed within 5 days.98%99%98%98%
Percent of single family permits reviewed within 24 hrs.95%90%90%75%
-No. of inspections per day per inspector.11 10 10 15
Output
-Multi-family and commercial plans reviewed.159 160 140 180
-Annual inspections performed.10,045 11,046 10,000 12,500
-No. of building inspections per inspector.2511 N/A 2500 3125
No. of substandard structures processed.N/A N/A N/A 10
DEVELOPMENT SERVICES
PLANNING - COMPREHENSIVE PLAN
Description & Budget Explanation:
The Long-Range and Neighborhood Planning function is responsible for maintaining, monitoring and
implementing the City's comprehensive plan. This is done in part by reviewing zoning, platting and other
development cases to ensure that development occurs in accordance with existing plans and policies. It is also
done through the preparation of small area, neighborhood and special interest plans and by participating in
regional transportation planning through the Metropolitan Planning Organization (MPO). The Division also
reaches out to the community through the Neighborhood Services Program and through educational outreach
efforts on the part of staff.
FY 00 FY 01 FY 02 FY 03*
Actual Actual Estimate Approved
Budget Summary $709,404 $647,138 $489,480 $498,673
Position Summary 13.5 10.5 6.5 6.5
Program Name: Pro-Active Long Range Planning
Service Level: Develop and administer a pro-active comprehensive planning program that includes
participation in regional, city-wide, and neighborhood and small area planning.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of plans / studies / updates
completed within budget.N/A 128%90%100%
-Percent of staff involved in
educational outreach.N/A 157%100%100%
-Percent of staff involved in project support.N/A 100%100%100%
Efficiency
-Plans / studies / updates completed per
staff member.N/A 1.4 0.7 1
-Educational Outreach contacts per staff member
staff member.N/A 2.6 1.9 2
-No. of projects supported per
staff member.N/A 3.8 2.4 2.5
Output
-No. of plans / studies / updates.N/A 6 6 6
-Educational Outreach.N/A 20 22 12
-Internal & External Project Support.N/A 13 16 15
Input
-No. of Staff.N/A 5.5 8.5 6
-Professional training seminars attended. N/A 1 14 8 annually
*$17,370 - Historic Preservation Cost Center is not included in above figure
DEVELOPMENT SERVICES
PLANNING - NEIGHBORHOOD
Description & Budget Explanation:
The Neighborhood Services Program is designed to foster communication between the City and residents for the
purpose of promoting exceptional quality of life, sound development, and thriving neighborhoods. In support of this
purpose staff provides professional leadership in maintaining and expanding the Neighborhood Partnership Program,
planning the Neighborhood Conference & Youth Vision event, administering the Gateway Grant Program, and
participating in the plans, programs, and projects of Development Services' Comprehensive Planning, other City
departments, community groups, local agencies, and neighborhoods as they relate to community outreach,
education, and service.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary NA $145,238 $94,959
Position Summary 3 3 2
Program Name: Neighborhood Services
Service Level: Develop and administer a neighborhood services program that includes
participation in commuity events, an annual conference, neighborhood outreach
and neighborhood association support.
Performance Measures:FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent staff participating in outreach.N/A 128%90%100%
-Percent of community events completed N/A 157%100%100%
in budget year.
-Percent of staff participating in n.hood support.N/A 100%100%100%
Efficiency
-Outreach per staff member.N/A N/A N/A 4.8
-Event per staff member.N/A N/A N/A 2
-Support per staff member.N/A N/A N/A 9.6
Output
-Neighborhood Assoc. Outreach.N/A N/A N/A 12
-Community Events.N/A N/A N/A 5
-Association Support.N/A N/A N/A 24
Input
-No. of Staff.N/A NA NA **2.5
-Professional training seminars attended.N/A NA NA 2 annually
*$17, 370 - Historic Preservation Cost Center is not included in above figure
**does not include 1/2 time intern who supports development review
NA
DEVELOPMENT SERVICES
ENGINEERING DEVELOPMENT
Description & Budget Explanation:
Engineering development is responsible for the development review process, which ensures that
development meets the required engineering standards.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $165,827 $195,510 $172,398 $215,369
Position Summary 2 3 3 3
Program Name: Engineering
Service Level: Provide thorough and efficient plan review for development projects.
Performance Measures: FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of plans and reports reviewed in 5
days or less 60%86%80%80%
-Percent of site plan/plats reviewed in 5
days or less 53%90%85%85%
-Percent of staff reports/coversheets
completed on time 91%99%100%100%
Efficiency
-Administrative cost per review $650 $366 $400 $400
-Administrative cost per site plan/plan review $450 $63 $150 $150
APPROPRIATIONS — ECONOMIC DEVELOPMENT
Economic Development $218,731
The Economic Development Department is
responsible for coordinating economic
development activities in College Station. The
department director serves as the staff liaison to the
Economic Development Corporation.
Strategic Plan 2002-2003
In order to promote economic development and
tourism within College Station and throughout
the Brazos Valley, the City will continue to
pursue the development of a world-class
conference center within the Highway 30 / 60
corridor. Project design and bid along with
closure on the property are now scheduled to
occur in 2003, with construction beginning in
2004.
The Economic Development Department FY 03
approved operating budget is $215,263. The
approved budget includes one service level
adjustment totaling $2,000. These funds will be
used to develop a permanent stage in Northgate.
The stage would be an asset for events in
Northgate.
Economic Development Fund $962,209
The Economic Development Fund is used to
provide City resources for business attraction and
retention. These funds will be available to provide
economic development incentives to encourage
targeted economic activities in College Station.
Economic Development $243,287
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.
Business Park CIP $1,007,000
In FY 03, the approved Business Park CIP
budget includes $225,000 for Business Center
A and $717,000 for Business Center B.
4. ECONOMIC DEVELOPMENT $3,466,523
We will provide a strong and diverse economic environment.
Strategic Plan Summary:
The strategic plan addresses the economic development vision statement through the following strategies:
• We will promote the 30/60 Corridor Plan.
• We will promote and strengthen diversification of the tax and job base.
• We will promote tourism.
Parking
Enterprise
Fund
11%
Convention
and Visitors
Bureau
19%
EDC
7%Business
Park CIP
29%
Economic
Development
6%Economic
Development
Fund
28%
Strategic Plan 2002-2003
In accordance with Council determined
community redevelopment objectives, targeted
areas will be reviewed and accommodated with
New Urbanism zoning ordinances. Northgate,
Redmond Terrace, Albertson's, and the old K-
Mart facility are examples of properties that will
be targeted.
Parking Enterprise Fund $367,296
The Parking Enterprise Fund accounts for the
Parking operations of the City. This includes the
parking lot, the parking garage, and the on street
parking. The approved budget for FY 03 is
$367,296. The debt service on the Parking
Garage is approved to be paid in FY 03 from the
Debt Service Fund. There is one SLA in the
amount of $5,800 for a computer and office
furniture included in the approved budget.
Convention and Visitors Bureau $668,000
The Bryan-College Station Convention and Visitors
Bureau works to foster the Bryan-College Station
regional tourism economy. The approved budget
for FY 03 is $668,000. The CVB is funded
through the Hotel/Motel Fund. The Convention
and Visitors Bureau is in the process of being
moved from the Bryan-College Station Chamber of
Commerce, to a new organization, the Brazos
Valley Convention and Visitors Bureau. The
transition will take place in FY 03.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Economic
Development Vision Statement. Also
included are the budget and position
summaries for each of the divisions.
GENERAL GOVERNMENT
ECONOMIC DEVELOPMENT
Description & Budget Explanation:
The Economic Development Division is responsible for coordinating the efforts to promote
economic development and redevelopment activities in College Station. Economic development has
been one of the key City Council issues in recent years.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $226,719 $192,560 $294,890 $218,731
Position Summary 2 2.5 2.5 2
Program Name: Economic Development- Retention, Attraction and Redevelopment
Service Level: Provide for economic development efforts to retain and attract businesses
in and to College Station
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of active City Council Strategic Issue
objectives and milestones met within
action plan time frames 91%95%90%90%
Efficiency
-Percent of information packets sent
within 48 hours of request 100%98%95%95%
-Percent of annual Economic
Development Agreements with a payback
of less than seven years N/A N/A N/A 75%
Output
-No. of jobs created or retained through
City economic development efforts
(tourism/retail/com/special dev only)232 150 100 200
-Net increase in capital investment (from
new tourism/retail/ com/special dev only)$30,750,000 $8,000,000 $60,000,000 $10,000,000
-Net increase in future sales, hotel/motel tax,$296,200 total $532,500 $400,000 $260,000
property tax revenues (tourism/com/($154,00 sales sales/HM tax H/M tax;
special dev only)tax; $142,200 $34,300 $257,580 $47,000
prop tax)property tax property tax
-No. of economic development prospects
(all categories)29 17 15 10
-No. of economic development projects
secured (all categories)3 2 2 2
-No. of commercial and retail packets sent
to prospects 39 35 40 132
Service Level:Provide for economic revitalization and redevelopment in targeted areas within
College Station
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percent of City Council Strategic Issue
objectives and milestones met within action
plan time frames 100%100%90%90%
Output
-No. of Projects/Activities N/A N/A N/A 5
-No. of Packets sent out N/A N/A N/A 15
-No. of eco. redevelopment prospects 8 5 3 3
Service Level: Manage and coordinate development of CIP Projects.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Percentage of projects completed within Budget
Specifications and allotted time N/A N/A N/A 75%
Output
-No. of capital projects managed N/A N/A N/A 4
EMPLOYMENT/PROSPERITY
CONVENTION AND VISITORS BUREAU
Description & Budget Explanation:
The Bryan-College Station Convention and Visitor Bureau offers informational services, tour
coordination, and assistance with transportation and meeting planning to visitors and convention
attendees. The Convention and Visitor Bureau is funded through the Hotel/Motel Fund.
FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Budget Summary $665,000 $645,000 $668,000 $668,000
Program Name: Convention and Visitors Bureau
Service Level: Provide an on-going tourism, marketing, sales and service effort to attract a
maximum number of conventions, conferences and meetings that will use hotel
rooms in our community; and provide quality services for conventions to generate
repeat business and good referrals for new business.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Amount of hotel occupancy tax collections N/A N/A N/A N/A
-Amount of direct expenditures from
convention delegates $16,588,591 $16,355,918 $14,568,750 $15.936.250
Efficiency
-Avg. daily hotel room rates N/A $62 $62 N/A
-Avg. hotel occupancy rate N/A 68.0%68.0%N/A
Output
-No. of bureau initiated convention room
nights booked for the future 58,848 62,362 64,000 65,000
-No. of delegates-conventions hosted 63,497 54,102 60,000 61,000
-No. of sales appointments by bureau staff 12,942 12,100 17,000 17,500
-No. of site inspections conducted by staff 18 26 30 32
-No. of group services provided for 181 203 225 227
-No. of room nights stayed by above groups 43,016 54,870 60,000 60,500
-No. of delegates 42,251 39,200 51,500 52,000
-No. of convention bids 76 78 85 87
-No. of conventions booked 184 210 225 230
-No. of convention articles 32 50 52 58
Service Level: Provide an on-going tourism, marketing, sales and service program to bring the
maximum number of overnight visitors to our community.
Performance Measures FY 00 FY 01 FY 02 FY 03
Actual Actual Estimate Approved
Effectiveness
-Amount of direct tour and travel expenditures $1,413,558 $1,700,000 $1,700,000
-Monetary value of articles published $65,000 $90,000 $90,000 $100,000
Output
-No. of group tours hosted 105 300 320 325
-No. of tour and travel group room nights 291 450 550 575
-No. of articles published from hosted media 8 12 15 15
-No. of familiarization tours hosted 7 6 8 8
-No. of tourism inquiries as a result of
trackable advertising 4,170 6,000 7,000 7,500
-No. of tourism inquiries as a result of non-
trackable advertising 16,954 20,000 25,000 25,800
GENERAL FUND
The General Fund is used to account for all
activities typically considered governmental
functions of the City. These include Public Safety,
Public Works, Parks and Recreation, and
Development Services. Also included are the
primary support services for these areas such as
Fiscal Services and the Office of Technology and
Information Services. Also included in the General
Fund are administrative services in the General
Government Department.
The General Fund is prepared on the modified
accrual basis of accounting. Under this basis
revenues are recognized when they become
measurable and available to finance expenditures of
the current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of these
exceptions can be found in the Financial Policies on
page F-1.
The General Fund is influenced by current policies
and approved policy changes. The policies include
inter-fund equity; maintaining a balance between
revenues and expenditures; and maintaining the
level of service currently provided as the city
experiences residential and commercial growth.
The approved FY 03 General Fund revenues are
$33,069,268, a 4.2% increase over the FY 02
year end estimate. The increase is due to normal
growth and inflationary factors and is distributed
among most of the major revenue categories. The
ad valorem tax revenues include an additional one
cent transferred from the Debt Service tax rate.
This will be used in part to fund the second year of
operations of Fire Station #5. Also included in the
above estimate are approved service level
adjustments for fine 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 15.7% over
the FY 02 budget. This increase is due in part
to the transfer of one cent of the debt service tax
rate to the General Fund, in order to fund the
second year of the operations and maintenance
of Fire Station #5. This increase in ad valorem
tax revenue is also due to new development and
increased value of existing properties.
The operation and maintenance portion of the
ad valorem tax rate is approved to be 19.46
cents per $100 of valuation. This is one cent
higher than the FY 02 rate.
2. Sales Tax is projected to be $13,869,500 in FY
03, up 3% over the FY 02 year end estimate.
Estimated revenue is based on analysis of
historical revenues, expected future retail sales
and employment and personal income. The 3%
increase is still a conservative estimate.
3. Mixed Drink and Franchise Taxes are projected
to decrease 6.5% from the FY 02 year end
estimate. This decrease is primarily due to the
reduction in telecommunication franchise taxes
as the result of recent FCC rulings. This revenue
source will need to be closely monitored to
determine what future impacts may occur from
these regulatory changes.
4. Permit Revenue for FY 03 is projected to
increase over the FY 02 year end estimate by
2.65%. Permit revenue is one indicator of the
state of the economy. At the current time
permit revenue is doing well and is anticipated
to continue to grow in the near future.
5. Intergovernmental Revenues are projected to be
slightly higher in FY 03 than FY 02. The City
of College Station continues to apply for grants
as opportunities arise. These grants include one
grant for $63,030 from the Texas Department
of Transportation to fund additional man hours
for traffic patrol, and a Local Law Enforcement
Block grant for $17,378.
6. Parks and Recreation revenues are projected to
increase 6.9% in FY 03 over the FY 02 budget
estimate of actual revenues. Parks revenues
come primarily from service charges for various
park and recreation activities.
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 decrease by 2.5% in FY 03 over the
FY 02 year end estimate.
8. Fines, Forfeits, and Penalties are principally
ticket and court fines from the Municipal Court.
They are projected to increase by 12.6% from
the FY 02 year end estimate to $1,903,110 in
FY 03. 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 03 total is $280,050, a 3% decrease
from the FY 02 year end estimate.
10. Return on Investment (ROI) transfers from the
enterprise funds are approved to be $6,490,200
for FY 03, a 4.09% increase over the FY 02
year end estimate.
11. Investment earnings are projected to be
$354,000, which is a 14% decrease from the
year end estimate for FY 02 of $413,100.
Net Expenditures for FY 03 are expected to be
$33,677,968, approximately 3.0% higher than the
FY 02 year end estimate. This increase is due in
part to the inclusion of funding for approved service
level adjustments that will allow the City to
implement the Strategic Plan outlined by the City
Council. A net total of approximately $1.27
million in approved service level adjustments is
included in the General Fund portion of the
approved budget.
These service level adjustments are discussed in
detail in the executive summary and departmental
summaries.
The approved budget also includes resources to
continue funding the pay plan changes to meet the
Council approved pay policy at a cost of $443,754
in FY 03.
A total of 550.5 positions are included in the
approved General Fund budget. Approved service
level adjustments totaling 5.75 positions are
included in the approved budget. These SLA’s
include 3 fire fighters for the second year phase of
fire station #5, 1 new code enforcement officer, 1
facilities maintenance technician, and a part-time
bailiff. The approved budget also includes
converting a temporary/seasonal (0.5) receptionist
position in the Human Resources department to a
permanent (0.75) position with benefits.
Also included in the General Fund is the transfer of
a safety training position from the Electric Fund to
the Fiscal Services Department.
The approved General Fund budget with 550.5
positions also reflects the reduction of 7 General
Fund positions. These positions are: one
secretary in the City Manager’s Office, one Fire
Training Coordinator position, one position in the
Police Department, one Sr. Planner position in
Development Services, one administrative position
in the Office of Technology and Information
Services, and one Accounting Customer Service
Representative in Fiscal Services. Also removed are
two part time positions in the Parks and Recreation
Department and the Economic Development
Department.
These position reductions totaled approximately
$300,000. These additional resources are
approved to be used for additional health care costs,
or other options the City Council may wish to
consider.
The following is a summary of the agencies
recommended for funding in FY 03. The General
Fund approved agencies include the following:
Brazos Animal Shelter, $53,392; the Brazos
County Appraisal District, $133,000; and the
Brazos County Health Distract, $113,498.
In the past, a number of other agencies have also
been funded through the General Fund. For the
past two years these requests have been reviewed
by the College Station members of the Joint
Funding Relief Review Committee. This year the
committee recommended funding for 5
organizations. The following 4 recommendations
are to be funded in the General Fund. The
committee’s 5th recommendation, to fund the Noon
Lions Club’s I Love America 4th of July Fireworks
Celebration, will be funded through the BVSWMA
fund.
• Retired Senior Volunteer Program - $5,000
• Dispute Resolution Center - $10,000
• African American History Museum - $34,000
• Children’s Museum of the Brazos Valley -
$30,000
The FY 03 Approved Budget includes funding for
recommended agencies for the recommended
amount. Additionally, the budget includes $4,500
in funding for the Sister Cities Association. This
brings the total outside agency funding from the
General Fund to $83,500.
CITY OF COLLEGE STATION
GENERAL FUND
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING BALANCE 7,194,109$ 7,824,155$ 7,824,155$ 6,849,379$ 6,849,379$
REVENUES:
AD VALOREM TAX 3,813,167$ 4,563,172$ 4,568,172$ 5,014,167$ 5,283,461$ 15.78%
SALES TAX 12,733,403 13,168,000 13,465,574 13,869,500 13,869,500 5.33%
MIXED DRINK AND FRANCHISE 1,901,984 1,939,000 1,956,105 1,828,200 1,828,200 (5.71%)
LICENSES AND PERMITS 779,159 725,500 838,422 860,600 860,600 18.62%
INTERGOVERNMENTAL 460,895 305,317 393,000 299,050 405,963 32.96%
PARKS AND RECREATION 562,924 615,000 664,327 657,614 657,614 6.93%
OTHER CHARGES FOR SERVICES 1,075,466 1,173,000 1,109,411 1,136,570 1,136,570 (3.11%)
FINES, FORFEITS, AND PENALTIES 1,796,203 1,690,000 1,796,000 1,853,110 1,903,110 12.61%
INVESTMENT EARNINGS 503,602 477,000 413,100 354,000 354,000 (25.79%)
MISCELLANEOUS 287,996 247,000 289,950 235,050 280,050 13.38%
RETURN ON INVESTMENT 5,972,470 6,235,000 6,235,000 6,490,200 6,490,200 4.09%
TOTAL REVENUES 29,887,269$ 31,137,989$ 31,729,061$ 32,598,061$ 33,069,268$ 6.20%
TOTAL FUNDS AVAILABLE 37,081,378$ 38,962,144$ 39,553,216$ 39,447,440$ 39,918,647$ 2.45%
EXPENDITURES:
POLICE 8,233,952$ 8,905,607$ 8,893,298$ 9,047,012$ 9,299,071$ 4.42%
FIRE 5,792,891 6,713,467 6,556,839 6,531,529 7,086,204 5.55%
PUBLIC WORKS 4,924,095 5,551,975 5,284,355 5,375,252 5,512,366 (0.71%)
PARKS AND RECREATION 5,202,211 6,325,083 6,330,328 5,923,632 6,091,330 (3.70%)
LIBRARY 621,768 784,394 772,822 754,955 754,955 (3.75%)
DEVELOPMENT SERVICES 1,714,333 1,965,334 1,955,280 1,888,481 1,927,789 (1.91%)
OFFICE OF TECH. & INFO. SYS.2,258,587 2,432,144 2,302,906 2,255,691 2,454,565 0.92%
FISCAL SERVICES 1,875,939 2,086,216 2,083,970 2,243,618 2,352,846 12.78%
GEN GOVT/ECON DEV/COMM DEV 2,903,399 3,308,597 3,361,260 3,290,537 3,404,103 2.89%
PUBLIC AGENCY FUNDING 203,644 207,998 207,998 113,498 196,998 (5.29%)
OTHER 190,923 0 478,091 0 300,000 N/A
SPECIAL PROJECTS 0 360,500 160,500 10,500 160,500 (55.48%)
DEBT AVOIDANCE 200,000 0 0 0 0 N/A
PAY AND BENEFIT PLAN ADJUSTMENTS 336,000 0 0 443,754 0 N/A
GENERAL/ADMIN. TRANSFER (5,410,716)(5,897,958) (5,853,810)(5,974,390)(6,091,904)3.29%
CONTINGENCY 0 171,717 170,000 225,000 229,145 33.44%
TOTAL EXPENDITURES 29,047,026$ 32,915,074$ 32,703,837$ 32,129,069$ 33,677,968$ 2.32%
INCREASE (DECREASE) IN
FUND BALANCE 840,243$ (1,777,085)$ (974,776)$ 468,992$ (608,700)$
GAAP ADJUSTMENTS (210,197)
ENDING FUND BALANCE 7,824,155$ 6,047,070$ 6,849,379$ 7,318,371$ 6,240,679$
CITY OF COLLEGE STATION
GENERAL FUND DEPARTMENT
SUMMARY
EXPENDITURE BY DEPARTMENT
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DEPARTMENT FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
POLICE DEPARTMENT 8,233,697$ 8,918,776$ 8,893,298$ 9,047,012$ 9,299,071$ 4.26%
FIRE DEPARTMENT 5,792,891 6,713,467 6,556,839 6,531,529 7,086,204 5.55%
PUBLIC WORKS 4,924,095 5,551,975 5,284,355 5,375,252 5,512,366 (0.71%)
PARKS AND RECREATION 5,202,211 6,325,083 6,330,328 5,923,632 6,091,330 (3.70%)
LIBRARY 621,768 784,394 772,822 754,955 754,955 (3.75%)
DEVELOPMENT SERVICES 1,714,333 1,965,334 1,955,280 1,888,481 1,927,789 (1.91%)
OFFICE OF TECH & INFO SERVICES 2,258,587 2,432,144 2,302,906 2,255,691 2,454,565 0.92%
FISCAL SERVICES 1,875,939 2,086,216 2,333,349 2,243,618 2,352,846 12.78%
GENERAL GOVERNMENT 2,903,401 3,311,997 3,361,260 3,290,537 3,404,103 2.78%
GENERAL FUND TOTAL 33,526,922$ 38,089,386$ 37,790,437$ 37,310,707$ 38,883,229$ 2.08%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CATEGORY FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 23,220,245$ 26,244,827$ 26,327,213$ 26,906,143$ 27,672,715$ 5.44%
SUPPLIES 1,791,525 1,633,946 1,678,804 1,691,769 1,982,631 21.34%
MAINTENANCE 3,033,953 3,488,747 3,325,065 3,153,609 3,267,924 (6.33%)
PURCHASED SERVICES 5,182,113 5,796,981 5,733,282 5,366,186 5,644,349 (2.63%)
CAPITAL OUTLAY 299,086 924,885 726,073 193,000 315,610 (65.88%)
GENERAL FUND TOTAL 33,526,922$ 38,089,386$ 37,790,437$ 37,310,707$ 38,883,229$ 2.08%
PERSONNEL SUMMARY BY DEPARTMENT
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DEPARTMENT FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
POLICE DEPARTMENT 137.5 141.5 142.5 141.5 141.5 -0.70%
FIRE DEPARTMENT 89.0 96.0 100.0 99.0 103.0 3.00%
PUBLIC WORKS 54.0 54.0 59.0 59.0 60.0 1.69%
PARKS AND RECREATION 110.0 111.0 117.0 116.5 116.5 -0.43%
LIBRARY 0.0 0.0 0.0 0.0 0.0 N/A
DEVELOPMENT SERVICES 30.5 32.5 31.5 30.5 30.5 -3.17%
OFFICE OF TECH & INFO SERVICES 23.5 23.5 23.5 22.5 22.5 -4.26%
FISCAL SERVICES 34.0 34.0 35.0 35.0 35.5 1.43%
GENERAL GOVERNMENT 36.5 42.3 42.25 40.75 41.00 -2.96%
GENERAL FUND TOTAL 515.00 534.8 550.75 544.75 550.50 -0.05%
GENERAL FUND - SOURCES
SALES TAX
42%
ROI
20%
GRANTS
1%
LICENSES AND
PERMITS
3%OTHER TAXES
6%
PROP. TAX
16%FINES
6%
OTHER
6%
GENERAL FUND - USES
LIBRARY
2%
DEV. SERV.
4%
OTIS
6%
FINANCE
5%
GEN. GOVT.
8%
OTHER
11%
PUB. WORKS
13%
POLICE
21%
FIRE
16%
PARKS
14%
POLICE DEPARTMENT
MANAGER
COMMUNICATIONS
SPECIAL
SERVICES
INFORMATIONAL
SERVICES
SERVICES
BUREAU
UNIFORMED
PATROL
OPERATIONS
BUREAU
AFFAIRS
INTERNAL
RECRUTING/
TRAINING
PROFESSIONAL
STANDARDS
CHIEF OF
POLICE
CITY MANAGER
STAFF SERVICES RESEARCH
& PLANNING
CRIMINAL
INVESTIGATION
CITY OF COLLEGE STATION
POLICE DEPARTMENT
SUMMARY
EXPENDITURE BY DEPARTMENT
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
POLICE ADMINISTRATION 527,763$ 654,490$ 651,082$ 756,340$ 794,470$ 21.39%
UNIFORM PATROL 3,782,202 4,017,082 4,111,752 4,155,859 4,313,362 7.38%
CRIMINAL INVESTIGATION 805,091 906,783 919,636 891,585 904,170 (0.29%)
PROFESSIONAL STANDARDS 277,479 313,374 284,688 325,516 329,229 5.06%
QUARTERMASTER DIVISION 849,237 752,028 728,243 726,904 727,526 (3.26%)
COMMUNICATION/JAIL 1,054,716 1,152,688 1,126,558 1,156,478 1,180,309 2.40%
SPECIAL SERVICES 611,766 730,255 755,560 750,522 761,604 4.29%
INFORMATION SERVICES 325,443 392,076 315,779 283,808 288,401 (26.44%)
DEPARTMENT TOTAL 8,233,697$ 8,918,776$ 8,893,298$ 9,047,012$ 9,299,071$ 4.26%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 6,696,632$ 7,397,607$ 7,423,076$ 7,660,388$ 7,848,477$ 6.09%
SUPPLIES 315,553 322,568 295,852 299,070 326,160 1.11%
MAINTENANCE 343,816 358,676 328,202 353,568 353,568 (1.42%)
PURCHASED SERVICES 893,055 777,720 752,232 733,986 751,466 (3.38%)
CAPITAL OUTLAY -15,359 62,205 93,936 0 19,400 (68.81%)
DEPARTMENT TOTAL 8,233,697$ 8,918,776$ 8,893,298$ 9,047,012$ 9,299,071$ 4.26%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
POLICE ADMINISTRATION 6.0 8.0 9.0 9.0 9.0 0.00%
UNIFORM PATROL 66.5 67.5 67.5 66.5 66.5 (1.48%)
CRIMINAL INVESTIGATION 17.0 15.0 14.0 14.0 14.0 0.00%
PROFESSIONAL STANDARDS 3.0 3.0 4.0 4.0 4.0 0.00%
QUARTERMASTER DIVISION 1.0 1.0 1.0 1.0 1.0 0.00%
COMMUNICATION/JAIL 27.0 28.0 27.0 27.0 27.0 0.00%
SPECIAL SERVICES 9.0 9.0 11.0 11.0 11.0 0.00%
INFORMATION SERVICES 8.0 10.0 9.0 9.0 9.0 0.00%
DEPARTMENT TOTAL 137.5 141.5 142.5 141.5 141.5 -0.70%
SERVICE LEVEL ADJUSTMENTS
POLICE ADMINISTRATION
3,830$
Block Grant 19,550
UNIFORM PATROL STEP Grant 63,030
Reserve Radios 5,600
Bomb Dog 29,090
COMMUNICATIONS/JAIL Radio Recorder Expansion 6,800
127,900$
Police Reaccreditation
FIRE DEPARTMENT
EMERGENCY
MANAGEMENT
RESEARCH & PLANNING
PUBLIC INFORMATION
ADMINISTRATIVE
ASSISTANT
TRAINING
COORDINATOR
"A"
SHIFT
"B"
SHIFT
"C"
SHIFT
ASSISTANT
FIRE CHIEF
FIRE
PREVENTION
CODE
ENFORCEMENT
PARKING
OPERATIONS
FIRE
MARSHAL
FIRE CHIEF
CITY MANAGER
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
FIRE ADMINISTRATION 307,409$ 456,462$ 444,800$ 433,136$ 467,595$ 2.44%
FIRE SUPPRESSION 3,138,460 3,695,385 3,549,863 3,560,675 3,944,672 6.75%
FIRE PREVENTION 586,917 632,543 647,079 614,181 688,732 8.88%
EMER. MEDICAL SERV.1,760,105 1,929,077 1,915,097 1,923,537 1,985,205 2.91%
DEPARTMENT TOTAL 5,792,891$ 6,713,467$ 6,556,839$ 6,531,529$ 7,086,204$ 5.55%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 4,757,180$ 5,551,597$ 5,390,677$ 5,534,982$ 5,794,632$ 4.38%
SUPPLIES 309,244 314,110 298,610 313,385 490,260 56.08%
MAINTENANCE 161,217 212,782 213,421 223,832 267,532 25.73%
PURCHASED SERVICES 456,425 456,601 457,680 459,330 488,380 6.96%
CAPITAL OUTLAY 108,825 178,377 196,451 0 45,400 (74.55%)
DEPARTMENT TOTAL 5,792,891$ 6,713,467$ 6,556,839$ 6,531,529$ 7,086,204$ 5.55%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
FIRE ADMINISTRATION 4.0 4.0 5.0 5.0 5.0 0.00%
FIRE SUPPRESSION 47.0 50.0 54.0 53.0 56.0 3.70%
FIRE PREVENTION 9.0 10.0 10.0 10.0 11.0 10.00%
EMER. MEDICAL SERV.29.0 32.0 31.0 31.0 31.0 0.00%
DEPARTMENT TOTAL 89.0 96.0 100.0 99.0 103.0 3.00%
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION
New furniture 26,000$
SUPPRESSION 8,000
180,375
Year 2 Fire Station #5 Operations (3 FTE)142,905
Fire Station Living Equipment 5,000
ARFF training 3,300
PREVENTION Code Enforcement Officer 66,051
EMS Retrofit Ambulance 31,000
EMERGENCY MANAGEMENT Emergency Alert System 2,250
464,881$
New fire engine and equipment
CITY OF COLLEGE STATION
FIRE DEPARTMENT
SUMMARY
Maintenance
PUBLIC WORKS
GREENWAYS
FACILITIES
TRAFFIC SYSTEMS
STREET & DRAINAGE
ADMINISTRATION
TRAFFIC ENGINEER
ASST. DIRECTOR
SANITATION
FLEET
ASST. DIR. PUB. WKS.
BVSWMA DIRECTOR
CITY ENGINEER
DIRECTOR
CITY MANAGER
SUPERINTENDENT
SUPERINTENDENT
MAINTENANCE
PUBLIC WORKS
MANAGER
CITY OF COLLEGE STATION
PUBLIC WORKS
DEPARTMENT SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 03 FY 03 FY 01 TO FY 03
PUBLIC WORKS ADMINISTRATION 393,024$ 494,805$ 494,831$ 502,540$ 511,731$ 3.42%
FACILITIES MAINTENANCE 924,310 1,023,441 953,495 1,036,281 1,129,101 10.32%
STREETS MAINTENANCE 2,098,089 2,333,131 2,229,389 2,096,135 2,108,387 (9.63%)
DRAINAGE MAINTENANCE 283,019 353,029 307,536 410,748 414,272 17.35%
TRAFFIC 147,132 162,239 146,384 159,900 161,041 (0.74%)
ENGINEERING 642,054 709,659 705,429 719,227 727,993 2.58%
TRAFFIC SIGNALS 436,467 475,671 447,291 450,421 459,841 (3.33%)
DEPARTMENT TOTAL 4,924,095$ 5,551,975$ 5,284,355$ 5,375,252$ 5,512,366$ (0.71%)
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 2,187,764$ 2,653,108$ 2,614,586$ 2,721,815$ 2,804,119$ 5.69%
SUPPLIES 185,463 179,591 177,044 178,741 179,898 0.17%
MAINTENANCE 1,715,163 1,712,712 1,598,523 1,672,505 1,693,658 -1.11%
PURCHASED SERVICES 807,318 834,064 879,433 802,191 825,681 -1.01%
CAPITAL OUTLAY 28,387 172,500 14,769 0 9,010 (94.78%)
DEPARTMENT TOTAL 4,924,095$ 5,551,975$ 5,284,355$ 5,375,252$ 5,512,366$ (0.71%)
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
PUBLIC WORKS ADMINISTRATION 6.0 6.0 7.0 7.0 7.0 0.00%
FACILITIES MAINTENANCE 6.0 6.0 6.0 6.0 7.0 16.67%
STREETS MAINTENANCE 19.0 19.0 23.0 23.0 23.0 0.00%
DRAINAGE MAINTENANCE 5.0 5.0 5.0 5.0 5.0 0.00%
TRAFFIC 2.0 2.0 2.0 2.0 2.0 0.00%
ENGINEERING 11.0 11.0 11.0 11.0 11.0 0.00%
TRAFFIC SIGNALS 5.0 5.0 5.0 5.0 5.0 0.00%
DEPARTMENT TOTAL 54.0 54.0 59.0 59.0 60.0 1.69%
SERVICE LEVEL ADJUSTMENTS
FACILITY MAINTENANCE Maintenance of Fire Station #2, and Carter Creek Treatment Facility 24,720$
17,583
11,400
8,330
Additional Fac. Maintenance Technician 40,800
TRAFFIC SIGNALS & MARKINGS 4,800
107,633$
Electricity for new signals
Maintenance of Municipal Court Bldg.
Maintenance of parks, art and Northgate
Upgrade Truck to 3/4 ton
PARKS AND RECREATION
ADMINISTRATION
ASSISTANT
DIRECTOR
DIRECTOR
CITY MANAGER
SENIOR SERVICES
ATHLETICS
PROGRAMS &
SPECIAL EVENTS
CONCESSIONS
H/M PROGRAMS
RECREATION
CONFERENCE
CENTER
AQUATICS
LINCOLN
CENTER
SPECIAL
FACILITIES
WEST
DISTRICT
EAST
DISTRICT
SOUTH
DISTRICT
PARKS
OPERATIONS
FORESTRY
FORESTRY
CEMETARY
INSTRUCTION
YOUTH
RECREATION
WOLF PEN CREEK
CITY OF COLLEGE STATION
PARKS & RECREATION DEPARTMENT
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
ADMINISTRATION 613,300$ 654,138$ 647,966$ 580,841$ 591,398$ -9.59%
RECREATION 1,227,139 993,585 1,003,215 1,017,812 1,037,498 4.42%
SPECIAL FACILITIES 1,254,176 1,965,412 1,975,551 1,625,107 1,659,653 -15.56%
PARKS OPERATIONS 1,399,263 1,813,364 1,836,944 1,744,690 1,811,281 -0.11%
FORESTRY 708,333 898,584 866,652 955,182 991,500 10.34%
DEPARTMENT TOTAL 5,202,211$ 6,325,083$ 6,330,328$ 5,923,632$ 6,091,330$ -3.70%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 3,311,940$ 3,589,546$ 3,669,324$ 3,828,219$ 3,882,277$ 8.16%
SUPPLIES 381,042 468,869 463,653 487,534 498,774 6.38%
MAINTENANCE 378,041 670,154 670,851 348,314 375,114 -44.03%
PURCHASED SERVICES 1,091,997 1,338,986 1,278,170 1,259,565 1,298,165 (3.05%)
CAPITAL OUTLAY 39,191 257,528 248,330 0 37,000 (85.63%)
DEPARTMENT TOTAL 5,202,211$ 6,325,083$ 6,330,328$ 5,923,632$ 6,091,330$ -3.70%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
ADMINISTRATION 9.5 10.0 9.5 9.5 9.5 0.00%
RECREATION 23.0 16.0 13.0 13.0 13.0 0.00%
SPECIAL FACILITIES 34.0 41.5 45.0 44.5 44.5 -1.11%
PARKS OPERATIONS 31.0 31.0 35.0 35.0 35.0 0.00%
FORESTRY 12.5 12.5 14.5 14.5 14.5 0.00%
DEPARTMENT TOTAL 110.0 111.0 117.0 116.5 116.5 -0.43%
SERVICE LEVEL ADJUSTMENTS
RECREATION Second man lift device for Xmas in the Park 2,500$
Challenger Basketball Program 10,740
Music rights for WPC 1,500
SPECIAL FACILITIES Swim lesson fee increase to Red Cross 3,000
Drug testing of new employees in aquatics 500
Janitorial supplies for Lincoln Center 1,000
Overhead lighting at pools 16,000
OPERATIONS Maintenance for Thor Guard- Lightening Detector 1,600
Resurfacing tennis/basketball courts 6,800
Athletic field lighting 5,000
Batting cage and backstops 25,000
Iron fence at soccer field 12,000
FORESTRY Crepe Myrtle Maintenance 22,000
Landscape of Municipal Court Building 6,000
113,640$
COLLEGE STATION
LIBRARY
LIBRARY STAFF
COMMUNICATIONS &
INFO. SERVICES
MANAGERS
OTIS
DIRECTOR
CITY MANAGER
CITY OF COLLEGE STATION
LIBRARY
DIVISION SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
LIBRARY 621,768$ 784,394$ 772,822$ 754,955$ 754,955$ -3.75%
DIVISION TOTAL 621,768$ 784,394$ 772,822$ 754,955$ 754,955$ -3.75%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 0$ 0$ 0$ 0$ 0$ 0.00%
SUPPLIES 624 350 320 350 350 0.00%
MAINTENANCE 5,015 5,670 5,550 5,882 5,882 3.74%
PURCHASED SERVICES 576,129 710,374 698,952 708,723 708,723 -0.23%
CAPITAL OUTLAY 40,000 68,000 68,000 40,000 40,000 -41.18%
DIVISION TOTAL 621,768$ 784,394$ 772,822$ 754,955$ 754,955$ -3.75%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
LIBRARY 0.0 0.0 0.0 0.0 0.0 0.00%
DIVISION TOTAL 0.0 0.0 0.0 0.0 0.0 0.00%
DEVELOPMENT SERVICES
ADMINISTRATION
ENGINEERING
DEVELOPMENT
PLANNING
INSPECTION
BUILDING
INSPECTION
DEVELOPMENT
COORDINATION
DIRECTOR
CITY MANAGER
CITY OF COLLEGE STATION
DEVELOPMENT SERVICES
DEPARTMENT SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
ADMINISTRATION 481,706$ 686,040$ 735,179$ 687,923$ 700,336$ 2.08%
ENGINEERING 195,510 213,182 172,398 211,359 215,369 1.03%
PLANNING 647,136 511,239 489,480 482,967 498,673 (2.46%)
BUILDING 389,981 397,367 395,609 394,978 401,082 0.93%
NEIGHBORHOOD SERVICES 0 140136 145,238 93,884 94,959 (32.24%)
HISTORIC PRESERVATIONS 0 17,370 17,376 17,370 17,370 0.00%
DEPARTMENT TOTAL 1,714,333$ 1,965,334$ 1,955,280$ 1,888,481$ 1,927,789$ (1.91%)
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 1,423,951$ 1,632,589$ 1,561,158$ 1,609,334$ 1,641,142$ 0.52%
SUPPLIES 53,104 39,959 45,243 42,692 43,692 9.34%
MAINTENANCE 26,085 37,101 37,021 40,089 40,089 8.05%
PURCHASED SERVICES 201,828 255,685 311,858 196,366 202,866 (20.66%)
CAPITAL OUTLAY 9,365 0 0 0 0 0.00%
DEPARTMENT TOTAL 1,714,333$ 1,965,334$ 1,955,280$ 1,888,481$ 1,927,789$ (1.91%)
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
ADMINISTRATION 5.0 12.0 12.0 12.0 12.0 0.00%
ENGINEERING 3.0 3.0 3.0 3.0 3.0 0.00%
PLANNING 13.5 10.5 6.5 6.5 6.5 0.00%
BUILDING 9.0 7.0 7.0 7.0 7.0 0.00%
NEIGHBORHOOD SERVICES 0.0 0.0 3.0 2.0 2.0 (33.33%)
HISTORIC PRESERVATION 0.0 0.0 0.0 0.0 0.0 0.00%
DEPARTMENT TOTAL 30.5 32.5 31.5 30.5 30.5 (3.17%)
SERVICE LEVEL ADJUSTMENTS
PLANNING 2003 BV Transportation Summit 7,500$
7,500$
OFFICE OF TECHNOLOGY
AND INFORMATION SERVICES
ACTION
CENTER
COMMUNICATIONS
PRINT/MAIL
LIBRARY
COMMUNICATIONS
& INFORMATION
SERVICES
CUSTOMER
SERVICE
METER
SERVICE
UTILITY
CUSTOMER
SERVICES
DIRECTOR
CITY MANAGER
FRANCHISING
GEOGRAPHIC
INFORMATION
SERVICES
MANAGEMENT
INFORMATION
SERVICES
CITY OF COLLEGE STATION
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
DEPARTMENT SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
OTIS ADMINISTRATION 430,417$ 539,507$ 429,825$ 401,827$ 439,368$ (18.56%)
E-GOVERNMENT 0 0 0 0 66,960 N/A
GEOGRAPHIC INFO SERVICES 190,390 213,056 200,433 196,490 198,519 (6.82%)
MGMT INFO. SERVICES 1,637,780 1,679,581 1,672,648 1,657,374 1,749,718 4.18%
DEPARTMENT TOTAL 2,258,587$ 2,432,144$ 2,302,906$ 2,255,691$ 2,454,565$ 0.92%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 1,255,116$ 1,347,306$ 1,335,737$ 1,271,611$ 1,315,823$ (2.34%)
SUPPLIES 363,147 124,950 218,988 186,033 248,033 98.51%
MAINTENANCE 352,413 424,142 402,512 441,678 464,340 9.48%
PURCHASED SERVICES 216,481 349,471 241,082 203,369 265,369 (24.07%)
CAPITAL OUTLAY 71,430 186,275 104,587 153,000 161,000 (13.57%)
DEPARTMENT TOTAL 2,258,587$ 2,432,144$ 2,302,906$ 2,255,691$ 2,454,565$ 0.92%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
OTIS ADMINISTRATION 6.0 6.0 6.0 6.0 5.0 (16.67%)
E-GOVERNMENT 0.0 0.0 0.0 0.0 1.0 N/A
GEOGRAPHIC INFO SERVICES 2.5 2.5 2.5 2.5 2.5 0.00%
MGMT INFO SERVICES 15.0 15.0 15.0 14.0 14.0 (6.67%)
DEPARTMENT TOTAL 23.5 23.5 23.5 22.5 22.5 -4.26%
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION Consultant for Natural Gas franchise agreement 60,000$
E-GOVERNMENT E-Government Implementation 37,544
MIS Maintenance of software 20,662
Installation of Microsoft Office XP 60,000
178,206$
FISCAL SERVICES
PURCHASING RISK
MANAGEMENT
CITY MANAGER
DIRECTOR
ADMINISTRATION
ASSISTANT
DIRECTOR
ACCOUNTING MUNICIPAL
COURT
CITY OF COLLEGE STATION
FISCAL SERVICES DEPARTMENT
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
FISCAL ADMINISTRATION 304,476$ 328,486$ 322,568$ 321,605$ 343,713$ 4.64%
RISK MANAGEMENT 124,423 154,786 164,062 255,981 247,685 60.02%
ACCOUNTING 613,895 716,615 699,060 696,293 738,528 3.06%
PURCHASING 238,304 274,433 265,881 279,030 283,949 3.47%
MUNICIPAL COURT 594,841 611,896 881,778 690,709 738,971 20.77%
DEPARTMENT TOTAL 1,875,939$ 2,086,216$ 2,333,349$ 2,243,618$ 2,352,846$ 12.78%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 1,382,733$ 1,546,014$ 1,734,288$ 1,676,930$ 1,725,230$ 11.59%
SUPPLIES 45,031 46,514 55,006 60,361 63,361 36.22%
MAINTENANCE 18,248 22,030 25,555 22,699 22,699 3.04%
PURCHASED SERVICES 419,966 471,658 518,500 483,628 541,556 14.82%
CAPITAL OUTLAY 9,961 0 0 0 0 0.00%
DEPARTMENT TOTAL 1,875,939$ 2,086,216$ 2,333,349$ 2,243,618$ 2,352,846$ 12.78%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
FISCAL ADMINISTRATION 3.0 3.0 3.0 3.0 3.0 0.00%
RISK MANAGEMENT 2.5 2.5 2.5 3.0 3.0 0.00%
ACCOUNTING 10.5 10.5 11.5 11.0 11.0 -4.35%
PURCHASING 4.5 4.5 4.5 4.5 4.5 0.00%
MUNICIPAL COURT 13.5 13.5 13.5 13.5 14.0 3.70%
DEPARTMENT TOTAL 34.0 34.0 35.0 35.0 35.5 1.43%
SERVICE LEVEL ADJUSTMENTS:
FISCAL ADMINISTRATION Appraisal District Fee Increase 18,470$
RISK MANAGEMENT Actuarial Study for FY 03 8,000
MUNICIPAL COURT Increase in jury fees 3,100
Records Storage 1,000
Utility costs for Municipal Court 15,858
Furniture 3,000
Half time Bailiff position 16,810
ACCOUNTING Financial Control Services 9,500
Increase in Auditor Fee 2,000
77,738$
GENERAL GOVERNMENT
CITY
SECRETARY
LEGAL
PUBLIC
COMMUNICATIONS
& MARKETING
COMMUNITY
DEVELOPMENT
ASSISTANT
CITY MANAGER
HUMAN
RESOURCES
ECONOMIC
DEVELOPMENT
OFFICE of
BUDGET &
STRATEGIC PLANNING
CITY MANAGER
CITY COUNCIL
CITY OF COLLEGE STATION
GENERAL GOVERNMENT
DEPARTMENT SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
CITY SEC./MAYOR COUNCIL 287,559$ 294,925$ 297,209$ 309,248$ 311,439$ 5.60%
CITY MANAGER 482,852 520,714 551,295 521,270 524,361 0.70%
COMMUNITY PROGRAMS 102,356 104,203 110,825 106,732 123,721 18.73%
LEGAL 550,919 597,121 631,628 635,825 644,991 8.02%
PUBLIC COMM./ MARKETING 174,536 216,679 223,547 221,076 254,736 17.56%
HUMAN RESOURCES 358,754 394,988 408,215 400,262 421,920 6.82%
BUDGET & STRATEGIC PLANNING 263,508 291,901 275,735 298,013 302,735 3.71%
COMMUNITY DEVELOPMENT 490,357 587,155 567,916 584,848 601,469 2.44%
ECONOMIC DEVELOPMENT 192,560 304,311 294,890 213,263 218,731 -28.12%
DEPARTMENT TOTAL 2,903,401$ 3,311,997$ 3,361,260$ 3,290,537$ 3,404,103$ 2.78%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 2,204,929$ 2,527,060$ 2,598,367$ 2,602,864$ 2,661,015$ 5.30%
SUPPLIES 138,317 137,035 124,088 123,603 132,103 (3.60%)
MAINTENANCE 33,955 45,480 43,430 45,042 45,042 (0.96%)
PURCHASED SERVICES 518,914 602,422 595,375 519,028 562,143 (6.69%)
CAPITAL OUTLAY 7,286 0 0 0 3,800 N/A
DEPARTMENT TOTAL 2,903,401$ 3,311,997$ 3,361,260$ 3,290,537$ 3,404,103$ 2.78%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
CITY SEC./MAYOR COUNCIL 4.0 4.0 4.0 4.0 4.0 0.00%
CITY MANAGER 5.5 5.0 6.0 5.0 5.0 (16.67%)
COMMUNITY PROGRAMS 0.0 1.5 1.5 1.5 1.5 0.00%
LEGAL 8.0 7.75 7.75 7.75 7.75 0.00%
PUBLIC COMMUNICATIONS 2.0 2.0 2.0 2.0 2.0 0.00%
HUMAN RESOURCES 5.5 5.5 5.5 5.5 5.75 4.55%
BUDGET & STRATEGIC PLANNING 0.0 4.5 4.5 4.5 4.5 0.00%
COMMUNITY DEVELOPMENT 9.5 9.5 8.5 8.5 8.5 0.00%
ECONOMIC DEVELOPMENT 2.0 2.5 2.5 2.0 2.0 (20.00%)
DEPARTMENT TOTAL 36.5 42.25 42.25 40.75 41.00 (2.96%)
SERVICE LEVEL ADJUSTMENTS:
COMMUNITY PROGRAMS Teen Court Conference 10,000$
Decision making for first offenders class 5,265
ECONOMIC DEVELOPMENT Northgate Stage 2,000
PUBLIC COMMUNICATIONS Additional marketing program 3,000
Advertising and mileage 1,450
Fish Camp fliers 1,500
Outsourcung televising of Council meetings 25,000
HUMAN RESOURCES Add. Salary & Benefits for upgrade to 3/4 time Secretary 15,000
COMMUNITY DEVELOPMENT Relocation costs to Fire Admin. Bldg.7,200
70,415$
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
47.77 cents/$100 valuation.
Current policy is to maintain at least 8.33% of
annual appropriated expenditures and any
associated fees as the Debt Service Fund balance
at fiscal year end. The fund is in compliance with
that policy.
The most recent debt issues of the City of College
Station have earned ratings* from Moody's and
Standard & Poor's as follows:
Bond Type
Standard &
Poor's Moody's
General Obligation AA- Aa3
Utility Revenue A+ A1
Certif. of Oblig. AA- Aa3
Revenues in the Debt Service Fund are anticipated
to increase in FY 03 by 1% from the FY 02
revised budget, reflecting the increased taxable
base in College Station. The debt service portion
of the ad valorem tax rate is approved at 28.31
cents per $100 valuation for FY 03. This is one
cent below the FY 02 tax rate of 29.31 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 03, it is estimated
that $4.8 million of the 1998 authorization will be
issued. The 2003 GOBs will be used as follows:
• $1,693,000 for street and traffic programs.
• $1,317,000 for Fire Station #5
• $1,000,000 for Greenways projects.
• $780,000 for other General Government CIP
It is also anticipated that the City will issue
$15,357,000 of COs. These Certificates are
expected to be issued as follows:
• $3,150,000 for Business Park Development
• $11,400,000 for the new Conference Center
• $57,000 for Record Storage
• $750,000 for Street Projects
Each year an analysis is done to determine what
resources are needed and if refunding and call
options are available and in the best interest of the
City. It is not anticipated that any bonds will be
called in FY 03.
The following section contains a schedule of
requirements and a summary of requirements for
all General Obligation Bonds and Certificates of
Obligation. The detailed information for each
individual GOB and CO is found in Appendix J.
The schedule of requirements and the individual
detailed information for all Utility Revenue Bonds
are also found in Appendix J.
* The ratings are standard ratings of Moody’s and S&P. The highest rating available on S&P is AAA and the lowest “investment
grade” debt issue is BBB. In contrast, Moody’s highest rating is Aaa and the lowest “investment grading" is Bbb.
CITY OF COLLEGE STATION
DEBT SERVICE FUND
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING BALANCE 4,227,959$ 3,548,004$ 3,548,004$ 2,587,156$ 2,587,156$
REVENUES
ADVALOREM TAXES, ETC.5,986,114$ 7,265,601$ 7,262,601$ 7,959,007$ 7,689,713$ 6%
INVESTMENT EARNINGS 337,113 350,000 200,000 100,000 100,000 -71%
OTHER 0 0 0 0 0 N/A
TRANSFERS 697,052 1,023,410 708,091 958,500 958,500 -6%
REFUNDING 0 0 0 0 0 N/A
TOTAL REVENUES 7,020,279$ 8,639,011$ 8,170,692$ 9,017,507$ 8,748,213$ 1%
TOTAL FUNDS AVAILABLE 11,248,238$ 12,187,015$ 11,718,696$ 11,604,663$ 11,335,369$ 0%
EXPENDITURES AND TRANSFERS
GENERAL OBLIGATION BONDS 5,637,160$ 6,262,117$ 6,262,117$ 5,336,191$ 5,336,193$ -15%
CERTIFICATES OF OBLIGATION 2,051,610 2,786,146 2,856,146 4,113,567 4,113,567 48%
AGENTS FEES, OTHER COSTS 8,964 15,000 13,277 15,000 14,998 0%
OTHER 2,500 0 0 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 7,700,234$ 9,063,263$ 9,131,540$ 9,464,758$ 9,464,758$ 4%
INCREASE (DECREASE)
FUND BALANCE (679,955)$ (424,252)$ (960,848)$ (447,251)$ (716,545)$
ENDING FUND BALANCE 3,548,004$ 3,123,752$ 2,587,156$ 2,139,905$ 1,870,611$
DEBT SERVICE FUND - SOURCES
INVESTMENT
EARNINGS
5%
TRANSFERS
11%
PROPERTY
TAX
85%
DEBT SERVICE FUND - USES
FEES
0.2%
CERTIF. OF
OBLIGATION
43.5%
G.O. BONDS
56.4%
DEBT SERVICE
SUMMARY OF REQUIREMENTS
GENERAL OBLIGATION BONDS
ALL SERIES
FY 2002-2003
Issue Principal Interest Total
G.O.B. Series 1991 225,000 49,250 274,250
G.O.B. Series 1994 300,000 178,700 478,700
G.O.B. Series 1995 250,000 181,175 431,175
G.O.B. Series 1996 880,000 302,728 1,182,728
G.O.B. Series 1998 255,000 274,669 529,669
G.O.B. Series 1999 260,000 245,253 505,253
G.O.B. Series 2000 295,000 389,005 684,005
G.O.B. Series 2001 125,000 122,245 247,245
G.O.B. Series 2002 695,000 308,168 1,003,168
TOTAL 3,285,000$ 2,051,193$ 5,336,193$
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
GENERAL OBLIGATION BONDS
ALL SERIES
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
EACH YEAR
OUTSTANDING AS OF
OCTOBER 1
FY 03 3,285,000 2,051,191 5,336,191 41,665,000
FY 04 2,875,000 1,872,076 4,747,076 38,380,000
FY 05 2,460,000 1,729,573 4,189,573 35,505,000
FY 06 2,295,000 1,606,298 3,901,298 33,045,000
FY 07 2,400,000 1,491,545 3,891,545 30,750,000
FY 08 2,485,000 1,372,868 3,857,868 28,350,000
FY 09 2,605,000 1,246,610 3,851,610 25,865,000
FY 10 2,740,000 1,112,804 3,852,804 23,260,000
FY 11 2,845,000 972,316 3,817,316 20,520,000
FY 12 2,945,000 825,990 3,770,990 17,675,000
FY 13 2,805,000 680,484 3,485,484 14,730,000
FY 14 2,575,000 543,708 3,118,708 11,925,000
FY 15 2,425,000 415,934 2,840,934 9,350,000
FY 16 2,180,000 298,569 2,478,569 6,925,000
FY 17 2,300,000 178,294 2,478,294 4,745,000
FY 18 1,075,000 97,638 1,172,638 2,445,000
FY 19 435,000 58,225 493,225 1,370,000
FY 20 455,000 35,975 490,975 935,000
FY 21 480,000 12,300 492,300 480,000
G.O.B. PRINCIPAL & INTEREST
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
FY
0
3
FY
0
4
FY
0
5
FY
0
6
FY
0
7
FY
0
8
FY
0
9
FY
1
0
FY
1
1
FY
1
2
FY
1
3
FY
1
4
FY
1
5
FY
1
6
FY
1
7
FY
1
8
FY
1
9
PRINCIPAL INTEREST
DEBT SERVICE
SUMMARY OF REQUIREMENTS
CERTIFICATES OF OBLIGATION
ALL SERIES
FY 2002-2003
ISSUE - PRINCIPAL
GENERAL DEBT
ASSOCIATED
WPC TIF
ASSOCIATED
EQUIP REPL
ASSOCIATED
CONF.
CENTER
ASSOCIATED TOTAL
C.O. Series 1998 0 0 0 225,000 225,000
C.O. Series 2000 340,000 0 0 0 340,000
C.O. Series 2000 A 535,000 0 0 0 535,000
C.O. Series 2001 435,000 0 0 0 435,000
C.O. Series 2002 420,000 400,000 180,000 0 1,000,000
TOTAL PRINCIPAL 1,730,000$ 400,000$ 180,000$ 225,000$ 2,535,000$
ISSUE - INTEREST
C.O. Series 1998 0 0 0 246,845 246,845
C.O. Series 2000 177,976 0 0 0 177,976
C.O. Series 2000 A 379,721 0 0 0 379,721
C.O. Series 2001 125,486 0 0 0 125,486
C.O. Series 2002 520,038 92,500 36,000 0 648,538
TOTAL INTEREST 1,203,222$ 92,500$ 36,000$ 246,845$ 1,578,567$
TOTAL PAYMENT 2,933,222$ 492,500$ 216,000$ 471,845$ 4,113,567$
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
CERTIFICATES OF OBLIGATION
ALL SERIES
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
EACH YEAR
OUTSTANDING AS OF
OCTOBER 1
FY 03 2,535,000 1,578,566 4,113,566 33,280,000
FY 04 2,615,000 1,448,660 4,063,660 30,745,000
FY 05 2,715,000 1,311,641 4,026,641 28,130,000
FY 06 2,175,000 1,194,933 3,369,933 25,415,000
FY 07 1,840,000 1,103,525 2,943,525 23,240,000
FY 08 1,660,000 1,025,459 2,685,459 21,400,000
FY 09 1,330,000 957,583 2,287,583 19,740,000
FY 10 1,410,000 894,146 2,304,146 18,410,000
FY 11 1,480,000 826,320 2,306,320 17,000,000
FY 12 1,555,000 753,725 2,308,725 15,520,000
FY 13 1,645,000 675,753 2,320,753 13,965,000
FY 14 1,735,000 591,898 2,326,898 12,320,000
FY 15 1,835,000 501,349 2,336,349 10,585,000
FY 16 1,930,000 404,486 2,334,486 8,750,000
FY 17 2,040,000 301,837 2,341,837 6,820,000
FY 18 1,680,000 205,171 1,885,171 4,780,000
FY 19 1,510,000 122,369 1,632,369 3,100,000
FY 20 1,590,000 41,672 1,631,672 1,590,000
C.O. PRINCIPAL & INTEREST
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
FY
0
3
FY
0
4
FY
0
5
FY
0
6
FY
0
7
FY
0
8
FY
0
9
FY
1
0
FY
1
1
FY
1
2
FY
1
3
FY
1
4
FY
1
5
FY
1
6
FY
1
7
FY
1
8
FY
1
9
FY
2
0
PRINCIPAL INTEREST
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.
Registration fees provide the primary funding for
the Parks Xtra Education Fund. Revenues are
projected to be $82,400 in FY02.
Approved program funding for FY 03 is
$122,670. These funds include $92,080 to
cover the cost of instructors, supplies, equipment,
and various other program-related expenses.
This includes a service level adjustment in the
amount of $13,450 to expand the programs.
The remaining $30,590 is allocated for the
payment of half the salary and benefits associated
with the position responsible for administering
the program.
CITY OF COLLEGE STATION
PARKS XTRA EDUCATION
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING FUND BALANCE 82,188$ 63,437$ 63,437$ 43,272$ 43,272$
REVENUES
XTRA EDUCATION REVENUES 61,114$ 55,100$ 80,000$ 82,400$ 82,400$ 49.55%
INVESTMENT EARNINGS 4,261 5,200 5,200 5,200 5,200 0.00%
OTHER 1,252 0 0 0 0 N/A
TOTAL REVENUES 66,627$ 60,300$ 85,200$ 87,600$ 87,600$ 45.27%
TOTAL FUNDS AVAILABLE 148,815 123,737$ 148,637$ 130,872$ 130,872$ 5.77%
EXPENDITURES
XTRA EDUCATION PROGRAMS 61,025$ 78,630$ 78,630$ 78,630$ 92,080$ 17.11%
CONTINGENCY 0 0 0 0 0 N/A
TRANSFERS 24,353 26,735 26,735 30,590 30,590 14.42%
TOTAL EXPENDITURES 85,378$ 105,365$ 105,365$ 109,220$ 122,670$ 16.42%
INCREASE (DECREASE)
IN FUND BALANCE (18,751)$ (45,065)$ (20,165)$ (21,620)$ (35,070)$
ENDING FUND BALANCE 63,437$ 18,372$ 43,272$ 21,652$ 8,202$
PARKS XTRA EDUCATION FUND - USES
TRANSFERS
25%
XTRA
EDUCATION
PROGRAMS
75%
PARKS XTRA EDUCATION FUND- SOURCES
XTRA
EDUCATION
REVENUES
94%
INVESTMENT
EARNINGS
6%
CITY OF COLLEGE STATION
PARKS XTRA EDUCATION
DEPARTMENT SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
PARKS XTRA EDUCATION 61,025$ 78,630$ 78,630$ 78,630$ 92,080$ 17.11%
DIVISION TOTAL 61,025$ 78,630$ 78,630$ 78,630$ 92,080$ 17.11%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 0$ 0$ 0$ 0$ 0$ 0.00%
SUPPLIES 5,973 12,980 12,980 12,980 13,480 3.85%
MAINTENANCE 0 0 0 0 0 0.00%
PURCHASED SERVICES 55,052 65,650 65,650 65,650 78,600 19.73%
CAPITAL OUTLAY 0 0 0 0 0 0.00%
DIVISION TOTAL 61,025$ 78,630$ 78,630$ 78,630$ 92,080$ 17.11%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
PARKS XTRA EDUCATION 0.0 0.0 0.0 0.0 0.0 0.00%
DIVISION TOTAL 0.0 0.0 0.0 0.0 0.0 0.00%
SERVICE LEVEL ADJUSTMENTS
Promotional materials and fees 13,450$
13,450$
This is the fifth year to include the Economic
Development Fund in the budget document.
The fund is utilized to account for funds that are
to be used for business attraction and retention.
This fund is prepared on the modified accrual
basis of accounting. Using this method,
revenues are recognized when they become
measurable and available to finance expenditures
of the current period. Expenditures are
recognized when the related fund liability is
incurred with the exception of several items.
The full listing of these exceptions can be found
in the Financial Policies on page F-1.
Revenues for the Economic Development Fund
will be collected from the Electric, Water,
Wastewater, and Sanitation Funds. The
contributions from these funds will total
$260,000. Investment earnings of
approximately $10,000 are also anticipated in
FY 03. The Economic Development Funds’
expenditures are comprised of “Cash
Assistance” payments to various business
prospects. This assistance is aimed at providing
prospective businesses with start-up resources
and provides existing businesses the opportunity
to expand their operations.
It is estimated that $962,209 will be available for
cash assistance in FY03. Cash assistance in FY
03 is approved to be allocated as follows:
Economic Development Cash Assistance
Organization FY 02 FY 03
The Tradition at Northgate $31,320
Development Matching Fund 50,000 50,000
EDC/SCIC Membership 62,500 80,000
UCS 60,000
Lynntech 50,000
Northgate project 34,888
Home Depot 437,321
Hilton Retaining Wall 200,000
Future Potential 110,000
Total $153,820 $962,209
As can be seen from the table above, there is
$110,000 estimated to be available for other
economic development prospects and activities.
If uncommitted at year-end, these funds will
contribute to the fund balance carried over from
year to year. This flexibility gives the City an
opportunity to work with various new and
current businesses to ensure that College Station
has a diverse and vibrant economy.
ECONOMIC DEVELOPMENT FUND
CITY OF COLLEGE STATION
ECONOMIC DEVELOPMENT FUND
SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING BALANCE 668,407$ 706,082$ 706,082$ 812,262$ 812,262$
REVENUES
OPERATING TRANSFERS
ELECTRIC FUND 215,000$ 215,000$ 215,000 215,000 215,000 0%
WATER FUND 12,500 12,500 12,500 12,500 12,500 0%
SEWER FUND 10,000 10,000 10,000 10,000 10,000 0%
SW COLLECTION FUND 12,500 12,500 12,500 12,500 12,500 0%
INVESTMENT EARNINGS 37,074 43,600 10,000 10,000 10,000 -77%
OTHER 12,317 0 0 0 0 N/A
TOTAL REVENUES 299,391$ 293,600$ 260,000$ 260,000$ 260,000$ -11%
TOTAL FUNDS AVAILABLE 967,798$ 999,682$ 966,082$ 1,072,262$ 1,072,262$ 7%
EXPENDITURES AND TRANSFERS
CASH ASSISTANCE 70,248$ 900,000$ 153,820$ 962,209$ 962,209 7%
OTHER 191,468 0 0 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 261,716$ 900,000$ 153,820$ 962,209$ 962,209$ 7%
INCREASE (DECREASE)
FUND BALANCE 37,675$ (606,400)$ 106,180$ (702,209)$ (702,209)$
GAAP ADJUSTMENT
ENDING FUND BALANCE 706,082$ 99,682$ 812,262$ 110,053$ 110,053$
ECONOMIC DEVELOPMENT FUND -
SOURCES
OPERATING
TRANSFERS
96%
INVESTMENT
EARNINGS
4%
ECONOMIC DEVELOPMENT FUND -
USES
CASH
ASSISTANCE
100%
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. This fee can be used to
fund security projects to the Municipal Court.
This fund is prepared using the modified accrual
basis of accounting. This accounting method
realizes revenues are when they become
measurable and available to finance expenditures
of the current period. Expenditures are
recognized when the related fund liability is
incurred with the exception of several items. The
full listing of these exceptions can be found in the
Financial Policies on page F-1.
Court Security Fee revenues are projected to be
$65,000 in FY 03.
Expenditures of $110,000 are approved in FY
03. These expenditures include the salary and
benefits associated with the bailiff position at the
Municipal Court, as well as other security
improvements to the court facility.
CITY OF COLLEGE STATION
COURT SECURITY FEE
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING FUND BALANCE 38,922$ 95,890$ 95,890$ 129,590$ 129,590$
REVENUES
COURT SECURITY FEES 82,400$ 74,500$ 59,600$ 61,400$ 61,400$ -18%
INVESTMENT INTEREST 3,799 6,600 4,800 3,600 3,600 -45%
OTHER 0 0 0 0 0 .
TOTAL REVENUES 86,199$ 81,100$ 64,400$ 65,000$ 65,000$ -20%
EXPENDITURES
COURT SECURITY PROJECTS 0$ 15,000$ 0$ 75,000$ 75,000$ 400%
GEN/ADMIN TRANSFER 29,231 66,100 30,700 35,000 35,000
TOTAL EXPENDITURES 29,231$ 81,100$ 30,700$ 110,000$ 110,000$ 36%
INCREASE (DECREASE)
IN FUND BALANCE 56,968$ 0$ 33,700$ (45,000)$ (45,000)$
ENDING FUND BALANCE 95,890$ 95,890$ 129,590$ 84,590$ 84,590$
COURT SECURITY FEE FUND - USES
COURT
SECURITY
PROJECTS
68%
GEN/ADMIN
TRANSFER
32%
COURT SECURITY FEE FUND - SOURCES
INVEST.
INTEREST
6%
COURT
SECURITY
FEES
94%
COURT TECHNOLOGY FEE FUND
In 1999, the State Legislature authorized a Court
Technology Fee for Municipal Court fines. Those
who pay tickets at the College Station Municipal
Court contribute to this fee. This fee can be used
to fund technology projects at the Municipal
Court facility. Projects could include
enhancements and improvements to the
Municipal Court computer systems and various
other improvements that involve technology.
This fund is prepared using the modified accrual
basis of accounting. This accounting method
realizes revenue when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of
these exceptions can be found in the Financial
Policies on page F-1.
Court Technology Fee revenues are projected to
be $85,700 in FY 03. $100,000 in budgeted
expenditures are included in the approved FY 03
budget.
CITY OF COLLEGE STATION
COURT TECHNOLOGY
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING FUND BALANCE 61,430$ 101,860$ 101,860$ 148,260$ 148,260$
REVENUES
COURT TECHNOLOGY FEES 107,465$ 103,000$ 78,200$ 78,200$ 78,200$ -24%
INVESTMENT INTEREST 5,629 6,800 5,200 7,500 7,500 10%
OTHER 0 0 0 0 0 N/A
TOTAL REVENUES 113,094$ 109,800$ 83,400$ 85,700$ 85,700$ -22%
EXPENDITURES
COURT TECHNOLOGY PROJECTS 72,664$ 202,600$ 37,000$ 100,000$ 100,000$ -51%
TOTAL EXPENDITURES 72,664$ 202,600$ 37,000$ 100,000$ 100,000$ -51%
INCREASE (DECREASE)
IN FUND BALANCE 40,430$ (92,800)$ 46,400$ (14,300)$ (14,300)$
ENDING FUND BALANCE 101,860$ 9,060$ 148,260$ 133,960$ 133,960$
COURT TECHNOLOGY FUND - SOURCES
INVESTMENT
INTEREST
8%
COURT
TECHNOLOGY
FEES
92%
COURT TECHNOLOGY FUND - USES
COURT
TECHNOLOGY
PROJECTS
100%
POLICE SEIZURE FUND
This fund accounts for items received by the City
through the Police Department as a result of
criminal investigations. These funds are used for
one time equipment and other purchases to assist
in police activities.
This fund is prepared using the modified accrual
basis of accounting. This accounting method
recognizes revenues when they become
measurable and available to finance expenditures
of the current period. Expenditures are
recognized when the related fund liability is
incurred with the exception of several items. The
full listing of these exceptions can be found in the
Financial Policies on page F-1.
Police Seizure Fund revenues are estimated to be
$6,700 in FY 03. Total funds available are
expected to be $9,340.
Expenditures of $3,500 are budgeted for in
FY03. These expenditures are anticipated to be
for items to assist in police activities.
CITY OF COLLEGE STATION
POLICE SEIZURE
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING FUND BALANCE 14,395$ 21,640$ 11,840$ 2,640$ 2,640$
REVENUES
POLICE SEIZURE REVENUES 6,713$ 0$ 7,000$ 6,000$ 6,000$ N/A
INVESTMENT EARNINGS 1,070 1,200 800 700 700 (41.67%)
OTHER (488) 0 0 0 0 N/A
TOTAL REVENUES 7,295$ 1,200$ 7,800$ 6,700$ 6,700$ 458.33%
TOTAL FUNDS AVAILABLE 21,690 22,840$ 19,640$ 9,340$ 9,340$ (59.11%)
EXPENDITURES
POLICE SEIZURE PROGRAMS 50$ 11,000$ 17,000$ 3,500$ 3,500$ (68.18%)
CONTINGENCY 0 0 0 0 0 N/A
TRANSFERS 0 0 0 0 0 N/A
TOTAL EXPENDITURES 50$ 11,000$ 17,000$ 3,500$ 3,500$ (68.18%)
INCREASE (DECREASE)
IN FUND BALANCE 7,245$ (9,800)$ (9,200)$ 3,200$ 3,200$
ENDING FUND BALANCE 21,640$ 11,840$ 2,640$ 5,840$ 5,840$
POLICE SEIZURE - USES
POLICE
SEIZURES
PROGRAMS
100%
POLICE SEIZURE - SOURCES
POLICE
SEIZURE
REVENUES
90%
INVESTMENT
EARNINGS
10%
GENERAL GOVERNMENT
CAPITAL PROJECTS BUDGET
The City of College Station annually develops a five-
year Capital Improvements Program. The CIP is then
presented for City Council review as part of the annual
budget process. The list consolidates all anticipated
capital needs for which funding authorization exists.
The program is also divided into several sections
depending on the services provided and the funding
source.
The City only has legal authority to issue general
obligation debt after a successful citizen referendum.
General Obligation (GO) debt is debt that obligates the
City to repay the issue with ad valorem tax revenues.
The City uses GO debt for the acquisition and
development of parks and recreation facilities, rights-
of-way acquisition, construction of arterial streets,
reconstruction of major arterial streets, and for public
buildings such as City offices, libraries, swimming pools
and other general use facilities.
The 1998 November election granted the City
authority to issue $24,240,000 in General Obligation
debt. $3.8 million is planned to be used in FY 03.
The City has statutory authority, and City Council
policy allows for the use of non-voter authorized debt
instruments such as certificates of obligation and
contract obligations (generally referred to as CO's).
City Council policy allows the City to use such
instruments for capital items such as the following:
•The purchase and replacement of major
computer systems and other technology-based
items that have useful lives of not more than ten
years.
•The purchase and replacement of major
equipment items such as fire fighting equipment.
The City has however developed policies and
procedures to provide almost all of this
equipment without issuing debt.
•The purchase of land and development of land
for economic development uses.
In FY 02, the City issued $14,413,000 in CO debt for
various General Government capital projects that
included street, technology, parks, business park,
municipal facilities, and convention center projects.
Approximately, $9,000,000 of this amount was issued
to cover expenses associated with transportation
related projects that comprise the Interim CIP. The FY
03 Budget includes issuing $15,357,000 in CO’s.
$11,400,000 of this amount is to cover expenses
associated with the development and construction of a
new convention center and related infrastructure.
Additionally, $3,150,000 in CO’s is approved to cover
business park development costs, and $750,000 for
street capital projects.
Revenue bonds are issued when a capital asset will
reside in one or more of the City's enterprise funds.
Revenue bonds do not normally require voter
approval.
The 1998 bond elections provided funding
authorization for a wide range of capital projects.
These projects included street extensions and
reconstruction, traffic projects, as well as parks
development and parkland acquisition. Improvements
to Fire Station #2, along with a new fire station (Fire
Station #5), were authorized. Funds were also
authorized for the acquisition of land for a new
cemetery site, City Center and to increase greenway
/floodplain areas. The City will continue those
authorized projects in accordance with the five-year
CIP plan.
The successful citizen referendum acknowledged that
the approved projects would be accomplished without
increasing the ad valorem tax rate for debt service. It
was anticipated however, that the ad valorem tax rate
would be increased to pay for Veteran's Park and Fire
Station #5 operations. In FY 02, an ad valorem tax
increase of 4.84 cents per $100 valuation was
approved. Of this increase, 1.84 cents was required
for operating and maintenance expenses associated
with Veteran’s Park and Fire Station #5.
STREETS, TRAFFIC, SIDEWALKS, AND
TRAILS CAPITAL PROJECTS
Street Rehabilitation Projects
In FY 03, $780,000 has been approved for various
street rehabilitation projects. This $780,000 is the
final allocation of $3,120,000 designated for street
rehabilitation in the 1998 Bond Authorization.
$618,000 is anticipated to be needed in FY 03 to
complete rehabilitation of First and Maple Streets in
Northgate.
Street Extension Projects
Street extension projects approved include $182,000
for widening George Bush Dr. from Texas Avenue to
Harvey Road. $1,750,000 is the anticipated project
expense for phase II of the Jones Butler Road project.
$750,000 is approved for additional street extension
projects.
Additionally, four transportation related projects were
approved and budgeted for in FY 02. These projects
will continue in FY 03. $3,930,000 for widening
Greens Prairie Road, $3,600,000 to continue
extending Dartmouth, $247,000 for design associated
with widening University Drive, and $675,000 to
design the Barron Road Overpass. These
transportation projects were approved as part of the
Interim CIP or group of capital improvement projects
not included in the five year CIP program but identified
as high priority. An ad valorem tax increase of three
cents per $100 valuation was necessary to incur the
debt to cover to cost of these high priority projects.
These street projects will help to address traffic issues
that have been highlighted in the citizen survey and
other feedback received from College Station citizens.
Street TxDOT Projects
Working in conjunction with the Texas Department of
Transportation, in FY 03 the City expects to complete
the Texas Avenue Streetscape Ph II and George Bush
Dr. Medians. It is anticipated that $500,000 will be
used for Texas Avenue streetscaping, and $175,000
for the George Bush Drive medians.
TxDOT timing on these projects will determine when
these expenditures will be made. The City pays ten
percent of right-of-way costs, and also pays for any
enhancements, such as the application of any
streetscaping desired in the project.
Traffic Projects
In FY 03, 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 placement
is determined through traffic studies. For FY 03,
$182,000 is approved for traffic management
improvements associated with widening George Bush
Drive.
Sidewalks and Trails Projects
The City of College Station has worked over the years
to ensure adequate transportation infrastructure for
pedestrians and bicyclists. The City has an adopted
sidewalk and bike loop plan. As new development
occurs, sidewalks are an important aspect that must be
considered. In FY 03, two capital projects are
approved: $75,000 for neighborhood capital
improvements and $400,000 to build sidewalks to
surround the main campus of Texas A&M. This
project will be fund equally by the City of College
Station, Texas A&M, and TxDOT.
PARKS CAPITAL PROJECTS
In FY 03, only a few significant capital projects remain
to be completed. The most significant parks project for
FY 03 is the development of Lick Creek Park.
$378,000 is the projected cost to finish this project.
PARKLAND DEDICATION CAPITAL PROJECTS
In FY 03, projects approved using parkland dedication
funds include $700,000 for Woodway Park
development, $170,000 for a park in Zone 5 and
$150,000 for a park project in the Northgate area.
GENERAL GOVERNMENT AND CAPITAL
EQUIPMENT CAPITAL PROJECTS
General government and capital equipment projects
are planned assets that have value to more than one
specific area of City operations. Two main divisions
within this category are public facilities and technology
projects. In FY 03, significant projects include:
$1,317,000 to begin construction of Fire Station # 5;
$57,000 for enhancements to the city’s mid range
computer system, and $631,000 for additional
technology improvements. Additionally, $1,625,689
is the projected expenditure to complete the Municipal
Court/ Fire Administration Building; however, only an
additional $113,069 has to be allocated for this
project in FY 03. The remaining cost has been
budgeted in previous years and will carry forward
CONVENTION CENTER CAPITAL PROJECTS
In FY 03, $8,420,000 is the anticipated Convention
Center project expense. This project entails the
construction of a conference center facility in
conjunction with the development of a full service
hotel. In addition to the $8,420,000 for the
Convention Center, $750,000 is projected to
construct utility infrastructure associated with the
Convention Center.
BUSINESS PARK PROJECTS
In FY 03, there are two significant business park
related projects. These include $225,000 for the
design preparation of new class A business center and
$717,000 for development and construction of a new
class B business center.
ADDITIONAL O&M COSTS
The FY 03 budget includes a number of capital
projects that have been recently completed and have
added operations and maintenance expense. In
particular, the City’s general fund has been and will
continue to be impacted by capital projects as they
come online. The FY 02 Approved Budget included
an additional, $229,583 for operating costs associated
with fire station #5, which is slated to come online in
2004.
Approved General Fund SLAs for FY 03 include
$460,441 in various SLAs to operate and maintain
new facilities and complete capital project. These
SLAs include adding personnel, utilities costs, moving
costs, lawn maintenance, as well as any other cost
associated with bringing a new facility online. Among
the SLAs for FY 03 are $142,905 for three additional
fire fighters and $180,375 for equipment for a fire
engine for Station 5, and $72,641 for O&M costs of
new Municipal Court/ Fire Administration Building.
Additionally, $98,354 has been included in the base
budget for O&M costs associated with Veterans’ Park.
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT TOTAL APPROVED
PROJECT BUDGET ACTUAL FY 01-02 BUDGET ESTIMATE FY 02-03 BUDGET
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATIONS
BEGINNING FUND BALANCE:13,709,692 12,214,522 12,214,522 13,936,962
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 1,500,000 4,694,000 4,501,000 1,693,000
CERTIFICATES OF OBLIGATIONS 76,078 9,075,000 8,977,600 750,000
INTERGOVERNMENTAL 819,648 272,000 272,000 768,000
INTRAGOVERNMENTAL 0 871,325 871,325 0
INVESTMENT EARNINGS 850,962 250,000 700,000 300,000
OTHER 289,593 0 0 75,000
SUBTOTAL ADDITIONAL RESOURCES 3,536,281$ 15,162,325$ 15,321,925$ 3,586,000$
TOTAL RESOURCES AVAILABLE 17,245,973$ 27,376,847$ 27,536,447$ 17,522,962$
STREET REHABILITATION PROJECTS
GRAHAM RD UPGRADE PH I ST9515 2,400,000 117,705 0 0 0
GRAHAM RD UPGRADE PH II ST0001 1,718,000 3,510 0 1,558,000 0
N. FOREST PKWY ST9912 500,000 226,942 0 0 0
5 TARROW ST. SOUTH ST0002 464,000 3,288 0 446,000 0
1 CHERRY STREET IMP ST9913 675,000 19,596 0 641,000 0
*STREET REHAB.ST0003 2,620,500 630,372 780,000 780,000 780,000
EASTGATE STREET REHAB Ph I, II SS9903 113,000 114,485 0 0 0
2 CHURCH STREET REHAB.ST0004 756,000 382,801 0 0 0
7 NORTHGATE STREET REHAB ST0209 82,075 0 82,075 0 0
7 FIRST & MAPLE STREET REHAB ST0201 789,250 0 789,250 172,000 0
ROCK PRAIRIE/BARRON RD. IMP.BV0101 238,052 0 0 0
SECOND STREET PLAZA ST0030 675,000 31,085 375,000 643,915 0
CLOSED PROJECTS 0 0 0
SUBTOTAL 1,767,835$ 2,026,325$ 4,240,915$ 780,000$
STREET EXTENSION PROJECTS
*JONES-BUTLER RD PH II ST0005 2,036,000 1,747 0 271,000 0
3 GEORGE BUSH E. WIDENING ST9804 1,490,000 304,938 0 934,000 182,000
4 GEORGE BUSH EAST EXT.ST9916 1,735,000 458,762 0 1,401,521 0
*ROCK PRAIRIE RD REALIGN ST9923 832,000 204,944 0 1,095,000 0
*VICTORIA OP ST9928 894,000 205 497,000 626,000 0
*BARRON ROAD ROW ST0006 316,000 10,782 0 311,000 0
LONGMIRE EXTENSION ST0007 455,000 22,303 0 447,000 0
*LONGMIRE PH I & II ROW ST0100 2,594,000 674 0 387,000 0
DARTMOUTH EXTENSION ST0008 635,000 125,798 0 489,000 0
GREENS PRAIRIE RD. WIDENING ST0214 4,369,000 0 4,369,000 439,000 0
DARTMOUTH EXTENSION SOUTH ST0211 3,600,000 0 3,600,000 0 0
UNIVERSITY DR. WIDENING DSN ST0213 247,000 0 247,000 247,000 0
BARRON ROAD INTERCHANGE ST0212 675,000 0 675,000 0 0
CSISD PARKING LOT ST0107 82,055 82,055 0 0 0
HWY40/6 GREENS PRAIRIE RD TBD 750,000 0 0 0 750,000
CLOSED PROJECTS 145 0 0 0
SUBTOTAL 1,212,353$ 9,388,000$ 6,647,521$ 932,000$
STREET TXDOT PROJECTS
TEXAS AVE. R.O.W. PH II ST9820 371,000 0 0 0 0
TX AVE STREETSCAPE PH II ST9915 500,000 0 0 0 0
STATE HIGHWAY 40 ROW ST0009 260,000 325,000 0 0 0
GEORGE BUSH DRIVE MEDIANS ST0102 350,000 0 0 0 0
SUBTOTAL 325,000$ 0$ 0$ 0$
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT
PROJECT BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER AMOUNT FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
BEGINNING FUND BALANCE:13,936,962 171,387 221,387 271,387 321,387 371,387
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 1,693,000 0 0 0 0 0
CERTIFICATES OF OBLIGATIONS 750,000 0 0 0 0 0
INTERGOVERNMENTAL 768,000 0 0 0 0 0
INTRAGOVERNMENTAL 0 0 0 0 0 0
INVESTMENT EARNINGS 300,000 50,000 50,000 50,000 50,000 50,000
OTHER 75,000 75,000 75,000 75,000 75,000 75,000
SUBTOTAL ADDITIONAL RESOURCES 3,586,000$ 125,000$ 125,000$ 125,000$ 125,000$ 125,000$
TOTAL RESOURCES AVAILABLE 17,522,962$ 296,387$ 346,387$ 396,387$ 446,387$ 496,387$
STREET REHABILITATION PROJECTS
GRAHAM RD UPGRADE PH I ST9515 2,400,000 0 0 0 0 0 0
GRAHAM RD UPGRADE PH II ST0001 1,718,000 0 0 0 0 0 0
N. FOREST PKWY ST9912 500,000 0 0 0 0 0 0
5 TARROW ST. SOUTH ST0002 464,000 0 0 0 0 0 0
1 CHERRY STREET IMP ST9913 675,000 0 0 0 0 0 0
*STREET REHAB.ST0003 2,620,500 780,000 0 0 0 0 0
EASTGATE STREET REHAB Ph I, II SS9903 113,000 0 0 0 0 0 0
2 CHURCH STREET REHAB.ST0004 756,000 0 0 0 0 0 0
7 NORTHGATE STREET REHAB ST0209 82,075 82,075 0 0 0 0 0
7 FIRST & MAPLE STREET REHAB ST0201 789,250 618,000 0 0 0 0 0
ROCK PRAIRIE/BARRON RD. IMP.BV0101 0 0 0 0 0 0
SECOND STREET PLAZA ST0030 675,000 0 0 0 0 0 0
CLOSED PROJECTS 0 0 0 0 0 0
SUBTOTAL 1,480,075$ 0$ 0$ 0$ 0$ 0$
STREET EXTENSION PROJECTS
*JONES-BUTLER RD PH II ST0005 2,036,000 1,750,000 0 0 0 0 0
3 GEORGE BUSH E. WIDENING ST9804 1,490,000 182,000 0 0 0 0 0
4 GEORGE BUSH EAST EXT.ST9916 1,735,000 0 0 0 0 0 0
*ROCK PRAIRIE RD REALIGN ST9923 832,000 0 0 0 0 0 0
*VICTORIA OP ST9928 894,000 0 0 0 0 0 0
*BARRON ROAD ROW ST0006 316,000 0 0 0 0 0 0
LONGMIRE EXTENSION ST0007 455,000 0 0 0 0 0 0
*LONGMIRE PH I & II ROW ST0100 2,594,000 2,207,000 0 0 0 0 0
DARTMOUTH EXTENSION ST0008 635,000 0 0 0 0 0 0
GREENS PRAIRIE RD. WIDENING ST0214 4,369,000 3,930,000 0 0 0 0 0
DARTMOUTH EXTENSION SOUTH ST0211 3,600,000 3,600,000 0 0 0 0 0
UNIVERSITY DR. WIDENING DSN ST0213 247,000 0 0 0 0 0 0
BARRON ROAD INTERCHANGE ST0212 675,000 675,000 0 0 0 0 0
CSISD PARKING LOT ST0107 82,055 0 0 0 0 0 0
HWY40/6 GREENS PRAIRIE RD TBD 750,000 750,000
CLOSED PROJECTS 0 0 0 0 0 0
SUBTOTAL 13,094,000$ 0$ 0$ 0$ 0$ 0$
STREET TXDOT PROJECTS
TEXAS AVE. R.O.W. PH II ST9820 371,000 0 0 0 0 0 0
TX AVE STREETSCAPE PH II ST9915 500,000 500,000 0 0 0 0 0
STATE HIGHWAY 40 ROW ST0009 260,000 0 0 0 0 0
GEORGE BUSH DRIVE MEDIANS ST0102 350,000 175,000 0 0 0 0 0
SUBTOTAL 675,000$ 0$ 0$ 0$ 0$ 0$
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT TOTAL APPROVED
PROJECT BUDGET ACTUAL FY 01-02 BUDGET ESTIMATE FY 02-03 BUDGET
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATIONS
TRAFFIC PROJECTS
*TRAFFIC MGMT. IMPROVE.ST0011 728,000 0 182,000 0 0
TRAFFIC SIGNAL ENHAN.ST9511 3,463,229 10,257 538,000 532,000 538,000
TRAFFIC SIGNAL MISC ENG..ST9903 0 780 0 0 0
ENFORCEMENT LIGHTS ST0014 12,000 2,780 0 0 0
LONGMIRE @ ROCK PRAIRIE ST0015 130,000 117,952 0 0 0
ROCK PRA @ WELSH/VICTORIA ST0016 115,000 138,988 0 0 0
DISCOVERY @ RAYMOND STOT.ST0018 100,000 62,940 0 0 0
LONGMIRE @ DEACON ST0019 100,000 75,590 0 0 0
GLADE @ HOLLEMAN ST0020 100,000 70,390 0 0 0
ROCK PRAIRIE @ HWY 6 MODIF.ST0021 50,000 65,006 0 0 0
UNIVERSITY @ POLO RD ST0024 120,000 81,856 0 0 0
HOLLEMAN WIDENING ST0106 112,000 7,931 0 0 0
FIRE EMERGENCY PREMPTION ST9810 120,000 62,779 0 0 0
CLOSED PROJECTS 18,666 0 0 0
SUBTOTAL 715,914$ 720,000$ 532,000$ 538,000$
SIDEWALKS & TRAILS
MISC SIDEWALKS & TRAILS ST9510 830,000 625 0 500,000 0
J&D MILLER PARK SIDEWALK/TRAIL ST0200 29,250 0 29,250 29,250 0
NEIGHBORHOOD/STREETSCAPE ST9802 54,800 0 0 54,800 0
BIKE LOOP ST9409 1,348,000 719,484 0 0 0
MISC. BIKE TRAILS ST9803 180,000 0 0 180,000 0
TAMU SIDEWALKS ST9924 195,000 0 0 195,000 400,000
6 LINCOLN / UNI. SIDEWALKS CD1275 98,000 465 0 98,000 0
LONGMIRE SIDEWALKS ST0204 157,000 0 0 157,000 0
ANDERSON SIDEWALKS ST0203 200,000 0 0 200,000 0
NEIGHBORHOOD CIP ST0012 50,000 0 75,000 75,000 75,000
CLOSED PROJECTS 0 0 0 0
SUBTOTAL 720,574$ 104,250$ 1,489,050$ 475,000$
TRANSFER OUT 19,175 0 0 0
OTHER 14,669 0 0 0
DEAN INTERNATIONAL 0 330,000 380,000 360,000
CLAIMS PAID 0 0 0 0
DEBT ISSUANCE COSTS 16,467 50,000 50,000 19,500
GENERAL & ADMIN. CHARGES 256,285 260,000 260,000 250,000
TOTAL EXPENDITURES 5,048,274$ 12,878,575$ 13,599,486$ 3,354,500$
GAAP 16,823
ENDING FUND BALANCE:12,214,522$ 14,498,272$ 13,936,962$ 14,168,462$
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.
6- Lincoln Sidewalk funded entirely through CD, $98,000
7-Northgate Street Rehab funded from CD Funds.
Rehabilitation of Louise Street is scheduled to begin in FY 03. Funding of $180,000 for this project is included in the public facilities portion of the Community
Development Budget
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT
PROJECT BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER AMOUNT FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
TRAFFIC PROJECTS
*TRAFFIC MGMT. IMPROVE.ST0011 728,000 0 0 0 0 0 0
TRAFFIC SIGNAL ENHAN.ST9511 3,463,229 538,000 0 0 0 0 0
TRAFFIC SIGNAL MISC ENG..ST9903 0 0 0 0 0 0 0
ENFORCEMENT LIGHTS ST0014 12,000 0 0 0 0 0 0
LONGMIRE @ ROCK PRAIRIE ST0015 130,000 0 0 0 0 0 0
ROCK PRA @ WELSH/VICTORIA ST0016 115,000 0 0 0 0 0 0
DISCOVERY @ RAYMOND STOT.ST0018 100,000 0 0 0 0 0 0
LONGMIRE @ DEACON ST0019 100,000 0 0 0 0 0 0
GLADE @ HOLLEMAN ST0020 100,000 0 0 0 0 0 0
ROCK PRAIRIE @ HWY 6 MODIF.ST0021 50,000 0 0 0 0 0 0
UNIVERSITY @ POLO RD ST0024 120,000 0 0 0 0 0 0
HOLLEMAN WIDENING ST0106 112,000 0 0 0 0 0 0
FIRE EMERGENCY PREMPTION ST9810 120,000 0 0 0 0 0 0
CLOSED PROJECTS 0 0 0 0 0 0
SUBTOTAL 538,000$ 0$ 0$ 0$ 0$ 0$
SIDEWALKS & TRAILS
MISC SIDEWALKS & TRAILS ST9510 830,000 0 0 0 0 0 0
J&D MILLER PARK SIDEWALK/TRAIL ST0200 29,250 0 0 0 0 0 0
NEIGHBORHOOD/STREETSCAPE ST9802 54,800 0 0 0 0 0 0
BIKE LOOP ST9409 1,348,000 460,000 0 0 0 0 0
MISC. BIKE TRAILS ST9803 180,000 0 0 0 0 0 0
TAMU SIDEWALKS ST9924 195,000 400,000 0 0 0 0 0
6 LINCOLN / UNI. SIDEWALKS CD1275 98,000 0 0 0 0 0 0
LONGMIRE SIDEWALKS ST0204 157,000 0 0 0 0 0 0
ANDERSON SIDEWALKS ST0203 200,000 0 0 0 0 0 0
NEIGHBORHOOD CIP ST0012 50,000 75,000 75,000 75,000 75,000 75,000 75,000
CLOSED PROJECTS 0 0 0 0 0 0
SUBTOTAL 935,000$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$
TRANSFER OUT 0 0 0 0 0 0
OTHER 0 0 0 0 0 0
DEAN INTERNATIONAL 360,000 0 0 0 0 0
CLAIMS PAID 0 0 0 0 0 0
DEBT ISSUANCE COSTS 19,500 0 0 0 0 0
GENERAL & ADMIN. CHARGES 250,000 0 0 0 0 0
TOTAL EXPENDITURES 17,351,575$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$
GAAP
ENDING FUND BALANCE:171,387$ 221,387$ 271,387$ 321,387$ 371,387$ 421,387$
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.
6- Lincoln Sidewalk funded entirely through CD, $98,000
7-Northgate Street Rehab funded from CD Funds.
Rehabilitation of Louise Street is scheduled to begin in FY 03. Funding of $180,000 for this
project is included in the public facilities portion of the Community Development Budget
GENERAL GOVERNMENT
PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT TOTAL APPROVED
PROJECT BUDGET ACTUAL FY 01-02 BUDGET ESTIMATE FY 02-03 BUDGET
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATION
BEGINNING FUND BALANCE:1,723,697$ 4,295,406$ 4,295,406$ 860,883$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 2,140,000$ 129,000$ 129,000$ 0$
CERTIFICATES OF OBLIGATIONS 877,429 0 0 0
INTERGOVERNMENTAL 0 0 0 80,000
INTRAGOVERNEMENTAL 0 0 0 0
INVESTMENT EARNINGS 113,645 150,000 150,000 10,000
OTHER 51,035 50,000 50,000 50,000
SUBTOTAL ADDITIONAL RESOURCES 3,182,109$ 329,000$ 329,000$ 140,000$
TOTAL RESOURCES AVAILABLE 4,905,806$ 4,624,406$ 4,624,406$ 1,000,883$
PARK PROJECTS
BILLIE MADELEY PARK DEV.PK9706 55,000 0 0 48,000 0
*WEST DIST. MAINT. SHOP PK9927 501,000 325,806 0 0 0
*LEMONTREE PARK IMPR.PK0066 22,000 7,541 0 0 0
*OAKS PARK IMPR.PK0067 28,000 3,933 0 46,000 0
*RAINTREE PARK IMPR.PK0068 44,000 29,150 0 0 0
*THOMAS PARK IMPR.PK9931 126,000 30,938 0 0 0
*LICK CREEK DEVELOPMENT PK0069 503,000 917 398,000 80,000 80,000
LICK CREEK PARK PK9952 35,000 19,579 0 0 0
*COMMUNITY PARK LAND ACQ.PK9948 520,000 4,639 0 514,000 0
*REGIONAL ATHL PARK DEV PK9941 3,236,000 134,618 512,000 2,863,000 0
*SOUTHWOOD PARK IMPR.PK0076 169,000 163 0 0 119,000
*BRISON PARK IMPR.PK0100 54,000 9,477 0 44,523 0
*BROTHERS POND PARK IMPR PK0084 32,000 25,587 0 0 0
*CENTRAL PARK IMPR.PK0101 17,000 0 0 0 0
*GABBARD PARK IMPR.PK0102 66,000 3,553 0 66,000 0
*MERRY OAKS IMPR.PK0103 37,000 3,079 0 37,000 0
*THOMAS POOL IMPR.PK0104 19,000 0 0 0 0
*BEE CREEK LIGHTS TBD 68,000 0 0 0 0
LINCOLN CENTER ENTR EXP CD1292 90,000 0 0 0 0
FIELD REDEVELOPMENT TBD 31,400 0 0 0 31,400
CLOSED PROJECTS 0 0 0 0
DEBT ISSUANCE COST 31,456 10,000 10,000 0
GENERAL & ADMIN. CHARGES 44,981 55,000 55,000 20,000
TOTAL EXPENDITURES 675,417$ 975,000$ 3,763,523$ 250,400$
GAAP 65,017
ENDING FUND BALANCE:4,295,406$ 3,649,406$ 860,883$ 750,483$
* - FUNDED THROUGH NOVEMBER 1998 G.O. BOND AUTHORIZATION
GENERAL GOVERNMENT
PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
BEGINNING FUND BALANCE:860,883$ 298,483$ 271,483$ 321,483$ 371,483$ 421,483$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 0$ 0$ 0$ 0$ 0$ 0$
CERTIFICATES OF OBLIGATIONS 0 0 0 0 0 0
INTERGOVERNMENTAL 80,000 0 0 0 0 0
INTRAGOVERNEMENTAL 0 0 0 0 0 0
INVESTMENT EARNINGS 10,000 10,000 0 0 0 0
OTHER 50,000 50,000 50,000 50,000 50,000 50,000
SUBTOTAL ADDITIONAL RESOURCES 140,000$ 60,000$ 50,000$ 50,000$ 50,000$ 50,000$
TOTAL RESOURCES AVAILABLE 1,000,883$ 358,483$ 321,483$ 371,483$ 421,483$ 471,483$
PARK PROJECTS
BILLIE MADELEY PARK DEV.PK9706 0 0 0 0 0 0
*WEST DIST. MAINT. SHOP PK9927 0 0 0 0 0 0
*LEMONTREE PARK IMPR.PK0066 0 0 0 0 0 0
*OAKS PARK IMPR.PK0067 0 0 0 0 0 0
*RAINTREE PARK IMPR.PK0068 0 16,000 0 0 0 0
*THOMAS PARK IMPR.PK9931 0 0 0 0 0 0
*LICK CREEK DEVELOPMENT PK0069 378,000 0 0 0 0 0
LICK CREEK PARK PK9952 0 0 0 0 0 0
*COMMUNITY PARK LAND ACQ.PK9948 0 0 0 0 0 0
*REGIONAL ATHL PARK DEV PK9941 0 0 0 0 0 0
*SOUTHWOOD PARK IMPR.PK0076 119,000 0 0 0 0 0
*BRISON PARK IMPR.PK0100 0 0 0 0 0 0
*BROTHERS POND PARK IMPR PK0084 0 0 0 0 0 0
*CENTRAL PARK IMPR.PK0101 17,000 0 0 0 0 0
*GABBARD PARK IMPR.PK0102 0 0 0 0 0 0
*MERRY OAKS IMPR.PK0103 0 0 0 0 0 0
*THOMAS POOL IMPR.PK0104 19,000 0 0 0 0 0
*BEE CREEK LIGHTS TBD 68,000 0 0 0 0 0
LINCOLN CENTER ENTR EXP CD1292 50,000 71,000 0 0 0 0
FIELD REDEVELOPMENT TBD 31,400 0 0 0 0 0
CLOSED PROJECTS 0 0 0 0 0 0
DEBT ISSUANCE COST 0 0 0 0 0 0
GENERAL & ADMIN. CHARGES 20,000 0 0 0 0 0
TOTAL EXPENDITURES 702,400$ 87,000$ 0$ 0$ 0$ 0$
GAAP
ENDING FUND BALANCE:298,483$ 271,483$ 321,483$ 371,483$ 421,483$ 471,483$
* - FUNDED THROUGH NOVEMBER 1998 G.O. BOND AUTHORIZATION
GENERAL GOVERNMENT
PARKLAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT TOTAL APPROVED
PROJECT BUDGET ACTUAL FY 01-02 BUDGET ESTIMATE FY 02-03 BUDGET
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATIONS
BEGINNING FUND BALANCE:918,454 1,212,527 1,212,527 1,337,927
ADDITIONAL RESOURCES:
CONTRIBUTIONS 364,736$ 50,000$ 300,000$ 50,000$
INVESTMENT EARNINGS 68,941 35,000 35,000 5,000
SUBTOTAL ADDITIONAL RESOURCES 433,677$ 85,000$ 335,000$ 55,000$
TOTAL RESOURCES AVAILABLE 1,352,131$ 1,297,527$ 1,547,527$ 1,392,927$
PARKLAND DEDICATION FUND
ZONE 1 PARK PK0051 53,000 0 4,691 0 18,000
NORTHGATE LINEAR PARK TBD 150,000 0 50,000 0 150,000
ZONE 2 PARK PK0052 9,219 0 508 16,000 2,000
ZONE 3 (WOLF PEN CREEK)PK0053 134,000 0 136,560 138,000 0
ZONE 4 PARK PK0054 5,000 0 5,441 0 20,000
ZONE 5 PARK TBD 76,842 0 77,668 0 170,000
ZONE 6 PARK PK0056 51,000 0 54,875 0 88,000
GABBARD PARK PK0102 12,000 0 0 12,000 0
WILLOW B. TENNIS COURTS PK0074 125,000 125,000 0 0 0
ZONE 7 PARK PK0057 400,202 0 0 0 0
WOODWAY PARK PK9803 512,000 0 117,647 0 700,000
ZONE 8 PARK PK0058 612 0 44 600 0
ZONE 9 PARK PK0059 0 0 0 0 0
ZONE 10 PARK PK0060 0 0 1,955 0 111,000
SHENANDOAH PARK 62,000 0 2,000 0 0
ZONE 11 PARK PK0061 0 0 0 28,000 0
CLOSED PROJECTS 0 0 0 0
GENERAL & ADMIN. CHARGES 14,600 15,000 15,000 5,000
TOTAL EXPENDITURES 139,600$ 466,389$ 209,600$ 1,264,000$
GAAP 4-$
ENDING FUND BALANCE:1,212,527$ 831,138$ 1,337,927$ 128,927$
GENERAL GOVERNMENT
PARKLAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
BEGINNING FUND BALANCE:1,337,927 128,927 179,927 180,927 181,927 182,927
ADDITIONAL RESOURCES:
CONTRIBUTIONS 50,000$ 50,000$ 0$ 0$ 0$ 0$
INVESTMENT EARNINGS 5,000 1,000 1,000 1,000 1,000 3,000
SUBTOTAL ADDITIONAL RESOURCES 55,000$ 51,000$ 1,000$ 1,000$ 1,000$ 3,000$
TOTAL RESOURCES AVAILABLE 1,392,927$ 179,927$ 180,927$ 181,927$ 182,927$ 185,927$
PARKLAND DEDICATION FUND
ZONE 1 PARK PK0051 18,000 0 0 0 0 0
NORTHGATE LINEAR PARK TBD 150,000 0 0 0 0 0
ZONE 2 PARK PK0052 2,000 0 0 0 0 0
ZONE 3 (WOLF PEN CREEK)PK0053 0 0 0 0 0 0
ZONE 4 PARK PK0054 20,000 0 0 0 0 0
ZONE 5 PARK TBD 170,000 0 0 0 0 0
ZONE 6 PARK PK0056 88,000 0 0 0 0 0
GABBARD PARK PK0102 0 0 0 0 0 0
WILLOW B. TENNIS COURTS PK0074 0 0 0 0 0 0
ZONE 7 PARK PK0057 0 0 0 0 0 0
WOODWAY PARK PK9803 700,000 0 0 0 0 0
ZONE 8 PARK PK0058 0 0 0 0 0 0
ZONE 9 PARK PK0059 0 0 0 0 0 0
ZONE 10 PARK PK0060 111,000 0 0 0 0 0
SHENANDOAH PARK 0 0 0 0 0 0
ZONE 11 PARK PK0061 0 0 0 0 0 0
CLOSED PROJECTS 0 0 0 0 0 0
GENERAL & ADMIN. CHARGES 5,000 0 0 0 0 0
TOTAL EXPENDITURES 1,264,000$ 0$ 0$ 0$ 0$ 0$
GAAP
ENDING FUND BALANCE:128,927$ 179,927$ 180,927$ 181,927$ 182,927$ 185,927$
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT TOTAL APPROVED
PROJECT BUDGET ACTUAL FY 01-02 BUDGET ESTIMATE FY 02-03 BUDGET
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATION
BEGINNING FUND BALANCE:2,066,675$ 4,466,043$ 4,466,043$ 2,092,693$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 0$ 1,810,000$ 1,030,000$ 2,097,000$
CERTIFICATES OF OBLIGATIONS 1,996,490 67,000 2,316,800 57,000
INTRAGOVERNMENTAL 1,546,175 0 12,231 0
CONTRIBUTIONS 60,000 0 0 0
INVESTMENT EARNINGS 164,678 75,000 190,000 75,000
OTHER 527,995 0 0 0
SUBTOTAL ADDITIONAL RESOURCES 4,295,338$ 1,952,000$ 3,549,031$ 2,229,000$
TOTAL RESOURCES AVAILABLE 6,362,013$ 6,418,043$ 8,015,074$ 4,321,693$
PUBLIC FACILITIES
RELOC. FIRE STATION #1 GG9504 935,000 2,933 0 0 0
LIBRARY BOOK DONATIONS GG9901 291,348 1,400 0 129,948 75,000
*FIRE STATION # 2 GG9902 1,120,000 836,031 0 290,000 0
CITY HALL DECOMPRESSION GG9903 670,000 276,379 0 0 0
*CEMETERY LAND ACQUISITION GG9905 275,000 76 0 275,000 0
*FIRE STATION # 5 TBD 1,567,000 0 250,000 250,000 1,317,000
*CITY CENTER LAND ACQUISITION GG0002 1,560,000 6,110 780,000 1,560,000 0
FIRE STATION #1 REHAB.GG0103 677,000 0 681,000 677,000 0
#MUNICIPAL COURT/FIRE ADMIN BUILDINGGG0100 3,233,069 82,380 0 1,525,000 113,069
#LAND PURCHASE GG0004 1,600,000 3,500 0 0 0
SUBTOTAL 1,208,809$ 1,711,000$ 4,706,948$ 1,505,069$
TECHNOLOGY PROJECTS
HUMAN RESOURCES MODULE CO0021 23,033$ 0$ 0$ 23,033$ 0$
PUBLIC SAFETY SYSTEM CO0022 1,391,000 31,342 0 800,000 0
AFIX FINGERPRINT SOFTWARE CO0023 25,060 0 0 0 0
RECORDS STORAGE CO0024 326,000 132,076 67,000 67,000 57,000
AS400 ENHANCEMENT CO0100 175,000 158,697 0 0 0
FIBER OPTIC LOOP ME9701 400,000 119,329 0 50,000 0
PBX (PHONE SYSTEM) REPLACEMENT TBD 917,000 0 0 0 0
AUTOMATED CUSTOMER SERVICE CO0102 207,000 0 0 207,000 0
RADIO REPLACEMENT TBD 3,400,000 0 0 0 0
ADDITIONAL TECHNOLOGY IMPR.TBD 631,000 0 0 0 0
WEB SITE REDESIGN TBD 60,000 0 0 0 0
ATM NETWORK REPLACEMENT TBD 500,000 0 0 0 0
SUBTOTAL 441,444$ 67,000$ 1,147,033$ 57,000$
DEBT ISSUANCE COSTS 21,963$ 23,500$ 13,400$ 27,300$
LEGAL FEES 194,046 0 0 0
TRANSFERS 0 0 0 0
OTHER 26,393 0 0 0
GENERAL & ADMIN. CHARGES 50,000 55,000 55,000 60,000
TOTAL EXPENDITURES 1,921,699.18 1,856,500$ 5,922,381$ 1,649,369$
GAAP ADJUSTMENT GAAP 25,729$
ENDING FUND BALANCE:4,466,043$ 4,561,543$ 2,092,693$ 2,672,324$
Notes:
* - Funded through November 1998 G.O. Bond Authorization
1 - Total project of $3,120,000 to be funded as follows: $1,800,000 Electric Fund, $700,000 Water Fund, $250,000 W W Fund and $370,000 Sanitation Fund.
2 - Proposed to be funded through the issuance of Certificates of Obligation.
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
FY 02-03 BUDGET PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATION NUMBER FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
BEGINNING FUND BALANCE:2,092,693$ 468,704$ 466,204$ 466,704$ 467,204$ 467,704$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 2,097,000$ 0$ 0$ 0$ 0$ 0$
CERTIFICATES OF OBLIGATIONS 57,000 200,000 500,000 0 0 0
INTRAGOVERNMENTAL 0 917,000 100,000 3,300,000 0 0
CONTRIBUTIONS 0 0 0 0 0 0
INVESTMENT EARNINGS 75,000 7,500 500 500 500 500
OTHER 0 0 0 0 0 0
SUBTOTAL ADDITIONAL RESOURCES 2,229,000$ 1,124,500$ 600,500$ 3,300,500$ 500$ 500$
TOTAL RESOURCES AVAILABLE 4,321,693$ 1,593,204$ 1,066,704$ 3,767,204$ 467,704$ 468,204$
PUBLIC FACILITIES
RELOC. FIRE STATION #1 GG9504 0 0 0 0 0 0
LIBRARY BOOK DONATIONS GG9901 75,000 0 0 0 0 0
*FIRE STATION # 2 GG9902 0 0 0 0 0 0
CITY HALL DECOMPRESSION GG9903 0 0 0 0 0 0
*CEMETERY LAND ACQUISITION GG9905 0 0 0 0 0 0
*FIRE STATION # 5 TBD 1,317,000 0 0 0 0 0
*CITY CENTER LAND ACQUISITION GG0002 0 0 0 0 0 0
FIRE STATION #1 REHAB.GG0103 0 0 0 0 0 0
#MUNICIPAL COURT/FIRE ADMIN BUILDINGGG0100 1,625,689 0 0 0 0 0
#LAND PURCHASE GG0004 0 0 0 0 0 0
SUBTOTAL 3,017,689$ -$ -$ -$ -$ -$
TECHNOLOGY PROJECTS
HUMAN RESOURCES MODULE CO0021 0$ 0$ 0$ 0$ 0$ 0$
PUBLIC SAFETY SYSTEM CO0022 251,000 0 0 0 0 0
AFIX FINGERPRINT SOFTWARE CO0023 0 0 0 0 0 0
RECORDS STORAGE CO0024 57,000 0 0 0 0 0
AS400 ENHANCEMENT CO0100 0 200,000 0 0 0 0
FIBER OPTIC LOOP ME9701 0 0 0 0 0 0
PBX (PHONE SYSTEM) REPLACEMENT TBD 0 917,000 0 0 0 0
AUTOMATED CUSTOMER SERVICE CO0102 0 0 0 0 0 0
RADIO REPLACEMENT TBD 0 0 100,000 3,300,000 0 0
ADDITIONAL TECHNOLOGY IMPR.TBD 380,000 0 0 0 0 0
WEB SITE REDESIGN TBD 60,000 0 0 0 0 0
ATM NETWORK REPLACEMENT TBD 0 0 500,000 0 0 0
SUBTOTAL 748,000$ 1,117,000$ 600,000$ 3,300,000$ 0$ 0$
DEBT ISSUANCE COSTS 27,300$ 0$ 0$ 0$ 0$ 0$
LEGAL FEES 0 0 0 0 0 0
TRANSFERS 0 0 0 0 0 0
OTHER 0 0 0 0 0 0
GENERAL & ADMIN. CHARGES 60,000 10,000 0 0 0 0
TOTAL EXPENDITURES 3,852,989$ 1,127,000$ 600,000$ 3,300,000$ 0$ 0$
GAAP ADJUSTMENT GAAP
ENDING FUND BALANCE: 468,704$ 466,204$ 466,704$ 467,204$ 467,704$ 468,204$
Notes:
* - Funded through November 1998 G.O. Bond Authorization
1 - Total project of $3,120,000 to be funded as follows: $1,800,000 Electric Fund, $700,000 Water Fund, $250,000 W W Fund and $370,000 Sanitation Fund.
2 - Proposed to be funded through the issuance of Certificates of Obligation.
GENERAL GOVERNMENT
CONVENTION CENTER
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT TOTAL APPROVED
PROJECT BUDGET ACTUAL FY 01-02 BUDGET ESTIMATE FY 02-03 BUDGET
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATION
BEGINNING FUND BALANCE:5,626,000$ 9,124,542$ 9,124,542$ 5,217,542$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATION 0$ 0$ 0$ 11,400,000$
INTRAGOVERNMENTAL 3,650,000 0 0 1,100,000
INVESTMENT EARNINGS 311,280 400,000 400,000 400,000
SUBTOTAL ADDITIONAL RESOURCES 3,961,280$ 400,000$ 400,000$ 12,900,000$
TOTAL RESOURCES AVAILABLE 9,587,280$ 9,524,542$ 9,524,542$ 18,117,542$
PUBLIC FACILITIES
1 CONFERENCE CNTR HWY 30/60 GG0005 18,000,000 81,038 3,500,000 1,127,000 2,803,038
2 HWY 30/60 INFRASTRUCTURE GG0105 3,650,000 0 0 2,900,000 0
DEBT SERVICE 330,000 230,000 230,000 230,000
GENERAL & ADMIN CHARGES 51,700 70,000 50,000 50,000
TOTAL EXPENDITURES 462,738$ 3,800,000$ 4,307,000$ 3,083,038$
GAAP
ENDING FUND BALANCE:9,124,542$ 5,724,542$ 5,217,542$ 15,034,504$
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 $400,000 from the Wastewater Fund.
GENERAL GOVERNMENT
CONVENTION CENTER
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
FY 02-03 BUDGET PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
BEGINNING FUND BALANCE:5,217,542$ 8,667,542$ 365,580$ 400,580$ 435,580$ 470,580$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATION 11,400,000$ 0$ 0$ 0$ 0$ 0$
INTRAGOVERNMENTAL 1,100,000 0 0 0 0 0
INVESTMENT EARNINGS 400,000 300,000 35,000 35,000 35,000 35,000
SUBTOTAL ADDITIONAL RESOURCES 12,900,000$ 300,000$ 35,000$ 35,000$ 35,000$ 35,000$
TOTAL RESOURCES AVAILABLE 18,117,542$ 8,967,542$ 400,580$ 435,580$ 470,580$ 505,580$
PUBLIC FACILITIES
1 CONFERENCE CNTR HWY 30/60 GG0005 8,420,000 8,371,962 0 0 0 0
2 HWY 30/60 INFRASTRUCTURE GG0105 750,000 0 0 0 0 0
DEBT SERVICE 230,000 230,000 0 0 0 0
GENERAL & ADMIN CHARGES 50,000 0 0 0 0 0
TOTAL EXPENDITURES 9,450,000$ 8,601,962$ 0$ 0$ 0$ 0$
GAAP
ENDING FUND BALANCE:8,667,542$ 365,580$ 400,580$ 435,580$ 470,580$ 505,580$
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 $400,000 from the Wastewater Fund.
GENERAL GOVERNMENT
BUSINESS PARK
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT TOTAL APPROVED
PROJECT BUDGET ACTUAL FY 01-02 BUDGET ESTIMATE FY 02-03 BUDGET
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATION
BEGINNING FUND BALANCE:418,688$ 2,435,179$ 2,435,179$ 1,447,179$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATIONS 202,873$ 0$ 0$ 3,150,000$
INTRAGOVERNMENTAL 2,685,825 0 0 0
INVESTMENT EARNINGS 24,323 35,000 105,000 150,000
OTHER 443,970 0 0 0
SUBTOTAL ADDITIONAL RESOURCES 3,356,991$ 35,000$ 105,000$ 3,300,000$
TOTAL RESOURCES AVAILABLE 3,775,679$ 2,470,179$ 2,540,179$ 4,747,179$
BUSINESS PARK FUND
BUSINESS PARK PHASE II & III GG9705 2,050,000 241,316 0 0 0
1 BUSINESS PARK PHASE III GG0001 625,000 42,557 0 0 0
2 NEW BUS CENTER A DE0001 7,525,000 1,036,600 225,000 125,000 225,000
3 NEW BUS CENTER B DE0002 3,500,000 8,567 0 898,000 717,000
DEBT ISSUANCE COST 2,192 0 0 15,000
GENERAL & ADMIN. CHARGES 55,000 70,000 70,000 50,000
TOTAL EXPENDITURES 1,386,231$ 295,000$ 1,093,000$ 1,007,000$
GAAP 45,731
ENDING FUND BALANCE:2,435,179$ 2,175,179$ 1,447,179$ 3,740,179$
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 $1,950,000 Certificates of Obligation.
GENERAL GOVERNMENT
BUSINESS PARK
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER FY02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
BEGINNING FUND BALANCE:1,447,179$ 3,740,179$ 985,179$ 1,015,179$ 1,045,179$ 1,075,179$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATIONS 3,150,000$ 700,000$ 0$ 0$ 0$ 0$
INTRAGOVERNMENTAL 0 0 0 0 0 0
INVESTMENT EARNINGS 150,000 150,000 30,000 30,000 30,000 30,000
OTHER 0 0 0 0 0 0
SUBTOTAL ADDITIONAL RESOURCES 3,300,000$ 850,000$ 30,000$ 30,000$ 30,000$ 30,000$
TOTAL RESOURCES AVAILABLE 4,747,179$ 4,590,179$ 1,015,179$ 1,045,179$ 1,075,179$ 1,105,179$
BUSINESS PARK FUND
BUSINESS PARK PHASE II & III GG9705 0 0 0 0 0 0
1 BUSINESS PARK PHASE III GG0001 0 0 0 0 0 0
2 NEW BUS CENTER A DE0001 225,000 2,500,000 0 0 0 0
3 NEW BUS CENTER B DE0002 717,000 1,100,000 0 0 0 0
DEBT ISSUANCE COST 15,000 5,000 0 0 0 0
GENERAL & ADMIN. CHARGES 50,000 0 0 0 0 0
TOTAL EXPENDITURES 1,007,000$ 3,605,000$ 0$ 0$ 0$ 0$
ENDING FUND BALANCE:3,740,179$ 985,179$ 1,015,179$ 1,045,179$ 1,075,179$ 1,105,179$
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.
188
Capital Improvement Projects Operations and Maintenance
With the addition of new facilities and
infrastructure, additional operations and
maintenance costs are naturally incurred.
The FY 03 budget is impacted by a number of
capital projects that have been completed and add
operation and maintenance expenses. The City’s
General Fund has been and will continue to be
impacted by capital projects as they come on-line.
Having the largest impact on the FY03 budget is
Fire Station #5. $142,905 has been budgeted for
the hiring of three additional firemen to staff the
facility when it comes on-line in FY04. It is
estimated that it will cost $630,000 a year to run
the facility when it becomes fully operational. This
includes the staffing of ten firefighters, utilities,
equipment replacement costs and other associated
expenses.
June of 03 will mark the opening of the new
Municipal Court / Fire Administration building,
located in the City Center Development Area. For
FY03 $72,641, has been budgeted. This includes
all utilities, landscape maintenance, as well as
general maintenance.
Another capital project creating additional
operating expenses in FY03 will be the completion
of Veterans Park Phase 1. $98,354 has been
budgeted in FY03 for this state-of-the-art multi-use
sports facility. This includes irrigation, landscape
maintenance, and other associated costs.
The Wolf Pen Creek Lower Trails project will also
be completed in FY03 and $7,750 has been
budgeted to for their maintenance and upkeep.
This includes. This includes sidewalk and drainage
maintenance as well as utilities for lighting. Once
completed the Parks and Public Works Department
will jointly manage these facilities.
Looking ahead to FY04, $40,000 has been
estimated to be necessary to maintain
improvements that are scheduled to be made at the
current Lick Creek Park.
Capital Improvements Projects Operation and Maintenance Costs
Additional Additional Additional Additional Total
Approved Projected Projected Projected Additional O&M
FY 03 FY 04 FY 05 FY 06 Cost FY 03-FY 06
Street/Traffic Projects
New Traffic Signals $5,000 $5,000 $5,000 $5,000 $20,000
Street/Traffic Project Totals $5,000 $5,000 $5,000 $5,000 $20,000
Public Facilities
Fire Station #5 $142,905 $145,000 $0 $0 $287,905
Municipal Court/Fire Admin Building 113,300 0 0 0 113,300
Public Facilities Project Totals $256,205 $145,000 $0 $0 $401,205
Parks Projects
Veteran's Park and Athletic Complex $98,354 $0 $0 $0 $98,354
Wolf Pen Creek Trails 7,750 7,000 0 0 29,500
Lick Creek Park 0 40,000 0 0 40,000
Parks Project Totals $106,104 $47,000 $0 $0 $167,854
189
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 approved to be
$47,759,000 in FY 03. This is an increase of
6% over the FY 02 year end estimate.
Residential and commercial electricity sales are
expected to increase 6% based on customer
growth trends. The approved expenditures for
the electric fund are $44,938,705. More
detailed information has been presented to the
City Council as a competitive matter.
Water Fund revenue for FY 03 is estimated to be
$9,508,000. This is an increase 2.7% over the
FY 02 year end estimate. Customer growth is
projected to be between 2-3% based on historical
trends, overall economic indicators and
population projections; however, weather
conditions may impact water consumption.
There are no rate changes in FY 03.
FY 03 operating expenditures in the Water Fund
are projected to be approximately $4.83 million,
or an increase of 0.76% from the FY 02 year
end estimate.
Approved SLAs totaling $389,147 are included
in the Water Fund operating budget.
The FY 03 approved nonoperating budget will
increase by 59% over the FY 02 year-end
estimate.
Total Wastewater Fund revenue is projected to be
$8,520,000, an increase of 7.2% over the FY 02
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 is also a revenue increase of 6% included
in FY 03 the approved budget. Another revenue
increase of 4% is projected for FY 04. The
revenue increase is necessary for the additional
debt service added as a result of several significant
wastewater capital projects including the
expansion of the Lick Creek Treatment plant.
This expansion was done to meet the wastewater
needs of a growing community.
Wastewater Fund operating expenditures are
projected to be $4,386,679, or an increase of
17% over the FY 02 year end estimate. A large
part of this increase can be attributed to a policy
change that require studies of the city’s
wastewater infrastructure be included in the O&M
Budget rather than the Capital Budget.
Additionally, half of the cost of operating the new
Carter’s Creek administration building and the
increased cost of operating the expanded Lick
Creek Treatment Plant. SLAs totaling $418,569
are included in the approved budget.
FY 03 Wastewater Fund nonoperating
expenditures will increase 11% from the FY 02
year end estimate to a total of $4,336,108. This
increase is due to an increase in the debt service
requirement associated with the Lick Creek
Expansion project and other capital improvement
projects.
Combined Utility Revenue Bonds are issued to
provide for capital expansion and replacements
for the various utility services. No utility revenues
bonds are approved for water and wastewater
capital projects.
PUBLIC UTILITIES
WAREHOUSE
ADMINISTRATION
TECHNICAL
DISPATCH
ELECTRICAL
ELECTRIC
MANAGER
ENVIRONMENTAL
SERVICES
FIELD
OPERATIONS
PLANT
OPERATIONS
WATER AND
WASTEWATER
MANAGER
DIRECTOR
CITY MANAGER
ADMINISTRATION
MANAGER
CITY OF COLLEGE STATION
ELECTRIC FUND
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
REVENUES
TOTAL REVENUES 44,315,416$ 44,924,100$ 45,934,000$ 47,759,000$ 47,759,000$ 6.31%
EXPENDITURES AND TRANSFERS
TOTAL EXPENDITURES/TRANSFERS 50,597,361$ 46,480,702$ 43,764,631$ 44,816,337$ 44,938,705$ (3.32%)
INCREASE (DECREASE) IN
WORKING CAPITAL (6,281,945)$ (1,556,602)$ 2,169,369$ 2,942,663$ 2,820,295$
BEGINNING WORKING CAPITAL 21,060,314$ 14,778,369$ 14,778,369$ 16,947,738$ 16,947,738$
ENDING WORKING CAPITAL 14,778,369$ 13,221,767$ 16,947,738$ 19,890,401$ 19,768,033$
CITY OF COLLEGE STATION
WATER FUND
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
REVENUES
RESIDENTIAL 6,133,383$ 6,250,000$ 6,340,000$ 6,530,000$ 6,530,000$ 4.48%
COMMERCIAL/INDUSTRIAL 1,920,323 1,944,000 1,900,000 1,957,000 1,957,000 0.67%
OTHER OPERATING 443,886 418,700 450,000 455,000 455,000 8.67%
INVESTMENT EARNINGS 540,466 545,900 550,000 550,000 550,000 0.75%
OTHER NONOPERATING 861,274 17,700 16,000 16,000 16,000 (9.6%)
TOTAL REVENUES 9,899,332$ 9,176,300$ 9,256,000$ 9,508,000$ 9,508,000$ 3.61%
EXPENDITURES AND TRANSFERS
PRODUCTION 1,544,900$ 2,062,352$ 1,936,339$ 2,957,984$ 3,143,091$ 52.40%
DISTRIBUTION 1,080,496 1,278,495 1,469,116 533,479 740,719 (42.06%)
ENVIRONMENTAL SERVICES 537,253 568,292 560,398 0 0 (100.00%)
PAY PLAN/BENEFIT ADJUSTMENTS 0 0 0 17,076 0 N/A
NET GEN./ADMIN. TRANSFERS 931,914 839,243 873,643 867,276 886,770 5.66%
OTHER 2,145 0 2,733 0 0 N/A
CONTINGENCY 0 63,050 30,000 70,000 64,382 2.11%
TOTAL OPERATING
EXPEND. AND TRANSFERS 4,096,708$ 4,811,432$ 4,872,229$ 4,445,815$ 4,834,962$ 0.49%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 12,500$ 12,500$ 62,500$ 12,500$ 12,500$ 0.00%
DEBT SERVICE TRANSFER 1,382,221 2,054,563 2,054,563 2,525,390 2,525,390 22.92%
OTHER 3,230,000 0 130 0 0 N/A
CAPITAL PROJECTS FUNDING 357,368 7,750,000 0 1,300,000 1,300,000 (83.23%)
EMPLOYEE BENEFITS TRANSFER 21,000 0 0 0 0
RETURN ON INVESTMENT 925,000 861,300 861,300 893,200 893,200 3.70%
TOTAL NONOPERATING EXPEND.5,928,089$ 10,678,363$ 2,978,493$ 4,731,090$ 4,731,090$ (55.69%)
TOTAL EXPENDITURES/TRANSFERS 10,024,797$ 15,489,795$ 7,850,722$ 9,176,905$ 9,566,052$ (38.24%)
INCREASE (DECREASE) IN
WORKING CAPITAL (125,465)$ (6,313,495)$ 1,405,278$ 331,095$ (58,052)$
BEGINNING WORKING CAPITAL 9,700,659$ 9,575,194$ 9,575,194$ 10,980,472$ 10,980,472$
ENDING WORKING CAPITAL 9,575,194$ 3,261,699$ 10,980,472$ 11,311,567$ 10,922,420$
WATER FUND - SOURCES
INVEST
EARNINGS
6%
OTHER
OPERATING
5%
COMM.
/INDUST.
21%
RESIDENt.
68%
WATER FUND - USES
NET
GEN./ADMIN.
TRANSFERS
9%
CONTIN.
1%
RETURN ON
INVESTMENT
9% CAPITAL
PROJECTS
FUNDING
14%
DEBT
SERVICE
TRANSFER
26% DISTRIB.
8%
NET
TRANSFERS
7%
CITY OF COLLEGE STATION
WATER O&M
SUMMARY
EXPENDITURE BY ACTIVITY CENTER
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
ACTIVITY CENTER FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
PRODUCTION 1,544,899$ 2,062,352$ 1,936,339$ 2,957,984$ 3,143,091$ 52.40%
DISTRIBUTION 1,080,496 1,285,995 1,469,116 533,479 740,719 (42.40%)
ENGINEERING SUPPORT 537,252 568,292 560,398 0 0 (100.00%)
WATER FUND TOTAL 3,162,647$ 3,916,639$ 3,965,853$ 3,491,463$ 3,883,810$ (0.84%)
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 1,313,801$ 1,403,292$ 1,419,125$ 1,420,208$ 1,442,902$ 2.82%
SUPPLIES 130,597 116,803 114,472 370,246 482,399 313.00%
MAINTENANCE 404,873 355,600 395,587 95,436 98,801 (72.22%)
PURCHASED SERVICES 1,317,768 1,734,978 1,815,034 1,605,573 1,850,808 6.68%
CAPITAL OUTLAY (4,392)305,966 221,635 0 8,900 (97.09%)
WATER FUND TOTAL 3,162,647$ 3,916,639$ 3,965,853$ 3,491,463$ 3,883,810$ (0.84%)
PERSONNEL SUMMARY BY ACTIVITY CENTER
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
ACTIVITY CENTER FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
PRODUCTION 6.0 6.0 6.0 31.0 31.0 416.67%
DISTRIBUTION 15.0 15.0 15.0 0.0 0.0 -100.00%
ENGINEERING SUPPORT 11.5 10.0 10.0 0.0 0.0 -100.00%
WATER FUND TOTAL 32.5 31.0 31.0 31.0 31.0 0.00%
SERVICE LEVEL ADJUSTMENTS
WATER PRODUCTION Service Maintenance 1,700$
9,500
50,000
5,000
8,000
Security checks of wellfield facilities 15,000
Well #6 annual operating costs 41,653
Inspection and cleaning of tanks 12,700
Replace protective coating of production facilities 20,000
WATER DISTRIBUTION
SUPPORT 50,000
Construction of additional work spaces 30,000
Distribution systems study 50,000
Outsource replacement of protective coating for hydrants 30,000
Outsource landscapre restoration 30,000
WATER FUND Operating costs for Carter Creek facility 16,100
369,653$
* Production cost center include $142,746 for capital outlay budgeted in nondepartmental accounts
*Production cost center include $30,000 for capital outlay SLA's budgeted in nondepartmental accounts
Transfer of water customers professional services
Industrial Storm Water Prevention Program
SCADA Intellution Web Server
EPA Mandate: Security Assessment
H.T.E. Looking Glass Module
Debt Service Requirements
Water Fund
ALL SERIES
FISCAL
YEAR PRINICIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY03 1,133,750 1,391,640 2,525,390 28,298,237
FY04 1,174,768 1,338,062 2,512,831 27,164,487
FY05 1,258,263 1,279,314 2,537,577 25,989,719
FY06 1,308,958 1,215,491 2,524,449 24,731,456
FY07 1,181,853 1,155,824 2,337,676 23,422,498
FY08 1,242,886 1,099,824 2,342,710 22,240,645
FY09 1,301,969 1,039,342 2,341,311 20,997,760
FY10 1,369,540 969,821 2,339,361 19,695,791
FY11 1,440,049 892,132 2,332,182 18,326,252
FY12 1,514,459 813,403 2,327,862 16,886,202
FY13 1,591,507 735,844 2,327,351 15,371,743
FY14 1,648,343 656,372 2,304,715 13,780,236
FY15 1,739,068 571,919 2,310,987 12,131,893
FY16 1,829,592 481,720 2,311,312 10,392,826
FY17 1,838,805 388,327 2,227,132 8,563,233
FY18 1,711,156 297,858 2,009,014 6,724,429
FY 19 1,396,634 218,927 1,615,560 5,013,273
FY 20 1,473,411 146,064 1,619,475 3,616,639
FY 21 1,554,877 69,373 1,624,251 2,143,227
FY 22 588,350 15,076 603,426 588,350
Water Debt Service
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
FY
0
3
FY
0
4
FY
0
5
FY
0
6
FY
0
7
FY
0
8
FY
0
9
FY
1
0
FY
1
1
FY
1
2
FY
1
3
FY
1
4
FY
1
5
FY
1
6
FY
1
7
FY
1
8
FY
1
9
FY
2
0
FY
2
1
FY
2
2
PRINICIPAL INTEREST
CITY OF COLLEGE STATION
WASTEWATER FUND
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
REVENUES
RESIDENTIAL 5,867,817$ 6,270,000$ 6,400,000$ 6,592,000$ 6,987,500$ 11.44%
COMMERCIAL/INDUSTRIAL 1,121,465 1,177,000 1,060,000 1,092,000 1,157,500 (1.66%)
OTHER OPERATING 227,400 221,500 350,000 225,000 225,000 1.58%
INVESTMENT EARNINGS 148,557 154,500 115,000 150,000 150,000 (2.91%)
OTHER NONOPERATING 33 0 26,000 0 0 N/A
TOTAL REVENUES 7,365,272$ 7,823,000$ 7,951,000$ 8,059,000$ 8,520,000$ 8.91%
EXPENDITURES AND TRANSFERS
SEWER TREATMENT 1,773,746$ 1,884,547$ 1,871,889$ 1,071,287$ 1,222,453$ (35.13%)
SEWER COLLECTION 914,063 1,106,720 1,115,408 1,973,536 2,245,531 102.90%
PAY PLAN ADJUSTMENTS 0 0 0 23,527 0 N/A
NET GEN./ADMIN. TRANSFERS 717,554 742,025 742,025 839,760 858,953 15.76%
CONTINGENCY 0 60,290 30,000 60,000 59,742 (0.91%)
TOTAL OPERATING
EXPEND. AND TRANSFERS 3,405,363$ 3,793,582$ 3,759,322$ 3,968,110$ 4,386,679$ 15.63%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 0.00%
DEBT SERVICE TRANSFER 2,462,877 3,166,265 3,166,265 3,509,108 3,509,108 10.83%
OTHER 675,326 0 0 0 0 N/A
RETURN ON INVESTMENT 751,500 719,500 719,500 817,000 817,000 13.55%
TOTAL NONOPERATING EXPEND.3,899,703$ 3,895,765$ 3,895,765$ 4,336,108$ 4,336,108$ 11.30%
TOTAL EXPENDITURES/TRANSFERS 7,305,066$ 7,689,347$ 7,655,087$ 8,304,218$ 8,722,787$ 13.44%
INCREASE (DECREASE) IN
WORKING CAPITAL 60,206$ 133,653$ 295,913$ (245,218)$ (202,787)$
BEGINNING WORKING CAPITAL 2,972,175$ 3,032,381$ 3,032,381$ 3,328,294$ 3,328,294$
ENDING WORKDING CAPITAL 3,032,381$ 3,166,034$ 3,328,294$ 3,083,076$ 3,125,507$
WASTEWATER FUND - SOURCES
RESIDENTIAL
81%
COMMERCIAL
14%
INVESTMENT
EARNINGS
2%
OTHER
3%
WASTEWATER FUND - USES
ROI
9%
OTHER
1%
COLLECTION
25%DEBT SERVICE
41%
TREATMENT
14%
ADMIN.
TRANFERS
10%
CITY OF COLLEGE STATION
WASTEWATER O&M
SUMMARY
EXPENDITURE BY ACTIVITY CENTER
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
ACTIVITY FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
TREATMENT 1,773,746$ 1,884,547$ 1,871,889$ 1,071,287$ 1,222,453$ (35.13%)
COLLECTION 914,063 1,114,220 1,115,408 1,973,536 2,245,531 101.53%
WASTEWATER FUND TOTAL 2,687,809$ 2,998,767$ 2,987,297$ 3,044,823$ 3,467,984$ 15.65%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 1,382,960$ 1,499,021$ 1,496,074$ 1,538,486$ 1,562,271$ 4.22%
SUPPLIES 150,711 264,933 292,444 453,837 475,337 79.42%
MAINTENANCE 327,333 363,951 353,893 173,340 182,081 (49.97%)
PURCHASED SERVICES 746,846 841,612 835,136 879,160 1,248,295 48.32%
CAPITAL OUTLAY 79,959 29,250 9,750 0 0 (100.00%)
WASTEWATER FUND TOTAL 2,687,809$ 2,998,767$ 2,987,297$ 3,044,823$ 3,467,984$ 15.65%
PERSONNEL SUMMARY BY ACTIVITY CENTER
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
ACTIVITY FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
TREATMENT 20.0 19.0 21.0 0.0 0.0 (100.00%)
COLLECTION 16.0 17.0 17.0 38.0 38.0 123.53%
WASTEWATER FUND TOTAL 36.0 36.0 38.0 38.0 38.0 0.00%
SERVICE LEVEL ADJUSTMENTS
COLLECTION 3 PC Workstations 5,000$
I & I Reduction Program 200,000
Pretreatment lab monitoring 12,000
Luther Lift Station maintenance 6,210
TREATMENT TNRCC fees 6,480
Ind. Storm Water Prev. Program 19,000
Replac. Pro. coating for WW fac.25,000
Lick Creek Plant operating expenses 90,086
Operating costs for CC Facility 16,100
Install sludge transfer lines 19,500
399,376$
*Collection cost center includes $121,873 budgeted in non-departmental account
*Collection cost center includes $47,800 in SLA's budgeted in non=departmental account
Debt Service Requirements
Wastewater
ALL SERIES
FISCAL
YEAR PRINCIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY03 1,714,000 1,795,108 3,509,108 35,260,263
FY04 1,757,232 1,706,209 3,463,441 33,546,263
FY05 1,828,987 1,611,544 3,440,531 31,789,031
FY06 1,882,292 1,511,717 3,394,009 29,960,044
FY07 1,848,398 1,415,017 3,263,414 28,077,752
FY08 1,909,615 1,320,589 3,230,204 26,229,355
FY09 1,968,782 1,221,254 3,190,035 24,319,740
FY10 2,039,960 1,113,024 3,152,984 22,350,959
FY11 2,110,451 996,678 3,107,128 20,310,999
FY12 2,188,541 878,438 3,066,979 18,200,548
FY13 2,268,993 760,558 3,029,551 16,012,007
FY14 2,182,157 644,802 2,826,959 13,743,014
FY15 1,773,182 543,299 2,316,481 11,560,857
FY16 1,866,658 451,008 2,317,665 9,787,675
FY17 1,907,945 354,666 2,262,611 7,921,017
FY18 1,668,844 263,045 1,931,889 6,013,072
FY 19 1,217,116 189,420 1,406,536 4,344,228
FY 20 1,284,089 125,968 1,410,056 3,127,111
FY 21 1,355,123 59,172 1,414,295 1,843,023
FY 22 487,900 12,502 500,402 487,900
WasteWater Debt Service
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
FY
0
3
FY
0
4
FY
0
5
FY
0
6
FY
0
7
FY
0
8
FY
0
9
FY
1
0
FY
1
1
FY
1
2
FY
1
3
FY
1
4
FY
1
5
FY
1
6
FY
1
7
FY
1
8
FY
1
9
FY
2
0
FY
2
1
FY
2
2
PRINCIPAL INTEREST
SANITATION FUND
The Sanitation Fund is an enterprise fund that
accounts for the activities of collecting and
disposing of residential and commercial refuse in
the City. This service includes once a week
residential collection, once a week bulky item
pickup, once a week brush/yard clippings pick
up, and once per week recycling pick up. The
recycling program and Clean and Green
activities are designed to help reduce the
amount of solid waste deposited into the landfill.
The Sanitation Fund also funds the street
sweeping operations of the City.
This fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non cash
transactions such as depreciation. The focus is
on the net change in working capital.
Revenues for the Sanitation Fund are budgeted
at $4,648,060 in FY 03. This is an increase of
approximately 3.56% over the FY 02 revised
budget. The residential and commercial
customer bases are expected to grow by 3%
based on analysis of building permits and
population growth. A $1 per month rate
increase has been approved for residential
collection service. This raises the residential
rate from $10.70 per month to $11.70 per
month for four separate residential solid waste
pick up opportunities per week. The rate
increase was approved to cover the costs
associated with the approved additional route,
and increases in current operating costs.
There are three Service Level Adjustments
(SLAs) approved for FY 02 totaling $140,793.
These SLAs consist of: $65,793 for a small
semi-automated collection vehicle and driver
(truck to be purchased out of the Equipment
Replacement Fund), $40,000 for routing
software and $35,000 for the purchase and
lease of additional residential and commercial
collection containers.
Excluding Service Level adjustments, operating
expenditures for the Sanitation Fund in FY 03
are expected to increase less than 1% from the
FY 02 revised budget. This is primarily due to
the three approved SLAs.
Nonoperating expenditures in the Sanitation
Fund are expected to increase 5.15% compared
to the FY 02 revised budget.
The Sanitation Fund will continue to provide
funding for Keep Brazos Beautiful, an outside
agency dedicated to beautification and litter
abatement. College Station’s portion of Keep
Brazos Beautiful’s approved budget for FY 03
totals $40,000.
CITY OF COLLEGE STATION
SANITATION FUND
SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
REVENUES
RESIDENTIAL 2,511,985$ 2,657,400$ 2,574,600$ 2,651,900$ 2,817,060$ 6.01%
COMMERCIAL/INDUSTRIAL 1,468,777 1,654,500 1,667,000 1,717,000 1,717,000 3.78%
OTHER OPERATING 65,490 54,500 55,000 53,000 53,000 (2.75%)
INVESTMENT EARNINGS 97,951 118,400 53,000 55,000 55,000 (53.55%)
OTHER NONOPERATING 19,012 3,600 5,000 6,000 6,000 66.67%
TOTAL REVENUES 4,163,215$ 4,488,400$ 4,354,600$ 4,482,900$ 4,648,060$ 3.56%
EXPENDITURES AND TRANSFERS
RESIDENTIAL 2,206,385$ 2,053,507$ 2,053,070$ 2,085,164$ 2,236,223$ 8.90%
COMMERCIAL 1,497,761 1,906,935 1,907,333 1,687,457 1,698,537 (10.93%)
PAY PLAN ADJUSTMENTS 20,754 0 N/A
GENERAL & ADMIN. TRANSFERS 417,062 385,731 385,731 408,775 417,871 8.33%
OUTSIDE AGENCY FUNDING 37,800 40,000 40,000 40,000 40,000 0.00%
CONTINGENCY 0 50,108 0 50,000 49,408 (1.40%)
TOTAL OPERATING
EXPEND. AND TRANSFERS 4,159,008$ 4,436,281$ 4,386,134$ 4,292,150$ 4,442,039$ 0.13%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 0.00%
DEBT SERVICE TRANSFER 0 0 0 0 0 N/A
OTHER NON OPERATING 392,400 0 0 0 0 N/A
RETURN ON INVESTMENT 273,000 294,200 294,200 310,000 310,000 5.37%
TOTAL NONOPERATING
EXPENDITURES 677,900$ 306,700$ 306,700$ 322,500$ 322,500$ 5.15%
TOTAL OPERATING AND
NONOPERATING EXP & TRANSFERS4,836,908$ 4,742,981$ 4,692,834$ 4,614,650$ 4,764,539$ 0.45%
INCREASE (DECREASE) IN
WORKING CAPITAL (673,693)$ (254,581)$ (338,234)$ (131,750)$ (116,479)$
BEGINNING WORKING CAPITAL 2,337,702$ 1,664,009$ 1,664,009$ 1,325,775$ 1,325,775$
ENDING WORKING CAPITAL 1,664,009$ 1,409,428$ 1,325,775$ 1,194,025$ 1,209,296$
SANITATION FUND - SOURCES
COMMERCIAL
37%
INVESTMEN
T EARNINGS
1%
OTHER OPER.
1%
RESIDENTIAL
61%
SANITATION FUND - USES
OUTSIDE
AGENCY
FUNDING
1%
RESIDENTIAL
46%
OTHER
8%
COMMERCIAL
36%TRANSFERS
9%
CITY OF COLLEGE STATION
SANITATION
SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
ACTIVITY FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
RESIDENTIAL COLLECTION 2,206,385$ 2,053,507$ 2,053,070$ 2,085,164$ 2,236,223$ 8.90%
COMMERCIAL COLLECTION 1,497,761 1,906,935 1,907,333 1,687,457 1,698,537 (10.93%)
DIVISION TOTAL 3,704,146$ 3,960,442$ 3,960,403$ 3,772,621$ 3,934,760$ (0.65%)
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 1,142,225$ 1,293,523$ 1,293,523$ 1,317,639$ 1,372,338$ 6.09%
SUPPLIES 162,048 194,080 193,750 172,930 211,630 9.04%
MAINTENANCE 355,740 409,610 408,580 448,762 455,762 11.27%
PURCHASED SERVICES 2,040,423 1,876,579 2,062,900 1,833,290 1,853,030 (1.25%)
CAPITAL OUTLAY 3,710 186,650 1,650 0 42,000 (77.50%)
DIVISION TOTAL 3,704,146$ 3,960,442$ 3,960,403$ 3,772,621$ 3,934,760$ (0.65%)
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
ACTIVITY FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
RESIDENTIAL COLLECTION 22.5 24.5 24.5 24.5 25.5 4.08%
COMMERCIAL COLLECTION 10.0 10.0 11.0 11.0 11.0 0.00%
DIVISION TOTAL 32.5 34.5 35.5 35.5 36.5 2.82%
SERVICE LEVEL ADJUSTMENTS
RESIDENTIAL $65,793
40,000
Additional residential containers 30,000
COMMERICAL Additional commercial container leases 5,000
$140,793
Residential route vehicle and driver
Routing software
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 03 these revenues will come from the Patricia
Street parking lot, the College Main Parking
Garage, and the metered on street parking in the
Northgate area.
This fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non cash
transactions such as depreciation. The focus is
on the net change in working capital.
Revenues from the Patricia Street parking lot
fees, the parking garage, and the metered
parking are projected to be $374,000, and
parking fines are projected to be $82,000 in FY
03.
Expenditures related to the Patricia Street parking
lot and the College Main Parking Garage are
forecast to be $367,296. This includes an SLA
in the amount of $5,800 for a computer and
furniture for the parking garage office. It is
important to note that the debt service of the
College Main Parking Garage is proposed to be
paid via the Debt Service Fund rather than the
Parking Enterprise Fund.
CITY OF COLLEGE STATION
PARKING ENTERPRISE
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING FUND BALANCE 135,582$ 24,000$ 24,000$ 99,160$ 99,160$
REVENUES
PARKING FEES 123,097$ 1,173,500$ 387,000$ 374,000 374,000$ (68.13%)
PARKING FINES 24,508 25,300 80,000 82,000 82,000 224.11%
BOND REVENUE 0 0 0 0 0 N/A
INVESTMENT EARNINGS 0 15,000 21,000 0 0 (100.00%)
OTHER 0 225,000 0 0 0 (100.00%)
TOTAL REVENUES 147,605$ 1,438,800$ 488,000$ 456,000$ 456,000$ (68.31%)
EXPENDITURES
PARKING OPERATIONS 214,414$ 400,875$ 399,840$ 359,006$ 367,296$ (8.38%)
PAY PLAN/BENEFIT ADJUSTMENTS 0 0 0 2,490 0 N/A
GENERAL AND ADMIN TRANSFER 79,400 13,000 13,000 0 0
DEBT SERVICE 0 645,358 0 0 0
OTHER 0 0 0 0 0
CONTINGENCY 0 24 0 0 0 (100.00%)
TOTAL EXPENDITURES 293,814$ 1,059,257$ 412,840$ 361,496$ 367,296$ (65.33%)
GAAP ADJUSTMENT (34,627)$
INCREASE (DECREASE)
IN FUND BALANCE (146,209)$ 379,543$ 75,160$ 94,504$ 88,704$
ENDING FUND BALANCE 24,000$ 403,543$ 99,160$ 193,664$ 187,864$
PARKING ENTERPRISE FUND - SOURCES
PARKING FINES
18%
PARKING FEES
82%
PARKING ENTERPRISE FUND - USES
PARKING
OPERATIONS
100%
CITY OF COLLEGE STATION
PARKING ENTERPRISE FUND
DIVISION SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
PARKING 214,418$ 400,875$ 399,840$ 359,006$ 367,296$ (8.38%)
DIVISION TOTAL 214,418$ 400,875$ 399,840$ 359,006$ 367,296$ (8.38%)
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 71,704$ 219,086$ 148,852$ 219,769$ 222,259$ 1.45%
SUPPLIES 17,518 18,738 34,245 18,738 18,738 0.00%
MAINTENANCE 2,425 8,945 4,289 11,668 11,668 30.44%
PURCHASED SERVICES 76,396 79,249 138,718 108,831 108,831 37.33%
CAPITAL OUTLAY 46,375 74,857 73,736 0 5,800 (92.25%)
DIVISION TOTAL 214,418$ 400,875$ 399,840$ 359,006$ 367,296$ (8.38%)
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
PARKING 3.0 4.0 8.0 8.0 8.0 0.00%
DIVISION TOTAL 3.0 8.0 8.0 8.0 8.0 0.00%
SERVICE LEVEL ADJUSTMENTS
PARKING
Computer and Furniture for Parking Garage Office $5,800
$5,800
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 1.62% from the FY 02
year end estimate. This increase is due to steady
growth in tonnage taken to the landfill and closely
mirrors growth in the population.
Approved expenditures for Landfill Operations
are $5,246,418 which reflects a 48% increase
from the FY 02 year-end estimate. This increase
primarily results from the approved $1,896,430
for a Service Level Adjustment. These funds will
be used for the design, construction and
construction oversight of the structural
embankment, perimeter road and perimeter
drainage ditch at the Rock Prairie Road Landfill.
The Administration budget is approved to be
$1,266,392, which represents a 2% decrease in
expenditures from the FY 02 year end estimate.
Non-departmental expenses for the FY 03 budget
are estimated at $434,648, which represents a
.07% decrease from the FY 02 year end
estimate. One secretary position has been
reduced in the BVSWMA Administration budget.
CITY OF COLLEGE STATION
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY (BVSWMA)
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
REVENUES
LANDFILL CHARGES 5,237,834$ 5,250,000$ 5,314,280$ 5,393,280$ 5,393,280$ 2.73%
INTEREST 520,073 500,000 458,430 450,000 450,000 (10.00%)
OTHER 157,918 0 0 0 0 N/A
TOTAL REVENUES 5,915,825$ 5,750,000$ 5,772,710$ 5,843,280$ 5,843,280$ 1.62%
EXPENDITURES AND TRANSFERS
LANDFILL OPERATIONS 2,571,646$ 3,549,235$ 3,754,315$ 3,337,522$ 5,246,418$ 47.82%
ADMINISTRATIVE 389,530 1,291,102 1,199,274 1,263,858 1,266,392 (1.91%)
EXPEND & TRANSFERS SUBTOTAL 2,961,176$ 4,840,337$ 4,953,589$ 4,601,380$ 6,512,810$ 34.55%
DEPARTMENTAL - NON-OPERATING
CONTRIBUTIONS 0$ 8,000$ 0$ 0$ 20,000$ 150.00%
OTHER 0 0 0 0 0 N/A
DEPT. NON-OPERATING SUBTOTAL 0$ 8,000$ 0$ 0$ 20,000$ 150.00%
NON-DEPARTMENTAL
PRINCIPAL PAYMENTS 31,436$ 0$ 0$ 0$ 0 N/A
INTEREST PAYMENTS 274 0 0 0 0 N/A
GENERAL & ADMIN. TRANSFERS 177,126 334,893 334,893 342,748 349,648 N/A
CAPITAL OUTLAY 2,173,462 0 0 0 0 N/A
CONTINGENCY 0 100,063 0 100,000 85,000
MISCELLANEOUS 16,800 0 200,000 0 0 N/A
OTHER 96,028 0 0 0 0 N/A
NON-DEPARTMENTAL SUBTOTAL 2,495,126$ 434,956$ 534,893$ 442,748$ 434,648$ (0.07%)
TOTAL OPERATING EXPENDITURES
AND TRANSFERS 5,456,302$ 5,283,293$ 5,488,482$ 5,044,128$ 6,967,458$ 31.88%
INCREASE (DECREASE) IN WORKING
CAPITAL FROM OPERATIONS 459,523$ 466,707$ 284,228$ 799,152$ (1,124,178)$ (340.87%)
GAAP ADJUSTMENT 0$
BEGINNING WORKING CAPITAL 9,395,311$ 9,854,834$ 9,854,834$ 10,139,062$ 10,139,062$
ENDING WORKING CAPITAL 9,854,834$ 10,321,541$ 10,139,062$ 10,938,214$ 9,014,884$
BVSWMA FUND - SOURCES
INVESTMEN
T EARNINGS
8%
INVEST.
EARNINGS
7%
BVSWMA FUND - USES
CONTINGEN
CY
1%ADMIN.
18%
TRANSFERS
5%
LANDFILL
OPS.
76%
CITY OF COLLEGE STATION
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY
FUND SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
LANDFILL OPERATIONS 2,571,644$ 3,549,235$ 3,754,315$ 3,337,522$ 5,246,418$ 47.82%
BVSWMA ADMINISTRATION 389,536 1,291,102 1,199,274 1,263,858 1,266,392 (1.91%)
BVSWMA FUND TOTAL 2,961,180$ 4,840,337$ 4,953,589$ 4,601,380$ 6,512,810$ 34.55%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 956,490$ 1,205,482$ 1,239,618$ 1,189,344$ 1,276,884$ 5.92%
SUPPLIES 295,812 544,846 417,296 423,396 583,286 7.06%
MAINTENANCE 155,078 336,013 178,471 188,054 188,054 -44.03%
PURCHASED SERVICES 1,130,062 2,685,612 2,988,908 2,800,586 4,464,586 66.24%
CAPITAL OUTLAY 423,738 68,384 129,296 0 0 (100.00%)
BVSWMA FUND TOTAL 2,961,180$ 4,840,337$ 4,953,589$ 4,601,380$ 6,512,810$ 34.55%
PERSONNEL SUMMARY BY DIVISION
ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
LANDFILL OPERATIONS 22.5 22.5 22.5 22.5 22.5 0.00%
BVSWMA ADMINISTRATION 4.0 4.0 4.0 3.0 3.0 -25.00%
BVSWMA FUND TOTAL 26.5 26.5 26.5 25.5 25.5 -3.77%
SERVICE LEVEL ADJUSTMENTS
LANDFILL OPERATIONS Design, construction and const. oversight of Rock Prairie Landfill 1,896,430$
1,896,430$
UTILITIES
CAPITAL PROJECTS BUDGET
The City of College Station develops and adopts
a five year Capital Improvements Project List.
The list is updated annually and is presented for
City Council review as a part of the annual
budget process. The list consolidates all
anticipated capital needs for which funding
authorization exists. The list is divided into several
sections depending on the services provided and
the funding source.
Revenue bonds are authorized to be issued any
time there is a need for financing capital
construction or acquisition and where the asset
will reside in one or more of the City's enterprise
funds. The City's enterprise funds include
Electric, Water, Wastewater, and Solid Waste
Collection. Generally, revenue bonds do not
require voter approval. These bonds are repaid
from the revenues generated by the utilities.
No revenue bonds are projected to be issued for
any of the water and wastewater capital
improvement projects in FY 03. Expenditures for
water and wastewater capital improvement
projects will be covered through existing
resources and interest income.
Among the decisions and proposals that
accompany capital project recommendations is
an analysis of potential ongoing costs and any
potential impact on utility rates that a project may
have.
UTILITY CAPITAL PROJECTS
Electric Capital Projects
$5,530,000 is the approved expenditure amount
for electric capital projects in FY 03. Additional
information will be provided to the City Council
as a competitive matter.
Water Capital Projects
In FY 03, there are two significant factors
associated with water capital projects that merit
mention. First, the city will no longer finance
water infrastructure studies out of the capital
budget. These expenditures will occur in the
Water Department operations and maintenance
budget. There are also no dollars budgeted for
water infrastructure rehabilitation projects
scheduled to occur in the latter three years of the
five year CIP program. City staff does anticipate
that more rehabilitation projects will be identified
as future infrastructure studies are completed.
Several significant production and distribution
projects are also included in the budget. These
include continuing design and construction of the
water well #7 collection line, $795,000; and the
parallel transmission line phase II, $440,000.
Additionally, $3,277,000 is the projected cost for
phase I of the parallel transmission line project
and $504,000 is projected for the Eastgate
rehabilitation project. Necessary funding for both
projects has been in included in prior budgets and
no new allocations are needed in FY 03.
The approved FY 03 Budget also includes
resources for two annexation projects. These
projects, Area 1 and Area 2, are two of six water
projects needed to provide water services to the
areas to be annexed. $44,800 is approved for
Area 1, and $34,700 is approved for Area 2.
$1,300,000 in current revenues from operations
are approved to fund water capital projects.
Wastewater Capital Projects
The FY 03 wastewater capital project allocation
will be changed in the same manner as water
capital projects. The City will no longer finance
water infrastructure studies out of the capital
budget. These expenditures will occur in the
Wastewater Department operations and
maintenance budget. No sewer rehabilitation
projects are scheduled in the latter three years of
the five-year CIP program. Future infrastructure
studies will likely identify needed rehabilitation
projects.
There are four significant Wastewater capital
projects approved in FY 03. The budget includes
$286,000 to begin replacing screw lifts at the
Carter Creek Wastewater Treatment facility.
There are also three projects associated with the
annexation initiative; including $61,800 for Area
1, $36,000 for Area 2, and $20,100 for Area 3.
Drainage Capital Projects
The approved FY 03 drainage capital project
budget includes $500,000 to complete the Bee
Creek (combined) project, $250,000 for various
minor drainage improvement projects, and
$410,748 to cover the cost of Drainage
maintenance for the City. Additionally,
$1,000,000 is approved for Greenways Projects.
ADDITIONAL O&M COSTS
The City of College Station strives to provide
superior electric, water, and wastewater services
to its citizens. Part of this effort includes
maintaining a sound infrastructure that is
technologically advanced. This requires
continuous investment in the capital that makes
up the infrastructure. These investments take
place in the form of capital improvement
projects. These projects may include
rehabilitating or replacing old, deteriorating
infrastructure; expanding facilities; and adding
new facilities and infrastructure.
Frequently, as these capital projects are
completed and put into service, the City will incur
additional costs associated with operating and
maintaining the facilities and infrastructure. The
City’s utility funds have been and will continue to
be impacted by capital projects as they come
online. For example, the FY 02 Approved
Budget included two additional wastewater
treatment plant operators as part of the Lick
Creek Plant Expansion. The FY 03 budget
includes a number of capital projects that have
been recently completed and have added
operation and maintenance expenses. These
expenses were incorporated into the budget
through the SLA process.
Approved SLAs for FY 03 include $170,149 to
operate and maintain completed capital projects
in both the Water and Wastewater Funds. These
SLAs include adding utilities costs, landscape
maintenance, new phone lines, as well as any
other costs associated with bringing new facilities
online. Among the SLAs for FY 03 are $41,653
for electrical and chemical costs associated with
Well #6, $32,200 for additional utilities and
phones for the Carter Creek Administration and
Training Facility (this cost will be split equally
between the Water and Wastewater Funds), and
$6,210 to maintain the Luther Street Lift
Station. Also, an SLA for $90,086 to cover the
operation and maintenance costs of the
expansion of the Lick Creek Treatment Plant is
included in the FY 03 budget. $84,000 of this
SLA is to cover the additional electricity cost.
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
REVISED APPROVED
ACTUAL BUDGET ESTIMATE APPROPRIATIONS
FY00-01 FY 01-02 FY 01-02 FY 02-03
ADDITIONAL RESOURCES 3,520,000$ 5,151,000$ 5,241,000$ 5,520,000$
TOTAL RESOURCES AVAILABLE 3,805,696$ 5,555,825$ 5,645,825$ 5,628,825$
TOTAL EXPENDITURES 3,400,871$ 5,537,000$ 5,537,000$ 5,530,000$
GAAP ADJUSTMENT
ENDING FUND BALANCE:404,825$ 18,825$ 108,825$ 98,825$
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
TOTAL
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
ADDITIONAL RESOURCES 5,520,000$ 6,675,000$ 8,580,000$ 10,030,000$ 7,380,000$ 5,920,000$
TOTAL RESOURCES AVAILABLE 5,628,825$ 6,773,825$ 8,689,825$ 10,171,825$ 7,403,825$ 5,931,825$
TOTAL EXPENDITURES 5,530,000$ 6,664,000$ 8,548,000$ 10,148,000$ 7,392,000$ 5,919,000$
GAAP ADJUSTMENT
ENDING FUND BALANCE:98,825$ 109,825$ 141,825$ 23,825$ 11,825$ 12,825$
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT APPROVED TOTAL APPROVED
PROJECT BUDGET ACTUAL FY 01-02 BUDGET ESTIMATE FY 02-03 BUDGET
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATION
BEGINNING FUND BALANCE:5,913,429$ 8,618,228$ 8,618,228$ 8,009,378$
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS 12,400,000$ 6,300,000$ 7,427,150$ 0$
INTEREST ON INVESTMENTS 170,495 160,000 370,000 175,000
TRANSFERS FROM OPERATIONS 357,368 7,750,000 0 1,300,000
OTHER 140 0 0
SUBTOTAL ADDITIONAL RESOURCES 12,928,003$ 14,210,000$ 7,797,150$ 1,475,000$
TOTAL RESOURCES AVAILABLE 18,841,432$ 22,828,228$ 16,415,378$ 9,484,378$
REHABILITATION PROJECTS:
EAST GATE RES. REHAB PHASEII&III WT9902 1,217,000$ 926,205$ 0$ 0$ 0$
EASTGATE WATER REHAB PHASE IV WT0104 1,260,000 0 0 0 0
EASTGATE WATER REHAB PHASE V WT0204 0 0 628,000 0 0
NORTHGATE REHAB. PHASE I WT9805 1,080,454 1,016,259 0 0 0
SOUTHSIDE WATER REHAB. STUDY WT0105 50,000 0 50,000 50,000 0
WATER WELL 1-5 REHAB WT0109 225,000 224,755 0 0 0
GREENS PRAIRIE TANK REHAB WT0003 378,000 6,200 0 0 0
CONSOL ALT WATERLINE WT0120 28,002 0 0 0
NORTHGATE UTIL MASTER PLAN WT0111 15,908 0 0 0
NEW TAP INSTALLATION WT0114 77,840 0 0 0
SUBTOTAL 2,295,169$ 678,000$ 50,000$ 0$
PRODUCTION PROJECTS
WELL #6 AND LINE WT0004 2,652,000 1,639,626$ 0$ 766,000$ 0$
WELL #7 WT0106 1,855,000 4,496 1,000,000 263,000 0
WELL #7 COLLECTION LINE WT0203 1,220,000 0 0 51,000 494,000
PARALLEL WELLFIELD COLL LINE WT0205 1,742,000 0 560,000 110,000 795,000
COOLING TOWERS WT9806 3,188,000 2,876,201 0 26,000 0
COOLING TOWERS EXPANSION TBD 1,829,000 0 0 0 0
PARALLEL WATER TRANSMISSION WT0005 8,273,000 624,320 0 1,765,000 0
WATER TRANSMISSION-SH21 - VILLA MARIA WT0116 5,754,000 0 0 100,000 440,000
#1 HIGH SERVICE PUMP WT1018 994,000 809,177 0 45,000 0
LAND ACQUISITION - WELLS & PUMP STATIONWT0206 1,250,000 0 300,000 200,000 300,000
DOWLING ROAD 10MG GST WT0117 3,700,000 0 0 300,000 84,000
DOWLING ROAD PUMP STATION PIPING TBD 1,410,000 0 0 0 130,000
CARTERS CREEK ADMN BLDG SS0105 534,000 153,188 0 381,000 0
SUBTOTAL 6,107,008$ 1,860,000$ 4,007,000$ 2,243,000$
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
BEGINNING FUND BALANCE:8,009,378$ 194,878$ 97,178$ 17,378$ 37,378$ 33,378$
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS 0$ 0$ 6,200,000$ 4,000,000$ 2,000,000$ 0$
INTEREST ON INVESTMENTS 175,000 175,000 225,000 125,000 75,000 50,000
TRANSFERS FROM OPERATIONS 1,300,000 10,000,000 2,600,000 550,000 900,000 500,000
OTHER 0 0 0 0 0 0
SUBTOTAL ADDITIONAL RESOURCES 1,475,000$ 10,175,000$ 9,025,000$ 4,675,000$ 2,975,000$ 550,000$
TOTAL RESOURCES AVAILABLE 9,484,378$ 10,369,878$ 9,122,178$ 4,692,378$ 3,012,378$ 583,378$
EAST GATE RES. REHAB PHASEII&III WT9902 0$ 0$ 0$ 0$ 0$ 0$
EASTGATE WATER REHAB PHASE IV WT0104 504,000 756,000 0 0 0 0
EASTGATE WATER REHAB PHASE V WT0204 0 0 0 0 0 0
NORTHGATE REHAB. PHASE I WT9805 0 0 0 0 0 0
SOUTHSIDE WATER REHAB. STUDY WT0105 0 0 0 0 0 0
WATER WELL 1-5 REHAB WT0109 0 0 0 0 0 0
GREENS PRAIRIE TANK REHAB WT0003 0 0 0 0 0 0
CONSOL ALT WATERLINE WT0120 0 0 0 0 0 0
NORTHGATE UTIL MASTER PLAN WT0111 0 0 0 0 0 0
NEW TAP INSTALLATION WT0114 0 0 0 0 0 0
SUBTOTAL 504,000$ 756,000$ 0$ 0$ 0$ 0$
WELL #6 AND LINE WT0004 0$ 0$ 0$ 0$ 0$ 0$
WELL #7 WT0106 394,000 1,193,000 0 0 0 0
WELL #7 COLLECTION LINE WT0203 494,000 675,000 0 0 0 0
PARALLEL WELLFIELD COLL LINE WT0205 1,245,000 387,000 0 0 0 0
COOLING TOWERS WT9806 0 0 0 0 0 0
COOLING TOWERS EXPANSION TBD 0 0 0 52,000 1,777,000 0
PARALLEL WATER TRANSMISSION WT0005 3,277,000 1,959,000 0 0 0 0
WATER TRANSMISSION-SH21 - VILLA MARIA WT0116 440,000 1,075,000 4,139,000 0 0 0
#1 HIGH SERVICE PUMP WT1018 0 0 0 0 0 0
LAND ACQUISITION - WELLS & PUMP STATIONWT0206 400,000 400,000 250,000 0 0 0
DOWLING ROAD 10MG GST WT0117 84,000 0 1,000,000 2,316,000 0 0
DOWLING ROAD PUMP STATION PIPING TBD 130,000 0 1,280,000 0 0 0
CARTERS CREEK ADMN BLDG SS0105 0 0 0 0 0 0
SUBTOTAL 6,464,000$ 5,689,000$ 6,669,000$ 2,368,000$ 1,777,000$ 0$
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT APPROVED TOTAL APPROVED
PROJECT BUDGET ACTUAL FY 01-02 BUDGET ESTIMATE FY 02-03 BUDGET
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATION
DISTRIBUTION PROJECTS
OVERSIZED LINES PARTICIPATION & PLANNINGWT0200 ANNUAL 13$ 200,000$ 129,000$ 75,000$
WESTFIELD OP PHASE III WT0210 71,000 0 0 71,000 0
CASTLEGATE OP PHASE I WT0107 375,000 374,638 0 0 0
GREENSWORLD OP PHASE III WT0108 33,000 32,730 0 0 0
VICTORIA WATER OP TBD 100,000 0 0 0 100,000
BARRON ROAD WATER OP TBD 150,000 0 0 0 150,000
DISTRIBUTION SYSTEM REHAB.WT0201 ANNUAL 185,257 285,000 103,000 285,000
CASTLEGATE WATER WT0211 30,000 0 0 24,000 0
TRADITIONS 6" WATER LINE WT0209 35,000 0 0 29,000 0
DARTMOUTH WATER EXTENSION PH I WT0202 27,325 0 0 27,000 0
CHERRY STREET IMPROVEMENTS TBD 83,000 0 0 83,000 0
FIRST & MAPLE STREETS REHAB WT0212 218,900 0 0 19,000 200,000
WESTSIDE WATER SERVICES WT9703 3,087,000 316,801 3,200,000 94,000 0
TEXAS AVE. RELOCATION SOUTH WT9804 950,000 0 0 80,000 0
WATER IMPACT FEE WT9905 359,000 0 0 0 0
PARK PLACE ELEVATED WATER STORAGE WT0012 3,627,000 494,602 3,230,000 3,129,000 0
ROCK PRAIRIE WATER EXTENSION WT0102 2,000,000 14,154 1,800,000 186,000 0
WATER RECLAIM / IRRIGATION WT0110 3,476,000 41,285 500,000 0 0
DARTMOUTH WATER EXTENSION PII TBD 220,000 0 0 0 220,000
JONES-BUTLER WATER EXT PHII TBD 17,000 0 0 0 17,000
GEORGE BUSH E WIDENING TBD 50,000 0 0 0 50,000
SUPER B SUBDIVISION WT0007 7,308 0 0 0
WOODCREEK DRIVE WT0010 25,244 0 0 0
FAIRFIELD OP WT0119 36,625 0 0 0
HOLLEMAN VILLAGE OP WT9906 22,362 0 0 0
SUBTOTAL 1,551,019$ 9,215,000$ 3,974,000$ 1,097,000$
ANNEXATION PROJECTS
AREA 1 TBD 448,000 0$ 0$ 0$ 44,800$
AREA 2 TBD 347,000 0 0 0 34,700
AREA 3 TBD 80,000 0 0 0 0
AREA 4 TBD 298,000 0 0 0 0
AREA 5 TBD 670,000 0 0 0 0
AREA 6 TBD 612,000 0 0 0 0
0$ 0$ 0$ 79,500$
GENERAL AND ADMINISTRATIVE N/A 269,883 275,000 275,000 275,000
DEBT ISSUANCE COST N/A 125 100,000 100,000 0
TOTAL EXPENDITURES 55,975,679$ 10,223,204$ 12,128,000$ 8,406,000$ 3,694,500$
GAAP ADJUSTMENT
ENDING FUND BALANCE:8,618,228$ 10,700,228$ 8,009,378$ 5,789,878$
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
OVERSIZED LINES PARTICIPATION & PLANNINGWT0200 75,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$
WESTFIELD OP PHASE III WT0210 0 0 0 0 0 0
CASTLEGATE OP PHASE I WT0107 0 0 0 0 0 0
GREENSWORLD OP PHASE III WT0108 0 0 0 0 0 0
VICTORIA WATER OP TBD 100,000 0 0 0 0 0
BARRON ROAD WATER OP TBD 150,000 0 0 0 0 0
DISTRIBUTION SYSTEM REHAB.WT0201 285,000 285,000 285,000 285,000 285,000 285,000
CASTLEGATE WATER WT0211 0 0 0 0 0 0
TRADITIONS 6" WATER LINE WT0209 0 0 0 0 0 0
DARTMOUTH WATER EXTENSION PH I WT0202 0 0 0 0 0 0
CHERRY STREET IMPROVEMENTS TBD 0 0 0 0 0 0
FIRST & MAPLE STREETS REHAB WT0212 200,000 0 0 0 0 0
WESTSIDE WATER SERVICES WT9703 0 2,600,000 0 0 0 0
TEXAS AVE. RELOCATION SOUTH WT9804 870,000 0 0 0 0 0
WATER IMPACT FEE WT9905 0 0 212,000 0 0 0
PARK PLACE ELEVATED WATER STORAGE WT0012 0 0 0 0 0 0
ROCK PRAIRIE WATER EXTENSION WT0102 0 0 900,000 900,000 0 0
WATER RECLAIM / IRRIGATION WT0110 0 0 0 0 0 0
DARTMOUTH WATER EXTENSION PII TBD 220,000 0 0 0 0 0
JONES-BUTLER WATER EXT PHII TBD 17,000 0 0 0 0 0
GEORGE BUSH E WIDENING TBD 50,000 0 0 0 0 0
SUPER B SUBDIVISION WT0007 0 0 0 0 0 0
WOODCREEK DRIVE WT0010 0 0 0 0 0 0
FAIRFIELD OP WT0119 0 0 0 0 0 0
HOLLEMAN VILLAGE OP WT9906 0 0 0 0 0 0
SUBTOTAL 1,967,000$ 3,085,000$ 1,597,000$ 1,385,000$ 485,000$ 485,000$
AREA 1 TBD 44,800$ 22,400$ 380,800$ 0$ 0$ 0$
AREA 2 TBD 34,700 312,300 0 0 0 0
AREA 3 TBD 0 0 0 80,000 0 0
AREA 4 TBD 0 29,800 29,800 119,200 119,200 0
AREA 5 TBD 0 67,000 67,000 268,000 268,000 0
AREA 6 TBD 0 61,200 61,200 244,800 244,800 0
79,500$ 492,700$ 538,800$ 712,000$ 632,000$ 0$
GENERAL AND ADMINISTRATIVE 275,000 250,000 200,000 125,000 50,000 30,000
DEBT ISSUANCE COST 0 0 100,000 65,000 35,000 0
TOTAL EXPENDITURES 9,289,500$ 10,272,700$ 9,104,800$ 4,655,000$ 2,979,000$ 515,000$
GAAP ADJUSTMENT
ENDING FUND BALANCE:194,878$ 97,178$ 17,378$ 37,378$ 33,378$ 68,378$
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT APPROVED TOTAL APPROVED
PROJECT BUDGET ACTUAL FY 01-02 ESTIMATED FY 02-03
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATION
BEGINNING FUND BALANCE:4,884,956$ 9,375,458$ 9,375,458$ 3,991,058$
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS 11,100,000$ 10,000,000$ 6,159,100$ 0$
INTEREST ON INVESTMENTS 147,110 200,000 300,000 100,000
TRANSFERS FROM OPERATIONS 199,836 0 0 0
INTER GOVERNMENTAL 0 0 0 270,000
OTHER 0 0 0 0
SUBTOTAL ADDITIONAL RESOURCES 11,446,946$ 10,200,000$ 6,459,100$ 370,000$
TOTAL RESOURCES AVAILABLE 16,331,902$ 19,575,458$ 15,834,558$ 4,361,058$
Collection
COLLECTION SYSTEM REHAB. SS0209 ANNUAL 152,251$ 285,000$ 179,000$ 285,000$
FIRST & MAPLE STREETS REHAB SS0212 81,300 0 0 6,500 75,000
CARTER CREEK SCREW LIFT SYSTEM TBD 1,153,000 0 0 0 286,000
OVERSIZE PARTICIPATION & PLANNING SS0200 ANNUAL 0 250,000 244,000 250,000
ACADEMY SEWER REHAB SS0205 6,500 0 0 6,000 0
GRAHAM ROAD IMPACT FEE LINE PHASE II & III SS9802 101,000 99,910 0 0 0
EAST GATE RES. REHAB. PH. II&III SS9903 1,249,000 1,022,523 0 0 0
EAST GATE RES. REHAB. PH. IV & V SS0102 1,245,000 0 0 0 0
NORTHGATE REHAB PH. I SS9804 1,700,000 1,216,557 0 0 0
TX. AVE. S. WIDENING SEWER PHASE II SS0003 1,600,000 0 0 80,000 0
WESTSIDE SEWER SERVICE SS9702 2,803,000 11,690 0 690,000 0
NORTHEAST TRUNK EXPAN. PHASE I SS9805 539,000 42,162 0 0 0
NORTHEAST TRUNK EXPAN. PHASE III SS0202 650,000 0 650,000 0 0
SOUTHSIDE REHAB. PH. I TBD 0 0 50,000 50,000 0
CREAGER/PEBBLE HILLS PHASE II SS9902 811,000 406,251 0 (1,000) 0
I&I REDUCTION PROGRAM SS0007 ANNUAL 49,702 50,000 50,000 0
HENSEL LIFT STATION SS0203 460,000 0 350,000 383,000 77,000
DARTMOUTH PHII TBD 50,000 0 0 0 50,000
JONES-BUTLER WASTEWATER EXTENSION TBD 32,500 0 0 0 32,500
HWY 30/60 TURNABOUT TBD 300,000 0 0 300,000 0
SUBTOTAL 3,001,046$ 1,635,000$ 1,987,500$ 1,055,500$
Treatment
LICK CREEK TRUNK & PLANT EXPANSION SS9806 10,942,000 2,286,287$ 483,694$ 8,383,000$ 0$
ODOR CONTROL SS9810 1,527,000 818,589 0 310,000 0
SLUDGE PROCESSING IMPROVEMENTS SS9803/9904 278,000 0 232,000 0 0
CC PLANT DEMO & MAINT. BLDG SS0204 250,000 0 100,000 100,000 150,000
CARTERS CREEK ADMN BLDG SS0105 939,000 260,833 0 678,000 0
SUBTOTAL 3,365,709$ 815,694$ 9,471,000$ 150,000$
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
BEGINNING FUND BALANCE:3,991,058$ 299,658$ 644,858$ 556,558$ 393,358$ 664,558$
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS 0$ 2,900,000$ 3,400,000$ 500,000$ 1,400,000$ 600,000$
INTEREST ON INVESTMENTS 100,000 50,000 50,000 25,000 25,000 10,000
TRANSFERS FROM OPERATIONS 0 0 0 0 0 0
INTER GOVERNMENTAL 270,000 0 0 0 0 0
OTHER 0 0 0 0 0 0
SUBTOTAL ADDITIONAL RESOURCES 370,000$ 2,950,000$ 3,450,000$ 525,000$ 1,425,000$ 610,000$
TOTAL RESOURCES AVAILABLE 4,361,058$ 3,249,658$ 4,094,858$ 1,081,558$ 1,818,358$ 1,274,558$
Collection
COLLECTION SYSTEM REHAB. SS0209 285,000$ 285,000$ 285,000$ 285,000$ 285,000$ 285,000$
FIRST & MAPLE STREETS REHAB SS0212 75,000 0 0 0 0 0
CARTER CREEK SCREW LIFT SYSTEM TBD 286,000 567,000 280,000 0 0 0
OVERSIZE PARTICIPATION & PLANNING SS0200 250,000 250,000 250,000 250,000 250,000 250,000
ACADEMY SEWER REHAB SS0205 0 0 0 0 0 0
GRAHAM ROAD IMPACT FEE LINE PHASE II & III SS9802 0 0 0 0 0 0
EAST GATE RES. REHAB. PH. II&III SS9903 0 0 0 0 0 0
EAST GATE RES. REHAB. PH. IV & V SS0102 498,000 747,000 0 0 0 0
NORTHGATE REHAB PH. I SS9804 0 0 0 0 0 0
TX. AVE. S. WIDENING SEWER PHASE II SS0003 1,520,000 0 0 0 0 0
WESTSIDE SEWER SERVICE SS9702 0 0 1,978,000 0 0 0
NORTHEAST TRUNK EXPAN. PHASE I SS9805 300,000 0 0 0 0 0
NORTHEAST TRUNK EXPAN. PHASE III SS0202 0 0 0 0 0 0
SOUTHSIDE REHAB. PH. I TBD 0 0 0 0 0 0
CREAGER/PEBBLE HILLS PHASE II SS9902 0 0 0 0 0 0
I&I REDUCTION PROGRAM SS0007 0 0 0 0 0 0
HENSEL LIFT STATION SS0203 77,000 0 0 0 0 0
DARTMOUTH PHII TBD 50,000 0 0 0 0 0
JONES-BUTLER WASTEWATER EXTENSION TBD 32,500 0 0 0 0 0
HWY 30/60 TURNABOUT TBD 0 0 0 0 0 0
SUBTOTAL 3,373,500$ 1,849,000$ 2,793,000$ 535,000$ 535,000$ 535,000$
Treatment
LICK CREEK TRUNK & PLANT EXPANSION SS9806 0$ 0$ 0$ 0$ 0$ 0$
ODOR CONTROL SS9810 0 0 0 0 0 0
SLUDGE PROCESSING IMPROVEMENTS SS9803/9904 200,000 0 0 0 0 0
CC PLANT DEMO & MAINT. BLDG SS0204 150,000 0 0 0 0 0
CARTERS CREEK ADMN BLDG SS0105 0 0 0 0 0 0
SUBTOTAL 350,000$ -$ -$ -$ -$ -$
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
ANNEXATION PROJECTS
AREA 1 TBD 61,800 30,900 525,300 0 0 0
AREA 2 TBD 36,000 324,000 0 0 0 0
AREA 3 TBD 20,100 180,900 0 0 0 0
AREA 4 TBD 0 0 0 0 0 0
AREA 5 TBD 0 0 0 20,700 186,300 0
AREA 6 TBD 0 0 0 37,500 337,500 0
117,900$ 535,800$ 525,300$ 58,200$ 523,800$ -$
CLOSED PROJECTS 0 0 0 0 0 0
GENERAL AND ADMINISTRATIVE 200,000 200,000 200,000 75,000 75,000 50,000
DEBT ISSUANCE COST 20,000 20,000 20,000 20,000 20,000 20,000
TOTAL EXPENDITURES 4,061,400$ 2,604,800$ 3,538,300$ 688,200$ 1,153,800$ 605,000$
GAAP ADJUSTMENT
ENDING FUND BALANCE:299,658$ 644,858$ 556,558$ 393,358$ 664,558$ 669,558$
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
NUMBER FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
ANNEXATION PROJECTS
AREA 1 TBD 61,800 30,900 525,300 0 0 0
AREA 2 TBD 36,000 324,000 0 0 0 0
AREA 3 TBD 20,100 180,900 0 0 0 0
AREA 4 TBD 0 0 0 0 0 0
AREA 5 TBD 0 0 0 20,700 186,300 0
AREA 6 TBD 0 0 0 37,500 337,500 0
117,900$ 535,800$ 525,300$ 58,200$ 523,800$ -$
CLOSED PROJECTS 0 0 0 0 0 0
GENERAL AND ADMINISTRATIVE 200,000 200,000 200,000 75,000 75,000 50,000
DEBT ISSUANCE COST 20,000 20,000 20,000 20,000 20,000 20,000
TOTAL EXPENDITURES 4,061,400$ 2,604,800$ 3,538,300$ 688,200$ 1,153,800$ 605,000$
GAAP ADJUSTMENT
ENDING FUND BALANCE:299,658$ 644,858$ 556,558$ 393,358$ 664,558$ 669,558$
DRAINAGE UTILITY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
PROJECT REVISED APPROVED
PROJECT BUDGET ACTUAL FY 01-02 BUDGET ESTIMATE FY 02-03 BUDGET
NUMBER AMOUNT FY 00-01 APPROPRIATIONS FY 01-02 APPROPRIATION
BEGINNING FUND BALANCE:4,775,532$ 5,764,491$ 5,764,491$ 4,216,469$
ADDITIONAL RESOURCES:
UTILITY REVENUES 937,625$ 987,300$ 980,070$ 1,009,500$
INTEREST ON INVESTMENTS 326,915 200,000 250,000 150,000
BOND PROCEEDS 500,000 785,000 785,000 1,000,000
SUBTOTAL ADDITIONAL RESOURCES 1,764,540$ 1,972,300$ 2,015,070$ 2,159,500$
TOTAL RESOURCES AVAILABLE 6,540,072$ 7,736,791$ 7,779,561$ 6,375,969$
BEE CREEK (COMBINED)SD9802 2,500,000$ 33,524$ 0$ 2,075,000$ 500,000$
BEE CREEK PH. IV & V.SD0001 1,400,000 96,752 0 80,000 0
WPC - TEXAS TO BYPASS SD9901 2,755,700 118,865 0 300,000 0
GREENWAYS PROJECTS SD9903 3,640,000 303,585 785,000 201,632 1,000,000
MINOR DRAINAGE IMPROVEMENTS SD0002 ANNUAL 0 50,000 225,000 250,000
BUSINESS PARK DRAINAGE 0 0 35,000 0
GEORGE BUSH EAST EXT.ST9916 120,000 0 0 0 0
WILLOW BRANCH DETENTION SD0003 42,884 0 600 0
STORMWATER MASTERPLAN TBD 0 0 42,500 50,000
DRAINAGE MAINTENANCE ANNUAL 0 350,000 350,000 410,748
CLOSED PROJECTS 0 0 0 0
OTHER COSTS 0 0 23,360 0
GENERAL & ADMIN. 216,501 220,000 220,000 220,000
DEBT ISSUANCE COSTS 5,128 10,000 10,000 10,000
TOTAL EXPENDITURES 817,239$ 1,415,000$ 3,563,092$ 2,440,748$
GAAP ADJUSTMENT $41,658
ENDING FUND BALANCE:5,764,491$ 6,321,791$ 4,216,469$ 3,935,221$
DRAINAGE UTILITY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2002-2003 THROUGH FISCAL YEAR 2007-2008
TOTAL
PROJECT PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECT
NUMBER FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08
BEGINNING FUND BALANCE:4,216,469$ 610,221$ 736,921$ 15,396-$ 93,804$ 302,604$
ADDITIONAL RESOURCES:
UTILITY REVENUES 1,009,500$ 1,039,800$ 1,071,000$ 1,103,100$ 1,136,200$ 1,170,300$
INTEREST ON INVESTMENTS 150,000 40,000 50,000 60,000 60,000 60,000
BOND PROCEEDS 1,000,000 855,000 0 0 0 0
SUBTOTAL ADDITIONAL RESOURCES 2,159,500$ 1,934,800$ 1,121,000$ 1,163,100$ 1,196,200$ 1,230,300$
TOTAL RESOURCES AVAILABLE 6,375,969$ 2,545,021$ 1,857,921$ 1,147,704$ 1,290,004$ 1,532,904$
BEE CREEK (COMBINED)SD9802 500,000$ 0$ 0$ 0$ 0$ 0$
BEE CREEK PH. IV & V.SD0001 1,100,000 0 0 0 0 0
WPC - TEXAS TO BYPASS SD9901 2,225,000 0 0 0 0 0
GREENWAYS PROJECTS SD9903 1,000,000 1,000,000 1,152,517 0 0 0
MINOR DRAINAGE IMPROVEMENTS SD0002 250,000 100,000 50,000 375,000 300,000 250,000
BUSINESS PARK DRAINAGE 0 0 0 0 0 0
GEORGE BUSH EAST EXT.ST9916 0 0 0 0 0 0
WILLOW BRANCH DETENTION SD0003 0 0 0 0 0 0
STORMWATER MASTERPLAN TBD 50,000 50,000 0 0 0 0
DRAINAGE MAINTENANCE 410,748 423,100 435,800 448,900 462,400 476,300
CLOSED PROJECTS 0 0 0 0 0 0
OTHER COSTS 0 0 0 0 0 0
GENERAL & ADMIN. 220,000 225,000 225,000 225,000 225,000 225,000
DEBT ISSUANCE COSTS 10,000 10,000 10,000 5,000 0 0
TOTAL EXPENDITURES 5,765,748$ 1,808,100$ 1,873,317$ 1,053,900$ 987,400$ 951,300$
GAAP ADJUSTMENT
ENDING FUND BALANCE:610,221$ 736,921$ (15,396)$ 93,804$ 302,604$ 581,604$
Capital Improvement Projects Operations and Maintenance Costs
The City of College Station strives to provide
superior electric, water, and wastewater services
to its citizens. Part of this effort includes
maintaining a sound infrastructure that is
technologically advanced. This requires
continuous investment in the capital that makes
up the infrastructure. These investments take
place in the form of capital improvement
projects. These projects may include
rehabilitating or replacing old, deteriorating
infrastructure; expanding facilities; and adding
new facilities and infrastructure.
Frequently, as these capital projects are
completed and put into service, the City will incur
additional costs associated with operating and
maintaining the facilities and infrastructure. The
City’s utility funds have been and will continue to
be impacted by capital projects as they come
online. For example, the FY 02 Approved
Budget included two additional wastewater
treatment plant operators as part of the Lick
Creek Plant Expansion. The FY 03 budget
includes a number of capital projects that have
been recently completed and have added
operation and maintenance expenses. These
expenses were incorporated into the budget
through the SLA process.
Approved SLAs for FY 03 include $170,149 to
operate and maintain completed capital projects
in both the Water and Wastewater Funds. These
SLAs include adding utilities costs, landscape
maintenance, new phone lines, as well as any
other costs associated with bringing new facilities
online. Among the SLAs for FY 03 are $41,653
for electrical and chemical costs associated with
Well #6, $32,200 for additional utilities and
phones for the Carter Creek Administration and
Training Facility (this cost will be split equally
between the Water and Wastewater Funds), and
$6,210 to maintain the Luther Street Lift Station.
Also, an SLA for $90,086 to cover the operation
and maintenance costs of the expansion of the
Lick Creek Treatment Plant is included in the FY
03 budget. $84,000 of this SLA is to cover the
additional electricity cost.
Capital Improvement Projects Operations and Maintenance Costs
Additional Additional Additional Additional Total
Approved Projected Projected Projected Additional O&M
FY 03 FY 04 FY 05 FY 06 Cost FY 03-FY 06
Electric Projects
Capital Projects $0 $0 $0 $30,000 $30,000
Electric Project Totals $30,000 $30,000
Water Projects
Water Transmission SH21 to Villa Maria $0 $0 $2,000 $0 $2,000
Well #6 41,653 0 0 0 $41,653
Well #7 0 93,000 0 0 $93,000
Park Place Elevated Storage Tank 1,000 0 0 0 $1,000
Carter Creek Admin Building 16,100 0 0 0 $16,100
Water Project Totals $58,753 $93,000 $2,000 $0 $153,753
Wastewater Projects
Lick Creek Treatment Plant $90,086 $0 $0 $0 $90,086
Carter Creek Admin Building 16,100 0 0 0 $16,100
Carter Creek Screw Lift System 0 0 -10,000 0 -$10,000
Luther St. Lift Station 6,210 0 0 0 $6,210
Sludge Process Imprv.0 2,000 0 0 $2,000
Wastewater Project Totals $112,396 $2,000 -$10,000 $0 $104,396
223
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 projected to increase
by 8.04% over the FY 02 revised budget to
$2,015,000. On a year to year basis the revenue
is projected to grow at approximately 3.5%.
Revenues are also received from the operation of
the Conference Center on George Bush Drive,
and from ticket and concession sales at facilities
such as Wolf Pen Creek.
Expenditures and transfers in the Hotel/Motel
Fund are projected to decrease by 2.73% over the
FY 02 budget.
The Arts Council approved budget for FY 03 is
$260,400. The Arts Council request is below the
15% limit that can be spent on art programs out
of the Hotel/Motel Fund. These funds are for the
operations of the Arts Council. Funding is also
included to continue the art in public places, and
the arts festival in Northgate. Funds are also
available for the arts center project.
The Convention & Visitors Bureau approved
budget is $668,000. This includes funds for the
ongoing operations and maintenance of the
Convention and Visitor Bureau as well as funds
for a marketing matrix, and additional signage and
identification.
The approved budget for the Brazos Valley Sports
Foundation is $200,000. This includes
$150,000 for sports tourism development. Also
included is $20,000 for the Holiday on the Brazos
program, $10,000 for the Fall Classic Special
Olympics, and $20,000 for a new festival called
the Aggieland Crape Myrtle Festival. This festival
will promote tourism and the Crape Myrtle Capital
of Texas.
Funds for the future operation of the new
conference center in the amount of $416,000
have also been approved. $600,000 is also
approved for the construction of the new
conference center.
HOTEL/MOTEL FUND
FUND SUMMARY
% CHANGE
FY 02 FY 02 FY 03 FY 03 IN BUDGET
FY 01 REVISED YEAR-END BASE APPROVED FROM FY02
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY 03
BEGINNING FUND BALANCE 1,191,972$ 1,353,645$ 1,353,645$ 1,206,620$ 1,206,620$
REVENUES
TAXES 1,846,086$ 1,876,000$ 1,865,000$ 2,015,000$ 2,015,000$ 7.41%
TICKETS & CONCESSIONS 9,900 13,000 13,000 14,000 14,000 7.69%
RENTALS 118,791 116,000 100,000 103,000 103,000 (11.21%)
INVESTMENT EARNINGS 88,321 82,000 77,000 75,000 75,000 (8.54%)
OTHER 14,835 21,000 22,190 22,220 22,220 5.81%
TOTAL REVENUES 2,077,933$ 2,108,000$ 2,077,190$ 2,229,220$ 2,229,220$ 5.75%
TOTAL FUNDS AVAILABLE 3,269,905$ 3,461,645$ 3,430,835$ 3,435,840$ 3,435,840$ (0.75%)
EXPENDITURES AND TRANSFERS
CITY OPERATIONS
CONFERENCE CENTER OPER.253,404$ 254,560$ 269,107$ 276,936$ 276,936$ 8.79%
PARKS PROGRAMS & EVENTS 284,563 453,696 332,856 343,047 443,047 (2.35%)
30/60 CORR. CONV. CENTER DEBT 148,052 148,052 148,052 0 0 (100.00%)
30/60 CORR. CONV. CENTER CAPITAL 0 600,000 0 600,000 600,000 0.00%
30/60 CORR. CONV. CENTER OPER.157,741 267,600 267,600 416,000 416,000 55.46%
ELECTRIC FUND DEBT SERVICE 0 40,000 40,000 40,000 40,000 0.00%
OTHER 2,100 6,200 6,200 6,200 6,200 0.00%
TOTAL CITY OPERATIONS 845,860$ 1,770,108$ 1,063,815$ 1,682,183$ 1,782,183$ 0.68%
ORGANIZATIONS
CONVENTION & VISITORS BUREAU 645,000$ 668,000$ 668,000$ 668,000$ 668,000$ 0.00%
BRAZOS VALLEY SPORTS FOUND.170,000 192,000 192,000 200,000 200,000 4.17%
ARTS COUNCIL 255,400 260,400 260,400 260,400 260,400 0.00%
BUSH LIBRARY COMMITTEE 0 0 0 0 0 N/A
TOTAL ORGANIZATIONS 1,070,400$ 1,120,400$ 1,120,400$ 1,128,400$ 1,128,400$ 0.71%
CONTINGENCY 0$ 40,000$ 40,000$ 40,000$ 40,000$ 0.00%
TOTAL OPERATING EXPENSES
AND TRANSFERS 1,916,260$ 2,930,508$ 2,224,215$ 2,850,583$ 2,950,583$ 0.69%
INCREASE (DECREASE)
IN FUND BALANCE 161,673$ (822,508)$ (147,025)$ (621,363)$ (721,363)$
ENDING FUND BALANCE 1,353,645$ 531,137$ 1,206,620$ 585,257$ 485,257$
HOTEL/MOTEL FUND - SOURCES
TICKETS/
CONCESS.
1%
INVEST.
EARNINGS
3%
OTHER
1%RENTALS
5%
TAXES
90%
HOTEL/MOTEL FUND - USES
CONF CENTER
9%PARKS
PROGRMS/EVENTS
15%
CONV. /VISITORS
BUR.
23%FUTURE
CONFERENCE
CENTER
OPERATIONS
14%
NEW CONFERENCE
CENTER
20%
CONTINGENCY
1%
ARTS COUNCIL
9%
BV SPORTS
FOUND.
7%
OTHER
2%
COMMUNITY DEVELOPMENT FUND
The Community Development Fund is used to
account for grants received by the City for use
in revitalizing low-income areas and addressing
the needs of its low and moderate income
citizens. This fund pays for the direct operating
costs.
This fund is prepared on the modified accrual
basis of accounting. Under this basis revenues
are recognized when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with
the exception of several items. The full listing of
these exceptions can be found in the Financial
Policies on page F-1.
The City has submitted an action plan to HUD
for two grants for FY 03, the Community
Development Block Grant (CDBG) and the
Home Grant. The CDBG program is a federal
entitlement program that provides the basic
funding for general programs and
administration. The grant allows administrators
flexibility in the use of funds for a wide variety of
eligible activities. The HOME grant is a yearly
entitlement grant that can only be used for
housing programs that assist Low/Moderate
Income (LMI). The City currently uses this grant
for owner-occupied rehabilitation assistance,
down payment assistance, and the Optional
Relocation Program. Fund are also approved
for Tenant Based Rental Assistance (TBRA),
Community Development Housing
Organizations (CHDO) activities, and new
construction. Both the CDBG and HOME
allocations are based on a formula that includes
criteria such as the age and condition of a
community’s housing stock, incidents of
overcrowding, and the demographic
characteristics of the city.
Community Development Funds are also used
for capital projects in areas that qualify for these
funds. In FY 03, funds are approved to
continue improvements of streets in the
residential Northgate area.
For FY 03, the City Council approved
approximately $4.2 million in total
authorization from the federal government.
This number is comprised of new authorization
and remaining authorization from prior fiscal
years. FY 03’s grants include $2,418,262 in
Community Development Block Grant funds,
$1,636,420 in HOME Investment Partnership
Grant funds, and $20,000 in program income.
Included in the approved Community
Development Budget is $60,000 to add an
additional code enforcement officer who can
focus on code enforcement in the eligible target
areas.
COMMUNITY DEVELOPMENT FUND - USES
RESIDENTIAL
21%
ORP
9%
ACQUISITIONS
2%
COMM. REHAB
6%
RENTAL REHAB
1%
REIMBUR.
ADMIN
8%
OTHER
2%
CHDO
9%
NEW CONST.
5%
CODE
ENFORCEMENT
2%
AFFORD.
HOUSING
4%
HOME BUYER'S
ASSIST.
6%
PUBLIC SERVICES
4%
STREETS
PROJECTS
38%
COMMUNITY DEVELOPMENT FUND - SOURCES
CEDAR CREEK
0.0%
HOME
40.2%
CDBG
59.3%
PROGRAM
0.5%
CITY OF COLLEGE STATION
COMMUNITY DEVELOPMENT FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING FUND BALANCE 442,105$ 872,615$ 872,615$ 810,238$ 810,238$
REVENUES
GRANTS
CDBG 1,284,590$ 2,799,889$ 1,551,627$ 2,418,262$ 2,418,262$ -14%
HOME 590,004 1,821,620 781,200 1,636,420 1,636,420 -10%
HOPE 0 0 0 0 0 N/A
PROGRAM INCOME 10,653 20,000 27,000 20,000 20,000 0%
LOAN REPAYMENTS 8,701 0 8,750 0 0 N/A
INTEREST ON LOANS 1,278 0 0 0 0 N/A
CEDAR CREEK PROCEEDS 0 0 0 0 0 N/A
OTHER 2,215 0 0 0 0 N/A
TOTAL REVENUES 1,897,442$ 4,641,509$ 2,368,577$ 4,074,682$ 4,074,682$ -12%
TOTAL FUNDS AVAILABLE 2,339,547$ 5,514,124$ 3,241,192$ 4,884,920$ 4,884,920$ -11%
EXPENDITURES AND TRANSFERS
CDBG
HOUSING ASSIST/REHAB 14,183$ 25,531$ 4,429 42,602$ 42,602$ 67%
OPTIONAL RELOCATION 32,870 83,625 33,760 49,865 49,865 -40%
CLEARANCE/DEMOLITION 7,500 22,500 7,500 30,000 30,000 33%
ACQUISITIONS 53,188 101,899 82,195 64,704 64,704 -37%
INTERIM ASSISTANCE 1,941 5,000 0 5,000 5,000 0%
COMMERCIAL REHABILITATION 8,217 233,903 161,383 72,520 72,520 -69%
RENTAL REHAB 0 40,000 0 40,000 40,000 0%
PUBLIC SERVICES 180,240 184,050 184,050 183,000 183,000 -1%
EXTERNAL PUBLIC FACILITY 130,000 0 0 0 0 N/A
CODE ENFORCEMENT 0 40,000 37,631 42,369 102,369 156%
REIMBURSED ADMIN 411,836 280,950 280,950 244,000 244,000 -13%
CAPITAL OUTLAY 490 0 0 0 0 N/A
OTHER CURRENT EXPENDITURES 20,000 20,000 20,000 20,000 0%
GENERAL GOVT PROJECTS 0 0 0 0 0 N/A
PUBLIC FACILITY PROJECTS 0 1,712,431 739,729 1,584,202 1,584,202 -7%
TOTAL CDBG EXP.840,465$ 2,749,889$ 1,551,627$ 2,378,262$ 2,438,262$ -11%
HOME
HOUSING ASSIST/REHAB 50,525$ 152,974$ 0$ 152,974$ 152,974$ 0%
OPTIONAL RELOCATION 349,196 563,597 336,628 307,469 307,469 -45%
HOMEBUYER'S ASSISTANCE 0 270,917 208,856 242,061 242,061 -11%
CHDO/CHDO OPER. EXP.0 395,400 99,525 384,975 384,975 -3%
NEW CONSTRUCTION 83,561 222,891 0 353,191 353,191 58%
TENANT BASED RENTAL ASST.0 50,000 25,000 50,000 50,000 0%
CHDO OPERATING EXPENSES 32,122 56,650 0 86,350 86,350 52%
REIMBURSED ADMIN 110,181 111,191 111,191 59,400 59,400 -47%
CAPITAL OUTLAY 0 0 0 0 0 N/A
TOTAL HOME EXP.625,585$ 1,823,620$ 781,200$ 1,636,420$ 1,636,420$ -10%
CEDAR CREEK
AFFORDABLE HOUSING 0$ 198,127$ 98,127$ 100,000$ 100,000$ -50%
TOTAL CEDAR CREEK EXP.0$ 198,127$ 98,127$ 100,000$ 100,000$ -50%
TOTAL OPERATING EXPENSES
AND TRANSFERS 1,466,050$ 4,771,636$ 2,430,954$ 4,114,682$ 4,174,682$ -13%
EXPENDITURES UNDER
(OVER) REVENUES 431,392$ ($130,127)(62,377)$ (40,000)$ (100,000)$
GAAP (882)$
ENDING FUND BALANCE 872,615$ 742,488$ 810,238$ 770,238$ 710,238$
Rehabilitation of Louise Street is scheduled to begin in FY 03. Funding of $180,000 for this project is included in the public facilities portion of the Community Development Budget
The Wolf Pen Creek TIF Fund accounts for ad
valorem tax and other revenues that are accrued
to the WPC TIF District. The fund also accounts
for expenditures on projects that take place in the
district.
The TIF receives ad valorem taxes from the City,
School District and County on the incremental
increase in assessed valuation (captured value)
over the base year (1989).
This fund is prepared on the modified accrual
basis of accounting. Under this basis revenues
are recognized when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of
these exceptions can be found in the Financial
Policies on page F-1.
The ad valorem revenue estimate of $498,000 is
based on a captured value of about $30 million.
Short term debt in the amount of $2.3 million
was issued in FY 02 in order to provide the
resources to complete more of the projects in the
Wolf Pen Creek District. The bonds will be paid
back over the remaining life of the TIF. These
funds will be used primarily for trails in the
corridor. This approach will allow more Wolf Pen
Creek projects to be completed in a shorter time
frame.
Funds remaining at the end of the year will be
retained in the fund and programmed as specific
projects are identified.
WOLF PEN CREEK
TAX INCREMENT FINANCING (TIF) FUND
CITY OF COLLEGE STATION
WOLF PEN CREEK TIF
FUND SUMMARY
% CHANGE
FY 02 FY 02 FY 03 FY 03 IN BUDGET
FY01 REVISED YEAR-END BASE APPROVED FROM FY02
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY 03
BEGINNING BALANCE 694,839$ 1,306,688$ 1,306,688$ 2,736,788$ 2,736,788$
REVENUES
AD VALOREM TAXES COCS 161,685$ 109,000$ 121,000$ 146,000$ 146,000$ 33.94%
AD VALOREM TAXES CSISD 282,950 214,000 214,000 245,000 245,000 14.49%
AD VALOREM TAXES BRAZOS CO 132,813 99,000 99,000 107,000 107,000 8.08%
INVESTMENT EARNINGS 69,337 16,500 80,000 60,000 60,000
OTHER 0 0 0 0 0
TRANSFERS 0 120,000 120,000 0 0
PROCEEDS FROM LONG-TERM DEBT 0 2,300,000 2,316,800 0 0 (100.00%)
TOTAL REVENUES 646,785$ 2,858,500$ 2,950,800$ 558,000$ 558,000$ (80.48%)
TOTAL FUNDS AVAILABLE 1,341,624$ 4,165,188$ 4,257,488$ 3,294,788$ 3,294,788$ (20.90%)
EXPENDITURES AND TRANSFERS
CAPITAL PROJECTS 24,364$ 3,287,000$ 1,520,000$ 1,910,000$ 1,910,000$ (41.89%)
ENGINEERING 0 0 0 0 0 N/A
DEBT SERVICE 0 0 0 492,500 492,500
OTHER 10,572 700 700 700 700 0.00%
TOTAL OPERATING EXPENSES
AND TRANSFERS 34,936$ 3,287,700$ 1,520,700$ 2,403,200$ 2,403,200$ (26.90%)
INCREASE (DECREASE)
IN FUND BALANCE 611,849$ (429,200)$ 1,430,100$ (1,845,200)$ (1,845,200)$
ENDING FUND BALANCE 1,306,688$ 877,488$ 2,736,788$ 891,588$ 891,588$
WOLF PEN CREEK TIF FUND - SOURCES
INVESTMEN
T EARNINGS
11%
AD VALOREM
TAXES COCS
26%
AD VALOREM
TAXES
BRAZOS
COUNTY
19%
AD VALOREM
TAXES CSISD
44%
WOLF PEN CREEK TIF FUND - USES
OTHER
21%
CAPITAL
PROJECTS
79%
The Melrose Apartment TIF Fund accounts for ad
valorem tax and other revenues that are accrued
to the Melrose Apartment 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
and the College Station Independent School
District. In FY 02, the only revenue anticipated is
from interest earnings. No additional tax revenue
is scheduled to come into the fund.
The final payment from the fund to meet the
obligations of the project is scheduled for FY 03.
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.
MELROSE APARTMENT
TAX INCREMENT FINANCING (TIF) FUND
CITY OF COLLEGE STATION
MELROSE APARTMENT TIF
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING BALANCE 50,000$ 213,125$ 213,125$ 94,278$ 94,278$
REVENUES
AD VALOREM TAXES COCS 308,847$ 50,000$ 40,000$ 0$ 0$ (100.00%)
AD VALOREM TAXES CSISD 0 154,419 31,153 0 0 (100.00%)
INVESTMENT EARNINGS 4,910 0 10,000 2,000 2,000 N/A
TOTAL REVENUES 313,757$ 204,419$ 81,153$ 2,000$ 2,000$ (99.02%)
TOTAL FUNDS AVAILABLE 363,757$ 417,544$ 294,278$ 96,278$ 96,278$ (76.94%)
EXPENDITURES AND TRANSFERS
CAPITAL PROJECTS 204,000$ 225,000$ 200,000$ 96,000$ 96,000$ (57.33%)
ENGINEERING 0 0 0 0 0 N/A
OTHER 29 0 0 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 204,029$ 225,000$ 200,000$ 96,000$ 96,000$ (57.33%)
INCREASE (DECREASE)
IN FUND BALANCE 109,728$ (20,581)$ (118,847)$ (94,000)$ (94,000)$
GAAP 53,397$
ENDING FUND BALANCE 213,125$ 192,544$ 94,278$ 278$ 278$
MELROSE APARTMENT TIF - SOURCES
Investment
Earnings
4%
Ad Valorem
Taxes
CSISD
72%
Ad Valorem
Taxes
COCS
24%
MELROSE APARTMENT TIF - USES
Capital
Projects
100%
INTERNAL SERVICES FUND
The Internal Services Fund is a combination of
the internal services of Communications, Fleet
Services and Print/Mail within the City of College
Station. In an effort to better control costs, the
fund receives revenues based on the expected
costs associated with the aforementioned services
and uses them to pay for those specific services.
The Internal Services Fund is prepared on the
modified accrual basis where cash transactions
are included in the budget presentation in lieu of
non-cash transactions such as depreciation. The
focus is on the net change in working capital.
Estimates for annual funding levels have been
developed using a number of techniques that
forecast printing and mail costs, communications
maintenance costs and fleet maintenance costs.
The policies that were approved to set up the
fund is as follows:
1. Specific charges will be assigned to each
printing job based on number of pages,
binding, stapling, folding, etc. This revenue
will be used to pay for all labor, materials
and overhead costs associated with internal
printing.
2. Each department will be charged an annual
mail-handling fee based on the costs
associated with the collection, distribution
and processing of mail within the City.
3. The copiers in City Hall (Fiscal Services and
Human Resources) were moved into the
Print/Mail Division. There will be a copy
charge for every copy made on the copiers
mentioned above. All other copiers will be
expensed within the operating budgets of
the departments using the copiers.
4. Annual communications maintenance
charges will be prorated based on the
number of phones and radios in each
department. All other miscellaneous
maintenance charges are forecast based on
the number of work orders in the previous
year. These charges will be used to pay for
all expenses related to each specific
function in the Communications Division.
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 03 are $2,420,103;
an increase of 9% over the FY 02 revised budget.
The FY 03 approved expenditures are
$2,290,404, an increase of 2.2% over the FY 02
revised budget. The increase includes one
approved SLA in the amount of $50,888 for an
additional communications technician.
CITY OF COLLEGE STATION
INTERNAL SERVICES
COMBINED FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
REVENUES
FLEET MAINTENANCE CHARGES 1,251,880$ 1,245,765$ 1,245,765$ 1,333,000$ 1,333,000$ 7.00%
PRINT/MAIL CHARGES 374,306 344,489 374,489 377,734 377,734 9.65%
COMMUNICATIONS CHARGES 518,115 630,890 645,866 658,569 709,369 12.44%
INVESTMENT & OTHER (7,173) 0 (5,600) 0 0 N/A
MISCELLANEOUS 947 0 76 0 0 N/A
TOTAL REVENUES 2,138,075$ 2,221,144$ 2,260,596$ 2,369,303$ 2,420,103$ 8.96%
EXPENDITURES
FLEET MAINTENANCE 1,079,340$ 1,124,542$ 1,122,362$ 1,104,029$ 1,104,029$ (1.82%)
PRINT/MAIL 325,193 306,613 330,742 314,622 314,622 2.61%
COMMUNICATIONS 498,051 534,999 533,201 541,888 592,776 10.80%
GENERAL & ADMIN. TRANSFERS 16,400 256,535 264,535 266,541 270,404 5.41%
OTHER 0 0 0 0 0 N/A
OPERATING EXPENSES 288,782 201 0 0 0 N/A
CONTINGENCY 0 16,711 0 8,573 8,573 (48.70%)
TOTAL EXPENDITURES 2,207,767$ 2,239,601$ 2,250,840$ 2,235,653$ 2,290,404$ 2.27%
GAAP ADJUSTMENTS (10,620)$
INCREASE (DECREASE)
IN WORKING CAPITAL (69,692)$ (18,457)$ 9,756$ 133,650$ 129,699$
BEGINNING WORKING CAPITAL 77,246$ (3,066)$ (3,066)$ 6,690$ 6,690$
ENDING WORKING CAPITAL (3,066)$ (21,523)$ 6,690$ 140,340$ 136,389$
INTERNAL SERVICES FUND - SOURCES
COMMUN.
25%
FLEET
MAINTENANCE
56%
PRINT/MAIL
16%
INTERNAL SERVICE FUND- USES
CONTINGENCY
1%
PRINT/MAIL
14%
COMMUN.
23%
GENERAL &
ADMIN.
TRANSFERS
12%
FLEET
MAINTENANCE
47%
CITY OF COLLEGE STATION
FLEET SERVICES
DEPARTMENT SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
PARTS 74,741$ 78,945$ 87,719$ 80,501$ 81,735$ 3.41%
ADMINISTRATION 1,004,600 1,045,597 1,034,643 1,012,636 1,022,294 (2.28%)
DEPARTMENT TOTAL 1,079,341$ 1,124,542$ 1,122,362$ 1,093,137$ 1,104,029$ (1.86%)
DEPARTMENT SUMMARY BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 562,684$ 622,268$ 624,700$ 612,490$ 623,382$ 0.18%
SUPPLIES 458,490 410,476 408,664 410,476 410,476 0.00%
MAINTENANCE 21,504 25,781 25,740 27,216 27,216 5.27%
PURCHASED SERVICES 36,663 53,017 52,669 42,955 42,955 (23.42%)
CAPITAL OUTLAY 0 13,000 10,589 0 0 N/A
DEPARTMENT TOTAL 1,079,341$ 1,124,542$ 1,122,362$ 1,093,137$ 1,104,029$ (1.86%)
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
PARTS 2.0 2.0 2.0 2.0 2.0 0.00%
ADMINISTRATION 13.0 13.0 13.0 13.0 13.0 0.00%
DEPARTMENT TOTAL 15.0 15.0 15.0 15.0 15.0 0.00%
CITY OF COLLEGE STATION
PRINT/MAIL
DIVISION SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
PRINT/MAIL 325,195$ 306,613$ 330,742$ 311,659$ 314,622$ 2.61%
DIVISION TOTAL 325,195$ 306,613$ 330,742$ 311,659$ 314,622$ 2.61%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 163,035$ 167,195$ 183,438$ 169,215$ 172,178$ 2.98%
SUPPLIES 88,269 72,310 76,787 72,310 72,310 0.00%
MAINTENANCE 9,498 9,089 9,376 9,245 9,245 1.72%
PURCHASED SERVICES 47,404 58,019 48,545 60,889 60,889 4.95%
CAPITAL OUTLAY 16,989 0 12,596 0 0 N/A
DIVISION TOTAL 325,195$ 306,613$ 330,742$ 311,659$ 314,622$ 2.61%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
PRINT/MAIL 5.0 5.0 5.0 5.0 5.0 0.00%
DIVISION TOTAL 5.0 5.0 5.0 5.0 5.0 0.00%
CITY OF COLLEGE STATION
COMMUNICATION SERVICES
DIVISION SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
COMMUNICATION SERV.498,052$ 534,999$ 533,201$ 537,305$ 592,776$ 10.80%
DIVISION TOTAL 498,052$ 534,999$ 533,201$ 537,305$ 592,776$ 10.80%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 274,241$ 277,489$ 289,140$ 278,106$ 326,577$ 17.69%
SUPPLIES 95,054 84,415 88,669 84,415 89,415 5.92%
MAINTENANCE 65,683 118,740 101,072 120,189 120,189 1.22%
PURCHASED SERVICES 63,074 54,355 54,320 54,595 56,595 4.12%
CAPITAL OUTLAY 0 0 0 0 0 0.00%
DIVISION TOTAL 498,052$ 534,999$ 533,201$ 537,305$ 592,776$ 10.80%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
COMMUNICATION SERV 5.0 5.0 5.0 5.0 6.0 20.00%
DIVISION TOTAL 5.0 5.0 5.0 5.0 6.0 20.00%
SERVICE LEVEL ADJUSTMENT
COMMUNICATIONS Communications Technician 50,888$
50,888$
EQUIPMENT REPLACEMENT FUND
The Equipment Replacement Fund is an internal
service fund that provides equipment and fleet
replacements within the City of College Station. In
an effort to better control costs, the fund receives
rental charges from departments based on the
economic life of their equipment and vehicles. The
fund then purchases replacement scheduled and/or
as conditions warrant.
This fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non-cash
transactions such as depreciation. The focus is
on the net change in working capital.
Specific rental charges are based upon the estimated
replacement price of the individual items. Specific
approved replacement policies include the following:
1. All qualified existing fleet equipment will be
replaced through the equipment replacement
fund. Other equipment will be replaced through
the budget process.
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 Terminal system being
installed. These changes will ensure that the
system can be replaced in the future.
5. Each department will be charged an annual
copier replacement rental fee based upon the
number of authorized copiers. Fiscal Services
and Office of Technology and Information
Services representatives will evaluate each
department’s copier needs on a case by case
basis to determine whether the purchase or
continual rental of a copier is the most efficient
course of action. Replacement copiers will be
purchased through the Equipment Replacement
Fund. New (additions to the inventory) copiers
will be funded through individual department’s
operating budget.
6. Other equipment, not specifically detailed
above, will be handled in a similar manner.
Representatives of affected departments will be
responsible for meeting with Fiscal Services to
determine if inclusion in the Equipment
Replacement Fund is warranted.
Base budget revenues for the fund reflect the above
policies. The revenues are automatically transferred
from departmental budgets on a monthly basis to
ensure that sufficient funds will be available to fund
expenses related to the specific functions. The
approved FY 03 total revenues are $2,341,201,
23.65% lower than the FY 02 revised budget. This
decrease is due to policy change that allows for new
vehicles and equipment to be purchased via the
Equipment Replacement Fund without a transfer of
the purchase amount from the departmental budget.
The new items are accounted in this manner so the
equipment and vehicles become assets in the
Equipment Replacement Fund. The amount set
aside for equipment replacement was lowered after
reviewing the status of the fund.
The approved FY 03 total expenditures are
$2,810,460, a 14.05 % increase over the FY 02
revised budget. $216,000 of this increase is to
debt service for debt issued in FY 02, when interest
rate made issuing debt for expensive equipment
purchases advantageous to the city.
Approved SLA’s include: $17,500 for vehicle for a
new code enforcement officer, $378,875 for a fire
engine for fire station #5, $45,000 for a track
excavator for the Electric department, $73,160 for
a refuse truck to service a rural route, and $47,500
for 4 truck for the meter readers. Also included is
$14,000 to accelerate the replacement of a Police
Department motorcycle.
CITY OF COLLEGE STATION
EQUIPMENT REPLACEMENT
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
.
BEGINNING WORKING CAPITAL 3,617,517$ 4,464,731$ 4,464,731$ 6,197,135$ 6,197,135$
REVENUES
FLEET RENTALS 1,859,016$ 2,469,874$ 2,469,874$ 1,664,535$ 1,725,445$ (30.14%)
PHONE SYSTEM RENTALS 100,411 49,971 49,974 74,587 74,587 49.26%
800 MHZ RENTALS 201,383 180,000 180,000 152,914 152,914 (15.05%)
MOBILE DATA SYSTEM RENTALS 89,100 80,180 80,180 93,500 93,500 16.61%
COPIER RENTALS 18,081 46,797 46,797 55,855 55,855 19.36%
OTHER EQUIPMENT RENTALS 0 4,730 4,730 3,900 3,900 (17.55%)
RESERVE FOR FUTURE VEHICLE PURCHASE 200,000 0 0 0 0
INVESTMENT & OTHER 214,288 235,000 235,000 235,000 235,000 0.00%
CERTIFICATE OF OBLIGATION 0 0 868,800 0 0
OTHER NONOPERATING 56,125 0 69,819 0 0 N/A
TOTAL REVENUES 2,738,404$ 3,066,552$ 4,005,174$ 2,280,291$ 2,341,201$ (23.65%)
EXPENDITURES
FLEET REPLACEMENT 1,896,421$ 2,410,975$ 2,213,352$ 1,957,000$ 2,533,035$ 5.06%
PHONE SYSTEM REPLACEMENT 0 0 0 0 0 N/A
800 MHZ SYSTEM REPLACEMENT 0 0 0 0 0 N/A
MOBILE DATA SYSTEM REPLACEMENT 0 7,178 9,703 0 0 (100.00%)
COPIER REPLACEMENT 34,011 46,000 41,115 61,425 61,425 33.53%
OTHER EQUIPMENT REPLACEMENT 79,525 0 4,100 0 0 N/A
DEBT SERVICE TRANSFER 0 0 0 216,000 216,000
DEBT ISSUANCE COST 0 0 4,500 0 0
TOTAL NET EXPENDITURES 2,009,957$ 2,464,153$ 2,272,770$ 2,234,425$ 2,810,460$ 14.05%
GAAP ADJUSTMENTS 118,767$
INCREASE (DECREASE)
IN WORKING CAPITAL 728,447$ 602,399$ 1,732,404$ 45,866$ (469,259)$
ENDING WORKING CAPITAL 4,464,731$ 5,067,130$ 6,197,135$ 6,243,001$ 5,727,876$
EQUIPMENT REPLACEMENT
FUND - SOURCES
800 MHZ
RENTALS
7%
PHONE SYSTEM
RENTALS
3%
INVEST &
OTHER
7%
MOBILE SYST.
RENTALS
3%
COPIER
RENTALS
2%
FLEET RENTALS
74%
EQUIPMENT REPLACEMENT FUND - USES
FLEET
REPLACEMENT
90%
COPIER
REPLACEMENT
2%
OTHER
8%
Fleet and Equipment Replacement
Department Vehicle #Year Cost
Police 4169 1999 Patrol Car $30,000
Police 4170 1999 Patrol Car 30,000
Police 4172 1999 Patrol Car 30,000
Police 4173 1999 Patrol Car 30,000
Police 4174 1999 Patrol Car 30,000
Police 4157 1997 Kawasaki Motorcycle 14,000
Police 4158 1997 Kawasaki Motorcycle 14,000
Police 4159 1997 Kawasaki Motorcycle 14,000
Police 4160 1997 Kawasaki Motorcycle 14,000
Police 4192 2001 Harley Davidson 4,500
Police 4193 2001 Harley Davidson 4,500
Police 4201 1993 Cheverolet Lumina 18,500
Police 4204 1993 Cheverolet Lumina 18,500
Police 4205 1994 Cheverolet Lumina 18,500
Police 4337 1992 Ford Tarus Wagon 18,500
Police Total $289,000
Code Enforcement 5202 1993 GMC 1/2 Ton Pickup $17,500
Fire Total $17,500
Engineering 6101 1992 4X4 Jeep $22,500
Engineering 6102 1994 Cheverolet 1/2 Ton Pickup 22,500
Engineering 6104 1995 Cheverolet 1/2 Ton Pickup 17,500
Building 6303 1994 Cheverolet S10 Pickup 17,500
Development Services Total $80,000
Facilities 1903 1992 Cheverolet 1/2 Pickup $17,500
Facilities 1907 1995 Cheverolet 1/2 Pickup 17,500
Streets 3102 1990 John Deere Excavator 175,000
Streets 3117 1995 Entyre Lowboy Trailer 50,000
Streets 3139 1994 GMC 3/4 Ton Pickup 19,500
Streets 3147 1997 Cheverolet 1/4 Ton Pickup 22,500
Streets 3161 1995 Cheverolet 1/2 Ton Pickup 17,500
Fleet 3323 1992 Jeep Cherokee 19,500
Sanitation 7110 1995 Cheverolet Brush Truck 100,000
Sanitation 7131 1997 Ford Brush Truck 100,000
Sanitation 7207 1995 International Roll-Off Truck 115,000
Public Works Total $654,000
Parks 8101 1992 Mini Van $18,500
Parks 8108 1990 Dodge Van 18,500
Parks 8201 1992 Chevrolet 1/2 Ton Pickup 17,500
Parks 8320 1992 Chevrolet 1/2 Ton Pickup 17,500
Parks 8333 1992 Chevrolet 1/2 Ton Pickup 17,500
Parks Total $89,500
Meter Services 2705 1993 1/2 Ton Extended Cab Pickup $18,500
OTIS Total $18,500
Fleet and Equipment Scheduled Replacements
Fleet and Equipment Replacement
Department Vehicle #Year CostFleet and Equipment Scheduled Replacements
Electric 9201 1991 GMC 1/2 Ton Pickup $17,500
Electric 9219 1994 GMC 1/2 Ton Pickup 17,500
Water 9426 1994 Ford Extended Cab Pickup 19,500
Water 9428 1995 Ford 1-Ton Pickup 32,000
Wastewater 9506 1991 GMC 1/2 Ton Pickup 17,500
Wastewater 9507 1992 GMC 1/2 Ton Pickup 19,500
Wastewater 9513 1994 GMC 1/2 Ton Pickup 17,500
Wastewater 9514 1992 Dump Truck (replace with Utility Truck)22,500
Wastewater 9521 1992 Honda 4-Wheeler 8,500
Wastewater 9523 1993 GMC 1/2 Ton Pickup 17,500
Wastewater 9569 1990 Cheverolet 1/2 Ton Pickup 17,500
Wastewater 9570 1992 GMC 1/2 Ton Pickup 17,500
Wastewater 9571 1993 GMC Utility Truck (replace with Dump Truck)32,000
Public Utilities Total $256,500
BVSWMA 7332 1986 Roll-Off Truck $12,000
BVSWMA 7320 1991 JD Motorgrader 145,000
BVSWMA 7339 1993 GMC Service Truck 45,000
BVSWMA 7358 1998 Aljohn Compactor 350,000
BVSWMA Total $552,000
Total Replacement for the FY03 Base Budget $1,957,000
Department Cost
Police Department Accelerated Motorcycle Replacement $14,000
Fire Department Code Enforcement Officer Vehicle 17,500
Fire Department 378,875
Electric 45,000
Sanitation 73,160
Utility Billing 4 Meter Reader Pick Ups 47,500
$576,035Total New Fleet and Equipment for the FY03 Approved Budget
Fleet and Equipment Proposed SLA's
Fire Truck - Station #5
Track Excavator
Rural Residential Truck
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 $2,110,250.
FY 03 projected expenditures are $2,307,802 a
decrease of 3.3% from the FY 02 revised budget.
Utility Billing has two service level adjustments
totaling $67,600 in the Utility Billing Fund. The
$50,000 is to cover costs of a consultant to
evaluate the various automated meter reading
options for the city. Additionally, the approved
budget includes $17,600 to cover fleet rental,
repair, and fuel costs associated with the purchase
of 4 vehicles for the meter readers.
CITY OF COLLEGE STATION
UTILITY BILLING
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
BILLING COLLECTIONS 1,023,281$ 1,158,252$ 1,074,041$ 1,207,893$ 1,223,541$ 5.64%
METER SERVICES 402,130 400,308 393,218 391,904 464,834 16.12%
UTILITY BILLING FUND TOTAL 1,425,411$ 1,558,560$ 1,467,259$ 1,599,797$ 1,688,375$ 8.33%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01 FY 02 FY 02 FY 03 FY 03 FY 02 TO FY 03
SALARIES & BENEFITS 1,062,167$ 1,144,817$ 1,131,045$ 1,152,139$ 1,173,117$ 2.47%
SUPPLIES 63,832 62,440 61,311 62,590 64,390 3.12%
MAINTENANCE 28,846 39,200 38,744 40,791 46,791 19.36%
PURCHASED SERVICES 239,371 312,103 236,159 344,277 404,077 29.47%
CAPITAL OUTLAY 31,195 0 0 0 0 0.00%
UTILITY BILLING FUND TOTAL 1,425,411$ 1,558,560$ 1,467,259$ 1,599,797$ 1,688,375$ 8.33%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 00 FY 01 FY 02 FY 03 FY 03 FY 02 TO FY 03
BILLING COLLECTIONS 20.5 21 21 21 21 0.00%
METER SERVICES 9.5 9.5 9.5 9.5 9.5 0.00%
UTILITY BILLING FUND TOTAL 30.0 30.5 30.5 30.5 30.5 0.00%
SERVICE LEVEL ADJUSTMENTS
4 Vehicles for meter reader $17,600
Automated meter reading option 50,000
$67,600
CITY OF COLLEGE STATION
UTILITY BILLING FUND
FUND SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
REVENUES & SERVICE CHARGES
SERVICE CHARGES 2,009,685$ 1,995,200$ 1,995,200$ 1,925,000$ 1,925,000$ -4%
OTHER OPERATING REVENUE 174,954 175,100 175,000 180,250 180,250 3%
INVESTMENT INCOME 3,456 4,200 5,200 5,000 5,000 19%
NONOPERATING 289 0 100 0 0 N/A
TOTAL REVENUES 2,188,384$ 2,174,500$ 2,175,500$ 2,110,250$ 2,110,250$ -3%
TOTAL FUNDS AVAILABLE 2,684,829$ 2,649,638$ 2,650,638$ 2,698,142$ 2,698,142$ 2%
DEPT. EXPENDITURES
COLLECTIONS 1,023,279$ 1,158,252$ 1,074,041$ 1,207,893$ 1,223,541$ 6%
METER SERVICE 402,127 400,308 393,218 391,904 464,834 16%
PAY ADJUSTMENTS 0 0 0 13,943 0 N/A
GENERAL AND ADMIN. TRANSFERS 739,580 595,487 595,487 590,112 596,712 0%
CONTINGENCY 0 30,671 0 30,000 22,715 -26%
EMPLOYEE BENEFITS TRANSFER 21,000 0 0 0 0 N/A
CAPITAL OUTLAY 32,763 49,664 0 0 0 -100%
TOTAL EXPENDITURES 2,218,749$ 2,234,382$ 2,062,746$ 2,233,852$ 2,307,802$ 3%
GAAP ADJUSTMENT 9,058$
TOTAL EXPENDITURES INCREASE
(DECREASE) IN FUND BALANCE (30,365)$ (59,882)$ 112,754$ (123,602)$ (197,552)$
BEGINNING WORKING CAPITAL 496,445$ 475,138$ 475,138$ 587,892$ 587,892$
ENDING WORKING CAPITAL 475,138$ 415,256$ 587,892$ 464,290$ 390,340$
UTILITY BILLING FUND - SOURCES
SERVICE
CHARGES
91.2%
OTHER
8.5%
INVESTMENT
INCOME
0.2%
UTILITY BILLING FUND - USES
GEN./ADMIN.
TRANS.
26%
METER
SERVICES
20%
COLLECTIONS
52%
OTHER
2%
SELF INSURANCE FUND
The City of College Station is partially self-insured
for property casualty and general liability, worker's
compensation and unemployment compensation.
The City participates in an HMO for employee
and dependent health care. The City moved to
the HMO in January 2002. This move was made
as a result of the escalating health insurance costs
seen in recent years.
Actuarially-based charges are made to each of the
operating funds using relevant bases (i.e., health
insurance is charged monthly per full-time
participating employee, while unemployment and
worker's compensation are charged as a
percentage of gross salary). This method of
funding allows the City to more accurately reflect
the costs of claims against the various funds and to
minimize potential risks.
The City is making changes to the risk
management program, which are designed to
control costs in the Property Casualty Fund and
the Workers Compensation Fund. Property
casualty costs are anticipated to increase in the
future as the cost of insurance increases. Changes
being considered include increasing the deductibles
for the City and implementing a proactive risk
management and safety program in order to
better control claims and therefore control costs.
This effort includes implementing a citywide safety
training program, as well as other revisions in the
way risk is managed in the City.
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 03 approved revenues are based on the actual
amounts assigned to the various operating activity
centers. There is an 13.4% increase in expected
FY 03 revenues over FY 02 budgeted revenues
due to changes in rates, number of employees,
covered equipment, buildings and other factors. It
is important to note that in FY 02 in the
Employee Benefits Fund that an attempt is being
made to create a reserve in the fund so that future
cost increases can be moderated. An increase in
health insurance premiums is approved in FY 03
as part of the effort to address continued cost
increase in health insurance costs. The approved
budget includes an increase in the City
contribution to the Employee Benefits Fund of
$70 per month per employee. Full family
dependant, dependent only, and spouse only
coverage are projected to increase by $35 per
month per family in January 2003. The actual
increase will depend on the cost of insurance in
2003. These changes will continue to move the
Employee Benefits Fund to a position of being
self-sufficient. If the rate of growth continues to
increase in health care costs, then the employee
benefits fund will have to be re evaluated to
determine what additional changes will need to be
recommended. These changes may include
charging employees for a portion of their health
insurance cost.
FY 03 expenditures are based on estimates of
future claims, premiums, and other miscellaneous
costs. Total approved expenditures are
$4,872,330, an increase of 19% over the FY 02
year end estimate. This increase is a result
primarily of rising medical costs. Through
education and training programs, efforts are being
made to reduce the claims incurred. The City will
continue to monitor claims to determine what
additional plan changes need to be made.
CITY OF COLLEGE STATION
SELF INSURANCE FUND
SUMMARY
FY 02 FY 02 FY 03 FY 03 % CHANGE IN
FY 01 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
BEGINNING WORKING CAPITAL 991,625$ 764,074$ 764,074$ 1,398,775$ 1,398,775$
REVENUES
CITY CONTRIBUTIONS 2,958,516$ 3,595,237$ 3,783,768$ 4,133,840$ 4,133,840$ 14.98%
EMPLOYEE CONTRIB.631,489 716,000 712,500 715,000 715,000 (0.14%)
COBRA 56,635 57,300 36,000 36,000 36,000 (37.17%)
INVESTMENT EARNINGS 60,382 39,272 74,937 83,500 83,500 112.62%
OTHER 660,629 75,000 115,000 70,450 115,450 53.93%
TOTAL REVENUES 4,367,651$ 4,482,809$ 4,722,205$ 5,038,790$ 5,083,790$ 13.41%
TOTAL FUNDS AVAILABLE 5,359,276$ 5,246,883$ 5,486,279$ 6,437,565$ 6,482,565$ 23.55%
EXPENDITURES AND TRANSFERS
CLAIMS 3,392,416$ 3,563,800$ 1,391,880$ 465,000$ 465,000$ (86.95%)
ADMINISTRATION FEE 179,403 271,500 135,000 174,000 189,000 (30.39%)
PREMIUMS 788,411 644,200 2,391,296 3,760,400 3,760,400 483.73%
GENERAL & ADMINISTRATIVE 135,199 141,128 141,218 218,968 318,930 125.99%
OTHER OPERATING 10,101 5,000 13,600 5,000 18,500 270.00%
OTHER NON-OPERATING 14,672 5,000 14,510 15,500 15,500 210.00%
TRANSFERS 75,000 0 0 0 0
CONTINGENCY 0 22,000 0 105,000 105,000 377.27%
TOTAL DEPT OPERATING
EXPEND. AND TRANSFERS 4,595,202$ 4,652,628$ 4,087,504$ 4,743,868$ 4,872,330$ 4.72%
GAAP ADJUSTMENTS 310,228$
INCREASE (DECREASE) IN
WORKING CAPITAL (227,551)$ (169,819)$ 634,701$ 294,922$ 211,460$
ENDING WORKING CAPITAL 764,074$ 594,255$ 1,398,775$ 1,693,697$ 1,610,235$
SELF INSURANCE FUND - SOURCES
OTHER
2%COBRA
1%
EMPLOYEE
CONTRIBUTIONS
14%
CITY
CONTRIBUTIONS
81%
INVEST.
EARNINGS
2%
SELF INSURANCE FUND - USES
CONTING.
2%GEN. &
ADMIN.
4%
CLAIMS
10%
PREMIUMS
77%
ADMIN. FEE
4%
APPENDIX A
BUDGET ORDINANCES
ORDINANCE NO. 1;S1(i
AN ORDINANCE ADOPTING A BUDGET FOR THE 2002-03 FISCAL YEAR AND
AUTHORIZING EXPENDITURES AS THEREIN PROVIDED.
WHEREAS, a proposed budget for the fiscal year October 1, 2002, to September 30, 2003, 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.
p ART 2: That authorization is hereby granted for the expenditure of the same under the
respective items contained in said budget with the approved fiscal procedures of the City.
PART 3: That the City Manager and his authorized and designated employees, at his
discretion, be, and are hereby authorized to sign or release utility easements; to negotiate and sign
documents related to the settlement of disputed assessments for paving, weed mowing, demolition,
and other disputes based on legal questions of whether the assessments are enforceable or other
extenuating circumstances; to sign contracts and documents authorizing the payment of funds and
to expend public funds for expenditures that are $50,000 or less; to sign change orders authorizing
the expenditure of funds pursuant to SECTION 252.048 of the TEXAs LOCAL GOVERNMENT CODE
or as provided in the original contract document. The intent of this section is to provide the ability
to conduct daily affairs of the City which involve numerous decisions of a routine nature.
PART 4: That the City Manager and his authorized and designated employees, at his
discretion, be, and are hereby, authorized to provide for transfers of any unexpended or
unencumbered appropriation balance within each of the various departments in the General Fund
and within any other fund of the City in accordance with Section 60.4 of the Charter of the City of
College Station and to authorize transfers of Contingent Appropriations within a fund up to an
amount equal to expenditures that are $15,000 or less. The intent of this section is to provide the
ability to conduct daily affairs of the City which involve numerous decisions of a routine nature.
PART 5: That ilie City Council hereby approves ilie funding for ilie outside agencies and
organizations in this budget and auiliorizes ilie City Manager and his auiliorized and designated
employees, at his discretion, to sign contracts and documents auiliorizing ilie payment of funds, and
to expend public expenditures iliat have been expressly approved and appropriated in this budget, as
set out in Appendix G of ilie 2002-03 Fiscal Year Budget.
A-l
(II \i: \gro"P \ legal\ ordinan(\ blldgel. doc
9/11/02
Ordinance No. ~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 CHAIYrER 271, SUBCHAIYrERS (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 2002-03 Fiscal Year Equipment Replacement
Fund, and Attachment " A " to this Ordinance.
PART 7:That this ordinance shall become effective immediately after passage and approval.
PASSED AND APPROVED THIS ~DAY OF SEPTEMBER, 2002.
APPROVED:
R~fA4;~ , :
CONNIE HOOKS, City Secretary
APPROVED:
City Attorney
Ordinance No. ~Page 3
ATTACHMENT "A"
Potential FY 03 QISV or
Texas Department of Information Resources
Purchases
ITEM
~stimate Projecte
dl d
Quantity Unit Total
Cost
1,050 63,000
270
1,500
2,000
110
15,500
6,000
24,300
37 ,500
10,000
11,000
46,500
12,000
10,000
505 3,030
Scheduled Replacement
Replacement PCs 60
w!extended Warranty
Replacement Monitors 90
Replacement Printers 25
Replacement laptops 5
Network Support Services (hours) 100
Replace 3 servers 3
Replace 2 servers (may use PCs) 2
Sever replacement parts (memory, harddrives, array
controllers )
Upgrade WindowsNT server to 6
Windows2000 server software
Additional Windows2000 server software 2 505 1J)10
187
1
60,000
8,1508,150
6 2,435 14,610
1
8
12,000
1,000
12,000
8,000
Service Level Adjustments
SLA- Installation of Microsoft Office XP
SLA -New Fire engine and equipment -
Stat. #5
Mobile Data Computer
Premier MDC software
RF software
Map Objects software
SLA- desktop computer setups
includes:
desktop PC, extended warranty,
network card, added memory, monitor
standard software
SLA -HTE Work Order interface module
SLA- HTE Looking Glass Module (add
licenses )
SLA- SCADA Intellution Web Server 1 5,000 5,000
Ordinance No. ~Page 4
Subtotal -Service Level Adjustments 107,760-
Unscheduled Replacements/Additions
Estimated Additional PC setups 10 2,100 21,000
not identified specifically in budget
includes:
monitor, network card',
extended warranty,
added memory
Estimated Standard desktop software 10 335 3,350
not identified specifically in budget
includes:
Microsoft Office XP
Norton AntiVirus
Estimated Additional Printers 5 1,500 7,500
~nQt identified specifically in budget
Subtotal. Unscheduled 31,850
Replacements/Additions
Network Software on Master License
Agreement (MLA)
Border Manager 450 5 2,084
Groupwise 800 17 13,760
ZenWorks 650 10 6,773
Netware 890 21 18,539
Additional licenses to "true up"
ZenWorks 50 31 1,550
1 st year maintenance 50 10 521
GroupWise 50 68 3,400
--1 ~ty~ar ~aintenance 50 17 860
Subtotal -Network Software on MLA 47,486
IBM Hardware and Software
Maintenance
Hardware Maintenance 36,220
AS400 software support 3,425
-O~~QO -su~s- cription 7 ,200
Subtotal -IBM Hardware and Software 46,845
Maintenance
GIS Software Maintenance
Arclnfo -primary 1 2,358 2,358
Ordinance No.lliQ.Page 5
3 10,743
1 598
1 821
3 5,277
7 28,742
641,441,34
4
3 10,410
3 10,410
3 6,138
1 682
3 10,410
1 1 ,408
1 2,815
3,581
598
821
1,759
4,106
22,521
Arclnfo -secondary
COGO
Arcview concurrent -primary
Arcview concurrent -secondary
Arcview single use -primary
Arcview single use -secondary
Spatial Analyst
3D Analyst
Network Analyst
Tracking Analyst
Image Analyst
ArclMS
ArcSDE
Subtotal -GIS Software Maintenance
3,470
3,470
2,046
682
3,470
1,408
~~15
HTE Software Maintenance
Applicant Tracking 1 2,850 2,850
Document Management Service 1 2, 700 2, 700
Asset Management 1 3,350 3,350
Fleet Management 1 6,550 6,550
GMBA (general ledger, budget, 1 14,950 14,950
payables)
Accounts Receivable 1 2,200 2,200
Purchasing/Inventory 1 8,800 8,800
Payroll/Personnel 1 6,600 6,600
Customer Information Services 1 16,200 16,200
Cash Receipts 1 4,550 4,550
land Management 1 2,850 2,850
Contact Management 1 4,950 4,950
Contract Billing 1 2,250 2,250
Continuing Property 1 16,850 16,850
Planning/Zoning 1 4,950 4,950
Building Permits 1 4,950 4,950
Code Enforcement 1 2,850 2,850
GUI client licenses (QREP) 50 150 7 ,500
QREP Admin 1 0 0
Cognos Impromptu 1.4 250 3,500
-l~QkiQ~ ~1~~ ~iewer 11 291 3,201
Subtotal -~Software Maintenance 1 ~2,601
ORDINANCE NO. ~
AN ORDINANCE LEVYING THE AD V ALOREM TAXES FOR THE USE AND
SUPPORT OF THE MUNICIPAL GOVERNMENT OF THE CITY OF
COLLEGE STATION, TEXAS, AND PROVIDING FOR THE GENERAL DEBT
SERVICE FUND FOR THE YEAR 2002-03 AND APPORTIONING EACH LEVY
FOR THE SPECIFIC PURPOSES.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE
STATION, TEXAS:
SECTION I. 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 2002-03 fiscal year upon all property, real, personal
and mixed within the corporate limits of said city subject to taxation, a tax of forty-seven
and seventy seven hundredths cents ($0.4777) on each one hundred dollar ($100.00)
valuation of property, and said tax being so levied and apportioned to the specific
purpose herein set forth:
For the maintenance and support of the general government
(General Fund), nineteen and forty-six hundredths cents
($0.1946) on each one hundred dollar ($100.00) valuation
of property; and
2 For the general obligation debt service (Debt Service
Fund), twenty-eight and thirty-one hundredths cents
($0.2831) on each one hundred dollars ($100.00) valuation
of property to be used for principal and interest payments
on bonds and other obligations of the fund.
SECTION II. All moneys collected under this ordinance for the specific items therein
named, shall be and the same are hereby appropriated and set apart for the specific
purpose indicated in each item and the Assessor and Collector of Taxes and the Director
of Fiscal Services shall keep these accounts so as to readily and distinctly show the
amount collected, the amounts expended and the amount on hand at any time, belonging
to such funds. It is hereby made the duty of the Tax Assessor and Collector to deliver a
statement at the time of depositing any money, showing from what source such taxes
were received and to what account (General Fund or General Debt Service Fund) the
funds were deposited.
SECTION Ill. That this ordinance shall take effect and be in force from and after its
passage.
PASSED AND APPROVED TmS ~DA Y OF ~EPTEMBER, 2002.
APPRdvED:
~~fA-: I
APPROVED:
APPENDIX B
SERVICE LEVEL ADJUSTMENTS
FY 03 APPROVED
SERVICE LEVEL ADJUSTMENTS
FY 03
Recommended SLA's
SAVINGS/
DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL
Recommended SLA's
1 PC & Mktg.Additional Marketing Program 0 3,000 3,000 0 3,000
2 PC & Mktg.Fish Camp fliers 0 1,500 1,500 0 1,500
3 PC & Mktg.Outsourcing televising of Council meetings 25,000 0 25,000 0 25,000
4 Prevention Code Enforcement Officer 24,400 41,651 66,051 60,801 5,250
5 Planning 2003 BV Transportation Summit 0 7,500 7,500 5,000 2,500
6 Parks Operations Resurfacing tennis/basketball courts 0 6,800 6,800 0 6,800
7 Parks Operations Athletic field lighting 0 5,000 5,000 0 5,000
8 Communications E-Government Implementation 8,000 58,960 66,960 48,896 18,064
9 MIS Installation of Microsoft Office XP 60,000 0 60,000 15,000 45,000
10 Non Dept.Representative Public Art 150,000 0 150,000 0 150,000
Strategic Plan Related SLAs Total 267,400 124,411 391,811 129,697 262,114
11
Community Development Relocation costs to Fire Admin. Bldg.7,200 0 7,200 7,200 0
12 Municipal Court Utility costs for Municipal Court 0 15,858 15,858 0 15,858
13 Fire Administration New furniture - fire administration 26,000 0 26,000 0 26,000
14 Suppression Yr 2 Fire Station #5 Operations (3 FTE)0 142,905 142,905 0 142,905
15 Suppression New fire engine and equipment- Stat. #5 173,125 7,250 180,375 0 180,375
16 Fac. Maintenance Maint. Of Municipal Court 0 17,583 17,583 0 17,583
17 Fac. Maintenance Main. Of water/ww facility, exp., FS #2 0 24,720 24,720 15,720 9,000
18 Fac. Maintenance Main. Of Parks, Art and Northgate 0 11,400 11,400 0 11,400
19 Traffic Signals Electricity for new traffic signals 0 4,800 4,800 0 4,800
20 Parks Operations Maintenance for Thor Guard Lightening Dectector 0 1,600 1,600 0 1,600
21 Forestry Landscape of Municipal Court Bldg.0 6,000 6,000 0 6,000
22 Forestry Crepe Myrtle Maintenance 0 22,000 22,000 0 22,000
Capital Projects Operations and Maintenance
Total 206,325 254,116 460,441 22,920 437,521
23 PC & Mktg.Advertising and mileage 0 1,450 1,450 0 1,450
24 Human Resources Upgrade temp/seasonal secretary to 3/4 time position
0 15,000 15,000 0 15,000
25 Fiscal Admin Appraisal District Fee Increase 0 18,470 18,470 0 18,470
26 Municipal Court Increase in jury fees 0 3,100 3,100 0 3,100
27 Municipal Court Record storage 0 1,000 1,000 0 1,000
28 Accounting Financial Control Services 0 9,500 9,500 30,000 (20,500)
29 Accounting Increased rate for Auditor per contract 0 2,000 2,000 0 2,000
30 Police Administration Police Reaccrediation 0 3,830 3,830 0 3,830
31 Suppression & EMS Maintenance 0 8,000 8,000 0 8,000
32 Parks Recreation Second man lift device for Xmas in the Park 0 2,500 2,500 0 2,500
33 Special Facilities Drug testing of new employees in aquatics 0 500 500 0 500
34 Special Facilities Janitorial supplies for Lincoln Center 0 1,000 1,000 0 1,000
35 Special Facilities Swim lesson increase to Red Cross 0 3,000 3,000 0 3,000
36 MIS Maintenance of software 0 20,662 20,662 8,413 12,249
Maintenance SLAs Total 0 90,012 90,012 38,413 51,599
37 Community Programs Teen Court Conference 10,000 0 10,000 10,000 0
38 Community Programs Decision Making for First Offenders Class 5,265 0 5,265 5,265 0
39
Economic Development Northgate Stage 2,000 0 2,000 500 1,500
40 Risk Management Actuarial Study for FY 03 0 8,000 8,000 8,000 0
41 Municipal Court Furniture for judge 3,000 0 3,000 0 3,000
42 Municipal Court Half time bailiff position 0 16,810 16,810 50,000 (33,190)
43 Police Administration Block Grant 19,550 0 19,550 17,378 2,172
44 Uniform Patrol STEP Grant 63,030 0 63,030 63,030 0
45 Uniform Patrol Reserve Radios 5,600 0 5,600 0 5,600
46 Uniform Patrol Bomb dog 25,340 3,750 29,090 10,000 19,090
47 Comm./Jail Radio Recorder Expansion 6,350 450 6,800 0 6,800
48 Emergency Mgmt.Emergency Alert System 2,000 250 2,250 0 2,250
49 Suppression Fire station living equipment 5,000 0 5,000 0 5,000
FY 03
Recommended SLA's
SAVINGS/
DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL
Recommended SLA's
50 Suppression ARFF training 3,000 300 3,300 0 3,300
51 EMS Retrofit ambulance 31,000 0 31,000 0 31,000
52 Fac. Maintenance Upgrade truck to 3/4 ton 7,510 820 8,330 0 8,330
53 Fac. Maintenance Additional Fac. Main. Technician 2,350 38,450 40,800 36,000 4,800
54 Parks Recreation Challenger Basketball Program 0 10,740 10,740 10,740 0
55 Parks Recreation Music Rights for WPC 0 1,500 1,500 0 1,500
56 Special Facilities Overhead lighting at pools 16,000 0 16,000 0 16,000
57 Parks Operations Batting cage and backstop 25,000 0 25,000 0 25,000
58 Parks Operations Iron fence at soccer field 12,000 0 12,000 0 12,000
59 OTIS Admin.Consultant for Natural Gas franchise agreement 60,000 0 60,000 0 60,000
60 Non Dept.Other Unfunded/Unanticipated Costs 0 300,000 300,000 0 300,000
Other Total 303,995 381,070 685,065 210,913 474,152
FUND 001 General Fund Total 777,720 849,609 1,627,329 401,943 1,225,386
61 Xtra Education Promotional materials and fees 0 13,450 13,450 13,450 0
FUND 003 Xtra Education Fund Total 0 13,450 13,450 13,450 0
62 Operations Computer and furniture for garage 5,800 0 5,800 0 5,800
FUND 202 Parking Fund Total 5,800 0 5,800 0 5,800
63 Administration H.T.E. Workorder interface module 12,000 0 12,000 0 12,000
64 Administration Vehicle replacement upgrade (92-19)2,000 0 2,000 0 2,000
65 Administration Vehicle replacement upgrade (92-01)2,000 0 2,000 0 2,000
66 Administration Track Excavator 45,000 6,700 51,700 51,700 0
67 Administration Fire retardant employee clothing 31,000 9,000 40,000 40,000
68 Transmission Leased telephone and data circuit 0 34,200 34,200 0 34,200
69 Transmission Meter Equipment 5,000 0 5,000 0 5,000
FUND-211 Electric Fund Total 97,000 49,900 146,900 51,700 95,200
70 Production Maintenance 1,700 0 1,700 0 1,700
71 Production Ind. Storm Water Prevention Program 8,900 600 9,500 0 9,500
72 Production EPA Mandate: security assessment 50,000 0 50,000 0 50,000
73 Production SCADA Intellution Web Server 5,000 0 5,000 0 5,000
74 Production H.T.E. Looking Glass Module 8,000 0 8,000 0 8,000
75 Production Security checks of wellfield fac.0 15,000 15,000 0 15,000
76 Production Well #6 Annual Operating Costs 0 41,653 41,653 0 41,653
77 Production Inspection and cleaning of tanks 0 16,000 16,000 3,000 13,000
78 Production Replac. protective coating water production 0 20,000 20,000 0 20,000
79 Distribution Support Transfer of waster customer prof services 50,000 0 50,000 0 50,000
80 Distribution Support Constuction of additional work space 30,000 0 30,000 0 30,000
81 Distribution Support Dist. system study 0 50,000 50,000 0 50,000
82 Distribution Support Outsource replac. protective coating hydrants 0 30,000 30,000 0 30,000
83 Distribution Support Outsource landscape restoration 0 30,000 30,000 0 30,000
84 Water Fund Operating costs for CC facility 0 16,100 16,100 0 16,100
FUND-212 Water Fund Total 153,600 219,353 372,953 3,000 369,953
85 Collection 3 PC Workstations 0 5,000 5,000 0 5,000
86 Collection I & I Reduction Program 0 200,000 200,000 0 200,000
87 Collection Pretreatment for lab monitoring 0 12,000 12,000 0 12,000
88 Collection Luther Lift Station maintenance 0 6,210 6,210 0 6,210
89 Treatment TNRCC fees 0 6,480 6,480 0 6,480
90 Treatment Ind. Storm Water Prevention Program 17,800 1,200 19,000 0 19,000
91 Treatment Replac. Protective coatings for ww fac.0 25,000 25,000 0 25,000
92 Treatment Lick Creek Plant operating expenses 0 90,086 90,086 0 90,086
93 Treatment Operating costs for CC Facility 0 16,100 16,100 0 16,100
94 Treatment Install sludge transfer lines 25,000 0 25,000 5,500 19,500
FUND-213 Wastewater Fund Total 42,800 362,076 404,876 5,500 399,376
FY 03
Recommended SLA's
SAVINGS/
DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL
Recommended SLA's
95 Commercial Additional commercial container leases 0 5,000 5,000 0 5,000
96 Residential Additional residential container 0 30,000 30,000 0 30,000
97 Residential Residential route vehicle and driver 2,000 63,793 65,793 0 65,793
98 Residential Routing software 40,000 0 40,000 0 40,000
60 FUND-214 Sanitation Fund Total 42,000 98,793 140,793 0 140,793
99 Billing Collection 4 vehicles for meter service 0 17,600 17,600 0 17,600
100 Billing Collection Automated meter reading opetion 50,000 0 50,000 0 50,000
FUND-226 Utility Billing Total 50,000 17,600 67,600 0 67,600
101 Communications Communcations Technician 5,000 45,888 50,888 0 50,888
FUND-229 Communications Total 5,000 45,888 50,888 0 50,888
102 Landfill Operations Rock Priarie Road Landfill 1,896,430 0 1,896,430 0 1,896,430
FUND-999 BVSWMA Total 1,896,430 0 1,896,430 0 1,896,430
103 Recreation Field Redevelopment Fund 31,400 0 31,400 31,400 0
Parks CIP Total 31,400 0 31,400 31,400 0
104 Risk Management Broker of Records 0 15,000 15,000 0 15,000
105 Risk Management Building Appraisal Service 13,500 0 13,500 0 13,500
Insurance Fund Total 13,500 15,000 28,500 0 28,500
Total All Funds 3,115,250 1,671,669 4,786,919 506,993 4,279,926
FY 03 NOT RECOMMENDED
SERVICE LEVEL ADJUSTMENTS
FY 03 NOT Recommended SLA's
SAVINGS/
DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL
Not Recommended SLA's
1 City Secretary Electronic Voting System -$ 17,000$ 17,000$ 8,500$ 8,500
2 PC & Mktg.Audio/video consultant 7,500 0 7,500 0 7,500
3 PC & Mktg.TV Equipment 77,550 0 77,550 0 77,550
4 PC & Mktg.Cell/software 1,043 480 1,523 0 1,523
5 PC & Mktg.Media Specialist 0 47,500 47,500 0 47,500
6 PC & Mktg.TV Portable 31,029 0 31,029 0 31,029
7 Human Resources Full-time Secretary 0 29,044 29,044 8,633 20,411
8 Municipal Court Furniture 1,650 0 1,650 0 1,650
9 Municipal Court Full-time customer svc. Rep.0 29,043 29,043 0 29,043
10 Municipal Court Overtime 0 4,100 4,100 0 4,100
11 Municipal Court Credit card fees 2,800 20,000 22,800 2,800 20,000
12 Municipal Court Furniture 3,000 0 3,000 0 3,000
13 Municipal Court Temp/seasonal salaries 0 9,600 9,600 0 9,600
14 Municipal Court Rental fees 0 4,680 4,680 0 4,680
15 Risk Management Insurance Certificate Tracking Syst.0 2,500 2,500 2,500 0
16 Risk Management Convention and memberships 1,230 2,230 3,460 0 3,460
17 Risk Management Training materials 0 1,200 1,200 0 1,200
18 Risk Management Safety and Training Specialist 10,400 62,183 72,583 0 72,583
19 Uniform Patrol Police Assistants 5,600 71,849 77,449 0 77,449
20 Comm./Jail Communications Accreditations 8,250 2,252 10,502 0 10,502
21 Comm./Jail Communications Overhire 0 30,000 30,000 0 30,000
22 CID CID Sergeant 25,697 13,195 38,892 0 38,892
23 Uniform Patrol HNT Trailer 19,000 1,400 20,400 0 20,400
24 Uniform Patrol Tactical Equipment 22,300 0 22,300 0 22,300
25 Prevention Part-time public education officer 33,900 34,550 68,450 0 68,450
26 Suppression Radio intercom systems 10,500 0 10,500 0 10,500
27 Suppression Upgrading of 3 pumper apparatus 12,000 1,000 13,000 0 13,000
28 EMS Maintenance line item account 0 17,000 17,000 0 17,000
29 Admin 2003 Fed. Emer. Mgmt. Grant 52,500 0 52,500 0 52,500
30 Emergency Mgmt.Facilities and equipment grant 15,000 0 15,000 7,500 7,500
31 Emergency Mgmt.Local Emerg. Planning Committee 0 4,500 4,500 0 4,500
32 Building Plans examiner 3,060 41,399 44,459 0 44,459
33 Traffic Signs/Markings 1 certified Technician 0 32,225 32,225 0 32,225
34 Streets Overtime 0 10,000 10,000 0 10,000
35 Public Works Admin Travel and training budget 0 3,500 3,500 0 3,500
36 Parks Admin Software & equipment 4,800 4,500 9,300 0 9,300
37 Recreation Personnel for senior programs 0 5,372 5,372 0 5,372
38 Special Facilities Repairs of aging equipment 0 2,000 2,000 0 2,000
39 MIS Replace/maintenance for PCs 0 112,524 112,524 0 112,524
40 MIS Overtime 0 10,490 10,490 0 10,490
41 Library Independent review of library services 120,000 0 120,000 0 120,000
42 Library Open on Sundays 0 69,400 69,400 0 69,400
FUND-001 General Fund Total 468,809 696,716 1,165,525 29,933 1,135,592
43 Safety Training Vehicle for coordinator 20,500 4,000 24,500 0 24,500
44 Safety Training Incident investigation program 5,065 3,735 8,800 0 8,800
45 Warehouse Warehouse assistant 0 31,875 31,875 0 31,875
FUND-211 Electric Fund Total 25,565 39,610 65,175 0 65,175
46 Commercial Multi-family recycling center 1,091,100 0 1,091,100 0 1,091,100
FUND-214 Sanitation Fund Total 1,091,100 0 1,091,100 0 1,091,100
47 Print/Mail PT Mail Clerk 0 15,446 15,446 0 15,446
48 Print/Mail Full time mail clerk 0 10,778 10,778 0 10,778
FUND-228 Print/Mail Fund Total 0 26,224 26,224 0 26,224
FY 03 NOT Recommended SLA's
SAVINGS/
DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL
Not Recommended SLA's
49 Communications e-Government (3 FTEs)80,000 136,842 216,842 28,000 188,842
50 Communications
e-Government (1 FTE and Temp
Seasonal)70,000 81,960 151,960 28,000 123,960
51 Communications e-Government (2 FTEs)76,000 97,901 173,901 28,000 145,901
FUND-229 Comunications Fund Total 226,000 316,703 542,703 84,000 458,703
52 Drainage Full-time operator, 2 pt workers 49,690 68,655 118,345 0 118,345
53 Drainage
Full-time Herbicide
Applicator/operator
21,110 38,594 59,704 0 59,704
54 Drainage 2 Drainage Inspectors 56,000 86,407 142,407 0 142,407
FUND-912 Drainage Fund Total 126,800 193,656 320,456 0 320,456
55 Landfill Operations Heavy Duty Utility Vehicle 11,000 0 11,000 0 11,000
FUND-999 BVSWMA Fund Total 11,000 0 11,000 0 11,000
56 All Operating Funds
Retirement Plan Enchancement - 7%
TMRS 0 433,337 433,337 0 433,337
ALL FUNDS 0 433,337 433,337 0 433,337
Total All Funds 1,949,274 1,706,246 3,655,520 113,933 3,541,587
APPENDIX C
PERSONNEL SUMMARIES
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
General Fund
Police Department
Administration Division
Police Chief 1.0 1.0 1.0 82,206$ 92,159$ 93,856$
Major 2.0 1.0 1.0 126,908 76,179 79,748
Assistant Chief 0.0 2.0 2.0 0 143,996 152,497
Secretary 2.0 2.0 2.0 38,729 45,823 48,511
Sergeant 2.0 1.0 0.0 103,235 47,071 0
Staff Assistant 1.0 1.0 1.0 32,640 32,641 34,376
Lieutenant 0.0 0.0 1.0 0 0 63,788
Criminal Intelligence Analyst 0.0 0.0 1.0 0 0 46,366
Tech. Svcs. Coordinator 0.0 1.0 1.0 0 51,047 55,575
Total 8.0 9.0 10.0 383,718$ 488,916$ 574,718$
Uniform Patrol Division
Lieutenant 3.0 3.0 3.0 153,280$ 172,190$ 172,528$
Master Officer 13.0 10.0 13.0 529,479 442,387 577,316
Police Officer 34.0 36.0 31.0 1,138,926 1,268,522 1,205,413
*School Crossing Guard 2.5 2.5 2.5 37,322 37,425 36,200
Senior Officer 8.0 9.0 11.0 270,255 346,979 413,919
Sergeant 7.0 7.0 7.0 320,897 339,234 345,691
Total 67.5 67.5 67.5 2,450,159$ 2,606,737$ 2,751,068$
Criminal Investigation Division
Lieutenant 1.0 1.0 1.0 52,194 58,918 56,665
Master Officer 8.0 6.0 5.0 345,427 263,764 180,963
Police Officer 1.0 1.0 3.0 32,569 34,492 107,618
Senior Officer 4.0 5.0 4.0 137,291 188,778 150,513
Sergeant 1.0 1.0 1.0 46,098 47,070 48,633
Total 15.0 14.0 14.0 613,579$ 593,022$ 544,392$
Professional Standards Division
Lieutenant 1.0 1.0 1.0 48,499$ 54,093$ 56,761$
Sergeant 1.0 1.0 2.0 46,034 50,174 101,989
Master Officer 1.0 1.0 0.0 40,029 45,630 0
Police Officer 0.0 1.0 0.0 0 35,486 0
Total 3.0 4.0 3.0 134,562$ 185,383$ 158,750$
Quartermaster Division
Quartermaster 1.0 1.0 1.0 18,919$ 22,554$ 24,033$
Total 1.0 1.0 1.0 18,919$ 22,554$ 24,033$
Communication/Jail Division
Communication Manager 1.0 1.0 1.0 40,100$ 44,809$ 47,483$
Communication Supervisor 3.0 3.0 3.0 107,134 127,190 141,011
Sr. Communications Operator 0.0 0.0 3.0 0 0 92,069
Communications Operator 16.0 16.0 13.0 389,877 463,337 357,271
Tech. Services Coordinator 1.0 0.0 0.0 46,241 0 0
Public Safety Officer 7.0 7.0 7.0 155,586 257,726 181,880
Total 28.0 27.0 27.0 738,938$ 893,062$ 819,714$
Special Services Division
Lieutenant 1.0 1.0 1.0 51,158$ 58,217$ 60,920$
Master Officer 5.0 6.0 5.0 205,627 218,098 228,291
Senior Officer 1.0 1.0 1.0 33,838 37,024 37,647
Sergeant 0.0 0.0 1.0 0 0 31,297
Police Officer 0.0 0.0 1.0 0 0 35,397
Animal Control Officer 2.0 3.0 3.0 41,536 63,361 68,226
Total 9.0 11.0 12.0 332,159$ 376,700$ 461,778$
Information Services Division
Lieutenant 1.0 1.0 0.0 52,293$ 54,602$ 0$
Records Supervisor 1.0 1.0 1.0 40,434 42,128 43,358
Evidence Technician 1.0 1.0 1.0 25,050 25,466 26,715
Records Technician 4.0 4.0 4.0 76,862 89,361 103,399
Crime Analyst 1.0 1.0 0.0 38,037 44,555 0
Permit Coordinator 1.0 0.0 0.0 26,034 0 0
Police Assistant 1.0 1.0 1.0 20,800 25,265 31,476
Total 10.0 9.0 7.0 279,510$ 281,377$ 204,948$
Police
Full Time Total 139.0 140.0 139.0
Part-Time/Seasonal Total 2.5 2.5 2.5
Department Totals 141.5 142.5 141.5 4,951,544$ 5,447,751$ 5,539,400$
General Fund
Fire Department
Fire Administration
Fire Chief 1.0 1.0 1.0 71,058$ 82,792$ 87,667$
Planning and Research Coordinator 1.0 1.0 1.0 45,299 48,201 49,839
Staff Assistant 1.0 1.0 1.0 31,318 32,499 33,480
Secretary 1.0 1.0 1.0 19,878 24,256 25,654
Total 4.0 4.0 4.0 167,553$ 187,748$ 196,640$
* Denotes a Temporary/Seasonal position
C-1
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
Emergency Management:
Emergency Management Coordinator 0.0 1.0 1.0 0$ 42,991$ 45,648$
Total 0.0 1.0 1.0 0$ 42,991$ 45,648$
Administration Division Total 4.0 5.0 5.0 167,553$ 230,739$ 242,288$
Fire Suppression Division
Asst. Fire Chief 1.0 1.0 1.0 57,311$ 68,871$ 73,520$
Battalion Chief 3.0 3.0 3.0 148,083 169,696 176,768
Lieutenant 11.0 11.0 11.0 490,162 523,501 535,638
Fire Training Coordinator 1.0 1.0 0.0 34,929 41,695 0
Apparatus Operator 9.0 9.0 10.0 350,225 379,685 428,545
Firefighter I 19.0 22.0 19.0 554,346 856,096 709,217
Firefighter II 6.0 3.0 6.0 180,613 91,784 201,471
Firefighter III 0.0 4.0 6.0 0 145,388 200,269
Total 50.0 54.0 56.0 1,815,669$ 2,276,716$ 2,125,157$
EMS Division
Apparatus Operator 3.0 3.0 5.0 114,110$ 124,172$ 208,410$
EMS Coordinator 1.0 1.0 1.0 37,518 44,468 47,448
Firefighter I 21.0 21.0 22.0 689,184 867,084 825,464
Firefighter II 5.0 5.0 1.0 150,145 165,767 37,250
Firefighter III 0.0 0.0 1.0 0 0 32,788
Lieutenant- Fire 1.0 1.0 1.0 45,544 49,760 51,321
Sr. Secretary 1.0 0.0 0.0 23,672 0 0
Total 32.0 31.0 31.0 1,060,173$ 1,251,251$ 1,202,682$
Fire Prevention Division
Fire Marshal 1.0 1.0 1.0 54,017$ 65,442$ 70,384$
Fire Prevention Officer 3.0 3.0 3.0 135,665 183,559 140,038
Code Enforcement Officer 3.0 3.0 4.0 87,840 87,537 115,790
Parking Enforcement Officer 2.0 2.0 2.0 38,088 41,242 43,461
Public Education Officer 1.0 1.0 1.0 35,959 42,768 44,949
Total 10.0 10.0 11.0 351,569$ 420,548$ 414,623$
Fire $2,368,415
Full Time Total 96.0 100.0 103.0
*Part-Time/Seasonal Total 0.0 0.0 0.0
Department Totals 96.0 100.0 103.0 3,394,964$ 4,179,254$ 3,984,750$
General Fund
Public Works Department
Public Works Admin. Division
Director of Public Works 1.0 1.0 1.0 81,884$ 85,905$ 87,212$
Staff Assistant 2.0 2.0 2.0 49,439 60,521 63,079
Asst. Public Works Director 1.0 1.0 1.0 53,901 64,857 69,633
Greenways Program Manager 1.0 1.0 1.0 44,611 46,964 49,939
Assistant City Engineer 0.0 1.0 1.0 0 44,802 59,479
Customer Service Representative 1.0 1.0 1.0 19,019 24,219 25,526
Total 6.0 7.0 7.0 248,854$ 327,268$ 354,868$
Facilities Maintenance Division
Facility Maint. Superintendent 1.0 1.0 1.0 44,245$ 53,044$ 57,358$
Sr. Facility Maint. Technician 1.0 1.0 1.0 35,311 37,603 39,493
Facility Maint. Technician 4.0 4.0 5.0 119,764 128,770 161,936
Total 6.0 6.0 7.0 199,320$ 219,417$ 258,787$
Streets Maintenance Division
Street Superintendent 1.0 1.0 1.0 47,787$ 56,911$ 59,479$
Foreman 2.0 2.0 1.0 72,223 70,825 36,819
Crew Leader 0.0 1.0 1.0 0 374,324 30,749
Equipment Operator 12.0 15.0 15.0 290,112 28,408 376,723
Public Service Worker 4.0 4.0 4.0 79,446 75,568 76,368
Total 19.0 23.0 22.0 489,568$ 606,036$ 580,138$
Drainage Division
Foreman 0.0 0.0 1.0 0$ 0$ 36,819$
Equipment Operator 5.0 5.0 5.0 121,784 127,342 129,521
Total 5.0 5.0 6.0 121,784$ 127,342$ 166,340$
Traffic Division
Signs Technician 2.0 2.0 2.0 48,072$ 50,932$ 48,688$
Total 2.0 2.0 2.0 48,072$ 50,932$ 48,688$
* Denotes a Temporary/Seasonal position
C-2
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
Public Works Engineering
City Engineer 1.0 1.0 1.0 62,857$ 71,164$ 73,516$
Assistant City Engineer 1.0 1.0 1.0 58,866 61,417 63,180
Graduate Civil Engineer 3.0 3.0 3.0 127,242 147,928 148,079
Engineering Technician 4.0 4.0 4.0 134,629 139,453 145,740
*Public Works Intern 0.5 0.5 0.5 3,842 3,853 987
*Engineering Aide 1.0 1.0 1.0 22,241 22,302 22,402
*Field Data Technician 0.5 0.5 0.5 10,178 10,203 9,865
Total 11.0 11.0 11.0 419,855$ 456,320$ 463,769$
Traffic Signal Systems
Traffic Systems Superintendent 1.0 1.0 1.0 52,773$ 57,419$ 59,479$
Traffic Systems Foreman 1.0 1.0 1.0 42,850 45,366 46,607
Traffic Signal Technician 3.0 3.0 3.0 103,320 114,344 108,928
Total 5.0 5.0 5.0 198,943$ 217,129$ 215,014$
Public Works
Full Time Total 52.0 57.0 58.0
*Part-Time/Seasonal Total 2.0 2.0 2.0
Department Totals 54.0 59.0 60.0 1,726,396$ 2,004,444$ 2,087,604$
General Fund
Parks & Recreation Department
Parks & Recreation Administration Division
Director of Parks & Rec.1.0 1.0 1.0 77,108$ 86,984$ 89,281$
Asst. Director of Parks & Rec.1.0 1.0 1.0 60,364 69,957 73,911
Sr. Parks Planner 1.0 1.0 1.0 43,136 50,272 52,779
Parks Planner 2.0 2.0 2.0 75,166 88,055 92,882
Staff Assistant 1.0 1.0 1.0 25,483 30,058 31,711
Sr. Secretary 2.0 1.0 1.0 52,749 24,261 25,590
Secretary 0.5 2.0 2.0 14,181 39,140 44,100
*Receptionist 0.5 0.5 0.5 3,685 3,695 1,805
Total 9.0 9.5 9.5 351,872$ 392,422$ 412,059$
Emergency Management
Asst. Emergency Management Coordinator 1.0 0.0 0.0 36,640$ 0$ 0$
Total 1.0 0.0 0.0 36,640$ 0$ 0$
Admin. Division Total 10.0 9.5 9.5 388,512$ 392,422$ 412,059$
Recreation Division
Hotel/Motel Programs Activity Center
*Special Events Workers 0.5 0.5 0.5 2,605$ 2,610$ 2,617$
Total 0.5 0.5 0.5 2,605$ 2,610$ 2,617$
Recreation Administration Activity Center
Recreation Superintendent 1.0 1.0 1.0 49,621$ 56,737$ 55,569$
Recreation Supervisor 0.0 1.0 1.0 0 43,470 46,060
Total 1.0 2.0 2.0 49,621$ 100,207$ 101,628$
Recreation Athletics Activity Center
Recreation Supervisor 2.0 2.0 2.0 82,865$ 93,432$ 96,116$
Asst. Recreation Supervisor 1.0 1.0 1.0 42,458 32,289 32,447
*Special Events Worker 3.0 3.0 3.0 56,656 56,811 56,967
Total 6.0 6.0 6.0 181,979$ 182,532$ 185,530$
Special Events Activity Center
Recreation Supervisor 1.0 1.0 1.0 38,674$ 47,445$ 49,776$
*Recreation Assistant/ Special Events 1.5 1.5 1.5 13,200 9,865 13,272
Total 2.5 2.5 2.5 51,874$ 57,310$ 63,048$
Hotel/Motel Programs Activity Center
*Special Events Workers 1.0 1.0 1.0 23,547$ 23,612$ 23,676$
Total 1.0 1.0 1.0 23,547$ 23,612$ 23,676$
Senior Services Activity Center
Senior Services Coordinator 0.0 0.5 0.5 0$ 16,300$ 19,395$
*Temp/Seasonal Workers 0.0 0.5 0.5 0 2,506 2,514
Total 0.0 1.0 1.0 0$ 2,506$ 21,909$
* Denotes a Temporary/Seasonal position
C-3
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
Recreation Youth Activity Center
Youth Services Coordinator 0.0 0.0 0.0 0$ 0$ 0$
Recreation Supervisor 2.0 0.0 0.0 78,151 0 0
*Teen Center Staff Attendant 3.0 0.0 0.0 52,752 0 0
Total 5.0 0.0 4.0 130,903$ 0$ 0$
Recreation Division Totals 16.0 13.0 13.0 440,529$ 368,777$ 398,408$
Special Facilities Division:
Special Facilities Administration Activity Center
Recreation Superintendent 1.0 1.0 1.0 46,968$ 54,227$ 56,830$
Total 1.0 1.0 1.0 46,968$ 54,227$ 56,830$
Instruction Activity Center
Recreation Supervisor 1.0 1.0 1.0 40,336$ 47,353$ 49,766$
Asst. Recreation Supervisor 1.0 1.0 1.0 27,468 32,736 28,230
Senior Services Coordinator 0.5 0.0 0.0 16,050 0 0
*Tennis Workers 0.5 0.5 0.5 12,910 12,947 12,983
*Water Safety Aides 2.0 2.0 2.0 33,809 33,902 33,995
*Swim Coach 2.0 2.0 2.0 25,599 24,666 24,734
Total 7.0 6.5 6.5 156,172$ 151,604$ 149,708$
Special Facilities Aquatic Activity Center
Pools Supervisor 1.0 1.0 1.0 42,676$ 47,445$ 49,776$
Pool Technician 1.0 1.0 1.0 28,635 27,272 30,698
*Pool Manager/ Asst. Manager 6.0 6.0 6.0 103,716 104,004 104,289
*Lifeguards 10.0 10.0 10.0 160,417 160,860 161,301
*Other Pool Seasonal Employees 2.0 2.0 2.0 22,070 22,130 22,181
Total 20.0 20.0 20.0 357,514$ 361,711$ 368,245$
Special Facilities Conference Center Activity Center
Conference Center Supervisor 1.0 1.0 1.0 40,476$ 46,633$ 49,070$
Assist. Conference Center Supervisor 1.0 1.0 1.0 25,169 27,353 31,284
Secretary 1.0 1.0 1.0 21,955 20,620 21,709
*Part-time Receptionist 1.0 1.0 1.0 9,654 9,681 7,019
*Building Attendant 2.5 2.5 2.5 34,401 34,495 27,576
Total 6.5 6.5 6.5 131,655$ 138,782$ 136,657$
Special Facilities Lincoln Center Activity Center
Center Supervisor 1.0 1.0 1.0 37,000$ 43,539$ 45,848$
Center Assistant Supervisor 0.0 0.0 1.0 0 0 33,264
Building Attendant 1.0 1.0 0.0 17,259 19,097 0
Gym Attendant- Lincoln Center 0.5 0.5 0.0 11,471 12,671 237
Secretary 1.0 1.0 1.0 19,114 21,737 23,073
*Recreation Assistant 3.5 3.5 3.5 50,143 58,281 44,116
Total 7.0 7.0 6.5 134,987$ 155,325$ 146,538$
Youth Recreation
Recreation Supervisor 0.0 1.0 1.0 0$ 45,546$ 43,385$
*Teen Center Staff Attendant 0.0 3.0 3.0 0 52,896 53,041
Total 0.0 4.0 4.0 0$ 98,442$ 96,426$
Special Fac. Division Totals 41.5 45.0 44.5 827,296$ 960,091$ 954,404$
Parks Operations Division:
Operations Administration Activity Center
Parks Superintendent 1.0 1.0 1.0 46,013$ 53,138$ 55,911$
Total 1.0 1.0 1.0 46,013$ 53,138$ 55,911$
East District Operations Activity Center
Parks Operations Supervisor 1.0 1.0 1.0 32,422$ 36,982$ 40,146$
Parks Crew Leader 2.0 3.0 3.0 57,444 85,608 68,515
Light Equipment Operator 2.0 3.0 3.0 46,009 70,395 68,222
Grounds Worker 3.0 4.0 4.0 61,759 82,477 68,414
*Part-time Groundsworker 1.0 2.0 2.0 14,339 30,148 30,148
Total 9.0 13.0 13.0 211,973$ 305,610$ 275,445$
South District Operations Activity Center
Parks Operations Supervisor 1.0 1.0 1.0 36,149$ 38,714$ 40,169$
Parks Crew Leader 2.0 2.0 2.0 51,411 57,241 59,342
Light Equipment Operator 2.0 2.0 2.0 40,381 45,383 47,417
Grounds Worker 4.0 4.0 4.0 74,596 79,081 84,469
*Part-time Groundsworker 1.0 1.0 1.0 14,339 14,378 14,418
Total 10.0 10.0 10.0 216,876$ 234,797$ 245,814$ * Denotes a Temporary/Seasonal position
C-4
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
West District Parks Operations Activity Center
Parks Operations Supervisor 1.0 1.0 1.0 34,918$ 38,085$ 38,813$
Parks Crew Leader 2.0 2.0 2.0 48,891 54,585 59,376
Light Equipment Operator 2.0 2.0 2.0 43,173 45,817 45,918
Grounds Worker 5.0 5.0 5.0 98,698 98,985 106,398
*Part-time Groundsworker 1.0 1.0 1.0 14,339 14,378 14,379
Total 11.0 11.0 11.0 240,019$ 251,850$ 264,885$
Operations Division Totals 31.0 35.0 35.0 714,881$ 845,395$ 842,055$
Forestry Division:
Wolf Pen Creek Activity Center
*Maintenance Worker 0.5 0.5 0.5 3,911$ 3,922$ 3,933$
Total 0.5 0.5 0.5 3,911$ 3,922$ 3,933$
Cemetery Activity Center
Cemetery Sexton 1.0 1.0 1.0 40,985$ 41,678$ 41,678$
Groundsworker 2.0 2.0 2.0 39,651 40,320 41,423
Total 3.0 3.0 3.0 80,636$ 81,998$ 83,101$
Forestry Activity Center
Forestry Superintendent 1.0 1.0 1.0 45,934$ 52,656$ 55,517$
Forestry Supervisor 1.0 1.0 1.0 31,363 35,329 40,169
Forestry/Horticulture Crew Leader 2.0 2.0 2.0 46,813 55,790 62,121
Forestry/Horticulture Worker 4.0 6.0 5.0 91,803 128,584 114,799
Irrigation Specialist 1.0 1.0 2.0 23,538 24,024 47,626
Total 9.0 11.0 11.0 239,451$ 296,383$ 320,232$
Forestry Division Totals 12.5 14.5 14.5 323,998$ 382,303$ 407,266$
Parks & Recreation
Full Time Total 68.5 73.0 72.5
*Part-Time/Seasonal Total 42.5 44.0 44.0
Department Totals 111.0 117.0 116.5 2,695,216$ 2,948,988$ 3,014,193$
General Fund
Development Services Department
Development Services Administration Division
Dir. of Development Services 1.0 1.0 1.0 68,985$ 79,895$ 82,020$
Staff Planner 3.0 3.0 3.0 105,885 126,474 134,593
Staff Assistant 2.0 2.0 2.0 55,030 57,784 61,182
Customer Service Representative 3.0 3.0 3.0 56,785 72,600 74,873
Asst Dev. Review Manager 1.0 1.0 1.0 35,295 43,405 46,650
Development Review Manager 1.0 1.0 1.0 42,413 53,728 57,065
Secretary 1.0 1.0 1.0 18,693 21,054 22,967
Total 12.0 12.0 12.0 383,086$ 454,940$ 479,349$
Development Services Engineering Activity Center
Assistant City Engineer- Dev.1.0 1.0 1.0 54,664$ 57,662$ 59,770$
Graduate Civil Engineer 2.0 2.0 2.0 96,181 100,393 99,155
Total 3.0 3.0 3.0 150,845$ 158,055$ 158,925$
Planning Administration Activity Center
City Planner 1.0 1.0 1.0 66,664$ 70,945$ 74,049$
Sr. Planner 3.0 2.0 2.0 137,504 106,561 111,937
Staff Planner 2.0 1.0 1.0 71,400 43,499 43,450
Transportation Planner 1.0 1.0 1.0 54,549 50,584 59,770
Transportation Analyst 1.0 0.0 0.0 39,457 0 0
Land Database Technician 1.0 1.0 1.0 28,562 29,390 29,794
Mapping Technician 0.5 0.5 0.5 10,059 11,184 10,558
*Planning Intern 1.0 0.0 0.0 17,619 0 0
Total 10.5 6.5 6.5 425,814$ 312,163$ 329,558$
Neighborhood Services Activity Center
Sr. Planner 0.0 1.0 0.0 0$ 48,285$ 0$
Staff Planner 0.0 1.0 1.0 0 39,919 41,561
*Planning Intern 0.0 1.0 1.0 0 17,668 17,668
Total Salaries & Benefits 0.0 3.0 2.0 0$ 105,872$ 59,229$
* Denotes a Temporary/Seasonal position
C-5
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
Building Inspection Activity Center
Building Official 1.0 1.0 1.0 50,075$ 56,969$ 59,770$
Plans Examiner 1.0 1.0 1.0 40,481 40,484 42,629
Combination Building Inspector 4.0 4.0 4.0 129,461 138,417 131,000
Staff Assistant 1.0 1.0 1.0 22,761 30,163 31,774
Total 7.0 7.0 7.0 242,778$ 266,033$ 265,173$
Development Services
Full Time Total 31.5 30.5 29.5
*Part-Time/Seasonal Total 1.0 1.0 1.0
Department Totals 32.5 31.5 30.5 1,202,523$ 1,297,063$ 1,292,234$
General Fund
Office of Technology and Information Services
OTIS Administration Division
Director of OTIS 1.0 1.0 1.0 80,997$ 85,769$ 90,057$
Comm/Info Mgr.1.0 1.0 1.0 60,179 65,484 68,112
Action Center Coordinator 1.0 1.0 1.0 36,139 35,270 41,605
Action Center Representative 3.0 3.0 2.0 66,115 73,075 46,406
Total 6.0 6.0 5.0 243,430$ 259,598$ 246,180$
E-Government
E-Government Coordinator 0.0 0.0 1.0 0$ 0$ 41,000$
Total 0.0 0.0 1.0 0$ 0$ 41,000$
Geographic Information Services
GIS Coordinator 1.0 1.0 1.0 43,884$ 50,432$ 53,012$
GIS Technician 1.0 1.0 1.0 32,294 32,405 32,405
*Part-time GIS Technician 0.5 0.5 0.5 11,129 11,160 11,191
Total 2.5 2.5 2.5 87,307$ 93,997$ 96,607$
Management Information Systems Division
MIS Director/ Asst Dir of OTIS 1.0 1.0 0.0 75,183$ 79,273$ 0$
Sr. Systems Anaylst 1.0 0.0 0.0 61,413 0 0
Systems Analyst 5.0 6.0 6.0 204,887 287,477 295,780
Systems Operator 1.0 1.0 1.0 25,409 30,218 31,284
Micro Computer Coordinator 1.0 1.0 1.0 36,615 41,898 42,952
MicroComputer Specialist 4.0 4.0 4.0 120,256 151,120 155,254
Network Systems Analyst 2.0 2.0 2.0 79,800 100,459 102,915
Total 15.0 15.0 14.0 603,563$ 690,445$ 628,184$
Office of Tech. and Information Systems
Full Time Total 23.0 23.0 22.0
*Part-Time/Seasonal Total 0.5 0.5 0.5
Department Totals 23.5 23.5 22.5 934,300$ 1,044,040$ 1,011,972$
General Fund
Fiscal Services Department
Fiscal Administration Division
Fiscal Services Director 1.0 1.0 1.0 68,230$ 84,856$ 88,938$
Staff Assistant 1.0 1.0 1.0 22,395 30,163 32,619
Secretary 1.0 1.0 1.0 19,474 20,692 21,865
Total 3.0 3.0 3.0 110,099$ 135,711$ 143,422$
Risk Management Division
Risk Manager/Safety Coord.1.0 1.0 1.0 56,801$ 55,690$ 60,490$
Safety and Training Coordinator 0.0 0.0 1.0 0 0 48,853
Risk Analyst 1.0 1.0 1.0 29,530 44,128 45,966
Staff Assistant 0.5 0.5 0.0 10,162 14,048 0
Total 2.5 2.5 3.0 96,493$ 113,866$ 155,309$
Accounting Division
Asst Fiscal Svs Dir/Accounting Mgr 1.0 1.0 1.0 55,670$ 67,099$ 71,011$
Acct. Customer Service Supervisor 1.0 1.0 1.0 41,130 47,443 50,006
Staff Accountant 1.0 1.0 1.0 36,220 42,796 44,975
Investment Officer 1.0 1.0 1.0 40,649 44,569 46,844
Acct. Customer Service Rep.4.0 5.0 4.0 86,312 115,957 83,134
Accounting Assistant 1.0 1.0 1.0 28,095 30,240 34,653
Staff Assistant 1.5 1.5 2.0 30,487 41,328 63,399
Total 10.5 11.5 11.0 318,563$ 389,432$ 394,023$
Purchasing Division
Purchasing Services Manager 1.0 1.0 1.0 49,488$ 57,357$ 59,480$
Sr. Buyer 1.0 1.0 0.0 43,508 50,434 1,153
Buyer 1.0 1.0 2.0 29,822 43,588 97,623
Purchasing Assistant 1.0 1.0 1.0 21,366 30,163 31,732
*Purchasing Intern 0.5 0.5 0.5 7,320 7,320 7,320
Total 4.5 4.5 4.5 151,504$ 188,862$ 197,308$ * Denotes a Temporary/Seasonal position
C-6
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
Municipal Court Division
Municipal Court Administrator 1.0 1.0 1.0 39,298$ 52,190$ 55,045$
Sr. Court Customer Service Reps.3.0 0.0 0.0 41,301 0 0
Court Customer Service Reps.6.0 6.0 6.0 107,891 131,836 161,417
Lead Customer Service Reps.0.0 3.0 2.0 0 52,266 55,253
Staff Assistant 1.0 1.0 2.0 19,475 28,095 58,218
Bailiff 1.0 1.0 1.5 19,381 21,143 38,652
Total 12.0 12.0 12.5 227,346$ 285,530$ 368,586$
Municipal Court Judges Division
Municipal Court Judge 1.0 1.0 1.0 61,649$ 56,260$ 61,654$
*Part-time Municipal Court Judge 0.5 0.5 0.5 10,035 10,008 10,063
Total Salaries & Benefits 1.5 1.5 1.5 71,684$ 66,268$ 71,716$
Fiscal Services
Full Time Total 33.0 34.0 34.5
*Part-Time/Seasonal Total 1.0 1.0 1.0
Department Totals 34.0 35.0 35.5 975,689$ 1,179,669$ 1,330,363$
General Fund
General Government
City Secretary Division
City Secretary 1.0 1.0 1.0 48,500$ 53,146$ 53,146$
Assistant City Secretary 1.0 1.0 1.0 29,641 31,284 32,222
Staff Assistant 1.0 1.0 1.0 22,714 25,680 27,296
Records Technician 1.0 1.0 1.0 18,919 23,665 25,078
Temp/Seasonal 0.0 0.0 0.0 309 310 310
Total 4.0 4.0 4.0 120,083$ 134,085$ 138,053$
City Manager Division
City Manager 1.0 1.0 1.0 115,640$ 125,344$ 131,611$
Assistant City Manager 1.0 1.0 1.0 95,441 105,288 121,082
Assistant to CM 1.0 1.0 1.0 37,496 44,780 42,035
Secretary 1.0 1.0 0.0 21,639 18,907 0
Staff Assistant 0.0 1.0 1.0 0 26,178 28,640
Land Agent 1.0 1.0 1.0 35,700 46,830 48,692
Community Program Coor.1.0 0.0 0.0 51,117 0 0
Volunteer Coordinator 0.5 0.0 0.0 12,495 0 0
Total 6.5 6.0 5.0 369,528$ 367,327$ 372,059$
Community Programs
Community Program Coor.0.0 1.0 1.0 0$ 51,851$ 54,595$
Voulnteer Coordinator 0.0 0.5 0.5 0 16,072 15,353
Total 0.0 1.5 1.5 0$ 67,923$ 69,949$
Legal Division
City Attorney 1.0 1.0 1.0 87,300$ 97,267$ 102,506$
First Asst. City Attorney 1.0 1.0 1.0 78,327 86,573 89,338
Senior Asst. City Attorney 0.0 1.0 1.0 0 52,021 71,767
Asst. City Attorney 3.0 2.0 2.0 130,418 98,576 103,064
Legal Assistant 2.0 2.0 2.0 66,566 71,295 75,256
Legal Clerk 0.75 0.75 0.75 11,639 13,715 14,490
Total 7.75 7.75 7.75 374,250$ 419,447$ 456,421$
Public Comm & Marketing Division
Public Comm. and Marketing Mgr 1.0 1.0 1.0 55,460$ 64,260$ 66,743$
Public Comm. And Marketing Asst.1.0 1.0 1.0 30,904 35,922 37,852
Total 2.0 2.0 2.0 86,364$ 100,182$ 104,595$
Human Resources Division
Human Resources Director 1.0 1.0 1.0 66,890$ 76,451$ 79,982$
Asst. Human Resources Dir.1.0 1.0 1.0 42,890 50,296 53,647
Human Resources Analyst 1.0 1.0 1.0 38,703 45,664 48,497
Benefits Coordinator 1.0 1.0 1.0 36,456 42,957 45,600
Staff Assistant 1.0 1.0 1.0 24,345 26,230 29,429
Secretary 0.0 0.0 0.75 0 0 15,512
Receptionist 1.0 0.5 0.00 8,609 8,633 0
Total 6.0 5.5 5.75 217,893$ 250,231$ 272,666$
Economic Development Division
Director of Economic Dev.1.0 1.0 1.0 65,255$ 78,100$ 81,729$
Sr. Econ. Develop. Analyst 1.0 1.0 1.0 41,247 48,249 52,195
*Economic Development Intern 0.5 0.5 0.0 9,360 9,360 0
Total 2.5 2.5 2.0 115,862$ 135,709$ 133,924$
* Denotes a Temporary/Seasonal position
C-7
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
Community Development Division
CD Budget Analyst 1.0 1.0 1.0 38,306$ 44,996$ 47,802$
CD Project Specialist 2.0 1.0 1.0 68,955 38,088 37,561
Comm. Dev. Administrator 1.0 1.0 1.0 48,852 57,917 60,763
Staff Assistant 1.0 1.0 1.0 22,315 26,420 27,829
Housing Development Coordinator 1.0 1.0 1.0 41,783 48,999 49,802
CD Housing Analyst 1.0 1.0 1.0 38,306 45,012 46,882
Housing Programs Coordinator 1.0 1.0 1.0 42,403 48,999 49,802
CD Projects Coordinator 1.0 1.0 1.0 41,794 49,032 51,548
*Part-time Receptionist 0.5 0.5 0.5 0 0 752
Total 9.5 8.5 8.5 342,714$ 359,463$ 372,743$
Office of Budget & Strategic Planning
Budget & Strategic Planning Director 1.0 1.0 1.0 52,065$ 63,664$ 70,112$
Budget Assistant 1.0 1.0 1.0 22,986 26,216 27,190
Budget/Management Analyst 2.0 2.0 2.0 76,754 87,566 87,100
*Part Time - Intern 0.5 0.5 0.5 8,048 14,088 12,294
Total 4.5 4.5 4.5 159,853$ 191,534$ 196,695$
General Government
Full Time Total 40.25 40.25 40.00
*Part-Time/Seasonal Total 2.50 2.00 1.00
Department Totals 42.75 42.25 41.00 1,786,547$ 2,025,901$ 2,117,105$
General Fund Position Totals
Full Time Total 483.25 497.75 498.50
Part-Time/Seasonal Total 52.00 53.00 52.00
GENERAL FUND TOTALS 535.25 550.75 550.50 $17,667,179 $20,127,110 $20,377,620
Parking Enterprise Fund
Fire Department
Parking Lot Activity Center
Parking Enforcement Officer 3.0 3.0 3.0 56,871$ 57,880$ 70,009$
Parking Supervisor 1.0 1.0 1.0 35,700 38,969 46,630
*Parking Attendants/PT 2.0 4.0 4.0 30,835 68,649 63,296
Total 6.0 8.0 8.0 123,406$ 165,498$ 179,935$
Parking Fund Position Totals
Full Time Total 4.0 4.0 4.0
Part-Time/Seasonal Total 4.0 4.0 4.0
PARKING FUND TOTALS 8.0 8.0 8.0 123,406$ 165,498$ 179,935$
Electric Fund
Public Utilities Department
Operations Administration Division
Warehouse Operations Activity Center
Warehouse Supervisor 1.0 1.0 1.0 31,162$ 36,253$ 41,477$
Warehouse Assistant 2.0 2.0 2.0 45,635 58,178 54,898
*Warehouse Clerk 0.5 0.5 0.5 7,725 7,746 8,396
*Facility Attendant 0.5 0.5 0.5 5,284 5,298 5,314
Total 4.0 4.0 4.0 89,806$ 107,475$ 110,085$
Administration Activity Center
Director of Public Utilities 1.0 1.0 1.0 100,034$ 110,731$ 116,086$
Utilities Admin. Mgr.1.0 1.0 1.0 43,771 52,786 55,054
Customer Service Rep 1.0 1.0 1.0 19,098 26,176 25,590
Senior Secretary 2.0 1.0 1.0 52,121 26,148 25,590
Secretary 1.0 2.0 2.0 21,951 49,787 46,809
Staff Assistant 1.0 1.0 1.0 23,626 31,342 31,753
*PUD Intern 0.5 0.5 0.5 6,954 6,973 6,992
Total 7.5 7.5 7.5 267,555$ 303,943$ 307,874$
Safety and Training
Safety and Training Coordinator 0.0 1.0 0.0 0$ 37,284$ 1,096$
Total 0.0 1.0 0.0 0$ 37,284$ 1,096$
Operations Adm. Div. Totals 11.5 12.5 11.5 357,361$ 448,702$ 419,055$
Electrical Transmission & Distribution Division
Asst. Dir. PUD/Division Manager 1.0 1.0 1.0 72,582$ 79,201$ 81,559$
Electrical Trans/Dist Superintendent 1.0 1.0 1.0 65,137 65,512 68,690
Elec Trans/Dist Supervisor 1.0 1.0 1.0 45,366 47,193 49,581
Elec Trans/Dist Foreman 2.0 2.0 2.0 80,463 89,864 94,257
Line Technician 19.0 19.0 19.0 597,569 667,028 648,658
Elec. Planning/Projects Coord.1.0 1.0 1.0 32,164 37,967 46,659
Work Order/Prop. Rec. Coord.1.0 1.0 1.0 30,630 34,518 36,466 * Denotes a Temporary/Seasonal position
C-8
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
*Part-time Utility Technician 1.0 1.0 1.0 8,347 8,340 8,369
Metering Supervisor 1.0 0.0 0.0 40,232 0 0
Substation Supervisor 1.0 0.0 0.0 38,303 0 0
Metering/Substation Supervisor 0.0 2.0 2.0 0 88,521 92,206
Elec. Sub/ Metering Superintendent 1.0 1.0 1.0 61,508 65,512 65,617
Substation/Metering Elec. Technician 6.0 6.0 6.0 211,978 187,006 223,278
Utility Dispatch Ops Superint.1.0 1.0 1.0 50,289 57,684 59,671
Public Utility Dispatcher 5.0 5.0 5.0 175,342 156,033 154,214
Utility Dispatch Ops Assistant 1.0 1.0 1.0 38,303 41,169 45,529
Mapping Coordinator 1.0 1.0 1.0 32,164 34,612 34,612
Energy Auditor 2.0 1.0 1.0 57,564 30,834 32,405
Energy Coordinator 0.0 1.0 1.0 0 44,338 49,469
Line Locator/ Inspector 1.0 1.0 1.0 32,857 36,402 37,880
Safety and Training Coordinator 1.0 0.0 0.0 30,971 0 0
Total 48.0 47.0 47.0 1,701,769$ 1,771,734$ 1,829,118$
Full Time Total 57.0 57.0 56.0
Part-Time/Seasonal Total 2.5 2.5 2.5
ELECTRIC FUND TOTALS 59.5 59.5 58.5 2,059,130$ 2,220,436$ 2,248,173$
Water Fund
Public Utilities Department
Water Division:
Water Production Activity Center
Chief Water Production Operator 1.0 1.0 1.0 33,337$ 36,908$ 36,140$
SCADA Technician 1.0 0.0 0.0 30,243 0 0
Pump Station Operator 4.0 4.0 4.0 107,032 115,821 118,993
Graduate Civil Engineer 0.0 1.0 1.0 0 49,810 53,011
Field Operations Superintendent 0.0 0.0 1.0 0 0 54,412
Crew Leader 0.0 0.0 5.0 0 0 159,309
Maint. Foreman 0.0 0.0 2.0 0 0 79,060
W/WW Systems Operator 0.0 0.0 7.0 0 0 189,118
Division Manager - Water/WW 0.0 0.0 1.0 0 0 74,097
Environ. Compliance/Training Coord.0.0 0.0 1.0 0 0 53,189
GIS Technician 0.0 0.0 2.0 0 0 64,851
Environmental Technician 0.0 0.0 4.0 0 0 127,065
Water Resource Coordinator 0.0 0.0 1.0 0 0 45,381
*Part-time GIS Technician 0.0 0.0 1.0 0 0 10,544
Total 6.0 6.0 31.0 170,612$ 202,539$ 1,065,173$
Water Distribution Activity Center
Field Operations Superintendent 1.0 1.0 0.0 52,309$ 50,944$ 0$
Crew Leader 5.0 5.0 0.0 155,264 171,606 0
Maint. Foreman 2.0 2.0 0.0 66,975 77,253 0
W/WW Systems Operator 7.0 7.0 0.0 169,141 178,087 0
Total 15.0 15.0 0.0 443,689$ 477,890$ 0$
Environmental Services Activity Center
Division Manager - Water/WW 1.0 1.0 0.0 66,428$ 70,263$ 0$
Environ. Compliance/Training Coord.1.0 1.0 0.0 41,818 50,193 0
GIS Technician 2.0 2.0 0.0 58,298 64,453 0
Environmental Technician 2.0 2.0 0.0 63,045 63,803 0
Crew Leader 1.0 1.0 0.0 31,029 33,657 0
GPS Technician 1.0 1.0 0.0 28,152 32,044 0
Water Resource Coordinator 1.0 1.0 0.0 35,269 42,650 0
*Part-time GIS Technician 1.0 1.0 0.0 10,486 10,515 0
Total 10.0 10.0 0.0 334,525$ 367,578$ 0$
Water Fund Position Totals
Full Time Total 30.0 30.0 30.0
Part-Time/Seasonal Total 1.0 1.0 1.0
WATER FUND TOTALS 31.0 31.0 31.0 948,826$ 1,048,007$ 1,065,173$
Wastewater Fund
Public Utilities Department
Wastewater Division:
Wastewater Treatment Activity Center
Plant Operations Superintendent 1.0 1.0 0.0 60,698$ 51,097$ 0$
Chief WWTP Operator 1.0 1.0 0.0 42,461 43,567 0
System Analyst 0.0 1.0 0.0 0 46,157 0
SCADA Technician 2.0 1.0 0.0 58,198 32,969 0
WW Plant Operator 10.0 12.0 0.0 284,126 340,397 0
Electrical Technician 1.0 1.0 0.0 33,671 38,071 0
Elec. Technician I 1.0 1.0 0.0 29,617 32,634 0
Sr. Lab Technician 1.0 1.0 0.0 31,582 33,482 0
Lab Technician 2.0 2.0 0.0 48,645 51,462 0
Total 19.0 21.0 0.0 588,998$ 669,836$ 0$ * Denotes a Temporary/Seasonal position
C-9
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
Wastewater Collection Activity Center
Plant Operations Superintendent 0.0 0.0 1.0 0$ 51,097$ 58,159$
Chief WWTP Operator 0.0 0.0 1.0 0 43,567 43,567
Systems Analyst 0.0 0.0 1.0 0 46,157 47,430
SCADA Technician 0.0 0.0 1.0 0 32,969 32,914
WW Plant Operator 0.0 0.0 12.0 0 340,397 101,854
Electrical Technician 0.0 0.0 1.0 0 38,071 36,267
Elec. Technician I 0.0 0.0 1.0 0 32,634 32,638
Sr. Lab Technician 0.0 0.0 1.0 0 33,482 34,102
Lab Technician 0.0 0.0 2.0 0 51,462 49,912
Maintenance Foreman 1.0 1.0 1.0 30,654 36,489 38,814
Crew Leader 4.0 4.0 4.0 115,372 126,151 125,881
W/WW Systems Operator 12.0 12.0 12.0 272,434 257,748 292,852
Total 17.0 17.0 38.0 418,460$ 1,090,224$ 894,390$
Wastewater Fund Position Totals
Full Time Total 36.0 38.0 38.0
Part-Time/Seasonal Total 0.0 0.0 0.0
WASTEWATER FUND TOTALS 36.0 38.0 38.0 1,007,458$ 1,760,060$ 894,390$
Utilities Full-time Position Totals 123.0 125.0 124.0
PUBLIC UTILITIES DEPT. TOTALS 126.5 128.5 127.5 4,015,414$ 5,028,503$ 4,207,735$
Sanitation Fund
Public Services Department
Residential Collection Activity Center
Sanitation Superintendent 1.0 1.0 1.0 43,116$ 51,878$ 55,875$
Sanitation Foreman 1.0 1.0 1.0 30,250 34,662 35,142
Route Manager 16.0 16.0 17.0 325,428 413,715 461,578
Equipment Operator 2.0 2.0 2.0 43,666 48,986 49,233
Recycling Coordinator 1.0 1.0 1.0 35,880 41,131 44,459
Customer Service Representative 1.0 1.0 1.0 19,003 24,645 25,526
*Part-time Graduate Intern 1.0 1.0 1.0 14,317 14,356 14,356
*Part-time Route Manager 1.5 1.5 1.5 19,613 19,666 19,667
Total 24.5 24.5 25.5 531,273$ 649,039$ 705,837$
Commercial Collection Activity Center
Container Coordinator 2.0 2.0 2.0 48,626$ 55,558$ 55,047$
Sanitation Foreman 1.0 1.0 1.0 32,999 37,979 36,819
Route Manager 7.0 8.0 8.0 187,240 234,862 199,960
Total 10.0 11.0 11.0 268,865$ 328,399$ 291,826$
Sanitation Fund Position Totals
Full Time Total 32.0 33.0 34.0
Part-Time/Seasonal Total 2.5 2.5 2.5
SANITATION FUND TOTALS 34.5 35.5 36.5 800,138$ 977,438$ 997,663$
Utility Billing Fund
Office of Technology and Information Services
Utility Billing Activity Center
Utilities Office Manager 1.0 1.0 1.0 56,949$ 60,117$ 61,921$
Customer Service Supervisor 1.0 1.0 1.0 39,160 46,441 50,264
Utilities Analyst 1.0 1.0 1.0 37,913 43,697 47,278
Senior Customer Serv. Rep.3.0 3.0 3.0 83,123 92,299 100,171
Customer Service Rep.13.0 13.0 13.0 306,885 329,852 331,837
Part-time Cust. Serv. Rep.1.5 2.0 1.5 32,337 32,954 22,279
*Temp. Customer Service Rep.0.5 0.0 0.0 12,095 0 0
Total 21.0 21.0 20.5 568,462$ 605,360$ 613,750$
Meter Services Activity Center
Meter Services Supervisor 1.0 1.0 1.0 39,748$ 41,968$ 43,079$
Meter Services Technician 2.0 2.0 2.0 56,855 59,871 59,493
Meter Reading Coordinator 1.0 1.0 1.0 31,184 32,690 33,672
Meter Services Field Rep.5.0 5.0 6.0 98,792 89,211 120,735
Meter Services Field Rep- PT 0.5 0.5 0.0 9,773 9,868 169
Total 9.5 9.5 10.0 236,352$ 233,608$ 257,149$
Utility Billing Position Totals
Full Time Total 30.0 30.5 30.5
Part-Time/Seasonal Total 0.5 0.0 0.0
UTILITY BILLING FUND TOTALS 30.5 30.5 30.5 804,814$ 838,968$ 870,899$
* Denotes a Temporary/Seasonal position
C-10
PERSONNEL LIST
Revised Approved Revised Approved
Actual Budget Budget Actual Budget Budget
FY 00-01 FY 01-02 FY 02-03 FY 00-01 FY 01-02 FY 02-03
Fleet Maintenance Fund
Public Services Department
Fleet Services Parts Activity Center
Assistant Buyer 1.0 1.0 1.0 32,738$ 34,333$ 35,357$
Warehouse Assistant 1.0 1.0 1.0 20,888 24,157 24,977
Total 2.0 2.0 2.0 53,626$ 58,490$ 60,334$
Fleet Services Admin. Activity Center
Fleet Services Superintendent 1.0 1.0 1.0 47,819$ 56,924$ 59,562$
Customer Service Rep.1.0 1.0 1.0 19,328 23,970 25,398
Shop Foreman 1.0 1.0 1.0 41,544 43,162 42,463
Mechanic 10.0 10.0 10.0 268,208 297,658 284,422
Total 13.0 13.0 13.0 376,899$ 421,714$ 411,845$
Fleet Fund Full-time Position Totals
Full Time Total 15.0 15.0 15.0
Part-Time/Seasonal Total 0.0 0.0 0.0
FLEET FUND TOTALS 15.0 15.0 15.0 430,525$ 480,204$ 472,179$
Print Mail Fund
Office of Technology and Information Services
Print Mail Activity Center
Printing Coordinator 1.0 1.0 1.0 37,958$ 40,175$ 41,605$
Printing Assistant 1.0 1.0 1.0 32,321 32,978 33,736
Printing/Graphics Tech.1.0 1.0 1.0 27,784 30,408 31,774
Part-time Mail Clerk 0.5 0.5 0.5 10,302 10,483 9,337
*Print/Mail Aide 1.5 1.5 1.5 12,254 12,288 12,322
Total 5.0 5.0 5.0 120,619$ 126,332$ 128,775$
Print Mail Fund Full-time Position Totals
Full Time Total 3.5 3.5 3.5
Part-Time/Seasonal Total 1.5 1.5 1.5
PRINT MAIL FUND TOTALS 5.0 5.0 5.0 120,619$ 126,332$ 128,775$
Communications Fund
Office of Technology and Information Services
Communication Services Division
Wireless Coordinator 1.0 1.0 1.0 42,064$ 44,330$ 44,331$
Network Systems Analyst 1.0 1.0 1.0 44,172 50,451 52,993
Communications Technician 3.0 3.0 4.0 113,727 117,227 147,033
Total 5.0 5.0 5.0 199,963$ 212,008$ 244,358$
Communications Full-time Position Totals
Full Time Total 5.0 5.0 6.0
Part-Time/Seasonal Total 0.0 0.0 0.0
COMMUNICATIONS FUND TOTALS 5.0 5.0 6.0 199,963$ 212,008$ 244,358$
Brazos Valley Solid Waste Management
Agency Fund
Operations Activity Center
Sanitary Landfill Manager 1.0 1.0 1.0 47,728$ 56,926$ 59,829$
Landfill Operations Supervisor 1.0 1.0 1.0 33,080 40,058 41,477
Landfill Crew Leader 2.0 2.0 2.0 52,903 59,779 57,764
Equipment Operator 11.0 11.0 10.0 262,625 257,010 259,694
Environmental Compliance Officer 1.0 1.0 1.0 35,678 43,425 46,909
Spotter 1.0 1.0 1.0 18,896 21,042 21,115
Secretary/Scale Operator 2.0 2.0 2.0 45,752 24,223 43,994
Mechanic 2.0 2.0 2.0 53,784 58,409 48,612
*Landfill Groundskeeper 0.5 0.5 0.5 7,631 7,652 7,674
*Part-time Equip. Operator III 0.5 0.5 0.5 7,653 7,674 7,674
*Field Service Person 0.5 0.5 0.5 7,653 7,674 7,695
Waste Screener 0.0 0.0 1.0 0 0 24,977
Total 22.5 22.5 22.5 573,383$ 583,872$ 627,414$
Administration Activity Center
Asst Dir Public Works/BVSWMA 1.0 1.0 1.0 66,137$ 71,364$ 74,098$
Staff Assistant 1.0 1.0 1.0 22,749 30,748 31,327
Secretary - Full-time 1.0 1.0 0.0 18,948 21,662 0
*BVSWMA Intern 1.0 1.0 1.0 14,657 14,697 14,737
Total 4.0 4.0 3.0 122,491$ 138,471$ 120,161$
BVSWMA Fund Full-time Position Totals
Full Time Total 24.0 24.0 23.0
Part-Time/Seasonal Total 2.5 2.5 2.5
BRAZOS VALLEY SOLID WASTE
MANAGEMENT AGENCY FUND TOTALS 26.5 26.5 25.5 695,874$ 722,343$ 747,576$
All Funds Full-time Position Total 719.75 737.75 738.50
ALL FUNDS TOTAL 786.25 804.75 804.50 28,678,404$ 28,226,741$
* Denotes a Temporary/Seasonal position
C-11
Personnel History
Department FTE Totals
0
20
40
60
80
100
120
140
160
93 94 95 96 97 98 99 00 01 02 03
Public Utilities
Police
Parks
Public Works
Fire
OTIS
Development Serv
Fiscal Services
General Govt
BVSWMA
Fiscal Years
Parking
Personnel Total
699.5
786.25
655.5 712.5701 735
757 804.75 804.50
706
0.0
100.0
200.0
300.0
400.0
500.0
600.0
700.0
800.0
900.0
94 95 96 97 98 99 00 01 02 03
Fiscal Years
The above graphs are based on Full-Time Equivalents (FTEs) which includes both temporary/seasonal and full-time regular positions.
C-13
APPENDIX D
REVENUE HISTORY AND
FY 03 BUDGET ESTIMATES
REVENUE HISTORY AND FY 03 ESTIMATES
Estimate Estimate
DESCRIPTION FY85 FY99 FY00 FY01 FY02 FY03
GENERAL FUND
CURRENT TAXES 3,095,772$ 3,381,936$ 3,761,364$ 4,525,172$ 5,240,461$
DELINQ. TAX 22,957 18,528 28,205 25,000 25,000
PENALTY & INT.20,630 20,256 23,598 18,000 18,000
GENERAL Appr. TAX 3,139,359$ 3,420,720$ 3,813,167$ 4,568,172$ 5,283,461$
LOCAL SALES TAX 10,912,466$ 11,489,702$ 12,733,403$ 13,465,574$ 13,869,500$
.
MIXED DRINK TAX 194,980$ 172,842$ 257,357$ 240,000$ 247,200$
BANK FRANSHISE 0 0 812 0 0
NAT. GAS FRANCHISE 129,113 105,359 130,207 188,105 150,000
CABLE FRANCHISE 280,306 332,051 434,971 480,000 415,000
PHONE FRANCHISE 967,092 1,055,029 1,044,986 1,006,000 980,000
OIL/GAS FRANCHISE 30,900 26,921 19,584 27,000 20,000
USE OF STREETS 8,053 4,376 14,063 15,000 16,000
OTHER TAXES 1,610,444$ 1,696,578$ 1,901,980$ 1,956,105$ 1,828,200$
MIX DRINK LICENSE 11,270$ 16,895$ 25,532$ 27,000$ 28,000$
GAME MACHINES 0 2,310 615 700 700
BLDG. CONTRACTORS 20,855 17,904 13,986 14,422 14,500
ELEC. LICENSE 2,365 3,359 6,418 6,500 6,500
TAXI 25 0 130 100 100
ITIN. VENDOR 576 705 570 500 500
LAWN SPRINKLER 2,325 504 0 0 0
MECHANICAL 22,061 11,634 2,597 3,500 3,600
PLUMBING 192 1,415 2,313 2,000 2,100
GRAVE CLOSERS 0 75 0 0 0
AMBULANCE 1,400 600 867 1,000 1,000
WRECKER 3,300 4,120 5,570 3,500 3,500
MINERAL DRILLING 2,600 0 0 0 0
BUILDERS PERMITS 353,263 422,299 516,657 520,000 511,000
ELECTRICAL PERMITS 34,926 31,500 42,171 55,000 70,500
PLUMBING PERMITS 59,204 51,159 62,025 85,000 102,800
MECHANICAL PERMITS 13,874 27,436 42,000 40,500
STREET CUT PERMITS 3,200 3,300 2,950 3,600 3,600
IRRIGATION PERMITS 2,288 5,559 8,500 6,400
CHILD SAFETY PROGRAMS 59,471 60,004 63,666 65,000 65,200
BICYCLE PERMITS 0 25 0 0 0
LIVESTOCK 0 0 95 100 100
LICENSES & PERMITS 577,033$ 643,970$ 779,157$ 838,422$ 860,600$
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$5,500,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
GENERAL FUND PROPERTY TAXES
4,000,000
5,500,000
7,000,000
8,500,000
10,000,000
11,500,000
13,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
SALES TAX
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
OTHER TAXES
REVENUE HISTORY AND FY 03 ESTIMATES
Estimate Estimate
DESCRIPTION FY85 FY99 FY00 FY01 FY02 FY03
CONCESSIONS -$ -$ -$ -$ 16,120$
ADAMSON POOL 128,518 133,067 154,838 159,483 164,267
NATATORIUM 3,768 1,548 2,089 3,000 3,090
HALLARAN POOL 53,031 54,682 63,138 90,000 66,950
THOMAS POOL 15,683 14,824 18,380 18,540 19,096
SPORTS INST.: SWIM 69,041 66,110 73,479 77,000 79,310
SPORTS INST: SWIM TM 7,377 11,215 19,134 21,735 22,387
TENNIS PROGRAM 11,563 14,972 20,173 22,235 22,902
MISC SPORTS INST.2,900 2,857 5,050 6,050 196,162
FITNESS RUN 787 100 60 0 0
TEEN CENTER 1,111 3,795 4,739 3,900 3,600
TEEN CENTER MEMBERS 0 275 624 1,000 1,350
TEEN CENTER MISC 0 0 1,465 1,200 1,230
LINCOLN CENTER PASSES 1,588 2,783 5,286 3,000 3,090
OTHER PARKS REVENUE (NT)0 7,961 21,801 16,300 16,700
MISC PARKS 11,712 4 50 0 0
PARKS AND RECREATION 329,686$ 340,930$ 390,306$ 464,443$ 657,614$
HAZARD MATERIALS RESP.0$ 0$ 67$ 0$ 0$
FINGERPRINTING 3,328 4,396 3,222 3,400 3,500
POLICE REPORTS 13,898 8,750 14,539 12,000 12,500
RECORDS CHECKS 1,466 1,294 1,291 1,250 1,250
ARREST FEES 61,100 87,391 143,681 104,000 107,000
WARRANT SERVICE FEES 65,064 10,642 86,689 100,000 103,000
ESCORT SERVICES 9,400 15,972 30,458 35,000 36,000
FALSE ALARMS 23,370 25,950 22,923 23,000 24,000
ALARM FEES 0 0 0 0 0
RESTITUTION 0 12,197 (208)4,000 1,000
OTHER 76,184 75,576 166,999 180,000 185,000
POLICE DEPARTMENT 253,810 242,168 469,661 462,650 473,250
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
LICENSES AND PERMITS
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
PARKS AND RECREATION
REVENUE HISTORY AND FY 03 ESTIMATES
Estimate Estimate
DESCRIPTION FY85 FY99 FY00 FY01 FY02 FY03
EMS TRANSPORT 257,776 312,583 318,361 415,000 423,300
EMS BASIC TREATMENT 10,359 8,068 5,455 0 0
EMS ATHLETIC STANDBY 168 0 0 350 300
EMS REPORTS 75 81 175 150 150
HAZARD MATERIALS RESP.3,131 2,883 4,607 0 3,000
AUTO HOOD TEST 510 750 680 400 500
AUTO FIRE ALARM 1,680 2,095 1,220 1,245 1,200
DAY CARE CENTERS 630 600 510 270 500
HEALTH CARE FACILITIES 250 200 100 30 100
NURSING HOMES 0 50 100 100 100
SPRINKLER/STANDPIPE 4,355 3,695 2,650 3,800 4,000
FUEL LINE LEAK 180 50 100 100 100
FUEL TANK LEAK 90 0 50 150 100
CODE ENFORCEMENT ADMIN FEE 0 1,200 2,394 3,000 3,060
MOWING FEE CHARGES 0 819 2,572 1,800 1900
RESTITUTION 0 60 0 0 0
FIRE REPORTS 489 547 362 125 100
OTHER 14,367 7,997 1,183 0 1,000
FIRE DEPARTMENT 294,060 341,678 340,519 426,520 439,410
STREET CUT REPAIRS 800 850 0 900 900
MISCELLANEOUS 0 150 925 50 50
PUBLIC WORKS 800 1,000 925 950 950
TIME PMT FEE/EFFICIENCY 1,030 2,737 1,042 0 0
TIME PMT/UNRESERVED 4,031 11,161 23,150 11,500 12,000
WARRANT SERVICE FEES 3,063 50,590 0 0 0
GENERAL ADMIN. FEES 37,277 52,213 75,508 34,500 36,000
TEEN COURT 297 459 1,000 1,000
COURT DISMISSAL FEES 18,719 18,605 14,220 6,500 7,000
MUNICIPAL COURT 64,417 135,765 113,920 53,500 56,000
LOT MOWING 4,430 (160)0 0 0
GENERAL ADMIN. FEES 0 0 0 0 0
MAPS/PLANS/ORDINANCE 0 20 0 0 0
MISC. CHARGES 5,289 3,576 13,421 22,500 23,100
FILING FEES 28,790 49,955 58,438 72,000 74,160
XEROX/REPRO CHARGES 560 0 0 0 0
MISC PLANNING CHARGES 5,554 4,097 2,923 5,000 4,000
O&G PIPELINE ADMIN. FEES 75,330 62,453 60,313 52,551 52,000
MAPS/PLANS/ORDINANCES 910 1,386 1,051 700 500
MISC ENGINEERING 15,853 8,102 341 180 200
MISCELANEOIUS 0 5,000 0 60 0
DEVELOPMENT SERVICES 136,716 134,429 136,487 152,991 153,960
CERTIFICATE SEARCHES 11,649 10,978 12,739 11,500 12,000
FILING FEES 44 0 0 0 0
XEROX/REPRO CHARGES 581 1,308 333 1,300 1,000
GENERAL GOVT.12,274 12,286 13,072 12,800 13,000
OTHER SERVICE CHARGES 762,077$ 867,326$ 1,074,584$ 1,109,411$ 1,136,570$
CHILD SAFETY 1,300$ 104$ 1,235$ 4,000$ 3,000$
CITY PARKING FINES 66,329 21,701 19,912 15,000 16,000
CITY PEDESTRIAN FINES 0 0 0 0 0
TRAFFIC FINES 24,002 49,868 70,267 40,000 45,000
OTHER MUN. COURT FINES 1,140,298 1,135,150 1,704,788 1,737,000 1,839,110
MISC. FINES AND PENALTIES 1,675 1,675 0 0 0
FINES/FORFEITS 1,233,604$ 1,208,498$ 1,796,202$ 1,796,000$ 1,903,110$
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
OTHER SERVICE CHARGES
REVENUE HISTORY AND FY 03 ESTIMATES
Estimate Estimate
DESCRIPTION FY85 FY99 FY00 FY01 FY02 FY03
BANK ACCOUNT INTEREST 1,935$ 3,745$ 2,852$ 600$ 1,000$
INTEREST ON INVESTMENTS 383,520 362,504 494,883 420,000 350,000
BVSWMA/ROLLER 0 0 0 0 0
OTHER 49,314 244 0 0 0
REALIZED GAIN/LOSS 50,640 553 5,868 (7,500)3,000
TOTAL INTEREST 485,409$ 367,046$ 503,603$ 413,100$ 354,000$
PARKS GRANT 0$ 6,410$ 0$ 0$ 0$
POLICE GRANTS 182,398 395,546 272,859 206,000 212,808
FED GRANT: PLANNING 4,667 0 0 0 0
STATE GRANT: PARKS 2,605 0 0 25,000 0
STATE GRANT: POLICE 0 3,814 1,817 0 0
OTHER INTERGOVERN. REV 14,786 16,794 186,219 162,000 166,650
INTER. GOV'T. REVENUE *204,456$ 422,564$ 460,895$ 393,000$ 379,458$
CAPITAL IMPRV. ASSESSMENT 36,566$ 503$ 350$ 0$ 0$
MINERAL ROYALTY INTERESTS 1,850 2,340 4,280 1,500 2,000
BALLFIELD RENTALS 4,048 2,802 0 9,000 9,000
LINCOLN RENTALS 1,775 4,786 0 12,000 12,360
PARK PAVILION RENTALS 16,784 18,855 0 20,000 20,000
TEEN CENTER RENTALS 0 294 0 0 0
MISC. RENTS AND ROYALTIES 19,119 26,516 83,407 68,000 70,500
ROLLER (PRINCIPAL)0 0 0 0 0
CRIME PREVENTION 135 0 0 650 500
CO-SPONSORED EVENTS 3,736 50 0 700 16,000
MISC. DONATIONS 0 421 0 500 0
DAMAGE REIMBURSEMENT 2,251 15,555 3,807 9,000 3,500
OTHER REIMBURSED EXP.1,530 4,602 0 25,100 3,000
CASH OVER/SHORT 36 422 69 1,000 250
COLLECTION SERVICE FEES 33,928 63,548 3,716 7,600 4,500
MUNICIPAL COURT COLLECTION 0 0 112,725 85,000 117,400
CRIMINAL INVEST. REVENUES 0 0 0 0 0
SALE OF ABANDONED Appr.1,917 2,765 2,766 1,400 2,000
SALE OF CEMETERY LOTS 0 (23)1,817 0 0
SALE OF SCRAP 3,224 612 3,497 0 500
OTHER 99,322 30,161 26,939 59,500 29,000
OTHER MISC REV NT 0 0 0 0 0
SALE OF FIXED ASSETS 32,375 51,082 24,328 30,000 30,900
MISCELLANEOUS 258,596$ 225,291$ 267,701$ 330,950$ 321,410$
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
FINES AND FORFEITS
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
INTEREST EARNINGS
$-
$100,000
$200,000
$300,000
$400,000
$500,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
GRANT REVENUE
REVENUE HISTORY AND FY 03 ESTIMATES
Estimate Estimate
DESCRIPTION FY85 FY99 FY00 FY01 FY02 FY03
ROI: ELECTRIC 3,773,500$ 3,773,500$ 3,998,000$ 4,360,000$ 4,470,000$
ROI: WATER 708,000 726,000 925,000 861,300 893,200
ROI: SEWER 661,000 658,000 751,500 719,500 817,000
ROI: SOLID WST 188,000 176,475 273,000 294,200 310,000
RETURN ON INVESTMENT 5,330,500$ 5,333,975$ 5,947,500$ 6,235,000$ 6,490,200$
TOTAL GENERAL FUND:24,660,328$ 25,523,275$ 29,276,051$ 31,529,177$ 33,069,268$
HOTEL/MOTEL FUND
HOTEL/MOTEL TAX REV.1,555,051$ 1,749,521$ 1,843,419$ 1,865,000$ 2,015,000$
PENALTY AND INTEREST 2 673 2,667 0 0
WPC CONCESSION (TAX)0 7,026 46 0 0
WPC CONCESSION (NT)3,199 4,930 3,974 12,800 13,200
WPC TICKETS (TAX)(2,183)(16,212)0 100 100
WPCTICKETS (NT)30,613 18,526 1,675 100 100
REIMBURSED EXPENSES 7,487 10,907 4,154 4,000 4,120
FINES AND FORFEITS 316 0 0 0 0
INTEREST 64,842 72,380 0 77,000 75,000
CONFERENCE CENTER 83,552 94,222 103,064 100,000 103,000
WPC AMPHITHEATER 0 0 2,225 0 0
BUILDINGS 0 0 0 0 0
EQUIPMENT ROYALTIES (TAX)5,234 3,101 186 0 0
EQUIPMENT ROYALTIES (NT)10,668 13,807 13,316 11,500 11,800
CASH OVER/SHORT 9 0 28 0 0
CO-SPONSORED EVENTS 10,000 0 0 0 0
HIST PRES PROJ.1,003 870 176 580 580
OTHER 12,656 5,130 897 10 10
OTHER MISC REV TAXABLE 0 3,163 442 400 410
OTHER MISC REV NON TAXABLE 0 12,426 13,291 5,700 5,900
TOTAL HOTEL/MOTEL FUND 1,782,449$ 1,980,470$ 1,989,560$ 2,077,190$ 2,229,220$
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
MISCELLANEOUS REVENUE
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
RETURN ON INVESTMENT FROM UTILITIES
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
HOTEL MOTEL FUND REVENUE
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
TOTAL GENERAL FUND REVENUES
REVENUE HISTORY AND FY 03 ESTIMATES
Estimate Estimate
DESCRIPTION FY85 FY99 FY00 FY01 FY02 FY03
DEBT SERVICE FUND
CURRENT TAXES 4,968,916$ 5,068,391$ 5,922,674$ 7,196,601$ 7,623,713$
DELINQUENT TAXES 31,611 36,137 34,682 40,000 40,000
PENALTY AND INTEREST 23,500 28,590 28,758 26,000 26,000
INTEREST ON INVESTMENTS 186,581 268,313 300,359 200,000 100,000
REALIZED GAIN/LOSS 21,713 0 3,843 0 0
INTEREST ON BONDS 45,484 0 32,911 0 0
BVSWMA/EQUIPMENT 9,771 0 0 0 0
LOAN/NOTE PAYMENTS 89,743 95,208 0 0 0
OTHER 283 264,569 0 0 0
HOTEL/MOTEL TRANSFERS 0 11,101 148,052 0 958,500
WPC TRANSFERS 0 253,468 330,000 230,000 0
NGATE GARAGE TRANSFERS 0 0 0 478,091 0
PROCEEDS - GO BONDS 0 0 0 0 0
PREMIUM ON BONDS 0 0 0 0 0
TOTAL DEBT SERVICE FUND 5,377,602$ 6,025,777$ 6,801,279$ 8,170,692$ 8,748,213$
ELECTRIC FUND
TOTAL ELECTRIC FUND 36,431,055$ 34,796,393$ 44,315,462$ 45,934,000$ 47,759,000$
WATER FUND
RESIDENTIAL 3,717,170$ 4,630,827$ 6,133,383$ 6,340,000$ 6,530,000$
COMMERCIAL 4,045,370 2,599,931 1,920,323 1,900,000 1,957,000
FORF DISCOUNTS/PENALTIES 97,738 44,765 0 0 0
CONNECT FEES 33,680 42,349 46,780 50,000 55,000
WATER TAPS 275,500 328,150 395,163 400,000 400,000
MISC OPERATING REVENUES 0 0 1,943 0 0
INTEREST ON INVESTMENTS 187,095 309,905 533,934 550,000 550,000
REALIZED GAIN / (LOSS)0 722 6,532 0 0
DAMAGE REIMB.3,970 1,269 28,318 3,000 3,000
SUBROGATION RECOVERED 0 6,994 0 2,000 2,000
OTHER REIMB.6,537 817 0 0 0
LAND RENTALS/LEASES 300 0 300 0 0
SALE OF SCRAP 436 331 0 0 0
SALE OF SURPLUS ApprERTY 8,950 39 821,970 3,000 3,000
MISC NONOPERATING REVENUE 560 262 10,675 8,000 8,000
TOTAL WATER FUND 8,377,306$ 7,966,361$ 9,899,321$ 9,256,000$ 9,508,000$
WASTEWATER FUND
RESIDENTIAL 5,432,402$ 5,502,738$ 5,867,817$ 6,400,000$ 6,987,500$
COMMERCIAL 1,016,717 1,047,272 1,121,465 1,060,000 1,157,500
FORF DISCOUNTS/PENALTIES 82,355 46,826 0 0 0
SEWER TAPS 144,950 177,750 227,400 350,000 225,000
MISC OPERATING REVENUES 0 0 0 0 0
INTEREST ON INVESTMENTS 79,182 99,574 146,805 115,000 150,000
REALIZED GAIN/LOSS 11,830 193 1,752 0 0
RESRVD INT: REV BOND I&S 0 0 0 0 0
DAMAGE REIMBURSEMENT 0 0 0 0 0
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
DEBT SERVICE FUND REVENUE
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
ELECTRIC FUND REVENUE
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
WATER FUND REVENUE
REVENUE HISTORY AND FY 03 ESTIMATES
Estimate Estimate
DESCRIPTION FY85 FY99 FY00 FY01 FY02 FY03
SUBROGATION RECOVERED 0 4,223 0 0 0
SALE OF SCRAP 0 0 0 0 0
SALE OF SURPLUS ApprERTY 7,725 0 40 26,000 0
MISC. NONOPERATING REVENUE 257 0 (7)0 0
TOTAL WASTEWATER FUND 6,775,418$ 6,878,576$ 7,365,272$ 7,951,000$ 8,520,000$
SANITATION FUND
RESIDENTIAL 2,259,357$ 2,198,481$ 2,511,985$ 2,574,600$ 2,817,060$
COMMERCIAL 1,431,377 1,271,183 1,453,819 1,446,500 1,489,890
COMMERCIAL/NONTAXABLE 9,633 14,792 14,958 220,500 227,110
INFECTIOUS WASTE (55)595 0 0 0
STATE SURCHARGE 1,882 1,986 2,180 2,000 2,000
DEAD ANIMAL PICKUP 908 182 0 0 0
ROLLOFF RENTAL - TAXABLE 0 0 13,414 11,500 10,700
ROLLOFF RENTAL - NON-TAXABLE 0 0 2,824 1,800 2,000
MISC. FEES 22,786 5,507 5,330 5,000 4,000
MISC FEES (NT)0 0 788 1,200 800
FORF DISCOUNTS/PENALTIES 46,272 25,109 0 0 0
OTHER OPRTNG: RECYCLING 16,477 15,336 40,308 32,000 32,000
MISC OPERATING REVENUES 2,368 2,438 645 1,500 1,500
INTEREST ON INVESTMENTS 98,974 159,347 96,842 54,000 55,000
REALIZED GAIN/LOSS 12,837 368 1,109 (1,000)0
BVSWMA/ASSET TRANSFER 27,847 18,399 0 0 0
EARNINGS IN JOINT VENTURE 723,578 1,071,370 0 0 0
CASH OVER/SHORT 0 (29)0 0 0
COLLECTION SERVICE FEES 0 575 1,547 1,300 1,500
SALE OF SCRAP 0 0 0 0 0
SALE OF SURPLUS ApprERTY 0 33,977 2,050 0 0
MISC. NONOPERATING REVENUE 97 392 615 3,700 4,500
GRANTS 0 0 0 0 0
TOTAL SANITATION FUND 4,654,338$ 4,820,008$ 4,148,414$ 4,354,600$ 4,648,060$
DRAINAGE FUND
RESIDENTIAL 0$ 350,232$ 736,546$ 780,000$ 803,500$
COMMERCIAL 0 99,785 201,080 200,070 206,000
INTEREST ON INVESTMENTS 90,823 178,357 323,539 250,000 150,000
REALIZED GAIN/(LOSS)10,968 56 3,376 0 0
OTHER MISC REVENUE (3)0 0 0 0
PROCEEDS - GO BONDS 462,000 1,432,900 500,000 785,000 1,000,000
TOTAL DRAINAGE FUND 563,788$ 2,061,330$ 1,764,541$ 2,015,070$ 2,159,500$
3,800,000
4,000,000
4,200,000
4,400,000
4,600,000
4,800,000
5,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
SANITATION FUND REVENUE
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
WASTEWATER FUND REVENUE
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY99 FY00 FY01 FY02
Estimate
FY03
Estimate
DRAINAGE FUND REVENUE
APPENDIX E
CITY OF COLLEGE STATION CHARTER
ARTICLE V - THE BUDGET
E-1
ARTICLE V
THE BUDGET
Fiscal Year;
Section 45. The fiscal year of the City of College
Station shall be determined by ordinance of the
Council. Such fiscal year shall also constitute the
budget and accounting year.
Preparation and Submission of Budget;
Section 46. The City Manager, between thirty
(30) and ninety (90) days prior to the beginning of
each fiscal year, shall submit to the City Council a
proposed budget which shall provide a complete
financial plan for the fiscal year, and shall contain the
following:
(1) A budget message, explanatory of the
budget, which shall contain an outline of the
proposed financial policies of the city for the
fiscal year, shall set forth the reasons for
salient changes from the previous fiscal year
in expenditure and revenue items and shall
explain any major changes in financial policy.
(2) A consolidated statement of receipts and
expenditures for all funds.
(3) An analysis of property valuations and the tax
rate, which may be based on an estimated tax
roll prepared by the Central Appraisal
District, if the final roll has not been certified.
(4) All operating funds and resources in detail.
(5) Detailed estimates of expenditures shown
separately for each activity. Such estimates of
expenditures are to include an itemization of
position showing the number of persons
having each title and the total regular pay for
each position.
(6) A revenue and expense statement for all
types of bonds and other obligations of the
city.
(7) A description of all outstanding bonds and
other obligations of the city, showing as to
each issue, the rate or rates of interest, the
date of the issue, the maturity date or dates,
the amount authorized, the amount issued,
and the amount outstanding.
(8) A schedule of requirements for the principal
and interest on each issue of bonds and other
obligations of the city.
(9) A special funds section.
(10) The appropriation ordinance.
(11) The tax levying ordinance.
Anticipated Revenues Compared With Other
Years in Budget;
Section 47. In preparing the budget the City
Manager shall, in the form which he presents to the
City Council, place in parallel columns opposite the
several items of revenue the actual amount of each
item for the last completed fiscal year, the estimated
amount for the current fiscal year, and the proposed
amount for the ensuing fiscal year.
Proposed Expenditures Compared With Other
Years;
Section 48. The City Manager shall, in the
preparation of the budget, place in parallel columns
opposite the various items of expenditures the actual
amount of such items of expenditures for the last
completed fiscal year, the estimated for the current
fiscal year, and the proposed amount for the ensuing
fiscal year.
Budget a Public Record;
Section 49. The budget and all supporting
schedules shall be filed with the City Secretary when
submitted to the City Council and shall be a public
record for inspection by anyone. The City Manager
shall cause copies to be made for distribution to all
interested persons.
Notice of Public Hearing on Budget;
Section 50. At the meeting at which the budget
is submitted, the city council shall fix the time and
place of a public hearing on the budget and shall
cause to be published a notice of the hearing setting
forth the time and place thereof at least five (5) days
before the date of the hearing.
Public Hearing on Budget;
Section 51. At the time and place set for a public
hearing on the budget, or at any time and place to
which such public hearing shall from time to time be
adjourned, the City Council shall hold a public hearing
on the budget submitted, and all interested persons
shall be given an opportunity to be heard for or
E-2
against any item or the amount of any item therein
contained.
Proceedings on Budget After Public Hearing
Amending Or Supplementing Budget;
Section 52. After the conclusion of such public
hearing, the City Council may insert new items or
may increase or decrease the items of the budget,
except items in proposed expenditures fixed by law.
Before inserting any additional item or increasing any
item of appropriation which will increase the total
budget by ten percent or more, it must cause to be
published a notice setting forth the nature of the
proposed increases and fixing a place and time, not
less than five (5) days after publication, at which the
city council will hold a public hearing thereon.
Proceedings on Adoption of Budget;
Section 53. After such further hearing, the City
Council may insert the additional item or items, and
make the increase or increases, to the amount in
each case indicated by the published notice, or to a
lesser amount; but where it shall increase the total
proposed expenditures, it shall also provide for an
increase in the total anticipated revenue to at least
equal such total proposed expenditures.
Vote Required for Adoption;
Section 54. The budget shall be adopted by the
favorable vote of a majority of the members of the
entire city council.
Date of Final Adoption; Failure to Adopt;
Section 55. The budget shall be finally adopted
not later than the twenty-seventh day of the last
month of the fiscal year. Should the City Council take
no final action on or prior to such day, the budget as
submitted by the City Manager shall be deemed to
have been finally adopted.
Effective Date of Budget; Certification; Copies
Made Available;
Section 56. Upon final adoption, the budget
shall be in effect for the fiscal year. A copy of the
budget, as finally adopted, shall be filed with the City
Secretary, the County Clerk of Brazos County and
the State Comptroller of Public Accounts at Austin.
The final budget shall be printed, mimeographed or
otherwise reproduced, and a reasonable number of
copies shall be made available for the use of all
officers, departments and agencies, and for the use of
interested persons and civic organizations.
Budget Establishes Appropriations;
Section 57. From the effective date of the
budget, the several amounts stated therein as
proposed expenditures shall be and become
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
E-3
city council may make emergency
appropriations. Such appropriations may be
made by emergency ordinance. To the extent
that there are no available unappropriated
revenues or a sufficient fund balance to meet
such appropriations, the council may by such
emergency ordinance authorize the issuance
of emergency notes, which may be renewed
from time to time, but the emergency notes
and renewals of any such notes made during
a fiscal year shall be paid not later than the
last day of the fiscal year next succeeding that
in which the emergency appropriation was
made.
3. If at any time during the fiscal year it appears
probable to the City Manager that the
revenues or fund balances available will be
insufficient to meet the amounts
appropriated, he shall report to the city
council without delay, indicating the
estimated amount of the deficit, any remedial
action taken by him and his
recommendations as to any other steps to be
taken. The council shall then take such
further action as it deems necessary to
prevent or reduce any deficit and for that
purpose it may by ordinance reduce one or
more appropriations.
4. The City Manager may at any time transfer
any unencumbered appropriation balance or
portion thereof between general
classifications of expenditures within an
office, department or agency. At the request
of the City Manager, the City Council may by
resolution transfer any unencumbered
appropriation balance or portion thereof
from one office, department or agency to
another.
5. No appropriation for debt service may be
reduced or transferred, and no appropriation
may be reduced below any amount required
by law to be appropriated or by more than
the amount of the unencumbered balance
thereof. The supplemental and emergency
appropriations and reduction of transfer of
appropriations authorized by this section may
be made effective immediately upon
adoption.
Emergency Appropriations;
Section 61. All appropriations shall lapse at
the end of the fiscal year to the extent that they shall
not have been expended or lawfully encumbered.
APPENDIX F
FISCAL AND BUDGETARY
POLICY STATEMENTS
F-1
FISCAL AND BUDGETARY
POLICY STATEMENTS
I. STATEMENT OF PURPOSE
The broader intent of the following Fiscal and
Budgetary Policy Statements is to enable the City to
achieve a long-term stable and positive financial
condition. The watchwords of the City's financial
management include integrity, prudent stewardship,
planning, accountability, and full disclosure.
The more specific purpose is to provide guidelines to
the Director of Fiscal Services otherwise known as
the Director of Fiscal Services in planning and
directing the City's day-to-day financial affairs and in
developing recommendations to the City Manager
and City Council.
The scope of these policies generally spans, among
other issues, accounting, purchasing, auditing,
financial reporting, internal controls, operating and
capital budgeting, revenue management, cash and
investment management, expenditure control, asset
management, debt management, and planning
concepts, in order to:
A. Present fairly and with full disclosure the financial
position and results of the financial operations of
the City in conformity with generally accepted
accounting principles (GAAP), and
B. Determine and demonstrate compliance with
finance related legal and contractual issues in
accordance with provisions of the Texas Local
Government Code and other pertinent legal
documents and mandates.
The City Council will annually review and approve
the Fiscal and Budgetary Policy Statements as part
of the budget process.
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
available to finance expenditures of the current
period. Expenditures are recognized when the
related fund liability is incurred with the
exception of: unmatured interest on long term
debt which is recognized when due, and certain
compensated absences and claims and
judgments such as accrued vacation leave
which are recognized when the obligations are
expected to be liquidated with expendable
resources.
The budgets for the Enterprise and Internal
Service Funds are similarly prepared on the
modified accrual basis where cash transactions
are included in the budget presentation in lieu
of non cash transactions such as depreciation.
The focus is on the net change in working
capital.
The budget is prepared with the cooperation of
all City Departments, and is submitted to the
City Manager who makes any necessary
changes and transmits the document to the City
Council. The budget shall be presented to the
City Council no later than six weeks prior to
fiscal year end, and shall be enacted by the City
Council on or before the twenty-seventh day of
the last month of the preceding fiscal year.
1. PROPOSED BUDGET. A proposed budget
shall be prepared by the Manager with the
participation of all of the City's Department
Directors within the provisions of the City
Charter.
a. The budget shall include four basic
segments for review and evaluation: (1)
personnel costs, (2) base budget for
operations and maintenance costs, (3)
service level adjustments for increases or
decreases to existing service levels, and (4)
revenues.
b. The budget review process shall include
Council participation in the development
of each of the four segments of the
proposed budget and a public hearing to
allow for citizen participation in the budget
preparation.
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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.Budget Award. The operating budget will be
submitted annually to the Government
Finance Officers Association (GFOA) for
evaluation and consideration for the Award
for Distinguished Budget Presentation.
B. BALANCED BUDGET. The operating budget
will be balanced with current revenues, exclusive
of beginning resources, greater than or equal to
current expenditures/expenses. Excess balances
shall be used as capital funds or other non-
recurring expenditures.
C. PLANNING. The budget process will be
coordinated so as to identify major policy issues
for City Council. The budget process will be a
part of an overall strategic planning process for
the City.
D. REPORTING. Periodic financial reports will be
prepared to enable the Department Directors to
assess their budgetary and operational
performance and to enable the Office of Budget
and Strategic Planning to monitor and control
the budget as authorized by the City Manager.
Summary financial reports will be presented to
the City Council quarterly within thirty (30)
working days after the end of each quarter. Such
reports will be in a format appropriate to enable
the City Council to understand the big picture
budget status.
E. CONTROL. Operating expense control is
addressed in Section IV.C. of these Policies.
F.CONTINGENT APPROPRIATION. Pursuant to
Section 59 of the Charter of the City of College
Station, the City will establish an adequate
contingent appropriation in each of the
operating funds. The expenditure for this
appropriation shall be made only in cases of
emergency, and a detailed account shall be
recorded and reported. The proceeds shall be
disbursed only by transfer to departmental
appropriation. The transfer of this budget
appropriation shall be under the control of the
City Manager and may be distributed by him in
amounts not exceeding $15,000 or such amount
as shall be provided by Article 2368a V.T.C.S. as
amended from time to time. Any transfer
involving more than such amounts must be
expressly approved in advance by the City
Council.
All transfers from the contingent appropriation
will be evaluated using the following criteria:
1. Is the request of such an emergency nature
that it must be made immediately?
2. Why was the item not budgeted in the normal
budget process?
3. Why can’t the transfer be made within the
division or department?
III. REVENUE MANAGEMENT.
A. OPTIMUM CHARACTERISTICS. The City
will strive for the following optimum
characteristics in its revenue system:
1. SIMPLICITY. The City, where possible and
without sacrificing accuracy, will strive to keep
the revenue system simple in order to reduce
compliance costs for the taxpayer or service
recipient. A corresponding decrease in the
City's cost of collection and a reduction in
avoidance to pay will thus result. The City
will avoid nuisance taxes or charges as
revenue sources.
2. CERTAINTY. A knowledge and
understanding of revenue sources increases
the reliability of the revenue system. The City
will understand its revenue sources and enact
consistent collection policies to provide
assurances that the revenue base will
materialize according to budgets and plans.
3. EQUITY. The City shall make every effort to
maintain equity in its revenue system; i.e., the
City shall seek to minimize or eliminate all
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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 approach
will help avoid instabilities in particular
revenue sources due to factors such as
fluctuations in the economy and variations in
the weather. Stability is achieved by a balance
between elastic and inelastic revenue sources.
B.OTHER CONSIDERATIONS. The following
considerations and issues will guide the City in its
revenue policies concerning specific sources of
funds:
1. COST/BENEFIT OF INCENTIVES FOR
ECONOMIC DEVELOPMENT. The City
will use due caution in the analysis of any tax
or fee incentives that are used to encourage
development. Ideally, a cost/benefit (fiscal
impact) analysis will be performed as part of
such evaluation.
2. NON-RECURRING REVENUES. One-time
or non-recurring revenues will not be used to
finance ongoing operations. Non-recurring
revenues should be used only for one-time
expenditures such as long-lived capital needs.
They will not be used for budget balancing
purposes.
3. PROPERTY TAX REVENUES. All real and
business personal property located within the
City shall be valued at 100% of the fair
market value for any given year based on the
current appraisal supplied to the City by the
Brazos County Appraisal District. Reappraisal
and reassessment shall be done at a minimum
of once every three years.
A ninety-six and one half percent (96.5%)
collection rate shall serve each year as a
minimum goal for tax collections. The City
Manager may, for budget and forecasting
purposes, use up to the tax rate in effect for
the current year's budget. This policy will
require that the City Manager justify a tax rate
that is different from the current tax rate.
The justification will be based on City Council
directions, needs arising from voter authorized
bonds, or other extraordinary conditions as
may arise from time to time.
4. INVESTMENT INCOME. Earnings from
investment (both interest and capital gains) of
available monies, whether pooled or not, will
be distributed to the funds in accordance with
the equity balance of the fund from which
monies were provided to be invested.
5. USER-BASED FEES AND SERVICE
CHARGES. For services associated with a
user fee or charge, the direct and indirect
costs of that service will be offset by a fee
where possible. There will be a review of fees
and charges no less than once every three
years to ensure that fees provide adequate
coverage of costs of services. User charges
may be classified as "full cost recovery," partial
cost recovery," 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 RATES. The City will
review and adopt utility rates as needed to
generate revenues required to fully cover
operating expenses, meet the legal
restrictions of all applicable bond covenants,
and provide for an adequate level of working
capital.
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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
Wastewater 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.
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 the approval of the City Manager.
Modifications to reserve categories and
interdepartmental budget totals will be done only
by City Council consent with formal briefing and
council action.
D. PURCHASING. All City purchases and
contracts shall conform to a competitive bidding
process as set forth in Chapter 252 as amended
from time to time in the Local Government Code
of Texas. If the sealed competitive bidding
requirement applies to the contract, the contract
shall be submitted to the Council for approval.
The purchase of goods or services by the City
totaling $3,000 to $@5,000 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
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paid within thirty (30) calendar days of receipt of
goods or services or invoice date, whichever is
later, in accordance with the provisions of Article
601f, Section 2 of the State of Texas Civil
Statutes.
The Director of Fiscal Services shall establish and
maintain proper procedures which will enable the
City to take advantage of all purchase discounts,
when possible, except in the instance where
payments can be reasonably and legally delayed
in order to maximize the City's investable cash.
F. RISK MANAGEMENT. The City will
aggressively pursue every opportunity to provide
for the Public's and City employees' safety and to
manage its risks. The goal shall be to minimize
the risk of loss of resources through liability
claims with an emphasis on safety programs. All
reasonable options will be investigated to finance
risks. Such options may include risk transfer,
insurance, and risk retention. Where risk is
retained, reserves will be established based upon
actuarial determinations and not be used for
purposes other than for financing losses.
G. REPORTING. Summary reports will be
prepared showing actual expenditures as
compared to the original budget and prior year
expenditures.
V. CAPITAL BUDGET AND PROGRAM
A.PREPARATION. The 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 Budget and Strategic
Planning with the involvement of responsible
departments.
B. CONTROL. All capital project expenditures
must be appropriated in the capital budget. The
Director of Fiscal Services must certify the
availability of resources before any capital project
contract is presented to the City Council for
approval.
C. PROGRAM PLANNING. The capital budget
will be taken from the capital improvements
project plan for future years. The planning time
frame for the capital improvements project plan
should normally be five years, with a minimum of
at least three years. The replacement and
maintenance for capital items should also be
projected for the next five years. Future
maintenance and operational costs will be
considered so that these costs can be included as
appropriate in the annual budget.
D. FINANCING PROGRAMS. Where applicable,
assessments, impact fees, pro-rata charges, or
other fees should be used to fund capital projects
which have a primary benefit to specific,
identifiable property owners.
Recognizing that long-term debt is usually a more
expensive financing method, alternative financing
sources will be explored before debt is issued.
When debt is issued, it will be used to acquire
major assets with expected lives which equal or
exceed the average life of the debt issue.
E. REPORTING. Periodic financial reports will be
prepared to enable the Department Managers to
manage their capital budgets and to enable the
Office of Budget and Strategic Planning to
monitor and control the capital budget as
authorized by the City Manager. Summary
capital project status reports will be presented to
the City Council monthly.
VI. CAPITAL MAINTENANCE & REPLACEMENT
The City recognizes that deferred maintenance and not
anticipating capital replacements increases future capital
costs. In order to address these issues, the City Council
has approved a number of policies to address these
issues.
A. STREETS CAPITAL MAINTENANCE AND
REPLACEMENT. It is the policy of the City to
annually provide significant funding for the
Streets Division within the Public Works
Department to use for a residential street
maintenance program.
B. BUILDING CAPITAL MAINTENANCE AND
REPLACEMENT. It is the policy of the City
to annually provide significant funding for
major maintenance on its buildings such as roof
air conditioning, flooring and other
replacements.
C. PARKING LOTS AND INTERNAL
ROADWAYS. It is the policy of the City to
annually provide significant funding to pay for
major maintenance of parking lots and internal
roadways.
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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 10% (changed in fiscal
year 2001) 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 REPLACEMENT. The City has a
major investment in its fleet of cars, trucks,
tractors, backhoes, and other equipment. The
City will anticipate replacing existing
equipment, as necessary and will establish
charges that are assigned to departments to
account for the cost of that replacement. The
replacement fund may be used to provide
funding for new equipment providing a charge
to departments that recovers the initial
investment and lost opportunity costs and
maintains the ability of the fund to provide for
replacement of all covered equipment.
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
life of such equipment and established a means
of charging the cost of replacement of that
equipment to the various departments in order
to recognize the city's continuing need.
VlI. 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
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.
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C. FINANCIAL REPORTING.
1. EXTERNAL REPORTING. The City's
auditors, the City shall prepare a written
Comprehensive Annual Financial Report
(CAFR) which shall be presented to the
Council within 120 calendar days of the City's
fiscal year end. Accuracy and timeliness of the
CAFR are the responsibility of City staff. The
CAFR shall be prepared in accordance with
GAAP and shall be presented annually to the
Government Finance Officer's Association
(GFOA) for evaluation and consideration for
the Certificate of Achievement for Excellence
in Financial Reporting. If City staffing
limitations preclude such timely reporting, the
Director of Fiscal Services will inform the City
Council of the delay and the reasons therefor.
2. INTERNAL REPORTING. The Fiscal
Services Department will prepare internal
financial reports, sufficient to plan, monitor,
and control the City's financial affairs. Internal
financial reporting objectives are addressed
throughout these policies.
VIII. ASSET MANAGEMENT
A. INVESTMENTS. The Director of Fiscal Services
shall promptly invest all City funds with the
depository bank in accordance with the
provisions of the current Bank Depository
Agreement or in any negotiable instrument
authorized by the City Council under the
provisions of the Public Funds Investment Act of
1987 as amended, and in accordance with the
City Council's approved Investment Policies.
An investment report will be provided to the City
Council quarterly. This report shall provide both
summary and detailed information on the City’s
investment portfolio.
B. CASH MANAGEMENT. The City's cash flow
will be managed to maximize the cash available
to invest. Such cash management will entail the
centralization of cash collections, where feasible,
including utility bills, building and related permits
and licenses, fines, fees, and other collection
offices as appropriate.
Periodic review of cash flow position will be
performed to determine performance of cash
management and conformance to investment
policies. The underlying theme will be that idle
cash will be invested with the intent to 1)
safeguard assets, 2) maintain liquidity, and 3)
maximize return. Where legally permitted,
pooling of investments will be done.
C. FIXED ASSETS AND INVENTORY. These
assets will be reasonably safeguarded and
properly accounted for, and prudently insured.
A fixed asset of the City shall be defined as a
purchased or otherwise acquired piece of
equipment, vehicle, furniture, fixture, capital
improvement, addition to existing capital
investments, land, buildings or accessioned
Library materials which has an original cost or
value of at least $3,000 and a useful life of more
than three years. All expenditures related to
specific capital projects are exceptions to the
rule. Assets owned by the electric utility will be
capitalized in accordance with Federal Energy
Regulatory Commission (FERD) guidelines.
Furthermore, assets owned by either the water or
wastewater utilities will be capitalized in
accordance with the National Association of
Regulatory Utility Commissioners (NARUC)
guidelines.
The City's fixed assets shall be reasonably
safeguarded and properly accounted for and
sufficiently insured. Responsibility for the
safeguarding of the City's fixed assets lies with
the department director in whose department the
fixed asset is assigned. The Fiscal Services
Department shall maintain the permanent
records of the City's fixed assets including
description, cost, department of responsibility,
date of acquisition, depreciation and expected
useful life.
D. COMPUTER SYSTEM/DATA SECURITY.
The City shall provide security of its computer
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, for capital
equipment…
F-8
1. GENERAL OBLIGATION BONDS (GO's).
GO's will be used only to fund capital assets
of the general government and are not to be
used to fund operating needs of the City.
GO's are backed by the full faith and credit of
the City as well as the ad valorem tax
authority of the City, to the extent allowed by
law. The term of a bond issue will not exceed
the useful life of the asset(s) funded by the
bond issue and will generally be limited to no
more than twenty (20) years. General
obligation bonds must be authorized by a vote
of the citizens of the City of College Station.
2. REVENUE BONDS (RB's). RB'S will be
issued to provide for the capital needs of any
activities where the capital requirements are
necessary for continuation or expansion of a
service which produces a revenue and for
which the asset may reasonably be expected
to provide for a revenue stream to fund the
debt service requirements. The term of the
obligation should not exceed the useful life of
the asset(s) to be funded by the bond issue
and will generally be limited to no more than
twenty (20) years.
3. CERTIFICATES OF OBLIGATION,
Contract Obligations, etc. (CO's). CO's
will be used in order to fund capital
requirements that are not otherwise covered
under either revenue bonds or general
obligation bonds. Debt service for CO's may
be either from general revenues or backed by
a specific revenue stream or streams or by a
combination of both. Generally CO's will be
used to fund capital assets when GO's and
RB's are not appropriate and when
authorized under law. The term of the
obligation may not exceed the useful life of
the asset(s) to be funded by the proceeds of
the debt issue and will generally be limited to
no more than ten (10) years, but may extend
to twenty (20) years when the asset is of a
nature that its anticipated useful life exceeds
20 years.
B. METHOD OF ISSUANCE AND BIDDING
PARAMETERS.
1. METHOD OF SALE. The City will
use a competitive bidding process in the sale
of bonds unless the nature of the issue
warrants a negotiated bid. In situations where
a competitive bidding process is not elected,
the City will publicly present the reasons why,
and the City will participate with the financial
advisor in the selection of the underwriter or
direct purchaser.
2.BIDDING PARAMETERS. The notice of
sale will be carefully constructed so as to
ensure the best possible bid for the City, in
light of the existing market conditions and
other prevailing factors.
C. ANALYSIS OF FINANCING
ALTERNATIVES. Staff will explore alternatives
to the issuance of debt for capital acquisitions
and construction projects. These alternatives will
include, but not be limited to, 1) grants in aid, 2)
use of reserves, 3) use of current revenues, 4)
contributions from developers and others, 5)
leases, and 6) impact fees.
D. DISCLOSURE. Full disclosure of operating
costs along with capital costs will be made to the
bond rating agencies and other users of financial
information. The City staff, with the assistance of
financial advisors and bond counsel, will prepare
the necessary materials for presentation to the
rating agencies, will aid in the production of
Preliminary Official Statements, and will take
responsibility for the accuracy of all financial
information released.
E. FEDERAL REQUIREMENTS. The City will
maintain procedures to comply with arbitrage
rebate and other Federal requirements.
F. DEBT STRUCTURING. The City will issue
bonds for 20 years or less, not to exceed the life
of the asset acquired.
The structure should approximate level annual
debt service unless operational matters dictate
otherwise or if market conditions indicate
potential savings could result from modifying the
level payment stream.
Consideration of market factors, such as the tax-
exempt qualification, minimum tax alternative,
and so forth will be given during the structuring
of long-term debt instruments.
X. FINANCIAL CONDITIONS, RESERVES, AND
STABILITY RATIOS
A. OPERATIONAL COVERAGE. (NO
OPERATING DEFICITS). The City will
maintain an operational coverage of 1.00, such
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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 working capital (current assets less
current liabilities) in the enterprise funds
should be maintained at 15% of total
operating expenses or the equivalent of 55
days. Cash and Investments alone should be
equivalent to 30 days of operations.
3. The Hotel/Motel Tax Fund fund balance
should be at least 15% of the annual budgeted
expenditures. -Adequate reserves are essential
due to the nature of this revenue source and
the reliance organizations have on this
revenue source to maintain ongoing
operations.
4. The Internal Service Funds will attain and
retain fund balance/working capital balances
appropriate for the fund.
(a) Some funds such as Fleet Maintenance,
Communications, Print-Mail and Utility
Billing need only a minimal working
capital balance in order to meet the
needs of the fund.
(b) Other funds-such as the various
insurance funds where risk is retained by
the City in a self-insurance mode, a
reserve will be established based upon an
actuarial determination. Such reserve
will be used for no other purposes than
for financing losses under the insurance
program.
(c) The Replacement Fund will have a
working capital balance that will provide
resources to replace covered equipment
when it is necessary to be replaced. The
funds will be replenished based on
anticipated life of equipment and
adjusted based on changes in the costs
the covered equipment.
C. LIABILITIES AND RECEIVABLES.
Procedures will be followed to maximize
discounts and reduce penalties offered by
creditors. Current liabilities will be paid within 30
days of the invoice date or on receipt of the
goods or services, whichever is later. Accounts
Receivable procedures will target collection for a
maximum of 30 days from service, with any
receivables aging past 90 days to go to a
collection agency. The Director of Fiscal Services
is authorized to write-off uncollectible accounts
that are delinquent for more than 365 days, if
the proper delinquency procedures have been
followed.
D. CAPITAL AND DEBT SERVICE FUNDS.
1. Monies in the capital projects funds will be
used within 36 months of receipt. Balances
will be used to generate interest income to
offset increases in construction costs or other
associated costs. Capital project funds are
intended to be expended.
2. Revenues in the General Debt Service Fund
are stable, based on property tax revenues
and transfers from other funds. Remaining
balances are maintained to meet
contingencies and to make certain that the
next year's debt service payments may be met
in a timely manner. The fund balance should
not fall below 81/3% (one month) of average
budgeted expenditures (in line with IRS
guidelines).
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.
F-10
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.
C. INTERNAL REVIEWS/AUDITS. The
Accounting Division will complete a
review/audit of any department or
procedure as directed by the Director of
Fiscal Services. Audits of petty cash and
cash receipts will be randomly scheduled
and conducted on an annual basis.
APPENDIX G
OUTSIDE AGENCY FUNDING
G-1
OUTSIDE AGENCY FUNDING
The City funds a number of outside agencies and
organizations each fiscal year to provide services
for the citizens of College Station. The amount of
funding provided depends on the funds available.
This year organizations and agencies are receiving
funds from the General Fund, Community
Development Fund, Hotel/Motel Fund, Electric
Fund and Sanitation Fund.
Organizations submit requests for funding to the
City during the budget process. They are asked to
provide financial information including a budget
showing revenues and expenditures, goals and
objectives of the organization, and the projected
uses of the funds being requested. Also submitted
are service levels and performance measures.
Community Development eligible agencies go
through a selection process through the Joint
Relief Funding Committee. This committee is
made up of members from College Station and
Bryan and reviews all requests for Community
Development Funds available for public agencies
and makes recommendations to both cities on
which agencies should receive funding.
The following is a summary of the agencies
recommended for funding in FY 03. The General
Fund approved agencies include the following:
Brazos Animal Shelter, $53,392; the Brazos
County Appraisal District, $133,000; and the
Brazos County Health Distract, $113,498.
In the past a number of other agencies have also
been funded through the General Fund. For the
past two years these requests have been reviewed
by the College Station members of the Joint
Funding Relief Review Committee. This year the
committee recommended $89,000 for 5
organizations.
• Retired Senior Volunteer Program - $5,000
• Dispute Resolution Center - $10,000
• African American History Museum - $34,000
• Children’s Museum of the Brazos Valley -
$30,000
• I Love America 4th of July Celebration
Fireworks Display (Noon Lions Club) -
$10,000
The FY 03 Approved Budget includes funding for
recommended agencies for the recommended
amount. Additionally, the budget includes $4,500
in funding for the Sister Cities Association. The
budget also adds $10,000 to the commttee
recommendation for the Noon Lions Club 4th of
July Celebration Fireworks Display, for a total
funding of $20,000. However, the $20,000 in
funding for the Noon Lions Club is allocated in the
Brazos Valley Solid Waste Management Fund and
not the General Fund.
The Community Development funded agencies
were recommended by the Joint Relief Funding
Committee. A total of $183,000 is approved to
be distributed to 7 agencies. These agencies
include: the Brazos Food Bank, $16,640; the
BVCASA, $15,931; the College Station
Department Programs, $69,222; Elder Aid,
$12,745; Hospice of the Brazos Valley, $28,422;
and LULAC, $20,000. Also included is the Twin
City Mission’s Phoebe’s Home funded at
$20,040.
Hotel/Motel funds are approved for 3
organizations. The Arts Council approved budget
for FY 03 is $260,400. Another agency is the
Convention & Visitors Bureau approved budget is
$668,000. In FY 03 the new Convention and
Visitor Bureau will begin operation. The
approved budget for the Brazos Valley Sports
Foundation is $200,000. The Sports Foundation
was created to market 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, funded
from the Electric Fund, is approved at $243,287.
The EDC is an organization to promote economic
development in the area and is funded by the
Cities of College Station and Bryan, and Brazos
County.
Funding for Brazos Beautiful is approved to be
$40,000. This funding is approved to come from
the Sanitation Fund. Brazos Beautiful promotes
litter abatement and beautification programs.
CITY OF COLLEGE STATION
OUTSIDE AGENCY FUNDING
FY 02 FY 02-03
FY 97 FY98 FY 99 FY 00 FY 01 YEAR END TOTAL
GENERAL FUND ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATE APPROVED
RSVP 5,000$ 5,000$ 5,000$ 5,000$ $5,000 5,000$ 5,000$
AFRICAN AMERICAN NATIONAL HERITAGE SOCIETY 0 0 0 0 0 34,000 34,000
BVCASA 25,000 25,000 25,000 25,000 25,000 0 0
BRAZOS ANIMAL SHELTER 31,460 27,014 45,623 45,700 52,346 53,392 53,392
BRAZOS BEAUTIFUL-FM2818 CREPE 0 0 0 50,000 0 0 0
BRAZOS COUNTY APPRAISAL DISTRICT 104,376 108,821 90,564 96,484 108,700 114,530 133,000
BRAZOS CO. HEALTH DISTRICT 80,584 83,002 85,500 89,775 113,498 113,498 113,498
BRAZOS COUNTY SR CITIZENS ASSOC. 0 10,000 0 3,300 0 0 0
DISPUTE RESOLUTION CENTER 0 0 0 2,500 5,000 10,000 10,000
EDC INCENTIVE FUNDING 50,000 0 0 0 0 0 0
VETERAN'S PARK MEMORIAL 0 0 0 0 25,000 25,000 0
CHILDREN'S MUSEUM OF THE BRAZOS VALLEY 0 0 0 0 0 30,000 30,000
NOON LIONS CLUB - 4TH OF JULY 6,850 7,175 8,000 8,000 8,000 10,000 0
SCA STUDENT AMBASSADOR PROGRAM 9,000 9,000 9,000 9,000 9,000 4,500 4,500
312,270$ 275,012$ 268,687$ 334,759$ 351,544$ 399,920$ 383,390$
COMMUNITY DEVELOPMENT
BLUEBONNET GIRL SCOUT COUNCIL 0$ 0$ 0$ 8,000$ 0$ 0$ 0$
BRAZOS COUNTY COMMUNITY COUNCIL 0 6,400 0 0 0 0 0
BRAZOS COUNTY RAPE CRISIS CENTER 0 0 0 0 0 0 0
BRAZOS FOOD BANK 24,926 0 30,000 0 20,734 0 16,640
BRAZOS MATERNAL & CHILD HEALTH CTR 20,000 0 0 0 0 21,600 0
BVCAA DENTAL CLINIC 0 0 0 0 15,000 10,000 0
BVCASA 0 0 0 0 0 0 15,931
COLLEGE STATION DEPARTMENT 0 68,050 42,688 43,000 55,008 66,540 69,222
ELDER AID 24,320 0 21,840 25,079 16,550 0 12,745
FAMILY MEDICINE CENTER 0 0 0 25,000 0 0 0
GIRLS CLUB OF BRAZOS VALLEY 0 24,900 0 0 0 0 0
HEALTH FOR ALL 45,010 40,000 30,000 0 0 19,575 0
HOSPICE OF BRAZOS VALLEY 0 0 20,122 0 30,000 0 28,422
INFANT PROGRAM 0 0 0 0 0 0 0
INTERFAITH OUTREACH 32,800 24,600 30,000 0 0 0 0
LITERACY VOLUNTEERS OF AMERICA 0 0 0 0 0 5,102 0
LULAC 0 0 0 0 0 0 20,000
SALVATION ARMY 0 0 0 15,000 0 0 0
SCOTTY'S HOUSE 0 18,300 0 24,680 0 23,000 0
TCM - THE BRIDGE 0 0 2,200 37,141 6,654 0 0
TCM - COMMUNITY SUPPORT 0 0 0 0 33,654 0 0
TCM - PHOEBE'S HOME 0 0 0 0 0 19,033 20,040
TCM - SHELTERING ARMS 0 0 0 0 0 19,200 0
147,056$ 182,250$ 176,850$ 169,900$ 177,600$ 184,050$ 183,000$
HOTEL/MOTEL FUND
ARTS COUNCIL 170,000$ 184,000$ 209,029$ 245,400$ $255,400 260,400$ 260,400$
ATHLETIC FEDERATION 7,900 7,900 0 0 0 0 0
CONVENTION AND VISITORS BUREAU 602,450 534,523 621,260 665,000 645,000 668,000 668,000
BRAZOS VALLEY SPORTS FOUNDATION 0 99,500 122,000 125,660 150,000 192,000 200,000
AGGIE SWIM CLUB 6,850 2,602 0 0 0 0 0
BUSH LIBRARY COMMITTEE 95,760 50,000 50,000 50,000 0 0 0
NOON LIONS CLUB - 4TH OF JULY 0 0 0 0 0 0 0
HOLIDAY ON THE BRAZOS 0 0 0 0 0 0 0
882,960$ 878,525$ 1,002,289$ 1,086,060$ 1,050,400$ 1,120,400$ 1,128,400$
ELECTRIC FUND
ECONOMIC DEVELOPMENT CORPORATION 157,000$ 160,000$ 170,000$ 209,494$ 246,167$ 246,951$ 243,287$
157,000$ 160,000$ 170,000$ 209,494$ 246,167$ 246,951$ 243,287$
SANITATION FUND
BRAZOS BEAUTIFUL 17,000$ 17,000$ 37,000$ 37,000$ 37,800$ 40,000$ 40,000$
17,000$ 17,000$ 37,000$ 37,000$ 37,800$ 40,000$ 40,000$
BVSWMA FUND
NOON LIONS CLUB-4TH OF JULY 0$ 0$ 0$ 0$ 0$ 0$ 20,000$
0$ 0$ 0$ 0$ 0$ 0$ 20,000$
TOTAL AGENCY FUNDING ################################################1,998,077$
G-2
APPENDIX H
MISCELLANEOUS STATISTICAL DATA
CITY OF COLLEGE STATION, TEXAS
CONSTRUCTION PERMITS
LAST TEN CALENDAR YEARS
Residential Commercial
Construction Construction Total
Number Number Number
Year of Permits Value of Permits Value of Permits Value
1991 370 18,933,748 164 17,319,566 534 36,253,314
1992 475 31,503,185 153 11,648,580 628 43,151,765
1993 598 44,396,336 316 35,378,164 914 79,774,500
1994 614 74,312,947 346 21,336,839 960 95,649,786
1995 634 58,192,760 102 22,577,442 736 80,770,202
1996 656 58,501,690 131 20,856,558 787 79,358,248
1997 584 50,488,222 114 46,243,177 698 96,731,399
1998 691 83,593,022 320 59,342,043 1011 142,935,065
1999 1057 87,917,466 296 27,723,105 1353 115,640,571
2000 793 87,144,173 328 52,569,645 1121 139,713,818
2001 975 101,703,574 313 44,592,967 1288 146,296,541
2002*71,909,596 200 31,088,867 1179 102,998,463
* NOTE: 2002 data are for Jan. - August 2002
Residential Construction includes: Single family dwellings, Duplexes and Apartments
as well as residential remodels, slabs, roofs, storage/accessory, and swimming pools.
Commercial Construction includes: Commercial new construction, slab, and remodel
as well as Hotel/Motel/Inn, demolition and sign permits.
Source: The City of College Station, Development Services
H-1
CITY OF COLLEGE STATION
PRINCIPAL TAXPAYERS
July 2002
Percent of
2001 Total Assessed
College Station- Top 10 Taxpayers Type of Business Assessed Valuation Valuation
C.B.L. & Associates Retail Mall $48,617,375 1.95%
W9/JP-M Real Estate Ltd.Housing 40,630,000 1.63%
Verizon Communications, Inc.Utility 35,241,110 1.42%
Universal Computer Services, Inc.Retail 31,696,491 1.27%
Alkosser/Weinberg Housing 30,674,775 1.23%
College Station Hospital LP Medical 25,132,560 1.01%
Wal-Mart/Sam's Retail 19,667,890 0.79%
University Commons Housing 18,408,250 0.74%
SHP-The Callaway House LP Housing 16,200,000 0.65%
Melrose Apartments Housing 16,000,000 0.64%
Total $282,268,451 11.34%
Top 5 Commercial Taxpayers Type of Business Assessed Valuation Valuation
C.B.L. & Associates Retail Mall 48,617,375 1.95%
College Station Hospital LP Medical 25,132,560 1.01%
Wal-Mart/Sam's Retail 19,667,890 0.79%
Lane College Station Limited Retail 14,000,000 0.56%
R&S Leasing Retail 10,495,946 0.42%
Total $117,913,771 4.74%
Top 5 Industrial Taxpayers Type of Business Assessed Valuation Valuation
Universal Computer Services, Inc.Retail 31,696,491 1.27%
O I Corporation Retail 5,556,480 0.22%
Red Oak Sportswear/GCS-CCC Realty Retail 4,762,975 0.19%
ARC/AMS Retail 5,657,865 0.23%
Aggieland Ready Mix Co.Retail 750,000 0.03%
Total $48,423,811 1.95%
Source: Brazos County Appraisal District
H-2
CITY OF COLLEGE STATION, TEXAS
PRINCIPAL UTILITY CUSTOMERS
July 2002
Total
Oct. 00 to Sept. 01 Percent of KWH
Utility Customer Type of Business KWH Consumption Consumed
CSISD Schools 16,892,390 2.89
CBL & Associates Retail Mall 14,625,093 2.50
City of College Station Municipality 14,330,746 2.45
Wal-Mart Retail 7,886,037 1.35
Albertsons Retail Grocery 7,588,281 1.30
Krogers Retail Grocery 7,449,600 1.27
State Headquarters/TAMU University 7,413,019 1.27
College Station Medical Hospital 6,724,480 1.15
Lane C/S Ltd Hotel 5,134,800 0.88
Dealer Computer Services Technical Support 4,656,400 0.80
TOTAL 92,700,846 15.86
Source: City of College Station Utility Billing Department
H-3
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
October 2002
Date incorporated October, 1938
Date first charter adopted October, 1938
Date present charter adopted May, 1992
Date of last charter amendment May, 1998
Form of government Council-Manager
Area in square miles
Year Square Miles
1938 1.50
1948 4.20
1958 7.30
1968 17.3
1978 22.6
1988 27.7
1989 27.7
1990 27.7
1992 28.1
1994 30.0
1995 38.2
1996 38.2
1998 40.8
Miles of streets:Paved 711 Lane Miles
Unpaved 1.3 Lane Miles
Miles of sanitary sewer 249.5 Miles
Fire Protection:
Number of stations 4
Number of full-time employees 103
Police Protection:
Number of employees 141.5
Number of patrol units 25
One jail facility with a capacity of 20
H-4
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
July 2002
Recreation:Number of basketball courts 22
Number of gyms 3
Number of jogging/walking trails 19
Number of nature trails 5
Number of picnic pavilions 10
Number of picnic shelters 17
Number of playgrounds 36
Number of soccer fields 19
Number of softball/baseball fields 18
Number of swimming pools 4
Number of tennis courts 14
Number of volleyball courts 8
Parks:
Facility Acres Facility Acres
Anderson Park 8.94 Merry Oaks Park 4.60
Arboretum 17.00 Oaks Park 7.50
Bee Creek Park 26.50 Parkway Park 1.90
Billie Madeley Park 5.13 Pebble Creek Park 10.20
Brison Park 9.20 Raintree Park 12.98
Brother's Pond 16.12 Richard Carter Park 7.14
Castlegate Park 4.35 Sandstone Park 15.21
College Station Central Park 47.22 Shenandoah Park 8.06
Conference Center 2.30 Southeast Community Park 62.00
Cy Miller Park 2.50 Southwest Park Site 4.78
Eastgate Park 1.80 Southwood Athletic Complex 44.70
Edelweiss Gartens Park Site 7.74 Steeplechase Park 8.90
Edelweiss Park 12.30 Thomas Park 16.10
Emerald Forest Park 4.59 University Park Site 10.20
Gabbard Park 10.67 Veterans Athletic Park 150.00
Georgie K. Fitch Park 11.30 W.A. Tarrow 21.26
Hensel Park -TAMU 29.70 W. A. Tarrow Park-Lincoln Ctr.8.20
Jack and Dorothy Miller Park 10.00 Westfield Park Site 4.29
Lemon Tree Park 15.43 Windwood Park 1.37
Lick Creek Park 515.50 Wolf Pen Creek Park 19.49
Lions Park 1.50 Woodcreek Park 6.60
Longmire Park 4.16 Woodland Hills Park Site 3.21
Luther Jones 1.80 Woodway Park 9.26
H-5
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
July 2002
Utility Fund:
Electric Users (Connections)31,678
Water Users (Connections)21,721
Average Electrical Consumption:51,409,703 Kwh/mo.
Average Water Consumption:262,790 MGW/Mo.
Number of Employees:
Electric 60
Water 31
Sewer 36
Water Capacity:
Number of Wells 5
Combined Capacity of Wells 19,000,000 GAL/day
Number of Ground Storage Tanks 2
Total capacity 8,000,000 GALS
Number of Elevated Storage Tanks 2
Total capacity 5,000,000 GALS*
Miles of Water Lines 287.06
Electric System:
Maximum Demand 162 megawatts**
Number of Stations 4
Miles of Distribution Lines 344
Sanitation Fund:
Number of users (units served)22,258
Landfill size 119
Methodology Curbside pickup using automated containers.
*New well will not be completed until January 2003
**Maximum demand for 2002 will not be reached until September
H-6
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
July 2002
Education:
Attendance centers 11
Number of classrooms 550
Number of teachers 600
Number of students 7,300
Elections:
Number of registered voters:
Last municipal election.45,024
Number of votes cast in:
Last municipal election 3,703
Percentage of registered voters voting in:
Last municipal election 8.22%
Population:
Actual
Census Count 2000 67,890
1990 52,456
1980 37,296
1970 17,676
1960 11,396
1950 7,925
SOURCE:Education:College Station Independent School District
Elections:City Secretary's Office
Population:Development Services
H-7
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
July 2002
UNIVERSITY
YEAR PROJECTIONS
1988 39,163
1989 40,492
1990 41,131
1991 40,997
1992 41,092
1993 42,524
1994 42,018
1995 41,790
1996 41,892
1997 41,461
1998 42,635
1999 43,442
2000 44,026
2001 44,618
2002 45,143
PRIMARY LABOR FORCE FOR COLLEGE STATION
1990 - 2002
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 27,465 26,751 714 2.6
1997 28,051 27,421 630 2.2
1998 29,371 28,846 525 1.8
1999 30,059 29,506 553 1.8
2000 30,538 30,051 487 1.6
2001 30,881 30,349 532 1.7
2002 29,734 29,105 629 2.1
* NOTE: 2002 represents average labor force and employment through August.
SOURCE: Texas Workforce Commission
TEXAS A & M
H-8
APPENDIX I
THE 2002-2003
STRATEGIC PLANNING AND BUDGET
PROCESS
Strategic Planning and Budget Process Flowchart
February Present Financial Forecast
Review pay plan recommendations
May FY02 Strategic Plan status report
City Council Strategic Planning Retreat
- Review Mission and Vision Statements
- Identify and prioritize FY03 Strategic Plan strategies
June Review Citizen Survey results
July Present Proposed FY03 Strategic Plan to City Council
Review and revise Proposed Strategic Plan
August Present Proposed Budget to City Council
Review proposed Capital Improvement Program
Public Hearing on Proposed Budget
September Council adoption of FY03 Strategic Plan
Council adoption of FY03 Budget
Council adoption of Tax Rate
I -1
APPENDIX J
SCHEDULE OF REQUIREMENTS FOR:
GENERAL OBLIGATION BONDS
CERTIFICATES OF OBLIGATION
UTILITY REVENUE BONDS
DEBT SERVICE
GENERAL OBLIGATION BONDS
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation And Refunding Bond Series 1991
December 23, 1991 -- $4,625,000
Street Construction and Improvements - $2,750,000; Parks Construction and Improvements - $750,000
Refund Series 1991Public Property Finance Contractual Obligations - $1,125,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT
DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-03 225,000 5.80%28,000 253,000
8-15-03 21,250 21,250 274,250 750,000
2-15-04 21,250 21,250
8-15-04 21,250 21,250 42,500 750,000
2-15-05 21,250 21,250
8-15-05 21,250 21,250 42,500 750,000
2-15-06 21,250 21,250
8-16-06 21,250 21,250 42,500 750,000
2-15-07 21,250 21,250
8-15-07 21,250 21,250 42,500 750,000
2-15-08 21,250 21,250
8-15-08 21,250 21,250 42,500 750,000
2-15-09 21,250 21,250
8-15-09 21,250 21,250 42,500 750,000
2-15-10 250,000 6.00%21,250 271,250
8-15-10 13,750 13,750 285,000 500,000
2-15-11 250,000 5.50%13,750 263,750
8-15-11 6,875 6,875 270,625 250,000
2-15-12 250,000 5.50%6,875 256,875 256,875 0
Effective Interest Rate: 5.95%Moody's: A-1
Net Interest Cost:$2,130,113 S & P's: A+
Paying Agent: Texas Commerce Bank, N.A.
Underwriting Group: Stephens, Inc.
First Southwest Company
Nations Bank
Eugene C. Palma
FSW Co.
Call Provisions: All Bonds maturing on or after February 15, 2005 are optional for redemption in whole or in part on
February 15, 2004 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the
Bonds are redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral multiples of
$8,000 within any one maturity.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
General Obligation And Refunding Bond Series 1994
August 15, 1994 -- $6,250,000
Street Construction - $1,750,000; Parks (1990 Authorization) - $250,000
Oversize Bridge (1984 Authorization) - $500,000; Drainage Improvements - $350,000
Refund C.O. Series 1994 - $3,400,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT
DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-03 300,000 7.30%94,825 394,825
8-15-03 83,875 83,875 478,700 3,050,000
2-15-04 300,000 5.50%83,875 383,875
8-15-04 75,625 75,625 459,500 2,750,000
2-15-05 275,000 5.50%75,625 350,625
8-15-05 68,063 68,063 418,688 2,475,000
2-15-06 275,000 5.50%68,063 343,063
8-16-06 60,500 60,500 403,563 2,200,000
2-15-07 275,000 5.50%60,500 335,500
8-15-07 52,938 52,938 388,438 1,925,000
2-15-08 275,000 5.50%52,938 327,938
8-15-08 45,375 45,375 373,313 1,650,000
2-15-09 275,000 5.50%45,375 320,375
8-15-09 37,813 37,813 358,188 1,375,000
2-15-10 275,000 5.50%37,813 312,813
8-15-10 30,250 30,250 343,063 1,100,000
2-15-11 275,000 5.50%30,250 305,250
8-15-11 22,688 22,688 327,938 825,000
2-15-12 275,000 5.50%22,688 297,688
8-15-12 15,125 15,125 312,813 550,000
2-15-13 275,000 5.50%15,125 290,125
8-15-13 7,563 7,563 297,688 275,000
2-15-14 275,000 5.50%7,563 282,563
8-15-14 0 0 282,563 0
Effective Interest Rate: 5.95%Moody's: A-1
Net Interest Cost:$3,421,100 S & P's: A+
Paying Agent: Texas Commerce Bank, N.A.
Underwriting Group: Stephens, Inc.
First Southwest Company
Nations Bank
Eugene C. Palma
FSW Co.
Call Provisions: All Bonds maturing on or after February 15, 2005 are optional for redemption in whole or in part on
February 15, 2004 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the
Bonds are redeemed at anytime, the particular Bonds to be redeemed shall be selected by the City in integral multiples of
$5,000 within any one maturity.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B 1995 SERIES
August 1, 1995 -- $4,700,000
Street Projects - $1,140,000; Northgate - $400,000; Traffic Signals - $420,000;
Misc. Drainage - $395,000; Library - $700,000; Fire Station Relocation - $935,000;
Park Development and Improvements - $280,000; Land Purchase - $430,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
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.
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. - $1,425,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-03 880,000 6.50% 165,664 1,045,664
8-16-03 137,064 137,064 1,182,728 5,395,000
2-16-04 1,100,000 4.70% 137,064 1,237,064
8-15-04 111,214 111,214 1,348,278 4,295,000
2-15-05 640,000 4.80% 111,214 751,214
8-15-05 95,854 95,854 847,068 3,655,000
2-15-06 420,000 4.90% 95,854 515,854
8-15-06 85,564 85,564 601,418 3,235,000
2-15-07 450,000 5.05% 85,564 535,564
8-15-07 74,201 74,201 609,765 2,785,000
2-15-08 460,000 5.05% 74,201 534,201
8-15-08 62,586 62,586 596,788 2,325,000
2-15-09 465,000 5.15% 62,586 527,586
8-15-09 50,613 50,613 578,199 1,860,000
2-15-10 270,000 5.25% 50,613 320,613
8-15-10 43,525 43,525 364,138 1,590,000
2-15-11 285,000 5.35% 43,525 328,525
8-15-11 35,901 35,901 364,426 1,305,000
2-15-12 300,000 5.45% 35,901 335,901
8-15-12 27,726 27,726 363,628 1,005,000
2-15-13 315,000 5.50% 27,726 342,726
8-15-13 19,064 19,064 361,790 690,000
2-15-14 335,000 5.50% 19,064 354,064
8-15-14 9,851 9,851 363,915 355,000
2-15-15 355,000 5.55% 9,851 364,851
8-15-15 0 0 364,851 0
Net Interest: 5,458,206$ Moody's: Aaa
S & P's: AAA
Paying Agent: Texas Commerce Bank National Association
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February 15,
2008 through and including february 15, 2015, in whole or in part in principal amounts of $5,000 or any integral multiple
thereof, on February 15, 2007, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption
. The City reserves the right, at its option, to redeem the Term Bonds having a stated maturity date of February 15,2017 and
subject to mandatory redemption as described herein, in whole or in part in principal amounts of $5,000 or any integral
multiple thereof, on February 15, 1999, or any date thereafter, at the par value thereof plus accrued interest to the date of
redemption.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. 1998 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 - $1,270,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE EACH
FISCAL YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
YEARLY
INTEREST
AMOUNT
2-15-03 255,000 6.50% 141,478 396,478
8-15-03 133,191 133,191 529,669 5,260,000 274,669
2-15-04 265,000 6.50% 133,191 398,191
8-15-04 124,578 124,578 522,769 4,995,000 257,769
2-15-05 280,000 6.50% 124,578 404,578
8-15-05 115,478 115,478 520,056 4,715,000 240,056
2-15-06 295,000 4.50% 115,478 410,478
8-15-06 108,841 108,841 519,319 4,420,000 224,319
2-15-07 310,000 4.55% 108,841 418,841
8-15-07 101,788 101,788 520,629 4,110,000 210,629
2-15-08 325,000 4.65% 101,788 426,788
8-15-08 94,232 94,232 521,020 3,785,000 196,020
2-15-09 340,000 4.70% 94,232 434,232
8-15-09 86,242 86,242 520,474 3,445,000 180,474
2-15-10 360,000 4.75% 86,242 446,242
8-15-10 77,692 77,692 523,934 3,085,000 163,934
2-15-11 380,000 4.85% 77,692 457,692
8-15-11 68,477 68,477 526,169 2,705,000 146,169
2-15-12 395,000 5.00% 68,477 463,477
8-15-12 58,602 58,602 522,079 2,310,000 127,079
2-15-13 415,000 5.00% 58,602 473,602
8-15-13 48,227 48,227 521,829 1,895,000 106,829
2-15-14 440,000 5.00% 48,227 488,227
8-15-14 37,227 37,227 525,454 1,455,000 85,454
2-15-15 460,000 5.10% 37,227 497,227
8-15-15 25,497 25,497 522,724 995,000 62,724
2-15-16 485,000 5.13% 25,497 510,497
8-15-16 13,069 13,069 523,566 510,000 38,566
2-15-17 510,000 5.13% 13,069 523,069 523,069 0
13,069
Net Interest Cost: 3,694,415$ 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.
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 - $100,000
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE
ON PAYMENT
DATE
TOTAL
DUE EACH
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
6,230,000
2-15-03 260,000 3.8000% 125,096 385,096
8-15-03 120,156 120,156 505,253 5,335,000
2-15-04 275,000 3.9000% 120,156 395,156
8-15-04 114,794 114,794 509,950 5,060,000
2-15-05 290,000 4.0000% 114,794 404,794
8-15-05 108,994 108,994 513,788 4,770,000
2-15-06 300,000 4.0000% 108,994 408,994
8-15-06 102,994 102,994 511,988 4,470,000
2-15-07 320,000 4.1000% 102,994 422,994
8-15-07 96,434 96,434 519,428 4,150,000
2-15-08 335,000 5.0000% 96,434 431,434
8-15-08 88,059 88,059 519,493 3,815,000
2-15-09 350,000 5.4000% 88,059 438,059
8-15-09 78,609 78,609 516,668 3,465,000
2-15-10 365,000 4.2500% 78,609 443,609
8-15-10 70,853 70,853 514,461 3,100,000
2-15-11 385,000 4.3000% 70,853 455,853
8-15-11 62,575 62,575 518,428 2,715,000
2-15-12 400,000 4.4000% 62,575 462,575
8-15-12 53,775 53,775 516,350 2,315,000
2-15-13 420,000 4.5000% 53,775 473,775
8-15-13 44,325 44,325 518,100 1,895,000
2-15-14 440,000 4.6000% 44,325 484,325
8-15-14 34,205 34,205 518,530 1,455,000
2-15-15 460,000 4.6500% 34,205 494,205
8-15-15 23,510 23,510 517,715 995,000
2-15-16 485,000 4.7000% 23,510 508,510
8-15-16 12,113 12,113 520,623 510,000
2-15-17 510,000 4.7500% 12,113 522,113 522,113 0
Interest Cost: 3,027,827$ 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.
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 - $810,000
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
8,460,000
2-15-03 295,000 7.00% 199,665 494,665
8-15-03 189,340 189,340 684,005 6,915,000
2-15-04 310,000 7.00% 189,340 499,340
8-15-04 178,490 178,490 677,830 6,605,000
2-15-05 325,000 7.00% 178,490 503,490
8-15-05 167,115 167,115 670,605 6,280,000
2-15-06 340,000 5.25% 167,115 507,115
8-15-06 158,190 158,190 665,305 5,940,000
2-15-07 360,000 5.00% 158,190 518,190
8-15-07 149,190 149,190 667,380 5,580,000
2-15-08 380,000 5.00% 149,190 529,190
8-15-08 139,690 139,690 668,880 5,200,000
2-15-09 400,000 5.10% 139,690 539,690
8-15-09 129,490 129,490 669,180 4,800,000
2-15-10 420,000 5.15% 129,490 549,490
8-15-10 118,675 118,675 668,165 4,380,000
2-15-11 445,000 5.20% 118,675 563,675
8-15-11 107,105 107,105 670,780 3,935,000
2-15-12 470,000 5.30% 107,105 577,105
8-15-12 94,650 94,650 671,755 3,465,000
2-15-13 500,000 5.35% 94,650 594,650
8-15-13 81,275 81,275 675,925 2,965,000
2-15-14 525,000 5.40% 81,275 606,275
8-15-14 67,100 67,100 673,375 2,440,000
2-15-15 560,000 5.50% 67,100 627,100
8-15-15 51,700 51,700 678,800 1,880,000
2-15-16 590,000 5.50% 51,700 641,700
8-15-16 35,475 35,475 677,175 1,290,000
2-15-17 625,000 5.50% 35,475 660,475
8-15-17 18,288 18,288 678,763 665,000
2-15-18 665,000 5.50% 18,288 683,288 683,288 0
Interest Cost: 4,642,079$ Moody's: Aaa
S & P's: AAA
Paying Agent: Chase Bank of Texas
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February 15, 2011, in whole or in
part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2010, or any date thereafter, at the par value thereof plus
accrued interest to the date of redemption.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2001
August 1, 2001 - $4,140,000
Streets - $780,000; Traffic Management - $720,000
Parks - $2,140,000; Drainage - $500,000
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
4,140,000
2-15-03 125,000 4.00% 62,373 187,373
8-15-03 59,873 59,873 247,245 2,675,000
2-15-04 130,000 3.50% 59,873 189,873
8-15-04 57,598 57,598 247,470 2,545,000
2-15-05 140,000 4.00% 57,598 197,598
8-15-05 54,798 54,798 252,395 2,405,000
2-15-06 145,000 4.00% 54,798 199,798
8-15-06 51,898 51,898 251,695 2,260,000
2-15-07 155,000 4.00% 51,898 206,898
8-15-07 48,798 48,798 255,695 2,105,000
2-15-08 165,000 4.00% 48,798 213,798
8-15-08 45,498 45,498 259,295 1,940,000
2-15-09 170,000 4.10% 45,498 215,498
8-15-09 42,013 42,013 257,510 1,770,000
2-15-10 180,000 4.60% 42,013 222,013
8-15-10 37,873 37,873 259,885 1,590,000
2-15-11 190,000 5.50% 37,873 227,873
8-15-11 32,648 32,648 260,520 1,400,000
2-15-12 205,000 4.40% 32,648 237,648
8-15-12 28,138 28,138 265,785 1,195,000
2-15-13 215,000 4.50% 28,138 243,138
8-15-13 23,300 23,300 266,438 980,000
2-15-14 225,000 4.63% 23,300 248,300
8-15-14 18,097 18,097 266,397 755,000
2-15-15 240,000 4.75% 18,097 258,097
8-15-15 12,397 12,397 270,494 515,000
2-15-16 250,000 4.75% 12,397 262,397
8-15-16 6,459 6,459 268,856 265,000
2-15-17 265,000 4.88% 6,459 271,459 271,459 0
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2002
PRINCIPAL - $6,445,000
Streets - $3,781,000; Traffic Management/Signals - $720,000; Fire Station 5 - $250,000
Parks - $129,000; Drainage - $785,000; and City Center Land - $780,000
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
6,445,000
2-15-03 695,000 6.25% 164,943 859,943
8-15-03 143,224 143,224 1,003,168 5,750,000
2-15-04 195,000 6.25% 143,224 338,224
8-15-04 137,131 137,131 475,355 5,555,000
2-15-05 210,000 6.25% 137,131 347,131
8-15-05 130,568 130,568 477,699 5,345,000
2-15-06 220,000 6.25% 130,568 350,568
8-15-06 123,693 123,693 474,261 5,125,000
2-15-07 230,000 4.50% 123,693 353,693
8-15-07 118,518 118,518 472,211 4,895,000
2-15-08 245,000 4.25% 118,518 363,518
8-15-08 113,312 113,312 476,830 4,650,000
2-15-09 255,000 4.25% 113,312 368,312
8-15-09 107,893 107,893 476,205 4,395,000
2-15-10 270,000 4.40% 107,893 377,893
8-15-10 101,953 101,953 479,846 4,125,000
2-15-11 285,000 4.50% 101,953 386,953
8-15-11 95,541 95,541 482,494 3,840,000
2-15-12 300,000 4.63% 95,541 395,541
8-15-12 88,603 88,603 484,144 3,540,000
2-15-13 315,000 4.88% 88,603 403,603
8-15-13 80,925 80,925 484,528 3,225,000
2-15-14 335,000 5.00% 80,925 415,925
8-15-14 72,550 72,550 488,475 2,890,000
2-15-15 350,000 5.00% 72,550 422,550
8-15-15 63,800 63,800 486,350 2,540,000
2-15-16 370,000 5.00% 63,800 433,800
8-15-16 54,550 54,550 488,350 2,170,000
2-15-17 390,000 5.00% 54,550 444,550
8-15-17 44,800 44,800 489,350 1,780,000
2-15-18 410,000 5.00% 44,800 454,800
8-15-18 34,550 34,550 489,350 1,370,000
2-15-19 435,000 5.00% 34,550 469,550
8-15-19 23,675 23,675 493,225 935,000
2-15-20 455,000 5.00% 23,675 478,675
8-15-20 12,300 12,300 490,975 480,000
2-15-21 480,000 5.13% 12,300 492,300
8-15-21 - 0 492,300 0
2-15-22 0 5.13% - 0 0 0
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2003 Estimate
Principal- $3,950,000
Business Park - $3,900,000;
Debt Issuance Cost $50,000
PAYMENT
DATE
ESTIMATE
PRINCIPAL
AMOUNT
ESTIMATE
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
ESTIMATE
PRINCIPAL
AMOUNT
OUTSTANDING
3,950,000
2-15-04 30,000 6.00%118,500 148,500
8-15-04 117,600 117,600 266,100 3,920,000
2-15-05 115,000 6.00%117,600 232,600
8-15-05 114,150 114,150 346,750 3,805,000
2-15-06 120,000 6.00%114,150 234,150
8-15-06 110,550 110,550 344,700 3,685,000
2-15-07 130,000 6.00%110,550 240,550
8-15-07 106,650 106,650 347,200 3,555,000
2-15-08 135,000 6.00%106,650 241,650
8-15-08 102,600 102,600 344,250 3,420,000
2-15-09 145,000 6.00%102,600 247,600
8-15-09 98,250 98,250 345,850 3,275,000
2-15-10 155,000 6.00%98,250 253,250
8-15-10 93,600 93,600 346,850 3,120,000
2-15-11 165,000 6.00%93,600 258,600
8-15-11 88,650 88,650 347,250 2,955,000
2-15-12 175,000 6.00%88,650 263,650
8-15-12 83,400 83,400 347,050 2,780,000
2-15-13 185,000 6.00%83,400 268,400
8-15-13 77,850 77,850 346,250 2,595,000
2-15-14 195,000 6.00%77,850 272,850
8-15-14 72,000 72,000 344,850 2,400,000
2-15-15 210,000 6.00%72,000 282,000
8-15-15 65,700 65,700 347,700 2,190,000
2-15-16 215,000 6.00%65,700 280,700
8-15-16 59,250 59,250 339,950 1,975,000
2-15-17 235,000 6.00%59,250 294,250
8-15-17 52,200 52,200 346,450 1,740,000
2-15-18 250,000 6.00%52,200 302,200
8-15-18 44,700 44,700 346,900 1,490,000
2-15-19 265,000 6.00%44,700 309,700
8-15-19 36,750 36,750 346,450 1,225,000
2-15-20 280,000 6.00%36,750 316,750
8-15-20 28,350 28,350 345,100 945,000
2-15-21 295,000 6.00%28,350 323,350
8-15-21 19,500 19,500 342,850 650,000
2-15-21 315,000 6.00%19,500 334,500
8-15-21 10,050 10,050 344,550 335,000
2-15-22 335,000 6.00%10,050 345,050 345,050
8-15-22 0 0 0
Net Interest:2,882,100$
DEBT SERVICE
CERTIFICATES OF OBLIGATION
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates Of Obligation, SERIES 1998
April 1, 1998, $5,500,000
Convention Center
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT
DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
02/15/2003 225,000 7.30% 127,529 352,529
08/15/2003 119,316 119,316 471,845 4,665,000
02/15/2004 235,000 7.30%119,316 354,316
08/15/2004 110,739 110,739 465,055 4,430,000
02/15/2005 250,000 4.55%110,739 360,739
08/15/2005 105,051 105,051 465,790 4,180,000
02/15/2006 260,000 4.60%105,051 365,051
08/15/2006 99,071 99,071 464,123 3,920,000
02/15/2007 275,000 4.70%99,071 374,071
08/15/2007 92,609 92,609 466,680 3,645,000
02/15/2008 290,000 4.80%92,609 382,609
08/15/2008 85,649 85,649 468,258 3,355,000
02/15/2009 300,000 4.90%85,649 385,649
08/15/2009 78,299 78,299 463,948 3,055,000
02/15/2010 320,000 5.00%78,299 398,299
08/15/2010 70,299 70,299 468,598 2,735,000
02/15/2011 335,000 5.05%70,299 405,299
08/15/2011 61,840 61,840 467,139 2,400,000
02/15/2012 350,000 5.10%61,840 411,840
08/15/2012 52,915 52,915 464,755 2,050,000
02/15/2013 370,000 5.10%52,915 422,915
08/15/2013 43,480 43,480 466,395 1,680,000
02/15/2014 390,000 5.15%43,480 433,480
08/15/2014 33,438 33,438 466,918 1,290,000
02/15/2015 410,000 5.15%33,438 443,438
08/15/2015 22,880 22,880 466,318 880,000
02/15/2016 430,000 5.20%22,880 452,880
08/15/2016 11,700 11,700 464,580 450,000
02/15/2017 450,000 5.20%11,700 461,700 461,700 0
T.I.C.: 5.2202% Moody's: Aaa
Net Interest: 3,346,627$ S.&P.'s: AAA
Paying Agent: First Interstate Bank of Texas, N.A., Houston
Call Provisions: The City reserves the right, at its option, to redeem Certificates having stated maturates on and after
February 15, 2004, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 15,
2003, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption.
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-03 340,000 7.00% 94,938 434,938
8-15-03 83,038 83,038 517,976 3,105,000
2-15-04 340,000 6.00% 83,038 423,038
8-15-04 72,838 72,838 495,876 2,765,000
2-15-05 345,000 5.00% 72,838 417,838
8-15-05 64,213 64,213 482,051 2,420,000
2-15-06 130,000 5.00% 64,213 194,213
8-15-06 60,963 60,963 255,176 2,290,000
2-15-07 140,000 5.00% 60,963 200,963
8-15-07 57,463 57,463 258,426 2,150,000
2-15-08 145,000 5.00% 57,463 202,463
8-15-08 53,838 53,838 256,301 2,005,000
2-15-09 155,000 5.10% 53,838 208,838
8-15-09 49,886 49,886 258,724 1,850,000
2-15-10 165,000 5.13% 49,886 214,886
8-15-10 45,658 45,658 260,543 1,685,000
2-15-11 170,000 5.20% 45,658 215,658
8-15-11 41,238 41,238 256,895 1,515,000
2-15-12 180,000 5.30% 41,238 221,238
8-15-12 36,468 36,468 257,705 1,335,000
2-15-13 190,000 5.35% 36,468 226,468
8-15-13 31,385 31,385 257,853 1,145,000
2-15-14 205,000 5.40% 31,385 236,385
8-15-14 25,850 25,850 262,235 940,000
2-15-15 215,000 5.50% 25,850 240,850
8-15-15 19,938 19,938 260,788 725,000
2-15-16 230,000 5.50% 19,938 249,938
8-15-16 13,613 13,613 263,550 495,000
2-15-17 240,000 5.50% 13,613 253,613
8-15-17 7,013 7,013 260,625 255,000
2-15-18 255,000 5.50% 7,013 262,013 262,013 0
Net Interest: 1,932,554$ Moody's: Aaa
S & P's: AAA
Paying Agent: Chase Bank of Texas
Technology and Fiber Optic Projects - $348,000; Business Park - $250,000; Fire Station #2 - $210,000
Call Provisions: The City reserves the right, at its option, to redeem Obligations having stated maturates on and after
February 15, 2011, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 15,
2010, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption.
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
Neighborhood CIP - $50,000; Debt Issuance - $76,000
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2000 A
Principal - $8,100,000
Debt Issuance - $115,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
8,100,000
2-15-03 535,000 4.75% 196,214 731,214
8-15-03 183,508 183,508 914,721 6,765,000
2-15-04 560,000 5.70% 183,508 743,508
8-15-04 167,548 167,548 911,055 6,205,000
2-15-05 590,000 6.75% 167,548 757,548
8-15-05 147,635 147,635 905,183 5,615,000
2-15-06 250,000 6.75% 147,635 397,635
8-15-06 139,198 139,198 536,833 5,365,000
2-15-07 265,000 4.75% 139,198 404,198
8-15-07 132,904 132,904 537,101 5,100,000
2-15-08 280,000 4.75% 132,904 412,904
8-15-08 126,254 126,254 539,158 4,820,000
2-15-09 290,000 4.80% 126,254 416,254
8-15-09 119,294 119,294 535,548 4,530,000
2-15-10 310,000 4.85% 119,294 429,294
8-15-10 111,776 111,776 541,070 4,220,000
2-15-11 325,000 4.90% 111,776 436,776
8-15-11 103,814 103,814 540,590 3,895,000
2-15-12 340,000 5.00% 103,814 443,814
8-15-12 95,314 95,314 539,128 3,555,000
2-15-13 360,000 5.10% 95,314 455,314
8-15-13 86,134 86,134 541,448 3,195,000
2-15-14 380,000 5.20% 86,134 466,134
8-15-14 76,254 76,254 542,388 2,815,000
2-15-15 405,000 5.25% 76,254 481,254
8-15-15 65,623 65,623 546,876 2,410,000
2-15-16 425,000 5.30% 65,623 490,623
8-15-16 54,360 54,360 544,983 1,985,000
2-15-17 455,000 5.40% 54,360 509,360
8-15-17 42,075 42,075 551,435 1,530,000
2-15-18 480,000 5.50% 42,075 522,075
8-15-18 28,875 28,875 550,950 1,050,000
2-15-19 510,000 5.50% 28,875 538,875
8-15-19 14,850 14,850 553,725 540,000
2-15-20 540,000 5.50% 14,850 554,850 554,850 0
Interest: 4,141,330$
Northgate Parking Garage - $6,385,000; Land Acquisition - $1,600,000
J-15
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2001
August 2, 2001- $3,650,000
Veterans Park - $865,000; Neighborhood CIP - $75,000
2nd Street - $490,000; Debt Issuance - $52,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
3,650,000
2-15-03 435,000 4.00% 67,093 502,093
2-15-03 58,393 58,393 560,486 2,730,000
2-15-04 455,000 3.50% 58,393 513,393
8-15-04 50,431 50,431 563,824 2,275,000
2-15-05 485,000 4.00% 50,431 535,431
8-15-05 40,731 40,731 576,161 1,790,000
2-15-06 465,000 4.38% 40,731 505,731
8-15-06 30,559 30,559 536,289 1,325,000
2-15-07 60,000 4.00% 30,559 90,559
8-15-07 29,359 29,359 119,918 1,265,000
2-15-08 65,000 4.00% 29,359 94,359
8-15-08 28,059 28,059 122,418 1,200,000
2-15-09 70,000 4.10% 28,059 98,059
8-15-09 26,624 26,624 124,683 1,130,000
2-15-10 75,000 4.20% 26,624 101,624
8-15-10 25,049 25,049 126,673 1,055,000
2-15-11 80,000 4.30% 25,049 105,049
8-15-11 23,329 23,329 128,378 975,000
2-15-12 85,000 4.40% 23,329 108,329
8-15-12 21,459 21,459 129,788 890,000
2-15-13 90,000 4.50% 21,459 111,459
8-15-13 19,434 19,434 130,893 800,000
2-15-14 95,000 4.63% 19,434 114,434
8-15-14 17,237 17,237 131,671 705,000
2-15-15 100,000 4.75% 17,237 117,237
8-15-15 14,862 14,862 132,099 605,000
2-15-16 105,000 4.75% 14,862 119,862
8-15-16 12,368 12,368 132,230 500,000
2-15-17 115,000 4.88% 12,368 127,368
8-15-17 9,565 9,565 136,933 385,000
2-15-18 120,000 4.90% 9,565 129,565
8-15-18 6,625 6,625 136,190 265,000
2-15-19 130,000 5.00% 6,625 136,625
8-15-19 3,375 3,375 140,000 135,000
2-15-20 135,000 5.00% 3,375 138,375 0
Net Interest: 965,724$
Technology and Fiber Optic Projects - $1,843,000; Business Park - $200,000
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2002
Principal- $14,480,000
City Facilities - $2,255,000; Wolf Pen Creek - $2,300,000
Street Projects - $8,891,000
Debt Issuance Cost $67,000
PAYMENT
DATE
ESTIMATE
PRINCIPAL
AMOUNT
ESTIMATE
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
ESTIMATE
PRINCIPAL
AMOUNT
OUTSTANDING
14,480,000
2-15-03 1,000,000 3.50% 333,019 1,333,019
2-15-03 315,519 315,519 1,648,538 13,480,000
2-15-04 1,025,000 5.50% 315,519 1,340,519
8-15-04 287,331 287,331 1,627,850 12,455,000
2-15-05 1,045,000 4.25% 287,331 1,332,331
8-15-05 265,125 265,125 1,597,456 11,410,000
2-15-06 1,070,000 4.25% 265,125 1,335,125
8-15-06 242,388 242,388 1,577,513 10,340,000
2-15-07 1,100,000 4.25% 242,388 1,342,388
8-15-07 219,013 219,013 1,561,400 9,240,000
2-15-08 880,000 4.25% 219,013 1,099,013
8-15-08 200,313 200,313 1,299,325 8,360,000
2-15-09 515,000 4.25% 200,313 715,313
8-15-09 189,369 189,369 904,681 7,845,000
2-15-10 540,000 4.25% 189,369 729,369
8-15-10 177,894 177,894 907,263 7,305,000
2-15-11 570,000 4.38% 177,894 747,894
8-15-11 165,425 165,425 913,319 6,735,000
2-15-12 600,000 4.50% 165,425 765,425
8-15-12 151,925 151,925 917,350 6,135,000
2-15-13 635,000 4.63% 151,925 786,925
8-15-13 137,241 137,241 924,166 5,500,000
2-15-14 665,000 4.75% 137,241 802,241
8-15-14 121,447 121,447 923,688 4,835,000
2-15-15 705,000 5.00% 121,447 826,447
8-15-15 103,822 103,822 930,269 4,130,000
2-15-16 740,000 5.00% 103,822 843,822
8-15-16 85,322 85,322 929,144 3,390,000
2-15-17 780,000 5.00% 85,322 865,322
8-15-17 65,822 65,822 931,144 2,610,000
2-15-18 825,000 5.00% 65,822 890,822
8-15-18 45,197 45,197 936,019 1,785,000
2-15-19 870,000 5.00% 45,197 915,197
8-15-19 23,447 23,447 938,644 915,000
2-15-20 915,000 5.13% 23,447 938,447
8-15-20 0 0 938,447 0
Net Interest: 5,926,213$
Equipment and Technology - $967,000;
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2003 Estimate
Principal- $3,950,000
Business Park - $3,900,000;
Debt Issuance Cost $50,000
PAYMENT
DATE
ESTIMATE
PRINCIPAL
AMOUNT
ESTIMATE
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
ESTIMATE
PRINCIPAL
AMOUNT
OUTSTANDING
3,950,000
2-15-04 30,000 6.00%118,500 148,500
8-15-04 117,600 117,600 266,100 3,920,000
2-15-05 115,000 6.00%117,600 232,600
8-15-05 114,150 114,150 346,750 3,805,000
2-15-06 120,000 6.00%114,150 234,150
8-15-06 110,550 110,550 344,700 3,685,000
2-15-07 130,000 6.00%110,550 240,550
8-15-07 106,650 106,650 347,200 3,555,000
2-15-08 135,000 6.00%106,650 241,650
8-15-08 102,600 102,600 344,250 3,420,000
2-15-09 145,000 6.00%102,600 247,600
8-15-09 98,250 98,250 345,850 3,275,000
2-15-10 155,000 6.00%98,250 253,250
8-15-10 93,600 93,600 346,850 3,120,000
2-15-11 165,000 6.00%93,600 258,600
8-15-11 88,650 88,650 347,250 2,955,000
2-15-12 175,000 6.00%88,650 263,650
8-15-12 83,400 83,400 347,050 2,780,000
2-15-13 185,000 6.00%83,400 268,400
8-15-13 77,850 77,850 346,250 2,595,000
2-15-14 195,000 6.00%77,850 272,850
8-15-14 72,000 72,000 344,850 2,400,000
2-15-15 210,000 6.00%72,000 282,000
8-15-15 65,700 65,700 347,700 2,190,000
2-15-16 215,000 6.00%65,700 280,700
8-15-16 59,250 59,250 339,950 1,975,000
2-15-17 235,000 6.00%59,250 294,250
8-15-17 52,200 52,200 346,450 1,740,000
2-15-18 250,000 6.00%52,200 302,200
8-15-18 44,700 44,700 346,900 1,490,000
2-15-19 265,000 6.00%44,700 309,700
8-15-19 36,750 36,750 346,450 1,225,000
2-15-20 280,000 6.00%36,750 316,750
8-15-20 28,350 28,350 345,100 945,000
2-15-21 295,000 6.00%28,350 323,350
8-15-21 19,500 19,500 342,850 650,000
2-15-21 315,000 6.00%19,500 334,500
8-15-21 10,050 10,050 344,550 335,000
2-15-22 335,000 6.00%10,050 345,050 345,050
8-15-22 0 0 0
Net Interest:2,882,100$
DEBT SERVICE
UTILITY REVENUE BONDS
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
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-03 250,000 5.00%74,313 324,313
8-1-03 68,063 68,063 392,375 2,500,000
2-1-04 250,000 5.10%68,063 318,063
8-1-04 61,688 61,688 379,750 2,250,000
2-1-05 250,000 5.25%61,688 311,688
8-1-05 55,125 55,125 366,813 2,000,000
2-1-06 250,000 5.40%55,125 305,125
8-1-06 48,375 48,375 353,500 1,750,000
2-1-07 250,000 5.40%48,375 298,375
8-1-07 41,625 41,625 340,000 1,500,000
2-1-08 250,000 5.50%41,625 291,625
8-1-08 34,750 34,750 326,375 1,250,000
2-1-09 250,000 5.50%34,750 284,750
8-1-09 27,875 27,875 312,625 1,000,000
2-1-10 250,000 5.50%27,875 277,875
8-1-10 21,000 21,000 298,875 750,000
2-1-11 250,000 5.60%21,000 271,000
8-1-11 14,000 14,000 285,000 500,000
2-1-12 250,000 5.60%14,000 264,000
8-1-12 7,000 7,000 271,000 250,000
2-1-13 250,000 5.60%7,000 257,000 257,000 0
Net Interest Cost:$2,982,148 Moody's:Aaa
S & P's:AAA
Paying Agent:Texas Commerce Bank National Association, Houston, TX
Underwriting Group:Rauscher Pierce Refsnes, Inc.
Masterson Moreland Sauer Whisman, Inc.
Alex. Brown & Sons, Inc.
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.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 1994
October 1, 1994, $16,500,000
Electric Projects $6,500,000; Wastewater Project $10,000,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-03 825,000 5.40%291,431 1,116,431
8-1-03 269,156 269,156 1,385,588 9,075,000
2-1-04 825,000 5.50%269,156 1,094,156
8-1-04 246,469 246,469 1,340,625 8,250,000
2-1-05 825,000 5.70%246,469 1,071,469
8-1-05 222,956 222,956 1,294,425 7,425,000
2-1-06 825,000 5.75%222,956 1,047,956
8-1-06 199,238 199,238 1,247,194 6,600,000
2-1-07 825,000 5.85%199,238 1,024,238
8-1-07 175,106 175,106 1,199,344 5,775,000
2-1-08 825,000 5.90%175,106 1,000,106
8-1-08 150,769 150,769 1,150,875 4,950,000
2-1-09 825,000 6.00%150,769 975,769
8-1-09 126,019 126,019 1,101,788 4,125,000
2-1-10 825,000 6.10%126,019 951,019
8-1-10 100,856 100,856 1,051,875 3,300,000
2-1-11 825,000 6.15%100,856 925,856
8-1-11 75,488 75,488 1,001,344 2,475,000
2-1-12 825,000 6.20%75,488 900,488
8-1-12 49,913 49,913 950,400 1,650,000
2-1-13 825,000 6.10%49,913 874,913
8-1-14 24,750 24,750 899,663 825,000
2-1-14 825,000 6.00%24,750 849,750 849,750 0
Net Interest Cost:$9,757,825 Moody's:Aaa
Effective Interest Rate:6.0140%S & P's:AAA
Paying Agent:Texas Commerce Bank, N.A.
Underwriting Group:Prudential Securities, Inc.
Call Provisions: All Bonds maturing on or after February 1, 2005 are optional for redemption in whole or in part on February 1,
2004 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the Bonds are
redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral multiples of $5,000 within any
one maturity.
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
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-03 300,000 6.25%118,050 418,050
8-1-03 108,675 108,675 526,725 3,900,000
2-1-04 300,000 6.25%108,675 408,675
8-1-04 99,300 99,300 507,975 3,600,000
2-1-05 300,000 6.25%99,300 399,300
8-1-05 89,925 89,925 489,225 3,300,000
2-1-06 300,000 5.25%89,925 389,925
8-1-06 82,050 82,050 471,975 3,000,000
2-1-07 300,000 5.30%82,050 382,050
8-1-07 74,100 74,100 456,150 2,700,000
2-1-08 300,000 5.40%74,100 374,100
8-1-08 66,000 66,000 440,100 2,400,000
2-1-09 300,000 5.50%66,000 366,000
8-1-09 57,750 57,750 423,750 2,100,000
2-1-10 300,000 5.50%57,750 357,750
8-1-10 49,500 49,500 407,250 1,800,000
2-1-11 300,000 5.50%49,500 349,500
8-1-11 41,250 41,250 390,750 1,500,000
2-1-12 300,000 5.50%41,250 341,250
8-1-12 33,000 33,000 374,250 1,200,000
2-1-13 300,000 5.50%33,000 333,000
8-1-13 24,750 24,750 357,750 900,000
2-1-14 300,000 5.50%24,750 324,750
8-1-14 16,500 16,500 341,250 600,000
2-1-15 300,000 5.50%16,500 316,500
8-1-15 8,250 8,250 324,750 300,000
2-1-16 300,000 5.50%8,250 308,250 308,250 0
Net Interest Cost:$3,722,850 Moody's:Aaa
Effective Interest Rate:5.64%S & P's:AAA
Paying Agent & Registrar: Texas Commerce National Bank National Association
Underwriting Group:Merrill Lynch, Pierce, Ferris & Smith, Inc.
Robert W. Baird & Co., Inc.
Raymond james & Associates, Inc.
DLS Securities
Service Asset Management
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.
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) - $2,710,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-03 690,000 4.60%205,425 895,425
8-1-03 189,555 189,555 1,084,980 7,275,000
2-1-04 700,000 4.70%189,555 889,555
8-1-04 173,105 173,105 1,062,660 6,575,000
2-1-05 805,000 4.80%173,105 978,105
8-1-05 153,785 153,785 1,131,890 5,770,000
2-1-06 810,000 4.90%153,785 963,785
8-1-06 133,940 133,940 1,097,725 4,960,000
2-1-07 340,000 5.05%133,940 473,940
8-1-07 125,355 125,355 599,295 4,620,000
2-1-08 360,000 5.05%125,355 485,355
8-1-08 116,265 116,265 601,620 4,260,000
2-1-09 375,000 5.15%116,265 491,265
8-1-09 106,609 106,609 597,874 3,885,000
2-1-10 400,000 5.25%106,609 506,609
8-1-10 96,109 96,109 602,718 3,485,000
2-1-11 420,000 5.35%96,109 516,109
8-1-11 84,874 84,874 600,983 3,065,000
2-1-12 445,000 5.45%84,874 529,874
8-1-12 72,748 72,748 602,621 2,620,000
2-1-13 470,000 5.50%72,748 542,748
8-1-13 59,823 59,823 602,570 2,150,000
2-1-14 495,000 5.50%59,823 554,823
8-1-14 46,210 46,210 601,033 1,655,000
2-1-15 520,000 5.55%46,210 566,210
8-1-15 31,780 31,780 597,990 1,135,000
2-1-16 550,000 5.60%31,780 581,780
8-1-16 16,380 16,380 598,160 585,000
2-1-17 585,000 5.60%16,380 601,380 617,760 0
Net Interest Cost:5,702,533$ 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.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 1998
April 1, 1998, $2,700,000
WasteWater Projects
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-03 110,000 6.500%62,108 172,108
8-1-03 58,533 58,533 230,640 2,275,000
2-1-04 115,000 6.500%58,533 173,533
8-1-04 54,795 54,795 228,328 2,160,000
2-1-05 125,000 6.500%54,795 179,795
8-1-05 50,733 50,733 230,528 2,035,000
2-1-06 130,000 5.625%50,733 180,733
8-1-06 47,076 47,076 227,809 1,905,000
2-1-07 135,000 4.550%47,076 182,076
8-1-07 44,005 44,005 226,081 1,770,000
2-1-08 140,000 4.650%44,005 184,005
8-1-08 40,750 40,750 224,755 1,630,000
2-1-09 145,000 4.750%40,750 185,750
8-1-09 37,306 37,306 223,056 1,485,000
2-1-10 155,000 4.800%37,306 192,306
8-1-10 33,586 33,586 225,893 1,330,000
2-1-11 160,000 4.900%33,586 193,586
8-1-11 29,666 29,666 223,253 1,170,000
2-1-12 170,000 5.000%29,666 199,666
8-1-12 25,416 25,416 225,083 1,000,000
2-1-13 180,000 5.000%25,416 205,416
8-1-13 20,916 20,916 226,333 820,000
2-1-14 190,000 5.050%20,916 210,916
8-1-14 16,119 16,119 227,035 630,000
2-1-15 200,000 5.100%16,119 216,119
8-1-15 11,019 11,019 227,138 430,000
2-1-16 210,000 5.125%11,019 221,019
8-1-16 5,638 5,638 226,656 220,000
2-1-17 220,000 5.125%5,638 225,638 225,638 0
Net Interest Cost:1,610,150$ Moody's:Aaa
S & P's:AAA
Paying Agent:Chase Bank of Texas National Association
Underwriting Group:First SouthwestPaying 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.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 2000
April 13, 2000 - $10,500,000
Water Projects - $4,500,000; Wastewater Projects - $6,000,000
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
10,500,000
2-15-03 405,000 7.00%278,570 683,570
8-15-03 264,395 264,395 947,965 9,525,000
2-15-04 425,000 7.00%264,395 689,395
8-15-04 249,520 249,520 938,915 9,100,000
2-15-05 445,000 7.00%249,520 694,520
8-15-05 233,945 233,945 928,465 8,655,000
2-15-06 470,000 7.00%233,945 703,945
8-15-06 217,495 217,495 921,440 8,185,000
2-15-07 495,000 5.00%217,495 712,495
8-15-07 205,120 205,120 917,615 7,690,000
2-15-08 525,000 5.00%205,120 730,120
8-15-08 191,995 191,995 922,115 7,165,000
2-15-09 550,000 5.10%191,995 741,995
8-15-09 177,970 177,970 919,965 6,615,000
2-15-10 580,000 5.10%177,970 757,970
8-15-10 163,180 163,180 921,150 6,035,000
2-15-11 615,000 5.20%163,180 778,180
8-15-11 147,190 147,190 925,370 5,420,000
2-15-12 650,000 5.25%147,190 797,190
8-15-12 130,128 130,128 927,318 4,770,000
2-15-13 685,000 5.30%130,128 815,128
8-15-13 111,975 111,975 927,103 4,085,000
2-15-14 725,000 5.40%111,975 836,975
8-15-14 92,400 92,400 929,375 3,360,000
2-15-15 770,000 5.50%92,400 862,400
8-15-15 71,225 71,225 933,625 2,590,000
2-15-16 815,000 5.50%71,225 886,225
8-15-16 48,813 48,813 935,038 1,775,000
2-15-17 865,000 5.50%48,813 913,813
8-15-17 25,025 25,025 938,838 910,000
2-15-18 910,000 5.50%25,025 935,025 935,025 0
Net Interest Cost:6,099,459$ Moody's:Aaa
S & P's:AAA
Paying Agent:Chase Bank of Texas National Association
Underwriting Group:First Southwest
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February 1, 2011, in whole or
in part in principal amounts of $5,000 or any integral multiple thereof, on February 1, 2010, or any date thereafter, at the par value thereof
plus accrued interest to the date of redemption. If less than all of the Bonds are to be redeemed, the City may select the maturities of Bonds to
be redeemed. If less than all the Bonds of any maturity are to be redeemed, the Paying Agent/Registrar will determine by lot the Bonds, or
portions thereof, within such maturity to be redeemed.
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
U.R.B. SERIES 2001
August 1, 2001 - $23,500,000 AT 5.5% INTEREST
Water Projects $12,400,000, Wastewater Projects $11,100,000
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
23,500,000
2-15-03 705,000 3.50%542,769 1,247,769
2-15-03 530,431 530,431 1,778,200 22,185,000
2-15-04 740,000 3.50%530,431 1,270,431
8-15-04 517,481 517,481 1,787,913 21,445,000
2-15-05 785,000 4.50%517,481 1,302,481
8-15-05 499,819 499,819 1,802,300 20,660,000
2-15-06 830,000 4.50%499,819 1,329,819
8-15-06 481,144 481,144 1,810,963 19,830,000
2-15-07 875,000 4.50%481,144 1,356,144
8-15-07 461,456 461,456 1,817,600 18,955,000
2-15-08 925,000 4.50%461,456 1,386,456
8-15-08 440,644 440,644 1,827,100 18,030,000
2-15-09 975,000 5.00%440,644 1,415,644
8-15-09 416,269 416,269 1,831,913 17,055,000
2-15-10 1,030,000 5.50%416,269 1,446,269
8-15-10 387,944 387,944 1,834,213 16,025,000
2-15-11 1,090,000 5.50%387,944 1,477,944
8-15-11 357,969 357,969 1,835,913 14,935,000
2-15-12 1,150,000 4.40%357,969 1,507,969
8-15-12 332,669 332,669 1,840,638 13,785,000
2-15-13 1,215,000 4.50%332,669 1,547,669
8-15-13 305,331 305,331 1,853,000 12,570,000
2-15-14 1,285,000 4.60%305,331 1,590,331
8-15-14 275,776 275,776 1,866,108 11,285,000
2-15-15 1,360,000 4.70%275,776 1,635,776
8-15-15 243,816 243,816 1,879,593 9,925,000
2-15-16 1,435,000 4.75%243,816 1,678,816
8-15-16 209,735 209,735 1,888,551 8,490,000
2-15-17 1,515,000 4.80%209,735 1,724,735
8-15-17 173,375 173,375 1,898,110 6,975,000
2-15-18 1,600,000 4.875%173,375 1,773,375
8-15-18 134,375 134,375 1,907,750 5,375,000
2-15-19 1,695,000 5.00%134,375 1,829,375
8-15-19 92,000 92,000 1,921,375 3,680,000
2-15-20 1,790,000 5.00%92,000 1,882,000
8-15-20 47,250 47,250 1,929,250 1,890,000
2-15-21 1,890,000 5.00%47,250 1,937,250 1,937,250 0
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
U.R.B. SERIES 2002 ESTIMATE
PRINCIPAL - $18,215,000 AT 5.5% INTEREST
Electric Projects $4,440,000; Water Projects $6,300,000, Wastewater Projects $10,000,000
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
18,215,000
2-15-03 530,000 4.00%448,572 978,572
8-15-03 437,972 437,972 1,416,543 17,685,000
2-15-04 555,000 4.00%437,972 992,972
8-15-04 426,872 426,872 1,419,843 17,130,000
2-15-05 585,000 4.00%426,872 1,011,872
8-15-05 415,172 415,172 1,427,043 16,545,000
2-15-06 620,000 4.00%415,172 1,035,172
8-15-06 402,772 402,772 1,437,943 15,925,000
2-15-07 650,000 4.00%402,772 1,052,772
8-15-07 389,772 389,772 1,442,543 15,275,000
2-15-08 685,000 4.00%389,772 1,074,772
8-15-08 376,072 376,072 1,450,843 14,590,000
2-15-09 725,000 4.13%376,072 1,101,072
8-15-09 361,118 361,118 1,462,190 13,865,000
2-15-10 765,000 6.00%361,118 1,126,118
8-15-10 338,168 338,168 1,464,287 13,100,000
2-15-11 805,000 6.00%338,168 1,143,168
8-15-11 314,018 314,018 1,457,187 12,295,000
2-15-12 850,000 6.00%314,018 1,164,018
8-15-12 288,518 288,518 1,452,537 11,445,000
2-15-13 895,000 4.67%288,518 1,183,518
8-15-13 267,620 267,620 1,451,139 10,550,000
2-15-14 940,000 4.77%267,620 1,207,620
8-15-14 245,201 245,201 1,452,821 9,610,000
2-15-15 995,000 4.88%245,201 1,240,201
8-15-15 220,923 220,923 1,461,124 8,615,000
2-15-16 1,045,000 4.98%220,923 1,265,923
8-15-16 194,903 194,903 1,460,826 7,570,000
2-15-17 1,100,000 5.08%194,903 1,294,903
8-15-17 166,963 166,963 1,461,865 6,470,000
2-15-18 1,160,000 5.13%166,963 1,326,963
8-15-18 137,209 137,209 1,464,171 5,310,000
2-15-19 1,225,000 5.19%137,209 1,362,209
8-15-19 105,420 105,420 1,467,629 4,085,000
2-15-20 1,290,000 5.24%105,420 1,395,420
8-15-20 71,622 71,622 1,467,042 2,795,000
2-15-21 1,360,000 5.13%71,622 1,431,622
8-15-21 36,772 36,772 1,468,394 1,435,000
2-15-22 1,435,000 5.13%36,772 1,471,772 1,471,772 0
Total Interest 10,842,740
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
U.R.B. SERIES 2003 ESTIMATE
PRINCIPAL - $4,720,000 AT 5.5% INTEREST
Electric Projects $4,720,000
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
4,720,000
2-15-04 140,000 5.50%129,800 269,800
8-15-04 125,950 125,950 395,750 4,580,000
2-15-05 140,000 5.50%125,950 265,950
8-15-05 122,100 122,100 388,050 4,440,000
2-15-06 150,000 5.50%122,100 272,100
8-15-06 117,975 117,975 390,075 4,290,000
2-15-07 160,000 5.50%117,975 277,975
8-15-07 113,575 113,575 391,550 4,130,000
2-15-08 170,000 5.50%113,575 283,575
8-15-08 108,900 108,900 392,475 3,960,000
2-15-09 180,000 5.50%108,900 288,900
8-15-09 103,950 103,950 392,850 3,780,000
2-15-10 190,000 5.50%103,950 293,950
8-15-10 98,725 98,725 392,675 3,590,000
2-15-11 200,000 5.50%98,725 298,725
8-15-11 93,225 93,225 391,950 3,390,000
2-15-12 210,000 5.50%93,225 303,225
8-15-12 87,450 87,450 390,675 3,180,000
2-15-13 220,000 5.50%87,450 307,450
8-15-13 81,400 81,400 388,850 2,960,000
2-15-14 230,000 5.50%81,400 311,400
8-15-14 75,075 75,075 386,475 2,730,000
2-15-15 240,000 5.50%75,075 315,075
8-15-15 68,475 68,475 383,550 2,490,000
2-15-16 260,000 5.50%68,475 328,475
8-15-16 61,325 61,325 389,800 2,230,000
2-15-17 270,000 5.50%61,325 331,325
8-15-17 53,900 53,900 385,225 1,960,000
2-15-18 290,000 5.50%53,900 343,900
8-15-18 45,925 45,925 389,825 1,670,000
2-15-19 300,000 5.50%45,925 345,925
8-15-19 37,675 37,675 383,600 1,370,000
2-15-20 320,000 5.50%37,675 357,675
8-15-20 28,875 28,875 386,550 1,050,000
2-15-21 340,000 5.50%28,875 368,875
8-15-21 19,525 19,525 388,400 710,000
2-15-22 360,000 5.50%19,525 379,525
8-15-22 9,625 9,625 389,150 350,000
2-15-23 350,000 5.50%9,625 359,625 359,625 0
J-21
APPENDIX K
GENERAL & ADMINISTRATIVE
TRANSFERS
K-1
GENERAL AND ADMINISTRATIVE TRANSFERS
The General and Administrative Transfers are
used to reflect the cost of 2 types of activities.
The first is to recover the costs of
administrative services to the areas which are
using those services. For example, transfers
are used to reflect the cost of services
received from administrative activities in the
General Fund, such as accounting,
purchasing, technology, and human
resources services.
Costs are allocated based on the results of an
annual cost allocation plan done in the early
part of the budget process.
The transfers are also used as a mechanism
to recover the cost of projects that may be
budgeted in an operating fund, but are being
funded from a different source. For example,
the Parks Department budgets for a number
of activities that are funded from the
Hotel/Motel Fund through the General and
Administrative Transfer.
The following page includes the schedule for
the General and Administrative Transfers for
FY 03. Most of the transfers come into the
General Fund from other operating funds
receiving the services.
Over $6.1 million is approved to be allocated
to the General Fund from various other
funds. This includes over $400,000 for
drainage maintenance activities from the
Drainage Utility Fund. It also includes
$155,614 related to approved service level
adjustments in the General Fund that are
approved to be funded in part by sources
other than the General Fund.
$1.93 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. Also, it is approved
that $50,800 be transferred to the
Communications Fund for an additional
Communications Technician.
FY 02 FY 03 FY 03
Approved Base Approved
Budget Budget Budget
To General Fund:
Community Development 574,317$ 621,826$ 689,827$
Parks Xtra Education 26,735 30,590 30,590
Hotel Motel 265,936 265,848 265,848
Wolf Pen Creek 87,760 77,199 77,199
Conf Center 254,560 276,936 276,936
Drainage Operations 341,495 410,748 410,748
Electric 703,130 643,217 665,884
Water 278,343 311,145 329,139
Wastewater 252,225 274,854 292,247
Sanitation 314,631 336,369 344,465
BVSWMA 334,893 342,748 348,148
Parking Enterprise 49,300 0 0
Utility Billing 595,487 590,112 595,212
Court Security Fund 25,483 30,327 30,327
Insurance Funds 0
Empl. Benefits 16,000 54,949 54,949
Prop. Casualty 70,564 127,990 131,990
Worker's Comp 70,564 127,991 131,991
Fleet 130,397 134,214 137,177
Print/Mail 41,138 47,327 47,327
Communications 85,000 85,000 85,000
General Capital Projects 0
Street Projects 260,000 250,000 250,000
Parks Projects 55,000 20,000 20,000
General Government 55,000 60,000 60,000
Parks Escrow Projects 15,000 5,000 5,000
New Conference Center 50,000 50,000 50,000
Northgate Parking Garage 0 0 0
Business Park 70,000 50,000 50,000
Utility Capital Projects
Electric Projects 90,000 90,000 90,000
Water Projects 275,000 275,000 275,000
Wastewater Projects 325,000 200,000 200,000
Drainage 185,000 185,000 185,000
General Fund Total 5,897,958$ 5,974,390$ 6,130,004$
To Utility Billing
Electric 1,111,800$ 1,132,658$ 1,132,658$
Water 611,100 622,531 622,531
Wastewater 71,100 72,406 72,406
Drainage 25,000 25,000 25,000
Sanitation 71,100 72,406 72,406
Utility Billing Total 1,890,100$ 1,925,000$ 1,925,000$
To Electric Fund
Water 221,100$ 213,000$ 213,000$
Wastewater 147,400 213,000 213,000
Electric Fund Total 368,500$ 426,000$ 426,000$
To Water Fund
Wastewater 271,300$ 279,400$ 279,400$
Water Fund Total 271,300$ 279,400$ 279,400$
To: Communications Fund
General 0 0 38,100
Electric 0 0 4,500
Water 0 0 1,500
Wastewater 0 0 1,800
Sanitation 0 0 1,000
BVSWMA 0 0 1,500
Utility Billing 0 0 1,500
Fleet 0 0 700
Print/Mail 0 0 200
Communications Fund Total 0$ 0$ 50,800$
Total All Funds 8,427,858$ 8,604,790$ 8,811,204$
FY 03 Approved General and Administrative Transfer Worksheet
K-2
APPENDIX L
FY 2002-2003 STRATEGIC PLAN
STRATEGIES AND IMPLEMENTATION
PLANS
FY 2002-03 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-1
Vision Statement #1 - Core Services
We will provide high quality customer focused basic city services at a reasonable cost.
Strategy #1 We will provide reliable and high quality streets, utilities, technology, with the
capacity to meet current and projected needs.
Implementation Plans
a. Provide effective street programs
b. Provide effective traffic programs
c. Provide effective drainage programs
d. Provide effective electric, water, and wastewater services
e. Provide effective technology services
f. Provide effective Solid Waste / Landfill programs
Strategy #2 We will provide high quality public health and safety.
Implementation Plans
a. Provide effective police protection
b. Improve interagency public safety coordination
c. Provide effective Fire / EMS services
d. Pursue effective emergency management services
e. Provide health services through the Brazos County Health Department
f. Provide animal control and adoption through the Brazos Animal Shelter
Strategy #3 We will promote well-planned neighborhoods suited to communityinterests and
lifestyles.
Implementation Plans
a. Proactive effective code enforcement services
b. Upgrade older infrastructure
Strategy #4 We will promote revitalization and redevelopment of declining areas
Implementation Plans
a. Target CDBG funds to infrastructure rehabilitation
b. Develop an approach for addressing multi-family complex decline
c. Develop an approach for addressing single family residential decline
d. Target CDBG home funds for housing projects and improvements
Strategy #5 We will promote effective communication (interdepartmentally and to the public)
Implementation Plans
a. Televise City Council meetings
b. Implementation of city marketing plan
c. Maintain modern up to date web-site
d. E-Government implementation
FY 2002-03 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-2
Vision Statement #2 - Parks and Leisure Services
We will provide a large range of recreational and cultural arts opportunities.
Strategy #1 We will maintain a high quality parks system.
Implementation Plans
a. Continue implementation of Park Maintenance Standards
b. Urban forestry plan
Strategy #2 We will promote comprehensive programs and related facilities that target all age
groups.
Implementation Plans
a. Continue efforts to make parks more intergenerational
b. Review senior and teen programs
c. Pursue cooperative efforts with the City of Bryan on joint programming
d. Complete Development of Veterans Park Phase I
e. Develop new five-year Parks Capital Improvement Projects
Strategy #3 We will integrate the community with a system of greenways and bikeways.
Implementation Plans
a. Acquire greenways, pursue grants for acquisition of greenways and bikeways
Strategy #4 We will promote cultural arts.
Implementation Plans
a. Promote the Performing Arts
b. Promote public art
c. Library services improvement
d. Performing arts center development
e. Develop a museum
FY 2002-03 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-3
Vision Statement #3 - Planning and Development
We will provide a well-planned community
Strategy #1 We will approve and implement the Unified Development Ordinance (UDO)
(Revise and guide development process).
Implementation Plans
a. Pass / implement UDO
Strategy #2 We will regularly update the Comprehensive Plan.
Implementation Plans
a. Small area planning
b. Guide growth through planned annexation
c. Integrate subsidiary plans with Comprehensive Plan
d. Update Parks Plan
e. Update Greenways and Bikeway master plan
Strategy #3 We will generate an intermodal transportation action plan
(We will improve transportation).
Implementation Plans
a. Develop an intermodal transportation action plan
FY 2002-03 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
L-4
Vision Statement #4 - Economic Development
We will provide a strong and diverse economic environment.
Strategy #1 We will promote the 30 / 60 Corridor Plan.
Implementation Plans
a. Continue development of Hotel / Conference Center and Corporate Headquarters
b. Achieve zoning and development standards for TIF areas
c. Achieve zoning of remainder of 30 / 60 Corridor area
d. Implement infrastructure plan for 30 / 60 Corridor
e. Recruit mixed use businesses as per plan
Strategy #2 We will promote and strengthen diversification of the tax and job base.
Implementation Plans
a. Monitor EDC performance and programs
b. Pursue development of second class "A" business park
c. Promote development in targeted areas
d. Promote redevelopment of targeted properties and areas
Strategy #3 We will promote tourism.
Implementation Plans
a. Develop and support the operations of a stand alone Brazos Valley Convention &
Visitors Bureau
APPENDIX M
FIVE YEAR
TECHNOLOGY PLAN
M-1
Five Year Technology Plan
Fiscal Year 2002-2003 Through Fiscal Year 2007-2008
Statement of Purpose
A five-year technology plan is developed
and reviewed annually and used to
provide a comprehensive approach to
the implementation of technology for
College Station. The projects listed in
this five-year plan will be reviewed
annually to determine if each project is
still needed or feasible. The City of
College Station's goal in the deployment
of technology is to improve the delivery
of services to citizens and customers.
The following provides a brief summary
of each element of the plan.
The five-year technology plan is in the
process of being reviewed and updated at
the City staff level. The final five-year
technology plan will be included in the
final budget document.
APPENDIX N
FY 03 COMBINED FUND SUMMARY
Combined Summary by Fund Type
FY 03 FY 03 FY 03 FY 03
Governmental Enterprise Special Revenue Internal Service
Funds Funds Funds Funds
Beginning Balance/
Working Capital 35,465,745$ 59,146,231$ 4,847,924$ 8,190,492$
Revenues
Taxes 28,670,874$ -$ 2,513,000$ -$
Licenses and Permits 860,600 - - -
Intergovernmental 1,253,963 270,000 4,054,682 -
Charges for Services 1,926,584 75,055,840 117,000 6,451,304
Fines 2,042,710 82,000 - -
Premiums - - - 4,848,840
Investment Income 1,421,000 3,105,000 137,000 323,500
Other 411,050 141,000 42,220 331,700
Total Revenues 36,586,781$ 78,653,840$ 6,863,902$ 11,955,344$
Total Funds Available 72,052,526$ 137,800,071$ 11,711,826$ 20,145,836$
Expenditures/Expenses
Operating
Salaries and Benefits 27,672,715$ 8,762,268$ -$ 2,295,254$
Supplies 1,996,111 2,439,155 - 636,591
Maintenance 3,267,924 1,184,309 - 203,441
Purchased Services 5,722,949 41,160,979 - 564,516
Capital 315,610 56,700 - -
Total Operating Expend/Exp 38,975,309$ 53,603,411$ -$ 3,699,802$
Non Departmental
Community Development -$ -$ 3,871,282$ -$
Reimbursed Administrative (5,676,314) 4,321,359 303,400 1,186,046
Contributions 196,998 303,287 1,128,400 -
Claims - - - 465,000
Premiums - - - 3,760,400
Other 2,190,354 426,151 1,182,883 359,288
Capital Outlay 9,812,938 12,863,310 2,006,000 2,594,460
Debt Service 9,464,758 7,456,540 492,500 -
Total Non Departmental 15,988,734$ 25,370,647$ 8,984,465$ 8,365,194$
Other Sources (Uses)
Proceeds From Long Term Debt 19,147,000$ 5,720,000$ -$ -$
Operating Transfers In 7,590,000 2,080,000 - -
Operating Transfers Out - (8,820,100) (640,000) (216,000)
Total Other Sources (Uses)26,737,000$ (1,020,100)$ (640,000)$ (216,000)$
Increase(Decrease) Fund Balance 8,359,738$ (1,340,318)$ (2,760,563)$ (325,652)$
Fund Balance/Working Capital 43,825,483$ 57,805,913$ 2,087,361$ 7,864,840$
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APPENDIX O
GLOSSARY
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GLOSSARY
Activity Center: The lowest level at which costs
for operations are maintained.
Ad Valorem Tax: A tax based on the value of
property.
Appropriation: A legal authorization granted by
the Council to make or incur
expenditures/expenses for specific purposes.
Budget: A plan, approved by the Council, of
financial operation embodying an estimate of
proposed expenditures/expenses for the fiscal
year and the proposed means of funding these
expenditure estimates.
BVSWMA: Brazos Valley Solid Waste
Management Agency. BVSWMA was formed
under a joint solid waste management agreement
between the cities of College Station and Bryan
to cooperatively operate a joint landfill facility for
the proper disposal of solid waste for the two
cities and outside customers.
Capital/Major Project Expenditure/Expense: An
expenditure/expense that results in the
acquisition or addition of a fixed asset or the
improvement to an existing fixed asset.
Cash Basis: Method of accounting and budgeting
that recognizes revenues when received and
expenditures when paid.
Certificate of Obligation (C.O.): Long-term debt
that is authorized by the City Council and does
not require prior voter approval.
Certified Annual Financial Report (CAFR): The
published results of the City’s annual audit.
Charter of Accounts: A chart detailing the system
of general ledger accounts.
City Council: The current elected officials 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 Program (CIP): A multi-year
program of projects that address both repair and
replacement of existing infrastructure as well as
the development of new facilities to
accommodate future growth.
Competitive bidding 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 that
places the assets purchased or constructed as a
part of the security for the issue.
Current Expense: An obligation as a result of an
incurred expenditure/expense due for payment
within a twelve (12) month period.
Current Revenue: The revenues or resources of a
City convertible to cash within a twelve (12)
month period.
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 Measure: Measure that
demonstrates whether a program is
accomplishing its intended results. These should
show the impact of the program.
Efficiency Measure: This is a ratio of inputs to
outputs. For example: cost per inspection, calls
for service per officer.
Emergency: An unexpected occurrence, i.e.,
damaging weather conditions, that require the
unplanned use of City funds.
Encumbrance: Obligation to expend appropriated
monies as a result of a processed purchase order
or a contract for purchases legally entered on
behalf of the City.
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Enterprise Funds: Funds that are used to
represent the economic results of activities that
are maintained similar to those of private
business, where revenues are recorded when
earned and expenses are recorded as resources
are used.
Equity: See Fund Balance.
Expenditure/Expense: Decrease in net financial
resources for the purpose of acquiring goods or
services. The General Fund recognizes
expenditures and the Proprietary Funds recognize
expenses.
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.
FTE: Full Time Equivalent. A position that is
equivalent to a full-time 40 hour work week. This
is the method by which temporary/seasonal and
part-time workers are accounted for.
Fund: An 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.
GAAP: 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.
GFOA: 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
to account for enterprise types of activities for the
benefit of city departments such as fleet
maintenance, self insurance, and print/mail.
Implementation Plan: The specific actions that
will be taken to implement a strategy within the
City’s strategic plan.
Investments: Securities held for the production of
income, generally in the form of interest.
Line Item Budget: The presentation of the City's
adopted budget in a format presenting each
Department's approved expenditure/expense by
specific account.
Long-Term Debt: Obligation of the City with a
remaining maturity term of more that one (1)
year.
Mission Statement: Purpose of the organization;
why the organization exists and whom it benefits.
Net Working Capital: Current Assets less Current
Liabilities in an enterprise or internal service fund.
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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 Measure: This is the quantity of work
produced or generated.
Performance Measure: Tool to determine the
levels of service are being provided by the
organization.
Proprietary Funds: See Utility Funds.
Reserves: An account used to designate a portion
of the fund balance (equity) as legally segregated
for a specific future use.
Retained Earnings: The equity account reflecting
the accumulated earnings of the Utility Funds.
Revenues (Resources): An increase in assets due
to the performance of a service or the sale of
goods. in the General Fund, revenues are
recognized when earned, measurable, and
reasonably assured to be received within 60 days.
Risk: The liability, either realized or potential,
related to the City's daily operations.
Service Level: The current outcomes and services
provided to citizens and customers by the City as
approved in the annual budget.
Service Level Adjustment (SLA): Request for
additional resources requiring a decision by
management and council and justified on the
basis of adding to or reducing services and/or
performance improvements.
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 policy choice that identifies purposes,
policies, programs, actions, decisions, or resource
allocations that define what path the City will take
to move toward the visions and why that path has
been chosen.
Tax Levy: The total amount of taxes imposed by
the City on taxable property, as determined by
the Brazos County Appraisal District, within the
City's corporate limits.
User-Based Fee/Charge: A monetary fee or
charge placed upon the user of services of the
City.
Utility Funds: The funds used to account for the
operations of the City's electric, water, sanitary
sewer, and solid waste disposal activities.
Undesignated Fund Balance: The portion of the
fund balance that is unencumbered from any
obligation of the City.
Utility Revenue Bond: Debt issued by the City and
approved by the Council for which payment is
secured by pledged utility revenue.
Vision Statements: Description of what the
community should look like in the future. Based
on the Council’s values, they provide direction
about the intended impact the organization
should have on the community. Provide answers
to the preamble, “As a result of our efforts,
citizens will...”