HomeMy WebLinkAboutFY 2003-2004 -- Approved Annual BudgetEmbracing the Past, Exploring the Future.
65th Anniversary Edition
Northgate
2003
FY2003-2004
Approved
Budget
City of College Station, Texas
Early
Northgate
CITY OF
COLLEGE STATION
APPROVED BUDGET
FOR FISCAL YEAR
OCTOBER 1, 2003 TO SEPTEMBER 30, 2004
MAYOR
RON SILVIA
JOHN HAPP, COUNCILMAN
SCOTT MEARS, COUNCILMAN
ROBERT WAREING, COUNCILMAN
ANNE HAZEN, MAYOR PRO-TEM
DENNIS MALONEY, COUNCILMAN
JAMES MASSEY, COUNCILMAN
THOMAS E. BRYMER, CITY MANAGER
JEFF KERSTEN, BUDGET AND STRATEGIC
PLANNING DIRECTOR
www.ci.college-station.tx.us
The Government Finance Officers Association of the United States and
Canada (GFOA) presented a Distinguished Budget Presentation Award
to the City of College Station, Texas for its annual budget for the fiscal
year beginning October 1, 2002.
In order to receive this award, a governmental unit must publish a
budget document that meets program criteria as a policy document, as
an operations guide, as a financial plan, and as a communications
device. The award is valid for a period of one year only. We believe
that our current budget continues to conform to program requirements,
and we are submitting it to GFOA to determine its eligibility for another
award.
CITY OF COLLEGE STATION, TEXAS
PRINCIPAL CITY OFFICIALS
OCTOBER 2003
ELECTED OFFICIALS:
MAYOR ................................................................................................... RON SILVIA
COUNCIL MEMBERS ................................................. ANNE HAZEN, MAYOR PRO-TEM
JOHN HAPP
ROBERT WAREING
SCOTT MEARS
DENNIS MALONEY
JAMES MASSEY
CITY ADMINISTRATION:
CITY MANAGER .......................................................................... THOMAS E. BRYMER
ASSISTANT CITY MANAGER ................................................................GLENN BROWN
DIRECTOR OF PUBLIC UTILITIES ......................................................JOHN C. WOODY
POLICE CHIEF ............................................................................ EDGAR R. FELDMAN
FIRE CHIEF....................................................................................DAVID GIORDANO
DIRECTOR OF FISCAL SERVICES......................................................CHARLES CRYAN
BUDGET AND STRATEGIC PLANNING DIRECTOR .................................JEFF KERSTEN
DIRECTOR OF PUBLIC WORKS ...............................................................MARK SMITH
DIRECTOR OF PARKS AND 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
Embracing the Past
Exploring the Future
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
Core Services................................................................................................31
Service Levels and Performance Measures..................................................40
Parks and Leisure Services .............................................................................99
Service Levels and Performance Measures................................................102
Planning and Development ..........................................................................117
Service Levels and Performance Measures................................................118
Economic Development ..............................................................................125
Service Levels and Performance Measures................................................127
Financial Summaries
General Government Funds
General Fund.........................................................................................131
Police Department..........................................................................136
Fire Department .............................................................................138
Public Works ..................................................................................140
Parks and Recreation ......................................................................142
TABLE OF CONTENTS
Library...........................................................................................144
Development Services.....................................................................146
Office of Technology and Information Services..................................148
Fiscal Services ................................................................................150
General Government.......................................................................152
Debt Service Fund..................................................................................154
Parks Xtra Education Fund......................................................................160
Economic Development Fund..................................................................162
Court Security Fund................................................................................164
Court Technology Fund ..........................................................................166
Police Seizure Fund ................................................................................168
General Government Capital Improvement Projects ..................................170
Enterprise Funds
Combined Utility Funds...........................................................................187
Public Utilities Department......................................................................188
Electric...........................................................................................189
Water ............................................................................................190
Wastewater ....................................................................................193
Sanitation..............................................................................................196
Parking Enterprise Fund..........................................................................199
Brazos Valley Solid Waste Management Agency........................................202
Utility Capital Improvement Projects ........................................................205
Special Revenue Funds
Hotel/Motel Fund...................................................................................219
Community Development Fund ..............................................................222
Wolf Pen Creek TIF................................................................................224
TABLE OF CONTENTS
Cemetery Perpetual Care Fund................................................................226
Internal Service Funds
Internal Services Fund.............................................................................229
Print/Mail Fund......................................................................................230
Communications Fund............................................................................232
Fleet Fund.............................................................................................234
Equipment Replacement Fund.................................................................236
Utility Customer Service..........................................................................239
Self Insurance Funds...............................................................................242
Workers Compensation Fund ..................................................................243
Property Casualty Fund...........................................................................244
Employee Benefits Fund .........................................................................245
Unemployment Compensation Fund .......................................................246
Appendices
Budget Ordinances......................................................................................A-1
Service Level Adjustments List...................................................................... B-1
Personnel List.............................................................................................C-1
Revenue History and FY 04 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
2003-2004 Strategic Planning and Budget Process..........................................I-1
Debt Service Schedules.................................................................................J-1
General and Administrative Transfers ...........................................................K-1
TABLE OF CONTENTS
2003-2004 Strategic Planning Strategies and Implementation Plans............L-1
FY04 Combined Fund Summary .............................................................M-1
Glossary ......................................................................................................... N-1
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steady issuance of building permits. Additionally, while reducing some positions, the Texas A&M
University President has indicated that he intends to add several academic positions over the next
several years. College Station has also continued to experience growth in the past year, and this
growth creates increased demands for City services. The year 2003 has seen a great deal of
economic uncertainty at the national, state and local level. This budget provides resources to
continue to provide excellent core city services to the citizens and visitors of College Station.
Strategic Planning continues to be a driving force in the preparation of the budget. The City
Mission and Vision Statements are the framework for the preparation of the strategic plan. The
City Council revised the Mission and Vision Statements. The City Council also identified the key
strategies they want to focus on over the next several years to move the City toward meeting the
Mission and Vision Statements.
Meeting Strategic Priorities
The following outlines some of the key items included in the FY 2003-2004 budget by vision
statement that address the strategic plan.
Core Services Vision Statement - We will continue to improve high quality
customer focused basic city services at a reasonable cost.
These core services include police, fire, and emergency management services; streets, traffic and
drainage services; and the administrative services. It also includes the capital projects for each of
these areas.
¾The budget includes nearly $3.8 million of resources for Southside infrastructure rehabilitation.
This will be one phase of a multi year effort to rehabilitate and upgrade the infrastructure in
older areas of College Station.
¾Additional resources of $300,000 for thoroughfare rehabilitation projects in FY 2003-2004.
¾The budget also includes $200,530 for the third and final phase of additional operations and
maintenance costs associated with Fire Station #5. This will provide resources to hire three
additional firefighters. A total of ten firefighters are needed to operate this station.
¾Additional resources for the Police Department through the addition of a Criminal
Investigation Division Sergeant in the amount of $99,784 is included in the budget.
¾An additional drainage crew, at a cost of $152,309 to ensure drainage rights of way are
maintained at appropriate levels.
¾Resources of $53,853 are also included for the additional maintenance costs associated with
the new public safety computer system.
¾Enhancements to public communications through the addition of a media specialist and
equipment for television production in the amount of $198,422.
¾Enhancing communications through a low band radio station system costing $95,000 is also
in the proposed budget.
¾Resources for holding a capital improvement project bond election totaling $47,710 are
included in the budget.
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¾The budget also includes funds to improve the retirement benefit for City employees.
Currently, the City offers a retirement plan where each employee contributes 6% of their
salary to the retirement plan, and the city matches that on a two to one basis. The budget
includes the means to increase the benefit from a 6% contribution to a 7% contribution. This
increase will bring the City retirement plan in line with those of other cities that are included in
the annual market salary survey. The budget also includes funding for a 1% across the board
increase in salaries for all employees. This 1% increase would offset the additional cost of the
increase in retirement benefit, and also move the City salary structure toward the market for
salaries. The annual cost of the increase in the retirement benefit and the 1% across the
board increase is $773,355. The budget also includes additional costs for health insurance in
FY 2003-2004.
Parks and Leisure Services Vision Statement - We will continue to promote a large
range of recreational and cultural arts opportunities. The budget includes resources
to continue funding the Parks and Recreation Department at current service levels.
¾Additional resources of $55,100 for the operations and maintenance of the improvements
being made at Lick Creek Park and other new parks coming on line. The budget includes
funds to privatize certain grounds maintenance functions at City Hall and the Police Station,
and reallocate the existing parks crews performing that work to the new parks coming on line.
¾Implementation of the Tarrow Park Masterplan through capital projects at the Lincoln Center
totaling over $900,000 is included in the budget.
¾Additional resources for improved signage in the Wolf Pen Creek area of $70,500.
¾Resources for the City's 65th Birthday Celebration totaling $25,130.
Planning and Development Vision Statement -We will continue to promote a well-
planned community. This vision statement is addressed directly through the efforts to
complete revisions to the Unified Development Ordinance.
¾The budget includes funding of $46,504 for an additional plans examiner position in
Development Services. This will improve the turn around time in the plans review process.
¾The budget also includes resources of $60,000 to continue to review annexation options next
year.
Economic Development Vision Statement - We will continue to promote a strong
and diverse economic environment. Economic Development initiatives are proposed to
continue and resources are included in the budget.
¾The new Conference Center project is included in the FY 2003-2004 budget. This project is
driving a large part of the increase in the overall capital budget. Recent decisions have
resulted in a change in direction for the Conference Center project, and it is unlikely much of
the budget appropriation will be expended in FY 04.
¾Resources of $15,000 are also included to improve signage in the Northgate area.
¾Additional capital resources of $2.3 million are included in the budget for the development of
the Spring Creek Business Park.
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Base Budget and Service Level Adjustments
The Approved Budget is generally made up of two parts. First, is the base budget, which is
designed to be the budget necessary to maintain the base levels of service currently provided. The
second portion of the budget, are the service level adjustments, which represent increases to the
base budget to address a number of items. These include operations and maintenance costs
associated with capital projects, increases in costs to provide the same base level of service,
increases to address the strategic plan, and other increases to provide services to a growing
community.
The Approved Budget addresses each of these areas. College Station is fortunate to have the
resources to address these items.
The following is a summary of the City's General Fund in each of these categories.
General Fund Cumulative
Budget Total
Base Budget $33,395,558 $33,395,558
PLUS Capital Project Operations and Maintenance and
Other Base Increases
354,483 33,750,041
PLUS Strategic Budget Items 1,456,231 35,206,272
PLUS All Other Increases to Maintaining or Enhancing
Service Delivery
1,350,669 36,556,941
Total Approved General Fund Budget $36,556,941
The General Fund Approved Budget includes the costs associated with the capital project
operations and maintenance, the strategic plan related items, and the other items to enhance
service delivery.
The capital project related items will allow the City to complete the staffing of Fire Station #5, as
well as maintain the improvements at Lick Creek Park. The Strategic Plan related increases will
allow a number of key City Council priorities including transportation to be addressed next year.
The other increases will allow certain services to be provided next year, and will provide an
increased retirement benefit and 1% pay adjustment for City employees. Careful planning has
helped put the City in a position to continue to meet the needs of a growing community.
Key Decision Points
The Approved Budget had a number of key decisions the City Council considered as the budget
was reviewed.
¾Tax Rate
The proposed ad valorem tax rate was the 2002-2003 tax rate of 47.77 cents per $100
assessed valuation. After the final taxable assessed values were received from the appraisal
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district, it was determined that a tax rate of 46.53 cents per $100 assessed valuation would
fund the 2003-2004 budget. After much discussion the City Council adopted the lower tax
rate of 46.53 cents per $100 assessed valuation. The approved tax rate provides the
resources needed to fund the FY 04 approved budget; and meet the requirements of the
proposed $38 million bond authorization, based on current forecasts.
¾Utility Rates and User Fees
Another key decision point was on utility rates and user fees. The budget includes a
wastewater revenue increase of four percent. This increase is the final of three increases
forecasted in order to fund additional debt service resulting from the expansion of the Lick
Creek Wastewater Treatment Plant. A water and wastewater rate study was completed and
reviewed as part of the budget process. User fees and charges for services were also
reviewed.
¾Retirement and Pay Plan Adjustments
Another budget decision point was on the proposal to increase the retirement benefit to City
employees. This change makes the retirement benefit offered competitive with other cities.
The budget also includes a 1% across the board pay increase. These retirement and pay plan
adjustments are included in the approved budget.
¾Outside Agency Funding
Another key decision the City Council made was the level of funding provided to outside
organizations requesting resources. The recommendations from the General Fund Outside
Agency Review Committee were presented to the City Council as part of the budget process.
The committee has recommended funding for a number of agencies.
Those recommendations were not in the proposed budget, however the City
Council added a number of these requests to the budget. Those additions are
outlined below.
Changes to the Proposed Budget
The following is a summary of the changes made to the proposed budget by the City Council:
x General Fund Outside Agency Additions
¾The Children's Museum of the Brazos Valley $30,000
¾Retired Senior Volunteer Program $5,000
¾African American National Heritage Society $16,000
¾Brazos Valley Veteran's Memorial $50,000
¾Dispute Resolution Center $10,000
¾Bryan-College Station Sister Cities $4,500
¾George Bush Library and Museum $42,767
Total $158,267
x An additional $110,000 was also added to the Economic Development Fund for additional
economic development incentives, particularly for infrastructure costs related to retail
redevelopment. Of this additional amount for Economic Development, $100,000 is coming
from the Electric Fund, and $10,000 is coming from the Wastewater Fund.
A total of $268,267 was added to the final budget. All of these changes are included in the
approved budget.
EXECUTIVE SUMMARY
City of College Station Mission Statement
“On behalf of the citizens of College
Station, home of Texas A&M University,
we will continue to promote and advance
the community’s quality of life.”
Vision Statements
x Core Services — We will continue to
improve high quality customer focused basic
city services at a reasonable cost.
x Parks and Leisure Services — We will
continue to promote a wide range of leisure,
recreational and cultural arts opportunities.
x Planning and Development — We will
continue to promote a well-planned
community.
x Economic Development — We will
continue to promote a strong and diverse
economic environment.
The following is a summary of key elements
included in the Fiscal Year 2003-2004 Approved
Budget for the City of College Station. The budget
provides the framework to implement the Strategic
Plan and meet the Mission Statement outlined by
the City Council. It also provides resources for
quality city services in College Station. The 2004
fiscal year begins October 1, 2003 and ends
September 30, 2004.
This document is presented by function or program
as they address one of the four Vision Statements,
or overall goals, established by the City Council to
meet the City’s Mission Statement. The
organization of the document allows the reader to
review changes in programs as they relate to the
Strategic Plan and goals the City Council has set.
The budget was also prepared in the context of the
Financial Forecast. The forecast predicts the fiscal
impact of current and future budgetary decisions in
a five-year forecast based on a set of assumptions
regarding revenues and expenditures. The budget
also continues the implementation of decisions
made by the City Council over the past several
years.
The budget document is designed to provide
decision makers with a better view of the City’s
resources and their utilization to accomplish the
policy direction of the City Council as set out in the
Strategic Plan and other policy direction. It also
shows the City’s near term commitments and how
the City meets the financial policies approved by
the City Council. The document is also designed to
show citizens the services being provided and their
associated costs.
The following is a summary of the FY 04 Approved
Budget.
FY 04 Approved Net Budget Summary
Fund Type Approved Net
Budget
Governmental Funds $44,300,333
Enterprise Funds $75,323,986
Special Revenue Funds $5,174,032
Subtotal O&M $124,798,351
Fund Balance/Working
Cap. Transfers to CIP
Subtotal
$12,879,395
Capital Projects Subtotal $22,679,926
Total Approved Net
Budget
$160,357,672
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.
CITY OF COLLEGE STATION
2003-04 BUDGET
EXECUTIVE SUMMARY
1
Vision Statements Section
The Vision Statements section of the budget
provides the reader with a view of the various
services provided by the City and is organized
around the four Council Vision Statements and the
Strategic Plan. This part of the budget is designed
to help show what services are being provided with
the budget resources available.
Performance expectations are shown in the form of
service levels and performance measures for each
major activity. This information is organized by
Vision Statement within the budget document. The
service levels show the services that different
functions and programs in the organization provide.
The performance measures illustrate how well
those levels of service are being met. This occurs
through the creation of specific measures designed
to show what levels of service are being achieved.
Also included in this section is a budget summary
organized by service levels. The budget summary
provides a brief description of the activity, the
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 03 budget revenues and expenditures, FY 03
year end estimates, FY 04 base departmental
requests, FY 04 approved Service Level
Adjustments, and the total FY 04 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. Under this
basis revenues are recognized when they become
measurable and available to finance expenditures of
the current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of these
items can be found in the Financial Policies
beginning on page F-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 04. 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. 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.
2
Strategic Planning and Budgetary
Management
Strategic Planning
The City uses a strategic planning process which is
designed to identify where the City Council wants
the City to be in the future and determine what
path will be taken to achieve that future. In May of
this year, the City Council revised the City Mission
Statement and 4 Vision Statements at their annual
strategic planning retreat.
The Mission Statement and Vision Statements
provide the framework for the rest of the strategic
planning process and the preparation of this
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 18 strategies were identified by the City
Council. A draft of the Strategic Plan with these
strategies and implementation plans was presented
to the City Council in July. As the budget process
continues, there will be further discussion of the
strategic plan and the resources that will be
included to implement it. The strategic plan will be
revised and considered by the City Council for
adoption at the time the budget is considered for
adoption.
Page 29 and Appendix L includes a summary of
the Strategic Plan.
Budgetary Management
The strategic planning and budget process is
integrated to ensure that the policy direction
provided in the Strategic Plan is implemented
through the budget process. A basic flow chart
showing the strategic plan and budget development
process may be found in the Appendices on page I-
1.
The budget process begins early in the calendar
year with the Budget staff preparing salary and
benefit information based on the Council approved
pay policy for the upcoming budget year. The
process continues through the Spring and early
Summer as departments prepare their budget
requests. Budget requests are analyzed and
reviewed, and the City Manager’s Approved Budget
is developed using the framework of the strategic
plan and existing levels of service.
The FY 04 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 approved budget
also includes increases in the City contribution to
the health benefits fund due to increasing health
care costs.
The Budget staff evaluated the current budget prior
to developing target budgets for FY 04. Part of the
analysis entailed identifying and reducing all "one-
time" expenditures (expenditures for capital, special
studies and other like items) included in current
budgets.
A detailed review of departmental submissions was
conducted to insure that requests were complete
and within the guidelines of the City Council and
the City Manager. The Budget Office prepared
budget estimates for many costs including salaries
and benefits, equipment replacement, utilities, and
other costs and provided those to the departments.
All other costs were held at the current level. The
base or target budgets prepared by departments are
designed to provide the resources needed to
maintain current service levels.
Budgets submitted by departments were reviewed
to make sure they included only those things
necessary to maintain the existing levels of service
being provided.
Items determined to be in excess of the target
budget were submitted and reviewed as Service
Level Adjustments (SLA’s). The City Manager,
Assistant City Manager, Fiscal Services Director,
and Budget and Strategic Planning Director
reviewed these SLA’s. The 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
3
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, which have
ongoing costs.
The strategic planning and budget processes are
truly integrated and the budget is designed to
become one of the implementing tools of the
Strategic Plan developed by the City Council.
The following chart provides a comparison of the
operating budgets of the major operating funds.
The comparison shows the percent change from
the Original FY 03 Budget to the Approved Base
FY 04 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 original
FY 03 Budget.
Original Operating Budget* Comparison
Fund Original FY 03
Budget
Approved Base
FY 04
Percent
Change
Approved Base
+ SLAs FY 04
Percent
Change
General $38,883,229 $38,603,571 (0.72%) $41,003,769 5.45%
Combined Utility 42,788,545 43,344,870 1.30% 44,199,432 3.30%
Sanitation 3,934,760 3,917,922 (0.43%) 3,938,158 (0.09%)
BVSWMA 6,512,810 4,737,983 (27.25%) 6,488,035 (0.38%)
Utility Customer Service 1,688,375 1,702,364 0.83% 1,803,990 6.85%
Internal Services 2,011,427 1,986,254 (1.25%) 2,033,936 1.11%
Other Operating Funds 459,376 460,580 0.26% 477,155 3.87%
Totals $96,278,522 $94,753,544 (1.58%) $99,944,475 3.81%
* This comparison reflects only the operating expenditure portion of each fund.
Fiscal and Budgetary Policies
Each year as part of the budget process, Fiscal and
Budgetary Policies are reviewed. These policies are
included as Appendix F in this document. These
policies serve as the framework for preparing the
budget as well as for the financial management of
the City.
During the budget process changes to these policies
will be reviewed with the City Council.
Key Budget Goals
The key goal of the 2003-2004 approved
budget is to maintain core services of the
City in the face of continued growth coupled
with changing economic conditions.
This is going to be achieved by the following:
¾Having a prudent approach to City finances so
as to continue meeting existing fiscal and
budgetary policies within the existing ad
valorem tax rate.
¾Meeting strategic priorities identified by the
City Council, and addressing concerns
identified in the annual citizen survey.
¾Maintaining service quality.
¾Investing in existing infrastructure and public
facilities, as well as expanding certain
infrastructure and public facilities.
The approved budget is designed to provide
resources to achieve the visions and strategies set
out in the Strategic Plan.
CORE SERVICES-VISION STATEMENT
Most of the City's approved budget is used to
provide core services. These services include
4
streets, drainage, solid waste, utilities, police, and
fire services. Over $135 million is included in the
Core Services Vision Statement.
Key Core Service Approved Budget Additions
¾Resources for infrastructure improvements to
the Southside area of nearly $3.8 million are
in the approved budget. This is part of a multi
year effort to rehabilitate infrastructure.
¾Additional resources of $300,000 for street
thoroughfare rehabilitations are included in
the approved budget.
¾Additional resources for Fire Station #5
operations and maintenance (phase 3 of 3)
of $200,530 is included.
¾Additional resources for the Police Department
through the approved addition of a Criminal
Investigation Division Sergeant in the
amount of $99,784 are included in the
approved budget.
¾An additional drainage crew is approved at a
cost of $152,309 to ensure drainage rights of
way are maintained at appropriate levels.
¾Resources of $53,853 are also approved for
the additional maintenance costs associated
with the new public safety computer
system.
¾Enhancements to public communications
function are approved through the addition of a
media specialist and equipment for
television production in the amount of
$198,422.
¾Enhancing communications through a
approved low band radio station system
costing $95,000 is also in the approved
budget.
¾Resources for holding a capital improvement
project bond election totaling $47,710 are
included in the approved budget.
All of these approved items are directly related to
the core services in the Strategic Plan.
The challenge in the budget process again this year
has been to maintain excellent core city services
with more uncertainty in the local economy and the
impact that may have on revenue growth. All
services will continue to be reviewed to determine if
here are improvements that can be made in the
way services are provided.
PARKS AND LEISURE SERVICES-VISION
STATEMENT
The approved budget includes resources to
continue the Parks and Recreation Department at
current service levels. Resources are also included
to continue funding Arts Council, and public art.
Key Parks and Leisure Services Approved
Budget Additions
¾Additional resources of $55,100 are approved
for the maintenance of the improvements being
made at Lick Creek Park and other new parks
coming on line. The budget includes a
proposal to privatize certain maintenance
functions at City Hall and the Police Station,
and reallocate the existing parks crew to the
new parks coming on line.
¾Implementation of the Tarrow Park Masterplan
through approved capital projects at the
Lincoln Center totaling over $900,000 is
included in the approved budget.
¾Additional resources for improved signage in
the Wolf Pen Creek area of $70,500 is
approved.
¾Resources are approved for the City's 65th
Birthday Celebration totaling $25,130.
PLANNING AND DEVELOPMENT —VISION
STATEMENT
This vision statement is addressed through the
conclusion of efforts to complete the Unified
Development Ordinance.
Key Planning and Development Approved
Budget Additions
¾The approved budget includes funding of
$46,504 for an additional plans examiner
position in Development Services. This will
improve the turn around time in the plans
review process.
¾The approved budget also includes resources of
$60,000 to continue to review annexation
options next year.
ECONOMIC DEVELOPMENT-VISION
STATEMENT
Economic Development initiatives are approved to
continue and resources are included in the
approved budget.
5
Key Economic Development Approved
Budget Additions
¾The new Conference Center project is
included in the FY 04 approved budget. The
FY 04 new budget appropriation for the
construction of the Conference Center is
approximately $5.8 million. A total of $12.1
million is projected to be spent in FY 04. Since
this budget was prepared the proposed
Conference Center project was halted and will
not be constructed at the proposed site with
the proposed partner. The City Council is
currently considering options on this matter.
¾Resources of $15,000 are also included to
improve signage in the Northgate area.
¾Additional capital resources of $2.3 million are
included in the approved budget for the
development of the Spring Creek Business
Park.
College Station Growth Trends
The following sections highlight some of the key
factors used in the preparation of the FY 04
approved budget. These include a summary of the
City’s key economic indicators, the financial
forecast, and a summary of the results of the
2003 citizen survey.
Economic Indicators
Preparing this budget was challenging given the
uncertainty through most of the Spring about the
level of funding Texas A&M University would
receive through the state budget process. The state
of Texas was facing a deficit of approximately $10
billion. Ultimately, Texas A&M University did not
realize the large budget reductions that were
originally predicted.
College Station has continued to grow over the last
year, although some areas of the economy have
continued to slow. This slower growth has a direct
impact on the resources available to the City to
provide services to the community. Indicators of
growth include population increases, building
activity, unemployment rate, ad valorem tax
revenues, and sales tax revenues. The City of
College Station has not experienced some of the
more severe impacts of the economic downturn
faced by other areas in Texas and the nation. Part
of this is due to the fact that the major influence on
the local economy continues to be Texas A&M
University. However, the potential for significant
budget reductions at Texas A&M University has
caused uncertainty in the local economy.
The population of College Station grew throughout
the 1990’s. At the 1990 Census, the population
of College Station was 52,456. The 2000 Census
reported the population to be 67,890. The current
estimated population through May 2003 is 74,223.
This is a 29% increase in population over that ten
year period. The population is projected to grow
by two percent per year over the next five years to
an estimated population of 86,500.
The following graph shows population growth in
College Station over the last ten years and
projections through the year 2008.
The pace of new development has continued to
grow over the last several years. For several years
during the early 1990s, growth was primarily due
to retail development, as College Station became a
regional shopping center. Both residential and
commercial development has remained strong in
recent years. Other economic indicators continue
to demonstrate a strong local economy.
1. Building Permits and Development — The new
property value added to the ad valorem tax
base in 2002 was approximately $142
million. In 2003 the new property value added
to the tax base is estimated to be $143
million. Both single family and multi family
residential construction continues to be strong.
Through June 2003, 432 single-family permits
were issued. For the same period of 2002,
447 single-family residential permits were
issued.
From January through June 2003, the City
issued permits with a value of $112.7 million.
For the same period in 2002 $86.6 million was
permitted. The chart below shows dramatic
year to year changes has occurred in permitted
construction in the 1990’s. It also projects
future new development of $100 million per
year through 2007.
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
Thousands199119921993199419951996199719981999200020012002*2003*2004*2005*2006*2007*2008College Station Population
6
Commercial construction also remains strong in
College Station. Through the first six months
of 2003, $23.5 million in new construction
was permitted compared to $24.6 million
through the same period of 2002.
2.Unemployment 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 1993, total taxable
assessment rose from approximately $1.3
billion to approximately $3 billion. The City
has experienced a 136% increase since 1993
and an estimated 10% increase in the last year.
The increase in ad valorem value is directly
related to new construction in the City.
Increasing values reflect an overall healthy local
economy. Current residential and commercial
projects underway are anticipated to add to the
ad valorem tax base next year. As taxable ad
valorem value increases, particularly through
growth, it provides additional resources for
both the General Fund and General Debt
Service Fund of the City. This increase
provides resources needed to help meet
increasing service demands associated with the
City’s growth.
4. Sales Tax Revenues-- The sales tax is the
largest single revenue source for the City's
General Fund, accounting for approximately
40% of General Fund revenues. This is one
reason why a fiscally conservative approach is
taken to estimate future sales tax revenues.
Many Texas cities have continued to see a
reduction in sales tax revenues. College
Station, though, has continued to see some
sales tax growth in the past year. Sales tax
revenues are projected to grow in FY 04 by
two percent over the FY 03-year end estimate.
The previous chart shows sales tax revenues received
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 recent
years, and this has a direct impact on the ability to
have resources to provide services. This growth
results in both revenue growth for the City and
increased demand for services. Revenue growth
appears equal to the costs of maintaining the
current service levels throughout the City, however
the margin is much smaller than in prior years.
Staff continues to monitor various indicators of
economic and fiscal health of the community. This
is why the concern over the state budget decisions
were so high. Monitoring is also done in order to
better respond to economic conditions that may
indicate a weakening in the local economy. Any
such weakening could adversely affect the fiscal
health of the City. If the economy does have an
0
20
40
60
80
100
120
140
160
Millions199019911992199319941995199619971998199920002001200220032004200520062007Value of New Development
Residential Commercial
..
Sales Tax Revenue
14.0
10.9
9.8
9.58.98.7
11.5 12.6 12.7
13.5 13.8
0.0
2.5
5.0
7.5
10.0
12.5
15.0
19941995199619971998199920002001200220032004Millions of $0
500
1,000
1,500
2,000
2,500
3,000
MILLIONS1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 **
AD VALOREM TAX VALUATIONS
7
adverse effect on the City's fiscal health, choices on
revenues and expenditures will have to be made to
address the impact. Although some growth is still
occurring in College Station, fiscally conservative
estimates are made in anticipating future revenues.
This approach is important to ensure that any slow
down in growth, or change in economic conditions
does not adversely affect the financial position of
the City.
Financial Forecast
The financial forecast is a tool used to indicate the
actual and possible results of decisions made by the
City Council over a number of years. The forecast
has become an integral part of the planning and
budget preparation processes. The forecast was
reviewed with the City Council in February and
again in July prior to the presentation of this
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 how some of these additional needs are
funded in the future.
This year when the preliminary forecast was
presented in February, it was presented in a way to
allow the flexibility in the budget to pivot, if
economic conditions worsened, or if the budget at
Texas A&M University was cut substantially. The
forecast assumed maintaining service levels, but
included a pay freeze in FY 04 and FY 05. Since
that time the State of Texas passed a budget that
did not have a significant reduction in funding for
Texas A&M University. The approved budget does
not anticipate a significant economic downturn
impacting revenues in FY 04, and includes
recommendations for maintaining and enhancing
some services, improving the retirement benefit,
and a small pay increase for City employees.
The forecast provides an opportunity to think
strategically about the best ways to address growing
service demand issues in the next several years. It
also serves as the foundation for continued
planning in the next 12 to 18 months. The
financial forecast exercise has served the City well
over the past several years.
2003 Citizen Survey Results
The National Service Research group was hired to
perform the annual citizen survey in 2003. This is
the seventh year this survey has been conducted. It
was conducted as a random sample telephone
survey with 500 respondents. The survey focused
on satisfaction with service delivery by different
departments of the City, rather than desire for
additional services.
Respondents continue to hold a very favorable view
of City services. 93% of respondents said that they
were either somewhat satisfied or very satisfied with
the services provided by the City. In particular
residents polled are generally satisfied with police,
fire, parks, code maintenance enforcement, animal
control, recycling and garbage services, public
utilities, and solid waste.
Three areas on the survey that received relatively
lower levels of satisfaction were the streets, bikes,
and sidewalks; utility bill inserts; and library
services. Residents felt the single greatest need in
College Station varied between traffic control,
better signal timing, and improve roads; more
entertainment, restaurants, night life, theater,
cultural opportunities, and shopping; public
transportation; and more parks, bike lanes,
sidewalks, dog park, and recreation opportunities
for seniors and children.
The results of this annual survey are one tool used
to garner feedback from citizens regarding
satisfaction with services. Areas that receive lower
satisfaction rates are examined to determine the
resource allocation changes that may be needed.
Property Tax Rate, Utility Rate, and User
Fee Changes
The ad valorem (property) tax rate is approved to
be $0.4653 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 $0.2732
per $100 valuation. The operations and
maintenance portion of the tax rate is approved to
be $0.1921 per $100 valuation. The approved
tax rate was lowered by $0.0124 from the
2003 rate of $0.4777 per $100 assessed
valuation. This tax rate will provide funds for
the debt service requirements and the
8
operation and maintenance costs in the
General Fund in the approved FY04 Budget.
College Station continues to have one of the lowest
tax rates among cities between 50,000 and
100,000 in population. The City of College
Station tax rate is lower than 75% of these cities.
Overall the approved tax rate is expected to
generate more revenue in FY 04 than in FY 03.
This is due to two factors. First, is the estimated
$143 million of new appraised value on the tax
roll. This is the result on new residential and
commercial construction in College Station last
year. New residential and commercial construction
continues to meet the needs of a growing
population. A portion of the increase in revenue is
the result of increases to existing property values.
These increases are the result of re appraisals on
property done by the appraisal district. The City
will adopt a tax rate based under the truth in
taxation legislation. This process will show how
much of the revenue increase is the result of new
value, and how much is the result of increases in
existing values.
Tax Rate Comparison
The preceding graph shows a comparison of the
tax rate of cities in Texas between 50,000 and
100,000 population. The College Station tax
rate is lower than 75% of the cities listed. This
data is from the annual TML tax and debt
survey.
The approved budget includes a 4% revenue
increase in the Wastewater Fund. This rate
increase is needed as a result of the expansion of
the Lick Creek wastewater treatment plant. The
increase will pay for the long-term debt service on
this facility and other capital projects needed to
maintain, rehabilitate, and expand the wastewater
system infrastructure.
No rate changes are approved in any of the other
utility funds.
As part of the budget process this year a number of
user fees were reviewed and increases were
proposed in order to move toward meeting the City
financial and budgetary policies. The fees reviewed
include Parks and Recreation fees, Development
fees, ambulance fees, and cemetery fees. None of
the fee increases being considered have been
included in the approved FY 04 budget.
Positions in the Approved FY 04 Budget
As a service providing organization, salaries and
benefits account for the largest percentage of
operating expenses. College Station is similar to
other cities in this respect. Human resources are
also one of the primary assets of the City of
College Station. When the cost of purchased
power is excluded; personnel expenditures account
for approximately 59% of total City operating and
maintenance expenditures.
The approved budget includes 816.25 full time
equivalent positions.
A net total of 11.75 new positions are approved in
FY 04.The following is a list of the positions
approved.
x 3 Firefighters - This is the third and final year
of a three year plan to add firefighters to man
Fire Station #5.
x 1 Police Sergeant in the Criminal
Investigation Division
x 3 person Drainage Crew to improve the
service level for mowing drainage rights of way,
and maintaining drainage areas.
x 1 Plans Examiner in Development Services
to review building plans.
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
Tyler
Round Rock
Sugar Land
Flower Mound
Lewisville
College Station
Richardson
Longview
Denton
Galveston
Allen
North Richland Hills
Harlingen
Temple
McKinney
Bryan
Midland
Odessa
Killeen
Victoria
Baytown
Port Arthur
San Angelo
9
x 1 Media Specialist in Public
Communications and Marketing to expand
television production activities.
x 1 Municipal Court Customer Service
Representative, and 1 Municipal Court
Payment Plan Coordinator to improve
customer service, and increase the collection of
fines.
x 1 Warehouse Assistant in Public Utilities
x 0.25 Secretary in Human Resources. This
will make the position a full time position.
In the Utility Customer Service fund one part
time (0.5) position is to be eliminated. The
budget includes a request to automate a portion of
the billing process, and will result in the elimination
of a part time customer service representative.
The number of City employees will increase by less
than 1.5% in the FY04 approved budget. The
positions are directly related to core services and
the strategic plan, as well as increasing revenue,
and customer service.
The City of College Station also budgets for
temporary/seasonal positions. The Parks
Department makes extensive use of these funds for
many of their seasonal programs. Other
departments also utilize these resources.
The City accounts for temporary/seasonal funds by
calculating the number of hours worked, and
approximating the number of full-time equivalent
(FTE’s) positions.
The chart above shows the change in the number
of positions over the last 10 years.
Approved Retirement Plan and Pay Changes
The City has been working under a market pay
system for the past 4 years. As part of this system,
an annual salary survey is conducted to determine
where the City pay plan is in relation to the rest of
the defined market for the City. The City has made
great strides moving toward the market over the
last several years. This allows the City to recruit
and keep well-qualified employees. The City also
provides a retirement plan, the Texas Municipal
Retirement System, to City employees with the
6/12 plan. Currently the employees participate at
a level of 6% of their pay. The City matches that
contribution on a two to one basis. Most of the
City's included in the salary survey have the 7/14
plan. Of the 16 cities included in the salary survey
only 3 are not at the 7/14 level. The FY 04
Budget includes a proposal to increase the
retirement benefit to 7/14 level. The annual cost
of this is $455,390. The approved budget also
includes a 1% across the board increase to offset
the additional retirement cost to City employees.
The 1% across the board increase will cost
$317,965 on an annual basis. This change is
being made in lieu of any other pay changes in FY
04. The approved budget also includes additional
resources for health insurance costs in FY 2003-
2004.
Capital Improvement Projects
The approved Capital Improvements Budget for FY
04 total $35,559,321 for all funds which include
capital projects. However, this budget amount
does not reflects all projected capital expenditures
for FY 04. In the case of projects for which funds
have already been approved and budgeted, the city
may continue to spend money to complete these
projects without including the projected FY 04
expense as a new appropriation. The project
budgets that have been appropriated carry forward
until the project is complete. Only portions of the
projects that have not been appropriated previously
are included in the FY 04 Budget.
In FY 04, the city anticipates that there will be
significant expenditures for both general
government and utility capital projects. Significant
infrastructure rehabilitation and improvement
projects are scheduled in FY 04. Included in this
are rehabilitation projects in the southside area.
These projects will involve the rehabilitation of
utilities, drainage ways, and streets. Other projects
underway include a number of street projects
including those from the interim cip included in the
current year budget, as well as projects from the
1998 bond authorization.
There are a number of Water and Wastewater
capital projects that will incur expense in FY 04.
These projects are discussed in greater detail later
in the budget overview and in the capital project
section of this document.
Personnel Total
706.0
804.75
701.0 735.0701 735
757 804.50 816.25
706
0.0
100.0
200.0
300.0
400.0
500.0
600.0
700.0
800.0
900.0
95 96 97 98 99 00 01 02 03 04
Fiscal Years
10
City of College Station
Net Budget Expenditure Comparison
Fund
Original
FY03
Budget
Approved
FY04
Budget
Percent
Change
General Fund $33,677,968 $35,916,941 6.65%
Combined Utilities 61,147,543 62,5769,292 2.34%
Sanitation 4,764,539 4,845,347 1.70%
BVSWMA 6,960,558 6,981,299 0.30%
General Debt
Service 8,506,258 7,844,062 -7.78%
Hotel/Motel 2,350,583 2,274,833 -3.22%
Parking Fund 367,296 918,048 149.95%
Parks Xtra Ed.122,670 123,082 0.34%
Police Seizure 3,500 2,700 -22.86%
Court Security 110,000 168,548 53.23%
Court Tech.100,000 245,000 145.00%
Comm. Dev.2,692,349 2,753,677 2.28%
Cemetery 0 145,522 N/A
Total O&M
Expenditures $120,803,264 $124,798,351 3.31%
General Fund 640,000
Combined Utilities 2,080,000 10,400,000 400.00%
Comm. Dev.1,482,333 1,839,395 24.09%
Hotel/Motel 600,000 0 -100.00%
Fund Balance/
Working Capital
Transfers to CIP $4,162,333 $12,879,395 209.43%
Capital Imp. Proj.
General Govt.6,011,536 5,664,619 -5.77%
Utilities 8,687,900 7,391,457 -14.92%
Drainage 2,440,748 1,193,245 -51.11%
Convention Ctr.2,483,038 5,876,802 136.68%
Wolf Pen TIF 2,403,200 2,553,803 6.27%
Melrose TIF 96,000 0 -100.00%
Total Capital
Expenditures $22,122,422 $22,679,926 2.52%
TOTAL $147,088,019 $160,357,672 9.02%
Net Operating Budget Change
The previous table shows the City's net operating
and maintenance expenditures for FY 04 are
approved to be $124,798,351 which is 3.31%
over the FY 03 budget. Transfers From fund
balance for capital projects in FY 04 are approved
to be $12,879,395. This increase is due to the
scheduled transfer of resources from the Water
Fund for water capital projects. The net Capital
Budget is approved to be $22,679,926. The latter
two items will provide a total of $35,559,321 of
new budget appropriation for all capital projects.
The increase in the capital budget has caused most
of the overall budget increase of 9.02%. The total
approved budget is $160,357,672.
Each fund will be discussed in detail in the Financial
section of this budget.
11
Police Department $9,231,753
The Police Department provides a number of
services that help make the community safe.
Among the services provided are 1) police patrol
with certified police officers who are equipped with
police vehicles and all necessary equipment, and
assigned to specific areas of the city; 2) criminal
investigation which investigates reported crimes; 3)
animal control; 4) jail and communications support
for officers on the street and short term detention
facilities that reduce the processing time of arrests;
and 5) a professional standards division that serves
a support and training function for the Department.
Three service level adjustments are approved for
the FY 04 CSPD operating budget. This includes
$8,605 to develop a replacement and maintenance
schedule for patrol bicycles. Three bicycles will be
replaced in FY 04. $45,060 for traffic enforcement
is also approved for FY 04. $33,795 will be
reimbursed back to the City through the Selective
Traffic Enforcement Program Grant. Finally,
$99,784 is approved for an additional Sergeant in
the Criminal Investigations Division (CID). This
position is being requested to ensure the caseload
in CID can be managed efficiently.
Fire Department $7,236,399
The Fire Department provides services to College
Station, to our neighbors in Bryan through an
automatic aid program, and to rural areas around
College Station through mutual aid agreements.
The Fire Department operates out of four stations
located throughout the City.
The basic services of the Fire Department are 1)
fire response 2) emergency medical response, 3)
fire prevention services, including commercial fire
safety inspections and fire prevention training at
local schools and various functions; 4) code
enforcement activities performed by the community
enhancement action center and 5) hazardous
material response.
There are 6 SLAs approved as part of the Fire
Department budget, totaling, $265,682.
$200,530 is approved for phase III of
implementing the operating costs associated with
fire station 5. Additionally, $7,500 for an
employee recognition program, $19,852 for
textbook training media, $6,300 for a commercial
washer extractor, and $2,500 for digital camera
and equipment to assist code enforcement
personnel. Due to the rising costs of services,
$29,000 is included in order to maintain the
current service level in the FY 04 approved budget.
Public Works $17,514,541
The Public Works Department maintains streets,
drainage and greenways, and the City's traffic
control system. It is also responsible for refuse
collection, capital project engineering and
construction, as well as fleet and facilities
maintenance. Also included is the budget for the
Brazos valley Solid Waste Management Agency.
One service level adjustment is included in the
approved budget for the Public Works
Administration Division. $20,000 is approved to
hire a consultant to help identify and prioritize
traffic issues in many of the elementary, middle,
and high school areas. City and CSISD staff will
use the results of this traffic study in subsequent
years to select candidate schools and projects so
that the grant program can best meet the needs of
both agencies and the constituents they represent.
The Facilities Maintenance division provides
support services to City departments through the
maintenance of City facilities. This entails all City
buildings including heating, ventilation and cooling
systems. Additionally, Facilities Maintenance
performs some minor building construction and
remodeling activities. The Division also supervises
facility repair fund uses to ensure that facilities and
equipment are repaired and replaced in a timely
manner.
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
The Street Division of the Public Works
Department strives to ensure that the street system
within the City of College Station is properly
maintained. This is done through a number of
programs including a street rehabilitation program
that addresses street repair before more expensive
reconstruction measures are needed. The Streets
Division also coordinates with the Engineering
Division to plan and develop major street capital
projects that involve rebuilding roadways that need
upgrades.
The Street Division also provides routine pothole
patching and other maintenance services. The
effectiveness of this service is measured by
determining whether 95% of the streets in the City
have a grade of “C” or better, using the Pavement
Management System.
The Streets Division’s FY 04 Approved Budget
includes a service level adjustment for $91,000.
These funds will be used to support maintenance
activities of recent annexation. Approximately 22
lane miles of streets were added to the street
inventory due to the recent annexation.
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 $544,013.
There are two SLA’s approved for the Drainage
Division of Public Works. The first approved SLA is
for $11,500 to carry out a mosquito abatement
program within City limits. The second approved
SLA is for a full-time operator and 2 full-time Public
Service Workers to maintain right of ways and
ditches in compliance with our current weed
ordinance. The cost of this is $152,309.
The traffic 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
Texas A&M football season. The Traffic Signal
Division is responsible for maintaining and
repairing traffic signals and school warning devices
in order to provide safe and efficient movement of
vehicles and pedestrians. Traffic Signs will receive
an additional Traffic Signals technician in FY 04.
This position comes from the Engineering Division
in Public Works.
One service level adjustment is included in the
Traffic Signals budget for FY 04. $60,000 is
approved to provide funding for uninterrupted
power supply for traffic signals at 6 traffic
intersections in the City. This will provide the
ability to operate certain key traffic signals in the
event of a power outage for a period of time.
The total approved budget is $745,937.
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
$690,725.
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 $1,133,084.
There is one approved SLA in the amount of
$11,585 included in the Fleet Services FY 04
Approved Budget. These funds will be used to
purchase 3 hydraulic vehicle lifts.
The Sanitation Division of the Public Works
Department provides a number of services to meet
the local need for municipal solid waste collection.
These include providing residential containers,
curbside recycling, brush and grass clipping
collection, street sweeping and the removal of
virtually any waste that may be disposed of in the
local landfill or through composting. Commercial
service is also provided to local businesses.
Commercial service offers collection in small and
large plastic receptacles, and is loaded with side
mounted automated collection equipment.
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 total approved budget is $3,938,158.
The Brazos Valley Solid Waste Management
Agency (BVSWMA) is a cooperative arrangement
between the Cities of College Station and Bryan to
provide solid waste disposal service. BVSWMA is
responsible for running the landfill, developing and
implementing alternative disposal programs for
waste that cannot be placed into the current landfill
site, and providing for long-term disposal for the
two cities and other customers of the agency.
The total approved budget is $6,488,035.
Approved expenditures include two service level
adjustments. The first, $600,000 will be used for
the design and construction of approximately 70
acres of Pre-Subtitle D and Subtitle D Final Cover
for the Rock Prairie Road Landfill. Funds from
this SLA will also be used to provide an Active Gas
Collection and Control System (GCCS). The
second SLA, requests $1,100,000 the construction
and oversight of Fill Sector 18 at the Rock Prairie
Road Landfill.
Parks & Recreation Department$6,407,522
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.
There is six-service level adjustments (SLAs)
approved in the Parks and Recreation FY 04
budget. There are two approved SLAs in the Parks
Administration Division, which include $70,500 for
signs for the Wolf Pen Creek District to identify trail
entrances and vehicular gateway; and $9,500 for a
large format copier to produce blueprints.
Two service level adjustments are approved for the
Recreation Division. The first, $19,950 will be used
to provide funds for the increases in officiating fees.
This cost will be offset in part by increases in user
fees. The second SLA approved for the Recreation
Division for $25,130 for the City’s 65th Birthday
Celebration. One SLA is approved for Parks
Operations. $55,100 is recommended for the
ongoing operations and maintenance costs
associated with Lick Creek Park, which is under
construction. This SLA will contract out the
landscape maintenance of the City Hall/Fire
Administration Complex and the Police
Department/Cy Miller Park, and allow those Park
resources to be shifted to Lick Creek Park.
Finally, $8,600 is approved for a vehicle upgrade
in the Forestry Division.
Development Services $2,164,761
The Development Services Department provides
oversight for new development in the City.
Development Services works to ensure that there is
compliance with zoning, subdivision, drainage and
other ordinances. This ensures the community
develops in a manner consistent with the policies
established by the City Council. The development
process includes planning and construction
functions as well as development coordination
activities. Also involved in the development
process are other areas such the Fire Department
and the Public Utilities Department.
In FY 03, a vacant Secretary position was
reclassified into an Assistant Director for
Development Services position. This position
upgrade was made to improve Development
Services. This upgrade results in an increase in cost
of approximately $59,000. This increase is
included in the Development Services base budget.
Development Services has three approved service
level adjustments (SLA's) for FY 04 in the amount
$124,015. The first approved SLA request is for
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the purchase of TRANSCAD Software and the
hiring of a part-time intern.
This software will analyze transportation impacts
regarding thoroughfare and land use changes. The
cost of this SLA is $17,511. The second approved
SLA is for an additional plans examiner in the
building division. In FY 03, commercial and
residential building continues to remain strong in
the City. Therefore, an additional position would
allow plans to be reviewed in a timely manner.
The cost of this SLA is $46,504. The third
approved SLA, for $60,000, will fund the
development of further annexation strategies.
Office of Technology and
Information Services $5,425,187
The Office of Technology and Information Services
(OTIS) provides a number of internal services to the
City organization. In addition, the Department
manages the franchise agreements that the City of
College Station has with telecommunication, cable
and natural gas providers in the community.
Services provided from General Fund revenues
include OTIS Administration, Management
Information Services (MIS) for micro to mid-range
computer users, and Geographic Information
Services (GIS). The OTIS internal service funds
include Communication Services, Print/Mail, and
Utility Billing.
The OTIS Department has six approved SLA’s in
the amount of $327,799. The first approved SLA
is for the electrical franchise with BTU in the
amount of $100,000. The second approved SLA is
for the purchase of a citizen contact software. This
software would allow a method for citizens to
submit service requests via the internet or
telephone. The cost of this SLA is $53,000. The
third approved SLA is for the maintenance costs
associated with the Public Safety Computer System,
which is currently being installed. The cost of this
SLA is $53,853. The fourth approved SLA is a
continuation from an approved SLA from FY 03.
This SLA would fund the purchase of a license in
order to continue to install Microsoft XP Software
as a standard desktop suite for the City. The cost of
this SLA is $60,000. This is the second year of a
two-year plan to upgrade all City computers to this
standard desktop suite. The fifth approved SLA is
maintenance costs for various existing software,
such as HTE modifications and Lotus Notes which
is used in the Police Department. The cost of this
SLA is $3,755. The final approved SLA is for
replacement cost for uninterruptable power supply
at a cost of $57,191.
The Communications Division is responsible for the
maintenance of telephone, radio, and other
communications systems used by the City of
College Station. The approved FY 04 budget for
the Communications Division is $579,360.
The Print/Mail Division is responsible for providing
printing and mail services to City Departments. The
approved FY 04 budget for the Print/Mail Division
is $321,492.
Utility Customer Service Division is responsible for
the metering, billing, and collection of electric,
water, wastewater, sanitation, and drainage utility
fees. The Utility Customer Division has three
approved SLA’s in the amount of $82,591. The
first approved SLA would provide funding for the
use of credit card payment option for customers.
The cost of this SLA is $30,000. The second
approved SLA is for the purchase of software to
read bar code return pay stubs. Also approved in
this SLA is the reduction of a part-time position due
to the efficiency of this automatic billing function.
The cost of this SLA is $48,500. The final
approved SLA for the Utility Customer Service
Division is for replacement costs for uninterruptable
power supply in the amount of $4,091.
Fiscal Services $2,605,941
The Fiscal Services Department provides Fiscal
Administration, Accounting, Purchasing, and Risk
Management services to the City organization. It
also oversees the operations of the Municipal
Court.
Fiscal Services Administration oversees the other
areas of the Department and handles cash and debt
issues for the City while ensuring all funds are
invested prudently. The Accounting and Purchasing
Divisions work closely together to ensure that
purchases are made and recorded according to
guidelines. The Risk Management function seeks to
ensure that the City’s exposure to physical and
financial losses is minimized through a number of
programs addressing worker safety. Municipal
Court collects the fines and fees for the City. The
Fiscal Services Department has six approved SLA’s
in the amount of $211,436.
The first approved SLA submitted is from fiscal
administration for payment to the Brazos County
Appraisal District in the amount of $16,000. The
second approved SLA would fund a project to
perform an inventory and valuation of non-utility
infrastructure. The cost of this SLA is $20,000.
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The third approved SLA is for an additional
Customer Service Representative in the Municipal
Court Division at a cost of $31,568. The fourth
approved SLA would allow for the hiring of a
Payment Plan Compliance Coordinator for the
Municipal Court Division in the amount of
$34,152. The fifth approved SLA is for overtime
for police officers to serve warrants. The cost of
this SLA is $35,000. The final approved SLA
submitted by the Fiscal Services Department is for
the collection of credit card fees from customer
paying by credit card. The cost of this approved
SLA is $22,800. The approved SLA’s in the
Municipal Court Division are anticipated to result in
an increase of fine revenue of approximately
$500,000 per year. The move to the new
municipal court building will allow for increases in
efficiency and fine collections.
General Government $3,925,389
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 $358,509, which includes one approved service
level adjustment in the amount of $47,710. The
purpose of this SLA is to fund a bond and charter
election.
The City Manager’s Office is responsible for the
day to day operations of the City, making
recommendations on current and future issues to
the City Council, and providing short and long-term
direction for the organization. The approved budget
is $543,485.
Community Programs is an activity center in the
City Manager's Office and is responsible for
providing a number of programs including Teen
Court and Citizens University. Community
Programs has one service level adjustments for FY
04. This SLA proposes funds to renew the
Decision-Making for First Offenders Class, which is
funded by a grant through the Juvenile
Accountability Incentive Block Grant fund. The
approved budget is $119,476, which includes the
SLA for the incentive block grant fund in the
amount of $7,020.
Another key support area for the organization is
the Legal Office. The Legal Office provides legal
services and support to the City Council and the
City staff. Among the services provided by this
office are legal advice, contract writing, and
litigation. The approved Legal Office budget is
$671,325.
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 $307,377.
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 benefits to a secretarial position.
Currently this position is benefited at seventy-five
percent. The approved budget is $427,198, which
includes the SLA in the amount of $2,802.
The Emergency Management Division
is responsible for coordinating emergency and/or
disaster training, mitigation, preparedness,
planning, response and recovery for the City. The
approved FY 04 budget is $95,915. This amount
includes one approved SLA in the amount of
$3,000 for the purchase and maintenance of an
alert system. This is one-third of the total cost of
$9,000. Brazos County and the City of Bryan will
be procuring the remaining cost equally for this
alert system.
Public Communications and Marketing is a
division of the General Government Division which
provides timely, factual, and understandable
information to College Station residents, both
directly and through the news media. The Public
Communications Division has three approved
SLA’s in the amount of $298,442. The first
approved SLA would allow for the purchase of
television equipment, supplies, and the hiring of a
media specialist to operate the cameras in-house.
The cost of this SLA is $198,442. The second
approved SLA would allow for the update of the
1988 City history video “Golden Memories.”
The cost of this SLA is $5,000. The final approved
SLA would allow the City to develop a low band
radio station, which could be used for emergency
management as well as general public information.
The cost of this SLA is $95,000.
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The approved Public Communications and
Marketing budget is $558,559.
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 total Community
Development approved budget is $4,593,072.
The approved administrative budget is $598,294,
which includes one service level adjustment in the
amount of $3,773. The purpose of this is SLA is to
fund a part-time intern.
The Economic Development Department is
responsible for coordinating economic development
activities in College Station. The department
director serves as the staff liaison to the Economic
Development Corporation.
The Economic Development FY 04 approved
operating budget is $245,251. The approved
budget includes one service level adjustment in the
amount of $15,000. The purpose of this SLA is to
provide directional signs to the Northgate District.
Electric Division $45,043,565
The Electric Division is responsible for providing
cost efficient and reliable electric service to the
citizens, businesses, and institutions in College
Station. Electric service is critical to the ability to
encourage new employment and prosperity in the
City. The total Electric Fund budget is
$45,043,565
Water Division - Operations $4,023,032
A reliable and safe supply of potable water is
necessary for any community. The City of College
Station has the capacity to produce approximately
18.29 million gallons per day of potable water.
The Water Division has developed high standards
of reliability, which assures customers their needs
will be met with supplies, which meet or exceed all
federal and state mandated standards. As a City
enterprise, the full cost of service for water
production, transmission, and distribution is
recovered by charging customers for consumption
on a per unit basis.
SLAs in the Water Division total $199,800 in the
FY 04 Approved Budget. These SLA’s include
$72,800 for the equipment to assist with power
interruptions and blackouts, $40,000 for protective
coating on pump stations, $12,000 for chlorine
covers, $25,000 for SCADA equipment, $5,000
to train technical personnel, and $45,000 to design
a drainage structure.
Wastewater - Operations $3,677,415
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 approved budget includes $186,960 in SLAs
for the Wastewater Division. These SLAs include
$33,500 for TCEQ mandate permit renewals,
$28,000 for maintenance of equipment to help
deal with power interruptions and blackouts,
$74,000 for additional equipment for the sewer
television van, $32,750 for SCADA equipment,
$5,000 for training for technical personnel.
$13,710 is also included to replace uninterrupted
power supply devices.
Other Funds and Capital Projects Funds
The City uses a number of other funds to account
for various types of activities and programs that do
not strictly fall under one of the operating
departments. These funds and the capital project
budgets approved for FY 04 are described below.
General Debt Service Fund
The General Debt Service Fund is used to account
for ad valorem taxes collected to pay for authorized
general government debt. The debt service portion
of the ad valorem tax rate is approved to be
$27.32 cents per $100 assessed valuation. This is
less than the FY 03 rate by $0.0099 cents. It is
anticipated there will be capacity to fund an
additional $35-$40 million in debt over the next 5
year period within the approved tax rate.
Economic Development Fund
The City created an Economic Development Fund
to account for resources and expenditures directed
at providing incentives for businesses and industries
17
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. An additional $110,000 was added to
this budget in FY 04. There is $610,000 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 $74,660 in FY 04, and the Court
Technology Fee is projected to generate $99,960
in FY 04. These funds, along with existing fund
balance from prior years, 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 have a
number of allowable uses specified in the law. The
tax is used by the City to support the Convention
and Visitors Bureau, to pay for activities in the Wolf
Pen Creek Amphitheater, support the Arts Council
of Brazos Valley, support of certain parks activities,
and funding for the new conference center project.
The total anticipated revenues are $2.229 million
and anticipated expenditures are $2.275 million.
The approved FY 04 Hotel/Motel Fund budget
includes $1,019,633 for City Operations including
the Conference Center, Wolf Pen Creek
Operations, and other Parks programs and events
that are eligible for Hotel/Motel Funds.
The Arts Council recommended budget for FY 04
is $300,000. The Arts Council request is below
the 15% limit that can be spent on art programs
out of the Hotel/Motel Fund. These funds are for
the operations of the Arts Council.
The Convention & Visitors Bureau recommended
budget is $915,200. This supports ongoing
operations and maintenance of the Convention and
Visitor Bureau.
Cemetery Perpetual Care Fund
This fund accounts for the sale of cemetery lots and
other revenues that are collected through the
College Station cemetery. The fund also accounts
for expenditures on projects that take place in the
cemetery. In FY 04 a service level adjustment is
included in the amount of $55,000 to improve the
rear entrance to the Cemetery. This will provide an
alternate entrance to the cemetery, which will be
important as Texas Avenue construction begins.
Parks Xtra Education Fund
The Parks Xtra Education Fund was established in
FY 96 and is a joint effort between the City of
College Station and the College Station
Independent School District to provide community
based education programs. The approved Parks
Xtra Education Fund budget is $123,082.
Parking Enterprise Fund
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 04 is
$918,048, which includes a approved SLA in the
amount of $14,250. This SLA would fund the
purchase of digital cameras.
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 04 total revenues are
$2,422,060, 3.45% higher than the FY 03 revised
budget.
The approved equipment replacement budget also
includes $917,000 for the replacement of the City
telephone system. Funds have been placed in the
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replacement fund since 1994 when the phone
system was last replaced.
The approved FY 04 total expenditures are
$3,363,756, a 6.63% increase from the FY 03
revised budget.
Internal Services Fund
Over the past several years the City has established
three internal services funds for Fleet Services,
Print/Mail and Communications. Each of these
funds receives revenues from City departments to
whom they provide services. Fleet Services is
responsible for maintaining the rolling stock of the
City of College Station. Print/Mail provides
printing and mail services to the departments. The
print services are provided based on the cost of
providing the services. Departments have the
option of either using the City print shop or taking
the work to an outside print shop. The
Communications Fund provides all of the phone
and radio maintenance in the City system.
Base budget revenues for the fund reflect the above
policies. The revenues are transferred from
departmental budgets on a monthly basis to ensure
that sufficient funds will be available to fund all
expenses related to the specific functions.
Print/Mail Fund
The total approved revenues for FY 04 are
$381,399; an increase of 0.97% over the FY 03
revised budget.
The FY 04 approved expenditures are $367,321,
an increase of 1.13% over the FY 03 revised
budget.
Communications Fund
Revenues in this fund are projected to decrease
1.24% from the revised budget of FY 03. This
decrease is mainly attributable to the lack of
transfers in FY 04.
Expenditure in this fund, are approved to increase
by 0.12% to $679,360. This increase includes one
service level adjustment in the amount of $18,951
for uninterruptable power supply replacement
costs.
Fleet Fund
In FY 04, revenues in the Fleet Fund are projected
to decrease by 4.94%. This decrease is due mainly
to the reduction in fleet charges to Departments
throughout the City’s organization.
The FY 04 approved expenditures are
$1,265,384, an increase of 0.88% from the
previous fiscal year. This increase includes an SLA
in the amount of $11,585 for hydraulic vehicle lifts.
Self Insurance Fund
The City of College Station is partially self-insured
for property casualty and general liability, worker's
compensation and unemployment compensation.
The City participates in a PPO for employee and
dependent health care. The City moved to the
PPO in January 2003. This move was made as a
result of the escalating health insurance costs seen
in recent years.
Actuarially-based charges are made to each of the
operating funds using relevant bases (i.e., health
insurance is charged monthly per full-time
participating employee, while unemployment and
worker's compensation are charged as a
percentage of gross salary). This method of
funding allows the City to more accurately reflect
the costs of claims against the various funds and to
minimize potential risks.
These Funds are prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non-cash transactions
such as depreciation. The focus is on the net
change in working capital.
The City is making changes to the risk
management program, which are designed to
control costs in the Property Casualty Fund and the
Workers Compensation Fund. 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.
Workers Compensation Fund
Approved premiums are based on the actual
amounts received from the City’s employees. Due
to an increase in the number of employees and
rate, premiums in this fund have increased 67%
over the FY 03 adjusted budget.
Expenditures in this fund have increased 27% from
the previous fiscal year to $510,645. The rising
costs associated with claims and premiums largely
contributed to this increase. The claim increases
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are a result of increased medical costs, and claims
that were incurred in recent years.
Property and Casualty Fund
FY 04 approved revenues are based on the actual
amounts assigned to the various operating activity
centers. There will be an 11% increase over FY 03
for premiums and an overall decrease in revenues
of 4%.
Expenditures in this fund are projected to decrease
by 3% in FY 04 to $509,145. Much of this
decrease can be attributed to a reduction in pay
outs on premiums.
Employee Benefits Fund
In FY 03, efforts to create a reserve in the fund so
that future cost increases can be moderated were
successful. An increase in health insurance
premiums was approved for FY 03, as part of the
effort to address continued cost increase in health
insurance costs. These changes will continue to
move the Employee Benefits Fund to a position of
being self-sufficient. If the rate of growth continues
to increase in health care costs, then the employee
benefits fund will have to be re evaluated to
determine what additional changes will need to be
recommended. These changes have included
charging employees for a portion of their health
insurance cost.Additional premium increases
are included in the approved FY 04 budget.
The City is also actively participating in an
effort to determine if there are benefits to
the City, Brazos County, and the City of
Bryan jointly providing health insurance.
FY 04 expenditures are based on estimates of
future claims, premiums, and other miscellaneous
costs. Total approved expenditures are
$4,506,437, an increase of 15% over the FY 03
revised budget. This increase is a result primarily of
rising medical costs. Through education and
training programs, efforts are being made to reduce
the claims incurred. The City will continue to
monitor claims to determine what additional plan
changes need to be made.
Unemployment Fund
Revenues in this fund are collected much like the
Workers Compensation Fund, based on employee
collections. There is a 0.35% increase in expected
FY 04 premiums over FY 03 budgeted revenues
due to change in number of employees.
Expenditures in this fund are expected to be the
same as the previous fiscal year, $25,000.
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 the
Water Fund will be used to fund $10.4 million in
capital projects.
Other resources to fund capital projects include the
Wolf Pen Creek Tax Increment Financing District,
the Drainage Utility, and Parkland Dedication
Funds. Each will provide resources that will be used
to complete a number of projects over the next five
years. Community Development funds will also be
used to fund certain street projects in eligible areas,
and park projects in the Tarrow Park and Lincoln
Center area.
General Capital Projects
The following is a brief summary of some of the
key general government projects scheduled for FY
04.
Street Rehabilitation Projects
In FY 04, $1.2 million is approved for
rehabilitation to streets in the Southside Area.
This is a multi-year effort to rehabilitate the
infrastructure in older parts of College Station. Also
in FY 04, $500,000 is approved for various street
rehabilitation projects. In particular, $200,000 of
this amount will be used to overlay newly annexed
streets and $300,000 is approved for thoroughfare
rehabilitation.
Street extension projects include $632,404 for
completing the widening George Bush Dr. from
Texas Avenue to Harvey Road. $722,000 is the
anticipated project expense for phase II of the
Jones Butler Road project. Additionally, the FY 04
Approved Budget projects $2.2 million for the
Longmire Drive extension project, $3.7 million
toward the widening of Greens Prairie Road, and
20
$3.4 to for the extension of Dartmouth Drive from
Krenek Tap Road to FM 2818.
These street projects will help to address traffic
issues that have been highlighted in the citizen
survey and other feedback received from College
Station citizens.
Street TxDOT Capital Projects
It is anticipated that $580,000 will be used for
Texas Avenue Widening Phase II streetscaping, and
$175,000 for the George Bush Drive medians.
TxDOT timing on these projects will determine
when these expenditures will be made. The City
pays ten percent of right-of-way costs, and also
pays for any enhancements, such as the application
of any streetscaping desired in the project.
Traffic Capital Projects
In FY 04, there is no approved new budget
appropriation for traffic signal enhancements.
However, $72,000 is projected to cover the cost of
widening Holleman at the intersection of Holleman
and Texas Avenue.
Sidewalks & Trails
The City of College Station has worked over the
years to ensure adequate transportation
infrastructure for pedestrians and bicyclists. The
City has an adopted sidewalk and bike loop plan.
As new development occurs, sidewalks are an
important aspect that must be considered. In FY
04, $75,000 is anticipated for neighborhood
capital improvements, $132,000 to construct a
section of sidewalks on Longmire and $50,000 to
build sidewalks on Anderson.
Parks Capital Projects
The most significant parks projects for FY 04 are
improvements to the Lincoln Center. The FY 04
budget includes $623,000 to expand the Lincoln
Center and $350,000 to add a covered basketball
pavilion to the facilities. These projects are funded
through the Community Development Block Grant
Funds. These projects are part of the
implementation of the Tarrow Park master plan
which the City Council approved earlier in 2003.
Parkland Dedication Capital Projects
$258,000
Parkland dedication funds can be used for projects
in neighborhood parks within the various park
zones. The funds come from a dedication required
as new development occurs in College Station. In
FY 04, projects anticipated to use parkland
dedication funds include $700,000 for Woodway
Park development and $175,000 for a park in
Zone 10.
General Government And Capital Equipment
Capital Projects
General government and capital equipment projects
are planned assets that have value to more than
one specific area of City operations. Two main
divisions within this category are public facilities and
technology projects. In FY 04, significant projects
include: $1,255,780 for construction of Fire
Station #5; $917,000 to replace the City phone
system; $200,000 to complete the fiber loop; and
$100,000 to begin setting aside funds for a
topographic/aerial map. Other technology related
projects approved for FY 04 include the
completion of the replacement of the public safety
computer system, as well as the addition of several
other public safety technology projects. These
include a police booking system, a police field
reporting system, and a fire tone out system.
Conference Center $5,876,802
In FY 04, the new approved budget appropriation
of $5,876,802 is recommended for the
Conference Center. It is anticipated that over $13
million in new and existing appropriation will be
expended in FY 04. These funds will be used for
the development of the Conference Center that will
be located on the Highway 30/60 corridor in East
College Station. Funds are also projected to be
spent on associated infrastructure for the project.
Since this budget was prepared the proposed
Conference Center project was halted and will not
be constructed at the proposed site with the
proposed partner. The City Council is currently
considering options on this matter.
Business Park CIP $2,570,000
In FY 04, there are two significant business park
related projects. These include $2,320,000 for the
construction of the Spring Creek Corporate
Campus Phase I and $415,000 for development of
a new class B business center. An additional
$250,000 is also included in the approved budget
for costs associated with the existing business park.
These costs include reimbursement for a fence
being built, and funds for minor improvements in
the existing business park facility.
Wolf Pen Creek TIF $2,553,803
This district generates revenues that can be utilized
in the Wolf Pen Creek District. The budget funding
21
is targeted for future Wolf Pen Creek projects.
The Wolf Pen Creek trail project, which includes
construction of a trail system in the Wolf Pen Creek
area, will continue in FY 04.
Utility Capital Projects
The following is a brief summary of some of the
utility capital projects scheduled for FY 04. These
capital projects are funded either through existing
revenues from these funds, through the issuance of
utility revenue bonds.
Electric Capital Projects $5,530,000
$5,530,000 is the approved expenditure amount
for electric capital projects in FY 04.
Water Capital Projects
In FY 04, $6,101,737 is the projected new
appropriations for water capital projects, and total
water capital project expenditures are projected to
be $14,769,051. Included in the Approved FY 04
Budget is over $1 million for water line
rehabilitation in the Southside area, $3.2 million
for the parallel water line transmission project, and
$462,900 on projects to provide water to newly
annexed portions of the City. Additionally,
$4,174,837 is the projected expense for water
capital project to provide water service to City
residents not currently using College Station water.
The Water Capital Projects Fund also includes
$305,000 to improve the security of the water
supply and $530,000 to provide backup power
generation to the water system.
Wastewater Capital Projects
In FY 04, $6,159,720 is the projected new
appropriations for wastewater capital projects, and
total wastewater capital project expenditures are
projected to be $7,343,720. In the Southside
area, $1.5 million is included for the rehabilitation
of wastewater infrastructure. Over $1 million is also
included as projected expense for relocating and
rehabilitating sewer line beneath Texas Avenue.
This project is necessary because of the TxDoT
widening of Texas Avenue, and will be done in
conjunction with this project. As in the Water
Division, the Wastewater Division includes
$330,000 to improve security of wastewater
facilities and $215,000 for backup power
generation to operate the sewer system in the event
of a power outage.
In the FY 04 approved budget, $535,800 is
included to provide sewer services to the newly
annexed parts of the City.
It is anticipated $4,000,000 in utility revenue
bonds will be issued for wastewater capital projects
in FY 04.
Drainage Utility CIP
The Approved FY 04 drainage capital projects
budget includes $1,193,245 in improvements to
the City's drainage system. The bulk of these
expenditures will be for drainage channel
improvements in the Bee Creek area at a cost of
$3 million and the Wolf Pen Creek area at a cost of
$1 million.
Additional O&M Costs
With the addition of new facilities and
infrastructure, additional operations and
maintenance costs may be incurred. Regarding
infrastructure rehabilitation it is expected that O&M
cost will decrease for those areas the project
targeted. However, it is difficult to quantify the cost
savings of rehabilitation since resources are used
elsewhere and not removed from departmental
budgets.
The FY 04 budget is impacted by a number of
capital projects that have been completed and have
added additional operation and maintenance
expense. The City’s General Fund and the utility
funds have been and will continue to be impacted
by capital projects as they come online. FY 04
Approved Budget includes an additional, $309,483
for operations and maintenance associated with
capital projects coming on line.
Conclusion
The previous discussion provided the reader with
an overview of the approved FY 04 budget and the
key changes from the FY 03 budget. The following
sections of the budget provide a more detailed
discussion of the approved budget both by Council
Vision Statement and by Fund.
22
CITY OF COLLEGE STATION
FISCAL YEAR COMPARISON SUMMARY
FY 04 APPROVED FY 04 APPROVED NET OPERATING % CHANGE
FISCAL YEAR 2003-2004 TOTAL SOURCES TOTAL USES TRANSFERS & CAPITAL FROM PRIOR
APPROVED BUDGET OF FUNDS OF FUNDS IN BUDGET FISCAL YEAR
GENERAL FUND 42,847,209$ 41,701,534$ (5,784,593)$ 35,916,941$ 6.65%
UTILITY FUNDS 79,750,189 62,579,292 0 62,579,292 2.34%
SANITATION COLLECTION 6,062,327 4,845,347 0 4,845,347 1.70%
BVSWMA 14,062,720 6,981,299 0 6,981,299 0.30%
UTILITY CUSTOMER SERVICE FUND 2,236,074 2,324,471 (2,324,471) 0 NA
ECONOMIC DEVELOPMENT 556,199 610,000 (610,000) 0 NA
INSURANCE FUND 6,736,574 5,551,227 (5,551,227) 0 NA
DEBT SERVICE FUND 9,830,074 9,267,686 (1,423,624) 7,844,062 (7.78%)
HOTEL/ MOTEL TAX FUND 3,080,346 2,274,833 0 2,274,833 (3.22%)
PARKING ENTERPRISE FUND 1,619,543 918,048 0 918,048 149.95%
PARKS XTRA EDUCATION 146,673 123,082 0 123,082 0.34%
POLICE SEIZURE FUND 16,798 2,700 0 2,700 (22.86%)
INTERNAL SERVICES 11,351,008 5,675,821 (5,675,821) 0 NA
COURT SECURITY FUND 190,380 168,548 0 168,548 53.23%
COURT TECHNOLOGY FUND 293,216 245,000 0 245,000 145.00%
COMMUNITY DEVELOPMENT 3,500,519 2,753,677 0 2,753,677 2.28%
CEMETERY PERPETUAL CARE FUND 1,078,012 145,522 0 145,522 NA
SUB TOTAL OF O&M 183,357,861$ 146,168,087$ (21,369,736)$ 124,798,351$ 3.31%
GENERAL FUND 640,000$ 640,000$ -$ 640,000$ NA
UTILITY FUNDS 10,400,000 10,400,000 0 10,400,000 400.00%
COMMUNITY DEVELOPMENT 1,839,395 1,839,395 0 1,839,395 24.09%
FUND BALANCE/WORKING 12,879,395$ 12,879,395$ -$ 12,879,395$ 209.43%
CAPITAL TRANSFERS TO CIP
UTIL CAP IMPROV PROJECTS 28,272,616$ 17,791,457$ (10,400,000)$ 7,391,457 (14.92%)
GEN GOVT CAP IMPROV PROJ 32,013,672 7,504,014 (1,839,395) 5,664,619 (5.77%)
DRAINAGE UTIL CAP IMPROV PROJ 7,925,196 1,193,245 0 1,193,245 (51.11%)
CONVENTION CENTER CIP 18,206,029 5,876,802 0 5,876,802 136.68%
WOLF PEN CREEK TIF 3,027,863 2,553,803 0 2,553,803 6.27%
SUB TOTAL OF CAPITAL 89,445,376$ 34,919,321$ (12,239,395)$ 22,679,926$ 2.52%
TOTALS 285,682,632$ 193,966,803$ (33,609,131)$ 160,357,672$ 9.02%
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 3,402,587 2,692,349 0 2,692,349 (44.16%)
CEMETERY PERPETUAL CARE FUND 0 0 0 0 (100.00%)
SUB TOTAL OF O&M 196,703,344$ 141,041,924$ (20,238,660)$ 120,803,264$ 0.98%
UTILITY FUNDS 2,080,000$ 2,080,000$ -$ 2,080,000$ (75.42%)
COMMUNITY DEVELOPMENT 1,482,333 1,482,333 - 1,482,333 NA
SANITATION COLLECTION 0 0 0 0 NA
HOTEL/ MOTEL TAX FUND 600,000 600,000 0 600,000 0.00%
FUND BALANCE/WORKING 4,162,333$ 4,162,333$ -$ 4,162,333$ (54.06%)
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 (1,482,333) 6,011,536 (58.35%)
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$ (4,162,333)$ 22,122,422$ (36.37%)
TOTALS 277,279,610$ 171,489,012$ (24,400,993)$ 147,088,019$ (10.02%)
23
CITY OF COLLEGE STATION
NET BUDGET $160,357,672
BVSWMA
4%
COMBINED
UTILITIES
45%
SANITATION
COLLECTION 3%
DEBT SERVICE
FUND
5%
GEN GOVT CIP 5%
WPC TIF
2%
HOTEL/ MOTEL
TAX FUND 2%
COMMUNITY
DEVELOPMENT 3%GENERAL FUND
22%
UTILITY CIP
5%
DRAINAGE CIP
1%
CONFERENCE
CENTER
4%
24
CITY OF COLLEGE STATION
ALL FUNDS
SUMMARY
EXPENDITURE BY FUND
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
FUND FY 01-02 FY 02-03 FY 02-03 FY 03-04 FY 03-04 FY 03 TO FY 04
GENERAL FUND 36,745,411$ 39,847,902$ 39,311,195$ 38,603,571$ 41,003,769$ 2.90%
PARKING ENTERPRISE FUND 408,860 367,556 329,751 368,560 385,135 4.78%
XTRA EDUCATION FUND 57,454 92,080 92,080 92,020 92,020 -0.07%
ELECTRIC FUND 7,676,664 5,921,554 5,882,157 5,943,126 6,364,985 7.49%
WATER FUND 3,582,533 3,890,830 3,776,223 3,792,507 4,014,132 3.17%
WASTEWATER FUND 2,931,523 3,476,400 3,468,759 3,466,337 3,677,415 5.78%
PURCHASED POWER 32,017,834 30,000,000 30,574,000 30,134,000 30,134,000 0.45%
SANITATION FUND 3,974,599 3,941,263 3,963,532 3,917,922 3,938,158 -0.08%
UTILITY BILLING FUND 1,447,074 1,695,106 1,642,652 1,702,364 1,803,990 6.42%
FLEET FUND 1,118,865 1,107,333 1,104,480 1,111,789 1,133,084 2.33%
PRINT/MAIL FUND 353,140 315,540 331,997 319,051 321,492 1.89%
COMMUNICATIONS FUND 532,237 593,550 567,608 555,414 579,360 -2.39%
BVSWMA FUND 4,497,736 6,760,096 7,062,688 4,737,983 6,488,035 -4.02%
COMBINED FUND TOTAL 95,343,930$ 98,009,210$ 98,107,122$ 94,744,644$ 99,935,575$ 1.97%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 01-02 FY 02-03 FY 02-03 FY 03-04 FY 03-04 FY 03 TO FY 04
SALARIES & BENEFITS 36,721,834$ 38,962,311$ 38,693,614$ 39,185,183$ 40,371,978$ 3.62%
SUPPLIES 3,724,823 5,107,293 5,050,970 4,581,486 4,994,572 -2.21%
MAINTENANCE 5,150,779 4,854,993 4,739,612 4,543,585 4,706,332 -3.06%
PURCHASED SERVICES 16,161,243 17,547,281 17,424,920 15,400,109 18,084,738 3.06%
CAPITAL OUTLAY 1,567,417 1,537,332 1,624,006 900,281 1,643,955 6.94%
PURCHASED POWER 32,017,834 30,000,000 30,574,000 30,134,000 30,134,000 0.45%
COMBINED FUND TOTAL 95,343,930$ 98,009,210$ 98,107,122$ 94,744,644$ 99,935,575$ 1.97%
PERSONNEL SUMMARY BY FUND
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
FUND FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
GENERAL FUND 535.25 550.75 550.50 550.50 561.75 2.04%
PARKING ENTERPRISE FUND 8.0 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 59.5 59.5 58.5 58.5 59.50 1.71%
WATER FUND 31.0 31.0 31.0 31.0 31.00 0.00%
WASTEWATER FUND 36.0 38.0 38.0 38.0 38.00 0.00%
SANITATION FUND 34.5 35.5 36.5 36.5 36.50 0.00%
UTILITY BILLING FUND 30.5 30.5 30.5 30.5 30.00 -1.64%
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 6.0 6.0 6.00 0.00%
BVSWMA FUND 26.5 26.5 25.5 25.5 25.50 0.00%
COMBINED FUND TOTAL 786.25 804.75 804.50 804.50 816.25 1.46%
25
ANALYSIS OF TAX RATE
FY 03-04
APPROVED APPROVED
FY 03 FY 04
Assessed Valuation of Real and Exempt Property $3,151,961,166 $3,522,272,128
(Based on 100% of Market Value)
Less: Exempt Property $317,659,070 $352,147,872
Less: Agricultural Loss $32,451,400 $45,233,970
Less: Over 65 and Veterans Exemptions $42,890,060 $46,449,460
Less: House Bill 366 $95,873 $99,769
Less: Abatements $28,600,746 $41,572,761
Less: Proration $167,053 $570,958
Less: Freeport $6,531,511 $7,289,944
Taxable Assessed Value $2,723,565,453 $3,028,907,394
O&M and Debt Service Portion $2,692,939,790 $2,988,936,031
TIF Captured Value $30,625,663 $39,971,363
Total $2,723,565,453 $3,028,907,394
Apply Tax Rate per/$100 Valuation 0.4777/$100 0.4653/$100
Total Tax Levy $13,010,472 $14,093,506
Estimate 100% Collection $13,010,472 $14,093,506
Tax Rate Per Percent Estimated
$100 Valuation Of Levy Collections
Debt Service 0.2732 58.7%$8,165,773
General Fund 0.1921 41.3%$5,741,746
Wolf Pen Creek TIF #1 0.4653 100%$185,987
26
ANALYSIS OF PROPERTY VALUATIONS
TOTAL TOTAL
APPRAISAL MARKET EXEMPT TAXABLE
YEAR VALUATION VALUE VALUE *
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
2003 3,522,272,128 493,364,734 3,028,907,394
* Assessed value is 100% of the estimated value.
0
500
1,000
1,500
2,000
2,500
3,000
3,500
MILLIONS1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
CITY OF COLLEGE STATION AD VALOREM TAX VALUATIONS
27
CITY OF COLLEGE STATIONCITYATTORNEYCITYSECRETARYMUNICIPALJUDGESAPPOINTEDBOARDSCOMMUNITYPROGRAMSOFFICE OFBUDGETANDSTRATEGIC PLANNINGPUBLICCOMMUNICATIONSANDMARKETINGEMERGENCYMANAGEMENTADMINISTRATIONSUPPRESSIONPREVENTIONEMSFIREADMINISTRATIONUNIFORMPATROLCRIMINALINVESTIGATIONSSPECIALSERVICESQUARTERMASTERCOMMUNICATIONS /JAILPROFESSIONALSTANDARDSINFORMATIONSERVICESPOLICEBUSINESS PARKEDC LIAISONREDEVELOPMENTTOURISMDEVELOPMENTRETAILDEVELOPMENTSPECIAL PROJECTS/CIPCOMMUNITYDEVELOPMENTECONOMICDEVELOPMENT/COMMUNITY DEV.ACCOUNTINGPURCHASINGRISKMANAGEMENTMUNICIPALCOURTFISCALSERVICESADMINISTRATIONRECREATIONSPECIALFACILITIESPARKSOPERATIONSFORESTRYCONVENTION &VISITORS BUREAUARTS COUNCILPARKS &RECREATIONBUILDINGINSPECTIONPLANNINGENGINEERINGDEVELOPMENTDEVELOPMENTSERVICESSTREETSDRAINAGEFLEETTRAFFICSOLID WASTECOLLECTIONENGINEERINGCAPITAL PROJECTSFACILITIESMAINTENANCEPUBLICWORKSELECTRICWATERWASTEWATERPUBLICUTILITIESMANAGEMENTINFORMATIONSERVICESGEOGRAPHICINFORMATIONAND MAP SERVICESCOMMUNICATIONSERVICESPRINT/MAILUTILITYCUSTOMERSERVICESLIBRARYOFFICE OFTECHNOLOGY &INFORMATIONSERVICESHUMANRESOURCESCITY MANAGER'S OFFICECity ManagerAssistant City ManagerMAYOR ANDCOUNCILCITIZENS OFCOLLEGE STATION28
CITY OF COLLEGE STATION
FY2003-2004 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:
x Align the City’s priorities with changing
conditions and new opportunities;
x Create shared commitments among
Council members, City staff, and College
Station residents regarding present and
future endeavors; and develop new goals
and strategies;
x Assess the City’s strengths, weaknesses,
opportunities, and threats.
It is important to remember that strategic
planning is only a set of concepts,
procedures, and tools. It takes the combined
efforts of the City Council and City of
College Station employees to make any
strategic planning effort meaningful and
successful.
The 2003-2004 Strategic Plan is a document
that compiles the results of the City of
College Station’s strategic planning process.
The Strategic Plan establishes the City’s
Council’s Mission and a series of Vision
Statements that describe where the City
Council would like the community to be in
the future. The document outlines specific
strategies and implementation plans to fulfill
these visions. The Strategic Plan document
can be accessed on the internet at
www.ci.college-station.tx.us.
The City of College Station has integrated
the annual budgeting process with the
strategic planning process. The Strategic Plan
helps to prioritize how the organization will
use current and future resources to achieve
identified goals. In this way, the Strategic
Plan drives budget preparation decisions and
service delivery implementation.
The City’s strategic plan is reviewed and
updated on annual basis to ensure that it
remains current and reflects the needs and
desires of the residents of College Station.
The following page include a summary of the
College Station City Council’s Mission and
four Vision Statements. This overview is
organized according to Council approved
priority. A more detailed list of all of the
implementation plans required to carry out
each strategy in the Strategic Plan is in
Appendix L.
29
CCIITTYY OOFF CCOOLLLLEEGGEE SSTTAATTIIOONN MMIISSSSIIOONN SSTTAATTEEMMEENNTT
On behalf of the citizens of College Station, home of Texas A&M University,
we will continue to promote and advance the community’s quality of life.
Core Values
¾Promote involvement and
participation of the citizenry
¾Promote the health, safety, and
general well being of the
community
¾Promote fiscal responsibility
¾Promote collaboration and
cooperation
¾Promote Regionalism
¾Promote being active member of
the Brazos Valley community
¾Support activities that promote
municipal empowerment
¾Promote Excellence in customer
service
VViissiioonn SSttaatteemmeennttss
CCoorree SSeerrvviicceess
We will continue to improve high quality customer focused basic city
services at a reasonable cost.
¾We will provide infrastructure, with the capacity to meet current and projected needs.
¾We will promote public safety and health.
¾We will promote effective communication (interdepartmentally and to the public).
¾We will rehabilitate infrastructure as needed.
¾We will provide streets, traffic and transportation systems.
¾We will provide a workplace that fosters creative ideas for delivery of core services.
PPaarrkkss aanndd lleeiissuurree SSeerrvviicceess
We will continue to promote a wide range of leisure, recreational and
cultural arts opportunities.
¾We will maintain an integrated parks system driven by connectivity.
¾We will promote programs and facilities that target all age groups.
¾We will promote cultural arts.
¾We will pursue regional planning and development efforts.
PPllaannnniinngg aanndd DDeevveellooppmmeenntt
We will continue to promote a well-planned community.
¾We will continue to revise and guide the development process through the Unified
Development Ordinance (UDO).
¾We will continue to support an intermodal transportation action plan.
¾We will promote well-planned neighborhoods.
EEccoonnoommiicc DDeevveellooppmmeenntt
We will continue to promote a strong and diverse economic environment.
¾We will promote the development of strategic areas.
¾We will continue to strengthen and diversify the tax and job base.
¾We will promote tourism.
¾We will promote revitalization and redevelopment.
¾We will encourage and integrate the city’s economic development efforts with the
Research Valley Partnership.
30
CORE SERVICES
APPROPRIATIONS —CORE SERVICES
Police Department $9,231,753
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.
Three service level adjustments are approved for
the FY 04 CSPD operating budget. This includes
$8,605 to develop a replacement and
maintenance schedule for patrol bicycles. Three
bicycles will be replaced in FY 04. $45,060 for
traffic enforcement is also approved for FY 04.
$33,795 will be reimbursed back to the City
through the Selective Traffic Enforcement
Program Grant. Finally, $99,784 is approved for
an additional Sergeant in the Criminal
Investigations Division (CID). This position is
being requested to ensure the caseload in CID
can be managed efficiently.
CORE SERVICES $135,246,809*
We will continue to improve high quality customer focused basic city
services at a reasonable cost.
Strategic Plan Summary:
Core services are the basic services provided by the City of College Station. These include public safety, public
works, public utilities, and the support service functions. The strategic plan addresses these core services
through the following strategies:
x We will provide infrastructure with the capacity to meet current and projected needs.
x We will promote public safety and health.
x We will promote effective communication (interdepartmentally and to the public).
x We will rehabilitate infrastructure as needed.
x We will provide streets, traffic and transportation systems.
x We will provide a workplace that fosters creative ideas for delivery of core services.
*This is the net total for the Core Services Vision Statement.
ELECTRIC
31%
WATER
18%
FISCAL SRVC
2%
FIRE
5% OTIS
4%
GEN. GOVT
6%
PUBLIC WORKS
16%
POLICE
7%
WASTEWATER
11%
31
This 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.
This graph illustrates the past 5 years of major
offenses.
Fire Department $7,236,399
The Fire Department provides services to College
Station, to our neighbors in Bryan through an
automatic aid program, and to rural areas around
College Station through mutual aid agreements.
The Fire Department operates out of four
stations located throughout the City. The basic
services of the Fire Department are 1) fire
response 2) emergency medical response, 3) fire
prevention services, including commercial fire
safety inspections and fire prevention training at
local schools and various functions; 4) code
enforcement activities performed by the
community enhancement action center and 5)
hazardous material response.
Strategic Plan 2003-2004
In an effort to continue providing effective Fire
and EMS services, CSFD’s FY 04 Approved
Budget includes $200,530 for staffing and
operating costs for Fire Station #5 scheduled
to open in 2005.
There are 6 SLAs approved as part of the Fire
Department budget, totaling, $265,682.
$200,530 is approved for phase III of
implementing the operating costs associated with
fire station #5. Additionally, $7,500 for an
employee recognition program, $19,852 for
textbook training media, $6,300 for a
commercial washer extractor, and $2,500 for
digital camera and equipment to assist code
enforcement personnel. Due to the rising costs of
services, $29,000 is included in order to maintain
the current service level in the FY 04 approved
budget.
This graph illustrates the increase/decrease in
incidents responded to by the Fire Department over
the last three years.
Fire Capital Projects
In FY 04, the projected expense for capital
projects related to providing fire services is
$1,255,780. This expense is for the construction
of fire station #5.
Public Works Administration $565,738
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.
One service level adjustment is included in the
approved budget for the Public Works
Administration Division. $20,000 is approved to
hire a consultant to help identify and prioritize
traffic issues in many of the elementary, middle,
and high school areas. City and CSISD staff will
use the results of this traffic study in subsequent
years to select candidate schools and projects so
that the grant program can best meet the needs
of both agencies and the constituents they
represent.
Calls for Service
42,000
44,000
46,000
48,000
50,000
52,000
54,000
56,000
58,000
99 00 01 02 03 Estimate
Fiscal YearThousands
Major Crimes
0
500
1,000
1,500
2,000
2,500
99 00 01 02 03 Estimate
YearsThousands Incidents Dispatched
0
500
1,000
1,500
2,000
2,500
3,000
2001 2002 2003 2004 estNumber of IncidentsEMS FIRE
32
Facilities Maintenance $1,138,266
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, and
supervises the repair funds to ensure facilities and
equipment are repaired and replaced in a timely
manner.
Streets Division $2,270,462
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 2003-2004
To provide effective street programs, routine
street maintenance is a part of day to day
operations. $91,000 of the FY 04 Approved
Budget is dedicated to ensuring that recently
annexed streets receive the maintenance
necessary to continue effective street
programs. A total of $10.8 million is included
in the approved capital budget for street
capital projects.
The Street Division also provides routine pothole
patching and other maintenance services. The
effectiveness of this service is measured by
determining whether 95% of the streets in the
City have a grade of “C” or better, using the
Pavement Management System.
Streets FY 04 Approved Budget includes a
service level adjustment for $91,000. These
funds will be used to support maintenance
activities of recent annexation. 22 lane miles of
streets were added to the street inventory due to
the recent annexation.
Street Rehab. Capital Projects $1,700,000
In FY 04, $1.2 Million is approved for
rehabilitation to streets in the Southside Area.
This is a multi-year effort to rehabilitate the
infrastructure in older parts of College Station.
Also in FY 04, $500,000 is approved for various
street rehabilitation projects. In particular,
$200,000 of this amount will be used to overlay
newly annexed streets and $300,000 is approved
for thoroughfare rehabilitation.
Street Extension Capital Projects
Street extension projects include Jones Butler
Road, and Longmire south to Cypress Meadows.
Other projects included in the FY 04 capital
projects budget are the extension of Dartmouth
to FM 2818 and the Greens Prairie Widening
project.
Street TxDOT Capital Projects
In FY 04, the City will be working in conjunction
with the Texas Department of Transportation. In
FY 04, the City expects to complete the Texas
Avenue Streetscape Phase II and the medians on
George Bush Drive. It is anticipated that
$580,000 will be used for Texas Avenue
streetscaping, and $175,000 for the George
Bush Drive medians.
TxDOT timing on these projects will determine
when these expenditures will be made. The City
pays ten percent of right-of-way costs, and also
pays for any enhancements, such as the
application of any streetscaping desired in the
project.
Strategic Plan 2003-2004
An effort to upgrade older infrastructure areas
in College Station is a priority in FY 03-FY 04.
In particular, the Southside Area will see
significant infrastructure rehabilitation over
the next several years.
Drainage - Operations $544,013
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. The mowing of right of ways and
creek cleaning are the primary ways this service
level is provided.
There are two approved SLAs in the Drainage
Division of Public Works. The first approved SLA
is in the amount of $11,500 and is requested to
carry out a mosquito abatement program within
City limits. The second approved SLA in the
amount of $152,309 is for a full time Operator
and two-full time Public Service Workers to
33
maintain right of ways and ditches in compliance
with our current weed ordinance.
Drainage Utility CIP $1,193,245
The approved FY 04 drainage capital projects
budget includes $1,193,245 in improvement to
the City's drainage system. The bulk of these
expenditures will be for drainage channel
improvements in the Bee Creek area at a cost of
$3 million and the Wolf Pen Creek area at a cost
of $1 million.
Traffic Signs & Signals $745,937
The traffic signal system in College Station serves
as an integral traffic flow control mechanism
throughout the City. The system is critical during
peak traffic times, such as during the Texas A&M
football season. The Traffic Signal Division is
responsible for maintaining and repairing traffic
signals and school warning devices in order to
provide safe and efficient movement of vehicles
and pedestrians. Traffic Signs will receive an
additional Traffic Signals technician in FY 04.
This position comes from the Engineering
Division in Public Works.
One service level adjustment is included in the
Traffic Signals budget for FY 04. $60,000 is
approved to provide funding for uninterrupted
power supply for traffic signals at 6 traffic
intersections in the City. This will provide the
ability to operate certain key traffic signals in the
event of a power outage for a period of time.
Traffic Capital Projects
In FY 04, there are no new budget
appropriations for traffic signal enhancements.
However, $72,000 is projected to cover the cost
of widening Holleman at the intersection of
Holleman and Texas Avenue.
Sidewalks & Trails
Capital Projects $124,000
The City of College Station has worked over the
years to ensure adequate transportation
infrastructure for pedestrians and bicyclists.
The City has an adopted sidewalk and bike loop
plan. As new development occurs, sidewalks are
an important aspect that must be considered.
In FY 04, $75,000 is anticipated for
neighborhood capital improvements, $132,000
to construct sidewalks on Longmire, and
$50,000 to build a section of sidewalks on
Anderson.
Engineering Division $690,725
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 $4,845,347
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.
This graph illustrates volumes, in tons, of
refuse collected and disposed of by the
Sanitation Division, since FY 01.
Fleet Services $1,265,384
The City of College Station has a fleet of vehicles
and heavy equipment to provide services to the
citizens of College Station. Nearly every City
department depends on having a reliable fleet of
vehicles to provide services. Many of these
services include Police and Fire services, Solid
Waste Collection, Public Utilities, among others.
The Fleet Services Division manages the fleet and
performs preventive maintenance and vehicle
repair. In Fleet Services, there is one approved
SLA in the amount of $11,585 and is included in
the Fleet Services FY 04 Approved Budget. The
purpose of this approved SLA would allow for
the purchase of 3 hydraulic vehicle lifts.
Refuse Collected
5,000
10,000
15,000
20,000
25,000
30,000
35,000
01 02 03 04 estTons (thousands) RESIDENTIAL COMMERCIAL
34
Brazos Valley Solid Waste
Management Agency $6,981,299
The Brazos Valley Solid Waste Management
Agency (BVSWMA) is a cooperative arrangement
between the Cities of College Station and Bryan
to provide solid waste disposal service.
BVSWMA is responsible for landfill operations,
developing and implementing alternative disposal
programs for waste that cannot be placed into
the current landfill site, and providing for long-
term disposal options for the two cities and other
customers of the agency. BVSWMA is in the
process of acquiring a new landfill site in Grimes
County to meet future landfill needs.
These approved expenditures include two service
level adjustments. The first, $600,000 will be
used for the design and construction of
approximately 70 acres of Pre-Subtitle D and
Subtitle D Final Cover for the Rock Prairie Road
Landfill. Funds from this SLA will also be used to
provide an Active Gas Collection and Control
System (GCCS). The second SLA, requests
$1,100,000 for the construction and oversight of
Fill Sector 18 at the Rock Prairie Road Landfill.
Strategic Plan 2003-2004
Siting a new landfill is a critical program for
BVSWMA. The present landfill on Rock
Prairie Road has a capacity through 2008.
BVSWMA is in the process of permitting a site
located in Grimes County.
Electric Fund $45,043,565
The Electric Division is responsible for providing
cost efficient and reliable electric service to the
citizens, businesses, and institutions in College
Station. Electric service is critical to encourage
new employment and prosperity in the City. The
total Electric Fund budget is $45,043,565.
Electric Capital Projects
$5,530,000 is the approved expenditure amount
for electric capital projects in FY 04.
Water Fund $18,803,582
A reliable and safe supply of potable water is
necessary for any community. The City of
College Station has the capacity to produce
approximately 18.29 million gallons per day of
potable water. The Water Division has
developed high standards of reliability, which
assures customers their needs will be met with
supplies, which meet or exceed all federal and
state mandated standards. As a City enterprise,
the full cost of service for water production,
transmission, and distribution is recovered by
charging customers for consumption on a per
unit basis.
The operating portion of the Water Fund is
$5,000,895. SLAs in the Water Division total
$199,800 in the FY 04 Approved Budget. These
SLAs include $72,800 for the equipment to
assist with power interruptions and blackouts,
$40,000 for protective coating on pump stations,
$12,000 for chlorine covers, $25,000 for the
Supervisory Control and Data Acquisition
(SCADA) equipment, $5,000 to train technical
personnel, and $45,000 to design a drainage
structure. The non-operating portion of the
Water Fund budget totals $13,802,687. This
includes $12,500 for Economic Development,
$2,490,947 for Debt Services, and
$10,400,000 to be used out of operating funds
for Capital projects.
Water — CIP $6,101,737
In FY 04, $6,101,737 is the approved
appropriation for water capital projects. Included
in the Approved FY 04 Budget is over $1 million
for water line rehabilitation in the Southside area,
$3.2 million for the parallel water line
transmission project, and $462,900 on projects
to provide water to newly annexed portions of
the City. Additionally, $4,174,837 is the
projected expense for water capital projects to
provide water service to City residents not
currently using College Station water. The Water
Capital Projects Fund also includes $305,000 to
improve the security of the water supply and
$530,000 to provide backup power generation
to the water system.
Strategic Plan 2003-2004
An effort to upgrade older infrastructure areas
in College Station is a priority in FY 03-FY 04.
In particular, the Southside Area will see
significant repair and/or replacement of
substandard water and wastewater lines over
the next several years.
Wastewater Fund $9,131,875
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
35
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 operating portion of the Wastewater
Fund Budget is $4,600,967.
The approved budget includes $186,960 in SLAs
for the Wastewater Division. These SLAs include
$33,500 for TCEQ mandate permit renewals,
$28,000 for maintenance of equipment to help
deal with power interruptions and blackouts,
$74,000 for additional equipment for the sewer
television van, $32,750 for SCADA equipment,
$5,000 for training for technical personnel.
$13,710 is also included to replace uninterrupted
power supply devices. The non-operating portion
of the Wastewater Fund is $4,530,908. This
includes $20,000 for Economic Development
and $3,571,608 for Debt Service.
Wastewater - CIP $6,159,720
The FY 04 includes $6,159,720 in new
appropriation expenditures for numerous
wastewater capital projects. In the Southside
area, $1.5 million is included for the
rehabilitation of wastewater infrastructure. Over
$1 million is also included as projected expense
for relocating and rehabilitating sewer line
beneath Texas Avenue. This project is necessary
because of the TxDoT widening of Texas
Avenue, and will be done in conjunction with this
project. As in the Water Division, the
Wastewater Division includes $330,000 to
improve security of wastewater facilities and
$215,000 for backup power generation to
operate the sewer system in the event of a power
outage. In the FY 04 approved budget,
$535,800 is included to provide sewer services to
the newly annexed parts of the City.
Office of Technology and
Information Services $2,720,345
The Office of Technology and Information
Services (OTIS) provides a number of internal
services to the City organization. In addition, the
Department manages the franchise agreements,
which the City of College Station has with
telecommunication, cable and natural gas
providers in the community. Services provided
from General Fund revenues include OTIS
Administration, Management Information
Services (MIS) for micro to mid-range computer
users, and Geographic Information Services
(GIS). The OTIS internal service funds include
Communication Services, Print/Mail, and Utility
Customer Service. The OTIS Department has six
approved SLAs in the amount of $327,799. The
first approved SLA is for the electrical franchise
with BTU in the amount of $100,000. The
second approved SLA is for the purchase of a
citizen contact software. This software would
allow a method for citizens to submit service
requests via the internet or telephone. The cost
of this SLA is $53,000. The third approved SLA
is for the maintenance costs associated with the
Public Safety Computer System, which is
currently being installed. The cost of this SLA is
$53,853. The fourth approved SLA is a
continuation from an approved SLA from FY 03.
This SLA would fund the purchase of a license in
order to continue to install Microsoft XP Software
as a standard desktop suite for the City. The cost
of this SLA is $60,000. This is the second year
of a two-year plan to upgrade all City computers
to this standard desktop suite. The fifth approved
SLA is maintenance costs for various existing
software, such as HTE modifications and Lotus
Notes which is used in the Police Department.
The cost of this SLA is $3,755. The final
approved SLA is for replacement cost for
uninterruptable power supply at a cost of
$57,191.
Strategic Plan 2003-2004
E-Government continually adopts a more
integral role in the relationship between the
citizen and local government. The City of
College Station is committed to providing
these advancements to the citizen. In FY 03
and in FY 04, the following will help carry out
this philosophy: an online Utility Bill payment
system, online traffic citation payment system,
and an up to date web site.
Communications & Print/Mail $1,046,681
The Communications Division is responsible for
the maintenance of telephone, radio, and other
communications systems used by the City of
College Station. The approved FY 04 budget for
the Communications Division is $679,360.
The Print/Mail Division is responsible for
providing printing and mail services to City
Departments. The approved FY 04 budget for
the Print/Mail Division is $367,321.
Utility Customer Service $1,803,990
Utility Customer Service is responsible for the
metering, billing, and collection of electric, water,
wastewater, sanitation, and drainage utility fees.
The Utility Customer Division has three approved
36
SLAs in the amount of $82,591. The first
approved SLA would provide funding for the use
of credit card payment option for customers. The
cost of this SLA is $30,000. The second
approved SLA is for the purchase of software to
read bar code return pay stubs. Also approved in
this SLA is the reduction of a part-time position
due to the efficiency of this automatic billing
function. The cost of this SLA is $48,500. The
final approved SLA for the Utility Customer
Service Division is for replacement costs for
uninterruptable power supply in the amount of
$4,091.
This chart demonstrates the steady growth in
the number of utility bills mailed annually by
Utility Customer Service.
Fiscal Services $2,605,940
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 entire
Department and also handles cash and debt
issues for the City while ensuring all funds are
invested prudently. The Accounting and
Purchasing Divisions work closely together to
ensure that purchases are made and recorded
according to guidelines. The Risk Management
function seeks to ensure that the City’s exposure
to physical and financial losses is minimized
through a number of programs addressing worker
safety. Municipal Court collects the fines and fees
for the City. The Fiscal Services Department has
six approved SLAs in the amount of $211,436.
The first approved SLA submitted is from fiscal
administration for payment to the Brazos County
Appraisal district in the amount of $16,000. The
second approved SLA would fund a project to
perform an inventory and valuation of non-utility
infrastructure. The cost of this SLA is $20,000.
The third approved SLA is for an additional
Customer Service Representative in the
Municipal Court Division at a cost of $31,568.
The fourth approved SLA would allow for the
hiring of a Payment Plan Compliance
Coordinator for the Municipal Court Division in
the amount of $34,152. The fifth approved SLA
is for overtime for police officers to serve
warrants. The cost of this SLA is $35,000. The
final approved SLA submitted by the Fiscal
Services Department is for the collection of credit
card fees from customer paying by credit card.
The cost of this approved SLA is $22,800. The
approved SLAs in the Municipal Court Division
are anticipated to result in an increase of fine
revenue of approximately $500,000 per year.
The move to the new municipal court building
will allow for increases in efficiency and fine
collections.
General Government $2,525,695
The City Secretary’s Office is responsible for
elections, records management, City Council
support and other activities.
The City Manager’s Office is responsible for the
day to day operations of the City, making
recommendations on current and future issues to
the City Council, and providing long-term
organizational direction for the City. Community
Programs has one approved service level
adjustment for FY 04 in the amount of $7,020.
This SLA would allow the Teen Court Program
to receive a matching grant.
Another key support area for the organization is
the Legal Office. The Legal Office provides legal
services and support to the City Council and the
City staff. Among the services provided by this
office are legal advice, contract writing, and
litigation.
The Office of Budget and Strategic Planning
prepares, monitors, and reviews the annual
budget. This office also coordinates the City’s
strategic planning process, which is closely tied to
the City’s budget. In addition, the Office of
Budget and Strategic Planning provides
management and organization review services to
City departments.
The Human Resources Department assists in
recruiting, hiring, and retaining the most
appropriate candidates for City positions. Human
Resources provides employee training and
administers the compensation and benefits
program. The Human Resources Department has
one approved service level adjustment in the
amount of $2,802. This SLA would increase the
Utility Bills Mailed
100
200
300
400
01 02 03 Est 04 PropThousands
37
benefits for a full-time secretarial position.
Currently, the position is budgeted at seventy-five
percent.
The Emergency Management Division
is responsible for coordinating emergency and/or
disaster training, mitigation, preparedness,
planning, response and recovery for the City.
The approved FY 04 budget is $94,958. This
amount includes one approved SLA in the
amount of $3,000 for the purchase and
maintenance of an alert system. This is one-third
of the total cost of $9,000. Brazos County and
the City of Bryan will be procuring the remaining
cost equally for this alert system.
Public Comm. and Marketing $558,559
Public Communications and Marketing is a
division of the General Government Division
which provides timely, factual, and
understandable information to College Station
residents, both directly and through the news
media. The Public Communications Division has
three approved SLAs in the amount of
$298,442. The first approved SLA would allow
for the purchase of television equipment,
supplies, and the hiring of a media specialist to
operate the cameras in-house. The cost of this
SLA is $198,442. The second approved SLA
would allow for the update of the 1988 City
history video “Golden Memories.” The cost of
this SLA is $5,000. The final approved SLA
would allow the City to develop a low band radio
station, which could be used for emergency
management as well as general public
information. The cost of this SLA is $95,000.
Also included in the Public Communications and
Marketing budget is $4,500 for Sister Cities.
This outside agency provides opportunities for
students in College Station to experience foreign
culture through exchange programs.
Strategic Plan 2003-2004
So as to improve public communications and
interaction, the City is committed to effectively
utilizing television. For FY 04, $198,442 in
funds is approved to provide funding for in-
house production and broadcast of City
Council meetings and other meetings as
appropriate.
Community Development $4,593,072
The Community Development Department helps
provide low cost housing and other public
assistance through community development block
grant funds from the federal government. These
funds are used to assist low to moderate-income
residents of College Station. Assistance is
provided through housing services, public agency
funding, public facility improvements, and
economic development activities. The
Community Development Division has one
approved SLA for FY 04. This approved SLA
would fund the hiring of a part-time intern to
assist in duties in the Community Development
Office. The cost of this SLA is $3,773.
General Government and
Capital Equipment CIP $1,167,000
General government and capital equipment
projects are planned assets that have a value to
more than one specific area of City operations.
The two main divisions within this category are
public facilities and technology projects.
In FY 04, significant projects include:
$1,255,780 for construction of Fire Station # 5;
$917,000 to replace the City's phone system,
$200,000 to complete the fiber loop, and
$100,000 to begin setting aside funds for a
topographic/aerial map. Other technology
related projects approved for FY 04 include the
completion of the replacement of the public
safety computer system, as well as the addition of
several other public safety technology projects.
These include a police booking system, a police
field reporting system, and a fire tone out system.
Cemetery Perpetual Care $55,500
The Cemetery Perpetual Care Fund provides the
funding to maintain the College Station
Cemetery. $55,500 is approved to add
landscaping to improve the aesthetics of the rear
entrance to the Cemetery, and to increase the
roadbed size to allow two-way traffic to the
Anderson entrance.
Other Health & Public Safety
Expenditures $128,498
The Health Department provides health services
to the citizens of Brazos County. These services
include restaurant inspection and health services
for lower income residents. The approved FY 04
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.
38
$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.
39
POLICE DEPARTMENT
ADMINISTRATION
Description & Budget Explanation
The Administration Division is responsible for the administrative support of all divisions in the Police
Department.
Fy 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $527,763 $713,791 $808,619 $709,468
Position Summary 6 8 10 * 9
* Crime Analyst transferred to Division 49
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 01 FY 02 FY 03 Fy 04
Actual Actual Estimate Approved
Effectiveness
- Complaints are investigated
within 30 days of assignment. 71% 68% 86% 85%
Efficiency
- The Department stays within
budget overall. 100% 100% 100% 100%
Output
- Percent of chapters of policy
revised annually. 100% 100% 100% 100%
40
POLICE DEPARTMENT
UNIFORM PATROL
Description & Budget Explanation:
The Uniform Patrol Division is responsible for providing police patrol and traffic enforcement duties.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $3,782,457 $4,097,327 $4,174,442 $4,074,642
Position Summary 67.5 67.5 66.5 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of time Patrol Officers' time that is
Proactive 47% 43% 40% 40%
Reactive 53% 57% 60% 60%
Efficiency
- Average response time on high
priority calls. 5.88 mins 6.01 mins 6.00 mins 6.00 mins
- Average response time on low
priority calls. 15.81 mins 16.46 mins 15.00 mins 15.00 mins
- Percentage of total accidents
that are alcohol related. 2.56% 2.00% 2.00% 2.00%
Output
- No. of high priority calls handled 4,844 4,398 4,500 4,500
- No. of low priority calls handled 45,190 33,223 40,000 40,000
- Total number of calls handled 50,034 56,388 57,000 58,000
- No. of DWI arrests 300 236 240 240
- No. of DUI arrests 46 75 75 75
- No. of problems addressed 128 60 50 50
- No. of problems resolved 68 17 25 25
Program Name: Special Enforcement Section
Service Level: Provide traffic safety services.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- No. of injuries at high accidents locations. 379 414 360 360
Output
- No. of enforcement actions for
high accident locations. 3,073 4,603 2,300 2,500
- No. of directed traffic patrols
performed. 123 340 160 200
41
POLICE DEPARTMENT
CRIMINAL INVESTIGATION
Description & Budget Explanation:
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $805,091 $866,982 $958,340 $1,109,482
Position Summary 15 14 14 16
Program Name: Criminal Investigations
Service Level:
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- 87% 85% *90% 90%
- 99% 85% 75% 75%
- Percent cleared by arrest. 43% 45% 45% 45%
Efficiency
- Percent assigned cases disposed
74% 61% 75% 75%
- 1,810 1,970 2,200 2,400
- 1,487 1,667 1,650 1,800
- 643 510 743 810
*Survey will be conducted later in the year
of within 30 days.
Number cases assigned.
Number cases cleared.
Number cases cleared by arrest.
Output
The Criminal Investigation Division is responsible for the investigation of serious criminal offenses, including suspect,
witness and victim interviews, documentation of crime scenes and evidence collection, monitoring and disrupting
gang activity, and investigating illegal drug offenses. The Criminal Investigations Division also reviews and provides
administrative oversight on all police reports taken by College Station Police Officers.
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.
Percent satisfied on customer survey.
Percent cleared on follow-up cases.
42
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $277,479 $256,798 $340,804 $343,402
Position Summary 3444
Program Name: Recruiting & Training
Service Level:To provide continuing education and training for the enhancement of the
professional skills of employees.
Performance Measures: FY 01 FY 02 FY 03 FY 04
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 99% 95%
strength for sworn personnel
Efficiency
- Average number of training hours provided
per employee, including part-time
employees and FTO Program. 160 163 162 160
Output
- No. of in-house training hours 14,970 15,521 9,580 9,000
- No. of applicants processed N/A N/A 630 600
- No. of recruiting trips N/A N/A 10 6
- No. of outside training hours 5,510 8,959 12,768 8,000
43
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $849,237 $756,138 $696,279 $743,757
Position Summary 1111
Program Name: Quartermaster
Service Level: Provide equipment, supplies and maintenance for the Department.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- % satisfied on employee survey. 96% 100% 95% 95%
Efficiency
- % of Supply requests filled within
5 working days. 98% 98% 95% 95%
Output
- No. of supply requests filled
within 5 working days. 804 684 700 700
44
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $1,054,716 $1,156,871 $1,144,810 $1,189,279
Position Summary 28 27 27 27
Program Name: Public Safety Communications
Service Level: Processing of Police, Fire, and EMS calls for service.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- % satisfied on Citizen Survey. 95.7% 94.4% 93.8% 75.0%
Efficiency
- Percent of priority 1 police calls
dispatched within 3 minutes. 99% 99% 96% 96%
- Percent of priority 1 fire calls
dispatched within 1 minute. 98% 99% 96% 96%
Output
- Phone calls processed monthly. 25,454 24,234 25,000 25,000
- Phone calls processed monthly
(8am-5pm). 12,833 12,636 12,240 12,240
- 911 phone calls monthly 1,220 1,220 1,150 1,150
- Total police incidents monthly. 8,831 8,147 8,600 8,600
- Total fire incidents monthly. 364 379 382 382
Program Name: Jail
Service Level:Processing of prisoners allowing patrol officers to reduce transport and processing.
time of prisoners; keeping an officer in service by taking low priority calls for
service over the phone or in person.
Performance Measures FY 01 FY 02 FY 03 FY 04
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% 4% 10% 10%
Output
- No. of reports taken by Division monthly. 148 127 137 150
- No. of prisoners processed monthly. 531 404 365 380
45
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $611,766 $718,110 $713,084 $711,520
Position Summary 9111211
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Annual faculty and staff survey approval
rate. 95.6% 99% 95% 95%
Efficiency
- Percentage of students enrolled receiving
a passing (70%) grade. 94.3% 89% 95% 95%
Output
- No. of students in Tech-Prep Criminal
Justice Courses. 377 328 325 325
- No. of at-risk students helped with
mentoring sessions. 721 965 800 800
46
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Annual faculty and staff survey approval
rate. 100% 100% 95% 95%
Efficiency
- Percentage of students in 5th grade
D.A.R.E. program that scored at least 70%
on final written exam. 91.4% 90% 95% 95%
Output
- No. of students taught in the 5th Grade
curriculum. 555 468 550 550
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of citizens satisfied with service 80.4% 72% 80% 80%
Efficiency
- Percent of on-duty, animal calls responded
to within 15 minutes. 71.7% 74% 75% 75%
Output
- Calls for service per year 3,274 4,068 3,600 4,000
- No. of animals handled per year 1,623 1,696 1,600 1,800
47
POLICE DEPARTMENT
INFORMATION SERVICES
Description & Budget Services
The Information Services Division is responsible for processing and maintaining police records and
evidence.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $325,443 $277,068 $301,350 $350,203
Position Summary 10978
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent satisfied on annual customer
survey. 95% 90% 90% 95%
- Percent of time that all incoming records/
evidence are processed correctly. 99% 99% 99% 99%
Efficiency
- Percent of time reports and supplements
received by 9 a.m. are processed by 3 p.m. 96% 94% 95% 95%
- Percent of time all citations are processed
by 5 p.m. the day following the citation. 94% 94% 95% 95%
-
Output
- No. of reports processed annually. 13,304 13,728 14,462 15,040
- No. of Record Technicians used to process
reports. 3.67 3.75 3 3
- No of citations processed annually. 44,237 36,878 42,050 43,732
- No. of Record Technicians used to process
citations. 1 1.5 1 1
- No. of evidence/property items processed
annually. 5,611 5,448 6,412 6,668
-
.
48
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $307,409 $457,199 $492,423 $364,294
Position Summary 4554
*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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Ensure other divisions within the Fire
Department meet their performance measures. N/A* N/A* 85% 95%
Efficiency
- The department operates within approved
budget. N/A* N/A* 90% 95%
Output
- Percent of policies reviewed/revised annually.
annually. 95% 90% 100% 100%
- 1/4 shift meetings conducted. N/A* N/A* 90% 100%
- 1/4 news letters sent to all employees. N/A* N/A* 100% 100%
* New performance measures for FY03.
49
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $3,138,460 $4,110,508 $3,868,572 $4,161,232
Position Summary 50 54 56 59
Program Name: Fire Department Suppression
Service Level:Provide prompt, effective, and efficient response and mitigation for fire, rescue,
and Haz-Mat emergencies.
Performance Measures: FY 01 FY 02 FY 03 FY 04
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 41% 39% 45% 39%
<6 59% 61% 55% 61%
<5 40% 42% 34% 42%
<4 22% 22% 16% 22%
<3 8% 10% 4% 10%
- Percent of time fire damage is confined to
the room/structure of origin. 100% 100% 95% 95%
- Percent of time a stop loss*** on Haz-Mat
incidents are achieved within 1 hour of on
scene time. 99% 96% 96% 96%
Output
- Total number of unit responses. 2,237 2,250 2,250 2,250
- Total number of incidents. 1,603 1,600 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
50
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Output
- Total no. of station tours 61 100 125 100
- Percent of pre-scheduled station tours 54% 47% 65% 41%
- Percent of "walk-in" station tours 46% 53% 35% 59%
- Total no. of station tour visitors 741 722 600 600
- Staff hours committed to station tours 209 204 200 200
- Total no. of public education appearances 90 82 75 75
- Staff hours committed to public education
appearances 0 0 500 500
- Total no. of EMS riders 157 177 300 300
- % of EMS riders who are city employees. 39% 6% 5% 5%
- % of EMS riders who are EMS trainees. 100% 98% 95% 95%
- Total hours committed by EMS riders. 2,791 4187 3500 3200
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Required/actual continuing education hours:
Fire 1200/2911 1780/4552 1200/2500 1200/2500
ARFF (Aircraft Rescue Fire Fighting) 140/792 120/559 140/250 140/250
Haz-Mat (Hazardous Materials) 500/600 168/1019 500/600 500/600
- No. of required/actual certifications
maintained. 138/204 171/228 160/210 169/220
Efficiency
- Cost per internal/external training hour 12.05/4.28 7.91/15.10 N/A N/A
Output
- No. of TXFIRS reports generated by CSFD N/A 4000 4100 4100
- No. of total fire training hours N/A 4000 4000 4200
**** This item will be part of a continous improvement program.
51
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $586,917 $670,037 $697,868 $700,206
Position Summary 10 10 11 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of surveyed customers rating the fire
new inspection service good to very good. 98% 98% 99% 98%
- Percent of time acceptance tests are
conducted within 1 working day of requests. 95% 95% 99% 95%
- Percent of time new business final inspections
are held within one working day of requests. 95% 99% 99% 98%
Efficiency
- Time per inspection. 1 hour 1 hour 1 hour 1 hour
- No. of inspections per month per officer. 31 29 35
- Staff time cost per inspection. $22 $24 $24 $24
- Per capita operating expenditures (for all Fire
Prevention/Code Enforcement activities).* $8.45 $8.95 $9.03 $9.14
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. 966 1,000 1,000 1,000
- No. of systems tests conducted per year. 149 180 175 175
- No. of fire safety inspections of businesses. 1,128 900 1,200 1,200
- Major violation follow-up time. 1 day 1 day 1 day 1 day
- Minor violation follow-up time. 3 days 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of time fire cause and origin are
determined when an investigator is called 99% 98% 98% 98%
- Haz-Mat and fire code compliance cases
initiated within 24 hours 100% 100% 100% 100%
Efficiency
- Avg. time spent per fire investigation 3 hours 3 hours 3 hours 3 hours
52
Service Level:Provide public safety education programs.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of class participants satisfied or
very satisfied with public safety education
programs. 99% 98% 98% 98%
- Percent of College Station Citizens receiving
public safety education programs ** ** 25% 25%
Efficiency
- Avg. time per class. 1 hour 1 hour 1 hour 1 hour
- Avg. cost per student for fire safety training. $1.45 $1.05 $1.10 $1.10
Output
- No. of participants in fire safety classes. 14,809 16,000 16,000 16,000
- No. of fire safety/code compliance classes. 260 200 300 200
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of staff time spent on proactive code
enforcement. 59% 40% 40% 40%
- Percent of calls investigated within 48 hours
of call. 95% 95% 95% 95%
- Percent of cases resolved within 90 days. 99% 99% 99% 99%
- Percent of cases resolved by voluntary
compliance. 99% 98% 98% 98%
- % of cases requiring administrative action. 1% 2% 2% 2%
Efficiency
- No. of cases resolved per code employee. 2958 2966 2933 2933
- Cost per enforcement of parking violations. $1.50 $1.10 $1.10 $1.10
Output
- Total no. of community enhancement cases. 12,077 12,550 13,075 13,075
- No. of premise* cases resolved. 8,875 8,900 8,900 8,800
- No. of proactive cases. 6,074 6,000 6,200 6,200
- No. of cases taking 90 days or more. 26 100 100 100
- 8,834 8,700 8,600 8,600
- No. of cases requiring administrative action. 41 200 200 200
- No. of Weeds & Grass cases. 2,346 2,100 2,000 2,000
- No. of Open storage cases. 1,238 1,200 1,200 1,200
- No. of sanitation related cases. 1,494 1,600 1,500 1,500
- No. of Junk/abandoned vehicle cases. 196 250 250 250
- No. of landscape and land-use zoning cases. 31 100 100 100
- No. of signs-handbills zoning cases. 3,134 2,500 2,700 2,700
- No. of PITY (parking in the yard) cases. 264 300 275 275
- No. of other code enforcement cases. 473 1,000 1,000 1,000
- No. of Code Cases Referred by PD or Dev SVS. ** ** 200 200
- No. of Joint cases with PD or Dev SVS. ** ** 50 50
- No. of public information contacts. 3,241 3,500 3,800 3,800
- Patrol fire lanes (days per week).6666
- No. of parking citations per year. 12,324 18,500 25,000 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.
53
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $1,760,105 $1,919,921 $1,970,050 $2,010,667
Position Summary 32 31 31 31
Program Name: Emergency Medical Services
Service Level: Provide timely response, prompt patient assessment, quality treatment, and
transport.
Performance Measures: FY 01 FY 02 FY 03 FY 04
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 35% 30% 35% 35%
<6 65% 70% 65% 65%
<5 46% 50% 44% 44%
<4 24% 29% 23% 23%
<3 8% 13% 4% 4%
- Percent of time patient's condition remained
the same or improved during transport. 99% 97% 98% 98%
Output
- No. of ALS/BLS responses.** 942/540 980/530 975/500 985/520
- Total no. of unit responses. 4,428 4,568 4,600 4,615
- Total no. of incidents. 2,704 2,554 2,550 2,565
*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.
54
Service Level:Coordinate training, medical direction, and support necessary to provide timely
response, prompt patient assessment, quality treatment and transport.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Required/actual continuing education hours:
EMT-Basic 20/39 20/42 20/20 20/20
EMT-Intermediate 30/39 30/42 30/30 30/30
EMT-Paramedic 40/39 40/42 40/40 40/40
- Percent of EMS patient reports reviewed for
completeness, protocol compliance and
safety adherence. 72% 18% 70% 50%
- No. of required/actual certifications
maintained. 197/235 197/235 193/225 196/225
Efficiency
- Cost per internal/external training hour. 9.43/4.98 15.17/8.54 N/A N/A
Output
- No. of EMS patient reports generated by
CSFD. 3138 3,000 3,000 3,015
- No. of EMS training hours. 9169 5,000 4,500 4,500
** This item will be undergoing a continuous improvement evaluation
55
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $393,024 $509,950 $529,476 $565,738
Position Summary 6777
Program Name: Administration
Service Level:Provide prompt and reliable service to our customers both internal and external.
Performance Measures FY 01 FY 02 FY 03 FY 04
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. 4,900 3,500 3,600 3,600
Output
-No. of purchase requests submitted
annually. 1,700 1,200 1,500 1,500
-No. of work orders assigned annually. 14,500 13,000 13,500 13,500
-No. of quarterly reports annually. 4444
56
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $924,310 $961,010 $1,113,781 $1,138,266
Position Summary 6677
Program Name: Facilities Maintenance
Service Level:Maintain clean, safe, and comfortable working environment for City employees,
customers, and citizens.
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on customer survey. 95% 90% 90% 90%
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. 2% 1% 5% 3%
-Work orders per employee. 337 284 N/A N/A
-Total direct dollar cost/square foot of all
maintained facilities $2.75 $2.75 $2.75 $2.75
-Custodial cost per square foot. $1.20 $1.20 $1.20 $1.20
Output
-No. of Work orders annually. 1,684 1,419 1,400 1,500
-Total No. of labor hours to Work orders. 8,920 8,034 8,700 8,500
-Labor hrs to preventative maintenance. 600 905 1,200 1,400
-No of labor hrs to maintenance projects. 1,960 2,131 1,400 1,500
-No of labor hours to emergency repairs. 172 141 150 175
57
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $2,098,089 $2,295,119 $2,148,605 $2,270,462
Position Summary 19 23 23 23
Program Name: Street Maintenance
Service Level:Provide regular maintenance and care of city streets.
Performance Measures FY 01 FY 02 FY 03 FY 04
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 N/A N/A
(random sample of pavement inventory)
- Percent of citizens satisfied with street
condition 90% 95% 95% 95%
Efficiency
- Cost per capita $28.60 $28.50 $28.50 $28.50
- Cost per lane mile of sealcoat $7,420 $76 $76 $76
- Cost per mile of overlay $26,730 $26,980 $26,980 $26,980
Output
- No. of street repair work orders 732 630 650 700
- No. of lane miles of street sealcoated 37 40.6 40 40
- No. of lane miles of street overlay 12.37 1.2 1.2 5
*New measure in FY '03
58
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $147,132 $142,342 $161,055 $215,777
Position Summary 2 223
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Missing stop sign replacement time 1 hrs 1 hrs 1 hrs 1 hrs
- Replacement time for all other regulatory
signs 96 hrs 96 72 hrs 72 hrs
Efficiency
- Cost per work order $143 $92 $100 $125
- No. of work orders per employee 962 756 800 800
Output
- No. of work orders per year 758 1512 1600 1600
- No. of stop signs replaced 204 454 500 500
59
PUBLIC WORKS
TRAFFIC SIGNALS
Description & Budget Explanation:
The Traffic Division is responsible for the repair and maintenance of traffic signals.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $436,467 $460,322 $480,646 $530,160
Position Summary 5 555
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percentage of system available 100% 100% 100% 100%
Efficiency
- Cost per work order $185 $271 $275 $275
- Cost per intersection $2,845 $2,915 $3,000 $3,000
- Total system downtime per year 6 hrs 0 hr 3 hr 3 hr
- Response time to after-hours calls 1 hr 1 hr 1 hr 1 hr
Output
- No. of maintenance and repair work orders 1,804 1,651 1,700 1,700
- No. of signal bulbs replaced 103 1,886 1,500 1,500
- No. of signal heads replaced & repaired 3 13 15 15
- No. of operation hours per year 525,600 490,560 500,000 525,600
60
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $642,054 $609,672 $735,683 $690,725
Position Summary 11 11 11 10
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of identified projects controlled by
Engineering under contract 85% 89% 95% 95%
- Percent of CIP budget controlled by
Engineering under contract 94% 98% 95% 95%
- Percent of budgeted capital projects designed
and constructed within budget 100% 100% 100% 95%
Efficiency
- Administrative cost per project $13,873 $14,416 $17,126 $16,349
Output
- No. of CIP projects planned. 46 45 43 44
61
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $283,017 $367,854 $353,727 $544,013
Position Summary 5669
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 FY01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Cost per capita per year for flood damage to
structures (target not to exceed $2.00) $0.00 $0 $0 $0
-Right of way mowing program will maintain
vegetation in 100% compliance with the City's
weed ordinance. N/A N/A 50% 100%
Efficiency
- Cost per mile of right way mowing $108.00 $115.20 $118.00 $121.30
- Cost per mile of herbicide $0.42 $0.88 $0.88 $0.88
- Cost per mile of creek cleaning $77.90 $80.99 $80.99 $80.99
- Mow right of way on a 30 day cycle N/A N/A 45 days 30 days
Output
- No. of miles of right way mowing 497 445 465 465
- No. of miles of herbicide 465 460 460 460
- No. of miles of creek cleaned 19 9 19 19
62
PUBLIC WORKS
SANITATION
Description & Budget Explanation:
The Sanitation Division is responsible for the collection of all municipal refuse, recycling and
commercial refuse.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $3,704,146 $3,974,599 $3,963,532 $3,938,158
Revenue Summary $4,148,414 $4,372,857 $4,678,100 $4,771,580
Position Summary 34.5 35.5 36.5 36.5
Program Name: Residential Collection
Service Level:Provide residential solid waste collection to College Station citizens.
Performance Measures FY01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of missed collection reports per week 0.15% 0.16% 0.15% 1.00%
Efficiency
- No. of labor hours per ton of household
garbage 1.68 1.44 1.49 1.7
- No. of labor hours per ton of bulky waste 4.17 3.98 4.41 4.9
- No. of labor hours per ton of Clean Green 4.08 3.54 5.21 6.5
- Cost per ton of household garbage $81.27 $72.58 $66.02 $80.00
- Cost per ton of bulky waste $202.07 $201.27 $196.11 $240.00
- Cost per ton of Clean Green $197.96 $178.75 $231.52 $320.00
- Residential monthly rate $10.70 $10.70 $11.70 $11.70
Output
- No. of household tons collected 9,045 10,558 10,500 11,000
- No. of bulky tons collected 4,007 4,194 4,200 4,300
- No. of Clean Green tons collected 2,562 2,958 2,500 2,500
63
Program Name: Residential Recycling
Service Level:Provide residential recycling collection to College Station citizens.
Performance Measures FY01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of Residential Municipal Solid Waste
(MSW) diverted annually 25.12% 27.47% 27.86% 22.00%
- Participation rate N/A N/A N/A N/A
- Lbs. Collected per household 13.22 12.1 11.7 15
Efficiency
- Cost per ton, recycling $212.39 $230.12 $216.85 $220.00
- Revenue per ton, recycling $41.21 $25.72 $20.00 $20.00
- Net cost per ton, recycling (cost-revenues-
avoided disposal costs) $147.67 $181 $197 $200
Output
- No. of tons collected, recycling 978 941 880 1,000
- Avoided landfill costs $22,983.00 $22,113 $20,680 $23,500
Program Name: Commercial Collection
Service Level:Provide sanitation to College Station businesses and apartments.
Performance Measures FY01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of missed collection reports 0.028% 0.067% 0.045% 1.000%
- Percent of customers satisfied with service N/A N/A N/A N/A
Efficiency
- Labor-hours per ton 0.77 0.81 0.78 1.00
- Cost per ton $37.25 $40.89 $34.82 $40.00
.
Output
- No. of tons collected 31,376 32,364 33,418 35,000
64
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $1,253,123 $1,118,865 $1,104,480 $1,133,084
Position Summary 15 15 15 15
Program Name: Fleet Services
Service Level:Provide prompt, reliable maintenance service at cost effective rates.
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-% satisfied on customer service survey. 91% 92% 90% 95%
Efficiency
-PM as a percentage of total work orders N/A N/A N/A 67%
-Mechanic efficiency percentage. 72% 72% 72% 72%
Output
-No. of vehicles per mechanic. 43 45 45 45
-No. of hours logged to work orders. 11,483 11,402 11,400 11,400
-Shop rate per hour. $51.00 $52.00 $52.00 $52.00
65
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $3,424,068 $4,497,736 $7,062,688 $6,488,035
Revenue Summary $5,098,000 $5,924,208 $5,549,820 $4,936,000
Position Summary 26.5 26.5 25.5 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- In compliance with TNRCC regulations.YES YES YES YES
Efficiency
-No. of labor hours per ton of waste received at the 0.1904 0.1594 0.19 0.19
landfill for disposal.
-Cost per ton of waste received at the landfill 11.32 $16.60 $12.00 $12.00
for disposal.
Output
-No. of tons diverted from landfill disposal to be 25,000 30,000 5,000 5,000
reused or recycled.
(i.e.. Clean concrete, white goods, clean soil)
-Landfill Density survey results (lbs. per CY) 1,400 1,202 1,225 1,225
66
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 01 FY 02 FY 03 FY 04
Actual Actuals Estimate Approved
Budget Summary $36,534,511 $39,694,498 $34,496,387 $36,498,985
Revenue Summary $44,315,462 $45,826,060 $46,675,733 $48,354,700
Position Summary 59.5 59.5 59.5 59.5
Program Name: Electrical Division
Service Level:Provide reliable electric service to the citizens of College Station.
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actuals Estimate Approved
Effectiveness
- Total % of time customer will be with
power for the previous 12 months 99.99% 100.00% 99.99% 100.00%
-Avg. outage time in min. experienced
per interruption (CAIDI) 33.26 30.00 20.00 18.00
-Avg. number of outages experienced
per customer (SAIFI) 1.22 1.00 1.50 1.20
Output
- Number of residential job orders consisting
of temporary services installed and removed,
conduit installation and service conductor 1,825 1,942 2,200 2,200
- Number of primary conductor in ft. installed 116,168 180,000 120,000 125,000
- Number of customer service job orders
consisting of trouble calls, street and security
light repairs, and customer concerns 2,079 2,144 2,300 2,300
- Number of commercial electric revenue
meters tested 2,438 2,300 1,400 1,350
- Number of residential electric revenue
meters tested 2,473 2,600 2,000 2,000
- Estimated average revenue savings $100,933 $66,773 $40,000 $50,000
67
Service Level:Provide education and incentives to increase existing and new home efficiencies in
College Station
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actuals Estimate Approved
Effectiveness
-Number of certified Good Cents homes
and high efficiency air conditioner
replacements for fiscal year 318 320 268 265
-Annual kW. Avoided/reduced 668 617 530 524
- Cumulative avoided/reduced kW based
on 10 yr. equipment lifespan 27,933 32,248 35,250 36,445
- Number of on-site energy audits performed
on commercial and residential 129 112 112 110
- Annual estimated savings to customer $147.24 $144.49 $148.21 $148.30
68
WATER FUND
WATER OPERATIONS
Description & Budget Explanation:
The Water Operations Division is responsible for the supply and delivery of water.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $3,162,647 $3,019,212 $3,595,577 $4,014,132
Revenue Summary $9,899,321 $9,142,693 $9,437,663 $9,316,700
Position Summary 31 31 31 31
Program Name: Water Production & Distribution
Service Level:Provide reliable water service to the citizens of College Station.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actuals Estimate Approved
Effectiveness
- Average customer outage duration in
minutes for the previous 12 months. * 22.8 20 20
- Average outage time in hours
experiences per interruption. * 2 2 2
- Average number of outages experienced
per customer. * 0.19 0.2 0.2
- Compliance with all regulatory requirements. 100% 100% 100% 100%
- Compliance with all water quality
monitoring requirements. 100% 100% 100% 100%
Efficiency
- Maintain O & M cost within +/- 10%
of $0.92 per 1,000 gal. $0.90 $1.00 $0.92 $0.92
- Percent of unaccounted water
(Industry average of unaccounted water 10.1%) 7.80% <10% <10% <10%
Output
- Number of new services completed. 1,289 1,440 1,400 1,560
- Number of water meters tested. 893 950 1,000 1,025
*New for FY03
Service Level:Provide education and incentives to increase awareness of water and wastewater system,
and reduce overall per capita consumption.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actuals Estimate Approved
Effectiveness
- Percentage of customers aware of annual
Drinking Water Quality Report.
(measured by customer survey) N/A N/A 60% 60%
- Annual per person (capita)
water use per day. 140 149 148 148
- Avoided water and wastewater consumption
through water conservation curriculum (million gallons N/A 0.733 2.2 2.2
Output
- Number of Drinking Water Quality Reports
mailed to customers. 22,500 23,285 25,000 25,000
- Number of students trained in water conservation
curriculum. N/A 76 225 225
- Total number of customers contacted through all
education programs. 5,162 6,000 7,000 7,000
69
WASTEWATER FUND
WASTEWATER OPERATIONS
Description & Budget Explanation:
The Wastewater Operations Division is responsible for the collection and treatment of wastewater in
the City.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $2,687,809 $2,931,523 $3,466,337 $3,677,415
Revenue Summary $7,365,272 $8,315,973 $8,957,000 $9,477,800
Position Summary 36 38 38 38
Program Name: Wastewater Collection & Treatment
Service Level:Provide reliable wastewater service to the citizens of College Station.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Average customer stoppage duration in
minutes. * 76 65 65
- Average number of stoppages experienced
per customer. * 0.015 0.01 0.01
- Compliance with all Regulatory requirements. 100% 100% 100% 100%
- Compliance with all water quality
monitoring requirements. 100% 100% 100% 100%
- Compliance with all permit reporting requirements. 100% 100% 100% 100%
Efficiency
- Maintain O & M cost
(within +/- 10% of $1.38 /1,000 gal.) $1.21 $1.19 $1.38 $1.38
Output
- Number of new services completed. 1,139 1,400 1,400 1,540
*New for FY03
70
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 Action Center, included in this division, serves as the initial contact for City-wide technology support.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $430,417 $429,544 $600,495 $540,779
Position Summary 6655
Program Name: Office of Tech. and Info. Services Action Center
Service Level:Coordinate Administration, MIS/GIS, Communication service requests and provide
administrative support to OTIS.
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on internal service survey. 99% 96% 90% 90%
Efficiency
-Communication requests per staff
member. (3) 136 125 106 100
- MIS/GIS requests per staff member. (3) 863 1,077 1,050 1,000
-No. of requests resolved by Action Center. (3) N/A 281 302 300
Output
-No. of Communication requests processed. 407 376 320 300
-No. of MIS/GIS request processed. 2,590 3,232 3,148 3,000
-No. of requests resolved by Action Center. N/A 843 904 900
71
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
E-Government
Description & Budget Explanation:
The E-Government Division is responsible for the city’s Internet and Intranet sites.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $66,960 $135,578
Position Summary 0011
Program Name: Communications
Service Level:Provide professional and helpful customer service to City staff and citizen's that
require assistance or information from the City's Internet and/or Intranet sites.
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on survey. 0%0%0%85%
-Percent of trouble calls
responded to within one business day. 0%0%0%90%
-Percent of service calls responded
-Additional online functions 0005
Efficiency
-No. of work orders per staff annually. 000500
Output
-Total number calls. 0 0 0 500
72
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $1,637,780 $1,654,473 $1,728,988 $1,845,427
Position Summary 15 15 14 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on annual customer survey 87% 92% 80% 80%
-Problem resolution/repair of computer
systems percent within one business day. 92% 94% 92% 91%
-No. of service/repair calls. 2,330 2,869 2,650 2,500
-Percent service calls for priority one
applications closed within 4 hours. 100% 100% 99% 99%
-Non-Problem request for service 844 1815 1,700 1,000
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 99% 100% 99% 99%
Output
-No. of hrs. of up-time for Midrange
systems/applications 52,469 53,459 53,150 54,576
-No. of hrs. of up-time for WAN
Servers/applications 72,526 85,911 85,600 86,586
*Internal survey not done for this year
73
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $190,390 $211,778 $182,000 $188,628
Position Summary 2.5 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on internal survey. 92% 94% 85% 85%
Efficiency
-Map requests completed within 2 work days. N/A N/A 95% 95%
Output
-No. of maps produced. 1,925 1,875 1,540 1,800
Input
-No. of mapping elements added or updated. 62 58 60 60
74
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $573,052 $532,237 $567,608 $579,360
Position Summary 5566
Program Name: Communications
Service Level:Provide professional and helpful customer service to City staff requiring phone,
radio, and cable needs.
Performance Measures FY 01 FY 02 FY 03 FY 04
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% 99% 97% 95%
-Percent satisfied on survey. 85% 93% 85% 85%
Efficiency
-No. of work orders per staff annually. 273 309 230 230
Output
-Total number of work orders. 1,366 1,544 1,380 1,380
75
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 15 offsite locations. Print/Mail is also responsible for in-house printing needs,
and sign making.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $365,195 $353,140 $331,997 $321,492
Position Summary 5555
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-% satisfied on annual customer survey. 97% 95% 90% 90%
Efficiency
-% of incoming mail delivered within 24 hrs. 100% 100% 99% 99%
-% of print work orders completed within
5 days. 96% 93% 90% 90%
-No. of annual print work orders per staff. 571 526 525 525
Output
-No. of printing services work orders. 1,710 1,578 1,575 1,575
-No. pieces of outgoing mail (w/o utility bills). 230,601 214,722 220,000 220,000
76
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 meter
reading those meters and provide billing and collection services for the city to all customers of electric, water, sewer,
sanitation and drainage services.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $1,403,995 $1,447,074 $1,642,652 $1,803,990
Position Summary 30.5 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied with courtesy of personnel 92.5% 96.2% 93.5% 90.0%
on citizen survey.
-Percent satisfied with knowlede of personnel 88.1% 93.2% 85.2% 90.0%
on citizen survey.
Efficiency
-No. of customers per day per walk-up
employee. 77 80 71 72
-Annual number of processed bills per
employee. 16,545 17,797 16,500 16,500
-Cost per bill. $4.04 $4.05 $4.50 N/A
-Percent of bad debt expense annually.0.30% 0.37% 0.5% 0.5%
Output
-No. of incoming calls. 79,747 79,514 82,000 82,500
-No. of bills annually. 339,169 355,944 355,000 350,000
-No. of payments. 379,439 388,579 400,000 410,000
-No. of walk-up customers.67,369 70,475 64,000 64,000
-No. of service orders. 78,411 79,975 75,000 75,000
77
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Same day service percentage. 99.99% 99.99% 99.99% 99.99%
-Read accuracy percentage. 99.96% 99.93% 99.90% 99.90%
Efficiency
-No. of completed service orders per person.24,175 24,029 26,000 26,000
-No. of completed routine checks of electric
meters per person annually. 1,306 1,638 1,450 1,450
-No. of meters read daily, per person.366 381 400 400
-Cost per meter read $0.34 $0.30 $0.40 $0.40
Output
-No. of service orders completed.48,350 48,057 75,000 75,000
-No. of meters/readings checked out.2,612 3,275 3,000 3,000
-No. of theft/tampering incidents discovered.7342020
-No. of utility payments taken in the field.1,445 1,435 1,450 1,450
-No. of meters read annually. 501,175 525,412 520,000 530,000
Input
-No. of full-time technicians.2222
-No. of full-time meter readers.5.5 6 6 6
-No. of full-time commercial meter readers.1111
78
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $304,476 $322,217 $346,795 $377,752
Position Summary 3 3 3 3.5
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Annual internal survey
of satisfaction rate. 79% 88% 85% 90%
Efficiency
-Percent of all contracts reviewed
within 2 working days of receipt. 85% 86% 87% 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. 359 283 320 300
-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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
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. $6,414,297 $6,082,582 $3,700,000 $3,900,000
*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.
79
FISCAL SERVICES
ACCOUNTING
Description & Budget Explanation:
The Accounting Division is responsible for processing, recording, and reporting all financial transactions of the City.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $613,895 $674,821 $740,464 $769,478
Position Summary 10.5 11.5 11 11
Program Name: Accounting
Service Level:Provide accurate and timely information to customers.
Performance Measures FY 01 FY 02 FY 03 FY 04
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. 93% 91% 90% 90%
Efficiency
-Percent of month-end transactions
recorded by the 10th business day of each
month. 87% 96% 95% 95%
-Submit CAFR to GFOA by March 31 NO (A) YES YES YES
-Complete financial statements by January 31 NO NO YES YES
Output
-No. of month-end transactions recorded by
the 10th business day of each month. 425 266 250 250
(a) We were granted a 30 day extension.
80
Service Level:Process and record all financial transactions for the City in an accurate,
efficient, and timely manner.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent of vendor invoices paid within 30 days
of invoice date. 93% 92% 95% 95%
-Receive an unqualified audit opinion from
external auditors. YES YES YES YES
-Satisfaction rate on annual customer survey. 93% 91% 90% 90%
-Percent of completed general ledger
reconciliations and updated within 30 days of
the period close date. 81% 75% 90% 90%
-Ratio of correctingjournal entry transactions
to total journal entry transactions. 0.34% 0.40% <1% <1%
-Percent of billable EMS reports entered into billing
system within 2 business days of report received. N/A N/A 90% 90%
Efficiency
-Admin. cost per A/P transaction. $3.03 $3.79 $4.71 $4.80
-Admin. cost per A/P check. $6.54 $8.05 $10.10 $10.29
-Admin. cost per vendor invoice. $4.52 $5.91 $4.56 $4.65
-Dollar cost per payroll check. $3.18 $4.59 $1.27 $1.29
-Accounts receivable collection rate. 94% 87% 85% 85%
Dollar cost per billing transaction. $2.33 $2.27 $6.34 $6.45
Dollar cost per cash receipts transaction. $1.00 $0.63 $1.13 $1.15
Output
-No. of A/P transactions. 47,342 41,160 30,000 30,000
-No. of journal entry transactions 281,916 339,662 428,000 428,000
-No. of correctingjournal entry transactions 951 1,362 975 975
-No. of A/P checks. 21,913 19,382 14,000 14,000
-No. of vendor invoices paid. 31,731 26,393 31,000 31,000
-No. of payroll checks. 23,573 23,477 24,000 24,000
-Amounts collected. $8,916,252 $8,684,488 $7,400,000 $7,500,000
-No. of billing transactions. 15,474 16,466 14,000 14,000
-No. of cash receipt transactions. 31,919 39,340 30,000 30,000
-No. of general ledger reconciliations. 599 614 400 400
-No. of billable EMS reports entered into the
billing system. N/A N/A 1,800 1,800
Service Level:Effectively administer cash and treasury operations of the City through cash flow management and investing.
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Portfolio rate of return as a percentage of similarly
weighted average maturity treasury notes.* 104% 100% 100% 100%
Efficiency
-Percent of available cash invested. 99% 99% 99% 99%
Output
-Annual dollar amount of investment income
earned. 6,414,297$ 6,750,000$ 3,750,000$ 3,500,000$
*An index created by using a constantly maturing treasury note with a weighted average maturity that approximates the weighted
average maturity of the City's portfolio.
81
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $238,304 $257,639 $294,961 $283,554
Position Summary 4.5 4.5 4.5 4
Program Name: Purchasing
Service Level:Acquire qualitygoods and services in a timely and efficient manner within
legal parameters for continued City operations.
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Satisfaction percentage on annual survey of
departments. 80% 83% 80% 80%
-Satisfaction percentage on annual vendor
survey. N/A 90% N/A 90%
-Percent of total expenditures done through
cooperative purchasing agreements. 6% 8% 8% 7%
-Percent of City's purchase transactions
processed through field purchase orders
and procurement cards. 94% 95% 94% 94%
-Percent of City's dollars handled through the
purchasing department for commodities
and services. 94% 89% 92% 92%
-Percent of total dollars utilizing blanket
contracts. 14% 20% 15% 15%
-Percent of active suppliers accounting for
80% of City expenditures.* 20% 3% 10% 10%
Efficiency
-Average cost per purchase order. $207 $194 $225 $230
Output
-Total dollar value of all City purchases. $60,022,775 $49,638,186 $70,000,000 $55,000,000
-No. of cooperative agreements in which
the City participates. 9 9 10 10
-No. of FPO’s and procurement card
transactions processed by departments. 18,625 26,407 25,000 25,000
-Dollar value of P.O.’s processed by
Purchasing staff. $56,236,239 $44,351,360 $55,000,000 $50,000,000
-No. of the following purchasing activities:**
one-time bids 77 71 80 75
annual bids 23 37 35 30
formal contracts/agreements 212 198 225 220
-Total Number of active suppliers 2,618 2,353 2,500 2,500
*% 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.
82
Service Level:Effectively and efficiently manage and dispose of surplus assets to obtain
the greatest value for the City.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Estimate 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% 25% 20% 20%
-% of original value of heavy equipment and
vehicles recovered through disposal methods. 23% 19% 20% 20%
Output
-Net amount received after expenses of
disposition.$465,283 $118,584 $225,000 $200,000
83
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $131,082 $157,310 $222,989 $256,544
Position Summary 2.5 2.5 3 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 01 FY 02 FY 03 FY 04
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% * * * 80.0%
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 are new performance measures that are being tracked in FY04. More information will be provided as historical information is captured.
84
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $594,841 $680,066 $728,766 $918,613
Revenue Summary $1,796,203 $2,324,073 $2,411,500 $2,980,730
Position Summary 13.5 13.5 14 16
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Input
-Total number of new cases. N/A 41,607 43,000 45,000
Effectiveness
-Percent of citizen survey respondents rating
Court personnel as somewhat or very
courteous. 91% 84% 93% 85%
-Percent of citizens survey respondents rating
Court personnel as somewhat or very
knowledgeable. 93% 93% 98% 85%
Efficiency
-Percent of cases disposed. N/A 67% 90% 90%
Output
-No. of cases disposed. N/A 27,697 $38,700 $40,500
-No. of non parking citations processed. 30,590 31,765 35,000 35,000
-No of parking citations processed. 13,407 9,842 15,000 15,000
-No. of failure to appear cases processed. 4,221 2,950 3,870 4,000
-No. of walk-in customers 30,000 17,000 20,000 20,000
85
Program Name: Case Information/Processing
Service Level:Provide public with accurate information regarding their dealings with the court.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent of payments processed within
48 hours received through the mail. 98% 99% 100% N/A
-Percent of bonds processed the same day
received from the jail. 98% 98% 98% N/A
-Percentage of pled cases processed at the
front window and through correspondence. N/A 89% 90% N/A
-Percentage of pled cases processed in walk-in
arraignment. N/A 11% 10% N/A
Efficiency
-No. of payments processed by mail per
worker hour. 9 9 10 N/A
-No. of bonds, received from the jail,
processed per worker hour. 5 5 5 N/A
-Collection Rate 35% 81% 81% N/A
Output
-No. of bonds received from jail 1,652 1,012 1,500 1,600
-No. of pieces of mail received 24,131 18,717 25,000 27,000
-Amount Collected $3,500,000 $3,725,236 $3,900,000 $4,000,000
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 01 FY 02 FY 03 FY 04
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. 5,573 2,864 3,200 3,200
-No. of summons issued. 941 1,051 750 750
-No. of subpoenas issued. 982 1,050 900 900
86
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $550,919 $630,652 $662,468 $671,325
Position Summary 7.75 7.75 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.
87
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $286,298 $296,573 $304,175 $358,509
Position Summary 4444
Program Name: Council Support
Service Level:Provide coordination and timely administrative support to the Council and Mayor.
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Efficiency
No. of Council meeting agendas prepared 50 45 40 40
-No. of Council events with meals provided 40 47 50 50
-No. of Mayor and Council appointments scheduled. 550 243 325 325
Program Name: Public Records and Information
Service Level:To maintain and provide public information in an efficient manner.
Performance Measures: FY 01 FY 02 FY 03 FY 04
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 10min 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.3333
-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
88
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $482,849 $549,190 $545,395 $662,961
Position Summary 6.5 6 5 6.5
Program Name: Administration
Service Level:Facilitate communication between the Council, citizens, and staff on City related
matters.
Performance Measures: FY 01 FY 02 FY 03 FY 04
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.
89
Program Name: Community Programs
Service Level:To provide programs that will encourage two-way communication and better
understanding and involvement between citygovernment and the community.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Maintain a 8% or less recidivism rate within
one year of Teen Court completion. 13% 8% 9% 9%
-Maintain at least a 95% satisfaction rate with
Citizen University. 100% 100% 100% 100%
Efficiency
-Annual cost per Citizen University participant. $90 $125 $111 $120
-Annual est. saving to city through use of
volunteers. $57,162 $60,000 55,000 60,000
Output
-Annual # of Teen Court Completions 48 60 80 100
-Annual # of Citizen University students
completing the program. 23 24 21 24
90
GENERAL GOVERNMENT
EMERGENCY MANAGEMENT
Description & Budget Explanation:
Emergency Manafgement is responsible for coordinating emergency and/or disaster training,
mitigation, prepardness, planning, response and recovery for the City
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $127,267 $127,341 $90,771 $95,915
Position Summary 1111
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 FY 04
Actual Actual Estimate Approved
Effectiveness
- Compliance with State and Federal
requirements for emergency management. 100% 95% 95% N/A
Efficiency
Per capita direct operating expense** $40 N/A N/A $1.35
Output
- Conduct EOC training activities annually 1 N/A N/A 2
- City participation in annual Interjurisdictional ex 1111
Participate in quarterly LEPC meetings. N/A N/A 4
- Review and/or Update of emergency plans
annually. 100 98% 98% 98%
- Participate in monthly meetings with the
Interjurisdictional EM Team. N/A 12 12 10
- Conduct Public Education or Training
activities. N/A 4 4 4
- Conduct annual Emergency Management
Academy. 1 1 1 1
- Request and coordinate DEM training courses for
city personnel*. 1 1 1 1
- No. of personnel participating in training.115 35 35 75
*Requesting courses from DEM may not result in courses being available locally
**Annual emergency management budget divided by current city population figure.
91
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $358,754 $406,285 $429,317 $427,198
Position Summary 6 5.5 5.75 6
Program Name: Compensation and Benefits
Service Level:Provide a competitive, quality benefit and compensation plan.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent of employees satisfied with how
benefits are handled by Human Resources. N/A N/A 75% 80%
-Number of Wellness events N/A N/A N/A 12
-Pay-related turnover rate. 3% 2% 2% 2%
-Number of skill increases. 340 250 250 200
-Number of competency/ performance increases. 95 335 370 370
-Number of employees receiving more than
one skill increase. 79 100 36 30
-Exempt employee % from midpoint. 7% 7% 2% 2%
-Non-exempt employees % from midpoint. 11% 10% 9% 8%
-Percent of employees participating in
Tuition Reimbursement. 5% 17% 2% 3%
-Percent of employees participating in
Vision Reimbursement. 27% N/A 7% 8%
Efficiency
-Premium cost paid by City per employee $416.00 $393.00 $454.00 $450.00
Output
-Number of positions salary surveyed. 84 80 70 70
-Number of salary surveys responded to. 37 25 40 50
-Number of positions reviewed. 4 10 12 10
92
Program Name: Training/ Development
Service Level:Provide training and communication to city staff to develop quality service delivery.
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Satisfaction rate from training participants
on core programs. 95% 95% 95% 95%
Efficiency
-Total cost of in-house training per employee. $52.43 $22.00 $46.00 $40.00
-Cost per employees participating. $39.00 $20.00 $87.00 $80.00
-No. of development hours per program.4444
Output
-Total contact training hours. 5,403 5,500 7,000 7,500
-No. of employees participating in training. 941 1,000 500 600
-Total training programs completed. 56 50 25 30
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent of open jobs requested posted within
24 hrs. N/A 98% 99% 99%
-Percent of time completed applications are
available on the closing day of the posted job. N/A 99% 99% 99%
-Number of ads placed in local area. N/A 50 32 40
-Number of ads placed outside local area. N/A 15 6 15
-Annual turnover rate 12.62% 14% 12% 11%
-Satisfaction rate on internal survey. N/A N/A N/A 85%
Efficiency
-No. of applications received per posted
position. 25 25 86 75
Output
-No. of applications processed. 4,800 4,000 5,000 5,000
-No. of posted jobs that were tested. 42 25 10 10
- No. of promotional Police/Fire Tests conducted. N/A N/A N/A 5
- No. of formal exit interviews conducted. N/A N/A N/A 24
93
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $174,536 $203,422 $250,548 $558,559
Position Summary 2223
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent satisfied on household survey 77% 77% 77% 80%
- Percent of media satisfied on survey 94% 85% 90% 90%
Efficiency
-Avg. cost of providing public information per
message $0.024 $0.026 $0.280 $0.300
Output
- Total number of messages sent 7,346,791 8,503,659 8,506,799 9,000,000
Program Name: Marketing/Advertising/Special Events Function
Service Level:Provide marketing, advertising, and special event support to all
departments as requested
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent satisfied on departmental support
survey 70% 88% 88% 88%
Efficiency
-Avg. number of persons attending special
events 172 133 153 175
Outputs
- No. of marketing/advertising projects annually 58 965 1,012 1,100
- No. of special events annually 24 32 40 42
- No. of persons attending annually 2,745 3,455 4,000 4,400
94
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 policygoals
of the City are reflected in the way funds are allocated and spent. The office also reviews expenditures
to determine whether the overall policygoals 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $263,508 $281,181 $287,208 $307,377
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent of annual actual expenditures of
budget. 87% 97% 95% 95%
-Percent of respondents satisfied or very
satisfied with services provided by Budget
Office. 92% 95% 91% 95%
Efficiency
-Time per budget adjustment. 7 days 3 days 2 days 2 days
-Time per budget analysis project. 7 days 5 days 5 days 5 days
Output
-No. of budget and contingency transfers
processed. 22 66 45 40
-No. of budget amendments processed.2222
-No. of budget analysis reviews completed. 7 15 15 20
95
Program Name: Strategic Planning
Service Level:Coordinate organizational review functions to improve the performance of the
organization.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent of implementation plans completed
on schedule. 70% 90% 90% 90%
Efficiency
-Development Time per Department 5 year
plan. 8 months N/A N/A N/A
Output
-Number of Department 5 year Plans
complete.0111
-Number of Strategic Plan implementation
plans. 75 81 52 63
-Strategic Plan Updates completed.5444
Program Name: Organization Review and Improvement
Service Level:Conduct organizational review functions to improve the performance of the
organization.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent of departments surveyed satisfied or
very satisfied with organizational review. 88% 89% N/A N/A
-Pecent of departments satisfied or very
satisfied with continuous improvement
assistance provided by the Budget Office. 86% 90% N/A N/A
-Percent of organizational reviews conducted
resulting in marked improvement in process. N/A N/A N/A N/A
Output
-No. of organization reviews conducted.0013
-No. of process improvement teams.7500
96
GENERAL GOVERNMENT
COMMUNITY DEVELOPMENT
Description & Budget Explanation:
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $490,357 $571,760 $545,518 $598,294
Position Summary 9.5 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Number of projects benefiting Low/Moderate Income
Families and/or neighborhoods N/A N/A 100% 9
Efficiency
-Public Facility projects identified and funded
for parks, streets, water, sewage, and
infrastructure needs. 4 4 7 4
Output
-Public facility projects completed N/A N/A 4 2
Program Name: Public Services
Service Level:Provide a variety of health and public services to low income residents through
the funding of non-profit organizations.
Performance Measures: FY 01 FY 02 FY 03 FY 04
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 13 11 11
-On-site monitoring visits. 10 13 11 11
-Reimbursement requests reviewed. 17 27 28 28
Output
-Agencies/contracts completed in
compliance with policies. 8 13 11 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.
97
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Applications received.* 12 8 15 10
-Applications eligible for owner-occupied rehab pr 3474
-Applications eligible for ORP programs 6 2 4 2
-Down payment assistance applications
received.** 65 90 30 30
-Projects satisfying program requirements/
liens released 7
Efficiency
-Owner-occupied Rehab program, Cost per unit. $24,030 $0 $25,000 $23,300
-ORP program, Cost per unit. $54,504 $54,797 $50,000 $54,069
-Demolition Program, cost per unit (resulting
from ORP projects or stand-alone demo’s). $3,530 $4,800 $4,200 $4,800
-Down payment assistance program, Cost per
unit. $6,963 $8,310 $8,500 $7,495
-New construction $70,000 $0 $70,000 $75,000
Lot acquisition, cost per unit $12,500 $10,511 $12,500 $11,069
Output
-Owner-occupied Units rehabilitated. 3 0 5 2
-Units replaced (ORP). 6 3 4 1
-Dilapidated structures demolished. 7 5 7 2
-Applicants receiving homebuyer
(DAP) assistance. 12 25 24 15
-Individuals receiving homebuyer
and/or credit counseling. 276 233 300 250
-New construction units developed. 0 1 4 2
*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.
98
PARKS AND LEISURE SERVICES
APPROPRIATIONS — PARKS AND LEISURE SERVICES
Parks and Recreation
Department $6,407,522
The Parks and Recreation Department are
responsible for the College Station Park facilities
and recreation programs. Among the services
provided are athletics, recreation and instruction
programs for youth and adults in activities including
softball, swimming and tennis.
Also provided are programs and special events at
the Wolf Pen Creek Amphitheater and other park
locations throughout the City. The Parks
Department operates a number of special facilities
including three City-owned swimming pools and
the CSISD Natatorium.
The preceding graph illustrates the revenue
generated by the pools and the leveling off of
attendance due to facility capacity limitations.
PARKS AND LEISURE SERVICES $17,444,316*
We will continue to promote a wide range of leisure, recreational and cultural
arts opportunities.
Strategic Plan Summary:
The parks and leisure services vision statement recognizes the need for a diversity of cultural and
recreational opportunities for residents and visitors to College Station. The strategic plan addresses parks
and leisure services through the following strategies:
x We will maintain an integrated parks system driven by connectivity.
x We will promote programs and facilities that target all age groups.
x We will promote cultural arts.
x We will pursue regional planning and development efforts.
*This is the gross total of the Parks and Leisure related budget items.
Pool Attendance vs. Revenue
$200,000
$220,000
$240,000
$260,000
$280,000
01 02 03 Est. 04 Est.
0
50,000
100,000
150,000
Revenue Attendance
LIBRARY
4%
WPC
14%ARTS COUNCIL
2%
PUBLIC ART
1%
OTHER
1%PARKLAND
DEDICATION
1%
PARKS CIP
5%
XTRA ED
1%
PARKS AND REC
35%CONF. CENTER
36%
99
The Conference Center is operated to provide
meeting space for various groups and
organizations. The Lincoln Center is a community
center, which provides clean, safe, and attractive
facilities for an assortment of activities including
youth athletics, educational programming, and
cultural events. The Lincoln Center also provides a
meeting space for organizations in the community.
The Xtra Education program provides citizens of all
ages the opportunity to enhance their quality of life
through various continuing education programs.
The preceding graph illustrates the number of
Conference Center customers from 2000- 2004.
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.
Six service level adjustments (SLAs) have been
approved for the Parks and Recreation FY 04
budget. There are two approved SLAs in the Parks
Administration Division, which include $70,500
for signs for the Wolf Pen Creek District to identify
trail entrances and vehicular gateway; and $9,500
for a large format copier to produce blueprints.
Two service level adjustments are approved for the
Recreation Division. The first, $19,950 will be
used to provide funds for the increases in
officiating fees. This cost will be offset in part by
increases in user fees. The second SLA approved
for the Recreation Division is in the amount of
$25,130 for the City’s 65th Birthday Celebration.
In the Parks Operations Division, one service in the
amount of $55,100 is recommended for the
ongoing operations and maintenance costs
associated with Lick Creek Park, which is under
construction. This SLA will contract out the
landscape maintenance of the City Hall/Fire
Administration Complex and the Police
Department/Cy Miller Park, and allow those Park
resources to be shifted to Lick Creek Park.
Finally, $8,600 is approved for a vehicle upgrade
in the Forestry Division.
Strategic Plan 2003-2004
In accordance with maintaining a high quality
parks system, the Department of Parks and
Recreation continues to strive to meet Council
approved park maintenance standards. The goal
is to achieve a ninety percent or higher rating on
all major categories by FY 06. Existing staff and
resources as well as ongoing SLAs continue to
be used to meet this benchmark.
Parks Xtra Education $122,610
The Parks Xtra Education is a joint effort of the
City of College Station and the College Station
Independent School District to provide community-
based education programs.
Parks Capital Projects $950,294
The most significant parks projects for FY 04 are
improvements to the Lincoln Center. The FY 04
budget includes $623,000 to expand the Lincoln
Center and $350,000 to add a covered basketball
pavilion to the facilities. These projects are funded
through the Community Development Block Grant
Funds. These projects are part of the
implementation of the Tarrow Park master plan,
which the City Council approved earlier in 2003.
Parkland Dedication
Capital Projects $258,000
Parkland dedication funds can be used for projects
in neighborhood parks within the various park
zones. The funds come from a dedication required
as new development occurs in College Station. In
FY 04, projects anticipated to use parkland
dedication funds include $700,000 for Woodway
Park development and $175,000 for a park in
Zone 10.
4th of July Fireworks $20,000
$20,000 is included in the approved BVSWMA
budget for the 4th of July fireworks display
organized by the College Station Noon Lions Club.
The Arts Council of Brazos Valley $300,000
The City of College Station provides funding to the
Arts Council of Brazos Valley each year through
proceeds from the Hotel/Motel Occupancy Tax
Fund. The Arts Council uses these funds to offer
the following programs and activities: 1) Texas
Gallery and Store; 2) Art Classes at Art Space; 3)
an Annual Grant Program to provide local non-
profit organizations with financial support for arts-
Conference Center Attendance
65,000
70,000
75,000
80,000
85,000
90,000
01 02 03 Est. 04 Est.Years
100
related projects; 4) Scholarships; 5) Arts Education;
6) Arts & Culture newsletter and 7) Art in Public
Places.
Public Art $150,000
$150,000 from the General Fund is included in the
approved budget for representative public art in
College Station.
Library Operations $756,518
Library services are provided in College Station
through an agreement with the City of Bryan
Library System, therefore allowing a branch of that
library to operate in College Station. The library is
planning to offer Sunday hours beginning in FY 04
within the existing budget allocation.
The graph above shows circulation rates for the
library from 2000-2004.
New Convention Center $6,546,802
In FY 04, the approved CIP budget of
$12,108,750 is recommended for the construction
of the Conference Center. An additional
$670,000. Was budgeted in the Hotel Motel Fund
for costs associated with the Conference Center
project. Since this budget was prepared the
proposed Conference Center project was halted
and will not be constructed at the proposed site
with the proposed partner. The City Council is
currently considering options on this matter.
Wolf Pen Creek TIF District $2,553,803
This district generates revenues that can be utilized
in the Wolf Pen Creek District. Funding is targeted
for future Wolf Pen Creek projects. The Wolf Pen
Creek trail project, which includes construction of a
trail system in the Wolf Pen Creek area, will
continue in FY 04.
Other
The Children’s Museum of the Brazos Valley will
receive 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.
The African American National Heritage Society
funding is set at $16,000. 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.
The George Bush Presidential Museum will receive
the approved funding of $42,767. The George
Bush Presidential Library is a federal agency
geared to promote educational opportunities within
the community. Funding will be used for an
Educational Specialist position, which will help with
the development of the Bush Library Troubadours;
a group dedicated to literacy programs and
community outreach services.
$50,000 has been approved for the Veteran’s
Park Memorial. The Brazos Valley Veterans
Memorial is dedicated to honoring veterans who
have served in the uniformed services of the United
States, and to preserve through education the
sacrifices made. The $50,000 will be used for the
planning and design of Phase II, an educational
pathway through the 12-acre site, where veterans
of each war will be specifically honored in a
community education endeavor.
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
500,000
01 02 03 Est. 04 Est.
101
PARKS AND RECREATION
ADMINISTRATION
Description & Budget Explanation:
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $613,300 $656,051 $604,169 $695,932
Position Summary 10 9.5 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percentage of CIP projects initiated within
budget, specifications, and allotted time. 95% 86% 90% 90%
- Percentage of all drafting and
graphic work orders completed
satisfactorily. 95% 95% 95% 95%
- Percentage of satisfactory
City Council cover sheets. 95% 95% 95% 95%
- Percentage overall satisfied with the Department
on the annual Citizen Survey. 84.8% 87.0% 85.6% 85.0%
Efficiency
- 75 727070
Output
- No. of work orders for assistance completed. 197 218 210 210
- No. of CIP projects completed. 14 14 15 8
- No. of CIP assistance projects. 1 8 4 1
(Landscape design).
- No. of brochures/fliers produced. 84 115 80 80
- No. of pavilion rentals administered. 340 353 350 350
- No. of cost centers monitored. 22 22 22 22
- No. of Parks and Recreation Advisory Board
meetings supported. 22 16 19 12
- Dollar amount administered in rental fees $32,900 $36,127.50 $36,000 $36,000
- 25 211010
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.
No. of City Council cover sheets produced.
No. of work orders per person (Parks
Planning/divided by 3).
102
Service Level:Provide adequate neighborhood and community park land for College Station Residents.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-N/A N/A 4.16 4.16
- N/A N/A 4.76 4.76
-
N/A N/A 70,425 69,612
Output N/A
-N/A N/A 248 248
- No. of acres of community park land**. N/A N/A 254 254
*Formula: Current population divided by 1,000 = X. Then take the current neighborhood/community park acreage
(taken from the current park inventory) divided by X to effectiveness. Population figure is reduced by 10,000
students that are estimated to live on the Texas A&M Campus.
**Numbers taken from Recreation, Park, and Open Space Master Plan.
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.
No. of acres of neighborhood and mini park
land**.
103
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $1,227,139 $945,403 $1,045,336 $1,092,732
Revenue Summary $375,071 $267,817 $230,000 $230,000
Position Summary 16 13 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent satisfied on customer survey: 93% 96% 95% 95%
Adult Softball N/A N/A 95% 95%
Adult Flag Football N/A N/A 95% 95%
Girls Fastpitch Softball N/A N/A 95% 95%
Youth Basketball N/A N/A 95% 95%
Swim Team N/A N/A 95% 95%
Youth Flag Football N/A N/A 95% 95%
Adult Volleyball N/A N/A 95% 95%
Youth Volleyball N/A N/A 95% 95%
Swim Clinic N/A N/A 95% 95%
Efficiency
- No. of adult participants City Leagues. 9,480 10,642 9,500 9,500
- No. of youth participants City Leagues. 1,887 2,684 2,100 2,100
- No. of participants for hosted tournaments &
serviced events. 9,583 9,741 8,500 8,500
Output
- Total revenue. $271,325 $223,631 $205,000 $205,000
- No. City league athletic events. 22 20 20 20
- No. of assisted non-City league events.3333
- No. of assisted non-City leagues. N/A N/A 4 4
- No. of Participants in non-City leagues. N/A N/A 3,150 3,150
- No. of hotel room nights generated from.
City league athletic events hosted. 7584 6353 10,000 10,000
- No. of hotel room nights generated from non-
City league athletic events serviced/assisted. 590 726 1,500 800
104
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percentage of satisfied customers on
survey. 98% 100% 98% 98%
Efficiency
- Total No. of Senior Citizen Programs
Offered. 30 92 60 60
- Total No. of Senior Special Events Offered. N/A N/A 4 4
- Total No. of Senior Advisory Committee
Meetings. N/A N/A 11 11
Output
- Total No. of Senior Participants Served. 600 2,185 700 700
- Annual Promotions in Senior Marketing
Materials. N/A N/A 4 4
Monthly promotions in the Golden Eagle. N/A N/A 12 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percentage satisfied on promoter survey. N/A N/A 92% 92%
Efficiency
- No. of participants at WPC events. 20,473 48,800 30,000 30,000
- No. of participants, non WPC events. *2,245 74,943 135,000 135,000
Output
-Total programs and special events revenue. $18,898 $22,217 $16,000 $16,000
- No. of events at WPC amphitheater. 15 20 20 20
- No. of City programs offered (non WPC). 9 34 8 8
- No. of assisted non city programs/events.5655
*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
105
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent satisfied on cusomter survey 96% 90% 95% 95%
(parents and Kids Klub participants).
- Percent satisfied on customer survey 96% N/A 95% N/A
(Students/participants in Kids Klub).
Efficiency
-No. of CSISD students served by 732 N/A 700 675
Kids Klub.
- Maintain a counselor to student ratio of
1:12 Number of Counselors. N/A N/A 9 9
- Conduct monthly staff development meetings.
- Prepare and distribute quarterly
newsletters. N/A N/A 4 4
106
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $1,254,176 $1,705,878 $1,895,498 $1,658,477
Revenue Summary $384,493 $533,290 $544,800 $572,000
Position Summary (FTEs)41.5 45 38 49.62
Fulltime / Benefited N/A N/A N/A 12
Seasonal employees N/A N/A N/A 225
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percentage of satisfied customers on survey. 98% 98% 98% 98%
Efficiency
- Total No. of Instructional Classes Offered 460 588 352 400
Percent Expenditures covered by ***N/A ***N/A 55% 50%
revenue in Instructions.
Percent expenditure covered by ***N/A ***N/A 100 100
revenue in Xtra Ed.
- Total No. of X-tra Ed. Classes Offered. 367 375 370 375
Output
- Revenues from Xtra Education Classes N/A N/A N/A 85,000
Revenues from Instructional activities $117,838 $126,568 $120,500 $120,000
- Total no. of Instructional participants. 3,148 3,546 3,000 3,000
No. of Xtra Ed Catalogs distributed. ***N/A N/A 100,000 100,000
- Total no. of Xtra Ed Participants. 2,819 2,951 2,800 2,800
*** New for FY03
FTE = seasonal temp $71,713 / 1050hrs / avg. hourly rate ($8.00) + 2 full-time = 6.85 FTEs
Number of seasonal employees supervised = 60
107
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,
competitive swim program, and Texas Public Pool Council.
Performance Measure: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent satisfied on customer survey. 99% 98% 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. 39% 37% 39% 10%
- Average annual cost per participant $5.38 $5.57 $5.01 $5.50
(as per AS400).
Output
- Revenue. $255,342 $266,966 $233,000 $233,000
- No. of customers. 119,329 130,113 119,000 119,000
- National Pool & Waterpark audits. ***N/A N/A 33
- Conduct a minimum of 4 hours/ month/
guard staff safety training . ***N/A N/A 3,000 3,000
- Guard staff licensed through Ellis & Assoc. ***N/A N/A 100 100
- No. of rentals: ***N/A
Theme Parties ***N/A N/A 14 14
After Hours Parties ***N/A N/A 224 225
Catered Pizza Parties ***N/A N/A 84 80
Pavilion Parties ***N/A N/A 184 200
*** New for FY03
FTE= Seasonal temp $286,986 / 1,850hrs / avg. hourly rate (6.97) + 2 full-time staff = 24.25 FTEs
Number of seasonal employees supervised = 115
Program Name: Conference Center
Service Level:Provide a clean, covenant meeting space and accommodations through excellent
customer service, at a reasonable fee for local citizens and out-of-town clients.
Needs that can be met include meeting planning, room setup, event clean up,
equipment rentals catering service coordination.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percentage satisfied on customer survey. 100%99% 98% 98%
Efficiency
- Percentage of expenditures covered
by revenues. 49% 43% 47% 43%
- Average No. of customers based on
360 days of operation. 245 206 236 206
Output
- Total Revenue. $130,374 $114,201 $104,000 $104,000
- No. of customers. 88,239 74,320 85,000 75,000
- No. of days the parking lot is overflowing. N/A 79 70 70
- No. of advisory Committee meetings. N/A*** N/A*** 9 12
- Average number of rentals:
Commercial ***N/A N/A 447 447
Non-Commercial ***N/A N/A 1,377 1,377
Political ***N/A N/A 22
No charge City use ***N/A N/A 273 273
No charge CSISD use ***N/A N/A 44
*** New for FY 03
FTE= Seasonal temp $40,000 / 1,850 hours / avg. hourly rate (6.00)+ 3 full-time staff = 6.6 FTEs
Number of seasonal employees supervised = 12
108
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percentage satisfied on customer survey. 92% 90% 98% 98%
Efficiency
- Cost per participant (Exp. vs Participation)$3.91 $3.68 $4.33 $4.63
Percentage of expenditures covered
by revenues. ***N/A ***N/A 5.50%13.90%
- Staff to youth ratio. ***N/A ***N/A 1:10 1:10
Output
- Revenue. $7,500 $18,727 $15,000 $20,000
- No. of days open. 353 $354 357 357
- No. of athletic events. N/A 90 60 75
- No. of cultural exchanges. N/A 43 48 60
- No. of educational programs. N/A 20 24 25
- No. of memberships sold N/A N/A 500 550
- No. of participants. 67,665 68,919 65,000 60,000
FTE=Seasonal temp $50,281 / 1,850 hours / avg. hourly rate (6.50)+3 full-time staff = 7.18 FTE's
Number of seasonal employees supervised = 18
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percentage satisfied on customer survey. 97% 83% 98% 99%
Efficiency
- No. of Teen Center members. 146 149 165 180
- No. of participants served through leisure/rec.
activities. 9,834 11,083 15,000 15,250
- No. of participants served through educational
activities. 1,344 1,382 2,000 2,250
- Staff to youth ratio. ***N/A ***N/A 1 to 15 1 to 15
Output
- No. of leisure/rec. activities provided. 157 349 320 340
- No. of educational programs provided. 96 142 170 185
- Revenue generated through fees to
participants. N/A $6,827.64 $12,000 $10,000
- No. of participants. N/A*** N/A*** $17,000 $17,500
- No. of memberships sold. N/A*** N/A*** $165 $180
- No. of days Teen Center open. 271 296 270 280
*** New for FY03 Number of seasonal employees supervised = 20
FTE=Seasonal temp $53,041 / 1,850 hours / avg. hourly rate (7.65)+ 1 full time staff = 4.74 FTE's
109
PARKS AND RECREATION
OPERATIONS
Description & Budget Explanation:
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $1,399,263 $1,757,165 $1,862,403 $1,914,786
Position Summary 31 35 35 35
Program Name: Parks Operations
Service Level:Provide clean, safe and well-maintained leisure facilities and provide support for
recreation programs and special events.
Performance Measures FY01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-91% 89% 90% N/A
- Percent of overall park maintenance
standards met. N/A 81.0% 86.0% 87.0%
Efficiency
- No. of acres per full-time employee. 15.4 16.9 15.2 16.2
- Cost per regularly maintained acre. $3,236 $3,720 $3,921 $4,176
Output
- No. of acres regularly maintained. 432.4 472.4 472.4 501.1
- No. of pavilions regularly maintained. 5 5 5 6
- No. of play courts regularly maintained. 29.5 32.5 32.5 34.5
- No. of athletic fields regularly maintained. 31 39 39 39
- No. of park lights regularly maintained. 705 951 962 978
- No. of parks mowed and trimmed. 30 32 32 34
- No.of play units inspected and maintained. 39 40 40 45
- No. of special event ceremonies supported. N/A N/A 32 32
The Operations Division is responsible for grounds maintenance, facilities repairs and replacements, and program
support.
Percent satisfied or very satisfied on annual
citizens' survey.
110
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $708,333 $835,686 $921,023 $1,045,595
Position Summary 12.5 14.5 14.5 14.5
Program Name: Wolf Pen Creek
Service Level:Provide safe, well maintained special use facility.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent satisfied on annual citizen survey. 91.3% 92.8% 93.2% 95.0%
Efficiency
- Cost per acre (annually). $3,019 $3,297 $3,000 $3,600
Output
- No. of sq. ft. of turf area maintained. 487,781 496,000 496,000 496,000
- No. of sq. ft. of landscaped bed areas
maintained. 26,000 20,000 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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Percent satisfied on annual citizen survey.1 96.6% 98.2% 95.4% 95.0%
Efficiency
- Dollar cost per acre. $7,008 $7,437 $7,367 $7,499
Output
-Avg. no. of spaces sold annually. 166 157 185 160
-Revenue generated from sold spaces. 2 $71,000 $92,700 $111,000 $95,000
-Avg. no. of burials per year. 89 97 90 85
- Acres of cemetery care. 18.5 18.5 18.5 18.5
1 New questions were developed for the FY03 questionaire. These should result in a more accurate reflection of customer satisfaction for this area
2 All funds go to the Cemetery Endowment Fund
111
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent satisfied on annual citizen survey. 91.3% 92.8% 93.2% 95%
- Percentage of potential annual irrigation
system checks completed. 3 N/A N/A 40% 60%
Output
- No. of labor-hours on municipal tree care. 1,353 1,835 3,000 3,000
- No. of labor-hours on horticultural
maintenance. 2,632 3,166 3,000 3,000
- No. of labor-hours on irrigation system
checks, repairs, and improvements. 1,989 2,560 3,000 3,000
- No. of irrigation system
checks completed. 3 136 287 300 439
- No. of labor-hours on special events. 3,525 3,244 3,300 3,500
- No. of landscape sites maintained
through private contracts. 4 9121516
- No. of municipal trees planted. N/A N/A 250 100
- Make application for Tree City, USA designation N/A N/A completed 1
3 The Forestry Activity Center goal is to complete 60% of the monthly irrigation system checks for 61 systems. This would be 439 checks
out of a potential 732 annual checks. These 61 systems are the ones the Activity Center has direct responsibility for. There are an
additional 26 systems under landscape maintenance contracts that the Activity Center may have to respond to
from time to time. The contracted sites are checked monthly.
4 Anticipated additions for FY 04 are Fire 5 and WPC Trails (upper). (+ 1 site; +3 systems)
112
OFFICE OF TECHNOLOGY AND INFORMATION SERVICES
LIBRARY SERVICES
Description & Budget Explanation:
The Library is responsible for library services in Brazos County.
FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $621,768 $734,082 $711,153 $756,518
Position Summary 0 000
*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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent satisfaction level of high or very high
on citizen survey. 87.3% 87.9% 87.5% 87%
- Collection Turnover Rate. 5.19 5.33 5.23 5.22
Efficiency
- Collection per staff. 3,400 3,575 3,662 3,775
- Library cost per capita $10.70 $11.54 $9.74 $10.36
- Circulation per capita. 4.61 4.18 4.66 4.66
Output
- Circulation. 313,666 338,388 340,000 350,000
- Collection size. 60,339 63,453 65,000 67,000
- Reference transactions. 17,906 10,800 10,800 10,800
- Number of Library visitors. 100,062 108,860 110,000 112,000
113
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
College Station Budget Summary $235,400 $260,400 $260,400 $300,000
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- No. of organizations completing Grant
evaluations. 25 25 27 27
- No. of people served by Arts Council of
Brazos Valley. 147,000 147,000 147,000 147,000
- Increase in the number of scholarship
requests. 100% 100% 100% 100%
- Percent increase in funding. 20% 20% 20% 20%
- Increase in C. Monroe scholarship.$1,000 $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% 95% 100%
- Amount of funds provided by Mini Grant
Program. $1,000 $3,725 $1,500 $1,500
- Percent of requests funded by College
Fine Arts Scholarship. 100% 100% 100% 100%
Output
- No. of Carolyn Munroe Scholarships.11 1 1
- No. of College Fine Arts scholarships 4 4 4 4
-23232027
- Amount in Annual Grants.$105,000 $105,000 $105,000 $105,000
- No. of Mini Grants approved.55 5 5
No. of organizations receiving Annual Grants.
114
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 01 FY 02 FY 03 FY 04
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 $383 $477 $600 $600
- No. of visitors per day.40 45 50 50
Output
- No. of Gallery visitors.3,500 7,000 7,000 7,000
- Amount in Local Color sales.$26,800 $85,000 $12,000 $12,000
Program Name: Administrative and Information Services
Service Level:To provide information, administrative support, coordination and assistance
to groups, organizations and individuals.
Performance Measures:FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
-Annual percent increase of information
requests. N/A N/A 20% N/A
- Monthly circulation of artiFACTS.$17,000 $16,500 $17,000 $17,000
Efficiency
- No. of daily phone calls requesting
information about programs and services. 75 100 75 100
- No. of artiFACTS newsletters 200,000 198,000 200,000 200,000
- 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 50 45 50
- 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.16,500 16,500 16,500 16,500
- No. of artFAX sent to hotels and motels 50 50 50 50
- No. of hotels and motels.23 23 23 23
- No. of calendars. 12 12 12 12
- No. of activities promoted on calendars.600 600 600 600
- No. of Art Spots recorded.275 275 275 275
- No. of group promotional spots.27 28 27 28
- No. of tickets sold.8,000 8,000 8,000 8,000
-No. of organizations represented.18 20 32 33
115
Embracing the Past
Exploring the Future
PLANNING AND DEVELOPMENT
APPROPRIATIONS — PLANNING AND DEVELOPMENT
Development Services $2,164,761
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 2003-2004
In FY 03, the Unified Development Ordinance
was adopted. In FY 04, the Development
Services staff will continue to revise and guide
the development process through the Unified
Development Ordinance.
Development Services has three approved service
level adjustments (SLAs) for FY 04 in the amount
$124,015. The first approved SLA requests funds
for the purchase of TRANSCAD Software and the
hiring of a part-time intern.
This software will analyze transportation impacts
regarding thoroughfare and land use changes. The
cost of this SLA is $17,511. The second approved
SLA is for an additional plans examiner in the
building division. In FY 03, commercial and
residential building continues to remain strong in
the City. Therefore, this additional position will
allow plans to be reviewed in a timely manner.
The cost of this SLA is $46,504. The third
approved SLA, for $60,000, will fund the
development of further annexation strategies.
Strategic Plan 2003-2004
In 2004, the City will continue to guide growth
through planned annexation. In the FY 04
Approved Budget $60,000 is dedicated to the
continuation of the Annexation Strategy set by
Council in 2001. Phase I was completed in
2002. Phase II will examine and make
recommendations for potential annexations in
the FY 04 year.
PLANNING AND DEVELOPMENT $2,164,761*
We will continue to promote a well-planned community.
Strategic Plan Summary:
The strategic plan addresses the planning and development vision statement through the following
strategies:
x We will continue to revise and guide the development process through the Unified Development
Ordinance.
x We will continue to support an intermodal transportation action plan.
x We will generate an intermodal transportation action plan.
x We will promote well-planned neighborhoods.
* This is the gross total of the Planning and Development Vision Statement.
DEVELOPMENT
SERVICES
100%
117
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $481,706 $740,536 $734,833 $818,927
Position Summary 12 12 13 13
Program Name: Administration
Service Level: Project development/implementation/management associated with the Council
strategic issues; and management of department function.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of City Council implementation plans 90% 95% 95% 95%
completed within scheduled milestones.
- Percent of Council, Boards & Commission
agenda items completed within specified
deadlines. 90% 95% 95% 95%
Output
- Implementation plans led by department. 12 11 *9 9
- Council, Board & Commission items. 350 311 300 300
* Includes implementation plans with substantial involvement by Development Services
118
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of development plans reviewed
within 5 working days. 75% 96% 95% 90%
- Percent of staff participating in professional
training. 83% 90% 90% 90%
- Percent of staff reports/cover sheets
completed on time. 75% 96% 95% 85%
- Percent of pre-development meetings held
within 10 working days of request. 96% 90% 95% 95%
Efficiency
- Development cases processed per
Staff Planner. 81 86 75 75
- Pre-development meetings conducted
per Staff Planner. 38 51 40 40
- Staff reports/cover sheets prepared
per Staff Planner. 25.3 42 30 30
Output
- Development cases processed per year. 245 257 250 250
- Staff reports/cover sheets prepared
annually. 76 126 120 120
- Pre-development meetings held. 114 136 125 125
- Board, Commission, and other
committee meetings held. 56 53 50 50
Service Level:Process all permits and inspection requests in a timely manner.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of permits/development applications
input within 1 hour. 90% 85% 80% 85%
- Percent of inspections input within 1 hour. 90% 85% 85% 90%
Efficiency
- Permits processed per Cust. Serv. Rep. 1450 2449 2100 2000
- Inspections processed per Cust. Serv. Rep. 3100 5303 5300 5300
Output
-Development related fee revenues. $1.2 mil $1.8 mil $1.7 mil $1.7 mil
-Permits processed. 4,500 6,728 5,300 5,300
- Inspections processed. 9,500 14,671 11,000 12,000
119
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 01 FY02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $389,979 $406,829 $415,268 $454,690
Position Summary 7778
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of commercial plans reviewed within 5 days. N/A 65% 50% *80%
- Percent of building inspected within one half day N/A 92% 95% 95%
hours of request.
Efficiency
- Percent of single family permits reviewed within 99% 97% 95% *100%
5days
- % of single family permits reviewed within 24 hrs. 90% 85% 20% *90%
- No. of inspections per day per inspector. 10 15 15 15
Output
- Multi-family and commercial plans reviewed. 160 N/A 180 180
- Annual inspections performed. 11,046 N/A 14,500 14,500
- No. of building inspections per inspector. N/A N/A 3625 3625
No. of substandard structures processed. N/A N/A 5 5
* FY '04 proposed performance measures are based on the assumption that the SLA for a plans examiner will be approved.
Should the SLA not be approved, FY '04 performance measures will be substantially less.
120
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $647,138 $436,566 $463,804 $536,790
Position Summary 10.5 6.5 6.5 5.5*
Program Name: Pro-Active Long Range Planning
Service Level:Develop and administer a pro-active comprehensive planning program that includes
participation in regional, city-wide, and small area planning.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of plans / studies / updates
completed within budget. 128% 60% 100% 100%
- Percent of staff involved in
educational outreach. 157% 76% 100% 100%
- Percent of staff involved in project support. 100% 100% 100% 100%
Efficiency
- Plans / studies / updates completed per
staff member. 1.4 0.9 1.8 1.5
- Educational Outreach contacts per staff member
staff member. 2.6 1.9 2 2
- No. of projects supported per
staff member. 3.8 2.4 2.5 1.8
Output
- No. of plans / studies / updates. 6 6 10 8**
- Educational Outreach. 20 22 12 12
- Internal & External Project Support. 13 16 15 10
Input
- No. of Staff. 5.5 8.5 5.5 5.5
- Professional training seminars attended. 1 14
86
*Jane, Ken, Lee, Trey, Nanette, Chris (1/2)
** Anticipated Projects: 3rd Transportation Summit, Revise/Simplify Land Use Plan, East side T-fare Update, Annexation(?), Land Use Map Update
Automation, Comp Plan amendments thru development, Bike Plan education implementation, Land Use Policy Discussion, Greenways Plan Update Support,
Community Indicators
121
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 thi
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary NA $137,579 $95,655 $97,505
Position Summary 0322
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent staff participating in outreach.128% 90% 100% 100%
- Percent of community events completed 157% 100% 100% 100%
in budget year.
- Percent of staff participating in n.hood support 100% 100% 100% 100%
Efficiency
- Outreach per staff member.N/A N/A 4.8 7.5
- Events per staff member. N/A N/A 26
- Supported Associations per staff member.N/A N/A 9.6 13.5
Output
- Community Outreach. N/A N/A 12 15
- Community Events. N/A N/A 512
- Associations Supported N/A N/A 24 27
Input
- No. of Staff. NA NA 2*** 2***
- Professional training seminars attended. NA NA
22
*$17, 370 - Historic Preservation Cost Center is not included in above figure
**does not include 1/2 time intern who supports development review
*** Staff Planner plus full time intern position
122
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $195,510 $147,974 $233,041 $239,479
Position Summary 3 333
Program Name: Engineering
Service Level: Provide thorough and efficient plan review for development projects.
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of plans and reports reviewed in 5
days or less 86% 80% 75% 85%
- Percent of site plan/plats reviewed in 5
days or less 90% 80% 80% 90%
- Percent of staff reports/coversheets
completed on time 99% 99% 99% 100%
Efficiency
- Administrative cost per review $366 N/A N/A N/A
- Administrative cost per site plan/plan review $63 N/A N/A N/A
123
Embracing the Past
Exploring the Future
ECONOMIC DEVELOPMENT
APPROPRIATIONS — ECONOMIC DEVELOPMENT
Economic Development
Division Operations $245,251
The Economic Development Department is
responsible for coordinating economic
development activities in College Station. The
department director serves as the staff liaison to
the Economic Development Corporation.
The Economic Development FY 04 approved
operating budget is $245,251. The approved
budget includes one approved Service Level
Adjustment (SLA) for $15,000. This SLA will
provide funding for signs directing people to the
Northgate District from various locations around
the City.
Economic Development
Incentive Fund $610,000
The Economic Development Fund is used to
provide City resources for business attraction and
retention. These funds will be available to provide
economic development incentives to encourage
targeted economic activities in College Station.
Research Valley $243,287
Partnership
The Research Valley Partnership is a joint agency
funded by the Cities of Bryan, College Station, and
Brazos County. The RVP promotes the Brazos
County region to economic development
prospects.
ECONOMIC DEVELOPMENT $5,501,786*
We will continue to promote a strong and diverse economic environment.
Strategic Plan Summary:
The strategic plan addresses the economic development vision statement through the following strategies:
x We will promote the development of strategic areas.
x We will continue to strengthen and diversify the tax and job base.
x We will promote tourism.
x We will promote revitalization and redevelopment.
x We will encourage and integrate the City’s economic development efforts with the Research Valley
Partnership.
* This is the gross total of the Economic Development Vision Statement
ECONOMIC
DEVELOPMENT
4%
ECONOMIC
DEVELOPMENT FUND
11%
RESEARCH VALLEY
PARTNERSHIP
4%
BUSINESS PARK CIP
47%
CONVENTION AND
VISITORS BUREAU
17%
PARKING ENTERPRISE
FUND
17%
125
Business Park CIP $2,570,000
In FY 04, there are two significant business park
related projects. These include $2,320,000 for
the construction of the Spring Creek Corporate -
Campus Phase I and $415,000 for development of
a new class B business center. An additional
$250,000 is also included in the approved budget
for costs associated with the existing business park.
These costs include reimbursement for a fence
being built, and funds for minor improvements in
the existing business park facility.
Strategic Plan 2003-2004
Funds are included in the budget for the
development of Phase I of a second class “A”
business park. This business park will continue
the recruitment of technology companies to the
Research Valley.
Parking Enterprise Fund $918,048
The Parking Enterprise Fund accounts for the
Parking operations of the City. This includes the
parking lot, the parking garage, and on-street
parking. The budget for FY 04 is $918,048, which
includes a SLA in the amount of $14,250. This
SLA will fund the purchase of digital cameras.
Convention and Visitors Bureau $915,200
The approved budget for the Bryan College Station
Convention and Visitors Bureau is $915,200.
In FY 03, the bureau became a separate
organization, and a new Executive Director was
hired.
The following pages in this section detail the
service levels and performance measures for
the operating divisions in the Economic
Development Vision Statement. Also
included are the budget and position
summaries for each of the divisions.
126
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $192,560 $209,467 $324,726 $245,251
Position Summary 2.5 2.5 2 2
Program Name: Economic Development- Retention, Attraction and Redevelopment
Service Level:Provide for economic development efforts to retain and attract businesses
in and to College Station
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of active City Council Strategic Issue
objectives and milestones met within
action plan time frames 95% 90% 90% 90%
Efficiency
- Percent of information packets sent
within 48 hours of request 98% 95% 95% 95%
- Percent of annual Economic
Development Agreements with a payback
of less than seven years N/A N/A 70% 75%
Output
- No. of jobs created or retained through
City economic development efforts
(tourism/retail/com/special dev only) 150 100 200 100
- Net increase in capital investment (from
new tourism/retail/ com/special dev only) $8,000,000 $60,000,000 $10,000,000 $10,000,000
- Net increase in future sales, hotel/motel tax, $532,500 $400,000 $260,000 $100,000
property tax revenues (tourism/com/sales/HM tax H/M tax; h/m tax sales/HM Tax
special dev only) $34,300 $257,580 $47,000 $40,000
property tax property tax property tax property tax
- No. of economic development prospects
(all categories) 17 15 10 15
- No. of economic development projects
secured (all categories) 2 2 2 2
- No. of commercial and retail packets sent
to prospects 35 40 132 40
127
Service Level:Provide for economic revitalization and redevelopment in targeted areas within
College Station
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Percent of City Council Strategic Issue
objectives and milestones met within action
plan time frames 100% 90% 90% 90%
Output
-No. of Projects/Activities N/A N/A 2
-No. of Packets sent out N/A N/A 10
- No. of eco. redevelopment prospects 5 3 3 3
Service Level:Manage and coordinate development of CIP Projects.
Performance Measures FY 01 FY 02 FY 03 FY 04
Actual Estimate Estimate Approved
Effectiveness
-Percentage of projects completed within Budget
Specifications and allotted time N/A N/A 75% 75%
Output
- No. of capital projects managed N/A N/A 4 2
128
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Budget Summary $645,000 $668,000 $668,000 $915,200
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 andgood referrals for new business.
Performance Measures FY 01 FY 02 FY 03 FY 04
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 $16,355,918 $28,831,288 $16,197,500 $16,720,000
Efficiency
-Avg. daily hotel room rates $62 N/A N/A N/A
-Avg. hotel occupancy rate 68.0% N/A N/A N/A
Output
- No. of bureau initiated convention room
nights booked for the future 62,362 64,756 32,000 62,000
- No. of delegates-conventions hosted 54,102 110,359 62,000 62,000
- No. of sales appointments by bureau staff 12,100 17,070 8,500 15,000
- No. of site inspections conducted by staff 26 55 55 55
- No. of group services provided for 203 193 150 225
- No. of room nights stayed by above groups 54,870 53,234 26,600 60,000
- No. of delegates 39,200 50,392 39,000 52,000
- No. of convention bids 78 62 30 75
- No. of conventions booked 210 203 155 220
- No. of convention articles 50 68 39 58
129
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 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Amount of direct tour and travel expenditures $1,700,000 $2,461,900 $1,825,124 $1,905,650
- Monetary value of articles published $90,000 $96,550 $16,025 $50,000
Output
- No. of group tours hosted 300 317 164 170
- No. of tour and travel group room nights 450 413 171 180
- No. of articles published from hosted media 12 10 8 10
- No. of familiarization tours hosted 6 6 8 8
- No. of tourism inquiries as a result of
trackable advertising 6,000 9,818 8,421 10,975
- No. of tourism inquiries as a result of non-
trackable advertising 20,000 38,954 23,554 25,000
Program Name: Sporting Events Coordination
Service Level:Promote the interest, participation and acquisition of sporting events in College
Station/Bryan
Performance Measures: FY 01 FY 02 FY 03 FY 04
Actual Actual Estimate Approved
Effectiveness
- Annual percentage increase of sports events
hosted/serviced. 11% 0% 15% N/A
- Annual percentage increase in number of
participants. -7% 5% 15% N/A
- Annual percentage increase in number of
room nights generated. 24% 36% 15% N/A
- Annual percentage increase in memberships 19% 11% 25% N/A
- Annual percentage of return events. 37% 36% 15% N/A
Efficiency
- Average no. of days per sport event. 2.37 3.72 2.5 2.5
- No. of requests for assistance. 65 60 45 40
- Average no. of rooms per night per event. 491.26 570.4 500 500
- Average no. of participants per event. 441 452.16 450 688
Output
- No. of sport events hosted/serviced. 50 50 50 50
- No. of room nights generated from Sport
events hosted serviced. 21,124 22,308 19,000 19,000
- Community education workshops/seminars. 4 5 4 4
- No. or events posted to sports
calendar/Community Calendar. 75 100 75 75
- No. of different sports serviced. 18 15 15 15
- No. of memberships. 63 71 65 65
130
GOVERNMENTAL FUNDS
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 04 General Fund revenues are
$35,144,401. This is an increase over the FY 03
Budget of 3.79%. This increase is due to normal
growth and inflationary factors and is distributed
among the major revenue categories. The revenue
estimates include increases in fines, and grant
revenues related to approved service level
adjustments.
Revenue projections are conservative estimates
relative to historical trends and consider economic
variables that affect the City’s revenue stream. A
table in Appendix D provides historical data on
major revenue categories. Major revenue estimates
and assumptions are explained below.
1. Property Taxes are projected to be
$5,811,746 or 10% above the FY 03 revenue
estimate. This increase is due to new property
values on the tax roll, and to increases in value
of existing property.
The operation and maintenance portion of the
tax rate is approved to be 19.21 cents per $100
assessed valuation. This is below the FY 03
operations and maintenance tax rate of 19.46
cents per $100 assessed valuation.
2. Sales Tax is projected to be $14,045,000 in FY
04, or 1.27% above the original FY 03 budget
estimate. This is approximately 2% above the
revised year end estimate. Estimated revenue is
based on analysis of historical revenues,
expected future retail sales and employment and
personal income. The overall projection for
sales tax growth is lower than it has been in
recent years due in part to the slowing of
economic growth locally. Sales tax makes up
approximately 40% of overall General Fund
revenues.
3. Mixed Drink and Franchise Taxes are projected
to be $1,914,500 or 4.72% above the FY 03
budget. Franchise taxes include phone, cable,
and natural gas. Natural gas and phone
franchise revenues are expected to be higher
than the original estimate in FY 03.
4. Permit Revenue for FY 04 is projected to
increase by 2.86% over the FY 03 original
budget estimate. Building continues to be
strong in College Station, and the permit
revenues continue to reflect this. In FY 04
permit revenues are projected to be lower than
the FY 03 year end estimate.
5. Intergovernmental Revenues are projected to
be lower than in FY 03. Several grants that
had been available in the past have expired.
Anticipated grant revenue includes funds for the
selective traffic enforcement program. The
City of College Station continues to apply for
grants as opportunities arise.
6. Parks and Recreation revenues are projected to
increase by less than 1% in FY 04 over the FY
03 original estimate. Parks revenues come
primarily from service charges for various park
and recreation activities. The parks and
recreation fees were reviewed as part of the FY
04 budget process.
7. Other Service Charges include miscellaneous
charges and fees from various departments
within the general fund, primarily Development
Services, Police, Fire and Municipal Court.
These revenues are projected to be 23.68%
above the FY 03 original budget estimate.
Development fees were also reviewed as part of
the FY 04 budget process.
131
8. Fines, Forfeits, and Penalties are principally
ticket and court fines from the Municipal Court.
These fines are generated primarily through
traffic citations. Fines, forfeits, and penalties
are projected to increase by approximately
50% in FY 04 over the original FY 03
estimate. This is due in part to growth, but
primarily due to proposals to increase revenues
by collecting more of the fines that are
assessed. This is approved to be done by
adding an additional Customer Service
Representative, a Payment Compliance Officer,
and utilizing collection services to increase
revenue collection.
9. Miscellaneous Revenues include such items as
miscellaneous rents and royalties, miscellaneous
donations, collection service fees, sale of
abandoned property, sale of fixed assets, etc.
The FY 04 total is $428,100, or 53% higher
than the original FY 03 budget estimate. This
increase is due primarily to moving the rent
revenues for the George Bush Drive Conference
Center to the General Fund from the
Hotel/Motel Fund.
10. Return on Investment (ROI) transfers from the
enterprise funds are approved to be $6,640,395
for FY 04. This is a 2.31% above the FY 03
budget estimate.
11. Investment earnings are projected to be
$251,900, or 28.84% below the original FY 03
budget estimate. Lower interest rates are the
primary reason for lowering this revenue
estimate.
Net Expenditures for FY 04 are approved to be
$36,556,941, or 5.65% above the FY 03 revised
budget. This increase is due to the approved
service level adjustments that will allow the City to
continue to provide core City services. A net total
of approximately $2.59 million in approved service
level adjustments are 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.
A total of 561.75 positions are included in the
approved General Fund budget. This is an increase
of 11.25 positions. The additional positions
approved include:
¾3 Firefighters — Phase 3 of Fire Station #5.
¾1 Police Criminal Investigation Division
Sergeant to improve the operations of the
CID Division.
¾1 Plans Examiner in the Building Office to
improve customer service.
¾1 Media Specialist to implement in house
television capabilities.
¾1 Municipal Court Customer Service
Representative, and 1 payment plan
coordinator to improve customer service and
increase the fine collection rate.
¾Drainage crew (3 employees) — These are
funded from the drainage utility fund and will
improve the level of service from the Drainage
Maintenance operation.
¾0.25 Secretary in Human Resources. This
will create one full time secretary position.
A total of $640,000 is included in the approved
budget for capital related projects. This includes
$200,000 to overlay streets in the newly annexed
areas. The approved budget also includes
$300,000 for thoroughfare rehabilitation. The
budget also proposes $100,000 to begin putting
funds aside for the replacement of the aerial
topographic maps of the City. $40,000 is
approved for a park land purchase.
The approved budget also includes $413,781 for
the enhancement of the City’s retirement benefit,
and a 1% across the board pay increase for all
employees. The 1% across the board increase is
being approved to offset the impact of the
increased retirement benefit on employees. The
market based pay plan is suspended in FY 04.
The approved General Fund Budget also includes
funding for several outside agencies. The Brazos
County Health District will receive $113,498 as
included in the proposed budget.
The City Council added funding for the following
agencies:
x The Children's Museum of the Brazos Valley
$30,000
x Retired Senior Volunteer Program $5,000
x African American National Heritage Society
$10,000
x Brazos Valley Veteran's Memorial $50,000
(Funded through Arts Council of Brazos
Valley)
x Dispute Resolution Center $10,000
x Bryan-College Station Sister Cities $4,500
x George Bush Library and Museum $42,767
(Funded through Arts Council of Brazos
Valley)
132
CITY OF COLLEGE STATION
GENERAL FUND
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING BALANCE 8,358,225$ 8,742,078$ 8,742,078$ 8,343,854$ 8,343,854$
REVENUES:
AD VALOREM TAX 4,555,346$ 5,283,461$ 5,325,461$ 5,811,746$ 5,811,746$ 10.00%
SALES TAX 13,413,911 13,869,500 13,769,500 14,045,000 14,045,000 1.27%
MIXED DRINK AND FRANCHISE 1,949,165 1,828,200 1,909,585 1,914,500 1,914,500 4.72%
LICENSES AND PERMITS 870,636 860,600 912,540 885,200 885,200 2.86%
INTERGOVERNMENTAL 414,767 496,095 392,432 187,300 228,115 (54.02%)
PARKS AND RECREATION 619,194 657,614 635,501 648,000 663,615 0.91%
OTHER CHARGES FOR SERVICES 1,220,573 1,136,570 1,350,183 1,405,700 1,405,700 23.68%
FINES, FORFEITS, AND PENALTIES 2,330,648 1,903,110 2,303,000 2,349,000 2,870,130 50.81%
INVESTMENT EARNINGS 468,664 354,000 276,900 251,900 251,900 (28.84%)
MISCELLANEOUS 362,864 280,050 308,927 428,100 428,100 52.87%
RETURN ON INVESTMENT 6,236,793 6,490,200 6,490,200 6,640,395 6,640,395 2.31%
TOTAL REVENUES 32,442,561$ 33,159,400$ 33,674,229$ 34,566,841$ 35,144,401$ 5.99%
TOTAL FUNDS AVAILABLE 40,800,786$ 41,901,478$ 42,416,307$ 42,910,695$ 43,488,255$ 3.79%
EXPENDITURES:
POLICE 8,843,085$ 9,344,204$ 9,137,728$ 8,964,871$ 9,231,753$ (1.20%)
FIRE 6,360,340 7,331,778 7,270,849 6,883,878 7,236,399 (1.30%)
PUBLIC WORKS 5,346,269 5,583,938 5,522,973 5,576,576 5,955,141 6.65%
PARKS AND RECREATION 5,945,183 6,351,614 6,328,429 6,170,506 6,407,522 0.88%
LIBRARY 734,082 754,955 711,153 756,518 756,518 0.21%
DEVELOPMENT SERVICES 1,869,605 1,950,999 1,959,433 2,014,058 2,164,761 10.96%
OFFICE OF TECH. & INFO. SYS.2,295,795 2,619,839 2,578,202 2,371,739 2,720,345 3.84%
FISCAL SERVICES 2,092,053 2,379,060 2,333,975 2,367,575 2,605,941 9.54%
GEN GOVT/ECON DEV/COMM DEV 3,258,999 3,531,515 3,468,453 3,497,850 3,925,389 11.15%
PAY AND BENEFIT PLAN ADJUSTMENTS 0 0 68,760 0 0 N/A
TOTAL OPERATING EXPEND.36,745,411$ 39,847,902$ 39,379,955$ 38,603,571$ 41,003,769$ 2.90%
GENERAL/ADMIN. TRANSFER (5,875,967) (6,091,904) (6,000,000) (5,602,011) (5,784,593)(5.04%)
PUBLIC AGENCY FUNDING 208,485 196,998 196,998 113,498 267,265 35.67%
OTHER 76,299 345,500 45,500 45,500 45,500 (86.83%)
SPECIAL PROJECTS 150,000 150,000 350,000 0 150,000 0.00%
DEBT AVOIDANCE 480,190 0 0 0 640,000 N/A
CONTINGENCY 0 154,047 100,000 235,000 235,000 52.55%
TOTAL NON OPERATING EXPEND.914,974$ 846,545$ 692,498$ 393,998$ 1,337,765$ 58.03%
TOTAL EXPENDITURES 31,784,418$ 34,602,543$ 34,072,453$ 33,395,558$ 36,556,941$ 5.65%
INCREASE (DECREASE) IN
FUND BALANCE 658,143$ (1,443,143)$ (398,224)$ 1,171,283$ (1,412,540)$
GAAP ADJUSTMENTS (274,290)
ENDING FUND BALANCE 8,742,078$ 7,298,935$ 8,343,854$ 9,515,137$ 6,931,314$
133
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
POLICE DEPARTMENT 8,843,085$ 9,344,204$ 9,137,728$ 8,964,871$ 9,231,753$ (1.20%)
FIRE DEPARTMENT 6,360,340 7,331,778 7,270,849 6,883,878 7,236,399 (1.30%)
PUBLIC WORKS 5,346,269 5,583,938 5,522,973 5,576,576 5,955,141 6.65%
PARKS AND RECREATION 5,945,183 6,351,614 6,328,429 6,170,506 6,407,522 0.88%
LIBRARY 734,082 754,955 711,153 756,518 756,518 0.21%
DEVELOPMENT SERVICES 1,869,605 1,950,999 1,959,433 2,014,058 2,164,761 10.96%
OFFICE OF TECH & INFO SERVICES 2,295,795 2,619,839 2,578,202 2,371,739 2,720,345 3.84%
FISCAL SERVICES 2,092,053 2,379,060 2,333,975 2,367,575 2,605,941 9.54%
GENERAL GOVERNMENT 3,258,999 3,531,515 3,468,453 3,497,850 3,925,389 11.15%
GENERAL FUND TOTAL 36,745,411$ 39,847,902$ 39,311,195$ 38,603,571$ 41,003,769$ 2.90%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CATEGORY FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 26,019,599$ 27,801,211$ 27,556,537$ 27,858,274$ 28,853,360$ 3.78%
SUPPLIES 1,605,218 2,016,792 2,036,139 1,696,097 1,991,142 (1.27%)
MAINTENANCE 3,205,630 3,467,243 3,371,343 3,203,576 3,337,046 (3.76%)
PURCHASED SERVICES 5,440,302 5,964,605 5,766,406 5,642,624 6,154,632 3.19%
CAPITAL OUTLAY 474,662 598,051 580,770 203,000 667,589 11.63%
GENERAL FUND TOTAL 36,745,411$ 39,847,902$ 39,311,195$ 38,603,571$ 41,003,769$ 2.90%
PERSONNEL SUMMARY BY DEPARTMENT
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DEPARTMENT FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
POLICE DEPARTMENT 141.5 142.5 141.5 141.5 142.5 0.71%
FIRE DEPARTMENT 96.0 100.0 103.0 102.0 105.0 1.94%
PUBLIC WORKS 54.0 59.0 60.0 60.0 63.0 5.00%
PARKS AND RECREATION 111.0 117.0 116.5 116.5 116.5 0.00%
LIBRARY 0.0 0.0 0.0 0.0 0.0 N/A
DEVELOPMENT SERVICES 32.5 31.5 30.5 30.5 31.5 3.28%
OFFICE OF TECH & INFO SERVICES 23.5 23.5 22.5 22.5 22.5 0.00%
FISCAL SERVICES 34.0 35.0 35.5 35.5 37.5 5.63%
GENERAL GOVERNMENT 42.75 42.25 41.0 42.0 43.25 5.49%
GENERAL FUND TOTAL 535.25 550.75 550.50 550.50 561.75 2.04%
134
GENERAL FUND - USES
LIBRARY
2%
DEV. SERV.
5%
OTIS
6%
FINANCE
6%
GEN. GOVT.
9%
OTHER
9%
PUB. WORKS
13%POLICE
20%FIRE
16%
PARKS
14%
GENERAL FUND-REVENUES
OTHER
7%
INVESTMENT
EARNINGS
1%
PROP. TAX
17%FINES
8%
ROI
19%
GRANTS
1%
OTHER TAXES
5%
LICENSES AND
PERMITS
3%
SALES TAX
39%
135
POLICE DEPARTMENT
INTERNAL AFFAIRS STAFF SERVICES
COMMUNITY RELATIONS
FLEET MAINTENANCE
SCHOOL SERVICES
PERMIT COORDINATOR
ANIMAL CONTROL
SPECIAL SERVICES
CENTRAL RECORDS
NOISE ABATEMENT
EVIDENCE
CRIME ANALYSIS
INFORMATION SERVICES
COMMUNICATIONS
HOLDING FACILITY
COMMUNICATIONS
TECHNICAL SERVICES
COORDINATOR
RECRUITING
AND TRAINING
SERVICES BUREAU
COMMANDER
TRAFFIC
PATROL
UNIFORMED
INVESTIGATIONS
FORENSICS
NARCOTICS
CRIMINAL INVESTIGATIONS
HNT
SWAT
OPERATIONS BUREAU
COMMANDER
ADMINISTRATIVE
SERVICES
POLICE CHIEF
CITY MANAGER
136
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
POLICE ADMINISTRATION 713,791$ 798,416$ 808,619$ 699,013$ 709,468$ (11.14%)
UNIFORM PATROL 4,097,327 4,329,616 4,174,442 3,966,689 4,074,642 (5.89%)
CRIMINAL INVESTIGATION 866,982 907,785 958,340 996,255 1,109,482 22.22%
PROFESSIONAL STANDARDS 256,798 330,253 340,804 339,224 343,402 3.98%
QUARTERMASTER DIVISION 756,138 727,779 696,279 743,253 743,757 2.20%
COMMUNICATION/JAIL 1,156,871 1,196,259 1,144,810 1,172,485 1,189,279 (0.58%)
SPECIAL SERVICES 718,110 764,166 713,084 702,773 711,520 (6.89%)
INFORMATION SERVICES 277,068 289,930 301,350 345,179 350,203 20.79%
DEPARTMENT TOTAL 8,843,085$ 9,344,204$ 9,137,728$ 8,964,871$ 9,231,753$ -1.20%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 7,373,505$ 7,881,195$ 7,720,101$ 7,607,393$ $7,829,213 (0.66%)
SUPPLIES 253,154 327,575 321,009 257,133 274,405 (16.23%)
MAINTENANCE 347,755 353,568 332,937 324,460 330,130 (6.63%)
PURCHASED SERVICES 786,868 751,466 725,816 775,885 781,505 4.00%
CAPITAL OUTLAY 81,803 30,400 37,865 0 16,500 (45.72%)
DEPARTMENT TOTAL 8,843,085$ 9,344,204$ 9,137,728$ 8,964,871$ 9,231,753$ (1.20%)
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
POLICE ADMINISTRATION 8.0 9.0 10.0 9.0 9.0 (10.00%)
UNIFORM PATROL 67.5 67.5 67.5 66.5 66.5 (1.48%)
CRIMINAL INVESTIGATION 15.0 14.0 14.0 15.0 16.0 14.29%
PROFESSIONAL STANDARDS 3.0 4.0 3.0 4.0 4.0 33.33%
QUARTERMASTER DIVISION 1.0 1.0 1.0 1.0 1.0 0.00%
COMMUNICATION/JAIL 28.0 27.0 27.0 27.0 27.0 0.00%
SPECIAL SERVICES 9.0 11.0 12.0 11.0 11.0 (8.33%)
INFORMATION SERVICES 10.0 9.0 7.0 8.0 8.0 14.29%
DEPARTMENT TOTAL 141.5 142.5 141.5 141.5 142.5 0.71%
SERVICE LEVEL ADJUSTMENTS
UNIFORM PATROL Patrol Bike Replacement and Maintenance 8,605$
STEP Grant 45,060
CRIMINAL INVESTIGATIONS 99,784
POLICE TOTAL 153,449$
CID Sergeant
137
FIRE DEPARTMENT
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
138
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
FIRE ADMINISTRATION 457,199$ 469,717$ 492,423$ 352,703$ 364,294$ (22.44%)
FIRE SUPPRESSION 3,313,183 4,176,677 4,110,508 3,868,572 4,161,232 (0.37%)
FIRE PREVENTION 670,037 692,952 697,868 684,866 700,206 1.05%
EMER. MEDICAL SERV. 1,919,921 1,992,432 1,970,050 1,977,737 2,010,667 0.92%
DEPARTMENT TOTAL 6,360,340$ 7,331,778$ 7,270,849$ 6,883,878$ 7,236,399$ (1.30%)
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 5,351,027$ 5,817,762$ 5,776,605$ 5,859,252$ 6,119,951$ 5.19%
SUPPLIES 271,565 509,518 497,004 326,143 378,773 (25.66%)
MAINTENANCE 217,907 267,532 259,198 230,674 231,774 (13.37%)
PURCHASED SERVICES 453,675 508,066 494,902 467,809 499,901 (1.61%)
CAPITAL OUTLAY 66,166 228,900 243,140 0 6,000 (97.38%)
DEPARTMENT TOTAL 6,360,340$ 7,331,778$ 7,270,849$ 6,883,878$ 7,236,399$ (1.30%)
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
FIRE ADMINISTRATION 4.0 5.0 5.0 4.0 4.0 (20.00%)
FIRE SUPPRESSION 50.0 54.0 56.0 56.0 59.0 5.36%
FIRE PREVENTION 10.0 10.0 11.0 11.0 11.0 0.00%
EMER. MEDICAL SERV. 32.0 31.0 31.0 31.0 31.0 0.00%
DEPARTMENT TOTAL 96.0 100.0 103.0 102.0 105.0 1.94%
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION 7,500$
PREVENTION Digital cameras and printer 2,500
SUPPRESSION 200,530
19,852
Commercial washer extractor 6,300
ALL DIVISIONS Maintenance SLA 29,000
FIRE TOTAL 265,682$
Textbook training media
CITY OF COLLEGE STATION
FIRE DEPARTMENT
SUMMARY
Phase III of Fire Station 5
Employee recognition program
139
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
140
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
PUBLIC WORKS ADMINISTRATION 509,950$ 514,873$ 529,476$ 538,156$ 565,738$ 9.88%
FACILITIES MAINTENANCE 961,010 1,130,629 1,113,781 1,132,584 1,138,266 0.68%
STREETS MAINTENANCE 2,295,119 2,128,753 2,148,605 2,167,267 2,270,462 6.66%
DRAINAGE MAINTENANCE 367,854 415,799 353,727 376,639 544,013 30.84%
TRAFFIC SIGNS AND MARKINGS 142,342 161,559 161,055 213,978 215,777 33.56%
ENGINEERING 609,672 771,201 735,683 682,542 690,725 (10.44%)
TRAFFIC SIGNALS 460,322 461,124 480,646 465,410 530,160 14.97%
DEPARTMENT TOTAL 5,346,269$ 5,583,938$ 5,522,973$ 5,576,576$ 5,955,141$ 6.65%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 2,555,677$ 2,817,888$ 2,793,537$ 2,866,607$ 3,000,735 6.49%
SUPPLIES 177,691 181,268 198,268 182,224 194,324 7.20%
MAINTENANCE 1,692,464 1,693,658 1,674,892 1,661,262 1,761,462 4.00%
PURCHASED SERVICES 915,818 833,191 799,043 866,483 892,833 7.16%
CAPITAL OUTLAY 4,619 57,933 57,233 0 105,787 82.60%
DEPARTMENT TOTAL 5,346,269$ 5,583,938$ 5,522,973$ 5,576,576$ 5,955,141$ 6.65%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
PUBLIC WORKS ADMINISTRATION 6.0 7.0 7.0 7.0 7.0 0.00%
FACILITIES MAINTENANCE 6.0 6.0 7.0 7.0 7.0 0.00%
STREETS MAINTENANCE 19.0 23.0 22.0 22.0 22.0 0.00%
DRAINAGE MAINTENANCE 5.0 5.0 6.0 6.0 9.0 50.00%
TRAFFIC SIGNS AND MARKINGS 2.0 2.0 2.0 3.0 3.0 50.00%
ENGINEERING 11.0 11.0 11.0 10.0 10.0 (9.09%)
TRAFFIC SIGNALS 5.0 5.0 5.0 5.0 5.0 0.00%
DEPARTMENT TOTAL 54.0 59.0 60.0 60.0 63.0 5.00%
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION "Safe Routes to School" consultant 20,000$
STREETS MAINTENANCE 91,000
TRAFFIC SIGNALS UPS @ six intersections 60,000
PUBLIC WORKS GENERAL FUND 171,000$
DRAINAGE MAINTENANCE
FTE Operator, 2 FTE Public Service Workers 152,309$
Mosquito Abatement 11,500
PUBLIC WORKS DRAINAGE FUND 163,809$
PUBLIC WORKS TOTAL 334,809$
Annexed streets maintenance
141
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
142
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
ADMINISTRATION 656,051$ 594,849$ 604,169$ 607,323$ 695,932$ 16.99%
RECREATION 945,403 1,041,653 1,045,336 1,041,337 1,092,732 4.90%
SPECIAL FACILITIES 1,750,878 1,880,615 1,895,498 1,648,663 1,658,477 -11.81%
PARKS OPERATIONS 1,757,165 1,865,455 1,862,403 1,890,777 1,914,786 2.64%
FORESTRY 835,686 969,042 921,023 982,406 1,045,595 7.90%
DEPARTMENT TOTAL 5,945,183$ 6,351,614$ 6,328,429$ 6,170,506$ 6,407,522$ 0.88%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 3,690,932$ 3,897,878$ 3,948,640$ 3,976,795$ 4,029,961 3.39%
SUPPLIES 385,810 499,939 477,441 504,012 519,362 3.89%
MAINTENANCE 423,272 574,433 552,671 353,780 360,280 -37.28%
PURCHASED SERVICES 1,248,956 1,303,346 1,277,788 1,335,919 1,417,419 8.75%
CAPITAL OUTLAY 196,213 76,018 71,889 0 80,500 5.90%
DEPARTMENT TOTAL 5,945,183$ 6,351,614$ 6,328,429$ 6,170,506$ 6,407,522$ 0.88%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
ADMINISTRATION 10.0 9.5 9.5 9.5 9.5 0.00%
RECREATION 16.0 13.0 13.0 13.0 13.0 0.00%
SPECIAL FACILITIES 41.5 45.0 44.5 44.5 44.5 0.00%
PARKS OPERATIONS 31.0 35.0 35.0 35.0 35.0 0.00%
FORESTRY 12.5 14.5 14.5 14.5 14.5 0.00%
DEPARTMENT TOTAL 111.0 117.0 116.5 116.5 116.5 0.00%
SERVICE LEVEL ADJUSTMENTS
ADMINISTRATION Large Format Copier 9,500$
Wolf Pen Creek Signage 70,500
RECREATION Officiating Fees 19,950
65th Anniversary Celebration 25,130
OPERATIONS, FORESTRY Lick Creek Phase I (Outsource maintenance of 55,100
City Hall and Police facilities)
FORESTRY Vehicle Upgrade 6,800
PARKS AND RECREATION TOTAL 186,980$
143
COLLEGE STATION
LIBRARY
LIBRARY STAFF
COMMUNICATIONS &
INFO. SERVICES
MANAGER
OTIS
DIRECTOR
CITY MANAGER
144
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
LIBRARY 734,082$ 754,955$ 711,153$ 756,518$ 756,518$ 0.21%
DIVISION TOTAL 734,082$ 754,955$ 711,153$ 756,518$ 756,518$ 0.21%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 0$ 0$ 0$ 0$ 0$ 0.00%
SUPPLIES 318 350 1,567 350 350 0.00%
MAINTENANCE 5,605 5,882 5,882 6,900 6,900 17.31%
PURCHASED SERVICES 664,894 708,723 663,704 709,268 709,268 0.08%
CAPITAL OUTLAY 63,265 40,000 40,000 40,000 40,000 0.00%
DIVISION TOTAL 734,082$ 754,955$ 711,153$ 756,518$ 756,518$ 0.21%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
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%
145
DEVELOPMENT SERVICES
ADMINISTRATION
ENGINEERING
DEVELOPMENT
PLANNING
INSPECTION
BUILDING
INSPECTION
DEVELOPMENT
COORDINATION
DIRECTOR
CITY MANAGER
146
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
ADMINISTRATION 740,536$ 753,780$ 734,833$ 808,333$ 818,927$ 8.64%
ENGINEERING 147,974 215,875 233,041 235,841 239,479 10.93%
PLANNING 436,566 465,892 463,804 453,076 536,790 15.22%
BUILDING 406,829 402,870 415,268 402,808 454,690 12.86%
NEIGHBORHOOD SERVICES 137,579 95,212 95,655 96,630 97,505 2.41%
HISTORIC PRESERVATION 121 17,370 16,832 17,370 17,370 0.00%
DEPARTMENT TOTAL 1,869,605$ 1,950,999$ 1,959,433$ 2,014,058$ 2,164,761$ 10.96%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 1,520,075$ 1,647,809$ 1,682,122$ 1,724,668$ 1,798,100$ 9.12%
SUPPLIES 88,068 48,380 41,560 60,391 75,962 57.01%
MAINTENANCE 45,674 40,089 40,636 43,522 43,522 8.56%
PURCHASED SERVICES 215,788 214,721 195,115 185,477 247,177 15.12%
CAPITAL OUTLAY 0 0 0 0 0 0.00%
DEPARTMENT TOTAL 1,869,605$ 1,950,999$ 1,959,433$ 2,014,058$ 2,164,761$ 10.96%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
ADMINISTRATION 12.0 12.0 12.0 13.0 13.0 8.33%
ENGINEERING 3.0 3.0 3.0 3.0 3.0 0.00%
PLANNING 10.5 6.5 6.5 5.5 5.5 (15.38%)
BUILDING 7.0 7.0 7.0 7.0 8.0 14.29%
NEIGHBORHOOD SERVICES 0.0 3.0 2.0 2.0 2.0 0.00%
HISTORIC PRESERVATION 0.0 0.0 0.0 0.0 0.0 0.00%
DEPARTMENT TOTAL 32.5 31.5 30.5 30.5 31.5 3.28%
SERVICE LEVEL ADJUSTMENTS
BUILDING INSPECTION Hiring of a Plans Examiner 46,504$
PLANNING Annexation-Cost Study 60,000
TRANSCAD Software and Part-Time intern 17,511
DEVELOPMENT SERVICES TOTAL 124,015$
147
OFFICE OF TECHNOLOGY
AND INFORMATION SERVICES
ACTION
CENTER
MANAGEMENT
INFORMATION
SERVICES
PC/NETWORK
COMMUNICATIONS
MANAGEMENT
INFORMATION
SERVICES
APPLICATIONS
GEOGRAPHIC
INFORMATION
SERVICES
E-GOVERNMENT
INFORMATION/
TECHNOLOGY
FRANCHISE
LIBRARY
CONTRACT
MANAGEMENT
PRINT/MAIL
CUSTOMER
SERVICE
METER
SERVICES
UTILITY
CUSTOMER
SERVICE
DIRECTOR
CITY MANAGER
148
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
OTIS ADMINISTRATION 429,544$ 600,543$ 600,495$ 378,600$ 540,779$ (9.95%)
E-GOVERNMENT 0 66,960 66,719 82,578 136,511 103.87%
GEOGRAPHIC INFO SERVICES 211,778 199,025 182,000 187,009 188,628 (5.22%)
MGMT INFO. SERVICES 1,654,473 1,753,311 1,728,988 1,723,552 1,854,427 5.77%
DEPARTMENT TOTAL 2,295,795$ 2,619,839$ 2,578,202$ 2,371,739$ 2,720,345$ 3.84%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 1,340,804$ 1,320,936$ 1,288,774$ 1,325,670$ 1,346,477$ 1.93%
SUPPLIES 258,256 248,673 293,617 172,658 347,457 39.72%
MAINTENANCE 405,551 464,340 438,851 483,432 486,432 4.76%
PURCHASED SERVICES 228,588 424,890 440,117 226,979 326,979 (23.04%)
CAPITAL OUTLAY 62,596 161,000 116,843 163,000 213,000 32.30%
DEPARTMENT TOTAL 2,295,795$ 2,619,839$ 2,578,202$ 2,371,739$ 2,720,345$ 3.84%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
OTIS ADMINISTRATION 6.0 6.0 5.0 5.0 5.0 0.00%
E-GOVERNMENT 0.0 0.0 1.0 1.0 1.0 0.00%
GEOGRAPHIC INFO SERVICES 2.5 2.5 2.5 2.5 2.5 0.00%
MGMT INFO SERVICES 15.0 15.0 14.0 14.0 14.0 0.00%
DEPARTMENT TOTAL 23.5 23.5 22.5 22.5 22.5 0.00%
SERVICE LEVEL ADJUSTMENTS
OTIS ADMINISTRATION BTU Franchise 100,000$
Uninterrruptable Power Supply 57,191
E-GOVERNMENT Citizen Contact Tracking Software 53,000
MANAGEMENT INFO SYS 53,853
60,000
Software Maintenance 3,755
OTIS GENERAL FUND 327,799$
Public Safety System Upgrade
Upgrade to Microsoft Office XP Pro
149
FISCAL SERVICES
PURCHASING RISK
MANAGEMENT
CITY MANAGER
DIRECTOR
ADMINISTRATION
ASSISTANT
DIRECTOR
ACCOUNTING MUNICIPAL
COURT
150
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
FISCAL ADMINISTRATION 322,217$ 347,847$ 346,795$ 358,765$ 377,752$ 8.60%
RISK MANAGEMENT 157,310 248,191 222,989 253,290 256,544 3.37%
ACCOUNTING 674,821 741,062 740,464 741,121 769,478 3.83%
PURCHASING 257,639 284,961 294,961 279,600 283,554 (0.49%)
MUNICIPAL COURT 680,066 756,999 728,766 734,799 918,613 21.35%
DEPARTMENT TOTAL 2,092,053$ 2,379,060$ 2,333,975$ 2,367,575$ 2,605,941$ 9.54%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 1,580,301$ 1,737,569$ 1,693,500$ 1,729,171$ 1,856,721$ 6.86%
SUPPLIES 41,812 63,361 56,559 61,575 64,375 1.60%
MAINTENANCE 23,865 22,699 22,074 33,020 33,020 45.47%
PURCHASED SERVICES 446,075 555,431 551,842 543,809 651,825 17.35%
CAPITAL OUTLAY 0 0 10,000 0 0 0.00%
DEPARTMENT TOTAL 2,092,053$ 2,379,060$ 2,333,975$ 2,367,575$ 2,605,941$ 9.54%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
FISCAL ADMINISTRATION 3.0 3.0 3.0 3.5 3.5 16.67%
RISK MANAGEMENT 2.5 2.5 3.0 3.0 3.0 0.00%
ACCOUNTING 10.5 11.5 11.0 11.0 11.0 0.00%
PURCHASING 4.5 4.5 4.5 4.0 4.0 -11.11%
MUNICIPAL COURT 13.5 13.5 14.0 14.0 16.0 14.29%
DEPARTMENT TOTAL 34.0 35.0 35.5 35.5 37.5 5.63%
SERVICE LEVEL ADJUSTMENTS:
ADMINISTRATION BCAD Payment 16,000$
MUNICIPAL COURT Collection Fees Contract 51,416
Overtime to Serve Warrants 35,500
One-Full Time Municipal Court Customer Service Reps 31,568
Credit Card Fees 22,800
Payment Plan Coordinator 34,152
ACCOUNTING Inventory and valuation of non-utility infrastructure 20,000
FISCAL SERVICE TOTAL 211,436$
151
GENERAL GOVERNMENT
CITY
SECRETARY
LEGAL
EMERGENCY
MANAGEMENT
ASSISTANT
CITY MANAGER
HUMAN
RESOURCES
ECONOMIC
DEVELOPMENT/
COMMUNITY
DEVELOPMENT
OFFICE of
BUDGET &
STRATEGIC PLANNING
PUBLIC
COMMUNICATIONS
and
MARKETING
CITY MANAGER
CITY COUNCIL
152
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
CITY SEC./MAYOR COUNCIL 296,573$ 316,758$ 304,175$ 307,885$ 358,509$ 13.18%
CITY MANAGER 549,190 531,373 545,395 535,641 543,485 2.28%
COMMUNITY PROGRAMS 110,469 124,101 119,098 110,997 119,476 -3.73%
LEGAL 630,652 651,948 662,468 661,735 671,325 2.97%
PUBLIC COMM./ MARKETING 203,422 255,242 250,548 253,054 558,559 118.84%
HUMAN RESOURCES 406,285 423,752 429,317 418,855 427,198 0.81%
EMERGENCY MANAGEMENT 0 0 0 91,958 95,915 N/A
BUDGET & STRATEGIC PLANNING 281,181 303,236 287,208 303,599 307,377 1.37%
COMMUNITY DEVELOPMENT 571,760 603,240 545,518 586,819 598,294 -0.82%
ECONOMIC DEVELOPMENT 209,467 321,865 324,726 227,307 245,251 -23.80%
DEPARTMENT TOTAL 3,258,999$ 3,531,515$ 3,468,453$ 3,497,850$ 3,925,389$ 11.15%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 2,607,278$ 2,680,174$ 2,653,258$ 2,768,718$ 2,872,202$ 7.16%
SUPPLIES 128,544 137,728 149,114 131,611 136,134 (1.16%)
MAINTENANCE 43,537 45,042 44,202 66,526 83,526 85.44%
PURCHASED SERVICES 479,640 664,771 618,079 530,995 627,725 (5.57%)
CAPITAL OUTLAY 0 3,800 3,800 0 205,802 5315.84%
DEPARTMENT TOTAL 3,258,999$ 3,531,515$ 3,468,453$ 3,497,850$ 3,925,389$ 11.15%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
CITY SEC./MAYOR COUNCIL 4.0 4.0 4.0 4.0 4.0 0.00%
CITY MANAGER 6.5 6.0 5.0 5.0 5.0 0.00%
COMMUNITY PROGRAMS 0.0 1.5 1.5 1.5 1.5 0.00%
LEGAL 7.75 7.75 7.75 7.75 7.75 0.00%
PUBLIC COMMUNICATIONS 2.0 2.0 2.0 2.0 3.0 50.00%
HUMAN RESOURCES 6.0 5.5 5.75 5.75 6.00 4.35%
EMERGENCY MANAGEMENT 0.0 0.0 0.0 1.0 1.0 N/A
BUDGET & STRATEGIC PLANNING 4.5 4.5 4.5 4.5 4.5 0.00%
COMMUNITY DEVELOPMENT 9.5 8.5 8.5 8.5 8.5 0.00%
ECONOMIC DEVELOPMENT 2.5 2.5 2.0 2.0 2.0 0.00%
DEPARTMENT TOTAL 42.75 42.25 41.00 42.00 43.25 5.49%
SERVICE LEVEL ADJUSTMENTS:
ECONOMIC DEVELOPMENT Signage to Northgate 15,000$
CITY SECRETARY Bond/Charter Election Cost 47,710
COMMUNITY DEVELOPMENT Part-time Intern 3,773
PUBLIC COMMUNICATIONS/MARKETING Media Specialist and television production equipment 198,442
Update CS History Video 5,000
Low Band Radio Broadcasting 95,000
HUMAN RESOURCES Add. Salary & Benefits for upgrade to full-time secretary 2,802
COMMUNITY PROGRAMS Decision Making for first-time offenders 7,020
EMERGENCY MANAGEMENT Alert System 3,000
GENERAL GOVERNMENT TOTAL 377,747$
153
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
46.53 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 04 by 11% from the FY 03
revised budget, reflecting the increased taxable
base in College Station. This also reflects the
increase in transfers to pay for the debt service on
the parking garage. The debt service portion of
the ad valorem tax rate is approved to be 27.32
cents per $100 valuation for FY 04. The debt
service portion of the tax rate is lower in FY 04 by
0.99 cents per $100 valuation.
In the fall of 1998, the citizens of College Station
approved $24.24 million in future bond
authorization for streets, traffic, fire stations, land
acquisition, parks and drainage improvements.
Current analysis of the debt requirements in the
future shows that the City will have enough debt
capacity to issue all of the authorized bonds
without a tax increase. In FY 04, $855,000 will
be issued. Those funds will be used as follows:
x $855,000 for Greenways projects.
A new bond authorization is planned for
November 2003. If sucessful, this will provide
additional general obligation bond authority for
future capital projects.
It is also anticipated that the City will issue
$3,150,000 of Certificates of Obligations. These
Certificates are expected to be issued as follows:
x $3,150,000 for Business Park Development
Following the presentation of the 2003-2004
budget, the proposed conference center project
was halted and will not be constructed at the
proposed site with the proposed partner. The
City Council is currently considering options. No
certificates of obligation are projected to be issued
for this project in FY 04.
Each year an analysis is done to determine what
resources are needed and if refunding and call
options are available and in the best interest of the
City. It is not anticipated that any bonds will be
called in FY 04.
The following section contains a schedule of
requirements and a summary of requirements for
all General Obligation Bonds and Certificates of
Obligation. The detailed information for each
individual GOB and CO is found in Appendix J.
The schedule of requirements and the individual
detailed information for all Utility Revenue Bonds
are also found in Appendix J.
* The ratings are standard ratings of Moody’s and S&P. The highest rating available on S&P is AAA and the lowest “investment
grade” debt issue is BBB. In contrast, Moody’s highest rating is Aaa and the lowest “investment grading" is Bbb.
154
CITY OF COLLEGE STATION
DEBT SERVICE FUND
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING BALANCE 3,563,589$ 2,350,689$ 2,350,689$ 1,636,229$ 1,636,229$
REVENUES
ADVALOREM TAXES, ETC.7,160,962$ 7,689,713$ 7,689,800$ 8,220,773$ 8,220,773 7%
INVESTMENT EARNINGS 297,219 100,000 100,000 55,000 55,000 -45%
OTHER 1,013 0 0 0 0 N/A
TRANSFERS 753,672 958,500 958,500 912,609 1,423,624 49%
TOTAL REVENUES 8,212,866$ 8,748,213$ 8,748,300$ 9,188,382$ 9,699,397$ 11%
TOTAL FUNDS AVAILABLE 11,776,455$ 11,098,902$ 11,098,989$ 10,824,611$ 11,335,626$ 0%
EXPENDITURES AND TRANSFERS
GENERAL OBLIGATION BONDS 6,253,380$ 5,336,193$ 5,336,193$ 4,943,837$ 4,943,837$ -7%
CERTIFICATES OF OBLIGATION 3,122,010 4,113,567 4,113,567 4,310,849 4,310,849 5%
AGENTS FEES, OTHER COSTS 8,753 6,000 13,000 13,000 13,000 117%
OTHER 0 8,998 0 0 0 -100%
TOTAL OPERATING EXPENSES
AND TRANSFERS 9,384,143$ 9,464,758$ 9,462,760$ 9,267,686$ 9,267,686$ -2%
INCREASE (DECREASE)
FUND BALANCE (1,171,277)$ (716,545)$ (714,460)$ (79,304)$ 431,711$
GAAP ADJUSTMENT (41,623)$
ENDING FUND BALANCE 2,350,689$ 1,634,144$ 1,636,229$ 1,556,925$ 2,067,940$
DEBT SERVICE FUND - SOURCES
TRANSFERS
14.7%
INVEST
EARNINGS
0.6%
ADVALOREM
TAXES, ETC.
84.8%
DEBT SERVICE FUND - USES
CERTIFICATES
OF
OBLIGATION
47%
GENERAL
OBLIGATION
BONDS
53%
155
DEBT SERVICE
SUMMARY OF REQUIREMENTS
GENERAL OBLIGATION BONDS
ALL SERIES
FY 2003-2004
Issue Principal Interest Total
G.O.B. Series 1991 0 42,500 42,500
G.O.B. Series 1994 300,000 159,500 459,500
G.O.B. Series 1995 300,000 163,425 463,425
G.O.B. Series 1996 1,100,000 248,278 1,348,278
G.O.B. Series 1998 265,000 257,769 522,769
G.O.B. Series 1999 275,000 234,950 509,950
G.O.B. Series 2000 310,000 367,830 677,830
G.O.B. Series 2001 130,000 117,470 247,470
G.O.B. Series 2002 195,000 280,355 475,355
G.O.B. Series 2003 0 203,824 203,824
TOTAL 2,875,000$ 2,075,900$ 4,950,900$
156
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
GENERAL OBLIGATION BONDS
ALL SERIES
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
EACH YEAR
OUTSTANDING AS OF
OCTOBER 1
FY 04 2,875,000 2,075,900 4,950,900 43,170,000
FY 05 2,640,000 1,906,698 4,546,698 40,295,000
FY 06 2,480,000 1,774,298 4,254,298 37,655,000
FY 07 2,590,000 1,650,170 4,240,170 35,175,000
FY 08 2,680,000 1,522,355 4,202,355 32,585,000
FY 09 2,805,000 1,388,460 4,193,460 29,905,000
FY 10 2,950,000 1,248,254 4,198,254 27,100,000
FY 11 3,060,000 1,101,391 4,161,391 24,150,000
FY 12 3,170,000 948,465 4,118,465 21,090,000
FY 13 3,035,000 796,134 3,831,134 17,920,000
FY 14 2,815,000 652,158 3,467,158 14,885,000
FY 15 2,675,000 516,415 3,191,415 12,070,000
FY 16 2,440,000 390,282 2,830,282 9,395,000
FY 17 2,575,000 260,472 2,835,472 6,955,000
FY 18 1,360,000 169,488 1,529,488 4,380,000
FY 19 735,000 118,919 853,919 3,020,000
FY 20 770,000 84,556 854,556 2,285,000
FY 21 810,000 47,981 857,981 1,515,000
FY 22 345,000 21,966 366,966 705,000
FY 23 360,000 7,425 367,425 360,000
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 04FY 06FY 08FY 10FY 12FY 14FY 16FY 18FY 20FY 22PRINCIPAL INTEREST
157
DEBT SERVICE
SUMMARY OF REQUIREMENTS
CERTIFICATES OF OBLIGATION
ALL SERIES
FY 2003-2004
ISSUE - PRINCIPAL
GENERAL DEBT
ASSOCIATED
WPC TIF
ASSOCIATED
EQUIP REPL
ASSOCIATED
CONF.
CENTER
ASSOCIATED TOTAL
C.O. Series 1998 235,000 0 0 0 235,000
C.O. Series 2000 340,000 0 0 0 340,000
C.O. Series 2000 A 560,000 0 0 0 560,000
C.O. Series 2001 455,000 0 0 0 455,000
C.O. Series 2002 464,070 400,000 160,930 0 1,025,000
C.O. Series 2003 0 0 190,000 0 190,000
C.O. Series 2003A 0 0 0 0 0
TOTAL PRINCIPAL 2,054,070$ 400,000$ 350,930$ 0$ 2,805,000$
ISSUE - INTEREST
C.O. Series 1998 200,305 0 0 29,750 230,055
C.O. Series 2000 155,876 0 0 0 155,876
C.O. Series 2000 A 351,055 0 0 0 351,055
C.O. Series 2001 108,824 0 0 0 108,824
C.O. Series 2002 495,675 79,103 28,072 0 602,850
C.O. Series 2003 0 0 25,225 0 25,225
C.O. Series 2003A 32,435 0 0 0 32,435
TOTAL INTEREST 1,344,170$ 79,103$ 53,297$ 29,750$ 1,506,320$
TOTAL PAYMENT 3,398,240$ 479,103$ 404,227$ 29,750$ 4,311,320$
158
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
CERTIFICATES OF OBLIGATION
ALL SERIES
FISCAL
YEAR PRINCIPAL INTEREST
TOTAL DUE
ANNUALLY
PRINCIPAL
OUTSTANDING AS OF
OCTOBER 1
FY 04 2,805,000 1,506,321 4,311,321 32,525,000
FY 05 3,185,000 2,009,691 5,194,691 44,270,000
FY 06 2,665,000 1,875,656 4,540,656 41,085,000
FY 07 2,630,000 1,759,285 4,389,285 38,420,000
FY 08 2,485,000 1,648,031 4,133,031 35,790,000
FY 09 1,980,000 1,548,605 3,528,605 33,305,000
FY 10 2,095,000 1,455,516 3,550,516 31,325,000
FY 11 2,200,000 1,356,568 3,556,568 29,230,000
FY 12 2,365,000 1,250,090 3,615,090 27,030,000
FY 13 2,585,000 1,133,266 3,718,266 24,665,000
FY 14 2,690,000 1,007,253 3,697,253 22,080,000
FY 15 2,875,000 872,216 3,747,216 19,390,000
FY 16 3,075,000 726,531 3,801,531 16,515,000
FY 17 3,260,000 570,964 3,830,964 13,440,000
FY 18 3,435,000 407,609 3,842,609 10,180,000
FY 19 2,785,000 256,869 3,041,869 6,745,000
FY 20 2,930,000 117,547 3,047,547 3,960,000
FY 21 390,000 37,134 427,134 1,030,000
FY 22 315,000 21,450 336,450 640,000
FY 23 325,000 7,223 332,223 325,000
C.O. PRINCIPAL & INTEREST
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
FY 04FY 06FY 08FY 10FY 12FY 14FY 16FY 18FY 20FY 22PRINCIPAL INTEREST
159
CITY OF COLLEGE STATION
PARKS XTRA EDUCATION
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING FUND BALANCE 62,734$ 71,333$ 71,333$ 53,753$ 53,753$
REVENUES
XTRA EDUCATION REVENUES 90,444$ 82,400$ 88,000$ 92,000$ 92,000$ 11.65%
INVESTMENT EARNINGS 2,986 5,200 1,800 920 920 (82.31%)
OTHER 0 0 0 0 0 0.00%
TOTAL REVENUES 93,430$ 87,600$ 89,800$ 92,920$ 92,920$ 6.07%
TOTAL FUNDS AVAILABLE 156,164 158,933$ 161,133$ 146,673$ 146,673$ (7.71%)
EXPENDITURES
XTRA EDUCATION PROGRAMS 57,454$ 92,080$ 76,790$ 92,020$ 92,020$ (0.07%)
CONTINGENCY 0 0 0 0 0 N/A
TRANSFERS 26,735 30,590 30,590 31,062 31,062 1.54%
TOTAL EXPENDITURES 84,189$ 122,670$ 107,380$ 123,082$ 123,082$ 0.34%
INCREASE (DECREASE)
IN FUND BALANCE 9,241$ (35,070)$ (17,580)$ (30,162)$ (30,162)$
GAAP ADJUSTMENT (642)$
ENDING FUND BALANCE 71,333$ 36,263$ 53,753$ 23,591$ 23,591$
PARKS XTRA EDUCATION FUND - SOURCES
XTRA
EDUCATION
REVENUES
99%
INVESTMENT
EARNINGS
1%
PARKS XTRA EDUCATION FUND - USES
XTRA
EDUCATION
PROGRAMS
75%
TRANSFERS
25%
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 $92,920 in FY 04.
Program funding for FY 04 is $123,082. These
funds include $92,020 to cover the cost of
instructors, supplies, equipment, and various other
program-related expenses. The remaining
$31,062 is allocated for the payment of half the
salary and benefits associated with the position
responsible for administering the program.
160
CITY OF COLLEGE STATION
PARKS XTRA EDUCATION
DEPARTMENT SUMMARY
EXPENDITURE BY ACTIVITY
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
PARKS XTRA EDUCATION 57,454$ 92,080$ 92,080$ 92,020$ 92,020$ (0.07%)
DIVISION TOTAL 57,454$ 92,080$ 92,080$ 92,020$ 92,020$ (0.07%)
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 0$ 8,000$ 8,000$ 0$ 0$ 0.00%
SUPPLIES 6,689 13,480 13,480 13,480 13,480 0.00%
MAINTENANCE 0 0 0 0 0 0.00%
PURCHASED SERVICES 50,765 70,600 70,600 78,540 78,540 11.25%
CAPITAL OUTLAY 0 0 0 0 0 0.00%
DIVISION TOTAL 57,454$ 92,080$ 92,080$ 92,020$ 92,020$ (0.07%)
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
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%
161
This is the sixth year to include the Economic
Development Fund in the budget document.
The fund is utilized to account for funds that are
to be used for business attraction and retention.
This fund is prepared on the modified accrual
basis of accounting. Using this method,
revenues are recognized when they become
measurable and available to finance expenditures
of the current period. Expenditures are
recognized when the related fund liability is
incurred with the exception of several items.
The full listing of these exceptions can be found
in the Financial Policies on page F-1.
Revenues for the Economic Development Fund
will be collected from the Electric, Water,
Wastewater, and Sanitation Funds. The
contributions from these funds will total
$360,000. Investment earnings of
approximately $5,280 are also anticipated in FY
04. The Economic Development Funds’
expenditures are comprised of “Cash
Assistance” payments to various business
prospects. This assistance is aimed at providing
prospective businesses with start-up resources
and provides existing businesses the opportunity
to expand their operations.
$610,000 will be available for cash assistance in
FY 04. Cash assistance in FY 04 will be
allocated as follows:
Economic Development Cash Assistance
Organization FY 03 FY 04
RVP Marketing $50,000 $50,000
Home Depot 437,321
UCS 120,000 60,000
Lynntech 50,000
Northgate Arts Festival 10,000
Lane Hospitality 200,000
Other 500,000
Total $867,321 $610,000
As can be seen from the table above, there is
$500,000 estimated to be available for other
economic development prospects and activities.
If uncommitted at year-end, these funds will
contribute to the fund balance carried over from
year to year. This flexibility gives the City an
opportunity to work with various new and
current businesses to ensure that College Station
has a diverse and vibrant economy.
ECONOMIC DEVELOPMENT FUND
162
CITY OF COLLEGE STATION
ECONOMIC DEVELOPMENT FUND
SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING BALANCE 713,123$ 920,190$ 920,190$ 410,919$ 410,919$
REVENUES
OPERATING TRANSFERS
ELECTRIC FUND 214,900$ 215,000$ 315,000$ 215,000$ 315,000 47%
WATER FUND 62,500 12,500 12,500 12,500 12,500 0%
SEWER FUND 10,000 10,000 20,000 10,000 20,000 100%
SW COLLECTION FUND 12,500 12,500 12,500 12,500 12,500 0%
INVESTMENT EARNINGS 36,444 16,920 18,350 5,280 5,280 -69%
OTHER 0 0 0 0 0 N/A
TOTAL REVENUES 336,344$ 266,920$ 378,350$ 255,280$ 365,280$ 37%
TOTAL FUNDS AVAILABLE 1,049,467$ 1,187,110$ 1,298,540$ 666,199$ 776,199$ -35%
EXPENDITURES AND TRANSFERS
CASH ASSISTANCE 122,074$ 962,209$ 867,321$ 500,000$ 610,000$ -37%
OTHER 0 0 20,300 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 122,074$ 962,209$ 887,621$ 500,000$ 610,000$ -37%
INCREASE (DECREASE)
FUND BALANCE 214,270$ (695,289)$ (509,271)$ (244,720)$ (244,720)$ -65%
GAAP ADJUSTMENT (7,203)
ENDING FUND BALANCE 920,190$ 224,901$ 410,919$ 166,199$ 166,199$
ECONOMIC DEVELOPMENT FUND - SOURCES
SEWER
FUND
6%
SW
COLLECTION
FUND
3%
INVESTMEN
T EARNINGS
1%
ELECTRIC
FUND
87%
WATER
FUND
3%
ECONOMIC DEVELOPMENT FUND - USES
CASH
ASSISTANCE
100%
163
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
$76,480 in FY 04.
Expenditures of $168,548 are approved in FY
04. These expenditures include the salary and
benefits associated with the bailiff position at the
Municipal Court, as well as other security
improvements to the court facility.
164
CITY OF COLLEGE STATION
COURT SECURITY FEE
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING FUND BALANCE 97,456$ 126,790$ 126,790$ 113,900$ 113,900$
REVENUES
COURT SECURITY FEES 57,487$ 61,400$ 73,000$ 74,460$ 74,460$ 21%
INVESTMENT INTEREST 5,175 3,600 3,560 2,020 2,020 -44%
OTHER 0 0 0 0 0 N/A
TOTAL REVENUES 62,662$ 65,000$ 76,560$ 76,480$ 76,480$ 18%
EXPENDITURES
COURT SECURITY PROJECTS 0$ 75,000$ 20,000$ 120,000$ 120,000$ 60%
GEN/ADMIN TRANSFER 32,356 35,000 35,000 48,548 48,548 39%
TRANSFERS OUT 0 0 34,450 0 0 N/A
TOTAL EXPENDITURES 32,356$ 110,000$ 89,450$ 168,548$ 168,548$ 53%
INCREASE (DECREASE)
IN FUND BALANCE 30,306$ (45,000)$ (12,890)$ (92,068)$ (92,068)$
GAAP ADJUSTMENT (972)$
ENDING FUND BALANCE 126,790$ 81,790$ 113,900$ 21,832$ 21,832$
COURT SECURITY FEE FUND - SOURCES
INVESTMENT
INTEREST
3%
COURT
SECURITY FEES
97%
COURT SECURITY FEE FUND - USES
COURT
SECURITY
PROJECTS
71%
GEN/ADMIN
TRANSFER
29%
165
COURT TECHNOLOGY FEE FUND
In 1999, the State Legislature authorized a Court
Technology Fee for Municipal Court fines.
Those who pay tickets at the College Station
Municipal Court contribute to this fee. This fee
can be used to fund technology projects at the
Municipal Court facility. Projects could include
enhancements and improvements to the
Municipal Court computer systems and various
other improvements that involve technology.
This fund is prepared using the modified accrual
basis of accounting. This accounting method
realizes revenue when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of
these exceptions can be found in the Financial
Policies on page F-1.
Court Technology Fee revenues are projected to
be $103,460 in FY 04. $245,000 in budgeted
expenditures is included in the approved FY 04
budget.
166
CITY OF COLLEGE STATION
COURT TECHNOLOGY
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING FUND BALANCE 103,253$ 136,926$ 136,926$ 189,756$ 189,756$
REVENUES
COURT TECHNOLOGY FEES 76,153$ 78,200$ 98,000$ 99,960$ 99,960$ 28%
INVESTMENT INTEREST 5,931 7,500 4,830 3,500 3,500 -53%
OTHER 0 0 0 0 0 N/A
TOTAL REVENUES 82,084$ 85,700$ 102,830$ 103,460$ 103,460$ 21%
EXPENDITURES
COURT TECHNOLOGY PROJECTS 37,680$ 100,000$ 50,000$ 245,000$ 245,000$ 145%
TOTAL EXPENDITURES 37,680$ 100,000$ 50,000$ 245,000$ 245,000$ 145%
INCREASE (DECREASE)
IN FUND BALANCE 44,404$ (14,300)$ 52,830$ (141,540)$ (141,540)$
GAAP ADJUSTMENT (10,731)$
ENDING FUND BALANCE 136,926$ 122,626$ 189,756$ 48,216$ 48,216$
COURT TECHNOLOGY FUND - USES
COURT TECH.
PROJECTS
100%
COURT TECHNOLOGY FUND - SOURCES
COURT
TECHNOLOGY
FEES
97%
INVESTMENT
INTEREST
3%
167
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
$3,110 in FY 04. Total funds available are
expected to be $16,798.
Expenditures of $2,700 are budgeted for in FY
04. These expenditures are anticipated to be for
items to assist in police activities.
168
CITY OF COLLEGE STATION
POLICE SEIZURE
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING FUND BALANCE 22,255$ 13,978$ 13,978$ 13,688$ 13,688$
REVENUES
POLICE SEIZURE REVENUES 8,359$ 6,000$ 2,000$ 2,700$ 2,700$ (55.00%)
INVESTMENT EARNINGS 957 700 410 410 410 (41.43%)
OTHER 0 0 0 0 0 N/A
TOTAL REVENUES 9,316$ 6,700$ 2,410$ 3,110$ 3,110$ (53.58%)
TOTAL FUNDS AVAILABLE 31,571 20,678$ 16,388$ 16,798$ 16,798$ (18.76%)
EXPENDITURES
POLICE SEIZURE PROGRAMS 17,367$ 3,500$ 2,700$ 2,700$ 2,700$ (22.86%)
CONTINGENCY 0 0 0 0 0 N/A
TRANSFERS 0 0 0 0 0 N/A
TOTAL EXPENDITURES 17,367$ 3,500$ 2,700$ 2,700$ 2,700$ (22.86%)
INCREASE (DECREASE)
IN FUND BALANCE (8,051)$ 3,200$ (290)$ 410$ 410$
GAAP ADJUSTMENT (226)$
ENDING FUND BALANCE 13,978$ 17,178$ 13,688$ 14,098$ 14,098$
POLICE SEIZURE FUND - SOURCES
INVEST.
EARNINGS
13%
POLICE
SEIZURE
REVENUES
87%
POLICE SEIZURE FUND - USES
POLICE
SEIZURE
PROGRAMS
100%
169
GENERAL GOVERNMENT
CAPITAL PROJECTS BUDGET
The City of College Station annually develops a five-
year Capital Improvements Program. The CIP is then
presented for City Council review as part of the annual
budget process. The list consolidates all anticipated
capital needs for which funding authorization exists.
The program is also divided into several sections
depending on the services provided and the funding
source.
The City only has legal authority to issue general
obligation debt after a successful citizen referendum.
General Obligation (GO) debt is debt that obligates the
City to repay the issue with ad valorem tax revenues.
The City uses GO debt for the acquisition and
development of parks and recreation facilities, rights-of-
way acquisition, construction of arterial streets,
reconstruction of major arterial streets, and for public
buildings such as City offices, libraries, swimming pools
and other general use facilities.
The 1998 November election granted the City
authority to issue $24,240,000 in General Obligation
debt. $4.79 million was issued FY 03. The proceeds
from this debt issuance will fund the construction of fire
station 5, the purchase of greenways, street
rehabilitation, traffic enhancements, and land
acquisition for the future city center and the extension
of Longmire. The FY 04 Approved Budget includes
$855,000 in General Obligation debt for Greenways
projects.
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:
x The purchase and replacement of major
computer systems and other technology-based
items that have useful lives of not more than ten
years.
x 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.
x The purchase of land and development of land
for economic development uses.
In FY 03, the City issued $780,000 in CO debt for
various General Government capital projects. The
bulk of this $780,000 will fund the construction of an
intersection at future State Highway 40 and Greens
Prairie Road. The FY 04 Budget includes issuing
$15,050,000 in CO’s. This includes $3.1 million for
infrastructure costs associated with the development
the Spring Creek Corporate Campus Phase I. C.O.'s
in the amount of $11.9 million are also scheduled for
the new conference center project.
Revenue bonds are issued when a capital asset will
reside in one or more of the City's enterprise funds.
Revenue bonds do not normally require voter approval.
The 1998 bond elections provided funding
authorization for a wide range of capital projects.
These projects included street extensions and
reconstruction, traffic projects, as well as parks
development and parkland acquisition. Improvements
to Fire Station #2, along with a new fire station (Fire
Station #5), were authorized. Funds were also
authorized for the acquisition of land for a new
cemetery site, City Center and to increase greenway
/floodplain areas. The City will continue those
remaining authorized projects in accordance with the
five-year CIP plan.
The successful citizen referendum acknowledged that
the approved projects would be accomplished without
increasing the ad valorem tax rate for debt service.
However, it was anticipated that the ad valorem tax
rate would be increased to pay for Veteran's Park and
Fire Station #5 operations. In FY 02, an ad valorem
tax increase of 4.84 cents per $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. In FY 04, no
increase in the ad valorem tax rate is approved.
A new 5 year general obligation bond election is
scheduled for November 2003. If successful this
election will provide additional general obligation bond
authority for future projects important to the future of
College Station.
STREETS, TRAFFIC, SIDEWALKS, AND
TRAILS CAPITAL PROJECTS
Street Rehabilitation Projects
In FY 04, $1.2 million is approved for rehabilitation to
streets in the Southside area. This is a multi-year effort
to rehabilitate the infrastructure in older parts of
College Station. Also in FY 04, $500,000 will fund
various street rehabilitation projects. $200,000 of this
amount will be used to overlay newly annexed streets,
and $300,000 will be used to rehabilitate thoroughfare
streets within the City.
Street Extension Projects
Street extension projects include $632,404 for
completing the widening George Bush Dr. from Texas
Avenue to Harvey Road. $722,000 is the anticipated
project expense for phase II of the Jones Butler Road
project. Additionally, the FY 04 Approved Budget
170
projects $2.2 million for the Longmire Drive extension
project, $3.7 million toward the widening of Greens
Prairie Road, and $3.4 to for the extension of
Dartmouth Drive from Krenek Tap Road to FM 2818.
These street projects will help to address traffic issues
that have been highlighted in the citizen survey and
other feedback received from College Station citizens.
Street TxDOT Projects
It is anticipated that $580,000 will be used for Texas
Avenue Widening Phase II streetscaping, and
$175,000 for the George Bush Drive medians.
TxDOT timing on these projects will determine when
these expenditures will be made. The City pays ten
percent of right-of-way costs, and also pays for any
enhancements, such as the application of any
streetscaping desired in the project.
Traffic Projects
In FY 04, there is no approved new budget
appropriation for traffic signal enhancements.
However, $72,000 is projected to cover the cost of
widening Holleman and the intersection of Holleman
and Texas Avenue.
Sidewalks and Trails Projects
The City of College Station has worked over the years
to ensure adequate transportation infrastructure for
pedestrians and bicyclists. The City has an adopted
sidewalk and bike loop plan. As new development
occurs, sidewalks are an important aspect that must be
considered. In FY 04, $75,000 for neighborhood
capital improvements is approved. The Anderson
sidewalk project and the Longmire sidewalk project are
expected to be completed in FY 04.
PARKS CAPITAL PROJECTS
The most significant parks projects for FY 04 are
improvements to the Lincoln Center. The FY 04
budget includes $623,000 to expand the Lincoln
Center and $350,000 to add a covered multi use
pavilion to the facilities. These projects are part of the
implementation of Tarrow Park Master Plan which the
City Council approved earlier in 2003.
PARKLAND DEDICATION CAPITAL PROJECTS
Parkland dedication funds can be used for projects in
neighborhood parks within the various park zones.
The funds come from a dedication required as new
development occurs in College Station. In FY 04,
projects anticipated to use parkland dedication funds
include $700,000 for Woodway Park development,
$175,000 for a park in Zone 5.
GENERAL GOVERNMENT AND CAPITAL
EQUIPMENT CAPITAL PROJECTS
General government and capital equipment projects
are planned assets that have value to more than one
specific area of City operations. Two main divisions
within this category are public facilities and technology
projects. In FY 04, significant projects include:
$1,255,780 for construction of Fire Station # 5;
$917,000 to replace the City's phone system,
$200,000 to complete the fiber loop, and $100,000
to begin setting aside funds for a topographic/aerial
map. Other technology related projects approved for
FY 04 include the completion of the replacement of
the public safety computer system, as well as the
addition of several other public safety technology
projects. These include a police booking system, a
police field reporting system, and a fire tone out
system.
CONFERENCE CENTER CAPITAL PROJECTS
In FY 04, $12,108,750 was the anticipated
Convention Center project expense. This project was
to entail the construction of a conference center facility
in conjunction with the development of a full service
hotel. Additionally $1.1 million was projected to cover
the cost of associated utility infrastructure.
Following the presentation of the proposed 2003-
2004 budget, the proposed conference center project
was halted and will not be constructed at the proposed
site with the proposed partner. The City Council is
currently considering options.
BUSINESS PARK PROJECTS
In FY 04, there are two significant business park
related projects. These include $2,320,000 for the
construction of the Spring Creek Corporate Campus
Phase I and $415,000 for development of a new class
B business center. An additional $250,000 is also
included in the approved budget for costs associated
with the existing business park. These include
reimbursement for a fence being built, and funds for
minor improvements in the existing business park
facility.
ADDITIONAL O&M COSTS
The FY 04 budget includes a number of capital projects
that have been recently completed and have added
operations and maintenance expense. In particular,
the City’s general fund has been and will continue to be
impacted by capital projects as they come online. The
FY 04 Budget includes an additional $229,583 for
operating costs associated with fire station #5, which is
slated to come online in 2004. The budget also
includes $55,100 in costs associated with the
improvements to Lick Creek Park. An additional
$53,853 will fund the additional maintenance costs
associated with the new public safety computer system.
171
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
PROJECT APPROVED
PROJECT BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE
NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03
BEGINNING FUND BALANCE: 12,214,522 21,818,544 21,818,544
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 4,501,000 1,693,000 1,693,000
CERTIFICATES OF OBLIGATIONS 8,977,600 750,000 750,000
INTERGOVERNMENTAL 9,761 768,000 470,000
INTRAGOVERNMENTAL 1,254,447 0 148,000
INVESTMENT EARNINGS 702,874 300,000 600,000
OTHER 329,664 75,000 0
SUBTOTAL ADDITIONAL RESOURCES 15,775,346$ 3,586,000$ 3,661,000$
TOTAL RESOURCES AVAILABLE 27,989,868$ 25,479,544$ 25,479,544$
STREET REHABILITATION PROJECTS
GRAHAM RD UPGRADE PH II ST0001 1,718,000 1,221,267 0 235,167
2 TARROW ST. SOUTH ST0002 464,000 6,065 0 417,084
* STREET REHAB. ST0003 2,620,500 4,665 780,000 0
3 FIRST & MAPLE STREET REHAB ST0201 789,250 52,855 0 50,000
DOMINIK ST REHAB ST0216 75,000 24,248 0 780,000
SECOND STREET PLAZA ST0030 675,000 575,947 67,982
WEST PARK (SOUTHSIDE) ST0400 1,200,000 0 0 0
COLLEGE PARK/BREEZY HEIGHTS (SOUTHSIDE) 2,500,000 0 0 0
ANNEXATION OVERLAYS ST0401 200,000 0 0 0
THOROUGHFARE REHABILITATIONS ST0402 300,000 0 0 0
CLOSED PROJECTS 1,154,857 84,965
SUBTOTAL 3,039,905$ 780,000$ 1,635,198$
STREET EXTENSION PROJECTS
* JONES-BUTLER RD PH II ST0005 2,036,000 2,111 0 583,000
1 GEORGE BUSH E. WIDENING ST9804 2,312,000 136,736 182,000 673,682
GEORGE BUSH EAST EXT. ST9916 1,735,000 855,340 0 33,000
* ROCK PRAIRIE RD REALIGN ST9923 832,000 639,373 0 9,844
* VICTORIA OP ST9928 626,000 28,526 0 0
* BARRON ROAD ROW ST0006 316,000 2,154 0 217,000
LONGMIRE EXT-BIRMINGHAM-GRAHAM ST0007 455,000 19,905 0 200,308
* LONGMIRE EXT-GRAHAM-CYPRESS MEADO ST0100 2,594,000 183,761 0 431,821
GREENS PRAIRIE RD. WIDENING ST0214 4,369,000 121,593 0 500,000
DARTMOUTH EXTENSION PHASE II ST0211 3,600,000 47,921 0 200,000
UNIVERSITY DR. WIDENING DSN ST0213 250,000 0 0 1,000
BARRON ROAD INTERCHANGE ST0212 675,000 0 0 100,000
GREENS PRAIRIE RD/ARRINGTON ST0304 750,000 0 750,000 750,000
CLOSED PROJECTS 0 0 42
SUBTOTAL 2,037,420$ 932,000$ 3,699,697$
STREET TXDOT PROJECTS
TX AVE STREETSCAPE PH II ST9915 500,000 0 0 0
GEORGE BUSH DRIVE MEDIANS ST0102 175,000 0 0 0
SUBTOTAL 0$ 0$ 0$
1 - George Bush Widening includes $600,000 thoroughfare funds and $890,000 GOB.
2 - Tarrow Street funding includes $272,000 from a grant.
3 - Funded through CDBG Funds.
* - Indicates projects funded through November 1998 G.O. Bond Authorization
172
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY 03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATION FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
18,441,308 18,441,308 4,007,044 1,693,044 1,648,044 1,603,044 1,558,044
0 0 0 0 0 0 0
0 0 1,200,000 0 0 0 0
0 0 0 0 0 0 0
1,366,395 1,366,395 1,000,000 0 0 0 0
270,000 270,000 120,000 30,000 30,000 30,000 30,000
0 0 0 0 0 0 0
1,636,395$ 1,636,395$ 2,320,000$ 30,000$ 30,000$ 30,000$ 30,000$
20,077,703.29 20,077,703$ 6,327,044$ 1,723,044$ 1,678,044$ 1,633,044$ 1,588,044$
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 866,395 0000 0
0 00000 0
0 00000 0
1,200,000 1,200,000 0000 0
0 0 2,500,000 0 0 0 0
200,000 200,000 0000 0
300,000 300,000 0000 0
0 0 0 0 0 0 0
1,700,000$ 2,566,395$ 2,500,000$ 0$ 0$ 0$ 0$
0 722,000 722,000 0 0 0 0
0 632,404 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 150,000 447,000 0 0 0 0
0 200,000 0 0 0 0 0
0 8,100 0 0 0 0 0
0 2,173,760 0 0 0 0 0
0 3,747,000 0 0 0 0 0
0 3,352,000 0 0 0 0 0
0 246,000 0 0 0 0 0
0 575,000 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0$ 11,806,264$ 1,169,000$ 0$ 0$ 0$ 0$
0 580,000 0 0 0 0 0
0 175,000 0 0 0 0 0
0$ 755,000$ 0$ 0$ 0$ 0$ 0$
173
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
PROJECT APPROVED
PROJECT BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE
NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03
TRAFFIC PROJECTS
* TRAFFIC MGMT. IMPROVE. ST0011 728,000 0 0 0
TRAFFIC SIGNAL ENHAN. ST9511 3,463,229 0 538,000 57,711
HOLLEMAN WIDENING ST0106 112,000 39,582 0 72,419
JOE ROUTE @ KIMBROUGH ST0210 10,000 3,118 0 6,882
GB EAST DRIVE@DOMINIK ST0205 100,000 17,267 0 92,733
GB EAST EAST @HOLLEMAN ST0206 110,000 12,842 0 97,158
UNIVERSITY HOME DEPOT ST0207 135,000 12,671 0 122,330
HWY 30/6 SIGNAL UPGRADE ST0219 17,496 17,496 0 0
TEXAS AVENUE@MANUEL DRIVE ST0017 100,000 11,225 0 88,775
FIRE PRE-EMPTION SYSTEM ST9810 175,000 83,651 0 22,833
CLOSED PROJECTS 21,344 0 0
SUBTOTAL 219,196$ 538,000$ 560,841$
SIDEWALKS & TRAILS
J&D MILLER PARK SIDEWALK/TRAIL ST0200 29,250 62,230 0 0
NEIGHBORHOOD/STREETSCAPE ST9802 54,800 0 0 0
BIKE LOOP ST9409 1,348,000 941 0 0
MISC. BIKE TRAILS ST9803 180,000 0 0 0
TAMU SIDEWALKS ST9924 400,000 665 400,000 260,000
UNIVERSITY SIDEWALKS CD1275 98,500 0 0 85,500
LONGMIRE SIDEWALKS ST0204 207,000 0 0 75,000
ANDERSON SIDEWALKS ST0203 150,000 779 0 100,000
NEIGHBORHOOD CIP ST0012 ANNUAL 27,066 75,000 75,000
EMERALD FOREST HOA ST0218 7,500
CLOSED PROJECTS 0 0 0
SUBTOTAL 91,681$ 475,000$ 603,000$
TRANSFER OUT 0 0 0
OTHER 25,291 0 0
DEAN INTERNATIONAL 318,675 360,000 270,000
DEBT ISSUANCE COSTS 78,000 19,500 19,500
GENERAL & ADMIN. CHARGES 260,000 250,000 250,000
TOTAL EXPENDITURES 6,070,168$ 3,354,500$ 7,038,236$
GAAP 101,156
ENDING FUND BALANCE:21,818,544$ 22,125,044$ 18,441,308$
Notes:
* - Indicates projects funded through November 1998 G.O. Bond Authorization
174
GENERAL GOVERNMENT
STREETS, TRAFFIC, SIDEWALKS, AND TRAILS CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY 03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATION FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 72,000 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0$ 72,000$ 0$ 0$ 0$ 0$ 0$
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 460,000 0 0 0 0
0 0 180,000 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
49,000 132,000 0 0 0 0 0
0 50,000 0 0 0 0 0
75,000 75,000 75,000 75,000 75,000 75,000 75,000
0 0 0 0 0 0 0
0 0 0 0 0 0 0
124,000$ 257,000$ 715,000$ 75,000$ 75,000$ 75,000$ 75,000$
0 0 0 0 0 0 0
0 0 0 0 0 0 0
264,000 264,000 0 0 0 0 0
0 0 0 0 0 0 0
350,000 350,000 250,000 0 0 0 0
2,438,000$ 16,070,659$ 4,634,000$ 75,000$ 75,000$ 75,000$ 75,000$
0
17,639,703$ 4,007,044$ 1,693,044$ 1,648,044$ 1,603,044$ 1,558,044$ 1,513,044$
175
GENERAL GOVERNMENT
PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
PROJECT APPROVED
PROJECT BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE
NUMBER AMOUNT FY 01-02 APPROPRIATION FY 02-03
BEGINNING FUND BALANCE:4,295,406$ 757,978$ 757,978$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 0$ 0$ 0$
CERTIFICATES OF OBLIGATIONS 129,000 0 0
INTERGOVERNMENTAL 0 80,000 80,000
INTRAGOVERNEMENTAL 89,000 0 0
INVESTMENT EARNINGS 74,057 10,000 25,000
OTHER 67,525 67,000 67,000
SUBTOTAL ADDITIONAL RESOURCES 359,582$ 172,000$ 172,000$
TOTAL RESOURCES AVAILABLE 4,654,988$ 929,978$ 929,978$
PARK PROJECTS
BILLIE MADELEY PARK DEV. PK9706 45,000 29,811 0 0
OAKS PARK IMPR. PK0067 28,000 46,562 0 24,068
RAINTREE PARK IMPR. PK0068 44,000 0 0 0
LICK CREEK DEVELOPMENT PK0069 511,000 35,859 80,000 117,000
VETERANS ATHLETIC PARK DEV PK9941 3,236,000 3,012,561 0 37,000
SOUTHWOOD PARK IMPR. PK0076 156,000 0 119,000 69,000
CENTRAL PARK IMPR. PK0101 17,000 0 0 17,000
THOMAS POOL IMPR. PK0104 19,000 0 0 19,000
BEE CREEK LIGHTS PK0303 118,000 0 0 33,000
COMMUNITY PARK ADD LAND PURCH. 40,000 0 0 0
* LINCOLN CENTER EXP TBD 623,000 0 0 0
* LINC. CTR. COVERED BASKETBALL PAVILLION 350,000 0 0 0
FIELD REDEVELOPMENT PK0300 24,000 0 34,400 24,000
CLOSED PROJECTS 716,316 0 0
DEBT ISSUANCE COST 900 0 0
GENERAL & ADMIN. CHARGES 55,000 20,000 20,000
TOTAL EXPENDITURES 3,897,010$ 253,400$ 360,068$
GAAP 0
ENDING FUND BALANCE:757,978$ 676,578$ 569,910$
* - FUNDED THROUGH COMMUNITY DEVELOPMENT BLOCK GRANT
176
GENERAL GOVERNMENT
PARKS PROJECTS
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY 03-04 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
569,910$ 569,910$ 24,910$ 26,210$ 27,210$ 28,210$ 29,210$
0$ 0$ 0$ 0$ 0$ 0$ 0$
0 0 0 0 0 0 0
0 0 0 0 0 0 0
1,013,000 1,013,000 0 0 0 0 0
15,000 15,000 1,000 1,000 1,000 1,000 1,000
67,000 67,000 68,300 69,700 71,100 72,500 74,000
1,095,000$ 1,095,000$ 69,300$ 70,700$ 72,100$ 73,500$ 75,000$
1,664,910$ 1,664,910$ 94,210$ 96,910$ 99,310$ 101,710$ 104,210$
0 5,000 0 0 0 0 0
00000 0 0
0 16,000 0 0 0 0 0
0 394,000 0 0 0 0 0
0 18,000 0 0 0 0 0
00000 0 0
00000 0 0
00000 0 0
0 85,000 0 0 0 0 0
40,000 40,000 0 0 0 0 0
451,294 623,000 0 0 0 0 0
350,000 350,000 0 0 0 0 0
89,000 89,000 68,000 69,700 71,100 72,500 74,000
00000 0 0
00000 0 0
20,000 20,000 0 0 0 0 0
950,294$ 1,640,000$ 68,000$ 69,700$ 71,100$ 72,500$ 74,000$
714,616$ 24,910$ 26,210$ 27,210$ 28,210$ 29,210$ 30,210$
177
GENERAL GOVERNMENT
PARKLAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
PROJECT APPROVED
PROJECT BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE
NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03
BEGINNING FUND BALANCE:1,212,527 1,474,927 1,474,927
ADDITIONAL RESOURCES:
CONTRIBUTIONS 209,347$ 50,000$ 50,000$
INVESTMENT EARNINGS 94,750 5,000 5,000
TRANSFERS IN 0 0 0
OTHER 0 0 0
SUBTOTAL ADDITIONAL RESOURCES 304,097$ 55,000$ 55,000$
TOTAL RESOURCES AVAILABLE 1,516,624$ 1,529,927$ 1,529,927$
PARKLAND DEDICATION FUND
ZONE 1 PARK PK0051 53,000 0 18,000 22,000
NORTHGATE LINEAR PARK TBD 150,000 0 150,000 0
ZONE 2 PARK PK0052 9,219 0 2,000 0
ZONE 3 (WOLF PEN CREEK)PK0053 5,000 0 0 0
INTRGEN BENCHES PK0212 8,162 8,162 0 0
BENCH REPLCMNT PK0214 9,300 5,570 0 0
ZONE 4 PARK PK0054 5,000 0 20,000 0
ZONE 5 PARK TBD 76,842 0 170,000 0
EDELWEISS PARK PK0216 18,000 0 0 18,000
INTRGEN BENCHES TBD 25,000 0 25,000 25,000
SOUTHWOOD PLAYGROUND CVRS TBD 22,000 0 0 22,000
SOUTHWOOD AP SIDEWALKS 0 0 12,000
ZONE 6 PARK PK0056 51,000 336 88,000 0
SOUTH KNOLL JOGGING TRACK TBD 0 0 8,000
BEE CREEK PARK BENCHES TBD 0 0 12,000
ZONE 7 PARK PK0057 400,202 0 0 0
WOODWAY PARK PK9803 710,000 4,000 700,000 0
ZONE 8 PARK PK0058 612 0 0 0
ZONE 9 PARK PK0059 0 0 0 0
ZONE 10 PARK PK0060 175,000 0 111,000 113,000
SHENANDOAH PARK 0 0 0 0
ZONE 11 PARK PK0061 17,000 27,584 0 0
CLOSED PROJECTS 15,197 0 0
TRANSFER PROJECT 120,000
GENERAL & ADMIN. CHARGES 15,000 5,000 5,000
TOTAL EXPENDITURES 195,849$ 1,289,000$ 237,000$
GAAP (701)
ENDING FUND BALANCE:1,320,074$ 240,927$ 1,292,927$
178
GENERAL GOVERNMENT
PARKLAND DEDICATION
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
1,292,927 1,292,927 39,927 40,927 41,927 42,927 45,927
50,000$ 50,000$ 0$ 0$ 0$ 0$ 0$
5,000 5,000 1,000 1,000 1,000 3,000 3,000
0 0 0 0 0 0 0
0 0 0 0 0 0 0
55,000$ 55,000$ 1,000$ 1,000$ 1,000$ 3,000$ 3,000$
1,347,927$ 1,347,927$ 40,927$ 41,927$ 42,927$ 45,927$ 48,927$
0 0 0 0 0 0 0
0 150,000 0 0 0 0 0
118,000 120,000 0 0 0 0 0
5,000 5,000 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 20,000 0 0 0 0 0
26,000 26,000 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
90,000 90,000 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 700,000 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 175,000 0 0 0 0 0
14,000 17,000 0 0 0 0 0
0 0 0 0 0 0
5,000 5,000 0 0 0 0 0
258,000$ 1,308,000$ 0$ 0$ 0$ 0$ 0$
1,089,927$ 39,927$ 40,927$ 41,927$ 42,927$ 45,927$ 48,927$
179
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
PROJECT TOTAL
PROJECT BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE
NUMBER AMOUNT FY 01- 02 APPROPRIATIONS FY 02-03
BEGINNING FUND BALANCE:4,466,043$ 6,259,450$ 6,259,450$
ADDITIONAL RESOURCES:
GENERAL OBLIGATION BONDS 1,030,000$ 2,097,000$ 2,097,000$
CERTIFICATES OF OBLIGATIONS 2,316,800 57,000 0
INTRAGOVERNMENTAL 12,231 0 113,071
CONTRIBUTIONS 0 0 0
INVESTMENT EARNINGS 218,820 75,000 150,000
OTHER 555 0 13,530
SUBTOTAL ADDITIONAL RESOURCES 3,578,406$ 2,229,000$ 2,373,601$
TOTAL RESOURCES AVAILABLE 8,044,449$ 8,488,450$ 8,633,051$
PUBLIC FACILITIES
LIBRARY BOOK DONATIONS GG9901 291,348 0 75,000 75,000
* CEMETERY LAND ACQUISITION GG9905 275,000 0 0 275,000
* FIRE STATION # 5 GG0201 1,567,000 1,220 1,317,000 310,000
* CITY CENTER LAND ACQUISITION GG0002 1,560,000 3,200 0 1,651,000
FIRE STATION #1 REHAB. GG0103 677,000 93,522 0 601,000
1 MUNICIPAL COURT/FIRE ADMIN BUILDING GG0100 3,233,069 820,610 113,069 2,396,153
CLOSED PROJECTS 257,963 0 0
SUBTOTAL 1,176,515$ 1,505,069$ 5,308,153$
TECHNOLOGY PROJECTS
HUMAN RESOURCES MODULE CO0021 23,033$ 0$ 0$ 23,030$
PUBLIC SAFETY SYSTEM CO0022 800,000 128,480 0 570,000
AFIX FINGERPRINT SOFTWARE CO0023 25,060 0 0 0
POLICE BOOKING TBD 141,000 0 0 0
POLICE FIELD REPORTING TBD 100,000 0 0 0
FIRE TONE OUT SYSTEM CO0401 50,000 0 0 0
RECORDS STORAGE CO0024 326,000 23,066 57,000 50,000
HAND HELD METER READING REPLACEMENT TBD 50,000 0 0 0
2 AS400 ENHANCEMENT CO0100 175,000 7,654 0 0
PARD AUTOMATION TBD 171,000 0 0 100,000
FIBER OPTIC LOOP ME9701 400,000 179,056 0 150,000
PBX (PHONE SYSTEM) REPLACEMENT TBD 917,000 0 0 0
AUTOMATED CUSTOMER SERVICE CO0102 207,000 93,277 0 35,000
RADIO REPLACEMENT TBD 3,400,000 0 0 0
MOBILE DATA TERMINAL REPLACEMENTS TBD 222,000 0 0 0
ADDITIONAL TECHNOLOGY IMPR. TBD 129,000 0 0 0
WEB SITE REDESIGN TBD 60,000 0 0 60,000
2 ATM NETWORK REPLACEMENT TBD 500,000 0 0 0
TOPOGRAPHIC/AERIAL MAPS TBD 630,000 0 0 0
SUBTOTAL 431,533$ 57,000$ 988,030$
DEBT ISSUANCE COSTS 19,200$ 27,300$ 20,000$
TRANSFERS 89,000 0 0
OTHER 13,749 0 0
GENERAL & ADMIN. CHARGES 55,000 60,000 60,000
TOTAL EXPENDITURES 1,784,997$ 1,649,369$ 6,376,183$
GAAP ADJUSTMENT GAAP 2-$
ENDING FUND BALANCE:6,259,450$ 6,839,081$ 2,256,868$
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 $370,000 Sanitation Fund.
2 - Proposed to be funded through the issuance of Certificates of Obligation.
180
GENERAL GOVERNMENT
FACILITIES AND TECHNOLOGY CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY 03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
2,256,868$ 2,256,868$ 51,368$ 368$ 368$ 3,368$ 6,368$
0$ 0$ 0$ 0$ 0$ 0$ 0$
0 0 700,000 0 0 200,000 0
1,017,000 1,017,000 415,000 3,720,000 72,000 0 0
0 0 0 0 0 0 0
90,000 90,000 10,000 20,000 3,000 3,000 3,000
0 0 0 0 0 0 0
1,107,000$ 1,107,000$ 1,125,000$ 3,740,000$ 75,000$ 203,000$ 3,000$
3,363,868$ 3,363,868$ 1,176,368$ 3,740,368$ 75,368$ 206,368$ 9,368$
000000 0
000000 0
0 1,255,780 0 0 0 0 0
000000 0
000000 0
000000 0
000000 0
-$ 1,255,780$ -$ -$ -$ -$ -$
0$ 0$ 0$ 0$ 0$ 0$ 0$
0 100,000 0 0 0 0 0
000000 0
0 141,000 0 0 0 0 0
0 100,000 0 0 0 0 0
0 50,000 0 0 0 0 0
50,000 50,000 41,000 0 0 0 0
0 0 50,000 0 0 0 0
0 0 200,000 0 0 200,000 0
0 71,000 0 0 0 0 0
100,000 200,000 0 0 0 0 0
917,000 917,000 0 0 0 0 0
0 78,000 0 0 0 0 0
0 0 100,000 3,300,000 0 0 0
0 0 0 155,000 72,000 0 0
0 129,000 0 0 0 0 0
000000 0
0 0 500,000 0 0 0 0
100,000 100,000 265,000 265,000
1,167,000$ 1,936,000$ 1,156,000$ 3,720,000$ 72,000$ 200,000$ 0$
0$ 0$ 0$ 0$ 0$ 0$ 0$
000000 0
000000 0
120,720 120,720 20,000 20,000 0 0 0
1,287,720$ 3,312,500$ 1,176,000$ 3,740,000$ 72,000$ 200,000$ 0$
2,076,148$ 51,368$ 368$ 368$ 3,368$ 6,368$ 9,368$
181
GENERAL GOVERNMENT
CONVENTION CENTER
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
PROJECT
PROJECT BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE
NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03
BEGINNING FUND BALANCE:9,239,193$ 8,817,029$ 8,817,029$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATION 0$ 11,400,000$ 0$
INTRAGOVERNMENTAL 0 1,100,000 600,000
INVESTMENT EARNINGS 329,134 400,000 300,000
SUBTOTAL ADDITIONAL RESOURCES 329,134$ 12,900,000$ 900,000$
TOTAL RESOURCES AVAILABLE 9,568,327$ 21,717,029$ 9,717,029$
PUBLIC FACILITIES
1 CONFERENCE CNTR HWY 30/60 GG0005 18,000,000 338,434 2,803,038 914,000
2 HWY 30/60 INFRASTRUCTURE GG0105 3,900,000 228,787 0 2,767,000
OTHER 6,549 0 0
DEBT SERVICE 127,529 230,000 230,000
GENERAL & ADMIN CHARGES 50,000 50,000 50,000
TOTAL EXPENDITURES 751,299$ 3,083,038$ 3,961,000$
GAAP 1
ENDING FUND BALANCE:8,817,029$ 18,633,991$ 5,756,029$
1 - Convention Center funded through $5,500,000 in C.O.s, $500,000 from the Electric Fund, & $600,000 from the Hotel Motel Fund.
2 - Hwy 30/60 Corridor development costs funded through $1,560,000 Electric Fund, $1,690,000 Water Fund, & $400,000 Wastewater Fund.
182
GENERAL GOVERNMENT
CONVENTION CENTER
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY 03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
5,756,029$ 5,756,029$ 4,893,189$ 300,939$ 306,939$ 312,939$ 318,939$
11,900,000$ 11,900,000$ 0$ 0$ 0$ 0$ 0$
250,000 250,000 00000
300,000 300,000 35,000 6,000 6,000 6,000 6,000
12,450,000$ 12,450,000$ 35,000$ 6,000$ 6,000$ 6,000$ 6,000$
18,206,029$ 18,206,029$ 4,928,189$ 306,939$ 312,939$ 318,939$ 324,939$
5,805,712 12,108,750 4,627,250 0 0 0 0
0 1,133,000 0 0 0 0 0
0 0 0 0 0 0 0
29,750 29,750 0 0 0 0 0
41,340 41,340 0 0 0 0 0
5,876,802$ 13,312,840$ 4,627,250$ 0$ 0$ 0$ 0$
12,329,227$ 4,893,189$ 300,939$ 306,939$ 312,939$ 318,939$ 324,939$
183
GENERAL GOVERNMENT
BUSINESS PARK
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
PROJECT TOTAL
PROJECT BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE
NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03
BEGINNING FUND BALANCE:2,435,179$ 2,309,264$ 2,309,264$
ADDITIONAL RESOURCES:
CERTIFICATES OF OBLIGATIONS 0$ 3,150,000$ 0$
INTRAGOVERNMENTAL 0 0 0
INVESTMENT EARNINGS 84,138 150,000 70,000
OTHER 74 0 0
SUBTOTAL ADDITIONAL RESOURCES 84,212$ 3,300,000$ 70,000$
TOTAL RESOURCES AVAILABLE 2,519,391$ 5,609,264$ 2,379,264$
BUSINESS PARK FUND
BUSINESS PARK PHASE II & III GG9705 2,050,000 56,203 0 0
SPRING CREEK CORPORATE CAMPUS PHASE I DE0001 2,729,000 83,424 225,000 409,000
NEW BUS CENTER B DE0002 2,750,000 0 717,000 0
000
000
000
OTHER 500 0 0
DEBT ISSUANCE COST 15,000 15,000
GENERAL & ADMIN CHARGES 70,000 50,000 50,000
TOTAL EXPENDITURES 210,127$ 1,007,000$ 474,000$
GAAP
ENDING FUND BALANCE:2,309,264$ 4,602,264$ 1,905,264$
184
GENERAL GOVERNMENT
BUSINESS PARK
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY 03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
2,309,264$ 1,905,264$ 2,165,264$ 360,264$ 390,264$ 420,264$ 450,264$
3,150,000$ 3,150,000$ 500,000$ 0$ 0$ 0$ 0$
0 0 0 0 0 0 0
100,000 100,000 30,000 30,000 30,000 30,000 0
0 0 0 0 0 0 0
3,250,000$ 3,250,000$ 530,000$ 30,000$ 30,000$ 30,000$ 0$
5,559,264$ 5,155,264$ 2,695,264$ 390,264$ 420,264$ 450,264$ 450,264$
250,000 250,000 0 0 0 0 0
2,320,000 2,320,000 00000
0 415,000 2,335,000 0000
0000000
0000000
0000000
0 5,000 00000
0 00000
00 0 0 0 0 0
2,570,000$ 2,990,000$ 2,335,000$ 0$ 0$ 0$ 0$
2,989,264$ 2,165,264$ 360,264$ 390,264$ 420,264$ 450,264$ 450,264$
185
Embracing the Past
Exploring the Future
ENTERPRISE FUNDS
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
$48,354,700 and expenditures are approved at
$44,943,565 in FY 04.
Water Fund revenue for FY 04 is estimated to be
$9,316,700. This is 1.3% below the FY 03 year
end estimate of $9,437,663. This slight decline
is due to revenues received from the sale of the
Park Place Water Tower property in FY 03. No
additional revenues for the sale of City property
is anticipated for FY 04.
Customer growth is projected to be 3% based on
historical trends, overall economic indicators and
population projections; however, weather
conditions may impact water consumption.
There are no water rate changes approved in FY
04.
FY 04 operating expenditures in the Water Fund
are projected to be approximately $5,000,895 or
7.5% above the FY 03 revised budget.
SLAs in the Water Division total $199,800 in
the FY 04 Approved Budget. These SLA’s
include $72,800 for the equipment to assist with
power interruptions and blackouts, $40,000 for
protective coating on pump stations, $12,000
for chlorine covers, $25,000 for SCADA
equipment, $5,000 to train technical personnel,
and $45,000 to design a drainage structure.
The FY 04 approved non operating budget is
$13,802,687 or an increase of 177% over the
FY 03 revised budget. The large portion of this
increase is the $10,400,000 included for capital
projects. Existing resources in the Water Fund
will be used for capital projects rather than debt.
Total Wastewater Fund revenue is projected to be
$9,477,800. This is 11.24% higher than the FY
03 revised budget estimate.
Residential and commercial usage is projected to
increase by 2% in FY 04. Additionally, a rate
change to generate a 4% revenue is approved for
FY 04. The rate change has been forecast for a
number of years and is a result of the capital
projects constructed in recent years including the
expansion of the Lick Creek wastewater
treatment plant.
Wastewater Fund operating expenditures are
projected to be $4,600,967 or a 4.7% increase
over the FY 03 revised budget.
The approved budget includes $186,960 in
SLAs for the Wastewater Division. These SLAs
include $33,500 for TCEQ mandate permit
renewals, $28,000 for maintenance of
equipment to help deal with power interruptions
and blackouts, $74,000 for additional equipment
for the sewer television van, $32,750 for
SCADA equipment, $5,000 for training for
technical personnel. $13,710 is also included to
replace uninterrupted power supply devices.
FY 04 Wastewater Fund nonoperating
expenditures is approved to be $4,530,908 or
4.6% above the FY 03 revised budget.
Combined Utility Revenue Bonds are issued to
provide for capital expansion and replacements
for the various utility services. No utility revenues
bonds are projected in FY 04 for water capital
projects. $4,000,000 in utility revenue bonds
are projected for wastewater capital projects in
FY 04.
187
PUBLIC UTILITIES
WAREHOUSE
ADMINISTRATION
TECHNICAL
DISPATCH
ELECTRICAL
ELECTRIC
MANAGER
ENVIRONMENTAL
SERVICES
FIELD
OPERATIONS
PLANT
OPERATIONS
WATER AND
WASTEWATER
MANAGER
DIRECTOR
CITY MANAGER
ADMINISTRATION
MANAGER
188
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 02 TO FY 03
REVENUES
TOTAL REVENUES 45,826,061$ 47,759,000$ 46,913,650$ 48,354,700$ 48,354,700$ 1.25%
TOTAL EXPENDITURES/TRANSFERS 46,062,984$ 44,948,170$ 53,909,903$ 44,460,244$ 45,043,565$ 0.21%
INCREASE (DECREASE) IN
WORKING CAPITAL (236,923)$ 2,810,830$ (6,996,253)$ 3,894,456$ 3,311,135$
BEGINNING WORKING CAPITAL 14,783,766$ 14,546,843$ 14,546,843$ 7,550,590$ 7,550,590$
ENDING WORKING CAPITAL 14,546,843$ 17,357,673$ 7,550,590$ 11,445,046$ 10,861,725$
ELECTRIC FUND
CITY OF COLLEGE STATION
FUND SUMMARY
189
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
REVENUES
RESIDENTIAL 6,242,414$ 6,530,000$ 6,450,000$ 6,579,000$ 6,579,000$ 0.75%
COMMERCIAL/INDUSTRIAL 1,888,223 1,957,000 1,850,000 1,887,000 1,887,000 (3.58%)
OTHER OPERATING 541,702 455,000 516,000 526,400 526,400 15.69%
INVESTMENT EARNINGS 426,223 550,000 300,000 306,000 306,000 (44.36%)
OTHER NONOPERATING 44,131 16,000 321,663 18,300 18,300 14.4%
TOTAL REVENUES 9,142,693$ 9,508,000$ 9,437,663$ 9,316,700$ 9,316,700$ (2.01%)
EXPENDITURES AND TRANSFERS
PRODUCTION 1,518,752$ 3,142,431$ 2,992,971$ 3,087,272$ 3,308,897$ 5.30%
DISTRIBUTION 1,500,460 559,733 601,606 562,489 562,489 0.49%
CAPITAL OUTLAY 0 0 181,646 142,746 142,746 N/A
ENVIRONMENTAL SERVICES 563,321 0 0 0 0 N/A
PAY PLAN/BENEFIT ADJUSTMENTS 0 0 4,214 0 0 N/A
NET GEN./ADMIN. TRANSFERS 873,643 885,270 885,270 880,486 916,763 3.56%
OTHER 6,599 0 0 0 0 N/A
CONTINGENCY 0 64,382 0 70,000 70,000 8.73%
TOTAL OPERATING
EXPEND. AND TRANSFERS 4,462,775$ 4,651,816$ 4,665,707$ 4,742,993$ 5,000,895$ 7.50%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 62,500$ 12,500$ 12,500$ 12,500$ 12,500$ 0.00%
DEBT SERVICE TRANSFER 2,054,563 2,525,390 2,285,390 2,490,947 2,490,947 (1.36%)
OTHER 0 65,882 0 0 0 (100.00%)
CAPITAL PROJECTS FUNDING 0 1,481,646 1,300,000 10,400,000 10,400,000 601.92%
EMPLOYEE BENEFITS TRANSFER 0 0 0 0 0
RETURN ON INVESTMENT 861,300 893,200 893,200 899,240 899,240 0.68%
TOTAL NONOPERATING EXPEND.2,978,363$ 4,978,618$ 4,491,090$ 13,802,687$ 13,802,687$ 177.24%
TOTAL EXPENDITURES/TRANSFERS 7,441,138$ 9,630,434$ 9,156,797$ 18,545,680$ 18,803,582$ 95.25%
INCREASE (DECREASE) IN
WORKING CAPITAL 1,701,555$ (122,434)$ 280,866$ (9,228,980)$ (9,486,882)$
BEGINNING WORKING CAPITAL 9,416,256$ 11,117,811$ 11,117,811$ 11,398,677$ 11,398,677$
ENDING WORKING CAPITAL 11,117,811$ 10,995,377$ 11,398,677$ 2,169,697$ 1,911,795$
CITY OF COLLEGE STATION
WATER FUND
FUND SUMMARY
WATER FUND - SOURCES
RESIDENT.
71%
OTHER
OPERATING
6% COMM./
INDUSTRIAL
20%
INVEST.
EARNINGS
3%
WATER FUND - USES
PRODUCT.
67%
CAPITAL
OUTLAY
3%
DISTRIBUT.
11%
GEN./ADMIN.
TRANSFERS
18% CONTING.
1%
190
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
PRODUCTION 1,518,752$ 3,331,097$ 3,174,617$ 3,230,018$ 3,451,643$ 3.62%
DISTRIBUTION 1,500,460 559,733 601,606 562,489 562,489 0.49%
ENGINEERING SUPPORT 563,321 0 0 0 0 N/A
WATER FUND TOTAL 3,582,533$ 3,890,830$ 3,776,223$ 3,792,507$ 4,014,132$ 3.17%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 1,420,511$ 1,449,922$ 1,462,203$ 1,451,547$ 1,473,372$ 1.62%
SUPPLIES 131,270 482,399 478,385 472,153 524,753 8.78%
MAINTENANCE 376,735 98,801 91,890 97,069 97,069 (1.75%)
PURCHASED SERVICES 1,454,937 1,678,062 1,562,099 1,628,992 1,739,192 3.64%
CAPITAL OUTLAY 199,080 181,646 181,646 142,746 179,746 (1.05%)
WATER FUND TOTAL 3,582,533$ 3,890,830$ 3,776,223$ 3,792,507$ 4,014,132$ 3.17%
PERSONNEL SUMMARY BY ACTIVITY CENTER
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
ACTIVITY CENTER FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
PRODUCTION 6.0 6.0 31.0 31.0 31.0 0.00%
DISTRIBUTION 15.0 15.0 0.0 0.0 0.0 0.00%
ENGINEERING SUPPORT 10.0 10.0 0.0 0.0 0.0 0.00%
WATER FUND TOTAL 31.0 31.0 31.0 31.0 31.0 0.00%
SERVICE LEVEL ADJUSTMENTS
WATER PRODUCTION
72,800$
40,000
Chlorine covers 12,000
SCADA equipment 25,000
Training for technical personnel 5,000
Design of drainage structure 45,000
WATER FUND 199,800$
Equipment for interuption/blackouts
Protective Coating on Pump Station
191
Debt Service Requirements
Water Fund
ALL SERIES
FISCAL
YEAR PRINICIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY04 1,157,068 1,333,879 2,490,947 27,137,687
FY05 1,256,863 1,275,807 2,532,670 25,980,619
FY06 1,307,358 1,212,375 2,519,733 24,723,756
FY07 1,179,953 1,153,069 2,333,022 23,416,398
FY08 1,240,686 1,097,514 2,338,199 22,236,445
FY09 1,299,369 1,037,588 2,336,956 20,995,760
FY10 1,366,540 968,581 2,335,121 19,696,391
FY11 1,436,549 891,411 2,327,960 18,329,852
FY12 1,510,559 813,229 2,323,788 16,893,302
FY13 1,587,207 736,221 2,323,428 15,382,743
FY14 1,663,643 656,697 2,320,340 13,795,536
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
FY19 1,396,634 218,927 1,615,560 5,013,273
FY20 1,473,411 146,064 1,619,475 3,616,639
FY21 1,554,877 69,373 1,624,251 2,143,227
FY22 588,350 15,076 603,426 588,350
Water Debt Service
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
FY04FY05FY06FY07FY08FY09FY10FY11FY12FY13FY14FY15FY16FY17FY18FY19FY20FY21FY22PRINICIPAL INTEREST
192
CITY OF COLLEGE STATION
WASTEWATER FUND
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
REVENUES
RESIDENTIAL 6,718,484$ 6,987,500$ 7,192,000$ 7,335,800$ 7,623,500$ 9.10%
COMMERCIAL/INDUSTRIAL 1,121,061 1,157,500 1,350,000 1,377,000 1,431,000 23.63%
OTHER OPERATING 323,038 225,000 305,000 311,100 311,100 38.27%
INVESTMENT EARNINGS 127,455 150,000 100,000 102,000 102,000 (32.00%)
OTHER NONOPERATING 25,935 0 10,000 10,200 10,200 N/A
TOTAL REVENUES 8,315,973$ 8,520,000$ 8,957,000$ 9,136,100$ 9,477,800$ 11.24%
EXPENDITURES AND TRANSFERS
SEWER TREATMENT 1,813,719$ 1,204,653$ 1,143,441$ 1,143,441$ 1,288,769$ 6.98%
SEWER COLLECTION 1,117,804 2,102,074 2,156,714 2,201,023 2,241,773 6.65%
CAPITAL OUTLAY 0 169,773 169,000 121,873 146,873 (13.49%)
PAY PLAN ADJUSTMENTS 0 0 0 0 N/A
NET GEN./ADMIN. TRANSFERS 746,025 857,053 857,053 858,342 863,552 0.76%
OTHER 2,289 0 0 0 0 N/A
CONTINGENCY 0 59,742 0 60,000 60,000 0.43%
TOTAL OPERATING
EXPEND. AND TRANSFERS 3,679,837$ 4,393,295$ 4,326,208$ 4,384,679$ 4,600,967$ 4.73%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 10,000$ 10,000$ 10,000$ 10,000$ 20,000$ 100.00%
DEBT SERVICE TRANSFER 3,166,265 3,509,108 3,509,108 3,571,608 3,571,608 1.78%
CAPITAL PROJECTS 0 0 0 0
OTHER 0 1,800 0 0 0 (100.00%)
RETURN ON INVESTMENT 719,500 817,000 817,000 939,300 939,300 14.97%
0
TOTAL NONOPERATING EXPEND.3,895,765$ 4,337,908$ 4,336,108$ 4,520,908$ 4,530,908$ 4.45%
TOTAL EXPENDITURES/TRANSFERS 7,575,602$ 8,731,203$ 8,662,316$ 8,905,587$ 9,131,875$ 4.59%
INCREASE (DECREASE) IN
WORKING CAPITAL 740,371$ (211,203)$ 294,684$ 230,513$ 345,925$
BEGINNING WORKING CAPITAL 3,016,667$ 3,757,038$ 3,757,038$ 4,051,722$ 4,051,722$
ENDING WORKDING CAPITAL 3,757,038$ 3,545,835$ 4,051,722$ 4,282,235$ 4,397,647$
WASTEWATER FUND - SOURCES
RESIDENTIAL
81%
COMMERCIAL/
INDUSTRIAL
15%
OTHER
OPERATING
3%
INVESTMENT
EARNINGS
1%
WASTEWATER FUND - USES
CAPITAL
OUTLAY
2%
TREAT.
14%
DEBT
SERVICE
TRANSFER
39%
CONTING.
1%
GEN./ADMI
N.
TRANSFERS
COLLECT
25%
ROI
10%
193
CITY OF COLLEGE STATION
WASTEWATER O&M
SUMMARY
EXPENDITURE BY ACTIVITY CENTER
REVISED ESTIMATED BASE APPROVED APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM
ACTIVITY FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04
TREATMENT 1,813,719$ 1,374,326$ 1,312,045$ 1,265,314$ 121,210$ 1,386,524$ 0.89%
COLLECTION 1,117,804 2,102,074 2,156,714 2,201,023 89,868 2,290,891 8.98%
WASTEWATER FUND TOTAL 2,931,523$ 3,476,400$ 3,468,759$ 3,466,337$ 211,078$ 3,677,415$ 5.78%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET SLAS BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 1,526,936$ 1,570,687$ 1,588,824$ 1,616,481$ 24,118$ 1,640,599$ 4.45%
SUPPLIES 290,885 475,337 429,832 480,337 22,000 502,337 5.68%
MAINTENANCE 368,329 182,081 177,153 172,675 13,710 186,385 2.36%
PURCHASED SERVICES 722,573 1,078,622 1,103,277 1,074,971 151,250 1,226,221 13.68%
CAPITAL OUTLAY 22,800 169,673 169,673 121,873 0 121,873 (28.17%)
WASTEWATER FUND TOTAL 2,931,523$ 3,476,400$ 3,468,759$ 3,466,337$ 211,078$ 3,677,415$ 5.78%
PERSONNEL SUMMARY BY ACTIVITY CENTER
REVISED BASE APPROVED APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET SLAS BUDGET BUDGET FROM
ACTIVITY FY 01 FY 02 FY 03 FY 04 FY 04 FY 04 FY 03 TO FY 04
TREATMENT 20.0 21.0 0.0 0.0 0.0 0.0 0.00%
COLLECTION 16.0 17.0 38.0 38.0 0.0 38.0 0.00%
WASTEWATER FUND TOTAL 36.0 38.0 38.0 38.0 0.0 38.0 0.00%
SERVICE LEVEL ADJUSTMENTS
TCEQ Mandate permit renewals 33,500$
Equipment maintenance for interuptions/blackouts 28,000
Equipment of the TV Sewer Van 74,000
SCADA Equipment 25,000
SCADA Workstation Computer 7,750
Training for Technical Personnel 5,000
Uninterupted Power
Supply--replacement cost 13,710
WASTEWATER FUND 186,960$
*Collection cost center includes $121,873 budgeted in non-departmental account
* Collection cost center includes $47,800 in SLA's budgeted in non-departmental account
194
Debt Service Requirements
Wastewater
ALL SERIES
FISCAL
YEAR PRINCIPAL INTEREST
FISCAL YEAR
PAYMENT
PRINCIPAL
OUTSTANDING
OCT. 1
FY04 1,814,682 1,592,926 3,407,608 37,819,563
FY05 2,006,729 1,738,760 3,745,489 36,004,881
FY06 2,058,321 1,640,577 3,698,898 33,998,153
FY07 2,024,151 1,544,110 3,568,261 31,939,832
FY08 2,080,505 1,452,140 3,532,645 29,915,681
FY09 2,136,246 1,358,456 3,494,702 27,835,176
FY10 2,203,999 1,254,538 3,458,537 25,698,930
FY11 2,267,914 1,142,102 3,410,016 23,494,931
FY12 2,342,579 1,028,126 3,370,705 21,227,017
FY13 2,419,605 913,931 3,333,536 18,884,438
FY14 2,344,343 799,028 3,143,371 16,464,833
FY15 1,970,430 690,959 2,661,389 14,120,490
FY16 2,073,080 586,558 2,659,638 12,150,060
FY17 2,128,129 477,418 2,605,547 10,076,980
FY18 1,902,789 372,174 2,274,963 7,948,851
FY 19 1,464,823 284,099 1,748,921 6,046,062
FY 20 1,545,556 205,371 1,750,928 4,581,240
FY 21 1,625,765 122,612 1,748,377 3,035,683
FY 22 776,891 59,154 836,045 1,409,918
FY 23 307,339 28,761 336,101 633,028
FY 24 325,688 9,771 335,459 325,688
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
FY04FY05FY06FY07FY08FY09FY10FY11FY12FY13FY14FY15FY16FY17FY18FY 19FY 20FY 21FY 22PRINCIPAL INTEREST
195
SANITATION FUND
The Sanitation Fund is an enterprise fund that
accounts for the activities of collecting and
disposing of residential and commercial refuse
in the City. This service includes once a week
residential collection, once a week bulky item
pickup, once a week brush/yard clippings pick
up, and once per week recycling pick up. The
recycling program and Clean and Green
activities are designed to help reduce the
amount of solid waste deposited into the landfill.
The Sanitation Fund also funds the street
sweeping operations of the City.
This fund is prepared on the modified accrual
basis where cash transactions are included in
the budget presentation in lieu of non cash
transactions such as depreciation. The focus is
on the net change in working capital.
Revenues for the Sanitation Fund are budgeted
at $4,771,580 in FY 04. This is an increase of
approximately 2.66% over the FY 03 revised
budget. The residential and commercial
customer bases are expected to grow by 2%
based on analysis of building permits and
growth.
Operating expenditures for the Sanitation Fund
in FY 04 are expected to increase 1.19% from
the FY 03 revised budget.
Non-operating expenditures in the Sanitation
Fund are expected to rise 6.45% from the
previous fiscal year.
The Sanitation Fund will continue to provide
funding for Keep Brazos Beautiful, an outside
agency dedicated to beautification and litter
abatement. College Station’s portion of Keep
Brazos Beautiful’s approved budget for FY 04
totals $65,000.
196
CITY OF COLLEGE STATION
SANITATION FUND
SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
REVENUES
RESIDENTIAL 2,575,734$ 2,817,060$ 2,880,000$ 2,937,600$ 2,937,600$ 4.28%
COMMERCIAL/INDUSTRIAL 1,669,082 1,717,000 1,724,000 1,758,480 1,758,480 2.42%
OTHER OPERATING 50,253 53,000 43,800 44,700 44,700 (15.66%)
INVESTMENT EARNINGS 52,535 55,000 30,200 30,800 30,800 (44.00%)
OTHER NONOPERATING 25,253 6,000 100 0 0 (100.00%)
TOTAL REVENUES 4,372,857$ 4,648,060$ 4,678,100$ 4,771,580$ 4,771,580$ 2.66%
EXPENDITURES AND TRANSFERS
RESIDENTIAL 2,088,480$ 2,240,635$ 2,236,377$ 2,204,919$ 2,218,916$ (0.97%)
COMMERCIAL 1,886,119 1,700,628 1,701,728 1,713,003 1,719,243 1.09%
GENERAL & ADMIN. TRANSFERS 389,731 416,871 416,871 442,623 447,833 7.43%
OUTSIDE AGENCY FUNDING 15,000 40,000 15,000 65,000 65,000 62.50%
CONTINGENCY 0 49,743 0 50,000 50,000 0.52%
TOTAL OPERATING
EXPEND. AND TRANSFERS 4,379,330$ 4,447,877$ 4,369,976$ 4,475,545$ 4,500,992$ 1.19%
NONOPERATING EXPENDITURES
ECONOMIC DEVELOPMENT 12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 0.00%
OTHER NON OPERATING 0 1,000 0 0 0 (100.00%)
RETURN ON INVESTMENT 294,200 310,000 310,000 331,855 331,855 7.05%
TOTAL NONOPERATING
EXPENDITURES 306,700$ 323,500$ 322,500$ 344,355$ 344,355$ 6.45%
TOTAL OPERATING AND
NONOPERATING EXP & TRANSFERS 4,686,030$ 4,771,377$ 4,692,476$ 4,819,900$ 4,845,347$ 1.55%
INCREASE (DECREASE) IN
WORKING CAPITAL (313,173)$ (123,317)$ (14,376)$ (48,320)$ (73,767)$
BEGINNING WORKING CAPITAL 1,618,296$ 1,305,123$ 1,305,123$ 1,290,747$ 1,290,747$
ENDING WORKING CAPITAL 1,305,123$ 1,181,806$ 1,290,747$ 1,242,427$ 1,216,980$
SANITATION FUND - SOURCES
RESIDENTIAL
62%
OTHER
OPERATING
1%
INVESTMENT
EARNINGS
1% COMM./
INDUSTRIAL
37%
SANITATION FUND - USES
CONTINGENCY
1%
COMMERCIAL
35%
RESIDENTIAL
47%
197
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
RESIDENTIAL COLLECTION 2,088,480$ 2,240,635$ 2,261,804$ 2,204,919$ 2,218,916$ (0.97%)
COMMERCIAL COLLECTION 1,886,119 1,700,628 1,701,728 1,713,003 1,719,243 1.09%
DIVISION TOTAL 3,974,599$ 3,941,263$ 3,963,532$ 3,917,922$ 3,938,159$ (0.08%)
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 1,281,090$ 1,378,841$1,378,841$ $1,408,511 $1,428,748 3.62%
SUPPLIES 193,530 211,630 212,201 211,631 211,631 0.00%
MAINTENANCE 615,327 455,762 475,416 440,100 440,100 (3.44%)
PURCHASED SERVICES 1,884,652 1,853,030 1,855,074 1,857,680 1,857,680 0.25%
CAPITAL OUTLAY 0 42,000 42,000 0 0 (100.00%)
DIVISION TOTAL 3,974,599$ 3,941,263$ 3,963,532$ 3,917,922$ 3,938,159$ (0.08%)
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
ACTIVITY FY 00 FY 01 FY 02 FY 04 FY 04 FY 03 TO FY 04
RESIDENTIAL COLLECTION 24.5 24.5 25.5 25.5 25.5 0.00%
COMMERCIAL COLLECTION 10.0 11.0 11.0 11.0 11.0 0.00%
DIVISION TOTAL 34.5 35.5 36.5 36.5 36.5 0.00%
198
PARKING ENTERPRISE FUND
The Parking Enterprise Fund was created to
account for revenues and expenditures resulting
from operation of the City’s parking facilities.
These revenues come from the Patricia Street
parking lot, the College Main Parking Garage,
and the metered on street parking in the
Northgate area.
This fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non cash
transactions such as depreciation. The focus is
on the net change in working capital.
Revenues from the Patricia Street parking lot
fees, the parking garage, and the metered
parking are projected to be $444,100 and
parking fines are projected to be $94,500 in FY
04.
Expenditures related to the Patricia Street
parking lot and the College Main Parking Garage
are forecast to be $407,033. This includes a
SLA in the amount of $14,250 for the purchase
of citation computer and digital camera for
parking enforcement officers.
The debt service for the parking garage is
approved to be paid out of the Parking Enterprise
Fund in FY 04. The debt service payment is
$511,015 in FY 04. In the last two years the
debt service was paid for out of a different
funding source.
Total expenditures in the Parking Enterprise
Fund are approved to be $918,048.
199
CITY OF COLLEGE STATION
PARKING ENTERPRISE
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING FUND BALANCE 1,108,810$ 833,322$ 833,322$ 1,055,843$ 1,055,843$
REVENUES
PARKING FEES 364,177$ 374,000$ 435,440$ 444,100$ 444,100$ 18.74%
PARKING FINES 87,884 82,000 92,600 94,500 94,500 15.24%
INVESTMENT EARNINGS 50,736 0 24,600 25,100 25,100 N/A
OTHER 76,646 0 0 0 0 N/A
TOTAL REVENUES 579,443$ 456,000$ 552,640$ 563,700$ 563,700$ 23.62%
EXPENDITURES
PARKING OPERATIONS 408,861$ 367,556$ 330,119$ 368,560$ 385,135 4.78%
GENERAL AND ADMIN TRANSFER 13,000 0 0 21,898 21,898 N/A
CAPITAL OUTLAY 114,376 0 0 0 0 N/A
TRANSFERS/DEBT SERVICE 225,000 0 0 0 511,015 N/A
CONTINGENCY 0 3 0 0 0 (100.00%)
TOTAL EXPENDITURES 761,237$ 367,559$ 330,119$ 390,458$ 918,048$ 149.77%
GAAP ADJUSTMENT (93,694)$
INCREASE (DECREASE)
IN FUND BALANCE (181,794)$ 88,441$ 222,521$ 173,242$ (354,348)$
ENDING FUND BALANCE 833,322$ 921,763$ 1,055,843$ 1,229,085$ 701,495$
PARKING ENTERPRISE FUND - SOURCES
INVESTMENT
EARNINGS
4%
PARKING FINES
17%
PARKING FEES
79%
PARKING ENTERPRISE FUND - USES
PARKING
OPERATIONS
42%
GENERAL AND
ADMIN
TRANSFER
2%
TRANS./DEBT
SERVICE
56%
200
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
PARKING 408,860$ 367,556$329,751$ 368,560$ 385,135$ 4.78%
DIVISION TOTAL 408,860$ 367,556$ 329,751$ 368,560$ 385,135$ 4.78%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 153,916$ 222,519$174,148$ 224,027$ 226,352$ 1.72%
SUPPLIES 35,935 18,738 23,726 18,738 31,688 69.11%
MAINTENANCE 3,772 11,668 11,305 15,702 17,002 45.71%
PURCHASED SERVICES 154,017 108,831 114,772 110,093 110,093 1.16%
CAPITAL OUTLAY 61,220 5,800 5,800 0 0 (100.00%)
DIVISION TOTAL 408,860$ 367,556$ 329,751$ 368,560$ 385,135$ 4.78%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
PARKING 8.0 8.0 8.0 8.0 8.0 0.00%
DIVISION TOTAL 8.0 8.0 8.0 8.0 8.0 0.00%
SERVICE LEVEL ADJUSTMENTS
Digital Cameras $14,250
PARKING ENTERPRISE TOTAL $14,250
201
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY FUND
The Brazos Valley Solid Waste Management
Agency (BVSWMA) is a joint action agency owned
by the Cities of College Station and Bryan. The
agency is responsible for providing solid waste
disposal services within all appropriate guidelines
and regulations. This joint agency has resulted in
cost savings and increased efficiencies due to the
deletion of duplicated services, planning and
staffing and the economies of scale offered by a
larger operation.
This fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non-cash
transactions such as depreciation. The focus is
on the net change in working capital.
Base budget revenues for BVSWMA are
projected to decrease by 15.53%. This decrease
is due primarily to the loss of approximately
$700,000 a year due to the decision of the City
of Huntsville to no longer use the Rock Prairie
Road Landfill. This decision was made by
Huntsville for financial reasons, and they have
indicated they would return to BVSWMA when
the Grimes County landfill is operational. The
impact of this revenue loss will be examined.
Approved expenditures for Landfill Operations
are $5,141,277 reflects a 6.41% decrease from
the FY 03 revised budget. These approved
expenditures include two service level
adjustments. The first, $600,000 will be used for
the design and construction of approximately 70
acres of Pre-Subtitle D and Subtitle D Final Cover
for the Rock Prairie Road Landfill. Funds from
this SLA will also be used to provide an Active
Gas Collection and Control System (GCCS). The
second SLA, requests $1,100,000 the
construction and oversight of Fill Sector 18 at the
Rock Prairie Road Landfill.
The Administration budget is approved to be
$1,346,758, which represents a 6.30% increase
in expenditures from the FY 03 revised budget.
Non-departmental expenses for the Approved FY
04 budget are estimated at $473,264, which
represents an 8.88% increase from the FY 03
revised budget.
202
CITY OF COLLEGE STATION
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY (BVSWMA)
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
REVENUES
LANDFILL CHARGES 5,396,413$ 5,393,280$ 5,221,600$ 4,626,000$ 4,626,000$ (14.23%)
INTEREST 482,578 450,000 310,000 310,000 310,000 (31.11%)
OTHER 45,217 0 18,220 0 0 N/A
TOTAL REVENUES 5,924,208$ 5,843,280$ 5,549,820$ 4,936,000$ 4,936,000$ (15.53%)
EXPENDITURES AND TRANSFERS
LANDFILL OPERATIONS 2,951,262$ 5,493,198$ 5,614,314$ 3,393,432$ 5,141,277$ (6.41%)
ADMINISTRATIVE 1,546,479 1,266,898 1,448,374 1,344,551 1,346,758 6.30%
PAY/BENEFIT ADJUSTMENTS 0 0 6,862 0 0
EXPEND & TRANSFERS SUBTOTAL 4,497,741$ 6,760,096$ 7,069,550$ 4,737,983$ 6,488,035$ (4.02%)
DEPARTMENTAL - NON-OPERATING
CONTRIBUTIONS 0$ 20,000$ 20,000$ 20,000$ 20,000$ 0.00%
OTHER 0 0 0 0 0 N/A
DEPT. NON-OPERATING SUBTOTAL 0$ 20,000$ 20,000$ 20,000$ 20,000$ 0.00%
NON-DEPARTMENTAL
PRINCIPAL PAYMENTS 0$ 0$ 0$ 0$ N/A
INTEREST PAYMENTS 0 0 0 0 0 N/A
GENERAL & ADMIN. TRANSFERS 334,893 348,148 348,148 387,064 388,264 N/A
CAPITAL OUTLAY 0 0 0 0 0 (100.00%)
CONTINGENCY 0 85,000 0 85,000 85,000
MISCELLANEOUS 0 0 0 0 0 N/A
OTHER 0 1,500 1,500 0 0 (100.00%)
NON-DEPARTMENTAL SUBTOTAL 334,893$ 434,648$ 349,648$ 472,064$ 473,264$ 8.88%
TOTAL OPERATING EXPENDITURES
AND TRANSFERS 4,832,634$ 7,214,744$ 7,439,198$ 5,230,047$ 6,981,299$ (3.24%)
INCREASE (DECREASE) IN WORKING
CAPITAL FROM OPERATIONS 1,091,574$ (1,371,464)$ (1,889,378)$ (294,047)$ (2,045,299)$ 49.13%
GAAP ADJUSTMENT 7,833$
BEGINNING WORKING CAPITAL 9,916,691$ 11,016,098$ 11,016,098$ 9,126,720$ 9,126,720$
ENDING WORKING CAPITAL 11,016,098$ 9,644,634$ 9,126,720$ 8,832,673$ 7,081,421$
BVSWMA FUND - SOURCES
INTEREST
6%
LANDFILL
CHARGES
94%
BVSWMA-USES
LANDFILL
OPERATIONS
74%
ADMINISTRATIVE
19%
CONTINGENCY
1% GENERAL &
ADMIN. TRANSFERS
6%
203
CITY OF COLLEGE STATION
BRAZOS VALLEY SOLID WASTE MANAGEMENT AGENCY
DIVISION SUMMARY
EXPENDITURE BY DEPARTMENT
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
LANDFILL OPERATIONS 2,951,258$ 5,493,198$ 5,614,314$ 3,393,432$5,141,277$ (6.41%)
ADMINISTRATION 1,546,478 1,266,898 1,448,374 1,344,551 1,346,758 6.30%
DEPARTMENT TOTAL 4,497,736$ 6,760,096$ 7,062,688$ 4,737,983$6,488,035$ (4.02%)
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 1,127,370$ 1,282,670$ 1,252,019$ 1,254,238$1,269,290$ (1.04%)
SUPPLIES 403,809 583,286 573,170 422,646 422,646 (27.54%)
MAINTENANCE 180,801 188,054 188,127 187,763 187,763 (0.15%)
PURCHASED SERVICES 2,462,812 4,614,586 4,635,215 2,803,336 4,503,336 (2.41%)
GENERAL CAPITAL 122,944 91,500 214,157 0 35,000 (61.75%)
PURCHASED SERVICES 200,000 0 200,000 70,000 70,000 N/A
DEPARTMENT TOTAL 4,497,736$ 6,760,096$ 7,062,688$ 4,737,983$6,488,035$ (4.02%)
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
LANDFILL OPERATIONS 22.50 22.50 22.50 22.50 22.50 0.00%
ADMINISTRATION 4.00 4.00 3.00 3.00 3.00 (25.00%)
DEPARTMENT TOTAL 26.5 26.5 25.5 25.5 25.5 0.00%
SERVICE LEVEL ADJUSTMENTS
LANDFILL OPERATIONS Rock Prairie Road Landfill Final Cover and Gas Recovery 600,000$
Rock Prairie Road Landfill Fill Sector 18 1,100,000
Landfill Generator 35,000
BVSWMA Total 1,735,000$
204
UTILITIES
CAPITAL PROJECTS BUDGET
The City of College Station develops and adopts a
five year Capital Improvements Project List. The list
is updated annually and is presented for City Council
review as a part of the annual budget process. The
list consolidates all anticipated capital needs for
which funding authorization exists. The list is divided
into several sections depending on the services
provided and the funding source.
Revenue bonds are authorized to be issued any time
there is a need for financing capital construction or
acquisition and where the asset will reside in one or
more of the City's enterprise funds. The City's
enterprise funds include Electric, Water, Wastewater,
and Solid Waste Collection. Generally, revenue
bonds do not require voter approval. These bonds
are repaid from the revenues generated by the
utilities.
No revenue bonds are projected to be issued for any
of the water capital improvement projects, however
$4,000,000 is projected to be issued for wastewater
capital improvement projects in FY 04.
Among the decisions and proposals that accompany
capital project recommendations is an analysis of
potential ongoing costs and any potential impact on
utility rates that a project may have.
UTILITY CAPITAL PROJECTS
Electric Capital Projects
$5,530,000 is the approved expenditure amount for
electric capital projects in FY 04. Additional
information will be provided to the City Council as a
competitive matter.
Water Capital Projects
In FY 04, $6,101,737 is the projected new
appropriations for water capital projects, and total
water capital project expenditures are projected to
be $14,769,051. Included in the Approved FY 04
Budget is over $1 million for water line rehabilitation
in the Southside area, $3.2 million for the parallel
water line transmission project, and $462,900 on
projects to provide water to newly annexed portions
of the City. Additionally, $4,174,837 is the
projected expense for water capital project to
provide water service to City residents not currently
using College Station water. The Water Capital
Projects Fund also includes $305,000 to improve
the security of the water supply and $530,000 to
provide backup power generation to the water
system.
The Approved FY 04 Budget also includes
$10,400,000 in current revenues from operations
are approved to fund water capital projects. No debt
is projected for issuance in FY 04 for water capital
projects.
Wastewater Capital Projects
In FY 04, $6,159,720 is the projected new
appropriations for wastewater capital projects, and
total wastewater capital project expenditures are
projected to be $7,343,720. $1.5 million is
included for the rehabilitation of wastewater
infrastructure in the Southside area. Over $1 million
is also included as projected expense for relocating
and rehabilitating sewer line beneath Texas Avenue.
This project is necessary because of the TxDoT
widening of Texas Avenue, and will be done in
conjunction with this project. As in the Water
Division, the Wastewater Division includes
$330,000 to improve security of wastewater
facilities and $215,000 for backup power generation
to operate the sewer system in the event of a power
outage. $535,800 is included to provide sewer
services to the newly annexed parts of town.
Drainage Capital Projects
The Approved FY 04 drainage capital projects
budget includes $ 5,172,056 in improvement to the
City's drainage system. The bulk of these
expenditures will be for drainage channel
improvements in the Bee Creek ($3 million) and
Wolf Pen Creek ($1 million) areas of town.
ADDITIONAL O&M COSTS
The City of College Station strives to provide
superior electric, water, and wastewater services to
its citizens. Part of this effort includes maintaining a
sound infrastructure that is technologically advanced.
This requires continuous investment in the capital
that makes up the infrastructure. These investments
take place in the form of capital improvement
projects. These projects may include rehabilitating
or replacing old, deteriorating infrastructure;
expanding facilities; and adding new facilities and
infrastructure.
205
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
REVISED APPROVED
BUDGET ESTIMATE APPROPRIATIONS PROJECTED
FY 02-03 FY 02-03 FY 03-04 FY 03-04
SUBTOTAL ADDITIONAL RESOURCES 5,630,000$ 5,730,000$ 5,575,000$ 5,575,000$
TOTAL RESOURCES AVAILABLE 7,282,634$ 7,382,634$ 7,420,634$ 7,420,634$
TOTAL EXPENDITURES 5,537,000$ 5,537,000$ 5,530,000$ 5,530,000$
GAAP ADJUSTMENT
ENDING FUND BALANCE:1,745,634$ 1,845,634$ 1,890,634$ 1,890,634$
206
ELECTRIC SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY08-09.
8,635,000$ 10,140,000$ 7,490,000$ 5,990,000$ 6,075,000$
10,525,634$ 15,311,634$ 12,795,634$ 9,107,634$ 7,996,634$
5,354,000$ 10,006,000$ 9,678,000$ 7,186,000$ 7,954,000$
5,171,634$ 5,305,634$ 3,117,634$ 1,921,634$ 42,634$
207
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
REVISED
FY02-03 PROJECT APPROVED TOTAL
PROJECT WORK REQUEST BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE
NUMBER NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03
BEGINNING FUND BALANCE:8,618,228$ 8,544,589$ 8,544,589$
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS 7,427,150$ 0$ 0$
INTEREST ON INVESTMENTS 453,166 175,000 370,000
TRANSFERS FROM OPERATIONS 0 1,300,000 1,300,000
OTHER 9,100 0 0
SUBTOTAL ADDITIONAL RESOURCES 7,889,416$ 1,475,000$ 1,670,000$
TOTAL RESOURCES AVAILABLE 16,507,644$ 5,876,403$ 10,214,589$
REHABILITATION PROJECTS:
DISTRIBUTION SYSTEM REHAB WT0201 ANNUAL 0 285,000 285,000
FIRST & MAPLE STREETS REHAB WT0212 WF0351786 218,900 12,033 200,000 207,000
GEORGE BUSH E WIDENING TBD WF0390567 88,000 0 50,000 25,000
GREENS PRAIRIE WTR LINE LOWERING - WF0351806 230,000 0 0 230,000
TEXAS AVE. RELOCATION SOUTH WT9804 WF0351282 950,000 0 0 430,000
SOUTHSIDE WATER REHAB A WF0379021 115,000 0 0 115,000
WEST PARK - TBD 1,075,000 0 0 0
COLLEGE PARK/BREEZY HEIGHTS - TBD 1,270,000 0 0 0
SOUTH KNOLL - TBD 1,175,000 0 0 0
SOUTHWOOD 5-7 - TBD 985,000 0 0 0
McCULLOCH - TBD 925,000 0 0 0
THE KNOLL - TBD 900,000 0 0 0
SOUTHSIDE WATER REHAB STUDY WT0105 WF0360070 50,000 170 0 95,000
CLOSED PROJECTS 105,494
SUBTOTAL 117,697$ 535,000$ 1,387,000$
PRODUCTION PROJECTS
WELL #6 AND LINE WT0004 WF0352591 2,963,000 299,980$ 0$ 721,000$
WELL #7 WT0106 WF0353607 2,064,000 187,836 0 78,000
WELL #7 COLLECTION LINE WT0203 WF0353621 2,600,000 6,350 494,000 51,000
PARALLEL WELLFIELD COLL LINE PH I WT0205 WF0353553 1,802,000 0 795,000 110,000
COOLING TOWERS EXPANSION TBD TBD 1,829,000 0 0 0
PARALLEL WATER TRANSMISSION WT0005 WF0350259 8,273,000 2,858,658 0 685,000
WATER TRANSMISSION-SH21 - VILLA MARIA WT0116 WF0352317 5,754,000 262,203 440,000 278,000
LAND ACQUISITION - WELLS & PUMP STATION WT0206 TBD 1,250,000 0 300,000 0
DOWLING ROAD 10MG GST WT0117 WF0353631 3,851,000 106,853 84,000 125,000
DOWLING ROAD PUMP STATION PIPING TBD TBD 1,332,000 0 130,000 0
WELLS 4 & 5 PUMP REPLACEMENTS - TBD 150,000 0 0 0
WATER PLANT SECURITY TBD 305,000 0 0 0
EMERGENCY ELECTRIC POWER TBD 780,000 0 0 0
CLOSED PROJECTS 651,000 511,304 0 0
SUBTOTAL 4,233,184$ 2,243,000$ 2,048,000$
208
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY 04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
4,401,403$ 4,401,403$ 207,352$ 234,352$ 75,552$ 112,752$ 130,752$
0$ 0$ 9,300,000$ 8,400,000$ 7,600,000$ 1,700,000$ 4,100,000$
175,000 175,000 225,000 125,000 75,000 50,000 50,000
10,400,000 10,400,000 1,000,000 1,000,000 500,000 500,000 500,000
0 0 0 0 0 0 0
10,575,000$ 10,575,000$ 10,525,000$ 9,525,000$ 8,175,000$ 2,250,000$ 4,650,000$
14,976,403$ 14,976,403$ 10,732,352$ 9,759,352$ 8,250,552$ 2,362,752$ 4,780,752$
285,000 285,000 285,000 285,000 285,000 285,000 285,000
0000000
38,000 63,000 0 0 0 0 0
0 0 0 0 0 0 0
0 470,000 0 0 0 0 0
0 0 0 0 0 0 0
1,075,000 1,075,000 0 0 0 0 0
0 0 1,270,000 0 0 0 0
0 0 0 1,175,000 0 0 0
0 0 0 0 985,000 0 0
0 0 0 0 0 1,120,000 0
0 0 0 0 0 0 900,000
0 0 0 0 0 0 0
1,398,000$ 1,893,000$ 1,555,000$ 1,460,000$ 1,270,000$ 1,405,000$ 1,185,000$
0$ 0$ 0$ 0$ 0$ 0$ 0$
0 106,000 470,000 1,276,000 0 0 0
0 109,000 789,000 1,670,000 0 0 0
0 215,000 1,477,000 0 0 0 0
0 0 0 52,000 1,777,000 0 0
0 3,277,000 1,274,000 0 0 0 0
75,000 75,000 790,000 1,574,000 3,847,000 0 0
0 0 200,000 400,000 371,000 279,000 0
95,000 95,000 1,280,000 2,244,000 0 0 0
80,000 80,000 1,252,000 0 0 0 0
150,000 150,000 0 0 0 0 0
305,000 305,000 0 0 0 0 0
530,000 530,000 240,000 0 0 298,000 0
1,235,000$ 4,942,000$ 7,772,000$ 7,216,000$ 5,995,000$ 577,000$ 0$
209
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
REVISED
FY02-03 PROJECT APPROVED TOTAL
PROJECT WORK REQUEST BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE
NUMBER NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03
DISTRIBUTION PROJECTS
OVERSIZED LINES PARTICIPATION & PLANNING WT0200 ANNUAL 0$ 75,000$ 75,000$
VICTORIA WATER OP TBD TBD 100,000 0 100,000 100,000
BARRON ROAD WATER OP TBD TBD 150,000 0 150,000 35,686
WESTSIDE WATER SERVICES WT9703 WF0353641 3,087,000 48,938 0 80,000
WATER IMPACT FEE WT9905 TBD 359,000 0 0 0
PARK PLACE ELEVATED WATER STORAGE WT0012 WF0353817 3,679,000 2,531,140 0 586,000
WATER RECLAIM / IRRIGATION WT0110 TBD 3,468,000 445 0 0
DARTMOUTH WATER EXTENSION PII TBD WF0350795 220,000 0 220,000 0
JONES-BUTLER WATER EXT PHII TBD TBD 17,000 0 17,000 3,000
ROCK PRAIRIE WATER EXT WELLBORN - WF0352094 2,403,823 168,599 0 481,000
ARRINGTON RD WATER MAIN WELLBORN - WF0379145 612,763 0 0 123,000
BARRON ROAD WELLBORN CUSTOMERS - WF0379197 2,044,845 0 0 409,000
LICK CREEK/ROCK PRAIRIE WELLBORN - WF0379226 157,406 0 0 31,000
CLOSED PROJECTS 0 725,742
SUBTOTAL 3,474,864$ 562,000$ 1,923,686$
ANNEXATION PROJECTS
WELLBORN RD N OF GANDY (AREA 1) TBD 448,000 0$ 44,800$ 44,800$
GREENS PR. W. OF ARRINGTON (AREA 2) TBD 347,000 0 34,700 34,700
NANTUCKET E. OF HARPER'S FERRY (AREA 3) TBD 80,000 0 0 0
ROCK P RD S OF CARTER LAKE (AREA 5) TBD 670,000 0 0 0
GREENS PR. RD CORRIDOR EAST (AREA 6) TBD 612,000 0 0 0
0$ 79,500$ 79,500$
GENERAL AND ADMINISTRATIVE 269,883 275,000 275,000
DEBT ISSUANCE COST 125 0 100,000
TOTAL EXPENDITURES 58,554,837$ 8,095,753$ 3,694,500$ 5,813,186$
GAAP ADJUSTMENT 132,698$
ENDING FUND BALANCE:8,544,589$ 2,181,903$ 4,401,403$
210
WATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY 04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$
0 0 0 0 0 0 0
0 114,314 0 0 0 0 0
0 2,598,000 0 0 0 0 0
0 0 212,000 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 3,468,000
0 220,000 0 0 0 0 0
0 14,000 0 0 0 0 0
403,823 1,922,823 0 0 0 0 0
489,763 489,763 0 0 0 0 0
1,635,845 1,635,845 0 0 0 0 0
126,406 126,406 0 0 0 0 0
2,855,837$ 7,321,151$ 412,000$ 200,000$ 200,000$ 200,000$ 3,668,000$
22,400$ 22,400$ 380,800$ 0$ 0$ 0$ 0$
312,300 312,300 0 0 0 0 0
0 0 0 80,000 0 0 0
67,000 67,000 67,000 268,000 268,000 0 0
61,200 61,200 61,200 244,800 244,800 0 0
462,900$ 462,900$ 509,000$ 592,800$ 512,800$ 0$ 0$
150,000 150,000 150,000 150,000 125,000 50,000 75,000
0 0 100,000 65,000 35,000 0 0
6,101,737$ 14,769,051$ 10,498,000$ 9,683,800$ 8,137,800$ 2,232,000$ 4,928,000$
8,874,666$ 207,352$ 234,352$ 75,552$ 112,752$ 130,752$ (147,248)$
211
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
REVISED
FY02-03 PROJECT APPROVED TOTAL
PROJECT WORK REQUEST BUDGET ACTUAL FY 02-03 ESTIMATED
NUMBER NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03
BEGINNING FUND BALANCE:9,375,458$ 6,440,563$ 6,440,563$
ADDITIONAL RESOURCES:
UTILITY REVENUE BONDS 6,159,100$ 0$ 0$
INTEREST ON INVESTMENTS 375,195 100,000 300,000
TRANSFERS FROM OPERATIONS 00
INTER GOVERNMENTAL 0 270,000 0
OTHER 12,130 0 0
SUBTOTAL ADDITIONAL RESOURCES 6,546,425$ 4,370,000$ 300,000$
TOTAL RESOURCES AVAILABLE 15,921,883$ 7,721,213$ 6,740,563$
REHABILITATION PROJECTS
COLLECTION SYSTEM REHAB SS0209 ANNUAL 13,074 285,000$ 205,000$
CARTERS CREEK SCREW LIFT SYSTEM TBD WF0376687 1,292,280 0 286,000 290,400
FIRST & MAPLE STREETS REHAB SS0212 WF0351778 81,300 4,011 75,000 77,000
HENSEL PARK LIFT STATION SS0203 WF0354063 460,000 88,841 77,000 371,000
LIFT STATION #2 FORCEMAIN REALIGNMENT - TBD 300,000 0 0 0
HWY 30 TURNAROUND SS0207 WF0350071 300,000 153,429 0 147,000
TEXAS AVE. RELOCATION SOUTH SS0003 WF0351341 1,600,000 51,999 0 540,000
SOUTHSIDE SEWER UPGRADE A - WF0379101 80,000 0 0 80,000
WEST PARK - TBD 1,500,000 0 0 0
COLLEGE PARK/BREEZY HEIGHTS - TBD 880,000 0 0 0
SOUTH KNOLL - TBD 830,000 0 0 0
SOUTHWOOD 5-7 - TBD 1,175,000 0 0 0
McCULLOCH - TBD 925,000 0 0 0
THE KNOLL TBD 1,000,000 0 0 0
CLOSED PROJECTS 177,165
SUBTOTAL 488,519 723,000$ 1,710,400$
COLLECTION
OVERSIZE PARTICIPATION & PLANNING SS0200 ANNUAL 0 250,000 250,000
WESTSIDE SEWER SERVICE SS9702 TBD 2,634,000 624,415 0 0
NORTHEAST TRUNK EXPAN. PHASE I SS9805 WF0351744 530,000 0 0 300,000
DARTMOUTH PHII TBD WF0350773 50,000 0 50,000 0
JONES-BUTLER WASTEWATER EXTENSION TBD TBD 32,500 0 32,500 2,500
GEORGE BUSH DR EAST WIDENING ST9804 WF0390568 12,000 0 0 0
STEEPLECHASE IMPACT FEE - WF0354517 1,000,000 0 0 6,550
LIFT STATION #1 GRAVITY LINE - TBD 120,000 0 0 0
LICK CREEK PARALLEL TRUNK LINE - TBD 3,000,000 0 0 0
MATERIAL STAGING STORAGE AREA - USC - TBD 70,000 0 0 0
CLOSED PROJECTS 1,724 0
SUBTOTAL 626,139$ 332,500$ 559,050$
TREATMENT
LICK CREEK TRUNK & PLANT EXPANSION SS9806 WF0355780 10,813,000$ 7,474,645$ 0$ 455,000$
ODOR CONTROL SS9810 WF0354125 1,554,000 187,636 0 62,000
SLUDGE PROCESSING IMPROVEMENTS SS9904 WF0363214 1,823,000 0 0 0
CC PLANT DEMO & MAINT. BLDG SS0204 TBD 250,000 0 150,000 100,000
WASTEWATER PLANT SECURITY - TBD 210,000 0 0 0
CCWWTP PAVEMENT/REPAIRS IMP - TBD 557,000 0 0 0
EMERGENCY ELECTRIC POWER TBD 215,000 0 0 0
CLOSED PROJECTS SS0105 - 651,000
7 400,087 0 0
SUBTOTAL 8,062,368$ 150,000$ 617,000$
212
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY 04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
3,351,213$ 3,351,213$ 377,493$ 249,233$ 606,033$ 352,233$ 332,233$
4,000,000$ 4,000,000$ 6,300,000$ 3,100,000$ 3,800,000$ 1,500,000$ 1,500,000$
100,000 100,000 50,000 25,000 25,000 10,000 10,000
0 0 00000
270,000 270,000 0 0 0 0 0
0000000
4,370,000$ 4,370,000$ 6,350,000$ 3,125,000$ 3,825,000$ 1,510,000$ 1,510,000$
7,721,213$ 7,721,213$ 6,727,493$ 3,374,233$ 4,431,033$ 1,862,233$ 1,842,233$
285,000$ 285,000$ 285,000$ 285,000$ 285,000$ 285,000$ 285,000$
667,920 667,920 333,960 0 0 0 0
00 0 0 0 0 0
0 0 0 0 0 0 0
300,000 300,000 0 0 0 0 0
0 0 0 0 0 0 0
300,000 1,010,000 0 0 0 0 0
0 0 0 0 0 0 0
1,500,000 1,500,000 0 0 0 0 0
0 0 1,305,000 0 0 0 0
0 0 0 830,000 0 0 0
0 0 0 0 1,175,000 0 0
0 0 0 0 0 925,000 0
0 0 0 0 0 0 1,000,000
3,052,920$ 3,762,920$ 1,923,960$ 1,115,000$ 1,460,000$ 1,210,000$ 1,285,000$
250,000 250,000 250,000 250,000 250,000 250,000 250,000
0 0 1,978,000 0 0 0 0
0 0 0 0 0 0 0
0 50,000 0 0 0 0 0
0 30,000 0 0 0 0 0
0 12,000 0 0 0 0 0
1,000,000 1,000,000 0 0 0 0 0
35,000 35,000 85,000 0 0 0 0
0 0 0 1,250,000 1,750,000 0 0
77,000 77,000 0 0 0 0 0
1,362,000$ 1,454,000$ 2,313,000$ 1,500,000$ 2,000,000$ 250,000$ 250,000$
0$ 0$ 0$ 0$ 0$ 0$ 0$
0 0 0 0 0 0 0
234,000 466,000 1,269,000 0 0 0 0
0 150,000 0 0 0 0 0
210,000 210,000 0 0 0 0 0
330,000 330,000 227,000 0 0 0 0
215,000 215,000 0 0 0 0 0
0 0 0 0 0 0 0
989,000$ 1,371,000$ 1,496,000$ -$ -$ -$ -$
213
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
REVISED
FY02-03 PROJECT APPROVED TOTAL
PROJECT WORK REQUEST BUDGET ACTUAL FY 02-03 ESTIMATED
NUMBER NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03
ANNEXATION PROJECTS
WELLBORN RD N OF GANDY (AREA 1) TBD 618,000 0 61,800 61,800
GREENS PR. W. OF ARRINGTON (AREA 2) TBD 360,000 0 36,000 36,000
NANTUCKET E. OF HARPER'S FERRY (AREA 3) TBD 201,000 0 20,100 20,100
ROCK P RD S OF CARTER LAKE (AREA 5) TBD 207,000 0 0 0
GREENS PR. RD CORRIDOR EAST (AREA 6) TBD 375,000 0 0 0
-$ 117,900$ 117,900$
CLOSED PROJECTS 252,720 0 0
GENERAL AND ADMINISTRATIVE 336,969 200,000 325,000
DEBT ISSUANCE COST 0 20,000 60,000
TOTAL EXPENDITURES 34,413,800$ 9,766,715$ 1,543,400$ 3,389,350$
GAAP ADJUSTMENT 285,395$
ENDING FUND BALANCE:6,440,563$ 6,177,813$ 3,351,213$
214
WASTEWATER SERVICE
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED
FY 04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
APPROPRIATIONS FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
30,900 30,900 525,300 0 0 0 0
324,000 324,000 0 0 0 0 0
180,900 180,900 0 0 0 0 0
0 0 0 20,700 186,300 0 0
0 0 0 37,500 337,500 0 0
535,800$ 535,800$ 525,300$ 58,200$ 523,800$ -$ -$
0 0 0 0 0 0 0
200,000 200,000 200,000 75,000 75,000 50,000 0
20,000 20,000 20,000 20,000 20,000 20,000 0
6,159,720$ 7,343,720$ 6,478,260$ 2,768,200$ 4,078,800$ 1,530,000$ 1,535,000$
1,561,493$ 377,493$ 249,233$ 606,033$ 352,233$ 332,233$ 307,233$
215
DRAINAGE UTILITY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
PROJECT REVISED
PROJECT BUDGET ACTUAL FY 02-03 BUDGET ESTIMATE
NUMBER AMOUNT FY 01-02 APPROPRIATIONS FY 02-03
BEGINNING FUND BALANCE:5,764,491$ 6,560,593$ 6,560,593$
ADDITIONAL RESOURCES:
UTILITY REVENUES 982,760$ 1,009,500$ 1,021,000$
INTEREST ON INVESTMENTS 232,168 150,000 170,000
BOND PROCEEDS 785,000 1,000,000 1,000,000
INTERGOVERNMENTAL 0 0 0
TRANSFERS IN 0 0 281,839
SUBTOTAL ADDITIONAL RESOURCES 1,999,928$ 2,159,500$ 2,472,839$
TOTAL RESOURCES AVAILABLE 7,764,419$ 8,720,093$ 9,033,432$
BEE CREEK (COMBINED) SD9802 2,500,000$ 12,458$ 500,000$ 500,000$
BEE CREEK PH. IV & V. SD0001 1,400,000 21,394 0 100,000
WPC - TEXAS TO BYPASS SD9901 3,000,000 71,211 0 100,000
GREENWAYS PROJECTS SD9903 3,640,000 109,126 1,000,000 1,480,909
MINOR DRAINAGE IMPROVEMENTS SD0002 ANNUAL 225,108 250,000 0
HALEY TBD 50,000 0 0 50,000
SOUTHSIDE DRAINAGE IMPROVEMENTS 550,000 0 0 260,000
INSBRUCK DETENTION POND ACCESS TBD 200,000 0 0 40,000
VAL VERDE VALLEY GUTTER TBD 200,000 0 0 0
BEE CREEK (LANCELOT TO GUADALUPE) TBD 200,000 0 0 0
WPC (REDMOND TERRACE) TBD 680,000 0 0 0
BEE CREEK (GLADE TO LEMON TREE) TBD 50,000 0 0 0
STORMWATER MAPPING TBD 0 0 0 0
DRAINAGE/STORMWATER MASTERPLAN SD0204 22,000 50,000 50,000
DRAINAGE MAINTENANCE ANNUAL 350,000 410,748 353,727
DRAINAGE MAINTENANCE SLA's ANNUAL 0 0 0
CLOSED PROJECTS 150,820 0 0
OTHER COSTS 8,360 0
GENERAL & ADMIN. 192,146 220,000 220,000
DEBT ISSUANCE COSTS 5,400 10,000 10,000
TOTAL EXPENDITURES 1,168,023$ 2,440,748$ 3,164,636$
GAAP ADJUSTMENT ($35,803)
ENDING FUND BALANCE:6,560,593$ 6,279,345$ 5,868,796$
216
DRAINAGE UTILITY
CAPITAL IMPROVEMENT PROJECTS
FISCAL YEAR 2003-2004 THROUGH FISCAL YEAR 2008-2009
APPROVED TOTAL
FY 03-04 BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECT PROJECT
APPROPRIATION FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09
5,868,796$ 5,868,796$ 1,459,895$ 5,938$ 31,738$ 22,762-$ 136,838$
1,041,400$ 1,041,400$ 1,062,200$ 1,094,100$ 1,126,900$ 1,160,700$ 1,195,500$
160,000 160,000 30,000 10,000 11,000 11,000 12,000
855,000 855,000 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
2,056,400$ 2,056,400$ 1,092,200$ 1,104,100$ 1,137,900$ 1,171,700$ 1,207,500$
7,925,196$ 7,925,196$ 2,552,095$ 1,110,038$ 1,169,638$ 1,148,938$ 1,344,338$
0$ 2,000,000$ 0$ 0$ 0$ 0$ 0$
0 1,000,000 0 0 0 0 0
0 1,000,000 0 0 0 0 0
0 882,056 882,057 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 290,000 0 0 0 0 0
160,000 160,000 0 0 0 0 0
0 0 0 0 200,000 0 0
200,000 200,000 0 0 0 0 0
0 0 680,000 0 0 0 0
0 0 0 0 0 50,000 0
0 50,000 50,000 50,000 50,000 0 0
0 50,000 0 0 0 0 0
376,639 376,639 387,900 399,500 411,500 423,800 436,500
163,809 163,809 263,200 345,800 247,900 255,300 263,000
0 0 0 0 0 0 0
0 0
0 0 0 0 0 0 0
282,797 282,797 283,000 283,000 283,000 283,000 283,000
10,000 10,000 0 0 0 0 0
1,193,245$ 6,465,301$ 2,546,157$ 1,078,300$ 1,192,400$ 1,012,100$ 982,500$
6,731,951$ 1,459,895$ 5,938$ 31,738$ (22,762)$ 136,838$ 361,838$
217
Embracing the Past
Exploring the Future
SPECIAL REVENUE FUNDS
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 7.87% over the FY 03 revised budget to
$2,173,500. Revenues are also received from
ticket and concession sales at facilities such as
Wolf Pen Creek.
The revenues previously received from the
operation of the Conference Center on George
Bush Drive have been moved to the General
Fund. The expenditures for the George Bush
Drive Conference Center have been moved to the
General Fund in the FY 04 approved budget.
Expenditures and transfers in the Hotel/Motel
Fund are projected to decrease by 22.99% over
the FY 03 budget. The primary reason for this
decrease is the move of the George Bush Drive
Conference Center expenditures to the General
Fund, and the removal of the $600,000 transfer
for the new Conference Center project that was
scheduled for FY 03.
The Arts Council approved budget for FY 04 is
$300,000. The Arts Council request is below the
15% limit that can be spent on art programs out
of the Hotel/Motel Fund. These funds are for the
operations of the Arts Council.
The Convention & Visitors Bureau approved
budget is $915,200. This includes funds for the
ongoing operations and maintenance of the
Convention and Visitor Bureau. This also
includes the funding that was previously given to
the Brazos Valley Sports Foundation.
Funds for the future operation of the new
conference center in the amount of $670,000
were also approved. However, since this budget
was prepared the proposed conference center
was halted and will not be constructed at the
proposed site with the proposed partner. The
City Council is currently considering options on
this matter.
219
HOTEL/MOTEL FUND
FUND SUMMARY
% CHANGE
FY 03 FY 03 FY 04 FY 04 IN BUDGET
FY 02 REVISED YEAR-END BASE APPROVED FROM FY03
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY 04
BEGINNING FUND BALANCE 1,353,645$ 1,454,422$ 1,454,422$ 851,346$ 851,346$
REVENUES
TAXES 1,926,009$ 2,015,000$ 2,100,000$ 2,173,500$ 2,173,500$ 7.87%
TICKETS & CONCESSIONS 25,341 4,320 8,500 8,500 8,500 96.76%
RENTALS 114,668 114,800 105,000 3,000 3,000 (97.39%)
INVESTMENT EARNINGS 79,577 75,000 56,500 40,000 40,000 (46.67%)
OTHER 17,822 20,100 4,000 4,000 4,000 (80.10%)
TOTAL REVENUES 2,163,417$ 2,229,220$ 2,274,000$ 2,229,000$ 2,229,000$ (0.01%)
TOTAL FUNDS AVAILABLE 3,517,062$ 3,683,642$ 3,728,422$ 3,080,346$ 3,080,346$ (16.38%)
EXPENDITURES AND TRANSFERS
CITY OPERATIONS
CONFERENCE CENTER OPER.260,121$ 280,116$ 281,184$ 0$ 0$ (100.00%)
PARKS PROGRAMS & EVENTS 306,176 458,047 445,292 343,433 343,433 (25.02%)
30/60 CORR. CONV. CENTER DEBT 148,052 0 0 0 0 N/A
30/60 CORR. CONV. CENTER CAPITAL 0 600,000 600,000 0 0 (100.00%)
30/60 CORR. CONV. CENTER OPER.196,062 416,000 416,000 670,000 670,000 61.06%
ELECTRIC FUND DEBT SERVICE 0 40,000 0 0 0 (100.00%)
OTHER 11,829 6,200 6,200 6,200 6,200 0.00%
TOTAL CITY OPERATIONS 922,240$ 1,800,363$ 1,748,676$ 1,019,633$ 1,019,633$ (43.37%)
ORGANIZATIONS
CONVENTION & VISITORS BUREAU 668,000$ 668,000$ 668,000$ 868,000$ 915,200$ 37.01%
BRAZOS VALLEY SPORTS FOUND.192,000 200,000 200,000 0 0 (100.00%)
ARTS COUNCIL 280,400 260,400 260,400 260,400 300,000 15.21%
BUSH LIBRARY COMMITTEE 0 0 0 0 0 N/A
TOTAL ORGANIZATIONS 1,140,400$ 1,128,400$ 1,128,400$ 1,128,400$ 1,215,200$ 7.69%
CONTINGENCY 0$ 25,000$ 0$ 40,000$ 40,000$ 60.00%
TOTAL OPERATING EXPENSES
AND TRANSFERS 2,062,640$ 2,953,763$ 2,877,076$ 2,188,033$ 2,274,833$ (22.99%)
INCREASE (DECREASE)
IN FUND BALANCE 100,777$ (724,543)$ (603,076)$ 40,967$ (45,833)$
ENDING FUND BALANCE 1,454,422$ 729,879$ 851,346$ 892,313$ 805,513$
220
HOTEL/MOTEL FUND-SOURCES
TAXES
98%
INVESTMENT
EARNINGS
2%
OTHER REVENUE SOURCES MAKE UP LESS THAN 1%
HOTEL/MOTEL FUND-USES
30/60 CORR.
CONV. CENTER
OPER.
29%
PARKS
PROGRAMS &
EVENTS
15%
CONTINGENCY
2%
ARTS
COUNCIL
13%
CONVENTION
& VISITORS
BUREAU
41%
221
COMMUNITY DEVELOPMENT FUND
The Community Development Fund is used to
account for grants received by the City for use
in revitalizing low-income areas and addressing
the needs of its low and moderate income
citizens. This fund pays for the direct operating
costs.
This fund is prepared on the modified accrual
basis of accounting. Under this basis revenues
are recognized when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with
the exception of several items. The full listing
of these exceptions can be found in the
Financial Policies on page F-1.
The City has submitted an action plan to HUD
for two grants for FY 04, the Community
Development Block Grant (CDBG) and the
Home Grant. The CDBG program is a federal
entitlement program that provides the basic
funding for general programs and
administration. The grant allows administrators
flexibility in the use of funds for a wide variety
of eligible activities. The HOME grant is a
yearly entitlement grant that can only be used
for housing programs that assist Low/Moderate
Income (LMI). The City currently uses this grant
for owner-occupied rehabilitation assistance,
down payment assistance, and the Optional
Relocation Program. Fund are also approved
for Tenant Based Rental Assistance (TBRA),
Community Development Housing
Organizations (CHDO) activities, and new
construction. Both the CDBG and HOME
allocations are based on a formula that includes
criteria such as the age and condition of a
community’s housing stock, incidents of
overcrowding, and the demographic
characteristics of the city.
Community Development Funds are also used
for capital projects in areas that qualify for these
funds.
For FY 04, the City proposes approximately
$4.6 million in total authorization from the
federal government. This number is comprised
of new authorization and remaining
authorization from prior fiscal years. FY 04’s
grants include $3,069,732 in Community
Development Block Grant funds, $1,523,340
in HOME Investment Partnership Grant funds,
and $20,000 in program income.
COMMUNITY DEVELOPMENT FUND - SOURCES
CDBG
67%
HOME
33%
COMMUNITY DEVELOPMENT FUND - USES
CAPITAL
PROJECTS
45%
PUBLIC SERVICES
4%
HOME BUYER'S
ASSIST.
4%
AFFORD.
HOUSING
4%
CODE
ENFORCEMENT
2%
NEW CONST.
5%
CHDO
9%
OTHER
1%
REIMBUR.
ADMIN
8%
COMM. REHAB
6%
ACQUISITIONS
2%
ORP
9%
RESIDENTIAL
21%
222
CITY OF COLLEGE STATION
COMMUNITY DEVELOPMENT FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING FUND BALANCE 872,856$ 706,842$ 706,842$ 726,842$ 726,842$
REVENUES
GRANTS
CDBG 1,410,624$ 2,418,262$ 932,362$ 3,069,732$ 3,069,732$ 27%
HOME 728,917 1,636,420 457,244 1,523,340 1,523,340 -7%
PROGRAM INCOME 36,680 20,000 20,000 20,000 20,000 0%
LOAN REPAYMENTS 8,762 0 0 0 0 N/A
INTEREST ON LOANS 864 0 0 0 0 N/A
CEDAR CREEK PROCEEDS 0 0 0 0 0 N/A
OTHER 0 0 0 0 0 N/A
TOTAL REVENUES 2,185,847$ 4,074,682$ 1,409,606$ 4,613,072$ 4,613,072$ 13%
TOTAL FUNDS AVAILABLE 3,058,703$ 4,781,524$ 2,116,448$ 5,339,914$ 5,339,914$ 12%
EXPENDITURES AND TRANSFERS
CDBG
HOUSING ASSIST/REHAB 8,624$ 42,602$ 24,889$ 24,147$ 24,147$ -43%
OPTIONAL RELOCATION 55,819 49,865 34,327 40,957 40,957 -18%
CLEARANCE/DEMOLITION 0 30,000 1,460 28,540 28,540 -5%
ACQUISITIONS 29,722 64,704 42,057 240,000 240,000 271%
INTERIM ASSISTANCE 0 5,000 0 5,000 5,000 0%
COMMERCIAL REHABILITATION 253,164 72,520 0 72,520 72,520 0%
RENTAL REHAB 0 40,000 0 0 0 -100%
PUBLIC SERVICES 173,131 183,000 183,000 206,850 206,850 13%
EXTERNAL PUBLIC FACILITY 186,335 0 0 0 0 N/A
CODE ENFORCEMENT 37,865 102,369 89,143 83,970 83,970 -18%
REIMBURSED ADMIN 245,156 244,000 242,030 275,800 275,800 13%
CAPITAL OUTLAY 0 0 0 0 0 N/A
OTHER CURRENT EXPENDITURES 12,685 20,000 0 0 0 -100%
GENERAL GOVT PROJECTS 0 0 0 0 0 N/A
PUBLIC FACILITY PROJECTS 557,030 1,584,202 315,456 2,091,948 2,091,948 32%
TOTAL CDBG EXP.1,559,533$ 2,438,262$ 932,362$ 3,069,732$ 3,069,732$ 26%
HOME
HOUSING ASSIST/REHAB 270$ 152,974$ 97,713$ 205,261$ 205,261$ 34%
OPTIONAL RELOCATION 350,333 307,469 42,608 273,442 273,442 -11%
HOMEBUYER'S ASSISTANCE 0 242,061 82,144 162,585 162,585 -33%
CHDO/CHDO OPER. EXP.7,690 384,975 85,000 343,932 343,932 -11%
NEW CONSTRUCTION 258,147 353,191 72,579 305,612 305,612 -13%
TENANT BASED RENTAL ASST.17,250 50,000 7,800 42,200 42,200 -16%
CHDO OPERATING EXPENSES 100,583 86,350 10,000 114,336 114,336 32%
REIMBURSED ADMIN 58,055 59,400 59,400 75,972 75,972 28%
CAPITAL OUTLAY 0 0 0 0 0 N/A
TOTAL HOME EXP.792,328$ 1,636,420$ 457,244$ 1,523,340$ 1,523,340$ -7%
CEDAR CREEK
AFFORDABLE HOUSING 0$ 100,000$ 0$ 0$ 0$ -100%
TOTAL CEDAR CREEK EXP.0$ 100,000$ 0$ 0$ 0$ -100%
TOTAL OPERATING EXPENSES
AND TRANSFERS 2,351,861$ 4,174,682$ 1,389,606$ 4,593,072$ 4,593,072$ 10%
EXPENDITURES UNDER
(OVER) REVENUES (166,014)$ ($100,000) $20,000 20,000$ 20,000$
GAAP 0$
ENDING FUND BALANCE 706,842$ 606,842$ 726,842$ 746,842$ 746,842$
223
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 $693,000 is
based on a captured value of about $40 million.
Short term debt in the amount of $2.3 million
was issued in FY 02 in order to provide the
resources to complete more of the projects in the
Wolf Pen Creek District. The bonds will be paid
back over the remaining life of the TIF. These
funds will be used primarily for trails in the
corridor. This approach will allow more Wolf
Pen Creek projects to be completed in a shorter
time frame.
In FY 04 expenditures totaling $2,553,803 are
approved. These expenditures are for the capital
projects in the Wolf Pen Creek area, as well as
the debt service for the debt issued in 2002 for
capital projects.
Funds remaining at the end of the year will be
retained in the fund and programmed as specific
projects are identified.
Key projects either underway or planned for
these funds include the Wolf Pen Creek Lower
Trails Phase 1 which was completed in 2003.
Also included is the first phase of the upper trails
project, and the construction of a parking lot
project. Additional trail projects are also planned
over the next several years. Other projects are
also being reviewed.
WOLF PEN CREEK
TAX INCREMENT FINANCING (TIF) FUND
224
CITY OF COLLEGE STATION
WOLF PEN CREEK TIF
FUND SUMMARY
% CHANGE
FY 03 FY 03 FY 04 FY 04 IN BUDGET
FY02 REVISED YEAR-END BASE APPROVED FROM FY03
ACTUAL BUDGET ESTIMATE BUDGET BUDGET TO FY 04
BEGINNING BALANCE 1,290,945$ 3,231,563$ 3,231,563$ 2,284,863$ 2,284,863$
REVENUES
AD VALOREM TAXES COCS 121,026$ 146,000$ 146,000$ 185,987$ 185,987$ 27.39%
AD VALOREM TAXES CSISD 215,216 245,000 245,000 353,000 353,000 44.08%
AD VALOREM TAXES BRAZOS CO 93,991 107,000 107,000 154,000 154,000 43.93%
INVESTMENT EARNINGS 102,250 60,000 65,000 40,000 40,000 (33.33%)
OTHER 0 0 0 0 0
TRANSFERS 120,000 0 0 0 0
PROCEEDS FROM LONG-TERM DEBT 2,316,800 0 0 0 0 N/A
TOTAL REVENUES 2,969,283$ 558,000$ 563,000$ 732,987$ 732,987$ 31.36%
TOTAL FUNDS AVAILABLE 4,260,228$ 3,789,563$ 3,794,563$ 3,017,850$ 3,017,850$ (20.36%)
EXPENDITURES AND TRANSFERS
CAPITAL PROJECTS 511,147$ 1,910,000$ 1,016,500$ 1,924,000$ 1,924,000$ 0.73%
ENGINEERING (1)0 0 0 150,000 150,000 N/A
TRANSFERS (BRIDGE)505,000 0 0 0 0 N/A
DEBT SERVICE 0 492,500 492,500 479,103 479,103
OTHER 12,518 700 700 700 700 0.00%
TOTAL OPERATING EXPENSES
AND TRANSFERS 1,028,665$ 2,403,200$ 1,509,700$ 2,553,803$ 2,553,803$ 6.27%
INCREASE (DECREASE)
IN FUND BALANCE 1,940,618$ (1,845,200)$ (946,700)$ (1,820,816)$ (1,820,816)$
ENDING FUND BALANCE 3,231,563$ 1,386,363$ 2,284,863$ 464,047$ 464,047$
Notes:
1) Use $150,000 for design of projects during FY 04 and program balance of dollars available for projects in FY 05
WPC PROJECTS
TOTAL
CURRENT PROJECTS PROJECT
LOWER TRAILS PhASE 1 1,430,000$
UPPER TRAILS PHASE 1 1,948,000
PARKING LOT 70,000
TOTAL CURRENT PROJECTS 3,448,000$
WOLF PEN CREEK TIF FUND - SOURCES
INVEST.
EARNINGS
5%TAXES
BRAZOS CO
21%
TAXES
COCS
26%
TAXES
CSISD
48%
WOLF PEN CREEK TIF FUND - USES
DEBT
SERVICE
19%
ENGINEER.
6% CAPITAL
PROJECTS
75%
225
The Cemetery Perpetual Care Fund accounts for
sales of cemetery lots and other revenues that are
accrued through the College Station Cemetery.
The fund also accounts for expenditures on
projects that take place in the Cemetery.
For FY 03, revenue earnings are estimated at
$139,020. A service level adjustment for
$55,500 comprises the only expenditure in this
account for FY 04. This funding is approved to
add landscaping to improve the aesthetics of the
rear entrance to the Cemetery, and to increase
the roadbed size to allow two-way traffic.
This fund is prepared on the modified accrual
basis of accounting. Under this basis, revenues
are recognized when they become measurable
and available to finance expenditures of the
current period. Expenditures are recognized
when the related fund liability is incurred with the
exception of several items. The full listing of
these exceptions can be found in the Financial
Policies on page F-1.
CEMETERY PERPETUAL CARE FUND
226
CITY OF COLLEGE STATION
CEMETERY PERPETUAL CARE
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING BALANCE 635,563$ 743,067$ 743,067$ 932,490$ 932,490$
REVENUES
SALE OF CEMETERY LOTS 90,618$ 0$ 115,000$ 117,300$ 117,300$ N/A
INVESTMENT INCOME 25,289 0 24,017 28,222 28,222
OTHER 5,125 0 50,406 0 0 N/A
TOTAL REVENUES 121,032$ 0$ 189,423$ 145,522$ 145,522$ N/A
TOTAL FUNDS AVAILABLE 756,595$ 743,067$ 932,490$ 1,078,012$ 1,078,012$ 45.08%
EXPENDITURES AND TRANSFERS
CEMETERY MAINTENANCE 6,094$ 0$ 0$ 0$ 55,500$ N/A
OTHER 7,434 0 0 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 13,528$ 0$ 0$ 0$ 55,500$ N/A
INCREASE (DECREASE)
IN FUND BALANCE 107,504$ 0$ 189,423$ 145,522$ 145,522$
GAAP 0$
ENDING FUND BALANCE 743,067$ 743,067$ 932,490$ 1,078,012$ 1,078,012$
CEMETERY PERPETUAL CARE FUND - SOURCES
INVESTMENT
INCOME
19%
SALE OF
CEMETERY
LOTS
81%
CEMETERY PERPETUAL CARE FUND - USES
CEMETERY
MAINTENANCE
100%
227
Embracing the Past
Exploring the Future
INTERNAL SERVICE FUNDS
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.
Print/Mail Fund
The total approved revenues for FY 04 are
$381,399, an increase of 0.97% over the FY 03
revised budget.
The FY 04 approved expenditures are
$367,321, an increase of 1.13% over the FY 03
revised budget.
Communications Fund
Revenues in this fund are projected to decrease
1.24% from the revised budget of FY 03. This
decrease is mainly attributable to the lack of
transfers in FY 04.
Expenditure in this fund, are approved to
increase by 0.12% to $679,360. The budget
includes one service level adjustment in the
amount of $18,951 for uninterruptable power
supply replacement costs.
Fleet Fund
In FY 04, revenues in the Fleet Fund are
projected to decrease by 4.94%. This decrease is
due mainly to the reduction in fleet charges to
Departments throughout the City’s organization.
The FY 04 approved expenditures are
$1,265,384, an increase of 0.88% from the
previous fiscal year. This increase includes a SLA
in the amount of $11,585 for hydraulic vehicle
lifts.
229
CITY OF COLLEGE STATION
PRINT/MAIL FUND
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
REVENUES
PRINTING CHARGES 297,799$ 300,000$ 290,000$ 295,800$ 295,800$(1.40%)
MAIL CHARGES 74,489 77,734 75,335 84,289 84,289 8.43%
COPIER CHARGES 000 0 0 N/A
OTHER FEES 000 0 0 N/A
INVESTMENT EARNINGS (391) 0 1,390 1,310 1,310 N/A
TOTAL REVENUES 371,897$ 377,734$ 366,725$ 381,399$ 381,399$0.97%
EXPENDITURES
PRINT/MAIL 335,228$ 315,740$ 332,052$ 319,051$ 321,492$1.82%
OPERATING EXPENSES 0 134 0 0 0 (100.00%)
GENERAL AND ADMIN. TRANS.41,138 47,327 47,327 45,829 45,829 (3.17%)
TOTAL EXPENDITURES 376,366$ 363,201$ 379,379$ 364,880$ 367,321$1.13%
GAAP ADJUSTMENT (1,364)$
INCREASE (DECREASE)(4,469)$ 14,533$(12,654)$ 16,519$ 14,078$
IN WORKING CAPITAL
BEGINNING WORKING CAPITAL 44,907$ 39,074$ 39,074$ 26,420$ 26,420$
ENDING WORKING CAPITAL 39,074$ 53,607$ 26,420$ 42,939$ 40,498$
PRINT/MAIL FUND - SOURCES
PRINTING
CHARGES
78%
MAIL
CHARGES
22%
PRINT/MAIL FUND - USES
PRINT/MAIL
88%
GENERAL
AND ADMIN.
TRANSFERS
12%
230
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
PRINT/MAIL 353,140$ 315,540$ 331,997$ 319,051$ 321,492$ 1.89%
DIVISION TOTAL 353,140$ 315,540$ 331,997$ 319,051$ 321,492$ 1.89%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 183,690$ 173,096$ 188,524$ 175,669$ 178,110$ 2.90%
SUPPLIES 104,432 72,310 87,665 84,310 84,310 16.60%
MAINTENANCE 5,682 9,245 10,538 10,683 10,683 15.55%
PURCHASED SERVICES 46,740 60,889 45,270 48,389 48,389 (20.53%)
CAPITAL OUTLAY 12,596 0 0 0 0 N/A
DIVISION TOTAL 353,140$ 315,540$ 331,997$ 319,051$ 321,492$ 1.89%
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
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%
231
CITY OF COLLEGE STATION
COMMUNICATION FUND
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
REVENUES
COMMUNICATION CHARGES 607,557$ 658,600$658,600$ 700,100$ 700,100$6.30%
TRANSFERS 0 50,800 50,800 00(100.00%)
INVESTMENT INCOME (4,108) 0 (1,200) 500 500 N/A
TOTAL REVENUES 603,449$ 709,400$708,200$ 700,600$ 700,600$(1.24%)
EXPENDITURES
OPERATIONS 532,234$ 593,565$568,971$ 555,414$ 579,360$(2.39%)
OPERATING EXPENSES 00 00 0 N/A
GEN. & ADMIN. TRANSFERS 85,000 85,000 85,000 100,000 100,000 17.65%
TOTAL EXPENDITURES 617,234$ 678,565$653,971$ 655,414$ 679,360$0.12%
GAAP ADJUSTMENT 4,862$
INCREASE (DECREASE)
IN WORKING CAPITAL (13,785)$ 30,835$54,229$ 45,186$ 21,240$
BEGINNING WORKING CAPITAL (59,860)$ (68,783)$(68,783)$ (14,554)$ (14,554)$
ENDING WORKING CAPITAL (68,783)$ (37,948)$(14,554)$ 30,632$ 6,686$
COMMUNICATIONS FUND - SOURCES
COMM.
CHARGES
99.9%
INVEST
INCOME
0.1%
COMMUNICATIONS FUND - USES
GEN. &
ADMIN.
TRANSFER
15%
OPS.
85%
232
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
COMMUNICATION SERV. 532,237$ 593,550$ 567,608$ 555,414$ 579,360$ (2.39%)
DIVISION TOTAL 532,237$ 593,550$ 567,608$ 555,414$ 579,360$ (2.39%)
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED %CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 281,262$ 327,351$ 315,066$ 326,329$ 331,324$ 1.21%
SUPPLIES 92,488 89,415 88,089 91,012 91,012 1.79%
MAINTENANCE 107,796 120,189 111,773 102,478 102,478 (14.74%)
PURCHASED SERVICES 50,691 56,595 52,680 35,595 54,546 (3.62%)
CAPITAL OUTLAY 0 0 0 0 0 0.00%
DIVISION TOTAL 532,237$ 593,550$ 567,608$ 555,414$ 579,360$ (2.39%)
PERSONNEL SUMMARY BY ACTIVITY
REVISED BASE APPROVED %CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
COMMUNICATION SERV 5.0 5.0 6.0 6.0 6.0 0.00%
DIVISION TOTAL 5.0 5.0 6.0 6.0 6.0 0.00%
SERVICE LEVEL ADJUSTMENTS
18,951$
COMMUNICATIONS TOTAL 18,951$
Uninterruptable Power Supply - Replacement
Costs
233
CITY OF COLLEGE STATION
FLEET MAINTENANCE FUND
FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
REVENUES
FLEET CHARGES 1,295,567$ 1,333,000$1,343,600$1,265,000$ 1,265,000$(5.10%)
INTEREST EARNINGS (4,379) 1,200 1,600 3,300 3,300 175.00%
MISCELLANEOUS 858 0 0 0 0 N/A
TOTAL REVENUES 1,292,046$ 1,334,200$1,345,200$1,268,300$ 1,268,300$(4.94%)
EXPENDITURES
PARTS 80,101$82,241$83,008$83,319$84,572$2.83%
FLEET MAINTENANCE 1,040,017 1,025,092 1,023,480 1,028,470 1,048,512 2.28%
GEN. & ADMIN. TRANSFERS 130,397 137,177 137,177 132,300 132,300 (3.56%)
PAY PLAN ADJUSTMENTS 000 00N/A
OPERATING EXPENSES 65,683 700 700 00(100.00%)
CONTINGENCY 0 9,080 0 0 0 (100.00%)
TOTAL EXPENDITURES 1,316,198$ 1,254,290$1,244,365$1,244,089$ 1,265,384$0.88%
GAAP ADJUSTMENT 14,416$
INCREASE (DECREASE)
IN WORKING CAPITAL (24,152)$ 79,910$100,835$24,211$ 2,916$
BEGINNING WORKING CAPITAL 11,869$ 2,133$ 2,133$ 102,968$ 102,968$
ENDING WORKING CAPITAL 2,133$82,043$102,968$127,179$105,884$
FLEET FUND - SOURCES
FLEET
CHARGES
99.7%
INTEREST
EARNINGS
0.3%
FLEET FUND - USES
FLEET MAINT.
83%
GEN. &
ADMIN.
TRANSFERS
10%
PARTS
7%
234
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 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
PARTS 80,100$ 82,241$ 83,008$ 83,376$ 84,629$ 2.90%
ADMINISTRATION 1,038,765 1,025,092 1,021,472 1,028,413 1,048,455 2.28%
DEPARTMENT TOTAL 1,118,865$ 1,107,333$ 1,104,480$ 1,111,789$ 1,133,084$ 2.33%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 591,057$ 626,686$ 625,689$ 626,582$ 636,292 1.53%
SUPPLIES 454,322 410,476 407,949 410,467 410,467 0.00%
MAINTENANCE 20,585 27,216 26,197 28,150 28,150 3.43%
PURCHASED SERVICES 42,312 42,955 44,645 46,590 46,590 8.46%
GENERAL CAPITAL 10,589 0 0 0 11,585 N/A
OTHER PURCHASED SERVICES 0 0 0 0 0 N/A
DEPARTMENT TOTAL 1,118,865$ 1,107,333$ 1,104,480$ 1,111,789$ 1,133,084$ 2.33%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
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%
SERVICE LEVEL ADJUSTMENTS
FLEET SERVICES Three Equipment Lifts 11,585$
FLEET TOTAL 11,585$
235
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 04 total revenues are $2,422,060,
3.45% higher than the FY 03 revised budget.
The approved equipment replacement budget also
includes $917,000 for the replacement of the City
telephone system. Funds have been placed in the
replacement fund since 1994 when the phone
system was last replaced.
The approved FY 04 total expenditures are
$3,363,756, a 6.63% increase from the FY 03
revised budget.
236
CITY OF COLLEGE STATION
EQUIPMENT REPLACEMENT
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
.
BEGINNING WORKING CAPITAL 4,464,732$ 6,463,815$ 6,463,815$ 6,463,815$ 6,609,413$
REVENUES
FLEET RENTALS 2,521,958$ 1,729,345$ 1,781,220$ 1,822,410$ 1,822,410 5.38%
PHONE SYSTEM RENTALS 50,328 74,587 74,590 77,910 77,910 4.46%
800 MHZ RENTALS 181,820 152,914 152,910 171,940 171,940 12.44%
MOBILE DATA SYSTEM RENTALS 80,190 93,500 93,400 97,400 97,400 4.17%
COPIER RENTALS 46,797 55,855 55,860 54,480 54,480 (2.46%)
OTHER EQUIPMENT RENTALS 0 0 0 0 0 N/A
RESERVE FOR FUTURE VEHICLE PURCHASE 0 0 0 0 0
INVESTMENT & OTHER 265,344 235,000 179,030 197,920 197,920 (15.78%)
CERTIFICATE OF OBLIGATION 0 0 958,902 0 0
OTHER NONOPERATING 946,045 0 0 0 0 N/A
TOTAL REVENUES 4,092,482$ 2,341,201$ 3,295,912$ 2,422,060$ 2,422,060$ 3.45%
EXPENDITURES
FLEET REPLACEMENT 1,954,146$ 2,877,314$ 2,877,314$ 1,810,900$ 1,931,400$ (32.87%)
PHONE SYSTEM REPLACEMENT 00 0 0 917,000 N/A
800 MHZ SYSTEM REPLACEMENT 0 0 0 0 0 N/A
MOBILE DATA SYSTEM REPLACEMENT 9,704 0 0 0 0 N/A
COPIER REPLACEMENT 41,023 61,425 57,000 111,600 111,600 81.68%
OTHER EQUIPMENT REPLACEMENT 4,500 0 0 0 0 N/A
DEBT SERVICE TRANSFER 0 216,000 216,000 403,756 403,756
DEBT ISSUANCE COST 0 0 0 0 0
TOTAL NET EXPENDITURES 2,009,373$ 3,154,739$ 3,150,314$ 2,326,256$ 3,363,756$ 6.63%
GAAP ADJUSTMENTS (84,026)$
INCREASE (DECREASE)
IN WORKING CAPITAL 2,083,109$ (813,538)$ 145,598$ 95,804$ (941,696)$
ENDING WORKING CAPITAL 6,463,815$ 5,650,277$ 6,609,413$ 6,559,619$ 5,667,717$
EQUIPMENT REPLACEMENT FUND - SOURCES
FLEET
RENTALS
76%
MOBILE DATA
SYSTEM
RENTALS
4%
COPIER
RENTALS
2%
800 MHZ
RENTALS
7%
PHONE
SYSTEM
RENTALS
3%
INVESTMENT &
OTHER
8%
EQUIPMENT REPLACEMENT FUND - USES
FLEET
REPLACEMENT
58%
PHONE SYSTEM
REPLACEMENT
27%
COPIER
REPLACEMENT
3%
DEBT SERVICE
TRANSFER
12%
237
Fleet and Equipment Replacement
Department Vehicle #Year Cost
Uniform Patrol 4185 2000 Patrol Car $ 30,000
Uniform Patrol 4177 2000 Patrol Car 30,000
Uniform Patrol 4178 2000 Patrol Car 30,000
Uniform Patrol 4179 2000 Patrol Car 30,000
Uniform Patrol 4180 2000 Patrol Car 30,000
Uniform Patrol 4181 2000 Patrol Car 30,000
Uniform Patrol 4182 2000 Patrol Car 30,000
Uniform Patrol 4184 2000 Patrol Car 30,000
Uniform Patrol 4183 2000 Patrol Car 30,000
CID 4208 1995 Jeep Wagon 17,500
CID 4207 1994 Cheverolet Lumina 17,500
Police Total $ 305,000
Suppression 5107 1993 Dodge Spirit 16,500
Prevention 5219 1994 Cheverolet 1/2 Ton Pick Up 17,500
Prevention 5213 1992 Ford Taurus Wagon 17,500
Fire Total $ 51,500
Facilities 1902 1990 Cheverolet 1/2 Pickup $ 17,500
Streets 3157 1999 Grasshopper Mower 10,000
Streets 3102 1990 JD Excavator 202,000
Streets 3107 1992 GMC Dump Truck 50,000
Traffic 3407 1998 Ford Expedition 26,000
Traffic 3405 1991 Ford Bucket Truck 70,000
Traffic 3408 1992 GMC 1/2 Ton Pick Up 20,500
Streets 3208 1998 721 D Grasshopper 7,700
Streets 3105 1991 GMC Dump Truck 50,000
Streets 3173 1991 Case Tractor 24,000
Fleet 3311 1990 Ford Service Truck 35,000
Drainage 3212 1998 Rhino Batwing Mower 12,500
Sanitation 7105 1993 Ford Pickup 17,500
Sanitation 7120 1998 Volvo Refuse Truck 155,000
Sanitation 7132 1998 Volvo Refuse Truck 155,000
Sanitation 7133 1998 Volvo Refuse Truck 155,000
Public Works Total $ 1,007,700
Operations 8325 1991 Dodge Ram Charger $ 23,000
Forestry 8407 1992 GMC 1/2 Ton Pick Up 17,500
Cemetery 8421 1997 Grasshopper Riding Mower 7,700
Parks Total $ 48,200
MIS 2601 1993 Ford Taurus Wagon $ 16,500
OTIS Total $ 16,500
Electric 9255 1989 Cheverolet Digger Derrick $ 122,000
Electric 9202 1991 GMC 1/2 Ton Pickup 17,500
Electric 9217 1981 Tension Puller 39,000
Electric 3 1986 Generator - East Bypass 25,000
Water 9401 1992 GMC 1/2 Ton Pickup 17,500
Wastewater 9567 1983 Case Tractor/Mower 40,000
Wastewater 9555 1990 GMC Van (TV Insp.) 121,000
Public Utilities Total $ 382,000
Total Replacement for the FY 04 Base Budget $ 1,810,900
Department Cost
Forestry 1 Ton Cargo Passenger Van* $ 6,000
Wastewater TV Sewer Van* 74,000
Drainage Pick up truck 22,500
Drainage Tractor 18,000
Police CID Sedan ** 16,500
BVSWMA Generator*** 35,000
$ 172,000
*Upgrade costs associated with replacing vehicle 8407 and 9555.
** This vehicle is budgeted in the Police Department Budget.
*** This equipment is budgeted in the BVSWMA Budget.
Total New Fleet and Equipment for the FY 04 Approved Budget
Fleet and Equipment Scheduled Replacements
Fleet and Equipment Approved SLA's
238
UTILITY CUSTOMER SERVICE FUND
The Utility Customer Service Fund is used to
account for expenditures associated with meter
services, billing, and collection for the City’s
Electric, Water, Wastewater, Sanitation and
Drainage utilities.
This fund is prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non-cash
transactions such as depreciation. The focus is on
the net change in working capital.
Revenues in the Utility Customer Service Fund are
received as service charges from the various
enterprise funds. Revenues are projected to be
$2,324,126.
FY 04 approved expenditures are $2,324,471 an
increase of 0.41% from the FY 03 revised budget.
Utility Customer Service has three Service Level
Adjustments (SLAs). The first SLA, $30,000, will
provide funding for the credit card payment
option for customers. The second approved SLA,
$48,000, for the purchase of software to read bar
code return pay stubs. Also approved in this SLA
is the reduction of a part-time position due to the
efficiency of this automatic billing function. The
final approved SLA provides $4,091 in
replacement funds for uninterruptable power
supply.
239
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
REVENUES & SERVICE CHARGES
SERVICE CHARGES 1,995,200$ 1,925,000$ 1,925,000$ 2,050,100$ 2,155,326$ 11.96%
OTHER OPERATING REVENUE 162,260 180,250 160,000 164,800 164,800 -8.57%
INVESTMENT INCOME 6,244 5,000 3,500 4,000 4,000 -20.00%
NONOPERATING 514 0 120 0 0 N/A
TOTAL REVENUES 2,164,218$ 2,110,250$ 2,088,620$ 2,218,900$ 2,324,126$ 10.14%
TOTAL FUNDS AVAILABLE 2,232,671$ 2,278,819$ 2,257,189$ 2,236,725$ 2,341,951$ 2.77%
DEPT. EXPENDITURES
COLLECTIONS 1,057,427$ 1,228,220$ 1,181,791$ 1,275,488$ 1,371,869$ 11.70%
METER SERVICE 389,647 466,886 460,861 426,876 432,121 -7.45%
GENERAL AND ADMIN. TRANSFERS 595,487 596,712 596,712 486,881 490,481 -17.80%
CONTINGENCY 0 23,084 0 30,000 30,000 29.96%
EMPLOYEE BENEFITS TRANSFER 0 0 0 0 0 N/A
CAPITAL OUTLAY 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,042,561$ 2,314,902$ 2,239,364$ 2,219,245$ 2,324,471$ 0.41%
GAAP ADJUSTMENT (21,541)$
TOTAL EXPENDITURES INCREASE
(DECREASE) IN FUND BALANCE 121,657$ (204,652)$ (150,744)$ (345)$ (345)$
BEGINNING WORKING CAPITAL 68,453$ 168,569$ 168,569$ 17,825$ 17,825$
ENDING WORKING CAPITAL 168,569$ (36,083)$ 17,825$ 17,480$ 17,480$
CITY OF COLLEGE STATION
UTILITY CUSTOMER SERVICE FUND
FUND SUMMARY
UTILITY CUSTOMER SERVICE FUND -
SOURCES
OTHER
OPERATING
REVENUE
7%
SERVICE
CHARGES
93%
UTILITY CUSTOMER SERVICE FUND - USES
COLLECT.
59%
METER
SERVICE
19%
GENERAL
AND ADMIN.
TRANSFERS
21%
CONTIN.
1%
240
CITY OF COLLEGE STATION
UTILITY CUSTOMER SERVICE
SUMMARY
EXPENDITURE BY DIVISION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
DIVISION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
BILLING COLLECTIONS 1,057,426$ 1,228,220$ 1,181,791$ 1,275,488$ 1,371,869$ 11.70%
METER SERVICES 389,648 466,886 460,861 426,876 432,121 (7.45%)
UTILITY CUSTOMER SERVICE TOTAL 1,447,074$ 1,695,106$ 1,642,652$ 1,702,364$ 1,803,990$ 6.42%
EXPENDITURE BY CLASSIFICATION
REVISED ESTIMATED BASE APPROVED % CHANGE IN
ACTUAL BUDGET YEAR END BUDGET BUDGET BUDGET FROM
CLASSIFICATION FY 02 FY 03 FY 03 FY 04 FY 04 FY 03 TO FY 04
SALARIES & BENEFITS 1,110,531$ 1,179,848$ 1,151,060$ 1,241,995$ 1,244,030$ 5.44%
SUPPLIES 55,089 64,390 61,612 64,500 68,591 6.52%
MAINTENANCE 36,537 46,791 46,622 46,050 53,050 13.38%
PURCHASED SERVICES 244,917 404,077 383,358 349,819 379,819 (6.00%)
CAPITAL OUTLAY 0 0 0 0 58,500 0.00%
UTILITY CUSTOMER SERVICE TOTAL 1,447,074$ 1,695,106$ 1,642,652$ 1,702,364$ 1,803,990$ 6.42%
PERSONNEL SUMMARY BY DIVISION
REVISED BASE APPROVED % CHANGE IN
ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET FROM
DIVISION FY 01 FY 02 FY 03 FY 04 FY 04 FY 03 TO FY 04
BILLING COLLECTIONS 21.0 21 20.5 20.5 20.0 (2.44%)
METER SERVICES 9.5 9.5 10.0 10.0 10.0 0.00%
UTILITY CUSTOMER SERVICE TOTAL 30.5 30.5 30.5 30.5 30.0 (1.64%)
SERVICE LEVEL ADJUSTMENTS
BILLING COLLECTION Credit Card Cost Adjustment 30,000
Equip and Software to read Bar Codes 48,500
Uninterruptable Power Supply 4,091
UTILITY CUSTOMER SERVICE FUND $ 82,591
241
SELF INSURANCE FUND
The City of College Station is partially self-insured
for property casualty and general liability, worker's
compensation and unemployment compensation.
The City participates in a PPO for employee and
dependent health care. The City moved to the
PPO in January 2003. This move was made as a
result of the escalating health insurance costs seen
in recent years.
Actuarially-based charges are made to each of the
operating funds using relevant bases (i.e., health
insurance is charged monthly per full-time
participating employee, while unemployment and
worker's compensation are charged as a
percentage of gross salary). This method of
funding allows the City to more accurately reflect
the costs of claims against the various funds and
to minimize potential risks.
These Funds are prepared on the modified accrual
basis where cash transactions are included in the
budget presentation in lieu of non-cash
transactions such as depreciation. The focus is on
the net change in working capital.
The City is making changes to the risk
management program, which are designed to
control costs in the Property Casualty Fund and
the Workers Compensation Fund. 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.
Workers Compensation Fund
Approved premiums are based on the actual
amounts received from the City’s employees. Due
to an increase in the number of employees and
rate, premiums in this fund have increased 67%
over the FY 03 adjusted budget.
Expenditures in this fund have increased 27%
from the previous fiscal year to $510,645. The
rising costs associated with claims and premiums
largely contributed to this increase. The claim
increases are a result of increased medical costs,
and claims that were incurred in recent years.
Property and Casualty Fund
FY 04 approved revenues are based on the actual
amounts assigned to the various operating activity
centers. There will be an 11% increase over FY
03 for premiums and an overall decrease in
revenues of 4%.
Expenditures in this fund are projected to
decrease by 3% in FY 04 to $509,145. Much of
this decrease can be attributed to a reduction in
pay outs on premiums.
Employee Benefits Fund
In FY 03, efforts to create a reserve in the fund so
that future cost increases can be moderated were
successful. An increase in health insurance
premiums was approved for FY 03, as part of the
effort to address continued cost increase in health
insurance costs. These changes will continue to
move the Employee Benefits Fund to a position of
being self-sufficient. If the rate of growth
continues to increase in health care costs, then
the employee benefits fund will have to be re
evaluated to determine what additional changes
will need to be recommended. These changes
have included charging employees for a portion of
their health insurance cost. Additional premium
increases are included in the approved FY 04
budget. The City is also actively participating in
an effort to determine if there are benefits to the
City, Brazos County, and the City of Bryan jointly
providing health insurance.
FY 04 expenditures are based on estimates of
future claims, premiums, and other miscellaneous
costs. Total approved expenditures are
$4,506,437, an increase of 15% over the FY 03
revised budget. This increase is a result primarily
of rising medical costs. Through education and
training programs, efforts are being made to
reduce the claims incurred. The City will continue
to monitor claims to determine what additional
plan changes need to be made.
Unemployment Fund
Revenues in this fund are collected much like the
Workers Compensation Fund, based on employee
collections. There is a 0.35% increase in expected
FY 04 premiums over FY 03 budgeted revenues
due to change in number of employees.
Expenditures in this fund are expected to be the
same as the previous fiscal year, $25,000.
242
CITY OF COLLEGE STATION
WORKERS COMPENSATION FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING WORKING CAPITAL 236,936$ 235,835$ 235,835$ 63,645$ 63,645$
REVENUES
PREMIUMS 308,934$ 300,000$ 318,000$ 500,390$ 500,390$ 66.80%
OTHER 0 22,500 0 0 0 (100.00%)
TRANSFERS 0 22,500 122,500 0 0 (100.00%)
INVESTMENT EARN.13,542 15,000 3,300 3,000 3,000 (80.00%)
TOTAL REVENUES 322,476$ 360,000$ 443,800$ 503,390$ 503,390$ 39.83%
TOTAL FUNDS AVAIL.559,412$ 595,835$ 679,635$ 567,035$ 567,035$ (4.83%)
EXPENDITURES AND TRANSFERS
CLAIMS 172,707$ 238,500$ 310,000$ 200,000$ 200,000$ (16.14%)
PREMIUMS 1,475 0 102,500 102,500 102,500 N/A
ADMINISTRATION FEE 85,996 7,500 47,500 57,500 57,500 666.67%
GENERAL & ADMIN.70,564 131,990 131,990 126,645 126,645 (4.05%)
OTHER OPERATING 13,510 0 24,000 24,000 24,000 N/A
OTHER NON-OPER.0 14,000 0 0 0 (100.00%)
TRANSFERS 0 0 0 0 0 N/A
CONTINGENCY 0 10,000 0 0 0 (100.00%)
TOTAL OPERATING EXPENSES
AND TRANSFERS 344,252$ 401,990$ 615,990$ 510,645$ 510,645$ 27.03%
GAAP ADJUSTMENTS 20,675$
INCREASE (DECREASE) IN
WORKING CAPITAL (21,776)$ (41,990)$ (172,190)$ (7,255)$ (7,255)$
ENDING WORKING CAPITAL 235,835$ 193,845$ 63,645$ 56,390$ 56,390$
WORKERS COMPENSATION FUND - USES
INVEST.
EARN.
1%
PREMIUM
99%
WORKERS COMPENSATION FUND - SOURCES
CLAIMS
39%
PREMIUM
20%
ADMIN FEE
11%
GENERAL &
ADMIN.
25%
OTHER
OPERATING
5%
243
CITY OF COLLEGE STATION
PROPERTY CASUALTY FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE PROPOSED APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET SLAS BUDGET FY 03 TO FY 04
BEGINNING WORKING CAPITAL 582,299$ 512,289$ 512,289$ 463,778$ 463,778$ 463,778$
REVENUES
PREMIUMS 418,997$ 392,000$ 392,000$ 434,740$ 0$ 434,740$ 10.90%
INVESTMENT EARN.20,145 20,000 10,500 14,100 0 14,100 (29.50%)
OTHER 106,967 92,500 42,500 35,000 0 35,000 (62.16%)
TOTAL REVENUES 546,109$ 504,500$ 445,000$ 483,840$ 0$ 483,840$ (4.10%)
TOTAL FUNDS AVAIL.1,128,408$ 1,016,789$ 957,289$ 947,618$ 463,778$ 947,618$ (6.80%)
EXPENDITURES AND TRANSFERS
CLAIMS 272,657$ 130,000$ 180,000$ 150,000$ 0$ 150,000$ 15.38%
ADMINISTRATION FEE 3,500 7,500 9,350 17,500 0 17,500 133.33%
PREMIUMS 236,529 227,700 158,670 200,000 0 200,000 (12.17%)
GENERAL & ADMIN.70,563 131,991 131,991 126,645 0 126,645 (4.05%)
OTHER OPERATING - N/A
OTHER OPERATING 8,508 13,500 13,500 0 0 0 (100.00%)
OTHER NON-OPER.0 0 0 0 0 0 N/A
CONTINGENCY 0 15,000 0 15,000 0 15,000 0.00%
TOTAL OPERATING EXPENSES
AND TRANSFERS 591,757$ 525,691$ 493,511$ 509,145$ 0$ 509,145$ (3.15%)
GAAP ADJUSTMENTS (24,362)$
INCREASE (DECREASE) IN
WORKING CAPITAL (45,648)$ (21,191)$ (48,511)$ (25,305)$ 0$ (25,305)$
ENDING WORKING CAPITAL 512,289$ 491,098$ 463,778$ 438,473$ 463,778$ 438,473$
PROPERTY CASUALTY FUND - SOURCES
INVESTMENT
EARN.
3%
OTHER
7%
PREMIUMS
90%
PROPERTY CASUALTY FUND - USES
CONTINGENCY
3%
PREMIUMS
40%
ADMINISTRATION
FEE
3%
CLAIMS
29%
GENERAL &
ADMIN.
25%
244
CITY OF COLLEGE STATION
EMPLOYEE BENEFITS FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING WORKING CAPITAL 137,910 759,285$ 759,285$ 1,278,096$ 1,278,096$
REVENUES
CITY CONTRIBUTION 3,038,585$ 3,413,540$ 3,295,656$ 4,000,870$ 4,000,870$ 17.21%
EMPLOYEE CONTRIB.634,693 715,000 955,260 1,050,800 1,050,800 46.97%
COBRA 26,516 36,000 1,500 1,500 1,500 (95.83%)
INVESTMENT EARN.35,054 45,000 30,220 46,540 46,540 3.42%
OTHER 0 450 0 0 0 (100.00%)
TOTAL REVENUES 3,734,848$ 4,209,990$ 4,282,636$ 5,099,710$ 5,099,710$ 21.13%
TOTAL FUNDS AVAIL.3,872,758$ 4,969,275$ 5,041,921$ 6,377,806$ 6,377,806$ 28.34%
EXPENDITURES AND TRANSFERS
CLAIMS 1,071,639$ 150,000$ 9,525$ 5,000$ 5,000$ (96.67%)
ADMINISTRATION FEE 129,737 174,000 47,000 174,000 174,000 0.00%
PREMIUMS 2,170,034 3,454,200 3,637,300 4,181,417 4,181,417 21.05%
GEN. & ADMIN.345 54,949 54,900 49,520 49,520 (9.88%)
OTHER OPERATING 0 5,000 15,000 15,000 15,000 200.00%
OTHER NON-OPER.392 1,500 100 1,500 1,500 0.00%
CONTINGENCY 0 80,000 0 80,000 80,000 0.00%
TOTAL OPERATING EXPENSES
AND TRANSFERS 3,372,147$ 3,919,649$ 3,763,825$ 4,506,437$ 4,506,437$ 14.97%
GAAP ADJUSTMENTS 258,674$
INCREASE (DECREASE) IN
WORKING CAPITAL 362,701$ 290,341$ 518,811$ 593,273$ 593,273$
ENDING WORKING CAPITAL 759,285$ 1,049,626$ 1,278,096$ 1,871,369$ 1,871,369$
EMPLOYEE BENEFITS FUND - USES
PREMIUMS
93%
GEN. &
ADMIN.
1%
CONTINGENCY
2% ADMIN. FEE
4%
EMPLOYEE BENEFITS FUND- SOURCES
INVEST.
EARN.
1%
EMPLOYEE
CONTRIB.
21%
CITY
CONTRIB.
78%
245
CITY OF COLLEGE STATION
UNEMPLOYMENT COMPENSATION FUND SUMMARY
FY 03 FY 03 FY 04 FY 04 % CHANGE IN
FY 02 REVISED YEAR-END BASE APPROVED BUDGET FROM
ACTUAL BUDGET ESTIMATE BUDGET BUDGET FY 03 TO FY 04
BEGINNING WORKING CAPITAL 117,158$ 112,631$ 112,631$ 91,011$ 91,011$
REVENUES
PREMIUMS 0$ 28,300$ 0$ 28,400$ 28,400$ 0.35%
INVESTMENT EARN.5,461 3,500 3,380 2,800 2,800 (20.00%)
TOTAL REVENUES 5,461$ 31,800$ 3,380$ 31,200$ 31,200$ (1.89%)
TOTAL FUNDS AVAIL.122,619$ 144,431$ 116,011$ 122,211$ 213,222$ 47.63%
EXPENDITURES AND TRANSFERS
CLAIMS 8,711$ 25,000$ 25,000$ 25,000$ 25,000$ 0.00%
ADMINISTRATION FEE 0 0 0 0 0 N/A
PREMIUMS 0 0 0 0 0 N/A
GENERAL & ADMINISTRATIVE 0 0 0 0 0 N/A
OTHER OPERATING 0 0 0 0 0 N/A
TOTAL OPERATING EXPENSES
AND TRANSFERS 8,711$ 25,000$ 25,000$ 25,000$ 25,000$ 0.00%
GAAP ADJUSTMENTS (1,277)$
INCREASE (DECREASE) IN
WORKING CAPITAL (3,250)$ 6,800$ (21,620)$ 6,200$ 6,200$
ENDING WORKING CAPITAL 112,631$ 119,431$ 91,011$ 97,211$ 97,211$
UNEMPLOYMENT FUND - SOURCES
INVEST.
EARNINGS
9%
PREMIUMS
91%
UNEMPLOYMENT FUND - USES
CLAIMS
100%
246
APPENDICES
APPENDIX A
BUDGET ORDINANCES
ORDINANCE NO. 2658
AN ORDINANCE ADOPTING A BUDGET FOR THE 2003-04 FISCAL YEAR AND
AUTHORIZING EXPENDITURES AS THEREIN PROVIDED.
WHEREAS, a proposed budget for the fiscal year October 1, 2003, to September 30, 2004, was
prepared and presented to the City Council and a public hearing held thereon as prescribed by law
and the Charter of the City of College Station, Texas, notice of said hearing having first been duly
given; and
WHEREAS, the City Council has reviewed and amended the proposed budget and changes as
approved by the City Council have been identified and their effect included in the budget; now,
therefore,
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE
STATION, TEXAS:
PART 1:That the proposed budget as amended by the City Council of the City of College
Station, which is made a part hereof to the same extent as if set forth at length
herein, is hereby adopted and approved, a copy of which is on file in the Office of
the City Secretary in College Station, Texas.
PART 2:That authorization is hereby granted for the expenditure of the same under the
respective items contained in said budget with the approved fiscal 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
A-1
A-2
Ordinance No.2658
ATTACHMENT “A”
Potential FY04 QISV or
Texas Department of Information Resources
Purchases
Estimated Projected
ITEM Quantity Unit Cost Total
Scheduled Replacement
Replacement PCs 83 1,100 91,300
w/extended warranty
Replacement Monitors 70 150 10,500
Replacement Printers 10 2,200 22,000
Replacement Laptops 35 2,100 73,500
Network Support Services (hours) 100 110 11,000
Replace 3 servers 3 15,500 46,500
Replace 2 servers 2 6,000 12,000
Server replacement parts (memory, hard drives, array controllers)10,000
Upgrade WindowsNT server to Windows2000 server software 4 505 2,020
Subtotal - Scheduled Replacement 208,300
Service Level Adjustments
SLA - Installation of Microsoft Office XP 187 60,000
SLA - SCADA server 1 10,000
SLA - desktop computer setups 5 2,435 12,175
includes:
desktop PC, extended warranty,
network card, added memory, monitor
standard software
SLA - desktop computer w/extended warranty, monitors 4 1,250 5,000
SLA - printers 3 2,200 6,600
Subtotal - Service Level Adjustments 93,775
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
not identified specifically in budget
Subtotal - Unscheduled 31,850
A-3
Ordinance No.2658
Replacements/Additions
Network Software on Master License Agreement
(MLA)
Border Manager 450 $5.21 $2,344.50
Groupwise 850 $17.19 $14,611.50
ZenWorks 550 $11.46 $6,303.00
Netware 890 $20.83 $18,538.70
Subtotal - Network Software on MLA $41,797.70
IBM Hardware and Software Maintenance
Hardware Maintenance 36,220
AS400 software support 1 3,425 3,425
OS400 subscription 1 7,940 7,940
Subtotal - IBM Hardware and Software Maintenance 47,585
GIS Software Maintenance
ArcInfo 8.1/8.2 Concurrent use Primary 1 3,520 3,520
ArcInfo 8.1/8.2 Concurrent use Secondary 3 1,410 4,230
ArcGIS Survey Analyst concurrent use Primary 1 590 590
ArcGIS Survey Analyst concurrent use Secondary 1 240 240
ArcView 8.X concurrent use Primary 2 825 1,650
ArcView 8.X concurrent use Secondary 17 586 9,970
ArcView 8.X single use Primary 4 588 2,350
ArcView 8.X single use Secondary 27 352 9,500
ArcGIS Spatial Analyst concurrent use Primary 1 590 590
ArcGIS Spatial Analyst concurrent use Secondary 3 263 790
ArcGIS 3D Analyst concurrent use Primary 1 590 590
ArcGIS 3D Analyst concurrent use Secondary 2 235 470
ArcGIS Tracking Analyst concurrent use Primary 1 590 590
ArcIMS Standard Edition Server/CPU 1 1,760 1,760
ArcSDE 8 or SDE 3 Server w/2 CPU 1 3,520 3,520
Subtotal - GIS Software Maintenance 40,360
HTE Software Maintenance
Applicant Tracking 1 3,000 3,000
Document Management Service 3 950 2,850
Asset Management 1 3,520 3,520
Fleet Management 1 6,880 6,880
GMBA (GM) (Gen. Ledger, Budget, accounts payable, 1 15,700 15,700
extended reporting) 0
Accounts
Receivables
1 2,310 2,310
Purchasing/Inventory 1 9,240 9,240
Payroll/Personnel 1 6,930 6,930
Customer Information Services 1 17,100 17,100
Cash Receipts 1 4,780 4,780
A-4
Ordinance No.2658
Land Management 1 3,000 3,000
Contact Management 1 5,200 5,200
Contract Billing 1 2,370 2,370
Continuing Property Records 1 17,700 17,700
Planning/Zoning 1 8,980 8,980
Building Permits 1 5,200 5,200
Code Enforcement 1 3,000 3,000
GUI client licenses 50 158 7,900
QREP catalogs 16 250 4,000
Impromptu (Cognos) licenses 15 263 3,945
Looking Glass Viewer 11 291 3,201
Click2Gov Wireless - Core 1 625 625
Click2Gov Wireless - BP 1 900 900
QREP Web
Reporting
1 675 675
HTEMODs Retrofit 14 100 1,400
Human Resources 1 2,650 2,650
Application Tracking (Web) 1 250 250
Human Resources Escrow Maintenance 1 750 750
Subtotal - HTE Software Maintenance 144,056
Public Safety Software Maintenance
Telestaff 1 3,705 3,705
Webstaff 1 2,400 2,400
Subtotal - Public Safety Software Maintenance 6,105
A-5
A-6
A-7
APPENDIX B
SERVICE LEVEL ADJUSTMENTS
FY 04 RECOMMENDED
SERVICE LEVEL ADJUSTMENTS
B-1
SAVINGS/
DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL
1 PC & Mktg.Media Specialist and Television Production Equip. 123,302 75,140 198,442 0 198,442
2 Economic Dev Signage for Northgate District 15,000 0 15,000
0 15,000
3 Parks Administrtation Wolf Pen Creek Signage 70,500 0 70,500
0 70,500
4 City Secretary Office Bond Election/Charter Election Cost 47,710 0 47,710
0 47,710
5 PC & Mktg Low Band Radio 95,000 0 95,000 0 95,000
6 Non Dept Public Art 150,000 0 150,000 0 150,000
7 Streets Maintenance Maintenance of Annexed Streets 0 91,000 91,000 0 91,000
8 Streets Annexed street overlay 1 yr of 5 200,000 0 200,000 0 200,000
9 Streets Thoroughfare Rehabilitations 300,000 0 300,000 0 300,000
10 PC & Mktg. Video Update - Golden Memories 5,000 0 5,000 0 5,000
11 Patrol Patrol Bike Replacement and Maintenance 4,323 4,282 8,605 0 8,605
12 Patrol
Comprehensive Traffic Control/Selective Traffic
Enforcement Program Grant 45,060 0 45,060 33,795 11,265
13 CID Criminal Investigation Division Sergeant 26,567 73,217 99,784 0 99,784
14 Planning Administration Annexation 60,000 0 60,000 0 60,000
15 Recreation City of College Station 65th Anniversary Celebration 25,130 0 25,130 0 25,130
16 MIS Microsoft Office XP Software (Year 2 of 2)60,000 0 60,000 15,000 45,000
Strategic Plan Related SLAs Total 1,227,592 243,639 1,471,231 48,795 1,422,436
17 Fiscal Services Appraisal District Fee Increase 0 16,000 16,000 0 16,000
18 Fire Suppression 0 29,000 29,000 0 29,000
Emergency Medical
Prevention
Maintenance SLAs Total 0 45,000 45,000 0 45,000
19 Fire Suppression Yr.3 Fire Station #5 Operations (3FTE) 19,380 181,150 200,530 0 200,530
20 Parks Operations Lick Creek, Phase I (outsource City Hall and Police Si 600 54,500 55,100 0 55,100
21 MIS Public Safety System Software 0 105,190 105,190 51,337 53,853
Capital Projects SLAs Total 19,980 340,840 360,820 51,337 309,483
22 Community Part time Intern 0 3,773 3,773 3,773 0
23 Community Programs Decision making for First Offenders Program 7,020 0 7,020 7,020 0
24 Municipal Court Court Collection Fees 0 51,416 51,416 199,502 (148,086)
25 Municipal Court Municipal Court Customer Service Representative 0 31,568 31,568 175,228 (143,660)
26 Municipal Court Municipal Court Payment plan compliance coord.0 34,152 34,152 90,000 (55,848)
27 Municipal Court Credit Court fees incurred by Customers 2,800 20,000 22,800 0 22,800
28 Municipal Court Overtime to serve Warrants 0 35,500 35,500 56,400 (20,900)
29 Human Resources Secretary upgrade (0.75 to 1.0 FTE)0 6,312 6,312 3,510 2,802
30 Accounting Inventory and Valuation of Non-Utility Infrastructure 20,000 0 20,000 0 20,000
31 Fire Admin Employee Recognition Program 0 7,500 7,500 0 7,500
32 Suppression Textbook Training Media 18,852 1,000 19,852 0 19,852
33 Emergency Mgmt Alert System 0 3,000 3,000 0 3,000
34 Suppression Commercial Washer Extractor 6,000 300 6,300 0 6,300
35 Prevention Digital cameras/Printer 2,750 250 3,000 500 2,500
36 Building Inspection Plans Examiner (1 FTE)3,160 43,344 46,504 0 46,504
37 Planning Administration TransCAD Modeling Software/Intern 16,516 995 17,511 0 17,511
38 Public Works Admin Safe Routes to School Grant consultant 20,000 0 20,000 0 20,000
39 Traffic Signal
Uninterruped Power Supply for Traffic Signals at 6
traffic intersections 60,000 0 60,000 0 60,000
40 Parks Administration Large Format Copier 8,000 1,500 9,500 0 9,500
41 Operations Vehicle Upgrade 6,000 800 6,800 0 6,800
42 Recreation Athletic Officiating Costs 0 19,950 19,950 15,615 4,335
43 Otis Administration Electrical Franchise Agreement with BTU 100,000 0 100,000 0 100,000
44 E-Government Citizen contact Management Software 50,000 3,000 53,000 0 53,000
45 GIS Topography aerial map (Partial Cost)100,000 0 100,000 0 100,000
45 MIS Maintenance Cost for Software 0 3,755 3,755 0 3,755
46 Parks Admin Park Land Purchase - 2 acres off Rock Prairie Road 40,000 0 40,000 0 40,000
47 OTIS Uniterruptable Power Supply - Replacement Costs 47,984 9,207 57,191
0 57,191
48 All Depts Retired Benefit increase and 1% across the board 0 413,781 413,781 0 413,781
Other Total 509,082 691,103 1,200,185 551,548 648,637
FUND 001 General Fund Total Recommended 1,756,654 1,320,582 3,077,236 651,680 2,425,556
Maintenance
B-2
SAVINGS/
DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL
49 Prevention Citation computers and digital cameras.12,950 1,300 14,250 0 14,250
FUND 202 Parking Fund Total Recommended 12,950 1,300 14,250 0 14,250
50
Electric Non-
Departmental Maintenance Tools 0 8,000 8,000 0 8,000
51 Administration Advertising Program 0 170,000 170,000 0 170,000
52 Administration Concrete storage pad 40'x80'x6"25,000 0 25,000 0 25,000
53
Electric Non-
Departmental Underground Electrical Cable Puller 59,100 11,120 70,220 0 70,220
54
Electric Non-
Departmental High Potential Test Equipment 6,000 6,000 0 6,000
55
Electric Non-
Departmental Three phase electrical power monitors.10,000 0 10,000 0 10,000
56 Warehouse One Warehouse Assistant 0 31,875 31,875 0 31,875
57 CSU/Energy Energy Conservation Public Awareness Programs 0 47,000 47,000 0 47,000
58 Electric Uninterruptable Power Supply - Replacement Costs 6,215 1,052 7,267 0 7,267
FUND-211 Electric Fund Total Recommended 106,315 269,047 375,362 0 375,362
59 Production Maint/equipment for interruptions/blackouts 0 72,800 72,800 0 72,800
60 Production Protective Coating on Pump Station Equip 40,000 0 40,000 0 40,000
61 Production Chlorine Covers 12,000 0 12,000 0 12,000
62 Production SCADA equipment.25,000 25,000 0 25,000
63 Production Training for technical personnel 0 5,000 5,000 5,000
64 Production Engineering design of Drainage Structure 45,000 0 45,000 0 45,000
FUND-212 Water Fund Total Recommended 97,000 102,800 199,800 0 199,800
65 Treatment TCEQ Mandate permit renewals for CC & LC 33,500 0 33,500 0 33,500
66 Collection Maint/Equipment for interuptions/blackouts 28,000 28,000 0 28,000
67 Treatment Closed circuit television camera, sewer Van 74,000 74,000 0 74,000
68 Collection SCADA Equipment 0 25,000 25,000 0 25,000
69 Collection SCADA Workstation/Office computer 7,750 7,750 0 7,750
70 Collection Training for Technical personnel 5,000 5,000 0 5,000
71 Treatment Uninterruptable Power Supply - Replacement Costs 11,066 2,644 13,710 0 13,710
FUND-213 Wastewater Fund Total Recommended 126,316 60,644 186,960 0 186,960
72 Billing Collection Credit Card payment option for Customers 30,000 30,000 0 30,000
73 Billing Collection Software to read stubs for payments 58,500 7,000 65,500 17,000 48,500
74 Billing Collection Uninterruptable Power Supply - Replacement Costs 3,301 790 4,091 0 4,091
FUND-226
Utility Customer Service FundTotal
Recommended 61,801 37,790 99,591 17,000 82,591
75 Fleet Replace Vehicle Lifts 11,585 0 11,585 0 11,585
FUND-227 Fleet Services Fund Total Recommended 11,585 0 11,585 0 11,585
76 Communications Uninterruptable Power Supply - Replacement Costs 15,385 3,566 18,951 0 18,951
FUND-229 Communications Fund Recommended 15,385 3,566 18,951 0 18,951
77 Cemetery Cemetery Rear Entrance Improvements 55,000 500 55,500 0 55,500
FUND-351 Cemetery Fund Total Recommended 55,000 500 55,500 0 55,500
78 Drainage FTE Operator, 2 FTE Public Service 51,787 100,522 152,309 0 152,309
79 Drainage Mosquito Management Program 0 11,500 11,500 0 11,500
FUND-912 Drainage Total Recommended 51,787 112,022 163,809 0 163,809
B-3
SAVINGS/
DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL
80 BVSWMA Operations
Rock Prairie Road Landfill Pre-Subtitle D and
Subtitle D Cover
600,000 0 600,000
0
600,000
81 BVSWMA Operations Rock Prairie Road Landfill Sector 18 1,100,000
0 1,100,000 0
1,100,000
FUND-999 BVSWMA Capital Projects SLAs Total 1,700,000 0 1,700,000 0 1,700,000
82 Operations Replacement Generator 35,000 0 35,000 0 35,000
FUND-999 BVSWMA Total Recommended 35,000 0 35,000 0 35,000
Total All Funds 4,029,793 1,908,251 5,938,044 668,680 5,269,364
B-4
FY 03 NOT RECOMMENDED
SERVICE LEVEL ADJUSTMENTS
B-5
SAVINGS/
DEPARTMENT DESCRIPTION 1-T COST REOC. COST TOTAL REVENUES NET TOTAL
1 Patrol Patrol Officer 8,609 48,972 57,581 0 57,581
2 Comm/Jail 3 Communications Operators 0 111,768 111,768 0 111,768
3 Patrol HNT trailer and truck 51,895 9,280 61,175 0 61,175
4 Prevention Public Education Intern 8,958 8,958 0 8,958
5 Suppression Technology upgrade package.37,191 3,700 40,891 0 40,891
6 Planning Administration FTE GIS Technician 0 19,466 19,466 0 19,466
7 Administration Planning P & Z Food/Ice 0 4,550 4,550 0 4,550
8 Public Works Admin Traffic Calming 0 1,400
1,400 0 1,400
9 Public Works Admin Microstation design software 4,000 0 4,000 0 4,000
10 Public Works Admin Traffic simulation Software 4,500 500 5,000 0 5,000
11
Maintenance/Rec-
Athletics/Operations Overtime Increases 0 13,183 13,183 0 13,183
13 Maintence Equipment Rental 0 2,000 2,000 0 2,000
14 MIS Network area storage 50,000 5,000 55,000 0 55,000
15 Library
New Library hours staffing Sunday
Hours 0 69,400
69,400
0 69,400
16 E-Government E-Government technician 16,000 49,301
65,301 0 65,301
17 Parks Operations
Urban Forest Management Plan Risk
Management Program Delivery
8,000 0 8,000
0
8,000
18 Parks Operations
Urban Forest Management Plan
Street Tree Inventory
20,000 0 20,000
0
20,000
FUND-001 General Fund Total 200,195 347,478 547,673 0 547,673
19 Production/Distribution
Professional Consultant-Utility Master
Planning/Asset Mgmt/Industry Best
Practices 100,000 0 100,000 0 100,000
FUND-212 Water Fund Total 100,000 0 100,000 0 100,000
20 Treatment/Collection
Professional Consultant-Utility Master
Planning/Asset Mgmt/Industry Best
Practices 100,000 0 100,000 0 100,000
FUND-213 Wastewater Fund Total 100,000 0 100,000 0 100,000
21 Commercial Multi Family Recycling Program 34,500 0 34,500 0 34,500
FUND-214 Sanitation Fund Total 34,500 0 34,500 0 34,500
22 Print Mail Additonal Staff/Tools 5,000 36,844 41,844 0 41,844
FUND-228 Print Mail Fund Total 5,000 36,844 41,844 0 41,844
23 Drainage Additional Operator and Equipment 55,896 43,250 99,146 0 99,146
24 Drainage 2 Drainage Inspectors 58,600 92,614 151,214 0 151,214
25 Drainage Drainage Dumptruck 34,000 8,000 42,000 0 42,000
FUND-912 Drainage Fund Total 148,496 143,864 292,360 0 292,360
26 Operations Full Time Equipment Operator 0 35,270 35,270 0 35,270
FUND-999 BVSWMA Fund Total 0 35,270 35,270 0 35,270
27 All Operating Funds 0000 0
ALL FUNDS 0 0 0 0 0
Total All Funds 588,191 563,456 1,151,647 0 1,151,647
B-6
Embracing the Past
Exploring the Future
APPENDIX C
PERSONNEL SUMMARIES
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
General Fund
Police Department
Administration Div.
Police Chief 1.0 1.0 1.0 92,159$ 93,856$ 99,459$
Major 1.0 1.0 0.0 76,179 79,748 0
Assistant Chief 2.0 2.0 2.0 143,996 152,497 154,923
Secretary 2.0 2.0 2.0 45,823 48,511 47,706
Sergeant 1.0 0.0 1.0 47,071 0 49,969
Staff Assistant 1.0 1.0 1.0 32,641 34,376 34,800
Lieutenant 0.0 1.0 1.0 0 63,788 64,376
Criminal Intelligence Analyst 0.0 1.0 0.0 0 46,366 0
Tech. Svcs. Cord. 1.0 1.0 1.0 51,047 55,575 53,108
Total 9.0 10.0 9.0 488,916$ 574,718$ 504,342$
Uniform Patrol Div.
Lieutenant 3.0 3.0 3.0 172,190$ 172,528$ 174,621$
Master Officer 10.0 13.0 12.0 442,387 577,316 523,792
Police Officer 36.0 31.0 24.0 1,268,522 1,205,413 819,952
*School Crossing Guard 2.5 2.5 2.5 37,425 36,200 36,470
Senior Officer 9.0 11.0 18.0 346,979 413,919 654,051
Sergeant 7.0 7.0 7.0 339,234 345,691 346,304
Total 67.5 67.5 66.5 2,606,737$ 2,751,068$ 2,555,190$
Criminal Investigation Div.
Lieutenant 1.0 1.0 1.0 58,918$ 56,665$ 57,542$
Master Officer 6.0 5.0 8.0 263,764 180,963 355,670
Police Officer 1.0 3.0 0.0 34,492 107,618 0
Senior Officer 5.0 4.0 5.0 188,778 150,513 185,838
Sergeant 1.0 1.0 2.0 47,070 48,633 97,997
Total 14.0 14.0 16.0 593,022$ 544,392$ 697,047$
Professional Standards Div.
Lieutenant 1.0 1.0 1.0 54,093$ 56,761$ 55,802$
Sergeant 1.0 2.0 2.0 50,174 101,989 103,542
Master Officer 1.0 0.0 1.0 45,630 0 42,196
Police Officer 1.0 0.0 35,486 0 0
Total 4.0 3.0 4.0 185,383$ 158,750$ 201,540$
Quartermaster Div.
Quartermaster 1.0 1.0 1.0 22,554$ 24,033$ 24,325$
Total 1.0 1.0 1.0 22,554$ 24,033$ 24,325$
Communication/Jail Div.
Communication Manager 1.0 1.0 1.0 44,809$ 47,483$ 48,566$
Communication Supervisor 3.0 3.0 3.0 127,190 141,011 138,660
Sr. Communications Operator 0.0 3.0 5.0 0 92,069 148,486
Communications Operator 16.0 13.0 11.0 463,337 357,271 294,521
Public Safety Officer 7.0 7.0 7.0 257,726 181,880 176,939
Total 27.0 27.0 27.0 893,062$ 819,714$ 807,170$
Special Services Div.
Lieutenant 1.0 1.0 1.0 58,217$ 60,920$ 61,648$
Master Officer 6.0 5.0 4.0 218,098 228,291 175,949
Senior Officer 1.0 1.0 0.0 37,024 37,647 0
Sergeant 0.0 1.0 1.0 0 31,297 51,037
Police Officer 0.0 1.0 2.0 0 35,397 68,385
Animal Control Officer 3.0 3.0 3.0 63,361 68,226 64,970
Total 11.0 12.0 11.0 376,700$ 461,778$ 421,990$
Information Services Div.
Lieutenant 1.0 0.0 0.0 54,602$ 0$ 0$
Information Services Manager 1.0 1.0 1.0 42,128 43,358 46,069
Evidence Technician 1.0 1.0 1.0 25,466 26,715 25,142
Records Technician 4.0 4.0 4.0 89,361 103,399 93,213
Criminal Intelligence Analyst 1.0 0.0 1.0 44,555 0 46,085
Permit Cord. 0.0 0.0 0.0 0 0 0
Police Assistant 1.0 1.0 1.0 25,265 31,476 31,867
Total 9.0 7.0 8.0 281,377$ 204,948$ 242,375$
*Denotes a temporary/seasonal positionC-1
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
Police
Full Time Total 140.0 139.0 140.0
Part-Time/Seasonal Total 2.5 2.5 2.5
Department Totals 142.5 141.5 142.5 5,447,751$ 5,539,400$ 5,453,979$
General Fund
Fire Department
Fire Administration
Fire Chief 1.0 1.0 1.0 82,792$ 87,667$ 89,633$
Planning and Research Cord. 1.0 1.0 1.0 48,201 49,839 49,944
Staff Assistant 1.0 1.0 1.0 32,499 33,480 23,884
Secretary 1.0 1.0 1.0 24,256 25,654 33,878
Total 4.0 4.0 4.0 187,748$ 196,640$ 197,340$
Emergency Management:
Emergency Management Cord. 1.0 1.0 0.0 42,991$ 45,648$ 0$
Total 1.0 1.0 0.0 42,991$ 45,648$ 0$
Administration Div. Total 5.0 5.0 4.0 230,739$ 242,288$ 197,340$
Fire Suppression Div.
Asst. Fire Chief 1.0 1.0 1.0 68,871$ 73,520$ 74,760$
Battalion Chief 3.0 3.0 3.0 169,696 176,768 178,880
Lieutenant 11.0 11.0 10.0 523,501 535,638 495,092
Fire Training Cord. 1.0 0.0 0.0 41,695 0 0
Apparatus Operator 9.0 10.0 11.0 379,685 428,545 481,952
Firefighter I 22.0 19.0 19.0 856,096 709,217 732,739
Firefighter II 3.0 6.0 5.0 91,784 201,471 173,644
Firefighter III 4.0 6.0 10.0 145,388 200,269 332,846
Total 54.0 56.0 59.0 2,276,716$ 2,325,427$ 2,345,828$
EMS Div.
Apparatus Operator 3.0 5.0 5.0 124,172$ 208,410$ 214,064$
Fire/EMS Training Cord. 1.0 1.0 1.0 44,468 47,448 51,659
Firefighter I 21.0 22.0 20.0 867,084 825,464 764,652
Firefighter II 5.0 1.0 1.0 165,767 37,250 33,438
Firefighter III 0.0 1.0 3.0 0 32,788 86,927
Lieutenant- Fire 1.0 1.0 1.0 49,760 51,321 51,947
Total 31.0 31.0 31.0 1,251,251$ 1,202,682$ 1,202,686$
Fire Prevention Div.
Fire Marshal 1.0 1.0 1.0 65,442$ 70,384$ 72,262$
Fire Prevention Officer 3.0 3.0 3.0 183,559 140,038 143,558
Code Enforcement Officer 3.0 4.0 4.0 87,537 115,790 121,015
Parking Enforcement Officer 2.0 2.0 2.0 41,242 43,461 44,123
Public Education Officer 1.0 1.0 1.0 42,768 44,949 45,484
Total 10.0 11.0 11.0 420,548$ 414,623$ 426,443$
Fire
Full Time Total 100.0 103.0 105.0
*Part-Time/Seasonal Total 0.0 0.0 0.0
Department Totals 100.0 103.0 105.0 4,179,254$ 4,185,019$ 4,189,362$
General Fund
Public Works Department
Public Works Admin. Div.
Director of Public Works 1.0 1.0 1.0 85,905$ 87,212$ 93,374$
Staff Assistant 2.0 2.0 2.0 60,521 63,079 63,545
Asst. Public Works Director 1.0 1.0 1.0 64,857 69,633 72,517
Greenways Program Manager 1.0 1.0 1.0 46,964 49,939 50,536
Assistant City Engineer 1.0 1.0 1.0 44,802 59,479 60,190
Customer Service Representative 1.0 1.0 1.0 24,219 25,526 25,623
Total 7.0 7.0 7.0 327,268$ 354,868$ 365,786$
Facilities Maintenance Div.
Facility Maint. Superintendent 1.0 1.0 1.0 53,044$ 57,358$ 58,063$
Sr. Facility Maint. Technician 1.0 1.0 1.0 37,603 39,493 39,004
Facility Maint. Technician 4.0 5.0 5.0 128,770 161,936 164,421
Total 6.0 7.0 7.0 219,417$ 258,787$ 261,488$
*Denotes a temporary/seasonal positionC-2
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
Streets Maintenance Div.
Street Superintendent 1.0 1.0 1.0 56,911$ 59,479$ 60,190$
Foreman 2.0 1.0 1.0 70,825 36,819 36,351
Crew Leader 1.0 1.0 1.0 374,324 30,749 30,358
Equipment Operator 15.0 15.0 15.0 28,408 376,723 385,232
Public Service Worker 4.0 4.0 4.0 75,568 76,368 76,200
Total 23.0 22.0 22.0 606,036$ 580,138$ 588,331$
Drainage Div.
Foreman 0.0 1.0 1.0 0$ 36,819$ 38,006$
Equipment Operator 5.0 5.0 6.0 127,342 129,521 157,021
Public Service Worker 0.0 0.0 2.0 0 0 36,600
Total 5.0 6.0 9.0 127,342$ 166,340$ 231,627$
Traffic Div.
Signs Technician 2.0 2.0 3.0 50,932$ 48,688$ 87,072$
Total 2.0 2.0 3.0 50,932$ 48,688$ 87,072$
Public Works Engineering
City Engineer 1.0 1.0 1.0 71,164$ 73,516$ 74,352$
Assistant City Engineer 1.0 1.0 0.0 61,417 63,180 0
Graduate Civil Engineer 3.0 3.0 4.0 147,928 148,079 204,285
Engineering Technician 4.0 4.0 3.0 139,453 145,740 115,963
*Public Works Intern 0.5 0.5 0.5 3,853 987 994
*Engineering Aide 1.0 1.0 1.0 22,302 22,402 22,552
*Field Data Technician 0.5 0.5 0.5 10,203 9,865 9,931
Total 11.0 11.0 10.0 456,320$ 463,769$ 428,077$
Traffic Signal Systems
Traffic Systems Superintendent 1.0 1.0 1.0 57,419$ 59,479$ 60,190$
Traffic Systems Foreman 1.0 1.0 1.0 45,366 46,607 47,455
Traffic Signal Technician 3.0 3.0 3.0 114,344 108,928 121,518
Total 5.0 5.0 5.0 217,129$ 215,014$ 229,163$
Public Works
Full Time Total 57.0 58.0 0.0
*Part-Time/Seasonal Total 2.0 2.0 0.0
Department Totals 59.0 60.0 63.0 2,004,444$ 2,087,604$ 2,191,544$
General Fund
Parks & Recreation Department
Parks & Recreation Administration Div.
Director of Parks & Rec. 1.0 1.0 1.0 86,984$ 89,281$ 91,281$
Asst. Director of Parks & Rec. 1.0 1.0 1.0 69,957 73,911 74,065
Sr. Parks Planner 1.0 1.0 1.0 50,272 52,779 53,299
Parks Planner 2.0 2.0 2.0 88,055 92,882 93,316
Staff Assistant 1.0 1.0 1.0 30,058 31,711 32,076
Sr. Secretary 1.0 1.0 1.0 24,261 25,590 25,895
Secretary 2.0 2.0 2.0 39,140 44,100 45,400
*Receptionist 0.5 0.5 0.5 3,695 1,805 1,770
Total 9.5 9.5 9.5 392,422$ 412,059$ 417,101$
Admin. Div. Total 9.5 9.5 9.5 392,422$ 412,059$ 417,101$
Recreation Div.
Hotel/Motel Programs Activity Center
*Special Events Workers 0.5 0.5 0.5 2,610$ 2,617$ 2,617$
Total 0.5 0.5 0.5 2,610$ 2,617$ 2,617$
Recreation Administration Activity Center
Recreation Superintendent 1.0 1.0 1.0 56,737$ 55,569$ 56,658$
Recreation Supervisor 1.0 1.0 1.0 43,470 46,060 47,654
Temp/Seasonal 0.0 0.0 0.5 0 1,410 1,414
Total 2.0 2.0 2.5 100,207$ 103,038$ 105,726$
*Denotes a temporary/seasonal positionC-3
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
Recreation Athletics Activity Center
Recreation Supervisor 2.0 2.0 2.0 93,432$ 96,116$ 96,537$
Asst. Recreation Supervisor 1.0 1.0 1.0 32,289 32,447 34,109
*Special Events Worker 3.0 3.0 3.0 56,811 56,967 56,967
Total 6.0 6.0 6.0 182,532$ 185,530$ 187,612$
Special Events Activity Center
Recreation Supervisor 1.0 1.0 1.0 47,445$ 49,776$ 49,871$
*Recreation Assistant/ Special Events 1.5 1.5 1.5 9,865 13,272 13,272
Total 2.5 2.5 2.5 57,310$ 63,048$ 63,142$
Hotel/Motel Programs Activity Center
*Special Events Workers 1.0 1.0 1.0 23,612$ 23,676$ 23,676$
Total 1.0 1.0 1.0 23,612$ 23,676$ 23,676$
Senior Services Activity Center
Senior Services Cord. 0.5 0.5 0.5 16,300$ 19,395$ 19,841$
*Temp/Seasonal Workers 0.5 0.5 0.5 2,506 2,514 2,514
Total 1.0 1.0 1.0 2,506$ 21,909$ 22,355$
Recreation Div. Totals 13.0 13.0 13.5 368,777$ 399,818$ 405,128$
Special Facilities Div.:
Special Facilities Administration Activity Center
Recreation Superintendent 1.0 1.0 1.0 54,227$ 56,830$ 57,470$
Total 1.0 1.0 1.0 54,227$ 56,830$ 57,470$
Instruction Activity Center
Recreation Supervisor 1.0 1.0 1.0 47,353$ 49,766$ 49,466$
Asst. Recreation Supervisor 1.0 1.0 1.0 32,736 28,230 34,611
*Tennis Leaders 0.5 0.5 0.5 12,947 12,983 12,983
*Water Safety Aides 2.0 2.0 2.0 33,902 33,995 33,996
*Swim Coach 2.0 2.0 2.0 24,666 24,734 24,734
Total 6.5 6.5 6.5 151,604$ 149,708$ 155,791$
Special Facilities Aquatic Activity Center
Pools Supervisor 1.0 1.0 1.0 47,445$ 49,776$ 49,860$
Pool Technician 1.0 1.0 1.0 27,272 30,698 30,317
*Pool Manager/ Asst. Manager 6.0 6.0 6.0 104,004 104,289 103,717
*Lifeguards 10.0 10.0 10.0 160,860 161,301 161,200
*Other Pool Seasonal Employees 2.0 2.0 2.0 22,130 22,181 22,070
Total 20.0 20.0 20.0 361,711$ 368,245$ 367,163$
Special Facilities Conference Center Activity Center
Conference Center Supervisor 1.0 1.0 1.0 46,633$ 49,070$ 49,481$
Assist. Conference Center Supervisor 1.0 1.0 1.0 27,353 30,701 30,877
Secretary 1.0 1.0 1.0 20,620 21,709 21,881
*Part-time Receptionist 1.0 1.0 1.0 9,681 7,019 7,016
*Building Attendant 2.5 2.5 2.5 34,495 27,576 27,734
Total 6.5 6.5 6.5 138,782$ 136,075$ 136,989$
Special Facilities Lincoln Center Activity Center
Center Supervisor 1.0 1.0 1.0 43,539$ 45,848$ 47,541$
Center Assistant Supervisor 0.0 1.0 1.0 0 33,264 33,073
Building Attendant 1.0 0.0 0.0 19,097 0 0
Gym Attendant- Lincoln Center 0.5 0.0 0.0 12,671 237 0
Secretary 1.0 1.0 1.0 21,737 23,073 23,289
*Recreation Assistant 3.5 3.5 3.5 58,281 44,116 44,341
Total 7.0 6.5 6.5 155,325$ 146,538$ 148,245$
*Denotes a temporary/seasonal positionC-4
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
Youth Recreation
Recreation Supervisor 1.0 1.0 1.0 45,546$ 43,385$ 45,181$
*Teen Center Staff Attendant 3.0 3.0 3.0 52,896 53,041 53,042
Total 4.0 4.0 4.0 98,442$ 96,426$ 98,223$
Special Fac. Div. Totals 45.0 44.5 44.5 960,091$ 953,821$ 963,881$
Parks Operations Div.:
Operations Administration Activity Center
Parks Superintendent 1.0 1.0 1.0 53,138$ 55,911$ 56,659$
Total 1.0 1.0 1.0 53,138$ 55,911$ 56,659$
East District Operations Activity Center
Parks Operations Supervisor 1.0 1.0 1.0 36,982$ 40,146$ 39,682$
Parks Crew Leader 3.0 3.0 3.0 85,608 68,515 87,933
Light Equipment Operator 3.0 3.0 3.0 70,395 68,222 69,873
Grounds Worker 4.0 4.0 4.0 82,477 68,414 75,697
*Part-time Groundsworker 2.0 2.0 2.0 30,148 30,148 30,148
Total 13.0 13.0 13.0 305,610$ 275,445$ 303,332$
South District Operations Activity Center
Parks Operations Supervisor 1.0 1.0 1.0 38,714$ 40,169$ 39,682$
Parks Crew Leader 2.0 2.0 2.0 57,241 59,342 60,235
Light Equipment Operator 2.0 2.0 2.0 45,383 47,417 46,826
Grounds Worker 4.0 4.0 4.0 79,081 84,469 84,099
*Part-time Groundsworker 1.0 1.0 1.0 14,378 14,418 14,387
Total 10.0 10.0 10.0 234,797$ 245,814$ 245,229$
West District Parks Operations Activity Center
Parks Operations Supervisor 1.0 1.0 1.0 38,085$ 38,813$ 39,682$
Parks Crew Leader 2.0 2.0 2.0 54,585 59,376 60,633
Light Equipment Operator 2.0 2.0 2.0 45,817 45,918 48,251
Grounds Worker 5.0 5.0 5.0 98,985 106,398 106,412
*Part-time Groundsworker 1.0 1.0 1.0 14,378 14,379 14,379
Total 11.0 11.0 11.0 251,850$ 264,885$ 269,357$
Operations Div. Totals 35.0 35.0 35.0 845,395$ 842,055$ 874,577$
Forestry Div.:
Wolf Pen Creek Activity Center
*Maintenance Worker 0.5 0.5 0.0 3,922$ 3,933$ 0$
Total 0.5 0.5 0.0 3,922$ 3,933$ 0$
Cemetery Activity Center
Cemetery Sexton 1.0 1.0 1.0 41,678$ 41,678$ 41,148$
Groundsworker 2.0 2.0 2.0 40,320 41,423 39,472
Total 3.0 3.0 3.0 81,998$ 83,101$ 80,620$
Forestry Activity Center
Forestry Superintendent 1.0 1.0 1.0 52,656$ 55,517$ 56,659$
Forestry Supervisor 1.0 1.0 1.0 35,329 40,169 39,682
Horticulture Crew Leader 0.0 1.0 1.0 0 30,180 30,924
Forestry Crew Leader 0.0 1.0 1.0 0 30,180 30,924
Horticulture/Forestry Crew Leader 2.0 0.0 0.0 55,790 0 0
Forestry/Horticulture Worker 6.0 5.0 5.0 128,584 114,799 114,457
Irrigation Specialist 1.0 2.0 2.0 24,024 47,626 51,456
Total 11.0 11.0 11.0 296,383$ 318,471$ 324,103$
Forestry Div. Totals 14.5 14.5 14.0 382,303$ 405,505$ 404,724$
Parks & Recreation
Full Time Total 73.0 72.5 73.0
*Part-Time/Seasonal Total 44.0 44.0 43.5
Department Totals 117.0 116.5 116.5 2,948,988$ 3,013,259$ 3,065,410$
*Denotes a temporary/seasonal positionC-5
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
General Fund
Development Services Department
Development Services Administration Div.
Dir. of Development Services 1.0 1.0 1.0 79,895$ 82,020$ 86,061$
Asst. Dir. Development Services 0.0 0.0 1.0 0 0 70,769
Staff Planner 3.0 3.0 3.0 126,474 134,593 134,402
Staff Assistant 2.0 2.0 2.0 57,784 61,182 62,167
Customer Service Representative 3.0 3.0 3.0 72,600 74,873 63,759
Senior Customer Service Representative 0.0 0.0 1.0 0 0 32,895
Asst Dev. Review Manager 1.0 1.0 1.0 43,405 46,650 48,095
Development Review Manager 1.0 1.0 1.0 53,728 57,065 58,665
Secretary 1.0 1.0 0.0 21,054 22,967 0
Total 12.0 12.0 13.0 454,940$ 479,349$ 556,812$
Development Services Engineering Activity Center
Assistant City Engineer- Dev. 1.0 1.0 1.0 57,662$ 59,770$ 67,078$
Graduate Civil Engineer 2.0 2.0 2.0 100,393 99,155 104,229
Total 3.0 3.0 3.0 158,055$ 158,925$ 171,306$
Planning Administration Activity Center
City Planner 1.0 1.0 1.0 70,945$ 74,049$ 74,343$
Sr. Planner 2.0 2.0 2.0 106,561 111,937 108,378
Staff Planner 1.0 1.0 1.0 43,499 43,450 44,176
Transportation Planner 1.0 1.0 1.0 50,584 59,770 60,125
Land Database Technician 1.0 1.0 0.0 29,390 29,794 0
Part time GIS Technician 0.5 0.5 0.5 11,184 10,558 16,570
Total 6.5 6.5 5.5 312,163$ 329,558$ 303,592$
Neighborhood Services Activity Center
Sr. Planner 1.0 0.0 0.0 48,285$ 0$ 0$
Staff Planner 1.0 1.0 1.0 39,919 41,561 42,221
*Planning Intern 1.0 1.0 1.0 17,668 17,668 17,668
Total 3.0 2.0 2.0 105,872$ 59,229$ 59,889$
Building Inspection Activity Center
Building Official 1.0 1.0 1.0 56,969$ 59,770$ 60,484$
Plans Examiner 1.0 1.0 2.0 40,484 42,629 71,919
Combination Building Inspector 4.0 4.0 4.0 138,417 131,000 129,102
Staff Assistant 1.0 1.0 1.0 30,163 31,774 27,802
Total 7.0 7.0 8.0 266,033$ 265,173$ 289,308$
Development Services
Full Time Total 30.5 29.5 30.5
*Part-Time/Seasonal Total 1.0 1.0 1.0
Department Totals 31.5 30.5 31.5 1,297,063$ 1,292,234$ 1,380,907$
General Fund
Office of Technology and Information Services
OTIS Administration Div.
Director of OTIS 1.0 1.0 1.0 85,769$ 90,057$ 88,603$
Comm/Info Mgr. 1.0 1.0 1.0 65,484 68,112 68,257
Action Center Cord. 1.0 1.0 1.0 35,270 41,605 33,040
Action Center Representative 3.0 2.0 2.0 73,075 46,406 50,744
Total 6.0 5.0 5.0 259,598$ 246,180$ 240,644$
E-Government
E-Government Cord. 0.0 1.0 1.0 0$ 41,000$ 44,982$
Total 0.0 1.0 1.0 0$ 41,000$ 44,982$
Geographic Information Services
GIS Cord. 1.0 1.0 1.0 50,432$ 53,012$ 50,555$
GIS Technician 1.0 1.0 1.0 32,405 32,405 27,593
*GIS Intern 0.5 0.5 0.5 11,160 11,191 9,838
Total 2.5 2.5 2.5 93,997$ 96,607$ 87,986$
*Denotes a temporary/seasonal positionC-6
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
Management Information Systems Div.
MIS Director/ Asst Dir of OTIS 1.0 0.0 0.0 79,273$ 0$ 0$
Sr. Systems Analysts 0.0 0.0 1.0 0 0 53,070
Systems Analyst 6.0 6.0 5.0 287,477 295,780 247,647
Systems Operator 1.0 1.0 1.0 30,218 31,284 31,050
Micro Computer Cord. 1.0 1.0 1.0 41,898 42,952 45,925
MicroComputer Specialist 4.0 4.0 4.0 151,120 155,254 158,727
Network Systems Analyst 2.0 2.0 2.0 100,459 102,915 103,625
Total 15.0 14.0 14.0 690,445$ 628,184$ 640,044$
Office of Tech. and Information Systems
Full Time Total 23.0 22.0 22.0
*Part-Time/Seasonal Total 0.5 0.5 0.5
Department Totals 23.5 22.5 22.5 1,044,040$ 1,011,972$ 1,013,656$
General Fund
Fiscal Services Department
Fiscal Administration Div.
Fiscal Services Director 1.0 1.0 1.0 84,856$ 88,938$ 90,262$
Staff Assistant 1.0 1.0 1.0 30,163 32,619 32,076
Secretary 1.0 1.0 1.0 20,692 21,865 21,685
Quality Document Reader 0.0 0.0 0.5 0 0 9,838
Total 3.0 3.0 3.5 135,711$ 143,422$ 153,861$
Risk Management Div.
Risk Manager/Safety Coord. 1.0 1.0 1.0 55,690$ 60,490$ 61,212$
Safety and Training Cord. 0.0 1.0 1.0 0 48,853 48,349
Risk Analyst 1.0 1.0 1.0 44,128 45,966 47,417
Staff Assistant 0.5 0.0 0.0 14,048 0 0
Total 2.5 3.0 3.0 113,866$ 155,309$ 155,844$
Accounting Div.
Asst Fiscal Svs Dir/Accounting Mgr 1.0 1.0 1.0 67,099$ 71,011$ 72,208$
Acct. Customer Service Supervisor 1.0 1.0 1.0 47,443 50,006 50,604
Staff Accountant 1.0 1.0 1.0 42,796 44,975 44,187
Investment Officer 1.0 1.0 1.0 44,569 46,844 47,403
Acct. Customer Service Rep. 5.0 4.0 4.0 115,957 83,134 89,525
Accounting Assistant 1.0 1.0 1.0 30,240 34,653 35,073
Staff Assistant 1.5 2.0 2.0 41,328 63,399 64,174
Total 11.5 11.0 11.0 389,432$ 394,023$ 403,174$
Purchasing Div.
Purchasing Services Manager 1.0 1.0 1.0 57,357$ 59,480$ 60,190$
Sr. Buyer 1.0 0.0 1.0 50,434 50,434 51,627
Buyer 1.0 2.0 1.0 43,588 43,588 46,781
Purchasing Assistant 1.0 1.0 1.0 30,163 31,732 32,118
*Purchasing Intern 0.5 0.5 0.0 7,320 7,320 0
Total 4.5 4.5 4.0 188,862$ 192,553$ 190,717$
Municipal Court Div.
Municipal Court Administrator 1.0 1.0 1.0 52,190$ 55,045$ 55,973$
Payment Compliance Officer 0.0 0.0 1.0 0 0 23,920
Court Customer Service Reps. 6.0 6.0 7.0 131,836 161,417 153,667
Lead Customer Service Reps. 3.0 2.0 2.0 52,266 55,253 55,856
Staff Assistant 1.0 2.0 2.0 28,095 58,218 58,789
Bailiff 1.0 1.5 1.5 21,143 38,652 33,417
Total 12.0 12.5 14.5 285,530$ 368,586$ 381,623$
Municipal Court Judges Div.
Municipal Court Judge 1.0 1.0 1.0 56,260$ 61,654$ 58,142$
*Part-time Municipal Court Judge 0.5 0.5 0.5 10,008 10,063 10,035
Total 1.5 1.5 1.5 66,268$ 71,716$ 68,177$
Fiscal Services
Full Time Total 34.0 34.5 37.0
*Part-Time/Seasonal Total 1.0 1.0 0.5
Department Totals 35.0 35.5 37.5 1,179,669$ 1,325,609$ 1,354,529$
*Denotes a temporary/seasonal positionC-7
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
General Fund
General Government
City Secretary Div.
City Secretary 1.0 1.0 1.0 53,146$ 53,146$ 57,414$
Assistant City Secretary 1.0 1.0 1.0 31,284 32,222 32,600
Staff Assistant 1.0 1.0 1.0 25,680 27,296 27,614
Records Technician 1.0 1.0 1.0 23,665 25,078 22,984
Temp/Seasonal 0.0 0.0 0.0 310 310 310
Total 4.0 4.0 4.0 134,085$ 138,053$ 140,922$
City Manager Div.
City Manager 1.0 1.0 1.0 125,344$ 131,611$ 132,205$
Assistant City Manager 1.0 1.0 1.0 105,288 121,082 120,873
Assistant to CM 1.0 1.0 1.0 44,780 42,035 46,204
Secretary 1.0 0.0 0.0 18,907 0 0
Staff Assistant 1.0 1.0 1.0 26,178 28,640 29,835
Land Agent 1.0 1.0 1.0 46,830 48,692 49,274
Total 6.0 5.0 5.0 367,327$ 372,059$ 378,390$
Community Programs
Community Program Coor. 1.0 1.0 1.0 51,851$ 54,595$ 55,247$
Volunteer Cord. 0.5 0.5 0.5 16,072 15,353 15,158
Total 1.5 1.5 1.5 67,923$ 69,949$ 70,405$
Emergency Management:
Emergency Management Cord. 0.0 0.0 1.0 0$ 0$ 46,192$
Total 0.0 0.0 1.0 0$ 0$ 46,192$
Legal Div.
City Attorney 1.0 1.0 1.0 97,267$ 102,506$ 107,778$
First Asst. City Attorney 1.0 1.0 1.0 86,573 89,338 90,405
Senior Asst. City Attorney 1.0 1.0 1.0 52,021 71,767 74,035
Asst. City Attorney 2.0 2.0 2.0 98,576 103,064 98,938
Legal Assistant 1.0 1.0 1.0 29,690 31,682 33,417
Legal Assistant/Office Manager 1.0 1.0 1.0 41,605 41,923 43,369
Legal Clerk 0.75 0.75 0.75 13,715 14,490 14,661
Total 7.75 7.75 7.75 419,447$ 454,770$ 462,603$
Public Comm & Marketing Div.
City Communications Director 1.0 1.0 1.0 64,260$ 66,743$ 85,014$
Public Comm. And Marketing Asst. 1.0 1.0 1.0 35,922 37,852 38,676
Media Specialist 0.0 0.0 1.0 0 0 38,000
Total 2.0 2.0 3.0 100,182$ 104,595$ 161,689$
Human Resources Div.
Human Resources Director 1.0 1.0 1.0 76,451$ 79,982$ 84,984$
Asst. Human Resources Dir. 1.0 1.0 1.0 50,296 53,647 54,967
Human Resources Analyst 1.0 1.0 1.0 45,664 48,497 42,305
Benefits Cord. 1.0 1.0 1.0 42,957 45,600 38,881
Staff Assistant 1.0 1.0 1.0 26,230 29,429 30,065
Secretary 0.0 0.75 1.00 0 15,512 21,436
Receptionist 0.5 0.0 0.0 8,633 0 0
Total 5.50 5.75 6.0 250,231$ 272,666$ 272,638$
Economic Development Div.
Director of Economic Dev. 1.0 1.0 1.0 78,100$ 81,729$ 87,668$
Asst. Economic Develop. Director 1.0 1.0 1.0 48,249 52,195 54,357
*Economic Development Intern 0.5 0.0 0.0 9,360 0 0
Total 2.5 2.0 2.0 135,709$ 133,924$ 142,025$
*Denotes a temporary/seasonal positionC-8
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
Community Development Div.
CD Budget Analyst 1.0 1.0 1.0 44,996$ 47,802$ 45,397$
CD Project Specialist 1.0 1.0 1.0 38,088 37,561 38,320
Comm. Dev. Administrator 1.0 1.0 1.0 57,917 60,763 61,490
Staff Assistant 1.0 1.0 1.0 26,420 27,829 27,886
Housing Development Cord. 1.0 1.0 1.0 48,999 49,802 50,397
CD Housing Analyst 1.0 1.0 1.0 45,012 46,882 47,442
Housing Programs Cord. 1.0 1.0 1.0 48,999 49,802 50,397
CD Projects Cord. 1.0 1.0 1.0 49,032 51,548 50,251
*Part-time Receptionist 0.5 0.5 0.5 0 752 0
Total 8.5 8.5 8.5 359,463$ 372,743$ 371,580$
Office of Budget & Strategic Planning
Budget & Strategic Planning Director 1.0 1.0 1.0 63,664$ 70,112$ 75,207$
Budget Assistant 1.0 1.0 1.0 26,216 27,190 25,288
Budget/Management Analyst 2.0 2.0 2.0 87,566 87,100 81,770
*Part Time - Intern 0.5 0.5 0.5 14,088 12,294 12,260
Total 4.5 4.5 4.5 191,534$ 196,695$ 194,526$
General Government
Full Time Total 40.25 40.00 42.25
*Part-Time/Seasonal Total 2.00 1.00 1.00
Department Totals 42.25 41.00 43.25 2,025,901$ 2,115,453$ 2,240,972$
General Fund Position Totals
Full Time Total 497.75 498.50 512.75
Part-Time/Seasonal Total 53.00 52.00 49.00
GENERAL FUND TOTALS 550.75 550.50 561.75 $20,127,110 $20,570,550 $20,890,358
Parking Enterprise Fund
Fire Department
Parking Lot Activity Center
Parking Enforcement Officer 3.0 3.0 3.0 57,880$ 70,009$ 64,970$
Parking Supervisor 1.0 1.0 1.0 38,969 46,630 47,188
*Parking Attendants/PT 4.0 4.0 4.0 68,649 63,296 68,734
Total 8.0 8.0 8.0 165,498$ 179,935$ 180,891$
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 8.0 165,498$ 179,935$ 180,891$
Electric Fund
Public Utilities Department
Operations Administration Div.
Warehouse Operations Activity Center
Warehouse Supervisor 1.0 1.0 1.0 36,253$ 41,477$ 41,929$
Warehouse Assistant 2.0 2.0 3.0 58,178 54,898 78,573
*Warehouse Clerk 0.5 0.5 0.5 7,746 8,396 7,796
*Facility Attendant 0.5 0.5 0.5 5,298 5,314 5,333
Total 4.0 4.0 5.0 107,475$ 110,085$ 133,631$
Administration Activity Center
Director of Public Utilities 1.0 1.0 1.0 110,731$ 116,086$ 117,459$
Utilities Admin. Mgr. 1.0 1.0 1.0 52,786 55,054 56,972
Customer Service Rep 1.0 1.0 1.0 26,176 25,590 25,876
Senior Secretary 1.0 1.0 1.0 26,148 25,590 25,876
Secretary 2.0 2.0 2.0 49,787 46,809 47,335
Staff Assistant 1.0 1.0 1.0 31,342 31,753 32,115
*PUD Intern 0.5 0.5 0.5 6,973 6,992 6,973
Total 7.5 7.5 7.5 303,943$ 307,874$ 312,606$
Safety and Training
Safety and Training Cord. 1.0 0.0 0.0 37,284$ 1,096$ 0$
Total 1.0 0.0 0.0 37,284$ 1,096$ 0$
Operations Adm. Div. Totals 12.5 11.5 12.5 448,702$ 419,055$ 446,237$
*Denotes a temporary/seasonal positionC-9
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
Electrical Transmission & Distribution Div.
Asst. Dir. PUD/Div. Manager 1.0 1.0 1.0 79,201$ 81,559$ 82,511$
Electrical Trans/Dist Superintendent 1.0 1.0 1.0 65,512 68,690 67,469
Elec Trans/Dist Supervisor 1.0 1.0 1.0 47,193 49,581 50,165
Elec Trans/Dist Foreman 2.0 2.0 2.0 89,864 94,257 95,648
Line Technician 19.0 19.0 19.0 667,028 648,658 674,980
Elec. Planning/Projects Coord. 1.0 1.0 1.0 37,967 46,659 35,838
Work Order/Prop. Rec. Coord. 1.0 1.0 1.0 34,518 36,466 98,396
*Part-time Utility Technician 1.0 1.0 1.0 8,340 8,369 9,381
Metering/Substation Supervisor 2.0 2.0 2.0 88,521 92,206 93,754
Elec. Sub/ Metering Superintendent 1.0 1.0 1.0 65,512 65,617 66,383
Substation/Metering Elec. Technician 6.0 6.0 6.0 187,006 223,278 242,511
Utility Dispatch Ops Superint. 1.0 1.0 1.0 57,684 59,671 60,365
Public Utility Dispatcher 5.0 5.0 5.0 156,033 154,214 156,424
Utility Dispatch Ops Assistant 1.0 1.0 1.0 41,169 45,529 46,500
Mapping Cord. 1.0 1.0 1.0 34,612 34,612 37,996
Energy Auditor 1.0 1.0 1.0 30,834 32,405 33,576
Energy Cord. 1.0 1.0 1.0 44,338 49,469 50,046
Line Locator/ Inspector 1.0 1.0 1.0 36,402 37,880 39,630
Total 47.0 47.0 47.0 1,771,734$ 1,829,118$ 1,941,573$
Full Time Total 57.0 56.0 57.0
Part-Time/Seasonal Total 2.5 2.5 2.5
ELECTRIC FUND TOTALS 59.5 58.5 59.5 2,220,436$ 2,248,173$ 2,387,810$
Water Fund
Water Production Activity Center
Chief Water Production Operator 1.0 1.0 1.0 36,908$ 36,140$ 38,307$
Pump Station Operator 4.0 4.0 3.0 115,821 118,993 95,986
Engineer 1.0 1.0 1.0 49,810 53,011 56,170
Field Operations Superintendent 0.0 1.0 1.0 0 54,412 54,909
Crew Leader 0.0 5.0 6.0 0 159,309 225,217
Maint. Foreman 0.0 2.0 2.0 0 79,060 81,535
W/WW Systems Operator 0.0 7.0 7.0 0 189,118 184,956
Div. Manager - Water/WW 0.0 1.0 1.0 0 74,097 74,410
Environ. Compliance/Training Coord. 0.0 1.0 1.0 0 53,189 53,539
GIS Technician 0.0 2.0 2.0 0 64,851 69,869
Environmental Technician 0.0 4.0 4.0 0 127,065 125,287
Water Resource Cord. 0.0 1.0 1.0 0 45,381 45,817
*Part-time GIS Technician 0.0 1.0 1.0 0 10,544 10,515
Total 6.0 31.0 31.0 202,539$ 1,065,173$ 1,116,519$
Water Distribution Activity Center
Field Operations Superintendent 1.0 0.0 0.0 50,944$ 0$ 0$
Crew Leader 5.0 0.0 0.0 171,606 0 0
Maint. Foreman 2.0 0.0 0.0 77,253 0 0
W/WW Systems Operator 7.0 0.0 0.0 178,087 0 0
Total 15.0 0.0 0.0 477,890$ 0$ 0$
Environmental Services Activity Center
Div. Manager - Water/WW 1.0 0.0 0.0 70,263$ 0$ 0$
Environ. Compliance/Training Coord. 1.0 0.0 0.0 50,193 0 0
GIS Technician 2.0 0.0 0.0 64,453 0 0
Environmental Technician 2.0 0.0 0.0 63,803 0 0
Crew Leader 1.0 0.0 0.0 33,657 0 0
GPS Technician 1.0 0.0 0.0 32,044 0 0
Water Resource Cord. 1.0 0.0 0.0 42,650 0 0
*Part-time GIS Technician 1.0 0.0 0.0 10,515 0 0
Total 10.0 0.0 0.0 367,578$ 0$ 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 1,048,007$ 1,065,173$ 1,116,519$
*Denotes a temporary/seasonal positionC-10
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
Wastewater Fund
Wastewater Treatment Activity Center
Plant Operations Superintendent 1.0 0.0 0.0 51,097$ 0$ 0$
Chief WWTP Operator 1.0 0.0 0.0 43,567 0 0
System Analyst 1.0 0.0 0.0 46,157 0 0
SCADA Technician 1.0 0.0 0.0 32,969 0 0
WW Plant Operator 12.0 0.0 0.0 340,397 0 0
Electrical Technician 1.0 0.0 0.0 38,071 0 0
Elec. Technician I 1.0 0.0 0.0 32,634 0 0
Sr. Lab Technician 1.0 0.0 0.0 33,482 0 0
Lab Technician 2.0 0.0 0.0 51,462 0 0
Total 21.0 0.0 0.0 669,836$ 0$ 0$
Wastewater Collection Activity Center
Plant Operations Superintendent 0.0 1.0 1.0 51,097$ 58,159$ 58,283$
Chief WWTP Operator 0.0 1.0 1.0 43,567 43,567 43,013
Systems Analyst 0.0 1.0 1.0 46,157 47,430 48,670
SCADA Technician 0.0 1.0 1.0 32,969 32,914 32,495
WW Plant Operator 0.0 12.0 12.0 340,397 365,497 370,564
Electrical Technician 0.0 1.0 1.0 38,071 36,267 35,806
Elec. Technician I 0.0 1.0 1.0 32,634 32,638 32,223
Sr. Lab Technician 0.0 1.0 1.0 33,482 34,102 33,669
Lab Technician 0.0 2.0 2.0 51,462 49,912 49,277
Maintenance Foreman 1.0 1.0 1.0 36,489 38,814 33,040
Crew Leader 4.0 4.0 4.0 126,151 125,881 125,917
W/WW Systems Operator 12.0 12.0 12.0 257,748 292,852 301,467
Total 17.0 38.0 38.0 1,090,224$ 1,158,033$ 1,164,422$
Wastewater Fund Position Totals
Full Time Total 38.0 38.0 38.0
Part-Time/Seasonal Total 0.0 0.0 0.0
WASTEWATER FUND TOTALS 38.0 38.0 38.0 1,760,060$ 1,158,033$ 1,164,422$
Utilities Full-time Position Tot.125.0 124.0 125.0
PUBLIC UTILITIES DEPT. TOT.128.5 127.5 128.5 5,028,503$ 4,471,378$ 4,668,751$
Sanitation Fund
Residential Collection Activity Center
Sanitation Superintendent 1.0 1.0 1.0 51,878$ 55,875$ 58,189$
Sanitation Foreman 1.0 1.0 1.0 34,662 35,142 38,006
Route Manager 16.0 17.0 17.0 413,715 461,578 463,045
Equipment Operator 2.0 2.0 2.0 48,986 49,233 47,580
Recycling Cord. 1.0 1.0 1.0 41,131 44,459 42,769
Customer Service Representative 1.0 1.0 1.0 24,645 25,526 25,665
*Part-time Graduate Intern 1.0 1.0 1.0 14,356 14,356 14,356
*Part-time Route Manager 1.5 1.5 1.5 19,666 19,667 19,667
Total 24.5 25.5 25.5 649,039$ 705,837$ 709,277$
Commercial Collection Activity Center
Container Cord. 2.0 2.0 2.0 55,558$ 55,047$ 56,171$
Sanitation Foreman 1.0 1.0 1.0 37,979 36,819 38,006
Route Manager 8.0 8.0 8.0 234,862 199,960 206,853
Total 11.0 11.0 11.0 328,399$ 291,826$ 301,029$
Sanitation Fund Position Totals
Full Time Total 33.0 34.0 34.0
Part-Time/Seasonal Total 2.5 2.5 2.5
SANITATION FUND TOTALS 35.5 36.5 36.5 977,438$ 997,663$ 1,010,306$
Utility Billing Fund
Utility Billing Activity Center
Utilities Office Manager 1.0 1.0 1.0 60,117$ 61,921$ 62,384$
Customer Service Supervisor 1.0 1.0 1.0 46,441 50,264 50,886
Utilities Analyst 1.0 1.0 1.0 43,697 47,278 49,025
Senior Customer Serv. Rep. 3.0 3.0 3.0 92,299 100,171 98,766
Customer Service Rep. 13.0 13.0 13.0 329,852 331,837 332,851
Part-time Cust. Serv. Rep. 2.0 1.5 1.0 32,954 22,279 23,245
Total 21.0 20.5 20.0 605,360$ 613,750$ 617,156$
*Denotes a temporary/seasonal positionC-11
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
Meter Services Activity Center
Meter Services Supervisor 1.0 1.0 1.0 41,968$ 43,079$ 39,600$
Meter Services Technician 2.0 2.0 2.0 59,871 59,493 62,187
Meter Reading Cord. 1.0 1.0 1.0 32,690 33,672 26,296
Meter Services Field Rep. 5.0 6.0 6.0 89,211 120,735 122,740
Meter Services Field Rep- PT 0.5 0.0 0.0 9,868 169 0
Total 9.5 10.0 10.0 233,608$ 257,149$ 250,824$
Utility Billing Position Totals
Full Time Total 28.0 29.0 29.0
Part-Time/Seasonal Total 2.5 1.5 1.0
UTILITY BILLING FUND TOTALS 30.5 30.5 30.0 838,968$ 870,899$ 867,980$
Fleet Maintenance Fund
Fleet Services Parts Activity Center
Assistant Buyer 1.0 1.0 1.0 34,333$ 35,357$ 35,785$
Warehouse Assistant 1.0 1.0 1.0 24,157 24,977 24,660
Total 2.0 2.0 2.0 58,490$ 60,334$ 60,445$
Fleet Services Admin. Activity Center
Fleet Services Superintendent 1.0 1.0 1.0 56,924$ 59,562$ 53,246$
Customer Service Rep. 1.0 1.0 1.0 23,970 25,398 25,707
Shop Foreman 1.0 1.0 1.0 43,162 42,463 45,003
Mechanic 10.0 10.0 10.0 297,658 284,422 284,058
Total 13.0 13.0 13.0 421,714$ 411,845$ 408,015$
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 15.0 480,204$ 472,179$ 468,460$
Print Mail Fund
Print Mail Activity Center
Printing Cord. 1.0 1.0 1.0 40,175$ 41,605$ 42,008$
Printing Assistant 1.0 1.0 1.0 32,978 33,736 33,983
Printing/Graphics Tech. 1.0 1.0 1.0 30,408 31,774 32,160
Part-time Mail Clerk 0.5 0.5 0.5 10,483 9,337 9,627
*Print/Mail Aide 1.5 1.5 1.5 12,288 12,322 12,288
Total 5.0 5.0 5.0 126,332$ 128,775$ 130,066$
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 5.0 126,332$ 128,775$ 130,066$
Communications Fund
Communication Services Div.
Wireless Cord. 1.0 1.0 0.0 44,330$ 44,331$ 0$
Network Systems Analyst 1.0 1.0 1.0 50,451 52,993 53,635
Communications Technician 3.0 4.0 5.0 117,227 147,033 187,347
Total 5.0 6.0 6.0 212,008$ 244,358$ 240,983$
Communications Full-time Position Totals
Full Time Total 5.0 6.0 6.0
Part-Time/Seasonal Total 0.0 0.0 0.0
COMM. FUND TOT.5.0 6.0 6.0 212,008$ 244,358$ 240,983$
*Denotes a temporary/seasonal positionC-12
PERSONNEL LIST
Actual Approved Approved Actual Approved Approved
Budget Budget Budget Budget Budget Budget
FY 01-02 FY 02-03 FY 03-04 FY 01-02 FY 02-03 FY 03-04
Brazos Valley Solid Waste Management
Agency Fund
Operations Activity Center
Sanitary Landfill Manager 1.0 1.0 1.0 56,926$ 59,829$ 53,219$
Landfill Operations Supervisor 1.0 1.0 1.0 40,058 41,477 41,777
Landfill Crew Leader 2.0 2.0 2.0 59,779 57,764 66,257
Equipment Operator 11.0 10.0 10.0 257,010 259,694 265,993
Environmental Compliance Officer 1.0 1.0 1.0 43,425 46,909 38,862
Spotter 1.0 1.0 1.0 21,042 21,115 20,836
Secretary/Scale Operator 2.0 2.0 2.0 24,223 43,994 45,149
Mechanic 2.0 2.0 2.0 58,409 48,612 61,315
*Landfill Groundskeeper 0.5 0.5 0.5 7,652 7,674 15,070
*Part-time Equip. Operator III 0.5 0.5 0.5 7,674 7,674 15,070
*Field Service Person 0.5 0.5 0.5 7,674 7,695 15,070
Waste Screener 0.0 1.0 1.0 0 24,977 26,030
Total 22.5 22.5 22.5 583,872$ 627,414$ 664,648$
Administration Activity Center
Asst Dir Public Works/BVSWMA 1.0 1.0 1.0 71,364$ 74,098$ 74,978$
Staff Assistant 1.0 1.0 1.0 30,748 31,327 31,427
Secretary - Full-time 1.0 0.0 0.0 21,662 0 0
*BVSWMA Intern 1.0 1.0 1.0 14,697 14,737 14,737
Total 4.0 3.0 3.0 138,471$ 120,161$ 121,143$
BVSWMA Fund Full-time Position Totals
Full Time Total 24.0 23.0 23.0
Part-Time/Seasonal Total 2.5 2.5 2.5
BVSWMA Total 26.5 25.5 25.5 722,343$ 747,576$ 785,790$
All Funds Full-time Total 735.25 737.00 752.25
ALL FUNDS TOTAL 804.75 804.50 816.25 28,678,404$ 28,683,313$ 29,243,585$
*Denotes a temporary/seasonal positionC-13
Personnel History
Department FTE Totals
0
20
40
60
80
100
120
140
160
95 96 97 98 99 00 01 02 03 04
Public Utilities
Police
Parks
Public Works
Fire
OTIS
Development Serv
Fiscal Services
General Govt
BVSWMA
Fiscal Years
Parking
Personnel Total
706.0
804.75
701.0 735.0701 735
757 804.50 816.25
706
0.0
100.0
200.0
300.0
400.0
500.0
600.0
700.0
800.0
900.0
95 96 97 98 99 00 01 02 03 04
Fiscal Years
The above graphs are based on Full-Time Equivalents (FTEs) which includes both temporary/seasonal and full-time regular positions.
C-14
Embracing the Past
Exploring the Future
APPENDIX D
REVENUE HISTORY AND
FY 04 BUDGET ESTIMATES
REVENUE HISTORY AND FY 04 ESTIMATES
Estimate Estimate
DESCRIPTION Y9 FY00 FY01 FY02 FY03 FY 04
GENERAL FUND
CURRENT TAXES 3,381,936$ 3,761,364$ 4,489,864$ 5,240,461$ 5,741,746$
DELINQ. TAX 18,528 28,205 36,567 55,000 40,000
PENALTY & INT. 20,256 23,598 28,915 30,000 30,000
AD VALOREM TAX 3,420,720 3,813,167 4,555,345 5,325,461 5,811,746
LOCAL SALES TAX 11,489,702$ 12,733,403$ 13,413,911$ 13,769,500$ 14,045,000$
.
NONOPERATING REVENUE -$ -$ 1,512$ -$ -$
MIXED DRINK TAX 172,842$ 257,357$ 234,924$ 238,000$ 242,800$
BANK FRANSHISE 0 812 0 0 0
NAT. GAS FRANCHISE 105,359 130,207 188,124 215,000 215,000
CABLE FRANCHISE 332,051 434,971 470,720 415,000 415,000
PHONE FRANCHISE 1,055,029 1,044,986 1,015,328 1,010,000 1,010,000
OIL/GAS FRANCHISE 26,921 19,584 26,961 26,585 26,600
USE OF STREETS 4,376 14,063 13,108 5,000 5,100
OTHER TAXES 1,696,578 1,901,980 1,949,165 1,909,585 1,914,500
MIX DRINK LICENSE 16,895$ 25,532$ 28,220$ 29,000$ 29,600$
GAME MACHINES 2,310 615 660 700 700
BLDG. CONTRACTORS 17,904 13,986 14,961 15,000 15,300
ELEC. LICENSE 3,359 6,418 4,961 6,000 6,100
TAXI 0 130 0 0 0
ITIN. VENDOR 705 570 306 600 600
LAWN SPRINKLER 504 0 0 240 200
MECHANICAL 11,634 2,597 2,970 2,500 2,600
PLUMBING 1,415 2,313 1,880 2,100 2,100
GRAVE CLOSERS 75000 0
AMBULANCE 600 867 1,000 500 500
WRECKER 4,120 5,570 4,865 4,800 4,900
MINERAL DRILLING 0000 0
BUILDERS PERMITS 422,299 516,657 504,695 550,000 520,000
ELECTRICAL PERMITS 31,500 42,171 61,154 62,000 62,000
PLUMBING PERMITS 51,159 62,025 100,658 102,000 102,000
MECHANICAL PERMITS 13,874 27,436 54,147 50,000 50,000
STREET CUT PERMITS 3,300 2,950 4,300 3,000 3,000
IRRIGATION PERMITS 2,288 5,559 11,876 11,000 11,000
CHILD SAFETY PROGRAMS 60,004 63,666 73,888 73,000 74,500
BICYCLE PERMITS 25000 0
LIVESTOCK 0 95 95 100 100
LICENSES & PERMITS 643,970 779,157 870,635 912,540 885,200
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
6,000,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
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 FY03
Estimate
FY 04
Estimate
SALES TAX
0
500,000
1,000,000
1,500,000
2,000,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
OTHER TAXES
D-1
REVENUE HISTORY AND FY 04 ESTIMATES
Estimate Estimate
DESCRIPTION Y9 FY00 FY01 FY02 FY03 FY 04
CONCESSIONS -$ -$ 7,389$ 7,400$ 7,500$
ADAMSON POOL 133,067 154,838 141,778 142,000 144,800
NATATORIUM 1,548 2,089 1,819 2,000 2,000
HALLARAN POOL 54,682 63,138 91,854 92,000 93,800
THOMAS POOL 14,824 18,380 14,643 15,000 15,300
SPORTS INST.: SWIM 66,110 73,479 79,143 80,000 81,600
SPORTS INST:SWIM TM 11,215 19,134 22,871 24,000 24,500
TENNIS PROGRAM 14,972 20,173 24,554 25,000 25,500
MISC SPORTS INST. 2,857 5,050 6,704 196,000 199,900
FITNESS RUN 100 60 (30) 0 0
TEEN CENTER 3,795 4,739 5,067 35,001 35,700
TEEN CENTER MEMBERS 275 624 580 600 600
TEEN CENTER MISC 0 1,465 1,180 500 500
LINCOLN CENTER PASSES 2,783 5,286 3,908 4,000 4,100
OTHER PARKS REVENUE (NT) 7,961 21,801 16,374 12,000 12,200
MISC PARKS 4 50 201,359 0 15,615
PARKS AND RECREATION 314,193$ 390,306$ 619,193$ 635,501$ 663,615$
HAZARD MATERIALS RESP. 0$ 67$ 0$ 0$ 0$
FINGERPRINTING 4,396 3,222 3,152 3,200 3,300
POLICE REPORTS 8,750 14,539 10,373 10,500 10,700
RECORDS CHECKS 1,294 1,291 1,285 1,170 1,200
ARREST FEES 87,391 143,681 97,478 110,000 112,200
WARRANT SERVICE FEES 10,642 86,689 104,992 110,000 112,200
ESCORT SERVICES 15,972 30,458 31,214 29,400 30,000
FALSE ALARMS 25,950 22,923 23,750 18,000 18,400
ALARM FEES 0000 0
RESTITUTION 12,197 (208) 4,424 1,000 1,000
OTHER 75,576 166,999 180,842 200,000 204,000
POLICE DEPARTMENT 242,168 469,661 457,510 483,270 493,000
EMS TRANSPORT 312,583 318,361 463,974 530,000 570,600
EMS BASIC TREATMENT 8,068 5,455 0 0 0
EMS ATHLETIC STANDBY 0 0 350 0 0
EMS REPORTS 81 175 173 400 400
HAZARD MATERIALS RESP. 2,883 4,607 0 3,163 3,200
AUTO HOOD TEST 750 680 480 500 500
AUTO FIRE ALARM 2,095 1,220 1,430 1,000 1,000
DAY CARE CENTERS 600 510 540 500 500
HEALTH CARE FACILITIES 200 100 50 20 0
NURSING HOMES 50 100 150 150 200
SPRINKLER/STANDPIPE 3,695 2,650 2,860 2,800 2,900
FUEL LINE LEAK 50 100 50 100 100
FUEL TANK LEAK 0 50 150 100 100
CODE ENFORCEMENT ADMIN FEE 1,200 2,394 5,760 5,800 5,900
MOWING FEE CHARGES 819 2,572 4,215 5000 5100
RESTITUTION 60 0 0 0 0
FIRE REPORTS 547 362 125 100 100
OTHER 7,997 1,183 0 100 100
FIRE DEPARTMENT 341,678 340,519 480,306 549,733 590,700
0
200,000
400,000
600,000
800,000
1,000,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
LICENSES AND PERMITS
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
PARKS AND RECREATION
D-2
REVENUE HISTORY AND FY 04 ESTIMATES
Estimate Estimate
DESCRIPTION Y9 FY00 FY01 FY02 FY03 FY 04
STREET CUT REPAIRS 850 0 1,075 0 0
MISCELLANEOUS 150 925 0 0 0
PUBLIC WORKS 1,000 925 1,075 0 0
TIME PMT FEE/EFFICIENCY 2,737 1,042 0 0 0
TIME PMT/UNRESERVED 11,161 23,150 14,225 16,600 16,900
WARRANT SERVICE FEES 50,590 0 0 0 0
GENERAL ADMIN. FEES 52,213 75,508 44,952 80,000 81,600
TEEN COURT 459 1,484 1,900 1,900
COURT DISMISSAL FEES 18,605 14,220 8,157 10,000 10,200
MUNICIPAL COURT 135,765 113,920 68,819 108,500 110,600
LOT MOWING (160) 0 0 0 0
GENERAL ADMIN. FEES 0000 0
MAPS/PLANS/ORDINANCE 20 0 0 0 0
MISC. CHARGES 3,576 13,421 25,442 21,200 21,600
FILING FEES 49,955 58,438 116,326 120,000 122,400
XEROX/REPRO CHARGES 0000 0
MISC PLANNING CHARGES 4,097 2,923 4,542 2,500 2,600
O&G PIPELINE ADMIN. FEES 62,453 60,313 52,551 51,340 51,000
MAPS/PLANS/ORDINANCES 1,386 1,051 541 1,000 1,000
MISC ENGINEERING 8,102 341 180 100 100
MISCELANEOIUS 5,000 0 60 40 0
DEVELOPMENT SERVICES 134,429 136,487 199,641 196,180 198,700
CERTIFICATE SEARCHES 10,978 12,739 12,169 12,000 12,200
FILING FEES 0000 0
XEROX/REPRO CHARGES 1,308 333 1,052 500 500
GENERAL GOVT. 12,286 13,072 13,221 12,500 12,700
OTHER SERVICE CHARGES 867,326$ 1,074,584$ 1,220,572$ 1,350,183$ 1,405,700$
CHILD SAFETY 104$ 1,235$ 3,557$ 2,000$ 2,000$
CITY PARKING FINES 21,701 19,912 10,625 20,000 20,400
CITY PEDESTRIAN FINES 0000 0
TRAFFIC FINES 49,868 70,267 42,713 54,000 55,100
OTHER MUN. COURT FINES 1,135,150 1,704,788 2,267,178 2,220,000 2,785,530
MISC. FINES AND PENALTIES 1,675 0 6,575 7,000 7,100
FINES/FORFEITS 1,208,498 1,796,202 2,330,648 2,303,000 2,870,130
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
OTHER SERVICE CHARGES
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
FINES AND FORFEITS
D-3
REVENUE HISTORY AND FY 04 ESTIMATES
Estimate Estimate
DESCRIPTION Y9 FY00 FY01 FY02 FY03 FY 04
BANK ACCOUNT INTEREST 3,745$ 2,852$ 673$ 400$ 400$
INTEREST ON INVESTMENTS 362,504 494,883 475,243 275,000 250,000
BVSWMA/ROLLER 0000 0
OTHER 244 000 0
REALIZED GAIN/LOSS 553 5,868 (8,764) 1,500 1,500
TOTAL INTEREST 367,046 503,603 467,152 276,900 251,900
PARKS GRANT 6,410$ 0$ 0$ 10,000$ 0$
POLICE GRANTS 395,546 272,859 180,397 100,000 0
FED GRANT: PLANNING 0000 0
FED GRANT: FIRE 0 0 0 90,132 0
STATE GRANT: PARKS 0 0 15,500 0 0
STATE GRANT: POLICE 3,814 1,817 5,110 5,000 0
OTHER INTERGOVERN. REV 16,794 186,219 213,760 187,300 228,115
INTER. GOV'T. REVENUE * 422,564 460,895 414,767 392,432 228,115
CAPITAL IMPRV. ASSESSMENT 503$ 350$ 0$ 0$ 0$
MINERAL ROYALTY INTERESTS 2,340 4,280 2,749 2,000 2,000
BALLFIELD RENTALS 2,802 0 9,805 10,000 10,200
LINCOLN RENTALS 4,786 0 11,480 12,700 13,000
PARK PAVILION RENTALS 18,855 0 22,673 20,000 20,400
TEEN CENTER RENTALS 294 000 0
MISC. RENTS AND ROYALTIES 26,516 83,407 67,017 60,000 61,200
CONFERENCE CENTER 0000120,000
ROLLER (PRINCIPAL)0000 0
CRIME PREVENTION 0 0 1,200 10,000 1,200
CO-SPONSORED EVENTS 50 0 14,115 16,000 16,300
MISC. DONATIONS 421 0 6,160 4,700 4,800
DAMAGE REIMBURSEMENT 15,555 3,807 7,700 5,000 5,100
OTHER REIMBURSED EXP. 4,602 0 25,103 0 2,000
CASH OVER/SHORT 422 69 951 250 300
COLLECTION SERVICE FEES 63,548 3,716 7,336 4,000 4,100
MUNICIPAL COURT COLLECTION 0 112,725 90,216 92,000 93,800
CRIMINAL INVEST. REVENUES 0000 0
SALE OF ABANDONED Appr. 2,765 2,766 3,958 2,277 2,300
SALE OF CEMETERY LOTS (23) 1,817 2,400 0 0
SALE OF SCRAP 612 3,497 0 0 0
OTHER 30,161 26,939 61,611 40,000 40,800
OTHER MISC REV NT 00770 0
SALE OF FIXED ASSETS 51,082 24,328 30,106 30,000 30,600
MISCELLANEOUS 225,291 267,701 364,656 308,927 428,100
0
100,000
200,000
300,000
400,000
500,000
600,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
INTEREST EARNINGS
0
100,000
200,000
300,000
400,000
500,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
GRANT REVENUE
D-4
REVENUE HISTORY AND FY 04 ESTIMATES
Estimate Estimate
DESCRIPTION Y9 FY00 FY01 FY02 FY03 FY 04
ROI: ELECTRIC 3,773,500$ 3,998,000$ 4,360,000$ 4,470,000$ 4,470,000$
ROI: WATER 726,000 925,000 861,300 893,200 899,240
ROI: SEWER 658,000 751,500 719,500 817,000 939,300
ROI: SOLID WST 176,475 273,000 294,200 310,000 331,855
RETURN ON INVESTMENT 5,333,975 5,947,500 6,235,000 6,490,200 6,640,395
TOTAL GENERAL FUND: $25,989,863 $29,668,498 $32,442,557 $33,674,229 $35,144,401
HOTEL/MOTEL FUND
HOTEL/MOTEL TAX REV. 1,749,521$ 1,843,419$ 1,926,009$ 2,100,000$ 2,173,500$
PENALTY AND INTEREST 673 2,667 0 0 0
WPC CONCESSION (TAX) 7,026 46 0 0 0
WPC CONCESSION (NT) 4,930 3,974 13,218 8,500 8,500
WPC TICKETS (TAX) (16,212)000 0
WPCTICKETS (NT) 18,526 1,675 142 0 0
REIMBURSED EXPENSES 10,907 4,154 11,981 5,000 0
FINES AND FORFEITS 0 0 0 600 0
INTEREST 72,380 0 79,577 56,500 40,000
CONFERENCE CENTER 94,222 103,064 100,559 102,000 0
WPC AMPHITHEATER 0 2,225 4,526 3,000 3,000
BUILDINGS 0 0 0 0 0
EQUIPMENT ROYALTIES (TAX) 3,101 186 58 0 0
EQUIPMENT ROYALTIES (NT) 13,807 13,316 9,526 0 0
CASH OVER/SHORT 028 0 0 0
CO-SPONSORED EVENTS 0 0 5,000 0 0
HIST PRES PROJ. 870 176 563 200 0
OTHER 5,130 897 7,081 3,800 4,000
OTHER MISC REV TAXABLE 3,163 442 477 0 0
OTHER MISC REV NON TAXABLE 12,426 13,291 4,701 0 0
TOTAL HOTEL/MOTEL FUND $1,980,470 $1,989,560 $2,163,417 $2,279,600 $2,229,000
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
MISCELLANEOUS REVENUE
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
RETURN ON INVESTMENT FROM UTILITIES
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
TOTAL GENERAL FUND REVENUES
D-5
REVENUE HISTORY AND FY 04 ESTIMATES
Estimate Estimate
DESCRIPTION Y9 FY00 FY01 FY02 FY03 FY 04
DEBT SERVICE FUND
CURRENT TAXES 5,068,391$ 5,922,674$ 7,080,923$ 7,623,713$ 8,165,773$
DELINQUENT TAXES 36,137 34,682 44,184 75,000 30,000
PENALTY AND INTEREST 28,590 28,758 35,855 50,000 25,000
INTEREST ON INVESTMENTS 268,313 300,359 192,417 100,000 55,000
REALIZED GAIN/LOSS 0 3,843 (5,667) 0 0
INTEREST ON BONDS 0 32,911 110,469 00
BVSWMA/EQUIPMENT 0000 0
LOAN/NOTE PAYMENTS 95,208 000 0
OTHER 264,569 0 1,013 0 0
HOTEL/MOTEL TRANSFERS 11,101 148,052 753,672 958,500 912,609
WPC TRANSFERS 253,468 330,000 00 0
NGATE GARAGE TRANSFERS 0000511,015
PROCEEDS - GO BONDS 0000 0
PREMIUM ON BONDS 0000 0
TOTAL DEBT SERVICE FUND $6,025,777 $6,801,279 $8,212,866 $8,807,213 $9,699,397
ELECTRIC FUND
RESIDENTIAL SALES 17,961,821 24,000,101 24,898,704 25,646,000 26,415,000
RESIDENTIAL SALES (NT)0 1,773 0 633 0
COMMERCIAL/INDUSTRIAL 13,632,910 17,887,214 19,061,777 19,370,000 20,222,400
SECURITY LIGHTS 54,374 56,150 59,362 62,000 63,200
OTHER ELECTRIC SALES 16,955 32,090 38,800 36,000 36,700
ELECTRIC ApprERTY RENTAL 50,724 51,998 33,653 53,000 54,100
FORF DISCOUNTS/PENALTIES 552,649 815,541 768,488 730,000 744,600
CONNECT FEES 173,152 185,769 204,895 206,000 210,100
MISC OPERATING REVENUES 846,973 4,464 4,595 32,000 32,600
INTEREST ON INVESTMENTS 1,357,740 1,147,430 603,994 400,000 408,000
REALIZED GAIN/LOSS 5,889 13,087 (10,645)2,000 2,000
NET INCR/DCR IN FMV 0 (7,316) 0 0 0
RSVD INT: REV BOND I&S 0000 0
GARAGE TRUCKS/CONTAINERS 7,225 - 0 0 0
NORTHGATE REVITAL. 13,320 - 0 0 0
STREET LIGHTING 0 0 0 150 200
DAMAGE REIMBURSEMENT 3,935 36,352 43,044 3,500 3,600
OTHER REIMBURSED EXPENSE 48,692 40 10,987 110,000 112,200
CUSTOMER DONATIONS 0 18,060 13,697 0 0
CASH OVER/SHORT 6,917 167 (79) 0 0
COLLECTION SERVICE FEES 23,316 7,111 3,694 00
MINERAL ROYALTY INTERESTS 378 281 146 0 0
LAND RENTALS/LEASES 500 0 0 0 0
SALE OF SCRAP 5,896 8,004 2,597 0 0
SALE OF SURPLUS Appr 236 5,970 6,395 9,450 9,600
MISC NONOPERATING REVENUE 32,791 51,176 81,956 15,000 40,400
TOTAL ELECTRIC FUND 34,796,393$ 44,315,462$ 45,826,060$ 46,675,733$ 48,354,700$
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
HOTEL MOTEL FUND REVENUE
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
DEBT SERVICE FUND REVENUE
D-6
REVENUE HISTORY AND FY 04 ESTIMATES
Estimate Estimate
DESCRIPTION Y9 FY00 FY01 FY02 FY03 FY 04
WATER FUND
RESIDENTIAL 4,630,827$ 6,133,383$ 6,242,414$ 6,450,000$ 6,579,000$
COMMERCIAL 2,599,931 1,920,323 1,888,223 1,850,000 1,887,000
FORF DISCOUNTS/PENALTIES 44,765 0 0 0 0
CONNECT FEES 42,349 46,780 52,030 48,000 49,000
WATER TAPS 328,150 395,163 484,910 440,000 448,800
MISC OPERATING REVENUES 0 1,943 4,762 28,000 28,600
INTEREST ON INVESTMENTS 309,905 533,934 433,879 300,000 306,000
REALIZED GAIN / (LOSS)722 6,532 (7,656) 0 0
DAMAGE REIMB. 1,269 28,318 9,604 7,000 7,100
SUBROGATION RECOVERED 6,994 000 0
OTHER REIMB. 817 0 23,641 200 200
LAND RENTALS/LEASES 0 300 0 0 0
SALE OF SCRAP 331 0 0 0 0
SALE OF SURPLUS ApprERTY 39 821,970 3,350 238,463 3,500
MISC NONOPERATING REVENUE 262 10,675 7,536 76,000 7,500
TOTAL WATER FUND $7,966,361 $9,899,321 $9,142,693 $9,437,663 $9,316,700
WASTEWATER FUND
RESIDENTIAL 5,502,738$ 5,867,817$ 6,718,484$ 7,192,000$ 7,623,500$
COMMERCIAL 1,047,272 1,121,465 1,121,061 1,350,000 1,431,000
FORF DISCOUNTS/PENALTIES 46,826 000 0
SEWER TAPS 177,750 227,400 323,038 305,000 311,100
MISC OPERATING REVENUES 0000 0
INTEREST ON INVESTMENTS 99,574 146,805 129,741 100,000 102,000
REALIZED GAIN/LOSS 193 1,752 (2,286) 0 0
RESRVD INT: REV BOND I&S 0000 0
DAMAGE REIMBURSEMENT 0 0 0 0 0
SUBROGATION RECOVERED 4,223 0 0 0 0
SALE OF SCRAP 0000 0
SALE OF SURPLUS ApprERTY 0 40 25,895 3,500 3,600
MISC. NONOPERATING REVENUE 0 (7) 40 6,500 6,600
TOTAL WASTEWATER FUND $6,878,576 $7,365,272 $8,315,973 $8,957,000 $9,477,800
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
ELECTRIC FUND REVENUE
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
WATER FUND REVENUE
D-7
REVENUE HISTORY AND FY 04 ESTIMATES
Estimate Estimate
DESCRIPTION Y9 FY00 FY01 FY02 FY03 FY 04
SANITATION FUND
RESIDENTIAL 2,198,481$ 2,511,985$ 2,575,734$ 2,880,000$ 2,937,600$
COMMERCIAL 1,271,183 1,453,819 1,447,125 1,489,000 1,518,780
COMMERCIAL/NONTAXABLE 14,792 14,958 221,957 235,000 239,700
INFECTIOUS WASTE 595 0 0 0 0
STATE SURCHARGE 1,986 2,180 2,075 2,000 2,000
DEAD ANIMAL PICKUP 182 0 952 1,000 1,000
ROLLOFF RENTAL - TAXABLE 0 13,414 14,293 14,000 14,300
ROLLOFF RENTAL - NON-TAXABLE 0 2,824 1,632 1,800 1,800
MISC.FEES 5,507 5,330 4,516 4,700 4,800
MISC FEES (NT)0 788 680 800 800
FORF DISCOUNTS/PENALTIES 25,109 0 0 0 0
OTHER OPRTNG: RECYCLING 15,336 40,308 24,201 17,500 17,900
MISC OPERATING REVENUES 2,438 645 1,903 500 500
INTEREST ON INVESTMENTS 159,347 96,842 53,522 30,000 30,600
REALIZED GAIN/LOSS 368 1,109 (986) 200 200
BVSWMA/ASSET TRANSFER 18,399 0 0 0 0
EARNINGS IN JOINT VENTURE 1,071,370 000 0
CASH OVER/SHORT (29) 0 0 0 0
COLLECTION SERVICE FEES 575 1,547 1,354 1,500 1,500
SALE OF SCRAP 0000 0
SALE OF SURPLUS ApprERTY 33,977 2,050 0 0 0
MISC. NONOPERATING REVENUE 392 615 40 100 100
GRANTS 0000 0
TOTAL SANITATION FUND $4,820,008 $4,148,414 $4,348,998 $4,678,100 $4,771,580
DRAINAGE FUND
RESIDENTIAL 350,232$ 736,546$ 772,135$ 827,000$ 826,200$
COMMERCIAL 99,785 201,080 209,538 211,000 215,200
INTEREST ON INVESTMENTS 178,357 323,539 294,359 170,000 160,000
REALIZED GAIN/(LOSS)56 3,376 (5,073)00
OTHER MISC REVENUE 0 0 0 6,700 0
PROCEEDS - GO BONDS 1,432,900 500,000 785,000 1,000,000 855,000
Transfer In 0 - - 21,839 0
TOTAL DRAINAGE FUND 2,061,330 1,764,541 2,055,959 2,236,539 2,056,400
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 FY03
Estimate
FY 04
Estimate
SANITATION 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 FY03
Estimate
FY 04
Estimate
WASTEWATER FUND REVENUE
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY99 FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
DRAINAGE FUND REVENUE
D-8
REVENUE HISTORY AND FY 04 ESTIMATES
Estimate Estimate
DESCRIPTION Y9 FY00 FY01 FY02 FY03 FY 04
BVSWMA FUND
LANDFILL CHARGES 5,284,324$ 5,237,839$5,396,098$5,221,600$4,626,000$
INVESTMENT INCOME 0 0 17 0 0
INTEREST ON INVESTMENTS 426,078 514,034 491,338 310,000 310,000
REALIZED GAIN/ (LOSS)(2,743) 6,039 (8,777) 0 0
DAMAGE REIMBURSEMENT 4,311 102,900 00 0
GRANTS 2,742 34,462 0 13,011 0
CASH OVER/SHORT 236 80 (5) 2,000 0
COLLECTION SERVICE FEES 0 0 700 0 0
MINERAL PERMITS 0 0 0 3,209 0
MINERAL LEASES 0000 0
MINERAL ROYALTY INTERESTS 18,645 6,156 2,629 0 0
LAND RENTALS/LEASES 0000 0
EQUIPMENT RENTAL 0000 0
OTHER MISC. REVENUE 448 355 315 0 0
GAIN ON SALE OF PROPERTY 15,674 7,400 14,700 0 0
MINERAL FRANCHISE TAXES 0000 0
MISC. NONOP. REVENUE 14,757 6,560 27,193 00
TOTAL BVSWMA FUND 5,764,472 5,915,825 5,924,208 5,549,820 4,936,000
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
FY00 FY01 FY02 FY03
Estimate
FY 04
Estimate
BVSWMA FUND REVENUE
D-9
APPENDIX E
CITY OF COLLEGE STATION CHARTER
ARTICLE V - THE BUDGET
ARTICLE V
THE BUDGET
Fiscal Year;
Section 45. The fiscal year of the City of College
Station shall be determined by ordinance of the
Council. Such fiscal year shall also constitute the
budget and accounting year.
Preparation and Submission of Budget;
Section 46. The City Manager, between thirty
(30) and ninety (90) days prior to the beginning of
each fiscal year, shall submit to the City Council a
approved 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
approved 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 approved
amount for the ensuing fiscal year.
Approved 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 approved 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
E-1
interested persons shall be given an opportunity to be
heard for or against any item or the amount of any
item therein contained.
Proceedings on Budget After Public Hearing
Amending Or Supplementing Budget;
Section 52. After the conclusion of such public
hearing, the City Council may insert new items or
may increase or decrease the items of the budget,
except items in approved 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
approved 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
approved expenditures, it shall also provide for an
increase in the total anticipated revenue to at least
equal such total approved 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
approved 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.
E-2
2. To meet a public emergency affecting life,
health and property of the public peace, the
city council may make emergency
appropriations. Such appropriations may be
made by emergency ordinance. To the extent
that there are no available unappropriated
revenues or a sufficient fund balance to meet
such appropriations, the council may by such
emergency ordinance authorize the issuance
of emergency notes, which may be renewed
from time to time, but the emergency notes
and renewals of any such notes made during
a fiscal year shall be paid not later than the
last day of the fiscal year next succeeding that
in which the emergency appropriation was
made.
3. If at any time during the fiscal year it appears
probable to the City Manager that the
revenues or fund balances available will be
insufficient to meet the amounts
appropriated, 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.
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APPENDIX F
FISCAL AND BUDGETARY
POLICY STATEMENTS
FISCAL AND BUDGETARY
POLICY STATEMENTS
I. STATEMENT OF PURPOSE
The broader intent of the following Fiscal and
Budgetary Policy Statements is to enable the City to
achieve a long-term stable and positive financial
condition. The watchwords of the City's financial
management include integrity, prudent stewardship,
planning, accountability, and full disclosure.
The more specific purpose is to provide guidelines
to the Director of Fiscal Services otherwise known
as the Director of Fiscal Services in planning and
directing the City's day-to-day financial affairs and in
developing recommendations to the City Manager
and City Council.
The scope of these policies generally spans, among
other issues, accounting, purchasing, auditing,
financial reporting, internal controls, operating and
capital budgeting, revenue management, cash and
investment management, expenditure control, asset
management, debt management, and planning
concepts, in order to:
A. Present fairly and with full disclosure the financial
position and results of the financial operations of
the City in conformity with generally accepted
accounting principles (GAAP), and
B. Determine and demonstrate compliance with
finance related legal and contractual issues in
accordance with provisions of the Texas Local
Government Code and other pertinent legal
documents and mandates.
The City Council will annually review and approve
the Fiscal and Budgetary Policy Statements as part
of the budget process.
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. APPROVED BUDGET. A approved 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
approved 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 approved budget shall be
filed with the City Secretary when it is
submitted to the City Council in
accordance with the provisions of the City
Charter.
2. ADOPTION. Upon the presentation of a
approved budget document to the Council,
the Council shall call and publicize a public
hearing. The Council will subsequently adopt
by ordinance such budget as it may have been
amended as the City's Annual Budget,
effective for the fiscal year beginning October
1.
3.Budget Award. The operating budget will be
submitted annually to the Government
Finance Officers Association (GFOA) for
evaluation and consideration for the Award
for Distinguished Budget Presentation.
B. BALANCED BUDGET. The operating budget
will be balanced with current revenues, exclusive
of beginning resources, greater than or equal to
current expenditures/expenses. Excess balances
shall be used as capital funds or other non-
recurring expenditures.
C. PLANNING. The budget process will be
coordinated so as to identify major policy issues
for City Council. The budget process will be a
part of an overall strategic planning process for
the City.
D. REPORTING. Periodic financial reports will be
prepared to enable the Department Directors to
assess their budgetary and operational
performance and to enable the 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 $25,000 shall be awarded to
the successful bidder through an informal bidding
process culminating in the issuance of a purchase
order when deemed appropriate.
Any payment for the purchase of goods or
services by the City at a total cost of less than
$3,000 may be approved by the applicable
department in accordance with the department's
internal control procedures.
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E. PROMPT PAYMENT. All invoices approved
for payment by the proper City authorities shall
be paid within thirty (30) calendar days of receipt
of goods or services or invoice date, whichever is
later, in accordance with the provisions of Article
601f, Section 2 of the State of Texas Civil
Statutes.
The Director of Fiscal Services shall establish and
maintain proper procedures which will enable
the City to take advantage of all purchase
discounts, when possible, except in the instance
where payments can be reasonably and legally
delayed in order to maximize the City's
investable cash.
F. RISK MANAGEMENT. The City will
aggressively pursue every opportunity to provide
for the Public's and City employees' safety and
to manage its risks. The goal shall be to minimize
the risk of loss of resources through liability
claims with an emphasis on safety programs. All
reasonable options will be investigated to finance
risks. Such options may include risk transfer,
insurance, and risk retention. Where risk is
retained, reserves will be established based upon
actuarial determinations and not be used for
purposes other than for financing losses.
G. REPORTING. Summary reports will be
prepared showing actual expenditures as
compared to the original budget and prior year
expenditures.
V. CAPITAL BUDGET AND PROGRAM
A.PREPARATION. The 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
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major maintenance of parking lots and internal
roadways.
D. TECHNOLOGY. It is the policy of the City to
fund the maintenance and replacement of its
computer network and personal computers.
The funding for the computer network is 10% )
of the original cost of the equipment and the
software. Additionally, funding for integration
solutions 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. SELECTION OF AUDITOR. The City will
not require a periodic rotation of outside
auditors, but will circulate requests for
proposal for audit services at least every five
years. Authorization for the City's annual
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audit shall occur no less than 30 days prior to
the end of the fiscal year.
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 $5,000 and a useful life of more
than three years. All expenditures related to
specific capital projects are exceptions to the
rule. Assets owned by the electric utility will be
capitalized in accordance with Federal Energy
Regulatory Commission (FERD) guidelines.
Furthermore, assets owned by either the water or
wastewater utilities will be capitalized in
accordance with the National Association of
Regulatory Utility Commissioners (NARUC)
guidelines.
The City's fixed assets shall be reasonably
safeguarded and properly accounted for and
sufficiently insured. Responsibility for the
safeguarding of the City's fixed assets lies with
the department director in whose department the
fixed asset is assigned. The Fiscal Services
Department shall maintain the permanent
records of the City's fixed assets including
description, cost, department of responsibility,
date of acquisition, depreciation and expected
useful life.
D. COMPUTER SYSTEM/DATA SECURITY.
The City shall provide security of its
computer/network system and data files through
physical and logical security systems that will
include, but not limited to, double back-to-back
firewalls and a two-tier spam/virus protection
system. The physical location of
computer/network systems shall be in locations
inaccessible to unauthorized personnel.
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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…
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.
F-8
Consideration of market factors, such as the tax-
exempt qualification, minimum tax alternative,
and so forth will be given during the structuring
of long-term debt instruments.
X. FINANCIAL CONDITIONS, RESERVES, AND
STABILITY RATIOS
A. OPERATIONAL COVERAGE. (NO
OPERATING DEFICITS). The City will
maintain an operational coverage of 1.00, such
that current operating revenues will at least equal
or exceed current operating expenditures.
Deferrals, short-term loans, or one-time sources
will be avoided as budget balancing techniques.
Reserves will be used only for emergencies or
non-recurring expenditures, except when
balances can be reduced because their levels
exceed guideline minimums as stated in
Paragraph B, following.
B. OPERATING 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
F-9
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.
B. DEPARTMENT DIRECTORS’
RESPONSIBILITIES. Each department
Director is responsible for ensuring that good
internal controls are followed throughout his or
her Department, that all Fiscal Services
Department directives or internal controls are
implemented, and that all independent auditor
internal 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.
F-10
Embracing the Past
Exploring the Future
APPENDIX G
OUTSIDE AGENCY FUNDING
OUTSIDE AGENCY FUNDING
The City funds a number of outside agencies and
organizations each fiscal year to provide services
for the citizens of College Station. The amount of
funding provided depends on the funds available.
This year organizations and agencies are receiving
funds from the General Fund, Community
Development Fund, Hotel/Motel Fund, Electric
Fund and Sanitation Fund.
Organizations submit requests for funding to the
City during the budget process. They are asked
to provide financial information including a budget
showing revenues and expenditures, goals and
objectives of the organization, and the projected
uses of the funds being requested. Also submitted
are service levels and performance measures.
Community Development eligible agencies go
through a selection process through the Joint
Relief Funding Committee. This committee is
made up of members from College Station and
Bryan and reviews all requests for Community
Development Funds available for public agencies
and makes recommendations to both cities on
which agencies should receive funding.
The following is a summary of the agencies
recommended for funding in FY 04. The General
Fund approved agencies include the following:
Brazos Animal Shelter, $53,392; the Brazos
County Appraisal District, $149,000; and the
Brazos County Health Distract, $113,498.
In the past a number of other agencies have also
been funded through the General Fund. For the
past three years the College Station members of
the Joint Funding Relief Review Committee have
reviewed these requests. Those recommendations
were presented to the City Council.
The agencies funded by the City Council in the
amount of $158,267 are listed below.
x Children's Museum of the Brazos Valley -
$30,000
x George Bush Presidential Library and
Museum - $42,767
x Retired Senior Volunteer Program - $5,000
x African American National Heritage Society -
$16,000
x Brazos Valley Veteran's Memorial - $50,000
x Dispute Resolution Center-$10,000
x Bryan/CS Sister Cities-$4,500
The Joint Relief Funding Committee
recommended the Community Development
funded agencies. A total of $206,850 is
approved for organizations listed on the following
page.
Hotel/Motel funds are approved for 3
organizations. The Arts Council approved budget
for FY 04 is $300,000. Another agency is the
Bryan and College Station Convention & Visitors
Bureau approved budget is $915,200.
The Research Valley Partnership, funded from the
Electric Fund, is approved at $243,287, and an
additional $50,000 from the Economic
Development fund. 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
$65,000. $15,000 is for the operations portion
of the budget, $25,000 is for a beautification
grant, and the remaining $25,000 is the
reallocation of the FY 03 beautification grant that
was not utilized. It is anticipated that a significant
beautification project will be completed in FY
2004. This funding is approved to come from
the Sanitation Fund. Brazos Beautiful promotes
litter abatement and beautification programs.
$20,000 is approved in the Brazos Valley Solid
Waste Management Agency fund budget for the
Noon Lions Club - 4th of July fireworks.
G-1
CITY OF COLLEGE STATION
OUTSIDE AGENCY FUNDING
FY 02-03 FY 03-04
FY 99 FY 00 FY 01 FY 02 TOTAL TOTAL
GENERAL FUND ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATE APPROVED
RSVP 5,000$ 5,000$ $5,000 5,000$ 5,000$ 5,000$
AFRICAN AMERICAN NATIONAL HERITAGE SOCIETY 0 0 0 0 34,000 16,000
BVCASA 25,000 25,000 25,000 0 0 0
BRAZOS ANIMAL SHELTER 45,623 45,700 52,346 53,392 53,392 53,392
BRAZOS BEAUTIFUL-FM2818 CREPE MYRTLES 0 50,000 0 0 0 0
BRAZOS COUNTY APPRAISAL DISTRICT 90,564 96,484 108,700 114,530 133,000 149,000
BRAZOS CO. HEALTH DISTRICT 85,500 89,775 113,498 113,498 113,498 113,498
BRAZOS COUNTY SR CITIZENS ASSOC. 0 3,300 0 0 0 0
DISPUTE RESOLUTION CENTER 0 2,500 5,000 10,000 10,000 10,000
VETERAN'S PARK MEMORIAL (Arts Council)0 0 25,000 25,000 0 50,000
BUSH PRESIDENTIAL LIBRARY (Arts Council)0 0 0 0 0 42,767
PUBLIC ART (Arts Council)0 0 0 0 0 150,000
CHILDREN'S MUSEUM OF THE BRAZOS VALLEY 0 0 0 30,000 30,000 30,000
NOON LIONS CLUB - 4TH OF JULY 8,000 8,000 8,000 10,000 0 20,000
SISTER CITIES 9,000 9,000 9,000 4,500 4,500 4,500
268,687$ 334,759$ 351,544$ 365,920$ 383,390$ 644,157$
COMMUNITY DEVELOPMENT
BLUEBONNET GIRL SCOUT COUNCIL 0$ 8,000$ 0$ 0$ 0$ 0$
BRAZOS FOOD BANK 30,000 0 20,734 0 16,640 0
PRENATAL CLINIC 0 0 0 21,600 0 33,000
BVCAA DENTAL CLINIC 0 0 15,000 10,000 0 0
BVCASA 0 0 0 0 15,931 0
COLLEGE STATION DEPARTMENT PROGRAMS 42,688 43,000 55,008 66,540 69,222 75,460
ELDER AID 21,840 25,079 16,550 0 12,745 0
FAMILY MEDICINE CENTER 0 25,000 0 0 0 0
HEALTH FOR ALL 30,000 0 0 19,575 0 32,000
HOSPICE OF BRAZOS VALLEY 20,122 0 30,000 0 28,422 0
INTERFAITH OUTREACH 30,000 0 0 0 0 0
LITERACY VOLUNTEERS OF AMERICA 0 0 0 5,102 0 0
LULAC 0 0 0 0 20,000 0
SALVATION ARMY 0 15,000 0 0 0 0
SCOTTY'S HOUSE 0 24,680 0 23,000 0 16,148
TCM - THE BRIDGE 2,200 37,141 6,654 0 0 0
TCM - COMMUNITY SUPPORT 0 0 33,654 0 0 0
TCM - PHOEBE'S HOME 0 0 0 19,033 20,040 26,294
TCM - SHELTERING ARMS 0 0 0 19,200 0 0
VOICES FOR CHILDREN 0 0 0 0 0 23,948
176,850$ 169,900$ 177,600$ 184,050$ 183,000$ 206,850$
HOTEL/MOTEL FUND
ARTS COUNCIL 209,029$ 245,400$ $255,400 260,400$ 260,400$ 300,000$
CONVENTION AND VISITORS BUREAU 621,260 665,000 645,000 668,000 668,000 915,200
BRAZOS VALLEY SPORTS FOUNDATION 122,000 125,660 150,000 192,000 200,000 0
BUSH LIBRARY COMMITTEE 50,000 50,000 0 0 0 0
1,002,289$ 1,086,060$ 1,050,400$ 1,120,400$ 1,128,400$ 1,215,200$
ELECTRIC FUND
RESEARCH VALLEY PARTNERSHIP 170,000$ 209,494$ 246,167$ 246,951$ 243,287$ 243,287$
170,000$ 209,494$ 246,167$ 246,951$ 243,287$ 243,287$
SANITATION FUND
BRAZOS BEAUTIFUL 37,000$ 37,000$ 37,800$ 15,000$ 16,000$ 65,000$
37,000$ 37,000$ 37,800$ 15,000$ 16,000$ 65,000$
BVSWMA FUND
NOON LIONS CLUB-4TH OF JULY 0$ 0$ 0$ 0$ 20,000$ 20,000$
0$ 0$ 0$ 0$ 20,000$ 20,000$
ECONOMIC DEVELOPMENT FUND
RESEARCH VALLEY PARTNERSHIP 0$ 0$ 0$ 0$ 0$ 50,000$
0$ 0$ 0$ 0$ 0$ 50,000$
TOTAL AGENCY FUNDING 1,654,826$ 1,837,213$ 1,863,511$ 1,932,321$ 1,974,077$ 2,444,494$
G-2
Embracing the Past
Exploring the Future
APPENDIX H
MISCELLANEOUS STATISTICAL DATA
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
June 2003
Education:
Attendance centers 11
Number of classrooms 550
Number of teachers 600
Number of students 7,683
Elections:
Number of registered voters:
Last municipal election. 43,313
Number of votes cast in:
Last municipal election 1,878
Percentage of registered voters voting in:
Last municipal election 4.34%
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-1
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
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 1236 108,107,385 278 38,726,688 1514 146,834,073
2003 477 54,950,217 84 22,237,971 561 77,188,188
* NOTE: 2003 data Jan. - May 2003
Residential Construction includes: Single family dwellings, Duplexes and Apartments
as well as residential remodels, slabs, roofs, storage/accessory, and swimming pools.
Commercial Construction includes: Commercial new construction, slab, and remodel
as well as Hotel/Motel/Inn, demolition and sign permits.
Source: The City of College Station, Development Services
H-2
CITY OF COLLEGE STATION
PRINCIPAL TAXPAYERS
July 2002
Percent of
2002 Total Assessed
College Station- Top 10 Taxpayers Type of Business Assessed Valuation Valuation
C.B.L. & Associates Retail Mall $48,629,050 1.95%
W9/JP-M Real Estate Ltd. Housing 39,372,000 1.58%
Verizon Communications, Inc. Utility 35,913,250 1.44%
Alkosser/Weinberg Housing 30,961,300 1.24%
College Station Hospital LP Medical 25,402,560 1.02%
Melrose Apartments Housing 21,799,500 0.88%
Wal-Mart/Sam's Retail 21,412,710 0.86%
College Station Exchange, LP Housing 18,800,000 0.76%
301 Church Aveneu, LP Housing 17,000,000 0.68%
SHP-The Callaway House Housing 16,243,520 0.65%
Total $275,533,890 11.07%
Top 5 Commercial Taxpayers Type of Business Assessed Valuation Valuation
C.B.L. & Associates Retail Mall 48,629,050 1.95%
College Station Hospital LP Medical 25,402,560 1.02%
Wal-Mart/Sam's Retail 20,806,570 0.84%
Lane College Station Limited Retail 14,800,000 0.59%
H E Butt Grocery Company Retail 11,031,265 0.44%
Total $120,669,445 4.85%
Top 5 Industrial Taxpayers Type of Business Assessed Valuation Valuation
ARC/AMS Retail 6,237,015 0.25%
O I Corporation Retail 4,495,432 0.18%
Universal Computer Services, Inc. Retail 3,658,044 0.15%
Red Oak Sportswear/GCS-CCC Realty Retail 3,023,753 0.12%
Verizons Communication, INC. Retail 2,234,520 0.09%
Total $19,648,764 0.79%
Source: Brazos County Appraisal District
H-3
CITY OF COLLEGE STATION, TEXAS
PRINCIPAL UTILITY CUSTOMERS
May 2003
Total
Oct. 01 to Sept. 02 Percent of KWH
Utility Customer Type of Business KWH Consumption Consumed
CSISD Schools 16,301,994 2.58
City of College Station Municipality 14,989,349 2.37
CBL & Associates Retail Mall 14,095,747 2.23
Wal-Mart Retail 7,736,957 1.22
State Headquarters/TAMU University 7,466,465 1.18
Krogers Retail Grocery 7,356,640 1.16
Albertson's Retail Grocery 7,258,669 1.15
College Station Medical Hospital 6,901,757 1.09
Dealer Computer Services Technical Support 5,187,600 0.82
Lane C/S Ltd Hotel 4,975,200 0.79
TOTAL 92,270,378 15
Source: City of College Station Utility Billing Department
H-4
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
June 2003
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 2.00
1940 2.51
1950 2.91
1960 6.34
1970 16.00
1980 24.01
1984 28.47
1994 32.55
1995 38.14
1996 40.69
2002 47.22
Miles of streets: Paved 733 Lane Miles
Unpaved 4.3 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-5
Recreation: Number of playgrounds 35
Number of basketball courts 22
Number of swimming pools 4
(Includes one CSISD-owned Natatorium)
Number of soccer fields 19
Number of softball/baseball fields 19
Number of tennis courts 27
(Includes nine courts at the A&M Consol.HS,
and four at Willowbranch Middleschool)
Number of picnic shelters 16
Number of gyms 1
Number of volleyball courts 7
Number of nature trails 4
Number of open play areas 25
Number of picnic pavilions 6
Number of jogging/walking trails 20
Park:
Facility Acres Facility Acres
Anderson 8.94 Merry Oaks 4.60
Arboretum/Bee Creek 43.50 Oaks 7.50
Billie Madeley 5.14 Parkway 1.90
Brison 9.20 Pebble Creek 10.20
Brother's Pond 16.12 Raintree 13.00
Castlegate 4.35 Richard Carter 7.14
Cemetery 18.50 Sandstone 15.21
Central Park 47.20 Shenandoah 12.10
Conference Center 2.30 Southeast Community 62.00
Cy Miller 2.50 Southwest 4.78
Eastgate 1.80 Southwood Athletic Complex 44.70
Edelweiss 12.30 Steeplechase 9.00
Edelweiss Gartens 7.74 Thomas 16.10
Emerald Forest 4.59 University 10.20
Gabbard 10.70 Veterans Park & Athletic Complex 150.00
Georgie K. Fitch 11.30 W.A. Tarrow (includes Lincoln) 21.26
Hensel (TAMU) 29.70 Westfield 4.29
Jack and Dorothy Miller 10.00 Windwood 1.37
Lemontree 15.40 Wolf Pen Creek 19.49
Lick Creek 515.50 Woodcreek 6.60
Lions 1.50 Woodland Hills 3.21
Longmire 4.16 Woodway 9.26
Luther Jones 1.80
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
As of January 1, 2003
H-6
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
June 2003
Utility Fund:
Electric Users (Connections)33,386
Water Users (Connections)23,210
Average Electrical Consumption: 52,680,854 Kwh/mo.
Average Water Consumption:262,541 MGW/Mo.
Number of Employees:
Electric 58.5
Water 31
Sewer 38
Water Capacity:
Number of Wells 6
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 302
Electric System:
Maximum Demand 144.390 megawatts**
Number of Stations 4
Miles of Distribution Lines 349
Sanitation Fund:
Number of users (units served) 28,399
Landfill size 119
Methodology Curbside pickup using automated containers.
** Maximum demand for 2003 will not be reached until September
H-7
CITY OF COLLEGE STATION, TEXAS
MISCELLANEOUS STATISTICAL AND DEMOGRAPHIC DATA
June 2003
UNIVERSITY
ENROLLMENT
YEAR
1988 39,163
1989 40,492
1990 41,131
1991 40,997
1992 41,092
1993 42,524
1994 42,018
1995 41,790
1996 41,892
1997 41,461
1998 42,635
1999 43,442
2000 44,026
2001 44,618
2002 45,083
PRIMARY LABOR FORCE FOR COLLEGE STATION
1990 - 2003
TOTAL 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 31,941 31,315 626 2.0
2003 33,566 32,906 660 2.0
* NOTE: 2003 represents average labor force and employment through March.
SOURCE: Texas Workforce Commission
TAMU, Office of Institutional Studies and Planning
H-8
Embracing the Past
Exploring the Future
APPENDIX I
THE 2003-2004
STRATEGIC PLANNING AND BUDGET
PROCESS
Strategic Planning and Budget Process Flowchart
February Present Financial Forecast
Review pay plan recommendations
May FY03 Strategic Plan status report
City Council Strategic Planning Retreat
- Review Mission and Vision Statements
- Identify and prioritize FY04 Strategic Plan strategies
June Review Citizen Survey results
July Present Proposed FY04 Strategic Plan to City Council
Review and revise Proposed Strategic Plan
Present Proposed Budget to City Council
Review proposed Capital Improvement Program
August
Public Hearing on Proposed Budget
September Council adoption of FY04 Strategic Plan
Council adoption of FY04 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
J-1
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
2-15-04 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.
J-2
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
2-15-04 300,000 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.
J-3
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
2-15-04 300,000 6.00% 86,213 386,213
8-15-04 77,213 77,213 463,425 2,950,000
2-15-05 300,000 5.10% 77,213 377,213
8-15-05 69,563 69,563 446,775 2,650,000
2-15-06 300,000 5.25% 69,563 369,563
8-16-06 61,688 61,688 431,250 2,350,000
2-15-07 300,000 5.25% 61,688 361,688
8-15-07 53,813 53,813 415,500 2,050,000
2-15-08 300,000 5.25% 53,813 353,813
8-15-08 45,938 45,938 399,750 1,750,000
2-15-09 350,000 5.25% 45,938 395,938
8-15-09 36,750 36,750 432,688 1,400,000
2-15-10 350,000 5.25% 36,750 386,750
8-15-10 27,563 27,563 414,313 1,050,000
2-15-11 350,000 5.25% 27,563 377,563
8-15-11 18,375 18,375 395,938 700,000
2-15-12 350,000 5.25% 18,375 368,375
8-15-12 9,188 9,188 377,563 350,000
2-15-13 350,000 5.25% 9,188 359,188
8-15-13 0 0 359,188 0
Effective Interest Rate: 5.5334% Moody's: Aaa
Net Interest Cost: $2,795,038 S & P's: AAA
Paying Agent: Texas Commerce Bank National Association
Underwriting Group: Merrill Lynch, Pierce, Ferris & Smith, Inc.
Robert W. Baird & Co., Inc.
Raymond James & Associates, Inc.
DLS Securities
Service Asset Management
Call Provisions: All Bonds maturing on or after February 15, 2006 are optional for redemption in whole or in part on
February 15, 2005 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of
the Bonds are redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral
multiples of $5,000 within any one maturity.
J-4
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. - $1,425,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-16-04 1,100,000 4.70% 137,064 1,237,064
8-15-04 111,214 111,214 1,348,278 4,295,000
2-15-05 640,000 4.80% 111,214 751,214
8-15-05 95,854 95,854 847,068 3,655,000
2-15-06 420,000 4.90% 95,854 515,854
8-15-06 85,564 85,564 601,418 3,235,000
2-15-07 450,000 5.05% 85,564 535,564
8-15-07 74,201 74,201 609,765 2,785,000
2-15-08 460,000 5.05% 74,201 534,201
8-15-08 62,586 62,586 596,788 2,325,000
2-15-09 465,000 5.15% 62,586 527,586
8-15-09 50,613 50,613 578,199 1,860,000
2-15-10 270,000 5.25% 50,613 320,613
8-15-10 43,525 43,525 364,138 1,590,000
2-15-11 285,000 5.35% 43,525 328,525
8-15-11 35,901 35,901 364,426 1,305,000
2-15-12 300,000 5.45% 35,901 335,901
8-15-12 27,726 27,726 363,628 1,005,000
2-15-13 315,000 5.50% 27,726 342,726
8-15-13 19,064 19,064 361,790 690,000
2-15-14 335,000 5.50% 19,064 354,064
8-15-14 9,851 9,851 363,915 355,000
2-15-15 355,000 5.55% 9,851 364,851
8-15-15 0 0 364,851 0
Net Interest: 5,458,206$ 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.
J-5
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 - $1,270,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE EACH
FISCAL YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
YEARLY
INTEREST
AMOUNT
2-15-04 265,000 6.50% 133,191 398,191
8-15-04 124,578 124,578 522,769 4,995,000 257,769
2-15-05 280,000 6.50% 124,578 404,578
8-15-05 115,478 115,478 520,056 4,715,000 240,056
2-15-06 295,000 4.50% 115,478 410,478
8-15-06 108,841 108,841 519,319 4,420,000 224,319
2-15-07 310,000 4.55% 108,841 418,841
8-15-07 101,788 101,788 520,629 4,110,000 210,629
2-15-08 325,000 4.65% 101,788 426,788
8-15-08 94,232 94,232 521,020 3,785,000 196,020
2-15-09 340,000 4.70% 94,232 434,232
8-15-09 86,242 86,242 520,474 3,445,000 180,474
2-15-10 360,000 4.75% 86,242 446,242
8-15-10 77,692 77,692 523,934 3,085,000 163,934
2-15-11 380,000 4.85% 77,692 457,692
8-15-11 68,477 68,477 526,169 2,705,000 146,169
2-15-12 395,000 5.00% 68,477 463,477
8-15-12 58,602 58,602 522,079 2,310,000 127,079
2-15-13 415,000 5.00% 58,602 473,602
8-15-13 48,227 48,227 521,829 1,895,000 106,829
2-15-14 440,000 5.00% 48,227 488,227
8-15-14 37,227 37,227 525,454 1,455,000 85,454
2-15-15 460,000 5.10% 37,227 497,227
8-15-15 25,497 25,497 522,724 995,000 62,724
2-15-16 485,000 5.13% 25,497 510,497
8-15-16 13,069 13,069 523,566 510,000 38,566
2-15-17 510,000 5.13% 13,069 523,069 523,069 0
13,069
Net Interest Cost: 3,694,415$ 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.
J-6
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 1999
APRIL 15, 1999 - PRINCIPAL - $6,230,000
Streets - $2,707,000; Thoroughfare and Sidewalk Improvements - $220,000;
Traffic Management - $540,000; Drainage - $1,458,000; City Facilities - $275,000;
Park Improvements - $930,000; Fire Station Improvements - $100,000
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE
ON PAYMENT
DATE
TOTAL
DUE EACH
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
6,230,000
2-15-04 275,000 3.9000% 120,156 395,156
8-15-04 114,794 114,794 509,950 5,060,000
2-15-05 290,000 4.0000% 114,794 404,794
8-15-05 108,994 108,994 513,788 4,770,000
2-15-06 300,000 4.0000% 108,994 408,994
8-15-06 102,994 102,994 511,988 4,470,000
2-15-07 320,000 4.1000% 102,994 422,994
8-15-07 96,434 96,434 519,428 4,150,000
2-15-08 335,000 5.0000% 96,434 431,434
8-15-08 88,059 88,059 519,493 3,815,000
2-15-09 350,000 5.4000% 88,059 438,059
8-15-09 78,609 78,609 516,668 3,465,000
2-15-10 365,000 4.2500% 78,609 443,609
8-15-10 70,853 70,853 514,461 3,100,000
2-15-11 385,000 4.3000% 70,853 455,853
8-15-11 62,575 62,575 518,428 2,715,000
2-15-12 400,000 4.4000% 62,575 462,575
8-15-12 53,775 53,775 516,350 2,315,000
2-15-13 420,000 4.5000% 53,775 473,775
8-15-13 44,325 44,325 518,100 1,895,000
2-15-14 440,000 4.6000% 44,325 484,325
8-15-14 34,205 34,205 518,530 1,455,000
2-15-15 460,000 4.6500% 34,205 494,205
8-15-15 23,510 23,510 517,715 995,000
2-15-16 485,000 4.7000% 23,510 508,510
8-15-16 12,113 12,113 520,623 510,000
2-15-17 510,000 4.7500% 12,113 522,113 522,113 0
Interest Cost: 3,027,827$ Moody's:Aaa
S & P's:AAA
Paying Agent: Chase Bank of Texas
Call Provisions: The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February
15, 2010, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2009, or any
date thereafter, at the par value thereof plus accrued interest to the date of redemption.
J-7
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 - $810,000
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
8,460,000
2-15-04 310,000 7.00% 189,340 499,340
8-15-04 178,490 178,490 677,830 6,605,000
2-15-05 325,000 7.00% 178,490 503,490
8-15-05 167,115 167,115 670,605 6,280,000
2-15-06 340,000 5.25% 167,115 507,115
8-15-06 158,190 158,190 665,305 5,940,000
2-15-07 360,000 5.00% 158,190 518,190
8-15-07 149,190 149,190 667,380 5,580,000
2-15-08 380,000 5.00% 149,190 529,190
8-15-08 139,690 139,690 668,880 5,200,000
2-15-09 400,000 5.10% 139,690 539,690
8-15-09 129,490 129,490 669,180 4,800,000
2-15-10 420,000 5.15% 129,490 549,490
8-15-10 118,675 118,675 668,165 4,380,000
2-15-11 445,000 5.20% 118,675 563,675
8-15-11 107,105 107,105 670,780 3,935,000
2-15-12 470,000 5.30% 107,105 577,105
8-15-12 94,650 94,650 671,755 3,465,000
2-15-13 500,000 5.35% 94,650 594,650
8-15-13 81,275 81,275 675,925 2,965,000
2-15-14 525,000 5.40% 81,275 606,275
8-15-14 67,100 67,100 673,375 2,440,000
2-15-15 560,000 5.50% 67,100 627,100
8-15-15 51,700 51,700 678,800 1,880,000
2-15-16 590,000 5.50% 51,700 641,700
8-15-16 35,475 35,475 677,175 1,290,000
2-15-17 625,000 5.50% 35,475 660,475
8-15-17 18,288 18,288 678,763 665,000
2-15-18 665,000 5.50% 18,288 683,288 683,288 0
Interest Cost: 4,642,079$ 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.
J-8
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
2-15-04 130,000 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
J-9
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2002
MARCH 1, 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
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
6,445,000
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
J-10
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2003 - JULY 9, 2003
PRINCIPAL - $4,7900,000 AT 3.75% INTEREST
Streets - $973,000; Traffic Management - $720,000; City Facilities - $780,000
Fire Station 5 - $1,317,000; and Drainage - $1,000,000
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
4,790,000
2-15-04 0 0.000% 113,011 113,011
8-15-04 90,813 90,813 203,823 4,790,000
2-15-05 180,000 5.000% 90,813 270,813
8-15-05 86,313 86,313 357,125 4,610,000
2-15-06 185,000 5.000% 86,313 271,313
8-15-06 81,688 81,688 353,000 4,425,000
2-15-07 190,000 5.000% 81,688 271,688
8-15-07 76,938 76,938 348,625 4,235,000
2-15-08 195,000 4.500% 76,938 271,938
8-15-08 72,550 72,550 344,488 4,040,000
2-15-09 200,000 3.250% 72,550 272,550
8-15-09 69,300 69,300 341,850 3,840,000
2-15-10 210,000 3.000% 69,300 279,300
8-15-10 66,150 66,150 345,450 3,630,000
2-15-11 215,000 3.000% 66,150 281,150
8-15-11 62,925 62,925 344,075 3,415,000
2-15-12 225,000 3.000% 62,925 287,925
8-15-12 59,550 59,550 347,475 3,190,000
2-15-13 230,000 3.000% 59,550 289,550
8-15-13 56,100 56,100 345,650 2,960,000
2-15-14 240,000 3.125% 56,100 296,100
8-15-14 52,350 52,350 348,450 2,720,000
2-15-15 250,000 3.375% 52,350 302,350
8-15-15 48,131 48,131 350,481 2,470,000
2-15-16 260,000 3.500% 48,131 308,131
8-15-16 43,581 43,581 351,713 2,210,000
2-15-17 275,000 3.625% 43,581 318,581
8-15-17 38,597 38,597 357,178 1,935,000
2-15-18 285,000 3.750% 38,597 323,597
8-15-18 33,253 33,253 356,850 1,650,000
2-15-19 300,000 3.875% 33,253 333,253
8-15-19 27,441 27,441 360,694 1,350,000
2-15-20 315,000 4.000% 27,441 342,441
8-15-20 21,141 21,141 363,581 1,035,000
2-15-21 330,000 4.000% 21,141 351,141
8-15-21 14,541 14,541 365,681 705,000
2-15-22 345,000 4.125% 14,541 359,541
8-15-22 7,425 7,425 366,966 360,000
2-15-23 360,000 4.125% 7,425 367,425
Total Interest: 2,130,580$
J-11
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
G.O.B. SERIES 2004 ESTIMATE
PRINCIPAL - $855,000 AT 4.5% INTEREST
Drainage - $855,000
DATE
ESTIMATED
PRINCIPAL
AMOUNT
ESTIMATED
INTEREST RATE
ESTIMATED
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
ESTIMATED
PRINCIPAL AMOUNT
OUTSTANDING
855,000
2-15-05 25,000 4.50% 18,675 43,675
8-15-05 18,675 18,675 62,350 830,000
2-15-06 30,000 4.50% 18,675 48,675
8-15-06 18,000 18,000 66,675 800,000
2-15-07 30,000 4.50% 18,000 48,000
8-15-07 17,325 17,325 65,325 770,000
2-15-08 30,000 4.50% 17,325 47,325
8-15-08 16,650 16,650 63,975 740,000
2-15-09 30,000 4.50% 16,650 46,650
8-15-09 15,975 15,975 62,625 710,000
2-15-10 35,000 4.50% 15,975 50,975
8-15-10 15,188 15,188 66,163 675,000
2-15-11 35,000 4.50% 15,188 50,188
8-15-11 14,400 14,400 64,588 640,000
2-15-12 35,000 4.50% 14,400 49,400
8-15-12 13,613 13,613 63,013 605,000
2-15-13 40,000 4.50% 13,613 53,613
8-15-13 12,713 12,713 66,325 565,000
2-15-14 40,000 4.50% 12,713 52,713
8-15-14 11,813 11,813 64,525 525,000
2-15-15 40,000 4.50% 11,813 51,813
8-15-15 10,913 10,913 62,725 485,000
2-15-16 45,000 4.50% 10,913 55,913
8-15-16 9,900 9,900 65,813 440,000
2-15-17 45,000 4.50% 9,900 54,900
8-15-17 8,888 8,888 63,788 395,000
2-15-18 50,000 4.50% 8,888 58,888
8-15-18 7,763 7,763 66,650 345,000
2-15-19 50,000 4.50% 7,763 57,763
8-15-19 6,638 6,638 64,400 295,000
2-15-20 55,000 4.50% 6,638 61,638
8-15-20 5,400 5,400 67,038 240,000
2-15-21 55,000 4.50% 5,400 60,400
8-15-21 4,163 4,163 64,563 185,000
2-15-22 60,000 4.50% 4,163 64,163
8-15-22 2,813 2,813 66,975 125,000
2-15-23 60,000 4.50% 2,813 62,813
8-15-23 1,463 1,463 64,275 65,000
2-15-24 65,000 4.50% 1,463 66,463
8-15-24 0 0 66,463 0
2-15-25 0 4.50% 0 0 0
J-12
DEBT SERVICE
CERTIFICATES OF OBLIGATION
J-13
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates Of Obligation, SERIES 1998
April 1, 1998, $5,500,000
Convention Center
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT
DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2/15/2004 235,000 7.30% 119,316 354,316
8/15/2004 110,739 110,739 465,055 4,430,000
2/15/2005 250,000 4.55% 110,739 360,739
8/15/2005 105,051 105,051 465,790 4,180,000
2/15/2006 260,000 4.60% 105,051 365,051
8/15/2006 99,071 99,071 464,123 3,920,000
2/15/2007 275,000 4.70% 99,071 374,071
8/15/2007 92,609 92,609 466,680 3,645,000
2/15/2008 290,000 4.80% 92,609 382,609
8/15/2008 85,649 85,649 468,258 3,355,000
2/15/2009 300,000 4.90% 85,649 385,649
8/15/2009 78,299 78,299 463,948 3,055,000
2/15/2010 320,000 5.00% 78,299 398,299
8/15/2010 70,299 70,299 468,598 2,735,000
2/15/2011 335,000 5.05% 70,299 405,299
8/15/2011 61,840 61,840 467,139 2,400,000
2/15/2012 350,000 5.10% 61,840 411,840
8/15/2012 52,915 52,915 464,755 2,050,000
2/15/2013 370,000 5.10% 52,915 422,915
8/15/2013 43,480 43,480 466,395 1,680,000
2/15/2014 390,000 5.15% 43,480 433,480
8/15/2014 33,438 33,438 466,918 1,290,000
2/15/2015 410,000 5.15% 33,438 443,438
8/15/2015 22,880 22,880 466,318 880,000
2/15/2016 430,000 5.20% 22,880 452,880
8/15/2016 11,700 11,700 464,580 450,000
2/15/2017 450,000 5.20% 11,700 461,700 461,700 0
T.I.C.: 5.2202% Moody's: Aaa
Net Interest: 3,346,627$ 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 $5,000 or any integral multiple thereof, on February 15,
2003, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption.
J-14
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE EACH
FISCAL YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-04 340,000 6.00% 83,038 423,038
8-15-04 72,838 72,838 495,876 2,765,000
2-15-05 345,000 5.00% 72,838 417,838
8-15-05 64,213 64,213 482,051 2,420,000
2-15-06 130,000 5.00% 64,213 194,213
8-15-06 60,963 60,963 255,176 2,290,000
2-15-07 140,000 5.00% 60,963 200,963
8-15-07 57,463 57,463 258,426 2,150,000
2-15-08 145,000 5.00% 57,463 202,463
8-15-08 53,838 53,838 256,301 2,005,000
2-15-09 155,000 5.10% 53,838 208,838
8-15-09 49,886 49,886 258,724 1,850,000
2-15-10 165,000 5.13% 49,886 214,886
8-15-10 45,658 45,658 260,543 1,685,000
2-15-11 170,000 5.20% 45,658 215,658
8-15-11 41,238 41,238 256,895 1,515,000
2-15-12 180,000 5.30% 41,238 221,238
8-15-12 36,468 36,468 257,705 1,335,000
2-15-13 190,000 5.35% 36,468 226,468
8-15-13 31,385 31,385 257,853 1,145,000
2-15-14 205,000 5.40% 31,385 236,385
8-15-14 25,850 25,850 262,235 940,000
2-15-15 215,000 5.50% 25,850 240,850
8-15-15 19,938 19,938 260,788 725,000
2-15-16 230,000 5.50% 19,938 249,938
8-15-16 13,613 13,613 263,550 495,000
2-15-17 240,000 5.50% 13,613 253,613
8-15-17 7,013 7,013 260,625 255,000
2-15-18 255,000 5.50% 7,013 262,013 262,013 0
Net Interest: 1,932,554$ 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
J-15
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2000 A
Principal - $8,100,000
Debt Issuance - $115,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
8,100,000
2-15-04 560,000 5.70% 183,508 743,508
8-15-04 167,548 167,548 911,055 6,205,000
2-15-05 590,000 6.75% 167,548 757,548
8-15-05 147,635 147,635 905,183 5,615,000
2-15-06 250,000 6.75% 147,635 397,635
8-15-06 139,198 139,198 536,833 5,365,000
2-15-07 265,000 4.75% 139,198 404,198
8-15-07 132,904 132,904 537,101 5,100,000
2-15-08 280,000 4.75% 132,904 412,904
8-15-08 126,254 126,254 539,158 4,820,000
2-15-09 290,000 4.80% 126,254 416,254
8-15-09 119,294 119,294 535,548 4,530,000
2-15-10 310,000 4.85% 119,294 429,294
8-15-10 111,776 111,776 541,070 4,220,000
2-15-11 325,000 4.90% 111,776 436,776
8-15-11 103,814 103,814 540,590 3,895,000
2-15-12 340,000 5.00% 103,814 443,814
8-15-12 95,314 95,314 539,128 3,555,000
2-15-13 360,000 5.10% 95,314 455,314
8-15-13 86,134 86,134 541,448 3,195,000
2-15-14 380,000 5.20% 86,134 466,134
8-15-14 76,254 76,254 542,388 2,815,000
2-15-15 405,000 5.25% 76,254 481,254
8-15-15 65,623 65,623 546,876 2,410,000
2-15-16 425,000 5.30% 65,623 490,623
8-15-16 54,360 54,360 544,983 1,985,000
2-15-17 455,000 5.40% 54,360 509,360
8-15-17 42,075 42,075 551,435 1,530,000
2-15-18 480,000 5.50% 42,075 522,075
8-15-18 28,875 28,875 550,950 1,050,000
2-15-19 510,000 5.50% 28,875 538,875
8-15-19 14,850 14,850 553,725 540,000
2-15-20 540,000 5.50% 14,850 554,850 554,850 0
Interest: 4,141,330$
Northgate Parking Garage - $6,385,000; Land Acquisition - $1,600,000
J-16
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 - $52,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-04 455,000 3.50% 58,393 513,393
8-15-04 50,431 50,431 563,824 2,275,000
2-15-05 485,000 4.00% 50,431 535,431
8-15-05 40,731 40,731 576,161 1,790,000
2-15-06 465,000 4.38% 40,731 505,731
8-15-06 30,559 30,559 536,289 1,325,000
2-15-07 60,000 4.00% 30,559 90,559
8-15-07 29,359 29,359 119,918 1,265,000
2-15-08 65,000 4.00% 29,359 94,359
8-15-08 28,059 28,059 122,418 1,200,000
2-15-09 70,000 4.10% 28,059 98,059
8-15-09 26,624 26,624 124,683 1,130,000
2-15-10 75,000 4.20% 26,624 101,624
8-15-10 25,049 25,049 126,673 1,055,000
2-15-11 80,000 4.30% 25,049 105,049
8-15-11 23,329 23,329 128,378 975,000
2-15-12 85,000 4.40% 23,329 108,329
8-15-12 21,459 21,459 129,788 890,000
2-15-13 90,000 4.50% 21,459 111,459
8-15-13 19,434 19,434 130,893 800,000
2-15-14 95,000 4.63% 19,434 114,434
8-15-14 17,237 17,237 131,671 705,000
2-15-15 100,000 4.75% 17,237 117,237
8-15-15 14,862 14,862 132,099 605,000
2-15-16 105,000 4.75% 14,862 119,862
8-15-16 12,368 12,368 132,230 500,000
2-15-17 115,000 4.88% 12,368 127,368
8-15-17 9,565 9,565 136,933 385,000
2-15-18 120,000 4.90% 9,565 129,565
8-15-18 6,625 6,625 136,190 265,000
2-15-19 130,000 5.00% 6,625 136,625
8-15-19 3,375 3,375 140,000 135,000
2-15-20 135,000 5.00% 3,375 138,375 0
Net Interest: 965,724$
Technology and Fiber Optic Projects - $1,843,000; Business Park - $200,000
J-17
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2002
March 1, 2002 - Principal $14,480,000
City Facilities - $2,255,000; Wolf Pen Creek - $2,300,000
Street Projects - $8,891,000
Debt Issuance Cost $67,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
14,480,000
2-15-04 1,025,000 5.50% 315,519 1,340,519
8-15-04 287,331 287,331 1,627,850 12,455,000
2-15-05 1,045,000 4.25% 287,331 1,332,331
8-15-05 265,125 265,125 1,597,456 11,410,000
2-15-06 1,070,000 4.25% 265,125 1,335,125
8-15-06 242,388 242,388 1,577,513 10,340,000
2-15-07 1,100,000 4.25% 242,388 1,342,388
8-15-07 219,013 219,013 1,561,400 9,240,000
2-15-08 880,000 4.25% 219,013 1,099,013
8-15-08 200,313 200,313 1,299,325 8,360,000
2-15-09 515,000 4.25% 200,313 715,313
8-15-09 189,369 189,369 904,681 7,845,000
2-15-10 540,000 4.25% 189,369 729,369
8-15-10 177,894 177,894 907,263 7,305,000
2-15-11 570,000 4.38% 177,894 747,894
8-15-11 165,425 165,425 913,319 6,735,000
2-15-12 600,000 4.50% 165,425 765,425
8-15-12 151,925 151,925 917,350 6,135,000
2-15-13 635,000 4.63% 151,925 786,925
8-15-13 137,241 137,241 924,166 5,500,000
2-15-14 665,000 4.75% 137,241 802,241
8-15-14 121,447 121,447 923,688 4,835,000
2-15-15 705,000 5.00% 121,447 826,447
8-15-15 103,822 103,822 930,269 4,130,000
2-15-16 740,000 5.00% 103,822 843,822
8-15-16 85,322 85,322 929,144 3,390,000
2-15-17 780,000 5.00% 85,322 865,322
8-15-17 65,822 65,822 931,144 2,610,000
2-15-18 825,000 5.00% 65,822 890,822
8-15-18 45,197 45,197 936,019 1,785,000
2-15-19 870,000 5.00% 45,197 915,197
8-15-19 23,447 23,447 938,644 915,000
2-15-20 915,000 5.13% 23,447 938,447
8-15-20 0 0 938,447 0
Net Interest: 5,926,213$
Equipment and Technology - $967,000;
J-18
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2003
December 5, 2002 - Principal $1,000,000
Equipment $993,432
Debt Issuance Cost $6,568
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-15-04 190,000 2.500% 13,800 203,800
8-15-04 11,425 11,425 215,225 810,000
2-15-05 195,000 2.500% 11,425 206,425
8-15-05 8,988 8,988 215,413 615,000
2-15-06 200,000 2.500% 8,988 208,988
8-15-06 6,488 6,488 215,475 415,000
2-15-07 205,000 3.000% 6,488 211,488
8-15-07 3,413 3,413 214,900 210,000
2-15-08 210,000 3.250% 3,413 213,413
8-15-08 0 0 213,413 0
Net Interest: 93,898$
J-19
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2003 A
July 9, 2003 - Principal $780,000
Streets Project $750,000
Debt Issuance Cost $30,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
780,000
2-15-04 0 0.000% 17,984 17,984
8-15-04 14,451 14,451 32,435 780,000
2-15-05 30,000 3.350% 14,451 44,451
8-15-05 13,949 13,949 58,400 750,000
2-15-06 30,000 3.500% 13,949 43,949
8-15-06 13,424 13,424 57,373 720,000
2-15-07 30,000 3.500% 13,424 43,424
8-15-07 12,899 12,899 56,323 690,000
2-15-08 30,000 3.500% 12,899 42,899
8-15-08 12,374 12,374 55,273 660,000
2-15-09 35,000 3.500% 12,374 47,374
8-15-09 11,761 11,761 59,135 625,000
2-15-10 35,000 3.300% 11,761 46,761
8-15-10 11,184 11,184 57,945 590,000
2-15-11 35,000 2.900% 11,184 46,184
8-15-11 10,676 10,676 56,860 555,000
2-15-12 35,000 3.000% 10,676 45,676
8-15-12 10,151 10,151 55,828 520,000
2-15-13 40,000 3.200% 10,151 50,151
8-15-13 9,511 9,511 59,663 480,000
2-15-14 40,000 3.400% 9,511 49,511
8-15-14 8,831 8,831 58,343 440,000
2-15-15 40,000 3.600% 8,831 48,831
8-15-15 8,111 8,111 56,943 400,000
2-15-16 40,000 3.700% 8,111 48,111
8-15-16 7,371 7,371 55,483 360,000
2-15-17 45,000 3.900% 7,371 52,371
8-15-17 6,494 6,494 58,865 315,000
2-15-18 45,000 4.000% 6,494 51,494
8-15-18 5,594 5,594 57,088 270,000
2-15-19 50,000 4.000% 5,594 55,594
8-15-19 4,594 4,594 60,188 220,000
2-15-20 50,000 4.150% 4,594 54,594
8-15-20 3,556 3,556 58,150 170,000
2-15-21 55,000 4.150% 3,556 58,556
8-15-21 2,415 2,415 60,971 115,000
2-15-22 55,000 4.200% 2,415 57,415
8-15-22 1,260 1,260 58,675 60,000
2-15-23 60,000 4.200% 1,260 61,260 61,260
Net Interest: 355,196$
J-20
DEBT SERVICE
ESTIMATED SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2004 Estimate
Principal- $3,150,000
Business Center - $3,150,000;
PAYMENT
DATE
ESTIMATE
PRINCIPAL
AMOUNT
ESTIMATE
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
ESTIMATE
PRINCIPAL
AMOUNT
OUTSTANDING
3,150,000
2-15-05 95,000 4.50% 70,875 165,875
8-15-05 68,738 68,738 234,613 3,055,000
2-15-06 100,000 4.50% 68,738 168,738
8-15-06 66,488 66,488 235,225 2,955,000
2-15-07 105,000 4.50% 66,488 171,488
8-15-07 64,125 64,125 235,613 2,850,000
2-15-08 110,000 4.50% 64,125 174,125
8-15-08 61,650 61,650 235,775 2,740,000
2-15-09 115,000 4.50% 61,650 176,650
8-15-09 59,063 59,063 235,713 2,625,000
2-15-10 125,000 4.50% 59,063 184,063
8-15-10 56,250 56,250 240,313 2,500,000
2-15-11 130,000 4.50% 56,250 186,250
8-15-11 53,325 53,325 239,575 2,370,000
2-15-12 140,000 4.50% 53,325 193,325
8-15-12 50,175 50,175 243,500 2,230,000
2-15-13 145,000 4.50% 50,175 195,175
8-15-13 46,913 46,913 242,088 2,085,000
2-15-14 165,000 4.50% 46,913 211,913
8-15-14 43,200 43,200 255,113 1,920,000
2-15-15 165,000 4.50% 43,200 208,200
8-15-15 39,488 39,488 247,688 1,755,000
2-15-16 175,000 4.50% 39,488 214,488
8-15-16 35,550 35,550 250,038 1,580,000
2-15-17 185,000 4.50% 35,550 220,550
8-15-17 31,388 31,388 251,938 1,395,000
2-15-18 195,000 4.50% 31,388 226,388
8-15-18 27,000 27,000 253,388 1,200,000
2-15-19 210,000 4.50% 27,000 237,000
8-15-19 22,275 22,275 259,275 990,000
2-15-20 225,000 4.50% 22,275 247,275
8-15-20 17,213 17,213 264,488 765,000
2-15-21 240,000 4.50% 17,213 257,213
8-15-21 11,813 11,813 269,025 525,000
2-15-22 260,000 4.50% 11,813 271,813
8-15-22 5,963 5,963 277,775 265,000
2-15-23 265,000 4.50% 5,963 270,963
8-15-23 0 0 270,963 0
Net Interest: 1,592,100$
J-21
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Certificates of Obligation, Series 2004 A Estimate
Principal- $11,400,000
Conference Center - $11,400,000;
PAYMENT
DATE
ESTIMATE
PRINCIPAL
AMOUNT
ESTIMATE
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH FISCAL
YEAR
ESTIMATE
PRINCIPAL
AMOUNT
OUTSTANDING
11,400,000
2-15-05 150,000 4.50% 256,500 406,500
8-15-05 253,125 253,125 659,625 11,250,000
2-15-06 160,000 4.50% 253,125 413,125
8-15-06 249,525 249,525 662,650 11,090,000
2-15-07 450,000 4.50% 249,525 699,525
8-15-07 239,400 239,400 938,925 10,640,000
2-15-08 475,000 4.50% 239,400 714,400
8-15-08 228,713 228,713 943,113 10,165,000
2-15-09 500,000 4.50% 228,713 728,713
8-15-09 217,463 217,463 946,175 9,665,000
2-15-10 525,000 4.50% 217,463 742,463
8-15-10 205,650 205,650 948,113 9,140,000
2-15-11 555,000 4.50% 205,650 760,650
8-15-11 193,163 193,163 953,813 8,585,000
2-15-12 635,000 4.50% 193,163 828,163
8-15-12 178,875 178,875 1,007,038 7,950,000
2-15-13 755,000 4.50% 178,875 933,875
8-15-13 161,888 161,888 1,095,763 7,195,000
2-15-14 750,000 4.50% 161,888 911,888
8-15-14 145,013 145,013 1,056,900 6,445,000
2-15-15 835,000 4.50% 145,013 980,013
8-15-15 126,225 126,225 1,106,238 5,610,000
2-15-16 930,000 4.50% 126,225 1,056,225
8-15-16 105,300 105,300 1,161,525 4,680,000
2-15-17 990,000 4.50% 105,300 1,095,300
8-15-17 83,025 83,025 1,178,325 3,690,000
2-15-18 1,515,000 4.50% 83,025 1,598,025
8-15-18 48,938 48,938 1,646,963 2,175,000
2-15-19 1,015,000 4.50% 48,938 1,063,938
8-15-19 26,100 26,100 1,090,038 1,160,000
2-15-20 1,065,000 4.50% 26,100 1,091,100
8-15-20 2,138 2,138 1,093,238 95,000
2-15-21 95,000 4.50% 2,138 97,138
8-15-21 0 0 97,138 0
Net Interest: 5,185,575$
J-22
Embracing the Past
Exploring the Future
DEBT SERVICE
UTILITY REVENUE BONDS
J-23
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
2-1-04 825,000 5.50% 22,688 847,688
8-1-04 0 0 847,688 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.
The bonds due in 2005-2014 were refunded by the Utility System Revenue Refunding Bonds, Series 2003.
Call Provisions: All Bonds maturing on or after February 1, 2005 are optional for redemption in whole or in part on February 1,
2004 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the Bonds are
redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral multiples of $5,000 within any
one maturity.
J-24
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 1995
August 1, 1995, $6,000,000
Electric Projects - $3,000,000; Water Projects - $1,800,000;
Wastewater Projects - $1,200,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
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 optionalfor redemption in whole or in part on
February 1, 2005 or any date thereafter at par and accrued interest to the date fixed for redemption. If less than all of the
Bonds are redeemed at any time, the particular Bonds to be redeemed shall be selected by the City in integral multiples of
$5,000 within any one maturity.
J-25
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) - $2,710,000
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-04 700,000 4.70% 189,555 889,555
8-1-04 173,105 173,105 1,062,660 6,575,000
2-1-05 805,000 4.80% 173,105 978,105
8-1-05 153,785 153,785 1,131,890 5,770,000
2-1-06 810,000 4.90% 153,785 963,785
8-1-06 133,940 133,940 1,097,725 4,960,000
2-1-07 340,000 5.05% 133,940 473,940
8-1-07 125,355 125,355 599,295 4,620,000
2-1-08 360,000 5.05% 125,355 485,355
8-1-08 116,265 116,265 601,620 4,260,000
2-1-09 375,000 5.15% 116,265 491,265
8-1-09 106,609 106,609 597,874 3,885,000
2-1-10 400,000 5.25% 106,609 506,609
8-1-10 96,109 96,109 602,718 3,485,000
2-1-11 420,000 5.35% 96,109 516,109
8-1-11 84,874 84,874 600,983 3,065,000
2-1-12 445,000 5.45% 84,874 529,874
8-1-12 72,748 72,748 602,621 2,620,000
2-1-13 470,000 5.50% 72,748 542,748
8-1-13 59,823 59,823 602,570 2,150,000
2-1-14 495,000 5.50% 59,823 554,823
8-1-14 46,210 46,210 601,033 1,655,000
2-1-15 520,000 5.55% 46,210 566,210
8-1-15 31,780 31,780 597,990 1,135,000
2-1-16 550,000 5.60% 31,780 581,780
8-1-16 16,380 16,380 598,160 585,000
2-1-17 585,000 5.60% 16,380 601,380 617,760 0
Net Interest Cost: 5,702,533$ Moody's:Aaa
S & P's: AAA
Paying Agent: Texas Commerce Bank National Association
Underwriters: Southwest Securities
Rauscher Pierce Refsnes, Inc.
Coastal Securities
Call Provisions:The City reserves the right, at its option, to redeem Bonds having stated maturities on and after February 1,
2008 through and including February 1, 2017, in whole or in part in principal amounts of $5,000 or any integral multiple
thereof, on February 1, 2007, or any date thereafter, at the par value thereof plus accrued interest to the date of
redemption.
J-26
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 1998
April 1, 1998, $2,700,000
WasteWater Projects
PAYMENT
DATE
PRINCIPAL
AMOUNT
INTEREST
RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL
AMOUNT
OUTSTANDING
2-1-04 115,000 6.500% 58,533 173,533
8-1-04 54,795 54,795 228,328 2,160,000
2-1-05 125,000 6.500% 54,795 179,795
8-1-05 50,733 50,733 230,528 2,035,000
2-1-06 130,000 5.625% 50,733 180,733
8-1-06 47,076 47,076 227,809 1,905,000
2-1-07 135,000 4.550% 47,076 182,076
8-1-07 44,005 44,005 226,081 1,770,000
2-1-08 140,000 4.650% 44,005 184,005
8-1-08 40,750 40,750 224,755 1,630,000
2-1-09 145,000 4.750% 40,750 185,750
8-1-09 37,306 37,306 223,056 1,485,000
2-1-10 155,000 4.800% 37,306 192,306
8-1-10 33,586 33,586 225,893 1,330,000
2-1-11 160,000 4.900% 33,586 193,586
8-1-11 29,666 29,666 223,253 1,170,000
2-1-12 170,000 5.000% 29,666 199,666
8-1-12 25,416 25,416 225,083 1,000,000
2-1-13 180,000 5.000% 25,416 205,416
8-1-13 20,916 20,916 226,333 820,000
2-1-14 190,000 5.050% 20,916 210,916
8-1-14 16,119 16,119 227,035 630,000
2-1-15 200,000 5.100% 16,119 216,119
8-1-15 11,019 11,019 227,138 430,000
2-1-16 210,000 5.125% 11,019 221,019
8-1-16 5,638 5,638 226,656 220,000
2-1-17 220,000 5.125% 5,638 225,638 225,638 0
Net Interest Cost: 1,610,150$ Moody's:Aaa
S & P's:AAA
Paying Agent: Chase Bank of Texas National Association
Underwriting Group: First Southwest
Paying Agent: The City reserves the right,at its option,to redeem Bonds having stated maturities on and after February 1,
2009, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on February 1, 2008, or any date
thereafter, at the par value thereof plus accrued interest to the date of redemption. If less than all the Bonds are to be
redeemed, the City may select the maturities of Bonds to be redeemed. If less than all the Bonds of any maturity are to be
redeemed, the Paying Agent/Registrar will determine by lot the Bonds, or portions thereof, within such maturity to be
redeemed.
J-27
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
Utility Revenue Bonds - SERIES 2000
April 13, 2000 - $10,500,000
Water Projects - $4,500,000; Wastewater Projects - $6,000,000
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
10,500,000
2-15-04 425,000 7.00% 264,395 689,395
8-15-04 249,520 249,520 938,915 9,100,000
2-15-05 445,000 7.00% 249,520 694,520
8-15-05 233,945 233,945 928,465 8,655,000
2-15-06 470,000 7.00% 233,945 703,945
8-15-06 217,495 217,495 921,440 8,185,000
2-15-07 495,000 5.00% 217,495 712,495
8-15-07 205,120 205,120 917,615 7,690,000
2-15-08 525,000 5.00% 205,120 730,120
8-15-08 191,995 191,995 922,115 7,165,000
2-15-09 550,000 5.10% 191,995 741,995
8-15-09 177,970 177,970 919,965 6,615,000
2-15-10 580,000 5.10% 177,970 757,970
8-15-10 163,180 163,180 921,150 6,035,000
2-15-11 615,000 5.20% 163,180 778,180
8-15-11 147,190 147,190 925,370 5,420,000
2-15-12 650,000 5.25% 147,190 797,190
8-15-12 130,128 130,128 927,318 4,770,000
2-15-13 685,000 5.30% 130,128 815,128
8-15-13 111,975 111,975 927,103 4,085,000
2-15-14 725,000 5.40% 111,975 836,975
8-15-14 92,400 92,400 929,375 3,360,000
2-15-15 770,000 5.50% 92,400 862,400
8-15-15 71,225 71,225 933,625 2,590,000
2-15-16 815,000 5.50% 71,225 886,225
8-15-16 48,813 48,813 935,038 1,775,000
2-15-17 865,000 5.50% 48,813 913,813
8-15-17 25,025 25,025 938,838 910,000
2-15-18 910,000 5.50% 25,025 935,025 935,025 0
Net Interest Cost: 6,099,459$ 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.
J-28
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
U.R.B. SERIES 2001
August 1, 2001 - PRINCIPAL $23,500,000
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
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
J-29
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
U.R.B. SERIES 2002
March 1, 2002 - PRINCIPAL $18,215,000
Electric Projects $4,440,000; Water Projects $6,300,000, Wastewater Projects $10,000,000
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
18,215,000
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
J-30
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
U.R.B. SERIES 2003 A
JULY 9, 2003 - PRINCIPAL $4,850,000
Electric Projects $4,850,000
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
4,850,000
2-15-04 102,772 102,772
8-15-04 88,091 88,091 190,863 4,850,000
2-15-05 185,000 3.000% 88,091 273,091
8-15-05 85,316 85,316 358,406 4,665,000
2-15-06 190,000 2.500% 85,316 275,316
8-15-06 82,941 82,941 358,256 4,475,000
2-15-07 195,000 2.500% 82,941 277,941
8-15-07 80,503 80,503 358,444 4,280,000
2-15-08 200,000 2.500% 80,503 280,503
8-15-08 78,003 78,003 358,506 4,080,000
2-15-09 205,000 3.500% 78,003 283,003
8-15-09 74,416 74,416 357,419 3,875,000
2-15-10 210,000 4.000% 74,416 284,416
8-15-10 70,216 70,216 354,631 3,665,000
2-15-11 220,000 4.000% 70,216 290,216
8-15-11 65,816 65,816 356,031 3,445,000
2-15-12 225,000 4.000% 65,816 290,816
8-15-12 61,316 61,316 352,131 3,220,000
2-15-13 235,000 4.000% 61,316 296,316
8-15-13 56,616 56,616 352,931 2,985,000
2-15-14 245,000 3.125% 56,616 301,616
8-15-14 52,788 52,788 354,403 2,740,000
2-15-15 255,000 3.250% 52,788 307,788
8-15-15 48,644 48,644 356,431 2,485,000
2-15-16 265,000 3.500% 48,644 313,644
8-15-16 44,006 44,006 357,650 2,220,000
2-15-17 275,000 3.625% 44,006 319,006
8-15-17 39,022 39,022 358,028 1,945,000
2-15-18 290,000 3.750% 39,022 329,022
8-15-18 33,584 33,584 362,606 1,655,000
2-15-19 300,000 3.875% 33,584 333,584
8-15-19 27,772 27,772 361,356 1,355,000
2-15-20 315,000 4.000% 27,772 342,772
8-15-20 21,472 21,472 364,244 1,040,000
2-15-21 330,000 4.000% 21,472 351,472
8-15-21 14,872 14,872 366,344 710,000
2-15-22 345,000 4.125% 14,872 359,872
8-15-22 7,756 7,756 367,628 365,000
2-15-23 365,000 4.250% 7,756 372,756 372,756 0
Interest: 2,169,066
J-31
DEBT SERVICE
SCHEDULE OF REQUIREMENTS
U.R.B. SERIES 2003 REFUNDING
December 5, 2002 - PRINCIPAL $11,160,000
REFUNDING URB SERIES 1993 YEARS 2004-2013, AND URB SERIES 1994 YEARS 2005-2014
Electric Projects; Water Projects, Wastewater Projects
DATE
PRINCIPAL
AMOUNT INTEREST RATE
INTEREST
AMOUNT
TOTAL DUE ON
PAYMENT DATE
TOTAL DUE
EACH YEAR
PRINCIPAL AMOUNT
OUTSTANDING
2-1-04 365,000 4.00% 223,441 588,441
8-1-04 216,141 216,141 804,581 10,795,000
2-1-05 1,180,000 4.00% 216,141 1,396,141
8-1-05 192,541 192,541 1,588,681 9,615,000
2-1-06 1,170,000 4.00% 192,541 1,362,541
8-1-06 169,141 169,141 1,531,681 8,445,000
2-1-07 1,155,000 4.50% 169,141 1,324,141
8-1-07 143,153 143,153 1,467,294 7,290,000
2-1-08 1,140,000 3.50% 143,153 1,283,153
8-1-08 123,203 123,203 1,406,356 6,150,000
2-1-09 1,120,000 3.75% 123,203 1,243,203
8-1-09 102,203 102,203 1,345,406 5,030,000
2-1-10 1,100,000 4.00% 102,203 1,202,203
8-1-10 80,203 80,203 1,282,406 3,930,000
2-1-11 1,075,000 4.00% 80,203 1,155,203
8-1-11 58,703 58,703 1,213,906 2,855,000
2-1-12 1,055,000 4.00% 58,703 1,113,703
8-1-12 37,603 37,603 1,151,306 1,800,000
2-1-13 1,035,000 4.13% 37,603 1,072,603
8-1-13 16,256 16,256 1,088,859 765,000
2-1-14 765,000 4.25% 16,256 781,256 781,256
Total Interest 2,799,655
J-32
Embracing the Past
Exploring the Future
APPENDIX K
GENERAL & ADMINISTRATIVE
TRANSFERS
GENERAL AND ADMINISTRATIVE TRANSFERS
The General and Administrative Transfers
are used to reflect the cost of 2 types of
activities.
The first is to recover the costs of
administrative services to the areas which are
using those services. For example, transfers
are used to reflect the cost of services
received from administrative activities in the
General Fund, such as accounting,
purchasing, technology, and human
resources services.
Costs are allocated based on the results of an
annual cost allocation plan done in the early
part of the budget process.
The transfers are also used as a mechanism
to recover the cost of projects that may be
budgeted in an operating fund, but are being
funded from a different source. For example,
the Parks Department budgets for a number
of activities that are funded from the
Hotel/Motel Fund through the General and
Administrative Transfer.
The following page includes the schedule for
the General and Administrative Transfers for
FY 04. Most of the transfers come into the
General Fund from other operating funds
receiving the services.
Just under $5.8 million is approved to be
allocated to the General Fund from various
other funds. This includes 462,134 for
drainage maintenance activities from the
Drainage Utility Fund. Also included is
$667,804 for the Community Development
administrative functions, and $343,433 for
parks related projects funded out of the
Hotel/Motel Fund. It also includes
$182,582 related to approved service level
adjustments in the General Fund that are
approved to be funded in part by sources
other than the General Fund.
$2.16 million is approved to be allocated to
the Utility Billing Fund from the five utility
funds. Funds are also transferred from the
Water and Wastewater Funds to the Electric
Fund for administrative services provided by
the Electric Fund; and from the Wastewater
Fund to the Water Fund.
K-1
FY 03 FY 04 FY 04
Approved Approved Base Total Approved
Budget Budget Budget
To General Fund:
Community Development 689,827$ 664,031$ 667,804$
Parks Xtra Education 30,590 31,062 31,062
Hotel Motel 265,848 267,671 267,671
Wolf Pen Creek 77,199 75,762 75,762
Conf Center 276,936 0 0
Drainage Operations 410,748 462,134 625,943
Electric 665,884 582,421 588,421
Water 329,139 304,486 306,286
Wastewater 292,247 298,642 299,842
Sanitation 344,465 365,423 366,623
BVSWMA 348,148 387,064 388,264
Parking Enterprise 0 21,898 21,898
Utility Billing 595,212 486,881 490,481
Court Security Fund 30,327 48,548 48,548
Insurance Funds
Empl. Benefits 54,949 49,520 49,520
Prop. Casualty 131,990 126,645 126,645
Worker's Comp 131,991 126,645 126,645
Fleet 137,177 134,043 134,043
Print/Mail 47,327 45,829 45,829
Communications 85,000 100,000 100,000
General Capital Projects 0
Street Projects 250,000 350,000 350,000
Parks Projects 20,000 20,000 20,000
General Government 60,000 120,720 120,720
Parks Escrow Projects 5,000 10,000 10,000
New Conference Center 50,000 41,340 41,340
Northgate Parking Garage 0 0 0
Business Park 50,000 0 0
Utility Capital Projects 0
Electric Projects 90,000 18,082 18,082
Water Projects 275,000 150,000 150,000
Wastewater Projects 200,000 140,852 140,852
Drainage 185,000 172,302 172,302
General Fund Total 6,130,004$ 5,602,001$ 5,784,583$
To Utility Customer Service:
Electric 1,132,658$ 1,207,200$ 1,269,929$
Water 622,531 663,500 697,977
Wastewater 72,406 77,200 81,210
Drainage 25,000 25,000 25,000
Sanitation 72,406 77,200 81,210
Utility Customer Service 1,925,000$ 2,050,100$ 2,155,326$
To Electric Fund:
Water 213,000$ 197,500$ 197,500$
Wastewater 213,000 197,500 197,500
Electric Fund Total 426,000$ 395,000$ 395,000$
To Water Fund:
Wastewater 279,400$ 285,000$ 285,000$
Water Fund Total 279,400$ 285,000$ 285,000$
To Communications Fund:
General 38,100 0 0
Electric 4,500 0 0
Water 1,500 0 0
Wastewater 1,800 0 0
Sanitation 1,000 0 0
BVSWMA 1,500 0 0
Utility Billing 1,500 0 0
Fleet 700 0 0
Print/Mail 200 0 0
Communications Fund Total 50,800$ 0$ 0$
Total All Funds 8,811,204$ 8,332,101$ 8,619,909$
FY 04 Approved General and Administrative Transfer Worksheet
K-2
Embracing the Past
Exploring the Future
APPENDIX L
FY 2003-2004 STRATEGIC PLAN
STRATEGIES AND IMPLEMENTATION
PLANS
FY 2003-04 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Core Services Vision Statement
We will provide high quality customer focused basic city services at a reasonable cost.
Strategy #1 We will provide infrastructure with the capacity to meet current and projected
projects.
Implementation Plans
a. Provide effective drainage programs
b. Provide effective electric, water, and wastewater services
c. Provide effective technology services
d. Provide effective Solid Waste / Landfill programs
e. Provide effective Cemetery services
Strategy #2 We will promote public safety and health.
Implementation Plans
a. Provide effective police protection
b. Improve interagency public safety coordination
c. Provide effective Fire / EMS services
d. Pursue effective emergency management services
e. Provide health services through the Brazos County Health Department
f. Provide animal control and adoption through the Brazos Animal Shelter
Strategy #3 We will promote effective communication (interdepartmentally and the public)
Implementation Plans
a. Effectively utilize television
b. Implementation of City Marketing plan
c. E-Government implementation
d. Develop employee communication plan
e. Develop and implement alternate communication with Public
f. Review and improve advisory board communication
Strategy #4 We will rehabilitate infrastructure as needed.
Implementation Plans
a. Update older infrastructure
b. Implement Southside rehabilitation plan
Strategy #5 We will provide streets, traffic and transportation systems.
Implementation Plans
a. Provide effective street programs
b. Provide effective traffic programs
c. Provide effective regional transportation programs
L-1
FY 2003-04 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Strategy #6 We will provide a workplace that fosters creative ideas for delivery of core services.
Implementation Plans
a. Provide effective training and development programs
b. Provide effective recognition systems
c. Provide effective performance evaluation systems
d. Promote creativity and innovation in service delivery
L-2
FY 2003-04 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Parks and Leisure Services Vision Statement
We will continue to promote a wide range of leisure, recreational and cultural arts
opportunities.
Strategy #1 We will maintain an integrated parks system driven by connectivity.
Implementation Plans
a. Continue implementation of Park Maintenance Standards
b. Implementation urban forestry management plan
c. Implement greenway/bikeway plans that foster connectivity
Strategy #2 We will promote programs and facilities that target all age groups
Implementation Plans
a. Continue efforts to make parks more intergenerational
b. Review leisure service programs
c. Pursue cooperative efforts with the City of Bryan on joint programming
d. Development of Veterans Park Phase 2
e. Develop new five-year Parks Capital Improvement Projects
Strategy #3 We will promote cultural arts.
Implementation Plans
a. Promote performing art
b. Promote public art
c. Library services improvement
d. Performing arts facilities development
e. Develop a museum
Strategy #4 We will pursue regional planning and development efforts
Implementation Plans
a. Implement regional planning and develop initiative
L-3
FY 2003-04 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Planning and Development Vision Statement
We will continue to promote a well-planned community
Strategy #1 We will continue to revise and guide the development process through the Unified
Development Ordinance (UDO)
Implementation Plans
a. Revise the technical standards for infrastructure construction
b. Revise the drainage ordinance (UDO Section 7.8)
c. Revise the Subdivison Regulations (UDO Article 8)
d. Update Park land dedication ordinance
Strategy #2 We will continue to support an intermodal transportation action plan.
Implementation Plans
a. Develop an intermodal transportation action plan
Strategy #3 We will continue to provide for a well planned community (we will promote well-
planned neighborhoods)
Implementation Plans
a. Provide proactive code enforcement services
b. Provide Neighborhood Services
c. Guide growth through planned annexation
d. Update Greenway master plan
e. Small area planning
L-4
FY 2003-04 STRATEGIC PLAN STRATEGIES & IMPLEMENTATION PLANS
Economic Development Vision Statement
We will continue to promote a strong and diverse economic environment.
Strategy #1 We will promote the development of strategic areas
Implementation Plans
a. Promote commercial development in the Wolf Pen Entertainment district
b. Promote development in the Rock Prairie Road Commercial area
c. Promote development in Crescent Pointe (tax increment reinvestment one #15) and
surrounding area
Strategy #2 We will continue to strengthen and diversify the tax and job base.
Implementation Plans
a. Pursue development of a second class “A” business park for continued recruitment of
Technology companies
b. Pursue update of the incentives guidelines
Strategy #3 We will promote tourism.
Implementation Plans
a. Support the operations of Brazos Valley Convention & Visitors Bureau
b. Continue development of Hotel / Conference Center and Corporate headquarters
c. Explore development / recruitment of a new venue
Strategy #4 We will promote revitalization and redevelopment
Implementation Plans
a. Promote redevelopment of targeted properties and areas
b. Target CDBG funds to infrastructure rehabilitation
c. Target CDBG and HOME funds for low-mod income housing projects and
improvements
d. Proactive code enforcement
Strategy #5 We will encourage and integrate the city’s economic development efforts with the
Research Valley Partnership.
Implementation Plans
a. Monitor Research Valley Partnership-(RVP) performance and programs.
b. Incorporate Research Valley Partnership branding
c. Enhance marketing mechanisms utilized to target site location consultants, real estate
professionals, and business executives.
L-5
APPENDIX M
FY 04 COMBINED FUND SUMMARY
Combined Summary by Fund Type
FY 04 FY 04 FY 04 FY 04
Governmental Enterprise Special Revenue Internal Service
Funds Funds Funds Funds
Beginning Balance/
Working Capital 41,278,405$ 55,091,964$ 4,795,541$ 8,637,951$
Revenues
Taxes 29,992,019$ -$ 2,966,487$ -$
Licenses and Permits 885,200 - - -
Intergovernmental 228,115 - 4,593,072 -
Charges for Services 2,228,315 74,915,180 128,800 6,724,655
Fines 3,044,550 94,500 - -
Premiums - - - 2,415,200
Investment Income 1,099,030 1,533,900 108,222 273,470
Other 480,800 1,226,900 24,000 201,300
Total Revenues 37,958,029$ 77,770,480$ 7,820,581$ 9,614,625$
Total Funds Available 79,236,434$ 132,862,444$ 12,616,122$ 18,252,576$
Expenditures/Expenses
Operating
Salaries and Benefits 28,853,360$ 9,128,862$ -$ 2,389,756$
Supplies 2,004,622 2,335,570 - 654,380
Maintenance 3,337,046 1,174,925 - 194,361
Purchased Services 6,233,172 41,456,222 - 529,344
Capital 667,589 915,181 - 70,085
Total Operating Expend/Exp 41,095,789$ 55,010,760$ -$ 3,837,926$
Non Departmental
Community Development -$ -$ 4,241,300$ -$
Reimbursed Administrative (5,288,643) 3,861,660 351,772 944,775
Contributions 267,265 328,287 1,215,200 -
Claims - - - 380,000
Premiums - - - 4,483,917
Other 1,408,200 435,000 1,060,333 541,145
Capital Outlay 12,316,756 17,351,457 2,129,500 2,960,000
Debt Service 9,267,686 7,952,765 - -
Total Non Departmental 17,971,264$ 29,929,169$ 8,998,105$ 9,309,837$
Other Sources (Uses)
Proceeds From Long Term Debt 15,050,000$ 8,720,000$ -$ -$
Operating Transfers In 12,070,414 10,670,000 - -
Operating Transfers Out - (17,911,410) (479,103) (403,756)
Total Other Sources (Uses) 27,120,414$ 1,478,590$ (479,103)$ (403,756)$
Increase(Decrease) Fund Balance 6,011,390$ (5,690,859)$ (1,656,627)$ (3,936,894)$
Fund Balance/Working Capital 47,289,795$ 49,401,105$ 3,138,914$ 4,701,057$
M-1
APPENDIX N
GLOSSARY
GLOSSARY
A
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.
B
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.
C
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.
Capital Outlay: A disbursement of money which
results in the acquisition or addition to fixed
assets.
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.
D
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.
E
Effectiveness Measure: Measure that
demonstrates whether a program is
accomplishing its intended results. These should
show the impact of the program.
N-1
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.
Enterprise Funds: Funds that are used to
represent the economic results of activities that
are maintained similar to those of private
business, where revenues are recorded when
earned and expenses are recorded as resources
are used.
Equity: See Fund Balance.
Expenditure/Expense: Decrease in net financial
resources for the purpose of acquiring goods or
services. The General Fund recognizes
expenditures and the Proprietary Funds recognize
expenses.
F
Fiscal year: 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.
G
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.
I
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.
N-2
Investments: Securities held for the production of
income, generally in the form of interest.
L
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.
M
Mission Statement: Purpose of the organization;
why the organization exists and whom it benefits.
Modified Accrual Basis: The basis of accounting
in which revenues are recognized when they
become measurable and available to finance
expenditures of the current period. Expenditures
are recognized when the goods or services are
received.
N
Net Working Capital: Current Assets less Current
Liabilities in an enterprise or internal service
fund.
Non-Recurring Revenues: Resources recognized
by the City that are unique and occur only one
time or without pattern.
O
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.
P
Performance Measure: Tool to determine the
levels of service are being provided by the
organization.
Proprietary Funds: See Utility Funds.
R
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.
S
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.
T
Tax Levy: The total amount of taxes imposed by
the City on taxable property, as determined by
N-3
the Brazos County Appraisal District, within the
City's corporate limits.
Transfers: A legally authorized funding transfer
between fund in which one fund is responsible for
the initial receipt and the other fund is
responsible for the actual disbursement.
User-Based Fee/Charge: A monetary fee or
charge placed upon the user of services of the
City.
U
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.
V
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...”
N-4